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Home My WebLink About240206a John F. Barr, President Jeffrey A. Cline, Vice President BOARD OF COUNTY COMMISSIONERS February 6, 2024 OPEN SESSION AGENDA 6:30 AM STATE OF THE COUNTY PRESENTATION Location: Fountain Head Country Club 13316 Fountain Head Road Hagerstown, Maryland 21740 HOSTED BY: HAGERSTOWN-WASHINGTON COUNTY CHAMBER OF COMMERCE 9:00 AM DEPART FOR 100 WEST WASHINGTON STREET, HAGERSTOWN, MD 10:00 AM INVOCATION AND PLEDGE OF ALLEGIANCE CALL TO ORDER, President John F. Barr APPROVAL OF MINUTES: January 30, 2024 10:05 AM COMMISSIONERS’ REPORTS AND COMMENTS 10:20 AM STAFF COMMENTS 10:25 AM CITIZEN PARTICIPATION 10:35 AM PRESENTATION AND DISCUSSION OF THE SUPERINTENDENT’S RECOMMENDED FY2025 GENERAL FUND BUDGET FOR WASHINGTON COUNTY PUBLIC SCHOOLS (WCPS) Melissa Williams, President; Dr. David Sovine, Superintendent of Schools; Jeffrey Proulx, Chief Operating Officer; Eric Sisler, Executive Director of Finance; Kameron Shives, Budget and Finance Reporting Analyst, Washington County Public Schools 10:50 AM WASHINGTON COUNTY FREE LIBRARY BUDGET PRESENTATION Jenny L. Backos, Executive Director, Washington County Free Library 11:05 AM WASHINGTON COUNTY MUSEUM OF FINE ARTS – UPDATE AND FY25 SUPPORT REQUEST Sarah J. Hall, Director; Dr. George Manger, President; Ted Reeder, Treasurer; Washington County Museum of Fine Arts Wayne K. Keefer Randall E. Wagner Page 2 of 2 OPEN Session Agenda February 6, 2024 Individuals requiring special accommodations are requested to contact the Office of the County Commissioners, 240.313.2200 Voice/TDD, to make arrangements no later than ten (10) working days prior to the meeting. 11:20 AM FORT RITCHIE – CASCADE SUSTAINABLE COMMUNITIES DESIGNATION RENEWAL Jill Baker, Director, Planning and Zoning; Jennifer Kinzer, Deputy Director, Planning and Zoning 11:30 AM REISER RURAL LEGACY PROGRAM (RLP) EASEMENT Chris Boggs, Rural Preservation Administrator, Planning and Zoning 11:35 AM CONTRACT AWARD (PUR-1636) – RESH SOLAR II Brandi Naugle, Buyer, Purchasing; Dave Mason, Deputy Director, Solid Waste 11:40 AM CLOSED SESSION - (To discuss the appointment, employment, assignment, promotion, discipline, demotion, compensation, removal, resignation, or performance evaluation of appointees, employees, or officials over whom this public body has jurisdiction; or any other personnel matter that affects one or more specific individuals and To consider the investment of public funds) 1:15 PM RECONVENE IN OPEN SESSION ADJOURNMENT THE BOARD OF COUNTY COMMISSIONERS, COUNTY ADMINISTRATOR, COUNTY ATTORNEY AND THEIR STAFF WILL ATTEND THE MANDATORY COUNTY EMPLOYEE HARASSMENT PREVENTION TRAINING AT 1:30 P.M. AT 100 WEST WASHINGTON STREET, SUITE 1115, HAGERSTOWN, MARYLAND. Open Session Item SUBJECT: Presentation and discussion of the Superintendent’s Recommended FY2025 General Fund Budget for Washington County Public Schools (WCPS). PRESENTATION DATE: February 6, 2024 PRESENTATION BY: Mrs. Melissa Williams, President Dr. David T. Sovine, Superintendent of Schools Mr. Jeffrey Proulx, Chief Operating Officer Mr. Eric Sisler, Executive Director of Finance Mr. Kameron Shives, Budget & Financial Reporting Analyst RECOMMENDED MOTION: N/A REPORT-IN-BRIEF: The Superintendent and staff will present the Superintendent’s Recommended FY2025 General Fund Budget request for discussion with the Commissioners. FISCAL IMPACT: $118,737,360 allocation from the Board of County Commissioners and $357,383,838 total operating budget. CONCURRENCES: The Superintendent’s Recommended FY2025 General Fund Budget is scheduled to be adopted by the Board of Education on February 20, 2024 as the FY2025 Draft General Fund Budget. The Board of Education is currently scheduled to have a public hearing during their business meeting on March 19, 2024 and to adopt the budget as their final FY2025 General Fund Budget at their business meeting on April 16, 2024. ALTERNATIVES: N/A ATTACHMENTS: AUDIO/VISUAL NEEDS: A PowerPoint presentation will be provided. Board of County Commissioners of Washington County, Maryland Agenda Report Form 20 2 5 20 2 5 20 2 4 20 2 3 20 2 2 Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Ac t u a l s Ac t u a l s 50 2 0 0 0 - A p p r o p r i a t i o n s 11 8 , 7 3 7 , 3 6 0 0 11 8 , 7 3 7 , 3 6 0 9, 6 6 7 , 0 0 0 8. 8 6 % 10 9 , 0 7 0 , 3 6 0 10 9 , 0 7 0 , 3 6 0 10 5 , 8 4 1 , 7 1 0 Ad j u s t m e n t $ C h a n g e % C h a n g e 8-1 20 2 5 20 2 5 Op e r a t i n g Bu d g e t Va r i a n c e Co m m e n t s Re q u e s t e d Re q u e s t e d 50 2 0 0 0 - A p p r o p r i a t i o n s 11 8 , 7 3 7 , 3 6 0 To t a l 11 8 , 7 3 7 , 3 6 0 Wa s h i n g t o n C o u n t y , M a r y l a n d Ge n e r a l F u n d De p a r t m e n t 9 0 0 0 0 - B o a r d o f E d u c a t i o n FY 2 5 E x p e n s e s 8-2 Form 1 FY2025 Organization Contact Person: Address:Telephone: City State Zip Code E-mail:Fax: Prior Current Proposed %Prior Current Proposed % 109,070,360$ 109,070,360$ 118,737,360$ 8.9%Form 2 109,070,360$ 109,070,360$ 118,737,360$ 8.9% 207,439,032$ 229,981,415$ 240,413,890$ 4.5%Form 3 -$ -$ -$ 0% 1,923,023$ 1,167,465$ 1,167,465$ 0.0%Form 4 -$ -$ -$ 0% -$ -$ -$ 0%Form 5 -$ -$ -$ 0% -$ -$ -$ 0%Form 6 -$ -$ -$ 0% -$ -$ -$ 0%Form 7 -$ -$ -$ 0% 318,432,415$ 340,219,240$ 360,318,715$ 5.9%109,070,360$ 109,070,360$ 118,737,360$ 8.9% See Website Attach Year End Financial Statement (audited if available), if not already provided. N/A Attach Form 990, the most recent year filed and completed, if applicable. Applicant's Signature Date Other provisions of the Public Information Act, MD Code Ann., State Government Article 10-613. Certification Statement and Other Documents understand that material omission or false information contained in the application could constitute grounds for disqualification from funding.I further understand that by submitting an application,I am accepting the terms and conditions as approved by the County Commissioners of Washington County,MD for the programs specified. Expenditures are also subject to County audit. employment, or the achievement of the mission or goal of the organization. Summary of Funding Request General Information 8-3 Form 2a -$ 22171+ Prior Year Actual Current Year Budget Requested Year Budget (round nearest $10) -$ -$ -$ 1. 2. 3. 4. 5. -$ -$ -$ -$ -$ -$ -$ -$ -$ Expenditures Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) Personnel Costs: Wages Payroll Taxes Operating Costs: Capital Vehicle Maintenance Other (detail below): Hardware Purchases Grand Total Rent Expense Fuel/Oil Building Maintenance Contract Services Consultants Office Supplies Phone Insurance Hardware/Software 8-4 Form 2b -$ 22171+ Prior Year Actual Current Year Budget Requested Year Budget (round nearest $10) 1. 2. 3. Contributions and bequests Municipal - other (detail): 1. 2. 3. -$ -$ -$ 1. 2. 3. 4. 5. -$ -$ -$ -$ -$ -$ Grants: Grand Total Other: Loan Proceeds Program Revenue Program Revenue Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) Total Operating Income: County - Gaming 8-5 Amount Cumulative Page # Item # I.ANTICIPATED INCREMENTAL REVENUE $20,099,475 A.1 B.1 1 - Local Revenue - Maintenance of Effort - Revenue Base $13,690 2 - Local Revenue - Other Requested Amount $9,653,310 II.ANTICIPATED INCREMENTAL EXPENSE $21,522,498 A. Salary, Compensation & Retention $13,095,884 1 - 11M Principals & Assistant Principals to 12M (Elementary & Middle)$205,684 3 6 & 7 2 - 10M Elementary Administrative Assistants to 12M $101,026 3 13 3 - 10M Middle School Registrars to 12M $57,315 3 14 4 - 1.0 Bus Router - Transportation (New Pos)$55,000 24 2 5 - Pension Increase from Rate Increases and Prior Years Salary Increases $305,000 32 1 6 - Health Insurance Premium Increase (assuming 5.0%)$2,189,517 32 4 7 - Resource Pool 10,133,014 32 20 8 - Benefits Adjustment for positions $49,328 32 2-4 B. Safety / Health / Behavior $3,506,611 1 - 8.5 Teachers - InnovatED Learning Hub (New Pos)$552,500 7 8 2 - 1.0 Engage Para - Registered Behavior Tech (New Pos)$29,000 8 18 3 - 1.0 Para - InnovatED Learning Hub (New Pos)$26,000 8 22 4 - 35.0 Student Reading Apprentice Tutors - 15/Hrs Week (From Tutoring Grant - Temp Employees)$275,625 8 39 5 - 0.5 O&M Specialist - Special Education (New Pos)$35,000 17 1 6 - 3.0 Special Ed Teachers (New Pos)$195,000 17 4 7 - 1.0 - Special Ed Teacher (added in fall FY24)$65,000 17 4 8 - 2.0 - Speech Language Pathologist (added in fall FY24)$156,000 17 7 9 - 2.0 Speech Language Pathologist (New Pos)$156,000 17 7 10 - 1.25 - Special Ed Paras (added in fall FY24)$36,250 17 9 11 - Special Ed Contracted Services (Interpreters & Paras)$600,000 17 20 & 21 12 - Special Ed Non-Public Special Placements $400,000 18 2 13 - 1.0 - Registered Nurse (From ESSER III)$91,728 23 4 14 - Visitor Management System (Annual License)$50,000 28 7 15 - School Resource Officer Contract Increase $381,511 28 8 16 - Benefits Adjustment for positions $456,997 32 2-4 C. Blueprint Specific Program Costs $4,214,576 1 - 1.0 - CTE Apprentice Coordinator (From ESSER III)$82,871 5 2 2 - Testing Materials / School Net Assessment (From ESSER III)$130,000 6 8 3 - 17.0 - Supplemental Teachers (From Tutoring Grant)$1,203,146 7 5 & 6 4 - CCR - HCC Dual Credit Tuition, Fees & Books $480,000 9 81 5 - 17.0 EL Teachers $1,105,000 10 4 6 - EL - Contracted Services $40,000 10 10 7 - EL - Instructional Materials $48,000 10 11 8 - Workforce Development Board Estimated Increase $30,000 15 15 9 - Technology - Tech Service Contracts (Part of Required Increase for FY25)$250,000 27 6 10 - 1.0 - Blueprint Coordinator (From ESSER III)$137,632 34 1 11 - Benefits Adjustment for positions $707,927 32 2-4 D. FY2024 Inflationary Increases $705,427 1 - School Principals & School Staff - Computer Software $2,750 4 27 2 - Professional Development - Maintenance Contracts $1,500 14 8 3 - Special Ed Programs in WCPS - Computer Software $1,500 17 24 4 - Student Health Programs - Computer Software $1,250 23 15 5 - Student Transportation Programs - Buses $368,427 25 44 6 - Facilities Operations Programs - Operational Supplies $150,000 26 21 7 - Facilities Operations Programs - Utilities - Water & Sewer $60,000 26 27 8 - Facilities Operations Programs - Utilities - Heating Fuel $60,000 26 28 9 - Safety & Security Programs - Computer Software $20,000 28 12 10 - Employee Benefit Program - Liability Insurance $40,000 32 18 FY2025 Superintendent Draft General Fund Budget Summary of Changes from FY2024 Budgeted Revenues & Expenditures 1/4/2024 Page 1 of 3 FY2025 Supt Draft Budget - 01-16-24 - Summary of Changes 8-6 Amount Cumulative Page # Item # FY2025 Superintendent Draft General Fund Budget Summary of Changes from FY2024 Budgeted Revenues & Expenditures III. A. BUDGET ADJUSTMENTS BY PROGRAM ($1,423,023) - School Principals and School Staff ($50,000) 1 - School Principals - Communications ($50,000)4 32 - Testing and Accountability Programs ($9,500) 2 - Testing - Additional Wages ($3,500)6 4 3 - Testing - Research Consultants ($6,000)6 5 - Classroom Instructional Programs $2,390,000 4 - Classroom Instruction - Redeployed 2.0 Elementary Teachers to 2.0 Special Ed Teachers $0 7 2 5 - Classroom Instruction - Redeployed 2.5 Family Center Teachers to 2.5 InnovatED Learning Teachers $0 7 8 6 - Classroom Instruction - Redeployed 1.0 Family Center Para to 1.0 InnovatED Learning Para $0 8 22 7 - Classroom Instruction - Summer School - Elementary $450,000 8 34 8 - Classroom Instruction - Summer School - Middle $90,000 8 35 9 - Classroom Instruction - Summer School - High $400,000 8 36 10 - Classroom Instruction - Instructional Substitutes $350,000 8 37 11 - Classroom Instruction - Equipment Rental $100,000 8 41 12 - Classroom Instruction - Small Computer Equipment (Chromebooks - Part of Required Increase FY25)$1,100,000 8 49 13 - Classroom Instruction - Computer Software ($100,000)8 50 - Targeted Instructional Programs $0 14 - Targeted Instruction - Redeployed 2.5 Family Center Teachers to 2.5 InnovatED Learning Teachers $0 10 3 15 - Targeted Instruction - Redeployed 1.0 Family Center Para to 1.0 InnovatED Learning Para $0 10 6 - Gifted and Talented Programs $0 16 - Gifted & Talented - Contracted Services ($10,000)12 10 17 - Gifted & Talented - Professional Development $30,000 12 16 18 - Gifted & Talented - Dues & Subscriptions ($20,000)12 17 - Professional Development $0 19 - Professional Development - Substitutes ($25,000)14 6 20 - Professional Development - Consultants $25,000 14 7 - School Counseling Programs $0 21 - School Counseling - Redeployed 1.0 Counselor to 1.0 Special Ed Social Worker $0 15 1 - Special Education Programs in WCPS $0 22 - Special Ed - Redeployed 1.0 Counselor to 1.0 Special Ed Social Worker $0 17 3 23 - Special Ed - Redeployed 2.0 Elementary Teachers to 2.0 Special Ed Teachers $0 17 4 24 - Special Ed - Redeployed 1.0 Special Ed Teacher to 2.0 Special Ed Paras $0 17 4 & 9 - Student Health Programs $0 25 - Student Health - Contracted Equipment Repair $30,000 23 10 26 - Student Health - Medical Supplies ($30,000)23 16 - Student Transportation Programs $150,000 27 - Student Transportation - Redeployed 4.0 Bus Assistants to 2.0 Bus Drivers $0 24 6 & 7 28 - Student Transportation - Summer School Wages $100,000 24 10 29 - Student Transportation - Contracted Drivers $50,000 24 21 30 - Student Transportation - Computer Software ($20,000)24 25 31 - Student Transportation - Tires, Repairs & Disposal Fees $20,000 24 26 - Facilities Operations Programs $30,000 32 - Facilities Operations - Redeployed 1.0 Maint. Position to 1.0 Equipment Maint. in Fac. Operations $0 26 4 33 - Facilities Operations - Equipment Repair (Science)($10,000)26 13 34 - Facilities Operations - Trash Removal $30,000 26 16 35 - Facilities Operations - Snow Removal ($25,000)26 17 36 - Facilities Operations - Building / Property Insurance $35,000 26 25 - Technology Support & Maintenance $168,000 37 - Tech. Support & Maint. - Temp Employment / Overtime $15,000 27 4 38 - Tech. Support & Maint. - Tech Service Contracts $315,000 27 6 39 - Tech. Support & Maint. - Tech Repairs & Maintenance ($150,000)27 7 40 - Tech. Support & Maint. - Tech Support Supplies $85,000 27 9 41 - Tech. Support & Maint. - Computer Software ($107,000)27 11 42 - Tech. Support & Maint. - Travel - Professional Development $10,000 27 12 - Facilities Maintenance Programs $0 1/4/2024 Page 2 of 3 FY2025 Supt Draft Budget - 01-16-24 - Summary of Changes 8-7 Amount Cumulative Page # Item # FY2025 Superintendent Draft General Fund Budget Summary of Changes from FY2024 Budgeted Revenues & Expenditures 43 - Facilities Maintenance - Redeployed 1.0 Maint. Position to 1.0 Equipment Maint. in Fac. Operations $0 29 3 - Facilities Capital Outlay ($2,050,536) 44 - Facilities Capital Outlay - Other Contracted Services ($2,050,536)30 4 - Employee Benefit Program ($1,935,487) 45 - Adjustments Required to FY25 Budget to Reflect Actual FY24 Salary Cost ($1,540,849) 46 - Employee Benefits - Benefits Adjustment (S.S., WorkersComp, & Pension) for other salary adjustments ($44,638)32 2 & 3 47 - Employee Benefits - Medical Insurance Adjustment for change in subscriber coverage mix ($400,000)32 4 48 - Employee Benefits - Life Insurance $100,000 32 6 49 - Employee Benefits - Perfect Attendance - Sick Leave ($50,000)32 11 - Financial Services $4,500 50 - Financial Services - Contracted Internal Audit Fees $2,500 35 5 51 - Financial Services - Office Supplies $2,000 35 7 - Printing Services ($100,000) 52 - Printing Services - Equipment Rental ($100,000)37 6 - Human Resource Services $0 53 - Human Resources - Consultants ($5,000)39 6 54 - Human Resources - Service / Maintenance Contracts ($5,000)39 10 55 - Human Resources - Interpreters $5,000 39 11 56 - Human Resources - Advertising $5,000 39 20 - Data and Information Processing Services ($20,000) 57 - Data Processing - Maintenance Contracts ($30,000)41 2 58 - Data Processing - Computer Supplies $5,000 41 3 59 - Data Processing - Dues & Subscriptions $5,000 41 6 Anticipated Surplus / (Shortfall) Based on Projected Revenue & Expenditure Changes $0 Throughout 1/4/2024 Page 3 of 3 FY2025 Supt Draft Budget - 01-16-24 - Summary of Changes 8-8 Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Local Revenue County Appropriation 103,208,100 105,841,710 109,070,360 11,590,017 17,040,735 5,450,718 47.03% Foundation Program 0 0 0 52,481,105 52,901,622 420,517 0.80% State Compensatory Aid 0 0 0 31,804,509 33,119,729 1,315,220 4.14% English Language Learners 0 0 0 2,075,835 2,723,918 648,083 31.22% Teacher Career Ladder 0 0 0 72,025 72,025 0 0.00% Special Education - Formula 0 0 0 6,582,570 7,677,713 1,095,143 16.64% College & Career Readiness 0 0 0 300,547 283,897 (16,650) -5.54% Prekindergarten 0 0 0 3,289,249 4,043,218 753,969 22.92% Transitional Supplemental Instruction 0 0 0 874,503 874,503 0 0.00% 103,208,100 105,841,710 109,070,360 109,070,360 118,737,360 9,667,000 8.86% State Revenue Foundation Program 109,598,832 105,150,311 119,869,000 123,145,055 125,255,391 2,110,336 1.71% State Compensatory Aid 47,082,726 44,942,463 45,109,344 60,754,381 63,266,773 2,512,392 4.14% English Language Learners 3,079,280 2,958,644 3,630,990 5,001,963 6,563,594 1,561,631 31.22% Teacher Career Ladder 31,000 33,000 159,205 221,975 221,975 0 0.00% Special Education - Formula 9,094,667 8,992,164 12,264,185 14,678,404 17,120,451 2,442,047 16.64% Special Education - Nonpublic 767,761 1,443,285 1,377,988 1,450,000 1,450,000 0 0.00% Student Transportation - Regular 7,476,108 7,550,869 8,159,192 8,846,034 8,846,034 0 0.00% Student Transportation - Special Ed.562,000 400,000 544,000 617,000 617,000 0 0.00% Guaranteed Tax Base 7,020,746 7,501,367 8,570,703 9,092,960 9,727,637 634,677 6.98% College & Career Readiness 0 0 785,105 840,824 794,243 (46,581) -5.54% Prekindergarten 5,057,079 3,739,801 6,963,041 5,313,499 6,531,472 1,217,973 22.92% Out-Of-County, Schools Near Co. Lines 5,379 6,893 6,279 19,320 19,320 0 0.00% SB #1030 - The Blueprint for MD's Future 2,612,805 9,038,673 0 0 0 0 0.00% 192,388,383 191,757,470 207,439,032 229,981,415 240,413,890 10,432,475 4.54% Federal Revenue Impact Aid 29,783 0 11,431 0 0 0 0.00% Other Federal Revenue 0 0 178,541 0 0 0 0.00% 29,783 0 189,972 0 0 0 0.00% Other Revenue Tuition - Non-Resident Students 125,842 98,551 137,231 95,000 95,000 0 0.00% Tuition - Summer School 0 0 0 0 0 0 0.00% Other Tuition 0 0 0 500 500 0 0.00% Technology Fees 134,142 3,138 18,068 20,000 20,000 0 0.00% Interest Income 64,155 77,292 779,736 500,000 500,000 0 0.00% Rental - School Facilities 9,546 19,522 23,567 50,000 50,000 0 0.00% Miscellaneous 17,147 147,313 58,961 56,965 56,965 0 0.00% Recovery of Costs 613,192 299,183 197,663 165,000 165,000 0 0.00% 964,023 645,000 1,215,225 887,465 887,465 0 0.00% Other Resources Transfers In - Maryland LEAs 243,256 214,171 219,005 220,000 220,000 0 0.00% Sale of Assets 312,666 197,471 298,821 60,000 60,000 0 0.00% 555,922 411,643 517,826 280,000 280,000 0 0.00% Total Revenue 297,146,211 298,655,822 318,432,416 340,219,240 360,318,715 20,099,475 5.91% Revenue - Unrestricted 1/4/2024 Page 1 of 41 FY2025 Supt Draft Budget - 01-16-24 8-9 Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Instructional Programs School Principals & School Staff 13,970,406 14,405,637 14,905,508 15,806,936 16,100,560 293,624 1.86% Office of Instructional Supervision 4,219,046 4,173,152 4,906,545 5,288,900 5,413,847 124,946 2.36% Testing & Accountability Programs 471,412 538,698 521,242 773,173 888,364 115,190 14.90% Classroom Instructional Programs 95,451,083 96,258,001 103,431,625 109,534,795 113,594,466 4,059,671 3.71% Targeted Instructional Programs 5,381,751 5,475,337 6,261,181 7,857,139 8,895,090 1,037,952 13.21% Career Technology Programs 5,422,628 5,520,329 5,720,772 6,046,221 5,900,374 (145,847) -2.41% Gifted and Talented Programs 3,744,623 3,794,682 3,993,006 4,122,287 4,071,142 (51,145) -1.24% School Library Media Programs 3,036,853 2,993,141 3,128,804 3,339,413 3,339,967 555 0.02% Professional Development 1,635,200 1,290,131 1,404,527 1,526,729 1,530,691 3,962 0.26% School Counseling Programs 4,609,829 4,539,592 4,905,899 7,041,502 6,991,425 (50,077) -0.71% Psychological Services Programs 697,635 788,913 990,938 893,558 873,255 (20,303) -2.27% Sp. Ed. Programs in WCPS 18,591,489 18,365,997 22,133,810 23,693,567 24,686,436 992,870 4.19% Sp. Ed. Prog. In Private/Contr. Centers 2,885,052 4,219,638 4,453,851 4,400,000 4,800,000 400,000 9.09% Sp. Ed. Staff Development Program 47,771 107,917 36,446 57,500 57,500 0 0.00% Admin. & School Staff in Local Sp. Ed. Centers 241,910 245,027 259,501 269,587 271,100 1,513 0.56% Supervision of Sp. Ed. Programs 1,055,937 970,622 1,092,393 1,297,561 1,273,764 (23,797) -1.83% Total - Instructional Programs 161,462,626 163,686,815 178,146,049 191,948,869 198,687,982 6,739,113 3.51% Student/Staff Support Programs Student Services Programs 2,297,379 2,291,693 2,728,282 3,215,360 3,194,958 (20,402) -0.63% Student Health Programs 2,755,428 3,013,712 3,506,304 4,588,081 4,665,101 77,020 1.68% Student Transportation Programs 10,739,643 13,228,643 13,964,705 14,423,563 15,001,054 577,491 4.00% Facilities Operations Programs 15,259,870 15,699,091 16,381,404 18,147,883 18,465,380 317,497 1.75% Technology Support & Maintenance 5,244,786 5,290,014 5,470,369 5,499,123 5,916,566 417,443 7.59% Safety and Security Programs 2,127,900 1,668,648 1,961,681 3,063,913 3,527,563 463,649 15.13% Facilities Maintenance Programs 8,950,130 8,498,574 11,061,597 10,290,232 10,333,798 43,566 0.42% Facilities Capital Outlay 2,235,292 4,786,657 1,276,629 2,567,197 518,266 (2,048,931) -79.81% Food Services Program 0 0 41,034 30,000 30,000 0 0.00% Employee Benefit Program 72,356,312 69,160,142 72,819,322 78,414,356 91,901,501 13,487,145 17.20% Total - Student/Staff Support Programs 121,966,742 123,637,175 129,211,327 140,239,708 153,554,187 13,314,480 9.49% Administrative Services Elected Board Member Services 563,960 689,855 673,677 843,974 841,237 (2,737) -0.32% Executive Leadership Team 801,497 805,214 827,268 899,064 1,000,065 101,002 11.23% Financial Services 62,230 (207,661) 51,537 847,167 836,216 (10,951) -1.29% Purchasing Services 307,541 309,294 324,602 347,653 353,735 6,082 1.75% Printing Services 630,260 689,902 674,208 868,492 761,014 (107,478) -12.38% Comm. Relations & Public Engagement Serv.408,865 392,496 465,057 492,154 537,834 45,680 9.28% Human Resources Services 1,296,512 1,271,391 1,259,203 1,306,998 1,336,162 29,164 2.23% Employee Benefits Administration 191,583 201,727 206,027 215,523 220,426 4,903 2.27% Data & Information Processing Serv.1,440,760 1,670,500 1,962,852 2,209,639 2,189,857 (19,782) -0.90% Total - Administrative Services 5,703,209 5,822,719 6,444,431 8,030,664 8,076,546 45,882 0.57% Total Expenditures 289,132,576 293,146,709 313,801,808 340,219,240 360,318,715 20,099,475 5.91% Summary of Unrestricted Expenditures 1/4/2024 Page 2 of 41 FY2025 Supt Draft Budget - 01-16-24 8-10 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Principals Elementary 25.0 25.0 25.0 25.0 25.0 0.0 0.00% Middle 7.0 7.0 7.0 7.0 7.0 0.0 0.00% High 8.0 8.0 8.0 8.0 8.0 0.0 0.00% Career & Technology Education 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Alternative/Evening High 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Assistant Principals Elementary 11.0 10.0 10.0 10.0 10.0 0.0 0.00% Middle 14.5 14.6 14.6 14.6 14.6 0.0 0.00% High 17.5 18.4 20.4 20.4 20.4 0.0 0.00% Career & Technology Education 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Alternative/Evening High 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Administrative Interns 0.0 0.0 0.0 3.0 3.0 0.0 0.00% STEM Coordinator - Outdoor School 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Clerical Elementary 33.0 33.0 33.0 36.0 36.0 0.0 0.00% Middle 20.5 20.5 21.0 21.5 21.5 0.0 0.00% High 33.4 34.4 34.4 33.9 33.9 0.0 0.00% Career & Technology Education 2.7 2.7 2.7 2.7 2.7 0.0 0.00% Alternative/Evening High 1.5 1.5 1.5 1.5 1.5 0.0 0.00% Other School (Outdoor/Children's Village)2.0 2.0 2.0 2.0 2.0 0.0 0.00% Total FTE 181.1 182.1 184.6 190.6 190.6 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Principals Elementary 2,851,517 2,814,395 2,996,659 3,034,955 3,033,213 (1,742) -0.06%1 Middle 782,086 795,078 805,064 834,946 835,144 198 0.02%2 High 945,835 971,151 1,051,052 1,087,980 1,088,241 261 0.02%3 Career & Technology Education 120,694 104,911 124,692 127,714 127,745 31 0.02%4 Alternative 124,971 111,410 113,482 117,454 117,481 27 0.02%5 Assistant Principals Elementary 800,744 809,152 839,540 867,269 948,976 81,707 9.42%6 Middle 1,200,043 1,252,164 1,341,464 1,424,809 1,482,547 57,738 4.05%7 High 1,696,233 1,777,459 2,098,530 2,132,261 2,147,813 15,552 0.73%8 Career & Technology Education 90,266 94,970 102,636 108,066 108,090 24 0.02%9 Alternative 98,497 79,286 85,695 88,694 105,454 16,760 18.90%10 Administrative Interns 0 0 0 240,000 242,296 2,296 0.96%11 STEM Coordinator - Outdoor School 80,249 81,252 86,199 89,216 89,238 22 0.02%12 Clerical Elementary 1,574,778 1,560,416 1,629,084 1,841,696 1,960,585 118,889 6.46%13 Middle 833,374 801,206 804,800 859,743 920,469 60,726 7.06%14 High 1,396,025 1,346,667 1,357,187 1,452,985 1,436,111 (16,875) -1.16%15 Career & Technology Education 132,143 132,473 134,836 145,668 145,421 (247) -0.17%16 Alternative/Evening High 65,843 71,661 66,607 70,377 72,128 1,751 2.49%17 Other School (Outdoor/Children's Village)85,771 75,309 80,363 85,103 88,858 3,755 4.41%18 Additional Employment - Clerical 35,102 39,602 47,766 50,000 50,000 0 0.00%19 Additional Empl. - A&S 0 0 0 0 0 0 0.00%20 Instructional Substitutes 0 0 121 0 0 0 0.00%21 Substitutes - Clerical 29,264 110,633 105,855 47,500 47,500 0 0.00%22 Turnover Credit 0 0 0 (100,000) (100,000)0 0.00%23 12,943,436 13,029,194 13,871,632 14,606,436 14,947,310 340,874 2.33% School Principals and School Staff MSDE Category: Mid-Level Administration MSDE Subcategory: Office Of The Principal 1/4/2024 Page 3 of 41 FY2025 Supt Draft Budget - 01-16-24 8-11 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Contracted Services Consultants 28,579 0 0 0 0 0 0.00%24 Tech. - Service Contracts 0 0 0 0 0 0 0.00%25 28,579 0 0 0 0 0 0.00% Supplies and Materials Office Supplies 2,793 750 1,099 3,750 3,750 0 0.00%26 Computer Software 61,752 63,913 66,470 69,250 72,000 2,750 3.97%27 Postage - Schools 57,321 56,637 50,826 60,500 60,500 0 0.00%28 Diplomas 37,551 11,747 9,503 10,000 10,000 0 0.00%29 Food/Meals 0 1,637 3,330 3,000 3,000 0 0.00%30 159,417 134,684 131,228 146,500 149,250 2,750 1.88% Other Charges Travel/Mileage 27,647 30,320 39,044 55,000 55,000 0 0.00%31 Communications - Schools 811,326 1,211,439 863,604 999,000 949,000 (50,000) -5.01%32 838,974 1,241,759 902,648 1,054,000 1,004,000 (50,000) -4.74% Property Equipment 0 0 0 0 0 0 0.00%33 Program Total 13,970,406 14,405,637 14,905,508 15,806,936 16,100,560 293,624 1.86% School Principals and School Staff (Continued) 1/4/2024 Page 4 of 41 FY2025 Supt Draft Budget - 01-16-24 8-12 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional Regular Programs 27.0 27.0 31.0 32.0 32.0 0.0 0.00% Career & Technology Programs 2.0 2.0 2.0 2.0 3.0 1.0 50.00% Curriculum & Instr. Specialists 5.0 5.0 4.2 5.2 5.2 0.0 0.00% Technology Integration Specialists 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Clerical and Support Regular Programs 10.0 10.0 10.0 10.0 10.0 0.0 0.00% Career & Technology Programs 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Total FTE 48.0 48.0 51.2 53.2 54.2 1.0 1.88% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional Regular Programs 2,869,513 2,758,680 3,452,124 3,701,099 3,735,563 34,464 0.93%1 Career & Technology Programs 171,017 201,169 205,914 213,121 296,316 83,195 39.04%2 Curriculum & Instr. Specialists 376,204 384,514 338,195 419,748 424,328 4,580 1.09%3 Technology Integration Specialists 237,645 244,057 260,207 269,429 272,317 2,888 1.07%4 Clerical and Support 0 0.00% Regular Programs 464,455 457,347 482,368 519,073 518,635 (438) -0.08%5 Career & Technology Programs 38,298 35,947 42,330 45,930 46,188 258 0.56%6 Temporary Employment 0 422 0 0 0 0 0.00%7 Additional Pay 32,607 33,242 34,735 40,000 40,000 0 0.00%8 4,189,738 4,115,378 4,815,874 5,208,400 5,333,347 124,946 2.40% Contracted Services Consultants 4,000 6,567 0 0 0 0 0.00%9 4,000 6,567 0 0 0 0 0.00% Supplies and Materials Office Supplies 5,198 7,796 4,572 8,000 8,000 0 0.00%10 Small Computer Equipment 0 0 0 0 0 0 0.00%11 Food/Meals 0 0 57 500 500 0 0.00%12 5,198 7,796 4,629 8,500 8,500 0 0.00% Other Charges Travel/Prof. Development 10,484 34,663 80,921 60,000 60,000 0 0.00%13 Dues & Subscriptions 9,626 8,748 5,121 12,000 12,000 0 0.00%14 20,110 43,411 86,042 72,000 72,000 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%15 Program Total 4,219,046 4,173,152 4,906,545 5,288,900 5,413,847 124,946 2.36% MSDE Category: Mid-Level Administration MSDE Subcategory: Instructional Administration and Supervision Office of Instructional Supervision 1/4/2024 Page 5 of 41 FY2025 Supt Draft Budget - 01-16-24 8-13 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Clerical and Support 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Total FTE 4.0 4.0 4.0 4.0 4.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 285,544 291,213 267,355 299,683 293,129 (6,554) -2.19%1 Clerical and Support 33,341 43,704 45,570 48,490 49,735 1,244 2.57%2 Temporary Employment 0 0 0 0 0 0 0.00%3 Additional Wages 455 5,990 645 4,500 1,000 (3,500) -77.78%4 319,340 340,908 313,570 352,673 343,864 (8,810) -2.50% Contracted Services Research Consultants 0 0 0 6,000 0 (6,000)-100.00%5 Contracted Services 0 0 0 0 0 0 0.00%6 0 0 0 6,000 0 (6,000) -100.00% Supplies and Materials Software and Supplies 0 859 0 2,000 2,000 0 0.00%7 Testing Materials 8,011 5,741 4,321 120,000 250,000 130,000 108.33%8 G&T Screening Exams 38,325 33,600 78,750 40,000 40,000 0 0.00%9 46,336 40,200 83,071 162,000 292,000 130,000 80.25% Other Charges Travel/Professional Dev.0 808 465 2,000 2,000 0 0.00%10 PSAT Fees 6,358 78,660 36,222 50,000 50,000 0 0.00%11 AP/IB Registration Fees 99,192 78,025 87,758 200,000 200,000 0 0.00%12 Dues & Subscriptions 186 97 156 500 500 0 0.00%13 105,736 157,590 124,601 252,500 252,500 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%14 Program Total 471,412 538,698 521,242 773,173 888,364 115,190 14.90% Testing and Accountability Programs MSDE Category: Administration MSDE Subcategory: Planning, Research, Development, and Evaluation Services 1/4/2024 Page 6 of 41 FY2025 Supt Draft Budget - 01-16-24 8-14 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Teachers Pre-Kindergarten 66.5 51.5 64.5 63.5 63.5 0.0 0.00% Elementary Regular Classes, Gr. K-5 422.0 426.0 430.0 441.0 439.0 (2.0) -0.45% Encore 87.3 87.3 87.4 87.4 87.4 0.0 0.00% Intervention 11.5 10.5 7.5 7.5 7.5 0.0 0.00% Middle 296.5 296.5 296.5 299.5 313.5 14.0 4.67% High School 332.4 331.4 331.4 329.4 332.4 3.0 0.91% Behavior Modification 9.0 9.0 12.0 12.0 12.0 0.0 0.00% InnovatED Learning Hub 19.0 19.0 19.0 19.0 30.0 11.0 57.89% Outdoor School 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Family Life 2.0 2.0 2.0 2.0 2.0 0.0 0.00% Instructional Assistants Instr. Assistants-Regular-Elem.2.0 2.0 2.0 12.0 12.0 0.0 0.00% Instr. Assistants-Regular-Second.3.0 3.0 3.0 3.0 3.0 0.0 0.00% Instructional Assistants-Pre-K 70.0 57.0 68.0 68.0 68.0 0.0 0.00% Behavior Modification 24.0 26.0 30.0 30.0 31.0 1.0 3.33% Middle Sch. Drop-out Prevention 6.0 6.0 6.0 6.0 6.0 0.0 0.00% High School Drop-out Prevention 11.0 11.0 13.0 14.0 14.0 0.0 0.00% Instr. Assistants-ISS-Secondary 13.0 13.0 13.0 13.0 13.0 0.0 0.00% InnovatED Learning Hub 2.0 2.0 2.0 2.0 4.0 2.0 100.00% IA - Teacher Interns 0.0 0.0 0.0 0.0 0.0 0.0 0.00% Total FTE 1,380.2 1,356.2 1,390.3 1,412.3 1,441.3 29.0 2.05% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Teachers Pre-Kindergarten 4,171,852 3,211,981 4,270,818 4,416,294 4,399,916 (16,378) -0.37%1 Elementary Regular Classes, Gr. K-5 26,706,437 27,000,591 28,528,384 30,716,917 30,293,730 (423,188) -1.38%2 Encore 5,586,017 5,747,778 6,020,620 6,296,145 6,269,392 (26,753) -0.42%3 Intervention 776,434 730,556 597,198 570,638 553,624 (17,014) -2.98%4 Middle 19,278,391 19,407,796 20,221,067 21,526,106 22,084,669 558,563 2.59%5 High School 21,667,606 21,593,306 22,755,724 23,671,360 23,763,046 91,686 0.39%6 Behavior Modification 537,537 550,128 752,831 780,885 780,249 (636) -0.08%7 InnovatED Learning Hub 1,344,651 1,318,602 1,375,186 1,417,702 2,161,335 743,634 52.45%8 Outdoor School 244,578 247,782 263,930 272,465 254,734 (17,731) -6.51%9 Family Life 155,158 156,824 166,636 172,468 172,512 44 0.03%10 National Board Certified 0 0 125,996 194,000 194,000 0 0.00%11 Home & Hospital 239,524 479,025 464,268 430,000 430,000 0 0.00%12 Evening High School - Add'l Pay 98,892 558,820 615,294 475,000 475,000 0 0.00%13 MSDE Categories: Instructional Salaries Instructional Textbooks & Supplies Other Instructional Costs Classroom Instructional Programs 1/4/2024 Page 7 of 41 FY2025 Supt Draft Budget - 01-16-24 8-15 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Adult Correctional Facility Instr.36,113 48,799 41,334 35,000 35,000 0 0.00%14 Instructional Assistants Instr. Assistants-Regular-Elem.50,570 61,994 67,965 322,399 328,859 6,460 2.00%15 Instr. Assistants-Regular-Second.82,829 82,401 90,116 96,387 93,071 (3,316) -3.44%16 Instructional Assistants-Pre-K 1,548,659 1,302,704 1,752,253 2,029,173 2,004,785 (24,388) -1.20%17 Behavior Modification 346,009 485,373 688,043 911,810 938,539 26,729 2.93%18 Middle Sch. Drop-out Prevention 213,494 198,999 202,673 210,658 210,819 161 0.08%19 High School Drop-out Prevention 471,194 433,404 524,246 587,094 556,580 (30,514) -5.20%20 Instr. Assistants-ISS-Secondary 295,985 284,257 342,468 396,707 388,256 (8,451) -2.13%21 InnovatED Learning Hub 47,503 46,992 48,741 61,701 116,840 55,139 89.37%22 Lunchtime Assistants 301,381 641,348 686,549 745,000 745,000 0 0.00%23 Summer/Additional Empl.144,828 224,395 100,194 150,000 150,000 0 0.00%24 Add'l Pay-Elem Planning 576,800 608,294 593,138 740,000 740,000 0 0.00%25 Add'l Pay-Elem Extended Learning 65,582 54,790 52,836 80,000 80,000 0 0.00%26 Add'l Pay-Middle Sch. After School Activities 14,061 44,610 26,387 56,005 56,005 0 0.00%27 Add'l Pay-SHS 79,780 86,055 121,774 100,000 100,000 0 0.00%28 Add'l Pay-Middle Sat./Drop-out 61,213 97,262 77,920 115,000 115,000 0 0.00%29 Add'l Pay-High Sat./Twilight 75,762 88,795 119,246 125,000 125,000 0 0.00%30 Add'l Pay-D/O Intervent'n 12,509 14,371 23,742 30,000 30,000 0 0.00%31 Add'l Pay-Upward Bound Tutoring 0 0 1,225 5,000 5,000 0 0.00%32 SIT Planning Workshop 132,632 169,020 160,416 228,500 228,500 0 0.00%33 Summer School-Elementary 339,667 0 0 0 450,000 450,000 100.00%34 Summer School-Middle 85,963 0 0 0 90,000 90,000 100.00%35 Summer School-High 357,013 0 0 0 400,000 400,000 100.00%36 Instructional Substitutes 1,500,135 2,570,517 3,208,951 2,550,000 2,900,000 350,000 13.73%37 Extra-Curricular Compensation 713,480 729,948 804,899 900,000 900,000 0 0.00%38 Temp Employment 0 0 0 0 275,625 275,625 100.00%39 Turnover Credit 0 0 0 (2,400,000) (2,400,000)0 0.00%40 88,360,241 89,277,517 95,893,069 99,015,413 101,495,084 2,479,671 2.50% Contracted Services Equipment Rental 279,322 278,453 271,211 300,000 400,000 100,000 33.33%41 Official Fees 176,100 176,100 176,100 176,100 176,100 0 0.00%42 Athletic Trainer Services 297,569 238,310 153,072 429,000 429,000 0 0.00%43 Music and Arts 58,045 78,572 81,529 85,000 85,000 0 0.00%44 Interpreters 78,914 108,646 58,917 77,300 77,300 0 0.00%45 Home and Hospital 5,353 21,613 15,985 30,900 30,900 0 0.00%46 Contracted Services 326,226 369,022 349,906 381,100 381,100 0 0.00%47 1,221,528 1,270,716 1,106,718 1,479,400 1,579,400 100,000 6.76% Supplies and Materials Printing Supplies 65,154 112,993 79,436 150,000 150,000 0 0.00%48 Small Computer Equipment 1,145,030 1,334,424 1,273,081 1,075,000 2,175,000 1,100,000 102.33%49 Computer Software 590,661 461,895 449,892 814,000 714,000 (100,000) -12.29%50 Textbooks-School Allocations 738 2,202 189 1,000 1,000 0 0.00%51 Textbooks-Supv. - Elementary 13,341 255,902 25,138 216,000 216,000 0 0.00%52 Textbooks-Supv. - Secondary 655,949 131,130 387,399 340,000 340,000 0 0.00%53 Instructional Mat'ls-School Alloc.894,094 1,075,849 968,962 1,099,000 1,099,000 0 0.00%54 Instr. Mat's-Supv. - Elementary 615,916 815,342 745,130 959,000 959,000 0 0.00%55 Instr. Mat's-Supv. - Secondary 787,498 574,128 1,034,887 782,000 782,000 0 0.00%56 Instr. Mat's-504 Plans 0 0 4,756 0 0 0 0.00%57 Instr. Mat's-Outdoor School 8,929 6,713 5,400 5,400 0 0.00%58 Instructional Mat'ls-Classroom 177,864 94,236 161,330 192,000 192,000 0 0.00%59 Summer School Materials-Elem.84,282 2,781 13,330 0 0 0 0.00%60 Summer School Materials-Second.38,323 955 0 0 0 0 0.00%61 Instr. Mat's-Planetarium 2,488 2,497 2,505 2,700 2,700 0 0.00%62 Instr. Mat's-Drop-out Prevention 9,759 9,986 9,649 10,800 10,800 0 0.00%63 Instr. Mat's-Family Life 17,999 17,999 17,960 19,400 19,400 0 0.00%64 Instr. Mat's-Drop-out Prev.Incentives 2,867 3,281 1,172 3,200 3,200 0 0.00%65 5,110,892 4,902,312 5,174,816 5,669,500 6,669,500 1,000,000 17.64% Classroom Instructional Programs (Continued) 1/4/2024 Page 8 of 41 FY2025 Supt Draft Budget - 01-16-24 8-16 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Other Charges Travel - Dropout Prevent 3,718 2,416 2,715 5,000 5,000 0 0.00%66 Travel - Diversity Achieve. Coun.149 0 0 1,000 1,000 0 0.00%67 Traveling Teachers 3,862 8,205 14,977 10,000 10,000 0 0.00%68 Mileage - Home Instruction 795 16,101 8,163 30,000 30,000 0 0.00%69 SIT Grants 77,058 69,661 70,572 92,000 92,000 0 0.00%70 School Enrichment Activities 86,133 70,184 78,167 125,500 125,500 0 0.00%71 Middle School After School Activities 11,011 13,692 10,362 0 0 0 0.00%72 Interscholastic Athletics 230,384 230,384 191,475 230,384 230,384 0 0.00%73 Other - Contingency 543 382 384 10,000 10,000 0 0.00%74 413,653 411,025 376,814 503,884 503,884 0 0.00% Property Instr. Equip.-School Alloc.9,290 0 8,679 0 0 0 0.00%75 Instr. Equip.-Supv. - Elementary 0 79,999 58,789 60,000 60,000 0 0.00%76 Instr. Equip.-Supv. - Secondary 38,760 80,828 19,260 65,000 65,000 0 0.00%77 Instructional Technology 9,905 0 0 0 0 0 0.00%78 57,955 160,828 86,728 125,000 125,000 0 0.00% Transfers Tuition (to other Md. LEA's)42,256 51,157 95,913 50,000 50,000 0 0.00%79 State Institutions 82,083 34,899 76,023 150,000 150,000 0 0.00%80 Transfers - Private/Other Institutions 162,474 149,547 621,545 2,541,598 3,021,598 480,000 18.89%81 286,813 235,603 793,480 2,741,598 3,221,598 480,000 17.51% Program Total 95,451,083 96,258,001 103,431,625 109,534,795 113,594,466 4,059,671 3.71% Classroom Instructional Programs 1/4/2024 Page 9 of 41 FY2025 Supt Draft Budget - 01-16-24 8-17 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Lead Teachers-Elem.22.5 22.5 23.5 23.5 23.5 0.0 0.00% Lead Teachers-Second.23.0 23.0 22.0 22.0 22.0 0.0 0.00% Family Center 2.5 2.5 2.5 2.5 0.0 (2.5) -100.00% EL 28.0 28.0 33.0 55.0 72.0 17.0 30.91% Instructional Assistants Family Center 1.0 1.0 1.0 1.0 0.0 (1.0) -100.00% EL 0.0 0.0 0.0 1.0 1.0 0.0 0.00% Total FTE 77.0 77.0 82.0 105.0 118.5 13.5 12.86% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Teachers Lead Teachers-Elem.1,628,699 1,656,818 1,807,207 1,869,908 1,872,923 3,015 0.16%1 Lead Teachers-Second.1,721,943 1,672,535 1,778,536 1,815,273 1,814,835 (438) -0.02%2 Family Center 147,500 161,295 168,912 177,345 0 (177,345) -100.00%3 EL 1,757,567 1,844,128 2,287,043 3,816,329 4,965,306 1,148,977 30.11%4 National Board Certified 0 0 10,000 20,000 20,000 0 0.00%5 Instructional Assistants 6 EL 3,195 0 0 25,530 29,026 3,496 13.69%7 Summer/Additional Pay 3,334 866 4,832 10,500 10,500 0 0.00%8 Instructional Substitutes 59,338 65,785 137,778 55,000 55,000 0 0.00%9 5,345,219 5,425,695 6,220,742 7,817,639 8,767,590 949,952 12.15% Contracted Services EL 22,049 32,198 22,222 20,000 60,000 40,000 200.00%10 22,049 32,198 22,222 20,000 60,000 40,000 200.00% Supplies and Materials Instructional Materials EL 11,997 12,000 12,068 12,000 60,000 48,000 400.00%11 11,997 12,000 12,068 12,000 60,000 48,000 400.00% Other Charges Travel - EL 2,485 5,445 6,148 7,500 7,500 0 0.00%12 2,485 5,445 6,148 7,500 7,500 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%13 0 0 0 0 0 0 0.00% Program Total 5,381,751 5,475,337 6,261,181 7,857,139 8,895,090 1,037,952 13.21% Other Instructional Costs Instructional Textbooks & Supplies Targeted Instructional Programs MSDE Categories: Instructional Salaries 1/4/2024 Page 10 of 41 FY2025 Supt Draft Budget - 01-16-24 8-18 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Teachers Middle School CTE Teachers 7.5 7.5 7.5 7.5 7.5 0.0 0.00% High School CTE Teachers 56.1 56.1 56.1 56.1 56.1 0.0 0.00% Instructional Assistants 4.0 4.0 4.0 4.0 4.0 0.0 0.00% Total FTE 67.6 67.6 67.6 67.6 67.6 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Teachers Middle School CTE Teachers 497,835 508,874 518,719 539,520 519,442 (20,078) -3.72%1 High School CTE Teachers 3,702,983 3,836,228 3,977,190 4,296,383 4,142,765 (153,618) -3.58%2 National Board Certified 0 0 20,000 20,000 40,000 20,000 100.00%3 Instructional Assistants 81,032 93,705 100,187 110,318 118,167 7,849 7.11%4 Summer/Add. Employment 62,307 47,123 38,348 65,000 65,000 0 0.00%5 Instructional Substitutes 40,649 87,571 144,488 79,000 79,000 0 0.00%6 4,384,806 4,573,501 4,798,931 5,110,221 4,964,374 (145,847) -2.85% Contracted Services Contractor Trades Education 42,691 21,637 10,770 20,000 20,000 0 0.00%7 42,691 21,637 10,770 20,000 20,000 0 0.00% Supplies and Materials Small Computer Equipment 203,661 93,400 90,000 93,500 93,500 0 0.00%8 Textbooks 34,054 140,119 30,000 31,000 31,000 0 0.00%9 Instructional Materials - CTE 562,838 491,391 432,550 639,500 639,500 0 0.00%10 800,554 724,910 552,550 764,000 764,000 0 0.00% Other Charges Travel 30,046 52,201 43,964 40,000 40,000 0 0.00%11 Dues & Subscriptions 8,684 10,565 12,224 12,000 12,000 0 0.00%12 38,731 62,766 56,188 52,000 52,000 0 0.00% Property Equipment 155,846 137,515 302,333 100,000 100,000 0 0.00%13 Program Total 5,422,628 5,520,329 5,720,772 6,046,221 5,900,374 (145,847) -2.41% Career Technology Programs Instructional Textbooks & Supplies Other Instructional Costs MSDE Categories: Instructional Salaries 1/4/2024 Page 11 of 41 FY2025 Supt Draft Budget - 01-16-24 8-19 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Teachers Talented & Gifted-Enrichment 21.5 21.5 21.5 21.5 21.5 0.0 0.00% Talented & Gifted-Magnet 16.0 16.0 16.0 16.0 16.0 0.0 0.00% Other Enriched/Advanced Prog.2.0 2.0 2.0 2.0 2.0 0.0 0.00% BISFA Arts Teachers 7.5 7.5 7.5 7.5 7.5 0.0 0.00% Total FTE 47.0 47.0 47.0 47.0 47.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Teachers Talented & Gifted-Enrichment 1,463,914 1,467,798 1,564,625 1,626,471 1,614,406 (12,065) -0.74%1 Talented & Gifted-Magnet 976,362 972,788 1,003,834 1,060,801 1,049,176 (11,625) -1.10%2 Other Enriched/Advanced Prog.168,327 170,327 163,374 169,392 179,114 9,722 5.74%3 BISFA Arts Teachers 548,694 550,746 592,501 612,623 595,446 (17,177) -2.80%4 National Board Certified 0 0 29,895 30,000 10,000 (20,000) -66.67%5 Temporary Employment 186,418 211,001 233,178 200,000 200,000 0 0.00%6 Summer/Additional Pay - G&T 38,694 27,783 35,362 35,000 35,000 0 0.00%7 Summer/Additional Pay - BISFA 15,628 14,888 12,776 20,000 20,000 0 0.00%8 Instructional Substitutes 15,101 74,987 63,808 73,000 73,000 0 0.00%9 3,413,138 3,490,318 3,699,354 3,827,287 3,776,142 (51,145) -1.34% Contracted Services Contracted Services - G&T 12,297 12,847 13,047 25,000 15,000 (10,000) -40.00%10 12,297 12,847 13,047 25,000 15,000 (10,000) -40.00% Supplies and Materials Small Computer Equipment 0 0 0 0 0 0 0.00%11 Materials - G&T 144,001 74,400 49,988 50,000 50,000 0 0.00%12 Materials - STEM 54,992 38,252 49,983 50,000 50,000 0 0.00%13 Magnet Program-Materials-Elem.19,986 19,889 19,965 20,000 20,000 0 0.00%14 Magnet Program-Materials-Second.14,998 7,261 19,934 20,000 20,000 0 0.00%15 233,977 139,801 139,870 140,000 140,000 0 0.00% Other Charges Travel - Prof. Development 39,527 94,035 102,041 75,000 105,000 30,000 40.00%16 Dues & Subscriptions 45,684 57,681 38,694 55,000 35,000 (20,000) -36.36%17 85,211 151,716 140,735 130,000 140,000 10,000 7.69% Program Total 3,744,623 3,794,682 3,993,006 4,122,287 4,071,142 (51,145) -1.24% MSDE Categories: Instructional Salaries Gifted and Talented Programs Other Instructional Costs Instructional Textbooks & Supplies 1/4/2024 Page 12 of 41 FY2025 Supt Draft Budget - 01-16-24 8-20 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Librarians 38.0 38.0 38.0 38.0 38.0 0.0 0.00% Total FTE 38.0 38.0 38.0 38.0 38.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Librarians 2,503,092 2,489,283 2,623,616 2,761,413 2,761,967 555 0.02%1 National Board Certified 0 0 10,000 10,000 10,000 0 0.00%2 Summer/Additional Employment 63,817 44,574 36,462 67,000 67,000 0 0.00%3 Instructional Substitutes 35,755 84,715 75,058 46,000 46,000 0 0.00%4 2,602,663 2,618,572 2,745,136 2,884,413 2,884,967 555 0.02% Supplies and Materials Library Materials 197,520 213,378 221,621 215,000 215,000 0 0.00%5 197,520 213,378 221,621 215,000 215,000 0 0.00% Other Charges Dues & Subscriptions 236,550 161,192 162,047 240,000 240,000 0 0.00%6 Property Equipment 119 0 0 0 0 0 0.00%7 Program Total 3,036,853 2,993,141 3,128,804 3,339,413 3,339,967 555 0.02% School Library Media Programs MSDE Categories: Instructional Salaries Instructional Textbooks & Supplies Other Instructional Costs 1/4/2024 Page 13 of 41 FY2025 Supt Draft Budget - 01-16-24 8-21 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Mentor Resource Teachers 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Total FTE 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Mentor Resource Teachers 412,242 425,227 417,046 431,979 434,441 2,462 0.57%1 Additional Pay - ESP 862 2,227 2,600 5,000 5,000 0 0.00%2 Additional Pay - Teachers 5,563 7,447 3,586 20,000 20,000 0 0.00%3 Workshops 960,641 490,141 594,744 700,000 700,000 0 0.00%4 Workshops - G&T 84,875 104,299 87,938 85,000 85,000 0 0.00%5 Substitutes - Prof. Growth 1,128 14,191 32,507 63,000 38,000 (25,000) -39.68%6 1,465,311 1,043,532 1,138,422 1,304,979 1,282,441 (22,538) -1.73% Contracted Services Consultants 64,586 104,295 110,266 55,000 80,000 25,000 45.45%7 Maintenance Contracts 35,397 36,636 38,102 39,750 41,250 1,500 3.77%8 99,983 140,932 148,367 94,750 121,250 26,500 27.97% Supplies and Materials Office Supplies 0 0 0 0 0 0 0.00%9 Workshop Supplies 44,845 47,378 36,844 40,000 40,000 0 0.00%10 Food/Meals 265 2,973 5,073 5,000 5,000 0 0.00%11 45,110 50,351 41,917 45,000 45,000 0 0.00% Other Charges Travel/Professional Dev.11,273 43,335 50,845 70,000 70,000 0 0.00%12 Dues & Subscriptions 13,523 11,981 24,976 12,000 12,000 0 0.00%13 24,796 55,316 75,821 82,000 82,000 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%14 Program Total 1,635,200 1,290,131 1,404,527 1,526,729 1,530,691 3,962 0.26% MSDE Categories: Instructional Salaries Instructional Textbooks & Supplies Professional Development Other Instructional Costs 1/4/2024 Page 14 of 41 FY2025 Supt Draft Budget - 01-16-24 8-22 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 School Counselors 65.0 65.0 70.5 74.5 73.5 (1.0) -1.34% Instructional Assistants 2.0 2.0 1.0 1.0 1.0 0.0 0.00% Total FTE 67.0 67.0 71.5 75.5 74.5 (1.0) -1.32% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages School Counselors 4,116,860 4,079,096 4,418,925 5,161,416 5,077,903 (83,513) -1.62%1 Instructional Assistants 67,315 50,560 31,326 32,886 36,322 3,436 10.45%2 Additional Employment 236,580 227,822 232,659 255,000 255,000 0 0.00%3 Instructional Substitutes 5,258 167 32,243 8,000 8,000 0 0.00%4 4,426,014 4,357,645 4,715,153 5,457,302 5,377,225 (80,077) -1.47% Contracted Services Contracted Services 800 0 0 0 0 0 0.00%5 800 0 0 0 0 0 0.00% Supplies and Materials Office Supplies 1,474 1,171 1,476 1,500 1,500 0 0.00%6 Career Counseling - Reg. Prog.48,656 43,840 45,967 53,000 53,000 0 0.00%7 Computer Software 119,069 124,469 127,872 132,500 132,500 0 0.00%8 Student Service Learning Materials 1,637 2,328 3,816 4,000 4,000 0 0.00%9 PBIS Materials 630 630 805 10,000 10,000 0 0.00%10 Conflict Resolution Materials 0 0 0 2,000 2,000 0 0.00%11 171,465 172,438 179,936 203,000 203,000 0 0.00% Other Charges Travel 201 314 1,059 1,000 1,000 0 0.00%12 Dues & Subscriptions 11,349 9,196 9,752 10,200 10,200 0 0.00%13 11,550 9,509 10,810 11,200 11,200 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%14 Transfers Transfers - Private/Other Institutions 0 0 0 1,370,000 1,400,000 30,000 2.19%15 Program Total 4,609,829 4,539,592 4,905,899 7,041,502 6,991,425 (50,077) -0.71% School Counseling Programs MSDE Categories: Instructional Salaries Instructional Textbooks & Supplies Other Instructional Costs 1/4/2024 Page 15 of 41 FY2025 Supt Draft Budget - 01-16-24 8-23 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 8.0 8.0 8.0 9.0 9.0 0.0 0.00% Total FTE 8.0 8.0 8.0 9.0 9.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 659,971 590,406 751,241 849,058 828,755 (20,303) -2.39%1 Additional Pay 1,235 12,401 12,042 2,000 2,000 0 0.00%2 661,206 602,807 763,283 851,058 830,755 (20,303) -2.39% Contracted Services Psychologists 4,300 162,525 195,650 5,000 5,000 0 0.00%3 4,300 162,525 195,650 5,000 5,000 0 0.00% Supplies and Materials Office Supplies 3,552 1,516 3,552 3,500 3,500 0 0.00%4 Small Computer Equipment 10,437 0 0 1,000 1,000 0 0.00%5 Computer Software 0 0 0 1,000 1,000 0 0.00%6 Assessment Materials 16,333 21,050 26,952 25,000 25,000 0 0.00%7 30,322 22,566 30,504 30,500 30,500 0 0.00% Other Charges Travel 1,807 1,015 1,502 7,000 7,000 0 0.00%8 Property Equipment 0 0 0 0 0 0 0.00%9 Program Total 697,635 788,913 990,938 893,558 873,255 (20,303) -2.27% MSDE Categories: Instructional Salaries Instructional Textbooks & Supplies Other Instructional Costs Psychological Services Programs 1/4/2024 Page 16 of 41 FY2025 Supt Draft Budget - 01-16-24 8-24 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 0.0 0.0 0.0 2.0 2.5 0.5 25.00% Teachers Intervention 3.5 3.5 3.5 3.5 3.5 0.0 0.00% Social Workers 9.0 8.0 8.0 8.0 9.0 1.0 12.50% Special Education 148.3 148.3 151.4 161.4 166.4 5.0 3.10% Lead Teachers - Special Education 7.0 7.0 7.0 7.0 7.0 0.0 0.00% Occupational Therapists 6.0 5.6 6.6 6.6 6.6 0.0 0.00% Speech, Language, Audiology 20.0 20.0 20.0 20.0 24.0 4.0 20.00% Instructional Assistants 148.6 151.6 180.8 196.8 200.1 3.3 1.65% Occup. Therapist Assistants 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Total FTE 345.4 347.0 380.3 408.3 422.1 13.8 3.37% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 0 0 0 200,000 201,176 1,176 0.59%1 Teachers Intervention 250,344 244,848 259,411 269,085 269,084 (2)0.00%2 Social Workers 524,773 510,271 546,989 571,419 621,750 50,331 8.81%3 Special Education 9,781,294 9,738,134 10,162,689 11,584,502 11,755,803 171,301 1.48%4 Lead Teachers - Special Education 562,628 542,146 540,419 558,213 548,278 (9,935) -1.78%5 Occupational Therapists 414,915 406,381 453,990 536,409 541,855 5,446 1.02%6 Speech, Language, Audiology 1,057,768 1,055,708 1,169,102 1,632,941 1,926,122 293,182 17.95%7 National Board Certified 0 0 10,000 20,000 20,000 0 0.00%8 Instructional Assistants 4,175,027 3,670,606 4,230,813 6,277,266 6,151,448 (125,818) -2.00%9 Occup. Therapist Assistants 125,899 127,191 137,428 154,732 160,421 5,688 3.68%10 Adult Correctional Facility Instr.0 0 0 5,000 5,000 0 0.00%11 Additional Pay 0 113 649 1,000 1,000 0 0.00%12 Additional Empl./Summer School 373,502 304,557 445,040 385,000 385,000 0 0.00%13 Instructional Substitutes 203,377 441,392 603,325 543,000 543,000 0 0.00%14 Turnover Credit 0 0 0 (300,000) (300,000)0 0.00%15 17,469,527 17,041,346 18,559,856 22,438,567 22,829,936 391,370 1.74% Contracted Services Legal Fees 114,163 69,218 6,188 80,000 80,000 0 0.00%16 Consultants 43,430 56,265 26,555 90,000 90,000 0 0.00%17 Speech/Language Therapists 0 0 468,601 300,000 300,000 0 0.00%18 Assessments 0 0 541 0 0 0 0.00%19 Interpreters 29,949 80,909 683,149 305,000 405,000 100,000 32.79%20 Other Contr. Serv. / Behavior Initiatives 136,416 295,673 1,748,089 10,000 510,000 500,000 5000.00%21 323,959 502,065 2,933,123 785,000 1,385,000 600,000 76.43% Supplies and Materials Office Supplies 6,195 1,561 5,506 5,000 5,000 0 0.00%22 Small Computer Equipment 6,162 0 8,199 0 0 0 0.00%23 Computer Software 0 49,500 51,152 50,000 51,500 1,500 3.00%24 Instructional Materials 675,886 626,809 370,995 270,000 270,000 0 0.00%25 Assessment Materials 62,851 56,937 66,119 54,000 54,000 0 0.00%26 Library Materials 128 0 338 1,000 1,000 0 0.00%27 Other Supplies 0 0 0 0 0 0 0.00%28 751,222 734,807 502,309 380,000 381,500 1,500 0.39% Other Charges Travel 22,957 51,075 62,715 60,000 60,000 0 0.00%29 Student Admission Fees 0 0 0 0 0 0 0.00%30 22,957 51,075 62,715 60,000 60,000 0 0.00% Property Equipment 10,013 0 15,615 0 0 0 0.00%31 Transfers Maryland LEAs (Tuition)13,812 36,705 60,192 30,000 30,000 0 0.00%32 Program Total 18,591,489 18,365,997 22,133,810 23,693,567 24,686,436 992,870 4.19% Special Education Programs in Washington County Public Schools MSDE Category: Special Education MSDE Subcategory: Public School Instruction Programs 1/4/2024 Page 17 of 41 FY2025 Supt Draft Budget - 01-16-24 8-25 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Transfers Special Placements - Residential 348,219 819,400 846,448 850,000 850,000 0 0.00%1 Special Placements - Day 2,516,602 3,384,106 3,593,513 3,510,000 3,910,000 400,000 11.40%2 State Institutions 20,232 16,132 13,890 40,000 40,000 0 0.00%3 Program Total 2,885,052 4,219,638 4,453,851 4,400,000 4,800,000 400,000 9.09% MSDE Category: Special Education Special Education Programs in Private/Contracted Centers MSDE Subcategory: Non-Public School Programs 1/4/2024 Page 18 of 41 FY2025 Supt Draft Budget - 01-16-24 8-26 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Workshop Pay 11,685 26,013 5,308 35,000 35,000 0 0.00%1 Substitutes - Staff Develop.130 0 0 0 0 0 0.00%2 11,815 26,013 5,308 35,000 35,000 0 0.00% Contracted Services Consultants 0 0 4,078 0 0 0 0.00%3 Supplies and Materials Workshop Materials 5,700 6,075 11,796 12,500 12,500 0 0.00%4 Other Charges Travel 0 0 1,352 1,000 1,000 0 0.00%5 Professional Development 25,775 67,996 10,713 6,000 6,000 0 0.00%6 Dues & Subscriptions 4,481 7,834 3,200 3,000 3,000 0 0.00%7 30,256 75,830 15,264 10,000 10,000 0 0.00% Program Total 47,771 107,917 36,446 57,500 57,500 0 0.00% MSDE Category: Special Education MSDE Subcategory: Instructional Staff Development Special Education Staff Development Program 1/4/2024 Page 19 of 41 FY2025 Supt Draft Budget - 01-16-24 8-27 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Principals - Special Education 2.0 2.0 2.0 2.0 2.0 0.0 0.00% Clerical and Support 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Total FTE 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Principals - Special Education 191,063 193,452 205,230 212,413 212,463 50 0.02%1 Clerical and Support 50,596 51,158 53,281 56,674 58,137 1,463 2.58%2 Additional Employment 251 417 990 500 500 0 0.00%3 241,910 245,027 259,501 269,587 271,100 1,513 0.56% Other Charges Travel 0 0 0 0 0 0 0.00%4 0 0 0 0 0 0 0.00% Program Total 241,910 245,027 259,501 269,587 271,100 1,513 0.56% Administrators and School Staff in Local Special Education Centers MSDE Category: Special Education MSDE Subcategory: Office of the Principal 1/4/2024 Page 20 of 41 FY2025 Supt Draft Budget - 01-16-24 8-28 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 5.0 5.0 5.0 6.0 6.0 0.0 0.00% Special Education Specialists 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Clerical and Support 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Total FTE 13.0 13.0 13.0 14.0 14.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 525,044 500,978 514,876 703,962 693,459 (10,503) -1.49%1 Special Education Specialists 411,094 348,448 431,232 447,589 433,586 (14,003) -3.13%2 Clerical and Support 107,055 109,484 112,160 123,010 123,719 709 0.58%3 Clerical / Additional Pay 516 0 11 4,000 4,000 0 0.00%4 Summer / Additional Pay 2,962 0 1,422 1,500 1,500 0 0.00%5 1,046,671 958,911 1,059,700 1,280,061 1,256,264 (23,797) -1.86% Contracted Services Consultants 0 0 0 0 0 0 0.00%6 0 0 0 0 0 0 0.00% Supplies and Materials Office Supplies 243 1,321 840 2,000 2,000 0 0.00%7 Small Computer Equipment 0 2,788 0 500 500 0 0.00%8 243 4,109 840 2,500 2,500 0 0.00% Other Charges Travel 2,620 7,191 30,504 10,000 10,000 0 0.00%9 Dues & Subscriptions 6,404 411 1,349 5,000 5,000 0 0.00%10 9,024 7,602 31,852 15,000 15,000 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%11 Program Total 1,055,937 970,622 1,092,393 1,297,561 1,273,764 (23,797) -1.83% Supervision of Special Education Programs MSDE Category: Special Education MSDE Subcategory: Instructional Administration and Supervision 1/4/2024 Page 21 of 41 FY2025 Supt Draft Budget - 01-16-24 8-29 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 0.0 0.0 2.0 3.0 3.0 0.0 0.00% Pupil Personnel Workers 8.0 8.0 8.0 8.0 8.0 0.0 0.00% Social Workers 20.0 20.0 25.0 26.0 26.0 0.0 0.00% Clerical and Support 2.0 2.0 2.0 2.0 2.0 0.0 0.00% Total FTE 30.0 30.0 37.0 39.0 39.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 0 0 56,079 284,041 299,581 15,540 5.47%1 Pupil Personnel Workers 761,678 729,875 769,890 796,836 797,029 193 0.02%2 Social Workers 1,325,078 1,337,923 1,674,232 1,902,496 1,867,987 (34,508) -1.81%3 Clerical and Support 107,631 110,819 113,459 122,987 121,361 (1,627) -1.32%4 Additional Pay 14,236 20,569 22,513 22,500 22,500 0 0.00%5 Instructional Substitutes 316 370 536 500 500 0 0.00%6 2,208,939 2,199,554 2,636,708 3,129,360 3,108,958 (20,402) -0.65% Contracted Services School/Family Liaison/Alt. Prog.75,000 75,000 75,000 75,000 75,000 0 0.00%7 Title IX Contracted Services 0 634 0 0 0 0 0.00%8 75,000 75,634 75,000 75,000 75,000 0 0.00% Supplies and Materials Office Supplies 9,288 9,615 5,559 4,000 4,000 0 0.00%9 Small Computer Equipment 1,020 887 2,056 1,000 1,000 0 0.00%10 Attendance Incentive Materials 2,000 3,109 2,600 2,000 2,000 0 0.00%11 12,308 13,611 10,215 7,000 7,000 0 0.00% Other Charges Travel 1,132 2,894 6,359 4,000 4,000 0 0.00%12 Property Equipment 0 0 0 0 0 0 0.00%13 Program Total 2,297,379 2,291,693 2,728,282 3,215,360 3,194,958 (20,402) -0.63% Student Services Programs MSDE Category: Student Personnel Services 1/4/2024 Page 22 of 41 FY2025 Supt Draft Budget - 01-16-24 8-30 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 1.0 1.0 2.0 2.0 2.0 0.0 0.00% Physical Therapist 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Instructional Assistant - Health Services 7.0 6.0 6.0 6.0 6.0 0.0 0.00% Nurses 11.0 11.0 11.0 11.0 12.0 1.0 9.09% Clerical and Support 0.5 0.5 1.0 1.0 1.0 0.0 0.00% Total FTE 22.5 21.5 23.0 23.0 24.0 1.0 4.35% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 119,549 129,329 166,817 213,917 175,236 (38,681)-18.08%1 Physical Therapist 266,183 269,509 285,920 295,927 295,997 70 0.02%2 ParaPro - Health Services 108,175 85,792 123,210 170,030 176,785 6,754 3.97%3 Nurses 250,888 238,514 314,685 438,066 539,290 101,224 23.11%4 Clerical and Support 16,708 20,029 35,722 37,881 44,284 6,403 16.90%5 Temporary Employment 0 2,705 0 0 0 0 0.00%6 Additional Pay 14,551 4,358 1,446 8,000 8,000 0 0.00%7 Instructional Substitutes 1,594 3,649 5,063 5,000 5,000 0 0.00%8 Substitute - Nurses 3,643 18,678 29,019 25,000 25,000 0 0.00%9 781,290 772,563 961,880 1,193,821 1,269,591 75,770 6.35% Contracted Services Equipment Repair 24,475 26,675 30,585 1,000 31,000 30,000 3000.00%10 Nursing Services 1,821,303 2,005,993 2,137,159 3,054,260 3,054,260 0 0.00%11 Physical/Occupational Therapists 0 0 0 0 0 0 0.00%12 Other Contracted Services 1,199 82,846 256,306 115,000 115,000 0 0.00%13 1,846,977 2,115,515 2,424,050 3,170,260 3,200,260 30,000 0.95% Supplies and Materials Office Supplies 11,310 26,120 10,179 10,000 10,000 0 0.00%14 Computer Software 37,640 37,640 40,775 44,000 45,250 1,250 2.84%15 Medical Supplies 74,930 57,924 65,546 165,000 135,000 (30,000) -18.18%16 123,880 121,684 116,501 219,000 190,250 (28,750) -13.13% Other Charges Travel 1,006 3,949 3,874 5,000 5,000 0 0.00%17 Property Equipment 2,275 0 0 0 0 0 0.00%18 Program Total 2,755,428 3,013,712 3,506,304 4,588,081 4,665,101 77,020 1.68% Student Health Programs MSDE Category: Student Health Services 1/4/2024 Page 23 of 41 FY2025 Supt Draft Budget - 01-16-24 8-31 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 4.9 4.9 4.9 4.9 4.9 0.0 0.00% Clerical and Support 5.0 5.0 5.0 5.0 6.0 1.0 20.00% Driver Trainer 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Shop Foreman 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Garage Employees 8.0 8.0 8.0 8.0 8.0 0.0 0.00% Bus Drivers 134.0 134.0 134.0 134.0 136.0 2.0 1.49% Bus Attendants 50.0 50.0 50.0 50.0 46.0 (4.0) -8.00% Total Employees 203.9 203.9 203.9 203.9 202.9 (1.0) -0.49% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 399,455 415,285 458,251 474,289 505,627 31,338 6.61%1 Clerical and Support 254,956 261,856 273,882 292,389 331,486 39,098 13.37%2 Driver Trainer 51,418 64,277 66,509 70,069 70,107 38 0.05%3 Shop Foreman 85,320 80,709 79,523 91,452 98,509 7,057 7.72%4 Garage Employees 473,694 482,593 398,253 521,066 545,542 24,476 4.70%5 Bus Drivers 2,919,491 3,707,250 4,173,461 4,287,843 4,363,993 76,150 1.78%6 Bus Attendants 597,969 567,706 738,038 1,147,482 1,028,389 (119,092) -10.38%7 Temporary Employment 0 0 1,373 0 0 0 0.00%8 Additional Pay 84,210 285,450 259,459 150,000 150,000 0 0.00%9 Summer School Transp.85,263 36,778 28,877 0 100,000 100,000 100.00%10 In-service Training 21,966 17,894 27,095 27,000 27,000 0 0.00%11 Substitute Bus Drivers 82,369 246,351 317,151 300,000 300,000 0 0.00%12 Substitute Bus Attendants 113,701 238,255 242,458 200,000 200,000 0 0.00%13 Turnover Credit 0 0 0 (150,000) (150,000)0 0.00%14 5,169,812 6,404,406 7,064,329 7,411,590 7,570,654 159,064 2.15% Contracted Services Consultants 137,986 2,088 2,193 2,500 2,500 0 0.00%15 Physical Exams 19,432 22,702 23,450 25,000 25,000 0 0.00%16 Drug Testing 9,012 12,102 10,682 10,000 10,000 0 0.00%17 Contracted Training 7,359 25,398 7,717 12,000 12,000 0 0.00%18 Repairs - Private Garages 28,845 143,923 53,350 50,000 50,000 0 0.00%19 Other Contracted Services 1,249,800 20,725 (40,268)0 0 0 0.00%20 Contracted Drivers 2,613,803 3,016,264 2,678,806 2,882,000 2,932,000 50,000 1.73%21 Public Carriers 18,796 31,732 53,595 50,000 50,000 0 0.00%22 4,085,032 3,274,933 2,789,525 3,031,500 3,081,500 50,000 1.65% Supplies and Materials Training Supplies 667 1,198 1,653 1,400 1,400 0 0.00%23 Small Computer Equipment 6,978 0 0 0 0 0 0.00%24 Computer Software 89,924 74,517 70,456 100,000 80,000 (20,000) -20.00%25 Tires, Repairs & Disposal Fees 26,401 24,925 56,122 50,000 70,000 20,000 40.00%26 Repair & Maintenance Parts 287,185 295,956 401,717 290,000 290,000 0 0.00%27 Title and Transfer Fees 800 400 1,700 2,000 2,000 0 0.00%28 Uniforms 30,221 0 5,289 18,000 18,000 0 0.00%29 Miscellaneous Supplies & Mat.158,563 118,283 55,873 113,000 113,000 0 0.00%30 600,739 515,279 592,810 574,400 574,400 0 0.00% Student Transportation Programs MSDE Category: Student Transportation Services 1/4/2024 Page 24 of 41 FY2025 Supt Draft Budget - 01-16-24 8-32 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Other Charges Travel/Professional Dev.0 2,885 3,376 4,500 4,500 0 0.00%31 Dues & Subscriptions 267 155 265 1,500 1,500 0 0.00%32 Insurance - Buses 112,248 99,497 96,940 140,000 140,000 0 0.00%33 Vehicle Fuel, Oil, Etc.290,931 1,260,948 1,245,174 1,489,000 1,489,000 0 0.00%34 Operations Credit (100,286) (296,404) (290,348) (400,000) (400,000)0 0.00%35 School System Activities Transp.116,849 179,421 172,566 130,000 130,000 0 0.00%36 Arts Enrichment - Transp.0 20,278 36,173 30,000 30,000 0 0.00%37 Extended Learning - Transp.2,958 8,888 30,753 25,000 25,000 0 0.00%38 Co-Curricular Trips 7,083 41,652 59,740 80,000 80,000 0 0.00%39 Student Transportation - CTE 13 16,105 27,532 25,000 25,000 0 0.00%40 Student Transportation - Special Ed 0 0 0 2,000 2,000 0 0.00%41 Upward Bound Tutoring Prog. Transp.902 40,393 49,588 50,000 50,000 0 0.00%42 430,965 1,373,818 1,431,760 1,577,000 1,577,000 0 0.00% Property Equipment Other than Buses 16,057 11,361 8,045 30,000 30,000 0 0.00%43 Buses 395,224 1,624,026 1,988,732 1,754,073 2,122,500 368,427 21.00%44 Board Staff Vehicles 41,814 24,820 89,505 45,000 45,000 0 0.00%45 453,095 1,660,208 2,086,282 1,829,073 2,197,500 368,427 20.14% Program Total 10,739,643 13,228,643 13,964,705 14,423,563 15,001,054 577,491 4.00% Student Transportation Programs 1/4/2024 Page 25 of 41 FY2025 Supt Draft Budget - 01-16-24 8-33 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 3.0 3.0 4.0 4.0 4.0 0.0 0.00% Custodial Personnel 192.4 192.4 192.4 192.4 192.4 0.0 0.00% Warehousing & Distribution Person.2.0 2.0 2.0 2.0 2.0 0.0 0.00% Equipment Maintenance Personnel 0.0 0.0 0.0 0.0 1.0 1.0 100.00% Total FTE 197.4 197.4 198.4 198.4 199.4 1.0 0.50% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 283,460 206,027 254,219 343,897 379,255 35,358 10.28%1 Custodial Personnel 7,098,200 6,897,307 7,033,226 8,021,556 7,961,842 (59,714) -0.74%2 Warehousing & Distribution Pers.84,503 84,724 86,968 93,180 90,033 (3,146) -3.38%3 Equipment Maintenance Personnel 0 0 0 0 45,000 45,000 100.00%4 Additional Wages/Substitutes 298,759 668,356 843,656 490,000 490,000 0 0.00%5 Turnover Credit 0 0 0 (150,000) (150,000)0 0.00%6 7,764,922 7,856,415 8,218,070 8,798,633 8,816,130 17,497 0.20% Contracted Services Facility Rental 67,402 87,254 83,294 100,000 100,000 0 0.00%7 Equipment Rental 4,670 14,220 0 5,000 5,000 0 0.00%8 Time Clocks, Fire Alarms (3,035)2,439 0 40,000 40,000 0 0.00%9 Elevator Service Contracts 57,960 47,424 61,165 50,000 50,000 0 0.00%10 Equipment Repair - Other 11,838 3,107 20,486 20,000 20,000 0 0.00%11 Equipment Repair - CTE 33,208 28,233 19,570 15,000 15,000 0 0.00%12 Equipment Repair - Science 8,224 10,965 1,065 20,000 10,000 (10,000) -50.00%13 Equipment Repair - P.E./Arts 8,642 19,668 22,683 20,000 20,000 0 0.00%14 Other Contracted Services 925 2,370 22,445 2,500 2,500 0 0.00%15 Trash Removal 265,933 312,718 392,106 370,000 400,000 30,000 8.11%16 Snow Removal 103,677 57,361 28,985 75,000 50,000 (25,000) -33.33%17 Mowing Grass 0 0 0 0 0 0 0.00%18 559,444 585,758 651,800 717,500 712,500 (5,000) -0.70% Supplies and Materials Postage 125,608 52,862 104,419 85,000 85,000 0 0.00%19 Uniform Maintenance 2,924 360 3,850 5,750 5,750 0 0.00%20 Operational Supplies 1,276,946 995,337 1,109,837 950,000 1,100,000 150,000 15.79%21 1,405,479 1,048,559 1,218,106 1,040,750 1,190,750 150,000 14.41% Other Charges Recertification Training 270 3,706 1,315 3,000 3,000 0 0.00%22 Vehicle Insurance 54,108 46,626 30,294 60,000 60,000 0 0.00%23 Vehicle Fuel, Oil, Etc.24,599 46,502 69,728 45,000 45,000 0 0.00%24 Insurance on Buildings 408,019 430,005 451,879 600,000 635,000 35,000 5.83%25 Insurance Deductible 6,334 19,166 7,725 8,000 8,000 0 0.00%26 Water and Sewer 571,877 733,070 809,016 750,000 810,000 60,000 8.00%27 Fuel - Heating 165,150 316,611 414,177 360,000 420,000 60,000 16.67%28 Electricity 3,546,145 3,794,420 3,717,200 4,665,000 4,665,000 0 0.00%29 Natural Gas & Propane 623,173 709,001 763,930 1,000,000 1,000,000 0 0.00%30 5,399,676 6,099,107 6,265,265 7,491,000 7,646,000 155,000 2.07% Property Equipment 130,349 109,253 28,163 100,000 100,000 0 0.00%31 130,349 109,253 28,163 100,000 100,000 0 0.00% Program Total 15,259,870 15,699,091 16,381,404 18,147,883 18,465,380 317,497 1.75% Facilities Operations Programs MSDE Category: Operation of Plant 1/4/2024 Page 26 of 41 FY2025 Supt Draft Budget - 01-16-24 8-34 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Technology - Professional 13.5 13.5 13.5 13.5 13.5 0.0 0.00% Clerical and Support 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Tech. Electronics Technicians 12.0 12.0 12.0 12.0 12.0 0.0 0.00% Total FTE 26.5 26.5 26.5 26.5 26.5 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 1,008,489 1,072,209 1,146,954 1,224,579 1,224,854 275 0.02%1 Clerical and Support 60,191 53,259 41,607 44,274 45,420 1,146 2.59%2 Electronics Technicians 600,798 615,505 630,221 679,270 677,292 (1,978) -0.29%3 Temporary Employment 2,136 12,510 20,733 15,000 30,000 15,000 100.00%4 Additional Wages 53,604 35,945 29,499 20,000 20,000 0 0.00%5 1,725,218 1,789,428 1,869,015 1,983,123 1,997,566 14,443 0.73% Contracted Services Tech. - Service Contracts 1,202,045 1,900,400 1,623,718 1,507,000 2,072,000 565,000 37.49%6 Tech. - Repairs & Maintenance 290,377 249,025 245,222 400,000 250,000 (150,000) -37.50%7 1,492,422 2,149,425 1,868,939 1,907,000 2,322,000 415,000 21.76% Supplies and Materials Office Supplies 1,952 1,792 806 2,000 2,000 0 0.00%8 Tech. Support Supplies 264,204 263,579 296,498 300,000 385,000 85,000 28.33%9 Small Computer Equipment 1,080,567 466,862 609,058 650,000 650,000 0 0.00%10 Computer Software 471,966 477,271 453,064 407,000 300,000 (107,000) -26.29%11 1,818,688 1,209,504 1,359,427 1,359,000 1,337,000 (22,000) -1.62% Other Charges Travel/Prof. Dev.25,861 28,666 39,928 30,000 40,000 10,000 33.33%12 Communications 85,636 112,992 117,277 120,000 120,000 0 0.00%13 111,498 141,657 157,204 150,000 160,000 10,000 6.67% Property Equipment 96,960 0 215,784 100,000 100,000 0 0.00%14 96,960 0 215,784 100,000 100,000 0 0.00% Program Total 5,244,786 5,290,014 5,470,369 5,499,123 5,916,566 417,443 7.59% Technology Support & Maintenance MSDE Category: Operation of Plant 1/4/2024 Page 27 of 41 FY2025 Supt Draft Budget - 01-16-24 8-35 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 1.2 1.2 1.2 2.2 2.2 0.0 0.00% School Lobby Receptionist 0.0 0.0 0.0 0.0 0.0 0.0 0.00% School Safety & Security Assistants 0.0 0.0 0.0 19.0 19.0 0.0 0.00% Crossing Guards 22.0 22.0 22.0 22.0 22.0 0.0 0.00% Total FTE 23.2 23.2 23.2 43.2 43.2 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 130,251 132,011 140,800 240,729 238,247 (2,482)-1.03%1 School Lobby Receptionist 0 0 0 0 0 0 0.00%2 School Safety & Security Assistants 0 0 282,830 811,780 810,005 (1,774) -0.22%3 Crossing Guards 215,161 208,419 174,231 294,305 310,700 16,395 5.57%4 Additional Wages 8 0 28,951 45,000 45,000 0 0.00%5 Substitute-Crossing Guards 0 4,300 13,740 15,000 15,000 0 0.00%6 345,420 344,730 640,551 1,406,813 1,418,952 12,138 0.86% Contracted Services Tech. - Service Contracts 206,233 95,586 70,234 90,000 140,000 50,000 55.56%7 School Resource Officers 842,807 686,146 944,700 1,252,000 1,633,511 381,511 30.47%8 Security 29,243 14,004 34,085 30,000 30,000 0 0.00%9 1,078,282 795,736 1,049,019 1,372,000 1,803,511 431,511 31.45% Supplies and Materials Office Supplies 510 0 393 500 500 0 0.00%10 Small Computer Equipment 635,306 424,837 155,241 185,000 185,000 0 0.00%11 Computer Software 47,412 58,377 50,274 50,000 70,000 20,000 40.00%12 Crossing Guard Uniforms/Supplies 3,000 2,996 1,200 3,000 3,000 0 0.00%13 Other - Miscellaneous 6,260 23,811 46,730 25,000 25,000 0 0.00%14 692,488 510,021 253,837 263,500 283,500 20,000 7.59% Other Charges Travel/Professional Dev.4,260 11,842 13,806 14,000 14,000 0 0.00%15 Dues & Subscriptions 0 0 0 100 100 0 0.00%16 Liability Insurance - Resource Officers 7,451 6,320 4,468 7,500 7,500 0 0.00%17 11,711 18,161 18,273 21,600 21,600 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%18 0 0 0 0 0 0 0.00% Program Total 2,127,900 1,668,648 1,961,681 3,063,913 3,527,563 463,649 15.13% Safety and Security Programs MSDE Category: Operation of Plant 1/4/2024 Page 28 of 41 FY2025 Supt Draft Budget - 01-16-24 8-36 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Clerical and Support 2.0 2.0 2.0 2.0 2.0 0.0 0.00% Maintenance Personnel 34.0 34.0 33.0 33.0 32.0 (1.0) -3.03% Total FTE 39.0 39.0 38.0 38.0 37.0 (1.0) -2.63% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 199,853 252,707 291,374 301,878 299,061 (2,817)-0.93%1 Clerical and Support 91,762 91,444 85,168 85,009 87,210 2,201 2.59%2 Maintenance Personnel 1,569,633 1,462,003 1,322,768 1,769,845 1,814,027 44,182 2.50%3 Temporary Employment 0 0 18,801 0 0 0 0.00%4 Additional Pay 57,427 125,286 89,852 95,000 95,000 0 0.00%5 1,918,674 1,931,440 1,807,963 2,251,732 2,295,298 43,566 1.93% Contracted Services Equipment Rental 48,550 50,385 79,327 50,000 50,000 0 0.00%6 Equipment Repairs 46,166 110,435 136,501 75,000 75,000 0 0.00%7 Professional Services 1,071,850 443,133 613,003 500,000 500,000 0 0.00%8 Building Renovations 1,897,364 2,140,989 3,321,844 2,600,000 2,600,000 0 0.00%9 Mechanical Repairs 810,973 1,232,449 2,058,273 1,000,000 1,000,000 0 0.00%10 Structural Repairs 205,263 95,540 55,152 200,000 200,000 0 0.00%11 Interior Repairs 562,475 219,744 350,074 521,000 521,000 0 0.00%12 Exterior Repairs 308,182 519,314 700,237 800,000 800,000 0 0.00%13 Regulatory Services 537,825 484,121 578,941 525,000 525,000 0 0.00%14 5,488,648 5,296,111 7,893,353 6,271,000 6,271,000 0 0.00% Supplies and Materials Plumb., Mech., Elect., Struc. Sup.1,252,788 894,913 1,078,519 1,309,000 1,309,000 0 0.00%15 Small Equipment & Furniture 83,782 111,748 42,800 125,000 125,000 0 0.00%16 Uniform Maintenance 14,071 12,899 11,183 10,500 10,500 0 0.00%17 1,350,641 1,019,561 1,132,502 1,444,500 1,444,500 0 0.00% Other Charges Travel 3,040 6,077 7,226 6,000 6,000 0 0.00%18 Recertification Training 10,002 26,182 7,754 4,000 4,000 0 0.00%19 Vehicle Fuel, Oil, Etc..67,496 93,396 97,824 108,000 108,000 0 0.00%20 80,539 125,654 112,803 118,000 118,000 0 0.00% Property Equipment 111,628 125,808 114,975 205,000 205,000 0 0.00%21 Program Total 8,950,130 8,498,574 11,061,597 10,290,232 10,333,798 43,566 0.42% Facilities Maintenance Programs MSDE Category: Maintenance of Plant 1/4/2024 Page 29 of 41 FY2025 Supt Draft Budget - 01-16-24 8-37 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 4.0 4.0 4.0 4.0 4.0 0.0 0.00% Clerical and Support 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Total FTE 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 404,903 388,334 414,240 436,822 436,926 104 0.02%1 Clerical and Support 52,056 52,353 54,656 58,089 59,590 1,501 2.58%2 Additional Pay 1,266 0 63 500 500 0 0.00%3 458,226 440,687 468,959 495,411 497,016 1,605 0.32% Contracted Services Other Contracted Services 3,000 2,457,680 791,444 2,053,536 3,000 (2,050,536) -99.85%4 3,000 2,457,680 791,444 2,053,536 3,000 (2,050,536) -99.85% Supplies and Materials Office Supplies 4,110 2,961 3,396 6,500 6,500 0 0.00%5 Small Equipment & Furniture 0 659,994 1,748 0 0 0 0.00%6 Computer Software 8,637 9,137 10,205 11,000 11,000 0 0.00%7 12,748 672,093 15,349 17,500 17,500 0 0.00% Other Charges Travel/Professional Dev.0 0 0 500 500 0 0.00%8 Dues & Subscriptions 0 0 0 250 250 0 0.00%9 0 0 0 750 750 0 0.00% Property Equipment 0 1,022,439 877 0 0 0 0.00%10 Relocatable Buildings 1,761,319 193,759 0 0 0 0 0.00%11 1,761,319 1,216,198 877 0 0 0 0.00% Program Total 2,235,292 4,786,657 1,276,629 2,567,197 518,266 (2,048,931) -79.81% Facilities Capital Outlay MSDE Category: Capital Outlay 1/4/2024 Page 30 of 41 FY2025 Supt Draft Budget - 01-16-24 8-38 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Additional Pay 0 0 0 0 0 0 0.00%1 0 0 0 0 0 0 0.00% Transfers Transfer to Food Services 0 0 41,034 30,000 30,000 0 0.00%2 Program Total 0 0 41,034 30,000 30,000 0 0.00% Food Services Program MSDE Category: Food Services 1/4/2024 Page 31 of 41 FY2025 Supt Draft Budget - 01-16-24 8-39 Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Other Charges Retirement Plans 7,820,464 7,178,499 9,022,447 9,710,000 10,055,000 345,000 3.55%1 Social Security 12,756,695 12,866,679 13,969,451 14,837,772 15,162,761 324,989 2.19%2 Workmen's Compensation 1,217,446 1,295,298 1,619,485 1,808,745 1,766,476 (42,269) -2.34%3 Medical Insurance 41,468,371 39,759,068 40,620,895 44,190,338 46,826,749 2,636,411 5.97%4 OPEB Funding / GASB 45 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 0 0.00%5 Life Insurance 279,599 178,293 373,725 180,000 280,000 100,000 55.56%6 Long-Term Disability Insurance 37,814 28,032 31,285 40,000 40,000 0 0.00%7 Family Leave 0 0 0 0 0 0 0.00%8 Unemployment Compensation 92,701 15,605 3,514 75,000 75,000 0 0.00%9 Perfect Attendance - Sick Leave 2,061,838 838,368 507,516 565,000 565,000 0 0.00%10 Retirement - Sick Leave 509,630 793,849 437,830 632,500 582,500 (50,000) -7.91%11 Retirement - Annual Leave 325,083 466,343 294,809 345,000 345,000 0 0.00%12 A&S Tuition Reimbursement 37,897 49,011 43,369 60,000 60,000 0 0.00%13 Teacher Tuition Reimbursement 555,802 519,868 625,000 625,000 625,000 0 0.00%14 ESP Tuition Reimbursement 15,844 21,254 26,471 35,000 35,000 0 0.00%15 NBCT Certification Reimbursement 0 0 72,168 110,000 110,000 0 0.00%16 Student Accident Insurance 18,459 15,743 18,514 20,000 20,000 0 0.00%17 General Comprehensive Liability 158,669 134,233 152,842 180,000 220,000 40,000 22.22%18 Encumbrance Clearing 0 0 0 0 0 0 0.00%19 Resource Pool 0 0 0 0 10,133,014 10,133,014 100.00%20 Program Total 72,356,312 69,160,142 72,819,322 78,414,356 91,901,501 13,487,145 17.20% MSDE Category: Fixed Charges Employee Benefit Program 1/4/2024 Page 32 of 41 FY2025 Supt Draft Budget - 01-16-24 8-40 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Board Members 7.0 7.0 7.0 7.0 7.0 0.0 0.00% Professional 3.0 3.0 3.0 3.5 3.5 0.0 0.00% Clerical and Support 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Total Board & Employees 11.0 11.0 11.0 11.5 11.5 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Board Members 71,581 84,500 86,750 89,000 92,000 3,000 3.37%1 Professional 241,469 338,257 392,884 465,625 459,550 (6,075)-1.30%2 Clerical and Support 52,029 51,701 53,520 55,949 56,287 338 0.60%3 Additional Wages 246 819 648 1,000 1,000 0 0.00%4 365,325 475,277 533,802 611,574 608,837 (2,737) -0.45% Contracted Services Audit & Accounting Fees 45,500 42,000 47,300 48,000 48,000 0 0.00%5 Legal Fees 58,482 12,976 11,226 85,000 85,000 0 0.00%6 Other Contracted Services 30,300 81,126 16,865 18,000 18,000 0 0.00%7 134,282 136,101 75,390 151,000 151,000 0 0.00% Supplies and Materials Office Supplies-Board 413 893 470 2,000 2,000 0 0.00%8 Office Supplies-Legal Counsel 609 1,205 2,021 2,000 2,000 0 0.00%9 Food/Meals - Board 3,362 8,172 6,445 5,500 5,500 0 0.00%10 4,384 10,270 8,936 9,500 9,500 0 0.00% Other Charges Travel-Board 2,510 4,440 5,411 9,500 9,500 0 0.00%11 Travel-Legal Staff 0 368 395 500 500 0 0.00%12 Dues & Subscriptions-Board 38,776 39,966 32,650 42,900 42,900 0 0.00%13 Dues & Subs.-Legal Counsel 8,876 7,798 9,532 9,000 9,000 0 0.00%14 Other - Miscellaneous 9,808 15,634 7,562 10,000 10,000 0 0.00%15 59,970 68,207 55,549 71,900 71,900 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%16 Program Total 563,960 689,855 673,677 843,974 841,237 (2,737) -0.32% Elected Board Member Services MSDE Category: Administration MSDE Subcategory: Board of Education Services 1/4/2024 Page 33 of 41 FY2025 Supt Draft Budget - 01-16-24 8-41 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 3.0 3.0 3.0 3.0 4.0 1.0 33.33% Clerical and Support 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Total FTE 6.0 6.0 6.0 6.0 7.0 1.0 16.67% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 558,716 584,758 582,615 642,975 740,692 97,717 15.20%1 Clerical and Support 227,385 202,882 214,660 225,589 228,873 3,285 1.46%2 Additional Wages 201 91 386 0 0 0 0.00%3 786,302 787,731 797,661 868,564 969,565 101,002 11.63% Supplies and Materials Office Supplies-Superintendent 2,222 1,082 1,441 2,000 2,000 0 0.00%4 Office Supplies-Assoc. Supt.2,587 1,079 730 2,000 2,000 0 0.00%5 Office Supplies-COO 1,868 2,533 1,307 2,000 2,000 0 0.00%6 Books and Magazines-Supt.70 22 106 200 200 0 0.00%7 Books and Magazines-Assoc. Supt.229 820 0 100 100 0 0.00%8 6,975 5,535 3,585 6,300 6,300 0 0.00% Other Charges Travel-Superintendent 182 919 2,875 3,000 3,000 0 0.00%9 Travel-Assoc. Supt.99 0 3,438 1,500 1,500 0 0.00%10 Travel-COO 150 25 255 1,000 1,000 0 0.00%11 Dues & Subscriptions-Supt.7,346 6,930 8,264 8,000 8,000 0 0.00%12 Dues & Subscriptions-Assoc. Supt.145 136 1 200 200 0 0.00%13 Dues & Subscriptions-COO 48 52 44 500 500 0 0.00%14 Other - Miscellaneous 250 3,888 11,145 10,000 10,000 0 0.00%15 8,220 11,949 26,022 24,200 24,200 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%16 Program Total 801,497 805,214 827,268 899,064 1,000,065 101,002 11.23% Executive Leadership Team MSDE Category: Administration MSDE Subcategory: Executive Administration 1/4/2024 Page 34 of 41 FY2025 Supt Draft Budget - 01-16-24 8-42 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 4.0 4.0 6.0 6.0 6.0 0.0 0.00% Clerical and Support 8.0 8.0 8.0 9.0 9.0 0.0 0.00% Total FTE 12.0 12.0 14.0 15.0 15.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 402,698 413,009 543,310 627,933 638,679 10,746 1.71%1 Clerical and Support 395,824 396,355 422,207 515,734 489,537 (26,197) -5.08%2 Temporary Employment 0 0 6,775 0 0 0 0.00%3 Additional Wages 13,777 19,324 22,296 10,000 10,000 0 0.00%4 812,299 828,688 994,588 1,153,667 1,138,216 (15,451) -1.34% Contracted Services Internal Audit Fees 76,313 79,519 75,125 77,500 80,000 2,500 3.23%5 Contracted / Temp Services 750 2,784 3,166 3,000 3,000 0 0.00%6 77,063 82,303 78,291 80,500 83,000 2,500 3.11% Supplies and Materials Office Supplies 20,700 9,961 25,591 5,500 7,500 2,000 36.36%7 Other Charges Travel/Professional Dev.1,035 1,504 8,011 4,000 4,000 0 0.00%8 Dues & Subscriptions 1,219 1,452 1,855 2,000 2,000 0 0.00%9 Other - Miscellaneous 1,140 1,130 1,142 1,500 1,500 0 0.00%10 3,394 4,086 11,007 7,500 7,500 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%11 Transfers Business Support Credit (851,226) (1,132,698) (1,057,941) (400,000) (400,000)0 0.00%11 Program Total 62,230 (207,661) 51,537 847,167 836,216 (10,951) -1.29% Financial Services MSDE Category: Administration MSDE Subcategory: Fiscal Services 1/4/2024 Page 35 of 41 FY2025 Supt Draft Budget - 01-16-24 8-43 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Clerical and Support 4.0 4.0 4.0 4.0 4.0 0.0 0.00% Total FTE 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 91,231 92,729 98,373 101,816 101,839 23 0.02%1 Clerical and Support 211,112 210,622 219,698 233,437 239,496 6,059 2.60%2 Temporary Employment 0 0 0 0 0 0 0.00%3 Additional Wages 0 0 124 500 500 0 0.00%4 302,342 303,351 318,194 335,753 341,835 6,082 1.81% Contracted Services Contracted Services 2,400 1,620 1,620 2,400 2,400 0 0.00%5 2,400 1,620 1,620 2,400 2,400 0 0.00% Supplies and Materials Office Supplies 781 883 1,184 3,500 3,500 0 0.00%6 Advertising 0 0 0 0 0 0 0.00%7 781 883 1,184 3,500 3,500 0 0.00% Other Charges Travel/Professional Dev.313 21 1,237 2,000 2,000 0 0.00%8 Dues & Subscriptions 1,705 3,419 2,366 4,000 4,000 0 0.00%9 2,018 3,440 3,604 6,000 6,000 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%10 Program Total 307,541 309,294 324,602 347,653 353,735 6,082 1.75% Purchasing Services MSDE Category: Administration MSDE Subcategory: Purchasing Services 1/4/2024 Page 36 of 41 FY2025 Supt Draft Budget - 01-16-24 8-44 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Clerical and Support 2.0 2.0 2.0 2.0 2.0 0.0 0.00% Technical 3.0 3.0 3.0 3.0 3.0 0.0 0.00% Total FTE 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Clerical and Support 88,978 97,392 101,824 108,369 107,365 (1,004) -0.93%1 Technical 119,011 119,929 125,535 138,123 131,649 (6,474) -4.69%2 Temporary Employment 0 0 14,205 0 0 0 0.00%3 Additional Wages 9,369 17,966 14,759 12,000 12,000 0 0.00%4 217,359 235,287 256,323 258,492 251,014 (7,478) -2.89% Contracted Services Printing Services 776 3,529 5,229 10,000 10,000 0 0.00%5 Equipment Rental 129,686 208,492 114,685 305,000 205,000 (100,000) -32.79%6 Service/Maint. Contracts 229,822 143,290 160,756 200,000 200,000 0 0.00%7 Equipment Repair 1,155 2,235 3,648 2,000 2,000 0 0.00%8 361,439 357,546 284,318 517,000 417,000 (100,000) -19.34% Supplies and Materials Office Supplies 497 6,477 2,404 1,000 1,000 0 0.00%9 Printing Supplies 45,348 88,278 110,483 80,000 80,000 0 0.00%10 Graphics 0 2,314 0 2,000 2,000 0 0.00%11 45,845 97,070 112,887 83,000 83,000 0 0.00% Property Equipment 5,617 0 20,679 10,000 10,000 0 0.00%12 Program Total 630,260 689,902 674,208 868,492 761,014 (107,478) -12.38% Printing Services MSDE Category: Administration MSDE Subcategory: Printing, Publishing, and Duplicating Services 1/4/2024 Page 37 of 41 FY2025 Supt Draft Budget - 01-16-24 8-45 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 3.0 3.0 3.0 3.5 3.5 0.0 0.00% Clerical and Support 0.0 0.0 0.0 0.0 0.0 0.0 0.00% Technical 0.0 0.0 0.0 0.0 0.0 0.0 0.00% Total FTE 3.0 3.0 3.0 3.5 3.5 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 221,574 235,747 254,426 330,104 375,784 45,680 13.84%1 Clerical and Support 0 19 0 0 0 0 0.00%2 Technical 0 0 0 0 0 0 0.00%3 Additional Pay 205 1,086 379 0 0 0 0.00%4 221,778 236,851 254,805 330,104 375,784 45,680 13.84% Contracted Services Video & Marketing 18,029 9,339 13,827 20,000 20,000 0 0.00%5 Printing 108 25,086 0 5,000 5,000 0 0.00%6 Contracted Services 110,966 110,598 174,341 120,500 120,500 0 0.00%7 129,103 145,023 188,168 145,500 145,500 0 0.00% Supplies and Materials Public Information Supplies 22,382 (1,664)5,126 4,000 4,000 0 0.00%8 Celebration of Excel./Sp. Events 7,388 908 5,379 0 0 0 0.00%9 Systemwide Apprec./Recog.10,225 10,262 7,122 10,000 10,000 0 0.00%10 39,995 9,506 17,627 14,000 14,000 0 0.00% Other Charges Travel/Professional Dev.0 20 1,255 500 500 0 0.00%11 Dues & Subscriptions 1,099 1,096 3,203 2,050 2,050 0 0.00%12 1,099 1,116 4,458 2,550 2,550 0 0.00% Property Equipment 16,890 0 0 0 0 0 0.00%13 Program Total 408,865 392,496 465,057 492,154 537,834 45,680 9.28% Community Relations and Public Engagement Services MSDE Category: Administration MSDE Subcategory: Information Services 1/4/2024 Page 38 of 41 FY2025 Supt Draft Budget - 01-16-24 8-46 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 5.0 5.0 5.0 5.0 5.0 0.0 0.00% Clerical and Support 9.0 9.0 9.0 9.0 9.0 0.0 0.00% Total FTE 14.0 14.0 14.0 14.0 14.0 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 504,914 511,649 542,950 561,799 572,297 10,498 1.87%1 Clerical and Support 494,860 488,310 492,466 518,199 536,865 18,666 3.60%2 Temporary Employment 0 110 0 0 0 0 0.00%3 Additional Wages 14,881 26,423 15,531 22,000 22,000 0 0.00%4 Professional Dev. Pay 0 601 0 0 0 0 0.00%5 1,014,655 1,027,094 1,050,947 1,101,998 1,131,162 29,164 2.65% Contracted Services Consultants 517 3,376 4,596 10,000 5,000 (5,000) -50.00%6 Physical Exams 2,625 3,463 6,835 4,000 4,000 0 0.00%7 Heptavax Vaccine 0 0 0 500 500 0 0.00%8 Criminal Investigation 6,319 15,095 22,265 25,000 25,000 0 0.00%9 Service/Maint. Contracts 15,204 17,714 17,034 25,000 20,000 (5,000) -20.00%10 Interpreters 7,843 4,587 6,409 0 5,000 5,000 100.00%11 Other Contracted Services 0 7 0 0 0 0 0.00%12 32,508 44,243 57,140 64,500 59,500 (5,000) -7.75% Supplies and Materials Office Supplies 16,763 10,332 5,412 13,000 13,000 0 0.00%13 Employee ID Supplies 5,926 31,265 1,505 12,000 12,000 0 0.00%14 Supplies/Mtrls - Staff Development 1,337 4,185 3,245 2,000 2,000 0 0.00%15 ADA Compliance Materials 466 0 875 12,000 12,000 0 0.00%16 Small Computer Equipment 6,991 0 0 0 0 0 0.00%17 Computer Software 240 140 272 0 0 0 0.00%18 Recruitment & Retention 30,080 54,219 34,964 26,000 26,000 0 0.00%19 Advertising 181,343 89,466 89,006 55,000 60,000 5,000 9.09%20 Food/Meals Expense 104 1,775 1,853 1,000 1,000 0 0.00%21 243,249 191,381 137,131 121,000 126,000 5,000 4.13% Other Charges Travel/Professional Dev.2,600 4,002 3,660 7,500 7,500 0 0.00%22 Recruitment Travel 0 1,338 2,059 5,000 5,000 0 0.00%23 Dues & Subscriptions 3,499 3,334 8,266 7,000 7,000 0 0.00%24 6,099 8,673 13,985 19,500 19,500 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%25 Program Total 1,296,512 1,271,391 1,259,203 1,306,998 1,336,162 29,164 2.23% MSDE Category: Administration MSDE Subcategory: Human Resource Services Human Resource Services 1/4/2024 Page 39 of 41 FY2025 Supt Draft Budget - 01-16-24 8-47 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 1.0 1.0 1.0 1.0 1.0 0.0 0.00% Clerical and Support 1.7 1.7 1.7 1.7 1.7 0.0 0.00% Total FTE 2.7 2.7 2.7 2.7 2.7 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 97,298 99,859 105,937 109,645 109,645 0 0.00%1 Clerical and Support 65,794 68,019 67,275 71,378 76,281 4,903 6.87%2 Temporary Employment 0 0 0 0 0 0 0.00%3 Additional Wages 0 35 0 500 500 0 0.00%4 163,093 167,913 173,212 181,523 186,426 4,903 2.70% Contracted Services Consultants 19,723 26,425 26,815 26,500 26,500 0 0.00%5 19,723 26,425 26,815 26,500 26,500 0 0.00% Supplies and Materials Office Supplies 7,589 4,174 3,717 5,000 5,000 0 0.00%6 7,589 4,174 3,717 5,000 5,000 0 0.00% Other Charges Travel/Professional Dev.460 328 570 500 500 0 0.00%7 Dues & Subscriptions 458 610 1,658 500 500 0 0.00%8 Health and Wellness 260 2,277 55 1,500 1,500 0 0.00%9 1,178 3,215 2,283 2,500 2,500 0 0.00% Property Equipment 0 0 0 0 0 0 0.00%10 Program Total 191,583 201,727 206,027 215,523 220,426 4,903 2.27% Employee Benefits Administration MSDE Category: Administration MSDE Subcategory: Human Resource Services 1/4/2024 Page 40 of 41 FY2025 Supt Draft Budget - 01-16-24 8-48 Program Staffing Summary Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Professional 9.5 9.5 9.5 9.5 9.5 0.0 0.00% Technical 0.0 0.0 0.0 0.0 0.0 0.0 0.00% Total FTE 9.5 9.5 9.5 9.5 9.5 0.0 0.00% Program Budget Actual Actual Actual Budget Budget Inc./(Decr.) % Inc. / (Decr.) FY21 FY22 FY23 FY24 FY25 Bud24 vs Bud25 Bud24 vs Bud25 Item # Salaries and Wages Professional 800,051 664,746 840,105 910,639 910,857 218 0.02%1 800,051 664,746 840,105 910,639 910,857 218 0.02% Contracted Services Maintenance Contracts 590,042 960,486 1,079,957 1,254,000 1,224,000 (30,000) -2.39%2 590,042 960,486 1,079,957 1,254,000 1,224,000 (30,000) -2.39% Supplies and Materials Computer Supplies 15,345 463 2,444 0 5,000 5,000 100.00%3 Software 32,333 36,520 33,737 35,000 35,000 0 0.00%4 47,678 36,984 36,181 35,000 40,000 5,000 14.29% Other Charges Travel/Professional Dev.2,796 3,284 1,344 5,000 5,000 0 0.00%5 Dues & Subscriptions 194 5,000 5,265 5,000 10,000 5,000 100.00%6 2,990 8,284 6,609 10,000 15,000 5,000 50.00% Property Equipment 0 0 0 0 0 0 0.00%7 0 0 0 0 0 0 0.00% Program Total 1,440,760 1,670,500 1,962,852 2,209,639 2,189,857 (19,782) -0.90% MSDE Subcategory: Data Processing Services Data and Information Processing Services MSDE Category: Administration 1/4/2024 Page 41 of 41 FY2025 Supt Draft Budget - 01-16-24 8-49 Open Session Item SUBJECT: Washington County Free Library Budget Presentation PRESENTATION DATE: February 6, 2024 PRESENTATION BY: Jenny L. Bakos, Library Executive Director RECOMMENDED MOTION: None REPORT-IN-BRIEF: The Washington County Free Library is presenting the annual state of the Library and Budget Request. DISCUSSION: Discussion concerning the budget and Library activities. FISCAL IMPACT: The Washington County Free Library is requesting an increase in support of $104,090. CONCURRENCES: None ALTERNATIVES: None ATTACHMENTS: 2024/2025 Library Budget AUDIO/VISUAL NEEDS: PowerPoint Presentation Board of County Commissioners of Washington County, Maryland Agenda Report Form 20 2 5 20 2 5 20 2 4 20 2 3 20 2 2 Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Ac t u a l s Ac t u a l s 50 2 0 0 0 - A p p r o p r i a t i o n s 3, 5 7 4 , 8 0 0 0 3, 5 7 4 , 8 0 0 10 4 , 0 9 0 3. 0 0 % 3, 4 7 0 , 7 1 0 3, 3 7 5 , 7 1 0 3, 2 6 1 , 5 6 0 50 2 4 0 0 - I n - K i n d E x p e n s e 1, 3 8 4 , 4 5 0 0 1, 3 8 4 , 4 5 0 1, 3 8 4 , 4 5 0 10 0 . 0 0 % 0 1, 3 8 4 , 4 4 8 0 Ad j u s t m e n t $ C h a n g e % C h a n g e 10-1 20 2 5 20 2 5 Op e r a t i n g Bu d g e t Va r i a n c e C o m m e n t s Re q u e s t e d Re q u e s t e d 50 2 0 0 0 - A p p r o p r i a t i o n s 3, 5 7 4 , 8 0 0 In c r e a s e r e l a t e d t o a n i n c r e a s e i n m i n i m u m w a g e t o $ 1 6 . 5 0 , t e n u r e - b a s e d s t e p i n c r e a s e s f o r s t a f f a n d 2 . 5 % c o s t o f l i v i n g ad j u s t m e n t . A d d i t i o n a l l y t h e r e h a s b e e n a n i n c r e a s e i n c o s t s o f m o s t o u t s i d e c o n t r a c t o r s i n c l u d i n g c l e a n i n g , e l e v a t o r , p e s t co n t r o l s e r v i c e s e t c . To r e c o r d i n - k i n d e x p e n s e r e l a t e d t o o f f i c e / c o m m e r c i a l s p a c e p r o v i d e d t o o u t s i d e a g e n c i e s . To t a l 4, 9 5 9 , 2 5 0 Wa s h i n g t o n C o u n t y , M a r y l a n d Ge n e r a l F u n d De p a r t m e n t 9 3 4 0 0 - F r e e L i b r a r y FY 2 5 E x p e n s e s 10-2 Form 1 FY2025 Organization Contact Person: Address:Telephone: City State MD Zip Code E-mail:Fax: Prior Current Proposed %Prior Current Proposed % 4,885,639$ 5,832,270$ 5,971,970$ 2.4%Form 2 3,375,710$ 3,470,710$ 3,574,800$ 3.0% -$ -$ -$ 0%Form 3 -$ -$ -$ 0% -$ -$ -$ 0%Form 4 -$ -$ -$ 0% -$ -$ -$ 0%Form 5 -$ -$ -$ 0% -$ -$ -$ 0%Form 6 -$ -$ -$ 0% -$ -$ -$ 0%Form 7 -$ -$ -$ 0% 4,885,639$ 5,832,270$ 5,971,970$ 2.4%3,375,710$ 3,470,710$ 3,574,800$ 3.0% Attach Form 990, the most recent year filed and completed, if applicable. General Information Summary of Funding Request Hagerstown by the public under provisions of the Public Information Act, MD Code Ann., State Government Article 10-613. Certification Statement and Other Documents knowledge and belief.I understand that material omission or false information contained in the application could constitute grounds for disqualification from funding. I further understand that by submitting an application,I am accepting the terms and conditions as approved by the mental disabilities for employment, or the achievement of the mission or goal of the organization. 10-3 Form 2a 3,574,800$ 86,135 Cardholders Prior Year Actual Current Year Budget Budget (round nearest $10) 2,712,308 3,315,000 3,417,500 583,718 780,950 718,500 3,296,026$ 4,095,950$ 4,136,000$ 61,459 85,000 75,000 136,570 354,500 313,620 293,770 250,000 310,000 14,617 12,000 24,500 2,013 3,000 2,200 43,227 60,500 61,500 8,257 13,000 10,000 23,355 28,000 31,000 45,479 48,000 44,500 31,380 38,020 40,700 130,300 158,700 164,950 10,849 14,000 15,000 1.Postage 18,781 22,000 22,000 2.Blue Ridge Summit 1,500 1,500 1,500 3.Contingency & Board Support 12,349 15,000 15,000 4.Training & Dues 23,412 35,000 30,000 5.Books & Materials & Programs 544,048 535,100 614,500 1,401,366$ 1,673,320$ 1,775,970$ 188,247 63,000 60,000 188,247$ 63,000$ 60,000$ 4,885,639$ 5,832,270$ 5,971,970$ Funding Request: # Clients Served: Increase in the cost of fuel and oil. Increases in the cost of insurance. Increase in the cost of phone services. Washington County, Maryland Outside Agency Funding Request Decrease in fringe benefits due to staffing with part-time personnel vs. full time personnel. Expenditures Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) Personnel Costs: Wages Fringe Benefits Payroll Taxes Operating Costs: Capital Vehicle Maintenance Other (detail below): Grand Total software licenses are less than paying an outside Building Maintenance Contract Services Audit snow removal) internal, which has caused a slight increase in equipment maintenance. Utilities Fuel/Oil Building Maintenance in FY24. cleaning service, elevator services, pest control services, etc. Equipment Maintenance Equipment/Lease added to fleet. WCFL's minimum wage to $16.50, implementing tenure- based step increases for most public-facing staff to help with wage compression and a flat 2.5% cost of living adjustment. 10-4 Form 2b 3,574,800$ 86,135 Cardholders Prior Year Actual Current Year Budget Budget (round nearest $10) 3,375,710 3,470,710 3,574,800 1. 2. 1,604,156 1,640,870 1,664,280 Contributions and bequests 36,842 Municipal - other (detail): 1.City of Hagerstown 31,500 31,500 31,500 2. 5,048,208$ 5,143,080$ 5,270,580$ 83,227 39,100 38,900 1.Fines 41,127 45,530 45,930 2.WMPL Service Fees 19,060 19,060 19,060 3.Capital & Endowment Operating 266,212 567,000 577,500 4.Passport Services 17,539 20,000 20,000 427,165$ 690,690$ 701,390$ 1,493,493 1,493,493$ -$ -$ 6,968,866$ 5,833,770$ 5,971,970$ Grants: Grand Total Other: is just an estimate based on past years. Program Revenue Operating Income: Program Revenue Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) 10-5 10-6 10-7 2024 State of the Library & Budget Presentation The Washington County Free Library is committed to building a strong, interconnected, diverse community by bringing people, information and ideas together. Our History of Innovation •Established in 1898, WCFL is the second-oldest county library system in the nation. •WCFL librarian Mary Titcomb founded America’s First Bookwagon in 1905. •The international library symbol was developed by Western Maryland Regional Library in 1978. •Last year, WCFL installed the state’s first off-site smart locker system for customers to pick up holds. State of the Library 2023 At Your Service Award winner Washington County Chamber of Commerce Business Awards 2023 Excellence in Marketing Award winner with Western Maryland Regional Library Maryland Library Association By the Numbers Circula tion by Forma t Print books still make up the majority of materials circulated system-wide. 37,276 people attended 2,303 programs! Library Visits Visits increased by 26% between FY22 and FY23. 418,283 125,298 96,849 Tota l Ca rdholders 86,135 of 156,889 county residents are library cardholders. CHILDREN (77%)TEENS (11%)ADULTS (12%) Progra m Attenda nce Accessible Services •Improved Website Design •Passport Services Office •Menstrual Products Dispensers •Additional Bookmobile Stops •Homeschool Enrichment Classes •Community Meeting Spaces & Study Rooms Patron Story A staff member was approached by a young customer asking to learn more about the library. She shared that she didn’t want to get a library card because she cannot read well— she has dyslexia. The staff member showed this patron a section of books in the Children’s Department with dyslexia-friendly font. She thumbed through a book, smiling the whole time. When asked if she could make out any of the words, she said, “Yes!” She was excited to ask staff about finding more dyslexia-friendly books for all ages. Accessibility changes lives. Expanded Resources •Sharpsburg Park StoryWalk •New Microfilm Readers •Digital Library & Movie Streaming •Premium Digital Resources •Book Club Kits •Art & Science Kits Patron Story into his unemployment account to ensure he could file appropriate paperwork to continue in his job search. He was struggling to log in despite being on the phone with a representative. He explained to library staff that he’d been trying to get logged in for weeks and was clearly frustrated. After about a half an hour of investigation, searching email, and retrieving passwords, staff were finally able to get him logged in on the last possible attempt. He was so grateful, he hugged staff and said, ‘Thank you so much! Today was my deadline and I thought I‘d never make it!“ Programs for All P ri .R PIC- I ` A 4v ��. �.,.: �►x w � ° �;� � 1,�, ;�. ,,sue �t- - 1 SAT, WN 0 u I 17M L 1 1 4 w f AYV �1� �r i a The last four years have highlighted how essential internet connectivity is to our everyday lives. WCFL provides internet service for the county and city governments, public schools, and 911 centers. C ontinued Connectivity Prioritizing Partnerships •26,498 WCPS students have RAIL (Raising Access to Improve Literacy) library accounts they can use to check out materials or use library computers. •WCFL was honored as an active partner in Meritus Health ’s Go for Bold initiative and offer a wellness series in several library branches with POWER HOUSE Studios . •The Master Gardeners dedicated a beautiful Sensory Garden in front of the Boonsboro Library. •WCFL continued to distributed Covid -19 at -home test kits and KN-95 masks provided by the Washington County Health Department to county residents. Through strategic partnerships with other community stakeholders, your library continues to support Washington County through rapid changes with the goal of shared success. Partnerships & Sponsors What We Did with What You Gave Us Materials Borrowed via Interlibrary Loan Books and Print Materials Borrowed DVDs and Other Media Borrowed eBook & Audiobooks Downloaded One-on-One Research and Tech Assistance Children and Teens Programs Attendees Adult Programs Attendees Premium Digital Resource Searches Computer and Wi-Fi Hours Study Room Use Community Meeting Room Use Est im a t e d Va lu e of Libra ry Se rvice s Qua nt it y Se rvice Re t a il Va lu e *Va lu e $25.00 $22.00 $20.00 $27.00 $20.00 $16.00 $18.00 $15.00 $18.00 $50.00 $250.00 $510,275.00 $8,930,812.00 $2,027,620.00 $3,748,869.00 $837,140.00 $524,832.00 $80,532.00 $2,317,050.00 $991,638.00 $123,950.00 $110,750.00 Tot a l: $20,203,468.00 *Retail Value based on estimates. 20,411 405,946 101,381 138,847 41,857 32,802 4,474 154,470 55,091 2,479 443 For every $1 Washington County spent on library services, the community received approximately $4.98 worth in services. Looking Ahead We are looking ahead at: • reopening the Williamsport Memorial Library following successful remediation of water damage. •a new bookmobile! This vehicle will add stops previously inaccessible to the larger bus to the regular schedule and help bring library resources to even more community members. • a telehealth booth in the Fletcher Library! This new service, offered in partnership with Family Healthcare of Hagerstown, will help community members access virtual appointments with providers. •more opportunities to meet the community’s information needs. What We’re Asking For We are asking for an additional $104,090 as: •Based on an external compensation and compression study via SmithPilot, WCFL was found to be well under the Maryland Living Wage and dealing with major salary compression issues. In order to address the minimum wage gap, management has increased the WCFL minimum wage from $15.75 to $16.50 per hour. Plans are also in place for tenure increases to address compression in the organization, as well as a 2.5% annual increase for those making more than $16.50. •Many other areas of operation, including utilities and essential services (elevator maintenance, cleaning service) have seen major increases in cost since 2019. jbakos@washcolibrary.org Thank You Ema il Website www.washcolibrary.org Telephone 301-739-3250 Open Session Item SUBJECT: Washington County Museum of Fine Arts – Update and FY25 Support Request PRESENTATION DATE: February 6, 2024 PRESENTATION BY: •Sarah J. Hall, Director sjhall@wcmfa.org •Dr. George Manger, President gem42@hotmail.com •Ted Reeder, Treasurer tedr@tigerseyebenefits.com RECOMMENDED MOTION: For informational purposes. REPORT-IN-BRIEF: The Museum of Fine Arts’ budget request for FY25 is $140,000, which represents a $3,380 increase over FY24. Please note that the county funded $140,000 in FY18. DISCUSSION: We’ll summarize the major accomplishments thus far in FY24, while looking ahead to major activities of FY25, and providing a financial snapshot of the close of FY23. Time will be spent reviewing the museum’s financial health and an update on the progress of our expansion project. All of these museum activities are in support of our mission to provide a vibrant place for the presentation and exploration of art of lasting quality for the benefit of a diverse public. The Mission of the Washington County Museum of Fine Arts is to provide a vibrant place for the presentation and exploration of art of lasting quality for the benefit of a diverse public through intentional art collecting, lively interpretation, diligent preservation and care, active educational programs, and opportunities for social interaction. This is implemented through: •Intentional art collecting in the focus areas of American Art and World Cultures •Barrier free public access and free admission to art collections of national importance •Vigilant preservation and stewardship of art •Appealing exhibitions and programs developed to reach diverse audiences including aspiring and practicing artists; students, educators and scholars; art collectors and patrons; as well as non- artists and people with varied interests •Lively and interactive interpretation of collections and loaned works of art, including both on-site and off-site/online educational means and materials/tools/platforms, public events, lectures, concerts, art instruction and other programs designed to connect people to art •Opportunities to participate in artistic interest groups through the museum •Opportunities for individuals and groups with special needs to participate and enjoy the museum’s resources FISCAL IMPACT: $140,000 CONCURRENCES: N/A Board of County Commissioners of Washington County, Maryland Agenda Report Form ALTERNATIVES: N/A ATTACHMENTS: Museum of Fine Arts FY25 Operating Budget Request AUDIO/VISUAL NEEDS: PowerPoint Presentation 20 2 5 20 2 5 20 2 4 20 2 3 20 2 2 Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Op e r a t i n g Bu d g e t Ac t u a l s Ac t u a l s 50 2 0 0 0 - A p p r o p r i a t i o n s 14 0 , 0 0 0 0 14 0 , 0 0 0 3, 3 8 0 2. 4 7 % 13 6 , 6 2 0 12 9 , 2 0 0 12 0 , 0 0 0 Ad j u s t m e n t $ Ch a n g e % C h a n g e 10-8 20 2 5 20 2 5 Op e r a t i n g Bu d g e t Va r i a n c e C o m m e n t s Re q u e s t e d Re q u e s t e d 50 2 0 0 0 - A p p r o p r i a t i o n s 14 0 , 0 0 0 In c r e a s e b a s e d o n c o s t o f l i v i n g i n c r e a s e i n w a g e s , i n f l a t i o n a n d u t i l i t y b i l l i n c r e a s e s a s w e l l a s a n i n c r e a s e i n p l a n n e d pr o g r a m m i n g a n d e x h i b i t i o n s . To t a l 14 0 , 0 0 0 Wa s h i n g t o n C o u n t y , M a r y l a n d Ge n e r a l F u n d De p a r t m e n t 9 3 3 0 0 F i n e A r t s M u s e u m FY 2 5 E x p e n s e s 10-9 Form 1 FY2025 Organization Contact Person: Address:Telephone: City State MD Zip Code E-mail:Fax: Prior Current Proposed %Prior Current Proposed % 1,720,304$ 1,585,002$ 1,602,220$ 1.1%Form 2 124,200$ 136,620$ 140,000$ 2.5% -$ -$ -$ 0%Form 3 -$ -$ -$ 0% -$ -$ -$ 0%Form 4 -$ -$ -$ 0% -$ -$ -$ 0%Form 5 -$ -$ -$ 0% -$ -$ -$ 0%Form 6 -$ -$ -$ 0% -$ -$ -$ 0%Form 7 -$ -$ -$ 0% 1,720,304$ 1,585,002$ 1,602,220$ 1.1%124,200$ 136,620$ 140,000$ 2.5% x Attach Year End Financial Statement (audited if available), if not already provided. x Attach Form 990, the most recent year filed and completed, if applicable. Applicant's Signature Date Phone: 240-313-2300 Fax: 240-313-2301 General Information The Office of Budget and Finance 100 West Washington Street, Room 3100 Washington County, Maryland Outside Agency Funding Request Hagerstown, Maryland 21740 County Funding Request Sarah J. Hall 301-739-5727 301-745-3741 Summary of Funding Request 401 Museum Drive Total Budget 21740Hagerstown info@wcmfa.org Program Name Washington County Museum of Fine Arts I understand that any and all applications submitted may be considered public documents.As such,all applications may be viewable and obtained by the public under provisions of the Public Information Act, MD Code Ann., State Government Article 10-613. Certification Statement and Other Documents I certify that all information in this application as well as all supplied supporting data of this application are true and complete to the best of my knowledge and belief. I understand that material omission or false information contained in the application could constitute grounds for disqualification from funding. I further understand that by submitting an application, I am accepting the terms and conditions as approved by the County Commissioners of Washington County, MD for the programs specified. Expenditures are also subject to County audit. I also represent and warrant that the organization does not discriminate on the basis of race, creed, sex, age, color, national origin, physical or mental disabilities for employment, or the achievement of the mission or goal of the organization. Total FY25 Maintenance and Operational support 10-10 Form 2a 140,000$ FY23-39,978 Prior Year Actual Current Year Budget Requested Year Budget (round nearest $10) 643,081 747,750 770,180 120,215 140,920 140,920 50,145 55,272 55,270 813,441$ 943,942$ 966,370$ 11,000 14,000 14,000 45,258 80,000 60,000 257,336 7,762 11,480 11,480 8,520 8,520 8,520 22,716 34,993 43,600 43,600 8,093 8,000 9,000 3,509 4,000 4,000 50,215 39,300 52,000 3,208 4,000 4,000 1.Program expenses 184,378 293,010 310,000 2.Marketing & Development 22,644 43,500 43,500 3.Fundraising expenses 5,819 25,750 25,750 4.Depreciation 205,520 5.Miscellaneous 35,892 65,900 50,000 906,863$ 641,060$ 635,850$ -$ -$ -$ 1,720,304$ 1,585,002$ 1,602,220$ FY25 Maintenance and Operational support Cost of living general increase. Equipment Maintenance Equipment/Lease Insurance Hardware/Software Decreased based on prior year actuals. Current request will align with actual expenses. Increase in utility bills from current year budget based on prior year actuals which was more than budgeted. Increase due to new exhibitions and programs being planned. Building Maintenance Contract Services Consultants Office Supplies Phone Program Description: Decreased based on prior year actuals. Current request will align with actual expenses. Utilities Operating Costs: Total Capital Equipment Purchases Vehicle Maintenance Other (detail below): Other Capital Purchases Total Grand Total Audit Funding Request: # Clients Served: Increase due to inflation. Washington County, Maryland Outside Agency Funding Request Expenditures Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) Program Budget Total Program Cost Personnel Costs: Wages Fringe Benefits Payroll Taxes Organization Name: Total Washington County Museum of Fine Arts Program Name: 10-11 Form 2b 140,000$ FY23-39,978 Prior Year Actual Current Year Budget Requested Year Budget (round nearest $10) 124,200 136,620 140,000 1.Wash. Co. Surplus Grant 5,000 2. 6,447 20,000 326,569 114,662 127,500 Contributions and bequests 413,669 196,800 196,800 Municipal - other (detail): 1.City of Hagerstown 40,500 40,500 40,500 2. 916,385$ 508,582$ 504,800$ 122,241 143,000 140,000 33,030 26,700 26,700 1.Gift Shop 28,989 15,800 27,500 2.Membership & Benefactors 123,633 147,300 147,300 3.Other 87,605 208,148 200,000 395,498$ 540,948$ 541,500$ 1,810,795 535,472 555,920 1,810,795$ 535,472$ 555,920$ 3,122,678$ 1,585,002$ 1,602,220$ Washington County Museum of Fine Arts Decrease from FY24 budget. Anticipate a slight decrease from FY24 budget based on prior year actuals. Increase from FY24 budget to be more in line with actual sales. Estimate using 4% draw on 12 trailing quarters. Total Operating Income: Fundraising Fees Art School Other: Total County - Gaming FY25 Maintenance and Operational support Received additional grant funding in FY23 but will not receive in FY24 or FY25. A slight increase from the current year budget due to a change in the state funding model. Increase County support for operations. Funding Request: # Clients Served: Total Program Revenue Budget Justification (Explain and justify each proposed budget line item for which an increase or decrease appears.) Grand Total Other: Sale of Equipment Investment Income Loan Proceeds Total Washington County, Maryland Outside Agency Funding Request Program Revenue State County - general operating Organization Name: Program Name: Program Description: County - Community Funding County - other (list): Grants: Federal Program Revenue 10-12 Dr. George Manger, President Sarah J Hall Executive Director Ted Reeder, Treasurer What have you helped us accomplish? 2023 Washington County Public School exhibition, installation view, and award winners. Some New Things Audio Tour Free docent tours Community Days Full‐week summer camp December Fridays Garden Nights Expanded regional marketing Extended time for WCPS exhibition A Hagerstown gem that aways impresses with traveling exhibits and wonderfully preserved and well‐documented local history. The museum is appointed in a cozy, inviting, and beautiful way, nestled in City Park. You won’t be disappointed! Kyle from Maryland, August 2023 Total Attendance 39,978 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 July‐22 August‐22 September‐22 October‐22 November‐22 December‐22 January‐23 February‐23 March‐23 April‐23 May‐23 June‐23 Attendance FY 2023 39,978 31,602 14,879 29,789 45,734 ‐ 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 FY 2023 FY 2022 FY 2021 FY 2020 FY 2019 Attendance Trends Small towns rarely have such a gem. The permanent collection is in depth and covers a multitude of genres. Paintings, glass, ceramic, and bronze ….if you love art, you will be sorry if you are in the area and miss this treasure! FREE Community Days! Featuring family activities, exhibition tours, demonstrations, snacks ….and selfie stations Above: Maryland Day! 254 attended Top right: Viking Day! 322 people Bottom right: Family Day Opening of Childhood Favorites. 291 attended Amazing and so beautiful. Staff are so friendly and helpful. So glad William Singer followed his true calling. Love his art. Fabulous museum. Charlie’s first museum! Chester Springs, PA Little Vikings‐‐‐Our first full‐week summer camp Beautiful! I attended the Saturday Morning Youth Program when I was a child! Sterling Height, Michigan We love maximizing our impact by collaborating with other local nonprofits! Left: A free interfaith day with HARC Above: Story time with Mr. Jeff from the library. Fantastic experience. Great display for the children’s artwork, and all museum pieces were excellent and more than worth the time. Thank you for the experience. Garden Night at the Museum Music in the Garden + Bring Your Own Picnic + Galleries Open Late = Perfect Summer Night 172 joined us for our “pilot” Garden Night …more to come in 2024! This art museum is nicer and better than some I've paid $20 or more to enter. And it's free. Don't miss it! J.D. via Google Community‐Centered Fall Fest (left): 1545 garden, 901 museum City Park Light‐up Night: 420 We love when kids are comfortable in the museum! This place is fantastic! They have a great selection of art work. Admission is FREE! They currently have works by Pablo Picasso. I highly recommend for the art lovers. I will be returning in the future as their artwork is rotated in/out so you have new stuff to look at. Lee Smith Highly anticipated fundraising events the community looks forward to supporting. Left: Art in Bloom, 2028 attended, 17k raised Below: The Treasure Sale, 1376 attended, 40k+ raised Adult programs and classes L‐R, top to Bottom: sold‐out lecture on Claire McCardell; Adult watercolor class, yoga, Norwegian rosemahling class, Cam Miller & the Weather People Concert, “Sorry, Not Sorry” curator’s talk, School Field Trips This museum is a hidden gem of Hagerstown! Tucked away in city park and overlooking the water it offers more than most museums. You will enjoy free admission, and galleries for young and old. They have events offered for the community throughout the year. Don’t overlook this enjoyable stop next time you’re in Hagerstown. Christina Lee Exhibitions L‐R, top to bottom: Claire McCardell: Pioneer of American Fashion, Landscapes & Legends of Norway: William Singer & His Contemporaries, Cumberland Valley Artists & Photographers, Treasures of State: Maryland’s Art Collection; Picasso on Paper: The Artist as Printmaker; Childhood Favorites: 100 Years of Children’s Book Illustration. Festive Holidays Our holiday Fridays served 311 very happy visitors TripAdvisor users are noticing! 16% 39% 15% 5% 7% 18% FY 2023 Functional Expenses Curatorial & Conservation Exhibits & Programs Education Concerts & Lectures Management & General Fundraising $1,754,936 for FY23 28% 56% 16% FY 2023 Income Earned Contributed Investment Distribution 54% 13% 17% 15% Contributed Income FY 2023 Government Specific purpose gifts Fundraising Grants/Foundations ON THE HORIZON Exploring Jonathan Street: History, Art, Imagination Opens June 22! Capital campaign quiet phase continues through 2024. Open Session Item SUBJECT: Fort Ritchie – Cascade Sustainable Communities Designation Renewal PRESENTATION DATE: February 6, 2024 PRESENTATION BY: Jill Baker, Director, Department of Planning & Zoning and Jennifer Kinzer, Deputy Director, Department of Planning & Zoning RECOMMENDED MOTION: Move to direct staff to submit/not submit the application to renew the Sustainable Communities Designation for the Fort Ritchie – Cascade area. REPORT-IN-BRIEF: A Sustainable Communities designation was approved for the Fort Ritchie – Cascade area in February 2014 and was renewed in February 2019. The designation expires 5 years after approval and the Department of Housing and Community Development has provided positive guidance for a second renewal. The designation provides access to a toolbox of revitalization financing programs and tax credit incentives for the designated area. The incentives are available to local governments, community development organizations, non- profits and some small businesses. DISCUSSION: The initial designation was initiated by a member of the Board of Trustees of the former Pen Mar Development Corporation, a previous owner of the former Fort Ritchie property. Washington County Government was the owner of the property at the last renewal in 2019. The adjacent Cascade community was included and approved in the original designation of 1,210 acres in order to extend the benefits of the assistance and incentive programs to the community which experienced losses when the former army based was closed in 1998. FISCAL IMPACT: No cost to Washington County, however the County must act as a conduit or applicant for many of the programs. CONCURRENCES: Rachel Souders, Director, Office of Grant Management ALTERNATIVES: Allow the designation to expire ATTACHMENTS: Sustainable Communities Programs Application for Designation Renewal, Map of the Fort Ritchie – Cascade Sustainable Communities boundary and List of DHCD Financing Programs AUDIO/VISUAL NEEDS: N/A Board of County Commissioners of Washington County, Maryland Agenda Report Form 1 SUSTAINABLE OMMUNITIES PROGRAM APPLICATION FOR DESIGNATION RENEWAL Eligible Applicants: Local Governments with a Sustainable Communities Designation Local Government Consortiums with a Sustainable Communities Designation Application must be submitted on or before the expiration date of Sustainable Communities designation. Maryland Department of Housing and Community Development Division of Neighborhood Revitalization 2 N Charles Street, Suite 450 Baltimore, MD 21201 410-209-5800 http://dhcd.maryland.gov/ WES Governor ARUNA MILLER Lt. Governor JACOB R. DAY Secretary OWEN McEVOY Deputy Secretary General Information – SC Renewal 2023 1 Overview of Sustainable Communities The Sustainable Communities Act of 2010 established a framework for reinvestment and revitalization of Maryland’s existing communities creating a single, locally designated geographic focus area. Since that time the “Sustainable Communities” designation has provided an efficient means of targeting scarce public and private resources for multiple State agency investments and prioritizations. Purpose or Renewal and Streamlined Application The Sustainable Communities (SC) designation must be renewed every five years. This renewal application provides an opportunity for local governments to update their existing SC action plan and report on the accomplishments made over the past five years. Through the renewal process, local governments can request additional technical assistance and highlight any areas from the original action plan for which progress must still be made. Application Eligibility and Threshold Requirements Local governments (municipal or county) are eligible to apply. Eligible applicants are to reconvene their Sustainable Communities Workgroup to discuss the accomplishments and challenges of their Sustainable Community Action Plans in addition to any update they may like to make to the Action Plan. The applicant may choose to select new members to participate in the Workgroup. The purpose of this workgroup is to continue and reinforce working relationships and collaborations among local governmental departments and better align community development priorities and strategies. In addition, this is an opportunity to assess if the Workgroup would like technical assistance from State government agencies to implement certain action items or develop strategies to address local challenges. Threshold Requirements All Sustainable Community applications must meet the following threshold requirements: 1) Sustainable Community Area boundaries must be entirely within a Priority Funding Area (PFA) and should be an area in need of renewal and reinvestment that would benefit from a targeted long-term strategy. Applicants can verify Priority Funding Area boundaries by visiting the MDP website at: http://www.mdp.state.md.us/OurProducts/pfamap.shtml 2) The proposed Sustainable Community is within or near a town center or transportation center, or there is a need for financing assistance for small businesses, nonprofit organizations or microenterprises; 3) The updated Plan must be consistent with other existing community or comprehensive plans; 4) A Sustainable Communities Workgroup is re-convened and a roster of members should be provided with the application. Applications that do not meet these threshold requirements will not be considered. General Information – SC Renewal 2023 2 Application Submission and Evaluation The Sustainable Community application will be evaluated based on thorough assessment of strengths and weaknesses and how well desired outcomes, strategies and action steps are connected to the local conditions. The first page of the electronic application is the Table of Contents. This should also serve as a checklist and be used to provide corresponding tabs. Please submit all materials (application, maps, pictures, and/or shapefiles) via email to the Sustainable Communities project management team. Incomplete applications will not be accepted. Deliver Sustainable Community Applications via email: To: Carter Reitman carter.reitman@maryland.gov Copy: Olivia Ceccarelli-McGonigal olivia.ceccarelli@maryland.gov Site Visits, Follow-up, and Technical Assistance Attendance at a minimum of one application consultation session or training is mandatory for all applicants. Consult with Carter Reitman at 410-209-5849 or by email at carter.reitman@maryland.gov if you would like to schedule a meeting. If requested, the Department can provide technical assistance to local governments to prepare their Sustainable Communities applications. When needed, the Department may offer technical assistance, in collaboration with the Maryland Department of Planning, to local governments with limited capacity to prepare their Sustainable Communities applications. During the application review process, the review team may make site visits and/or hold meetings with applicants. In addition, applicants may be contacted by the Department for follow-up discussions prior to awards. Approval Approval of applications will be made by the Governor’s Smart Growth Coordinating Committee on the recommendation of an inter-agency review team. The review team is coordinated by the Department of Housing and Community Development. The Governor’s Smart Growth Coordinating Committee can defer the approval of a Sustainable Communities renewal to the Governor’s Smart Growth Subcabinet. All questions related to the application, please contact Carter Reitman at 410-209-5849 or by email at carter.reitman@maryland.gov or your regional project manager, found at this link: https://dhcd.maryland.gov/Communities/Documents/SRP/PM-Map-ContactInfo.pdf General Information – SC Renewal 2023 3 RENEWAL APPLICATION INSTRUCTIONS The Sustainable Communities application for renewal has three sections: A. Contact information, General Information, Organizational Capacity: In this section, applicants are asked to update their contact information, provide information about demographic shifts over the past five years, discuss the strengths and weaknesses of their Sustainable Communities workgroup, and share any technical assistance needs the workgroup may have. B. Report on accomplishments over past five years: The report is an opportunity to reflect on any accomplishments achieved in the Sustainable Community area. It is a tool used to evaluate if the SC applicant achieved its intended outcomes and identify what state resources were used, if any, to achieve those outcomes. Renewal applicants are encouraged to discuss how priorities, actions, and objectives were or were not achieved across the Sustainable Communities plan elements, including how any of the elements may have interrelated during the five initial years of SC designation. C. Sustainable Communities Action Plan Update: The Sustainable Communities Action Plan details revitalization outcomes and strategies to achieve those outcomes over the next five years. Renewal applicants are encouraged to use their previous Sustainable Communities applications as a basis for their updated Action Plan. You may identify which weaknesses have not yet been addressed or which strategies have not yet been implemented. Include your revitalization priorities for the next five years, basing them on your community’s current strengths and weaknesses. General Information – SC Renewal 2023 4 SUSTAINABLE COMMUNITIES PLAN ELEMENTS The table below provides a description of each subject area/element of the Sustainable Communities Action Plan. Included are examples of common strengths and weaknesses within each subject area and the types of projects that might be implemented to address said strengths and weaknesses. ENVIRONMENT: Describes projects involving the natural environment, our use of natural resources, and our relationships to the natural environment. This category includes projects focusing on (but not limited to): the quality of land, water, and air; watershed maintenance and preservation; tree canopies and green spaces; climate change mitigation and adaptation; energy conservation; green infrastructure; stormwater infrastructure and management; water and sewer capacity; recycling, pet waste, and organic waste programs; the mitigation of environmental hazards; and parks and recreation. ECONOMY: Describes projects centered on economic growth and management. This category includes projects focusing on (but not limited to): business attraction & retention; improving and maintaining the health of business districts, downtowns, and main streets; commercial vacancy reduction; workforce attraction and retention; employment/job training; marketing, branding, and tourism; improving or creating economic impact of cultural and historic assets; providing technical and financial assistance to businesses; commercial building acquisition, rehabilitation and/or adaptive re-use; and creating a sense of place and vibrancy through streetscaping and beautification. TRANSPORTATION: Describes projects involving the way people in your community get from place to place. This category includes projects focusing on (but not limited to): access to transit corridors; pedestrian safety and accessibility; sidewalks; alternative modes of transportation, such as bikeways and trails; public transit, such as bus and rail; carpooling; proximity to transportation centers; parking; and road conditions. HOUSING: Describes projects involving the homes in which people in your community live and which make it easier for them to find and stay in a place to call home. This category includes projects focusing on (but not limited to): affordability; increasing homeownership; increasing rental housing; diversifying the kinds of housing available; improving housing conditions (interior or exterior); housing programs; aging in place; preventing foreclosures; and reducing residential vacancies. COMMUNITY HEALTH & QUALITY OF LIFE: and the day-to-day life of community residents. This category includes projects focusing on (but not limited to): improvement of public safety and the reduction of crime; libraries; educational facilities and programs; health and wellness facilities and programs; senior facilities and programs; youth facilities and programs; facilities and programs for the disabled; civic amenities, access to quality food options; collaborations with faith-based organizations; arts and entertainment education; and homelessness prevention, services, and LOCAL PLANNING & STAFFING CAPACITY: for the community’s future and to meet the current needs of residents. This category includes projects focusing on (but not limited to): updating zoning ordinances or land use; updating municipal/local policies, taxes, fees, etc.; increasing local government staff capacity; and updating planning documents like General Information – SC Renewal 2023 5 SUSTAINABLE COMMUNITY ACTION PLAN UPDATE The Sustainable Community Action Plan (SC Plan or Plan) is meant to be a multi-year investment strategy – a strategic set of revitalization initiatives and projects that local partners believe will increase the economic vitality and livability of their community, increase prosperity for local households and improve the health of the surrounding environment. The Plan should be flexible enough to be updated regularly and renewed every five years as the community envisions new goals. The priority initiatives and projects identified in the action plan are your priorities for improving the livability of community places -- residential, commercial, or other public or private properties – and the sustainability of new work, retail, recreational and housing opportunities for residents. At the same time, the plan should only discuss the strategies that will impact the geographic area targeted for revitalization so that resources have the best opportunity to have the intended effect. These projects can also be designed to reduce the environmental impact of the community through water and energy resource conservation and management strategies. In this way, the Plan can be a road map for local stakeholders as well as State agencies to work together to create a more livable and sustainable community. All communities submitted an SC Plan when the community earned its original designation. Some applicants may want to take advantage of the designation renewal process to outline new strategies, set new priorities, or reaffirm existing strategies for their Sustainable Community. Changes to SC Plans may reflect changes in external factors affecting the community or changes in the priorities of the applicant. Action Plan Guidance 1) For each element, identify the essential strengths and weaknesses of your community. Example: Strength - Good sidewalk connectivity Weakness - Insufficient bicycle infrastructure 2) Based on those strengths and weaknesses, formulate specific outcomes that address the most pressing issues or greatest opportunities. Identify a way to measure the success of that outcome. Example: Outcome - Expand fiber optic broadband Internet connections in Town Progress Measure - Linear measurement of broadband fiber laid 3) After defining the outcomes, list detailed strategies and discrete actions that will serve as the means to achieve those goals. Example: Strategy A - Increase number of Town sponsored events Action A - Organize a workgroup tasked with planning weekend events Action B - Develop, with community input, a series of weekend events that the Town could host 4) List potential partners that can support the successful implementation of these strategies through different types of resources. Example: Partner 1 - DHCD (Community Legacy program) Partner 2 - Small Business Administration (Services and financial assistance) Sustainable Communities Renewal Application 6 CHECKLIST AND TABLE OF CONTENTS APPLICANT: County Commissioners of Washington County NAME OF SUSTAINABLE COMMUNITY: Fort Ritchie - Cascade Please review the checklist of attachments and furnish all of the attachments that are applicable. Contents of the application should be tabbed and organized as follows: ❑ Section A - Sustainable Community Renewal Applicant Information ● Applicant Information ❑ Section B – Sustainable Community Renewal Report (Projects, Strategies and Partners) ● Part 1: Qualitative Assessment ● Part 2: Competitive Funding ❑ Section C – Sustainable Community Renewal Action Plan Update (Matrix) ● Action Plan ❑ Section D – Sustainable Communities Workgroup Roster ❑ Section E – Signature Letter (acknowledging Disclosure Authorization and Certification) ● Disclosure Authorization ❑ Section F – Additional Files: The following contents should be included: ● If requesting a boundary modification, map in pdf format and a GIS shapefile of the proposed Sustainable Community boundary ● Photos (jpeg format) of your aforementioned accomplished projects of the last five years Sustainable Communities Renewal Application - Section A 1 SECTION A - SUSTAINABLE COMMUNITY RENEWAL APPLICANT INFORMATION Fort Ritchie - Cascade County Commissioners of Washington County 52-6001037 100 West Washington Street, Room 1101 Hagerstown Washington MD 21740 240-313-2200 240-313-2201 www.washco- md.net Sustainable Community Application Local Contact: Jennifer Kinzer Deputy Director, Planning & Zoning 747 Northern Ave Hagerstown MD 21742 240-313-2441 240-313-2431 jkinzer@washco-md.net Sustainable Community Contact for Application Status: Jennifer Kinzer Deputy Director, Planning & Zoning 747 Northern Ave Hagerstown MD 21742 240-313-2441 240-313-2431 jkinzer@washco-md.net Other Sustainable Community Contacts: Jill Baker Director, Planning & Zoning 747 Northern Ave Hagerstown MD 21742 240-313-2430 240-313-2431 jbaker@washco-md.net (1) Sustainable Community Boundary and Description (1) Are you requesting any changes to your Sustainable Community boundary? Describe why or why not? No, because the current Sustainable Community boundary mirrors the underlying Priority Funding Area boundary. (2) If yes, Include the following in as an attachment: Sustainable Communities Renewal Application - Section A 2 a. PDF or JPEG of modified Sustainable Communities boundary map, b. GIS shapefiles of modified Sustainable Community boundary (mapped to the parcel boundary), (3) Approximate number of acres of entire SC Area: 1,210 Acres (4) Existing federal, state or local designations: ☐Main Street ☐National Register Historic District ☐Local Historic District ☐ Arts & Entertainment District ☐State Enterprise Zone Special Taxing District X BRAC ☐ State Designated TOD X Other(s): Camp Ritchie Historic District (Maryland Historical Trust Inventory of Historic Properties), Foreign Trade Zone # 255. (5) Describe the SC Area’s current demographic trends (with respect to age, race, household size, household income, educational attainment, number of housing units, or other relevant factors). How have demographics changed in the last five years? The demographic trends of the Fort Ritchie - Cascade Sustainable Communities area have remained consistent over the past five years. The Median Age of 37.8 remained unchanged; Racial composition became slightly more varied; Household Size increased by 0.33 persons; and Ancestry is still primary German and Irish. Notable changes include an increase of $20,152 in the Median Household Income; a 6.5% decrease in residents with a high school diploma, a 1.8% drop in those with bachelor’s degrees and a 3.6% increase in those with graduate or professional degrees. The number of families below the poverty level decreased by 0.4% but unemployment increased by 0.2%. Age (median): 37.8 Race: 96.5% White; 3.0% Black/African American; 0.5% Asian Household Size (average): 2.73 Household Income (median): $74,479 Educational Attainment: 45.2% high school graduate; 10.8% bachelor’s degree; 5.6% graduate or professional degree Housing Units: 568 Total Units; 419 Occupied/149 Vacant Families Below Poverty Line: 7.2% Unemployment: 3.6% Ancestry: 29.5% German; 12.1% Irish NOTE: The above characteristics were reported for the zip code 21719, as this area better corresponds to the boundaries of the existing Sustainable Community SOURCES: 2020 US Census; American Community Survey 2018-2022 Sustainable Communities Renewal Application - Section A 3 (2) Organizational Structure, Experience and Public Input: (1) Describe any changes to the Applicant’s organizational structure. Specifically, how has membership of the Sustainable Communities Workgroup changed in the last five years? Who are/were the leaders, and how will/did the Workgroup advisor or staff manage implementation of the SC Area Plan? Since the last Fort Ritchie – Cascade Sustainable Communities renewal, the remaining 475 +/- acre Fort Ritchie property was sold to Cascade Properties, LLC on April 7, 2021. Mr. John Krumpotich, owner of Cascade Properties, LLC, has been working closely with Washington County Government on the redevelopment of the property and has been added to the Sustainable Communities Workgroup. Within County government, the composition of the Sustainable Communities Workgroup has remained consistent. The membership of the Workgroup includes: Director, Department of Planning & Zoning Deputy Director, Department of Planning & Zoning Director, Office of Grant Management Director, Department of Business and Economic Development Director, Division of Public Works Director, Division of Environmental Management John Krumpotich, Owner, Cascade Properties, LLC Jennifer Kinzer, Deputy Director of the Department of Planning & Zoning for Washington County will be the lead contact moving forward with the renewal of the Sustainable Communities Program Designation and will work closely with staff and other interested parties such as the owners of Cascade Town Centre and the Cascade Community at large to manage the implementation of the Fort Ritchie – Cascade Sustainable Communities Action Plan. (2) What have been the strengths and challenges of the capacity of the Sustainable Communities Workgroup with respect to implementation of the SC Plan? The most dominant strength of the Fort Ritchie – Cascade Sustainable Communities Plan has been the transfer of the 475 +/- acre former Fort Ritchie property to Cascade Properties, LLC in 2021. Other strengths of the Sustainable Communities Workgroup continue to be the experience that Washington County Government staff has in assisting with local revitalization projects and working with Cascade Properties, LLC to market the property for redevelopment. Washington County staff has considerable experience with: - Writing and obtaining Maryland DCHD grant funding for revitalization projects within the boundaries of the former Fort Ritchie property. - Marketing areas prime for business and industrial development. - Writing and adopting policy changes and developing incentives to promote growth and development in designated areas. Sustainable Communities Renewal Application - Section A 4 - Acquiring Department of Housing & Community Development Grants, Community Development Block Grants and Appalachian Regional Commission funding. - Operation, inspection, and maintenance of County owned infrastructure. Challenges persist in educating all property owners within the Fort Ritchie – Cascade Sustainable Community area of the benefits available to them through DHCD and other State and local programs. (3) How did residents and other stakeholders in the community provide input to the Sustainable Communities Action Plan update? On which existing local plans (comprehensive plans, economic development plans, sector plans, etc.) is the Sustainable Communities Action Plan based? The current Fort Ritchie – Cascade Sustainable Communities Action Plan is available for review on the Maryland Department of Housing & Community Developments website. This update to the Action Plan has been distributed to the various Washington County Departments that have a vested interest in seeing that the Action Plan is written to promote future growth and development in the defined Sustainable Communities area. Cascade Properties, LLC was also given the opportunity to provide input to this updated Action Plan. Cascade Properties, LLC plans to continue their revitalization efforts on the former Fort Ritchie property and has a five- year redevelopment plan in place to help guide this process. Washington County intends to continue to work with JG Business Link International and the Fort Ritchie – Cascade Community to the greatest extent possible in order to assist with the growth and redevelopment of the Sustainable Communities area. The Sustainable Communities Action Plan for Fort Ritchie – Cascade is based off of the goals and objectives listed in the 2002 Comprehensive Plan for Washington County, Maryland. This Sustainable Communities Action Plan update is also included in the goals and objectives of the Draft 2020 Comprehensive Plan for Washington County that is currently going through a revision process following a 90-day public comment period. (4) Would you like any technical assistance from State agencies to help expand the capacity of your SC Workgroup or implement your SC plan? Please describe with which revitalization strategies you would like assistance. Washington County may seek technical assistance from State agencies to help implement the Sustainable Communities Plan. Multiple financing programs from the State’s revitalization toolbox, such as the Strategic Demolition Fund and the Community Legacy Program, have already been utilized in order to promote growth, development and revitalization in this area. Washington County will continue to promote the availability of State resources to all property owners in the Fort Ritchie - Cascade Sustainable Communities area. Examples of programs that Washington County will continue to promote include: - Community Legacy Program: to attract new businesses, encourage homeownership and promote new mixed-use developments. Sustainable Communities Renewal Application - Section A 5 - Strategic Demolition Fund: to focus on the reuse of vacant and underutilized sites. - Maryland Mortgage Program: to promote home ownership among younger residents who also have a large amount of student loan debt. - National Capital Strategic Economic Development Fund: to improve the economic viability of “grey field development” such as Fort Ritchie where the majority of the buildings are older, and their functionality may be diminished. - Water Quality Revolving Loan Fund: to provide upgrades to Water and Wastewater treatment facilities, lines, and other infrastructure. - Low Income Housing Tax Credit: to support potential development of multi-family affordable housing options in the area. - Job Creation Tax Credit: to serve as an incentive for employers to establish new businesses in the area. Sustainable Communities Renewal Application - Section B 6 SECTION B - SUSTAINABLE COMMUNITY RENEWAL REPORT PART I: QUALITATIVE ASSESSMENT Purpose: The purpose of this assessment is to capture significant projects/ improvements that have been completed since the approval of your local government’s Sustainable Communities designation. In relation to the goals stated in your local government’s Sustainable Community Action Plan, please highlight at least three major accomplishments from the last five years, including how you achieved them. When writing your narrative, consider the questions below and refer to the six elements discussed in the General Information section of this document (page iv) – Environment, Economy, Transportation, Housing, Quality of Life, and Land Use/Local Planning. 1) Outcome: Which outcomes identified in your Sustainable Community plan were you able to achieve? 2) Projects: Which projects did you implement in order to achieve the outcome? Also indicate when you started and completed these projects. 3) Partners: With whom (i.e. state agencies, local stakeholders) did you partner to complete projects? 4) Impact: What kind of measurable impact did the achieved outcome have on your community? Are there other intangible benefits? 5) Photos: Please also include pictures that depict your accomplishments. [EXAMPLE] Descriptive Narrative: Please list the most significant accomplishments that apply Example – Outcome: Improved stormwater management Projects: Project 1: Stormwater Retrofit Plan – In October 2014, the Town Council approved the Town’s stormwater retrofit plan which outlines various strategies and capital budget expenditures over the next five years. Strategies include reducing the amount of impervious surface in the community and improving stormwater management. One of the plan recommendations is to pass an ordinance that assesses an environmental protection fee on municipal permits. Project 2: Green Streets – The Town added green elements to approximately 600 linear feet of roadway that had been experiencing severe flooding. Specifically, bioswales were constructed and trees were planted. Partners: Chesapeake Bay Trust – provided technical assistance MD DHCD – provided financial assistance in form of a Community Legacy grant (totaling $50,000). Impact: The implementation of the projects had a significant impact on the community by improving stormwater runoff. The streets with the newly constructed bioswales no longer experience flooding. Sustainable Communities Renewal Application - Section B 7 Descriptive Narrative: Please list the most significant accomplishments that apply. Outcome: On April 7, 2021, Washington County Government transferred the remaining 475 +/- acres of the former Fort Richie Army Base to Cascade Properties, LLC for the redevelopment of the property. Cascade Properties, LLC has developed a 5-year Action Plan of its own to help guide the growth and development of the property. Projects: The first project after the conveyance was to renovate and lease 58 residential units at the rear of the property. This community is known as Whistling Ridge. A second and ongoing project continues to be the rehabilitation of the 37 historic stone ‘finger buildings’ for non-residential uses including shops, boutique stores and Airbnb’s. The Camp Ritchie Museum and newly established Nisei Art Gallery/Artisan Village (Building 305) were renovated and opened to the public in 2023. These uses are expected to draw in guests daily and aid in the historic preservation and educational programming of Fort Ritchie. The Greenhouse Café also opened its doors for business in 2023. As of December 2023, Fort Ritchie is home to 15 different businesses and almost all buildings on the property have received new roofs, halting any further degradation to the existing structures. Renovations to Building 102 are planned to commence in the Spring of 2024 and will be home to the future Top-Secret Taproom. Partners: Cascade Properties, LLC, DHCD and Washington County Government. Impact: New traditions on the property include an annual Christmas Tree Lighting event, a Fourth of July fireworks event and a series of Farmers Markets; all of which have attracted thousands of people back to the Fort. Through adaptive reuse of many buildings, the Fort is coming back to life after 25 years of abandonment. Accomplishment 2: Meritus Health opens Primary Care Facility Outcome: In a recent study, the Fort Ritchie – Cascade Sustainable Communities area was identified as an under-served region of Washington County for basic medical care. The opening of this Primary Care Facility will provide easier access to coordinated health services for residents of the area. Projects: Renovation of the building located at 14303 Lake Royer Drive were fundamental to the opening of this facility which is now providing services to the Fort Ritchie – Cascade Sustainable Communities area. Partners: Meritus Health, Cascade Properties, LLC and Washington County Government. Impact: Residents will now have easier access to coordinated health care through the Meritus Health umbrella of services. Sustainable Communities Renewal Application - Section B 8 Accomplishment 3: Sewer Collector Replacement/Septic Tank Pumping and Replacement Outcome: In 2021, a major sewer collector line was replaced, and multiple residential septic tanks were either pumped out or replaced between 2019 and 2021. Projects: In 2021, a major Washington County owned sewer collector line was replaced in the right-of-way of Lake Royer Drive. This line serves as the collector for the majority of the former Fort Ritchie property and flows directly to the Winebrenner Wastewater Treatment Facility. In addition, because the Pen Mar/Highfield/Cascade sewer collection system was constructed as a hybrid collection system, many properties have on-lot septic systems where a holding tank collects solids and the effluent from these tanks then flows into a second tank that discharges into a smaller gravity-flow system. Due to the nature of the system, it is the County’s responsibility to pump out the primary collection tanks on a 10-year cycle. This occurred during the 2019-2021 timeframe. Partners: Washington County Division of Environmental Management Impact: The new sewer line collector and the clean-out of existing septic tanks should reduce any groundwater contamination from leaking or poorly maintained infrastructure in the area. Descriptive Narrative: Please use this section to describe any major outcomes or projects from your last Sustainable Communities Action Plan that have NOT been accomplished and why. Outcome: Since the last update to the Fort Ritchie - Cascade Sustainable Communities Action Plan, stimulating economic development and reuse of existing buildings and infrastructure, specifically on the 63 +/- acre property owned by JGBLI, has proven to be a challenge. Narrative: Over the past 5 years, several land development subdivisions and site plans have been submitted for review on the JGBLI property, but to-date, only one site plan for a restaurant/café has received approval and this business has yet to open. The JGBLI property is still sitting dormant, waiting on residential or non-residential activity to occur. Outcome: From a transportation perspective, little has been done over the past five years to promote diversifying transportation options in the area. Narrative: In the previous Fort Ritchie - Cascade Sustainable Communities Action Plan, developing both bicycle friendly options and exploring railroad accessibility to the Fort Ritchie – Cascade area were mentioned. While redevelopment is occurring on the Cascade Properties LLC site and pedestrian accessibility has been improved with the existing sidewalk infrastructure, bicycle friendly options have largely fallen by the wayside. Discussions of expanding railroad access in the Fort Ritchie – Cascade Sustainable Communities area have not occurred either. This is most likely due to a lack of requests from users seeking this type of service and the large cost associated with coordinating such an effort. Sustainable Communities Renewal Application - Section C 9 Part II: Competitive Funding Use the rows below to list competed funds sought for sustainability or revitalization projects since receiving Sustainable Communities designation. Source (federal, state, foundation, etc.) Amount Received If no funding was received, what technical or other assistance from the state would help with future applications? Other Notes ● Washington County received funding to rehabilitate Building 305 on the former Fort Ritchie property for the purpose of preserving a historic Japanese Nisei Mural and turning the historic structure into an Art Gallery/Artisan Village. ● Washington County received funding to rehabilitate Building 102 on the former Fort Ritchie property for the purpose of converting a 13,000 square foot space from a former theatre and Ritchie Boys Training Facility into the Fort Ritchie Taproom. DHCD DHCD $275,000 $200,000 FY 2023 FY 2024 Strategic Demolition Fund (SDF): ● Washington County received funding to upgrade sewer utility lines along Barrick Avenue for non-residential uses in order to promote workforce opportunities. DHCD $200,000 FY 2022 Community Safety & Enhancement Program: Maryland Bikeways Program: Sustainable Communities Renewal Application - Section C 10 Sidewalk Retrofit Program: N/A MDOT Water Quality Revolving Loan Fund: Washington County received a Water Quality Revolving Loan in the amount of $2.5 million to make upgrades to the Winebrenner Wastewater Treatment Facility in the Fort Ritchie – Cascade Sustainable Communities area. Other Funding Programs: examples are U.S. HUD Community Development Block Grants (CDBG), or grants from USDA, EPA, Appalachian Regional Commission, Chesapeake Bay Trust, Maryland Heritage Areas Association, Preservation Maryland, Safe Routes to School, Maryland Rural Development Corporation, Maryland Energy Administration, Maryland Department of Natural Resources, etc. *Please add more rows if necessary Bay Restoration Fund Grant: Washington County received a grant in the amount of $2.7M towards the improvements at the Winebrenner Wastewater Treatment Facility in the Fort Ritchie - Cascade Sustainable Department of the Environment (MDE) Chesapeake Bay Water Quality Project Biological Nutrient Removal Grant: Washington County received a grant in the amount of $2.6M towards the improvements at the Winebrenner Wastewater Treatment Facility in the Fort Ritchie – Cascade Sustainable Department of the Environment (MDE) Sustainable Communities Renewal Application - Section C 11 COMPETITIVE FUNDING: Are there any types of projects/needs for which your Sustainable Community needs funding; however, there isn't a funding source? Sustainable Communities Renewal Application - Section C 12 SECTION C - SUSTAINABLE COMMUNITIES ACTION PLAN Fort Ritchie – Cascade Sustainable Communities Area Sustainable Communities Renewal Application - Section C 13 Example Section Strengths Weaknesses ● Insert bulleted list of strengths (provide some detail as to why and how this is a strength in your community) ● and how this is a weakness in your community) Desired Outcomes and Progress Measures Outcomes should be considered end results of actions and strategies. Based on the strengths and weaknesses, identify the strengths on which you would like to build and the challenges you would like to address. Progress Measure: What will you use to measure success toward outcome? Is it quantifiable or Strategies and Action Items Identify strategies that will help your community to achieve each identified outcome to the left. If applicable, break down each strategy into specific action items that outline different steps of the strategy. Specify how you are planning to achieve the desired outcomes. Implementation Partners Which community stakeholders need to be involved to realize each action step and strategy? Name specific public and/or private sector partners. Example Outcome 1: Code violations and complaints are reduced in the Sustainable Community residential areas. Example Progress Measures: Code violations reduced by 25% in Sustainable Community residential areas to reduce frequency and number of residential code violations. Example Action 1: Complete analysis of code violations over the past five years to determine areas, both geographically and topically, for which code violations are most frequent. Example Action 2: Conduct outreach program to determine barriers to code compliance. Example Action 3: Analyze code compliance program for potential inefficiencies and opportunities for proactive engagement. Example Action 4: Pursue façade improvement funding to assist low- income homeowners overcome barriers to code compliance. Maryland Department of Housing, County Planning Department, local homeowners association Sustainable Communities Renewal Application - Section C 14 Environment This section describes projects involving the natural environment, our use of natural resources, and our relationships or access to the natural environment. This category includes projects focusing on (but not limited to): the quality of land, water, and air; tree canopies and green spaces; green infrastructure; habitat improvement, climate change mitigation and adaptation; nuisance flooding,; stormwater infrastructure and management; water and sewer capacity; energy conservation; recycling, pet waste, and organic waste programs; the mitigation of environmental hazards; and parks and recreation improvements. ● Plentiful forest canopy in the area along with close proximity to South Mountain State Park and the Appalachian Trail, which provides unique panoramic views. ● Recently upgraded wastewater treatment facility and sewer lines to improve the health of the local waterways, especially the Antietam Creek Watershed. ● former Fort Ritchie property may still be problematic. ● Development requirements such as stormwater management, sidewalks, road adequacy and water and sewer line conditions may cause financial burdens when brought up to meet current regulations. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Outcome 1: Work to increase forest cover, park and recreational acreages as development occurs. Progress Measures: Notable progress was made since the last update to the plan (29.9 acres were added to this category for a new total of 50.03). Continued progress would be to add an additional 20 acres. continues to develop. Strategy B: Encourage the conservation and dedication of land for parks and recreational facilities to public entities for permanent protection. Strategy C: Proceed with the development of the Pen Mar – Fort Ritchie – community leaders, property owners and developers need to unite to achieve these goals of forest retention and the protection of lands for natural and recreational purposes. the Antietam Creek Watershed. Progress Measures: Reduce the amount of point and non-point source pollution in the Antietam Creek Watershed. steep slopes, through stabilization, conservation, and restoration activities. Strategy B: Continue to repair or replace deteriorating infrastructure in the Winebrenner Wastewater Treatment service area. Maryland Department of the Environment and private developers will all need to work in unison to continue making progress towards this goal. Sustainable Communities Renewal Application - Section C 15 Economy This section is centered on economic growth and management. Strengths and weaknesses might focus on the following: business attraction & retention; improving and maintaining the health of business districts, downtowns, and main streets; commercial vacancy reduction; workforce attraction and retention; employment/job training; marketing, branding, and tourism; improving or creating economic impact of cultural and historic assets; providing technical and financial assistance to businesses; commercial building acquisition, rehabilitation and/or adaptive re-use; and creating a sense of place and vibrancy through streetscaping and Strengths Weaknesses ● renovation, rehabilitation and/or adaptive reuse. ● The areas proximity to the Baltimore/Washington DC economic markets and workforce. ● Cascade Properties, LLC (new owner of the former Fort Ritchie property) has a Master Plan for the property which includes a 5-year Redevelopment Plan. This redevelopment effort is already having a positive impact on the community. ● area is good, its remote location in northeastern Washington County could be a limiting factor. ● Lack of a local workforce due to the small population in the community could cause issues in attracting employees to the area. ● Costs associated with needed infrastructure repairs could be a limiting factor of the revitalization of many buildings in the Sustainable Communities area. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners efforts being made by Cascade Properties, LLC. Progress Measures: Success can be measured by analyzing the occupied versus vacant number of buildings on the property. receive DHCD grant funding in order to facilitate the renovation, rehabilitation and/or adaptive reuse of buildings on the property. Strategy B: Work with the Department of Business & Economic Development to promote and market the area to prospective tenants. and Cascade Properties, LLC need to collaborate to ensure the success of this redevelopment effort. Sustainable Communities Renewal Application - Section C 16 Outcome 2: Continue to market the entire Fort Ritchie – Cascade Sustainable Communities area as a prime location for both residential and non- residential development based on its Rural Village and Special Economic Development zoning designations, low crime rates, school capacity and proximity to recreational opportunities. Progress Measures: Success can be measured in terms of the number of Site Plans, Subdivisions and Permits that are applied for and approved within the Sustainable Communities area along with tracking school enrollment numbers at Cascade Elementary School. Ritchie – Cascade Sustainable Communities area as a place to live, work and play. Promote passive and active recreational opportunities along with the cultural and educational experiences that are available. Promote existing retail establishments and encourage new opportunities for future business owners. Strategy B: Continue to promote the Pen Mar Park’s Summer Concert Series sponsored by the Washington County Department of Parks and Recreation; Work with Cascade Properties, LLC to promote seasonal Farmers Markets, and annual events such as the Christmas Tree Lighting and Fourth of July Fireworks celebrations and continue to work with the Washington County Division of Public Works on the creation of the Pen Mar – Fort Ritchie – Cascade Trail to attract people to the area Washington County Tourism Office, Maryland Department of Natural Resources and Cascade Properties, LLC all need to work together to bolster the economy in the area. Sustainable Communities Renewal Application - Section C 17 Transportation This section describes the way people in your community get from place to place. Strengths, weaknesses and outcomes can focus on: access to transit corridors; pedestrian safety and accessibility; sidewalks; alternative modes of transportation, such as bikeways and trails; public transit, such as bus and rail; carpooling; proximity to transportation centers; parking; and road Strengths Weaknesses ● wide paved shoulder areas) and reasonable access to Interstates 70 & 81, US-15 and PA-16. ● Proximity to Hagerstown Regional Airport. ● Great potential to develop a walkable community for pedestrian mobility and access to recreational trails. ● ● Longer drive times to and from regional destinations. ● No public transportation offerings are available in this area. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Outcome 1: Work with current and future property owners to develop a walkable community with the Fort Ritchie – Cascade Sustainable Communities area. Progress Measures: Conduct windshield surveys of existing infrastructure and require sidewalks as part of any new subdivision or site plan approval. Fort Ritchie – Cascade Sustainable Communities area to identify needs and expectations in the community. Strategy B: Work with other County departments as well as current and future property owners to identify needs and implement strategies for improved options in available modes of transportation. Cascade Properties, LLC and other future development partners need to join forces to improve walkability within the community. – Fort Richie – Cascade Trail as a connection between the Sustainable Communities area and the Appalachian Trail. Progress Measures: Use of the Trail, once constructed, can be measured by the number of people that come off of the Appalachian Trail to shop, dine or stay Board of County Commissioners to ensure that funding will be available for the design and construction of the Trail. Strategy B: Coordinate with local restaurants, shops, Airbnb’s and future business owners to market their services to those hiking along the Appalachian Trail. property owners and current and future business owners in the Fort Ritchie – Cascade Sustainable Communities area need to cooperate with each other to bring this project to fruition. Sustainable Communities Renewal Application - Section C 18 Housing This section focuses on the homes in which people in your community live and efforts which make it easier for them to find and stay in a place to call home. Strengths, weaknesses and outcomes might focus on the following: affordability; increasing homeownership; increasing rental housing; diversifying the kinds of housing available; improving housing conditions (interior or exterior); housing programs; aging in place; preventing Strengths Weaknesses ● Increased homeownership continues to be a strength in the community. ● Increase in the number of renovated rental properties in the community. ● Continue to promote improvements to the residential housing stock within the community. ● Housing stock in the area is aging. ● Lack of current employment opportunities makes this area more of a bedroom or commuter community as opposed to a traditional town or suburban area. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Outcome 1: Continue to improve the quality of the housing stock and address blighting influences in the area. Progress Measures: Progress can be measured by calculating the number of properties receiving tax incentives or grant funding assistance. Track permits opportunities and financial assistance programs. Strategy B: Promote rehabilitation of existing housing stock through the marketing of financial assistance programs and continued education on local building code requirements. current and future property owners and the Maryland Department of Housing & Community Development need to work collectively to improve housing options in the area. and work to decrease vacancy rates in the area. Progress Measures: Home ownership rates can be tracked based on assessment data; occupancy data can be calculated using American Community housing stock, promote home ownership through new home buyer incentives and market the area to a wider audience. Strategy B: Encourage renovation and adaptive reuse of vacant properties into a variety of housing types such as studio/lofts and artist live-work spaces along current and future property owners and the Maryland Department of Housing & Community Development need to work together to promote the home ownership Sustainable Communities Renewal Application - Section C 19 Community Health and Quality of Life This section is concerned with public health, community culture, and the day-to-day life of community residents. This category includes projects focusing on (but not limited to): improvement of public health including improving community design to promote healthy behaviors such as walking and strengthening community support and connectedness through health and wellness programs and facilities that create inclusive communities. These projects may include built environment, indoor spaces, outdoor environments such as increasing community gardens and access to services including educational facilities and programs; health and wellness facilities and programs that serve multi-generations; senior facilities and programs; youth facilities and programs; facilities and programs for the disabled; civic amenities, access to quality food options; collaborations with faith-based organizations; arts and entertainment education; and homelessness prevention, services, and facilities. Projects should include community engagement that includes participation in the selection of strategies and outcomes, progress reports, Strengths Weaknesses ● and cultural center that also offers dedicated youth and senior activities within the community. ● The Camp Ritchie Museum and Nisei Gallery are now open to visitors. ● The rate of crime in the area remains relatively low. ● Ritchie – Cascade Sustainable Communities area. ● There is only one physical, faith-based organization in the Fort Ritchie – Cascade Sustainable Communities area. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Outcome 1: Market the area to more diverse retail, restaurant, and community service sector businesses. Progress Measures: Increases in businesses establishing a presence in the area can be tracked with development tracking data. County Department of Business & Economic Development to promote the area as a desirable business location. Strategy B: Work with the Fort Ritchie Community Center to continue to offer diverse and engaging activities that promote health and diversity within the current and future property owners, should work with the shared goal of improving community health and promote the area as being prime for retail development. owners as a unique community looking to expand its employment base in the light industrial sector. Progress Measures: Zoning Certifications and a variety of permitting related activities can be tracked County Department of Business and Economic Development to promote the areas as being prime for economic development. Strategy B: Promote financial assistance opportunities to current and future development partners and business owners as an incentive to locate in the area current and future property and business owners all need to promote the area as being prime for light industrial development. Sustainable Communities Renewal Application - Section C 20 Local Planning and Staffing Capacity This section is concerned with a local government’s ability to plan for the community’s future and to meet the current needs of residents. Strengths, weaknesses and outcomes might focus on the following: updating zoning ordinances or land use; updating municipal/local policies, Strengths Weaknesses ● Professional County staff are skilled at working with property and business owners to promote and encourage development in a logical and efficient manner. ● Local zoning and building codes are updated regularly and the County Comprehensive Plan has established parameters for managing growth. ● Older buildings are more expensive to restore, especially in a Maryland Historic Trust overly area. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Outcome 1: Work with Cascade Properties LLC and other current and future property owners to reduce the number of vacant or blighted structures in the area. Progress Measures: Renovation permit tracking and the issuance of Use and Occupancy letters can assist in measuring the progress of this goal. Housing & Community Development to apply for revitalization funding. Strategy B: Develop and strengthen public-private partnerships to promote future development within the Fort Ritchie – Cascade Sustainable Communities area. current and future property owners, and the Maryland Department of Housing & Community Development all need to work towards revitalizing the Sustainable Communities area. that could be leveraged to make sure that the list is up-to-date and to look for new methods of promoting the area for development. Progress Measures: Ensure that development and redevelopment opportunities for the area are specifically listed in the 2020 update to the Washington County Comprehensive Plan. Economic Development and the Maryland Department of Housing & Community Development to identify all possible funding sources for development purposes. Strategy B: Promote the Fort Ritchie – Cascade Sustainable Communities area for economic development in the 2020 update to the Washington County Comprehensive Plan. and the Maryland Department of Housing & Community Development need to work in coordination with each other to identify existing and new funding sources. 21 SECTION D – Sustainable Communities Workgroup Roster Jill Baker, Director, Department of Planning & Zoning Jennifer Kinzer, Deputy Director, Department of Planning & Zoning Rachel Souders, Director, Office of Grant Management Jonathan Horowitz, Director, Department of Business and Economic Development Andrew Eshleman, Director, Division of Public Works Mark Bradshaw, Director, Division of Environmental Management John Krumpotich, Owner, Cascade Properties, LLC 22 SIGNATURE LETTER On behalf of the County Commissioners of Washington County, I hereby approve the application for renewal of the Sustainable Communities designation for Fort Ritchie – Cascade. I understand that the Disclosure Authorization and Certification from the original Sustainable Communities application continues to apply to the applicant local government, and as such the applicant agrees that not attaching an objection constitutes consent to the information being made available to the public, and a waiver of any rights the applicant may have regarding this information under Maryland’s Access to Public Records Act, State Government Article, Section 10-611 et seq. of the Annotated Code of Maryland. I also confirm that I am named or a former holder of my current title is named as an authorized official for the Sustainable Communities designation for my local government in the Local Government Authorization submitted with the original application. ________________________________________________ Authorized Signature John F. Barr, President______________________________ Type Name and Title ________________________________________________ Date Neighborhood Revitalization Mapper MD iMAP, DoIT, MDP, MDOT, MDOT SHA, Map data © OpenStreetMap contributors, CC-BY-SA Sustainable Communities (DHCD) Priority Funding Areas Heritage Area in Locally Designated Growth Areas PFA PFA Comment Area Municipal Boundaries 1/18/2024, 2:46:22 PM 0 0.45 0.90.23 mi 0 0.75 1.50.38 km 1:36,112 Maryland Department of Housing and Community Development Map data © OpenStreetMap contributors, CC-BY-SA | MDP, MD iMap, alfred.sundara@maryland.gov | MD iMAP, DoIT, MDP, MDOT, MDOT SHA | MD iMAP, MDP, SDAT | Source: U.S. Census Bureau, 2020 Census, Summary File 1 The Sustainable Communities program encourages cross-governmental collaboration by providing designated Sustainable Communities with access to an interagency revitalization toolbox of financing programs and tax credit incentives. The Maryland Department of Housing and Community Development and its partners support the development and prosperity of Sustainable Communities by providing the following benefits. Sustainable Communities Partnering to Revitalize Maryland Communities Community Legacy Program: This program provides local governments and community development organ- izations with capital funding for projects aimed at strengthening communities through activities such as busi- ness retention and attraction, encouraging homeownership, and commercial revitalization. Some examples of eligible projects include mixed-use development and streetscape improvements. Neighborhood BusinessWorks: This loan program provides gap financing (i.e., subordinate financing) to new or expanding small businesses and nonprofit organizations located in Sustainable Communities and Pri- ority Funding Areas. Projects must include first floor business or retail space that generates street-level activi- ty in mixed-use projects and improve either a vacant or underutilized building or site. Strategic Demolition Fund: This program provides grants to local governments and community develop- ment organizations for predevelopment activities including demolition and land assembly for housing and re- vitalization projects. The Fund catalyzes projects that reuse of vacant and underutilized sites that have a high economic and revitalization impact. The Wharf in Leonardtown Brentwood Park Berlin Main Street The Lustine Center in Hyattsville Carroll Creek Park in Frederick Financing Programs - Dept. of Housing and Community Development Operating Assistance Grants: These grants support operating and technical assistance costs associated with local housing and community and economic revitalization projects that serve designated Sustainable Communi- ty areas. Eligible Applicants include nonprofit organizations, local governments, local development agencies, and local development corporations involved in community and economic revitalization activities. National Capital Strategic Economic Development Fund: The National Capital Strategic Economic Develop- ment Fund (NED) seeks to improve the economic viability of “grey field development,” which often faces more barriers than sprawling “green field development.” Most funds are allocated to Sustainable Seed Community Development Anchor Institution Program: The Seed Community Development Anchor Institution Fund provides competitive grants and loans to anchor institutions for community development projects in blighted areas of the state. Blighted areas are areas in which the majority of buildings have declined in productivity by reason of obsolescence, depreciation, or other causes to an extent that they no longer justify fundamen- tal repairs and adequate maintenance. Eligible applicants are anchor institutions, defined as an institution of higher educa tion or a hospital. Communities between the District of Columbia and Interstate 495. Main Street Maryland Program: This program strives to strengthen the economic potential of Maryland’s traditional main streets and neighborhoods. The designation gives access to technical assistance, training, and other services. Benefits include planning assistance for future development, architectural design and historic preserva- tion assistance, and specialized training on topics specific to commercial revitalization. Designated Main Streets must be within a Sustainable Community. Baltimore Regional Neighborhood Initiative (BRNI): BRNI is an additional place-based designation that inner beltway Sustainable Communities within and surrounding Baltimore City can leverage to access even greater revitalization investments. The initiative uses strategic investment in local housing and business to create healthy com- munities with a growing tax base and enhanced quality of life. Applicants must submit a separate revitalization plan to become eligible for funding. Maryland Façade Improvement Program (MFIP): MFIP provides funds to local governments for programs to improve the exteriors of commercial properties located within Maryland’s Sustainable Communities. The program supports communities seeking to create consistent, attractive designs for their commercial corridors in order to bolster economic vitality and stimulate new private investments. Job Creation Tax Credit: Administered by the Department of Commerce, this program provides an income tax credit to eligible businesses that locate or expand in Mary- land. For a Sustainable Community, the maximum tax credit rises from $3,000 to $5,000 per new job, and the threshold to qualify drops from 60 to 25 jobs created. Maryland Economic Development Corporation/Dept. of Planning - Enhanced Local Tax Increment Financing (TIF) Authority: This program enables Sustainable Communities to issue bonds to finance public improvements and expands the permitted use of tax increment financing beyond traditional public infrastruc- ture. The set of eligible uses of tax increment financing is broadened in Sustainable Communities to include historic preservation or rehabilitation; environmental remediation; demolition and site preparation; parking lots, facilities or structures of any type, public or private; highways; schools; and affordable or mixed-income housing. Local governments with Sustainable Communities may also pledge alternative local tax revenues generated within or attributed to the tax increment financing district to its associated special fund. Low Income Housing Tax Credit (LIHTC): The Department of Housing and Community Development admin- isters this credit that supports the development of multi-family affordable housing. LIHTC applications for pro- jects located in Sustainable Communities receive additional points in the application’s “Community Context” category. The points that LIHTC applications can receive through Sustainable Communities are additional to the points applications can receive for Transit Oriented Development (TOD) projects. Sustainable Maryland Certified: A program administered by the University of Maryland Environmental Finance Center that supports sustainability efforts in Maryland mu- nicipalities. With the Sustainable Community designation, a municipality can receive 20 points towards the 150 points needed for certification. Financing Programs - Dept. of Environment Miller’s Court mixed-use rehabilitation in Baltimore Annapolis Main Street The Greenbelt Theater Snow Hill Historic District Hagerstown Bicycle Parking Public Art in Cambridge Other Incentives Tax Credit Programs and Incentives The Armory in Bel Air Water Quality Financing Administration Programs: Several of MDE’s competitive funding programs give preference to projects within Sustainable Communities, including the Water Quality Revolving Loan Fund, the Bay Restoration Fund, and Overflow and Stormwater Grants (OSG). These programs provide below-market interest rate loans, loan-forgiveness, and grants to finance construction of publicly-owned wastewater treat- ment works, implementation of non-point source/estuary capital improvements, and/or implementation of U.S. EPA defined “green” projects. State Highway Administration (SHA) Programs: SHA has two competitive programs for which projects within Sustainable Communities are preferred. Its Transportation Alternatives Program is a reimbursable fed- eral aid funding program for transportation-related community projects that strengthen the intermodal trans- portation system, and the Safe Routes to School program funds projects that enable and encourage children to safely walk, roll, or bike to school Sidewalk Retrofit Program: This program helps finance the construction and replacement of sidewalks along state highways. Eligible projects do not require any funding from the local jurisdiction, and projects within Sustainable Communities are given preference. Kim Lamphier Bikeways Network Program: This program supports projects that maximize bicycle access and fill missing links in the state’s bike system. Additional points are awarded to projects located in or connecting to a Sustainable Communities area. Financing Programs - Dept. of Transportation Open Session Item SUBJECT: Reiser Rural Legacy Program (RLP) Easement PRESENTATION DATE: February 6, 2024 PRESENTATION BY: Chris Boggs, Rural Preservation Administrator, Dept. of Planning & Zoning RECOMMENDED MOTION: Move to approve the Bert C. & Stefanie J. Reiser RLP Easement project, in the amount of $199,430.00 for 56.9 easement acres, paid for 100% by the Maryland Department of Natural Resources, and to adopt an ordinance approving the easement purchase and to authorize the execution of the necessary documentation to finalize the easement purchase. REPORT-IN-BRIEF: The Reiser property is located at 2045 Reed Rd., Knoxville, and the easement will serve to permanently preserve a valuable agricultural, scenic and environmental property in the County. The parcel is mostly agricultural with some woodland areas. It lies in a part of Washington County that was heavily trafficked during the Civil War and the Battle of Antietam and is nearby the Weverton-Roxbury Rail Trail which is on the Maryland Inventory of Historic Places. The property is also within close proximity to several sites on the Maryland Inventory of Historic Places. Additionally, the parcel contains roughly 2,600 feet of a tributary to Israel Creek. The parcel adds on to a block of hundreds of acres of contiguous preserved farmland near Antietam Battlefield and Knoxville. Six (6) development rights will be extinguished with this easement. DISCUSSION: Since 1998, Washington County has been awarded more than $31 million to purchase Rural Legacy easements on more than 8,700 acres near Antietam Battlefield in the Rural Legacy Area. RLP is a sister program to the Maryland Agricultural Land Preservation Program (MALPP) and includes the protection of environmental and historic features in addition to agricultural parameters. RLP uses an easement valuation system (points) to establish easement value rather than appraisals used by MALPP. For FY 2024, Washington County was awarded RLP grants totaling $3,127,000. The Reiser RLP Easement will use part of those funds. Easement applicants were previously ranked based on four main categories: the number of development rights available, the quality of the land/land management (agricultural component), natural resources (environmental), and the historic value. FISCAL IMPACT: RLP funds are 100% State dollars, mainly from DNR Open Space funds. In addition to the easement funds, we receive up to 3% of the easement value for administrative costs, a mandatory 1.5% for compliance/monitoring costs, and funds to cover all of our legal/settlement costs. CONCURRENCES: Both the State RLP Board and the State Department of Natural Resources (DNR) staff have approved and support our program. ALTERNATIVES: If Washington County rejects State funds for RLP, the funds will be allocated to other counties in Maryland. ATTACHMENTS: Aerial Map, Location Map, Ordinance AUDIO/VISUAL NEEDS: N/A Board of County Commissioners of Washington County, Maryland Agenda Report Form rM Washington County Reiser - Detail Map r t Lt :-w- Reiser - 56.90 +/- 2045 Reed Road Knoxville, MD 21758 Roads W4RNING�. TTu map was crta4d for �Ilus[nMn purposes only. It irould net be xaied °r wpiad. Source+ of eM1a data cpntametl M1artpn art foam varqus pubs[ aben<io wM1CM1 may M1ave use rtiNlcnnns aM dixlaimen. Createtl 9Y- Gepartmens of PUnninb and 2omn6 G15 5'. q� Reiser -Location Ma iBITOMISbefg / \ Reiser - 56.90 +/- 2045 Reed Road Knoxville, MD 21758 Roads _ Reiser Property Preserved Lands or Districts Q Rural Villages /�/, Agricultural Districts - Forest Easements - CREP Easements eERTRpF� _ Ag Pres _ Parks _ Preserved Lands FROG 0 Municipal Boundaries Q County Boundary WUNINGI: 71T1 map waf e 4 N, pure , only ItfMWtl no[ be fc 0.1.WM. Storm of tba tla[a m-It Xenon art Inm va wpbbl[aWO,-h may ban IWro WIM aeb tlliclalman. Creaotl By. GepartS eni of P4nninE an0 Fonm� GIS ORDINANCE NO. ORD‐2024‐___ AN ORDINANCE TO APPROVE THE PURCHASE OF A CONSERVATION EASEMENT UNDER THE MARYLAND RURAL LEGACY PROGRAM (Re: Reiser RLP Conservation Easement) RECITALS 1. The Maryland Rural Legacy Program (ʺRLPʺ) provides the funding necessary to protect large, contiguous tracts of land and other strategic areas from sprawl development and to enhance natural resource, agricultural, forestry, and environmental protection through cooperative efforts among State and local governments. 2. Protection is provided through the acquisition of easements and fee estates from willing landowners and the supporting activities of Rural Legacy Sponsors and local governments. 3. For FY 2024, Washington County (the ʺCountyʺ) was awarded a RLP grant totaling $3,127,000.00 (the ʺRLP Fundsʺ). 4. Bert C. and Stefanie J. Reiser (the “Property Owners”) are the fee simple owners of real property consisting of 56.9 acres, more or less (the ʺPropertyʺ), in Washington County, with an address of 2045 Reed Road, Knoxville, Maryland. The Property is more particularly described on Exhibit A attached hereto. 5. The County has agreed to pay the sum of One Hundred Ninety‐Nine Thousand Four Hundred Thirty and 00/100 Dollars ($199,430.00) which is a portion of the RLP Funds to the Property Owners for a Deed of Conservation Easement on the Property (the “Reiser RLP Conservation Easement”). THEREFORE, BE IT ORDAINED by the Board of County Commissioners of Washington County, Maryland, that the purchase of the Reinhart RLP Conservation Easement on the Property be approved and that the President of the Board and the County Attorney be and are hereby authorized and directed to execute and attest, respectively, all such documents for and on behalf of the County relating to the acquisition of the Reiser RLP Conservation Easement. ADOPTED this 6th day of February, 2024. ATTEST: BOARD OF COUNTY COMMISSIONERS OF WASHINGTON COUNTY, MARYLAND _______________________________ BY: Dawn L. Marcus, County Clerk John F. Barr, President Approved as to legal sufficiency: Mail to: Office of the County Attorney _____________________________ 100 W. Washington Street, Suite 1101 Zachary J. Kieffer Hagerstown, MD 21740 Deputy County Attorney EXHIBIT A – DESCRIPTION OF PROPERTY ALL that tract, lot or parcel of land, and all the rights, ways, privileges, and appurtenances thereunto belonging or in anywise appertaining, situate in Election District No. 11, Washington County, Maryland, and being more particularly described as follows: BEGINNING at the end of 76 ¼ perches on the 1st line of a Deed from Zachariah Claggett to Samuel Claggett dated November 27, 1821, said beginning point being also at the end of the 9th line of the John McDuell part of the entire tract of which [h]is parcel was formerly a part, and thence with a portion of the 1st line of the aforesaid Deed North 28 degrees East 284 feet, more or less, to the end of the 4th line of a Deed from Edward M. Colter, Widower, to George A. Coblentz, et al, dated April 18, 1958, and recorded in Liber 334, Folio 458 [among the Land Records of Washington County, Maryland]; thence with the 5th, 6th, and 7th lines of the aforesaid Deed to George Coblentz North 51 degrees 39 minutes 29 seconds West 1731.56 feet to a gate post; North 14 degrees 29 minutes 41 seconds East 13.26 feet to another gate post; North 40 degrees 48 minutes 56 seconds East 1048.40 feet to the end of the 11th or South 77 degrees West 12.4 perch line of a Deed from Edward M. Colter, Widower, to Noah W. Burtner and Daisy M. Burtner, his wife, dated May 16, 1960, and recorded in Liber 357, Folio 349 among the aforesaid Land Records; thence with the 12th and remaining lines of the last mentioned Deed to Noah H. Burtner and Wife, the following courses and distances: North 67 ½ degrees West 8 perches; North 40 ½ degrees West 20.9 perches; North 51 degrees West 8.8 perches; North 61 degrees West 35 ½ perches to a locust tree; North 55 degrees West 13 ½ perches; North 57 ¼ degrees West 27 perches to the end of the 17 perches on the 10th line of a Deed from John Brien, et al, to Samuel Claggett dated September 17, 1883; and with the lines of said Deed along the public road South 43 degrees West 23 ½ perches to a stone; South 27 degrees West 21 perches to a stone; South 30 ¼ degrees West 30.2 perches to a stone; South 31 ¼ degrees West 28 perches; thence leaving the road South 23 ½ degrees West 9.4 perches to a stone; thence with the division line between the lands formerly owned by Willima McDuell and John R. McDuell reversed South 62 ¾ degrees East 213 perches to the point of beginning; containing 97.3 acres of land, more or less. SAVING AND EXCEPTING THEREFROM all that parcel of land containing 3.13 acres of land, more or less, conveyed by Robert E. Thompson and Lillie M. Thompson, his wife, to Galen F. Sullivan and Carol L. Sullivan, his wife, by Deed dated September 27, 1973, and recorded in Liber 567, Folio 723 (Deed reference corrected) among the aforesaid Land Records. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land containing 3.19 acres of land, more or less, conveyed by Robert E. Thompson and Lillie M. Thompson, his wife, to William L. Snoots and Jacqueline R. Snoots, his wife, by Deed dated September 27, 1973, and recorded in Liber 567, Folio 727 among the aforesaid Land Records. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land retained by Robert E. Thompson and Lillie M. Thompson, situate along the Northeast side of the farm lane leading Southeastwardly from Reed Road at a point approximately 0.8 miles Southwest from Kaetzel Road in Election District No. 11, Washington County, Maryland, and being more particularly described as follows: BEGINNING at an iron pin in the Northeast margin of said lane, said iron pin being at the Southern‐most corner of the parcel of land conveyed by the said Robert E. Thompson and Lillie M. Thompson, his wife, to William L. Snoots and Wife by deed dated September 27, 1973, and recorded in Liber 567, Folio 727 among the aforesaid Land Records, and running thence back from said lane binding on said parcel of land and the lands now or formerly owned by Galen F. Sullivan and Wife North 37 degrees 53 minutes 31 seconds East 750.91 feet to an iron pin; thence leaving said lands and running South 51 degrees 26 minutes East 267.94 feet to a stake; thence parallel with the 1st line of a Deed recorded in Liber 613, Folio 725 [among the aforesaid Land Records] South 37 degrees 53 minutes 31 seconds West 720.42 feet to an iron pin in the margin of the aforementioned farm lane; thence binding thereon North 50 degrees 17 minutes West 34.0 feet to a stake; and North 59 degrees 02 minutes West 235.66 feet to the point of beginning; containing 4.5 acres of land, more or less. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land containing 4.15 acres of land, more or less, conveyed by Donald H. Johnson and Carol G. Johnson by Deed dated July 14, 1977, and recorded in Liber 640, Folio 640 [among the aforesaid Land Records] and being more particularly described as follows: BEGINNING at a stake in the Southeast margin of said Reed Road, said stake being North 37 degrees 46 minutes East 134.9 feet from a post in said margin standing at or near the beginning of the penultimate line of the Deed from Robert E. Thompson and Lillie M. Thompson, his wife, to Donald H. Johnson and Carol G. Johnson dated April 30, 1976, and recorded in Liber 613, Folio 725 among the aforesaid Land Records, and running thence along the Southeast margin of said Road as fenced North 37 degrees 46 minutes East 237.38 feet to a post; and North 40 degrees 58 minutes East 52.62 feet to a stake; thence leaving the Road and running South 60 degrees 59 minutes 40 seconds East 607.01 feet to a stake; thence South 37 degrees 24 minutes 32 seconds West 310.0 feet to a stake; and North 59 degrees 03 minutes 28 seconds West 609.12 feet to the point of beginning; containing 4.15 acres of land, more or less. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land situate along the Southeast side of Reed Road approximately 0.5 miles Southwest from Yarrowsburg, in Election District No. 11, Washington County, Maryland, conveyed by Donald H. Johnson and Carol G. Johnson by Deed dated November 23, 1977, and recorded in Liber 649, Folio 705 [among the aforesaid Land Records] and being more particularly described as follows: BEGINNING at a post standing at or near the end of the penultimate line of the Deed from Robert E. Thompson and Lillie M. Thompson, his wife, to Donald H. Johnson and Carol G. Johnson dated April 30, 1976, and recorded in Liber 613, Folio 725 among the aforesaid Land Records, and running thence along the existing fence line and reversing the lines of said Deed North 34 degrees 24 minutes East 155.1 feet to a post; thence along the margin of Reed Road North 37 degrees 46 minutes East 134.9 feet at a stake; thence leaving the Road and running South 59 degrees 03 minutes 28 seconds East 609.12 feet to a stake; thence South 37 degrees 24 minutes 32 seconds West 310.0 feet to a stake in the closing line of aforementioned Deed; thence reversing said line as fenced North 55 degrees 59 minutes West 177.46 feet to a post; thence North 58 degrees 43 minutes West 173.9 feet; and North 57 degrees 03 minutes West 248.64 feet to the point of beginning; containing 4.15 acres of land, more or less. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land situate along the Southeast side of Reed Road approximately 0.5 miles Southwest from Yarrowsburg, in Election District No. 11, Washington County, Maryland, conveyed by Donald H. Johnson and Carol G. Johnson by Deed dated May 15, 1979, and recorded in Liber 681, Folio 421 [among the aforesaid Land Records] and being more particularly described as follows: BEGINNING at a stake in the Southeast margin of Reed Road, said stake being 425 feet, more or less, from a post in said margin standing at or near the beginning of the penultimate line of the Deed from Robert E. Thompson and Lillie M. Thompson, his wife, to Donald H. Johnson and Carol G. Johnson dated April 30, 1976, and recorded in Liber 613, Folio 725 among the aforesaid Land Records, and running thence along the Southeast margin of said Reed Road as fenced North 40 degrees 58 minutes East 140.62 feet to a post; thence leaving the road and running South 63 degrees 3 minutes 29 seconds East 600 feet to a point; thence South 37 degrees 24 minutes 32 seconds West 310 feet to a point; thence North 60 degrees 59 minutes 40 seconds West 607.01 feet to the point of beginning; containing 4.07 acres of land, more or less. AND FURTHER SAVING AND EXCEPTING THEREFROM all that parcel of land conveyed by Donald H. Johnson and Carol G. Johnson to Robert W. Wilcox by Deed dated June 12, 2009, and recorded in Liber 3687, Folio 35 [among the aforesaid Land Records] and being more particularly described as follows: Lot No. 1, containing 10 acres of land, more or less, as shown on the Plat entitled “Replat of Subdivision of Lot 1 for Donald & Carol Johnson” prepared by Frederick, Seibert & Associates, Inc., dated January 22, 2009, and recorded on May 19, 2009, at Plat Folio 9687 among the Plat Records of Washinton County, Maryland. THE street address of the herein described property is currently known and designated as 2045 Reed Road, Knoxville, Maryland; and the property is further identified as tax account no. 11‐003621. BEING all of the same property which was conveyed from Richard Wayne Neely, Jr., Trustee of the Neely Family Revocable Living Trust, and Julie Anne Neely, Trustee of the Neely Family Revocable Trust, by Deed dated June 13, 2018, and recorded in Liber/Book 5782, Folio/Page 72 among the Land Records of Washington County, Maryland. Open Session Item SUBJECT: Contract Award (PUR-1636) – Resh Solar II PRESENTATION DATE: February 6, 2024 PRESENTATION BY: Brandi Naugle, CPPO, Buyer; Dave Mason, P.E., Deputy Director, Solid Waste Department RECOMMENDED MOTION: Move to award a contract for the Resh Solar II project for the Division of Environmental Management Department of Solid Waste to the responsive, responsible firm, Community Power Group, LLC, of Washington, DC who submitted the Total Lump Sum in the amount of $95,000. REPORT-IN-BRIEF: The purpose of the contract is to generate revenue through land lease payments. The Department of Solid Waste is proposing the construction of new solar fields on a portion of the closed Resh Road Landfill. The bidder is proposing to build one field over Cells 1, 4, and 5 (Site 2 on the attached drawing) located on the Southern portion of the landfill and another in the field along the east side of the property (Site 3). Given the history of the site, there is no other approved use for the land. The proposed agreement will be a land lease only, there will be no power-sharing agreement. There will be no cost to the County for this project. The Project must be in operation for at least twenty (20) years. The term of service under this contract shall begin on the agreement date and continue through the Guaranteed In-service Date and twenty (20) years of operation with an option to renew for up to two (2) additional consecutive five (5) year periods, subject to written notice given by the County at one hundred eighty (180) calendar days in advance of its expiration date. If the Proposer wishes to renew the agreement, he/she must submit a letter of intent to the Director of Purchasing at least one hundred twenty (120) calendar days prior to the expiration of each agreement period. Consideration for renewal shall be given based on performance. The County reserves the right to accept or reject any request for renewal that the Proposer may request at that time. All other terms and conditions shall remain unchanged. The County reserves the right to terminate this agreement if the successful proposer does not execute an agreement and begin work within a the time frame set forth in Request for Proposal. Notice of the Request for Proposal (RFP) was published on the County’s website, the State’s e- Maryland Marketplace Advantage website, and in the local newspaper. Forty-Two (42) persons/firms accessed the RFP from the County website. Three (3) firms submitted proposals, one of which was deemed non-responsive. Board of County Commissioners of Washington County, Maryland Agenda Report Form DISCUSSION: N/A FISCAL IMPACT: No local or federal funds will be required for this project. The County will receive the revenues from the land lease (490000-21-21010). CONCURRENCES: Recommended by the Coordinating Committee that was comprised of the Deputy Director - Solid Waste & Watershed (Committee Chairman), County Buyer, Recycling/Operations Coordinator, Division Director of Environmental Management, and Director of Purchasing. ALTERNATIVES: N/A ATTACHMENTS: Excerpt from the RFP document containing the “Scope of Work” PUR-1636 REQUEST FOR PROPOSALS REGARDING QUALIFICATIONS AND EXPERIENCE/ TECHNICAL PROPOSALS AND PRICE PROPOSALS DIVISION OF ENVIRONMENTAL MANAGEMENT DEPARTMENT OF SOLID WASTE RESH SOLAR II September 13, 2023 I. PURPOSE This Request for Proposals (“RFP”) is to solicit proposals from interested parties (Developers) in developing an Environmental Beneficial Repurposing of a Landfill Project(s) (“Project”) at the locations noted in Attachment No. 6, which are owned and maintained by Washington County Board of County Commissioners (“Owner” or “Authority”). The Developer must have relevant experience for the proposed project on a closed landfill and be able to demonstrate a detailed explanation of the state and local permitting requirements for the proposed use of a landfill. The execution and use of the land identified in any land lease or land-use agreement must be conducted to avoid impinging on the Owner’s primary business, nor shall such activities limit the Owner’s rights to its property such that the activities interfere with its current and future operations. As a public entity, the Owner has a fiduciary responsibility to maximize its income from secondary activities. The successful Developer will propose the means of meeting these objectives and the Owner reserves the right to select a proposal taking into consideration a Developers ability to execute on its proposal. It is the intent of the Authorities to pursue a single, multi-year ground lease agreement with the selected Developer. II. BACKGROUND This RFP relates to the sites as identified in Attachment No. 6 (“Site Photos”). The Sites are located in Potomac Edison utility territory which has indicated there is 1.29 MW ac of capacity on the local 3-phase distribution lines as noted in Attachment No. 6. The site is located at 13300 Greencastle Pike, Hagerstown, MD 21740 and the following some details with regards to each potential site: Site# 1 • Approximately 2.3 Acres for Development • Year Closed: 2001 • Waste Type: Municipal Solid Waste • Cap Type: Full, Synthetic • Depth of Soil Above Cap: 2 feet • Overview of any Current Onsite Activity: Methane is collected and flared. Leachate is also collected and trucked from the site from two (2) locations on this site. Two (2) underground tanks are located on the east side of the site and two (2) underground tanks are located on the west side of the site. Site# 2 • Approximately 12 Acres for Development • Approximate Year Closed: 1985 • Waste Type: Municipal Solid Waste • Cap Type: Partial, Synthetic • Depth of Soil Above Cap: 2 feet • Overview of Any Current Onsite Activity: Leachate is collected and trucked from the site from one (1) location from the southern side of the site. The underground tank is located to the south of this site. Site# 3 • Approximately 7 Acres for Development • Overview of Any Current Onsite Activity: This area was never a part of the active landfill area or burn site. There may be random pockets of trash throughout the area to the north, the depth of trash and the amount of cover is unknown. The southern and eastern parts of this area may have scattered pockets of trash but significantly less than the northern section. The Highway Department currently uses the existing shop bays for equipment storage. Access to these facilities and the southern leachate area will need to always remain open. III. SCOPE OF WORK The goal of this project is for the Owner to produce revenue through land-lease payments. The Developer will provide detailed explanations of the areas to be leased and the term of the use of the land (including terms of access, land use period, any renewal periods, process for restoration of the land, and process for maintaining the land used). The Developer should also provide a summary of land lease requirements that specifically address issues related to landfills. It is expected that the successful project will include the following aspects which must be detailed in each firm’s proposal: • Summary – Provide a summary of the nature and extent of the project. • Design – Preliminary design of the project stamped by a Maryland Engineer. • Permitting/Licensing – Describe the organizations that will be involved in required construction or operational permits. Describe in detail what permitting activities/deliverables will be required by each organization. • Schedule – Provide a detailed schedule for the project. This schedule should include design, permitting, construction, and financial milestones throughout the life of the project.