kevin kamenetz april 12, 2018 - baltimore county, maryland · issues that can lead to suicide and...

KEVIN KAMENETZ April 12, 2018 County Executive Council Chairman Jones, members of the County Council, and fellow residents of Baltimore County. This is a somewhat bittersweet moment for me. I first walked into these chambers 24 years ago as a young council member in my 30s: single, no kids, a full head of hair and a bushy mustache. Today, I’m married and the father of two teenagers, with thinning hair. I grew the mustache to look older, and I shaved it to look younger. It has been an absolute honor and privilege to serve more than 830,000 diverse residents who are committed to this place that we proudly call home. Over the decades, I've probably met with every single resident at least once, or maybe it just feels that way. Each had a story to share, a problem to be solved, a direction to be found. I’ve listened in schools, libraries, churches, and community centers. The input has helped shape our administration’s policies and programs. Topics have ranged from potholes to improving animal services, expanding the number of parks and playing fields, and, yes, air conditioning our schools. Some topics are specific to a neighborhood, but, more often than not, the conversations have a lot in common.

Giving our children an education that prepares them for success. Creating jobs and economic opportunities. Keeping our communities safe and healthy. Modernizing our schools and maintaining our public infrastructure. Enriching our quality of life.

We have been through a lot together since I became County Executive in December of 2010. We came into office when the Great Recession was hitting hard. But we worked smart, and we are resilient. No one person can make a County great. Thank you to the members of the County Council, our State delegation and Maryland’s federal elected officials. When we work together, we get things done for the people we serve. I want to acknowledge the tremendous partnerships we’ve built with the leadership and staff of the Baltimore County Public Schools, Library, Community College, the District and Circuit Courts, and the Sheriff’s Office. I am particularly proud of our dedicated County employees. They get the job done, each and every day. In recognition of their service, this budget includes a 3% cost of living adjustment for employees, effective next January. Over the past four years, the County has funded a total of 10% in cost of living adjustments for employees, in addition to funding every step and longevity increase since 2010, with zero furloughs. Our Baltimore County department heads, deputy directors, my executive and senior staff bring a special commitment to their work. Their boundless energy, enthusiasm and dedication to making our County a better place is without parallel. The saying goes, “always leave things a little better than when you found them.” You have done that, and a whole lot more. Thank you.

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Together, we’ve made tremendous progress toward a more innovative, responsible and efficient local government.

15,821 new jobs have been added in the County since I became County Executive. There’s been more than $5 billion in new private investment. The County has invested $1.8 billion to modernize and maintain our aging water and sewer

infrastructure, plus $129 million for roads and bridges. We deployed new technology that improves service to our citizens and achieves significant cost

savings. Baltimore County is now ranked fourth in the nation for use of technology in government.

We have made an historic $1.3 billion investment to upgrade and modernize our schools.

County government has a special responsibility to ensure that our schools are safe and secure. We all have been shattered and heartbroken by shootings in schools around the country—and too-close-to-home here in Maryland. Enough. School safety is not an afterthought in Baltimore County. Since 2011, we have invested $13.6 million to reinforce all school doors and windows, adding security cameras and controlled entry. With this budget, we strengthen our system by adding more professionals to help identify mental health issues that can lead to suicide and destructive behaviors. If adopted, the budget would add 22 social workers, 23 counselors and 18 school psychologists in Baltimore County Public Schools, plus additional pupil personnel workers, health assistants, and bus attendants. Nineteen more police School Resource Officers would be funded, increasing the County’s total to 84 officers. Educating our children We are proud of Team BCPS, as we fondly call our school system. They have one of the highest graduation rates in the State. There is no disparity in the graduation rates between African American and white students. Our schools have earned national honors in music and arts education, digital learning, robotics, and more. Our dedicated educators are fully committed to nurturing the next great class of creative thinkers. That’s why we have increased teacher salaries by 12% over the past eight years. Thank you for all you do. Schools for Our Future is a groundbreaking capital program to modernize our schools, not just for today, but to meet future enrollment needs as our population continues to grow. This $1.3 billion initiative is building or rebuilding more than 90 schools. Fifty one percent of next year’s total Baltimore County operating budget is dedicated to our schools. That’s more than $1.67 billion. Why is education our #1 priority? Students are learning skills that prepare them to adapt to new technologies and ways of solving problems that we can’t even imagine. It is our obligation to make sure all of our children learn the skills they need to get good jobs and thrive. Today, that means more than a K-through-12 education. College opens up a lifetime of career opportunities. But the cost can mean a dead end for even the most motivated students. That’s why we launched Baltimore County College Promise. The program provides full tuition and fees for qualified students to complete an associate’s degree or workplace certification at the Community College of Baltimore County (CCBC). This is a real game-changer for students from low-to- moderate-income families.

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Since we announced College Promise just a month ago, CCBC has received more than 700 inquiries. The budget I am introducing today includes $979,000 for the first year of Baltimore County College Promise – funding that will make college a reality for more than 1,100 students. This is a promise that will transform lives and make a vital investment in our future. Creating Jobs and Economic Opportunity Workforce development and economic development, together, drive our prosperity. With low unemployment and a tight job market, companies are ready to hire today. But chronic shortages of qualified workers remain in many high-demand fields such as healthcare, corporate operations and customer service. Companies tell us they need flexible, rapid-response training so a pipeline of qualified workers is ready to fill the jobs of today and tomorrow. We listened to our employers and launched Job Connector, an innovative $2.5 million program that brings a supply-and-demand strategy to workforce development. Job Connector partners with employers, labor unions, colleges and universities to build a job-ready workforce. This employer-driven thinking helped us win competitive searches that are keeping key employers - and jobs - here in the County. Our competitors were not just locations in Baltimore or Maryland, but locations around the country. Stanley Black & Decker is adding 400 new jobs here, expanding their footprint to White Marsh-Middle River. The Fortune 500 company’s Global Tools and Storage headquarters remains strong in Towson. Care First Blue Cross is keeping 2,200 jobs in the heart of Owings Mills. One fifth of McCormick’s global workforce – some 2,000 employees – work in Baltimore County. This summer, 900 corporate employees will be moving to a new global headquarters in Hunt Valley. Right next door to McCormick, Bank of America is adding 900 jobs– 300 hired last year, with 600 more jobs on the way. These marquee firms chose to stay in Baltimore County because we’ve created a welcoming business climate, with a superb workforce and responsive local government. It’s not all about large businesses. The Baltimore County Boost Fund has loaned $4.3 million to small businesses in just four years, with a focus on firms owned by minorities, women, and veterans. Transformative investment is happening all around the county. Baltimore County has seen well over $5 billion of new private investment since 2011. Tradepoint Atlantic, the massive redevelopment of Sparrows Point, already is attracting name brands such as Under Armour, Fed Ex and Amazon to Baltimore County. There are more people working at the Point today than when the steel mill closed in 2012. Businesses are projected to add 17,000 new jobs when the global logistics hub is fully developed in 2025, just seven years from now. Downtown Towson has 3,500 new apartments and town homes built or on the horizon, with fresh new entertainment, shops, restaurants and green spaces creating a more livable, walkable County seat. Maryland Route 43 was extended to open land already zoned for business development. We built it and they came, bringing more than 3,000 jobs to Middle River. Just a little name dropping: BGE HOME,

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Mary Sue, and BreakThru Beverage. Soon, Stanley Black & Decker will be bringing hundreds more workers to Greenleigh at Crossroads. The centerpiece of Owings Mills, Metro Centre, is the region’s only transit-oriented development, now bustling with shops, restaurants, apartments, office space, a community college center and a public library branch. The Foundry Row lifestyle center was built on the site of a closed factory. Mill Station, a new retail center, is rising where the virtually-vacant Owings Mills mall once stood. This is economic development that is transforming job prospects and economic opportunity for the entire region. Keeping communities healthy and safe In a time of overall prosperity, there are still too many who struggle to make ends meet. The true measure of a government is how we treat people who could use an out stretched hand to get by. More than 98,000 people in Baltimore County are food insecure, including 30,000 children. Our proposed budget includes $550,000 to support the Maryland Food Bank. Their Food Pantry program serves 23 County schools, connecting children and their families with nutritious food throughout the school year. The County has expanded services to people who experience homelessness. Three years ago we opened a comprehensive Westside Men’s Shelter, replacing trailers. A new Eastern Family Resource Center opened last fall with expanded health services, shelter beds for men and women, and resources for people in need. Women and children who need shelter often are victims of domestic violence and need a safe place to stay for weeks before they secure permanent housing. The new Eastern Family Resource Center doubles the number of these transitional housing beds. Next year’s budget increases funding for all shelter services by 5%. We are empowering older adults, caregivers and persons with disabilities to help them remain independent in the community. Our Department of Aging served over one million meals to seniors and helped more than 36,000 people navigate Medicare benefits over the past five years. We have proven that good public policy can also make a difference in public health. We responded to escalating calls about rats infesting some of our neighborhoods. After this year’s successful pilot in 13 neighborhoods, we are adding 12 more neighborhoods to our rat eradication program. Over $1.8 million is included in next year’s budget to help keep our neighborhoods safe and clean from rats. By reducing access to tobacco, we can break a deadly habit before it begins. Through aggressive enforcement, it is now much harder for underage kids to buy tobacco in Baltimore County. Fifty percent of County retailers sold tobacco to minors in 2014. Today, it’s just six percent. It is not easy to control all addictive substances. Opioid overdoses killed 543 Baltimore County residents from 2016 through the first nine months of 2017. We can save lives with naloxone, which reverses the effects of an opioid overdose. The County launched an aggressive program to make naloxone widely available. Our Department of Health and Human Services has already trained 3,200 residents on how to safely administer this life-saving drug. We are also fighting the opioid epidemic head on, working through the legal system to hold drug manufacturers more accountable.

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Baltimore County is not immune to the challenges that come with drugs and juvenile crime. Our police officers understand that keeping the public safe requires community cooperation and mutual respect. That’s why we launched Operation Connect, focused outreach by our police officers to local communities, particularly to our youth. Our police, firefighters and paramedics undergo rigorous training, with a renewed focus on mental health. Our Department of Health implemented a new program to assist individuals with mental illness who are incarcerated in the County detention center. The program coordinates inmate mental health services with reentry services and follow-up care, so there is a continued support system when they return to the community. Our police officers are equipped with tools and resources to support their work. Fourteen hundred officers have been fully trained and now wear body cameras. Computers in every police car provide information more quickly and reliably on the scene. Video dashboard technology provides public safety officials with instant access to video from security cameras at schools, libraries and other public facilities. Baltimore County continues to be a very safe place to live. Since the beginning of 2018, there were five confirmed homicides in Baltimore County, down from thirteen over the same period last year. The early overall statistics for 2018 give us reason to be optimistic that crimes of all types will continue to decline in our county. Our volunteer and career firefighters and paramedics are dedicated to our safety. This budget increases funding for volunteer fire companies by 7.4%, bringing our support to $9.8 million next year. We are grateful to our police, fire and paramedics, the women and men who respond to the call. We are also grateful for the sacrifices their families make so our responders can do this vital work. Please join me in thanking our entire public safety community. Sustaining a Clean Green County It takes sound public policy to preserve our land and water resources and protect our County’s 200 miles of Chesapeake Bay waterfront. Baltimore County began implementing Smart Growth 50 years ago. Our planning, zoning and development decisions are firmly grounded in this core principle: 90% of our population lives on 30% of our land. Baltimore County has already placed over 65,000 acres of land in conservation, open space that can never be developed. These smart decisions don’t mean we are “built out.” We need 21st century places to live and work. But instead of extending public water and sewer through rural greenfields, we approve dense development and re-development in our more urban areas, such as downtown Towson, White Marsh, Owings Mills and Sparrows Point. We protect the Bay through our Clean Green County initiative, restoring streambanks and shorelines, planting trees, and sweeping streets. Four years ago, we opened a new single stream recycling facility to keep materials out of landfills. Sales of recycled materials have already brought the County over $30 million in revenue. Over eight years, the County has invested $1.8 billion to modernize and maintain our aging water and sewer systems. Our proposed budget includes nearly $27 million to maintain and improve water and sewer infrastructure and reduce water main breaks and sewage spills.

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Enriching our quality of life More than 200 County parks offer green spaces and recreation places. From trails at Marshy Point to new athletic fields at Spring Grove Park in Catonsville, the County has funded a record $68 million in new parks, community centers and turf fields since 2010. The County is especially proud to support the Perry Hall Recreation Council volunteers who built Angel Park. From fundraising to sweat-equity, these volunteers built the County’s largest all-inclusive playground to accommodate children with special needs. It is truly uplifting to visit this barrier-free park. The arts bind our communities together, open minds and build our creative class. More than 6,900 people work in creative businesses in Baltimore County, according to Americans for the Arts. Next year’s budget includes $3.9 million to support arts, humanities and cultural organizations in Baltimore County and the region. Our animal friends have a new, healthy place to stay as they wait for their forever homes. When I came into office, our animal shelter was, to be honest, not safe for man, woman or beast. Today, we have a $7 million state-of-the-art shelter in Baldwin, plus a spay/neuter program at new surgical sites across the county. Our adoption rates are at an all-time high. We regularly achieve 90% live release rates for cats and dogs, among the highest rates in the country. A new Cuddle Shuttle van goes on the road, making it easy to adopt a pet on the spot. To assure pet owners are responsible, next year’s budget includes funding for a new animal cruelty investigation unit in the police department. Governing Responsibly Good government needs good governance. This administration has been fiscally conservative, consistently earning Baltimore County the coveted “Triple Triple-A” rating, the best credit rating from all three bond rating agencies. Only 46 counties nationwide can say this. With our stellar credit rating, we borrow at the lowest interest rates, saving millions in interest costs. It is the responsible way to run government. But leaders have to prioritize and make tough choices. We’ve streamlined County government, eliminating red tape, and deploying technology to help us do our jobs more effectively and cost efficiently. I wish we could upgrade every playing field, re-pave every road, and build new schools in every part of the county all at once. But at the end of the day, we have to balance the checkbook. Mr. Chairman, members of the County Council, the fiscal year 2019 budget we are submitting does not increase property tax or income tax rates. This budget once again stays within spending affordability limits, and funds our schools above maintenance of effort level. This is money well-spent for educating our children, keeping our communities healthy and safe, maintaining our infrastructure, and preserving our land and water resources. Respect and Diversity I’d like to share a personal story with you. My dad ran a neighborhood pharmacy in Overlea. He was known as “Doc K” of Kaye's Pharmacy. I worked in the drug store from the moment I was tall enough to reach the cash register, all through college and law school. I learned valuable lessons about business sense and common sense. I also got a sense of what it was like to walk in someone else's shoes.

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When I was first elected to the County Council, I met an Area School Superintendent by the name of Evelyn Chapman. Evelyn lived near my dad’s store at a time when African Americans were feeling the daily sting of Jim Crow. Despite changes in federal laws, stores still refused service to people of color. But, Evelyn told me, her community knew Doc K would not only fill their prescriptions, but treat each person with dignity and respect. In his quiet way, dad demonstrated the equal worth of everyone, and, through example, passed his values to my brothers, my sisters and me. I hope that Jill and I are passing these same values on to our two sons. Baltimore County is much more diverse than when I was growing up in Lochearn in the 60s. Today, four out of ten Baltimore County residents identify as Black, Hispanic, Asian or bi-racial. Six thousand public school students do not speak English as their primary language. Early in my administration, we made a commitment to diversify our public safety ranks, and I am especially proud of the progress we’ve made. Our last police academy class was 40% women or minority. The class of EMTs and paramedics that graduated last month is 60% women or minority. The Fire Recruit Class now in session: 67%. The Baltimore County Fire Department is recognized nationally as a leader in promoting gender diversity, with women now making up almost one quarter of its sworn members. The national average is just 4%. Last year, Assistant Fire Chief Jennifer Aubert-Utz became the highest ranking woman in the history of the Baltimore County Fire Department. At her promotion ceremony she stated, "I hope I can inspire other young women to pursue careers in community service." Assistant Chief Aubert-Utz, thank you for being an inspiration. As a civil and moral society, we must acknowledge and respect everyone who lives here. In 2017, as a result of our Executive Order, county employees, including police, may not ask a person’s immigration status. Three years ago, before Charlottesville, we removed a symbol of hate from our community, renaming Robert E. Lee Park as Lake Roland. In 2012, I proudly signed legislation that added gender identity and sexual orientation to the county's existing anti-discrimination laws. I applaud Councilman Quirk and the Council for their leadership on that legislation. I am proud of what we stand for in Baltimore County. Over the years, I’ve listened and learned that there are limits to what government can and should do. I’ve also learned that responsible, responsive local government gets things done for the people it serves. Together, we’ve improved schools, made our streets safer, created jobs and protected the environment, all without raising tax rates. Moving forward, Baltimore County government will continue to support what is important to the people who live, work and learn here. Thank you for your support over the past eight years, and for the 24 years of opportunity to serve our county. Respectfully submitted,

Kevin Kamenetz County Executive

Description FTE FY19 Proposed

EDUCATIONFunding in Excess of Maintenance of Effort 26,628,306

School staffing enrollment increase 80.7 4,014,886

Northeast area elementary school 12.8 893,323

Special education programs 45.0 2,393,910

ESOL program 28.0 1,511,544

Passport expansion 5.0 303,710

Magnet program expansion 4.0 234,616

Gifted and talented teachers 3.0 152,226

Prekindergarten 5.0 198,410

Kinder Helper 753,180

eLearning teachers and software 2.0 351,484

School counselors 23.0 1,259,951

S.T.A.T. program 9,607,991

Pupil personnel workers and residency investigators 4.0 391,152

School climate core school based support team 8.0 455,936

Positive Behavior Support Software 90,000

Behavior interventionists 11.0 682,539

School social workers 22.5 1,235,655

Psychologists 18.0 1,272,654

Athletics trainers, coaches, and advisors 242,260

Health assistants and nursing software 1.4 253,491

Visitor identification system and professional development 111,500

Bus attendants/ Transportation Upgrades/Prof. Dev 15.0 2,010,975

Transportation support 343,977

Board of Education budget analyst 1.0 88,152

Custodial support for additional square footage 14.5 497,033

Middle school core network replacement 1,516,058

UPS backup replacement units 532,800

CCBC's College Promise Program: Year #1 979,596

Early College Program at Woodlawn ‐ Year #2 253,685

PUBLIC SAFETY

New Animal Cruelty Investigations Unit 125,000

19 School Resource Officers for elementary and secondary schools 19.0 1,570,761

Increased Operational funding for Volunteer Fire 669,307

Volunteer Fire Company Grant Fund 1,000,000

Full Funding of 12 ECT Trainees for 911 Center 12.0 501,713

COMMUNITY CONSERVATION AND PRESERVATION

Rat Eradication Initiative ‐ 10 New Neighborhoods 935,156

5% increase to Homeless Shelter Contracts 174,580

REINVESTMENT IN OUR COMMUNITY

Capital Grant to the Maryland Zoo ‐ Year 1 of 3 year commitment 250,000

Alley Renovation and Repair 900,000

Campbell Blvd ‐ Phase III (Bird River Rd to just south of Foxleigh Rd) 4,300,000

Franklin HS ‐ Replacement Artificial Turf Field 500,000

EXECUTIVE SUMMARY ‐ FY2019 FUNDING HIGHLIGHTS

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Description FTE FY19 Proposed

EXECUTIVE SUMMARY ‐ FY2019 FUNDING HIGHLIGHTS

Seminary Park ‐ Replacement Artificial Turf Field 500,000

New Town HS ‐ New Stadium and Artificial Turf Field 1,300,000

Overlea HS ‐ New Artificial Turf Field 800,000

Ball Diamond Delipping of Infield 1,000,000

Hereford Library ‐ New Parking Lot 400,000

Animal Services ‐ Sound Wall Installation 600,000

Frederick Road Improvements 250,000

Powder Mill Sewer Relief 10,000,000

East Branch Herring Run Sewer 9,290,000

Bread and Cheese Sewer Rehabiliation 3,800,000

GOVERNMENT MANAGEMENT

Improved Elections ‐ 416 additional Election judges for scanners, pollbooks,

ballot issue, line management, 41 additional Closer judges to cover each voting

location and 17 additional ballot scanners to minimize voting lines

120,752

Cost of Living Adjustment (COLA) ‐ 3% Increase effective January 1, 2019 23,319,922

Cost of Living Adjustment (COLA) ‐ 1% for Eligible Retirees from Pension Fund 16,973,190

Cost of Living Adjustment (COLA) ‐ Special 2% for Eligible Retirees <= $22k from

Pension Fund

4,646,048

Total FY2019 General Fund Operating Budget 2,056,744,325

Increase/(Decrease) from FY2018 Total General Fund Operating Budget 59,986,463

Percentage Change from FY2018 Total General Fund Operating Budget 3.0%

Amount below Spending Affordability Guidelines 20

Fund Balance ‐ 10.4% of Revenues ‐ consistent with maintaining the AAA bond

rating

216,310,832

Total FY2019 Operating Budget (excluding Enterprise Funds) 3,285,494,203

Increase/(Decrease) from FY2018 Total Operating Budget (excluding Enterprise

Funds)

135,473,395

Percentage Change from FY2018 Total Operating Budget (excluding Enterprise

Funds)

4.3%

Total FY2019 Government‐Wide Operating Budget 3,617,071,020

Increase/(Decrease) from FY2018 Total Government‐Wide Operating Budget 129,068,387

Percentage Change from FY2018 Total Government‐Wide Operating Budget 3.7%

Total FY2019 Capital Budget (Metropolitan District and Consolidated Public

Improvement)

96,231,867

Total FY2019 Metropolitan District Capital Budget 25,000,000

Total FY2019 Consolidated Public Improvement (CPI) Capital Budget 71,231,867

FY2019 PAYGO Contribution to the Capital Budget 42,125,867

FY2019 General Fund Contribution to the Capital Budget 40,537,832

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PAGE

SECTION I‐ OPERATING BUDGET 3

FY 2019 OPERATING BUDGET AT A GLANCE 5

OPERATING BUDGET OVERVIEW 6

GENERAL FUND BREAKDOWN 7

ORGANIZATION CHART 8

AUTHORIZED POSITIONS ‐ ALL FUNDS 9

ORIGINAL POSITION ALLOCATION ‐ ALL FUNDS 10

FINANCIAL POLICIES AND GUIDELINES 11

FORECAST OF THE SPENDING AFFORDABILITY 14

AVERAGE RESIDENTIAL TAX BILL ‐ 1975 TO 2019 15

SECTION II ‐ CAPITAL BUDGET 17

FY 2019 ‐ 2024 CAPITAL IMPROVEMENT PROGRAM 19

FY 2019 ‐ 2024 SOURCE OF FUNDING SUMMARY 20

SCHOOLS FOR OUR FUTURE PROGRAM DETAIL 22

CHANGES TO PLANNING BOARD RECOMMENDATIONS 24

GENERAL FUND CONTRIBUTION TO THE CAPITAL BUDGET 31

PAYGO CONTRIBUTION TO THE CAPITAL BUDGET 32

DISTRIBUTION OF GENERAL OBLIGATION BOND FUNDS 33

SECTION III ‐ EXHIBITS 35

Exhibit A ASSESSABLE BASIS 37

Exhibit B OPERATING REVENUES AND OTHER FINANCING SOURCES 38

Exhibit C SUMMARY OF OPERATING BUDGETS 50

Exhibit D GENERAL OBLIGATION DEBT OUTSTANDING 78

Exhibit E METROPOLITAN DISTRICT DEBT OUTSTANDING 79

Exhibit F GOVERNMENT‐WIDE SUMMARY OF FUNDS 80

Exhibit G UNAPPROPRIATED FUND BALANCE: SPECIAL FUNDS 82

Exhibit H UNAPPROPRIATED FUND BALANCE: GENERAL FUNDS 83

Exhibit I OPERATING BUDGET OBJECTS OF EXPENDITURE 84

GLOSSARY 85

TABLE OF CONTENTS

This Page Intentionally Left Blank

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SECTION I

OPERATING BUDGET

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

$3,285,494,203

$ 3.285 BILLION

BALTIMORE COUNTY TOTAL FY 2019 OPERATING BUDGET AT A GLANCE

Real and Property Taxes29.8%

Income Taxes23.5%

Sales & Service Taxes4.7%

Federal Aid6.7%

State Aid24.6%

Fund Balance0.8%

Fees & Other Revenue10.0%

WHERE THE MONEY COMES FROM

Schools, College, & Libraries60.3%

Public Safety11.7%

Public Works3.3%

Health, Recreation & Community Services

7.9%

Non Departmental12.7%

General Gov't3.2%

State Mandated0.9%

WHERE THE MONEY GOES

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OPERATING BUDGET OVERVIEW

The Fiscal Year 2019 General Fund Operating Budget of $2,056,744,325 is an increase of 3.0%, or $59.9 million, from the adjusted FY 2018 budget. The budget’s on‐going spending falls within the guideline established by the Spending Affordability Committee (SAC). Under SAC guidelines, the budget (excluding capital / one‐time items as well as matching funds for grants) could grow by 3.65%. The basic growth factor allowed under the SAC guidelines reflects estimated personal income growth in Baltimore County. There are no new taxes levied to fund the General Fund budget. The income tax rate of 2.83% is unchanged and the real property tax rate will remain at $1.10 per $100 of assessed value. The personal property rate remains at $2.75 and the Homestead Assessment Growth Cap continues at 4%. As in previous years the FY 2019 operating budget funds all eligible salary increments and longevities. The budget also includes a 3% Cost of Living Adjustment (COLA) for County employees effective January 1, 2019. COLA recipients include general government, Board of Education, Library, and Community College employees. The FY 2019 operating budget exceeds the required Maintenance of Effort (MOE) funding for the Baltimore County Public School by $26.6 million. This investment in excess of MOE includes $8 million of increased funding toward school safety initiatives that includes funding for 23 school counselors, 22.5 school social workers, 18 psychologists, and 19 school resource officers.

The FY 2019 capital budget includes a Pay‐As‐You‐Go (PAYGO) contribution of $42.1 million.

The FY 2019 operating budget includes General Fund contributions to the capital budget of $40.5 million, with the remaining PAYGO funds consisting of the Stormwater Fees and Local Open Space Waiver Fees.

The County’s enterprise funds include the Public Schools Food Service Fund, the Community

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

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

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FY18 General Fund

Appropriation

FY19 General Fund

Appropriation

$ Increase /

(Decrease) % Change

GENERAL GOVERNMENT

County Executive 1,184,856 1,057,351

Office of Budget and Finance 8,748,375 8,608,366

Administrative Office 1,621,966 1,539,253

Vehicle Operations/Maintenance 764,940 588,177

Office of Law 2,757,862 2,894,941

Department of Planning 7,285,898 7,471,720

Office of Human Resources 3,949,013 4,018,038

Permits, Approvals and Inspections 9,570,386 9,953,717

Property Management 32,637,528 35,271,580

County Council 2,569,366 2,739,071

County Auditor 1,686,345 1,732,263

Board of Appeals 237,944 242,656

Office of Information Technology 29,528,359 30,083,408

DEPARTMENT OF PUBLIC WORKS 115,578,933 107,933,443

HEALTH AND HUMAN SERVICES

Department of Health 24,560,219 24,085,815

Department of Social Services 8,536,963 8,618,492

Department of Aging 4,408,423 4,489,021

Environmental Protection and Sustainability 5,620,217 5,552,541

CULTURE AND LEISURE SERVICES

Department of Libraries 33,370,743 33,832,602

Department of Recreation and Parks 11,217,038 11,445,727

Organization Contributions 6,028,183 6,078,405

ECONOMIC AND COMMUNITY DEVELOPMENT

Economic and Workforce Development 1,300,724 1,357,014

Subtotal 313,164,281 309,593,601 (3,570,680) ‐1.14%

STATE MANDATED AGENCIES

Circuit Court 4,859,507 4,955,181

Orphans Court 238,475 254,033

Board of Elections 5,537,391 5,391,349

State's Attorney 9,515,433 9,651,331

County Sheriff 5,393,469 5,419,511

Cooperative Extension 269,827 275,342

Subtotal 25,814,102 25,946,747 132,645 0.51%

PUBLIC SAFETY

Department of Corrections 41,189,216 42,212,522

Emergency Communications Center 13,798,605 14,151,444

Police Department 207,284,036 212,290,841

Fire Department 101,741,551 102,370,712

Subtotal 364,013,408 371,025,519 7,012,111 1.93%

EDUCATION

Community College 57,104,795 62,722,563

Department of Education ‐ Operating 843,101,384 871,366,401

Subtotal 900,206,179 934,088,964 33,882,785 3.76%

NON DEPARTMENTAL

Debt Service 120,369,686 127,674,225

Retirement and Social Security 134,192,378 142,937,522

Insurance 99,086,347 95,769,184

Reserve for Contingencies 1,000,000 1,000,000

Contribution to Capital Budget 31,457,751 40,537,832

Local Share 7,453,730 8,170,731

Subtotal 393,559,892 416,089,494 22,529,602 5.72%

TOTAL 1,996,757,862 2,056,744,325 59,986,463 3.00%

FY 2019 GENERAL FUND BUDGET BREAKDOWN

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Page 8

AGENCY

FY 2018

BUDGET

MID FY

2018

ADJUST TRANS ADD DELETE

FY 2019

BUDGET

OFFICE OF COUNTY EXECUTIVE 14 0 (1) 0 (1) 12

CIRCUIT COURT 92 0 0 0 0 92

ORPHANS COURT 5 0 0 0 0 5

BOARD OF ELECTIONS 12 0 0 0 0 12

OFFICE OF BUDGET AND FINANCE 121 0 0 0 0 121

ADMINISTRATIVE OFFICER 11 0 (1) 0 0 10

DEPARTMENT OF CORRECTIONS 470 17 (2) 0 0 485

STATE'S ATTORNEY 133 0 0 0 0 133

OFFICE OF LAW 29 0 1 0 0 30

DEPARTMENT OF PLANNING 44 0 0 0 0 44

OFFICE OF HUMAN RESOURCES 48 0 0 0 0 48

EMERGENCY COMMUNICATIONS CENTER 193 12 0 0 0 205

POLICE DEPARTMENT 2,543 0 0 14 0 2,557

FIRE DEPARTMENT 1,076 16 0 0 (1) 1,091

DEPARTMENT OF PERMITS, APPROVALS AND INSPECTIONS 188 0 0 0 0 188

COUNTY SHERIFF 90 0 0 0 0 90

BOARD OF LIQUOR LICENSE COMMISSIONERS 24 0 0 0 0 24

PROPERTY MANAGEMENT 245 0 0 0 (2) 243

DEPARTMENT OF HEALTH 599 11 (1) 1 (11) 599

DEPARTMENT OF SOCIAL SERVICES 206 3 2 5 (7) 209

DEPARTMENT OF AGING 238 0 0 0 0 238

COOPERATIVE EXTENSION 2 0 0 0 0 2

DEPARTMENT OF RECREATION & PARKS 176 1 0 0 (1) 176

DEPT OF ENVIRONMENTAL PROTECTION AND SUSTAINABILITY 79 0 0 0 0 79

COUNTY COUNCIL 36 0 0 0 0 36

COUNTY AUDITOR 18 (1) 0 0 0 17

BOARD OF APPEALS 9 0 0 0 0 9

DEPARTMENT OF ECONOMIC AND WORKFORCE DEVELOPMENT 14 0 1 0 0 15

LOCAL MANAGEMENT BOARD 3 1 0 0 0 4

HOUSING OFFICE 60 0 0 0 0 60

COMMUNITY DEVELOPMENT 27 0 0 0 0 27

OFFICE OF INFORMATION TECHNOLOGY 223 1 1 0 0 225

DEPARTMENT OF PUBLIC WORKS 956 3 0 0 (2) 957

WORKFORCE DEVELOPMENT 46 0 0 0 0 46

SUBTOTAL 8,030 64 0 20 (25) 8,089

OTHER AUTHORIZED POSITIONS

SOCIAL SERVICES ‐ STATE 10 0 0 0 0 10

ELECTIONS ‐ STATE 26 0 0 0 0 26

UNIVERSITY OF MD EXTENSION ‐ STATE 8 0 0 0 0 8

INTERNAL SERVICE FUND 49 0 0 0 0 49

SUBTOTAL 93 0 0 0 0 93


(SHOWN AS FULL TIME EQUIVALENTS)

COMMUNITY COLLEGES 1,751.8 0.0 0.0 0.0 (51.1) 1,700.7

DEPARTMENT OF EDUCATION 15,228.4 0.0 0.0 281.6 0.0 15,510.0

DEPARTMENT OF LIBRARIES 488.9 0.0 0.0 4.3 0.0 493.2

SUBTOTAL 17,469.1 0.0 0.0 285.9 (51.1) 17,703.9

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

FY 2019 AUTHORIZED POSITIONS ‐ ALL FUNDS

Page 9

%

CHANGE

%

CHANGE

FY 1987 FY 1991 FY 1995 FY 2011 FY 2018 FY 2019 FY 18‐19 FY 87‐ 19

GENERAL GOVERNMENT

COUNTY EXECUTIVE 17 19 16 14 14 12

ADMINISTRATIVE OFFICER 21 34 18 23 11 10

OFFICE OF BUDGET & FINANCE 202 225 174 173 121 121

CENTRAL SERVICES 12 15 9 0 0 0

OFFICE OF LAW 37 55 39 30 29 30

DEPARTMENT OF PLANNING 53 66 55 49 44 44

OFFICE OF HUMAN RESOURCES 53 67 59 40 48 48

PERMITS, APPROVALS & INSPECTIONS 194 213 181 188 188 188

PROPERTY MANAGEMENT 332 410 346 381 245 243

COUNTY COUNCIL 30 39 38 37 36 36

COUNTY AUDITOR 9 13 16 19 18 17

BOARD OF APPEALS 10 10 10 10 9 9

OFFICE OF INFORMATION TECHNOLOGY 113 142 120 213 223 225

INTERNAL SERVICE FUNDS 112 88 67 59 49 49

HEALTH AND HUMAN SERVICES

DEPARTMENT OF HEALTH 620 658 525 531 599 599

DEPARTMENT OF SOCIAL SERVICES 53 69 92 214 206 209

DEPARTMENT OF SOCIAL SERVICES ‐ STATE 20 20 18 12 10 10

DEPARTMENT OF AGING 298 372 328 303 238 238

ENVIRON. PROTECTION & SUSTAINABILITY 116 115 114 119 79 79

LOCAL MANAGEMENT BOARD 0 0 0 7 3 4

CULTURE AND LEISURE SERVICES

DEPARTMENT OF RECREATION AND PARKS 187 196 147 196 176 176

DEPT. OF REC. AND PARKS ‐ ENT FUNDS 135 153 168 0 0 0

ORGANIZATIONAL CONTRIBUTIONS 2 4 0 0 0 0

ECONOMIC AND COMMUNITY DEVELOPMENT

ECONOMIC AND WORKFORCE DEVELOPMENT 13 27 17 21 14 15

HOUSING OFFICE 33 41 46 59 60 60

COMMUNITY DEVELOPMENT GRANTS 32 23 17 30 27 27

COMMUNITY CONSERVATION 12 40 12 0 0 0

WORKFORCE DEVELOPMENT 48 54 64 45 46 46

PUBLIC WORKS 1,295 1,389 998 968 956 957

GENERAL GOVERNMENT SUBTOTAL 4,059 4,557 3,694 3,741 3,449 3,452 0.1% ‐15.0%

PUBLIC SAFETY

DEPARTMENT OF CORRECTIONS 201 258 326 473 470 485

EMERGENCY COMMUNICATIONS CENTER 160 185 182 187 193 205

POLICE DEPARTMENT 1,961 2,081 2,060 2,567 2,543 2,557

FIRE DEPARTMENT 1,059 1,206 1,136 1,090 1,076 1,091

PUBLIC SAFETY SUBTOTAL 3,381 3,730 3,704 4,317 4,282 4,338 1.3% 28.3%

STATE MANDATED AGENCIES

CIRCUIT COURT 127 137 138 100 92 92

ORPHANS COURT 4 4 4 5 5 5

BOARD OF ELECTIONS 6 6 6 14 12 12

BOARD OF ELECTIONS ‐ STATE 16 15 15 26 26 26

STATE'S ATTORNEY 64 76 84 124 133 133

COUNTY SHERIFF 66 77 83 104 90 90

LIQUOR BOARD 25 26 25 25 24 24

UNIVERSITY OF MD EXTENSION 3 3 2 2 2 2

UNIVERSITY OF MD EXTENSION ‐ STATE 12 12 12 8 8 8

JUVENILE PROBATIONARY 7 7 0 0 0 0

STATE MANDATED SUBTOTAL 330 363 369 408 392 392 0.0% 18.8%


COMMUNITY COLLEGE 1,642.0 1,835.0 1,697.0 1,974.0 1,751.8 1,700.7

DEPARTMENT OF EDUCATION 10,018.0 10,314.0 10,997.0 14,606.0 15,228.4 15,510.0

DEPARTMENT OF LIBRARIES 487.0 537.0 446.0 458.0 488.9 493.2

EDUCATION SUBTOTAL (FTE) 12,147.0 12,686.0 13,140.0 17,038.0 17,469.1 17,703.9 1.3% 45.7%

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

ORIGINAL POSITION ALLOCATION ‐ ALL FUNDS

REVISED TO REFLECT ORGANIZATIONAL CHANGES

AGENCY

Page 10

FINANCIAL POLICIES AND GUIDELINES

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

OPERATING BUDGET

1. The growth in the General Fund Operating Budget should not exceed the growth in

personal income for Baltimore County. The Spending Affordability Committee's projected growth for FY 2019 is 3.65%.

2. The County will maintain a budgetary control system to ensure adherence to the budget and will prepare midyear reports comparing actual revenues and expenditures to budgeted amounts.

3. The County will emphasize efforts to reduce major cost centers such as health care, utilities, and worker's compensation claims.

4. The County will try to pay for current expenses with current revenues with little reliance on one‐time resources. Current expenses may exceed current revenues in order to fund one‐time items such as appropriations to the Revenue Stabilization Reserve Account (RSRA) or for Capital budget support.

5. The County will maintain a relatively stable level of inflation‐adjusted expenditures per capita.

6. The County will utilize multi‐year forecasts to evaluate the impact of budget decisions.

REVENUE

1. The County will try to maintain a diversified and stable revenue system to shelter it from

short‐term fluctuations in any one revenue source. 2. The County will follow an aggressive policy of collecting revenues. 3. The County will establish user charges and fees at a level related to the full cost of

providing the service. These fees/charges will be reviewed annually.

INVESTMENTS

1. The County will invest public funds in a manner which will provide the highest investment

return with the maximum security while meeting the daily cash flow demands of the County and conforming to all state and local statues governing the investment of public funds.

2. The County's investment officials shall use the "prudent person" standard in the context of managing an overall portfolio, considering the probable safety of their capital as well as the probable income to be derived. The County will not borrow funds for the express purpose of investing those funds.

Page 11

3. The County will diversify its investments by security type and institution. With the exception of U.S. Treasury securities and government agencies; authorized pools and money market funds, no more than 50% of the County's total investment portfolio will be invested in a single security type.

4. To the extent possible, the County will attempt to match investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the County will not directly invest in securities maturing more than one year from the date of purchase. However, the County may collateralize its repurchase agreements using longer investments not to exceed 30 years to maturity. Reserve funds may be invested in securities exceeding one year if the maturity of such investments are made to coincide as nearly as practicable with the expected use of the funds.

5. Regarding suitable investments, the County's investments will conform without exception to Section 17‐101 of the Local Government Article and Section 6‐222 of the State Finance and Procurement Article of the Annotated Code of Maryland.

6. The investment portfolio will be designed to obtain a market average rate of return during budgetary and economic cycles, taking into account the County's investment risk constraints and cash flow needs.

7. The County will maintain a system of adequate internal controls to assure compliance with the investment program policy and procedures. On a regular basis the investment policy will be reviewed by the Director of Budget & Finance and the County Administrative Officer with any modifications made thereto approved by the County Council.

DEBT SERVICE

1. The County will seek to maintain its Triple‐A bond rating by establishing maximum debt

ratios, a limit above which it will not issue additional debt, but would decrease capital spending or increase Pay‐As‐You‐Go (PAYGO) financing, in order to control the future debt service burden.

2. The County will update its debt affordability study each year in conjunction with its capital budget process. The study helps the County monitor its debt position and compliance with debt policies.

3. The County will not use short‐term borrowing to finance operating budget requirements. The County has never issued tax or revenue anticipation notes.

4. The County does not intend to have any fixed rate bond anticipation notes outstanding for a period of longer than two years.

5. The County will maintain a Debt to Full Value ratio in the range of 2.2% to 2.5% Debt to Personal Income ratio in the range of 3.3% to 3.6% and debt per capita in the range of $2,300 to $2,600.

6. The County will maintain a Debt Service to Revenues ratio in the range of 8.5% to 9.5%. 7. The County will ensure that the rapidity of debt repayment on new net tax‐supported

debt does not fall below 25% retired in 5 years and 50% retired in 10 years. The County currently retires 42.6% of net tax‐supported debt, excluding pension funding bonds, in 5 years and 73.8% in 10 years.

Page 12

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

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

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

FUND BALANCE

1. To protect the County from unforeseen emergencies and future economic downturns,

the County took the fiscally prudent step of raising its target level for unreserved General Fund balances. Rather than the long‐term policy level of 5% of the revenue budget, the County will propose an amount equal to 10% of the revenue budget be transferred to the Revenue Stabilization Reserve Account (RSRA) with limited access for withdrawals. The County will produce unreserved General Fund balances in excess of 10% of General Fund revenues each year.

2. The County will ensure that the ratio of fund balance to revenues does not fall to the floor level of 7% for two consecutive years.

3. The County will insure that any unreserved fund balance in excess of the target level of revenues will be retained to provide only short‐term tax stabilization. Excess reserves well above the target level will be eliminated through dedicated one‐time items such as PAYGO contributions in order to reduce the level of programmed borrowing in support of the Capital Budget.

PAYGO Amount PAYGO Amount

Fiscal Year (In Millions) Fiscal Year (In Millions)

1992 $1.1 2006 112.3

1993 1.1 2007 129.9

1994 9.4 2008 146.9

1995 4.4 2009 138.5

1996 1.2 2010 33.1

1997 20.3 2011 2.6

1998 40.4 2012 .6

1999 93.9 2013 12.9

2000 121.6 2014* 67.1

2001 110.3 2015 91.3

2002 65.7 2016 123.3

2003 1.0 2017 127.4

2004 3.0 2018 31.5

2005 45.3 2019 42.1

Page 13

FY2018 Base Spending FY 2018 FY 2019

General Fund Operating Budget Appropriations 1,993,257,862$ 2,056,744,325$

Supplemental Appropriation 3,500,000$ ‐$

Adj. General Fund Operating Budget Appropriation (A) 1,996,757,862$ 2,056,744,325$

Adjustments

Selected Non‐County Funds

Local Matching Funds (7,453,730) (8,170,731)

Capital Related Items

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

Reserve Funds

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

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

Other Adjustments

3% COLA (Phase‐In) (12,677,737) ‐

BCPS State‐Approved One‐Time Costs (11,889,838) (4,228,800)

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

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

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

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

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

Maximum Spending Growth 70,528,176$

Under / (Over) Guideline 20$

FORECAST OF THE SPENDING AFFORDABILITY

FISCAL YEAR 2019 GUIDELINE

Page 14

TAX RATE PER AVERAGE TAX BILL

FISCAL $100 OF RESIDENTIAL ADJUSTED FOR

YEAR ASSESSMENT TAX BILL * INFLATION

1975 $1.605 $413 $413

1989 1.251 1,002 428

1990 1.230 1,062 433

1991 1.183 1,119 433

1992 1.146 1,159 434

1995 1.142 1,296 446

1996 1.142 1,338 448

2003 1.115 1,465 417

2007 1.100 1,772 449

2016 1.100 2,425 537

2017 1.100 2,472 538

2018 1.100 2,538 541

2019 1.100 2,613 544

* Note. These amounts have been adjusted for the Homestead Tax Credit. Although the

Homestead Credit limits the annual growth in assessment of certain homes to 4%, the overall

average tax bill can increase by more than that percentage due to the growth in assessment

on homes which do not qualify for the credit. Beginning in FY 2007, this amount was also

adjusted for the Local Homeowner Tax Credit.

$0

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

AVERAGE RESIDENTIAL TAX BILL FY1975 ‐FY2018

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

Page 15


Page 16

SECTION II

CAPITAL BUDGET

Page 17


Page 18

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Page 21

SCHOOLS FOR OUR FUTURE PROGRAM

New Schools

# CMD Area School Seats

Construct

Net New

Seats

A/C

Seats County FY

Funding

Estimated

Completion

1 1 SW Catonsville ES (Bloomsbury) 705 300 705 FY15/16 AUG 2016

2 1 SW * Relay ES 715 285 285 FY15/16 AUG 2017

3 1 SW * Westowne ES 650 170 650 FY15/16 AUG 2016

4 1 SW * Lansdowne ES 735 422 700 FY16/17 AUG 2018

5 1 SW * Chadwick ES 700 292 292 FY18 AUG 2020

6 4 NW Lyons Mill ES 681 681 681 FY13/14 AUG 2015

7 2 NW * Summit Park ES 700 364 364 FY18/20 AUG 2021

8 2 NW * Bedford ES 700 391 700 FY18/20 AUG 2021

9 3 C Mays Chapel ES 702 702 702 FY12 AUG 2014

10 6 NE * Victory Villa ES 735 409 735 FY16/17 AUG 2018

11 5 NE Joppa Road Site ES 735 735 735 FY16/17 AUG 2018

12 6 NE Ridge Road Site ES 700 700 700 FY18/20 AUG 2020

13 5 NE Nottingham Site MS 1,500 1,500 1,500 FY18/20 AUG 2021

14 7 SE * Berkshire ES 600 172 600 FY18/20 AUG 2020

15 7 SE * Colgate ES 500 181 500 FY18/20 AUG 2020

16 7 SE * Dundalk ES 735 145 735 FY18 AUG 2019

Subtotal 11,793 7,449 10,584

* Schools to be demolished upon replacement for improved operating efficiency and energy savings.

Additions


Construct

Net New

Seats

A/C

Seats County FY

Funding

Estimated

Completion

1 1 SW Westchester ES 193 193 193 FY15/16 AUG 2016

2 4 NW Scotts Branch ES 189 189 189 FY20 AUG 2021

3 2 NW Fort Garrison ES 269 269 269 FY20 AUG 2021

4 4 NW Deer Park ES 249 249 249 FY20 AUG 2021

5 2 NW Pikesville HS 13 13 1,019 FY14/15/16 AUG 2016

6 3 C Sparks ES 194 194 194 FY14 AUG 2015

7 5 C Stoneleigh ES 200 200 700 FY12/13 AUG 2013

8 3 C Hampton ES 200 200 648 FY12 AUG 2013

9 3 C Hereford HS 318 318 1,548 FY12/13 AUG 2015

10 3 C Padonia International ES 264 264 264 FY15 AUG 2018

11 6 NE Red House Run ES 214 214 214 FY20 AUG 2021

12 3 NE Pine Grove MS 300 300 300 FY18/20 AUG 2021

Subtotal 2,603 2,603 5,787

Air Conditioning Initiative


Construct

Net New

Seats

A/C

Seats County FY

Funding

Estimated

Completion of

A/C in

Classrooms

1 1 SW Baltimore Highlands ES 549 FY17 AUG 2017

2 1 SW Edmondson Heights ES 538 FY17 AUG 2017

3 1 SW Arbutus ES (Aging Schools) 405 N/A AUG 2014

4 1 SW Arbutus MS* (Energy Perf Cont) 1,011 N/A AUG 2017

5 1 SW Johnnycake ES 559 FY11 AUG 2012

6 1 SW Riverview ES 572 FY11 AUG 2012

7 4 SW Hebbville ES 540 FY13/14 AUG 2014

8 4 SW Featherbed Lane ES 654 FY14 AUG 2015

9 4 SW Woodmoor ES 631 FY13/14 AUG 2014

10 1 SW Southwest Academy 1,101 FY17 Sup App AUG 2017

11 4 NW Church Lane ES 476 FY17 AUG 2017

12 2 NW Reisterstown ES 450 FY17 AUG 2017

13 2 NW Fort Garrison ES 431 FY13/14 AUG 2014

14 2 NW Sudbrook Magnet MS 1,060 FY13/14 OCT 2015

15 4 NW Scotts Branch ES 511 FY14 APR 2016

Page 22

Air Conditioning Initiative Continued


Construct

Net New

Seats

A/C

Seats County FY

Funding

Estimated

Completion of

A/C in

Classrooms

16 4 NW Randallstown ES 398 FY11 AUG 2012

17 2 NW Old Court MS 983 FY11 AUG 2012

18 2 NW Wellwood ES 455 FY14 AUG 2015

19 2 NW Franklin ES 473 FY13/14 MAY 2015

20 2 NW Franklin MS 1,389 FY17 AUG 2017

21 2 NW Franklin HS 1,647 FY17 Sup App AUG 2018

22 3 C Pot Spring ES 477 FY17 AUG 2017

23 5 C Oakleigh ES 496 FY17 AUG 2017

24 3 C Timonium ES 395 FY13/14 AUG 2015

25 5 C Loch Raven Academy 901 FY11 AUG 2012

26 3 C Ridgely MS 1,070 FY11 AUG 2012

27 6 C Halstead Academy 516 FY15 AUG 2016

28 3 C Lutherville Laboratory (Energy Perf Cont) 407 N/A AUG 2014

29 3 C Carroll Manor ES (Energy Perf Cont) 362 N/A AUG 2014

30 3 C Hereford MS (Aging Schools) 1,123 N/A AUG 2015

31 5 C Dumbarton MS 1,114 FY14 APR 2018

32 5 C Pleasant Plains ES 509 FY16 AUG 2017

33 5 C Villa Cresta ES 637 FY16 AUG 2016

34 5 NE Carney ES 551 FY16 AUG 2016

35 5 NE Joppa View ES 635 FY16 AUG 2016

36 5 NE Chapel Hill ES 636 FY17 AUG 2017

37 6 NE Golden Ring MS 849 FY17 Sup App AUG 2017

38 5 NE Harford Hills ES 323 FY11 AUG 2012

39 6 NE Glenmar ES 371 FY11 AUG 2012

40 6 NE Middle River MS 1,007 FY17 Sup App AUG 2017

41 6 NE Orems ES 313 FY17 AUG 2017

42 6 NE Elmwood ES (Energy Perf Cont) 474 N/A AUG 2014

43 5 NE Seven Oaks (Energy Perf Cont) 428 N/A AUG 2014

44 6 NE Overlea HS 1,230 FY14/15 APR 2017

45 7 NE Stemmers Run MS 1,154 FY17 Sup App AUG 2017

46 6 NE Parkville MS 1,089 FY14 AUG 2015

47 7 NE Middlesex ES 517 FY13/14 AUG 2014

48 5 NE Kingsville ES 349 FY17 AUG 2017

49 7 NE Kenwood HS 1,918 FY17 Sup App DEC 2018

50 6 SE Chase ES 393 FY16 AUG 2016

51 7 SE Middleborough ES 326 FY13/14 MAY 2015

52 7 SE Deep Creek ES 368 FY11 AUG 2012

53 7 SE Norwood ES 521 FY11 AUG 2012

54 7 SE Sussex ES 380 FY13/14 MAY 2015

55 6 SE Hawthorne ES 587 FY14 APR 2016

56 7 SE Grange ES 385 FY17 AUG 2017

57 7 SE Battle Grove ES 377 FY17 AUG 2017

58 7 SE Charlesmont ES 418 FY17 AUG 2017

59 7 SE Bear Creek ES 484 FY17 AUG 2017

Subtotal ‐ ‐ 38,923

High School Initiative


Construct

Net New

Seats

A/C

Seats County FY

Funding

Estimated

Completion of

A/C in

Classrooms

1 1 SW Lansdowne HS 1,420 FY16/17 AUG 2020

2 1 SW Woodlawn HS 2,129 FY16/17 AUG 2019

3 7 SE Patapsco HS Ctr for Arts 1,302 FY16/17 AUG 2019

Subtotal ‐ ‐ 4,851

Schools For Our Future

Seats

Construct

Net New

Seats

A/C

Seats

TOTAL 14,396 10,052 60,145

Page 23

Modifications to the FY 2019 Capital Budget and Program Recommendations of the Baltimore CountyPlanning Board

Under the Baltimore County Charter, Article VII, Section 706(c), the County Executive is required to identifychanges to the Capital Budget recommendations of the Baltimore County Planning Board. Below is a list ofthese changes for the FY 2019 Capital Budget and Program.

(In Thousands)

201P072 - City/county Joint Use Facilities

Recommendation FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

Executive 0 100,000 0 100,000 0 100,000

Planning Board 0 50,000 0 50,000 0 50,000Difference 0 50,000 0 50,000 0 50,000

201P077 - Main Relining, Rehab & Replacement


Executive 25,000 102,800 28,000 99,800 31,000 96,800

Planning Board 0 191,400 0 191,400 0 191,400Difference 25,000 (88,600) 28,000 (91,600) 31,000 (94,600)

Sewer System

203P006 - Towson Fourth Zone


Executive 0 0 0 0 0 18,000

Planning Board 0 0 0 0 0 0Difference 0 0 0 0 0 18,000

203P012 - Pikesville Fourth Zone


Executive 0 17,000 0 0 0 7,000

Planning Board 0 17,000 0 0 0 0Difference 0 0 0 0 0 7,000

203P035 - Misc Distribution System Improvements


Executive 0 10,000 0 10,000 0 15,000

Planning Board 0 10,000 0 10,000 0 10,000Difference 0 0 0 0 0 5,000

203P050 - Construction At Highway Sites


Executive 0 500 0 500 0 2,000

Planning Board 0 500 0 500 0 500Difference 0 0 0 0 0 1,500

Water System

Page 24



(In Thousands)

203P067 - Main Replacement And Rehabilitation


Executive 0 25,000 0 30,000 0 40,000

Planning Board 0 25,000 0 30,000 0 30,000Difference 0 0 0 0 0 10,000

203P071 - City/ County Joint Used Facilities


Executive 0 152,000 0 170,500 0 104,794

Planning Board 0 152,000 0 170,500 0 170,500Difference 0 0 0 0 0 (65,706)

204P007 - Floodplain Studies, Countywide


Executive 200 200 0 200 0 200

Planning Board 0 200 0 200 0 200Difference 200 0 0 0 0 0

204P329 - Acquistion Of Flooded Homes


Executive 975 250 0 250 0 250


Storm Drains

205P002 - Street Rehabilitation


Executive 250 6,134 0 6,134 0 6,134

Planning Board 0 6,134 0 6,134 0 6,134Difference 250 0 0 0 0 0

205P133 - Roadway Resurfacing


Executive 0 32,020 0 22,216 0 23,036

Planning Board 10,000 30,000 0 23,636 0 23,636Difference (10,000) 2,020 0 (1,420) 0 (600)

Streets and Highways

Page 25



(In Thousands)

205P250 - Alley Reconstruction


Executive 903 1,750 0 1,750 0 1,750


205P376 - Campbell Boulevard


Executive 4,300 0 0 0 0 0

Planning Board 0 0 0 0 0 0Difference 4,300 0 0 0 0 0

207P002 - Minor Bridge Repair


Executive 0 5,955 0 6,335 0 6,375

Planning Board 0 6,375 0 6,375 0 6,375Difference 0 (420) 0 (40) 0 0

207P220 - Bridge Inspection Program


Executive 0 1,500 0 1,600 0 1,400


207P237 - Brdg 140 - Piney Grove Rd


Executive 0 0 0 0 0 3,000

Planning Board 0 3,000 0 0 0 0Difference 0 (3,000) 0 0 0 3,000

207P271 - Bridge No. 425 - Warren Road


Executive 0 400 0 0 0 0


Bridges, Culverts and Grade Separations

Page 26



(In Thousands)

207P279 - Bridge No. 113 Lansdowne Boulevard


Executive 0 0 0 2,300 0 0

Planning Board 0 2,300 0 0 0 0Difference 0 (2,300) 0 2,300 0 0

207P281 - Bridge No. B-0132 Rossville Boulevard


Executive 0 0 0 4,800 0 0

Planning Board 0 4,800 0 0 0 0Difference 0 (4,800) 0 4,800 0 0

208P010 - Eastern Sanitary Landfill


Executive 0 7,216 0 900 0 900

Planning Board 0 1,016 0 900 0 900Difference 0 6,200 0 0 0 0

Refuse Disposal

209P106 - Power Plant Modernization - All


Executive 4,118 750 0 5,000 0 2,675

Planning Board 2,618 750 0 5,000 0 2,675Difference 1,500 0 0 0 0 0

Community College

210P036 - New Buildings, Repair, Renovations, Minor Addns


Executive 10,300 16,802 0 17,750 0 17,750

Planning Board 0 16,802 0 17,750 0 17,750Difference 10,300 0 0 0 0 0

210P601 - Library Capital Maint & Renov.


Executive 400 1,950 0 1,950 0 1,950


General Government Buildings

Page 27



(In Thousands)

212P016 - Neighborspace


Executive 100 75 0 75 0 75


212P302 - Athletic Field Construction/renovation


Executive 6,750 900 0 900 0 900

Planning Board 3,400 900 0 900 0 900Difference 3,350 0 0 0 0 0

212P307 - Community/neighborhood Park Dvlpmnt


Executive 1,000 2,750 0 2,750 0 2,750


212P601 - Park & Recreation Facility Acquisition


Executive 4,125 2,100 0 2,100 0 2,100

Planning Board 4,050 2,100 0 2,100 0 2,100Difference 75 0 0 0 0 0

Parks, Preservation and Greenways

213P141 - Ne Area Middle School


Executive 0 103,557 0 0 0 0


213P200 - High Schools New, Systemic Renov., Mods. And Addns.


Executive 0 0 0 55,000 0 55,000

Planning Board 0 30,000 0 55,000 0 55,000Difference 0 (30,000) 0 0 0 0

Schools

Page 28



(In Thousands)

213P203 - Sw Area New Construction, Additions And Renovations


Executive 0 23,000 0 0 0 0

Planning Board 0 0 0 0 0 0Difference 0 23,000 0 0 0 0

213P204 - Nw Area New Construction, Additions, And Renovations


Executive 0 97,950 0 0 0 0


213P207 - Ne Area New Construction, Additions, And Renovations


Executive 0 44,640 0 0 0 0


213P208 - Se Area New Construction, Additions, And Renovations


Executive 0 98,770 0 0 0 0


213P665 - Major Maintenance


Executive 0 40,600 0 123,000 0 123,000

Planning Board 0 10,600 0 123,000 0 123,000Difference 0 30,000 0 0 0 0

221P400 - Stormwater - Restoration And Retrofit


Executive 1,488 7,000 0 7,000 0 7,000


Waterway Improvement Fund

Page 29



(In Thousands)

221P401 - Stormwater - Planning & Monitoring


Executive 500 500 0 500 0 500


Page 30

GENERAL FUND CONTRIBUTION TO THE CAPITAL BUDGET

The FY 2019 Operating Budget includes General Fund contributions to the Capital Budget in programs entitled''Contribution to Capital Budget''. The FY 2019 Capital Budget includes the following contributions:

General Government Buildings 210P018 Enhanced Productivity Thru Technology $6,201,640

General Government Buildings 210P036 New Buildings, Repair, Renovations, Minor Addns $10,000,000

General Government Buildings 210P069 Revenue Authority Parking Garage Capital Maintenance $1,000,000$17,201,640

Parks, Preservation And Greenways 212P302 Athletic Field Construction/renovation $2,500,000$2,500,000

Community Improvements 218P035 Economic Develop Financing Fund $19,836,192$19,836,192

Fire Department Buildings 220P045 Volunteer Fire Co Grant Fund $1,000,000$1,000,000

CLASS OF PROJECTSPROJECTNUMBER PROJECT TITLE AMOUNT

001-058-5801 Contribution to Capital Budget $40,537,832

TOTAL $40,537,832

Total Contribution to the Capital Budget: $40,537,832

Page 31

PAYGO CONTRIBUTION TO THE CAPITAL BUDGET

Beginning in FY14, Pay-As-You-Go (PAYGO) funds is defined to include funding provided to the Capital Budget from a varietyof sources which would offset the need to issue debt. The FY 2019 Capital Budget includes Pay-As-You-Go (PAYGO) from thefollowing sources:

General Government Buildings 210P018 Enhanced Productivity Thru Technology $6,201,640General Government Buildings 210P036 New Buildings, Repair, Renovations, Minor Addns $10,000,000General Government Buildings 210P069 Revenue Authority Parking Garage Capital Maintenance $1,000,000

$17,201,640

Parks, Preservation And Greenways 212P016 Neighborspace $100,000Parks, Preservation And Greenways 212P302 Athletic Field Construction/renovation $2,500,000

$2,600,000

Community Improvements 218P035 Economic Develop Financing Fund $19,836,192$19,836,192

Fire Department Buildings 220P045 Volunteer Fire Co Grant Fund $1,000,000$1,000,000

Waterway Improvement Fund 221P400 Stormwater - Restoration And Retrofit $1,488,035$1,488,035

CLASS OF PROJECTS NUMBER PROJECT TITLE AMOUNT

40,537,832 Contributions to Capital Budget 001-058-5801

1,488,035 Transferred from Stormwater Fees

100,000 Local Open Space Waiver Fees

Total Contribution to the Capital Budget: $42,125,867

Page 32

BALTIMORE COUNTY, MARYLANDFY 2019 CAPITAL BUDGET SUMMARY

DISTRIBUTION OF GENERAL OBLIGATION BOND FUNDS

Bonds are borrowed funds. ''General Obligation'' means that the redemption of bonds and payment ofinterest is guaranteed by the full faith and credit and unlimited taxing power of the County. Beforethese bonds may be issued, they must be approved at a referendum held in each election year,approved by the County Council as a funding source in the budget year and further approved at thetime of actual issuance by a bond ordinance. Bonds are the primary source of capital funding for non-Metropolitan District projects.

REFERENDUM ELECTION DATE: November 6, 2018 for inclusion in FY2020

FUND FUND NAME CLASS CLASS NAME AMOUNT

210 Public Works 204 Storm Drains $5,650,000

210 Public Works 205 Streets And Highways $58,179,000

210 Public Works 207Bridges, Culverts AndGrade Separations $4,555,000

$68,384,000

246 Refuse Disposal 208 Refuse Disposal $8,816,000

209 Community Colleges 209 Community College $15,000,000

241 General Government Buildings 210General GovernmentBuildings $47,000,000

242 Recreation and Parks 212Parks, Preservation AndGreenways $4,000,000

211 Schools 213 Schools $335,517,000

248 Land Preservation 217 Land Preservation $2,000,000

249 Community Improvements 218 Community Improvements $1,000,000

247 Waterway Improvement Program 221Waterway ImprovementFund $10,000,000

TOTAL GENERAL OBLIGATION BONDS: $491,717,000

Page 33


Page 34

SECTION III

EXHIBITS

Page 35


Page 36

EXH

IBIT

"A

"A

SSES

SAB

LE B

ASI

S A

ND

EST

IMA

TED

CO

LLEC

TIO

NR

EAL

AN

D P

ERSO

NA

L PR

OPE

RTY

Assessab

le Basis

Real @

$1.10 &

Personal @

$2.75

Assessab

le Basis

Real @

$1.10 &

Personal @

$2.75

Assessab

le Basis

Real @

$1.10 &

Personal @

$2.75

REA

L PROPER

TY

Annual Assessm

ent

78,471,382,091

863,185,203

81,051,138,455

891,562,523

83,725,672,727

920,982,400

New

Construction Subject to

Three Quarter Year Taxation

157,981,364

1,737,795

157,981,364

1,737,795

75,000,000

825,000

Half Year Taxation

57,370,818

631,079

79,680,818

876,489

75,000,000

825,000

One Quarter Year Taxation

32,974,727

362,722

20,000,000

220,000

25,000,000

275,000

TOTA

L ‐ Real Property

78,719,709,000

865,916,799

81,308,800,636

894,396,807

83,900,672,727

922,907,400

PER

SONAL PROPER

TY

Unincorporated Business

61,023,164

1,678,137

61,728,655

1,697,538

62,345,455

1,714,500

Railroads

17,946,764

493,536

15,007,018

412,693

15,098,182

415,200

Public Utilities

1,405,467,345

38,650,352

1,515,466,000

41,675,315

1,545,774,545

42,508,800

Ordinary Business Corporation

1,848,901,091

50,844,780

1,820,242,364

50,056,665

1,838,436,364

50,557,000

TOTA

L ‐ Personal Property

3,333,338,364

91,666,805

3,412,444,036

93,842,211

3,461,654,545

95,195,500

82,053,047,364

957,583,604

84,721,244,673

988,239,018

87,362,327,273

1,018,102,900

*Estimated

Yield from a one cent tax on real property and 2.5 cen

ts on personal property ‐ $8,414,989

FISCAL YEA

R 2017

FISCAL YEA

R 2018

FISCAL YEA

R 2019

TOTA

L ‐ REA

L & PER

SONAL

Page 37

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TEM

ENT

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AL

DEB

T LI

MIT

Gen

eral

obl

igat

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inde

bted

ness

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he C

ount

y is

sued

pur

suan

t to

"ful

l fai

th a

nd c

redi

t" a

utho

rity

gran

ted

unde

r A

rtic

le V

II, S

ectio

n 71

7 of

the

Bal

timor

e C

ount

y C

hart

er m

ay n

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xcee

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% o

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ass

esse

d va

lue

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ll re

al a

nd p

erso

nal p

rope

rty

subj

ect t

o as

sess

men

t for

unl

imite

d ta

xatio

n by

the

Cou

nty.

Page 78

EXH

IBIT

"E"

STA

TEM

ENT

OF

MET

RO

POLI

TAN

DIS

TRIC

T D

EBT

OU

TSTA

ND

ING

AS

OF

JUN

E 30

, 20

14A

S O

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NE

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2015

AS

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)

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ater

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Rev

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m D

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icle

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timo

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ode

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in th

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Page 79

EXH

IBIT

''F'

'FY

201

9 G

OVE

RN

MEN

T-W

IDE

SUM

MA

RY

OF

FUN

DS

OPE

RA

TIN

G B

UD

GET

ENTE

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ISE

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VER

NM

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E TO

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GEN

ERA

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GR

AN

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DG

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MET

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Page 80

EXH

IBIT

''F'

'FY

201

9 G

OVE

RN

MEN

T-W

IDE

SUM

MA

RY

OF

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DS

OPE

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G B

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**

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DG

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ive

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whi

ch d

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s co

ffers

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lthou

gh th

ese

fund

s ar

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ropr

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d, th

e C

ount

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ust a

ppro

ve th

ese

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ls.

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pris

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nds

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supp

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g bu

sine

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ke a

ctiv

ities

. Th

ese

fund

s ar

e no

t app

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iate

d, b

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re p

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her

e fo

r inf

orm

atio

n pu

rpos

es o

nly.

Page 81

EXH

IBIT

"G

"A

NA

LYSI

S O

F C

HA

NG

ES IN

UN

APP

RO

PRIA

TED

FU

ND

BA

LAN

CE

NO

N G

ENER

AL

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D G

OVE

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MEN

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FOR

FIS

CA

L YE

AR

S 20

17 2

018

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ance

At

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1Es

timat

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Rev

enu e

Estim

ated

Ex

pend

iture

s

Estim

ated

Tr

ansf

ers

To

Oth

er F

unds

Res

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Fund

s

Estim

ated

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ce a

s of

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0

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R L

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50,0

00)

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2019

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& G

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2019

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IC D

EV

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PM

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UN

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FY

2018

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29)

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317,

745)

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UN

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2019

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02,0

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(25,

000,

000)

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OL

FO

OD

SE

RV

ICE

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ND

FY

2018

31,8

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7750

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(50,

515,

270)

31,8

86,7

77F

Y20

1931

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49,5

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9,74

9,53

1)31

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LLE

GE

BO

OK

ST

OR

E F

UN

DF

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180

7,55

6,53

3(7

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)0

FY

2019

052

5,20

0(5

25,2

00)

0

Rev

enue

of t

he G

ifts

& G

rant

s F

und

is r

ecog

nize

d w

hen

the

qual

ifyin

g ex

pend

iture

s ha

ve b

een

incu

rred

and

all

othe

r gr

ant r

equi

rem

ents

hav

e be

en m

et.

In th

is

pres

enta

tion,

the

fund

bal

ance

s ha

ve a

n an

nual

end

ing

bala

nce

of z

ero.

(A)

The

Hou

sing

Affo

rdab

ility

Acc

ount

and

the

Hou

sing

Mod

ifica

tion

Acc

ount

are

fund

ed w

ithin

the

Eco

nom

ic D

evel

opm

ent F

und.

Mon

ies

for

Hou

sing

are

not

bei

ng

tran

sfer

red

to a

noth

er F

und,

but

inst

ead

are

rest

ricte

d/en

cum

bere

d w

ithin

the

Fun

d.

Page 82

FY2018 Estim

ate

FY2019 Budget

Gen

eral Fund Balance, June 30

Available for Curren

t Year Operations

109,334,047

101,438,779

Estimated

Reven

ues

Reven

ue Estimate Per Revised

Budget

1,989,954,355

2,072,118,660

Estimated

Reven

ue Surplus (Shortfall)

‐22,698,346

Estimate Total Reven

ues

1,967,256,009

2,072,118,660

Add: Prior Year Liquidations & Reserve Adjustmen

ts1,644,479

0

Ded

uct:

Appropriations

Amen

ded

Appropriations (A)

‐1,996,757,862

‐2,056,744,325

Plus: Estim

ated

Unexpen

ded

Appropriations

20,100,000

Estimated

Total Expen

se‐1,976,657,862

‐2,056,744,325

Operational Surplus

101,576,673

116,813,114

Released PAYG

O

Surplus Transferred to Reven

ue Stabilization Reserve Account*

‐137,894

‐107,714,148

Gen

eral Fund Unappropriated

Balance (Available for Next Year's Operations)

101,438,779

9,098,966

Reven

ue Stabilization Reserve Account (RSRA) Balance at 6/30

99,359,824

99,497,718

Investmen

t Income Credited

to the RSRA Account*

137,894

3,473,147

Transfer to RSRA Account to Gen

erate 10% Balance

104,241,001

Projected

RSRA Ending Balance

99,497,718

207,211,866

Total Ending Balan

ce, Including Unap

propriated Balan

ce200,936,497

216,310,832

Balance as Percent of Estimated

Total Reven

ues

10.2%

10.4%

Stabilization Reserve Percentage

5.0%

10.0%

(A) Th

e FY2019 Budget includes $1,000,000 in

Contingency Reserve and $40,537,832 in

Capital Curren

t Expen

se.

The General Fund Unap

propriated Balan

ceis the total funds available for next year's operations after adjusting for budget year appropriations and funds

transferred to the Reven

ue Stabilization Reserve Account.

The Revenue Stabilization Reserve Account is established

within the General Fund balance as a hed

ge against m

ajor revenue shortfalls or other fiscal

emergencies and is equal to 10% of budgeted reven

ues.

The To

tal Ending Balan

ce, Including Unap

propriated Balan

ceis the Gen

eral Fund Unappropriated

Balance and the Reven

ue Stabilization Reserve Account

combined

. This amount represents surplus funding available throughout Fiscal Year 2018 and therefore serves the purpose of unexpen

ded

and

unappropriated

funds set aside as specified for contingencies in

Article 712 of the Baltimore County Charter.

EXHIBIT "H"

PRELIM

INARY UNAPPROPRIATED FUND BALANCE OF TH

E GEN

ERAL FU

ND

FISCAL YEARS 2018 and 2019

Page 83

EXH

IBIT

''I''

FY 2

019

GO

VER

NM

ENT-

WID

E B

UD

GET

SU

MM

AR

YO

BJE

CTS

OF

EXPE

ND

ITU

RE

EXPE

ND

ITU

RE

OB

JEC

TFY

201

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CTU

ALS

FY 2

018

AD

JA

PPR

OPR

IATI

ON

FY 2

019

BU

DG

ET

01- P

ER

SO

NN

EL

SE

RV

ICE

S1,

571,

981,

374

1,67

5,03

6,68

71,

721,

762,

130

02 -

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EA

GE

& T

RA

VE

L6,

400,

070

6,71

6,63

26,

900,

905

03 -

CO

NTR

AC

TUA

L S

ER

VIC

ES

539,

748,

014

546,

831,

654

553,

681,

170

04 -

RE

NTS

& U

TILI

TIE

S14

2,46

3,85

415

5,87

7,98

516

4,01

2,86

2

05 -

SU

PP

LIE

S &

MA

TER

IALS

111,

608,

503

118,

846,

267

112,

255,

932

07 -

GR

AN

TS, S

UB

SID

IES

& C

ON

TRIB

UTI

ON

S55

6,11

5,00

748

8,72

8,75

152

4,17

2,89

3

08 -

OTH

ER

CH

AR

GE

S15

1,03

9,82

617

1,98

8,50

518

2,90

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8

09 -

LAN

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UIL

DIN

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, & O

THE

R IM

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OV

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TS69

,651

,847

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,619

12 -

INTE

RE

ST

PA

YM

EN

TS25

8,68

1,12

926

9,23

3,95

028

6,75

8,46

1

TOTA

L EX

PEN

DIT

UR

ES3,

407,

689,

624

3,48

8,00

2,63

33,

617,

071,

020

GE

NE

RA

L FU

ND

S2,

023,

419,

262

1,99

6,75

7,86

22,

056,

744,

325

OTH

ER

FU

ND

S1,

384,

270,

362

1,49

1,24

4,77

11,

560,

326,

695

TOTA

L EX

PEN

DIT

UR

ES3,

407,

689,

624

3,48

8,00

2,63

33,

617,

071,

020

Page 84

GLOSSARY Accrual Basis A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Agency A department or principal office of the County Government such as the Police Department or the Office of Law; or a board, institution, commission or other governmental unit receiving County funding such as the University of Maryland Cooperative Extension. Appropriation A legislative authorization by the County Council to spend up to a specified dollar amount for an approved project or program during any given fiscal period. Expenditures of non‐County funds received directly by component units must be authorized by the County Council but are not appropriated because they do not pass through the County treasury. Assessable Base The total value of real and personal property in the County for the purposes of taxation. It is not the market value of the property. The State Department of Assessments and Taxation determines the assessable base. Authorized Positions Employee positions included in the adopted budget that can be filled during the fiscal year. Balanced Budget The Laws of the State of Maryland require all local governments to adopt an annual budget that is in balance. A budget is balanced if the projected expenditures do not exceed the resources available to pay for those expenditures. The resources may include current year revenues, as well as monies available from Fund Balance. Bond An interest‐bearing certificate of indebtedness sold by the County as a means of borrowing funds. The bond promises payment of the original investment plus interest by a specified date or dates in the future. A General Obligation (G.O.) bond is a type of bond that is backed by the full faith, credit and taxing power of the government. Bonds typically involve long‐term indebtedness to pay for capital projects. Bond Rating A valuation of the ability of a government agency to repay its debt on schedule. Bond ratings are issued by private rating agencies based on factors such as the amount of debt incurred and the economic and demographic characteristics of the borrowing government. The higher the rating, the lower the cost of selling bonds. The 3 major rating agencies, Fitch, Standard & Poor's, and Moody's, have given Baltimore County bonds the highest “Triple A” rating.

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Budget A plan for coordinating income and expenses during a given fiscal year. State law and the County's Charter require that the County's budget be in balance, i.e., total expenditures cannot exceed total funding. Budgetary Basis This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Baltimore County’s basis is modified accrual. Bureau An organizational unit within a department or office that comprises more than one program. The activities of a bureau are so self‐contained that it could function as a separate department. The Department of Public Works is an example of a department that contains bureaus. Capital Budget The plan of the County to receive and expend funds for capital projects active during the first fiscal year of the Capital Improvement Program. The Capital Budget is financed by bonds, grants, and developer funds and by contributions from the County General Fund. Capital Improvement Program (CIP) A six‐year plan for the provision of the County's long‐term facility and infrastructure needs (buildings, roads, parks and other elements of the Capital plant). The plan, which is updated biennially, schedules by fiscal year the proposed capital construction phases and related expenditure and financing needs expected to occur during the six‐year period. It is integral to the County's financial plan and is the basis for bond issuance. The funding of projects in the five years beyond the Capital Budget Year is not appropriated and therefore is subject to change with each new Budget Year. Capital Project Major construction, acquisition, or renovation activities, which add value to a government’s physical assets or significantly increase their useful life. Projects are also called capital improvements or capital expenditures. Collective Bargaining Agreement A legal contract between the employer and a verified representative of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, working conditions, salary, fringe benefits, and matters affecting health and safety of employees). Component Units Legally separate organizations for which the elected officials of the primary government are financially accountable. In addition, the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity’s financial statements to be misleading or incomplete. The Baltimore County Public Schools, the Baltimore County Public Libraries, and the Community College of Baltimore County are component units of Baltimore County government.

Page 86

Constant Dollars The real value of goods and services after adjustment for inflation. This adjustment is made so that comparisons of price levels in different years may be done more equitably. Contingency Reserves Monies budgeted for unanticipated expenses or emergencies that may arise during a fiscal year. As set forth in the County Charter, general fund contingencies cannot exceed 3 percent of the budget. Cost‐Of‐Living‐Adjustment (COLA) General increase in employee salary scales that may be given during a fiscal year. Current Dollars Unlike Constant Dollars, price levels used in comparisons have not been adjusted to remove the effects of inflation. Debt Service The annual requirement to finance the County's outstanding indebtedness incurred in support of the Capital Improvement Program. It includes both the periodic payment of interest and the redemption of principal. Deficit The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Economic Stabilization Cash reserve account that does not lapse at the end of each fiscal year. Instead, surplus revenues at the end of any year will accrue in this account until the total in the account reaches 5% of the current year's General Fund Revenues. After reaching that 5% cap, additional payments into the account can only be made with the approval of the County Executive and County Council, however, interest can accrue to this account. Funds can be removed from this account only in the event of an operating deficit at the end of a fiscal year or with the approval of the County Executive and a majority plus one of the County Council. Enterprise Fund An Enterprise fund is used to account for operations that are financed and operated in a manner similar to private business enterprises ‐ where the intent of the County is that the costs of providing services to the general public be financed through user charges. The Metropolitan District Watershed Sewer Fund, the Community College book store, food services, and child care centers are examples of such a fund. Enterprise Funds are not appropriated in the Operating Budget, but are included in the Government‐wide Operating Funds. Expenditure / Expense An expenditure is a payment of cash on the transfer of property or services. An expense is a charge incurred, whether paid immediately or unpaid.

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Fiscal Year Year running from July 1 through June 30, designated by the calendar year in which it ends. This constitutes the County's annual financial operating cycle. Fixed Assets Assets of long‐term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Fringe (or Employee) Benefits Contributions made by a government to meet its commitments or obligations for Social Security, and the various retirement, medical and insurance plans. Full Faith and Credit A pledge of a government’s taxing power to repay debt obligations. Full‐time Equivalent Positions (FTE) A part‐time position converted to the decimal equivalent of a full‐time position. For example, a part‐time secretary working for 28 hours of a normal 35‐hour workweek would be equivalent to .8 of a full‐time position. Function A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., public safety). Fund A separate budget/accounting grouping with its own revenues and appropriations. The general fund, for example, covers most of the daily operations of the County agencies and is funded by a variety of taxes and other revenues. Fund Balance The account which serves the function of the owner's equity account in profit‐seeking entities. An available balance in this account is the cumulative result of actual revenues exceeding expenditures over time. Bond rating agencies use Fund Balance levels as a means of evaluating a government's ability to cover unanticipated shortfalls in revenue projections or emergency expenditures that arise during the year. One measure of the sufficiency of Fund Balance is the ratio of the Unreserved Fund Balance at the end of a fiscal year and the total amount of revenues raised during that fiscal year. Many credit analysts feel that a Triple A rated county should have an ending fund balance (including funds in the Economic Stabilization account) that is at least 5% of budget. The FY2019 budget will be increasing the ending fund balance to at least 10%. The Unreserved Fund Balance, as shown in Exhibit H, continues to reflects the traditional term for those net financial resources that are generally liquid and available for expending. When compared to the new classifications of fund balance promulgated in Statement 54 of the Government Accounting Standards Board, the Unreserved Fund Balance shown on Exhibit H would be equivalent to a portion (Designated for Subsequent Years Expenditures) of the Assigned Classification of Fund Balance plus the Unassigned Classification of Fund Balance. The Unassigned Classification would include Baltimore County's Revenue Stabilization Account and the Undesignated funds.

Page 88

General Fund The primary operating fund of the County, used to account for all County revenues not designated for a special purpose. All local tax dollars are channeled into the General Fund, which supports most general purpose County government services and day‐to‐day operations, including police, fire, and education. General Government The function of government comprised of the central administrative offices such as: Executive, County Council, Budget & Finance, Law, Human Resources, Information Technology, Planning, Permits, Approvals & Inspections, and Vehicle Operations. Governmental Fund A broad category of funds used by State and local governments that include, but are not limited to, general funds, special funds, and capital funds. Intergovernmental Revenue Funds received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. Internal Service Funds Internal Service Funds are used to finance, administer, and account for the provision of goods or services by one agency for other agencies within the County government on a cost reimbursement basis (for instance, vehicle maintenance or printing services). These funds do not have a separate appropriation in the Operating Budget. Line Agencies Agencies designated to serve the public in certain specific functions and report to the County Administrative Officer. Managing For Results (MFR) MFR is the County’s new strategic planning process that emphasizes achieving measurable results by setting organizational goals and deploying resources based on desired program outcomes. Maintenance of Effort In order to qualify for increased State Aid, Maryland counties must maintain the same level of local funding support to the Public Schools and to the Community College as it provided in the prior fiscal year. For the Public Schools, this level of support is measured on a per student full‐time equivalent basis. For the Community College, this level of support is measured on a total dollars basis. Debt services and contributions to the capital budget are not included in these calculations. Metropolitan District This sewer and water operating district was created as a separate and financially self‐supporting entity under the jurisdiction of the County to supply water and to provide sewerage and drainage systems to residents of the County living within certain prescribed areas. The water system is actually an extension of the Baltimore City system, which draws water from County reservoirs, treats

Page 89

the water, and then returns it to County residents at cost. The Metropolitan District, which lies within the Urban Rural Demarcation Line, is expanded from time to time. Modified Accrual The basis of accounting under which revenues are recognized when they become susceptible to accrual, that is, when they become both measurable and available to finance expenditures of the fiscal period. Expenditures are generally recorded at the time liabilities are incurred. Non County Funds Certain agencies (e.g., Board of Education) receive direct funding from outside of Baltimore County government. While these funds are identified in preparing the County's total operating budget, these monies never pass through the County's Treasury. Authority to spend the funds requires County Council approval. Non‐Departmental Budgetary unit established to record expenditures not related to the government services of an individual department. These units consist of Debt Service, Retirement Contributions, Insurance Contributions, Contribution to the Capital Budget, Local Share Matches to Grants, and the Reserve for Contingencies. Object Class Each program's budget is divided into major groupings of expenditures (object classes) on the basis of goods or services purchased (e.g., personal services, supplies and materials, additional equipment, etc.). Object Line Each object class is further divided into specific items of expense. Supplies and Materials may be divided into items such as Office Supplies, Operational Supplies, Uniforms, and Motor Fuel. Operating Agencies Agencies which provide direct service to the public. Operating Budget The Annual budget that supports the day‐to‐day operations of County agencies for a single fiscal year. The Operating Budget includes all services and programs planned, as well as their expenditure requirements and revenue estimates to support the stated level of activity. The operating budget may be divided into two parts: the General Fund Budget and the Special Fund Budget. Other Post Employment Benefits (OPEB) In June 2004, the Governmental Accounting Standards Board (GASB) issued its formal Statement No. 45 – Accounting and Financial Reporting for Employers for Post‐employment Benefits Other Than Pensions. This Statement established requirements that standardize the methods used to account for non‐pension post‐employment benefits, commonly referred to as “other post‐employment benefits” or “OPEB”. In order to implement these changes, governments must quantify and recognize the cost of OPEB attributable to former and current employees. The County must implement this standard for its fiscal year beginning July 1, 2007.

Page 90

Pay‐As‐You‐Go Basis (PAYGO) A term used to describe a financial policy by which capital projects are financed from current revenue in the operating budget rather than through borrowing. Effective FY 2014, these include general funds, certain storm water fee revenue, agricultural preservation tax revenue, storm water and reforestation waiver fees, and LOS waiver fees. Performance Measures Demand, Output, Result, Efficiency measures are the system of customer‐focused indicators that lets an organization know if it is meeting the components of its strategic plan, i.e., its mission, issues, and results. Personnel Services Expenditures for salaries or wages of a government’s employees. In some governments, but not Baltimore County, personnel services would include fringe benefits. Program The County Charter requires that the budget be appropriated by program. A program may encompass an entire agency (e.g., County Auditor) or it may be a sub‐unit, within an agency, with its own appropriation. Animal Control is a program within the Department of Health. Refuse Collection is a program within the Bureau of Solid Waste Management within the Department of Public Works. Local Shares is an example of a non‐departmental program that receives its own appropriation. Regression Analysis Regression analysis is the process of producing estimates of a revenue source's future yield by determining the statistical, linear relationship between one or more independent variables (e.g., mortgage interest rates) and one dependent variable (e.g., transfer tax revenues) and using the regression equation to produce the estimates. Resources Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenue Sources of income financing the operations of government. Revenue Stabilization Reserve Account An account established within the General Fund balance as a hedge against major revenue shortfalls or other fiscal emergencies and is equal to 5% of budgeted revenues. The FY2019 budget will be increasing the general fund balance to 10%. Special Funds A fund established to account for special taxes or other revenues required by law or contractual agreement to be used only for specified purposes and which therefore must be kept separate from other County monies. The Health Department's Special Supplemental Food Program for Women, Infants & Children (WIC) is an example of an activity supported by special funds.

Page 91

Spending Affordability Committee (SAC) The Spending Affordability Committee, composed of three Council members and two at‐ large members, submits its recommendations to the County Council and County Executive by February 15 of each year. These recommendations are meant to limit spending such that the cost of government services does not grow at a faster pace than the growth in the County’s economy as measured by the growth in personal income of County citizens. This reporting date allows the Executive time to consider the Committee's recommendations before his formal presentation of the proposed budget to the Council on or before April 16 each year. These recommendations are advisory in nature and do not prohibit the Executive from proposing a budget with a greater level of funding. Staff Agencies Agencies to perform a specific governmental function to assist line agencies in serving the public. Staff agencies report to the County Administrative Officer. State Mandated In Maryland, local governments are required to fund the operational costs of several state‐related agencies. These agencies operate in accordance with State law with little local control. Some of the agencies reflect the activities of an elected official whose position is established in the Maryland constitution and therefore beyond the direct control of the County Executive and County Council. Stormwater Management Fund Fees paid by County property owners related to addressing federal mandated storm water requirements are deposited into this fund. All monies generated by the Stormwater Remediation Fee are deposited into this fund. Taxes Compulsory charges levied by a government for financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as assessments. Tax Year For Income Tax purposes, the Tax Year is the same as the calendar year. For Real Property Taxes and all other taxes, the tax year is the same as the fiscal year, i.e., the 12‐month period beginning July 1st. TIF (Tax Increment Financing) Tax increment financing (TIF) is a financing tool that allows a government to capture new tax revenues generated within a designated area (special tax district) and to reinvest these revenues for development within that area. This outcome is achieved by designating revenues generated above a pre‐development base level of tax revenue to a separate fund. The money in the fund is applied to costs of infrastructure and other improvements that advance the development’s goals. Trend Analysis Trend or Time series revenue forecasting is the process of producing estimates of a revenue source's future yield based on a set of historical data that occurred over an extended period of time (e.g., 15

Page 92

or more time periods). Based on its history, it may be assumed that the revenue may grow by a similar percent in a future period. Unreserved Fund Balance The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. Urban Rural Demarcation Line (URDL) The urban areas of the county were those that have or would receive public water and sewer infrastructure, and therefore would accommodate development, including employment, retail, and residential uses. In the rural areas, reliance on private well and septic systems would limit the amount of development that could be accommodated, and thereby help ensure the area’s continued use for agricultural and natural resource protection and low‐density rural residential uses. User Charges The payment of a fee for direct receipt of a public service by the party who benefits from the service. Valuation Interest Rate The assumed rate of return on asset values used in the actuary’s valuation report to project earnings of the system. Zero‐Based Budgeting ZBB is a program‐based budgeting approach that seeks to avoid incremental decision‐making. Each program or activity is broken into service packages and must be justified as cost effective in its own right.

Page 93

BCPL Baltimore County Public LibraryBCPS Baltimore County Public SchoolsCAFR Comprehensive Annual Financial Report

FREQUENTLY USED ACRONYMS

CCBC Community College of Baltimore CountyCIP Capital Improvement ProgramCOLA Cost of Living AdjustmentCY Calendar YearERS Employees Retirement SystemFTE Full‐Time EquivalentFY Fiscal YearFY Fiscal YearG.O. Bond General Obligation BondGAAP Generally Accepted Accounting PrinciplesGASB Governmental Accounting Standards BoardGFOA Government Finance Officers AssociationMARC Maximum Allowable Request CeilingMFR Managing For ResultsMOE Maintenance of EffortOPEB Other Post Employment BenefitsPAYGO Pay‐As‐You‐GoRSRA Revenue Stabilization Reserve AccountSAC Spending Affordability CommitteeSAT Scholastic Aptitude TestTIF Tax Increment FinancingTIF Tax Increment FinancingURDL Urban Rural Demarcation LineWIC Women, Infants & Children

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