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3bII - Combined Department2023-24 Budget Departmental 2023-24 Budgets • Finance • Community Development • Law • Information Technology • Mayor's Office • Human Resources • City Clerk's Office • Economic Development • Emergency Management • City Council `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Finance uepartment What We Do (and who does it) ✓ Audit readiness ✓ Budget process ✓ Cash management ✓ Compliance ✓ Debt administration ✓ Internal controls ✓ Investments ✓ Payroll - accurately and on time ✓ Daily Cash Receipts and Banking ✓ Pay invoices accurately and timely ✓ Accounting and Financial Reporting ✓ Year-round course -correction and planning 2022 Update ✓ Budgeted FTEs reduced from 10 to 9, consolidating 2 positions into 1, vacant financial analyst position was filled ✓ Rebuilding from prior -year turnover, cross - training and redefining division of workload with focus on improved customer service ✓ 4 staff positions involved in Treasury training, resulting in $1.8 million in new investment revenue Current/Future Challenge The biggest concern on our horizon is the City's Financial System (Tyler EDEN) will sunset in March 2027, o Financial/operational backbone of the City o All departments use components of system (i.e. Accounting, cash, payroll, AP, POs, project costing, budgeting) o Multi -year data migration /implementation o Finance and IT project, contracted needs assessment and software advisor - $75,000 `CITY OF Federal Way Centered on Opportunity 2023-24 Budget community Deveiopment Community Development Department Goals/Objectives Ensure that regulatory efforts of planning and development provide a balance between protection of the environment and neighborhoods and accommodating new development to house a growing population and jobs. Community Development Department Goals/Objectives Provide grant services to residents with low- to moderate -incomes that: 1. Address basic needs including housing, health, and hunger 2. Promote individual and community safety through prevention, intervention, and crisis services 3. Promote services that foster stability and self-sufficiency for families and individuals Organizational Chart Administrative Support Vacant, Admin Assistant II (1 FTE) Tori Banks, Admin Assistant I (1 FTE) Tammy Myers, Office Tech 11 (1 FTE) Tina Petheram, Office Tech 11 (1 FTE) ( Director Brian Davis (1 FTE) Planning Division Keith Niven, Manager (1 FTE) Building Division Community Services Scott Sproul, Building Official (1 FTE) Sarah Bridgeford, Manager (1 FTE) Permit Center Kari Cimmer, Permit Center Supervisor (1 FTE) Grace Skidmore, Development Specialist (1 FTE) Nicole Benson, Development Specialist (1 FTE) Tamara Fix, Permit Technician (1 FTE) Planners Stacey Welsh, Principal Planner (1 FTEj Jim Harris, Senior Planner (0.8 FTE) Becky Chapin, Senior Planner (1 FTE) Chaney Skadsen, Senior Planner (1 FTE) J Natalie Kamieniecki, Associate Planner (1 FTE) Evan Lewis, Associate Planner (1 FTE) vacant, Planning Intern (0.5 FTE) Vacant, CDBG/HS Coordinator (1 FTE) Amy Glandon, Housing Repair Coord. (.25 FTE) Building Inspectors Vacant, Plans Examiner (1 FTE) Robert Rowe, Electrical Inspector (1 FTE) Andy Norton, Inspector/Plans Examiner (1 FTE) Jeremy Oliver, Inspector/Plans Examiner (1 FTE) Code Compliance Nick Ruiz, Officer (1 FTE) Angie Villalovos, Officer (1 FTE) Christina Dunlap, Officer (1 FTE) Gus Bato, Graffiti/Signs/Carts (1 FTE) Mike Gutierrez, Graffiti/Signs/Carts (1 FTE) Organizational Chart Administrative Support Vacant, Admin Assistant II (1 FTE) AL 4A Tori Banks, Admin Assistant 1 (1 FTE) Tammy Myers, Office Tech II (1 FTE) Tina Petheram, Office Tech 11 (1 FTE) y Director Brian Davis (1 FTE) Planning Division Keith Niven, Manager (1 FTE)' Building Division Scott Sproul, Building Official (1 FTE) Permit Center Kari Cimmer, Permit Center Supervisor (1 FTI Grace Skidmore, Development Specialist (1 Fl Nicole Benson, Development Specialist (1 FT Tamara Fix, Permit Technician (1 FTE) hEm Planners Stacey Welsh, Principal Planner (1 FTE) Jim Harris, Senior Planner (0.8 FTE) Becky Chapin, Senior Planner (1 FTE) Chaney Skadsen, Senior Planner (1 FTE) Natalie Kamieniecki, Associate Planner (1 FTE) Evan Lewis, Associate Planner (1 FTE) vacant, Planning Intern (0.5 FTE) Vacant or ¢ 3 months Community Services Sarah Bridgeford, Manager (1 FTE) E)A 2021/2022 Key Accomplishments • Completed staff training and integration of BlueBeam Revu • Annual Comprehensive Plan (Comp Plan) Amendments • Code Updates resulting from HB 1220 • Housing Action Plan with state grant award • Sound Transit and TC-3 Planning and Development • S 320t" DIP Planning • Various Title 18 and 19 Code Amendments • South Station (352nd) Sub -Area Plan • Downtown Planning 2021/2022 Key Accomplishments • Writing new Comp Plan Chapter — Arts/Historic Preservation • Permitting for Woodbridge Project • Implementation of CARES Act CDBG funding providing rent assistance, financial counseling, and homeless services in response to COVID-19 • Expanded Diversity, Equity, and Inclusion Analyst position to full time, implemented language line access for residents and customers 2021/2022 Key Accomplishments Permit Volume and Revenue 3500 3400 3300 3200 3100 3000 2900 2018 2019 2020 2021 = Permits Issued Revenue 2022 Projected $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2023/2024 Goals 0 Support economic development projects in City Center New Comp Plan Chapters: Climate & Resiliency Parks Human Services Annual Comp Plan Amendments Various Title 19 Code Amendments ("Snowball 111") • Sign Code Update • Accessory Dwelling Unit Code Update 2023/2024 Goals 0 Downtown Planning Periodic Update of the Comprehensive Plan Complete integration of MyBuildingPermit and go live within the first quarter of 2023 Continue to partner and coordinate with South King Fire and Rescue to provide fire prevention plan review • Develop, administer and enforce International Codes for plan review, construction, and inspection 2023/2024 Goals 0 Continue grants management from application to monitoring: including an anticipated 90 grants and programs per year plus Housing Repair and its contracts (53 general fund, 17 CDBG, 20+ ARPA) 2023/2024 Goals 0 Continue grants management from application to monitoring: including at least 90 grants and programs per year plus Housing Repair and its contracts (53 general fund, 17 CDBG, likely 20+ ARPA) 2023/2024 Budget Summary 0 Overall proposed operating budget totals $5.74 million in 2023 and $5.71 million in 2024, a 14% decrease from the 2022 adjusted budget largely due to a decrease in one-time CDBG and COVI D projects Without the CDBG and COVID budgetary anomalies in 2021- 22, the 2023-24 CD budget is status quo from the 2022 adjusted budget Questions? Thank You! `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Law Department Department Organization CIVIL LEGAL SERVICES ■ 2 Assistant City Attorneys ■ 1 Legal Assistant LAW DEPARTMENT Ryan Call City Attorney CRIMINAL PROSECUTION Jennifer Castleton Chief Prosecutor ■ 3 City Prosecutors ■ 1 Domestic Violence Prosecutor ■ 1 Domestic Violence Advocate ■ 1 Paralegal DEPARTMENT SUPPORT Tonia Proctor Lead Paralegal RISK MANAGEMENT ■ WCIA Insurance Pool ■ Facilitated by the Lead Paralegal 0 1.5 Legal Assistants Civil Division Primary Functions: Other Major Tasks: • Supervise Civil Litigation Participate in City's labor negotiation team • Defend Land Use Hearings &Appeals Represent City's interests in code violate • Contract Review & matters Preparation (FY2021 1,050 documents reviewed) Public Record Advice • Ordinance Resolution, Update City policy Interlocal Preparation documents as needed • Defend Asset Forfeitures • Provide Le al Advice to Council & �taff Criminal Division Primary Functions: Other Major Tasks: • Prosecute all adult •Develop and execute misdemeanor and process to handle gross misdemeanor criminal cases involving crimes occurring in the Footage olice body camera City • Prosecute traffic •Implement new infractions prosecution software to • Conduct police training replace defunct legacy program • Participate in Community Court Program Risk Division Primary Tasks: • Process claims for damages • Support and liaise with WCIA insurance pool for claims against the city • Recover money for damages to City property ($415k recovered in FY21-22 Biennium Current Challenges • Insurance rates continue to rise o Trend of increasing tort judgements statewide, and especially related to police agencies makes insurance carriers less comfortable with working with WA state municipalities. Cost of coverage increases. o Inflation impacts insurance rates • Police body cams significantly increase amount of staff time required to charge and try criminal cases `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Information Tecnnoio R -� Department c Thomas Fichtner IT Director Terry Smith Admin Assistant II r: Brian Pearson Yegor Shemereko IT Operations Manager IT Architect Business & Web Apps Xiao Guo Jerry Haynes Colby Hill Vacant IT Analyst IT Specialist IT Specialist IT Technician II Systems Systems/Network I Mobile Technologies Erik Earle IT Architect GIS & Business • Anna McDermott IT Analyst GIS Core Department Functions • Customer Support • Server/Network Operations • Communication Services • Geographical Information System (GIS) • Safe City Cameras & Access Control • Audio/Video & Government Access Channel • Major Technology Projects • Regional Representation 2021/2022 Accomplishments • Expanded the Safe City camera network • Made significant network, endpoint, and mobile device security improvements • Implemented a new IT Service Desk system • Formed a new Business Continuity and Disaster Recovery Plan • Migrated to a new Court system • Initiated a Broadband Planning Study • Continued deployment of mobile technology in response to COVID-19 • Supported the Police body worn camera program • Added off -shift and Saturday IT support Current Challenges • Security • Rising costs & supply chain delays • Aging servers and software • Supporting in-house applications & institutional knowledge 0 Staffing turnover& shortage City vs IT Staffing Comparison (2022) 1600 — 1400 1200 1000 L 800 — 600 L 400 200 F- 0 — =Total City FTE IT FTE 1\ cb\ p\ o\ p\ p\ 60 50 40 30 20 10 0 City=FTE to IT=FTE Comparison (2022) 45 40 35 30 25 20 15 10 5 0 25.0 25.2 I *Previously in 2020 Federal Way's ratio was 42.5 (with 8 IT FTE) With 15 IT FTE, Federal Way's ratio would be 26.1 Future Challenges • Costs for goods and services increasing; conversion to subscription model, not enough reserves collected • Training and keeping up-to-date with latest technology • WiFi support for variety of new devices • Eden Financial software end -of -life • Staff attrition (institutional knowledge) • Security, security, security Funded 2023/2024 Goals • Microsoft 365 migration • Network &server infrastructure refresh • Increase Internet bandwidth and redundancy • City website update • Access Control System update • Establish IT Governance structure • Desktop and laptop replacement Next -Dollar Priorities If budget was no object... • Security risk mitigation by adding a managed detection service • Protect fiber optic infrastructure • Additional IT staffing for better customer support, redundancy, and new initiatives • Enhance GIS services with additional software and a drone • Increase Safe City M&O to handle equipment failures • Further the backup and disaster recovery project to minimize downtime }. wd zi 0 1:4 fr. 0 - � Si. .•2 �-: .� !e:� �^ "fie. til � ��l.i iI IF Mw . Lbw ...■� :-`�_-. •i,�ir" � � _ ra� 4 - 1'�,'. .'�1� _ 1 ..-.l?'v"r4 ,, w �� _ •' • .ii6='-�'-� y ._�: .. _ s . � _. s �V,•�"�,�. Mr �::.Y i,. .. * �r ie 2j �' ..Y-• .r.�,T'w�:r� :`faa�i�F..'� �. f, k l is �My,?�.1': •' �a...�"..." � � q. ` i," !',!J i. J+ Yi' �?. - �..��`4`�. �:: -•l'f, �� �i q y ... '1t,w�� • . F I-• "q' Y �� 2023=24 Goals / Objectives 1. Manage City resources in a responsible manner 2. Implement Economic Development initiatives 3. Facilitate Council decision making and Mayor's policies efficiently and effectively 4. Coordinate effective communications with constituents, media, and city employees. Embody the City's vison, mission, goals, and service information 2023=24 Highlights and Changes • The Mayor's Proposed operating budget is $4.11M in 2023, and $4.16M in 2024. This is a 20.8% increase ($710,000) from the 2022 adjusted budget • Salaries: $547,000 increase is due to reclassifying Human Resources Technician, adding a City Clerk Public Records position, and adding a City Administrator position • Services and Charges: $100,000 increase is due to an increase in public defender contracted services `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Human Resources Division Organizational Chart Vanessa Audett HR Manager - 1.0 FTE • Division Direction and Administration • Representation on Management Team • Develop and administer uniform policies, procedures and programs • Recruitment and selection • Classification and compensation • Benefits Administration • Labor Negotiations & Labor Relations • Safety and Training Sun So HR Analyst - 1.0 FTE • Serves as Civil Service Secretary/Chief Examiner • Liaison for Worker's Compensation • Federal Way Retirement System Board • Safety Committee • Training ■ Wellness Committee Julianne Briggs HR Analyst - 1.0 FTE ■ Benefits Administration ■ Assists with monitoring compliance for the ACA ■ Maintain and updates HRIS with payroll changes ■ Wellness Committee/Program ■ Recruitment Coordination ■ Records Management/PDA's Vacant HR Admin. - .5 FTE ■ Facilitates daily office operation of division ■ Intakes, processes, and records all applications ■ Coordinate Interviews ■ Corresponds with all applicants via letter, phone, email ■ Distributes and processes mail ■ Filing Human Resources Priorities • Recruitment & Selection • Engagement & Retention • Classification, Compensation &Benefits • Employee & Labor Relations • Organizational/Employee Development • Safety &Risk Management • Regulatory Compliance • Streamlining Processes & Procedures 2021/2022 Key Accomplishments • Managed self -funded medical plan and coordinated medical claims audit that is required every three years • Revamped and modernized existing ancillary life and disability insurance plans, increasing benefits while reducing costs (approx. 30K annual savings) • Added a Roth 457 plan option to employee funded retirement saving options • Managed the City wide Wellness Your Way Program • Implemented 2020 Cabot Dow Salary Survey and completed and implemented salary surveys for classifications missed in the Cabot Dow Salary Survey • Convened the Independent Salary Commission to set salary schedules for 22123 • Successfully negotiated 3-Year Collective Bargaining Agreements with the Police Guild and Police Support Services Association. Successfully negotiated 1-Year Collective Bargaining Agreements with Teamsters 763, representing maintenance staff • Facilitated public process for appointment of new Municipal Court Judge Bales. • Implemented NeoGov for streamlined applicant flow and applicant tracking • COVID-related project completions include mandatory vaccinations in recreation and childcare, authored a compliant COVID-Response Plan, implemented requirements as set forth in HELSA (Heath Emergency Labor Standards Act) • Conducted several investigations, resolving conflicts and/or complaints 202312024 Goals • Reach multi -year agreements with the Commanders & Lieutenants Bargaining Units • Work with insurance broker to review medical plan provider and options • Revamp City wellness program • Research potential to offer a retiree medical plan • Identify and implement online/virtual training/development provider • Launch internal training program — topics such as FMLA, PFML, performance management, etc. • Implement Citywide Classification & Compensation Policy for non - represented employees • Review and Update Employment Guidelines and personnel policies and procedures Challenges & Solutions CHALLENGE • Turnover has doubled from 10% to 20% over the past 5 years • Doubling HR time spent processing recruitment/separation life cycles • FTE count has increased from 315 to 396 over the past 5 years (not including 227 temporary staff) • Bloomberg BNA staff to HR ratio is 1.4 HR per 100 employees — we should be at 5.5 FTE, requesting to be brought up to 4 FTE • Comparable City Staffing • City of Auburn — Standard = 6.4; currently at 9 (454 FTE) • City of SeaTac — Standard = 1.8; currently at 3 (130 FTE) • City of Lakewood — Standard = 2.9; currently at 4 (210 FTE) • City of Federal Way — Standard = 5.5; currently at 3.5 (396 FTE) SOLUTION • Reclassify existing 0.5 FTE Admin Asst 1 to 1.0 FTE HR Technician • 55K is a reasonable request to facilitate HR operations and service Citywide — clear and immediate ROI C. `CITY OF Federal Way Centered on Opportunity 2023-24 Budget City Clerk The City Clerk's Office main function is to maximize access to city government, preserve the city's official records, and to provide accurate and timely information to meet the needs of the city officials, city departments, and the community. LAWA. Mayor Jim Ferrell Deputy City Clerk The City Clerk's Office is a Division of the Mayor's Office The City Clerk is appointed by the Mayor and confirmed by the City Council. City Clerk Stephanie Courtney, CIVIC Division Direction and Administration Jennifer Marshall, CIVIC Administrator of GovQA and Laserfiche systems Admin Assistant Katey Hobbs Administrative Duties for the Division Legislative Support CITY - COUNCIL The City Clerk's Office... • Coordinates the legislative process for well -organized and efficient City Council meetings. • Processes legislative action taken by the City Council and provides public access to official city documents. • Support citizen involvement through volunteer Boards & Commissions appointments. • Ensures meetings materials are posted to the city website to promote transparency and trust in government. • Acts as the Elections liaison for local ballot measures and elections for the city. Legally Speaking The City Clerk's Office... � • Processes and maintains city contracts. • Attests official acts of the mayor and department directors. • Serves as the custodian of the Federal Way Revised Code • Coordinates Hearing Examiner proceedings. • Ensures timely posting of legal and public notices. • Provides access to public records pursuant to RCW 42.56. • Notices all city meetings according to the OPMA. Official City Documents The City Clerk's Office... • Is the primary recordkeeper for official city records. • Provides citywide records management support to all departments • Ensures compliance with the Secretary of State's requirements for the retention of records. • Coordination of secure document shredding city- - - wide. • Processes requests for public records in accordance with the Public Records Act (RCW 42.56) and the city's Public Records Policy. Managing Public Records W RISK More records = more records to search Public Records Requests are increasingly more complex than 5, 10, or 20-years ago. Records are now found on multiple platforms including paper records, emails, text messages, social media, off -site records, and across multiple city systems and data bases. Currently, our system holds over 21.5 million searchable emails, and growing. RISK: In Washington State, it is has become the default expectation of the court to have a dedicated Public Records Officer, in order to prove competency and proper training. Public Records penalty awards are ultimately paid with taxpayer dollars. Cost to Taxpayers Each Department manages their own requests with the Clerk's Office monitoring timelines, and managing the larger, multi -departmental requests. The city cannot charge for or recover costs for staff time. / # of requests in 2021: 431 # of staff hours tracked in 2021: 998.4 hours' # of staff who work on PRA requests: 37.5 Total fees collected for requests in 2021: UO2.00 Estimated costz to the tax -payer per request in 2021: $840.33 1 This total excludes staff time for Administrative/Legal/Clerk review . 2 Calculation includes staff salary & benefits, systems, services, and overhead as reported in 2021 JLARC report. Dedicated Public Records Officer Under the direction of the City Clerk, one (1) FTE Public Records Officer (PRO) will oversee compliance of the Public Records Act (PRA) in a consistent and legally defensible manner. • The PRO will be the public facing point -of -contact for City Hall records requests, ensuring the fullest assistance to inquirers, and the timeliest possible action on requests for information (RCW 42.56.100). • The PRO will be responsible for providing ongoing education, training, and technical assistance to city staff regarding PRA requirements. • The PRO will work on coordination of records retrieval, documenting searches, and review and assistance to staff with exemption/redaction logs. The PRO position is supported by multiple city Department Directors. The impact of adding this one position will be exponentially felt, not only in the Clerk's Office, but this addition will lighten workloads across almost every city department. Increasing Costs Elections Costs are increasing • The average election cost over the last 5-years is $275,,486.60/yr with a high of $415,454.60 (2021) and low of $202,,635.19 (2018). Increase of $100,000 in each of 2023 and 2024 years to cover the anticipated gap. Inflation effects the costs of goods & services • The cost of posting legally required notices has increased. • The cost of storage and retrieval of off -site records has increased. Increase of $3,400 per year for the increase in cost due to inflation. `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Economic Development 2021 =22 Accomplishments • In the Fall of 2021, "the Hub: Federal Way Higher education Center" was opened to bring local access to higher education in Federal Way for current professionals and older students. • Information, and technical job numbers have increased by 55%, and 25%, respectively as result of impacts from "Some assembly Required" (2015), and "The Tech Hub Action Plan" (2021). • Businesses displaced by the FW light rail station were retained and relocated within Federal Way city limits. Dozens of new businesses of all sizes have been attracted, retained and expanded in Federal Way. • Preliminary work on the new Economic Development "Five-year Plan" has been completed, and is ready to be adopted by a new Economic Development division. 2023=24 Goals • Hire a new Economic Development Director, and subsequent necessary staff. • Develop a new "Five-year Plan" to build upon "Some Assembly Required" (2015-2019) and foundationalize positive gains in Information, technical, and Retail sectors to support the established social service and healthcare centers. • Provide key focus on diversity, equity, diversion through childcare operators, seniors, and post — Covid impacts on digital banking and broadband analysis. 2023=24 Budget • The 2023 proposed Economic Development budget is set to accommodate the salaries of a Director, along with one other permanent, full time position. Services and charges include outlying contracts, and non -city services (studies, economic sector promotion, etc.) • The 2024 proposed budget projects a $11,558 increase in personnel (salary + benefits) expenditures, and otherwise remains the same to 2023 proposals 2023 Proposed Expenditures by Category Category Amount Personnel $ 261,251 Supplies 21100 Services / Charges 71,417 2023 Proposed Expenditures by Category Personnel 78.0% Supplies O.h% Svc/Chgs 21.3% Total: $ 334,768 `CITY OF Federal Way Centered on Opportunity 2023-24 Budget Emergency Management Emergency -M a n ageenI E� LIEr 3&L Me tcaI sejvkew En lor<emelu IAW Fire and Rescue Ser jcLn P,INic Works Emergency Management (EM) Overview • EM has one full-time employee — the emergency manager. • Org-charted within the mayor's office. • Manager's role is to ensure Federal Way is prepared to manage large scale critical incidents. • Manager attends regional EM meetings, applies for grants, coordinates the Greater FW Emergency Operations Center (EOC),, supervises Community Finaraanry RAcnnncP Taam vnIU11t22rS (CERT). EM Priorities 1. Maintain pivotal relationships in EM community 2. Ensure City continues to meet emergency preparedness needs `CITY OF Federal Way Centered on Opportunity 2023-24 Budget City Council Budget Baseline Budget Salaries & wage -pre-loaded by HR/Finance All other expense lines assume level Code Item 2020 Actual 2021 Actual 2022 2023 Proposed 2024 Proposed 23 Propose - 22 Ad' Adopted Adjusted Projected $ Ch % Ch Expenditure Summary: 1XX Salaries & Wages 162,679 178,965 168,512 190,178 190,178 171,224 173,568 (18,953) -10.0% 2XX Benefits 87,040 88,469 120,527 91,748 91,748 105,065 105,956 13,318 14.5% 3XX Supplies 6,756 4,911 6,537 6,537 6,537 6,537 6,537 - 0.0% 4XX Services and Charges 214,844 232,155 235,118 235,118 235,118 205,218 205,218 (29,900) -12.7% Total Expenditures: $ 471,3 99 $ 504,501 $ 530,695 $523,580 523,580 $ 488,045 $ 491,279 $ had large \00 reduction 2022 out for $30� using ay- o. King Ho lea\ie for a d Homelessness acp ued - to Co Admen partners MONO Potential Additions Proposed City Council additions: • Anticipated change in travel patterns.? • Health Fair ($2,000) • Additional Sr. Commission printing o $5,000 ($2,000 donation revenue) • Additional full-time support staff o $30,000 (combined with ARPA admin) Questions & Discussion E Identification of follow-up items and future priority list items