Payroll accounts for nearly all of the budget growth
The General Services property-management unit rises from $22.93 million in fiscal 2024–25 actual spending to $25.87 million in the adopted 2025–26 plan. The $2.93 million increase equals 12.8%.
Salaries and employee benefits increase $2.82 million, or 17.6%. Services and supplies decline $286,681, while the prior year’s $172,728 capital line drops to zero.
| Measure | FY 2024–25 actual | FY 2025–26 adopted | Change |
|---|---|---|---|
| Revenue | $5.40M | $5.59M | +$0.20M |
| Salaries and benefits | $16.03M | $18.86M | +$2.82M |
| Services and supplies | $8.64M | $8.35M | −$0.29M |
| Total appropriations | $22.93M | $25.87M | +$2.93M |
| Net county cost | $17.54M | $20.27M | +$2.74M |
Revenue and reimbursements do not keep pace
Revenue increases $195,621, or 3.6%, to $5.59 million. The magnitude of net county cost grows $2.74 million, or 15.6%, to $20.27 million—faster than the appropriation itself.
Expenditure transfers and reimbursements offset $1.64 million in the adopted plan, a smaller offset than the prior actual year’s $1.91 million. A new $295,219 other-financing-use line also appears.
The records show a labor shift, not why it happened
The original finding is that almost the entire net increase sits in compensation while purchased services and capital decline. That can indicate more work being performed by county staff, negotiated compensation growth, added positions or some combination.
Schedule 9 does not identify headcount, vacancies, collective-bargaining effects, building work orders or vendor savings. It therefore cannot establish that staffing expanded or that outsourcing fell; those explanations require position and contract records.
Method and limitations
The newsroom used the General Services property-management unit, not the separate capital-projects budget, and recalculated changes from the unrounded printed amounts. Mixing those units would obscure the operating question examined here.
Adopted amounts are ceilings and forecasts. Final payroll, reimbursements and internal charges may differ. This comparison is a map of authorized priorities, not an audit finding of waste or a completed-project ledger.