AnnualReport_2020.Final-Web

ANNUAL REPORT 2020

CITY COMMISSION The City of Johnson City operates as a home rule municipality and is governed by the City Manager-Commission form of government. The Board of Commissioners is the governing body of the City of Johnson City. Commissioners are elected at large for four-year staggered terms. Commissioners select the mayor from among their group following each election. The mayor serves as the ceremonial head of the City, presides over City Commission meetings, and represents the City of Johnson City at a variety of community and public functions. The Board of Commissioners hires a professional city manager to manage and direct dayto-day operations of city government.

City commissioners participate in a variety of boards, commission and committees. Their involvement provides an important link between citizens, businesses, non-profits and municipal government.

The City Commission ensures the provision of community services the people of Johnson City need and want. In carrying out its duties, the City Commission must address citizens’ concerns while planning for the community’s long-term growth and development. To this end, it is the responsibility of the City Commission to oversee costs and be as efficient as possible while managing the City’s infrastructure projects and investments.

COMMISSIONERS Mayor, Jenny Brock • Term expires December 2022 • jbrock@johnsoncitytn.org • (423) 791-1262

Vice Mayor, Joe Wise • Term expires December 2024 • jwise@johnsoncitytn.org • (423) 483-9164

Commissioner, Todd Fowler • Term expires December 2024 • tfowler@johnsoncitytn.org • (423) 444-1352

Commissioner, John Hunter • Term expires December 2022 • jhunter@johnsoncitytn.org • (423) 440-9327

Commissioner, Aaron T. Murphy Term expires December 2024 • amurphy@johnsoncitytn.org • (423) 268-7348

Fiscal Year 2020 was a year like no other in City history with perseverance and resiliency becoming the overarching theme. A ransomware attack in October, which required the replacement of hundreds of computers, followed by the start of the COVID-19 pandemic and social unrest had many of our departments working in unchartered territory. Steadfast, hard-working, dedicated employees were instrumental in seeing the City and its citizens through these unprecedented times. At the start of the pandemic, City buildings were closed to the public, forcing staff to find alternative work processes in order to provide uninterrupted services.

With a resolve to “get it done” in spite of the many obstacles they faced, our employees recommitted themselves daily to Go. All. Out. and provide the exceptional services to which our citizens have become accustomed.

BUDGET AND FINANCE Here are the revenue and expense charts for FY 20. These are for the General Fund only.

*These numbers are based on the unaudited June 2020 financial statements.

General Fund revenues total $92,243,421. General Fund operating expenses, as represented by the expenses chart, total $63,186,488. In addition to this, transfers to other funds from the General Fund total $25,318,325. These transfer dollars include the city’s contribution to schools, as well as funding for capital equipment and projects, the debt service fund, and mass transit.

The City continues to be in a strong financial position thanks to excellent fiscal management and a vibrant local economy. The City maintains a credit rating of AA from Standard and Poor’s and Fitch, and a Aa2 rating from Moody’s. General Fund debt service payments make up 11 percent of total expenditures and transfers out, with total outstanding general obligation debt well

FY 20 GENERAL FUND OPERATING EXPENSES Police, 22.41% = $14,158,527 Fire, 17.59% = $11,112,382 Public Works, 20.01% = $12,642,728 Parks & Rec/Seniors/Golf, 10.74% = $6,785,873 General Government, 14.53% = $9,183,109 Student Transportation, 3.55% = $2,244,137 Quasi-Governmental, 8.74% = $5,520,201 Other, 2.44% = $1,539,531 Total, 100% = $63,186,488

Transfers Out = $25,318,325

within City charter guidelines. The City continues to maintain a two month rainy day reserve. Johnson City’s property tax rate is $1.71 per $100 property value, making it one of the lowest in the region.

Finance staff worked with other departments to create alternative points of service at City Hall and Fire Station 8 to maintain operations. This allowed staff and citizens to remain socially distant while also providing additional options for

customers to pay bills in a safe manner.

The City of Johnson City finished the year with a surplus (or profit) of $3.7 million. Revenues came in strong (even sales tax), but the shutdown of recreational activities and suspension of Public Works projects, coupled with numerous vacancies in the Police Department, heavily impacted the favorable bottom line.

Additional savings were seen by delaying some capital spending and the issuance of bonds.

FY 20 GENERAL FUND REVENUES Local Option Sales Tax, 24.39% = $22,497,136 Property Tax, 39.27% = $36,222,158 Other Local Taxes, 16.78% = $15,478,315 Intergovernmental, 12.14% = $11,202,321 Other, 7.42% = $6,843,491 Total, 100% = $92,243,421

COMMUNICATIONS AND MARKETING Communications and Marketing continued its implementation of the City’s new brand, which was recognized with top honors by the City-County Communications and Marketing Association at its national convention in Denver, Colorado. Staff was also asked to lead a conference session on successful implementation.

The department also wrapped up the City’s 150th birthday year with several events including a Johnson City Community Concert Band commemorative performance, photography competition, poetry contest, unveiling of train art pieces, black tie gala, and grand finale community celebration. In total, Communications and Marketing coordinated or assisted with nearly 60 events to commemorate Johnson City’s sesquicentennial.

With heavy rain and wind in the forecast for Halloween, the Communications and Marketing Department teamed up with other City departments and the Chamber of Commerce to bring trick-or-treating indoors at Memorial Park Community Center. Pulled together in a matter of days this one-time event attracted more than 4,000 children.

As 2019 came to a close, the department was gearing up for the women’s suffrage centennial in 2020. Staff worked alongside community members and key partners to mark the anniversary with reenactments, educational pieces, a parade and a mural.

When the pandemic hit East Tennessee, the department focused a great deal on crisis communications, developing website and social media content to educate and inform its citizenry. Communicating new locations and processes became essential and a library of signage and graphics was created to ensure citizens could navigate what were unchartered waters for the City.

Communications and Marketing produced a music video-style PSA to encourage social distancing, “Gimme 6 Feet,” and worked with Visit Johnson City to develop a “Mask Up, JC!” campaign that garnered much attention. The Communications and Marketing Department became the primary point of contact for residents and business owners using the City-established Safer At Home hotline to access information, ask questions, and report COVID-19 related concerns. The department fielded 76 inquiries between April and June.

In FY 2020, the department issued 344 press releases, generated 468 social media posts and produced 24 videos. Additionally, the department responded to 143 media inquiries and 40 community inquiries between January and June, when tracking of these inquiries began.

LEGAL Challenges faced by the Legal Department during COVID were as unprecedented as the virus itself. Staying abreast of the latest legal challenges was no small task as many new orders were issued by the state and federal government. Close communication with City leadership led to the drafting of Safer At Home Orders, which were first issued in March and extended several times by the Mayor and City Manager. Continued research and crucial interpretation of technology’s impact on a wide array of laws were heavily considered as municipal government – which places utmost importance on being open to the public – went largely virtual. Johnson City has fared more favorably than some other jurisdictions and, thus far, has avoided any legal issues related to the pandemic. The Legal Department was successful in providing uninterrupted support to all departments across the City, while working entirely remotely from mid-March until the beginning of June.

During Fiscal Year 2020, the Legal Department revised and developed a number of ordinances in an effort to bring the city code into compliance with state laws or improve the impact of the codes on the residences of Johnson City. The latest revisions to Title 8 (Alcoholic Beverages) included two new business-friendly revisions which allow for limited beer delivery for establishments not covered by the state delivery options and for removal of the prohibition of distilleries within the City.

The Legal Department is also preparing to roll out a new Mobile Food Vendor Policy that was a collaborative effort with multiple departments across the City and will promote efficiency in inspections and safety during special events.

RISK MANAGEMENT The Risk Management Department integrates risk recognition and assessment, development of strategies to manage risk, and mitigation of risk through the use of managerial resources to handle risks in a cost-effective manner. Activities include administration of liability and workers’ compensation self-insurance programs, property and casualty insurance programs, contractual liability, loss prevention, and TOSHA compliance programs.

Workers’ Compensation Incurred Claims

$1.5M

$1.2M

$900K

$600K

19

18

20

17

20

16

20

15

20

14

20

13

20

12

20

150 100 50

16 20 17 20 18 20 19 20 19

20

15

20

14

20

13

20

12

0 20

11

10

20

20

200

11

Development of return-to-work plans and environments Adjusting physical workplaces to allow for proper distancing Addressing employee concerns about re-occupying workspaces Obtaining Personal Protective Equipment (PPE) Mitigation of COVID-19 transmission risks Mitigation of Cybersecurity Risks

250

20

• • • • • •

Workers’ Compensation Number of Claims

10

Other COVID-19 related activities included:

0

20

The COVID-19 pandemic placed special demands upon the department as staff adapted processes to serve the needs of customers during a time when many were working remotely and resources to ensure a safe workplace were in high demand with very limited availability. Risk Management was assigned the responsibility for procurement of PPE and sanitizing products for all departments to ensure essential services could continue to be safely provided.

$300K

20

A proactive approach to safety awareness is provided through workplace safety audits, worksite inspections, train-the-trainer programs, and other safety-related training programs designed to enable departments to achieve TOSHA regulatory compliance and reduce the number and severity (cost) of employee accidents and injuries. Success of these programs is demonstrated on the graphs to the right.

PURCHASING In Fiscal Year 2020, the Purchasing Department directly processed approximately $40 million in contracts for goods and services and another $2.3 million in small purchases while utilizing 69 new vendors. In addition, the Purchasing Department realized $234,000 in net proceeds from surplus vehicles/equipment sales. The entire Purchasing staff is nationally certified in Public Procurement. As a direct result of COVID-19, the availability of online bids and requests for proposals increased from 55 percent to 81 percent between March and June of FY 2020. This has been a positive change that is anticipated to become permanent.

INFORMATION TECHNOLOGY A ransomware attack on the City of Johnson City occurred on Oct. 21, 2019, forcing the City to replace 300 desktop computers and reimage 170 computers. The impact of the attack on City operations and hardware was minimized by the City’s rollout, just three weeks before, of a hyperconverged storage area network, a tool that enabled the department to restore City files in less than a day. The only information lost were files saved to individual desktops and some files on hard drives. The City’s financial system and credit card information were not compromised during the attack. All City services remained operational while City systems were shut down, examined for security issues, and brought back online.

Despite the difficulties that resulted from the ransomware attack, the IT Department used it as a tool for evaluation and training to strengthen the cybersecurity of the organization.

While a number of security features were already in place and employees had been utilizing best practices in many areas across the organization, the attack highlighted the need for increased education and vigilance. Following the attack, the City of Johnson City hired an assistant director who is primarily responsible for technology security.

An Information Security Taskforce was created to assist with strengthening the organization’s cybersecurity and additional security controls were implemented throughout the organization.

Information Technology’s Geographic Information Systems (GIS) division primarily provides mapping and spatial analyses to City departments and offers self-serve applications and data to the public.

During FY 2020 the GIS division achieved the following: • Creation of a road closure dashboard and partnership with Waze, a free navigation app • Migrated to new GIS mapping software (ArcGIS Pro) • Updated GIS automations to most recent programming language • Created an address mailing list web application • Created FEMA Flood Hazard mapping application • Made parcel update improvements for more efficient publishing of county parcel data • Updated park maps for Winged Deer, Buffalo Mountain and others • Creation of GIS Data Backup Policy • Creation of GIS Data Dictionary web application • Integration of Facilities Management into Cartegraph, a software platform for asset, work order and space management • Completed 3D Modeling of Buildings for Proposed Zoning Changes • Hiring of Geospatial Manager and Water Sewer Services Geospatial Coordinator • Conducted Disabilities Act (ADA) data collection for City Facilities • Creation of project tracking tool to track time and resources on project requests • Launched Police GIS Portal for crime analysis

WATER AND SEWER SERVICES Water and Sewer Services continued to excel in all areas of operations, providing safe drinking water and clean wastewater services to the community. The department earned regional and national recognition for their work this fiscal year with awards presented by the Clean Water Professionals of Kentucky and Tennessee and the National Association of Clean Water Agencies. In addition, the department successfully maintained operations and service levels with organizational changes and awareness during the COVID-19 pandemic.

Water Supply and Distribution

• Water treatment – 100% compliance • Wastewater treatment – 100% compliance

• Completion of the Tannery Knob Water Transmission Line to the new Tannery Knob 5 million gallon water reservoir – $558,000 investment • Completion of rehabilitation of the 300,000-gallon Cherokee Water Reservoir –$303,000 investment • Completion of the neighborhood small diameter annual water replacement program (Keystone neighborhood, Oak Grove Road corridor) – $1,110,000 • Design of water transmission line for East Johnson City • Design of water replacement improvements in the Buttermilk Road Corridor • Design of spring house replacement at Unicoi Springs water supply

Effective Delivery of Water and Sewer Services Capital Delivery Plan

Other

• Wastewater Treatment and Collection • Completion of phased renovations at the Brush Creek and Knob Creek Wastewater Treatment Plants reflecting an investment of $14.6 million • Completion of annual sewer rehabilitation to portions of the wastewater collection system in the Cherokee Road corridor $674,000 • Completion of energy efficiency improvements at the Regional Wastewater Treatment Plant with installation of LED lighting and smaller energy efficient blower for treatment processes reflecting a $400,000 investment • Design of improved aeration processes at the Brush Creek Wastewater Treatment Plant and funding acquisition from U.S. Department of Commerce’s Economic Development Administration

• Lark Street utility Improvements for future development along the North State of Franklin corridor • Planning for replacement of the Water and Sewer Services Center for more effective facilities to support customer services • Utility relocations at the new Boones Creek interchange – $2.2 million investment • Design of utility Improvements to the Buffalo Street area of downtown • Design of utility improvements to the West Walnut Street Corridor • Design of water and sewer improvements to the Upper Reedy Creek service area

Highlights from Fiscal Year 2020 include: Regulatory Compliance

FIRE The Fire Department continues to progress toward international accreditation and has submitted all required documents to the peer review team. Expected to be completed by July 2021 the initial accreditation by the Commission on Fire Accreditation International is not a terminal process. Accreditation will be maintained through the submission of annual compliance reports and a complete re-application process in five years. The Fire Department is also working diligently to ensure it maintains the Insurance Services Office – Public Protection Classification Rating of 1. Once accreditation is achieved, the Johnson City Fire Department will be in the elite company of only 1 percent of fire departments in the United States of America to hold both designations.

The department continues to work toward comprehensive tracking of important performance metrics to ensure global success in our mission by adopting and implementing new incident reporting software (Emergency Reporting®). Full implementation is expected by January 2021. In FY 2020 the Fire Department routinely maintained full staffing. By conducting two entry level firefighter candidate tests and a minimum of one promotional assessment process for each of the field level positions, and hiring and promoting expeditiously when vacancies have occurred we have been able to maintain adequate operational capacity.

The department had six personnel who successfully completed firefighter minimum standards training and emergency medical responder training to become shift capable firefighter recruits. Additionally, three other new hires were already certified and able to transition and orient on shift, whereby expediting their ability to perform as firefighters.

The challenge of the pandemic has been well handled by the members of the Fire Department. In an industry where firefighters live together for 24 hours at a time, in relatively close quarters, routinely responding to and dealing with the sick and injured, the department has experienced a relatively low impact to our daily staffing. It is a credit to the department’s workforce for their diligence in protecting themselves and others, both on and off duty.

POLICE The Johnson City Police Department (JCPD) consists of 153 sworn men and women who provide law enforcement service to citizens and visitors. Operating the eighth largest Police Department in the State of Tennessee, JCPD serves the 44 square miles and over 506 miles of roadway that encapsulates the City of Johnson City. In addition to law enforcement officers, 31 civilian employees serve the public and the Police Department in records, administrative, and support functions.

The department was accredited in 1993 through the Commission on Accreditation for Law Enforcement Agencies and has continuously maintained its accreditation by meeting that organization’s rigorous standards. In addition, the department received accredited status through the Tennessee Law Enforcement Accreditation Program in 2011.

The Police Department, with its dedicated and well trained workforce, is committed to providing quality service to the community through innovative programs, advanced technologies, and responsible policing. Johnson City Police officers responded to 42,546 calls for service and initiated 38,107 interactions which equals 9.21 calls per hour. JCPD’s response time to emergency, Priority 3, calls averaged 4 minutes and 46 seconds.

The Johnson City Police Department tracks a number of crime statistics most notably reporting Group A Crimes, offenses that are considered the most serious like homicide, rape and robbery.

This nationwide metric, submitted monthly to the Tennessee Bureau of Investigation (TBI), is used to gauge the volume and rate of crimes within a community.

In Fiscal Year 2020, Johnson City saw a 0.2 percent decrease in Group A Crimes from the prior year. During this fiscal year, the Johnson City Police Department saw a 66.9 percent clearance rate of Group A Crimes, which is significantly higher than the state average of 40.7 percent. Most notably, JCPD had an 88.6 percent clearance rate for Crimes Against Persons compared to the statewide clearance rate for these crimes at 48.7 percent.

Fiscal Year 2020 presented a number of challenges and accomplishments that highlight the adaptive and responsive nature of Johnson City Police Department to both its community needs and global events. JCPD initiated a large scale project to its firearms training center which will upgrade the lighting, sound system, and the target system to enhance training capabilities for JCPD and the local and regional agencies that utilize our state-of-the-art training facility. In response to impactful community conversations in FY 2020 JCPD initiated an agreement with East Tennessee State University which will bring diversity training to our agency and employees. The Johnson City Police Department continues to grow and change to reflect and accommodate the needs, challenges, and opportunities our great city provides.

The Police Department is constantly looking for ways to improve its service to the public to keep our city a safe and secure place to live, work, enjoy leisure time, and raise a family.

The overall decreasing crime rate is encouraging and can be attributed in large part to a combination of good policing and citizens taking pride in and ownership of their community.

DEVELOPMENT SERVICES At the midpoint of Fiscal Year 2020, the Development Services Department underwent a realignment in an effort to strengthen customer service and make the development process smoother and more efficient. This included the addition and refocusing of several key positions within the department.

The newly created position of Development Services manager oversees building and permitting and acts as a development advocate to assist in expediting projects through the approval and inspection process. A new position of permitting coordinator was also added to monitor and improve the permit process and the current utilization of the City’s development software. This position is responsible for supervision of all existing customer service clerks who will participate in additional professional training to obtain International Code Council permit technician certification.

Additionally, the code enforcement team was relocated to the planning division to shift their focus from building code enforcement to neighborhood and community beautification and low-income housing stock enhancement.

A development technician position was also added to this team to assist with planning and zoning concerns.

When the pandemic caused City Hall to close, the department never ceased operations, successfully redirecting the bulk of its customer base to the online CityView portal for permit and plan review processing. In addition, the department provided a safe, socially distanced option to accept plan submittals and process paper permits.

Residential development was robust despite the pandemic, with housing starts doubling, tripling or quadrupling during March through April as compared to FY 2019. While commercial development began strong it slowed at the end of FY 2020 and fell below the previous year’s new permit figures.

FACILITIES MANAGEMENT The Facilities Management Department oversees the maintenance and construction projects of approximately 94 City facilities and 14 City-owned school facilities. The department completed 1,048 work orders for City facilities in Fiscal Year 2020. In addition, the department was involved in multiple capital construction projects.

information stations, installed plexi-glass shields at multiple office openings, installed two walk-up teller windows with transaction trays, and constructed drywall enclosure around Finance counter to develop four walk-up windows for customer service.

CAPITAL PROJECTS COMPLETED FISCAL YEAR 2020:

CAPITAL PROJECTS STARTED IN FISCAL YEAR 2020 AND ONGOING FOR FISCAL YEAR 2021:

• Liberty Bell Middle School Gym & Cafeteria Addition – A $10.5 million new construction addition that includes a 1,300-seat gymnasium, a 350-seat capacity cafeteria and state-of-the-art commercial kitchen.

• Rotary Park and Carver Recreation Center – Construction of ADA compliant restroom facilities for patrons of splash pads and playgrounds.

• Public Works Equipment Storage Facilities – A $3 million new construction of three separate storage buildings totaling 35,450 square feet. This facility will provide security and protection from the weather for large, complex equipment for the Public Works Department.

• Indian Trail Intermediate School – Additions and alterations to existing school to construct approximately 6,000-squarefoot storage addition, improve foyer security, and remodel 16 existing classrooms into science labs.

• Structural Repairs and Modifications to Solid Waste Recycle Building – A $535,000 renovation project to repair and improve the structural integrity of the existing facility. This provided approximately 26,000 square feet of safe, open space for the operation of the City’s recycling program.

• Downtown Breezeway Wall Reconstruction – Demolition and reconstruction of brick veneer wall located downtown in the breezeway pedestrian walkway. This work provides a safe and convenient transition from City parking to Main Street businesses.

• COVID-19 Coronavirus Modifications – Constructed 22 portable barriers placed at the customer service counters of various departments, constructed five portable temperature and

• Public Library – Installed new roof and guttering system.

• South Side Elementary School – Construction of four new second-story classrooms (approximately 6,700 square feet), improve foyer security, and add an ADA playground component with an estimated budget of $1.7 million.

• Lake Ridge Elementary School – Construction of eight new classrooms (approximately 14,500 square feet), extensive site work, foyer security, an ADA playground component with an estimated budget of $4.7 million.

• Woodland Elementary School – Construction of eight new classrooms (13,272 square feet), complete replacement of HVAC system, foyer security, and ADA playground component with an estimated budget of $6 million.

PARKS AND RECREATION Significant accomplishments during Fiscal Year 2020 include the opening of the Langston Centre and the construction of the Practice Facility at the Pine Oaks Golf Course.

In November 2019, the City celebrated the grand opening of the Langston Centre, which was the culmination of a multi-year $2.3 million renovation of Langston High School, which served as the City’s African-American public high school from 1893 until 1965 when Johnson City Schools were completely integrated.

In addition to providing event space, the two-story nearly 13,000-square-foot facility also offers a wide variety of programming that promotes multicultural awareness and workforce development through arts, education and leadership activities. Langston Education and Arts Development Inc. (LEAD), an organization founded by alumni of Langston High School to preserve the integrity, legacy and historical value of the property, works closely with City staff to guide programming options and bring in special events.

The new Pine Oaks Practice Facility provides more than 4 acres of space for area golfers looking to practice their driving, putting, chipping and pitching. The 250-yard-long by 70-yard-wide driving range and short game area, is the culmination of efforts that began with the closure of Buffalo Valley Golf Course in 2017 when City officials and staff agreed to divert funding to needed improvements at Pine Oaks.

While open to individuals of all skill levels, the practice facility is also a valuable instructional resource that is used by youthoriented programs like First Tee and the junior golf program offered by the City.

Pine Oaks Golf Course has been able to remain open and fully operational during the COVID-19 pandemic. Staff report seeing an uptick in new patrons who are either trying the game for the first time or joining friends and family more often for the activity.

Unfortunately, the pandemic did cause the majority of the other programs and facilities within the Parks and Recreation Department were closed for half of Fiscal Year 2020. Some facilities and programs opened on reduced levels, however; due to increasing cases, a large number of them were closed a second time.

Traditionally the Parks and Recreation Department has 150 temporary staff on the payroll. At the onset of the pandemic, the department reduced temporary staff from 38 to 18 and did not hire for seasonal positions. Two-thirds of the full-time/part-time staff were reassigned to new areas of responsibility with an emphasis on making facility and park improvements that normally may not have occurred due to regular programming. These improvements include the interior and exterior painting of outdoor restrooms, concession areas and maintenance facilities. As a result of their efforts, the aesthetics at every park has improved, producing numerous compliments from employees, community members and park patrons.

Additionally, some staff members were assigned to other areas of the organization, including seven to serve as the custodial staff at City Hall and Juvenile Court, two conducting ADA assessments with Facilities Management, two working with Pine Oaks Golf Course, and one assisting with code enforcement in Development Services.

Other work completed in FY 2020 includes the construction of an outdoor learning pavilion at the Ocala Road entrance of Jacob’s Nature Park at Sinking Creek. The pavilion includes a roof that is covered with vegetation called a living roof.

This project was made possible through grants and private donations.

Several projects at Winged Deer Park were completed as well.

An informational kiosk that will display information pertaining to the bike trails and the disc golf course was constructed and installed. Staff also installed a concrete pad at the bike trailhead at Winged Deer Park, which will house a bike station made possible by a private donation. While the lake level was down, staff pressure-washed the entire boardwalk at the Winged Deer Park lakefront, replaced approximately 1,500 feet of the original top railing, replaced damaged deck boards, applied a coat of stain, and added new lighting.

The Parks and Recreation Department replaced 10 directional signs at Buffalo Mountain Park and added 20 new signs.

The sodding of soccer field four at Civitan Park was completed. Staff spread 12,000 pounds of seed, 40 acres of fertilizer and applied over 200 tons of top-dressing between September and October as part of the department’s ongoing commitment to improving playing fields.

Progress continues on the Carver Splash Pad, which is expected to open in spring 2021. This project includes a more efficient recirculating system that will save operational costs.

BY THE NUMBERS:

Golf • Rounds Played • Volunteer Hours Seniors • Participation • Active Members • Volunteer Hours

Recreation • MPCC Program Participants • Fall Soccer Participants • Youth Basketball Participants • Fall Adult Softball • Athletic Volunteer Hours

Concerts (6 Concerts Each) • Lakeside Concert Attendance • MPCC Concert Attendance Employees • Total Full-time • Total Part-time • Total Temporary

23,598 3,600 81,258 4,403 10,881 98,232 1,128 698 36 Teams 2,628 913 1,056 70 30 38

PUBLIC WORKS The Department of Public Works provides a variety of services intended to maintain the health, safety, and welfare of the community, as well as enhance quality of life. It consists of five major divisions: Engineering, Solid Waste, Stormwater, Streets, and Traffic.

When coronavirus hit Johnson City in February of 2020, personnel in the Public Works Department never slowed down in providing services to our citizens. Some shift from project emphasis to maintenance occurred, but the department was able to make numerous improvements and enhancements to City facilities, streets, built environment, and public spaces.

Transportation

Facilities

• Lark Street Extension – West Market Street to State of Franklin Road • Lark Street – Indian Ridge Road to State of Franklin Road • Baxter Avenue Bridge Replacement • I-26/Boones Creek Road Interchange (Construction in progress)

• Public Works Storage Facility ($3 million investment) • Freedom Hall Tennis Court Memorial • Jacob’s Park Pavilion

Downtown • Sesquicentennial History Circle and Playground • Founders Park Bridge • Reconstruction of Cherry Street from South Roan Street to Spring Street, including pavers • Langston School parking lot and exterior upgrades

Infrastructure • 12 house demolitions • Drainage upgrade on South Roan Street • East Unaka Avenue/North Roan Street intersection upgrade • 5 neighborhood comprehensive maintenance upgrades (sidewalks and curbing) • Substantial flood remediation efforts

TRANSIT Johnson City Transit provides safe, efficient, affordable, and accessible public transportation services to residents of the Johnson City area, thereby enhancing the livability of the community. JCT operates 13 fixed routes, provides curb-to-curb service for mobility-impaired individuals with its Paratransit program, and provides workrelated transportation services to lowincome and/or disabled individuals as part of its Job Access program. Total ridership on the 39 mass transit revenue vehicles in Fiscal Year 2020 was 610,576 with 483,577 service miles. In addition, JCT provides student transportation for school-age children. Total ridership on the 58 school buses in Fiscal Year 2020 was 925,251 with 524,739 service miles.

When Johnson City School made the decision to transition to remote learning as a result of the COVID-19 pandemic it became apparent that many school children would be going without lunch as a result. Johnson City Schools reached out to the Transit Department and together they developed a plan to provide school lunches to students.

Bus drivers picked up the prepared meals from Johnson City Schools and delivered meals to students each day of remote learning. During Fiscal Year 2020 bus drivers delivered 55,555 meals to students.

FREEDOM HALL Freedom Hall Civic Center is a multi-purpose arena that opened in 1974 and has entertained millions of visitors with concerts, circuses, sporting events, conventions, ice shows, bull riding, rodeos, horse shows and other events. During Fiscal Year 2020, the City welcomed over 91,000 visitors to events at Freedom Hall, hosting 11 ticketed performances and five non-ticketed programs.

Highlights include East Tennessee State University (ETSU) Student Government Association’s fall concert featuring comedian Gabriel Iglesias, the Jericho Shrine Temple sponsored Carden Circus International, 94.9FM’s Acoustic Christmas featuring Charlie Puth, Challenge of the Super Bulls, and The Harlem Globetrotters.

Freedom Hall is the home of the ETSU Men’s Basketball team, the 2019-2020 Southern Conference Champions. ETSU Men’s Basketball games had over 52,000 fans in attendance. ETSU hosted the Maui Mainland Classic Basketball Tournament in November 2019. They also held an exhibition game, six non-conference games and nine Southern Conference games.

Due to the COVID-19 pandemic, many organizers had to cancel or postpone their events. This resulted in a decrease of approximately of 45,000 in attendance.

JUVENILE COURT On March 13, 2020, the Chief Justice of the Tennessee Supreme Court declared a state of emergency for the Judicial Branch of Tennessee government, including the Juvenile Court of Johnson City. Inperson hearings were immediately suspended except for very limited exceptions such as emergency child custody proceedings and juvenile detention hearings. The action from the Tennessee Supreme Court required the implementation of new procedures at the Juvenile Court so that it could remain open and continue providing services to children, their families, and the community during the pandemic.

Juvenile Court, working with the IT Department, acquired the technology to conduct audio-visual hearings in March and used audio-visual hearings exclusively for non-emergency hearings between until June. Everyone, whether they are physically present in the courtroom or not, is able to see and hear everyone else who is participating in the hearing. For individuals without computer access, the multi-line conference phone in the courtroom allows them to participate in the hearing as well.

The clerical staff and probation officers who serve as intake officers for members of the community were able to provide non-legal assistance in order for community members to access Juvenile Court.

Probation officers met with individuals outside the Juvenile Court building while maintaining safety protocols of masks, gloves, and social distancing. The initial paperwork was completed in the parking lot with the pro se individuals coming into the Juvenile Court only to formally sign their petition in front of the clerical staff. During Fiscal Year 2020, a total of 1,794 petitions and citations were filed, representing 415 by pro se individuals.

Despite not being able to hold face-to-face probation meetings, probation officers monitored and communicated with the youth who were assigned to them through more frequent telephone communication and audio-visual conferences. During FY 2020, probation officers were able to serve 230 youth assigned to them on probation or informal adjustment. They made 54 referrals for additional services for youth including Family Crisis Intervention and Prevention, individual counseling, and alcohol and drug counseling. Of the total youth on probation in FY 20, 123 were able to successfully complete their requirements of probation and were successfully released from probation. Youth who appeared in Juvenile Court documented their completion of 2,052 hours of community service hours with nonprofit organizations, elderly persons, and disabled persons in 2020.

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