HomeMy WebLinkAbout10/17/2017 00 Misc Distributed at the MeetingDistributed at the
HUMAN RESOURCES - GENERAL FUNL Meeting
0 The Human Resources Department is responsible for the administration of a comprehensive human
resource management program in accordance with Federal, State and local regulations.
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This department administers the following programs, benefits, plans or regulatory requirements:
• ADA (Americans with Disabilities Act)
• Administrative Policy Compliance
• Collective bargaining —14 labor units
• Charter Civil Service operations
• City of Yakima University
• Disability insurance
• EEOC Compliance
• Employment eligibility verification
• Flexible Spending Accounts
• FLSA (Fair Labor Standards Act)
• FMLA (Family and Medical Leave Act)
• FTA / DOT random drug testing administration
• ICMA 457 Deferred Compensation Plan
• Labor Relations
• Life insurance
• Police and Fire Civil Service operations
• Pre-employment physical examination administration
• Retirement system administration
• Self-insurance for health insurance
• Self-insurance for Worker's Compensation
• Self-insurance for unemployment insurance
• Section 125 Plan
2018 Council Budget Presentation - 45
PERFORMANCE STATISTICS
Human Resources
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Personnel Requisitions
262
200
185
185
Applications Received
1,387
1,754
1,500
1,500
Employment Tests Administered
128
140
113
120
Number of Candidates Scheduled/Tested "'
634
600
400
400
Personnel Hired
182
146
140
140
Classification Studies Completed
13
20
20
20
Unique Training Hours (Individual CYU Course Hours) "'
228
195
102
100
Cumulative Hours of CYU Instruction '
604
648
400
400
Number of CYU Training Participants "'
1,708
3,631
2,000
2,100
Total Hours of CYU Training Obtained "'
7,186
7,186
7,000
6,000
Hours Invested in Labor Negotiations/Contract Admin/
Grievances
200
200
350
250
Medical Leave of Absence Cases (FMLA, WA State Law) "'
110
135
140
140
ADA Accommodations "'
1
4
5
5
Worker's Comp Claims Handled "'
136
124
134
134
Hours spent on Safety Issues "'
480
480
500
500
Hours Invested in Employee Relations (Consultations on Staff
Dev. Performance Evaluation/Improvement, Discipline
Administration, etc.)
1,600
1,600
1,600
1,800
Personnel Action Forms - Handling
1,935
1,935
2,000
2,000
Performance Evaluations Issued
875
847
850
850
Hours Invested in Evaluations Process "'
240
275
450
300
(1) Change in recording process
46 - 2018 Council Budget Presentation
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CODE ADMINISTRATION - GENERAL FUND
The Code Administration Division is responsible for the enforcement of all development codes related
to structural, fire, life safety and health requirements. In addition, this division enforces land use
regulations; operates the City's customer service Permit Center; answers water and sewer utility
location and/or connection fee inquiries, issues general and regulatory licenses, oversees the City's
Animal Control program, administers the City's nuisance ordinances; and operates the City's Code
Compliance hotline.
PERFORMANCE STATISTICS
Licenses
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Business Licenses
5,039
5,778
5,332
5,491
Regulatory Licenses
471
545
430
442
Amusement Devices
11
9
8
9
Penalties on Business Licenses
564
547
545
561
Total
6,085
6,879
6,315
6,503
Dangerous Building Repair and Demolition
Abatement Charges/Appeals
53
21
16
17
Code Administration
Building Permits
1,098
1,094
838
863
Fire Permits
125
138
96
98
Mechanical Permits
563
521
451
464
Plumbing Permits
416
590
393
404
Sign Permits
108
190
140
144
Plan Review Fees
539
668
452
465
Water/Sewer Application Processing Fee
154
226
135
139
Examinations
12
4
11
12
Right -of -Way Use Permits
14
15
9
10
Total
3,029
3,446
2,525
2,599
2018 Council Budget Presentation - 99
EXPENDITURE SUMMARY BY FUNCTION
Function/Title
223 Animal Control
225 Dangerous Buildings
226 Permits / Licenses
229 Code Administration
239 Administration
Object/Type
2015
Actual
Expenditures
$ 276,399
64,780
151,913
1,132,926
2016
Actual
Expenditures
$ 336,972
25,577
176,915
1,211,318
17,105
2017
Amended
Expenditures
2017
Year -End
Estimated
2018
Projected
Expenditures
$ 351,465
54,000
163,000
1,308,878
$ 354,415
26,000
144,756
1,306,047
$ 355,966
26,000
144,377
1,399,957
$ 1,626,018 $ 1,767,887 $
1,877,343 $
1,831,218 $ 1,926,300
EXPENDITURE SUMMARY BY TYPE
2015
Actual
Expenditures
100 Salaries & Wages $ 886,788
200 Personnel Benefits 343,788
Sub -Total Salaries & Benefits 1,230,576
300 Operating Supplies 27,868
400 Professional Services & Charges 366,159
Transfers 1,416
Total Expenditures
Class
Code Position Title
2016
Actual
Expenditures
$ 982,629
393,188
1,375,817
35,477
354,093
2,500
2017 2017 2018
Amended Year -End Projected
Expenditures Estimated Expenditures
$ 1,035,659 $ 1,036,637 $ 1,104,237
414,759 423,271 452,919
1,450,418 1,459,908 1,557,156
25,300 25,400 25,000
399,125 343,409 341,643
2,500 2,500 2,500
1,877,343 $ 1,831,217 $ 1,926,299
$ 1,626,019 $
1,767,887 $
AUTHORIZED PERSONNEL
1252 Code Administration Manager
4315 Plans Examiner II
4419 Code Compliance Officer
4421 Code Inspector
4430 Permit Project Coordinator
4441 Permit Technician
6510 Animal Control Officer
11251 Supervising Code Inspector
Total Personnel
2015
Actual
2017 2018
2016 Adopted Projected
Actual Budget Budget
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
5.00 5.00 5.00 5.00
3.00 3.00 3.00 3.00
1.00 1.00 1.00 1.00
3.00 3.00 3.00 3.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
17.00 17.00 17.00 17.00
(1) Code Administration funds 1.17 FTE's in Environmental Planning (021) and 1.00 FTE in Neighborhood Development
(124) and has the equivalent of 1.75 FTE's funded by Wastewater (473), Water (474), and Irrigation (475).
100 - 2018 Council Budget Presentation
YAKIMA REVENUE DEVELOPMENT AREA - FUND 323
0 The Yakima Revenue Development Area Fund is used to account for the revenue and expenditure
activity relating to the infrastructure improvements made to Cascade Mill Redevelopment area.
Redevelopment of the Cascade Mill Project Area in 2018 will focus on City streets inside the Mill
District, including environmental review and construction plans. Street construction is targeted for late
2018 to 2019. Landfill clean-up will be conducted under the new road corridor.
EXPENDITURE SUMMARY BY FUNCTION
Function/Title
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Expenditures Expenditures Expenditures Estimated Expenditures
701 Contracted Services $ 3,092,240 $ 951,253 $ 1,200,000 $ 900,142 $ 11,500,142
801 Yakima County SIED (LIFT) — 968,686 968,686
Object/Type
$ 3,092,240 $ 951,253 $ 2,168,686 $ 1,868,828 $ 11,500,142
EXPENDITURE SUMMARY BY TYPE
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Expenditures Expenditures Expenditures Estimated Expenditures
400 Professional Services & Charges $ (85,985) $ 885 $ — $ 142 $ 142
600 Capital Projects 3,178,225 950,368 1,200,000 900,000 11,500,000
700 Debt Service - Principal 900,000 900,000
800 Debt Service - Interest 68,686 68,686 —
Total Expenditures $ 3,092,240 $ 951,253 $ 2,168,686 $ 1,868,828 $ 11,500,142
Revenue
REVENUE
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Revenues Revenues Revenues Estimated Revenues
Taxes $ 1,124,617 $ 923,622 $ 1,000,000 $ 1,000,000 $ 1,000,000
Intergovernmental 900,000 — —
Other Financing Sources 12,000,000
Transfers In 601,008
Total Revenues $ 1,124,617 $ 2,424,630 $ 1,000,000 $ 1,000,000 $ 13,000,000
2018 Council Budget Presentation -105
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106 - 2018 Council Budget Presentation
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TRANSIT OPERATING - FUND 462
The Transit Division's primary task is to provide public transportation services in the cities of Yakima
and Selah (under contract). Those services include fixed -route bus, vanpool, and paratransit services.
Yakima Transit also contracts for and participates in funding a commuter bus service between Yakima
and Ellensburg that also serves the city of Selah.
PERFORMANCE STATISTICS
Transit Fixed Route
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Ridership
1,096,221
1,033,510
1,101,146
1,050,000
Service Days
356
356
356
356
Vehicle Service Mileage
693,944
803,670
720,000
710,000
Vehicle Service Hours
49,571
54,491
49,571
50,000
Operating Expenses
$5,808,230
$6,394,199
$6,200,000
$6,400,000
Fare Box Revenues (passes, tickets, & cash)
$595,726
$594,035
$600,000
$620,000
Fare Box Return Ratio"
0.10
0.09
0.10
0.10
Revenue/Passenger
$0.54
$0.57
$0.54
$0.59
Revenue/Mile
$0.86
$0.74
$0.83
$0.87
Revenue/Hour
$12.02
$10.90
$12.10
$12.40
Passenger/Mile
1.6
1.3
1.5
1.5
Passenger/Hour
22.1
19.0
0.2
0.2
Operating Cost/Passenger'
$5.30
$6.19
$5.63
$6.10
Operating Cost/Mile"
$8.37
$7.96
$8.61
$9.01
Operating Cost/Hour"
$117.17
$117.34
$125.07
$128.00
Paratransit
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Ridership
70,080
71,875
72,000
74,000
Service Days
356
356
356
356
Vehicle Service Mileage
368,608
366,871
360,843
380,000
Vehicle Service Hours
32,211
31,353
32,109
32,500
Operating Expenses
$1,265,146
$1,215,891
$1,300,000
$1,326,000
Fare Box Revenues (passes, tickets, & cash)
$140,160
$120,722
$125,000
$128,000
Fare Box Return Ratio"
0.11
0.1
0.10
0.10
Revenue/Passenger
$2.00
$1.68
$1.74
$1.73
Revenue/Mile
$0.38
$0.33
$0.35
$0.34
Revenue/Hour
$4.35
$3.85
$3.89
$3.94
Passenger/Mile
0.2
0.2
0.2
0.2
Passenger/Hour
2.2
2.3
2.2
2.3
Operating Cost/Passenger"
$18.05
$16.92
$18.06
$17.92
Operating Cost/Mile"
$3.43
$3.31
$3.60
$3.49
Operating Cost/Hour"
$39.28
$38.78
$40.49
$40.80
2018 Council Budget Presentation - 155
Van Pool
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Ridership
65,659
49,286
51,750
53,000
Service Days
262
262
262
262
Vehicle Service Mileage
359,949
289,049
294,607
309,337
Vehicle Service Hours
7,896
6,477
4,992
4,992
Operating Expenses
$331,134
$147,889
$151,432
$154,461
Fare Box Revenues (passes, tickets, & cash)
$209,074
$162,052
$160,000
$126,987.65
Fare Box Return Ratio"
0.63
1.1
1.06
0.82
Revenue/Passenger
$3.18
$3.29
$3.09
$2.40
Revenue/Mile
$0.58
$0.56
$0.54
$0.41
Revenue/Hour
$26.48
$25.02
$32.05
$25.44
Passenger/Mile
0.2
0.2
0.2
0.2
Passenger/Hour
8.3
7.6
10.4
10.6
Operating Cost/Passenger"
$5.04
$3.00
$2.93
$2.91
Operating Cost/Mile `''
$0.92
$0.51
$0.51
$0.50
Operating Cost/Hour "
$41.94
$22.83
$30.33
$30.94
Commuter
2015
Actual
2016
Actual
2017
Estimated
2018
Projected
Ridership
28,385
23,845
25,133
26,490
Service Days
253
252
252
252
Vehicle Service Mileage
143,436
140,974
140,974
162,000
Vehicle Service Hours
4,795
4,830
4,800
5,200
Operating Expenses
$582,043
$476,024
$485,544
$540,000
Fare Box Revenues (passes, tickets, & cash)
$140,695
$72,776
$75,000
$95,000
Fare Box Return Ratio-
0.24
0.15
0.15
0.18
Revenue/Passenger
4.9*6
$3.05
$2.98
$3.59
Revenue/Mile
$0.98
$0.52
$0.53
$0.59
Revenue/Hour
$29.34
$15.07
$15.63
$18.27
Passenger/Mile
0.2
0.2
0.2
0.2
Passenger/Hour
5.9
4.9
5.2
5.1
Operating Cost/Passenger '
$20.51
$19.96
$19.32
$20.39
Operating Cost/Mile "
$4.06
$3.38
$3.44
$3.33
Operating Cost/Hour R'
$121.39
$98.56
$101.16
$103.85
(1) Fare Box Return Ratio is calculated by dividing the fare box revenue by operating expenses.
(2) Program costs are based on an unallocated cost for each program
156 - 2018 Council Budget Presentation
EXPENDITURE SUMMARY BY FUNCTION
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Function/Title
452 Ellensburg Maintenance
453 Ellensburg Operations
454 Transit Maintenance
455 Transit Center
459 Transit Administration
460 Transit Planning
461 Transit Customer Svc/Marketing
462 Transit Operations
463 Van Pool Operations
464 Van Pool Insurance
465 Dial -a -Ride Operations
466 Dial -a -Ride Customer Service
467 Dial -a -Ride Insurance
•
Object/Type
2015
Actual
Expenditures
2016
Actual
Expenditures
2017
Amended
Expenditures
2017
Year -End
Estimated
2018
Projected
Expenditures
$ 23,867 $
465,053
1,590,691
23,160
1,435,683
110,996
3,131,745
116,011
57,530
1,010,278
39
40,190
476,024
1,384,374
22,159
1,454,083
807
156,343
3,376,433
84,606
63,283
1,170,743
1,034
44,114
$ 99 $
479,397
1,611,408
63,404
1,614,054
4,000
220,350
3,466,078
96,796
70,877
1,718,985
53,000
49,194
$ 8,005,243 $
465,597 465,597
1,713,019 1,706,718
83,604 67,604
1,668,129 1,635,335
4,000 4,000
100,000 113,000
3,538,949 3,552,335
87,796 106,796
83,635 72,649
1,687,380 1,955,605
13,000 53,000
58,049 50,424
8,234,003 $ 9,447,642 $ 9,503,158 $ 9,783,063
EXPENDITURE SUMMARY BY TYPE
2015
Actual
Expenditures
100 Salaries & Wages
200 Personnel Benefits
Sub -Total Salaries & Benefits
300 Operating Supplies
400 Professional Services & Charges
500 Intergovernmental
Total Expenditures
•
2016 2017 2017 2018
Actual Amended Year -End Projected
Expenditures Expenditures Estimated Expenditures
$ 2,642,083 $ 2,805,762 $ 2,921,469 $ 2,935,110 $ 2,981,795
1,245,589 1,363,688 1,417,988 1,483,619 1,463,592
3,887,672 4,169,450 4,339,457 4,418,729 4,445,387
701,393 601,794 770,050 831,050 855,050
2,951,147 2,982,927 3,873,539 3,788,784 4,018,029
465,029 479,831 464,597 464,597 464,597
$ 8,005,241 $ 8,234,002 $ 9,447,643 $ 9,503,160 $ 9,783,063
2018 Council Budget Presentation -157
REVENUE
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Revenue Revenues Revenues Revenues Estimated Revenues
Taxes $ 3,465,978 $ 4,604,835 $ 4,660,000 $ 4,619,574 $ 4,688,868
Intergovernmental 3,484,329 3,107,076 3,187,176 2,778,868 3,180,174
Chrgs f/Goods & Svcs 954,559 953,081 1,119,318 1,216,000 1,216,000
Miscellaneous Revenues 57,295 158,433 109,075 130,075 130,075
Transfers In 74,676
Total Revenues $ 8,036,837 $ 8,823,425 $ 9,075,569 $ 8,744,517 $ 9,215,117
AUTHORIZED PERSONNEL
2017 2018
Class 2015 2016 Adopted Projected
Code Position Title Actual Actual Budget Budget
1262 Transit Manager 1.00 1.00 1.00 1.00
14202 Transit Field Operations Supervisor "' 2.00 3.00 3.00 3.00
20101 Marketing and Program Administrator ' 1.00 1.00 1.00 0.00
20102 Transit Project Planner 1.00 1.00 1.00 1.00
20103 Transit Operations Specialist 1.00 1.00 1.00 1.00
20110 Community Transportation Coordinator "' 0.00 1.00 1.00 2.00
22101 Transit Operator'' 39.00 35.80 35.80 35.80
22102 Transit Dispatcher 3.00 3.00 3.00 3.00
22105 Transit Office Assistant "' 0.00 1.00 1.00 1.00
23101 Transit Service Worker 2.00 2.00 2.00 2.00
23102 Transit Vehicle Cleaner''' 1.80 1.50 1.50 1.50
23105 Transit Maintenance Crew Leader "' 0.00 1.00 1.00 1.00
24101 Transit Department Assistant II "' 3.00 2.00 2.00 2.00
Total Personnel ' 54.80 54.30 54.30 54.30
(1) A Transit Field Operations Supervisor and a Transit Maintenance Crew Leader were added in the 2016 budget.
(2) A Marketing and Program Administrator was replaced by a Community Transportation Coordinator in 2018.
(3) Several Transit Operator positions were converted to temporary positions mid -year 2016.
(4) A Transit Department Assistant II position was converted to a Transit Office Assistant mid -year 2016.
(5) Mid -year 2016 the Transit Vehicle Cleaner positions were adjusted from .90 each to .75 each.
(6) Transit funds 1.00 FTE's in Police (310).
158 - 2018 Council Budget Presentation
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2018 POLICY ISSUES
This section outlines and discusses various Policy Issues for consideration by Council that have not been
included in the proposed 2018 Budget as yet. Staff is seeking Council direction on these or other options
for inclusion in the 2018 Preliminary Budget. Further study or amendment of budget options may be
considered by Council until adoption of the 2018 Budget which is scheduled for December.
Policy Issues
• Legal - Domestic Violence Conference
• Trolley - Facility Operations
• Randall Park Completion
• Aquatic Center (Construction Bond)
Policy Revenue Options
• Adjust Utilities Cap
• Fund Transportation Benefit District - Vehicle Tab Fee
• Parking Fee in Downtown Core
2018 Council Budget Presentation - 231
2018 Council Budget Presentation - 232
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2018 LEGAL POLICY ISSUE
DOMESTIC VIOLENCE CONFERENCE
SUMMARY PROPOSAL
Increase Prosecution travel budget for two City Prosecutors to attend a Domestic Violence Conference in
2018.
IMPACTS
1. Fiscal Impact - $2,000.
2. Proposed Funding Source - General Fund.
3. Public Impact - Important training for City Prosecutors in domestic violence issues.
4. Personnel Impact - Training opportunity.
5. Required Changes in City Regulations or Policies - None.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - Online training is most likely available but not a valuable due to delivery
constraints.
2018 Council Budget Presentation - 233
2018 Council Budget Presentation - 234
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2018 TROLLEY POLICY ISSUE
TROLLEY FACILITY REPAIRS AND MAINTENANCE
SUMMARY PROPOSAL
The Trolley fund currently has only one small source of revenue, a $1,275 lease, and is in need of additional
funding in order to provide money for ongoing repairs and maintenance of the Trolley facilities. This
proposal is to allocate $10,000 of General Fund revenue to the Trolley as needed to pay operational
expenditures. The allocation would be netted against funding earmarked for the Streets & Traffic Fund
from a new state -shared revenue source, Multimodal Transportation. This multimodal revenue can only be
used for specific transportation related purposes. Should the Multimodal money decrease or be
discontinued in the future, the diversion from the Streets & Traffic Fund could be revisited at Council
direction.
IMPACTS
1. Fiscal Impact - Minimal - The Multimodal Transportation revenue is new to the City and would
replace the Property Tax that has been reallocated to the Trolley Fund.
2. Proposed Funding Source - General Fund.
3. Public Impact - A safer and more appealing facility.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - None.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.
2018 Council Budget Presentation - 235
2018 Council Budget Presentation - 236
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2018 PARKS & RECREATION POLICY ISSUE
• RANDALL PARK
SUMMARY PROPOSAL
Continued improvements are being completed on Randall Park This multi -phased project is nearing
completion. The 48th Avenue parking lot, foot bridge and pond improvements will be completed in 2017.
The 44th Avenue parking lot and the reconstruction of the walkways are planned for 2018. The project has
been funded through private donations, a grant and Parks Capital funds. Matching funds for the grant
have been met by various local service club donations. This renovation project, started in 2015, has a total
estimated cost of $1,160,000. Details of the service club donations, grant and capital funds used are listed
on the following page.
History
In 2013, the City of Yakima received two anonymous gifts of $50,000 and $100,000 designated for Randall
Park. A committee was created and a master plan was created for the improvements needed to the park
that was built in 1974. The master plan was shared with local service clubs and with individual donors.
Various service clubs agreed to complete portions of the project, similar to the collaborative projects that
were completed at Kiwanis Park/Gateway Sports Complex and Franklin Park. With the donations, the
commitments from our donors and a commitment of REET funds to the project, a grant proposal was
given to RCO and we were awarded the $500,000 grant in October of 2015 for the project. The previous
City Council agreed to accept the grant funds, the donations and proceed with the project with RCO.
IMPACTS
1. Fiscal Impact - Cost of renovation for the walkways is estimated at $150,000 and 44th Avenue
parking lot is estimated at $225,000 for a total of $375,000.
2. Proposed Funding Source - Parks and Recreation Capital fund, Washington State RCO grant,
donations.
3. Public Impact - Improvement to a highly utilized park in Yakima, safer parking area and
walkways and additional parking spaces for park users.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - None.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.
2018 Council Budget Presentation - 237
(1)
(2)
(3)
(4)
(5)
(6)
(7)
RANDALL PARK EXPENDITURES/MATCHES
Funding Sources
Grant Funding
RCO Grant
$ 500,000
Donations (exceed 50% RCO Match requirement)
Anonymous Donations m
Downtown Rotary/Playground
Sunrise Rotary/2 Picnic Shelters
Southwest Rotary/Basketball Court
Lions Club/Bridge
West Valley Kiwanis/Bench
Southwest Rotary/ Wildlife Obsv Deck
Parks Capital Fund
Total Sources of Funding
Expenditures
Restroom
48th Ave Parking Lot
Bridge `tl
Randall Pond Renovations
44th Ave Parking Lot
Walkways °'
Items provided by service clubs
Total Expenditures
170,000
105,000
40,000
35,000
25,000
500
70,000
420,000
1,365,500
200,000
200,000
90,000
225,000
225,000
150,000
275,500
1,365,500
Spring 2016
90% Complete
90% Complete
October 2017
Spring 2018
Summer 2018
2015-2017
Donation of $150,000 is currently valued by the Community Foundation at an estimated $170,000.
The Southwest Rotary Wildlife Observation Deck. This project was completed in May of 2015 for $70,000 before the
grant award and was not eligible for reimbursement, but added to the overall project scope.
Streets Division completed the grading, gravel and asphalt - now an Engineering Division project.
Now an Engineering Division project.
Pond improvements were identified in the grant.
Streets Division to complete the grading, gravel and asphalt - Spring 2018
Streets Division to complete the grading, gravel and asphalt - Summer 2018
2018 Council Budget Presentation - 238
2018 AQUATICS POLICY ISSUE
11) AGREEMENT WITH YMCA FOR AN AQUATICS CENTER
SUMMARY PROPOSAL
In a Council session in October of 2015, the City Council agreed to fund up to $4,500,000 towards the
building of an Aquatics Center at Chesterley Park. The agreement with the YMCA incorporated a Ground
Lease, a Development Agreement and an Operating Agreement between the City of Yakima and Yakima
Family YMCA, a Washington non-profit corporation. These documents represent an intent to collaborate
in the design, development, and operation of an Aquatics Center at Chesterley Park consisting of a lap
pool, therapy pool, and family/children's pool. Independently, the YMCA will also construct and operate
a $9 million dollar Fitness Center, which like the Aquatic Center will be open to the entire community on a
daily or monthly pass basis. The Yakima Family YMCA Board tentatively approved these agreements on
September 22, 2015, subject to final review by the City Council. The final review and proposed execution
of these agreements was completed on October 27, 2015.
The agreements do not constitute a joint venture or create a new entity. Each party has their own
independent responsibilities and rights.
The agreements to design, build, and operate an Aquatic Center are subject to three contingencies. The
first consists of a due diligence contingency of 90 days to inspect and test soils at Chesterley Park before
entering into a ground lease. The second requires the City to complete a land conversion process with the
Washington Recreation and Conservation Office and National Parks to replace approximately 7.5 acres at
Chesterley Park since it was paid for with state and federal grants. The third requirement is that the
YMCA has to raise approximately $15 million or 80% of the construction cost of the aquatic and fitness
center by December 31, 2017, which has now reportedly been met.
As of this writing the only contingency still pending is the approval by National Parks for the land
conversion. It is expected that the contingency will be met before the deadline. Once all contingencies are
met it is anticipated that the partnership will move forward. This Policy Issue proposes to add the plan to
bond for the Aquatic Center construction to the 2018 Preliminary Budget. A number of other cost
considerations are also required in 2018 to open the center and to begin building both operating and
capital improvement reserves.
A separate packet of materials from the October 25, 2015 Aquatic Center Study Session is being distributed
as supplementary information to this Policy Issue. These documents are outside the scope of the 2018
Budget but may be useful as reference material to this discussion. Included in the additional packet are
copies of the following documents which have also been made available online with this meeting agenda:
1. Memo dated September 25, 2015 to the City Council from then City Manager Tony O'Rourke
describing the agreements with the YMCA.
2. Resolution R-2015-128 authorizing the various leases and agreements for the Aquatic Center
3. Master Aquatic Center Agreement
4. Ground Lease
5. Development Agreement
6. Operating Agreement
IMPACTS
1. Fiscal Impact -
a. Construction: The estimated cost of the Aquatic Center is $9 million, of which the City will
contribute an amount not to exceed $4,500,000. The annual debt service on the City's
contribution of $4.5 million 30 year non tax exempt debt (interest is taxable to
2018 Council Budget Presentation - 239
bondholders) is approximately $280,000 annually with an interest payment in 2018 and
principal starting in 2019. The YMCA will be responsible for all additional costs of
completion. This is the only item to address for the 2018 Budget.
b. Start up: The City and the YMCA will equally share in the pre -opening, staffing and other
costs related to preparing and opening the aquatics center. No estimates have been made
available for start up costs. The Center is projected to open in the Fall of 2019.
c. Operating Costs: The City and YMCA will equally share in the operating cost of the
Aquatics Center. Initial estimates for operating costs were in the $300,000 range.
d. Operating Deficits: The City is obligated to reimburse the YMCA for 50% of any operating
deficits.
e. Operating Reserves: The City and the YMCA are required to maintain an operating
reserve fund to offset budget variances and cash-flow timing. The beginning reserve
target balance is unknown.
f. Capital Improvement Reserve: The City and the YMCA are each required to deposit
$40,000 annually beginning one year after opening into a capital improvement reserve
until such time as the reserve reaches $1,000,000. Additional deposits will be required to
maintain the target balance of $1,000,000 whenever funds are drawn from the reserve.
2. Proposed Funding Source -
i. Debt service on construction bond will come from Charter Amendment funding
set aside annually of $280,000.
ii. Capital hnprovement reserve will be funded with Charter Amendment funding of
$40,000 annually.
iii. No funding source is identified for operational costs, operating reserve or deficit
reimbursement. These costs will begin in the 2019 and 2020 budgets.
3. Public Impact - A community Aquatics and Fitness Center.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - Approval of debt service through a Bond
Ordinance.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.
2018 Council Budget Presentation - 240
REVENUE OPTIONS
• Several Policy Issues addressing new or increased revenues are being proposed for Council's
consideration. None of the proposals have been budgeted at this time. These revenue options are
proposed as a means to help achieve the following policy goals over a period of years:
•
•
1. Restore the General. Government reserves to Policy level and grow the reserves of related Capital
Funds to maintain fiscally responsible balances.
2. Balance expenditures to revenues in annual budgets, only using excess reserves for one-time
expenditures as appropriate and with discretion.
3. Leverage grants, gas tax receipts and new debt with a vehicle tab fee to enable more far reaching
improvements to the City's sidewalk and transportation infrastructure in a more timely manner
and in accordance with Council directive.
4. Provide a revenue source to maintain and improve public access in the Downtown Core through
metered parking.
Each proposal is presented in summary form and then explored in more detail in the discussions on the
following pages.
2018 Council Budget Presentation - 241
2018 Council Budget Presentation - 242
•
2018 REVENUE POLICY ISSUE
• UTILITY TAX CAP ON EXTERNAL UTILITIES
•
•
SUMMARY PROPOSAL
This Policy Issue is a proposal to eliminate the cap on Utility Taxes. There are only a handful of large
manufacturing businesses that would be affected by this proposal. Comparisons to other jurisdictions
show that Yakima is one of very few cities that cap its utility tax. This proposal was considered in the 2017
Budget process and the cap was raised from $4,000 to $8,000 for 2017. Approximately $130,000 additional
General Fund revenue is associated with the $8,000 cap. Elimination of the cap is estimated to generate
approximately $300,000 in 2018 and $250,000 more in subsequent years for an annual impact of $550,000
beginning in 2019. A detailed discussion follows this summary page.
IMPACTS
1. Fiscal Impact - Increases General Fund revenues up to $550,000.
2. Proposed Funding Source - Raise or eliminate the cap on Utility Taxes.
3. Public Impact - Large electric or brokered natural gas users within the City.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - Amend City Code 5.50.050 and 5.50.055.
6. Legal Constraints, if applicable - The total utility tax is limited to 6%.
7. Viable Alternatives - Not applicable
2018 Council Budget Presentation - 243
UTILITY TAX CAP - DISCUSSION AND ANALYSIS
With the adoption of the 2017 Budget, Council approved a proposal to raise the Utility Tax cap from $4,000 to
$8,000 in 2017. The impact of that action on City revenue is estimated on the line labeled "Current Cap $8,000."
The impact of raising the cap to a level of $10,000 or eliminating the cap altogether is estimated on the next two
lines.
Comparisons to other jurisdictions show that Yakima is one of very few cities that cap its utility tax. Due to the
confidentiality of customer records, the various utilities can only make general statements about how the City tax
affects their customers and provide us with data from which averages may be used to make assumptions. As far
as we know there has been no direct feedback from any enterprises within the City regarding the increase of the
cap in 2017. Due to the relatively high usage of utilities that must occur for an enterprise to benefit from the cap,
this proposal does not affect any residential customers. A single bill would have to be over $200,000 to trigger the
cap. Not even the City's own Wastewater Division, a high electric volume customer to Pacific Power, comes close
to using sufficient power to hit the cap. Their bill runs around $40,000 to $50,000 per month.
The utilities impacted by this proposal include those that provide electrical service, natural gas and brokered
natural gas to Yakima businesses. Residential customers of these utilities would not be impacted. It is assumed
from discussions with the utility companies providing services to Yakima that only electric and perhaps a few
brokered natural gas customers continue to be affected by the current $8,000 cap, and then only in high usage
months. Confidential customer information prohibits the utilities from sharing specific details.
Utility taxes are currently assessed by the City as follows:
• A tax on all utility revenues is assessed at 2%
• An additional tax is assessed at 4% up to a cap of $8,000
Example: A manufacturing firm has an electric bill of $250,000
Example with current cap of $8,000
Tax computation:
2% of $250,000 is $5,000
4% of $250,000 is $10,000 (this is currently capped at $8,000)
Total tax on $250,000 electric bill is $13,000 (13,000=5,000+8,000)
Example with proposed cap of $10,000
Tax computation:
2% of $250,000 is $5,000
4% of $250,000 is $10,000
Total tax on $250,000 electric bill is $15,000 (15,000=5,000+10,000)
Example with proposed elimination of cap would result in the same tax for this customer, $15,000. The
monthly electric bill would have to be larger than $250,000 in order to generate more tax.
As this example demonstrates, only enterprises with very heavy electric use would be affected by either proposal.
A monthly utility bill would have to be $200,000 to have sufficient tax to rise to the limit imposed by the $8,000
cap. It can be reasoned with a high degree of certainty that no ordinary residential customer was affected by last
year's cap increase, nor would they be affected by a further increase. Even our Wastewater facility with an annual
electric bill of over half a million dollars is not taxed highly enough to reach the current cap.
From the limited information provided by the local gas and water utilities, it appears that there are few customers
that would be impacted by adjusting the cap. Only the electric utility has sufficiently large billings to have
customers fall outside of the current cap.
2018 Council Budget Presentation - 244
•
RAISE OR ELIMINATE UTILITY TAX CAP
Bill Estimated Estimated Cumulative
Utility Tax Size to Customers Additional Revenue
Capped at Exceed Affected Revenue Generated
$ 8,000 $ 200,000 $ - $
10,000 250,000 40 96,000 96,000
15,000 375,000 95 175,000 271,000
20,000 500,000 100 120,000 391,000
No Cap n/a 121 159,000 550,000
UTILITY TAXES IMPOSED BY WASHINGTON CITIES
Excerpted from the 2016 Municipal Tax Survey compiled by the Association of Washington Cities
City
Natural
Population Gas Electricity Caps (based on City research)
Union Gap 6,200 6% 6% No cap
Spokane 214,500 6% 6% Cap - elc. & gas over $100,000 annual
Tacoma 206,100 8% 8% No cap - Increased since 2014 from 6.0%
Vancouver 173,500 6% 6% Elec. 6% up to $1.5 mill/mo, then 2% - Gas
Bellevue 139,400 5% 5% No cap
Kent 124,500 6% 6% No cap
Everett 108,300 6% 6% No cap - Increased since 2014 from 6.0%
Renton 101,300 6% 6% No Cap
Yakima 93,410 6% 6% $8,000 per account per mo.Cap on 4% - 2% uncapped
Bellingham 84,850 6% 6% Cap on gas only - $250,000 per acct. No accts affected
Kirkland 84,680 6% 6% No cap
Kennewick 79,120 9% 9% No cap
Auburn 77,060 6% 6% No cap
Pasco 70,560 9% 9% No cap
Marysville 64,940 5% 5%
Redmond 60,560 6% 6%
Lakewood 58,800 5% 5%
Shoreline 54,990 6% 6%
Richland 53,410 9% 9% No cap
Olympia 51,600 9% 9% No cap
Burien 50,000 6% 6%
Lacey 47,540 6% 6%
Bothell 43,980 6% 6%
Edmonds 40,900 6% 6%
Bremerton 40,500 6% 6%
Puyallup 39,850 2% 2%
Longview 37,230 6% 6%
Lynnwood 36,590 6% 6%
Mount Vernon 33,730 6% 6%
2018 Council Budget Presentation - 245
UTILITY TAXES IMPOSED BY WASHINGTON CITIES
Excerpted from the 2016 Municipal Tax Survey compiled by the Association of Washington Cities
City
Natural
Population Gas Electricity Caps (based on City research)
Wenatchee 33,510 6% 6%
Walla Walla 33,340 6% 6% No cap
Pullman 32,650 8% 8% No cap
Lake Stevens 30,900 5% 5%
Des Moines 30,570 6% 6%
Maple Valley 24,790 6% 6%
Bainbridge Island 23,760 N/A 6%
Mercer Island 23,660 6% 6%
Oak Harbor 22,410 6% 6%
Kenmore 22,320 4% 4%
Moses Lake 22,250 6% 6% Tele/Elec $100k W/S - $150k
Average Rate
6% 6%
Note: Utility rates are based on a 2016 survey conducted by AWC. Only cities with a population >22,000 are
shown. Cities that are in bold are often used as comparables for Yakima. If there is an entry in the "Caps" column
these were researched by Finance to determine if there is a cap on individual utility accounts.
2018 Council Budget Presentation - 246
2018 REVENUE POLICY ISSUE
• FUNDING THE TRANSPORTATION BENEFIT DISTRICT
SUMMARY PROPOSAL
This policy issue is a proposal to fund the Transportation Benefit District (TBD).
History
Early in 2017 Council established a Transportation Benefit District (TBD) which became effective on
February 12, 2017. Council then approved a 20 year project list on March 7, 2017 to address sidewalk and
street conditions around the City, but no funding source was approved. This proposal brings back the
funding of the TBD by a vehicle tab fee for consideration of inclusion in the 2018 Budget. This option
would generate revenue to restore streets and sidewalks by leveraging any available grant funding or debt
funding to increase the overall impact of the project list. Without additional funding it is unlikely that all
the projects on the current list could be undertaken during the 20 year time frame. Charter Amendment
funding is tied up in debt service over the next 7 to 10 years which will preclude any new large projects
not fully funded by grants or dedicated revenue sources. This revenue would be dedicated to fulfilling the
project list. The impact to vehicle owners would be $20 per year per vehicle licensed in the City. This
proposal is aimed at reducing the risk associated with the postponement or failure to maintain
infrastructure leading to considerably higher costs to replace that infrastructure should it fail in the future.
Attachments
• The TBD project list adopted in March 2017
• TBD funding options
• A list of Washington cities that have established and funded a TBD including their funding source
and amount.
• Excerpts from the 2017 Policy Issue that was not adopted into the 2017 Budget but contains
additional history and regulation references.
Impacts
1. Fiscal Impact - $1.3 to $1.5 million annually
2. Proposed Funding Source - Street Construction Fund.
3. Public Impact - Additional car tab fee to fund needed sidewalk and street improvements.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - Create an ordinance setting forth the new fee.
Contract with Department of Licensing to collect the fee.
6. Legal Constraints, if applicable - Council can only impose up to a $20 fee.
7. Viable Alternatives - This is a Council decision.
2018 Council Budget Presentation - 247
TRANSPORTATION BENEFIT DISTRICT PROJECT LIST
Project
N. I st Street Revitalization, Phase 2 (20 year bond)
6th Avenue Roadway Improvements
River Road Improvements. 40th to 34th (Aquatic Center)
1st Street and Washington Avenue I/S Improvements
Nob Hill Boulevard and Fair Avenue I/S Improvements
Powerhouse Road and Englewood Avenue I/s Improvements
3rd Avenue Sidewalk: Nob Hill to Walnut
Naches Avenue Sidewalk: Walnut to Pacific
4th Street Sidewalk: Walnut to Pacific
Chestnut Avenue Sidewalk: 56th Ave. to 70th Ave.
Mead Avenue Sidewalk: 27th Ave. to 28th Ave.
Browne Avenue Sidewalk: 7th Ave. to 16th Ave.
Mead Avenue Pedestrian Signal at 10th Avenue
44th Avenue Sidewalk: Viola to Randall Park
Pacific Avenue Sidewalk: Fair Avenue to Jail Property
Fair Avenue Sidewalk: Pacific Avenue to Nob Hill Boulevard
Nob Hill Boulevard Sidewalk: 12th Street to 14th Street
88th Avenue Sidewalk: Tieton Drive to Summitview Avenue
N. 16th Avenue Sidewalk: Fruitvale Boulevard to River Road
District(s)
I, 4, 5
1.5
5
3
5
4
2
2
6
3
5
3
7
2
6
5
Total:
Estimated
Construction
Cost
$10.802.260
5.591.760
750.000
2.000.000
256.000
728.000
480.000
330.000
315.000
448.200
17.000
336.000
300.000
275.000
300.000
370,000
130.000
650.000
250.000
$24.329.220
2018 Council Budget Presentation - 248
TRANSPORTATION BENEFIT DISTRICT
FUNDING OPTIONS
Estimated
Construction
Option Vehicles Tab Fee Annual 20 years Contingency
1 76,000 $20.00 $1.504.800 $30.096.000 $5.766.780
2 76.000 18.00 1.354.320 27,086.400 2,757,180
3 76,000 17.00 1,279,080 25,581,600 1.252.380
Notes:
• The Department of Licensing estimates there are currently approximately 76,000 vehicles in the City of
Yakima.
• Due to the fixed nature of debt service on large projects contained in the list, it is recommended that a
conservative approach be used to estimate project cost and incoming revenue.
• Should the revenue generated by the TBD funding exceed the ultimate cost of the projects, the project list
may be expanded at that time or the TBD discontinued early once debt service obligations have been met.
• The State charges 1% of the revenue collected as a service fee. The "Annual" amount is net of this fee.
• Potential excess estimated revenues are shown as "Contingency" in the Chart.
2018 Council Budget Presentation - 249
LIST OF WASHINGTON CITIES THAT HAVE ESTABLISHED TBD'S
Year
TBD
Jurisdiction Established Funding Source
Aberdeen 2012 0.13% sales tax
Airway Heights 2013 0.20% sales tax
Anacortes 2014 $20 vehicle license fee
Arlington 2013 0.20% sales tax
Bainbridge Island 2012 $20 vehicle license fee
Battle Ground 2014 $20 vehicle license fee
Bellingham 2010 0.20% sales tax
Black Diamond 2015 $20 vehicle license fee
Bremerton 2009 $20 vehicle license fee
Bridgeport 2017 $20 vehicle license fee
Buckley 2012 $20 vehicle license fee
Burien 2009 $10 vehicle license fee
Carbonado 2012 $20 vehicle license fee
Castle Rock 2012 0.20% sales tax
Centralia 2014 0.20% sales tax
Clarkston 2014 0.20% sales tax - replaced a $20 vehicle license fee
Covington 2013 $20 vehicle license fee
Dayton 2014 0.20% sales tax
Des Moines 2008 $40 vehicle license fee (nonvoted)
DuPont 2013 $20 vehicle license fee
East Wenatchee 2012 $20 vehicle license fee
Eatonville 2012 $20 vehicle license fee
F_dgewood 2013 $20 vehicle license fee
Edmonds 2008 $20 vehicle license fee
Electric City 2012 $20 vehicle license fee
Ellensburg 2015 0.20% sales tax
Elmer City 2015 $20 vehicle license fee
Enumclaw 2013 $20 vehicle license fee. 0.10% sales tax
Everett 2014 $20 vehicle license fee
Ferndale 2011 0.20% sales tax
Fife 2015 $20 vehicle license fee
Friday 1-larbor 2014 0.20% sales tax
Grandview 2011 $20 vehicle license fee
Granite Falls 2015 $20 vehicle license fee
Kalama 2012 $20 vehicle license fee
Kelso 2012 $20 vehicle license fee
Kenmore 2012 $20 vehicle license fee
Kittitas 2012 $20 vehicle license fee
Lake Forest Park 2008 $40 vehicle license fee
Lakewood 2012 $20 vehicle license fee
Leavenworth 2010 0.20% sales tax
2018 Council Budget Presentation - 250
LIST OF WASHINGTON CITIES THAT HAVE ESTABLISHED TBD'S
Jurisdiction
Longview
Lynden
Lynnwood
Mabton
Maple Valley
Marysville
Mattawa
Mercer Island
Monroe
Mountlake Terrace
Moses Lake
Mount Vernon
Normandy Park
North Bend
Olympia
Orting
Othello
Port Orchard
Prosser
Richland
Ridgefield
Roy
Royal City
Seattle
Sedro-Woolley
Sequim
Shelton
Shoreline
Snohomish
Snoqualmie
Soap Lake
Spokane
Stanwood
Tacoma
Toppenish
Tumwater
Twisp
University Place
Vancouver
Waitsburg
Walla Walla
Year
TBD
Established Funding Source
2017 $20 vehicle license fee
2012 0.20% sales tax
2010 $40 vehicle license fee. 0.1% sales tax
2011 $20 vehicle license fee
2012 $20 vehicle license fee
2013 0.20% sales tax
2015 0.20% sales tax
2014 $20 vehicle license fee
2012 0.20% sales tax
2011 $20 vehicle license fee
2017 $20 vehicle license fee
2016 02% sales tax
2013 $20 vehicle license fee
2011 0.20% sales tax
2008 $40 vehicle license fee
2011 $20 vehicle license fee
2012 0.20% sales tax
2015 $20 vehicle license fee
2009 $20 vehicle license fee
2018 $20 vehicle license fee
2008 Unfunded - 0.2% sales tax repealed in 2012
2014 $20 vehicle license fee
2012 $20 vehicle license fee
2010 $80 vehicle license fee. 0.10% sales tax
2014 $20 vehicle license fee
2008 0.20% sales tax
2015 0.20% sales tax
2009 $20 vehicle license fee
2010 0.20% sales tax
2010 $20 vehicle license fee
2013 $20 vehicle license fee
2011 $20 vehicle license fee
2012 0.20% sales tax
2012 $20 vehicle license fee. 0.10% sales tax
2012 $20 vehicle license fee
2014 0.20% sales tax
2016 0.20% sales tax
2009 $20 vehicle license fee
2015 $20 vehicle license fee
2012 0.10% sales tax
2011 0.20% sales tax
2018 Council Budget Presentation - 251
LIST OF WASHINGTON CITIES THAT HAVE ESTABLISHED TBD'S
Year
TBD
Jurisdiction Established Funding Source
Wapato 2012 $20 vehicle license fee
Wenatchee 2011 $20 vehicle license fee
Wilkeson 2014 $20 vehicle license fee
Zillah 2011 $20 vehicle license fee
2018 Council Budget Presentation - 252
•
Excerpt of TBD Rules and History from 2017 Budget Proposal
Creating a TBD
The laws surrounding TBD's can be found in the Revised Code of Washington Chapter 36.73 and the related
citations found there. The legislative authority has the power to form a TBD and make the initial decision
regarding transportation improvements. Once the transportation improvements have been identified, the Council
must conduct a public hearing with at least ten days' notice. Following the hearing, Council may establish the
TBD by ordinance if they make the finding that the action is in the public interest.
There are a number of requirements for the ordinance establishing the TBD that must include the functions and
transportation improvements to be funded then also establish the boundaries of the TBD. To take advantage of
some other benefits in the law, the boundaries should be the city limits. The transportation improvements
proposed may not be expanded beyond those that were included in the initial hearing notice unless there are
further notices and findings are made that it would be in the public interest to expand the improvements.
Once formed, the Council acts as ex officio and independent members of the TBD governing body. The City
treasurer acts as the ex officio treasurer and the registered voters residing within the district are the electors.
Funding a TBD
There are multiple funding options once a TBD has been established. The most common is a $20 vehicle license fee
and can be established with a vote of the governing board if the boundaries of the TBD are the same as the
boundaries of the City. After 24 months the fee can be increased to $40 by the governing board and then to $50
after another 24 months. An important note is that actual fee cannot be imposed within 180 days after being
41111 passed and that the department of licensing will keep a 1% administrative fee.
•
The only other revenue that may be imposed without a vote of the electors are fees on certain construction projects
but the fees have to be reasonably necessary as a result of the impact of construction.
All other funding sources must be approved by a vote of the electors. They include a one year ad valorem property
tax, an ad valorem property tax to pay off voter approved general obligation bonds, vehicle tolls and a sales tax.
Projects
The legislature has defined "transportation project" to mean a project contained in the transportation plan of the
state, a regional transportation planning organization, city, county, or eligible jurisdiction. A project may include
investment in new or existing highways of statewide significance, principal arterials of regional significance, high
capacity transportation, public transportation, and other transportation projects and programs of regional or
statewide significance including transportation demand management. Projects may also include the operation,
preservation, and maintenance of these facilities or programs. There is also a set of criteria that have to be
considered when choosing which transportation improvements to put on the project list and includes improved
travel times, air quality, freight mobility and other criteria as may be developed by the governing body.
Material Change Policy and Annual Report
The TBD shall also develop a material change policy to address major plan changes that affect project delivery and
financing. At a minimum, the policy must address material changes to cost, scope, and schedule, the level of
change that will require governing body involvement, and how the governing body will address those changes.
The policy must also include a provision that if a transportation cost exceeds its original cost by more than twenty
percent, there will be a public hearing to solicit comment from the public regarding how the cost change should be
resolved. Another requirement is the TBD shall issue an annual report to the public and newspapers indicating the
status of costs, expenditures, revenues, and schedules.
2018 Council Budget Presentation - 253
Termination
Once construction is complete, the TBD must terminate day-to-day operations and exist as a limited entity that
oversees the collection of revenue and the payment of debt still in effect. When the debt is complete and paid, the
TBD has thirty days to dissolve itself with notice of the dissolution published.
Assumption
In 201.5, the legislature allowed for a city to assume the rights, powers, functions, and obligations of the TBD after
notice and a hearing. This can be done through ordinance or resolution and after a finding that the public interest
or welfare would be satisfied by the city assuming those duties and obligations.
2018 Council Budget Presentation - 254
2018 REVENUE POLICY ISSUE
• PARKING REVENUE / ALTERNATIVES
SUMMARY PROPOSAL
At the August 22, 2017 Yakima City Council study session, the Council requested City staff prepare a
revenue and expense proposal for parking meter placement "Option 3" that was presented at that meeting.
"Option 3" is a "retail turnover" focused parking approach that would install meters in City Parking Lots
1 and 2 and along Yakima Avenue between 1st Street and 3rd Street and along 2nd Street and 3rd Street
between Yakima Avenue and SSGT Pendleton Way. As included in the proposal presented by staff, all
revenue generated by "Option 3" would support the City's 321 account for downtown improvements and
maintenance costs thus reducing some pressure on the general fund. Future maintenance costs i.e.
striping, utilities, cleaning, and snow removal of the lots and other downtown parking facilities and
improvements such as landscaping and tree maintenance would be covered by the new revenue.
IMPACTS
1. Fiscal Impact - $86,680 to $285,300 annual revenue less $62,469 start up cost in 2018
2. Proposed Funding Source - General Fund.
3. Public Impact - Paying for parking in particular downtown areas.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - Create an ordinance to amend the Yakima
Municipal Code.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.
2018 Council Budget Presentation - 255
"OPTION 3" PARKING METER PLACEMENT
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rimormitriamilmss - _ f__ -(=fie tnut
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"Option 3" involves up front hardware costs to enable full implementation of the plan. These costs include $5,769
to upgrade the batteries and modems on the existing six parking meters the City owns and $56,700 to purchase
nine new parking meters bringing the total to $62,469 to provide parking meters for "Option 3." Servicing and
enforcement of the meters would be provided by the current parking enforcement staff. The one-time cost of the
upgrades would be offset by the potential revenue in the year of implementation.
City staff analyzed the revenue impact of "Option 3" including an analysis of three different levels of occupancy.
Other options that have a minimal impact on total revenue estimates include allowing 15 minutes of free parking
and / or continuing to sell monthly permits for some spots in Lots 1 and 2. The scenarios in the chart below are
inclusive of Parking Lot 2 (Millennium Plaza). If Parking Lot 2 were removed from either scenario, an estimated
annual revenue of $38,531 (25% occupancy at a rate of $0.50 per hour) up to $123,300 (40% occupancy at $1.00 per
hour) would need to be subtracted from the final total. The two scenarios are as follows:
Scenario 1 - Free parking not offered
Hourly Rate Per
Hour
25% occupancy
per space
30% occupancy
per space
40% occupancy
per space
$0.50
$89,156
$106,988
$142,650
0.75
133,734
160,481
213,975
1.00
178,312
213,975
285,300
2018 Council Budget Presentation - 256
•
•
•
Scenario 2 - Free parking for the first 15 minutes
Hourly Rate Per
Hour
25% occupancy
per space
30% occupancy
per space
40% occupancy
per space
$0.50
$86,680
$104,016
$138,688
0.75
130,019
156,023
208,031
1.00
173,359
208,031
277,375
2018 Council Budget Presentation - 257
209.8 Council Budget Presentation - 258
•
•
•
•
APPENDIX
• Aquatic Center Discussion (Copies of materials presented at the October 27, 2015 Study Session
will be distributed at this meeting and will be included in the online record for this session.)
• Plaza Finance Update
• 2018 Debt Summary
• Economic Development Budget Detail/Explanation
• Citywide Fund Balances
2018 Council Budget Presentation - 259
•
260 - 2018 Council Budget Presentation
• • •
City of Yakima
Plaza Construction Funding
Sources of Cash
LOCAL Bond
Year Donations 2.0%
Uses of Cash
Construction
Costs
Debt Principal Debt Interest Net City Cash Year End Cash
Paid Paid In/(Out) flow Carryover
2016 762,857
2017 1,303,076
2018 2,330,145 9,000,000
2019 1,704,439
2020 1,543,895
2021 930,295
2022 425,295
2023 77,833
2024 77,833
2025 77,833
2026 15,333
2027 15,333
2028
2029 -
2030
Totals 9,264,167 9,000,000
Total Sources and Uses of Funds
Sources of Funds
Private Donations
Net City Funds
Total Sources of Funds
Uses of Funds
Plaza Construction
Interest Costs
9,264,167 80%
2,332,086
11,596,253
10,817,000
779,253
Total Uses of Funds 11,596,253
(6,000,000)
(4,817,000)
(45,000)
(1,210,608) (180,000)
(1,234,820) (155,788)
(1,259,516) (131,091)
(1,284,706) (105,901)
(1,310,401) (80,207)
(1,336,609) (53,999)
(1,363,340) (27,267)
(10,817,000) (9,000,000)
762,857 762,857
1,303,076 2,065,933
5,285,145 7,351,077
(4,503,169) 2,847,908
153,287 3,001,196
(460,313) 2,540,883
(965,313) 1,575,570
(1,312,774) 262,795
(1,312,775)
(1,312,774)
15,333 15,333
15,333 30,667
30,667
30,667
30,667
(779,253) (2,332,086)
LOCAL interest is estimated based on recent issues by the state
for similar terms ranging from 1.61% to 2.11%.
20% The data in this chart represent estimates based on current
conditions and expectations of uncertain future events.
• • •
$3,500,000
$3,000,000
$2,500,000
52,000,000
51,500,000
51,000,000
5500,000
5 -
Funding Sources for Plaza Construction and Debt Service
2017 2018 2019 2020
m Net City Funds
• Private Donations
2021 2022 2023
2024
2025
2018 DEBT SUMMARY
IIIGeneral Obligation Bonds - 200 Funds
The City pledges its full faith and credit for General Obligation (GO) Bonds which consists of general
tax and some special revenues. Generally, interest payments on municipal bonds are not taxable to the
bond holder (exception: see Capitol Theatre -B below). The most common funding sources are property
taxes, real estate excise tax (REET) or a special revenue source such as the Public Facilities District (PFD)
for Convention Center and Capitol Theatre. Proposed new borrowings show an asterisk (*) by the Issue
Date. Issue and maturity dates and interest rates are estimated.
•
•
GENERAL OBLIGATION BONDS - 200 FUNDS
Issue Final Original
Date Maturity Issue
Convention Center
Expansion (refunding 1996 bonds) 09/07/04 11/01/1
Addition (refunding 2002 bonds) 05/08/07 05/01/9
6
Capitol Theatre Expansion
A) Non Taxable portion
B) Taxable -Build America BondsP1
General Government Infrastructure
Downtown Revitalization
Street/Pedestrian Improvements
Street Resurfacing/Improvements
Street Resurfacing/Inmprovements
Sports Complex Infrastructure
Downtown Plaza
Aquatic Center
Mlllsite Infrastructure / Cleanup
Other General Government Projects
SunDome Expansion
Fire Station - West Valley
Fire Ladder Apparatus
Sports Complex -City Fields/Park
(1)
08/28/09 12/01/1
08/28/09 12/01/
2
05/08/07 05/01/2
08/28/08 12/01/i
06/20/13 06/20/9
06/09/14 06/01/3
2018* 2028* 4
2018* 2025*
2018* 2048*
2018* 2035*
Funding
Source
54,175,000 Hotel/Motel Tax
4,910,000 PFD
2,055,000 PFD
4,980,000 PFD/Tax Rebate
1,490,000
2,190,000
5,000,000
13,140,000
1,700,000
9,000,000
4,500,000
11,500,000
REET 2
REET 1 & 2
Property tax
Prop/Sales taxes
Gas/Prop taxes
Pledges/REET 2
Prop/Sales taxes
LIFT tax credit
06/17/03 12/01/2 1,430,528 REET 1
05/08/07 05/01/3 815,000 REET 1
08/28/08 12/01/3 760,000 Property tax
11/17/15 06/01/A 5,000,000 Property tax
5
2018
2018 2018 Interest Balance
Principal Interest Rate 12/31/18
$ 395,000 $ 30,265 4.00% $ 335,000
325,000 133,095 5.00% 3,110,000
250,000 10,625 4.25%
311,130 3.42% 4,980,000
110,000
225,000
319,031
1,245,000
21,865 5.00% 490,000
18,200 3.75% 230,000
58,199 1.67% 3,311,738
402,450 3.00% 8,640,000
2.00% 1,700,000
45,000 2.00% 9,000,000
60,000 4.00% 4,500,000
60,000 4.00% 4,500,000
75,855 72,557 4.39% 317,934
60,000 12,035 5.00% 270,000
65,000 10,800 3.75% 205,000
250,901 149,099 3.35% 4,262,015
Interest and rate are net of rebate. Interest on Build America Bonds (BAB's) is taxable to bondholders. The City receives a
rebate from the IRS lowering the effective interest rate.
2018 Council Budget Presentation - 261
Intergovernmental General Obligations - Various Governmental Funds
The City has several debts payable to other governmental agencies. General tax and other special
revenues are pledged as repayment. Intergovernmental debt tends to be less costly and is often obtained
for lower interest costs. The Local Option Capital Asset Lending (LOCAL) Program is offered through
the State of Washington. The City is able to participate in the State's bond issues to take advantage of a
lower rate. All issuance costs are included in the interest rate. SPELL OUT SI Economic Development
(SIED) loans are administered through the County and often accompanied by a grant. SPELL OUT C
Community Economic Revitalization Board (CERB) loans administered by WHO also offer easy
financing with lower costs.
INTERGOVERNMENTAL GO BONDS - VARIOUS FUNDS
2018
Issue Final Original Funding 2018 2018 Interest Balance
Date Maturity Issue Source Principal Interest Rate 12/31/18
Local Option Capital Asset Lending Program (LOCAL) - General Fund
Two Fire Apparatus 06/01/11 12/01/20 $ 576,847 Prop/Sales tax $ 62,193 $ 7,766 3.02% $ 131,948
One Fire Apparatus 03/19/13 06/01/23 310,414 Prop/Sales tax 29,795 9,421 1.93% 173,521
70 Fire Air Packs 08/22/13 06/01/19 459,602 Prop/Sales tax 80,643 6,255 1.62% 84,779
74 Police Vehicles 08/22/13 06/01/19 4,173,190 Prop/Sales tax 732,241 56,796 1.62% 769,792
Energy Project (Lighting) 09/28/17 06/01/27 2,400,000 137,202 85,316 1.76% 2,262,798
Public Works Trust Fund/State Revolving Loan Fund - Funds 342 & 343
Railroad Grade Separation (2009) 06/25/09 06/01/28 3,000,000 REET 2 165,100 9,906 0.50% 1,651,003
Railroad Grade Separation (2010) 05/06/10 06/01/34 1,229,295 WW 52,746 31,702 2.90% 1,046,943
Supporting Investment in Economic Development (SIED) - Fund 323 & 142
21st Ave extension & Airport Lane 09/30/15 06/01/23 307,000 Gas tax 36,658 21,432 2.44% 270,342
Realignment
SOZO Park Street Improvements 06/01/16 06/01/27 900,000 Property tax 58,488 47,709 2.63% 841,512
Other General Government Projects - Fund 151
Communications Center 06/17/14 05/01/34 1,716,500 General Fund 70,000 51,950 3.00% 1,465,000
Relocation - City portion of Telephone
County GO Bond Utility Tax
Fire Int:erfund Loan - Fund 332
2017 2020* 1,100,000 16,940 1.54%
Communications Center lnterfund 2016 2020* 450,000 150,000 4,290 1.44%
262 - 2018 Council Budget Presentation
Revenue Bonds - 400 Debt Funds
Revenue bonds are secured by the future revenues of the utility system(s) that they represent.
"'Wastewater and Water are considered as one system for bond financings of projects for those systems.
The City is obligated to collect fees sufficient to maintain the utility systems at an operational level that
does not allow obsolescence to jeopardize efficient functionality within legal parameters. Proposed new
borrowings show an asterisk (*) after the Issue and Maturity Dates. These dates are estimates as is the
interest rate.
REVENUE BONDS - 400 FUNDS
2018
Issue Final Original Funding 2018 2018 Interest Balance
Date Maturity Issue Source Principal Interest Rate 12/31/18
Irrigation System Bonds
Initial irrigation system rebuild 09/14/04 09/01/34 $5,215,000 Irrigation fees $ 150,000 $ 171,341 4.00% $ 3,530,000
Rebuild Nelson Dam 2018* 2038* 6,000,000 Irrigation fees 4.00% 6,000,000
Water and Wastewater (WW) System Bonds
Water - refund 1998 issue
WW - refund 1996 issue
WW - refund 2003 issue
06/05/08 11/01/18 1,883,951 Water fees 220,000 11,000 5.00%
06/05/08 11/01/27 5,440,000 WW fees 275,000 138,813 5.00% 3,070,000
04/30/12 11/01/23 9,400,000 WW fees 930,000 235,300 3.00% 5,185,000
2018 Council Budget Presentation - 263
Intergovernmental Revenue Obligations
The City has routinely obtained funding through the Public Works Trust Funds and State Revolving
Loan Funds for Utility System projects. The loans are at very attractive interest rates and sometimes
have forgivable principal amounts. Occasionally federal funds for special types of projects are passed
through the state as a loan and/or grant. Only the debt portions of these arrangements are listed here.
INTERGOVERNMENTAL REVENUE OBLIGATIONS
2018
Issue Final Original Funding 2018 2018 Interest Balance
Date Maturity Issue Source Principal Interest Rate 12/31/18
Wastewater System
Fruitvale Neighborhood Sewer 06/01/01 07/01/21 S1,466,250 WW fees S 77,625 5 1,553 0.50% 5 232,875
River Road Sewer 12/30/05 07/01/25 2,307,000 WW fees 124,246 4,970 0.50% 869,720
Ultra Violet Disinfection System 04/30/07 07/01 /27 2,300,000 WW fees 121,389 6,069 0.50% 1,092,500
Energy Efficiency Project 10/10/11 03/31/33 516,192 WW fees 22,734 12,091 2.80% 412,231
Industrial Waste Anaerobic Project 08/01/11 07/01/34 602,634 WW fees 25,508 13,901 2.60% 512,595
Treatment Plant Improvements 06/01/12 06/01/32 5,000,000 WW fees 269,079 9,418 0.50% 3,495,029
Industrial Sewer Main Extension 10/11/12 06/01/37 2,000,000 WW fees 81,340 8,134 0.50% 1,545,455
Water System
Treatment Plant Improvements 09/01/03 07/01/23 2,559,775 Water fees 134,725 4,042 0.50% 673,625
Naches River Filter Rehab 06/27/05 10/01/25 894,380 Water fees 47,073 1,883 0.50% 329,509
New Water Well 04/15/09 07/01/28 2,257,200 Water fees 121,149 6,663 0.50% 1,211,488
Automated Meter Reading System 08/05/13 07/01/32 5,000,000 Water fees 263,158 9,868 0.25% 3,684,211
Treatment Lagoons (Federal) 12/12/13 10/01/34 3,514,800 Water fees 175,740 44,814 1.50% 2,811,840
264 - 2018 Council Budget Presentation
Memorandum
Date: October 13, 2017
To: The Honorable Mayor and City Council
From: Sean Hawkins, Economic Development Manager
Re: 2017 and 2018 Economic Development Budget
This memo is being written in order to provide more detailed information about the 2017 and 2018 Economic
Development budgets, specifically the expenditures reflected in the General Fund Professional Services and
Consultant Services accounts, plus the special revenue Economic Development fund (Fund 123).
GENERAL FUND ACCOUNTS
Professional Services
Airport Marketing - The 2017 budget in the Professional Services account included $150,000 in expenses relating
to Airport marketing, plus revenue from a 50% reimbursable grant of $75,000. This is part of a multi-year grant to
promote the "Fly YKM" campaign. Actual expenses year-to-date have been $111,895, with a projected year-end
estimate of $140,000, which then reduces the revenue to $70,000. For 2018, due to pilot shortages that have already
led to a reduction of daily flights to Yakima, the campaign will be scaled back to expenses of $50,000, with a 50%
reimbursable grant of $25,000.
4• of July - The 2017 budget included a $20,000 contribution towards the 4- of July celebration. Council later
0 directed that the City contribute an additional $5,000 to help pay for the Battle of the Bands, for a total year-to-date
contribution of $25,000. The 2018 budget currently includes only the initial contribution of $20,000, but if the
Council chooses to increase the pledged contribution, the budget will be updated.
Public Market/Business Incubator - The City Council authorized the City Manager to apply for a $50,000 CERB
grant to evaluate real estate options for a Yakima Business Incubator and Public Market during their September 20,
2016 meeting. The application was approved for funding at the November 17, 2016 CERB Board Meeting and the
City Council approved a contract for the work at the May 16, 2017 meeting. The City is required to provide a 25%
local match to receive the $50,000 grant, which means the total expenditure budget for the project is $66,667. There
have not been any expenses year-to-date for 2017, but the project is scheduled to begin in late October and
continue through the first quarter of 2018, thus the year-end estimate and 2018 budget each include half of the
expenses and revenues.
Yakima Arts Commission - The 2017 budget included $10,000 for the Yakima Arts Commission to help fund the
Utility Box Art Project and Windows alive project. In 2017, $7,609 has been spent year-to-date, with a year-end
estimate of $10,000. For 2018, $10,000 was re -budgeted, based on Coucil's prior interest in funding the City's Arts
Commission.
•
Craft Beverage Yakima - For 2017, $5,000 was budgeted for promotion relating to the Craft Beverage industry.
There have been no funds expended year-to-date, but it is expected that the money will be spent by year end. This
funding was not re -budgeted in 2018.
Downtown Association of Yakima - The 2017 budget included $133,333 for beautification, improvement and
promotion of downtown Yakima, to be offset by a $92,500 Main Street tax credit. Year-to-date expenses have been
$40,833, and the actual tax credit received was $71,439. The year-end estimate is still projected to be $133,333 in
expenditures and $71,439 in revenue. Applying for the tax credit is a competitive annual process whereby
participating municipalities must apply by a strict deadline and are not guaranteed to be awarded any or all of the
requested amount. The 2018 tax credit request, which was applied for at the beginning of 2017, was not awarded
to the City of Yakima. Therefore, no revenue has been budgeted to offset the 2018 expenditure budget of $133,333.
However, due to the competitive nature of this tax credit, the legislature expanded the program, so the City is
hopeful that the 2019 request will be awarded and the City will recoup its investment in this program.
2018 Council Budget Presentation - 265
Consultant Services:
Downtown Association of Yakima - The original 2017 budget included separate amounts to promote several
downtown festivals with the City being the promoter, including $37,000 for Downtown Summer Nights, $25,000
for Roots and Vines (offset by $20,000 in revenue), $25,000 for Blues and Brews (again, offset by $20,000 in
revenue), $6,700 for Lunchtime Live, $3,000 for the Folklife Festival, and $1,000 for the Kids Expo. During the year,
as part of transitioning responsibility for the organization of downtown festivals and events to DAY, the City
COuncil approved an agreement providing DAY $30,000 in 2017 to fund these activities with the City's
participation phasing out by providing $20,000 in 2018, $10,000 in 2019 and nothing past that.
Hispanic Chamber of Commerce/Cinco de Mayo - The 2017 budget included a $5,000 contribution to the
Hispanic Chamber in support of the Cinco de Mayo celebration. Because of the promotion savings as a result of
the reduction in direct support of the above mentioned festivals, the City was able to provide $20,000 in support
for the Cinco de Mayo celebration, and another $20,000 has been budgeted for 2018 for future Council
consideration of support for this event.
Miller Park Concerts/Viva La Musica - This popular concert series was originally budgeted at $15,000 for 2017,
but again, due to the savings reflected in the DAY budget, the year-end estimate was increased to $20,000. Year-to-
date expenditures are currently $12,300, but there will likely be more invoices paid. The 2018 budget includes
$20,000 for these concerts.
Miscellaneous - While there was no miscellaneous category in the original 2017 budget, there have been a few
expenses that don't easily fit into the above categories, including $500 paid to OIC for the Southeast Yakima MLK
Event in January, and various small charges from Facebook for ads promoting various events around Yakima. As
such, the year-end estimate includes $5,000 for this broad category, with another $5,000 budgeted for 2018. This
allows for any additional direction from Council to support the efforts of other events and organizations as they
arise in 2018.
ECONOMIC DEVELOPMENT FUND - FUND 123
Professional Services accountS
Manatt, Phelps & Phillips - The 2017 budget included a $72,000 contract for Federal lobbyist services. In a cost
saving measure, the City determined that it would be better served by paying for lobbyist services on an hourly
basis, rather than a contracted amount each month, so the year-end estimate for these services was reduced to
$25,000. For 2018, this budget was set at $30,000.
Yakima Community Development Association - $33,000 was budgeted for 2017, of which 50% of that amount
has been paid year-to-date and the remainder will be paid before the end of 2017, for a year-end estimate of
$33,000. The same amount has been budgeted for 2018, which will complete the City's five year contract for
Economic Development services with the association.
Downtown Yakima Business Improvement District - Savings resulting from the reduction of lobbyist services
enabled this account to contribute $43,033 as the City's contribution for properties it owns in the downtown
district. Because the 2018 lobbyist budget will again be reduced in 2018, the cost of the City's contribution to the
DYBID is again being budgeted in 2018 at a cost of $40,000 from this account.
Miscellaneous - For 2017, $7,000 was earmarked for miscellaneous expenses that might arise during the year, and
about $1,359 has been spent year-to-date on brochures. The year-end estimate has been reduced to $2,000 and 2018
has also been budgeted at $2,000.
266 - 2018 Council Budget Presentation
$ 50,000 5 -
(25,000)
2018 Budget
Exp Rev
20,000
33,333 (25,000)
10,000 -
133,333
246,666 (50,000)
20,000
20,000
20,000
5,000
65,000
311,666 (50,000)
30,000
33,000
40,000
2,000
- (117,016)
$ 105,000 $ (117,016;
•
•
•
2017 Budget
2017 Year -to -Date
Exp Rev
GENERAL FUND
Professional Services
Airport Marketing $ 150,000 $ 5 111,895 5 - $ 140,000 $ -
Air Service DOT Grant Revenue - (75,000) - (70,000)
4th of July 20,000 20,000 20,000
4th of July - Battle of the Bands 5,000 - 5,000
Pub Mkt/Bus Inc (added mid -year) 66,667 33,334 (25,000)
CERB grant Pub Mkt/Bus Inc - (50,000)
Yakima Arts Commission 10,000 - 7,609 10,000
Field Group (Craft Beverage) 5,000 - 5,000
DAY Group 133,333 40,833 133,333
Main Street Tax Credit (92,500) - (71,439) (71,439)
Total Professional Services 385,000 (217,500) 185,337 (71,439) 346,667 (166,439)
Exp Rev
2017 YE Estimate
Exp Rev
Consultant Services
DAY for promotion of various - 30,000
downtown events
Downtown Summer Nights 37,000
Roots & Vines (offset by $20K rev) 25,000
Blues & Brews (offset by $20K rev) 25,000
Lunchtime Live 6,700
Folklife Festival 3,000
Kids Expo 1,000
Hispanic Chamber-Cinco De Mayo 5,000 20,000
Miller Park Concerts 15,000 20,000
Miscellaneous 5,000
OIC - SE Yakima MLK Event
Facebook ads/downtown events
Total Consultant Services 117,700 75,000
Total General Fund 502,700 (217,500) 248,282 (71,439) 421,667 (166,439)
30,000 -
20,000
12,300
500
145
FUND 123 - ECONOMIC DEVELOPMENT
Professional Services
62,945
Manatt, Phelps & Phillips 72,000 8,085 - 25,000
(Federal Lobbyist)
YCDA - Yakima Community 33,000 16,500 - 33,000
Development Assn
DYBID - Downtown (flowers, etc.) - 43,033 40,000
Miscellaneous 7,000 2,000
Global Experience 297
Field Group - Brochure 1,062
City Assistance Revenue - WA State - (85,433) - (114,162)
Total Fund 123 Economic Development $ 112,000 $ $ 68,977 $ (85,433) $ 100,000 $ (114,162)
2018 Council Budget Presentation - 267
•
268 - 2018 Council Budget Presentation
Economic Development Budgets
2017 Budget, Actual, Year -End Estimate, and 2018 Budget
GENERAL FUND:
Professional Services:
Airport Marketing
Air Service DOT Grant Revenue
4th of July
4th of July - Battle of the Bands
Public Market/Business Incubator (added mid -year)
CERB grant for Public Market/Business Incubator
Yakima Arts Commission
Field Group (Craft Bev)
DAY Group
Main Street Tax Credit
Total Professional Services Account
Consultant Services:
DAY for promotion of various downtown events:
Downtown Summer Nights
Roots and Vines (offset by $20K rev)
Blues and Brews (offset by $20K rev)
Lunchtime Live
Folklife Festival
Kids Expo
Hispanic Chamber-Cinco De Mayo
Miller Park Concerts
Miscellaneous:
OIC - SE Yakima MLK Event
Facebook ads promoting downtown events
Total Consultant Services Account
Total General Fund Expenses and offsetting Revenue
1 •
2017 Budget 2017 - Actual Year -to -Date 2017 Year -End Estimate
Expenditures Revenue Expenditures Revenue Expenditures Revenue
$ 150,000
2 0, 000
66,667
10,000
5,000
133,333
(75,000)
(50,000)
$ 111,895
20,000
5,000
7,609
40,833
$ 140,000
$ (70,000)
20,000
5,000
33,334 (25,000)
10,000
5,000
133,333
(92,500) (71,439) (71,439)
$ 385,000 $ (217,500) $ 185,337 $ (71,439) $ 346,667 $ (166,439)
$ 37,000
25,000
25,000
6,700
3,000
1,000
5,000
15,000
$ 30,000 $ 30,000
20,000
12,300
500
145
20,000
20,000
5,000
117,700
62,945 $ 75,000
$ 502,700 $ 248,282 $ (71,439) $ 421,667 $ (166,439)
2018 Budget
Expenditures Revenue
$ 50,000
$ (25,000)
20,000
33,333 (25,000)
10,000
133,333
$ 246,666 $ (50,000)
$ 20,000
20,000
20,000
5,000
$ 65,000
$ 311,666 $ (50,000)
Economic Development Budgets
2017 Budget, Actual, Year -End Estimate, and 2018 Budget
FUND 123 - ECONOMIC DEVELOPMENT:
Professional Services:
Manatt, Phelps & Phillips (Federal Lobbyist)
YCDA - Yakima Community Development Association
DYBID - Downtown (flowers, etc.)
Miscellaneous:
Global Experience
Field Group - Brochure
Revenue from City Assistance - WA State
Total Fund 123 Expenses and Revenue
72,000
33,000
7,000
112,000
$ 112,000
8,085
16,500
43,033
297
1,062
$ 25,000
33,000
40,000
2,000
$ 30,000
33,000
40,000
2,000
68,976 100,000 105,000
(85,433) $ (114,162) $ (117,016)
$ 68,976 $ (85,433) $ 100,000 $ (114,162) $ 105,000 $ (117,016)
o o •
•
FUND BALANCES
2017 2017 2017 2017 2018
Beginning Year -End Year -End Ending 2018 2018 Ending
Fund Estimated Estimated Fund Projected Projected Fund
Balance Rev Exp Balance Rev Exp Balance
General Fund $ 7,097,328 $ 65,683,815 $ 65,600,873 $ 7,180,270 $ 67,129,276 $ 67,134,882
Parks & Recreation 284,188 5,309,498 5,520,884 72,802 5,394,405 5,485,805
Streets 551,611 8,489,058 8,359,064 681,605 5,427,793 5,419,233
79,482,371 79,480,821 7,934,677 77,951,474 78,039,920
Economic Development
Community Dev
Community Relations
Arterial Street
Cemetery
Emergency Services
Public Safety Comm
Police Grants
Downtown Impr Dist
Trolley
Front St Bus Impr Area
Tour Promo (Conv Ctr)
Capitol Theatre
PFD Rev - Conv Center
Tourist Promotion Area
PFD Rev - Cap Theatre
Capitol Theatre Reserve
L.I.D. Guaranty
PFD Debt Service
Misc LTGO Bonds
LTGO Refunding
1995 UTGO Bonds
1996 LTGO Bonds
L.I.D. Debt Service
C.B.D. Capital Impr
Capitol Theatre Constr
Yakima Rev Dev Area
Parks & Recreation Cap
Fire Capital
Law & Justice Capital
REET 1
REET 2
Street Capital Fund
Conv Center Cap Impr
Cum. Rsv for Cap Impr
7,933,127
47,618
1,014,099
602,249
1,578,823
35,368
146,939
95,829
687,560
231
4
117
456,604
35,496
654,510
78,054
192,887
165,605
8,734
73,983
258,480
150,566
2,174,502
1,562,583
15,230
781,394
1,518,084
256,319
198,551
725,492
644.786
114,162 101,339
4,110,375 4,111,372
822,327 638,185
1,795,040 2,073,000
297,050 278,424
1,369,705 1,425,987
3,807,793 3,838,360
480,951 396,692
193,340 184,853
29,275 29,220
3,735 3,500
1,693,144 1,699,375
431,163 443,089
868,710 733,213
707,550 707,200
660,500 661,400
1,029,213 1,029,213
3,320,582 3,320,582
428,750 425,465
521,250 66,455
60,000 202,000
1,000,000 1,868,828
926,817 2,438,639
1,068,250 1,108,405
410,931 824,886
1,070,718 526,804
986,270 782,452
124,159 95,000
455,500 412,000
75,000 469,654
60,441
1,013,102
786,391
1,300,863
53,994
90,657
65,262
771,819
8,718
59
352
450,373
23,570
790,007
78,404
191,987
165,605
8,734
77,268
713,275
8,566
1,305,674
50,761
(24,925)
367,439
2,061,998
460,137
227,710
768,992
250,132
117,016 116,400
1,481,868 1,472,705
674,990 634,098
4,474,885 4,902,457
264,950 268,602
1,389,235 1,411,607
4,241,221 4,289,986
346,000 406,648
200,340 188,127
21,704 21,699
3,735 3,500
1,732,250 1,721,163
431,163 436,382
868,710 733,213
707,550 707,200
660,500 661,400
1,029,213 1,029,850
3,095,993 3,095,992
428,750 425,265
10,821,250 10,838,560
60,000 60,000
13,000,000 11,500,142
374,000 105,000
163,000 80,000
421,516 695,000
1,070,718 476,495
986,270 777,646
155,000
455,500 466,560
45,000
$ 7,174,664
(18,598)
690,165
7,846,231
61,057
1,022,265
827,283
873,291
50,342
68,285
16,497
711,171
20,931
64
587
461,460
18,351
925,504
78,754
191,087
164,968
8,735
80,753
695,965
8,566
2,805,532
319,761
58,075
93,955
2,656,221
668,761
382,710
757,932
205,132
2018 Council Budget Presentation - 269
FUND BALANCES
2017 2017 2017 2017 2018
Beginning Year -End Year -End Ending 2018 2018 Ending
Fund Estimated Estimated Fund Projected Projected Fund
Balance Rev Exp Balance Rev Exp Balance
Airport Operating 45,849 1,250,379 1,234,845 61,383 1,271,379 1,278,178 54,584
Airport FAA 447,256 3,862,791 2,746,787 1,563,260 4,719,343 1,924,193 4,358,410
Storm water Operating 324,622 2,646,000 3,475,153 .(504,531) 2,712,125 3,251,193 (1,043,599)
Stormwater Capital 4,577,600 1,085,000 1,520,000 4,142,600 1,060,000 2,450,000 2,752,600
Transit Operating 2,544,381 8,744,517 9,503,159 1,785,739 9,215,117 9,783,063 1,217,793
Transit Capital 4,795,946 3,022,089 2,279,675 5,538,360 1,537,250 230,000 6,845,610
Refuse 560,492 7,170,803 6,986,115 745,180 7,298,235 7,193,658 849,757
Wastewater Cap Fac 2;547,527 700,000 879,000 2,368,527: 700,000 (1,250,000) 4,318,527
Wastewater Operating 5,505,002 22,724,743 23,591,186 4,638559 22,729,779 23,890,468 3,477,870
Water Operating 2,437,323 9,463,873 10,261,135 1,640,061 9,799,500 10,482,780 956,781
Irrigation Operating 865,954 1,804,300 1,767,461 902,793 1,803,500 1,814,923 891,370
Wastewater Cap Constr 7,055,492 2,900,000 4,676,011 5,279;481 2,900,000 5,560,000 2;619,481
Water Capital 4,455,699 955,600 1,175,160 4,236,139, 981,560 1,603,500 3,614,199
Wastewater Capital Proj 3,309,535 501,500 850,000 2,961,035 501,500 2,750,000 712,535
Irrigation Capital 2,440,457 1,217,060 659,883 2,997,634 1,217,060 8,367,542 (4,152,848)
Revenue Bond -
Revenue Bond - -
Revenue Bond
2008 Water Bond 366,380 232,200 231,500 367,080 231,500 231,000 - ,367,580
2008 Wastewater Bond 412,237 411,813 424 411,813 413,813 (1,576)
Revenue Bond
2004 Irrigation Bond 34,813 322,141 322,141 34,813 317,542 321,341 31,014
2003 Wastewater Bond 1,618,148 1,163,300 1,162,300 1,619,148 1,166,000 1,165,300 1,619,848
Revenue Bond
Unemployment Comp 491,196 205,000 571,812 124,384 194,750 182,706 136,428
Empl Health Benefit 1,900,393 12,383,639 13,908,833 375,199 12,786,620 12,961,129 200,690
Workers' Compensation 610,032 2,027,347 2,066,268 571,111 1,383,920 1,821,376 133,655
Risk Management (951;265) 4,761,138 3,696,323 113,550 4,173,141 4,021,304 265,387
Wellness/EAP 130,369 451 70,000 60,820 30,000 66,900 23,920
Equipment Rental 2,841,758 4,529,732 5,577,018 1,794,472 4,637,292 4,507,938 1,923,826
Environmental Fund 559,599 380,000 439,950 499,649 380,000 422,950 456,699
Public Works Admin 429,148 1,171,908 1,272,359 328,697 1,204,079 1,254,593 278,183
Firemen's Relief & Pens 1,169,581 1,206,194 1,207,152 1,168,623 1,136,924 1,229,483 1,076,064
YakCorps 655,000 655,000 - 655,000 655,000
Cemetery Trust 655,469 21,500 12,000 664,969 21,000 12,000 673,969
$ 73,862,580 $205,865,073 $213,586,452 $ 66,141,201 $224,804,730 $234,206,948 $ 56,738,983
270 - 2018 Council Budget Presentation
P1&LLS
Notes for Parks & Recreation Budget Presentation to City Council
October 17, 2017
DRAFT — 10/13/2017
Greeting and introduction
Updated Mission Statement
"Provide beautiful places with quality recreation opportunities that enrich the
well-being of our community"
Statistics
Identified are some statics from 2017 and previous years. Franklin Pool attendance
was increased this summer, we believe, due to the hot summer.
Harman Center volunteer hours — estimated at 17,500 for 2017
Acres of land maintained 393 acres — decrease due to the construction of the building
at the Perry Tech Soccer Complex
Service Units — 17 SUs
Fisher Park Golf Course
Youth Sports
Gang Prevention — After School Program
Slow Pitch Softball
Athletics
Community Recreation — movies, concerts at Miller & Franklin, community events, etc
Lions Pool
Franklin Pool
Aquatics
Harman Center Facility
Harman Center — Senior Day Care — ALTC grant funded [aging and long term care]
Harman Center — Foot Care — ALTC grant funded
Harman Center Tour program
Harman Center — programs, events, classes, etc.
Park Maintenance
Sports Administration
Parks Administration
Expenditures
Park Maintenance — total budget - $1,588,354 — largest Service Unit
Lions Pool — total budget - $495,337
Salaries and benefits — 46% of the P & R Budget
Revenue
Property Taxes - $2,747,565 in lieu &.property
Intergovernmental Revenue - $75,830 — grants —e.g. ALTC
Charges, Fees — Goods & Service - $843,050
• Misc. Revenue - $214,900
Other $0
Transfers In - $1,513,060
• Total Budget 2017 = $5,661,383
Total Budget 2018 = $5,626,305
Total Reduction in Parks and Recreation Budget from 2017 to 2018 = $35,078
Fee Increase
Every four years or so, the Parks & Recreation Division evaluates the fees. The staff
started the process of reviewing fees and a potential increase was discussed with the
Parks and Recreation at our last meeting. At this time we would like to delay this
conversation pending further evaluation of our current fees before proceeding.
Sometime in 2018, after further evaluation, the topic may be revisited.
Staffing
Currently the Parks and Recreation division has 20.90 FTEs
In addition to the full time positions, the P & R Division has over 100 temporary
employees. Some work just a few months in the summer and some work a few hours
per week throughout the year. Lifeguards for Lions & Franklin Pool make up the
majority of temporary workers. One of the reasons for the prompting of the fee increase
discussion was the recent increases in minimum wage. In 2018, minimum wage will be
$11.50 per hour.
Parks & Recreation Capital - expenditures
Ongoing Capital project at Randall — completion scheduled for summer 2018
Remaining projects — Donations, RCO grant, COY funds
44th avenue parking lot and asphalt walkways.
Pond work starting this week as a Stormwater Division project.
Other projects — Lions Park playground replacement
Parks Capital - Revenue
Voter approved capital funds
RCO Grants
Donations
Tahoma Cemetery — 55 acres
A total of 47,000 cemetery plots sold
14,000 are still available for sale.
Tahoma Staffing
2 full time employee
2 Temporary seasonal employees
•
Tahoma Expenditures - $268,602
• Tahoma Revenue - $264,950
Tahoma Cemetery Trust - $12,000
•
•
$50 K 4 Kids Update
In the spring, City Council allocated an additional $50 K for added programs for children during
the summer.
Meetings were held with the Recreation staff and a wide variety of organizations in our
community to identify programs that could utilize the funds and quickly be able to meet the
challenge.
The three organizations that were able to utilize the funds were Yakima Parks & Recreation,
YPAL and OIC — Henry Beauchamp Jr. community Center.
The Day Camp at Kissel Park directed by Tami Andringa and Kim Lopez, which has been in
existence for a number of years, was able to quickly add staff and serve an additional 46
children during the summer. The program at Kissel was Monday through Friday from 9 am to 4
pm for 9 weeks. A wide variety of activities were held throughout the summer. Some of the
activities were lawn games, water play, sports, swimming at Franklin Pool once a week and a
visit from the Delta Dental Tooth Fairy. A total of 45,968 child contact hours were achieved this
past summer at Kissel Park.
The Day Camp at Miller Park began this year. $4,000 was donated from the Downtown Kiwanis
Club for the program. The program led by Tami Andringa and Juan Arias, added additional staff
and was able to increase the total number of children in the program from 45 to 70. Actual
number of children served was 72 for a total of 12,096 child contact hours. This program was
Monday through Thursday for 6 weeks. The Miller Park program also provided a wide variety of
programs from crafts and team sports to water play time at the Miller Spray Park.
The YPAL program held a Futsal Street Soccer program, a Culinary Arts program and the
Summer Drop -In program.
Futsal served 53 kids 2 times per week from June 27 through July 25th. The program utilized
the basketball courts at Miller Park.
The Drop In program incorporated a STEM focused curriculum and took groups of kids to
Franklin Pool, Moses Lake Water Park, Seattle's Woodland Park Zoo, Boulder Cave and
Bumping Lake.
OIC — Henry Beauchamp Community Center Summer Program included water games, board
games, golf, swimming at Franklin Pool and trips to Skateland and Slidewaters Water Park in
Chelan.
An additional 30 children were added to the Beauchamp Community Center Summer Program.
The program was from 10 am to 5:15 pm Monday through Thursday. The OIC program serve
129 children during the summer.
The YWCA was not able to utilize the funds for the "In Their Shoes" - Domestic Violence
Education and Preventions Program due to staffing issues and coordination of space at the
Washington Fruit Community Center.
•
Presentation Notes
Equipment Rental — Funds 551 & 552
2017
The function of the Equipment Rental Division is to support the City's fleet of more than 700 vehicles
and construction equipment ($20 million value). A division working behind the scenes to keep the fleet
in a continuous state of preparedness, ready to go into action at a moment's notice. The division has
incorporated the "Run it like a business", in terms of being price competitive with the private sector,
also incorporating Best Fleet Management Practices.
Services provided
• Acquisition (purchasing)
• Routine and preventive maintenance
• Safety Inspections
• Tire purchasing, servicing, and replacement management
• Providing gasoline and diesel fuel to the City fleet — 2 major distribution sites
and 5 minor sites
o Purchasing
o Receiving
o Storage
o Distribution
o Utilization tracking and reporting
• Management of the Environmental Fund — a service function for environmental
cleanup
Staff members (14 total FTEs)
• 7 Mechanic 1 technicians (1 vacant)
• 2 Fleet Maintenance Technicians - lubrication specialists
• 2 Storekeepers (1 vacant)
• 1 Mechanic 2 — working foreman
• 1 Equipment supervisor
• 1 Fleet Manager
c:\users\cprice\appdata\local\microsoft\windows\inetcache\content.outlook\6m5jxyi4\presentation
notes 2017- funds 551 552.docx
•
TRANSIT - BUDGET REVIEW NOTES
INTRODUCTION-FUNCTION/MISSION: PAGE 155
"The Transit Division's primary task is to provide public transportation services in the cities of Yakima
and Selah (under contract). Those services include fixed -route bus, vanpool, and paratransit services.
Yakima Transit also contracts for and participates in funding a commuter bus service between Yakima
and Ellensburg that also serves the city of Selah."
PERFORMANCE STATISTICS — FIXED ROUTE: PAGE 155
Fixed Route ridership is stable at over one million riders per year, while costs steadily increase each
year.
PERFORMANCE STATISTICS — PARATRANSIT: PAGE 155
Overall, Paratransit ridership has increased steadily and costs are anticipated to remain consistent over
the next couple of years.
PERFORMANCE STATISTICS — VANPOOL: PAGE 156
Vanpool ridership tends to fluctuate depending workforce demands and participation fromthose such
as Hanford can greatly impact ridership numbers from year to year. Vanpool is a cost recovery program
and costs are anticipated to remain consistent.
• PERFORMANCE STATISTICS — COMMUTER: PAGE 156
Commuter ridership has slightly increased over the past two years and we anticipate this trend to
continue. Commuter costs have decreased from 2015, due to a change in vendor providing the service.
Since then costs have remained consistent and are expected to remain consistent.
OPERATING EXPENDITURES: PAGE 157
2017 - Currently, we are looking at a final budget of approximately $9.5 million. This number is
conservative of our budgetary expenses, and actual spending is anticipated to be far less by the end of
the year.
2018 — For 2018, costs have been computed conservatively as well, to encumber any increasing costs
(including changes/fluctuations in fuel costs, maintenance/repair costs, labor costs, etc.).
OPERATING REVENUES: PAGE 158
2017 — Revenues are currently estimated to total around $8.75 million. Every year, we typically
distribute $1 million of Operations revenue towards our Capital expenditures. This year, we distributed
a higher amount to cover the purchases of 4 new buses, 3 Vanpool vans, and 3 Relief vehicles.
2018 — For next year, we are anticipating to distribute a lesser amount towards the Capital expenditures
and we are expecting an increase in grant funding, thus, increasing our operating revenues overall.
•
AUTHORIZED PERSONNEL: PAGE 158
Personnel counts are expected to remain the same.
OPERATING POLICY -DAR PASSENGER COUNTER SYSTEM: PAGE 159
See policy
OPERATING POLICY -TRACKING AND REPORTING SOFTWARE: PAGE 160
See policy
CAPITAL EXPENDITURES: PAGE 161
2017 - Currently, we are looking at a final budget of approximately $2.3 million. The majority of these
expenses were dedicated to our bus/vehicle purchases.
2018 — For 2018, there are no additional vehicle purchases planned. We are however anticipating to
continue contributing to sidewalk improvements/ better ADA Access, as well as, installing new Transit
bus shelters throughout the City.
CAPITAL REVENUES: PAGE 161
2017 — Revenues are currently estimated to total around $3 million.
2018 — For next year, we are anticipating $1.5 million due to less grant funding (as we are not planning
any major vehicle purchases/service improvements).
CAPITAL POLICY -SOLAR LIGHTED PASSENEGER SHELTERS: PAGE 162
See policy
CAPITAL POLICY -SIDEWALKS AND ADA RAMPS: PAGE 163
See policy
OVERALL BUDGET:
2017 — As of current, the end -of -year estimates reflect that our revenues and expenses will leave us
breaking even, however, with the budget being conservative, Transit is expected to once again have a
positive balance carried forward into the next year.
2018 — Looking forward at next year's budget we are anticipating a positive balance of approx.
$750,000.
•
REFUSE (SOLID WASTE & RECYCLING) - FUND 471
PRESENTATION NOTES
WHO WE ARE AND WHAT WE DO
• Main responsibility is to provide sound waste management practices that are: EFFICIENT, COST
EFFECTIVE AND ENVIRONMENTALLY RESPONSIBLE.
• We operate daily: 13 routes; 6,593 accounts a day; over 100,000 points of contact a month.
PERFORMANCE STATS
• 32,96.6 residential accourt:
• 29.'.71 :rens !and(illed
•174 yard .vastc diverted
2015 2016 2017 2018
A. dual
Act t�a1
Estimated
Projected
Residential Cart Accounts Active
25,647
26,000
26,273
26,2773
Bin Accounts Active
430
379
411
41 1
Yard Service Accounts Active
6,462
6,191
6,293
6,293
Tons of Refuse Collected Special Collection, etc. (1)
109
321
321
321
Tons of Refuse Collected Residential Automated Carts
25,969
27,146
27,688
27.688
Tons of Refuse Collected Bin
2,622
2,758
2,813
2 833
:1.784
3,784
Tons of Refuse Collected Yard Service
3,695
3,712
Estimated Annual Cost Per Account - Special Collection
$11.70
$3.12
$3.12
$3.12
Estimated Annual Cost Per Account - Residential Auto. Cart
$182.00
$208.27
$209.00
$209.00
Estimated Annual Cost Per Account - Bin
$1,225.00
$1,548.00
$1,498.00
51,498.00
Estimated Annual Cost Per Account - Yard Service
$98.73
$137.43
$148.00
$148.00
1
NK
• Special collections include litter, illegal dumping, special hauls, and homeless encampment services and
clean ups. Due to budget cuts in the 2015 budget, 2016 numbers reflect the elimination of the fall leaf
program, code enforcement officer and reduction in the number of community clean ups. Illegal
Dumps/Community Clean Ups - Identified, cleaned and closed over 625 illegal dumps YTD.
Conducted 1 community clean up with local churches and community groups. Over 40 tons collected.
BUDGET
• Our budget is an operations budget for service, collection and disposal
• Our revenues and expenses are stable -Overall 3% increase in expenditure 2017-2018 — cost of living
increases
EXPENDITURE SUMMARY BY FUNCTION
2015 2016 2017 2017 2018 % Changcd
Actual Actual Amended Year -End Projected
Function/Title Expenditures 0xp ndj3 r s Expendi two Estimated Expenditures 2017-2018
No grant
471 Pilot Recycling Program $-- $— $55,000 $49,000 Si-- 2018
472 Residential Operations 2,917,818 3,045,390 3,289,691 3,311,480 3,422,669 ^ 3%,
473 Special Containers 65,159 68,935 75,441 76,401 76,434 0%
474 Facility Maintenance 42,884 43,956 45,055 45.055 46,441 ^3%
476 Shop Operations 630,000 795,000 795,000 743,000 795,000 ^7/0
477 Refuse Taxes & Interfund 1,639,456 1,881,086 1,998,912 2,024,329 2,114,225 ^4%
478 Administration 320,436 352,501 459,605 454,414 505,197 ^10%
479 PW Insurance & Interfund 215,132 230,095 250,770 282 436 233 692 -21%
$5,830,885 $6,416,963 $6,969,474 $6,986,115 $7,193,658 ^3%
NOTES:
O Residential Operations: labor, benefits, collection operations, fuel, operating supplies, fleet
maintenance, replacement carts and containers, disposal costs, data communications
o Facility Maintenance: garage charges
• Shop Operations: vehicle replacement reserve
• Refuse Taxes & Interfund: State refuse tax; In Lieu, Customer Service
o Admin: Supervisors, SW Specialist, office, phones, printing
Y PW Insurance & Interfund: Insurance; PW Admin. PW Admin realigned = reduction
o 2017-2018 increase $207,543 ; Overall increase of 3% in in expenses; Cost of living
2
•
•
EXPENDITURES BY TYPE
°r°
2015 2016 2017 2017 2018
Changed
Actual Actual Amended Ycar-End Projected 2017-2018
QbjecVfyPc pett4jjires Expenditure Exp( cfituss 1;�.3tirnatcd limenditures
100 Salaries & Wages $1,046,410 $1,081,789 81,199,786 $1,207,621 $1,248,389 3cY°
200 Personnel13enefits 431,083 459,268 512,931 528,499 554,230 5%
Sub -Total Salaries & Benefits
300 Operating Supplies
400 Professional Services & Charges
Transfers
Total Expenditures
NOTES:
3
1,477,493
1,541,057 1,712,717
1,736,120 1,802,619
287,420 346,284 288,700 299,000 341,000
3,436,052
3,734,623 4,173,057
4,207,995 4,255,040
630,000 795,000 795,000 743.000 795,000
$5,830,965 $6,416,964 $6,969,474 $6,986,115 $7,193,659
4%
12%
1%
7%
3%
• Salaries/Wages/Benefits: cost of living; benefit increases. Have a Policy Issue to bring on a
Maintenance Worker in 2018
• Operating Supplies: fuel; general operating supplies and small tools and minor equipment -
need to replace refuse carts/inventory for carts over 10 years old or can no longer repair.
• Professional Services examples: Landfill/disposal cost 1.2 million; EQR Labor & Parts $492,166;
Interfund City services $368, 940; State& County taxes $295,000; InLieu tax $1.1 million; Tires
$65,000; Interfund Ins $266,000. PROF SERV TIED TO OPERATIONS & DISPOSAL COSTS
s
•
•
Revenue
Intergovernmental
Chrgs f/Goods & Svcs
Non -Court Fines & Forf
Miscellaneous Revenues
Transfers In
Total Revenues
4
NOTES:
REVENUE
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Revenues Revenues Kev—enucs Estimated Revenues
$--.. $-- $55,000 $55,000 $-
5,722,696 6,914,733 7.130,094 7,112,303 7,296,735
1,100 571
4,020 2,587 1,000 3,500 1,500
46,4011 = = = _
Changed
2%
$5,774,216
$6,917,891 $7,186,094
$7,170,803 $7,298,235
• Revenue generated by rates — based on cost of service
• Total Revenue increased from 2017 $127, 432.00 2% increase over 2017
• Our projected 2017 ending fund balance $760,00
• Our projected 2018 fund balance is $842,800
• The required reserve 12% approx. - $863,300
• Moving us towards the goals that were set during last year's budget — to rebuild our reserves
0
2%
REVENUE 2017 YE Est 2018 PROJ REV DIFFERENCE
Chrgs f/Goods & Sery 57,112,303.00 $ 7,296,735.00 $ 184,432.00 A 3%
Miscellaneous Revenues $ 3,500.00 5 1,500.00 $ (2,000.00)
Total Revenue $ 7,170,803.00 $ 7,298,235.00 S 127,432.00 ^ 2%
•
AUTHORIZED PERSONNEL.
2017 2018
Class 2015 2016 Adopted Projected
Code Position Title Actual Actual 13udgst {Budget
1266 Solid Waste and Recycling Manager 1.00 1.00 1.00 1.00
7122 Department Assistant 11 2.00 2.00 2.00 0.00
7155 Solid Waste Services Specialist (2) 0.00 0.00 0.00 2.00
8433 Solid Waste Collector/Driver 13.00 13.00 • 13.00 13.00
8641 Solid Waste Maintenance Worker 3,00 3.00 3.00 4.00
14101 Solid Waste Supervisor (2) L00 130 2.00 2200
Total Personnel 20.00 20.00 21.00 22.00
NOTES:
5
• Elirninated the DAII positions in 2018; we reorganized; create SW Specialist
o Changes in operations to electronic routing, tracking, mapping, reporting
o Integration of Cayenta UB in our customer service
o The DAII positions no longer reflected the work being done by staff
O Solid Waste Services Specialist added in 2018..
o One Solid Waste Supervisor was added in 2017.
• Request to add 1 new maintenance worker for 2018
•
•
2018 REFUSE POLICY ISSUE
ADD ONE SOLID WASTE MAINTENANCE POSITION
SUMMARY PROPOSAL
This proposal is to add one additional Solid Waste Maintenance Worker to the division. The
responsibilities of the Solid Waste Maintenance Worker include deliveries, removals, exchanges, repairs and
cleaning of garbage and yard waste carts and metal bins; cleaning up debris from special hauls and illegal
dump sites, painting out graffiti on carts and binS; pruning overgrown trees and shrubs around collection
sites; delivering and removing special event containers and filling is as Solid Waste Collector/Driver during
absences.
The Solid Waste Division services approximately 35,000 accounts and receives approximately 100 to 125
service order relating to these various duties on a daily basis. The continued sprawl of the City has
significantly increase travel time and reduced the number of service orders that can safely be completed
with minimal staff. This has a direct impact on the Division's ability to provide customer service in a timely
fashion. In addition as the Solid Waste Maintenance Worker acts as a fill-in driver, the position assists the
Division in insuring that routes are staffed when a full time driver is unavailable and assists in succession
planning for the future retirement of drivers.
IMPACTS
1. Fiscal Impact - $59,000.
2. Proposed Funding Source - Refuse division.
3. Public Impact - Service orders will be completed in a timely manner, preventing delays m
deliveries, removals, exchanges, repairs, etc. of garbage, yard waste carts and metal bins.
4. Personnel Impact - Insure succession planning and back up route drivers.
5. Required Changes in City Regulations or Policies - None.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.PUBLIC WORKS / REFUSE
2018 Council Budget Presentation -167
•
2018 REFUSE POLICY ISSUE
CURBSIDE RECYCLING
SUMMARY PROPOSAL
The Refuse Division has been tasked by Council to continue to explore curbside recycling options for its
residential customers. The Division, with funding from the Department of Ecology, recently completed a
City of Yakima Recycling and Processing Options Study which assessed opportunities and approaches for
managing the recyclable materials that would be collected. This Policy Issue will fund retaining of
professional services to work with the Solid Waste staff in implementing the recommended actions
proposed in the Recycling and Processing Options Study. The division is requesting $30,000 to retain
professional services to assist staff in drafting and evaluating a Request for Proposal/Request for
Qualifications (RFP/RFQ). The RFP/Q is to be responsive to the services desired by the City, deterrnine the
desired services for the City and establish grading criteria. The professional services will also assist staff in
related recycling issues. The RFP/Q is the next step in the process for moving the City loser to a citywide
curbside program. Refuse staff will contribute significantly in the development of the RFP/Q. However
due to the complex nature of the project, the division is seeking to retain professional services to provide
the additional expertise needed to move this project forward. It will be difficult to move forward with our
current staffing and complexity of the task.
IMPACTS
1. Fiscal Impact - $30,000.
2. Proposed Funding Source - Refuse division.
3. Public Impact - None.
4. Personnel Impact - None.
5. Required Changes in City Regulations or Policies - None.
6. Legal Constraints, if applicable - None.
7. Viable Alternatives - None.
168 - 2018 Council Budget Presentation
•
SOLID WASTE ASSOCIAT ON
of North America
October 11, 2017
RE: impact of Chinese Waste Ban on State & Local Recycling Program
The Solid Waste Association of North America (SWANA) is a non-profit association for
waste and recycling professionals with more than 9,000 members across the United
States and Canada. On behalf of those members, SWANA is writing to share some
important and recent recycling market developments that have implications for the
movement of recyclables worldwide, and that may impact recycling programs in your
state.
In July 2017, China notified the World Trade Organization (WTO) of its intention to
prohibit the import of certain solid wastes and scrap into their country, including mixed
paper and mixed plastics, beginning on January 1, 2018. In addition, China announced
a new, and exceedingly stringent, contamination standard applicable to recyclable
imports (0.3 percent). This proposal is inconsistent with the global standards followed by
the recycling community and its industrial consumers, and if adopted, will effectively
result in a ban on the importation of virtually all waste and scrap commodities, as the
standard is nearly impossible to achieve.
In late August, SWANA filed comments with the WTO seeking additional clarity about
China's filing, and raising concerns about the scope and timing of the proposed ban.
China is the largest export market for recyclables generated in the United States.
SWANA's comments note that China imports approximately 13 million tons of paper and
776,000 tons of plastic from the United States annually. We argued it is simply not
feasible to expect domestic recycling facilities capable of handling all the material now
sent to China to be permitted, constructed, and commence operations by the end of
2017. With the gap between domestic processing and market demand, the proposed
ban could adversely affect municipal recycling programs through the country. Although
SWANA and other industry participants support China's environmental improvement
goals, we questioned the efficacy of its notices, and suggested a longer transition period
for the implementation of new import controls. A copy of SWANA's WTO comments can
be downloaded here.
sciul itASr� ASSOC ATION
During September, we learned that China's Ministry of the Environment (MEP) is not
renewing waste import licenses. As a result, material has started to pile up in Hong
Kong (a major port of entry) and a handful of US municipal recycling programs have
already begun to make adiustments in the materials they accept in response to the
uncertainty created by the looming ban and new contamination standard. Market prices,
particularly for paper, dropped significantly in September, with market observers linking
that decline to the Chinese actions.
Along with other stakeholders, SWANA has met with the US Department of Commerce,
Office of the United States Trade Representative (USTR), and the US Environmental
Protection Agency about the ban, the contamination standard, and their potential effect
on local recycling programs across the United States.
In response to our concerns, the waste import ban and related issues were raised in
late September meetings in China among Commerce, USTR and MEP representatives,
and at a WTO committee meeting last week. However, it is unclear whether China will
consider any changes to the proposed import ban or contamination standard. To date,
MEP has been reluctant even to clarify some questions about the affected materials and
applicable contamination standards. SWANA will continue to press the waste sector's
concerns with federal officials and others, and continues to monitor this dynamic
situation closely.
What Should State Agencies Do?
Be prepared for increased market volatility, which is likely to drive greater uncertainty
among your stakeholders. SWANA suggests state agencies take the following steps:
1. Communicate with local governments, industry partners, generators, and other
interested parties about the current disruption in recycling markets.
2. Educate all stakeholders about the importance of generating high quality material.
China's ongoing efforts to limit the amount of contamination in material imports --
dating back to the 2013 "Green Fence" -- highlight the need for recyclers to produce
high quality material.
3. Renew efforts to encourage waste reduction and the development of alternative
domestic markets for recyclable materials. Both have the potential to reduce reliance
on Chinese markets.
65CH Silver SprirgNarylan 1120910
SCUIO WASTE ASSOCtATfON
si No'n
4. Review current and contemplated recycling goals and regulations in light of current
market conditions.
We will continue to monitor developments domestically and overseas, and will provide
additional information as warranted. Some recycling programs in the United States have
recently experienced reduced market prices for their material, and continued volatility
can be expected in the short term.
SWANA remains committed to recycling and resource management, and to working
with members and partners at the local, state and federal levels to improve and expand
recycling programs in the United States. If you have any questions, please free to
contact me at dbldernmman,( swafa ord or 240-494-2254.
Sincerely,
1_
David Biderman
Executive Director & CEO
Solid Waste Association of North America
i5uite 650.' Silver75pnny Maryland 20,9
Cc,
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AIRPORT SLIDE PRESENTATION
Summary Page (Page 201)
Briefly describes the daily functions at the Yakima Air Terminal -McAllister Field. Additionally, the airport
added a statistics section to this year's budget presentation in order to highlight major indices and
future projections.
Expenditure summary by Function (Page 202)
Illustrates a break out of the expenditures by function and summary type. To better track expenditures,
the airport separates airfield, terminal building, security, admin office, and commercial (water, sewer,
garbage) expenses.
Airfield — professional services, power, gas, stormwater, equipment replacement, airfield
supplies (RWY, TWY lights, transformers, airfield paint/beads, equipment MX), fuel, fire truck
supplies, salaries, benefits, & OT.
Terminal — professional services (life safety —fire alarm, sprinkler, telephone lines, power,
water, sewer, gas, restroom supplies, etc.), salary, benefits, & OT.
Commercial — MX shop - water, sewer, trash
Security — badge processing (background checks, badge printing, auditing).
Administration — professional services, interfund city charges (HR, Legal, Finance, IT/Phones,
Insurance — property and liability $150K), power, water, sewer, office supplies, training, travel,
advertisements, salaries & benefits.
Year end estimate for 2017 is anticipated to be below the amended expenses for a total of
$1,234,845.00. It should be noted the TTL 2017 and 2018 expenditures show a slight increase with the
addition of the Assistant Airport Manager.
Expenditure Summary by Type (Page 202)
Additionally, expenditures are further separated by type (salaries, benefits, operating, and professional
services). Salaries & benefits illustrate a slight increase from 2017 to 2018 with the addition of the
Assistant Airport Manager.
All other expenditures from 2017 to 2018 remain constant or illustrate a slight decrease to conserve
funds as we improve aging infrastructure.
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Revenue (Page 202)
Revenues are broken out to highlight specific revenue sources:
Taxes - Leasehold tax return from State.
Goods & Services — Income power/gas, Fuel Flowage Fees, landing fees, charter operations.
Misc — commercial/aviation leases, parking lot, rental car, concessions, vending, advertisement,
security badges.
Other Financing — surplus old security gates.
Transfer In = Funds to assist with salary of Assistant Airport Manager
Authorized Personnel Page (203)
2017 added Assistant Airport Manager for TTL of 8 funded positions
Capital Fund 422 (Page 204)
Expenses
2017= Snow Removal Equipment (2 brooms & blower)
Security Gate Improvements (design & construction)
Design & Engineering of West Apron
2018= Airport Layout Plan ($500K)
West Apron ($1.3M)
Revenues
2017= Federal Grants for Projects in 2017
2018= Federal Grants for Projects in 2018
Goods & Svcs = Passenger Facility Charges (10% match for grants)
Misc= Interest on PFC
Policy Issues:
Page 205 — Airport Layout Plan
Page 206 — West Apron Construction
Page 207 — Vehicle Parking Rate Increase & Summary
Water/Irrigation notes for Budget presentation
DOMESTIC WATER CAPITAL OUTLAY
Capital Outlay/Capital Improvements 2017
Automated Meter Reading (Project #2261)
Intake, River redirection (Project #2335)
WTP Water meters and actuators (Project #2438)
Low Water Use Demonstration Gardens(Project #2441)
2018 Water Main Replacement (project #2461)
Hathaway Waterline Replacement (Project #2463)
Add Coal to WTP Filters
Total Capital Outlay
477 Fund
$65,000
700,000
10,000
126,500
175,000
600,000
20,000
$1,696,500
$1,000,000 of the reserve has been identified for use on N. 1st Street
Low Water Use gardens is funded by grants from Ecology and US Bureau of
Reclamation
Hathaway waterline project is a project planned from the 2017 Water System Plan
Council adopted in July
CAPITAL IMPROVEMENT EXPENDITURES
Capital Outlay/Capital Improvements 479 Fund
Fruitvale Nelson Dam Rebuild (Project #2010)
Bond Repayment (last payment in 2033)
Pump Station - Main Improvement (Project #2440)
Total Capital Outlay
$8,000,000
317,742
50,000
$8,317,742
Anticipate a $6,000,000 bond to finance Nelson Dam Improvements
Bond repayment is for the original $5,000,000 bond from 2005
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2017 Council Budget Presentation Notes
Wastewater Operating (473)
Mission
Operate, maintain, and improve the City wastewater collection and treatment
systems in accordance with the wastewater NPDES permit.
Performance Statistics
Treatment plant capacity usage has held steady at about 60% for the past
several years.
Expenditures
Small increase in total fund expenditures expected in 2018 over 2017, due
primarily to scheduled salary and benefit increases.
Revenue
Small increase in revenue in 2018 over 2017 from small scheduled rate increase
in 2018.
Authorized Personnel
No new positions in 2018.
Wastewater Capital Facilities (472)
Function
Moderate level replacements, repairs, and improvements at the treatment plant.
Expenditures
Expenditures increase from 2017 to 2018 due to new projects and projects
carried over from 2017.
Revenue
Unchanged from 2017 to 2018. Revenue for 472 is transfers from Operating.
Wastewater Collection System Capital Construction (476)
Function
Funds for wastewater collection system planning and capital improvement.
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Expenditures
Expenditures increase from 2017 to 2018 due to new projects and projects
carried over from 2017.
Revenue
Unchanged from 2017 to 2018. Revenue for 476 is transfers from Operating.
Wastewater Capital Projects (478)
Function
Expand, modify, rehabilitate treatment plant.
Expenditures
Expenditures increase from 2017 to 2018 due to new projects and projects
carried over from 2017.
Revenue
Unchanged from 2017 to 2018. Revenue for 478 is transfers from Operating.
Wastewater Policy Issues
2018 Treatment Plant Policy Issues:
Treatment Plant Security Fence $150,000
Ultraviolet Disinfection System Update $500,000
2018 Collection System Policy Issues
Trunk Line Upsizing (Mill Site Service) $1,000,000
72nd Ave Wastewater Service $120,000
Aging Infrastructure Repair and Replacement $750,000
Stormwater Operating (441)
Mission
Operate, maintain, and improve the City surface water and storm water collection
system in accordance with the Eastern Washington Storm Water NPDES Permit.
Expenditures
Small reduction in expenditures in 2017 compared to 2018 from a reduction in
Professional Services & Charges.
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Revenue
Small increase in revenue from a scheduled rate increase in 2018.
Personnel
No changes in 2018.
Storm Water Capital (442)
Function
Fund planning and collection system capital improvements
Expenditures
Expenditures increase in 2018 compared to 2017 due to new projects and
projects carried forward from 2017.
Revenue
Revenue remains the same in 2018. Revenues are transfers from Operating.
Stormwater Policy Issues
2018 Storm Water Policy Issues:
Maintenance of Yakima Urban Streams $100,000
Street/Intersection Storm Water Improvements $500,000
The council budget is broken into 2 major functions.
•
Legislative - covers all expenditures (meals, travel, equip, etc)
Professional association dues - annual cost for AWC membership
(benefits include discounted rates, eligibility for insurance pools and
programs)
The table below breaks down the legislative and professional Assn dues
budgets into more detail
salary/benefits of 102,804
Office supplies of 4000
Professional services which includes things like travel
12,000...state lobbyist at 60,000...awc dues of 68,000...phone at 4100...
misc (meals, registrations) at 6500.
The last federal legislative trip was in 2015 so the 2018 travel budget
includes funds for 3 council members to travel to WA D.C.
NEXT SLIDE
• The table at the top shows the council budgeted positions.
Below the personnel table is a summary of expenditures for
travel/transportation, council misc and mayor promotion. The mayor
promotion account is funded by the convention center and is used to
purchase gifts for visiting delegates and other
Questions?
INDIGENT DEFENSE
The city managers office has been overseeing indigent defense
administration for many years. Due to a Supreme Court ruling a couple
years ago the city had to increase the number of attorneys representing
indigent defendants in order to comply with the caseload limit of 400 cases
per year per attorney. This unfunded mandate almost doubled the amount
the city spends on indigent defense.
Currently The city is contracted with Hall and Gilliland thru 2022. This firm
provide 5.5 attorneys and representation at 2200 cases per year. The 2018
cost is 566,500.
• The city is also contracted with Lee and Assoc thru 2020 for 4 attorneys
and a case limit of 1540. The cost for 2018 is 434,962.
Diversion programs are offered to defendants that meet certain criteria and
have helped reduce the number of cases being filed. If we exceed the 3740
cases defined in the two contracts then we are charged on a per case
basis. Any extra costs are not budgeted and would come from the general
fund.
The city has been successful in securing grant funds from OPD over the
years. On Friday we were informed that the city was awarded 88,500 for
2018 and 2019. The city appreciates the funding and staff assistance OPD
provides.
Any questions?
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City Clerk 2018 Budget Talking Points
October 10, 2017
Performance Statistics
9 Good morning, welcome to your 39th meeting of the year. I'm
Sonya Claar Tee, City Clerk and our division maintains the
official records for the City. Looking at performance statistics,
we estimate there will be 51 meetings by year-end.
o (Last year there were a record breaking 56 meetings and
prior to that the Council averaged 41 meetings per year.)
® You can see we have also experienced an increase in PRA
requests, in part due to the Police Department now using
RecordTrac for all requests.
Budget
o Our biggest costs, other than salaries, are for elections and
professional services, primarily for publishing the municipal
code. Due to three positions on the primary and general
election ballot this year, our election costs are estimated at
$220,000. With no positions up for election next year, you can
see our 2018 projections are MO lower.
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2017 — Budget ITS Division Presentation
The City of Yakima Information Technology Systems division supports all of the users and the technical
equipment and backbone within the Cities of Yakima, Union Gap and Selah. This includes public safety
for all three of these entities
We consists of 23 full-time employees and collectively close between 6500 and 7000 work orders per
year.
We support over 2000 pieces of technical equipment: Desktop Computers, Laptops, Tablets, MDCs,
Servers, Radios, Radio Towers, Desktop Phone System, desktop phones, Cell Phones, Network
infrastructure, Etc.
Expenditure Summary by Function:
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Function/Title Expenditures Expenditures Expenditures Estimated Expenditures
351 IT Services S 2,501,743 5 2,521,141 $ 2,920,945 5 2,990,319 $ 2,995,743
352 Electronic Tech Services 347,509 354,564 392,295 363,256 375,559
353 Copy Center 237,840 196,399 164,955 175,426 152,352
5 3,037,092 5 3,072,104 5 3,475,096 5 3,529,031 3 3,523,654
IT Services, like the rest of the City, has worked hard to live within our means.
As you can see from our totals, we have a modest decrease in our overall budget and a slight uptick in
the Sub category of IT Services:
• This is partially due to 3 core systems that are scheduled to be replaced in 2018.
o Our Exchange email system, our physical security system and core networking
component at YPD
• In addition, have annual support for new systems that Council approved last year.
Expenditure Summary by Type:
2015 2016 2017 2017 2018
Actual Actual Amended Year -End Projected
Object/Type Expenditures Expenditures Expenditures Estimated Expenditures
100 Salaries & Wages 5 1,597,932 S 1.605,510 $ 1,524,190 5 1,336,441 5 1,536,353
200 Personnel Benefits 530,147 570,37S 613,741 623,962 667,754
Sub -Total Salaries & Benefits 2,125.079 2,175,335 2,442 931 2,460,423 2,504,612
300 Operating Supplies 144.395 122,279 152,600 129,044 152,600
400 Professional Services & Charges 719,042 633,625 770,567 372,150 801,441
600 Capital Projects 95,077 140,310 32,000 67,413 65,000
Total Expenditures S 3,087,093 5 3,072,105 $ 3,475,093 $ 3,529,030 $ 3,523,653
For 2018 - Looking at the Summary by Type chart, you can see that we are down in every area except
Personal Benefits.
Ask - Do you have any questions?
October 10, 2017
2018 Proposed City of Yakima Budget
October 19th Study Session
Community Relations Budget Overview
Notes
The Community Relations office has four primary areas of responsibility, which you can take a look at on
Page 29 of the 2018 Council Budget Presentation booklet:
Management and administration of the City's communications and marketing initiatives.
The City's communications and marketing initiatives are focused on meeting four key objectives: 1)
providing proactive media relations; 2) communicating with key audiences using a variety of platforms; 3)
providing communications support to all City departments and divisions; and, 4) creating better
opportunities for community involvement.
Operation of two cable television channels: 1) YCTV (Charter Cable channel 192), and 2) Y -PAC
(Charter Cable channel 194).
Negotiation and compliance monitoring of cable and telecommunications franchises.
Management and administration of the City's public affairs initiatives.
The City's public affairs initiatives include development and management of state legislative and
administrative priorities, development and management of Congressional and federal agency priorities,
collaborating with state and federal advocacy contract consultants, and building and maintaining liaison
relationships and partnerships with other local governmental entities, non-profit organizations, local, state
and federal elected officials, etc.
No General Fund tax revenues are expended in the Community Relations budget. Community
Relations office activities and operations are funded exclusively by dedicated revenue generated by
cable communications system rights-of-way fees, a Public/Educational/Government ("PEG") Access fee
paid by Charter Communications, and other minor miscellaneous revenue sources.
Please now take a look at Page 30 of your budget booklet and I'II mention just a few Performance
Statistics from that page.
Use of the public access YCTV equipment remains rather steady from year to year. Y -PAC
programming continues to grow a bit each year. With having hired John Fannin as our Community
Relations Assistant in June, the estimated news release output numbers referenced in the proposed
budget booklet will easily be surpassed. And, based on Council direction, we have rather dramatically
increased our social media posts output and will continue to do so.
On Page 31 of your proposed budget booklet you see a broad overview of the Community
Relations budget for the last few years and projections for 2018.
As noted before, no General Fund revenues are used for Community Relations office operations. You'll
see that overall expenditure projections for 2018 are about $4,000 less than the 2017 year-end
projection. That reduction is primarily due to some salary savings related to the retirement earlier this
year of longtime Community Relations office staff member Ken Crockett. Most other line items in the
proposed 2018 Community Relations budget reflect increased costs for utilities, supplies, etc.
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Human Resources - Budget Presentation Notes
10/10/17
HUMAN RESOURCES - GENERAL FUND
The Human Resources Department is responsible for the administration of a comprehensive human
resource management program in accordance with Federal, State and local regulations.
Some of the programs, benefits, plans or regulatory requirements we administer are:
• Administrative Policy Compliance
• Collective Bargaining (14 labor units)
• EEOC/ADA Compliance
• Labor Relations
• Civil Service & Recruitment
• Training
PERFORMANCE STATISTICS
Applications Received — new statistic to track
Explain difference in the training statistics
GENERAL HR
We were able to experience some savings in 2017 due to salary savings from a position we delayed
filling, reduced use of contracted attorney & investigator fees and by utilizing in house trainers.
The increase in 2018 projections compared to the 2017 year-end estimates is primarily due to salary &
benefit increases mandated by CBA's, potential need for contracted attorney and/or investigator fees
and a reallocation of the expenses for training. Previously, we shared the expenses for the City of
Yakima University with other Departments however, we felt it would be more appropriate and easier to
track training expenditures if they were budgeted in one Department.
AUTHORIZED PERSONNEL
Human Resources continues to maintain a staffing level of 9.1 FTE's. One HR Asst. position was
converted to a Specialist position in anticipation of some upcoming retirements. This will allow us to
train replacement personnel to ensure a smooth transition when the time comes.
UNEMPLOYMENT COMPENSATION RESERVE
The Unemployment Compensation Reserve Fund covers unemployment claims filed by former
employees. The City is self-insured for this function, and pays the cost of claims plus some
administration to the State instead of paying premiums.
You will notice a significant increase from year-end 2017 compared to 2018 projections. This is due to a
transfer of fund balance in the amount of $400,000 to the Worker's Compensation Fund.
•
The Unemployment & Workers Compensation Accounts are funded by employee assessments through
their monthly payroll. We have had a reduced number of previous employees needing to draw
unemployment benefits and have been able to build up the fund balance.
On the other hand, our number of Worker's Comp claims has increased and that fund has been depleted
so we were able to transfer some of the fund balance from Unemployment to help offset those
expenses.
EMPLOYEE HEALTH BENEFITS RESERVE
This fund is used to pay group medical and dental claims for covered employees and retirees and their
eligible dependents. The COY Health Plan currently provides benefits for approximately 1800 individuals.
The 2017 year-end estimates for this fund has increase to 13.9 million compared to the estimated 12.9
million in 2018. This is due to the settlement with Memorial that was reached this year and also an
increase in the number of high dollar claims.
The expenses in this fund are directly tied to our claims experience/health plan usage.
Fund revenues for 2018 are projected to increase to approximately 12.8 million. Revenues include
contributions from operating funds, employee's payroll deductions, retiree contributions and interest
earnings.
• WORKERS COMPENSATION RESERVE
This fund is used to pay industrial insurance medical claims and provide time loss payments for City
employees who are injured on the job.
2017 year-end estimates have increased due to an increased number of claims filed and settled. The
expenses in this fund are directly tied to the number and type of workers comp claims filed.
Revenues for this fund are generated through monthly assessments made for each employee through
salaries/payroll.
WELLNESS / EMPLOYEE ASSISTANCE PROGRAM
This fund is used for the Wellness Program and the Employee Assistance Program (EAP). The Employee
Assistance Program includes the Random Drug, Alcohol Testing Program and training for the City of
• Yakima as required by federal law.
• Annual Health Fair
• Employee/Family Picnic
• Various programs to encourage health and wellness activities
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CITY OF YAKIMA
2018 COUNCIL BUDGET PRESENTATION
Legal Department Presentation Notes
Jeff Cutter, City Attorney
Good morning Mayor and Council Members, I'm Jeff Cutter here to present the Legal Department
budget summary.
With me are: Cynthia Martinez — City Prosecutor, and
Helen Harvey, to address elements of the Risk Management Budget
A. Legal Department is comprised of several service units identified in the budget
SU 152/154 — Prosecution — ask Cynthia to describe her department
SU 153 — Legal Counsel — Civil — The Civil Division provides legal advice and support to the
Council, the CM and the City's Departments, as well as the City's Boards & Commissions.
The department prepares legislation, legal opinions and briefs as well as litigation documents
for City -related matters. We prepare contracts, real estate transaction documents and
generally provide legal representation on behalf of the City.
SU 515 — Risk Management — while not actually a service unit of the Legal Department, Risk
Management is intimately associated with the City's legal services. Claims filed, lawsuits
against the City, and insurance cost and coverage issues are all associated with Risk
Management and managed in part through the Legal Department. Helen will speak briefly
regarding this budget as it relates to the Legal Department toward the end of the presentation.
FTE's — The Legal Department includes 10 attorneys and 8.5 legal assistants, including our
Department Supervisor.
*One of the Senior Assistant City Attorney positions is currently vacant to provide some budget
relief.
B. Regarding the annual statistics, the Legal Department identifies the greatest potential
changes concern (1) the prosecution case numbers that we expect will be increasing, and (2)
the damage claim numbers we expect will be decreasing in 2018. Cynthia will comment on
the prosecution numbers and Helen will speak briefly to the damage claim numbers toward
the end of the presentation.
Cynthia — case numbers.
C. Expenditures — Function
Overall the 2018 Projected Expenditures for the Legal Department are lower than the 2017
Year End Estimate by $19,835.
This is primarily explained by line item budget reductions based upon apparent
expenditures to date and one senior attorney position being unbudgeted in 2018, together
with the fact that a portion of that amount of reductions is offset by annual increases in
salaries and benefits, resulting in the $20K difference noted above.
1
D. Expenditures — Type
•
Again, while there have been changes within the several budget service units, the primary
outcome between the 2017 Year End Estimate and the 2018 Projected Expenditures is
the salary and benefit increases that partially offset the line item reductions and holding a
senior city attorney position vacant and unbudgeted resulting in a lower 2018 Projected
Expenditure than the 2017 Year End Estimate.
Risk Management Reserve Fund — Helen
Helen will speak briefly about those portions of the fund associated with legal department
oversight.
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Budget 2018
Dominic Rizzi Jr
Chief of Police
Yakima Police Department
Budgeted 148 sworn members and 47 civilian support staff
Total Budget, $29,388,534.00
Highlighted performance statistics
Service Requests Received
Traffic Violations Cited
Property Disposed
103,854
17,356
58,885
Police Fleet
The bond for our assigned police vehicle program is $789,037.00 and will be paid
in full on December 31, 2019.
Sub Total Salaries and Benefits
$23,136,088.00 this includes salaries, benefits, overtime and CBA increases.
Intergovernmental
Yakima County Jail Contract, 80 beds, $1,875,000.00
Community Development Department, Joan Davenport Director
• Notes for Council Budget Presentation, 2018 proposed and 2017 wrap-up ( October 12, 2017)
1.
2.
3.
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4.
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Planning Division — Joseph Calhoun, Manager
Staffing changes. In 2015 we had 7 FTE (including the Director and Administrative
Assistant) 2016 we had 6 FTE, now back to 7 FTE
Comprehensive Plan & Transportation Plan completed June 2017 — our Professional
Services budget significantly reduced. Line item still includes the Hearing Examiner
contract which bills at $140 an hour.
Planning Division Permitting review up 22% from 2016 level [283 in 2016, 365 projected
for 2017]. Planning permits usually precede Building Permit activity by a year or more.
Code Enforcement, includes Animal Control contract with Humane Shelter, Joe Caruso, Manager
Transition back from Federal funding of Code Enforcement by ONDS due to cut backs.
Took three years to transition 2 positions. Graffiti is operated by ONDS but funded by
General Fund through Codes.
Enforcement efforts are weeks behind due to delay in hiring staff (a budget reduction
from last year). As of October 1st, fully staffed.
Vacant and abandoned buildings inventory will be revisited -
Code Enforcement has been a significant emphasis in gang & crime efforts
Permitting numbers fluctuate with construction - the major school projects of 2016
bumped up our $$ in permits
ONDS, Archie Matthews manager
Years of declining Federal entitlement amounts. Highly restricted funds.
Priority has been a focus on senior citizens and disabled in housing. Primary strategy has
been to keep people in their homes as long as possible.
Projection is for a stable entitlement, but we do not know what 2018 will bring.
HOME funds must be spent on creation of a dwelling unit. Program has been very
strategic in being the GAP financing ("last mile funding") Bicycle apartments $500,000 in
a $13 Million project—affordable housing. Past project include Habitat, Catholic
Charities, Armory project, Next Step housing/ Bicycle apts
HOME projects take years to develop due to grant cycles.
Mill Site Redevelopment Project -
Close collaboration between Legal, Engineering and myself (holdover from my previous
role of Strategic Project Manager). City responsibilities in 2018 include (1) street ROW
acquisition; (2) Approval from DOE of the clean-up plan for landfill within the street
corridor (4.6 acres) and the remainder of the landfill of 25 acres. (3) project construction
& bid documents to be completed; (4) Actual bidding of project planned for late 2018 or
2019; (5) Issue Bond (of between $12 to $15 Million) in late 2018 — 2019. Repayment
likely to begin in 2020. — current best guess timing
Critical Path items include ROW donation and change in LIFT definition of State
Contribution.
a.
b.
c.
a.
b.
c.
d.
e.
a.
b.
c.
d.
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a.
b.
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October 12, 2018
COUNCIL BUDGET REVIEW
Community Development
Joe Caruso
Code Administration
• Building Permits....They have been on a decline the last three years of approximately 50
permits.
• Valuation from Building Permits has decreased this year due to the larger projects a few
years ago due to two high schools and multiple CA Storage buildings
• Humane Society 2018 Animal Contract $261,084. 2016 contract was zero increase from
the 2015 contract
• Code Compliance Officers are at full complement of 5 officers to clean the city from
various violations
Council Budget Presentation
October 12, 2017
Yakima Fire Department
• *This document is the recreation of simple talking points for the sole purpose of providing a systematic
•
•
flow for Chief Stewart's presentation
• Introductions
• The 2018 projection is representative of focused efforts at reduction in all areas
• Main Responsibilities of Fire's operations (page 109)
• Performance Statistics (page 109)
o No trending to suggest a marked increase/decrease in call volume/call type
o EMS represents 66% of YFD's annual call volume versus 70-80% in many fire
departments
• Expenditure Summary by Function (differences — 2017 vs 2018 projection) (page 110)
o Areas of deviation
322 Suppression — encompasses a majority of YFD operations
• Uniform Cleaning cost decrease (change in vendor)
• Computer equipment cost decrease (new, efficient technology)
• Small Tools cost decrease (delay replacement)
• Fuel cost decrease (based upon cost and usage projections)
• 323 Investigations (includes Fire Inspectors)
• Cost increase due to 3rd inspector for a full year in 2018 versus half-year
in 2017)
• 325 Training
• With a slight decline in EMS revenues, personnel who have been funded
using 150 (EMS) funds are being shuffled between accounts 322, 325
and 150 to provide some balance and leveling. This tactic neither
increases nor decreases the overall budget for Fire.
• 331 Suppression Facilities
• A modest increase to help keep pace with the annual costs of
maintaining 7 facilities
• 337 Emergency Preparedness
• An overall cost decrease, due to:
o Effective January 2018 the City will re -join the Yakima Valley
Office of Emergency Management (YVOEM) consortium.
Accordingly, there is a cost decrease as a result of losing one
FTE.
o The City will be assessed $105,090 annually for re -joining the
YVOEM
• Expenditure Summary by Type
o Notable increase/decrease...
• 100 Salaries &Wages — A modest increase to provide the capacity for COLA
associated with ongoing labor negotiations
• 300 Operating Supplies — A modest decrease through purposeful reductions
• Emergency Services Fund 150 (EMS Levy) (page 113)
o Tara Lewis to discuss
• Capital Fund 332 (page 117)
o Represents a significant decrease relative to previous budgetary cycles
• 332 — Funding for Self -Contained Breathing Apparatus (consumable
components)
• 331 — Repair & Maintenance
Public Works Administration
Public Works Administration is the "headquarters" for Public Works. It is a division of its
own to oversee, support and manage the activities of the various divisions that make up
the Public Works Department.
Consisting of both General and Enterprise Funded Divisions, 9 divisions ultimately make
up Public Works:
Public Works Admin/City Hall Facility
Parks & Rec
Solid Waste & Recycling
Streets & Traffic
Equipment Rental
Transit
Water/Irrigation, Wastewater/Stormwater and Engineering were moved to Public Works
upon the elimination of the Utilities & Engineering Department in March 2017
Public Works utilizes 274 FTEs to help promote economic development, address public
safety, protect the environment, provide essential services and enhance the quality of
life for our residents. Public Works covers a lot of area within the City; usually behind
the scenes.
Expenditure by Function is broken down into three categories:
Administration
Safety & Training
Facility Maintenance
Public Works had a Safety Officer to provide safety training to the employees of Public
Works. This position was further expanded to provide training opportunities to other City
divisions/departments for cost -savings by funding it 50% by Public Works Admin and
50% Workers Comp. However, this position is currently vacant as of last month.
Facility Maintenance refers to the regular maintenance, capital repair/replacement and
custodial duties performed at the Public Works facility located on Fruitvale.
As you will see, the expenditures for Public Works Admin from year-end 2017 to 2018
indicates a decrease. We have restructured staff for cost savings and efficiency while
trying to meet the challenge of the many capital repair/replacement needs of the facility.
This is an aging facility that requires a lot of attention. Many projects are deferred as
reasonably possible to try and reduce costs.
Looking at our revenue, this indicates an increase from 2017 to 2018. The revenue for
Public Works is comprised of two components:
Public Works Facility Charge (Misc Revenue)
Public Works Administration Charge (Charges/Goods & Services)
The Public Works Facility Charge is a charge to each division residing out at the Public
Works facility based on square footage used.
•
•
•
•
The Public Works Administration Charge is a charge based on the administration time
invested with each division. With the move of the Utilities and Engineering to Public
Works, much of this cost can be shifted; providing significant savings to the General
Funded divisions within Public Works. The Enterprise Divisions can devote a lot of my
time.
Public Works Admin utilizes 10 FTEs to provide support and to manage the many
diverse divisions of Public Works. Without their assistance, managing the remaining 8
divisions would not be possible.
•
•
•
POLICY ISSUE REQUEST
SUMMARY PROPOSAL
The Yakima Air Terminal -McAllister Field is an enterprise fund and is required to utilize the
revenues collected from a variety of airport fees to operate and maintain the airport. One
revenue source is vehicle parking at the main terminal building where passengers pay to park
vehicles during their travels. Currently, each vehicle is charged a daily fee of $9.00 to park in
long-term parking. This fee has been stagnant since 2012 and is below the average parking
rate at nearby airports (including Pasco and Wenatchee). It is recommended that City Council
consider raising the daily long-term vehicle parking fee to $10 in order to assist the airport in
maintaining infrastructure and improving the passenger experience as they utilize the Yakima
Airport.
PROPOSED ACTION DATE: (Please check all that apply)
❑ Item was approved for 2017 Budget but is being postponed and re -budgeted to a future
period (be sure to check which period below)
XBudget in 2018
El Budget in 2019 El Budget in 2020
❑Budget in future period (specify year) N/A
EXPECTED COSTS
Cost of postponement: $N/A (check one) ❑ per year ❑ in total
Cost of purchase or other expected costs that will have a financial impact: N/A
IMPACTS
1. Fiscal Impact — $1.00 increase ($10.00 per day) would yield an approximate
$38,000.00 of additional revenue to the Yakima Airport.
2. Proposed Funding Source — N/A.
3. Public Impact — Increased parking fee would be consistent with neighboring airports.
4. Personnel Impact — None.
5. Required Changes in City Regulations or Policies — Resolution adopted by City
Council to accept an incease in vehicle parking fees
6. Legal Constraints, if applicable — None.
7. Viable Alternatives — Continue to charge $9 per day per vehicle.
•
•
•
REPUBLIC
PARKING
SYSTEM
EXECUTIVE OFFICES • 633 CHESTNUT STREET • SUITE 2000 • CHATTANOOGA • TENNESSEE • 37450 • 423.756.2771
June 13, 2017
Robert Peterson, CM
Airport Director
Yakima Air Terminal -McAllister Field
2406 W. Washington Avenue, Suite B
Yakima, WA 98903
Dear Rob,
I want to thank you for taking the time yesterday to discuss options for increasing
revenue to the Airport. Per our conversation, we discussed evaluating the possible
impact of a parking rate increase.
When Republic begins the process of evaluating rates at an airport we typically conduct a
rate survey of airports in the region, both from a competitive standpoint as well as similar
size and marketing strategy. At the end of this document, I have attached an overnight
rate analysis as well as an analysis of hourly or incremental rates. The overnight rate is
typically the rate customers most often use in evaluating the parking rates.
At $9 per day, the Yakima Air Terminal has one of the least expensive parking rates of
all the airports in the survey. Moving the overnight rate to $10 a day will put the Yakima
Air Terminal in line with overnight rates at Pangborn Memorial Airport and the Tri -
Cities Airport.
Changing parking rates has a significant impact on revenue. Using transaction data from
the last year, the chart on the following page details revenue growth a $1.00 increase
could produce. The final line of the chart details the growth in rent paid to the Airport at
the 80% tier.
Based on the chart below, a $1.00 rate increase could produce approximately $48,000 of
additional parking revenue. This can result in an increase of approximately $38,000 per
year to the Airport.
•
•
I hope this information has been helpful to you. Please do not hesitate to contact me if
you have any questions. I look forward to following up with you on Friday.
Regards,
Graham Leach
Regional Manager
Airport Division
C: Don Barrett
Long Term
Gross Revenue 4/16 to 3/17
5 434.689
Revenue producing transactions - same period (divide)
12 995
Average Ticket amount
5 33 45
Current Overnight rate (divide)
5 9 00
Average length of stay in days
3 72
Increased overnight rate (multiply)
S 10.00
Extrapolated New Average Ticket amount
S 37 17
Revenue producing transactions (multiply)
12 995
Extrapolated New Net Revenue
S 482 988
Gross Revenue Increase
S 48 299
Yakima 80% of menu* (multiply)
_ $ 38,639.06
I hope this information has been helpful to you. Please do not hesitate to contact me if
you have any questions. I look forward to following up with you on Friday.
Regards,
Graham Leach
Regional Manager
Airport Division
C: Don Barrett
•
•
Long Term Parking Rates
o)
N
E
O
b
0
9
y
Pangbom $10
Redmond $10
N
O
Yakima Air Terminal — Yakima, WA
One Lot
$1 1 - 2 hours
$9 2 - 24 hours
Bellingham International Airport
Main Parking Lot
Free 0 - 30 min
$1 31 -60 min
$1 each additional hour
$12 daily
Eugene Airport — Eugene, OR
Short Term
$1.25 per '/2 hour
$14 daily
Handicap Parking
$10 daily
— Bellingham, WA
Economy Lot A
Free 0 - 30 min
$1 31 -60 min
$1 each additional hour
$9 daily
Long Term
$2.50 per hour
$10 daily
$60 weekly
$30.00
S/
51
S'
i• m
Pangborn Airport — East Wenatchee, WA
Short Term Long Term
Free first 4 hours $10 0 — 24 hours
$13 4 — 24 hours
Portland International Airport —
Short Term
$3 per hour
$27 daily
Economy
$3 per hour
$10 daily
Portland, OR
Long Term
$3 per hour
$21 daily
Valet
$10 per hour
$30 daily
Redmond Municipal Airport — Redmond, OR
One Lot
$2 15` hour
$2 each additional hour
$10 daily
Seattle -Tacoma International Airport — Seattle, WA
Terminal General
per hour $4 per hour
$30 daily
$140 weekly
$5
$37 daily
Spokane International
Short Term (Garage)
$2
$4
$6
$8
$10
$70
0 - 59 min
1 - 2 hours
2 - 3 hours
3 - 4 hours
daily
weekly
Economy (Shuttle)
$2 0 - 59 min
$4 1 - 2 hours
$4 daily
$28 weekly
•
Airport — Spokane, WA
Long Term (Surface)
$2 0-59 min
$4 1 - 2 hrs
$6 2 - 3 hours
$8 daily
$56 weekly
Hourly
$2 per hour
Tri -Cities Airport — Pasco, WA
Short Term
Free 0 - 15 min
$1 30 min
$2 1 hr
$1 each additional '/2 hour
$12 daily
Long Term Express (Credit Card)
Free 0 — 15 min
$2 per hour
$10 daily
•
•
Long Term
Free
$1
$1
$10
0- 15 min
per '/z hour on first day
per hour all following days
daily
•
Yakima Air Term
Miscellaneous
inal-McAllister Field
Revenues Breakout
• � r
Distributi
Obj on Code Description
R 421 89562' Commercial Rents 36250
R 421 89562' Commercial AG 36250
R 421 89562' Airport Shuttle 36280
R 421 89562' Parking Lot Rev 36230
R 421 89562' Rent Aviation 36250
R 421 89562' Rent Ramps 36250
R 421 89562! Rent TSA/USA Coastguard 36250
R 421 89562! Rent Car Rentals 36250
R 421 89562! Rent Airlines 36250
R 421 89562! Rent Concessions 36250
R 421 89562! Car Rental Inc % contract 3628
R 421 89562' Panel Display Adv 36290
R 421 89569: Miscellaneous Revenue 36990
R 421 89569: Miscellaneous Revenue 36990
R 421 89569' Security Badges 36990
2015
Actual
2016
Actual
(128,055)
(12,520)
(11,912)
(209,819)
(193,393)
(3,176)
(30,881)
(31,070)
(116,361)
(2,490)
(95,275)
(8,000)
(44)
(104,443)
(22,127)
(10,652)
(260,479)
(162,074)
(3,294)
(27,329)
(34,451)
(98,459)
(270)
(95,334)
(8,074)
(151)
(9,959) (10,663)
2017 YTD
Amended Actual
Budget 2017
(135,000) (78,738)
(18,000) (8,972)
(12,000) (4,990)
(245,000) (171,511)
(185,000) (117,163)
(3,500) (1,613)
(28,800) (16,938)
(30,000) (38,145)
(107,400) (61,013)
(1,800) (240)
(105,000) (57,664)
(8,179) (6,109)
(6,000) 496
(3,000) -
Actual/
Bud%
58.32%
49.84%
41.58%
70.00%
63.33%
46.09%
58.81%
127.15%
56.81%
13.33%
54.92%
74.70%
-8.26%
0.00%
(11,000) (7,600) 69.09%
2017 Year 2018
End Finance
Estimate Projection
(135,000) (135,000)
(15,400) (18,000)
(11,000) (11,000)
(280,000) (318,000)
(200,000) (185,000)
(3,200) (3,500)
(28,800) (28,800)
(50,000) (50,000)
(107,400) (107,400)
(500) (1,000)
(114,000) (114,000)
(8,179) (8,179)
(11,000) (11,000)
(852,955) (837,801) (899,679) (570,201) 51.72% (964,479) (990,879) Totals
Explanation
Commercial building ground lease agreements (non -aeronautical)
Commercial agriculture lease agreements
Passenger fees for airporter shuttle bus (passengers boarding the bus at the terminal building)
Vehicle parking lot revenues at terminal building
Aeronautical ground lease agreements (hangars)
Aircraft tiedown agreements
TSA office lease agreement in terminal building
Rental cars lease agreement in terminal building
Alaska Airlines lease agreement in terminal building
Coffee stand in terminal building
Rental cars (10% of gross sales)
Advertisement displays in terminal building
N/A
N/A
Security badge revenues (issuance, replacement, lost
badges... this is required to work at the airport and is
renewed every two years