FY 2020 Proposed Budget Department Presentations Presented by - - PowerPoint PPT Presentation

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FY 2020 Proposed Budget Department Presentations

Presented by County Staff May 23, 2019

Agenda

11:00 am – 12:00 pm

• Health & Human Services

– Department of Health & Environment – Human Services – Mental Health – Developmental Supports

1:00 pm – 4:00 pm

• Leadership and Support Services

– BOCC/Audit, Budget, County Manager’s Office, Department of Technology & Innovation, Human Resources, Legal, Treasury & Financial Mgmt./Risk Mgmt., Facilities/Fleet

• Records and Taxation

– Motor Vehicle – Appraiser – Records & Tax Administration – Elections

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HEALTH & HUMAN SERVICES

May 23, 2019

Health & Human Services Challenges and Accomplishments

• Dependency on outside funding sources continue to

challenge service delivery

– KanCare, HUD, Older Americans & Senior Care Acts

• Medical Examiner operations plan is underway
• Community Engagement activities increasing

– Health and Environment – Community Health Assessment/Community Health Improvement Planning – Human Services – beginning stages of strategic planning focused

• n Aging Services
• Demand for vulnerable population services are increasing

– All four Health and Human Services departments and agency have increased demand – Increased Mental Health FTE by 31 since 2016

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HEALTH & HUMAN SERVICES

Performance Measures

Health & Human Services

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2016 2017 2018 2019 est 2020 est 78% 83% 88% 93% 86% 83% 83% 88% 92%

Health & Environment (DHE) Percentage

• f Kindergartners Fully Immunized

Percentage of Kindergartners Fully Immunized Target 2014 2015 2016 2017 2018 2019 est 2020 est 0% 10% 20% 30% 40% 21% 34% 33% 35% 34% 35% 35%

DHE % of Residential Waste Diversion Through Recycling & Composting

% of Residential Diversion of Waste Through Recycling & Composting Target 2016 2017 2018 2019 est 2020 est 0% 10% 20% 30% 40% 50% 60% 70% 65% 63% 58% 61% 65%

Human Services (HS) Diversion Rate from Institutional Care

Diversion Rate from Institutional Care Target 2016 2017 2018 2019 est 2020 est 52% 57% 62% 67% 57% 57% 58% 60% 65%

Human Services Client Households Not Returning For Services within 1 year

Outreach Service Client Households Not Returning for Services within 1 year Target

Health & Human Services

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2018 2019 est 2020 est 0% 20% 40% 60% 80% 53% 58% 63%

Developmental Supports % of Individuals of Working Age Served by Day/Employment Program

% of Individuals of Working Age Earning Full Wage ($7.25) or Higher Target 2018 2019 est 2020 est 0% 10% 20% 30% 17% 19% 21%

Developmental Supports Individuals Over 45 Receiving Services Diagnosed with Dementia or Alzheimer's

% of Individuals Over 45 Diagnosed with Dementia or Alzheimer's ReceivingDirect (Day/Employment & Residential) Services Target

Key Performance Area : Strengthening Our Financial Position

Approximately 35%-40% of total revenues for Mental Health Center come from fee for service dollars. It is important for these revenues to be stable and consistent so Mental Health can meet its financial obligations and pay for services provided by staff.

Detailed analysis and explanation:

Fee for service revenues have been below projections throughout 2018. This is due to the increased demand for support by local school districts and law enforcement agencies. Clinical staff has been repurposed to non-billable activities to meet this demand. In addition, the number of clients entering through Open Access has increased and additional clinicians have been transferred to this division as needed, thus reducing the number of client appointments.

Key Performance Indicator : Fee for service dollars Fee For Service Revenue by (Month) Target Goal : >=$760,080 (monthly) Target Status : Not Meeting Target Measure details:

Fee for service dollars represent the total revenue generated by client pay- ments, Medicaid reimbursement, and 3rd party reimbursement such as pri- vate insurance. The target goal is based on actual fee for service revenue re- ceived by the center in prior years.

Why is this measure important: Fee For Service Revenue (Annual Mth Avg)

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Key Performance Area : Advance Quality of Care

Key Performance Indicator : JCMH Client Suicides

Target Goal : < 1 Target Status : Caution Measure details:

Number of Johnson County Mental Health Center Client Suicide Deaths based

• n police repots and other information provided to Mental Health staff. Tar-

get is based upon estimate of 15% of persons who have been diagnosed with major depression die by suicide (http://depts.washington.edu/mhreports/ facts_suicide.php). Given an average Life expectancy of 50 among the Mental- ly Ill (http://www.nimh.nih.gov/about/director/2011/no-health-without- mental-health.shtml) and an average of 9000 clients served by JCMH that would equate to an average per month of 2.25=(9000*.15)/50)/12). Avg Sui- cides per Month=(Clients Served * Avg Suicides among Mentally Ill) /Average Life expectancy for Mentally Ill)/Months in Year)

Why is this measure important:

This measure helps track trends related to death by suicide in Johnson County and helps determine how to appropriately allocate resources for prevention, intervention and postvention in our community.

Detailed analysis and explanation:

Suicide rates have increased both locally and nationally over the past few

• years. Staff has worked with school districts, law enforcement organizations

(LEO), and other community partners to combat this epidemic, especially through increases in the co-responder program.

JCMHC Client Suicides Reported monthly # JCMH client Suicide Deaths (Annual)

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Department of Health & Environment

Lougene Marsh – Director of Health & Environment May 23, 2019

Department of Health & Environment Mission Statement

The Johnson County Department of Health and Environment is the County's official public health agency and is dedicated to protect and promote the health, welfare and environment of the community, and to prevent disease.

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Department of Health & Environment Key Points

ØMedical Examiner facility is projected to be ready for operation in early 2020 ØNurse Family Partnership 2017 county investment and implementation having a positive impact. NFP will sustain rates of 95% full-term deliveries and breastfeeding initiation ØNew Community Health Improvement Plan to be implemented in 2020 based on Community Health Assessment completed in 2019 ØImplementation of new Solid Waste Management Plan will begin in 2020 ØDHE will have achieved reaccreditation

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Department of Health & Environment

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2018 2019 2020 $0.00 M $2.00 M $4.00 M $6.00 M $8.00 M $10.00 M $12.00 M $14.00 M $16.00 M $18.00 M

$14.97 M $15.76 M $16.70 M $9.23 M $9.69 M $11.39 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget Excluding Cost Allocation & Risk Management Local Tax Support 2018 2019 2020

0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00

140.95 137.31 146.56

Budgeted FTEs

Department of Health & Environment Proposed Changes

Funded RARs:

q Medical Examiner Staffing – 9.0 FTE: $928,394 (Funded)

• FY 2020 Request is partially offset by reduced contractual costs in future years
• Medical Examiner facility is scheduled to become fully operational in early 2020. In
• rder for the opening it is essential that staff positions be hired to begin in 2020,

along with operational costs.

• FY 2021 operational impacts are forecasted to be $1.6M

q Forensic Scientist Technician (Toxicology Program): $90,943 (Funded)

• Establishing a Toxicology program within the newly constructed Medical Examiner’s
• Facility. A total of two new FTE Forensic Scientist positions, one within DHE and
• ne reporting to the Crime Lab. This assists with addressing the backlog of work,

performs equipment validation as needed and work with the Chief Medical Examiner and Chief Toxicologist to be ready to begin postmortem work in the second quarter

• f 2020.

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Department of Health & Environment

Unfunded CIP:

q New Household Hazardous Waste Facility: $3,834,882

• To design and construct a new Household Hazardous Waste facility at new
• location. The current facility resides inside the Nelson Wastewater complex

which will be undergoing major re-construction in the near future which will necessitate Household Hazardous Waste to relocate.

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Human Services

Debbie Collins – Director of Human Services

May 23, 2019

Human Services Mission Statement

The mission of the Johnson County Human Services Department is to provide essential human services as a safety net, targeting older adults, people with disabilities and low income families, in order to support independence, dignity and self-sufficiency. The mission of the Community Development Block Grant (CDBG) program, within Human Services, is to secure federal, state and local funding for community development activities, to provide leadership in coordinating these activities, and to ensure continued funding through the accountable, efficient and effective use of these funds in serving low to moderate income residents throughout Johnson County.

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Human Services Key Points

Ø Vulnerable Populations being served rapidly expanding (Aging/Poverty) Ø Partnerships and Maximizing Funds (Cities, Foundations, Donations, HOME, Minor Home, Non

• profits, Utility Assistance, Volunteers, School

Districts) Ø Affordable Housing Challenges (fewer landlords, fewer affordable rental units, entry level housing stock) Ø Outside program funding not keeping pace with cost of business (RAR HUD funds, Older Americans Act, Senior Care Act).

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Human Services

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2018 2019 2020 $0.00 M $5.00 M $10.00 M $15.00 M $20.00 M $25.00 M $30.00 M $23.42 M $23.50 M $24.36 M $4.06 M $4.04 M $4.25 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget Excluding Cost Allocation & Risk Management Local Tax Support 2018 2019 2020 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 117.42 98.68 98.49

Budgeted FTEs

Human Services Proposed Changes

Funded RARs: qHousing Choice Voucher (HCV) Administrative Reimbursement Shortfall: $141,876

• The Housing Choice Voucher (HCV) administrative

reimbursement from the US Department of Housing and Urban Development (HUD) is not adequate to sustain program operations. In order to continue serving HCV participants at current levels, we are asking that the County consider supplemental funding as an offset in 2020 due to HUD's continued discounted reimbursement.

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Mental Health

Tim DeWeese – Director of Mental Health May 23, 2019

Mental Health Mission Statement

The mission of the Johnson County Mental Health Center (MHC) is to improve the quality of life for Johnson County residents by providing comprehensive mental health services that are: 1) of the highest possible quality, 2) driven by the needs of persons served, 3) provided in the least intrusive manner, 4) easily assessable to all residents, 5) provided in collaboration with community partners, and 6) accountable to our community and the public trust through the efficient and effective use of resources.

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Mental Health Key Points

ØMental Health Fund Balance is below BOCC policy target ØRevenues unable to keep pace with expenditures due to funding stream volatility ØGrowing demand for mental health services from the community and non-traditional stakeholders ØDemand for new services needs to be balanced against current resources and services

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Mental Health

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2018 2019 2020 $35.00 M $30.00 M $25.00 M $20.00 M $15.00 M $10.00 M $5.00 M $0.00 M $27.92 M $31.85 M $32.33 M $17.81 M $18.34 M $20.63 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget excluding Cost Allocation & Risk Management Local Tax Support

2018 2019 2020 0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00 307.63 322.38 329.60

Budgeted FTEs

Mental Health Proposed Changes

Funded RARs: Ø After Hours Clinician 1.0 FTE: $96,589

• The After Hours team responds to mental health crisis throughout

Johnson County via our crisis line, in-person and video assessment during non-business hours. Ø UnitedHealthCare (UHC) Transportation Expansion (Funded with revenue)

• $250,000 to Expand the United Health Care transportation initiative.

Ø Mobile Crisis Response Team Clinician 1.0: $96,589

• The MCRT Team responds to mental Health Crisis throughout Johnson

County . Ø Crisis Case Mgr. 1.0 FTE (Partially funded with revenue): $48,428 (net)

• The Case Manager will provide Community based services to clients

living independently in Johnson County. Ø Deaf Services Clinician 1.0 FTE(Partially Funded with revenue): $51,128 (net)

• Provide therapy services to children and adults in Johnson County who

are deaf or hard of hearing.

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Mental Health

Unfunded Requests:

• Voice to Text Electronic Health Records Software: $36,410
• Case Managers Brief Jail Mental Health Screen (BJMHS): 2.0 FTE $164,521
• Case Managers (Family Focus) - Community Based Services: 2.0 FTE $33,838

(net)

• Pediatric Team Leader: 1.0 FTE $121,238
• Positive Behavioral Supports Team Leader: 1.0 FTE $121,238
• Furniture Replacement: $490,000

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Developmental Supports

Chad VonAhnen – Executive Director of Developmental Supports Dale Chaffin – Board Chair

May 23, 2019

Developmental Supports Key Points

ØCurrent job market has created increased difficulty recruiting and filling Direct Support Professional positions ØIncreasing complex needs as we are supporting more individuals with age related illness, challenging behaviors and high medical needs ØWith increased focus on supports in the community, access to transportation and affordable/accessible housing for all with IDD has become increasingly important ØService delivery is often directed by federal or state regulation or policy

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Developmental Supports

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2018 2019 2020 $0.00 M $5.00 M $10.00 M $15.00 M $20.00 M $25.00 M $30.00 M $23.11 M $23.74 M $24.22 M $13.27 M $14.27 M $14.74 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget excluding Cost Allocation & Risk Management Local Tax Support

2018 2019 2020 100.00 125.00 150.00 175.00 200.00 225.00 250.00 275.00 300.00 325.00 350.00 304.16 307.16 306.16

Budgeted FTEs

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LEADERSHIP AND SUPPORT SERVICES

May 23, 2019

Leadership and Support Services Breakdown (Total Budget Excluding Cost Allocation)

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Board of Co. Commissioners, $ 1,689,395 Budget & Fin. Planning, $ 1,560,337 County Building Fund, $ 1,855,634 County Manager's Office, $ 3,873,478 Countywide, $ 30,113,724

• Dept. of Tech. &

Innovation, $ 18,779,029

• Econ. Dev. Programs,

$ 982,175 Facilities, $ 31,401,437 Fleet, $ 3,237,893 Human Resources, $ 3,292,117 Legal, $ 2,237,382 Risk Mgmt., $ 4,817,746 Treasury & Fin. Mgmt., $ 6,979,843

Leadership and Support Services Challenges and Accomplishments

Ø Consolidation of operations to increase efficiency and effectiveness

– Department of Technology and Innovation – Centralized Information Technology Purchases – Facilities and Library Partnership – Treasury and Financial Management Payroll & Accounts Payable Processing – Fleet Services – Human Resources

Ø Established Innovation Team Ø Increasing level of direct services impacts support services demand

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Leadership & Support Services

Performance Measures

Leadership & Support Services

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2016 2017 2018 2019 projected 2020 projected 0% 20% 40% 60% 80% 100% 85% 86% 84% 85% 85%

County Manager’s Office % Residents Surveyed Satisfied or Very Satisfied with Overall Quality of Services Provided

2016 2017 2018 2019 projected 2020 projected 0% 20% 40% 60% 66% 67% 64% 65% 65%

County Manager’s Office % Residents Surveyed Satisfied or Very Satisfied with Value Received for County Taxes

2018 Actual 2019 Projected 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 30.0% 28.2% 26.5% 26.5% 26.5% 26.5% 26.5%

Budget and Financial Planning General Fund Reserves %

General Fund Reserves % Reserve Policy Target % 2016 Actual 2017 Actual 2018 Actual 2019 Estimated 2020 Projected 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 102.08% 100.97% 102.05% 99.00% 99.00%

Budget and Financial Planning % Accuracy of Major Revenues to Budget

Accuracy of Major Revenues to Budget Target

Leadership & Support Services

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2016 2017 2018 2019 Estimated 2020 Estimated 5,000 10,000 15,000 20,000 25,000 30,000 35,000 20,962 25,249 31,453 32,000 32,000

DTI # Customer Incidents, Service and Change Requests

2018 2019 Estimated 2020 Estimated 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 87.00% 98.00% 100.00%

Technology & Innovation (DTI) % Staff Receiving Security Awareness Training

2015 2017 2019 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 71.5% 75.0% 75.4%

Human Resources County Employee Engagement % of Employees Highly Engaged

Employee Engagement 2016 2017 2018 2019 projected 2020 projected 100 200 300 400 500 600 700 468 535 564 572 624

Human Resources County New Hires Annually

Leadership & Support Services

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EUI (Annual kBtu/Avg Sq Ft)

2015 2016 2017 2018 2019 Est 2020 Est 20 40 60 80 100 120 105.7 89.8 89.5 89.6 89.5 89.5

Energy Usage Intensity for Facilities Managed Buildings in the Energy Program

Normalized EUI (E-Cap) 2016 2017 2018 2019 Est 2020 Est 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 2,336,582 2,336,582 2,597,761 2,636,687 2,668,179

Occupiable Square Footage managed by Facilities

2016 2017 2018 2019 Est 2020 Est 0% 5% 10% 15% 20% 25% 30% 35% 40% 35% 33% 25% 20% 15%

% of Fleet Units Beyond Stated Replacement Cycle

Leadership & Support Services

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Year Lost Time Rate

2014 2015 2016 2017 0.5 1 1.5 2

[SERIES NAME]

Workers Compensation Lost Time Rate Comparison

Nat'l Avg for Local Govt* Johnson County KS 2015 2016 2017 2018 2019 2020 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 80% 75% 77% 81%

% of Employees Earning Wellness

% of Employees Earning Wellness Target

Leadership and Support Services Key Points

ØJocogov.org is undergoing a re-design ØMyRC is expanding regionally ØMajor capital projects underway; centralized project management services expanding ØEnhance efficiencies and security ØIncreasing the offering of digital services to

• ur customers

ØIncrease utilization of data analytics in the

• rganization to improve decision making

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Leadership and Support Services

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2018 2019 2020 $ - $ 20,000,000 $ 40,000,000 $ 60,000,000 $ 80,000,000 $ 100,000,000 $ 120,000,000 $107.8M $110.5M $110.8M $88.4M $89.8M $90.0M

Total Published Budgets Excluding Cost Allocation

Budget Excluding Cost Allocation & Risk Management Local Tax Support 2018 2019 2020 50 100 150 200 250 300 350 400 450 500 426.89 435.25 457.18

Budgeted FTE

Leadership and Support Services Proposed Changes

Funded RARs q Budget & Financial Planning

• Performance Analyst: $132,507
• 1.0 FTE Performance Analyst for the Innovation Team

q Countywide

• United Community Services: $10,000
• Human Service Fund

q Facilities

• New Courthouse Transition Costs: $135,581 (Funded)
• New Courthouse Transition Costs from substantial completion in August 2020

through 2021 until demolition for dual operations.

• New Courthouse Maintenance Technician: $72,884 (Funded)
• To provide an additional Maintenance Technician to support the operational

needs of the new Courthouse and it’s additional 120,000 square foot size.

• Energy Manager: $0 (Funded)
• To continue to monitor and manage energy consumption and associated costs

after the current contracted energy management program expires in October of

• 2020. The cost is net zero moving contractual dollars to personnel.

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Leadership and Support Services Proposed Changes

Funded RARs

q Human Resources

• Meals on Wheels Background Checks $11,293

q Department of Technology & Innovation

• Governance IT Maturity Assessment: $42,500 (Funded One-time)
• Annual assessment of IT maturity and best practices.
• By identifying our current state of maturity and ultimately where the

County wants to be on the scale this will provide prioritization of effort and resources.

• Infrastructure Maintenance CIP: $651,982
• Fiber Expansion & Maintenance CIP: $300,000
• Phone Replacement CIP: $100,000

q Treasury & Financial Mgmt.

• Oracle Human Capital Management (HCM) Cloud: $238,390
• Begin transitioning Oracle Human Capital Management (HCM) modules

from County on premise EBS HCM suite of modules to Oracle HCM Cloud that offers a subscription based model that provides flexibility, scalability, mobility, and better analytics and reporting.

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Leadership and Support Services Proposed Changes

Funded CIPs q Facilities

• Capital Replacement Program CIP (CRP): $1,485,000 (Funded)
• Major Asset Replacement Project CIP (MARP): $456,000 (Funded)
• Mental Health CRP CIP: $205,000 (Funded)
• Security CRP & Improvements CIP: $94,500 (Funded)
• Americans with Disabilities Act (ADA) Compliance CIP: $337,000

(Funded)

• Mental and Public Health Building CIP: $54,675,000 (Funded)
• Human Services Building (MARP) CIP: $200,000 (Funded)

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Leadership and Support Services

Unfunded RARs q Facilities

• Contract Custodial: $175,000
• To increase the level of custodial services in order to maintain a clean and

sanitary environment.

q Human Resources

• Talent Acquisition and Strategy Specialist $99,815 (1.0 FTE)
• HR Partners: $168,919 (1.75 FTE)

q Department of Technology & Innovation

• 1.0 FTE Chief Information Security Officer (CISO): $177,700
• Software Licensing & Maintenance: $136, 600
• Vendor Access: $70,000
• Data Loss Prevention: $170,000
• IT Enterprise Training: $75,000
• File Sharing: $65,520

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Leadership and Support Services

Unfunded CIPs q Facilities

• Olathe Mental Health MARP: $2,475,500
• Building & Site Signage Improvements: $113,500
• HSB Lobby Expansion/Renovation: $880,000
• Northeast offices Flex Space Build Out: $868,219
• New Olathe Mental Health Building: $32,245,087

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RECORDS & TAXATION

May 23, 2019

Records & Taxation Challenges and Accomplishments

ØState Legislation and Policy Changes ØIncreasing the offering of digital services to our customers ØOverall customer service demand is rising

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Records & Taxation

Performance Measures

Motor Vehicle (MV) &Appraiser

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2016 Actual 2017 Actual 2018 Actual 2019 Actual 2020 Estimate 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% 90.60% 88.50% 89.10% 74.30% 89.40%

Community Satisfaction with MV Services

% Satisfied, Very Satisfied or Neutral Target 2016 Actual 2017 Actual 2018 Actual 2019 Estimate 2020 Estimate 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 39.9% 38.5% 37.7% 36.9% 35.6% 38.9% 40.0% 41.5% 43.0% 43.8% 0.0% 3.6% 6.1% 8.5% 11.6%

MV Automated Vehicle Renewal Payments

(excludes In Person Payments)

Mail (Lockbox) Online Kiosk Target 2016 2017 2018 2019

• 1,000

2,000 3,000 4,000 5,000 6,000 4,754 4,798 4,834 4,867 3,500 3,500 3,500 3,500

Appraiser Real Property Parcel Count

Real Property Parcels per Appraiser

Records & Tax Administration (RTA) and Election Office

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2016 2017 2018 2019 projected 2020 projected 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 66% 82% 84% 85% 86%

Public Satisfaction with Election Office's services

2016 2017 2018 2019 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 2.30% 1.20% 2.90% 1.80%

RTA Lands Records Synchronization

Error Rate Target 2018 2019 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 96.0% 99.0%

RTA Call Center Customer Service Score

Call Center Customer Service Score (Satisfaction) Target 2017 2019 projected 2020 projected 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 96.7% 96.9% 97.0% 67.4% 70.0% 70.0%

% of Eligible Voters Registered to Vote

Johnson County % of eligible voters registered to vote State of Kansas % of eligible voters registered to vote

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Motor Vehicle

Tom Franzen – Director of Financial Management May 23, 2019

Motor Vehicle Mission Statement

The Motor Vehicle Division of Treasury and Financial Management works as an "agent" of the State of Kansas in administering vehicle registrations and vehicle titles. Motor Vehicle is responsible for the collection and distribution of registration and title fees, sales tax and personal property tax for the state, County, cities and all

• ther taxing entities that levy tax and/or fees. Motor

Vehicle transactions are processed online, through the mail, and at two office locations for walk-in customers.

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Motor Vehicle Key Points

Ø Continued migration of renewal customers to self-service options Ø Implemented KDOR migration of payment processing from KanPay to iKan for customers renewing via online payment (credit card, ACH) in March 2018 Ø Implemented KDOR migration of vehicle plate production from embossed to digital in August 2018 Ø Evolving role / enhancing utilization of MV Customer Service Ambassadors Ø Regraded two front line staff positions to additional Team Leads, allowing for improved office operations Ø Continued work with KCTA, KDOR and KS Legislators to propose legislation creating a new revenue model for Motor Vehicle operation at the local level

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Motor Vehicle

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2018 2019 2020

$0.00 M $1.00 M $2.00 M $3.00 M $4.00 M $5.00 M $6.00 M $5.02 M $5.38 M $5.52 M $0.22 M $0.72 M $0.97 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget Excluding Cost Allocation & Risk Management Local Tax Support 2018 2019 2020 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 68.00 69.10 69.10

Budgeted FTEs

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Appraiser

Jeff Holsapple – Assistant County Appraiser

May 23, 2019

Appraiser Mission Statement

The mission of the Office of the Appraiser is to achieve equalization among all classes of property by maintaining the highest standards in appraisal practices and law, guided by the goals of providing quality service to the public, developing high-performance employees by creating career ladders that recognize achievement, and by managing County growth through the creation of automated programs which expedite the work flow.

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Appraiser Key Points

Ø Litigation – Dark Store / Hypothetical Leased Fee / Market Value

• Valuation methodology that maintains real property assessments

should not be based on its worth to the current user

Ø Maintain Statistical & Procedural Compliance with Kansas Property Valuation Division (PVD)

• Sales Ratio Study – Appraisal level – Appraisal Uniformity
• Procedural Compliance

Ø Development Activity

• Market rebound with new subdivision development and new
• construction. (Residential & Commercial)

Ø Complexity of Industrial Revenue Bonds (IRB) and Economic Development Bonds (EDX) & Tax Increment Financing (TIF), & Neighborhood Revitalization Programs (NRP)

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Appraiser

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2018 2019 2020

$0.00 M $1.00 M $2.00 M $3.00 M $4.00 M $5.00 M $6.00 M $7.00 M $8.00 M $9.00 M

$7.53 M $7.80 M $7.54 M $7.50 M $7.77 M $7.51 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget Excluding Cost Allocation & Risk Management Local Tax Support 2017 2018 2019

0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00

87.40 87.40 83.40

Budgeted FTEs

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Records & Tax Administration

John Bartolac – Director of Records & Tax Administration May 23, 2019

Records & Tax Administration Mission Statement

As stewards of Johnson County, The Department of Records and Tax Administration is trusted with accurately processing and maintaining land records. Our dedicated workforce provides quality services with timeliness, efficiency, professionalism, security and excellence.

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Records & Tax Administration Key Points

Ø From 2016 thru 2018 the number of real estate parcels increased by 4,421 to 223,102, for an average of 1.473 new parcels per year Ø RTA completed its first full year using the new ORION tax roll software Ø RTA and Planning and Codes are collaborating on ways to effectively inform and educate the public on split parcels in the unincorporated parts of the county Ø Continue to grow document submissions for electronic filing

– 2016 saw 66% and 2019 saw 79% of recording document submissions as electronic

Ø In 2018 began the process of replacing the Board Agenda software, which is going live May 23 Ø Began search process for replacing the Archive software due to current product is at end

• f life

– Recently acquired a new application and hopeful installation and conversion completed for a year end go live

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Records & Tax Administration

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2018 2019 2020 $4.00 M $3.00 M $2.00 M $1.00 M $0.00 M $2.93 M $2.97 M $2.92 M $2.56 M $2.59 M $2.54 M

Total Published Budget Excluding Cost Allocation & Risk Management

Budget excluding Cost Allocation & Risk Management Local Tax Support

2018 2019 2020 0.00 10.00 20.00 30.00 40.00 50.00 38.00 38.00 36.00

Budgeted FTEs

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Elections Office

Ronnie Metsker – Election Commissioner May 23, 2019

Election Office Mission Statement

The Election Office serves the public by administering the election process and promoting voter participation as required by Kansas Statute.

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Election Office Key Points

Ø Unprecedented interest and participation continues

– Voter registration consistently over 400,000 – Record-setting voter turnout in latest gubernatorial and municipal elections

Ø Expanded advance voting opportunities

– Seventh advance voting location opening in Gardner (2019)

Ø New processes created by new laws

– Post-election audits – Ballot envelope signatures – Vote centers (study)

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Election Office

65 2018 2019 2020 $0 $1,500,000 $3,000,000 $4,500,000 $6,000,000 $7,500,000

$4.55 M $3.60 M $6.42 M $3.95 M $3.01 M $5.83 M

Total Published Budget excluding Cost Allocation and Risk Management

Budget Local Tax Support

2018 2019 2020 0.00 20.00 17.00 17.00 16.00

Budgeted FTEs

Election Office Proposed Changes

Funded RARs/CIPs q Presidential Election– $2,533,000

• One-time funding to account for the costs associated

with the 2020 Presidential Election.

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May 30 Schedule 1:00 – 5:00

• Outside Agencies

– Arts Council – Extension Council – Fair Board – Soil Conservation – United Community Services – County Economic Research Institute (CERI) – Enterprise Center

• Infrastructure

– Wastewater – Transportation – Airport – Planning/Contractor Licensing – Public Works – Stormwater

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