The Kansas Department of Agriculture (KDA) is the nation's first department of agriculture, devoted to the total support of agriculture in Kansas. Crafted from the roots of the Kansas Agriculture Society and Kansas State Agricultural Society, dating back to 1855 and 1862, respectively, the State Board of Agriculture was officially created by the Kansas Legislature in 1872. It was not until 1994 that the Board was officially renamed the Kansas Department of Agriculture. In 2014, a majority of the department was relocated from Topeka to the current headquarters' location in Manhattan.

The Administrative Services program within KDA houses all of the support functions of the agency, as well as the Office of the Secretary. Without these integral functions, such as Fiscal, Human Resources, Information Technology (IT), Legal, and Communication, the agency would cease to function. Proper guidance and oversight for the entire agency is provided at this level and communicated to employees, stakeholders, and interested parties. Should this program not be funded, these duties would statutorily be required to be assumed by other state agencies or state employees. A large degree of synergism, education, and experience would be lost, as well as goodwill with the agricultural industry as a whole. The agency would jeopardize their ability to compete and receive top federal grant awards, causing further negative consequences to the agency.

A. Provide timely, accurate, and efficient fiscal services (accounts payable and accounts receivable).

B. Provide comprehensive Human Resources services to KDA employees and future KDA employees.

C. Assist programs in the modernization of legacy IT services and continue to improve existing services.

D. Provide timely, accurate, and efficient legal services (process administrative enforcement orders and settlement agreements).

E. Provide open records to the public in a timely manner.

F. Advocate for agriculture and KDA programs through traditional and other media.

The Division of Agriculture Marketing, Advocacy and Outreach was originally created in the Board of Agriculture but was transferred to the Department of Commerce in 1995. In 2011, the division was transferred into the Department of Agriculture. The Division is organized into the following programs: Agriculture Workforce Development, Domestic Market Development, Compliance Education and Agency Outreach/Advocacy, Economist and Statistics, International Market Development and From the Land of Kansas/Affiliated Programs (local foods and farmers' markets). Additionally, the division has a 12-member Agriculture Marketing, Promotions and Advisory Board that meets quarterly and serves as a citizen sounding board for program activities.

Consequences of not funding this program include: failure to meet statutory obligations as outlined below; loss of a voice for and support staff hired and trained to validate, promote and mentor/grow/expand Kansas agriculture (farmers, ranchers and agribusinesses/Ag Growth Strategy) domestically and internationally all while also serving a supply chain network associated with the direct, indirect and induced effects of the industry; loss of management oversight for the current KDA/Kansas Value Added Foods & Meat Laboratory partnerships designed to provide discounted services to Kansas food, beverage and meat processing/value add entities; dissolution of the state trademark program - From the Land of Kansas - and marketing initiatives/benefits (including eCommerce) offered through the program for farmers' markets and small/mid-sized food and agriculture entities; loss of securing and administering Federal funding associated with USDA AMS grants and USDA FAS market access/market development (International/federal cooperator partnerships); loss of agency economics and statistics validating the Kansas agriculture industry and data collection by statisticians contributing to feeder cattle indexes and hay/sunflower market pricing reports published by USDA AMS; loss of state/domestic agricultural advocacy initiatives including support for and engagement with secondary and post-secondary classrooms/audiences.

A. Serve all Kansans through innovate programming and delivering solutions designed to create an environment that facilitates growth and expansion in agriculture while increasing pride in and awareness of the state's largest industry - agriculture.

B. Increase the awareness of making Kansas a potential state for the relocation or expansion of agriculture business.

C. Increase and enhance export opportunities for Kansas farmers, ranchers, and agribusinesses.

Kansas Department of Animal Health became a stand alone agency in 1969 by combining the Livestock Sanitary Commission and the State Brand Commission. Via a Governor's reorganization order, the Kansas Animal Health Department became a division of the Kansas Department of Agriculture in July 1, 2011. It is now know as the Kansas Division of Animal Health. Currently there are three programs that make up the Division - Animal Disease Control, Animal Facilities Inspection, Brands Program - all of which work to ensure the health and welfare of Kansas livestock and domestic animals.

Funding sources are a combination of SGF, license and registration fees, USDA APHIS cooperative agreements, NADPRP farm bill funding, special program grants. Both farm bill funds and special program grants are project specific and provide opportunities for additional initiatives.

A. Support division responsibilities, including disease investigation and response and maintain interaction with regulated industries and stakeholders.

B. Enhance internal communication and professional development.

C. Enhance animal disease emergency response capabilities.

The Division of Conservation, working with 105 local Conservation Districts, 75 organized Watershed Districts, other special-purpose districts, as well as state and federal entities administer programs to improve water quality, reduce soil erosion, conserve water, reduce flood potential and provide local water supply. The DOC has the responsibility to administer the Conservation Districts Law, the Watershed District Act and other statutes authorizing various programs.

Lack of funding for Division of Conservation programs would lead to greater soil erosion and loss of agricultural production which negatively impacts the Kansas economy, greater sediment and nutrient loading to streams and lakes which increases water treatment costs for municipalities and reduces water storage capacity, greater damage to crops, roads and structures caused by increased flooding, and the loss of 100+ full time positions with Conservation District staff across Kansas.

A. Provide support for conservation districts.

B. Increase in efficiency and effectiveness of State Water Plan program implementation/administration.

C. Implement the State Water Plan and 50-Year Water Vision by addressing priority resource concerns through increase local technical assistance and targeted conservation practices with special initiatives and partnerships/cooperative grants/agreements.

The Dairy division within the old Board of Agriculture was established in 1925 within that same year the diary law was transferred to the State Board of Agriculture. The Dairy Inspection program protects consumers in Kansas and other states. Inspectors regulate the dairy industry starting at the farm and continuing as the milk and milk products are transported, process, distributed and sold. The Feed Inspection program safeguards both human and animal health by inspecting feed manufacturers, transporters, distributors/retailers and animal production facilities to ensure compliance with state and federal regulations.

Inspections and sampling would not be performed, increasing risk of milk product and commercial feed contamination, and/or adulteration putting public health and animal health at risk. Illness and death could result. Kansas milk and dairy products could not be shipped or sold in interstate commerce. Kansas feed manufacturers would not comply with FSMA requirements and could not export feed stuffs.

A. Provide a fair-minded regulatory environment for the Kansas dairy and commercial feed industry which results in safe, clean, unadulterated milk, dairy, and commercial feed products for both animal and human feed consumers.

B. Achieve and maintain compliance with FDA guidelines and National standards.

C. Grain program efficiencies by continuing to automate and streamline inspection, sampling, and record-keeping processes.

Food inspection regulation dates back to the early 1900s and traditionally under KDHE. In 2003, the Legislative Division of Post Audit studied Kansas' food inspections and as a result, food inspection was moved to the Department of Agriculture in 2004 with lodging inspections following in 2008. This was done to place all food regulation under Department of Agriculture which was already doing meat, poultry, dairy, and egg inspections. A number of efficiencies were gained and continues to present.

Providing uniform food safety inspections in food establishments and food processing plants ensures a safe food supply to Kansas consumers. Failure to provide these inspections and regulate these food and lodging facilities under standard federal guidelines would significantly increase the risk of the consuming public and be detrimental to public health including possible death due to unsanitary food preparation conditions.

A. Provide uniform, effective, and efficient food safety inspections in order to protect public health and maintain the public's confidence in Kansas establishments.

B. Professional development of Food Safety & Lodging program staff.

C. Maintain outreach to customers through training and educational meetings.

In 1907, Kansas enacted its first warehousing laws. The early farmers recognized the need for government to regulate the grain industry much in the same way it regulated banks. The primary goal for the program has not changed in more than 100 years. The Grain Warehouse Inspection program administers and enforces the Kansas Public Warehouse Law relating to grain storage. It requires that any entity that stores grain for the public be licensed by either the state or federal government. It ensures that Kansas grain producers have safe, solvent warehouses where they may store their commodities. To achieve this, the program examines state-licensed facilities at least once each year. More examinations are made on licensed facilities that meet only the minimum financial requirements. A licensed elevator, with the approval of the Grain Warehouse Inspection program, may move open stored grain to another licensed, bonded terminal elevator. This allows smaller facilities to free up bin space for the next harvest. Also, with approval from the program, licensed facilities may use emergency or conditional storage space during harvest when storage space is in short supply. This allows the elevator to better serve Kansas crop producers. Examinations help eliminate fraud in the grain industry, ensure the quantity of stored commodities in Kansas licensed warehouses, maintain the percentage of loss to producers at zero.

Defunding the Grain Warehouse program will have a significant negative effect on the Kansas economy by not ensuring that Kansas grain producers have safe, solvent warehouses where they may store their commodities as required by state statute.

A. Protect grain depositors by performing subsequent exams of all licensed public grain warehouses once a year to ensure there are no losses due to fraud or mismanagement of records and grain quality is kept to the standards set forth by the State of Kansas.

B. Provide a high level of customer service by completing special examinations when requested and measuring new facilities to add to licensed storage space or approve conditional storage space.

C. Accelerated examinations for noncompliance to maintain a system that ensures zero loss to depositors by identifying and deterring fraud in the grain warehouse industry.

D. Professional Development.

Started 1953 to ensure quality of fertilizers, seeds (former), animal feeds, dairy products, livestock remedies (former), pesticides; Metrology lab was established in 1971; Added: meat and poultry, metrology, industrial hemp; Relocated lab during pandemic from Topeka to Manhattan in March 2020.

Agricultural products and commodities that pose a public health/safety hazard would likely result in foodborne or feedborne illness. Lack of fairness in commerce from inaccurate weighing and measuring devices or improperly labeled feeds, fertilizers, and pesticides.

A. Protect consumer and animal health through multiple chemical and microbiological analyses of various food products sold in Kansas.

B. Evaluate ongoing technical competency of analysts through completion of proficiency testing.

C. Professional development of laboratory staff.

Kansas Meat and Poultry Inspection Program started in 1969 under the Kansas Department of Agriculture when the Meat and Poultry Inspection Act was created.

Kansas would be non-compliant with Federal law for meat inspection and we would loose federal funding. Either USDA would have to provide inspection services or meat processing could not continue. In the absence of inspection, meat and poultry products that pose a food safety hazard may enter the human food supply. Product adulteration and the incidence of economic fraud would have to be reported and investigated by another agency or not addressed.

A. Provide a fair-minded regulatory environment to the Kansas meat and poultry inspection industry to ensure our "equal to" status with FSIS.

B. Ensure that required sampling is done during the calendar year.

C. Facilitate growth and education to new and existing businesses.

The Pesticide and Fertilizer Program works to ensure compliance with Kansas statutes and regulations governing products that are used to control pests or to enhance plant growth. The Program strives to achieve its mission through compliance assistance and outreach education; complaint investigation; and monitoring inspections. The Kansas Department of Agriculture has been responsible for pesticide and fertilizer regulation since the implementation of the various statutes identified above. In approximately 1999, the Pesticide and Fertilizer Program was integrated after the fertilizer section was transferred from the Agricultural Commodity Assurance Program.

The Pesticide and Fertilizer Program needs funding to ensure it meets its statutory and regulatory duties. If the Pesticide and Fertilizer Program is not funded and the statutory and regulatory duties are not met, it is likely that pesticide misuse complaints would increase and such complaints would not be investigated; consumers would not know if a product was properly registered in Kansas; and there would be no oversight of chemigation process which may result in an increased likelihood of groundwater contamination. Additionally, not adequately funding the Pesticide and Fertilizer Program may result in Kansas losing primacy under the Federal Insecticide, Fungicide and Rodenticide Act (FIFRA) which would likely increase the presence of the U.S. Environmental Protection Agency (EPA) in the state, including additional federal enforcement actions being pursued against Kansas businesses.

A. Efficiently apply state resources to provide an equitable and balanced regulatory environment.

B. Maintain Kansas primacy under the Federal Insecticide, Fungicide, and Rodenticide Act to facilitate Kansas agriculture and restrict federal enforcement for noncompliance by Kansas pesticide business.

C. Grain program efficiencies by continuing to develop and streamline the Agriculture Information Management System (AIMS) to provide online opportunities for licensure and product registration.

The purpose of the Plant Protection and Weed Control program is to: protect the state's native and cultivated plants from the introduction and outbreak of harmful plant pests, including insects, plant diseases, weeds and other organisms; provide inspection and certification services to ensure compliance with statutes and quarantines and to facilitate movement of plants and plant products to other states and countries; manage pests of regulatory significance within the state; ensure that plants, plant products, and seed offered for sale in Kansas meet the requirements of the Plant Pest and Agricultural Commodity Act, the Kansas Seed Law, the Kansas Noxious Weed Law, and the Commercial Industrial Hemp Act.

Defunding the Plant Protection and Weed Control program will have a significant negative effect on the Kansas economy. Important plant safeguarding, export certification, consumer protection, and industrial hemp licensing activities will not be completed as require by state statute.

A. Safeguarding: Provide a system to safeguard Kansas' native and cultivated resources by excluding and/or early detection of high-profile exotic pests of regulatory significance which also allow the continued export of Kansas-produced plants and plant products.

B. Export Commodity Assurance: Provide export commodity assurance for Kansas-produced commodities so that the pest freedom requirements by other states and foreign countries are maintained to allow expeditious movement of those commodities in foreign and domestic trade.

C. Pest Management: Manage, control, or eradicate select pest of regulatory significance that are established in the state and provide technical expertise to program cooperators involved in pest control.

D. Ensure that seed offered for sale meets label guarantees and contains no noxious weeds or restricted weed seed exceeding allowed quantities.

E. Industrial Hemp Program: Enabling Kansans to take advantage of the new alternative crop in Kansas.

F. Staff Training: Professional development and internal training.

We administer the Water Appropriation Act which allocates water to our citizens with terms, conditions, and limitations that provides a framework of first in time is first in right to the water. This allocation method maximizes the use of water for the best economic benefit and protects private property rights.

Certificates, permits, changes to water rights, would not be processed and issued. Water use reporting data would not be collected. Private property rights would not be protected. The state's economy would be hurt by not allowing water to be put to a beneficial use. Some water users would take advantage of their neighbors by using more water than authorized.

A. Process applications to appropriate water and changes to existing water rights in Kansas.

B. Ensure water rights and the resources are protected.

C. Conduct field work, public outreach, and transparent rule development.

The water management services program is responsible to administer the state's four interstate river compacts, provide technical assistance to the water appropriation program, evaluate complex hydrologic scenarios to enhance water management, investigate groundwater impairment claims, and maintain and enhance the official water rights information database.

Not funding this program would severely jeopardize Kansas's ability to secure its water supply from Colorado on the Arkansas River, and from Colorado and Nebraska on the Republican River. Not funding this program would also eliminate the agency's ability to use state of the art hydrologic modeling and analysis tools to develop, implement, and evaluate water management tools and strategies leading to poor management of water resources and economic harm to local and regional economies.

A. Protect Kansas water supplies through administering the KS-CO Arkansas River Compact.

B. Protect Kansas water supplies through administering the KS-CO-NE Republican River Compact.

C. Continue to encourage the development and use of sound science to inform water management decisions.

The Water Structures Program reviews projects that involve dams, stream modifications, levees, floodplain fills and provides technical assistance and coordination for local communities participating in the National Flood Insurance Program for the protection of property and public safety. These duties were authorized starting in 1929 with the passage of the Obstructions in Streams Act and Levee Law.

Severe private and public property damage or loss of life could occur due to failure of aging dams and other water structures, inappropriate floodplain development or poor construction of water structures. Private property rights could be infringed upon by neighbors constructing dams or other structures that are not properly designed. The citizens of Kansas would not be able to participate in the NFIP to help cover loss costs associated with disasters. Perspective property buyers and current owners would not have accurate data on flooding risks.

A. Regulate dams, stream modifications, levee and floodplain fills for the protection of life, property, and public safety.

B. Ensure effective community engagement and risk communication.

C. Increase public awareness of floodplain management, stream obstructions, and channel changes.

KDA inspects all retail fuel devices every 18 months, these devices have a compliance rate around 90%. Other commercial devices such as scales, non-fuel meters, propane meters, moisture meters etc. are required to be inspected annually by a licensed service company, these devices have a compliance rate around 50%. KDA inspects a small portion of all non fuel devices on an annual basis. Do to the reliance on private service companies KDA no longer has the equipment or staffing to perform inspections of all device types and has not kept pace with new technology entering the market place such as Mass Flow Meters, Electric Vehicle Charging stations, Grain Moisture Meters, etc.

Weights and Measures provides traceability for Kansas Weighing and Measuring Devices to the National System of Weights and Measures Standards and Performance Testing. This ensures equity in the marketplace for Kansans and facilitates trade locally, nationally and internationally. Failure to maintain accurate weighing and measuring devices harms Kansan's, both purchasers and sellers. This harm is economic and results in many millions of dollars in lost revenue annually for Kansans. If trust in the weighing and measuring system is lost it could also result in lost trade and/or the requirement for traded items to be weighed elsewhere which would add additional cost for businesses. As an example there are some scales in Kansas over which several billion dollars of beef are traded annually. For a single scale trading 3 billion dollars of beef, a 0.1% error would result in 3 million dollars of lost revenue to either the beef producers selling beef or to the packing plant buying it. While we don't have the data to determine the value of all products sold annually in Kansas, it is easy to see how very small errors can have significant revenue impacts for Kansans irregardless of the product, beef, grain, oil, fuel, steel, gravel, cement, milk, chemicals, etc.

A. Utilize available resources efficiently.

B. Improve compliance education.

C. Improve program coverage.

The administration division has historically been split between the Pratt office and the Secretary's office in Topeka. This division contains the Licensing, Purchasing, accounting, budget, Legal, and IT sections of the Department. This is the division that makes the agency function.

All accounting, Budget, purchasing, licensing, Legal, Public Affairs, and IT functions are accounted in this division

A. To provide accurate and timely accounting practices to the agency.

B. To provide a quality and reliable platform for licenses and permits to be sold to the public and to maintain historical data to predict license trends.

C. To provide accurate and timely information and purchasing services to our internal customers. To provide internal customers the information required to make an acceptable service. To process and track all purchases made by the Agency.

D. To publish and distribute accurate information in a timely manner that is informative and meaningful.

The Ecological Services Section was established in 1987 during the reorganization of Fish and Game Commission and the Parks Resource Authority to one department. The section was developed to provide technical input to many agricultural and nonagricultural related projects. The addition of both federal and state environmental protection laws such as the National Environmental Policy Acts and federal Clean Water laws and regulations mandated that KDWP become more actively involved as the voice of the state's wildlife resources. The passing of the federal Endangered Species Act of 1973 and subsequent passing of the Kansas Nongame and Endangered Species Act in 1975 mandated additional KDWP involvement with project reviews and the development of the nongame, threatened and endangered species program in the state. Subsequent state laws (Water Project Environmental Coordination Act KSA 82a-325 to 327) requires review of water projects in the state and their impacts to other natural resources including threatened and endangered species. In 2005, Ecological Services Section developed the first State Wildlife Action Plan, a plan developed to keep common species common by conserving wildlife and habitat before they become to rare and costly to restore. Through this process a list of species of greatest conservation need was developed and is the cornerstone to receiving federally funding from the State Wildlife Grants Program. The Ecological Services Section is responsible for programs related to non-game, threatened and endangered species, biodiversity, watchable wildlife, climate change (including alternative energy development), and private lands management. The section is responsible for administering State Wildlife Grants (both appropriated and competitive grant funds), Section 6 cooperative agreement and grants, Cooperative Service Agreements with the USFWS and the Chickadee Checkoff Program. The section is also responsible for upholding the threatened and endangered species project review program pursuant to the Kansas Nongame and Endangered Species Act of 1975. In addition, the section is responsible for addressing a diverse array of wildlife interest ranging from T&E to watchable wildlife. Programmatic objectives involve developing collaborative partnerships and committees (e.g. Kansas Nongame Advisory Council, T&E Task Force, Teaming With Wildlife)as well as the development and implementation of the State Wildlife Action Plan (SWAP).

Negative impacts to critical habitats for state listed threatened and endangered species could cause additional decline in population levels that could cause extirpation of the species from the state. Without the review and permitting process for impacts to wildlife additional species could be added to the Federal endangered species list and thus removing jurisdiction from state to federal authority. Part of this reviews includes reviews all KDWP grants for compliance and non-compliance with state and federal laws (Section 7 consultation and NEPA) which without this measure could result in the loss of federal funding for conservation programs agency wide. These reviews are completed in house to reduce cost for the agency that may be required to conduct environmental assessments for each grant funded project causing increased cost per project. Administration of the Section 6 Cooperative Agreement with US Fish and Willdife Service is also within the sections duties and without this agreement being maintained each year the state wildlife agency would be in further non compliance with the Federal ESA.

A. Conduct project reviews for activities that impact fish and wildlife resources. Reviews are conducted on projects carried out by private individuals, industry, local,, state and federal governments as allowed under statute and regulations.

Nearing a 50 year anniversary and one of the most successful outdoor education programs delivered by the Kansas Department of Wildlife and Parks, the Hunter Education program was created in 1973 and owes this success to the dedicated Kansas hunter education instructors that teach this program. The program funding is made possible through the excise taxes collected on hunting and shooting equipment (Pittman Robertson Act) which pays for classroom materials and training equipment. The Pratt Education Center was converted from the first fish culture school of Kansas University, built in 1913, into the agency's first nature center, established in 1966. Located in the Flint Hills, the Milford Nature Center was built adjacent to the Milford fish hatchery and opened its doors in 1991. The Great Plains Nature Center, the result of a partnership between KDWP, the friends of the Great Plains Nature Center, the US Fish and Wildlife Service and the City of Wichita, opened its doors in 1996. The Kansas Wetlands Education Center, a partnership between KDWP and Fort Hays State University, opened in 2009. In 2013, KDWP took over operations of the Southeast Kansas Nature Center through a lease agreement with the city of Galena.

The consequenses of not funding this program include the loss of long standing and integral education programs such as hunter education and outdoor skills workshops, as well as the five nature and wildlife education centers in Kansas.

A. Connect people to the KDWP mission through strategies to engage with and support customers with broad experiences and backgrounds as they participate in and enjoy the outdoor opportunities of Kansas.

B. To produce safe, knowledgeable, responsible and legal hunters and fur harvesters who will support wildlife management strategies that produce healthy populations of wildlife for the enjoyment of the people of Kansas, and to assist all individuals in developing awareness, knowledge, skills and commitment to result in safe, responsible behavior and actions concerning the use of Kansas' wildlife resources.

C. Inspire life-long learning through outdoor skills programs and outreach efforts designed to enhance the knowledge, understanding and appreciation of Kansas' natural resources.

The Fisheries Division is responsible for maintaining and creating fishing opportunity and improving fishing quality across the state. It is also responsible for conserving and enhancing fisheries resources. Fisheries Division programs are tailored to meet the special needs of anglers. For example, the Urban Fishing Program provides fishing in areas where demand for fish exceeds supply by stocking catchable size fish throughout the fishing season. On the other end of the spectrum is the lack of public water in western counties. The Department's private water leasing program is designed to create new fishing opportunities in portions of the state that are under served. The fisheries program strives to respond to the needs of all anglers regardless of their location.

Kansas waters hosted an estimated 400,000 anglers for 4,694,000 fishing trips according to the 2011 National Survey of Fishing, Hunting, and Wildlife-Associated Recreation (conducted every five years by the US Census Bureau). Because of its widespread popularity, recreational fishing is an important industry in Kansas. Anglers in Kansas spend over $295 million each year.

The organizational sections of the fisheries Division are Management, Research, and Fish Culture. These sections work hand-in-hand to improve fishing in Kansas, protect the aquatic environment, and to educate the public on matters relating to aquatic life. The fisheries program is multifaceted, working with the fish habitat, the fish themselves, and the public who benefits from these precious natural resources.

A dramatic reduction of fishing opportunity in Kansas. Jeopardize the fate of an estimated 400,000 anglers that spend approximately $295 million dollars in Kansas each year. A predictable loss of sport fish that experience poor natural recruitment on their own due to degradation of habitat. Further degradation of habitat due to lack of manpower and funding to mitigate these issues. Loss of human respect and stewardship of our natural resources and heritage.

A. The Fisheries Division goals are to Conserve Kansas sport, non-sport, and threatened and endangered fishes, the water they rely on, and their habitats.

B. Increase fishing opportunity. Increase fishing success.

The Law Enforcement Division is responsible for the statewide enforcement of state and federal fish and wildlife laws, boating laws, and public lands regulations. These enforcement activities occur on private and publicly owned lands within the state. In addition to these primary law enforcement duties, these officers also assist federal, state and local law enforcement agencies in a support role when requested. Their assistance is provided for warrant service and arrest of wanted fugitives, enforcement of controlled substance laws, and response to emergency management. The Division also plays an active role in providing information and educational programs concerning hunter education, boating safety, and other natural resources related programs.

A. Provide public health & safety for all public lands users through pro-active management and law enforcement.

In 1955, the Kansas Legislature adopted a public policy providing for state parks and facilities by creating the Kansas Parks and Resources Authority. In 1958, they appropriated funds for operations and created Kanopolis State Park. Additional parks were added legislatively by statute as years passed, and in 1987 Governor Mike Hayden merged the Kansas Parks and Resources Authority and the Kansas Fish and Game Commission into the Kansas Department of Wildlife and Parks. Governor Sam Brownback added Tourism to the Department in 2011. The Parks Division is responsible management and operations of 28 designated state parks, including Little Jerusalem Badlands State Park and Flint Hills Trail State Park. These areas include 8,000 acres of maintained lawn grass, 32,200 acres of park-land resources, over 510 miles of trails, over 280 miles of roads, more than 10,000 campsites, 35,000 acres of recreational surface water, over 1,000 structures; complete sewer systems including 81 lagoons, over 160 lift stations with 2 pumps each and treatment plants; 24 potable water systems, and more than 3,000 miles of utility lines. The Division expects over 7 million visitors this year. On average, each employee is responsible for 74,000 visitors annually. A major effort is placed on public safety, law enforcement and providing a family atmosphere where children and adults can have an enjoyable, safe experience. Over 220 special events are provided annually that enhance quality-of-life experiences for our visitors and generate significant economic impact for surrounding communities and the state

Management of the 25 state parks and the prairie spirit trail would be lost.

A. To effectively manage, protect, and administer the state's parks, its visitors, and associated wildlife efficiently, while providing a diversity of quality outdoor recreation experiences with special regards toward natural resource protection.

B. To promote Kansas' quality outdoor recreation activities and quality of life experiences.

C. To enhance the public's knowledge of the importance of outdoor recreation to the Kansas economy.

In 1926 the first state fishing lakes were constructed at Neosho and Meade. The first public land acquisition occurred in 1939 for the Finney Game Refuge utilizing Pittman-Robertson federal aid funds. In 1942, acquisition of land for public hunting access began at Cheyenne Bottoms Wildlife Area. This was the beggining of public access areas for hunting and fishing in the State of Kansas. The Public Land Division is responsible for the management of 412,000 acres of public land and water; this represents approximately one percent of the land base of Kansas. The primary responsibility is to provide a multitude of diverse habitats for wildlife species of Kansas. The public lands program is funded solely by the Wildlife Fee Fund and revenue generated from management activities that benefit wildlife. Ninety percent of all hunters and fishermen in Kansas will spend part of their hunting and fishing activities, on public land or water within any one year. The heavy use by hunters and fishermen requires safe and sanitary facilities on wildlife areas and state fishing lakes. The Public Lands program is responsible for the management of 129 projects. These projects are funded from the Wildlife Fee Fund and some are included in the U.S. Fish and Wildlife Service Sport Fish and Wildlife Restoration Programs that reimburses up to 75 percent of approved activities designed to benefit fish and wildlife and hunters and anglers. These properties annually receive approximately four million plus, visitation-days by hunters, anglers and wildlife viewers. Vehicles and equipment will be replaced according to replacement schedules and need. Upgrades will be examined on overall benefit and effectiveness to enhance operations and safety. Temporary and seasonal employees will supplement the work loads placed on FTE's, during heavy use periods and activities that require assistance. Operations and maintenance expenditures are adequate to maintain minimal standards, and replace some worn-out equipment.

Besides Wildlife Fee Funds, the Public Lands Division contracts agricultural activities on land licensed from the Corps of Engineers, Bureau of Reclamation and state lands. Revenue generated from these activities is placed in separate unlimited accounts for each area. Federal landowners require revenue be returned to the area within five years for wildlife benefit. Approximately $2,000,000 is generated and expended annually from these funds which are (unlimited) and are not a stable source of income.

Loss of habitat, loss of diversity, reduction in stable wildlife populations. Decline in outdoor recreation participation by public. Outdoor activities have been shown to have physical and mental health benefits and promote community interaction and resource appreciation. Negative socio-economic impact both at a local and statewide level due to low hunting/fishing participation, resource visitation, and reduced spending at associated industries.

A. To Optimize public access for hunters, anglers, and other compatible recreational opportunities; Conserve, manage, and optimize wildlife and their habitats.

B. Provide appropriate infrastructure to support hunting, fishing, and other compatible recreational opportunities.

C. Provide public health and safety for all public lands users through pro-active management and law enforcement.

The Wildlife Division includes research and surveys, and management. Wildlife Division projects are funded from the wildlife fee fund. Most projects qualify for 75 percent reimbursement through the U.S. Fish and Wildlife Service federal aid to Wildlife Restoration Program. The research and survey program provides projects that measure trends in big game, upland game birds, migratory game birds, and furbearers. Harvest, hunter success and human dimensions information are obtained from hunter surveys. Information provides the basis for objective administration of seasons, permit quotas, regulations and management program planning. Research targeting specific wildlife management problems or environmental issues are accomplished within this section. Contracting for professional services is the primary means for accomplishing research objectives. The wildlife management program provides for a statewide initiative to improve upland game populations by improving upland game habitat. The walk-in-hunting-access program (WIHA) designed to lease private land for public hunting access is coordinated by management personnel. Other operations include assistance to public land management, agricultural liaison, animal damage control, species reintroduction, animal rehabilitation, and interaction with other governmental and private organizations concerning wildlife management.

Loss of habitat, loss of diversity, reduction in stable wildlife populations. Decline in outdoor recreation participation by public. Outdoor activities have been shown to have physical and mental health benefits and promote community interaction and resource appreciation. Negative socio-economic impact both at a local and statewide level due to low hunting/fishing participation, resource visitation, and reduced spending at associated industries.

A. To monitor wildlife populations and their habitats, and to assess public appreciation, demand and tolerance for wildlife resources and department programs.

B. Provide programs designed to conserve, protect and enhance wildlife habitat.

C. Provide wildlife related recreational opportunity.

In 1985, the Kansas Legislature created the Kansas Asbestos Act to protect citizens and asbestos workers from exposure to this hazardous air pollutant. The Federal Government implemented the Clean Air Act in 1993 and Kansas implemented the Kansas Air Quality Act in 1993.

Air program would be implemented by the Environmental Protection Agency in Kansas.

A. Meet all National Ambient Air Quality Standards (NAAQS).

B. Conduct air quality compliance inspections.

C. Maintain an air permitting program for the State of Kansas (Average cost per permit).

Current configuration of the bureau was formed in response to the passage of the federal Comprehensive Environmental Response, Compensation and Liability Act (Superfund).

Contaminated sites or permitted facilities will have or potentially have uncontrolled release of petroleum or hazardous chemicals causing harm to human health and the environment. Increase of human exposure to hazardous materials, petroleum substances and other toxic materials. More involvement of the US Environmental Protection Agency in Kansas.

A. Promote redevelopment of contaminated properties to allow beneficial use of dilapidated or impacted properties.

B. Maximize pollution prevention measures to prevent release of stored chemicals.

C. Improve environmental health conditions for Kansans through contaminated site assessment, response and cleanup.

The KDHE is the only state agency to implement the solid and hazardous waste programs authorized by the statutes referenced above. The Kansas Solid Waste Management Act was adopted in 1970. Key revisions occurred when KDHE sought approval from the United States Environmental Protection Agency to administer federal solid waste rules promulgated under the Resource Conservation and Recovery Act (RCRA) in 1993,1996 and 2009. The Solid Waste Program regulates solid waste disposal areas and processing facilities and waste tire handling; offers compliance assistance to regulated entities, and; provides financial support and grants to local entities. The Hazardous Waste Management Act was adopted in 1981. Key revisions occurred when KDHE sought approval to administer federal rules in 1985 and 2013. Under the hazardous waste program KDHE regulates generators of hazarous waste and permits facilities that treat, store and/or dispose hazardous waste to ensure proper cradle-to-grave management.

The Bureau of Waste Management implements all regulations for solid waste disposal areas and processing facilities, waste tire management, hazardous waste generators and transporters, and hazardous waste treatment, storage and disposal facilities in Kansas. Failure to fund the program would result in no regulatory oversight of solid and hazardous waste management activities in Kansas causing public health and environmental impacts including: illegal dumping; surface and groundwater contamination, and; public safety and nuisance conditions like fires, odors, litter and disease vectors. EPA would implement the hazardous waste programs in Kansas, and KDHE would forfeit about $1.1 million annually in federal hazardous waste program funding.

A. Review active and closed solid waste landfill groundwater monitoring reports in a timely manner in order to coordinate response actions at landfills where off-site groundwater contamination is detected above the regulatory limit.

B. Maintain a compliance rate of 90% or higher among permitted solid waste facilities and hazardous waste generators by conducting routine inspections and providing compliance assistance and operator training.

C. Oversee the regulation of all hazardous and solid waste facilities in Kansas in accordance with the authorizing statutes. The unit cost was estimated by dividing the total number of facilities subject to regulations by the total program funding budgeted for each state fiscal year.

The origins of the Bureau of Water began in 1885 when the first rules and regulations pertaining to protecting water supplies were adopted by the Ks Board of Health (now KDHE). In 1907, the first statute prohibiting unpermitted sewage from entering waters of the state was approved and in 1927 the Kansas Board of Health was charged with preventing pollution found to be a public health or aquatic life threat. In 1933, the Legislature established laws pertaining to pollution prevention from livestock facilities. In 1972 the Federal Water Pollution Control Act was passed by Congress and in 1974 Congress approved the Safe Drinking Water Act. The Kansas Legislature responded in 1974 by creating the Kansas Department of Health and Environment as a cabinet-level agency to implement the two Federal laws as well as the accompanying state statutes.

Implementation of the Safe Drinking Water Act would revert to the Environmental Protection Agency. KDHE's technical assistance and training would be eliminated. Kansas would lose $1.1m annually through the Public Water Supply Supervision Grant, and would lose $8.3-$16.6m annually from the Capitalization Grant which supports the Drinking Water State Revolving Fund. Public health and the environment could be jeopardized by improperly operated and maintained water supply and water pollution facilities. Implementation of the Clean Water Act would also return to the Environmental Protection Agency, including enforcement which would be a burden on our towns and industry . Most wastewater systems would suffer from lack of training and technical assistance. Approximately six millions dollars annually of federal funding would be lost. Program elimination also eliminates the state's ability to protect water supplies for municipalities, industries, livestock and irrigation and reduce pollutant loadings crossing statelines.

A. Monitor water quality of Kansas waters to assist in development of water quality standards and total maximum daily loads (TMDLs) and to track environmental changes for water quality improvement.

B. Provide subsidized financing (low interest loans) for municipal water infrastructure projects through the Kansas State Revolving Fund Programs to return and maintain municipal water and wastewater systems into compliance.

C. Oversight of public water supply systems, wastewater and stormwater facilities, underground injection control (UIC) wells, and underground hydrocarbon storage (UHS) wells with regards to standards, regulations, and technical assistance (979 public water supply systems, 1853 wastewater facilities, and 3404 stormwater facilities, 73 UIC wells, and 368 UHS wells for a total of 6,677).

In SFY 2018, the program was re-aligned to include the Livestock Waste Section and the Watershed Management Section, which allows field based programs to better work together. Total budget for this program includes significant amount of funding (state and federal) that is passed through as aid to locals.

Implementation of all environmental programs would revert to the Environmental Protection Agency and funds for aid to locals would be curtailed.

A. Conduct compliance inspections/complaint investigations/spill responses.

B. Issue permits for confined animal feeding operations.

C. Reduce non-point source pollution.

History: The first biological and chemical analyses for Public Health and Protection were performed in 1886 at the Kansas Board of Health. In 1907, the Environmental Microbiology laboratory began analyzing water and wastewater for public health as a part of the Division of Sanitation. This was the first lab that would become what is now Kansas Health and Environmental Laboratories (KHEL). When the Kansas Department of Health and Environment was established by legislative action in 1974, the combined health and environmental laboratory was located in the Forbes Field complex. Named in statutes as the Office of Laboratory Services, the Division of Health and Environmental Laboratories became part of the Division of Environment in FY 2007. The total funding shown for the program in FY 2020 through FY 2023 represents COVID funding to support not only the laboratory operations but many supplies and equipment provided to partners throughout the state to fight the COVID 19 Pandemic.

Infants could go undiagnosed and experience permanent or life threatening disorders. The public would have greater exposure to viruses and diseases. Outbreaks could go undetected due to no investigative testing capacity. Increase risk and cost to Kansans due to poor water quality and decreased monitoring. Public Water Suppliers would have to find outside laboratories to perform testing and Kansas would have to contract with and designate a Primacy Laboratory or else have the program taken over by EPA. EPA would take over drinking water program, Clinical Testing Labs would not be evaluated for accurate performance, intoxicated drivers would remain on the highways.

A. Conduct clinical and environmental testing with a high degree of accuracy as measured by performance on proficiency tests.

B. Maintain staff flexibility and continuity of operations by ensure that staff are cross trained in multiple methods and that each method has multiple staff that can perform it.

C. Process samples for both Clinical and Environmental purposes as measured by number of samples and average price per test. Noting that much of the budget provided in 2020,-2023 includes significant budgets that included pass through equipment, supplies and testing costs.

In 1913, the Kansas Legislature declared the "Official" Kansas State Fair be located on 112 acres in Hutchinson that was donated by the citizens of Reno County and was authorized by KSA #2 201 through 2-205. KSA #74 520 through 74 525 designated the Kansas State Fair Board as the responsible body to organize and present the annual State Fair. These funds take care of the day to day operations of the Fair to include but not limited to staffing, office equipment, marketing and the like.

The Kansas State Fair is a Fee Funded organization that is reliant on dollars brought in to afford the programs that it supplies to the citizens of the State of Kansas. If these programs are not funded, there would be no way that we would be able to have a State Fair.

A. Support the Mission of the Kansas State Fair - To promote and showcase Kansas agriculture, industry, and culture; to create opportunity for commercial activity; and to provide an educational and entertaining experience that is the pride of all Kansans.

B. To enhance the professional development and retention within the Kansas State Fair Team.

C. Increase in efficiency and effectiveness of State Fair program implementation and administration.

In 1913, the Kansas Legislature declared the "Official" Kansas State Fair be located on 112 acres in Hutchinson that was donated by the citizens of Reno County and was authorized by KSA #2 201 through 2-205. KSA #74 520 through 74 525 designated the Kansas State Fair Board as the responsible body to organize and present the annual State Fair. These funds take care of the day to day operations of the Fair to include but not limited to staffing, office equipment, marketing and the like.

The Kansas State Fair is a Fee Funded organization that is reliant on dollars brought in to afford the programs that it supplies to the citizens of the State of Kansas. If these programs are not funded, there would be no way that we would be able to have a State Fair.

A. To provide the Kansas State Fairgrounds, which encompasses approximately 280 acres with 75 buildings and nearly 24 acres under roof, as a safe and secure facility for all Kansans and guests to the State.

B. To ensure the safety and security to all patrons on the Kansas State Fair through continual improvements to facilities and grounds.

In 1913, the Kansas Legislature declared the "Official" Kansas State Fair be located on 112 acres in Hutchinson that was donated by the citizens of Reno County and was authorized by KSA #2 201 through 2-205. KSA #74 520 through 74 525 designated the Kansas State Fair Board as the responsible body to organize and present the annual State Fair. These funds take care of the day to day operations of the Fair to include but not limited to staffing, office equipment, marketing and the like.

The Kansas State Fair is a Fee Funded organization that is reliant on dollars brought in to afford the programs that it supplies to the citizens of the State of Kansas. If these programs are not funded, there would be no way that we would be able to have a State Fair.

A. To provide the Kansas State Fairgrounds, which encompasses approximately 280 acres with 75 buildings and nearly 24 acres under roof, as a safe and secure facility for all Kansans and guests to the State.

B. The State Fair is the state's largest single event and typically attracts more than 300,000 people annually, plus an estimated 200,000 people to the more than 600 non-fair events held throughout the year.

The Kansas Water Office (KWO) operates the Kansas Water Marketing, Water Assurance and Access District programs as part of its overall Public Water Supply (PWS) Program. KWO has developed the Public Water Supply Program Comprehensive Capital Development Plan (CCDP) in order to account for all revenue and expenses related to the State's public water supply storage, and to provide for the long?term planning of future program needs, including acquisition of all the water supply storage under federal contracts, potential new storage development and protection and restoration of the storage owned by the State. Various funding sources contribute to KWO's overall PWS Program and are represented as part of the CCDP. These funding sources are the Water Marketing Fund, Water Assurance Fund, and Access District Fund.

The ability to meet water supply demands of all customers of the PWS programs in accordance with existing long-term contracts and operations agreements, ensuring that the state continues to meet its current and future obligations associated with state-owned water supply storage, and continued operations and analysis to effectively protect, maintain, and secure state-owned storage to support the needs of the citizens of Kansas will be limited.

A. Ensure that the water supply needs of the citizens of Kansas are met in an economical and efficient manner.

B. Ensure that municipal, industrial and irrigation water rights on the major rivers have an adequate water supply during drought conditions.

C. Effectively utilize storage to lengthen support during low flow conditions.

The Water Planning and Implementation program covers the major agency responsibility for the development and coordination of implementation efforts of the Kansas Water Plan. These development and coordination of implementation efforts provide a collaborative framework to extend the life of the Ogallala-High Plains Aquifer; secure, protect and restore Kansas reservoir water supply; improve our state's water quality; reduce our state's vulnerability to extreme events (including flood and drought); as well as increase overall awareness of Kansas water resources. The administration of the Kansas Water Planning Act, Kansas Weather Modification Act, and portions of the Water Appropriations and Water Transfer acts are housed in this program. This program also houses the Kansas Water Authority, which is statutorily within the Kansas Water Office. The Authority is responsible for advising the Governor, Legislature, and the Director of the Kansas Water Office on water policy issues; approving the Kansas Water Plan; accounting for and making recommendations on the expenditures of State Water Plan Funds; and approving water storage sales, water marketing rate setting, federal contracts, administrative regulations, and legislation proposed by the Kansas Water Office. The Authority is composed of 24 members (13 voting, 11 ex-officio) that represent stakeholder groups and are informed of water-related issues representing water users, water interests, environmental interests, and the general public.

Without KWO water planning and implementation efforts, Kansas will not be able to plan and meet current and future water supply demands now for the Ogallala Aquifer region as well as from areas served by reservoir water supply storage. Kansas would also not be able to fully coordinate on planning and implementation activities to address water quantity and quality issues impacting Kansas as identified in the Kansas Water Plan. At the current rate, with no changes during Vision implementation, the Ogallala Aquifer will be 70 percent depleted and our reservoirs will be 40 percent filled with sediment within the next 45 years.

A. Develop and propose water policies that are long-term in scope.

B. Identify and address priority water resource issues in Kansas.

C. Support the Kansas Water Authority in its role of making policy recommendations to the Governor and Legislature.

D. Measure the condition of the water resources of the state.

E. Provide adequate technical analysis and background to support the development of policy and priority issues.

F. Measure and assess the status and effectiveness of practices and projects implemented through the State Water Plan.

G. Be an active participant in water resources policy formation and recommendations that result in legislation.

H. Foster a trust in the planning process which is conducted in an open public forum and based on sound research.

I. Involve the public and stakeholders in the development of proposed policy initiatives.

J. Create electronic and written publications in a format and style that the public finds accessible.

K. Annually host a Governor's Conference on the Future of Water in Kansas to disseminate information and encourage public engagement in water issues.