2016 CITY MANAGER RECOMMENDED BUDGET. Budget Overview
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1 2016 CITY MANAGER RECOMMENDED BUDGET Budget Overview
2 Overview Introduction 2016 Council Strategic Budget Priorities and Annual Goals Issues Affecting 2016 Budget Highlights of Operating Revenues & Expenditures 2016 Personnel Plan 2016 Capital Projects Fund Balance and Future Outlook
3 2016 Council Strategic Budget Pi Priorities ii Draft 2016 City Council Goals Develop a sustainable, five-year financial plan that balances projected revenues and expenditures (Related to implementation of all Strategic Plan initiatives) Review and develop a new set of Financial Management policies (Related to implementation of all Strategic Plan initiatives) Develop a biennial budget process beginning with the Budget (Related to implementation of all Strategic Plan initiatives) Analyze sustainable budget strategies to support parks operations (Related to Initiative 1) Pursue economic development objectives by collaborating with Snohomish County in its plans to surplus or lease for development the County s Public Works property on Avenue D (Related to Initiative 6)
4 2015 City Manager Recommended Budget Draft 2016 City Council Goals, continued 2016 Council Strategic Budget Pi Priorities ii Increase tax revenues through continued economic development. (Related to Initiatives 6 & 7) Attract t more living i wage jobs for the community. (Related to Initiative 6) Collaborate with agencies in the region for development of rails and trails that serve Snohomish. (Related to Initiatives 1 & 4) Conduct analysis needed to support final design of options that protect water supply and rights for the community s long-term water needs. (Supports community health and welfare) Consider private-public partnerships for land acquisition iti and development. (Related to Initiatives 6 & 8) Create a plan for redevelopment and new uses of the Hal Moe Pool property. (Related to Initiatives 1, 7 and 8)
5 Issues Affecting Overall 2016 Bd Budget The 2016 City budget focuses primarily on sustaining existing service levels rather than restoring human resources eliminated during the recession General Fund budget resources continue to be the primary focus of both cost savings and new investments Sales tax, the major source of General Fund revenues, has higher sensitivity to regional economic conditions Property tax revenues continue to shrink as a percentage of General Fund and ranks below utility taxes Personnel costs drive the majority of budget increases (based on higher costs of benefits and compensation) Criminal justice costs indigent public defense and jail fees are currently the biggest cost drivers of the General Fund expenditure increases
6 Highlights of Operating REVENUES
7 Highlights of Operating REVENUES
8 Highlights of Operating REVENUES
9 Highlights of Operating REVENUES
10 Highlights of Operating EXPENDITURES
11 Highlights of Operating EXPENDITURES
12 Highlights of Operating EXPENDITURES
13 2016 Personnel Plan Cost of Living i Adjustments t % under negotiation Pay Step Movements Resume Medical Premium Increases Employer Retirement Plan Contribution Increase to 11.18% 18% Vacant Positions: Maintenance Worker I Water Utility Engineering Specialist Engineering Office Assistant II City Manager
14 2016 Personnel Plan
15 2016 Capital Improvement Projects
16 2016 Fund Balance & Future Outlook
17 2016 Fund Balance & Future Outlook Looking ahead to 2017 there is a potential budget gap if we see a combination of flat or lower revenues and higher expenditures Five-Year Financial Plan to be developed
18 Budget Wrap Up The 2016 Recommended Budget demonstrates: Overall budget health for 2016 Opportunities for only minor improvements in services and programs Need to continue a conservative path of restoring resources Need in 2016 to review options for future revenue growth and/or expense reductions (five-year financial plan)
19 2016 CITY MANAGER RECOMMENDED BUDGET City Council
20 City Council Overview The City Council budget represents about 1 percent of the City s total Non- Utility operations budget as proposed for 2016 The Budget implements pay scale change based on the 2014 City Council Compensation Plan for Positions 1, 2 & 3 The largest portion of the City Council budget is devoted to legal services
21 City Council Overview Activities iti and Services Establishes annual goals & priorities Directs strategic planning & implementation e Adopts policies, resolutions, ordinances Provides community leadership Approves annual operating & capital budgets Creates and appoints boards & commissions Provides liaisons to City boards & commissions & external organizations Develops regional leadership & maintains key intergovernmental relations
22 City Council City Council Positions Personnel & Budget History
23 2016 CITY MANAGER RECOMMENDED BUDGET City Manager
24 City Manager 2016 Department Overview It Introduction ti The City Manager s Office is comprised of five budgeted divisions, each of which serves the entire city organization & community: City Manager City Clerk Human Resources Economic Development Non-Departmental
25 City Manager Services & Activities City Manager Division i i Activities iti and Services: Strategic plan and City Council Goals implementation Strategic financial planning Oversight of council projects Organizational development Fostering public participation Economic development
26 City Manager Services & Activities City Manager Division i i Activities iti and Services (cont.): Advancing intergovernmental relationships Human resources management Emergency preparedness Administrative and agenda support Policy development and recocommendations as directed by the City Council
27 City Clerk Services & Activities City Clerk Division i i Agendas & minutes for City Council, Transportation Benefit District, SR-9 Coalition Friday Newsletter Records management/retention and requests for public record releases Business licenses City Council administrative support City Manager administrative support
28 Human Resources Services & Activities Human Resources Division i i Labor negotiations Compensation and benefits Risk management/insurance coordination Employee safety & wellness Oversight of indigent public defense services Code enforcement coordination
29 Economic Development Services & Activities Economic Development Divisioni i Staffing to Economic Development Committee Promotion of business growth and development Coordination with business and community groups Special events permits and management Public information and social media
30 City Manager-- Non- Departmental Services & Activities Non-Departmental t Employer insurance premiums retirees Organizational memberships (Economic Alliance Snohomish County Association of Washington Cities, Puget Sound Regional Council, Snohomish County Tomorrow, etc.) Aquatics Center utility costs Senior Center direct support Voter registration & elections
31 City Manager City Manager Positions Personnel & Budget History
32 City Manager 2016 Budget Changes Cost Drivers Affecting 2016 City Manager Division Budgets: Vacant full-time Office Assistant II position New part-time position for Economic Development Increase in cost allocations for technology and facility maintenance Decrease in retiree insurance premiums Increase in Aquatic Center utility costs Increase in Senior Center support
33 2016 CITY MANAGER RECOMMENDED BUDGET Planning & Development
34 Planning & Development 2016 Department Overview Who is PDS? Staff of four in two divisions Planning & Permitting Building Safety Primary responsibilities: land use and development planning, regulation, permitting, and enforcement Customers include residents, land owners, business owners, developers, lenders, utilities, other departments, and county, state, and federal agencies
35 Planning & Development Planning & Permitting Division Public inquiries & assistance Services & Development review Activities Plan/policy/code/standard development Code interpretations Code enforcement Staff to Hearing Examiner/DRB/Planning Commission Annexations Permit/fee tracking Records/data a reporting Regional coordination
36 Planning & Development Building Safety Division Public inquiries & assistance Services & Plan review Activities Inspections Code enforcement Code adoption cycle Emergency management FEMA grant assistance
37 Planning & Development Services & Activities Services to other departments Mapping/GIS/graphic design Code development
38 Planning & Development Proposed Services & Budget Changes New normal: getting by with fewer staff Permit Coordinator position most sensitive to swings in development activity Request budget for temp clerical l assistance (as needed) Request consent to close public counter on Fid Fridays staff available by phone & Intent to maintain overall customer service levels without adding staff
39 Planning & Development Planning & Development Positions Personnel & Budget History
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