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Consultants present five‑year financial plan; Fiscal Court discusses $15M capital program and staffing needs
Summary
Consultants from Compass Municipal presented a five‑year pro forma that assumes conservative revenue growth and targets a 30% fund balance. The model shows a baseline $15 million capital program (proposed split: $10M debt, $5M cash), and magistrates discussed debt timing, potential hires, and a recommended 3.75% COLA for employees (estimated $1.5M).
Consultants Michael George and Keith presented a granular five‑year financial plan and a summary pro forma to Scott County’s Fiscal Court, outlining revenue and expenditure assumptions and offering scenarios to help the county meet a 30% fund balance target.
Michael said the plan uses conservative assumptions: 5% annual property tax growth, 4% occupational license tax growth in the near term, a 10% increase in insurance and medical expenses for FY27 with a 5% pace thereafter, and a placeholder assumption of adding one sheriff deputy per year in the model. He said the model was built to keep the court above a 30% fund balance target and to allow quick scenario adjustments.
On the capital side, the consultants presented a $15 million illustrative capital program over five years. The proposed funding mix in the presentation was $10 million in debt and $5 million funded with cash (including some OLT construction revenues layered into the pro forma). Michael explained the $10 million was structured to “wrap” around existing debt so early years’ debt service remains relatively low and increases as older bonds retire.
The court discussed tradeoffs between cash‑funding projects (which would draw down reserves) and bonding (which spreads cost but adds debt service). Magistrates asked for additional scenarios showing fewer capital projects, cash‑only funding, and the effect of adding staff lines (firefighters, EMTs and other positions) to better understand the sensitivity of the fund balance to those choices.
Judge Covington and staff also reviewed FY27 budget assumptions: the draft recommended a 3.75% cost‑of‑living adjustment and targeted market adjustments for specific positions. County finance staff estimated the 3.75% COLA and related benefit costs at roughly $1.5 million. Jeff described the request for an HR/payroll assistant (estimated fully loaded cost about $74,000) to provide backup and improve compliance for a workforce of roughly 300 full‑time employees.
On public safety staffing, EMS and fire leaders described recruitment and training constraints and proposed options: hiring more provisionals, front‑loading EMT training or exploring hybrid EMT courses to reduce overtime created by in‑service training. Chris from EMS outlined a proposed MOU with the Kentucky National Guard to bring medics through a county‑run four‑week training rotation; the Guard would pay $75,000 per rotation and the county would provide an instructor and one additional paramedic to cover training responsibilities.
Next steps: Michael and Keith offered to run follow‑up scenarios requested by magistrates (cash vs. debt, different capital totals, and staffing scenarios). County staff will circulate the tuition reimbursement and holiday compensation drafts and return with updated numbers at the next workshop meeting.
