Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Capital Spending topic
No spam. Unsubscribe anytime.
Five‑year capital plan totals $120M; consultant says quarter‑cent sales tax or modest property‑tax change could close funding gap
Summary
Davenport & Company presented a five‑year CIP that totals about $120 million (FY27–31), with $66 million expected from grants and other sources; the county’s share would be roughly $54.2 million and consultants modeled an $11 million shortfall by 2031 that could be closed by dedicating a quarter‑cent sales tax (~$2M/year) or modest property‑tax increases.
Consultant Mitch with Davenport & Company told the Mon County Board of Commissioners on April 14 that the county’s proposed five‑year capital improvement plan (FY27–31) includes roughly $120 million in projects, with about $66 million expected to come from grants and other outside sources.
Mitch said the FY27 program totals about $47.3 million, of which roughly half is anticipated to be covered by grants and other non‑county dollars. The net county funding requirement across the five years was modeled at approximately $54.2 million, part cash‑funded and part debt‑funded depending on board choices.
The consultant ran three affordability scenarios. Under the most aggressive scenario — funding the full plan as presented — the model showed an approximate $11 million revenue shortfall that would materialize nearer 2031 if current assumptions held. Mitch and staff showed that dedicating a quarter‑cent local sales tax to capital (the board has authorized placement on a ballot option) would generate an estimated ~$2 million per year and eliminate that modeled shortfall in the five‑year outlook. The same modeling suggested a property‑tax equivalent of roughly 1.7–1.9 cents per $100 valuation would also address the gap, depending on timing and whether the board elected to begin collections immediately.
Mitch emphasized the county’s relatively strong fiscal position — double‑A credit ratings, solid fund balance and a planned $20 million capital reserve — and recommended using the CIP as a planning tool while acknowledging later years will be adjusted annually.
Board members discussed alternatives (cash‑funding vs. borrowing for a proposed $10M county facility, phasing projects, grant pursuit and using set‑asides). They directed staff to continue refining scenarios and to return with updated figures during the budget process.
Provenance: "In total, column C, the total capital investment is ... 47.3 million" (SEG 1580–1581); "five‑year CIP 27 to 31 of 120 million" (SEG 1610–1612); and modeling discussion of a ~$11 million shortfall and quarter‑cent sales tax impacts (SEG 1732–1771).
Ending: Staff will refine CIP scenarios and return with updated affordability modeling as part of the FY27 budget process; commissioners may decide how (or whether) to pursue a quarter‑cent sales‑tax option or other revenue adjustments.
