FY2022 Budget & Tax rate
STRATEGIC PRIORITIES: FY 2022
Objective 1:
Develop and execute health care delivery based on people and place
Objective 2:
Implement patient-focused and coordinated health care system
Objective 3:
Sustainable financial model for health care delivery
FY 2021 APPROVED BUDGET AND FY 2022 APPROVED BUDGET SOURCES AND USES SUMMARY
FY2022 BUDGET ATTACHMENT A
| wdt_ID | DESCRIPTION | FY 2021 APPROVED BUDGET | FY 2022 APPROVED BUDGET |
|---|---|---|---|
| 1 |
TAX RATE |
0.110306 |
0.111814 |
| 2 |
SOURCES |
||
| 3 | Property Taxes |
234,057,519 |
260,933,097 |
| 4 | Lease Revenue |
12,909,866 |
13,422,399 |
| 5 | Tobacco Litigation Settlement | 2,800,000 | 3,000,000 |
| 6 | Other |
1,720,000 |
3,000,000 |
| 7 | Subtotal Revenue |
251,487,385 |
280,355,496 |
| 8 | Contingency Reserve Carryforward |
115,856,728 |
226,521,399 |
| 9 |
Total Sources |
367,344,113 |
506,876,895 |
| 10 |
USES |
||
| 11 | Healthcare Delivery |
353,858,895 |
491,485,796 |
| 12 | Administration |
11,399,403 |
13,220,246 |
| 13 | Tax Collection |
2,085,816 |
2,170,853 |
| 14 |
Total Uses |
367,344,113 |
506,876,895 |
| 15 |
RESERVES |
||
| 16 | Emergency Reserve |
38,719,836 |
38,719,836 |
| DESCRIPTION | FY 2021 APPROVED BUDGET | FY 2022 APPROVED BUDGET |
FY2022 BUDGET ATTACHMENT B
| wdt_ID | DESCRIPTION | FY 2021 APPROVED BUDGET | FY 2022 APPROVED BUDGET |
|---|---|---|---|
| 1 |
HEALTHCARE DELIVERY |
||
| 2 | Intergovernmental transfers: | ||
| 3 | IGT – CCC DSRIP |
23,528,575 |
15,509,298 |
| 4 |
Total Intergovernmental Transfers |
23,528,575 |
15,509,298 |
| 5 | Healthcare Services | ||
| 6 | Primary Care: Medical, Dental, & Behavioral Health |
56,935,000 |
59,040,000 |
| 7 | Specialty Care: including Specialty Dental |
13,715,000 |
17,175,000 |
| 8 | Specialty Care: Behavioral Health |
1,883,856 |
1,383,856 |
| 9 | Post Acute Care |
5,400,000 |
2,125,000 |
| 10 | |||
| 11 | Pharmacy |
13,250,000 |
14,250,000 |
| 12 | Hospital & Specialty Services |
57,000,000
|
– |
| 13 | Hospital Performance Incentive |
2,700,000 |
– |
| 14 | Healthcare Services – PSH/PFS Payment |
600,000 |
– |
| 15 | MAP Eligibility Enhancements Reserve |
– |
2,000,000 |
| 16 | Integrated Care Collaboration (ICC) |
719,990 |
687,035 |
| 17 | Community Health Care Initiatives Fund |
875,000 |
875,000 |
| 18 | Primary & Specialty Care Reserves |
2,000,000 |
4,050,000 |
| 19 |
Total Healthcare Services |
155,078,846 |
101,585,891 |
| 20 | Healthcare Operations & Support | ||
| 21 | ACA Healthcare Premium Assistance Programs |
11,559,354 |
13,319,929 |
| 22 | ACA Education and Enrollment |
601,320 |
583,000 |
| 23 | Healthcare Facilities and Campus Redevelopment |
5,156,629 |
5,303,564 |
| 24 | UT land lease for teaching hospital |
940,843 |
981,231 |
| 25 | Salary and Benefits |
15,021,176 |
18,866,066 |
| 26 | Legal |
332,000 |
339,000 |
| 27 | Consulting |
1,085,500 |
840,000 |
| 28 | Other professional goods & services |
7,065,656 |
8,557,311 |
| 29 | Marketing, Community Relations & Engagement |
839,990 |
942,274 |
| 30 | Leases, security & maintenance |
1,774,296 |
1,947,000 |
| 31 | Insurance and Risk Management |
– |
142,000 |
| 32 | Phones, Technology and Utilities |
2,449,460 |
3,293,473 |
| 33 | Printing, copying, postage & signage |
334,522 |
384,056 |
| 34 | Travel, training and professional development |
276,607 |
280,966 |
| 35 | Other operating expenses |
293,822 |
39,741 |
| 36 | Health Care Capital Line of Credit |
1,091,773 |
1,091,773 |
| 37 |
Total Healthcare Operations |
48,822,947 |
56,911,384 |
| 38 | Reserves, appropriated uses & transfers: | ||
| 39 | Transfer to capital reserve |
34,100,000 |
12,546,013 |
| 40 | Transfer to emergency reserve |
– |
– |
| 41 | Transfer to Hospital Services Reserve |
4,000,000 |
– |
| 42 | Sendero risk-based capital |
– |
– |
| 43 | Contingency reserve appropriation |
87,064,169 |
298,780,535 |
| 44 |
Total Reserves, appropriated uses & transfers |
125,164,169 |
311,326,548 |
| 45 | Debt service: | ||
| 46 | Debt service – principal retirement |
1,180,000 |
4,060,000 |
| 47 | Debt service – interest |
84,357 |
2,092,676 |
| 48 |
Total Debt Service |
1,264,357 |
6,152,676 |
| 49 |
Total Healthcare Delivery |
353,858,895 |
491,485,796 |
| 50 |
ADMINISTRATION |
||
| 51 | Salary and Benefits |
5,561,651 |
7,134,758 |
| 52 | Legal |
1,497,136 |
1,456,636 |
| 53 | Consulting |
1,259,570 |
1,341,120 |
| 54 | Investment Services (Travis County) |
115,500 |
115,000 |
| 55 | Benefits & Payroll administrative services |
185,337 |
168,243 |
| 56 | Other professional goods & services |
1,257,450 |
819,787 |
| 57 | Marketing, Community Relations & Engagement |
182,350 |
209,958 |
| 58 | Leases, security & maintenance |
244,940 |
274,250 |
| 59 | Insurance & Risk Management |
150,000 |
375,000 |
| 60 | Phones, Technology and Utilities |
135,449 |
401,716 |
| 61 | Printing, copying, postage & signage |
85,245 |
60,745 |
| 62 | Travel, training and professional development |
222,282 |
370,789 |
| 63 | Other operating expenses |
502,494 |
492,244 |
| 64 |
Total Administration |
11,399,403 |
13,220,246 |
| 65 |
TAX COLLECTION |
||
| 66 | Appraisal District Svcs |
1,123,128 |
1,179,284 |
| 67 | Tax Collection Expense |
962,688 |
991,569 |
| 68 |
Total Tax Collection |
2,085,816 |
2,170,853 |
| 69 |
TOTAL USES |
367,344,113 |
506,876,895 |
| DESCRIPTION | FY 2021 APPROVED BUDGET | FY 2022 APPROVED BUDGET |
Tax Rate
A property tax rate of 11.1814 cents per $100 of taxable property value is approved, which is 6% above the Maintenance & Operations No-New-Revenue Tax Rate, which will support Central Health’s Fiscal Year 2022 budget of $506M.
FY2022 Highlights - Investment in Healthcare Delivery Programs
Implement strategic priorities in healthcare services to support new initiatives and ongoing programs
- Specialty Care Access
- Health Care for the Homeless
- Behavioral Health
- Substance Use Disorder Treatment
- Transitions of Care
- Clinical and Patient Education
Increased investments in MAP and MAP Basic programs
- Primary Care/Urgent Care
- Pharmacy
- Increase length of MAP eligibility
Clinical practice development
- Application for NPI/TPI
System of Care Planning
- Addresses system of care gaps
Investment in Operational Excellence and Staff
- Robust business case planning process used for 20 initiatives
- Implement HUB Disparity Study results
- Enhancing diversity and inclusion initiatives
The Financial Environment
Built on a solid foundation:
- Strong credit rating – recently received Moody’s Outlook Summary – Aa2 Credit Rating
- Received GFOA Distinguished Budget Award in FY2020 and FY2021
- LONG-TERM OUTLOOK TO PROVIDE SUSTAINABLE FUNDING FOR SYSTEM OF CARE SERVICE LEVELS
FY2022 TAX RATE 6.0% OVER M&O NO NEW REVENUE RATE
MAJOR TEXAS HOSPITAL DISTRICTS: FY 2021 TAX BURDEN COMPARISONS
FY 2022 TRAVIS COUNTY TAX BURDEN COMPARISONS
