The City of Johnson City operates as a home rule municipality and is governed by the City ManagerCommission 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 day-to-day operations of city
government. City commissioners participate in a variety of boards, commissions 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.
Mayor
Todd Fowler
Vice Mayor Aaron T. Murphy
Commissioner Joe Wise
Commissioner Jenny Brock
Commissioner John Hunter
City Manager’s Message to Commission
DATE: May 7, 2024
TO: Mayor and Board of Commissioners
FROM: Cathy D. Ball, City Manager
SUBJECT: Fiscal Year 2025 Budget
Annually, I present and recommend to you the fiscal year budget in accordance with the Johnson City Charter and applicable governing bodies. The FY 2025 budget for the City of Johnson City considers our commitment to community safety, education, core services, and employee recruitment/retention. This budget reflects the voice of our citizenry as well as the commission’s strategic vision while estimating expenditures and revenue.
The City benefited from extraordinary growth in local option sales tax revenue in fiscal years 2021-2023, when year-over-year growth rates were 13.6%, 13.7%, and 7.7%, respectively. This was substantial compared to a 3.2% average growth rate from fiscal years 2015-2020. The boom in sales tax revenue growth appears to have reached its end in FY 2024, for which we anticipate a growth rate of just 3.3%. We expect that this is a return to normalcy and have projected a growth rate of 2.5% for FY 2025. We believe this is a realistic projection that errs on the side of conservatism.
However, despite the lower than anticipated local option sales tax growth, total revenues for the FY 2024 general fund are projected to come in $1.7 million over the budgeted amount of $114.4 million for a total of $116.1 million. The City’s FY 2024 ending fund balance is projected at $59.1 million with around $25 million left as unassigned. This budget further proposes using $4.5 million of this unassigned fund balance to pay for capital projects and equipment that will further enhance the quality of life for our citizens.
For FY 2025, we are budgeting an additional $1.1 million of total general fund revenue growth (projected FY 2024 to budget FY 2025) for a total of $117.2 million.
The $121.8 million general fund expenditures are prioritized based on the following:
Community Safety
This budget includes significant investments in community safety via personnel, technology, and equipment. One of the commission’s long-term commitments is to increase Police department personnel to mirror the average statewide staffing ratio of 2.5 officers per 1,000 residents. Based on our current estimated population of 73,000, the City needs 185 sworn police officers – a goal it is working to achieve by the end of FY 2026. This budget
City Manager’s Message to Commission
dedicates $900,000 to fund the officers added in FY 2024 for a total of 165, as well as an additional $430,000 for hiring ten additional officers throughout FY 2025, which will bring us to 175. This budget further allocates $526,000 for nine police interceptors, $30,000 for an EOD Bomb Suit, $298,000 for training, and $30,000 for two new K-9 officers.
Education
A new Towne Acres Elementary School tops the list of projects for this budget. The design of the new Towne Acres building will continue throughout the year with construction anticipated to begin in late spring or early summer 2025.
Core Services
Residents and service providers depend on safe and accessible infrastructure that is maintained and upgraded on schedule. We recommend $5.5 million for these efforts, which include street resurfacing, street reconstruction and sidewalks.
Another $2.7 million is budgeted for projects including renovations to the Commission Chambers, repairing the auxiliary gym basketball floor at Freedom Hall, a new HVAC system for Carver Recreation Center, replacing the play surface at Rotary Park, replacing the roof at Beeson Hall, and beginning Phase I of construction at Keefauver Farm. This budget proposes drawing down on our large unassigned general fund balance for these projects.
We are committed to providing our employees with the necessary tools and equipment to repair, improve, or construct our City’s existing and future resources. Capital equipment requests total $2.6 million, most of which is for replacing equipment that has reached its lifespan. These funds would come from our large unassigned fund balance. These capital funding requests are needed to support the services and projects that enhance livability for citizens.
Other capital projects that are covered mostly through federal and state funding include downtown crosswalk lighting, the fire training center, and the initial phase of the Gray Station/Bobby Hicks intersection.
Employee Recruitment/Retention
To affirm our commitment to our existing employees, we recommend a 3 percent Cost of Living Adjustment (COLA) as well as a merit increase that will range from 2-3 percent. We estimate these adjustments to cost $2.1 million in the general fund.
This budget also calls for 20 new employees (which includes the ten additional officers mentioned earlier) for a total impact of $1.2 million. We are confident that all new positions will increase our level of service to the community.
City Manager’s Message to Commission
Lastly, the cost of the City’s health insurance plan has risen substantially over the past half decade. This budget calls for an additional $1.8 million in general fund spending for health insurance costs so the City can continue to provide a comprehensive and competitive benefits package to its employees.
I thank you for your dedication to our organization, staff and city as a whole.
With appreciation,
Cathy D. Ball City Manager
ORGANIZATIONAL CHART
Cathy D. Ball City Manager
Randy Trivette Deputy City Manager
Steve Willis Assistant City Manager
Joy Baker Int. Assistant City Manager
LEADERSHIP TEAM
Will
Aaron Ensor Director of Court Services
Brian Ross Facilities Director
Dustin Thompson Director of Budget and Performance Management
Eldonna Janutalo Transit Director
April Norris Director of Parks & Recreation
Keisha Shoun Director of Public Affairs
Stephanie Laos Finance Director
Melanie Rice Director of Human Resources
Mark Stone Civic Center General Manager
Tim Henley Director of Fleet Management
Tom Witherspoon Director of Water & Sewer Services
Righter Director of Planning & Development Services
David Bell Fire Chief
David Eidson Director of Information Technology
Debbie Dillon Director of Purchasing
Alicia Summers Economic Development Director
Jason Miles Director of Public Works
Billy Church Police Chief
Glenn Berry MPO Manager
BOARDS AND COMMITTEES
The City of Johnson City has established a variety of standing and advisory committees and boards intended to provide information, advice, and recommendations for consideration by the Johnson City Board of Commissioners on specific issues of civic concern. These boards and committees are typically made up of citizen representatives, Commission members, other elected officials and City staff. Appointments for the boards and committees take place semi-annually in January and July. Additional information, including agendas, meeting minutes and applications, can be found on the City’s website, www.johnsoncitytn.org/boards_and_committees.
ANIMAL CONTROL BOARD
5 members | 3-year terms | Meetings: 2nd Tuesday at 5:30 p.m. Johnson City/Washington County Animal Shelter, 3411 N. Roan St.
Supervises and governs the policies and activities of the Washington County/Johnson City Animal Control Program and Center, which is responsible for the enforcement of regulations and codes pertaining to animals and prevention of cruelty to animals. City or County residency required.
BOARD OF BUILDING CODES
8 members | 3-year terms | Meetings: As needed on the 1st Tuesday at 4:00 p.m.
Municipal and Safety Building, 601 E. Main St.
Hears and decides appeals to code interpretation made by the Chief Building Official and regulates Johnson City contractor certification. Positions include a professional registered engineer, electrical contractor, plumbing contractor, mechanical/gas contractor, residential building contractor, commercial building contractor, and registered architect. City residency required.
BOARD OF DWELLING STANDARDS AND REVIEW
5 members | 3-year terms | Meetings: 4th Thursday at 6:00 p.m. (except Nov. and Dec.)
Municipal and Safety Building, 601 E. Main St.
Determines action regarding substandard housing and/or commercial structures within the city limits. City residency required.
BOARD OF ZONING APPEALS
5 members | 3-year terms | Meetings: 1st Tuesday at 6:00 p.m. Municipal and Safety Building, 601 E. Main St.
Hears and decides appeals to provisions of the zoning code, considers applications for special exceptions and decides questions of interpretation of the code. City residency required.
BRIGHTRIDGE BOARD OF DIRECTORS
10 members | 4-year terms | Meetings: 4th Tuesday at 4:15 p.m. BrightRidge, 2600 Boones Creek Road
Serves as a liaison between BrightRidge’s customers and management. City residency required in order to apply for one of the five at-large positions representing Johnson City.
Boards and Committees
CIVIL SERVICE COMMISSION
6 members | 2-year terms | Meetings: As needed
Municipal and Safety Building, 601 E. Main St.
Addresses police and fire employees’ civil service matters and certifies entry level and promotional rosters. Consists of six standing positions. City residency required.
CONVENTION AND VISITORS BUREAU BOARD OF DIRECTORS
7 members | 3-year terms | Meetings: 3rd Wednesday at 12:00 p.m.
Visit Johnson City, 302 Buffalo St.
The CVB showcases the uniqueness of and develops increased civic interest in Johnson City as an attraction to tourists, visitors and individuals; to solicit special events to take place in Johnson City; to promote the distinctive resources of Johnson City; and to increase the economic contribution of tourism in order to grow Johnson City and relieve the burdens of government. City residency or employment with City limits required.
EMERGENCY MEDICAL SERVICE BOARD OF DIRECTORS
10 members | 3-year terms | Meetings: 2nd Tuesday at 6:00 p.m. EMS, 296 Wesley St.
Manages Emergency Medical Services. Two members are appointed by the City Commission with one required to be a healthcare professional and the other a city resident.
GOLF ADVISORY BOARD
8 members | 3-year terms | Meetings: As needed
Memorial Park Community Center, 510 Bert St.
Recommends policies, procedures, rules, and regulations in operation of the golf course. City residency required.
HEALTH AND EDUCATIONAL FACILITIES BOARD
7 members | 6-year terms | Meetings: As needed
Municipal and Safety Building, 601 E. Main St.
Aids medical and educational facilities in obtaining tax-free loans as allowed by a combination of Federal and State of Tennessee Statutes. City residency required.
HISTORIC ZONING COMMISSION
7 members | 5-year terms | Meetings: 4th Tuesday at 5:30 p.m. (except Nov. and Dec.)
Municipal and Safety Building, 601 E. Main St.
Considers conservation zoning to ensure preservation of historical structures. City residency required.
Boards and Committees
HOUSING AND COMMUNITY DEVELOPMENT ADVISORY BOARD
12 members | 3-year terms | Meetings: 4th Thursday at 12:00 p.m. (Jan., April, July & Oct.)
Municipal and Safety Building, 601 E. Main St.
Advises and makes recommendations concerning housing, community, and economic development issues. City residency required.
INDUSTRIAL DEVELOPMENT BOARD
10 members | 6-year terms | Meetings: 3rd Wednesday at 10:00 a.m. (Jan., April, July & Oct.)
Municipal and Safety Building, 601 E. Main St.
A means of financing business/industrial facilities that create employment and economic growth. City residency required.
JOHNSON CITY DEVELOPMENT AUTHORITY
11 members | 3-year terms | Meetings: 4th Friday at 8:00 a.m.
Memorial Park Community Center, 510 Bert St.
Promotes and assists with the development and redevelopment of Johnson City, with specific emphasis on the downtown district and support for the local business community. Consists of 11 standing positions. No residency requirement.
JOHNSON CITY HOUSING AUTHORITY
5 members | 5-year terms | Meetings: 4th Wednesday at 12:00 p.m.
Johnson City Housing Authority, 901 Pardee St.
Establishes policy and procedures governing the operation of the housing authority. City residency required.
JOHNSON CITY PUBLIC LIBRARY BOARD
9 members | 3-year terms | Meetings: 3rd Tuesday at 4:30 p.m.
Johnson City Public Library, 100 W. Millard St.
Governing body and controlling fiscal authority for the public library. City residency required.
JOHNSON CITY REGIONAL PLANNING COMMISSION
10 members | 3-year terms | Meetings: 2nd Tuesday of the month at 6:00 p.m.
Municipal and Safety Building, 601 E. Main St.
The Planning Commission reviews all rezoning, annexations, and right-of-way abandonments, makes recommendations for approval or denial to the Board of Commissioners, and makes recommendations on land use policy issues through the subdivision regulations, zoning ordinance, and the comprehensive plan. City residency required for nine positions. The remaining position requires residency inside the Regional Planning Jurisdiction but outside the City Limits of Johnson City.
Boards and Committees
PARKS AND RECREATION ADVISORY BOARD
10 members | 3-year terms | Meetings: 4th Thursday at 4:00 p.m. (except June, July, Aug., Nov. & Dec.)
Parks & Recreation Administrative Office, 4137 Bristol Highway
Makes recommendations regarding recreation services and facilities. City residency required.
PUBLIC ART COMMITTEE
15 members | 3-year terms | Meetings: 2nd Wednesday at 5:00 p.m.
Municipal and Safety Building, 601 E. Main St.
Considers matters concerning public art, monuments, murals, or other creative efforts of individuals or groups. No residency requirement.
SENIOR SERVICES ADVISORY COUNCIL
15 members | 3-year terms | Meetings: 3rd Tuesday at 4:00 p.m. (except July, Aug. & Dec.)
Memorial Park Community Center, 510 Bert St.
Makes recommendations on matters affecting planning, support, and programming for the senior center. City residency required.
SENIOR CENTER FOUNDATION BOARD
18 members | 3-year terms | Meetings: 1st Thursday at 12:00 p.m.
Memorial Park Community Center, 510 Bert St.
Responsible for supporting and participating in special events, and assisting in fundraising efforts to benefit senior center operations, services, and/or capital improvements. Residency in Washington, Sullivan, Unicoi or Carter County required.
TRI-CITIES AIRPORT AUTHORITY BOARD
12 members | 3-year terms | Meetings: 4th Thursday at 10:00 a.m. (Feb., April, June, Aug., Oct. & Dec.)
Tri-Cities Airport, 2525 TN-75, Blountville, TN
Manages and controls the business of the Tri-Cities Regional Airport. Three of the 12 members represent the City of Johnson City. No residency requirement.
WASHINGTON COUNTY BOARD OF EQUALIZATION
6 members | 2-year terms | Meetings: June as needed
Washington County Courthouse, 100 E. Main St., Jonesborough, TN
Reviews the tax assessment rolls, hears complaints and appeals of taxpayers within their jurisdiction. City residency and Washington County residency required.
History CITY OVERVIEW
Johnson City, Tennessee is a small city in the northeastern region of the state, located mostly in Washington County, with parts in Carter and Sullivan counties. The city has a rich history dating back to the late 1700s when it was first settled by European immigrants. Known in those early days at Blue Plum or Johnson’s Depot, the farming community only had a population of around 500 people.
Henry Johnson anticipated the hustle and bustle a new mode of transportation – the railroad – would bring and set up shop directly in its path before a single rail car made its way through the area’s mountains. The town of Johnson City was officially incorporated in 1869 with Henry Johnson elected as its first mayor.
During the early 1900s, Johnson City became a hub for the railroad industry, with several major rail lines passing through the city. Henry Johnson was the first in a line of entrepreneurs who established a variety of businesses and industries that made the railroad central to everyday life in Johnson City.
Johnson City continued to grow and prosper, with the construction of the National Soldiers Home in 1903, a campus for America’s veterans, and the establishment of East Tennessee State Normal School in 1911, the predecessor to East Tennessee State University. Appalachian Hospital also opened during this time. These institutions helped to establish Johnson City as a center for education and healthcare in the region, and the city’s economy continued to thrive. As a
result, the population of Johnson City grew rapidly, reaching over 20,000 by the 1930s.
Throughout the latter half of the 20th century, Johnson City underwent significant changes, with the growth of the retail industry, the expansion of the healthcare sector, and the establishment of several new industries. Today, Johnson City is home to a diverse array of businesses, including manufacturing, healthcare, education, and technology companies.
One of Tennessee’s fastest-growing cities, the City of Johnson City has evolved into a vibrant regional center that strives to honor the physical and cultural characteristics that provide much of its small-town charm and character. The city is home to several historic landmarks and attractions, including the Tipton-Haynes State Historic Site, which was once the home of early settler John Tipton, and the Tweetsie Trail, a popular hiking and biking trail that follows the path of an old railroad.
Johnson City has a rich and diverse history that has helped to shape its identity as a vibrant and thriving community. As the city continues to grow and evolve, local leaders and policymakers are committed to continuing their investment in the city’s infrastructure and resources, ensuring that Johnson City remains a great place to live, work, and visit for years to come.
73,337 POPULATION
3.2% growth since April 1, 2020
ETHNIC MAKEUP
MEDIAN AGE
34.9
*U.S. Census Bureau, ACS 5-Year Estimate *U.S. Census Bureau, Quickfacts
HOUSEHOLD INCOME
Under $25,000: 27%
$25,000 - $49,999: 21%
$50,000 - $74,999: 17%
$75,000 - $99,999: 10%
$100,000 - $149,999: 12%
$150,000 and above: 13%
$53,173 Median
Black or African American
Hispanic or Latino (any race)
Asian Some Other Race
Two or More Races
HOUSING UNITS
32,811
Owner-Occupied: 49.7% Renter-Occupied: 50.3%
Spring of 2024 ended Johnson City’s streak of appearances on the The Wall Street Journal/Realtor.com’s Emerging Housing Markets Index. In the fall of 2023, Johnson City ranked 10th on the emerging market index with a median home listing price of $425,000. The City has attracted families across the country with its affordable quality housing.
RENT PRICE BY %
$215,500
MEDIAN RENT $893 MEDIAN PROPERTY VALUE
32,218
City Overview
Largest Property Tax Payers Taxable
Glimcher Mall Johnson City, LLC
Walmart/Sam’s Real Estate
American Water Heater Co.
Atmos Energy Corporation
Mountain States Properties
Knob Creek Apts., LLC
Reserve Johnson City The Villas at Mockingbird Lane
$18,245,807
$14,954,180
$12,716,175
$11,740,883
$11,301,440
$10,334,920
$10,212,400 $9,811,320 $8,732,880
City Overview
Ballad Health Corporation
Veterans Health Administration
Advanced Call Center Technologies, LLC
CITI Commerce Solutions
Washington County Schools
Johnson City Schools
American Water Heater Co.
City of Johnson City Frontier Health
Sources: First Tennessee Development District, Business Journal, Tennessee Department of Labor & Workforce Development
STRATEGIC PLANNING
The City of Johnson City’s 2020-2025 Strategic Plan is goal-oriented and includes the City’s vision, mission, values, strategic goals and directions, as well as anticipated outcomes and results. This plan forms the foundation for all other long-range planning for the City, including the Budget and Capital Investment Plan other targeted plans for more specific goals. The Strategic Plan includes the following components:
Vision
Johnson City is a highly desirable community where people and businesses thrive.
Mission
We Go. All. Out. to enrich the quality of life in Johnson City.
Organizational Values
Organizational values form the foundation for the City’s decision-making framework and relationships with our stakeholders – employees, residents, and clients. The City of Johnson City strives to be an organization recognized for its excellence in city governance and employee, resident, and client relations.
We GET EXCITED to serve Johnson City through these values:
EXcellence
Customer Service
Integrity
Teamwork
Engagement
Dedication
Strategic Planning
Strategic Goals
The City of Johnson City has identified four strategic goals to support its vision:
ECONOMIC VITALITY QUALITY OF PLACE
FUTURE READY INFRASTRUCTURE
EXCELLENCE IN CITY GOVERNANCE
Strategic Planning Review Process
The Johnson City Board of Commissioners embarked on its strategic planning process in 2020. Commissioners along with city staff consulted numerous surveys, plans and other reports in addition to drawing on input from citizens, businesses and community partners to formulate the initial plan. In 2023, with new city management in place, the Board participated in a professionally led planning retreat that resulted in updated priorities to better reflect the current status of our community. The resulting plan is a combination of the initial research and existing issues facing Johnson City.
Monitoring Success and Performance
A strong governance model that is based on the principles of openness, fairness and accountability and that ensures informed decision-making throughout the organization and draws on the energies of citizen participation.
Strategic Planning
ECONOMIC VITALITY
• Create an environment that empowers businesses and individuals to pursue their fullest potential
• Recruit and retain businesses and workforce talent
• Cultivate a local entrepreneurial ecosystem and prepare a workforce for 21st Century jobs
• Encourage economic development, with an emphasis on underserved areas
• Ensure a resilient economy
• Continue intentional and strategic planning of West Walnut Corridor redevelopment
• Strengthen focus on revitalizing and invigorating South Roan Street in Johnson City
• Secure highest and best use of Ashe Street Courthouse
• Identify developer for reuse of John Sevier hotel
• Identify opportunities where city government can improve support for local business and investment by reviewing local policies, procedures and ordinances
• Strategically promote the benefits of the region and business environment by working with regional partners including the Convention and Visitors Bureau, Chamber of Commerce, etc.
• Pursue all funding and investment resources made available by government and the private sector (opportunity zones, outside investment, etc.)
QUALITY OF PLACE
• Continue to support and grow “best in class” education systems for k-12, vocational, and higher education
• Protect our natural resources and enhancing outdoor amenities
• Prioritize a safe, vibrant, and family-friendly city;
• Advance a diverse mix of housing
• Make Johnson City the best place to live, work, and play
• Develop citywide strategy to reduce drugs and crime
• In conjunction with public and private partners, develop collaborative strategy to address homelessness
• Create an affordable housing strategic plan to include financing options
• Increase downtown footprint and vibrancy, promoting the district as a destination
• Encourage mixed use development along with housing and retail options in traditionally underserved areas
• Engage citizens as we continue making our community safe for all
Strategic Planning
FUTURE READY INFRASTRUCTURE
What we hope to achieve:
• Provide safe, secure, sustainable, and technologically advanced water, sewer, waste disposal, and broadband systems
• Proactively complete transportation improvements in anticipation of continued growth
• Position the community to withstand natural disasters
• Maintain and update all City and school facilities and amenities
• Work with partners to ensure critical emergency services are provided to our community
EXCELLENCE IN CITY GOVERNANCE
What we hope to achieve:
• Create an environment that empowers employees to provide excellent and accessible services
• Recruit and develop well-qualified employees
• Stay at the forefront of innovative technology
• Balancing the provision of existing services and infrastructure with planning for future needs to maintain the City’s strong financial position
• Making informed decisions
How we plan to achieve it:
• Complete growth management plan
• Complete parking study
• Continue investment in the maintenance and upgrade of essential infrastructure including water, sewer, stormwater, sidewalks, streets, etc.
• Continue partnership with BrightRidge and other partners to invest in forward-thinking infrastructure
• Explore state and federal funding sources to help offset costs to local taxpayers
• Create citywide sustainability plan
How we plan to achieve it:
• Renovate Commission Chambers at Municipal and Safety Building
• Complete rebuild of senior leadership team
• Establish welcoming and well qualified city staff that resembles the demographic makeup of our community
• Maintain city’s strong financial position
• Encourage “out of the box” thinking and invest in employee training and education
Performance Management Report Strategic Planning
For the first time, this year’s budget includes a performance management report. This report provides a quantitative analysis of the city’s performance and adherence over time to the Board of Commissioner’s Strategic Goals. It aims to provide transparency regarding areas where the city either meets or fails to achieve these goals. The benchmarks for each metric are set by federal or state guidelines, third-party industry standards, relevant comparisons to other municipalities, or internal policies. By measuring the city’s performance against these benchmarks, we can better assess the city’s past performance, current state, and future trajectory.
The Board of Commissioners has four Strategic Goals:
1) Economic Vitality
2) Quality of Place
3) Future Ready Infrastructure
4) Excellence in City Governance
Visual representations and explanations of each Strategic Goal
ECONOMIC VITALITY
Nothing captures the sense of the flourishing economic vitality of the region like the growth we have seen since the COVID-19 Pandemic in population growth, per capita income, sales tax, and unemployment.
Population Growth
The first measure of the economic vitality of the region is the population growth over the past few years.
Johnson City Population
Strategic Planning
From 2019-2023, the population of Johnson City grew by 6,253 people. To get a sense of how drastic this change is, the last period of time when the population grew by 6,200 people was from 2007-2019. The City has essentially condensed twelve years of population growth into four years.
Per Capita Income Growth
Per Capita Income
$37,000
$36,000
$35,000
$34,000
$33,000
$32,000
$31,000
$30,000
$29,000
$28,000
$27,000
Like the population, the per capita income dramatically increased between 2019 and 2022. While per capita income fell during the pandemic, overall there has been a positive relationship between the population and per capita income from the year 2017-2022, as the next chart shows:
Population vs Per Capita Income
Strategic Planning
However, while this growth in per capita income is encouraging, it’s important to note that the rate of per capita income in Johnson City has only kept pace with inflation as the chart below demonstrates:
Per Capital Income vs Inflation
Sources: : US Census Population Estimate, US Census ACS 5 Year, and Federal Reserve Economic Data (FRED). Data not available for 2023-2024.
Moreover, despite the strong gains in per capita income since 2019, as of 2022, Johnson City still lags behind both the Tennessee and the US in per capita income growth over the prior five-and ten-year periods:
Sources: US Census Population Estimate, US Census ACS 5 Year, and Federal Reserve Economic Data (FRED). Data not available for 2023-2024.
Strategic Planning
Sales Tax Revenue by Fiscal Year
Sources: : ACFR 2023, Budget FY 2025
From fiscal years 2020 to 2023, the sales tax revenue for the City increased by 39.2% from $22,497,316 in FY 2020 to $31,315,513 in FY 2023. These are record breaking levels of sales tax growth; the three-year period from fiscal years 2020-2023 is the highest three-year period of growth out of any other three-year periods since 2000. To underscore how drastic this period of growth has been, if you exclude three-year periods that include data from fiscal years 2020-2023, the next highest three-year period of growth was 17.6% from 2003-2006. That’s less than half of the growth from 2020-2023.
However, as the graph indicates, this period of rapid growth is anticipated to come to an end. While the average growth between FY 2020-2023 was 11.7%, the annual growth rates are projected at 3.8% for FY 2024 and budgeted at 2.5% for FY 2025.
Strategic Planning
Unemployment Rate
Source: Tennessee Department of Labor & Workforce Development Monthly Reports Jan 2018-May 2024.
Another strong indicator for our local economy is our low long-term unemployment rate. The City has recovered strongly from the COVID-19 pandemic. The average unemployment rate for 2024 is at a sevenyear low of 2.9%.
Strategic Planning
A potential area for concern for the City is that while the population has grown substantially, the average number of total employed persons has remained relatively the same:
Johnson City Average Labor Force vs Population Growth
Sources: Tennessee Department of Labor & US Census Population Estimate. Data not available for 2024.
In the above chart, the employment total is recorded in blue and plotted on the left-hand side while the population is marked in orange and plotted on the right-hand side. This rapid expansion of population with no meaningful change in employed persons could put additional stress on the availability of services for the population.
Strategic Planning
EXCELLENCE IN CITY GOVERNANCE
Maintenance of Fund Balance Requirement
Per policy established by the Board of Commissioners and GFOA recommendation, at the end of each fiscal year, 20% of the General Fund’s operating expenses are required to be held in the General Fund Balance. The following chart graphs 20% of the operating expenses in blue and the Restricted and Unassigned Fund Balances in orange. The projected and budgeted amounts for FY 2024 and FY 2025, respectively, are shown in a lighter shade of blue and orange to distinguish them from actual results:
General Fund Balance
Minimum Requirement vs Actual
$5M
$0M
*Prior to FY 21, only 16% of operating expenses were required to be kept in Fund Balance **FY 24 balances are based on Projections and FY 25 amounts are the FY 25 Budget amounts
As the chart demonstrates, the City regularly exceeds its required fund balance by a wide margin. It is worth noting that this chart only includes the Restricted and Unassigned Fund balances and not the entire General Fund balance. For FY 2023, the total of the ending General Fund balance was over $57 million, of which $24.5 million is unassigned.
This graph also exhibits the City’s strong overall financial position. In fact, the City has had the required 20% of the Budgeted total operating expenses for FY 2025 in its fund balance since FY 2019. This chart also demonstrates the appropriateness of drawing down on the Unassigned Fund balance this year for one time capital purchases as this year’s budget calls for.
Strategic Planning
City Governance Poll Results
Another important method for tracking excellence in city government is the National Community Survey. The National Community Survey is now conducted every three years. It polls residents on a wide range of topics concerning the City and its governance. While there are many results that speak to the quality of the city’s governance, there are four specific poll results worth highlighting and those are: 1) overall quality of the services Johnson City provides, 2) overall customer service by Johnson City employees, 3) value of the services for taxes paid to Johnson City, and 4) overall direction Johnson City is taking:
In every survey since 2012, Johnson City either ranked higher or similar to the national average in all four categories. These strong results concerning the overall quality, overall customer service, value of services for taxes paid, and overall direction Johnson City is headed are indicative of Johnson City achieving excellence in city governance.
QUALITY OF PLACE
Public Safety:
Public safety and crime are often the first things people think of when they consider the overall quality of place. TBI collects crime data for every municipality in the state. Of particular interest are the Group A crimes, which constitute the crimes against persons, crimes against property, and crimes against society. The following chart displays the Group A offenses per 1,000 residents in Johnson City from 2017-2023:
Sources: National Community Survey – Johnson City, TN for 2018 & National Community Survey – Johnson City, TN for 2021.
Strategic Planning
Group A Offenses Per 1,000 Population
Sources: Tennessee Bureau of Investigation Annual Crime Reports. Data not available for 2024.
As the chart shows, Johnson City has seen a substantial drop in the crime rate since 2017, with the sharpest improvements occurring during the years 2022 and 2023. During these years, Johnson City has placed an increased emphasis on public safety and the fruits of those efforts appear to be coming to harvest.
One interesting thing is to note is the relationship between the population change and crime rate change by year from 2017 to 2023:
Strategic Planning
Relationship Between Population & Crime with Trendline
Population
Tennessee Bureau of Investigation Annual Crime Reports & US Census Population Estimate. Data not available for 2024.
As the chart demonstrates, despite the City’s increases in population, the crime rate actually decreased over the same period of time. This is unusual because the crime rate typically increases when the population increases. With respect to the available data, it appears the City’s focus on public safety has resulted in an inverse as opposed to direct relationship between population growth and the crime rate.
Strategic Planning
Additionally, despite the influx of new drivers, the percentage of car accidents that result in an injury has remained relatively constant from 2018-2023, with a small spike occurring in 2021:
Injury-to-Crash Ratio
Sources: : Johnson City Police Department. Data not available for 2024.
The City has also had success addressing homelessness in FY 2024. Beginning in FY 2024, the City hired a full time Homeless Outreach Coordinator to assist unhoused persons by connecting them with available resources and housing opportunities. As a result, 47 persons were housed during FY 2024. The City has approved funding for a second Homeless Outreach Coordinator in FY 2025 and will continue to track this program in the future.
Schools:
The Johnson City School system aims to provide world-class public education to the community. Below are some charts related to how Johnson City Schools perform relative to the state averages:
Average TCAP Score Comparison
Strategic Planning
As the above charts demonstrate, Johnson City Schools consistently outperform the state averages on standardized testing. Johnson City Schools was also named one of twelve Exemplary School Districts in the state of Tennessee for the 2022-2023 school year, the highest level of recognition the Tennessee Department of Education offers for overall performance.
Quality of Place Survey Results
The National Community Survey is a nationwide benchmarking survey that polls citizens on a wide range of topics related to their local government. Below are selected results from the last five surveys conducted that speak directly to Johnson City’s quality of place. The percentages shown are the percent of positive responses (excellent or good) when Johnson City residents were questioned about the following:
Johnson City scores similarly to the national benchmarks on all categories, even outperforming the benchmark as a place to retire. Notably, the percentage of positive responses rose slightly between 2012 and 2021. In the most recent survey, 90% of respondents said Johnson City was a good or excellent place to live, 85% said the quality of life was good or excellent, and 83% said it was a good or excellent place to retire. These results indicate that Johnson City is performing strongly among its residents in respect to its overall quality of place.
Sources: National Community Survey of Johnson City 2018 & 2021
Strategic Planning
Parks and Recreation
Johnson City also offers a plethora of parks and recreation opportunities. Based on data from the National Recreation and Parks Association (NRPA), Johnson City averages far more acres of parkland per 1,000 residents than the typical jurisdiction:
While the rapid population growth during the years 2020-2023 has brought the City’s average down, Johnson City still offers over three more acres of parkland than the typical jurisdiction of 50,000-99,999 residents nationwide.
Additionally, while maintaining more acres of parkland than the typical jurisdiction our size, since 2020, our Parks and Recreation department has done so at a lower cost per capita than the typical jurisdiction our size:
Johnson
Sources: Johnson City Parks and Recreation and NRPA Agency Performance Review 2020-2023
Strategic Planning
The following charts depict the rounds of golf played at Pine Oaks Golf Course, senior citizen programming participants, the total parks and recreation participants, and results from the National Community Survey about the quality of the service from Johnson City Parks and Recreation:
Rounds of Golf
Senior Program Participants
Sources: : Johnson City Parks and Recreation
Participants
Total Parks and Recreation Program Participants
Sources: Johnson City Parks and Recreation
Sources: Johnson City Parks and Recreation
As the charts demonstrate, the COVID-19 pandemic had a serious detrimental impact on parks and recreation program participation. However, while senior programming is still trying to reach pre-pandemic levels, the total programming participation has rebounded from the massive drop off to its highest levels on record. Moreover, Johnson City residents’ rankings of the parks and recreation services are strong, with more than eight out of ten residents saying the quality of the service provided by Johnson City parks and recreation are good or excellent, a similar rate to the national benchmark.
Strategic Planning
FUTURE READY INFRASTRUCTURE
Transportation:
At the core of a future ready infrastructure is a strong transportation system. Below is a chart of the survey results from the National Community Survey about ease of travel in Johnson City. The National Community Survey changed the wording of the question between 2018 and 2021, going from asking about overall ease of travel (top row) to asking about the overall quality of the transportation system (bottom row):
Sources: Johnson National Community Survey 2018 & 21 - Johnson City, TN
While the numerical difference between the two questions responses is large, all of the responses were similar to the national benchmarks:
Keeping the similarity of Johnson City’s responses to the national benchmark, it’s safe to conclude that the transportation system is meeting the expectations.
Strategic Planning
The following survey shows the percent of positive responses when asking about the ease of travel by car and how that compared to the national benchmark:
These are strong results and they show a positive trend. In 2012, only seven out of ten residents answered positively when asked about the ease of travel by car, while in 2021 eight out of ten residents answered positively.
The following charts lists some of total major road repairs and maintenance required each year to achieve positive ease of travel survey results:
Additionally, the city resurfaced 37.86 lane miles in FY 2024 at a cost of $132,065 per lane mile.
Emergency Services:
Perhaps the most important metric for emergency services is the typical response time to an incident. The Johnson City Fire Department measures response time by the 90th percentile. Because an average masks both good and poor performance, all response times are recorded and the time on the 90th percentile is treated as the typical response time. This way of measuring response times is also a requirement for certification with the Center for Public Safety Excellence (CPSE). The CPSE also sets benchmark response times for both fire and EMS. The following charts shows how the Johnson City Fire Department and Johnson City/Washington County EMS (both shown in blue) compare against the CPSE benchmarks (shown in orange).
Sources: JACFR 2023 & Johnson City Public Works Department
Sources: National Community Survey 2021 - Johnson City, TN
Strategic Planning
Fire Total Response Time (90th%) vs
EMS Total Response Time (90th%) vs
Sources:
Strategic Planning
As the charts demonstrate, the Johnson City Fire Department is well below the response time benchmark, while Johnson City/Washington County EMS is 17 seconds over the benchmark.
In addition to response times, Fire Departments are also measured by the Insurance Service Office (ISO) Public Protection Classification (PPC) ratings. It measures the capacity of a local fire department to respond and fight structural fires. Since 2016, the Johnson City Fire Department has held the highest possible rating of 1, as the below chart shows:
Sources: JACFR 2023 & Johnson City Public Works Department
This is an incredible achievement. Within Tennessee, there are 838 ISO-classified communities, but only eight achieved a perfect rating of one.
Out of the 105.5 possible points of an ISO score, 40 of them are awarded based on the city’s water supply. The Johnson City Water and Sewer Services Department are therefore a crucial component of both the city’s utility infrastructure and emergency services.
Water & Sewer Services
Johnson City Water and Sewer Services also provides safe, high-quality drinking water across its system. Below are the results from the four previous Tennessee Department of Environment and Conservation (TDEC) Water System Sanitary Surveys as well as the most recent Water Quality Report:
Sources: Johnson City Water & Sewer Services Department
As the above charts demonstrate, the Johnson City Water Sewer Services performs well above the minimum approval score set by TDEC and provides safe drinking water to its customers.
Strategic Planning
In addition to providing high-quality drinking water, since 2017 the Johnson City Water & Sewer Services Department also kept Non-Revenue Water (NRW), water loss due to infrastructure issues, in compliance with state guidelines:
Johnson City Water Loss
Sources: Johnson City Water & Sewer Services Department
BUDGET OVERVIEW
Budget Message
The budget for FY 2025 has been developed with the City’s Strategic Plan and Commission’s Strategic Goals in mind. It is in accordance with City Ordinances, State and Federal laws, and the policies and procedures of the City. It has been prepared with the goal of maintaining a high level of service to our community, with as realistic as possible budget requests for expenditures, and with a reasonable level of conservative estimates on revenue.
The FY 2025 budget is a balanced budget. Total expenditures for all funds are $322,727,838 which includes the City Schools budgets.
General Fund
Total General Fund revenue is budgeted at $117,236,631, an increase of 2.4%, $2,785,238, on a budget-tobudget basis. When measured against projected revenues for the prior year, FY 2025 revenues are projected to increase by $1,051,392 or 0.9%.
For FY 2025, real and personal property taxes are budgeted to increase by 1.9% or $812,530 on a budget-to-budget basis. Overall, property tax collections account for approximately 37% of General Fund revenue.
Local option sales tax, the second largest General Fund revenue source at 28.4%, is budgeted for the same amount as the FY 2024 budget. This is due to lower than anticipated sales tax revenue in the FY 2024. From fiscal years 2021-2023, sales tax revenue benefited greatly from unexpectedly strong economic conditions post-pandemic, growing annually at 13.6%, 13.7%, and 7.7%, respectively. This was
substantial compared to a 3.2% average growth rate from fiscal years 2015-2020. This boom in sales tax revenue growth appears to have reached its end in FY 2024, for which we project a growth rate of just 3.3%, less than the budgeted 4.9%. We anticipate this return to normalcy to continue and have budgeted a growth rate 2.5% based on the projected results from FY 2024.
Hotel/motel tax collections are budgeted at $3,400,000, an increase of $300,000 (9.7%) budget to budget. Similarly, Franchise Tax collections are budgeted at $800,000, an increase of $200,000 (33.3%) budget to budget.
Budget Overview
Cable TV Franchise Fee is budgeted to decrease slightly to $725,000 (-3.3%).
Licenses and permits, which reflect building activity, are budgeted at $1,312,000, an increase of 6.0% or $74,000. This mirrors the steady growth the City has been experiencing.
Intergovernmental revenues, which account for approximately 12.5% of General Fund revenue, are
budgeted at $14,681,680, an increase of 8.3%, or $1,126,000, budget to budget. While this increase appears substantial, the majority of it comes from reassigning $825,000 of revenue from the State School Resource Officer (SRO) Grant from the Police Grant Fund to the General Fund to better align this grant with how the funds are spent. Not accounting for the reassignment of this SRO Grant, the budgeted increase of the remaining intergovernmental revenues is only $301,000 or 2.2%.
FY 2025
General Fund Revenue
Property Tax
Local Option Sales Tax
Other Local Taxes Intergovernmental
Charges for Service are budgeted at $4,881,401, an increase of $378,478 or 8.4%. This is mostly due to an increase in administrative fees and computer services to the Enterprise Funds and projected increases in Pine Oaks Golf Course revenue.
There is a $4,589,739 budgeted fund balance drawdown on fund balance in FY 2025. This drawdown is being used to cover a large portion of the combined $5,401,455 cost of capital equipment purchases and capital projects in FY 2025. The remaining $811,716 is paid for with excess revenue over operating expenditures.
Budget Overview
The General Fund budget totals $121,826,370, an increase of $7,288,548 (6.4%) over the FY 2024 budget. The General Fund budget includes $92,478,731 for personnel and operating expenditures, and $29,347,639 for operating transfers to support other funds. Expenditures & Transfers
Total operating expenditures increased by 9.3% or $7,850,513. Personnel, which accounts for 62% of operating costs, is budgeted at $58,694,819, an increase of $6,044,141 or 11.5%. The FY 2025 budget includes a 3% pay plan adjustment, and a 2%
merit adjustment. It also includes several new and upgraded positions.
FY 2025 General Fund Expenditures by
Category
Departmental and other operating expenditures (excluding personnel costs) total $33,783,912, which is an increase of $1,806,372 or 5.6%.
Major transfers from the General Fund include $5,401,455 for capital equipment, facilities, and infrastructure; $10,885,968 for debt service; and $11,626,736 for Johnson City Schools. The City transfer to assist with funding for the operation of the Johnson City Schools remained the same from FY 2024. In the past ten years the City’s appropriation
to the Schools has increased four times: FY 2015 by $500,000, FY 2016 by $963,061, FY 2019 by $500,000, and FY 2022 by $750,000.
Other Transfers amount to $1,433,480 or 5.0% of total transfers.
Budget Overview
Funding for the Johnson City Public Library is budgeted at $2,330,251 in total, which is an increase of $89,276 or 4.0%. This covers increases in operating costs and revenue reductions. Total funding for the Imagination Library is $39,700. The Imagination Library also receives funding from Washington County.
Staffing / Salaries and Benefits
Quasi-Governmental funding is budgeted at $5,276,139, an increase of $80,361 or 1.5%. A detailed breakdown of quasi-governmental funding can be found in section D of this document.
A total of 1,029.9 full-time and part-time (FTE) positions are budgeted. The staffing changes for FY 2025 are as follows:
GENERAL FUND
• Administrative – Assistant City Manager
• Administrative – Organizational Development Manager
• Facilities – Crew Supervisor
• Facilities – Facilities Technician
• Facilities – Lead Custodian
• Fire – Equipment Technician
• Legal – Administrative Specialist
• Parks and Recreation/Golf – Public Service Worker
• Police – Ten Sworn Officers
• Police – Homeless Outreach Coordinator
• Public Works – Traffic Signs and Markings Technician
• Purchasing – Admin Specialist
OTHER FUNDS
• Water/Sewer: W/WW Superintendent
• Water/Sewer: Digital Communications Specialist
• Water/Sewer: Engineering Technician II
• Water/Sewer: Civil Engineer II
Enterprise Funds Budget Overview
WATER / SEWER FUND
Total revenues are budgeted at $43,118,795, an increase of $1,214,495 or 2.9% from the prior fiscal year budget.
The Water and Sewer Fund expenses total $41,826,795, an increase of $2,239,949 or 5.7% compared to FY 2024 budget. Total staffing increased by five positions over the prior fiscal year, bringing the total to 188.9 full-time equivalent.
Expenses for capital equipment replacement total $1,168,000, an increase of $101,000 from the FY 2024 budget.
Budgeted water capital projects total $1,070,000. These projects are funded entirely with rate funded (cash) improvements. Major projects include small diameter line replacement ($570,000) and water tank rehabilitation ($500,000).
Budgeted sewer capital projects total $10,800,000. These include $8,300,000 in improvements funded with debt, $500,000 in rate funded (cash) improvements, and $2,000,000 in Grant Funds. Major projects include the regional sewer capacity improvements ($1,000,000), C Station wastewater lift replacement ($2,100,000), and the Sinking Creek lift station upgrade ($7,200,000).
Budgeted combined water and sewer capital projects total $1,149,280 and funded entirely through rate funded (cash) improvements. Major projects include local road projects ($724,280) and miscellaneous TFM & LCM Projects ($200,000).
SOLID WASTE FUNDS
Solid Waste expenses total $18,467,981, which includes $14,481,523 for the Municipal Solid Waste Fund and $3,986,458 for the Regional Solid Waste Fund.
The Municipal Fund is budgeted to increase by $411,006 or 2.9% due to operational and personnel increases.
The Regional Fund is budgeted to increase by $202,770 or 5.4%, once again due to operational and personnel increases.
Capital equipment is budgeted at $1,815,000 for municipal equipment, including three front-load trucks, pull type leaf machine, power industrial truck, and a Knuckleboom single-axle truck.
Capital equipment is budgeted at $440,000 for Regional equipment. This is for a front-load truck.
Revenues for Municipal Solid Waste are projected at $14,119,500, an increase of $527,640 from the prior year. The majority of the increase is due to increased industrial revenue.
In the regional system, revenues are projected at $4,294,700, an increase of $199,500 from the prior year. This is due to continued increase in regional residential customers.
Budget Overview
MASS TRANSIT FUND
The Mass Transit Fund expenses total $5,775,243, which is an increase of $199,554 (3.6%) from the prior year. This is the 15th year of operation for the New Freedom program, which is funded by a Federal Transportation Agency grant. This program allowed the City to establish two new routes that serve the Med Tech corridor and Boones Creek, and it has expanded ADA accessibility for job opportunities and to medical facilities. Federal and state grants account for approximately 80% of the fund’s total revenue. The transfer from the General Fund to support transit operations is budgeted at $1,170,335. This is required to meet federal and state grant matching requirements. Mass Transit capital is budgeted at $418,000.
STORM WATER FUND
The Storm Water Fund expenses total $2,533,535, which is an increase of $98,394 from the FY 2024 budget. The City Commission approved a rate adjustment of $1.00 in December 2019. This will allow the storm water fund to support the debt service for the West Walnut Street project, as well as provide the cash flow needed to repair and replace bridges in a timely manner.
Capital equipment is budgeted at $610,000 for a highway speed gradall and a utility extended cab truck. A total of $5,250,000 is budgeted for capital projects with $3,300,000 federal grant funded and $1,950,000 in cash funded. The major project will be the West Walnut Street Holding Pond Mitigation ($3,300,000).
The fund is projected to end FY 2025 with approximately $1,280,877 in cash and cash equivalents.
Capital Equipment/Projects & Debt Funds
The Capital Equipment Fund is budgeted at $2,756,455, including a $2,636,455 transfer from the General Fund and $120,000 Capital Funds re-budget.
Capital facilities are budgeted at $10,415,000, including $6,385,000 in ARPA funding toward various fire station and training facility improvements.
Capital infrastructure projects are budgeted at $10,065,000, including $3,700,000 (debt funded) for the continuation of the West Walnut Street project. Other debt funded projects include Oakland/Mountainview Road improvements ($2,300,000) and the Gray Station/SR 75 intersection ($1,900,000).
School facility capital projects are budgeted at $7,000,000, which is for the continued design and construction of a new Towne Acres Elementary School.
The Debt Service Fund is budgeted at $11,435,368, which represents a decrease of $825,066 or 6.7% from the prior year. This decrease is due to a reduction in amount due for the TN Municipal Bond Fund Issue 2008. The Debt Service Fund includes the debt service for the City and School System. The City’s debt service is budgeted at $9,403,172. The School System’s debt service is budgeted at $2,032,196.
Budget Overview
Other Funds
FREEDOM HALL FUND
The Freedom Hall Fund expenses total $1,963,584, which is an increase of $88,026 or 4.7% from the prior year. The General Fund transfer to support Freedom Hall is budgeted at $186,000, which is a decrease of $231,100 from FY 2024.
POLICE DRUG, GRANTS, AND TECHNOLOGY FUNDS
The Police Drug, Grants, and Technology Funds are budgeted at $268,395, $677,275, and $187,250, respectively. The Drug Fund includes $182,395 for two unmarked SUVs and a K-9 Interceptor SUV. The Grant Fund includes funds for two Victim Services Coordinators at the Family Justice Center.
MTPO - TRANSPORTATION PLANNING FUND
The MTPO – Transportation Planning Fund is budgeted at $504,165. MTPO is responsible for regional transportation planning and coordination.
POLICIES AND PROCEDURES
General Information
GOVERNMENT
Johnson City adopted the council-manager form of government in 1939. This form combines the benefits of elected legislative representation with a professionally managed government. Citizens elect, at large, five city commissioners who serve four-year terms. The Board of Commissioners hires a professional city manager to manage and direct the day-to-day operation of the City government, administer the budget, and employ all City employees with the exception of the Juvenile Court Judge, Juvenile Court Clerk, Municipal Court Judge, and City Attorney. The Juvenile Court Judge and Juvenile Court Clerk are elected by the municipal voters. The Municipal Court Judge and City Attorney are appointed by the City Commission.
The City Manager is the chief executive officer for the city. It is the responsibility of the City Manager to enforce the laws and ordinances of the city and attend all meetings of the governing body with the right to take part in the discussion. Having no vote, the City Manager can make a recommendation of measures to the governing body.
The City provides a wide range of services similar to other jurisdictions in the State, including public safety (both Police and Fire), municipal and regional solid waste services, municipal and regional water and sewer services, parks and recreation, a civic center, seniors’ center, one golf course, a mass transit system, public works, a school system, and economic development.
BUDGETARY AND FINANCIAL REPORTING
The City of Johnson City is implementing the recommended practices by the National Advisory Council on State and Local Budgeting (NACSLB). City staff has applied diligent effort into improving the process, decisions, and outcomes with each new budget year.
The budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operational plan that allocates resources on the basis of identified goals and objectives.
The budgetary, accounting, and reporting standards adopted by the City of Johnson City conform to generally accepted accounting principles applicable to government units. The accounts of the City are organized on the basis of funds and account groups, each of which is considered to be a separate entity. The operations of each fund are accounted for with a separate set of self-balancing accounts, recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purposes of carrying on specific activities or obtaining certain objectives in accordance with special regulations, restrictions, or limitations.
The funds included in this budget are as follows:
Policies and Procedures
GOVERNMENTAL FUNDS
General Fund
The General Fund is the general operating fund of the City. It is used to account for most of the basic government services, such as police, fire, parks and recreation, street maintenance, administration, and planning. General Fund revenues include property taxes, local option sales tax, business license fees, court fines and fees, and state and federal grants. The largest expense within the General Fund is personal services, which includes the cost of employee salaries and benefits.
Capital Projects and Capital Equipment Funds
The Capital Projects and Capital Equipment Funds account for capital purchases and improvements, such as land acquisition, fleet equipment replacement, construction of facilities, etc. Most of the items recorded in either of these funds are financed through borrowings or transfers from the General Fund.
Debt Service Fund
Included in a Debt Service Fund are general long-term principal and interest payments on bonds issued, as well as revenue sources to meet the payment obligation on the debt.
Special Revenue Fund
A Special Revenue Fund generates specific revenue sources. Expenses are legally restricted to specified purposes and are directly related to the revenue source. Freedom Hall Civic Center, Transportation Planning, and the Community Development Block Grant Fund are Special Revenue Funds for the City.
Enterprise Fund PROPRIETARY FUNDS
An Enterprise Fund is intended to be self-supporting in that expenditures are offset by revenues in the form of fees and charges to external customers for goods and services. Enterprise Funds included in this budget are the Water and Sewer Fund, Solid Waste Funds (Municipal and Regional), Mass Transit Fund, and Stormwater Fund.
Policies and Procedures
BASIS FOR BUDGETING
The budgets for all Governmental Funds are prepared on a modified accrual basis. This means that the obligations of the City are budgeted as expenses, but revenues are recognized only when they are actually received.
The Enterprise Funds are budgeted on a full accrual basis. Expenditures are recognized when a commitment is made, and revenues are recognized when they are obligated to the City. Debt interest payments are budgeted as an expense for Enterprise Funds. Not included in the budget are debt principal payments, which are reflected as a reduction in the liability only when payment is made, and capital equipment and improvements, which are funded through the Capital Equipment and Projects Funds or as an operating transfer from the General Fund.
BUDGET AND BUDGETARY
CONTROLS
The City’s financial plans are set forth in annual capital and operating budgets which reflect the projection of all receipts from and disbursements to all sources. The Board of Commissioners has the final responsibility for establishing program and fiscal policies, approving the annual operating budget and Capital Improvement Plan, amending the annual budget, and setting the property tax rate and fees for services.
Budgetary control is maintained in the individual funds at the department level in order to ensure compliance with legal spending appropriations as approved in the annual operating budget. Activities of the General Fund, Special Revenue Funds, Enterprise Funds, and Capital Projects and Equipment Funds are included in the annual appropriated budget.
BASIS OF ACCOUNTING
The modified accrual basis of accounting is used for all Governmental Funds. The revenues are recognized when they become measurable and available. Those revenues susceptible to accrual are property taxes, special assessments, interest income, and charges for services. Property taxes are levied and due in this fiscal year and also collected within 60 days after year end. Amounts not collected within those 60 days are recorded as deferred revenue. Expenditures are recorded when the related fund liability has been incurred. All Proprietary Funds use the accrual basis of accounting, where revenues are recognized as soon as they are earned and expenses are realized as soon as a liability is incurred. Proprietary Funds also display the assets and liabilities associated with the fund on the balance sheet. In Governmental Funds, fund balance is segregated into reserved, designated, and undesignated components. Enterprise Funds reflect a change in total net assets corresponding to the outcome of revenues and expenditures.
Financial Management Policies
The financial policy of the City of Johnson City is to provide a sufficient financial base and the resources necessary to sustain a high level of municipal services for the citizens of Johnson City.
Policies and Procedures
It is the goal of the City to achieve a strong financial condition with the ability to:
• Withstand local and regional economic impacts;
• Adjust efficiently to the community’s changing service requirements;
• Effectively maintain and improve the City’s infrastructure;
• Prudently plan, coordinate, and implement responsible community development and growth;
• Provide a high level of police, fire, and other protective services to assure public health and safety; and,
• Provide other services necessary to ensure quality of life for the community.
The City of Johnson City’s financial policies shall address the following fiscal goals:
• Keep the City in a fiscally sound position in both the long and short term;
• Maintain sufficient financial liquidity to meet normal operating and contingent obligations;
• Expect that service users pay their fair share of program costs;
• Operate utilities in a responsive and fiscally sound manner;
• Maintain existing infrastructure and capital assets;
• Provide a framework for the prudent use of debt; and,
• Direct the City’s financial resources toward meeting the goals of the City’s strategic plan.
OPERATING BUDGET POLICIES
The annual budget is the central financial planning document that embodies all operating revenue and expenditure decisions. It establishes the level of services to be provided by each department within the confines of anticipated municipal services.
The City Manager shall incorporate the Board of Commissioner’s priorities in the formulation of the preliminary and final budget proposal.
Adequate maintenance and replacement of the City’s capital infrastructure and equipment will be provided for in the annual budget.
The budget shall balance recurring operating expenses with recurring operating revenues.
The City shall adopt a balanced budget annually.
CAPITAL IMPROVEMENT POLICIES
The City will establish and implement a comprehensive five-year Capital Improvement Plan (CIP). This plan will be updated annually.
An annual Capital Improvement Budget will be developed and adopted by the Board of Commissioners as part of the annual budget. The City will make all capital improvements, in accordance with the CIP, for which there is available funding.
Unexpended capital project budgets shall be carried forward to future fiscal years to complete the intent of the original budget.
Policies and Procedures
Routine capital needs will be financed from current revenues as opposed to the issuance of long-term debt.
The City will maintain all assets at a level adequate to protect the City’s capital investment and to minimize future maintenance and replacement costs.
REVENUE POLICIES
The City will estimate annual revenues by a conservative, objective, and analytical process.
The City will consider market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees and charges.
The City will periodically review the cost of activities-supported user fees to determine the impact of inflation and other cost increases. Fees will be adjusted where appropriate to reflect these increases.
The City will set fees and user charges, for the Utility Funds, at a level that fully supports the total direct and indirect costs of operations, capital requirements, and ensures that adequate reserves are maintained.
The City will continue to identify and pursue grants and appropriations from Federal, State, and other agencies that are consistent with the City’s goals and strategic plan.
The City will follow an aggressive policy of collecting revenues.
INVESTMENT POLICIES
Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The portfolio shall remain sufficiently liquid to enable the City to meet daily cash flow demands and conform to all state and local requirements governing the investment of Public Funds.
The City will continue the current cash management and investment practices, which are designed to emphasize safety of capital first, sufficient liquidity to meet obligations second, and the highest possible yield, third.
Investments will be made in accordance with the policies set by Tennessee Code Annotated 6-56-106. Authorized investments include, but are not limited to, the following:
• Bonds, notes or treasury bills of the United States Government;
• Bonds, debentures, notes or other evidences of indebtedness issued or guaranteed by United States agencies;
• Certificates of deposit and other evidences of deposit at state and federally chartered banks, savings and loan associations;
• The local government investment pool created by title 9, chapter 4, part 7.
The City shall attempt to match its investment with anticipated cash flow requirements. Unless matches to a specific cash flow requirement, the City will not directly invest in securities maturing more than two (2) years from the date of issue. Investments maturing more than two years from date of issue require approval
Policies and Procedures
by the state director of local finance.
The City’s financial information system will provide adequate information concerning cash position and investment performance.
DEBT MANAGEMENT POLICIES
The City of Johnson is subject to debt limitations imposed by the City Charter. The total bonded indebtedness of the City shall not exceed 10% of the assessed valuation, for the preceding year, of the taxable property of the City. In determining the debt applicable to the legal debt limit, the following types of debt are excluded:
• Bonds payable out of funds derived from special assessments for public improvements;
• Bones primarily secured from revenue of other sources with the secondary backing of general tax revenues; and,
• Tax anticipation bonds and notes.
The City shall issue debt only when necessary to meet a public need and when funding for such projects is not available from current revenues, reserves, or other sources.
Long-term borrowing will be used to finance capital improvements as approved in the City’s Capital Improvement Plan.
Capital projects financed through issuance of debt shall be financed for a period not to exceed the expected useful life of the project.
The City will not incur debt to finance current operations.
The total debt service on tax supported debt of the City shall not exceed 20 percent of total General Fund operating expenditures. It shall be the long-term goal of the City to reduce this percentage to the ideal level of ten percent.
Lease-purchase obligations, capital outlay notes or other debt instruments may be used as a medium-term method of borrowing for the financing of vehicles, computers, other specialized types of equipment, or other capital improvements.
The City will maintain good communication with bond rating agencies in order to optimize its bond rating status.
Enterprise Funds will be established for City-operated utility services.
Enterprise Fund expenditures will be established at a level sufficient to properly maintain the Fund’s infrastructure and provide for necessary capital development.
Policies and Procedures
Each Utility Fund will maintain an adequate rate structure to cover the costs of all operations, including maintenance, depreciation, capital and debt service requirements, reserves, and any other costs deemed necessary. Ideally, reserves should approximate three months of operating costs.
The total outstanding debt of the Water/Sewer Fund shall not exceed 50 percent of the net capital assets of that fund.
Utility rate studies will be conducted periodically to update assumptions and make necessary adjustments to reflect inflation, construction needs, maintain bond covenants, and avoid significant periodic rate increases.
RESERVE FUND POLICIES
Adequate reserve levels are a necessary component of the City’s overall financial management strategy and a key factor in external agencies’ measurement of the City’s financial strength. Reserve funds provide the City with the resources to manage cash flow and deal with unanticipated emergencies and changes in economic conditions. In addition, reserve funds enable the City to take advantage of matching funds and other beneficial (but limited) opportunities.
The City shall place emphasis on increasing unrestricted fund balance in the General Fund to an amount equal to approximately 20 percent of the General Fund operating budget expenditures. This represents approximately two and one half months of operating expenditures.
At the close of each budget year, any excess of revenues over expenditures that will increase the cumulative unrestricted fund balance above the established target amount will be recorded as a restricted reserve account available for appropriation by the Board of Commissioners, for one-time capital expenditures.
Reversion of Bond Proceeds: Bond proceeds remaining (unspent) after the purpose for which the bonds were issued has been completed shall be returned to the respective bond funds for future appropriation. The balance of available bond proceeds will be reported to the Board of Commissioners on a monthly basis. Further use of these monies shall be consistent with provisions contained within the appropriate bond resolutions and inconformity with federal and state regulations.
Budget Procedure
PURPOSE AND SCOPE OF THE BUDGET
The budget is the City’s financial plan, covering a 12 month period that balances projected revenues with anticipated expenditures, related to City services. Upon adoption by the Board of Commissioners, the City of Johnson City’s budget becomes a major policy document of this community for the ensuing fiscal year.
Essentially, the City of Johnson City’s budget strives to achieve the following objectives:
1. Establish a legal basis for the expenditure of city tax dollars;
2. Establish a means of public accountability and control of expenditures;
Policies and Procedures
3. Provide a method for continuous review of city programs through established goals and departmental services;
4. Provide an operating plan of service for city departments;
5. Provide a basis for establishing policies, adopted by the Board of Commissioners, through recommendation by the City Manager;
6. Establish more effective communication between the citizens of Johnson City and City officials.
ANNUAL BUDGET PROCESS OF THE CITY OF JOHNSON CITY
The City’s annual budget process typically begins in September with the preparation of the five-year Capital Improvement Plan (CIP). In January, a budget kick-off meeting is held with department and division directors to distribute budget instructions and to highlight concerns, challenges, and goals that face the City in the upcoming fiscal year. Following this informational meeting, department/division heads prepare their budget requests over the next 30-day period.
From there, the budget calendar is followed through the remainder of the budget process:
• Revenue estimates are prepared for the next fiscal year for all City funds.
• Departmental budgets are reviewed and analyzed and budget hearings are conducted with each department. Following these meetings, a tentative budget is prepared in consideration of the projected revenues and policy guidelines established by the City Manager.
• Budget work sessions are conducted with the Board of Commissioners, City Manager, and staff.
• At the conclusion of these work sessions, the Board of Commissioners’ input is incorporated into the proposed budget. An appropriation ordinance is prepared and is required by the City Charter to be published for public review no later than 10 days prior to the first reading of the ordinance.
• By City Charter, the first reading of the budget ordinance and public hearing is required to occur at a regularly scheduled meeting of the Board of Commissioners, followed by two additional readings of the ordinance.
• The adopted budget takes effect July 1, the beginning of the new fiscal year.
BUDGET AMENDMENTS
Amendments which revise the total expenditure of any appropriated fund or department may occur at any time during the fiscal year after advertising and a public hearing before the Board of Commissioners. Three readings of the ordinance amending the budget are required.
September 12, 2023
CIP forms distributed to department/division heads
BUDGET CALENDAR
October 10, 2023
CIP forms due to Budget Office
Oct. 23 - Nov. 22, 2023
CIP work sessions with City Manager, Assistant City Manager, Budget Director, and Analyst
February 9, 2024
Large department budgets due to the budget office
February 2, 2024
Small department budgets due to the Budget Office
January 10, 2024
Budget kick-off
Feb. 7 - Feb. 27, 2024
Budget hearings/reviews with the City Manager, Assistant City Mangers, Budget Director, and Analyst
Feb. 28 - April 26, 2024 Budget analysis and finalize budget
April 4 - May 18, 2024 Budget work sessions with Commission
May 30, 2024
Budget ordinance published in the Johnson City Press
May 7, 2024
Commission receives City Manager's budget proposal
May 4, 2024
Publish initial advertisement in the Johnson City Press
June 6, 2024
First reading and public hearing of budget ordinance
June 13, 2024 Second reading of budget ordinance
June 20, 2024
Third reading of budget ordinance
July 1, 2024
FY 2025 Budget is implemented
June 28, 2024
Budget sent to the state
FUND SCHEDULES
EXPENDITURE CHANGES BY FUND FISCAL YEAR 2025 Bdgt. FY 25 vs. Proj. FY 24
Excess(Deficiency)ofRevenuesand OtherSourcesOver(Under)Expenditures(7,195,301)(12,178,638)(15,827,294)(19,597,951)(16,640,830)2,957,121(15.1) OTHER SOURCES OF FUNDS
FUND BALANCE (BEGINNING) 10,612,3186,156,012396,393819,314524,638(294,676)(36.0) FUND BALANCE (ENDING) 6,156,012819,31438,396,393524,63833,524,63833,000,0006,290.1
POSITION (BEGINNING) 586,023908,536908,5361,238,3071,238,30700.0
POSITION (ENDING) 908,5361,238,307908,5361,238,3071,346,521108,2148.7
CAPITAL
CAPITAL EQUIPMENT/PROJECTS FUNDS
Capital equipment purchases (General Fund) are budgeted at $2,756,455. This is funded through a $2,636,455 transfer from the General Fund and $120,000 from the Capital Fund Balance.
Major capital equipment purchases from the General Fund are spread across multiple departments. Public Works equipment totals $645,000. This is for one single-axle patch truck, one compact tractor, one mowing tractor, one extended cab pickup truck, a Thermo applicator and melter, a message board, and a survey base station. Police equipment totals $556,445 and includes nine police patrol vehicles and bomb suit. Parks and Recreation totals $371,000 for replacing dated equipment, and Information Technology has $400,000 for equipment. Student Transportation has $570,000 budgeted to replace and add new buses that have gone past their respective life spans. Code Enforcement, Facilities, Fire, and Finance have funds budgeted at $34,000, $48,000, $120,000, and $12,000, respectively, for capital equipment.
Budgeted capital equipment for other funds include the following:
• Mass Transit Fund - $418,000
• Police Drug Fund - $182,395
• Solid Waste Funds - $2,255,000
• Storm Water Fund - $610,000
• Water/Sewer Fund - $1,168,000
Capital facilities projects (General Fund) total $20,480,000, including $6,385,000 in re-budgeted ARPA funding for fire station relocation and improvement, as well as a new fire training facility. Other facilities projects include the Police training facility, Keefauver Farm Phase I, Commission Chambers renovation, Metro-Kiwanis Tennis Courts, Beeson Hall Roof, HVAC replacement for Carver Recreation Center, Rotary Park play surface replacement, fall protection system at Freedom Hall, and new security glass at Juvenile Court.
Infrastructure capital projects total $10,065,000, including $3,700,000 for the fourth year of construction for the West Walnut Street improvements project. Other infrastructure projects include Oakland/ Mountainview Road improvements, Gray Station/Bobby Hicks intersection, downtown crosswalk lighting, downtown cameras, and the Christian Church Road.
Budgeted capital projects for other funds include the following:
• Storm Water Fund includes $5,250,000 in cash funds for the West Oakland Bridge, West Walnut Street holding pond mitigation, Sinking Creek Bridge, and Buffalo Valley streambank mitigation.
• Water/Sewer Fund capital projects total $13,019,280 made up of $2,719,280 rate (cash) funded, $8,300,000 bond funded, and $2,000,000 grant funded. Major projects include the Small Diameter Line Replacement, Water Tank Rehabilitation, C Station Wastewater Lift Replacement, Regional Sewer Capacity Improvements, Sinking Creek Lift Station Upgrades, and Wastewater Collection Line Upgrades.
School facility capital projects total $7,000,000, which is for the second year design and construction of a new Towne Acres Elementary School.
Please see the subsequent pages in this section for more detail on funding sources, etc., for capital equipment and projects for FY 2025.
Debt Service is the payment of principal and interest on all general obligation bonds issued for the City. The City of Johnson City is subject to debt limitations imposed by its charter. The total bonded indebtedness (excluding sales tax revenue debt) shall not exceed 10% of the assessed taxable value of the property with the corporate limits of the City.
The City of Johnson City’s general obligation bond ratings are as follows: Standard and Poor’s – AA; Fitch – AA, and Moody’s Aa2.
DEBT SERVICE FUND $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000
The Debt Service Fund provides for the accumulation of resources necessary for paying the general obligation debt service payments of the City (excluding Utility Funds, Internal Service Funds, and the City’s PEP Fund). In FY 2025, principal and interest payments are budgeted at $11,435,368 which is a 6.7% decrease, or -$825,065, from the prior year budget to budget. The funding sources for the debt service payments include the following: General Fund transfer - $10,783,940; General Purpose School Fund transfer - $549,400; and Economic Development Reserve - $102,028.
In FY 2025, a new general obligation debt issuance in the amount of $40,000,000 is planned. This amount funds the construction of a new Towne Acres Elementary School. Please refer to the Debt Service Fund Summary, found on page 66, for a detailed breakdown of each debt issue and corresponding payments.
General Obligation Bonds - Debt Service Payments
Debt Service
UTILITY FUND DEBT SERVICE
Principal and interest payments within the Utility Funds are accounted for in their respective funds, with the principal payments recorded as a reduction of the debt liability and the interest payments as an operating expense. All principal and interest payments are solely paid for by user fees.
In FY 2021, the Solid Waste Fund issued $1,000,000 in new debt to finalize construction for the new Solid Waste facility. No new debt is budgeted in the Solid Waste Fund for FY 2025. Total debt service for Solid Waste in FY 2025 is $195,400.
Solid Waste Fund - Debt Service Payments
$250,000
$200,000
$150,000
$100,000
$50,000
$0
The issuance of debt is built in to the Water and Sewer Fund rate model to facilitate continued major improvements within the system. The timing of debt issuances for the Water and Sewer Fund is evaluated on an annual basis. Total Water and Sewer Services debt service for FY 2025 is $8,222,554. In the latter half of FY 2022, the City Commission approved $25,000,000 in new debt for Water and Sewer projects to include the following:
• B Wastewater Station Forcemain
• C Station Wastewater Lift Station Replacement
• Lower Boones Creek Interceptor Phase II
• Service Center Replacement
• West Walnut Street Utility Improvements
$9,000,000
Debt Service
Water/Sewer Fund - Debt Service Payments
$8,000,000
$7,000,000
$6,000,000
FY20 FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30
The Storm Water Fund issued new debt in FY 2022 in the amount of $3,000,000 for West Walnut Street. Total debt service for Storm Water in FY 2025 is $772,803.
Storm Water Fund - Debt Service Payments
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
FY20 FY21FY22FY23FY24FY25FY26FY27FY28 FY29FY30
Debt Service
OTHER DEBT
The PEP Fund, also referred to as the Educational Facilities Trust Fund, is a separate Governmental Fund dedicated to account for the principal and interest payments on debt issued to fund educational facility improvements. A designated percentage of the local option sales tax is the funding source for the debt service payments of this fund.
In FY 2022, the PEP Fund issued $2,100,000 in new debt. These bond proceeds fund the following school facility improvements: additional funds for the design, engineering, and construction for classroom additions at South Side Elementary, Woodland Elementary and Lake Ridge Elementary; Indian Trail field turf; and Science Hill track turf. Total PEP debt service for FY 2025 is $4,714,250.
PEP Bonds - Debt Service Payments
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
0
FY20 FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30
The Fleet Management Fund issued new debt in the amount of $2,300,000 for Public Safety radio replacement in FY 2021. As an internal service fund, all expenses are recovered through charges to city departments for fleet services rendered during the fiscal year. Thus, the Police and Fire departments will be responsible for reimbursement to the Fleet Management Fund for any associated debt service payments related to the new issue. No new debt is budgeted for Fleet Management in FY 2025. Total debt service for FY 2025 in Fleet Management is $323,760.
Debt Service
Fleet Management Fund - Debt Service Payments
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
FY20 FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30
QUASI-GOVERNMENTAL AGENCIES
Quasi-governmental agencies are supported by the City and the County, but are managed privately. Each agency is required to submit an application annually, along with a copy of their latest year-end financial statements or audit. The City Commission determines the level of funding each agency will receive as a part of the annual budget process. Financial support for these agencies is a portion of the General Government expenditures.
The following agencies received an appropriation in the FY 2025 budget:
Aerospace Park is a direct-airfield development at Tri-Cities Airport in Northeast Tennessee. The site offers 20 acres certified for immediate development and an additional 140 acres under preparation. It is a joint venture among local county and municipal governments including Johnson City. The appropriation is for Johnson City’s share of the debt service.
The mission of the Johnson City Development Authority is to promote and assist with the development and redevelopment of Johnson City, with specific emphasis on the downtown district and support for the local business community.
The Chamber of Commerce promotes business and works to enhance economic and community development efforts within the community. The funding for FY 2025 includes the Chamber’s initiative for a program centered on young professionals.
Quasi-Governmental Agencies
$50,000
The mission of the Child Advocacy Center is to combat child sexual abuse and severe physical abuse by coordinating and providing services to children in a safe, caring environment.
The Convention & Visitors Bureau works to showcase the uniqueness of and develop increased civic interest in the City of Johnson City as an attraction to tourists, visitors and individuals. They solicit special events to take place in the City, promote the City’s distinctive resources, and increase the economic contribution of tourism in order to grow Johnson City.
The Industrial Development Board promotes industry, trade, commerce, tourism and recreation by inducing manufacturing, industrial, governmental, education, research and development, financial, service, commercial, medical-related, and recreational enterprises, to locate or remain in Johnson City and Tennessee.
$ 19,478 WASHINGTON COUNTY ECONOMIC DEVELOPMENT COUNCIL $ 25,000
The Tri-Cities Airport Commission is the Grantee of Foreign Trade Zone No. 204. The FTZ Committee was established by the Airport Commission to provide guidance in the areas of Zone marketing and administration. In addition to the City of Johnson City, membership in the FTZ No. 204 is comprised of the City of Kingsport; Sullivan County, TN; Washington County, TN; Bristol, TN; Bristol, VA; Washington County, VA; and the Tri-Cities Regional Airport. FTZ No. 204 is a vital component of our region’s economic development efforts. Communities use the FTZ to attract new business and industry, as well as retain existing businesses.
The mission of the Washington County Economic Development Council is to enhance job growth and increase the tax base of Washington County, Johnson City and Jonesborough by engaging the community and business leaders through nurturing existing businesses and actively recruiting new industries and commerce.
WASHINGTON COUNTY EMERGENCY COMMUNICATIONS DISTRICT (E-911)
This organization is responsible for answering all 9-1-1 calls and dispatching both emergency and nonemergency communications to all public safety agencies within Johnson City and Washington County. The goal of E-911 is to provide professional and prompt service to all citizens who contact 9-1-1, as well as to dispatch those calls to the appropriate agency in a quick and accurate manner.
WASHINGTON COUNTY/JOHNSON CITY EMERGENCY MANAGEMENT AGENCY
$ 1,375,000 $95,000
This organization is responsible for helping the city and county prepare for emergency situations.
Quasi-Governmental Agencies
WASHINGTON
COUNTY/JOHNSON
CITY
ANIMAL CONTROL SHELTER
This organization was created as a joint venture with Washington County and the City of Johnson City to enforce the animal control laws of the City and state. The shelter is designed to protect individuals from the dangers of uncontrolled animals, as well as protect the animal population against abuse by people. The goal of the shelter encompasses promoting, motivating, and enforcing responsible pet ownership. In addition to the operating appropriation, the City has pledged to contribute to the debt service payment on the new animal shelter facility. A separate appropriation for debt service in FY 2025 is $117,697.
WASHINGTON COUNTY/JOHNSON CITY EMERGENCY MEDICAL SERVICES (EMS)
This organization provides advanced and basic life support via ground ambulance transportation to the citizens of Johnson City and Washington County. In addition, EMS provides highly capable rescue personnel and equipment, along with support for specialized rescue teams. Quality patient care and timely response are the priorities of this agency.
WASHINGTON COUNTY/JOHNSON CITY HEALTH DEPARTMENT
$ 1,600,000 $ 70,476 $ 300,000
The mission of the Tennessee Department of Health is to promote, protect, and improve the health of persons living in, working in, or visiting the State of Tennessee. This branch was established in 1926 to provide quality health services to all citizens of Johnson City and Washington County. Services provided include, but are not limited to, dental health services, environmental health services, primary care, health promotion, immunizations, and nutrition education.
QUASI-GOVERNMENTAL
DEPARTMENT OVERVIEW
General Government
ADMINISTRATION
The Administration Division includes the City Manager, Deputy City Manager, two Assistant City Managers, Staff Attorney, Economic Development Director, Economic Development Specialist, Director of Budget and Performance Management, Budget Analyst, and support staff.
The City Commission appoints the City Manager to serve as the Chief Executive Officer and the Chief Administrative Officer under the Commission’s leadership.
Key responsibilities of the City Manager:
• Implement the policies established by the City Commission by enforcing all adopted resolutions and ordinances
• Oversee the operations of the government within the guidelines of the City Charter
Key responsibilities of the Deputy City Manager and Assistant City Manager:
• Support the City Manager in managing the dayto-day operations of the City of Johnson City
• Oversee various divisions/departments
Budget and Performance Management
These employees are responsible for guiding the annual budget process, which begins each October with the preparation of the Capital Improvement Plan. Departmental budgets are prepared in January and February, followed by work sessions with the City Manager, Deputy City Manager, and Assistant City Manager as well as the Board of Commissioners.
Key responsibilities:
• Generate budget forms for each department
• Compile budget requests for management review
• Prepare budget document
• Compile and prepare City’s 5-year Capital Improvement Plan
• Coordinate collection of performance measurement data
Department Overview
2024 ACCOMPLISHMENTS
Received the GFOA Distinguished Budget Presentation Award for the first time in 25 years
Began the implementation of the new performance management program
2025 GOALS & OBJECTIVES
Receive the GFOA’s Distinguished Budget Presentation Award for FY 2025
Continue improving the performance management program including development of an online dashboard
Economic Development
These employees promote economic growth and development throughout the City of Johnson City and serve as a resource for all types of businesses and entrepreneurial projects of various sizes and scope.
Key responsibilities:
• Develop and manage business retention, expansion and attraction programs
• Provide and manage financial incentives and other economic development assistance
• Serve as the City’s liaison to other government entities and organizations focused on regional and state economic development efforts
2024 ACCOMPLISHMENTS
In conjunction with Facilities Management, completed the Ashe Street Courthouse renovations
2025 GOALS & OBJECTIVES
Strategically recruit a tenant for the Ashe Street space to optimize its potential and maximize economic return
With partnerships, cultivate a workforce of skilled and dedicated individuals who are equipped to drive economic growth and resilience
Strengthen our strategy for business recruitment, retention, and expansion to ensure sustainable economic development
Department Overview
Community Development Division
Key responsibilities:
• Plan and implement a diverse program with a primary goal of improving quality of life for low- and moderate-income citizens of Johnson City
• Develop a series of one-year plans with the assistance and input of the Housing and Community Development Advisory Board to meet the needs identified and that outlines the financial resources available
2024 ACCOMPLISHMENTS
Provided funding to community partners to rehabilitate 20 homes for low- to moderate-income families and provided operational funding for three shelters
Continued to implement solutions for improved compliance
Built relationships with area non-profits to collaborate and provide increased services to the community
2025 GOALS & OBJECTIVES
Increase the availability of affordable housing options for residents by collaborating with developers, nonprofit organizations, and housing authorities to create and maintain affordable housing units
Identify and secure additional external funding opportunities and grants to support community development projects and initiatives
Work on revitalizing distressed neighborhoods by addressing blight, improving housing conditions, and supporting community-led initiatives
Re-evaluate priorities and implement plans for City funding allocations and incentives that align with these priorities
Legal
Department Overview
The City Attorney, Senior Staff Attorney, and Staff Attorney, along with support staff, serve as in-house legal counsel for the City. The Special Assistant to the U.S. District Attorney is also housed within the Legal Department.
Key responsibilities:
• Prepare and review ordinances, leases, options, contracts, legal briefs, court documents, and other legal documents
• Oversee the acquisition of real estate
• Render advice on legal matters pertaining to inquiries of the City Commission and all City departments
• Render opinions and advice regarding personnel matters, civil rights, annexation, zoning, planning, utilities, and solid waste disposal
• Litigate in state and federal courts
• Provide assistance to various City-appointed boards and commissions
2024 ACCOMPLISHMENTS
Represented JC Police regarding 27 contested citations in municipal court
Oversaw and processed 32 beer License and 14 temporary Occasions Beer License applications, communicated with applicant progress in application; and presented to beer board for consideration, and communicated privileged tax delinquency violations to 4 establishments
2025 GOALS & OBJECTIVES
Continue to revise, update, and add new sections to Code of Johnson City as they arise
Respond to internal and external questions in relation to the application process and requirements for Business Licenses, Beer Licenses and Temporary Occasions Beer Licenses as they arise
Review and approve Beer License Applications and Temporary Occasion Beer License Application
Monitor the outcome of all revisions made in Ordinance #4695-15 (Beer Ordinance) as it applies to 2024-2025 special events
Draft and review all contracts, agreements, resolutions and other documents as it pertains to the interest of the City
Communicate and meet with other government organizations pertaining to the interest of the City
Monitor and assist in public records requests
Assist in zoning code changes
(In Thousands)
$20,000
$25,000 FY21FY22FY23FY24FY25
Department Overview
General Government
General Government
In addition to the Office of the City Manager, work is performed by the following:
Department Overview
COMMUNICATIONS AND MARKETING
The Communications and Marketing Department strives to foster a positive relationship between our municipal government and the citizens it serves. Through a comprehensive communication program, media and employee relations, and special events, Communications and Marketing promotes a positive City image and public trust by telling our story.
Communications and Marketing oversees:
• Communications
• Media and Employee relations
• Special Events
• Grant Writing and Research
• Public Affairs
Key responsibilities:
• Strategize dissemination of information to external and internal stakeholders
• Educate the public about government activities and promotes City services
• Manage government relations
• Research and write grants
• Coordinate City events
• Enforce, manage and oversee brand standards and management
• Manage media requests
2024 ACCOMPLISHMENTS
Completed design of and launch new website
Completed one nine-week session of JC101, a government awareness program for citizens
In conjunction with the Police Department, developed “A Safer 26 in ‘24” campaign
Hired Public Safety Public Information Officer. The new PIO fielded approximately 225 media inquiries and produced an estimated 120 news releases
Completion of the employee survey
2025 GOALS & OBJECTIVES
Oversee installation and message management for downtown digital boards and internal communication
Conduct government awareness and civic engagement programs for citizens and students
Conduct National Community Survey
Launch first ever Johnson City Junior Council
Expand community newsletter to monthly distribution and increase subscribers by 10%
Develop new communications strategy for downtown stakeholders
HUMAN RESOURCES
Department Overview
The Human Resources department strives to be the conduit between City administration and the workforce. The department provides services to two primary customers:
• Employees
• City management
The department also serves as the key contact for the Employee Health Center and assists both clinic staff and the employee population in the use thereof.
Key responsibilities:
• Administer benefits and compensation
• Create initiatives for employee relations
• Perform interview, selection and staffing services
• Develop opportunities for organization and employees
• Administer an annual Health Assessment Program
2024 ACCOMPLISHMENTS
Vacant positions are being advertised and filled in a more timely manner thanks to the efforts of the Talent Acquisition and Retention Specialist Several outdated policies have been revised and updated
The onboarding process for new employees has been streamlined thus allowing for a more positive onboarding experience
2025 GOALS & OBJECTIVES
Develop Leadership Training for first-time supervisors or prospective supervisors while working with other departments to make the training as relevant and as encompassing as possible
Become a 3rd Party Certified CDL Examination Site with the State of Tennessee and explore ways to offer services to surrounding municipalities/county governments and school systems
Collaborate with the TN DOL “Apprenticeship TN” program to explore implementing an apprenticeship program for police officers
Examine the current health plan and make suggestions to increase plan vitality, while understanding cost drivers and create initiatives to address those issues
Department Overview
INFORMATION TECHNOLOGY
The Information Technology Department provides technical and computer solutions and support for business operations of the City. In the modern municipal workforce, every employee is a data collector, information curator/consumer, contributing to or making data-driven decisions. IT’s job is to empower the City workforce by maintaining the required uptime on digital infrastructure and applications and to deliver the end-user experience necessary for success in their job duties.
Key responsibilities:
• Design, implement, and maintain the City’s computer network infrastructure to ensure reliable connectivity and data transfer between various departments and locations
• Establish and enforce robust security measures to protect sensitive information, ensure compliance with data privacy laws, and prevent unauthorized access to City systems
• Implement reliable backup solutions and disaster recovery plans to safeguard critical data and systems in the event of hardware failure, cyberattacks, or natural disasters
• Provide technical support to employees, assisting with troubleshooting, resolving software and hardware issues, and answering IT-related questions
• Support the City’s Geographic Information Systems, which provide valuable spatial data for various planning and decision-making processes
2024 ACCOMPLISHMENTS
Cybersecurity framework written and adopted
Compliance with Kari's Law achieved
Change management policies and procedures implemented
IT infrastructure monitoring and paging installed
Incident response procedure implemented
2025 GOALS & OBJECTIVES
Oracle ERP enhancements
FOIA SAAS solution release
Network Core additional redundancy
Continued BCP improvements - Data Center failover
GIS framework for future GIS Strategic Plan
Continued cybersecurity improvements
Department Overview
CITY COURT
The City Charter establishes a municipal court and the municipal judge. The Honorable Stan Widener is presiding over the court at this time. The court convenes in the Municipal Court chambers located in the Municipal and Safety Building, 601 E. Market St. The City judge is appointed by the City Commission for a term of two years.
Key responsibilities:
• Hear matters regarding city ordinances and violations of state law
• Set fees for traffic violations
JUVENILE COURT
The Johnson City Juvenile Court provides a forum for legal matters concerning children and youth within the geographic boundaries of Johnson City. According to the population estimates from the United States Census Bureau, the estimated population of Johnson City is approximately 73,000, with 18.4% of those persons being under 18 years old. The Johnson City Juvenile Court typically holds hearings involving approximately 1,500 children every year.
The types of legal proceedings within the jurisdiction of the Juvenile Court, under Tennessee law, include:
• Dependency and neglect, abuse of children, and termination of parental rights;
• Custody, visitation, and child support for children born outside of marriage;
• Juvenile delinquency and juvenile traffic violators; and
• Unruly children and youth (including truancy petitions filed by the Johnson City School System).
Key responsibilities:
• Provide probation supervision to juvenile offenders
• Provide diversion services for first-time offenders
• Active participation on the multi-disciplinary truancy intervention boards
• Partner with the Johnson City School System to remedy potential educational neglect and truancy of students
• Offer linkage to community resources essential for some children’s success
Department Overview
2024 ACCOMPLISHMENTS
From Jan. 1-Dec. 31, 2023, probation officers screened 59 new youth who were assigned on probation during that period of time using the CANS (Child and Adolescent Needs Survey).
During that same period, probation officers made 44 referrals to Family Crisis Intervention and Prevention, 36 referrals for alcohol and drug counseling, and 35 referrals for individual counseling to meet the individual needs of youth placed on probation. During the yearlong period, 79 youth were successfully released from probation.
From Jan. 1, 2023 to Dec. 31, 2023, Juvenile Court probation officers (in their role as intake officers) provided in-person non-legal assistance and information to 556 members of the public who sought information about procedures to initiate judicial proceedings concerning a child or children. Of those, 221 persons filed a petition to access the court without having an attorney. In addition to in-person conferences, the intake officers responded to 552 telephone inquiries from the public seeking procedural information about Juvenile Court without having an attorney.
2025 GOALS & OBJECTIVES
Full implementation of the Safe Baby Court
Implementation of new information management software
Take necessary measures to enhance safety and security
Continue to monitor the value of community service as an effective tool of treatment and rehabilitation
PURCHASING
The Purchasing Department’s primary objective is to provide professional services to acquire quality goods and services in a timely manner for departments of the City and Schools at the least possible cost, while ensuring an open and competitive environment consistent with the quality required and in compliance with all applicable procurement legislation.
Key responsibilities:
• Process contracts for goods and services
• Comply with procurement legislation
• Ensure an open and competitive environment
Department Overview
2024 ACCOMPLISHMENTS
Processed approximately $82.4 million in contracts for goods and services
Gained certification for 100% of eligible purchasing staff and working on buyer certification
Realized net proceeds for surplus vehicle/equipment sales
Prepared 20 requests for proposals/qualifications , 89 bids/ formal quotes
2025 GOALS & OBJECTIVES
Conduct a minimum of five online vehicle/equipment auctions
Maintain 100% certification for eligible purchasing staff and pursue new buyer certification
Prepare solicitation documents along with supporting documentation for proposals, bids and formal quotes
Revise procurement card policy
Conduct procurement policy training for new employees authorized to purchase for the City
Create a system to track turnaround timeframes
RISK MANAGEMENT
Risk Management administers a variety of insurance and safety programs designed to protect and maintain the financial integrity of City-owned assets and provide a safe environment for City employees and the general public.
Key responsibilities:
• Identify, minimize, and prevent risk exposures through a comprehensive loss prevention and safety program, including site inspections, employee training, departmental safety consultation services, and TOSHA compliance services
• Administer the City’s occupational health program, including the Respiratory Protection Program and Vaccination Program
• Manage the property insurance program, including loss prevention, boiler inspections, and evaluation of City-owned facilities to ensure that the proper level of insurance coverage is maintained.
• Manage the City’s casualty insurance programs, including management of the liability self-insurance program and associated litigation
• Manage the workers’ compensation self-insurance program, including claims for City and School employees
• Develop contract insurance specifications and analyzing contracts and coverage to ensure City requirements are achieved
• Recover expenditures for damage to City property caused by third parties
• Administer the return-to-duty program, ensuring employees safely return to work following a serious illness or injury
• Administer communicable disease mitigation strategies, including hazard assessment and identification of mitigation measures to ensure employee and customer safety
Department Overview
2024 ACCOMPLISHMENTS
Recordable work related injuries - Total Case Rate (TCR): 3.88 (25% below US Bureau of Labor Statistics Benchmark for Local Government)
Cases with days away from work - Lost Time Case Rate (LTR): 0.59 (70% below US Bureau of Labor Statistics Benchmark for Local Government)
Conduct job specific safety training on twenty-five (25) safety topics in various departments/divisions
Conducted 50 work-site inspections/consultations
2025 GOALS & OBJECTIVES
Collaborate with each department on updating/developing their Health & Safety Plan that will meet or exceed the City Health & Safety Plan
Collaborate with each department on completing Job Hazard/Position Analysis for each job position within the department
Create first phase of development of Health & Safety Dashboard for trending analysis with specific Key Point indicators to allow leadership to make real-time impactful decisions. Lagging Indicators (i.e., injuries, auto liabilities, and property damage liabilities) will be the first dataset incorporated into the dashboard
Develop the Municipal and Safety Building’s Security Plan and Emergency Response
Department Overview
Department Overview
Planning and Development Services
The Planning and Development Services Department provides professional guidance and technical expertise to elected officials, six appointed boards and commissions, city departments, the development community, stakeholders and citizens to assist them in understanding and addressing development concerns and processes in the community.
BUILDING DIVISION
Key responsibilities:
• Accept plans and generate plans review on all phases of construction in Johnson City, including building, electrical, plumbing, gas/ mechanical and site plans
• Issue permits for each phase of construction
• Conduct inspections
• Issue certificates of occupancy for each project
CODES DIVISION
Key responsibilities:
• Enforce City codes and minimum housing concerns
• Act as liaison for the Board of Dwelling Standards and Review, and in accordance with this board, help resolve minimum and dilapidated housing and unsafe structures
• Cite, mitigate and potentially litigate action to help resolve outstanding code violations
Department Overview
PLANNING DIVISION
Key responsibilities:
• Develop and administer city-wide planning in accordance with the Comprehensive Plan, a legal document that reflects the community’s vision for its long-range development
• Develop and administer a neighborhood planning process, which guides future development of the City and its Urban Growth Boundary
• Provide development related guidance and support to those building or subdividing land within the City through the use of Subdivision Regulations and the Zoning Code
• Administer land use controls in the Zoning Code, as well as review requests for annexations, re-zonings, right-of-way abandonments, and text amendments to the Zoning Code
2024 ACCOMPLISHMENTS
Selected a consultant and began work on the growth management plan
Reviewed departmental procedures and implemented measures to ensure high quality and responsive customer service
2025 GOALS & OBJECTIVES
Complete and adopt the growth management plan
Increase professional development opportunities for staff
Development Services Department Overview
Deputy City Manager
Director of Planning & Development Services (22) Employees
Administrative Specialist II (1)
Planning Development Coordinator (1)
Planner I (2)
Senior Planning Technician (1)
Planning Technician (1)
Code Enforcement
Chief Building Official (1)
Code Enforcement Supervisor (1)
Trade Inspector II (2)
Trade Inspector I (4)
Code Enforcement Officer (3)
Plans Examiner (1)
Permitting Coordinator (1)
Permitting Technician (2)
FY21FY22FY23FY24FY25
Department Overview
Department Overview
Facilities Management
The Facilities Management Department is responsible for building maintenance and improvements for more than 118 city-owned facilities.
Key responsibilities include:
• Oversees the design and construction of municipal and schools large capital projects, including new construction, renovations, complex HVAC systems, plumbing, electrical, operating systems, and roofing
• Preparation of annual operating and capital budgets
• Schedule facility modifications, to include providing estimates on equipment, labor, materials and other related costs
• Supporting all other city departments in planning and implementing projects according to their specific program needs
2024 ACCOMPLISHMENTS
Completed Ashe Street Courthouse Renovation
Completed Science Hill High School lab renovation
Began construction on new Fire Department training center
2025 GOALS & OBJECTIVES
Complete design for new Towne Acres Elementary School
Complete firing range improvements
Complete design for Fire Station #4
Begin commission chambers renovation
Facilities Management Department Overview
Facilities Management Director (18) Employees Administrative Specialist II (1)
The Finance Department uses proper accounting procedures to ensure efficient and responsible management of official City records and related financial information in accordance with the City Charter and various state and federal governmental authorities.
Work is carried out by the following divisions:
Key responsibilities:
• Ensure all divisions of the Finance Department operate efficiently in accordance with the City Charter and proper accounting procedures
• Maintain official records of the City, providing financial information to City departments and citizens, preparing ordinances and resolutions
Key responsibilities:
• Ensure that all cash receipts and expenditures are properly authorized, valued, and recorded in the official books of record; that all related assets and liabilities, including accruals, are properly valued and recorded, and that all local, state, and federal reports are prepared in an accurate and timely manner
• Month-end close and prepare monthly financial statements for all departments of the City
• Process all disbursements related to school construction and ensure that all such transactions are properly authorized, valued, and reflected in the official books of record
• Conduct capital project tracing and fixed asset reporting for the City’s fixed assets, as well as school, land, and buildings
• Process approximately 24,000 invoices for goods and services purchased by the City
Department Overview
COLLECTIONS
Key responsibilities:
• Ensure adherence to various property tax laws
• Maintain business tax files for the Department of Revenue and working with them on sales tax collections
• Bill and collect real, personal, and public utility property taxes, wholesale liquor tax, wholesale beer tax, gross receipts tax, beer server permits, and other fees, licenses, permits, and special assessments
• Receive all utility payments and receipt collections for Parks and Recreation, the Senior Center, Police Records, Transit, Golf, and Freedom Hall
RECORDS
Key responsibilities:
• Preserve the official records of the City by scanning, filing, and storing them
2024 ACCOMPLISHMENTS
Coordinated the verification of TIF properties and completed the calculation of the tax increment payment to the Johnson City Development Authority for the current fiscal year
Increased staff participation in GFOA and MTAS training
2025 GOALS & OBJECTIVES
In preparation for requesting a credit rating upgrade review, provide information to key City participants on metrics necessary for a credit ratings upgrade and work with the governing body and City staff to move toward meeting those metrics
Coordinate the issuance of debt for any debt-funded capital projects approved by the City Commission
Implement partial payment acceptance on property taxes for the 2024 tax year
Continue developing all of the professional staff through participation in the MTAS CMFO program and other GFOA training opportunities
Finance Department Overview
Department Overview
Finance Expenditures
$2,200
$2,100
$2,000
$1,900
$1,800
$1,700
$1,600
$1,500
$1,400
$1,300
$1,200
Dollars (In Thousands) Fiscal
FY21FY22FY23FY24FY25
Department Overview
Department Overview
The Johnson City Fire Department’s mission is to embrace servant leadership, maintain a positive and active role in the community, and seek opportunities to help others in traditional and non-traditional fire rescue operations. The department accomplishes this mission through trust, education, teamwork, professionalism, and pride, while pursuing service excellence, and maintaining the highest standards of safety for those who face the loss of life, property, and livelihood.
The department’s nine fire stations and 12 emergency response apparatus are staffed by 137 personnel who provide fire suppression, emergency medical services, fire prevention inspection, public education, fire cause and origin determination, hazardous materials response, special rescue operations, training, and related support functions to approximately 73,000 citizens across Johnson City. In 2016, the department was recognized as a Class One Fire Department by the Insurance Service Office (ISO). In 2021 the department received International Accreditation through the Center for Public Safety Excellence (CPSE).
Work is carried out by the following divisions:
ADMINISTRATION
Key responsibilities:
• Plan, implement, and review department short-and long-range goals, train, professional development, logistics, records and reports, and budget development and monitoring
• Develop general policies for the direction of the department
• Conduct and evaluate needs assessments
• Make recommendations for the construction of fire stations and the purchase of apparatus and equipment, and conduct project management
• Develop recommendations for the protection of life and property in the City
• Coordinate and communicate with other City services and divisions to accomplish the overall mission of the City
Department Overview
PROTECTION
Key responsibilities:
• The day-to-day provision of emergency services to City residents and guests
• Respond to all calls for emergency medical assistance
• Provide service to the community 24 hours a day, 365 days a year
• Maintain proficiency through in-service and outside training objectives
• Participate in neighborhood community events, such as fire safety education, smoke detector programs, CPR training, Community Emergency Response Team (CERT) training, homeowners’ association meetings, demonstrations, community gatherings, etc.
• Conduct routine equipment maintenance, coordinate apparatus maintenance with Fleet Management, maintain Insurance Service Office (ISO) components, accomplish hose testing, and implement organizational programs.
2024 ACCOMPLISHMENTS
Ground was broken and construction began on the new Fire Training Center on West Walnut Street. The majority of the FTC is projected to be completed in November 2024.
The department’s Public Protection Classification (PPC) was rated by the Insurance Service Office (ISO) and received a grade of ISO PPC 1. This is the best possible grade a jurisdiction can receive. This is the second time (2016) that the JCFD has been classified as an ISO PPC 1.
Purchased and installed a state-of-the-art Self Contained Breathing Apparatus (SCBA) washing machine. This is the first of its kind in Tennessee and will be utilized to remove contaminants and carcinogens from SCBAs to better protect our personnel. This project was partially funded by a grant from the Last Call Foundation.
Purchased fitness equipment for all stations to begin the implementation of the JCFD Physical Fitness Program for employees.
Purchased the ESO Software to facilitate all documentation of calls for service and inspections. This software is in the process of being implemented into service for our personnel to utilize.
Began the design phase of the Fire Station 4 relocation. The construction project will be completed over the coming budget periods.
2025 GOALS & OBJECTIVES
Complete the Fire Training Center and begin construction of the Live Fire and Hands-On Training Tower on the site. This will be a tower that allows for hands-on training for personnel in a safe and controlled environment.
Install backup generators in all the JCFD fire stations. This project will be funded by a grant from TEMA/FEMA. This project will allow personnel to continue operations during electrical outages. This grant covers 75% of the associated cost. The remaining cost can be covered with ‘in-kind’ work by the City.
Install a Station Alerting System in all stations. This will be utilized to notify personnel of incoming alarms and calls for assistance. It will include TV monitors that will show dispatch information, mapping, weather, special hazards, etc. The lighting and sound system within the stations will be updated to allow for increased performance and response.
Take delivery of the new Fire Engine 7. This will be a custom cab Class 1 pumper to replace the current apparatus which is 23 years old and nearing the end of its service life. This apparatus will be consistent with the current fleet in service throughout the City of Johnson City.
Obtain the FEMA Assistance to Firefighters Grant to purchase ‘Live’ Fire props for the new Fire Training Facility. This grant will provide three different props and covers 90% of the associated cost.
Obtain the FEMA SAFER grant to facilitate the hiring of 18 firefighters to increase staffing levels to meet the needs of the City of Johnson City and the population increase. This grant covers 100% of the cost of salaries and benefits of the 18 employees for three years.
Department Overview
Dollars (In Thousands)
$15,500
$14,500
$13,500
$12,500
$11,500
$10,500
$9,500
$8,500
Department Overview
Fire Department Expenditures
FY21FY22FY23FY24FY25
Department Overview
Department Overview
Parks & Recreation
The Parks and Recreation Department provides a wide range of programming, services and facilities for people of all ages to gather, celebrate, and participate in activities that promote their engagement in health, wellness, lifelong learning, community, and the environment. Parks and Recreation staff provide leadership, strategic planning, financial management and administrative support to meet citizens’ expectations for service delivery, quality customer service, diverse programming, and well-managed facilities.
Work is carried out by the following divisions:
ADMINISTRATIVE
Key responsibilities include providing leadership to all divisions within the department.
ATHLETIC SERVICES
Key responsibilities:
• Coordinate adult and youth league and tournament play for over 300 teams and 5,100 participants
• Provide athletic facilities and maintenance of those facilities, and coordinate schedules for the following Johnson City Schools’ programs: 1) Seventh grade baseball; 2) Eighth grade baseball, football, and soccer; 3) two middle school programs; and 4) freshman, junior varsity, varsity, and events for football, baseball, tennis, soccer, softball and lacrosse.
BY THE NUMBERS
• 1,436 acres of park land
• 24 parks
• 23 lighted tennis courts
• 1 golf course
• 19 play structures
• 1 inclusive playground
• 2 inclusive splash pads
• 5 indoor basketball courts
• 6 sand volleyball courts
• 1 18-hole disc golf course
• 9 outdoor basketball courts
• 11 youth baseball fields
• 10 softball fields
• 4 turf diamond fields
• 12 rectangular fields
• 2 turf rectangular fields
• 19.75 miles of hiking and walking trails, mountain bike trails at Tannery Knobs and Winged Deer Park
• 1 dog park
• 1 football stadium
• 1 baseball stadium
• 4 recreational centers
• 1 multi-generational community center with amphitheater
• 5 swimming pools
• 1 lakefront area
• 2 boat ramps
• 2 amphitheaters
• 1 boardwalk
• 1 festival plaza
• 1 historic cabin
• 30+ pavilions
Department Overview
PARK SERVICES
Key responsibilities:
• Manage the daily schedule of events and services to park patrons and participants in programmed sporting leagues.
• Maintain all City park system structures, athletic fields, and common landscaped areas.
RECREATION SERVICES
Key responsibilities:
• Coordinate and deliver of a range of community recreation programs and services across the City targeting children, youth, adults and seniors as well as other specialized populations
• Support local community and cultural groups, include a range of arts, culture and heritage initiatives
• Maintain the health, safety and reliability of City facilities.
2024 ACCOMPLISHMENTS
Completed and adopted of the Parks & Recreation master plan
Completed and opened the new athletic complex at Winged Deer Park
Implemented new fee structure
2025 GOALS & OBJECTIVES
Complete Buffalo Mountain master plan
Begin phase I of Keefauver Farm project
Continue efforts to increase participation in programs
Department Overview
Johnson City Senior Services, a division of the Parks and Recreation Department, operating as the Johnson City Senior Center at Memorial Park Community Center, provides recreational programs, leisure services and educational opportunities for adults 50 and over. Nationally accredited through the National Institute of Senior Centers/National Council of Aging the division is led by its mission of engaging adults in active life through active living operating from a philosophy of whole person wellness.
Key responsibilities:
• Offer a broad range of education and enrichment opportunities in the areas of health awareness, active lifestyle, functional fitness, lifelong learning, social enrichment, volunteers, transportation, travel, and social services
• Provide affordable quality programs and activities to enrich the lives of adults in our community from all economic and social backgrounds
2024 ACCOMPLISHMENTS
Became a primary sponsor of the First District TN Senior Olympics with 169 athletes participating
Increased number of low cost day trip offerings for seniors
2025 GOALS & OBJECTIVES
Host an Aging Well conference
Continue to sponsor the Senior Olympics and work to increase participation
SENIOR SERVICES
Department Overview
Pine Oaks Golf Course, a division of the Parks and Recreation Department, provides services, programming and facilities for golfers of all levels to enjoy the game. In addition to daily play opportunities, the course offers a practice range, a stocked golf shop, annual pass options and gift certificates.
2024 ACCOMPLISHMENTS
Numbers of rounds played continued to increase Facility improvements continued to be made
2025 GOALS & OBJECTIVES
Key responsibilities include:
• Coordinate adult, youth and tournament play
• Maintain all structures, practice areas, turf, and landscaped areas
Continue promotion of the golf course through the additional of new events, outside fundraiser events, junior events, and middle and high school teams
Work with the Tennessee Golf Foundation (TGF) to construct and open new building at practice facility that will house a full-time TGF employee and will make Pine Oaks the central hub of the Tri-Cities for all programs through the TGF in the Tri-Cities Region
GOLF SERVICES
Parks and Recreation Department Overview
$10,000
$8,000
$6,000
Department Overview
$4,000
$2,000
$12,000 FY21FY22FY23FY24FY25
$0
SUMMARY
Department Overview
Parks & Recreation
Department Overview
Police
The Johnson City Police Department currently consists of 175 sworn men and women providing law enforcement services to citizens and visitors. Operating as the eighth largest police department in the eighth largest city in Tennessee, the U.S. Census Bureau estimated Johnson City’s population at nearly 73,000 in 2023. JCPD’s jurisdiction spans 44 square miles with more than 600 miles of roadway through Washington, Carter, and Sullivan counties. In addition to law enforcement officers, the FY 2025 budget includes 17 full-time civilian employees.
Many of the Police Department’s activities are made possible through the acquisition and management of grant funding from federal and state agencies. Other funding sources support the Police Department’s mission and include the Technology Fund, a municipal court set-aside percentage of citation revenue, defensive driving fees, and the Drug Fund funded through fines and forfeitures.
Work is carried out by the following divisions:
ADMINISTRATIVE
Key responsibilities:
• Oversee the Office of Professional Standards, Accreditation Unit, Planning and Research, Crime Analysis Unit, Juvenile Court officer, Property and Facilities Unit/Evidence, Records Unit, School Resource Unit, and Training Unit
• Interact with other city staff and manage policy, budgets, personnel, fleet, and technology
Department Overview
CRIMINAL INVESTIGATIONS
Key responsibilities:
• Investigate criminal activity and follow up on reports generated by other divisions
• Collect, analyze and preserve evidence
• Coordinate search and arrest warrants and arrest suspects as necessary.
• Coordinate with other law enforcement agencies to more effectively address public safety issues
OPERATIONS
Key responsibilities:
• Respond to calls for service involving traffic accidents, ordinance violations, crimes against persons and property, and other calls for assistance
• Enforce laws
• Special event policing, crime prevention programs, community outreach and education, and involvement in community projects and programs designed to improve citizen partnerships for a safer community
• Prevent crimes by maintaining a highly visible presence and enforcing proactive community enforcement measures
• Staff special operations units to include bicycle unit, canine unit, crisis intervention team, crisis negotiations unit, explosive ordnance unit, and SWAT unit
2024 ACCOMPLISHMENTS
Hired more than 35 new officers to restore staffing levels, thus increasing numbers to better reflect national standards established by the FBI
Fully implemented a new records management system
Success of the Homeless Outreach Coordinator – 47 housed
Largest Shop With a Cop in department history; provided food, clothing, and gifts to 165+ in-need families
Top 10 fundraising department in the state for Special Olympics Tennessee
Began jail renovations for property and evidence relocation, thus allowing increased storage space
2025 GOALS & OBJECTIVES
Maintain recruitment efforts to improve staffing
Continue to increase storage for property and evidence
Continue to prioritize traffic enforcement and roadway safety
Establish a comprehensive mental and physical health program
Provide education to the community on criminal activity and the department’s approach
Department Overview
JOHNSON CITY/WASHINGTON COUNTY FAMILY JUSTICE CENTER
Key responsibilities:
• Provide both direct and indirect services to victims of domestic violence, sexual assault and human trafficking
• Provide outreach, education and presentations to the community
Department Overview
Police Department Expenditures
Dollars (In Thousands)
$22,000
$20,000
$18,000
$16,000
$14,000
$12,000
$10,000
FY21FY22FY23FY24FY25
Fiscal Year
Department Overview
Department Overview
Department Overview
Public Works
Services provided by the Public Works Department are instrumental in addressing environmental, public health, and local transportation issues. Public Works manages the maintenance of streets with services including stormwater infrastructure, asphalt paving, pothole and cut/patch repair, the removal of snow and ice from bridges and streets, as well as street sweeping.
Work is carried out by the following divisions:
STREET
Key responsibilities:
• Pavement maintenance (patch, resurface, traffic calming and alley maintenance)
• Right-of-way maintenance (mow, street sweep, and snow removal)
• Landscape and urban forestry
• Maintenance of public spaces in the downtown area
• Construction and maintenance of sidewalks, roadways and public parking lots
TRAFFIC
Key responsibilities include:
• Install and maintain all traffic control signage, pavement markings and signalization
Department Overview
ENGINEERING
Key responsibilities:
• Perform development plan reviews
• Oversee public and private construction
• Design and manage construction projects
• Review street light requests
The General Fund supports the streets, traffic and engineering divisions.
Key responsibilities:
• Maintain and upgrade the Stormwater system
The Stormwater Fund supports the Stormwater division.
2024 ACCOMPLISHMENTS
Completed Memorial Garden Drive upgrade
Completed Cherokee Street extension
Completed 100% of the resurfacing program
2025 GOALS & OBJECTIVES
Complete 100% of resurfacing program
Complete Indian Ridge traffic circle
Complete West Walnut Street improvements
Complete Oakland Avenue sidewalk: Unaka to Woodland
Complete Oakland/Mountainview upgrade
Complete downtown camera installation
Complete upgraded downtown crosswalk lighting
Complete Buffalo Valley stream mitigation
Complete Oakland Bridge
Complete West Walnut holding pond
Dollars (In Thousands)
$18,000
$16,000
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
Department Overview
Public Works Expenditures
FY21FY22FY23FY24FY25
Department Overview
Public Works
Department Overview
Department Overview
Solid Waste, a division of Public Works, is responsible for the collection of residential, commercial, and industrial refuse in Johnson City and Washington County. The division’s 65.6 employees service an area of 320 square miles, operating an average of 32 routes daily, and travel approximately 800,000 miles per year. Additional brush and leaf collection is provided up to 34 weeks annually.
Key responsibilities:
• Collect residential, commercial and industrial refuse within Johnson City and Washington County
• Collect brush and leaves
• Process recyclable material from the curbside recycling program and five drop-off sites throughout the City
2024 ACCOMPLISHMENTS
Continued analysis of current and future costs of Solid Waste operations
2025 GOALS & OBJECTIVES
Complete feasibility study of growth in regional residential collection to produce more efficiencies & productivity in the Regional Residential Collection Division
Rebalance city & regional residential collection routes, to produce more efficiencies in the Residential Collection Division
Implement a Roll Off Coordinator position to increase efficiency & productivity in the growing Industrial Roll Off Division
Department Overview
Solid Waste
$20,000
$18,000
$16,000
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
FY21FY22FY23FY24FY25
SOLID WASTE
Department Overview
* Other includes debt service interest, depreciation, admin fees, and other fees/transfers
Department Overview
Fleet Management
Fleet Management’s primary objective is to ensure all city departments have the resources available in vehicles, equipment and radios to provide efficient services to the citizens of Johnson City. Fleet Management is one of only 12 organizations in the state to have earned a Blue Seal of Excellence from the National Institute for Automotive Service Excellence.
Key responsibilities:
• Maintain two fuel sites and an automated fueling system
• Provide effective management, maintenance and repair of fleet assets in a timely, cost effective manner
• Perform preventive maintenance and repairs on all city vehicles, equipment and radios
• Responsible for the communication system and tower sites
• Oversee 700 radios
2024 ACCOMPLISHMENTS
Dispensed over 1 million gallons of fuel/lubricants
Performed over 18,000 services and repairs
Maintained six operations (heavy truck garage, transit garage, light vehicle garage, tire shop, parts department and communication shop)
Maintained 909 City-owned vehicles/equipment, 246 miscellaneous equipment and 20 vehicles for outside agencies
Earned a Blue Seal of Excellence from the
2025 GOALS & OBJECTIVES
Achieve fleet availability of 95%, which is defined as the percentage of vehicles/equipment available for use and not out of service due to repair or maintenance
Maintain 100% safety rating for all School and Fire vehicles
Maintain 85% of all repairs performed in-house
Maintain 100% compliance of all fuel sites with the Environmental Protection Agency guidelines
Evaluate the productivity and efficiency of each technician, striving to maintain an 80% production rating for each technician
Continue training for all personnel to maintain ASE Certification, with a goal of 60% of the technicians having a Master ASE Certification
Achieve a minimum of 75% of all vehicle/equipment preventative maintenance performed on schedule, which will reduce down time, cost, and safety issues
Achieve 70% of all repairs/maintenance completed within one workday of being scheduled
Provide Fleet employees with a unique work environment that balances exceptional customer service, hard work, personal growth and gratification
National Institute for Automotive Service Excellence
Department Overview
Fleet Management
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
FY21FY22FY23FY24FY25
Department Overview
Department Overview
Freedom Hall
Freedom Hall Civic Center is a multipurpose arena that opened on July 5, 1974, providing assembly, cultural, sports, entertainment facilities and services to the Johnson City schools, community and region. FHCC is located on the Liberty Bell campus and is adjacent to the Liberty Bell Middle School.
Over the last 50 years, Freedom Hall Civic Center has entertained millions of visitors with ice performances, circuses, horse shows, sporting events, conventions, music concerts, lecturers, bull riding, rodeos and other events.
Key responsibilities:
• Schedule events, performances and lectures
• Maintain a facility that has a fixed seating capacity of 5,368 and a maximum capacity of 6,868
• Promote shows to maximize growth and sales
• Produce events at the Civic Center
2024 ACCOMPLISHMENTS
Hosted 15 basketball events, 20+ ticketed events and 12 local events
Worked with the Visitor’s Bureau to develop conference opportunities for the Civic Center resulting in six additional conventions/conferences
Continued to develop food and beverage opportunities with $100,000 in revenue to the City via sales and advertising
2025 GOALS & OBJECTIVES
Host 20 or more ticketed events, 16 basketball events and 12 or more local events
Develop a sponsorship/partnership plan for added income of $25,000 to $50,000
Work to repair and revitalize the dining hall ceiling and kitchen - possible SBA grant
Department Overview
Department Overview
Freedom Hall
Department Overview
MTPO
The Metropolitan Transportation Planning Organization (MTPO) serves as the regional transportation planning and coordination agency for the Johnson City Urban Area. The urbanized area includes Johnson City, Jonesborough, Elizabethton, Bluff City, a portion of the town of Unicoi, and Carter, Sullivan, and Washington counties. It should be noted that the urban area is defined by the U.S. Census Bureau. Federal law requires an MTPO to be established for any urbanized area over 50,000.
The current population of the Johnson City Urban Area is 128,519, which is considered a small urban area by Federal Highway Administration. The City of Johnson City is the lead jurisdiction for the MTPO and is the largest jurisdiction in the MTPO. Per the MTPO bylaws, the mayor of Johnson City or their proxy is the chairman of the MTPO executive board and the city manager or their proxy is the chairman of the executive staff.
Johnson City, being the lead agency, is responsible to ensure all federal laws and regulations are met in carrying out transportation planning activities. This is accomplished through the MTPO staff who are employees of Johnson City.
Key responsibilities:
• Tasks associated with the development and maintenance of the Metropolitan (Long Range) Transportation Plan and the Transportation Improvement Program
Department Overview
2024 ACCOMPLISHMENTS
Finalized adoption of a new Fiscal Years 2024-2025 Unified Planning Work Program (UPWP)
Adjusted 2020 Johnson City Urban Area boundary to refine the lines as appropriate. The boundary determines road eligibility for funding
Facilitated coordination between TDOT and the City of Johnson City on the transfer of the Knob Creek Project, the section between Marketplace Boulevard and Mizpah Hills (including the bridge over the railroad)
2025 GOALS & OBJECTIVES
Continue to facilitate coordination between TDOT, Washington County, and the City of Johnson City on transportation issues in the Gray community
Continue to work with the contractor who is upgrading the Johnson City MTPO website to comply with federal rules and regulations
Continue to be involved as an advisor in the City’s growth management plan
Draft the new Fiscal Years 2026-2027 Unified Planning Work Program (UPWP) before April 2025. This document will cover MTPO planning activities over a two-year period
Continue the multi-year process to adjust the Johnson City MTPO Metropolitan Planning Area (MPA) boundary, which must include all parts of the designated urban area, along with areas that are expected to be urban within the next 20 years. The MTPO staff will need to work with the staff of the Kingsport and Bristol MPOs to coordinate where to draw the boundaries. The MPA boundary must be submitted to TDOT and FHWA for approval
Department Overview
Senior Transportation Planner (1)
Transit Planner (1)
Department Overview
Department Overview
Transit
STUDENT TRANSIT
The Student Transportation division operates a total of 49 large and small school buses. These buses operate along 206 routes within the corporate boundaries of Johnson City. School bus service is provided for eight elementary schools, two middle schools, one alternative school and one high school. Service for Special Education students is provided for ages 3 to 21 throughout the system.
Key responsibilities:
• Provide bus service to schools
• Transport 5,100 passengers per day; 912,257 passengers annually
• Cover 439,167 miles annually
2024 ACCOMPLISHMENTS
The state inspection rate for school buses was 100%
Emergency evacuation training for all elementary students and teachers was completed
Training for various topics such as railroad crossings, evacuation procedures, hostile threats, and yearly school bus training was completed. This regulation will continue to add more training and procedures
2025 GOALS & OBJECTIVES
Maintain a 100% state inspection rate of the school bus fleet as part of the annual fleet inspection
Continue emergency evacuation training for students and teachers
Continue to hire and train new drivers for replacement and expansion of services based on demand
Continue replacing the aging bus fleet with the projected CIP schedule
Continue staying on top of State requirements as they are added
Utilize tools provided by GIS to help create and update school bus routes in a timely manner
Dollars (In Thousands)
$3,000
$2,800
$2,600
$2,400
Department Overview
Student Transportation Expenditures
$1,200
$1,000
$3,200 FY21FY22FY23FY24FY25
Department Overview
MASS TRANSIT
Johnson City Transit began operations in October 1979. JCT receives federal grant funding through the Federal Transit Administration and state grant funding through the Tennessee Department of Transportation. As a grant recipient, Johnson City Transit falls under and complies with various federal and state requirements, including Title VI of the Civil Rights Act of 1964 and the Americans with Disabilities Act of 1990, as amended.
Work is carried out by the following divisions:
Key responsibilities include:
• Oversee 15 fixed routes
• Originate and terminate route at the Johnson City Transit Center
• Maintain and operate Johnson City Transit Center
Key responsibilities include:
• Maintain program funds to support new transportation services, beyond those required by the Americans with Disabilities Act
• Assist individuals with disabilities with transportation, including transportation to and from jobs and employment support services
• Provide the Orange Route fixed-route service to Boones Creek and Med-Tech areas
Key responsibilities include:
• Partner with East Tennessee State University
• Shuttle service to campus and adjacent housing during fall and spring semesters
• Oversee three BucShot routes
• Maintain ADA accessibility
Key responsibilities include:
• Provide curb-to-curb paratransit service for mobility-impaired individuals
Key responsibilities include:
• Connect welfare recipients, disabled individuals and low-income persons to a job and related employment activities
BucShot
Regular Fixed Route
Paratransit
Job Access
New Freedom
Department Overview
2024 ACCOMPLISHMENTS
Completed architectural and engineering design for remodel of the former Greyhound space
Continued working with the Tennessee Department of Transportation on funding opportunities
Secured grant funding to replace vehicle camera systems
2025 GOALS & OBJECTIVES
Continue working with TDOT and local representatives on identifying other types of funding for operations. Examples are TN Improve Act funds and critical trips funding
Work with FTA on any updates that may arise during FY 24-25
Bid out, award, and install replacement camera systems
Department Overview
Mass Transit Expenditures
$6,000
$5,500
$5,000
$4,500
$4,000
$3,500
$3,000
$2,500
$2,000
Dollars (In Thousands) Fiscal Year
FY21FY22FY23FY24FY25
Department Overview
Department Overview
Water & Sewer Services Department Overview
The City of Johnson City Water and Sewer Services Department began its operations in the early 1900s, providing potable water service to the citizens and businesses of the city. Treatment of wastewater began in the mid-1950s. Over the years, the department has expanded to serve residents in parts of four counties that surround the corporate limits of Johnson City. As of December 2023, the department serves 47,775 water accounts, of which 29,186 are inside the city limits and 18,589 are outside the city limits, and 30,543 wastewater customers, of which 25,524 are inside the city limits and 5,019 are outside the city limits. The system serves a total population of approximately 118,000 individuals.
The department has two water treatment plants with the capacity to produce 28 million gallons of potable water per day. The Unicoi Water Treatment Plant, located to the south of the city with Unicoi Springs being the source of raw water, can produce an average of 4 million gallons per day. The Watauga Water Treatment Plant, located on the eastern edge of the city with the Watauga River being the source of raw water, can provide 24 million gallons per day. There are 953 miles of water transmission lines dispersed throughout the service area, along with 63 booster stations.
The department also operates three wastewater treatment plants with the total capacity to treat 26 million gallons of wastewater per day. The Brush Creek Wastewater Treatment Plant, located on the eastern edge of the city, can treat 16 million gallons per day. The Knob Creek Wastewater Treatment Plant, located in the northeastern part of the city, has the capacity to treat 4 million gallons per day. The Regional Wastewater Treatment Plant, located near the Tri-Cities Regional Airport, can treat 6 million gallons per day. There are currently 753 miles of wastewater collection lines and 97 lift stations throughout the system.
Key responsibilities:
Department Overview
• Provide potable water service to the citizens and businesses of Johnson City
• Treat wastewater
• Serve 47,775 water accounts
• Serve 30,543 wastewater accounts
• Maintain two water treatment plants
• Operate three wastewater facilities
2024 ACCOMPLISHMENTS
Achieved full compliance with all federal and state Drinking Water Standards
Achieved full compliance with each of the three major wastewater NPDES permits
Achieved full compliance with the one minor wastewater NPDES permit
Internally cleaned and televised 10% of the gravity sanitary sewer system
Completed construction on both the Lower Brush Creek Interceptor Replacement Contract I and Contract II projects
Completed construction on the Lift Station Phase-Out project Phase III near Suncrest Drive and Gray Station Road
Began construction of Sinking Creek Sewer Pump Station upgrade project
Completed construction Phase X & XI of galvanized water line replacement (Oak Grove area and East Myrtle Avenue/East Millard Street)
Completed construction for the Washington County Water Line Extensions project
Began design for the 1838 Outer Loop Water main project along Knob Creek Road from Polk Avenue to Sunset Drive
Completed the commissioning of the Water & Sewer Services Service Center replacement
2025 GOALS & OBJECTIVES
Achieve full compliance with all applicable regulatory agencies
Begin the design for the Phase VIII rehab work generated from the annual TV assessment work
Complete final design of Knob Creek Wastewater Treatment Plant aeration project
Begin design on the next Lift Station Phase-Out project for the phase-out of the Timberlake sewer lift station
Complete easement acquisition, accept bids, and begin construction for the Lower Boones Creek Interceptor, C Station Replacement, and B Station Forcemain projects
Continue construction of Sinking Creek Sewer Pump Station upgrade project
Complete construction on the Phase I architectural improvements to the Brush Creek Wastewater Treatment Plant Equipment Building, and Pump and Blower Buildings
Finalize design on the necessary interior architectural improvements to the Brush Creek Wastewater Treatment Plant Administration Building
Begin design for the Phase XII galvanized water line replacement project
Begin design for the next phase of the Washington County Water Line Extensions project
Begin design for the West Walnut Street waterline project beginning near LP Auer Road
Complete construction for the Utility Relocation Highway 107 TDOT project – Unicoi County
Department Overview
Water and Sewer
Department Overview
$45,000
$40,000
Thousands)
$35,000
$30,000
$25,000
$20,000
$15,000
FY21FY22FY23FY24FY25
Department Overview
Department Overview
BUDGET ORDINANCE
Ordinance No. 4888-24
An Ordinance to Establish the Property Tax Rates, Appropriate Funds, and Adopt a Budget for the Fiscal Year July 1, 2024 through June 30, 2025
SECTION 5. The following funding amounts for the proprietary funds shall be and hereby are adopted as appropriations for the operation of the City of Johnson City, Tennessee, along with revenue projections for the fiscal year 2025:
SECTION 6. Property tax revenues collected exclusively from properties located in Med Tech Park are designated as an economic development reserve in the General Fund for FY 2025.
SECTION 7. No appropriation listed above shall be exceeded without an amendment of the budget ordinance approved by the City Commission.
SECTION 8. If for any reason a budget ordinance is not adopted prior to the beginning of the next fiscal year, the appropriations in this budget ordinance shall become the appropriations for the next fiscal year until the adoption of a new budget ordinance in accordance with Section 6-56-210, Tennessee Code Annotated,provided sufficient revenues are being collected to support the continuing appropriations.
SECTION 9. All unencumbered balances of appropriations remaining at the end of the fiscal year shall lapse and revert to the respective fund balances.
SECTION 10. BE IT FURTHER ORDAINED that a public hearing on this ordinance shall be held by the City Commission on first reading, prior to adoption.
SECTION 11. BE IT FURTHER ORDAINED that inasmuch as the fiscal year of the City begins July 1, 2024, this ordinance shall take effect from and after its passage on third and final reading on July 1, 2024, the public welfare requiring it.
Approved and signed in open meeting on the day of June 2024, following passage on Third Reading.
one additional to accommodate in department. Cost $48,000.
2025Add one additional pickup truck to accommodate additional personnel in the department. Estimated Cost $48,000.
2026Replace existing 2010 Ford E250 work van, which will reach its life expectancy, with a new work van. Estimated Cost $54,000.
2026work van, which will reach its a new work van. Estimated
2026Add one additional work van to accommodate additional personnel in the department. Estimated Cost $54,000. 2026one additional van to accommodate additional personnel in the department. Cost $54,000.
Replace Ten Radios (Mobile and Portable).
Officer's Equipment and Batteries). Ten Portable).
and
and
and
2029
OF JOHNSON CITY | EQUIPMENT
FY 2026NISSAN Forklift replacementNISSAN forklift is in need of replacement. It is a 70's model and does not have a lot of the safety functions for today's 2026is need It is does not have a lot for needs.needs. F Y2026Mid house Truss and Motor systemFor cutting the arena size in half for smaller shows, cheer-leading competitions, MMA, school events. FY2026 Mid house Truss Motor For arena size in half shows, competitions, school
FY 2027Sound System replacementNot a concert system, but one to handle lectures, conventions, school events, etc. F Y 2027Sound System replacementsystem, one to handle school events, etc.
(in $000s)
Mid House truss & motors to enable us to cut the House trus s & motors to enable us to cut the Arena in half to do smaller shows. Arena in half to do smaller shows. RevenueRevenue generating and quality of service. I have the curtain generating and quality of service. I alreadyalready
Sound System for ArenaReplacement of current Sound System for Arena Replacemen t of current sound systemNot a concert systemsomething to sound Not a concert systemsomething use for lectures, globetrotters, use for lectures, globetrotters, wrestling and wrestling and basketball.basketball.
Allocation
Allocation (in $000s) (in $000s)
F und
AND EQUIPMENT
2029
2025 2029
JOHNSON CITY |
OF JOHNSON CITY | EQUIPMENT
DEPARTMENT
FY 202512 total vehicles: Nine (9) marked police SUVs, one (1) marked canine SUV, and two (2) unmarked police SUVs.total vehicles: marked one marked canine SUV, two unmarked FY 2025Two (2) police caninesTwo canines F Y 2025One (1) EOD Bomb Suit FYSuit FY 2025One (1) drone to use for specialty operationsdrone use for specialty operations
FY 202620 total requested vehicles: Sixteen (16) marked police SUVs and four (4) unmarked police SUVs. 202620 total requested (16) marked and FY 2026One (1) police canine F Y 2026police canine FY 202720 total requested vehicles: Fifteen (15) marked police SUVs, one (1) marked canine SUV, and four (4) unmarked police SUVs.requested vehicles: Fifteen marked police SUVs, marked and SUVs. FY 2027One (1) police canineOne police canine FY 202820 total requested vehicles: F ifteen (15) marked police cruisers, two (2) marked canine cruisers and two (3) unmarked police SUVs. 202820 requested vehicles: Fifteen marked police cruisers, two (2) and two (3) police SUVs.
FY 2029 –18 total requested vehicles: Fifteen (15) marked police SUVs and three (3) unmarked SUVs. 2029 –requested vehicles: F ifteen marked police SUVs three (3) SUVs.
(in
2025 FY 2025
Compact Tractor with loader and attachments (Replacing 1996 New Holland Skid Steer); 2Asphalt Patch Truck (Replacing 2005 Pro Patch); 3Mowing loader attachments New Skid 2 Patch Truck (Replacing 2005 Patch); 3 Mowing Tractor4wdlow profile cab tractor (Replacing 1989 Tractor); 4Thermo Applicator and Melter (New); 5Traffic Message Board (Replacing 2002 Traffic Tractor4wdprofile tractor (ReplacingMelter (New); 5 Message Board 2002 Message Board); 6Ext. Cab Pickup truck w/ snow package (Replacing 2006 Dodge Dakota); Survey Base Station (Replacement) Message Board); 6Cab Pickup truck w/ snow 2006 (Replacement)
Capital Equipment for replacement for Solid Waste. No debt service will be required to cover expenditures. Capital replacement for Solid Waste. will required to cover expenditures.
Replace one (1) automated side loader used in collection of waste in Washington County. Expected cost to be $440,000 per unit.
2025
loader in collection waste in Washington County. cost to be 2026
Replacement of F ord F 150 pickup. Estimated cost per unit $41,000. Current unit is year 2016 and will be sold as surplus due to age and miles. 2026 Replacement of F 150 pickup. Estimated per unit $41,000. Current unit year will be sold as surplus due to miles. 2026Replace five (5) automated residential collection vehicles for use in residential collection in Washington County Regional system. Expected cost per vehicle 2026Replace automated residential for use in residential County Regional Expected per to be $425,000 per unit. be $425,000 per 2028Replace one (1) automated front loader used in collection of waste in Washington County. Expected cost to be $47 9,000 per unit. 2028 Replace automated front used in of in Washington be $479,000
Capital replacement at Waste. No will required to cover expenditures. All units be as age, miles or hours. miles hours.
Capital Equipment for replacement at Solid Waste. No debt service will be required to cover expenditures. All replaced units will be sold as surplus due to age,
2025Replace Three (3) automated side loaders used for collection in the City of Johnson City Solid Waste System. Expected cost to be $440,000 per unit.(3) for collection City of City Solid Waste System. Expected to be per unit.
2025Replace F ork Lift used in recycle warehouse. expected cost to be $40,000. 2025Replace Fork in warehouse. expected be 2025Replace four (4) leaf machines used for collections of leaves in City of Johnson City leaf collection program. Expected cost is $95,000 per unit. Replace machines for collections leaves in City of City leaf program. cost is $95,000 per unit. 2025Replace knuckle boom $75,000.Replace $7 5,000.
2026Replace two (2) roll off trucks used to collect roll off dumpsters. Expected cost is $236,000 per unit. 2026 Replace off trucks to dumpsters. cost is per unit. 2026
Replace one (1) 4x4 flatbed truck used in recycling operations. Expected cost to be $100,000. 2026Replace 4x4 truck used operations. cost to be 2026Replace one (1) curbside recycle truck used to collect recycling from City of Johnson City residential curbside recycling program. Expected cost to be
Replace curbside truck used to collect recycling City of Johnson City residential curbside recycling Expected be $285,000.$285,000.
2026
Replace five (5) automated loaders used to collect residential waste inside the City of Johnson City. Expected cost to be $452,000 per unit
Replace five automated loaders to collect residential the City Johnson Expected cost be $452,000 unit
2027
2027
Replace one (1) front loader used for commercial waste collection in the City of Johnson City Solid Waste System. Expected cost to be $467,000 per unit.
Replace front loader used for waste collection City of City Solid Waste System. to be per
2027
Replace one (1) roll off truck used to collect roll off dumpsters inside Washington County. Expected cost is $243,000 per unit.
Replace one roll off truck used off inside County. cost is per
2027
Replace skid steer used in recycling transfer station. Expected cost is expected to be $86,000 per unit.Replace transfer station. cost expected be $86,000
2027
Replace one (1) roll off truck used to collect roll off dumpsters. Expected cost is $250,000 per unit.
Replace roll off truck used off cost per unit.
2028
Replace one (1) single axle roll off truck used to collect roll off dumpsters. Expected cost is $225,000 per unit.
Replace single off to off dumpsters. Expected $225,000 per
Replace one (1) roll off truck used to collect roll off dumpsters. Expected cost is $257 ,000 per unit.
2028
2028
2029
2029Replace roll off truck used off cost $257,000
2029Replace three (3) curbside recycling vehicles used in curbside recycling program. Expected cost per vehicle is $315,000 per unit
2029Replace curbside vehicles used in curbside recycling Expected cost per vehicle is unit
These buses are 8 passengers with 2 wheelchair stations. We are following our vehicle replacement plan
Replace cutaway buses that have met FTA's useful
cutaway buses have met These buses passengers 2 wheelchair stations. following replacement plan schedule. schedule.
Replace minivans that have met FTA useful life. We are following our replacement plan and will be replacing two vans in FY 2025 and three in FY 2029. minivans met FTA following replacement plan be two vans in FY 2025 three in FY
Replace some of the older onboard vehicle cameras and DVR systems. We will replace systems that met useful life on fixed-route and paratransit vehicles. This Replace some the older onboard vehicle and DVR We replace that met useful life fixed-route paratransit vehicles. project was programmed in the F Y 24 budget and CIP but has been moved to FY 25 due to other projects being behind. All federal, state, and local funds have FY 24 CIP has been moved to FY to projects state, local funds been approved. Total cost $125,000
Replacement and additions to the fleet and equipment as necessary to provide adequate service. The specific equipment list to be replaced or added is additions to fleet and to provide service. specific equipment list to or added determined annually. See attachment for breakdown of costs. annually. See attachment for breakdown costs.
GENERAL FACILITIES GENERAL FACILITIES
($000s)
to improve the aging downtown canopy to address roofing issues and to improve downtown canopy issues and public use. Propose to develop a better roofing material and fall protection to use. to develop a better roofing material fall protection to provide a pedestrian friendly canopy to allow more safety for fire and emergency provide a pedestrian to allow emergency egress from adjacent buildings while also improving the aesthetic appearance egress from adjacent while also improving the aesthetic appearance from the public rights of way:
The following items are proposed improvements for general facilities only. Other following are proposed for facilities only. Other departments (Fire, Police, Water/Sewer, Parks, Freedom Hall, Library, etc.) are (Fire, Police, Water/Sewer, Parks, etc.) expected to provide their own capital improvement requests for the facilities that expected provide own improvement requests that they occupy: they occupy:
F Y 2025 Commission Chambers Renovation: The current chambers do not FY 2025 Renovation: chambers not accommodate meetings very well. Planned renovations include reconfiguration accommodate meetings well. renovations reconfiguration and consolidation to one dais as well as new finishes, furnishings, lighting, and consolidation to one dais as well as new furnishings, and HVAC systems. systems.
Security Camera Upgrade: The police department has requested new FY 2026
F Y 2026
Security Camera Upgrade: cameras around and throughout the building, as the system is quite old and throughout as the system is some are not functioning properly. New cameras would offer better coverage, some are not New cameras offer better coverage, resolution, and user capabilities. user capabilities.
Security Glass Installation: To offer protection for staff at the building FY 2026
F Y 2026
Security Installation: To offer protection for at and planning service counters, similar to what was recently installed at city hall planning service similar to recently installed at city hall reception and finance customer service. and service.
Window Replacement at Keystone: Many of the seals on existing FY 2027 Keystone: the seals existing window units have failed, resulting in visible condensation and fogging, as well window failed, in visible and as as water infiltration and reduced energy efficiency. as and reduced energy efficiency.
F Y 2027
ADA Self-Survey Improvements: to various facilities throughout the city for compliance with current ADA facilities compliance with ADA requirements.
(in $000s) (in $000s)
F Y 2027
ADA Self-Survey Improvements: To perform necessary improvements to FY 2027
CIP FY 20252029
FY 2025 2029
OF JOHNSON CITY | GENERAL FACILITIES
JOHNSON CITY | FLEET MANAGEMENT PROJECTS FLEET MANAGEMENT PROJECTS
FY 2025Replace Heavy Duty Lift. The 50,000 Pound lift is 20 years old andThe 50,000 Pound lift is years parts have become obsolete. ($180,000) parts have become obsolete. ($180,000)
FY 2026None 2026FY 2027Rewire Heavy Duty Shop. The Heavy Duty Shop was built in 1974. F Y 2027Rewire Heavy Duty Shop. Heavy Duty Shop in 1974. The shop needs to be rewired for safety concerns. ($250,000) shop to be for safety concerns. ($250,000) FY 2028NoneFY2029None
CIP
|
FY 20252029 CIP FY 2025 2029 CITY OF JOHNSON CITY | GENERAL FACILITIES
HALL
Constructed in 1974, Freedom Hall is over 50 years old and is in need of a in 1974, Hall over old and in need of number of major renovations and improvements. Proposed improvements over major renovations improvements. Proposed the next five years include the following: next five years include the following:
F Y 25Basketball Gym has sustained damage over the years. FHCC is renting FY 25 Basketball Gym has damage over the years. the gym on a weekly basis for craft fairs, children shows, early voting, volleyball a basis for craft fairs, children early volleyball select instruction. Parks and Rec uses the Gym during the summer months for select instruction. Parks Rec the Gym during summer for day camp and the schools are using the gym during basketball season for and are using the gym basketball season for practice. This year alone will see some 150 to 200 days of usage for events to our This year alone see some to 200 days of for events to our community. community.
F Y 25Arena Ceiling Fall Protection System to prevent accidental falls while FY 25 Ceiling System to prevent accidental installing shows in the arena. in arena.
FY 26-28Building Maintenance Construction ( Locker/Dressing Rooms and 26-28 Building Maintenance ( Locker/Dressing Rooms general restroom for Gym/Pool area) Identified by the master plan consultants general for Gym/Pool area) master plan as an issue for the building for shows and revenue production. as issue for the building for shows revenue production.
F Y 26* Plaza Renovation which is shared space between Freedom Hall and FY * Plaza which is space F reedom Hall and Liberty Bell Middle School. Uses every day and is a tripping/ safety issue. Bell Uses every day and is tripping/ safety issue. FY 27Plumbing is a major issue in the build with breakage and clogged 27 Plumbing a major issue with breakage and clogged incoming lines; can be done in phases by area. incoming be done in phases by F Y 29Front Patron Elevatorto meet
The library's boiler is nearly 25 years old and is at or near end of life. It 26 The library's nearly 25 old and at or near of It needs to be replaced with a more energy efficient system that will save on long needs be replaced a will long term operational costs and reduce the library's overall environmental impacts. operational and reduce the library's overall environmental impacts.
The front steps of the library have suffered from years of use and
The front of library have from years of use and weathering and are in need of replacement. weathering are need replacement.
We will replace the transit exterior windows that are now 34 years old. The new will replace the transit exterior that 34 years old. windows will be double pane low E glass. This project will give the transit will be double pane low glass. will building better energy efficency. building energy efficency.
The current transit roof was installed in 2005 and had several leaks repaired in current transit roof installed in 2005 had leaks repaired in recent years and will have met useful life by FY 25. We plan on applying for years have useful life by FY 25. We on for TDOT funding during FY 25 and bid the project during F Y 2026. funding FY 25 bid FY 2026.
(in
PARKS & RECREATION RECREATION
inital ADA improvements will take place at various parks with some of the ADA will place at parks some of improvements done in-house. Example: restrooms, sidewalks, parking done in-house. restrooms, sidewalks, areas, buildings and walkways. buildings and
Beeson Hall RoofMetal. A replacement roof is needed in order to correct the Beeson Hallreplacement roof needed in order building leakage. We recently engaged in a new contract with a facility user building We new a facility user group and are obligated to correct this issue. and are obligated to correct this issue.
(in
MOUNTAIN PARK PARKS & RECREATION PARKS
CITY | & RECREATION BUFFALO MOUNTAIN PARK
A master plan of Buffalo Mountain Park will be requested to be budgeted in the A master plan Buffalo Mountain will be budgeted FY25 operating budget. Once the master plan has been approved, we will begin operating budget. master plan been approved, we will begin budgeting for the design of that park update based upon the master plan of update based master findings in F Y29. in FY29.
(in $000s)
CITY | & RECREATION
RECREATION CENTERHVAC CARVER RECREATION CENTERHVAC PARKS & RECREATION PARKS
Replacement of the HVAC at Carver Recreation Center. A full replacement is the HVAC at Carver Recreation A full replacement is necessary due to the tens of thousands of dollars that has been needed for short due to tens of thousands dollars has been for short term repairs. F acility Maintenance recommends a replacement as this system has repairs. Facility Maintenance recommends replacement as reached the end of its service life. the end its service life.
(in $000s)
RESTROOMS AT WINGED DEER PARK
Installation of restrooms at Winged Deer Park Disc Golf Course and Mountain
Installation of restrooms at Winged Deer Disc Mountain Bike Trails. We often have to rent port-o-lets or transport the portable restroom Bike Trails. We often rent port-o-lets transport the portable restroom trailer to provide restroom access for disc golf events and mountain biking trailer provide restroom access for events and mountain events therefore building these restrooms will provide convenience to the citizens events therefore building restrooms provide convenience to citizens and lower long term operating costs. With the addition of the mountain bike lower long the of mountain bike trails and the revamping of the disc golf course and walking trails participation and of disc golf walking participation has increased.
FY 26Maintenance Facility Washing Station$120,000Recyclable water will 26 $120,000will allow team to reuse water to wash machine and will be able to separate water team water to will be able to separate water from grass clippings. from grass
F Y 27Design of new clubhouse$100,000Clubhouse is 60 years old this FY 27 of new $100,000Clubhouse is this year and temporary repairs are being made to improve current building. year temporary repairs made to improve current building.
FY 28Construction of New Clubhouse$1,000,000New clubhouse is to F Y 28 of New $1,000,000New clubhouse is hopefully allow for improved infrastructure, restrooms, and ability to have golf allow for improved and to have golf carts moved to closer location to daily traffic. moved to location to daily traffic.
FY 29Irrigation Pump Stations$200,000Irrigation is over 30 years old and F Y 29 Pump StationsIrrigation 30 years old in need of improvements. in need improvements. Beyond 5 years Main line drainage for entire golf course$250,000Drainage years Main drainage for courseDrainage issues remain on entire property on low lying areas and drainage improvements issues on property on low lying areas drainage are needed. needed.
CITY OF JOHNSON CITY | PARKS & RECREATION CITY JOHNSON CITY | & RECREATION
PARKS & RECREATION
PARKS
JACOB'S NATURE PARK AT SINKING CREEK -
JACOB'S NATURE PARK SINKING CREEKRESTROOMS RESTROOMS
Jacob's Nature Park has grown in popularity for the community. Staff holds Nature grown in popularity for the community. Staff classes at this park for children and adults. Currently, portable restrooms are classes at this park for children and Currently, are rented to be able to provide facilities. However, those are only available when be able to provide facilities. However, available when programs are taking place. This is becoming one of our popular parks for are taking place. This becoming for families, restrooms are an important needed component for users. restrooms are an needed component for users.
PARKS & RECREATION PARKS
JOHN BROYLES FIELD FENCING
JOHN BROYLES FIELD FENCING
Replacement of fencing at Broyles Field. Current fencing is in a state of fencing Broyles Field. state significant disrepair. This being a school athletic facility, this presents both safety significant disrepair. This a school facility, presents both and aesthetic issues. aesthetic issues.
(in
JOHNSON CITY | & RECREATION
FARM
& RECREATION PARKS Keefauver Farm Phase 1Parking lots, walking and hiking trails, pavilion with Farm 1 lots, walking hiking trails, with restroom, and amphitheater and Keefauver Farm Phase 2Dog park, inclusive playground and maintenance Farm 2 park, inclusive playground
Once the master plan is finalized and approved, cost estimates will be updated. master plan finalized and cost estimates will
(in $000s) (in $000s)
(in $000s) (in $000s)
PARKS & RECREATION PARKS
20252029
2025 2029 CITY OF JOHNSON CITY | PARKS & RECREATION CITY JOHNSON CITY | & RECREATION LIGHTING LIGHTING
This project addresses the below standard lighting at our existing parks and This the below standard at parks and athletic fields. The new technology with lighting allows us to be more efficient. The new technology with allows us be more efficient. For example, Metro-Kiwanis is on a “light structured green” system that allows F or example, is a “light structured green” system that the company to monitor voltage, detect light problems, and correct any monitor voltage, problems, correct any problems detected. It also allows remote operations from a telephone or detected. allows electronic device. device. Estimated Useful Life of Improvement: 25 years Useful of 25
OF JOHNSON CITY | PARKS & RECREATION
JOHNSON CITY | & RECREATION
AMPITHEATER/OPEN SPACE/RESTROOMS PARKS & RECREATION PARKS
AMPITHEATER/OPEN SPACE/RESTROOMS
Due to the increased outdoor amenities located at MPCC such as Bert Street the outdoor located MPCC as Bert Street Music, 12 new pickle ball courts and a planned renovation of the memorial garden 12 a planned of garden space, it is recommended that outdoor restrooms be added to accommodate space, recommended that outdoor restrooms be added to accommodate these special events and potential pickle ball tournaments. Addition of an events and pickle ball Addition an amphitheater shade structure, restrooms and a splash pad. amphitheater shade structure, restrooms and pad.
Pool plaster has reached it useful life. The recommendation is to replaster the plaster has useful recommendation to pools with Hydrazzo Plaster which provides a 10 year warranty. The cost for the pools Hydrazzo Plaster which 10 year for the two therapy pools is approximately $35,000 and the lap pool cost is two therapy approximately $35,000 lap approximately $58,000. approximately $58,000.
Replacement of the existing tennis clubhouse. This will include an office, storage the tennis This include office, area, and restrooms to accommodate recreation programming, Johnson City and restrooms to accommodate recreation Johnson City School system, Mountain Empire Tennis Association and public use. system, Empire Tennis and use.
This program will replace or repair deteriorating play equipment and provide This program will replace or repair deteriorating provide small and large-scale enhancements in parks and playgrounds throughout small large-scale in parks and the City. The equipment needs to be replaced or repaired that does not comply City. needs be replaced or repaired not comply with the Consumer Product Safety Commission requirements. This the Consumer Product Safety Commission requirements. This funding will replace and upgrade playground equipment on an annual basis. funding upgrade playground equipment on annual basis. F iscal
2026Willow Springs ($550) Year 2026Springs ($550) Fiscal Year 2027Paul Christman ($50), Powell Square ($75), Langston ($125) YearPaul Square ($75), Langston Fiscal Year 2028Lions Park ($250) 2028Lions ($250) Fiscal Year 2029Winged Deer Park LakefrontPhase I ($250) Fiscal Winged LakefrontPhase I ($250) The last three years have been rolled in order to facilitate the structures needed years have been order to facilitate the structures needed at Willow Springs Park. at Willow Park.
The artificial turf on the playground at Rotary Park is showing significant wear the playground at Rotary is significant wear and tear. The average life span of this artificial turf is approximately 8 years old. tear. The average life of turf is 8 old. This project has moved up in priority due to safety concerns. This up in priority
OF JOHNSON CITY | PARKS & RECREATION
JOHNSON CITY | & RECREATION
LANGSTON CENTRE EXPANSION PARKS & RECREATION PARKS
LANGSTON CENTRE EXPANSION
A feasibility study to identify the need for an expansion of The Langston Center A need expansion of Langston Center will be requested in the FY26 operating budget to identify the needs for a be in the operating to identify the needs for a building expansion as space is extremely limited at this facility. Design for the building as space extremely limited at this for the expansion in F Y27 will be based off the findings of this study. expansion in FY27 will be based off of this
PARKS & RECREATION PARKS RECREATION
2029 CITY OF JOHNSON CITY | PARKS & RECREATION
JOHNSON CITY | & RECREATION WILLOW SPRINGS PARKRESTROOM/PAVILION WILLOW SPRINGS PARK RESTROOM/PAVILION
Construct pavilion with restrooms at Willow Springs Park. A proposed large scale with at Springs Park. proposed playground update is scheduled for Willow Springs Park in FY2026. Currently at playground scheduled Springs in F Y2026. Currently at this location only one restroom facility serves the entire park. An additional this location additional restroom will benefit patrons having a secondary restroom. Another pavilion will benefit patrons a Another pavilion will bring in additional revenue. additional revenue.
& RECREATION PARKS
JOHNSON CITY | & RECREATION WINGED DEER PARKADAPTIVE KAYAK RAMP WINGED DEERADAPTIVE KAYAK RAMP
Adaptive Kayak Ramp at Winged Deer Park Lakefront. This will be an Ramp at Deer Park Lakefront. will an accessibility improvement for the proposed waterfront recreational area at proposed at Winged Deer Park. Plans include developing a swimming and kayaking area Deer Park. developing swimming and kayaking area next to the fishing pier. next to fishing
DEERADMINISTRATIVE OFFICESIDING
The siding on the WDP administrative office is in need of replacement. It is on administrative office is need replacement. It is discolored and showing signs of rot in areas. and showing of rot areas.
Turf the fields at the Raymond Huff ComplexPhase 1. This update will help to Turf at Complex Phase 1. This update will to match the new synthetic turf complex to match the new standard of play. the new synthetic turf complex standard of
SCHOOLSSCHOOLS
The existing concession stands at the SHHS stadium are not able to existing stands SHHS stadium are not able to accommodate large crowds, particularly during football games. Preliminary accommodate large during games. Preliminary meetings among city staff, school staff, athletics, and boosters have resulted in a among school staff, athletics, boosters in a consensus to add another concessions area to this pavilion. to pavilion.
JOHNSON CITY SCHOOLS JOHNSON SCHOOLS
JOHNSON CITY |
SECURING SCHOOL BUILDING FOYERS
SECURING SCHOOL BUILDING FOYERS
Renovations to School Building Foyer areas to control access to the remainder of to Building Foyer areas access remainder of the school building for Cherokee, Mountain View and North Side Elementary school Mountain Side Schools. Due to the design of these schools, architectural designs will be needed Schools. of these schools, architectural will needed to implement two levels of locked entry doors. implement two locked
TRANSPORTATION TRANSPORTATION
($000s)
This project is intended to bring Johnson City infrastructure into compliance with This intended to bring Johnson compliance ADA regulations over a period of time. The sequencing would be as ADA over time. would
neighborhoods
3) Outer city neighborhoods and business districts
Outer city and districts A master plan was developed a few years ago which allows for a 30 year A master plan developed years which allows implementation period to complete full ADA sidewalk access community wide. implementation period complete full ADA access These funds are only to begin the process to compliance. It will require far more funds begin to compliance. It require far more years of implementation than within this CIP 5-year program. The full cost is of implementation within 5-year program.
$4 million, or approximately $150K
$4 million, or approximately $150K per year.
CIP
FY 20252029 CIP FY 2025 2029
CITY OF JOHNSON CITY | TRANSPORTATION
DOWNTOWNSTREETSCAPES
CITY JOHNSON CITY | DOWNTOWN IMPROVEMENTSSTREETSCAPES
This multi-year project involves expanding on the streetscape enhancements in This multi-year project involves on the streetscape in the downtown area that began in FY 2013. The following details the downtown area that The following proposed improvements: proposed
F Y 2025Boone and Main Parking Lot$100K continued
FYParking FY 2026Main Street (Buffalo to Roan)$500K 2026(Buffalo Roan) $500K
FY 2027Main Street (Buffalo to Roan)$500K Main Street (Buffalo to Roan)
FY 2028Market Street (Roan to Division)$500K 2028 Market (Roan to Division)$500K
F Y 2029Main Street (Roan to Division)$500K
FYMain to Division) $500K
(in $000s) (in $000s)
Boone/ Main Parking
(Buffalo to Roan) Street (Buffalo Roan)
Main
ConstructionMain Street ( Buffalo to Roan) ConstructionMain Street (Buffalo to
ConstructionMarket Street (Roan to Division)
Construction Street to Division)
(Roan
ConstructionMain Street (Roan to Division)
$000s) (in $000s)
This group of projects addresses major issues of traffic capacity and roadway This of projects major of roadway enhancements to stimulate economic development. These projects enhancements These projects require local commitment toward total funding or matching state and federal local total funding matching federal funding. These projects cannot be constructed by in-house crews and projects be constructed generally involve funding commitment for contract design, right of way generally involve funding commitment for contract design, way acquisition, and construction by contract. Projects include: construction Projects
CIP FY 20252029 CIP FY 2025 2029 CITY OF JOHNSON CITY | TRANSPORTATION CITY JOHNSON CITY | TRAFFIC SIGNAL INSTALLATIONS TRAFFIC SIGNAL INSTALLATIONS
As the community grows, so does the traffic. A list of the proposed schedule for As so does traffic. A schedule for installation of traffic signals is attached. installation traffic signals attached. Any matching funds derived from private, state, or federal funds to offset the use private, or offset of general fund dollars will be sought. of fund dollars be Potential projects include: Potential projects include: Pine/ University Parkway Meridale/ Bristol Hwy Meridale/ Bristol Market/ Indian Ridge Ridge Swadley/ Milligan Hwy Swadley/ Milligan Hwy Carroll Creek/ Browns Mill Carroll Browns F airview/ Watauga Rd. Fairview/ Sam Jenkins/ Suncrest Sam Jenkins/ Suncrest Roan/ Market/ Main Market/ Roan/ Whitewood Whitewood
UTILITIESUTILITIES
Additional 16" water transmission line to the western portion of the city water 16" line of system for redundancy and flow availability along Knob Creek Road from for redundancy Knob Creek Road approximately Polk Avenue to Sunset Drive. approximately Polk Sunset Drive.
Approximately 12,000 LF Replacement of existing gravity sewer interceptor Approximately 12,000 existing
Boones Creek from I-26 downstream to B Sewer Lift Station. For capacity Creek downstream to F or capacity for future growth. for
of existing wastewater lift station near Reedy Creek, located off of existing wastewater lift station near Reedy located off Boring
Road that was originally installed in the 1970's. originally
into the 19-22
into the 19-22
These projects consist of water & sewer improvements for local road projects improvements for local road improvements, and annexation areas. This work will be primarily contracted out and work will be primarily contracted out vs force account delivered. vs account delivered.
is a recurring project for each successive fiscal year.
a recurring each
20252029
2025 2029
JOHNSON CITY | UTILITIES
OF JOHNSON CITY | UTILITIES
EMERGENCY PREPAREDNESS AND SECURITY
EMERGENCY AND SECURITY
IMPROVEMENTS FOR WATER AND SEWER
IMPROVEMENTS FOR WATER AND SEWER
Additional emergency preparedness equipment for water booster stations, sewer emergency preparedness equipment for water booster sewer lift stations, and other facilities in the system. and other in the system.
Auxiliary power, backup pumping equipment, mobile temporary equipment, etc. backup pumping mobile etc. is intended to be purchased with this budgeted expense. intended to be with this expense.
Improvement of security for water/sewer facilities including: water treatment of security for facilities including: plants, raw water intakes, water booster stations, sewer treatment plants, raw water intakes, booster stations, treatment plants, sewer pumping stations, water storage tanks, warehouse, and offices. sewer stations, water storage tanks, and Includes equipment and facility improvements necessary to better protect both equipment improvements protect personnel and facilities, such as fencing, barriers, etc. personnel facilities, such as etc.
This is a recurring project for each successive fiscal year.
This a recurring successive fiscal
(in $000s) (in $000s)
Replace existing sewer lift station for additional capacity within the R1E Sewer Replace existing lift station capacity within the R1E Basin to include 4,600 Linear Feet of 18-inch gravity interceptor, and Basin include Linear 18-inch approximately 5,300 linear feet of 12-inch force main. approximately 5,300 12-inch
Pumping and Forcemain from the Knob Creek Wastewater Treatment Plant from Knob Creek Treatment Plant (WWTP) to the Brush Creek Wastewater Treatment Plant (WWTP) to assist to Creek Treatment Plant (WWTP) to assist in handling future dry weather flows and peak wet weather flows. in handling weather flows peak flows. (Not programmed into the 19-22
Plan) programmed into the 19-22
OAK RD TANKSTATE OF FRANKLIN
OAK RD TANKOF FRANKLIN
An estimated 2 million gallon water storage tank to add additional reinforcement estimated 2 million gallon to add additional reinforcement in the 2009 pressure zone along with a 16” large diameter water transmission line in zone along with large line from the State of F ranklin Road water booster station to the new Lone Oak tank from the State of Franklin Road booster station to the new Lone Oak tank located off of Lone Oak Road near the Cherokee Road intersection. located Lone Oak Road near the Cherokee Road intersection.
(Finalize
(Complete
Funding for any additional planning documents, engineering studies and for any additional documents, engineering studies designs, and improvements necessary on an annual basis that are not currently designs, necessary on annual basis that are not currently anticipated as part of maintaining the Water and Sewer Services Department. anticipated as maintaining the Water and Department. This is a recurring project for each successive fiscal year. This a recurring
Continuation of the expansion of the regional collection system by adding a 30" of the regional collection force main sewer from B Station to D Station. This will provide additional sewer from B Station Station. This will provide additional capacity and added utilization of previous improvements to the pumping added utilization of previous to stations.stations.
Funding for the rehabilitation and replacement of gravity sewer collection system for the rehabilitation and gravity sewer system impacted by roots. This is a multi-year program for the city that will continue into by This a multi-year program for the city that continue into the future. This is a recurring project for each successive fiscal year. This a recurring
This will involve extension of gravity sewer lines to areas undeveloped inside the This involve extension gravity to undeveloped inside city limits and also phase out some existing sewer lift stations. and also phase out some existing sewer lift stations. This is a recurring project for each successive fiscal year.
a recurring each
Funding for rehabilitation of existing lift stations in the system including any for rehabilitation of lift stations in including necessary painting, repairs, refurbishments, etc. This is a multi-year program for painting, refurbishments, etc. This is multi-year program the city and will continue into the future. This is a recurring project for each will continue into the future. This is for each successive fiscal year. successive fiscal year.
of the existing Sinking Creek Sewer Lift Station in the Brush Creek the existing Sewer Station in Creek sewer basin for additional capacity and the extension of the useful service life. for additional of useful
JOHNSON CITY | UTILITIES
DIAMETER WATERLINE REPLACEMENT3" OR SMALL DIAMETER WATERLINE REPLACEMENTOR LESSLESS
Replacement and upgrade of small diameter neighborhood water lines in the upgrade diameter water lines in the system. This is a multi-year project which will continue into the future. This a multi-year which will These lines are older primarily galvanized and cast iron and less than 3" in are older galvanized cast and less in diameter.diameter. This is a recurring project for each successive fiscal year. This a recurring
(in $000s) (in $000s)
Allocation Expenditure Allocation (in $000s) (in $000s)
REHABILITATION AND MAINTENANCE
Scheduled Maintenance on the 17 reservoirs in the water distribution system. Maintenance on 17 the water distribution Recoating, rehabilitation, and enhancement of storage tank provide safety Recoating, and storage tank provide safety improvements and operational improvements. Steel tanks require recoating on a and tanks on regular cycle. This is a recurring project for each successive fiscal year. This a recurring
(SCADA) to
of AMI, or "Smart Meters", provides utilities and customers with of AMI, "Smart provides utilities customers with
data concerning consumption which will result in increased meter
time data concerning consumption will in meter
accuracy, improved asset management, improved customer services, and accuracy, asset customer services, and
Replacement or Rehabilitation of existing water and sewer lines which have Rehabilitation existing water and sewer lines which reached their service life as part of the Walnut Street Redevelopment Project. their life as of Walnut Street Redevelopment Project.
Schedule dictated by new streetscape improvements. by streetscape
JOHNSON CITY | UTILITIES
COLLECTION LINE REHABILITATION AND WASTEWATER COLLECTION LINE REHABILITATION AND REPLACEMENT REPLACEMENT
Funding for rehabilitation and replacing older sewer lines in the system. This is a for rehabilitation replacing older sewer lines in This a multi-year program for the city. Priorities developed by a matrix of inflow and program for the city. Priorities by matrix of inflow infiltration correction, condition assessment, and future paving areas. correction, assessment, paving This is a recurring project for each successive fiscal year. This a recurring successive fiscal
Improvements to existing water and wastewater facility processes, electrical, and to existing wastewater electrical, mechanical systems which have reached their useful service life or are in need of mechanical which have reached their useful life in need refurbishment. This is a recurring project for each successive fiscal year. refurbishment. This a project for each successive year.
AND WASTEWATER TREATMENT
AND SITE IMPROVEMENTS
AND SITE IMPROVEMENTS
Replacement and upgrading of water and wastewater facilities, architecture upgrading water and wastewater facilities, components, and mechanical components which have reached their useful components, mechanical which have reached service life.service life. This is a recurring project for each successive fiscal year. This a recurring each
The budgeted allocation is dedicated on replacing 4" cast iron and asbestos allocation dedicated replacing 4" cast iron asbestos cement water mains in the system. Depending on priority, this may be combined in system. Depending priority, with additional galvanized waterline replacement. May be combined with water additional galvanized May be with water line replacement depending on project value and need. This is a recurring project on value and This is project for each successive fiscal year. for each successive fiscal
SUMMARY ($000s)
CIP FY 20252029 CIP FY 2025 2029 CITY OF JOHNSON CITY | OPERATING CITY JOHNSON CITY | OPERATING
SIDEWALK/TRAIL CONSTRUCTION
SIDEWALK/TRAIL CONSTRUCTION
The General Plan includes a section on proposed new sidewalk and trail Plan section proposed sidewalk locations. Implementation of that plan should focus on school access, park of plan on school park access, and connectivity to neighborhoods (but not necessarily within individual and connectivity to not necessarily within neighborhoods). To do so emphasizes locations along arterials and To emphasizes arterials collectors, and in the process develops a series of loops, which would eventually and in develops loops, which would eventually overlap. Implementation elements include design, right of way overlap. elements include right way purchase, and construction. F unding is based on $10/ft. design (private), $10/ft. purchase, and construction. Funding based $10/ft. design right of way, and $20/ft. in-house construction for sidewalks and $10/ft. right of way, $20/ft. in-house for and $10/ft. design, $20/ft. right of way, and $40/ft. in-house construction for trails. $20/ft. way, and in-house for trails.
F Y 25Oakland (S); Southwest ROW (T); Lone Oak ROW (T)
FY 25 (S); ROW Lone Oak ROW (T)
FY 26Woodland (S); Lone Oak CONST (T) (S);
FY 27Bristol Hwy (S); Carroll Creek DESIGN (T)
Y 27 Bristol Carroll Creek (T)
28Antioch Rd (S); Carroll Creek DESIGN (T) Antioch (S); Carroll Creek (T)
GLOSSARY
Accrual Basis of Accounting – A basis of accounting in which revenues and expenditures are recorded at the time they are earned or incurred as opposed to when cash is actually received or spent.
Appropriation – Authorization for spending a specific amount of money for a specific purpose during a fiscal year.
Approved Budget – The budget as formally adopted by the City Commission for the upcoming fiscal year, beginning July 1.
Assessed Valuation – A value that is established for real or personal property for use as a basis for levying property taxes.
Balanced Budget – Occurs when planned expenditures equal anticipated revenues. In Tennessee, it is required that the budget be approved by the City Commission be balanced.
Bond Rating – A rating (made by an established bond rating company) from a schedule of grades indicating the probability of timely repayment of principal and interest on bonds issued.
Budget – A comprehensive financial plan of operation for a fiscal year that matches all planned revenues and expenditures with various municipal services. The City’s budget is adopted annually.
Budget Calendar – The schedule of key dates or milestones which the City staff follows in the preparation and adoption of the budget.
Budget Document – The official written statement prepared by the City staff which reflects the decisions and allocations made by the City Commission.
Budget Ordinance – The formal legal documentation of budgeted appropriations approved by the City Commission. The adoption of the budget ordinance requires approval on three readings.
Capital – Category of expenditures for capital acquisitions that include: land, buildings, infrastructure, and equipment over $5,000, which have useful lives extending beyond a single reporting period.
Capital Equipment Fund – Used to account for acquisition of major capital equipment including vehicles, mowers, large trucks, etc.
Capital Improvements Plan – Issued separately, but in coordination with the budget document, the CIP is the plan or schedule of project expenditures for public facilities, infrastructure, and equipment with estimated project costs, sources of funding, and timing of work/purchases over a five year period. Generally, projects and/or equipment over $15,000 are included in the CIP.
Capital Projects Fund – Used to account for acquisition and/or construction of major capital projects, including buildings, parks, streets, and other City facilities.
Glossary
City Commission – The five member governing body of the City of Johnson City.
City Manager – The Chief Executive Officer of the City of Johnson City, hired by the City Commission.
Community Development Block Grant (CDBG) – A federal entitlement program designed to benefit low and moderate income persons, specifically in the areas of housing.
Cost-of-Living Adjustment (COLA) – An increase in salaries to offset the adverse effect of inflation on compensation.
Debt Limit – The maximum amount of gross or net debt that is legally permitted.
Debt Service Fund – The fund established for the purpose of accumulating resources to repay the principal and interest on long-term general obligation debt, excluding debt payable for the Enterprise Funds of the City (Golf, Solid Waste, and Water/Sewer).
Deficit – An excess of expenditures over revenues or expenses over income.
Department – A major administrative or operational division of the City, which is responsible for a group of related activities.
Depreciation – A decrease in value of property through wear, deterioration, or obsolescence.
Drug Fund – A fund used to account for drug related fines and confiscations received, as well as usage of these monies to further drug investigations.
Enterprise Fund – A grouping of activities whose expenditures are entirely offset by revenues collected from user fees or charges. This is a business-like activity. Enterprise Funds for the City of Johnson City are Golf, Mass Transit, Solid Waste (Municipal and Regional), Storm Water, and Water/Sewer.
Estimated Revenue – The amount of projected revenue to be collected during the fiscal year.
Expenditure – The money spent by the City for programs and projects included within the approved budget.
Fiscal Year – The time period beginning on July 1 of a calendar year and ending on June 30 of the following calendar year.
Fixed Assets – Equipment and other capital items used in governmental type operations, which are intended to be held and have long-term value, such as land, buildings, machinery, vehicles, and other equipment.
Full-Time Equivalent – A part-time position converted to the decimal equivalent of a full-time position based on 2080 hours.
Glossary
Fund – An accounting entity which has a set of self-balancing accounts and where all financial transactions for special activities or governmental functions are recorded.
Fund Balance – Amounts shown as fund balance represent monies remain unspent after all budgeted expenditures have been made.
General Fund – The general operating fund of the City used to account for all financial resources except those required to be accounted for in another fund. Most department operations of the City are funded by the General Fund, including Police, Fire, Administration, Parks & Recreation, Senior Center, Risk Management, Information Technology, and Public Works.
Generally Accepted Accounting Principles (GAAP) – The rules and procedures that serve as the guide for the fair presentation of Financial Statements.
General Obligation Bonds – Bonds issued by a government that are backed by the full faith and credit of its taxing authority.
Goal – A statement of specific direction, purpose, or intent to be accomplished by staff within a program.
Grants – A contribution of cash or other assets from another government or non-profit foundation to be used for a specific purpose.
Infrastructure – Long-lived capital assets that normally are stationary in nature, including streets, bridges, water/sewer line and treatment facilities, storm drainage, traffic signals, etc.
Intergovernmental Revenue – Funds received from federal, state, and local government sources.
Internal Service Fund – Fund used to account for the furnishings of goods or services by one department to other departments or agencies on a cost-reimbursement basis. The Motor Transport Fund and Insurance Fund are internal service funds for the City of Johnson City.
Line Item – A budgetary account representing a specific object of expense.
Long-Term Debt – Debt issued with a maturity of more than one year after the date of issuance.
Merit Increase – An amount of money set aside to reward employees who have performed with excellence throughout the fiscal year.
Modified Accrual Basis of Accounting – Basis of accounting to which: 1) revenues are recognized in the accounting period in which they become available and measurable and 2) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable.
Glossary
Objective – A statement of specific direction, purpose, or intent to be accomplished by staff within a program.
Operating Budget – The City’s financial plan which outlines proposed personnel and operating expenditures for the coming fiscal year, as well as revenue estimates which will be used to finance them.
Payment in Lieu of Taxes – Payment that a property owner not subject to taxation makes to a government to compensate for services that the property owner receives, which are normally financed through property taxes.
Personal Services – Category of expenditures which include employees, salaries and wages, and employee benefits.
Property Tax – A tax levied on the assessed value of real and personal property.
Property Tax Rate – The amount of tax levied for each $100 of assessed valuation.
Public Hearing – An open meeting or portion of the regularly scheduled meeting of the City Commission for the purpose of obtaining public comment or input on a particular issue.
Reserved Fund Balance – A portion of the City’s fund balance that is legally restricted for a specific purpose and is not available for general appropriation.
Retained Earnings – An equity account reflecting the accumulated earnings of an enterprise or internal service fund.
Revenue – Income received from various sources used to finance government services.
Revenue Bonds – Bonds usually sold for constructing a project that will produce revenue for the City. The revenue is then used to pay the principal and interest on the bond.
Special Revenue Fund – A fund used to account for resources that are subject to certain spending restrictions, where specific revenue sources are used to finance certain activities.
Supplemental Budget – A budget that is prepared to meet unexpected needs or to spend revenues not anticipated at the time the original budget was adopted.
Transfer – An amount distributed from one fund to finance activities in another fund. Transfers are shown as an expenditure in the originating fund and a revenue in the receiving fund.
Unreserved Fund Balance – The portion of fund balance that is not restricted for a specific purpose and is available for general appropriation.
