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CITY OF 1 11thr
2010 BUDGET IV ..A.'.
TABLE OF CONTENTS
SMITTAL LETTER
SUPPLEMENTAL WO SHEETS - POLICY ISSUES SU i ',,
DETAILED POLICY ISSUES LISTS:
OUTSIDE & INTERGOVE MENTAL AGENCIES
GENE y
OTHER FUNDS
MEMO A DUM
DATE: December 1, 2009
To: The Honorable Mayor and Members of City Council
FROM: Dick Zais, City Manager
Rita DeBord, Finance Director
Cindy Epperson, Deputy Director of Accounting & Budgeting
SUBJECT: 2010 Budget Wrap-Up — Final Policy Decisions
Budget Wrap Up Meeting. The 2010 Budget Wrap Up meeting is scheduled for Tuesday,
December 1, 2009 from 8:00 am to noon, in Council Chambers. The purpose of this meeting
is to obtain final Council decisions regarding the 2010 City budget.
At this meeting Council will vote on all Policy Issues (budgeted and non-budgeted). Several
Policy Issues were included in the Budget Forecast and Preliminary Budget Documents
previously submitted; additionally, over the course of the past several weeks, new Policy
Issues have been proposed by one or more Council member(s) and by staff. Regardless of
the time or mode of proposal - all Policy Issues have been included on the enclosed Policy
Issues Lists and will be voted on by Council during the Budget Wrap Up meeting.
Budget Wrap Up Document: For your convenience and ease of reference, this Budget
Wrap Up document segregates the Policy Issues into three primary areas: (1) Outside and
Intergovernmental Agencies, (2) General Government and (3) all Other Funds. Each Policy
Issue relates to one of these three areas and is included on the applicable Policy Issue List.
Council will be asked to vote on each Policy Issue - individually or as a group.
There is a separate Tab in the document for each of the three Policy Issue categories; behind
each of these Policy Issue Tabs, you'll find:
(1) A detailed list of all Policy Issues included in that section — this list will be used to
guide the discussions during the budget wrap up meeting. This Policy Issues list
includes considerable information regarding the budget item, such as: the Budget
Priority and Service Unit to which the item relates; the 2009 budgeted amount;
recommendations from Council Committees and staff, if applicable; and the 2010
budgeted amount, if any. Policy Issues are also identified as a "Reinstatement" or a
"Further Reduction" to the 2010 Budget Forecast proposal.
(2) Any Supplemental Information that has been provided to staff since the last budget
review study session is included for your review - after the Policy Issues list,
behind each Tab. (Much of the information enclosed was submitted during the ' hearings on
November 17, 2009, but has not been included 0/ (1 previous bndget document or Council packet.)
Budget Wrap-Up • Transmittal Section 1
The Wrap Up document also includes a Tab entitled "Supplemental Worksheet"; this
is a summarized list of all the General Government Policy Issues, grouped by type of
modification: (A) Potential Budget Reinstatements (B) The 10-27-09 budget reduction
submitted by staff to provide options for offsetting the reduced 2010 revenue projections,
(C) Potential Further Reductions, (D) Potential Revenue Enhancements and (E) Proposed
2010 Follow-up Items. Note: The items on the Policy Issues Summary list are the same
as those on the detailed Policy Issues lists discussed above — they are simply grouped
differently and, thus, present a different perspective that may be helpful as you prepare for
the decisions you will make at Tuesday's budget meeting.
Budget Forecast Update: It is important to note that since the 2010 Budget Forecast
Document was submitted to Council on October 6, 2009, staff has continually monitored
and reassessed the 2009 and 2010 actual and projected revenue and expenditure estimates.
As a result, the Budget Forecast has been revised, twice, since the Forecast was originally
submitted to council for review in early October. Changes included in the current
revenue and expenditure forecasts include several small adjustments for refinements
and corrections of previous information and both adjustments for changes in division
operations and/or economic projections over the past couple months. These changes and
the current 2009 and 2010 revenue and expenditure forecasts are outlined on the following
pages.
Note: while the 2010 projected revenues and expenditures have been updated since
the Budget Forecast was submitted to Council in early October, the changes have not
changed the Priorities of Government defined percentage allocations between the six
Budget Priorities from that previously presented to Council. Therefore, the Priorities of
government related charts and graphs have not been updated in the Budget Wrap Up
document. Staff will update and distribute the Priorities of Government "Map" and other
significant charts / graphs after Council has finalized the 2010 budget.
2010 Budget Adoption: After the Budget Wrap Up meeting, staff will prepare the 2010
Budget Ordinance — based on the decisions made at the Wrap Up meeting — for Council's
adoption at the December 8, 2009 regular City Council business meeting.
2 Transmittal Section • Budget Wrap-Up
CITYWIDE BUDGET UPDATE
The revised total City budget for 2010 is now $193.2 million which represents a net increase
of $2.4 million over than the 2010 Forecast of $190.8 million. The major increases include:
• New grant awards of $1.6 million—($1 million from Federal ARRA for the A street
improvement project, and $0.6 million from Yakima County for Convention Center
improvements.)
• $700,000 for projects that will be carried-forward (i.e. Trolley Enhancement and a
grind and overlay.)
Many of the expenditure increases also have related revenues—Total Citywide revenues
increased by $1.5 million as well.
Even though the total City budget experienced an increase from the Forecast, the General
Government (i.e. tax supported) fund adjustments actually netted to a reduction of ($67,000).
GENERAL GOVERNMENT BUDGET UPDATE
As is customary following the presentation of the Preliminary Budget, we have again
reviewed and updated the General Government revenue and expenditure projections for
2009 and 2010. After all adjustments to date, the 2010 General Government budget is
$59,550,779 $2.7 million or 4.4% less than the amended 2009 budget.
STATUS OF GENERAL FUND BUDGET
Revenue – Each budget cycle, major General Fund revenues and trends are reviewed before
finalizing the budget for the subsequent year. The national economic crisis that caused the
major general government budget reductions warranted a serious look at revenue trends.
November Sales Tax was still below the same month in 2009, however, the year to date
considering 11 months of activity is still 8.5% below 2009 actual levels. Since the Forecast
was built assuming a 9.5% reduction, the Sales Tax estimate for both 2009 and 2010 was
increased by $125,000 and $93,000 respectively. The latest casualty of the recession is in
the area of interest rates. The trend in short term interest rates has recently dropped from
slightly over 1% in mid-2009 to under 0.4% in October. This affected General Fund revenue
by ($224,000) in 2009 and ($345,000) in 2010.
Other changes in revenue were also noted, and are being used to partially offset the
decrease in interest estimates. Adjustments include the following:
• Investment Interest was reduced by ($224,000) in 2009 and ($345,000) in 2010 (see
discussion above.)
• General Sales Tax estimates increased by $125,000 in 2009, and $93,000 in 2010 (see
discussion above.)
Budget Wrap-Up • Transmittal Section 3
• Additional Property Tax of $50,000 was allocated to General Fund in the 2009 budget
from the Firemen's Pension Fund. Even though new construction was stronger than
originally estimated, the 2010 budget was not changed because of concerns relating
to collection.
• Utility Taxes were increased by $64,000 in 2009 continuing into 2010 at $65,900, in
light of recent trends.
• Building Permits are performing stronger than originally expected, thereby resulting
in an increased estimate of $55,000 in 2009 and $25,000 in 2010.
• Gambling Taxes have dropped in the 2nd half of 2009, resulting in a downward
revision of ($39,500) and ($35,000) in 2009 and 2010 respectively.
• State Shared revenues, primarily in the area of Criminal Justice funding were
slightly higher than originally contemplated. The 2009 budget was increased by a
net of $7,614, and 2010 netted to $9,000.
• Yakima was recently included in the Violent Crimes Task Force-- the City will be
reimbursed for the cost of one Police Officer assigned to this project, effective mid-
year 2009. Revenue estimates were therefore increased by $33,180 in 2009 and
$95,000 in 2010.
• There were several revenue accounts in the area of "Charges for Services" that were
adjusted to better match recent trends, netting in an increase of $1,600 in 2009 and a
decrease of ($2,000) in 2010.
• Fines and Forfeitures are trending at levels less than previously estimated. Both the
2009 and 2010 estimates were reduced by ($40,000).
• Several other accounts were adjusted netting in an increase of $12,660 in 2009 and
$12,800 in 2010.
Total General Fund Revenues were increased in total by $45,554 for the 2009 year end
estimate, and were reduced by ($121,300) for the 2010 budget.
Expenditures — Primarily in response to the revenue reductions noted above, total
expenditures in General Fund were reduced since the Forecast was issued for both the 2009
year-end estimate by a net total of ($75,100), and the 2010 budget by ($72,018). The main
components of these changes include:
• A reduction in outside jail costs paid to Yakima County of ($42,000) in 2009 and
($108,500) in 2010, primarily as a result of cost reduction steps recently approved by
Council.
• A reduction in outside legal expense estimates of ($10,000) in 2009 to match current
trends.
4 Transmittal Section • Budget Wrap-Up
• Miscellaneous adjustments to payroll resulted in a net decrease of ($16,349) in the 2010
budget. This includes primarily changes resulting from recent hiring decisions. The
2009 estimate was also reduced by ($13,721) due primarily to savings from position
vacancies and overtime, while Fire overtime was increased by $56,000 in response to
the Yakima Resources fire and the high level of arsons experienced this fall.
• The carryforward of 3 months of the 6 month contract with Comprehensive Mental
Health for the jail intervention, which was originally expected to begin in July, but
was delayed until October. This affects each year's expenditure total, but there is no
change in net cash by the end of 2010.
• Per Council request, the transfer of YCDA contract expense of $15,000 from General
Fund to the Economic Development fund, which experienced a restoration of state
funding.
• Other minor housekeeping adjustments netted to an increase of $600 in 2009 and
$1,852 in 2010.
In total, 2009 revenue was increased by a net of $45,554 and 2009 expenditure estimates
were reduced by ($75,100). 2010 revenue was decreased by a net of ($121,300) while 2010
expenditures experienced a net decrease of ($72,018).
Even though there were several adjustments made, the change to the General Fund cash
reserve balance at the end of 2010 is a net increase of $71,372.
Budget Wrap -Up • Transmittal Section 5
2009 - 2010 GENERAL FUND CHANGES FROM THE 2010 FORECAST
2009 2010
REVENUES
Investment Interest ($224,000) ($345,000)
Property Tax Allocation 50,000 0
General Sales Tax 125,000 93,000
Utility Taxes 64,000 65,900
Building Permits 55,000 25,000
Gambling Tax (39,500) (35,000)
State Shared Revenue 7,614 9,000
Police Grants 33,180 95,000
Charges for Service 1,600 (2,000)
Fines and Forfeitures (40,000) (40,000)
Miscellaneous/Other 12,660 12,800
TOTAL REVENUE $45,554 ($121,300)
EXPENDITURES
Reduce Outside Jail Costs ($42,000) ($108,500)
Legal-Professional Services (10,000) 0
Misc, Payroll Adjustments (13,721) (16,349)
Allocate Jail Intervention program (65,979) 65,979
Move YCDA to Economic Dev Fund 0 (15,000)
Fire Overtime 56,000 0
Miscel laneous/Other 600 1,852
TOTAL EXPENDITURES ($75,100) ($72,018)
GENERAL FUND NET CHANGE ($29,546) ($193,318)
BEGINNING ENDING
General Fund Estimated Fund Balance - 2010 Forecast $4,207,894 $2,856,334
Estimated Net Fund Balance - 2010 $4,328,548 $2,927,706
2010 GENERAL GOVERNMENT EXPENDITURE CHANGES BY PRIORITY
Public Safety ($47,169)
Resource Management (7,713)
Economic Development (20,745)
Quality of Life 4,443
Customer Service/Comm. 3,609
Strategic Partnerships no change
Total ($67,575)
This total includes the General Fund changes noted above, as well as a housekeeping
adjustment in the Parks and Recreation Fund. The Streets and Traffic Engineering Fund
had no changes in the 2010 budget. These minor changes did not change the percentage of
resources allocated to the Priorities of Government categories from what was presented in
the 2010 Budget Forecast.
6 Transmittal Section • Budget Wrap-Up
GENERAL GOVERNMENT RESOURCES - THREE YEAR COMPARISON
2010
% OF VS. 2009
2008 2009 PERCENT 2010 2010 INCREASE PERCENT
SOURCE ACTUAL ESTIMATE CHANGE BUDGET TOTAL (DECREASE) CHANGE
General Sales Tax $13,719,058 $12,550,000 (8.5 %) $12,703,000 21.9% $153,000 1.2%
Criminal Justice Sales Tax (1) 2,605,242 2,601,000 (0.2 %) 2,642,000 4.6% $41,000 1.6%
Property Tax 13,457,989 13,889,500 3.2% 14,019,500 24.2% 130,000 0.9%
Franchise & Utility Taxes 11,099,995 12,072,000 8.8% 12,382,000 21.3% 310,000 2.6%
Charges for Services 5,729,397 5,743,370 0.2% 6,076,805 10.5% 333,435 5.8%
State Shared Revenue 3,021,705 3,004,570 (0.6 %) 3,027,100 5.2% 22,530 0.7%
Fines and Forfeitures 1,582,815 1,711,700 8.1% 1,736,900 3.0% 25,200 1.5%
Other Taxes 1,499,292 1,498,050 (0.1 %) 1,487,000 2.6% (11,050) (0.7 %)
Other Revenue 1,446,639 947,399 (34.5 %) 807,920 1.4% (139,479) (14.7 %)
Transfers from other Funds 1,086,359 1,139,000 4.8% 1,197,000 2.1% 58,000 5.1%
Other Intergovernmental 1,193,758 1,592,656 33.4% 1,262,008 2.2% (330,648) (20.8 %)
Licenses and Permits 993,122 684,400 (31.1 %) 669,000 1.2% (15,400) (2.3 %)
TOTAL REVENUE $57,435,371 $57,433,645 0.0% $58,010,233 100.0% $576,588 1.0%
Beginning Fund Balance 8,186,216 8,622,738 5.3% 5,846,379 ($2,776,359) (32.2 %)
TOTAL RESOURCES $65,621,587 $66,056,383 0.7% $63,856,612 ($2,199,771) (3.3 %)
(1) Some Criminal Justice Sales Tax is allocated to Public Safety Communication and Law & Justice Capital
Fund (Non - general Government Funds) for operating and capital needs, respectively.
2009 YEAR -END ESTIMATE AND YEAR 2010 BUDGET
GENERAL GOVERNMENT RESOURCES
Sales Tax/Crim Justice Sales Tax $15,345,000
Property Tax $14,019,500
Franchise & Util Taxes $12,382,000
Charges for Services $6,076,805
State Shared Revenue $3,027,100
Fines and Forfeitures I • $1,736,900 2010 vs. 2009 Estimate Decrease Total Resources
Amount $2,199,771
Other Taxes p $1,487,000 Percent 21%
Other Revenue $807,920
• 2010 Budget
Transfers from other Funds p + $1,197,000 0 2009 Y/E Estimate
Other Intergovernmental 1,262,008
Licenses and Permits II=1 $669,000
Begmnmg Fund Balance (1) 55.846379
$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000
Budget Wrap -Up • Transmittal Section 7
After these adjustments were incorporated, the General Fund Beginning Balance for 2010
was $4,328,548, or $120,654 more than the Preliminary Budget estimate. The 2010 Ending
Balance is estimated to be $2,927,706 or $71,372 more than the Preliminary Budget estimate.
This entire balance is reserved for unbudgeted policy issues; cash flow timing differences
(such as the Property tax receipts which aren't received until May); and other unanticipated
fiscal impacts. The ending balance represents approximately 5.9% of the total expenditure
budget, or slightly less than a one month operating reserve.
STATUS OF THE PARKS AND RECREATION AND STREET AND TRAFFIC OPERATION FUNDS
Parks and Recreation Fund estimates had minor payroll adjustments (netting to $4,443
in 2010), and a ($2,000) reduction in interest in each year, and a reduction in expected
insurance reimbursement for vandalism of ($15,000) in 2009 while revenues are unchanged.
Therefore, the Parks ending balance is $273,006 which is reserved for cash flow and final
budget adjustments. This represents approximately 6.4% of total Parks and Recreation
Fund expenditures, or slightly less than a one month operating reserve.
Street and Traffic Operations Fund also had a reduction in interest revenue of ($5,000) for
both 2009 and 2010. The Street 2010 ending balance is projected to be 51,105,120, which
would be used for cash flow, emergency repairs/services, Council policy decisions, and to
help build a reserve for matching street capital improvement project grants. At 20.5% of the
Street expenditure budget, this represents slightly more than a two month operating reserve.
There are no unbudgeted policy issues relative to the Street and Traffic Operating Fund.
GENERAL GOVERNMENT SUMMARY
The following table depicts a summary of all 2010 General Government budgets, including
a revenue and expenditure projection, the difference (or dependency on beginning cash
reserves), the estimated beginning and ending reserve balances, and the percentage of the
ending reserve in comparison to the operating budget.
2010 2010 EsT. BAL. 2010 2010 END BAL.
ESTIMATED 2010 ESTIMATED VS 2010 BEGINNING ENDING VS 2010
FUND / DESCRIPTION REVENUES BUDGET BALANCE BUDGET BALANCE BALANCE BUDGET
000 General Fund $48,534,438 $49,935,280 ($1,400,842) (2.8%) $4,328,549 $2,927,707 5.9%
131 Parks & Recreation 4,246,985 4,236,456 10,529 0.2% 262,477 273,006 6A%
141 St & Traffic Operations 5,228,810 5,379,043 (150,233) (2.8%) 1,255,353 1,105,120 20.5%
GENERAL GOVERNMENT TOTALS $58,010,233 $59,550,779 ($1,540,546) (2.6%) $5,846,379 $4,305,833 7.2%
Total General Government dependency on beginning cash for 2010 is $1,540,546 or 2.6% of
the 2010 budgeted expenditures, and ending cash reserves are projected to be $4,305,832
or 7.2% of the 2010 budgeted expenditures (slightly less than one month operations).
Even though both of these results are within established guidelines, City Management
is recommending the dependency on beginning cash be no more than 2.5% in this time
of economic uncertainty. The dependency on cash reserves is now $60,000 more than
previously projected in the 2010 Forecast, and, an additional reduction of $60,000 will meet
the 2.5% target
8 Transmittal Section • Budget Wrap-Up
The following table updates the summary of cash dependency and reserve levels of the
General Government funds.
GENERAL GOVERNMENT RESERVES - USAGE AND BALANCE COMPARISON
(1) (2) (3) (4) (5)
2009 2010
2009 CURRENT UPDATED
2008 AMENDED YEAR -END MGMT VARIANCE
ACTUAL BUDGET ESTIMATE PROPOSAL (4 -2)
Beg. Reserve Balance $8,186,216 $8,622,738 $8,622,738 $5,747,724
Revenue 57,435,372 58,714,088 57,410,091 58,138,533
TOTAL RESOURCES 65,621,588 67,336,826 66,032,829 63,886,257 (3,450,569)
EXPENDITURE BUDGET 56,998,850 62,196,703 60,285,105 59,618,358 (2,578,345)
END. RESERVE BALANCE 8,622,738 5,140,123 5,747,724 4,267,899
of Annual Expenditures n/a 8.3% 9.5% 7.2%
INC / (DEC) IN RESERVES FROM PRIOR YEAR $436,522 ($3,482,615) ($2,875,014) ($1,479,825)
of Expenditure Budget n/a (5.6 %) (4.8 %) (2.5 %)
OTHER BUDGET ADJUSTMENTS
Other budget adjustments include:
• Interest revenue — reductions of ($151,760) and ($182,900) in 2009 and 2010
respectively were made throughout all other operating funds (i.e., non - general
government funds).
• New Grant Awards — The City was recently notified of grant awards totaling about
$1.6 million to be included in the 2010 budget as follows:
• A federal ARRA Grant of $967,500 was awarded to make improvements to
A Street, which is incorporated in the Office of Neighborhood Development
Services fund. Expenditures increased by the same amount.
• Yakima County recently awarded $563,000 for improvements to the Yakima
Convention Center. Also, since the preliminary budget was set, the City obtained
a settlement to make necessary repairs to the stucco at the Center in the amount
of $70,000, resulting in a total increase of revenue and expenditures of $633,000 in
the Convention Center Capital fund.
Budget Wrap -Up • Transmittal Section 9
• The Economic Development Fund experienced increased revenue in both 2009
and 2010, and a SIED grant award for a study related to the Yakima Sawmill
Redevelopment. Therefore, professional services were increased for 1) this study--
$50,000, 2) National Development Corp. to set-up a new HUD 108 loan -- $33,500,
and 3) the transfer of the contract with YCDA from General Fund -- $15,000.
• Council recommended the reinstatement of a Prosecutor position originally
eliminated from General Fund in the preliminary budget. Staff determined that this
function is an eligible use of narcotic forfeiture funds, and this position was placed
into the new Police Grants special revenue fund.
• A few projects were carried forward from 2009 to 2010, including a grind and
overlay project of $490,000, and the continuation of trolley barn improvements of
$191,100
• Refuse was notified of a significant increase in the landfill rates, resulting in an
estimated increase of $100,000 in this budget. However, the proposed rate increase
and related revenue have not been included at this time. Note: without the revenue
the ending cash balance in the Refuse fund is about 4%, below the recommended
levels.
• Various housekeeping adjustments were made, resulting in a net reduction of about
$78,000 in the 2010 budget among the remaining funds.
Overall, the effect of the adjustments identified herein is a net increase of about $2.7
million in the final total Citywide expenditure budget compared to the original Forecast
Budget submitted. With these adjustments, the new total City budget is $193.2 million,
approximately ($18.9) million or (4.5%) less than the 2009 Amended Budget, due primarily
to the timing/scope of capital projects and related grant awards.
10 Transmittal Section • Budget Wrap-Up
2009 - 2010 OTHER FUND CHANGES FROM THE 2010 FORECAST
FUND 2009 2010
REVENUES
Development Area Sales Tax Economic Development $35,11() $0
City Assistance from State Economic Development 37,800 25,000
SIED grant-Sawmill Redevelopment Economic Development 0 50,000
HUD ARRA Grant ONDS 0 967,500
Match/Grant - Healthy Families Community Services (74,712) (133,334)
SEPA Integration Project Growth Management (93) 0
Police Grants Police Grants (new) 534,191 103,019
Parking Lot Revenue Downtown Bus lmpr. 0 30,000
Carry forward Trolley Project (Grant) Trolley Fund (191,076) 191,100
Convention Center Improvements Convention Center Cap 0 633,000
Speedway/Race St Interceptor Wastewater Constr 0 (85,000)
Investment Interest Various Funds (151,760) (182,900)
Line of Credit (Upper Kiwanis Project Debt Service Fund (50,000) 0
Property Tax Allocation Firemen's Pension (50,000) 0
Fire Insurance Premium Tax Firemen's Pension (5,166) 0
Insurance Reimbursements Medical/Workers Comp 146,727 0
TOTAL REVENUE $231,021 $1,598,385
EXPENDITURES
Economic Dev Professional Svcs Economic Development $5,000 $83,500
YCDA Transfer from General Fund Economic Development 0 $15,000
HUD ARRA Grant-A Street Project ONDS 53,553 967,500
Healthy Families Community Services (32,500) (96,500)
Carry forward SEPA Integration Project Growth Management (20,305) 20,305
Restore Prosecuting Attorney Police Grants (new) 0 91,600
Other Drug Enforcement costs Police Grants (new) 0 10,000
ARRA Multi-Jurisdictional Policing Police Grants (new) 534,191 0
Parking Lot Enforcement Contract Downtown Bus Impr 0 30,000
Carryforward Trolley Barn Project Trolley Fund (194,992) 184,370
Carryforward Grind & Overlay Project REET 2 Capital (488,000) 490,000
Transit Vans/Buses Transit Capital 80,750 0
Convention Center Improvements Convention Center Cap 0 633,000
Increased Landfill Costs Refuse 0 100,000
Speedway/Race St Interceptor Wastewater Constr 0 (85,000)
Line of Credit (Upper Kiwanis Project Debt Service & REET 1 (100,000) 0
Correct for Hydrologist Policy Issue Waste/Stormwater 0 43,535
Miscellaneous/Other Payroll adjustments. Various 7,650 (327)
TOTAL EXPENDITURES
OTHER FUNDS NET CHANGE ($154,653) $2,486,983
Following is a summary of the current status of the 2010 Preliminary Budget prior to Council
action on policy issues. See the following pages for an expenditure detail by individual fund.
Budget Wrap-Up • Transmittal Section 11
BUDGET OVERVIEWS — EXPENDITURE COMPARISONS*
2010 VS. 2009
'10 m.^09
I009 2009 AMENDED
YEAR-END AMENDED 2010 BUDGET
FUND ESTIMATE BUDGET BUDGET % CHANGE
General $50 $51,828,607 $49935 (3.7/0)
Parks 4,249,796 4,377,543 4 (3.2%)
Street & Traffic 5,686,692 6074,833 5,379,043 (1L5%)
GENERAL GOVERNMENT TOTAL (/) $60 $62,280,987 $59,550\779 (4A%)
Community Development ` 4,315 4,525,424 3,497,430 (2
Uh|i6cu/{}Hhcr(]perm6ng 56,445,361 59,555,944 60,159,126 1.0%
Capital Improvement 30,362,956 62,254,349 46,565,472 (252%)
Cwn6ngency/{}pera6ngKcacrvey 3 3,811'525 3,056,265 (19.8%)
Eniployee Benefit Reserves 13L308,400 13L596,013 13,971,783 2.8%
General Obligation Bonds 2,941,919 2,991,919 3 10.0%
LID Deht Service 207,000 207,000 207,000 0.0%
Water/Sewer Revenue Bonds 2,860,417 2,860/417 2,863,042 0.1`)/0
Trust and Agency Funds 12,000 25i000 15i000 (40D%)
TOTAL 'CITYWIDE BUDGET (3) $174,021 $212,108,574 $193,176,099 (8.9%)
(1) General Government The 2010 General Government expenditure budget is approximately $2.6 million or
43% below the 2oO9 amended budget.
(2) The 2010 budget includes an estimate of the 2010 grant awards only. The 2009 amended budget includes
the 2009 grant awards and awards carried forward from the previous years.
( Citywide Expenditures The Citywide Expenditure budget is approximately $18.8 million or 8.9% above
the 2oO9 amended budget.
2009V5.2010 GENERAL GOVERNMENT SUMMARY - BY BUDGET PRIORITY
$40,867
pnhl/cBeu�b�Sukyy
$E
Resource Mana miggigigiNgigiggMMtN $0,027
$3, 95
Economic Development mmmmmm�
$3,440
[]2o|o Proposed Budget e59,*18
0uuUt Life 54,589 el 2009 Amended Budge e*2
Customer Service & --- w/.u^^
Communications 777 w/ usu
$580
Strategic Partnerships j
$500
$0 $5,000 $10,000 $15,000 e20 e25 e30 e35 e40 e45
Thousands
12 Transmittal Section • Budget Wrap-Up
2010 GENERAL GOVERNMENT PROPOSED BUDGET
(BY BUDGET PRIORITY)
4 Resource Management
$8,805,907
14.8%
Public Health
& Safety
$40,867,178
68.5% Quality of Life
$4,304,112
7.2%
Economic
Development
$3,194,800
5.4%
Customer Service
& Communications
Strategic $1,866,211
Partnerships 3.1%
$580,150
Budget Wrap -Up • Transmittal Section 13
2010 BUDGET BY CITY FUNCTIONAL GROUPING
y
z
2008 2009 2009 2010 2010 2010 2010 2010
ti ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING
^-+ EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
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GENERAL GOVERNMENT
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h City Council $204,586 $213,540 $212,731 $212,265 (0.6 %)
o. City Manager 483,312 521,307 511,296 518,563 ((1.5 %)
- State Examiner 96,297 103,000 98,000 103,000 0.0%
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Records 409,921 449,013 387,517 440,728 (1.8 %)
Financial Services 1,440,634 1,540,878 1,521,295 1,503,391 (2.4 %)
- Human Resources 430,133 494,040 471,345 467,978 (5.3 %)
7f Lega I 1,299,647 1,459,796 1,198,525 1,142,950 (21.7%)
Municipal Court 1,202,128 1,321,304 1,304,674 1,262,770 (4A%)
Purchasing 258,089 348,140 340,899 432,432 242%
Hearing Examiner 65,193 56,000 56,000 41,000 (26.8 %)
Environmental Planning 705,338 901,557 823,598 768,484 (14.8 %)
Code Administration 1,546,638 1,783,856 1,607,492 1,457,912 (18.3%)
Indigent Defense 360,000 425,000 425,000 480,000 12.9%
Police 20,902,975 23,378,366 22,824,079 22,999,008 (1.64)
Fire 8,436,383 8,909,315 8,948,905 8,979,699 0.8%
Police Pension 1,279,173 1,403 957 1,352,146 1,373,040 (2.2 %)
Probation Center 24,176 25,000 25,000 0 (100.0 %)
Engineering 1,034,701 1,199,716 1,046,385 997,489 (16.9 %)
City Hall Maintenance 403,570 426,178 404,368 404,486 (5.1 %)
Information Systems 2,541,846 2,823,003 2,743,951 2,306,255 (18.3 %)
Utility Services 1,034,015 1,225,469 1,182,138 1,256,127 2.5%
Intergovernmental 286,102 436,097 406,097 383,628 12.0%
Sun Dome 150,000 150,000 150,000 150,000 0.0%
District Court 3,216 1,800 1,800 1,800 0.0%
Transfers 2,317,970 2,232,275 2,230,275 2,252,275 0.9%
TOTAL GENERAL FUND $46,916,043 $51,828,607 $50,273,516 $49,935,280 (3.7%) $4,328,549 $48,534,438 $2,927,707
Parks & Recreation 4,274,493 4,377,543 4,249,796 4,236,456 (3.2%) 262,477 4,246,985 273,006
Street & Traffic Operations 5,821,695 6,074,833 5,686,692 5,379,043 (11.5 %) 1,255,353 5,228,810 1,105,120
TOTAL GENERAL GOVERNMENT FUNDS $57,012,231 $62,280,983 $60,210,004 $59,550,779 (4.4 %) $5,846,379 $58,010,233 $4,305,833
2010 BUDGET BY CITY FUNCTIONAL GROUPING
2008 2009 2009 2010 2010 2010 2010 2010
ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
OTHER OPERATING /ENTERPRISE
Economic Development $167,126 $146,173 $103,970 $196,304 34.3% $255,895 $118,000 $177,591
Community Development 2,555,694 4,525,424 4,315,112 3,497,430 (22.7 %) 550,848 3,340,946 394,364
Community Relations 496,341 577,802 543,824 561,448 (2.8 %) 795,951 477,200 711,703
Community Services 377,598 487,712 317,212 206,834 (576 %) 3,956 205,000 2,122
Growth Mgmt /Commute Trip Red Fund 0 49,745 29,440 20,305 (59.2%) 20,305 0 0
Cemetery 251,637 260,420 256,912 256,155 (1.6 %) 49,557 243,750 37,152
Emergency Services 1,084,313 1,167,430 1,141,339 1,110,329 (4.9%) 99,558 1,063,870 53,099
Public Safety Communications 2,703,602 3,028,165 2,900,907 2,994,394 (1.1 %) 260,437 2,936,310 202,353
Police Grants 0 534,191 534,191 785,051 470% 224,000 693,019 131,968
Parking & Business Improvement Area 111,893 204,592 202,399 239,989 173% 9,267 240,170 9,448
Trolley (Yakima Interurban Lines) 231,261 248,207 26,629 192,218 (22.6 %) 2,847 195,086 5,715
Front Street Business Improvement Area 2,800 3,000 3,000 5,000 66.7% 8,002 3,535 6,537
Tourist Promotion 1,394,116 1,474,205 1,303,209 1,469,180 (0.3 %) 185,694 1,404,500 121,014
Capitol Theatre 304,734 318,513 318,513 319,749 0.4% 128,154 309,927 118,332
PFD Revenue - Convention Center 697,926 696,000 666,775 689,000 (1.0 %) 150,733 681,000 142,733
Tourist Promotion Area 378,205 405,088 374,834 378,205 (6.6 %) 414 378,205 414
r PFD Revenue - Capitol Theatre 389,110 498,000 480,000 502,000 0.8% 18,000 503,000 19,000
7f Recovery Program Grants 0 0 0 814,000 N/A 0 814,000 0
Storm Water Operating 772 ,857 1,801,039 1,799,629 2,160,091 19.9% 346,022 2,100,000 285,931
Transit 7,315,761 7,460,107 6,903,596 7,216,965 (3.3%) 612,155 7,116,100 511,290
• Refuse 4,458,657 4,652,022 4,592,614 4,749,892 2.1% 252,423 4,687,150 189,681
1 Sewer Operating 16,646,483 16,875,924 16,717,073 17,556,966 4.0% 1,898,696 17,249,214 1,590,944
�, Water Operating 6 ,831,165 7,303,953 7,257,874 7,774,807 6.4% 1,733,284 7,386,837 1,345,314
Irrigation Operating 2,631,451 2,784,200 2,756,837 2,758,394 (0.9 %) 171,648 2,771,600 184,854
a Equipment Rental 5,486,749 5,998,773 5,182,028 5,198,027 (13.3 %) 4,104,768 4,983,304 3,890,045
;, Environmental Fund 199,788 1,381,220 855,000 828,450 (40.0 %) 494,244 563,000 228,794
,n Public Works Administration 1,150,816 1,199,463 1,177,556 1,175,373 (2.0 %) 187,367 1,185,331 197,325
o TOTAL OTHER O PERATINGIENTERPRISE $56,640,083 $64,081,368 $60,760,473 $63,656,556 (0.7 %) $12,564,225 $61,650,054 $10,557,723
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c 2010 BUDGET BY CITY FUNCTIONAL GROUPING
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ti ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING
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EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
CAPITAL IMPROVEMENT
- Arterial Street $3,154,455 $8,139,749 $6,343,719 $3,746,806 (54.0%) $952,740 $2,976,767 $182,701
o' C.B.D. Capital Improvement 2,103,687 469,235 342,596 1,135,252 141.9% 374,361 1,021,800 260,909
Capitol Theatre Construction 519,198 9,811,426 3,833,066 3,150,000 (67.9%) 3,826,417 37,000 713,417
Parks & Recreation Capital 622,737 1,475,000 824,989 560,000 (62.0 %) 93,390 553,000 86,390
Fire Capital 308,660 1,618,100 1,218,100 555,500 (65.7%) 625,825 209,588 279,913
Law & Justice Capital 545,876 1,572,633 1,525,193 1,071,000 (31.9 %) 215,660 965,478 110,138
Public Works Trust Construction 1, 467,319 1,235,570 1,085,920 845,851 (31.5%) 978,410 615,000 747,559
REET 2 Capital Construction 838,865 1,661,822 828,822 1,301,822 (21.7 %) 938,306 530,000 166,484
L.I.D. Construction Control 44,662 802,000 802,000 0 (100.0 %) 0 0 0
Storm Water Capital 72,756 325,000 322,500 368,040 13.2% 244,744 434,781 311,485
Transit Capital Reserve 2,365,639 1,103,013 1,040,000 2,693,750 144.2% 995,848 2,342,005 644,103
Convention Center Capital Improvement 104,714 270,770 241,200 824,000 204.3% 252,481 808,500 236,981
Cum. Reserve for Capital Improvement 954,159 19,611,173 1,930,723 18,946,251 (3.4 %) 1,389,722 21,093,775 3,537,246
Wastewater Facilities Capital Reserve 378,887 363,186 313,186 50,000 (86.2 %) 496,662 152,000 598,662
Sewer Construction 227,657 2,491,332 1,021,585 3,435,000 37.9% 3,072,322 1,388,000 1,025,322
Domestic Water Improvement 505,640 2 ,380,100 1,920,200 2,997,200 25.9% 2,412,786 2,045,460 1,461,046
Wastewater Facilities 3,757,287 5,937,540 5,370,657 2,285,000 (61.5%) 1,735,862 1,505,000 955,862
Irrigation System improvement 2,382,786 2,986,700 1,398,500 2,600,000 (12.9%) 2,539,036 884,000 823,036
TOTAL CAPITAL IMPROVEMENT $20,354,984 $62,254,349 $30,362,956 $46,565,472 (25.2%) $21,144,572 $37,562,154 $12,141,254
CONTINGENCY /OPERATING RESERVES
Contingency Fund $82,151 $300,000 $200,000 $225,000 (25.0 %) $176,919 $50,000 $1,919
FRS /Capitol Theatre Reserve 71,927 571,927 371,927 71,927 (87.4 %) 451,581 2,000 381,654
Risk Management 2,336,050 2,939,598 2,786,357 2,759,338 (6.1 %) 1,033,775 2,559,500 833,937
TOTAL CONTINGENCY /OPERATING RESERVES $2,490,128 $3,811,525 $3,358,284 $3,056,265 (19.8 %) $1,662,275 $2,611,500 $1,217,510
2010 BUDGET BY CITY FUNCTIONAL GROUPING
2008 2009 2009 2010 2010 2010 2010 2010
ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
EMPLOYEE BENEFIT RESERVES
Unemployment Compensation $147,941 $152202 $151,811 $236,861 55.6% $359,841 $142,000 $264,980
Employees Health Benefit 9,477,129 9,999,738 9,992,127 10,553,586 5.5% 2,766,769 10,051,000 2,264,183
Workers' Compensation 1, 435 ,889 1,694,397 1,447,024 1,466,695 (13.4 %) 1,170,017 1,412,300 1,115,622
Wellness /EAP Fund 111,453 130,296 116,171 89,849 (31.0 %) 136,825 60,000 106,976
Firemen's Relief & Pension 1,444,775 1,619,380 1,601,355 1,624,792 0.3% 780,675 1,578,565 734,448
TOTAL EMPLOYEE BENEFIT RESERVES $12,617,187 $13,596,013 $13,308,488 $13,971,783 2.8% $5,214,127 $13,243,865 $4,486,209
TRUST AND AGENCY FUNDS
Cemetery Trust $19,126 $25,000 $12,000 $15,000 (40.0%) $574,865 $23,000 $582,865
DEBT SERVICE
L.I.D. Guaranty $0 $0 $0 $0 n/a $79,820 $100 $79,920
PFD Debt Service 459,075 734,550 734,550 1,014,286 38.1% 150,994 1,028,896 165,604
General Obligation Bonds 2,126,885 2,257,369 2,207,369 2,275,916 0.8% 372,101 2,277,963 374,148
°-' L.I.D. Debt Service 84,618 207,000 207,000 207,000 0.0% 37,144 212,000 42,144
° Water- Irrigation /Sewer Bonds 3,710,550 2,860,417 2,860,417 2,863,042 0.1% 2,365,697 2,867,068 2,369,723
TOTAL DEBT SERVICE $6,381,128 $6,059,336 $6,009,336 $6,360,244 5.0% $3,005,756 $6,386,027 $3,031,539
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TOTAL CITY BUDGET $155,514,867 $212,108,574 $174,021,541 $193,176,099 (8.9 %) $50,012,199 $179,486,833 $36,322,933
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18 Transmittal Section • Budget Wrap-Up
CITY OF YGT��
2010 GENERAL GOVERNMENT — BUDGET WRAP -UP
POLICY ISSUES SUMMARY
I. SUMMARY - GENERAL GOVERNMENT BUDGET STATUS
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVC/ STRATEGIC
(DECR.) TO GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
PRIORITIES OF GOVERNMENT MODEL BUDGET BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
PER BUDGET FORECAST (10- 06 -09):
Revenue $58,138,533 $39,387,353 $8,805,907 $3,194,800 $4,304,112 $1,866,211 $580,150
Reserves $1,479,825 $1,479,825
Total Resources Available
10-06-09 Forecast: $59,618,358 $40,867,178 $8,805,907 $3,194,800 $4,304,112 $1,866,211 $580,150
TOTAL BUDGET ADJUSTMENTS TO DATE
(includes all adjustments since Forecast) ($67 ($47,169) ($7,713) ($20,745) 4,443 3,609 0
REVISED BUDGET - BY BUDGET PRIORITY $59,550,783 $40,820,009 $8,798,194 $3,174,055 $4,308,555 $1,869,820 $580,150
Percentage of Total Budget
(no change from Forecast) 68.5% 14.8% 5.3% 7.2% 3.1% 1.0%
ADDITIONAL REDUCTIONS NEEDED
° co (to balance budget within projected resources ($60,000)
& maintain dependency on cash under 2.5 %)
FINAL TOTAL PROPOSED BUDGET: $59,490,783
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II. SUMMARY - RESULTS OF COUNCIL ACTIONS ON 12 -01 -09
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVC/ STRATEGIC
(DECR.) TO GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
A PRIORITIES OF GOVERNMENT MODEL BUDGET BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
GRAND TOTAL - COUNCIL ACTION $60,000
(totals from pages below)
Z'-' F INAL 2010 BUDGET -
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Percentage of Total Budget u
Supplemental Worksheet • Budgct Wrap 2
CITY OF YGT��
2010 GENERAL GOVERNMENT - BUDGET WRAP -UP
POLICY ISSUES SUMMARY
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVC/ STRATEGIC
(DECR.) TO c GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
A. POTENTIAL BUDGET REINSTATEMENTS BUDGET d BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
1 Fire Canine Program (Wesley): 11,000 - 5,000 6,000 PS
2 Municipal Court Cashier - Full Time (Rejected) 48,300 PS
3 Animal Control Officer position OR 67,100 PS
$37,000; Contract Svc. to Humane Society &
eliminate position; increase in dog license PS
fees to 2007 levels ($20,000) would help offset
expense - see below.
4 Extend Fire Secretary Position to Retirement 11,000 PS
Date (March 2010)
5 Assistant City Attorney - Prosecutor; $91,600
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(fund from narcotic unit Fund - no impact on - 0 - PS
°-a General Fund)
Sub - Total: 132,400 PS
OTHER UNBUDGETED POLICY ISSUES (FROM FORECAST)
• 1 Humane Society Contract: Requested Increase 5,386 PS
2 State Fair Park - Funding Request: 75,000 QL
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SUB -TOTAL - COUNCIL ACTION ON 12 -01 -09
2 Add: Additional Budget Reduction Needed $60,000
(from page 1)
TOTAL ADDITIONAL BUDGET REDUCTIONS REQUIRED: $60,000
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Supplemental Worksheet • Budgct Wrap 4
CITY OF YGT��
2010 GENERAL GOVERNMENT — BUDGET WRAP -UP
POLICY ISSUES SUMMARY
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVCI STRATEGIC
B. I0 -27 -09 STAFF PROPOSED BUDGET REDUCTIONS TO (DECR.) TO c GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
OFFSET REDUCED REVENUE PROJECTIONS BUDGET d BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
1 Fund 1 addl. Police Officer from COPS Grant (78,000) PS
2 Bring Emergency Mgmt In -House (6 mo.2010) (30,000) PS
3 Additional Savings - Jail Cost Reduction Efforts (108,000) PS Included above
4 Turn 500 St. Lights Out - Council Rejected n/a PS
Sub -Total (Public Safety Items) (216,000)
5 Eliminate 50% Financial Svc. Tech. position (32,000) RM
6 Transfer YCDA to Economic Develop. Fund (15,000) ED Included above
7 Defer filling Parks /Rec.Admin. position 4/1/09 (15,000) QL
8 Defer updates to YMC for one year (5,000) CS
Sub -total Reduction Options (submitted 10- 27 -09) ($283,000)
S UB - TOTAL - COUNCIL ACTION ON 12 -01 -09
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Note: The impacts on the budget related to the jail cost reductions and the transfer of YCDA to the Economic Development Fund have been included in
the Final Proposed Budget ($59,490,783), noted above.
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Supplemental Worksheet • Budgct Wrap-Up 6
CITY OF YGT��
2010 GENERAL GOVERNMENT - BUDGET WRAP -UP
POLICY ISSUES SUMMARY
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVC/ STRATEGIC
(DECR.) TO c GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
C. POTENTIAL FURTHER BUDGET REDUCTIONS BUDGET d BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
1 Reduce Council Travel (10,000) RM
2 Finance Division ($75,000):
a. Reduce printing costs (3,000) RM
b. Reduce Dues / Subscriptions (1,500) RM
c. Postpone filling Fin. /Treasury Svc. Officer (15,500) RM
d. Reduce 2 Financial Service Specialist (50,000) RM
positions 50% each (filled)
e. Reduce Overtime (50% of amt. added to (5,000) RM
offset loss of Acct / Fin. Tech. position)
3 Eliminate Diversity Promotion (1,000) QL
4 Reduce Harmon Ctr. ($9,245) to 2009 level:
a. Reduce Temperature in Building (5,000) QL
b. Reduce printing costs (1,000) QL
c. Reduce telephone budget (3,000) QL
°-a d. Close 1 hr. early - six days p /week (3,000) QL
e. Close Tues., Thurs. evenings & Saturdays (9,000) QL
5 Eliminate Crime Analyst Supervisor position (111,653) PS
6 Eliminate Outside Agencies:
Sunfair Parade (500) QL
c„ Allied Arts (2,667) QL
RSVP (2,000) QL
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Yakima Symphony (5,000) QL
4 Seasons (no addl. reduction proposed) 0 QL
Sub -Total 0/Side Agencies - Quality Life (10,167)
A Chamber of Commerce - Hispanic (2,950) ED
Chamber of Commerce - Greater Yakima (2,950) ED
- Citizens for Safe Yakima (10,000) SP
S Total Outside Agencies (26,067)
c Sub -Total (244,720)
SUB -TOTAL - COUNCIL ACTION ON 12 -01 -09
Supplemental Worksheet • Budgct Wrap-Up 8
CITY OF YGT��
2010 GENERAL GOVERNMENT - BUDGET WRAP -UP
POLICY ISSUES SUMMARY
INCR. / TOTAL PUBLIC RESOURCE ECONOMIC QUALITY OF CUST. SVC/ STRATEGIC
(DECR.) TO c GEN. Gov. SAFETY MGMT. DEVEL. LIFE COMMA. PARTNER.
D. POTENTIAL REVENUE ENHANCEMENTS BUDGET d BUDGET (PS) (RM) (ED) (QL) (CS) (SP)
1 Reinstate Dog License Fees to 2007 Level ($20,000)
SUB -TOTAL - COUNCIL ACTION ON 12-01-09
E. COUNCIL REQUESTS - 2010 FOLLOW UP ITEMS
1 Study: Possible "Inmate clean -up" program, utilizing court ordered "community service" City inmates to perform work
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2 Study: Possible Fire Authority
3 Study: Possible Parks District
''',`,;' 4 Study: Options for addressing long -term Fire Capital funding needs
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Supplemental Worksheet • Budgct Wrap 10
CITY OF YGT��
2010 POLICY ISSUE SUMMARY
OUTSIDE & INTERGOVERNMENTAL AGENCIES
(by Budget Priority)
1. PUBLIC HEALTH & SAFETY
DEPARTMENT / DIVISION OUTSIDE / SERVICE PROPOSED NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Yakima Fourth of July Committee Outside Agency 032 General Fund /Fire 2009 Budget $5,500
(a) Reduced 50% 2009 funding (a) $2,750 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($2,750)
Yakima Regional Clean Air Agency Intergovernmental 319 General Fund $22,394 2009 Assessment $22,394
(YRCAA) — Assessment Agency Increase 11,326
2010 Total $33,720 $0 Budgeted Policy Issue
Information Enclosed
Yakima Valley Office of Emergency Intergovernmental 129 General Fund $59,937 2009 Assessment $59,937
Management (OEM) — Assessment Agency
(a) Fund full amount - 2010 assessment (a) 2010 Est. $62,500 (a) $0 Budgeted Policy Issue
(2,563) Agency canceled requested inc.
59,937 2010 Revised Request
(b) Bring inhouse mid -year (save 50% (b) $31,000 (b) ($31,000) 10/27/09 staff proposed
from 2010 assessment) Information Enclosed
- PUBLIC HEALTH & SAFETY - SUBTOTAL COUNCIL ACTION
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2. RESOURCE MANAGEMENT
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There are no Outside & Intergovernmental Agency policy issues under this budget priority
OUTSIDE & INTERGOVERNMENTAL AGENCIES (Continued)
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3. ECONOMIC DEVELOPMENT
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Cenz IN / DIVISION OUTSIDE / SERVICE PROPOSED NET INC / DEC) COUNCIL
S POLICY ISSUE REQUEST / JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Yakima County Development Assn (YCDA) Outside Agency 322 General Fund 2009 Budget $30,000
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(a) Reduced 50% 2009 funding (a) $15,000 (a) $0 Budgeted Policy Issue
(b) Move to Economic Dev. fund (123) Economic Dev. Fund (b) $0 (b) ($15,000) Move to Econ. Dev. Fund
-0 Greater Yakima Chamber of Commerce Outside Agency 611 General Fund 2009 Budget $5,900
(a) Reduced 50% 2009 funding (a) $2,950 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($2,950) Proposed Additional Reduction
Hispanic Chamber of Commerce (HCC) Outside Agency 611 General Fund 2009 Budget $5,900
(a) Reduced 50% 2009 funding (a) $2,950 (a) $0 Budgeted Policy Issue
t " (b) Eliminate (b) $0
(b) ($2,950) Proposed Additional Reduction
ECONOMIC DEVELOPMENT - SUBTOTAL COUNCIL ACTION
OUTSIDE & INTERGOVERNMENTAL AGENCIES (Continued)
4. QUALITY OF LIFE
DEPARTMENT / DIVISION OUTSIDE / SERVICE PROPOSED NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Yakima Sunfair Festival Association Outside Agency 611 General Fund 2009 Budget $1,000
(a) Reduced 50% 2009 funding (a) $500 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($500) Proposed Additional Reduction
Allied Arts of Yakima Valley - ArtsVan Outside Agency 611 General Fund 2009 Budget $5,333
(a) Reduced 50% 2009 funding (a) $2,667 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($2,667) Proposed Additional Reduction
Information Enclosed
Retired Senior Volunteer Program (RSVP) Outside Agency 611 General Fund 2009 Budget $3,000
(a) Reduced 1 /3rd 2009 funding (a) $2,000 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($2,000) Proposed Additional Reduction
Information Enclosed
Seasons Music Festival Outside Agency 611 Parks & Recreation 2009 Budget $8,000
Reduced 50% 2009 funding Fund $4,000 $0 Budgeted Policy Issue
Yakima Symphony Orchestra Outside Agency 611 General Fund 2009 Budget $10,000
(a) Reduced 50% 2009 funding (a) $5,000 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($5,000) Proposed Additional Reduction
QUALITY OF LIFE - SUBTOTAL COUNCIL ACTION
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'� 5. CUSTOMER SERVICE AND COMMUNICATIONS
• There are no Outside & Intergovernmental Agency policy issues under this budget priority
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OUTSIDE & INTERGOVERNMENTAL AGENCIES (Continued)
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6. STRATEGIC PARTNERSHIPS
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• DEPARTMENT DIVISION OUTSIDE / SERVICE PROPOSED NET INC / DEC) COUNCIL
Crq M POLICY ISSUE REQUEST / JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Yakima Valley Conference of Governments Intergovernmental 611 General Fund $41,125 2009 Budget $41,125
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• (YVCOG) Agency Decrease 2,502
2010 Total $38,623 Budgeted Policy Issue
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Yakima Basin Storage Alliance (YBSA) Outside Agency 611 N/A 2009 Budget $20,000
$0 $0 Budgeted
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b Citizens f /Safe Yakima Valley Communities Outside Agency 611 General Fund 2009 Budget $20,000
b� (CSC) - Community Programs
(a) Reduced 50% 2009 funding (a) $10,000 (a) $0 Budgeted Policy Issue
(b) Eliminate (b) $0 (b) ($10,000) Proposed Additional Reduction
STRATEGIC PARTNERSHIPS - SUBTOTAL COUNCIL ACTION
OUTSIDE & INTERGOVERNMENTAL AGENCIES - TOTAL COUNCIL ACTION
CITY OF / /24 /Phi
2010 POLICY ISSUE SU Y
OUTSIDE AGENCY - OTHER OPE TING FUNDS
OUTSIDE AGENCIES
DEPARTMENT / DIVISION NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Yakima-Morelia Sister City Association Economic Development Fund 2009 Budget S21100
(123) S1,333 $0 Budgeted Policy Issue
Committee for Downtown Yakima (CDY) CBD Capital 200) Budget $50,000
Note: DYFI Committee recommended restoration Improvement Rind (321) S40,000 $0 Budgeted
to S50,000.
OUTSIDE AGENCIES -- NEW QUESTS
DEPARTMENT / DIVISION NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE NON-PERSONNEL FROM BUDGET COMMENTS ACTION
New Request: Unidentified 2010 Request S75,000 S75,000 Unbudgeted
State Fair Park Note: Lodging Tax Advisory
Committee did not recommend using
Hotel/Motel tax for this request;
and Council Budget Committee
recommended not approving from
General Revenues.
•
f••
cr;
Outside Agency • Budget Wrap-Up 6
CITY OE iii4 /Net
2010 BUDGET W P-UP
OUTSIDE & INTERGOVE MENTAL AGENCIES
SUPPLEMENTAL INFO 1 TION
Yakima Regional Clean Air Agency 7
Office of Emergency Management 8
Fire Response to Emergency Management Proposal 12
Updated budget request (freeze at 2009 level) 14
Allied Arts of Yakima Valley 15
Retired Senior Volunteer
q „ r , A ,whtiffli, YAKIMA REGIONAL
. I V •f � r � f �
{'f'{ a 7 � . t f� ' � '' .1 v . . 'Y 1 1,
329 North First Street, Yakima NIA 98901
SI G NCY '
r�f
w r " Phone: (509) 834 -2050 Fax: (5 09) 834 -2060
lVebsite: hitpa /rvwwyakinutcleunnir.org
EXECUTIVE MEMORANDUM
DATE: November 17, 2009
To: City of Yakima`.
City Council
FROM: Office of the YRCAA Director 14 �
SUBJECT: 2010 Supplemental Income Assessment
ISSUE: Inclusion of Expenditure to YRCAA in the Amount of $33,720 in the 2010 City Budget
This Office deeply appreciates the inclusion of the YRCAA 2010 supplemental income assessment in
your 2010 City Budget. Your support during our budget process was especially appreciated. During hard
economic times, municipal budgets are strained and hard decisions must be made as to what's most
important to the citizens we serve. It's apparent that your leaders understand the importance of clean air
and the necessity of meeting the challenges we face with ever tighter federal air quality standards.
Thanks to your support and that of the other participating municipalities, your clean air agency can more
effectively meet those challenges for improving the quality of air for our community. Your contribution
helps provide for:
• Increased public awareness of air pollution from wood burning heating devices;
• Better burning practices utilized by wood heat users;
• Better compliance with burn bans;
• Increased numbers of old smokey wood stoves being replaced by cleaner burning devices; and
ultimately
• Reduced emissions and healthier air for our community by meeting federal air quality standards.
Bridget Wrap-Up • Outside Agency 7
AGREEMENT FOR YAKIMA VALLEY
OFFICE OF EMERGENCY MANAGEMENT
The Washington State R.C.W. 38.52.070 provides for the establishment of a local organization for
emergency services in which two or more political subdivisions may join for the establishment and operation
thereof; and,
WHEREAS, the Board of County Commissioners of Yakima County, Washington and Mayors of
incorporated cities and towns within Yakima County, Washington have agreed to the joint operation of the
emergency services organization as provided by the R.C.W. 38.52; and,
WHEREAS, the declared purposes of this agreement are to provide for the preparation and carrying out of
plans, including mock or practice drills, for the protection of persons and property within this county in the event of
a disaster, and to provide for the coordination of the emergency service functions of this county with other public
agencies and affected private persons, corporations and organizations; and,
•
WHEREAS, any expenditures made in connection with such emergency services activities, including
mutual aid activities, and mock or practice drills, shall be deemed conclusively to be for the direct protection and
benefit of the inhabitants and property of Yakima County and its participating, incorporated cities and towns; and,
WHEREAS, "emergency services" denotes the preparation for and the carrying out of emergency functions
other than functions for which the military forces are primarily responsible, and the activities necessary or incidental
to the preparation and for carrying out of these activities; now, therefore
BE IT HEREBY AGREED as follows:
CREATION
(A) There is hereby created a joint local organization pursuant to RCW 38.52.070 for emergency services, to be
composed of Yakima County, Washington and its participating incorporated cities and towns, to be known as the
"Yakima Valley Office of Emergency Management" to be administrated by the Yakima County Emergency
Services Council.
(B) This joint organization shall commence its existence upon the approval of this agreement by the County
Commissioners of Yakima County and the Council of any city or town. Thereafter any incorporated city or town
may become a participating member upon the adoption of a resolution by its legislative body to that effect and
agreeing to the provisions hereof and the deposit with the Director of Emergency Services of a duly executed copy
of this agreement.
(C) There is hereby created and established a special pooled fund to be administered by the Treasurer of Yakima
• County, which fund shall be known as the "Yakima County Emergency Services Fund ", into which shall be
deposited funds received for the account of this joint organization and from which shall be paid all proper claims.
The Director of Emergency Services is empowered to authorize the payment of claims and expenses which are
properly budgeted. The participating members' contributions to the Emergency Services Fund shall be based upon a
per capita charge of that portion of the Emergency Services Budget that is not reimbursed by the Federal
Government through the State agency. The charges, determined by the Emergency Services Executive Board, shall
be payable by the 1 day of February of each calendar year. The per capita charge shall be based on the latest
official population estimates of the State Office of Financial Management. In the event of an emergency resulting in
the necessity for the carrying out of emergency functions for the preservation and protection of lives and/or
property, the cost of emergency functions above and beyond the permanent staff and facilities of the Office of
Emergency Management shall be borne by the participating member or members affected by such emergency and
promptly remitted to the Emergency Services Fund, provided that the Director shall obtain approval from the
executive head or his designee of the affected political subdivision prior to providing the services. In any case the
1
8 Outside Agency • Budget Wrelp -Up
ESEB cannot agree upon the proper division of cost, the matter shall be referred to the State Emergency Services
Council for arbitration., its decision shall be binding.
(D) An annual budget shall be prepared by the Director and the Emergency Services Executive Board, presented to
the entire Emergency Services Council which by majority vote shall recommend the budget to each political
subdivisions for approval.
(E) The Office of Emergency Management may accept gifts, grants or loans of money, equipment or services from
any lawful source and perform functions authorized by law to be performed by departments of emergency services.
EMERGENCY SERVICES ORGANIZATION
EMERGENCY SERVICES COUNCIL
(A) Membership. In accordance with R.C.W. 38.52.070, the Yakima County Emergency Services Council shall
consist of the County Commissioners and the Mayors of each participating incorporated city and town. The
Chairman of the Board of County Commissioners shall act as Chairman of the ESC. The Director, ex-officio non-
voting member, shall act as Vice Chairman. An executive board shall be formed consisting of one County
Commissioner and 4 mayors, to be elected at the annual meeting. The Yakima County Sheriff will be a permanent
ex-officio non-voting member of the ESEB and the ESC. A quorum of the ESEB shall be a simple majority of the
voting members.
(B) Powers and Duties. The ESC shall perform duties imposed by statute upon executive heads of emergency
service departments. It shall review and recommend for adoption emergency services and mutual aid plans and
agreements and such resolutions and rules and regulations as are necessary to implement such plans and agreements.
It shall do the things herein provided and/or reasonably necessary to the accomplishments of the purpose hereof.
The ESEB (Emergency Services Executive Board) shall assist the director in preparation of the duties described
herein. The ESEB shall meet at least quarterly.
(C) Quorum and Meetings. A majority of the members of the ESC shall constitute a quorum. Any meeting in
which a budget is to be adopted or a financial obligation is to be assessed to a member thereof shall require a
quorum. The ESC shall meet annually to review the Emergency Services budget, organization and plans. Meeting
date and time will be published by the Emergency Services Director prior to the meeting. Other meetings of the
ESC shall be called by the Chairman or Vice-Chairman or by a majority of the members of the ESC. Emergency
meetings may be called by any ESC member.
(D) Division, Services and Staff. The ESC shall adopt an annual plan which prescribes divisions and services,
assigns functions, duties and powers, and designates officers and employee positions as it deems appropriate.
Insofar as possible, the form of organization, titles and terminology shall conform to the recommendations of the
federal government and the Depaitment of Emergency Services of the State of Washington.
DIRECTOR OF EMERGENCY SERVICES, POWERS AND DUTIES
The Director shall be selected by a majority vote of the ESC. The Director of Emergency Services shall be
responsible for the coordination and development of overall emergency services planning and regular training
exercises. The Emergency Services Director shall report activities to the ESEB.
(A) Subject to the direction ofthe ESC, the Director is hereby empowered and directed:
(1) To provide an emergency services operating plan for Yakima County and its participating cities and towns,
conforming to the state emergency services plan and program.
(2) To coordinate the effort of the emergency services organization for the accomplishment of the purposes of
this resolution.
(3) To direct coordination and cooperation between divisions, services and staff of the joint emergency
services jurisdiction.
(4) To present the emergency services organizations of these cities in dealings with public or private agencies
pertaining to emergency services and disaster.
2
Bridget Warp-Up • Outside Agency 9
(5) To keep and maintain an inventory of goods, supplies and equipment of the Office of Emergency
Management in its custody including federal excess property on loan to the department with said
inventory to specify the location of each item listed thereon,
(B) In the event of a disaster, the Director shall be empowered
(1) To coordinate matters reasonably related to the protection of life and property as affected by such disaster.
(2) To obtain vital supplies, equipment and such other properties found to be lacking and needed for the
protection of the life and property ofthe people, and bind the participating members thereof and ifrequired
irnmediately, to cominandeer the same for public use.
(3) To execut the special powers conferred upon him by this agreement or by resolution adopted pursuant
thereto, by powers conferred upon him by statute, or by agreement approved by the ESC or other lawfiul
authorities.
(4) To request necessary personnel or material of any county, city or town department nroQoocy. Officers and
employees of these couaties, cities, and towns with those volunteer force enrolls to aid them during a
disaster, and groups, organizations and persons who may by agreement or operation of law charged with
duties, incident to the protection of life and property in these counties, cities, and towns during disaster,
shall constitute the einergency services orgariization of the counties, cities and towns.
SERVICES TO BE PROVJDED TO PARTICIPATING SUBDIVISIONS
The Yakima Valley Office of Emergency MuuaAoozentohallnzuviI service, equipment, and personnel to
participating polidculuobdb'iuiooutoaooiottbenubz_offeudnonzuerQnocyopozudooulplaoamndprogramx,to6zulude
the following:
A. To provide an Emergency services organization to coordinate operational activities and to minimize death,
injury and damages for periods before, during and after a natural disaster or man-caused disaster.
B. To coordinate Iocal Emergency Services planning with the federal government, State ofWashirigton,
neighboring counties, military organizations and othe support agencies.
C. To provide for the effective utilization ofresources withiii or from outside these jurisdictions to minimize
the effects of disaster and to request assistance as needed through established Emergency Services
channels, county to state, to federal.
D. To recruit, register and identifr personnel l and to seek compensation coverage for volunt ers who suffer
injury or equi loss as a result ofEmergency Services duty.
E. To establish and maintain training and public information programs.
F. To identify protection for the population against all hazards.
G. To provide emergency disaster control and coordination through the County Emergency Services office.
H. To develop a system for warning the general public, and to provide for inforrnation and guidance to the
general public,
I.
To provide support for search and rescue operations.
J. To perform normal office procedur s, correspondence and inventories.
K. To provide excess property support functions to the parti ' utiogagenciea.
DURATION
This agreement shall remain in full force and effects from date of' adoption by the Yakima County Board of
Commissioners and each respective incorporated city or town within Yakima County.
WITHDRAWAL
Any participating party to this agreement shall have the right to withdraw from this agreement by giving 180 days
notice in writing to the other parties.
PROPERTY DISPOSAL UPON MEMBER WITHDBAWAL OR AGREEMENT CANCELLATION
(A) No real property owne ship or acquisition is anticipated. Property, for the purpose ofthis section, refers to
personal property only.
(B) Federal or state-owned properties shall be disbursed in accordance with appropriate federal or state guidelines.
(C) Items loaned to the Office of Emergency Management by a participating member shall be returned to that
member upon that member's withdrawal from this agreement, upon this agreement's cancellation or upon the
expirations of this agreement,
10 Outside Agency • Budget Wrap
3
(D) Items owned by the Office of Emergency Management and financed through per capita quarterly billings of
serving members, or through federal or state funding shall be dispensed of as follows:
(1) Upon agreement cancellation or expiration of the entire agreement, unspent funds shall be distributed
on a current per capita basis' to members.
(2) Upon the withdrawal of any or all cities or towns, such city or town shall be refunded any funds unspent
from the preceding per capita billings. Properties owned by the Office of Emergency Management will
remain with Office of Emergency Management and shall not be subject to disbursement.
Yakima County and the following incorporated towns and cities are Equal Opportunity Employers.
DATED the 18 day of October, 2000.
4
Bridget Wiap-Up • Outside Agency /1
•
Administration 101614 - _Fire Suppression ""e Investigation
& Education ./EN 401 North Front Street, Yakima, WA 98901 (509) 575 -6060
raining Fax (509) 576 -6356
Communications
RE DO www.yakimafire.com
November 13, 2009
To: Honorable Mayor, Members of City Council
Cc: Dick Zais, City Manager
From: Charlie L. Hines, Fire Chief
Subject: Assuming Emergency Disaster Management
Currently Yakima County is contracted by the city to provide preparation, training and
coordination in the event of a major disaster. Some additional duties are:
• Secure grants for training and equipment •
• Meet local, state & federal requirements regarding the training of emergency &
non - emergency responders in the event of a disaster
• Provide for the effective utilization of resources within the city and outside
jurisdictions in a disaster
• Prepare operational plans for various natural and man made disasters
• Establish and operate the Emergency Operations Center (EOC)
The 2010 invoice is anticipated to be approximately $62,000.
The proposal is to assign the Yakima Fire Chief the responsibility and duties of
"Disaster Preparation & Management" for the city. In several communities throughout
the State, the fire chief is also the designated disaster management coordinator.
The contract with the county states "any participating partyto this agreement shall have
the right to withdraw from this agreement by giving 180 days notice in writing to the
other parties ". Our legal department has reviewed the document and concurs with this
statement.
We have researched some of the questions that have arisen and submit the following
explanations:
% • • In Washington, there are no "specific emergency certifications or credentials"
required to assume these duties.
• The range of duties, scope of responsibility, and the required level of knowledge,
skills and abilities necessary to perform the duties are possessed by the fire
12 Outside Agency • Budget Wrap -Up
chief, thus the "primary emergency coordinator and responsible official" will be
the fire chief.
• The "back -up" would be the police chief.
• Regarding the "anticipated savings ", "or will there be any other increases "; it will
be on -going and realized annually (history has shown that the county has
increased the fee it charges us several times).
• On the subject of "compensation for you or someone else "; taking on disaster
prep for the city entails a tremendous responsibility & commitment -not just for the
fire chief, but will include the Deputy Chiefs & Administrative Assistant as well. I
trust that the city management realizes this. Increased compensation would be at
the discretion of the city manager and the city council.
Once again, this is not a unique proposal; there are several fire chiefs in Washington
that function as their jurisdictions emergency /disaster coordinator. One of the first steps
would be for the council to pass an ordinance /resolution establishing the change.
If you have any further questions, don't hesitate to contact me.
Budget Wrap-Up • Outside Agency 13
From: Zais, Dick
Sent: Friday, November 2D,2OO9|O:26AM
To: Kloster, Debbie
Subject: FW: 2010 Emergency Management Budget to remain aL2O09 level
For CC info only this week.
From: Jim Hall [nnai|kxjinn.haUN'cufakinnamaus]
Sent: Friday, November 2\20O91O:OQAM
To: Craig Warner; Kevin Bouchey; Mike Leila; Rand Elliott; Rodriguez, Sonia; Al Hubert (alandlavonda@aol.
com); Allen Schmid (aschmid43Paol.com); Barbara Harrer (townharrah@embargmail.com); Lover, Bill; Blaine
R. Thndn8h`n(b|aine,h@charher.net); Bob Jones (Uionee@rUteineU; Bob Jones A8,ay@cUk].neA; Byron Adams
(byronadamsciPcharter.net);derkkeasuoiVIvap Brown, Dave; Ed ler, Dave; David Leach (togd
hc|rvuru`o);Zais,Dick; Mayo, Doug; Ed Prilucik (edpriluci10:0energy-northwest.com); Frank Sweet (fsweet@
elltel.net); Jesse Farias( ty.org);jbnLenu`n(uGmayon@dhvfunk`o8op.con);/bnKesucd(jre'
shuuj0d.sunnyside.vvaus);Carusu Joe; Coffey, Kathy; Keith Lar on(ee|akiPfairpnirt.nen;Adkison Maureen;
Cawley, Micah; NonnunChUdo»os(Gviev/nnayor@yax`mn);P^u|Gnrdu(Paui8a,cimiPareva.com);Bee|Jer,
Randy; Yocom, Ray; Ensey, Rick; Pettyjohn Rick; Roger Wentz (kidsenseroger@earthlink.net); Scott Staples
(sstaples@grandview.wa.us); Stan Hall (shheton@cerdu,ybinen;Brons Vickey; William L. Rogers (Va|ue8n0)
charter.net); wmurphvV»dtyohoppeniehus
Cc: Hines, Charlie
Subject: 2010 Emergency Managenient Budget to remain at200Vlevel
/\t the Emergency Services Council Meeting last night in Toppenish (Mayors Meeting) the Office of
Emergency Management (OEM) Budget was presented to the mayors of the valley After hearing
the econoinic issues that all of our cities, towns, and county are facing and after discussion with
the mayors I recommended the OEM budget remain at the 2009 level for 2010. The mayors present
agreed and approved unaniniously the OEM budget for 2010 at the 2009 level.
| will prepare an amended budget early next week to reflect the changes. | will forward it via email
as soon as it is ready.
|inn|1aU
14 Outside Agency " Budget Wrap-Up
aIl iedarts
OF YAK1 v1A VALLEY
ONLY BY WORKING TOGETHER, WITH PRIVATE AND
PUBLIC FUNDING, CAN WE CONTINUE OUR MISSION OF
BRINGING ART TO ALL THROUGH THE ARTSVAN.
YouthArts research says arts help youth cope with negative influences:
"Effective youth arts programs contain activities that are designed to reduce the
influence of risk factors by providing opportunities for youth to learn new skills and
by recognizing individual youth's efforts. This approach, according to juvenile
justice literature, promotes bonding, which helps youth cope with the negative influence
of risks they face."
"...implementing effective programs for at -risk youth required close collaborations at
different levels of community."
http://www.artsusa.org/YOUTHARTS/
US Conference of Mayors recognizes arts as an effective tool to reduce youth
violence
In the National Action Plan, NEA Chair Bill Ivey commended the Mayors for their
emphasis on incorporating the arts into school curricula, and using the arts as an
effective tool to reduce youth violence.
"Artistic activities are clearly a positive force for children, allowing them -to be creative,
to work cooperatively, and to communicate thoughts in constructive way...but until this
year we lacked e data" to prove this, Ivey Said.
Ivey cited a three -city study (YouthArts), conducted by NEA in partnership with the
Department of Justice and Americans for the Arts, which showed that for children
involved in after- school arts programs, their communications skills improved; delinquent
behavior was deterred; they evidenced improved follow through on tasks; and their
court referrals decreased.
http: / /usmayors, org /usmayornewspaper
1
Budget Wrap-Up • Outside Agency /5
9.--- allied arts
OF YAKINA VALLEY
ART IS NOT �S�
S . : - t `EXTRA'...IT 1S , _ �, „rt ,
ESSENTIAL:,, . ' rt
j ' r t ;; t o F * .
�J 1T
� 1
'� • +7.A -� n 6 p { 4 r � I�e'+ } a� ,,�^ 4 �
- -To our youth `' �"
"I have six children of my own who are now - ` ' - „,'.,k t tip I, c-- raised. Arts Van was a big part of our summer --; - "`� . x
. k m
activities for many years! I am so pleased to '$ "� ry 4 ' 3 `
see it continues and available at no cost. It truly' 4 r , } � zL _. �1 -' _�-� r
a gift to the community! 7 tk i - :� R aa
� .J.t .3
- -Linda Sorenson, Adams Elementary r " "
preschool teacher, mother of 6
z
- -To our community " 'i '
"My daughter -in -law was amazed at the },� � ' '
number and diversity of Allied Arts' ,t,r
activities...it made a difference in her `
enthusiasm for her family's move to Yakima = ^� ” 1 .�,_
from Seattle." ` '` ,,,
- -Sonja Dodge, Southwest Rotarian, retired real estate agent
- -To our future
Part of my business philosophy has been to focus on the large future for all. Allied Arts
is certainly a good partner for that agenda.
.4 , ; k- r COniT:NNTJOW i - ' } - - -Herb Lynch, Lynch Distributing, Inc.
',;:z.,1';' F ?rA r , j1H ' CW A VJTY 1
\' ; ' N - i WHY CITY FUNDING
r5-:.,:„:"'-,' � FOR ARTSVAN?
J ` ° ` ' '' R ''�'�° � '' 1. ArtsVan shows the City's commitment
N,, 'r sAa rr �ra T. ii to holistic solutions to community wide
r ,, ZAIRE , aT�FY�TLifi:
problems
a "' .,.;`,,,',/,',1/1! KEN 111214101:411,'%. 2. ArtsVan leverages city resources.
:4,,,,V,•:•'", , " ' ,AUTK R 'INNOVATOR ArtsVan is not spending, it is investing.
3. It is a successful private /public partnership. The most successful youth programs
involve many diverse community entities,
4. ArtsVan meets two of Yakima's mission & goals:
a. ArtsVan IS an outstanding service that meet the community's needs
b. ArtsVan enhances Yakima's quality of life
16 Outside Agency • Budget Wrap -Up
• Yakima
V Volley
it! eAr J AW;
Community College A Gtti,, Thins! Done..
120 S. 3rd Street, Suite 20013 Yakima WA 98901 Phone: (509) 574-1933 Fax: (509) 574-1913
CITY OF YAKIMA
PRESENTATION BY
RSVP OF YAKIMA COUNTY
(Retired and Senior Volunteer Program)
11/17/09
•
Mission Statement
RSVP provides older Americans an opportunity to remain involved -in their community
through meaningful volunteer activity. At the same time, RSVP seeks to provide vital
volunteer for our comraunity.
2008 CURRENT STATISTICS
Active RSVP Members . 666 (88 Baby Boomers, or 13%)
Community Organizations 68
Volunteer Hours 120,876 (16,381 Baby Boomers, or 14%)
Volunteer Hours Value $2.4 million*
Volunteer Mileage Donated • $40,525**
Volunteer Mileage Driven 73,682 miles
*Points of Light Foundation average hourly wage ($19.51) for volunteers
**Current State of Washington reimbursement rate of .55
•
The funding of RSVP impacts not only the volunteers, but the community. Look below
for some of the far-reaching community service provided by our volunteers:
2008 IMPACT
• 52,150 meals were served at congregate meal sites by over 115 volunteers;
• 45,380 meals were delivered to homebound seniors by over 115 volunteers;
• 8 food banks distributed over 3 million pounds of food with the help of 104 RSVP
volunteers;
• 5,000 individuals received hand-knitted warm hats, mittens, scarves, lap robes and baby
items;
• 25 volunteers spent over 2,200 hours mentoring/tutoring children in local schools
• 18 SHIBA volunteers provided over 1700 people with personalized information to help
them make decisions about health insurance
• Fall Prevention infonuation was provided to over 1,000 individuals around the city
through classes and presentations. Over 25 individuals have completed the instructor
training, and our current SAIL (Stay Active and Independent for Life) class has 25
registered participants. (see attached newspaper article.)
Although the $3000 from the City of Yakima is a small amount to the City, it is a large amount to a small non-
profit like RSVP of Yakima County. We respectfully request that the City of Yakima continue it support of our
program. Thank you. Please call Deborah Wilson at 574-1932 if you have any questions.
Budget Wrap-Up • Outside Agency 17
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ANDY SAWYER/Yakima Herald- Republic
• Celia Young, seated, leads a training session Friday at North Star Lodge for people who will be conducting senior fitness classes.
Keeping them on their • fe et
Ke y component
wa 'exercise, is exp ected to increase as the ' : /=- ' %s '? i':i`t::".rs i 'iii`
..:: • :'- .
Itwas the population ages, and could reach •
ie' third such ' $54.9 billion b 2020, according to ", T - . . - , 1IIS . : -, "' :'
of fitness for Se11or8 t ra i n i n g " t his the Centers 1 eop l < >ine regglarexe
rc :ii ,� _
,'t • year conducted and Prevention. ; progtam `.ir <, .i =' ' " %i
is pre \ renting falls ' ";` by a partner- Iu 2006, the state's rate of ; ®Make. ou home safei r r i;` ^'
. ' :".f • l ship o a gencies unintentional deaths from falls, : ii}lave:yourihealth : care ' ; R';
4. By LEAH . under the was 10.2 per1D0,000,m o reilvan rovider.review iitir.:::;. � ;�jc;
YAKIMA HERALD- REPUBLIC ' ; - fi : leadership of d the national basel of 4.6 ::••i medicines;';.•;:- ee � ;
cell!. `. Ian Brennen, a deaths per 100,000 in 1999. ; r,111 Haveyour;vision checke''d,_•i_''fr`
Yakima now has a small army + !°t : ..- ..
of fitness instructors who have Brennen L Yakima native "I found that it's a huge ` W :: rlmenahi, ; ?:
whouextmonth problem;'.Brennensaid. .. : e'••
as their mission nothing gless will fini h is The state Department of Heath r _ § '4.?. r ^ , `•
than preventing falls among the year as senior falls prevention Health already had researched ' • .: • ' • •,K,.,;
elderly, a leading cause of injury-
coordinator forAreriCorps the problem and found that the . lF•.Seiiior..fitrtess :classes; _
related hospitalizations across . Vista and RSVP, the state Retired only statistically significant way to • .....: "' `
the state. Senior Volunteer Program. prevent falls is exercise. *WHENi'1':30,2:
At a training session for Just a year out of college, Researchers came up with =' ::Wednesdays end Fridays. :y{r, '.
instructors Friday, about 20 Brennen is hardly a senior: But he an exercise program under the '• Q WHERE: Sout _ .
people studied the ins and outs researched the topic as a work- acronym SAIL, which stands for Community Cenier,'1211 Sr',
of leading a fitness class for study student at the University of Stay Active & Independent for ..•':'.. . `Seventh,5t. ;.. ::,';-
.. •:
people over the age of 65 who Puget Sound and discovered that Life. r:.r INFO: Classe's ar eiree, liut! �: •
may have complicating medical falls aren't just dangerous, they're "It's scientifically proven to : donetions are accepted, :% y,.;.
conditions, such as diabetes or deadly and expensive. work," said Celia Young, a physical Seniors.must complete :'`F,
cardiovascular disease. Consider: One in three adults therapist and geriatric specialist • .a fitness check before
For example, seniors shouldn't 65 and older falls each year, and at Yakima Valley Memorial .. parlicipating.'11consists ` '3i:`',
exercise by dancing or running 36,689 senior citizens died from Hospital's 10th Avenue Station. ; , of three relatively simple. .`
on their toes, and they must fall related injuries in 2006. The exerdises,'.:: "• '
stay hydrated even during mild financial toll for older adult falls SEE FALLS PAGE 88
F S eniol fitness
Lt�
Continued from Page 1B Brennen's tour of duty = -- +' `'Is •
they yarestron g stronger abea he's -
If about overand ndhe'sheaded -;•...
more flexible, a senior who to Turkey, where he plans to
loses his balance means he teachi Gnglish. But he said • . . .
doesn't necessarily fall," she his successor will keep up .- • • • . . • •
said.-"Falling is not a normal the program. .
part of aging." 'It's been a really positive •
She and other experience here in Yakima .
professionals from both for- with a nice group of people
profit and nonprofit groups willing to work together :" - '
around Yakima County have
volunteered or donated their a Leah Belh Ward can be reecho' et509• TT�T T� �� A
x
Li me �'�T K to teach the instructors. 57 7.7826othvard@yekimahereld.cam +V
18 Outside Agency • Budget Wrap -ill)
CITY OF )(ilit/ilel
2010 POLICY ISSUE SU ■ Y
GE A L GOVE MENT
(by Budget Priority)
1. PUBLIC HEALTH & SAFETY
POLICE
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST 1 JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Eliminate Crime & Intelligence Analyst 113 General Fund (5111,653) ($11E653) Proposed Budget Reduction
Supervisor position (Filled) Information Enclosed
Transfer 1 additional Police Officer to 132 General Fund (75,000) (78,000) 10/27/09 Staff Submitted
COPS grant (move to SU 152) (Recommended)
Further reduce jail costs; 51,527,911 total 115 General Fund (108,000) (108,000) 10/27/09 Staff Submitted and N/A -
2010 budget implemented implemented
FIRE
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DEC) COUNCIL
......,, POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
--, Reinstate Canine Program - "Wesley" 123 General Fund Expenditure $11,000 ATE Grant (5,000) $6,000 Proposed Budget Reinstatement
...,
,-; Extend Fire Secretary position to retirement 129 General Fund $11,000 511,000 Proposed Budget Reinstatement
'- (March 2010); full cost of position 567,000 (Recommended)
(
•
-.'(•"' CITY M 4 AGEMENT
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DEC) COUNCIL
•-:
rn I REQUEST OLICY SSUE / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
4 ... :
Reinstate Assistant Prosecuting Attorney 622 General Fund $0 $0 Proposed Budget Reinstatement
ri (Vacant); full cost of position $91,600 ($91,600) transfer position to new
.01
Z fund that includes Narcotic Unit
....
ii revenues - no impact on General
t Fund (Recommended)
-...
Information Enclosed
6.--,
GENERAL GOVERNMENT - PUBLIC SAFETY (Continued)
Z
to
to
MUNICIPAL COURT
Z DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
O POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
RI
RI
• Reinstate full time Municipal Court 129 General Fund Proposed Budget Reinstatement Council Rejected
Cashier (Vacant); $48,300 total cost
ro
•
• COMMUNITY AND ECONOMIC DEVELOPMENT
0 ' DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
7.-4' POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
R Animal Control Officer (Vacant) options:
(a) Reinstate position; $67,100 total cost 223 General Fund
I (a) $67,100 (a) $67,100 Proposed Budget
'b (b) Contract with Humane Society and 223 (b) $37,000 (b) $37,000 Reinstatement Proposed
eliminate position contract out service
tv
and eliminate position
(Recommended)
Information Enclosed
Humane Society Contract 223 General Fund 2009 Budget $68,600 Budgeted Policy Issue
Increase 5,386 $5,386 Unbudgeted
2010 Request $73,986
Restore Dog License Fees to 2007 levels 223 General Fund ($20,000) ($20,000) Unbudgeted Revenue Addition
1 year altered tag — new $5.000- $15.00 (Recommended)
1 year altered tag — renewal $5.00- $12.00 Information Enclosed
1 year unaltered tag — new $30.00 - $30.00
1 year unaltered tag — renewal $25.00 - $25.00
Perm. Sen, Cit. altered tag $5.00- $25.00
Perm. Sen. Cit. unaltered tag at $30.00
Disabled Citizen tag No fee -No fee
Replacement tag $5.00 -$5.00
3 year altered tag - 0 - to $33.00
3 year unaltered tag Remains at $70.00
PUBLIC HEALTH & SAFETY - SUBTOTAL COUNCIL ACTION
GENERAL, GOVERNMENT (Continued)
2. RESOURCE MANAGEMENT
CITY MANAGEMENT
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Reduce City Council Travel 611 General Fund $15,000 2010 Budget
(10,000) ($10,000) Proposed Budget Reduction
$5,000
FINANCE
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Reduce Finance 10/27/09 Staff Submitted
(a) Eliminate 50% Financial Svc. Tech. 624 General Fund ($32,000) (a) ($32,000) Response to Council request for
additional reductions /options:
Information Enclosed
(b) Reduce printing costs (misc. expense) ($3,000) (b) ($3,000) Recommended
(c) Reduce Dues /Sub. (misc. expense) ($1,500) (c) ($1,500) Recommended
(d) Postpone Fin /Treas. Svc. Off. position ($15,500) (d) ($15,500)
(e) Reduce 2 Fin. Svc. Spec. positions to 50% ($50,000) (e) ($50,000)
Q (f) Reduce overtime ($5,000) (f) ($5,000)
'b
RESOURCE MANAGEMENT - SUBTOTAL COUNCIL ACTION
3. ECONOMIC DEVELOPMENT
There are no General Government policy issues under this budget priority
Lk)
GENERAL GOVERNMENT (Continued)
Z
to
4. QUALITY OF LIFE
o CITY MANAGEMENT
to
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
CO
Eliminate Diversity Promotion 629 General Fund $1,000 2010 Budget
•
($1,000) ($1,000) Proposed Budget Reduction
ro
PUBLIC WORKS
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
1 POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
"g Freeze Harmon Center at 2009 expenditure 425 General Fund Budget Reduction
level - $9,000 reduction options: Options -
(a) Reduce temp. in the bldg ($5,000) (a) ($5,000) Response to Council request for
(b) Reduce printing costs ($1,000) (b) ($1,000) $9,000 of additional reduction
(c) Reduce telephone budget ($3,000) (c) ($3,000) options
(d) Close 1 hr early six days /week ($3,000) (d) ($3,000)
(e) Close Tues /Thurs evenings and ($9,000) (e) ($9,000) Information Enclosed
Saturdays
Defer replacement of Parks & Rec 429 Parks & Recreation ($15,000) ($15,000) 10/27/09 Staff Submitted
Administrative position to 4/1/10 Fund
QUALITY OF LIFE - SUBTOTAL COUNCIL ACTION
GENERAL, GOVERNMENT (Continued)
5. CUSTOMER SERVICE & COMMUNICATIONS
CITY MANAGEMENT
DEPARTMENT / DIVISION SERVICE PROPOSED PERSONNEL NET INC / DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION
Defer Updates to Yakima Municipal Code 611 General Fund ($5,000) ($5,000) 10/27/09 Staff Proposal
for one year
CUSTOMER SERVICE & COMMUNICATIONS - SUBTOTAL COUNCIL ACTION
6. STRATEGIC PARTNERSHIPS
There are no General Government policy issues under this budget priority
GENERAL GOVERNMENT - TOTAL COUNCIL ACTION
(EXCLUDING OUTSIDE & INTERGOVERNMENTAL AGENCIES)
CO
•
h
RI
RI
O
RI
RI
GENERAL GOVERNMENT (Continued)
(%)
• PROPOSED 2010 FOLLOW-UP ITEMS
DEPARTMENT DIVISION SERVICE PROPOSED PERSONNEL NET INC (DEC) COUNCIL
POLICY ISSUE REQUEST JUSTIFICATION UNIT FUNDING SOURCE SALARY BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
• Study: Possible "inmate Clean-Up"
• program, utilizing court ordered
• "community service"
•.
• Study: Possible Fire Authority
Study: Possible Parks District
r'Yq
Study: Options for addressing long-term
Fire Capital funding needs
C !TY OF itila /lila
2010 BUDGET IV A PUP
GENE L GOVT MENT
SUPPLEMENTAL INFO A TION
Police
Crime & Intelligence Analyst Supervisor ................................................7
Legal
Community & Economic Development
Animal Control Officer
Restoration of Dog License Fees .............................................................12
Finance
FinanceReductions.......................................................................................................1z1
Public Works
Harmon Center Reductions.....................................................................22
City of Yakima 200 S. 3" Street
•
•
Polzce Department ef •
Yakima, IVashinglon 98901
,S'anz Granata, Chief of Police Telephone (509)575-6200 Fax (509)575-6007
'
11-16-2009
To: Mayor Dave Edler and City Council Members
From: Sam Granato, Chief of Police
Ref: Police Department Crime Analyst
Cc: Dick Zais, city Manager
Mayor and Council Members:
In August of 2005, the police department embarked on the first pilot neighborhood emphasis
project in north central Yakima. Key to the success of that program and all emphasis projects
has been crime analysis. The analysis utilized at that time was done by a police officer who
had minimal training in the concept of crime analysis. The primary consideration was
determining what area of the city had the highest crime rate to be able to target for saturation
patrols to have a significant impact on crime.
While this type of analysis is the basic form of crime analysis, it was done to also show the
council and the community that the traditional random patrol system that has been utilized in
• Yakima was inefficientnot just in how units are deployed, but also that without proactively
attacking crime, it was reactive. It also showed that the numbers of routine units available
was unable to cope with the volume of crime to be able to do any pro-active patrolling to
prevent crime. This was the genesis of the Proposition 1 in 2006. Included in that budget for
Proposition 1 was a crime analyst position. After Proposition one failed and the library tax
was diverted to the Law and Justice, money was set aside for a crime analyst. Utilizing
consultants in the field of crime analysis, a job description (see attached) was developed for
the position and a international search for a person to fill that position was launched in the
spring and summer of 2008. Applicants as faraway as London, England were interviewed
and ultimately, Cesar Abreu, a 23 year Army Intelligence Analyst was selected and hired and
his start date was in November of 2008.
Part of the 2007 LEMAP assessment (see attachment 2) of the Police Departinent was to
determine our records management system capability and tools needed to do crime analysis
to move the department to Comp Stat policing or what is now known as "Intelligence Led
Policing", Comp Stat; short for computer statistics, innovated in the early 1990s in New York
City to hold individual Police Precinct Commanders accountable for the crime that was
occurring in their respective precincts.
Weekly staff meeting were held with the weeks crimes statistics and trends displayed to see
the types of crimes that were occurring and what strategies to employ to reduce crime.
Precinct Commanders were given resources to such as pro-active units to attack the crime,
They were also held accountable for failing to do so.
The accountability was down to the individual shift supervisors and beat officers so that •
Commanders could see which officers and squads where utilizing the information and pro-
actively attacking crime, It also gave patrol commanders the ability to see when and where
Budget Wrap-Up • General Government 7
crime was occurring to deploy resources during the times indicated the crimes were
occurring and where.
The results of Comp Sate are no longer a "new concept" but a reality in modern agencies .
committed to better utilize resources (manpower) to reduce crime in their communities.
It is this system that has made New York City one of the safest cities in America today.
Departments across America began to emulate Comp Stat and the concept that accountability
for reducing crime belonged to the individual beat officers, squads and their commanders.
While crime analysis had been around for years, the utilization of crime analysis had taken a
very valuable role in the Policing in modern America.
The information flowing into a modern police department is huge and no one individual can
access all the information needed to formulate a plan to attack crime without the in-depth
training and tools necessary to cull information from disparate systems and databases that are
in use today. Additionally, since the advent of the 911 attacks, terrorism has been placed high
on the list of analyst capabilities to look for patterns and indications of terrorist activity. All
major police departments have crime analyst engaged in sharing information with analyst for
other jurisdictions thus broadening the capability to look for traveling suspects who go from
city to city preying on citizens.
For what ever reason, the crime analyst has become a political beacon by some members of
the YPPA and has apparently made its way to the council for consideration for elimination.
This would be a foolhardy and shortsighted mistake. The delay in fully implementing the
capabilities of the crime and intelligence analyst is not his fault but found in the current
system for records management and the inability to retrieve the data in a digital format that
modern analytical tools that we have purchased (thanks to a federal grant some $180,000
dollars worth of software and hardware). Even so working with the vendors the new Crime ,
Mapping feature has been implemented to alert citizens to crime occurring in their
neighborhoods. The decision not to move forward with implementing the full suite of tools
already purchased is that now we are certain to merge with Yalcima.County's Spillman
records system, we would have to pay twice to convert the data. A decision was made by me
to delay that until we have merged with Yakima County. To eliminate this position now
would be taking a step backwards and literally throw away $180,000 worth of software and
hardware purchased with federal dollars.
I have attached a recent article about Crime Analysis and what it does for law enforcement.
Our program is in its infancy and to eliminate it now would actually cost many more dollars
in the future in wasted and inefficient utilization of our resources.
Therefore I request the council not vote to eliminate this position and allow the department to
enter the modem era of policing Yakima with the tools necessary to relentlessly pursue crime
utilizing crime analysis.
I suspect the influence to eliminate this position is found in the inherent ability of Police
Management be able to have accountability in subordinates for the efficient utilization of
resources to reduce crime. Fear of accountability should not be a reason to eliminate a
valuable position.
•
8 General Government • Bridget Wrap-Up
CITY OF YAKIMA
LEGAL
DEPARTMENT
200 South Third Street,Yaldma, Washington 98901 (509)575 -6030 Fax (509)575 -6160
MEMORANDUM
November 10, 2009
TO: Honorable Mayor and Members of the City Council
FROM: Dick Zais, City Manager
Jeff Cutter, City Attorney
Helen A. Harvey, Senior Assistant City Attorney
SUBJECT: City -Wide Outside Legal Counsel Fees as of September 30, 2009
As of September 30, 2009, the City has spent $494,490 in outside legal counsel fees for 2009.
This is a decrease of $96,902 compared to the amount that was paid to outside counsel as of
September 30, 2008. The year -end total for outside legal counsel expenses in 2008 was
$741,352. Outside counsel fees for 2008 dropped $205,010 or 21.6% from 2007.
Since September 30, 2009, additional statements have been or are being processed on
payments for professional services for outside counsel. Some of the subsequent expenses for
outside counsel in the Risk Management Professional Services account include: $88,111.93
reimbursement to CIAW in the Police Department Litigation Defense account for professional
services of outside counsel for defense of Police Department litigation; $13,542.89
reimbursement to -- CIAW - _- ,in- -- _the --- Risk -.. --Management Professional Services account for
professional services of outside counsel for defense of other litigation; $6,363.63 to be paid
from the Risk Management Professional Services account on two litigation matters not covered
by CIAW insurance because the incidents were before December 14, 2005; $16,400 billed by
Lofland & Associates for professional services in the Recall court case; $4,600.22 to K &L
Gates; and $27,399.90 to Cascadia Law Group which will be reimbursed by the insurance
carriers. These recently paid or pending disbursements total $156,418.57.
When outside counsel expenses to defend a litigation matter covered by Travelers Insurance
through Cities Insurance Association of Washington ( "CIAW ") exceed the City's self- insured
retention of $100,000, outside counsel expenses are paid by Travelers Insurance. The City
joined CIAW on December 14, 2005.
Attached is a 2009 Professional Services worksheet that breaks down the fees paid to outside
counsel as of September 30, 2009.
Attachment
Budget Wrap-Up • General Government 9
MEMORANDUM
DATE: October 23, 2009
TO: Honorable Mayor and Councilmembers
Dick Zais, City Manager
FROM: William Cook, Director of Community and Economic Development
Joseph Caruso, Acting Codes Administration Manager
SUBJECT: Animal Control funding — 2010 budget
Background:
At your Tuesday, October 13th Council Budget Study Session, staff explained the rational behind our
proposal to shift one general fund supported FTE from Animal Control Officer to a Community
Development Block Grant (CDBG) eligible vacant Code Compliance position. We proposed this shift to
1.) Reduce the department's general fund expenses by approximately $71,539, and 2.) .Save a valued
employee by switching their assignment and funding source over to the City's federal CDBG program.
Please note: funding code compliance activities and personnel is an eligible CDBG expense. Funding
animal control activities is not.
Council Request:
At your budget study session, Council asked staff to provide additional information on,current animal
control workload and ongoing discussions with the Yakima Humane Society.
Council Questions:
We have attached three maps related to animal control workload:
1.) Animal control calls from June 2004 — June 2005. This map shows the distribution of 4,446 calls
that were handled by two animal control officers. Our third officer, funded through the .3%
Criminal Justice Sales Tax, was hired in August 2005.
2.) A similar map of Animal Control calls for the period of October 2008 to October 2009, showing
the distribution of 4,655 animal control calls handled by three animal control officers. The call
volume in 2008 is only 4.7% higher than the call volume in 2004/2005, although the City .
increased in size by approximately 15% over the same period of time. As the two maps show, our
highest concentration of calls continues to be east of 40 Avenue.
3.) . A map of "high priority" calls received between October 2008 and October 2009. This map
displays a subset of all calls, focusing on those calls we consider most response- critical:
dangerous animal, animal bite, animal assistance, etc. The attached list of complaint "types"
further describes the three categories: 1.) high priority; 2.) secondary and 3.) non- essential. Each
is approximately one -third of the total call volume. Please note: a "barking dog" complaint is
categorized as non - essential because we believe these complaints can be handled with less
involvement of our animal control officers.
4.) Split responsibility of 1 FTE between code compliance and animal control duties.
Yes, this could be done, however, the potential of audit findings increase significantly when an
employee is asked to spend part of their time working on an eligible activity and part of their time
working on an ineligible activity. It has always been our intent that our reassigned employee could
be called upon in an emergency for backup if needed to assist animal control. This arrangement
would be much easier to defend and explain when our CDBG program is audited.
10 General Government • Budget Wrap-Up
More specifically, in response to the questions "How many animals do we pick up in a year," we offer the
following statistics:
2007 1406
2008 1083
2009 (YTD) 1031
Options for 2010 budget
1.) Approve staff recommendation to eliminate one animal control position (from 3 to 2) and shift the
person in that position over into a CDBG funded vacant code compliance position. Direct staff to
make necessary adjustments in service priorities, if needed, to maintain a high level of customer
service and timely response to "high priority" calls.
2.) If Council is concerned that prioritization of calls and the commensurate reduction in service that
will be provided by two animal control officers will not be satisfactory, approve the employee shift
described above and evaluate the benefit and city authority to enter into a contract of service with
the Yakima Humane Society to provide the services of one animal control officer. The fully
loaded personnel cost of our City Animal Control Officer is approximately $71,500 vs. the
Humane Society cost of approximately $37,000. The Humane Society currently provides animal
control services to Sunnyside, Grandview, Prosser, Toppenish, Yakima Housing Authority, Selah
and Union Gap. Only Yakima County and the City of Yakima have their own designated animal
control officers. Please note: Moxee and Tieton use their Public Works Departments to respond
to animal control calls.
This option will reduce the animal control expense to the general fund by approximately $34,500.
3.) Maintain the 2010 budget for current three position staffing level in the Codes Division. Identify
alternative cuts in the general fund to balance the budget.
Regardless of which option Council ultimately chooses, staff recommends approval of a Policy Issue
(attached) to restore the 2007 animal licensing fees. Fees were reduced effective January 1, 2008 with
the projection that such a change would increase license sales and increase license fee revenues.
Neither outcome has materialized. Sales are down and revenue is off approximately $20,000 per year.
These additional dollars that could be used to help fund the City's animal control program.
Bridget Wrap -Up • General Government 11
2010 MAJOR POLICY ISSUES
DEPARTMENT: Community and DIVISION: Code Administration
Economic Development
POLICY ISSUE TITLE: RESTORE 2007 DOG LICENSE FEES
1. Proposal -.This proposal is a request to restore animal control license fees back
to the 2007 fee schedule. Since the dog license fees were reduced in 2008, the
City of Yakima has experienced a revenue loss of approximately $20,000 each
year. The recovered fee experiment initiated in January 2008 was to be revisited
in the future to reevaluate the goal of increasing license sales and revenue.
Restoring these fees would supplement the general fund in supporting the cost of
the animal control program. The fee change initiated in 2008 has lost revenue
dollars and license sales have dropped.
2. a. Fiscal Impact- If fees were restored to the 2007 schedule, the general fund
would see an increase of approximately $20,000 annually.
b. Proposed Funding Source - Restored license fee increase
c. Public Impact - . Increase in dog fee licenses
d. Personnel Impact - maintain three animal control officer positions.
e. Required Changes in City Regulations or Policies - Council Policy Issue
f. Legal Constraints, if applicable -- None.
g. Viable Alternatives - leave current fees in place
Conclusion and /or Staff Recommendation -- This is a Council Policy decision.
12 General Government • Budget Wrap -Up
2007 - 2009
Dog License Revenue Comparison
2007 Total Revenues $36,304.00
2008 Total Revenues $15,312.00 (- $20,992.00)
2009 Projected Revenues . $12,000.00 (- $24,304.00)
Total Estimated Lost Revenues `08/'09 $45,296.00
Current Dog License Fee Schedule: Restored Fee Schedule:
1 year altered tag — new $5.00 $15.00
1 year altered tag — renewal $5.00 $12.00
1 year unaltered tag — new $30.00 $30.00
1 year unaltered tag — renewal $25.00 $25.00
Perm. Senior Citizen altered tag $5.00 $25.00
Perm. Senior Citizen unaltered tag $30.00
Disabled Citizen tag No fee No fee
Replacement tag $5.00 $5.00
3 year altered tag $33.00
3 year unaltered tag $70.00
Budget Wrap -Up • General Government 13
DEPARTMENT OF FINANCE & BUDGET
129 North Second Street
° `� ` 1.11 Yakima, Washington 98902
MEMORANDUM
November 6, 200
To: The Honorable Mayor and Members of City Council
Mr. Dick Zais, City Manager
• From:
Rita DeBord, Finance Direct.
z000� u nz , naoce �.
Cindy Epperson, Deputy Director Accounting andBndgetC,=
• Subject: Response to Council Budget Requests - Finance Division
During Council's recent budget review meetings, the Finance Division was asked to
provide additional information in two areas: (1) review SunDome Bonds for refunding
opportunity and (2) provide additional budget reduction options. This memo responds
to both requests.
1. SunDome Bond Refunding (i.e.: refin ' ):iozespmzseho8doCooncilzequestaD
outstanding bonds were reviewed to determine if any benefit could be obtained
q.;
`�/����d�-�a�t�w�i�No. �o�t��6�ds�otc�be
refunded have call dates too far in the future to produce positive results if they were •
to be refunded at this time (too much negative arbitrage would result); the City
wouJd actually lose money by refunclirig any of these bonds.
2. Provide Additional Budget Reduction Options: If re i dtoredoce8zcDbdnimo
budget by another $75,000 the following items would be eliminated from the budget:
a. $ 3,000 Reduce printing
b. $ 5,000 Reduce Overtime
c. $ 1,500 Reduce Dues & Subscri dono
d. ,$15,500 Postpone replacernent of Treasury/Financial Services Officer
position until March 2010
e. $50,000 Eliminate 1 FTE (2 positions by 50% each) - Financial Services
Specialist position / both Filled; these positions perform Accounts •
PayaNe and Receivable functions
-----
$75,000 Total
•
Note: additional information explaining the above reducions and related impacts
will be provided to Council next week (this report was not finalized at the time the
`_ / Council packet went to print).
Yakima
•
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Customer Serv/ee/5O0575'6D8D^ Finance (J09) 575'607O Information Systems (J09)575'6098 `,,"
14 General Government • Budget Tfrap-Up
Memorandum
November 9, 2009
To: The *Honorable Mayor and Members of City Council
From: Rita DeBord, Finance Director
. Cindy Epperson, Deputy Director Accounting and Budgeting
Subject: Finance Division 2010 Budget — Supplemental Information
During recent Council Budget Review meetings, the Finance Division was asked
to provide additional budget reduction options. in response to this request, the
Division submitted a brief memo to Council on November 6, 2009 that identified
the additional reductions that would be made in the event further reductions in
this Division are required. This memo provides further description and
clarification regarding these reduction options.
Additional budget reductions options:
• $3,000 Printing costs (Miscellaneous Expense)
• $1,500 Dues and Subscriptions (Miscellaneous Expense)
• $5,000 Reduction in Overtime
• S15,500 Postpone replacement of Treasury/Financial Services Officer
. • $50,000 Eliminate 1 FTE (2 positions by 50% each) — Financial Services
Specialist position (both filled)
Printing Costs: We will pursue reducing printing costs by significantly reducing
the number of Budget Documents printed. Since these documents are on the
City's website we would direct employees and the public to go on-line and
download / print the budget themselves. (The City currently prints, assembles and
distributes over 150 Budget Forecast documents and approximately 100 Preliminary
Budget documents.)
Dues and Subscriptions: for years we have purchased a subscription to the Bond
Buyer — a financial publication focused on debt issuances, borrowings and
current information regarding the bond and investment markets. This
Page 1 of 7
Bridget Wrap-Up • General Government 15
publication provides valuable information to our Treasury Services Officer (TSO)
relative to his investment and debt issuance activities; however, our new TSO
believes we can locate other, less expensive sources of this critical information.
Overtime and Postponement of filling Financial/Treasury Services Officer
position: Much of the Divisions work is focused around regulatory and
operational deadlines - such as year-end closing; financial statement preparation
and distribution; budget preparation; payroll; 1099 and W-2 distributions; grant
reimbursement deadlines, Council and other projects, etc. With the staffing
levels of 2009, overtime was required to make these deadlines in the past, and
with the reduction of 1 Accountant position from the 2010 budget, additional
overtime will be needed if we are to meet these deadlines in the future.
Initially, the Budget Forecast included the addition of a 50% lower level position
to help offset some of the impacts of the loss of the Accountant; however, these
budget funds were eliminated in the 10-27-09 budget reductions (after the
submittal of the Budget Forecast), and $10,000 was added to the Division
overtime budget to help address the workload demands that will be placed on
the remaining staff. This reduction would eliminate 1/2 of the amount budgeted
to help offset the loss of the Accountant and not filling a 50% Financial Services
Technician position.
The Financial Services Officer (1 FTE) and Accountant (3 FTEs) positions are the
engine that drives the Finance Division. This is the professional staff that is
responsible for ensuring that all transactions of a financial nature - Citywide -
are consistent with Federal, State and City regulations, are properly executed,
documented and recorded. This includes oversight of internal controls and the
safeguarding of public assets and minimizing the likelihood of fraudulent
activities.
These positions carry an extremely heavy workload - the level of which places
extreme pressures on our ability to ensure the accuracy and timeliness of work,
significantly reduces our ability to safeguard assets and minimize opportunities
for fraud. The "auditing" role these positions should be performing to help
ensure the safety of public assets and to ensure the City remains in compliance
with the multitude of regulations that we must comply with has been eroded in
this budget - without the additional reductions - to risky levels.
Page 2 of 7
16 General Government • Budget Wrap-Up
Financial Services Specialist Position (FSS),: In order to clearly convey the •
iinpacts of eliminating 1 FTE — Financial Services Specialists position, it is
necessary to ensure that there is a clear understanding of the duties and
responsibilities of these positions. Therefore, attached you'll find an outline of
the types of duties performed by this position.
Please note, that while there are 5 Financial Services Specialist (FSS) positions,
there are three distinctly different functions performed: 3 FSS positions perform
Accounts Payable functions, 1 FSS performs Accounts Receivable functions and 1
FSS performs Treasury — cash functions. All three positions perform •
their duties and provide support for all departments, Citywide. See attached list
of duties performed by the Financial Services Specialists.
While we are happy to provide this information to Council, we want to state that
it is not our recommendation to implement the staff related reductions included
in our response.
•
•
Page 3 of?
13lidget Wrap-Up • General Government 17
Overall Duties and Responsibilities
Of
Financial Services Specialist Positions:,
Process all Accounts Payable Transactions - Citywide
i. 28,500 invoices and 13,300 claims warrants paid in 2009; or
nearly 1200 per person per month.
ii. Audit of all 28,500 invoices for processing includes matching
invoices to purchase orders, verifying calculations and
extensions for merchandise or services, keeping each individual
invoice to include in the weekly check run. Average thousands
of invoices a month and the number of vouchers assigned to
these invoices doesn't give a true picture in the amount of
keying required; ex: approx. 300 power bills are individually
keyed to assign account numbers, but only one voucher is
entered to pay the total bill.
iii. Process account receivable refund checks weekly;
iv. Audit all Purchasing / Travel Visa card statements for required
authorizations, department signatures, support documents,
accuracy, compliance with purchasing and finance policies and
procedures; possible misuse of funds; etc. These payments will
be made by wire transfers, which require special "hand check"
process to apply all charges to the proper account;
v. Monitor all monthly vendor statements; work with departments
to clear up past due balances; work with vendors to address any
debit/credit card discrepancies;
vi. Train / assist all City buyers on an on-going basis regarding the
system, purchase order procedures and paperwork processing;
vii. Support other department staff in researching / reviewing files
and records;
viii. Retiree Checks: process monthly pension checks for retirees;
ix. Maintain attendance and payroll data for division personnel;
x. Provide assistance and support to auditors, including providing
back-up documentation, files, records, explanations of specific
transactions as well as city polices and procedures, etc.
xi. Miscellaneous duties: provide support to Financial Technicians
and accountants; maintain office supply inventory, ensure
division copiers / printers are functioning properly; open, sort
and distribute daily division mail.
Page 4 of 7
18 General Government • Budget Wrap-Up
Process all Accounts Receivable Transactions Citywide
i. Process all accounts receivable transactions
ii. Local Improvement Districts (LIDs):
• prepare and mail certified letters to property owners when
new LID is formed
• Setup accounts when annual contract payments are required
• Maintain and research accounts as necessary when properties
are bought/sold
iii. Title Companies — research and notify Title Co. for assessments
due the City when properties sold;
iv. Process recurring monthly invoices (receivables) — typically long-
term contracts;
v. Storm water - prepare monthly reports (regarding adjustments to
accounts) and submit to County;
vi. Monthly reconciliation of Utility (water / wastewater) invoices
billed/paid — hydrant meter charges, TH and Union Gap charges
and debt service payments)
vii. Accounts Due or Delinquent - Generate and distribute monthly
statements, past due notices and collection notices as appropriate;
viii. Collection Agency — forward accounts monthly, as appropriate;
process/reconcile checks from collection agency and
process/reconcile report from collection agency verifying
accounts deemed cancelled or paid in full;
ix. Quarterly Gambling Tax Revenues — reconcile tax payments;
generate and mail past due, delinquent, collection, etc, notices
and prepare spreadsheet for quarterly status report;
x. Process Quarterly Billings — Downtown Yakima Business
Improvement District, Fire Alarm Monitor, and Front Street
Business Improvement District;
xi. Quarterly Accounts Receivable Report — prepare detail status of
each account, by account type (assessments, SIED loans, Section
108 Loans, Gambling tax, etc.);
xii, 2009:Billed 653 Miscellaneous Accounts Receivable Invoices;
•
•
Page 5 of 7
_Budget Wrap-Up • General Government 19
Cash Receipting / Handling — Citywide:
i. 11,900 cash register transactions processed 2009;
ii. Returned Checks Processing - initiate journal entries to reverse
payments, notify departments of activity, send notices to payee
requesting payments of these items, forward checks to collection
agency when applicable;
iii. Parking Lot monies — verify lot collections and record/file
documents;
iv. Municipal Court — process remittances, prepare detailed records;
v. Process on-line payments received (grants, ACH, utilities, invoices,
etc.);
vi. Process payments received in mail - scan checks, forward partial or
incorrect payments to Utility Services, address questions, etc.
(includes: invoices, utility tax payments, utility payments, various
miscellaneous monies);
vii. Gambling Tax Revenues — reconcile payments received, process
statements for any account discrepancies;
viii. Count, verify and process all monies / cash received from all
divisions throughout the City; receive cash transmittals from:
b. Parks & Rec., Lions and Franklin pools, Fisher Golf, Gateway Park,
Senior Center, Animal control, Comm. TV, Codes, Engineering ,
ONDS, Fire, Police, Municipal Court, Probation, Property Records,
Home Detention, Public Works, Transit, Van Pools, Cemetery, etc.,
i. Record all payments in proper revenue accounts and post to
general ledger; Make necessary payment adjustments for receipts
entered into wrong accounts;
ii. Make Bank Deposits
iii. Balance / Reconcile Claims Warrant Account (Key Bank), prepare
journal entries and forward to Fin. Services Tech for input;
iv. Balance / Reconcile Payroll Warrant Account (US Bank); prepare
journal entries and forward to Fin. Services Tech. for input;
v. Prepare / process billing requisitions received from various City
Divisions
vi. Prepare Monthly Reports (forward to Accounts payable for
payment, where applicable):
a. District Court reimbursements
b. County Prosecutor Crime Victims Program
c. County Witness Fees
d. State Traffic Safety Remittance
Pagec5 of 7
20 General Government • Budget Wiap-Up
e. Local Improvement Districts (LIDs) - Prepare and mail
statements for LID accounts when due
vii. Respond to audit requests and provide support to auditors
Miscellaneous Cash Activities:
I. Armored Car Shipments — assist processing of Transit collection
boxes and prepare shipments for pick-up and delivery;
ii. Audit refund requests from all divisions Citywide; forward to
accounts payable, if appropriate; record and file when completed;
iii. Assist Cashier with balancing issues, Verify cashiers' cash drawers
and Prepare Bank Deposits;
iv. Prepare journal entries for refunds due to credit card activity -
verify, record and file;
v. Storm water - reconcile payments and/or adjustments received
vi. Reconcile paid invoices; prepare statements/letters for any
discrepancies;
vii. Research customer calls / complaints, follow up as appropriate;
Cash Managernent:
Daily Activities (note: the daily cash balancing can take from 1 to 3 hours,
depending on volume of activity and number of necessary
adjustments.):
xiii. Confirm wire/ ACH transactions (City payments), ensure sufficient
funds available to cover obligations; •
xiv. Send wires, initiate / verify ACH payments;
xv. Initiate journal entries to record City's electronic payments;
xvi. Research any unidentified monies received;
xvii. On-Line Banking — balance/reconcile all checks redeemed, correct
and document any discrepancies;
Page 7 of 7
Budget Wiap-Up • General Government 21
MEMORANDUM
•
•
November 13, 2009
TO: Dick Zais, City Manager
FROM: Traci Bennett, Recreation Supervisor
Ken Wilkinson, Parks and Recreation Manager
•
RE: Options for Harman Center Budget Reductions
•
•
The Hannan Center is currently open Monday — Friday, 8AM — 4PM; Tuesday and
Thursday evenings from 7PM — 1OPM; and Saturdays 9AM — 3:30PM. The Center is
staffed by 2.5 FTE's, two temporary employees (866 hours) and hundreds of volunteers
which provide thousands of additional work hours.
Staff prepared a budget which combines property tax resources and self generated
revenues for the Harmon Center. The 2009 adopted budget consists of $580,000.00 of
program fees and grant revenue against a budget of $700,000.00. It is approximately
82% self supporting. The 2010 budget is similarly constructed. Staff recommends the
2010 Preliminary Budget for the Harmon Center. However, in the event it is necessary to
reduce the Harmon Center Budget, options are presented below.
The following are estimated reduction options for Hannan Center budget of which a
number serve also to accentuate the leanness of the current operation:
• • Reduce the average temperature in the building from 74 degrees to
70 degrees and limit the use of the gas fireplace to two hours daily
or special occasions only (natural as). $5,000
• Reduce printing costs, rely on web -site. $1,000
• Reduce telephone budget (this may be instituted regardless). $3,000
• Close 1 hour early six days a week, 3PM Monday — Friday and
2:30PM Saturday. $3,000
• Close Tuesday evenings. $3,000
• Close Thursday evenings. $3,000
• Close Saturdays. $3,000
Total Estimated Reductions: $21,000
Staff further understands that no specific reduction options were recommended by the
Council's deliberative process but only that a target amount of $9,000 was asked for
impact review.
22 General Government • Budget Wrap-Up
(11Y OF /114/11111
2010 POLICY ISSUE SII Y
OTHER OPE TING F DS
FIRE
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Identify a sustainable funding source for Fire Fire Capital - Undeter- Referred to Council Public Safety
apparatus / capital replacement program mined Committee for Study in 2010
CITY AGEMENT STO WATER
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY 1 BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Stormwater Utility Rate Adjustment for 2010 Stormwater Revenue Rczwriire $325,000 $0 Budgeted Council approved
and 2011 - from $35/ERU to S40/ERU - 2010 and on 11/17/09
$43/ FRU - 2011
STO WATER / WASTEWATER
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Upgrade a vacant position to 50'%, Wastewater / $0 Budgeted
' Hydrologist 50% Stormwater Net Increase $63,300 $63,300 Upgraded position
■z4
OTHER OPE FUNDS - CITY MANAGER (Continued)
f
Z.... WASTEWATER
r.
...t
■-ri DEPARTMENT / DIVISION PERSONNEL NET INC I (DEC) COUNCIL
Z POLICY ISSUE REQUEST 1 JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
...
-...,
;0:
SCADA Tip Out & Power Distribution Wastewater $735,000 $0 Budgeted
•
Facility Capital
.....:.,
Nutrient Removal Project
--,
F. 1. Site preparation - building to house equipment 1. WW Facility Capital 1. 2010 5300,000 50 Budgeted
-; 2. Annual Equipment Rental 2. WW Operating Fund 2. 2010 $300,000 $0 Budgeted (Ann. Est 5250-S350K)
r"--
1- Generate Engineering reports to address man- Wastewater Facility 51,000,000 50 Budgeted
dated NPDES & TIYIDL Issues Capital
Wastewater Collection System Evaluation Sewer Construction 5200,000 $0 Budgeted
Capital
PUBLIC WO '',! ,l'"< S T A ''"',,,,'' SIT
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Purchase 5 heavy duty low floor Transit buses Transit Capital - 52,000,000 50 Budgeted
American Recovery
and Reinvestment Act
(ARRA)
R L FUSE
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Refuse Rate Increase - 37,, Refuse Operating 21)10 Unbudgeted (Because landfill
(In response to landfill rates set by Yakima Fund Revenue $119,000 rates were unknown at the
County Solid Waste) time of budget preparation)
Annually $14(l,00) MO LandfilI Charges $100,000
OTHER OPE ' TING FUNDS - PUBLIC WORKS (Continued)
S AND RECREATION
DEPARTMENT / DIVISION PERSONNEL NET INC / (DEC) COUNCIL
POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON-PERSONNEL FROM BUDGET COMMENTS ACTION
Community Service Inmate Program - 2010 Study Unknown Unk Council Proposal
GENERAL GOVERNMENT - TOTAL COUNCIL ACTION
(EXCLUDING OUTSIDE & INTERGOVERNMENTAL AGENCIES)
•C,
*S
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Other Funds • Budget Wrap-Up 4