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Home My WebLink About2010-050 2011 Policy Issues 2011 P o lTi cy I ssues City of ytiLitit ,� \ z „ `I Washington i - C7 Eiklta 0 ■■■ ■■■ ■■■ ■ ■■ r- ■■■ ■ ■■ ■■■ ■ ■■ NMI ■■■ ■■I ■■■ PI ■■■ ■G■ ONE ■■■ • D MAIN STATION NY 'D• • ■ )t9k) i _ i f - � tr r-:.?"`, " s. * - __ • _ , QuasquicentenniaC- • ,tea. lab � -, �� , .- --- - _- 125 (Years " Incorporated 1886 ,;- • 7.1 — R 4 Q I OriginaC(Yakima City Miff B uiCt 1885 CITY OF �tI.iff it PRINCIPAL OFFICIALS CITY COUNCIL Micah Cawley Mayor, At Large, Position 6 Kathy Coffey Assistant Mayor, District 4 Maureen Adkison District 1 Dave Edler District 2 Rick Ensey District 3 Dave Ettl At Large, Position 5 Bill Lover At Large, Position 7 CITY MANAGEMENT EXECUTIVES Richard A. Zais, Jr. City Manager Dave Zabell Assistant City Manager Jeff Cutter City Attorney Rita DeBord, CPA Director of Finance and Budget Michael Morales Director of Community and Economic Development Sam Granato Police Chief Charlie Hines Fire Chief Chris Waarvick Director of Public Works 129 North Second Street Yakima, WA 98901 (509) 575 -6000 www.ci.yakima.wa.us ( A/ OFFICE OF THE CITY MANAGER 129 North Second Street City Hall, Yakima, Washington 98901 Phone (509) 575 -6040 k O R POYAT80 : ,o TRANSMITTAL MEMORANDUM October 22, 2010 To: The Honorable Mayor and Members of the City Council From: Dick Zais, City Manager Rita M. DeBord, Finance Director Cindy Epperson, Deputy Director of Accounting and Budgeting Subject: 2011 POLICY ISSUES DOCUMENT (2011 BUDGET - VOLUME III) We are pleased to transmit to the City Council the enclosed 2011 Budget Policy Issue Document. The proposed 2011 budget is designed to meet the Council's Priorities and Strategic Issues and to achieve the City's overall Mission and Vision. The Policy Issues Document is designed to address proposed changes in policy; staffing and / or significant service levels and, thus, are of a nature that call for the Council's specific review and consideration. The budget reduction proposals in response to the economic downturn are included in 2011 Budget Forecast Document, and are not repeated in this document. There are three separate documents that comprise and fully explain the proposed 2011 budget; (1) 2011 Budget Forecast, (2) 2011 Preliminary Budget Document and (3) this, 2011 Policy Issue Document. The Budget Forecast was distributed to Council on October 10, 2010. The latter two documents are being distributed simultaneously. These two documents are being mass produced as separate documents; however, both the Policy Issues and the Preliminary Budget documents have been incorporated into Council's Preliminary Budget binder for Council's reading and referral convenience. (For holders of the Preliminary Budget in a 3 ring binder, all the POG reductions, including Policy Issue(s) are included in a separate tab.) Note: Due to the size of the budget documents, a limited number of three -ring binder documents will be printed. Additional copies of the 2011 Comprehensive Preliminary Budget Report will be printed in three separate softbound covers. Volume I - Budget Forecast, dated Tuesday, October 19, 2010 Volume II - Preliminary Budget Document (detail by Operating Departments) Volume III - Policy Issues Document Copies of these documents may be obtained by contacting the City Clerk's office. Additionally, all three volumes of the 2011 proposed budget can be found on the City's web site (http: / /www. ci.yakima.wa.us /services /finance /budget.asp). - - CITY OF / fo 2011 POLICY ISSUES TABLE OF CONTENTS SECTIONS Policy Issue Summary Citywide - Priorities of Government (POG) Reduction City Management (including Water / Irrigation Utilities) Municipal Court Finance / Intergovernmental Community and Economic Development Department Police Department Fire Department (including Public Safety Communications) Public Works Department Note: The inside of each Department's tab provides further detail of the Divisions and areas of responsibility included in that Department's budget. CITY OF �G Ltut 2011 MAJOR POLICY ISSUE SUMMARY OTHER THAN PRIORITIES OF GOVERNMENT OUTSIDE AGENCIES — As RECOMMENDED BY C1TY COmmcIL DEPARTMENT/ DIVISION POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE NON - PERSONNEL COMMENTS Seasons Music Festival Parks & Recreation Fund 2010 Budget $4,000 Deleted 4000 Unbudgeted $0 Yakima - Morelia Sister City Association 2010 Economic 2010 Budget $1,333 Development Fund (123) Deleted 1 Unbudgeted 2011 General Fund $0 Yakima Fourth of July Committee General Fund / Fire 2010 Budget $2,750 Deleted 2,750 Unbudgeted $0 Greater Yakima Chamber of Commerce General Fund 2010 Budget $2,950 Deleted 2,950 Unbudgeted $0 Hispanic Chamber of Commerce (HCC) General Fund 2010 Budget $2,950 Deleted 2950 Unbudgeted $0 Yakima Sunfair Festival Association General Fund 2010 Budget $500 Deleted 500 Unbudgeted $0 Allied Arts of Yakima Valley - ArtsVan General Fund 2010 Budget $2,667 Deleted 2667 Unbudgeted $0 Retired Senior Volunteer Program (RSVP) General Fund 2010 Budget $2,000 Deleted 2000 Unbudgeted $0 Citizens for Safe Yakima Valley Communities (CSC) General Fund 2010 Budget $10,000 Community Programs Deleted 10,000 Unbudgeted $0 Yakima Symphony Orchestra General Fund 2010 Budget $5,000 Deleted 5,000 Unbudgeted $0 $0 Budgeted Total The above agencies have all been defunded by City Council for the 2011 budget year. The two Outside Agencies funded by CED are now located in the Community and Economic Development section, and Intergovernmental Agencies are located within the Finance section. Policy Issues • Summary —1 CITY 1""'AGEMENT IRRIGATION DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Irrigation Rate Increase Bi-monthly Irrigation Option "a" budgeted rate charges paid Revenue a) 2011 - 5.521 by customers of the a) 2011 578,80(? 2012 - 5.51 Irrigation Utility 2012 83,134 2013 - 5.5% 2013 87,700 2014 - 5.5% 2014 92,530 b) 2011 - 7% 1) 2011 8105,800 2012 - 7% 2012 112,350 2013 - 71 2013 170, c) 2011 - 10% (-) 2011 4149,000 2012 - 107 2012 163,900 WASTEWATER DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Asset Management Software System Wastewater Operating 2011 8200,000 Budgeted Fund 2012 8100,000 Will likely be included with the city wide replacement of the current Automated Inventory and Maintenance Management System (AIMMS) Mandated Wastewater Treatment Wastewater Facility Expenditure Budgeted Facility Capital Improvements funded Capital Fund. 813,500,000 by a combination of: Future debt service Reocture a) Revenue bonds from existing rates 11) 86,000,000 b) Public Works Trust Fund loan with maturity of 6) 5,000,000 c) State Revolving Fund loan current bond / other 1,000,000 (.i'apiti transfers,: f/Operating ftmds capital allocations d) 1,500,000 MUNICIPAL COURT DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS No Policy Issues Submitted 2 — Summary • Policy Issues FIN CE INFORMATION SYSTEMS / FINANCE DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Information Systems Assessment Implementation Policy Issue included as a Priorities of Government reduction INTERGOVERNMENTAL DEPARTMENT/ DIVISION POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE NON-PERSONNEL COMMENTS Yakima Regional Clean Air Agency (YRCAA) — General Fund 2010 Assessment S33,720 Assessment Adjustment 220 2011 Total S33,940 Budgeted Yakima Valley Office of Emergency Management General Fund 2010 Assessment $9,937 (OEM) — Assessment Adjustment (294) 2011 Estimate s59,43 Budgeted Yakima Valley Conference of Governments General Fund 2010 Assessment $3S,623 (YVCOG) — Assessment Adjustment 1,736 2011 Total S40,359 Budgeted CO ITY AND ECONOMIC DEVELOPMENT PLANNING DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Increase Land Use Application General Fund Revenue $8,000 Unbudgeted Fee to match Yakima County rate (approximately 15 ONDS DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS $58,(10( I Reinstatement m m ent of Hoe Remodeling Office of Neighborhood s58,000 Bud Technician positions. Cost offset by Development (ONDS) reduction in contracted services CDBG home repair Reduction in programs professional services Policy ISSUeS • Summary — 3 ENGINEERING DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Establish /increase Engineering General Fund Re7enue 510,001) Unbudgeted review and inspection fees OUTSIDE AGENCY DEPARTMENT/ DIVISION POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE NON-PERSONNEL COMMENTS Yakima County Development Association (YCDA) Economic Development 2011) Budget 530,001) Budgeted Fund 2011 Budget 530,000 Committee for Downtown Yakima (CDY) CBD Capital 2010 Budget 550,000 Budgeted Improvement Fund (321) 2011 Budget 55(1,000 POLICE DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY! BENEFITS NON-PERSONNEL COMMENTS Continue Gang-free Initiative/ General fund. 575,000 Budgeted. Coordinator contract Police Administration Council approved the SU 111), contract at their Oct. 5, 2010 meeting. 01 not included in this document. FIR FIRE SUPPRESSION DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Fire Engine / Pumper Replacement Fire Capital Fund Expenditure Budgeted 5600,000 Purchase 2 pumpers for 5300,0)))) each, funded by a state run lease program. Debt Service 570,01)0 Debt Service Per year/10 years 570,000 per year for 10 years From: 540,000 Dedication of EMS replacement contribution 530,000 Revenue transfer from General fund 4— Summary • Policy Issues PUBLIC SAFETY COMMUNICATIONS DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS Reorganization/reallocation of 911 and Public Safety Budgeted Dispatch operations Communications. Increase in Net Staffing changes: Countywide 911 excise Add 1 911 call taker position tax S54,600 Add 1 Public Safety Admin, 62,500 Assistant position $117,100 Equipment replacement $60,000 Total $237,100 Increase Fire Alarm monitoring fees Public Safety Reverilie $4,000 Unbudgeted by 2O Communications Note: Withdrawn pending additional research. PI not included. PUBLIC WO 1? i'C.S REFUSE DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS S45,000 Unbudgeted - Purchase 1,000 64 Gallon Yard Waste New Refuse yard pending County ban carts in response to mandated yard waste customers (not a on yard waste in debris disposal/composting general rate increase) the general landfill (Implementation encouraged) CEMETERY DEPARTMENT/ DIVISION PERSONNEL POLICY ISSUE REQUEST/ JUSTIFICATION PROPOSED FUNDING SOURCE SALARY/ BENEFITS NON-PERSONNEL COMMENTS 7% Ta hom a Cemetery Fee Increase Cemetery fees Revenue $7,300 Budgeted Policy Issues • Summary-5 6— Summary • Policy Issues DEPARTMENT INFORMATION The following summary chart and departmental listings offer a more detailed look at the budget reduction options that were developed by Department Directors working with City Management, Finance and Budget staff to achieve budget savings within the Priorities of Government model established by the City Council last year. Council's direction to staff in preparing the 2011 General Government budget included: (1) use no reserves to balance the budget, and (2) allocate estimated 2011 revenues to each Budget Priority category in the same relative percentage of total revenue as each received in 2010. Additionally, emphasis was placed on meeting federal and state mandates while continuing to deliver essentail services to our citizens. Unfortunately, in this current economic climate the options for budget reductions having minimal impact to public service were implemented in prior years. However, all efforts were made to find savings that would allow the City to meet its fundamental legal obligations, to maintain critical services and to keep the impact to citizens at the lowest level possible while balancing the budget within current revenue expectations. Reductions categorized as "Priorities of Government (POG)" Reductions are reflected in this proposed balanced budget forecast. This budget contains the vital assumption that no major interruption of established revenue streams occurs and that: a. The liquor tax and other tax reduction initiatives discussed earlier in this forecast are not passed by the citizens, b. Current and future agreements with organized labor unions result in zero impact to expenditures, c. The State of Washington does not increase the City's pension contribution rate (as is currently under discussion in Olympia), and that d. No other new programs or initiatives are undertaken that would adversely impact the City. These POG reductions total $2.3 million and are found in the left columns of the first chart. The "Supplementary" Reductions are not reflected in the balanced budget presented in this Forecast, but are presented as options should any of the conditions mentioned above occur. Estimated revenue loss that would result from passage of the liquor tax initiatives is approximately $1.1 million. Other impacts as listed above are unknown. The total of the supplementary reductions identified, which include 5 furlough days for staff, comprise another $1.3 million in potential budget savings over and above the S2.3 milllion of reductions encluded in the proposed budget. Policy Issues • Citywide— 1 The POG reductions that have been integrated into the budget are listed first on the following chart, followed by the proposed Supplementary Reductions (excluding furloughs). The budget savings of implementing five furlough days are also reflected on the Budget Reduction Summary chart on the next page. Detailed budget reduction charts by department and narratives describing the impacts follow the summary chart. SUMMARY BY DEPARTMENT POG SUPPLEMENTAL DEPARTMENT REDUCTIONS REDUCTIONS Police $817,608 $303,341 Fire 643,000 377,000 Municipal Court -0- -0- Finance 185,741 31,000 City Management / Legal 18,000 74,333 Community & Economic Development 410,488 52,647 Public Works - Street & Traffic Operations 201,274 135,662 Public Works - Parks & Recreation 45,000 89,500 Subtotal $2,321,111 $1,063,483 Furloughs -0- 218,458 Total $2,321,111 $1,281,941 GRAND TOTAL $3,603,052 SUMMARY BY PRIORITIES OF GOVERNMENT ----- POG REDUCTIONS ----- -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL PUN ic Health & Safety PS 81,497,555 $251,970 $771,058 $43,000 Resource Management RM 314,826 55,000 207,672 31,000 Economic Development ED 107260 45,500 28,904 58,000 Quality of Life QL 30,000 19,000 84,320 29,500 Customer Service/Communications CS -0- -0- 22,000 -0- Strategic Partnerships SP -0- -0- 6,487 -0- TOTAL 51,949,641 $371,470 $1,120,441 $161,500 POG TOTAL $2,321,111 SUPPLEMENTARY TOTAL $1,281,941 GRAND TOTAL $3,603,052 2 - Citywide • Policy Issues PRIORITIES OF GOVERNMENT REDUCTION OPTIONS SUMMARY POG REDUCTIONS - - -- SUPPLEMENTARY REDUCTIONS - - -- FURLOUGHS PRIORITY OF GOVERNMENT PERSONNEL NON - PERSONNEL TOTAL PERSONNEL NON - PERSONNEL TOTAL (5 DAYS) TOTALS Public Health & Safety Police $690,138 $127,470 $817608 $280,341 $23,000 $303,341 - $1,120,949 Fire 643,000 - 643,000 377,000 - 377,000 - 1,020,000 Municipal Court - - - - - - - - Finance 30,000 - 30,000 - - - - 30,000 City Manager / Legal - - - - - - - - Community & Economic Development 134,417 - 134,417 - - - - 134,417 Street & Traffic Operations - 124,500 124,500 57662 20,000 77662 - 202,162 Furloughs - - -- - - - $56,055 56,055 1,497555 251,970 1,749,525 715,003 43,000 758,003 56,055 2,563,583 Resource Management Finance 110,741 45,000 155,741 - 31,000 31,000 - 186,741 City Manager / Legal - - - 74,333 - 74,333 - 74,333 Human Resources 18,000 - 18,000 - - - - 18,000 Community & Economic Development 186,085 10,000 196,085 52,647 - 52,647 - 248,732 Resource Management Furloughs - - - - - - 80,692 80,692 314,826 55,000 369,826 126,980 31,000 157,980 80,692 608,498 Economic Development Community & Economic Development 44,986 35,000 79,986 - - - - 79,986 Street & Traffic Operations 62,274 10,500 72,774 - 58,000 I 58,000 - 130,774 Economic Development Furloughs - - - - - - 28,904 28,904 107,260 45,500 152,760 - 58,000 58,000 28,904 239,664 Quality of Life o Street & Traffic Operations - 4,000 4,000 - - - - 4,000 Parks 30,000 15,000 45,000 60,000 29,500 89,500 - 134,500 ct Quality of Life Furloughs - - - - - - 24,320 24,320 v) 30,000 19,000 49,000 60,000 29,500 89,500 24,320 162,820 o "' Customer Service /Communications - - - - - - 22,000 22,000 • Strategic Partnerships - - - - - - 6,487 6,487 ct Grand Total $1,949,641 $371,470 $2,321,111 $901,983 $161,500 $1,063,483 $218,458 $3,603,052 rl I W CITY OF iiikiffiet 2011 BUDGET REDUCTION OPTIONS POLICE PRIORITIES OF GOVE???'??MENT LDUCTIONS INVESTIGATIVE DIVISION — 112 PERSONNEL CHANGES — CAPITAL OUTLAY 1 MAINT / OP COSTS — ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION "I PS Downgrade Forensic $S4,000 "I position total (filled). Supervisor to Evidence Technician. Eliminate Assistant Evidence Technician, PREVENTATIVE PATROL DIVISION — 113 2 PS 4 Positions 5323,360 4 positions total (vacant). Patrol Officers 3 PS Downgrade 1 Captain 620,673 Position to Sergeant 4 PS Eliminate 29 vehicles 511,470 Includes Vehicles from Service Units 104 and taken home 112. Needs to be negotiated (on hold). DETENTION DIVISION — 115 5 PS 1 Position 569,231 1 position total (vacant). Corrections Officer 6 PS jail cost reductions 5100,000 ADMINISTRATION — 119 7 I'S 1 Position 5134,542 1 position total (vacant). Deputy Chief S PS Downgrade Crime 536,815 Downgrade position (filled). Position A nalyst/Intel Sup to eliminated in next tier. Crime/lntel Analyst 9 PS 1 Position 642,093 Vacancy due to retirement. Calculated 6 Building Maintenance months. Annualized - 583,400. 10 PS Reallocate City Hall (520,585) 6 months annualized - 541,200. Building Maintenance Supervisor 11 PS Reduce out of state travel 616,000 Not to include extradition. Remaining budget - S40,000. 4— Citywide • Policy Issues SUPPLEMENT Y BUDGET REDUCTIONS PREVENTATIVE PATROL DIVISION — 113 P - - - -- PERSONNEL CHANGES - - - -- - CAPITAL OUTLAY 1 MAINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 12 PS 2 Expected vacancies $80,000 due to retirement / resignation 13 PS Deactivate SWAT Team 512(),()00 Eliminate overtime $23,0011 Small tools, equipment, uniforms for SWAT. for training, call -outs, backfill of shifts, & shift differential pay ADMINISTRATION — 119 14 PS 1 Position 580,341 Eliminates position (filled). Position was Crime Analyst / Intel downgraded in first tier. Supervisor POLICE TOTALS POG REDUCTIONS -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON- PERSONNEL PERSONNEL NON- PERSONNEL Public Health & Safety P5 S6Q0,138 5127,470 $280,341 $23,000 Resource Management RM 0 0 0 0 Economic Development ED -0- -0- -0- -0- Quality of Life QL -0- -0- -0- -0- Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP 0 0 0 0 TOTAL $690,138 5127,470 $280,341 $23,000 POG TOTAL $817,608 SUPPLEMENTARY TOTAL $303,341 GRAND TOTAL $1,120,949 Policy Issues • Citywide— 5 CITY OF ii/lCiffiet 2011 BUDGET REDUCTION OPTIONS FIRE PRIORITIES OF GOVE MENT DUCTIONS SUPPRESSION — 122 p ----- PERSONNEL CHANGES — CAPITAL OUTLAY / MAINT / OP COSTS — ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 1 PS 6 Positions S525,000 Place Ladder Truck on standby / reserve Firefighter status. 5 Firefighters retained (from an 11 member crew) for overtime savings. 2 PS Overtime Savings S50,000 5 Firefighter overtime savings. ADMINISTRATION — 129 3 PS 1 Position S68,000 1 position total (filled.) Secretary 11 SUPPLEMENT Y BUDGET REDUCTIONS SUPPRESSION — 122 4 PS 2 Positions (filled) S180,000 2 of 5 retained positions in first tier are Firefighter eliminated. 5 PS Brownout - Overtime $150,000 Partial temporary closure of station if understaffed. ADMINISTRATION — 129 5 PS 1 Position $47000 1 position total (filled) - to retire midway 2011. Deputy Fire Marshall Annualized - $122,000. FIRE TOTALS POG REDUCTIONS SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Public Health & Safety PS $643,000 $-0- $377,000 S-0- Resource Management RM -0- -0- -0- Economic Development ED -0- -0- -0- -0- Quality of Life QL -0- -0- -0- -0- CLIStomer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- TOTAL $643,00() $-0- $377,000 S-0- POG TOTAL $643,000 SUPPLEMENTARY TOTAL $377,000 GRAND TOTAL $1,020,000 6— Citywide • Policy Issues CITY OF ),ikeirzit 2011 BUDGET REDUCTION OPTIONS MUNICIPAL COURT PRIORITIES OF GOVE • MENT • DUCTIONS The Municipal Court is not proposing any Priority of Government reductions SUPPLEMENT It BUDGET REDUCTIONS The Municipal Court is not proposing any Supplementary reductions M ICIPAL COURT TOTALS POG REDUCTIONS -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL CAPITAL OUTLAY PERSONNEL CAPITAL OUTLAY Public Health & Safety PS 5-0- 5-0- 5-0- 5-0- Resource Management RM -0- -0- -0- -0- Economic Development ED -0- -0- -0- -0- Quality of Life QL -0- -0- -0- -0- CILStomer Service/Commlmications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- To TAL 5-0- 5-0- 5-0- 5-0- POG TOTAL $-0- SUPPLEMENTARY TOTAL $-0- G RAN D TOTAL $-0- Policy Issues • Citywide— 7 CITY OF LIT7Ciffiet 2011 BUDGET REDUCTION OPTIONS FIN CE PRIORITIES OF G OVE MENT DUCH ONS FINANCE — 624 1 RM Reallocate Director $31,233 20% to Public Safety from Finance. DATA PROCESSING — 631 2 RM Delete IS Manager S109,565 Vacant position. position 3 Reallocate Position (S39,840) "30% of salary to IS RM PS Comm Manager Note: Not shown in Public Safety". 4 RM Delete 1 Position 545,484 Computer Op Tech position (filled) 4/1. Computer Op Tech 5 RM Delete 1 Position S79,673 Senior Analyst (filled) 4/1. Senior Analyst 6 RM Delete 1 Position 575,076 Senior Applications Developer (vacant) full Senior Appl Developer year. 7 RM Delete 1 Position 861,146 Applications Developer (filled) 4/1. Application Developer 8 RM Delete 1 Position $59,355 Applications Developer (filled) 4/1. Application Developer RM Add 1 Position (874,710) New position 4/1. Project Manager 10 RM Add 1 Position (570,658) New position 4/1. Sr Appl Syst Designer 11 RM Add 1 Position (558,470) New position 4/1. Web Master 12 RM Add 1 Position (552,102) New position 4/1. Client Svcs Tech 13 RM Add 1 Position (555,011) New position 4/1 Client Svcs Tech 14 RM Discontinue maintenance S29,000 Maintenance and support to existing computer contracts software systems - S74,950 remaining. 15 RM PC replacements and 58,000 865,600 remaining. misc 40k to 32k 16 RM OrthiThotography 88,000 TRANSFER PUBLIC SAFETY DISPATCH — 645 PERSONNEL CHANGES — CAPITAL OUTLAY / MAINT / OP COSTS — ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 17 PS Reduce Transfer to Public 830,000 Net result of IS reorganization and other Safety Communications changes within Public Safety Dispatch. 8— Citywide • Policy Issues SUPPLEMENT Y BUDGET REDUCTIONS DATA PROCESSING — 631 p ----- PERSONNEL CHANGES ----- - CAPITAL OUTLAY 1 MINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION IS RM Discontinue maintenance 331,000 Maintenance and support to existing computer contracts software systems. FAT CE TOTALS ----- POG REDUCTIONS ----- -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOYERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Public Health & Safety PS 530,000 5-0- 5-0- 5-0- Resource Management RM 110,741 45,000 -0- 31,000 Economic Development ED -0- -0- -0- -0- Quality of Life QL -0- -0- -0- -0- Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- TOTAL 5140,741 545,000 5-0- 331,000 POG TOTAL $185,741 SUPPLEMENTARY TOTAL $31,000 GRAND TOTAL $216,741 Policy Issues • Citywide— 9 CITY OF LI - It/NW 2011 BUDGET REDUCTION OPTIONS CITY A AGEMENT / LEGAL PRIORITIES OF GOVE MENT DUCTIONS PERSONNEL — 623 p ----- PERSONNEL CHANGES ----- - CAPITAL OUTLAY / MAINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 1 RI\ I Voluntary Eurlough $18,000 Human Resources. SUPPLEMENT Y BUDGET REDUCTIONS LEGAL COUNSEL — 622 1 RM 1 Position $61,333 1 position total (filled). Legal Assistant 2 RIVI .3 Position $13,000 Temporary CITY , AGEMENT / LEGAL TOTALS POG REDUCTIONS -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Public Health & Safety PS $-0- $-0- $-0- $-0- Resource Management RM 1S,000 -0- 74,333 -0- Economic Development ED -0- -0- -0- -0- Quality of Life QL -0- -0- -0- -0- Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- TOTAL $1S,000 -0- $74,333 -0- POG TOTAL $18,000 SUPPLEMENTARY TOTAL $74,333 GRAND TOTAL $92,333 10 — Citywide • Policy Issues CITY OF ).(2■14*/ 2011 BUDGET REDUCTION OPTIONS COMMUNITY & ECONOMIC DEVELOPMENT PRIORITIES OF GOVE' MENT '__ DUCTIONS CODE ADMINISTRATION — 149 P - - - -- PERSONNEL CHANGES - - - -- - CAPITAL OUTLAY / MAINT / OP COSTS - ITEM O $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 1 PS 1 Position $66,673 1 position total (filled). Code Compliance Officer ANIMAL CONTROL — 223 2 PS 1 Position $67,744 1 position total (filled). Animal Control Officer COMPREHENSIVE PLANNING — 310 3 ED 1 Position 523,601 Retirement 7/31. Annual savings 570,000. Assistant Planner 4 ED .33 Position S21,385 Move to Parks. Temporary for 2011 - full year Planner savings available for 2012. 5 ED Reduce printing and $15,000 Switch to postcard notification. postage costs 6 ED Fee Increase Unbudgeted policy issue 85,000. HEARINGS EXAMINER — 313 7 ED $20,000 Savings by using Planning Commission. $30,000 remains in budget. ENGINEERING — 528 5 RM 1 Position $57,251 1 position total (filled). Development Engineer Consolidate function to Design /Dev position. 9 RM Transfer .9 FTE to $78,219 1 position total (filled) Fund allocation: Utilities 000 General Fund (10 %), 441 Stormwater (40%) & 473 Wastewater (50','4). 10 RI\4 Miscellaneous line items $10,000 Decrease various line item expenses. 11 RM Fee Increase Unbudgeted policy issue $10,000. CITY HALL MANAGEMENT — 633 2 RNA Transfer 50% Building 520,555 Estimated for half Maint Supervisor to year. Retirement date Police Building unknown (Hayter). Full year $41,20)) Policy Issues • Citywide— 11 SUPPLEMENT ' Y BUDGET REDUCTIONS ENGINEERING — 528 P PERSONNEL CHANGES - CAPITAL OUTLAY / MAINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION I TEM DESCRIPTION 14 RM 1 Position $65,446 1 position total (filled). Fund allocation: Construction Inspector 000 General Fund (78), 473 & 474 Wastewater & Water (1l% respectively). CO UNITY & ECONOMIC DEVELOPMENT TOTALS ----- POG REDUCTIONS ----- -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Public Health 62: Safety PS S134,417 $-0- $-0- $-0- Resource Management RM 186,085 10,000 52,647 -0- Economic Development ED 44,9,86 35,000 -0- -0- Quality of Life QL -0- -0- -0- -0- Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- TOTAL 8365,488 845,000 552,647 5-0- POG TOTAL $410,488 SUPPLEMENTARY TOTAL $52,647 GRAND TOTAL $463,135 12— Citywide • Policy Issues CITY OF )il:7■1/i/a: 2011 BUDGET REDUCTION OPTIONS S T RE ETS & T 1 „4, FIC PRIORITIES OF G OVE R M EN T DUCTIONS ON PUBLIC AREA LIGHTING — 116 p -- PERSONNEL CHANGES ----- - CAPITAL OUTLAY 1 MAINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 1 PS Operating Supplies - $10,500 Reduce purchase of street lighting materials. General Eliminates annual relamp program. Replace bulbs as they burn out. 514,500 remains. 2 PS Pacific Power & Light $28,000 Reduced utility costs through LED replacements program, reduced hours for downtown pedestrian lighting, removal of some arterial lighting.. S245,000 remains. 3 PS R & M Contractors $5,000 Reduce use of contract labor for repair of street lighting. 510,000 remains. STREET MAINTENANCE — 521 4 ED 1 Position $62,274 1 position total (filled). Service Units 521 Street Street Maintenance Maintenance (STO & 524 Snow & Ice Removal Specialist (2%). 5 ED Operating Supplies - $3,500 Eliminates work category "Work for Others". General ED Operating Supplies - $7,000 Weed spraying chemicals. Only one General application per year instead of 2 or 3. PEDESTRIAN / BIKEWAY / MAINTENANCE — 522 7 QL Operating Supplies - 54,001) Supplies for sidewalk and bikeway repairs. General Eliminates work category "Pedestrians & Bikeways". TRAFFIC CONTROL — 525 S PS Operating Supplies - $25,000 Reduce purchases for replacement controllers, Signals detectors and signal heads. 555,000 remains. L) PS Operating Supplies - 522,000 Reduce purchases of signs and sign posts. Signs 553,000 remains. 10 PS Operating Supplies - 534,000 Reduce purchases of traffic paint and Lines thermoplastic markings. $71,000 remains. Policy Issues • Citywide-13 SUPPLEMENT ,:Y BUDGET REDUCTIONS STREET MAINTENANCE — 521 p ----- PERSONNEL CHANGES ----- - CAPITAL OUTLAY / MAINT 1 OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION I TEM DESCRIPTION 11 ED Operating Supplies - 558,000 Street repairs materials & siipplies. Eliminates General chip seal program. SNOW & ICE CONTROL — 524 12 PS Operating Supplies - 515,000 De-Icing and traction materials. 5125,000 General budgeted. TRAFFIC CONTROL — 525 13 PS Operating Supplies & 55,000 Materials for building/maintaining traffic Small Tools/Equipment barricades & Traffic counter supplies 514,900 budgeted. TRAFFIC ENGINEERING — 526 14 I'S 1 Position 557,662 1 position total (filled). Traffic Sign Specialist STREETS & T .4 FFIC TOTALS POG REDUCTIONS -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Public Health & Safety PS 5-0- $124,500 557,662 $20,000 Resource Management RM -0- -0- -0- -0- Economic Development ED 62,274 10,500 -0- 58,000 Quality of Life QL -0- 4,000 -0- -0- Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SP -0- -0- -0- -0- TOTAL 562,274 5130,000 557,662 $78,000 POG TOTAL $201,274 SUPPLEMENTARY TOTAL $135,662 GRAND TOTAL $336,936 14— Citywide • Policy Issues CITY OF 2011 BUDGET REDUCTION OPTIONS PA RECREATION PRIORITIES OF GOVE1"' 1"EDUCTIONS PARK MAINTENANCE — 421 p ----- PERSONNEL CHANGES - CAPITAL OUTLAY / MAINT / OP COSTS - ITEM 0 $ COST $ COST # G DESCRIPTION REDUCTION DESCRIPTION REDUCTION ITEM DESCRIPTION 1 QL Temporary Positions $10,000 Reduce Park Maintenance positions. COMMUNITY RECREATION — 422 2 QL Summer Movies $5,000 Eliminate. Includes some temporary time. SENIOR CENTER — 425 3 QL Temporary Positions $15,000 Close Harman Center Tuesday and Thursday nights, as well as Saturday. SPORTS — 426 4 QL 'Temporary Positions 62,500 62,500 Eliminate Youth Baseball program. 5 QL Temporary Positions 62,500 $2,500 Reduce Adult sports programs. ADMINISTRATION — 429 6 QL Advertising Expense $5,000 Reduce advertising by 507. SUPPLEMENTARY BUDGET REDUCTIONS PARK MAINTENANCE — 421 7 QL MLK Spray l'ark $17,000 Do not operate - Water & WW savings. QL Miller Park Spray Park $7,500 Do not operate - Water & WW savings. COMMUNITY RECREATION — 422 QL Temporary Positions 610,000 Eliminate Free Summer Playground Program. Includes some supplies. 10 QL Slimmer Concerts $5,000 Eliminate. Includes some temporary time. ADMINISTRATION — 429 11 QL 1 Position - on hold 650,000 Delay Hiring - 6 months. Adm. Associate Policy Issues • Citywide— 15 P • S , D RECREATION TOTALS POG REDUCTIONS -- SUPPLEMENTARY REDUCTIONS -- PRIORITY OF GOVERNMENT PERSONNEL NON-PERSONNEL PERSONNEL NON-PERSONNEL Publ Health & Safety l'S -0- -0- -0- -0- Resource Management RM -0- -0- -0- -0- Economic Development ED -0- -0- -0- -0- Quality of Life QL $30,000 $15,000 60,000 $79,500 Customer Service/Communications CS -0- -0- -0- -0- Strategic Partnerships SI' -0- -0- -0- -1)- TOTAL $30,(100 515,000 560,000 529,500 POG TOTAL $45,000 SUPPLEMENTARY TOTAL $89,500 GRAND TOTAL $134,500 16— Citywide • Policy Issues CITY ,x ' 201 BUDGET REDUCTION OPTIONS POLICE TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Sam Granat4 Police Chief SUBJECT: Budget Reduction Impact Report PRIORITIES OF GOVERNMENT REDUCTIONS DOWNGRADE FORENSIC SUPERVISOR TO EVIDENCE TECHNICIAN. ELIMINATE ASSISTANT EVIDENCE TECHNICIAN ($84,000) Iiriplernentation of this option \vould cut the forensic lab staff in half, requiring the remaining employee to focus solely on the rnost serious violent crirnes. Forensic investigation of propertv crirnes (burglaries, auto theft, car prowls, etc) would not be feasible, Responsihility for the collection of evidence would transfer Lo the investigating dehcLhes,poeven1ing thern from interviewing witnesses or foliowing up on leads in the initial hotirs of an investigation. Additiona1I each ineinber of the forensic lab has special skills that the other does not. The incumbent Forensic Supervisor has recently been certified asa Firearms Examiner by the ATF These skills exeed the job classification o( Evidence Technician and would not be able 10 be utilized. The incurnbent Assistant Evidence Technician is certified in marijuana identification. The Washington State Patrol will no Ionger accept misderneanor drug cases for identification, so these cases would not be pursued except as time would allow the current Evidence Technician in her role as PSSl if she elects to "bump" to that position. It was the goal of the Department to create a regional crime laboratory that could process evidence for surrounding agencies and possihly charge for those services. Due 10 the current hudget issues, the City is not able Lo purchase the necessary equipment LnonLdkLhe|ah. This reduction in staffing would make this transition an irnpossihility. ELIMINATE 4 VACANT POLICE OFFICER POSITIONS ($323,369) Althotigh these positions are cn rrently vacant, due to hiring freezes, total eliinination of the positions will have a noticeable impact ontheDcpartment'sabUkyioprovideconzpo|kescrviccs. The Department Iraditionaily has vacancies throughout the year due to officer turnover and the long period of time required to recruit and hire police officers. Once hired it takes an additional minimum of nine months to get an officer through the basic acaderny and field training before they becoine operationally effective. Reductions from the patrol function are not feasible as patrol routinely operates at minimum staffing levels. In fact, two officers currently assigned to specialty uni s will be reassigned hack to patrol to augment patrol regardless of any reductions. This will rnean that implementation of officer reductions will fall on special nnits of the Department, greatly reducing the effectiveness of sorne specialty units, Some of these specialty unitsvviUapproachoyerationa|i/ve[6echve/veeedue to below minimal staffing. Specific reductions will be: Policy Issues • Citywide-17 Gang Unit will be reduced by three officei's, to one sergeant and three officers. ■ Pro-Act LJnit will be reduced two officers, to one sergeant and thre officers. ■ Traffic Unit will be reduced one officer to one sergeant and three officers. While the Department did add funding for seven positions in 2010 due to a Federal grant, three of these positions are assigned to specialty units (2 SRO, 1 Hotising Officer) and officers were removed from patrol to fill these positions. All officers hired under the grant to backfill patrol are still at the academy or in their field training period. With the prior reduction of two officers, this reduces these specialty units by a total of six officers, four of which are due to this proposal. ELIMINATE DEPUTY CHIEF POSITION ($134,542) & UNDER-FILL 1 CAPTAIN POSITION WITH A SERGEANT ($20,673) These options would place additional operational duties on the Chief of Police, such as contract negotiations, personnel matters, and forfeiture hearings which were previously handled by the Deputy Chief. It also greatly limits the community outreach the Chief is able to accomplish due to limited time. This also places addihonal responsibilities on the two remaining Captains. One division of the Departirient will be headed by a Lieutenant in 2011. ELIMINATE 1 CORRECTIONS OFFICER ($69,231) Elimination of the one vacant Corrections Officer position will result in salary savings |haLvviUhe negated by overtime needed to cover the shifts in the City jail. There are currently eleven authorized Corrections Officer positions to cover the 24/7 jail operations. This proposal would drop that staffing to ten officers. It is necessary and required to have staffing throughout the day and night for both officer and inmate safety. In addition, additional staffing is required during the day due to the high number of inatate movements between jails and from the jails to the courts. Overtime would be necessary on a routine basis just to maintain minimum staffing levels. The overtime budget in the corrections service unit is $40,000 for 2011. DOWNGRADE CRIME /INTELLIGENCE SUPERVISOR TO CRIME/INTELLIGENCE ANALYST ($36,815) Implementation of this option woiild restrict the Department from fully utilizing the incumbent ernployee to his full potential. The expert training and experience that the incurnbent hri hoihc position would be lost, as the lower position does not encompass the same duties as the Supervisor position does. The incumbent would also suffer a loss of "clout" in dealing with other agencies and Intel unite. The Department utilized grant funds in order to train the C/inne/|nteUigence Supervisor. The Department would lose the ability to analyze crime patterns, predict crime trends, and deploy resources in the rnost effective manner. This position was also pr iectedtobecomea regional resource for surrounding law enforcement agencies and that ability would be lost. It should also be noted that supplemental reductions of the Contingency Budget Reduction calls for complete elimination of the position. This option wonld restilt in an additional S80,341 savings. ELIMINATE BUILDING SUPERINTENDENT ($21,508 NET SAVINGS) The incumbent Building Superintendent plans to retire in April 2011. The Department would not fill his position, but rather, would transfer responsibility for facilities maintenance to the current City Hall Superinlendent. Part of the City Hall Superintendent's salary would be budgeted in the Police budget due to the expansion of his duties. The Police Superintendent is currently responsible for upkeep, repairs and maintenance of 97,000 square feet spread between 5 locations, at least two of which operate 24 hours/day, The City Hall Superintendent is responsible for 48,000 square feet, 18 — Citywide • Policy Issues This would triple the amount of space he is responsible to maitilain, The constant use of the Police facilities, along with the fact that ininates are housed at the inain station, creates additional wear and tear on the buildi and often results in caII out of the Superintendent to deal with after hours urgent facilities needs. Implementation of this option would reduce the availability of unpaid inmate workers, as the inmate workers rntistbe directly supervised. The Police Superinteiideifl and Police Maintenance Specialist currently split their hours SO one is available during husiness hours and the other is available in the eveni Elirnination of the one position would cut supervision in haif. The Department would increase its dependence on outside contractors 10 provide rnuch of the iraintenance and upkeep that is cun'ently done in-house. ELIMINATE TAKE HOME VEHICLES ($11,470) Take-home cars have been authorized by the department as a relatively inexpensive way to increase efficiency and effectiveness, With a take-home car, officers already have the equi n/cndtheyose rnost often in their work car. When an after-hours incident occurs, detectives are ahle to respond directly to the criine scene. They can begin working right away (using the radio, listening to developments as they occur, etc.). Without a take-home car, response times to urgent crimes against persons are increased as they must report first to the station to pick up their duty vehicle and equipment. The payoff of take home cars is in decreased overtime costs and faster response times to violent crime. REDUCE MOST OUT OF STATE TRAVEL (EXCEPT PRISONER EXTRADITION) ($16,000) Irnpleinentation of this option could make it difficult for several einployees to inaintain their certifications in areas such as use of force, firearms instruction, interviewing of child victims of crime defensive tactics, and drug recognition. We rely on eniployees to serve as in-house trainers, so they are sent to "train the Lrainer" sessions that allow us to pay for one or two employees to attend training, hut provide in-house training 10 other ernployees. Thus, the "train the trainer" practice is in itself a budget reduction strategy. Loss of certifications could result in increased liability 10 the City. SUPPLEMENTARY REDUCTIONS The following options are additional second tier reduction options. ELIMINATION OF 2 EXPECTED POLICE OFFICER VACANCIES DUE To RETIREMENT/RESIGNATION ($80,000) Implernentation of this option would effectively close the Cornrnunity Services division. Those assigned to Cornrnunity Services would be needed in the Patrol division. This would remove officers from handling the Crime Free Rental Housing program, Block Watch, Police Athletic League, and many other outreach programs that the Department currently supports. DEACTIVATION OF THE SWAT TEAM ($143,000) This option could create excessive liability for the City, and greatly increased physical risk to officers and citizens. Our geographi isolation dernands that we have SWAT capability. Incidents that currently require SWAT presence would have to wait until Tri-Cities SWAT or WSP SWAT (assuming that the other teams were able, available, and willing to assist) could respond, which could be several hours. Those entities may also require payment for their services. SWAT not only responds to urgent incidents with armed and/or barricaded subjects, but also assists with serving high-risk warrants. Policy Issues • Citywide— 19 ' CITY OF 7ifkiffi^ 2011 BUDGET REDUCTION OPTIONS FIRE DEPARTMENT TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Charlie Hines, Fire Chief SUBJECT: Impacts of Proposed 2011 Fire Budget Reductions The proposed 2011 budget includes a reduction in the Fire Department budget of $643,000 from the 2010 budget. The bulk of expendihdres in the Fii'e Depadrnent budge corne in the foriri of salaries, benefits, and operating supplies such as fuel and commodities necessary to perform advanced firefighting and basic EMS services. There are few discretionary expenditures Ieft within the Fire budget, those were elirninated long ago. In addition, the 2011 Fire budget anticipates no adjustment in base wages (OYo) for all departrnent ernplovees. With no discretionary funding, and the supply budget at a minimum, the $643,000 savings must be achieved through a reduction in payroll costs, in other words, the layoff of Fire Departrnent personnel. The planned budget reduction represents a 5.67% decrease in the department budget from the previous year which will be irnplernented through a reduction of personnel. Anticipating at least a sirnilar level of demand for Fire and EMS services, with fewer professionally trained staff, a directly proportional reduction in the level of service of fire and EMS response provided the public is unavoidable. The City Manager's P[}G budget proposal contemplates a reduction of six (6) professional firefighters and the Secretary 11 position, siipplemental reductions require the reduction of an additional two (2) firefighters, the Deputy Fire Marshall position at approximately mid-year and a $150,000 reduction in overtirne funds. The antici aLedinpacLso(thep|annedrpdncLionsinpprsonne|areoodinedbp|nvv: PRIORITIES OF GOVERNMENT REDUCTIONS EMERGENCY OPERATIONS - LAYOFF OF 6 FIREFIGHTERS ($525,000 PLUS $50,000 OVERTIME) The antici aLedin'pacLn(redncingsix(6) prnfessiona|FireHvhder/EMT's(2personne|hnreachn(Lhe 3 shifts) will be: A decrease in the ernergency response capability as a result of reducing the nurnber of response apparatus from 6 to 5. In doing so, a typical "working" structure fire (greater than 140 occurrences in 2009) will completely stri the city of all available staffed apparatus leaving the city with rio response capability. Additionally the Aid Unit could not he staffed on a regular basis. A modest overtime savings rnay be recognized as the current minimum daily staffing requireinent of 19 personnel per shift is reduced to 17. 20— Citywide • Policy Issues ADMINISTRATIVE OPERATIONS — LAYOFF OF SECRETARY II ($68,000) • Represents a fifty percent (5O'&) reduction in admini kadve staff support ((or Deputy Chiefs, Training Division & Investigators) • Reduction in public access to fire department administration via telephone communications and counter service • Eliininatioii of the departinent's Public Disclosui'e Officer • Reduction in efficiency for documentation, tracking, processing & sustaining records • Dirninishes ability to prepare & process purchasing orders SUPPLEMENTARY REDUCTIONS EMERGENCY OPERATIONS — LAYOFF 2 FIREFIGHTERS ($180,000) Similar to Tier I, any further reduction in the number of professional Firefighter/ EMT's will further erode the department's emergency services delivery. Specifically, the outcome of reduci an additional two Firefighters will necessitate the need to either "brown out" additional apparatus or result in a marked increase in overtime to maintain the new minimum staffing of 17, necessary to staff one apparatus in each of the City's five stations. THE ELIMINATION nFOPERATIONAL OVERTIME FUNDING ($U50,000) Overtime is utilized to maintain minimum daily staffing at the City's five (5) fire stations. In cases where sick leave and vacation diminish the number of available response personnel on a given shift, the appropriate number of off-duty personnel are called in to work overtime shifts - ensuring adequate resource deployment. Without the ability to provide overtime "back-fill" for these vacancies, the number of apparatus available for response will be reduced accordingly and depending on the niirnbei' of ernployees sick, on scheduled tirne off, or on disability may require "brown out" of a fire apparatus or over-expenditure of overtime may he necessary. ADMINISTRATIVE OPERATIONS — ELIMINATION OF DEPUTY FIRE MARSHAL POSITION ($47,000) This position is responsible for the administration of programs not limited to those examples listed below. Distribution of these administrative responsibilities to other department personnel inay require effects bargaining. • Interface hetween Code Adrninistration and the Fire Departrnent • Monitored school exit drilis • Reserve Program • Public Education Programs • Media Interface/Public Information • EDITH House (hrepoevenhon/|ihe safety training at eleinentary schools) Po//(y/*x//co • Citywide- 21 SUMMARY EMERGENCY OPERATIONS ADMIN OPERATIONS Priorities of Govenunent Reduction from 6 Reduces administration staff staffed fire apparatus support 50% to 5 Supplemental Places an additional Eliminates Deputy Fire Fire apparatus out of Marshal position service (from 5 to 4) Probable increase in OT Due to reduction of total firefighters 22 — Citywide • Policy Issues FIRE ATTACK' tit` - 4 - P. tit t 1 ii §, • O 4' 'i a�I '' i 4l • Hose Line 2 < • * , - • < - „ r > • Pump Panel 1 d • g 4 l IMO .� r .0 r .r • - t • t • t BACK UP a '1. t / s n • Hydrant Supply /Hose Line 1 = � • Hose Line 1 < ; s 1 k ta • Pump Panel 1 4 t 4 t 4 t we r r w e we ..0 • f • t • t RAPID INTERVENTION TEAM ____0.42_ .gam • Forcible Entry /Exit 1 , ILIA • Utilities 1 `�' * 4)1 • Rescue downed F/F Both • • t • t VENTILATION ' • n ' .S°■ r ! 4 tit . , • Vertical /Horizontal 3 • 0 • 0 < 0 IL L r r y we „. • • • s • t vim` tit SEARCH & RESCUE/EXPOSURE 4 %. � ^I � t � PROTECTION /SALVAGE 3 " • ` "`� ` "� <nsi..4 _4s b0.:l�a f 1 .• . r r r r 3 , • t • • COVERS ENTIRE CITY BY ITSELF _ . (26 sq. mi. /85,000 citizens) 4 • tit _ OR • t t IS UTILIZED AS ADDITIONAL < ' - > - > RESOURCE AT THE FIRE 3 1 il t 4 • • • it • t en COMMAND & CONTROL 1 * r • I y .• 0: ° ✓ y S s Policy Issues • Citywide— 23 ' CITY OF 7ifkiffi^ 2011 BUDGET REDUCTION OPTIONS MUNICIPAL COURT TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Kelley [UvveU, Judge Yakima Municipal Court Susan Woodard, Judge Yakima Municipal Court Linda Hnrert, Yakima Municipal CountServicesManagpr SUBJECT: Reduction of Court Cornniissioner Hours When Yakima Municipal Court WaS approached several weeks ago regarding, yet another, reduction in its budget (this time the reduction of the Court Commissioner's hours), I was in a state of disbelief. After all, 1 have written nurnerous memorandums explaining that the Court already operates on a shoestring and is grossly under-staffed. The Court's budget consists only of personnel, supplies and security. In the past 'ear, the Court's Assistant Court Sei'vices Manager has been elirninated The Court has also lost a cashier position which resulted in the dosing of the Court's window to the public by four hours per day. The Court has given up its in-court security. The Court has had its overtirne and travel budgets reduced. Now the Court has been asked to explore the possibility of reduction in hours for its Court Cornrnissioner. Yakiina Mu Court is the foui'th largest ITlunicipal court in the State of Washington. Its caseload necessitates two full-tirne elected judges and a part-tirne Court Commissioner. It is imperative that judges be afforded tirne out of court to prepare their calendars, motions, keep up on the law, attend rneetings, s, address personnel issues and tend to regular court business, which is particularly true for the presiding judge who must be in compliance with GR 29. Reduction in the hours of the Court Commissioner will result in the reduction of oui'L calendars. Those calendars will have to be absorbed by the ali'eady ovei'loaded calendars of the judges. As a result, courL will run longer and overtime will increase for clerks and interpreters. hn addition, court congestion could result in the dismissal of cases for a variety reasons. Furtherrnore, currently, the judges and commissioner have worked together to cover vacations, meetings and sick leave for one another. This practice has worked so well that it has been necessary for the Court to call a pro tem only once in the 2010 calendar year. If the Court Cornrnissioner's hours are cut, the cost for pro tems will rise significantly. The Court Con is a professional individual who also works part-tirne at the cnooUy. It is possible that, if his hours were cut, he could choose to sever his employment with Yakima Municipal Court altogether. Furthermore, because he is a professional, his schedule is cornplicated. His hours cannot simply be added and deleted at the whim ofa prospering or declining econorny. The Court is the Iast stop on the path to criminal justice and public safety. It is senseless to staff the city with police officers, prosecutors and public defenders if, in the end, the Court does not 24 — Citywide • Policy Issues have the resources to finish the job. This Council needs to have a serious discussion as to whether it wishes to sustain a Municipal Court. If so, this Council needs to provide it with adequate funding to sustain itself and maintain its level of integrity. The Court is highly scrutinized by the Administrative Office of the Courts, the Judicial Conduct Commission and the State's Auditor, The Court has constant and never-ending rules and deadlines by which it MUST abide. Failure to adequately fund the Court subjects the city to liability. The Court is scarcely able to sustain itself with its current funding and absolutely cannot sustain itself with less. Policy Issues • Citywide— 25 ' CITY OF 7ifkiffi^ 2011 BUDGET REDUCTION OPTIONS F1^.---~~-~~ ~~~~PA~~~M~~^.~ TO: Honorable Mayor and Members of the City Council Dick Zais, City Manager FROM: Rita DeBord, Finance Director Cindy Epperson, Deputy Director of Accounting & Budgeting SUBJECT: 2011 Budget Reductions and Reorganization The Finance Department consists of the Finance, (which includes Treasury, Finance, Accounting and Budgeting), Intormation Systems and the Utility Customer Services Divisions, The proposed 2O11 department budget is $4.9 million compared to $5.2 million in 2010 or approximately 7% reduction overall; see below for allocation arnong the three divisions. • 2Dll vs. 2DlObudget Utility Services: $1,305,084 vs. $1,256,126; or 39Y&increase • 2011 vs. 2OlObudget Finance Division: $1,381,497 vs. $1,460,278; or 5.4% reduction • 2011 vs. 2010 budget Information Systems: 52,228,738 vs. G2,424,796; or 8.1% reduction U. UTILITY CUSTOMER SERVICES DIVISION The expenditures of the Utility Customer Services Division are funded with dedicated revenues from the Water, Irrigation, Wastewater and Refuse Utilities; therefore, the Utility Custoiner Services Division is not included in the following discussion regarding the proposed General Government Budget Reductions. II. FINANCIAL SERVICES DIVISION The proposed 2011 Finance Division budget has been reduced by approximately 5% from the prior year. The 2011 budget reflects a reduction of 1.2 FTE's in the Finance Division from the 2010 adopted budget and a total of 2.2 FTE's from the 2009 budget. This represents: • One (1) full-time Accounts Receivable (Financial Services Specialist) position that was eliminated in the 2010 mid-year budget reductions, and a portion (.20 FTE) of the Finance Director's time that is re-allocated to the Public Safety Communications Division as part of LhpprnpnsedrenrganizaLinnnn1Unedbp|ow,and • One (1) full-time Accountant position that was eliininated in the 2010 adopted budget. The Finance Division's budget is over 90% staff related; Over the past 12 months, the Finance Division's professional accounting staff and technical support staff have been reduced by 25% and 20% rcspccib/c|y. These staffing reductions came at the same tiine that reliance on staif for financial andbuJ8etaryinbvnna1ion—buLhin1erna||vandexLerna||v—comdiou/csto8rop4andthevvork|oad continues to increase. 26 — Citywide * Policy Issues Some of the increasing workload include: • Economic conditions requiring more diligent monitoring of critical revenues; • Necessity to more closely monitor expendihiies and reduce budgets and administer necessary adjustments (examples: x'id'yearbuJgpL reductions, jail costs, overtime); • Increased activity at Federal and State level, and citizen Initiatives, requiring dose monitoring / research of proposed changes in existi funding; • Increased accounting and record keeping requirements from federal agencies (examples: Recovery Act grants, Build Arnerica Bonds); • Increased emphasis on researching new funding sources and financing options for city projeds / programs (ex: police officers, police software / hardware, Fire apparatus financi ); • Ever increasing public disclosui'e and media infoi'ination requests; • Input / questions from public, council and staff regarding how to reduce costs, and/or increase revenues, which require investigation, research and responses; • Financial analysis of economic development projects (ex.: Bears stadium); • Continuous sL of new financial statement reporting regulations; • Work assignrnents and staff assessment / re-ti'aining to re-allocate ci'itical work thie to elirninated positions, furloughs and operating changes made to i rove efficiencies. This increasing workload is on top of what was already an ext heavy workload in the Finance Division; the original workload alone resulted in many priority projects remaining outstanding for some time; examples include: contract negotiations for a Prosecuting Aftorney's computer system; re-negotiations of several contracts (banks, collection agency services) that have been expired for some time; timely assessment / implementation of several needed financial system upgrades (ex.: E-Check processing; Utility internet payment portal); and input to other critical system upgrades. There is significant pressure on the finance staff to move suggestions, concepts, programs and projects forward; however, the staif levels have been reduced to the point that staff io severely struggling with the burdens of simply performing mandated and critical work related to existing programs, projects and internal control processes. Placing time and resources on anything new has become extremely difficult, often resulting in a sporadic focus that does not lend itself to timely or efficient work flow, can result in a less than desirable end product and often produces frustrations for staif, management, council and the public, alike. FINANCE DIVISION SUMMARY The reduction of staff over the past two years has placed the City at a much elevated and very uncomtortable risk level today; however, given the city's current fiscal challenges it may be argued as a necessary level of risk. Any further reduction of staff in this area, however, would si nihcant|v increase the City's risk of (1) non-compliance with mandated regulations and/or a breakdown in internal controls and (2) not being able to properly safeguard, account for and/or report on the City's funds, assets and financial transactions. Should any of these situations occur, the consequences could jeopardize existing federal / state funding, require the repayment of funds already spent, severely erode citizens' confidence in the city's ability to safeguard taxpayer assets, and/or result in severe financial penalties. Policy Issues * Citywide— 27 III. INFORMATION SYSTEMS DIVISION A steadily increasing reliance on Informa km by all division of the City over the years, coupled with an ever increasing need to improve efficiencies and customer service, and the immediate necessity to do alt of this while at the same time reduci costs, led the Information Systems Division to study our current organizational structure, services and operating practices. As a result, we are proposing a reorganization within the division and of some reporting relationships within the City. While this re-organization is clearly not a perfect solution, nor does the resulting budget provide the level of investment in technology sufficient to meet rnany important business needs oI the city, it does address the requirement imposed upon the department to reduce costs and we are able to achieve some much needed efficiency and skill set improvements within our technology area at the same time. The proposed budget reductions and related reorganization are outlined below. BUDGET REDUCTION / RE-ORGANIZATION Prior to filling the vacancy resulting from the retirement earlier this year of the long-term Information Systems Division Manager, we began an assessment of the existing Information Systems division, including the existing structure, services provided, skill-sets of the existing staif and the technology needs of the Cit) We were assisted in this review hy a third party consultant who specializes in this area. During this time we also received a recomrnendation to consolidate the Information Systems (IS) Division and the Public Safety Communications /PSC\ Division due to the inter-relationships of the computer, telephone, radio and electronic work performed by the two divisions. The results of this review identified opportunities for efficiency improvements, the need to improve services in some areas and to provide some services not currently availabl _e. While staif would very much desire ho implement most, if not all of the recommendations innmediately, we recognize that the City is not fiscally able to do 50 at this time; therefore, we have identified three key components that we recommend for immediate implementation: (1) fitling of the IS manager position, (2) focus on providing and maintaining amodern, highly functioning City Web site, and (3) implementation of strong project management methodologies and approaches to our cornputer system projects. Additionally, we found that consolidating the Information Systems (IS) and Public Safety Communications (P9[) divisions would help us accomplish two major objectives; it would improve efficiencies by bringing the cornputer and communications technology groups together, and it would allow us to eliminate the expense of one manager position within the City, thereby reducing the budget. The total budget savings, citywide, from the proposed reorganization is approximately $140,000 in 2011. Fotlowing is an overview of the staffing changes included in the proposed 2011 Information Systems Division Budget: 28 — Citywide • Policy Issues PROPOSED INFORMATION SYSTEMS STAFFING ADJUSTMENTS FTE's 2010 Budget 10.00 2011 Proposal Consolidate |S and |`3CMauaAcdol Positions w (0.50) Upgrade one poition to Operations Super'ior FT6Addih"o, Project Manager / Business Analyst ' l/N Web Master ( 1.00 Senior Applications Systeu Designer w 110 Client Services Tediiiician' 2.00 FTE Deletions Senior Analyst (1.00) Senior pplications Developer (vacant) (1.00) Applications Developer (2.00) Cornpnter O Technician (1.00) TOTAL [T['` IN 2011 BUDGET 18.50 (1) The consolidation of the Information Systems (IS) and the Public Safety Communications (PSC) Divisions allows for the eliinination of one manager position city-wide; n50%,uiuctkmiob"th,brlSnod,brySCdh/isioosi,/wudah",, however, the actual allocation of ni anager's 's salary / time may be somewhat different and may change ove time based on the needs of the respective areas. (2) The proposed new Project N'lanager and \'Veb / Intranet N'laster positions do not c exist within Civil Service or the City's Pay Ordinance. The budgeted amounts for these positions reflect the anticipated pay level for these positions; however, ii approved by Council, staff will then write iubdescriptions and will work through the Civil Service process and City Council w finalize the job level, pay level and other details. (3) The new Sr. \pplication System Designer and the Client Services Teehnicians areadditional FTE's; however, the positions already exist within Civil Service and in the City's Pay Ordinance and are currently in use. Tliis proposal is to provide additional support in these service areas and only require Council budget authorization to commence the hiring process. Budgeted Non-Staff Reductions ($45,000) - In addition to the budget reductions in IS staffing outlined above, the proposed 2011 budget also includes reductions in the City's investment in technology in non-staif areas, see below: $8,OOO-reduction in PC / Hardware replacement funding (from $40,000 Lo$32,OOO,or 2O% reduction: acct. #95C). This account pays for the purchase of PCs, servers, nel'woi'k communications equi nL fiber optic equipment, cabling, wireless communications devices and miscellaneous equipment and supplies for all departrnents of the City. The City inaintains approximately 700 computers; assuming that the full $32,OOObudget went toward purchasing of new computers (which is not the case as noted above), this budget would equate to a replacement cycle of over 20 years. While this level of funding can be managed for very short durations to help weather financial storms, it is obviously unrealistic, unsustainable and results in reduced productivity. $29,000 - Maintenance and Support to existing computer hardware / software (acct. #480). The total budget for this area actually increased from $208,000 in 2010 to $214,000 in 2011. This line item includes rnaintenance and support contracts, repair costs, etc. for computer hardware and software (example: computers, printers, scanners, servers, check writers, Policy Issues • Citywide- 29 database and networ hardware, mail stuffers; postage machines, etc.). There are several offsetting adjustments in the budget for 2011. During 2010, we found several items that appear to have been overlooked in the budget process last year for which we need to purchase maintenance and support (examples: UPS Power backup system, UniTrends backup system and the finance check printer). Additionally, we have implemented new systems this year for which maintenance is needed. Offsetting these increases is the planned transition from existing public safety systems to new systems in 2011. Due to the planned transition to the Spillman Public Safety system early in 2011, we are able to drop maintenance on the existing systems next year and the first year maintenance support for Spillman is inclL[ded in the purchase price / project costs. The net resLllt of all of these changes is that we are able to temporarily accommodate the $2lOOO reduction from the requested budget for this line item for 2011; however, this account will need to be increased by approximately $45,000 to cover Spillman 2012 software maintenance support. $8,000 - Orthophotography expenditure (acct. 410). The orthophotography project is coordinated by Yakima County, who, every few years, partners with various agencies to help fund the approxiinately $20,000 project cost; these partners then share in the inforination / photography generated. The Iast orthophotography was taken in June 2008; at that time Walrnart was a still a vacant field. This imagery is heavily relied npon by Water, Wastewater, Storrnwater, Public Safety, Engineeri and Pla i for detailed mappi This photo project will be able to be performed in 2011 without the use of general government funds, as LhpU|UhySprvicpsL}b/isinnhasbndgp|ed58,OUUhorLheprc4pcL. Non-Budgeted Contingency Reductions 531,000 - Maintenance and Support to existing computer hardware / software (acct. #480). This represents an additional reduction on top of the 529,000 reduction noted above. The implementation of this ncdnciiVnvvoo|d likely result in the loss of maintenance and support contracts for the following software systems: City's financial systems ($8,500 FMS); Human Resources Applicant Tracking System ($8,600 - Neogov); Agenda Management ($3,800); LS. Help Desk ($6,500 HEAT); and approxirnately $4,000 in 'et unidentified i'eductions, This places the city at hi hriykofacritka|yystex'hnUi/\ga/x]re/nai/d/\gdovvnhoranexhended period of tirne; and paying top dollar on a "time and materials" basis (likely at night, weekend, and/or holiday rates) for any needed repairs. ADDITIONAL INFORMATION REGARDING REORGANIZATION As with most changes of any significant nature, there are often "ripple effects" or minor changes that occur as a result of the primary change; and this is certainly the case in this situation. While the work of the computer and communications technology functions of the Inforrnation Systems (15) and Public Safety Cornrnunications (PSC) divisions is closely related, the consolidation of these two groups brings with it the 911 call center and dispatch functions; functions not commonly paired with technology. However, the 911 call center, dispatch services and communications technology/electronics buncLionsaoaaUin|hesan/e division today, and report to the same manager today - so the somewhat unusual grouping of public safety and technology functions already exists; 30- Citywide • Pn//cy/es//ex Note: The proposed consolidation of the Information Systems and the Public Safety and Communications division is not intended, nor anticipated, to effect any changes in the operations of 911 or dispatch. To ensure tha unintended changes do not result from this consolidation, the "IS / PSC manager" will report to both the Fire Chief and the Finance (Technology and Cornmunications) Director. This will help ensure consistency and an understanding of the intricacies ot both divisions is retained at the Director level. The PSC Supervisor position will be upgraded to support the additional responsibilities this position will take nnin order |o allow the P5[ manager Lo focus a significant yorhono[his time on Infoi'matioii Systems issues; One Technical position within the IS division will be upgraded to a worki supervisor to help with tasks foiiiei1y provided by a full-tiine manager ai'id to provide better staff oversight; The Deputy Director of Accoiinting and Budgeting will assume full responsibility for the accounting and budgeting functions, and will receive a slight upgrade in salary, to relieve the Finance Director of some workload to help allow her to focus on the functions of the new consolidated IS/PSC division; In order to elevate the importance of technology within the City and to reflect the new, consolidated division, it is recommended that the Finance Director's title be changed to incorporate the key elements of this position (example: "Director of Finance, Technology and Communications"). The exact title can be determined at a later date; howevei; it is important in our communications of this consolidation that we acknowledge the need for a change in the Finance Dii'ector's title; The consolidation of these two existing divisions will gain additional staff support from the proposed new Office Assistant position included in the PSC division's 2011 budget; (note: this new position was justified on the - basis of the workload and needs of the 911 call center and dispatch functions, alone hut rnay he available to provide sorne support to the IS functions, as well). INFORMATION SYSTEMS BUDGET STATUS While the proposed re- zation assists the City in reduci the overall budget and provides for improved efficiencies through the consolidation of two divisions, the resulting budget continues to leave the City's investrnent in Information Technology vastly underfunded. The IS Division will continue to be si iUcan1k/undcrsiaMedandundcrkuxicdbnscvcra|kcyarcaqsomecxamok.sbnckde: Depth of Staff: Even with the additional positions proposed in the 2011 budget, the depth of several critical positions / skill sets is only 1 FTE deep; i.e.: no back-up exists for several key positions, (database administrator, network adininistrator, Windows/Unix operating systems support, GIS adrninistrator, disaster recover etc.); Note: the re-organization will provide pr jcrt/nanagcnentandp/eh/inhanetski||sctsthat are severely lacki today. Hardware / Software Replacement PIan: T is no hardware or software replacement / upgrade plan or program; and the annual budget for these critical tools is grossly Policy Issues • Citywide— 31 underfunded; (PCs, servers, printers, copiers, scanners, police in-car computers/cameras, network communications equipment andAhernpLice i ment, etc.). The proposed 2011 budget further reduces the investrnent in this area (from $40,000 to $32,000). Business Applications: Many of the City's current software applications are old, inefficient and do not provide the business functions consistent with modern business practices, do not meet the expectations of our citizens/customers, and/or fall short of meeting the needs of City departments who are relying more and more on technology to increase their productivity and efficiency and to reduce their operating costs. A few examples include: • Management Reporting (online, i'eal tiine, user def capabilities very Iiinited) • Police technology (camera systems for jail, electronic ticketing) • Work order systems; Inventory/Maintenance systems (usi numerous different systems and spreadsheets, etc.; not integrated, no tie to general ledger). • Purchasing systems; Financial systems, etc. • Archival and Retrieval Systems very Iirnited (primarily email only today); • Internet Services: Ability to send/receive various types of information over the internet is very Iiinited; this is standard busiiiess practice in many businesses today (ex: sign-up for programs, send bills, make payments, pay application fees, etc.); • City Intranet (could improve employee efficiency, reduce printing costs) • Information Systems Technology / Architecture (ex: cloud computing, , etc.) Staff Training: There has been a severe shortage of technical training for IS staff for many years; staff cannot provide rnodern technologv services without staying current on technology improvements and new trends in the industry The majority of staff trai over the past few years has occurred through "self study and research" by proactive employees; and while this provides some good, cost effective training, it is a poor substitute for a training plan/program that would ensure our technical staff receives quality training in those areas most critical and beneficial to the City. Support and Maintenance of Vendor Systems: Man key hardware and software applications are operati without a support and inaintenance agreement; putting the City at risk of extended down times and excessive repair costs duri a system failure, Additionally, without a m intenance agreement, the City does not receive software upgrades from the vendor; thus, our systems do not advance or move forward with changes in technology or new business practices. INFORMATION SYSTEMS DIVISION SUMMARY The public's expectations and demands for technology has increased exponentially over the past five to ten years and City department's are relying more and more on technology to increase productivity, efficiency and to reduce their operating costs. ConnputcrLochnn|ogy provides critical tools to our police officers, fire fighters, engineers, street and transit workers, attorneys, accountants, executive staff, city council and others, including the public. Every operating division of the City — without exception relies heavily on computer technology to perform vital tasks and to help provide critical services to their customers / citizens. Information 32— Citywide • Policy Issues Systems personnel take t j obs very serI()us1) however, despite their best cffor t can not provide, operate and maintain systems or provide the service levels that are demanded of them without the City's coinmitment to sufficient investments in techno1og\ Policy Issues • Citywide— 33 ' CITY OF 7ifkiffi^ 2011 BUDGET REDUCTION OPTIONS CITY ,,'"V^A. TO: Honorable Mayor and Mernbers of the City Council FROM: Dave Zabell, Assistant City Manager SUBJECT: Voluntary Furlough - Human Resources Division The Human Resources Division volunteered for an unpaid furlough in May of 2010 as part of the City's rnid year budget reduction efforts. The Hurnan Resources staff volunteered to furlough 8 hours per month per employee for a total savings of 64 staff hours per month. Other general fund employees were required to furlough a total of 40 hours in the last half of calendar year 2010. For 2011, Htunan Resources has volunteered to continue our unpaid voluntary furloughs at 12 days annually per person. The advantagc to the City of furloughing is thc retcntion of traincd and skilled employees compared to reducing staff and subsequently rehiring and retrairting employees when the financial conditions improve. Morale and service to the cornrnunity rernains strong by retaining jobs and redefining work schedules. 34- Citywide • Po//cy/es//ex CITY ,x ' 201 BUDGET REDUCTION OPTIONS LEGAL DEPARTMENT TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Jeff Cutter, City Attorney SUBJECT: Budget Reduction Proposal Effects on Legal Departrnent PREVIOUS LEGAL DEPARTMENT BUDGET REuocnow: 2009 The budget i'eduJions enacted by he Ciy Couiicil ovei' the past two years to address coninuing revenue declines and budgel shortfalls have had a very significant iinpacI on the City Legal Department. Since the first quarter of 2009 the Legal Department has had no budget funding for two key attorney positions: a Senior Assistant City Attorney 1 position in the Civil Division has been frozen and unfilled and a previously-filled Assistant City Attorney 1 position in the Prosecution Divisioii has been e1i f the budgeL The Senior Assistant City Attorney position M the Civil Division had provided much-needed support to numerous City departments, as well as to the City Council and City Manager. The primary responsibility of this position was land use issues and involved close work with the Planning and Engineering Departments. This is the position that formerly was held by the current City Attorney until February 2009. The position allowed the City to both save money and increase productivity by reducing outside legal counsel expenses and consolidating necessary land use work. Since being frozen, the responsibilities of that position were distributed among the remaining attorneys in the Civil Division, with sonie civil work also being handled by the Prosecution Division. The Prosecutor position was eliminated because of budget constraints, after an employee relocation. The pi'osecut that had filled that position had rnanaged a portion of the heavy criiriinal caseload genei'ated by the law enforcernent response in the Cit The unassigned case Ioad resulting from the eliminated position has been distributed among the remaining prosecutors. The Prosecution Division was able Ln regain a part time prosecutor position byimplementing a civil drug forfeiture prograrn after the CCN U cooperative agreernent was discontinued. d. The forfeiture prosecutor is paid specifically from drug forfeiture recoveries, which is allowed by statute, if the position is primarily assigned to enforce RCVV Title 69provisions (drug offenses). Because the drug forfeiture prosecutor must be available to support Yakirna Police Department dn enforcernent activities, review civil forfeiture cases and conduct forfeiture hearings, that prosecutor is unable to carry a portion of the heavy crirninal case |oad In addition to these personnel reductions, the Legal Department budget amount used to coiripensate attorneys hired froiri outside the Legal Departirient to prov ide expertise on behalf of the City in specific legal matters was reduced from $60,000 in the original 2009 budget to S30,000 in Policy Issues • Citywide— 35 2010 That amount was reduced again in the mid-year 2010 budget reduction measures to The significance of this reduction is that the Legal Departrnent, while short-staffed as a result of the previous reductions, has a greatly reduced budget to pay for legal assistance from outside the legal departrnent to compensate in part for the attorney persornwl Ioss. POTENTIAL ADDITIONAL LEGAL DEPARTMENT REDUCTIONS: SUPPLEMENTAL REDUCTION PROPOSAL The 2011 Proposed Btidget includes two redtiction proposals, the first beiiig the Priorities of Government ('P(}G'') proposed reduction plan, the second a "supplemental" proposal to provide the Council with alternative considerations to the POG proposals as well as to identify a second level of reductions that may be necessary to respond to losses in revenue anticipated ifnneor more initiatives are approved by the voters. The Legal Department has not been identified to face further reductions in the POG reduction proposal. However, in the event Council seeks reduction opportunities in lieu of reductions included in the current POG proposal, or in the event one or more initiatives are approved by the voters that require further revenue reductions to the City, the Lcga|[)eparimcodbmshccnbJcn1iDedasasonrcco(anadddiona|$74333inbndgetrcdnciiVns. In the event the City Council chooses to utilize these additional resources from the Legal Department budget, the net effect will be the loss o[a currently staffed Legal Assistant |position, the loss of a currently staffed part-time assistant position, and the loss of virtually all temporary salary and overtime salary budget resources from both the Prosecution and Civil Department budgets. The Legal Assistant 1 position is staffed by the Legal Department receptionist, who manages the upkeep of office equi mcnl,n'aintainssopp|icsvvhhinihcV{8cc,nnanagesooaU delivery and pickup, answers the constantly-ringing telephone, copies docurnents for cases, maintains legal files and interfaces with all legal assistants and attonieys as well as members of the public that come to the counter. In part because of the municipal court matters and criminal justice support that the Prosecution Division provides, the puhlic is frequently at the front counter needing assistance. The vacation of this position will displace that Legal Assistant land result in the remaining legal assistants taking approximately an hour and a half each day to fill the front desk role. This is a highly visible position ai'id cannot be left vacant. As with the previously discussed reductions, the effect is a compounding one in that the loss of the staff position is difficult to manage in itself, but is magnified by the loss of other budget means to attempt to respond to the loss. In this case the loss of the Legal Assistant iscxaccrhahed by the simultaneous loss of the teniporary salaries and the overtime budgets. The temporary salary budget provision has been utilized to compensate a part-time assistant to the prosecution division as well as Rule 9 legal interns. The part-time assistant has been an individual with a background as a Legal Assistant who has provided high-quality consistent support to a stressed part of the office, due in large part to the hi h volume of cases handled by the Prosecution Division. Her role has been invaluable to maintaining the volumes of inforrnation generated by a busy prosecution center. The legal interns the Legal Department have utilized annually during the summer school break have provided a greatly needed "stop gap" to the Prosecution Division during the busier surnrner months, while also performing special projects for the Prosecution Division and legal research and writing projects on behalf of the Civil Department where research time, while critical to performance, is at a premium due to the volume of work being handled. In addition, research and writing assi nments done by legal interns assist with reducing the need for outside counsel at a greatly reduced hourly rate. Due to budget constraints in 2010, one Rule 9 legal intern assisted the office. Because Rule 9 interns are authorized by the Washington Supreme Court to appear in court under certain conditions, a legal intern appears in Municipal Court virtually every day during the surnrner months. 36 — Citywide • Policy Issues The remainder o[the proposed reductions are the overtime budget resources in the Prosecution and Civil legal budgets, which while utilized spari ly, provide the resources necessary to respond 10 situations requiring legal assistants 10 be available Ionger than the regular eight ht to five office hours to assist an attorney in a jury trial with jury instructions, witness management and other tasks related to jury trials that are not under the control of the attorileys or the Legal Department. Similarly, in the CiviI Division on occasion legal assistants are required to meet filing deadline or complete a project that must be finalized under a deadline that results in exceeding the normal eight hour da) With this reduction the opportunities to meet these dernands will not be available and the assistance provided will not be available. In summary, the previous two attorney positions that were removed from the Legal Department budget in2OO9 and 2OlO were high dex'andpoyiLionycarryingaheavycase|oado(civi|and criminal matters. Further reductions in the Department as outlined above could impact the Legal Department's ability to perform core functions and to continue to respond effectively to the very heavy workload of the Department. Policy Issues * Citywide— 37 ' CITY OF 7ifkiffi^ 2011 BUDGET REDUCTION OPTIONS COMMUNITY & ECONOMIC DEVELOPMENT TO: Honorable Mayor and Members of the City Council Dick Zais, City Manager FROM: Michael Morales SUBJECT: Discussion of Reductions PRIORITIES OF GOVERNMENT REDUCTIONS CODE COMPLIANCE OFFICER / U FTE (GENERAL FUND Sxv/msx: $66,673) The Office of Code Administration — Service Unit 149 will eliminate one Code Compliance Officer position to save $66,673 of General Fund expenditures in the Public Health and Safety category of the Priorities of Gover Model. In 2009, Code Cornpliance conducted 4,184 site inspections, including responses for 1,613 calls to the Codes Cornplaint Hotline. Through Septemher 2010, the officers have conducted 2,560 site inspections and dealt with 1,031 calls to the hotline. In addition, each officer is responsible for prepa ring reports for the Cornrniinity Review Board. Currently the City operates on a complaint driven code compliance system. Community and Economic Development employs four code compliance officers, with federal CDBG funds paying for 50'X, of the activity. Operationally, the City is divided into four east-west districts, which provides for more equitable sharing of the code coinplaiiit workload. Impact of Proposed Reduction- In order to deal with the reduction of one FTE Code Compliance Officer, the City will be re-divided into three districts. lYhik, the amount of code complaints is not likely to decrease, the response time to investigate coniplaints will increase with one less officer and a Iarger area for each officer to cover. Code enforcernent calls will need 10 be prioritized to ensure that healih and life safeby issues are handled firsi. In bhe event of sickness or scheduled leave, responses within an affected district will be suspended until the employee returns. ANIMAL CONTROL OFFICER / U FTE (GENERAL FUND Dwv/wso $67,744) For the second year in a row, the Office of Code Administration -Service Unit 223 will eliminate one Animal Control Officer (ACO) position with a General Fund savings of $67,744 from the Public Health and Safety cabegory of the Priorities of Governrnent Model. The City currently employs 2 full-time AC(]'s and contracts with the Humane Society of Central Washington for service west of40dhAvenue. From January of 2009 through September of 2010, Anirnal Control Officers received a total nf7,@54 complaints which had to be investigated and addressed. In 2009, Animal Control responded to 4,658 of those calls. Through September of 2010, bhe work unit has i'esponded bo 3,196 calls. 38 - Citywide • Policy Issues Impact Of Reduction — With the elirnination of this position, we will have one contracted ACO from the Humane Society of Central Washington bcmerwest of 40th avenue and one City of Yakima Anirnal Control Officer covering east of 4Oth Avenue. East of 4Oth Avenue has always had two anirnal control officers covering the area due to hi hernunnhprsofconq/|aioUsandnpqniredresb1podassisLance. The pi'oposed reduction will necessitate a prioritization of the types of cornplaints that the ACO's can handle on a given day. For example: The city will only deal with dogs; no other domesticated animal issue will be addressed by an ACO. Barking dogs will not be investigated by an ACO unless it persists to a level of concern for human welfare that the police department is called. Animal complaints by nei hhnrs should be treated as a civil matter. Docile, wandering stray dogs will only be dealt with after more critical issues are handled, such as aggressive behavior, dogs on the school playground, bites, attacks or a dead or injured animal in the public right of way. ASSISTANT PLANNER / 1 FTE (GENERAL FUND SAw/woo $23,601) Staffrpdo,honshnck/de the retirernent and cash-out of one Assistant Planner, a long term city employee, whose position will be fi'ozen and not filled. Impact 0f Proposed Reduction— The Ioss of one FTE Assistant Planner will reduce the ability of the Planni Staff to provide front counter coverage duri husiness hours as well as increase the permit case load of each remaining staff person. The retiring planner has held positions in the Code Administration Division and provides significant cross- training experience between Building Code and Land Use regiilations. ASSISTANT PLANNER / 0.33 FTE (GENERAL FUND SmxNGo: $21 A portion of another Assistant Planner's time and salary will be shifted to the Park's Division of Public Works to assist in required park planning activities from an unfilled Public Works staff person. This will reduce staff levels from 4 FTE Assistant Planners in 2010 to 2.67 FTE Assistant Planners by mid-year 2OD. Impact Of Proposed Reduction — The curnulative reduction of 1.33 FTE frorn the Planning Division in 2011 will challenge existing staff to maintain the current turn-around time for permit processing and siipport of other divisions in land tise activities. The positive impact of providing support to the Parks Division in Public Works will provide much needed planning and land use services to Parks. Related budget cuts in the Hearing Examiner Budget (Service Unit 020) will add to duties of existing personnel. REDUCE CONTRACT SERVICES (GENERAL FUND Swv/woo: $20,000) In order to reduce the cost of contract services with the Hearing Examiner two strategies will be developed for 2011. The level of review specified in the Yakima Urban Area Zoning Ordinance (YMC 15D4D30) will be modified to change some of the land use categories from Class (3) to Class (2) uses in order to identify land uses that may be efficiently processed administratively rather than through a public hearing process. Pn//cy/es//ex • Citywide— 39 Secondly, cases which require a public hearing in ordei' to make a written recommendation to the City Council (such as Preliminary Long Plats and Rezones) would be referred to the Yakima City Planning Commission. I Of Proposed Red — Both of these strategies will require amendments to the Yakima Municipal Code. Additional training will be necessary of the Planning Commission and assistance from City Legal regarding the Findings and Recommendations to City Council. Planning staff will be responsihle for more detailed staff reports. REDUCE PRINTING AND POSTING COSTS (CAPITAL OUTLAY REDUCTION $15,880) The cost of printing and mailing of public notices will be reduced in 2011 with the implementation of a Post Card notification system, rather than the current practice of mailing full notices. These material costs are estimated to save $15,000 in 2011. Iinpact Of Proposed Reduction— A reduction in the detail of inSonnation mailed with Notice of Land use Applications", "Notice of Public Heari ''andotherLypesofpublic notices niay create some public concern or confusion during an adjustment period. A significant amount of work is necessary to implement the automated system that will produce the Post Cards and integrate permit status information. Prior to a total conversion of the Post Card Notice System, the city staff will conduct a limited pilot project to work out any potential problerns. Howevei other coimrnlluties in the State of Washington have successfully implemented the Post Card system and realized savi in printi and postage. DEVELOPMENT ENGINEER / 1 FTE (GENERAL FowoSxv/woo: $87,281) Fund 041 Engineering will eliminate one Development Engineer position to save S87,281 of General Fund expenditure from the Resource Management Priorities of Government Model. This staff position is the primary City contact for private developers with Engineering projects. They receive and review project plans and assist the public through our review process. The ninnber and value of private projects has greatly decreased during the past two years. Revenue from plan review/inspection has decreased from over S270000 in 2008 to an estimate of 530,000 in 2010. Revenue recovery is not anticipated in the short term. This position can rio longer justify a full tiine staff person. Impact of Proposed Reduction— Remaining staff will adjust their schedule to accommodate this function. These saine staff ineinbers 'iI1 also be responsible for continuing their public project design duties. To accornrnodate this "double duty", it will be necessary that the public counter be open for a reduced ninnber of hours each week. Pre-scheduled appointrnents will he recommended. BUILDING MAINTENANCE SPECIALIST (051) / 1 FTE (GENERAL FUND Sxv/waS: $47,700) This position was vacated due to retirement in early 2010 and not filled due to mid-year budget reductions. 11 will continue to be unfunded in 2011, and is not listed on the summary of reductions as it was effective mid'2010. Impact Of Proposed Reduction — This reduction is equivalent to a 50% reduction in staff. Due to this elimination, normal cleaning duties are no longer performed on a regular basis at City Hall. Only the most basic cleaning of public/staff restrooms and common areas is currently being performed. The vacant non-funded position was dedicated one half to cleaning duties and one half to maintenance duties. This position performed all of the carpet and hard floor cleaning, and 40 — Citywide • Poli Issues mosi of the painting, mechanical and maintenance repairs. One half of the Building Maintenance Supervisor hour have been reallocated ho these same projects, bnLdoehotheageandcondition of City Hall, it is continually rnore challenging to accornplish the basics while still rnaintaining department requirements. Limited resources have forced the City to sub-contract out rnuch of the major repair work to outside sources. The City is mandated to pay prevailing wage, so rnuch of the work cosls mo than if it were done in house. While staff will do its hest to continue to provide at least the minirnal necessary level of support to the public and the employees at City Hall, there is apprehension that continued shortfalls could result in health and safety issues. Maintenance of City Hall has becorne more reactive than proactive, causing concern about the potential of having to replace equipment due lo a lack of i'outine inaiiilenance. ASSIGN BUILDING SUPERINTENDENT DUTIES AT YPD To CURRENT CITY HALL BUILDING SUPERINTENDENT ($20,585) As part of the budget reduction in the Police Departrnent, their Building Superintendent position will be eliminated upon the retirement of the current employee in mid-2011. Impact /lf Proposed Reduction — Beginning in mid-year 2011, 50% of the City Hall Building Maiiilenance Supervisor's tiine will be spent managing the Police Departinent facilities, placing a further burden on the only rernaining full-tirne ernplovee in City Hall Maintenance. These increased managerial duties will further limit his ability to properly maintain the City Hall facility SUPPLEMENTAL REDUCTIONS CONSTRUCTION INSPECTOR / FTE (GENERAL FUND SAYINGS: $67,500) Fund 041 Engineering will eliminate one Construction Inspector position to save $67,500 of General Fund expenditure from the Resource Managernent Priorities of Government Model. This staff position is one of two that i ect Public and Private Development Projects. ImpuctnfPropoaeJReJnxtfos — ReooainingxtaKwiUbep/esxed 10 accoirirnodate this position reduction. The City will have less presence at and inspection of the Private and Public projects. Policy Issues • Cityzvide— 41 CITY OF 7�iffi^ 2011 BUDGET REDUCTION OPTIONS STREETS TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Chris Waarvkk, Public Works Director Joe Rosenlund, Sti'eeL & Traffic Operations Manager SUBJECT: Discussion of Reductions STREETS PRESERVATION, REPAIR AND SNOW/ICE PROGRAM The ability of the Streets Division to maintain roads in fair condition continues to dedine, Cuts to the streets material supplies have forced the division into reactive maintenance mode of repairi damaged roadways from the proactive mode of doing work to extend the life of the pavements. This past year the residential chi seal prograni was eliminated and only 15 lane miles of arterials were chipped sealed versus 31.5 lane miles the year before. In 2011, no chip sealing will be done. Crack sealing is the only preventive rnaintenance we will continue to do. Grind and patch treatment has become our focus for street repairs. In previous years, grind and patching was done in advance of chi seal projects. Without the follow-on chi seal, the life of these repairs will be reduced. Street cleaning has increased by about 10% over previous years. The reduction in pavement maintenance allows more hale towards street cleaning activities. The niore aggressive weed control campaign n on arterial roadways roadways has resulted in a noticeahle improvement in street appearance and oedocpdwepd intrusion into roadways and sidewalks. Unfortunately, the 2011 program will be scaled back to 1/3 of the existing level due to cost containment. The Pedestrian and Bikeway Maintenance program has been eliminated for 2011. Sidewalk repairs / replacement are the responsibility of the adjacent property owner; curb and gutter repairs are contracted out to private cornpanies. The City's 5O/5O sidewalk program provided a limited fund for the sharing of costs of repairs / replacements made to existing sidewalks. However, this program was not funded in 2010 and will not be funded until city revenues improve significantly In previous years, the Department of Corrections (DOC) crew performed weed removal, hand sweeping and litter removal along the classified streets in Yakirna. The DOC contract was cancelled early in 2009 and will not be renewed anytime in the near future. Some of the work previously accomplished by the DOC crew is he done by city forces on an as needed basis. Three Street Maintenance Specialist positions have been elirninated in the past year; one filled position and one vacant position that was eliminated in the 2010 budget and another vacant position at mid-year. One more position is in jeopardy. Where these reductions will be most noticed is in the Snow & Ice Control Program. The ability to respond to moderate storms or even a series of small 42— Citywide • Policy Issues storms is significantly affected. Each position lost means one less piece of equi ment on the road removing snow and ice. Last year, one storni of moderate size nearly depleted our resources. The long-range weather forecast calls for above average snow and cold. This year, in order to stretch our resources, storms of moderate size or larger will require dividing personnel into two crews resulting in only haif of the snow removal equipment on the road at oiie time. Snow removal will take rnuch looger with only primary routes having any appreciable removal within the first 48 hours. TRAFFIC OPERATIONS Traffic Operations has lost several positions due to budget challenges that reduced the Division's ability to respond to the maintenance and operational needs. The Traffic Sign Supervisor position was eliminated along with two seasonal temporary positions. A vacaiit Senior Traffic Sign Specialist position has been downgraded to Traffic Sign Specialist and a proposed Sign Specialist position was eliminated. The Traffic Operations Supervisor has taken on the duties of the eliminated Traffic Sign Supervisor position. There is a possibility that a Si nSncciaUstposkionvvU|bceUnninatcdin 2011. The result is a lack of personnel available to monitor, maintain, and operate the city's traffic infrastructure. The reduction in the materials budget means that not all of the paveinent markings and crosswalks will receive annual maintenance. The potential loss of a Traffic Sign Specialist position would further affect this effort. School zones and arterials will continue to be the top priority for maintenance but markings in residential areas may be allowed to fade away. Requests for new markings will be i'eviewed not just for need btit rnaintainability as well. Damaged sign plates are recycled for reuse whenever possible to minimize material expenditures. The city has begun using Telspar si npnsLsLhaLarenonrednrahkennoreadaytah|e,andeasierLo install and replace. Although these posis are slightly htly more expensive than wood posts or steel pi the benefits in durability and efficiency more than make up for that marginal cost difference. The City of Yakima does not have a planned program for the maintenance of street signs. The routine maintenance program for all signs was eliminated several years ago as a cost containment measure. The City's sign maintenance program has focused on bringing arterial street nameplates 10 current industry standards and addressing graffiti and vandalisrn. This program will not be as aggressive in 2011 due to budget and personnel reductions. Beginning in 2012 a federal regulation will take effect that requires the city to maintain all regulatory and warning signs at specified reflectivity levels. At that Lk/'e,a funded program for sign review and maintenance will be necessary to meet those requirements. In an effort to rein in utility costs, all new traffic si na|sandoep|acen/cndsi nal heads are LED rather than incandescent heads. In addition, high wattage high-pressure sodium streetlights are being replaced with LED fixtures funded through the Energy Efficiency Conservation Block Grant. The use of LED fixtures result in savings of up to 62% in energy costs where installed. In conjunction the conversions, some streetlights arebei/\g removed at mid-block locations. In other locations, the city has installed induction lighting that provides similar cost benefits. In addition Lo reduced power use, LED and induction lighting redncenmintenancecosLsdoetoLheir longer service expectancy. The pedestrian and tree lighting in the CBD is now turned off late at night as further effort to contain energy costs. Policy issues • Citywide— 43 TRAFFIC ENGINEERING Basic data collection, safety invest and signal opesUionandiimi work have not been affected by any budgetary changes as yet. More comprehensive data collection and system upgrades are needed 10 keep signal nal operations in step with traffic growth and changes in traffic patterns. Traffic Engineering, with assistance of Street Maintenance, has begun a new management program to identify funding needs and more efficient maintenance strategies. The previous pavement rnanagerneifl progi'am only Iooked at classified roadways; the new prograrn will also inckide Iocal streets. Data collection for this program has reduced and delayed traffic investigations other data collection efforts. These should return to normal after the initial round of inspections is complete. SUMMARY The ongoing budget reductions have impaired Streets and Traffic Operations' ability to maintain the city's roadways in good condition through the lack of materials and reduced staffing. Reduction in the materials budget items has limited our ability to maintain streets in a condition consistent with the recornrnendations in the 2005 Street Maintenance Gap analysis. Maintenance efforts have become more reactive than proactive; patching potholes and repairing failed sections instead of preventing them. The pavement management program that is being put in place will identify the overall effect 011 the street network and the long term cost of the deferred maintenance. The information will be available for the next budget cycle. The 2010/2011 personnel reductions will be rnost apparent in the Snow and Ice Control prograrn. Even storms of moderate size, 3 to 6 inches, will strain our ability 10 clear roads in a tirnely rnanner. The Signs & Markings shop will not be able to maintain all of the existing pavement markings and striping due to lack of personnel and reduction in materials. Focus has been kept on school zones and business districts but there is more work that can be done by the two paint crews within the seasonal window. Maintenance of traffic si na|sandsbep||i hting is in good condition. Street lighting vvU|receb/p some upgrades through the federal energy efficiency grant but lighting on some arterials will be reduced. Traffic Engineering has been relatively unaffected so far by the budget cuts but is falling behind in maintaining efficient traffic signal operations. Signal equi mcn1 and communication upgrades are needed along with additional personnel to collect data and monitor the system. 44— Citywide • Policy Issues CITY ,x ' 201 BUDGET REDUCTION OPTIONS PARKS DEPARTMENT TO: Honorable Mayor and Mernbers of the City Council Dick Zais, City Manager FROM: Ken Wilkinson, Parks 8c Recreation Manager SUBJECT: Discussion of Reductions Over the past two years the Parks and Recreation Division has incurred severe reductions in staffing and funding. Due to reductions in staffing, park and recreation services have been reduced for citizens. Pi'ograins have been reduced oreliminated, parks are cleaned less often, graffiti and vandalism are not addressed in a timely manner. The response time to rectify problems or address rnaintenance issues in the parks does not occur quickly. Potential for i juries within the parks has becorne more of a concern due to lower levels of rnaintenance. Staff Positions And Programs That Have Been Eliminated Or Reduced Previously: Staff Positions - 2010: $282 • Park Maintenance Technician - 1 FTE • Park Maintenance Worker - Athletic Fields 0.8 FTE • Golf Starter 0.8 FTE Other Program reductions/eliminations • Eliminate Department o( Corrections -8 man crew -8FTE (Contracted Service) • Elirninate West VaIley Park cleaning contract • Reduce Park Tree Maintenance Program • Reduce Outside Agencies by 50'& (RSVP, and Seasons Music Festival) • Reduce size o(A/nedcorps team from 15 to 12 Staff Positions 2010 / Mid Year Reductions carried forward into 2011: S160,500 Annualized • Aquatics Specialist - 1 FTE • Park Superintendent - 1 FTE PROPOSED POG REDUCTIONS Staff Positions 2011 / Budgeted POG Reductions: $45i000 • Park Maintenance Temporaries $l0,000 • Close Harman Center - Tuesday and Thursday evenings and Saturdays $15,000 Progranns& Services Eliminated or Reduced • Eliminate Sum rner Movies $5,000 • Eliminate Youth Baseball Program -$5,00O • Reduce Adult Sports Programs $5,000 • Reduce Advertising $5,000 Pn/k'y/es//c* • Citywide— 45 SUPPLEMENTAL REDUCTIONS Staff Positions Eliminated 2011 / Proposed Tier 11 Budget Reductions: $89500 • Eliminate Summer Playground Program $10,000 • Delay Hiring Park and Recreation Administrative Associate $50,000 Programs &c Services Eliminated orReduced • Close Martin Luftier King Spray Park $17,000 • Close Milier Park Spray Park $7,500 • Eliminate Summer Concert Series $5,000 IMPACTS OF BUDGET REDUCTIONS PROPOSED POG REDUCTIONS Temporary Position $10,000 - Park Maintenance - Restrooms will not be clean as often or open as early in the season. Seasonal Maintenance workers will need to complete tasks assigned to Ternporai'ies and the woi'k that they perform will go uncompleted. Summer Movies $5,000 - Surnmer Movies at Randall and Gilbei't Pai'k will not occui'. • Close Harman Center - Tuesday nights, Thursday nights & Saturdays - $15,000 Harman Center will not be open for seniors to utilize on Tuesday and Thursday evenings and Saturdays. The Harrnan Center will still be available for rentals. The rental groups pay for the - building supervision. Eliminate Youth Baseball Program -$2,5OO Youth Snrnmer Baseball prograrn will be eliminated. • Reduce Adult Sports Programs S2,500 - Sports programs for adults will dec • Reduce Advertising $5,000 - Advertising for Park and Recreation Prograrns will be rediiced by 50%. Revenues may decrease due to reduced potential customer awareness of programs. SUPPLEMENTAL REDUCTIONS Martin Luther Ki Park Spray Park $l7,OOO- Residents living around MLK Park will not he able to utilize the spray park to cool off and recreate during the snn'n/cn Miller Park Spray Park $7,500 - Residents living near Miller Park will not be able to utilize the spray park to cool off and recreate during the summer. • Free Summer Playground Program Sl0,000- Children in the area of the Southeast Cornrnunity Center, Milroy Park and Kissel Park will not be able to utilize the free summer playground program. • Eliminate Summer Concerts $5,000 - Smnrnei' concei'ts in Franklin Park would not occui', Residents will not be ahle to en joy the free concerts on Thursday nights for6vveeksbodhe summer. Delay Hiring Park Administrative Associate $50,000 - Grants, reports, promotion items, etc. will not be completed. 46 Citywide *Policy Issues CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE CITY MANAGEMENT /IRRIGATION IRRIGATION ^ ILA TE INCREASE BUDGETED PROPOSAL To increase the Operation and Maintenance (0 & M) rate by 5.5% annually on January 1, 2011, 2012, 2013 and 2014. The Irri aLion{}8cNJraLevvas|as|incrpaspdin2OO7 During the ensuing four-plus years, operating costs for the utility have continued to rise and the annual increases initiated in 2007 failed to keep up with expenses. A major driver o(the increased operational costs are the fees paid to privately owned canal companies for walei' and the cost for power necessary to operate the system. At present fund revenues fall short of fund expenses by approximately $100,000 per annum and growing. As a result, the Irri aLionfnndreserveshaveerodedbeynndnoinima||eve|s. As proposed, the increase is intended only to balance revenues to expenses. /\5.5`&adjustment would increase the current rate of $0.0171 to $0.0180 in year one and to $08190 in year two per square foot. As an example of the impact to the rate payer, an increase of 5.5% results in an increase of S6.30 per year or $1D5 perb\'month|y bill for a 7,000 square foot lot in year one of the proposed increase. IMPACTS a. Fiscal Impact - There ai'e phasing options for implernenting the rate adjustirient. The recoininended and budgeted option is 5.5% for 2011 2014. The following table depicts the first yeai' annualized option of various phasing proposals: ■ 5.5% in each of four years S78000 Budgeted r 7% for each of three years $105,800 ■ 10% for each of two years $149,000 b. Proposed Funding Source - Increase in the (l&cMJ Irrigation Rate. c. Public Impact - Increased rates to system users. Maintain reliahility of utility infrastructure. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - Ordinance changing the rates for Irrigation 0 & K1 L Legal Constraints, if applicable - Public Hearing. g. Viable Alternatives - Alternatives 10 the budgeted item include: Policy Issues *City Management —1 1. Jucrease rales by 7% for lhree years in a row; 2. Increase rates by 1O% for two years in a row, or 3. Leave the rate unchanged and reduce services such as: • Not fixing major leaks, leaving customers without irrigation water • Not repairi streets or sidewalks afler repairs, leaving the Cily open 10 poteiflial claims for darnages • Not completi required maintenance to river diversions / fish screens leaving the City open 10 Endangered Species Act violations • Defer other inaintenance activities systems would deteriorate necessitating increased expenses for rebuilding and leaving the City open to potential liability and claims. CONCLUSION AND IOR STAFF RECOMMENDATION Approve a rate increase of 5.5% per year for four years in a row, with the first 5.5% rate increase |anoaryl,2011andeach|anoarylhorLhe(o|k`vving|hreeyears. At the September l,2Ol0meeting the Council Economic Development Committee voted unanimously to recommend the rate increase be passed by the City Council. 2 — City Management • Policy Issues SUPPLEMENTAL INFO 1' TION IRRIGATION RATE INCREASE Table 2 10% each year for 2 years Lot Size in 2011 2012 Square Annual Bi- Monthly Annual Bi- Monthly Foot Increase Increase Increase Increase 5,000 $ 8.50 $ 1.42 $ 9.50 $ 1.58 7,000 $ 11.90 $ 1.98 $ 13.30 $ 2.22 10,000 $ 17.00 $ 2.83 $ 19.00 $ 3.17 15,000 $ 25.50 $ 4.25 $ 28.50 $ 4.75 20,000 $ 34.00 $ 5.67 $ 38.00 $ 6.33 40,000 $ 68.00 $ 11.33 $ 76.00 $ 12.67 7% each year for 3 years Lot Size in 2011 2012 2013 Square Annual Bi- Monthly Annual Bi- Monthly Annual Bi- Monthly Foot Increase Increase Increase Increase Increase Increase 5,000 $ 6.00 $ 1.00 $ 5.00 $ 0.83 $ 5.50 $ 0.92 7,000 $ 8.40 $ 1.40 $ 7.00 $ 1.17 $ 7.70 $ 1.28 10,000 $ 12.00 $ 2.00 $ 10.00 $ 1.67 $ 11.00 $ 1.83 15,000 $ 18.00 $ 3.00 $ 15.00 $ 2.50 $ 16.50 $ 2.75 20,000 $ 24.00 $ 4.00 $ 20.00 $ 3.33 $ 22.00 $ 3.67 40,000 $ 48.00 $ 8.00 $ 40.00 $ 6.67 $ 44.00 $ 7.33 5.5% each year for 4 years Lot Size in 2011 2012 2013 2014 Square Annual Bi- Monthly Annual Bi- Monthly Annual Bi- Monthly Annual Bi- Monthly Foot Increase Increase Increase Increase Increase Increase Increase Increase 5,000 $ 4.50 $ 0.75 $ 5.00 $ 0.83 $ 5.00 $ 0.83 $ 5.50 $ 0.92 7,000 $ 6.30 $ 1.05 $ 7.00 $ 1.17 $ 7.00 $ 1.17 $ 7.70 $ 1.28 10,000 $ 9.00 $ 1.50 $ 10.00 $ 1.67 $ 10.00 $ 1.67 $ 11.00 $ 1.83 15,000 $ 13.50 $ 2.25 $ 15.00 $ 2.50 $ 15.00 $ 2.50 $ 16.50 $ 2.75 20,000 $ 18.00 $ 3.00 $ 20.00 $ 3.33 $ 20.00 $ 3.33 $ 22.00 $ 3.67 40,000 $ 36.00 $ 6.00 $ 40.00 $ 6.67 $ 40.00 $ 6.67 $ 44.00 $ 7.33 Policy Issues • City Management - 3 I Current n 87,465,843 Total assessed acres $ 1,198,282.05 O &M Revenue Ct $ 1,224,521.81 CIP Revenue $ 0.0171 O &M Rate per square foot e $ 0.0140 CIP Rate per square foot $ 0.0311 Total rate per square foot A a4 ra 10% each year for 2 years (Recommended) Fa' 10% - Jan. 1, 2011 10% - Jan. 1, 2012 Cumulative total of revenue "°. Annual increase in Revenue $ 148,691.93 $ 166,185.10 $ 314,877.04 26.3% • New 0 & M Rate $ 0.0188 (1) 1 (2) $ 0.0207 (1) (2) Cumulative total of rate increase ' Increase in Rate $ 0.0017 $ 11.90 $ 1.98 $ 0.0019 $ 13.30 I $ 2.22 I $ 0.0036 $25.20 per year for 7,000 square foot lot r. $4.20 bi- monthly for 7,000 square foot lot m 7% each year for 3 years r,, 7% - Jan. 1, 2011 7% - Jan. 1, 2012 7% - Jan. 1, 2013 Cumulative total of revenue co Annual increase in Revenue $ 104,959.01 $ 113,705.60 I I $ 122,452.18 $ 341,116.79 28.5% New 0 & M Rate $ 0.0183 (1) (2) $ 0.0196 (1) (2) $ 0.0209 (1) 1 (2) Cumulative total of rate increase Increase in Rate $ 0.0012 $ 8.40 $ 1.40 $ 0.0013 $ 9.10 $ 1.52 $ 0.0014 $ 9.80 $ 1.63 $ 0.0039 $27.30 per year for 7,000 square foot lot $4.55 bi- monthly for 7,000 square foot lot 5.5% each year for 4 years 5.5% - Jan. 1, 2011 5.5% - Jan. 1, 2012 5.5% - Jan. 1, 2013 5.5% - Jan. 1, 2014 Cumulative total of revenue Annual increase 0 & M in Rate $ 78 0.0 $ 1 )30 $ ( 2 ) $ 87 0 0 $ (1 )00 I $ ( 7 $ 87 0.0010 01 $ ( 1 ) $ ( 2 ) $ 96 0.021 $ 7 I $ (2) $ 3 Cumulate total 0.0040 f rate increase $28.00 per year for 7,000 square foot lot $4.67 bi- monthly for 7,000 square foot lot (1) Annual increase in rate for an average 7,000 square foot lot (2) Bi- monthly increase in rate for an average 7,000 square foot lot 10% each year for 2 years $ 647,247.24 Collected after 4 years 7% each year for 3 years $ 463,568.97 Collected after 4 years 5.5% each year for 4 years $ 349,863.37 Collected after 4 years CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE CITY MANAGEMENT / WASTEWATER ASSET MANAGEMENT SOFTWARE SYSTEM BUDGETED PROPOSAL The Wastewater Division 2004 Facility Plan identifies the need for system tracking of City assets relating to the Wastewater Division. The coinbined assel value of the Regional Waslewaler Treatment Plant and its sanitary sewer collection system approaches nearly $350 million. It is comprised of approxirnatelv 334- miles of sanitary sewer pipe, serpra|hnik]ingsandUft-s|aLions, numerous pumps, and various pieces o(equipment. Currently these assets are managed using the out-of-date Automated Inventory and Maintenance Management System (/\|MMS). In order to effectively manage and track the vahie and life expectancies of these assets, a computer maintenance management software system (CMJMJS) ienecessary. A Request for Proposal of an integrated CMMS system focusi on Asset Managernent will be required. The goal of the Wastewater Division is to better organize its assets, track maintenance costs, and to prevent and predict equipment tnUurey. The systein would be designed and unpleinented to the Wastewater Division's needs, but must be capable of integrating with other City Departments. The City is currently reviewing the replacement of the current AIMMS system in conjunction wdhthe purchasing consolidation with Yakima County. The Wastewater contribution would be added to other available resources so that this major bntegxaLedsys|poowhichisnverl7yearsnkjcanheoap|aced. IMPACTS a. Fiscal Impact — $200,000 in 2011; $l00,000 in2012. b. Proposed Funding Source — Wastewater Facility Capital Improvernents (Fund 473). c. Public Impact —Complete integrated management of Wastewater Division assets, including other City Departments, to improve overall efficiency, save public dollars, and protect the environment. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives — Continue to utilize inadequate out system. CONCLUSION ANDIOR STAFF RECOMMENDATION Staff recommends approval to budget available funds for a CMMS system to effectively manage the City's assets relating to the Wastewater Division. Such a system provides the City an opportunity ho track and increase asset life, prevent and predict equipment taUuuas,and|oxerthehzbx|costo( maintenance; saving public nnoney. Policy Issues • City Management — 5 CITY OF 7�iffi^ 2011 A,JOR POLICY ISSUE CITY MANAGEMENT/ WASTEWATER WASTEWATER FACILITY CAPITAL IMPROVEMENTS BUDGETED PROPOSAL The adopted 2004 Wastewater Facility Plan presents a historical and projected planning and budget document mandated by the Department of Ecology (DOE) to provide adequate wastewater treatrnent for the City of Yakima. Major system improvements have been underway at the Wastewater treatment plant for the past several years. Bond proceeds will be used to continue the capital program outlined in the adopted, mandated 2004 Wastewater Facility Plan. Substantial funding will be required to implement the i'ernaining 0-6 yeai' irnprovernents along with some of the highest priority 7-12 and 13-20 year priority i rnvemerdsNerdidedinthep|au The Wastewater Division is requesti issuance o($J2,OOO,OOOn( debt from any combination of Revenue Bonds, State Revolving Fund (SFlP) loan or Public Works Trust Fund (PWTF) loan to implement mandated and required renewal projects. The bond and/or loan terms will be 20 years. Anticipated interest will be 4.6% for a Bond, 3.0% for SRF loan and 0.5% for PWTF loan. The Wastewater Division has $934,000 available to pay this debt service. Approxnnately $534,000 annually will be availahle through expiration of an existing bond in 2011. Approxirnately $400,000 annually of increased deht service is being requested, which will be funded from revenues, without using any required reserves. The following improvements have been identified and prioritized in the facility planning process as the most critical facilities requiring mandatory redundancy. An additional 140-foot diameter secondary clarifier is needed to address the solids loading redundancy needs at peak loading 10 rneet DOE Class 1 reliahility criteria. An evaluation and irnplernentation of the VVVVTP digester gas system and utilization requirements is needed (prior to replacing the boilers, gas flare and building a grease receiving station) to determine the best gas production alternative to use for onsite utilization and then implement. There are several ways digester gas can be utilized on site. These are: 1. Boilers for di ester and building heating. 2. Engine driven equi n/en1|ikeh|o`versorpomps. 3. Engine generators 10 produce electricity (least likely alternative). 4. Clean the gas to natural gas quality and utilize on site for process equi meod. New boilers are required because the existing boilers are well over 20 years old and contini.ially need repair. Grease receiving station to augrnent digester gas production. 6 — City Management • Policy Issues Class ''B" Biosolids application is becoming more difficult because of current regulations (requiring permitting) and public concern over the beneficial use of the land application of the biosolids as a soil amendment. Advancing to exceptional Class "A" 8inso|bjs will eliminate the need for permitting. The biosolids only need to be heated for sterilization to meet this criteria. ~ A dryer for Class "A" Biosolids is required and can be run on digester gas. Use of this dryer will rediice our Biosolids vol by 8O%. In addition to redundancy projects, the following projects have been identified in the 2004 Facility Plan aycritical projects for renewal, safety and efficiency o(operations. Continue replacement of the SCADA System - Major SCADA (communications) system cornponents will he replaced including PLC's, comput hardware and software, HMI software, and historical data logging software for bettei' reliability and safety ■ Continue upgrading the WWTP Power Dist system (in the Northeastern portion of the plant) to be more reliable and efficient. The total cost for the construction projects above is estimated at $13,500,000 (including engineering). The costs were identified in the adopted Di'aft 2004 Wastewater Facility Plan. IMPACTS a. Fiscal Impact - An increase in debt service of approxirnately $400,000 per year will he required to cornplete all of these projects. $l3,5OU,UUO has been estimated for the total cost n( the projects in 2011 and 2012. Transfers of $1,500,000 in 2011 and 2012 will still be required to iinpleineiit all of the projects. Debt: $12,00(W00 combination V[bond and/or loans at 20-year term 4.6% interest for bonds and 9.OY& to 0.5% on loans. Available Funds: $534,000 per year from expiration of an existing bond in 2011 400,000 per year from revenues $934,000 Total revenue per year Wastewater Division total debt service with this bond = 10Y<. of annual budget b. Proposed Funding Source - Wastewater Facility Capital Iinprovements (Fuiid 478), $1,500,000 available resources; $12,000,000 loans • S6,OOO,OOO Revenue Bond 4.6X, • $5,OOO,OOO Public Works Trust Fund Loan 0.5Y& • $1,000,000 State Revolving Fund Loan 3% • The Public Works Trust Fund Loan has been applied for, and tentatively approved, pending an adequate balance in the State's loan fund. The State Revolving Fund Loan has also been applied for, and this project has a high score in the competitive process. Policy Issues • City Management -7 Should these alteinative revenue sources not materialize, the revenue bond will be sized |o accomplish the projects, npk/$l2noUUon. c. Public Impact — The development of an alternate innov ive mixing zone and early adaptive implementation of nutrient removal will save costs associated with impacts and requirements of the levee set hack and inandatory nutrient removal. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - Applicable debt ordinances. f. Legal Constraints, if applicable - None. g. Viable Alternatives — Many alternatives have been considered for the utilization of di este/ gas and producing Class "A" hinso|bjs. Alternatives will he evaluated further but, the alternative for a biosolids dryer looks to be the most viable and least expensive option to achieve Class "A" standards. CONCLUSION AND/OR STAFF RECOMMENDATION Staff recommends approval to meet regulatory mandates. 8 — City Management • Policy Issues The Municipal Court is not proposing any individual policy issues for the 2011 budget. Policy Issues • Municipal Court —1 2 — Municipal Court • Policy Issues CITY OF /Nil 2011 JOR POLI ISSUE INTERGOVERNMENTAL AGENCY Y 1 CLE . AIR AUTHORITY (YR ) BUDGETED PROPOSAL This proposal is an intergovernmental agency request to provide financial support in the amount of $33,940 to the Yakima Regional Clean Air Agency. See the attached supplemental information for program information. IMPACTS a. Fiscal Impact - $33,720 2010 Budget 220 Increase $33,940 2011 Proposed Budget b. Proposed Funding Source - General Fund. c. Public Impact - See Attached. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives - None. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. Policy Issues • Finance —1 SUPPLEMENTAL INFO TION YAKIMA REGIONAL CLEAN AIR AUTHORITY (YRCAA) YAKIMA REGIONAL • Kry z. AN AIR AGENCY 329 North First Street, Yakima WA 98901 Phone: (509) 834 -2050 Fax: (509) 834 -2060 Website: http: / /www.yakimacleanair.org June 21, 2010 City of Yakima Mr. Dick Zais, City Manager 129 N. 2 Street Yakima, WA 98901-2720 SUBJECT: 20] 1 Pro Rata Share for Supplemental Income As provided under Sections 70.94.092 and 70.94.093 (RCW), the Yakima Regional Clean Air Agency assesses to each component city, town, or county, the amount of supplemental income to be paid by such component city, town, or county, for each calendar year. Your assessments for calendar year 2011 are shown on the attached spreadsheet. An invoice will be mailed to you December 31, 2010. The Board of Directors for the Yakima Regional Clean Air Agency, on June 10, 2010, established that the supplemental income needed for operation in 2011 is held at $.40 per capita. 2000 Federal Census, corrected October 3, 2003 estimated 2009 was used to calculate each supplemental share. Per RCW 70.94.093(3), the local assessment should be paid, "...In equal quarterly installments, the amount of its supplemental share." Payment in -full within the first quarter of the year is encouraged. Thank you for your continued support of this agency's efforts to maintain clean and healthful air for all of Yakima County. Sincerely, Gary W. P itt Executive Director cc: Tom Gasseling, YRCAA Board Chair Christa Owen, Fiscal Programs Manager "Clean Air is Everyone's Business" 2 — Finance * Policy Issues YRCAA 2011 SUPPT ZMENTAL INCOME ASSESSMENTS Per Capita Rate: $ 0.40000 _ City / Town: Population Assessment % Grandview . 9,405 $ 3,762 3.95% Granger 3,065 $ 1,226 1.29% Harrah 595 $ 238 0.25% - Mabton 2,100 $ 840 0.88% Moxee 2,525 $ 1,010 1.06% Naches 765 $ 306 0.32% Selah 7,185 $ 2,874 3.01% Slmnyside 15,340 $ 6,136 6.43% Tieton 1,195 $ 478 0.50% Toppenish - 9,090 , $ 3,636 3.81% Union Gap 5,830 $ 2,332 2.45% Wapato 4,555 $ 1,822 1.91% yjakiiiefq ,...,„ J.;„• ,'it- • .:,'" :-: ,-' V' 84 ,.: .. , ,,,,i Zillah 2,770 $ 1,108 1.16% Yakima, County 89,130 $ 35,652 37.39% TOTAL COUNTY: 238,400 $ 95,360 100% Policy Issues • Finance — 3 CITY 01 7,;/■//il^ 2011 JOR POLI ISSUE INTERGOVERNMENTAL AGENCY Y , VALLEY OFFICE OF EMERGENCY , AGEMENT (OEM)) BUDGETED PROPOSAL This proposal is an intergovernrnental agency request to provide financial support in the amount of $59,643 to the Yakima Valley Office of Emergency Managernent. IMPACTS a. Fiscal Impact - $59,937 2010 Budget (294) Budgeted decrease $59,643 2011 Proposed Budget b. Proposed Funding Source - General Fund. c. Public Impact - Coordinated regional Ernergency Management services. d. Personnel Impact - Unknown. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives - The possibilitv of having the Fire Command staff perform emergency preparedness planning was explored during development of the 2011 budget, and it was determined that this contract was the most econornical way to provide this mandated function. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. 4-Finance • Pn/k'y/es//c* SUPPLEMENTAL INF 01? M [ TION YAKIMA V/ILLEY OFFICE OF EMERGENCY MANAGEMENT (OEM) Yakima Valley OFFICE OF EMERGENCY MANAGEMENT Room D-10 County Courthouse Yakima Washington Y89V] Phone: (509) 574-1900 FAX: (509) 574-1901 DATE: September 16, 2010 TO: Mr. Richard Zais, City Manager City of \'akima l2g North 2nd Street Yakima, WA989Ol FROM: jim Hall Director Yakima Valley Office o[ Emergency Management SUBJECT: 2010 Preliminary Budget Yakima Valley Office of Emergency Management's preliminary budget has been reviewed and is recommended by the Emergency Services Executive Board (ESEB) for approval. The recommended assessment for 2010 is $.7014 per person. This is a reduction of about $.0l per person from last year. In 2010 the assessment remained the same as 2009 with no population or other increases. This year we have returned to the assessment by population keeping the total revenue for OEM the same thus no increase and the reduction in the assessment. Several jurisdictions will see minor fluctuations in their assessrnenl due to population change. The City o[Yakima's assessment for 2OlO\s$59\6438O. This is a decrease of $-294.00 for a population of 85040 people. This is a per capita assessment. The Office of Emergency Management's (OEM) rnission includes having the plans in place to deal with a major ererd or disaster. We keep the City of Yakima compliant with the requirements set out in RCVV and VV/\C. We maintain at the ready systems to assist the City of Yakima if it were to become overwhelmed by unforeseen events either natural or manmade. Meeting Notice The Emergency Services Executive Boai'd has asked for the annual meeting of the Yakima County Einergency Services Council, The council, by agreernenl, consists of the rnayoi' from each rnernbei' jurisdiction and the three county Com M issioners. The council meeting agenda will include approval of the 2011 Budget, a briefing on office activities, and the election of members to the Executive Board. The meeti will take place at the norinal monthly ineeting of Mayors and Coinmissioners in October or November 2010 at the Pioneer Kitchen in Toppenish. The Mayors meeting will start at 6:00 PM. The Council Meeling will be pai'l of the Mayoi agenda. \\e are available to present the Yakima Valley Office of Emergency Management's 2011 Budget or any other issue or project to the City of Yakima upon request. If you have other questions or require addih(xdin6urmationnkeaseconhut/neat574'k)O4oreooaUjbn.ha|M@co,yaki/n4wm.uy Working for a disaster resilient community! ' CITY 017 /N^ 2011 JOR POLI ISSUE INTERGOVERNMENTAL AGENCY Y. VALLEY C OF GOVE ( COG) BUDGETED PROPOSAL This proposal is an intergovernmental agency request to provide financial support to the Yakima Valley Conference o( Governments (C{}G)membership assessment. The General Assessrnent went from SS3,092in2OlOLo$33,l66in2Ull,an increase o[S74orO2%. The Metropolitan /Regional Transportation Planning portion increased by 51,662, from S5,331 to 57,193, which is used to provide Iocal rnatch for regional planning grants. IMPACTS a. Fiscal Impact - $3@,625 2010 Budget 1 Increase $40,359 2011 Proposed Budget b. Proposed Funding Soorce - Gpnpra|Pund. c. Public Impact - Regional Transportation Planning coordination (necessary to be eligible for certain transportation grants). d. Personnel Impact - Unknown. e. Required Changes in City Regulations or Policies - None. [ Legal Constraints, if applicable - None g. ViahlaAlteroativee - None. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. SUPPLEMENTAL INFO 1' TION YAKIMA VALLEY CONFERENCE OF GOVERNMENTS ( YVCOG) YVCOG YAKIMA VALLEY CONFERENCE OF GOVERNMENTS 311 North 4th Street, Suite 202 • Yakima, Washington 98901 509 -574 -1550 • FAX 574 -1551 RECEIVED website: www.yvcog.org CITY OF YAKIMA SEP 32010 MEMORANDUM OFFIca car CITY MANAGER TO: YVCOG Membership FROM: J. Page Scott, Executive l ir- a • DATE: September 21, 2010 SUBJECT: YVCOG 2011 Budget The YVCOG Executive Committee has recommended a 2011 Budget to be forwarded to our General Membership for consideration at the October 20 General Membership meeting in Grandview. A copy of the proposed budget is attached for your review. For the 8 consecutive year, YVCOG has been able to maintain members' General Assessment rate at 80.39 per capita. YVCOG's total budget for 2011 is approximately 1.5% higher than in 2010 due to a federal grant received to enhance the Commute Trip Reduction (CTR) program and assist affected employers and jurisdictions in meeting state goals for drive alone trips. How the Assessment is Calculated The Total Assessment is made up of three variables: the General Assessment rate ($0.39 /capita), OFM population for April 1 of the most current year, and the MPO/RTPO assessment. The MPO/RTPO assessment is based on 1) whether the jurisdiction is under or over -5,000 population; 2) whether the jurisdiction is within the federally designated MPO boundary, and 3) the percentage of federal transportation project funding an individual jurisdiction was awarded in the current year through the Yakima Valley MPO /RTPO processes. The first two MPO/RTPO Assessment factors remain fairly static from year to year and those are reflected in flat assessment amounts of either $500 or $1000 depending on the population size of the member jurisdiction. Year -to -year fluctuations of a jurisdiction's MPO/RTPO assessment almost always reflect an award of federal STP project funding through the MPO /RTPO process. Almost $5.5 million in federal Surface Transportation Program (STP) funds were distributed and awarded to six member jurisdictions through the Yakima Valley MPO /RTPO process. Compare that with last year's distribution when nearly $10 million in STP and ARRA funds was distributed to 13 member jurisdictions. MEMBER JURISDICTIONS Grandview • Granger • Harrah • Mabton • Moxee • Naches • Selah Sunnyside • Tieton • Toppenish • Union Gap • Wapato • Yakima • Yakima County • Zillah Policy Issues • Finance —7 9/21/10 Memo to YVCOG members 2011 YVCOG Budget Page 2 of 2 If a member jurisdiction was awarded STP funding for a transportation project(s), they are assessed based on their percentage share of the overall federal transportation funding distributed. When jurisdictions receive the benefit of project funding, the assessment is distributed among them. That way, the cost is shared among those jurisdictions that benefitted. Bottom Line: Why did my assessment change? If a member's population grew, their general assessment grew, too. If a member jurisdiction received a STP funding award, they will probably notice a change in their assessment also. I am happy to meet with your finance staff or council members. It is a very busy time of year for our programs, but I will do my best to make myself available for your meetings. Scheduling conflicts are likely, so please let me know as soon as possible if there is a • meeting you would like me to attend. I can be reached at scottp@yvcog.org, or call the YVCOG office at 509 -574 -1550. Y YAKIMA VALLEY CONFERENCE OF GOVERNMENTS MEMBERSHIP ASSESSMENTS FOR 2011 Members QFM General MPO/RTPO Total 2010 -2011 Change Population Assessment'` Assessment' Assessment % $ 2009 2010 2010 2011 2010 2011 2010 2011 GRANDVIEW 9,405 9,290 $ 3,668 $ 3,623 $ 6,952 $ 1,000 $ 10,620 $ 4,623 -56.5% (5,997) GRANGER 3,065 3,100 1,195 1,209 500 500 1,695 1,709 0.8% 14 11ARRAH 595 630 232 246 1,382 500 1,614 746 - 53.81/o (868) MARTON 2,100 2,165 819 844 500 500 1,319 1,344 1.9% 25 MOXEE 2,525 2,695 985 1,051 2,225 5,478 3,210 6,529 103.4% 3,319 NACRES 765 770 298 300 1,407 4,803 1,705 5,103 199.3% 3,398 SELAH 7,185 7,180 2,802 2,800 5,914 2,000 8,716 4,800 - 44.9% (3,916) SIJNNYSIDE 15,340 15,410 5,983 6,010 2562 1,000 8,545 7,010 - 18.0% (1,535) TI ETON 1,195 1,195 466 466 1,480 500 1,946 966 -50.4% (980) TOPPENISH 9,090 9,080 3,545 3,541 1,784 3,493 5,329 7,034 32.0% 1,705 UNION GAP 5,830 5,850 2,274 2,282 2,790 2,000 5,064 4,282 -15.4% (782) WAPATO 4,555 4,605 1,776 1,796 1,264 500 3,040 2,296 -24.5% (745) YAKIMA 84,850 85,040 33,092 33,166 5,531 7,193 38,623 40,359 4.5% 1,736 YAKIMA CO. 89,130 89,300 34,761 34,827 4,184 12,183 38,945 47,010 20.7% 8,065 Z.1LLAH 2,770 2,790 1,080 1,088 1,085 1,340 2,165 2,428 12.1% 263 TOTALS 238,400 239,100 $ 92,976 _ $ 93,249 $ 39,560 $42,990 $ 132,536 $ 136,239 2.8% 3,703 Yakima Transit Total Trans Assessment 3,000 ' 4 $0.39 per capita 2011 General Assessment 8-Finance • Policy Issues CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE COMMUNITY & ECONOMIC DEVELOPMENT / PLANNING LAND USE APPLICATION FEE INCREASE UNBUDCZTED PROPOSAL Application fees charged in the Cfty of Yakirna for the i'eview and processing of Zoni Subdivision, Environmental Review, and related permits have not been adjusted since 2005. The fee adjustment in 20O5 was ho "adopt the same fee schedule as Yakirna County", In the Iast five years, Yakirna County has adjusted fees twice, most recently in February 2010, The proposal S 10 raise Land Use application fees 10 the same rate as those charged in Yakima County within the Urban Area. Fees charged for the review of permits cover less than 25% of the actual costs. The Class 3 Land Use application fee is $615. Average processing costs include a typical legal ad in the Yakima Herald, which costs approximately $200, a typical Hearing Examiner review exceeds $1,800 and postage/ printing costs average $68. IMPACTS a. Fiscal Impact — Application fees generated an average of 565,000 over the last few years. If the fee schedule adjustment is adopted, an additional 58,000 could be expected annually. The General Fund pays for the actual difference in costs compared 10 fees. b. Proposed Funding Source — Land use application fees are part of the General Fund. c. Public Impact — The average fee increase is 15%. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - The fee schedule is included in the Zoiiing Ordinance. Staff recommends the fee schedule be reinoved from the Zoning Ordinance because it includes fees from other land use process including the Subdivision Ordinance (YMC 14), Environmental Review (YMC 6.88) and others. f. Legal Constraints, if applicable — None. g. Viable Alternatives — No change in the fee schedule means the City of Yakima Land Use fees are Iagging behind the Yakirna County rate by 15% for the same permits and similar actual costs. CONCLUSION AND/OR STAFF RECOMMENDATION Fee schedule amendments are a Council Policy issue. Policy Issues • Community and Economic Development —1 SUPPLEMENTAL INFO 11,11 ATI ON LAND USE APPLICATION FEE INCREASE 2010 2010 SUGGESTED LAND USE PERMIT TYPE CITY FEE COUNTY FEE DIFFERENCE 2011 CITY FEE Zoning Ordinance (YMC 15) Admin. Adjustments 5295 5341) $45 $340 Class 2 Review 320 365 45 365 Class 3 Review 615 700 85 700 Variance 615 2 15 (400) 700 Overlay District 320 700 380 700 Planned Development 505 700 195 700 Rezone - base rate 505 56)) 55 560 Critical Area Review 170 200 30 7 00 Interpretation w/ Hearing 375 435 60 435 Modification of Approved Use 80 100 20 100 Non-Conforming Use/ Bldg 240 280 40 280 Overlay Districts 320 n/a n/a 340 Planned Development 505 n/a n/a 560 Shoreline Permit 310 355 45 355 Subdivision Ordinance (YMC 14) Preliminary Long Plat (base rate) 380 340 (40) 380 Preliminary Short Plat 295 340 45 340 Binding Site Plan 2 95 420 125 420 Final Long Plat 230 270 40 270 Final Short Plat 70 90 20 90 Short Plat Amendment 120 245 125 245 Short Plat Exemption 120 145 25 145 Right of Way Vacation 303 420 117 420 State Environmental Policy Act (YMC 6.88) SEPA Checklist 225 265 40 265 Other Applications Comp Ilan Amendment (base) 500 1,000 500 500 Appeals to City Council 2 95 340 45 340 Appeal to Hearing Examiner 505 580 75 580 Parade & Special Event Permit 0 n/a n/a 0 Traffic Concurrency 250 n/a n/a 250 2 — Community and Economic Development • Policy Issues CITY ,x ' 2011 N,..1,!,,JOR POLICY ISSUE COMMUNITY & ECONOMIC DEVELOPMENT / ONDS REINSTATE BUDGETED PROPOSAL The City of Yakima Office of Neighborhood Development Services (ONDS) in 2006 petitioned the Civil Service Commission to allow a Rehabilitation Assistant position at ONDS. This position was accepted and filled to provide minor rehabilitation assistance to ONDS rehabilitation programs under the direct supervision of a Journeyman Carpenter. The program needs escalated in 2008 and a second Rehabilitation Assistant position was created. The Paint Out Graffiti, Senior/ Disabled Home Repair programs, and Single Family Rehabilitation Program have been successfully accomplished using these staff members in conjunction with hired local contractors and sub- contractors. |n2OO9 and 2OlU due Lo the rising cost of construction rnaterials and labor involved with bathroorn remodels, ONDS began utilizing a Rehabilitation Assistant to rehabilitate dangerous, unsanitary bathrooins within budget and code coinpliance regulations. Howevet', the current Rehabilitation Assistant positions are not Journeyman level carpenter positions and must be overseen by a Journeyman level carpenter position. The last Bathroom remodel contracted out to a general contractor cost approxirnately $15,000 in 2006, including Iead based paint rernediation and change orders. Current ON DS staff has rernodeled six bathrooms to date in 2010 for an average cost of $5,000 each, including lead based paint /e/nediaLion. (Change orders are not applicable with staff). Currently ONDS has need of a Journeyman level carpenter to continue to complete bathroom remodels, Single Family Emergency Repairs and Senior/Disabled Home repairs and to also provide advanced Lead Based Paint Su ervisor skills as required by HUD and Washington State lead based paint regulations. A Journeyman level position "Home Remodel Technician" was previously used at ONDS, but changes in prograrn ernphasis several years ago Ieft this position vacant. New developrnents from 2008 through 2010, plus a greater demand for rehahilitation needs within the renewal community area have renewed the need to fill this position. Filling this position would enable us to serve more clients, see greater results, and have a vastly greater impact on our community while enabling us to better utilize the funding by assisting more individuals. The city's liability would also be greatly i'educed by utilizing a qualified Hoine Rernodel Technician instead of an undei'-qualified Rehabilitation Assistant. IMPACTS a. Fiscal Impact - Salary and benefits for a Home Remodel Technician are approximately $58,000, however, these costs would be offset by the i'eduction of outside contractor costs and a reduction of overtime compensation. Cost savings for each bathi'oorn i'ernodel would average $10,000. Policy Issues • Community and Economic Development - 3 b. Proposed Fundi Source — CDBG and Horne Fedeial funds. c. PoblioTnxoaot — Bxpectedi/ureayeof twenty inoie individuals served, and cleaner, safer neighborhoods with greater vistia! appeal. d. Personnel Impact — One additional staff person, reduced overtime compensation for existing staff, safer working environment, less liability. e. Required Changes in City Regulations or Policies — None. f. Legal Constraints, if applicable — None. g. Viable Alternatives — Reduce services provided by ONDS to Senior/Disabled Horne owners, Single Family Emergency repair homeowners, pay higher coxLperunith//xervices. CONCLUSION AND/OR STAFF RECOMMENDATION Staff recoimnends approval of this Policy Issue. 4 — Community and Economic Development • Policy Issues CITY OF )il:7■1/i/a: 2011 N,..1 ,k!,,JOR POLICY ISSUE COMMUNITY & ECONOMIC DEVELOPMENT / ENGINEERING ENGINEERING REVIEW & INSPECTION FEE INCREASE UNBUDGETED PROPOSAL Review and adjust Engineering review and inspection fees. Fees are based on the estimated cost of the infrastructure that becomes public. This total cost is applied to a formula that incorporates a decreasing scale to calculate the fee. The formula and estimated costs assigned to various pieces of infrastructure have remained unchanged for several years. We suggest that the formula and rates are in need of a timely review and adjustment, if justified. IMPACTS a. Fiscal Impact — Slight revenue increase to General Fund - approximately $10,000. b. Proposed Funding Source — Customers using City Engineering resources. c. Public Impact — Potentially, an increase to review and inspection fees for private projects. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - Municipal Code update. f. Legal Constraints, if applicable - None. g. Viable Alternatives — Don't proceed with review. Revenue from review and inspection fees will continue to fall far below impact on the City's resources. CONCLUSION AND/OR STAFF RECOMMENDATION Staff recommends approval of this policy issue. Policy Issues • Community and Economic Development — 5 CITY OF /i/lCiffief 2011 JOR POLI ISSUE OUTSIDE AGENCY YAKI CO TY DEVELOPMENT ASSOCIATION (YCDA) BUDGETED PROPOSAL This proposal is an outside agency request to provide financial support in the amount of $30,000 to the Yakima County Development Association (YCDA). In 2009 City Council entered into another 5- year contract with YCDA to provide Economic Development services from 2009 to 2013. IMPACTS a. Fiscal Impact - Non-personnel: 530,000 2010 Budget 530,000 2011 Proposed Budget b. Proposed Funding Source - Economic Development Fund - 123 c. Public Impact - Economic Development Benefits per contract. d. Personnel Impact - Contract administration. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives - None. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. 6 — Community and Economic Development • Policy Jssues SUPPLEMENTAL INF 01? M [ TION D1K/MA COUNTY DEVELOPMENT ASSOCIATION (YCDD • . fYAKI 191 �� COUNTY DEVELOPMENT 2 ASSOCIATION September 17, 2010 Cindy Epperson City of Yakirna 129 North Second Street Yakima, WA 98901 Dear Cindy: New Vision, the Yakima County Development Association (YCDA), has been an effective partner with the City of \'akirna for over 20 years. Our association has received $20,000 to $30,000 annually from Yakima since 1991. These funds have helped the development association recruit new industry to Yakima, support local company expansions, and respond to economic development opportunities within the City that sfrengfhen our regional econorny Oar organization vvook1UikctheCdyV(Yakbnaton'a/itaindscoruzn|(bsnncia|bnesbnentbnV/n organization. Specifically we are aski the City to keep New Vision's fundi support at $30,000 per year. New Vision's activities closely align with the City's priorities of government (P(]G): Our association helps the City efficiently manage public resources and ensure fiscal stability. Every dollar the City invests in YCDA is leveraged by $16 from other public and private investors. The City could not i k,menlihexangeo(ecVnoonizdcvckpnxentservkcsihaionrassociaiion provides hy operating these prograrns directly. YCDA also helps provide the City fiscal stability by helping cornpanleS expand in Yakiina, which in tuni generates new fax revenues foi' Yakima. The development association is a primary partner helping Yakima strengthen and diversify its regional economy. The attached fact sheet shows that the companies that YCDA has helped invest in Yakima employ nearly 600 people and generate at least $150,000 per year in tax revenues for the City. We help fhe City build and utilize strategic partnerships. New Vision helps businesses considering expansion or location in Yakirna rnaintain confidentiality. This is very important for most growing businesses. As a public entit) the City has a difficult tirne honoring confidentiality due to public disclosure laws. YCDA is also an effective partner on SIED (Supporting Investments in Economic Diversification) infrastructure projects and we provided instrument help when Yakima competed successfully for new tax increment financing district (LIFT dps\gnahon) Policy Issues • Community and Economic Development - 7 YCDA's activities also can positively irnpaclpttblic health and safety. Supporting job creation and boosting the local econoniy are core strategies that help tackle the root of our crime problems. We recognize that the City's finances are ti ht, but we also hope that the City Council recognizes how closely our activities ali n with the City's strategic priorities. Maintaining funding for New Vision at current Ievels should he a high pdorhyinresLmen1becansenorassnciahon'sinhia|h/es provide excellent proceeds in the forrn of new tax revennes, obs for the region, and a more diverse economy. |aoo attaching a more detailed update that highlights nnrrecpn1acLivdipsandaccnn'pUshmerds. If you or your peers at City Hall have any immediate questions surrounding our request, please contact n'eai575-114Oordavcmc@ycda.c000. . David McFadden President C: [)ickZaiy Enclosu re 8 — Community and Economic Development • Policy Issues YAKIMA COUNTY DEVELOPMENT ASSOCIATION UPDATE - 2010 BUSINESS RECRUITMENT Our office has responded to 32 companies interested in Yakima County as a potential location for new business facilities ■ The development association has hosted four companies on site visits to Yakima County. Thoeeo(dvesepro)ectsareyhUacLivea/x]tvvoofdvex'|ookveryprox'iyk\gat this point ~ New Vision has met with ten site selectors and 12 prospect companies on marketing trips; ■ We have maintained and improved our business development vvebsite,`vvvvvf(da.(o/n. As a result of posti weekly b|ogx and making refinements, this site's traffic has increased 20 percent this year. This site is now also the best source for detailed inforniation and demographics in Yakima County. LOCAL BUSINESS ASSISTANCE New Vision has contacted 45 local businesses this year to learn more about their operations, ensure that these companies are alright during tough times, and aware of resources that can help thern expand or stay competitive. ■ The development association launched two entrepreneur support projects: the Technology Pbadx'ap Initiative and the Enterprise Challenge (business plan contest). Through these projects we have provided in-depth support to 12 promising emerging businesses that have the potential to grow in the Yakima Valley. We organized seminars to help local businesses and entrepreneurs. Our immigration compliance workshop drew 30+ attendees from some of the largest employers in our Valley. More recently New Vision's MBA in a Day seminar attracted over 40 attendees, primarily entrepreneui's that want tokearn/no/eaboutoperah/!g their businesses. TALENT ATTRACTION/COMMUNITY LEADERSHIP ~ Oui' office built two new websites to help Iocal ernployei's when they ai'e recruiting professional or technical employees (vvvvx|\veyakhnava||eyconnand www. vvorkyakbnavaUeycmn). These sites anchor oui' talent atti'action initiative which helps the region retain a skilled workforce. We organized three welcome receptions (two planned this Fall) for new executives and professionals living in our region. These receptions introduce them to local public and private leaders and orient them to our Valley's resources and amenities for newcomers. New Vision has trained over 50 people to he ambassadors for new professional or technical workers when they arrive in our cornrnunities. Our office helped organize and produce a special insert on the region for Seattle Met magazine. The piece appeared in Septeinbei' and we are using reprints of this piece to support talent attraction and business recruitment initiatives Policy Issues • Community and Economic Development — 9 ➢ The development association continues to help the City and the private developer work towards redeveloping the former sawmill site. Our involvement is helping the City secure funds to complete key predevelopment activities on the site starting early next year. LONGER TERM IMPACTS ➢ New Vision has provided tangible assistance to ten companies based in Yakima (six recruits and four expansions). These companies employ approximately 600 and have an aggregate payroll of over $15 million. ➢ Our organization has retained independent economists to complete impact studies three times over the last ten years. Studies performed recently by ED Hovee and Associates and previously by Applied Economics show that these companies listed above generate: ➢ Approximately $70,000 per year in property taxes for the City of Yakima from the business investments in plant and equipment; ➢ Approximately $50,000 per year sales tax revenues from business and employee spending; ➢ Approximately $25,000 annually in property taxes from 40 "new" employees buying homes; and an estimated $5,000 annually in City utility taxes. MI Based on the figures above, the City receives at least $150,000 annually for its $30,000 investment in New Vision. 10 — Community and Economic Development • Policy Issues CITY ,x ' 2011 JOR POLI ISSUE OUTSIDE AGENCY COMMITTEE DO TO BUDGETED PROPOSAL The Committee for Downtown Yakima (CDY) has requested tha he City continue to support their program at the $50,000 level for 2011. In reviewing options for funding, the possibility of funding it out of the Central Business District (CBD) Capital Improvement fund was identified, as the revenue consists of monthly parking permits in the downtown lots. Even though this was a viable revenue source in pI'ioI' years, and could continue into the 2011 budget cycle, this fundi source may not be sustainahle into the future because o[competing needs in the downtown, includi continuation of i parking program changes. IMPACTS a. FlscolTnmpoct - Non-pprsonne|: S50,000 2011 Proposed Budget b. Proposed Funding Source - CBD Capital Irnprovernent Fund - #321. c. Public Impact - An attractive, inviting downtown which can be a source of community pride and future econornic developrnent. d. Personnel Impact - Contract administration. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives - Pursue private funding of enhanced downtown maintenance. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. Policy Issues • Community and Economic Development - 11 SUPPLEMENTAL INFORMATION COMMITTEE FOR DOWNTOWNYAKIMA g �1\ }� DOW ��l AKIMA lel September 19, 2010 Cindy Epperson City of Yakima 128 N. 2nd Street Yakima WA 98901 Subject: City of Yakima 2011 Budgeting Process Funding Request from the Committee for Downtown Yakima (CDY) Dear Mrs. Epperson, The purpose of this letter is to respond to your phone call and to request 2011 funding from the City of Yakima by continuing the Service Contract between CDY and the City. CDY is a private, nonprofit organization responsible for the daily management and promotion of Downtown Yakima. This is a continuation of a previous agreement through which CDY has provided the City with services related to the maintenance of shrubs, plants, planter areas, and sidewalks within the Downtown Yakima Business Improvement District (DYBID), and further related to providing safety and security services within the DYBID. We respectfully request that the funding, at its previous level of $50,000, be renewed for 2011. Any decrease in funding would necessitate a significant reduction in the number of uniformed downtown Clean & Safety Ambassadors that will be hired to perform these services, and such a reduction in staff would, in turn, significantly reduce the quality and quantity of the services that CDY could provide next year. Therefore, we look forward to continuing the maintenance and beautification of downtown with the City of Yakima's ongoing level funding. Thank you for giving the Committee for Downtown Yakima the opportunity to submit this request for the 2011 City Budget. Thank you also for reviewing this letter and for your kind consideration of our request. Sincerely, John Baule, Treasurer Doug Picatti, Vice - President James Stickel, President 12 — Community and Economic Development • Policy Issues The Police Department's only policy issue was approved at the Oct. 5, 2010 Council meeting, and is not included in this document. Policy Issues • Police —1 2 — Police • Policy Issues CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE FIRE / SUPPRESSION / PL ACE ME N T BUDGETED PROPOSAL A comprehensive plan for fire apparatus replacement has been developed in which staff recox Capital Replacement Levy lo be pul 10 voters such that the new levy would replace the expiring levy and not result in a tax increase. That plan cannot be pursued with the voters before November 2014. In the interim, a "bridge" proposal, presented here as a Major Policy Issue, is deerned necessary and prudent Replace two fire apparatus. Four of lhe eight current fire apparatiis have been in servi� for approximately 20 years, well beyond the recommended useful life. The risk inherent in depending upon such old equi men1LnbearLhebrondn[LheCdy'sAreandemergencyrespnnseneedsover this interirn tirne period is deerned 100 great. This proposal miti ates that risk by replacing two of the apparatus in poorest condition with standard units to meet the urgent need. By specifying more inodest apparatus and omitting the lools and equipment typically ordered with new apparatus, two unils can be purchased for 5600,000. Although cei'lain efficiencies are lost withoul specifying a "custom" unit, it is conceded that in this economic environment, the two apparalus will be welcomed enthusiastically to an aging fleet of equi timing of this purchase will take advantage of lower cost emission standards in advance of new regulations that will add 5% to the cost of each unit in the near future. IMPACTS a. Fiscal Impact - $300,000 each for a total of 5600,000 including taxes and fees. b. Proposed Funding Source - Fire Capital Fund. Ten year lease/purchase through the Washington State Local Option Capital Asset Lending (LOCAL) program. Annual debt service of $70,000 to be paid from existing revenue streams. Fruitvale Fire District property taxes redirected from the General Fund $50,000 Replacernent charges from the EMS fund 40,000 Total annual revenue availahle for deht service $70„000 c. Public Impact - Dependable fire apparatus are necessary 10 protect the public from fire threats. This proposal does not include tax or fee increase to the public. d. Personnel Impact - The new engines will provide safety and reliability to allow firefighters to provide all-risk emergency services to the citizens of Yakima. Preventative maintenance to all fire department apparatus will be enhanced by the new engines as old and maintenance- intensive engines are replaced. e. Required Changes in City Regulations or Policies - None. Po//(y/*x//co • Fire -1 f. Legal Constraints, if applicabl - None. g. ViablcAlteroati»ey — [onhnuevviUhcuroentUeetandanLki ate/nore(re4uentmechanica| repairs, less dependability and increased risk to firefighters as well as the public. CONCLUSION AND/OR STAFF RECOMMENDATION Staff recornmends approval of this policy issue. 2 — F/ro • Po//(ybx//co CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE FIRE / PUBLIC SAFETY COMMUNICATIONS ALL EXCISE TA .X.- S R.„.4.DES BUDGETED PROPOSAL 911 systems across the slale are being challenged by increasing costs to keep up with "nexl geneiation" technology, aIlii increasing usage as populalions grow. The Slate Legislatui'e recognized the service dernands nds upon 911 systems, and authorized a 20 cent per month additional excise tax. The attached memo is the executive summary of a proposal made to the Yakima County Board of Comn Concurrently with this proposal going through a County public hearing process, the 911 operaL budget which is accounted for in the 151 — Public Safety Communications Fund was modified to include the proposal. A sunhrnary of the changes include the addition of 2 positions totaling $117,100: One 911 CaII taker position $54,600 One LJpgraded Administrative position $62„500 An upgrade/replacement of equi ment of $60,000 was also included, bringing the total additional spending Ln$297,lUO. The proposal also included changing the allocations of current employees to better reflect the time spent on 911, for a total increase in 911 expense of about $330,000. Subsequent 10 the fi'eezing of the City's preliininary budget, the County Coirimissionei's entertained the proposal, and chose not to increase the 911 excise tax, unless countywide public safety agencies agree to move forward with consolidated dispatching. The 911 Board is evaluating the proposal and the available reserves to determine what level of service they are able to support. There will likely be changes to this proposal prior to the final budget adoption, but at the time this document was going to print, these were unknown. An updated pi'oposal will likely be pi'esented with the Budget Wrap-up document. IMPACTS a. Fis«allmpa«t from the addition of two positions and an equi ment upgrade/ replacement- $237,l00; and a reallocation of existing staff between 911 and Dispatch $92,900. b. Proposed Funding Source — Public Safety Communications Fund —l5l. Transfer from County 911 Fund, supported by a countywide 911 excise tax increase of 20 cents per month p ci' access line. c. Public Impact — Upgraded 911 service costing $2.4O per year per access line. d. PareonnelTnnpoot — Two additional positions would help to rnaintain servicelevels in light of system growth. e. Required s in City Regulations or Policies — None. f. Legal Constraints, if applicable — None. g. Viable Alternatives — Should the excise tax not be authorized, then Yakima County's 911 operation will not be eligible for state assistance from the $.25 State F911 Fund, amounting to about $250,000 per year. This loss of fundi will need to be analyzed and considered in ongoing operating budgets. /\ likely outcome xmnk]hethee|bninaLinno(LheLvvonevvsLa8[ positions, but these would be there would be no change to staff allocation. CONCLUSION AND IOR STAFF RECOMMENDATION The 911 excise tax increase can only be acted upon by the Yakima County Commissioners. The 911 Board then recornrnends the operational budget. The Cfty budget will be recast based on these entities decisions. SUPPLEMENTAL INFORMATION COMMITTEE FOR DOWNTOWNYAKIMA YAKIMA PUBLIC AFETY SAFETY COMMUNICATIONS CENTER 91 COMMUNICATIONS 200 South 3r Street Yakima, WA 98901 Yakima County Board of Commissioners Proposed Adjustment to 911 Excise Tax Executive Summary Prepared by Wayne Wantland 911 Director 911 in Yakima County is at a critical point. Not only have we reached the crossover point in expenditures exceeding revenues we also are facing; increased costs to meet the technology demands of Next Generation 911 (NG911); increased usage which requires more staff to handle the call load; a need for an equipment replacement fund to stabilized costs without the up and down effect of high outlays one year and different the next year; a need for a new facility and the needed support of the dispatching staff who helps control 911 personnel costs. As timing would have it a solution for the above has just been approved by the State legislature in the form of an increase in the authorized excise tax collection. While increased taxes are never a welcomed issue, this is one that is needed to continue to have a system that allows the citizens the best access to their emergency services. As government is challenged in these dire economic times and is being forced to reduce services, even in public safety, the need and demands on the 911 system will increase. Less or delayed law enforcement response and delayed fire /EMS responses will generate additional demands on 911, generating more calls and calls taking longer to process. The 911 system must remain a viable, technologically current system to be able to handle these new demands. This minimal increase of $2.40 per year per access line will generate enough revenue for Yakima County to address these challenges into the foreseeable future without having to impact other local budgets that are currently stretched to the limit. Should the Board of Commissioners decide not to increase the 911 excise tax to the maximum allowed, then not only would we be unable to meet the needs described above, but pursuant to RCW 38.52.510 Yakima County will not be eligible for state assistance from the $.25 State E911 fund. This assistance today equals approximately $250,000 primarily in network costs, which would then have to be paid out of our local 911 excise tax revenues thus reducing our ability to locally fund 911 call taking even further. Policy Issues • Fire — 5 While this may seem to be arm twisting by the State its intended goal is to ensure sufficient funds are available to support the statewide 911 network and to assist those counties that truly do not generate enough local revenue to support the system making statewide availability of 911 a reality. By approving this action, we in Yakima County can check off one more factor that will put us in a position to continue to move forward toward eventual consolidation of emergency communications. This will provide the citizens an efficient and economically responsible, gateway (via 911) to public safety services. 6 — Fire • Policy Issues CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE PUBLIC WORKS / REFUSE PURCHASE 64 GALLON YARD WASTE CARTS LNDUDCZ?ED PROPOSAL The State of Washi ton has set requirements regarding waste diversion programs based on the "Waste Not Washington" Act (ESHB 1671), which is mentioned in various sections of the Revised Code of Washington (RCW) and the Washington Administrative Code (VV/\[s). RCW 7095 includes a statement encouraging yard debris to be eliminated from landfills by 2012 in those areas where alternative handling rnethods exist. According to the Yakirna County Solid and Moderate Risk Waste Management Plan, Yakima County may implement a ban on yard debris, effective January 2012. Asa result of this, the Refuse Division may berequired to decrease the arnount of yard debris included in household garbage taken to he County Landfill, Cur/endy,nna/rycusk/me/es/bsc/Ube to the 96-gailon cart and use it for both household garbage and yard waste. By offering an option of a 64-gallon yard waste cart together with a 32-gallon refuse cart, the yard debris would be separated to meet the County requirements. This proposal is to purchase 1,000 64-gallon yard waste carts that would be packaged with 32-gallon refuse carts. The package would be charged at a rate equal to the rate for a 96-gallon refuse container. IMPACTS a. Fiscal Impact - The cost of the 1,000 containers would be approximately $45,OOO,which could provide approximately $59\5OOin revenue for 2011. b. Proposed Funding Source - Refttse Division Opei'ating Fund. c. Public Impact - Provide additional options for disposal of yard debris. d. Personnel Impact - None. e. Required ClxaogesioCityRegulatioosozPwlicias - Nonc. f. Legal Constraints, if applicable - None. g. Viable Alternatives - Maintain current options. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision staff respectfully recommends approval. Policy Issues • }`oh//c Works -1 SUPPLEMENTAL INFORMATION PURCHASE 64- GALLONYARD WAS 1 E CARTS -.4t•Sk.ltyIt :i:.p Pub Services v v v � 128 North Second Street • Fourth Floor Courthouse • Yakima, Washington 9H901. a a • ..• (509? 574 -231)1 • I- 7{110.572 -7354 • FAX (509) 571 -23111 • kilt' u:ru. }ri4urin.lra.Ju YA [C1NIA] V REMPE.R. RE. - Pirrrree CC , U , r . r „ August 26, 2010 Nancy Fortier, Manager City of Yakima Refuse and Recycling 2301 Fruitvale Boulevard Yakima, WA 98902 Dear Nancy: The City of Yakima and Yakima County Public Services — Solid Waste Division have a long, successful history of working cooperatively on solid waste issues. We appreciate the opportunity to comment on a proposed change for the City of Yakima refuse and yardwaste collection program. In 2010, the City Council adopted the 2010 Yakima County Solid and Moderate Risk Waste Management Plan. The Organics Chapter of the Plan recommends that the County "Implement a disposal ban on yard debris effective January 1, 2012, for all public and private disposal facilities in Yakima County and for yard debris from all sources ". We support the proposal submitted by the City of Yakima Refuse and Recycling Division, for combining yard waste and refuse service packaged together, which reinforces the County goal to eliminate yardwaste from our waste stream by 2012. Yakima County encourages the recycling of organics by creating chipped yardwaste which is a feed stock for local composting programs. Implementing the proposed yardwaste/refuse cart program, we feel, would lead to increased participation from the City of Yakima residents in the diversion of organics. The reduction of organics in the waste stream would result in extending the life of our landfills for future generations. Thank you again for the opportunity to comment on the proposal. If you have any questions, please feel free to contact me. Sincerely, • Wendy Mifflin Solid Waste Maaa >ulL,xu (r,Wrts r+ uiirrrJliflrrNhilhrxur K ink t'tr?f Hie fftiIMg tin Art ri/ Prrir hr i,nrhll+irrrigdi,cri ammo+ agatrilrarri p rsai an the halo i+f ru, r + l. , ( , nAlthlegat eggtri „r ■Y in the pi jk' rfiri i ind trrii+rr r ndn'r L Jr■vn .:s s M+JPrrvrunis ugri Nr mar% Fur riri rlrlroilr eg ar t1rik;i; /QM ( P,u.r 4'+ 1, Mur 1 + rin hli 1 ,l 7.1 Cha if thi.+ ri re rr+li,ld fro 11 rmriirr,$ rna 51 rirnI 1rY1 I( rrl L rRNhiirta4.13, f ,Jrusr vat rei ur 1,r) -.. i ix)Iis ft);rv)u..n blare Jriss Jrrrnr rn the •N.'iir 1 Tf)1) w.' r 's r+ JJ f+rr, rrJ+it, i f -.SYN) 1 615'8 and ∎iri . r.,i., r,lf+ rrrdh it 1t$9- 3 74 •..!Pu1, 2 — Public Works • Policy Issues CITY ,x ' 2011 N,..1 ,k!,,JOR POLICY ISSUE YUBL1C\V0R&S/CENETERY TAHOMA CEMETERY FEE INCREASE BUDGETED PROPOSAL Continued increases in expenses have required the Parks and Recreation Division to propose an increase in the fees at Tahoma Cemetery, in order to recover a larger portion of costs over revenues. Costs continue to rise in all areas of Cernetery operations. Exarnples of cost increases are utilities and operating supplies. A table is attached identifving current fees and the projected fees. Fees for Tahorna Cemetery have not heen increased since 2008. ■ 7X, for 2011—Tobe reviewed by Park Comm\ss\on August 2011. IMPACTS a. Fiscal Impact — Increase in revenues to the Cemetery Fund of approximately $Z300. The budget subsidy from the Parks & Recreation fund has remained at $50,000 annually for 2009- 2011. Disallowance of this fee adjustment would likely require an increase in the subsidy, as this revenue has heen included in 2011. b. Proposed Funding Source — Cemetery fees. A table of the proposed 7% fee increases are attached for your review. c. Public Impact — Tahoma Cemetery customers will experience an increase in cost for Tahoma Ceinetery services over the next three years. d. Personnel Impact - None. e. Required Changes in City Regulations or Policies - None. f. Legal Constraints, if applicable - None. g. Viable Alternatives — Maintain current fees. CONCLUSION AND/OR STAFF RECOMMENDATION This is a Council policy decision. The \'akirna Parks and Recreation Cornrnission discussed the increase during the September 8, 2010 meeting and recommended a 7% increase in fees for Tahoma Cemetery with a scheduled review of the fees in August of 2011. Staff also recommends the increase in fees (orTahoma Cemetery to make the fees more in line with other cemeteries in the area and to assist with additional cost recovery. A cost cornpanson is attached for your review. Policy Issues • Public Works — 3 SUPPLEMENTAL INFO 17 )'" A TI ON CEMETERY FEE INCREASE 2 011 PROPOSED TAHOMA CEMETERY FEE SCHEDULE LOTS 2011 CODE DESCRIPTION PRICE E/C TOTAL 7% 7% EIC TOTAL 201 A $478 8179 5657 5511 $192 $703 202 B 5478 $179 5657 5511 5192 5703 203 C 5478 5179 5657 5511 $192 5703 204 D 8629 5179 5808 $673 $192 $865 205 E (Spouse/Non-Veterans) 5568 8179 8747 8608 5192 8800 207 Individual Veteran, All Sections 5379 5179 8558 $406 $192 $598 208 F $478 8179 5657 $511 $192 5703 209 G $478 8179 8657 $511 $192 $703 210 H 5478 8179 8657 5511 5192 $703 211 I $478 5179 8657 $511 $192 $703 212 J $478 5179 $657 $511 $192 5703 213 K 5478 $179 5657 5511 5192 5703 214 L 5468 $179 5647 5501 5192 5693 164 M (Hat Marker Graves) 5600 5179 5779 5642 5192 5834 165 M (Upright Marker Graves) $654 5179 $833 5700 $192 5892 215 City 5478 8179 5657 5511 5192 5703 216 F & AM $478 5179 8657 $511 $192 $703 217 IOOF $478 8179 5657 $511 $192 $703 218 Baby F & AM $196 876 $272 5210 881 8291 219 Cremain Only Size, Section E 8208 891 5299 8223 897 5320 220 Right of 2nd Imtrnment $210 5109 $319 8225 $117 5342 N/A Mausoleum Crypts N/A N/A N/A N/A N/A N/A 221 Mausoleum Niche, 12 x 12 Marble 5589 891 5680 $630 597 5727 222 Mausoleum Niche, 18 x 20 glass front 5608 591 5699 5651 897 5748 223 Mausoleum Niche, 40 x 22 glass front 5677 5179 5856 5724 $192 8916 224 Mausoleum Niche, 46 x 40 glass front 8736 5179 $915 5788 $192 5981) COLUMBARIUM 168 Niche 8792 8109 $901 5847 $117 $964 220 Right of 2nd Imminent $210 8109 $319 8225 $117 8342 OPEN/CLOSE CODE DESCRIPTION PRICE T x TOTAL PRICE TAX TOTAL 225 Standard $540 N/A 8540 8578 N/A $578 226 Oversized and Extra Large $629 N/A 5629 5673 N/A 5673 228 Cremains 5253 N/A 5253 5271 N/A 5271 229 Vault (110 liner) $809 N/A 5809 5866 N/A 5866 230 Double Deep (for two) 81,080 N/A 51,080 81,156 N/A 51,156 231 Baby (30 inch) 5180 N/A 5180 5193 N/A 5193 232 Child (45 lnch) 5199 N/A 8199 5213 N/A 8213 233 Mattoleum Crypts 8491 N/A $491 8525 N/A $525 234 Niche (Mausolettm/Columbarium) 8226 N/A 5226 8242 N/A $242 LINERS 235 Standard $540 844.28 $584.28 8578 $47.40 $625.40 236 Oversized 8719 558.96 8777.96 5769 $63.06 8832.06 237 Extra Large 5811) 866.42 5876.42 5867 871.09 5938.09 239 Cremain (Expandable for two) 5270 $22.14 8292.14 5289 $73.70 $312.70 240 Double Deep (2 Liners) 81,080 588.56 81,168.56 81,156 594.79 51,250.79 241.3 Baby (30 inch) 5181) 514.76 5194.76 5193 515.83 $208.83 242 Child (45 lnch) 5208 517.06 5225.06 5223 818.29 8241.29 4 — Public Works • Policy Issues 2 011 PROPOSED TAHOMA CEMETERY FEE SCHEDULE MONUMENT SETTING FEES FLAT MARKERS 2 011 CODE DESCRIPTION PRICE TAX TOTAL 7% TAX TOTAL 245 12" x up to 24" flat marker $235 $19.27 $254.27 5251 $20.58 S271.58 246 12" x 25" - 36" flat marker $ $22.14 $292.14 $289 $73.70 S312.70 158 12" x 37" - 48" flat marker S434 S35.59 $469.59 $464 $38.05 $502.05 159 12" x 49" - 60" flat marker $596 $48.$7 S644.87 $63$ $52.32 $690.32 160 12" x hi" - 72" flat marker $760 S62.32 $822.32 $S13 566.67 $879.67 253 12" x 7" flat marker $118 $9.68 $1276$ $126 $10.33 S136.33 254 16" x S" flat marker $180 $14.76 S194.76 5193 $15.83 $208.83 255 Urn Marker Combination $382 $31.32 5413.32 5409 S33.54 $442.54 (does not include mandatory right of 2nd inurnment fee) UPRIGHT MARKERS 247 12" x up to 24" upright marker $270 $22.14 S292.14 $289 $23.70 S312.70 24S12" x 25" - 36" upright marker $360 $29.52 $3$9.52 $3S5 S31.57 $416.57 161 12" x 37" - 4S" upright marker $600 S49.20 5649.20 $642 S52.64 $694.64 162 12" x 49" - 60" upright marker $846 $69.37 S915.37 $905 $74.21 $979.21 163 12" x 61" - 72" upright marker $1,0q0 s83S $1,179.3S $1,166 $95.61 $1,261.61 NICHE INSCRIPTIONS 172 Inscription, up to 30 characters $188.00 $15.42 $203.42 5201 $16.48 $217.48 171 Additional Inscription, per character $3.00 $0.75 $3.25 $3 $0.25 $3.25 173 Niche Emblem $63.00 $5.17 $68.17 567 $5.49 S72.49 174 Niche Photo $S8.00 $7.22 $95.22 $94 $771 $101.71 175 Niche Vase, including drill holes MISCELLANEOUS MARKER SETTING FEES 41 Each Additional inch, width or height $22 $1.80 $23.80 $24 $1.97 $2.1)7 251 Veteran's marker set in concrete $226 $1 S.53 S244.53 $242 $19.$4 $261.S4 167 Veteran's marker set on granite (24 x 36) $325 $26.65 $351.65 $348 S28.54 S376.54 257 Re-set monument (+ setting fee for size) $70 $5.74 $75.74 $75 $6.15 $$1.15 GALVANIZED VASES 262 Galvanized Vase (each) $20 $1,64 $21.64 $21 $1.72 $22.72 258 Set with monument 52() $1.64 S21.64 $21 51.72 $22.72 260 In granite border (after monument set) $167 $13.69 $1$0.69 $179 $14.68 $193.68 264 Vase insert only $70 $1.64 S21.64 $21 $1.72 S22.72 AEON VASES 263 Aeon Vase (each) 573 5599 $78.99 $78 $6.40 $84.40 259 Set with monument $36 $2.95 $38.95 $39 $3.20 $42.20 261 In granite border (after monument set) $179 $14.68 S193.68 $192 $15.74 $207.74 OVERTIME CHARGES 270 Saturday Full Size Burial 5402 50 $402 5431) N/A $43() 271 Saturday Cremains/lnfant Burial $ $0 $270 $289 N/A $289 166 Late weekday burials, any work after 3:30 p.m. 67/hr $0 67/ hr $72/hr N/A $72/hr DISINTERMENT FEES 272 Full size", plus opening/closing in relocation in Ta homa 5810 50 $S1() 5867 N/A SS67 273 Baby", plus opening/closing if relocation in Tahoma $450 $0 $450 $482 N/A $482 274 Cremaie, plus opening/dosing if relocation in Tahoma $316 $0 $316 $338 NJ/ A $33S 170 "'" Additional_ fee per management, based on degree of $595 50 5595 5637 N/A $637 difficulty of disinterment OTHER MISCELLANEOUS CHARGES 275 Grave Use Transfer Permit processing fee $34 $0 $34 $36 N/A $36 169 Copy of Heritage Register S12 $0 $12 $13 N/A $13 Policy issues • Public Works - 5 COST COMPARISON OF NEIGHBORING CEMETERIES Tahoma Cemetery (prior k`adjustment) Lots: S647.00 S83380 • (]/C: $540.00 Liner: $50428 Total cost of bttrial in leasi expensive lot: $l,77128 Calvary Cemetery l4O5S.24UhAve. Yakima, WA 98902 Lots: $75ODO and $85ODO O/C: $545.00 Liner: $555D0 Total cost of burial in Ieast expensive lot: $1,83O.00 Terrace Heights Cemetery 3001 Terrace Hei hts Rd. Yakima, WA 98901 • Lots: $82O.00 $l335.00 O/C + Liner: S1230.43 Total cosL of burial in least expensive lot: $2050.43 West Hilis Memorial Park 11800 Douglas Rd. Yakima, WA 98908 • Lots: $800.00 $1200.00 • O/C: Sll45DO (This fee goes up every yparl Liner: They don't use liners, but require vaults that can he purchased for $995.00. Total cost of burial in Ieast expensive lot: $3,020.00 Zillah Cemetery: Will not sell burial fees pre-need in order to charge the going rate, which increases every year. 6 — Public Works * Policy Issues