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12/01/2009 03 2010 Budget Wrap-up
I I City of r(ticl - y4p I 1 \:::' -,,,,. Washington 200 I liSito Biltaget Wrap -Zot . I I • 5 "-% 1111 I . _ . . t . • % , . . , I Ill , , , , . ' `• ' , . ..!..:._ .... ,, . , • di '-' ,...... .-1 - r ' • I • - _;;Ait , • , ,• .,._ ,,, -- * - I . , " .., 11_0 ' • .r gh, '•••••■,"'' , , 1 / 6 _ I * P 1 ,r 4, "• I ,; • r _ ' 1 I IIIIIC 11, 4 %it ii , k . , Kim ci~ I Skate/Park' - Navemith-eAc 3 , 2008 I . . , T lr Ilk , — 1 vi • ,. .,.... , `•••., I ' , zi ,..‘ , - 1k ' .., .: 4 .1 '' .1.. • -------=• ------ • L - / i \ i -.:.:.,:- _...:. -J. - • • ...-, - -"A ' I :ie •-•••,------ Ai i ii .p. — IINIIIIr _ 4 111r 7, Irk . _ , , 1 , - L • -L. Mr . . 4 CITY OF / 71Qi 2010 BUDGET WRAP -UP TABLE OF CONTENTS 1. TRANSMITTAL LETTER 2. SUPPLEMENTAL WORKSHEETS - POLICY ISSUES SUMMARY DETAILED POLICY ISSUES LISTS: 3. OUTSIDE & INTERGOVERNMENTAL AGENCIES 4. GENERAL GOVERNMENT 5. OTHER FUNDS Transmittal Letter MEMORANDUM DATE: December 1, 2009 To: The Honorable Mayor and Members of City Council FROM: Dick Zais, City Manager Rita DeBord, Finance Director Cindy Epperson, Deputy Director of Accounting & Budgeting SUBJECT: 2010 Budget Wrap -Up - Final Policy Decisions Budget Wrap Up Meeting: The 2010 Budget Wrap Up meeting is scheduled for Tuesday, December 1, 2009 from 8:00 am to noon, in Council Chambers. The purpose of this meeting is to obtain final Council decisions regarding the 2010 City budget. At this meeting Council will vote on all Policy Issues (budgeted and non - budgeted). Several Policy Issues were included in the Budget Forecast and Preliminary Budget 0 Documents previously submitted; additionally, over the course of the past several weeks, new Policy Issues have been proposed by one or more Council member(s) and by staff. Regardless of the time or mode of proposal - all Policy Issues have been included on the enclosed Policy Issues Lists and will be voted on by Council during the Budget Wrap Up meeting. Budget Wrap Up Document: For your convenience and ease of reference, this Budget Wrap Up document segregates the Policy Issues into three primary areas: (1) Outside and Intergovernmental Agencies, (2) General Government and (3) all Other Funds. Each Policy Issue relates to one of these three areas and is included on the applicable Policy Issue List. Council will be asked to vote on each Policy Issue - individually or as a group. There is a separate Tab in the document for each of the three Policy Issue categories; behind each of these Policy Issue Tabs, you'll find: (1) A detailed list of all Policy Issues included in that section - this list will be used to guide the discussions during the budget wrap up meeting. This Policy Issues list includes considerable information regarding the budget item, such as: the Budget. Priority and Service Unit to which the item relates; the 2009 budgeted amount; recommendations from Council Committees and staff, if applicable; and the 2010 budgeted amount, if any. Policy Issues are also identified as a "Reinstatement" or a "Further Reduction" to the 2010 Budget Forecast proposal. 0 (2) Any Supplemental Information that has been provided to staff since the last budget review study session is included for your review - after the Policy Issues list, behind each Tab. (Much of the information enclosed was submitted during the public hearings on November 17, 2009, but has not been included in a previous budget document or Council packet.) Budget Wrap -Up • Transmittal Section 1 • The Wrap Up document also includes a Tab entitled "Supplemental Worksheet "; this is a summarized list of all the General Government Policy Issues, grouped by type of • modification: (A) Potential Budget Reinstatements (B) The 10 -27 -09 budget reduction submitted by staff to provide options for offsetting the reduced 2010 revenue projections, (C) Potential Further Reductions, (D) Potential Revenue Enhancements and (E) Proposed 2010 Follow -up Items. Note: The items on the Policy Issues Summary list are the same as those on the detailed Policy Issues lists discussed above — they are simply grouped differently and, thus, present a different perspective that may be helpful as you prepare for the decisions you will make at Tuesday's budget meeting. Budget Forecast Update: It is important to note that since the 2010 Budget Forecast Document was submitted to Council on October 6, 2009, staff has continually monitored and reassessed the 2009 and 2010 actual and projected revenue and expenditure estimates. As a result, the Budget Forecast has been revised, twice, since the Forecast was originally submitted to council for review in early October. Changes included in the current revenue and expenditure forecasts include several small adjustments for refinements and corrections of previous information and both adjustments for changes in division operations and /or economic projections over the past couple months. These changes and the current 2009 and 2010 revenue and expenditure forecasts are outlined on the following pages. Note: while the 2010 projected revenues and expenditures have been updated since • the Budget Forecast was submitted to Council in early October, the changes have not changed the Priorities of Government defined percentage allocations between the six Budget Priorities from that previously presented to Council. Therefore, the Priorities of government related charts and graphs have not been updated in the Budget Wrap Up document. Staff will update and distribute the Priorities of Government "Map" and other significant charts / graphs after Council has finalized the 2010 budget. 2010 Budget Adoption: After the Budget Wrap Up meeting, staff will prepare the 2010 Budget Ordinance — based on the decisions made at the Wrap Up meeting — for Council's adoption at the December 8, 2009 regular City Council business meeting. 2 Transmittal Section • Budget Wrap - Up • 0 CITYWIDE BUDGET UPDATE The revised total City budget for 2010 is now $193.2 million which represents a net increase of $2.4 million over than the 2010 Forecast of $190.8 million. The major increases include: • New grant awards of $1.6 million —($1 million from Federal ARRA for the A street improvement project, and $0.6 million from Yakima County for Convention Center improvements) • $700,000 for projects that will be carried - forward (i.e. Trolley Enhancement and a grind and overlay) Many of the expenditure increases also have related revenues —Total Citywide revenues increased by $1.5 million as well. Even though the total City budget experienced an increase from the Forecast, the General Government (i.e. tax - supported) fund adjustments actually netted to a reduction of ($67,000). GENERAL GOVERNMENT BUDGET UPDATE 0 As is customary following the presentation of the Preliminary Budget, we have again reviewed and updated the General Government revenue and expenditure projections for 2009 and 2010. After all adjustments to date, the 2010 General Government budget is $59,550,779 $2.7 million or 4.4% less than the amended 2009 budget. STATUS OF GENERAL FUND BUDGET Revenue – Each budget cycle, major General Fund revenues and trends are reviewed before finalizing the budget for the subsequent year. The national economic crisis that caused the major general government budget reductions warranted a serious look at revenue trends. November Sales Tax was still below the same month in 2009, however, the year to date considering 11 months of activity is still 8.5% below 2009 actual levels. Since the Forecast was built assuming a 9.5% reduction, the Sales Tax estimate for both 2009 and 2010 was increased by $125,000 and $93,000 respectively. The latest casualty of the recession is in the area of interest rates. The trend in short term interest rates has recently dropped from slightly over 1% in mid -2009 to under 0.4% in October. This affected General Fund revenue by ($224,000) in 2009 and ($345,000) in 2010. Other changes in revenue were also noted, and are being used to partially offset the decrease in interest estimates. Adjustments include the following: • Investment Interest was reduced by ($224,000) in 2009 and ($345,000) in 2010 . • (see discussion above.) • General Sales Tax estimates increased by $125,000 in 2009, and $93,000 in 2010 (see discussion above) Budget Wrap - Up • Transmittal Section 3 • Additional Property Tax of $50,000 was allocated to General Fund in the 2009 budget from the Firemen's Pension Fund. Even though new construction was stronger than originally estimated, the 2010 budget was not changed because of concerns relating to collection. • Utility Taxes were increased by $64,000 in 2009 continuing into 2010 at $65,900, in light of recent trends. • Building Permits are performing stronger than originally expected, thereby resulting in an increased estimate of $55,000 in 2009 and $25,000 in 2010. • Gambling Taxes have dropped in the 2nd half of 2009, resulting in a downward revision of ($39,500) and ($35,000) in 2009 and 2010 respectively. • State Shared revenues, primarily in the area of Criminal Justice funding were slightly higher than originally contemplated. The 2009 budget was increased by a net of $7,614, and 2010 netted to $9,000. • Yakima was recently included in the Violent Crimes Task Force -- the City will be reimbursed for the cost of one Police Officer assigned to this project, effective mid -year 2009. Revenue estimates were therefore increased by $33,180 in 2009 and $95,000 in 2010. • There were several revenue accounts in the area of "Charges for Services" that were adjusted to better match recent trends, netting in an increase of $1,600 in 2009 and a decrease of ($2,000) in 2010. • Fines and Forfeitures are trending at levels less than previously estimated. Both the 2009 and 2010 estimates were reduced by ($40,000). • Several other accounts were adjusted netting in an increase of $12,660 in 2009 and $12,800 in 2010. Total General Fund Revenues were increased in total by $45,554 for the 2009 year end estimate, and were reduced by ($121,300) for the 2010 budget. Expenditures— Primarily in response to the revenue reductions noted above, total expenditures in General Fund were reduced since the Forecast was issued for both the 2009 year -end estimate by a net total of ($75,100), and the 2010 budget by ($72,018). The main components of these changes include: • A reduction in outside jail costs paid to Yakima County of ($42,000) in 2009 and ($108,500) in 2010, primarily as a result of cost reduction steps recently approved by Council. • A reduction in outside legal expense estimates of ($10,000) in 2009 to match 4 Transmittal Section • Budget Wrap -Up ., current trends. fra • Miscellaneous adjustments to payroll resulted in a net decrease of ($16,349) in the 2010 budget. This includes primarily changes resulting from recent hiring decisions. The 2009 estimate was also reduced by ($13,721) due primarily to savings from position vacancies and overtime; while Fire overtime was increased by $56,000 in response to the Yakima Resources fire and the high level of arsons experienced this fall. .• The carryforward of 3 months of the 6 month contract with Comprehensive Mental Health for the jail intervention, which was originally expected to begin in July, but was delayed until October. This affects each year's expenditure total, but there is no change in net cash by the end of 2010. • Per Council request, the transfer of YCDA contract expense of $15,000. from General Fund to the Economic Development fund, which experienced a restoration of state funding. • Other minor housekeeping adjustments netted to an increase of $600 in 2009 and $1,852 in 2010. In total, 2009 revenue was increased by a net of $45,554 and 2009 expenditure estimates ® were reduced by ($75,100). 2010 revenue was decreased by a net of ($121,300) while 2010 expenditures experienced a net decrease of ($72,018). Even though there were several adjustments made, the change to the General Fund cash reserve balance at the end of 2010 is a net increase of $71,372. 0 Budget Wrap -Up • Transmittal Section 5 2009 - 2010 GENERAL FUND CHANGES FROM THE 2010 FORECAST 2009 2010 • REVENUES Investment Interest ($224,000) ($345,000) Property Tax Allocation 50,000 0 General Sales Tax 125,000 93,000 Utility Taxes 64,000 65,900 Building Permits 55,000 25,000 Gambling Tax (39,500) (35,000) State Shared Revenue 7,614 9,000 Police Grants 33,180 95,000 Charges for Service 1,600 (2,000) Fines and Forfeitures (40,000) (40,000) Miscellaneous /Other 12,660 12,800 TOTAL REVENUE $45,554 ($121,300) EXPENDITURES Reduce Outside Jail Costs ($42,000) ($108,500) Legal - Professional Services (10,000) 0 Misc. Payroll Adjustments (13,721) (16,349) Allocate Jail Intervention program (65,979) 65,979 Move YCDA to Economic Dev Fund 0 (15,000) Fire Overtime 56,000 0 Miscellaneous /Other 600 1,852 TOTAL EXPENDITURES ($75,100) ($72,018) II GENERAL FUND NET CHANGE ($29,546) ($193,318) BEGINNING ENDING General Fund Estimated Fund Balance - 2010 $4,207,894 $2,856,334 Forecast Estimated Net Fund Balance - 2010 $4,328,548 $2,927,706 2010 General Government Expenditure Changes by Priority Public Safety ($47,169) Resource Management ($7,713) Economic Development ($20,745) Quality of Life $4,443 Customer Service /Comm. $3,609 Strategic Partnerships no change Total ($67,575) This total includes the General Fund changes noted above, as well as a housekeeping adjustment in the Parks and Recreation Fund. The Streets and Traffic Engineering Fund • had no changes in the 2010 budget. These minor changes did not change the percentage of resources allocated to the Priorities of Government categories from what was presented in the 2010 Budget Forecast. 6 Transmittal Section • Budget Wrap - S GENERAL GOVERNMENT RESOURCES - THREE YEAR COMPARISON 2010 % OF VS. 2009 2008 2009 PERCENT • 2010 2010 INCREASE PERCENT SOURCE ACTUAL ESTIMATE CHANGE BUDGET TOTAL (DECREASE) CHANGE General Sales Tax $13,719,058 $12,550,000 (8.5 %) $12,703,000 21.9% $153,000 1.2% Criminal Justice Sales Tax ( 1) 2,605,242 2,601,000 (0.2 %) 2,642,000 4.6% $41,000 1.6% Property Tax 13,45Z989 13,889,500 3.2% 14,019,500 24.2% 130,000 0.9% Franchise & Utility Taxes 11,099,995 12,072,000 8.8% 12,382,000 21.3% 310,000 2.6% Charges for Services 5,729,397 5,743,370 0.2% 6,076,805 10.5% 333,435 5.8% State Shared Revenue 3,021,705 3,004,570 (0.6 %) 3,027,100 5.2% 22,530 0.7% Fines and Forfeitures 1,582,815 1,711,700 8.1% 1,736,900 3.0% 25,200 1.5% Other. Taxes 1,499,292 1,498,050 (0.1 %) 1,487,000 2.6% (11,050) (0.7 %) Other Revenue 1,446,639 94Z399 (34.5 %) 807,920 1.4% (139,479) (14.7 %) Transfers from other Funds 1,086,359 1,139,000 4.8% 1,197,000 2.1% 58,000 5.1% Other Intergovernmental 1,193,758 1,592,656 33.4% 1,262,008 2.2% (330,648) (20.8 %) Licenses and Permits 993,122 684,400 (31.1 %) 669,000 1.2% (15,400) (2.3 %) TOTAL REVENUE $5Z435,371 $57,433,645 0.0% $58,010,233 100.0% $576,588 1.0% Beginning Fund Balance 8,186,216 8,622,738 5.3% 5,846,379 ($2,776,359) (32.2 %) TOTAL RESOURCES $65,621,587 $66,056,383 0.7% $63,856,612 ($2,199,771) (3.3 %) (1) Some Criminal Justice Sales Tax is allocated to Public Safety Communication and Law & Justice Capital Fund (Non - general Government Funds) for operating and capital needs, respectively. 2009 YEAR -END ESTIMATE AND YEAR 2010 BUDGET GENERAL GOVERNMENT RESOURCES Sales Tax/Crim. Justice Sales Tax $15,345,000 Property Tax - ` . . $14,019,500 Franchise & Util. Taxes $12,382,000 • Charges for Services $6,076,805 State Shared Revenue $3,027,100 Fines and Forfeitures 11111111M1.1 $1,736,900 2010 vs. 2009 Estimate Decrease Total Resources Amount $2,199,771 Other Taxes $1.487,000 Percent .21% Other Revenue 11M11$807,920 ® 2010 Budget Transfers from other Funds $1,197,000 O 2009 Y/E Estimate Other Intergovernmental 1M_.$4,262,008 Licenses and Permits in $669,000 Beginning Fund Balance (1) 8 37 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 After these adjustments were incorporated, the General Fund Beginning Balance for 2010 was $4,328,548, or $120,654 more than the Preliminary Budget estimate. The 2010 Ending Balance is estimated to be $2,927,706 or $71,372 more than the Preliminary Budget estimate. This entire balance is reserved for unbudgeted policy issues; cash flow timing. differences Budget Wrap - • Transmittal Section 7 (such as the Property tax receipts which aren't received until May); and other unanticipated fiscal impacts. The ending balance represents approximately 5.9% of the total expenditure budget, or slightly less than a one month operating reserve. STATUS OF THE PARKS AND RECREATION AND STREET AND TRAFFIC OPERATION FUNDS Parks and Recreation Fund estimates had minor payroll adjustments (netting to $4,443 in 2010), and a ($2,000) reduction in interest in each year, and a reduction in expected insurance reimbursement for vandalism of ($15,000) in 2009 while revenues are unchanged. Therefore, the Parks ending balance is $273,006 which is reserved for cash flow and final budget adjustments. This represents approximately 6.4% of total Parks and Recreation Fund expenditures, or slightly less than a one month operating reserve. Street and Traffic Operations Fund also had a reduction in interest revenue of ($5,000) for both 2009 and 2010. The Street 2010 ending balance is projected to be $1,105,120, which would be used for cash flow, emergency repairs /services, Council policy decisions, and to help build a reserve for matching street capital improvement project grants. At 20.5% of the Street expenditure budget, this represents slightly more than a two month operating reserve. There are no unbudgeted policy issues relative to the Street and Traffic Operating Fund. GENERAL GOVERNMENT SUMMARY The following table depicts a summary of all 2010 General Government budgets, including a revenue and expenditure projection, the difference (or dependency on beginning cash reserves), the estimated beginning and ending reserve balances, and the percentage of the ending reserve in comparison to the operating budget. 2010 2010 ESTIMATED 2010 2010 END BALANCE ESTIMATED 2010 ESTIMATED BALANCE VS BEGINNING ENDING VS 2010 FUND I DESCRIPTION REVENUES BUDGET BALANCE 2010 BUDGET BALANCE BALANCE BUDGET 000 General Fund $48,534,438 $49,935,280 ($1,400,842) -2.8% $4,328,549 $2,927,707 5.9% 131 Parks & Recreation 4,246,985 4,236,456 10,529 0.2% 262,477 273,006 6.4% 141 Street & Traffic Operations 5,228,810 5,379,043 (150,233) -2.8% 1,255,353 1,105,120 20.5% GENERAL GOVERNMENT TOTALS $58,010,233 $59,550,779 ($1,540,546) -2.6% $5,846,379 $4,305,833 7.2% Total General Government dependency on beginning cash for 2010 is $1,540,546 or 2.6% of the 2010 budgeted expenditures, and ending cash reserves are projected to be $4,305,832 or 7.2% of the 2010 budgeted expenditures (slightly less than one month operations). Even though both of these results are within established guidelines, City Management is recommending the dependency on beginning cash be no more than 2.5% in this time of economic uncertainty. The dependency on cash reserves is now $60,000 more than previously projected in the 2010 Forecast, and, an additional reduction of $60,000 will meet the 2.5% target The following table updates the summary of cash dependency and reserve levels of the General Government funds. 8 Transmittal Section • Budget Wrap - Up 0 • Table I General Government Reserves - Usage and Balance Comparison r s y 1 . (1) (2) � �(3) 5) 2009 8 (4) 4 t 2010 2009 urre 1 2010 B m 2008 Amended �Ye End � Fo �Wrap-up Actual Budget , Estimate. y Beg. Reserve Balance $8,186,216 $8,622,738 $8, 22,73II , 747,724 5,846,379 Revenue 57,435,371 58,714,088 5 7 433, $,138;53 5 8 , 010 , 233 �e �., ..d•.. ' :� �' •.,.ha sue' 1 � 1� a.a,..� x - .��.` �i"`' "^t"C�se w+ ,r c }1`a •,.., I o e sou l? 65 • ` 87 .,, 0 ,3 , , k f 6 383' ; 63.8$6.257. _ . 6 61 s e x. > ; ai �. es ��,... � '4 c ` , � " � ' ., E � � N . «�� ., , a a � ,�-V r::. " �a 1 �` � 6 . r,<.... s �.,;rza�'� .�,.�. �,,..r -.:. .�', .a., > ro .. r .:.. «'%i _ e n e'a?; ` � ::i f - r a� �'S5 - ort. ,< rt.g x � 3 ,. x x a z" '� ,.. _r sx ka' p '}€` e�x . ii u.4 :`°' .::�.f 1' 4 3 =. �_ >.�. uh1 3 4 a s ;" s • K,�� �: -��a, ��. -: s2' a' "n.� .y .a' � �� a, ,.•� >;i.,� % � 3r . ,x +�x � �. �:..:. ,�,.. :�'� x, • <' � Ex ex diture f i 9.98 �•r 2 80,9 - -10 004 "L5 9 , 618,35$ . .. a. X59- 50 779 _' p 6 , 7 6, 3 6 0 , E t f ,5 _ < �_. A . , . _ _ x = x ._��. yak , .a,_,..x..x< . 3 .'r . �_ _ . , ;,d: _ a, ; f g � s�, �ti �{ , . .... �z:aa 1` _ .�. • -• !::4147 . End. Reserve Balance 8,622,738 5,055,843 ?� 5,: 46,379 4,267,899 i s f 4, of Annual Expenditures n/a 8.1 % / ° 2 %q 7.2% x °S M � +'u 3 ' x h a 5 A g a �-�°� `��` �`�.���� �` �ab a��� 5 • Incr. / (Decr.) in Reserves fr. Prior Year $436,522 ($3,566,895) � ($2,776 ($ ($1 % of Expenditure Budget n a -5.7% 6 ° f° _ - 2 .5% 26 °l tzi c co c,. szt • z M , A e.., • cn co co M O CO 11/25/2009 OTHER BUDGET ADJUSTMENTS Other budget adjustments include: • Interest revenue - reductions of ($151,760) and ($182,900) in 2009 and 2010 respectively were made throughout all other operating funds (i.e., non - general government funds). • New Grant Awards - The City was recently notified of grant awards totaling about $1.6 million to be included in the 2010 budget as follows: o A federal ARRA Grant of $967,500 was awarded to make improvements to A Street, which is incorporated in the Office of Neighborhood Development Services fund. Expenditures increased by the same amount o Yakima County recently awarded $563,000 for improvements to the Yakima Convention Center. Also, since the preliminary budget was set, the City obtained a settlement to make necessary repairs to the stucco at the Center in the amount of $70,000, resulting in a total increase of revenue and expenditures of $633,000 in the Convention Center Capital fund. • The Economic Development Fund experienced increased revenue in both 2009 and 2010, and a SLED grant award for a study related to the Yakima Sawmill Redevelopment. Therefore, professional services were increased for 1) this study -- $50,000, 2) National Development Corp. to set -up a new HUD 108 loan -- $33,500, and 3) the transfer of the contract with YCDA from General Fund -- $15,000. • Council recommended the reinstatement of a Prosecutor position originally eliminated from General Fund in the preliminary budget. Staff determined that this function is an eligible use of narcotic forfeiture funds, and this position was placed into the new Police Grants special revenue fund. • A few projects were carried forward from 2009 to 2010, including a grind and overlay project of $490,000, and the continuation of trolley barn improvements of $191,100 • Refuse was notified of a significant increase in the landfill rates, resulting in an estimated increase of $100,000 in this budget. However, the proposed rate increase and related revenue have not been included at this time. Note: without the revenue the ending cash balance in the Refuse fund is about 4 %, below the recommended levels. • Various housekeeping adjustments were made, resulting in a net reduction of about $78,000 in the 2010 budget among the remaining funds. Overall, the effect of the adjustments identified herein is a net increase of about $2.7 million in the final total Citywide expenditure budget compared to the original Forecast Budget submitted. With these adjustments, the new total City budget is $193.2 million, approximately ($18.9) million or (4.5 %) less than the 2009 Amended Budget, due primarily to the timing/ scope of capital projects and related grant awards. 10 Transmittal Section • Budget Wrap -Up 2009 - 2010 OTHER FUND CHANGES FROM THE 2010 FORECAST al FUND 2009 2010 REVENUES Development Area Sales Tax Economic Development $35,110 $0 . City Assistance from State Economic Development 37,800 25,000 SIED grant - Sawmill Redevelopment Economic Development 0 50,000 HUD ARRA Grant ONDS 0 967,500 Match /Grant - Healthy Families Community Services (74,712) (133,334) SEPA Integration Project Growth Management (93) 0 Police Grants Police Grants (new) 534,191 103,019 Parking Lot Revenue Downtown Bus Improve. 0 30,000 Carryforward Trolley Project (Grant) Trolley Fund (191,076) 191,100 Convention Center Improvements Convention Center Capital 0 633,000 Speedway /Race St Interceptor Wastewater Construction 0 (85,000) Investment Interest Various Funds (151,760) (182,900) Line of Credit (Upper Kiwanis Project Debt Service Fund (50,000) 0 Property Tax Allocation Firemen's Pension (50,000) 0 Fire Insurance Premium Tax Firemen's Pension (5,166) 0 Insurance Reimbursements Medical /Workers Comp 146,727 0 TOTAL REVENUE $231,021 $1,598,385 EXPENDITURES Economic Dev Professional Svcs Economic Development $5,000 $83,500 YCDA Transfer from General Fund Economic Development 0 $15,000 HUD ARRA Grant -A Street Project ONDS 53,553 967,500 Healthy Families Community Services (32,500) (96,500) Carry forward SEPA Integration Project Growth Management (20,305) 20,305 Restore Prosecuting Attorney Police Grants (new) 0 91,600 Other Drug Enforcement costs Police Grants (new) 0 10,000 ARRA Multi - Jurisdictional Policing Police Grants (new) 534,191 0 Parking Lot Enforcement Contract Downtown Bus Improve. 0 30,000 Carryforward Trolley Barn Project Trolley Fund (194,992) 184,370 Carryforward Grind & Overlay Project REET 2 Capital (488,000) 490,000 Transit Vans /Buses Transit Capital 80,750 0 Convention Center Improvements Convention Center Capital 0 633,000 Increased Landfill Costs Refuse 0 100,000 Speedway /Race St Interceptor Wastewater Construction 0 (85,000) Line of Credit (Upper Kiwanis Project Debt Service & REET 1 (100,000) 0 Correct for Hydrologist Policy Issue Waste /Stormwater 0 43,535 Miscellaneous /Other Payroll adj. Various 7,650 (327) TOTAL EXPENDITURES OTHER FUNDS NET CHANGE ($154,653) $2,486,983 Following is a summary of the current status of the 2010 Preliminary Budget prior to Council action on policy issues. See the following pages for an expenditure detail by individual fund. 0 Budget Wrap - • Transmittal Section II BUDGET OVERVIEWS — EXPENDITURE COMPARISONS* 2010 VS. 2009 i7 vs. 'Of 2009 2009 AMENDED YEAR -END AMENDED 2010 BUDGET FUND ESTIMATE BUDGET BUDGET % CHANGE General $50,273,516 $51,828,607 $49,935,280 (3.7 %) Parks 4,249,796 4,377,543 4,236,456 (3.2 %) Street & Traffic 5,686,692 6,074,833 5,379,043 (11.5 %) GENERAL GOVERNMENT TOTAL (I) $60,210,004 $62,280,983 $59,550,779 (4.4 %) Community Development (2) 4,315,112 4,525,424 3,497,430 (22.7 %) Utilities /Other Operating 56,445,361 59,555,944 60,159,126 1.0% Capital Improvement 30,362,956 62,254,349 46,565,472 (25.2 %) Contingency /Operating Reserves 3,358,284 3,811,525 3,056,265 (19.8 %) Employee Benefit Reserves 13,308,488 13,596,013 13,971,783 2.8% General Obligation Bonds 2,941,919 2,991,919 3,290,202 10.0% LID Debt Service 207,000 207,000 207,000 0.0% Water /Sewer Revenue Bonds 2,860,417 2,860,417 2,863,042 0.1% Trust and Agency Funds 12,000 25,000 15,000 (40.0 %) TOTAL - CITYWIDE BUDGET ( $174,021,541 $212,108,574 $193,176,099 (8.9 %) (1) General Government - The 2010 General Government expenditure budget is approximately $2.6 million or 44% below the 2009 amended budget. (2) The 2010 budget includes an estimate of the 2010 grant awards only. The 2009 amended budget includes the 2009 • grant awards and awards carried forward from the previous years. (3) Citywide Expenditures - The Citywide Expenditure budget is approximately $18.8 million or 8.9% above the 2009 amended budget. • 14, Transmittal Section • Budget Wrap -Up I 1 2009 vs. 2010 General Government Summary by Budget Priority I $40,86 Public Health & Safety ,. _ — - m_. — — - . Resource Management - , $9 " $a, $9,927 I Economic Development 111$3, 95 ® 2010 Proposed Budget - $59,618 I Quality of Life 304 589 M 2009 Amended Budget - $62,197 Customer Service & ® $1,866 I Communications $1,858 Strategic Partnerships 1 : :: t $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 I Thousands I I Resource Management I e $8,805,907 �'f a 14.8% y t he, =r 3 14.8/0 Public Health FS & Safety I $40,867,178 68.5% Quality of Life $4,304,112 7.2% Economic Development $3,194,800 5.4% Customer Service I Strategic & Communications $1,866,211 Partnerships 3.1% $580,150 I Budget Wrap -Up • Transmittal Section 13 11, if Transmittal Section © Budget Wrap -Up 0 • • 2010 BUDGET BY CITY FUNCTIONAL GROUPING c 2008 2009 2009 2010 2010 2010 2010 2010 ACTUAL AMENDED YEAR-END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE GENERAL GOVERNMENT City Council $204,586 $213,540 $212,731 $212,265 (0.6 %) City Manager 483,312 521,307 511,296 518,563 (0.5 %) State Examiner 96,297 103,000 98,000 103,000 . 0.0% Records 409,921 449,013 387,517 440,728 (1.8 %) Financial Services 1,440,634 1,540,878 1,521,295 1,503,391 (2.4 %) Human Resources 430,133 494,040 471,345 467,978 (5.3 %) Legal 1,299,647 1,459,796 1,198,525 1,142,950 (21.7 %) Municipal Court 1,202,128 1,321,304 1,304,674 1,262,770 (4.4 %) Purchasing 258,089 348,140 340,899 432,432 24.2% Hearing Examiner 65,193 56,000 56,000 41,000 (26.8 %) Environmental Planning 705,338 901,557 823,598 768,484 (14.8 %) Code Administration 1,546,638 1,783,856 1,607,492 1,457,912 (18.3 %) Indigent Defense 360,000 425,000 425,000 480,000 12.9% Police 20,902,975 23,378,366 22 22,999,008. . (1.6 %) Fire 8,436,383 8,909,315 8,948,905 8,979,699 0.8% Police Pension 1,279,173 1,403,957 1,352,146 1,373,040 (2.2 %) Probation Center 24,176 25,000 25,000 0 (100.0 %) Engineering 1,034,701 1,199,716 1,046,385 99Z489 (16.9 %) City Hall Maintenance 403,570 426,178 404,368 404,486 (5.1 %) Information Systems 2,541,846 2,823,003 2,743,951 2,306,255 (18.3 %) Utility Services 1,034,015 1,225,469 1,182,138 1,256,127 2.5% to Intergovernmental 286,102 436,097 406,097 383,628 12.0% �a Sun Dome 150,000 150,000 150,000 150,000 0.0% ,t- District Court 3,216 1,800 1,800 1,800 0.0% Transfers 2,317,970 2,232,275 2,230,275 2,252,275 . 0.9% TOTAL GENERAL FUND $46,916,043 $51,828,607 $50,273,516 $49,935,280 (3.7 %) $4,328,549 $48,534,438 $2,92Z707 Parks & Recreation 4,274,493 4,377,543 4,249,796 4,236,456 (3.2 %) 262,477 4,246,985 273,006 Street & Traffic Operations 5,821,695 6,074,833 5,686,692 5,379,043 (11.5 %) 1,255,353 5,228,810 1,105,120 4it TOTAL GENERAL GOVERNMENT FUNDS $57,012,231 $62,280,983 $60,210,004 $59,550,779 (4.4 %) $5,846,379 $58,010,233 $4,305,833 2010 BUDGET BY CITY FUNCTIONAL GROUPING tz a, ° 10 2008 2009 2009 2010 2010 2010 2010 2010 ". ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING A EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE .1:1 OTHER OPERATING /ENTERPRISE --cl Economic Development $167,126 $146,173 $103,970 $196,304 34.3% $255,895 $118,000 $17Z591 Community Development 2,555,694 4,525,424 4,315,112 3,497,430 (22.7 %) 550,848 3,340,946 394,364 Community Relations 496,341 577,802 543,824 561,448 (2.8 %) 795,951 47Z200 711,703 Community Services 377,598 487,712 31Z212 206,834 (57.6 %) 3,956 205,000 2,122 Growth Mgmt /Commute Trip Red Fund 0 49,745 29,440 20,305 (59.2 %) 20,305 0 0 Cemetery 251,637 260,420 256,912 256,155 (1.6 %) 49,557 243,750 37,152 Emergency Services 1,084,313 1,16Z430 1,141,339 1,110,329 (4.9 %) 99,558 1,063,870 53,099 Public Safety Communications 2,703,602 3,028,165 2,900,907 2,994,394 (1.1 %) 260,437 2,936,310 202,353 Police Grants 0 534,191 534,191 785,051 47.0% 224,000 693,019 131,968 Parking & Business Improvement Area 111,893 204,592 202,399 239,989 17.3% 9,267 240,170 9,448 Trolley (Yakima Interurban Lines) 231,261 248,207 26,629 192,218 (22.6 %) 2,847 195,086 5,715 Front Street Business Improvement Area 2,800 3,000 3,000 5,000 66.7% 8,002 3,535 6,537 Tourist Promotion 1,394,116 1,474,205 1,303,209 1,469,180 (0.3 %) 185,694 1,404,500 121,014 Capitol Theatre 304,734 318,513 318,513 319,749 0.4% 128,154 309,927 118,332 PFD Revenue - Convention Center 69Z926 696,000 666,775 689,000 (1.0 %) 150,733 681,000 142,733 Tourist Promotion Area 378,205 405,088 374,834 378,205 (6.6 %) 414 378,205 414 PFD Revenue - Capitol Theatre 389,110 498,000 480,000 502,000 0.8% 18,000 503,000 19,000 Recovery Program Grants 0 0 0 814,000 N/A 0 814,000 0 Storm Water Operating 772,857 1,801,039 1,799,629 2,160,091 19.9% 346,022 2,100,000 285,931 Transit 7,315,761 7,460,107 6,903,596 Z216,965 (3.3 %) 612,155 Z116,100 511,290 Refuse 4,458,657 4,652,022 4,592,614 4,749,892 2.1% 252,423 4,687,150 189,681 Sewer Operating 16,646,483 16,875,924 16,717,073 17,556,966 4.0% 1,898,696 17,249,214 1,590,944 Water Operating 6,831,165 Z303,953 7,257,874 7,774,807 6.4% 1,733,284 7,386,837 1,345,314 Irrigation Operating 2,631,451 2,784,200 2,756,837 2,758,394 (0.9 %) 171,648 2,771,600 184,854 Equipment Rental 5,486,749 5,998,773 5,182,028 5,198,027 (13.3 %) 4,104,768 4,983,304 3,890,045 Environmental Fund 199,788 1,381,220 855,000 828,450 (40.0 %) 494,244 563,000 228,794 Public Works Administration 1,150,816 1,199,463 1,17Z556 1,175,373 (2.0 %) 18Z367 1,185,331 19Z325 TOTAL OTHER OPERATING /ENTERPRISE $56,640,083 $64,081,368 $60,760,473 $63,656,556 (0.7 %) $12,564,225 $61,650,054 $10,557,723 III III ill • 0 0 2010 BUDGET BY CITY FUNCTIONAL GROUPING 2008 2009 2009 2010 2010 2010 2010 2010 ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE, FUND BALANCE CAPITAL IMPROVEMENT Arterial Street $3,154,455 $8,139,749 $6,343,719 $3,746,806 (54.0 %) $952,740 $2,976,767 $182,701 C.B.D. Capital Improvement 2,103,687 469,235 342,596 1,135,252 141.9% 374,361 1,021,800 260,909 Capitol Theatre Construction 519,198 9,811,426 3,833,066 3,150,000 (67.9 %) 3,826,417 3Z000 713,417 Parks & Recreation Capital 622,737 1,475,000 824,989 560,000 (62.0 %) 93,390 553,000 86,390 Fire Capital 308,660 1,618,100 1,218,100 555,500 (65.7 %) 625,825 209,588 279,913 Law & Justice Capital 545,876 1,572,633 1,525,193 1,071,000 (31.9 %) 215,660 965,478 110,138 Public Works Trust Construction 1,467,319 1,235,570 1,085,920 845,851 (31.5 %) 978,410 615,000 747,559 REET 2 Capital Construction 838,865 1,661,822 828,822 1,301,822 (21.7 %) 938,306 530,000 166,484 L.I.D. Construction Control 44,662 802,000 802,000 0 (100.0 %) 0 0 0 Storm Water Capital 72,756 325,000 322,500 368,040 13.2% 244,744 434,781 311,485 Transit Capital Reserve 2,365,639 1,103,013 1,040,000 2,693,750 144.2% 995,848 2,342,005 644,103 Convention Center Capital Improvement 104,714 270,770 241,200 824,000 204.3% 252,481 808,500 236,981 Cum. Reserve for Capital Improvement 954,159 19,611,173 1,930,723 18,946,251 ' (3.4 %) 1,389,722 21,093,775 3,537,246 Wastewater Facilities Capital Reserve 378,887 363,186 313,186 50,000 (86.2 %) 496,662 152,000 598,662 Sewer Construction 227,657 2,491,332 1,021,585 3,435,000 379% 3,072,322 1,388,000 1,025,322 Domestic Water Improvement 505,640 2,380,100 1,920,200 2,997,200 25.9% 2,412,786 2,045,460 1,461,046 Wastewater Facilities 3,757,287 5,937,540 5,370,657 2,285,000 (61.5 %) 1,735,862 1,505,000 955,862 Irrigation System Improvement 2,382,786 2,986,700 1,398,500 2,600,000 (12.9 %) 2,539,036 884,000 823,036 TOTAL CAPITAL IMPROVEMENT $20,354,984 $62,254,349 $30,362,956 $46,565,472 , (25.2 %) $21,144,572 $37,562,154 $12,141,254 CONTINGENCY /OPERATING RESERVES Contingency Fund $82,151 $300,000 $200,000 $225,000 (25.0 %) $176,919 $50,000 $1,919 FRS /Capitol Theatre Reserve 71,927 571,927 371,927 71,927 (87.4 %) 451,581 2,000 381,654 Risk Management 2,336,050 2 939 598 2,786,357 2 759 338 (6.1%) 1033 775 2,559,500 833 937 o r q � T OTAL C ONTINGENCY /OPERATING RESERVES $2,490,128 $3,811,525 $3,358,284 $3,056,265 (19.8 %) $1,662,275 $2,611,500 $1,217,510 A i Zt si N G 2010 BUDGET BY CITY FUNCTIONAL GROUPING to ;y 2008 2009 2009 2010 2010 2010 2010 2010 oq c o ACTUAL AMENDED YEAR -END PRELIMINARY VS 2009 BEGINNING PROJECTED EST. ENDING EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE A EMPLOYEE BENEFIT RESERVES ' Unemployment Compensation $147,941 $152,202 $151,811 $236,861 55.6% $359,841 $142,000 $264,980 "z Employees Health Benefit 9,477,129 9,999,738 9,992,127 10,553,586 5.5% 2,766,769 10,051,000 2,264,183 Workers' Compensation 1,435,889 1,694,397 1,447,024 1,466,695 (13.4 %) 1,170,017 1,412,300 1,115,622 Wellness /EAP Fund 111,453 130,296 116,171 89,849 (31.0 %) 136,825 60,000 106,976 Firemen's Relief & Pension 1,444,775 1,619,380 1,601,355 1,624,792 0.3% 780,675 1,578,565 734,448 TOTAL EMPLOYEE BENEFIT RESERVES $12,61Z187 $13,596,013 $13,308,488 $13,971,783 2.8% $5,214,127 $13,243,865 $4,486,209 TRUST AND AGENCY FUNDS . Cemetery Trust $19,126 $25,000 $12,000 $15,000 (40.0 %) $574,865 $23,000 $582,865 DEBT SERVICE L.I.D. Guaranty $0 $0 $0 $0 n/a $79,820 $100 $79,920 PFD Debt Service 459,075 734,550 734,550 1,014,286 38.1% 150,994 1,028,896 165,604 General Obligation Bonds 2,126,885 2,257,369 2,207,369 2,275,916 0.8% 372,101 2,277,963 374,148 L.I.D. Debt Service 84,618 t 207,000 207,000 207,000 0.0% 37,144 212,000 42,144 Water- Irrigation /Sewer Bonds 3,710,550 2,860,417 2,860,417 2,863,042 0.1% 2,365,697 2,86Z068 2,369,723 TOTAL DEBT SERVICE $6,381,128 $6,059,336 $6,009,336 $6,360,244 5.0% $3,005,756 $6,386,027 $3,031,539 TOTAL CITY BUDGET $155,514,867 $212,108,574 $174,021,541 $193,176,099 (8.9 %) $50,012,199 $179,486,833 $36,322,933 ink II 411 w Supplemental Worksheets ( ' , ) KO \. City ilia 2010 General Govern . - Budget Wrap Up 410 Policy Issues Summary I. Summary - General Government Budget Status: Incr. / Total Public Resource Economic Quality of Custo.Svc/ Strategic Priorities of Government Model: (Decr.) to Gen.Gov. Safety Mgmt. Devel. Life Comm. Partner. Budget Budget (PS) (RM) (ED) (QL) (CS) (SP) Per Budget Forecast (10-06-09): Revenue $58,138,533 $39,387,353 $8,805,907 $3,194,800 $4,304,112 $1,866,211 $580,150 Reserves $1,479,825 $1,479,825 Total Resources Available - 10 Forecast: $59,618,358 $40,867,178 $8,805,907 $3,194,800 $4,304,112 $1,866,211 $580,150 Total Budget Adjustments to date: (includes all ajustments since Forecast) ($67,575) (47,169) (7,713) (20,745) 4,443 3,609 0 Revised Budget - by Budget Priority: $59,550,783 $40,820,009 $8,798,194 $3,174,055 $4,308,555 $1,869,820 $580,150 Percentage of Total Budget (no change from Forecast) 68.5% 14.8% 5.3% 7.2% 3.1% 1.0% Additional Reductions Needed: (to balance budget within projected resources and maintain dependency on cash under 2.5%) ($60,000) Final Total Proposed Budget : $59,490,783 H. Summary - Results of Council Actions on 12 Incr. / Total Public Resource Economic Quality of Custo.Svc/ Strategic Priorities of Government Model: (Decr.) to . Gen.Gov. Safety Mgmt. Devel. Life Comm. Partner. Budget Budget (PS) (RM) (ED) (QL) (CS) (SP) Grand Total - Council Action (totals from pages below) Final 2010 Budget - per Council Direction Percentage of Total Budget 1 of 5 12-01-09 Budg.Wrap Up - Supp.Wk.Sh..xls • • City a 2010 General Govern Budget Wrap Up Policy Issues Summary Incr. / Total j Resource I Econ. Custo.Svc/ (Decr.) to Gen.Gov. I Public Mgmt. Devel. Quality of Comm Strategic A. Potential Budget Reinstatements: Budget Budget Safety (PS) II (RM) (ED) Life (QL)' . (CS) Part. (SP) 1 Fire Canine Program (Wesley): 11,000 - 5,000 6,000 PSI 2 Municipal Court Cashier - Full Time (Rejected) _ 48,300 PS' 3 Animal Control Officer position OR 67,100 PS $37,000; Contract Svc. to Humane Society & eliminate position; increase in dog license fees to 2007 levels ($20,000) would help offset expense - see below. PS Extend Fire Secretary Position to Retirement 4 Date (March 2010) 11,000 PS Assistant City Attorney - Prosecutor; $91,600 (fund from narcotic unit Fund - no impact on 5 Gen.Fund) - 0 - PS • Sub - Total: 132,400 PS Other Unbudgeted Policy Issues (from Forecast): 1 Humane Society Contract: Requested Increase 5,386 PS 2 State Fair Park - Funding Request: 75,000 QL . Sub -Total - Council Action on 12- 01 -09: Add: Additional Budget Reduction Needed (from page 1) $60,000 - — Total Additional. Budget Reductions Required : 2 of 5 12 -01 -09 Budg.Wrap Up - Supp.Wk.Sh..xls 1111 City a • 2010 General Govern, - Budget Wrap Up Policy Issues Surnma7 Incr. / Total Public i Resource Economic Quality of Custo.Svc/ Strategic (Decr.) to ' o Gen.Gov. Safety Mgmt. Devel. Life Comm. Partner. Budget ft Budget (PS) (RM) (ED) (QL) _ (CS) (SP) B 10 -27 -09 Staff Proposed Budget Reductions to offset Reduced Revenue Projections: 1 Fund 1 add'I. Police Officer from COPS Grant (78,000) PS 2 Bring Emergency Mgmt In -House (6 mo.2010) (30,000) PS 3 Additional Savings - Jail Cost Reduction Efforts (108,000) PS Included above 4 Turn 500 St. Lights Out - Council Rejected n/a PS Sub -Total (Public Safety Items) (216,000) 5 Eliminate 50% Financial Svc.Tech.position (32,000) RM _ 6 Transfer YCDA to Economic Develop. Fund (15,000) ED Included above 7 Defer filling Parks /Rec.Admin. position 4/1/09 (15,000) QL 8 Defer updates to YMC for one year (5,000) CS Sub -total Reduction Options (submitted 10- 27 -09) ($283,000) Sub -Total - Council Action on 12- 01 -09: Note: The impacts on the budget related to the jail cost reductions and the transfer of YCDA to the Economic Development Fund have been included in the Final Proposed Budget ($59,490,783), noted above. • 3 of 5 12 -01 -09 Budg.Wrap Up - Supp.Wk.Sh..xls • City a • 2010 General Govert - Budget Wrap Up Policy Issues Summary Incr. / Total Resource Econ. ' Custo.Svc/ (Decr.) to Gen.Gov. Public I Mgmt. Devel. Quality of Comm Strategic C. Potential Further Budget Reductions: Budget Budget Safety (PS) I (RM) (ED) Life (QL) i (CS) Part. (SP) 1 Reduce Council Travel (10,000) RM 2 Finance Division ($75,000): a. Reduce printing costs (3,000) RM b. Reduce Dues / Subscriptions (1,500) RM c. Postpone filling Fin./Treasury Svc.Officer (15,500) RM d. Reduce 2 Fin.Svc. Specialist positions 50% each (filled) (50,000) RM e. Reduce Overtime (50% of amt.added to offset loss of Accountant / Fin.Tech.position) (5,000) RM 3 Eliminate Diversity Promotion (1,000) QL 4 Reduce Harmon Ctr. ($9,245) to 2009 level: a. Reduce Temperature in Building (5,000) QL b. Reduce printing costs (1,000) QL _ c. Reduce telephone budget (3,000) QL d. Close 1 hr. early - six days p /week (3,000) QL e. Close Tues., Thurs. evenings & Saturdays (9,000) QL 5 Eliminate Crime Analyst Supervisor position (111,653) PS 6 Eliminate Outside Agencies: _ _ Sunfair Parade (500) QL _ Allied Arts (2,667) QL _ RSVP (2,000) QL Yakima Symphony _ (5,000) QL Seasons (no add'I. reduction proposed) 0 QL Sub -Total 0/Side Agencies - Quality Life (10,167) Chamber of Commerce - Hispanic (2,950) ED Chamber of Commerce - Greater Yakima (2,950) EDP Citizens for Safe Yakima (10,000)ISP Total Outside Agencies l (26,067)I Sub- Total: . (244,720) Sub -Total - Council Action on 12- 01 -09: 4 ' of 5 12 -01 -09 Budg.Wrap Up - Supp.Wk.Sh..xls 2010 General Gover - Budget Wrap Up Policy Issues Summary Incr. / Total I Resource I Econ. Custo.Svc/ (Decr.) to Gen.Gov. Public Mgmt. Devel. Quality of Comm Strategic Budget Budget Safety (PS) (RM) (ED) Life (QL) (CS) Part. (SP) E. Potential Revenue Enhancements: 1 Reinstate Dog License Fees to 2007 Level ($20,000)i Sub-Total - Council Action on 12-01-09: F. Council Requests - 2010 Follow up Items: 1 Study: Possible "Inmate clean-up" program, utilizing court ordered "community service" City inmates to perform work 2 Study: Possible Fire Authority 3 Study: Possible Parks District 4 Study: Options for addressing long-term Fire Capital funding needs 5 of 5 12-01-09 Budg.Wrap Up - Supp Wk.Sh..xls Outside & Intergovernment Agencies • CITY OF Vila/flit 2010 POLICY ISSUE SUMMARY OUTSIDE & INTERGOVERNMENTAL, AGENCIES (by Budget Priority) 1. PUBLIC HEALTH & SAFETY DEPARTMENT / DIVISION OUTSIDE / SERVICE PROPOSED NET INc / DEC) COUNCIL POLICY ISSUE REQUEST / JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION Yakima Fourth of July Committee Outside Agency 032 General Fund /Fire 2009 Budget $ 5 , 5 0 0 (a) Reduced 50% 2009 funding (a) $2,750 (a) $0 Budgeted Policy Issue (b) Eliminate (b) $0 (b) ($2,750) Yakima Regional Clean Air Agency Intergovernmental 319 General Fund $22,394 2009 Assessment $ 2 2 , 3 9 4 Info enclosed (YRCAA) — Assessment Agency Increase 11,326 2010 Total $33,720 $0 Budgeted Policy Issue Yakima Valley Office of Emergency Intergovernmental 129 General Fund $59,937 2009 Assessment $ 5 9 , 9 3 7 Info enclosed Management (OEM) Assessment Agency (a) 2010 Est. $62,500 (a) $0 Budgeted Policy Issue (a) Fund full amount 2010 assessment (2,563) Agency canceled requested increase 59,937 2010 Revised Request (b) Bring inhouse mid -year (save 50% from 2010 assessment) (b) $31,000 (b) ($31,000) 10/27/09 staff proposed - y` �, PUBLIC HEALTH &&SAFETY : SUBTOTAL COUNCIL- ACTION _� M _ 2. RESOURCE MANAGEMENT • There are no Outside & Intergovernmental Agency policy issues under this budget priority g cY P cY r � g P� t5' da co OUTSIDE & INTERGOVERNMENTAL AGENCIES (Continued) O fi h 3. ECONOMIC DEVELOPMENT cm DEPARTMENT I DIVISION OUTSIDE I SERVICE PROPOSED NEr INC / (DEC) COUNCIL r4 POUCY ISSUE REQUEST I JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION Yakima County Development Assn (YCDA) Outside Agency 322 General Fund 2009 Budget $30,000 (a) Reduced 50% 2009 funding (a) $15,000 (a) $0 Budgeted Policy Issue A (b) Move to Economic Dev. fund (123) Economic Dev. Fund (b) $0 (b) ($15,000) Move to Econ. Dev. Fund _ Greater Yakima Chamber of Commerce Outside Agency 611 General Fund 2009 Budget $5,900 (a) Reduced 50% 2009 funding (a) $2,950 (a) $0 Budgeted Policy Issue a (b) Eliminate (b) $0 (b) ($2,950) Proposed Additional Reduction 'b ' Hispanic Chamber of Commerce (HCC) Outside Agency 611 General Fund 2009 Budget $5,900 '' (a) Reduced 50% 2009 funding (a) $2,950 (a) $0 Budgeted Policy Issue N (b) Eliminate (b) $0 (b) ($2,950) Proposed Additional Reduction ,' EC0N0MIC DEVEL0PMENT SUBTOTAL COUNCIL ACTION 4. QUALITY OF LIFE DEPARTMENT I DIVISION OUTSIDE I SERVICE PROPOSED Nu INC / (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION I NTERGOVERNMENTAL UNIT FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS ACTION Yakima Sunfair Festival Association Outside Agency 611 General Fund 2009 Budget $1,000 (a) Reduced 50% 2009 funding (a) $500 (a) $0 Budgeted Policy Issue (b) Eliminate (b) $0 (b) ($500) Proposed Additional Reduction Allied Arts of Yakima Valley — ArtsVan Outside Agency 611 General Fund 2009 Budget $5,333 Info enclosed (a) Reduced 50% 2009 funding (a) $2,667 (a) $0 Budgeted Policy Issue (b) Eliminate (b) $0 (b) ($2,667) Proposed Additional Reduction Retired Senior Volunteer Program (RSVP) Outside Agency 611 General Fund 2009 Budget $3,000 Info enclosed (a) Reduced 1 /3rd 2009 funding (a) $2,000 (a) $0 Budgeted Policy Issue (b) Eliminate (b) $0 (b) ($2,000) Proposed Additional Reduction Seasons Music Festival Outside Agency 611 Parks & Recreation 2009 Budget $8,000 Reduced 50% 2009 funding Fund $4,000 $0 Budgeted Policy Issue Yakima Symphony Orchestra Outside Agency 611 General Fund 2009 Budget $10,000 (a) Reduced 50% 2009 funding (a) $5,000 (a) $0 Budgeted Policy Issue (b) Eliminate (b) $0 (b) ($5,000) Proposed Additional Reduction A ,QUALITY OF IFE SUBTOTAL COUNCIL ACTION - • • • OUTSIDE & INTERGOVERNMENTAL AGENCIES (Continued) 5. CUSTOMER SERVICE AND COMMUNICATIONS There are no Outside & Intergovernmental Agency policy issues under this budget priority 6. STRATEGIC PARTNERSHIPS DEPARTMENT I DIVISION OUTSIDE I SERVICE PROPOSED NET INC I DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION INTERGOVERNMENTAL UNIT FUNDING SOURCE NON■PERSONNEL FROM BUDGES COMMENTS - ACTION Yakima Valley Conference of Governments Intergovernmental 611 General Fund $41,125 2009 Budget $41,125 (YVCOG) Agency Decrease 2,502 2010 Total $38,623 Budgeted Policy Issue Yakima Basin Storage Alliance (YBSA) Outside Agency 611 N/A 2009 Budget $20,000 $0 $0 Budgeted Citizens f /Safe Yakima Valley Communities Outside Agency 611 General Fund 2009 Budget $20,000 (CSC) - Community Programs (a) Reduced 50% 2009 funding (a) $10,000 (a) $0 Budgeted Policy Issue ' (b) Eliminate (b) $0 (b) ($10,000) Proposed Additional Reduction . ,:;. s '' STRATEGIC PARTNERSHIPS s SUBTOTAL C a OUNCIL ACTIONS q k R pq OUTSIDE & INTERGOVERNMENTAL AGENCIES - TOTAL COUNCIL ACTION • 0 c'0 c0 • • • Outside Agency • Budget Wrap-Up 4 i CITY OF VILlut 2010 POLICY ISSUE SUMMARY OUTSIDE AGENCY - OTHER OPERATING FUNDS OUTSIDE AGENCIES DEPARTMENT I DIVISION NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE NON - PERSONNEL FROM BUDGET COMMENTS - ACTION Yakima - Morelia Sister City Association Economic Development Fund 2009 Budget $2,000 (123) $1,333 $0 Budgeted Policy Issue Committee for Downtown Yakima (CDY) CBD Capital 2009 Budget $50,000 Note: DYFI Committee recommended restoration Improvement Fund (32.1) $40,000 $0 Budgeted to $50,000. OUTSIDE AGENCIES -- NEW REQUESTS DEPARTMENT I DIVISION - NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE NON- PERSONNEL FROM BUDGET COMMENTS ACTION Unbudgeted New Request: Unidentified 2010 Request $75,000 $75,000 Note: Lodging Tax Advisory State Fair Park Committee did not recommend using Hotel /Motel tax for this request; and Council Budget Committee recommended not approving from General Revenues. • • • b ' �C O ao • S S Outside Agency • Budget Wrap -Up 6 CITY OF a liMIG 2010 BUDGET WRAP -UP OUTSIDE & INTERGOVERNMENTAL AGENCIES SUPPLEMENTAL INFORMATION Yakima Regional Clean Air Agency 7 Office of Emergency Management 8 Fire Response to Emergency Management Proposal 12 Updated budget request (freeze at 2009 level) Allied Arts of Yakima Valley 15 Retired Senior Volunteer Program 17 • • • • • A#iMA R EGIONAL . N P � t 329 Numb d f b First Street Yakima 98901 . ',,;' 4 ; , AGENCY �� .Phone: (509) 834 -2050 Fax: (509) 834 -2060 ; , GVehsitc. !►ttp: / /ii n ii ,j ukir»rtclerrncrrr.nrg y y ,.,i:{1 Ica ,,. �r r l „ EXECUTIVE MEMORANDUM DATE: November 17, 2009 To: City of Yakima �: City Council II 'I FROM: Office of the YRCAA Director f . i t ° f SUBJECT: 2010 Supplemental Income Assessment ISSUE: Inclusion of Expenditure to YRCAA in the Amount of $33,720 in the 2010 City Budget This Office deeply appreciates the inclusion of the YRCAA 2010 supplemental income assessment in your 2010 City Budget. Your support during our budget process was especially appreciated. During hard economic times, municipal budgets are strained and hard decisions must be made as to what's most important to the citizens we serve. It's apparent that your leaders understand the importance of clean air and the necessity of meeting the challenges we face with ever tighter federal air quality standards. Thanks to your support and that of the other participating municipalities, your clean air agency can more effectively meet those challenges for improving the quality of air for our community. Your contribution helps provide for: • Increased public awareness of air pollution from wood burning heating devices; • Better burning practices utilized by wood heat users; • Better compliance with burn bans; • Increased numbers of old smokey wood stoves being replaced by cleaner burning devices; and ultimately . • Reduced emissions and healthier air for our community by meeting federal air quality standards. • Budget Wrap - Up • Outside Agency 7 AGREEMENT FOR YAKIMA VALLEY OFFICE OF EMERGENCY MANAGEMENT The Washington State R.C.W. 38.52.070 provides for the establishment of a local organization for emergency services in which two or more political subdivisions may join for the establishment and operation thereof; and, WHEREAS, the Board of County Commissioners of Yakima County, Washington and Mayors of incorporated cities and towns within Yakima County, Washington have agreed to the joint operation of the emergency services organization as provided by the R.C.W. 38.52; and, WHEREAS, the declared purposes of this agreement are to provide for the preparation and carrying out of plans, including mock or practice drills, for the protection of persons and property within this county in the event of a disaster, and to provide for the coordination of the emergency service functions of this county with other public agencies and affected private persons, corporations and organizations; and, WHEREAS, any expenditures made in connection with such emergency services activities, including mutual aid activities, and mock or practice drills, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of Yakima County and its participating, incorporated cities and towns; and, WHEREAS, "emergency services" denotes the preparation for and the carrying out of emergency functions other than functions for which the military forces are primarily responsible, and the activities necessary or incidental to the preparation and for carrying out of these activities; now, therefore BE IT HEREBY AGREED as follows: CREATION • (A) There is hereby created a joint local organization pursuant to RCW 38.52.070 for emergency services, to he composed of Yakima County, Washington and its participating incorporated cities and towns, to be known as the "Yakima Valley Office of Emergency Management" to be administrated by the Yakima County Emergency Services Council. • • (B) This joint organization shall commence its existence upon the approval of this agreement by the County • Commissioners of Yakima County and the Council of any city or town. Thereafter any incorporated city or town may become a participating member upon the adoption of a resolution by its legislative body to that effect and agreeing to the provisions hereof and the deposit with the Director of Emergency Services of a duly executed copy of this agreement. (C) There is hereby created and established a special pooled fund to be administered by the Treasurer of Yakima • County, which fund shall be known as the "Yakima County Emergency Services Fund ", into which shall be deposited funds received for the account of this joint organization and from which shall be paid all proper claims. The Director of Emergency Services is empowered to authorize the payment of claims and expenses which are properly budgeted. The participating members' contributions to the Emergency Services Fund shall be based upon a per capita charge of that portion of the Emergency Services Budget that is not reimbursed by the Federal Government through the State agency. The charges, determined by the Emergency Services Executive Board, shall be payable by the lS day of February of each calendar year. The per capita charge shall be based on the latest official population estimates of the State Office of Financial Management. In the event of an emergency resulting in the necessity for the carrying out of emergency functions for the preservation and protection of lives and/or property, the cost of emergency functions above and beyond the permanent staff and facilities of the Office of Emergency Management shall be borne by the participating member or members affected by such emergency and promptly remitted to the Emergency Services Fund, provided that the Director shall obtain approval from the executive head or his designee of the affected political subdivision prior to providing the services. In any case the 8 Outside Agency • Budget Wrap -Up ESEB cannot agree upon the proper division of cost, the matter shall be referred to the State Emergency Services Council for arbitration; its decision shall be binding. (D) An annual budget shall be prepared by the Director and the Emergency Services Executive Board, presented to the entire Emergency Services Council which by majority vote shall recommend the budget to each political subdivisions for approval. (E) The Office of Emergency Management may accept gifts, grants or loans of money, equipment or services from any lawful source and perform functions authorized by law to be performed by departments of emergency services. EMERGENCY SERVICES ORGANIZATION EMERGENCY SERVICES COUNCIL (A) Membership. In accordance with R.C.W. 38.52.070, the Yakima County Emergency Services Council. shall . . consist of the County Commissioners and the Mayors of each participating incorporated city and town. The Chairman of the Board of County Commissioners shall act as Chairman of the ESC. The Director, ex- officio non- voting member, shall act as Vice Chairman. An executive board shall be formed consisting of one County Commissioner and 4 mayors, to be elected at the annual meeting. The Yakima County Sheriff will be a permanent ex- officio non - voting member of the ESEB and the ESC. A quorum of the ESEB shall be a simple majority of the voting members. (B) Powers and Duties. The ESC shall perform duties imposed by statute upon executive heads of emergency service departments. It shall review and recommend for adoption emergency services and mutual aid plans and agreements and such resolutions and rules and regulations as are necessary to implement such plans and agreements. It shall do the things herein provided and/or reasonably necessary to the accomplishments of the purpose hereof. The ESEB (Emergency Services Executive Board) shall assist the director in preparation of the duties described herein. The ESEB shall meet at least quarterly. • (C) Quorum and Meetings. A majority of the members of the ESC shall constitute a quorum. Any meeting in which a budget is to be adopted or a financial obligation is to be assessed to a member thereof shall require a quorum. The ESC shall meet annually to review the Emergency Services budget, organization and plans. Meeting date and time will be published by the Emergency Services Director prior to the meeting. Other meetings of the ESC shall be called by the Chairman or Vice- Chairman or by a majority of the members of the ESC. Emergency meetings may be called by any ESC member. (D) Division, Services and Staff. The ESC shall adopt an annual plan which prescribes divisions and services, assigns functions, duties and powers, and designates officers and employee positions as it deems appropriate. Insofar as possible, the form of organization, titles and terminology shall conform to the recommendations of the federal government and the Department of Emergency Services of the State of Washington. DIRECTOR OP EMERGENCY SERVICES. POWERS AND DUTIES The Director shall be selected by a majority vote of the ESC. The Director of Emergency Services shall be responsible for the coordination and development of overall emergency services planning and regular training exercises. The Emergency Services Director shall report activities to the ESEB. • (A) Subject to the direction of the ESC, the Director is hereby empowered and directed: (1) To provide an emergency services operating plan for Yakima County and its participating cities and towns, conforming to the state emergency services plan and program. (2) To coordinate the effort of the emergency services organization for the accomplishment of the purposes of this resolution. (3) To direct coordination and cooperation between divisions, services and staff of the joint emergency services jurisdiction. (4) To present the emergency services organizations of these cities in dealings with public or private agencies pertaining to emergency services and disaster. 4 11) Budget Wrap -Up • Outside Agency 9 (5) To keep and maintain an inventory of goods, supplies and equipment of the Office of Emergency • Management or in its custody including federal excess property on loan to the department with said inventory to specify the location of each item listed thereon. (B) In the event of a disaster, the Director shall be empowered (1) To coordinate matters reasonably related to the protection of life and property as affected by such disaster. (2) To obtain vital supplies, equipment and such other properties found to be lacking and needed for the protection of the life and property of the people, and bind the participating members thereof and if required immediately, to commandeer the same for public use. (3) To execute the special powers conferred upon him by this agreement or by resolution adopted pursuant thereto, by powers conferred upon him by statute, or by agreement approved by the ESC or other lawful authorities. (4) To request necessary personnel or material of any county, city or town department or agency. Officers and employees of these counties, cities, and towns with those volunteer forces enrolls to aid them during a disaster, and groups, organizations and persons who may by agreement or operation of law charged with duties, incident to the protection of life and property in these counties, cities, and towns during disaster, shall constitute the emergency services organization of the counties, cities and towns. SERVICES TO BE PROVIDED TO PARTICIPATING SUBDIVISIONS The Yakima Valley Office of Emergency Management shall provide service, equipment, and personnel to participating political subdivisions to assist them in,effecting emergency operational plans and programs, to include the following: A. To provide an Emergency services organization to coordinate operational activities and to minimize death, injury and damages for periods before, during and after a natural disaster or man- caused disaster. B. To coordinate local Emergency Services planning with the federal government, State of Washington, neighboring counties, military organizations and other support agencies. C. To provide for the effective utilization of resources within or from outside these jurisdictions to minimize the effects of disaster and to request assistance as needed through established Emergency Services • channels, county to state, to federal. D. To recruit, register and identify personnel and to seek compensation coverage for volunteers who suffer injury or equipment loss as a result of Emergency Services duty. • E. To establish and maintain training and public information programs. F. To identify protection for the population against all hazards. G. To provide emergency disaster control and coordination through the County Emergency Services office. H. To develop a system for warning the general public, and to provide for information and guidance to the general public. I. To provide support for search and rescue operations. J. To perform normal office procedures, correspondence and inventories. K. To provide excess property support functions to the participating agencies. DURATION This agreement shall remain in full force and effects from date of adoption by the Yakima County Board of Commissioners and each respective incorporated city or town within Yakima County. WITHDRAWAL Any participating party to this agreement shall have the right to withdraw from this agreement by giving 180 days notice in writing to the other parties. PROPERTY DISPOSAL UPON MEMBER WITHDRAWAL OR AGREEMENT CANCELLATION (A) No real property ownership or acquisition is anticipated. Property, for the purpose of this section, refers to personal property only. (B) Federal or state -owned properties shall be disbursed in accordance with appropriate federal or state guidelines. (C) Items loaned to the Office of Emergency Management by a participating member shall be returned to that member upon that member's withdrawal from this agreement, upon this agreement's cancellation or upon.the expirations of this agreement. 10 Outside Agency • Budget Wrap-Up • (D) Items owned by the Office of Emergency Management and financed through per capita quarterly billings of • serving members, or through federal or state funding shall be dispensed of as follows: (1) Upon agreement cancellation or expiration of the entire agreement, unspent funds shall be distributed on a current per capita basis to members. - (2) Upon the withdrawal of any or all cities or towns, such city or town shall be refunded any funds unspent from the preceding per capita billings. Properties owned by the Office of Emergency Management will remain with Office of Emergency Management and shall not be subject to disbursement. Yakima County and the following incorporated towns and cities are Equal Opportunity Employers. DATED the 18 day of October, 2000. • • • • • Budget Wrap-Up • Outside Agency 11 Administration _Fire Suppression 4 e investigation & Education ir4 1 401 North Front Street, Yakima, WA 98901 (509) 575 -6060 Training Fax (509) 576 -6356 Communications 49 4 13 www.yakimafire.com November 13, 2009 To: Honorable Mayor, Members of City Council Cc: Dick Zais, City Manager From: Charlie L. Hines, Fire Chief Subject Assuming Emergency Disaster Management Currently Yakima County is contracted by the city to provide preparation, training and coordination in the event of a major disaster. Some additional duties are: • Secure grants for training and equipment • Meet local, state & federal requirements regarding the training of emergency & non - emergency responders in the event of a disaster • Provide for the effective utilization of resources within the city and outside jurisdictions in a disaster • Prepare operational plans for various natural and man made disasters • Establish and operate the Emergency Operations Center (EOC) The 2010 invoice is anticipated to be approximately $62,000. The proposal is to assign the Yakima Fire Chief the responsibility and duties of "Disaster Preparation & Management" for the city. In several communities throughout the State, the fire chief is also the designated disaster management coordinator. The contract with the county states "any participating partyto this agreement shall have the right to withdraw from this agreement by giving 180 days notice in writing to the other parties ". Our legal department has reviewed the document and concurs with this statement. We have researched some of the questions that have arisen and submit the following explanations: C D • In Washington, there are no "specific emergency certifications or credentials" required to assume these duties. • The range of duties, scope of responsibility, and the required level of knowledge, skills and abilities necessary to perform the duties are possessed by the fire 12 Outside Agency • Budget Wrap -Up • • , _ chief, thus the "primary emergency coordinator and responsible official" will be the fire chief. The "back -up" would be the police chief. • Regarding the "anticipated savings ", "or will there be any other increases "; it will be on -going and realized annually (history has shown that the county has increased the fee it charges us several times). • On the subject of "compensation for you or someone else"; taking on disaster prep for the city entails a tremendous responsibility & commitment -not just for th"e fire chief, but will include the Deputy Chiefs & Administrative Assistant as well. I trust that the city management realizes this. Increased compensation would be at the discretion of the city manager and the city council. Once again, this is not a unique proposal; there are several fire chiefs in Washington that function as their jurisdictions emergency /disaster coordinator. One of the first steps would be for the council to pass an ordinance /resolution establishing the change. If you have any further questions, don't hesitate to contact me. S Budget Wrap -Up • Outside Agency 13 __ Kloster, Debbie From: Zais, Dick Sent: Friday, November 20, 2009 10:26 AM To: Kloster, Debbie Subject: FW: 2010 Emergency Management Budget to remain at 2009 level For CC info only this week. From: Jim Hall [mailto:jim.hall @co.yakima.wa.us] Sent: Friday, November 20, 2009 10:08 AM To: Craig Warner; Kevin Bouchey; Mike Leita; Rand Elliott; Rodriguez, Sonia; Al Hubert (alandlavonda @aol.com); Allen Schmid (aschmid43 @aol.com); Barbara Harrer (townharrah @embarqmail.com); Lover, Bill; Blaine R. Thorington (blainert@charter.net); Bob Jones (Bjones@elttel.net); Bob Jones (jgray @elltel.net); Byron Adams (byronadams @charter.net); clerktreasurer @wapato- city.org; Brown, Dave; Edler, Dave; David Leach (tog @televar.com); Zais, Dick; Mayo, Doug; Ed Prilucik (edprilucik @energy - northwest.com); Frank Sweet (fsweet @elltel.net); Jesse Farias(mayor @wapato- city.org); Jim Lemon (ugmayor @cityofuniongap.com); Jim Restucci (jrestucci @ci.sunnyside.wa.us); Caruso, Joe; Coffey, Kathy; Keith Larson (selah @fairpoint.net); Adkison, Maureen; Cawley, Micah; Norman Childress (gviewmayor @yahoo.com); Paul Garcia (Paul.garcia @areva.com); Beehler, Randy; Yocom, Ray; Ensey, Rick; Pettyjohn, Rick; Roger Wentz (kidsenseroger@earthlink.net); Scott • Staples (sstaples @grandview.wa.us); Stan Hall (shtieton @centurytel.net); Brons, Vickey; William L. Rogers (Value8r @charter.net); wmurphy @cityoftoppenish.us Cc: Hines, Charlie Subject: 2010 Emergency Management Budget to remain at 2009 level At the Emergency Services Council Meeting last night in Toppenish (Mayors Meeting) Office of g Y g g Pp ( Y g) the O Emergency Management (OEM) Budget was presented to the mayors of the valley. After hearing the economic issues that all of our cities, towns, and county are facing and after discussion with the mayors I recommended the OEM budget remain at the 2009 level for 2010. The mayors present agreed and approved unanimously the OEM budget for 2010 at the 2009 level. I will prepare an amended budget early next week to reflect the changes. I will forward it via email as soon as it is ready. Jim Hall • 14 Outside Agency • Budget Wrap-Up • allied arts OF YAKIMA VALLEY ONLY BY WORKING TOGETHER, WITH PRIVATE AND PUBLIC FUNDING, CAN WE CONTINUE OUR MISSION OF BRINGING ART TO ALL THROUGH THE ARTSVAN. YouthArts research says arts help youth cope with negative influences: "Effective youth arts programs contain activities that are designed to reduce the influence of risk factors by providing opportunities for youth to learn new skills and by recognizing individual youth's efforts. This approach, according to juvenile justice literature, promotes bonding, which helps youth cope with the negative influence of risks they face." "...implementing effective programs for at -risk youth required close collaborations at different levels of commun . http://www.artsusa,org/YOUTHARTS/ US Conference•of Mayors recognizes arts as an effective tool to reduce youth violence In the. National Action Plan, NEA Chair Bill Ivey commended the Mayors for their 410 emphasis on incorporating the arts into school curricula, and using the arts as an effective tool to reduce youth violence. "Artistic activities are clearly a positive force for children, allowing them -to be creative, to work cooperatively, and to communicate thoughts in constructive way...but until this year we lacked empirical data" to prove this, Ivey said. . Ivey cited a three -city study (YouthArts), conducted by. NEA in partnership with the Department of Justice and Americans for the Arts, which showed that for children involved in after - school arts programs, their communications skills improved; delinquent behavior was deterred; they evidenced improved follow through on tasks; and their court referrals decreased. http : / /usmayors arg /usmayornewspaper . —11 i '1 a4r`.r�i I` .t — . __ III . ... ...._ „.., Budget Wrap-Up • Outside Agency 15 allied arts OF YAKIMA VALLEY ART IS NOT `EXTRA'... IT IS : ESSENTIAL: as ligt& - -To our youth c 'zi wr "I have six children of my own who are now o raised. Arts Van was a big part of our summer y activities for many ears! I am so pleased to see it continues and available at no cost. It truly "� a gift to the community! - -Linda Sorenson, Adams Elementary f preschool teacher, mother of 6 { - -To our community ;` "My daughter -in -law was amazed at the number and diversity of Allied Arts' activities...it made a difference in her .. enthusiasm for her family's move to Yakima ri':'' . from Seattle." y'- - -Sonja Dodge, Southwest Rotarian, retired real estate agent - -To our future Part of my business philosophy has been to focus on the large future for all. Allied Arts • is certainly a good partner for that agenda. "MY •tiONTZNTJON •'O• - • -Herb Lynch, Lynch Distributing, Inc. • THAT •CRZA AMITY NOW= a °RT WHY CITY FUNDING I? JCA T,D F OR ARTSVAN? 1. ArtsVan shows the City's commitment milou D TIRMAT I'T WiTH to holistic solutions to community wide THAT ZAMZ OTATUZ " • • problems SIR "N RO ® "N° 2. ArtsVan leverages city resources. ' AUTTHOR & ]NMOV,ATOR ArtsVan is not spending, it is investing. 3. It is a successful private /public partnership. The most successful youth programs involve many diverse community entities. 4. ArtsVan meets two of Yakima's mission & goals: a. , ArtsVan IS an outstanding service that meet the community's needs b. ArtsVan enhances Yakima's quality of life 16 Outside Agency • Budget Wrap -Up i Va Yakima lle t o t . i ,, , RSyP (C ommunfty '' 1: ) �M ,+ , ; 4gzs ,r Getiing Thi, r Done. College 120 S. 3rd Street, Suite 2008 Yakima WA 98901 Phone: (509) 574 -1933 Fax: (509) 574 -4943 CITY OF YAKIMA . PRESENTATION BY - RSVP OF YAKTMA COUNTY • . - (Retired and Senior Volunteer Program) 11/17/09 Mission Statement RSVP provides older Americans an opportunity to remain involved in their community . • through meaningful volunteer activity. At the same time, RSVP seeks . to provide vital volunteer - services for our community. • • . • 2008 CURRENT STATISTICS Active RSVP Members 666 (88 Baby Boomers, or 13 %) • Community Organizations ' 68 . Volunteer Hours . 120,876 (16,381 Baby Boomers, or 14 %) Volunteer Hours Value $2.4 million* • Volunteer Mileage Donated • $40,525 ** Volunteer Mileage Driven 73,682 miles *Points of Light Foundation average hourly wage ($19.5I) for volunteers . . * *Current State of Washington reimbursement rate of .55 The funding of RSVP impacts not only the volunteers, but the community. Look below for some of the far- reaching community service provided by our volunteers: 2008 IMPACT . • • . - • • 52,150 meals were served at congregate meal sites by over 115 volunteers; • 45,380 meals were delivered to homebound seniors by over 115 volunteers; • • • 8 food banks distributed over 3 million pounds of food with the help of 104 RSVP volunteers; • 5,000 individuals received hand - knitted warm hats, mittens, scarves, lap robes and baby items; • 25 volunteers spent over 2,240 hours mentoringftutoring children in local schools • 18 SHIBA volunteers provided over 1700 people with personalized information to help them make decisions about health insurance •• Fall Prevention information was provided to over 1,000 individuals around the city through classes and presentations. Over 25 individuals have completed the instructor ' training, and our current SAIL (Stay Active and Independent for Life). class. has 25 registered participants. (see attached newspaper article.) . is Although the $3000 from the City of Yakima is a small amount to the City, it is a large amount to a small non- profit like RSVP of Yakima County. We respectfully request that the City of Yakima continue it support of our program. Thank you. Please call Deborah Wilson at 574-1932 if you have any questions. Budget Wrap -Up • Outside Agency 17 `L ,, 4—* -4. ti -e"-" fur-6-0L FL Lt. rINL 3CIYULrtZ. Z 1 Pr. 1 r i i / L&' 2, r - • —/ - -- r II •. ' , ,, 'mar t c ar•, �n . j .r t ''''t,' ri t +' - '•ii 11! lii r , ' t7 t', f ' 1`r 1r. ► ....,,,o...„,,,,,,,,., a f i r • � lyl �t . t'� ;i t ff `''s+ , y �iY 4, / ,. „ u � yr f • . � yl v� v , , lY f it �1,� A�w" _ � h'. u• r A r x, s . 1} 4 � - :fin r 7 �J� iii r , ,, , as t t ., 1 ,+►'� ',°;'''..-.'''''''.:104'.1' ', irt4 r a j� u"r + r:; r r -• tS rtt -,,n Y ,�7 r �... ' 7dr . il 71� , n. 'h �74+�ii '� v 1 -NF . das�'rir " \• 1 i 1 'A J d r y` 11 N " "' 1 f£ d Rr fiS'S t"y f '�' . ,i I.7- 4 'u�.77,,,L , L� sf j � xJ „ 1 si' ?'xz ,.,. i . � rd �'n �h1 !`9 . �Y� 7 s ,t .. , t r , � r fj 1 P 1 `] i r S, e 1 11 f ]� ' � � ', '_. ,t ; !<Y'E'C 1 � hi r �.1, , r fW =.456i V. • t I yf 1 r 7, f' 7 _ ..!..5?-7:4.".:'..; f fF • i' `I4i P , , .F � � 3.v +n- .�Ja Yl:i� L.. S. ,c,�. S 8 .i�t. �>ELL�'7+_=tii e. e+ .r� �'lv:_ - ANDY aAWYERfhk r. Hudd•Repubeo' Celia Young, seated, leads a training session Frldey at North Star Lodge for people who will be conducting senior fitness classes. • Keep the m on their fe et • K componen ,,,: 'e ; ercise. is expected to increase as the :'n f r ty� 'r 'w ' r} - , ,C a !.. r : p It was the population ages and could reach 1b prevent falls t. .� of fitness for seniors a third such ' $54.9 billion by 2020, according to ' ,, F , \1 ,. training this the Centers for Disease Control i' siteglneregularaxatide i year conducted and Prevention. I. `program hit A -irk i is preelenting falls a i by a partner- In 2006, the state's rate of i 4IMake your' halt safstt if- ° ;; 4. ship of agencies un deaths from falls. }iakts`S�roy: q�lthoefi Y By LEAN BETH YARD i under the was 10.2 per 100, 000, more than . „gprofiderrediew ygiJf •, + Nea YAAHERALD•REPUaLID . 5. t, .b leadership of double the national baseline of 4.6 Mr medicines a. 't fi` Yakima now has a small army rdic_.' ..�- " ? Ian Brennen, a deaths per 100,000 in 1998. • ;; 8 , HaVeyoar,;yrsion bf, ck ed, ,1 of fitness instructors who have Brennen Yakima native I found s a huge n".k saum ret 9ais rfrjn of �qrj. who next month problem,” Brennen said. °r 4 ,. d : q as their mission nothing less will finish his The state Department of i j ,;,r;, S `',:,t: irj: "a ° thanpreventingfallsamongthe. yearas senior falls prevention Health already had researched 6•:' 1r' 4' " a� ?' : ' >4 elderly, a leading cause of injury coordinator for AmerlCorps the problem and found that the . ?f„`enloP'fftn'e s;Cli[sSBS f related hospitalizations across . Vista and RSVP the state Retired only sttatisticallysignificant way to f:4 '...!': the state. ' Senior Volunteer Prograrn. prevent falls is exercise if WHEN: 1';30.20, Mo ; At a trainin session for ?!;;, .SNedrieei -• . . and rldays 4+ ,, , ° g Jusar college, R ca n lth { ,'WHERE: Southeast.Yakimar. . instructors Ii`iday, about 20 Brennen n is is h hardly ly a a senior. senior. But he an exercise program err program uncle under the people studied the ins and outs researched the topic as a work- acronym SAIL, which stands for ;Community' Qentar; of leadin ; a fitness class for study student of Stay ActivedrInde Independent : ",Seventh.St:'v.,,: ;;: - T'i�` g 'University ty p dn people over the age of 85 who Puget Sound and discovered that Life. 1::.111 INFO: Classes areiree, butt' :!; may have complicating medical falls aren'lJust dangerous, they're "Ws scientifically proven to a • donations are accepied. :, conditions, such as diabetes or deadly and expensive. work," said Celia Young, a physical ' Seniors must complete `, ; ; cardiovascular disease, Consider: One in three adults therapist and geriatric specialist >' •,afltnesscheckbefore - ^::,s'1+• For example, seniors shouldn't 65 and older falls each year and at Yakima Valley Memorial ;; pargolpatiny, li consists '. %: '; exercise by dancing or running 36,689 senior citizens died from Hospital's 10th Avenue Station. r,` ...oithreerelativelysimple: 'e, on their toes, and they must fall related injuries in 2006. The exercises,' :'•'.. • • i stay hydrated even during Mild financial toll for older adult falls SEE �E FALLS PAGE 8B • fALLS /Seluoi. fitness ' ' f" "„ .51,-. r!a' ; , ' v) t ,...., °'� ter , ` A - Continued from Page 113 Brennen'stourofdu ;:-,..,''. ' S' ` r r If they are stronger and ' wi Tuto ver eri andhe'sheaded eisjusl •' : t .. - 1',? aboutoandh _ "!' =� :•••. ".'. =' -`. r - - ` ". r` more flexible, a senior who "..'4•'X'5` :..• . loses his balance means he toTurkegwhe teach English. But he said doesn'lnecessarily fall;'she his successor will keep up .. • said : "P8llingis not a normal the program. . - . part of aging"It's eDereiYve Slieandudother experienrierrceherelnYakiniaklma . professionals from both for- with a nicegrodp of people . • Profit and nonprofit groups willing to work together." • • 411/I around Yakima County have • • volunteered or donated their . LesbsethWatdcanbereachedddo& PRINT?' tlnm T P7 'v l�I K R (� 'amain teach the instructors. 577.752awiesd®HBin,hereld.Wm H r^ . 18 Outside Agency • Budget Wrap-Up Budget Wrap -Up • Outside Agency 19 General Government n • • 0 • CITY OF Yet LIllt 2010 POLICY ISSUE SUMMARY GENERAL GOVERNMENT (by Budget Priority) 1. PUBLIC HEALTH & SAFETY POLICE DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Eliminate Crime & Intelligence Analyst 113 General Fund ($111,653) ($111,653) Proposed Budget Reduction Supervisor position (Filled) Information Enclosed Transfer 1 additional Police Officer to 132 General Fund (78,000) (78,000) 10/27/09 Staff Submitted COPS grant (move to SU 152) (Recommended) Further reduce jail costs; $1,52Z911 total 115 General Fund (108,000) (108,000) 10/27/09 Staff Submitted and N/A - Impe- 2010 budget Implemented mented to FIRE Crq Z. DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I DEC) COUNCIL CO r POLICY ISSUE REQUEST / JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON ■PERSONNEL FROM BUDGET COMMENTS ACTION a Reinstate Canine Program - "Wesley" 123 General Fund Expenditure $11,000 ATF Grant (5,000) $6,000 Proposed Budget Reinstatement e Extend Fire Secretary position to retirement 129 General Fund $11,000 $11,000 Proposed Budget Reinstatement '-C (March 2010); full cost of position $67,000 (Recommended) co c CITY MANAGEMENT • A, DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I DEC) COUNCIL O POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION co Reinstate Assistant Prosecuting Attorney 622 General Fund $0 $0 Proposed Budget Reinstatement Info Enclosed (Vacant); full cost of position $91,600 ($91,600) transfer position to ro new fund that includes Nar- cotic Unit revenues - no impact on General Fund (Recommended) ro GENERAL GOVERNMENT - PUBLIC SAFETY (Continued) to • MUNICIPAL COURT • DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Reinstate full time Municipal Court Ca- 129 General Fund Proposed Budget Reinstatement Council Rejected • shier (Vacant); $48,300 total cost z oQ COMMUNITY AND ECONOMIC DEVELOPMENT D EPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Animal Control Officer (Vacant) options: General Fund Proposed Budget Reinstatemen (a) Reinstate position; $67,100 total cost 223 (a) $67,100 (a) $6Z100 Proposed contract out service and ti (b) Contract with Humane Society and 223 (b) $3Z000 (b) $37,000 eliminate position eliminate position (Recommended) Info Enclosed Humane Society Contract 223 General Fund 2009 Budget $68,600 Budgeted Policy Issue Increase 5,386 $5,386 Unbudgeted 2010 Request $73,986 Restore Dog License Fees to 2007 levels 223 General Fund ($20,000) ($20,000) Unbudgeted Revenue Addition 1 year altered tag - new $5.000- $15.00 (Recommened) 1 year altered tag - renewal $5.00 - $12.00 1 year unaltered tag - new $30.00- $30.00 1 year unaltered tag - renewal $25.00 - $25.00 Perm. Sen, Cit. altered tag $5.00- $25.00 Info Enclosed Perm. Sen. Cit. unaltered tag at $30.00 Disabled Citizen tag No fee -No fee Replacement tag $5.00 -$5.00 3 year altered tag - 0 - to $33.00 3 year unaltered tag Remains at $70.00 r PUBLIC HEALTH & SAFETY SUBTOTAL COUNCIL,ACTION GENERAL GOVERNMENT (Continued) • • 2. RESOURCE MANAGEMENT CITY MANAGEMENT DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Reduce City Council Travel 611 General Fund $15,000 2010 Budget (10,000) ($10,000) Proposed Budget Reduction $5,000 FINANCE DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Reduce Finance (a) Eliminate 50% Financial Svc. Tech. 624 General Fund ($32,000) (a) ($32,000) 10/27/09 Staff Submitted Response to Council request for additional reductions /options: (b) Reduce printing costs (misc. expense) ($3,000) (b) ($3,000) Recommended (c) Reduce Dues /Sub. (misc. expense) ($1,500) (c) ($1,500) Recommended (d) Postpone Fin /Treas. Svc. Off. position ($15,500) (d) ($15,500) (e) Reduce 2 Fin. Svc. Spec. positions to 50% ($50,000) (e) ($50,000) Info Enclosed (f) Reduce overtime ($5,000) (f) ($5,000) Oq - �" '" r �'?- RESOURCE MANAGEMENT SUBTOTAL COUNCIL ACTION �` , _; 3. ECONOMIC DEVELOPMENT There are no General Government policy issues under this budget priority ft • A ti O t0 ti w GENERAL GOVERNMENT (Continued) Z co co 4. QUALITY OF LIFE Z ti CITY MANAGEMENT co 6 DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DK) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION rj �. Eliminate Diversity Promotion 629 General Fund $1,000 2010 Budget • ($1,000) ($1,000) Proposed Budget Reduction bzi Crg co PUBLIC WORKS DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC/ DEC) - COUNCIL 1 POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY I BENEFITS NON- PERSONNEL FROM BUDGET COMMENTS ACTION '''g Freeze Harmon Center at 2009 expenditure 425 General Fund Budget Reduction Info Enclosed 4 > level - $9,000 reduction options: Options - (a) Reduce temp. in the bldg ($5,000) (a) ($5,000) Response to Council request for (b) Reduce printing costs, ($1,000) (b) ($1,000) $9,000 of additional reduction (c) Reduce telephone budget ($3,000) (c) ($3,000) options (d) Close 1 hr early six days /week ($3,000) (d) ($3,000) (e) Close Tues /Thurs evenings and ($9,000) (e) ($9,000) saturdays Defer replacement of Parks & Rec Admin- 429 Parks & Recreation ($15,000) ($15,000) 10/27/09 Staff Submitted istrative position to 4/1/10 Fund ' QUALITY OF .LIFE SUBTOTAL COUNCIL ACTION ill • ill S GENERAL GOVERNMENT (Continued) 5. CUSTOMER SERVICE & COMMUNICATIONS CITY MANAGEMENT DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC / (DK) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Defer Updates to Yakima Municipal Code 611 General Fund ($5,000) ($5,000) 10/27/09 Staff Proposal for one year �� CUSTOMER SERVICE & COMMUNICATIoN5 ° SUBTOTAL COUNCIL ACTION`' aF ` - 6. STRATEGIC PARTNERSHIPS There are no General Government policy issues under this budget priority GENERAL GOVERNMENT - -TOTAL COUNCIL ACTION (EXCLUDING OUTSIDE & INTERGOVERNMENTAL AGENCIES) a c PROPOSED 2010 FOLLOW-UP ITEMS: • DEPARTMENT I DIVISION SERVICE PROPOSED PERSONNEL NET INC I DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION UNIT FUNDING SOURCE SALARY / BENEFITS NON - PERSONNEL FROM BUDGE!' COMMENTS ACTION • Study: Possible "Inmate Clean -Up" pro- g ram, utilitzing court ordered "community C) service" tp A • Study: Possible Fire Authority two Study: Possible Parks District c o o Study: Options for addressing long -term Z. Fire Capital funding needs S General Government • Budget Wrap -Up 6 Aft CITY OF /al./ //it 2010 BUDGET WRAP -UP GENERAL GOVERNMENT SUPPLEMENTAL INFORMATION Police Crime & Intelligence Analyst Supervisor 7 Legal Legal Fees 9 Community & Economic Development Animal Control Officer 10 Restoration of Dog License Fees 12 Finance Finance Reductions 14 Public Works Harmon Center Reductions 22 • • • Y . City of Yakima zoos .3"' sneer i % Police Department Yakima, Washington 989W •.her • c�� Sam Granato, Chief of Police Telephone (509)575 -6200 Fax (509)575 -6007 11 -16 -2009 To: Mayor Dave Edler and City Council Members From: Sam Granato, Chief of Police Ref: Police Department Crime Analyst Cc: Dick Zais, city Manager Mayor and Council Members: In August of 2005, the police department embarked on the first pilot neighborhood emphasis project in north central Yakima. Key to the success of that program and all emphasis projects has been crime analysis. The analysis utilized at that time was done by a police officer who had minimal training in the concept of crime analysis. The primary consideration was determining what area of the city had the highest crime rate to be able to target for saturation patrols to have a significant impact on crime. While this type of analysis is the basic form of crime analysis, it was done to also show the ® council and the community that the traditional random patrol system that has been utilized in Yakima was inefficient not just in how units are deployed, but also that without proactively attacking crime, it was reactive. It also showed that the numbers of routine units available was unable to cope with the volume of crime to be able to do any pro - active patrolling to prevent crime. This was the genesis of the Proposition 1 in 2006. Included in that budget for Proposition 1 was a crime analyst position. After Proposition one failed and the library tax was diverted to the Law and Justice, money was set aside for a crime analyst. Utilizing consultants in the field of crime analysis, a job description (see•attached) was developed for the position and a international search for a person to fill that position waslaunched in the • spring and summer of 2008. Applicants as faraway as London, England were interviewed and ultimately, Cesar Abreu, a 23 year Army Intelligence Analyst was selected and hired and his start date was in November of 2008. Part of the 2007 LEMAP assessment (see attachment 2) of the Police Department was to determine our records management system capability and tools needed to do crime analysis to move the department to Comp Stet policing or what is now known as "Intelligence Led Policing ". Comp Stat; short for computer statistics, innovated in the early 1990s in New York City to hold individual Police Precinct Commanders accountable for the crime that was occurring in their respective precincts. Weekly staff meeting were held with the weeks crimes statistics and trends displayed to see the types of crimes that were occurring and what strategies to employ to reduce crime. Precinct Commanders were given resources to such as pro - active units to attack the crime. They were also held accountable for failing to do so. The accountability was down to the individual shift supervisors and beat officers so that • Commanders could see which officers and squads where utilizing the information and pro - actively attacking crime. It also gave patrol commanders the ability to see when and where • Budget Wrap -Up • General Government 7 crime was occurring to deploy resources during the times indicated the crimes were occurring and where. The results of Comp Sate are no longer a "new concept" but a reality in modern agencies . committed to better utilize resources (manpower) to reduce crime in their communities. It is this system that has made New York City one of the safest cities in America today. Departments across America began to emulate Comp Stat and the concept that accountability for reducing crime belonged to the individual beat officers, squads and their commanders. While crime analysis had been around for years, the utilization of crime analysis had taken a very valuable role in the Policing in modem America. The information flowing into a modem police department is huge and no one individual can access all the information needed to formulate a plan to attack crime without the in -depth training and tools necessary to cull information from disparate systems and databases that are in use today. Additionally, since the advent of the 911 attacks, terrorism has been placed high on the list of analyst capabilities to look for patterns and indications of terrorist activity. All major police departments have crime analyst engaged in sharing information with analyst for other jurisdictions thus broadening the capability to look for traveling suspects who go from city to city preying on citizens. For what ever reason, the crime analyst has become a political beacon by some members of the YPPA and has apparently made its way to the council for consideration for elimination. This would be a foolhardy and shortsighted mistake. The delay in fully implementing the capabilities of the crime and intelligence analyst is not his fault but found in the current system for records management and the inability to retrieve the data in a digital format that modern analytical tools that we have purchased (thanks to a federal grant some $180,000 dollars worth of software and hardware). Even so working with the vendors the new Crime . Mapping feature has been implemented to alert citizens to crime occurring in their neighborhoods. The decision not to move forward with implementing the full suite of tools already purchased is that now we are certain to merge with Yakima•County's Spillman records system, we would have to pay twice to convert the data. A decision was made by me to delay that until we have merged with Yakima County. To eliminate this position now would be a step backwards and literally throw away $180,000 worth of software and hardware purchased .with federal dollars. . • • I have attached a recent article about Crime Analysis and what it does for law enforcement. Our program is in its infancy and to eliminate it now would actually cost many more dollars in the future in wasted and inefficient utilization of our resources. Therefore I request the council not vote to eliminate this position and allow the department to enter the modem era of policing Yakima with the tools necessary to relentlessly pursue crime utilizing crime analysis. • I suspect the influence to eliminate this position is found in the inherent ability of Police Management be able to have accountability in subordinates for the efficient utilization of • resources to reduce crime. Fear of accountability should not be a reason to eliminate a valuable position. . • 410 8 General Government • Budget Wrap -Up • CITY OF YAKIMA LEGAL • DEPARTMENT 200 SouthThird StcYaldrna ,Washington 98901 (509)575-6030 Fax (509)575-6160 MEMORANDUM November 10, 2009 TO: Honorable Mayor and Members of the City Council FROM: Dick Zais, City Manager Jeff Cutter, City Attorney Helen A. Harvey, Senior Assistant City Attorney.: SUBJECT: City -Wide Outside Legal Counsel Fees as of September 30, 2009 As of September 30, 2009, the City has spent $494,490 in outside legal counsel fees for 2009. This is a decrease of $96,902 compared to the amount that was paid to outside counsel as of September 30, 2008. The year -end total for outside legal counsel expenses in 2008 was $741,352. Outside counsel fees for 2008 dropped $205,010 or 21.6% from 2007. Since September 30, 2009, additional statements have been or are being processed on payments for professional services for outside counsel. Some of the subsequent expenses for . outside counsel in the Risk Management Professional Services account include: $88,111.93 reimbursement to CIAW in the Police Department Litigation Defense account for professional. services of outside counsel for defense of Police Department litigation; $13,542.89 reimbursement- - -to--CIAW---in----the —Risk—Management Professional Services account for professional services of outside counsel for defense of other litigation; $6,363.63 to be paid from the Risk Management Professional Services account on two litigation matters not covered by CIAW insurance because the incidents were before December 14, 2005; $16,400 billed by Lofland & Associates for professional services in - the Recall court case; $4,600.22 to K &L Gates; and $27,399.90 to Cascadia Law .Group which will be reimbursed by the insurance carriers. These recently paid or pending disbursements total $156,418.57. When outside counsel expenses to defend a litigation matter covered 'by Travelers Insurance through. Cities Insurance Association of Washington ("CIAW") exceed the City's self- insured retention of $100,000, outside counsel expenses are paid by Travelers Insurance. The City joined CIAW on December 14, 2005. . • Attached is a 2009 Professional Services worksheet that breaks down the fees paid to outside counsel as of September 30, 2009. Attachment . Budget Wrap -Up a General Government 9 MEMORANDUM • 'DATE: October 23, 2009 TO: Honorable Mayor and Councilmembers Dick Zais, City Manager FROM: William Cook, Director of Community and Economic Development Joseph Caruso, Acting Codes Administration Manager SUBJECT: Animal Control funding — 2010 budget Background.: At your Tuesday, October 13th Council Budget Study Session, staff explained the rational behind our proposal to shift one general fund supported FTE from Animal Control Officer to a Community Development Block Grant (CDBG) eligible vacant Code Compliance position. We proposed this shift to 1.) Reduce the department's general fund expenses by approximately $71,539, and 2.) Save a valued employee by switching their assignment and funding source over to the City's federal CDBG program. Please note: funding code compliance activities and personnel is an eligible CDBG expense. Funding animal control activities is not. Council Request: At your budget study session, Council asked staff to provide additional information on•current animal control workload and ongoing discussions with the Yakima Humane Society. )Council Questions: S We have attached three maps related to animal control workload: 1.) Animal control calls from June 2004 — June 2005. This map shows the distribution of 4,446 calls that were handled by two animal control officers. Our third officer, funded through the .3% Criminal Justice Sales Tax, was hired in August 2005. 2.) A similar map of Animal Control calls for the period of October 2008 to October 2009, showing the distribution of 4,655 animal control calls handled by three animal control officers. The call volume in 2008 is only 4.7% higher than the call volume in 2004/2005, although the City . increased in size by approximately 15% over the same period of time. As the two maps show, our highest concentration of calls continues to be east of 40 Avenue. 3.) . A map of "high priority" calls received between October 2008 and October 2009. This map displays a subset of all calls, focusing on those calls we consider most response- critical: dangerous animal, animal bite, animal assistance, etc. The attached list of complaint "types" further describes the three categories: 1.) high priority; 2.) secondary and 3.) non - essential. Each is approximately one -third of the total call volume. Please note: a "barking dog" complaint is categorized as non - essential because we believe these complaints can be handled with less involvement of our animal control officers. 4.) Split responsibility of 1 FTE between code compliance and animal control duties. Yes, this could be done, however, the potential of audit findings increase significantly when an employee is asked to spend part of their time working on an eligible activity and part of their time working on an ineligible activity. It has always been our intent that our reassigned employee could be called upon in an emergency for backup if needed to assist animal control. This arrangement would be much easier to defend and explain when our CDBG program is audited. 411 • 10 General Government • Budget Wrap -Up 0 More specifically, in response to the questions "How many animals do we pick up in year," we offer the following statistics: + 2007 1406 2008 1083 2009 (YTD) 1031 Options for 2010 budget 1.) Approve staff recommendation to eliminate one animal control position (from 3 to 2) and shift the person in that position over into a CDBG funded vacant code compliance position. Direct staff to make necessary adjustments in service priorities, if needed, to maintain a high level of customer service and timely response to "high priority" calls. 2.) If Council is concerned that prioritization of calls and the commensurate reduction in service that will be provided by two animal control officers will not be satisfactory, approve the employee shift described above and evaluate the benefit and city authority to enter into a contract of service with the Yakima Humane Society to provide the services of one animal control officer. The fully loaded personnel cost of our City Animal Control Officer is approximately $71,500 vs. the Humane Society cost of approximately $37,000. The Humane Society currently provides animal control services to Sunnyside, Grandview, Prosser, Toppenish, Yakima Housing Authority, Selah and Union Gap. Only Yakima County and the City of Yakima have their own designated animal control officers. Please note: Moxee and Tieton use their Public Works Departments to respond to animal control calls. 111 ) This option will reduce the animal control expense to the general fund by approximately $34,500. 3.) Maintain the 2010 budget for current three position staffing level in the Codes Division. Identify alternative cuts in the general fund to balance the budget. Regardless of which option Council ultimately chooses, staff recommends approval of a Policy Issue (attached) to restore the 2007 animal licensing fees. Fees were reduced effective January 1, 2008 with the projection that such a change would increase license sales and increase license fee revenues. Neither outcome has materialized. Sales are down and revenue is off approximately $20,000 per year. These additional dollars that could be used to help fund the City's animal control program. • III Budget Wrap -Up • General Government 11 2010 MAJOR POLICY ISSUES DEPARTMENT: Community and DIVISION: Code Administration Economic Development POLICY ISSUE TITLE: RESTORE 2007 DOG LICENSE FEES 1. Proposal —This proposal is a request to restore animal control license fees back to the 2007 fee schedule. Since the dog license fees were reduced in 2008, the City of Yakima has experienced a revenue loss of approximately $20,000 each year. The recovered fee experiment initiated in January 2008 was to be revisited in the future to reevaluate the goal of increasing license sales and revenue. Restoring these fees would supplement the general fund in supporting the cost of the animal control program. The fee change initiated in 2008 has lost revenue dollars and license sales have dropped. 2. a. Fiscal Impact- if fees were restored to the 2007 schedule, the general fund would see an increase of approximately $20,000 annually. b. Proposed Funding Source — Restored license fee increase c. Public Impact — . Increase in dog fee licenses • d. Personnel Impact - maintain three animal control officer positions. e. Required Changes in City Regulations or Policies — Council Policy Issue f. Legal Constraints, if applicable -- None. g. Viable Alternatives — leave,current fees in place Conclusion and /or Staff Recommendation -- This is a Council Policy decision. 12 General Government • Budget Wrap -Up 2007 2009 . Dog License Revenue Comparison 2007 Total Revenues $36,304.00 2008 Total Revenues $15,312.00 (- $20,992.00) 2009 Projected Revenues . $12,000.00 (- $24,304.00) Total Estimated Lost Revenues `08/'09 $45,296.00 Current Dog License Fee Schedule: Restored Fee Schedule: 1 year altered tag — new $5.00 $15.00 1 year altered tag — renewal $5.00 $12.00 1 year unaltered tag — new $30.00 $30.00 1 year unaltered tag — renewal $25.00 $25.00 Penn. Senior Citizen altered tag $5.00 $25.00 Perm. Senior Citizen unaltered tag $30.00 Disabled Citizen tag No fee No fee Replacement tag $5.00 $5.00 3 year altered tag $33.00 3 year unaltered tag $70.00 Budget Wrap -Up • General Government 13 f ,C : DEPARTMENT OF FINANCE & BUDGET • 7 ; i4'- ' 129 North Second Street _. . U ` .. 4 ,%, Y W 98901 /.._s - . MH„ ! MEMORANDUM November 6, 2009 To: The Honorable Mayor and Members of City Council Mr. Dick Zais, City Manager t From: Rita DeBord, Finance Direct... 1 Cindy Epperson, Deputy Director Accounting and Budget Subject: Response to Council Budget Requests - Finance Division During Council's recent budget review meetings, the Finance Division was asked to provide additional information in two areas: (1) review SunDome Bonds for refunding opportunity and (2) provide additional budget reduction options. This memo responds to both requests. 1. SunDome Bond Refunding (i.e.: refinancing): in response to this Council request, all ' " ti, outstanding bonds were reviewed to determine if any benefit could be obtained • U . from refunding — the short answer is, No. The outstanding bonds that can be • refunded have call dates too far in the future to produce positive results if they were • to be refunded at this time (too much negative arbitrage would result); the City would actually lose money by refunding any of these bonds. 2. Provide Additional Budget Reduction Options: If required to reduce the Division budget by another $75,000 the following items would be eliminated from the budget: a. $ 3,000 Reduce printing b. $ 5,000 Reduce Overtime c. $ 1,500 Reduce Dues & Subscriptions • d. • $15,500 Postpone replacement of Treasury /Financial Services Officer position until March 2010 e. $50,000 Eliminate I FTE (2 positions by 50% each) - Financial Services Specialist position / both Filled; these positions perform Accounts Payable and Receivable functions $75,000 Total Note: additional information explaining the above reductions and related impacts 0 will be provided to Council next week (this report was not finalized at the time the Council packet went to print). Yakima hcfr 111111 0 Customer Service (509) 575 -6080 • Finance (509) 575 -6070 • Information Systems (509) 575 -6098 '994 14 General Government • Budget Wrap -Up Memorandum November 9, 2009 To: The Honorable Mayor and Members of City Council From: Rita DeBord, Finance Director . Cindy Epperson, Deputy Director Accounting and Budgeting Subject: Finance Division 2010 Budget — Supplemental Information During recent Council Budget Review meetings, the Finance Division was asked to provide additional budget reduction options. In response to this request, the Division submitted a brief memo to Council on November 6, 2009 that identified the additional reductions that would be made in the event further reductions in this Division are required. This memo provides further description and . • clarification regarding these reduction options. • Additional budget reductions options: g P • $3,000 Printing costs (Miscellaneous Expense) • • $1,500 Dues and Subscriptions (Miscellaneous Expense) • $5,000 Reduction in Overtime • $15,500 Postpone replacement of Treasury/Financial Services Officer . • $50,000 Eliminate 1 FTE (2 positions by 50% each) — Financial Services Specialist position (both filled) Printing Costs: We will pursue reducing printing costs by significantly reducing the number of Budget Documents printed. Since these documents are on the City's website we would direct employees and the public td go on -line and download / print the budget themselves. (The City currently prints, assembles and distributes over 150 Budget Forecast documents and approximately 100 Preliminary Budget documents.) Dues and Subscriptions: for years we have purchased a subscription to the Bond Buyer — a financial publication focused on debt issuances, borrowings and current information regarding the bond and investment markets. This • • . Page lof7 • Budget Wrap -Up • General Government 15 • publication provides valuable information to our Treasury Services Officer (TSO) • relative to his investment and debt issuance activities; however, our new TSO believes we can locate other, less expensive sources of this critical information. Overtime and Postponement of filling Financial /Treasury Services Officer position: Much of the Divisions work is focused around regulatory and operational deadlines - such as year -end closing; financial statement preparation and distribution; budget preparation; payroll; 1099 and W -2 distributions; grant reimbursement deadlines, Council and other projects, etc. With the staffing levels of 2009 - overtime was required to make these deadlines in the past, and with the reduction of 1 Accountant position from the 2010 budget, additional overtime will be needed if we are to meet these deadlines in the future. Initially, the Budget Forecast included the addition of a 50% lower level position to help offset some of the impacts of the loss of the Accountant; however, these budget funds were eliminated in the 10 -27 -09 budget reductions (after the submittal of the Budget Forecast), and $10,000 was added to the Division overtime budget to help address the workload demands that will be placed on the remaining staff. This reduction would eliminate 1 /z of the amount budgeted to help offset the loss of the Accountant and not filling a 50% Financial Services Technician position: 11) The Financial Services Officer (1 FTE) and Accountant (3 FTEs) positions are the engine that drives the Finance Division. This is the professional staff that is responsible for ensuring that all transactions of a financial nature - Citywide - are consistent with Federal, State and City regulations, are properly executed, documented and recorded. This includes oversight of internal controls and the safeguarding of public assets and minimizing the likelihood of fraudulent activities. • These positions carry an extremely heavy workload - the level of which places extreme pressures on our ability to ensure the accuracy and timeliness of work, significantly reduces our ability to safeguard assets and minimize opportunities for fraud. The "auditing" role these positions should be performing to help ensure the safety of public assets and to ensure the City remains in compliance with the multitude of regulations that we must comply with has been eroded in this budget - without the additional reductions - to risky levels. • 4110 • Page 2 of 7 16 General Government • Budget Wrap -Up Financial Services Specialist Position (FSSI: In order to clearly convey the . impacts of eliminating 1 FTE — Financial Services Specialists position, it is necessary to ensure that there is a clear understanding of the duties and responsibilities of these positions. Therefore, attached you'll find an outline of the types of duties performed by this position. Please note, that while there are 5 Financial Services Specialist (FSS) positions, there are three distinctly different functions performed: 3 FSS positions perform Accounts Payable functions, 1 FSS performs Accounts Receivable functions and 1 FSS performs Treasury cash handling; functions.- All three positions perform - their duties and provide support for all departments, Citywide. See attached list of duties performed by the Financial Services Specialists. While we are happy to provide this information to Council, we want to state that it is not our recommendation to implement the staff related reductions included in our response. • • • • • Page 3 of 7 Budget Wrap -Up • General Government 17 Overall Duties and Responsibilities • Of Financial Services Specialist Positions: Process all Accounts Payable Transactions - Citywide i. 28,500 invoices and 13,300 claims warrants paid in 2009; or nearly 1200 per person per month. ii. Audit of all 28,500 invoices for processing includes matching _ invoices to purchase orders, verifying calculations and extensions for merchandise or services, keeping each individual invoice to include in the weekly check run. Average thousands of invoices a month and the number of vouchers assigned to these invoices doesn't give a true picture in the amount of keying required; ex: approx. 300 power bills are individually keyed to assign account numbers, but only one voucher is entered to pay the total bill. iii. Process account receivable refund checks weekly; iv. Audit all Purchasing / Travel Visa card statements for required authorizations, department signatures, support documents, accuracy, compliance with purchasing and finance policies and procedures; possible misuse of funds; etc. These payments will be made by wire transfers, which require special "hand check" process to apply all charges to the proper account; v. Monitor all monthly vendor statements;•work with departments to clear up past due balances; work with vendors to address any debit /credit card discrepancies; vi. Train / assist all City buyers on an on -going basis regarding the system, purchase order procedures and paperwork processing; vii. Support other department staff in researching / reviewing files and records; • viii. Retiree Checks: process monthly pension checks for retirees; ix. Maintain attendance and payroll data for division personnel; x. Provide assistance and support to auditors, including providing back -up documentation, files, records, explanations of specific transactions as well as city polices and procedures, etc. xi. Miscellaneous duties: provide support to Financial Technicians and accountants; maintain office supply inventory, ensure division copiers / printers are functioning properly; open, sort and distribute daily division mail. 411 Page 4 of 7 18 General Government • Budget Wrap -Up Process all Accounts Receivable Transactions Citywide i. Process all accounts receivable transactions ii. Local Improvement Districts (LIDs): •• prepare and mail certified letters to property owners when new LID is formed • Setup accounts when annual contract payments are required • Maintain and research accounts as necessary when properties are bought /sold iii. Title Companies - research and Title Co. for assessments due the City when properties sold; iv. Process recurring monthly invoices (receivables) — typically long- term contracts; v. Storm water - prepare monthly reports (regarding adjustments to accounts) and submit to County; vi. Monthly reconciliation of Utility (water / wastewater) invoices billed /paid — hydrant meter charges, TH and Union Gap charges and debt service payments) vii. Accounts Due or Delinquent -, Generate and distribute monthly statements, past due notices and collection notices as appropriate; viii. Collection Agency — forward accounts monthly, as appropriate; process /reconcile checks from collection agency and process /reconcile report from collection agency verifying accounts deemed cancelled or paid in full; ix. Quarterly Gambling Tax Revenues — reconcile tax payments; generate and mail past due, delinquent, collection, etc. notices and prepare spreadsheet for quarterly status report; x. Process Quarterly Billings — Downtown Yakima Business Improvement District, Fire Alarm Monitor, and Front Street Business Improvement District; xi. Quarterly Accounts Receivable Report — prepare detail status of each account, by account type (assessments, SIED loans, Section 108 Loans, Gambling tax, etc.); xii. 2009: Billed 653 Miscellaneous Accounts Receivable Invoices; • Page 5 o f 7 Budget Wrap -Up • General Government 19 Cash Receipting / Handling — Citywide: i, 11,900 cash register transactions processed 2009; ii. Returned Checks Processing - initiate journal entries to reverse payments, notify departments of activity, send notices to payee requesting payments of these items, forward checks to collection agency when applicable; iii. Parking Lot monies — verify lot collections and record /file documents; iv. Municipal Court — process remittances, prepare detailed records; v. Process on -line payments received (grants, ACH, utilities, invoices, etc.); vi. Process payments received in mail - scan checks, forward partial or incorrect payments to Utility Services, address questions, etc. (includes: invoices, utility tax payments, utility payments, various miscellaneous monies); vii. Gambling Tax Revenues — reconcile payments received, process statements for any account discrepancies; viii. Count, verify and process all monies / cash received from all divisions throughout the City; receive cash transmittals from: b. Parks & Rec., Lions and Franklin pools, Fisher Golf, Gateway Park, Senior Center, Animal control, Comm. TV, Codes, Engineering , • ONDS, Fire, Police, Municipal Court, Probation, Property Records, Home Detention, Public Works, Transit, Van Pools, Cemetery, etc., i. Record all payments in proper revenue accounts and post to general ledger; Make necessary payment adjustments for receipts entered into wrong accounts; ii. • Make Bank Deposits Balance / Reconcile Claims Warrant Account (Key Bank), prepare journal entries and forward to Fin. Services Tech for input; iv. Balance / Reconcile Payroll Warrant Account (US Bank); prepare journal entries and forward to Fin. Services Tech. for input; v. Prepare / process billing requisitions received from various City Divisions vi. Prepare Monthly Reports (forward to Accounts payable for payment, where applicable): a. District Court reimbursements b. County Prosecutor Crime Victims Program c. County Witness Fees d. State Traffic Safety Remittance • Page6of7 20 General Government • Budget Wrap -Up e. Local Improvement Districts (LIDS) - Prepare and mail statements for LID accounts when due vii. Respond to audit requests and provide support to auditors Miscellaneous Cash Activities: i. Armored Car Shipments — assist processing of Transit collection boxes and prepare shipments for pick -up and delivery; ii. Audit refund requests from all divisions Citywide; forward to accounts payable, if appropriate; record and file when completed; iii. Assist Cashier with balancing issues, Verify cashiers' cash drawers and Prepare Bank Deposits; iv. Prepare journal entries for refunds due to credit card activity verify, record and file; v. Storm water - reconcile payments and /or adjustments received vi. Reconcile paid invoices; prepare statements/letters for any discrepancies; vii. Research customer calls / complaints, follow up as appropriate; 110 Cash Management: Daily Activities (note: the daily cash balancing can take from 1 to 3 hours, depending on volume of activity and number of necessary adjustments.): xiii. Confirm wire/ ACH transactions (City payments), ensure sufficient funds available to cover obligations; xiv. Send wires, initiate / verify ACH payments; xv. Initiate journal entries to record City's electronic payments; xvi. Research any unidentified monies received; xvii. On -Line Banking — balance /reconcile all checks redeemed, correct and document any discrepancies; . • • Page 7 of 7 Budget Wrap -Up • General Government 21 _ MEMORANDUM November 13, 2009 • TO: Dick Zais, City Manager FROM: Traci Bennett, Recreation Supervisor Ken Wilkinson, Parks and Recreation Manager • RE: Options for Harman Center Budget Reductions The Harman Center is currently open Monday — Friday, 8AM — 4PM; Tuesday and Thursday evenings from 7PM — 10PM; and Saturdays 9AM — 3:30PM. The Center is staffed by 2.5 FTE's, two temporary employees (866 hours) and hundreds of volunteers which provide thousands of additional work hours. Staff prepared a budget which combines property tax resources and self generated revenues for the Harmon Center.. The 2009 adopted budget consists of $580,000.00 of program fees and grant revenue against a budget of $700,000.00. It is approximately 82% self supporting. The 2010 budget is similarly constructed. Staff recommends the 2010 Preliminary Budget for the Harmon Center. However, in the event it is necessary to reduce the Harmon Center Budget, options are presented below. 1 estimated a ucti options for Hannan Center budget following are reduction on op o et of which a o g number serve also to accentuate the leanness of the current operation: • Reduce the average temperature in the building from 74 degrees to 70 degrees and limit the use of the gas fireplace to two hours daily or special occasions only (natural as). $5,000 • Reduce printing costs, rely on web -site. $1,000 • Reduce telephone budget (this may be instituted regardless). $3,000 • Close 1 hour early six days a week, 3PM Monday — Friday and 2:30PM Saturday. $3,000 • Close Tuesday evenings. $3,000 • Close Thursday evenings. $3,000 • Close Saturdays. $3,000 Total Estimated Reductions: $21,000 Staff further understands that no specific reduction options were recommended by the Council's deliberative process but only that a target amount of $9,000 was asked for impact review. 22 General Government • Budget Wrap -Up Other Funds CITY OF / JILL 2010 POLICY ISSUE SUMMARY OTHER OPERATING FUNDS FIRE DEPARTMENT I DIVISION - PERSONNEL NET INC I DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGE!' COMMENTS ACTION Identify a sustainable funding source for Fire Fire Capital - Undeter- Referred to Council Public Safety apparatus / capital replacement program mined Committee for Study in 2010 • CITY MANAGEMENT STORMWATER DEPARTMENT / DIVISION PERSONNEL NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Stormwater Utility Rate Adjustment for 2010 Stormwater Revenue Revenue $325,000 $0 Budgeted Council approved and 2011 - from $35 /ERU to $40 /ERU - 2010 and on 11/17/09 $43 /ERU - 2011 STORMWATER / WASTEWATER DEPARTMENT I DIVISION PERSONNEL NET INC / (DEC) COUNCIL POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Upgrade a vacant position to 50% Wastewater / $0 Budgeted Hydrologist 50% Stormwater Net Increase $63,300 $63,300 Upgraded position • • �C O �o OTHER OPERATING FUNDS - CITY MANAGER (Continued) O n, WASTEWATER Imo, DEPARTMENT I DIVISION PERSONNEL NET INC I (DEC) COUNCIL fi POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE SALARY / BENEFITS NON PERSONNEL FROM BUDGET COMMENTS ACTION o SCADA Tip Out & Power Distribution Wastewater $735,000 $0 Budgeted Co Facility Capital z Z.. co Nutrient Removal Project 1. Site preparation - building to house equipment 1. WW Facility Capital 1. 2010 $300,000 $0 Budgeted 2. Annual Equipment Rental 2. WW Operating Fund 2. 2010 $300,000 $0 Budgeted (Ann. Est $250- $350K) ■-g Generate Engineering reports to address man- Wastewater Facility $1,000,000 $0 Budgeted dated NPDES & TMDL Issues Capital ti Wastewater Collection System Evaluation Sewer Construction .$200,000 $0 Budgeted Capital PUBLIC WORKS TRANSIT DEPARTMENT I DIVISION PERSONNEL NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON - PERSONNEL FROM BUDGET COMMENTS ACTION Purchase 5 heavy duty low floor Transit buses Transit Capital - $2,000,000 $0 Budgeted American Recovery and Reinvestment Act (ARRA) REFUSE DEPARTMENT I DIVISION PERSONNEL NET INC I (DEC) COUNCIL POLICY ISSUE REQUEST / JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON- PERSONNEL FROM BUDGET COMMENTS ACTION Refuse Rate Increase - 3% Refuse Operating 2010 Unbudgeted (Because landfill (In response to landfill rates set by Yakima Fund Revenue $119,000 rates were unknown at the County Solid Waste) Annually $140,000 time of budget preparation) 2010 Landfill Charges $100,000 4110 1110 • OTHER OPERATING FUNDS - PUBLIC WORKS (Continued) PARKS AND RECREATION DEPARTMENT I DIVISION PERSONNEL NET INC I DEC) COUNCIL POLICY ISSUE REQUEST I JUSTIFICATION PROPOSED FUNDING SOURCE SALARY I BENEFITS NON ■PERSONNEL FROM BUDGET COMMENTS ACTION Community Service Inmate Program - 2010 Study Unknown Unknown Council Proposal GENERAL GOVERNMENT - TOTAL COUNCIL ACTION (EXCLUDING OUTSIDE & INTERGOVERNMENTAL AGENCIES) N ry- �C O CO w S S Other Funds • Budget Wrap -Up 4