HomeMy WebLinkAboutAgenda Packet 10/18/2011 (3)CITY COUNCIL MEMO
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W A S H I N G T O N U.S.A.
DATE: OCTOBER 18, 2011
TO: CITY COUNCIL
FROM: CITY MANAGER, KENT MYE%��E��
SUBJECT: 2012 BUDGET MESSAGE
Page 1
I am pleased to have this opportunity to present the 2012 Preliminary City Budget for your review
and consideration over the next six weeks. As a result of a number of revenue enhancements and
expenditure reductions, we have been able to balance the 2012 Preliminary Budget without
recommending any increases in our local property tax rate. This was a very difficult process that
required us to eliminate an initial deficit of about $800,000 in the General Fund. I want to thank
each City department for doing their part in "tightening our belts" so that we can continue to offer
quality services without impacting our local citizens with additional taxes.
I also am very proud of the fact that the Preliminary 2012'Budget continues our commitment to
major improvements to our aging infrastructure as well as funding for local economic development
projects that represent an investment in the future of Port Angeles. While many local governments
have adopted a retrenching approach in an effort to survive the current downturn in our economy, I
do not believe that this is the time to simply maintain the status quo. If the City of Port Angeles is
going to emerge from the current economic challenges as a leader in community and economic
development, the City government has to do our part to improve the community and stimulate the
local economy. With this in mind, included in the preliminary budget is funding to support such
projects as the waterfront improvements, BTOP wireless improvements, AMI electric and water
meter upgrades, replacement of the Lauridsen Boulevard bridge, building improvements to our
Police Station, and construction of the first phase of the CSO project. All of these capital
investments represent efforts to move our community forward and not focus on the "doom and
gloom" that seems to be prevailing around the state and country at this time.
At the same time we are making these investments, we are certainly "sharing the pain" in terms of
proposing cost reductions that impact each City department and each City employee. While this
budget does not propose any layoffs of current City employees, we are currently in a hiring freeze
that will continue for at least several more months. We also have several retirements that are
scheduled for next year and we plan on reviewing these positions thoroughly for potential cost
savings before we fill the positions. It is also important to note that this budget does not include
any cost -of- living adjustment (COLA) for 2012. As you know, this is the second straight year that
we have not been able to provide any of our employees a COLA to offset increases in inflation. In
addition, several departments proposed new employees and reclassifications to existing
employees and none of these requests are funded in the current budget. There are also decreases
in the proposed budget for travel costs, temporary employees, overtime expenses and energy
costs. These cost reductions were necessary due to several reasons including the fact that we are
continuing to experience increases in retirement and health insurance expenses. So, although we
are not proposing furloughs, layoffs or other similar measures, I want to assure the Council that
we are all doing our part to stretch our resources during these challenging times.
BUDGETING FOR PRIORITIES
During the recent International City Managements Association (ICMA) Conference, one of the
sessions that I attended was on budgeting for priorities. The meeting room was packed with
about 150 city managers and their representatives from all across the country. It appears that
cities have recently recognized that part of the "new normal" is the fact that reductions to
municipal budgets cannot continue to occur by cross the -board decreases. Balancing municipal
budgets will require that difficult decisions are made based upon the priorities of the community
with the annual budget tailored to addressing the highest priorities that are agreed upon. As I
listened to the speakers during this recent workshop, I realized that we were ahead of most
communities in implementing this new budgeting for priorities process and, for the most part, we
are on track to making this new process a permanent part of our budgeting process.
As the Council is aware, we have completed several major steps in the Budgeting for Priorities
process that have helped us determine our budget priorities. This has proven to be useful in
making difficult decisions on the inclusion or exclusion of certain items in the preliminary
budget. One of the most important steps completed to date was the Council identification and
approval of six priority results that you wanted the Budget to focus on during the coming year.
In addition, each City department has completed a listing of their specific programs and they
have started prioritizing these programs. These steps were helpful in deciding funding
allocations for different programs and projects. For example, one of the major priority results
approved by the City Council was public safety. Included in the proposed budget is funding for
several major projects that will improve our public safety efforts such as the BTOP wireless
improvements, Police Station building improvements, and matching funds for purchase of new
security cameras. Another priority result approved by the Council was economic development
and we have included funding for several economic development initiatives including the
Choose Local program and the waterfront improvements.
However, it is important to note that we have two additional steps that have to be completed in
order to fully implement the Budgeting for Priorities process. First of all, some departments
listed specific activities rather than major programs that they provide. The listing will need to be
revised in order to have a consistent way of defining each program provided by every City
department. Second, the scoring process involving City departments needs to be completed in a
way that there is more consistency. It was recommended at the ICMA Conference that a process
be established to use peer review committees to assess the city -wide consistency with scoring
Page 2
according to the various program attributes. One of the speakers suggested that 4 -5 individuals
should serve on each of these committees including Council members and City staff
representatives. This process will likely take about six weeks to complete and it is recommended
that this step be started in January and completed by the end of the first quarter of 2012.
BUDGET SUMMARY
At the Budget presentation this evening, we will provide details on the proposed revenues and
expenses for all major funds including our utility funds. In presenting this information, I want to
emphasize that this is a preliminary budget only and I welcome any comments, questions or
revisions to the Budget before it is finalized and presented to the Council for adoption on
December 6. I also want to remind you that the annual City Budget is the Council's primary tool
for policy- making. It defines the level of services, programs and projects that you would like to
fund during the coming year. As elected officials, you are in a unique position to determine
whether this budget meets the needs and interests of our citizens. Fortunately, we have already
heard from a large number of these citizens through the outreach efforts that the City has
implemented in the past year. We also expect to hear additional public comments during the
public hearings next month.
First of all, I want to let you know that the total preliminary budget for all City funds is about
$130.7 million which is an increase of about $6 million over the 2011 Budget of $124.5 million.
I know that any increase in the City Budget represents an immediate cause for concern. But,
there are many reasons for this increase including new grant revenues that we have received as
well as increases in costs for fuel, health insurance, retirement, and BPA electric purchases. We
are also recommending for the first time that capital costs from the City's Economic
Development Fund ($2.3 million) be allocated to start construction of the waterfront
improvements. So, before the Council makes a decision that you can or cannot support a $130
million City budget, it is hoped that you will consider all of the factors contributing to this total
amount.
At tonight's meeting we will provide information on the capital projects that are included in the
budget that were submitted by City departments as supplemental budget requests. We will also
provide you with information on the requests for increased personnel and employee
reclassifications that are not included in the budget. While these requests appear to be well
supported by the various departments, it is recommended that appro of these requests be
delayed until mid -year in 2012 to provide us with an opportunity to complete the Budgeting for
Priorities process.
As in past years, the majority of the focus in the budget process during the coming weeks will be
on the General Fund. The total proposed General Fund Budget is $19,506,839, which is about
$1.5 million (8.33 more that the 2011 City budget. One primary reason for this increase is
that the CIP funding proposed in the General Fund has increased $776,000. Other major
increases proposed include Police ($126,539), Fire ($145,661) and Street operations ($124,000).
Page 3
Even though the budget does not include any COLA increases, total personnel costs in the
General Fund are proposed to increase 2.43 This is primarily due to increases in health
insurance and state retirement costs, funding for merit increases, and costs for several retirements
that are projected for 2012.
Except for one new police officer funded by a new federal grant, no additional new personnel are
included in the 2012 Preliminary Budget. When I presented my first City budget in September,
2009, I mentioned that City staffing had increased by 27 1/2 positions over the previous five
years. I related to the Council at that time that these increases were not sustainable and we could
not continue to add City staff. I am pleased to report to you that we have reduced our staff a total
of about 8 positions over the past several years. We have also reduced staffing costs for
temporary employees and seasonal workers. We are currently exploring additional opportunities
for staff reductions as well as changing certain full -time positions to part-time positions. In
addition, we have received several new grants for energy conservation and law enforcement that
will help offset our personnel costs.
In the development of the 2012 Preliminary Budget, we have also devoted a lot of attention to
looking beyond the coming year to future challenges. There are several major financial
challenges that we will want to discuss with the Council as part of the budgetary process in order
for our budget to be sustainable over the next several years. This includes the fact that recent
increases in health insurance costs are not sustainable and we will need to make some changes in
either the way we fund this insurance, or the health insurance benefits that we provide our
employees. At the same time, we need to find the funding to support future COLA increases as
our employees continue to be impacted by inflationary increases. In addition, we need to explore
options for increasing our funding for street maintenance, as our current funding is not sufficient
for the long -term maintenance of our City streets. Also, once the final Budgeting for Priorities
scoring process is completed early next year, we will need to use this information to determine
specific programs that need to be eliminated or reduced in order to balance the 2013 City
Budget. So, it is important that while we are dealing with immediate budgetary issues, we also
look beyond the coming year and what the future might bring that will impact our ability to
provide services to our citizens.
I hope that this budgetary framework meets the goals and priorities of the City Council and that
you will agree that it meets the needs and interests of our local citizens. Following the
presentation at tonight's Council meeting we look forward to the discussion at several public
meetings over the next six weeks. Also, if individual Council members have a need for a more
thorough review and discussion with the Finance Director and me, we would welcome the
opportunity to meet with you. Thanks for your consideration and thanks for your continued
devotion to our community.
Page 4
Summary of Program Revenue and Expenditures Supported by General Fund
For 2012 Preliminary Budget
General Fund Supported Programs.
Fire
Administration (net of cost allocation)
Fire Suppression
Fire Prevention
Volunteers
Special Operations
Training
Facilities
Emergency Management
Medic 1 (Operations)
Contribution to Pencom
Capital Outlay
Total Fire
2012 2012 General Fund
Program Program Program Support
Cost Revenue Amount Percent
Comments
232,801 4,843 227,958 1 75%
1,319,537 ___86,709 1,232,828_ 9 47% 86,334 grants
141,554 5,700 135,854 1 04%
58,425 8,840 49,585 0 38%
3,725 3,725 0 03%
131,635 6,000 125,635 097%
44,862 44,862 0 34%
3,060 3,060 0 02%
390,000 390,000 3 00%
7,162 7,162 0 06%
143,500 143,500 1 10%
2,476,261 112,092 2,364,169 1817
Police
Administration 330,480 330,480 2 54%
Patrol Investigation 3,822,767 480,365 3,342,402 25 69% $354,741 Grant revenue
Reserves 18,080 18,080 0 14%
Records 516,572 10,050 506,522 3 89%
Parking Enforcement 27,898 27,000 898 0 01%
Contribution to County Humane Society 54,000 54,000 0 41%
Contribution to Pencom 182,512 182,512 1 40%
CIP -STOP, Police Station Remodel 653,000 653,000 5 02%
Total Police 5,605,309 1 517,415 1 5,087,894 I 39 10 %1
Criminal Prosecution 357,908 279,500 78,408 0 60% $19,500 Grant revenue
County Jail 510,000 510,000 3 92%
District Court Attorney fees 163,624 163,624 1 26%
Total Public Safety Criminal Justice I 9,113,102 1 909,007 I 8,204,095 1 63 05 %I
Community and Economic Development
Planning (net of cost allocation) 307,507 24,525 282,982 2 17% $9,500 Grant revenue
Building 229,613 313,000 (83,387) -0 64%
Code Compliance 41,800 41,800 0 32%
CIP (Waterfront Project) 500,000 500,000 0 00% Building permit revenue
Total Community and Economic Development 1,078,920 1 837,525 I 241,395 1 1 86%
Public Works Utilities
PW Admin and Engineering (net of cost allocation) 519,772 10,000 509,772 3 92%
PW Street (Operations) (1) 772,299 772,299 5 94%
CIP (Street Related Projects) 48,000 48,000 0 37%
Total PW (Excluding Recreational Activities) 1,340,071 1 10,000 1 1,330,071 1 10 22 %I
Parks Recreation
Park Rec Administration
Senior Center
Park Facilities
Cemetery
Marine Life Center
Capital Outlay
Sports Programs
Special Events
Youth Programs
Fine Art Center
Total Park Recreation
233,774 20,750 213,024
174,764 46,864 127,900
1,500,305 54,000 1,446,305
144,378 122,300 22,078
20,250 20,250
9,000 9,000
130,039 65,000 65,039
109,470 44,000 65,470
159,272 63,062 96,210
178,532 119,605 58,927
2,659,784 1 535,581 I 2,124,203
1 64%
0 98%
11 11%
0 17%
0 16%
0 07%
0 50%
0 50%
0 74%
0.45%
16 32 %1
Support to Other Agencies
Human Services Contract (United Way)
4th of July Fireworks (Chamber of Commerce)
Sister City Dues
Total Support to Other Agencies
Other Expenditures:
2005 GO Bond (WUGA)
Support for Electric Utility
Total Expenditures
111 Includes $482,299 of property tax from General Fund revenues.
2012 2012 General Fund
Program Program Program Support
Cost Revenue Amount Percent
Comments
56,250
2,500
375
59,125 1
45,100
51,000
56,250 0 43%
2,500 0 02%
375 0 00%
1 59,125 1 045 %1
Support Services (Net of Cost Allocation)
Mayor Council 25,363 25,363 0 19%
City Manager 313,356 313,356 2 41%
Finance 328,582 279,861 48,721 0 37%
Information Technology (IT) 170,846 170,846 1 31%
Facility Maintenance 289,297 29,760 259,537 1 99%
General Legal Services 139,450 139,450 1 07%
Total Support Services (Net of Cost Allocation) 1,266,894 1 309,621 1 957,273 1 7 36%
45,100 0 35%
51,000 0 39%
15,613,996 1 2,601,734 1 13,012,262 1 100.00 %l
2012 Expenditures and Funding Sources
Reconciliation to Capital Facility Plan
Project Title
Public, Safe
Funding Sources`�
Expenditures CaeneraltJ #tlljy lf ci
Budget rants Fund c S upport Reserves ,Rev Funds
Electronic medical incident reporting
Wireless mobile data
City Clerk Remodel (Police Dept)
Security Camera
Radio Upgrades
Westside Fire Station
Regional firearms training facility
n restructure
Aenal mapping
Entryway monument
NICE program
Streets
a
420.000
18th Street reconstruction
1st/Front/Race street nodes
Alley Paving
Race Street Bike lanes
Bike facilities /striping /racks
Gravel Road paving
ADA curb ramps
Coho ferry terminal
Ediz Hook boat dock repairs
Ediz Hook harbor erosion
Lauridsen bridge (design)
Marine Drive bridge
Overlay program
Sidewalk program
Wayfinding signage
Transportation Comprehensive plan
Tumwater retaining wall
Waterfront development
City Pier fire suppression
Civic Field upgrade
Dog Park moved to Lincoln Park fund
Fine Art Center entrance
Neighborhood park renovations
City Pier Float Replacement
ODT Tree Armor
Restroom program
Shane park Elks park lighting
Shane Park playground
Vern Burton roof
36,000
50,000
255,000
200,000
171,000
300,000
1,012,000
115,000
25,000
100,000
240,000
40,000
125,000
38,000
20,000
25,000
20,000
9,000,000
905,000
15,000
380,000
50,000
40,000 I
45,000 I
200,000 I
11,323,000
3,683,329
3,683,329
307,000
2,500,000
80,000
100,000
750,000
50,000
125,000
100,000
130,000
200,000
4,342,000
Note: Negative amounts increase reserves for that project
1
I
300,000
413,062
35,000
125,000
35,000
115,000
25,000
100,000
240,000 I
713,062 I 310,062 I 353,000 I 1 I 50,000 I
ewaiks
3,011,000
100,000 100,000
244,195 244,195
905,000 724,000 (69,000) 250,000
15,000 15,000
45,000
200,000 200,000
1,704,195 I 1,268,195
3,011,000 I 211,000 I
otat Capital improvem nt Fund s 6D0,3391 5 668 257
310,062
211,000
23,000 92,000
25,000
25,000 75,000
48,000 I 167,000 I 25,000 I I
250,000
103,000
500,000
500,000 I
125,000
I 125,000 I
35,000
35,000
45,000
50,000
61,000 I 250,000 I
2,300,000
I 2,300,000 I
I I I I
1,789,257 I 901,000 I 292,000 I 86,000 I 2,600,000
2012 Summary of Vehicle Replacements
(Included in the 2012 Budget)
I Replacement
Department Vehicle Type Cost
EQUIPMENT PURCHASES
Governmental Funds
City Manager
42 1999 Oldsmobile cutlass Sedan 22,000
Police Department
53 Reburbish #53 Police 13,500
89 Refurbish Patrol car Police 10,000
40 Replace #40 transfer #4201 from Fire Dept. Police 3,000
New 6X10 Covered trailer Add to fleet 3,700
Fire Department
New Pumper Truck for harbor Foam Pumper 257,119
4201 2004 GMC Envoy Truck 22,000
Parks Fund
1811 Utility Field Rake Bunker machines Field Rakes 16,584
1854 60" Deck Mower Mower 23,033
1895 60" Zero -turn Mower Mower 28,000
1896 60" Deck Mower Mower 23,034
1897 60" Deck Mower Mower 23,033
Cemetery
1392 13,000# Backhoe Backhoe 75,000
Street
4500/4499 Street sweeper Sweeper 225,000
Information Technologies
43 1997 Ford Windstar (replace with used Van or SUV) Van 8,000
Equipment Services Fund
1570 18,000# Excavator w /trailer attachments Excavator 115,000
1570 Case Backhoe transfer 20,000
1581 International 10 yard dump transfer 22,000
Other capital for Equipment services
NEW Fuel System Upgrade Chip Key Addition other 15,000
NEW Air Compressor other 7,500
NEW Mobile lighting system (new requirement) mobile lighting 7,500
Total Governmental Funds 940,003
Utility Funds
Electric Fund
153 Class 5 Truck w /service body hybrid bucket Bucket truck 150,000
163 Class 2 4X4 truck or van with service body Truck w /service body 36,500
Water Fund
1732 Crewcab Truck w /Service body, hyd valve acutator syster Truck 70,000
Total Utility Funds 256,500
GRAND TOTAL 1,196,503
TRANSFERRED EQUIPMENT
Governmental Funds
Streets
1570 Case Backhoe transfer (20,000)
1581 International 10 yard dump transfer (22,000)
Fire Department
4201 transfer #4201 to Police Dept. Police (3,000)
(45,000)
Total Equipment Services Reserves Used 1,151,503
ELIMINATED EQUIPMENT
Water Fund
1757 Case Backhoe
Notes
Based on the City's new Equipment Replacement Policy adopted in 2008, the Equipment Servies Fund
currently has sufficient reserves to purchase all vehicles listed above
Transfers to a department require payment from that funds' equipment reserves to the originating fund. These
are shown as negative amounts above in the amount of payment.
Eliminated vehicles will not be replaced in future years They are part of the City's overall plan to reduce vehicles.
Req.
CAP 1
CAP 2
CAP 3
CAP 4
CAP 5
CAP 6
CAP 7
CAP 8
CAP 9
CAP 10
CAP 11
One -Time CAPITAL Requ
Security Cameras I
IT Server Room (HVAC ducting)
Fire Suppression Equip/Training
Phone Upgrade WWTP
Heat Pump Repl (2 pumps)
Police Space Remodel
Server Upgrade WWTP
Voice Radio Narrowbandmg
Lg Diam Fire Hose Repl
Training Workstation WWTP
Hydraulic Model Update WWTP
TOTAL CAPITAL
ONE -TIME CAPITAL REQUESTS
(Included in the 2012 Budget)
Original Eliminated For Council Fundina Source
Request
Requests Consideration General Fund Other
103,000 103,000 103,000 Port Security Grant Match
80,000 80,000 80,000 Upgrade /add ducting in server room
28,076 28,076 28,076 Receive equipment/training worth $114,000 Port Security Grant Match
24,000 24,000 24,000
20,000 20,000 10,000 10,000 General Fund and PenCom to split cost equally
300,000 300,000 250,000 50,000 Estimate per Terry G.
16,500 16,500 16,500
111,000 111,000 39,000 72,000
14,090 14,090 14,090 Potentially repaired instead of replaced
6,550 6,550 6,550
100,000 100,000 100,000 Waiting for Supplemental (not capital, in 4810)
803,216 803,216 444,166 359,050
PER 1
PER 2
PER 3
PER 4
PER 5
PER 6
PER 7
PER 8
PER 9
PER 10
PER 11
PER 12
PER 13
PER 14
PER 15
PER 16
PER 17
PER 18
PER 19
Req.
PERSONNEL Requests
Patrol Officers (5)
Community Service Officers (2)
Medical Officer (1)
Records Specialist (1)
City Clerk Office Assistant (2)
Part-time Patrol Officer (1)
Seasonal Laborer (1)
Parking Enforcement (1)
WW Pre Treatment Intern (1)
City Clerk Reclass
Assistant City Manager
Deputy Director of Finance
Parks Caretaker Reclass
Assistant Planner Regrade
IT System Administrator
Hearing Examiner
Municipal Court
AMI Project Coordinator j
18 -month Source Control Spec
PERSONNEL ON -GOING REQUESTS
(NOT included in the 2012 Budget)
Fund/ Original
Division Request
001.5022 613,250
001.5022 144,500
001.6060 102,001
001.5029 54,698
001.1230 32,104
0015022 30,000
403 7480 20,175
001.5029 18,281
403 7480 16,000
001.1230 8,273
001.1210 3,882
001.2010 3,804
001.8080 3,608
001.4010 1,993
502 2081 (5,764)
001 1210 50,000
4517188 30,000
403 7480 154,700
Eliminated
Requests
(613,250)
(102,001)
(32,104)
For Council Funding Source
Consideration General Fund Other
144,500 144,500
54,698 54,698
30,000 30,000
20,175 20,175
18,281 18,281
16,000 16,000
8,273 8,273
3,882 3,882
3,804 841 2,963
3,608 758 2,850
1,993 1,993
(5,764) (778) (4,986)
50,000 50,000
30,000 30,000
154,700 154,700
TOTAL PERSONNEL $1,096,805 (747,355) 349,450 312,447 $37,003
ELIMINATED
Includes salary/benefits, supplies, vehicles
ELIMINATED
ELIMINATED
No benefits
8 month position
Temporary, extend every 4 months
$10 /h r.
M26 to M30
CED Director
Reclass current Finance System Specialist (primarily utility funded)
A14 to A17
A20 to A24 and new Project Mgr Title
Reclass current IT System Coordinator
Should be CM budget per Nathan
No request submitted
Temporary 2012 only
Grant funded, no City match (no formal request submitted yet)
Statement of Revenue, Expenditures
and Changes in Fund Balance -By Department
General Fund for the Years 2009 -2012
Revenues:
Taxes'
Licenses Permits
Intergovernmental Revenues
Charges for Services'
Fines Forfeitures
Miscellaneous Revenues
Transfers from Other Funds
*Criminal Justice
Electric (ROI)
Lodging Tax -Parks Recreational Activities
Senior Center Maintenance
One -time Transfers to Close Funds 2 797,923
Total Revenues 1 17,114,568 1 18,307,728
Expenditures by Department
Mayor Council
City Manager
Community Services
Finance
Legal
Community and Economic Development
Police
Fire
Public Works
Parks Recreation
Recreational Activities
Facility Maintenance
County Jail
District Court
Contribution to Pencom
Information Technology
Retirements
Total Expenditures
Support to Other Funds:
Transfers to Other Funds
Fine Arts Center
Recreational Activities'
2005 GO Bond (WUGA)
Street (Operations)
Medic I (Operations)
Electric Utility (Operations)
CIP Funds
Total Support to Other Funds
Total Expenditures
Revenue Less Expenditures
Increase (Decrease) in Reserves
Fund Balance:
Beginning Fund Balance
Total Ending Fund Balance
Committed for Council Contingency
Assigned
Unassigned
1
10,454,971
481,052
567,439
4,698,012
315,921
247,973
270,000
59,200
20,000
59,687
760,898
65,000
2,029,382
702,700
566,090
4,208,203
1,986,685
1,610,842
2,102,730
433,127
436,084
112,765
189,674
140,604
39,016
15,443,487 1
27,500
176,283
45,208
198,800
346,912
10,976,487
413,115
835,895
4,473,973
282,154
213,981
235,000
59,200
20,000
70,092
690,192
58,750
2,037,531
757,663
777,412
4,413,955
1,988,811
1,665,185
1,869,798
516,241
593,395
112,928
189,674
156,059
15,897,686
24,750
170,000
45,208
145,000
360,000
4,273,149 5,558,235
250,000
1,065,440
4,273,149 4,242,794
10, 874, 534 11,420,432 11,462,190
360,397 829,618 466,917
805,599 734,559 795,016
4,921,593 4,940,117 5,026,946
287,000 250,000 287,000
212,011 209,927 146,570
59,200
72,000
17,592,334 1
24,750
45,172
166,000
374,000
5,143, 235
250,000
1,048, 311
3,844,924
59,200 59,200
72,000 62,000
60,000
18,575,853 1
5,453,708
250,000
1,048, 311
4,155,397
18,305,839 1
71,139 64,886 68,382
752,042 728,893 753,032
61,625 59,125 59,125
2,218,132 2,222,702 2,296,202
881,491 744,748 765,811
674,322 667,340 636,920
4,613,208 4,480,024 4,739,747
2,052,499 2,021,623 2,198,160
1,753,025 1,781,871 1,853,066
1,986,879 2,130,066 2,082,471
396,830 393,263 398,781
538,272 518,991 524,996
380,000 550,000 510,000
145,000 145,000 163,624
189,674 189,674 189,674
169,309 169,309 170,846
88,965 41,008 94,152
16, 972,412 I 16, 908,523 I 17,504, 989 1
24,750 24,750
4,398,023 4,273,149 5,558,235 5,558,235 5,453,708
4,252,708
250,000
715,519
3,287,189
587,656 5 40
106,520
(10,583)
105,353
(65,441)
N/A
(10,000) (13 89)
N/A
713,505 4.06
(2,757)
990
(2,500)
78,070
(115,680)
(37,402)
126,539
145,661
100,041
95,592
1,951
(13,276)
130,000
18,624
1,537
5,187
532,577
29 56
(1 31)
2 14
(30 87)
(3 88)
0 13
(4 06)
3 52
(13 12)
(5 55)
2 74
7 10
571
4 81
0 49
(2 47)
34 21
12 84
091
5 83
3.14
N/A
45,172 45,100 (72)
(0 16)
166,000 290,000 124,000 74 70
374,000 390,000 16,000 4 28
N/A
1,001,250 380,000 425,000 1,161,935 1,201,000 776,000 182 59
1,795,953 1 1,124,958 1,034,922 1 1,771,857 1 2,001,850 1 966,928 93.43
17,239,440 I 17,022,644 18,007,334 1 18,680.380 1 19,506,839 I 1.499,505 8.33
(124,872) 1,285,084 (415,000) (104,527) (1,201,000)
(124,872) 1,285,084 (415,000) (104,527) (1,201,000)
In 2011, Criminal Justice Taxes of $250,000 were moved from the Special Revenue Funds and the the support transfer to the General Fund was discontinued
2 For 2010, in compliance with GASB 54 requirements, the following special revenue funds are closing and remaining :funds are being transferred to the
General Fund K -9 $12,634, Criminal Justice $320,158, Waterfront Trail $36,228, Contingency $250,000, William Shore MPD $11,247, and LID $138,935
3 In 2011, Recreational Activities was moved from the Special Revenue Funds to the General Fund and the support transfer from General was discontinued
Mandated to
Provide
Program
0-4 Scale
(4= State /Federal
Mandate;
2= Ordinance!
Resolution;
0 =No Mandate
Department Division Program Score
Evaluation riteria
Basic Program Attributes Priority Results
Cost
Recovery
of Program
0-4 Scale
based on
Percentage
(4 =75 -100
3= 50 -74
2= 25 -49
1= 1.24
Score
Change in Reliance on
Demand for City to
Service Provide
Service
-4 to 4 Scale 0-4 Scale
(-4= demand (4 =Only City can
significantly provide service;
decreasing; 1 -3 =Can be
4= demand contracted
significantly 0 =other entities
increasing) can provide)
Score Score
On a scale of 0 to 4 points
0 program has no influence on achieving the Result
1 program has some influence on achieving the Result
2 program influences the Result
3 program has a strong influence on the Result
4 program is essential to achieving the Result
Program
Score
City Manager Council
City Manager I Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
City Manager Council
Department Program
Scorecard
VO 4
Citizen Outreach
Council Meetings
Regional, State and National Associations
Advisory Boards and Committees
Human Services Contract (United Way)
Sister City Interntional Dues
Peninsula International Relations Assoc
Animal Control (Humane Society)
Marine Life Center (Art Feiro Marine Life Center)
Independence Day Fireworks
Downtown Main Street Program (PADA)
Clallam County Economic Development Council
Fine Art Center Support from General Fund
9
16
3
10
5
0
10
2
0
3
5
8
6
3
4
4
2
4
3
1
3
3
7
19
11
5
8
14
2
9
5
1
1
2
9
20
20
4
17
2
12
13
6
4
3
6
12
Financially Plan for a Excellence in Our Unique Economic
Responsible Sustainable Government Community Development Public Safety
Government Community
Score
16
19
11
14
7
1
11
4
1
6
9
11
Score
16
20
14
16
10
3
14
9
1
10
12
14
Score
20
20
13
17
5
7
12
6
1
6
10
12
Score
19
18
13
17
6
10
10
11
8
11
11
16
The above results were tallied from the score cards submitted by Dan DiGuilio, Patrick Downie, Cherie Kidd, Max Mania, and Brooke Nelson No other scores were submitted
Score
15
18
12
14
4
3
9
10
2
11
12
11
Score
11
19
10
14
12
0
16
1
6
8
5
6
152
167
88
131
69
40
0
108
57
23
62
75
106
Budget Revenue
Comparisons by Fund
General Fund
17,114,568 18,307,728 17,592,334 18,575,853 18,305,839 713,505
4.06
Special Revenue Funds
Lodging Excise Tax 487,341 486,087 478,644 460,891 475,724 (2,920) (0 61)
Street 1,402,654 1,723,217 1,715,557 1,699,383 1,780,197 64,640 3 77
Real Estate Excise Tax #1 134,524 121,192 129,128 123,158 122,191 (6,937) (5 37)
Real Estate Excise Tax #2 129,826 117,830 124,408 123,685 122,556 (1,852) (1 49)
Criminal Justice 238,096 245,882 N/A
PenCom 2,160,941 2,125,669 2,111,088 2,451,505 2,414,027 302,939 14 35
Recreational Activities 402,013 399,066 N/A
Port Angeles Housing Rehab 251,352 179,711 587,827 944,328 76,223 (511,604) (87 03)
Electnc Utility Rural Econ Dev Rev Fund 54,964 55,096 55,119 54,976 3,407 (51,712) (93 82)
Economic Development 427,944 231,286 238,787 215,508 325,581 86,794 36 35
Cultural Resources 292,281 6,821 148,435 143,720 59,183 (89,252) (60 13)
William Shore Memorial Pool District 291,515 256,789 N/A
Miscellaneous Funds (2) 17,349 22,364 16,390 12,372 15,765 (625) (3 81)
Total Special Revenue Funds 6,290,800 5,971,010 5,605,383 6,229,526 5,394,854 (210,529) (3.76)
Debt Service Funds
2001 Refunding G 0 Bond (Sr Ctr Fire Hall) 386,736 309,980 394,497 392,988 167,898 (226,599) (57 44)
2005 Refunding G O Bond (Library) 278,056 285,442 281,270 281,186 286,929 5,659 2 01
2005 LTGO Bond (WUGA) 249,519 249,771 249,935 252,955 251,534 1,599 0 64
2006 LTGO Bond (Property Acquisition) 71,592 73,453 74,188 72,269 68,360 (5,828) (7 86)
Total Debt Service Funds 985,903 918,646 999,890 999,398 774,721 (225,169) (22.52)
Permanent Funds
Cemetery Endowment Fund 7,938 6,868 6,883 5,578 3,262 (3,621) (52 61)
Esther Webster Trust Fund 304,787 219,008 193,125 194,422 179,355 (13,770) (7 13)
Total Permanent Funds 312,725 225,876 200,008 200,000 182,617 (17,391) (8.70)
Enterprise Funds
Electnc 30,136,233 38,719,018 33,841,372 35,336,237 39,408,692 5,567,320 16 45
Electric Conservation 494,428 755,741 806,634 2,249,119 1,113,339 306,705 38 02
Water 5,312,167 8,938,102 6,582,064 5,498,383 5,758,320 (823,744) (12 51)
Water Treatment Plant 162,741 144,742 152,981 134,215 91,687 (61,294) (40 07)
Wastewater 6,348,220 8,729,423 18,865,593 9,827,221 19,819,218 953,625 5 05
Solid Waste Collection 3,274,988 3,284,633 3,299,493 3,263,033 3,243,601 (55,892) (1 69)
Solid Waste Transfer Station /Landfill 4,896,515 5,114,224 5,423,606 5,220,640 5,365,737 (57,869) (1 07)
Stormwater 743,286 1,203,454 2,442,132 2,384,308 781,827 (1,660,305) (6799)
Medic I 1,392,701 1,447,270 1,519,290 1,502,590 1,499,520 (19,770) (1 30)
Total Enterprise Funds 52,761,280 68,336,607 72,933,165 65,415,746 77,081,941 4,148,776 5.69
Internal Service Funds
Equipment Services 1,567,659 1,047,969 1,250,070 1,137,923 1,324,752 74,682 5 97
Information Technology 872,464 1,052,499 1,230,392 1,232,922 1,194,184 (36,208) (2 94)
Self- Insurance 4,416,656 4,646,197 5,044,949 5,041,975 5,411,800 366,851 727
Total Internal Service Funds 6,856,779 6,746,665 7,525,411 7,412,820 7,930,736 405,325 5.39
Fiduciary Funds
Firemen's Pension 73,133 51,621 29,843 28,391 25,799 (4,044) (13 55)
Total Fiduciary Funds 73,133 51,621 29,843 28,391 25,799 (4,044) (13.55)
Governmental Capital Projects Funds 3,709,477 2,862,670 4,701,432 3,817,199 5,602,375 900,943 19 16
Sub -total Revenues 88,104,667 103,420,823 109,587,466 102,678,933 115,298,882 5,711,416 5.21
Reserves Used 14,914,398 8,339,146 15,544,219 629,821 4 22
Total All Funds 88,104,667 103,420,823 124,501,864 111,018,079 130,843,101 6,341,237 5.09
(1) Accounting for Recreational Activities was moved to the General Fund in accordance with GASB 54 reporting requirements
(2) Miscellaneous funds include Firearms Range, Drug Task Force, Sr Center Maintenance and closed funds
(3) Funds include Capital Improvement, Property Management, Park Improvement and closed funds
(4) Reserves used are mostly related to capital projects in Electric, Water, Wastewater and Stormwater
Budget Expenditures
Comparisons by Fund
General Fund
A'mend'ed;"
17, 239, 440 17, 022, 644 18,007,334 18,680,380 19,506,839 1,499,505
8.33
Special Revenue Funds
Lodging Excise Tax 584,031 760,551 499,556 502,056 408,960 (90,596) (18 14)
Street 1,480,782 1,738,255 1,715,557 2,049,656 1,800,197 84,640 4 93
Real Estate Excise Tax #1 263,412 366,479 61,666 186,667 185,795 124,129 201 29
Real Estate Excise Tax #2 290,078 89,274 88,470 213,470 212,665 124,195 140 38
Criminal Justice 270,000 555,157 N/A
Pencom 2,333,132 2,210,362 2,198,088 2,562,044 2,634,080 435,992 19 84
Recreational Activities 380,558 521,288 0 N/A
Port Angeles Housing Rehab 285,392 198,403 532,269 1,064,269 329,300 (202,969) (38 13)
Electric Utility Rural Econ Dev Rev Fund 25,000 25,000 50,000 200,000 50,000
Economic Development 272,840 1,089,527 1,576,814 1,337,219 2,837,033 1,260,219 79 92
Cultural Resources 149,393 238,540 249,459 159,192 156,484 (92,975) (37 27)
William Shore Memorial Pool District 288,825 259,475 N/A
Miscellaneous Funds 44,549 303,130 9,100 68,500 11,000 1,900 20 88
Total Special Revenue Funds 6,667,992 8,355,441 6,980,979 8,343,073 8,625,514 1,644,535 23.56
Debt Service Funds
2001 Refunding G O Bond (Sr Ctr Fire Hall) 388,454 385,704 391,704 391,704 166,904 (224,800) (57 39)
2005 Refunding G O Bond (Library) 281,354 284,904 280,904 280,904 286,704 5,800 2 06
2005 LTGO Bond (WUGA) 249,769 249,769 249,569 249,569 249,170 (399) (0 16)
2006 LTGO Bond (Property Acquisition) 86,890 86,889 86,890 86,890 86,891 1 0 00
LID Control 138,934 N/A
Total Debt Service Funds 1,006,467 1,146,200 1,009,067 1,009,067 789,669 (219,398) (21.74)
Permanent Funds
Esther Webster Trust Fund 193,371 165,261 178,857 178,205 178,532 (325) (0 18)
Total Permanent Funds 193,371 165,261 178,857 178,205 178,532 (325) (0.18)
Enterprise Funds
Electric Utility 28,935,669 33,784,645 40,659,652 37,169,670 41,728,722 1,069,070 2 63
Electric Conservation 864,715 1,195,150 993,372 2,367,965 1,247,628 254,256 25 60
Water 4,830,245 5,238,428 9,167,999 6,783,231 8,984,829 (183,170) (2 00)
Water Treatment Plant 223,263 180,217 165,039 165,039 258,529 93,490 56 65
Wastewater 5,600,708 6,735,878 19,874,063 10,099,243 23,385,571 3,511,508 17 67
Solid Waste Collection 3,385,089 3,352,261 3,640,967 3,511,223 3,558,906 (82,061) (2 25)
Solid Waste Transfer Station /Landfill 5,382,262 5,603,604 5,796,504 5,397,664 5,446,222 (350,282) (6 04)
Stormwater 457,793 962,566 2,732,492 2,586,480 1,244,298 (1,488,194) (54 46)
Medic I 1,367,272 1,453,414 1,519,290 1,514,777 1,499,520 (19,770) (1 30)
Total Enterprise Funds 51,047,016 58,506,163 84,549,378 69,595,292 87,354,225 2,804,847 3.32
Internal Service Funds
Equipment Services 1,308,568 1,915,666 1,545,152 1,615,070 1,842,665 297,513 19 25
Information Technology 937,094 889,618 1,749,872 1,562,017 1,249,482 (500,390) (28 60)
Self- Insurance 4,332,905 4,645,938 5,129,299 5,151,975 5,411,800 282,501 5 51
Total Internal Service Funds 6,578,567 7,451,222 8,424,323 8,329,062 8,503,947 79,624 0.95
Fiduciary Funds
Firemen's Pension 106,602 133,173 141,741 144,776 151,568 9,827 6 93
Total Fiduciary Funds 106,602 133,173 141,741 144,776 151,568 9,827 6.93
Governmental Capital Projects Funds 3,783,969 3,498,532 5,210,185 4,738,224 5,732,807 522,622 10 03
Sub -total Expenditures 86,623,426 96,278,636 124,501,864 111,018,079 130,843,101 6,341,237 5.09
Designated for Reserves 1,481,241 7,142,187 N/A
Total All Funds 88,104,667 103,420,823 124,501,864 111,018,079 130,843,101 6,341,237 5.09
"Accounting for recreational activities was moved to the General Fund in accordance with GASB 54 reporting requirements
(2) Funds include Drug Task Force, Firearms Range and Sr Center Maintenance
(3) Funds include Capital Improvement, Property Management, Park Improvement and closed funds
Street Fund
Departmental Summary
Fund
:Street
Revenues
Property Taxes
Motor Vehicle Fuel Taxes
Interest on Investments
Grants
Permits
Judgements /Settlements
Miscellaneous
Support from Utilities Engineering Charges (Operations)
Support from General Fund (Operations)
Support from SW Collections Fund (Street Sweeper)
Total Revenues
Expenditure by Object
Personnel
Supplies
Charges for Services
Transfer to CIP Fund (Paving /Overlay Program)
Capital Outlay
Total Expenditures
Net increase (Decrease)
in Fund Balance
Beginning Fund Balance
Ending Fund Balance
Personnel Summary
Department
Public Works Utilities
482,299
417,035
16,077
17,211
4,400
7,886
3,807
105,139
223,800
125,000
1,402,654
860,593
177,730
442,458
1,480,782 1
(78,127)
666,238
588,111
11.50 1
482,299
417,167
10,958
69
210
709
516,805
170,000
125,000
1,723,217
942,349
247,836
398,070
150,000
1,738,255 I
(15,035)
588,111
573,077
13.50 1
482,299
415,507
15,681
5,000
5,000
300
475,770
166,000
150,000
1,715,557
1,002,738
280,210
432,609
1,715,557 I
573,077
573,077
13.50 I
482,299
404,878
10,136
7,600
1,700
476,770
166,000
150,000
1,699,383 I
993,289
267,057
489,310
300,000
2,049,656 1
482,299
403,542
7,056
5,000
5,000
300
437,000
290,000
150,000
1,780,197
1,016,817
284,852
489,528
9,000
1,800,197 I
(350,273) (20,000)
573,077 222,804
222,804 202,804
13.50 1 13.50 1
Account Number
102 -7230
(11,965)
(8,625)
(38,770)
124,000
64,640 1
14,079
4,642
56,919
9,000
84,640 I
(2 88)
(55 00)
N/A
(8 15)
74 70
3.77 I
1 40
1 66
13 16
N/A
N/A
4.93
Medic I Utility Fund
Summary of Revenues and Expenditures
Fund
'Medic I Utility Fund
Revenue
Charges For Services Utility
Charges For Services- Ambulance
Charges For Services -Other
Grants
Interest on Investments
Other Revenue
Transfer from General Fund
Total Revenue
Expenses by Object
Personnel
Supplies
Charges for Services
Contribution to Pencom
Capital Outlay
Transfer for Capital
Total Expenses
Revenues less Expenses
Net Increase (Decrease) in Cash
Personnel Summary
1
1
1
Department
Fire
Account Number
409 -6025
10/18/2011 4 30 PM
524,012 541,105 600,181 587,552 585,552 (14,629) (2 44)
502,577 526,963 526,526 522,513 507,192 (19,334) (3 67)
13,068 13,543 12,650 13,000 12,850 200 1 58
1,726 2,186 1,700 1,738 1,700
2,719 2,211 2,983 1,337 976 (2,007) (67 28)
1,687 1,262 1,250 2,450 1,250
346,912 360,000 374,000 374,000 390,000 16,000 4 28
1,392,701 1,447,270 1,519,290 1,502,590 1,499,520 (19,770) (1.30)1
993,873 1,060,554 1,111,167 1,102,673 1,105,358 (5,809) (0 52)
37,773 46,267 48,805 51,016 51,239 2,434 4 99
272,824 273,227 293,441 295,211 280,121 (13,320) (4 54)
62,802 62,802 62,802 62,802 62,802
10,564 N/A
3,075 3,075 (3,075) (100 00)
1,367,272 1,453,414 1,519,290 1,514,777 1,499,520 (19,770) (1.30)
25,429 (6,144) (12,187)
Cash Unrestricted 50,174 26,690 56,907 26,669 26,669
Cash Designated For Medical Equipment 22,551 30,217 18,051 18,051
Ending Cash Balance 145,007 56,907 56,907 44,720 44,720
Net Working Capital 219,323 301,205 301,205 289,018 289,018
10.00 I moo I moo I moo I 10 00 I I I
i
[G \GROUPWCCT\BUDGET07 \ENTERPRISE \FUND 409 MEDIC II