On the agenda: Leavenworth Packet — data center (Oct 7)

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Leavenworth County
Board of County Commissioners
Regular Meeting Agenda
300 Walnut Street, Suite 225
Leavenworth, KS 66048
October 7, 2026
9:00 a.m.
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE/MOMENT OF SILENT PRAYER
III. ROLL CALL
IV. PUBLIC COMMENT: Public Comment shall be allowed at the beginning of each
meeting and opened again at the end of the meeting after all regularly scheduled agenda
items. Comments shall be limited to five minutes per person; however, commenters may
speak for up to five minutes at both the beginning and end of each meeting. There
should be no expectation of interaction by the Commission during this time. Everyone
wishing to make comments either on items on the agenda or not are encouraged to
provide their comments in writing no later than 8:00 a.m. the Monday immediately
preceding the meeting. These comments will be included in the agenda packet for
everyone to access and review. This allows the Commission to have time to fully
consider input and request follow-up if needed prior to the meeting. During times when
the Courthouse is closed to the general public anyone wishing to make public comment
will provide their comments in writing no later than 8:00 a.m. the Monday immediately
preceding the meeting. The comments will be included and distributed with the normal
meeting packet.
V. ADMINISTRATIVE BUSINESS:
a) County Clerk report
b) 4-H week proclamation
VI. CONSENT AGENDA: The items on the Consent Agenda are considered by staff to
be routine business items. Approval of the items may be made by a single motion,
seconded, and a majority vote with no separate discussion of any item listed. Should a

member of the Governing Body desire to discuss any item, it will be removed from the
Consent Agenda and considered separately.
a) Approval of the minutes of the meeting of September 30, 2026
b) Approval of the schedule for the week of October 12, 2026
c) Approval of the check register
d) Approve and sign the OCB’s
VII. FORMAL BOARD ACTION:
a) Consider a motion to approve the bid from Foley Equipment for a 3-year
lease on three CAT model 420-07 backhoes with an annual payment of
$74,862.51 per year.
b) Consider a motion to approve the FY26 Community Corrections Year-End
Outcome Report for FY26 Adult Comp Plan.
c) Consider a motion to approve the FY26 Community Corrections Year-End
Outcome Report for FY26 Juvenile Comp Plan.
VIII. PRESENTATIONS AND DISCUSSION ITEMS: presentations are materials of general
concern where no action or vote is requested or anticipated.
a) Quarterly reports
•

Community Corrections

•

Council on Aging

•

Planning and Zoning

•

Public Works

b) Executive session if needed
IX. ADDITIONAL PUBLIC COMMENT
X. ADJOURNMENT

LEAVENWORTH COUNTY COMMISSIONERS
MEETING SCHEDULE
Monday, October 5, 2026

Tuesday, October 6, 2026

Wednesday, October 7, 2026
9:00 a.m.

Leavenworth County Commission meeting
• Commission Meeting Room, 300 Walnut, Leavenworth KS

Thursday, October 8, 2026
11:30 a.m.

LCDC quarterly luncheon

Friday, October 9, 2026

ALL SUCH OTHER BUSINESS THAT MAY COME BEFORE THE COMMISSION
ALL MEETINGS ARE OPEN TO THE PUBLIC
COMMENTS SHOULD BE OF GENERAL INTEREST OF THE PUBLIC AND SUBJECT TO THE RULES OF DECORUM

National 4-H Week Proclamation – Leavenworth County
WHEREAS, this year’s National 4-H Week theme, “Beyond Ready,” reminds us that 4-H is
building a ready generation in a world of change and equips young people with skills for the
future while meeting them where they are today;

WHEREAS, 4-H is America’s largest youth development organization, supporting six million
youth across the country; and

WHEREAS, 4-H programs are delivered by the Cooperative Extension System – a community of
more than 100 public land-grant colleges and universities across the Nation – that provides
experiences for young people to learn by doing;

WHEREAS, 4-H is in every city and county in the United States and helps 6 million youth become
engaged, successful and independent; and

WHEREAS, 4-H connects young people and adults to their communities, preparing them for
work and life through experiential and inquiry-based learning while providing emerging
research for positive youth development; and

WHEREAS, expanding from its strong agricultural roots, 4-H helps young people explore the
world around them and grow into productive adults; and

WHEREAS, supporting future leaders in science, agriculture and community leadership is an
important imperative for U.S. Department of Agriculture National Institute of Food and
Agriculture 4-H program; and

NOW, THEREFORE, I, Mike Stieben, do hereby proclaim October 4 –10 2026 as NATIONAL 4-H
WEEK throughout Leavenworth County, and encourage all our citizens to recognize 4-H for the
significant impact it has made and continues to make by empowering youth with the skills they
need to lead for a lifetime.

IN WITNESS WHEREOF, I have hereunto set my hands on this 7th Day of October, 2026

Mike Stieben
Leavenworth County Chairperson

*******September 30, 2026 ********
The Board of County Commissioners met in regular session on Wednesday, September 30, 2026.
Commissioner Stieben, Commissioner Culbertson, Commissioner Smith, Commissioner Reid and
Commissioner Dove are present; Also present: Mark Loughry, County Administrator; Chuck Magaha,
Emergency Management Director; Amy Allison, Planning and Zoning Deputy Director; John Jacobson,
Planning and Zoning Director

A motion was made by Commissioner Smith and seconded by Commissioner Stieben to recess
for a closed executive meeting to consult with our attorneys and discuss confidential matters
related to the legal interest of the County which would be deemed privileged in the attorneyclient relationship as justified by K.S.A. 75-4319(b)(2) and that Board resume open meeting at
9:15 a.m. in the meeting room of the Board. Present in the executive meeting will be
Commissioners Mike Smith, Jeff Culbertson, Vanessa Reid, Willie Dove, Mike Stieben, County
Administrator Mark Loughry, Legal Counsel Alex Gilmore and others that may be called.
Motion passed, 4-0.
The Board has returned to regular session at 9:15 a.m. No action was taken and no decisions were
made. The subject was limited to matters related to the legal interests of the County.
PUBLIC COMMENT:
Ronald Grossman, Ben Rioux, Jim Karleskint, Dee Karleskint, Russ Dent, Tammy Patton, Kim
Colvert, Erica Hunter, Ann Brockhoff, Zack Pistora, and Ted Grinter commented.
ADMINISTRATIVE BUSINESS:
Mark Loughry followed up on a work session with KDHE indicating they would come out if there
is a specific application for a power generation facility.
Commissioner Smith inquired about participation in the Veteran’s Day parade.
Commissioner Stieben would like to bring in Daniel Goetzel to speak about data centers.
Mr. Loughry explained the scope that was requested for the financial Stifle report.
Commissioner Reid traveled to Colorado and attend a policy summit regarding AI and the impacts
and data centers.
A motion was made by Commissioner Culberson to change out the position of the chairman
with Commissioner Mike Smith.
Commissioner Culbertson withdrew his motion.
A motion was made by Commissioner Culbertson and seconded by Commissioner Dove to
change out the chair.

A motion was made by Commissioner Dove and seconded by Commissioner Reid to call to
previous question.
Motion passed, 3-2 Commissioners Smith and Stieben
voting nay.
The Board recessed for 10 minutes.
Call to question requires vote on Commissioner Culbertson’s original motion.
Motion passed, 3-1, Commissioner Stieben voting nay.
A motion was made by Commissioner Culbertson and seconded by Commissioner Dove to
appoint Vanessa Reid as temporary chair.
Motion passed, 3-1 Commissioner Stieben voting nay.
A motion was made by Commissioner Culbertson and seconded by Commissioner Dove to
appoint Mike Smith as permanent chair for the rest of the year.
Motion passed, 3-1, Commissioner Stieben voting nay.
A motion was made by Commissioner Culbertson and seconded by Commissioner Dove to accept
the consent agenda for Wednesday, September 30, 2026.
Motion passed, 4-0.
Chuck Magaha requested the chairperson to sign the Emergency Management Performance Grant.
A motion was made by Commissioner Dove and seconded by Commissioner Culbertson to
authorize the chairperson to sign the Emergency Management Performance Grant.
Motion passed, 4-0.
Disorganization of Fire District No. 1
Commissioner Reid opened the public hearing.
No one spoke in favor or opposition.
Commissioner Reid closed the public hearing.
A motion was made by Commissioner Culbertson and seconded by Commissioner Stieben to
adopt Resolution 2026-21, the disorganization of Rural Fire District No. 1 of Leavenworth
County, Kansas.
Motion passed, 4-0.
Amy Allison presented Resolution 2026-18, a rezoning request from RR-2.5 and B-3 to B-3.
A motion was made by Commissioner Dove and seconded by Commissioner Culbertson to
find that the rezoning request complies with the Golden Factors and based on the findings as

set forth in the staff report and as adopted by the amended Planning Commission
recommendation. I move to adopt Resolution 2026-18 and approve the rezoning as outlined in
Case DEV-26-103 with the following revisions, list revisions.
Motion passed, 4-0.
Ms. Allison presented Resolution 2026-19, a rezoning request from RR-2.5 to B-3.
A motion was made by Commissioner Dove and seconded by Commissioner Culbertson to find
that the rezoning request complies with the Golden Factors and based on the findings as set
forth in the staff report and as adopted by the amended Planning Commission
recommendation. I move to adopt Resolution 2026-19 and approve the rezoning as outlined in
Case DEV-26-104 with the following revisions, list revisions.
Motion passed, 4-0.
Ms. Allison presented Resolution 2026-20, text amendments to the 2006 Leavenworth County
Zoning and Subdivision Regulations.
A motion was made by Commissioner Stieben to remand this back for review to the Planning
Commission for the purpose of reviewing the regulations dealing with nuclear power, dealing
with decibel sound and also dealing with the categories that are presented, seeing if additional
categories can be drafted.
Commissioner Stieben clarified the word average on the decibels should be removed and make
the nuclear power language the way it was before. He clarified the categories should be broken
up more.
Commissioner Smith returned to the meeting at 11:56 a.m.
The Board recessed at 12:00 p.m. for lunch.
The Board returned to session at 1:02 p.m.
The Board continued to discuss potential changes to the regulations.
A motion was made by Commissioner Stieben and seconded by Commissioner Culbertson to
return this back to the Planning Commission for further consideration and having additional
public hearing to reconsider the prohibition of the nuclear provisions, the categories of data
centers, the decibel removing average and adding reclamation provisions.
Motion passed, 4-1 Commissioner Reid voting nay.
Ms. Allison requested appointment to the Board of Codes Appeals.
A motion was made by Commissioner Stieben and seconded by Commissioner Smith to
appoint Wes Baker and Garren Stickelman to the Board of Code Appeals.
Commissioner Stieben withdrew his motion and Commissioner Smith withdrew his second.

A motion was made by Commissioner Stieben and seconded by Commissioner Smith to Wes
Baker to the Board of Code Appeals.
Motion failed, 2-2 Commissioners Dove and Reid voting nay and
Commissioner Culbertson abstained.
A motion was made by Commissioner Stieben and seconded by Commissioner Smith to
appoint Garren Stickelman to the Board of Code Appeals.
Motion passed, 4-0, Commissioner Culbertson abstained.
A motion was made by Commissioner Reid to appoint Byron McFee as the next.
Motion failed for lack of a second.
A motion was made by Commissioner Dove and seconded by Commissioner Stieben to
adjourn.
Motion passed, 5-0.
The Board adjourned at 1:56 p.m.

LEAVENWORTH COUNTY COMMISSIONERS
MEETING SCHEDULE
Monday, October 12, 2026 THE COURTHOUSE WILL BE CLOSED IN OBSERVANCE OF COLUMBUS DAY

Tuesday, October 13, 2026

Wednesday, October 14, 2026
9:00 a.m.

Leavenworth County Commission meeting
• Commission Meeting Room, 300 Walnut, Leavenworth KS

Thursday, October 15, 2026

Friday, October 16, 2026

ALL SUCH OTHER BUSINESS THAT MAY COME BEFORE THE COMMISSION
ALL MEETINGS ARE OPEN TO THE PUBLIC
COMMENTS SHOULD BE OF GENERAL INTEREST OF THE PUBLIC AND SUBJECT TO THE RULES OF DECORUM

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
1

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

WARRANT
DATE

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

986

09/28/2026

1123
143874

POMP'S TIRE SERVICE INC
6-133-5-00-309
TIRES

DESCRIPTION

AMOUNT
1,470.00
WARRANT TOTAL

987

988

09/28/2026

09/30/2026

8686
143867
143831
143831
143831
648
143934
143934
143934
143915
143916
143898
143931
143883
143883
143883
143883
143891
143883
143932
143883
143883
143930
143883
143930
143932
143883
143883
143883
143885
143886
143886
143886
143892
143893
143894
143892
143894
143892
143893
143896
143893
143896
143896
143894
143893

TOTAL

EVERGY KANSAS CENTRAL INC
6-001-5-53-219
MONTHLY ELECTRIC SERVICES
6-174-5-00-210
ELECTRIC SERVICES FOR TONGANOX
6-174-5-00-210
ELECTRIC SERVICES FOR TONGANOX
6-174-5-00-210
ELECTRIC SERVICES FOR TONGANOX
WARRANT TOTAL
COMMERCE BANK-COMMERCIAL CARDS
6-001-5-01-202
MATZEDER
6-001-5-01-213
MATZEDER
6-001-5-01-301
MATZEDER
6-001-5-02-202
CLERK MONROE
6-001-5-02-301
CLERKS KEPPLER
6-001-5-04-211
TODD
6-001-5-05-202
TRAFFIS
6-001-5-05-209
EMS
6-001-5-05-210
EMS
6-001-5-05-212
EMS
6-001-5-05-215
EMS
6-001-5-05-215
HEALTH
6-001-5-05-216
EMS
6-001-5-05-280
EMS JOHNSON
6-001-5-05-282
EMS
6-001-5-05-301
EMS
6-001-5-05-302
LEFTWICH
6-001-5-05-306
EMS
6-001-5-05-306
LEFTWICH
6-001-5-05-306
EMS JOHNSON
6-001-5-05-350
EMS
6-001-5-05-381
EMS
6-001-5-05-383
EMS
6-001-5-06-202
ZONING ANDERSON
6-001-5-06-202
ZONING
6-001-5-06-218
ZONING
6-001-5-06-301
ZONING
6-001-5-07-202
AILIN, ANDERSON, CORBET, DEDEK
6-001-5-07-202
DEDEKE
6-001-5-07-202
GARCIA, GREEN, PFLUMM, SCULLY
6-001-5-07-203
AILIN, ANDERSON, CORBET, DEDEK
6-001-5-07-203
GARCIA, GREEN, PFLUMM, SCULLY
6-001-5-07-208
AILIN, ANDERSON, CORBET, DEDEK
6-001-5-07-208
DEDEKE
6-001-5-07-209
MCCAULLY
6-001-5-07-210
DEDEKE
6-001-5-07-210
MCCAULLY
6-001-5-07-218
MCCAULLY
6-001-5-07-251
GARCIA, GREEN, PFLUMM, SCULLY
6-001-5-07-254
DEDEKE

1,470.00
288.60
630.15
463.22
332.35
1,714.32
350.00
582.68
203.67
18.12
117.66
821.42
40.00
55.00
323.81
105.90
166.34
58.92
388.36
11.30
447.41
180.17
8.30
2,015.59
224.82
110.40
2,958.79
3,683.05
316.67
27.54
59.03
221.50
161.03
319.40531.41
1,240.00
51.50
150.00
18.00
388.50
42.00
4,154.24
49.94
4.32
36.66
45.94

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
2

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

WARRANT
DATE

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

DESCRIPTION

AMOUNT

143894
143892
143893
143894
143896
143894
143896
143893
143896
143892
143893
143892
143896
143893
143894
143896
143923
143924
143923
143922
143924
143925
143923
143929
143899
143884
143927
143926
143899
143899
143914
143879
143910
143910
143910
143910
143911
143912
143910
143910
143910
143910
143910
143910
143910
143911
143912
143910
143910
143910

6-001-5-07-262
6-001-5-07-301
6-001-5-07-301
6-001-5-07-301
6-001-5-07-301
6-001-5-07-350
6-001-5-07-354
6-001-5-07-355
6-001-5-07-355
6-001-5-07-357
6-001-5-07-357
6-001-5-07-359
6-001-5-07-359
6-001-5-07-362
6-001-5-07-362
6-001-5-07-362
6-001-5-11-201
6-001-5-11-201
6-001-5-11-202
6-001-5-11-253
6-001-5-11-301
6-001-5-11-301
6-001-5-11-308
6-001-5-12-204
6-001-5-14-228
6-001-5-18-202
6-001-5-19-213
6-001-5-19-301
6-001-5-23-211
6-001-5-23-301
6-001-5-23-301
6-001-5-28-215
6-001-5-31-209
6-001-5-31-293
6-001-5-31-297
6-001-5-31-312
6-001-5-31-312
6-001-5-31-312
6-001-5-31-318
6-001-5-31-383
6-001-5-31-384
6-001-5-31-390
6-001-5-31-391
6-001-5-32-297
6-001-5-32-391
6-001-5-32-391
6-001-5-32-391
6-001-5-33-209
6-001-5-33-296
6-001-5-33-391

GARCIA, GREEN, PFLUMM, SCULLY
AILIN, ANDERSON, CORBET, DEDEK
DEDEKE
GARCIA, GREEN, PFLUMM, SCULLY
MCCAULLY
GARCIA, GREEN, PFLUMM, SCULLY
MCCAULLY
DEDEKE
MCCAULLY
AILIN, ANDERSON, CORBET, DEDEK
DEDEKE
AILIN, ANDERSON, CORBET, DEDEK
MCCAULLY
DEDEKE
GARCIA, GREEN, PFLUMM, SCULLY
MCCAULLY
THOMPSON CO ATTY
GRAHAM CO ATTY
THOMPSON CO ATTY
GLIDEWELL CO ATTY
GRAHAM CO ATTY
FILBERT CO ATTY
THOMPSON CO ATTY
PHILLIPS
SCHERMBECK
IS
CLEMENS DC
CROSSLAND DC
SCHERMBECK
SCHERMBECK
CLERK SLOOP
HR SEPTEMBER
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS TIMON
BUILDING AND GROUNDS CUMMINGS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS TIMON
BUILDING AND GROUNDS CUMMINGS
BUILDING AND GROUNDS
BUILDING AND GROUNDS
BUILDING AND GROUNDS

400.00
14.96
373.93
349.61
980.97
136.90
80.98
37.46
27.98
78.02
27.98
198.32
68.84
95.00
159.00
274.83
245.00
25.88
2,149.00
75.00
510.54
1,083.97
378.84
190.00
307.50
1,583.60
117.1862.68
165.16
358.00
26.09
299.23
213.05
294.69
97.00
931.07
107.54
226.34
79.42
50.59
79.42
662.94
158.84
976.50
901.71
96.48
589.13
183.48
582.51
587.89

TOTAL

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
3

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

WARRANT
DATE

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

DESCRIPTION

AMOUNT

143911
143912
143909
143909
143908
143909
143914
143890
143924
143925
143891
143891
143891
143891
143891
143891
143891
143891
143891
143891
143891
143891
143897
143891
143884
143898
143917
143919
143917
143917
143918
143887
143887
143887
143887
143887
143889
143889
143889
143887
143889
143887
143887
143889
143887
143889
143889
143917
143919
143920

6-001-5-33-391
6-001-5-33-391
6-001-5-41-201
6-001-5-41-301
6-001-5-41-370
6-001-5-41-371
6-001-5-49-301
6-001-5-53-207
6-104-5-00-212
6-104-5-00-212
6-108-5-00-202
6-108-5-00-203
6-108-5-00-204
6-108-5-00-213
6-108-5-00-219
6-108-5-00-280
6-108-5-00-301
6-108-5-00-302
6-108-5-00-380
6-108-5-00-384
6-108-5-00-601
6-108-5-00-606
6-108-5-00-606
6-108-5-00-610
6-115-5-00-409
6-119-5-00-252
6-126-5-00-226
6-126-5-00-226
6-126-5-00-321
6-127-5-00-3
6-127-5-00-3
6-133-5-00-201
6-133-5-00-208
6-133-5-00-211
6-133-5-00-214
6-133-5-00-301
6-133-5-00-301
6-133-5-00-311
6-133-5-00-312
6-133-5-00-360
6-133-5-00-360
6-133-5-00-362
6-133-5-00-363
6-133-5-00-363
6-133-5-00-364
6-133-5-00-364
6-133-5-00-365
6-135-5-00-200
6-135-5-00-200
6-135-5-00-200

BUILDING AND GROUNDS TIMON
BUILDING AND GROUNDS CUMMINGS
APPRAISERS
APPRAISERS
APPRAISERS
APPRAISERS
CLERK SLOOP
NW
GRAHAM CO ATTY
FILBERT CO ATTY
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HEALTH
HAMMERSCHMIDT
HEALTH
IS
TODD
BERRY COMM CORR
SKAGGS COMM CORR
BERRY COMM CORR
BERRY COMM CORR
VANHOUTEN COMM CORR
PETERSON, PW, SEXTON, WILLIAMS
PETERSON, PW, SEXTON, WILLIAMS
PETERSON, PW, SEXTON, WILLIAMS
PETERSON, PW, SEXTON, WILLIAMS
PETERSON, PW, SEXTON, WILLIAMS
AREVELO, CARLIN, EVANS
AREVELO, CARLIN, EVANS
AREVELO, CARLIN, EVANS
PETERSON, PW, SEXTON, WILLIAMS
AREVELO, CARLIN, EVANS
PETERSON, PW, SEXTON, WILLIAMS
PETERSON, PW, SEXTON, WILLIAMS
AREVELO, CARLIN, EVANS
PETERSON, PW, SEXTON, WILLIAMS
AREVELO, CARLIN, EVANS
AREVELO, CARLIN, EVANS
BERRY COMM CORR
SKAGGS COMM CORR
HERRERA

194.52
293.67
115.87
20.51
1,917.40
624.83
51.57
153.41
192.29
275.73
12.50
60.00
270.92
72.00
145.15
1,536.64
192.70
43.70
86.36
773.81
185.06
241.88
1,008.73
51.48
1,700.31
792.00
50.00
52.00
115.63
65.67
106.08
1,635.00
36.23
701.46
523.37
160.35
706.40
280.65
15.43
464.32
1,094.13
143.92
156.68
519.99
824.42
1,227.73
72.61
505.05
25.97
288.63

TOTAL

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
4

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

*1864

WARRANT
DATE

AP 09/28/2026

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

143917
143920
143921
143917
143917
143888
143907
143935
143900
143906
143937
143906
143901
143903
143900
143907
143935
143900
143900
143900
143901
143903
143900
143900
143904
143906
143902
143900
143902
143904
143906
143900
143900
143900
143900
143900
143882
143882
143905
143936
143880
143881
143881
143880
143880
143928
143913
143934

6-136-5-00-201
6-136-5-00-207
6-136-5-00-207
6-136-5-00-301
6-136-5-00-341
6-137-5-00-320
6-144-5-00-2
6-144-5-00-2
6-145-5-00-201
6-145-5-00-202
6-145-5-00-210
6-145-5-00-211
6-145-5-00-213
6-145-5-00-252
6-145-5-00-255
6-145-5-00-3
6-145-5-00-3
6-145-5-00-301
6-145-5-00-303
6-145-5-00-305
6-145-5-00-306
6-145-5-00-307
6-145-5-00-345
6-145-5-00-746
6-145-5-00-746
6-145-5-00-746
6-145-5-00-750
6-145-5-00-9
6-145-5-00-9
6-145-5-00-9
6-145-5-00-9
6-145-5-05-301
6-145-5-06-301
6-145-5-06-321
6-145-5-07-302
6-145-5-07-321
6-146-5-00-205
6-146-5-00-301
6-147-5-00-3
6-147-5-00-3
6-160-5-00-213
6-160-5-00-213
6-160-5-00-301
6-160-5-00-304
6-160-5-00-305
6-198-5-18-201
6-212-5-00-3
6-222-5-00-201

122

DESCRIPTION

BERRY COMM CORR
HERRERA
IANNONE COMM CORR
BERRY COMM CORR
BERRY COMM CORR
LOCAL SERVICE
COA CAMPBELL
COA
COA
COA HARMON
RICHARDSON COA
COA HARMON
TUTTLE
HOWARD
COA
COA CAMPBELL
COA
COA
COA
COA
TUTTLE
HOWARD
COA
COA
COA KELLOGG
COA HARMON
PETERSEN
COA
PETERSEN
COA KELLOGG
COA HARMON
COA
COA
COA
COA
COA
HANCOCK MV
HANCOCK MV
HARMON
COA
SW ANDERSON
SW SALDIVAR
SW SALDIVAR
SW ANDERSON
SW ANDERSON
MAGAHA
BUILDING AND GROUNDS CUMMINGS
MATZEDER
WARRANT TOTAL
PFEFFERKORN ENGINEERING & ENVI

AMOUNT

TOTAL

5.48
120.00
437.60
50.05
50.05
5,137.32
793.81
180.00
284.85
370.00
30.00
668.19
330.00
29.98
169.45
188.70
36.64
12.34
618.83
124.38
321.85
20.50
123.56
9,479.26
258.03
46.98
243.67
1,903.75
112.84
262.25
172.91
14.26
11.86
37.07
10.42
5.93
35.80
808.12
399.92
3,205.91
1,501.30
1,486.79
465.04
119.90
98.90
211.30
10.10
119.03
89,426.96

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
5

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

*121943

121944

121945

121946
121947
121948
121949
121950

121951
121952

121953
121954

WARRANT
DATE

AP 09/28/2026

AP 09/28/2026

AP 09/28/2026

AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026

AP 09/28/2026
AP 09/28/2026

AP 09/28/2026
AP 09/28/2026

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

143878
143878
143878

6-171-5-04-201
6-171-5-04-201
6-171-5-04-201

4120
143851
143851
143847
143846
143846
143847
249
143862
143862
18253
143833
143833
25797
143834
1523
143856
2570
143849
2570
143850
24545
143836
143869
2588
143837
894
143828
143828
143828
143828
268
143863
4465
143854

DESCRIPTION

HOLLINGSWORTH TO DEMPSEY
HOLLINGSWORTH TO DEMPSEY
HOLLINGSWORTH TO DEMPSEY
WARRANT TOTAL
AAA LAUNDRY & LINEN SUPPLY CO
6-001-5-53-215
UNIFORM RENTALS
6-001-5-53-215
UNIFORM RENTALS
6-133-5-00-203
UNIFORM RENTALS
6-133-5-00-215
UNIFORM RENTALS
6-133-5-00-312
UNIFORM RENTALS
6-137-5-00-203
UNIFORM RENTALS
WARRANT TOTAL
ATCHISON HOSPITAL
6-001-5-28-212
DRUG SCREEN AND PT
6-001-5-28-212
DRUG SCREEN AND PT
WARRANT TOTAL
AT&T MOBILITY
6-001-5-06-216
WIRELESS MI FI
6-001-5-06-216
WIRELESS MI FI
WARRANT TOTAL
BERRY TRACTOR & EQUIPMENT
6-133-5-00-360
HYD DRIVE MOTOR, MOUNTING PIN,
WARRANT TOTAL
BOB BARKER CO INC
6-001-5-07-359
JAIL SUPPLIES
WARRANT TOTAL
BEN SHEPLEY
6-503-5-00-2
REFUND OF ENTRANCE AT 254TH ST
WARRANT TOTAL
HANNA SAATHOFF
6-503-5-00-2
REFUND OF ENTRANCE AT 243RD ST
WARRANT TOTAL
CDW GOVERNMENT INC
6-133-5-00-211
BLUEBEAM REVU FOR STEVEN WALLA
6-133-5-00-301
APC BATTERY BACKUP
WARRANT TOTAL
FOLEY EQUIPMENT
6-133-5-00-360
SCREWSM HARNESS ASSY
WARRANT TOTAL
FORENSIC MEDICAL MANAGEMENT SE
6-001-5-13-271
SERVICES, REPORT OF DEATH, DC
6-001-5-13-271
SERVICES, REPORT OF DEATH, DC
6-001-5-13-271
SERVICES, REPORT OF DEATH, DC
6-001-5-13-271
SERVICES, REPORT OF DEATH, DC
WARRANT TOTAL
GEN DIGITAL, INC.
6-510-2-00-941
SEPT PREMIUMS
WARRANT TOTAL
GRONIS HARDWARE INC
6-001-5-07-359
JAIL EXPENSES

AMOUNT

TOTAL

28,399.29
39,186.55
84,764.45
152,350.29
107.46
107.46
103.62
907.24
528.80
103.62
1,858.20
90.00
380.00
470.00
44.73
44.73
89.46
1,681.95
1,681.95
2,359.46
2,359.46
100.00
100.00
100.00
100.00
365.00
198.99
563.99
1,559.64
1,559.64
17,325.00
300.00
300.00
850.00
18,775.00
1,983.40
1,983.40
10.68

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
6

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE

WARRANT
DATE

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

DESCRIPTION

143854
143854

6-001-5-07-359
6-001-5-07-359

JAIL EXPENSES
JAIL EXPENSES

1045
143838
143870

HD SUPPLY, INC
6-133-5-00-360
6-133-5-00-360

AMOUNT
11.55
39.98
WARRANT TOTAL

121955

121956

121957
121958

121959
121960

121961

121962
121963

121964

AP 09/28/2026

AP 09/28/2026

AP 09/28/2026
AP 09/28/2026

AP 09/28/2026
AP 09/28/2026

AP 09/28/2026

AP 09/28/2026
AP 09/28/2026

AP 09/28/2026

966
143839
143873
143839
143873
143839
143848
143848
1978
143855
1351
143871
143871
719
143868
232
143872
143872
143872
143872
143872
143872
1049
143853
143853
143852
143852
2059
143857
2666
143826
143826
2666
143832

TOTAL

LOCK BOXES, CABLE LOCKS
DEWALT PUSH AND FLIP UTILITY B
WARRANT TOTAL
ATCHISON AUTO PARTS LLC DBA NA
6-133-5-00-312
GLOVES, BATTERIES, POLY LOOM,
6-133-5-00-312
BLADES AND TOWELS
6-133-5-00-360
GLOVES, BATTERIES, POLY LOOM,
6-133-5-00-360
BLADES AND TOWELS
6-133-5-00-364
GLOVES, BATTERIES, POLY LOOM,
6-137-5-00-320
HOSE AND MARKER
6-137-5-00-320
HOSE AND MARKER
WARRANT TOTAL
KRYGER GLASS CO
6-001-5-07-213
WINDSHIELD REPAIR DUE TO TRAP
WARRANT TOTAL
LEAVENWORTH ASPHALT MATERIALS
6-133-5-00-362
SEAL
6-133-5-00-362
SEAL
WARRANT TOTAL
LINAWEAVER CONSTRUCTION
6-220-5-17-400
ENGINEERING SEVICES F 47 BRIDG
WARRANT TOTAL
MHC KENWORTH-OLATHE
6-133-5-00-360
PARTS
6-133-5-00-360
PARTS
6-133-5-00-360
PARTS
6-133-5-00-360
PARTS
6-133-5-00-360
PARTS
6-133-5-00-360
PARTS
WARRANT TOTAL
MRJ ENGINEERING
6-189-5-00-2
T31 BRIDGE
6-189-5-00-2
T31 BRIDGE
6-220-5-18-400
HP 51 BRIDGE
6-220-5-18-400
HP 51 BRIDGE
WARRANT TOTAL
MIDWEST OFFICE TECHNOLOGY INC
6-001-5-07-219
CANON IRAC259IF
WARRANT TOTAL
IGNACIO NELSON
6-001-5-41-202
MEALS FOR KANSAS PROPERTY TAX
6-001-5-41-202
MEALS FOR KANSAS PROPERTY TAX
WARRANT TOTAL
TERRILOIS TODD
6-001-5-04-211
AIRPORT TAXI SERVICES 8.24-8.2
WARRANT TOTAL

62.21
187.60
35.45
223.05
39.35
48.87
171.14
26.50
14.99
116.88
18.64
436.37
49.95
49.95
5,121.79
12,210.54
17,332.33
148,042.47
148,042.47
88.62
305.34
3,676.42
192.80
1,836.13
827.52
6,926.83
14,370.00
2,250.00
26,700.00
2,950.00
46,270.00
87.98
87.98
57.00
112.00
169.00
108.66
108.66

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
7

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE
121965
121966
121967

WARRANT
DATE

AP 09/28/2026
AP 09/28/2026
AP 09/28/2026

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

2666
143835

LARRY BUCHANAN
6-133-5-00-201

2666
143843

PETER SESE
6-133-5-00-360

24
143840

NATL SIGN CO INC
6-133-5-00-363

DESCRIPTION

AMOUNT

2026 MINK CONFERENCE MILEAGE 1
WARRANT TOTAL

88.45

REIMBURSEMENT OF GRADE STAKES
WARRANT TOTAL

8.98

SIGN MATERIAL

88.45
8.98
4,561.00

WARRANT TOTAL
121968
121969
121970
121971
121972
121973
121974

121975

121976
121977
121978

121979

AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026
AP 09/28/2026

AP 09/28/2026

AP 09/28/2026
AP 09/28/2026
AP 09/28/2026

AP 09/28/2026

3
143830
3
143860
1122
143864
418
143875
7098
143829
22622
143841
1494
143845
143845
143845
143845
248
143858
143858
113
143842
668
143844
1073
143866
143866
1121
143865

TOTAL

NATIONAL ASSOCIATION OF COUNTI
6-001-5-01-203
NACO ANNUAL DUES FOR 1.1 TO 12
WARRANT TOTAL
LEAVENWORTH COUNTY COMMUNITY C
6-176-5-00-212
UA LAB DRUG TESTING
WARRANT TOTAL
OXFORD HOUSE OAK
6-106-5-00-300
CLIEND SERVICES OAK HOUSING KE
WARRANT TOTAL
PENSKE COMMERCIAL VEHICLES US
6-133-5-00-360
DOOR KEY
WARRANT TOTAL
QUILL CORP
6-001-5-01-301
SUPPLIES
WARRANT TOTAL
SEILER INSTRUMENT & MFG
6-133-5-00-327
FIELD BOOK, LATH
WARRANT TOTAL
STRAIGHT-LINE STRIPING INC
6-133-5-00-313
YELLOW AND WHITE PAINT
6-133-5-00-313
YELLOW AND WHITE PAINT
6-133-5-00-313
YELLOW AND WHITE PAINT
6-133-5-00-313
YELLOW AND WHITE PAINT
WARRANT TOTAL
ELIOR,INC
6-001-5-07-261
PRICE INCRESE OF 5% INMATE MEA
6-001-5-07-261
PRICE INCRESE OF 5% INMATE MEA
WARRANT TOTAL
SUMNERONE INC
6-133-5-00-301
CANON DX C372551
WARRANT TOTAL
TIREHUB INC
6-133-5-00-309
TIRES
WARRANT TOTAL
WITHERS-KC SANITARY SUPPLY
6-001-5-02-301
FILING CABINET AND COPY PAPER
6-001-5-41-301
FILING CABINET AND COPY PAPER
WARRANT TOTAL
3 TECH INC
6-115-5-00-409
CABLE PROJECT PHASE 1 AUDIT MA
WARRANT TOTAL

4,561.00
1,638.00
1,638.00
270.00
270.00
340.00
340.00
31.26
31.26
241.71
241.71
91.40
91.40
90,197.10
110,838.60
54,443.52
65,052.00
320,531.22
146.93
6,830.72
6,977.65
44.68
44.68
292.50
292.50
690.00
130.40
820.40
9,403.22
9,403.22

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

9/30/26

9:19:50
Page
8

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
WARRANT CHK
NUMBER TYPE
121980
121981
121982
121983
121984

WARRANT
DATE

AP 09/30/2026
AP 09/30/2026
AP 09/30/2026
AP 09/30/2026
AP 09/30/2026

VEND #/
PCH DOC #

VENDOR NAME/
ACCOUNT NUMBER

559
143939

CLAY E COBURN III
6-145-5-00-213

2059
143940
427
143942
943
143941
1708
143938

DESCRIPTION

AMOUNT

VEHICLE FLEET WASHES
WARRANT TOTAL
MIDWEST OFFICE TECHNOLOGY INC
6-001-5-01-201
QUARTERLY CHARGES
WARRANT TOTAL
LAW OFFICE OF J.W PEMBLE
6-001-5-09-231
CINC CASES
WARRANT TOTAL
MATTHEW RICH
6-001-5-09-231
CINC CASES
WARRANT TOTAL
LEAV CO SHERIFF-SECURITY
6-114-5-00-201
LVCO FAIRGOUNDS DATA CENTER 3
WARRANT TOTAL
GRAND TOTAL

TOTAL

30.48
30.48
459.31
459.31
4,162.50
4,162.50
360.00
360.00
925.00
925.00
845,489.28

FMWARREGR2
JSCHERMBEC

LEAVENWORTH COUNTY
WARRANT REGISTER
START DATE: 09/25/2026 END DATE: 10/01/2026

TYPES OF CHECKS SELECTED: * ALL TYPES
CHECK RANGE SELECTED: * No Check Range Selected
FUND SUMMARY
001
104
106
108
114
115
119
126
127
133
135
136
137
144
145
146
147
160
171
174
176
189
198
212
220
222
503
510

GENERAL
DRUG PROSECUTOR'S FUND
OPIOID SETTLEMENT
COUNTY HEALTH
CLOVERLEAF INFRASTRURE LLC
EQUIPMENT RESERVE
ROD TECHNOLOGY
COMM CORR ADULT
COMM CORR ADULT NON GRANT
ROAD & BRIDGE
COMM CORR OPIOID
COMM CORR JUVENILE
LOCAL SERVICE ROAD & BRIDGE
PALS (PETS AND LOVING SENIORS
COUNCIL ON AGING
COUNTY TREASURER SPECIAL
MEMORIALS (COA)
SOLID WASTE MANAGEMENT
S TAX CAP RD PROJ: BONDS
911
VETERANS TREATMENT COURT (16.753)
TONGANOXIE TWP TRAFFIC IMPACT
SPECIAL GRANTS
SEWER DISTRICT 2: TIMBERLAKES
CAP IMPR: RD & BRIDGE
BOCC FIRE MGMT
ROAD & BRIDGE BOND ESCROW
PAYROLL CLEARING

78,223.87
468.02
340.00
4,680.93
925.00
11,103.53
792.00
217.63
171.75
365,810.48
819.65
663.18
5,376.46
973.81
15,918.98
843.92
3,605.83
3,671.93
152,350.29
1,425.72
270.00
16,620.00
211.30
10.10
177,692.47
119.03
200.00
1,983.40

TOTAL ALL FUNDS

845,489.28

9/30/26

9:19:50
Page
9

Leavenworth County
Request for Board Action
Date: 10/7/2026
To:

Board of County Commissioners

From: Public Works
Department Head Approval:
Additional Reviews as needed:
Budget Review

Administrator Review

Legal Review

Action Requested: Requesting approval of the bid pricing for a 3-year lease on 3 CAT model 420-07
Backhoes for an annual payment of $74,862.51 per year from Foley Equipment. This includes fluid,
filter plan and extended warranty for life of the lease.

Recommendation: Approval

Analysis: This is a replacement for our current machine numbers #35, #36, #63 that are all 2020
Case Backhoes that have depreciated out. Foley Equipment was low bid and met our necessary bid
specs.

Alternatives:
Budgetary Impact:
Not Applicable
Budgeted item with available funds
Non-Budgeted item with available funds through prioritization
Non-Budgeted item with additional funds requested

Total Amount Requested: 5 annual payments of $74,862.51

Additional Attachments: Bid Tab

COUNTY OF LEAVENWORTH

3 Backhoes
Bid opened on 09.10.2026

Murphy Tractor
Kansas City, MO

Foley Equipment
Olathe, KS

KanEquip Inc
Kansas City, KS

VLP Equipment Share
Kansas City, MO

KanEquip Inc
Topeka, KS

Bid Price

Model

Bid Price

Model

Bid Price

Model

Bid Price

Model

Bid Price

Model

Total delivered price for three backhoes

$413,781.00

3-320P

$383,550.00

420-07

$413,703.09

3CX 14L4CM

$613,953.86

580SN

$427,500.00

B11D

Extended warranty for life of the lease

$5,541.00

included

$4,485.00

included

$16,500.00

Filter and fluids plan for life of the lease

$4,836.00

included

$21,649.77

included

$50,700.00

Notes

Item Description

Annual Financing for three year 3500 hr lease including
warranty, filter and fluid plan
3yr/3500 hr

per year

$95,853.36

$74,862.51

$111,533.44

$86,527.86

$113,987.76

3 year total

$287,560.08

$224,587.53

$334,600.32

$259,583.58

$341,963.28

Leavenworth County Contractor (local preference, percentage difference from lowest bid)

Leavenworth County
Request for Board Action
Date: October 7th, 2026
To: Board of County Commissioners
From: Community Corrections
Department Head Approval:

Jamie VanHouten, Director

Additional Reviews as needed:
Budget Review

Administrator Review

Legal Review

Action Requested: Approve FY26 Community Corrections Year-End Outcome Reports for FY26 Adult
Comp Plan and FY26 Juvenile Comp Plan.
Recommendation: Approve FY26 EOY Outcome Reports.
Analysis: After the close of each fiscal year EOY outcome reports are due in October. The data
provided in the attached KDOC EOY outcome reports was previously shared and approved by the CAB
on 9/22/26 and JCAB on 9/28/26. The EOY outcome reports are a compilation of each quarter’s
progress towards agency goals established to support the agencies comprehensive plan to improve
long term behavior change and overall supervision outcomes, to increase public safety.
Alternatives: N/A
Budgetary Impact:
Not Applicable
Budgeted item with available funds
Non-Budgeted item with available funds through prioritization
Non-Budgeted item with additional funds requested
Total Amount Requested: N/A
Additional Attachments: FY26 Juvenile CC EOY Outcome Report and FY26 Adult CC EOY Outcome
Report

AISP FY26 AGENCY CASE PLAN
Agency Name:
Principle #1:

Leavenworth County Community Corrections - 1st JD
Skill train with directed practice (use cognitive behavioral methods).
GOAL #1
In FY26, agency will work to engrain the process of making referrals to MRT, Seeking Safety, Crossroads
Curriculum, and Interactive Journalining interventions to address criminal thinking errors and improve
prosocial cognition during the initial case planning process.

ACTION STEPS
1. During PPPS week director will provide staff with our cognitive program first year data to share how we
did in FY25 overall and impacts related to program success to support the importance of programs and
early referrals on supervision outcomes and also, the real life impacts it is having on our clients.
2. During our weekly Wednesday group supervision orientation, program provider will introduce herself and
articulate what programs we offer and their value to plant the seed and normalize programs as a part of
our standard supervision practice, identifying specifically how it differs from regular treatment and can
assist clients in developing more helpful tools and perspectives.
3. Within 7 days of completing initial risk assessment, ISO will identify clients who are appropriate for
cognitive education programs offered in-house and put them on the program providers radar.
4. At clients intial case planning session, ISO will discuss which cognitive intervention referred is the most
appropriate to help them achieve their goals and address criminogenic needs, tying it all together to
improve their buy-in and understanding while making it relevant.
5. Each month the program provider will share the previous months outcomes and the upcoming month's
schedule of programs for which groups are starting, sharing rosters with staff so they can reinforce
program engagement and participation with their respective clients.
6. Prior to the start of a new program, program provider will prepare and mail letters to referred clients to
notify them of upcoming groups as well as their start times, dates, location, and expectations.
7. Each week program provider will complete contact notes in Athena in regards to each clients attendance,
participation, or any concerns so progress is regularly updated and readily available to hold clients
accountable and celebrate success in supervision contacts.
8. When each program commences (whether successfully completed or discharged from program) the
program provider will place copies of certificates, discharge summaries, and any relevant homework
assignments or documentation in the clients hard file for the ISOs reference as needed.
9. This director will sit in on one session of each (7) program offered at least once per year to conduct
observation audits to ensure fidelty of curriculum and quality assurance of service delivery.

BARRIERS
Maintenance goal, one
year was not enough to
embed the importance of
early referrals to cog.
Scheduling conflicts.
PERSON RESPONSIBLE
Director

SUPPORT ENTITIES
ISOs, Program
Provider,
Supervisors, Director

Program Provider

Weekly

ISOs

Ongoing

ISOs

Ongoing

Program Provider, ISOs

Monthly

Program Provider

Ongoing

Program Provider

Weekly

Program Provider

Ongoing

Director

Ongoing

TARGET DATE
7/25/25

1

10. Quarterly, the supervision team will meet with the program provider to discuss data, program progress,
share updates, offer feedback, and review observation audit findings, to monitor goal progress and
measure effectiveness of cognitive program services.
1ST QUARTER PROGRESS
Action step 1 was completed in July during PPPS week. Action steps 2 and 5-8 were successfully executed by
our program provider and easier to measure for this director as she is very organized/structured, as well as
improvement oriented. Action steps 3-5 were tougher for the ISOs as Q1 was a bit chaotic. Step 3’s timeframe
for turnaround was the most difficult with staffing issues and less manageable caseloads. Step 5, reinforcing
group wasn’t present in all the documentation as staff were having less than typical documentation due to
the increase of caseloads and lack of officers to manage all new sentences. As far as step 9, this director sat in
two classes in Q1 while training the newest officer hired. For step 10, this director met with everyone in
October and discussed areas where improvement is needed in step 3-5 and thanked staff for doing their best
in our current situation.
KDOC FEEDBACK
Hang in there, and give yourself grace during this time difficult time with staffing. Don’t forget to celebrate
the wins, even if they’re not what you envisioned or had hoped them to be.
2ND QUARTER PROGRESS
Step 1 completed in Q1. Once again, steps 2 and 5-8 were successfully executed by our program provider
despite her taking on more to help ease the load on the adult officers. Steps 3-4 were not conducted to our
full potential and felt like check box supervision at best. We also did not regularly hit the step 3 timeframe as
turnaround was slow even with Gillian stepping up to help officers with their workload. This director was also
not successful with step 9, as I was not able to sit in on any programs in Q2. Step 10 was carried out and it
was mainly a session thanking Gillian for stepping up, as all the officers sang her praises and gave glowing
feedback. This director also reminded officer staff that we didn’t know we would be trying to keep our heads
above water to stay afloat and that all we can do is our best right now. I provided them with a lot of
reassurance stating that sometimes the best we can do has to be enough, especially given our staffing
shortages and turnover of the vacant position really throwing a wrench in morale. I thanked them for their
hard work and tried to give words of encouragement but it is getting difficult to see a light at the end of the
tunnel.
KDOC FEEDBACK
Not to repeat myself from quarter one but hang in there. I know that is easier said than done, however, I
would encourage you and staff to give yourself grace during this time. When staff leave, do they complete an
exit interview or fill anything out explaining why they are leaving? I’m wondering if there could be anything
gleaned from that to set the agency up for success with new hires. For example, if you find out staff didn’t
realize what all the job would entail, could they visit before accepting the position to get a very small feel for
the job?
3rd QUARTER PROGRESS

Director, Supervisors,
Program Provider

Quarterly

CHALLENGES
Short staffed due to
FMLA, turnover, growing
daily population, high
caseload to officer
ratio

MODIFICATIONS
N/A just trying to get
by until staffing goes
back to normal and
everyone returns
from FMLA

CHALLENGES
Two officers on FMLA,
one vacancy turned back
over after the new girl
quit right after her 30
days of training, growing
ADP, high caseloads,
short staffed due to
budgetary limitations and
staff being dual/wearing
too many hats and being
spread thin.

MODIFICATIONS
N/A- just trying not
to drown.

CHALLENGES

MODIFICATIONS
2

Step 1 completed in Q1. Steps 2-9 went so well in the third quarter! We were not at 100% perfect with step 3
but we had a massive improvement with only 8% not meeting the timeframe. None of our improvements
would have been possible without the addition of our newest officer, Wendy, who came in like a knight in
shining armour. She hit the ground running and showed an appreciation for us getting clients directly into
program services in lieu of waiting for them to violate and then referring to cog. We agree, being proactive is
better. But again, she helped by taking all new cases at the end of february and adapting to our processes
very quickly. If she had not come fully trained in assessments and athena, we still would have been struggling
with hitting those steps, even with Galia’s assistance. As far as step 9, this director sat in on the men’s MRT
group and it was great. Not only did Galia follow the curriculum to fidelity, she was able to redirect and keep
the rowdy personalities getting back to the program and goals of each lesson, when they could have easily
gone off the rails with sidequests, as they were quite an engaged/outgoing group. In Q3, when I met with
Galia and the supervision team, we had a productive meeting reviewing the progress we’ve made so far in
FY26 and going over the data regarding clients who have successfully completed programs and how it has
positively impacted success. This got everyone energized that it isn’t just about the anecdotes and changes
we see, they are quantitative differences as well. We also started to brainstorm a plan for keeping programs
going when Galia starts maternity leave in FY27 (she is due in July).
KDOC FEEDBACK
How refreshing it was to read the progress this quarter compared to the first two quarters, it’s like night and
day! Just goes to show you that staying the course will pay off and there is always a light at the end of the
tunnel! Keep this momentum going and don’t get discouraged when Galia goes on maternity leave. You’ve
built a strong foundation and proven that when times are stressful you will make it through.
END OF YEAR PROGRESS
Step 1 completed in Q1. Steps 2-8 again went smoother in the fourth quarter; however, the end of the
quarter was rough as Galia had some complications with her pregnancy and was in and out of the office,
which was a slight disruption in program services, but we made it through with very few errors. Step 9 this
director was not successful with as calendars and cancellations made it impossible to do an observation in
Q4. However, because things did get shaky at the end, Galia was able to get our new hire up to speed to
formalize a temporary referral process to get clients covered with both our interim facilitators during her
parental leave to reduce a disruption in services and make the transition as smooth as possible.
KDOC FEEDBACK

Forever growing ADP,
high caseloads, short
staffed due to budgetary
limitations and staff
being dual/wearing too
many hats and being
spread thin.

N/A

CHALLENGES
Forever growing ADP,
high caseloads, short
staffed due to budgetary
limitations and staff
being dual/wearing too
many hats and being
spread thin, pregnancy
disruptions.

MODIFICATIONS
N/A

3

Principle #2:

Engage ongoing support in natural communities.
GOAL #2
In FY26, the agency director will work with necessary stakeholders and non-profit groups to increase the
availability of sober transitional houses (Oxfords) in the county so clients have pro-social residential options
to improve long term recovery outcomes and build additional recovery capital in our local area where they
often reside after supervision.

ACTION STEPS
1. Obtain KFAF funding to cover the costs of establishing Oxford Houses in Leavenworth County.
2. Meet with FORA (Friends of Recovery Association) to provide documentation of ability to financially
support the establishment of Oxford Houses in Leavenworth with KFAF grant funds and demonstrate
sustainability (with data) showing how many CC clients on average we already refer to Oxford in
neighboring communities and examples of other agencies who would provide similar referrals.
3. After FORA finds appropriate properties near public transportation and leases are signed, reimburse
landlords for first months rent and security deposit.
4. Once Oxford House property is secured and funded, reach out to community groups and associated
criminal justice parties who would be interested in referring clients and can benefit from supporting the
model to assist in furnishing the property so clients are set up for success.
5. Once this goal is achieved and both male and female Oxford Houses are established, director will share
regular progress updates and provide information to relevant stakeholder groups and task forces who
identified this priority to support long term sustainability.
6. Agency will post contact information for Oxford Houses in the lobby and update posting with vacancy
availability for interested clients who meet sobriety minimums and need recovery supportive housing to
remain drug free and support goals of supervision.
7. As needed, ISOs can apply to use client services housing vouchers for clients to assist with initial move in
fees so they can remain in their natural community and live in an environment conducive to sobriety.
8. Quarterly, this director will reach out to FORA and other members of our recovery community for
updates on available support groups and to stay in tune with new opportunities to support clients
struggling with addiction.
1ST QUARTER PROGRESS
Steps 1-2 were successfully executed in July. By the end of August our counties first Oxford house, a female
house, was established and we were able to provide opiate settlement funds for the first months rent. We
started working on identifying a location for a male house shortly after. In September a list of invites went out
to local stakeholders so they could join in the ribbon cutting ceremony, tour the house, and learn about
Oxford Houses went out. The event will take place on October 31st, Halloween. This director has set up
monthly meetings with Clair the house president to follow up on progress after the mental health task force

BARRIERS
Leavenworth County has
long identified a need for
Oxford Houses but has
not had support or
funding to assist in their
establishment thus far.
PERSON RESPONSIBLE
Director
Director

SUPPORT ENTITIES
Housing subgroup
from SIM workshop,
Interfaith Shelter, LV
Attainable Housing,
MH task force, FORA

Director

10/31/25

Director

10/31/25

Director

Ongoing

Director, ISOs

Ongoing

ISOs

Ongoing

Director

Quarterly

CHALLENGES
Identifying a
property big enough for a
men’s house that is
centrally located.

MODIFICATIONS
N/A

TARGET DATE
7/30/25
7/30/25

4

meeting. Oxford House vacancies are now posted in the lobby and in interview rooms as availability occurs.
Staff have been wonderful about informing clients in regular visits about availability and our ability to help
them with the transition, so we can support long term recovery. Our program provider has revamped our
orientation presentation to include information about oxford on the slideshow. Overall, this goal was very
fulfilling to work towards. We continue to make progress and see the immediate rewards of our effort.
Quarterly meetings with Gina have been scheduled and this director is trying to help connect her with other
directors so other agencies can duplicate our efforts and improve their own local recovery collateral/sober
housing options.
KDOC FEEDBACK
CONGRATS!! This is such a big achievement and must be celebrated!! It sounds like you have covered all of
your bases as far as sharing information with clients and the community, and great job updating orientation
to include this service. I appreciate you sharing Gina’s information with me and look forward to having her
speak at an upcoming director’s meeting. Lastly, I would LOVE to help celebrate you and the agency by
spotlighting the ribbon cutting ceremony on the 31st in an upcoming newsletter. If you are okay with this,
please send me information and pictures to be featured in the January edition.
2ND QUARTER PROGRESS
Steps 1-4 were all completed in Q1-Q2 and the soon to be opened men’s house was identified and leases
were signed before we rang in the new year. Steps 5-7 were successful as our progress was celebrated in
almost every meeting in Q2, from the CAB, to BOCC meeting, human services council, and at the mental
health task force. Everyone wanted to know how it was going, we also got a lot of donations to prepare for
the men’s house (furniture, appliances, etc.) as our community rallies around this goal. The first men’s oxford
house will be in Lansing, KS, and will officially be open to new referrals on March 1st. We have already spent
over four thousand dollars on oxford house rent and deposits for community corrections clients out of our
opiate grant that ends in Q3. We will have to find additional funds to continue to assist clients with housing
vouchers after that grant closes out to keep making progress with step 7 and supporting clients. Step 8 has
been pretty easy to stay on top of as some senior oxford house participants came to establish the women’s
house and also started to fill gaps in support group meeting needs. We are their first point of contact for
getting the word out on new groups or changes to existing treatment support structures. This has been very
nice, they have also been reaching out to bounce ideas off of us as far as what we see as needs for clients that
they can help support. Our partnership was quick but the collaboration continues going strong and making a
difference.

CHALLENGES
Where do I find money to
pay for oxford house rent
when my opiate grant
closes in Q3?

MODIFICATIONS
N/A

Also, side bar, the open house and ribbon cutting ceremony was a big celebration with stakeholders from all
over the county and our agency got a specific shout out from the oxford house president and fora stating they
couldn’t do it without us. It was really nice having people recognize that the system is being more responsive
and is also responsible for good. The former city mayor (who was once a youth incarcerated in KS and has
made national news with his story of turning his life around) gave me a hug and thanked me for improving
5

community recovery supports in his hometown. I did not get any pictures but I know somewhere there is a
picture you can use. I will be sure to take my own for the men’s ribbon cutting ceremony.
KDOC FEEDBACK
And just like that, you turn it around! Celebrate the success of this goal and all that you and others have
worked so hard at! I know these wins don’t fix the issues you’re experiencing with goal 1, however, I hope
they can provide some positive reinforcement and serve as a reminder to keep pushing ahead. I would be
honored to attend the ribbon cutting for the men’s house. If you send me the information and it works with
my schedule, I will be there to celebrate you and your agency!
3rd QUARTER PROGRESS
Steps 1-4 were completed in Q1-Q2. Step 5 officially completed in March when the male house opened in
N/A
Lansing and we shared the good news with all associated community groups. As for step 6, all Oxford House
vacancies and resources for reaching out for waiting lists and how to ask your officer for assistance with rent
to get in the door is all located in the lobby at the check-in desk. Officers have been applying for our housing
vouchers and have been very supportive of clients moving into/living in the houses. It has also been helpful
when multiple of our clients live in the same houses and can transport each other and be supportive of
supervision goals for each other, so some additional unintended positives came out of recovery housing in
terms of our clients helping keep each other accountable. So far it hasn’t backfired. As far as step 8, both
Oxford house presidents and FORA have been great at keeping us informed and being responsive to our
requests for support resources for our clients in recovery. This has also helped immensley with warm
handoffs!!
KDOC FEEDBACK
Wonderful progress! It’s great to hear clients are able to use one another as support systems outside the
office setting. Just another support system they have access to so long as they harness it for good!
END OF YEAR PROGRESS
Steps 1-5 were completed by the end of Q3. A third house was opened in Q4. A second male Oxford House
N/A
was opened based on the support and need for additional male sober beds. In Q4 this director shared data
regarding the success of Oxfords in Kansas and several feel-good success stories regarding our clients who
have moved into these Oxfords and how successful they’ve been. As previously stated, we are continuing to
market Oxford House updates in the lobby, at staff meetings, and discussed during one-on-one meetings with
clients as applicable per step 6. As far as housing vouchers and step 7, staff have been on top of assisting their
clients obtaining housing voucher assistance. They’ve also delivered this to clients as another form of an
incentive to their sobriety and overall compliance with supervision. This director also has kept in regular
contact with FOR A and in Q4 started working on scheduling them to share their information at our human
services council and mental health task force, the same way they came to our directors meeting in the spring.
So, as far as this goal went for FY26, total success and my favorite accomplishment to date as a director. As my
boss says this is the “community” part of community corrections
KDOC FEEDBACK

CHALLENGES

MODIFICATIONS
N/A

CHALLENGES

MODIFICATIONS
N/A

6

Principle #3:

Enhance intrinsic motivation.

GOAL #3
During FY26, utilize compliance incentive raffle program to increase supervision outcomes and long term
behavioral change.

ACTION STEPS
1. During the initial orientation process have clients fill out our intake incentive idea form for officers to gain
a better understanding of what types of rewards will assist in motivating clients throughout supervision
and to get to know them more from a human-centered approach to assist in rapport building.
2. Each week (or at each office visit) if a client has been compliant on supervision since their last report
date, staff will provide their client with a raffle ticket to enter into a raffle of their choice (3 options).
3. At each office visit in which a client is compliant and receives a raffle ticket, the ISO will provide the client
with positive reinforcement to provide short term rewards and intentionally remind the client that the
more compliant they are in the long term, the greater their chances of winning the raffle prize.
4. Each month, the director will pull tickets from the respective raffle box, compiling all tickets for each
person together and staffing which of the individuals who have received tickets (for each drawing) would
emotionally and behaviorally benefit the most from winning the prize (in terms of return of investment to
avoid rewarding the same individuals over and over again or providing a raffle prize to an inactive client
or one who is pending revocation).
5. Once drawing winners are selected, ISOs will provide the raffle prize to the client (or for mystery box, go
get the individualized prize as the mystery is more about who the client is and what means the most to
them) and take a photo of the incentive with the client to post on our compliance wall, as well as provide
positive reinforcement about the prosocial behaviors and progress made on supervision.
6. After each office visit, ISOs will document raffle tickets and any raffle incentives received in ATHENA and
place copies in the clients hard file.
7. Each month the director will total up how many clients received raffles and which raffle options received
the most tickets to quantitatively track compliance on supervision.
8. Each quarter during quarterly file audits, client records will be checked to verify staff compliance with
documentation of incentives and reinforcement of positive behavior change.
9. At the end of the year the director will cross-reference revocation and successful closure data with the
raffle incentive program data to identify if any impact is made through our incentive raffle effort.
1ST QUARTER PROGRESS
Incentive idea forms identified in step 1 have been successfully implemented as of Q1. Steps 2-3 have been
improving month after month as this becomes a routine. Small modifications were made to ensure clients are
writing their own name and dropping the tickets. Some drawings have been better than others, on occasion it
has seemed as though every name we draw the client is no longer in compliance which felt discouraging but

BARRIERS
Staff remembering to use
raffle tickets, buy-in from
staff, sustainability of
incentive funds
PERSON RESPONSIBLE
ISOs

SUPPORT ENTITIES
ISOs, Supervisors,
Director

ISOs/Clients

Ongoing

ISOs

Ongoing

Director/ISOs

Monthly

ISOs

Monthly

ISOs

Ongoing

Director

Monthly

Director

Quarterly

Director

10/1/2026

CHALLENGES
Time, short staffing,
seeing clients back to
back, high caseloads due
to turnover/fmla

MODIFICATIONS
N/A- just want to get
to a place of stability
to improve these

TARGET DATE
7/31/25

8

we know it will take more time to see real benefits. There were also a few missed opportunities when staff
were running back to back with clients to make sure everyone is seen. Definitely saw the quality struggle in
Q1 with these efforts because of unmanageable caseloads. This director had to supervise a few clients to
keep it from getting out of hand. Unfortunately, all three of my clients were unsuccessful with two cases
closed and one death, so I did not get to see clients participate in the raffle. We missed two pictures in Q1.
Documentation for step 6, was not at our best but it was honest documentation that took ownership over
missed opportunities to engage clients in the raffle process. While disappointing that we could have done
better, the accountability documented was a moment of pride. Clearly, the officers cared and acknowledged
we can improve in the future. This was all discovered during the quarterly file audits which somehow were
successfully completed in Q1. The raffle has been a lighter and more fun way to improve processes and
hopefully outcomes. We are anxious to see end of year data. The monthly tracking is showing growth each
month.
KDOC FEEDBACK
Keep that growth from each month as fuel going forward – improvements are being made and that is to be
celebrated! I appreciate your honesty, try not to get discouraged that the first quarter did not turn out
exactly how you had hoped or wanted. Every goal/new initiative can’t be an immediate success.
You all
have accomplished so much, focus on that and keep pushing ahead.
2ND QUARTER PROGRESS
Step 1 completed in Q1. In all transparency, Q2 has been our weakest quarter as if things could get worse
with the fun and easy goal. With our new girl quitting so abruptly and two of the three other adult officers on
FMLA at the beginning of Q2 we were really slacking to remember step 2-3. I think it is pretty typical to revert
back to bare minimum check box supervision in times like we have had but it does not feel good. I am not
sure if you read the juvenile case plan but the youth are doing much better with their version of this incentive
program. They caught on, got excited, and keep the officers on top of the raffles. As for our adult clients, its
still hit and miss, we are really struggling with being consistent which has inadvertently frustrated some
clients. Steps 4-5 we got behind on as a result of trying to get everyone in and seen. We had to have bowls in
front of our raffle holders when the new month started and we hadn’t pulled the last raffle. This has not felt
good. As a result, the trickle-down affect means our progress with steps 6-8 was also less than desirable.
There really is no where to go but up from here but now I have two officers on intermittent FMLA again and
still a vacant spot as the gentlemen we had scheduled to fill our officer vacancy rescinded his acceptance of
the position the week before he was set to start after asking us for thirty days to start. Since that time, we
have only received two qualified applicants for our open position since December. This was supposed to be
our fun goal but without being able to foresee the staffing shortages we did not know how ambitious this
goal would be. The staff are getting all the grace but I still feel like I set us up for failure on the adult side
trying to implement something new.
KDOC FEEDBACK

efforts
intentionally

CHALLENGES
Time, short staffing,
seeing clients back to
back, high caseloads due
to turnover/fmla, no
qualified applicants to fill
vacancies before the
holiday.

MODIFICATIONS
N/A- still fighting
fires and needing
stability

9

I understand the feeling of setting yourself up for failure, however, I challenge you to frame it differently. At
the time these goals were created you had no idea of the barriers you would be facing, no one did. You all
have made huge advancements (hello Oxford houses – yes plural!) so don’t beat yourself up. Similiar to client
case plans, there will be setbacks and even roadblocks. It’s what you do with them that matters in the end.
How you come out the other side, did you give up and throw it all away or did you push through which by the
way can absolutely look like just maintaining and doing what you can on this goal. This may not be a
possibility, but is there any work that the juvenile staff could help with on these steps for the adult side?
Kudos to them making progress on this goal, that should be another reminder that it is possible, and you just
have barriers at the moment.
3rd QUARTER PROGRESS
Step 1 completed in Q1. Our progress with steps 2 and 3 got much better in Q3 when we became fully staffed
with a seasoned officer who hit the ground running. Being fully staffed allowed officers to focus on quality
interactions and breathe between clients so they did a great job remembering to have clients enter the raffle.
The clients who have caught on were getting competitive seeing tickets in the raffles of the incentives they
wanted. Steps 4 through 6 were also much more successful, but still not up to our standards, even after it all
came back together much better in February. During data collecting and quarterly audits we found some
incentive raffle tickets hadn’t been documented in one of our veteran officer’s electronic files in Athena for
her clients but they have improved their documentation and went in to fix what was missing. She has also
made a plan to mark it on their check list for athena for each client going forward. Overall, steps 7 through 8
are much easier for this director to complete when we have actually been implementing the steps and using
the programs, again, Q3 was not perfect but was a huge improvement from the previous quarters when we
were hanging by a thread. This director looks forward to continuing data collection of our little experiment
and to completing step 9 in FY27.
KDOC FEEDBACK
Kudos to everyone and all their hard work for progressing on this goal! Great idea putting this process as part
of their Athena checklist to ensure it is being completed. Keep up the good work!
END OF YEAR PROGRESS
Step 1 was completed in Q1. Steps 2 through 8 were much more successful in Q4. Staff did great at
documentation in Athena, tracking progress, I always love to see the pictures of that incentive’s winner at the
end of each month/quarter depending on which raffle they entered. Overall, in FY26, we did see a lot of buzz
around our incentives, even soliciting feedback from clients on the raffle options. For example, in FY27 we are
not going to raffle anymore Bluetooth headphones, turns out that is not a popular incentive. As far as goal 9,
this director cross-referenced our FY26 revocation/closure data with our incentive raffle winner data and
while there is not enough of a sample to demonstrate significant statistical impact of our program, it is
important to note that not a single raffle winner was revoked or unsuccessfully closed. All compliance
incentive raffle winners either successfully closed or are still currently (and successfully) engaged in
supervision. Now, this does not imply causation, but it may imply correlation. It could also very well be that

CHALLENGES

MODIFICATIONS
N/A

CHALLENGES

MODIFICATIONS
No more Bluetooth
speakers apparently
but no modifications
to the goal

N/A

N/A

10

the clients who were compliant and winning the incentive raffles already had the motivation to be successful.
Maybe it has nothing to do with what we are doing. We won’t know until we continue this goal and collect
more data over time. Until then, we are hopeful what we are doing is working and plan to continue our
compliance incentive raffle program!
KDOC FEEDBACK

11

Choose an item. FY26 AGENCY CASE PLAN
Agency Name:
Leavenworth County Community Corrections - 1st JD
Principle #1:
Target Interventions.
GOAL #1
In FY26, agency will work to engrain the process of making program referrals to cognitive education
interventions during the initial case planning process to assist youth in completing program hours and ensure
dosage requirements are met to increase long term behavior change and supervision outcomes.
ACTION STEPS
1. During PPPS week director will provide staff with our FY25 JISP and YJRC data to share impacts related to
program success to support the importance of programs and early referrals on supervision outcomes in
case plans.
2. Within 7 days of orientation, ISO will be referred to appropriate programming based on YLS, with clients
input, and document referrals in Athena.
3. Staff will also discuss YJRC resources with guardians, such as parent project, SFP, etc. after initial case plan
meeting occurs to offer them support as well, documenting discussions in Athena.
4. Each month the program providers will share the previous months outcomes and the upcoming month's
schedule of programs for which groups are starting, sharing rosters with staff so they can reinforce
program engagement and participation with their respective clients.
5. Prior to the start of a new program, program provider will prepare and mail letters to referred clients to
notify them of upcoming groups as well as their start times, dates, location, and expectations
6. As youth begin participating in programs, ISOs will track program participation on internal spreadsheet
and in athena to monitor compliance with program hours.
7. Each week program provider will complete contact notes in Athena in regards to each clients attendance,
participation, or any concerns so progress is regularly updated and readily available to hold clients
accountable and celebrate success in supervision contacts.
8. When each program commences (whether successfully completed or discharged from program) the
program provider will place copies of certificates, discharge summaries, and any relevant homework
assignments or documentation in the clients hard file for the ISOs reference as needed.
9. This director will sit in on one session of each (7) program offered at least once per year to conduct
observation audits to ensure fidelty of curriculum and quality assurance of service delivery.
10. Quarterly, the supervision team will meet with the program provider to discuss data, program progress,
share updates, offer feedback, and review observation audit findings, to monitor goal progress and
measure effectiveness of cognitive program services.
1ST QUARTER PROGRESS
The first action step was successfully completed in July. Staff were very successful with steps 2 and 3 but one
youth did not make it within the timeframe for step 2 in Q1 because we had 4 youth sentenced at one time
and the schedules didn't allow everything to be completed perfectly. A couple of guardians did make it hard
to complete step 3 in Q1 but staff were relentless at getting them engaged. In Q1 a program position turned

BARRIERS
Short supervision terms,
transportation issues,
lack of pro-social family
support in household
PERSON RESPONSIBLE
Director

SUPPORT ENTITIES
ISOs, Supervisors,
Director, YJRC, TGC,
Community Partners

ISOs

Ongoing

ISOs

Ongoing

Program Providers

Monthly

Program Providers

Ongoing

ISOs

Ongoing

Program Providers

Weekly

Program Providers

Ongoing

Director

Quarterly

Director, supervision
staff, YJRC program
providers
CHALLENGES
Turnover, staff shortages,
being a dual agency,
spread too thin,

Quarterly

TARGET DATE
7/25/25

MODIFICATIONS
N/A

over and there were unexpected staffing issues and sharing rosters and compiling letters was a greater
challenge to implement than we anticipated. There is a lot of room for improvement for steps 4-5 and 7-8 in
the coming quarter as we settle back into a routine and fill our vacancy. This director was able to sit in 1
program in Q1 due to staffing shortages in supervision and helping manage several adult offenders which got
in the way of conducting additional observational audits. However, in the one program that was observed
things went very well with a youth who moved to a one on one after previously struggling with seeking safety
in a group dynamic. The level of responsivity and patience of the provider was impressive and he seemed
much more engaged in the new modality. In Q1 supervision was unfortunately unable to keep the scheduled
quarterly meeting so this task was not executed but it has already been scheduled for late december in Q2 to
ensure the step is completed in the future.
KDOC FEEDBACK
Was noticing how similar steps #6 and #7 were. What if the program provider did both of those to help the
ISO out, combining those steps tracking and entering into Athena?
2ND QUARTER PROGRESS
Step 1 completed in Q1. 8 youth were sentenced to us in Q2 but the majority occurred in October when we
were still short staffed due to four staff members being on FMLA and one vacancy. However, miraculously 4
out of the 5 youth sentenced in just October were successful with steps 2 and 3. The other 3 youth sentenced
in Q2 both were successful with those steps in November and December when staffing stabilized and people
returned from their absences. Steps 4 and 5 were consistently better than Q1 and after completing the
RePath training (hoping our Judge buys-in) program staff was excited about how that technology could also
help communicate with clients in step 5 and make sure all youth know when and where they need to be for
programs. I did bring up feedback on consolidating 6-7 but my ISOs were adamant on keeping 6 because of
how they track program hours for credits and their "routines". Needless to say, step 6 went well but 7-8
needed more consistency going forward. Program staff need to make it a habit, also, one of my providers was
locked out of athena/LMS for an expired password so we had to get his account back up with KDOC IT. I guess
it is important that you have access to athena if you are supposed to be documenting programs. Step 9 was a
success in Q2 and sitting in on the vape program was very interesting as I had never seen it before. I was
learning how it should be ran following along with curriculum as it was going in real time and was impressed
with staff. At the end of Q2 programs and JISP staff came together for a meeting with me to go over our
improvements towards this goal, we discussed areas for opportunities to improve and our strengths.
KDOC FEEDBACK
How are the referrals to program staff inhouse going and made? I see that with step 2, but is there
discussions in team meetings on filling groups or openings? Or how does it look when clients don't
attend/participations rules broke so that VLR and GR is followed more timely then monthly so this can occur.
Overall there appears to progress being made due to your challenges with staff. Hope also that Repath can
start within your agency.
3rd QUARTER PROGRESS
Q3 went much better but still had hiccups. Our in-house referrals are electronic and have been frustrating for
ISP staff because responsiveness from program staff to getting youth in and filling classes is lacking.

implementing change for
program providers

CHALLENGES
Staffing shortages, being
spread too thin, a lot of
steps to remember,
making it a routine,
passwords expiring, kids
showing up to programs

MODIFICATIONS
N/A

CHALLENGES
I believe it is hard for
program staff to have

MODIFICATIONS
N/A

Communication (when youth aren't coming in was also lacking with documentation too but got better with
group chats- will elaborate on this more later). Step 1 was completed in Q 1. Steps 2-3 were successful with
all new clients sentenced to us in Q3 as officer's were on top of it and stayed on top of it, only fails were with
AWOLs but nothing we can do if they never show up after court. Steps 4 and 5 were successful with program
staff. Even before utilizing RePath (which is where we had hiccups with technology and lots of service tickets)
ISOs and programs started group texts with the youth to reduce triangulation and reinforce program
participation/attendance. Step 6 was immaculate tracking program hours. ISOs are more meticulous in their
record keeping and slightly nit-picky, both ISOs and programs track these, despite it being duplicitous they
believe it is more of a check and balance situation. I guess rather safe than sorry. And they have to testify in
court (ISP officers) so they want their records only entered by themselves. As such, of course steps 7-8
improved over the previous quarter but we always strive for continued progress. See challenges to
understand why I think we are lacking in our efforts here. Step 9 was successful and this director sat in on
Seeking Safety which is one of my personal favorite programs, staff did great and it was interesting to see how
the program landed with youth participants as opposed to adults which is the population I previously
facilitated groups for. The youth seemed to engage just fine, but man do they wiggle around a lot and get
distracted, I commended staff for their patience and redirecting of young mind. It does take a special person
to do their work. As for step 10, we discussed the findings of the quarter, data, updates, program staff were
provided a directive that we need to see documentation improve although we acknowledged that we
understand how stressful the time must be facing a lay off but also that every role here is grant funded and it
is the nature of this business and we still have responsibilities to provide services and be accountable to the
work/team for the betterment of the youth. It was also reinforced that it is easier to advocate for funding and
continuing programs when everything is exceptional and that if we are forced to downsize and restructure
because we can't find funding to continue YJRC programs business as usual, than the employee selected to
stay will be based on performance and overall contribution to the team and environment with youth/their
villages. They were told it won't be based on seniority but who is the best person for the job so it is an
opportunity for everyone and feedback from customers (the kids, their families, their treatment
providers/case management team) and internal feedback (the work and experience with officers) is extremely
important. So hopefully this will encourage them to step it up on documentation in step 7-8 and go the extra
mile with families and staff.
KDOC FEEDBACK
Making a lot of progress this quarter spite some challenges.
END OF YEAR PROGRESS
Overall for FY26 and specifically in Q4, this goal we would consider a success in terms of progress. We were
certainly not perfect in any quarter but with each quarter we troubleshooted and kept navigating issues with
communication, staff turnover, youth engagement, etc. to try our best to engrain our referral process. It is
clear that the more youth we have being sentenced at each court docket the harder it is to keep up with
timeframes, it all eventually gets done but maybe one or two days later than we would like. On the flip side, if
there are only one or two new kids sentenced to us that month it is much easier to hit everything and stay on
top of it. RePath certainly helped us get better at communicating with clients and reduce triangulatiom with

pride in their work and
records when they know
they are losing funding
and one of them will be
out of a job in FY27.

CHALLENGES
See above.

MODIFICATIONS
N/A

program providers but they also have to have access to their phone (our Judge takes phones until youth
improve and are compliant with supervision). Parental engagement and using things we learned fro FY25 to
improve our relationships with families/guardians has also been critical to success. In Q4 we did see
improvement from staff with steps 4-5 and 7-8. However, one turned in her notice prior to the end of the
year due to instability of grant funds. She was our senior programmer and was responsible for a lot of the
documentation and we are not looking forward to how this will impact our programs or referrals in FY27. Step
9 and 10 were successful in Q4. This director sat in on a crossroads course and enjoyed it as it was my first
time sitting in on the program. And as far as our end of quarter meeting at the end of June we discussed all
the years data on programs up until that date and in preparation for our cognitive program administrators
departure. We also discussed how the goal and programs are going to look different moving forward. I am
thankful we are able to continue these efforts in FY27.
KDOC FEEDBACK

Principle #2:

Choose an item.

GOAL #2
During FY26, utilize compliance incentive raffle program to increase supervision outcomes and long term
behavioral change.

ACTION STEPS
1. During the initial orientation process have clients fill out our intake incentive idea form for officers to gain
a better understanding of what types of reward prizes will assist in motivating clients throughout
supervision and to get to know them more from a human-centered approach to assist in rapport building.
2. Each week (or at each office visit) if a client has been compliant on supervision (with conditions and
attending groups, making progress on caseplan goals, etc.) since their last report date, staff will provide
their client with a raffle ticket to enter into a raffle of their choice (3 options) or points towards another
motivating incentive, as well as verbal praise.
3. At each office visit in which a client is compliant, the ISO will provide the client with positive
reinforcement to provide short term rewards and intentionally remind the client that the more compliant
they are in the long term the greater than chance of success.
4. After each office visit, ISOs will document raffle tickets and any raffle incentives received in ATHENA and
place copies in the clients hard and ticket totals will be calculated/documented each month.
5. Quarterly, during file audits client records will be checked to verify compliance with use and
documentation of incentives to reinforce behavior change.
6.
7.
8.
9.
10.
1ST QUARTER PROGRESS
Incentive idea forms were implemented during PPPS week in July. The staff have done well each week with
youth in remembering the raffle. We bought different colors of raffle tickets to differentiate between youth
and adult because the raffle ticket hoders were too close so we had to move them to their own shelf and use
different tickets so there was no confusion. There were a couple of missed opportunities for youth to receive
raffle tickets but it was discovered that the officer remembered after the fact and documented this
appropriatedly as well as disclosed their forgetfulness to the youth at the next visit. I appreciated the selfpolicing and honest documentation that was discovered from the q1 file reviews. Staff were thanked for their
honesty and praised for being honest with their clients, this even helped gain trust with one of them. I have
been very impressed with staff.
KDOC FEEDBACK
This is a great start! And like you mentioned, role modeling even for the clients to see as well!

BARRIERS
Staff remembering to use
raffle tickets, buy-in from
staff, sustainability of
incentive funds
PERSON RESPONSIBLE
ISOs/Clients

SUPPORT ENTITIES
ISOs, Supervisors,
Director

ISOs/Clients

Ongoing

ISOs

Ongoing

ISOs/Director

Ongoing

Director

Quarterly

CHALLENGES
Making it a routine,
growing caseloads
making things chaotic,
youth who are defiant
and not engaging in the
process

MODIFICATIONS
N/A

TARGET DATE
7/31/25

2ND QUARTER PROGRESS
Step 1 completed in Q1. Step 2 went well in Q2, our compliant kids started to get excited and would also
follow up and start asking if they were getting their tickets before the entire check in was completed, they
also reminded officers when it was almost the end of the month and we needed to draw. There was not a lot
of room for officers to forget our incentive program once the kids started to buy into the raffles and found out
that the incentives were "drippy" and things that they actually wanted. I think being around the holidays also
helped. Even kids who didn't get drawn were acknowledged for progress with smaller giftcards to keep up the
momemtum. Kids started repeating back "I know, I know, the more I get the more likely I am to get the bose
headphones" so officers completing step 3 felt a little check boxy but it was nice to see how many more youth
were doing well whether it was this incentive program or just sheer luck. The youth really caught on to the
whole premise of the compliance incentive program much faster than our adult clients. Staff did great at
documenting tickets and incentives in the files and on the internal spreadsheet for tracking. For Step 5, there
was only a two times where the incentives were documented internally but not in Athena. All in all, it seems
like our little experiment is working for both the youth and staff, the clients are excited so the staff don't have
opportunities to forget about this. Again, too short to say theres a correlation, but we've closed out more
youth successfully this year in just the first two quarters than in past years entirely.
KDOC FEEDBACK
This is awesome! as a reminder for incentives to be done 4:1 and they can also be reflected in case plans and
at other times other then comlicance based and following conditions. Looking for those "carrots" of kids
reducing the times they might be tardy to school, completing HW, being on time to visits etc. Then also
focusing just as much on responses and VLR as well so they know they wil be help accountable as well, it goes
both ways.
3rd QUARTER PROGRESS
Step 1 completed in Q1. So, again, in Q3, the kids who are improving behaviors are seeing far more benefits
from incentives and as such we are successful with step 2. There is no room for forgetting tickets or awarding
points. Step 3 felt rehearsed for staff so in Q3 they found new ways to deliver positive reinforcement verbally
in a way that feels comfortable to them and with the kid so it didn't seem so check boxy and so the kid
understood and received the messaging. They also asked questions to elicit the positive reinforcement and
repeated it back to them "That is right, you are doing great and the more you keep it up the easier it gets to
keep winning with good habits". For step 4 JISP staff did well at documenting progress towards this goal and
as such, they got positive reinforcement for their efforts, as I ordered lunch for the staff on my dime as their
reward for having great file reviews in Q3.
KDOC FEEDBACK
This is great, finding way to motivate and making things individulaized in their own ways.
END OF YEAR PROGRESS
In FY26 we really enjoyed implementing this goal, it was more fun and was less like a burden or obligation as
introducing "more work" to staff can often seem. As such, step 1 was completed in Q1. Steps 2-4 were
successful in Q4 and kept building from prevous quarters. I think seeing how well kids received incentives,
how staff got creative with their youth on the prizes and the 4 to 1, it was motivating. I could see again in Q4,

CHALLENGES
Not really a challenge but
bringing the kids back
down to earth and
reminding them the real
win is the behavior
change and success, not
the tangible incentives,
its being proud of
themselves and having
less stress as a result of
their progress

MODIFICATIONS
N/A

CHALLENGES
MODIFICATIONS
Some kids are
N/A
competitive, competing
with each other and
maybe losing sight of why
we do the raffle and what
the behavior is for.
Stakeholders who still
can't accept/buy-into
incentives.

CHALLENGES
Potentially losing sight of
why we do this, despite
everything going well,
stakeholder buy-in

MODIFICATIONS
N/A

as with other quarters, even the tone of documentation surrounding this goal seemed to improve their
outlook and almost attitudes about the work they were doing with youth. I am not sure if I am explaining this
in a way it makes sense but its like when you read bare minimum I am checking a box documentation versus
documentation from people who enjoy what they are doing. I could tell both officers really embraced this
goal and the steps, that the clients were really getting it. I gave them more words of affirmation for their hard
work and success. Additionally, we discussed the need to start tracking more data regarding incentives vs.
closures (whether kids are successful or unsuccessful) so hopefully in years to come we may be able to see if
theres any statistical significance in our compliance incentive efforts. We know data shows incentives and
sanctions work but what about what we are doing? We feel it working but again, I am interested in what the
numbers will say 2 years from now when we have three years of data. 10/10 recommend this fun goal of
noticing all the good to combat burnout and remind us why we do this work and how seeing them have pride
and improve is what it is all about!
KDOC FEEDBACK

Principle #3:

Enhance intrinsic motivation.

GOAL #3
In FY26 improve staff use of MI and the 4 to 1 ratio during all interactions with youth through monthly
training.

1.

2.
3.
4.
5.

ACTION STEPS
In July during PPPS "reset" week the director will go over FY25 quarterly audit findings to demonstrate
the need for improvement in our use of 4 to 1 ratio, express concerns of overhearing communication
roadblocks/frustration during interactions with you, and do a refresher training on 4 to 1 ratio for the first
quarter.
Each quarter, during the first staff meeting of the month staff will participate in refresher training
activities to improve use of MI, OARS, etc. to sharpen skill set through role playing and teach backs.
Each quarter during quarterly file audits, client records will be checked to verify staff compliance with
documentation of 4 to 1 ratio to monitor recognition of strengths/progress than defecits with clients.
Director will have quarterly meetings with supervision staff to discuss file audit findings providing
feedback and coaching as needed if expectations are not being met.
At the end of FY26, we will capture measurement data by comparing our scores to CSIs previous scores to
see if we have increased since our baseline score.

BARRIERS
burnout, complacency,
reactivity, focusing on
violations, growing
caseloads reducing
patience of officers
PERSON RESPONSIBLE
Director

SUPPORT ENTITIES
ISOs, Director

ISOs/Director

Quarterly

Director

Quarterly

Director

Quarterly

Director

6/30/26

CHALLENGES
Staff initially taking MI
and OARs refreshers
seriously in August.

MODIFICATIONS
N/A

CHALLENGES
staff shortages, fmla
causing absences, officers
being spread thing

MODIFICATIONS
N/A

TARGET DATE
7/31/25

6.
7.
8.
9.
10.
1ST QUARTER PROGRESS
The first action step was successfully completed during PPPS week. Step 2, practicing MI and OARs was fun in
Q1 and this director tried to get really creative with staff in August. The Q1 file reviews went well and staff
were improving since FY25 in just two months from our initial discussion. They were provided feedback in our
quarterly supervision meeting and were praised on the efforts, showing clear progress. I have even heard
better office visits and phone conversations for staff, so I have been trying to go the extra mile with in the
moment feedback and catching them doing good outside of the formal file reviews each quarter.
KDOC FEEDBACK
Melissa attending MI in Dec and Shayla will be scheduled in one of the next. With this training since it has not
been offered before with KDOC and your QA review this will be a positive move.
2ND QUARTER PROGRESS
Step 1 completed in Q1. Step 2 was completed in October and at the time we had a new hire on the adult
side and all supervision staff participated in the officer refresher using role playing where everyone drew
cards and practiced OARS and MI skills. Everyone had the chance to be the client and the officer at one point,

it took a long time but seeing staff challenge each other by trying to be difficult and non-engaged clients was
very helpful. We did a debrief and discussed what was done after all 6 scenarios bringing it back and
connecting to the goal of increasing our use of 4 to 1 ratio and how not to fall victim to roadblocks. Q2 file
reviews also showed an improvement in our skill use and trying to enhance intrinsic motivation. Staff was
even putting post it notes in the files using notes to remember what to be consistent in acknowledging and
trying to be proactive with the difficult youth, finding all the little wins they could shine light on. The post its
seemed semi-neurotic like an internal monologue "remember to commend him for improving grades and
attendance", "remember to tie it back into last check-ins progress and how far he has come", etc. I really
enjoyed being able to see that they were being meaningful and not just checking a box. I could tell Melissa
gained a lot from the MI even just in the short amount of time. At the end of December we had a Q2 wrap up
meeting and I commended both staff on their improvements after auditing case files just in the first half of
the year, especially considering how much they have been stretched with assisting in JIAS while we had staff
out for FMLA. I shared all the positive findings and made sure I even hit 4 to 1 with them :)
KDOC FEEDBACK
I love this!!! Even though they have both been great officers for long time, having that trainer and getting
refreshed on skills a little deeper really helps. I attended the one with Shalya and I had a lot of take aways
myself from that trainer.
3rd QUARTER PROGRESS
Step 1 was completed in Q1. For step 2, in January, Melissa actually helped facilitate the MI/OARS/4to1
refresher at the months staffing/training using some of the examples from the MI training she went to in
December. She also shared with everyone that sometimes attending refresher trainings, when we've gone
over the material in-house regularly and during initial training when we start our careers, it helps bring
people back to the why we do this so we don't get complacent and inadvertently dilute the work. She didn't
just do a booster of what she learned she helped them understand the why and how. It was a proud moment
seeing how the refresher training reinforced what she already knew but sharpened the skills (that we knew
she had potential) and re-lit the fire which sometimes burns out over the course of time working in human
services. The best part is that my entire supervision staff and program staff are at these meetings to everyone
got to benefit from the training she went to because she poured that back in. I had to wait til Q3 report to
share this, that's why I left a note to share that in the last report in this section. Of course, all of this MI firing
up from Melissa's training was present in quarterly file audits in client files for step 3. I saw/heard a lot of 4 to
1 ratios in Q3 and was very happy to hear positive reinforcement in a world of violations and negativity just
walking around the building, not just in files. Step 4 went smooth and easy, it was really a debrief on how
everything is looking better in files and that we are seeing it. Having both officers admit that the more they
use the 4 to 1 and MI the more they fall into the good habits the easier it is to get through the day when it
isn't so negative, so it is good for their headspace and officer mentality, not just with clients. Which, if you
think about it, is equally important because staff can't pour from an empty cup if they aren't in a good place,
that will bleed into all interactions. Staff were encouraged to keep growing into the habit of 4 to 1 and leaning
on MI, mastering the basics, and reminded of the benefits, in their own words.
KDOC FEEDBACK

CHALLENGES
N/A

MODIFICATIONS
N/A

I love this!!! And you are exaclty right with burn out and trying to get back to the why we do what we do
when we have all been doing this for so long.
END OF YEAR PROGRESS
Overall in FY26, no regrets with this goal. I don't always like simple goals, they seem almost lazy to me, like 4
N/A
to 1 ratio and MI should just be second nature to staff at this point and that we should be trying something
elaborate and innovative. However, I can admit when I am wrong. This goal and the steps implemented in
FY26 really goes to show that focusing on getting back to basics and refreshing our skills like MI and 4 to 1
ratio, which can almost be diluted after a decade or more doing this work, is absolutely necessary. Not only
did our scores improve from our baseline CSI scores, but I think our efforts really have helped staff remember
why we are doing this and also redirected staff to see the beauty and positive impact they also have on youth.
As they also work with adults, I've even seen their positivity from hammering this goal spill over to our older
clients as well. I reminded them that we train our brains what to notice, for example if we are shopping for
cars and considering a VW Atlas, we see those everywhere as we are driving. And if we are looking for
positive behavior and growth in our youth we will find it, even when it isn't always obvious, that sometimes
we have to look back to how the youth was when we got them because even slow progress is progress. I think
this adaptive shift in mindset has like I said, not just impacted the youth and their rapport with officers but
the morale of staff. And they can't pour from an empty cup or do their best if all they are seeing is deficits
everywhere all the time and become desensitized to how hard showing up and doing the work on supervision
is. As this was so successful, despite this not being in our FY27 goals, I plan to keep auditing for the 4 to 1 and
MI in quarterly file reviews and to continue to do refresher exercises in our staff meetings going forward.
Maybe not monthly like we did over the past year but at the very least quarterly. I just don't want progress to
deterioriate because they think I am not looking anymore, so it will stay a priority. I really appreciate that you
and Haley helped me come up with this goal when I was overthinking everything last year! I will keep
listening to feedback and bouncing ideas off you :)
KDOC FEEDBACK

CHALLENGES

MODIFICATIONS
N/A

Principle #4:

Choose an item.
GOAL #4
ACTION STEPS

BARRIERS
PERSON RESPONSIBLE

SUPPORT ENTITIES
TARGET DATE

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1ST QUARTER PROGRESS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

KDOC FEEDBACK
2ND QUARTER PROGRESS
KDOC FEEDBACK
3rd QUARTER PROGRESS
KDOC FEEDBACK
END OF YEAR PROGRESS
KDOC FEEDBACK

Principle #5:

Choose an item.
GOAL #5
ACTION STEPS

BARRIERS
PERSON RESPONSIBLE

SUPPORT ENTITIES
TARGET DATE

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1ST QUARTER PROGRESS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

CHALLENGES

MODIFICATIONS

KDOC FEEDBACK
2ND QUARTER PROGRESS
KDOC FEEDBACK
3rd QUARTER PROGRESS
KDOC FEEDBACK
END OF YEAR PROGRESS
KDOC FEEDBACK

10/7/2026

FY27 Q1 Report
Leavenworth County, Community Corrections

Jamie VanHouten, MS, CPM | Director

Q1 Operations Overview:
•

Active Adult Probation Clients | 122

•

Inactive/Warrant Adults | 97

•

Youth Probation Clients | 32

•

JIAS Youth Served | 33 YTD
o 14 CINC youth (1 placed in police protective custody)
o 22 youth offenders (3 crossover youth also had CINC issues)

•

YJRC Prevention Service Referrals |17 YTD
o Day Reporting, Truancy, Anger Management, Vaping/Drugs/Alcohol, Parenting Programs,
Community Service Work hours

•

Adult cases closed | 42 YTD
o 12 successful closures
o 14 returned to originating counties (4 moved, 3 violators, 7 Successfully discharged)
o 10 revoked and sent to KDOC (3 new felony, 7 conditions)
o 6 unsuccessfully closed by court (1 closed for new cases, 1 health, 2 maxed time, 2 other)
o 0 death

•

Youth cases closed | 5 YTD
o 4 successful
o 1 unsuccessful

•

Current Staff | 12
o Open Positions | 0
o YTD New Hires | 0
o YTD turnover | 0

Q1 Administration:
•

Completed FY26 EOY Adult Comprehensive Plan Grant Closeout

•

Completed FY26 EOY Juvenile Comprehensive Plan Grant Closeout

•

Completed FY26 JCAB Annual Report

•

Complete closeout for Sunflower KFAF Grant

•

Collaboration with LVSO, The Guidance Center (TGC), Applied Research Evaluation and Technology
Group (ARET Group) and University of Kansas (KU), to execute deliverables associated with our 3year FY25-27 BJA Grant for Justice and Mental Health Collaboration ($550,000).

•

Complete closeout for FY25-26 KDOC Rolling Hills grant for youth in Crisis ($500,000)

•

Ensuring deliverables are met on projects associated with our four KDOC grants, BJA grants, MFAF
funds, and overseeing management of our county budget (7 accounts total).

•

Collaboration with community stakeholders to advance priorities of the Leavenworth County Mental
Health Task Force.

•

Host quarterly CAB and JCAB meetings

•

Attended The Guidance Center Strategic Planning Meeting with representatives from LVCO, ATCO,
and JFCO.

Leavenworth County
Council on Aging

Quarterly Report

Connie Harmon, Director
October 7, 2026
Q3 At-A-Glance:

2026
Nutrition
Q3 Meals on Wheels Meals Served
• Home-delivered
• Congregate
• YTD Unduplicated Clients Served
• YTD New Clients
• YTD Meals Served
• Current Waitlist (9.25.2026)
Transportation
Trips Provided YTD
• YTD Unduplicated Clients Served
• Q3 New Clients
Volunteerism
• Q3 Active Volunteers
• Q3 Volunteer Hours
Budget
• Approved
• Expended
• Revenue Received

Notes
Data reflects a 2.7% increase in YOY meals served for
30,032 Q3. (85,137, in 2025)
25,761
4,271 TRIO Community Meals began serving meals on
806 October 1. Staff and volunteers now pick up meals at
184 the Council on Aging on the circle drive.
87,432
14
Total mileage for Q3 Transportation trips: 50,862
11,746 Forty riders from Tonganoxie, Basehor, Linwood,
587 Bonner Springs, McLouth and Easton accessed COA
35 Transportation for 526 rides in Q3.

Volunteerism is at an all-time high, saving the County
208 an estimated $121,249.70 in Q3.
3355
3 new volunteers were onboarded in Q3.
89% of expected revenue has been received in FY26
$4,050,834.00 through August.
$2,523,521.59
$3,131,391.31

2026 strategic focus areas
•

Expand access and strengthen programming to meet community needs.
o

o

o

o
o

•

Participation in Leisure & Learning programming continues to grow. One new offering was launched in Q3:
Bands, Balls & Balance, a low-impact, strength-based exercise class. In addition, 253 participants attended our
Senior Day at the Fair event in August.
▪ Thirty-four new participants were added in Q3. Of those new Q3 participants, 35% are between the
ages of 50-69.
The COA’s staff Social Worker serves an average of approximately 30 clients each week through office
consultations, telephone support, home and community visits, resource coordination, crisis intervention, and
other individualized assistance. Visits may also include Chew Bear, the Council on Aging’s registered therapy
dog, who provides additional social and emotional support to older adults.
Food insecurity continues to be a concern. Through a partnership with Kansas Correctional Industries and the
Community Pantry Project, more than 5,000 pounds of fresh produce were brought into the community for
distribution. This included nearly 2,000 pounds of watermelon, helping increase access to fresh foods for local
individuals and families.
▪ In addition, the COA partnered with the Feed Leavenworth County Coalition for the Community Support
Drive. The event brought in nearly 3,500 donated items for distribution throughout the Leavenworth
County community. The next support drive is scheduled for Saturday, October 10, 2026 from 10:00am –
2:00pm.
The Senior Farmers Market Voucher Program, a SNAP program, began enrollment on June 1st. Based on the
increased need shown last year, the COA received 110 vouchers this year, an increase of 22%.
Four new clients were added to the In-Home Support Services caseload, bringing the total unduplicated clients
served to 40. These clients received 450 units of service in Q3 to include mowing, shopping, trash assistance,
household projects, and Heart to Heart transportation.

Broaden and evolve grant funding and fundraising efforts to sustain and expand current service
offerings.
o

COA staff has been awarded 4 grants generating $28,000.00 in additional revenue to support the following
programs: Meals on Wheels, Sr. Express Transportation, and Human Services.

▪
▪
o

•

The Emergency Food & Shelter Program Grant (EFSP), a FEMA program, was suspended in early 2025,
but will be reinstated in December 2026 for our agency to apply.
Meals on Wheels America invited the COA to apply for two additional grant opportunities: Social
Connection ($45,000) and Core Client insights ($10,000). Notifications will be made in October.

In addition to grants the COA secured the following revenue in Q3 through fundraising and donations to
support agency programs and offset costs: $190,354.00.
▪ $ 112,328.00 KDADS Nutrition Proviso Allocation
▪ $ 10,000.00 Meals on Wheels America Meeting Unmet Need Acceleration Gift Distribution
▪ $ 3,000.00 Good Shepherd Thrift Store, Tonganoxie, to benefit Meals on Wheels
▪ $ 63,000.00 A Night of Glitz & Giving: Celebrating 50 Years of Meals on Wheels
▪ $
5,386.00 PALS Dog & Jog and Pedicures for Paws fundraisers (June & September)
▪ $
1,041.00 Gift Shop donations

Grow and strengthen partnerships and volunteer engagement.
o

o

In March, staff launched a Senior Impact Series - a series of presentations intended to keep our 50+ population
in the know about matters that impact their daily lives. The March session featured guest speakers from the
Register of Deed’s office, Information Services and the VITA tax team.
▪ October’s Senior Impact Series will feature County Attorney, Todd Thompson; Scott O’Mara, Eligibility
Operations Field Specialist with KDHE; and Jessica Pontbriant, Community-Based Services Coordinator at
the COA.
Staff expanded our partnerships to 43 area businesses, churches, individuals and non-profits to provide
comprehensive support and programming to the County’s older adults. This includes the addition of Theresa
Hill, BrightMed Clinic, Amberwell Lansing, Kansas Correctional Industries, and Community of Hope.

2026

PLANNING & ZONING
JOHN JACOBSON

Planning & Zoning Department News
The Planning & Zoning Department has continued to offer exceptional customer service, timely
processing of applications and is continuously reviewing and offering amendments to the Zoning and
Subdivision Regulations to support development in Leavenworth County.
The department has processed 77 single-family home permits, this is a 13% increase from last year’s
numbers in Q3 and 7 ADU (Accessory Dwelling Units) is a substantial decrease from Q3 of 2025, with
110 accessory building permits also a slight decrease from Q3 of 2025. Additionally, the department
has processed 135 development cases, which include 36 plats. Development cases are substantially
higher than from Q3 of 2025 with plat actions also increasing from Q3 of 2025. Rezones are slightly
higher than this time last year, meaning that active developers anticipate market activity in the Q1 of
2027 but will utilize existing undeveloped but platted lots currently ready for construction. This is a
positive trend that I would anticipate through the end of 2026. Typically, the market maintains
approximately 100 buildable lots that developers utilize prior to moving forward with platting actions.

Departmental Updates
Departmental staff have been working through case logs and developing changes to regulatory
processes. The changes allow a more thorough field review of development actions and assist current
planners with case review. Staff will continue to evaluate and accommodate processes in order to
provide the most efficient and comprehensive service possible. Q3 departmental goals are being
evaluated and targeted, long range departmental goals such as historical board orders are being
indexed. This database provides a basis for future policy inclusion and development review. A number of
policy changes are ongoing with more expected in the first quarter of 2027.

Applications
The department is continually evaluating all permits, processes and applications for inconsistencies.
Staff clarified processes, provided clear information and expectations in order to provide a better
experience to developers and applicants. Staff will continue to evaluate the permits and applications to
ensure the best product possible. Staff has continued to modify and further clarify our applications. In
addition to updating applications for the public, staff has worked to clarify and adopt internal policies in
order to ensure that all applications are evaluated on a clear, concise and consistent basis. This is an
ongoing process.

Joint Review Committee
Since instituting the Joint Review Committee with Planning, Public Works, Survey and legal departments,
several policy items relative to the platting process have been identified and clarified by the
corresponding department. These process changes are actively implemented where allowable and
appropriate. Any substantial changes will be included in the annual policy review for consideration and
potentially codification. Having these meetings in place has been a key factor in our staff being able to
continue to provide excellent customer service. In addition to the meetings, staff continues to work with
all respective departments to help facilitate a clear and common goal. Staff is often able to identify

1

potential issues with an application prior to the application being officially submitted which has helped
speed up the development process.

Development Submittal Meeting
Staff has a protocol for a development submittal meeting. This is intended to ensure that the
appropriate documents are submitted upon application. In addition to staff level inter-departmental
meetings, all associated departments are now participating in pre-application development submittal
meetings. These meetings are intended to give the applicant more resources and answer policy
questions to address respective application deficiencies before formal submittal.
In the event the appropriate documents are not provided, the application is deemed incomplete and will
not be accepted.
The applicant/developer will be informed of the missing items immediately so that they can obtain the
appropriate documents and resubmit. Developers are strongly encouraged to schedule a pre-application
meeting prior to the deadline in order to provide time to procure any missing documents or address
rudimentary regulatory concerns. Upon further review, there may be additional information needed. If
so and the requested information is not provided by the applicant, the submittal is deemed incomplete
and cannot move forward for consideration by the appropriate board or commission.

Regulation Updates
Staff remains active in recommending a number of changes and or clarifications in policy for 2026. A
number of text amendments have been considered by the Planning Commission and then forwarded to
the BOCC for further consideration. These actions are substantial and have been nearly continuous
throughout Q2 and Q3.
A general annual review of policy occurs at the planning commission level then is forwarded to the BOCC
in the first quarter of each year. Policy review is a critical component of administration to verify that the
adopted regulations are commensurate with the vision of the comprehensive plan and the intent of the
governing body.

Comprehensive Plan
Although all areas of the current plan have been evaluated for consistency and considered in previous
annual reviews, a focus on potential overlay and regulation criteria within zoning districts was the
primary goal for 2026. Given the substantial land use changes of western Wyandotte county and
industrial technology use changes nationwide, it is likely that some change will occur in the next review
cycle.

Building Codes Appeals Board
This group while serving in its primary function as an appeals board, also serves as an advisory
committee to the Board of County Commissioners. The board completes reviews with local amendments
of any new adoptive code.

2

Committees
Planning and Zoning Staff are members of numerous committees, primarily committees spearheaded by
the Mid-America Regional Council and the Kansas Department of Transportation. Participation in these
committees helps ensure Leavenworth County is up-to-date with funding opportunities, planning
initiatives and plan making which may affect Leavenworth County. MARC has combined a number of
committees and simply eliminated others. The following list of committees have traditionally had input
from LVCO staff.

Active Transportation Programming Committee (ATPC)
The Active Transportation Programming Committee oversees federal programs that provide funds to
sponsors of transportation projects that benefit pedestrians, bicyclists and other non-motorized
transportation users. The committee assists in reviewing project applications and provides
recommendations to the Total Transportation Policy Committee (TTPC), Air Quality Forum and MARC
Board of Directors. The committee also assists in monitoring and reporting on the progress of funded
projects.

Bicycle-Pedestrian Advisory Committee
The Bicycle-Pedestrian Advisory Committee (BPAC) is a regional forum that is briefed on bicycle and
pedestrian matters in the Kansas City area. It is one of MARC’s planning modal committees that advises
the Total Transportation Policy Committee and contributes to MARC’s bicycle/pedestrian planning
efforts. BPAC also serves an advisory role on certain funding and programming activities administered
through the MPO processes.

Sustainable Places Policy Committee
The Sustainable Places Policy Committee provides leadership and policy advice to MARC’s Board of
Directors in regional sustainable development. Under the guidance of the SPPC, MARC works with local
communities to update and implement land-use strategies that support transportation, equity,
environment and conservation principles.

Air Quality Forum
The Air Quality Forum is a policy committee comprised of local elected officials, air quality and
transportation agency personnel, and business and community group representatives. The Forum
reviews regional air quality issues and makes policy recommendations regarding those issues to the
MARC Board of Directors and the states of Kansas and Missouri. There are 31 seats on the Forum. Local
governments occupy 21 seats, four are held by state air and transportation agencies, three by business
and economic development concerns, and three are designated for health and environmental groups.

Planning Commission
The Planning Commission meets on the second Wednesday of each month to hear development cases.
Typically, these cases include Special Use Permits, Plats and Rezoning requests. The Planning
Commission is tasked with hearing development cases, and providing a recommendation to the Board of
3

County Commissioners. The Planning Commission also holds work sessions periodically in order to assist
staff in amending regulations or to have study sessions to review relevant case law. Staff periodically
holds work sessions with the Planning Commission to provide education and guidance for new Planning
Commissioners.

Work Sessions
Work Sessions with the BOCC are held regularly. Staff also holds work sessions with the Planning
Commission.

Development
Development in the County is trending higher from Q3 in 2025. There has been an increase in building
permits of 13% for new Single-Family Homes. While no one can make a viable prediction of eventual
new construction performance due to variable market conditions, the amount of building permits issued
in the third quarter of 2026 provides at least some confidence that the trend may continue. Subdivision
plats and development actions (buildable lots) in Leavenworth County were up 33% from Q3 of 2025.
This results in a number of “Shovel Ready” lots available for development in the following year’s market.
The number of Special Use Permits have remained static through Q3, LVCO has 3 SUP’s. The overall
numbers for Q3 are listed below:

2025

2026

3rd Quarter Totals

3rd Quarter Totals

Single Family Homes

67

77

ADU

14

7

Accessory Buildings

151

110

Special Use Permits

3

3

Temporary Special Use Permits

11

12

Rezoning

6

8

Subdivision Plats

24

36

Tract Splits and BLA’s

35

23

Variances

3

4

Development Type

4

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

Public Works
Director
Bill Noll
Road
Superintendent
Larry Buchanan

Fleet
Management
Frank George

Office Manager
Dalani Blacketer

Surveying
Dan Baumchen

Noxious Weed
Alan Phillips

County Engineer
(PZ Reviews)
Mitch PleakOlsson

Project
Engineering
Joe McAfee

Project Manager
Steven Wallace

GIS Supervisor
Soma San

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

3rd Quarter 2026 Public Works- July 2026 to September 2026
Road and Bridge

• Total Asphalt Cold Patching Used – 500 LBS
• Total Asphalt Used for Patching - 18,185.25 Ton
• Total Tack Oil Used (SS-1HKS) - 7,313 GAL
• Total Asphalt Dust Abatement – 8,701.90 Ton
• Wagner Asphalt Dust Abatement – 400.97 Ton
• Total Chip & Seal – 115 MI
• Total Road Oil Used (CRS-1HP) – 482,973 GAL
• Total Trap Rock Used – 12,324 Ton
• Culvert Replacements (16)
• Received 1 new Dozer (Develon DD100)
• Received AB3 – 25.94 Ton
• Total Riprap – 200 Ton
• Road Striping is currently ongoing
• Everything in county has been striped except for Leavenworth Road from 163 to 171 for F-47
rd

Culvert Replacement project.

st

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

Personnel: 3rd Quarter
❖ County Shop/Noxious Weed/GIS: 69 positions total
 Full Time – 2 vacant (HEO- Trainee’s)
 IOC Position – 1 vacant (Noxious Weed Assistant)

Budgets- July 2026 to December 2026

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

Noxious Weed July 2026 to September 2026
Finished second roadside mowing except for 30 miles or so of gravel
roads in Sherman, and stranger Twp.
Started third mowing 9/22/2026 on hard surface roads.
Chemical sales have been strong this year.
Continuing treated right of way for noxious weed.
Boom mowing brush from right of way.
Cleaning up storm fallen trees on going.
Only 1 roadside mower operating, another one is still broken down (probably need to lease a tractor
and put bat wing on it.)
3 boom mowers operational

Survey Department July 2026 to September 2026
During the last quarter 17 section corners have been recovered and 1 section corner set in Tonganoxie
Township, see attached map.
During the last quarter 36 section corners have been recovered in Delaware Township, see attached
map.
Filed 54 new Land Survey Reference Reports.
Completed reviews of 49 plats/surveys.
Indexed 182 section corner tie reports.
Uploaded 52 Surveys & Plats to Survey record database.
Staked Bridge pilings, Drainage Easement & R/W for T-31 Bridge.
Topography survey to check cross section slopes at 235th Street, Hollingsworth to Dempsey.
Measured bridge deck elevations at HP-51 Bridge.

INDEX SHEET 1 OF 9

DELAWARE TOWNSHIP SURVEY - LEAVENWORTH COUNTY

DATE: 2026.09.30

SEC. 16
SEC. 18

SEC. 17

SEC. 13

SEC. 14
SEC. 15

SEC. 21
SEC. 20
SEC. 19
SEC. 24
SEC. 23
SEC. 22

SEC. 28
SEC. 29
SEC. 30
SEC. 26

SEC. 25

SEC. 27

SEC. 33
SEC. 32
SEC. 31
SEC. 36
SEC. 35
SEC. 34

SEC. 4
SEC. 5
SEC. 6
SEC. 1
SEC. 2
SEC. 3

DELAWARE RESERVATION LINE

CERTIFICATION
I certify that this plat map and the
survey on which it is based, were
prepared and conducted by me
or under my direct supervision.

Daniel Baumchen, PS No.1363
Leavenworth County Surveyor

I hereby certify this survey plat meets the requirements of K.S.A.
58-2005. The face of this survey plat was reviewed for
compliance with Kansas Minimum Standards for Boundary
Surveys. No field verification is implied. This review is for survey
information only.

William Noll, PS-1599
Leavenworth County Reviewer

Leavenworth County
Survey Department
300 Walnut St., Suite 007
Leavenworth, KS 66048
913-684-0472

TONGANOXIE TOWNSHIP SURVEY - LEAVENWORTH COUNTY

INDEX SHEET 1 OF 9
DATE: 2026.09.30

DEMPSEY ROAD

DEMPSEY ROAD

SEC. 9
SEC. 8
SEC. 7

SEC. 12
SEC. 11
SEC. 10

235TH ST
SEC. 16

SEC. 17
SEC. 18
SEC. 13

SEC. 14
SEC. 15

235TH ST
SEC. 21
SEC. 20
SEC. 19
SEC. 24
SEC. 23

SEC. 22

SEC. 30

SEC. 28

SEC. 29

SEC. 25
SEC. 26
SEC. 27

SEC. 33
SEC. 32

SEC. 31
SEC. 36
SEC. 35
SEC. 34

SEC. 4

SEC. 5
SEC. 6
SEC. 2

SEC. 1

SEC. 3

SEC. 9
SEC. 8
SEC. 7

SEC. 12
SEC. 11
SEC. 10

250TH ST
EVANS RD.

SEC. 16
SEC. 17
SEC. 13

SEC. 18

SEC. 14
SEC. 15

SEC. 21
SEC. 20
SEC. 19
SEC. 24
SEC. 22

SEC. 23

CERTIFICATION
I certify that this plat map and the
survey on which it is based, were
prepared and conducted by me
or under my direct supervision.

Daniel Baumchen, PS No.1363
Leavenworth County Surveyor

I hereby certify this survey plat meets the requirements of K.S.A.
58-2005. The face of this survey plat was reviewed for
compliance with Kansas Minimum Standards for Boundary
Surveys. No field verification is implied. This review is for survey
information only.

William Noll, PS-1599
Leavenworth County Reviewer

Leavenworth County
Survey Department
300 Walnut St., Suite 007
Leavenworth, KS 66048
913-684-0472

#9

#8

#7

#6

#5

#4

#3

#2

#1

Project Description

Roadway Construction
52C-5250-01
Consists of:
Rt 30 Phase I
235th ST, Hollingsworth RD to Dempsey RD
Bridge Replacement
52C-5269-01,
Consists of:
Bridge SH-61
Golden RD, 0.01M East of 170th ST (over Unnamed Stream)
Bridge Replacement
Bridge HP-51 Consists of: 30'-6" x 60'-0" Steel Girder w/ PCC Cast Deck
Jamison RD, 0.44M East of 187th Street
Bridge Replacement
Bridge SH-33 Consists of:
166th ST, 0.2M North of Cantrell RD (over Little Kaw Cr Trib)
Bridge Replacement
Bridge R-50
Consists of: Exist 40-50-40 Haunch Slab
Loring RD, 0.1M East of 214th ST (over Nine Mile Creek)
Bridge Replacement
Bridge T-50
Consists of: 32' bridge HL-93 Loading
Parallel RD, 0.1M West of 219th ST (over Tonganoxie Creek)
Roadway Construction
Rt 30 Phase 3A Consists of:
235th Street, Dempsey RD to 4-H RD
Roadway Construction
Rt 30 Phase 3B Consists of:
235th Street, 4-H RD to Springdale K-92 Highway
Culvert Replacement
Culvert F-47
Consists of: 84" CMP and Concrete Inlet
Leavenworth RD, 0.01M West of 166th ST

Project Name

Design Contract: Wilson & Co.
Construction Contract: Ebert Construction
Construction Engineering: Pfefferkorn Engineering
Design Contract: Finney & Turnipseed
Construction Contract: Reece Construction
Construction Engineering: Finney & Turnipseed
Design Contract: MRJ Engineering
Construction Contract: Norfolk Contracting, Inc.
Construction Engineering: Atlas Land Consulting
Design Contract: TBD
Construction Contract: TBD
Construction Engineering: TBD
Design Contract: TBD
Construction Contract: TBD
Construction Engineering: TBD
Design Contract: Finney & Turnipseed
Construction Contract: TBD
Construction Engineering: Finney & Turnipseed
Design Contract: Finney & Turnipseed
Construction Contract: TBD
Construction Engineering: TBD
Design Contract: SMH Consultants
Construction Contract: TBD
Construction Engineering: TBD
Design Contract: Pfefferkorn Engineering
Construction Contract: Linaweaver Const., Inc.
Construction Engineering: Pfefferkorn Engineering

Awarded Contracts

Project Status

Dempsey to 4H Road. Project combined with Phase 3B, 4H Road to K-92. Office
Check due 6/1/26, Utility Relocation 2nd Meeting 5/21/26, All non
condemation easements acquired. Condemnation hearings by 10/5/26.
4H Road to K-92. Project tied with Phase 3A, Dempsey to 4H Road. FC rec'd
6/9/26. OC anticipated 9/18/26. Once OC Review complete will request
easement docs. Environmental KDOT submitted 9/18/26.
Construction started 8/21/26. Project 10% complete. Contractor has 60
Calendar Days to complete by 10/19/26.

Office Check Plans rec'd 7/13/26. Final Plans due 9/13/26. Project will require
135 Calendar Days. Still need easements and fence relocate payments.

Scheduled for 2028 CIP. No design contract at this time.

Bridge SH-54 is completed. Bridge SH-61 has required change order work that
will occur from 9/8/26 to 9/29/26. Change Order work is on shoulder with
flaggers. Roadway is open to traffic.
Project tied to T-31. Concrete deck on simple steel beam supports and H-Pile
Abutments. Bridge widening all to the south. Contractor completed all bridge
work in August.County crews to build road and open by 9/18.
Scheduled for 2027 CIP. No design contract at this time.

NTP issued 9/24/25. Contractor began 10/7/25. Project is 90% complete.
Contract time is 391 Calendar Days. Base Bid is $4,001,313.

PROJECT STATUS REPORT (UPDATED 9.8.2026)

6/25/2026

12/18/2026

12/18/2026

12/17/2026

1/15/2028

4/15/2027

3/17/2026

6/26/2025

6/12/2025

Anticipated Bid
Letting

10/19/2026

11/20/2028

2/15/27 to
4/15/27
8/21/2026

11/20/2028

7/28/2027
2/15/27 to
4/15/27

1/18/26 to
3/15/27

11/15/2028

9/15/2027

5/15/27 to
7/15/27
2/15/28 to
5/15/28

9/18/2026

9/29/2026

10/19/2026

Anticipated
completion

6/15/2026

9/2/25 to
12/15/2025

10/7/2025

Early/Latest
Start Date

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

Fleet Management July 2026 to September 2026
Delivered Equipment:
New 14-10 2026 John Deere Boom Mower tractor Delivered 7/23/2026
New 13-19 and 13-20 2026 Mack Asphalt body Dump Trucks w/ snow plows and sanders
Delivered 4/24/2026
New 14-00 and 14-01 2026 JCB Rubber Tire Wheel loaders Delivered 5/22/2026
New 14-02 Develon DD100 Small Dozer Delivered 9/1/2026
One JCB Hydradig boom mower Rental machine

Equipment ordered but not delivered:
Two John Deere Motorgraders
One John Deere Large Format Dozer
Six Mack Dump trucks to be delivered 2027

Enterprise Lease Vehicles Delivered:
We had 19 New lease vehicles delivered between March and September

Enterprise lease vehicles ordered:
We have 12 New lease vehicles on order

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

GIS Department Quarterly Performance- July 2026 to September 2026

The Leavenworth County GIS Department provides precise, up-to-date, comprehensive maps and
geospatial data to assist the county and its residents. We ensure weekly data updates are promptly
accessible through the county's website. Additionally, our commitment extends to daily updates on the
Integrity website and to the creation of new data in PDF, shapefile, and CAD formats, all provided at no
cost.

Accomplishments from the middle of March 2026 to the present
✓ Started creating a GIS data inventory, data dictionary, and metadata for county datasets, including
shapefiles and map layers. This work helps organize the county’s GIS data, improve consistency and
documentation, and support federal geospatial metadata standards such as FGDC and CSDGM. It
also aligns the county’s GIS program with leading geospatial organizations and industry best practices,
making the data easier to understand, maintain, share, and use accurately across departments.
✓ Updated the City Limits shapefile, specifically the City of Easton boundary, by incorporating two
parcels in accordance with Annexation Ordinance No. 2026-01, which the Board of County
Commissioners approved in May 2026. Distributed the updated shapefile to MARC, DASC, and the
U.S. Census Bureau, and uploaded the revised dataset to the ORKA Portal to ensure all partner
agencies had the most current municipal boundary information.
✓ Updated the fire hydrants shapefile by verifying and correcting point locations using oblique imagery
and Google Street View and adding new hydrants where they were previously missing.
✓ Created a comprehensive report on the commissioner’s districts.

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

✓ Developed a draft 2026–2031 Capital Improvement Plan (CIP) map illustrating all projects proposed
for completion over the six years.
✓ Developed three Python automation scripts to streamline the metadata update process for different
GIS data formats, including shapefiles, feature classes/layers, and feature datasets. These scripts
automate repetitive metadata tasks, improve efficiency and consistency, and reduce the potential for
manual error.
✓ The 3-year cycle has been updated, and the proposed 2026 maintenance map was revised to reflect
the project schedule, including the number of tasks planned per day to ensure timely completion.
✓ Updated fire response districts, geoproxy, and station assignments per Chief Gates and Lee Ann to
include one additional parcel within the Lansing Fire Department coverage area. Adjusted all related
layers and boundaries to reflect the updated service area, improving response accuracy.
✓ Created an internal web map for the Appraiser’s Office displaying the percentage change in appraised
values from last year, along with new construction. Added additional layers and relevant data to
enhance analysis and visualization.
✓ A newly vacated alley has been added to the parcel at 1000 3rd Ave in the City of Leavenworth, in
accordance with Ordinance #7472.
✓ Developed a Python script to automatically update the Burn Permit website nightly after 7:00 PM,
ensuring timely and consistent data updates.
✓ Conducted a comprehensive analysis of property class counts and assessed valuations throughout
Leavenworth County and its municipalities, providing detailed summaries, valuation trends, and
jurisdictional comparisons.
✓ The rezoning has been updated from RR-5 to RR-2.5, in accordance with Resolution 2023-02, as
provided by Amy from the Planning and Zoning Department.

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

✓ Created two proposed annexation maps for the City of Easton, illustrating potential boundary
expansions and supporting planning and development discussions.
✓ Updated the XML configuration for appraiser data files to the 2027 tax year, ensuring the system is
fully prepared and ready for upcoming assessment and appraisal use.
✓

Worked with Dispatch, Planning and Zoning, and MARC to correct the address point and ensure the
location is accurately represented for emergency response. This will help prevent any delays or
confusion for responders.

✓ Updated the tow layer districts for Dispatch to align with their district boundaries and added the
necessary updates.
✓ Completed drone footage collection for post-construction documentation of A-07 and K-19, as well as
pre-reconstruction documentation for Phase 3A and 3B of CR 30 - 235th Street and Culvert F-47.
✓ Updated current project maps and Story Map, then published them to the website for public access
and community engagement.
✓ Distributed updated parcel boundary datasets to the Cities of Leavenworth and Lansing to support
accurate and up-to-date records.
✓ Updated our Property Information web map to include all the new house photos recently captured by
the Appraiser's Office.
✓ Updated the Single-Family Residential building permit web map for the Planning and Zoning
Department and added all permits that were issued in the last six months.
✓ Created a comparable sales map for Travis in the Appraiser's Office to support property valuation and
market analysis.
✓ Updated parcel data, NG911, and shared it with MARC, ORKA, and PORKA FTP sites.
✓ Quarterly parcel updates (Split, Merge, and BLA) have been sent to the Planning and Zoning and
Appraiser’s departments.

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

✓ Completed preparing the Kansas Open Records Act (KORA) request and sent it to Misty for further
processing.
✓ Monthly photos of houses were sent to SAM for updating on the Integrity website.
✓ Updated the Leavenworth County Burn Permit Form as requested by Lee Ann by modifying the burn
date field so it only allows selection of the current day.
✓ Worked with Maria from MARC to address countywide and municipal addressing matters.
✓ Worked on fixing addressing and topology errors for NG911 data for the end-of-September
submission.
✓ Processed the sync of NG911 GIS and Parcel data with the LV city.
✓ Worked on resolving issues related to the Q2026 AP to CL 911 Geocode dataset provided by MidAmerica Regional Council (MARC) and successfully corrected all identified errors.
✓ Monthly building permit/address verification
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Added addresses that were missing

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Updated a road range to account for the newly added “max” address

✓ Over one hundred thirty-eight (138) survey records were mapped and added to our GIS database.
✓ Over twenty-nine (29) subdivision Plats were mapped and added to our GIS database.
✓ Over sixty (60) track splits/combinations/boundary line adjustments and AgUse changes were made
to the appraisal property database.
✓ Over nineteen (19) new road segments were added in the last 2 quarters to reflect the inclusion of
newly developed subdivisions.
✓ Filled over fifty-two (52) requests from external organizations and walk-ins.
✓ Over one hundred and seventy-five (175) homesites were added, including the update of all mile
markers to NG911 address points. These updates were shared with EMS, fire departments, and city
authorities to enhance emergency response coordination.

COUNTY OF LEAVENWORTH
DEPARTMENT OF PUBLIC WORKS

✓ Over twelve (12) certified property owner lists were created.
✓ Three hundred ninety-five (395) traffic accidents and forty (40) utility Permits were recorded, and
thirty-six (36) entrance permits were recorded.
✓ Seven hundred and eighty-two (782) traffic signs and fourteen (14) maps have been archived, and
four hundred twenty-two (422) Road plans have been archived.
✓ Over eight hundred and sixty-eight (868) intersections were mapped, and ninety-two (92) road files
were created, and sixteen (16) residential requests were recorded.
✓ Added the 2024 bridge inspection records to all applicable bridge folders and worked on the 2026
traffic counter project. Traffic counts were conducted throughout the northern part of the county,
covering areas north of Dempsey Road.

Tasks in progress for Next Quarter
 Continuing the process of scanning all historical work map cards for every parcel within the county
to ensure a complete and accessible digital archive.
 Continue updating the Culvert Inventory and include the previously unrecorded culvert data to
enhance the completeness of our database.
 Continue maintaining and updating the dashboards, web maps, and story maps to keep them
current and aligned with the GIS layers in our database. This ongoing work is essential for
delivering accurate, reliable, and accessible information to all users.
 Continue advancing the Road Record database and mapping, including integrating Right-of-Way
data, historical road names, dedication dates, road plans, historical agreements, and new
subdivision and survey records.
 Pre- and post-project Drone footage.