FY 2021 CAPITAL AND OPERATING BUDGETS
Johnson County, Kansas
Board of County Commissioners
Ed Eilert Chairman
Becky Fast District 1
Jim Allen District 2
Steven C. Klika District 3
Janee' Hanzlick District 4
Michael Ashcraft District 5
Mike Brown District 6
Staff
Penny Postoak Ferguson, County Manager Maury Thompson, Deputy County Manager Joe Waters, Assistant County Manager Joseph M. Connor, Assistant County Manager Scott Neufeld, Budget & Financial Planning Director Robin Symes, Assistant Budget Director Ted Clemons, Management and Budget Analyst Mark Dapp, Management and Budget Analyst Jack Habig, Management and Budget Analyst Gayle Kauffman, Management and Budget Analyst Leslie Friedel, Principal Analyst Supervisor Jennifer Cox, Executive Assistant
Notice
Johnson County Government offers employment and provides services and programs in compliance with the provisions of the Americans with Disabilities Act (ADA) and with all other federal, state and local statutes regarding race, color, national origin, sex, religion, age or disability.
Table of Contents
A. Executive Summary Budget Message A-2 A Brief Tour of the FY 2021 Budget A-11 Where to Find Answers to Commonly Asked Questions A-13 Additional Information and Quick Reference Guide A-15
B. County Profile County Profile B-2 Comparable Counties B-11 Organizational Structure B-17 Organizational Chart B-19
C. Budget Structure & Policies Financial Policies C-2 Budget Structure C-6 Budget Process & Calendar C-7 Budget Amendments C-8 Budget Revisions C-9 BOCC Strategic Priorities C-11
D. Budget Summary FY 2021 Johnson County Budget at a Glance D-2 FY 2021 Johnson County Budget by Fund D-8 FY 2021 Assessed Valuation and Mill Levy Information D-45 Equipment Reserve and Fleet Fund D-47
E. Personnel & Compensation Workforce Trends E-2 New Positions Included in the FY 2021 Budget E-3 Comparison of Budgeted FTE Positions Since FY 2016 E-4 Benefits and Health Care E-5 Budgeted FTEs by Type E-9 Budgeted FTES by Agency/Department and Strategic E-10 Program Area FY 2019-FY 2021
F. Multi-Year Budget Projection Multi-Year Budget Projection - October, 2020 F-2 Budget Reductions F-9
G. Revenue Summary FY 2021 Revenues by Category G-2 2020 through 2021 Revenue Breakdown G-3 Major Revenue Sources G-5
H. Capital Improvement Program Capital Improvement Program (CIP) Overview H-2 FY 2021 CIP Sources and Uses of Funds H-6 FY 2021 - 2025 CIP Summary H-8 Table of Contents
I. Debt Management Debt Management Policies I -2 Outstanding County Debt I -3 Future Debt Planning I -5 Budgeted Debt Service I -6 Summary of Outstanding Debt Issues I -8 Debt Margin Computation I -13
J. Strategic Programs FY 2021 Budget by Strategic Program J-2 FY 2021 Budget - Expenditures by Strategic Program J-5 Classification of Agencies and Departments by Strategic Program J-6
K. Support Services Board of County Commissioners K-2 Budget & Financial Planning K-6 County Building Fund K-11 County Manager's Office K-12 Countywide Support K-17 Debt Service K-19 Economic Development Programs K-20 Facilities K-22 Fleet Services K-39 Human Resources K-41 Legal K-45 Risk Management K-48 Technology & Innovation K-50 Treasury & Financial Management K-58
L. Records & Taxation Appraiser L-2 Election Office L-8 Motor Vehicle L-12 Records & Tax Administration L-15
M. Public Safety, Judicial & Public Safety & Judicial Emergency Services Controlled Substance M-3 Corrections M-4 District Attorney M-15 District Attorney Forfeited Property M-19 District Court Trustee M-20 District Courts M-23 Justice Information Management System M-29 Law Library M-37 Prosecutor Training & Assistance M-40 Public Safety Sales Tax M-41 Public Safety Sales Tax II M-42 Public Safety Sales Tax III M-43 Table of Contents
Sheriff M-44 Sheriff Forfeited Property M-55 Weapons Licensure M-56
Emergency Services 911 Fund M-57 911 Wireless Telephone M-58 Emergency Management & Communication M-59 Med-Act M-66
N. Infrastructure Airport N-2 Contractor Licensing N-19 Public Works N-22 Planning, Housing & Community Development N-32 Stormwater N-36 Transportation N-39 Wastewater O & M N-46 Wastewater SRCFP N-53
O. Health & Human Services Alcohol Tax O-2 Developmental Supports O-3 Health & Environment O-8 Aging & Human Services O-16 Mental Health O-23
P. Culture & Recreation Developer Fees P-2 Fair P-3 Heritage Trust P-4 Library Operating P-5 Library Special Use P-13 Park & Recreation General P-14 Park & Recreation Employee Benefits P-22 Park & Recreation Bond & Interest P-23 Park & Recreation Enterprise P-24 Stream Maintenance P-27 Section Executive A Summary
This Section Includes: Budget Message (Page A-2)
A Brief Tour of the FY 2021 Budget (Page A-11)
Where to Find Answers to Commonly Asked Questions (Page A-13) Additional Information and Quick Reference Guide (Page A-15)
A-1 Budget Message
October 26, 2020
Chairman Eilert and County Commissioners;
It is my distinct honor to present the Johnson County proposed operating budget and capital improvement program for FY 2021. The budget is our financial and policy plan for the year. It has been designed to represent the goals and objectives of the Board and to enable the organization to meet them while providing the best possible services to the entire community, whom we all ultimately serve.
Experiencing a global pandemic, and witnessing the protests and call for change, have made 2020 a year that we will not forget. The dramatic impact of COVID-19 has been worldwide. Our community and our organization have been no exception. The uncertainty that ensued, combined with existing challenges of increased demand for our services due to a growing population, meeting the needs of our county’s aging population and other ongoing pressures have together created unparalleled challenges in constructing this budget. We have had to rethink our approach and our strategy.
COVID-19 forced us to pause work on the FY 2021 budget and focus on the current budget. Early into the pandemic, recognizing the projected millions of revenue shortfall, we acted quickly to make substantial expenditure reductions to avoid utilizing our reserves.
Charting a Course Amidst Economic Adversity
Putting together a budget in the face of this much uncertainty was challenging but not impossible. We kept our values at the forefront throughout; guiding us as we navigated through 2020 and planned for FY 2021. We started with a focus on what you as a governing body consider priority areas, our core services, what our residents value from county government, and what our organization is capable of. Keeping in mind the old adage, “Hope for the best and plan for the worst," we revisited what it means to budget conservatively in times like these. We looked at what was not only reasonable, but also what was strategic.
Ultimately, we determined to frame our baseline projections conservatively based on the current outlook while simultaneously developing contingencies should the economy worsen. What this means is that we built our projections based on a conservative estimate of a one-year downturn in FY 2020 followed by modest recovery in FY 2021 and beyond. We have balanced our budget and five-year financial forecast within these parameters with the ongoing expenditure reductions necessary to bring overall expenditures in line with ongoing revenues. None of the reductions are expected to have a material impact on services. In other words, the FY 2021 Budget is structurally balanced as is our five-year financial forecast and our service capacity has remained intact as well.
The economic impact of COVID-19 on the County’s major revenues has been overall negative but also definitely varied amongst the different revenue streams. Early estimates in April of revenue shortfalls for 2020 for our County Taxing District ranged from $18 to $38 million based on predicted impacts on our ad valorem, sales and use tax, and other revenue streams. By mid-May, with more information and a clearer financial picture, we projected a $25 million “first wave” revenue loss for this budget year. In mid-June, after having more revenue come in, we projected a $15 million shortfall. A-2 Looking forward, we have been closely studying our revenue sources:
• Ad valorem is based on valuations from the prior year so impacts to assessed valuation will be felt in future years, leaving collection rates as the big question for next year. At this point, the County’s planned uncollectible rate of 2.1% appears to be sufficient, although we won’t know for certain until we get to the December 2020 and May 2021 due dates for next year’s property tax. • Sales tax is the next largest revenue source for the County Taxing District and was also significantly impacted thus far by COVID-19, with our first two impact months of collections down approximately 10% below budget, making our 10% projected decline for the entirety of the year a conservative basis for our 2021 projections. • Use Tax has been up very strongly; 13% higher year-to-date this year compared to 2019, and with April of this year was 18% higher than April, 2019. • The other large loss, although mostly independent of the pandemic impact was to interest income. Repeated reductions of the prime rate by the Federal Reserve Bank drove down our projected revenue for 2021 to $1.2 million for the General Fund; $6.9 less than we earned in 2019.
In total, revenues for the County Taxing District in the Proposed FY 2021 Budget are projected to be $3 million less than the original FY 2020 Budget.
Contingencies in response to a potential second wave of revenue reductions will be addressed through a variety of methods. We will first look at a continuation of one-time, current year expenditure reductions. These include extension of vacancies we are holding open and the current hiring slowdown as well as operational savings should any services be suspended. Further reductions would likely involve service impacts. We have draft contingency plans in place and are prepared to discuss them with the Board if needed. While we will do all that we can to avoid service impacts, should that become the case, policy determinations will need to be made.
Approaching the FY 2021 Budget Twice
As we initially began developing the budget, the outlook was similar to last year’s. Assessed valuation growth was strong albeit lower than in previous years. Economic growth was steady, and unemployment rates were extremely low. One key difference was the result of repeated reductions of the prime rate by the Federal Reserve Bank. This led to a $5.7 million-dollar General Fund shortfall in investment interest revenue in FY 2020 as well as similarly low projections for FY 2021.
At the March BOCC budget retreat, we presented the original challenge, which was to meet service demands and remain competitive in the employment market with solid, but not spectacular revenue growth. Over half of the ad valorem growth with a constant mill levy was offset by the loss of interest revenue; leaving increased funding to meet service demands needing to be funded by expenditure reductions elsewhere in the organization.
Then everything changed.
As the coronavirus reached the United States and began to increase in numbers, state and local governments, including our own, made immensely difficult decisions to protect public health and save lives. Sectors of the economy deemed non-essential or with a high risk of spreading the virus (such as theaters or personal care businesses) completely shut down. As a result, unemployment soared. Essential businesses that remained open had to limit occupancy or alter how they provided service to their customers.
A-3 From a budget perspective, work on the FY 2021 Budget was largely suspended so that the County could respond quickly and aggressively address FY 2020 revenue shortfalls resulting from non-essential business shutdown.
Quick action combined with a strategic approach resulted in $25 million of first wave expenditure reductions achieved by a hiring freeze (except for essential positions), ceased nonessential spending, and tools such as furloughs, overtime reductions and capital project deferment. Where it makes sense, some of these savings will carry over into 2021’s proposed budget.
Board priorities and community survey
In making the tough decisions about where we proposed increasing and decreasing funding for the FY 2021 budget, we did so with a sharp, strategic focus on the programs or services tied to Board priorities: completing existing projects, protecting our vulnerable populations, optimizing the funding available for transit and focusing on innovation. We also closely examined the results of our 2020 Community Survey. Some of those datapoints that rose to the top in importance included the following:
• Safety and low crime came in as the first most important quality of life issue in Johnson County for the next 20 years and are listed as the top primary reason people live in Johnson County. • “Making sure that necessary health and human services are available” is the #1 most critical role for Johnson County Government in the next 10-20 years. • When asked “what is the most important county service to provide?” Johnson County Emergency Medical/Ambulance Service ranked #1. • When asked to indicate in which areas Johnson County should devote additional resources, the top five answers were mental health services, aging services, addressing homelessness, public health and public transportation.
Proposed reductions
This year, we requested targeted budget reductions from County Taxing District departments (where the negative revenue trends were concentrated). Where we did make tough choices on expenditure cuts, we did so thoughtfully with an eye towards reductions based on efficiencies and, to the extent possible, with minimal to no impact on services. The proposed FY 2021 budget includes $6.6 million in budget reductions. The impact of reductions across the departments can be summarized into these themes: staff taking on more work, potential slight service delays, reduced non-essential travel and training, deferred internal repairs and upgrades, and deferred projects and studies. The reductions also include 69 eliminated or unfunded positions. This includes 21 FTEs being eliminated in 2020 due to the moving of the ACT program.
While these cuts included the continued freezing or elimination of vacant positions, we were able to accomplish this without any layoffs, with the exception of one program that has found efficiencies in recent months.
In addition to the budget reductions, the Board reduced the mill levy by 0.250 mills. The Board acknowledges the impact the pandemic has had on its citizens, and this reduction is an effort to give some tax relief during these difficult times.
Proposed Requests for Additional Resources and Emerging Initiatives
Similarly, we only funded Requests for Additional Resources (RARs) where a lack of funding would directly link to reduced service levels. We also made sure to maintain funding in areas that
A-4 align with your Board priorities and our 2020 Community Survey results mentioned above. Some examples include:
• Mental Health: additional county support ongoing, as well as one-time assistance to the Mental Health fund reserve. Also additional funding for Human Services in-home mental health counseling. • MED-ACT: a combination of revenue, reserves, on-going and one-time expenditures for staffing of a new station for adequate coverage for the community. • Public safety: conversion of overtime to non-sworn jail positions, school resource officer (portion), and additional park police. • JCW: Ratepayer-funded positions and operating costs for the Tomahawk plant (no general fund dollars). • Aging: potential additional funding for aging. • Transit: designated funding to continue piloting our innovative micro transit program. • Public health: in addition to the funding for the recently created epidemiology division, increased vaccine funding, an electronic medical record system that will create efficiencies, and increased expenses/staffing for Medical Examiner Office are included. • Innovation: funding to fill a position we had to freeze in 2020 due to COVID-19.
Other funded RARs include $1 million for the Airport, and funding for District Courts, JIMS (for the new courthouse), Planning (update comprehensive plan), Public Works, Facilities Management and the Appraiser’s Office.
Workforce
Finally, during the roller coaster of economic outlooks as spring gave way to summer, we began to receive word that many of our Johnson County cities were planning merit increases in FY 2021. While many of our residents are facing economic uncertainty and hardship, we balanced service demands, being fiscal stewards and maintaining an exceptional workforce.
It was crucial to balance recruitment challenges (including the recent compensation analysis that puts our pay and benefits package below the market’s midpoint), a comparison to our cities’ plans for merit, rewarding a workforce that has gone above and beyond, the economic uncertainty and being good stewards of taxpayer dollars. Decisions on how best to compensate our employees, while being sensitive to the fact that we are utilizing tax dollars collected from residents, some of whom who are quite frankly hurting right now, did not come easily.
I would be remiss if I did not mention here that along with our Board, our leadership and staff met the unprecedented challenges created by the pandemic with dedication, flexibility and tireless work. They adapted to new ways of serving our public, worked evenings and weekends and even answered the call to work in other departments when needed.
Ultimately a partial reduction in the merit pool from where we started pre-pandemic seemed most appropriate. It helped us to balance the budget without impacting services, hopefully without demotivating employees, a key factor in our success in serving our community as exemplified by the results of our 2020 Community Survey. With everything considered, the proposed budget includes a two percent merit pool with a one percent bonus pool, which is a bit of a change from recent years. The bonus pool is intended to encourage employees to be creative and innovative.
FY 2021 Budget by the Numbers
The FY 2021 Budget is $1.25 billion, comprised of $930.1 million in expenditures and $315.5 million in reserves, and is based on a mill levy reduction of 0.250 mills. The adopted mill levy is
A-5 18.657 mills for the County, 3.874 mills for the Library, and 3.069 mills for the Park District. However, due to COVID-19, there were delays at the Board of Tax Appeals, causing some appeals processing to be completed after the adopted budget. We have estimated those appeals in our final mill levy which should be approximately 25.780 mills. FY 2021 marks the third time in four years that the County has reduced the mill levy. The mill levy was reduced 0.256 mills in FY 2018 and 0.338 mills in FY 2019, leaving the County an estimated 0.827 mills lower than FY 2017. The projected County mill levy should maintain Johnson County as having the lowest mill levy in the state.
A total of 4105.04 FTEs are included in the FY 2021 Budget. This is a net decrease of (20.82) FTEs from the FY 2020 budget of 4125.86 FTEs. There are 38.8 new FTEs proposed in the FY 2021 Budget. In the County Taxing District there are 6.0 new positions that are tax support funded and 12.8 that are funded with fees. Outside the County Taxing District, Wastewater is adding 14.0 FTEs for Tomahawk and the Park & Recreation District is adding 6.0 FTEs. Reductions include 10.0 FTEs across multiple departments in the 2021 Budget. Changes in departmental business models led to positions being eliminated this year in Parks (29.26 FTEs), Corrections (21.0), District Courts (5.38), and Developmental Supports (5.0); many of which contributed to the budget reductions highlighted earlier. FTEs added outside the budget cycle include (11.0) for Mental Health primarily for the Sheriff’s contract and co-responders, as well the new Epidemiology Division at DHE (14.75). Lastly, an additional 22.0 FTEs have been un-funded for FY2021 to support various departments, agencies, and offices’ budget reductions.
The FY 2021 Budget includes $3.0 million in ongoing additional resources from County property tax support and approximately $18.4 million in one-time expenses funded from excess reserves across all funds in a number of departments and agencies to address inflationary and one-time increases and pent up demand.
Aligning excess reserves with one-time expenditures is a key strategy to balancing budgets in each year of the Five-Year Forecast, as well as the FY 2021 Budget. The use of $25.6 million in reserves, $9.7 million of which are in the County’s General Fund (ending 2021 at 28.3%), primarily to fund one-time capital expenditures has been included in the FY 2021 Budget.
As we have mentioned, the County Taxing District funds are experiencing the largest revenue reductions. While Johnson County Park & Recreation District and Johnson County Library are seeing minimal impact to their general funds, JCPRD’s Enterprise Fund had a significant revenue loss due to having to suspend operations. JCL and JCPRD also instituted substantial furloughs.
Regarding Johnson County Wastewater, customers receive a combined bill that includes user charges for Operations and Maintenance and a Capital Finance Charge that funds debt service related to the JCW capital improvement plan. Projected revenue increases for FY 2021 over FY 2020 are down from a forecasted increase of 7.2% in last year’s financial plan to an increase of 5.75% in this year’s plan to cover operating and capital costs. It should be noted that the increase is in aggregate and that individual billing customer classes may rise by differing amounts. The need for revenue growth is driven primarily by inflationary pressures and costs associated with the Tomahawk Creek Wastewater Facility construction and start-up; debt service on capital projects, and personal services that have been included in the FY 2021 budget. Even with the increases, JCW rates remain among the lowest of the six major metropolitan area sewer providers.
Also included in the FY 2021 Budget is the FY 2021 - 2025 Capital Improvement Plan (CIP). The FY 2021 CIP is $150.8 million. Excluding Stormwater, Wastewater and other projects that have dedicated funding sources, the FY 2021 CIP includes a total of $21.9 million for various capital projects.
A-6 Multi-Year Financial Forecast
The County has long presented a balanced five-year financial revenue plan with a constant mill levy and expenses that manage to it. It provides a high-level picture of revenue trends as well as major outliers, such as the $335 million Wastewater Tomahawk plant expansion currently underway, known to be on the horizon. I would urge you to keep in mind that this forecast does not leave much room to address challenges and pressures that we know are coming or have already arrived, which I will address later in this message. Accordingly, below is the County’s current Five-Year Financial Forecast under a constant mill levy.
Projected Fund Balances for General Fund
Projected Ending Projected Ending Fiscal Year Fund Balance ($) Fund Balance (%) 2021 $101.1 million 28.3% 2022 $98.0 million 26.5% 2023 $98.0 million 25.6% 2024 $98.0 million 24.8% 2025 $98.0 million 24.0%
As a general guideline, the Board’s General Fund reserve policy calculation targets a reserve between 20% and 25% of estimated General Fund net revenues. In keeping with past Board direction, the multi-year budget projection gradually draws down the General Fund balance reserve to maintain the minimums of 20-25% annually. Representatives of Moody’s Investors Service, one of the three national firms that rates the County’s bonds, indicated that their ratings criteria base formula calls for 30% General Fund Reserves for local governments with Aaa ratings, the highest rating possible, that the County currently enjoys.
A-7 Proven Performance
Decisions to make financial investments in the county’s future, by the Board and by voters, have led to the completion or near completion of major projects (one of the Board priorities) that will improve the lives of our residents in many ways.
Last year we celebrated the opening of the Lenexa City Center library branch as well as Meadowbrook Park. Major progress has been made on the expansion to the Tomahawk Wastewater Treatment Plant which will save us and our ratepayers approximately $16 million a year in operational costs. Next month we will cut the ribbon on the county’s first-ever Medical Examiner Facility, and in early 2021, our new courthouse will become the home of the county’s criminal justice system.
We have referenced the 2020 Community Survey throughout the budget message, but this is a good time to reinforce that we saw increases in satisfaction with all of the major services we provide when you compare this year to last year. This included a five percent increase in our customer satisfaction index. We measured satisfaction before and during COVID-19 and in both time periods that even during a pandemic, we saw high marks across the board.
We should all be proud of that, as well as our continued ability to maintain our coveted triple AAA rating. We are one of only 40 counties out of 3,000 that has achieved this.
Future Challenges and Opportunities
Even without COVID-19, we faced many challenges going into FY 2021. You may remember that last year’s budget message set the stage for next year and future challenges we are facing.
We currently have approximately 615,000 residents in our County, with about 100,000 residents 65 and over. Research from Wichita State University predicts that we will reach one million residents in just over 30 years from now. By 2029, our senior population is expected to double.
In addition to the challenges and pressures that will come with increased population, we continue to face the unknown of several external pressures:
• Lower assessed valuation/potential softening of commercial market • Hypothetical lease, future appeals and BOTA suspension of activity • Sales tax revenue uncertainty • Pressure on grants/fees/reimbursements - insufficient increases to keep up with costs • Additional PPE and testing if CARES Act funds cannot be extended past 2020 • Public safety needs • Economic concerns - Coronavirus impact, interest income, market volatility • Airport business park
A-8 Additional Priorities for One-Time Funding
Potential one-time needs totaling more than $31 million without identified funding:
• Nursing Center Facility and Land Acquisition (Evergreen Living Innovations) • Airport Capital Needs • Mental Health Fund Balance Restoration (to 10%) • Med-Act Buildings (Lenexa & Olathe) • National Elections in 2022 and 2024 • Technology • Security • Kitchen for the Meals on Wheels program • 1 percent bonus
CARES Act Funding
The Coronavirus Aid, Relief and Economic Security (CARES) Act represents many things to our organization. Like other communities meeting the Act’s population threshold of 500,000, Johnson County received a direct, formula-based allocation, $116 million in our case, to provide relief from the impacts of COVID-19 on our organization and our community. Broad guidelines provide a framework for utilizing the funds. Guidance from the federal government has been on-going, as has the state’s interpretation of the intent of their $1 billion plus allocation. In other words, we have been navigating steadily changing advice and opinions regarding how we may use these funds.
With the funds needing to be expended by the end of the year, sorting out potential allocations to other entities within the County, such as the cities, will need to be made in the next few weeks. Recent federal guidance has provided some much-needed flexibility to the County. In addition to purchases of materials and services to combat the pandemic such as PPE and testing staff and kits, the use of these dollars for related payroll expenses attributable to the COVID-19 response and thus chargeable to the CARES Act funds has evolved. Staff hours that have been diverted to addressing the pandemic, whether leadership or direct service, can be charged to the CARES Act as well. This acknowledgement that our organization spent immeasurable time responding to the pandemic, as opposed to our normal responsibilities, is helpful in two regards. It allows us to legitimately charge significant staffing dollars to the CARES Act under the tight timeframe for expending the funds, and secondly, with the vast majority of those staff costs already funded in our current budget, the ability to charge those costs to the CARES Act funds rather than to their respective department/agency/office budgets will result in the originally budgeted dollars dropping to fund balance. This will enhance not only our ability to respond to the pandemic, but to continue to provide excellent services into the future as we deal with lingering economic impacts of COVID-19 on our revenues.
A Catalyst for Change
COVID-19 was the catalyst for dramatic change within our organization. Almost overnight, approximately a thousand county employees began working remotely. While some services had to be suspended such as libraries, park’s enterprise activities, and court trials, the vast majority went on. In person services were suspended in many areas moving many transactions online. Where that was not possible, the organization had to develop new safety protocols quickly to protect the residents we serve and our staff.
As you know, JocoNext is an initiative we began during the early stages of the pandemic in an effort to make a systematic, organization-wide assessment of how we responded to the pandemic A-9 and continued to provide services. Organizations everywhere had to respond, however, what we did is still noteworthy and is dramatically different than the traditional notion of a slow moving bureaucracy. It has been said before but bears repeating; I’m extremely proud of our organization and how we have lived our values, and our commitment to public service especially these past few months. I also want to ensure that we learn everything we can from the totality of our organization’s experience during this pandemic so that we can redefine excellence moving forward.
Conclusion
Developing this budget has been a long process, with a long way still to go. I know that as we progress through the budget process it is highly likely that we will have to make further adjustments to our projections, and our budget, for next year.
As tough as things have been, there is still much to be thankful for. In this time of challenge, it has been rewarding to see our policymakers, leadership and staff rise to the occasion.
We serve a wonderful community that deserves and expects the highest quality of services. We were honored and humbled by the response to the community survey this year. Meeting and exceeding expectations motivates us as public servants and is why we come to work every day.
I continually challenge myself, my team, and the organization to strive to better serve our community. That said, I also could not be prouder of them. This has been a tough, tough, year for everybody. At every turn, the organization has responded, adapted, and continued to provide stellar services to our community.
In conclusion, I would like to thank the Budget and Financial Planning Department, the staff in the County Manager’s Office, as well as the department directors and their staff for their diligent efforts in the preparation of the FY 2021 Budget. Much time and effort went into its development.
Respectfully submitted,
Penny Postoak Ferguson County Manager
A-10 A Brief Tour of the FY 2021 Budget
This section provides information on the organization of the FY 2021 Johnson County Budget and answers commonly asked questions.
How the Document Is Organized?
The FY 2021 Johnson County Budget document is organized into various sections, which highlight different information and areas of interest.
It is provided as a high level summary and resource that will address commonly asked questions and provide educational information for those who are new to the budget process.
Each section has a separate tab to assist the reader. Sections of the FY 2021 Johnson County Budget document are summarized below:
Executive Summary (Section A)
The Executive Summary lays out for the reader the current budget situation, key areas affecting the budget, and strategic priorities. The Budget Message brings the entire budget picture together and provides an opportunity for staff to lay out where we are, how we got here, and what challenges lie ahead. Also included in this section is a Quick Reference Guide, which is provided to assist the reader in finding any information which is not included in the FY 2021 Johnson County Budget document.
County Profile (Section B)
This section provides: various economic and demographic information regarding Johnson County, including factors such as population, education, and employment. In addition, an explanation of Johnson County's organizational structure is included in this section.
Budget Structure & Policies (Section C)
This section is designed to provide the reader with a broad understanding of the financial and budget polices which govern Johnson County government. Additionally, this section includes information regarding the budget calendar, budget process, and basis of accounting and budgeting.
Budget Summary (Section D)
This section provides a high level summary of the FY 2021 Johnson County Budget. It includes a quick overview of key budget components (FY 2021 Johnson County Budget at a Glance) and the FY 2021 Johnson County Budget by fund. In addition, this section includes detailed information on assessed valuation and mill levies.
• Personnel & Compensation (Section E)
This section provides information on FY 2021 Budgeted Full-time Equivalent (FTE) positions, including a listing of FTEs by agency. Also, this section contains information on the employee compensation package approved for FY 2021.
• Multi-Year Budget Projection (Section F)
This section forecasts estimated revenues and expenditures for FY 2019 through FY 2025, including a calculation of the amount of ad valorem tax revenue needed to balance the budget for each year. In addition, an explanation of the methodology and various assumptions used to create the projection is included.
A-11 Revenue Summary (Section G)
This section provides an overview of various estimates of the County's major sources of revenue for FY 2021, including ad valorem taxes, sales taxes, motor vehicle taxes, and mortgage registration fees.
• Capital Improvement Program (CIP) (Section H)
This section provides an overview of the CIP, including: definition of a Capital Improvement Project (CIP), a calendar of the CIP process, details on the CIP process, how projects are prioritized and rated, the philosophy used by the CIP Review Team, and projects which are included in the FY 2021 Budget. Also included in this section is the total financial impact that the CIP has on the FY 2021 Johnson County Budget.
• Debt Management (Section I)
This section outlines Johnson County's existing debt policies and current debt situation as it applies to the FY 2021 Budget. A summary of State mandated debt limits is included as well as a discussion of how the level of outstanding debt issues impacts the County's financial position.
• Strategic Programs (Section J)
This section briefly discusses Johnson County's six strategic program areas and lists the County agencies and departments that make up each strategic program area. Additionally, this section lists the five agencies or departments in each program area with the largest budgeted expenditures in the FY 2021 Budget.
• Agency Budget Information (Section K-P)
These sections provide detailed information on each agency and department for the FY 2021 budget, including mission statements, budget highlights, agency goals and objectives, major services, requests for additional resources, and CIP project requests. Please note that budget amounts in the major services for each agency or department do not include cost allocation charges and may not add up to the total agency or department budget. Agencies have been grouped into sections by strategic program as follows:
• K - Support Services • L - Records & Taxation • M - Public Safety, Judicial & Emergency Services • N - Infrastructure • O - Health & Human Services • P - Culture & Recreation
Please refer to the Table of Contents if you have a question about where to find a specific agency or department.
• Glossary (Section Q)
This section contains definitions of key terms found throughout the FY 2021 Johnson County Budget which pertains to both Johnson County specifically as well as budgeting and finance as a whole. A separate section lists a number of acronyms that appear in the FY 2021 Johnson County Budget and their corresponding definitions.
A-12 Where To Find Answers To Commonly Asked Questions:
What portion of a Johnson County citizen's tax bill goes to the County?
Explanation: Of the total property taxes a citizen in Johnson County pays in 2020, 20.6% fund County expenditures. Education represents the largest portion of the tax bill at 56.4%. Cities and Townships represent another 16.1%, with Special Assessments, Special Districts and the State receiving the remaining 6.9%.
How much are expenditures for FY 2021?
Location: Reference FY 2021 Johnson County Budget at a Glance, Page D.2.
What is the dollar amount of the general fund reserve for FY 2021?
Explanation: Approximately $101.1 million. Additional information can be found in the FY 2021 Budget Message and the Multi-Year Budget Projection section.
Where is a calendar outlining the FY 2021 Budget process located?
Location: Reference Budget Structure & Policies, Pages C.8.
How much does one (1) mill of property tax generate in dollars?
Explanation: $11,575,669 - County Taxing District; $9,479,143 - Library Taxing District.
What is the mill levy for FY 2021?
Explanation: The FY 2021 mill levy is 25.600 mills. A further breakdown can be found in the FY 2021 Johnson County Budget Summary, Page D.46.
What is the total assessed valuation for Johnson County?
Location: Reference FY 2021 Johnson County Budget Summary, Page D.45.
What is the average appraised value for a home and a commercial property in Johnson County?
Explanation: The average value of a residential property as of February, 2020 was $346,000. The average value of a commercial property as of February, 2020 was $2,330,390.
What is the average tax impact on a $346,000 home? On a $2,330,390 commercial business?
Location: Reference FY 2021 Johnson County Budget at a Glance, Page D.4.
• How many FTEs are included in the FY 2021 budget?
Explanation: The FY 2021 Johnson County Budget includes a maximum of 4,105.04 full-time equivalent (FTE) positions. Further information can be found in the FY 2021 Johnson County Budget - Personnel & Compensation section.
How much is the average budgeted merit increase for FY 2021?
Explanation: The average budgeted merit increase for employees with competent to superior performance is 2.0% for FY 2021.
A-13 What revenue growth assumptions were used for FY 2021?
Location: Reference FY 2021 Johnson County Revenue Summary section.
What are the County's major revenue sources?
Location: Reference FY 2021 Johnson County Revenue Summary section.
What is the total ad valorem tax revenue for Johnson County?
Location: Reference FY 2021 Johnson County Revenue Summary, Page G.4.
What Are the Operating Impacts of the Approved CIP Projects?
Location: Reference Capital Improvements Program Summary, Page H.4.
What new CIP projects are scheduled to receive funding in FY 2021?
Location: Reference Capital Improvements Program Summary, Pages H.3-H.5.
What is the percentage of cash vs. debt for the Johnson County CIP?
Location: Reference Johnson County Debt Management, Page I.6.
What is the level of outstanding debt in Johnson County?
Location: Reference Johnson County Debt Management, Pages I.9-I.12.
What are Strategic Programs and how do they relate to the FY 2021 Johnson County Budget?
Location: Reference FY 2021 Johnson County Budget by Strategic Program, Pages J.2- J.4.
What is cost allocation?
Location: Reference Glossary, Page Q.3.
A-14 Additional Information and Quick Reference Guide
Information regarding the contents of the FY 2021 Budget can be obtained by calling the Johnson County Office of Budget and Financial Planning at 913-715-0605 (fax 913-715-0558) from 8:00 a.m. to 5:00 p.m. (Central time), Monday through Friday.
Internet Access: Summary information on the FY 2021 Budget is available at the following address: http://www.jocogov.org.
Reference copies of the budget document can be viewed at:
Central Resource Library Olathe Public Library Budget and Financial Planning 9875 West 87th Street 201 East Park 111 South Cherry, Suite 2300 Overland Park, KS 66212 Olathe, KS 66061 Olathe, KS 66061 913-495-2400 913-764-2259 913-715-0605
Other Johnson County Departments Brief Description and Phone Number
Aging and Human Services Monitors human services for all County residents 913-715-8800 AIMS Provides mapping and geographical services 913-715-1600 Airport Commission Air transportation and industrial real estate development 913-715-6000 Appraiser Appraisal of County land and property 913-715-9000 Board of County Commissioners Chief governing and policy-making body 913-715-0430 Budget and Financial Planning Implementation and administration of annual budget and CIP 913-715-0605 Contractor Licensing Provides testing and licensing for County building contractors 913-715-2233 Corrections Supervision of juvenile and adult offenders 913-715-4500 County Manager Manages County departments and services 913-715-0725 Developmental Supports Developmental disabilities assistance 913-826-2626 District Attorney Prosecution of law violators 913-715-3000 District Court Trustee Enforcement of child support and maintenance 913-715-3600 District Courts Forum for persons with disputes 913-715-3300 Election Office Voter registration and election results 913-715-6800 Emergency Management & Dispatches responders for all fire and EMS calls; Normalization Communications of government during disasters 913-826-1000; 913-782-3038
A-15 Facilities Physical/environmental needs of County departments 913-715-1100 Facilities-Print Shop Provides convenient printing needs for County departments 913-715-1385 Health services, immunizations, disease control; Waste Health & Environment management, air control and septic systems 913-826-1200; 913-715-6900 Human Resources Personnel training/issues 913-715-1400 Law Library Legal resources and services for judges, attorneys and citizens 913-715-4154 Legal Civil representation of County departments 913-715-1900 Library Provides information and materials to enrich lives 913-826-4600 Med-Act Emergency medical services 913-715-1950 Mental Health Services for mental/emotional illness, substance abuse 913-826-4200 Motor Vehicle Vehicle registration 913-826-1800 Museums Collects and preserves County history 913-826-2787 Park and Recreation Operates County parks and streamways 913-438-7275 Planning, Housing & Community Zoning administration/code enforcement Development Community Development Block Grant (CDBG) funds 913-715-2200 Public Works Maintain and improve County roads and bridges 913-715-8300 Custodian/recorder of land records, legal descriptions and Records and Tax Administration documents 913-715-0775 Records and Tax Administration-Archives Storage of County/historical documents and Records Management 913-715-0400 Sheriff Law enforcement and jail operation 913-715-5800 Technology and Innovation Computer management/support 913-715-1500 Transportation Countywide public transportation now run by the KCATA 913-715-8350 Tax billing, collection and distribution; financial and Treasury & Financial Management procurement services for County departments 913-715-2600; 913-715-0525 Wastewater Sanitary sewer service 913-715-8500
For further County information, contact the County Manager’s office at 913-715-0725 or the County’s Constituent Services at 913-715-0450. Visit Johnson County’s web site at www.jocogov.org.
A-16 Section County B Profile
This Section Includes:
County Profile (Page B-2)
Comparable Counties (Page B-11)
Organizational Structure (Page B-17) Organizational Chart (Page B-19)
Page B-1 County Profile
The County Profile section of the FY 2021 Budget provides basic demographic and trend information about Johnson County, as well as national comparable counties. The first section highlights basic population, employment, housing, ethnicity, crime, business industry data, and some general information to provide a snapshot of the County.
The second section includes additional measures, or “community indicators”, in an effort to align the FY 2021 Budget with the Board of County Commissioners’ (BOCC) strategic priorities: 1) Complete or advance existing projects approved by voters and the Board of County Commissioners with efficiency and effectiveness, 2) Develop and implement a comprehensive plan to protect, support, integrate, and utilize County government’s data and systems, 3) Develop a vision and finance plan for transportation in the county to help increase the economic health of Johnson County, the State of Kansas, and the metropolitan area, 4) Advance the self- sufficiency of vulnerable populations, including those with intellectual and developmental disabilities, those with mental health needs, those who are aging, and those who are housing insecure.
The comparable counties included in this section provide indicators for the County and its departments and agencies as they research and analyze different best practices and benchmarks in the delivery of services to the community.
Section I - Johnson County Demographic and Statistical Profile
Image #1
Image #1 depicts Johnson County’s location within the State of Kansas.
Page B-2
Image #2 Image #2 depicts the locations of the larger municipalities within the county.
Johnson County was founded August 25, 1855, six years prior to Kansas becoming the 34th state to enter the Union. Johnson County is Kansas City’s metropolitan area’s growth engine. It lies at the heart of the nation while possessing all the ingredients necessary for economic growth and success. The County boasts nationally ranked schools, low crime rate, high quality neighborhoods, low cost of living, and a variety of cultural and entertainment amenities. Johnson County is known for its beautiful parks, award winning school districts, affordable housing, and access to jobs.
The area is comprised of gently undulating terrain ranging in elevation from 742 feet above sea level near its northern border along the Kansas River to 1,130 feet in the south central part of the County. The County and its 20 incorporated cities and seven townships continue to work together to ensure that the necessary infrastructure improvements are in place to accommodate further growth. Currently, around 60% of the 477 square miles of land in the county has been developed, leaving about 40% as rural/unincorporated area.
The Johnson County Park and Recreation District offers over 8,000 acres of public park land, with more than 2,000 acres available for future expansion as the population continues to grow. During 2019, over 7.0 million people visited Johnson County’s parks, and over 2.5 million people participated in Park activities.
There are eight educational institutions of higher learning in Johnson County. The county has 159 public schools and six school districts (K-12) serving over 97,000 students.
Johnson County, its municipalities, and the Greater Kansas City Metropolitan Area consistently rank among the best places to live and work in the country. In early 2020, Niche, an Internet site ranking the best places to live in the United States, ranked Johnson County as the fifth best county in which to live based upon crime, public schools, cost of living, job opportunities, and local amenities. Niche also ranked the county 10th best location in the country to raise a family and 16th best for public schools. In January 2019, USA Today ranked Johnson County among the top 25 counties to live based upon education, poverty, and life expectancy. The
Page B-3 career development website Zippia ranked Olathe second among the 2020 Happiest Cities in America based upon education level, poverty rate, commute time, home ownership, family status, cost of living, and employment rate.
Johnson County has experienced continued growth in population, diversity, and development from 2000 through 2019. The county population has increased by over 30 percent, and is projected to continue to grow over the next decade. As of July 1, 2019, the U.S. Census Bureau estimates the total County population to be 602,401.
Chart A - Source: U.S. Census, Population Division
Chart A demonstrates sustained population growth in Johnson County over the past eight years.
County Population by City 2019 City Population City Population Overland Park 195,494 Fairway 3,960 Olathe 140,545 Mission Hills 3,547 Shawnee 65,807 Spring Hill* 4,233 Lenexa 55,625 Edgerton 1,784 Leawood 34,727 Westwood 1,641 Prairie Village 22,295 Lake Quivira 933 Gardner 22,031 Westwood Hills 391 Merriam 11,081 Mission Woods 193 Mission 9,911 Bonner Springs* — Roeland Park 6,688 Unincorporated Johnson De Soto 6,512 County 15,003 Chart B - * These Cities have boundaries outside of Johnson County. The number included above represents the estimated Johnson County portion of the population only. Source: US Census
Chart B illustrates the population of Johnson County by municipal jurisdiction. An estimated 15,003 Johnson County citizens live outside municipalities.
Page B-4 Chart C - Source: Source: U.S. Census, 2019 American Communities Survey
Chart C Illustrates the diversity of Johnson County’s population. In 2019, 20.7% of Johnson County residents identified with a racial or ethnic minority.
Chart D- Source: Kansas Bureau of Investigation 2019 Crime Statistics
Chart D reflects the number of reported crimes from 2010 through 2019. Despite sustained population growth in Johnson County, total crime is down 16% compared to 2010.1
______1 Kansas Bureau of Investigation, 2019 Crime Statistics, Johnson County
Page B-5
Chart E- Source: Kansas Bureau of Investigation 2019 Crime Statistics
Chart E indicates total reported crimes per 1,000 residents. Violent crime is consistently low and has remained constant since 2010. Violent crime is defined as Murder, Rape, Robbery, and Aggravated Assault. Eighty-eight percent (88%) of the reported crimes in Johnson County are property related.2
Chart F - Source: 2019 American Community Survey
Chart F Johnson County housing demand remains strong and home values have continued to rise in recent years. Historically, the housing market has responded to local trends as strong income growth and a desirable location have driven housing prices up in the County.
______2 Kansas Bureau of Investigation, 2019 Crime Statistics, Johnson County
Page B-6 Chart G - Source: County Economic Research Institute
Chart G - The number of new and existing home sales also indicate a strong market. Home sales in Johnson County have increased by 55.6% since 2010, reaching a ten year high of 11,410 homes sold in 2017.
Chart H - Source: U.S. Department of Labor - Bureau of Labor Statistics
Chart H - The County’s unemployment rate has been decreasing since 2010, and at the end of 2019 remained lower than both the state and national rates.
Page B-7 Chart I - Source: U.S. Census Bureau
Chart J - Source: U.S. Census Bureau,
Charts I and J reflect the largest industry sectors of Johnson County by number of firms and number of employers.
Page B-8 Top Ten Largest Johnson County Employers 2019 Employer Local Employment Industry Sprint 6,000 Telecommunications Olathe Unified School District 4,800 Public Education (K-12) Garmin International 4,100 Communication Equip Mfg Johnson County Government 4,000 Local Government Shawnee Mission School District 3,500 Public Education (K-12) Black & Veatch 3,000 Engineering Services Blue Valley School District #229 2,850 Public Education (K-12) Olathe Health System 2,600 Health Care Services Wal-Mart 2,600 Discount Department Services Advent Health Shawnee Mission 2,550 Health Care Services Chart K - Source: Directory of Major Johnson County Employers 2019, CERI, Overland Park, KS c. 2019
Chart K: Depicts the top ten largest employers in Johnson County. “Largest” is based on the number of employees.
The Greater Kansas City Metropolitan Area consistently ranks among the top cities for small businesses and entrepreneurs, including a #27 ranking among the best places to start a business by Wallethub in 2019. Wallethub also ranked Overland Park as the 20th best city to find a job and the 26th best city to start a career.
Other Information of Interest:
Educational Institutions: Johnson County contains six distinct school districts which serve over 97,000 students grade K-12. There are 159 public schools with a student to teacher ratio of 15:1, slightly higher than the state average of 14:1.3 Johnson County is also home to 56 private schools which serve over 13,000 students. It is the home of Johnson County Community College, the Edwards Campus of the University of Kansas, and the Kansas School for the Deaf.
Public Safety Institutions: Johnson County has 19 Law Enforcement agencies and two School District Police Departments. There are approximately 1,360 sworn officers and 375 civilian employees in Law Enforcement in Johnson County.4 Johnson County Emergency Communications Center serves the 9 individual fire departments in the County, as well as Johnson County MedAct, and Miami County EMS.5
Culture and Recreation: The Johnson County Park and Recreation District offers over 8,000 acres of public park land, with more than 2,000 acres available for future expansion as the population continues to grow. During 2019, over 7.0 million people visited Johnson County’s parks, and over 2.5 million people participated in Park activities. In September 2018 the 2,060 acre Big Bull Creek Park in southwestern Johnson County was opened. Construction was also completed in 2018 on renovation of the Antioch Park Dodge Town Playground, a new Beach House at Shawnee Mission Park, and an all-inclusive playground at Stilwell Community Park. 6
Johnson County Library: The Johnson County Library system is comprised of 14 branch libraries and is the largest library system in the State with more than 1.3 million holdings consisting of books, eBooks, audiobooks, magazines and periodicals, newspapers, special reference materials, DVDs and CDs, and federal and state government documents. In 2019, more than 322,751 personal computer sessions on 366 public computer workstations were supported and Library facilities received almost 2.4 million physical site visitors, supported over 2.9 million website visits, and circulated almost 7.6 million books, DVDs, music CDs, and audiobooks.
______
3 Kansas Public School Review: Johnson County 4 Kansas Bureau of Investigation - Law Enforcement Statistics 5 Johnson County Emergency Communications Center. Jocogov.org 6 Johnson County Park & Recreation District - jocogov.org
Page B-9 Johnson County Museum: The museum celebrated its 53rd year in its new home at the Johnson County Arts & Heritage Center in 2020. The museum has been recognized over 25 times for excellence in exhibitions, programming and publications by national, regional and state organizations. The Johnson County Museum is a department of Johnson County Park and Recreation District. In addition to the main museum site, it operates the Lanesfield Historic Site in Edgerton, KS. During 2019, over 63,000 individuals visited museum locations. A professional staff of 10 oversees day-to-day museum operations with the support of over 50 community volunteers.8
Transportation: Johnson County offers air/bus transportation to the region. Two general aviation airports are maintained by the Johnson County Airport Commission, New Century Air Center and the Executive Airport. During 2019, the Executive Airport had 35,232 flight operations, and the New Century Air Center 56,929 flight operations9 Johnson County Transit, which merged with the Kansas City Area Transit Authority in December 2014 to form the regional transit partnership “RideKC,” provides public transportation services to much of Johnson County, downtown Kansas City, Mo., Kansas City, Kan., and other outlying areas. RideKC operates weekday commuter services in Johnson County with most routes running during peak morning and afternoon times. RideKC Freedom (formerly known as “Special Edition”) provides paratransit services to Johnson County seniors and disabled residents. In FY 2019, Johnson County had an average of 2,286 passengers each weekday.10 Utilities: Johnson County Wastewater (JCW) is responsible for the safe collection, transportation, and treatment of wastewater generated by residential, industrial, and commercial customers. Johnson County Wastewater provides sanitary sewer service to nearly 500,000 people throughout the County. The wastewater system covers a service area of more than 175 square miles and 16 cities. Johnson County Wastewater operates a total treatment capacity of nearly 60 million gallons per day. Johnson County Wastewater processed an average of 74 million gallons per day of wastewater in 2019.11
______8 Johnson County Museum, jocogov.org, Museum/home 9 Johnson County Executive Airport Masterplan 10 Kansas City Transit Authority 11 Johnson County Wastewater, jocogov, About Us
Page B-10 Section II - Comparable Counties
A group of eight counties - Jefferson, Colorado; Dakota, Minnesota; St. Charles, Missouri; Chester, Pennsylvania; Collin, Texas; Denton, Texas; Dane, Wisconsin; and Waukesha, Wisconsin - are located throughout the country and have been deemed comparable to Johnson County in a number of categories: • Total population; • Constituent education level; • Rate of employment; • Household and personal income; • Proximity to a large metropolitan statistical area.
While none of these counties mirror Johnson County in every category, when viewed as a whole, each provides its citizens with a lifestyle and overall environment similar to that of Johnson County. The following charts provide statistical comparisons between Johnson County and comparable counties, including a number of social demographics and economic indicators.
Chart L - Source: U.S. Census, Fact Finder 2019 Pop. Estimate
Chart L shows the Johnson County population in relation to the comparison Counties. Johnson County has grown an average of 1.1% each year from 2010 to 2019. The 2019 Johnson County population was 602,401.
Page B-11 Chart M- Source: U.S. Census, 2019 American Community Survey
Median Age has remained constant over the past five years at or near the 2015 level (37.4 years). Chart M shows the 2019 median age for Johnson County in relation to the comparison counties.
Chart N - Source: U.S. Census, 2019 American Community Survey
Chart N shows the 2019 percentage of residents in Johnson County that identify with a racial or ethnic minority in relation to the comparison counties.
Page B-12 Chart O - Source: U.S. Census, 2019 American Community Survey
Chart O shows the percent of the population in Johnson County that speaks English less than very well.
Chart P - Source: U.S. Census, 2019 American Community Survey
Chart P shows the percentage of the Johnson County population that has a college degree in relation of the comparison counties.
Page B-13 Chart Q - Source: U.S. Census, 2019 American Community Survey
Chart Q shows the 2019 percentage of the Johnson County population that is below the poverty line in relation to the comparison counties.
Chart R - Source: U.S. Census, 2019 American Community Survey
Chart R shows the percentage of the Johnson County population with a disability in relation of the comparison Counties.
Page B-14 Chart S - Source: U.S. Census, 2019 American Community Survey
Chart S shows the 2019 median home value of Johnson County in relation to the comparison counties.
Chart T - Source: U.S. Census, 2019 American Community Survey
Chart T shows the 2018 Johnson County average commute time in relation to the comparison counties.
Page B-15
Chart U - Source: Bureau of Labor Statistics 2018
Chart U shows the 2019 Johnson County unemployment percentage in relation to the comparison counties.
Chart V - Source: U.S. Census, 2019 American Community Survey
Chart V shows the 2019 Johnson County median household income in relation to the comparison counties.
Page B-16 Organizational Structure
The organizational chart for Johnson County Government is presented on page B-19.
Elected Officials
Johnson County is governed by a seven-member Board of County Commissioners, which meets in regular business session once each week. The Chairman of the Board is elected on a county- wide basis and serves as a full-time County official. District commissioners are elected by residents in specific geographical areas, or districts of the County and serve as part-time County officials. The Chairman and the district commissioners serve four-year terms with no term limitations.
Currently, the Board of County Commissioners is comprised of the following individuals:
Commissioner District Initial Year as Commissioner Term Expires Ed Eilert, Chairman At-Large 2007 2023 Becky Fast District 1 2019 2023 Jim Allen District 2 2009 2021 Steven C. Klika District 3 2013 2021 Janeé Hanzlick District 4 2019 2023 Michael Ashcraft District 5 2011 2023 Mike Brown District 6 2017 2021
In addition to the Board of County Commissioners, residents of Johnson County elect the following positions:
• District Attorney • Sheriff
These positions are elected at large and serve four-year terms with no term limitations.
Appointed Officials
In 1984, Johnson County government was designated by the International City-County Management Association (ICMA) as a Council-Manager form of government. As a result, the Board appoints a professional County Manager to administer a variety of County functions. The County Manager is responsible for policy implementation, budget development and implementation, and the appointment and direction of certain department directors.
In addition to the County Manager, the Board also appoints members for four (4) governing boards: • Airport Commission • Developmental Supports • Library • Park & Recreation
The governing boards for these four (4) agencies are responsible for a number of items, including the appointment and direction of an Executive Director and the submission of an annual budget request to the Board of County Commissioners.
Page B-17 In 2013, The Board of County Commissioners dissolved the Mental Health Board and assumed responsibility for that area. A Mental Health Advisory Board was appointed following this action, in accordance with state statute.
Home Rule Charter
In January of 1996, the Board of County Commissioners (BOCC) appointed a Citizens' Visioning Committee (JCCVC) to develop a 20-year vision for Johnson County and to recommend a future role for County government. The JCCVC completed and submitted its report to the Board in July of 1997. One of the recommended actions in the JCCVC report was the following:
"Restructure the BOCC to enhance the opportunities for county leadership that will be necessary to achieve this vision for the future. Among the changes that must be considered are the at-large selection of at least one county commissioner; selection of the chairperson (possibly by direct election of the voters) who will serve a full term as chair; and the abandonment of the annual rotation of the chair among the members of the BOCC."
In response to the JCCVC recommendation, the Board appointed a Charter Commission in May of 1999 to develop a proposed Home Rule Charter for Johnson County. The Charter Commission, which was composed of 25 citizens, met more than 30 times over a 12-month period and held six (6) public hearings. In May of 2000, the Charter Commission submitted its report and a proposed Home Rule Charter to the Board.
In November of 2000, voters approved the Home Rule Charter. Overall, no major changes in the County's operations occurred until after the election in November of 2002, which added an additional district commissioner and a commission chairman elected on a countywide basis. The next major change occurred in January of 2005 when the elected positions of County Clerk and Register of Deeds were combined into one appointed office titled the Director of Records and Tax Administration. In addition, the position of County Treasurer became an appointed office in October of 2005.
The Home Rule Charter became effective on January 11, 2001 and includes the following timeline and action items:
1. The Board of County Commissioners appointed a County Manager by December 31, 2001 (this was completed in December of 2001, when the existing County Administrator was appointed County Manager). 2. The four (4) governing boards conformed to the general administrative policies of the County by December 31, 2001. 3. Redistricting for the six (6) commissioner districts was completed by April 1, 2002. 4. Reorganization of the Board of County Commissioners with six (6) district commissioners and the elected chairman occurred on January 16, 2003.
The Home Rule Charter contains seven (7) separate articles. In addition to the items discussed above, the Charter:
1. Establishes four-year terms for all commissioners, including the chairman, with no term limitations. 2. Makes each election non-partisan. Primary elections will be held if there are more than two (2) candidates for the position. The two candidates who receive the most votes in the primary election are placed on the ballot for the November election. If there are two or less candidates who file for a position, then no primary election will be held. 3. Requires the Board of County Commissioners to appoint a Charter Review Commission. The Review Commission meets at least once per year for five (5) years, and is composed of seven (7) members who served on the Charter Commission.
Under the Home Rule Charter, the Board of County Commissioners will continue to appoint members for four (4) governing boards.
Page B-18 Page B-19 Page B-20 Section Budget Structure C & Policies
This Section Includes:
Financial Policies (Page C-2)
Budget Structure (Page C-6)
Budget Process & Calendar (Page C-7)
Budget Amendments (Page C-8)
Budget Revisions (Page C-9)
BOCC Strategic Priorities (Page C-11)
Page C-1 Budget Structure and Policies
Financial Policies
Financial policies serve as the guiding principles for the County’s financial management and annual budgetary process. Generally, financial policies are desirable in order to maintain or improve an entity’s financial position, financial management and credit rating(s). Included in these are specific policies related to reserves, the operating budget, capital improvements, debt, and investments.
It is the policy of the Board of County Commissioners (BOCC) that all financial transactions conducted by or on behalf of Johnson County, its agencies, departments, officials, and authorized agents, shall be made in a manner and method that efficiently and effectively utilizes available financial resources and demonstrates good stewardship in the management of public funds and resources according to established financial management practices, accounting standards, and auditing requirements.
The financial policies adopted by the BOCC shall apply to all elected officials, employees, agencies, departments, boards, commissions, representatives and authorized agents in the performance of their official duties for or on behalf of Johnson County Government.
The BOCC shall be responsible for establishing and authorizing policies for the management of all financial resources and transactions of the County. The County Manager shall be responsible for establishing and maintaining financial procedures, which shall be consistent with existing financial policies. These procedures shall apply to all elected officials, employees, agencies, departments, boards, commissions, representatives and authorized agents in the performance of their official duties.
The BOCC may initiate changes to the existing financial policies at any time. In addition, the County Manager shall review the County’s existing financial policies on a periodic basis. If changes to the existing financial policies appear to be necessary and appropriate, the County Manager shall submit a recommendation to the BOCC for consideration and action.
Accounting and Auditing
The County’s fiscal year is January 1st to December 31st. It is the policy of the BOCC that:
the County will follow accounting principles generally accepted in the United States of America applicable to governmental units (GAAP), as promulgated by the Governmental Accounting Standards Board (GASB), in the preparation of the County’s annual audited financial statements. the County will submit to an annual audit by an independent certified public accountant. the County will employ an internal auditor to complete an annual audit plan approved by the BOCC. the County will prepare a Comprehensive Annual Financial Report (CAFR). the County will follow the standards of full disclosure in all financial reporting and debt offering statements.
The Director of Treasury and Financial Management is responsible for establishing a solicitation and selection process for securing professional auditing services from an independent certified public accountant. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers and securing services at competitive prices.
Reserves
Reserves are the difference between the current assets (cash, accounts receivable, investments, etc.) and the current liabilities (salary and wages payable, accounts payable, etc.) of each County fund. Reserves for a governmental entity are generally considered appropriate in order to:
Page C-2 Maintain Working Capital 1. Meet cash flow requirements. 2. Provide contingencies for unpredictable revenue sources. 3. Provide contingencies for emergencies (such as natural disasters) and unpredictable expenditures.
Fund Capital Asset Replacement and Debt Retirement 4. Provide funding for capital asset replacement. 5. Meet debt service covenants/requirements. 6. Prepay outstanding debt.
The appropriate level of reserves for a given governmental entity depends on an analysis of these six (6) factors, along with any statutory requirements or other applicable criteria. It is the policy of the BOCC to maintain prudent reserves for established funds based on these six (6) factors, and all reserve policies shall be analyzed on a periodic basis.
On February 28, 2013, the County adopted a revised General Fund reserve policy. According to the BOCC policy, the annual calculation for the County’s General Fund is expected to generate a reserve amount that ranges between 20% and 25% of estimated annual General Fund net revenues (total General Fund revenues, excluding intrafund transfers and General Fund cost allocation).
It is the policy of the BOCC to maintain a reserve in the County’s Debt Service Fund and the Library’s Debt Service Fund between 5% and 10% of the annual principal and interest amounts due on outstanding bonds, plus 100% of any annual principal and interest amounts due on outstanding temporary notes.
The County adopted a Wastewater fund reserve policy on March 3, 2016 to maintain reserves for the Wastewater fund in an amount sufficient to sustain basic operations for a period of 90 days and no more than 180 days of the budgeted annual Wastewater expenditures.
It is the policy of the BOCC to establish and maintain a reserve, including funding for plan run-out, within the County’s Health Care Fund. The amount of the reserve shall be determined annually by the BOCC based upon funding recommendations prepared by the County Manager. The reserve amount for any given year shall not be less than that amount which is determined to provide a reserve level of high minimal funding and the reserve goal for each year shall be that amount which is determined to provide a reserve level of “secure funding”. The County Manager and/or his designee shall develop and adopt criteria and procedures, recognized in the health care insurance industry, for determining the high minimal funding level and the secure funding level, but they shall consider the following:
1. The County’s average monthly claims. 2. Trending factors for claims and costs. 3. Trending factors for utilization of the fund. 4. Exposure to catastrophic or other cost factors. 5. The ability of the fund to be and remain viable through various experiences.
It is the policy of the BOCC to maintain a minimum reserve between 5% and 10% of budgeted annual expenditures for the following funds:
Public Works Fund Transportation Fund Airport Fund Library Operating Fund Library Special Use Fund 911 Fund County Building Fund Alcohol Tax Fund Public Health Fund
Page C-3 It is the policy of the BOCC to maintain a reserve in the County’s Developmental Supports Fund and the County’s Mental Health Fund between 8% and 12% of budgeted annual Developmental Supports Fund expenditures and budgeted annual Mental Health Fund expenditures.
If the reserve amount for any County fund falls below the minimum established reserve level, the County Manager shall submit a recommended plan to the BOCC as soon as practical, but not to exceed 90 days following receipt of notice from the Director of Budget and Financial Planning and the Director of Treasury and Financial Management, to rebuild the reserve to the minimum level.
Operating Budget
It is the policy of the BOCC to promote efficiency and effectiveness in the management and operation of County programs and the utilization of available financial resources by the adoption of a balanced annual operating budget for the fiscal year. It is the responsibility of all elected officials, agency directors, department directors, governing boards, and employees to exercise good stewardship in the management of public funds and resources according to applicable statutes, BOCC policies, County procedures, and approved budgets. The County Manager is responsible for recommending a prudent, balanced annual operating budget to the BOCC for adoption.
For Johnson County, a balanced budget is defined as a budget in which projected resources (revenues plus use of reserves) equal projected expenditures. This definition applies to each fund appropriated in the County’s budget.
Specific policies related to the operating budget include:
1. The County Manager shall establish the budget calendar for the next operating budget cycle. The budget calendar shall comply with applicable statutes regarding adoption of the annual budget. 2. It is the policy of the BOCC to maintain a Multi-Year Budget Projection of revenues, expenditures, and reserves. The projection shall be reviewed during the annual operating budget cycle and shall be updated periodically due to changes in policy, legislation, and the economy. The projection will cover a minimum of five years. 3. Revenues shall be estimated using a conservative approach to avoid budget shortfalls during the fiscal year. 4. It is the policy of the BOCC to attempt to reduce the County’s degree of reliance on ad valorem taxes (i.e., property taxes) for annual operating revenues by pursuing appropriate fees for services rendered. 5. It is the policy of the BOCC that one-time (non-recurring) and unpredictable revenues shall not be used to fund on-going expenditures. On-going expenditures shall be funded with on-going sources of revenue. However, reserves may be used on a short-term basis to offset the impact of economic downturns, so long as adjustments are made to restore the structural balance of the operating budget within one to two fiscal years. 6. It is the policy of the BOCC that the County’s annual operating budget will avoid the following situations for the combined budgets of the General Fund and Special Revenue Funds: Two (2) consecutive years of operating deficits. A current operating deficit greater than the previous year. A current operating deficit in two (2) or more of the last five (5) years.
For the purposes of the deficit calculation, total expenditures exclude one-time expenditures that have been approved by the BOCC and are funded through use of reserves (examples would include one-time capital expenditures such as capital projects in the County’s Capital Improvement Program).
7. It is the policy of the BOCC to budget and appropriate sufficient funds in each budget year to pay the estimated and expected expenditures occurring during that fiscal year for the payout of accrued vacation and sick leave to employees who have retired or otherwise terminated their employment with the County in good standing. 8. It is the policy of the BOCC that open encumbrances for outstanding purchase orders do not lapse at the end of the fiscal year.
Page C-4 Capital Improvements
It is the policy of the BOCC to adopt a five-year Capital Improvement Program (CIP), which shall be published on an annual basis. The first year of the annual CIP shall be appropriated as the County’s capital improvement budget for the upcoming fiscal year.
The CIP shall be reviewed, evaluated, prioritized, and updated on an annual basis in conjunction with the operating budget cycle. The CIP shall include a schedule of capital improvement projects by year, including the estimated total capital cost, estimated annual operating costs or savings, and anticipated funding source or sources for each project.
The County Manager is responsible for preparing and submitting a preliminary five-year CIP to the BOCC before May 1st of each year as required by the Home Rule Charter of Johnson County. In addition, the County Manager is responsible for submitting a final recommendation for the proposed five-year CIP to the BOCC at least 45 days prior to the statutory deadline for adopting the annual budget.
It is the policy of the BOCC to finance tax-supported projects included in the annual CIP with a combination of pay-as-you-go (cash) financing and debt financing. For each project, pay-as-you-go financing shall be considered first before any debt is issued.
Debt
It is the policy of the BOCC to maintain or improve existing credit ratings through strong financial management, including the avoidance of short-term borrowing for operations. The County seeks to maintain or improve existing credit ratings since better credit ratings result in lower borrowing costs. To help maintain or improve the County’s credit ratings, an established program of managing the County’s debt becomes essential.
The BOCC establishes debt management policies to provide a functional tool to ensure that the County’s debt is managed in a fiscally prudent manner and in the best economic interest of the County. The debt management policies shall provide general guidelines for debt decisions rather than absolute rules or formulas to determine the level of County debt. Each situation requires a thorough review of the County’s debt position, financial health and economic forecast, as well as any mandated or legally imposed obligations.
The County’s debt management policies are established to achieve the following objectives: 1. To preserve the public trust and prudently manage public assets to minimize costs to the taxpayers and ensure current decisions do not adversely affect future generations. 2. To maintain the County’s ability to obtain access to the municipal bond market at favorable interest rates in amounts needed for capital improvements, economic development, and facilities or equipment to provide essential County services. 3. To minimize borrowing costs and preserve access to credit markets. 4. To seek to minimize debt interest costs whenever prudent in consideration of other cost factors and/or tax burden. 5. To maintain a balanced relationship between debt service requirements and current operating costs, encourage growth of the tax base, actively seek alternative funding sources, minimize interest costs and maximize investment returns. 6. To assess all financial alternatives for capital improvements prior to issuing debt. These could include categorical grants, loans, or state/federal aid. 7. To preserve the County’s flexibility in capital financing by maintaining an adequate margin of statutory debt capacity. 8. To maintain compliance with regulatory standards such as, but not limited to, Internal Revenue Service (IRS) codes and regulations.
Additional information on the County’s debt management policies is provided in the Debt Management section.
Page C-5 Investments
With regard to investments, the primary objectives of the BOCC are (in order of priority):
1. Safety of principal. 2. Maintenance of adequate liquidity. 3. Maximization of earnings from County funds.
It is the policy of the BOCC that all available funds shall be invested in conformance with legal and administrative guidelines at the highest rates obtainable at the time of investment, and that all investments made by or on behalf of the County shall seek to adhere to the following objectives:
1. Preservation of capital and protection of principal. 2. Security of County funds and investments. 3. Maintenance of sufficient liquidity to meet operating needs. 4. Diversification of investments to avoid unreasonable or avoidable risks. 5. Maximization of return on the investments.
It is the policy of the BOCC that the County shall follow the most aggressive investment guidelines allowed by State law. County funds shall be managed as multiple portfolios in order to meet liquidity needs of the organization while enhancing total yield of the portfolio. The County will always maintain adequate funds in the short term area of our portfolio to cover operations.
It is the policy of the BOCC that the County’s cash management practices shall ensure that funds held by, and belonging to, the County are managed in a manner that complies with all State and Federal Laws, and the policies and strategies of the BOCC, and that provides for adequate funds to be available to timely meet all disbursement requirements and obligations of the County.
Budget Structure
According to state statutes, the legal level of budgetary control is the aggregate total expenditures at the fund level. Therefore, the County’s budget is organized, adopted, and controlled at the fund level. Once the County has published, adopted and filed the expenditure budget of a given fund, the expenditure authority of that fund cannot, by law, be exceeded without a formal amendment process.
A list of the County’s budgeted funds, as well as a classification of agencies and departments by fund, is provided on pages D.5 and D.6 of the Budget Summary section. Generally, separate funds are established in response to statutory requirements such as when legislation authorizes counties to levy taxes for some specific purpose. Also, ad valorem tax (i.e., property tax) revenue and mill levies are budgeted at the fund level.
Another rationale for establishing separate funds is when the nature of the operation is sufficiently different to warrant its segregation from other governmental operations. Enterprise funds, which are operated according to distinct and separate accounting principles, are a good example.
It is often desirable to review County operations from a functional, or strategic program, perspective. For example, agencies and departments can be grouped across fund boundaries with other similar County operations to form a consolidated perspective on all County operations within that function, or strategic program. The strategic programs that are currently relevant to Johnson County are Support Services, Records & Taxation, Public Safety, Judicial and Emergency Services, Infrastructure, Health and Human Services, Culture and Recreation, and Debt Service. A breakdown of which agencies are included in each strategic program is included in the Strategic Programs section.
Explanation of Budgetary Basis
Basis of accounting refers to the point in time at which revenues and expenditures are recognized in the budgets and financial statements. The basis of accounting used for purposes of financial reporting in accordance with GAAP is not the same basis used in preparing the annual operating budget. Page C-6 The budgets for all relevant funds of Johnson County are prepared in accordance with applicable Kansas statutes. The budgets for governmental funds are prepared using the modified accrual basis of accounting, with the following exceptions:
Operating transfers in are classified as revenues and operating transfers out are classified as expenditures in the annual operating budget. Changes in the fair value of investments are not treated as adjustments to revenues in the annual operating budget.
Under the modified accrual basis of accounting, revenues are recognized when the revenues are both measurable and available to finance expenditures of the current fiscal period. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Expenditures are generally recognized in the accounting period in which the fund liability is incurred.
The accrual basis of accounting is used for proprietary funds. Under this basis of accounting, revenues are recognized when earned and expenses are recognized when liabilities are incurred.
The budgets for proprietary funds are prepared using the modified accrual basis of accounting. As a result, the following differences exist between the budgetary basis of reporting and the GAAP basis of reporting (accrual basis of accounting) for the proprietary funds:
Property tax revenues are recognized as revenue in the year collected (and not the year billed) for budgetary purposes. Operating transfers in are classified as revenues and operating transfers out are classified as expenditures in the annual operating budget. Changes in the fair value of investments are not treated as adjustments to revenues in the annual operating budget. Accrued vacation and sick pay benefits are not recognized as proprietary fund expenditures in the annual operating budget. Debt service and capital lease principal payments are treated as expenditures in the annual operating budget. Debt service interest costs are recognized when due, and not when incurred, in the annual operating budget. Depreciation expense is not recognized in the annual operating budget. Capital purchases are recognized as expenditures in the annual operating budget. All unencumbered appropriations lapse at the end of the year.
Budget Process & Calendar
In establishing the annual budget calendar for the next operating budget cycle, the County Manager shall consult with the BOCC and finalize the calendar on or before December 1st of each year. The calendar shall be designed to allow sufficient time for preparation of budget requests, public comment, staff review, BOCC consideration, and meet publication and submission deadlines established by statute.
The Budget and Financial Planning Department shall release budget request forms and instructions to County agencies and departments by December 2nd of each year. All agencies and departments shall submit their budget requests according to the instructions and forms provided by the Director of Budget and Financial Planning.
The County Manager will formulate a prudent, balanced annual budget and submit it to the BOCC for consideration at the beginning of May to allow time for the BOCC to review the budget prior to June 30th where the BOCC has to notify the County Clerk/Election Commissioner if the county needs an election to approve the resolution. Once the BOCC has reviewed and modified (if necessary) the proposed budget, the Director of Budget and Financial Planning shall publish the proposed budget, with any modifications, in the County’s official newspaper; additionally the day and time of the public hearing on the budget included in the publication. The public hearing shall be scheduled at least ten (10) days after the date of publication of the proposed budget, but no later than August 15th of each year. The BOCC shall hold a public hearing on the date and at Page C-7 the time specified in the publication for the purposes of hearing taxpayer questions and comments concerning the proposed budget. The BOCC shall adopt the annual budget for the following fiscal year on or before August 25th. If the BOCC determines they will need an election due to the tax lid, a mail ballot election will be completed on September 15th, with the County budget due to the County Clerk by September 30th.
FY 2021 Budget Development
Due to the COVID-19 pandemic the FY 2021 budget development calendar was revised to allow for additional revenue data to be collected. The following table summarizes the activities undertaken to produce the FY 2021 Budget.
Calendar of FY 2021 Budget Development January 2020 February 2020 March 2020 Commenced salary forecasting Commenced revenue forecasting Conducted budget retreat with the process to compute Estimated process to re-estimate current and BOCC and County Management 2020, and Budget 2021 salaries future revenues Team (3-12-20) and fringe benefits Personnel Review Committee Continued work on the Proposed Capital Improvement Program (PRC) analyzed requests for new Budget (CIP) and operating budget positions (FTEs) submitted for FY requests submitted by County 2021 Agencies and Departments
April 2020 May 2020 June 2020 Submitted preliminary five-year Conducted budget retreat with the Received final assessed valuation CIP to the BOCC (4-28-20) BOCC and County Management estimates from County Clerk Team (5-26-20) (6-12-20)
July 2020 August 2020 September 2020 Presented Proposed Budget Notice of Budget Hearing Updated FY 2020 budget Overview to BOCC (7-9-20) published (7-31-20) document for final printing Conducted work sessions with Conducted Public Hearing on BOCC to review Proposed Budget Proposed Budget (8-12-20) for specific County Agencies and Departments (7-15-20 to 7-21-20) Review public hearing input with BOCC (8-13-20) Presented final revenue estimates to BOCC (7-23-20) BOCC adopted FY 2020 Budget and CIP (8-20-20) BOCC finalized Proposed Budget for newspaper publication (7-27-20) October 2020 November 2020 December 2020 County Clerk releases final FY 2021 Budget document is County Clerk releases Annual property tax rate (mill levy) submitted to the Distinguished Abstract of Taxes containing final information for FY 2021 Budget Presentation Awards assessed valuation values. Program of the Government FY 2021 Budget document is Finance Officers Association printed
Budget Amendments
Since the annual operating budget is formulated well in advance of its execution, the BOCC recognizes that it may be necessary to amend the budget of a County fund. If unexpected or unfunded expenditures must be made, department directors are expected to manage their available resources, economize, and reevaluate priorities before requesting a budget amendment.
Page C-8 It is the policy of the BOCC to amend a fund’s budget for emergencies, federal and state mandates, or other circumstances which could not be anticipated, and only if sufficient funds are available; a budget may not be amended simply because additional revenues become available. By statute, any budget amendments require formal approval by the BOCC.
The BOCC may authorize an amendment of any current year budget, at the fund level, after giving public notice and holding a public hearing as required by state statute. An amendment is defined as an increase in the published budget authority, at the fund level, for the current fiscal year operating budget. The published budget authority is the total of budgeted expenditures and budgeted reserves for a County fund.
Procedures
Elected officials, agency directors, and department directors are responsible for submitting requests for budget amendments no later than November 1st of each year. The requests will be submitted in a format determined by the Director of Budget and Financial Planning.
The Budget and Financial Planning Department shall review the status of the fund in question and make a recommendation to the County Manager on the disposition of the request. If the County Manager determines that a request for budget amendment is not necessary, he/she will advise the BOCC that an amendment has been requested and denied. The County Manager or his/her designee shall inform the elected official, agency director, or department director of the County Manager’s decision. If the County Manager decides that a request for budget amendment is necessary, the Director of Budget and Financial Planning shall prepare and submit an agenda item for BOCC consideration during the weekly business session.
Upon review by the BOCC and action to set a public hearing date, the Director of Budget and Financial Planning shall publish the proposed budget amendment and notice of public hearing in the County's official newspaper. The public hearing shall be scheduled at least ten (10) days later than the date of publication of the proposed budget amendment.
The Director of Budget and Financial Planning shall file any budget amendments approved by the BOCC with the County Clerk no later than December 31st of each year.
Budget Revisions
Since the annual operating budget is formulated well in advance of its execution, the BOCC recognizes that it may be necessary to revise the budget of a County agency or department. If unexpected or unfunded expenditures must be made, department directors are expected to manage their available resources, economize, and reevaluate priorities before requesting a budget revision.
A budget revision is defined as a change in the current fiscal year budget expenditure authority for any County agency or department that does not result in an increase in the published budget authority of any County fund. A budget revision may involve changes in the expenditure categories (personal services, contractual services, commodities, capital outlay, etc.) within a single agency or department budget. A budget revision may also involve increasing an agency or department budget and decreasing another agency or department budget or reserve amount within the same County fund.
The County Manager may authorize budget revisions to reallocate budgeted expenditures between departments within the General Fund without formal approval of the BOCC whenever:
1. the reallocation is advisable to carry out the policies and/or priorities established by the BOCC; or 2. the reallocation is necessary to provide responsive service to or for emergency situations.
If the reallocation will materially alter any specific departmental budget or potentially conflict with a policy direction of the BOCC, then prior to authorizing any revision, the County Manager will provide notice to the BOCC.
The County Manager may authorize budget revisions to reallocate budgeted expenditures within an agency or department. Page C-9 The County Manager may authorize budget revisions to increase the current fiscal year expenditure budget for the General Fund in a cumulative amount up to $250,000, funded from the General Fund reserve, without approval of the BOCC. Any budget revisions, on a cumulative basis, which increase the General Fund expenditure budget by greater than $250,000, funded from the General Fund reserve, require approval of the BOCC.
The County Manager may authorize budget revisions to increase the current fiscal year expenditure budget for a County fund, except the General Fund, in a cumulative amount up to $100,000, funded from the reserve in the relevant County fund, without approval of the BOCC. Any budget revisions, on a cumulative basis, which increase the expenditure budget for a County fund, except the General Fund, greater than $100,000 require approval of the BOCC.
The County Manager may authorize the increase of the current fiscal year expenditure budget for any County fund in any amount if the increase is funded from unanticipated grant revenue, state contract revenue, or reimbursement revenue.
Budget revisions may not increase the total published budget authority of any County fund.
Procedures
Elected officials, agency directors, and department directors are responsible for submitting requests for budget revisions in a format determined by the Director of Budget and Financial Planning. Any requests will include a complete explanation and justification of why it is necessary to revise the current fiscal year budget.
If the County Manager or his/her designee determines that a request for budget revision is not necessary and appropriate, the County Manager or his/her designee shall inform the elected official, agency director, or department director of the decision. The Budget and Financial Planning Department shall maintain documentation for all approved budget revisions.
Page C-10 BOARD OF COUNTY COMMISSIONERS’ PRIORITIES 2019 - 2020 Adopted April 18, 2019
TOP PRIORITIES
1. Complete/advance existing projects approved by voters and the Board of County Commissioners with efficiency and effectiveness.
a. Manage programs and projects effectively, on schedule, on budget, and meeting major milestones. Programs include master plans for Parks and Library. Projects include Courthouse, Medical Examiner, and Tomahawk Wastewater Plant.
1. Implementation is reflected in the 5 year CIP and progress is reported bi- monthly.
2. Strategic plans are updated, responsive to opportunities, and presented, at a minimum, annually during budget/facilities master pan, as well as needed.
b. Measure and report on program and project objectives.
Impact Statement: Delivering on the promise of major capital projects assures the needs of the public, the users and the business operations are met, and the performance requirements of these significant community assets are achieved.
2. Strengthen and finance the appropriate level of service to meet the needs of the county’s vulnerable populations, pursuing innovative strategies.
a. Advance the self-sufficiency of vulnerable populations, including those with intellectual and developmental disabilities, those with mental health needs and those who are aging.
b. Work with United Community Services and other organizations to leverage their work and engage voices of the community in addressing the issues of those who are cost-burdened, housing insecure, and homeless.
Impact Statement: Identify the community challenges to meeting the needs of vulnerable populations. Enhance the coordination of the continuum of services provided across county agencies and departments to increase the self-sufficiency of vulnerable populations including those who fall outside of the traditional safety nets.
3. Develop a creative and innovative vision for a transit plan that is financially sustainable.
a. Identify opportunities for public-private partnerships for alternate service delivery that contribute to financial sustainability.
b. Explore shared funding opportunities for job access across jurisdictional boundaries.
c. Analyze and report level of impact compared to expectations for expanded service, including: service on Metcalf, vouchers, evening service, new service to Gardner- Edgerton, and comprehensive service analysis.
Impact Statement: Utilizing new technologies and increased public private Page C-11 partnerships can improve mobility, access to employment and education, and enhance participation in the economy.
OTHER TOPICS IDENTIFIED: Progress that can be made within existing resources.
4. Explore methods of increasing transparency of and engagement around county government.
a. Review our current communication and engagement efforts with BOCC.
b. Enhance the annual external communication surveys to ensure we are adequately measuring the community’s satisfaction levels with communication.
c. Rebuild jocogov.org to improve usability and accessibility. (Approved CIP Project)
d. Increase convenience of requests for/retrieval of county data.
e. Identify ways to make communication more accessible to changing demographics.
f. Enhance communications and provide more volunteer opportunities to engage county residents.
5. Explore and engage city partners and other economic development organizations to assess the impact of historic policies on job growth and livable wages.
a. Identify government programs and policies meant to create jobs.
b. Gather Johnson County wage information from the County Economic Research Institute (CERI), United Community Services (UCS) and Chambers of Commerce.
6. Plan a ten year visioning process beginning in 2021.
Begin planning in 2020, and start the visioning process in 2021.
7. Work with agencies and departments to develop performance measures for county services that support an evidence-based performance management culture.
a. Provide assistance to agencies and departments to broaden the utilization of metrics to improve management of operations.
b. Building on our Pillars of Performance, lead agencies and departments to be more deliberate about impacts, report progress and related plans toward successful impacts.
8. Develop and implement a comprehensive plan to protect, support, integrate, and utilize County government’s data and systems.
a. Continue/complete implementation of ongoing IT “protect” and “support” initiatives including IT Consolidation of staff and services, and Centralized IT purchasing.
Page C-12 b. Complete cybersecurity “response” and “recovery” measures.
c. Plan and initiate “integration” and “utilization” actions such as Jocogov redesign project and advancing our data analytics capabilities.
Page C-13 Section Budget D Summary
This Section Includes:
FY 2021 Johnson County Budget at a Glance (Page D-2)
FY 2021 Johnson County Budget by Fund (Page D-8)
FY 2021 Assessed Valuation and Mill Levy Information (Page D-45)
Equipment Reserve and Fleet Fund (Page D-47)
Page D-1 FY 2021 Budget at a Glance
• General Facts:
Estimated Mill Levy 25.600 Change from 2020 - once assessed valuation is finalized in October, mill levy is estimated at 25.780 or a .250 reduction (0.430) Property Tax Revenue 288.2 General Fund Reserve 12/31/21 (excludes intrafund transfers, General Fund cost 28.3% allocation, and grant revenues) Expenditures (includes transfers of $86.7 million) $930.1 million Projected Ending Fund Balances $315.5 million Total Published Budget $1.25 Billion Maximum FTEs for 2021 Budget 4,105.04 Salary Merit Increase 2.0%
• FY 2021 Budgeted Expenditures
Expenditures by Strategic Program Support Services $ 114,798,657 Public Safety, Judicial & Emergency Services $ 258,813,947 Infrastructure $ 317,540,493 Health & Human Services $ 97,199,523 Culture & Recreation $ 119,135,249 Records & Taxation $ 20,618,580 Debt Service $ 1,967,915 Total Expenditures $ 930,074,364 Reserves $ 315,473,944 Total Published Budget $ 1,245,548,308
• FY 2021 Budgeted Revenues
Revenue Sources by Category Taxes $ 426,188,473 Intergovernmental $ 63,542,203 Licenses & Permits $ 3,675,318 Charges for Service $ 246,212,797 Use of Assets $ 6,523,889 Miscellaneous $ 86,961,641 Subtotal of Revenues $ 833,104,321 Use of Carryover $ 25,626,642 Transfers $ 71,343,401 All Revenue Sources $ 930,074,364
Page D-2 FY 2021 CIP Projects COR - Corrections JSC Security & Control System $ 752,250 DTI - Infrastructure Maintenance $ 358,250 DTI - Fiber Expansion & Maint. $ 200,000 DTI - Phone Replacement $ 100,000 ELC - Poll Pad Fleet Replacement and Cradlepoint $ 354,720 ELC - JoCoElection Website Rebuild $ 212,400 EMC - Countywide Radio Inf. $ 139,000 EMS - Med-Act Mobile/Portable Radio Replacement $ 1,030,000 FAC - Capital Replacement Program (CRP) $ 2,000,000 FAC - Med-Act New Shawnee Fac. $ 3,120,000 FAC - Major Asset Replacement (MARP) $ 2,785,000 JIMS - Infrastructure Maintenance $ 522,990 PWK - Bridge, Road and Culvert Safety Program $ 1,825,358 PWK - County Assistance Road System (CARS) Program $ 14,540,644 SHR - Camera & Security Systems Upgrades $ 2,575,000 SHR - Security CRP & Improvements $ 330,000 TRN - Bus Replacement $ 4,105,000 TRN - Vehicle Replacement $ 454,850 TRN - Basic Passenger Infrastructure $ 250,000 TRN - Regional Farebox Initiative $ 750,000 AIR - JCAC Water Infrastructure $ 150,000 AIR - JCAC Administration Building Water Mitigation $ 167,000 AIR - IXD - NE T-Hangar Taxilane Mill and Overlay: North Section $ 24,000 AIR - IXD - Reconstruct Northeast T-hangar Taxilanes (East of TX L) Design, Construction & Services $ 790,387 AIR - OJC - Replace Hangars (M,N) $ 2,600,000 AIR - OJC - Reconstruct Taxiway A (4, 100'x35') $ 411,750 AIR - Lenexa Parkway Resurface $ 250,000 AIR - Legacy Rail Incremental Replacement Program $ 100,000 AIR-CRP Project Account Funding $ 729,000 Library Capital Replacement Program (CRP) $ 1,409,500 Comprehensive Library Master Plan Future Projects $ 1,368,096 Wastewater Capital Improvement Program $ 75,266,000 Park and Recreation Capital Projects $ 17,388,366 Stormwater Capital Projects $ 13,779,960 Total $ 150,839,521
Page D-3 • Miscellaneous Information
2021 Population (Projected) 615,727 Estimated Assessed Valuation for 2021 Budget $11.8 billion Average Residential Property Appraised Value $346,000 Amount Generated by One Mill of Ad Valorem Tax $11.6 million Approximate Amount of County Tax on a 346,000 Residential Property $1,019 Approximate Amount of County Tax on a 2,330,390 Commercial Property $14,915
Page D-4 Classification of Funds by Fund Type
Governmental Funds Proprietary Funds
General Fund Enterprise Funds
Airport Fund Park & Recreation Enterprise Fund Special Revenue Funds Transportation Fund Wastewater O & M Fund* 911 Fund Wastewater SRCFP Fund** 911 Wireless Telephone Fund Controlled Substance Fund Developer Fees Fund Internal Service Funds Developmental Supports Fund District Attorney Fleet Management Fund Forfeited Property Fund Risk Management Fund Library Operating Fund Mental Health Fund Park & Recreation Fund Prosecutor Training & Assistance Fund Public Health Fund Sheriff Forfeited Property Fund Stream Maintenance Fund Weapons Licensure
Capital Project Funds
County Building Fund Public Works Fund Stormwater Fund
Debt Service Fund
Debt Service Library Special Use
* Operations and Maintenance (O & M) **Sewer Repair and Construction Finance Plan (SRCFP)
Page D-5 Classification of Agencies and Departments by Fund Airport Fund General Fund (Con't) Prosecutor Training & Assistance Fund
Airport Heritage Trust Prosecutor Training & Assistance Human Resources Alcohol Tax Fund Aging and Human Services Public Health Fund Justice Information Management System (JIMS) Alcohol Tax Law Library Health & Environment Legal Controlled Substance Fund Med-Act Public Works Fund Motor Vehicle Controlled Substance Museums Infrastructure/Public Works Planning, Housing & Community Development County Building Fund Public Safety Sales Tax Risk Management Fund Public Safety Sales Tax II County Building Fund Records and Tax Administration/ Risk Management Archives Debt Service Fund Sheriff Sheriff Forfeited Property Fund Technology and Innovation Debt Service Treasury and Financial Management Sheriff Forfeited Property
Developer Fees Fund Stormwater Fund Library Operating Fund Developer Fees Stormwater Library Operating Developmental Supports Fund Stream Maintenance Fund Library Special Use Fund Developmental Supports Stream Maintenance Library Special Use District Attorney Forfeited Transportation Fund Property Fund Mental Health Fund Transportation District Attorney Forfeited Property Mental Health Wastewater O&M Fund** Fleet Management Fund 911 Wireless Telephone Fund Wastewater O&M** Fleet Management 911 Wireless Telephone Wastewater SRCFP Fund* General Fund 911 Fund Wastewater SRCFP Appraiser 911 Fund Board of County Commissioners Weapons Licensure Fund Budget & Financial Planning Park & Recreation Fund Contractor Licensing Weapons Licensure Corrections Park General County Manager's Office Park Employee Benefits Countywide Support Park Bond & Interest District Attorney District Court Trustee Park & Recreation Enterprise Fund District Courts Park Enterprise Economic Development Programs Elections Office Emergency Management & Communications Extension Council Facilities Fair *Sewer Repair and Construction Finance Plan (SRCFP)
** Operations and Maintenance (O & M)
Page D-6 Fund Balance
Fund Estimated Projected Proposed Balance Estimated Proposed Total Ending Ending Fund Ending Fund Expenditure Percent of Over/ Use of Use of Fund Balance Balance Balance FY 2021 FY 2021 Over (Under) Reserves Reserves in Fund 12/31/19 12/31/20 12/31/21 Budget Budget Maximum Minimum in 2020 2021
General Fund $115,928,349 $110,808,690 $101,141,711 $ 5,119,659 $ 9,666,979 General Fund Reserve Percentage 34.0% 32.0% 28.3%
911 Fund 7,061,361 6,356,457 5,651,553 $ 6,633,668 85.2% $ 4,988,186 $ 5,319,870 704,904 704,904 911 Wireless Telephone — — — — 0.0% 0 0 Alcohol Tax 219,418 219,418 219,418 140,667 156.0% 0 0 Controlled Substance 174,356 96,102 17,848 88,776 20.1% 78,254 78,254 Developer Fees 180,699 180,699 180,699 9,800 1,843.9% 0 0 Developmental Supports 1,959,458 1,844,357 1,844,357 27,827,279 6.6% 0 (381,825) 115,101 0 District Attorney Forfeited Property 116,093 116,093 116,093 25,403 457.0% 0 0 Library Operating 9,557,491 9,557,491 9,557,491 38,427,089 24.9% 5,714,782 7,636,137 0 0 Mental Health 1,386,920 638,787 542,198 38,200,396 1.4% 0 (2,513,834) 748,133 96,589 Park & Recreation 13,935,486 13,036,086 13,036,086 45,910,948 28.4% 899,400 0 Prosecutor Training & Assistance 17,713 17,713 17,713 29,000 61.1% 0 0 Public Health 2,552,212 2,675,165 2,126,165 21,332,124 10.0% 0 1,059,559 0 549,000 Sheriff Forfeited Property 56,306 56,306 56,306 284,629 19.8% 0 0 Stream Maintenance 6,851 6,851 6,851 5,000 137.0% 0 0 Weapons Licensure 43,777 43,777 43,777 26,010 168.3% 0 0 0 0 County Building 199,143 156,483 156,483 1,850,534 8.5% 0 63,956 42,660 0 Public Works 4,769,003 6,661,142 3,561,142 30,353,339 11.7% 525,808 2,043,475 0 3,100,000 Stormwater 3,138,748 3,138,748 3,138,748 14,481,186 21.7% 0 0
Debt Service 989,307 945,096 728,160 1,967,915 37.0% 44,211 216,936 Library Special Use 1,572,106 1,562,106 1,552,106 3,479,831 44.6% 1,204,123 1,378,114 10,000 10,000
Airport 6,760,787 5,690,087 3,339,179 9,834,021 34.0% 2,355,777 2,847,478 1,070,700 2,350,908 Park & Recreation Enterprise 5,713,245 5,713,245 5,713,245 29,199,366 19.6% 0 0 Transportation 3,924,477 2,745,728 1,625,102 18,413,289 8.8% 0 704,438 1,178,749 1,120,626 Wastewater Operations & Maintenance 48,272,913 47,487,057 40,230,057 77,146,043 52.1% 785,856 7,257,000 Wastewater SRCFP 118,043,912 118,043,912 118,043,912 146,917,170 80.3% 0 0
Fleet Management 1,798,435 1,671,899 1,671,899 3,538,466 41.7% 126,536 0 Risk Management 1,852,242 1,802,733 1,327,287 6,818,334 34.3% 49,509 475,446
Page D-7 FY 2021 Johnson County Budget by Fund
The total Johnson County Proposed Budget is $1.25 billion for FY 2021. This amount includes $930.1 million in proposed expenditures (including transfers) and $315.5 million in reserves. The proposed budgeted expenditures of $930.1 million are allocated among twenty-eight (28) budgeted funds, which are presented on the following pages. For each budgeted fund, revenues and expenditures are listed for fiscal year 2019 (actual), fiscal year 2020 (estimated), and fiscal year 2021 (budget). A classification of budgeted County funds by fund type can be found immediately following the Budget at a Glance pages within this section.
Each of the twenty-eight funds discussed in this section are appropriated as part of the County’s overall budget. Additional funds are included in the audited financial statements for the County; these funds are not budgeted per state statute. A listing of these funds is provided below.
Funds Not Budgeted Per State Statute
Special Revenue Funds Capital Projects Agency Funds County Clerk Capital Projects Medical Reimbursement Technology Fund Fund Fund Treasurer Technology Equipment Reserve Jail Prisoners’ Welfare Fund Fund Fund Register of Deeds Library Gift Fund Technology Fund Fire District Fund Internal Service Funds Enterprise Funds Tax Collection Fund Workers Compensation Public Building Research Triangle Sales Tax Fund Commission Fund Fund Self-Insured Health Care Fund
Detail information for each County agency and department will be presented in the "Agency Budget Information, Volume II" of the County Manager's Proposed FY 2021 Budget. The relationship of each agency and department to the twenty-eight (28) budgeted funds is listed immediately after the classification of budgeted County Funds by fund type earlier within the Budget Summary section.
FY 2021 Budget for All Budgeted Funds
The first two pages following this narrative summarize the FY 2021 Budget for Johnson County. The first page reflects the expenditure budget by category, and the following page reflects the expenditure budget by individual County fund.
For FY 2021, the total County mill levy is estimated to be 25.600. The total expenditure budget is $930,074,364 for FY 2021, and the total budget is $1,245,548,307 including budgeted reserves of $315,473,944.
FY 2021 Budget for Each County Fund
FY 2021 Budget information for each budgeted County fund immediately following the FY Budget for All Budgeted Funds pages. A brief summary of each fund is presented below.
General Fund
The General Fund accounts for the cost of general County government, and includes financial transactions that are not required to be accounted for in other County funds. Within the General Fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, sales taxes, Federal/State aid, and various charges for service. Additional information about the County’s revenue sources is located in Section G (Revenue Summary).
Page D-8 For FY 2021, the General Fund mill levy is estimated to be 13.291 mills. The General Fund expenditure budget is $407.1 million for FY 2021, and the total General Fund budget is $508.3 million (including reserves of $101.2 million). The primary increase in the General Fund expenditure budget is due to increased personal service costs and expenditures for Public Safety and Health and Human Services.
On August 13, 2020, the County adopted a revised General Fund reserve policy. The reserve calculation in the policy is based on the following goals:
1. Maintaining working capital to meet cash flow requirements and provide contingencies for unpredictable revenue sources and emergencies or other unanticipated expenditures.
2. Funding capital asset replacement and debt retirement.
According to the policy, the annual calculation is expected to generate a reserve amount that ranges between 20% and 25% of estimated annual General Fund net revenues (total General Fund revenues, excluding intrafund transfers and General Fund cost allocation). The County’s General Fund has gradually increased over time as a result of unanticipated revenues above estimates and conservative departmental spending. In keeping with past Board direction, the multi-year budget projection gradually draws down the General Fund balance reserve.
As part of the revised General Fund reserve policy adopted on August 13, 2020, a portion of the General Funds will be assigned to be an "Auxiliary Fund." The Auxiliary Fund will provide increased stability for the Health Care Fund by committing a portion of the General Fund reserves to be held for increased claims costs. The maximum amount established for the Auxiliary Fund portion of the General Fund will be set at $30,000,000 for FY 2021.
The ending fund balance for FY 2019 was $115.9 million, which is 34% of the General Fund net revenues. During FY 2021, the estimated General Fund balance (reserves) is expected to decrease by $9.7 million for one-time capital or operating expenditures. The estimated reserves for FY 2021 is $101.2 million or 28.3%.
911 Fund
The 2011 Kansas Legislature passed Senate Bill 50 which essentially replaced existing 911 statutes with a new 911 fee structure. Effective January 1, 2012, the existing authority for assessing wireline 911 taxes as well as wireless and VoIP 911 fees expired and the new uniform fee of $0.53 per month was established. Effective October 1, 2015, the uniform fee of $0.53 per month was increased to $0.60 per month. Effective October 1, 2019, the uniform fee was increased from $0.60 to $0.90 per subscriber account. Of the $0.30 increase, an additional $.06 will go to the PSAP’s ($0.60 to $0.66). PSAP’s should be seeing the increased revenue from this change beginning December 2019. Under Interlocal Cooperation Agreements between the County and the cities operating PSAPS, such 911 fees will be received by the County and administered in separate accounts for each jurisdiction. Expenditures are for costs of the 911 system, for equipment used to receive, process and distribute 911 calls to emergency responders, and for maintenance and operation of the Countywide Radio System.
The 911 fund expenditure budget is $5.9 million for FY 2021. There is no mill levy for these funds.
Alcohol Tax Fund
The Alcohol Tax Fund is a special revenue fund that accounts for the local alcohol liquor tax authorized by the Kansas Legislature. By statute, funds must be expended for alcoholism prevention and drug abuse prevention programs.
The total expenditure budget for the Alcohol Tax Fund is $141,000 for FY 2021. The total budget is $360,000 for FY 2021, including a reserve of $219,000. There is no mill levy for this fund.
Page D-9 Controlled Substance Fund
The Controlled Substance Fund is a special revenue fund that accounts for tax assessments and penalties from persons who manufacture, produce, ship, transport, import, or possess certain quantities of controlled substances. The funds can only be used for law enforcement and criminal prosecution purposes.
The total published budget for the Controlled Substance Fund is approximately $107,000 for FY 2021. There is no mill levy for this fund.
Developer Fees for Parks Fund
The Developer Fees for Parks Fund is a special revenue fund that accounts for developer fees paid in lieu of parkland dedication in accordance with the Johnson County Zoning and Subdivision Regulations. The proceeds can only be used for park purposes. The total FY 2021 expenditure budget for the Developer Fees Fund is $9,800. There is no mill levy for this fund.
Developmental Supports Fund
The Developmental Supports Fund is a special revenue fund that accounts for the revenues and expenditures of programs designed to develop social and work skills for persons with intellectual and developmental disabilities. Within this fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, Federal/ State aid, and various charges for service. County policy is to maintain a reserve between 8% and 12% of budgeted annual expenditures for the Developmental Supports Fund.
For FY 2021, the Developmental Supports Fund mill levy is 1.248 mills and the expenditure budget is $27.8 million. The total published Developmental Supports Fund budget is $29.6 million, including a reserve of $1.8 million, or 6.6% of budgeted annual expenditures. Projected ending reserves are below the minimum reserve balances as a result of increased demand for services and the impact of the COVID-19 pandemic. The Developmental Supports Board of Directors in conjunction with county staff are developing options to replenish the reserves to the minimum level as set by policy.
District Attorney Forfeited Property Fund
The District Attorney Forfeited Property Fund is a special revenue fund that accounts for funds received from the forfeiture of assets in drug-related cases. The funds can only be used for training purposes and contributions to non-profit agencies which deal in public safety and crime prevention issues.
The expenditure budget for the District Attorney Forfeited Property Fund is approximately $25,000 for FY 2021. The total budget is approximately $141,000, including a reserve of approximately $116,000. There is no mill levy for this fund.
Library Operating Fund
The Library Operating Fund is a special revenue fund that accounts for the revenues and expenditures of operating an urban library system. Within this fund, the primary sources of revenue are ad valorem taxes and motor vehicle taxes.
For FY 2021, the Library Operating Fund mill levy is 3.541 mills and the expenditure budget is $38.4 million. The total published Library Fund budget is $48.0 million, including a reserve of $9.6 million, or 24.9% of budgeted annual expenditures. The policy for this fund is to maintain a reserve between 5% and 10%. Funding for the Library Operating Fund has been increased by additional ad valorem support to fund the 20 year Comprehensive Library Master Plan beginning in FY 2016. The additional funds and reserves will be used to renovate, replace, expand and build as indicated by the plan.
Mental Health Fund
The Mental Health Fund is a special revenue fund that accounts for the revenues and expenditures of programs designed to provide clinical and residential counseling, clinical treatment, and outpatient services to citizens
Page D-10 suffering from mental health disorders. Within this fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, Federal/State aid, and various charges for service.
For FY 2021, the Mental Health Fund mill levy is 1.701 mills and the expenditure budget is $38.2 million. The total published Mental Health Fund budget is $38.7 million. Mental Health’s estimated reserves as of the end of FY 2021 are expected to be approximately $600,000, or 1.4% of the annual budgeted expenditures. County policy for the Mental Health fund is to maintain reserves between 8% and 12%. The COVID-19 pandemic impacted Mental Health's estimated reserves, and the County is developing a plan to replenish their reserves to the minimum policy level.
Park and Recreation Fund
The Park and Recreation Fund accounts for tax-supported programs provided by the Johnson County Park and Recreation District. This fund page summarizes the budgets for the Park & Recreation’s General, Employee Benefits and Debt Service funds. Within these funds, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, and various charges for service.
For FY 2021, the estimated Park and Recreation Fund mill levy is 3.069 mills and the expenditure budget is $45.9 million. The total published Park and Recreation Fund budget is $58.9 million, including a reserve of approximately $13.0 million. Funding for the Park & Recreation Fund has been increased by additional ad valorem support to fund the Park Legacy Plan, which will allow the Park & Recreation District to open undeveloped parkland, invest in existing parks and develop streamway trails for future generations.
Prosecutor Training and Assistance Fund
The Prosecutor Training and Assistance Fund is a special revenue fund that accounts for a portion of the court costs assessed in every court case. The proceeds must be used for expenditures related to the District Attorney’s Office.
The total expenditure budget for the Prosecutor Training and Assistance Fund is $29,000 for FY 2021. The total budget is approximately $47,000, including a reserve of approximately $18,000. There is no mill levy for this fund.
Public Health Fund
The Public Health Fund is a special revenue fund that accounts for the revenues and expenditures of programs dedicated to protect and promote the health, welfare and environment of the community, and to prevent disease. Within this fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, Federal/State aid, and various charges for service.
The total expenditure budget for the Public Health Fund is $21.3 million and the mill levy is 0.992 mills for FY 2021. The total budget of $23.5 million includes a reserve of $2.2 million or 10.0% of the annual budgeted expenditures. County policy is to maintain reserves for the Public Health Fund between 5% and 10%. During FY 2021, the fund balance is estimated to decrease by $549,000 for one-time expenditures for an electronic medical records request and a medical examiner vehicle.
Sheriff Forfeited Property Fund
The Sheriff Forfeited Property Fund is a special revenue fund that accounts for funds received from the forfeiture of assets in drug-related cases. The funds can only be used for law enforcement and prosecutorial purposes and cannot be used for normal operating expenditures.
The total published budget for the Sheriff Forfeited Property Fund is approximately $341,000, including reserves of $56,000 for FY 2021. There is no mill levy for this fund.
Stream Maintenance Fund
The Stream Maintenance Fund is a special revenue fund that accounts for royalty payments from sand removed from the Kansas River as it flows through Johnson County. The proceeds can be used for the cleaning and Page D-11 maintenance of the Kansas River (upon approval of the Kansas Division of Water Resources) and for the development of parklands along tributaries of and along the Kansas River.
The total expenditure budget for the Stream Maintenance Fund is $5,000 for FY 2021. The estimated ending Stream Maintenance fund balance as of December 31, 2021 is $6,850. There is no mill levy for this fund.
Weapons Licensure Fund
The Weapons Licensure Fund is a special revenue fund that provides for the purchase of new law enforcement and criminal prosecution services. Revenues from this fund can only be used for public safety purposes.
For FY 2021, the total published budget for the Weapons Licensure Fund is approximately $70,000. There is no mill levy for this fund.
County Building Fund
The County Building Fund is a capital fund that accounts for revenues and expenditures associated with the acquisition, construction, and renovation of County buildings. This fund was reestablished in 2015 by the Board of County Commissioners in accordance with State statute, which allows an annual tax levy not to exceed one (1) mill for a period not to exceed ten (10) years.
The total expenditure budget for the County Building Fund is $1.9 million and the estimated mill levy is 0.145 mills for FY 2021. The total budget is $2.1 million for FY 2021, including a reserve of approximately $200,000 or 9.9%. County policy requires a reserve between 5% and 10% of the annual budgeted expenditures.
Public Works Fund
The Public Works Fund is a capital fund that accounts for all revenues and expenditures of the Public Works department. Within the Public Works Fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, and the special highway (gas tax) fund.
For FY 2021, the Public Works Fund mill levy is 1.155 mills. The expenditure budget for FY 2021 is $30.3 million, which includes the County Assistance Road System (CARS) program. The total Public Works Fund budget is $33.9 million, including a reserve of $3.6 million or 11.7% of annual budgeted expenditures. County policy is to maintain a reserve between 5% and 10%. The estimated Public Works Fund balance (reserve) is above the maximum due to project expenditure reductions in 2020 due to the COVID-19 pandemic. Public Works reserve is expected to decrease due to one-time capital expenditures.
Stormwater Fund
The Stormwater Fund is a capital fund that accounts for all revenues and expenditures of the Stormwater Management Program. Within the Stormwater Fund, the primary sources of revenue are the Stormwater sales tax and investment income.
For FY 2021, the Stormwater Fund expenditure budget is $14.5 million. The total Stormwater Fund budget is $17.6 million, including a reserve of $3.1 million. The estimated Stormwater Fund balance (reserve) is expected to remain flat. There is no mill levy for this fund.
Debt Service Fund
The Debt Service Fund accounts for revenues and expenditures related to various County debt issues, including Library debt. Debt service for the Park and Recreation District, Airport, and Wastewater is paid directly from those funds. Within the Debt Service Fund, the primary sources of revenue are ad valorem taxes, motor vehicle taxes, and transfers from other funds.
For FY 2021, the Debt Service Fund mill levy is 0.125 mills and the expenditure budget is $2.0 million. The total published Debt Service Fund budget is $2.7 million. County policy requires that the County maintain a reserve between 5% and 10% of the annual principal and interest amounts due on outstanding bonds, plus
Page D-12 100% of the amounts due on outstanding temporary notes. The projected ending fund balance is approximately $728,000 or 37% of budgeted FY 2021 expenditures.
Library Special Use Fund
The Library Special Use Fund is a debt service fund that accounts for the revenues and expenditures of financing capital improvement projects for the Johnson County Library System, including the costs of planning, outfitting, and stocking new libraries.
For FY 2021, the Library Special Use Fund mill levy is 0.333 mills and the expenditure budget is $3.5 million. The total published Library Special Use Fund budget is $5.0 million, including a reserve of approximately $1.5 million or 45%. The policy for this fund is to maintain a reserve between 5% and 10%. For 2021, the estimated Library Special Use Fund balance is expected to decrease by approximately $10,000 for one time expenditures related to debt issuance.
Airport Fund
The Airport Fund is an enterprise fund which accounts for the revenues and expenditures associated with constructing, renovating, and operating two airports and an industrial park. Within this fund, the primary sources of revenue are lease income (use of assets) and various charges for service.
For FY 2021, the Airport Fund expenditure budget is $9.8 million. The total published Airport Fund budget is $13.2 million, including a reserve of $3.3 million. There is a budgeted use of reserves of $2.4 million planned for FY 2021. This is due to the impact of the Airport taking responsibility for the CenturyLink building.
Park and Recreation Enterprise Fund
The Park and Recreation Enterprise Fund accounts for revenues and expenditures associated with user fee- supported recreational programs, including golf, soccer, senior travel, competitive swimming, and gymnastics.
For FY 2021, the Park and Recreation Enterprise Fund expenditure budget is $29.2 million. The total published Park and Recreation Enterprise Fund budget is $34.7 million, including a reserve of $5.5 million.
Transportation Fund
The Transportation Fund is an enterprise fund that accounts for all revenues and expenditures of the transit and commuter rail programs. Within the Transportation Fund, the primary sources of revenue are Federal and State aid and a $6.8 million transfer from the General Fund.
For FY 2021, the Transportation Fund expenditure budget is $18.4 million. The total published Transportation Fund budget is $20.0 million, including a reserve of $1.6 million or 8.8% of the annual budgeted expenditures. There is no mill levy for this fund. During FY 2021, the estimated Transportation Fund balance (reserve) is expected to decrease due to one-time expenses.
Wastewater O & M Fund
The Wastewater O & M (Operations and Maintenance) Fund is an enterprise fund that accounts for the revenues and expenditures associated with operations and maintenance activities of the Unified Wastewater District. Within this fund, the primary sources of revenue are various charges for service.
For FY 2021, the Wastewater O & M Fund expenditure budget is $77.1 million and the total published budget is $117.4 million (including reserves of approximately $40.2 million). Reserves of $7,3 million are anticipated to be used during FY 2021 to partially stabilize rates related to future infrastructure costs and other inflationary pressures on operations.
Wastewater SRCFP Fund
The Wastewater SRCFP (Sewer Repair and Construction Finance Plan) Fund is an enterprise fund that accounts for the revenues and expenditures of activities related to the construction and expansion of plants Page D-13 and other infrastructure in the Unified Wastewater District. Within this fund, the primary sources of revenue are the capital finance charges and the Wastewater Connection Fees. Beginning in 2014, the capital charges have been included on the O&M customer billing.
For FY 2021, the Wastewater SRCFP Fund expenditure budget is $146.9 million. The total published Wastewater SRCFP Fund budget is $265.0 million, including reserves of $118.1 million. There is a plan to use reserves to partially fund the costs associated with major infrastructure projects scheduled to be completed within the next decade, including the expanded Tomahawk and Nelson Treatment Facilities.
Fleet Management Fund
The Fleet Management Fund was established in July, 2012 with an effective start date of January 1, 2013. It is an internal service fund, which will coordinate fleet service operations for County departments. The FY 2021 expenditure budget is $3.5 million. The total published budget is approximately $5.2 million, including a reserve of approximately $1.7 million. There is no mill levy directly associated with this particular fund; funding will result from charges to other county departments for the cost of providing fleet management services.
Risk Management Fund
The Risk Management Fund is an internal service fund which handles liability and workers compensation activities. By law, only tort and non-tort liability activities are budgeted (workers compensation transactions are off-budget).
For FY 2021, the Risk Management Fund expenditure budget is $6.8 million. The total published Risk Management Fund budget is approximately $8.1 million, including a reserve of $1.3 million or 19.5% of the annual budgeted expenditures. The reserve policy for the Risk Management fund requires funding up to 80% confidence level of expected ultimate limited losses. There is no mill levy for this fund as the property tax funding used in previous years has been replaced with internal charges to departments.
Non-budgeted Funds
There are several funds that are not budgeted in accordance with state statutes. The Library Gift Fund had $109,555 at the end of 2019. These funds represent gifts given to the Library Board. The Register of Deeds Technology fund balance was $4.4 million as of the end of 2019. The ending balance for the County Clerk Technology fund was $1.1 million as of December 31, 2019. The Treasurer Technology Fund had $247,000 as of the end of 2019. The Equipment Reserve fund had approximately $3.3 million as of the end of 2019.
The Capital Projects fund had approximately $110.5 million set aside for various County capital projects, such as CARS, Stormwater, infrastructure maintenance, etc. More information regarding the capital budget for FY 2021 is located in the Capital Improvement Program section. The Public Building Commission had net cash reserves of approximately $117 million as of the end of 2019, primarily from bond proceeds for the new Courthouse and Medical Examiner building. These funds are restricted for the specific capital projects for which the bonds were issued.
The Self-Insured Health Care Fund had reserves of approximately $23.9 million as of the end of 2019 and a projected ending cash balance of $11 million of the end of 2021. As of August 13, 2020, the Board of County Commissioners approved reserve policy changes which resulted in the Health Care Fund reserves being maintained at the secure funding level and excess funds committed to the Self-Insured Health Care fund maintained as a portion of the General Fund as an "Auxiliary Fund." More information on this fund can be found in the Personnel and Compensation section. The Workers’ Compensation fund had cash reserves of $7.5 million at the end of 2019.
The County also maintains an agency fund for the Research Triangle Sales Tax. The Research Triangle Sales tax of 0.125% is a pass through sales tax with the total being immediately distributed to the Johnson County Education Research Triangle Authority. An election was held in November 2008 to pass this 1/8th cent sales tax for the purpose of supporting education and research projects at locations within Johnson County, Kansas for University of Kansas, Kansas State University, and University of Kansas Medical Center. There is no sunset for this tax.
Page D-14 Actual Estimated Budget Total Budget by Category 2019 2020 2021
Beginning Balance, January 1 $ 333,138,430 $ 350,059,165 $ 341,100,586
REVENUES: Ad Valorem Taxes 260,935,194 276,386,640 288,197,747 Other Taxes 141,883,234 133,305,211 137,990,725 Intergovernmental 55,593,623 62,183,248 63,542,203 Licenses & Permits 3,928,103 3,560,935 3,675,318 Charges for Service 217,951,849 236,089,844 246,212,797 Use of Assets 23,950,734 11,876,568 6,523,889 Miscellaneous 4,791,041 115,066,570 85,338,141 Transfers 72,390,673 72,891,316 72,966,901 Total Revenues $ 781,424,451 $ 911,360,332 $ 904,447,721
Total Revenues & Beginning Balance $ 1,114,562,881 $ 1,261,419,497 $ 1,245,548,307
EXPENDITURES: Personal Services 314,921,354 331,956,225 343,205,256 Contractual Services 105,537,415 126,870,714 132,335,910 Commodities 28,033,925 33,427,375 33,137,226 Capital Outlay 11,397,106 12,281,575 13,295,979 Miscellaneous 7,944,654 11,295,668 17,126,401 Purchase Order Rollovers 0 0 0 Operating Impacts from GIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 45,554,483 47,180,076 47,400,206 Lease Payments to the PBC 29,171,115 21,917,004 22,116,665 lnterfund Transfers 13,148,182 14,256,743 17,859,128 lntrafund Transfers 47,105,750 45,469,364 45,845,698 Transfers to Equipment Reserve Fund 2,160,156 2,091,005 2,984,167 Transfers to Capital Projects 87,376,078 187,231,972 162,851,443 Cost Allocation Expenditures 17,039,962 21,343,982 23,001,013 Fee-based Expenditures 11,556,107 14,357,817 15,003,852 Grant Expenditures 43,557,429 50,639,391 53,911,420 Total Expenditures $ 764,503,716 $ 920,318,911 $ 930,074,364
Ending Balance, December 31 $ 350,059,165 $ 341,100,586 $ 315,473,943
Annual Change in Balance $ 16,920,735 $ (8,958,579) $ (25,626,643)
Mill Levy Information: County Taxing District 19.024 19.036 18.657 Park & Recreation Taxing District 3.088 3.090 3.069 Library Taxing District 3.901 3.904 3.874 Total Mill Levy 26.013 26.030 25.600
Page D-15 Actual Estimated Budget Total Budget by Fund 2019 2020 2021
Beginning Balance, January 1 $ 333,138,430 $ 350,059,165 $ 341,100,587 REVENUES: Ad Valorem Taxes 260,935,194 276,386,640 288,197,747 Other Taxes 141,883,234 133,305,211 137,990,725 Intergovernmental 55,593,623 62,183,248 63,542,203 Licenses & Permits 3,928,103 3,560,935 3,675,318 Charges for Service 217,951,849 236,089,844 246,212,797 Use of Assets 23,950,734 11,876,568 6,523,889 Miscellaneous 4,791,041 115,066,570 85,338,141 Transfers 72,390,673 72,891,316 72,966,901 Total Revenues $ 781,424,451 $ 911,360,332 $ 904,447,721
Total Revenues & Beginning Balance $ 1,114,562,881 $ 1,261,419,497 $ 1,245,548,308
EXPENDITURES: General Fund 363,672,194 391,704,828 407,134,081 Public Works Fund 30,453,866 30,128,970 30,353,339 Stormwater Fund 16,346,269 14,383,470 14,481,186 Transportation Fund 13,123,424 16,115,806 18,413,289 County Building Fund 1,840,034 1,855,634 1,850,534 Fleet Services Fund 2,905,221 3,287,893 3,538,466 Risk Management Fund 4,346,643 4,818,305 6,818,334 Stream Maintenance Fund 0 5,000 5,000 911 Fund 4,582,953 6,257,759 6,633,668 9-1-1 Wireless Fund 41,796 0 0 Alcohol Tax Fund 138,852 141,748 140,667 Prosecutor Training & Assistance Fund 24,639 29,000 29,000 Developmental Supports Fund 26,210,285 27,069,803 27,827,279 Mental Health Fund 34,141,862 36,870,908 38,200,396 Airport Fund 6,589,347 7,848,905 9,834,021 Park & Recreation Fund 36,505,879 42,627,316 45,910,948 Park & Recreation Enterprise Fund 21,048,203 28,749,780 29,199,366 Public Health Fund 17,266,742 19,237,448 21,332,124 Library Operating Fund 33,468,105 36,291,494 38,427,089 Library Special Use Fund 3,830,344 3,358,115 3,479,831 Developer Fees for Parks Fund 0 9,800 9,800 Sheriff Forfeited Property Fund 704,720 289,884 284,629 Controlled Substance Fund 774 89,622 88,776 Weapon Licensure Fund 0 25,500 26,010 District Attorney Forfeited Property Fund 23,168 26,055 25,403 Debt Service Fund 2,469,718 2,297,201 1,967,915 Wastewater SRCFP Fund 77,176,724 171,649,810 146,917,170 Wastewater O & M Fund 67,591,954 75,148,856 77,146,043 Total Expenditures $ 764,503,716 $ 920,318,910 $ 930,074,364 Ending Balance, December 31 $ 350,059,165 $ 341,100,587 $ 315,473,944 Annual Change in Balance $ 16,920,735 $ (8,958,578) $ (25,626,643)
Page D-16 Actual Estimated Budget General Fund 2019 2020 2021
Beginning Balance, January 1 $ 98,393,344 $ 115,928,349 $ 110,808,690
REVENUES: Ad Valorem Taxes 141,271,426 147,823,612 153,849,218 Other Taxes 107,010,134 100,953,914 103,758,301 Intergovernmental 23,998,371 28,579,919 29,443,597 Licenses & Permits 2,028,307 1,860,711 1,951,075 Charges for Service 40,979,741 42,346,555 45,010,965 Use of Assets 8,647,303 3,339,710 1,274,984 Miscellaneous 2,721,224 3,156,386 3,148,374 Transfers 54,550,693 58,524,363 59,030,588 Total Revenues $ 381,207,199 $ 386,585,170 $ 397,467,102
Total Revenues & Beginning Balance $ 479,600,543 $ 502,513,519 $ 508,275,792
EXPENDITURES: Personal Services 192,372,689 198,517,835 204,418,099 Contractual Services 35,769,039 43,821,169 45,546,422 Commodities 6,248,059 8,108,390 8,199,512 Capital Outlay 649,031 (582,419) 584,668 Miscellaneous 17,701 (2,847,619) 273,684 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC - Other Facilities 24,437,593 17,342,994 17,137,605 lnterfund Transfers 7,823,006 7,035,710 8,644,920 lntrafund Transfers 44,085,553 43,084,469 42,772,098 Transfers to Equipment Reserve Fund 2,063,676 1,963,731 2,876,893 Transfers to Capital Projects 13,900,087 28,852,798 28,383,437 Cost Allocation Expenditures 1,963,763 3,043,682 3,402,941 Fee-based Expenditures 11,556,107 14,357,817 15,003,852 Grant Expenditures 22,785,890 29,006,272 29,889,950 Total Expenditures $ 363,672,194 $ 391,704,829 $ 407,134,081
Ending Balance, December 31 $ 115,928,349 $ 110,808,690 $ 101,141,711
Annual Change in Balance $ 17,535,005 $ (5,119,659) $ (9,666,979)
Mill Levy (County Taxing District) 13.698 13.542 13.291
*Target for Ending Balance Per Policy $ 68,243,403 $ 69,288,967 $ 71,432,406
Amount Over (Under} Policy Target $ 47,684,946 $ 41,519,723 $ 29,709,305
Net Revenues for Policy Target $ 341,217,016 $ 346,444,834 $ 359,171,986 * The policy target for the General Fund ending balance is: 20% to 25% of total revenues, excluding intrafund transfers and General Fund cost allocation.
Page D-17 Actual Estimated Budget 9-1-1 Fund 2019 2020 2021
Beginning Balance, January 1 $ 6,489,482 $ 7,061,361 $ 6,356,457
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 5,011,185 5,497,784 5,907,740 Use of Assets 141,888 55,071 21,024 Miscellaneous 1,759 0 0 Transfers 0 0 0 Total Revenues $ 5,154,832 $ 5,552,855 $ 5,928,764
Total Revenues & Beginning Balance $ 11,644,314 $ 12,614,216 $ 12,285,221
EXPENDITURES: Personal Services 0 0 0 Contractual Services 3,629,957 4,510,814 4,944,213 Commodities 265,096 945,017 822,300 Capital Outlay 36,058 578,928 602,179 Miscellaneous 387,842 0 125,976 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 264,000 223,000 139,000 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 4,582,953 $ 6,257,759 $ 6,633,668
Ending Balance, December 31 $ 7,061,361 $ 6,356,457 $ 5,651,553
Annual Change in Balance $ 571,879 $ (704,904) $ (704,904)
Page D-18 Actual Estimated Budget 9-1-1 Wireless Telephone Fund 2019 2020 2021
Beginning Balance, January 1 $ 41,026 $ 0 $ 0
Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 770 0 0 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 770 $ 0 $ 0
Total Revenues & Beginning Balance $ 41,796 $ 0 $ 0
EXPENDITURES: Personal Services 0 0 0 Contractual Services 139 0 0 Commodities 484 0 0 Capital Outlay 41,173 0 0 Miscellaneous 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 41,796 $ 0 $ 0
Ending Balance, December 31 $ 0 $ 0 $ 0
Annual Change in Balance $ (41,026) $ 0 $ 0
Page D-19 Actual Estimated Budget Alcohol Tax Fund 2019 2020 2021
Beginning Balance, January 1 $ 223,953 $ 219,418 $ 219,418
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 129,814 140,000 140,000 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 4,503 1,748 667 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 134,317 $ 141,748 $ 140,667
Total Revenues & Beginning Balance $ 358,270 $ 361,166 $ 360,085
EXPENDITURES: Personal Services 0 0 0 Contractual Services 86,253 107,628 106,547 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 52,599 34,120 34,120 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 138,852 $ 141,748 $ 140,667
Ending Balance, December 31 $ 219,418 $ 219,418 $ 219,418
Annual Change in Balance $ (4,535) $ 0 $ 0
Page D-20 Actual Estimated Budget Controlled Substance Fund 2019 2020 2021
Beginning Balance, January 1 $ 167,891 $ 174,356 $ 96,102
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 3,491 10,000 10,000 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 3,524 1,368 522 Miscellaneous 224 0 0 Transfers 0 0 0 Total Revenues $ 7,239 $ 11,368 $ 10,522
Total Revenues & Beginning Balance $ 175,130 $ 185,724 $ 106,624
EXPENDITURES: Personal Services 0 0 0 Contractual Services 0 89,622 88,776 Commodities 774 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 774 $ 89,622 $ 88,776
Ending Balance, December 31 $ 174,356 $ 96,102 $ 17,848
Annual Change in Balance $ 6,465 $ (78,254) $ (78,254)
Page D-21 Actual Estimated Budget Developer Fees Fund for Parks 2019 2020 2021
Beginning Balance, January 1 $ 128,023 $ 180,699 $ 180,699
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 52,676 9,800 9,800 Use of Assets 0 0 0 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 52,676 $ 9,800 $ 9,800
Total Revenues & Beginning Balance $ 180,699 $ 190,499 $ 190,499
EXPENDITURES: Personal Services 0 0 0 Contractual Services 0 0 0 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 9,800 9,800 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 0 $ 9,800 $ 9,800
Ending Balance, December 31 $ 180,699 $ 180,699 $ 180,699
Annual Change in Balance $ 52,676 $ 0 $ 0
Page D-22 Actual Estimated Budget Developmental Supports 2019 2020 2021
Beginning Balance, January 1 $ 2,306,358 $ 1,959,458 $ 1,844,357
REVENUES: Ad Valorem Taxes 12,829,735 13,238,717 14,441,081 Other Taxes 1,434,313 1,309,149 1,372,870 Intergovernmental 1,910,214 2,064,064 1,718,382 Licenses & Permits 0 0 0 Charges for Service 9,492,766 10,124,509 10,102,400 Use of Assets 107,173 41,597 15,880 Miscellaneous 27,192 92,971 92,971 Transfers 61,992 83,695 83,695 Total Revenues $ 25,863,385 $ 26,954,702 $ 27,827,279
Total Revenues & Beginning Balance $ 28,169,743 $ 28,914,160 $ 29,671,636
EXPENDITURES: Personal Services 20,171,621 20,739,519 21,487,089 Contractual Services 800,123 653,851 653,851 Commodities 608,088 713,573 653,573 Capital Outlay 1,434 11,213 11,213 Miscellaneous 10,121 (134,500) 0 Purchase Order Rollovers 0 0 0 Operating Impacts from GIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 46,927 148,654 148,654 lntrafund Transfers 0 0 0 Transfers to Equipment Reserve Fund 0 0 0 Transfers to Capital Projects 0 0 0 Fee-based Expenditures 0 0 0 Cost Allocation Expenditures 2,722,672 3,012,959 3,298,233 Grant Expenditures 1,849,299 1,924,534 1,574,666 Total Expenditures $ 26,210,285 $ 27,069,803 $ 27,827,279
Ending Balance, December 31 $ 1,959,458 $ 1,844,357 $ 1,844,357
Annual Change in Balance $ (346,900) $ (115,101) $ 0
Mill Levy (County Taxing District) 1.244 1.213 1.248
Page D-23 Actual Estimated Budget District Attorney Forfeited Property Fund 2019 2020 2021
Beginning Balance, January 1 $ 136,787 $ 116,093 $ 116,093
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 25,000 25,000 Charges for Service 0 0 0 Use of Assets 2,718 1,055 403 Miscellaneous (244) 0 0 Transfers 0 0 0 Total Revenues $ 2,474 $ 26,055 $ 25,403
Total Revenues & Beginning Balance $ 139,261 $ 142,148 $ 141,496
EXPENDITURES: Personal Services 0 0 0 Contractual Services 23,045 26,055 25,403 Commodities 123 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 23,168 $ 26,055 $ 25,403
Ending Balance, December 31 $ 116,093 $ 116,093 $ 116,093
Annual Change in Balance $ (20,694) $ 0 $ 0
Page D-24 Actual Estimated Budget Library Operating Fund 2019 2020 2021
Beginning Balance, January 1 $ 8,636,457 $ 9,557,491 $ 9,557,491
REVENUES: Ad Valorem Taxes 29,448,085 31,873,315 33,565,257 Other Taxes 3,254,188 2,958,934 3,264,463 Intergovernmental 126,722 257,901 265,638 Licenses & Permits 0 0 0 Charges for Service 502,493 155,882 159,000 Use of Assets 394,161 152,985 58,404 Miscellaneous 663,490 892,477 1,114,327 Transfers 0 0 0 Total Revenues $ 34,389,139 $ 36,291,494 $ 38,427,089
Total Revenues & Beginning Balance $ 43,025,596 $ 45,848,985 $ 47,984,580
EXPENDITURES: Personal Services 20,756,908 19,462,033 20,797,261 Contractual Services 4,280,045 5,797,258 7,130,501 Commodities 4,121,387 3,936,413 4,019,766 Capital Outlay 66,226 100,000 200,000 Miscellaneous 3,505 (65,000) 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 500,621 2,782,643 3,042,103 lntrafund Transfers 0 0 0 Transfers to Capital Projects 3,487,289 3,877,509 2,777,596 Cost Allocation Expenditures 125,402 142,737 194,224 Grant Expenditures 126,722 257,901 265,638 Total Expenditures $ 33,468,105 $ 36,291,494 $ 38,427,089
Ending Balance, December 31 $ 9,557,491 $ 9,557,491 $ 9,557,491
Annual Change in Balance $ 921,034 $ 0 $ 0
Mill Levy (Library Taxing District) 3.493 3.570 3.541
Page D-25 Actual Estimated Budget Mental Health Fund 2019 2020 2021
Beginning Balance, January 1 $ 2,132,780 $ 1,386,920 $ 638,787
REVENUES: Ad Valorem Taxes 16,408,438 18,666,785 19,685,782 Other Taxes 1,953,610 1,693,127 1,937,590 Intergovernmental 6,938,237 6,767,782 7,515,284 Licenses & Permits 0 0 0 Charges for Service 7,602,010 8,519,612 8,520,239 Use of Assets 262,796 49,426 18,869 Miscellaneous 0 51,043 51,043 Transfers 230,911 375,000 375,000 Total Revenues $ 33,396,002 $ 36,122,775 $ 38,103,807
Total Revenues & Beginning Balance $ 35,528,782 $ 37,509,695 $ 38,742,594
EXPENDITURES: Personal Services 20,668,808 22,043,580 22,816,959 Contractual Services 1,620,348 2,213,879 2,172,758 Commodities 444,842 739,467 627,867 Capital Outlay 0 5,000 5,000 Miscellaneous 37,800 136,375 136,375 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 179,039 234,993 237,893 lntrafund Transfers 99,000 0 0 Transfer to Equipment Reserve 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 4,163,484 4,729,832 4,688,260 Fee-based Expenditures 0 0 0 Grant Expenditures 6,928,541 6,767,782 7,515,284 Total Expenditures $ 34,141,862 $ 36,870,908 $ 38,200,396
Ending Balance, December 31 $ 1,386,920 $ 638,787 $ 542,198
Annual Change in Balance $ (745,860) $ (748,133) $ (96,589)
Mill Levy (County Taxing District) 1.591 1.710 1.701
Page D-26 Actual Estimated Budget Park & Recreation Fund 2019 2020 2021
Beginning Balance, January 1 $ 11,470,213 $ 13,935,486 $ 13,036,086
REVENUES: Ad Valorem Taxes 31,847,426 33,729,508 35,528,338 Other Taxes 3,670,670 3,248,207 3,505,847 Intergovernmental 0 0 0 Licenses & Permits 175,706 0 0 Charges for Service 2,179,396 4,324,054 6,714,075 Use of Assets 1,097,954 426,147 162,688 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 38,971,152 $ 41,727,916 $ 45,910,948
Total Revenues & Beginning Balance $ 50,441,365 $ 55,663,402 $ 58,947,034
EXPENDITURES: Personal Services 15,029,965 17,303,189 18,355,724 Contractual Services 2,925,997 4,246,560 5,174,746 Commodities 1,574,622 1,752,595 1,836,041 Capital Outlay 9,163,241 10,692,078 10,149,088 Miscellaneous 7,375,254 8,632,894 10,395,349 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 436,800 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 36,505,879 $ 42,627,316 $ 45,910,948
Ending Balance, December 31 $ 13,935,486 $ 13,036,086 $ 13,036,086
Annual Change in Balance $ 2,465,273 $ (899,400) $ 0
Mill Levy (Park & Rec. Taxing District) 3.088 3.090 3.069
Page D-27 Actual Estimated Budget Prosecutor Training & Assistance Fund 2019 2020 2021
Beginning Balance, January 1 $ 13,381 $ 17,713 $ 17,713
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 29,000 29,000 Use of Assets 0 0 0 Miscellaneous 28,971 0 0 Transfers 0 0 0 Total Revenues $ 28,971 $ 29,000 $ 29,000
Total Revenues & Beginning Balance $ 42,352 $ 46,713 $ 46,713
EXPENDITURES: Personal Services 0 0 0 Contractual Services 24,639 29,000 29,000 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 24,639 $ 29,000 $ 29,000
Ending Balance, December 31 $ 17,713 $ 17,713 $ 17,713
Annual Change in Balance $ 4,332 $ 0 $ 0
Page D-28 Actual Estimated Budget Public Health Fund 2019 2020 2021
Beginning Balance, January 1 $ 2,632,625 $ 2,552,212 $ 2,675,165
REVENUES: Ad Valorem Taxes 8,683,795 10,504,677 11,484,407 Other Taxes 986,354 891,386 1,076,053 Intergovernmental 5,197,897 5,493,281 5,656,448 Licenses & Permits 776,269 820,770 827,700 Charges for Service 1,371,282 1,529,315 1,611,555 Use of Assets 0 0 0 Miscellaneous 89,238 116,794 126,961 Transfers 81,494 4,178 0 Total Revenues $ 17,186,329 $ 19,360,401 $ 20,783,124
Total Revenues & Beginning Balance $ 19,818,954 $ 21,912,613 $ 23,458,289
EXPENDITURES: Personal Services 7,109,787 8,630,804 9,805,138 Contractual Services 1,323,260 1,156,513 935,798 Commodities 638,292 837,693 1,300,653 Capital Outlay 0 0 0 Miscellaneous 2,536 (103,442) 1,100 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 48,700 50,632 74,632 lntrafund Transfers 645,126 484,123 484,123 Transfers to Equipment Reserve Fund 77,274 127,274 107,274 Transfers to Capital Projects 382,140 0 0 Cost Allocation Expenditures 1,874,403 2,560,570 2,966,958 Grant Expenditures 5,165,224 5,493,281 5,656,448 Total Expenditures $ 17,266,742 $ 19,237,448 $ 21,332,124
Ending Balance, December 31 $ 2,552,212 $ 2,675,165 $ 2,126,165
Annual Change in Balance $ (80,413) $ 122,953 $ (549,000)
Mill Levy (County Taxing District) 0.842 0.962 0.992
Page D-29 Actual Estimated Budget Sheriff Forfeited Property Fund 2019 2020 2021
Beginning Balance, January 1 $ 134,372 $ 56,306 $ 56,306
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 38,421 8,500 3,245 Miscellaneous 588,233 281,384 281,384 Transfers 0 0 0 Total Revenues $ 626,654 $ 289,884 $ 284,629
Total Revenues & Beginning Balance $ 761,026 $ 346,190 $ 340,935
EXPENDITURES: Personal Services 0 0 0 Contractual Services 6,866 0 0 Commodities 474,960 289,884 284,629 Capital Outlay 222,894 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 704,720 $ 289,884 $ 284,629
Ending Balance, December 31 $ 56,306 $ 56,306 $ 56,306
Annual Change in Balance $ (78,066) $ 0 $ 0
Page D-30 Actual Estimated Budget Stream Maintenance Fund 2019 2020 2021
Beginning Balance, January 1 $ 6,383 $ 6,851 $ 6,851
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 0 0 0 Miscellaneous 468 5,000 5,000 Transfers 0 0 0 Total Revenues $ 468 $ 5,000 $ 5,000
Total Revenues & Beginning Balance $ 6,851 $ 11,851 $ 11,851
EXPENDITURES: Personal Services 0 0 0 Contractual Services 0 0 0 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 5,000 5,000 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 0 $ 5,000 $ 5,000
Ending Balance, December 31 $ 6,851 $ 6,851 $ 6,851
Annual Change in Balance $ 468 $ 0 $ 0
Page D-31 Actual Estimated Budget Weapons Licensure Fund 2019 2020 2021
Beginning Balance, January 1 $ 22,620 $ 43,777 $ 43,777
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 21,157 25,500 26,010 Charges for Service 0 0 0 Use of Assets 0 0 0 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 21,157 $ 25,500 $ 26,010
Total Revenues & Beginning Balance $ 43,777 $ 69,277 $ 69,787
EXPENDITURES: Personal Services 0 0 0 Contractual Services 0 0 0 Commodities 0 25,500 26,010 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 Intrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 0 $ 25,500 $ 26,010
Ending Balance, December 31 $ 43,777 $ 43,777 $ 43,777
Annual Change in Balance $ 21,157 $ 0 $ 0
Page D-32 Actual Estimated Budget County Building Fund 2019 2020 2021
Beginning Balance, January 1 $ 178,773 $ 199,143 $ 156,483
REVENUES: Ad Valorem Taxes 1,629,498 1,636,247 1,673,335 Other Taxes 214,312 170,286 174,740 IntergovernmentaI 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 16,594 6,441 2,459 Miscellaneous 0 0 0 Transfers 0 0 0 Total Revenues $ 1,860,404 $ 1,812,974 $ 1,850,534
Total Revenues & Beginning Balance $ 2,039,177 $ 2,012,117 $ 2,007,017
EXPENDITURES: Personal Services 0 0 0 Contractual Services 0 10,000 10,000 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 1,840,034 1,845,634 1,840,534 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 1,840,034 $ 1,855,634 $ 1,850,534
Ending Balance, December 31 $ 199,143 $ 156,483 $ 156,483
Annual Change in Balance $ 20,370 $ (42,660) $ 0
Mill Levy (County Taxing District) 0.158 0.150 0.145
Page D-33 Actual Estimated Budget Public Works Fund 2019 2020 2021
Beginning Balance, January 1 $ 5,794,133 $ 4,769,003 $ 6,661,142
REVENUES: Ad Valorem Taxes 13,840,437 14,242,373 13,366,307 Other Taxes 1,761,806 1,459,478 1,537,888 Intergovernmental 12,550,511 12,000,000 10,600,000 Licenses & Permits 14,275 10,710 10,924 Charges for Service 82,759 42,012 42,852 Use of Assets 27,994 0 0 Miscellaneous 24,430 63,658 64,932 Transfers 1,126,524 4,202,878 1,630,436 Total Revenues $ 29,428,736 $ 32,021,109 $ 27,253,339
Total Revenues & Beginning Balance $ 35,222,869 $ 36,790,112 $ 33,914,481
EXPENDITURES: Personal Services 5,165,549 5,415,786 5,545,115 Contractual Services 2,291,397 2,070,083 2,542,083 Commodities 1,469,517 1,702,674 1,703,674 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 1,860,238 1,048,716 1,998,716 lntrafund Transfers 0 0 0 Transfers to Equipment Reserve Fund 19,206 0 0 Transfers to Capital Projects 18,056,716 17,744,244 16,368,635 Cost Allocation Expenditures 1,591,243 2,147,467 2,195,116 Grant Expenditures 0 0 0 Total Expenditures $ 30,453,866 $ 30,128,970 $ 30,353,339
Ending Balance, December 31 $ 4,769,003 $ 6,661,142 $ 3,561,142
Annual Change in Balance $ (1,025,130) $ 1,892,139 $ (3,100,000)
Mill Levy (County Taxing District) 1.342 1.305 1.155
Page D-34 Actual Estimated Budget Stormwater Fund 2019 2020 2021
Beginning Balance, January 1 $ 3,868,762 $ 3,138,748 $ 3,138,748
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 14,732,551 14,039,079 14,349,710 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 882,994 344,391 131,476 Miscellaneous 710 0 0 Transfers 0 0 0 Total Revenues $ 15,616,255 $ 14,383,470 $ 14,481,186
Total Revenues & Beginning Balance $ 19,485,017 $ 17,522,218 $ 17,619,934
EXPENDITURES: Personal Services 394,035 529,247 527,472 Contractual Services 16,708 21,500 21,500 Commodities 954 2,500 2,500 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 125,371 127,878 130,436 lntrafund Transfers 0 0 0 Transfers to Capital Projects 15,791,950 13,684,621 13,779,960 Cost Allocation Expenditures 17,251 17,724 19,318 Grant Expenditures 0 0 0 Total Expenditures $ 16,346,269 $ 14,383,470 $ 14,481,186
Ending Balance, December 31 $ 3,138,748 $ 3,138,748 $ 3,138,748
Annual Change in Balance $ (730,014) $ 0 $ 0
Page D-35 Actual Estimated Budget Debt Service Fund 2019 2020 2021
Beginning Balance, January 1 $ 920,391 $ 989,307 $ 945,096
REVENUES: Ad Valorem Taxes 1,536,673 1,684,840 1,451,995 Other Taxes 78,216 150,007 202,659 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 21,004 0 0 Miscellaneous 0 0 0 Transfers 902,741 418,143 96,325 Total Revenues $ 2,538,634 $ 2,252,990 $ 1,750,979
Total Revenues & Beginning Balance $ 3,459,025 $ 3,242,297 $ 2,696,075
EXPENDITURES: Personal Services 0 0 0 Contractual Services 12,647 20,000 20,000 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 2,457,071 2,277,201 1,947,915 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 2,469,718 $ 2,297,201 $ 1,967,915
Ending Balance, December 31 $ 989,307 $ 945,096 $ 728,160
Annual Change in Balance $ 68,916 $ (44,211) $ (216,936)
Mill Levy (County Taxing District) 0.149 0.154 0.125
Page D-36 Actual Estimated Budget Library Special Use Fund 2019 2020 2021
Beginning Balance, January 1 $ 1,494,983 $ 1,572,106 $ 1,562,106
REVENUES: Ad Valorem Taxes 3,439,681 2,986,565 3,152,027 Other Taxes 467,786 358,860 315,114 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 0 0 0 Use of Assets 0 0 0 Miscellaneous 0 2,690 2,690 Transfers 0 0 0 Total Revenues $ 3,907,467 $ 3,348,115 $ 3,469,831
Total Revenues & Beginning Balance $ 5,402,450 $ 4,920,221 $ 5,031,937
EXPENDITURES: Personal Services 0 0 0 Contractual Services 202,654 16,305 16,305 Commodities 66,941 278,716 315,000 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 2,742,833 2,728,376 3,138,526 lnterfund Transfers 817,916 334,718 10,000 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 3,830,344 $ 3,358,115 $ 3,479,831
Ending Balance, December 31 $ 1,572,106 $ 1,562,106 $ 1,552,106
Annual Change in Balance $ 77,123 $ (10,000) $ (10,000)
Mill Levy (Library Taxing District) 0.408 0.334 0.334
Page D-37 Actual Estimated Budget Airport Fund 2019 2020 2021
Beginning Balance, January 1 $ 6,131,874 $ 6,760,787 $ 5,690,087
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes (1) 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 2,022,919 1,948,639 2,346,311 Use of Assets 5,120,485 4,790,566 4,097,802 Miscellaneous 4,721 0 39,000 Transfers 70,136 39,000 1,000,000 Total Revenues $ 7,218,260 $ 6,778,205 $ 7,483,113
Total Revenues & Beginning Balance $ 13,350,134 $ 13,538,992 $ 13,173,200
EXPENDITURES: Personal Services 1,560,317 1,670,032 1,701,307 Contractual Services 1,138,781 1,986,948 2,744,948 Commodities 1,426,360 1,621,874 1,690,296 Capital Outlay (507) 0 0 Miscellaneous 1,500 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 286,589 277,875 269,375 Lease Payments to the PBC 0 0 0 lnterfund Transfers 73,253 1,674,414 2,760,110 lntrafund Transfers 0 0 0 Transfers to Capital Projects 1,610,629 99,000 99,000 Cost Allocation Expenditures 492,425 518,762 568,985 Grant Expenditures 0 0 0 Total Expenditures $ 6,589,347 $ 7,848,905 $ 9,834,021
Ending Balance, December 31 $ 6,760,787 $ 5,690,087 $ 3,339,179
Annual Change in Balance $ 628,913 $ (1,070,700) $ (2,350,908)
Page D-38 Actual Estimated Budget Park & Recreation Enterprise Fund 2019 2020 2021
Beginning Balance, January 1 $ 4,743,994 $ 5,541,601 $ 5,541,601
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 21,836,652 28,749,780 29,199,366 Use of Assets 0 0 0 Miscellaneous 0 0 0 Transfers 9,158 0 0 Total Revenues $ 21,845,810 $ 28,749,780 $ 29,199,366
Total Revenues & Beginning Balance $ 26,589,804 $ 34,291,381 $ 34,740,967
EXPENDITURES: Personal Services 12,170,829 15,584,906 14,206,871 Contractual Services 5,871,689 8,901,953 11,135,075 Commodities 2,426,499 4,173,047 3,190,184 Capital Outlay 134,285 8,150 592,981 Miscellaneous 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 74,255 74,255 lntrafund Transfers 444,901 7,469 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 21,048,203 $ 28,749,780 $ 29,199,366
Ending Balance, December 31 $ 5,541,601 $ 5,541,601 $ 5,541,601
Annual Change in Balance $ 797,607 $ 0 $ 0
Page D-39 Actual Estimated Budget Transportation Fund 2019 2020 2021
Beginning Balance, January 1 $ 3,969,179 $ 3,924,477 $ 2,745,728
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 4,548,508 6,696,801 8,238,434 Licenses & Permits 121,216 0 0 Charges for Service 977,904 1,094,500 1,139,390 Use of Assets 0 0 0 Miscellaneous 170,000 120,000 120,000 Transfers 7,261,094 7,025,756 7,794,839 Total Revenues $ 13,078,722 $ 14,937,057 $ 17,292,663
Total Revenues & Beginning Balance $ 17,047,901 $ 18,861,534 $ 20,038,391
EXPENDITURES: Personal Services 0 0 0 Contractual Services 3,910,285 1,072,107 739,952 Commodities 1,319,425 1,191,872 1,258,132 Capital Outlay 340,044 588,957 200,000 Miscellaneous 103,259 5,676,960 6,319,893 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 150,655 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 250,000 0 454,850 Cost Allocation Expenditures 348,003 396,289 431,028 Grant Expenditures 6,701,753 7,189,621 9,009,434 Total Expenditures $ 13,123,424 $ 16,115,806 $ 18,413,289
Ending Balance, December 31 $ 3,924,477 $ 2,745,728 $ 1,625,102
Annual Change in Balance $ (44,702) $ (1,178,749) $ (1,120,626)
Page D-40 Actual Estimated Budget Wastewater O&M Fund 2019 2020 2021
Beginning Balance, January 1 $ 41,551,609 $ 48,272,913 $ 47,487,057
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 41,439 0 0 Intergovernmental 0 0 0 Licenses & Permits 791,173 818,244 834,609 Charges for Service 72,289,165 72,728,539 68,391,244 Use of Assets 828,506 542,653 384,155 Miscellaneous 360,474 273,564 279,035 Transfers 2,501 0 0 Total Revenues $ 74,313,258 $ 74,363,000 $ 69,889,043
Total Revenues & Beginning Balance $ 115,864,867 $ 122,635,913 $ 117,376,100
EXPENDITURES: Personal Services 18,046,729 20,546,334 22,003,247 Contractual Services 38,767,816 43,617,456 43,929,493 Commodities 5,395,008 5,380,389 5,148,762 Capital Outlay 743,227 845,050 845,050 Miscellaneous 5,096 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 904,978 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 3,729,100 4,759,627 5,219,491 Grant Expenditures 0 0 0 Total Expenditures $ 67,591,954 $ 75,148,856 $ 77,146,043
Ending Balance, December 31 $ 48,272,913 $ 47,487,057 $ 40,230,057
Annual Change in Balance $ 6,721,304 $ (785,856) $ (7,257,000)
Page D-41 Actual Estimated Budget Wastewater SRCFP Fund 2019 2020 2021
Beginning Balance, January 1 $ 128,060,058 $ 118,043,912 $ 118,043,912
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 1,133,366 425,000 437,750 Intergovernmental 323,163 323,500 104,420 Licenses & Permits 0 0 0 Charges for Service 54,287,195 58,799,003 66,028,500 Use of Assets 6,319,475 2,102,307 346,500 Miscellaneous 250,201 110,000,000 80,000,000 Transfers 4,847,178 0 0 Total Revenues $ 67,160,578 $ 171,649,810 $ 146,917,170
Total Revenues & Beginning Balance $ 195,220,636 $ 289,693,722 $ 264,961,082
EXPENDITURES: Personal Services 0 0 0 Contractual Services 457,140 3,582,000 200,000 Commodities 0 0 0 Capital Outlay 0 0 0 Miscellaneous 0 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 42,374,023 44,625,000 45,182,916 Lease Payments to the PBC 0 0 0 lnterfund Transfers 712,294 706,810 700,089 lntrafund Transfers 0 0 0 Transfers to Capital Projects 33,633,267 122,736,000 100,834,165 Cost Allocation Expenditures 0 0 0 Grant Expenditures 0 0 0 Total Expenditures $ 77,176,724 $ 171,649,810 $ 146,917,170
Ending Balance, December 31 $ 118,043,912 $ 118,043,912 $ 118,043,912
Annual Change in Balance $ (10,016,146) $ 0 $ 0
Page D-42 Actual Estimated Budget Fleet Management 2019 2020 2021
Beginning Balance, January 1 $ 1,689,554 $ 1,798,435 $ 1,671,899
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 1,599,022 2,836,357 3,171,925 Use of Assets 0 0 0 Miscellaneous 0 0 0 lnterfund Transfers 1,415,080 325,000 366,541 Total Revenues $ 3,014,102 $ 3,161,357 $ 3,538,466
Total Revenues & Beginning Balance $ 4,703,656 $ 4,959,792 $ 5,210,365
EXPENDITURES: Personal Services 1,013,094 1,043,391 1,062,341 Contractual Services 329,958 485,756 317,419 Commodities 1,551,130 1,716,949 2,044,155 Capital Outlay 0 28,818 100,000 Miscellaneous 0 0 0 Operating Impacts from CIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 0 0 0 lntrafund Transfers 0 0 0 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 11,039 12,979 14,551 Grant Expenditures 0 0 0 Total Expenditures $ 2,905,221 $ 3,287,893 $ 3,538,466
Ending Balance, December 31 $ 1,798,435 $ 1,671,899 $ 1,671,899
Annual Change in Balance $ 108,881 $ (126,536) $ 0
Page D-43 Actual Estimated Budget Risk Management Fund 2019 2020 2021
Beginning Balance, January 1 $ 1,799,424 $ 1,852,242 $ 1,802,733
REVENUES: Ad Valorem Taxes 0 0 0 Other Taxes 0 0 0 Intergovernmental 0 0 0 Licenses & Permits 0 0 0 Charges for Service 2,675,869 2,852,287 3,736,175 Use of Assets 32,471 12,603 4,811 Miscellaneous (140,050) 10,603 12,425 Transfers 1,831,171 1,893,303 2,589,477 Total Revenues $ 4,399,461 $ 4,768,796 $ 6,342,888
Total Revenues & Beginning Balance $ 6,198,885 $ 6,621,038 $ 8,145,621
EXPENDITURES: Personal Services 461,023 469,569 478,633 Contractual Services 2,047,855 2,434,257 3,725,144 Commodities 2,138 10,822 14,172 Capital Outlay 0 5,800 5,800 Miscellaneous 40 0 0 Purchase Order Rollovers 0 0 0 Operating Impacts from GIP 0 0 0 Requests for Additional Resources 0 0 0 Debt Service Payments 0 0 0 Lease Payments to the PBC 0 0 0 lnterfund Transfers 3,240 3,200 3,200 lntrafund Transfers 1,831,170 1,893,303 2,589,477 Transfers to Capital Projects 0 0 0 Cost Allocation Expenditures 1,177 1,354 1,908 Grant Expenditures 0 0 0 Total Expenditures $ 4,346,643 $ 4,818,305 $ 6,818,334
Ending Balance, December 31 $ 1,852,242 $ 1,802,733 $ 1,327,287
Annual Change in Balance $ 52,818 $ (49,509) $ (475,446)
Page D-44 FY 2021 Assessed Valuation and Mill Levy Information
The County’s largest source of revenue is the ad valorem tax (or property tax), which generates $288.2 million for the FY 2021 Budget (approximately 31% of FY 2021 budgeted revenues). Ad Valorem taxes are generated from the County’s assessed valuation, which is estimated at $11.8 billion for the FY 2021 Budget. The increase in assessed valuation by taxing district is reflected in the following table:
2020 Assessed 2021 Assessed Taxing District: Valuation Valuation Change % Change County $11,150,320,050 $11,823,971,921 $673,651,871 6.04% Park & Recreation $11,150,320,050 $11,823,971,921 $673,651,871 6.04% Library $9,120,558,467 $9,682,474,788 $561,916,321 6.16%
The dynamics of change in the taxing districts are different since each consists of a distinct geographic area. For example, the Library taxing district does not include the cities of Bonner Springs and Olathe.
The County taxing district covers the entire geographic area of Johnson County. The County taxing district has seen positive growth since coming out of the recession in FY 2014. In 2021, the County is experiencing growth, but at a lower rate than in the prior four years. The change in assessed valuation since 2016 is illustrated in the following table:
Fiscal Year: Total Assessed Valuation Change % Change 2016 $8,596,593,490 $512,302,884 6.34% 2017 $9,229,880,308 $633,286,818 7.37% 2018 $9,858,473,397 $628,593,089 6.81% 2019 $10,558,374,635 $699,901,238 7.10% 2020 $11,150,320,050 $591,945,415 5.61% 2021* $11,823,971,921 $673,651,871 6.04% *The assessed valuation for FY 2021 is an estimate. Records & Tax Administration will publish the final assessed valuation for FY 2020 in mid-October.
Estimated mill levy information by taxing district and fund is presented on the following page. The estimated mill levy for the FY 2021 Budget is 25.600 mills. This estimated mill levy is reduced from the FY 2020 Budget of 26.030 mills. The County Clerk will publish the final mill levy for FY 2021 in mid-October.
Page D-45 Mill Levies by Taxing District and Fund
COUNTY TAXING DISTRICT Change Fund 2017 2018 2019 2020 2021 2020-2021 General 14.085 13.928 13.698 13.542 13.291 (0.251) Public Works 1.475 1.442 1.342 1.305 1.155 (0.150) Public Health 0.768 0.869 0.842 0.962 0.992 0.030 Developmental Supports 1.198 1.238 1.244 1.213 1.248 0.035 Mental Health 1.753 1.647 1.591 1.710 1.701 (0.009) County Building 0.238 0.167 0.158 0.150 0.145 (0.005) Debt Service 0.073 0.027 0.149 0.154 0.125 (0.029) County Total 19.590 19.318 19.024 19.036 18.657 (0.379) JOHNSON COUNTY LIBRARY Library Operating 3.325 3.445 3.493 3.570 3.541 (0.029) Library Special Use 0.590 0.476 0.408 0.334 0.333 (0.001) Library Total 3.915 3.921 3.901 3.904 3.874 (0.030) JOHNSON COUNTY PARK & RECREATION General 2.464 2.423 2.491 2.572 2.618 0.046 Employee Benefits 0.593 0.649 0.570 0.518 0.451 (0.067) Debt Service 0.045 0.040 0.027 0.000 0.000 0.000 Park & Rec Total 3.102 3.112 3.088 3.090 3.069 (0.021) ALL TAXING DISTRICTS Change District 2017 2018 2019 2020 2021 2020-2021 County 19.590 19.318 19.024 19.036 18.657 (0.379) Library 3.915 3.921 3.901 3.904 3.874 (0.030) Park & Recreation 3.102 3.112 3.088 3.090 3.069 (0.021) Countywide Total 26.607 26.351 26.013 26.030 25.600 (0.430)
* The mill levy for FY 2021 is preliminary and will change due to final estimates of assessed valuation from the Director of Records and Tax Administration acting as County Clerk and final budget decisions made by the Board of County Commissioners.
Page D-46 Equipment Reserve and Fleet Fund - FY 2021 Budget
As directed by the Board, staff has worked with various departments to prepare equipment replacement schedules. The Budget and Financial Planning Department has used a phased approach of implementing equipment replacement schedules each year, beginning in FY 2002, to avoid a large “spike”, or increase, in equipment expenditures and property tax levies. The equipment replacement schedules generally include computer hardware and various types of business equipment.
For FY 2005, the equipment replacement process was formalized with the creation of the County’s Equipment Reserve Fund (as described in K.S.A. 19-119). The statute states that the Board of County Commissioners of any county may provide, by adoption of a resolution, for a county equipment reserve fund to finance the acquisition of equipment. Equipment is defined as machinery, vehicles and any other equipment or personal property including, but not limited to, computer hardware and software.
Staff continues to work with departments on updating existing schedules, and implementing new schedules when appropriate. In 2021, the Equipment Reserve transfers increase by $552,162 with the consolidation efforts. The Equipment Reserve Fund is carrying a fund balance of $3,050,487 as of September 17, 2020.
In FY 2017, at the direction of the County Manager, action was taken to separate general fund fleet/vehicles from the Equipment Replacement Fund and have them managed by the County Fleet Manager. As a result of this action, excluding the Sheriff and Med Act, there are Fleet Fund transfers made for all general fund departments that have vehicles. The fleet fund transfers increase by $974,000 primarily for public works fleet based on the result of a recent analysis. The Fleet Fund is carrying a fund balance of $2,387,772 as of September 17, 2020.
In FY 2019, at the direction of the County Manager, action was taken to consolidate computer replacement between JIMs for the Public Safety departments and DTI for departments receiving County Ad Valorem dollars. In FY 2020 departments transferred dollars to DTI for purchases and for FY 2021 equipment replacement funds involving computers and monitors were budgeted in DTI and moved out of departments.
The table on the following page shows the proposed amount of funding for each existing department’s schedule for both Equipment Replacement and Fleet Funds.
Page D-47 Funding for Equipment Replacement and Fleet Schedules in the FY 2021 Budget
Equipment Replacement Funds Fleet Funds FY 2020 Department FY 2021 % Change FY 2020 FY 2021 % Change Budget Budget 2020-2021 Budget Budget 2020-2021
Appraiser $44,623 $4,623 (90)% $29,000 $29,000 0% Board of County Commissioners $12,908 $2,908 (77)% $0 $0 0% Budget & Financial Planning $11,028 $3,928 (64)% $0 $0 0%
Corrections $0 $0 0% $160,552 $160,552 0% County Manager’s Office $24,630 $11,630 (53)% $0 $0 0% Department of Health & Environment $127,274 $107,274 (16)% $50,632 $74,632 47% Department of Technology & Innovation $40,000 $455,000 1,038% $3,000 $3,000 0% Developmental Supports $0 $0 0% $148,654 $148,654 0%
District Attorney $38,900 $6,900 (82)% $8,500 $8,500 0%
District Courts $134,030 $3,000 (98)% $0 $0 0%
Elections $21,000 $1,000 (95)% $4,000 $4,000 0% Emergency Mgmt. and Communications $195,000 $155,000 (21)% $9,029 $9,029 0%
Facilities $27,000 $2,000 (93)% $50,000 $50,000 0%
Human Resources $13,580 $1,580 (88)% $0 $0 0% Aging and Human Services $28,000 $13,000 (54)% $12,000 $12,000 0% Justice Information Management System $51,418 $507,418 887% $0 $0 0%
Legal $9,954 $1,954 (80)% $0 $0 0%
Med-Act $1,245,079 $1,677,079 35% $0 $0 0%
Mental Health $0 $0 0% $67,873 $67,873 100%
Motor Vehicle $25,000 $14,292 (43)% $0 $0 0% Planning, Housing & Community $12,435 $1,435 (88)% $20,000 $20,000 0% Development
Public Works $0 $0 0% $1,048,716 $1,998,716 91% Records & Tax Administration/Archives $5,321 $5,321 0% $0 $0 0% Treasury and Financial Management $15,000 $0 (100)% $3,200 $3,200 0%
Total: $2,082,180 $2,975,342 42.9% $1,615,156 $2,589,156 60%
Page D-48 Section Personnel & E Compensation
This Section Includes:
Workforce Trends (Page E-2)
New Positions Included in the FY 2021 Budget (Page E-3)
Comparison of Budgeted FTE Positions Since FY 2016 (Page E-4)
Benefits and Health Care (Page E-5)
Budgeted FTEs by Type (Page E-9)
Budgeted FTEs by Agency/Department and Strategic Program Area FY 2019 – FY 2021 (Page E-10)
Page E-1 Introduction
Johnson County Government is a progressive and innovative organization that provides high quality and cost- effective services to the residents of the County through its dedicated and knowledgeable workforce. The County seeks to recruit and retain employees with a commitment to public service and a desire to make a difference in the community. This section of the budget overview focuses on funding recommendations related to the County’s workforce.
The Personnel and Compensation section is organized as follows:
Overview of Workforce Planning-Related Trends New positions included in the 2021 budget Vacancy Factor Comparison of budgeted FTE since 2016 Benefits (Including the Health Care Fund) Budgeted FTE by type FTE by department and strategic program area
The budget includes the following recommendations to invest in the County’s workforce:
1. Allocate funding for a 2% merit pool. 2. Maintain the employer match for supplemental retirement at 3.0%.
By systematically and routinely analyzing workforce data to assess employees’ attributes, monitoring and understanding social, economic, and political trends, then aligning that information with the current and projected needs and goals of the organization, the organization is able to have the right people with the right competencies in the right jobs at the right time - now and in the future.
Workforce Trends
Analyzing current and historical employee data and understanding the impact of social, economic, and political trends on the workplace enables the County to gain insight into current and anticipated workforce needs. In today’s rapidly changing and uncertain environment, the County continues to be challenged to employ creative workforce planning strategies that ensure the organization employs the talent needed to deliver excellent service to the public.
Total remuneration entails the financial package offered to employees and is comprised of pay and benefits. The County’s compensation program includes both the base and variable pay and reflects the County’s compensation philosophy. The County’s compensation philosophy is designed to:
• Be competitive within the relevant, comparable labor markets for base salary; • Recognize outstanding performance and organizational contributions through the use of base and variable pay adjustments; and • Establish pay practices consistent with the market.
Full-time Equivalent (FTE) Position Information
Recruiting and retaining a talented workforce is essential to the provision of high quality services by Johnson County Government. This section includes information on full-time equivalent (FTE) positions and the County’s total compensation package for employees.
Positions included in the budget represent the highest needs in the County. Key elements of the County’s total compensation package are the allocation of funds for a 2.0% merit increase pool for employees with competent to exceptional performance and $52.3 million for the employer contribution to the Health Care Fund for 2021.
Page E-2 Changes in Budgeted Positions in the FY 2021 Budget
A total of 4105.04 FTEs are included in the FY 2021 budget. This is a decrease of (20.82) FTEs from the FY 2020 budget of 4125.86 FTEs. The decrease of (20.82) FTEs is a result of the following: decrease of 10.0 FTE combined in multiple departments from budget reductions, the addition of 38.8 FTEs through Request for Additional Resources (RAR), Capital Improvement Program (CIP), and the remainder through the addition and elimination of positions outside of the budget process and corrections to prior years.
New Positions Included in the FY 2021 Budget
To balance the Board’s strategic goals to be responsible stewards of the taxpayers’ money and to provide the best possible mandatory and discretionary services, only essential new positions have been included in the FY 2021 Budget. The approved positions were submitted through the Request for Additional Resources (RAR) process. The new positions included in the FY 2021 Budget are listed in Table #1:
Table #1: New FTE Positions in the FY 2021 Budget
Property Request Department Description FTEs Tax Impact Type Health & Environment Medicolegal Death Investigator II 1 $82,403 RAR Med-Act Paramedic - Minimum Staffing 2.4 $0 RAR Med-Act Lieutenant - Minimum Staffing 2.4 $0 RAR Med-Act Paramedic 4 $0 RAR Med-Act Lieutenant 3 $0 RAR JIMS LAN Analyst I - Courthouse 2 $156,000 RAR Facilities Custodial Tech II - Library 1 $0 RAR Sheriff School Resource Officer 1 $13,590 RAR Sheriff Security System Administrator 1 $75,000 CIP Wastewater Treatment Crew Member I 13 $0 RAR Wastewater Environmental Technologist I 1 $0 RAR Park & Recreation Park Police 4 $0 RAR Park & Recreation Children's Services Coordinator 2 $0 RAR District Attorney Warrent Assistant 1 $70,171 RAR 38.80
Page E-3 Comparison of Budgeted FTE Positions since FY 2016
Since 2016 the number of budgeted FTE positions has increased at an average annual rate of 0.98%. This change is reflected in Table #2 below:
Table #2: Comparison of Budgeted FTE Positions Since FY 2016
Fiscal Year Budgeted FTE Positions Annual Increase Annual % Increase 2016 3,840.98 (30.03) (0.7)% 2017 3,886.99 46.01 1.2% 2018 3,949.72 62.73 1.6% 2019 4,010.04 60.32 1.5% 2020 4,125.86 115.82 2.9% 2021* 4,105.04 (20.82) (0.5)%
Information on the net change from 2016 to 2021 for each strategic program is presented in Table #3 below.
Table #3: FY 2016 - FY 2021 Budgeted FTEs by Strategic Program
2016 Budgeted 2021 Proposed % Increase Strategic Program FTE Positions FTE Positions Increase from 2016 Support Services 409.19 470.64 61.45 15.02% Public Safety and Emergency Services 1,334.79 1,357.55 22.76 1.71% Infrastructure 317.59 364.80 47.21 14.90% Health and Human Services 868.39 854.53 (13.86) (1.60)% Culture & Recreation 703.02 860.02 157.00 22.30% Records and Taxation 208.00 197.50 (10.50) (5.00)% Totals 3,840.98 4,105.04 264.06 6.87%
Overall, the budgeted FTEs have increased by 264.06 FTEs, or 6.87% since 2016.
In support services there has been growth in several departments since 2016. Within the Facilities department there have been added positions to provide service to new County facilities and centralization of Fleet and custodial and maintenance services from other departments within Facilities. Human resource functions have been centralized under Human Resources. Information Technology services have also been consolidated with the merger of ITS, OSC, and AIM into DTI and the transfer of IT FTEs from other departments. Board of County Commissioners, County Manager's Office, and Budget & Financial Planning have grown through the transfer of positions from other departments and addition of new positions.
Growth in the Public Safety and Emergency Services area has been largely within Med-Act as staff was added to provide needed services. District Attorney and Sheriff's office have also added positions to meet the needs of a growing population.
Reduction in Health & Human Services is primarily due to the elimination of unfunded positions and the transfer of Housing/Community Development to Planning, Housing, and Community Development.
Growth in Infrastructure has been primarily within Wastewater due to the modernization and expansion of their facilities and the transfer of Housing/Community Development from the Aging & Human Services Department
Growth in Culture and Recreation has been in Library and Park & Recreation with the addition of staff tied to new services/programs, new facilities, and their strategic master plans.
Page E-4 Another measure of budgeted FTE positions is the number of positions per County resident. Table #4 presents a comparison of FY 2016 and FY 2021 FTE positions per 1,000 Johnson County’s population:
Table #4: FY 2016 - FY 2021 Budgeted FTEs per 1,000 County Residents
2016 Budgeted 2021 Budgeted % Increase Strategic Program FTE Positions FTE Positions Increase from 2016 Support Services 0.70 0.76 0.01 8.57% Public Safety and Emergency Services 2.28 2.20 (0.08) (3.51)% Infrastructure 0.54 0.59 0.05 9.26% Health and Human Services 1.49 1.39 (0.10) (6.71)% Culture & Recreation 1.20 1.40 0.20 17.00% Records and Taxation 0.36 0.32 (0.04) (11.11)% Totals 6.57 6.66 0.10 1.52%
Vacancy Factor
The adopted budget continues a vacancy factor by budgeting positions meeting the criteria at 97% occupancy. Generally, coverage positions where on-call hours are used to cover absences are exempted from the vacancy factor calculation. Departments with less than ten (10) FTE positions are also exempted.
Benefits and Health Care
The County seeks to attract and retain quality employees with its indirect compensation package, recognizing that current and potential employees often consider benefits a primary factor when choosing employment. It is the County’s goal to help employees achieve a positive balance between their work and personal lives by providing plans and programs that meet the needs of a diverse workforce and by educating employees to assist them in making choices that meet their needs. To remain competitive, the County will provide ongoing analysis of the level, nature, and variety of benefits offered to employees, with a long-term focus on monitoring trends, costs, and options. The scope and value of the benefit plans and programs are reviewed regularly.
Medical and Dental Plan Redesign and Funding
The Health Care Fund Management Team (HCFMT) addressed Affordable Care Act (ACA) mandates by offsetting the increased claims costs to be borne by the County with plan design changes. In December, 2019, the federal government repealed the ACA Excise Tax that was to be effective in 2022. The HCFMT continues to comply with the remaining provisions of the ACA and continues benchmarking of peers to monitor changes and confirm that the County’s plans are in line and compliant with the Board’s Compensation Philosophy. To allow for employees to make informed, educated decisions regarding the County’s plan options, TFM- Benefits maintains several resources posted on the Benefits website for use by employees including a Plan Calculator that assists employees with calculating the out-of-pocket expenses for each plan option to enable them to be informed consumerists. The HCFMT continues to review and consider the feasibility of recommending the County contract with a third-party vendor to assist plan participants with navigating the increasingly complex health care market by providing second opinion services and steerage capabilities to higher-performing medical providers. The HCFMT is also exploring the feasibility of a subsidized retiree health plan that is compliant with Kansas Statute 12-5040. In past years, the County charged 102% of the full funding rate. The HCFMT is analyzing the financial cost of providing lower cost options to early retirees with Public Safety or other employees who are eligible for a KPERS/KPF retirement or disability benefit.
Page E-5 At this time, the HCFMT proposed, and the Board approved at the September 10th meeting, an additional high-deductible plan option ($3,000 deductible and BlueSelect Plus network) to retirees to make medical coverage less expensive and increase retiree plan choices. There is no cost to the County to offer this additional plan design to retirees. The HCFMT remains committed to the Patient-Centered Medical Home (Blue Distinction Total Care) to provide County employees and their families with proven quality primary care with a focus on preventive services and comprehensive health care. BlueKC continues to solicit the County to access their proprietary near-site health clinics but the HCFMT reports that there is not enough claim data available to verify that it provides higher quality health care than the Medical Homes at a lower cost. The HCFMT will revisit this plan design for 2021.
Administration of the Health Care Program
The Health Care Fund Management Team (HCFMT) was created to review healthcare utilization, identify trends, analyze data, estimate costs, recommend premiums and cost sharing, and to consider plan design modifications for the County’s health insurance program. The HCFMT faces many ongoing fund issues while addressing continued health care cost increases. Highlights include: • Continue to offer competitive and reasonably priced health plans that encourage employees to be judicious and consumerist when seeking medical services to reduce health care costs. The County offers one PPO plan along with the Qualified High Deductible Health Plan (QHDHP) option. Employees have two provider networks to choose from: 1) a broader network called Preferred Care Blue; and 2) a narrow, higher-performing network that allows great discounts called Blue Select Plus.
• The County made the decision to suspend the wellness program in 2020 due to the COVID-19 pandemic that prevented participants from having adequate access to health care providers or on-site health screenings. All employees and spouses covered on January 1, 2021 will automatically receive the Wellness and Tobacco Incentives in 2021. Benefits staff recommended and the HCFMT concurred with the implementation of a new three-year wellness strategy applying a budget-neutral incentive fee (contribution differential) to employees who meet the approved wellness engagement criteria. Employees and covered spouses who complete the Wellness Strategy in FY 2021 will receive $150 per month Wellness and Tobacco incentives in 2022.
• Final 2021 employee contribution rates were recommended by the HCFMT at its August, 2020 meeting and approved by the Board at its September 10, 2020 meeting Since there was no increase in employer funding to the Health Care Fund included in the FY 2021 budget and given the historical practice of employee rate increases matching the employer rate percentage change, there will be no increase in the FY 2021 employee contribution rates and they will be the same as the FY 2020 rates.
The Board approved the HCFMT Committee's recommendation of a points-based wellness program to replace the current two-option program that includes both an outcomes-based and a point-based program. To earn the Wellness incentive, employees and spouses must earn 100 points; points are awarded based on completion of activities or attaining the desired range of biometric values. A points-based program will be better defined than the former outcomes-based program and has a lower probability of compliance issues with anticipated new wellness guidelines from the Equal Employment Opportunity Commission (EEOC) by the end of 2021.
• Continuation of employee benefit education programs summarizing the value of all compensation and benefits offered through the County with a focus on the amount the County contributes by sending an annual Benefit Claim Summary through Blue Cross Blue Shield of Kansas City (BCBSKC) and a Total Compensation Statement summarizing the value of all compensation and benefits offered through the County.
• Maintain funding of wellness programs approved by the Board of County Commissioners or the HCFMT Committee to provide opportunities for employees and spouses to improve their health and wellness with the overall goal of reducing health care claims costs.
• Continuation of the value-based pharmacy clinical management program administered by Tria Health where targeted Members on specific medications receive counseling to improve medication regimen Page E-6 and adherence. Participation enables members to receive reduced drug copayments for the specific medications. The program reduced County drug claim costs and led to decreased emergency room use and fewer inpatient hospital confinements.
• Continuation of the pharmacy manufacturer rebate program with the County’s Pharmacy Benefit Manager, MedTrakRx Services. The estimated rebates for 2020 and 2021 are projected to be approximately $1.4 million each year. The estimated rebates to be paid to the County for FY 2021 is estimated to be $3.74 million.
Members of the HCFMT served as the Project Manager and served on the Evaluation Committees for the following four separate and distinct Request for Proposals (RFPs) bids in 2020 for a January 1, 2021 effective date: 1) Medical Plan insurer or administrator; and 2) Pharmacy Benefit Plan insurer or administrator; 3) Wellness Plan administrator; 4) Flexible Spending Account administrator. By implementing a dynamic, five-year budget model for the Health Care Fund, the County anticipates having the ability to respond appropriately to market and inflationary trends without the potential for dramatic fluctuations in employer or employee contributions. The FY 2021 Budget includes a recommendation to allocate $54.4 million for the employer contribution to the Health Care Fund, including additional funding for the Auxiliary Fund as deemed appropriate. This amount represents no increase in employer contribution rates from FY 2020. Additional important focuses for 2021 include: • The County began the formal inclusion of spouses in the County’s wellness programs in 2016 with the full inclusion beginning in 2019. The County will continue to explore different incentive options considering the remanding and eventual replacement of EEOC guidelines which restricts an employer's ability to impact an employees' incentive due to what a spouse does or does not do.
• Increasing participation in the Patient-Centered Medical Home (PCMH) health care delivery system for 2021 through continued educational efforts. Preliminary analysis indicate that the increased coordination of care expected from the PCMH model did result in reduced claims costs while providing higher quality of care.
• Implementation of a points-based wellness program which retains an emphasis on the main components of the previous outcomes-based program, which focus on improving employee health risks with targeted biometric goals. This component is a critical contributor to the HCFMT’s strategy to slow down health care cost increases and improve the overall health of plan participants.
Implementing the 2021 employee contribution rates and plan design changes
The projected 2021 ending fund balance of $10.9 million is equal to the secured funding level targeted by Board policy. As of August 13, 2020, the Board of County Commissioners approved reserve policy changes which resulted in the Health Care Fund reserves being maintained at the secure funding level and excess funds committed to the Self-Insured Health Care fund maintained as a portion of the General Fund as an "Auxiliary Fund." Extreme volatility in health care expenses, coupled with the size of the fund and historical inflation rates, have necessitated a rethinking of the metrics and methods used for management of the fund. The five-year Health Care Fund model for FY 2021 - FY 2025 anticipates rate increases enough to build the reserves in excess of the minimum estimated secure funding level. The Auxiliary Fund committed funds of up to $30 million will be held within the General Fund. The adoption of the new policy allows the County to better manage the balance and outcomes of the Health Care Fund, optimize the utilization of the reserves kept in the General Fund, and be more fully prepared for extreme outcomes. Current projections for the Health Care Fund are provided for FY 2020 and 2021 on Table #5, shown on the following page.
Page E-7 Table #5: Health Care Fund - FY 2020 and FY 2021 Budgetary Projections
FY 2020 FY 2021 Receipts Employer Contributions for Medical Claims and Administrative Costs $ 53,368,133 $ 52,273,242 Employer Contributions for Dental Claims and Administrative Costs 2,083,304 2,134,565 Employee Contributions 6,068,545 5,944,044 Employee Contributions for Dental Claims and Administrative Costs 520,826 533,641 Pharmacy Rebate 1,400,000 1,400,000 Investment Income and Other 234,101 111,859 Total Estimated Receipts $ 63,674,909 $ 62,397,351
Disbursements Estimated Medical and Pharmacy Claims $ 42,356,095 $ 46,738,103 Estimated Reinsurance and Claims Processing 6,374,778 6,934,290 Estimated Dental claims and Administrative Costs 2,529,129 2,593,206 Estimated Vision Plan Premiums 401,173 395,667 Estimated Fees for Professional Services 323,312 323,312 Estimated Miscellaneous Expenses — — Total Estimated Disbursements $ 51,984,487 $ 56,984,578
Receipts Less Disbursements $ 11,690,422 $ 5,412,773
Beginning Cash Balance, January 1st $ 23,835,113 $ 13,525,535
Less: Auxiliary Fund (Deferred Employer Contributions) $ (22,000,000) $ (8,000,000)
Projected Ending Cash Balance, December 31st $ 13,525,535 $ 10,938,308
Estimated Secure Funding $ 10,086,318 $ 10,923,224
Page E-8
FY 2021 Proposed Budget - FTEs by Type
Agency/Department Other Grant Fee Total Airport 18.25 0.00 0.00 18.25 Appraiser 82.40 0.00 0.00 82.40 Board of County Commissioners 14.00 0.00 0.00 14.00 Budget and Financial Planning 11.00 0.00 0.00 11.00 Contractor Licensing 0.00 0.00 5.55 5.55 Corrections 235.30 43.08 12.26 290.64 County Manager's Office 22.50 0.00 1.00 23.50 Countywide support 20.00 0.00 0.00 20.00 Courts Law Library 4.48 0.00 0.00 4.48 Department of Health & Environment 108.10 41.25 0.00 149.35 Department of Technology & Innovation 115.48 0.00 0.00 115.48 Developmental Supports 287.66 14.00 0.00 301.66 District Attorney 102.50 3.75 1.91 108.16 District Court Trustee 17.00 0.00 0.00 17.00 District Courts 8.24 1.00 10.22 19.46 Elections 16.00 0.00 0.00 16.00 Emergency Management & Communications 51.00 1.00 0.00 52.00 Facilities 181.20 0.00 0.00 181.20 Facilities - Fleet 12.80 0.00 0.00 12.80 Human Resources 27.01 0.00 0.00 27.01 Aging and Human Services 33.99 28.35 0.00 62.34 JIMS 29.00 0.00 0.00 29.00 Legal 14.00 0.00 0.00 14.00 Library Operating 304.79 0.00 0.00 304.79 Med-Act 158.88 0.00 0.00 158.88 Mental Health 277.42 63.76 0.00 341.18 Motor Vehicle 69.10 0.00 0.00 69.10 Museums 0.00 0.00 0.00 0.00 Park & Recreation Enterprise 0.00 0.00 384.14 384.14 Park & Recreation General 171.09 0.00 0.00 171.09 Planning, Housing, and Community Development 15.75 22.57 0.00 38.32 Public Works 61.43 0.00 0.00 61.43 Risk Management 4.50 0.00 0.00 4.50 RTA 30.00 0.00 0.00 30.00 Sheriff 676.93 1.00 0.00 677.93 Stormwater 4.25 0.00 0.00 4.25 Transportation 0.00 0.00 0.00 0.00 Treasurer &Financial Management 47.15 0.00 0.00 47.15 Wastewater 237.00 0.00 0.00 237.00 Total 3,470.20 219.76 415.08 4,105.04
Page E-9 FTEs By Department and Strategic Program Area
Department 2021 2020 2019 Board of County Commissioners 14.00 14.00 14.00 Budget & Financial Planning 11.00 11.00 9.00 County Manager's Office 23.50 23.50 24.50 Countywide 20.00 20.00 20.00 Facilities 181.20 161.74 162.66 Facilities - Fleet 12.80 12.80 12.80 Human Resources 27.01 27.01 27.01 Technology & Innovation 115.48 117.48 98.63 Legal 14.00 14.00 14.00 Treasurer & Financial Management 47.15 48.15 48.15 Special Liability/Risk Management 4.50 4.50 4.50 Total Support Services 470.64 454.18 435.25 Appraiser 82.40 83.40 87.40 Election & Registration 16.00 16.00 17.00 Motor Vehicle 69.10 69.10 69.10 RTA 30.00 36.00 38.00 Total Records and Taxation 197.50 204.50 211.50 Community Corrections 290.64 307.64 312.64 Courts Law Library 4.48 4.48 4.96 District Attorney 108.16 99.25 97.25 District Court Trustee 17.00 18.00 19.00 District Courts 19.46 33.75 27.70 Emergency Management & Communications 52.00 52.00 53.00 JIMS 29.00 26.00 25.00 Med-Act 158.88 151.80 144.53 Sheriff 677.93 665.95 659.99 Total Public Safety & Emergency Services 1,357.55 1,358.87 1,344.07 Airport 18.25 18.25 18.25 Contractor Licensing 5.55 5.35 5.35 Planning, Housing & Community Development 38.32 14.00 12.75 Public Works 61.43 62.93 62.93 Stormwater Management 4.25 2.75 2.75 Transportation 0.00 0.00 0.00 Wastewater 237.00 217.53 219.23 Total Infrastructure Services 364.80 320.81 321.26 Developmental Supports 301.66 306.16 307.16 Aging and Human Services 62.34 99.49 98.68 Mental Health 341.18 330.60 322.38 Health & Environment 149.35 146.56 137.31 Total Health & Human Services 854.53 882.81 865.53 Library 304.79 325.79 327.79 Museum 0.00 0.00 0.00 Park & Recreation Enterprise 384.14 413.40 352.05 Park & Recreation Employee Benefit 0.00 0.00 0.00 Park & Recreation General 171.09 165.50 152.59 Total Culture & Recreation 860.02 904.69 832.43 Total County 4,105.04 4,125.86 4,010.04
Page E-10 Section Multi-year Budget F Projection
This Section Includes:
Multi-year Budget Projection – October, 2020 (Page F-2)
FY 2021 Budget Reductions (Page F-9)
Page F-1 Johnson County, Kansas Multi-year Budget Projection - October 2020
Introduction
The budget process for FY 2021 has been volatile with the COVID-19 pandemic. The budget process began on schedule in January, but was delayed in March with the shutdown. At that time, staff worked to revise FY 2020 estimates and plan conservatively for the unknown with the pandemic.
In July of 2020, the Board of County Commissioners (BOCC) reviewed multi-year budget projections of revenues and expenditures for FY 2020 through FY 2025. These projections included the County Manager’s budget for FY 2021. Projections for FY 2020 through FY 2025 are based on historical trends and existing County services. Staff has been conservative for FY 2020 and FY 2021 due to the unknown with COVID-19. The projections have assumed the economy will bounce back after the pandemic in 2022. The County's projections will be updated periodically for changes in policy, legislation, and the economy.
Methodology
The financial projections include estimated revenues and expenditures for FY 2020 through FY 2025, including calculations of the amount of property tax revenue necessary to balance the budget in FY 2021 through FY 2025. The financial projections are based on assumptions for the following items:
Revenue sources other than property taxes Operating expenditures, including estimated compensation increases Capital Improvement Program (CIP) expenditures Assessed valuation Delinquency rate for property taxes
Once all assumptions have been documented, the County’s financial forecast automatically calculates the amount of property tax revenue needed to balance the budget. In addition, the financial forecast calculates the estimated mill levy based on the property tax revenue, the assessed valuation, and the delinquency rate for property taxes.
Using this forecasting model, it is possible to illustrate the impact of policy decisions on the amount of property tax revenue and the estimated mill levy. In order to decrease future property taxes, policy adjustments must be made to either expenditures or other revenue sources (or a combination of both).
It should be emphasized that the financial projections were created based on a number of assumptions to illustrate potential trends. Some of the assumptions are controlled by policy makers, while others cannot be controlled and are virtually impossible to predict. Staff has created the current assumptions for illustration purposes; those assumptions which can be controlled will ultimately be determined by the Board.
Budget Principles
During the past few years, the County has adhered to the following budget principles in order to maintain a solid financial condition:
Funded on-going operating expenditures with on-going revenue sources Maintained a sufficient General Fund reserve for unknown and unusual circumstances Estimated revenues using a conservative approach to avoid budget shortfalls during the fiscal year
The future continuation of these principles reflects the County’s commitment to prudent financial management and the maintenance of existing credit ratings.
Page F-2 Historical Information
In order to understand the context for future budget projections, it is important to review certain historical data.
Assessed Valuation Assessed valuation is an important component of future budget projections since it serves as the basis of property tax revenue calculations. The formula for calculating property tax revenue is illustrated as follows:
Property Tax Revenue = Assessed Valuation/1000 * Mill Levy * (1 - Delinquency Rate)
(For FY 2021, the estimated delinquency rate used for budget projections is 2.10%) General information regarding assessed valuation for the County taxing district is presented in the table below.
Table #1: Assessed Valuation from FY 2011 to FY 2020 (County Taxing District only)
Fiscal Year Total Assessed Valuation $ Increase* % Increase 2011 $7,535,717,941 $(433,810,296) (5.44)% 2012 $7,551,985,565 $16,267,624 0.22% 2013 $7,520,503,387 $(31,482,178) (0.42)% 2014 $7,630,978,170 $110,474,783 1.47% 2015 $8,084,290,606 $453,312,436 5.94% 2016 $8,596,593,490 $512,302,884 6.34% 2017 $9,229,880,308 $633,286,818 7.37% 2018 $9,858,473,397 $628,593,089 6.81% 2019 $10,558,374,635 $699,901,238 7.10% 2020 $11,150,320,050 $591,945,415 5.61% Average % Increase 3.50%
*Annual increase includes new property and reappraisal of existing property.
As noted in the table, the average increase in assessed valuation is 3.50% over the past 10 years.
Mill Levies and Property Tax Revenue General information regarding mill levies and property tax revenue is presented in Table #2 below.
Table #2: Mill Levies and Property Tax Revenue from FY 2011 to FY 2020
Total Property Tax Fiscal Year Total Mill Levy % Change Revenue % Change 2011 23.256 0.2% $168,031,158 (4.8)% 2012 23.188 (0.3)% $167,964,097 0.0% 2013 23.210 0.1% $168,320,608 0.2% 2014 23.247 0.2% $170,843,754 1.5% 2015 23.270 0.1% $180,141,184 5.4% 2016 26.595 14.3% $218,891,153 21.5% 2017 26.607 0.0% $234,527,808 7.1% 2018 26.351 (1.0)% $248,093,703 5.8% 2019 26.013 (1.3)% $261,619,389 5.5% 2020 26.030 0.1% $276,386,640 5.6%
From 2009 to 2015, the mill levy remained relatively flat. In 2016, the mill levy increased 3.325 for Park and Recreation, Library, State revenue reductions, and general operations. In 2018 and 2019, the mill levy was reduced by a combined total of 0.594 mills. The mill levy in 2020 remained flat.
Page F-3 Revenue Assumptions
Revenues are estimated using a conservative approach to avoid budget shortfalls during the fiscal year. The County’s Revenue Estimating Committee meets during the months of February through June to review and modify revenue estimates for the County’s major revenue sources. FY 2020 has been a turbulent year with the impact of COVID-19. The FY 2020 revenue estimates reflect the estimated loss of revenue due to the pandemic. The current growth projections for the key major revenue sources are presented in the table on the following page.
Table #4: Percentage Growth Projections for Major Revenues
Revenue Source FY 2020 FY 2021 through FY 2025 Assessed Valuation* 5.25% 4.3% - 4.6%
Sales Taxes (10.0)% 2.0%
Interest on Delinquent Taxes $2.5 million $2.5 million
Motor Vehicle Taxes (5.0)% 3.0%
Recording Fees $6.3 million $6.3 million
*The delinquency rate for property taxes has been assumed to be 2.1% in all years.
Most revenue projections are estimated to show increases in FY 2021 and continue through FY 2025. The County will continue to closely monitor the economic situation due to COVID-19 and its potential impact on the County’s major sources of revenue.
Expenditure Assumptions - Operating Budget
Staff has prepared a set of operating expenditure growth estimates for FY 2021 through FY 2025. These projections assume: 1) flat mill levy for the County Taxing District, Park & Recreation Taxing District and Library Taxing District, and 2) minimal increases to service delivery in FY 2021 through FY 2025. In FY 2015, the State legislature passed tax lid legislation beginning with the FY 2018 Budget. Based on the budget form from the State and the County's current projections, the County was able to maintain existing services under the tax lid without an election. The expenditure projections are summarized in the following table.
Table #5: Projections for Operating Expenditures
Expenditure Item FY 2021 FY 2022 - FY 2025 Salaries - percentage growth 2% 3.0%
Health Insurance Program - percentage growth 0.0% 3.5% - 6.0%
Supplemental Retirement - County match 3.0% 3.0% percentage
Other Fringe Benefits 20.0% 20.0%
Contractual and Other Miscellaneous Items $3.0 M $0.0M - $4.0M
Page F-4 Expenditure Assumptions - Capital Improvement Program (CIP)
Staff has prepared a set of CIP projections for FY 2021 through FY 2025. These projections are presented in Table #6 on the following page.
Table #6: Projections for CIP Expenditures
CIP Item FY 2021 FY 2022 through FY 2025 CARS Program $14.5 M $14.7M - 15.3M
Bridges, Roads, and Culverts Program $2.0 M $2.0 M
On-going Capital Projects* $3.1 M $5.3 M
Park and Recreation Strategic Master 0.726 mills 0.726 mills Plan
Library 20 Year Master Plan 0.730 mills 0.730 mills
Transit Bus Replacement $4.1 M $1.0 M - $4.6 M *These projects include Facilities Capital Replacement Plan, Information Technology Infrastructure Maintenance and Fiber Master Plan, and JIMS Infrastructure Maintenance.
Impact on Total County Budget
The total expenditure amount for FY 2021, excluding reserves, is $930.1 million. This represents a decrease of $7.0 million, or (0.7%), when compared to the FY 2020 budgeted expenditure amount of $937.1 million. The majority of the decrease is due to issuing approximately $20 million less in debt for Wastewater. The total estimated expenditure amount is projected to increase to $1.09 billion by FY 2025 with large increases in Wastewater transfers.
Projections for assessed valuation (County taxing district), property tax revenue, and mill levies are presented in the following table.
Table #7: Projected Property Tax Revenue and Mill Levies for FY 2021 - FY 2025
County Taxing District Property Tax Fiscal Year Assessed Valuation Revenue Total Mill Levy Mill Levy Change 2021 $11.8 billion $288.2 million 25.600 mills 0.000 mills 2022 $12.3 billion $300.7 million 25.600 mills 0.000 mills 2023 $12.9 billion $314.4 million 25.600 mills 0.000 mills 2024 $13.5 billion $328.9 million 25.600 mills 0.000 mills 2025 $14.1 billion $343.7 million 25.600 mills 0.000 mills
The County adopted a reduced mill levy for FY 2021. With changes in appeals between August and October when values are finalized, the County is anticipating some fluctuation in the final amount of the mill levy. In FY 2022 through FY 2025, the mill levy is projected to remain flat.
Page F-5 The graph below reflects the total budget, use of fund balance for one-time expenditures and other revenue.
Wastewater has had large anticipated expenditures due to issuing debt for the Wastewater Tomahawk project. In 2022, Wastewater's expenditures decrease due to all of the debt being issued in prior years. The graph on the following page shows the County’s budget projections excluding Wastewater, removing those variances.
General Fund Reserve Levels Page F-6 Projections for the General Fund reserve for FY 2021 through FY 2025 are presented in the following table.
Table #8: Projected General Fund Reserve
Projected General Fund Projected General Fund Fiscal Year Reserve ($) Reserve (%)* 2021 $101.1 million 28.3% 2022 $98.0 million 26.5% 2023 $98.0 million 25.6% 2024 $98.0 million 24.8% 2025 $98.0 million 24.0% *Calculated as a % of estimated General Fund revenues, excluding intrafund transfers and General Fund cost allocation.
Moody’s Investors Service has assigned an Aaa rating with the issuance of the Johnson County’s $22.2 million Internal Improvement general obligation bonds, Series 2019A. When rating the County’s debt, Moody’s Investors Service commented that the Aaa rating reflects the excellent general obligation credit characteristics of Johnson County, which includes:
• Johnson County’s extensive and wealthy tax base that benefits from its significant role in the Kansas City metropolitan area economy. • Key credit factors includes a robust financial position and low net direct debt burden.
Moody’s Investors Service also assigned an Aaa to the Public Building Commission’s (PBC) Lease Purchase Revenue bonds reflecting the unconditional and long-term commitments of the county.
On February 28, 2013, the County adopted a revised General Fund reserve policy. The reserve calculation in the policy is based on the following goals:
1. Maintaining working capital to meet cash flow requirements and provide contingencies for unpredictable revenue sources and emergencies or other unanticipated expenditures.
2. Funding capital asset replacement and debt retirement.
According to the policy, the annual calculation is expected to generate a reserve amount that ranges between 20% and 25% of estimated annual General Fund net revenues (total General Fund revenues, excluding intrafund transfers and General Fund cost allocation). The County’s General Fund has gradually increased over time as a result of unanticipated revenues above estimates and conservative departmental spending. As indicated in the previous table, the County is projected to comply with the current reserve policy in FY 2021 through FY 2025.
Questions for the Board
The Multi-year Budget Projection is based on a number of assumptions which continue to change as time passes. Some of the variables in the financial projections are controlled by the Board, while others cannot be controlled and are virtually impossible to predict. Overall, the Multi-year Budget Projection should be viewed as a tool to illustrate the impact of policy alternatives and to highlight potential fiscal problems in future years.
The five year forecast shows a balanced budget with no mill levy increases. If these assumptions change, the County will be faced with expenditure reductions or revenue enhancements to maintain a balanced five year model. In addition, key decisions on strategic issues or possible state legislation could alter future financial projections.
Overall, the County is faced with the following policy questions: Page F-7 1. What services will the County provide? 2. Who is the best provider of service? 3. What level of service will be provided to the community? 4. What is an acceptable level of cost for each County service? 5. How will the County finance the cost of services?
Staff will continue to monitor and update the financial projections on a periodic basis as policy decisions are made and more current information is available.
Page F-8 FY 2021 Budget Reductions Summary
Department Reduction Amount FTE(s) Impact
Work will be covered by existing Appraiser Personnel Savings $ 246,655 3.0 staff, some service delays possible. A reduction in staffing will increase the workload greatly on budget analysts within the department. There will be a delay in response time for department and BOCC requests for information. There may Budget & Financial be a reduction in accuracy during Planning Personnel Savings $ 100,000 1.0 tight timelines. Moderate impact assuming gradual Corrections* Personnel Savings $ 689,475 10.0 growth of average daily population. Increased service times for citizens County Manager's and visitors. Reduced direct support Office Personnel Savings $ 67,000 1.0 for BOCC. Dept. of Technology Work will be covered by existing & Innovation Personnel Savings $ 379,267 2.0 staff. Green Business Initiatives, reduced non-essential travel, commercial Dept. of Health & recycling household hazardous Env. Other Operating $ 156,775 — waste (HHW) program changes. Developmental All positions (4.0) are currently Supports Personnel Savings $ 76,350 1.9 vacant. FTE has a key role in the quality management program for Fire/EMS dispatch operation as required by standards; would need to transfer the workload to another FTE already Emergency Mgmt. managing a required critical & Communications Personnel Savings $ 119,262 1.0 program. Travel and CPE reductions including Medical Director and Emergency Management programs as well as equipment and hardware Emergency Mgmt. repair for EMC and CCC related & Communications Other Operating $ 52,171 — items. Reduced fees for third party billing, Emergency Medical possible lag for technology and Services (Med-Act) Other Operating $ 132,000 — protocol advancements. Facilities Personnel Savings $ 119,603 1.0 Building Maintenance management. Reduced travel and training will reduce professional development Facilities Other Operating $ 60,000 — opportunities. Reduced travel and training, and commodities savings with minimal Human Resources Other Operating $ 49,775 — service impacts.
Human Services Personnel expenses will be charged Dept. Personnel Savings $ 29,500 0.4 to grants. Reduced travel and training, Human Services software and misc. bottom-half Dept. Other Operating $ 30,000 expenses. Possible increase in downtime for JIMS Other Operating $ 119,060 — non-vender supported applications.
Page F-9 Department Reduction Amount FTE(s) Impact Impact will be dependent upon Mental Health Personnel Savings $ 305,000 6.0 demand for services post Covid-19. Minimal impact, contractual Mental Health Other Operating $ 225,000 — obligation ended in FY 2020. One-time reduction of the transfer of equipment reserves funds for technology purposes of peripheral equipment and is outside the countywide replacement plan for Motor Vehicle Other Operating $ 10,708 — PC’s and Laptops. Realignment of funding source to Planning Personnel Savings $ 20,000 1.0 align with position responsibilities. Possible delay in engineering studies associated with development Planning Other Operating $ 9,495 — applications. Possible delay of gravel road projects within the Road/Bridge/ Public Works Project Reductions $ 174,642 — Culvert program. Records & Tax Possible delay in recording, but Administration Personnel Savings $ 425,670 6.0 believe to be manageable. Records & Tax Possible delay in Archive project Administration Personnel Savings $ 52,500 — nearing completion. Shortened Sheriff's Academy, already implemented; continued video court along with manageable ADP minimizes impact; less vehicle registration enforcement removing Sheriff Personnel Savings $ 841,400 — TAG unit. Sheriff Other Operating $ 50,000 — Delay in purchases of supplies. Treasury & Redistribution of administrative Financial support and duties to other TFM Management Personnel Savings $ 63,551 1.0 employees. Treasury & Reduced travel and training, and Financial eliminate property tax receipt Management Other Operating $ 55,813 — printing. Reduced capital replacement Transit Other Operating $ 145,150 — expenditures TOTAL $ 4,805,822
Page F-10 Section Revenue G Summary
This Section Includes:
FY 2021 Revenues by Category (Page G-2)
2019 through 2021 Revenue Breakdown (Page G-3)
Major Revenue Sources (Page G-5)
Page G-1 FY 2021 Johnson County Revenues
Introduction The Johnson County Government has developed a diverse base of revenues to fund its unique operational and capital needs. Current revenue projections support a budget that meets the needs of a growing community, adequately compensates staff and maintains good stewardship of taxpayer dollars.
This section describes major revenue trends and how these affect Johnson County. Special emphasis is placed on the County’s thirty two (32) major revenue sources. This set of revenues is significant in that they collectively represent approximately 75% of the County’s projected revenues in FY 2021. Each major source of revenue is described on the following pages.
Revenue Estimating Committee The Revenue Estimating Committee reviews projections of the County's major revenue sources and provides recommendations on projected revenues to the County Manager. The County Manager considers these recommendations in preparing the proposed annual budget that is submitted to the Board of County Commissioners in June of each year. The County Manager may alter the committee's projected revenues in preparing the proposed budget, and the Board of County Commissioners may alter projected revenues as part of the annual budget process.
The County Manager determines the membership of the Revenue Estimating Committee as part of the County's financial procedures. The current membership of the committee is as follows:
Budget Director County Manager County Appraiser Director of Records and Tax Administration Assistant Budget Director County Treasurer Cash Manager Revenue Coordinator
For FY 2021, the Revenue Estimating Committee determined a minimum threshold of $500,000 for a major revenue source. The Committee identified 31 major revenue sources for FY 2021. The following information will show 32 major revenue sources for FY 2019 and 31 for FY 2020 and FY 2021. Mortgage Registration was completely eliminated in FY 2019 after a phased out approach. In order to avoid budgetary shortfalls during the fiscal year, revenues are estimated using a conservative approach.
Revenues by Category
The following table provides a breakdown of FY 2021 budgeted revenues (excluding transfers and use of carryover). Taxes account for 51.16% of Johnson County’s total revenues. Charges for Service comprise 29.55% of the revenue base. Intergovernmental Revenues, Use of Assets/Miscellaneous and Licenses & Permits represent 7.63%, 11.22%, and 0.44% of the FY 2021 revenue budget, respectively.
FY 2021 Revenue Distributions
Revenue Category FY 2021 Budget % of Total Taxes $ 426,188,473 51.16% Charges for Service $ 246,212,797 29.55% Intergovernmental $ 63,542,203 7.63% Use of Assets/Miscellaneous $ 93,485,530 11.22% Licenses & Permits $ 3,675,318 0.44% Total $ 833,104,321 100.00%
Revenues outlined in this section are those funds which the County has budgeted to collect in FY 2020. These revenues exclude transfers and use of carryover. Revenues are categorized into the following groups:
Taxes - This group is comprised of ad valorem support (property taxes), sales taxes, motor vehicle, delinquent, and several other taxes including minerals, liquor, recreational vehicles, car rentals, and compensating use taxes. Taxes represent the largest source of revenue for the County.
Page G-2 Intergovernmental - This group includes revenues from federal, state and city grants, as well as special highway (gas tax) funds which are dedicated for road and bridge maintenance and construction.
Licenses & Permits - This group has been an insignificant portion of the revenue picture in the last decade.
Charges for Service - This group has grown dramatically since the wastewater capital finance charges, connection fees and system development fees were instituted in the early 1990s based on equivalent dwelling unit (EDU). In FY 2003, new user fees for wastewater operations and maintenance activities were implemented. The new system availability charge was included beginning with the FY 2015 budget.
Use of Assets/Miscellaneous - This group includes investment interest, land and building rentals, and sale of County assets.
2019 Through 2021 Revenue Breakdown The table on the following page summarizes Actual 2019, Estimated 2020 and Budget 2021 revenues for Johnson County (excluding transfers and use of carryover).
Page G-3 Actual Estimated Budget Revenues by Category FY 2019 FY 2020 FY 2021 Taxes Ad Valorem Tax* $260,996,524 $276,386,640 $288,197,747 Delinquent Real Property Tax* 3,081,641 909,305 2,182,332 Interest on Delinquent Taxes* 2,500,591 2,500,000 2,500,000 Motor Vehicle Tax* 26,003,886 24,724,374 25,495,885 911 Fund* 5,011,185 5,497,784 5,907,740 Local Sales Tax (1/2 percent)* 15,345,081 14,004,349 14,284,436 Local Use Tax* 3,341,950 3,786,430 3,900,023 Public Safety Sales Tax (1/4 percent)* 18,958,733 17,327,318 17,673,864 Public Safety Use Tax* 4,128,674 4,677,787 4,818,121 Public Safety Sales Tax #2 (1/4 percent)* 18,958,732 17,327,318 17,673,864 Public Safety Use Tax #2* 4,128,674 4,677,787 4,818,121 Public Safety Sales Tax #3 (1/4 percent)* 18,928,770 17,327,318 17,673,864 Public Safety Use Tax #3* 4,128,633 4,677,787 4,818,121 Stormwater Sales Tax (1/10 percent)* 12,097,996 11,054,128 11,275,210 Stormwater Use Tax* 2,634,555 2,984,951 3,074,500 Other Taxes 2,548,716 1,828,574 1,894,644 Subtotal 402,794,341 409,691,850 426,188,472 Intergovernmental Special Highway Tax* 12,550,511 12,000,000 10,600,000 Community Development Block Grant* 950,756 1,314,688 1,520,937 Section 8 Rental Assistance* 9,886,227 10,950,000 12,150,375 Federal/State/Local Government Grants 32,206,129 37,918,560 39,270,891 Subtotal 55,593,623 62,183,248 63,542,203 Licenses & Permits Contractor Licensing Fees* 1,288,697 1,104,318 1,181,203 Other Licenses & Permits 2,463,700 2,456,617 2,494,115 Subtotal 3,752,397 3,560,935 3,675,318 Charges for Service Heritage Trust Fund Fees* 478,043 450,000 450,000 Med-Act User Fees* 10,738,645 10,539,659 11,572,123 Motor Vehicle Registration Fees* 4,864,418 4,900,892 4,937,645 Mortgage Registration Fees* 13,070 0 0 Recording Fees* 6,784,409 6,300,000 6,300,000 Police Protection Charges* 1,025,466 925,000 1,050,000 Prisoner Boarding Charges* 1,076,012 750,300 1,314,889 Parks Enterprise* 21,836,652 28,749,780 29,199,366 Wastewater-Capital Finance Charges* 41,408,101 47,854,803 55,081,900 Wastewater-Connection Fees* 6,815,528 6,200,000 6,200,000 Wastewater-User Charges* 70,421,632 69,215,241 65,947,844 Wastewater-System Availability Charge* 4,075,377 4,124,200 4,124,200 Other Charges for Service 49,075,593 56,079,969 60,034,830 Subtotal 218,612,946 236,089,844 246,212,797 Use of Assets Investment Interest* 18,699,634 7,140,947 2,444,402 Other Use of Assets 5,486,036 4,735,621 4,079,487 Subtotal 24,185,670 11,876,568 6,523,889 Miscellaneous 26,573,108 119,312,043 86,961,641 Total Major Revenues (indicated with "*") 613,158,803 620,383,104 638,368,712 Total Revenues (excluding transfers) 731,512,085 842,714,488 833,104,320 Major Revenues as a Percent of Total 83.82% 73.62% 76.63%
Page G-4 Major Revenue Sources
The following table provides a summary of the Estimated 2020 and Budget 2021 amounts for the major revenue sources. As demonstrated, there are 32 major revenue sources projected to contribute approximately 75% of total revenues in FY 2021. Following the table is a description of each of the 32 revenues.
Revenue Source Estimated Budget % FY 2020 FY 2021 Change Ad Valorem Tax $ 276,386,640 $ 288,197,747 4.3% Delinquent Real Property Tax 909,305 2,182,332 140.0% Motor Vehicle Tax 24,724,374 25,495,885 3.1% Special Highway Tax 12,000,000 10,600,000 (11.7)% Local Sales Tax (1/2 percent) 14,004,349 14,284,436 2.0% Local Use Tax 3,786,430 3,900,023 3.0% Public Safety Sales Tax (1/4 percent) 17,327,318 17,673,864 2.0% Public Safety Use Tax 4,677,787 4,818,121 3.0% Public Safety Sales Tax #2 (1/4 percent) 17,327,318 17,673,864 2.0% Public Safety Use Tax #2 4,677,787 4,818,121 3.0% Public Safety Sales Tax #3 (1/4 percent) 17,327,318 17,673,864 2.0% Public Safety Use Tax #3 4,677,787 4,818,121 3.0% Stormwater Sales Tax (1/10 percent) 11,054,128 11,275,210 2.0% Stormwater Use Tax 2,984,951 3,074,500 3.0% Investment Interest 7,140,947 2,444,402 (65.8)% Interest on Delinquent Taxes 2,500,000 2,500,000 0.0% 911 Fund 5,497,784 5,907,740 7.5% Contractor Licensing Fees 1,104,318 1,181,203 7.0% Heritage Trust Fund Fees 450,000 450,000 0.0% Med-Act User Fees 10,539,659 11,572,123 9.8% Motor Vehicle Registration Fees 4,900,892 4,937,645 0.7% Mortgage Registration Fees 0 0 0.0% Recording Fees 6,300,000 6,300,000 0.0% Police Protection Charges 925,000 1,050,000 13.5% Sheriff & Corrections Prisoner Boarding Charges 750,300 1,314,889 75.2% Parks Enterprise 28,749,780 29,199,366 1.6% Wastewater-Capital Finance Charges 47,854,803 55,081,900 15.1% Wastewater-Connection Fees 6,200,000 6,200,000 0.0% Wastewater-User Charges 69,215,241 65,947,844 (4.7)% Wastewater-System Availability Charge 4,124,200 4,124,200 0.0% Community Development Block Grant 1,314,688 1,520,937 15.7% Section 8 Rental Assistance 10,950,000 12,150,375 11.0% Total Revenues $ 620,383,104 $ 638,368,712 2.9%
Page G-5 1. Ad Valorem Tax
The Ad Valorem Tax is the largest single revenue source available to Kansas counties. These revenues are derived from taxes levied on real property, personal property, and state assessed utilities. The Johnson County Appraiser values real and personal properties, while the State of Kansas assigns values to state assessed utilities.
The Ad Valorem Tax generates $288,197,747 for the FY 2021 Budget. Ad Valorem Taxes are generated from the County’s assessed valuation, which is $11.8 billion for the FY 2021 Budget. Sales transactions and prices are getting stronger and the revaluation of all real property reflects an increase. Assessed valuation by taxing district is reflected in the following table.
Comparison of FY 2020 and FY 2021 Assessed Valuation by Taxing District
2020 Assessed 2021 Assessed Taxing District: Valuation Valuation* $ Increase % Increase County 11,150,320,050 11,823,971,921 673,651,871 6.04% Park & Recreation 11,150,320,050 11,823,971,921 673,651,871 6.04% Library 9,120,558,467 9,682,474,788 561,916,321 6.16% *The assessed valuation for FY 2021 is an estimate. The final assessed valuation for FY 2021 will be published by the County Clerk in mid-December.
2011 - 2021 Assessed Valuation by Taxing District
Sales Tax The projected average total sales tax rate in Johnson County for FY 2021 is 9.294%. The State will levy 6.50% while cities levy between 0% - 2.0%, excluding special districts. In FY 2021, Johnson County will levy five Countywide sales taxes totaling 1.35%.
Local 0.50% Effective October 1, 1975 Stormwater 0.10% Effective July 1, 1990 Public Safety 0.25% Effective July 1, 1995 Public Safety II 0.25% Effective January 1, 2009 Public Safety III 0.25% Effective April 1, 2017 Total 1.35%
The Research Triangle Sales tax of 0.125% (effective April 1, 2009) is not included in the total of 1.35% because it is a pass through sales tax with the total being immediately distributed to the Johnson County Education Research Triangle Authority.
Page G-6 The County levies a rate of 1.35%, excluding the Research Triangle Sales Tax; however, an estimated 69.74% is retained by the County. The variation is due to a population and ad valorem ratio of the Local Sales Tax and the Public Safety Sales Taxes remitted to the cities.
Rate Ratio Retained Local 0.50% 25.40% 12.70% Stormwater 0.10% 100.00% 10.00% Public Safety 0.25% 62.70% 15.68% Public Safety II 0.25% 62.70% 15.68% Public Safety III 0.25% 62.70% 15.68% Total 1.35% 69.74%
Comparison of Sales Taxes Levied and Retained
The "Sales Taxes Levied" pie chart includes the amounts levied by the various jurisdictions. In contrast, the "Estimated Sales Tax Remittance" chart includes the sales taxes that are received by each entity. The "County" share of remittance represents the taxes that fund County programs and services. Fluctuations in annual growth rates for each of the four sales taxes are demonstrated in the table on the following page.
Rate Levied Retained State 6.500% 69.94% 69.94% County 1.350% 14.53% 10.13% Research Triangle 0.125% 1.34% 1.34% Cities 1.319% 14.19% 18.59% Total 9.294% 100.00% 100.00%
Page G-7 Actual/Projected Sales Tax and Growth Rates
Local Sales Tax - The first sales tax is referred to as the Local Sales Tax and equals one-half of one cent (0.50%). Local Sales Tax revenues are distributed to the County and each of the cities in the County according to a state-mandated formula based upon population and ad valorem tax. The County receives approximately 25.4% of these revenues, while cities within Johnson County receive approximately 74.6%. The Local Sales Tax is General Fund revenue and can be used to support general government services. Estimated FY 2020 Local Sales Tax receipts of $14,004,349 are projected to decrease about 9% from the FY 2019 Actuals of $15,345,081 due to the COVID-19 pandemic. FY 2021 is budgeted at $14,284,436, a 2% increase over FY 2020 Estimated.
Stormwater Sales Tax - The second sales tax is known as the Stormwater Sales Tax and equals one-tenth of one cent (0.10%). All of the funds from this tax are remitted to the County to be used for the construction of stormwater management projects. Because the Stormwater Sales Tax is not formula based, projections are based on expected growth rates in taxable sales. Estimated FY 2020 Stormwater Sales Tax receipts of $11,054,128 are projected to decrease about 9% from the FY 2019 Actuals of $12,097,996 due to the COVID-19 pandemic. FY 2021 is budgeted at $11,275,210, a 2% increase over FY 2020 Estimated.
Public Safety Sales Tax - Equaling one-quarter of one cent (0.25%), the third sales tax is commonly referred to as the Public Safety Sales Tax because the County’s share of the revenues has been specifically dedicated for public safety purposes. The Public Safety Sales Tax went into effect on July 1, 1995 and is distributed to the County and cities under a formula which differs from the one applied to the Local Sales Taxes. The first 50% of the proceeds of the one-quarter cent tax go directly to the County with the second 50% of the proceeds distributed with the same methodology as the Local Sales Tax. The county share of the revenue is dedicated for the purpose of paying for the costs of public safety, including the construction and operation of a medium security jail, construction of offices for the Sheriff’s Department, and the construction and operation of the Juvenile Detention and Community Corrections facilities. In general, the County receives approximately 62.7% of these revenues, while cities receive approximately 37.3%. Estimated FY 2020 Public Safety Sales Tax receipts of $17,327,318 are projected to decrease about 9% from the FY 2019 Actuals of $18,958,733 due to the COVID-19 pandemic. FY 2021 is budgeted at $17,673,864, a 2% increase over FY 2020 Estimated.
Public Safety Sales Tax II - The fourth sales tax is the Public Safety Sales Tax II approved August 5th, 2008 and effective January 1, 2009, and equals one-quarter of one cent (0.25%). This sales tax is designated to fund four public safety projects including the Phase II Jail Expansion, the Youth and Family Services Building, the Crime Lab and the remodeling of the Olathe Adult Detention Center. The County’s share is computed with the same formula as the Public Safety Sales Tax I. In general, the County receives approximately 62.7% of these revenues, while cities receive approximately 37.3%. Estimated FY 2020 Public Safety II Sales Tax receipts of $17,327,318 are projected to decrease about 9% from the FY 2019 Actuals of $18,958,732 due to the COVID-19 pandemic. FY 2021 is budgeted at $17,673,864, a 2% increase over FY 2020 Estimated.
Page G-8 Public Safety Sales Tax III - The fifth sales tax is the Public Safety Sales Tax III approved November 1st, 2016 and effective April 1, 2017, and equals one-quarter of one cent (0.25%). The first distribution to the County was in June 2017. This sales tax was established to fund a new 28-courtroom courthouse and a medical examiner facility. The County’s share is computed with the same formula as the Public Safety Sales Tax I & II. In general, the County receives approximately 62.7% of these revenues, while cities receive approximately 37.3%. Estimated FY 2020 Public Safety III Sales Tax receipts of $17,327,318 are projected to decrease about 9% from the FY 2019 Actuals of $18,928,770 due to the COVID-19 pandemic. FY 2021 is budgeted at $17,673,864, a 2% increase over FY 2020 Estimated.
3. Use Taxes (Local, Stormwater, and Public Safety Sales Tax I and II).
Actual/Projected Use Tax and Growth Rates
The Use Tax is a tax applied to goods purchased outside of the State. The tax is imposed on the use, storage, or consumption of tangible personal property in the State. The two different kinds of use tax are the retailers' use tax and the consumers' use tax. The out-of-state retailer remits the use tax on behalf of their Kansas customer for the retailers' use tax, while the purchaser remits the use tax on purchases originating out-of-state for the consumers' use tax.
Projections for 2020 experience a higher than normal increase primarily due to increased internet shopping due to the COVID-19 pandemic. Local Use Tax actuals for FY 2019 were $3,341,950, projections for FY 2020 increase 13.0% to $3,786,430 and projections for FY 2021 increase 3% over 2020 to $3,900,023. Public Safety Use Tax I and II actuals for FY 2019 were $4,128,674, projections for FY 2020 increase 13% to $4,677,787 and projections for FY 2021 increase 3% over 2020 to $4,818,121. Public Safety Use Tax III actuals are $4,128,633, projections for FY 2020 increase 13% to $4,677,787 and projections for FY 2021 increase 3% over 2020 to $4,818,121. Stormwater actuals for FY 2019 were $2,634,555, projections for FY 2020 increase 13% to $2,984,951 and projections for FY 2021 increase 3% over 2020 to $3,074,500.
4. Interest on Delinquent Taxes
This revenue reflects interest and penalty payments on unpaid ad valorem or special assessment taxes which include delinquent real estate, personal property, motor vehicle and current year real estate and personal property tax payments that are paid after the due date. This revenue is recognized immediately when the property owner pays the late tax. All of the revenues from this source are credited to the General Fund.
The 2016 legislature increased the interest rate on delinquent real property taxes by five percent (5%) beginning in tax year 2017 and after. 2020 calendar year interest rates include 11% for late payment of real property taxes, 6% for late payment of personal property taxes, 15% for late or underpayment of $10,000 or more (real), 10% for underpayment of $10,000 or more (personal) and 6% for late unpaid portion of advanced payments.
Collections of Interest on Delinquent Taxes for FY 2020 and FY 2021 are projected at $2,500,000. This is a volatile revenue source, and fluctuates from year to year. This revenue peaked at $2,924,948 in 2012 and the County anticipates this revenue source to continually decrease as the economy recovers and there will be
Page G-9 less to collect in the future. The graph below provides a ten-year history of Interest on Delinquent Taxes revenue.
Interest on Delinquent Taxes
5. Delinquent Real Property Tax
Delinquent Real Property Tax revenues are collected after the close of the current tax year, which is the first Tuesday in September. Any collections of real estate taxes after this cutoff date are recorded as delinquent and distributed as such. Through FY 2015, Delinquent Real Property tax collections were distributed once annually. This distribution was comprised of the collections for the previous calendar year and normally occurs as part of the January 20th distribution. Effective FY 2016, Delinquent Real Property tax collections are distributed five times annually, mirroring the same distribution as ad valorem taxes. The distribution dates, effective FY 2016, are January 20, June 5, October 31, and on or before the last business day before March 20 and September 20. FY 2012 revenue spiked at $3,676,135 due to an increase in delinquent taxes from the slow recovery of the economic downturn. FY 2016 peaked at $4,215,640 as distributions included 2 years (2015 and 2016) due to the distribution change mentioned above. FY 2019 was $3,081,641. FY 2020 estimate is $909,305 and FY 2021 is budgeted at $2,182,332. These decreases are primarily due to anticipated property tax refunds and impacts due to the COVID-19 pandemic.
Delinquent Real Property Tax
6. Motor Vehicle Tax
The Motor Vehicle Tax is applied to vehicles registered in Johnson County and is distributed amongst the various taxing authorities including Johnson County funds, Library funds and the Parks & Recreation funds. The assessment rate is 20%. Motor vehicle values depreciate by 15% each year, and depreciation reductions are offset by taxpayers that trade in older vehicles for new vehicles, and new vehicles brought into the County. The County Treasurer collects and distributes this tax to all taxing subdivisions according to a state-mandated formula. Motor Vehicle taxes are distributed five times annually. The distribution dates are January 20, March 20, June 5, September 20, and October 31. Motor Vehicle Tax revenue projections are $24,724,374 for 2020 and $25,495,885 for 2021. 2021 is projected based on a 2.9% increase in the market value of Motor Vehicles for 2020. The assessment rate of 20% has remained constant since 2001, so increases are commensurate with market value growth. The following chart provides a history of the motor vehicle tax.
Page G-10 Motor Vehicle Tax
7. Motor Vehicle Registration Fee
As an agent for the State of Kansas, Johnson County collects many types of fees for various state and local authorities. While most of the fees collected are remitted directly to the State of Kansas, the County keeps a portion, consisting mostly of county service fees, license fees, title fees and facility fees. There are several miscellaneous fees included that are based on the type of transaction processed. Motor Vehicle Registration Fees for FY 2020 and FY 2021 are $4,900,892 and $4,937,645 respectively. Projections are based on the number of vehicles registered in the County, the types of transactions processed, and the amount of the registration fees set by Kansas Statute. The County’s portion of Motor Vehicle registration fees are credited to the General Fund.
Motor Vehicle Registration Fee
8. Special Highway Fund
This revenue source represents funds received from the State Gasoline Tax and other fuel taxes. 43% of the receipts are remitted to cities while the remaining 57% is distributed to counties. Johnson County dedicated a portion of its share for the County Assistance Road System (CARS) Program. Special Highway revenue projections are $12,000,000 for 2020 and $10,600,000 for 2021. The anticipated decrease is due to sector impacts from the Covid-19 pandemic. Beginning in July of FY 2011 the state began a 5 year payback process to counties that were under-funded through erroneous calculations in the distribution method. This payback impacted Johnson County by a negative $115,948 for each quarterly remittance through May 2016. The County compares the State estimate of the revenues to the actual County collections. A conservative estimate is then projected based on these two factors. Revenues from this source are credited to the Public Works Fund. The following chart shows the State's estimates for FY 2011-FY 2021, and the County's actual collections for FY 2011-FY 2019 and estimates for FY 2020- FY 2021. Page G-11 Special Highway Fund
9. Investment Interest
This revenue source reflects interest earned on public funds being held by the County Treasurer until distributed to other taxing subdivisions, as well as interest on County funds held until expended. Two factors which determine investment income are: 1) interest rates, and 2) cash balances available for investment. The actual average rate of return in FY 2019 was 2.19%. The projected average rate of return for FY 2020 is 0.85% and for FY 2021 is 0.3245%. The following chart provides 2011-2021 Investment Interest collections.
Investment Interest
10. Mortgage Registration
This revenue source represents fees collected on recorded Johnson County mortgages and distributed to the General Fund. Effective 1-1-2015, the fee will be phased out over 5 years per Senate Bill 298 that was passed in legislative session in 2014, reduced 0.0005 of the full indebtedness of recorded mortgages each year. The mortgage registration fee will be reduced from 0.0025 of the full indebtedness of recorded mortgages in 2014 to:
2015: 0.0020 of the full indebtedness of recorded mortgages 2016: 0.0015 of the full indebtedness of recorded mortgages 2017: 0.0010 of the full indebtedness of recorded mortgages 2018: 0.0005 of the full indebtedness of recorded mortgages 2019: 0.0000 of the full indebtedness of recorded mortgages
The Mortgage Registration Fee is a highly volatile revenue source as illustrated in the chart below. The major reason for these swings is mortgage refinancing activity, interest rate fluctuations and fee reductions as part of the phase out. Fiscal Years 2008-2011 reflect the direct impact of the downturn in the housing and banking industry. A recovery is shown in Fiscal Years 2012-2014. FY 2015-FY 2017 display years 1-3 of the phaseout, with the full indebtedness of recorded mortgages reduced to 0.0020, 0.0015 and 0.0010 respectively. FY 2018 was $3,846,501, reflecting year 5 of the 5-year phase-out of Mortgage Registration per Senate Bill 298 that was passed in legislative session in 2014. FY 2020 and FY 2021 are budgeted at $0.
Page G-12 Mortgage Registration
11. Heritage Trust
In 1991 the Johnson County Heritage Trust Fund was established to recognize the importance of preserving the valuable heritage and history of Johnson County. The Board of County Commissioners intends for the fund to be used to promote, recognize and/or preserve the history and heritage of Johnson County. Prior to January 1, 2015, law provided that 25/26ths of the Mortgage Registration fee revenue be retained by counties, with 1/26th coming to the state for deposit in the Heritage Trust Fund. House Bill 2643 repealed the requirement that any mortgage registration tax receipts be distributed to the Heritage Trust Fund on and after January 1, 2015. In addition, House Bill 2643 established a fee of $1 levied beginning in calendar year 2015 and credited to the Heritage Trust Fund on the first and all subsequent pages of any deeds, mortgages, and other instruments and on release or assignments of mortgages. An annual statutory cap of $100,000 on Heritage Trust Fund Mortgage Registration Fee distributions from Johnson County to the State of Kansas was replaced with a new cap of $30,000 relative to the $1 replacement fee.
Fiscal Years 2010-2014 reflect the 1/26th of the Mortgage Registration fee revenue. FY 2015 - FY 2018, the amount distributed to the Heritage Trust Fund is projected to be $500,000 annually, based on $1 for the first and all subsequent pages of any deeds, mortgages, and other instruments and on release or assignments of mortgages. Based on recent returns, $450,000 is projected for FY 2020 and FY 2021.
Heritage Trust
12. Recording Fee
This revenue source represents fees collected for recording documents. Documents recorded pertain to land transactions, Federal and State tax liens and Uniform Commercial Code filings. Filing fees vary according to the type of documents recorded. Revenues from this source are credited to the General Fund. Recording Fee revenue somewhat follows the same pattern as Mortgage Registration Fees. When interest rates decline, the revenue generally increases due to refinancing activity. The reverse effect occurs when interest rates increase, causing Recording Fee revenue to decrease. Effective 1-1-2015, as part of the 5-year phase-out of the Mortgage Registration Fee per Senate Bill 298 that was passed in legislative session in 2014, the recording fees are anticipated to increase annually in an attempt to recover some of the lost Mortgage Registration Fee revenue. FY 2015 and FY 2016 represent years one and two of the recording fee revenue increase per Senate Page G-13 Bill 298 that was passed in legislative session in 2014, in an attempt to recover some of the lost Mortgage Registration revenue. FY 2019 actuals were $6,784,409. Fiscal Year 2020 and 2021 are estimated at $6,300,000. Recording Fee
13. Police Protection Charge
The Police Protection Charges revenue comes from contracted police services with the cities of Edgerton and De Soto. These contracts are over 80% of the Police Protection Charges revenue. FY 2020 is estimated at $925,000 and 2021 revenue is estimated at $1,050,000 respectively. The decreased projection reflects the expected number of offense reports and calls for service within these cities.
14. Prisoner Boarding Charge
Prisoner Boarding revenue comes from both inmates in the County Detention Center as well as offenders within Corrections. The Sheriff's Office receives revenues from holding municipal prisoners and State parole violators. The charge was increased from $35 to $50 per day beginning in 2020 for the municipal prisoners, which amounts to approximately 32% of the average cost, fluctuating depending on the classification of the inmate in custody. The State legislature determines the amount of reimbursement for the State parole violators, and that amount has been on the decline for several years. The County's Corrections department receives $120.00 per day for youth housed in the Juvenile Detention Center that are in the actual custody of the Kansas Department of Corrections - Juvenile Services Division. This amount represents about 35% of average daily cost for detention. The daily rate is set by the State of Kansas. The total revenue fluctuates because of the volatility of the number of local prisoners being held and the mix of municipal violations and district violations they are charged with each year. FY 2020 and FY 2021 are estimated at $750,300 and $1,314,889 respectively.
15. 911 Fund
A fee of $0.90 is imposed on all service capable of contacting a public safety answering point (PSAP), applying to all modes of service, including telephone, cell phone, Voice over Internet Protocol (VoIP) and prepaid wireless. The 2011 Kansas Legislature passed Senate Bill 50 which essentially replaced existing 911 statutes with a new 911 fee structure. Effective January 1, 2012, the existing authority for assessing wireline 911 taxes as well as wireless and VoIP 911 fees expired and the new uniform fee of $.53 per month was established. Effective October 1, 2015, the uniform fee of $.53 per month was increased to $.60 per month. Effective October 1, 2019, the uniform fee was increased from $.60 to $.90 per subscriber account. Of the $.30 increase, an additional $.06 will go to the PSAP’s ($.60 to $.66). PSAP’s should be seeing the increased revenue from this change in December 2019. The 911 fund is estimated to be $5,497,784 for FY 2020 and $5,907,740 for FY 2021.
Page G-14 16. Contractor Licensing Fee
The Board of County Commissioners adopted a resolution creating the Contractor Licensing Program beginning in January 2002. A License Review Board was created, and rules and regulations were adopted for the program. Contractor licensing fees are collected from contractors obtaining their licenses in Johnson County. The registration fee for the first year is $100, and the annual fee is $225. This totals a startup fee of $325 per contractor, with an on-going fee of $225 per year. FY 2020 and FY 2021 revenues are estimated at $1,104,318 and $1,181,203 respectively. For FY 2020, Contractor Licensing is projecting the companies licensed at 3,200, companies relicensed at 2,600 and 17 participating jurisdictions.
17. Med-Act User Fee
Med-Act user fees are collected when Med-Act transports a patient to the hospital. The rates are established after an analysis of the Medicare approved rates, the rates charged by other ambulance providers, the expected insurance payments, and the taxes needed. During 2019, 29,385 patients were transported to the hospital by Med-Act, including transports made by the Med-Act/Overland Park Fire Dept (OPFD) partnership ambulances. In April 2019 Med-Act began providing billing services through its vendor to OPFD. This resulted in an annual $1.4 million increase in collections and pass through expense. Med-Act retains $30.00 per billed and collected transport fee. The current partnership agreement will expire at the end of 2022, at which time Med-Act will retain all collections and will assume all staffing for the 3 remaining partnership units. A medical billing service collects the revenue and charges a 4.15% collection commission. In FY 2016, collections totaled $7,861,435 with a 65% collection rate. FY 2017 collections were $8,005,069 with a collection rate of 65.7%. FY 2018 collections were $8,570,873 with a collection rate of 64%. FY 2019 collections were $10,738,645 with a collection rate of 64%. FY 2020 and FY 2021 collections are estimated at $10,539,659 and $11,572,123 respectively. FY 2020 revenue from transports was budgeted with an anticipated 2% growth rate. During the 2020 COVID-19 pandemic, we’ve seen a significant reduction in the number of transports. However, in recent weeks we have seen the number of transports trending back towards normal. Given the pandemic reduction, it is unlikely that Med-Act will meet its original revenue projection for transports in 2020. We still anticipate a 2% growth rate for FY 2021.
18. Section 8 Rental Assistance
The Section 8 Housing Choice Voucher (HCV) Program is a federally funded program designed to provide subsidies to very low and extremely low-income families, allowing them to locate decent, safe housing while maintaining their rental payments at an affordable level. The program also offers an incentive to private property owners to rent to low-income families by offering timely, consistent subsidy payments. The Housing Authority administers Section 8 (HCV) for the cities of De Soto, Edgerton, Gardner, Lenexa, Merriam, Mission, Overland Park, Prairie Village, Roeland Park, Shawnee, Spring Hill and Westwood areas. FY 2020 and FY 2021 are estimated at $10,950,000 and $12,150,375 respectively.
19. Community Development Block Grant
The Community Development Block Grant funds community development activities for low to moderate-income residents throughout Johnson County. FY 2020 and FY 2021 are estimated at $1,314,688 and $1,520,937 respectively.
20. Parks Enterprise Charge
The Park & Recreation Enterprise Fund includes all functions and activities of the District pertaining to recreational and culture activities and facilities which are supported by revenues other than tax dollars, with the exception of employee fringe benefits. Projections are provided by the Park & Recreation Department. FY 2020 and FY 2021 revenues are estimated at $28,749,780 and $29,199,366 respectively.
Page G-15 21. Wastewater Capital Finance Charge
The Capital Finance Charge funds sanitary sewer capital improvements in the Consolidated Main Sewer District. This charge is combined with the Wastewater User Charge and is billed and collected in the same manner as the Wastewater User Charge. The charge may be apportioned among classes of users or graduated as to individual users based upon the present or future use required of the sewerage system and shall include consideration of, but not be limited to, the quantity, quality and rate of wastewater discharged or dischargeable to the sewerage system and may include a customer service charge component. FY 2020 and FY 2021 revenues are estimated at $47,854,803 and $55,081,900 respectively.
22. Wastewater Connection Fee
The Wastewater Connection Fee (a capital charge) is a one-time hookup fee to help fund new sewer construction and repairs of existing facilities and lines throughout the district. The 5/8" meter fee was implemented in 1992 at $1,500. Connection fees will vary based on meter size and are set to remain constant at $4,400 for a 5/8" meter for FY 2021. The connection fee rate is established and adopted in the annual budget resolution. FY 2020 and FY 2021 revenues are estimated at $6,200,000.
23. Wastewater System Availability Charge
The System Availability Charge recovers capital costs associated with sewer availability for those not yet connected to the system. In 2014, this per acre charge replaced the Vacant Land Equivalent Dwelling Unit methodology. This charge is $380 per acre for FY 2020 and FY 2021. FY 2020 and FY 2021 revenues are estimated at $4,124,200.
24. Wastewater User Charge
The Wastewater User Charge System was established in FY 2003 to increase reliance on user fees and decrease reliance on the mill levy. The user charge system was implemented for Johnson County Wastewater to collect charges from all users of the sewer districts based upon the proportional use of the wastewater treatment facilities by the user's class. The user charge system was established for the purpose of payment for the costs of operation and maintenance of the wastewater collection and treatment facilities of Johnson County Wastewater. FY 2020 and FY 2021 revenues are estimated at $69,215,241 and $65,947,844 respectively.
Page G-16 Section Capital Improvement H Program
This Section Includes:
Capital Improvement Program (CIP) Overview (Page H-2)
FY 2021 CIP Sources and Uses of Funds (Page H-6)
FY 2021 – 2025 CIP Summary (Page H-8)
Page H-1 Capital Improvement Program Overview
Definition of Capital Improvement Program (CIP) Project
Johnson County prepares a five-year Capital Improvement Program (CIP) which is updated annually. A capital improvement is defined as:
An investment of public and/ or private funds totaling at least $100,000 which relate directly to the Johnson County Strategic Plan and have a useful life of at least five years including: • land acquisition; • new construction of, remodeling of, or additions to public buildings; • construction of new and replacement of existing infrastructure projects • roads, storm drains, bridges, wastewater projects); • equipment, individual vehicles and major computer/ software systems which total $100,000 and have a useful life of five years; • studies which cost less than $100,000 but are preparatory to new construction or computer system planning which will cost at least $100,000; • other activities which are non-recurring expenses.
Capital Improvement Program (CIP) Process
The capital budgeting process begins in advance of the annual operating budget process. Proposed projects are evaluated and ranked by the CIP Review Team. The Director of Budget and Financial Planning, Director of Facilities, Chief Information Officer, and the CIP Coordinator have standing representation on the committee. The remaining five members of the CIP Review Team consist of Department Directors, representing different facets of the organization, serving four year rotating terms. For the FY 2021 CIP development process, the other five members of the CIP review team are the Director of Public Works, Undersheriff, Park & Recreation District representative and Director of Justice Information Management System. The Board of County Commissioners' (BOCC) policy requires that the CIP be developed to reflect the County's strategic planning regarding the future development of Johnson County and the County's desired level of support for that development.
The CIP Review Team evaluates based on how the project: • Helps meet strategic organizational needs • Meets the Board of County Commissioners' Strategic Priorities • Fulfills department or agency goals
Further evaluation is based on Project Funding: • Increased Property Tax support • Reallocation of existing resources • Increased Revenue Source • Debt Capacity
The CIP Review Team is charged with the responsibility of identifying and evaluating all capital improvement needs in the five-year period covered by the plan and to link plans for physical facilities to available financial resources. The Team is charged further with the responsibility of 1) providing estimates of the impact of the five-year plan on the County's operating costs, debt structure and tax levy; and 2) communicating to the public and financial community the County's proactive control over its debt issuance and management.
Page H-2 Capital Improvement Program (CIP) Calendar for FY 2021
Date Event December 2, 2019 CIP Packets are distributed to departments. January 31, 2020 Projects/proposals due to BFP from departments. February 18 - March 11, 2020 CIP Administrative Review Committee reviews all submitted projects and established priority rating results. June 2020 County Manager's CIP recommendations are formalized and shared with departments July 9, 2020 BOCC receives County Manager's Recommended 2021-2025 CIP in Budget Overview. July 24, 2020 BOCC recommends proposed 2021-2025 CIP. August 20, 2020 2021-2025 CIP adopted, completing CIP review process.
Developing the Five-Year Capital Improvement Plan
The five-year Capital Improvement Plan is a combination of available financing, needs analysis, project planning, and timing. The plan is dynamic and is updated as projects are financed and circumstances change from year to year.
Each year to prepare the five-year Capital Improvement Plan, the Review Team convenes to discuss and evaluate projects. Each project is rated and placed in a year based on the overall need and appropriateness of the project. Some of the criteria evaluated include the strategic priorities of the Board, how the project contributes to the maintenance or effective re-use of existing assets, and improvement of existing service levels.
Sources of CIP Funding
While the funding of the CIP varies from year to year, approximately 85.5% of the CIP for FY 2021 is financed with dedicated or “earmarked” funds. A summary “Sources and Uses of Funds” statement for the FY 2021 CIP is presented on pages 6-7. For the projects that do not have dedicated funding, most are whole or in part financed with a mix of ad valorem support and some use of fund balances set aside for one-time capital purchases. In the FY 2021 Budget the use of on-going Ad Valorem support is $6,547,242 and one-time funding from the General Fund for capital purchases is $2,979,370.
Dedicated Funding for CIP Projects
Several capital projects are funded with dedicated revenue sources or are self-funded in other ways. Because the financing decisions are different for those projects, the CIP Review Team does not rate them. These projects are funded with dedicated revenues and do not compete for additional funding. The non-rated projects for FY 2021 are presented below:
Total Projected 5 Year Department 2021 Capital Capital Cost Source Public Works Stormwater Management Program $13,779,960 $ 75,472,097 Dedicated Sales Tax CARS $14,540,644 $ 93,840,644 Gas Tax and Ad Valorem Airport Self-Sufficiency Plan (Various Projects) $5,222,137 $ 12,936,156 Airport Revenues Library CIP Funding $2,777,596 $ 59,540,811 Dedicated Library Mill Levy Park & Recreation CIP Funding $17,388,366 $ 88,791,718 Dedicated Parks Mill Levy Wastewater SRCFP Projects $75,266,000 $ 432,988,400 SRCFP/Debt Total $128,974,703 $ 763,569,826 Page H-3 2021-2025 CIP Evaluation Results
The 2021-2025 Capital Improvement Program Review Team convened and evaluated sixty five (65) submitted projects from the various County agencies. Projects that requested funding in all five years were reviewed and rated.
Of the sixty five (65) projects reviewed, thirty-three (34) projects are budgeted for FY 2021 funding. As previously noted, some of these projects were exempted from the rating process.
Comments and Philosophy
• The Review Team focused on maintenance of existing capital assets and related services and re-use of existing infrastructure. • The Review Team felt it was prudent to address deferred maintenance and safety issues before adding new projects that addressed growth and enhanced service delivery. Generally, projects that added significant operating costs or expanded service levels were not recommended given the on-going budgetary impact. • During the FY 2021 review process we were faced with the COVID-19 financial impacts, which affected our evaluation and ability to fund at historical levels, using a different mix of funding sources. • With the exception of capital improvement projects with dedicated funding, a portion of the Capital Improvement Program is funded with one-time use of fund balance.
Impact on the Operating Budget
Operating impacts are on-going costs associated with the approval of a capital project. Examples of operating impacts are personnel costs, maintenance contracts associated with a new system or pieces of equipment, utility costs, and operating supplies. Because of service expansions associated with some capital projects, the full operating impact of capital projects are not realized until many years after the project is approved. The current projects that have been proposed for FY 2021 have some additional on-going operating expenses associated with them.
On-going FY 2021 Operating Tax Tax Impact Dept Project Description Impact - 2022 COR JSC Security & Control System Replacement Equipment $ 2,250 $ 2,250 DTI Phone Replacement Maintenance Agreements $ 30,000 $ 30,000 DTI Fiber Expansion and Maintenance Fiber Utility Locate Costs $ 0 $ 25,000 ELC PollPad Fleet Replace & Cradlepoint Data & Service Plans $ 72,450 $ 72,450 ELC JoCo Election Website Rebuild Hosting & Support $ 93,000 $ 93,000 SHR Security CRP & Improvements Security Services & Maintenance $ 120,000 $ 120,000 Total $317,700 $342,700
The total operating impact for these projects is $317,700 beginning in FY 2021 and $342,700 ongoing beginning FY 2022.
Page H-4 Projects Funded in the FY 2021 Budget (No Self-Funded Projects Listed)
2021 Capital 2022 Funding Operating Dept Project Title Funding Source Amount Impact
COR JSC Security & Control System General Fund Balance $ 752,250 $ 2,250
DTI Infrastructure Maintenance On-Going Ad Valorem $ 358,250 $ 0 Fiber Expansion and DTI Maintenance General Fund Balance $ 200,000 $ 25,000
DTI Phone Replacement General Fund Balance $ 100,000 $ 30,000 PollPad Fleet Replacement and ELC Cradlepoint General Fund Balance $ 354,720 $ 72,450
ELC JoCoElection Website Rebuild General Fund Balance $ 212,400 $ 93,000 Countywide Radio System EMC Infrastructure 911 Fund $ 139,000 $ 0 Mobile/Portable Radio EMS Replacement General Fund Balance $ 1,030,000 $ 0 Capital Replacement Program FAC (CRP) On-Going Ad Valorem $ 2,000,000 $ 0 Public Building Commission FAC Med-Act New Shawnee Facility Bonds $ 3,120,000 $ 0 Major Asset Replacement Public Building Commission FAC Projects (MARP) Bonds $ 2,785,000 $ 0
JIMS Infrastructure On-Going Ad Valorem $ 522,990 Bridge, Culvert and Road On-Going Ad Valorem/Public PWK Construction Safety Program Works Fund Balance $ 1,825,358 $ 0 Camera & Security Systems SHR Upgrades General Obligation Bonds $ 2,575,000 $ 0
SHR Security CRP & Improvements General Fund Balance $ 330,000 $ 120,000
TRN Vehicle Replacement Transit Fund Balance $ 454,850 $ 0 Grant/Interfund Transfer/ TRN Bus Replacement Capital Projects Fund $ 4,105,000 $ 0 TRN Basic Passenger Infrastructure Grant/Interfund Transfer $ 250,000 $ 0
TRN Regional Farebox Initiaitve Grant/Interfund Transfer $ 750,000 $ 0
Total $ 21,864,818 $ 342,700
The total FY 2021 CIP is $150,839,521.
Page H-5 FY 2021 Capital Improvement Program (CIP) Sources and Uses of Funds
SOURCES OF FUNDS FOR FY 2021 CIP
Description Amount Public Building Commission (PBC) Debt Proceeds - County $ 5,905,000 General Obligation Bonds (GO) - County $ 2,575,000 Airport Fund (revenues) $ 5,222,137 Transportation Fund (use of fund balance) $ 1,225,850 Transportation Fund (use of capital project funds) $ 750,000 Transportation Fund (grant revenue) $ 3,534,000 Transportation Fund (use of fund transfer general fund) $ 50,000 General Fund (use of fund balance) $ 2,979,370 Stormwater Sales Taxes, Use Taxes, Investment Income $ 13,779,960 Wastewater SRCFP Funds/ Debt Proceeds $ 75,266,000 Special Highway Fund Revenues (Gas Taxes) $ 10,600,000 Public Works Fund (ongoing Ad Valorem support) $ 3,666,002 Public Works Fund (use of fund balance) $ 2,100,000 Library Operating Fund (Ad Valorem) $ 2,777,596 911 Fund $ 139,000 Park and Recreation - Dedicated Property Tax Levy $ 17,388,366 General Fund (ongoing Ad Valorem support) $ 2,881,240 Total Sources of Funds $ 150,839,521
Page H-6 USES OF FUNDS FOR FY 2021 CIP
Description Financing Method Amount Correction JSC Security & Control System Fund Balance $ 752,250 Technology & Innovation Infrastructure Maint. On-Going Ad Valorem $ 358,250 Technology & Innovation Fiber Expansion and Maint. Fund Balance $ 200,000 Technology & Innovation Phone Replacement Fund Balance $ 100,000 Election PollPad Fleet Replacement and Cradlepoint Fund Balance $ 354,720 Election JoCoElection Website Rebuild Fund Balance $ 212,400 Emergency Communications Countywide Radio System Infrastructure 911 Fund $ 139,000 Med-Act Mobile/Portable Radio Replacement Fund Balance $ 1,030,000 Facilities Capital Replacement Program (CRP) On-Going Ad Valorem $ 2,000,000 Facilities Med-Act New Shawnee Facility Public Building Commission Bonds $ 3,120,000 Facilities Major Asset Replacement Projects (MARP) Public Building Commission Bonds $ 2,785,000 Justice Information Management Infrastructure Maintenance On-Going Ad Valorem $ 522,990 Public Works Bridge, Culvert and Road Construction Safety Program On-Going Ad Valorem/Fund Balance $ 1,825,358 Public Works County Assistance Road System (CARS) Gas Tax/Ad Valorem $ 14,540,644 Sheriff Camera & Security Systems Upgrades General Obligation Bonds $ 2,575,000 Sheriff Security CRP & Improvements Fund Balance $ 330,000 Transit Vehicle Replacement Fund Balance $ 454,850 Grant/Fund Balance/Capital Transit Bus Replacement Projects Fund $ 4,105,000 Transit Basic Passenger Infrastructure Grant/Fund Balance $ 250,000 Transit Regional Farebox Initiative Grant/Fund Balance $ 750,000 Airport JCAC Water Infrastructure Airport Revenues $ 150,000 Airport JCAC Administration Building Water Mitigation Airport Revenues $ 167,000 Airport IXD - NE T-Hangar Taxilane Mill and Overlay: North Section Airport Revenues $ 24,000 Airport IXD - Reconstruct Northeast T-hangar Taxilines (East of TW L) Design, Construction & Construction Services Airport Revenues $ 790,387 Airport OJC-Replace Hangars (M,N) Airport Revenues $ 2,600,000 Airport OJC-Reconstruct Taxiway A (4,100' x 35') Airport Revenues $ 411,750 Airport Lenexa Parkway Resurface Airport Revenues $ 250,000 Airport Legacy Rail Incremental Replacement Program Airport Revenues $ 100,000 Airport Capital Replacement Program Airport Revenues $ 729,000 Library Capital Replacement Program (CRP) Library Ad Valorem $ 1,409,500 Comprehensive Library Master Plan Future Projects Library Ad Valorem $ 1,368,096 Wastewater Capital Improvement Plan SRCFP/Debt $ 75,266,000 Park and Recreation Capital Projects Park Ad Valorem $ 17,388,366 Stormwater Capital Projects Dedicated Sales Tax $ 13,779,960 Total Uses of Funds $ 150,839,521
Page H-7 FY 2021 Johnson County Budget - Capital Improvement Program (CIP)
Operating Dept Project Title 2021 2022 2023 2024 2025 5 Year Total Impact COR JSC Security & Control System 752,250 0 0 0 0 752,250 2,250 DTI Infrastructure Maintenance 358,250 700,000 700,000 700,000 700,000 3,158,250 DTI Fiber Expansion and Maintenance 200,000 125,000 127,000 130,000 130,000 712,000 25,000 DTI Phone Replacement 100,000 100,000 100,000 100,000 100,000 500,000 30,000 PollPad Fleet Replacement and ELC Cradlepoint 354,720 0 0 0 0 354,720 72,450 ELC JoCoElection Website Rebuild 212,400 0 0 0 0 212,400 93,000 Countywide Radio System EMC Infrastructure 139,000 142,000 163,000 164,000 123,000 731,000 EMS Mobile/Portable Radio Replacement 1,030,000 0 0 0 0 1,030,000 FAC Capital Replacement Program (CRP) 2,000,000 3,150,000 5,975,000 5,400,000 6,950,000 23,475,000 FAC Med-Act New Shawnee Facility 3,120,000 0 0 0 0 3,120,000 Major Asset Replacement Projects FAC (MARP) 2,785,000 1,470,000 1,300,000 1,275,000 1,265,000 8,040,000 FAC Med-Act New Lenexa Facility 0 0 0 3,470,000 0 3,470,000 FAC Med-Act New Olathe Facility 0 2,600,000 0 0 0 2,600,000 FAC Med-Act 191st and Lackman Remodel 0 0 0 0 1,375,000 1,375,000 FAC Household Hazardous Waste (HHW) 0 1,870,000 2,780,000 0 0 4,650,000 FAC ADA Compliance 0 447,000 450,000 452,000 512,000 1,861,000 FAC Energy Retrofit 0 0 500,000 0 0 500,000 FAC Elections Office Remodel 0 0 320 2,970,000 0 2,970,320 FAC JCDS Remodel and Office Reconfigure 0 0 0 0 1,830,000 1,830,000 FAC County Building Signage Improvements 0 150,000 140,000 105,000 92,500 487,500 HSD AAA Nutrition Central Kitchen 0 50,000 375,000 3,000,000 0 3,425,000 72,393 JIMS Infrastructure 522,990 805,000 363,000 315,000 225,000 2,230,990 Bridge, Culvert and Road Construction PWK Safety Program 1,825,358 2,400,000 2,400,000 2,400,000 2,400,000 11,600,000 PWK County Assistance Road System 14,540,644 18,400,000 19,300,000 20,300,000 21,300,000 93,840,644 CARNP Right-of-Way Preservation and PWK Studies 0 0 0 0 500,000 500,000 Lackman RD - 159th ST to 175th ST PWK Construction 0 0 15,000,000 0 0 15,000,000 Pflumm RD - 159th ST to 175th ST PWK Construction 0 0 0 15,000,000 0 15,000,000 SHR Camera & Security Systems Upgrades 2,575,000 0 0 0 0 2,526,694
Page H-8 FY 2021 Johnson County Budget - Capital Improvement Program (CIP)
SHR* Security CRP & Improvements 330,000 0 0 0 0 330,000 120,000 TRN Vehicle Replacement 454,850 600,000 600,000 600,000 600,000 2,854,850 TRN Bus Replacement 4,105,000 148,734 4,602,059 3,157,301 3,020,408 15,033,502 TRN Basic Passenger Infrastructure 250,000 250,000 100,000 100,000 100,000 800,000 TRN Regional Farebox Initiaitve 750,000 750,000 0 0 0 1,500,000 AIR JCAC Water Infrastructure 150,000 0 0 0 0 150,000 JCAC Administration Building Water AIR Mitigation 167,000 0 0 0 0 167,000 IXD - NE T-Hangar Taxilane Mill and AIR Overlay: North Section 24,000 0 0 0 0 24,000 IXD - Reconstruct Northeast T-hangar Taxilines (East of TW L) Design, AIR Construction & Construction Services 790,387 0 0 0 0 790,387 AIR OJC-Replace Hangars (M,N) 2,600,000 0 0 0 0 2,600,000 OJC-Reconstruct Taxiway A (4,100' x AIR 35') 411,750 0 0 0 0 411,750 AIR Lenexa Parkway Resurface 250,000 0 0 0 0 250,000 Legacy Rail Incremental Replacement AIR Program 100,000 100,000 0 0 0 200,000 AIR Toro Circle Resurface 0 200,000 0 0 0 200,000 AIR OJC - Reconstruct Northeast Apron 0 236,550 0 0 0 236,550 AIR IXD - New Parallel Taxiway (Phase 1) 0 1,840,980 300,928 0 0 2,141,908 IXD - Seal/Rejuvenate Runway 18-36 AIR (Construction) 0 119,880 0 0 119,880 OJC - Reconstruct Taxiway B (3,000' x AIR 35') & Connecting Taxiways 0 0 498,480 0 0 498,480 AIR Monument sign 159th & Old 56 0 0 100,000 0 0 100,000 AIR John Glenn Way Resurface 0 0 0 300,000 300,000 IXD - Mill and Overlay Northwest Apron AIR - Central Segment 0 0 0 153,090 153,090 AIR OJC - Reconstruct Taxiway F 0 0 0 99,450 99,450 AIR OJC - Street Maintenance 0 0 0 200,000 200,000 AIR Rehab or Demolish Cold Storage Bldg 0 0 0 180,000 180,000 IXD - New Taxiway Lighting (Taxiway K & L) and Pavement Rehab of Taxiway K AIR (West of Runway 18-36) and Taxiway L 0 0 0 0 58,750 58,750 AIR Rehab or Demolish Glass Bldg 0 0 0 0 135,000 135,000 AIR OJC - Reconstruct Southeast Taxilanes 0 0 0 0 193,875 193,875
Page H-9 FY 2021 Johnson County Budget - Capital Improvement Program (CIP)
AIR CRP Project Account Funding 729,000 825,807 710,636 680,444 780,149 3,726,036 JCL Capital Replacement Program (CRP) 1,409,500 1,385,000 1,472,000 1,345,000 1,444,000 7,055,500 JCL Rural Renewal Initiative 0 1,000,000 0 0 0 1,000,000 JCL Blue Valley Library Replacement 0 0 4,657,738 15,837,868 29,621,609 50,117,215 908,801 JCL Corinth Library Replacement 0 0 0 316,517 1,266,068 0 Comprehensive Library Master Plan JCL Future Projects 1,368,096 0 0 0 0 1,368,096 JCW Wastewater Projects 75,266,000 78,116,000 76,612,400 94,649,000 108,345,000 432,988,400 PRK Park and Recreation Capital Projects 17,388,366 22,429,767 18,382,345 13,230,978 17,360,262 88,791,718 STW Stormwater Capital Projects 13,779,960 14,819,971 15,202,777 15,616,931 16,052,458 75,472,097 Total 150,839,521 155,231,689 172,912,683 202,247,579 216,480,079 896,200,302 1,323,894 * SHR Security CRP & Improvements was initially in FAC but transition of Security to Sheriff moved project.
Page H-10 FY 2021 Johnson County Budget - Capital Improvement Program (CIP)
Project 5-Year Project Project Name Number 2021 2022 2023 2024 2025 Total Expansion-Treatment Blue River WWTP Improvements $ 50,000 $ 700,000 $ 7,119,400 $ 12,306,000 $ 6,367,000 $ 26,542,400 Nelson Biosolids Facilities 385000671 $ 4,500,000 $ 4,200,000 $ 8,700,000 New Century WWTP Expansion $ 500,000 $ 3,600,000 $ 4,100,000 Tomahawk WWTP Expansion 385000291 $ 26,644,000 $ 16,204,000 $ 116,000 $ 42,964,000 Sub Total $ 31,194,000 $ 21,604,000 $ 10,835,400 $ 12,306,000 $ 6,367,000 $ 82,306,400 Expansion-Sewers Future Districts $ 4,200,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 24,200,000 Little Bull Creek No. 1 Pump Station $ 200,000 $ 1,000,000 $ 3,800,000 $ 5,000,000 Mill Creek No. 1, Contract 3 $ 800,000 $ 800,000 Sewer Development Studies 385000652 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 Sub Total $ 5,050,000 $ 5,050,000 $ 5,250,000 $ 6,050,000 $ 8,850,000 $ 30,250,000 Other Asset Management Program 385000295 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000 Backup Prevention Program 385000063 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000 Integrated Plan Refinement & Delivery Support $ 2,325,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 14,325,000 CMSD Relocations for City Projects 385000111 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 3,500,000 Customer Service Software Improvements $ 150,000 $ — $ 150,000 $ — $ 150,000 $ 450,000 Lab Equipment Capital Replacement $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 O&M Large Vehicles $ 800,000 $ 700,000 $ 500,000 $ 500,000 $ 500,000 $ 3,000,000 SCADA/Network Communications 385000632 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000 Sub Total $ 4,800,000 $ 5,225,000 $ 5,175,000 $ 5,025,000 $ 5,175,000 $ 25,400,000 Renewal/Replacement AM R&R Collections 385000259 $ 4,500,000 $ 5,750,000 $ 5,750,000 $ 5,855,000 $ 5,955,000 $ 27,810,000 AM R&R Force Mains 385000219 $ 200,000 $ 500,000 $ 200,000 $ 500,000 $ 200,000 $ 1,600,000 AM R&R Treatment & Pumping 385000645 $ 5,503,000 $ 5,050,000 $ 7,027,000 $ 11,721,000 $ 15,868,000 $ 45,169,000 Leawood Pump Stations & Force Mains $ 1,065,000 $ 4,300,000 $ 6,600,000 $ 3,600,000 $ 15,565,000 Dykes Branch Pump Station & Force Main R&R $ 3,246,000 $ 2,000,000 $ 3,500,000 $ 8,746,000 Lagoon Cleanouts 385000627 $ 1,500,000 $ 2,000,000 $ 1,500,000 $ 1,500,000 $ 2,000,000 $ 8,500,000 103rd & Metcalf Interceptor Improvements 385000674 $ 2,780,000 $ 1,000,000 $ 3,780,000 Nelson - WWTP Improvements $ 2,000,000 $ 17,622,000 $ 18,150,000 $ 37,392,000 $ 62,630,000 $ 137,794,000 Mill Creek Influent Pump Station Improvements $ 530,000 $ 3,590,000 $ 4,120,000 Mill Creek Storage Improvements $ 3,000,000 $ 11,200,000 $ 10,400,000 $ 24,600,000 Rock Creek Pump Station, Martway Holding Station, and 75th Holding Station R&R 385000663 $ 2,900,000 $ 2,900,000 Turkey Creek Pump Station R&R 385000643 $ 4,412,000 $ 4,412,000 Wastewater Facilities Electrical System Improvements 385000651 $ 4,786,000 $ 4,786,000 Watershed Improvement Plan $ 800,000 $ 1,425,000 $ 1,425,000 $ 300,000 $ 1,300,000 $ 5,250,000 Sub Total $ 34,222,000 $ 46,237,000 $ 55,352,000 $ 71,268,000 $ 87,953,000 $ 295,032,000 Total $ 75,266,000 $ 78,116,000 $ 76,612,400 $ 94,649,000 $ 108,345,000 $432,988,400
Page H-11 Section Debt I Management
This Section Includes:
Debt Management Policies (Page I-2)
Outstanding County Debt (Page I-3)
Future Debt Planning (Page I-6)
Budgeted Debt Service (Page I-6)
Summary of Outstanding Debt Issues (Page I-8)
Debt Margin Computation (Page I-13)
Page I -1 Johnson County Debt Management
Overview
In Johnson County, the demand for services continues to increase due to significant population growth. As a result, investments in capital infrastructure are required to maintain the quality of life that attracts people to Johnson County. These investments are financed by the County through both debt instruments and “pay-as- you-go” methods.
It is the County’s policy to consider “pay-as-you-go” methods before issuing any tax-supported debt. Examples of these methods include:
• 1/10-cent sales tax to fund stormwater capital improvements ($13.8 million in budgeted expenditures for FY 2021); • 1/4-cent sales tax to fund public safety projects (Public Safety Sales Tax II) approved in August 2008; • 1/4-cent sales tax to be collected from April 2017 through March 2027 (Public Safety Sales Tax III) to fund a new courthouse, demolish the existing courthouse and a coroner’s facility approved in November 2016; • Dedicated funding for the County Assistance Road System (CARS) capital program ($14.5 million in budgeted expenditures for FY 2021); • On-going ad valorem support for various infrastructure maintenance capital projects ($2.9 million in budgeted expenditures for FY 2021).
However, it is not feasible for the County to fund all capital improvements with “pay-as-you-go” methods as capital infrastructure requirements increase with the population.
Each year, the County prepares a five-year Capital Improvement Program (CIP) that includes “pay-as-you- go” and debt-financed capital improvement projects. With the annual CIP, the County is able to integrate capital improvement financing with the annual operating budget. This integration allows the County to assess and manage CIP impacts on tax rates, user fee rates, fund balances, and the level of outstanding debt.
Debt Management Policies
The County adopted revised debt management policies on December 19, 2002 through Resolution 122-02. On May 2, 2013, the County amended these policies to clarify the County’s intent to comply with regulatory standards as noted in the eighth objective below. An overall summary of all County financial policies has been included in the section Budget Structure and Policies. The objectives for adopting such policies are:
1. To preserve the public trust and prudently manage public assets to minimize costs to the taxpayers and ensure current decisions do not adversely affect future generations. 2. To maintain the County’s ability to obtain access to the municipal bond market at favorable interest rates in amounts needed for capital improvements, economic development, and facilities or equipment to provide essential County services. 3. To minimize borrowing costs and preserve access to credit markets. 4. To seek to minimize debt interest costs whenever prudent in consideration of other cost factors and/or tax burden. 5. To maintain a balanced relationship between debt service requirements and current operating costs, encourage growth of the tax base, actively seek alternative funding sources, minimize interest costs and maximize investment returns. 6. To assess all financial alternatives for capital improvements prior to issuing debt. These could include categorical grants, loans, or state/federal aid. 7. To preserve the County’s flexibility in capital financing by maintaining an adequate margin of statutory debt capacity. 8. To maintain compliance with regulatory standards such as, but not limited to, Internal Revenue Service (IRS) codes and regulations.
Page I -2 The County lists forty specific debt management guidelines in Resolution 122-02 in accordance with the objectives stated above. Key guidelines are:
1. The County shall maintain good communications with bond rating agencies to ensure a complete and clear understanding of the creditworthiness of the County. 2. The County should market its debt issues on a competitive basis, unless specific criteria are met. 3. If a negotiated sale is advised, the County will competitively select the underwriter(s) needed to accomplish the structuring, marketing, pricing, and sale of the bonds. 4. For capital needs of enterprise operations, debt financing should be considered so that the ratepayers who utilize the capital improvement over the life of the improvement are required to support the capital financing. Although a pay-as-you-go (cash) strategy for enterprise operations may reduce interest costs, it may also increase user rates well above equitable and affordable levels. 5. The County shall identify a reserve level for debt service equal to a minimum of 5% of the annual principal and interest due on outstanding debt in order to ensure adequate debt service liquidity while minimizing the exposure to arbitrage liability, subject to debt covenants requiring a specific reserve in excess of this amount. 6. Proceeds from long-term debt should not be used to fund current operating costs. 7. The scheduled maturities of long-term obligations should be less than the expected economic life of the capital project or asset(s) financed. 8. The County shall seek to maintain a minimum of 20% of its statutory debt capacity. 9. The County shall establish and maintain limitations on the issuance of new property tax-base supported bonded indebtedness which will promote a balanced relationship between expenditures for debt service and current County costs while assisting in minimizing the overall property tax burden. 10. General obligation bonds supported by property taxes should be used to finance only those capital improvements and long-term assets which have been determined to be essential to the maintenance or development of the County. 11. General obligation bonds supported by property taxes should be used only after considering alternative funding sources, such as federal and state grants and other revenues. 12. Revenue-supported bonds should be used to limit potential dependence on property taxes for those projects with available revenue sources, whether self-generated or dedicated from other sources.
In addition, it is the policy of the Board of County Commissioners (BOCC) for the County to cautiously plan for the potential use of any derivative products. The County will carefully examine these products which usually take the form of non-traditional financing structures, on a case-by-case basis with particular attention to the life-cycle costs and benefits of the given product.
Outstanding County Debt
Johnson County's authority to issue debt is governed by several State of Kansas statutes. Generally, debt can be issued after a majority vote at an election or after publication of the intention of the County to issue debt. Once published, the intent to issue debt becomes subject to a general election only if a protest petition signed by the required percentage of qualified electors is filed with the County Election Commissioner (within a certain number of days after publication).
The Kansas legislature has designated Johnson County as an urban county. This designation permits the County, under "Home Rule" charter resolutions, to issue debt for sewer construction purposes by action of the BOCC without a vote of the residents. The "Home Rule" charter does provide for public hearings on the establishment of special districts and the funding of the improvements for those districts. Also, "Home Rule" charter resolutions allow the County to issue debt for computer hardware/software, radio equipment, and transportation vehicles by action of the BOCC without voter approval.
The County historically has used the following debt instruments to finance investments in capital infrastructure:
• General Obligation bonds and notes (Wastewater and other improvements). • Special Assessment bonds and notes (Sewer and Road improvements). • Revenue bonds (Airport and Park and Recreation projects). • State of Kansas revolving loans (Airport and Wastewater projects). • Capital Lease obligations (includes leases with the Public Building Commission).
Page I -3 A summary of the County's outstanding debt as of October 15, 2020, is provided within the Debt Management section. State of Kansas statutes impose limits on the amount of outstanding debt issued for certain purposes. These limits are based on the County's ETV, or Equalized Tangible Valuation (which is the sum of the County's tax roll value, motor vehicle value, and recreational vehicle value), and are summarized as follows:
Legal Debt Limit
12/31/19 Purpose of Debt Maximum % of ETV Maximum Amount of Debt General 3.00% $364,730,529 Airport 1.00% $121,576,843 Streets 2.00% $243,153,686 Library 2.00% $198,381,776
As previously stated in this document, the County seeks to maintain a minimum of 20% of the statutory debt capacity for each debt purpose. The following chart summarizes the County's debt capacity available as of December 31, 2019, and the estimated debt capacity available as of December 31, 2021:
Legal Debt Margin
12/31/19 12/31/19 12/31/21 12/31/21 Purpose of Debt Debt Margin ($) Debt Margin (%) Debt Margin ($) Debt Margin (%) General $361,065,132 99.00% $381,235,085 99.04% Airport $119,946,843 98.66% $126,833,362 98.85% Streets $243,153,686 100.00% $256,626,723 100.00% Library $198,381,776 100.00% $209,620,102 100.00% *Calculations as of 12/31/21 are based on conservative estimates for the County’s Equalized Tangible Valuation (ETV).
The Debt Margin ($) is the maximum amount of debt that may be issued. Debt Margin (%) is the percentage of debt capacity available to be issued.
Based on current estimates, the County will maintain in excess of 20% of the statutory debt capacity for each purpose of debt through the year 2021. It is important to note that State of Kansas statutes impose no limit on the amount of sewer debt. Also, no State debt limitations exist for any items that are funded with revenue bonds.
In accordance with State of Kansas statutes, Johnson County has created its own Public Building Commission (PBC). The PBC is a separate legal entity with a governing body comprised of the members of the BOCC. The PBC has the authority to acquire, build, and/or renovate facilities, and to lease these facilities to the County. In addition, the PBC has authority to issue revenue bonds to finance the acquisition, construction, and/or renovation of facilities, with repayment of the bonds financed with lease revenues from Johnson County. A summary of the PBC's outstanding debt as of October 15, 2020, is provided as part of the Debt Management section. State of Kansas statutes impose no limit on the amount of PBC debt that can be outstanding.
One objective of the County's debt management policies is to maintain and improve the County's current credit ratings so that borrowing costs are minimized and access to credit is preserved. In general, a credit rating is an independent summary judgment on the willingness and ability of a debt issuer to make full and timely debt service payments to investors. Both the County's general obligation bonds and the PBC's lease purchase revenue bonds are rated by Moody's Investors Service and Standard & Poor’s Ratings Services.
The County’s credit ratings as of October 2020 are reflected in the table on the next page:
Page I -4 Credit Ratings as of October 2020
Rating Entity County Bond Rating
Moody’s Investors Service Aaa/Stable
Standard & Poor’s Ratings Services AAA/Stable
Fitch’s Ratings AAA/Stable
Moody’s Investors Service has assigned an Aaa rating with the issuance of the Johnson County’s $4.76 million Internal Improvement Refunding General Obligation Bonds, Series 2020C and $49.66 million Taxable Refunding General Obligation Bonds, Series 2020D. When rating the County’s debt, Moody’s Investors Service commented that the Aaa rating reflects the general obligation credit characteristics of Johnson County, which includes:
• Fiscal management of the County is strong and forward-looking, evidenced by the willingness and ability to cut expenses as needed. • Johnson County’s sizable and wealthy tax base that benefits from its significant role in the Kansas City metropolitan area economy. • Well-managed finances and maintenance of healthy reserves. • Low net direct debt burden.
Moody’s Investors Service also assigned an Aaa to the Public Building Commission’s (PBC) Lease Purchase Revenue bonds reflecting the unconditional and long-term commitments of the county.
Johnson County has been rated ‘AAA’ from Standard & Poor’s Rating Services since 1999 for its general obligation bonds. Since 2007, Standard & Poor’s Rating Services had assigned the Public Building Commission’s rating to ‘AAA'; however, in September 2017 Standard & Poor's downgraded the Public Building Commission's rating on the Series 2017B bonds to 'AA+'. In 2018, Standard & Poor's upgraded the Public Building Commission's rating on the Series 2017B to 'AAA' and assigned a 'AAA' rating to Series 2018A and affirmed the 'AAA' rating in October 2020. Standard & Poor's opinion reflects the following observations:
• Johnson County remains a vibrant and growing area, with a very strong economy. • Access to a broad and diverse metropolitan area. • Very strong financial management with strong financial policies and practices. • Very strong budgetary flexibility and liquidity.
Fitch Ratings has assigned Johnson County its 'AAA', the highest rating that can be attained. The rating was first received in November 2009 and was recently reaffirmed in October 2020. The rationale for the County’s 'AAA' rating is based on the following factors:
• Diverse local economy, augmented by extensive employment opportunities. • Outperforming the broader economy thus far in the pandemic • Officials have demonstrated consistent judicious financial management and financial flexibility, driven by conservative budgeting and prudent formal financial policies. • Sufficient reserves to provide a very strong level of cushion to address pandemic related financial pressures. • Overall debt burden is low, routinely funding capital expenditures from the general fund
In July 2018, Fitch Ratings also upgraded the Public Building Commission's Series 2010A, 2010B, 2010C, and 2010D from 'AA+' to 'AAA'.
Johnson County, Kansas is one of forty-two counties in the United States to earn the “Triple A” designation from all three rating agencies as of October 2020.
Page I -5 Future Debt Planning
The County prepares a five-year Capital Improvement Plan (CIP) which is updated annually. This plan is developed to reflect the County’s strategic planning regarding future development and proactive control over debt issuance and management.
A history of the percentage of budgeted pay-as-you-go versus debt financing for the County’s CIP since 2015 is reflected in the following table:
Budget Year Total Capital Appropriation Pay-As-You-Go Portion Debt Portion 2016 $163,306,555 47% 53% 2017 $373,624,204 44% 56% 2018 $339,436,222 25% 75% 2019 $100,423,310 66% 34% 2020 $253,834,482 27% 73% 2021 $150,839,521 41% 59% Total $1,381,464,294 Annual Average $230,244,049 38.0% 62.0%
For FY 2021, the ratio of pay-as-you-go versus debt financing is 41% pay-as-you-go, and 59% debt. This compares to a six-year average of 38% pay-as-you-go, and 62% debt.
The County has several capital projects that are self-funded with dedicated revenue sources. These include Airport, CARS, Stormwater, Wastewater, Library and Park and Recreation projects. A second chart excluding the self-funded projects is presented below:
Budget Year Total Capital Appropriation Pay-As-You-Go Portion Debt Portion 2016 $67,248,301 41% 69% 2017 $278,381,628 40% 60% 2018 $33,825,438 58% 42% 2019 $19,912,739 78% 22% 2020 $88,518,566 16% 84% 2021 $24,642,414 66% 34% Total $512,529,086 Annual Average $85,421,514 40.0% 60.0%
For FY 2021, the ratio of pay-as-you-go versus debt financing is 66% pay-as-you-go and 34% debt. This is comparable to the six-year average of 40% pay-as-you-go, and 60% debt.
Budgeted Debt Service
The County's budgeted debt service includes general obligation bonds and notes, special assessment bonds and notes, revenue bonds, State of Kansas revolving loans, and capital lease obligations (including leases with Public Building Commission) for existing debt and estimated payments for all pending debt. A breakdown of the FY 2021 budgeted debt service by fund is provided below.
Page I -6 Fund Principal Payments Interest Payments Total Payments General Fund - PBC Lease Payments $6,470,000 $1,480,657 $7,950,657 Public Safety Sales Tax 2 (General Fund) - PBC Lease Payments $6,675,000 $2,491,948 $9,166,948 Debt Service Fund $1,345,000 $602,915 $1,947,915 County Building Fund - PBC Lease Payments $1,190,000 $660,534 $1,850,534 Library Special Use Fund - PBC Lease Payments $1,790,000 $1,347,526 $3,137,526 Airport Fund $170,155 $99,220 $269,375 Public Safety Sales Tax 3 (General Fund) - PBC Lease Payments $11,050,000 $6,931,000 $17,981,000 Wastewater SRCFP Fund $22,920,000 $22,262,916 $45,182,916 Park & Recreation Funds $5,665,000 $1,251,199 $6,916,199 Total $57,275,155 $37,127,915 $94,403,070 The total budgeted debt service for FY 2021 is approximately $88.0 million.
Total FY 2021 - FY 2025 estimated debt service payments by fund are provided below.
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Total Total Total Total Fund Payments Payments Payments Payments Payments General Fund - PBC Lease Payments $7,950,657 $10,150,967 $10,139,294 $8,720,200 $9,305,912 Public Safety Sales Tax 2 - General Fund - PBC Lease Payments $9,166,948 $9,176,949 $9,201,476 $9,185,592 $9,182,449 Debt Service Fund $1,947,915 $2,293,950 $2,286,810 $2,297,070 $2,283,330 County Building Fund - PBC Lease Payments $1,850,534 $1,841,134 $1,749,334 $1,749,384 $1,507,734 Library Special Use Fund - PBC Lease Payments $3,137,526 $3,620,876 $3,625,676 $3,626,676 $3,155,576 Airport Fund $269,375 $450,875 $461,875 $456,875 $461,625 Public Safety Sales Tax 3 (General Fund) - PBC Lease Payments $17,981,000 $25,888,500 $25,913,500 $25,913,500 $25,912,250 Wastewater SRCFP Fund $45,182,916 $50,471,350 $60,097,350 $70,308,850 $76,500,250 Park & Recreation Funds $6,916,199 $6,940,170 $6,450,037 $4,893,412 $4,877,032
Total Budgeted Debt Service $94,403,070 $110,834,771 $119,925,352 $127,151,559 $133,186,158
Summary
The BOCC has adopted debt management policies to ensure that Johnson County is able to make all debt service payments in a timely manner. The County integrates capital improvement planning with an annual operating budget to assess and manage tax rates, user fees, fund balances, and outstanding debt. This integration is essential to address the capital infrastructure requirements that come with rapid population growth.
The County's financial position is favorable, as can be seen by the “Triple A” credit rating assigned to the County's general obligation and PBC lease revenue bonds. Current debt levels are manageable and the County's financial reserves remain stable. Sound financial policies, including debt management policies, are in place to maintain the County's financial health in FY 2021 and beyond.
Page I -7 Summary of Outstanding Debt Issues
Original Issue Maturity Amount Issue and Purpose Amount Date Call Date Date Outstanding General and Special Obligation Bonds:
Library Refunding Bonds, Series 2010B $ 4,470,000 3-Jun-10 1-Sep-20 $ 0 Refunding the Library 1998B, 2001B and 2002C Series Bonds.
Library Bonds, Series 2010E $ 740,000 28-Oct-10 1-Sep-20 $ 0 Land acquisition for future library site
Refunding Bonds, Series 2012B $ 730,000 15-Aug-12 1-Sep-25 $ 390,000 Refunding of Series 2005A
Airport Improvement Bonds, Series 2015A $ 1,910,000 17-Dec-15 1-Sep-35 $ 1,555,000 Land acquisition at the Johnson County New Century AirCenter.
Airport Refunding Bonds, Series 2015B $ 1,125,000 17-Dec-15 1-Sep-28 $ 940,000 Refunding of the Airport 2008A Series Bonds.
Internal Improvement Bonds, Series 2016A $ 1,580,000 27-Oct-16 1-Sep-26 $ 1,030,000 Acquisition of radio equipment
Internal Improvement Bonds, Series 2017A $ 975,000 2-Nov-17 1-Sep-27 $ 725,000 Acquisition of EMC Station Alerting System
Internal Improvement Bonds, Series 2018A $ 9,205,000 22-Aug-18 1-Sep-28 $ 7,705,000 Acquisition of Voting Machines
Internal Improvement Bonds, Series 2018A $ 2,670,000 11-Dec-19 1-Sep-29 $ 2,420,000 Acquisition of Sheriff Radio Equipment
Total General and Special Obligation Bonds: $ 23,405,000 $ 14,765,000
Road Benefit Special Assessment Bonds Road Improvements to be repaid by property owners in the Benefit District
Special Assessment Bonds, Series 2016A 115th Street West of Homestead Road $ 44,400 27-Oct-16 01-Sep-26 $ 29,000 182nd Street and Wildcat Road $ 62,500 27-Oct-16 01-Sep-26 $ 40,800
Special Assessment Bonds, Series 2020A Redbird Lane $ 65,000 20-Aug-20 01-Sep-30 $ 65,000
Total Special Assessment Bonds: $ 171,900 $ 134,800
Page I -8 Summary of Outstanding Debt Issues
Original Issue Maturity Amount Issue and Purpose Amount Date Call Date Date Outstanding Wastewater General Obligation Bonds:
Wastewater, Series 2009C $ 14,463,175 17-Dec-09 01-Sep-29 $ 930,000 Refunding of Series 2001A, 2001C and 2002B Bonds
Wastewater, Series 2010C $ 8,605,000 28-Oct-10 15-Dec-20 01-Sep-30 $ 0 Wastewater system improvements
Wastewater, Series 2011A $ 16,790,000 10-Nov-11 01-Sep-21 01-Sep-31 $ 840,000 Wastewater system improvements
Wastewater, Series 2012A $ 37,350,000 15-Aug-12 01-Sep-21 01-Sep-32 $ 3,495,000 Wastewater system improvements
Wastewater, Series 2012B $ 26,275,000 15-Aug-12 01-Sep-21 01-Sep-25 $ 13,965,000 Refunding of Series 2005A
Wastewater, Series 2013A $ 40,685,000 22-Oct-13 01-Sep-21 01-Sep-33 $ 3,690,000 Wastewater system improvements
Wastewater, Series 2014A $ 20,205,000 25-Nov-14 01-Sep-34 $ 15,775,000 Wastewater system improvements
Wastewater, Series 2014B $ 38,480,000 25-Nov-14 01-Sep-27 $ 28,010,000 Refunding of Series 2007A & 2007B
Wastewater, Series 2015A $ 28,605,000 17-Dec-15 01-Sep-35 $ 23,300,000 Wastewater system improvements
Wastewater, Series 2015B $ 24,415,000 17-Dec-15 01-Sep-28 $ 20,480,000 Refunding of Series 2008A & 2008D
Wastewater, Series 2016A $ 32,758,100 27-Oct-16 01-Sep-36 $ 30,415,200 Wastewater system improvements
Wastewater, Series 2016B $ 10,570,000 27-Oct-16 01-Sep-29 $ 9,695,000 Refunding of Series 2009A
Wastewater, Series 2017A $ 14,805,000 2-Nov-17 01-Sep-37 $ 13,230,000 Wastewater system improvements
Wastewater, Series 2018A $223,585,000 22-Aug-18 01-Sep-40 $223,585,000 Wastewater system improvements
Wastewater, Series 2019A $ 19,495,000 11-Dec-19 01-Sep-39 $ 18,655,000 Wastewater system improvements
Wastewater, Series 2020A $ 95,650,000 20-Aug-20 01-Sep-40 $ 95,650,000 Wastewater system improvements & refunding
Wastewater, Series 2020B $ 9,415,000 20-Aug-20 01-Sep-24 $ 9,415,000 Refunding of Series 2011A
Wastewater, Series 2020C $ 4,760,000 10-Nov-20 01-Sep-30 $ 4,760,000 Refunding of Series 2010C
Wastewater, Series 2020B $ 49,660,000 10-Nov-20 01-Sep-33 $ 49,660,000 Refunding of Series 2012A and Series 2013A
Total Wastewater General Obligation Bonds: $716,571,275 $565,550,200
Page I -9 Summary of Outstanding Debt Issues
Original Issue Maturity Amount Issue and Purpose Amount Date Call Date Date Outstanding Revenue Bonds:
Park Revenue Bonds, Series 2013A (COP Issue) $ 15,670,000 15-Sep-13 01-Sep-23 $ 5,215,000 Refunding of Foundation Series 2003A and 2004 Park Revenue Bonds, Series 2015A $ 2,490,000 08-Jul-15 01-Sep-35 $ 2,015,000 Park Police Building Park Revenue Bonds, Series 2017A (COP Issue) $ 7,300,000 30-Mar-17 01-Sep-26 $ 5,175,000 Meadowbrook Project
Park Revenue Bonds, Series 2017B (COP Issue) $ 5,460,000 30-Mar-17 01-Sep-26 $ 3,870,000 Bull Creek Project
Park Revenue Bonds, Series 2019A (COP $ 5,545,000 4-Jun-19 01-Sep-29 $ 5,145,000 Issue)Cedar Niles Park
Park Revenue Bonds, Series 2019B (COP $ 4,175,000 4-Jun-19 01-Sep-29 $ 3,835,000 Issue)Mid-America Sports Complex and Mid-America West Sports Complex Park Revenue Bonds, Series 2019C (COP Issue) $ 2,595,000 4-Jun-19 01-Sep-29 $ 2,400,000
Refunding of Series 2010D Park Revenue Bonds, Series 2020A (COP Issue) $ 13,510,000 22-Oct-20 01-Sep-30 $ 13,510,000 MASC Phase I
Total Revenue Bonds: $ 56,745,000 $ 41,165,000
Wastewater State Revolving Loans:
Mill Creek Regional Plant $ 12,519,392 01-Jun-04 01-Mar-26 $ 4,035,316 Includes plant, sewer, and force main.
Middle Basin Green Project $ 9,914,190 16-Nov-09 01-Mar-31 $ 5,840,263 Includes digester, gas storage, grease receiving station and electricity generators.
Lone Elm $ 677,380 01-Sep-13 01-Sep-33 $ 493,430 Includes sewer and pump work
Gardner Lake $ 6,423,403 01-Sep-13 01-Sep-34 $ 4,412,408 Includes sewer and pump work
Total Wastewater State Revolving Loans: $ 29,534,365 $ 14,781,417
Page I -10 Summary of Outstanding Debt Issues
Original Issue Maturity Amount Issue and Purpose Amount Date Call Date Date Outstanding Lease Purchase Revenue Bonds
Lease Purchase Revenue Bonds, Series 2010A - Recovery Zone Economic Development Taxable Bonds Public Works Building $ 13,245,000 $ 0 Series 2010A Total: $ 13,245,000 03-Jun-10 15-Dec-20 01-Sep-30 $ 0
Lease Purchase Revenue Refunding Bonds, Series 2010B Church Property $ 1,500,000 $ 170,000 Refund 2002B - County Buildings $ 4,620,000 $ 0 Series 2010B Total: $ 6,120,000 03-Jun-10 01-Sep-22 $ 170,000
Lease Purchase Revenue Refunding Bonds, Series 2012A Refund 2005A - Sunset Office Building $ 255,000 $ 130,000 Refund 2005A - Warehouse $ 2,890,000 $ 1,550,000 Refund 2005A - Remodel Admin/Courthouse Bldgs $ 3,995,000 $ 2,120,000 Refund 2005A - Communications Center $ 6,795,000 $ 3,495,000 Refund 2005A - Adult Detention Center Expansion, Phase II $ 2,700,000 $ 1,435,000 Series 2012A Total: $ 16,635,000 15-Aug-12 01-Sep-25 $ 8,730,000
Lease Purchase Revenue Bonds, Series 2014A Courthouse $ 1,995,000 25-Nov-14 01-Sep-24 $ 895,000 Series 2014A Total: $ 1,995,000 $ 895,000
Library Lease Purchase Revenue Bonds, Series 2014B Central Resource & Monticello Library $ 4,000,000 $ 1,715,000 Series 2014B Total: $ 4,000,000 25-Nov-14 01-Sep-24 $ 1,715,000
Lease Purchase Revenue Bonds, Series 2015A Arts & Heritage Center $ 21,460,000 $ 17,375,000 Series 2015A Total: $ 21,460,000 30-Jun-15 1-Sep-35 $ 17,375,000
Lease Purchase Revenue Bonds, Series 2015B Refund 2007A - Adult Detention Center, Phase II $ 5,435,000 $ 3,770,000 Refund 2008A - Communications Center $ 5,530,000 $ 4,550,000 Refund 2008A - Adult Detention Center, Phase II $ 20,490,000 $ 16,865,000 Refund 2008A - Youth & Family Services $ 1,430,000 $ 1,175,000 Refund 2008A - Elmore Center $ 2,380,000 $ 1,955,000 Refund 2008C - Adult Detention Center, Phase II $ 6,460,000 $ 5,320,000 Series 2015B Total: $ 41,725,000 17-Dec-15 1-Sep-31 $ 33,635,000
Library Lease Purchase Revenue Bonds, Series 2016A Monticello Library $ 12,720,000 $ 10,895,000 Refund 2008B - Leawood Library $ 3,645,000 $ 2,670,000 Series 2016A Total: $ 16,365,000 27-Oct-16 1-Sep-36 $ 13,565,000
Lease Purchase Revenue Bonds, Series 2016B Youth & Family Services $ 7,220,000 $ 6,585,000 Criminal Laboratory $ 1,955,000 $ 1,785,000 Series 2016B Total: $ 9,175,000 27-Oct-16 1-Sep-29 $ 8,370,000
Page I -11 Summary of Outstanding Debt Issues
Original Issue Maturity Amount Issue and Purpose Amount Date Call Date Date Outstanding
Lease Purchase Revenue Bonds (Continued)
Library Lease Purchase Revenue Bonds, Series 2017A Lenexa Library $ 15,060,000 2-Nov-17 1-Sep-29 $ 13,175,000 Series 2017A Total $ 15,060,000 $ 13,175,000
Lease Purchase Revenue Bonds, Series 2017B Refund 2011A - Olathe Adult Detention Center $ 10,670,000 2-Nov-17 1-Sep-31 $ 10,670,000 Refund 2011A - Elmore Center $ 295,000 $ 295,000 Refund 2011A - Crime Laboratory $ 10,310,000 $ 10,310,000 Central Booking Facility (Olathe Adult Detention) $ 1,850,000 2-Nov-17 1-Sep-27 $ 1,365,000 Series 2017B Total $ 23,125,000 $ 22,640,000
Lease Purchase Revenue Bonds, Series 2018A Courthouse/Medical Examiner Building $148,595,000 5-Sep-18 1-Sep-27 $143,800,000 Series 2018A Total $148,595,000 $143,800,000
Lease Purchase Revenue Bonds, Series 2019A County Buildings $ 1,390,000 11-Dec-19 11-Dec-39 $ 1,320,000 Series 2019A Total $ 1,390,000 $ 1,320,000
Lease Purchase Revenue Bonds, Series 2020A Refunding of Series 2010C and 2010D $ 16,995,000 27-Aug-20 1-Sep-30 $ 16,995,000 Series 2020A Total $ 16,995,000 $ 16,995,000
Lease Purchase Revenue Bonds, Series 2020B Courthouse/Medical Examiner Building $ 10,585,000 27-Aug-20 1-Sep-31 $ 10,585,000 Series 2020B Total $ 10,585,000 $ 10,585,000
Library Lease Purchase Revenue Bonds, Series 2020C Central Resource Library $ 5,840,000 10-Nov-20 1-Sep-40 $ 5,840,000 Series 2020C Total $ 5,840,000 $ 5,840,000
Lease Purchase Revenue Bonds, Series 2020D Refund 2010A - Public Works Building $ 6,845,000 10-Nov-20 1-Sep-31 $ 6,845,000 Series 2020D Total $ 6,845,000 $ 6,845,000
Total Debt of Public Building Commission: $359,155,000 $305,655,000
Page I -12 Johnson County, Kansas Legal General Obligation Debt Margin Computation 12/31/19
General Airport Streets Library (3) Assessed Valuation for Debt Limitation Purposes $12,157,684,293 $12,157,684,293 $12,157,684,293 $9,919,088,782
Percentage Limitation (1) 3.0% 1.0% 2.0% 2.0%
Dollar Debt Limit 364,730,529 121,576,843 243,153,686 198,381,776
Outstanding Debt (2) 4,655,000 1,630,000 0 80,000
Amount Set Aside for Repayment of G.O. Debt 989,308 0 0 80,000
Net Outstanding Debt 3,665,692 1,630,000 0 0
Available Legal Debt Margin $ 361,064,837 $ 119,946,843 $ 243,153,686 $ 198,381,776
(1) Source: 2019 Annual Abstract of Taxes, Johnson County Clerk, Kansas Statutes. General K.S.A. 10-306, Airport K.S.A. 3-307, Streets K.S.A. 68-584, Library K.S.A. 12-1257, Park and Recreation K.S.A. 19-2874. (2) Includes all general obligation bonds and notes except voting machine bonds, which are not subject to debt limitation. Also excludes Wastewater General Obligation debt (which is supported by user charges). Does not include debt obligation exempt from statutory limitations. General K.S.A. 25-134, 10-307, 10-427A, 10-311, Airport K.S.A. 3-304, Street K.S.A. 68-728. (3) Library total equalized tangible valuation excludes real and personal property located within the city limits of the City of Olathe, Kansas, and the City of Bonner Springs, Kansas.
Page I -13 Section Strategic J Programs
This Section Includes:
FY 2021 Johnson County Budget by Strategic Program (Page J-2)
FY 2021 Johnson County Budget - Expenditures by Strategic Program (Page J-5)
Classification of Agencies and Departments by Strategic Program (Page J-6)
Page J-1 FY 2021 Johnson County Budget by Strategic Program
The total Johnson County Budget is $1.25 billion for FY 2021. This amount includes a total of $930.1 million in budgeted expenditures (including transfers) and $315.5 million in budgeted reserves. The budgeted expenditures of $930.1 million are allocated among seven (7) strategic programs:
• Support Services • Records & Taxation • Public Safety, Judicial & Emergency Services • Infrastructure • Health & Human Services • Culture & Recreation • Debt Service
FY 2021 Budget by Strategic Program
A summary of the FY 2021 Johnson County Budget by strategic program is presented on page J.5. For FY 2021, the following strategic programs receive the majority of the County’s resources:
• Public Safety, Judicial & Emergency Services $258.8 million (27.8% of FY 2021 Budget total) • Infrastructure $317.5 million (34.1% of FY 2021 Budget total)
These two strategic programs have accounted for more than 50% of the County’s budget during the last several fiscal years.
Explanation of Strategic Programs
The relationship of each agency and department to the seven (7) strategic programs can be found on page J.6. A brief explanation of each strategic program is presented below.
Support Services The Support Services strategic program is comprised of agencies and departments that provide administrative functions for County government. Examples of agencies and departments included in this strategic program are the Board of County Commissioners, Budget & Financial Planning, County Manager’s Office, County Building Fund, Countywide Support, Department of Technology & Innovation, Facilities, Human Resources, Treasury & Financial Management, and Risk Management.
For FY 2021, the five (5) agencies and departments with the largest budgeted expenditures in the Support Services strategic program are:
• Facilities ($33.3 million) • Countywide Support ($30.0 million) • Department of Technology & Innovation ($18.6 million) • Treasury & Financial Management ($7.1 million) • Risk Management ($6.8 million)
Detailed information regarding agencies and departments included in the Support Services strategic program is located in Section K.
Page J-2 Records & Taxation
The Records & Taxation strategic program is comprised of agencies and departments that provide land records functions for County government. The agencies and departments included in this strategic program are the Appraiser, Election Office, Motor Vehicle, and Records & Tax Administration.
For FY 2021, the four (4) agencies and departments with the largest budgeted expenditures in the Records & Taxation strategic program are:
• Appraiser ($7.5 million) • Motor Vehicle ($5.9 million) • Election Office ($4.6 million) • Records & Tax Administration ($2.5 million)
Detailed information regarding agencies and departments included in the Records & Taxation strategic program is located in Section L.
Public Safety, Judicial & Emergency Services
The Public Safety, Judicial, & Emergency Services strategic program is comprised of agencies and departments that provide the public safety, judicial and emergency services functions for County government. Examples of agencies and departments included in this strategic program are Corrections, the District Attorney, District Courts, Emergency Management & Communications, Med-Act, the Public Safety Sales Tax, and the Sheriff.
For FY 2021, the six (6) agencies and departments with the largest budgeted expenditures in the Public Safety, Judicial & Emergency Services strategic program are:
• Sheriff ($92.0 million) • Corrections ($30.5 million) • Med-Act (30.2 million) • Public Safety Sales Tax I ($22.5 million) • Public Safety Sales Tax II ($22.5 million) • Public Safety Sales Tax III ($22.5 million)
Detailed information regarding agencies and departments included in the Public Safety, Judicial and Emergency Services strategic program is located in Section M.
Infrastructure
The Infrastructure strategic program is comprised of agencies and departments that provide the infrastructure and transportation functions for County government. Examples of agencies and departments included in this strategic program are Airport, Infrastructure/Public Works, Planning, Housing & Community Development, Stormwater Management, Transportation and Wastewater.
For FY 2021, the five (5) agencies and departments with the largest budgeted expenditures in the Infrastructure strategic program are:
• Wastewater SRCFP ($146.9 million - Sewer Repair and Construction Finance Plan) • Wastewater O & M ($77.1 million - Operations & Maintenance) • Infrastructure/Public Works ($30.4 million) • Planning, Housing & Community Development ($19.0 million) • Transportation ($18.4 million)
Detailed information regarding agencies and departments included in the Infrastructure strategic program is located in Section N.
Page J-3 Health & Human Services
The Health & Human Services strategic program is comprised of agencies and departments that provide the social service and health functions for County government. Examples of agencies and departments included in this strategic program are Developmental Supports, Health & Environment, Aging & Human Services, and Mental Health.
For FY 2021, the four (4) agencies and departments with the largest budgeted expenditures in the Health & Human Services strategic program are:
• Mental Health ($38.2 million) • Developmental Supports ($27.8 million) • Health & Environment ($21.3 million) • Aging & Human Services ($8.8 million)
Detailed information regarding agencies and departments included in the Health & Human Services strategic program is located in Section O.
Culture & Recreation
The Culture & Recreation strategic program is comprised of agencies and departments that provide the cultural and recreational functions for County government. Examples of agencies and departments included in this strategic program are the Heritage Trust Fund, Library, Museum, and Park & Recreation.
For FY 2021, the five (5) agencies and departments with the largest budgeted expenditures in the Culture & Recreation strategic program are:
• Library Operating ($38.4 million) • Park & Recreation General ($37.1 million) • Park & Recreation Enterprise Fund ($29.2 million) • Park & Recreation Employee Benefits ($8.8 million) • Library Special Use ($3.5 million)
Detailed information regarding agencies and departments included in the Culture & Recreation strategic program is located in Section P.
Debt Service
The Debt Service strategic program is comprised of debt service expenditures for various County debt issues, including Library debt. This program does not include debt service for Park & Recreation, Airport, Transit, and Wastewater SRCFP; the debt for these agencies is accounted for in the relevant strategic program (for example, Airport debt service is reflected in the Infrastructure strategic program).
For FY 2021, the budgeted expenditures in the Debt Service strategic program are $2.0 million. Detailed information regarding the County’s debt is located in Section I.
Page J-4 FY 2021 Johnson County Budget Expenditures by Strategic Program
Actual Estimated Budget 2020-2021 Strategic Program 2019 2020 2021 % Change Support Services $ 103,380,810 $ 106,029,704 $ 114,798,657 8.27 % Records & Taxation 19,078,554 21,763,295 20,618,580 (5.26)% Public Safety, Judicial & Emergency Services 229,761,412 249,989,445 258,813,947 3.53 % Infrastructure 214,008,227 318,374,810 317,540,493 (0.26)% Health & Human Services 99,697,124 108,664,998 97,199,523 (10.55)% Culture & Recreation 96,204,750 113,199,457 119,135,249 5.24 % Debt Service 2,469,718 2,297,201 1,967,915 (14.33)% Total Expenditures $ 764,600,595 $ 920,318,910 $ 930,074,364 1.06 % Full-time Equivalent Positions 4,008.04 4,125.86 4,105.04 (0.50)% Population 604,435 610,532 615,727 0.85 % FTEs Per 1,000 Residents 6.63 6.76 6.67 (1.33)%
Page J-5 Classification of Agencies and Departments by Strategic Program
Culture & Recreation Public Safety & Judicial (con't)
Developer Fees Justice Information Management System Fair Law Library Heritage Trust Prosecutor Training & Assistance Library Operating Public Safety Sales Tax Library Special Use Public Safety Sales Tax II Park & Recreation General Public Safety Sales Tax III Park & Recreation Employee Benefits Sheriff Park & Recreation Bond & Interest Sheriff Forfeited Property Park & Recreation Enterprise Weapons Licensure Stream Maintenance Emergency Services
Health & Human Services 911 Fund 911 Telephone Alcohol Tax 911 Wireless Telephone Developmental Supports Emergency Management & Communications Extension Council Med-Act Health & Environment Aging and Human Services Mental Health Records & Taxation
Appraiser Infrastructure Election Office Motor Vehicle Airport Records & Tax Administration Contractor Licensing Infrastructure/Public Works Planning, Housing & Community Development Support Services Stormwater Transportation Board of County Commissioners Wastewater Operations & Maintenance (O&M) Budget & Financial Planning Wastewater SRCFP** County Building Fund County Managers Office Countywide Support Public Safety, Judicial & Emergency Services Debt Service Economic Development Programs Public Safety & Judicial Facilities Controlled Substance Fleet Services Corrections Human Resources District Attorney Legal District Attorney Forfeited Property Risk Management District Court Trustee Technology & Innovation District Courts Treasury and Financial Management
** Sewer Repair and Construction Finance Plan (SRCFP)
Page J-6 Section K Support Services
This Section Includes: Board of County Commissioners (Page K-2) Budget & Financial Planning (Page K-6) County Building Fund (Page K-11) County Manager’s Office (Page K-12) Countywide Support (Page K-17) Debt Service (Page K-19) Economic Development Programs (Page K-20) Facilities (Page K-22) Fleet Services (Page K-39) Human Resources (Page K-41) Legal (Page K-45) Risk Management (Page K-48) Technology & Innovation (Page K-50) Treasury & Financial Management (Page K-58)
Page K-1 Board of County Commissioners
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Interfund Transfer $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
a) Total Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures Personnel $ 1,406,941 $ 1,460,991 $ 1,448,756 $ 1,471,582 $ 1,471,582 1.58 % Contractual Services $ 141,123 $ 204,398 $ 204,398 $ 204,398 $ 204,398 0.00 % Commodities $ 11,625 $ 6,180 $ 6,180 $ 6,180 $ 6,180 0.00 % Capital Outlay $ 0 $ 1,500 $ 1,500 $ 1,500 $ 1,500 0.00 % Subtotal $ 1,559,689 $ 1,673,069 $ 1,660,834 $ 1,683,660 $ 1,683,660 1.37 %
Miscellaneous $ 9,419 $ 0 $ (43,455) $ 0 $ 0 (100.00)% Transfer to Equipment Reserve $ 12,908 $ 12,908 $ 12,908 $ 2,908 $ 2,908 (77.47)%
Subtotal $ 22,327 $ 12,908 $ (30,547) $ 2,908 $ 2,908 (109.52)%
Expenditures Subtotal $ 1,582,016 $ 1,685,977 $ 1,630,287 $ 1,686,568 $ 1,686,568 3.45 % Risk Management Charges $ 3,066 $ 3,418 $ 3,418 $ 4,323 $ 4,323 26.48 % b) Total Expenditures $ 1,585,082 $ 1,689,395 $ 1,633,705 $ 1,690,891 $ 1,690,891 3.50 % Difference: b) minus a) $(1,585,082) $(1,689,395) $(1,633,705) $(1,690,891) $(1,690,891) 3.50 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 14.00 14.00 14.00 14.00 14.00 0.00 % Total FTE Positions 14.00 14.00 14.00 14.00 14.00 0.00 %
Agency Mission
The Board of County Commissioners provides for the health, safety, and welfare of the community and has exclusive power to enact, amend, and repeal local legislation and public policies; to apportion and levy taxes, make appropriations, and adopt budgets; to establish strategic plans to guide the administration of services and organizational performance; and to appoint the County Manager, as well as certain offices, boards and commissions. The agency constitutes the legislative branch of County government and operates under the direction of the Chairman of the Board. It includes two programs: 1) the personal offices of the Chairman and the district commissioners, and 2) the Office of the Board of County Commissioners, which serves as the primary support agency for the Board of County Commissioners.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $22,826 (1.37%) compared to FY 2020. This increase is due to the impact of budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $2,908 for FY 2021 due to $10,000 being moved to the Department of Technology and Innovation for PC consolidation.
FTEs for FY 2021 remain constant at 14.0.
Page K-2 Board of County Commissioners
Page K-3 Board of County Commissioners
Page K-4 Board of County Commissioners
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Board of County Commissioners
The Board of County Commissioners is the legislative and policy-determining body of Johnson County Government. The Board enacts local public policies to ensure a sound local economy, a healthy environment, and a high quality of life for citizens. The Board is composed of seven members, six of whom are elected by district to represent approximately 80,000 residents. A seventh member is elected at-large to represent the full community as Johnson County's Chief Elected Official and Chairman of the Board of County Commissioners.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Expenditures $ 707,086 $ 774,880 $ 725,301 $ 766,607 $ 766,607 5.70% Difference $ (707,086) $ (774,880) $ (725,301) $ (766,607) $ (766,607) 5.70% FTE Positions 7.00 7.00 7.00 7.00 7.00 0.00%
Service #2: County Auditor
The County Auditor performs independent reviews of the agencies and departments of County government and evaluates programs in terms of the economy.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Expenditures $ 874,930 $ 911,097 $ 904,986 $ 919,961 $ 919,961 1.65% Difference $ (874,930) $ (911,097) $ (904,986) $ (924,673) $ (924,673) 2.18% FTE Positions 7.00 7.00 7.00 7.00 7.00 0.00%
Page K-5 Budget and Financial Planning Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Intergovernmental $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
a) Total Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Expenditures Personnel $ 1,338,792 $ 1,500,706 $ 1,281,053 $ 1,440,039 $ 1,440,039 12.41 % Contractual Services $ 24,277 $ 31,940 $ 31,940 $ 31,940 $ 31,940 0.00 % Commodities $ 4,178 $ 14,402 $ 14,402 $ 6,402 $ 6,402 (55.55)% Subtotal $ 1,367,247 $ 1,547,048 $ 1,327,395 $ 1,478,381 $ 1,478,381 11.37 %
Miscellaneous $ 0 $ 0 $ (30,698) $ 0 $ 0 (100.00)% Transfer to Equipment Reserve $ 9,228 $ 11,028 $ 11,028 $ 3,928 $ 3,928 (64.38)%
Subtotal $ 9,228 $ 11,028 $ (19,670) $ 3,928 $ 3,928 (119.97)%
Expenditures Subtotal $ 1,376,475 $ 1,558,076 $ 1,307,725 $ 1,482,309 $ 1,482,309 13.35 % Risk Management Charges $ 1,941 $ 2,261 $ 2,261 $ 3,142 $ 3,142 38.97 %
b) Total Expenditures $ 1,378,416 $ 1,560,337 $ 1,309,986 $ 1,485,451 $ 1,485,451 13.39 % Difference: b) minus a) $(1,378,416) $(1,560,337) $ (1,309,986) $ (1,485,451) $(1,485,451) 13.39 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 9.00 11.00 11.00 11.00 11.00 0.00 % Total FTE Positions 9.00 11.00 11.00 11.00 11.00 0.00 %
Agency Mission
Budget and Financial Planning provides management and financial planning services while assisting the Board of County Commissioners, the County Manager, and County departments, offices and agencies in the evaluation and improvement of the County's policies and systems, and provide the resources to fuel an innovation ecosystem by empowering County staff to simultaneously execute and innovate with agility.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $181,684 (14.01%) compared to FY 2020. This increase is due to the impact of 1) a one-time $259,261 budget decrease for FY 2020, 2) a $100,000 budget decrease for FY 2021, and 3) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $3,928 for FY 2021 due to the reduction for a one-time increase in FY 2020 and the PC purchasing consolidation with DTI.
FTEs for FY 2021 remain constant at 11.00.
Page K-6 Budget and Financial Planning
Page K-7 Budget and Financial Planning
Page K-8 Budget and Financial Planning
Page K-9 Budget and Financial Planning
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Budget and Financial Planning
Formulate, implement and administer the annual operating budget and the Capital Improvement Program (CIP), as well as provide long-range financial planning, forecasting, and management services.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 1,143,191 $ 1,129,572 $ 988,462 $ 1,167,118 $ 1,167,118 18.07 % Difference $ (1,143,191) $ (1,129,572) $ (988,462) $ (1,167,118) $ (1,167,118) 18.07 % FTE Positions 8.00 8.00 9.00 9.00 9.00 0.00 %
Service #2: Innovation
Serves as an unbiased perspective to manage projects, facilitate discussions or implement alternative solutions to current business processes, and fosters continuous improvement and a culture in alignment with the CountysHPO (High-Performing Organization) values.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 0 $ 428,504 $ 319,263 $ 315,191 $ 315,191 (1.28)% Difference $ 0 $ (428,504) $ (319,263) $ (315,191) $ (315,191) (1.28)% FTE Positions 3.00 3.00 2.00 2.00 2.00 0.00 %
Service #3: Grants Management
Serves as a central, strategic resource for the County on a broad range of grant-related issues and activities. Grants Management provides direct support to County departments, County Manager, Board of County Commissioners, and the Budget Office, as well as the at-large members of the County's non-profit sector.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 233,284 $ 0 $ 0 $ 0 $ 0 0.00 % Difference $ (233,284) $ 0 $ 0 $ 0 $ 0 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Page K-10 County Building Fund Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Interest $ 16,594 $ 17,569 $ 6,441 $ 2,459 $ 2,459 (61.82)% Total Other Agency Revenues $ 16,594 $ 17,569 $ 6,441 $ 2,459 $ 2,459 (61.82)%
a) Total Agency Revenues $ 16,594 $ 17,569 $ 6,441 $ 2,459 $ 2,459 (61.82)% Expenditures Contractual Services $ 0 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 % Subtotal $ 0 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 %
Lease Payment to PBC $ 1,840,034 $ 1,845,634 $ 1,845,634 $ 1,840,534 $ 1,840,534 (0.28)%
Subtotal $ 1,840,034 $ 1,845,634 $ 1,845,634 $ 1,840,534 $ 1,840,534 (0.28)%
Expenditures Subtotal $ 1,840,034 $ 1,855,634 $ 1,855,634 $ 1,850,534 $ 1,850,534 (0.27)%
b) Total Expenditures $ 1,840,034 $ 1,855,634 $ 1,855,634 $ 1,850,534 $ 1,850,534 (0.27)% Difference: b) minus a) $ (1,823,440) $ (1,838,065) $ (1,849,193) $ (1,848,075) $(1,848,075) (0.06)%
Tax Revenues Ad Valorem Support $ 1,629,498 $ 1,636,247 $ 1,636,247 $ 1,673,335 $ 1,673,335 2.27 % Other Taxes $ 214,313 $ 201,818 $ 170,286 $ 174,740 $ 174,740 2.62 % Total Tax Revenues $ 1,843,811 $ 1,838,065 $ 1,806,533 $ 1,848,075 $ 1,848,075 2.30 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
The purpose of the County Building Fund, a non-operating fund, is to acquire sites and to erect, construct, renovate and furnish County buildings. The Fund was reestablished in 2004 by the Board of County Commissioners in accordance with Kansas Statute, which allows an annual tax levy not to exceed one (1) mill for a period not to exceed ten (10) years. On April 17, 2014, the Board of County Commissioners adopted a resolution to continue the fund for another ten years.
Budget Highlights
FY 2021 expenditures for the County Building Fund are budgeted to decrease by $5,100 (0.27%) compared to the estimated expenditures in FY 2020. The County Building Fund makes a number of the County's lease payments to the Public Building Commission (PBC); the amount of lease payments equal the amount of scheduled debt service on the PBC bonds. Reserve funds for the County Building Fund are estimated at $156,483 as of December 31, 2021.
Page K-11 County Manager's Office
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 325 $ 0 $ 0 $ 0 $ 0 0.00 % Charges for Service $ 216,096 $ 283,487 $ 286,904 $ 286,410 $ 286,410 (0.17)% Total Agency Fees & Charges $ 216,421 $ 283,487 $ 286,904 $ 286,410 $ 286,410 (0.17)%
Miscellaneous $ 1,042 $ 7,000 $ 7,000 $ 7,000 $ 7,000 0.00 % Intrafund Transfers $ 108,917 $ 77,950 $ 77,950 $ 77,950 $ 77,950 0.00 % Total Other Agency Revenues $ 113,959 $ 84,950 $ 94,950 $ 84,950 $ 84,950 (10.53)% a) Total Agency Revenues $ 330,380 $ 368,437 $ 381,854 $ 371,360 $ 371,360 (2.75)% Expenditures Personnel $ 2,905,307 $ 2,918,048 $ 2,825,955 $ 3,011,000 $ 3,011,000 6.55 % Contractual Services $ 761,121 $ 819,528 $ 835,456 $ 822,830 $ 822,830 (1.51)% Commodities $ 11,815 $ 27,450 $ 28,920 $ 25,900 $ 25,900 (10.44)% Subtotal $ 3,678,243 $ 3,765,026 $ 3,690,331 $ 3,859,730 $ 3,859,730 4.59 %
Miscellaneous $ 0 $ 0 $ (40,132) $ 0 $ 0 (100.00)% Intrafund Transfers $ 0 $ 77,950 $ 77,950 $ 77,950 $ 77,950 0.00 % Transfer to Equipment Reserve $ 25,130 $ 24,630 $ 24,630 $ 11,630 $ 11,630 (52.78)% Subtotal $ 25,130 $ 102,580 $ 62,448 $ 89,580 $ 89,580 43.45 %
Expenditures Subtotal $ 3,703,373 $ 3,867,606 $ 3,752,779 $ 3,949,310 $ 3,949,310 5.24 % Risk Management Charges $ 5,012 $ 5,872 $ 5,872 $ 7,254 $ 7,254 23.54 % b) Total Expenditures $ 3,708,385 $ 3,873,478 $ 3,758,651 $ 3,956,564 $ 3,956,564 5.27 % Difference: b) minus a) $ (3,378,005) $ (3,505,041) $ (3,376,797) $ (3,585,204) $ (3,585,204) 6.17 %
FTE Positions Fee Funded FTEs 1.00 1.00 1.00 1.00 1.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 23.50 22.50 22.50 22.50 22.50 0.00 % Total FTE Positions 24.50 23.50 23.50 23.50 23.50 0.00 %
Agency Mission
To advocate for the public good, while strategically coordinating and directing resources to accomplish the goals of the Johnson County community as expressed by the Johnson County Commission.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $169,399 (4.59%) compared to FY 2020. This increase is due to 1) budget reductions, and 2) budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $11,630 for FY 2021 due to $13,000 being moved to the Department of Technology and Innovation for PC consolidation.
FTEs for FY 2021 remain constant at 23.5.
Page K-12 County Manager's Office
Page K-13 County Manager's Office
Page K-14 County Manager's Office
Page K-15 County Manager's Office
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: General Administration
To provide executive management and analytical support.
Agency Revenues $ 5,312 $ 77,950 $ 87,950 $ 77,950 $ 77,950 (11.37)% Expenditures $ 2,191,734 $ 2,224,497 $ 2,022,552 $ 2,207,473 $ 2,207,473 9.14 % Difference $ (2,186,422) $ (2,146,547) $ (1,934,602) $ (2,129,523) $ (2,129,523) 10.08 % FTE Positions 15.50 13.50 13.50 13.50 13.50 0.00 %
Service #2: Public Information and Communications
To provide and coordinate citizen and Countywide information.
Agency Revenues $ 325,068 $ 290,487 $ 293,904 $ 293,410 $ 293,410 (0.17)% Expenditures $ 1,511,639 $ 1,643,109 $ 1,730,227 $ 1,741,837 $ 1,741,837 0.67 % Difference $ (1,186,571) $ (1,352,622) $ (1,436,323) $ (1,448,427) $ (1,448,427) 0.84 % FTE Positions 9.00 10.00 10.00 10.00 10.00 0.00 %
Page K-16 Countywide Support Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Miscellaneous $ 190,357 $ 50,000 $ 50,000 $ 50,000 $ 50,000 0.00 % Interfund Transfer $ 712,892 $ 706,810 $ 706,810 $ 700,089 $ 700,089 (0.95)% Total Other Agency Revenues $ 903,249 $ 756,810 $ 756,810 $ 750,089 $ 750,089 (0.89)%
a) Total Agency Revenues $ 903,249 $ 756,810 $ 756,810 $ 750,089 $ 750,089 (0.89)%
Expenditures Personnel $ 6,196,432 $ 6,100,000 $ 6,100,000 $ 6,100,000 $ 6,100,000 0.00 % Contractual Services $ 3,858,686 $ 8,088,665 $ 8,088,665 $ 8,115,382 $ 8,115,382 0.33 % Commodities $ 109,008 $ 120,000 $ 120,000 $ 120,000 $ 120,000 0.00 % Subtotal $ 10,164,126 $ 14,308,665 $ 14,308,665 $ 14,335,382 $14,335,382 0.19 %
Lease Payment to PBC $ 7,962,400 $ 8,046,114 $ 8,038,590 $ 7,960,657 $ 7,960,657 (0.97)% Miscellaneous $ 4 $ 0 $ (200,000) $ 0 $ 0 (100.00)% Interfund Transfers $ 7,157,808 $ 6,900,804 $ 6,214,629 $ 7,823,839 $ 7,823,839 25.89 % Intrafund Transfers $ 844,452 $ 735,535 $ 645,535 $ 735,535 $ 735,535 13.94 % Transfer to Capital projects $ 960,000 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 16,924,664 $ 15,682,453 $ 14,698,754 $ 16,520,031 $16,520,031 12.39 %
Expenditures Subtotal $ 27,088,790 $ 29,991,118 $ 29,007,419 $ 30,855,413 $30,855,413 6.37 %
Risk Management Charges $ 2,654 $ 2,606 $ 2,606 $ 3,572 $ 3,572 37.07 %
b) Total Expenditures $ 27,091,444 $ 29,993,724 $ 29,010,025 $ 30,858,985 $30,858,985 6.37 %
Difference: b) minus a) $(26,188,195) $(29,236,914) $(28,253,215) $(30,108,896) $(30,108,896) 6.57 %
Tax Revenues Ad Valorem Support $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Other Taxes $ (1) $ 0 $ 0 $ 0 $ 0 0.00 % Total Tax Revenues $ (1) $ 0 $ 0 $ 0 $ 0 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 20.00 20.00 20.00 20.00 20.00 0.00 % Total FTE Positions 20.00 20.00 20.00 20.00 20.00 0.00 %
Agency Mission
Countywide Support is an agency for expenditures that benefit the County in general and would not be appropriate in any other agency budget.
Budget Highlights
Total expenditures for FY 2021, excluding Risk Management charges, are budgeted to increase by $1,847,994 (6.37%) compared to FY 2020. This decrease is due to the net of the following items: 1) a FY 2020 budget reduction of $200,000 2) a one-time increase in interfund transfers for a transfer to the Airport funded with reserves.
Page K-17 Countywide Support Agency Highlights
The detailed budget for Countywide Support is provided below. FY 2021 Category Amount Description Employee Payout Fund $ 1,980,000 Composed of employee payouts. Payouts include accrued vacation and sick leave for employees who terminate employment with the County. TIF 3,600,000 Includes amount for estimated property taxes lost due to Tax Increment Financing (TIF) in the County taxing district. Advertising & Additional Contractual 2,262,296 Includes advertising costs for publications for the BOCC, Services Legal, and Treasurer departments. Includes costs for Countywide internet recruiting services. Contractual services costs include outside legal services, appraisal studies, other contractual services, and pending litigation. Memberships 300,000 Includes annual memberships/dues to organizations such as: KAC, MARC, and NACo. Taxes 40,000 Includes special assessment taxes paid on County buildings. Contributions 1,476,969 Includes contributions to the Arts Council of Johnson County ($100,000), Soil Conservation ($25,000), United Community Services Human Service Fund ($141,775), United Community Services Community Planning ($100,000), and Evergreen Living Innovations ($1,110,194).
Supplemental Pension 4,000,000 Funding for the supplemental retirement program for the workforce.
Transfer to Transportation 6,823,839 Composed of a transfer to the Transit program.
PBC Lease Payments 7,960,657 Composed of a portion of the County's lease payments to the Public Building Commission.
Extension Council 875,224 Contract amount = $871,652
High Performance Organization 150,000 County's on-going Executive and Countywide leadership development efforts toward becoming a higher performing organization (HPO).
Airport Payments 270,000 Repayment to Airport and Fire District #1 Airport Service.
Transfer to Airport - one-time 1,000,000 One-time transfer to the Airport funded with General Fund reserves
Employee Recognition 120,000 Includes increase for the Employee Recognition Program that enhances awards for long-term employees.
Total $ 30,858,985
Page K-18
Debt Service
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Use of Carryover $ 0 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 % Miscellaneous $ 366,608 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfer $ 902,741 $ 418,143 $ 418,143 $ 96,325 $ 96,325 (76.96)% Total Other Agency Revenues $ 1,269,349 $ 428,143 $ 428,143 $ 106,325 $ 106,325 (75.17)% a) Total Agency Revenues $ 1,269,349 $ 428,143 $ 428,143 $ 106,325 $ 106,325 (75.17)%
Expenditures Contractual Services $ 12,647 $ 20,000 $ 20,000 $ 20,000 $ 20,000 0.00 % Subtotal $ 12,647 $ 20,000 $ 20,000 $ 20,000 $ 20,000 0.00 %
Debt Service $ 2,456,953 $ 2,301,126 $ 2,277,201 $ 1,947,915 $ 1,947,915 (14.46)%
Subtotal $ 2,456,953 $ 2,301,126 $ 2,277,201 $ 1,947,915 $ 1,947,915 (14.46)%
Expenditures Subtotal $ 2,469,600 $ 2,321,126 $ 2,297,201 $ 1,967,915 $ 1,967,915 (14.33)% b) Total Expenditures $ 2,469,600 $ 2,321,126 $ 2,297,201 $ 1,967,915 $ 1,967,915 (14.33)%
Difference: b) minus a) $ (1,200,251) $ (1,892,983) $ (1,869,058) $ (1,861,590) $ (1,861,590) (0.40)%
Tax Revenues Ad Valorem Support $ 1,536,673 $ 1,684,840 $ 1,684,840 $ 1,658,931 $ 1,658,931 (1.54)% Other Taxes $ 78,216 $ 208,143 $ 150,007 $ 202,659 $ 202,659 35.10 % Total Tax Revenues $ 1,614,889 $ 1,892,983 $ 1,834,847 $ 1,861,590 $ 1,861,590 1.46 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
Debt Service for County general obligation bonds and notes payable.
Budget Highlights
FY 2021 expenditures for the Debt Service Fund are budgeted to decrease by $329,286 (14.33%) compared to estimated expenditures for FY 2020. Reserve funds for the Debt Service fund are estimated at $728,160 as of December 31, 2021.
Page K-19 Economic Development Programs
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Contractual Services $ 982,175 $ 982,175 $ 982,175 $ 982,175 $ 982,175 0.00% Subtotal $ 982,175 $ 982,175 $ 982,175 $ 982,175 $ 982,175 0.00%
Expenditures Subtotal $ 982,175 $ 982,175 $ 982,175 $ 982,175 $ 982,175 0.00% b) Total Expenditures $ 982,175 $ 982,175 $ 982,175 $ 982,175 $ 982,175 0.00%
Difference: b) minus a) $ (982,175) $ (982,175) $ (982,175) $ (982,175) $ (982,175) 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
This agency consists of the two non-profit economic development institutions established by Johnson County to promote economic development in the County: the County Economic Research Institute (CERI) and the Enterprise Center of Johnson County (ECJC). The mission of CERI is to participate in a partnership with chambers of commerce, local and regional economic development organizations, and units of government in order to create and sustain jobs, expand the tax base and promote Johnson County through the provision of basic and applied research. The Enterprise Center's mission is to stimulate business creation and employment in Johnson County by providing value-added resources and services to early stage, high growth-oriented companies.
Budget Highlights
Total expenditures for FY 2021 are budgeted to remain constant at $982,175.
Page K-20 Economic Development Programs
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: County Economic Research Institute (CERI)
The mission of the County Economic Research Institute is to participate in a partnership with chambers of commerce, local and regional economic development organizations, and units of government in order to create and retain jobs, expand the tax base and promote Johnson County through the provision of basic and applied economic research.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Expenditures $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 0.00% Difference $ (300,000) $ (300,000) $ (300,000) $ (300,000) $ (300,000) 0.00% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Service #2: Enterprise Center of Johnson County (ECJC)
The Enterprise Center of Johnson County is a business incubator - an entity that provides high-growth potential companies with office space, consulting and advisory services and financing resources - to help them grow and succeed. The Enterprise Center is located in Metropolitan Kansas City, and is an integral part of entrepreneurial development in Johnson County.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Expenditures $ 682,175 $ 682,175 $ 682,175 $ 682,175 $ 682,175 0.00% Difference $ (682,175) $ (682,175) $ (682,175) $ (682,175) $ (682,175) 0.00% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Page K-21 Facilities
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 979,297 $ 951,132 $ 951,132 $ 898,311 $ 898,311 (5.55)% Use of Assets $ 17,688 $ 19,621 $ 19,621 $ 19,621 $ 19,621 0.00 % Total Agency Fees & Charges $ 996,985 $ 970,753 $ 970,753 $ 917,932 $ 917,932 (5.44)% Miscellaneous $ 409,191 $ 382,095 $ 382,095 $ 361,376 $ 361,376 (5.42)% Intrafund Transfers $ 7,980,813 $ 8,240,472 $ 8,061,182 $ 8,249,030 $ 8,249,030 2.33 % Interfund Transfer $ 332,642 $ 142,885 $ 2,230,124 $ 2,798,802 $ 2,798,802 25.50 % Total Other Agency $ 8,722,646 $ 8,765,452 $ 10,673,401 $ 11,409,208 $ 11,409,208 6.89 % a) Total Agency Revenues $ 9,719,631 $ 9,736,205 $ 11,644,154 $ 12,327,140 $ 12,327,140 5.87 % Expenditures Personnel $ 12,346,877 $ 12,897,666 $ 13,642,752 $ 14,366,997 $ 14,310,885 4.90 % Contractual Services $ 8,250,908 $ 8,741,077 $ 8,910,186 $ 9,233,477 $ 9,233,477 3.63 % Commodities $ 1,314,708 $ 1,388,465 $ 1,230,356 $ 2,150,849 $ 2,150,849 74.82 % Capital Outlay $ 50,366 $ 68,943 $ 57,943 $ 57,943 $ 57,943 0.00 % Subtotal $ 21,962,859 $ 23,096,151 $ 23,841,237 $ 25,809,266 $ 25,753,154 8.02 % Interfund Transfers $ 75,553 $ 50,000 $ 50,000 $ 50,000 $ 50,000 0.00 % Intrafund Transfers $ 5,263,961 $ 5,344,330 $ 5,344,330 $ 5,344,330 $ 5,344,330 0.00 % Transfer to Equipment Reserve $ 27,000 $ 27,000 $ 27,000 $ 2,000 $ 2,000 (92.59)% Transfer to Capital projects $ 2,714,500 $ 2,777,500 $ 2,777,500 $ 2,000,000 $ 2,000,000 (27.99)% Subtotal $ 8,082,071 $ 8,198,830 $ 7,010,662 $ 7,396,330 $ 7,396,330 5.50 % Expenditures Subtotal $ 30,044,930 $ 31,294,981 $ 30,851,899 $ 33,205,596 $ 33,149,484 7.45 % Vehicle Equivalent Units $ 18,669 $ 44,222 $ 44,222 $ 67,020 $ 67,020 51.55 % Risk Management Charges $ 65,251 $ 61,708 $ 61,708 $ 79,719 $ 79,719 29.19 % b) Total Expenditures $ 30,128,850 $ 31,400,911 $ 30,957,829 $ 33,352,335 $ 33,296,223 7.55 % Difference: b) minus a) $(20,409,219) $(21,664,706) $(19,313,675) $(21,025,195) $(20,969,083) 8.57 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 162.66 161.74 161.74 182.20 181.20 12.03 % Total FTE Positions 162.66 161.74 161.74 182.20 181.20 12.03 %
Agency Mission Johnson County Facilities Management creates and sustains safe, innovative environments and delivers high quality services to support a productive County government and community.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges, are budgeted to increase by $1,911,917 (8.02%) compared to FY 2020. The increase is due to the net impacts of: 1) transition of custodial and maintenance from Libraries to Facilities, 2) added custodians for Medical Examiner building and Library, 3) increased utility, contract custodial and other operating costs from inflation, 4) budget reductions, and 5) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Capital Projects include $2,000,000 Capital Replacement Program (CRP).
Transfers to Equipment Reserve decrease to $2,000 for FY 2021 with an additional $25,000 being moved to DTI for management of PC equipment.
FTEs increase to 181.2 in FY 2021 due to 2.0 additional custodians and transition of staff from Library and Security Manager to Sheriff.
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Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Maintenance/Building Services
Provide professional building services that enhance the quality of the workplace and extend the useful life of the buildings. Services include a well-established preventive maintenance program, response to on-call maintenance and repairs, custodial and grounds keeping functions.
Agency Revenues $ 3,467,365 $ 3,392,162 $ 5,142,125 $ 5,903,546 $ 5,903,546 14.81 % Expenditures $ 15,409,852 $ 16,078,540 $ 16,801,280 $ 15,658,400 $ 15,602,228 (7.14)% Difference $(11,942,487) $(12,686,378) $(11,659,155) $ (9,754,854) $ (9,698,682) (16.81)% FTE Positions 127.92 127.00 127.00 148.00 147.00 15.75 %
Service #2: Planning, Design, and Construction (PDC)
Provides strategic planning and project management to the built environment. Applies standards and maintains design intent through targeted and enterprise-wide programs. Provides sustainable, secure and energy efficient environments. Gathers and manages data, develops best-value solutions, selects products and systems, and manages all phases of planning, furnishing and constructing of projects.
Agency Revenues $ 332,642 $ 322,175 $ 480,161 $ 516,827 $ 516,827 7.64 % Expenditures $ 1,700,267 $ 1,825,225 $ 1,876,095 $ 4,108,931 $ 4,108,931 119.02 % Difference $ (1,367,625) $ (1,503,050) $ (1,395,934) $ (3,592,104) $ (3,592,104) 157.33 % FTE Positions 16.00 16.00 16.00 16.00 16.00 0.00 %
Service #3: County Internal Services
Process all incoming and outgoing USPS and interoffice mail in a timely and accurate manner. Provide centralized warehouse management operations including County surplus, furniture program inventory and e-waste. This major service includes purchasing and distribution for the adult detention Centers commodities. Provide courier delivery service between County buildings.
Agency Revenues $ 12,421 $ 17,604 $ 17,604 $ 17,604 $ 17,604 0.00 % Expenditures $ 512,355 $ 607,077 $ 616,372 $ 621,377 $ 621,377 0.81 % Difference $ (499,934) $ (589,473) $ (598,768) $ (603,773) $ (603,773) 0.84 % FTE Positions 5.00 5.00 5.00 5.00 5.00 0.00 %
Service #4: Energy and Utility Management
Implement and oversee the countywide energy management program targeting utilities to conserve energy and manage utility costs. This major service includes management of utility consumption and costs for most County operated facilities.
Agency Revenues $ 5,396,669 $ 5,459,431 $ 5,459,431 $ 5,344,330 $ 5,344,330 (2.11)% Expenditures $ 5,289,165 $ 5,549,219 5,066,084 $ 5,633,721 $ 5,633,721 11.20 % Difference $ 107,504 $ (89,788) $ 393,347 $ (289,391) $ (289,391) (173.57)% FTE Positions 0.54 0.54 0.54 1.00 1.00 85.19 %
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Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #5: Administration Services
Provides department-wide executive and administrative leadership and support, including budget & financial management, performance measurement, fleet management, physical security and manage real estate transactions and commercial leases for the County.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 1,361,927 $ 1,353,669 $ 624,737 $ 1,298,919 $ 1,298,919 2.39 % Difference $ (1,361,927) $ (1,353,669) $ (624,737) $ (1,298,919) $ (1,298,919) 2.39 % FTE Positions 10.20 10.20 10.20 9.20 9.20 0.00 %
Service #6: Printing/Copying Services
Provide high quality, timely and efficient print services including promotional products and print project management for County departments and other government agencies in a cost effective manner.
Agency Revenues $ 510,534 $ 544,833 $ 544,833 $ 544,833 $ 544,833 0.96 % Expenditures $ 507,403 $ 536,921 $ 523,001 $ 539,978 $ 539,978 1.09 % Difference $ 3,131 $ 7,912 $ 21,832 $ 4,855 $ 4,855 (7.13)% FTE Positions 3.00 3.00 3.00 3.00 3.00 0.00 %
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Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Maintenance/ Increased Facility Operating Priority: 1 Major Service Building Services
Facilities Management is responsible for utilities, maintenance, custodial, and groundskeeping services. This request is for facility operating expenses for the Sheriffs Fleet and Vehicle Storage, Crime Lab and Medical Examiner. In addition, additional expenditure authority is requested for utility bill data entry and commodities.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 185,690 $ 185,690 $ 185,690 $ 185,690 Difference $ (185,690) $ (185,690) $ (185,690) $ (185,690) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022 Maintenance/ Contract Custodial Priority: 2 Major Service Building Services
Increase the budget for Contract Custodial Cleaning services by $176,091. The increase is the effect of inflation, cost increases over 2 years, the addition of services not accounted for in the prior service contracts, and to add six Library facilities and the Sheriffs Fleet building to the service contract.
Agency Revenue $ 155,751 $ 155,751 $ 155,751 $ 155,751 Expenditures $ 331,842 $ 331,842 $ 331,842 $ 331,842 Difference $ (176,091) $ (176,091) $ (176,091) $ (176,091) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022 Maintenance/ Custodial Tech II - Library Priority: 3 Major Service Building Services
The Library system has committed to substantially improve their buildings through building replacements and major capital improvements. These works are increasing the size of some buildings and the complexity of cleaning needs for these buildings. The additional FTE is required to sufficiently maintain the cleanliness of these buildings and provide (limited) relief during absences within the custodial team.
Agency Revenue $ 58,343 $ 58,343 $ 56,600 $ 56,600 Expenditures $ 56,345 $ 55,119 $ 59,689 $ 59,689 Difference $ 1,998 $ 3,224 $ (3,089) $ (3,089) FTE 1.00 1.00 1.00 1.00
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Capital Improvement Program (CIP) Title: Capital Replacement Program (CRP) Year Placed: 2021 Year Placed: 2021 This on-going capital project account has been set up to address the maintenance needs of a large number of the County's buildings. Projects in 2021 and 2022 request include the investigation, repair, replacement and upgrades to building systems and their individual components. Examples of building systems contained in the CRP include: heating, ventilation and air conditioning (HVAC), e.g. remote terminal units, air handling units, etc.; exterior building envelope, e.g. roofs, building skin, windows, doors, exterior signage, etc.; Description: vertical systems, e.g. stairs, elevators, etc.; mechanical, electrical and plumbing (MEP) systems, e.g. restrooms, sewers, panels, switchgear; dock lifts, life safety systems, e.g. fire sprinklers, alarms, etc.; structural systems, e.g. foundations, slabs, roof framing, etc.; interior construction, e.g. partition walls, ceilings, doors, finishes, etc.; site work, e.g. sidewalks, grading, parking, stormwater systems, etc. This project was requested at $2,450,000 for FY 2021 but is included in the FY 2021 Budget at $2,000,000. Future years will be evaluated with each budget process to determine adequate funding.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $2,000,000 $ 3,150,000 $ 5,975,000 $ 5,400,000 $ 6,950,000 $ 23,475,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 Total $2,000,000 $ 3,150,000 $ 5,975,000 $5,400,000 $6,950,000 $ 23,475,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Major Asset Replacement Projects (MARP) Year Placed: 2021 This project is to address several of the larger capital replacement projects that would normally fit under the Facilities Capital Replacement Program (CRP). Due to the magnitude of cost, several larger capital replacement projects are included in this request that would normally be included in the Capital Replacement Program (CRP). Projects identified as priorities for 2021 include: the replacement exterior Description: wall siding at New Century Adult Detention Center (Phase 2), County Administration freight and passenger elevators renewal, and replacement of the roof at Transit Operations. Projects shown in 2022 include the replacement of roofs at the North Central Multi-Service Center, Olathe Central Booking and Sheriff Training. This project was placed in the FY 2021 budget at $2,785,000.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 2,785,000 $ 1,470,000 $ 1,300,000 $ 1,275,000 $ 1,265,000 $ 8,095,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 2,785,000 $ 1,470,000 $ 1,300,000 $ 1,275,000 $ 1,265,000 $ 8,095,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
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Capital Improvement Program (CIP) Title: Americans with Disabilities Act (ADA) Compliance Year Placed: 2022 The purpose of this project is to execute work identified in the County's ADA Transition Plan which is a Federal Law requirement. This project has evolved from the County's ongoing ADA in house study of barriers that affect access to programs and services provided within. All County-sponsored programs and services must be available to all members of the public, regardless of disability, as mandated by the ADA. This project is to eliminate readily achievable barriers according to 2010 Description: ADA Standards for Accessible Design. The ongoing detailed review of all County facilities as well as new ADA regulations indicate numerous and varied modifications are required. This is a multi-year approach to addressing the various ADA issues. The 2021 amount prioritizes parking, getting to the building, what items are used in buildings and bathrooms. This on-going project was not funded in the FY 2021 Budget and will be reviewed in FY 2022.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 447,000 $ 450,000 $ 452,000 $ 512,000 $ 1,861,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 447,000 $ 450,000 $ 452,000 $ 512,000 $ 1,861,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Northeast Office Flex Space Build Out Year Placed: NA
This request is for design services and construction for the build-out of unfinished/ unoccupied Northeast Office space formerly occupied by Crime Lab. This overall effort is in support of project/construction work associated with the new Human Services Building (HSB) project by offering flexible use and temporary office space Description: for departments affected by that project. After the space is no longer needed for the immediate HSB project, the finished space will support growth of new (and/or relocation of existing) services at this location, as Northeast Office has been identified as a public multi-service campus site in the Strategic Facilities Master Plan. Funding was requested in FY 2021 CIP but is not in the current 5 year CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 911,630 $ 0 $ 0 $ 0 $ 0 $ 911,630 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 911,630 $ 0 $ 0 $ 0 $ 0 $ 911,630
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
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Capital Improvement Program (CIP) Title: Household Hazardous Waste New Facility Year Placed: 2022
This request is to secure funding for a strategic plan/study of a new Household Hazardous Waste (HHW) Facility that incorporates operation process planning between the county and the city of Olathe to build a facility to support Johnson County/Olathe. The proposed study would incorporate the previous programmatic study with potential site layout, road access and potential relocation of existing Description: buildings to determine the schematic design and construction services needs for 2022. The current Household Hazardous Waste facility is located at the Nelson Wastewater Treatment Plant in Mission, KS and will be demolished as part of the plant remodel. This request was requested to for FY 2021 but has been placed in FY 2022 CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 150,000 $ 0 $ 0 $ 0 $ 150,000 Design & Construction $ 0 $ 1,720,000 $ 1,480,000 $ 0 $ 0 $ 3,200,000 Equipment $ 0 $ 0 $ 1,300,000 $ 0 $ 0 $ 1,300,000 Total $ 0 $ 1,870,000 $ 2,780,000 $ 0 $ 0 $ 4,650,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Med-Act Roe Facility Year Placed: 2021
MED-ACT has co-located with CFD#2 at this location since approximately 1990. In April 2019, CFD#2 vacated this building and moved into a new station to better meet their response needs. This new station is not strategically optimal for MED-ACTs deployment. At that time MED-ACT opted to remain in this original station with the consent of the fire district. The current location of this station is optimal for MED-ACTs deployment and plays an integral role in meeting response time performance in this area of the county. There is Description: significant remediation needed at this location due to mold and County Facilities has been working toward the remediation. This request is to fund the remediation work and not in the FY 2021 budget because to be done in FY 2020. ** Original submittal was for the purchase and building a new facility totaling $3,350,000, however with the purchase of the existing building effective in 2020 is has been lowered to the remediation costs of $350,000 from reserves in 2020.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Land Acquisition $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
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Capital Improvement Program (CIP) Title: Med-Act New Lenexa Facility Year Placed: 2024 This project request is to find property in the present MED-ACT #1135 (9224 Haskins, Lenexa) response area suitable to build a Med-Act station. MED-ACT will be able to continue an optimal response time by remaining in this area. MED- ACT has resided at the 9224 Haskins location via a long term lease agreement with the City of Lenexa since approximately 1979. During this time, MED-ACT has been responsible for all building maintenance and repairs. The building has exceeded its useful life. During 2017, an air quality issue was discovered in the living quarters of the station and was remediated at a cost of $35,000 paid by Description: Med-Act with repairs implemented by Facilities. In fourth quarter 2018, the City of Lenexa gave MED-ACT 3 year notice (December 31, 2021) to vacate the station for their downtown redevelopment plan. The Facilities Department has worked with Med-Act to identify a Strategic Facility Master Plan (SFMP) for their department over the next 15 years. As a result of the SFMP and the City’s notice to vacate the need for a new Med-Act Station was identified. This project request will require the acquisition of property to construct and equip a new MED-ACT station. This project was requested for FY 2021 but has been deferred to a future year. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Land Acquisition $ 0 $ 0 $ 0 $ 870,000 $ 0 $ 870,000 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 2,600,000 $ 0 $ 2,600,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 3,470,000 $ 0 $ 3,470,000 Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Med-Act New Shawnee Facility Year Placed: 2021 The Facilities Department has worked with Med-Act to identify a Strategic Facility Master Plan (SFMP) for their department over the next 15 years. As a result of the SFMP the need for a new Med-Act Shawnee station was identified. This station is needed to house an ambulance that will stabilize the response times within the West Central part of Johnson County. Currently, in this area, Med-Act consistently Description: falls short of its response time performance standard of arriving within 10 minutes 90% of the time. Without locating a station in this area, it is expected Med-Act will continue to fall below the mark. The project will require the acquisition of property to construct and equip a new MED-ACT station. This request is in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Land Acquisition $ 520,000 $ 0 $ 0 $ 0 $ 0 $ 520,000 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 2,600,000 $ 0 $ 0 $ 0 $ 0 $ 2,600,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 3,120,000 $ 0 $ 0 $ 0 $ 0 $ 3,120,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
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Capital Improvement Plan (CIP) Title: Med-Act New Olathe Facility Year Placed: 2022 This request is to construct a new Med-Act prototype station built on the former ACT site on Spruce Street in Olathe once demolished. Current response time for Med-Act is driving the need for this Olathe location. With the requested addition of 2 new ambulances for service stabilization in the North Central and West Central Description: parts of Johnson County an additional location is warranted. Current performance projections show that beginning in 2021, without additional sites, Med Act will be at their minimum threshold. This project was requested in FY 2021 CIP but has been deferred to a future year.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 2,600,000 $ 0 $ 0 $ 0 $ 2,600,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 2,600,000 $ 0 $ 0 $ 0 $ 2,600,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Energy Conservation Measures Year Placed: NA
Addressing the County's commitment to sustainability by reducing energy consumption and reducing greenhouse gas emissions, this request is to fund energy conservation projects in order to control overall utility usage and costs in a proactive manner. Conservation projects would be created and implemented based on return of investment and the reduction of utility consumption. The use Description: of various utilities is a costly expense for the County and there is a need to effectively monitor and manage these expenses. This becomes more important as the cost of utilities typically rises through the course of time. Reducing the consumption of utilities (energy) is important in controlling the overall cost of operating County buildings. Being proactive in our approach will increase the benefit of these projects. Funding for this request is not in the current 5 year CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 Equipment $ 85,000 $ 85,000 $ 85,000 $ 85,000 $ 85,000 $ 425,000 Total $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-33 Facilities
Capital Improvement Plan (CIP) Title: Med-Act 191st and Lackman Remodel Year Placed: 2025 MED-ACT has a projected need for housing reserve units and other response assets in 2022 as the JCFD2 ambulance service transition to Med-ACT will have already occurred and the final phase of the OPFD Partnership transition will occur. The acquisition of the location will ensure reserve ambulances are properly housed and compliant with Kansas statutes. Additionally, it will create shared space Description: opportunities with other county departments (Public Works and Sheriff) who need office space and staging location in this area of the county. JCFD2 is dissolving, which means this station at 191st & Lackman Rd will become available. This space will require minimal revisions to the existing facility. This was a FY 2022 request but placed in 2025 CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Land Acquisition $ 0 $ 0 $ 0 $ 0 $ 475,000 $ 475,000 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 900,000 $ 900,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 1,375,000 $ 1,375,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Elections Parking Lot Phase 2 Year Placed: NA The Johnson County Elections Office by law, is required to be an advance voting location. Advance voting occurs at all levels of government including municipal, county, state and national elections. There is need to establish more parking and safe vehicular egress in and out of the property for all voters, election staff and volunteers. The County purchased adjacent property in 2012 in anticipation for this need. A 2018 project (Phase 1) addressed the needs to create a safer Description: environment for pedestrians and vehicle egress and flow on the property by reconfiguring the front portion of the property and the addition of a drive thru voting drop off lane. This project (Phase 2) will continue the enhancements to the site providing for a safer environment for vehicles and pedestrians with improved traffic flow, additional parking, additional site lighting, and improved site drainage. This project was requested in FY 2021 CIP but is not currently in the 5-year plan.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 715,000 $ 0 $ 0 $ 0 $ 0 $ 715,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 715,000 $ 0 $ 0 $ 0 $ 0 $ 715,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-34 Facilities
Capital Improvement Plan (CIP) Title: Energy Retrofit Year Placed: 2023 This request is a continuation of the lighting retrofit project funded in 2012. The funding request will allow the County to continue Energy Retrofit through lighting, mechanical, electrical, and plumbing (MEP) solutions. For the lighting portion, the goal is to generate operating cost savings yielding simple paybacks of less than five years. The project will also improve interior and exterior lighting systems where needed for more appropriate and better lighting levels. Additional operating efficiency would be achieved through organization-wide standardization of lamp and ballast types for replacement. The goals for MEP Solutions are to realize cost Description: savings yielding simple paybacks of less than ten years. The project will also improve MEP systems where needed for more appropriate and better thermal comfort, ventilation and resource consumption. Additional operating efficiency would be achieved through organization-wide standardization of equipment types for replacement, where possible. These funds will extend the goals above to all county-owned facilities, regardless of department/agency maintenance responsibility, except Wastewater facilities. Funding is requested for FY 2022 and will be reviewed during the 2022 budget process, currently placed in FY 2023.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 500,000 $ 0 $ 0 $ 500,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 500,000 $ 0 $ 0 $ 500,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Med-Act Headquarters Year Placed: NA MED-ACT has a projected need in 2024 to increase its warehouse and fleet storage size. As MED-ACT continues to grow, the need for storage of reserve ambulances, and supporting response units will continue to increase as well. The current MED- ACT Support Services facility will soon reach its maximum capacity, which will significantly limit the necessary utility for this location. The MED-ACT headquarters is located at a different site than the Support Services facility and is generally Description: removed from operational locations. This limits our continuity of operations and lends to a less efficient way of achieving our mission. A centralized headquarters facility would allow MED-ACT to become more efficient in many areas of its administrative duties including operations, education/training, logistics support of equipment and vehicles. Funding is requested for FY 2023 but not currently in the 5 year CIP. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Land Acquisition $ 0 $ 0 $ 880,000 $ 0 $ 0 $ 880,000 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $15,000,000 $ 0 $ 0 $ 15,000,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $15,880,000 $ 0 $ 0 $ 15,880,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-35 Facilities
Capital Improvement Plan (CIP) Title: Elections Office Remodel Year Placed: 2023 This request is for design services and construction for an interior remodel of the Election facility to support programmatic needs, growth, security enhancements and accessibility improvements. The current facility experiences significant challenges regarding the flow of voters and staff through the building during elections, including early voting. Some of these challenges include inadequate interior space for voter queuing, narrow paths of travel and congestion in public Description: spaces, and poor accessibility of the facility. The goal of the project is to alter the layout of the space to accommodate increases in voter population (especially for advanced voting), improvements to the physical security of the space including separation of public and staff, ADA deficiencies in both public and staff spaces, and storage needs associated with new voting machines and equipment. Funding is requested for FY 2022 and will be reviewed during the FY 2022 process but currently placed in FY 2023.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Land Acquisition $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 320,000 $ 0 $ 0 $ 320,000 Equipment $ 0 $ 0 $ 0 $ 2,800,000 $ 0 $ 2,800,000 Total $ 0 $ 0 $ 320,000 $ 2,800,000 $ 0 $ 3,120,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: County Building Signage Improvements Year Placed: 2022 Upgrade and/or replace existing exterior signage at multiple Johnson County building locations. Exterior signage includes directional street and parking lot signage, monument signage, and building signage. The current County building signage does not allow the Public to adequately locate facilities. Visual communication is lacking with the County's current wayfinding signage. This is Description: due to many factors including poor positioning of signage locations, deteriorated signage, poor quality of the sign, outdated and lack of information, incorrect sizing of lettering, and the absence of a sign on the premises. This project was requested in FY 2021 but deferred to FY 2022.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 150,000 $ 140,000 $ 105,000 $ 92,500 $ 487,500 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 150,000 $ 140,000 $ 105,000 $ 92,500 $ 487,500
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-36 Facilities
Capital Improvement Plan (CIP) Title: Johnson County Developmental Supports (JCDS) Remodel and Office Reconfigure Year Placed: 2025
This request is for design services and construction for a remodel of the administrative office area and Retirement Services area at the Elmore Center to support future growth and programmatic changes of Johnson County Developmental Supports (JCDS). In 2019, Facilities assisted JCDS in a programming study to evaluate current space needs, projected future growth, and Description: changes in how programs and support services are being provided for their clients that impact the departments use of space. This study uncovered key space needs related to accommodating continued growth of Retirement Services enrollment, supporting client community engagement and the growth of these program types and planning for overall staff growth within the next five to ten years. This project was requested for FY 2023 and currently in FY 2025.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 1,380,000 $ 1,380,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 450,000 $ 450,000 Total $ 0 $ 0 $ 0 $ 0 $ 1,830,000 $ 1,830,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Wastewater Office Expansion , Sunset Drive Office BLDG Year Placed: NA
Request for modification/additional space for Wastewater Offices at the Sunset Drive Office Building (SDOB), moving DHE staff to new HSB and moving Wastewater operation and maintenance (O&M) administration and engineering staff from Nelson Wastewater Treatment Facility to SDOB. As part of the upcoming Nelson Wastewater Treatment Facility upgrade, the current Nelson Administration Description: Building will be demolished. The building currently houses O&M administration staff and engineering staff. A new facility or office area will be needed for approximately 25 staff. In addition, as part of the Integrated Planning efforts, office area will be needed for external staff that will assist in the program execution. This project was requested for FY 2022 but currently not in the 5 year CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 85,000 $ 0 $ 0 $ 0 $ 85,000 Equipment $ 0 $ 65,000 $ 0 $ 0 $ 0 $ 65,000 Total $ 0 $ 150,000 $ 0 $ 0 $ 0 $ 150,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-37 Facilities
Capital Improvement Plan (CIP) Title: Fleet Maintenance Building Expansion Year Placed: NA Fleet Maintenance continues to expand their service responsibilities regarding vehicle maintenance and the number of Johnson County Departments served. Fleet Services has identified the need for additional service bays to accommodate the expanded services. The original design of the Public Works Maintenance Building, future expansion of the building was considered. Serving of MedAct vehicles is one example of expansion which has increased the need for additional Description: service bays. In addition, as the County evolves to include additional CNG vehicles in their fleet this expansion will allow the County to meet the code requirements for servicing CNG vehicles. The current building does not meet the CNG code requirements. This project was requested for FY2023 - FY 2024 and currently not in the 5 year plan.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 273,000 $ 1,997,000 $ 0 $ 2,270,000 Equipment $ 0 $ 0 $ 0 $ 92,000 $ 0 $ 92,000 Total $ 0 $ 0 $ 273,000 $ 2,089,000 $ 0 $ 2,362,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 12,000 $ 12,000 $ 24,000 Commodities $ 0 $ 0 $ 0 $ 13,000 $ 13,000 $ 26,000 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 25,000 $ 25,000 $ 50,000
Page K-38 Fleet Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 1,521,571 $ 3,011,357 $ 2,836,357 $ 3,158,920 $ 3,158,920 11.37 % Use of Assets $ 66,925 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 1,588,496 $ 3,011,357 $ 2,836,357 $ 3,158,920 $ 3,158,920 11.37 %
Use of Carryover $ 0 $ 126,536 $ 126,536 $ 0 $ 0 0.00 % Interfund Transfer $ 1,415,080 $ 100,000 $ 325,000 $ 366,541 $ 366,541 12.78 % Total Other Agency Revenues $ 1,425,606 $ 226,536 $ 451,536 $ 379,546 $ 379,546 (15.94)%
a) Total Agency Revenues $ 3,014,102 $ 3,237,893 $ 3,287,893 $ 3,538,466 $ 3,538,466 7.62 %
Expenditures Personnel $ 1,013,094 $ 1,016,545 $ 1,043,391 $ 1,062,341 $ 1,062,341 1.82 % Contractual Services $ 329,958 $ 646,148 $ 485,756 $ 317,419 $ 317,419 (34.65)% Commodities $ 1,551,130 $ 1,533,279 $ 1,716,949 $ 2,044,155 $ 2,044,155 19.06 % Capital Outlay $ 0 $ 28,818 $ 28,818 $ 100,000 $ 100,000 247.01 % Subtotal $ 2,894,182 $ 3,224,790 $ 3,274,914 $ 3,523,915 $ 3,523,915 7.60 %
Miscellaneous $ 0 $ 124 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 0 $ 124 $ 0 $ 0 $ 0 0.00 %
Expenditures Subtotal $ 2,894,182 $ 3,224,914 $ 3,274,914 $ 3,523,915 $ 3,523,915 7.60 %
Vehicle Equivalent Units $ 3,516 $ 0 $ 0 $ 0 $ 0 0.00 % Risk Management Charges $ 7,523 $ 12,979 $ 12,979 $ 14,551 $ 14,551 12.11 %
b) Total Expenditures $ 2,905,221 $ 3,237,893 $ 3,287,893 $ 3,538,466 $ 3,538,466 7.62 %
Difference: b) minus a) $ 108,881 $ 0 $ 0 $ 0 $ 0 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 12.80 12.80 12.80 12.80 12.80 0.00 % Total FTE Positions 12.80 12.80 12.80 12.80 12.80 0.00 %
Agency Mission
To provide County departments and agencies with vehicles and equipment necessary to provide services to their stakeholders in a safe, efficient and reliable manner.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units and Risk Management charges, are budgeted to increase by $249,001, 7.60% compared to FY 2020. The increase is due to the net impact of: 1) increased commodity purchases, 2) increased capital equipment purchases, and 3) the budgeted salary and benefit increases included in the budget parameters.
FTEs are to remain constant at 12.8 for FY 2021.
Page K-39 Fleet Services
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Fleet Services
Provide County departments and agencies with management and administration of vehicles and equipment necessary to provide services to their stakeholders in a safe, efficient and reliable manner.
Agency Revenues $ 3,014,102 $ 3,237,893 $ 3,287,893 $ 3,538,466 $ 3,538,466 7.62% Expenditures $ 2,894,182 $ 3,224,914 $ 3,274,914 $ 3,523,915 $ 3,523,915 7.60% Difference $ 119,920 $ 12,979 $ 12,979 $ 14,551 $ 14,551 12.11% FTE Positions 12.80 12.80 12.80 12.80 12.80 0.00%
Page K-40 Human Resources
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 3,298 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 3,298 $ 0 $ 0 $ 0 $ 0 0.00 %
Miscellaneous $ 832 $ 15,000 $ 15,000 $ 15,000 $ 15,000 0.00 % Interfund Transfer $ 167,979 $ 180,573 $ 180,573 $ 201,760 $ 201,760 11.73 % Total Other Agency Revenues $ 168,811 $ 195,573 $ 195,573 $ 216,760 $ 216,760 10.83 %
a) Total Agency Revenues $ 172,109 $ 195,573 $ 195,573 $ 216,760 $ 216,760 10.83 %
Expenditures Personnel $ 2,759,000 $ 2,953,318 $ 2,825,916 $ 3,074,982 $ 2,975,117 5.28 % Contractual Services $ 233,827 $ 273,338 $ 280,338 $ 240,588 $ 237,563 (15.26)% Commodities $ 40,131 $ 40,819 $ 40,819 $ 33,819 $ 33,819 (17.15)% Capital Outlay $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00 % Subtotal $ 3,032,958 $ 3,272,475 $ 3,152,073 $ 3,354,389 $ 3,251,499 3.15 %
Transfer to Equipment Reserve $ 38,580 $ 13,580 $ 13,580 $ 1,580 $ 1,580 (88.37)%
Subtotal $ 39,590 $ 13,580 $ (61,709) $ 1,580 $ 1,580 (102.56)%
Expenditures Subtotal $ 3,072,548 $ 3,286,055 $ 3,090,364 $ 3,355,969 $ 3,253,079 5.27 %
Risk Management Charges $ 5,343 $ 6,062 $ 6,062 $ 7,486 $ 7,486 23.49 %
b) Total Expenditures $ 3,077,891 $ 3,292,117 $ 3,096,426 $ 3,363,455 $ 3,260,565 5.30 %
Difference: b) minus a) $ (2,905,782) $ (3,096,544) $ (2,900,853) $ (3,146,695) $ (3,043,805) 4.93 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 27.01 27.01 27.01 28.01 27.01 0.00 % Total FTE Positions 27.01 27.01 27.01 28.01 27.01 0.00 %
Agency Mission
The Department of Human Resources' mission is to support the County's mission by partnering with Johnson County departments and agencies to deliver superior customer service and maximize the potential of our greatest asset - our employees.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $99,426 (3.15%) compared to FY 2020. The increase is primarily due to 1) 2020 budget reductions and vacancy savings of $75,289, 2) the 2021 budget reductions of $49,775, and 3) the net of the budgeted salary and benefit increases included in the budget parameters,
Transfer to Equipment Reserve is budgeted to decrease to $1,580 for DTI consolidation.
FTEs remain constant at 27.01 FTE for FY 2021.
Page K-41 Human Resources
Page K-42 Human Resources
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Talent and Performance Management
Provides direct client support to departments/agencies in the areas of recruitment and retention and develops strategies to address current and anticipated workforce trends. Develops and conducts employee training and development programs. Administers employee performance management system to ensure timely and meaningful development and completion of performance plans and evaluations.
Agency Revenues $ 68,844 $ 78,229 $ 78,229 $ 86,704 $ 86,704 10.83% Expenditures $ 1,229,019 $ 1,314,423 $ 1,236,145 $ 1,301,232 $ 1,301,232 5.27% Difference $ (1,160,175) $ (1,236,194) $ (1,157,916) $ (1,214,528) $ (1,214,528) 4.89% FTE Positions 10.75 10.75 10.75 10.75 10.75 0.00%
Service #2: Policy and Legal Compliance
Provides direct employee relations support to departments/agencies, including the development and application of HR Policies and Procedures and oversight of employment-related legal matters (FLSA, FMLA, etc.)
Agency Revenues $ 61,959 $ 70,406 $ 70,406 $ 78,034 $ 78,034 10.83% Expenditures $ 1,106,117 $ 1,182,979 $ 1,112,531 $ 1,273,998 $ 1,171,108 5.27% Difference $ (1,044,158) $ (1,112,573) $ (1,042,125) $ (1,195,964) $ (1,093,074) 4.89% FTE Positions 9.75 9.75 9.75 10.75 9.75 0.00%
Service #3: Workforce Metrics and Rewards
Provides direct client support to departments/agencies in the areas of classification and compensation, including administration and oversight of the County's compensation program and other service and performance recognition programs, and provides HRMS guidance and support regarding the functionality of HR-related systems. Analyzes workforce metrics to identify, address, and forecast key trends.
Agency Revenues $ 41,306 $ 46,938 $ 46,938 $ 52,022 $ 52,022 10.83% Expenditures $ 737,412 $ 788,653 $ 741,688 $ 780,739 $ 780,739 5.27% Difference $ (696,106) $ (741,715) $ (694,750) $ (728,717) $ (728,717) 4.89% FTE Positions 6.51 6.51 6.51 6.51 6.51 0.00%
Page K-43 Human Resources
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Policy and Legal Sr. HR Partner Priority: 1 Major Service Compliance
Over the past decade, HRD has addressed many performance and process challenges and has become a trusted and sought-after resource. Every department and agency that previously staffed their own professional HR team (with one exception) has requested that HR services be provided centrally. HRD has absorbed this function, along with some of the FTEs previously assigned to perform HR functions in those departments and agencies. With this centralization came the responsibility for supporting a significantly higher number of employees, supervisors, and managerial staff throughout the organization. In addition to traditional HR support, over time, HRD has become a critical partner in this organization and is increasingly involved in department/agency and countywide strategic initiatives related to staffing, employee engagement, retention, and increasing performance. As such, HRD is struggling to keep up with increased demand for partnership and heightened organizational expectations and is doing its best to maintain high levels of customer support. As such, HRD is requesting an additional Sr. HR Partner.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 103,158.00 $ 0.00 $ 108,820.00 $ 0.00 Difference $ (103,158.00) $ 0.00 $ (108,820.00) $ 0.00 FTE 1.00 0.00 1.00 0.00
Page K-44 Legal
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 15,746 $ 14,002 $ 14,002 $ 14,282 $ 14,282 2.00 % Total Agency Fees & Charges $ 15,746 $ 14,002 $ 14,002 $ 14,282 $ 14,282 2.00 %
Miscellaneous $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % a) Total Agency Revenues $ 15,746 $ 14,002 $ 14,002 $ 14,282 $ 14,282 2.00 %
Expenditures Personnel $ 2,104,915 $ 2,118,747 $ 1,825,734 $ 2,156,467 $ 2,156,467 18.12 % Contractual Services $ 62,369 $ 79,175 $ 79,175 $ 79,175 $ 79,175 0.00 % Commodities $ 17,903 $ 25,760 $ 25,760 $ 25,760 $ 25,760 0.00 % Subtotal $ 2,185,387 $ 2,223,682 $ 1,930,669 $ 2,261,402 $ 2,261,402 17.13 %
Transfer to Equipment Reserves $ 9,954 $ 9,954 $ 9,954 $ 1,954 $ 1,954 (80.37)%
Subtotal $ 10,014 $ 9,954 $ (13,877) $ 1,954 $ 1,954 (114.08)%
Expenditures Subtotal $ 2,195,401 $ 2,233,636 $ 1,916,792 $ 2,263,356 $ 2,263,356 18.08 %
Risk Management Charges $ 3,151 $ 3,746 $ 3,746 $ 4,522 $ 4,522 20.72 % b) Total Expenditures $ 2,198,552 $ 2,237,382 $ 1,920,538 $ 2,267,878 $ 2,267,878 18.09 %
Difference: b) minus a) $ (2,182,806) $(2,223,380) $ (1,906,536) $ (2,253,596) $(2,253,596) 18.20 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 14.00 14.00 14.00 14.00 14.00 0.00 % Total FTE Positions 14.00 14.00 14.00 14.00 14.00 0.00 %
Agency Mission
To provide quality legal services for and on behalf of Johnson County Government and its officials, effectively representing the legal interests of the County and assisting County officials in the administration and delivery of services to citizens.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $330,733 (17.13%) compared to FY 2020. This increase is due to the impact of a one-time $311,988 budget reduction for FY 2020 and the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $1,954 for FY 2021 due to PC purchasing consolidation in DTI.
FTEs remain constant at 14.0 for FY 2021.
Page K-45 Legal
Agency Goals & Performance Measures
Service Delivery Goals and Associated Performance Measures
Actual Estimated Estimated 2019 2020 2021 1) Provide high quality and responsive legal services in a professional and friendly manner. N/A N/A N/A (A) Provide accessibility to staff and services. Respond to calls and emails within 24 (B) hours. Establish realistic objectives and (C) timelines for delivery of legal services Provide quality product that officials readily accept and (D) successfully act upon. 2) Represent the interest of the County and its officials in legal proceedings and act to minimize risk and ensure compliance with laws and policies. N/A N/A N/A Appear at and present position of County (A) in legal proceedings.
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021 % of times that targeted goals and 1) deadlines are met. 95% 95% 95% Positive feedback in Legal Needs Assessment 2) meetings with departments. 95% 95% 95% NOTE: Our goal is 90% or better on all of 3) the above.
Page K-46 Legal
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Legal Services
Provide legal advice and opinions to departments and officials, prepare/review legal documents, and make recommendations on procedures and actions of County departments and officials.
Agency Revenues $ 15,746 $ 14,002 $ 14,002 $ 14,282 $ 14,282 2.00% Expenditures $ 2,195,401 $ 2,233,636 $ 1,916,792 $ 2,263,356 $ 2,263,356 18.08% Difference $ (2,179,655) $ (2,219,634) $ (1,902,790) $ (2,249,074) $ (2,249,074) 18.20% FTE Positions 14.00 14.00 14.00 14.00 14.00 0.00%
Page K-47 Risk Management
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 2,675,869 $ 2,852,287 $ 2,852,287 $ 3,736,175 $ 3,736,175 30.99 % Total Agency Fees & Charges $ 2,675,869 $ 2,852,287 $ 2,852,287 $ 3,736,175 $ 3,736,175 30.99 %
Use of Carryover $ 0 $ 0 $ 0 $ 475,446 $ 475,446 0.00 % Miscellaneous $ (140,050) $ 10,603 $ 10,603 $ 12,425 $ 12,425 17.18 % Intrafund Transfers $ 1,831,171 $ 1,893,303 $ 1,893,303 $ 2,589,477 $ 2,589,477 36.77 % Interest $ 32,471 $ 61,553 $ 12,603 $ 4,811 $ 4,811 (61.83)% Total Other Agency Revenues $ 1,723,592 $ 1,965,459 $ 1,916,509 $ 3,082,159 $ 3,082,159 60.82 % a) Total Agency Revenues $ 4,399,461 $ 4,817,746 $ 4,768,796 $ 6,818,334 $ 6,818,334 42.98 %
Expenditures Personnel $ 461,023 $ 469,010 $ 469,569 $ 478,633 $ 478,633 1.93 % Contractual Services $ 2,047,855 $ 2,434,257 $ 2,434,257 $ 3,724,893 $ 3,724,893 53.02 % Commodities $ 2,138 $ 10,822 $ 10,822 $ 14,172 $ 14,172 30.96 % Capital Outlay $ 0 $ 5,800 $ 5,800 $ 5,800 $ 5,800 0.00 % Subtotal $ 2,511,016 $ 2,919,889 $ 2,920,448 $ 4,223,498 $ 4,223,498 44.62 %
Interfund Transfers $ 3,240 $ 3,200 $ 3,200 $ 3,200 $ 3,200 0.00 % Intrafund Transfers $ 1,831,170 $ 1,893,303 $ 1,893,303 $ 2,589,477 $ 2,589,477 36.77 %
Subtotal $ 1,834,450 $ 1,896,503 $ 1,896,503 $ 2,592,677 $ 2,592,677 36.71 %
Expenditures Subtotal $ 4,345,466 $ 4,816,392 $ 4,816,951 $ 6,816,175 $ 6,816,175 41.50 %
Vehicle Equivalent Units $ 339 $ 349 $ 349 $ 1,066 $ 1,066 205.44 % Risk Management Charges $ 838 $ 1,005 $ 1,005 $ 1,093 $ 1,093 8.76 % b) Total Expenditures $ 4,346,643 $ 4,817,746 $ 4,818,305 $ 6,818,334 $ 6,818,334 41.51 %
Difference: b) minus a) $ 52,818 $ 0 $ (49,509) $ 0 $ 0 (100.00)%
Tax Revenues Ad Valorem Support $ 0 $ 0 $ 0 $ 0 $ 0 (6.15)% Other Taxes $ 0 $ 0 $ 0 $ 0 $ 0 5.37 % Total Tax Revenues $ 0 $ 0 $ 0 $ 0 $ 0 (5.08)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 4.50 4.50 4.50 4.50 4.50 0.00 % Total FTE Positions 4.50 4.50 4.50 4.50 4.50 0.00 %
Agency Mission
To preserve County assets and public service capabilities by protecting the County against financial consequences of losses which may be catastrophic in nature. This will be achieved through cooperative partnership with departments and agencies and by establishing and maintaining employee awareness of Risk Management and safety techniques.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Risk Management and Vehicle Equivalent Unit charges, are budgeted to increase by $1,303,050 (44.62%) compared to FY 2020. This increase is due to the budgeted salary and benefit increases included in the budget parameters.
FTEs for FY 2021 are budgeted to remain constant at 4.5. Page K-48 Risk Management
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Risk Management and Safety
Develop, recommend and implement appropriate management techniques to prevent, avoid and reduce loss exposures to the County. Provide for the safety of employees by monitoring work conditions, recommending engineering and personal protective controls, implementing programs and conducting training which supports safe work practices. Coordinate with Emergency Management & Communication (EMC) to assure that emergency response plans are written, modified as needed and exercised.
Agency Revenues $ 499,766 $ 532,432 $ 532,432 $ 548,258 $ 548,258 2.97 % Expenditures $ 492,571 $ 525,500 $ 526,059 $ 538,222 $ 538,222 2.31 % Difference $ 7,195 $ 6,932 $ 6,373 $ 10,036 $ 10,036 57.48 % FTE Positions 4.50 4.50 4.50 4.50 4.50 0.00 %
Service #2: Risk Financing Develop, recommend and administer alternatives to insuring or retaining the financial protection to the varied exposures to loss.
Agency Revenues $ 1,672,737 $ 1,783,103 $ 1,783,103 $ 2,479,277 $2,479,277 39.04 % Expenditures $ 1,672,737 $ 1,783,103 $ 1,783,103 $ 2,479,277 $2,479,277 39.04 % Difference $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #3: Claims Management
Manage the Liabilities/Risk Management fund for the administration and claims handling of property and liability self-funded programs.
Agency Revenues $ 2,227,176 $ 2,502,211 $ 2,453,261 $ 3,790,799 $3,790,799 54.52 % Expenditures $ 2,180,158 $ 2,507,789 $ 2,507,789 $ 3,798,676 $3,798,676 51.48 % Difference $ 47,018 $ (5,578) $ (54,528) $ (7,877) $ (7,877) (85.55)% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Page K-49 Technology & Innovation
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 256,868 $ 270,000 $ 270,000 $ 276,000 $ 276,000 2.22 % Charges for Service $ 473,051 $ 366,990 $ 411,990 $ 419,000 $ 419,000 1.70 % Total Agency Fees & Charges $ 729,919 $ 636,990 $ 681,990 $ 695,000 $ 695,000 1.91 % Miscellaneous $ 42,156 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfer $ 614,646 $ 0 $ 600,000 $ 0 $ 0 (100.00)% Total Other Agency $ 656,802 $ 0 $ 600,000 $ 0 $ 0 (100.00)% a) Total Agency Revenues $ 1,386,721 $ 636,990 $ 1,281,990 $ 695,000 $ 695,000 (45.79)% Expenditures Personnel $ 12,674,426 $ 14,042,695 $ 13,430,507 $ 13,897,852 $13,718,959 2.15 % Contractual Services $ 3,302,172 $ 3,482,764 $ 3,504,924 $ 3,689,207 $ 3,558,307 1.52 % Commodities $ 126,424 $ 156,037 $ 134,033 $ 169,350 $ 166,150 23.96 % Subtotal $ 16,103,022 $ 17,681,496 $ 17,069,464 $ 17,756,409 $17,443,416 2.19 % Miscellaneous $ 235 $ 0 $ (153,179) $ 0 $ 0 (100.00)% Interfund Transfers $ 3,156 $ 3,000 $ 3,000 $ 3,000 $ 3,000 0.00 % Transfer to Equipment Reserve $ 340,000 $ 40,000 $ 40,000 $ 460,000 $ 457,000 1,042.50 % Transfer to Capital projects $ 1,983,810 $ 1,051,982 $ 571,617 $ 858,250 $ 658,250 15.16 % Subtotal $ 2,327,201 $ 1,094,982 $ 461,438 $ 1,321,250 $ 1,118,250 142.34 % Expenditures Subtotal $ 18,430,223 $ 18,776,478 $ 17,530,902 $ 19,077,659 $18,561,666 5.88 % Vehicle Equivalent Units $ 320 $ 476 $ 476 $ 276 $ 276 (42.02)% Risk Management Charges $ 24,294 $ 32,575 $ 32,575 $ 40,243 $ 40,243 23.54 % b) Total Expenditures $ 18,454,837 $ 18,809,529 $ 17,563,953 $ 19,118,178 $18,602,185 5.91 % Difference: b) minus a) $(17,068,116) $(18,172,539) $(16,281,963) $(18,423,178) $(17,907,185) 9.98 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 98.63 117.48 117.48 117.10 115.48 (1.70)% Total FTE Positions 98.63 117.48 117.48 117.10 115.48 (1.70)%
Agency Mission
We are dedicated to providing secure, accessible, supportable, and efficient services to County employees, partners, and the community; while fostering an engaging, collaborative, and productive environment that enables learning, creativity, and growth for our staff.
Budget Highlights
Total expenditures for FY 2021, excluding Vehicle Equivalent Units and Risk Management charges, are budgeted to increase by $1,030,764 (5.88%) compared to FY 2020. This increase is due to the net impact of 1) a one-time FY 2020 budget reduction of $651,689, 2) a FY 2021 budget reduction of $382,562, 3) a $30,000 increase related to the on-going expense of phone replacement, 4) a $417,000 increase in the transfer to equipment reserve due to transfers from other departments for consolidated PC purchasing, 5) changes to transfers to capital projects setting infrastructure maintenance at $358,250, one-time fiber expansion and maintenance at $200,000, phone replacement at $100,000 , and 6) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve increase to $457,000 for FY 2021 due to transfers from other departments for consolidated PC purchasing.
FTEs for FY 2021 decrease to 115.48 with the elimination of 2.0 FTE .
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Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Administrative Services
The Administrative Services Division provides administrative support for the department.
Agency Revenues $ 925,478 $ 274,890 $ 874,890 $ 285,000 $ 285,000 (67.42)% Expenditures $ 1,746,688 $ 2,028,734 $ 1,220,682 $ 1,898,586 $ 1,873,086 53.45 % Difference $ (821,210) $ (1,753,844) $ (345,792) $ (1,613,586) $ (1,588,086) 359.26 % FTE Positions 11.00 11.00 11.00 10.00 10.00 (9.09)%
Service #2: Enterprise Services
The Enterprise Services division provides technology solutions in the areas of application development and support, business process analysis and improvement, database development/administration and project management. It also includes GIS and mapping development and support and the development, administration and support of ORACLE.
Agency Revenues $ 456,900 $ 362,100 $ 407,100 $ 410,000 $ 410,000 0.71 % Expenditures $ 9,143,549 $ 8,973,270 $ 8,878,385 $ 8,884,966 $ 8,804,166 (0.84)% Difference $ (8,686,649) $ (8,611,170) $ (8,471,285) $ (8,474,966) $ (8,394,166) (0.91)% FTE Positions 50.63 63.48 63.48 62.48 62.48 (1.58)%
Service #3: Infrastructure Services
The Infrastructure Services Division provides technical expertise and operations support for various operating systems, application and network security, wide area and local area networks, voice communications, desktop PC's, internet services, email, and support center services. Also includes providing external IT support services through contracts to some cities, foundations, and non-profit organizations.
Agency Revenues $ 4,343 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 7,539,986 $ 7,774,474 $ 7,431,835 $ 8,294,107 $ 7,884,414 6.09 % Difference $ (7,535,643) $ (7,774,474) $ (7,431,835) $ (8,294,107) $ (7,884,414) 6.09 % FTE Positions 37.00 43.00 43.00 44.62 43.00 0.00 %
Page K-54 Technology & Innovation
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Infrastructure Improved Security Information Priority: 1 Major Service Services Security best practices, products and initiatives continue to evolve and improve in the IT industry. DTI continues to monitor our position and products as well as industry best practices, products, and services to identify areas of improvement. As such, DTI is seeking funding for two additional security products/ services to improve our security position and further protect our infrastructure, data, and users. I.Cloudflare Website Security/Performance Service: implementation of this Distributed Denial of Service (DDoS) protection software for the Countys main website JoCoGov.org. The software will provide an additional layer of security protection against malicious attacks intended to compromise websites and data, disrupt service which will damage the countys reputation for securing data. II.CIS Albert Network Monitoring (IDS/SOC): a high-performance Intrusion Detection System (IDS) that provides network security alerts for both traditional and advance network threats to help keep our systems and data secure. The product will help safeguard county IT operating systems, software and networks that are most vulnerable. Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 65,000.00 $ 0.00 $ 65,000.00 $ 0.00 Difference $ (65,000.00) $ 0.00 $ (65,000.00) $ 0.00 FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022 Infrastructure Desktop Engineering Team Priority: 2 Major Service Services
DTI provides support for approximately 4,000 county, city, fire district and non-profit employees and is directly responsible for over 2,700 desktop/laptops. These two positions will form a new Desktop Engineering team focused on ensuring our desk/laptop environment is proactively and strategically managed, and continues to be secure, patched, and supported. Currently, these responsibilities are extra duties as assigned across the Service Desk and System teams, with nether group directly accountable for a strategic, secure, and supportable plan. This gap is illustrated by our recent push to ensure all desk/ laptops are upgraded to Windows 7 prior to end of support, along with a new push to ensure we are on a supported version of Windows 10. Desk/laptops are one of the primary attack vectors for cybersecurity attacks. Additionally, these resources will focus on rationalizing the software deployed on desk/laptops, to reduce support and software licensing costs, and provide better usability to users within the County and the other entities that DTI supports.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 184,693.00 $ 0.00 $ 184,693.00 $ 0.00 Difference $ (184,693.00) $ 0.00 $ (184,693.00) $ 0.00 FTE 2.00 0.00 0.00 0.00
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Capital Improvement Program (CIP)
Title: Infrastructure Maintenance Year Placed: 2021 This is the on-going capital replacement project account that handles the maintenance of the County's IT infrastructure including the current wide area network, local area network, storage area network, servers, UPS and wireless access, security, voice and audio/visual infrastructure. Some of the 2021 replacements include: upgrades to data Description: switches, replacement of storage area networks as well as UPS and wireless components, upgrade to LAN servers, security upgrades, along with improvements to lateral wiring between closets and cubicles. Funding for this project has been included in the FY 2021 Budget. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 Equipment $ 358,250 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 3,158,250 Total $ 358,250 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 3,158,250
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Fiber Expansion & Maintenance Year Placed: 2021 The purpose of this project is to expand the County fiber network to areas of the County not currently covered and these services are deemed to be beneficial to the County. The goal is to provide a County-wide fiber network backbone to support all public organizations in the delivery of their services to Johnson County residents. The vision is to invite all public entities (cities, school districts, higher education institutions, fire districts) and possibly some private sector groups to participate with us in a cost sharing model. Work completed in the previous year has resulted in several successful Description: collaborative projects. We found this approach to be very effective in taking advantage of opportunities to expand the fiber system while optimizing both the costs (shared) and benefits. This approach has been well received among County departments and partner public entities and is our go-forward strategy for continued expansion of the fiber system. Collaborative projects completed have resulted in improved connectivity and data transmission speeds, as well as cost savings. Funding for this project is with one-time use of reserves and has been included in the FY 2021 Budget. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 200,000 $ 125,000 $ 127,000 $ 130,000 $ 130,000 $ 712,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 200,000 $ 125,000 $ 127,000 $ 130,000 $ 130,000 $ 712,000 ` Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 25,000 $ 27,000 $ 30,000 $ 30,000 $ 112,000 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 25,000 $ 27,000 $ 30,000 $ 30,000 $ 112,000
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Capital Improvement Program (CIP)
Title: Phone Replacement Year Placed: 2021
This request is to proactively plan for replacing desktop (Cisco) phones currently in use throughout the enterprise. This is to assure that telephone capabilities and services remain intact for departments and agencies and that the County's VOIP system and connected phones can continue to effectively be upgraded and supported by the vendor without impact to individual users or call centers. Current models of phones in use have been in place since approximately 2006. Cisco has since discontinued support on all Description: but a couple of the models that have been deployed. DTI requests funding to further the pilot/implementation of a soft phone solution for county users and when appropriate and necessary replace with traditional desk phones. This request is a continuation of a 5-year replacement plan that began in FY 2020 to systematically start replacing the oldest, non-supported phones across the county which affects all Enterprise VoIP users. Funding for this request is with General Fund Reserves and included in the 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 Total $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 ` Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page K-57 Treasury & Financial Management Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 43,197 $ 101,455 $ 101,455 $ 102,684 $ 102,684 1.21 % Total Agency Fees & Charges $ 43,197 $ 101,455 $ 101,455 $ 102,684 $ 102,684 1.21 %
Intergovernmental $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Miscellaneous $ 254,400 $ 225,000 $ 225,000 $ 225,000 $ 225,000 0.00 % Intrafund Transfers $ 735,535 $ 735,535 $ 645,535 $ 735,535 $ 735,535 13.94 % Cost Allocation $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 989,935 $ 960,535 $ 870,535 $ 960,535 $ 960,535 10.34 %
a) Total Agency Revenues $ 1,033,132 $ 1,061,990 $ 971,990 $ 1,063,219 $ 1,063,219 9.39 % Expenditures Personnel $ 4,610,149 $ 4,728,068 $ 4,584,502 $ 4,762,498 $ 4,762,498 3.88 % Contractual Services $ 1,783,257 $ 2,219,716 $ 2,219,716 $ 2,270,353 $ 2,170,353 (2.22)% Commodities $ 74,345 $ 112,175 $ 112,175 $ 105,725 $ 105,725 (5.75)% Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 6,467,751 $ 7,059,959 $ 6,916,393 $ 7,138,576 $ 7,038,576 1.77 %
Miscellaneous $ 697 $ 1,484 $ (272,668) $ 1,484 $ 1,484 (100.54)% Transfer to Equipment Reserve $ 15,000 $ 15,000 $ 15,000 $ 0 $ 0 (100.00)% Subtotal $ 15,697 $ 16,484 $ (257,668) $ 1,484 $ 1,484 (100.58)%
Expenditures Subtotal $ 6,483,448 $ 7,076,443 $ 6,658,725 $ 7,140,060 $ 7,040,060 5.73 % Risk Management Charges 21,088 23,400 23,400 27,570 27,570 17.82 %
b) Total Expenditures $ 6,504,536 $ 7,099,843 $ 6,682,125 $ 7,167,630 $ 7,067,630 5.77 % Difference: b) minus a) $ (5,471,404) $(6,037,853) $(5,710,135) $ (6,104,411) $(6,004,411) 5.15 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 48.15 48.15 48.15 47.15 47.15 (2.08)% Total FTE Positions 48.15 48.15 48.15 47.15 47.15 (2.08)%
Agency Mission
Treasury and Financial Management is responsible for providing the citizens, departments, agencies and employees of Johnson County with superior financial administrative services in terms of quality, timeliness, efficiency, and value while maintaining the highest levels of customer service satisfaction and accountability. This department provides entity-wide financial reporting and financial information services, bills, collects and distributes tax monies, administers an open and competitive procurement process, facilitates the surplus disposal process, issues and administers vehicle registrations and vehicle titles, maintains risk management and insurance programs, pays County obligations, directs the centralized accounting and payroll processes, administers employee benefit programs, and performs daily cash management and investment services.
Budget Highlights
Expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $122,183 (1.77%) compared to FY 2020. The increase is due primarily to the net of 1) the budgeted salary and benefit increases included in the budget parameters, 2) the 2021 budget reductions of $119,364, and 3) the 2020 budget reductions and vacancy savings.
Transfers to Equipment Reserve decrease to $0 in FY 2021 due to DTI consolidation.
FTEs for FY 2021 decrease to 47.15 due to a 2021 budget reduction of 1.0 FTE.
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Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Administration and Shared Services Provide executive, administrative, and technical support to the divisions of Treasury and Financial Management as well as provide financial and personnel related support for smaller internal County departments.
Agency Revenues $ 26,917 $ 40,000 $ 40,000 $ 40,800 $ 40,800 2.00 % Expenditures $ 887,442 $ 973,402 $ 850,535 $ 983,600 $ 983,600 15.64 % Difference $ (860,525) $ (933,402) $ (810,535) $ (942,800) $ (942,800) 16.32 % FTE Positions 7.70 7.70 7.70 7.70 7.70 0.00 %
Service #2: Financial Operations
Manage vendor records and purchasing card program as well as coordinate, process, and issue payments for payroll and accounts payable functions of the County.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 1,114,683 $ 1,302,504 $ 1,243,607 $ 1,256,953 $ 1,256,953 1.07 % Difference $ (1,114,683) $ (1,302,504) $ (1,243,607) $ (1,256,953) $ (1,256,953) 1.07 % FTE Positions 12.45 12.45 12.45 11.45 11.45 (8.03)% Service #3: Purchasing and Materials Management
Coordinate strategic sourcing of County procurements and disposal/reassignment of surplus property.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 533,642 $ 571,728 $ 540,207 $ 544,920 $ 544,920 0.87 % Difference $ (533,642) $ (571,728) $ (540,207) $ (544,920) $ (544,920) 0.87 % FTE Positions 5.00 5.00 5.00 5.00 5.00 0.00 % Service #4: Accounting and Financial Reporting
Analyze, record, and report the financial transactions and positions of the County.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 808,159 $ 831,665 $ 844,114 $ 847,126 $ 847,126 0.36 % Difference $ (808,159) $ (831,665) $ (844,114) $ (847,126) $ (847,126) 0.36 % FTE Positions 6.00 6.00 6.00 6.00 6.00 0.00 %
Service #5: Employee Benefits
Administer employee benefit programs for County personnel and retirees.
Agency Revenues $ 962,460 $ 960,535 $ 870,535 $ 960,535 $ 960,535 10.34 % Expenditures $ 1,679,156 $ 1,891,340 $ 1,802,827 $ 1,998,127 $ 1,898,127 5.29 % Difference $ (716,696) $ (930,805) $ (932,292) $ (1,037,592) $ (937,592) 0.57 % FTE Positions 4.00 4.00 4.00 4.00 4.00 0.00 %
Page K-62 Treasury & Financial Management
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #6: Cash Management
Manage short and long-term investment portfolios for the County and the Public Building Commission.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 123,834 $ 124,112 $ 124,306 $ 124,867 $ 124,867 0.45 % Difference $ (123,834) $ (124,112) $ (124,306) $ (124,867) $ (124,867) 0.45 % FTE Positions 1.00 1.00 1.00 1.00 1.00 0.00 %
Service #7: Treasury & Taxation Division
Bill, collect, and distribute the tax roll. Balance daily activity of revenues and expenses, reconciliation of bank accounts and the safekeeping of public funds. Provide countywide accounts receivable through the Oracle application.
Agency Revenues $ 43,755 $ 61,455 $ 61,455 $ 61,884 $ 61,884 0.70 % Expenditures $ 1,336,532 $ 1,381,692 $ 1,253,129 $ 1,384,467 $ 1,384,467 10.48 % Difference $ (1,292,777) $ (1,320,237) $ (1,191,674) $ (1,322,583) $ (1,322,583) 10.99 % FTE Positions 12.00 12.00 12.00 12.00 12.00 0.00 %
Page K-63 Treasury & Financial Management
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Education Reimbursement Priority: 1 Major Service Employee Benefits
Request to obtain additional funding for the Educational Reimbursement program. The Educational Reimbursement Program is an important benefit to Johnson County and is widely used by many County employees. Due to the HR procedural revisions that came from the Benefits subcommittee who re- evaluated all leave and other benefits in 2018-2019, the subcommittee proposed changes that were approved that affected tuition reimbursement eligibility and maximum annual cap limit. Beginning 1/01/2020, the annual maximum allowed increased from $2,500 to $3,500 for CY2020. While TFM received a $100,000 infusion to cover this $1,000 per student maximum cap, additional students will also be requesting reimbursement due to the change in tuition reimbursement eligibility, that allows for non- degree seeking students along with students seeking certification in CY2020. The Educational Reimbursement budget has remained at $200,000 since 2016 (the last time a budget increase was requested.) With the budget set for FY2020 at $300,000, the Educational Reimbursement Review Committee (ERRC) anticipates being able to reimburse about 60% of the requests.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 100,000.00 $ 0.00 $ 100,000.00 $ 0.00 Difference $ (100,000.00) $ 0.00 $ (100,000.00) $ 0.00 FTE 0.00 0.00 0.00 0.00
Page K-64 Section Records & L Taxation
This Section Includes: Appraiser (Page L-2) Election Office (Page L-8) Motor Vehicle (Page L-12) Records & Tax Administration (Page L-15)
Page L-1 Appraiser Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 52,521 $ 56,597 $ 56,597 $ 57,676 $ 57,676 1.91 % Total Agency Fees & Charges $ 52,521 $ 56,597 $ 56,597 $ 57,676 $ 57,676 1.91 %
Miscellaneous $ 160 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 160 $ 0 $ 0 $ 0 $ 0 0.00 %
a) Total Agency Revenues $ 52,681 $ 56,597 $ 56,597 $ 57,676 $ 57,676 1.91 % Expenditures Personnel $ 6,750,109 $ 7,089,433 $ 6,919,622 $ 6,905,336 $ 6,905,336 (0.21)% Contractual Services $ 331,330 $ 314,951 $ 314,951 $ 526,112 $ 521,803 65.68 % Commodities $ 50,415 $ 61,200 $ 61,200 $ 35,722 $ 35,722 (41.63)% Subtotal $ 7,131,854 $ 7,465,584 $ 7,295,773 $ 7,467,170 $ 7,462,861 2.29 %
Miscellaneous $ 0 $ 0 $ (56,920) $ 0 $ 0 (100.00)% Interfund Transfers $ 32,452 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00 % Transfer to Equipment Reserve $ 54,623 $ 44,623 $ 44,623 $ 4,623 $ 4,623 (89.64)%
Subtotal $ 87,075 $ 73,623 $ 16,703 $ 33,623 $ 33,623 101.30 %
Expenditures Subtotal $ 7,218,929 $ 7,539,207 $ 7,312,476 $ 7,500,793 $ 7,496,484 2.52 % Vehicle Equivalent Units $ 2,855 $ 6,307 $ 6,307 $ 7,229 $ 7,229 14.62 % Risk Management Charges $ 18,831 $ 20,659 $ 20,659 $ 24,796 $ 24,796 20.03 %
b) Total Expenditures $ 7,240,615 $ 7,566,173 $ 7,339,442 $ 7,532,818 $ 7,528,509 2.58 % Difference: b) minus a) $ (7,187,934) $ (7,509,576) $ (7,282,845) $ (7,475,142) $ (7,470,833) 2.58 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 87.40 83.40 83.40 82.40 82.40 (1.20)% Total FTE Positions 87.40 83.40 83.40 82.40 82.40 (1.20)%
Agency Mission In accordance with the County’s mission and values, the Appraiser’s Office establishes fair values of real and personal property that meet compliance standards established by the state.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges, are budgeted to increase by $167,088 (2.29%) compared to FY 2020. This increase is due to the net impact of 1) an increase in Data Subscription costs for $36K, 2) mail service increase of $146K, 3) budget reductions, and 4) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $4,623 for FY 2021 due to the transition of computer replacement to DTI.
FTEs for FY 2021 decrease to 82.4 FTE due to the budget reduction eliminating 1.0 FTE.
Page L-2 Appraiser
Agency Goals & Objectives Associated Service Delivery Goals and Associated Objectives PM's: Real Estate and Personal Property Valuation Annually provide accurate Real Estate appraisals for all Johnson County 1) property. Annual appraisals will be within 90% to 110% of market. d Coefficient of Dispersion (COD) will be less than 20% annually. e Number of properties appealed. b Number of clerical errors/tax grievances per statutes 79-332a, 79-1422, 79-1427a or 79-1702. c Reduce error-related costs. c Reduce (high volume) stress-related turnover in FTEs. a Annually provide accurate Personal Property appraisals for all Johnson 2) County personal property. Number of properties appealed. b Number of clerical errors/tax grievances per statutes 79-332a, 79-1422, 79-1427a or 79-1702. v
Expedite services and provide current information on assessment 3) procedures. Reduce number of calls transferred during the appraisal cycle. g,h,i Increase public awareness and knowledge of appraisal process. g,h,i Agency Key Performance Measures (PMs)
Actual Estimated Estimated Output 2019 2020 2021 Efficiency/Cost Measures a) Cost per parcel. 32.39 33.10 32.92 a) Parcels per Appraiser/Residential (RE). 10,493 11,102 11,104 Parcels per Appraiser/Commercial (COMM). 1,390 1,395 1,395 Parcels per Appraiser/Commercial Personal Property (CPP). 2,315 2,101 2,095 Parcels per Appraiser/Individual Personal Property (IPP). 4,182 3,984 3,963 a) # of parcels/Residential Real Estate. 209,866 210,947 210,974 a) # of parcels/Commercial Real Estate. 15,288 15,341 15,343 a) # of parcels/Commercial Personal Property. 6,946 6,302 6,284 a) # of parcels/Individual Personal Property. 12,547 11,952 11,890 b) # of real estate appeals (Residential & Commercial, informal). 8,269 8,300 8,500 b) # of real estate Payments Under Protest. 992 900 900 b) # of Personal Property (PP) Certificate of Value Notice appeals. 59 56 53 c) # of clerical errors/tax grievances real estate. 42 45 45 # of clerical errors/personal property. 10 10 10
*Note that an increase in the number of parcels per Appraiser does not constitute an improvement. However, it is a measurement which needs close monitoring due to the adverse effects of the increased work load (increased stress level, turnover, sick leave usage) which may indicate a need to increase the FTE levels for our operation in order to maintain high performance standards.
Page L-3 Appraiser
Agency Key Performance Measures (PMs)
Actual Estimated Estimated Effectiveness Measures 2019 2020 2021 d) Median Ratio. Confid Interval Res RE 92.0 - 94.8 93.5 94.0 94.0 Comm RE 80.1 - 91.7 86.8 87.0 87.0 e) COD. Confid Interval Res RE 8.1 - 9.8 8.9 9.0 9.0 Comm RE 18.9 - 26.0 22.1 23.0 23.0 f) Phone logs. 12,979 12,750 12,500 g) Appraisals viewed via the web. 476,880 500,000 525,000 h) Survey Results. (% Approval Good + Excellent) N/A* 90% 90% * Due to no in-person hearings (COVID-19), online survey implementation scheduled for 2020.
Page L-4 Appraiser
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Administration
To support and manage the business functions of the Appraisersof fice, including budget, personnel and property tax exemptions.
Agency Revenues $ 160 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 833,697 $ 889,820 $ 708,865 $ 870,019 $ 870,019 22.73 % Difference $ (833,537) $ (889,820) $ (708,865) $ (870,019) $ (870,019) 22.73 % FTE Positions 6.00 6.00 6.00 5.00 5.00 (16.67)%
Service #2: Applications
To provide on-going maintenance and computer/application support to the Appraiser's Office staff, in order to promote efficiency and productivity.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 114,888 $ 0 $ 0 $ 0 $ 0 0.00 % Difference $ (114,888) $ 0 $ 0 $ 0 $ 0 0.00 % FTE Positions 4.00 0.00 0.00 0.00 0.00 0.00 %
Service #3: Personal Property
To identify, list and value all taxable and exempt commercial personal property in Johnson County, in accordance with the Uniform Standards of Professional Appraisal Practices (USPAP) and Kansas Statutes.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 661,806 $ 686,796 $ 684,731 $ 717,163 $ 717,163 4.74 % Difference $ (661,806) $ (686,796) $ (684,731) $ (717,163) $ (717,163) 4.74 % FTE Positions 8.40 8.40 8.40 8.40 8.40 0.00 %
Service #4: Commercial Real Estate
To develop accurate and equitable value estimates for commercial real estate in accordance with Uniform Standards of Professional Appraisal Practices (USPAP) and KSA 79-503A.
Agency Revenues $ 43 $ 422 $ 422 $ 422 $ 422 0.00 % Expenditures $ 1,977,947 $ 2,219,723 $ 2,218,343 $ 2,283,962 $ 2,283,144 2.92 % Difference $ (1,977,904) $ (2,219,301) $(2,217,921) $ (2,283,540) $ (2,282,722) 2.92 % FTE Positions 23.00 23.00 23.00 23.00 23.00 0.00 %
Service #5: Residential Real Estate
To develop accurate and equitable value estimates for residential real estate in accordance with Uniform Standards of Professional Appraisal Practices (USPAP) and KSA 79-503A.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 2,886,961 $ 3,021,313 $ 2,991,966 $ 2,913,947 $ 2,910,456 (2.72)% Difference $ (2,886,961) $ (3,021,313) $(2,991,966) $ (2,913,947) $ (2,910,456) (2.72)% FTE Positions 36.00 36.00 36.00 36.00 36.00 0.00 %
Page L-5 Appraiser
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #6: Support Services
To efficiently and effectively service the needs of Johnson County property owners, along with providing internal support to all divisions within the department.
Agency Revenues $ 52,478 $ 56,175 $ 56,175 $ 57,254 $ 57,254 1.92 % Expenditures $ 743,630 $ 721,555 $ 708,571 $ 715,702 $ 715,702 1.01 % Difference $ (691,152) $ (665,380) $ (652,396) $ (658,448) $ (658,448) 0.93 % FTE Positions 10.00 10.00 10.00 10.00 10.00 0.00 %
Page L-6 Appraiser
Requests for Additional Resources Requested Recommended Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
CoStar Data Subscription Priority: 1 Major Service Administration
To continue CoStar subscription services allowing a more comprehensive and accurate commercial market valuation of county real estate as mandated by Kansas state statute. The CoStar subscription assists in setting commercial real estate market values within Kansas statutory compliance requirements and is the solitary comprehensive property data source subscription available in the current market. Subscription costs have increased nearly 100% since 2018.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 35,579.00 $ 35,579.00 $ 35,579.00 $ 35,579.00 Difference $ (35,579.00) $ (35,579.00) $ (35,579.00) $ (35,579.00) FTE 0.00 0.00 0.00 0.00
Requested Recommended Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
KCRAR/MLS Subscription Priority: 2 Major Service Administration
MLS ensures correct data and assists in establishing market values in compliance with Kansas state statute. The data is used for verification of characteristics on residential sale properties, to gather data on detailed interior information, and current photos. This information along with realtor comments are essential as appraisal staff often does not gain interior access. This data also provides rent and income information on property sales, newly created leases, and terms of sale on commercial property. Previously data exchange with MLS was used for this information gathering with no financial cost but in 2019 KCRAR changed the agreement and moving forward it became a subscription service. This information is vital for valuations and this request is to include as ongoing expense in Appraisers budget.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 4,309.00 $ 0.00 $ 4,309.00 $ 0.00 Difference $ (4,309.00) $ 0.00 $ (4,309.00) $ 0.00 FTE 0.00 0.00 0.00 0.00
Requested Recommended Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022 Mail Services Priority: 3 Major Service Administration
Increased mail service costs of 14% over the last two years has necessitated additional funds to process Notices of Appraised Value and Personal Property Renditions. The mailings meet statutory requirements to notify the public of their property value.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 145,795.00 $ 145,795.00 $ 145,795.00 $ 145,795.00 Difference $ (145,795.00) $ (145,795.00) $ (145,795.00) $ (145,795.00) FTE 0.00 0.00 0.00 0.00
Page L-7 Election Office
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 107,917 $ 608,266 $ 608,266 $ 608,266 $ 608,266 0.00 % Total Agency Fees & Charges $ 107,917 $ 608,266 $ 608,266 $ 608,266 $ 608,266 0.00 %
Miscellaneous $ 10,047 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 10,047 $ 0 $ 0 $ 0 $ 0 0.00 % a) Total Agency Revenues $ 117,964 $ 608,266 $ 608,266 $ 608,266 $ 608,266 0.00 % Expenditures Personnel $ 2,072,072 $ 3,959,362 $ 3,928,381 $ 2,185,978 $ 2,185,978 (44.35)% Contractual Services $ 1,061,353 $ 2,267,800 $ 2,267,800 $ 1,713,250 $ 1,713,250 (24.45)% Commodities $ 97,864 $ 162,367 $ 162,367 $ 125,367 $ 125,367 (22.79)% Capital Outlay $ 0 $ 10,189 $ 10,189 $ 10,189 $ 10,189 0.00 % Subtotal $ 3,231,289 $ 6,399,718 $ 6,368,737 $ 4,034,784 $ 4,034,784 (36.65)%
Interfund Transfers $ 4,156 $ 4,000 $ 4,000 $ 4,000 $ 4,000 0.00 % Transfer to Equipment Reserve $ 21,000 $ 21,000 $ 21,000 $ 1,000 $ 1,000 (95.24)%
Subtotal $ 25,181 $ 25,000 $ 25,000 $ 572,120 $ 572,120 2,188.48 %
Expenditures Subtotal $ 3,256,470 $ 6,424,718 $ 6,393,737 $ 4,606,904 $ 4,606,904 (27.95)% Vehicle Equivalent Units $ 295 $ 451 $ 451 $ 326 $ 326 (27.72)% Risk Management Charges $ 11,987 $ 12,266 $ 12,266 $ 16,339 $ 16,339 33.21 % b) Total Expenditures $ 3,268,752 $ 6,437,435 $ 6,406,454 $ 4,623,569 $ 4,623,569 (27.83)% Difference: b) minus a) $ (3,150,788) $ (5,829,169) $ (5,798,188) $ (4,015,303) $ (4,015,303) (30.75)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 17.00 16.00 16.00 16.00 16.00 0.00 % Total FTE Positions 17.00 16.00 16.00 16.00 16.00 0.00 %
Agency Mission
The Election Office serves the public by administering the election process and promoting voter participation as required by Kansas Statute.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges are budgeted to decrease by $2,333,953 ((36.65)%) compared to FY 2020. The decrease is due to the net impact of the 2020 election and the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $1,000 for FY 2021 due to transition of computer replacement to DTI.
FTEs for FY 2021 remain constant at 16.0.
Page L-8 Election Office
Agency Goals & Performance Measures Actual Estimated Estimated 2019 2020 2021 Administer elections that provide a 1) convenient, consistent voting experience for the County's voters. Public satisfaction with services provided by (A) Johnson County Election Office 69.0% 71.0% 73.0% (community survey).
Process and maintain voter registration 2) records in compliance with state and federal laws.
Percentage of eligible voters registered to (A) vote (based on census data for voting age 92.0% 93.0% 94.0% population and total number of registered voters, including inactive).
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021 1) Number of Elections. 4 4 4
2) Registered Voters. 421,258 440,000 425,000
3) Advance Voting Ballots. 70,895 190,000 80,000
4) Military and Overseas Ballots. 304 750 500
5) Provisional Ballots. 1,082 10,000 1,500
6) Voter Registration Cancellations. 6,267 22,000 7,000
7) Candidate Filings. 200 2,000 200
8) Election Workers. 2,272 5,000 2,500
9) Election Worker Training Sessions. 33 70 35
10) Jurisdiction Boundary Changes. 23 20 20
11) November Voter Turnout. 17.0% 80.0% 20.0%
12) Staff Overtime. $23,434 $100,000 $25,000
13) Voters Per Filled FTE. 26,329 25,882 26,600
Page L-9 Election Office
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Election Administration and Voter List
The Election Office conducts elections for all jurisdictions in the County. The number of elections varies each year and can include Countywide elections or special elections for specific districts. Preparation for an election includes voting machine testing and programming, paper ballot design and printing, and coordination of the three election processes for each election, in person advance voting, by mail advance voting and election day precinct voting. The Election Office maintains all records of registered voters in Johnson County. The maintenance of the voter registration file must comply with state and federal election statutes and laws, and include processing all voter name, address, and party affiliation changes; National Voter Registration Act (NVRA) mandated confirmation mailings for list maintenance; processing of annexations, ward and district boundary changes, and maintenance of on-line street index.
Agency Revenues $ 117,964 $ 608,266 $ 608,266 $ 608,266 $ 608,266 0.00 % Expenditures $ 3,256,470 $ 6,424,718 $ 6,393,737 $ 4,606,904 $ 4,606,904 (27.95)% Difference $ (3,913,509) $ (2,993,644) $ (2,871,901) $ (5,816,452) $ (5,816,452) 102.53 % FTE Positions 17.00 16.00 16.00 16.00 16.00 0.00 %
Page L-10 Election Office
Capital Improvement Plan (CIP)
Title: Poll Pad Replacement and Cradlepoint Routers Year Placed: 2021
The Election Office's electronic poll book software, PollPad, uses Apple's iPad tablet. The current fleet of 600 tablets, purchased in 2016, are reaching end of life. This project would replace the current fleet with new tablets and allow the Election Office to continue receiving software updates for the department's electronic poll books. To ensure the reliability and security of the Election Office's Description: electronic poll book system, replacing the existing tablet fleet is critical. The Election Office also seeks to upgrade connectivity at its polling locations by purchasing Cradlepoint cellular routers as a part of this project. The routers would provide a stronger, more secure connection to meet the Department of Homeland Security's designation of election systems as critical infrastructure. This was requested and placed in FY 2021.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Design & Construction $0 $0 $0 $0 $0 $0 Equipment $354,720 $0 $0 $0 $0 $354,720 Total $354,720 $0 $0 $0 $0 $354,720
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $0 $0 $0 $0 $0 $0 Contractual $72,450 $72,450 $72,450 $72,450 $72,450 $362,250 Commodities $0 $0 $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $0 $0 Total 0.0 $72,450 $72,450 $72,450 $72,450 $72,450 $362,250
Title: JoCo Election Website Rebuild Year Placed: 2021
This project is to upgrade and enhance the existing Elections website (JoCoElections.org) by migrating to a secure, hosted environment before the current software reaches end of life in 2021. The scope of this project also Description: includes the review and remediation of content for usability, readability and accessibility. This project would be a combined effort of Johnson County Elections, DTI and the hosted service provider. This was requested and placed in FY 2021 using General Fund Reserves.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 212,400 $ 0 $ 0 $ 0 $ 0 $ 212,400 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 212,400 $ 0 $ 0 $ 0 $ 0 $ 0
Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 93,000 $ 97,650 $ 102,533 $ 107,659 $ 113,042 $ 513,884 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 93,000 $ 97,650 $ 102,533 $ 107,659 $ 113,042 $ 513,884
Page L-11 Motor Vehicle
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 59,362 $ 51,935 $ 59,807 $ 60,255 $ 60,255 0.75 % Charges for Service $ 4,864,418 $ 4,956,795 $ 4,900,892 $ 4,937,645 $ 4,937,645 0.75 % Total Agency Fees & Charges $ 4,923,780 $ 5,008,730 $ 4,960,699 $ 4,997,900 $ 4,997,900 0.75 %
Miscellaneous $ 2,295 $ 1,936 $ 1,594 $ 1,606 $ 1,606 0.75 % Total Other Agency Revenues $ 2,295 $ 1,936 $ 1,594 $ 1,606 $ 1,606 0.75 % a) Total Agency Revenues $ 4,926,075 $ 5,010,666 $ 4,962,293 $ 4,999,506 $ 4,999,506 0.75 % Expenditures Personnel $ 4,487,044 $ 4,887,836 $ 4,463,887 $ 4,923,229 $ 4,923,229 10.29 % Contractual Services $ 694,034 $ 555,500 $ 566,500 $ 571,520 $ 571,520 0.89 % Commodities $ 56,846 $ 48,347 $ 37,347 $ 32,527 $ 32,527 (12.91)% Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 5,237,924 $ 5,491,683 $ 5,067,734 $ 5,527,276 $ 5,527,276 9.07 %
Miscellaneous $ 45 $ 200 $ (29,300) $ 0 $ 0 (100.00)% Interfund Transfers $ 33 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Equipment Reserve $ 75,000 $ 25,000 $ 25,000 $ 14,292 $ 14,292 (42.83)%
Subtotal $ 75,078 $ 25,200 $ (4,300) $ 14,292 $ 14,292 (432.37)%
Expenditures Subtotal $ 5,313,002 $ 5,516,883 $ 5,063,434 $ 5,541,568 $ 5,541,568 9.44 % Vehicle Equivalent Units $ 678 $ 489 $ 489 $ 0 $ 0 (100.00)% Cost Allocation $ 399,629 $ 465,639 $ 465,639 $ 407,086 $ 407,086 (12.57)% b) Total Expenditures $ 5,713,309 $ 5,983,011 $ 5,529,562 $ 5,948,654 $ 5,948,654 7.58 % Difference: b) minus a) $ (787,234) $ (972,345) $ (567,269) $ (949,148) $ (949,148) 67.32 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 69.10 69.10 69.10 69.10 69.10 0.00 % Total FTE Positions 69.10 69.10 69.10 69.10 69.10 0.00 %
Agency Mission
The Motor Vehicle Division of Treasury and Financial Management works as an "agent" of the State of Kansas in administering vehicle registrations and vehicle titles. Motor Vehicle is responsible for the collection and distribution of registration and title fees, sales tax and personal property tax for the state, County, cities and all other taxing entities that levy tax and/or fees. Motor Vehicle transactions are processed online, through the mail, and at two office locations for walk-in customers.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and cost allocation charges, are budgeted to increase by $459,542 (9.07%) compared to FY 2020. This net increase is due to 1) the 2021 budget reductions of $10,708, 2) 2020 budget reductions and vacancy savings, and 3) the budgeted salary and benefit increases included in the budget parameters
Transfers to Equipment Reserve decrease to $14,292 for FY 2021 due to 2021 budget reductions.
FTEs for FY 2021 remain constant at 69.10.
Page L-12 Motor Vehicle
Page L-13 Motor Vehicle
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change
Service #1: Vehicle Property Tax Collection, Titling, Registration, and Related Services
Motor Vehicle works as an agent for the State of Kansas in performing motor vehicle functions such as titling, registering and renewing vehicles along with a variety and high quantity of miscellaneous transactions. Motor Vehicle also performs the essential functions of collecting and distributing property taxes levied on vehicles on behalf of the state, county, cities, schools and various taxing authorities. Motor Vehicle provides customers public service utilizing multiple platforms to all county residents and as a result has a broad impact on the county and is highly visible. Motor Vehicle operations also include a dedicated call center, renewal notice billing, fleet services, title auditing services, financial management services, inventory management and sales tax collection.
Agency Revenues $ 4,926,075 $ 5,010,666 $ 4,962,293 $ 4,999,506 $ 4,999,506 0.75% Expenditures $ 5,313,002 $ 5,516,883 $ 5,063,434 $ 5,541,568 $ 5,541,568 9.44% Difference $ (386,927) $ (506,217) $ (101,141) $ (542,062) $ (542,062) 435.95% FTE Positions 69.10 69.10 69.10 69.10 69.10 0.00%
Page L-14 Records & Taxation Administration
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ (50) $ 416 $ 416 $ 424 $ 424 1.92 % Charges for Service $ 231,019 $ 265,843 $ 265,843 $ 213,722 $ 213,722 (19.61)% Total Agency Fees & Charges $ 230,969 $ 266,259 $ 266,259 $ 214,146 $ 214,146 (19.57)%
Miscellaneous $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfer $ 123,500 $ 123,500 $ 123,500 $ 415,500 $ 415,500 236.44 % Total Other Agency Revenues $ 123,500 $ 123,500 $ 123,500 $ 415,500 $ 415,500 236.44 %
a) Total Agency Revenues $ 354,469 $ 389,759 $ 389,759 $ 629,646 $ 629,646 61.55 % Expenditures Personnel $ 2,752,763 $ 2,780,433 $ 2,426,982 $ 2,421,232 $ 2,421,232 (0.24)% Contractual Services $ 49,837 $ 97,503 $ 97,503 $ 52,503 $ 52,503 (46.15)% Commodities $ 40,738 $ 30,081 $ 30,081 $ 22,581 $ 22,581 (24.93)% Capital Outlay $ 0 $ 6,249 $ 6,249 $ 6,249 $ 6,249 0.00 % Subtotal $ 2,843,338 $ 2,914,266 $ 2,560,815 $ 2,502,565 $ 2,502,565 (2.27)%
Miscellaneous $ 146 $ 0 $ (85,916) $ 0 $ 0 (100.00)% Transfer to Equipment Reserve $ 5,321 $ 5,321 $ 5,321 $ 5,321 $ 5,321 0.00 %
Subtotal $ 5,467 $ 5,321 $ (80,595) $ 5,321 $ 5,321 (106.60)%
Expenditures Subtotal $ 2,848,805 $ 2,919,587 $ 2,480,220 $ 2,507,886 $ 2,507,886 1.12 % Risk Management Charges $ 7,073 $ 7,617 $ 7,617 $ 9,962 $ 9,962 30.79 %
b) Total Expenditures $ 2,855,878 $ 2,927,204 $ 2,487,837 $ 2,517,848 $ 2,517,848 1.21 %
Difference: b) minus a) $(2,501,409) $ (2,537,445) $(2,098,078) $ (1,888,202) $ (1,888,202) (10.00)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 38.00 36.00 36.00 30.00 30.00 (16.67)% Total FTE Positions 38.00 36.00 36.00 30.00 30.00 (16.67)%
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Agency Mission
As stewards of Johnson County, The Department of Records and Tax Administration is trusted with accurately processing and maintaining land records. Our dedicated workforce provides quality services with timeliness, efficiency, professionalism, security and excellence.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to decrease by $58,250 (2.27)%) compared to FY 2020. This decrease is due to the net impact of: 1) budget reductions amounting to $478K, and 2) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve remain constant at $5,321 for FY 2021.
FTEs for FY 2021 decrease to 30.0 from budget reductions.
Page L-15 Records & Taxation Administration
Agency Goals & Performance Measures Actual Estimated Estimated 2019 2020 2021 1) Provide accurate and timely parcel processing for the tax roll.
A) Parcel processing time. 5 min 5 min 5 min
B) % of parcel changes without error. 98% 98% 98%
2) Provide accurate processing of Land Record Instruments.
A) Document processing time. 5 min 5 min 5 min
B) % of processing without error. 97% 98% 98%
3) Provide timely Call Center responses.
A) Average call length. 1:01 min 1:01 min 1:01 min
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021 1) A) # of parcel changes. 50,559 60,000 65,000
B) # of parcel changes without error. 49,487 58,800 63,700
2) A) # of documents recorded. 110,671 125,000 125,000
B) # of documents recorded without error. 107,434 122,500 122,500
3) A) # of calls answered. 68,996 70,000 70,000 4) A) # of archive holdings. 28,422 28,000 27,500 Archives Archive Delivery Request Audit 99.00% 99.00% 99.00%
Call Center Average Hold Time 8 sec 7 sec 7 sec Calls Not Answered 103 150 100
Recording Queue Time 96.00% 99.00% 99.00%
Tax Roll Maintenance Customer Service Survey 95.00% 96.00% 96.00% Parcel Foundation Initiative 53.27% 56.00% 60.00%
Page L-16 Records & Taxation Administration
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Service #1: Administration
Create, maintain and calculate real, personal and state assessed tax rolls. Provide valuation and tax reports to taxing authorities, prepare tax abstract, maintain tax units. Manage department administrative functions including payroll, all accounting functions and correspondence.
Agency Revenues $ 346,869 $ 389,199 $ 389,199 $ 629,075 $ 629,075 61.63 % Expenditures $ 632,729 $ 964,405 $ 507,196 $ 805,390 $ 805,390 58.79 % Difference $ (285,860) $ (575,206) $ (117,997) $ (176,315) $ (176,315) 49.42 % FTE Positions 11.00 9.00 9.00 7.00 7.00 (22.22)%
Service #2: Tax and Mapping
Provide all base level mapping changes, update mapping database, provide customer support for mapping inquiries, manage department PC, printer, scanner and plotter equipment, manage department specific software applications. Provide initial and final tax roll changes and maintenance.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 766,365 $ 548,971 $ 534,834 $ 471,403 $ 471,403 (11.86)% Difference $ (766,365) $ (548,971) $ (534,834) $ (471,403) $ (471,403) (11.86)% FTE Positions 7.00 7.00 7.00 6.00 6.00 (14.29)%
Service #3: Call Center
Provide telephone, e-mail and postal mail support and response. Process all postal mail documents for recording. Manage COTA cases and process affidavits.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 428,015 $ 341,398 $ 348,811 $ 354,895 $ 354,895 1.74 % Difference $ (428,015) $ (341,398) $ (348,811) $ (354,895) $ (354,895) 1.74 % FTE Positions 5.00 5.00 5.00 5.00 5.00 0.00 %
Service #4: Recording and Customer Service
Process all documents for recording. Complete recording process for postal mail documents, provide document scanning. Assist public with questions and requests. Complete transfer process in ORION after document recording. Verify all transactions are completed correctly.
Agency Revenues $ 7,600 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 801,108 $ 882,810 $ 902,412 $ 731,972 $ 731,972 (18.89)% Difference $ (793,508) $ (882,810) $ (902,412) $ (731,972) $ (731,972) (18.89)% FTE Positions 13.00 13.00 13.00 10.00 10.00 (23.08)%
Service #5: Archives and Record Management
Manage all County documents according to retention and destruction policies. Provide customer service as needed. Maintain security for all stored records.
Agency Revenues $ 0 $ 560 $ 560 $ 571 $ 571 1.96% Expenditures $ 216,965 $ 182,003 $ 186,967 $ 144,226 $ 144,226 (22.86)% Difference $ (216,965) $ (181,443) $ (186,407) $ (143,655) $ (143,655) (22.93)% FTE Positions 2.00 2.00 2.00 2.00 2.00 0.00%
Page L-17 Section Public Safety, Judicial & M Emergency Services
This Section Includes:
Public Safety & Judicial
Controlled Substance (Page M-3) Corrections (Page M-4)
District Attorney (Page M-15)
District Attorney Forfeited Property (Page M-19) District Court Trustee (Page M-20)
District Courts (Page M-23)
Justice Information Management System (Page M-29) Law Library (Page M-37)
Prosecutor Training & Assistance (Page M-40)
Public Safety Sales Tax (Page M-41) Public Safety Sales Tax II (Page M-42)
Public Safety Sales Tax III (Page M-43)
Sheriff (Page M-44)
Sheriff Forfeited Property (Page M-55) Weapons Licensure (Page M-56)
M-1 Emergency Services
911 Fund (Page M-57) 911 Wireless Telephone (Page M-58)
Emergency Management & Communications (Page M-59) Med-Act (Page M-66)
M-2 Controlled Substance
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Use of Carryover $ 0 $ 78,254 $ 78,254 $ 78,254 $ 78,254 0.00 % Miscellaneous $ 224 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 3,524 $ 2,782 $ 1,368 $ 522 $ 522 (61.84)% Total Other Agency Revenues $ 3,748 $ 81,036 $ 79,622 $ 78,776 $ 78,776 (1.06)% a) Total Agency Revenues $ 3,748 $ 81,036 $ 79,622 $ 78,776 $ 78,776 (1.06)% Expenditures Contractual Services $ 0 $ 91,036 $ 89,622 $ 88,776 $ 88,776 (0.94)% Commodities $ 774 $ 0 $ 0 $ 0 $ 0 0.00 % Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 774 $ 91,036 $ 89,622 $ 88,776 $ 88,776 (0.94)%
Transfer to Capital projects $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Expenditures Subtotal $ 774 $ 91,036 $ 89,622 $ 88,776 $ 88,776 (0.94)% b) Total Expenditures $ 774 $ 91,036 $ 89,622 $ 88,776 $ 88,776 (0.94)% Difference: b) minus a) $ 2,974 $ (10,000) $ (10,000) $ (10,000) $ (10,000) 0.00 %
Tax Revenues Other Taxes $ 3,491 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 % Total Tax Revenues $ 3,491 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
To provide non-tax funds for the purchase of new law enforcement services and equipment.
Budget Highlights
Revenues from Controlled Substance can only be used for public safety purposes.
This fund does not receive any revenue from property taxes.
M-3 Corrections Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 2,264,444 $ 1,999,162 $ 1,821,371 $ 2,058,038 $ 2,058,038 12.99 % Total Agency Fees & Charges $ 2,264,444 $ 1,999,162 $ 1,821,371 $ 2,058,038 $ 2,058,038 12.99 %
Use of Carryover $ 0 $ 1,458,000 $ 1,458,000 $ 1,457,146 $ 1,457,146 (0.06)% Intergovernmental $ 4,629,418 $ 9,198,379 $ 6,895,439 $ 6,625,000 $ 6,625,000 (3.92)% Miscellaneous $ 90,544 $ 102,315 $ 101,895 $ 102,465 $ 102,465 0.56 % Intrafund Transfers $ 8,735,293 $ 8,781,988 $ 8,227,424 $ 8,339,948 $ 8,339,948 1.37 % Interfund Transfer $ 972 $ 1,500 $ 1,500 $ 1,500 $ 1,500 0.00 % Total Other Agency Revenues $ 13,456,227 $ 19,542,182 $ 16,684,258 $ 16,526,059 $ 16,526,059 (0.95)%
a) Total Agency Revenues $ 15,720,671 $ 21,541,344 $ 18,505,629 $ 18,584,097 $ 18,584,097 0.42 % Expenditures Personnel $ 23,324,440 $ 24,376,583 $ 22,156,467 $ 21,299,473 $ 21,299,473 (3.87)% Contractual Services $ 2,898,197 $ 7,822,909 $ 5,720,370 $ 6,134,598 $ 6,134,598 7.24 % Commodities $ 635,358 $ 1,411,904 $ 1,393,138 $ 1,264,797 $ 1,264,797 (9.21)% Subtotal $ 26,857,995 $ 33,611,396 $ 29,269,975 $ 28,698,868 $ 28,698,868 (1.95)%
Miscellaneous $ (6) $ 6,650 $ 6,650 $ 5,550 $ 5,550 (16.54)% Interfund Transfers $ 748,001 $ 716,552 $ 716,552 $ 741,552 $ 741,552 3.49 % Intrafund Transfers $ 75,681 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Equipment Reserve $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Capital projects $ 0 $ 0 $ 0 $ 752,250 $ 752,250 0.00 % Subtotal $ 823,676 $ 723,202 $ 723,202 $ 1,499,352 $ 1,499,352 107.32 %
Expenditures Subtotal $ 27,681,671 $ 34,334,598 $ 29,993,177 $ 30,198,220 $ 30,198,220 0.68 % Vehicle Equivalent Units $ 11,658 $ 65,859 $ 65,859 $ 74,530 $ 74,530 13.17 % Risk Management Charges $ 206,073 $ 215,167 $ 215,167 $ 263,122 $ 263,122 22.29 %
b) Total Expenditures $ 27,899,402 $ 34,615,624 $ 30,274,203 $ 30,535,872 $ 30,535,872 0.86 % Difference: b) minus a) $(12,178,731) $(13,074,280) $(11,768,574) $(11,951,775) $(11,951,775) 1.56 %
FTE Positions Fee Funded FTEs 15.39 11.47 11.47 12.26 12.26 6.89 % Grant Funded FTEs 48.94 45.87 45.87 43.08 43.08 (6.08)% Other FTEs 248.31 250.30 250.30 235.30 235.30 (5.99)% Total FTE Positions 312.64 307.64 307.64 290.64 290.64 (5.53)%
Agency Mission
The Johnson County Department of Corrections, as part of the criminal justice system and County government, contributes to the public safety by exercising reasonable, safe, secure, and humane supervision of offenders through progressive, effective, and sound correctional services.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges, are budgeted to decrease by $571,107 (1.95)% compared to FY 2020. This decrease is due primarily to the 2021 budget reductions of $689,475. The 2020 estimate also decreases significantly due to additional reductions.
FTEs for FY 2021 decreased by 17.0 FTE due to budget reductions and the movement of Adolescent Center for Treatment program to Mental Health.
M-4 Corrections
M-5 Corrections
M-6 Corrections
M-7 Corrections
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change
Service #1: Adult Residential Center
The Adult Residential Center provides a structured, supervised living environment for high-risk adult offenders as an alternative to incarceration in state prison and County detention facilities. The program allows offenders to maintain employment in the community so that they can pay towards their debts while developing good work habits. Educational and treatment programs are offered to the offenders during their stays. The offenders pay income taxes and are required to pay per diem to the County to help offset the costs of the program.
Agency Revenues $ 6,087,520 $ 6,911,673 $ 6,587,590 $ 6,760,855 $ 6,760,855 2.63 % Expenditures $ 7,733,063 $ 7,912,606 $ 7,566,433 $ 8,053,145 $ 8,053,145 6.43 % Difference $ (1,645,543) $ (1,000,933) $ (978,843) $(1,292,290) $ (1,292,290) 32.02 % FTE Positions 88.34 87.09 87.80 87.84 87.84 0.05 %
Service #2: Juvenile Detention Center
The Juvenile Detention Center maintains a safe and secure setting for youth who have been apprehended by law enforcement and need to be detained pending further Court action for criminal offenses. Various educational and treatment programs are offered to youth during their stays in detention.
Agency Revenues $ 4,116,048 $ 7,084,628 $ 4,016,585 $ 4,061,717 $ 4,061,717 1.12 % Expenditures $ 5,089,865 $ 8,338,334 $ 5,366,025 $ 7,454,324 $ 7,454,324 38.92 % Difference $ (973,817) $ (1,253,706) $ (1,349,440) $(3,392,607) $ (3,392,607) 151.41 % FTE Positions 65.75 65.08 64.89 84.92 84.92 30.87 %
Service #3: Adult Intensive Supervision
The Adult Intensive Supervision Program provides monitoring of adult felony offenders placed under supervision by the Court as a cost-effective alternative to incarceration. It allows the offenders to remain in the community with their families and maintain employment to pay towards their debts. The reduced caseload size (as compared to the District's Court Services probation) allows Intensive Supervision Officers to effectively address the offenders' criminogenic needs. The County is required to perform this function by state law.
Agency Revenues $ 1,636,046 $ 2,181,714 $ 2,181,714 $ 2,201,728 $ 2,201,728 0.92 % Expenditures $ 2,568,199 $ 3,678,457 $ 3,490,789 $ 3,640,719 $ 3,640,719 4.30 % Difference $ (932,153) $ (1,496,743) $ (1,309,075) $(1,438,991) $ (1,438,991) 9.92 % FTE Positions 31.09 29.92 28.07 27.07 27.07 (3.56)%
M-8 Corrections
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #4: Juvenile Intensive Supervision
The Juvenile Intensive Supervision Program provides monitoring and program services to high-risk, high- need youth adjudicated for felony and misdemeanor offenses. Some youth who have been discharged from state correctional facilities under conditional release are also supervised by this program. This is a cost-effective alternative to incarceration in the County's juvenile detention center and in state juvenile correctional facilities. The County is required to perform this function by state law.
Agency Revenues $ 800,740 $ 1,328,000 $ 1,328,000 $ 1,408,000 $ 1,408,000 6.02 % Expenditures $ 1,198,158 $ 1,779,387 $ 1,753,965 $ 1,781,615 $ 1,781,615 1.58 % Difference $ (397,418) $ (451,387) $ (425,965) $ (373,615) $ (373,615) (12.29)% FTE Positions 9.42 8.48 9.56 9.56 9.56 0.00 %
Service #5: Juvenile Case Management
The Juvenile Case Management Program provides supervision services for youth in the custody of the Kansas Department of Corrections. Case Managers supervise youth who are in transition back into the community and who have dysfunctional home environments. The County is required to perform this function by state law.
Agency Revenues $ 263,527 $ 437,750 $ 437,750 $ 450,000 $ 450,000 2.80 % Expenditures $ 470,677 $ 689,900 $ 668,660 $ 654,043 $ 654,043 (2.19)% Difference $ (207,150) $ (252,150) $ (230,910) $ (204,043) $ (204,043) (11.64)% FTE Positions 4.31 4.37 4.40 4.40 4.40 0.00 %
Service #6: Juvenile Intake and Assessment
The Johnson County Juvenile Intake and Assessment Center provides assessment services to youth who have been arrested or have otherwise been in contact with Johnson County law enforcement officials. Staff assess the risk and needs of each youth presented to them, make immediate decisions regarding appropriate placement of the youth, and make referrals to community programs for the needs of the juveniles and their families. These services will be performed by Corrections, Mental Health, and through various contracts for specific services. The County is required to perform this function by state law.
Agency Revenues $ 719,008 $ 824,329 $ 1,350,000 $ 1,350,000 $ 1,350,000 0.00 % Expenditures $ 1,480,906 $ 1,566,864 $ 2,085,300 $ 2,015,049 $ 2,015,049 (3.37)% Difference $ (761,898) $ (742,535) $ (735,300) $ (665,049) $ (665,049) (9.55)% FTE Positions 16.84 18.79 17.74 17.78 17.78 0.23 %
M-9 Corrections
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #7: Therapeutic Community
The Therapeutic Community is a long-term (6-month) substance abuse treatment program designed to treat offenders who have histories of multiple failed attempts at substance abuse treatment and multiple arrests for substance abuse related offenses. This program helps offenders build the skills and attitudes necessary to maintain lifestyles free of drugs and crimes. This program is a last resort for each offender prior to incarceration in a state correctional facility. It allows them to remain near their families as they work on their personal and familial needs.
Agency Revenues $ 498,397 $ 256,595 $ 183,037 $ 257,335 $ 257,335 40.59 % Expenditures $ 1,775,441 $ 1,879,517 $ 1,906,013 $ 2,015,933 $ 2,015,933 5.77 % Difference $ (1,277,044) $ (1,622,922) $ (1,722,976) $(1,758,598) $ (1,758,598) 2.07 % FTE Positions 21.11 19.05 20.13 20.13 20.13 0.00 %
Service #8: Adult House Arrest
The Adult House Arrest Program serves as a highly-structured enhancement to community-based supervision and a low-cost alternative to jail incarceration. Offenders under the supervision of this program are permitted restricted movement within the community to maintain employment and attend school. The offenders are required to pay towards the cost of this supervision.
Agency Revenues $ 1,033,057 $ 1,852,760 $ 1,852,760 $ 1,831,307 $ 1,831,307 (1.16)% Expenditures $ 1,993,391 $ 2,659,432 $ 2,477,831 $ 2,301,840 $ 2,301,840 (7.10)% Difference $ (960,334) $ (806,672) $ (625,071) $ (470,533) $ (470,533) (24.72)% FTE Positions 12.97 13.03 14.00 13.86 13.86 (1.00)%
Service #9: Juvenile House Arrest
The Juvenile House Arrest Program provides a highly-structured enhancement to community-based supervision and a low-cost alternative to detention. The program restricts the movements of the offenders assigned while allowing the juveniles to remain at home and participate in school and other pro-social activities.
Agency Revenues $ 3,144 $ 6,925 $ 6,925 $ 5,775 $ 5,775 (16.61)% Expenditures $ 458,647 $ 509,912 $ 428,070 $ 378,775 $ 378,775 (11.52)% Difference $ (455,503) $ (502,987) $ (421,145) $ (373,000) $ (373,000) (11.43)% FTE Positions 4.50 4.47 3.48 3.48 3.48 0.00 %
M-10 Corrections
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #10: Work Release
This program serves as an alternative to incarceration for misdemeanor offenders. Inmates sentenced to work release placement must maintain full-time employment in the community while paying towards their debts. The inmates pay income taxes and are required to pay per diem to the County to help offset the costs of the program. In late 2009, the program also began accepting state work release inmates through an agreement with the Kansas Department of Corrections.
Agency Revenues $ 269,029 $ 248,370 $ 173,859 $ 248,780 $ 248,780 43.09 % Expenditures $ 1,600,524 $ 1,588,452 $ 1,523,528 $ 1,441,795 $ 1,441,795 (5.36)% Difference $ (1,331,495) $ (1,340,082) $ (1,349,669) $(1,193,015) $ (1,193,015) (11.61)% FTE Positions 17.09 16.57 16.32 16.36 16.36 0.25 %
Service #11: Assessment for Bond Supervision
This program provides assessment services to the Court to determine the risk of alleged adult criminal offenders to the community prior to being released from jail on a pre-trial basis. The actual supervision is conducted by the District's Court Services following appropriate assessment and placement and/or Corrections' House Arrest.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 220,226 $ 251,783 $ 278,993 $ 292,247 $ 292,247 4.75 % Difference $ (220,226) $ (251,783) $ (278,993) $ (292,247) $ (292,247) 4.75 % FTE Positions 2.65 2.63 3.13 3.13 3.13 0.00 %
Service #12: Probation Intake Program
This program provides initial intake services for Community Corrections Adult Intensive Supervision, the District Court's Probation Services, and Work Release. Staff provide intake instructions to offenders and also conduct urinalyses for the Court. This program is located within the District's Courthouse as the initial stop for offenders to set them on the right track for supervision services. The program also assists the Court and attorneys with their questions about processes and services.
Agency Revenues $ 8,791 $ 8,600 $ 6,020 $ 8,600 $ 8,600 42.86 % Expenditures $ 164,148 $ 185,332 $ 160,250 $ 168,735 $ 168,735 5.29 % Difference $ (155,357) $ (176,732) $ (154,230) $ (160,135) $ (160,135) 3.83 % FTE Positions 2.13 2.11 2.07 2.11 2.11 1.93 %
M-11 Corrections
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #13: Adolescent Center for Treatment
Adolescent Center for Treatment is a youth residential substance abuse treatment program that is operated by the Johnson County Mental Health Department in partnership with Corrections. The licensed capacity of the program is 30, and length of stay is generally 28 days. Corrections provides shift supervisors, staff, food service, medical staff, and other miscellaneous costs. Mental Health provides administration of the program and its clinicians. The program is housed within the Youth and Family Services Center.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 2,680,833 $ 2,848,481 $ 1,859,779 $ 0 $ 0 (100.00)% Difference $ (2,680,833) $ (2,848,481) $ (1,859,779) $ 0 $ 0 (100.00)% FTE Positions 34.35 34.35 34.35 0.00 0.00 (100.00)%
Service #14: Day Resource Center
The Day Resource Center serves justice involved youth who are long term suspended, expelled, and/or informally seeking a GED. In collaboration with the Olathe School District, eligible youth receive on-site tutoring and education services with work provided by their home school district. Through a partnership with Johnson County Mental Health, individual counseling and mental health evaluations are provided to youth in need. Evidence-based cognitive programming is facilitated by Corrections Department staff to assist youth in reducing their criminal thinking.
Agency Revenues $ 285,364 $ 400,000 $ 381,389 $ 0 $ 0 (100.00)% Expenditures $ 247,593 $ 446,141 $ 427,541 $ 0 $ 0 (100.00)% Difference $ 37,771 $ (46,141) $ (46,152) $ 0 $ 0 (100.00)% FTE Positions 2.09 1.70 1.70 0.00 0.00 (100.00)%
M-12 Corrections
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Adult Residential Enhanced Voucher Assistance Priority: 1 Major Service Center
The Johnson County Department of Corrections provides financial assistance to clients being supervised by Adult Field Services and the Adult Residential Center (ARC). These monies are being used by agency staff to reduce criminal justice debt and to address financial barriers associated with transportation and accessing community-based interventions (housing, drug screens) in a timely manner. The department is requesting an enhancement in the amount of $36,500 for a total of $53,000 in 2021.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 36,500.00 $ 36,500.00 $ 36,500.00 $ 36,500.00 Difference $ (36,500.00) $ (36,500.00) $ (36,500.00) $ (36,500.00) FTE 0.00 0.00 0.00 0.00
M-13 Corrections
Capital Improvement Program (CIP)
Title: JSC Security & Control System Year Placed: 2021
This request is to integrate a new security and control surveillance system replacing our antiquated one. The current software is proprietary and owned by a company based out of Georgia. There is no contractual agreement to provide ongoing support or upgrades, along with no local representation. We rely on local onsite technical support from Faith Technologies along with JIMS to facilitate remote access into the system with the owner. If they cannot identify a fix, then we have to take down a computer or server(s) and ship them to be fixed which can take a couple of weeks. This is a waste of resources and unnecessarily long down time. This also leaves us very vulnerable if something were to happen to Description: the backup control panel. Currently there is no working intercom system. The system includes new software and some hardware for touchscreen door control system; a new key card access system to control ingress and egress by personnel; and, an overhead intercom system for alerting staff during emergencies. The new system would greatly enhance our safety, security, and surveillance efforts supporting the Juvenile Services Center (JSC) a complex comprising the three juvenile intake and assessment centers, juvenile detention, adolescent center for treatment, house arrest, and administration. Funding for this project is included in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $0 $0 $0 $0 $0 $0 Design and Construction $0 $0 $0 $0 $0 $0 Equipment $752,250 $0 $0 $0 $0 $752,250 Total $752,250 $0 $0 $0 $0 $752,250
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $0 $0 $0 $0 $0 $0 Contract $0 $0 $0 $0 $0 $0 Commodities $0 $0 $0 $0 $0 $0 Capital $0 $0 $0 $0 $0 $0 Total 0 $0 $0 $0 $0 $0 $0
M-14 District Attorney Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 523,206 $ 475,000 $ 456,093 $ 550,127 $ 550,127 20.62 % Total Agency Fees & Charges $ 523,206 $ 475,000 $ 456,093 $ 550,127 $ 550,127 20.62 %
Use of Carryover $ 0 $ 113,397 $ 113,397 $ 86,824 $ 86,824 (23.43)% Intergovernmental $ 137,822 $ 126,374 $ 348,688 $ 481,799 $ 481,799 38.17 % Miscellaneous $ 28,005 $ 78,500 $ 78,500 $ 78,540 $ 78,540 0.05 % Intrafund Transfers $ 13,179 $ 0 $ 15,000 $ 15,000 $ 15,000 0.00 % Total Other Agency Revenues $ 179,006 $ 318,271 $ 555,585 $ 662,163 $ 662,163 19.18 %
a) Total Agency Revenues $ 702,212 $ 793,271 $ 1,011,678 $ 1,212,290 $ 1,212,290 19.83 % Expenditures Personnel $ 8,868,588 $ 9,208,247 $ 9,348,647 $ 10,006,567 $ 10,006,567 7.04 % Contractual Services $ 372,144 $ 572,013 $ 704,047 $ 729,857 $ 729,857 3.67 % Commodities $ 87,288 $ 107,036 $ 115,541 $ 84,868 $ 84,868 (26.55)% Subtotal $ 9,328,020 $ 9,887,296 $10,168,235 $ 10,821,292 $ 10,821,292 6.42 % Miscellaneous $ 1,649 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfers $ 8,635 $ 8,500 $ 8,500 $ 8,500 $ 8,500 0.00 % Intrafund Transfers $ 13,179 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Equipment Reserve $ 38,500 $ 38,900 $ 38,900 $ 6,900 $ 6,900 (82.26)% Subtotal $ 61,963 $ 47,400 $ 47,400 $ 15,400 $ 15,400 (67.51)%
Expenditures Subtotal $ 9,389,983 $ 9,934,696 $10,215,635 $ 10,836,692 $ 10,836,692 6.08 % Vehicle Equivalent Units $ 877 $ 1,012 $ 1,012 $ 2,590 $ 2,590 155.93 % Risk Management Charges $ 21,739 $ 24,442 $ 24,442 $ 68,587 $ 68,587 180.61 %
b) Total Expenditures $ 9,412,599 $ 9,960,150 $10,241,089 $ 10,907,869 $ 10,907,869 6.51 % Difference: b) minus a) $(8,710,387) $(9,166,879) $(9,229,411) $ (9,695,579) $ (9,695,579) 5.05 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 1.91 1.91 0.00 % Grant Funded FTEs 1.75 1.75 1.75 3.75 3.75 114.29 % Other FTEs 95.50 97.50 97.50 102.50 102.50 5.13 % Total FTE Positions 97.25 99.25 99.25 108.16 108.16 8.98 %
Agency Mission
Johnson County District Attorney's office will; Fairly apply the law to insure the justice is served for all people; Support efforts to promote social justice and equality for all people; Hold offenders accountable to insure a safer community; Develop policies that address the needs of the community; As “ministers of justice” act professionally both inside and outside the courtroom; Treat victims and their families with compassion and respect; Continue to work with our partner agencies to aid victims and their families in obtaining necessary services; Work with our law enforcement community to help develop policies that meet the needs of the community and earn the public’s trust; Be good stewards of the taxpayer’s money.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units and Risk Management charges, are budgeted to increase by $653,057 (6.42%) compared to FY 2020. This increase is due to 1) transition of Juvenile Diversion from District Courts, 2) addition of Warrant Assistant and, 3) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve decrease to $6,900 with the transition of computer purchases to JIMs.
FTEs for FY 2021 increase to 108.16 due to the transition of Juvenile Diversion from District Courts and the addition of 1.0 Warrant Assistant. M-15 District Attorney
Agency Goals & Objectives Associated Service Delivery Goals and Associated Objectives PMs: 1) Protect the safety of the public. a *Review evidence and file criminal cases against offenders where probable cause exists. *Vigorously prosecute criminal case filings through to conviction. *Effectively investigate and prosecute white collar/consumer fraud cases. 2) Advocate for victims' rights. b *Provide victim notification of charges filed and scheduled court dates. *Provide satisfactory services to victims and witnesses in all cases. 3) Cooperate with partner agencies. c *Review all case referrals for prosecutorial action or further investigation as needed. *Provide law enforcement officer training to enhance officer effectiveness and efficiency. *Support partner agencies in providing services to victims and witnesses. 4) Responsibly manage public funds. d *Generate revenue where appropriate through collection of service and other fees. *Seek out greater efficiency in operations. *Allow for alternatives to incarceration where appropriate. Agency Key Performance Measures (PMs) Actual Estimated Estimated Outputs 2019 2020 2021 a) # of criminal, domestic violence, and juvenile offender cases filed. 6,506 6,750 7,000 b) # of victim notification letters mailed. 34,202 34,500 34,750 c) # of criminal, domestic violence, and juvenile offender reports reviewed. 10,173 10,250 10,500 d) White collar/consumer fraud worksheets reviewed. 437 450 475 e) Total agency general fund revenue. $524,490 $525,000 $535,000
Efficiency/Cost Measures a) # of cases filed per prosecutor, excluding traffic infractions. 209 210 215 b) Annual personnel savings of victim support services donated through volunteer recruitment $114,801 $115,000 $120,000 and retention. c) Approximate cost of otherwise cost prohibitive legal training hours provided to law enforcement cadets. $17,500 $17,500 $18,000 d) % of juvenile offender reports offered pre-file alternatives to entering the Juvenile Justice 11.2% 11.0% 11.0% System.
Effectiveness Measures a) % of cases resulting in conviction at jury trial. 53.0% 60.0% 65.0% b) % of victim surveys reflecting (very) good service received. 76.0% 77.0% 80.0% c) % of cases reviewed referred for further investigation. 1.9% 2.0% 2.0% d) % of filed criminal or domestic violence cases granted diversion. 10.5% 10.0% 10.0%
M-16 District Attorney
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Prosecution
Protect the safety of the public in the review, management, and prosecution of criminal, domestic violence, juvenile offender, Child in Need of Care, and truancy actions.
Agency Revenues $ 524,490 $ 477,000 $ 477,812 $ 593,340 $ 593,340 24.18 % Expenditures $ 8,548,496 $ 8,714,963 $ 8,950,163 $ 9,460,807 $ 9,460,807 5.71 % Difference $ (8,024,006) $ (8,237,963) $ (8,472,351) $ (8,867,467) $ (8,867,467) 4.66 % FTE Positions 84.50 86.50 86.50 95.41 95.41 10.30 %
Service #2: Victim Assistance
Provide statutorily mandated services to victims and witnesses of crime occurring in Johnson County.
Agency Revenues $ 143,188 $ 154,783 $ 369,378 $ 480,981 $ 480,981 30.21 % Expenditures $ 618,199 $ 811,272 $ 946,929 $ 978,853 $ 978,853 3.37 % Difference $ (475,011) $ (656,489) $ (577,551) $ (497,872) $ (497,872) (13.80)% FTE Positions 10.75 10.75 10.75 10.75 10.75 0.00 %
Service #3: Economic Crime
Investigate allegations of economic crime and/or consumer fraud.
Agency Revenues $ 34,256 $ 161,488 $ 164,488 $ 137,969 $ 137,969 (16.12)% Expenditures $ 28,872 $ 155,892 $ 164,688 $ 140,915 $ 140,915 (14.44)% Difference $ 5,384 $ 5,596 $ (200) $ (2,946) $ (2,946) 1,373.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #4: Administration
Provide general administrative support to the District Attorney's Office.
Agency Revenues $ 278 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 194,416 $ 252,569 $ 153,855 $ 256,117 $ 256,117 66.47 % Difference $ (194,138) $ (252,569) $ (153,855) $ (256,117) $ (256,117) 66.47 % FTE Positions 2.00 2.00 2.00 2.00 2.00 0.00 %
M-17 District Attorney
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Warrant Assistant Priority: 1 Major Service Prosecution
An additional warrant assistant is needed to provide support for the warrant division. We currently have two warrant assistants preforming these duties full time, along with two trial assistants that spend up to 6 hours a day preforming warrant assistant duties. Having an additional warrant assistant would allow the two trial assistants to handle trial division work for which they were hired.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 70,171.00 $ 70,171.00 $ 71,930.00 $ 71,930.00 Difference $ (70,171.00) $ (70,171.00) $ (71,930.00) $ (71,930.00) FTE 1.00 1.00 1.00 1.00
M-18 District Attorney Forfeited Property Fund
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Miscellaneous $ (939) $ 25,000 $ 25,000 $ 25,000 $ 25,000 0.00 % Interest $ 2,718 $ 2,306 $ 1,055 $ 403 $ 403 (61.80)% Total Other Agency Revenues $ 1,779 $ 27,306 $ 26,055 $ 25,403 $ 25,403 (2.50)% a) Total Agency Revenues $ 1,779 $ 27,306 $ 26,055 $ 25,403 $ 25,403 (2.50)% Expenditures Contractual Services $ 23,045 $ 13,589 $ 12,338 $ 11,686 $ 11,686 (5.28)% Commodities $ 123 $ 13,717 $ 13,717 $ 13,717 $ 13,717 0.00 % Subtotal $ 23,168 $ 27,306 $ 26,055 $ 25,403 $ 25,403 (2.50)%
Miscellaneous $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Expenditures Subtotal $ 23,168 $ 27,306 $ 26,055 $ 25,403 $ 25,403 (2.50)% b) Total Expenditures $ 23,168 $ 27,306 $ 26,055 $ 25,403 $ 25,403 (2.50)% Difference: b) minus a) $ (21,389) $ 0 $ 0 $ 0 $ 0 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
To provide funds received from forfeiture of assets in drug related cases for training purposes and contributions to non-profit agencies, which deal in public safety and crime prevention issues.
Budget Highlights
Total expenditures for FY 2021 decrease by $652 (2.50)% to $25,403. This fund does not receive any revenue from property taxes.
M-19 District Court Trustee
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Miscellaneous $1,217,403 $1,710,481 $ 1,710,481 $ 1,676,325 $1,676,325 (2.00)% Total Other Agency Revenues $1,217,403 $1,710,481 $ 1,710,481 $ 1,676,325 $1,676,325 (2.00)%
a) Total Agency Revenues $1,217,403 $1,710,481 $ 1,710,481 $ 1,676,325 $1,676,325 (2.00)% Expenditures Personnel $1,083,828 $1,435,006 $ 1,361,233 $ 1,374,315 $1,374,315 0.96 % Contractual Services $ 29,763 $ 141,125 $ 141,125 $ 123,425 $ 123,425 (12.54)% Commodities $ 18,341 $ 49,350 $ 49,350 $ 24,798 $ 24,798 (49.75)% Subtotal $1,131,932 $1,625,481 $ 1,551,708 $ 1,522,538 $1,522,538 (1.88)%
Miscellaneous $ 519 $ 0 $ 0 $ 68,787 $ 68,787 0.00 % Subtotal $ 519 $ 0 $ 0 $ 68,787 $ 68,787 0.00 %
Expenditures Subtotal $1,132,451 $1,625,481 $ 1,551,708 $ 1,591,325 $1,591,325 2.55 % Risk Management Charges $ 2,211 $ 2,435 $ 2,435 $ 2,897 $ 2,897 18.97 % Cost Allocation $ 85,000 $ 85,000 $ 85,000 $ 85,000 $ 85,000 0.00 %
b) Total Expenditures $1,219,662 $1,712,916 $ 1,639,143 $ 1,679,222 $1,679,222 2.45 % Difference: b) minus a) $ (2,259) $ (2,435) $ 71,338 $ (2,897) $ (2,897) (104.06)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 19.00 18.00 18.00 17.00 17.00 (5.56)% Total FTE Positions 19.00 18.00 18.00 17.00 17.00 (5.56)%
Agency Mission
The Office of the District Court Trustee was established in 1972, and is responsible for enforcement of all Johnson County support orders as well as any other court orders referred by another court. The Trustee is empowered to pursue all civil remedies in establishing and enforcing the payment of support. The Office of the District Court Trustee accounts for all support payments as ordered by the court.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Risk Management and cost allocation charges, are budgeted to decrease by $29,170 ((1.88)%) compared to FY 2020. This increase is due to reduced contractual service and commodities expenditures.
A total of 17.00 FTEs are included in the FY 2021 budget. The decrease is due to one position being transferred to Justice Information Management Systems (JIMS) in FY 2021.
M-20 District Court Trustee
Agency Goals and Performance Measures Service Delivery Goals and Associated Performance Measures Actual Estimated Estimated 2019 2020 2021 1) Record and account for all support payments as ordered by the Court, Monitor payments passing through the Kansas Payment Center, Reconcile with District Court Trustee system.
(A) Length of time to process payments and update records. 24 hours 24 hours 24 hours Review and reconcile DCT records with Kansas (B) Payment Center. 100% 100% 100%
2) Enforce through all available civil means, all support orders through Johnson County. Provide timely & efficient court hearings,and provide assistance to the public through the use of pro se legal forms.
(A) Length of time to wait for court hearings on private motions. 30-60 days 30-60 days 30-60 days
(B) Monitor Court review hearing dockets. 100% 100% 100%
3) Maintain and seek to improve current levels of public service through technology, professional development and public awareness.
(A) Collaboration/partnerships with other agencies. 1-30 days 1-30 days 1-30 days
(B) Length of time between implementation and completion. 1-30 days 1-30 days 1-30 days
(C) Established timelines for project improvements, service delivery, professional development. 90% 90% 90%
4) Ensure continued compliance with Federal and State laws, statutes, and regulations.
(A) Length of time to process case documents. 1-7 days 1-7 days 1-7 days
(B) Ensure compliance with laws and regulations. 100% 100% 100%
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021
1) Length of time to process payments and update records. 24 hours 24 hours 24 hours Length of time to wait for court hearings on private 2) motions or contempt matters. 4-6 weeks 4-6 weeks 4-6 weeks
3) Length of time to process case documents. 1-2 days 1-2 days 1-2 days
4) Ensure compliance with laws and regulations. 100% 100% 100%
M-21 District Court Trustee
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Support Enforcement
Record and account for all support payments as ordered by the Court. Monitor payments passing through the Kansas Payment Center and reconcile with District Court Trustee system.
Agency Revenues $ 428,331 $ 601,815 $ 601,815 $ 589,798 $ 589,798 (2.00)% Expenditures $ 362,148 $ 519,815 $ 496,223 $ 508,892 $ 508,892 2.55 % Difference $ 66,182 $ 82,000 $ 105,592 $ 80,905 $ 80,905 (23.38)% FTE Positions 6.00 6.00 6.00 6.00 6.00 0.00 %
Service #2: Public Service
Enforce through all available civil means, all support orders through Johnson County. Provide timely and efficient court hearings, and provide assistance to the public through the use of pro se packets.
Agency Revenues $ 509,499 $ 715,858 $ 715,858 $ 701,563 $ 701,563 (2.00)% Expenditures $ 498,032 $ 714,858 $ 682,414 $ 699,837 $ 699,837 2.55 % Difference $ 11,467 $ 1,000 $ 33,444 $ 1,726 $ 1,726 (94.84)% FTE Positions 8.00 8.00 7.00 6.00 6.00 (14.29)%
Service #3: Court Hearings
Maintain and seek to improve current levels of public service through technology, professional development and public awareness.
Agency Revenues $ 164,040 $ 230,480 $ 230,480 $ 225,878 $ 225,878 (2.00)% Expenditures $ 159,876 $ 229,480 $ 219,065 $ 224,658 $ 224,658 2.55 % Difference $ 4,164 $ 1,000 $ 11,415 $ 1,220 $ 1,220 (89.31)% FTE Positions 3.00 3.00 3.00 3.00 3.00 0.00 %
Service #4: Statute Compliance
Ensure continued compliance with Federal and State laws, statutes and regulations.
Agency Revenues $ 115,534 $ 162,328 $ 162,328 $ 159,087 $ 159,087 (2.00)% Expenditures $ 112,395 $ 161,328 $ 154,006 $ 157,938 $ 157,938 2.55 % Difference $ 3,139 $ 1,000 $ 8,322 $ 1,148 $ 1,148 (86.21)% FTE Positions 2.00 2.00 2.00 2.00 2.00 0.00 %
M-22 District Courts Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 1,350,873 $ 1,493,710 $ 1,468,519 $ 1,498,302 $ 1,498,302 2.03 % Total Agency Fees & Charges $ 1,350,873 $ 1,493,710 $ 1,468,519 $ 1,498,302 $ 1,498,302 2.03 % Use of Carryover $ 0 $ 243,814 $ 224,095 $ 202,641 $ 202,641 (9.57)% Intergovernmental $ 354,088 $ 513,784 $ 436,870 $ 370,892 $ 370,892 (15.10)% Miscellaneous $ 208,594 $ 412,877 $ 438,068 $ 444,684 $ 444,684 1.51 % Interfund Transfers $ 0 $ 55,000 $ 55,000 $ 55,000 $ 55,000 0.00 % Intrafund Transfers $ 7,313 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 569,995 $ 1,225,475 $ 1,154,033 $ 1,073,217 $ 1,073,217 (7.00)%
a) Total Agency Revenues $ 1,920,868 $ 2,719,185 $ 2,622,552 $ 2,571,519 $ 2,571,519 (1.95)%
Expenditures Personnel $ 2,326,456 $ 2,542,377 $ 1,813,894 $ 1,464,020 $ 1,464,020 (19.29)% Contractual Services $ 3,314,090 $ 3,605,677 $ 3,826,392 $ 4,280,855 $ 4,280,855 11.88 % Commodities $ 202,832 $ 184,300 $ 182,300 $ 182,300 $ 182,300 0.00 % Subtotal $ 5,843,378 $ 6,332,354 $ 5,822,586 $ 5,927,175 $ 5,927,175 1.80 %
Miscellaneous $ 750 $ 8,100 $ (265,710) $ 8,100 $ 8,100 (103.05)% Transfer to Equipment Reserve $ 160,000 $ 134,030 $ 134,030 $ 3,000 $ 3,000 (97.76)%
Subtotal $ 160,750 $ 142,130 $ (131,680) $ 11,100 $ 11,100 (108.43)%
Expenditures Subtotal $ 6,004,128 $ 6,474,484 $ 5,690,906 $ 5,938,275 $ 5,938,275 4.35 %
Risk Management Charges $ 33,213 $ 33,186 $ 33,186 $ 130,397 $ 130,397 292.93 %
b) Total Expenditures $ 6,037,341 $ 6,507,670 $ 5,724,092 $ 6,068,672 $ 6,068,672 6.02 %
Difference: b) minus a) $ (4,116,473) $ (3,788,485) $ (3,101,540) $ (3,497,153) $ (3,497,153) 12.76 %
FTE Positions Fee Funded FTEs 12 16.81 16.81 10.22 10.22 (39.20)% Grant Funded FTEs 3.70 4.70 4.70 1.00 1.00 (78.72)% Other FTEs 12.00 12.24 12.24 8.24 8.24 (32.68)% Total FTE Positions 27.70 33.75 33.75 19.46 19.46 (42.34)%
Agency Mission The Tenth Judicial District has general original jurisdiction over all civil and criminal cases, including divorce and domestic relations, damage suits, probate and administration of estates, guardianships, conservatorships, care of the mentally ill, juvenile matters, and small claims. It is the Tenth Judicial District's intent to create a court environment for the public that deserves community respect by providing superior customer/public services, impartiality and accessibility.
Budget Highlights Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $104,589, 1.80% compared to FY 2020. This increase is predominately the impact of FY 2020 budget reductions.
Transfers to Equipment Reserve decrease to $3,000 for FY 2021 due to $57,000 being moved to Justice Information Management Systems (JIMS) for PC consolidation.
FTEs for FY 2021 are budgeted to decrease to 19.46 from 33.75 due to movement of positions to the District Attorney's Office.
M-23 District Courts
Agency Goals and Performance Measures Service Delivery Goals and Associated Performance Measures Actual Estimated Estimated 2019 2020 2021 1) Promote Behavioral Change among adult offenders.
(A) % successfully completing Adult Probation 86.7% 90% 90%
(B) % successful Adult Probation clients with new offense w/in one year 5.2% 5% 5%
2) Provide Cost efficient pre-trial program that promotes public safety & helps ensures defendants appear in court.
(A) % successfully completing pre-trial supervision 83% 85% 85%
3) Promote behavioral change among juvenile offenders.
(A) % successfully completing juvenile probation 87.4% 90% 90%
(B) % successful juvenile probation clients with new offense w/ in one year 32% 30% 28% 4) Ensure court proceedings are conducted in a timely manner. (A) % regular action civil cases pending in excess of 24 months* 4.8% 5.5% 5.5%
(B) % Domestic Relations cases pending in excess of 24 months** 1.3% 1.4% 1.4%
(C) % misdemeanor cases pending in excess of 12 months*** 2.7% 4% 4%
(D) % felony cases pending in excess of 12 months**** 9.7% 11% 11.00%
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021
1) Pre-trial % revenue to expenditures 76.6% n/a n/a
2) Juvenile Diversion % revenue to expenditures 193.4% n/a n/a
3) Average caseload - Adult Probation 129 120 120
4) Average caseload - Juvenile Services 51 45 45
5) Filed cases per Judge.***** 1,971 2,000 2,000
6) Filed cases per Judge Judicial District Ranking****** 3 2 2 Adult pre-sentence reports completed per month per pre- 7) sentence officer 35 35 35
M-24 District Courts
Agency Goals and Performance Measures Actual Estimated Estimated Outputs and Efficiency Measures (con't) 2019 2020 2021 8) Average daily population. Adult probation 1,973 1,950 2,030 Juvenile probation 145 130 130 Juvenile diversion 421 n/a n/a Pre-Trial supervision 649 675 700 Domestic 360 370 370
* Kansas Judicial District Average: 6.2% ** Kansas Judicial District Average: 1.7% *** Kansas Judicial District Average: 5.6% **** Kansas Judicial District Average: 9.8% ***** Kansas Judicial District Average: 1,455 ****** Rankings largest to smallest caseloads of the 25 Districts with Magistrates.
M-25 District Courts
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service 1: District Court Administration
Charged with carrying out the duties of the trial court in compliance with the laws of the State of Kansas and under the administrative authority of the Kansas Supreme Court and Office of Judicial Administration.
Agency Revenues $ 552,404 $ 737,580 $ 737,580 $ 746,758 $ 746,758 1.24 % Expenditures $ 1,682,501 $ 1,762,405 $ 1,077,460 $ 1,291,207 $ 1,291,207 19.84 % Difference $ (1,130,097) $ (1,024,825) $ (339,880) $ (544,449) $ (544,449) 60.19 % FTE Positions 12.00 12.24 12.24 8.24 8.24 (32.68)%
Service 2: Statutory Fees
Identifies specific budget items that are the statutory responsibility of Johnson County to provide. They include, but are not limited to, jury fees and mileage, legal notices, attorney appointments, witness fees, transcript fees, language interpreters, and court ordered evaluations.
Agency Revenues $ 476 $ 35,276 $ 35,276 $ 35,443 $ 35,443 0.47 % Expenditures $ 2,509,913 $ 2,405,000 $ 2,405,000 $ 2,499,000 $ 2,499,000 3.91 % Difference $ (2,509,437) $ (2,369,724) $ (2,369,724) $ (2,463,557) $ (2,463,557) 3.96 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #3: Clerk of the District Court
The Clerk of the District Court oversees, on behalf of the District Court, all cases filed, court documents (including preservation of records and notices to parties), collection and distribution of money, access to records, and issuance of marriage licenses.
Agency Revenues $ 10 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 100,227 $ 95,250 $ 93,250 $ 93,250 $ 93,250 0.00 % Difference $ (100,217) $ (95,250) $ (93,250) $ (93,250) $ (93,250) 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #4: Court Services
Authorized by Kansas Statutes, Court Services provides investigative reports to the District Court to assist judges with sentencing decisions, correctional services to offenders placed on probation, mediation and home assessments regarding children in contested custody disputes.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 142,832 $ 224,950 $ 224,950 $ 224,950 $ 224,950 0.00 % Difference $ (142,832) $ (224,950) $ (224,950) $ (224,950) $ (224,950) 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
M-26 District Courts
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: District Court Reporters
Provides for the capturing of a verbatim record of District Court proceedings and provides certified transcripts which are used by appellate courts, parties to the proceedings, and upon request from other parties. Court Reporters are also charged with receiving and marking of evidence (exhibits) in a judicial proceeding.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 26,921 $ 40,550 $ 40,550 $ 40,550 $ 40,550 0.00 % Difference $ (26,921) $ (40,550) $ (40,550) $ (40,550) $ (40,550) 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #6: Grant Programs
The District Court through its Court Services Department has pursued and obtained a number of grants to improve and sustain programs related to domestic violence (crimes against women) Youth Court, Juvenile Drug Court, CINC Mediation, and probation services.
Agency Revenues $ 361,401 $ 593,621 $ 516,707 $ 450,729 $ 450,729 3.00 % Expenditures $ 361,399 $ 593,621 $ 516,707 $ 450,729 $ 450,729 3.00 % Difference $ 2 $ 0 $ 0 $ 0 $ 0 0.00 % FTE Positions 3.70 4.70 4.70 1.00 1.00 (39.28)%
Service #7: Fee Based Services
A number of programs offered through the District Court are subject to fees paid by the party(ies) receiving the services. These include, but are not limited to, juvenile diversion, domestic service programs, bond supervision, and service provider programs.
Agency Revenues $ 1,006,577 $ 1,352,708 $ 1,332,989 $ 1,338,589 $ 1,338,589 4.13 % Expenditures $ 1,180,696 $ 1,352,708 $ 1,332,989 $ 1,338,589 $ 1,338,589 4.13 % Difference $ (174,119) $ 0 $ 0 $ 0 $ 0 0.00 % FTE Positions 12.00 16.81 16.81 10.22 10.22 0.00 %
M-27 District Courts
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Copier Lease Payments Priority: 1 Major Service District Court
DCA is requesting funding to provide for copier lease payments in the new courthouse. Currently, the Court pays for a few leases. All other central copiers were purchased through equipment replacement funds. No centralized copiers will move from the current courthouse to the new courthouse. Existing budget funds of $11,200 will be applied to the total need of $57,600. DCA request $46,400 in ongoing funds for installation and maintenance. Each court floor will have one centralized copier and the first floor will have three, serving clerks and court administration.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 46,400.00 $ 46,400.00 $ 46,400.00 $ 46,400.00 Difference $ (46,400.00) $ (46,400.00) $ (46,400.00) $ (46,400.00) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022 Statutory Expense Priority: 2 Major Service Statutory Fees
DCA is requesting funding to increase the annual statutory fee fund appropriations for indigent criminal defense by $94,000 annually. This request is based off a 15-year cost trend analysis. The court sought $130,000 additional appropriation for 2019, and this is request is $36,000 below what was requested at that time. This request will bring total indigent defense expenses to $350,000, below Actual 2016 expenses. 15-year average expenditures were used to determine the appropriate funding needs for indigent defense, factoring in the natural trends related to the number of cases filed and the complexity of cases. By looking at fifteen years of expenses, we are comfortable requesting an overall $94,000 increase.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00
Expenditures $ 94,000.00 $ 94,000.00 $ 94,000.00 $ 94,000.00 Difference $ (94,000.00) $ (94,000.00) $ (94,000.00) $ (94,000.00) FTE 0.00 0.00 0.00 0.00
M-28 Justice Information Management Systems Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 693,077 $ 8,795 $ 8,794 $ 8,970 $ 8,970 2.00 % Total Agency Fees & Charges $ 693,077 $ 8,795 $ 8,794 $ 8,970 $ 8,970 2.00 %
Interfund Transfer $ 0 $ 0 $ 390,808 $ 0 $ 0 (100.00)% Total Other Agency Revenues $ 0 $ 0 $ 390,808 $ 0 $ 0 (100.00)%
a) Total Agency Revenues $ 693,077 $ 8,795 $ 399,602 $ 8,970 $ 8,970 (97.76)% Expenditures Personnel $ 2,787,451 $ 3,016,647 $ 3,108,937 $ 3,565,991 $ 3,455,751 11.16 % Contractual Services $ 1,444,538 $ 1,172,215 $ 1,172,215 $ 1,400,715 $ 1,266,228 8.02 % Commodities $ 150,706 $ 339,886 $ 339,886 $ 341,136 $ 265,063 (22.01)% Capital Outlay $ 0 $ 65,000 $ 65,000 $ 0 $ 0 (100.00)% Subtotal $ 4,382,695 $ 4,593,748 $ 4,686,038 $ 5,307,842 $ 4,987,042 6.42 %
Miscellaneous $ 0 $ 0 $ (96,042) $ 0 $ 0 (100.00)% Transfer to Equipment Reserve $ 51,418 $ 51,418 $ 51,418 $ 508,918 $ 507,418 886.85 % Transfer to Capital projects $ 415,000 $ 1,130,000 $ 1,130,000 $ 522,990 $ 522,990 (53.72)%
Subtotal $ 466,418 $ 1,181,418 $ 1,085,376 $ 1,031,908 $ 1,030,408 (5.06)%
Expenditures Subtotal $ 4,849,113 $ 5,775,166 $ 5,771,414 $ 6,339,750 $ 6,017,450 4.26 % Risk Management Charges $ 5,691 $ 6,457 $ 6,457 $ 13,352 $ 13,352 106.78 %
b) Total Expenditures $ 4,854,804 $ 5,781,623 $ 5,777,871 $ 6,353,102 $ 6,030,802 4.38 % Difference: b) minus a) $ (4,161,727) $ (5,772,828) $ (5,378,269) $ (6,344,132) $ (6,021,832) 11.97 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 25.00 26.00 26.00 30.00 29.00 11.54 % Total FTE Positions 25.00 26.00 26.00 30.00 29.00 11.54 %
Agency Mission
The Justice Information Management System (JIMS) Department strives to provide quality, comprehensive information technology solutions and services to JIMS users and to the public. We seek to provide modern information technology infrastructure that enhances communications and productivity through innovative applications of technology. JIMS works to support these products and services, and to ensure a timely, accurate, and cost effective information system.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $301,004 (6.42%) compared to FY 2020. The increase is due primarily to 1) the addition of 2.0 LAN Analyst FTE, 2) increase for contractual services related to system maintenance, and 3) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Capital Projects in FY 2021 decrease to $522,990.
Transfers to Equipment Reserve in FY 2021 increase to $507,418 due to PC replacement consolidation.
Total FTEs in FY 2021 increase to 29.00 due to one position being transferred from District Court Trustee and 2.0 LAN Analyst FTEs being added.
M-29 Justice Information Management Systems
M-30 Justice Information Management Systems
M-31 Justice Information Management Systems
M-32 Justice Information Management Systems
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: JIMS
1) User support of multiple integrated programs and support of hardware to assist in improvement of operational efficiency. 2) Maintaining data storage, security, and data integrity as well as providing 24/7 on-line system access. 3) Provision of various training for agencies and staff. 4) Assistance and provision of recommendations to agencies for new technology solutions.
Agency Revenues $ 693,077 $ 8,795 $ 399,602 $ 8,970 $ 8,970 (97.76)% Expenditures $ 4,849,113 $ 5,775,166 $ 5,771,414 $ 6,339,750 $ 6,017,450 4.26 % Difference $ (4,156,036) $ (5,766,371) $ (5,371,812) $ (6,330,780) $ (6,008,480) 11.85 % FTE Positions 25.00 26.00 26.00 30.00 29.00 11.54 %
M-33 Justice Information Management Systems
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Maintenance Support Priority: 1 Major Service JIMS
This request is to keep JIMS current with all of the maintenance agreements for both hardware and software. In the past years we have increased the number of departments that we support and increased the number of applications including the new RMS (NICHE) system for all police Agencies. It will enable us to ensure 24/7 access and maintain data storage, security, and data integrity. Some of the applications/equipment are: The overall maintenance for Med-Acts inventory system for medical supplies and the Digital Alley ambulance cameras yearly maintenance which were not budgeted as an on-going maintenance expense. Starting in 2020, there will be a NICHE yearly license fee for the Sheriff's Office that JIMS will be paying, as well as, the EMC Net-Motion renewal licenses. The County as embarked on using a LGA for ADOBE and the request is for yearly renewal and growth.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 366,500.00 $ 275,000.00 $ 366,500.00 $ 366,500.00 Difference $ (366,500.00) $ (275,000.00) $ (366,500.00) $ (366,500.00) FTE 0.00 0.00 0.00 0.00
Requested Recommended Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022 LAN Analyst I (2) Priority: 2 Major Service JIMS
Justice Information Management Systems provide technical support and infrastructure services for 1,481 users across 8 different departments. We support over 40 different locations or buildings and many of these departments operate 24/7. Over the past two years we have added additional departments (Med-Act and EMC) and have taken on several large-scale projects (New Courthouse, Niche RMS, Medical Examiner building, Courts rewrite) that have contributed to the need for additional staff. In addition, starting in 2020 we are planning to take over IT support for Park Police and Fairway PD. While these are smaller groups this will add to the existing workloads. The addition of the new courthouse in 2020 has the most impact on the additional staffing need for the LAN Analyst group. The new Courthouse is slated for substantial completion in late 2020. Each courtroom is being designed with the exact same technology (wide spectrum of technology and A/V needs) so the device count is going to be significantly more. The planned device count for the new building is 1044 network-based devices, this is roughly triple of what we support today. If the technology is not functioning they cannot conduct court, so it very time sensitive. There are roughly 25 electronic devices per courtroom that have the potential to disrupt proceedings if not working correctly. Some examples are Digital recording, PA system, Desktops, Laptops, Wireless, Wireless evidence display, ELMO document display, Wireless microphone, Creston touch panels, and Video conferencing.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 159,786.00 $ 159,786.00 $ 166,114.00 $ 166,114.00 Difference $ (159,786.00) $ (159,786.00) $ (166,114.00) $ (166,114.00) FTE $ 2.00 $ 2.00 $ 2.00 $ 2.00
M-34 Justice Information Management Systems
Requested Recommended Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022 Project Planner Priority: 3 Major Service JIMS
The need for a full time Project manager has developed as our group has grown in terms of users supported and started taking on more large-scale enterprise projects like the new Courthouse, JIMS fee account rewrite, Medical examiner building and Niche RMS. There are over 1000 active users of the Niche RMS system and it is an ongoing development and enhancement project that will always require project management throughout the use of system. We are constantly adding interfaces, reporting and enhancing the integration of the system. Currently there are 2 meetings a month that require project management; niche executive council and user group. In some cases, DTI has agreed to lend us a PM for some of these projects. This is not a sustainable long-term solution and we are in a position where dedicated project management is needed. Currently we have 28 FTE's in JIMS with none specializing in project management. Our existing staff and management are having to juggle their primary job functions along with project management duties on all projects we are involved in.
Agency Revenue $ 0.00 $ 0.00 $ 0.00 $ 0.00 Expenditures $ 112,240.00 $ 0.00 $ 116,314.00 $ 0.00 Difference $ (112,240.00) $ 0.00 $ (116,314.00) $ 0.00 FTE $ 1.00 $ 0.00 $ 1.00 $ 0.00
M-35 Justice Information Management Systems
Capital Improvement Program (CIP)
Title: Infrastructure Maintenance Year Placed: 2021
This request is an on-going capital replacement project account to provide maintenance of the JIMS IT infrastructure and to provide high quality of services for its customers while being good stewards of tax payers' money. It is necessary to replace this equipment as it begins to reach the end of its useful life. The growth and demand for ITS support from the agencies and departments that JIMS serves Description: has increased greatly over time. JIMS IT infrastructure request includes licenses on new servers added to the network, replacement of aging network switches, adding Blades for continued growth, increasing backup capacity, Cradle Point APS replacements, and ARUBA RAP replacement for ambulances. This request is funded for FY 2021.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 522,990 $ 805,000 $ 363,000 $ 315,000 $ 225,000 $ 2,230,990 Total $ 522,990 $ 805,000 $ 363,000 $ 315,000 $ 225,000 $ 2,230,990
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
M-36 Law Library Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Miscellaneous $ 219,363 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84% Total Other Agency Revenues $ 219,363 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84%
a) Total Agency Revenues $ 219,363 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84%
Expenditures Personnel $ 247,548 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84% Subtotal $ 247,548 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84%
Miscellaneous $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 247,548 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84%
Risk Management Charges $ 2,164 $ 2,184 $ 2,184 $ 8,741 $ 8,741 300.23%
b) Total Expenditures $ 249,712 $ 340,729 $ 348,100 $ 361,036 $ 361,036 3.72% Difference: b) minus a) $ (30,349) $ (2,184) $ (2,184) $ (8,741) $ (8,741) 300.23%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 4.96 4.48 4.48 4.48 4.48 0.00% Total FTE Positions 4.96 4.48 4.48 4.48 4.48 0.00%
Agency Mission
The mission of the Johnson County Law Library is to make available to judges, attorneys, County officials, and all citizens of the County, outstanding legal resources and services that will enable users to perform at the highest level of research and practice.
Budget Highlights
Total expenditures for FY 2021, excluding Risk Management charges, are budgeted to increase by $6,379 (1.84%) compared to FY 2020. The increase is due to the budgeted salary and benefit increases included in the budget parameters.
FTEs for FY 2021 remain constant at 4.48.
M-37 Law Library
Agency Goals & Objectives Associated Service Delivery Goals and Associated Objectives PM's:
1) Provide attorneys with reference services. a
2) Provide unrepresented persons with reference services. b
Output and Efficiency Measures
Actual Estimated Estimated Output 2019 2020 2021
a) Reference services to attorneys. 3,112 3,112 3,112 b) Reference services to unrepresented persons. 2,447 2,447 2,447
M-38 Law Library
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Legal Referral and Circulation
Assist attorneys, judges and the public to use the Law Library's outstanding collection of print and electronic resources to research legal questions and find forms. Resources include federal and state statutes, case reporters, treatises, form books, fill-in-the-blank form packets, web page links and a full Westlaw online legal research service. Refer the public to Kansas Legal Services and the Kansas Bar Association for attorney services and legal advice. Check out library materials to attorneys registered with the Law Library for a two week period. Provide child support calculation software, computers, photocopying, fax service, conference room, phone rooms, and reading room.
Agency Revenues $ 219,363 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84% Expenditures $ 247,548 $ 338,545 $ 345,916 $ 352,295 $ 352,295 1.84% Difference $ (28,185) $ 0 $ 0 $ 0 $ 0 0.00% FTE Positions 4.96 4.48 4.48 4.48 4.48 0.00%
M-39 District Attorney Prosecutor Training and Assistance
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00% Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00%
Miscellaneous $ 28,971 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 28,971 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 28,971 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00%
Expenditures Contractual Services $ 24,639 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00% Commodities $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 24,639 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00%
Miscellaneous $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 24,639 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00% b) Total Expenditures $ 24,639 $ 29,000 $ 29,000 $ 29,000 $ 29,000 0.00%
Difference: b) minus a) $ 4,332 $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
This agency receives part of the court costs assessed in every case. Its proceeds are used for training programs for the District Attorney's Office.
Budget Highlights
Proceeds to the Prosecuting Attorney Fund are budgeted at $29,000 for FY 2021. This agency does not receive any County support.
M-40 Public Safety Sales Tax
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Interest $ 195,938 $ 133,620 $ 59,500 $ 22,715 $ 22,715 (61.82)% Total Other Agency Revenues $ 195,938 $ 133,620 $ 59,500 $ 22,715 $ 22,715 (61.82)% a) Total Agency Revenues $ 195,938 $ 133,620 $ 59,500 $ 22,715 $ 22,715 (61.82)%
Expenditures
Intrafund Transfers $ 23,326,161 $ 23,527,302 $ 22,064,605 $ 22,514,700 $ 22,514,700 2.04 %
Subtotal $ 23,326,161 $ 23,527,302 $ 22,064,605 $ 22,514,700 $ 22,514,700 2.04 %
Expenditures Subtotal $ 23,477,361 $ 23,527,302 $ 22,064,605 $ 22,514,700 $ 22,514,700 2.04 % b) Total Expenditures $ 23,477,361 $ 23,527,302 $ 22,064,605 $ 22,514,700 $ 22,514,700 2.04 %
Difference: b) minus a) $ (23,281,423) $ (23,393,682) $ (22,005,105) $ (22,491,985) $ (22,491,985) 2.21 %
Tax Revenues Other Taxes $ 23,087,407 $ 23,393,682 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 % Total Tax Revenues $ 23,087,407 $ 23,393,682 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
This non-operating agency was created in 1995 to account for the proceeds and uses of the one-quarter cent Public Safety Sales Tax, the compensating use tax, and investment interest which it earns.
Budget Highlights
The Intrafund Transfers are made to cover operations in the Sheriff and Corrections departments.
M-41 Public Safety Sales Tax II Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 122,179 $ 105,945 $ 47,421 $ 18,104 $ 18,104 (61.82)% Total Other Agency Revenues $ 122,179 $ 105,945 $ 47,421 $ 18,104 $ 18,104 (61.82)% a) Total Agency Revenues $ 122,179 $ 105,945 $ 47,421 $ 18,104 $ 18,104 (61.82)%
Expenditures Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Lease Payment to PBC $ 9,374,229 $ 9,304,404 $ 9,304,404 $ 9,176,948 $ 9,176,948 (1.37)% Intrafund Transfers $ 13,840,836 $ 14,195,223 $ 14,195,223 $ 13,333,141 $ 13,333,141 (6.07)%
Subtotal $ 23,215,065 $ 23,499,627 $ 23,499,627 $ 22,510,089 $ 22,510,089 (4.21)%
Expenditures Subtotal $ 23,215,065 $ 23,499,627 $ 23,499,627 $ 22,510,089 $ 22,510,089 (4.21)% b) Total Expenditures $ 23,215,065 $ 23,499,627 $ 23,499,627 $ 22,510,089 $ 22,510,089 (4.21)%
Difference: b) minus a) $ (23,092,886) $ (23,393,682) $ (23,452,206) $(22,491,985) $(22,491,985) (4.09)%
Tax Revenues Ad Valorem Support $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Other Taxes $ 23,087,406 $ 23,393,682 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 % Total Tax Revenues $ 23,087,406 $ 23,393,682 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
This non-operating agency was created in 2009 to account for the proceeds and uses of the one-quarter cent Public Safety Sales Tax II, the compensating use tax, and investment interest which it earns. This sales tax was approved on August 5, 2008 by the voters of Johnson County.
Budget Highlights
Total expenditures for FY 2021 are budgeted at $22,510,089, a decrease of 4.21% compared to the estimated FY 2020 expenditures. Of the budgeted expenditures, $9,176,948 is scheduled for debt service related to the four approved capital projects, and the intrafund transfers will cover operations within the Sheriff's Office, Corrections Department, and Facilities Department for costs associated with these four projects. This fund does not receive any revenue from property taxes.
M-42 Public Safety Sales Tax III
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Use of Assets $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 208,147 $ 109,210 $ 80,788 $ 30,842 $ 30,842 (61.82)% Total Other Agency Revenue $ 208,147 $ 109,210 $ 80,788 $ 30,842 $ 30,842 (61.82)%
a) Total Agency $ 208,147 $ 109,210 $ 80,788 $ 30,842 $ 30,842 (61.82)%
Expenditures Contractual Services $ 7,000,000 $ 11,531,431 $ 11,531,431 $ 4,531,827 $ 4,531,827 (60.70)% Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 7,000,000 $ 11,531,431 $ 11,531,431 $ 4,531,827 $ 4,531,827 (60.70)%
Lease Payment to PBC $ 7,100,964 $ 11,975,750 $ 11,975,750 $ 17,991,000 $ 17,991,000 50.23 % Transfer to Capital projects $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 7,100,964 $ 11,975,750 $ 11,975,750 $ 17,991,000 $ 17,991,000 50.23 %
Expenditures Subtotal $ 14,100,964 $ 23,507,181 $ 23,507,181 $ 22,522,827 $ 22,522,827 (4.19)%
b) Total Expenditures $ 14,100,964 $ 23,507,181 $ 23,507,181 $ 22,522,827 $ 22,522,827 (4.19)%
Difference: b) minus a) $(13,892,817) $(23,397,971) $(23,426,393) $(22,491,985) $(22,491,985) (3.99)%
Tax Revenues Ad Valorem Support $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Other Taxes $ 23,057,403 $ 23,397,971 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 % Total Tax Revenues $ 23,057,403 $ 23,397,971 $ 22,005,105 $ 22,491,985 $ 22,491,985 2.21 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
This non-operating agency was created in 2017 to account for the proceeds and uses of the one-quarter cent Public Safety Sales Tax III, the compensating use tax, and investment interest which it earns. This sales tax was approved on November 8, 2016 by the voters of Johnson County.
Budget Highlights
Total expenditures for FY 2021 are budgeted at $22,522,827, a decrease of 4.19% compared to the estimated FY 2020 expenditures. Collections for the Public Safety Sales Tax III began April 1, 2017. The budgeted expenditures will be used for costs associated with the new Courthouse, the Medical Examiner's Facility and the demolition of the existing Courthouse upon completion of the new Courthouse. Public Building Commission lease purchase revenue bonds were sold for the costs associated with these capital projects. This fund does not receive any revenue from property taxes.
M-43 Sheriff
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits 0 0 0 0 0 0.00 % Charges for Service $ 3,994,253 $ 3,425,503 $ 2,797,628 $ 4,180,263 $ 4,180,263 49.42 % Total Agency Fees & Charges $ 3,994,253 $ 3,425,503 $ 2,797,628 $ 4,180,263 $ 4,180,263 49.42 %
Use of Carryover $ 0 $ 1,014,060 $ 1,014,060 $ 1,014,060 $ 1,014,060 0.00 % Intergovernmental $ 616,469 $ 525,713 $ 920,602 $ 932,788 $ 932,788 1.32 % Miscellaneous $ 193,591 $ 483,765 $ 483,765 $ 486,096 $ 486,096 0.48 % Intrafund Transfers $ 25,790,533 $ 26,223,685 $ 25,315,552 $ 24,791,041 $ 24,791,041 (2.07)% Total Other Agency Revenues $ 26,600,593 $ 28,247,223 $ 27,733,979 $ 27,223,985 $ 27,223,985 (1.84)% a) Total Agency Revenues $ 30,594,846 $ 31,672,726 $ 30,531,607 $ 31,404,248 $ 31,404,248 2.86 % Expenditures Personnel $ 70,505,411 $ 71,509,249 $ 67,860,103 $ 71,780,905 $ 71,377,908 5.18 % Contractual Services $ 11,380,830 $ 13,877,883 $ 13,801,962 $ 14,526,643 $ 14,526,643 5.25 % Commodities $ 2,449,505 $ 3,650,094 $ 4,209,503 $ 3,579,279 $ 3,559,329 (15.45)% Capital Outlay $ 1,025,667 $ 719,000 $ 700,000 $ 435,000 $ 435,000 (37.86)% Subtotal $ 85,361,413 $ 89,756,226 $ 86,571,568 $ 90,321,827 $ 89,898,880 3.84 % Miscellaneous $ 4,911 $ 1,000 $ (1,501,195) $ 1,150 $ 1,150 (100.08)% Transfer to Capital projects $ 0 $ 0 $ 0 $ 930,000 $ 930,000 0.00 %
Subtotal $ 4,911 $ 1,000 $ (1,501,195) $ 931,150 $ 931,150 (162.03)%
Expenditures Subtotal $ 85,366,324 $ 89,757,226 $ 85,070,373 $ 91,252,977 $ 90,830,030 6.77 % Risk Management Charges $ 890,855 $ 989,914 $ 989,914 $ 1,162,790 $ 1,162,790 17.46 % b) Total Expenditures $ 86,257,179 $ 90,747,140 $ 86,060,287 $ 92,415,767 $ 91,992,820 6.89 %
Difference: b) minus a) $(55,662,333) $(59,074,414) $(55,528,680) $(61,011,519) $(60,588,572) 9.11 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 1.00 2.00 2.00 1.00 1.00 (50.00)% Other FTEs 658.99 663.95 666.61 681.93 676.93 1.55 % Total FTE Positions 659.99 665.95 668.61 682.93 677.93 1.39 %
Agency Mission
To serve the people of Johnson County with the foundational principles of service, justice and fundamental fairness.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $3,327,312 (3.84%) compared to FY 2020. This net impact is due to 1) Contract increases of $459K, 2) additional School Resource Officer, offset with 75% revenues, 3) Security System Administrator, 4) transition of Security Manager from Facilities, 5) budget reductions, and 6) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Capital Projects includes $600K of Inmate Welfare Funds to offset partial cost of Camera & Security Systems Upgrade project and $330,000 for Security CRP & Improvements.
FTEs for FY 2021 are budgeted to increase to 677.93 from 668.61 due to increase for School Resource Officer, Six additional Jail Civilian positions (paid for with existing overtime dollars), Security System Administrator, transition of Security Manager from Facilities and other correcting entries.
M-44 Sheriff
Associated Service Delivery Goals and Associated Objectives PMs: Policing, Investigations, Dispatch Services 1) Reduce the opportunities for offenders to victimize citizens. * Remain vigilant and take initiative to investigate unusual activities. a,b,g 2) Provide law enforcement and emergency response services. * Increase citizen satisfaction with policing services. k,l * Maintain a quality response to service requests. f,j,m 3) Provide expert criminal investigation services. * Maintain quality investigations of reported crimes. a,b,g 4) Maintain the quality of public safety communications services. * Maintain professional police dispatching services. c,d,h,m 5) Ensure the quality of services provided by the department. * Maintain quality training for sworn staff. i,e
Actual Estimated Estimated Outputs 2019 2020 2021 a) # of cases assigned to general investigations unit. 502 550 500 b) # of investigation cases cleared (includes prior year cases). 492 539 490 c) # of calls for service including self-initiated (dispatch). 313,338 322,540 333,828 d) # of total calls received (dispatch). 263,408 273,940 279,449 e) # of employees trained annually (in-service) 656 700 700
Efficiency/Cost Measures f) Change in median response time to emergency calls (4.0)% 8.0% (5.0)% (min.). g) % investigation cases cleared. 98.0% 98.0% 98.0% h) % change in # of calls for service (dispatch). 3.6% 2.9% 3.5% i) % change in # of training hours received by employees. 0.0% 6.7% 0.0%
Effectiveness Measures j) Median response time to emergency calls (minutes). 5.1 5.5 5.2 k) % of survey respondants reporting a perception of safety in their neighborhoods during the day 97% 97% 97% in their neighborhoods at night 89% 90% 90% l) in Johnson County overall 92% 93% 93% % of survey responses with satisfactory or better rating for "quality of public safety." 90% 90% 90% m) % of 9-1-1 calls answered in less than 10 seconds. 94% 95% 95%
M-45 Sheriff
Associated Service Delivery Goals and Associated Objectives PMs: Forensics Laboratory Provide scientific analysis related to biological evidence associated with crimes 1) committed in Johnson County. * Maintain the quality of DNA analysis of biological evidence. i * Increase the number of samples receiving DNA analysis. a,e Provide scientific analysis related to chemical and physical evidence associated 2) with crimes committed in Johnson County. * Maintain quality analysis of evidentiary items. b,f,j * Maintain timely completion of requested evidence analysis. k 3) Facilitate the identification and apprehension of serious offenders. * Prioritize laboratory resources to provide investigative analysis services in major cases. g,l * Provide timely and expert crime scene processing services in major crime investigations. h,k,l
Actual Estimated Estimated Outputs 2019 2020 2021 a) Total # of samples receiving DNA analysis. 3,821 4,414 5,098 b) Total # of items of evidence examined. 21,098 26,196 27,506 c) Total # of case examinations completed. 3,950 3,604 3,784 d) Total # of case examinations pending. 1,991 2,039 2,100
Efficiency/Cost Measures e) % change in # of samples receiving DNA analysis. 67% 16% 15% f) % change in # of items of evidence examined. (5)% 24% 5% g) % change in # of case examinations completed. 0% (9)% 5% h) % change in # of case examinations pending. (17)% 2% 3%
Effectiveness Measures i) % of QAS Quality Assurance Standards met. 99% 100% 100% j) % of Accreditation Standards met. 100% 100% 100% % responders to survey rating the overall laboratory k) timeliness as satisfactory or better. 64% 80% 80% % responders to survey rating the overall laboratory l) experience as satisfactory or better. 93% 90% 90%
M-46 Sheriff
Associated Service Delivery Goals and Associated Objectives PMs: Detention Services Provide secure custody of persons charged with violations of state and 1) municipal laws. * Maintain an effective inmate management system. j,k,l,m,n,s,t * Ensure safe and secure inmate movement outside the detention facilities. o,p,u 2) Contribute to the effective operation of the court system. * Ensure inmates appear at all required court proceedings. p,q
Actual Estimated Estimated Outputs 2019 2020 2021 a) # of inmates booked. 15,868 14,000 16,000 b) Average daily population. 857 650 750 c) Average # of inmates boarded per day to other jails. 0 0 0 d) Total inmate man-days in custody. 329,134 273,750 292,000 e) Average length of inmate stay (days). 20.5 22.0 21.0 f) Miles driven to transport inmates (out of County only). 0 0 0 g) Total # of inmates transported (in County). 16,066 10,000 13,000 h) Inmate court appearances, in person. 13,117 7,000 9,000 i) Inmate court appearances, by video. 13,858 16,000 18,000
Efficiency/Cost Measures j) Average # of inmates booked per day. 43 38 44 k) Change in average daily population. 64 (107) 50 Change in average # of inmates boarded out l) per day to other jails. 0 0 0 m) Change in inmate man-days in custody. 23,695 (55,384) 18,250 n) Change in average length of stay (days). 2.0 1.5 (1.0) o) Change in # of inmates transported. 744 (6,066) 3,000 p) # of inmate court appearances in person per week. 366 (6,117) 2,000 q) # of inmate court appearances by video per week. 178 2,142 2,000
Effectiveness Measures r) % of inmates classified within 72 hours. 99% 99% 99% s) % of inmates held without escape. 100% 100% 100% t) % of capacity in Johnson County jails. 79% 69% 74%
M-47 Sheriff
Associated Service Delivery Goals and Associated Objectives PMs: Court Services 1) Provide for a safe and orderly courthouse environment. * Maintain an effective entry security screening process. j * Maintain public order in the courthouse. k * Maintain an active warrant service program. l,m,n 2) Provide for the apprehension of persons named in warrants and court orders. * Increase the number of persons arrested on warrants. e,l,n 3) Contribute to the effective operation of the judicial system. * Maintain the timely and lawful service of civil process and court orders. o,p,s 4) Collect delinquent property taxes owed to Johnson County. * Execute delinquent tax warrants received from the County Treasurer. q
Actual Estimated Estimated Outputs 2019 2020 2021 a) # of persons screened for entry into courthouse and annex. 506,561 300,000 520,000 b) # of security requests handled by courthouse unit. 917 500 950 c) # of warrant arrests by courthouse security unit. 568 350 600 d) Total # of warrants received. 8,058 5,424 7,160 e) Total # of warrants executed. 6,407 3,656 5,348 f) # of civil process and orders attempted. 45,637 33,000 46,000 g) # of civil process and orders served. 33,015 24,000 34,000 h) # of tax warrants executed. 1,321 30 600 i) $ collected from Sheriff's collection actions. $273,683 $6,215 $124,302
Efficiency/Cost Measures j) # of persons screened for entry into courthouse - daily avg. 2,026 1,200 2,080 k) # of security requests handled by courthouse unit - daily avg. 3.7 2.0 3.8 l) # of warrant arrests by courthouse security unit - daily avg. 32.2 21.7 28.6 m) Average # of warrants received per day. 17.6 10.0 14.7 n) % of warrants executed successfully. 80% 67% 75% o) # of civil process and orders attempted per day. 125 90 126 p) % civil process and order attempts served successfully. 72.3% 72.7% 73.9%
Effectiveness Measures q) Average amount collected per tax warrant executed. $207 $207 $207
M-48 Sheriff
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Administration & Support Services
Administrative & Support Services provides management, assistance, training, and support for direct policing and detention services. Administrative Services include fleet services, training, fiscal services, purchasing, public relations, records, and personnel.
Agency Revenues $ 69,226 $ 46,600 $ 46,600 $ 48,961 $ 48,961 7.97 % Expenditures $ 7,645,000 $ 12,261,108 $ 7,703,620 $ 11,492,383 $ 11,227,383 15.45 % Difference $ (9,028,213) $ (10,604,683) $ (10,247,490) $ (11,834,092) $ (11,834,092) 15.48 % FTE Positions 63.40 63.40 63.36 64.40 64.40 0.00 %
Service #2: Laboratory Services
Laboratory Services provides high quality scientific analysis of biological, chemical, digital and physical evidence associated with crimes committed in Johnson County.
Agency Revenues $ 790,968 $ 921,123 $ 1,316,012 $ 1,327,394 $ 1,327,394 4.48 % Expenditures $ 6,186,707 $ 6,745,068 $ 7,335,689 $ 7,380,299 $ 7,380,299 8.90 % Difference $ (4,909,793) $ (5,402,526) $ (5,522,768) $ (6,053,510) $ (6,053,510) 9.61 % FTE Positions 44.30 44.30 46.26 46.30 46.30 4.62 %
Service #3: Detention Services
Detention Services contribute to the public safety and to the effective operation of the courts by providing for the secure custody and movement of persons charged with violations of state and municipal laws.
Agency Revenues $ 28,164,604 $ 29,012,227 $ 27,601,219 $ 28,275,654 $ 28,275,654 3.71 % Expenditures $ 47,582,946 $ 48,612,473 $ 47,425,944 $ 48,417,603 $ 48,406,603 5.95 % Difference $ (18,142,639) $ (17,836,777) $ (17,403,220) $ (19,770,568) $ (19,081,190) 9.64 % FTE Positions 368.29 374.25 366.99 372.23 372.23 1.35 %
Service #4: Court Security
Court Security provides for a safe and orderly courthouse environment.
Agency Revenues $ 435,347 $ 281,242 $ 281,242 $ 281,242 $ 281,242 140.18 % Expenditures $ 7,471,886 $ 3,758,161 $ 3,913,516 $ 5,083,088 $ 4,583,366 1.69 % Difference $ (3,163,437) $ (3,560,300) $ (3,466,417) $ (3,194,955) $ (3,194,955) (7.83)% FTE Positions 29.00 29.00 31.00 38.00 33.00 0.00 %
Service #5: Warrants
The Sheriff's Warrant Unit is charged with searching out, detecting, and apprehending persons wanted by written order of the Johnson County District Court.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 9,058 $ 1,681,592 $ 1,866,102 $ 1,970,582 $ 1,970,582 2.71 % Difference $ (1,153,854) $ (1,188,404) $ (1,641,327) $ (1,685,765) $ (1,685,765) 2.71 % FTE Positions 13.00 13.00 15.00 15.00 15.00 0.00 %
M-49 Sheriff
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #6: Investigations
The Sheriff's Office provides investigative services throughout Johnson County. Investigative services are organized into the functional groups of Crimes Against Property, Crimes Against Persons, Drug Enforcement, Organized Crime, Crime Scene processing, Crime Analysis and Street Drug Enforcement.
Agency Revenues $ 0 $ 29,000 $ 29,000 $ 29,000 $ 29,000 (100.00)% Expenditures $ 11,413 $ 1,948,833 $ 1,883,411 $ 1,909,602 $ 1,909,602 3.18 % Difference $ (11,413) $ (1,919,833) $ (1,854,411) $ (1,880,602) $ (1,880,602) 4.79 % FTE Positions 15.00 15.00 15.00 15.00 15.00 0.00 %
Service #7: Investigative Taskforce
The Investigative Taskforce consolidates local resources of the area law enforcement agencies for the purpose of investigating the sale and manufacture of illegal drugs, violent crime, auto thefts, and gang activity in Johnson County.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 6,171 $ 1,006,662 $ 1,130,566 $ 1,130,245 $ 1,130,245 4.47 % Difference $ (6,171) $ (1,006,662) $ (1,130,566) $ (1,130,245) $ (1,130,245) 4.47 % FTE Positions 8.00 8.00 9.00 9.00 9.00 0.00 %
Service #8: Civil Division
The Civil Division Carries out duties according to statutes including collections of monies on delinquent taxes or insufficient funds from worthless checks, enforces the laws within the state of Kansas regarding vehicle registration, and serves Civil Court documents issued from the various courts of Johnson County.
Agency Revenues $ 0 $ 291,273 $ 291,273 $ 291,273 $ 291,273 (100.00)% Expenditures $ 13,469 $ 2,599,544 $ 2,632,181 $ 2,699,603 $ 2,699,603 3.15 % Difference $ (13,469) $ (2,308,271) $ (2,340,908) $ (2,408,330) $ (2,408,330) 16.59 % FTE Positions 24.00 24.00 25.00 25.00 25.00 0.00 %
Service #9: Sheriff's Emergency Response Team
The Sheriff's Emergency Response Team's purpose is to increase the likelihood of safely resolving situations, high risk in nature, which exceed the capabilities of traditional law enforcement first responders and/or investigative units.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 3,039 $ 46,400 $ 46,400 $ 46,400 $ 46,400 0.00 % Difference $ (3,039) $ (46,400) $ (46,400) $ (46,400) $ (46,400) 0.00 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
M-50 Sheriff
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #10: Communications The Johnson County Sheriff's Office operates a primary public-safety answering point (dispatch center) located at the County Communications Center in Olathe. Our agency dispatches police services for the SheriffsOf fice (including the cities of DeSoto and Edgerton), the Park Police, Fairway, Gardner, Lake Quivira, Merriam, Olathe, Mission, Roeland Park, Spring Hill, and Westwood.
Agency Revenues $ 10,200 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 5,576,799 $ 5,255,173 $ 5,215,252 $ 5,354,797 $ 5,354,797 2.68 % Difference $ (5,566,599) $ (5,255,173) $ (5,215,252) $ (5,354,797) $ (5,354,797) 2.68 % FTE Positions 47.00 47.00 47.00 47.00 47.00 0.00 %
Service #11: Patrol
The Johnson County Sheriff's Office Patrol Division provides a wide variety of law enforcement services to the citizens of Johnson County including traffic enforcement, emergency response, and serving arrest warrants. The geographical areas patrolled by the Johnson County Sheriff's Office include the unincorporated areas of Johnson County and the cities of De Soto and Edgerton.
Agency Revenues $ 1,124,501 $ 1,091,261 $ 966,261 $ 1,150,724 $ 1,150,724 19.09 % Expenditures $ 10,859,836 $ 5,842,212 $ 5,917,692 $ 6,121,150 $ 6,121,150 3.44 % Difference $ (9,735,335) $ (4,750,951) $ (4,951,431) $ (4,970,426) $ (4,970,426) 0.38 % FTE Positions 48.00 48.00 50.00 51.00 51.00 2.00 %
M-51 Sheriff
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Administration & CH Security Positions Priority: 1 Major Service Support Services
Courthouse Security Positions - Three (3) additional deputy positions and two (2) Civilian Special Deputies to be assigned to the Court Security Division of the Sheriff's Office. These are required for adequate staffing to meet the needs of the new Courthouse. The new Courthouse facility has additional posts that are not included in the current courthouse facility, requiring more personnel to fill these mandatory posts to ensure the safety of the facility, its employees, and the citizens who frequent it.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 435,384 $ 0 $ 416,939 $ 0 Difference $ (435,384) $ 0 $ (416,939) $ 0 FTE 5.00 0.00 5.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Contractual Increases Priority: 2 Major Service Detention Services Each year, there are many services and commodities that are purchased under contractual arrangements. It is common for these contracts to include an annual price increase, most ranging from 2% to 5%. It is not realistic to cover the cost of these contracts without additional funds, and this request is for funding to cover the expected increase in cost of these services and commodities in the 2021 budget. Additionally, a new medical services contract was awarded in 2020, and an agreement for JCMH to provide mental health services was also initiated. These changes resulted in a 15% increase in medical/mental health costs. Increases in funding is requested in the following amounts: Inmate Medical $449,347, Inmate Food $76,000, Contractual Services $13,040. TOTAL $538,387 full impact in FY 2022.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 458,900 $ 458,900 $ 538,387 $ 538,387 Difference $ (458,900) $ (458,900) $ (538,387) $ (538,387) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022
Administration & Jail Civilian Positions (6.0) Priority: 3 Major Service Support Services
Request is for six (6) Civilian Specialists to be paid for with existing overtime dollars. The civilian specialists will fill positions currently worked by sworn staff and provide a partial relief factor to reduce overtime.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 0 $ 0 $ 0 $ 0 Difference $ 0 $ 0 $ 0 $ 0 FTE 6.00 6.00 6.00 6.00
M-52 Sheriff
Requests for Additional Resources Requested Budget Requested Recommended Request #4 FY 2021 FY 2021 FY 2022 FY 2022
Administration & School Resource Officer Priority: 4 Major Service Support Services
Additional personnel to strengthen the partnership between the Sheriffs Office and Unified School District (USD) 230 by supplementing the currently provided School Resource Officer (SRO) position with an additional SRO position. This position would be assigned to USD 230 and have the ability to respond to all USD 230 facilities and events as needed. This position would be able to perform a variety of law enforcement services and act as a primary law enforcement officer for USD 230.
Agency Revenue $ 58,625 $ 58,625 $ 60,970 $ 60,970 Expenditures $ 91,125 $ 91,125 $ 90,600 $ 90,600 Difference $ (32,500) $ (32,500) $ (29,630) $ (29,630) FTE 1.00 1.00 1.00 1.00
M-53 Sheriff
Capital Improvement Program (CIP)
Title: Camera & Security Systems Upgrades Year Placed: 2021
Upgrade of the Security Electronics systems in the Central Booking and the New Century Adult Detention facilities. This would include the control panels, intercom systems and the video/camera system. Current systems are outdated, necessary replacement parts no longer manufactured and no longer supported. Computer Description: system, the backbone of the system, is running on Windows XP, expired in 2014. Locating and purchasing replacement parts are problematic. Sheriff is using $600K of Inmate Welfare funds for this project so the net capital cost to the County is $2,575,000 and included in FY 2021 budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Capital Expenditures $0 $0 $0 $0 $0 $0 Preliminary Studies $0 $0 $0 $0 $0 $0 Design & Construction $2,575,000 $0 $0 $0 $0 $2,575,000 Equipment $0 $0 $0 $0 $0 $0 Total $2,575,000 $0 $0 $0 $0 $2,575,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $0 $0 $0 $0 $0 $0 Contractual Services $0 $0 $0 $0 $0 $0 Commodities $0 $0 $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $0 $0 Total 0.0 $0 $0 $0 $0 $0 $0
Title: Security CRP & Improvements Year Placed: 2021 This request is for the County to maintain a robust security stance in an everchanging world. This budget would be utilized for the replacement of a majority of the Hirsch access control panels installed throughout the County. This is due to a large number of current panels in use today which are no longer supported due to an end of life date of 12/2019. Additional funds allocated towards security upgrades would be used for the camera lifecycle replacement / enhancements and for high risk building Description: site security improvements (i.e. fencing, vehicle barriers, card readers, duress buttons, process improvements, etc.). This project is also to establish a Security Operations Center (SOC) to centralize all security monitoring. This project was approved in FY 2021 budget for security upgrades, maintenance, security services, System Administrator at $525K with the remaining SOC component deferred to future budget cycles.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Capital Expenditures $0 $0 $0 $0 $0 $0 Preliminary Studies $0 $0 $0 $0 $0 $0 Design & Construction $330,000 $335,000 $316,000 $323,000 $310,000 $1,614,000 Total $330,000 $335,000 $316,000 $323,000 $310,000 $1,614,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 1.0 $75,000 $78,750 $82,688 $86,822 $91,163 $414,423 Contractual Services $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Commodities $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 Capital Outlay $0 $0 $0 $0 $0 $0 Start Up $0 $0 $0 $0 $0 $0 Total 1.0 $195,000 $198,750 $202,688 $206,822 $211,163 $1,014,423
M-54 Sheriff
Forfeited Property Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits 198,607 281,384 281,384 281,384 281,384 0.00 % Total Agency Fees & Charges $ 198,607 $ 281,384 $ 281,384 $ 281,384 $ 281,384 0.00 %
Use of Carryover $ 0 $1,000,000 $ 0 $ 0 $ 0 Intergovernmental $ 389,626 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 38,421 $ 21,838 $ 8,500 $ 3,245 $ 3,245 (61.82)% Total Other Agency Revenues $ 428,047 $1,021,838 $ 8,500 $ 3,245 $ 3,245 (61.82)%
a) Total Agency Revenues $ 626,654 $1,303,222 $ 289,884 $ 284,629 $ 284,629 (1.81)%
Expenditures Contractual Services $ 6,866 $ 0 $ 0 $ 0 $ 0 0.00 % Commodities $ 474,960 $1,303,222 $ 289,884 $ 284,629 $ 284,629 (1.81)% Subtotal $ 704,720 $1,303,222 $ 289,884 $ 284,629 $ 284,629 (1.81)%
Interfund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Expenditures Subtotal $ 704,720 $1,303,222 $ 289,884 $ 284,629 $ 284,629 (1.81)%
b) Total Expenditures $ 704,720 $1,303,222 $ 289,884 $ 284,629 $ 284,629 (1.81)%
Difference: b) minus a) $ (78,066) $ 0 $ 0 $ 0 $ 0 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
To provide non-tax funds for the purchase of new law enforcement services and equipment.
Budget Highlights
Revenues from Sheriff Forfeited Property can only be used for public safety purposes.
This fund does not receive any revenue from property taxes.
M-55 Weapons Licensure
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 21,157 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00% Total Agency Fees & Charges $ 21,157 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 21,157 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00%
Expenditures Commodities $ 0 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00% Subtotal $ 0 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00%
Transfer to Capital projects $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 0 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00%
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00% b) Total Expenditures $ 0 $ 25,500 $ 25,500 $ 26,010 $ 26,010 2.00%
Difference: b) minus a) $ 21,157 $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
To provide non-tax funds for the purchase of new law enforcement and criminal prosecution services. This fund is governed by the provisions of KSA 75-7c01 et.seq.
Budget Highlights
Revenues from Weapons Licensure can only be used for public safety purposes.
This fund does not receive any revenue from property taxes.
M-56 911 Fund
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Use of Carryover $ 0 $ 704,904 $ 704,904 $ 704,904 $ 704,904 0.00 % Interest $ 141,888 $ 120,759 $ 55,071 $ 21,024 $ 21,024 (61.82)% Total Other Agency Revenues $ 143,647 $ 825,663 $ 759,975 $ 725,928 $ 725,928 (4.48)% a) Total Agency Revenues $ 143,647 $ 825,663 $ 759,975 $ 725,928 $ 725,928 (4.48)% Expenditures Contractual Services $ 3,629,957 $ 4,576,502 $ 4,510,814 $ 5,070,189 $ 5,070,189 12.40 % Commodities $ 265,096 $ 819,041 $ 945,017 $ 822,300 $ 822,300 (12.99)% Capital Outlay $ 36,058 $ 704,904 $ 578,928 $ 602,179 $ 602,179 4.02 % Subtotal $ 3,931,111 $ 6,100,447 $ 6,034,759 $ 6,494,668 $ 6,494,668 7.62 % Debt Service $ 387,842 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Capital projects $ 264,000 $ 223,000 $ 223,000 $ 139,000 $ 139,000 (37.67)% Subtotal $ 651,842 $ 223,000 $ 223,000 $ 139,000 $ 139,000 (37.67)% Expenditures Subtotal $ 4,582,953 $ 6,323,447 $ 6,257,759 $ 6,633,668 $ 6,633,668 6.01 % b) Total Expenditures $ 4,582,953 $ 6,323,447 $ 6,257,759 $ 6,633,668 $ 6,633,668 6.01 %
Difference: b) minus a) $ (4,439,306) $ (5,497,784) $ (5,497,784) $ (5,907,740) $ (5,907,740) 7.46 %
Tax Revenues Other Taxes $ 5,011,185 $ 5,497,784 $ 5,497,784 $ 5,907,740 $ 5,907,740 7.46 % Total Tax Revenues $ 5,011,185 $ 5,497,784 $ 5,497,784 $ 5,907,740 $ 5,907,740 7.46 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission To provide funding for enhanced 9-1-1 services throughout Johnson County.
Budget Highlights
On January 1, 2012, a statutory 911 fee of $0.53 per month was established for each communication device capable of accessing 911 was collected by the Kansas Local Collection Point Administrator and remitted in accordance with the statutory distribution formula to each Public Safety Answering Point (PSAP) jurisdiction providing 911 service to its constituents. Effective October 1, 2015, the uniform fee of $0.53 per month was increased to $0.60 per month. Effective October 1, 2019, the uniform fee was increased from $.60 to $.90 per subscriber account. Of the $.30 increase, an additional $.06 will go to the PSAPs ($.60 to $.66). PSAPs should be seeing the increased revenue from this change in December 2019. Under Interlocal Cooperation Agreements between the County and the cities operating PSAPs, such 911 fees will be received by the County and administered in separate accounts for each jurisdiction. Expenditures are for costs of the 911 system, for equipment used to receive, process and distribute 911 calls to emergency responders, and for maintenance and operation of the Countywide Radio System. Reserve funds are estimated to be $5,651,553 on December 31, 2021 and will be used for maintenance and enhancements to the 9-1-1 and Countywide Radio System.
M-57 911 Wireless Telephone
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Interest $ 770 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 770 $ 0 $ 0 $ 0 $ 0 0.00%
a) Total Agency Revenues $ 770 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Contractual Services $ 139 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 41,795 $ 0 $ 0 $ 0 $ 0 0.00%
Interfund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 41,795 $ 0 $ 0 $ 0 $ 0 0.00%
b) Total Expenditures $ 41,795 $ 0 $ 0 $ 0 $ 0 0.00%
Difference: b) minus a) $ (41,025) $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
To provide funding for enhanced 9-1-1 services throughout Johnson County.
Budget Highlights
This agency does not receive any revenues from property taxes. The fee assessed under law through December 31, 2011 was a $.25 Local 911 fee and a $.25 State Grant 911 fee collected monthly for each wireless and VoIP phone based in Johnson County. Beginning January 1, 2012, this fee was replaced with a new statutory 911 fee of $.53 per month established by the 2011 legislature under Senate Bill #50. This fee was then changed to $.60 and then $.90 as described in the preceding page on 911 fund. The new 911 fee is deposited into the authorized 911 Fund approved by the BOCC. Remaining funds in the 911 Wireless Telephone accounts are used in accordance with statutory restrictions for the cost of providing wireless and VoIP 911 service and for equipment directly related to the reception and processing of wireless and VoIP 911 calls by public safety dispatch centers, and for public safety radio system equipment and maintenance. Reserve funds are $0.
M-58 Emergency Management & Communications
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 331,368 $ 334,481 $ 334,481 $ 344,173 $ 344,173 2.90 % Use of Assets $ 63,618 $ 61,652 $ 61,652 $ 61,652 $ 61,652 0.00 % Total Agency Fees & Charges $ 394,986 $ 396,133 $ 396,133 $ 405,825 $ 405,825 2.45 %
Intergovernmental $ 94,922 $ 97,850 $ 97,850 $ 100,985 $ 100,985 3.20 % Miscellaneous $ 51,041 $ 145,630 $ 145,630 $ 140,630 $ 140,630 (3.43)% Total Other Agency Revenues $ 145,963 $ 243,480 $ 243,480 $ 241,615 $ 241,615 (0.77)%
a) Total Agency Revenues $ 540,949 $ 639,613 $ 639,613 $ 647,440 $ 647,440 1.22 %
Expenditures Personnel $ 5,343,400 $ 5,616,266 $ 5,400,215 $ 5,742,733 $ 5,494,311 1.74 % Contractual Services $ 470,017 $ 621,170 $ 621,148 $ 584,930 $ 584,930 (5.83)% Commodities $ 89,864 $ 143,151 $ 143,151 $ 128,872 $ 128,872 (9.97)% Subtotal $ 5,903,281 $ 6,380,587 $ 6,164,514 $ 6,456,535 $ 6,208,113 0.71 %
Miscellaneous $ 0 $ 0 $ (48,478) $ 0 $ 0 (100.00)% Interfund Transfers $ 10,653 $ 9,029 $ 9,029 $ 9,029 $ 9,029 0.00 % Transfer to Equipment Reserve $ 195,000 $ 195,000 $ 195,000 $ 155,000 $ 155,000 (20.51)% Transfer to Capital projects $ 290,777 $ 231,500 $ 231,500 $ 0 $ 0 (100.00)%
Subtotal $ 496,430 $ 435,529 $ 387,051 $ 164,029 $ 164,029 (57.62)%
Expenditures Subtotal $ 6,399,711 $ 6,816,116 $ 6,551,565 $ 6,620,564 $ 6,372,142 (2.74)%
Vehicle Equivalent Units $ 6,400 $ 8,024 $ 8,024 $ 7,376 $ 7,376 (8.08)% Risk Management Charges $ 21,066 $ 22,414 $ 22,414 $ 27,374 $ 27,374 22.13 %
b) Total Expenditures $ 6,427,177 $ 6,846,554 $ 6,582,003 $ 6,655,314 $ 6,406,892 (2.66)%
Difference: b) minus a) $(5,886,228) $(6,206,941) $(5,942,390) $ (6,007,874) $(5,759,452) (3.08)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 1.00 1.00 1.00 1.00 1.00 0.00 % Other FTEs 52.00 51.00 51.00 54.00 51.00 0.00 % Total FTE Positions 53.00 52.00 52.00 55.00 52.00 0.00 %
Agency Mission
To provide for effective countywide emergency services through the provision of professional 911 and public safety communication services and infrastructure, and through the administration of a comprehensive, countywide emergency management program.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges are budgeted to increase by $43,599 (0.71%) compared to FY 2020. The increase is due to 1) the net of the budgeted salary and benefit increases included in the budget parameters, 2) the 2021 budget reductions of $171,433 and 3) the 2020 budget reductions and vacancy savings of $143,426.
Transfers to Equipment Reserve decrease to $155,000 due to $40,000 being moved to DTI for PC consolidation.
FTEs for FY 2021 remain constant at 52.00.
M-59 Emergency Management & Communications
M-60 Emergency Management & Communications
M-61 Emergency Management & Communications
M-62 Emergency Management & Communications
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Emergency Communications
Emergency Communications receives all emergency calls for service, including 9-1-1 and 10-digit calls, and manages the responses and resource coverage for 10 fire departments in Johnson County, Med-Act and Miami County EMS.
Agency Revenues $ 67,477 $ 38,658 $ 38,658 $ 43,658 $ 43,658 12.93 % Expenditures $ 4,057,221 $ 4,201,718 $ 3,979,502 $ 3,954,228 $ 3,783,549 (4.92)% Difference $ (3,989,744) $ (4,163,060) $ (3,940,844) $ (3,910,570) $ (3,739,891) (5.10)% FTE Positions 35.00 35.00 35.00 37.00 35.00 0.00 %
Service #2: Countywide Communications
Countywide Communications provides reliable, multi-agency radio and data communications system infrastructure for use by over 40 local government agencies.
Agency Revenues $ 148,503 $ 268,505 $ 268,505 $ 263,505 $ 263,505 (1.86)% Expenditures $ 1,006,638 $ 1,294,936 $ 1,245,580 $ 1,228,703 $ 1,228,703 (1.35)% Difference $ (858,135) $ (1,026,431) $ (977,075) $ (965,198) $ (965,198) (1.22)% FTE Positions 9.00 8.00 8.00 8.00 8.00 0.00 %
Service #3: Emergency Management
The Emergency Management division coordinates the countywide activities required to mitigate, prepare for, respond to, and recover from emergencies/disasters in Johnson County and ensures the County is compliant with emergency management laws and regulations.
Agency Revenues $ 94,962 $ 97,850 $ 97,850 $ 100,985 $ 100,985 3.20 % Expenditures $ 743,184 $ 782,074 $ 788,894 $ 884,785 $ 807,042 2.30 % Difference $ (648,222) $ (684,224) $ (691,044) $ (783,800) $ (706,057) 2.17 % FTE Positions 6.00 6.00 6.00 7.00 6.00 0.00 %
Service #4: EMS Medical Director System Program
The EMS Medical Director Program provides comprehensive, patient-centered, evidenced-based medical oversight to 10 fire departments, Med-Act, and the ECC, ensuring that up-to-date, quality patient care is delivered for every EMS event in Johnson County.
Agency Revenues $ 230,007 $ 234,600 $ 234,600 $ 239,292 $ 239,292 2.00 % Expenditures $ 592,668 $ 537,388 $ 537,589 $ 552,848 $ 552,848 2.84 % Difference $ (362,661) $ (302,788) $ (302,989) $ (313,556) $ (313,556) 3.49 % FTE Positions 3.00 3.00 3.00 3.00 3.00 0.00 %
M-63 Emergency Management & Communications
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
EMC Spec I: Emergency Communications Emergency Specialist I (2) Priority: 1 Major Service Communications This request is for two additional Grade 14 Emergency Communications Specialist I positions in the ECC Division, which are needed to establish adequate fixed position relief factor for staffing. These positions are needed to address increasing overtime costs and to provide sufficient staff capability to meet growing requirements of technical advances and standards; performance management of dispatcher continuing emergency medical training and certification; effectively manage the initial dispatcher training program and the continuing in-service training program; administer the comprehensive and growing Quality Assurance Program in conjunction with the Medical Director and key stakeholders in user agencies; maintain a 911 Public Education outreach program, and provide direction to the Tactical Communications Team and usage of the County Communications Mobile Command vehicle that is deployed to major incidents.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 171,679 $ 0 $ 181,770 $ 0 Difference $ (171,679) $ 0 $ (181,770) $ 0 FTE 2.00 0.00 2.00 0.00
Requested Recommended Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Emergency Management Emergency Specialist Priority: 2 Major Service Management Emergency Management and Communications is requesting an additional 5578.E.Unit Manager IV (Grade 16) position in the Emergency Management Division. This Emergency Management Specialist position is needed to address unmet needs related to the administration and support for various emergency management systems and initiatives. Primarily, this position will help ensure Johnson County Government is able to adequately fulfill its role as the administrator of multiple critical systems including NotifyJoCo, WebEOC, and the online continuity of operations planning system. Authorizing this request will also enhance the effectiveness of a variety of emergency management programs which currently operate at sub-optimal levels due to staff time spent on routine system support in a fragmented manner.
Agency Revenue 0 0 0 0 Expenditures 78,243 0 82,882 0 Difference (78,243) 0 (82,882) 0 FTE 1.00 0.00 1.00 0.00
M-64 Emergency Management & Communications Capital Improvement Plan (CIP)
Title: Countywide Radio System Infrastructure Year Placed: 2021
The Countywide Radio System is currently meeting the voice and data communications needs of over 40 agencies. The ongoing funding requested in this project is to maintain the existing highly reliable radio system infrastructure. The Description: project needs to sustain funding since prior funding through other projects and 9-1-1 funds will be depleted in the near future and not able to fund this project. The countywide radio system is one of two host and master sites for the metropolitan area regional radio system (MARRS). This project is included in the 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $0 $0 $0 $0 $0 $0 Design and Construction $139,000 $142,000 $163,000 $164,000 $123,000 $731,000 Equipment $0 $0 $0 $0 $0 $0 Total $139,000 $142,000 $163,000 $164,000 $123,000 $731,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $0 $0 $0 $0 $0 $0 Contractual $0 $0 $0 $0 $0 $0 Commodities $0 $0 $0 $0 $0 $0 Capital $0 $0 $0 $0 $0 $0 Total 0.00 $0 $0 $0 $0 $0 $0
M-65 Med-Act Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 10,738,645 $ 9,139,659 $ 10,539,659 $ 11,572,123 $ 11,572,123 9.80 % Total Agency Fees & Charges $ 10,738,645 $ 9,139,659 $ 10,539,659 $ 11,572,123 $ 11,572,123 9.80 % Miscellaneous $ 28,931 $ 37,080 $ 37,080 $ 37,080 $ 37,080 0.00 % Total Other Agency Revenues $ 28,931 $ 37,080 $ 37,080 $ 37,080 $ 37,080 0.00 %
a) Total Agency Revenues $ 10,767,576 $ 9,176,739 $ 10,576,739 $ 11,609,203 $ 11,609,203 9.76 % Expenditures Personnel $ 17,097,509 $ 18,825,899 $ 22,238,476 $ 23,676,360 $ 23,676,360 6.47 % Contractual Services $ 1,581,397 $ 1,302,500 $ 2,477,500 $ 2,324,550 $ 2,324,550 (6.17)% Commodities $ 944,064 $ 1,111,341 $ 1,111,341 $ 1,179,891 $ 1,179,891 6.17 % Capital Outlay $ 24,850 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 19,647,820 $ 21,239,740 $ 25,827,317 $ 27,180,801 $ 27,180,801 5.24 % Miscellaneous $ 413 $ 2,000 $ (441,000) $ 2,000 $ 2,000 (100.45)% Interfund Transfers $ 50,000 $ 0 $ 225,000 $ 225,000 $ 225,000 0.00 % Transfer to Equip Reserve $ 945,079 $ 1,245,079 $ 1,245,079 $ 1,677,079 $ 1,677,079 34.70 % Transfer to Capital projects $ 536,000 $ 635,000 $ 635,000 $ 1,030,000 $ 1,030,000 62.20 % Subtotal $ 1,531,492 $ 1,882,079 $ 1,664,079 $ 2,934,079 $ 2,934,079 76.32 % Expenditures Subtotal $ 21,179,312 $ 23,121,819 $ 27,491,396 $ 30,114,880 $ 30,114,880 9.54 % Risk Management Charges $ 52,654 $ 62,028 $ 62,028 $ 80,780 $ 80,780 30.23 % b) Total Expenditures $ 21,231,966 $ 23,183,847 $ 27,553,424 $ 30,195,660 $ 30,195,660 9.59 % Difference: b) minus a) $ (10,464,390) $ (14,007,108) $ (16,976,685) $(18,586,457) $(18,586,457) 9.48 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 144.53 151.80 151.80 158.88 158.88 4.66 % Total FTE Positions 144.53 151.80 151.80 158.88 158.88 4.66 %
Agency Mission
Med-Act’s philosophy is to create the best ambulance service we can to take care of our friends and family; the community we know as Johnson County.
Budget Highlights Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $1,353,484 (5.24%) compared to FY 2020. The increase is due to the net impact of: 1) a $576,676 one-time decrease for FY 2020, 2) a FY 2021 on-going decrease of $100,000 in the cost of 3rd party billing, 3) a FY 2021 one-time reduction of $32,000, 4) the costs of the partial year impact of 7.0 new FTE for the West Central Ambulance Stabilization, 5) the costs for the partial year impact of 4.8 FTE for the minimum staffing, 6) a decrease to transfer to equipment reserve of $475,000 for one-time ambulance purchase in FY 2020, 7) a one-time increase to equipment reserve of $907,000 for ambulance purchases related to additional replacements and the West Central Ambulance Stabilization, 8) a decrease to transfers to capital projects of $635,000 for the patient loading system CIP, 9) an increase of $1,030,000 for the mobile radio replacement CIP, and 10) the costs associated with the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve increase to 1,677,079 with a reduction of one-time funding for ambulance purchases offset by a one-time increase of $907,000 for ambulance purchases.
FTEs for FY 2021 increase to 158.88 with the addition of 3.0 FTE Lieutenants and 4.0 FTE Paramedics for the West Central Ambulance Stabilization, 3 part-time plus Paramedics for the Minimum Staffing, and 3 part-time plus Lieutenants for the Minimum Staffing.
M-66 Med-Act
Agency Key Performance Measures (PMs) Target Actual Estimated Estimated Effectiveness Measures Goal 2019 2020 2021
1. a. Total number of ambulance responses Anticipate 53,618 50,937 * 54,690
b. Total number of ambulance transports 2% Growth 29,385 27,916 * 29,972 Rate This performance measure monitors increasing demands to service. It also allows Med-Act to forecast the addition of resources to the system and incorporate them into its strategic plan. Analysis: From 2017 to 2019 Med-Act incurred a 5% increase in the number of transports, and an 8% increase in the number of responses. These percentages are greater than the anticipated growth rate, and has challenged MED-ACT to evaluate the deployment of ambulances. During the 2020 COVID-19 Pandemic, MED- * ACT has seen a 10% decrease in the number of transports, and an 8% decrease in the number of responses. As the State continues to reopen, the number of responses and transports are trending back to normal. back to normal. % of emergency ambulance responses 2. within 10 minutes. 90% 92% 92% 90%
The NFPA standard indicates that emergency responses should be met 90% of the time. Although there is not a response time national standard, Med-Act's 10 minute response time meets best practice for the area. Analysis: For all districts combined, Med- Act meets its response time goal 90% of the time. There are some areas of the County where this goal is not met due to resource constraints. Meeting this goal will become more challenging as the county grows and the demand for services increases. % of patient accounts collected within 12 3. months. 55% 56% 54% 54% This performance measure monitors the collections of patient accounts. In order to be a good steward of the taxpayer's money, it is important to maximize collection rate on transport billings.
M-67 Med-Act
Agency Key Performance Measures (PMs) Target Actual Estimated Estimated Effectiveness Measures Goal 2019 2020 2021
Analysis: With the move toward higher deductible insurance plans, many patients are facing more out of pocket expense. This trend is reflected in the amount of time that it takes MED-ACT to collect patient accounts. While the total collection percentage remains at 60%, the length of time to collect on these accounts has increased. Due to this trend MED-ACT will continue to re-evaluate its billing and collection processes. % of patient satisfaction surveys rated as 4. satisfied. 90% 97% 94% 94% This performance measure monitors Med-Act's service to the community, and ensure expectations are met. Our mission is to ensure medical emergencies in Johnson County have the best possible outcome. We are committed to providing the best ambulance service possible to take care of our community, our friends and family.
Analysis: Med-Act continues to improve processes and enhance education to ensure community's expectations are met.
M-68 Med-Act
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Administration
Provide administrative support to the department.
Agency Revenues $ 26,675 $ 27,214 $ 27,214 $ 27,429 $ 27,429 0.79% Expenditures $ 2,220,651 $ 1,347,623 $ 2,172,597 $ 3,646,642 $ 3,646,642 67.85% Difference $ (2,193,976) $ (1,320,409) $ (2,145,383) $ (3,619,213) $ (3,619,213) 68.70% FTE Positions 6.63 6.63 6.63 6.63 6.63 0.00%
Service #2: Operations
Provide paramedic level EMS services to the Johnson County community including ambulance transport services.
Agency Revenues $ 10,713,188 $ 9,112,445 $ 10,512,445 $ 11,544,694 $ 11,544,694 9.82% Expenditures $ 16,842,182 $ 19,533,753 $ 23,005,277 $ 24,106,395 $ 24,106,395 4.79% Difference $ (6,128,994) $(10,421,308) $(12,492,832) $ (12,561,701) $ (12,561,701) 0.55% FTE Positions 129.90 137.17 137.17 143.50 143.50 4.61%
Service #3: Education
Provide medical continuing education to the department and to the first response personnel in the Johnson County fire agencies.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Expenditures $ 658,947 $ 668,486 $ 674,112 $ 696,712 $ 696,712 3.35% Difference $ (658,947) $ (668,486) $ (674,112) $ (696,712) $ (696,712) 3.35% FTE Positions 5.00 5.00 5.00 5.00 5.00 0.00%
Service #4: Support Services
Provide medical equipment and supplies to all EMS agencies in Johnson County and oversee the fleet maintenance for the department.
Agency Revenues $ 27,713 $ 37,080 $ 37,080 $ 37,080 $ 37,080 0.00% Expenditures $ 1,457,532 $ 1,571,957 $ 1,639,410 $ 1,665,131 $ 1,665,131 1.57% Difference $ (1,429,819) $ (1,534,877) $ (1,602,330) $ (1,628,051) $ (1,628,051) 1.61% FTE Positions 3.00 3.00 3.00 3.75 3.75 25.00%
M-69 Med-Act
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Additional Personnel to Meet Minimum Staffing Requirements Priority: 1 Major Service Administration
MED-Acts field staffing model is based on a minimum staffing approach. In other words we do not decrease services by temporarily shutting down an ambulance when we have staffing vacancies. In our environment all field positions must and will be staffed 24/7/365. An adequately sized pool of relief employees is essential to providing minimum staffing and reducing the use of mandatory overtime. This request provides for additional staffing of nine paramedics to meet our minimum relief staffing requirements. Six of the positions cover the leave hours in excess of current relief staffing allocated. Three of the positions will cover an additional vacation position per shift.
Agency Revenue $ 217,257 $ 217,257 $ 638,818 $ 638,818 Expenditures $ 217,257 $ 217,257 $ 638,818 $ 638,818 Difference $ 0 $ 0 $ 0 $ 0 FTE 4.80 4.80 4.80 4.80
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Increase Vehicle (Ambulance) Equipment Fund Transfer Priority: 2 Major Service Operations We are requesting to increase our Fund Transfer to Equipment Reserve for Vehicles by $570,000 on- going beginning in 2021.In 2018 Med-Act acquired 4 additional ambulances, all primary units to meet the tenets of the BOCC approved RAR to accommodate the first phase of the Overland Park partnership transition and the addition of 2 Impact ambulances. In addition, in 2020, Med-Act will assume responsibility for ambulance operations for JCFD#2 station in Spring Hill. This has caused our fleet responsibility to increase to 28 ambulances, including 18 primary units, 8 reserve units, and 2 Overland Park ambulances that we maintain.We have developed a multi-year replacement plan that incorporates all Med-Act fleet vehicles, including ambulances. This was developed in consultation with JoCo Fleet Management.Our current annual transfer of $665,949 into our Equipment Reserve Fund was established based on a fleet of 19 ambulances, and will not be sufficient to support our expanded ambulance fleet and multi-year replacement plan.
Agency Revenue $ 570,000 $ 570,000 $ 570,000 $ 0 Expenditures $ 570,000 $ 570,000 $ 570,000 $ 0 Difference $ 0 $ 0 $ 0 $ 0 FTE 0.00 0.00 0.00 0.00
M-70 Med-Act
Requests for Additional Resources Requested Budget Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022 Ambulance Service Stabilization: North Central and West Central Johnson County ambulance additions; One Battalion Chief Unit Addition. Priority: 3 Major Service Administration
Provides staffing (14 paramedics and 3 battalion chiefs) for two additional ambulances and one battalion chief unit for 24/7 service to improve ambulance response times in the north central and west central Johnson County areas. This addition is expected to occur in the first half of 2021. In 2019 we responded to 46,346 incidents. Since 2010 we have experienced a 41% increase in call volume and a 2% decrease in our response time performance. The positive impact will help ensure we are meeting our response time goals in all areas of the county, but more specifically in areas of Johnson County with an increasing call volume where we have challenges meeting these goals.
Agency Revenue $ 935,150 $ 935,150 $ 883,523 $ 883,523 Expenditures $ 935,150 $ 935,150 $ 883,523 $ 883,523 Difference $ 0 $ 0 $ 0 $ 0 FTE 7.00 7.00 7.00 7.00
M-71 Med-Act
Capital Improvement
Title: Mobile/Portable Radio Replacement Year Placed: 2021
This request is to replace Med-Act's current inventory of one hundred mobile and one hundred forty portable radios. These radios are used for emergency and biomedical communications, and are an essential part of our operations. Johnson County is part of the Metro Area Regional Radio System (MARRS). Beginning in 2021, the MARRS system will be moving to a newer voice encryption standard for emergency services. Our current inventory of radios Description: are ten years old, and do not have this encryption capability. Further, due to the age of our radios and the significant changes in technology over the past ten years, our current radios do not have the capability of being upgraded to the new encryption standard. Once the MARRS system is upgraded, our radios will no longer operate in the emergency services sector of the system. This project was requested and placed in FY 2021.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 1,030,000 $ 0 $ 0 $ 0 $ 0 $ 1,030,000 Total 1,030,000 $ 0 $ 0 $ 0 $ 0 1,030,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
M-72 Section N Infrastructure
This Section Includes:
Airport (Page N-2)
Contractor Licensing (Page N-19)
Public Works (Page N-22)
Planning, Housing and Community Development (Page N-32)
Stormwater (Page N-36)
Transportation (Page N-39)
Wastewater O & M (Page N-46) Wastewater SRCFP (Page N-53)
Page N-1 Airport
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $2,022,919 $ 2,331,200 $ 1,948,639 $ 2,346,311 $2,346,311 20.41 % Use of Assets $4,954,443 $ 4,947,606 $ 4,547,838 $ 4,060,332 $4,060,332 (10.72)% Total Agency Fees & Charges $6,977,362 $ 7,278,806 $ 6,496,477 $ 6,406,643 $6,406,643 (1.38)% Use of Carryover $ 0 $ 0 $ 0 $ 0 $2,350,908 0.00 % Miscellaneous $ 4,721 $ 186,628 $ 186,628 $ 57,000 $ 57,000 (69.46)% Intrafund Transfers $ 70,136 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 166,042 $ 117,715 $ 56,100 $ 19,470 $ 19,470 (65.29)% Interfund Transfer $ 0 $ 39,000 $ 39,000 $ 2,560,000 $1,000,000 2,464.10 % Total Other Agency Revenues $ 240,899 $ 343,343 $ 281,728 $ 2,636,470 $3,427,378 1,116.56 %
a) Total Agency Revenues $7,218,261 $ 7,622,149 $ 6,778,205 $ 9,043,113 $9,834,021 45.08 % Expenditures Personnel $1,560,317 $ 1,694,182 $ 1,670,032 $ 1,701,307 $1,701,307 1.87 % Contractual Services $1,138,781 $ 1,143,478 $ 1,986,948 $ 2,744,948 $2,744,948 38.15 % Commodities $1,426,360 $ 2,008,960 $ 1,621,874 $ 1,690,296 $1,690,296 4.22 % Capital Outlay $ (507) $ 240,333 $ 0 $ 0 $ 0 0.00 % Subtotal $4,124,951 $ 5,086,953 $ 5,278,854 $ 6,136,551 $6,136,551 16.25 % Debt Service $ 286,589 $ 277,875 $ 277,875 $ 269,375 $ 269,375 (3.06)% Miscellaneous $ 1,500 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfers $ 73,253 $ 1,738,559 $ 1,674,414 $ 2,760,110 $2,760,110 64.84 % Intrafund Transfers $1,610,629 $ 0 $ 99,000 $ 99,000 $ 99,000 0.00 % Subtotal $1,971,971 $ 2,016,434 $ 2,051,289 $ 3,128,485 $3,128,485 52.51 % Expenditures Subtotal $6,096,922 $ 7,103,387 $ 7,330,143 $ 9,265,036 $9,265,036 26.40 % Risk Management Charges $ 83,783 $ 87,594 $ 87,594 $ 162,677 $ 162,677 85.72 % Cost Allocation $ 408,642 $ 431,168 $ 431,168 $ 431,168 $ 406,308 (5.77)% b) Total Expenditures $6,589,347 $ 7,622,149 $ 7,848,905 $ 9,858,881 $9,834,021 25.29 % Difference: b) minus a) $ 628,914 $ 0 $(1,070,700) $ (815,768) $ 0 (100.00)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 18.25 18.25 18.25 18.25 18.25 0.00 % Total FTE Positions 18.25 18.25 18.25 18.25 18.25 0.00 %
Agency Mission It is the mission of the Johnson County Airport Commission to develop and operate a system of air transportation facilities that serve the aviation needs of the region, contribute to the economic vitality and quality of life in Johnson County, and integrate with the national plan for Integrated Airport Systems. In order to maximize resources to accomplish this mission, the Airport Commission will aggressively develop and market the non- aviation land at New Century AirCenter to generate long-term revenues.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Risk Management charges and cost allocation, are budgeted to increase by $857,697 (16.25%) compared to FY 2020. This increase is primarily due to expenditures associated with 600 New Century Parkway that will be incurred for the second half of FY 2020 and the entirety of FY 2021.
Transfers to Capital Projects and Interfund Transfers include $2,760,110 for various Airport projects.
FTEs for FY 2021 remain constant at 18.25.
Page N-2 Airport
Agency Goals & Objectives Associated Service Delivery Goals and Associated Objectives PMs: 1) Operate New Century Airport in a safe and efficient manner that meets or exceeds recommendations prescribed by Federal Aviation Regulations and FAA Airport Compliance Manual. * Maintain full occupancy on t-hangar properties. i * Improve flight safety by keeping grounds and property maintained. l * Efficient financial operation of New Century Air Center. h 2) Operate Executive Airport in a safe and efficient manner that meets or exceeds recommendation prescribed by Federal Aviation Regulations and the FAA Airport Compliance Manual. * Maintain full occupancy on t-hangar properties. j * Improve flight safety by keeping grounds and property maintained. m * Efficient financial operation of Executive Airport. g 3) Develop and operate in a business-like manner the "premier multi-modal business park in metro Kansas City" in order to promote economic development, diversify the tax base and generate operating revenue for the County's airport system. * Keep the business park, rail system and water system collectively self sufficient. d, e, f * Provide efficient rail service to support development of commercial real estate. b, d * Meet KDHE water quality standards. o * Maintain volume and pressure. n * Provide water at a competitive rate. e
Agency Key Performance Measures (PMs) Actual Estimated Estimated Output 2019 2020 2021 a1) # of rail car per year. 780 700 750 a2) Gallons of Water Distributed per year. 224.4m 262.4m 276.9m a3) Number of Flight Operations per year at New Century. 56,925 55,217 56,873 a4) Number of Flight Operations per year at Executive Airport. 35,351 34,728 35,769
Efficiency/Cost Measures b) Total rail system cost per car. $721.38 $865.21 $766.21 c) Total water system cost per 1K gallons billed. $6.52 $6.00 $6.54 d) % Rail System cost center revenue as a % of expense. 69% 76% 104% e) % Water System cost center revenue as a % of expense. 87% 83% 76% f) % Business Park cost center revenue as a % of expense. 119% 116% 96% g*) % Executive Airport cost center revenue as a % of expense.* 121% 72% 96% h) % New Century Airport cost center revenue as a % of expense. 160% 134% 71% i) % of New Century Air Center t-hangars leased. 96.8% 96% 96% j) % of Executive Airport t-hangars leased. 94.9% 96% 96%
Effectiveness Measures k) Bird strikes at New Century per 1,000 flight operations. 8 8 7 l) Bird strikes at Executive Airport per 1,000 flight operations. 1 2 1 m) % of time water pressure below standards. < 1% < 1% < 1% n) % of water tests meeting KDHE standards. 100% 100% 100% g*) Assumes 100% FAA match on $423k Taxiway Alpha Project for FY 21 Estimate
Page N-3 Airport
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: New Century Business Park
Maintain and develop land for commercial use and to enhance the airport.
Agency Revenues $ 3,477,246 $ 3,563,949 $ 3,087,363 $ 5,112,929 $ 5,903,837 91.23 % Expenditures $ 2,307,530 $ 2,618,605 $ 3,239,211 $ 3,902,000 $ 3,902,000 20.46 % Difference $ 1,169,716 $ 945,344 $ (151,848) $ 1,210,929 $ 2,001,837 (1,418.32)% FTE Positions 4.75 4.75 4.75 4.75 4.75 0.00 %
Service #2: New Century AirCenter
Maintain and operate an airport that meets the needs of general aviation.
Agency Revenues $ 1,187,641 $ 1,148,017 $ 1,169,995 $ 1,206,553 $ 1,206,553 3.12 % Expenditures $ 1,087,192 $ 863,203 $ 878,936 $ 1,759,775 $ 1,759,775 100.22 % Difference $ 100,449 $ 284,814 $ 291,059 $ (553,222) $ (553,222) (290.07)% FTE Positions 4.60 4.60 4.60 4.60 4.60 0.00 % Service #3: Executive Airport
Maintain and operate an airport that meets the needs of general aviation.
Agency Revenues $ 886,256 $ 770,183 $ 763,408 $ 750,948 $ 750,948 (1.63)% Expenditures $ 718,565 $ 1,106,068 $ 1,056,695 $ 1,214,025 $ 1,214,025 14.89 % Difference $ 167,691 $ (335,885) $ (293,287) $ (463,077) $ (463,077) 57.89 % FTE Positions 4.10 4.10 4.10 4.10 4.10 0.00 % Service #4: New Century Water
Distribute quality water to the customers of New Century.
Agency Revenues $ 1,279,217 $ 1,675,000 $ 1,300,000 $ 1,377,500 $ 1,377,500 5.96 % Expenditures $ 1,461,474 $ 1,920,486 $ 1,548,346 $ 1,813,635 $ 1,813,635 17.13 % Difference $ (182,257) $ (245,486) $ (248,346) $ (436,135) $ (436,135) 75.62 % FTE Positions 2.15 2.15 2.15 2.15 2.15 0.00 %
Service #5: New Century Rail
Move and store rail cars for our customers as needed.
Agency Revenues $ 387,901 $ 465,000 $ 457,439 $ 595,183 $ 595,183 30.11 % Expenditures $ 522,161 $ 595,025 $ 606,955 $ 575,601 $ 575,601 (5.17)% Difference $ (134,260) $ (130,025) $ (149,516) $ 19,582 $ 19,582 (113.10)% FTE Positions 2.65 2.65 2.65 2.65 2.65 0.00 %
Page N-4 Airport
Requests for Additional Resources Requested Recommended Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
600 New Century Parkway New Century Revenue & Expense Relief Priority: 1 Major Service Business Park
The county owns the land and building property located at 600 New Century Parkway. The building was completed in 1982 for the North Supply Company (now CenturyLink) and deeded over to the Airport Commission shortly after its construction. Since that time, the property has been operated under a Triple Net Lease structure, bringing in revenue for the Airport Commission with no associated expenses. CenturyLink will vacate 600 New Century Parkway on June 30, 2020, creating a $960,000 revenue deficit and an estimated $1,700,000 of additional operating expenses for the Airport Commission as a county owned building. The CenturyLink building has been a big contributor to the Airport Commission's ability to operate without ad valorem tax support since 2005. The Airport Commission's request is to cover only loss of revenue and additional expenses until a resolution is implemented. The injection of general fund dollars will allow the Airport Commission to fund critical infrastructure needs, maintain normal business operations throughout all five cost centers, and apply for matching grants from the Federal and State governments.
Agency Revenue $ 2,560,000 $ 1,000,000 $ 2,560,000 $ 0 Expenditures $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 0 Difference $ 0 $ (1,560,000) $ 0 $ 0 FTE 0.00 0.00 0.00 0.00
Page N-5 Airport
Capital Improvement Plan Year Title: JCAC Water Infrastructure Placed: 2021
JCAC provides water services to over 60 resident businesses, Airport Facilities, the 220 units at the Woodstone Apartments, the County's Adult Residential Community Correction campus and Fred Allenbrand Justice Center, and Sheriff's Office Operations Building. The water provided is purchased by the JCAC from the City of Olathe and the City of Gardner and delivered through an extensive Description: distribution network which is fully operated by Airport Commission staff. The JCAC Water Infrastructure CIP will be used to fund emergency JCAC Water Infrastructure projects. The purpose is to address aging water infrastructure and to be prepared for emergent needs of the water system in the event of a large-scale failure. This project is requested and placed in FY 2021 CIP Budget.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 150,000 $ 0 $ 0 $ 0 $ 0 $ 150,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 150,000 $ 0 $ 0 $ 0 $ 0 $ 150,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: JCAC Administration Building Water Mitigation Placed: 2021
This project will mitigate water intrusion due to the end of service life of masonry joints, door and window caulking, faulty seals and any other identified point of entry. Description: The JCAC Administration building recently underwent a rehabilitation. This project will help to protect the investment made to the electrical and updates made to this 78 year old County asset. This project was requested and is in the FY 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 167,000 $ 0 $ 0 $ 0 $ 0 $ 167,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 167,000 $ 0 $ 0 $ 0 $ 0 $ 167,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-6 Airport
Capital Improvement Plan (CIP) IXD-NE T-Hangar Taxilane Mill and Overlay: North Year Title: Section Placed: 2021
This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing t-hangar taxilane pavement is approaching the end of its serviceable life and is in fair to poor condition. It is becoming a concern of safety for personnel and aircraft. The pavement will need to be removed and replaced with new asphalt. This project is in the FY 2021 Budget.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 24,000 $ 0 $ 0 $ 0 $ 0 $ 24,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 24,000 $ 0 $ 0 $ 0 $ 0 $ 24,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
IXD-Reconstruct NE T-hangar Taxilines Year Title: (East of TW L) Placed: 2021
This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing t-hangar taxilane pavement is approaching the end of its serviceable life and is in fair to poor condition. It is becoming a concern of safety for personnel and aircraft. The pavement will need to be removed and replaced with new asphalt. This project includes Design, Construction & Construction Services. This project is in FY 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 790,387 $ 0 $ 0 $ 0 $ 0 $ 790,387 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $790,387 $0 $0 $0 $0 $790,387
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-7 Airport
Capital Improvement Plan (CIP) Year Title: OJC - Replace Hangars (M, N) Placed: 2021 Rebuild hangars M & N at Executive Airport. These hangars were constructed in 1971 making them nearly 50 years old and well past their original intended lives. The buildings core infrastructure is deteriorating and they need to be replaced as costly repairs, renovations, and upgrades would only be short term solutions. The hangars were constructed in 1971 making them nearly 50 years old and well past Description: their original intended lives. The buildings core infrastructure is deteriorating and they need to be replaced as costly repairs, renovations, and upgrades would only be short term solutions. There is a concern that the buildings will be uninsurable at some point if they are not replaced with new units. This project is in the FY 2021 CIP Budget.
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Capital Expenditures Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 2,600,000 $ 0 $ 0 $ 0 $ 0 $ 2,600,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $0 $0 $0 $0 $0 $2,600,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Debt Service $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: OJC - Reconstruct Taxiway A Placed: 2021 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing taxiway is in poor condition and consistently produces a FOD (foreign objects debris) danger to taxiing aircraft from Alkali-Silica Reaction (ASR) and alligator cracking. Despite continuous maintenance efforts the pavement needs to be removed and replaced with new pavement structure. This project is in the FY 2021 CIP. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 411,750 $ 0 $ 0 $ 0 $ 0 $ 411,750 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 411,750
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-8 Airport
Capital Improvement Plan (CIP) Year Title: IXD - Seal/Rejuvenate Runway 18-36 (Design) Placed: 2021 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing runway pavement was milled and overlaid in 2005. Although the pavement condition is good, it is necessary to conduct periodic maintenance, sealing and rejuvenation in order to preserve the good condition. This request is for the Design work with construction in 2022. This project is in the FY 2021 CIP Budget. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 9,720 $ 0 $ 0 $ 0 $ 0 $ 9,720 Design/Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 9,720 $ 0 $ 0 $ 0 $ 0 $ 9,720
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Lenexa Parkway Resurface Placed: 2021
Lenexa Parkway is an existing road in the New Century Business Park. As with all roads, it needs to be resurfaced from time to time to prevent further decay and to provide a safe road surface for business park tenants and the general Description: public. The Airport Commission is working with JOCO Public Works on this project to get it to County standards so Public Works can take over maintenance and upkeep of it. As with all roads, it needs to be resurfaced from time to time to prevent further decay and to provide a safe road surface for business park tenants and the general public. This project is in the FY 2021 CIP. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 250,000 $ 0 $ 0 $ 0 $ 0 $ 250,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 250,000 $ 0 $ 0 $ 0 $ 0 $ 250,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-9 Airport
Capital Improvement Plan (CIP) Year Title: Legacy Rail Incremental Replacement Program Placed: 2021
Through monthly inspections with the JCAX rail vendor, the JCAC has become aware of legacy rail that dates in some cases to the early 1900's. The rail at New Century was deeded to the county from the Department of Defense in 1973 as part of the transfer of Olathe Naval Air Station Assets. The rail's age is not the only attribute considered at this time, the weight of the rail is also a major concern. According to today's standards, normal class -1 main line rail is rated at 150 pounds, while rail throughout the business park is rated at generally 90 pounds or less, with Description: a few exceptions. Furthermore, the JCAC has replaced two sections of cracked rail in the last 60 days, which is a potential indication of the state of the remaining rail. Numerous New Century business park tenants chose to locate onsite because of the value the short line provides in reducing the cost of their input materials. A number of the business park tenants could not go for more the 3 days without rail movements. Therefore, the need to minimize rail disruptions is critical for private sector business operations to continue. This project is in the FY 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 100,000 $ 100,000 $ 0 $ 0 $ 0 $ 200,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 100,000 $ 100,000 $ 0 $ 0 $ 0 $ 200,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Capital Replacement Plan (CRP) Funding Placed: 2021
The program will be funded from regular operating fund contributions to a CRP project account where funds can be set aside for small projects (i.e. less than the County's CIP threshold) necessary for maintaining airport facilities and Description: infrastructure. The Airport has a lot of small dollar projects that do not meet the County threshold to be a capital project. These projects are necessary to maintain airport facilities and infrastructure. Much of the Airport's facilities and infrastructure are in the 50-80 year old range and need attention. This is in the FY 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 729,000 $ 825,807 $ 710,636 $ 680,444 $ 780,149 $ 3,726,036 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 729,000 $ 825,807 $ 710,636 $ 680,444 $ 780,149 $ 3,726,036
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-10 Airport
Capital Improvement Plan (CIP)
Year Title: Toro Circle Resurface Placed: 2022
Toro Circle is an existing road in the New Century Business Park. As with all roads, it needs to be resurfaced from time to time to prevent further decay and to provide a safe road surface for business park tenants and the general public. The Airport Description: Commission is working with JOCO Public Works on this project to get it to County standards so Public Works can take over maintenance and upkeep of it. This project is requested for FY 2022.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 200,000 $ 0 $ 0 $ 0 $ 200,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 200,000 $ 0 $ 0 $ 0 $ 200,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: OJC - Reconstruct Northeast Apron Placed: 2022 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing pavement is in poor condition and has required multiple slurry seals and crack repairs. Despite these efforts the pavement is a recurring FOD (foreign objects debris) hazard to aircraft operating on the apron. This project is requested for FY 2022.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 236,550 $ 0 $ 0 $ 0 $ 236,550 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 236,550 $ 0 $ 0 $ 0 $ 236,550
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-11 Airport
Capital Improvement Plan (CIP) Year Title: IXD - New Parallel Taxiway (Phase 1) Placed: 2022 We anticipate the FAA and DOD will approve the release of the east side of the airfield for development. Various infrastructure improvements (water, wastewater, roads, etc.) as well as this taxiway will be necessary to that development. The Description: taxiway will allow aircraft traffic access from the east side to the airfield and vice versa. Expansion of the Business Park to the east side will enable the Airport to enhance revenues to maintain viability. This request is for Phase 1 and requested for FY 2022. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 1,840,980 $ 0 $ 0 $ 0 $ 1,840,980 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 1,840,980 $ 0 $ 0 $ 0 $ 1,840,980
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: IXD - Seal/Rejuvenate Runway 18-36 Placed: 2022 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing runway pavement was milled and overlaid in 2005. Although the pavement condition is good, it is necessary to conduct periodic maintenance, sealing and rejuvenation in order to preserve the good condition. The project is requested for FY 2022. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 119,880 $ 0 $ 0 $ 0 $ 119,880 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 119,880 $ 0 $ 0 $ 0 $ 119,880
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-12 Airport
Capital Improvement Plan (CIP) Year Title: IXD - New Parallel Taxiway (Phase 2 and 3) Placed: 2023 This is a new taxiway on the east side of New Century AirCenter. We anticipate the FAA and DOD will approve the release of the east side of the airfield for development. Various infrastructure improvements (water, wastewater, roads, etc.) as well as this taxiway will be necessary to that development. The taxiway will allow Description: aircraft traffic access from the east side to the airfield and vice versa. Expansion of the Business Park to the east side will enable the Airport to enhance revenues to maintain viability. Phase 1 is requested for FY 2022 and Phase 2 and 3 are being requested for FY 2023.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 300,928 $ 0 $ 0 $ 0 $ 300,928 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 300,928 $ 0 $ 0 $ 0 $ 300,928 ` Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
OJC - Reconstruct Taxiway B & Connecting Year Title: Taxiways Placed: 2023 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing taxiway is in poor to very poor condition and consistently produces a FOD danger to taxiing aircraft from block and alligator cracking. Despite continuous efforts at crack sealing the pavement needs to be removed and replaced with new pavement structure. This project is requested for FY 2023. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 498,480 $ 0 $ 0 $ 498,480 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 498,480 $ 0 $ 0 $ 498,480
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-13 Airport
Capital Improvement Plan (CIP) Year Title: Monument sign 159th & Old 56 Placed: 2023
The 159th Street entrance intersection is being upgraded and will become one of three primary entrances for the Airport Commission as property is developed along Description: the eastern side of the airport. A new monument sign at this entrance will provide County property identification and direction for businesses located at the Airport. This project is requested for FY 2023.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 100,000 $ 0 $ 0 $ 100,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 100,000 $ 0 $ 0 $ 100,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: John Glenn Way Resurface Placed: 2024
John Glen Way is an existing access road in the New Century Business Park. As with all roads, it needs to be resurfaced from time to time to prevent further decay and to provide a safe road surface for business park tenants and the general public. Description: The Airport Commission is working with JOCO Public Works on this project to get it to County standards so Public Works can take over maintenance and upkeep of it. This project is being requested for FY 2024.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 300,000 $ 0 $ 300,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 300,000 $ 0 $ 300,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-14 Airport
Capital Improvement Plan (CIP)
IXD - Mill and Overlay Nourthwest Apron - Central Year Title: Segment Placed: 2024
This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing taxiway is in poor condition and consistently produces a FOD danger to taxiing aircraft from block and alligator cracking. Despite continuous efforts at crack sealing the pavement needs to be removed and replaced with new pavement structure. This project is requested for FY 2024.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 153,090 $ 0 $ 153,090 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 153,090 $ 0 $ 153,090
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: OJC - Reconstruct Taxiway F Placed: 2024 This project is part of the Airport Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. The Description: existing taxiway is in poor condition and consistently produces a FOD danger to taxiing aircraft from block and alligator cracking. Despite continuous efforts at crack sealing the pavement needs to be removed and replaced with new pavement structure. This project is requested for FY 2024. Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 99,450 $ 0 $ 99,450 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 99,450 $ 0 $ 99,450
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-15 Airport
Capital Improvement Plan (CIP) Year Title: OJC - Street Maintenance Placed: 2024
The Executive Airport streets are in need of maintenance above and beyond what we consider annual upkeep. As with all roads, they need to be resurfaced and Description: patched from time to time to prevent further decay and to provide a safe road surface for airport tenants and the general public. This project is requested for FY 2024.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 200,000 $ 0 $ 200,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 200,000 $ 0 $ 200,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Rehab or Demolish Cold Storage Bldg Placed: 2024
The Cold Storage Building in its current state is no longer being utilized and either needs to be razed or rehabbed. The building sits alongside New Century Parkway, Description: which is the main thoroughfare of the business park, and could be considered an eyesore by current and perspective tenants. This project is requested for FY 2024.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 180,000 $ 0 $ 180,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 180,000 $ 0 $ 180,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-16 Airport
Capital Improvement Plan (CIP) IXD - New Taxiway Lighting and pavement Rehab of Year Title: taxiways K & L Placed: 2025 The existing taxiway lighting has been in service more than 25 years and represents the oldest part of the airfield lighting system. The circuit requires continued maintenance and has been retrofitted multiple times. This project will remove and install a new medium intensity light system on Taxiway K and L. Once completed, the entire airfield will have a system that was installed within the last ten years. Description: This project is part of the Airport Commissionss ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. The project is funded through the federal AIP Program with 90% of the funds from the FAA and a 10% county portion. This project is requested for FY 2025.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 0 $ 58,750 $ 58,750 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 58,750 $ 58,750
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Rehab or Demolish Glass Bldg Placed: 2025 The Glass Building in its current state is no longer being fully utilized and either needs to be razed or rehabbed. The building sits just off of New Century Parkway, Description: which is the main thoroughfare of the business park, and could be considered an eyesore by current and perspective tenants. This project is requested for FY 2025.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Design/Construction $ 0 $ 0 $ 0 $ 0 $ 135,000 $ 135,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 135,000 $ 135,000
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-17 Airport
Capital Improvement Plan (CIP) Year Title: OJC Reconstruct Southeast Taxilanes Placed: 2025
The existing taxiways are in poor condition and could potentially produce a FOD danger to taxiing aircraft from block and aligator cracking. This is part of the Airport Description: Commission's ongoing pavement maintenance program required by Federal Aviation Administration (FAA) grant assurances to maintain the airport in a safe condition. This project is requested for FY 2025.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 0 $ 0 $ 0 $ 0 $ 193,875 $ 193,875 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 193,875 $ 193,875
Operating Expenditures FTEs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-18 Contractor Licensing
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 1,063,938 $ 1,104,318 $ 1,104,318 $ 1,181,203 $ 1,181,203 6.96 % Charges for Service $ 224,170 $ 224,549 $ 224,549 $ 229,040 $ 229,040 2.00 % Total Agency Fees & Charges $ 1,288,108 $ 1,328,867 $ 1,328,867 $ 1,410,243 $ 1,410,243 6.12 %
Use of Carryover $ 0 $ 100,000 $ 100,000 $ 0 $ 0 (100.00)% Miscellaneous $ 589 $ 1,000 $ 1,000 $ 1,000 $ 1,000 0.00 % Total Other Agency $ 589 $ 101,000 $ 101,000 $ 1,000 $ 1,000 (99.01)%
a) Total Agency Revenues $ 1,288,697 $ 1,429,867 $ 1,429,867 $ 1,411,243 $ 1,411,243 (1.30)%
Expenditures Personnel $ 445,806 $ 422,306 $ 485,402 $ 468,990 $ 468,990 (3.38)% Contractual Services $ 326,580 $ 674,358 $ 675,125 $ 571,802 $ 571,802 (15.30)% Commodities $ 193,857 $ 233,203 $ 233,203 $ 270,451 $ 270,451 15.97 % Subtotal $ 966,243 $ 1,329,867 $ 1,393,730 $ 1,311,243 $ 1,311,243 (5.92)%
Transfer to Equipment Reserve $ 1,478 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 1,478 $ 0 $ 0 $ 0 $ 0 0.00 %
Expenditures Subtotal $ 967,721 $ 1,329,867 $ 1,393,730 $ 1,311,243 $ 1,311,243 (5.92)%
Cost Allocation 126,000 100,000 100,000 100,000 100,000 0.00 %
b) Total Expenditures $ 1,093,721 $ 1,429,867 $ 1,493,730 $ 1,411,243 $ 1,411,243 (5.52)%
Difference: b) minus a) $ 194,976 $ 0 $ (63,863) $ 0 $ 0 (100.00)%
FTE Positions Fee Funded FTEs 5.35 5.35 5.55 5.55 5.55 0.15 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 5.35 5.35 5.55 5.55 5.55 0.15 %
Agency Mission
To establish and maintain a high standard of integrity, skill, and practice in the various construction fields, and to safeguard the life, health, property, and welfare of the public. To protect the public welfare by assuring that those undertaking the construction, alteration, repair, or demolition of structures are qualified to perform such services.
Budget Highlights
Total expenditures for FY 2021, excluding transfers and cost allocation, are budgeted to decrease by $82,487 ((5.92)%) compared to FY 2020. This decrease is primarily due to the use of reserves in FY 2020 funds to establish a Strategic Educational Program/Plan. Contractor Licensing is a self-supportive agency and requires no direct County support.
FTEs for FY 2021 remain constant at 5.55.
Page N-19 Contractor Licensing
Agency Goals & Performance Measures Actual Estimated Estimated Service Delivery Goals and Associated Performance Measures 2019 2020 2021
Promote the quality and safety of community's built 1) environment through timely and relevant contractor education and licensure. A) % of companies or individuals maintaining licensure from 95% 95% 95% prior year.
B) # of new companies or individuals licensed compared to 79 80 70 the prior year. C) # of new jurisdictions added to the program. 0 1 1
D) % of participants reporting a "high" level of satisfaction 98% 98% 98% with the education program. % of Contractor License Review Board (CLRB) complaints E) resolved prior to adjudication (before formal hearing 30% 30% 30% process).
Output and Efficiency Measures Actual Estimated Estimated Outputs and Efficiency Measures 2019 2020 2021
1) A,B Companies licensed. 3,489 3,200 3,200 2) C Participating jurisdictions. 19 19 19 3) A Companies relicensed year-to-year. 3,016 2,800 3,000 4) D Classes produced and presented. 115 120 115 5) D Contractor class attendance. 3,897 3,800 3,900 6) D *Accredited educational classes. 86 120 85 7) D Code books distributed. 2,450 2,500 2,500 8) E Complaints/violations submitted to CLRB. 0 1 1
*Accredited education classes are ICC compliant materials
Page N-20 Contractor Licensing
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Contractor Licensing
Provide testing, licensing, and license monitoring services for building contractors operating within the unincorporated area and 14 cities in Johnson and Leavenworth Counties.
Agency Revenues $ 1,075,377 $ 1,429,867 $ 1,429,867 $ 1,411,243 $1,411,243 (1.30)% Expenditures $ 492,454 $ 667,650 $ 731,513 $ 618,778 $ 618,778 (15.41)% Difference $ 582,923 $ 762,217 $ 698,354 $ 792,465 $ 792,465 13.48 % FTE Positions 5.35 5.35 5.55 5.55 5.55 0.00 %
Service #2: Contractor Education
Provide educational training and related services for building contractors to maintain their licenses to operate within the unincorporated area and many cities in Johnson County and the region.
Agency $ 213,320 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 475,267 $ 662,217 $ 662,217 $ 692,465 $ 692,465 4.57 % Difference $ (261,947) $ (662,217) $ (662,217) $ (692,465) $ (692,465) 4.57 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Page N-21 Public Works
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 14,275 $ 10,710 $ 10,710 $ 10,924 $ 10,924 2.00 % Charges for Service $ 82,759 $ 42,013 $ 42,013 $ 42,852 $ 42,852 2.00 % Use of Assets $ 29,844 $ 60,658 $ 60,658 $ 61,931 $ 61,931 2.10 % Total Agency Fees & Charges $ 126,878 $ 113,381 $ 113,381 $ 115,707 $ 115,707 2.05 % Use of Carryover $ 0 $ 1,150,000 $ 1,150,000 $ 2,000,000 $ 3,100,000 169.57 % Intergovernmental $ 12,550,511 $12,903,603 $ 12,000,000 $ 10,600,000 $10,600,000 (11.67)% Miscellaneous $ 22,580 $ 3,000 $ 3,000 $ 3,000 $ 3,000 0.00 % Interfund Transfer $ 1,126,524 $ 1,127,878 $ 4,202,878 $ 1,630,436 $ 1,630,436 (61.21)% Total Other Agency Revenues $ 13,699,615 $15,184,481 $ 17,355,878 $ 14,233,436 $15,333,436 (11.65)% a) Total Agency Revenues $ 13,826,493 $15,297,862 $ 17,469,259 $ 14,349,143 $15,449,143 (11.56)% Expenditures Personnel $ 5,165,549 $ 5,628,675 $ 5,415,786 $ 5,545,115 $ 5,545,115 2.39 % Contractual Services $ 2,291,397 $ 2,087,653 $ 2,070,083 $ 2,542,083 $ 2,542,083 22.80 % Commodities $ 1,469,517 $ 1,685,104 $ 1,702,674 $ 1,703,674 $ 1,703,674 0.06 % Subtotal $ 8,926,463 $ 9,401,432 $ 9,188,543 $ 9,790,872 $ 9,790,872 6.56 % Interfund Transfers $ 1,860,238 $ 1,048,716 $ 1,048,716 $ 1,998,716 $ 1,998,716 90.59 % Transfer to Equipment $ 19,206 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Capital projects $ 18,056,716 $18,650,162 $ 17,744,244 $ 19,461,697 $16,368,635 (7.75)% Subtotal $ 19,936,160 $19,698,878 $ 18,792,960 $ 21,460,413 $18,367,351 (2.26)% Expenditures Subtotal $ 28,862,623 $29,100,310 $ 27,981,503 $ 31,251,285 $28,158,223 0.63 % Vehicle Equivalent Units $ 275,380 $ 1,101,902 $ 1,101,902 $ 1,079,231 $ 1,079,231 (2.06)% Risk Management Charges $ 52,696 $ 48,388 $ 48,388 $ 52,889 $ 52,889 9.30 % Cost Allocation $ 1,263,167 $ 997,177 $ 997,177 $ 1,062,996 $ 1,062,996 6.60 % b) Total Expenditures $ 30,453,866 $31,247,777 $ 30,128,970 $ 33,446,401 $30,353,339 0.74 % Difference: b) minus a) $(16,627,373) $(15,949,915) $ (12,659,711) $(19,097,258) $(14,904,196) 17.73 % Tax Revenues Ad Valorem Support $ 13,840,437 $14,242,372 $ 14,242,372 $ 14,363,674 $13,366,307 (6.15)% Other Taxes $ 1,761,805 $ 1,707,543 $ 1,459,478 $ 1,537,888 $ 1,537,888 5.37 % Total Tax Revenues $ 15,602,242 $15,949,915 $ 15,701,850 $ 15,901,562 $14,904,195 (5.08)% FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 62.93 62.93 61.43 61.43 61.43 0.00 % Total FTE Positions 62.93 62.93 61.43 61.43 61.43 0.00 %
Agency Mission To develop and maintain safe and integrated transportation and infrastructure systems within Johnson County.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, Risk Management charges and cost allocation, are budgeted to increase by $602,329 (6.56%) compared to FY 2020. This increase is due to: 1) the budgeted salary and benefit increases included in the budget parameters and 2) contractual service increases, specifically road maintenance.
FY 2021 Interfund Transfers include: $1,998,716 for a transfer to the Fleet Fund for fleet purchases.
FY 2021 Transfers to Capital Projects include: $14,540,644 for the CARS program and $1,825,358 for the Bridges, Roads and Culverts program ($100,000 one-time).
FY 2021 FTEs decrease to 61.43. due to 1.5 FTEs being transferred to the Stormwater program. Page N-22 Public Works
Page N-23 Public Works
Page N-24 Public Works
Page N-25 Public Works
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Road Maintenance
This program maintains the rural road and bridge infrastructure providing a roadway environment that is safe and efficient for the citizens of Johnson County.
Revenues $ 12,570,004 $ 12,939,547 $ 12,035,944 $ 10,637,217 $ 10,637,217 (11.62)% Expenditures $ 8,111,420 $ 7,414,664 $ 7,455,161 $ 8,912,198 $ 8,912,198 19.54 % Difference $ 4,458,584 $ 5,524,883 $ 4,580,783 $ 1,725,019 $ 1,725,019 (62.34)% FTE Positions 38.00 38.00 38.00 38.00 38.00 0.00 %
Service #2: Road and Bridge Construction
This program improves road safety by upgrading roads to eliminate hazardous locations and replace deficient bridges and culverts. Surveying services are also provided.
Revenues $ 39,866 $ 11,406 $ 2,011,406 $ 11,599 $ 11,599 (99.42)% Expenditures $ 3,670,977 $ 3,791,095 $ 3,754,486 $ 3,975,366 $ 3,575,366 (4.77)% Difference $ (3,631,111) $ (3,779,689) $ (1,743,080) $ (3,963,767) $ (3,563,767) 104.45 % FTE Positions 16.68 16.68 15.68 15.68 15.68 0.00 %
Service #3: County Assistance Road System (CARS)
This program provides matching funds for transportation projects with the cities to promote interlocal cooperation for the planning, construction and maintenance of streets and associated improvements to assure an adequate, safe and integrated transportation network.
Revenues $ 1,000,000 $ 1,000,000 $ 2,075,000 $ 1,500,000 $ 1,500,000 (27.71)% Expenditures $ 15,919,062 $ 16,650,162 $ 15,744,244 $ 17,236,339 $ 14,543,277 (7.63)% Difference $(14,919,062) $ (15,650,162) $ (13,669,244) $(15,736,339) $(13,043,277) (4.58)% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Service #4: Noxious Weeds
This program administers and enforces the Kansas Noxious Weed Law. Cost-share herbicides are available to private Johnson County landowners. The program also focuses on public outreach and education in the management of noxious weeds. Additionally, the weed division is responsible for controlling noxious weeds and vegetation on county road rights-of-way.
Revenues $ 56,339 $ 41,256 $ 41,256 $ 42,095 $ 42,095 2.03 % Expenditures $ 181,134 $ 185,613 $ 196,994 $ 198,970 $ 198,970 1.00 % Difference $ (124,795) $ (144,357) $ (155,738) $ (156,875) $ (156,875) 0.73 % FTE Positions 1.00 1.00 1.00 1.00 1.00 0.00 %
Page N-26 Public Works
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: Planning and Projects
Staff for this program coordinate with the Planning Department to assist with the review and coordination of the development that occurs in the unincorporated area; provide input on long range coordination and planning for the department; and also manage specific road projects for the county.
Agency Revenues $ 1,950 $ 1,061 $ 1,061 $ 1,082 $ 1,082 2.02 % Expenditures $ 226,122 $ 234,601 $ 162,615 $ 166,063 $ 166,063 3.68 % Difference $ (224,172) $ (233,540) $ (161,554) $ (164,981) $ (164,981) 3.69 % FTE Positions 1.50 1.50 1.00 1.00 1.00 0.00 %
Service #6: Administration
Administration staff provide managerial oversight and financial and administrative support to the Department of Public Works and Infrastructure.
Agency Revenues $ 158,334 $ 1,304,592 $ 1,304,592 $ 2,157,150 $ 3,257,150 (60.78)% Expenditures $ 753,908 $ 824,175 $ 668,003 $ 762,349 $ 762,349 3.16 % Difference $ (595,574) $ 480,417 $ 636,589 $ 1,394,801 $ 2,494,801 (168.17)% FTE Positions 5.75 5.75 5.75 5.75 5.75 0.00 %
Page N-27 Public Works
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Overlays of Rural Road System Priority: 1 Major Service Road Maintenance
In order to maintain our 240 miles of paved roads, they need to have a regular maintenance cycle. Additional funding of $1,500,000 to our overlay budget is needed to sustain our asphalt road maintenance cycle. This additional funding is needed due to the existing hot mix APWA 3-01 is not performing to meet our 15 year overlay cycle. We need to change to a higher grade asphalt hot mix (APWA 6-01) to meet this maintenance cycle. APWA 3-01 has averaged $57.00 per ton and APWA 6-01 is expected to be $66.00 per ton. Other challenges to maintaining asphalt roads is the need to mill some of our narrow roads prior to the overlay (20k per mile) and place Interlayer Mat to prevent reflective cracking of our major arterial roadways (37k per mile) due to the traffic increases including heavy truck traffic. We have not had to mill or use a mat in the past and these added expenses, in addition to the natural escalation of our overlay contract have increased the cost of our overlay contract. Future year's RAR requests will need to reflect this increase. Additionally, Public Works has seen an increase in material costs in 2019. Rock products increased 18% and liquid asphalt increased 24%. An increase of $1.5 million would fully fund our need and would keep us at our current level of service. The CARS Reserves currently has approximately $3.8 million and we recommend using this reserve to fund the overlay request.
Agency Revenue $ 1,500,000.00 $ 1,500,000.00 $ 1,600,000.00 $ 1,600,000.00 Expenditures $ 1,500,000.00 $ 1,500,000.00 $ 1,600,000.00 $ 1,600,000.00 Difference $ 0.00 $ 0.00 $ 0.00 $ 0.00 FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Fleet Capital Priority: 2 Major Service Road Maintenance
Fleet Services has completed an analysis of the estimated funding needs for Public Works Fleet through 2035. It includes a plan to catch-up on replacement of units that have fallen behind standard replacement cycles while sustaining the current fleet in accordance to those standards. The 2021 fleet replacement budget needs to be $1,101,280 to sustain the existing fleet without falling further behind. This is an increase of $54,280 from previous requests due to escalation of replacement costs. We are requesting $750,000 be added to the current replacement budget ($348,716) in order to sustain the current fleet. The existing fleet is 40% ($5.12M) behind standard replacement cycles. We are requesting an additional $900,000 and advise that this amount is needed for the next 4 years in order to bring the fleet back into replacement guidelines. We are requesting use of Public Works reserves which are approximately $4,900,000 with the need to keep a minimum level of approximately $1,800,000.
Agency Revenue $ 1,650,000.00 $ 1,650,000.00 $ 160,000.00 $ 160,000.00 Expenditures $ 1,650,000.00 $ 1,650,000.00 $ 160,000.00 $ 160,000.00 Difference $ 0.00 $ 0.00 $ 0.00 $ 0.00 FTE 0.00 0.00 0.00 0.00
Page N-28 Public Works
Capital Improvement Plan (CIP) Bridge, Road and Culvert Construction Safety Year Title: Program Placed: 2021
This on-going program is for the replacement of obsolete or hazardous bridges and culverts and safety improvements to roads in the unincorporated part of the County. These improvements help provide for a safe roadway and eliminate traffic hazards. A bridge or culvert has a life expectancy of about 50 years. Road Description: improvements become necessary as traffic increases on old roads. An increase of $400,000 was requested for FY 2021 to revise the annual total to $2,400,000 to account for years of inflation. Partial funding of $2,000,000 has been included in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 1,825,358 $ 2,400,000 $ 2,400,000 $ 2,400,000 $ 2,400,000 $11,425,358 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 1,825,358 $ 2,400,000 $ 2,400,000 $ 2,400,000 $ 2,400,000 $11,425,358
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: County Assistance Road System (CARS) Program Placed: 2021
This on-going program provides County matching funds for arterial road improvements in the cities and federal-aid improvements in the unincorporated areas. CARS projects are funded on a priority basis as recommended by the cities Description: and the County Public Works Department to the County Manager and the Board of County Commissioners. The source of funds for CARS for 2021 is Highway Tax $10,600,000 and County Support of $3,940,644 (.343 County Mills). Funding for this project has been included in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $14,540,644 $14,742,080 $14,931,449 $15,131,169 $15,335,072 $74,680,414 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $14,540,644 $14,742,080 $14,931,449 $15,131,169 $15,335,072 $74,680,414
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-29 Public Works
Year Title: Lackman RD - 159th ST to 175 ST Construction Placed: 2023 This request is for construction funding for the joint Olathe/JOCO Lackman Road, 159th Street to 175th Street project. Johnson County and the City of Olathe will be participating in a project to construct improvements to Lackman Road from 159th Street to 175th Street to increase capacity and safety. Currently, Johnson County has jurisdiction of 75% of this project and Olathe has the remaining 25%. Description: Heritage Park is in the unincorporated portion of Johnson County, not likely to annex and Olathe will not be able to develop and collect excise tax on the park. This area is developing, traffic is increasing and Heritage Park is a significant traffic generator. Funding for this project is being requested for FY 2023 but not currently in the 5 year plan. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $15,000,000 $ 0 $ 0 $15,000,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $15,000,000 $ 0 $ 0 $15,000,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Pflumm RD - 159 ST to 175th ST Construction Placed: 2024 This request is for construction funding for the joint Overland Park/JOCO Pflumm Road, 159th Street to 175th Street project. Johnson County and the City of Overland Park will be participating in a project to construct improvements to Pflumm Road from 159th Street to 175th Street to increase capacity and safety. Currently, Johnson County has jurisdiction of 50% of this project and Overland Description: Park has the remaining 50%. Heritage Park is in the unincorporated portion of Johnson County, not likely to annex and Overland Park will not be able to develop and collect excise tax on the park. This area is developing, traffic is increasing and Heritage Park is a significant traffic generator. Funding for this project is being requested for FY 2024. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $15,000,000 $ 0 $15,000,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $15,000,000 $ 0 $15,000,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-30 Public Works
Year Title: CARNP ROW Preservation & Studies Placed: 2025 This project would provide funds for strategic acquisition and right-of-way preservation program for future arterial transportation corridors in western and southern Johnson County. This program would minimize future impacts to the Description: natural and built environment and reduce future land acquisition and relocation expenses when improvements need to be constructed. This project was requested and currently placed in FY 2025. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Land Acquisition $ 0 $ 0 $ 0 $ 0 $ 500,000 $ 500,000 Design & Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 500,000 $ 500,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-31 Planning, Housing & Community Development
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 355,245 $ 351,170 $ 351,170 $ 358,194 $ 358,194 2.00 % Charges for Service $ 19,973 $ 8,446 $ 8,446 $ 8,614 $ 8,614 1.99 % Total Agency Fees & Charges $ 375,218 $ 359,616 $ 359,616 $ 366,808 $ 366,808 2.00 % Intergovernmental $ 0 $ 0 $ 0 $ 15,796,165 $ 15,796,165 0.00 % Miscellaneous $ 7,178 $ 15,500 $ 15,500 $ 438,790 $ 438,790 2,730.90 % Intrafund Transfers $ 0 $ 0 $ 0 $ 100,000 $ 100,000 0.00 % Interest $ 0 $ 0 $ 0 $ 200 $ 200 0.00 % Total Other Agency Revenues $ 7,178 $ 15,500 $ 15,500 $ 16,335,155 $ 16,335,155 105,288.1 % 0 a) Total Agency Revenues $ 382,396 $ 375,116 $ 375,116 $ 16,701,963 $ 16,701,963 4,352.48 % Expenditures Personnel $ 1,466,812 $ 1,557,907 $ 1,463,783 $ 3,588,291 $ 3,588,291 145.14 % Contractual Services $ 93,035 $ 135,067 $ 135,067 $ 15,222,658 $ 15,135,894 11,106.21 % Commodities $ 33,663 $ 44,053 $ 44,053 $ 122,625 $ 122,625 178.36 % Capital Outlay $ 0 $ 0 $ 0 $ 3,000 $ 3,000 0.00 % Subtotal $ 1,593,510 $ 1,737,027 $ 1,642,903 $ 18,936,574 $ 18,849,810 1,047.35 % Miscellaneous $ 0 $ 0 $ (78,738) $ 0 $ 0 (100.00)% Interfund Transfers $ 20,425 $ 20,000 $ 20,000 $ 20,000 $ 20,000 0.00 % Intrafund Transfers $ 0 $ 0 $ 0 $ 100,000 $ 100,000 0.00 % Transfer to Equipment Reserve $ 11,935 $ 12,435 $ 12,435 $ 1,435 $ 1,435 (88.46)% Subtotal $ 32,360 $ 32,435 $ (46,303) $ 121,435 $ 121,435 (362.26)% Expenditures Subtotal $ 1,625,870 $ 1,769,462 $ 1,596,600 $ 19,058,009 $ 18,971,245 1,088.23 % Vehicle Equivalent Units $ 1,545 $ 1,970 $ 1,970 $ 2,804 $ 2,804 42.34 % Risk Management Charges $ 5,507 $ 6,693 $ 6,693 $ 10,153 $ 10,153 51.70 % b) Total Expenditures $ 1,632,922 $ 1,778,125 $ 1,605,263 $ 19,070,966 $ 18,984,202 1,082.62 % Difference: b) minus a) $ (1,250,526) $ (1,403,009) $ (1,230,147) $ (2,369,003) $ (2,282,239) 85.53 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 15.75 15.75 0.00 % Other FTEs 13.90 14.00 13.80 22.57 22.57 63.55 % Total FTE Positions 13.90 14.00 13.80 38.32 38.32 177.68 %
Agency Mission To ensure coordinated, efficient, and safe development for current and future County residents and businesses by providing professional long-range planning, policy and demographic analysis, development plan reviews, zoning and building code enforcement, contractor licensing, education, and monitoring. The Community Development Block Grant (CDBG) program, within Planning, Housing and Community Development, is to secure federal, state and local funding for community development activities, to provide leadership in coordinating these activities, and to ensure continued funding through accountable, efficient and effective use of these funds in serving low to moderate income residents throughout Johnson County.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, and Risk Management charges, are budgeted to increase by $17,206,907 (1,047.35%) compared to FY 2020. This increase is primarily due to increased contractual service expenditures, specifically the reorganization of Housing and CDBG into the Planning department.
Transfers to equipment reserve decrease to $1,435 in FY 2021 due to $11,000 being moved to the Department of Technology and Innovation for PC consolidation.
FTEs for FY 2021 are budgeted to increase to 38.32 due to the reorganization of Housing Services and Community Development Block Grant programs into Planning from Human Services. Page N-32 Planning, Housing & Community Development
Agency Goals & Performance Measures
Service Delivery Goals and Associated Performance Measures Actual Estimated Estimated 2019 2020 2021 1) To provide and plan for coordinated, efficient and safe development of the County for all current and future residents. % of development applications completed within 90 A) days of initial submittal. 90% 90% 90% % of completed admin. development applications B) (sign permits, tract splits, etc.) within 15 days. 95% 95% 95% C) % of inquiries that do not result in applications. 90% 90% 90% D) # zoning applications processed per FTE/Planner. 17 14 14 E) # of households/persons impacted by CDBG funds 29,248/29,638 n/a n/a F) HCV housing assistance payment budget utilization 98% 98% 98% G) New landlords accepting housing choice vouchers 12 12 12 H) Homeowner homes rehabilitated 58 60 60 I) Housing choice voucher lease-up rate 100% 100% 100%
2) Promote safety, quality and community welfare with the built environment through timely and thorough code administration and enforcement.
A) % of building inspections performed within 1/2 day 98% 98% 98% of inspection request. % of acknowledgement of receipt and initial plan B) review comments within 5 business days. 90% 90% 90% % of building violations performed within 90 days of C) complaint.* 75% 75% 75% % of projects/permits requiring reinspection in D) excess of 3 visits. 65% 65% 65% % of annual fire inspections performed within 12 E) months of previous inspection. 85% 85% 85%
3) Promote the County's zoning regulations through responsive and proactive enforcement and coordination within the unincorporated area.
A) % of violations resolved within 90 days. 50% 80% 80% Annual review and updates to Comprehensive Plan B) and Zoning and Subdivision Regulations. 4 3 3
Outputs and Efficiency Measures 1) Building permits issued. 515 525 500 2) Building Inspections. 3,411 3,500 3500 3) Fire safety inspections. 221 250 250 4) Plan reviews. 246 260 270 5) # of Building Code complaints. 6 6 6 6) Development applications reviewed. 81 60 60 7) Public inquiries. 2,600 2,600 2,600 Special projects, e.g., annexation, area studies and 8) plans. 6 6 6 9) Committee Participation (external and internal). 25 25 25 10) Zoning code enforcement cases. 40 50 50
Page N-33 Planning, Housing & Community Development
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Planning
Development Applications Review, Zoning Board Support, Flood Plain Development Permits, Dissemination of zoning and subdivision regulation information to public, Zoning Enforcement, Long- Range Planning, Planning Technical Services, Planning Commission staffing/administration, Special Planning Studies/Projects, Administration/maintenance of Zoning and Subdivision Regulations, Information Dissemination and Administrative support for Inter and intra County Issues.
Agency Revenues $ 26,190 $ 13,946 $ 13,946 $ 14,114 $ 14,114 1.20 % Expenditures $ 986,802 $ 1,090,433 $ 913,588 $ 1,234,185 $ 1,234,185 35.09 % Difference $ (960,612) $ (1,076,487) $ (899,642) $ (1,220,071) $(1,220,071) 35.62 % FTE Positions 8.40 8.50 8.30 8.30 8.30 0.00 %
Service #2: Building Services
Code Development and Adoption, Pre-Construction Meetings, Permit Application Process, Plan Review, Permit Issuance, On-site Inspections, Building Code Violation Inspection and Enforcement, Third Party Inspection Coordination, Blasting Regulation Enforcement, Annual Fire Code Inspection, Fire District Coordination, Firework Permitting and Enforcement, Contractor Licensing Coordination and provide Code Administration for other jurisdictions.
Agency Revenues $ 356,206 $ 361,170 $ 361,170 $ 368,194 $ 368,194 1.94 % Expenditures $ 542,769 $ 544,249 $ 549,839 $ 532,948 $ 532,948 (3.07)% Difference $ (186,563) $ (183,079) $ (188,669) $ (164,754) $ (164,754) (12.68)% FTE Positions 4.50 4.50 4.50 4.50 4.50 0.00 %
Service #3: Transportation Provide transportation planning and administrative functions and business liaison services between Johnson County and the Kansas City Area Transit Authority (KCATA).
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 96,299 $ 134,780 $ 133,173 $ 135,698 $ 135,698 1.90 % Difference $ (96,299) $ (134,780) $ (133,173) $ (135,698) $ (135,698) 1.90 % FTE Positions 1.00 1.00 1.00 1.00 1.00 0.00 %
Service #4: Housing Services
Assist low income families with housing subsidies and other housing services to stabilize families and enhance overall neighborhood conditions.
Agency Revenues $ 13,434,172 $ 13,745,277 $ 13,745,277 $14,648,718 $14,648,718 6.57 % Expenditures $ 13,294,749 $ 14,524,490 $ 14,684,918 $15,397,477 $15,397,477 4.85 % Difference $ 139,423 $ (779,213) $ (939,641) $ (748,759) $ (748,759) (20.31)% FTE Positions 21.52 22.52 22.52 22.52 22.52 0.00 %
Service #5: Community Development
Manage the Community Development Block Grant (CDBG) program and Emergency Solutions Grants.
Agency Revenues $ 1,218,695 $ 1,464,688 $ 1,464,688 $ 1,670,937 $ 1,670,937 14.08 % Expenditures $ 536,717 $ 1,462,135 $ 1,463,092 $ 1,670,937 $ 1,670,937 14.21 % Difference $ 681,978 $ 2,553 $ 1,596 $ 0 $ 0 (100.00)% FTE Positions 2.00 2.00 2.00 2.00 2.00 0.00 %
Page N-34 Planning, Housing & Community Development
Requests for Additional Resources Requested Recommended Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Comprehensive Land Use Plan Priority: 1 Major Service Building Services
This request is made to enable funding for a consultant to develop and complete an update to the Johnson County Rural Comprehensive Plan and the accompanying Johnson County Sub-division Regulations. The original plan was adopted in 2004, and has been updated piecemeal many times, but the plan is becoming obsolete due to increased development pressure throughout the County and to be consistent with land use patterns and comprehensive plans for adjacent cities. This is especially true for high growth areas such as the Gardner, Edgerton, Desoto, and Olathe. In addition, the adopted Forward Overland Park plan has made it necessary to review the Johnson County Comprehensive Plan for consistency. Agency Revenue $ 200,000.00 $ 200,000.00 $ 100,000.00 $ 100,000.00 Expenditures $ 200,000.00 $ 200,000.00 $ 100,000.00 $ 100,000.00 Difference $ 0.00 $ 0.00 $ 0.00 $ 0.00 FTE 0.00 0.00 0.00 0.00
Page N-35 Stormwater
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Miscellaneous $ 710 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 882,994 $ 668,422 $ 344,391 $ 131,476 $ 131,476 (61.82)% Total Other Agency Revenues $ 883,704 $ 668,422 $ 344,391 $ 131,476 $ 131,476 (61.82)%
a) Total Agency Revenues $ 883,704 $ 668,422 $ 344,391 $ 131,476 $ 131,476 (61.82)%
Expenditures Personnel $ 394,035 $ 362,329 $ 529,247 $ 527,472 $ 527,472 (0.34)% Contractual Services $ 16,708 $ 21,500 $ 21,500 $ 21,500 $ 21,500 0.00 % Commodities $ 954 $ 2,500 $ 2,500 $ 2,500 $ 2,500 0.00 % Subtotal $ 411,697 $ 386,329 $ 553,247 $ 551,472 $ 551,472 (0.32)%
Interfund Transfers $ 125,371 $ 127,878 $ 127,878 $ 130,436 $ 130,436 2.00 % Transfer to Capital projects $15,791,950 $15,060,432 $13,684,621 $13,779,960 $13,779,960 0.70 %
Subtotal $15,917,321 $15,188,310 $13,812,499 $13,910,396 $13,910,396 0.71 %
Expenditures Subtotal $16,329,018 $15,574,639 $14,365,746 $14,461,868 $14,461,868 0.67 %
Risk Management Charges $ 1,208 $ 948 $ 948 $ 1,257 $ 1,257 32.59 % Cost Allocation $ 16,043 $ 16,776 $ 16,776 $ 18,061 $ 18,061 7.66 % b) Total Expenditures $16,346,269 $15,592,363 $14,383,470 $14,481,186 $14,481,186 0.68 % Difference: b) minus a) $(15,462,565) $(14,923,941) $(14,039,079) $(14,349,710) $(14,349,710) 2.21 %
Tax Revenues Other Taxes $14,732,551 $14,923,941 $14,039,079 $14,349,710 $14,349,710 2.21 % Total Tax Revenues $14,732,551 $14,923,941 $14,039,079 $14,349,710 $14,349,710 2.21 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 2.75 2.75 4.25 4.25 4.25 0.00 % Total FTE Positions 2.75 2.75 4.25 4.25 4.25 0.00 %
Agency Mission
Provide financial, technical, and other stormwater assistance services to encourage regional solutions for protecting human lives and property, conserving natural resources, and promoting appropriate use of Johnson County stream corridors.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Risk Management charges and cost allocation, are budgeted to decrease by $1,775 ((0.32)%) compared to FY 2020. Expenditures are estimated to decrease in FY 2020 due to reduced sales tax revenue, this revenue drives expenditures on stormwater capital project and are projected to increase by roughly 2.0% in FY 2021.
FTEs for FY 2021 remain constant at 4.25 due to 1.5 FTEs being transferred from Public Works.
Page N-36 Stormwater
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Planning and Support Projects
Provide technical support through the study and design of stormwater improvements that address the needs of the watersheds. Encourage coordination and enhance stormwater management activities within the County and the Kansas City Metropolitan area. Promote policy changes that proactively address stormwater management issues. Pursue funding and teaming opportunities with regional, state and federal agencies
Agency (323,200) (341,643) (431,122) (473,705) (473,705) 9.88 % Expenditures 3,265,804 3,355,908 2,873,149 2,892,374 2,892,374 0.67 % Difference (3,589,004) (3,697,551) (3,304,271) (3,366,079) (3,366,079) 1.87 % FTE Positions 1.38 1.38 2.13 2.13 2.13 0.00 %
Service #2: System Management Projects
Provide assistance to the cities with inspection and replacement of their stormwater infrastructure.
Agency 176,799 158,356 68,878 26,295 26,295 (61.82)% Expenditures 4,898,705 4,856,305 4,309,724 4,338,560 4,338,560 0.67 % Difference (4,721,906) (4,697,949) (4,240,846) (4,312,265) (4,312,265) 1.68 % FTE Positions 0.68 0.68 1.06 1.06 1.06 0.00 %
Service #3: Watershed Improvement Projects Administration and Management
Work with the Watershed Organizations to identify and construct watershed improvement projects that reduce the risk of flooding and/or improve water quality.
Agency 1,030,396 851,709 706,635 578,886 578,886 (18.08)% Expenditures 8,164,509 7,362,426 7,182,873 7,230,934 7,230,934 0.67 % Difference (7,134,113) (6,510,717) (6,476,238) (6,652,048) (6,652,048) 2.71 % FTE Positions 0.69 0.69 1.06 1.06 1.06 0.00 %
Page N-37 Stormwater
Capital Improvement Program (CIP) Year 2021 TItle: Stormwater Management Program Placed: The Johnson County Stormwater Management Program partners with Johnson County cities to fund the planning, design, and construction of projects to alleviate flooding and improve water quality issues from a broad Countywide level of the Description: watershed. The Stormwater Management Program is funded by a dedicated 1/10th of one cent Countywide sales tax for stormwater projects. This project has been included in the FY 2021 Budget.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $13,779,960 $14,819,971 $15,202,777 $15,616,931 $16,052,458 $75,472,097 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $13,779,960 $14,819,971 $15,202,777 $15,616,931 $16,052,458 $75,472,097
Operating Expenditures Total FTE FY 2021 FY 2022 FY 2023 FY 2024 Personnel 0.0 $ 0 $ 0 $ 0 $ 0 Contractual 0.0 $ 0 $ 0 $ 0 $ 0 Commodities 0.0 $ 0 $ 0 $ 0 $ 0 Capital 0.0 $ 0 $ 0 $ 0 $ 0 On Going 0.0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0
Page N-38 Transportation Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Charges for Service $ 1,099,120 $ 1,094,500 $ 1,094,500 $ 1,139,390 $ 1,139,390 4.10 % Total Agency Fees & Charges $ 1,099,120 $ 1,094,500 $ 1,094,500 $ 1,139,390 $ 1,139,390 4.10 %
Use of Carryover $ 0 $ 1,225,723 $ 1,225,723 $ 1,120,626 $ 1,120,626 (8.57)% Intergovernmental $ 4,548,508 $ 6,696,801 $ 6,696,801 $ 8,438,434 $ 8,238,434 23.02 % Miscellaneous $ 170,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 0.00 % Intrafund Transfers $ 62,170 $ 803,212 $ 803,212 $ 478,180 $ 478,180 (40.47)% Interfund Transfer $ 7,099,178 $ 6,046,560 $ 5,407,359 $ 7,018,989 $ 6,823,839 26.20 % Transfer in from Capital Projects $ 99,746 $ 815,185 $ 815,185 $ 492,820 $ 492,820 (39.55)% Total Other Agency Revenues $11,979,602 $15,707,481 $15,068,280 $ 17,669,049 $17,273,899 14.64 %
a) Total Agency Revenues $13,078,722 $16,801,981 $16,162,780 $ 18,808,439 $18,413,289 13.92 %
Expenditures Contractual Services $10,612,038 $10,933,155 $10,933,155 $ 11,164,278 $11,164,278 2.11 % Commodities $ 1,319,425 $ 1,278,047 $ 1,278,047 $ 1,258,132 $ 1,258,132 (1.56)% Capital Outlay $ 340,044 $ 3,594,490 $ 3,594,490 $ 5,355,000 $ 5,105,000 42.02 % Subtotal $12,271,507 $15,805,692 $15,805,692 $ 17,777,410 $17,527,410 10.89 %
Lease Payment to PBC $ 150,655 $ 0 $ 0 $ 0 $ 0 0.00 % Miscellaneous $ 103,259 $ 0 $ (86,175) $ 0 $ 0 (100.00)% Interfund Transfers $ 0 $ 0 $ 0 $ 750,000 $ 0 0.00 % Intrafund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Transfer to Capital projects $ 250,000 $ 600,000 $ 0 $ 600,000 $ 454,850 0.00 %
Subtotal $ 503,914 $ 600,000 $ (86,175) $ 1,350,000 $ 454,850 (627.82)%
Expenditures Subtotal $12,775,421 $16,405,692 $15,719,517 $ 19,127,410 $17,982,260 14.39 %
Risk Management Charges $ 23,564 $ 21,089 $ 21,089 $ 27,244 $ 27,244 29.19 % Cost Allocation $ 324,439 $ 375,200 $ 375,200 $ 403,785 $ 403,785 7.62 %
b) Total Expenditures $13,123,424 $16,801,981 $16,115,806 $ 19,558,439 $18,413,289 14.26 %
Difference: b) minus a) $ (44,702) $ 0 $ 46,974 $ (750,000) $ 0 (100.00)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission Enhancing our community's growth and lifestyle through public transportation.
Budget Highlights Total expenditures for FY 2021, excluding transfers, lease payments, Risk Management charges, and cost allocation, are budgeted to increase by $1,721,718 or 10.89% compared to FY 2020. This increase is due to increased Intergovernmental funds.
Transfers to capital projects for FY 2021 include $454,850 for future capital purchases.
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Page N-40 Transportation
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Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: RideKC
Johnson County Transit's (JCT) scheduled fixed route system "RideKC," is managed by the Kansas City Area Transit Agency (KCATA) and operates 15 routes throughout Johnson County. Many of the routes have originations and/or destinations in Kansas City, Kansas and Kansas City, Missouri. The service offered is a commuter express service operating Monday through Friday during peak a.m. and p.m. rush hour periods. The route structure is currently oriented as a County to downtown commuter service with various reverse commute options back into the County. In addition, the K-10 Connector service provides access to Johnson County Community College, the KU Edwards Campus, and the KU Campus in Lawrence.
Agency Revenues $ 12,573,984 $ 16,446,981 $ 15,807,780 $18,058,289 $18,058,289 14.24% Expenditures $ 9,754,353 $ 13,583,603 $ 12,897,428 $15,098,360 $15,098,360 17.06% Difference $ 2,819,631 $ 2,863,378 $ 2,910,352 $ 2,959,929 $ 2,959,929 1.70% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Service #2: RideKC Freedom
RideKC Express, also managed by the KCATA, provides low-cost, curb-to-curb transportation to seniors, low income and disabled residents of Johnson County. RideKC Express operates from approximately 5:45 a.m. to 6:30 p.m., Monday through Friday. Currently, RideKC Express has an average of approximately 240 daily trips. Approximately 85% of the daily rides are riders utilizing the system to get to and from work.
Agency Revenues $ 382,189 $ 215,000 $ 215,000 $ 215,000 $ 215,000 0.00% Expenditures $ 2,418,060 $ 2,241,929 $ 2,241,929 $ 2,309,187 $ 2,309,187 3.00% Difference $ (2,035,871) $ (2,026,929) $ (2,026,929) $ (2,094,187) $(2,094,187) $ 0 FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Service #3: SWIFT
KCATA for Johnson County Transit administers and manages the Johnson County Developmental Supports Sheltered Workshop Industrial Fixed Transit (SWIFT) service. The day-to-day operations are handled by KCATA staff. Currently, approximately 105 different clients utilize the service.
Agency Revenues $ 122,549 $ 140,000 $ 140,000 $ 140,000 $ 140,000 0.00% Expenditures $ 951,011 $ 976,449 $ 976,449 $ 1,005,742 $ 1,005,742 3.00% Difference $ (828,462) $ (836,449) $ (836,449) $ (865,742) $ (865,742) 3.50% FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Page N-43 Transportation
Capital Improvement Program
Title: Bus Replacement Year Placed: 2021 This project is to replace buses in the current fleet, purchased in FY 2006, that have or will exceed their useful life based on miles and operating/maintenance expenses for Johnson County Transit (JCT) services. A select portion of the retired buses may be used as spares for when other buses are being serviced or are down or may be placed in the contingency fleet. This request is to replace a total of eight (8) transit coaches, five (5) 40' buses and three (3) 30' buses. The Description: 40' coaches will replace 40' coaches, and the 30' coaches will replace 35' coaches. This replacement is in line with the goal of rightsizing the JCT fleet with appropriately sized coaches relative to ridership and capacity needs. The request is based on current routes and if those are revised then all capital purchases will be adjusted accordingly. This request is overall 81.2% grant funded with remaining match from Capital Replacement Fund. Funds for this project are in the FY 2021 Budget. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design and Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 4,105,000 $ 148,734 $ 4,602,059 $3,157,301 $3,020,408 $ 15,033,502 Total $ 4,105,000 $ 148,734 $ 4,602,059 $3,157,301 $3,020,408 $ 15,033,502
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Vehicle Replacement Funding Year Placed: 2021
The Vehicle Capital Replacement is a capital replacement project to provide on-going funding to be used for matches or additional funding for replacement Description: vehicles, primarily revenue vehicles. Included in the FY 2021 budget is funding of $454,850.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design and Construction $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Equipment $ 454,850 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 2,854,850 Total $ 454,850 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 2,854,850
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-44 Transportation
Capital Improvement Program Title: Basic Passenger Infrastructure Year Placed: 2021
Basic passenger infrastructure (BPI) are items or amenities that riders experience in their everyday use of RideKC Johnson County services. For example, an appropriate concrete pad for a wheelchair to gain access to Description: a bus door or to stand upon in the rain, shelters, benches, bike racks, trash cans and route signs/schedules. These are the basic items that riders expect and should have available to them in order make the bus riding experience as effortless, enjoyable and comfortable as possible. This is a multi-year request with $100,000 funded in FY 2020. This project has been included in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design and Construction $ 250,000 $ 250,000 $ 100,000 $ 100,000 $ 100,000 $ 800,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 250,000 $ 250,000 $ 100,000 $ 100,000 $ 100,000 $ 800,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Regional Farebox Initiative Year Placed: 2021
This project is based on the Regional Fare Study currently underway. The study is a regional farebox replacement concept evaluating basically all transit agencies in the region utilizing similar fareboxes. Patrons could use Description: the same fare payment medium (i.e. paper pass, debit card, smart phone, pre-loaded cards) that would be recognized and accepted by all fareboxes. At this time the actual fare box systems have not been determined nor the fare payment mediums to be used. This is a two year project with $750,000 requested each year. The FY 2021 request has been placed in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design and Construction $ 750,000 $ 750,000 $ 0 $ 0 $ 0 $ 1,500,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 750,000 $ 750,000 $ 0 $ 0 $ 0 $ 1,500,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On-going Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page N-45 Wastewater Operations & Maintenance
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 791,173 $ 818,244 $ 818,244 $ 834,609 $ 834,609 2.00 % Charges for Service $ 74,759,576 $ 72,728,539 $ 72,728,539 $ 68,391,244 $ 68,391,244 (5.96)% Use of Assets $ 15,440 $ 23,604 $ 23,604 $ 23,600 $ 23,600 (0.02)% Total Agency Fees & Charges $ 75,566,189 $ 73,570,387 $ 73,570,387 $ 69,249,453 $ 69,249,453 (5.87)% Use of Carryover $ 0 $ 0 $ 0 $ 7,257,000 $ 7,257,000 0.00 % Miscellaneous $ 346,574 $ 251,115 $ 251,115 $ 256,590 $ 256,590 2.18 % Interest $ 826,966 $ 541,498 $ 541,498 $ 383,000 $ 383,000 (29.27)% Interfund Transfer $ 2,501 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 1,176,041 $ 792,613 $ 792,613 $ 7,896,590 $ 7,896,590 896.27 % a) Total Agency Revenues $ 76,742,230 $ 74,363,000 $ 74,363,000 $ 77,146,043 $ 77,146,043 3.74 %
Expenditures Personnel $ 18,046,729 $ 19,760,478 $ 20,546,334 $ 22,003,247 $ 22,003,247 7.09 % Contractual Services $ 38,767,816 $ 43,617,456 $ 43,617,456 $ 44,337,866 $ 44,337,866 1.65 % Commodities $ 5,395,008 $ 5,380,389 $ 5,380,389 $ 5,380,389 $ 5,380,389 0.00 % Capital Outlay $ 743,227 $ 845,050 $ 845,050 $ 845,050 $ 845,050 0.00 % Subtotal $ 62,952,780 $ 69,603,373 $ 70,389,229 $ 72,566,552 $ 72,566,552 3.09 % Miscellaneous $ 5,096 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfers $ 904,978 $ 0 $ 0 $ 0 $ 0 0.00 %
Subtotal $ 910,074 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures Subtotal $ 63,862,854 $ 69,603,373 $ 70,389,229 $ 72,566,552 $ 72,566,552 3.09 %
Vehicle Equivalent Units $ 220,957 $ 511,289 $ 511,289 $ 506,471 $ 506,471 (0.94)% Risk Management Charges $ 295,147 $ 248,952 $ 248,952 $ 343,737 $ 343,737 38.07 % Cost Allocation $ 3,212,996 $ 3,999,386 $ 3,999,386 $ 3,729,283 $ 3,729,283 (6.75)% b) Total Expenditures $ 67,591,954 $ 74,363,000 $ 75,148,856 $ 77,146,043 $ 77,146,043 2.66 %
Difference: b) minus a) $ 9,150,276 $ 0 $ (785,856) $ 0 $ 0 (100.00)% FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 219.23 217.53 222.48 237.00 237.00 6.53 % Total FTE Positions 219.23 217.53 222.48 237.00 237.00 6.53 %
Agency Mission
Protecting our environment, serving our customers, enhancing our communities.
Budget Highlights
Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, cost allocation, and Risk Management charges, are budgeted to increase by $2,177,323 (3.09%) compared to FY 2020. This increase includes: 1) $677,978 for Tomahawk operating costs, 2) $967,766 for 13.0 Treatment Crew FTEs, 3) $80,826 for 1.0 Environmental Technologist FTE, and 4) the budgeted salary and benefit increases included in the budget parameters.
User charges are budgeted to increase by approximately 5.75% for FY 2021.
FTEs for FY 2021 increase by 14.52 to 237.00 as the result of 13.0 new Treatment Crew Members and 1.0 Environmental Technologist FTEs for the Tomahawk Wastewater facility, and the remaining net impact of FTEs added during FY 2020 for the Tomahawk Wastewater facility. Page N-46 Wastewater Operations & Maintenance
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Page N-48 Wastewater Operations & Maintenance
Page N-49 Wastewater Operations & Maintenance
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Collections Receive wastewater from customer service connections and transport this wastewater to a treatment facility. This involves operating and maintaining pump stations, cleaning and inspecting gravity lines and repairing manholes and gravity and pressure lines.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 5,350,229 $ 6,216,139 $ 6,321,878 $ 6,397,949 $ 6,397,949 1.20 % Difference $ (5,350,229) $ (6,216,139) $ (6,321,878) $ (6,397,949) $ (6,397,949) 1.20 % FTE Positions 53.00 53.00 53.00 53.00 53.00 0.00 %
Service #2: Treatment Treat influent wastewater to the level required by discharge permits issued by state or federal agencies and to protect the quality in the receiving streams. Properly dispose of the residual solids from the treatment process. This involves operating equipment, performing laboratory tests and maintaining equipment.
Agency Revenues $ 4,250 $ 800,000 $ 800,000 $ 0 $ 0 (100.00)% Expenditures $ 48,433,261 $ 52,216,081 $ 52,968,235 $53,844,087 $53,844,087 1.65 % Difference $(48,429,011) $(51,416,081) $(52,168,235) $(53,844,087) $(53,844,087) 3.21 % FTE Positions 89.53 89.53 94.68 108.00 108.00 14.07 % Service #3: Infrastructure This service provides for the management of the study, design and construction of projects, to expand the sewer infrastructure to accommodate new development in the County, and to provide sewers to neighborhoods served by septic tanks.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 4,750,311 $ 5,651,435 $ 5,568,338 $ 5,652,569 $ 5,652,569 1.51 % Difference $ (4,750,311) $ (5,651,435) $ (5,568,338) $ (5,652,569) $ (5,652,569) 1.51 % FTE Positions 43.00 43.00 42.84 43.00 43.00 0.37 % Service #4: Customer Service Building an organization - purpose, process and people to meet the needs of the customer.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 1,829,405 $ 2,162,077 $ 2,192,802 $ 2,211,958 $ 2,211,958 0.87 % Difference $ (1,829,405) $ (2,162,077) $ (2,192,802) $ (2,211,958) $ (2,211,958) 0.87 % FTE Positions 12.00 12.00 12.00 12.00 12.00 0.00 % Service #5: Laboratory Services The Laboratory Services Division provides analytical services including sampling and analysis of wastewater, potable water, industrial waste, landfill leachate, and ground and surface water.
Agency Revenues $ 47,799 $ 71,196 $ 71,196 $ 48,009 $ 48,009 (32.57)% Expenditures $ 931,781 $ 1,097,364 $ 1,108,642 $ 1,124,573 $ 1,124,573 1.44 % Difference $ (883,982) $ (1,026,168) $ (1,037,446) $ (1,076,564) $ (1,076,564) 3.77 % FTE Positions 9.00 9.00 9.00 10.00 10.00 11.11 %
Page N-50 Wastewater Operations & Maintenance
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #6: Grease and Pretreatment The Wastewater Pretreatment Program controls industrial and food service grease discharges to sanitary sewers through permits, inspections and monitoring.
Agency Revenues $ 40,236 $ 405,932 $ 405,932 $ 47,300 $ 47,300 (88.35)% Expenditures $ 410,527 $ 403,004 $ 382,814 $ 393,140 $ 393,140 2.70 % Difference $ (370,291) $ 2,928 $ 23,118 $ (345,840) $ (345,840) (1,595.98)% FTE Positions 4.00 4.00 3.96 4.00 4.00 1.01 %
Service #7: Leadership Team, Business Operations and Planning
Leadership team and support services, including accounting, budgeting, computer operations, human resources, payroll, and employee relations to the other divisions for JCW.
Agency Revenues $ 76,649,945 $73,085,872 $ 73,085,872 $77,050,734 $77,050,734 5.42 % Expenditures $ 2,157,340 $ 1,857,273 $ 1,846,520 $ 2,942,276 $ 2,942,276 59.34 % Difference $ 74,492,605 $71,228,599 $ 71,239,352 $74,108,458 $74,108,458 4.03 % FTE Positions 8.90 7.00 7.00 7.00 7.00 0.00 %
Page N-51 Wastewater Operations & Maintenance
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Other Operating Costs - Tomahawk Priority: 1 Major Service Treatment
This request is to increase the funding for Tomahawk Wastewater Treatment Facility Operating costs, not including labor costs, which are being requested separately. In 2021, the Tomahawk Facility project team will begin facility startup and testing, which includes beginning the treatment of wastewater flows. Operating costs will be incurred during this time. The planned expenses are for Contractual Services and Materials and Supplies including Electricity, Gas, Water, and Chemicals.
Agency Revenue $ 677,978 $ 677,978 $ 677,978 $ 677,978 Expenditures $ 677,978 $ 677,978 $ 677,978 $ 677,978 Difference $ 0 $ 0 $ 0 $ 0 FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Treatment Crew Member Priority: 2 Major Service Treatment
A key initiative for the Board of County Commissioners is the construction and operation of a new expanded Tomahawk Wastewater Treatment Facility. Construction of the facility began in 2018. The plant will begin operating in 2021. The Crew Member positions need to be available for equipment and plant process training early in 2021. These positions work directly with complex treatment processes and ensures they are operating properly. These positions will also be responsible for completing preventive and corrective maintenance on mechanical equipment.
Agency Revenue $ 877,266 $ 877,266 $ 1,025,520 $ 1,025,520 Expenditures $ 877,266 $ 877,266 $ 1,025,520 $ 1,025,520 Difference $ 0 $ 0 $ 0 $ 0 FTE $ 13.00 $ 13.00 $ 13.00 $ 13.00
Requests for Additional Resources Requested Budget Requested Recommended Request #4 FY 2021 FY 2021 FY 2022 FY 2022 Environmental Technologist I Priority: 3 Major Service Laboratory
A key initiative for the Board of County Commissioners is the construction and operation of a new expanded Tomahawk Wastewater Treatment Facility. Construction began in 2018 and the facility will begin operating in 2021. The Environmental Technologist I position is needed to ensure that the Water Quality Laboratory can meet the increased sampling and testing demand of the new wastewater treatment facility.
Agency Revenue $ 80,825 $ 80,825 $ 85,660 $ 85,660 Expenditures $ 80,825 $ 80,825 $ 85,660 $ 85,660 Difference $ 0 $ 0 $ 0 $ 0 FTE 1.00 1.00 1.00 1.00
Page N-52 Wastewater SRCFP
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 54,980,973 $ 58,799,003 $ 58,799,003 $ 66,028,500 $ 66,028,500 12.30 % Total Agency Fees & Charges $ 54,980,973 $ 58,799,003 $ 58,799,003 $ 66,028,500 $ 66,028,500 12.30 %
Intergovernmental $ 323,163 $ 323,500 $ 323,500 $ 104,420 $ 104,420 (67.72)% Bond Proceeds $ 20,922,537 $110,000,000 $110,000,000 $ 80,000,000 $ 80,000,000 (27.27)% Intrafund Transfers $ 4,773,925 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 6,319,475 $ 2,102,307 $ 2,102,307 $ 346,500 $ 346,500 (83.52)% Interfund Transfer $ 73,253 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 32,412,353 $112,425,807 $112,425,807 $ 80,450,920 $ 80,450,920 (28.44)% a) Total Agency Revenues $ 87,393,326 $171,224,810 $171,224,810 $ 146,479,420 $ 146,479,420 (14.45)%
Expenditures Contractual Services $ 457,140 $ 3,582,000 $ 3,582,000 $ 200,000 $ 200,000 (94.42)% Subtotal $ 457,140 $ 3,582,000 $ 3,582,000 $ 200,000 $ 200,000 (94.42)%
Debt Service $ 42,374,023 $ 44,625,000 $ 44,625,000 $ 45,182,916 $ 45,182,916 1.25 % Interfund Transfers $ 712,294 $ 706,810 $ 706,810 $ 700,089 $ 700,089 (0.95)% Intrafund Transfers $ 33,633,267 $122,736,000 $122,736,000 $ 100,834,165 $ 100,834,165 (17.84)% Subtotal $ 76,719,584 $168,067,810 $168,067,810 $ 146,717,170 $ 146,717,170 (12.70)% Expenditures Subtotal $ 77,176,724 $171,649,810 $171,649,810 $ 146,917,170 $ 146,917,170 (14.41)% b) Total Expenditures $ 77,176,724 $171,649,810 $171,649,810 $ 146,917,170 $ 146,917,170 (14.41)%
Difference: b) minus a) $ 10,216,602 $ (425,000) $ (425,000) $ (437,750) $ (437,750) 3.00 %
Tax Revenues Ad Valorem Support $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Other Taxes $ 1,263,509 $ 425,000 $ 425,000 $ 437,750 $ 437,750 3.00 % Total Tax Revenues $ 1,263,509 $ 425,000 $ 425,000 $ 437,750 $ 437,750 3.00 %
Agency Mission
Protecting our environment, serving our customers, enhancing our community.
Budget Highlights
Total expenditures for FY 2021 are budgeted to decrease by $24,732,640 (14.41%) compared to estimated FY 2020. The decrease is primarily due to a reduction in the amount of bond proceeds in 2021.
The Capital Finance Charge is combined with the O&M user charges and based on a utility rate model, in line with industry's best practices. The combined charges are budgeted to increase 5.75% for FY 2021. Connection fees will vary based on meter size and have been set at $4,400 for a 5/8" meter for FY 2021. System availability charge of $380/acre for property owners has been included for FY 2021.
The SRCFP fund pays the debt service on loans issued by the State of Kansas as well as general obligation bonds issued by the County. Bond Proceeds are budgeted at $80,000,000 for FY 2021 and will be used to fund Wastewater FY 2021 CIP.
Special assessment bonds have been issued on the behalf of specific Joints and Laterals sewer districts, which are funded by special assessments on the properties benefiting from the sewer districts.
Page N-53 Wastewater SRCFP
Capital Improvement Program (CIP) Title: Plant Expansion Year Placed: 2021
These are on-going CIP projects that increase the capacity at the plants in order to accommodate growth. FY 2021 projects include improvements at Nelson and Description: Tomahawk Treatment Facilities. This project has been included in the FY 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $31,194,000 $21,604,000 $10,835,400 $12,316,000 $ 6,367,000 $82,316,400 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 TOTAL $31,194,000 $21,604,000 $10,835,400 $12,316,000 $ 6,367,000 $82,316,400
Operating Expenditures Total FTE FY 2021 FY 2022 FY 2023 FY 2024 Personnel 0.0 $ 0 $ 0 $ 0 $ 0 Contractual 0.0 $ 0 $ 0 $ 0 $ 0 Commodities 0.0 $ 0 $ 0 $ 0 $ 0 Capital 0.0 $ 0 $ 0 $ 0 $ 0 On-going Total 0.0 $ 0 $ 0 $ 0 $ 0 Start UP 0.0 $ 0 $ 0 $ 0 $ 0 TOTAL 0.0 $ 0 $ 0 $ 0 $ 0
Title: Sewer Expansions Year Placed: 2021
These on-going projects includes the construction of new development projects as requested by petitioners. Projects in this category for FY 2021 include planning and Description: studies for future expansion. These projects have been included in the 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 5,050,000 $ 5,050,000 $ 5,250,000 $ 6,050,000 $ 8,850,000 $30,250,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 TOTAL $ 5,050,000 $ 5,050,000 $ 5,250,000 $ 6,050,000 $ 8,850,000 $30,250,000
Operating Expenditures Total FTE FY 2021 FY 2022 FY 2023 FY 2024 Personnel 0.0 $ 0 $ 0 $ 0 $ 0 Contractual 0.0 $ 0 $ 0 $ 0 $ 0 Commodities 0.0 $ 0 $ 0 $ 0 $ 0 Capital 0.0 $ 0 $ 0 $ 0 $ 0 On-going Total 0.0 $ 0 $ 0 $ 0 $ 0 Start UP 0.0 $ 0 $ 0 $ 0 $ 0 TOTAL 0.0 $ 0 $ 0 $ 0 $ 0
Page N-54 Wastewater SRCFP
Capital Improvement Program (CIP) Title: System Wide Projects Year Placed: 2021
There are several components which make up these projects; however, the major components include the following: the Asset Management Program development, Description: Back Up Prevention Program (BUPP), relocations for city projects, lab and large vehicle equipment replacement, software improvements, and SCADA/Network communications. These projects have been included in the 2021 CIP.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Project Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 4,800,000 $ 5,225,000 $ 5,175,000 $ 5,025,000 $ 5,175,000 $25,400,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 TOTAL $ 4,800,000 $ 5,225,000 $ 5,175,000 $ 5,025,000 $ 5,175,000 $25,400,000
Operating Expenditures Total FTE FY 2021 FY 2022 FY 2023 FY 2024 Personnel 0.0 $ 0 $ 0 $ 0 $ 0 Contractual 0.0 $ 0 $ 0 $ 0 $ 0 Commodities 0.0 $ 0 $ 0 $ 0 $ 0 Capital 0.0 $ 0 $ 0 $ 0 $ 0 On-going Total 0.0 $ 0 $ 0 $ 0 $ 0 Start UP 0.0 $ 0 $ 0 $ 0 $ 0 TOTAL 0.0 $ 0 $ 0 $ 0 $ 0
Title: General Renewal and Replacement Year Placed: 2021
This continues a program begun in 1989 to pay for repairs and improvements to existing infrastructure to address failing assets and minimize large environmental and social risks. Each new project paid with these funds must be approved by the Description: Board of County Commissioners. Projects in this category include Asset Management Repair and Replacement for collections, force mains, treatment and pumping repair and rehabilitation, screening improvements, and Watershed Capacity Enhancement Plan. These projects have been included in the 2021 CIP.
Project Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design/Construction $ 34,222,000 $ 46,237,000 $ 55,352,000 $ 71,268,000 $87,953,000 $295,032,00 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 TOTAL $ 34,222,000 $ 46,237,000 $ 55,352,000 $ 71,268,000 $87,953,000 $295,032,000
Operating Expenditures Total FTE FY 2021 FY 2022 FY 2023 FY 2024 Personnel 0.0 $ 0 $ 0 $ 0 $ 0 Contractual 0.0 $ 0 $ 0 $ 0 $ 0 Commodities 0.0 $ 0 $ 0 $ 0 $ 0 Capital 0.0 $ 0 $ 0 $ 0 $ 0 On-going Total 0.0 $ 0 $ 0 $ 0 $ 0 Start UP 0.0 $ 0 $ 0 $ 0 $ 0
TOTAL 0.0 $ 0 $ 0 $ 0 $ 0
Page N-55 Section Health & O Human Services
This Section Includes:
Alcohol Tax (Page O-2)
Developmental Supports (Page O-3)
Health & Environment (Page O-8)
Human Services (Page O-16) Mental Health (Page O-23)
Page O-1 Alcohol Tax
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
Interest $ 4,503 $ 3,671 $ 1,748 $ 667 $ 667 (61.84)% Total Other Agency Revenues $ 4,503 $ 3,671 $ 1,748 $ 667 $ 667 (61.84)% a) Total Agency Revenues $ 4,503 $ 3,671 $ 1,748 $ 667 $ 667 (61.84)%
Expenditures Contractual Services $ 86,253 $ 119,551 $ 107,628 $ 106,547 $ 106,547 (1.00)% Subtotal $ 86,253 $ 119,551 $ 107,628 $ 106,547 $ 106,547 (1.00)%
Interfund Transfers $ 52,599 $ 34,120 $ 34,120 $ 34,120 $ 34,120 0.00 % Subtotal $ 52,599 $ 34,120 $ 34,120 $ 34,120 $ 34,120 0.00 %
Expenditures Subtotal $ 138,852 $ 153,671 $ 141,748 $ 140,667 $ 140,667 (0.76)% b) Total Expenditures $ 138,852 $ 153,671 $ 141,748 $ 140,667 $ 140,667 (0.76)%
Difference: b) minus a) $ (134,349) $ (150,000) $ (140,000) $ (140,000) $ (140,000) 0.00 %
Tax Revenues Other Taxes $ 129,814 $ 150,000 $ 140,000 $ 140,000 $ 140,000 0.00 % Total Tax Revenues $ 129,814 $ 150,000 $ 140,000 $ 140,000 $ 140,000 0.00 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
To distribute funds to alcohol and substance abuse prevention programs in Johnson County.
Budget Highlights
This is a non-operating fund that receives revenue from the local alcohol liquor tax authorized by the Kansas Legislature. By statute, funds must be expended for alcoholism and drug abuse prevention programs. The reserve amount for the fund is estimated at $219,418 as of December 31, 2021.
This fund does not receive any revenue from property taxes.
Page O-2 Developmental Supports
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 9,492,766 $ 10,124,509 $ 10,124,509 $ 10,102,400 $ 10,102,400 (0.22)% Total Agency Fees & Charges $ 9,492,766 $ 10,124,509 $ 10,124,509 $ 10,102,400 $ 10,102,400 (0.22)%
Intergovernmental $ 1,910,214 $ 2,064,064 $ 2,064,064 $ 1,718,382 $ 1,718,382 (16.75)% Miscellaneous $ 27,192 $ 92,971 $ 92,971 $ 92,971 $ 92,971 0.00 % Interest $ 107,173 $ 121,822 $ 41,597 $ 15,880 $ 15,880 (61.82)% Interfund Transfer $ 61,992 $ 83,695 $ 83,695 $ 83,695 $ 83,695 0.00 % Total Other Agency Revenues $ 2,106,571 $ 2,362,552 $ 2,282,327 $ 1,910,928 $ 1,910,928 (16.27)% a) Total Agency Revenues $ 11,599,337 $ 12,487,061 $ 12,406,836 $ 12,013,328 $ 12,013,328 (3.17)% Expenditures Personnel $ 21,505,254 $ 22,233,511 $ 22,196,754 $ 22,668,447 $ 22,668,447 2.13 % Contractual Services $ 966,615 $ 1,070,650 $ 1,121,150 $ 1,047,159 $ 1,047,159 (6.60)% Commodities $ 707,696 $ 712,073 $ 713,573 $ 653,573 $ 653,573 (8.41)% Capital Outlay $ 1,434 $ 11,213 $ 11,213 $ 11,213 $ 11,213 0.00 % Subtotal $ 23,180,999 $ 24,027,447 $ 24,042,690 $ 24,380,392 $ 24,380,392 1.40 % Miscellaneous $ 10,121 $ 0 $ (134,500) $ 0 $ 0 (100.00)% Interfund Transfers $ 185,613 $ 148,654 $ 148,654 $ 148,654 $ 148,654 0.00 % Transfer to Equipment Reserve $ 46,927 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 242,661 $ 148,654 $ 14,154 $ 148,654 $ 148,654 950.26 % Expenditures Subtotal $ 23,423,660 $ 24,176,101 $ 24,056,844 $ 24,529,046 $ 24,529,046 1.96 %
Vehicle Equivalent Units $ 23,535 $ 60,494 $ 23,535 $ 80,992 $ 80,992 244.13 % Risk Management Charges $ 88,437 $ 95,724 $ 95,724 $ 121,569 $ 121,569 27.00 % Cost Allocation $ 2,674,653 2,893,700 2,893,700 3,095,672 3,095,672 6.98 % b) Total Expenditures $ 26,210,285 $ 27,226,019 $ 27,069,803 $ 27,827,279 $ 27,827,279 2.80 %
Difference: b) minus a) $ (14,610,948) $ (14,738,958) $ (14,662,967) $ (15,813,951) $ (15,813,951) 7.85 % Tax Revenues Ad Valorem Support $ 12,829,735 $ 13,238,717 $ 13,238,717 $ 14,441,081 $ 14,441,081 1.82 % Other Taxes $ 1,434,313 $ 1,500,241 $ 1,309,149 $ 1,372,870 $ 1,372,870 0.79 % Total Tax Revenues $ 14,264,048 $ 14,738,958 $ 14,547,866 $ 15,813,951 $ 15,813,951 1.70 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 17.00 19.00 19.00 14.00 14.00 (26.32)% Other FTEs 290.16 287.16 287.16 287.66 287.66 0.17 % Total FTE Positions 307.16 306.16 306.16 301.66 301.66 (1.47)%
Agency Mission Johnson County Developmental Supports serves people with intellectual and developmental disabilities. We focus on individuals' abilities, provide choice driven supports, and advocate alongside people to live and work in our community.
Budget Highlights Total expenditures for FY 2021, excluding Vehicle Equivalent Units, cost allocation, and Risk Management charges, are budgeted to increase by $337,702 (1.40%) compared to FY 2020. The increase is due to the net impact of 1) a one-time FY 2020 budget reduction of $496,834, 2) a one-time FY 2021 budget reduction to freeze 4 part-time positions, 3) a $60,000 transfer to DTI for consolidated PC purchases, and 4) the budgeted salary and benefit increases included in the budget parameters.
FTEs for FY 2021 are budgeted to decrease to 301.66 with the elimination of 5.0 FTE due to the loss of the End Dependence Kansas grant and the increase of one FTE by .5. Page O-3 Developmental Supports
Page O-4 Developmental Supports
Page O-5 Developmental Supports
Page O-6 Developmental Supports
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change
Service #1: Community Support Provider (CSP)
To provide high quality, person-centered supports within Day and Employment, Residential, Case Management, and Nursing Support Services to support men, women and children with intellectual and developmental disabilities (I/DD) in Johnson County, Kansas.
Agency Revenues $ 10,246,170 $ 11,315,803 $ 11,235,578 $10,806,932 $ 10,806,932 (3.82)% Expenditures $ 22,200,579 $ 22,960,180 $ 22,809,801 $23,260,417 $ 23,260,417 1.98 % Difference $(11,954,409) $ (11,644,377) $ (11,574,223) $(12,453,485) $ (12,453,485) 7.60 % FTE Positions 293.16 292.16 292.16 287.66 287.66 (1.54)%
Service #2: Community Developmental Disability Organization (CDDO)
To provide a single point of entry for those seeking I/DD services, determine eligibility, assist individuals and their families or guardians in choosing from an array of service options, and coordinate a network of affiliate providers.
Agency Revenues $ 1,353,167 $ 1,171,258 $ 1,171,258 $ 1,206,396 $ 1,206,396 3.00 % Expenditures $ 1,223,081 $ 1,215,921 $ 1,247,043 $ 1,268,629 $ 1,268,629 1.73 % Difference $ 130,086 $ (44,663) $ (75,785) $ (62,233) $ (62,233) (17.88)% FTE Positions 14.00 14.00 14.00 14.00 14.00 0.00 %
Page O-7 Health & Environment
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 776,269 $ 820,770 $ 820,770 $ 827,700 $ 827,700 0.84 % Charges for Service $ 1,372,782 $ 1,529,315 $ 1,529,315 $ 1,611,555 $ 1,611,555 5.38 % Total Agency Fees & Charges $ 2,149,051 $ 2,350,085 $ 2,350,085 $ 2,439,255 $ 2,439,255 3.79 % Use of Carryover $ 0 $ 0 $ 0 $ 549,000 $ 549,000 0.00 % Intergovernmental $ 4,296,428 $ 4,751,558 $ 4,751,558 $ 4,894,105 $ 4,894,105 3.00 % Miscellaneous $ 375,576 $ 171,194 $ 374,394 $ 390,657 $ 390,657 4.34 % Intrafund Transfers $ 645,125 $ 484,123 $ 484,123 $ 498,647 $ 498,647 3.00 % Interfund Transfer $ 50,000 $ 0 $ 4,178 $ 0 $ 0 (100.00)% Total Other Agency Revenues $ 5,367,129 $ 5,406,875 $ 5,614,253 $ 6,332,409 $ 6,332,409 12.79 % a) Total Agency Revenues $ 7,516,180 $ 7,756,960 $ 7,964,338 $ 8,771,664 $ 8,771,664 10.14 % Expenditures Personnel $ 11,110,345 $ 13,118,661 $ 12,834,181 $ 13,694,519 $ 13,694,519 6.70 % Contractual Services $ 2,057,561 $ 1,411,973 $ 1,455,890 $ 1,623,430 $ 1,623,430 11.51 % Commodities $ 881,453 $ 1,460,163 $ 1,562,534 $ 2,114,402 $ 2,114,402 35.32 % Subtotal $ 14,049,359 $ 15,990,797 $ 15,852,605 $ 17,432,351 $ 17,432,351 9.97 % Miscellaneous $ 2,536 $ 35,686 $ (67,756) $ 36,786 $ 36,786 (154.29)% Interfund Transfers $ 5,904 $ 50,632 $ 50,632 $ 74,632 $ 74,632 47.40 % Intrafund Transfers $ 645,126 $ 484,123 $ 484,123 $ 484,123 $ 484,123 0.00 % Transfer to Equipment Reserve $ 77,274 $ 127,274 $ 127,274 $ 107,274 $ 107,274 (15.71)% Transfer to Capital projects $ 382,140 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 1,112,980 $ 697,715 $ 594,273 $ 702,815 $ 702,815 18.26 % Expenditures Subtotal $ 15,162,339 $ 16,688,512 $ 16,446,878 $ 18,135,166 $ 18,135,166 10.27 % Vehicle Equivalent Units $ 5,232 $ 11,138 $ 11,138 $ 20,018 $ 20,018 79.73 % Risk Management Charges $ 55,842 $ 53,620 $ 53,620 $ 94,262 $ 94,262 75.80 % Cost Allocation $ 2,043,329 2,725,812 2,725,812 3,082,678 3,082,678 13.09 % b) Total Expenditures $ 17,266,742 $ 19,479,082 $ 19,237,448 $ 21,332,124 $ 21,332,124 10.89 % Difference: b) minus a) $ (9,750,562) $(11,722,122) $ (11,273,110) $(12,560,460) $(12,560,460) 11.42 % Tax Revenues Ad Valorem Support $ 8,683,795 $ 10,504,677 $ 10,504,677 $ 11,484,407 $ 11,484,407 9.33 % Other Taxes $ 986,354 $ 1,014,245 $ 891,386 $ 1,076,053 $ 1,076,053 20.72 % Total Tax Revenues $ 9,670,149 $ 11,518,922 $ 11,396,063 $ 12,560,460 $ 12,560,460 10.22 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 48.73 48.88 48.88 41.25 41.25 (15.61)% Other FTEs 88.58 97.68 97.68 108.10 108.10 10.67 % Total FTE Positions 137.31 146.56 146.56 149.35 149.35 1.90 %
Agency Mission The Johnson County Department of Health and Environment is the County's official public health agency and is dedicated to protect and promote the health, welfare and environment of the community, and to prevent disease.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units, Risk Management, and cost allocation charges, are budgeted to increase by $1,579,746, (9.97%) compared to FY 2020. This increase is the net impact of: 1) budget reductions, 2) increase of epidemiologist program, 3) Electronic Medical Record system using reserves, and 4) the budgeted salary and benefit increases included in the budget parameters.
Transfers to Equipment Reserve Fund decrease to $107,274 for FY 2021 from the consolidation of computer purchases to DTI. FTEs for FY 2021 are budgeted to increase to 149.35 due to net impact of budget reductions and increase of 6.0 FTE for Epidemiology. Page O-8 Health & Environment
Page O-9 Health & Environment
Page O-10 Health & Environment
Page O-11 Health & Environment
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Business Operations
Central services that provide for both administrative and financial support for the department.
Agency Revenue $ 595,042 $ 767,600 $ 771,778 $ 1,316,452 $ 1,316,452 70.57 % Expenditures $ 1,815,494 $ 1,572,606 $ 1,316,193 $ 2,375,256 $ 2,375,256 80.46 % Difference $ (1,220,452) $ (805,006) $ (544,415) $(1,058,804) $(1,058,804) 94.48 % FTE Positions 12.90 12.90 13.60 12.60 12.60 (7.35)%
Service #2: Strategic Planning
Provides strategic planning and quality improvement for the department as well as management of Epidemiology.
Agency Revenue $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 505,736 $ 532,903 $ 600,281 $ 1,087,474 $ 1,087,474 81.16 % Difference $ (505,736) $ (532,903) $ (600,281) $(1,087,474) $(1,087,474) 81.16 % FTE Positions 5.00 5.00 5.00 11.00 11.00 120.00 %
Service #3: Childcare
Ensures a safe environment for children in out-of-home care through surveillance, monitoring, and inspection of child care facilities throughout Johnson County. The program provides/sponsors many classes for daycare providers on an annual basis. School inspection program moved under this division after the restaurant inspection division was eliminated from the Environmental Division. Additionally, all public schools receive a health and safety inspection by Registered Sanitarians on an annual basis.
Agency Revenue $ 778,403 $ 854,103 $ 854,103 $ 848,000 $ 848,000 (0.71)% Expenditures $ 1,176,969 $ 1,241,145 $ 1,228,104 $ 1,223,199 $ 1,223,199 (0.40)% Difference $ (398,566) $ (387,042) $ (374,001) $ (375,199) $ (375,199) 0.32 % FTE Positions 14.50 14.50 14.50 14.50 14.50 0.00 % Service #4: Community Health
Promotes healthy behaviors through programs, events, classes, presentations, newsletters, screenings, workshops, health fairs, professional seminars, media information and policy change. In addition, specific programs provide dietary help through nutrition education and distribution of food vouchers to a low income targeted population.
Agency Revenue $ 2,032,829 $ 1,874,647 $ 1,874,647 $ 1,971,470 $ 1,971,470 5.16 % Expenditures $ 2,902,867 $ 3,098,635 $ 3,043,980 $ 3,130,424 $ 3,130,424 2.84 % Difference $ (870,038) $ (1,223,988) $ (1,169,333) $(1,158,954) $(1,158,954) (0.89)% FTE Positions 36.40 36.40 35.70 31.29 31.29 (12.35)%
Page O-12 Health & Environment
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: Clinical Services
Provides core public health services to targeted populations through provision of basic preventive care via early intervention (screening, education, counseling and treatment) that decrease the overall costs of health care within the County. In addition, specific programs provide dietary help through nutrition education and distribution of food vouchers to a low income targeted population.
Agency Revenue $ 2,917,827 $ 3,488,379 $ 3,488,379 $ 3,603,905 $ 3,603,905 3.31 % Expenditures $ 5,204,637 $ 6,002,134 $ 6,019,506 $ 6,059,769 $ 6,059,769 0.67 % Difference $ (2,286,810) $ (2,513,755) $ (2,531,127) $ (2,455,864) $ (2,455,864) (2.97)% FTE Positions 46.85 46.85 46.82 46.73 46.73 (0.19)%
Service #6: Environmental
Protect the health, welfare and environment of the community through services that monitor, control or eliminate contaminants and through public education about environmental issues.
Agency Revenue $ 770,677 $ 755,431 $ 755,431 $ 792,837 $ 792,837 4.95 % Expenditures $ 1,998,932 $ 2,035,495 $ 2,008,391 $ 1,939,696 $ 1,939,696 (3.42)% Difference $ (1,228,255) $ (1,280,064) $ (1,252,960) $ (1,146,859) $ (1,146,859) (8.47)% FTE Positions 19.23 19.23 19.23 19.23 19.23 0.00 %
Service #7: Coroner Services / Medical Examiner
Coroner Services provides for the medical investigation of human deaths occurring in Johnson County and for the issuance of cremation permits and death certificates.
Agency Revenue 421,402 220,000 220,000 239,000 239,000 8.64 % Expenditures 1,557,704 2,205,594 2,230,423 2,319,348 2,319,348 3.99 % Difference (1,136,302) (1,985,594) (2,010,423) (2,080,348) (2,080,348) 3.48 % FTE Positions 2.43 11.68 11.50 14.00 14.00 21.74 %
Page O-13 Health & Environment
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Electronic Medical Record Priority: 1 Major Service Business Operations
Use Public Health reserves for a new electronic medical record system. The current Netsmart product for the clinical electronic medical record by the name of Insight has not been supported since July of 2018. Partnerships with 4 other health departments led to a transition from insight to ezEMRx. After many issues it was determined that this product was not appropriate and Insight was once again used. However, since it is not able to receive upgrades from Netsmart, and because we are still working with CDP to try and implement ezEMRx, we want to secure funding to either issue an RFP for a new product, or additional funding to upgrade the ezEMRx for our use.
Agency Revenue $ 525,000 $ 525,000 $ 0 $ 0 Expenditures $ 525,000 $ 525,000 $ 125,000 $ 125,000 Difference $ 0 $ 0 $ (125,000) $ (125,000) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Vaccine Increase Priority: 2 Major Service Clinical Services
Increased vaccine costs and new school requirements implemented by the Kansas Department of Health and Environment in 2019 for Hepatitis A and Meningitis vaccines as well as new effective adult vaccines such as Shringrix is driving the need for increased budget. The new school requirements are on a graduated schedule and target different grade levels each year. To meet this need, it will require purchasing additional vaccine beyond the current budget structure.
Agency Revenue $ 50,000 $ 50,000 $ 50,000 $ 50,000 Expenditures $ 50,000 $ 50,000 $ 50,000 $ 50,000 Difference $ 0 $ 0 $ 0 $ 0 FTE 0.00 0.00 0.00 0.00
Requested Recommended Requested Recommended Request #3 FY 2021 FY 2021 FY 2022 FY 2022
Maintenance Agreement Coroner Services / for Equip Priority: 3 Major Service Medical Examiner
Requesting funds to cover the signed maintenance agreements for the equipment used in the Medical Examiners Office, specifically the Lodox, software database, and LC/MS machine. In FY 2022, the CT scanner maintenance agreement is added.
Agency Revenue 0 0 0 0 Expenditures 56,100 56,100 110,000 110,000 Difference (56,100) (56,100) (110,000) (110,000) FTE 0.00 0.00 0.00 0.00
Page O-14 Health & Environment
Requested Budget Requested Recommended Request #4 FY 2021 FY 2021 FY 2022 FY 2022 Increase Staffing for Med Coroner Services / Exam Priority: 4 Major Service Medical Examiner in 2019, Dr. Peterson and her staff have spent many hours meeting with law enforcement, hospitals, and hospice agencies, educating them of the cases that need to be reported to the Medical Examiner according to state law. Additionally, in order to track all cases, beginning in October 2019, every case that the investigators and/or Dr. Peterson reviewed was entered into the online database for Frontier, which is called DIDI. These meetings as well as the improved documentation have highlighted the falsely low numbers seen if one was to review Court Security logs only or even to review only those cases which get an examination. The Johnson County caseload is much higher than previously understood. For example, in December 2019 alone, the MEO investigated 132 deaths. This is more than 25% of the proposed number of cases annually, occurring in only one month. It is not that December had so many more deaths than before; rather, it is the documentation and tracking of deaths has improved. (See caseload comparison between 2018 and 2019 below.)This request is 1) Change the 2 part-time partial plus investigators to full-time Medicolegal Death Investigator I positions with shift differential, and 2) Add another Medicolegal Death Investigator II position
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 123,274 $ 123,274 $ 129,614 $ 129,614 Difference $ (123,274) $ (123,274) $ (129,614) $ (129,614) FTE 1.50 1.50 1.50 1.50
Requested Budget Requested Recommended Request #5 FY 2021 FY 2021 FY 2022 FY 2022 Misc Operating Exp for Coroner Services / Med Exam Priority: 5 Major Service Medical Examiner
This request updates the actual needs of the MEO based on the additional staffing approved for FY 2020. Several of these positions will require the ability to communicate with each other, outside agencies, as well as the Chief ME and Deputy ME on nights and weekends. Staff which needs cell phones includes investigators, physicians, toxicology staff, and autopsy technicians. The toxicology staff need phones in case a STAT carboxyhemoglobin test is ordered on the weekend. In addition there is a need to increase dollars for staff to travel to continuing education conferences, professional development conferences, and maintenance of professional certification conferences. This increase is to account for toxicology staff and investigator staff added to the overall staffing for the MEO. These positions also need to maintain professional certifications, with requirements for continuing education. Although a few courses are available online, the majority of forensic-related trainings occur outside of the Kansas City metropolitan area.
Agency Revenue $ 24,000 $ 24,000 $ 24,000 $ 0 Expenditures $ 33,020 $ 33,020 $ 9,020 $ 9,020 Difference $ (9,020) $ (9,020) $ 14,980 $ (9,020) FTE 0.00 0.00 0.00 0.00
Page O-15 Aging and Human Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 1,020,665 $ 1,276,000 $ 1,276,000 $ 1,276,000 $ 1,276,000 0.00 % Use of Assets $ 38,263 $ 50,000 $ 50,000 $ 63,000 $ 63,000 26.00 % Total Agency Fees & Charges $ 1,058,928 $ 1,326,000 $ 1,326,000 $ 1,339,000 $ 1,339,000 0.98 %
Use of Carryover $ 0 $ 41,000 $ 41,000 $ 41,000 $ 41,000 0.00 % Intergovernmental $16,440,151 $ 17,591,475 $17,591,475 $ 2,892,000 $ 2,892,000 (83.56)% Miscellaneous $ 628,932 $ 753,290 $ 753,290 $ 332,000 $ 332,000 (55.93)% Intrafund Transfers $ 388,812 $ 426,353 $ 426,353 $ 346,353 $ 346,353 (18.76)% Interest $ 20,203 $ 200 $ 200 $ 0 $ 0 (100.00)% Total Other Agency Revenues $17,478,098 $ 18,812,318 $ 18,812,318 $ 3,611,353 $ 3,611,353 (80.80)% a) Total Agency Revenues $18,537,026 $ 20,138,318 $ 20,138,318 $ 4,950,353 $ 4,950,353 (75.42)% Expenditures Personnel $ 6,220,137 $ 7,665,187 $ 6,793,690 $ 4,870,737 $ 4,870,737 (28.30)% Contractual Services $14,123,929 $ 15,234,879 $16,177,091 $ 2,736,001 $ 2,586,001 (84.01)% Commodities $ 139,996 $ 999,908 $ 999,908 $ 907,838 $ 907,838 (9.21)% Capital Outlay $ 0 $ 54,000 $ 54,000 $ 51,000 $ 51,000 (5.56)% Subtotal $20,484,062 $ 23,953,974 $ 24,024,689 $ 8,565,576 $ 8,415,576 (64.97)% Miscellaneous $ 566 $ 0 $ (42,250) $ 0 $ 0 (100.00)% Interfund Transfers $ 94,836 $ 12,000 $ 12,000 $ 12,000 $ 12,000 0.00 % Intrafund Transfers $ 388,811 $ 446,353 $ 446,353 $ 346,353 $ 346,353 (22.40)% Transfer to Equipment Reserve $ 28,000 $ 28,000 $ 28,000 $ 13,000 $ 13,000 (53.57)% Transfer to Capital projects $ 0 $ 0 $ 0 $ 50,000 $ 0 0.00 % Subtotal $ 512,213 $ 486,353 $ 444,103 $ 421,353 $ 371,353 (16.38)% Expenditures Subtotal $20,996,275 $ 24,440,327 $ 24,468,792 $ 8,986,929 $ 8,786,929 (64.09)% Vehicle Equivalent Units $ 3,927 $ 6,399 $ 6,399 $ 9,758 $ 9,758 52.49 % Risk Management Charges $ 21,046 $ 22,359 $ 22,359 $ 27,146 $ 27,146 21.41 % b) Total Expenditures $21,021,248 $ 24,469,085 $ 24,497,550 $ 9,023,833 $ 8,823,833 (63.98)%
Difference: b) minus a) $ (2,484,222) $ (4,330,767) $ (4,359,232) $ (4,073,480) $ (3,873,480) (11.14)% FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 59.74 57.75 44.10 28.35 28.35 (35.71)% Other FTEs 38.94 41.74 41.74 33.99 33.99 (18.57)% Total FTE Positions 98.68 99.49 85.84 62.34 62.34 (27.38)%
Agency Mission The mission of the Johnson County Aging and Human Services Department is to provide essential human services as a safety net, targeting older adults, people with disabilities and low income families, in order to support independence, dignity and self-sufficiency.
Budget Highlights Total expenditures for FY 2021, excluding transfers, Vehicle Equivalent Units and Risk Management charges, are budgeted to decrease by $15,609,113 (64.97%) compared to FY 2020. This increase is due to 1) The transfer of Housing and CDBG to PLN, 2) the net impact of the budgeted salary and benefit increases included in the budget parameters, and 3) the additional $250,000 for Community Based Aging Services. The 2021 budget reductions are $29,500.
Transfers to Equipment Reserve decrease to $13,000 due to $15,000 being moved to DTI for PC consolidation.
FTEs for FY 2021 decrease by 23.5 from 85.84 to 62.34 in FY 2021 primarily due to the transfer of Housing and CDBG to PLN and the addition of an Options & Eligibility Specialist. FTEs compared to 2020 budget are reduced by 13.88 due to reductions in vacant grant FTEs that impacted both 2020 estimate and 2021 budget. Page O-16 Aging and Human Services
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Page O-19 Aging and Human Services
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Community Based Aging Services
Provide in-home and nutrition services, information and referral to support older adults, improving their health, independence and ability to live in the community.
Agency Revenues $ 3,462,061 $ 4,474,353 $ 4,474,353 $ 4,474,353 $ 4,474,353 0.00 % Expenditures $ 4,231,900 $ 5,303,004 $ 5,257,164 $ 5,816,665 $ 5,616,665 6.84 % Difference $ (769,839) $ (828,651) $ (782,811) $ (1,342,312) $ (1,142,312) 45.92 % FTE Positions 49.31 49.12 35.59 36.57 36.57 2.75 %
Service #2: Outreach & Administration
Partner with cities and communities by operating Multi-Service Centers that provide essential human services as a safety net, targeting older adults, people with a disability, and low-income families, in order to support independence, dignity and self-sufficiency. Provide a variety of services to deaf, disabled and homebound individuals. Support and sustain services to vulnerable populations through community partnerships, public awareness, volunteer management and continuous process improvement.
Agency Revenues $ 422,098 $ 454,000 $ 454,000 $ 476,000 $ 476,000 4.85 % Expenditures $ 2,932,909 $ 3,150,698 $ 3,063,618 $ 3,170,264 $ 3,170,264 3.48 % Difference $ (2,510,811) $ (2,696,698) $ (2,609,618) $ (2,694,264) $ (2,694,264) 3.24 % FTE Positions 25.85 25.85 25.73 25.77 25.77 0.16 %
Page O-20 Aging and Human Services
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022
Community Based Aging County Senior Care Act Service Priority: 1 Major Service Services
The Senior Care Act (SCA) state contract funding which funds in-home supports and services to older adults in Johnson County such as, attendant care, homemaker, case management and respite care has not increased since 2010. Since 2010 Johnson County Government has contributed an additional $108,000 annually to enhance the $777,439 annually received from the State to serve approximately 500 older adults per year. Although the Area Agency on Aging, (AAA) was able to manage the flat funding through CFY2019 it is continuing to serve a smaller percentage of the total vulnerable older adult population of the county. The primary factor for the declining percentage of those served by SCA is the annual increase in older adult population of the county. In 2010 the older adult population (60 years or older) in Johnson County was 89,515 and has increased by 31% while the SCA budget has remained static. The Area Agency on Aging is requesting new investment of $400,000 which would serve an additional 167 older county residents annually totaling 667 per year. We would also build in an enhancement to the County Senior Care program to include a Chore service accessible to qualifying county Senior Care Act clients. We would utilize volunteers whenever possible and pre-approved contract work in rare or extreme cases to keep SCA clients home safe and livable.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 400,000 $ 250,000 $ 400,000 $ 250,000 Difference $ (400,000) $ (250,000) $ (400,000) $ (250,000) FTE 1.00 1.00 1.00 1.00
Requested Recommended Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022 Community In-home Mental Health Counseling Based Aging Service Priority: 2 Major Service Services
The Older Americans Act (OAA) federal grant funding which funds in-home mental health counseling to older adults in Johnson County has not increased since 2009. Although the Area Agency on Aging, (AAA) was able to manage the flat funding through CFY2020 it is continuing to serve a small percentage of the total vulnerable older adult population of the county. The primary limitation of this valuable service is the small annual investment. Currently, this service has a $8,500 budget completely funded by the OAA federal funds. Our cost per hour for in-home counseling services is $34.44 an hour allowing us to serve 41 clients providing up to 246 sessions annually. The Area Agency on Aging is requesting additional annual county funding to enhance service in order to expand the number of older adults benefiting from this needed service.
Agency Revenue 0 0 0 0 Expenditures 8,500 8,500 8,500 8,500 Difference (8,500) (8,500) (8,500) (8,500) FTE 0.00 0.00 0.00 0.00
Page O-21 Aging and Human Services
Capital Improvement Program (CIP)
Title: AAA Nutrition Central Kitchen Year Placed: 2022
A new Central Kitchen is needed for the Johnson County Area Agency on Aging (AAA) home-delivered (Meals on Wheels) and congregate nutrition programs. The Nutrition Programs keep our County¿s most frail and elderly population in their homes. It is our understanding that a new kitchen will be needed by some Description: time in 2024 due to the Health Services building closing which is located at the Johnson County campus on Sunset Drive. The funds requested for FY 2021 is for a study with design to begin in FY 2022. Project funding is not in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 50,000 $ 0 $ 0 $ 0 $ 50,000 Design and Construction $ 0 $ 0 $ 375,000 $ 3,000,000 $ 0 $ 3,375,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 50,000 $ 375,000 $ 3,000,000 $ 0 $ 3,425,000
` Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 1.00 $ 0 $ 0 $ 72,393 $ 74,565 $ 76,802 $ 230,472 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 1.00 $ 0 $ 0 $ 72,393 $ 74,565 $ 76,802 $ 230,472
Page O-22 Mental Health
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 7,832,010 $ 9,517,612 $ 8,750,612 $ 8,520,239 $ 8,520,239 (2.63)% Total Agency Fees & Charges $ 7,832,010 $ 9,517,612 $ 8,750,612 $ 8,520,239 $ 8,520,239 (2.63)% Use of Carryover $ 0 $ 0 $ 0 $ 96,589 $ 96,589 0.00 % Intergovernmental $ 6,172,523 $ 6,192,191 $ 6,192,191 $ 7,178,807 $ 7,178,807 15.93 % Miscellaneous $ 135,451 $ 51,043 $ 51,043 $ 51,043 $ 51,043 0.00 % Intrafund Transfers $ 99,000 $ 11,000 $ 11,000 $ 0 $ 0 (100.00)% Interest $ 127,345 $ 145,160 $ 49,426 $ 18,869 $ 18,869 (61.82)% Interfund Transfer $ 667,625 $ 708,591 $ 708,591 $ 711,477 $ 711,477 0.41 % Total Other Agency Revenues $ 7,201,944 $ 7,107,985 $ 7,012,251 $ 8,056,785 $ 8,056,785 14.90 % a) Total Agency Revenues $ 15,033,954 $ 16,625,597 $ 15,762,863 $ 16,577,024 $ 16,577,024 5.17 % Expenditures Personnel $ 26,461,047 $ 28,410,261 $ 28,585,051 $ 30,030,457 $ 29,480,457 3.13 % Contractual Services $ 2,664,224 $ 2,815,758 $ 2,517,260 $ 2,859,925 $ 2,859,925 13.61 % Commodities $ 537,164 $ 837,918 $ 596,877 $ 726,318 $ 726,318 21.69 % Capital Outlay $ 0 $ 70,520 $ 70,520 $ 71,168 $ 71,168 0.92 % Subtotal $ 29,662,435 $ 32,134,457 $ 31,769,708 $ 33,687,868 $ 33,137,868 4.31 % Miscellaneous $ 37,904 $ 136,375 $ 136,375 $ 136,375 $ 136,375 0.00 % Interfund Transfers $ 179,039 $ 234,993 $ 234,993 $ 237,893 $ 237,893 1.23 % Intrafund Transfers $ 99,000 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 412,822 $ 371,368 $ 371,368 $ 374,268 $ 374,268 0.78 % Expenditures Subtotal $ 30,075,257 $ 32,505,825 $ 32,141,076 $ 34,062,136 $ 33,512,136 4.27 % Vehicle Equivalent Units $ 9,719 $ 41,941 $ 41,941 $ 48,729 $ 48,729 16.18 % Risk Management Charges $ 178,355 $ 214,336 $ 214,336 $ 258,218 $ 258,218 20.47 % Cost Allocation $ 3,975,410 4,473,555 4,473,555 4,381,313 4,381,313 (2.06)% b) Total Expenditures $ 34,238,741 $ 37,235,657 $ 36,870,908 $ 38,750,396 $ 38,200,396 3.61 % Difference: b) minus a) $ (19,204,787) $ (20,610,060) $ (21,108,045) $ (22,173,372) $ (21,623,372) 2.44 % Tax Revenues Ad Valorem Support $ 16,408,438 $ 18,666,785 $ 18,666,785 $ 19,685,782 $ 19,685,782 5.46 % Other Taxes $ 1,953,610 $ 1,943,275 $ 1,693,127 $ 1,937,590 $ 1,937,590 14.44 % Total Tax Revenues $ 18,362,048 $ 20,610,060 $ 20,359,912 $ 21,623,372 $ 21,623,372 6.21 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 61.89 65.21 65.21 63.76 63.76 (2.22)% Other FTEs 260.49 265.39 265.39 277.42 277.42 4.53 % Total FTE Positions 322.38 330.60 330.60 341.18 341.18 3.20 %
Agency Mission The mission of the Johnson County Mental Health Center (MHC) is to improve the quality of life for Johnson County residents by providing comprehensive mental health services that are: 1) of the highest possible quality, 2) driven by the needs of persons served, 3) provided in the least intrusive manner, 4) easily assessable to all residents, 5) provided in collaboration with community partners, and 6) accountable to our community and the public trust through the efficient and effective use of resources.
Budget Highlights Total expenditures for FY 2021, excluding Vehicle Equivalent Units, Risk Management charges and cost allocation, are budgeted to increase by $1,368,160 (4.31%) compared to FY 2020. This increase is the net result of 1) a one-time FY 2020 budget reduction of $584,869, 2) a one-time FY 2021 reduction to freeze 5.0 FTE, 3) an ongoing FY 2021 reduction to change position 103663 from an MD to APRN, 4) a $137,710 from ending a contract, 5) an ongoing $250,000 increase for center- wide funding, 6) a one-time increase of $96,589 for the EHR system, and 7) the budgeted salary and benefit increases included in the budget parameters.
FTEs for FY 2021 are budgeted to increase by 10.58 to 341.18 which is the net impact of 10.5 FTE added outside the budget cycle and the adjustment of flex hours to FTE. Page O-23 Mental Health
Page O-24 Mental Health
Page O-25 Mental Health
Page O-26 Mental Health
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Emergency Services
Ensures that persons experiencing psychiatric emergencies are treated immediately and in the least restrictive setting.
Agency Revenues $ 3,449,584 $ 2,028,103 $ 1,959,235 $ 3,910,198 $ 3,910,198 99.58 % Expenditures $ 4,200,619 $ 4,474,096 $ 4,720,054 $ 4,800,498 $ 4,800,498 1.70 % Difference $ (751,035) $ (2,445,993) $ (2,760,819) $ (890,300) $ (890,300) (67.75)% FTE Positions 51.65 51.65 55.64 55.68 55.68 0.07 %
Service #2: Adult Services
Provides community-based mental health treatment, maximizing community integration for severely mentally ill residents of Johnson County.
Agency Revenues $ 3,340,771 $ 5,880,425 $ 6,036,774 $ 3,557,102 $ 3,557,102 (41.08)% Expenditures $ 7,396,000 $ 8,075,473 $ 8,290,052 $ 8,508,247 $ 8,507,047 2.62 % Difference $ (4,055,229) $ (2,195,048) $ (2,253,278) $ (4,951,145) $ (4,949,945) 119.68 % FTE Positions 89.15 93.15 90.68 95.70 95.70 5.54 % Service #3: Children and Family Services
Provides community-based mental health services in collaboration with other community agencies to children who evidence serious emotional disturbances.
Agency Revenues $ 3,655,970 $ 3,476,908 $ 2,553,614 $ 3,424,512 $ 3,424,512 34.10 % Expenditures $ 5,484,341 $ 6,347,872 $ 6,396,420 $ 6,320,622 $ 6,320,622 (1.19)% Difference $ (1,828,371) $ (2,870,964) $ (3,842,806) $ (2,896,110) $ (2,896,110) (24.64)% FTE Positions 63.98 68.20 63.79 69.20 69.20 8.48 % Service #4: Substance Use Disorder Services
Provides outpatient and residential substance abuse services for adolescents and adults and supports community prevention programs.
Agency Revenues $ 2,191,777 $ 2,549,897 $ 2,084,653 $ 2,181,872 $ 2,181,872 4.66 % Expenditures $ 2,480,048 $ 2,717,053 $ 2,709,373 $ 2,751,268 $ 2,751,268 1.55 % Difference $ (288,271) $ (167,156) $ (624,720) $ (569,396) $ (569,396) (8.86)% FTE Positions 30.70 30.70 30.47 30.50 30.50 0.10 %
Page O-27 Mental Health
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: Medical Services
Provides psychiatric medical treatment in conjunction with the community-based mental health services for severely mentally ill residents and children who evidence serious emotional disturbances in Johnson County.
Agency Revenues $ 1,326,768 $ 984,956 $ 1,519,013 $ 2,010,849 $ 2,010,849 32.38 % Expenditures $ 2,820,852 $ 2,961,895 $ 3,158,218 $ 2,992,580 $ 2,992,580 (5.24)% Difference $ (1,494,084) $ (1,976,939) $ (1,639,205) $ (981,731) $ (981,731) (40.11)% FTE Positions 18.10 18.10 20.51 20.55 20.55 0.20 %
Service #6: Prevention Services
Serves as a local resource for primary, secondary and tertiary prevention for mental health and substance use disorders for individuals, families and community groups interested in reducing substance abuse and other problem behaviors within our community.
Agency Revenues $ 385,406 $ 199,881 $ 199,881 $ 308,132 $ 308,132 54.16 % Expenditures $ 1,119,305 $ 745,427 $ 525,874 $ 895,549 $ 895,549 70.30 % Difference $ (733,899) $ (545,546) $ (325,993) $ (587,417) $ (587,417) 80.19 % FTE Positions 8.00 8.00 8.00 8.00 8.00 0.00 %
Service #7: Administration Services Provides organization-wide executive and administrative leadership and support, including financial, billing, and data services.
Agency Revenues $ 683,678 $ 1,505,427 $ 1,409,693 $ 1,184,359 $ 1,184,359 (15.98)% Expenditures $ 6,574,092 $ 7,184,009 $ 6,341,085 $ 7,793,372 $ 7,244,572 14.25 % Difference $ (5,890,414) $ (5,678,582) $ (4,931,392) $ (6,609,013) $ (6,060,213) 22.89 % FTE Positions 60.80 60.80 61.51 61.55 61.55 0.07 %
Page O-28 Mental Health
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 Administration Centerwide Funding Priority: 1 Major Service Services
The Johnson County Mental Health Center has experienced a significant reduction in state and federal funding over the past ten years; during this time. Although the state has started to replenish some of these funds, Mental Health continues to struggle with the rising costs of expenses for the center and the rate of inflation. The State of Kansas has not increased Medicaid reimbursement rates since 2013, which further complicates the situation by capping one of our major sources of revenue. Staff has prepared revenue and expenditure projections and estimates a total budget shortfall of approximately $800,000 per year from FY 2021-2023. It is not possible to generate additional fee for service based on Medicaid reimbursements rates and no other funding is available to bridge this gap. Therefore, Mental Health requests the Board of County Commissioners provide additional county tax support to offset the increased expenditures.
Agency Revenue $ 0 $ 0 $ 0 $ 0 Expenditures $ 800,000 $ 250,000 $ 800,000 $ 250,000 Difference $ (800,000) $ (250,000) $ (800,000) $ (250,000) FTE 0.00 0.00 0.00 0.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Administration EHR Database license upgrade Priority: 2 Major Service Services
The Mental Health Center utilizes the myAvatar Electronic Health Record (EHR) system to maintain client records, document all services provided, bill for appropriate services and comply with regulatory reporting requirements. The EHR is used by most all staff including medical prescribers/nurses, therapists and case managers. As with most software systems the EHR relies upon an underlying database to manage the data within the system. In the case of the myAvatar EHR the database is called Cache from vendor InterSystems software. The Cache database is licensed based upon the number of user connections to the database and the type of license. The type of license is divided into different tiers based upon overall database connection capacity. When Johnson County purchased myAvatar in 2011, the Elite tier licenses were purchased which provides for a maximum of 199 simultaneous Cache database connections. As the services and staffing of the Mental Health Center have grown, we have reached the 199 license limit of the available database connections under the Elite Cache licensing tier. New Mental Health services such as those provided by the new Jail team, Positive Behavioral Supports, Co-Responders and others require additional connection licensing capacity in order to use the EHR system in the performance of their roles. To remedy this situation, Mental Health needs to upgrade our existing 199 licenses from the Elite tier to the Enterprise tier and purchase an additional 25 Enterprise tier licenses. The upgrade of the existing 199 Elite tier licenses is required before any additional licenses may be added to our license pool. The licenses will be purchased directly through NetSmart, the company that licenses the MyAvatar EHR software. NetSmart will also provide the installation of the licenses to maintain proper integration with our existing systems.
Agency Revenue $ 96,589 $ 96,589 $ 0 $ 0 Expenditures $ 96,589 $ 96,589 $ 4,928 $ 4,928 Difference $ 0 $ 0 $ (4,928) $ (4,928) FTE 0.00 0.00 0.00 0.00
Page O-29 Section Culture & P Recreation
This Section Includes:
Developer Fees (Page P-2)
Fair (Page P-3)
Heritage Trust (Page P-4)
Library Operating (Page P-5)
Library Special Use (Page P-13)
Park & Recreation General (Page P-14)
Park & Recreation Employee Benefits (Page-22)
Park & Recreation Bond & Interest (Page P-23)
Park & Recreation Enterprise (Page P-24)
Stream Maintenance (Page P-27)
Page P-1 Developer Fees
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 52,676 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00% Total Agency Fees & Charges $ 52,676 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 52,676 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00%
Expenditures Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Transfer to Capital projects $ 0 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00% Subtotal $ 0 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00%
Expenditures Subtotal $ 0 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00%
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00% b) Total Expenditures $ 0 $ 9,800 $ 9,800 $ 9,800 $ 9,800 0.00%
Difference: b) minus a) $ 52,676 $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
This fund accounts for developer fees paid in lieu of parkland dedication in accordance with the Johnson County Zoning and Subdivision Regulations.
Budget Highlights
Revenues from Developer Fees can only be used for Park purposes. This fund does not receive any revenue from property taxes.
Page P-2 Fair
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Contractual Services $ 89,561 $ 89,561 $ 89,561 $ 89,561 $ 89,561 0.00% Subtotal $ 89,561 $ 89,561 $ 89,561 $ 89,561 $ 89,561 0.00%
Interfund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 89,561 $ 89,561 $ 89,561 $ 89,561 $ 89,561 0.00%
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00% b) Total Expenditures $ 89,561 $ 89,561 $ 89,561 $ 89,561 $ 89,561 0.00%
Difference: b) minus a) $ (89,561) $ (89,561) $ (89,561) $ (89,561) $ (89,561) 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
This is a non-operating agency that reflects the County's statutory requirement to provide an annual appropriation sufficient to cover the cost of the annual Johnson County Fair.
Budget Highlights
Total expenditures for FY 2021 are budgeted to remain constant at $89,561 compared to FY 2020.
Page P-3 Heritage Trust
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 478,043 $ 440,000 $ 450,000 $ 450,000 $ 450,000 0.00 % Total Agency Fees & Charges $ 478,043 $ 440,000 $ 450,000 $ 450,000 $ 450,000 0.00 %
Interest $ 600 $ 473 $ 233 $ 89 $ 89 (61.80)% Total Other Agency Revenues $ 600 $ 473 $ 233 $ 89 $ 89 (61.80)% a) Total Agency Revenues $ 478,643 $ 440,473 $ 450,233 $ 450,089 $ 450,089 (0.03)%
Expenditures Contractual Services $ 0 $ 30,000 $ 30,000 $ 30,000 $ 30,000 0.00 % Subtotal $ 0 $ 30,000 $ 30,000 $ 30,000 $ 30,000 0.00 %
Intrafund Transfers $ 470,611 $ 410,473 $ 410,473 $ 420,089 $ 420,089 2.34 %
Subtotal $ 470,611 $ 410,473 $ 410,473 $ 420,089 $ 420,089 2.34 %
Expenditures Subtotal $ 470,611 $ 440,473 $ 440,473 $ 450,089 $ 450,089 2.18 %
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % b) Total Expenditures $ 470,611 $ 440,473 $ 440,473 $ 450,089 $ 450,089 2.18 %
Difference: b) minus a) $ 8,032 $ 0 $ 9,760 $ 0 $ 0 (100.00)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
The Johnson County Heritage Trust Fund (JCHTF) was established in 1990 in recognition of the importance of preserving the valuable heritage and history of Johnson County. The Board of County Commissioners (BOCC) stated in the governing resolution that the fund shall be used to support projects designed to upgrade the level of professionalism in caring for the County's past and to expand the public's appreciation for its history.
Budget Highlights
FY 2021 Charges for Service revenue is budgeted to remain constant at $450,000.
FY 2021 expenditures are budgeted to remain constant. Expenditures for the Heritage Trust Fund include the following items: 1) $30,000 transfer to the State of Kansas Heritage Trust Fund, and 2) $420,089 for Intrafund Transfers to the Johnson County Museums to support and maintain that service. The Heritage Trust Fund does not receive any revenue from property taxes.
Page P-4 Library Operating
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 487,734 $ 746,421 $ 546,421 $ 768,271 $ 768,271 40.60 % Charges for Service $ 198,615 $ 155,882 $ 155,882 $ 159,000 $ 159,000 2.00 % Total Agency Fees & Charges $ 686,349 $ 902,303 $ 702,303 $ 927,271 $ 927,271 32.03 %
Intergovernmental $ 126,722 $ 257,901 $ 257,901 $ 265,638 $ 265,638 3.00 % Miscellaneous $ 479,634 $ 346,056 $ 346,056 $ 346,056 $ 346,056 0.00 % Interest $ 394,161 $ 352,221 $ 152,985 $ 58,404 $ 58,404 (61.82)% Total Other Agency Revenues $ 1,000,517 $ 956,178 $ 756,942 $ 670,098 $ 670,098 (11.47)%
a) Total Agency Revenues $ 1,686,866 $ 1,858,481 $ 1,459,245 $ 1,597,369 $ 1,597,369 9.47 %
Expenditures Personnel $ 20,756,908 $ 21,720,354 $ 19,462,033 $ 20,797,261 $ 20,797,261 6.86 % Contractual Services $ 4,280,045 $ 5,761,554 $ 5,848,536 $ 7,181,779 $ 7,181,779 22.80 % Commodities $ 4,248,109 $ 4,553,966 $ 4,143,036 $ 4,234,126 $ 4,234,126 2.20 % Subtotal $ 29,351,288 $ 32,035,874 $ 29,553,605 $ 32,413,166 $ 32,413,166 9.68 %
Miscellaneous $ 3,505 $ 0 $ (65,000) $ 0 $ 0 (100.00)% Interfund Transfers $ 500,621 $ 502,748 $ 2,782,643 $ 3,042,103 $ 3,042,103 9.32 % Transfer to Capital projects $ 3,487,289 $ 4,367,527 $ 3,877,509 $ 2,777,596 $ 2,777,596 (28.37)%
Subtotal $ 3,991,415 $ 4,870,275 $ 6,595,152 $ 5,819,699 $ 5,819,699 (11.76)%
Expenditures Subtotal $ 33,342,703 $ 36,906,149 $ 36,148,757 $ 38,232,865 $ 38,232,865 5.77 %
Risk Management Charges $ 125,402 $ 142,737 $ 142,737 $ 194,224 $ 194,224 36.07 %
b) Total Expenditures $ 33,468,105 $ 37,048,886 $ 36,291,494 $ 38,427,089 $ 38,427,089 5.88 %
Difference: b) minus a) $(31,781,239) $ (35,190,405) $ (34,832,249) $ (36,829,720) $ (36,829,720) 5.73 %
Tax Revenues Ad Valorem $ 29,448,085 $ 31,873,315 $ 31,873,315 $ 33,565,257 $ 33,565,257 5.31 % Other Taxes $ 3,254,188 $ 3,317,090 $ 2,958,934 $ 3,264,463 $ 3,264,463 10.33 % Total Tax Revenues $ 32,702,273 $ 35,190,405 $ 34,832,249 $ 36,829,720 $ 36,829,720 5.73 % FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 327.79 325.79 325.79 304.79 304.79 (6.45)% Total FTE Positions 327.79 325.79 325.79 304.79 304.79 (6.45)%
Agency Mission The Johnson County Library (JCL) provides access to ideas, information, experiences and materials that support and enrich people's lives.
Budget Highlights Total expenditures for FY 2021, excluding transfers and Risk Management charges, are budgeted to increase by $2,859,561 (9.68%) compared to FY 2020. The increase is due to: 1) $1,342,647 increase in contractual services, 2) $91,090 increase in commodities, and 3) the budgeted salary and benefit increases included in the budget parameters. Some of this increase is due to a decrease in 2020 estimated personnel costs due to furloughs and vacancies in-part related to Covid-19.
Transfers to Capital Projects for FY 2021 are $1,368,096 for future projects in Library's Comprehensive Master Plan and $1,409,500 for Library's Capital Replacement Plan.
FTEs for FY 2021 are budgeted at 304.79, which is 21.00 FTE less than estimated FY 2020. The FTE change is due to the transfer of the Library's custodial and maintenance FTEs to Facilities. Page P-5 Library Operating
Page P-6 Library Operating
Page P-7 Library Operating
Page P-8 Library Operating
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Administration and Facilities
To support Johnson County Library operations and facilities.
Revenues $ 698,956 $ 1,270,537 $ 871,301 $ 1,001,688 $ 1,001,688 0.29 % Expenditures $ 8,435,606 $ 10,733,679 $ 10,029,720 $ 11,308,373 $ 11,308,373 19.31 % Difference $ (7,736,650) $ (9,463,142) $ (9,158,419) $(10,306,685) $(10,306,685) 22.43 % FTE Positions 36.75 36.75 36.75 18.85 18.85 (5.16)%
Service #2: Information Technology
To support Library automation and resources for access to electronic information.
Revenues $ 723 $ 97,898 $ 97,898 $ 97,898 $ 97,898 0.00 % Expenditures $ 2,757,372 $ 3,218,793 $ 3,270,120 $ 3,597,526 $ 3,597,526 9.10 % Difference $ (2,756,649) $ (3,120,895) $ (3,172,222) $ (3,499,628) $ (3,499,628) 9.42 % FTE Positions 16.00 16.00 16.00 16.00 16.00 0.00 % Service #3: Collections
To provide a robust collection of Library materials in a variety of formats.
Revenues $ 126,726 $ 206,001 $ 206,001 $ 212,181 $ 212,181 3.00 % Expenditures $ 3,936,433 $ 3,606,334 $ 3,662,182 $ 3,808,513 $ 3,808,513 3.70 % Difference $ (3,809,707) $ (3,400,333) $ (3,456,181) $ (3,596,332) $ (3,596,332) 3.74 % FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 % Service #4: Systemwide and Branch Services
To organize and provide information, materials and services to the public in Library facilities.
Revenues $ 860,461 $ 284,045 $ 284,045 $ 285,602 $ 285,602 0.53 % Expenditures $ 18,213,292 $ 19,347,343 $ 19,186,735 $ 19,518,453 $ 19,518,453 3.55 % Difference $ (17,352,831) $(19,063,298) $(18,902,690) $(19,232,851) $(19,232,851) 3.60 % FTE Positions 275.04 273.04 273.04 269.94 269.94 0.00 %
Page P-9 Library Operating
Capital Improvement Plan (CIP) Title: Library Capital Replacement Program Year Placed: 2021
The purpose of the Capital Replacement Program (CRP) is to: investigate and evaluate the condition of major building components and systems in Library facilities, establish a repair/replacement schedule for those components, and implement the projects. This systematic approach allows the ongoing care and maintenance of existing assets to be prioritized in a holistic manner. Examples of building systems contained in the CRP include: heating, ventilation and air conditioning (HVAC), e.g. remote terminal units, air handling units, etc.; exterior building envelope, e.g. roofs, Description: building skin, windows, doors, exterior signage, etc.; vertical systems, e.g. stairs, elevators, etc.; mechanical, electrical and plumbing (MEP) systems, e.g. restrooms, sewers, panels, switchgear; dock lifts, life safety systems, e.g. fire sprinklers, alarms, etc.; structural systems, e.g. foundations, slabs, roof framing, etc.; interior construction, e.g. partition walls, ceilings, doors, finishes, etc.; site work, e.g. sidewalks, grading, parking, stormwater systems, etc. Funding for this plan has been placed in FY 2021
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $1,409,500 $1,385,000 $ 1,472,000 $ 1,345,000 $ 1,444,000 $ 7,055,500 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $1,409,500 $1,385,000 $ 1,472,000 $ 1,345,000 $ 1,444,000 $ 7,055,500
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Title: Comprehensive Library Master Plan Year Placed: 2021
The amount of approximately $1.4M listed below represents the difference between the new capital planned for debt service and operating costs for projects approved and the remaining unobligated additional funds generated from the .75 mill increase. Description: These additional funds are future cash components to projects that are to be debt financed capital projects. The plan is to place these funds in a capital project account for future use towards projects in the Comprehensive Library Master Plan. Funding for this transfer has been placed in FY 2021.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $1,368,096 $ 0 $ 0 $ 0 $ 0 $ 1,368,096 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $1,368,096 $ 0 $ 0 $ 0 $ 0 $ 1,368,096
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page P-10 Library Operating
Capital Improvement Plan (CIP) Title: Rural Renewal Initiative Year Placed: 2022
The Comprehensive Library Master Plan is a twenty-year plan. Currently, the DeSoto and Spring Hill branches are not scheduled to be renovated within this timeframe. The DeSoto and Spring Hill branches were each built in 1982 and serve Johnson County's small rural communities. They are well-maintained and have not received a major renovation since they were originally constructed almost 40 years ago. This project is to refresh the physical space along with explore and implement innovative Description: solutions to extend library services for our rural communities while maintaining level staffing costs. The goal is to provide the public with enhanced libraries that better meet the needs of the communities. In 2019, the Library Board approved a study to explore the possibilities at these rural branches. This 2021 request is written as a maximum expenditure amount to implement the findings from the study that will occur in 2020. This project was requested and currently in FY 2022. Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $1,000,000 $ 0 $ 0 $ 0 $ 1,000,000 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $1,000,000 $ 0 $ 0 $ 0 $ 1,000,000
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Year Title: Blue Valley Library Replacement Placed: 2023
This project is to create a new ~64,000 square foot library at the NE corner of 151st and England Street, in the park area adjacent to the current library. This new facility will replace the existing 24,000 square foot library and will expand the current square footage by an additional ~40,000 square feet to meet the needs of the community. The City of Overland Park plans to create a literary park where Description: the existing library facility is located. Currently, the patrons of the Blue Valley area are being served by a 24,000 square foot facility. This facility has become inadequate due to high demand from the surrounding area. In the summer months, the material circulation rate of the Blue Valley Library (24,000 sf) is greater than that of the Central Resource Library (90,000 sf). This project is requested for FY 2023 with construction completion in FY 2025.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 4,657,738 $ 15,837,868 $ 29,621,609 $ 50,237,215 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 4,657,738 $15,837,868 $29,621,609 $ 50,237,215
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 22.7 $ 0 $ 0 $ 0 $ 0 $ 908,801 $ 1,752,624 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 40,000 $ 80,000 Commodities $ 0 $ 0 $ 0 $ 0 $ 40,000 $ 80,000 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 22.7 $ 0 $ 0 $ 0 $ 0 $ 988,801 $ 1,912,624
Page P-11 Library Operating
Capital Improvement Plan (CIP)
Year Title: Corinth Library Replacement Placed: NA
The approximate 20,000 square foot Corinth Library is reported to be in relatively poor condition. This project would demolish and replace the building on its Description: current site in Prairie Village or construct a new facility at another site location which would serve the needs of the library patrons in this area. This project is being requested to begin design in FY 2024 with a total project estimate of $23M.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Preliminary Studies $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Design & Construction $ 0 $ 0 $ 0 $ 316,517 $ 1,266,068 $ 23,046,569 Equipment $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $0 $0 $ 0 $ 316,517 $ 1,266,068 $ 23,046,569
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual Services $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On Going $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page P-12 LIbrary Special Use
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Use of Carryover $ 0 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00 % Miscellaneous $ 0 $ 2,690 $ 2,690 $ 2,690 $ 2,690 0.00 % Total Other Agency Revenues $ 0 $ 12,690 $ 12,690 $ 12,690 $ 12,690 0.00 % a) Total Agency Revenues $ 0 $ 12,690 $ 12,690 $ 12,690 $ 12,690 0.00 % Expenditures Contractual Services $ 202,654 $ 16,305 $ 16,305 $ 16,305 $ 16,305 0.00 % Commodities $ 66,941 $ 315,000 $ 278,716 $ 315,000 $ 315,000 13.02 % Subtotal $ 269,595 $ 331,305 $ 295,021 $ 331,305 $ 331,305 12.30 % Lease Payment to PBC $ 2,742,833 $ 2,728,376 $ 2,728,376 $ 3,138,526 $ 3,138,526 15.03 % Interfund Transfers $ 817,916 $ 334,718 $ 334,718 $ 10,000 $ 10,000 (97.01)% Subtotal $ 3,560,749 $ 3,063,094 $ 3,063,094 $ 3,148,526 $ 3,148,526 2.79 % Expenditures Subtotal $ 3,830,344 $ 3,394,399 $ 3,358,115 $ 3,479,831 $ 3,479,831 3.62 %
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % b) Total Expenditures $ 3,830,344 $ 3,394,399 $ 3,358,115 $ 3,479,831 $ 3,479,831 3.62 %
Difference: b) minus a) $ (3,830,344) $ (3,381,709) $ (3,345,425) $ (3,467,141) $ (3,467,141) 3.64 %
Tax Revenues Ad Valorem $ 3,439,681 $ 2,986,565 $ 2,986,565 $ 3,152,027 $ 3,152,027 5.54 % Other Taxes $ 467,786 $ 395,144 $ 358,860 $ 315,114 $ 315,114 (12.19)% Total Tax Revenues $ 3,907,467 $ 3,381,709 $ 3,345,425 $ 3,467,141 $ 3,467,141 3.64 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
The Library Special Use Fund was authorized by K.S.A. 12-1257 and established by BOCC resolution in 1979 for the acquisition of sites, and for the constructing, equipping, repairing, remodeling and furnishing of buildings for County Library purposes. The statute authorizes debt service to be paid out of the fund.
Budget Highlights
Total expenditures for FY 2021 are budgeted to increase by $121,716 (3.62%) compared to FY 2020 primarily due to an increase in debt service payments for an anticipated Fall 2020 debt issuance for the Central Staffing and Space Consolidation Project with anticipated payments beginning 2021 in Library PBC projects.
Page P-13 Parks and Recreation General
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues Licenses and Permits $ 175,706 $ 168,910 $ 168,910 $ 167,410 $ 167,410 (0.89)% Charges for Service $ 384,247 $ 516,985 $ 516,985 $ 484,919 $ 484,919 (6.20)% Use of Assets $ 375,761 $ 257,500 $ 257,500 $ 275,250 $ 275,250 6.89 % Total Agency Fees & Charges $ 935,714 $ 943,395 $ 943,395 $ 927,579 $ 927,579 (1.68)%
Intergovernmental $ 150,000 $ 150,000 $ 150,000 $ 900,000 $ 900,000 500.00 % Miscellaneous $ 891,805 $ 47,500 $ 47,500 $ 48,000 $ 48,000 1.05 % Intrafund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 1,097,954 $ 932,202 $ 426,147 $ 162,688 $ 162,688 (61.82)% Interfund Transfer $ 0 $ 1,510,160 $ 1,510,160 $ 1,869,656 $ 1,869,656 23.81 % Total Other Agency Revenues $ 2,139,759 $ 2,639,862 $ 2,133,807 $ 2,980,344 $ 2,980,344 39.67 %
a) Total Agency Revenues $ 3,075,473 $ 3,583,257 $ 3,077,202 $ 3,907,923 $ 3,907,923 27.00 %
Expenditures Personnel $ 8,275,979 $ 9,310,576 $ 9,310,576 $ 9,579,953 $ 9,579,953 2.89 % Contractual Services $ 2,925,997 $ 4,246,560 $ 4,246,560 $ 5,174,746 $ 5,174,746 21.86 % Commodities $ 1,574,622 $ 1,752,595 $ 1,752,595 $ 1,836,041 $ 1,836,041 4.76 % Capital Outlay $ 9,163,241 $ 10,692,078 $ 10,692,078 $ 10,149,088 $ 10,149,088 (5.08)% Subtotal $ 21,939,839 $ 26,001,809 $ 26,001,809 $ 26,739,828 $ 26,739,828 2.84 %
Debt Service $ 5,876,310 $ 6,801,263 $ 6,801,263 $ 8,155,065 $ 8,155,065 19.91 % Miscellaneous $ 1,189 $ 272,581 $ 272,581 $ 245,797 $ 245,797 (9.83)% Interfund Transfers $ 1,497,755 $ 1,559,050 $ 1,559,050 $ 1,994,487 $ 1,994,487 27.93 % Subtotal $ 7,375,254 $ 8,632,894 $ 8,632,894 $ 10,395,349 $ 10,395,349 20.42 %
Expenditures Subtotal $ 29,315,093 $ 34,634,703 $ 34,634,703 $ 37,135,177 $ 37,135,177 7.22 %
b) Total Expenditures $ 29,315,093 $ 34,634,703 $ 34,634,703 $ 37,135,177 $ 37,135,177 7.22 %
Difference: b) minus a) $ (26,239,620) $(31,051,446) $ (31,557,501) $ (33,227,254) $ (33,227,254) 5.29 %
Tax Revenues Ad Valorem Tax Support $ 25,690,400 $ 28,078,855 $ 28,078,855 $ 30,305,746 $ 30,305,746 7.93 % Other Taxes $ 2,880,960 $ 2,972,591 $ 2,634,286 $ 2,921,508 $ 2,921,508 10.90 % Total Tax Revenues $ 28,571,360 $ 31,051,446 $ 30,713,141 $ 33,227,254 $ 33,227,254 8.19 %
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 152.59 165.50 165.50 171.09 171.09 3.38 % Total FTE Positions 152.59 165.50 165.50 171.09 171.09 3.38 %
Agency Mission To enrich the Johnson County community through excellence in parks, recreation, culture, education and public service.
Budget Highlights Total expenditures for FY 2021 are budgeted to increase by $2,500,474, 7.22% compared to FY 2020. This increase is due to: 1) Increase in Park Police, 2) increase in debt and contractual services, and 3) the salary and benefit increases included in the budget parameters.
FTEs for FY 2021 are budgeted to increase to 171.09 FTE due to the addition of 4.0 Park Police and and other seasonal changes.
Page P-14 Parks and Recreation General
Page P-15 Parks and Recreation General
Page P-16 Parks and Recreation General
Page P-17 Parks and Recreation General
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change
Service #1: General Fund - Administrative Services
To provide administrative central services to support the planning, operations, and maintenance of a quality balanced county-wide park and recreation district for the citizens of Johnson County in accord with the authority provided in K.S.A. 19-2859 to 19-2885 and within the JCPRD mission statement.
Agency Revenues $ 1,083,964 $ 1,287,819 $ 781,764 $ 1,227,822 $ 1,227,822 57.06 % Expenditures $ 21,202,164 $ 25,299,607 $ 24,899,327 $ 26,744,097 $26,744,097 7.41 % Difference $ (20,118,200) $(24,011,788) $ (24,117,563) $ (25,516,275) $(25,516,275) 5.80 % FTE Positions 42.66 44.51 45.01 45.01 45.01 0.00 %
Service #2: General Fund - Parks and Natural Resource Protection Services
To provide for operations, maintenance, and natural resource protection for over 10,000 acres of park land, lakes and ponds, 121 miles of walking and multi-use trails, shelters, and playgrounds.
Agency Revenues $ 1,316,352 $ 1,518,149 $ 1,518,149 $ 1,497,087 $ 1,497,087 (1.39)% Expenditures $ 4,904,895 $ 5,410,286 $ 5,926,279 $ 6,146,586 $ 6,146,586 3.72 % Difference $ (3,588,543) $ (3,892,137) $ (4,408,130) $ (4,649,499) $ (4,649,499) 5.48 % FTE Positions 53.20 60.09 59.69 62.28 62.28 4.34 % Service #3: General Fund - Culture
To enhance the quality of life in our community by providing a variety of entertainment and artistic productions for Johnson County citizens.
Agency Revenues $ 423,086 $ 524,585 $ 524,585 $ 564,548 $ 564,548 7.62 % Expenditures $ 804,113 $ 783,433 $ 770,606 $ 879,589 $ 879,589 14.14 % Difference $ (381,027) $ (258,848) $ (246,021) $ (315,041) $ (315,041) 28.05 % FTE Positions 13.28 13.28 13.38 13.38 13.38 0.00 % Service #4: General Fund - Safety and Outdoor Education Services
To provide command support, uniformed police patrol, investigations, community services, and assigned facility and event security for protection of park visitors and resources by detecting and deterring crime, responding to calls for service, enforcing Kansas laws and District park codes, and managing crowds and traffic in more than 20 District parks, facilities, and future park sites located throughout Johnson County. To provide administrative oversight of a comprehensive outdoor education program.
Agency Revenues $ 252,072 $ 252,704 $ 252,704 $ 618,466 $ 618,466 144.74 % Expenditures $ 1,908,315 $ 2,614,698 $ 2,535,341 $ 2,835,841 $ 2,835,841 11.85 % Difference $ (1,656,243) $ (2,361,994) $ (2,282,637) $ (2,217,375) $ (2,217,375) (2.86)% FTE Positions 32.95 36.92 36.92 39.92 39.92 8.13 %
Page P-18 Parks and Recreation General
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: General Fund - Recreation
To provide funding for staff to provide organized activities and recreational opportunities to populations in need of such services. Included are programs for individuals with special needs, programs to combat childhood obesity, and programs designed to improve the overall health and wellness of our community. Also to provide administrative services to assure the delivery of recreational activities that are designed to meet the varied needs and interests of adults 50 years of age and older.
Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Expenditures $ 495,606 $ 526,679 $ 503,150 $ 529,064 $ 529,064 5.15 % Difference $ (495,606) $ (526,679) $ (503,150) $ (529,064) $ (529,064) 5.15 % FTE Positions 10.50 10.70 10.50 10.50 10.50 0.00 %
Page P-19 Parks and Recreation General
Requests for Additional Resources Requested Budget Requested Recommended Request #1 FY 2021 FY 2021 FY 2022 FY 2022 General Fund - Safety General Fund Park and Outdoor Police (4) Priority: 1 Major Service Education Services
In 2018, the JCPRD Board approved a Safety Plan for the District. One component of this Safety Plan is an increase in JCPRDs Park Police force, at the rate of four additional officers per year for the next six years. The addition of these officers was unanimously approved by the Board and placed at a high priority. These Park Police positions will enhance and implement community centered public safety, resource protection, visitor services, and recreation opportunities in both existing and newly opened Johnson County parks and facilities as indicated below.In 2017 JCPRDs Lexington Lake Park opened for public use. The 465 acre park includes trails, roads, parking access, picnic areas, a lake open to fishing and additional amenities. In October of 2017 the Coffee Creek Streamway Trail (3.5 miles of paved trail) was opened with neighborhood connectors. In 2018 Big Bull Creek at approximately 2,000 acres opened. The opening of this park provides the public with new opportunities for fishing, disc golf, biking, hiking and group camping. Phase 1 of this development also provided new shelters and a nature playground to the general public. In preparation for this opening, the Big Bull Creek Park Police Substation opened in July 2018 providing police services to this new park. In the summer of 2019 Meadowbrook Park (80+ acres) opened, providing an activity building, a destination playground, large pavilion, picnic shelters, ponds and trails. In 2020 the Cedar Niles Park will be under construction. The initial development of the 1,000 acre park will include four miles of trails, playground, picnic shelter, trailhead parking, and a restroom facilities. Camp Branch Streamway Trail development will also begin in 2020.
Agency Revenue $ 454,384 $ 454,384 $ 80,791 $ 107,496 Expenditures $ 454,384 $ 454,384 $ 433,643 $ 433,643 Difference $ 0 $ 0 $ (352,852) $ (326,147) FTE 4.00 4.00 4.00 4.00
Requested Budget Requested Recommended Request #2 FY 2021 FY 2021 FY 2022 FY 2022
Enterprise Fund Enterprise Fund - Children's Services Recreation Program Coord (2.0) Priority: 2 Major Service Services
JCPRD provides Out-of-School-Time (OST) programs to the Shawnee Mission, De Soto, Gardner, and Olathe School Districts. Additionally, Pre-K programs are provided to the Shawnee Mission School District. The demand for these services continues to grow, having doubled the size of the popular program in 2019 with the addition of the Olathe School Districts 36 schools. With now over 73 sites, the department needs additional staff to ensure proper on-site training and support as JCPRD continues to provide a safe and educational environment for all children.
Agency Revenue $ 162,774 $ 162,774 $ 172,098 $ 172,098 Expenditures $ 162,774 $ 162,774 $ 172,098 $ 172,098 Difference $ 0 $ 0 $ 0 $ 0 FTE 2.00 2.00 2.00 2.00
Page P-20 Parks and Recreation General
Capital Improvement Program (CIP)
Title: Parks Capital Projects Year Placed: 2021
This request includes various projects such as Sports Complex Improvements, Park Improvements, New Park Development, Land Acquisition to enable trail construction, Trail Development, Park Police Vehicles, and stewardship projects Description: such as Capital Renovations and Replacements and Technology Replacements. This request is supported by the recommendations of the Park & Recreation Legacy Plan and approved by the Parks Board. These projects are included in the FY 2021 Budget.
Capital Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Land Acquisition $ 410,300 $ 460,200 $ 560,000 $ 620,000 $ 450,500 $ 2,501,000 Preliminary Studies $ 175,300 $ 180,190 $ 180,430 $ 190,045 $ 0 $ 725,965 Design & Construction $16,075,806 $21,416,582 $17,208,537 $11,842,641 $16,456,746 $83,000,312 Equipment $ 726,960 $ 372,795 $ 433,378 $ 578,292 $ 453,015 $ 2,564,440 Total $17,388,366 $22,429,767 $18,382,345 $13,230,978 $17,360,261 $88,791,717 `
Operating Expenditures FTE FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total Personnel 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Contractual $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Commodities $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Capital $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Start Up $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total 0.00 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Page P-21 Park and Recreation Employee Benefits
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 324,228 $ 858,499 $ 858,499 $ 1,246,687 $ 1,246,687 45.22 % Total Agency Fees & Charges $ 324,228 $ 858,499 $ 858,499 $ 1,246,687 $ 1,246,687 45.22 %
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 Intergovernmental $ 506 $ 500 $ 500 $ 500 $ 500 0.00 % Miscellaneous $ 52,545 $ 814,000 $ 814,000 $ 1,721,654 $ 1,721,654 111.51 % Interest $ 303 $ 0 $ 0 $ 0 $ 0 0.00 % Total Other Agency Revenues $ 53,354 $ 814,500 $ 814,500 $ 1,722,154 $ 1,722,154 111.44 %
a) Total Agency Revenues $ 377,582 $ 1,672,999 $ 1,672,999 $ 2,968,841 $ 2,968,841 77.46 %
Expenditures Personnel $ 6,706,732 $ 7,622,267 $ 7,795,355 $ 8,578,916 $ 8,578,916 10.05 % Contractual Services $ 18,993 $ 31,400 $ 31,400 $ 34,400 $ 34,400 9.55 % Commodities $ 28,261 $ 33,850 $ 33,850 $ 38,700 $ 38,700 14.33 % Subtotal $ 6,753,986 $ 7,687,517 $ 7,860,605 $ 8,652,016 $ 8,652,016 10.07 %
Miscellaneous $ 0 $ 132,008 $ 132,008 $ 123,755 $ 123,755 (6.25)%
Subtotal $ 0 $ 132,008 $ 132,008 $ 123,755 $ 123,755 (6.25)%
Expenditures Subtotal $ 6,753,986 $ 7,819,525 $ 7,992,613 $ 8,775,771 $ 8,775,771 9.80 %
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00 %
b) Total Expenditures $ 6,753,986 $ 7,819,525 $ 7,992,613 $ 8,775,771 $ 8,775,771 9.80 %
Difference: b) minus a) $(6,376,404) $(6,146,526) $(6,319,614) $ (5,806,930) $(5,806,930) (8.11)%
Tax Revenues Ad Valorem Tax Support $ 5,878,579 $ 5,649,469 $ 5,650,653 $ 5,222,592 $ 5,222,592 (7.58)% Other Taxes $ 748,733 $ 670,145 $ 613,921 $ 584,338 $ 584,338 (4.82)% Total Tax Revenues $ 6,627,312 $ 6,319,614 $ 6,264,574 $ 5,806,930 $ 5,806,930 (7.31)%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 %
Agency Mission
See mission statement listed on the summary page for the "Park & Recreation General" agency.
Budget Highlights
Total expenditures for FY 2021 are budgeted to increase by $783K (9.8%) compared to FY 2020. This increase is due to the cost increases in the District's health insurance and other employee benefit programs.
Page P-22 Park and Recreation Bond & Interest
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Charges for Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Agency Fees & Charges $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Use of Carryover $ 0 $ 0 $ 0 $ 0 $ 0 Intrafund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
a) Total Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Debt Service $ 436,800 $ 0 $ 0 $ 0 $ 0 0.00%
Subtotal $ 436,800 $ 0 $ 0 $ 0 $ 0 0.00%
Expenditures Subtotal $ 436,800 $ 0 $ 0 $ 0 $ 0 0.00%
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
b) Total Expenditures $ 436,800 $ 0 $ 0 $ 0 $ 0 0.00%
Difference: b) minus a) $ (436,800) $ 0 $ 0 $ 0 $ 0 0.00%
Tax Revenues Ad Valorem Tax Support $ 278,447 $ 0 $ 0 $ 0 $ 0 0.00% Other Taxes $ 40,977 $ 0 $ 0 $ 0 $ 0 0.00% Total Tax Revenues $ 319,424 $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
See mission statement listed on the summary page for the "Park & Recreation General" agency.
Budget Highlights
This is a non-operating fund established to finance debt service payments for the Park and Recreation District. Payments were budgeted to retire debt related to Big Bull Creek Park and payments completed in FY 2019.
Page P-23 Park and Recreation Enterprise
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Licenses and Permits $ 1,732 $ 2,500 $ 2,500 $ 2,500 $ 2,500 0.00 % Charges for Service $ 19,236,954 $ 24,955,571 $ 24,955,571 $ 25,788,856 $ 25,788,856 3.34 % Use of Assets $ 1,608,930 $ 2,222,214 $ 2,222,214 $ 2,265,758 $ 2,265,758 1.96 % Total Agency Fees & Charges $ 20,847,616 $ 27,180,285 $ 27,180,285 $ 28,057,114 $ 28,057,114 3.23 %
Intergovernmental $ 41,642 $ 91,305 $ 91,305 $ 66,305 $ 66,305 (27.38)% Miscellaneous $ 945,564 $ 1,468,190 $ 1,468,190 $ 1,022,612 $ 1,022,612 (30.35)% Intrafund Transfers $ 9,158 $ 0 $ 0 $ 0 $ 0 0.00 % Interest $ 1,830 $ 0 $ 0 $ 0 $ 0 0.00 % Interfund Transfer $ 0 $ 10,000 $ 10,000 $ 53,335 $ 53,335 433.35 % Total Other Agency Revenues $ 998,194 $ 1,569,495 $ 1,569,495 $ 1,142,252 $ 1,142,252 (27.22)% a) Total Agency Revenues $ 21,845,810 $ 28,749,780 $ 28,749,780 $ 29,199,366 $ 29,199,366 1.56 %
Expenditures Personnel $ 12,170,829 $ 15,584,906 $ 15,584,906 $ 14,244,824 $ 14,244,824 (8.60)% Contractual Services $ 5,859,224 $ 8,902,453 $ 8,902,453 $ 11,233,966 $ 11,233,966 26.19 % Commodities $ 2,426,499 $ 4,173,047 $ 4,173,047 $ 3,639,485 $ 3,639,485 (12.79)% Capital Outlay $ 134,285 $ 0 $ 0 $ 0 $ 0 0.00 % Subtotal $ 20,590,837 $ 28,660,406 $ 28,660,406 $ 29,118,275 $ 29,118,275 1.60 %
Debt Service $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % Miscellaneous $ 12,465 $ 7,650 $ 7,650 $ 8,750 $ 8,750 14.38 % Interfund Transfers $ 444,901 $ 74,255 $ 74,255 $ 72,341 $ 72,341 (2.58)% Intrafund Transfers $ 0 $ 7,469 $ 7,469 $ 0 $ 0 (100.00)%
Subtotal $ 457,366 $ 89,374 $ 89,374 $ 81,091 $ 81,091 (9.27)%
Expenditures Subtotal $ 21,048,203 $ 28,749,780 $ 28,749,780 $ 29,199,366 $ 29,199,366 1.56 %
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00 % b) Total Expenditures $ 21,048,203 $ 28,749,780 $ 28,749,780 $ 29,199,366 $ 29,199,366 1.56 %
Difference: b) minus a) $ 797,607 $ 0 $ 0 $ 0 $ 0 0.00 %
FTE Positions Fee Funded FTEs 352.05 413.40 413.40 383.27 383.27 (7.29)% Grant Funded FTEs 0.00 0.00 0.00 0.87 0.87 0.00 % Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00 % Total FTE Positions 352.05 413.40 413.40 384.14 384.14 (7.08)%
Agency Mission
See mission statement listed on the summary page for the "Park & Recreation General" agency.
Budget Highlights
Total expenditures for FY 2021 are budgeted to increase by $450K (1.56%) compared to FY 2020. This increase is due to the net impact of the change in FTE, contractual increases and the budgeted salary and benefit increases included in the budget parameters.
FTEs for FY 2021 are budgeted to decrease to 384.14 due to seasonal changes. Page P-24 Parks & Recreation Enterprise
Major Services
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #1: Enterprise Fund - Administrative Support Services
To provide the administrative support services to the Enterprise Fund which maintains a fee-support philosophy to provide recreational, educational, golf and interpretive programs to the citizens of Johnson County.
Agency Revenues $ 1,381,664 $ 2,257,638 $ 2,257,638 $ 2,304,608 $ 2,304,608 2.08 % Expenditures $ 1,615,433 $ 2,295,761 $ 2,348,863 $ 2,459,473 $ 2,459,473 4.71 % Difference $ (233,769) $ (38,123) $ (91,225) $ (154,865) $ (154,865) 69.76 % FTE Positions 16.17 9.42 17.27 17.27 17.27 0.00 %
Service #2: Enterprise Fund - Golf Course Services
To provide management, operations, and maintenance of two high-quality, 18-hole, public golf courses which include expansive irrigation systems, asphalt cart paths, driving ranges, sand bunkers, greens, and tees. To fund the management fee for White Fox Manor Stable operations.
Agency Revenues $ 1,906,862 $ 2,143,900 $ 2,143,900 $ 2,218,400 $ 2,218,400 3.47 % Expenditures $ 1,972,250 $ 2,116,853 $ 2,125,617 $ 2,187,622 $ 2,187,622 2.92 % Difference $ (65,388) $ 27,047 $ 18,283 $ 30,778 $ 30,778 68.34 % FTE Positions 25.06 25.96 53.08 53.08 53.08 0.00 % Service #3: Enterprise Fund - Recreation Program Services
To provide a wide variety of fee-supported recreation facilities and opportunities including tournaments, leagues, wellness programs, aquatics, clinics, and individual instructional classes for youth and adults. Childrens Services programs provide licensed preschools, out of school time care, and summer camps for youth. JCPRD offerings exceed 4,000 programs annually.
Agency Revenues $ 16,242,714 $ 21,391,520 $ 21,391,520 $21,708,591 $21,708,591 1.48 % Expenditures $ 15,103,905 $ 21,434,967 $ 21,452,665 $21,664,314 $21,664,314 0.99 % Difference $ 1,138,809 $ (43,447) $ (61,145) $ 44,277 $ 44,277 (172.41)% FTE Positions 280.06 340.48 312.37 279.43 279.43 (10.55)% Service #4: Enterprise Fund - Safety and Outdoor Education Services
To provide fee-supported program offerings and opportunities for environmental and outdoor education. Provide management and operation of the Ernie Miller Nature Center and TimberRidge Adventure Center.
Agency Revenues $ 468,770 $ 564,585 $ 564,585 $ 582,468 $ 582,468 3.17 % Expenditures $ 466,525 $ 558,404 $ 553,389 $ 576,507 $ 576,507 4.18 % Difference $ 2,245 $ 6,181 $ 11,196 $ 5,961 $ 5,961 (46.76)% FTE Positions 13.91 9.50 13.91 14.51 14.51 4.31 %
Page P-25 Parks & Recreation Enterprise
Major Services Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 %Change Service #5: Enterprise Fund - Culture To enhance the quality of life in our community by supporting facility rentals at Mildale Farm and other facilities, providing individual and group instruction in fine arts, providing entertainment, artistic productions and special events at the Arts & Heritage Center, providing administrative services and expanding the public's knowledge of history and heritage at the Johnson County Museum.
Agency Revenues $ 1,845,800 $ 2,392,137 $ 2,392,137 $ 2,385,299 $ 2,385,299 (0.29)% Expenditures $ 1,890,090 $ 2,343,795 $ 2,269,246 $ 2,311,450 $ 2,311,450 1.86 % Difference $ (44,290) $ 48,342 $ 122,891 $ 73,849 $ 73,849 (39.91)% FTE Positions 16.85 28.04 16.77 19.85 19.85 18.37 %
Page P-26 Stream Maintenance
Actual Budget Estimated Requested Budget 2020-2021 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 % Change Agency Revenues
Use of Assets $ 468 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00% Total Agency Fees & Charges $ 468 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Intrafund Transfers $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Total Other Agency Revenues $ 0 $ 0 $ 0 $ 0 $ 0 0.00% a) Total Agency Revenues $ 468 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Expenditures Capital Outlay $ 0 $ 0 $ 0 $ 0 $ 0 0.00% Subtotal $ 0 $ 0 $ 0 $ 0 $ 0 0.00%
Transfer to Capital projects $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Subtotal $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Expenditures Subtotal $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Vehicle Equivalent Units $ 0 $ 0 $ 0 $ 0 $ 0 0.00% b) Total Expenditures $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,000 0.00%
Difference: b) minus a) $ 468 $ 0 $ 0 $ 0 $ 0 0.00%
FTE Positions Fee Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Grant Funded FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Other FTEs 0.00 0.00 0.00 0.00 0.00 0.00% Total FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00%
Agency Mission
To provide for cleaning and maintenance of the Kansas River, and development of park lands along the Kansas River
Budget Highlights
The Stream Maintenance Fund receives royalty payments from sand removed from the Kansas River as it flows through Johnson County. These funds can be used for the cleaning and maintenance of the Kansas River upon approval of the Kansas Division of Water Resources. These funds may also be used for the development of park lands along tributaries of and along the Kansas River.
The Stream Maintenance Fund balance is projected to be $6,851 as of December 31, 2021. The fund does not receive any revenue from property taxes.
Page P-27 Section Glossary Q
This Section Includes:
Definitions (Page Q-2)
Frequently Used Acronyms (Page Q-7)
Page Q-1 Glossary of Terms Budget Amendment Definitions An increase in the published budget expenditure authority at the fund level for a given year's Accrual Basis published budget. A basis of accounting in which transactions are recognized at the time they are incurred as opposed Budget Revision to when cash is received or spent. A change in budgeted expenditure authority for any County agency or department which does not result Ad Valorem Taxes in an increase in the published budget authority of Ad Valorem taxes, commonly referred to as any fund. property taxes, are levied on both real and personal property according to the property's valuation and Budgetary Control the tax rate. The control or management of the County in accordance with the approved budget for the Agency Fund purpose of keeping expenditures within the A fund established to account for assets held by limitations of available appropriations and available Johnson County as a collection or paying agent for revenues. individuals, private organizations, other governmental units, or other funds. Calendar Year Twelve-month cycle upon which the budget is Appropriation based and constructed. The calendar year begins An authorization made by the Board of County January 1 and ends December 31. Commissioners which permits the County to incur obligations and to make expenditures for specific Capital Improvements Program (CIP) purposes. A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs Assessed Valuation arising from the long-term needs of the County. A value that is established for real or personal Examples of items frequently included in the CIP property for use as a basis for levying property include new buildings, land acquisition, roads, taxes. The assessed valuation for residential bridges, culverts, and certain types of vehicles. To property in Johnson County is 11.5% of fair market qualify for inclusion in the Johnson County CIP, an value, commercial property is 25%, and item must be an investment of funds totaling at agricultural property is 30%. least $100,000 and have a useful life of at least five years. Assets Resources owned or held by the County which Capital Outlay have monetary value. Expenditures which result in the acquisition of, or addition to, fixed assets. Balanced Budget A budget in which projected resources (revenues Capital Project plus use of fund balance) equal projected A capital project is an investment of public and/or expenditures (including transfers). private funds totaling at least $100,000 which relates directly to the County strategic plan and has Bond a useful life of at least five years. A written promise to pay a sum of money on a specific date at a specified interest rate. Bonds are Cash Basis most frequently sold to raise funds for large capital A basis of accounting in which transactions are projects, such as constructing a new library, etc. recognized only when cash is received or spent.
Budget Commodities A plan of financial operation embodying an estimate Expendable items which are consumable or have of proposed expenditures for a specified period of a short life span. Examples include office supplies, time (budget fiscal year) indicating all planned gasoline, minor equipment, and asphalt. revenues and expenditures for the year. The term may be used to describe a plan for an entire jurisdiction, such as "the Johnson County Budget," or it may apply to specific plans or parts of a fiscal plan, such as "the Capital Budget" or "the Environmental Department Budget." Page Q-2 Continuity of Government (expenses, including depreciation) of providing The process by which government entities prepare goods and services be financed or recovered to continue their minimum essential functions primarily through user fees. throughout the spectrum of possible threats from natural disasters or through acts of terrorism. Such Equipment Reserve Fund a process facilitates the performance of local A fund established to finance the acquisition of government and services during an emergency that equipment, both new and replacement, such as may disrupt normal operations. personal computers and copiers based upon useful life schedules. Contractual Services Services rendered to the County by private firms, Executive Team (E-Team) individuals, or other governmental agencies. Group of department managers who meet on a Examples include utilities, rent, maintenance monthly basis to discuss, consider, and evaluate agreements, and professional consulting services. long-term issues that affect the residents of Johnson County, policies of County government, Cost Allocation and related issues for employees and constituents. Cost allocation is the methodology used to reflect the dollar amount of support provided by County Expenditure administrative departments (support services) to Decreases in net financial resources. Expenditures operating departments. Examples of support include current operating expenses which require services include the Office of Financial the current or future use of net current assets, debt Management, Information Technology Services, service, and capital outlays. and the County Manager’s Office. Federal IV-D Program COVID-19 Subsection of the Social Security Act that provides Coronavirus (COVID-19) is an illness caused by a for assistance by the government in the collection new virus that can spread from person to person and establishment of child support. with symptoms ranging from mild (or no symptoms) to severe illness and even death. Fiduciary Funds Funds which are used to account for resources held Debt Service for the benefit of parties outside the County. Expenditures to pay the principal and interest of all bonds and other debt instruments according to a Fiscal Year predetermined payment schedule. A 12-month period to which the annual operating budget applies and at the end of which the County Debt Service Fund determines its financial position and the results of A fund established to account for the accumulation its operations. The fiscal year for the County is the of resources for the payment of general long-term same as the calendar year (January 1 - December debt principal and interest. 31).
Deficit Fixed Assets Financial shortage that occurs when expenditures Assets of a long-term character, such as land, exceed revenues and other resources. buildings, improvements other than buildings, machinery and equipment. The County has Depreciation established a level of $10,000 for an item to be Expense allowance made for wear and tear on an considered an asset; below $10,000, the item is asset over its estimated useful life. considered to be a commodity.
Encumbrance Full Cost Allocation The commitment of appropriated funds to purchase Charges to operating departments for an item or service prior to actual payment. To administrative services provided by various encumber funds means to set aside or commit General Fund departments. Each operating funds for a specified future expenditure. Funds are department's pro-rata share is determined by a cost generally encumbered once a contractual allocation plan prepared annually in accordance obligation has been entered. with costing principles.
Enterprise Fund Function An accounting fund in which services provided are See Program. financed and operated similar to those of a private business - where the intent is that the costs Page Q-3 Fund the County Manager. As authorized in Kansas An accounting entity which has a set of Statute 19-2684, the Charter was authored by an self-balancing accounts and which records all appointed Charter Commission and was passed by financial transactions for specific activities or the voters of Johnson County on November 7, functions. 2000.
Fund Balance Infrastructure Fund balance is the excess of assets over liabilities. The basic physical systems of a population, including roads, utilities, water, sewage, etc. These Fund Type systems are considered essential for enabling A group of funds that have similar activities, productivity in the economy. objectives, or funding sources. In governmental accounting, all funds are classified into seven Intergovernmental Revenue generic fund types: General, Special Revenue, Revenue received from other governmental Debt Service, Capital Projects, Enterprise, agencies and municipalities. Internal Service, and Trust and Agency. Internal Services Fund GASB 34 A fund used to account for the financing of goods New framework and financial reporting model for and services provided by one department or agency state and local governments, designed by the to other departments or agencies of the County on Governmental Accounting Standards Board a cost-reimbursement basis. (GASB), to fulfill the requirement of reporting all infrastructure assets in financial statements. Levy To impose taxes for the support of County activities. General Fund The fund used to account for all financial resources Liability except those required to be accounted for in Debt or other legal obligations arising out of another fund. Revenues are derived primarily from transactions in the past which must be liquidated, general property taxes, local sales taxes, utility renewed, or refunded at some future date. taxes, license and permit fees. General Fund expenditures include the costs of general County Line Item government. A specific expenditure category within an agency or department budget. Examples include postage, G.O. Bond rent, paper supplies, and travel. A General Obligation (G.O.) Bond is a bond secured by the issuer’s full faith and credit. Long Term Debt Debt with a maturity of more than one year after the Governmental Funds date of issuance. Funds generally used to account for functions principally supported by taxes and MAP 2020 intergovernmental revenues. Johnson County Park and Recreation District's Long-Range Comprehensive Plan Grants Grants are gifts of money from another government Med-Act or private source which must be spent to complete Med-Act is the 9-1-1 Advanced Life Support (ALS) a stated program or purpose. Pre-hospital Ambulance service for Johnson County, Kansas. Home Rule Charter The Johnson County Home Rule Charter consisted Mill of several initiatives that changed the organization The property tax rate which is based on the of Johnson County Government. Specifically, the valuation of property. A tax rate of one mill produces Home Rule Charter expanded the County one dollar of taxes on each $1,000 of assessed Commission from 5 to 7 Commissioners, including property valuation. an at-large, elected Chairman. The Charter also created nonpartisan elections and modified the Mill Levy Freeze County Administrator position to become a County Policy that maintains the mill levy tax rate of the Manager. The Charter eliminated the elected previous fiscal year in the upcoming fiscal year. positions of Treasurer, Register of Deeds, and County Clerk, consolidating their functions under
Page Q-4 Mill Levy Rollback Plan Run-Out Policy that reduces the mill levy tax rate by the Estimated incurred, but not reported, obligations of amount necessary to offset valuation increases of the County if the current employee health care plan property that is currently on the tax roll. was terminated.
Modified Accrual Basis Program This basis of accounting is used for governmental A group of interdependent closely related services funds where the measurement focus is on current or activities contributing to a common objective. For financial resources measurement. Under the example, the Solid Waste Program, operating in the modified accrual basis of accounting, revenues are County's Environmental Department, issues recognized in the accounting period in which they permits, conducts inspections and monitors become available and measurable. Expenditures landfills, reviews and authorizes landfill disposal of are recognized in the accounting period in which special waste (e.g., asbestos), and investigates the fund liability is incurred, if measurable, except illegal solid waste disposal. for unmatured interest on general long-term debt, which is recognized when due. Property Tax See Ad Valorem Tax. Object Category An expenditure classification, referring to the Proprietary Funds highest and most comprehensive level of Funds generally used to account for services for classification. These include Personal Services, which the County charges customers. Contractual Services, Commodities, Capital Outlay, Transfers/Refunds, Debt Service, and Request for Additional Resources Losses. Request for funding that is above the base budget guidelines established by the Board of County Object of Expenditure Commissioners. An expenditure classification, referring to the lowest and most detailed level of classification, such as Reserves electricity, office supplies, asphalt, and furniture/ Reserves are funds set aside to support unknown furnishings. or unforeseen disbursements of a legal or emergency nature and to provide resources for Object Class future funding requirements. These funds may An expenditure classification, referring to specific accumulate throughout one or more fiscal years. groups of objects, such as salaries and wages, utilities, rent, supplies and materials, and Revenue administrative equipment. Funds which the County receives as income.
Operating Expenditures Revenue Category A category of recurring expenses, other than A revenue classification, referring to the highest and personal services and capital equipment costs, most comprehensive classification. These include which covers expenditures necessary to carry out Taxes, Intergovernmental Revenue, Licenses & an agency's goals. Examples include office Permits, Charges for Services, Miscellaneous supplies, postage, utilities, and transportation. Revenue, and Interfund Transfers.
Pay-As-You-Go Basis Revenue Estimating Committee A term used to describe the financial policy which A cross-functional committee of County staff that funds capital outlays from current revenues rather estimates annual revenues for the County's major than by borrowing. revenue sources. Revenues are estimated for the purpose of the development of the upcoming year's Personal Services fiscal budget. Current year revenues are also Expenditures for salaries, wages, and fringe monitored for any significant trends so that fiscal benefits of County employees. projections can be adjusted accordingly.
Personal Property Property, other than real estate, identified for purposes of taxation, including personally owned items, as well as corporate and business equipment and property. Examples include automobiles, boats, airplanes, business furnishings, and manufacturing equipment. Page Q-5 Smart Moves Initiative The Smart Moves plan is a comprehensive transit improvement strategy that integrates services throughout the seven-county Kansas City metropolitan area. It features transit centers providing passenger amenities and convenient connections. Also, it proposes services tailored to the needs of communities in the region, including several new bus routes and commuter rail.
Special Revenue Fund A fund created when the County receives revenue from a special source designated to be used for a specific purpose. In Kansas, many statutes exist whereby ad valorem taxes may be levied for specific purposes; when received, this revenue is accounted for in the Special Revenue Fund created to account for the specific purpose of the statute. An example of a special revenue fund exists in Johnson County Developmental Supports.
Tax Base Objects and/or activities to which a specific tax is applied; state law and/or local ordinances define what makes up the tax base and determine what objects, if any, are exempted from taxation. For example, the County's real property tax base is the market value of all real estate in the County.
Working Capital Excess of current assets over current liabilities.
Page Q-6 Frequently Used Acronyms
AAA CARNP Area Agency on Aging Comprehensive Arterial Road Network Plan
ACJC CARS Arts Council of Johnson County County Assistance Road System
ADA CCC Americans with Disabilities Act or County Communications Center Assistant District Attorney CDBG ADRC Community Development Block Grant Aging & Disability Resource Center CDDO AED Community Developmental Disabilities Organization Automated External Defibrillator CEOP AIMS County Emergency Operations Plan Automated Information Mapping System CERI ARFF County Economic Research Institute Aircraft Rescue and Fire Fighting CHAMPSS ASCLD/LAB Choosing Healthy Appetizing Meal Plan Solutions for American Society of Crime Laboratory Directory/Laboratory Accreditation Board CIP Capital Improvement Program ASV Administrative Services (Park & Recreation) CISCO CUIC Cisco Unified Intelligence Center ATS Automated Transit System or CISO Applicant Tracking System Chief Information Security Officer
BCBSKC CLRB Blue Cross Blue Shield of Kansas City Contractor Licensing Review Board
BOCC CMO Board of County Commissioners County Manager’s Office
BOTA CMSD Board of Tax Appeals Consolidated Main Sewer District
BPI CNG Basic Passenger Infrastructure Compressed Natural Gas
CAD COD Computer Aided Design Coefficient of Dispersion
CAFR COMM Comprehensive Annual Financial Report Commercial
CAP COOP Courthouse Advisory Panel Continuity of Operations Program
Page Q-7 COTA EBS Court of Tax Appeals e-business suite CPE ECC Continuing Professional Education Emergency Communications Center CPP ECJC Commercial Personal Property Enterprise Center of Johnson County CRL EEOC Central Resource Library Equal Employment Opportunity Commission CRP EDU Capital Replacement Plan Equivalent Dwelling Unit CSP EM(C) Community Support Provider Emergency Management (& Communications)
DAB EMS DNA Advisory Board Emergency Medical Service
DAT EMT District Attorney Emergency Medical Trainee
DCA EOC District Court Administration Emergency Operations Center
DCT EPA District Court Trustee Environmental Protection Agency
DDI FAA Development Dimensions International Federal Aviation Administration
DHE FAC Department of Health & Environment Facilities (Department)
DLP FAR Data Loss Prevention Federal Acquisition Regulation
DMV FD Department of Motor Vehicles Fire Department
DNA FLSA Deoxyribonucleic Acid Fair Labor Standards Act
DR/BC FMLA Disaster Recovery/Business Continuity Family Medical Leave Act
DRE FP Direct Recording Electronic Family Planning
DTI FTE Department of Technology and Innovation Full-time Equivalent (Employee)
DUI FY Driving Under the Influence Fiscal Year
EAP GAAP Employee Assistance Program Generally Accepted Accounting Principles
Page Q-8 GIS I/DD Geographic Information Systems Intellectual and Developmental Disabilities GO IPP General Obligation (Bonds) Individual Personal Property HCFMT ITS Health Care Fund Management Team Information Technology Services HCM IXD Human Capital Management New Century AirCenter (FAA identifier) HHSC JCDHE Health and Human Services Center Johnson County Department of Health & Environment HHW JCDS Household Hazardous Waste Johnson County Developmental Supports HIPAA JCFD Health Information Protection and Accountability Act Johnson County Fire Department HMO JCHTF Health Maintenance Organization Johnson County Heritage Trust Fund HPO JCL High Performance Organization Johnson County Library HR(D) JCMHC Human Resources (Department) Johnson County Mental Health Center HRMS JCPRD Human Resources Management System Johnson County Park & Recreation District HS(D) JCT Human Services (Department) Johnson County Transit HUD JCW Housing and Urban Development Johnson County Wastewater HVAC JIMS Heating, Venting, Air Conditioning Justice Information Management System IAR KAC Immediate Action Request Kansas Association of Counties ICC KCATA International Codes Council Kansas City Area Transportation Authority ICMA KCMO International City-County Management Association Kansas City, Missouri ICS KCOVRS Incident Command System Kansas Commercial Vehicle Registration System
Page Q-9 KCP&L MSC Kansas City Power & Light Multi-Service Center KDHE MV(M) Kansas Department of Health and Environment Motor Vehicle (Management) KDOT MVS Kansas Department of Transportation Motor Vehicle Services KP & F NACo Kansas Police & Fire (retirement system) National Association of Counties KSA NAME Kansas Statutes Annotated National Association of Medical Examiners KSU and K-STATE NEOF Kansas State University Northeast Offices KU NFP Kansas University Nurse-Family Partnership LAN NFPA Local Area Network National Fire Protection Agency LEAP NIGP Leadership Empowers All People National Institute of Governmental Purchasing LEMP NPDES Local Emergency Management Plan National Pollutant Discharge Elimination System LEOP NSF Local Emergency Operations Plan Insufficient Funds LEPC NVRA Local Emergency Planning Committee National Voter Registration Act LIMS OJC Legislative Information Management System Executive Airport (FAA identifier) LKM O & M League of Kansas Municipalities Operations and Maintenance LSI-R ONC Level of Services Inventory-Revised On Call (Employee) MARC OPFD Mid-America Regional Council Overland Park Fire Department MARP OSC Major Asset Replacement Plan Oracle Support Center MDT PBC Mobile Data Terminals Public Building Commission MHC PBX Mental Health Center Private Branch Exchange
MOVRS PC Motor Vehicle Registration System Personal Computer
Page Q-10 PCI-DDS ROI Purchasing Card Industry-Data Security Standard Return on Investment PDC RTA Planning, Design and Construction Records and Tax Administration PDG SB Planning and Design Group Senate Bill PIO SCA/OAA Public Information Officer Senior Care Act/Older Americans Act
PMs SEA Performance Measures Seasonal (Employee)
PO SFMP Purchase Order Strategic Facilities Master Plan
PP SMP Personal Property Stormwater Management Plan
PPE SPAR Personal Protective Equipment Strategic Program Area Review
PPO SRCFP Preferred Provider Organization Sewer Repair and Construction Finance Plan
PRC STD Personnel Review Committee Sexually Transmitted Disease
PSAP SWIFT Public Safety Answering Point Sheltered Workshop Industrial Fixed Transit
PTE TBD Part-time Equivalent To Be Determined
QA TFM Quality Assurance Treasury and Financial Management
QHDHP TIF Qualified High Deductible Health Plan Tax Increment Financing
RAR TRN Request for Additional Resources Transit
RDA UA Recommended Dietary Allowances Utility Assistance
RE UCS Real Estate United Community Services
RFP UPS Request for Proposal Uninterruptible Power Supply
Page Q-11 USIC United States Infrastructure Corporation USPAP Uniform Standards of Professional Appraisal Practices VOIP Voice Over Internet Protocol VRIP Voluntary Retirement Incentive Plan WASTEWATER O & M Wastewater Operations and Maintenance WC Workers Compensation WW Wastewater
Page Q-12