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Home My WebLink AboutAgenda Packet 10/22/2013 #©¥? Ø¶ 0Ø≤¥ !Æß•¨•≥ City Manager’s Proposed Budget for 2014 October 22, 2013 1 Agenda Introduction & Background • What’s New in the Budget Book • 2014 Budget Background • Primary Emphasis Areas • Long Range Financial Plan • Financial Review • General Fund • Revenues & Expenditures • Other Funds • Revenues & Expenditures • Departmental Presentations • Questions & Comments from Council • Next Steps 2 • 7®°¥΄≥ .•∑ ©Æ ¥®• ???? "µ§ß•¥ "ØØ´ New look: • Simpler to read • More user friendly • Final version will have additional financial data and narrative to make • the Budget Book a reference tool for Council, City staff and the public PowerPoint presentation is part of the budget review process • Inclusion of the Capital Budget: • Still a “work in progress” • Further refinement + addition of other projects • Capital budget to “tie” directly to Capital Facilities Plan (CFP) / • Transportation Improvement Plan (TIP) 3 Need feedback from Council to help improve the document • ???? "µ§ß•¥ "°£´ß≤ØµÆ§ Budget process began in mid-2012 continues to this day • On-going review & refinement of process • Initial implementation of findings from Long Range Financial • Plan Expand on “big picture” review & assessment • Comprehensive look at existing debt and future use of debt • Continued development of “ability to pay” in assessing: • Program & service fees • Utility rates • Taxes • 4 ???? "µ§ß•¥ 0≤©≠°≤? %≠∞®°≥©≥ !≤•°≥ Organizational Review • Publics Works • Stormwater Modeling – use of limited-term project employee rather than independent • contractor – cost savings estimated @ $200,000+ over use of a consultant Equipment Services – re-evaluation of costing and funding structure • Utility Rate Structure Review • Spring 2014 Workshops with Council • Rate category/classification review • Rate design review & potential adjustment • Budget Review • Critical review of utility and other budgets • Similar to current practice for General Fund • Review of transfers & internal cost allocation • Capital Funding of Critical Repairs to Existing Assets • Vern Burton Roof ~$300,000 (partial funding from Lodging Tax) • 5 Civic Field • Boiler Repair ~$50,000 • Light Pole Repair/Replacement ~$355,000 • ,ØÆß 2°Æß• &©Æ°Æ£©°¨ 0¨°Æ Q1-2014 + Q2-2014 • Finalize revenue and expenditure component of Long-Range • Financial Plan Begin Council review of Program & Service plan options, • alternatives & recommendations Q3-2014 + Q4-2014 • Finalization of Program & Services component of Long Range • Financial Plan Adoption of City of Port Angeles Long Range Financial Plan • Begin incorporation of Long Range Financial Plan into 2015 • Budget development 6 &©Æ°Æ£©°¨ 3µ≠≠°≤? Revenues Expenditures •• Stagnant revenues in Increasing pressure for COLA •• General Fund; limited, if any, and other wage/benefit revenue growth in non-adjustments utility budgets Delay/deferral in addressing • On-going support for State major projects forcing • shared revenues returned to multiple projects onto same cities questionable time schedule Assessed value loss Potential for inflation to •• increasing levy rate start to return – exacerbates balancing budget Lack of growth in tax base • Limited relief from debt • burden for next 20 years 7 ???? '•Æ•≤°¨ &µÆ§ 2•∂•Æµ•≥ General Fund SummaryActual - Budget History Revenue by Source20112012201320132014% Chg. ActualActualOrig. BudgetAmendedBudget'14 v. '13 Bu. Taxes11,400,47611,128,46112,083,10012,083,10012,033,500-0.4% Licenses & Permits662,298335,552382,875382,875378,425-1.2% Intergovernmental Revenues718,900839,977547,350726,800585,1506.9% Charges for Services5,009,3154,761,5045,226,9255,226,9255,455,6754.4% Fines & Penalties256,663225,241258,000258,000218,000-15.5% Miscellaneous Revenue298,145208,665146,550146,550137,150-6.4% Transfers from Other Funds144,028251,270121,200121,200121,2000.0% 8 Total Revenue$18,489,825$17,750,670$18,766,000$18,945,450$18,929,1000.9% ???? '•Æ•≤°¨ &µÆ§ 2•∂•Æµ•≥ ¢? #°¥•ßØ≤? Miscellaneous Fines & Penalties, Revenue, $137,150, $218,000, 1.2% Charges for Services, 0.7% $5,455,675, 29.0% Taxes, $12,033,500, Intergovernmental 9 Licenses & Permits, 64.0% Revenues, $585,150, $378,425, 2.0% 3.1% ???? '•Æ•≤°¨ &µÆ§ %∏∞•Æ§©¥µ≤•≥ ¢? #°¥•ßØ≤? General Fund SummaryActual - Budget History Expenditures by Category20112012201320132014% Chg. ActualActualOrig. BudgetAmendedBudget'14 v. '13 Bu. Salaries & Wages9,225,2079,231,0419,335,0009,352,8009,311,500-0.3% Personnel Benefits3,514,7323,390,1463,541,8503,582,0503,771,3506.5% Supplies627,798606,172765,380789,130725,200-5.2% Charges for Services2,488,9032,598,8632,781,1702,799,8602,748,000-1.2% Intergovernmental2,493,5492,538,5512,290,6502,412,1502,310,0000.8% Capital20,21496,01910,000165,5000-100.0% Total Revenue$18,370,403$18,460,792$18,724,050$19,101,490$18,866,0500.8% 10 ???? '•Æ•≤°¨ &µÆ§ %∏∞•Æ§©¥µ≤•≥ ¢? #°¥•ßØ≤? Intergovernmental, Capital, $0 , 0.00% $2,310,000 , 12.24% Charges for Services, $2,748,000 , 14.57% Salaries & Wages, Supplies, $725,200 , $9,311,500 , 49.36% 3.84% 11 Personnel Benefits, $3,771,350 , 19.99% ???? '•Æ•≤°¨ &µÆ§ %∏∞•Æ§©¥µ≤•≥ ¢? Department General Fund SummaryActual - Budget History Expenditures by Department20112012201320132014% Chg. ActualActualOrig. BudgetAmendedBudget'14 v. '13 Bu. Mayor & Council66,84267,98566,80066,80066,9000.1% City Manager/Clerk/HR711,456758,319744,000744,000743,300-0.1% Finance2,236,0062,230,3252,347,6002,356,6002,379,5001.4% Legal1,462,9311,648,9621,585,1001,585,1001,509,400-4.8% Community & Econ. Develop.645,5311,047,435568,200568,200676,25019.0% Police4,691,4255,202,5285,163,2005,266,8504,982,200-3.5% Fire2,373,9182,415,3982,382,2002,571,4902,457,6003.2% Public Works & Utilities2,907,1272,073,9862,783,7502,783,7502,855,5002.6% Parks & Recreation3,026,9502,912,0042,973,8003,031,3002,999,2000.9% 12 Non-Departmental248,217103,850109,400127,400197,00080.1% Total Revenue18,370,40318,460,79218,724,05019,101,49018,866,8500.8% ???? "µ§ß•¥ !¨¨ &µÆ§≥ -- Revenue All FundsActual - Budget History Revenue by Source20112012201320132014% Chg. ActualActualOrig. BudgetAmendedBudget'14 v. '13 Bu. Taxes14,129,64213,468,18113,669,70013,899,70013,628,100-0.3% Licenses & Permits758,596449,017486,875486,875477,425-1.9% Intergovernmental Revenues7,047,4316,813,4348,237,6509,987,7506,916,950-16.0% Charges for Services61,718,70662,702,49465,432,82565,432,82566,530,5251.7% Fines & Penalties256,663225,241258,000258,000218,000-15.5% Miscellaneous Revenue8,826,9517,830,7787,950,7008,162,1677,678,450-3.4% Capital Contributions268,132631,653583,000773,000123,000-78.9% Non-Revenues25025010,000,30010,000,3000-100.0% Other Financing Sources6,078,81810,677,0634,879,9507,589,2005,745,20017.7% Transfers from Other Funds1,367,05814,344,31712,804,00021,441,96427,319,131113.4% 13 Total Revenue$100,452,247$117,142,428$124,303,000$138,031,781$128,636,7813.5% ???? "µ§ß•¥ !¨¨ &µÆ§≥ – 4Ø¥°¨ 2•≥Øµ≤£•≥ Misc. Revenues, Taxes, $13,628,100.00 $7,678,450.00 , 8.04% , 14.28% Licenses & Permits, $477,425.00 , 0.50% Fines & Penalties, $218,000.00 , 0.23% Intergov't. Revenue, $6,916,950.00 , 7.25% Charges for Services, 14 $66,530,525.00 , 69.70% ???? "µ§ß•¥ !¨¨ &µÆ§≥ -- Expenditures All FundsActual - Budget History Expenditures by Category20112012201320132014% Chg. ActualActualOrig. BudgetAmendedBudget'14 v. '13 Bu. Salaries & Wages16,897,35516,937,84317,393,40017,383,70017,145,100-1.4% Personnel Benefits6,330,0826,404,4246,672,6506,712,8506,917,0503.7% Supplies25,048,07925,810,91427,606,58027,636,03030,059,6608.9% Charges for Services28,789,56226,888,77830,256,12030,123,71045,420,21850.1% Intergovernmental10,703,95021,804,23710,263,25012,972,50011,594,50013.0% Capital Outlay7,754,04516,833,99127,076,70038,168,69112,411,200-54.2% Debt Service4,929,1742,462,2414,622,8004,622,8004,592,053-0.7% Interfund Services00411,500411,500497,00020.8% 15 Total Revenue$100,452,247$117,142,428$124,303,000$138,031,781$128,636,7813.5% ???? "µ§ß•¥ !¨¨ &µÆ§≥ – Expenditures Cemetary Endowment REET #1 REET #2 B U USINESSNITS 2006 LTGO Bond (Nichell) Firemen's Pension Budget Size: Esther Webster Trust (Fine Arts Ctr. Econ. Development $2,000,000+ 11 2005 LTGO Bond (WUGA) 2005 GO Refunding (Library) $1,000,000 - $1,999,999 5 Lodging Tax Less than $1,000,000 10 Housing Rehab Stormwater Utility Total 26 Medic I Utility Electric Conservation Utility Information Technoloty Street Fund Equipment Services PenCom Solid Waste Collection Utility Self-Insurance Utility Capital Projects Governmental Capital Projects Water Utility Wastewater Utility General Fund 16 Solid Waste Transfer Station Utility Electric Utility $0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000 #ØµÆ£©¨Κ#©¥? -°Æ°ß•≤Κ#¨•≤´Κ(2 7®°¥΄≥ .•∑ ©Æ ???? Enhanced community/public information program • “What’s Happening in Port Angeles” presentations to civic & • social clubs + chamber of commerce/business associations Funding Changes: • Health & Human Service Funding eliminated • 2013 reduction of 47% (funded at $30,000) • Managed Website – CivicPlus • Records Management Program – Implementation of Planned • Phases 17 #ØµÆ£©¨Κ#©¥? -°Æ°ß•≤Κ#¨•≤´Κ(2 #®°¨¨•Æß•≥ Ĩ /∞∞Ø≤¥µÆ©¥©•≥ Long Range Financial Plan • Coordinate effort with Finance and all other departments • HR Manager Retiring Mid-2014 • Potential for re-organization/re-structuring • Wellness Program – Continue to Receive Well-City Award for • 2% Medical Premium Reduction Prepare for changes resulting from Affordable Care Act • 18 #©¥? -°Æ°ß•≤Κ#¨•≤´Κ(2 -°Æ°ß•§ &µÆ§≥ Restructuring of Self-Insurance Fund • Create worker’s comp system that provides for layers of financial • responsibility Potential for department self-insurance for initial period • City-wide sharing for secondary period of self-insurance • Purchase of re-insurance for long-term worker comp costs • Financial analysis of self-insured risk retention • How much self-retention is prudent? • Worker’s Comp • Property & Liability insurance • 19 #Ø≠≠µÆ©¥? Ĩ %£ØÆỳ $•∂•¨Ø∞≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? Limited change in General Fund expenditures and revenues • Reduced cost from personnel changes • CDBG Grant for Mt. Angeles View - $834K • Choose Local reduction - $13K decrease • Economic Development Fund operational expense • Lodging Tax Fund Capital Projects – Vern Burton Roof • 20 #Ø≠≠µÆ©¥? Ĩ %£ØÆỳ $•∂•¨Ø∞≠•Æ¥ #®°¨¨•Æß•≥ Ĩ /∞∞Ø≤¥µÆ©¥©•≥ Economic Development Fund sustainability • Cultural resource policy administration • Comprehensive plan update • Hearings examiner • Economic development contracts • Identify design funds for Waterfront Phase 3 • 21 &©Æ°Æ£• $•∞°≤¥≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? Reduced computer/technology replacement planned for 2014 • will allow for short-term reduction in costs Accounting Technician position previously budgeted 60% • Customer Service / 40% Finance is budgeted 100% in Finance for 2014 – duties include: Primary back-up for payroll • Primary back-up for utility billing • Primary back-up for accounts payable • Focus on internal audit & process review • 22 &©Æ°Æ£• $•∞°≤¥≠•Æ¥ #®°¨¨•Æß•≥ Ĩ /∞∞Ø≤¥µÆ©¥©•≥ Staffing replacement • Loss of institutional knowledge • Increasing complexity of state and federal laws & regulations • Budget & Accounting Reporting System (BARS) conversion • New SEC (Securities & Exchange Commission) & MSRB (Municipal • Securities Rule Making Board) regulations & requirements Long Range Financial Plan • Presents opportunity for City to establish priorities, service levels & • resource allocation Will require institutional discipline to produce effective results • Council adoption of appropriate policies to ensure implementation • 23 City-wide organizational resistance to change • &©Æ°Æ£• $•∞°≤¥≠•Æ¥ -°Æ°ß•§ &µÆ§≥ Real Estate Excise Tax I & II • As of September 2013, collection ahead of budget by $70,000 • Will positive trend continue through end of the year? • If trend continues, what plans should be in place for future use? • 24 &©Æ°Æ£• $•∞°≤¥≠•Æ¥ -°Æ°ß•§ &µÆ§≥ Debt Service • Voter-approved bond issue for the Library will be paid off in • November 2015 2006 LTGO Bond Issue (Nichell Property) $1,000,000 balloon • payment due March 2021 25 &©Æ°Æ£• $•∞°≤¥≠•Æ¥ -°Æ°ß•§ &µÆ§≥ Info. Technology • Need for Information Technology “Master Plan” – would require • consultant assistance to develop Internal demand for additional Information Technology support • exceeds capabilities to delivery acceptable service quality 26 &©≤• $•∞°≤¥≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? Increase for PenCom services. • We have very limited control over these costs, they are set by the • PenCom Advisory Board Increasing costs for OPSCAN. • This increase is due to our increased reliance on the OPSCAN • network. An upcoming system overhaul will likely increase our reliance upon OPSCAN Increase for wireless air cards and services • This increase is necessitated by our move to electronic medical • incident reporting. Much of the increase should be offset by a 27 decrease in charges from our medical billing contractor &©≤• $•∞°≤¥≠•Æ¥ #®°¨¨•Æß•≥ Ĩ Opportunities Aging workforce • Personnel are extending their Fire Department careers because of • costs to retire There has been a steady increase in call volume over the past • four years, and if this year continues at the present pace, it will be our busiest on record Difficulty recruiting and retaining volunteers • Mandated requirements are driving up the costs for • 28 emergency equipment &©≤• $•∞°≤¥≠•Æ¥ -°Æ°ß•§ &µÆ§≥ Medic I Budget • Increase in the amount of uncollectable debt from ambulance • transports Increasing costs for pharmaceuticals and medical supplies • We are seeing an increase in medical (non-trauma) calls for service • due to our aging population Medic I Future Challenges • No one is really sure exactly how the Affordable Care Act will • ultimately impact emergency medical service providers 29 ,•ß°¨ $•∞°≤¥≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? Criminal Justice: • Costs have increased every year since 2002 • 2005: $331,700 • 2012: $1,017,965 306.89% increase since 2005 • In 2014 we have budgeted a decrease of $50,000 • Reminder: No longer accepting felony diversion cases as of • October 1, 2013 Civil: • Our budget has been decreasing every year for the past several • years 30 ,•ß°¨ $•∞°≤¥≠•Æ¥ #®°¨¨•Æß•≥ Ĩ Opportunities Control criminal justice costs while protecting public safety • Large number of projects occurring simultaneously, all of • which involve complex legal issues Number of issues requiring legal specialization that cannot be • handled by current staff 31 0°≤´≥ Ĩ 2•£≤•°¥©ØÆ 7®°¥΄≥ .•∑ ©Æ ???? Combined & Eliminated Two Budget Accounts • Decreased Expenditures/Personnel by $27,000 • Expenditures by $13,400 • Personnel by $13,600 • Increase Cemetery Revenue-$20,000 • Increased by $52,100 in 2013 • Update PAMC • Parks & Recreation fees & charges • Evaluate Program Fees and Cost Recovery • 32 Evaluate Whether to Add or Delete Programs • 0°≤´≥ Ĩ 2•£≤•°¥©ØÆ #®°¨¨•Æß•≥ Ĩ /∞∞Ø≤¥µÆ©¥©•≥ Keeping up with demands • Aging Infrastructure • Civic Field/Senior Center/Pier Floats/City Hall • $17,000 per year in Facility Maintenance Repair Money • Taking on additional Infrastructure • Esplanade, Gateway, Estuary & Francis St. Park, Skate Park & Dream • Playground, etc. No Additional Personnel/Loss of Seasonal FTE’s • Ways to Increase Revenue • Evaluate Program Fees and Cost Recovery • Evaluate Whether to Add or Delete Programs • 33 Continued Expenditure Reduction = Continued Reduction of Services • 0Ø¨©£• $•∞°≤¥≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? 2014 Budget reflects a decrease of $181,000 from 2013 • original Budget Funding of Humane Society contract proposed to use same • per capita rate as Clallam County ReducespaymenttoOPHSto$41,645fromthe2011-13rateof • $54,000 2013 Overtime budget in Police Operations = $252,900 • 2014 proposed OT is $194,100, a $58,800 reduction • To put this in perspective, in 2007 the department spent $341,546 • Corporal Promotional Assessment Center = $10,000 • 34 0Ø¨©£• $•∞°≤¥≠•Æ¥ #®°¨¨•Æß•≥ Ĩ Opportunities COPS GRANT 2013: $125,000 over 3-years. Requires the hiring • of a post 9/11 veteran. How or do we take advantage of the grant? Police Department space needs are critical. How will we • address this issue? 35 0Ø¨©£• $•∞°≤¥≠•Æ¥ -°Æ°ß•§ Funds PenCom • User Fees in 2014 increase $21,000.00 • 9-1-1 phone system at end-of-life. Maintenance agreement • unavailable. New phone system must be NexGen 9-1-1 compatible (receives • text & video) = $350,000. Motorola radio consoles end-of-life and unavailable. $200,000 • potential project. The future of emergency communications on the Olympic • 36 Peninsula must be identified. 0µ¢¨©£ 7Ø≤´≥ $•∞°≤¥≠•Æ¥ 7®°¥΄≥ .•∑ ©Æ ???? New Utility Rate implementation • Transfer Station/Landfill Closure - Landfill Bluff impacts • Storm Water - 9.1% increase - transfer to Street Fund for execution • Increased NPDES maintenance requirements by street crews • Ensure clear tracking of utility funding separate from street funding • Equipment Services – 120% increase for planned vehicle • replacements (over 2013) Similar replacement costs with 2012 • Refuse truck, 3 patrol cars, ambulance, loader, grader, sweeper • 37 SCADA Implementation – Electric, Water • Efficiencies and cost avoidance • 0µ¢¨©£ 7Ø≤´≥ $•∞°≤¥≠•Æ¥ #®°¨¨•Æß•≥ Ĩ /∞∞Ø≤¥µÆ©¥©•≥ Rate pressures on Solid Waste – Bluff Project and Flow Control • Controlling Utility Costs – Labor and equipment efficiencies • Street Funding – re-engaging with Transportation Benefit • District Storm Water Regulations – NPDES Permit continue to tighten • Metering Program – Way Forward? • 38 Utility Rate Policy Review – Who subsides who…or COSA • 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ %Æß©Æ••≤©Æß $©∂©≥©ØÆ Goal: • Provide high quality, on-time, engineering solutions and capital • improvement projects Continuing Trends from Last Years Budget: • Increased regulatory requirements and oversight • Aging infrastructure • Increased focus on linear piping capacities and • restoration (wastewater and storm water) 39 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 3¥≤••¥ &µÆ§ Goal: • Develop self-supporting street fund and engage in an aggressive • maintenance and preservation program for City Streets and Alleys Significant Trends From Last Years Budget: • Lack of dedicated funding for maintenance program • Aging infrastructure – many roads and alleys are past their • service lives Upgrading some paving equipment is a must for more effective • maintenance tools 40 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ %¨•£¥≤©£ &µÆ§ Goal: • Preserve our electrical grid system and provide reliable power • supply to both residents and businesses Significant Changes from Last Years Budget: • Escalating cost of power supply through BPA • Uncertainty of the AMI metering upgrade • Review/Control Labor Overtime for Light Operations • 41 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 0Ø∑•≤ °Æ§ 4•¨•£Ø≠≠µÆ©£°¥©ØÆ≥ Goal: • Ensure financial stability of the City’s utilities using cost–based • rates Significant Changes from Last Years Budget: • Implement any Council approved Utility Rate increases • Enhance value of City’s wireless mobile data system • Initiate the steps required for the cable television franchise • renewal agreement in 2017 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 7°¥•≤ &µÆ§ Goal: • Provide safe and reliable water supply to our citizens and provide • dependable fire protection source for the community Significant Trends From Last Years Budget: • Aging infrastructure with increased maintenance demands • Reduced customer demand for water – less revenue • Uncertainty of AMI metering system • Impact of the Elwha Dam removal on the City’s water source • 43 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 7°≥¥•∑°¥•≤ &µÆ§ Goal: • Collect and treat both sewer and storm water in a efficient and • effective manner. Expand natural resources reuse, as applicable Significant Trends From Last Years Budget: • Aging collection system and WWTP components • Stringent environmental regulations particularly for CSO and • treated effluent disposal Reduced customer base demand for service – less revenue • New technology upgrade (SCADA) to enhance operations • CSO-Phase I integration into the WWTP Operations • 44 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 3Ø¨©§ 7°≥¥• &µÆ§ Goal: • Provide predicable and efficient solid waste collection, disposal • and recycling activities as Clallam County’s Regional Transfer Center Significant Changes from Last Years Budget: • Increased tipping fees to cover cost of service • Increased cost of service with different collection times • Landfill Bluff stabilization impacts to utility budget • Flow control requirement to ensure steady customer base • 45 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ 3¥Ø≤≠∑°¥•≤ &µÆ§ Goal: • To apply new regulations to control and treat stormwater • run-off and strive to use stormwater for aquifer recharge Significant Trends from Last Years Budget: • Added cost for compliance with Stormwater management • regulations Aging Stormwater infrastructure to include manholes, catch • basins, pipes and culverts Education and public participation is critical to the City effort • Regional collaboration and information sharing is essential to • future success. 0µ¢¨©£ 7Ø≤´≥ °Æ§ 5¥©¨©¥©•≥ %±µ©∞≠•Æ¥ 3•≤∂©£•≥ &µÆ§ Goal: • Provide effective and timely service to the City fleet, while • seeking ways increase efficiency and reduce costs Significant Trends From Last Years Budget: • Review Fleet conversion into energy saving vehicles over time • Increased demands on services with same level of staffing • Outsourcing for specialized service requirements (i.e. Police • vehicles) Consolidation of fleet equipment to save money and to increase • efficiency 47 ???? "µ§ß•¥ Re-Cap Revenues at or near low point – should start to see signs of • recovery emerging in 2014 Long-range planning effort focused on program & service • delivery Utility rate structure review • Outside Agency funding support changes • Capital program review • 48 Capital repair of existing assets • -°?Ø≤ Ĩ #ØµÆ£©¨ 1µ•≥¥©ØÆ≥ Ĩ #Ø≠≠•Æ¥≥ Questions • Comments • Requests for Information • 49 &µ¥µ≤• -••¥©Æß≥ 0≤•¨©≠©Æ°≤? !ß•Æ§°≥ November 12 Future Meetings th •• Workshop November 19 Regular th • Meeting Next Steps • Public Hearing on 2014 • Additional workshops • Budget desired by Council 1 Reading of 2014 Budget st • Ordinance Changes and/or • amendments to City Manager Proposed Budget November 26 – potential th • workshop Approval of 2014 Utility • Rates for inclusion into December 3 Regular rd • 2014 Budget Meeting Continuation of Public • hearing on 2014 Budget Adoption of 2014 Budget • 50