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Council PKT 10-21-2004 Special I 1. II. III. IV. v. AGENDA FEDERAL WAY CITY COUNCIL Council Chambers - City Hall October 21, 2004 -5:00 p.m. Special Meeting (wW1V.cityofJederalway. com) ****** CALL MEETING TO ORDER CITIZEN COMMENT PLEASE COMPLETE THE PINK SLIP & PRESENT TO THE CITY CLERK PRIOR TO SPEAKING. Citizens may address City Council at this time. When recognized by the Mayor, please comeforward to the podium and state your namefor the record. PLEASE LIMIT YOUR REMARKS TO THREE (3) MINUTES. The A1avor may interrupt citizen comments that continue too long, relate negativelv to other individuals, or are otherwise inappropriate. 2005/2006 BIENNIAL BUDGET Department Presentations COUNCIL DISCUSSION & QUESTIONS AD J 0 URNMENT CC ~ ,ÇJ - ~ òf ¡['(;-if. 7f' City of Federal Way Department Budget Presentations October 21, 2004 5:00-7:00pm Public Safety (PS) Public Works (PW) 7:00-7:30pm Break 7:30-9:00pm Law Department (Law) Management Services (MS) , City Council/City Manager's Office (CCCM) Municipal Court (MC) Also included in packet: Community Development (CD) Parks, Recreation, and Cultural Services (PKS) CITY OF FEDERAL WAY MEMORANDUM From: Subject: October 21,2004 Federal Way City Council David H. Moseley, City Manager Iwen Wang, Management Services Director ~ Budget Questions Date: To: Via: This memorandum and attachments will provide the stãtus and responses to questions raised at the previous budget meetings. 1. What is the initial purpose of the 2.5% Admissions Tax and the costs associated with those specific programs? The updated revenue projections from the 2.5% Admissions Tax and the associated with the two school resource officers and two regular police officers were provided to Council on October 19. 2. Which Washington cities assess an admissions tax and how much? How does the tax burden at this facility compare with other Six Flags locations? Provided on October 8. 3. What do we do to ensure business license compliance? New businesses: When a business applies for a sign permit, the permit section checks both the business and the contractor for a valid business license and requires them to obtain one prior to issuing the permit. We believe this captures most new businesses. For businesses that change ownership, but not their name (which still requires a "new" license), we typically pick up during the renewal process if there is a change in principals. Existing Licenses: Annually, we send three notices to businesses with expired business licenses and then follow up with phone contacts to see if the number is still valid. If the number is valid and the business is not renewing after these contacts, a letter sent by the City's Chief Prosecutor to inform them of civil and criminal penalties. This year, we also visited and hand delivered the renewal notices to those who had not responded. The Code Compliance Officers also check for business licenses in the field from time to time. We suspect that home businesses have a substantial amouñt of non-compliance; however, we lack a cost effective way to enforce licensing requirements. Home occupation represents around 20% of license holders and has a substantial turnover rate. It is difficult to determine whether a home business is still active unless there are signs or outdoor activities. 4. How about other revenue generating ideas and/or other budget cut options? Staff has initiated contact with the School District regarding a cost allocation adjustment of School Resource Officers. Council can provide additional revenue ideas as well as expenditure cut options at any time. 5. What are the original purposes of Utility Taxes? 1995 1.37% was designated for 10 street improvement projects (1.00%) and their maintenance (.37%). . h:\fin\O506budget\council review\budget questions.doc 19973.63% was designated to finance capital improvements in: 1) city center streetscape improvements, 2) celebration park development, 3) KFT construction, 4) police facility development. The capital bonds represented 2.5% of the 3.63%. The remaining is designated 1% annual street overlay and maintenance of these capital projects. 2003 1.00% is designated for community center construction (.75%) and KJP/new community center subsidy (0.25%). .6. What was the intent of the Self Insurance and Strategic Reserves? The stated purpose for a self insurance reserve is to establish a self insurance program instead of commercial insurance. However, there have been substantial changes in the commercial insurance market and since premiums have stabilized, there is no compelling reason to self insure. Limitations and exclusion have also increased in commercial insurance policies. In addition, while we can buy insurance for liabilities and buildings, we do not have insurance for infrastructure such as roads, bridges, street lights and signals. In case of a large scale disaster, State and Federal assistance will not be 100% and typically occurs way after the money is needed. The stated purpose for the strategic reserve is to "provide some fiscal means for the City to respond to potential adversities such as public emergencies, natural disasteJ::s, or similar major, unanticipated projects." [Emphasis added.] The policy further requires that any use of these contingencies is replenished within three years from the following orders of available sources: undesignated fund balance, deferred non-life safety capital, and operating revenue. 7. How reserves affect bond rating. . ~Provided on October 8, Fitch's research report regarding the connection between management . practices and potential bond defaults. 8. Provide matrix of claims for the past 5 years to see if increasing deductible makes financial sense. The table below shows settled claims over the past five years by line of coverage, and what the deductible is. 10 I Subro Total Settlement Total Settlement $ between $5000 & $25000 Increase in anticipated Net gain Yr Received GL PT AT LE Loss GL PT AT LE Deductible' ¡premo savina (loss) 2004 Total 4165 3397 - 547 422 4366 - - - - - 30000 30,000 2003 Total 19,723 8,588 - 16,555 - 25,143 - - 7,500 - 7,500 30.000 22,500 2002 Total 5,399 1,100 - 3,904 10,000 15,004 - - - 5,000 5,000 30,000 25,000 2001 Total 6,333 13,455 - 62,813 6,000 82,268 2,401 - 34,601 1,000 38,002 30,000 (8,002) 2000 Total . 5,916 - 20,612 44,000 70,527 - - 5,131 21,000 26,131 30,000 3,869 1999 Total . 1,754 - 4,892 10,000 16,646 - - - 5,000 5,000 30000 25,000 Grand Totål 35620 34210 .i...,y 109,323i +70422 213,954 2401 ,- / 47'232' 32000 '81633 150000 73 367 . Receipts were tracked by year received but not by 1055 date prior to 2001. h:\fin\O506budget\council review\budget questions.doc 9. Provide 5-year history of sales tax and utility tax growth vs. increases in General/Street fund expenditures. 5-Year History of Sales Tax, Utility Tax, General/Street Fund expenditure Sales Tax Utility Tax General Street G/S Year Amount % Change Amount % Change Fund Fund Total % Change 1999 9,717,585 5,235,169 23,157,520 2,866,593 26,024,113 2000 10,332,439 6.3% 5,590,470 6.8% 23,819,366 3,051,823 26,871,189 3.3% 2001 10,368,153 0.3% 6,098,264 9.1% 24,519,501 3,130,880 27,650,381 2.9% 2002 10,737,605 3.6% 6,096,815 0.0% 25,838,056 3,334,457 29,172,513 5.5% 2003 10,547,534 -1.8% 7,072,758 16.0% 27,035,063 3,275,010 30,310,073 3.9% 2004 Est. 10,481,274 -0.6% 7,382,383 4.4% 28,058,825 3,656,844 31,715,669 4.6% Notes: 1) 2003 Utility Tax collection reflects the 1 % for community center effective March 1, 2003. 2) 2002 Expenditure increase including transfer the economic development position from L TAC to General Fund, and an net addition of 8.5 positiom¡jn public safety (add 4 officers, 4 PSOs, 1 receptionist less the reduction of 0.5 records clerk). 3) 2003/04 Expenditure includes the addition of KJP operation, Council pay/benefit adjustments, and increase in benefit costs. 10. Provide replacement reserve practices and life span for equipment. Life Expectancy for Replacement Reserve Collection Current Proposed Information Systems: Communications Phone System 800 MHz Radio 10 10 11 10 Data Processing Desktop Laptop Backbone (Servers/routers/switches) Major Software (permit, records, recreation, 4 5 10 10 5 6 11 12 .~ GIS Hardware 4 5 GIS data acquisition no reserve no reserve We typically share the cost with other local governments and used the hardware servers to acquire new data such as the aerial photo in 2003. GAC Equipment Equipment is provided as part of the franchise agreement. no reserve no reserve Web Redevelopment 6 6 Copier 5 6 Ve.hicle and Equipment Fleet General Service Vehicle 7 Patrol Cars * 5 Dump truck 10 Heavy Mower 6 All other equipment 10 * Based on past history, most patrol cars are in need of replacement at the end of 5th year, with those vehicles are in reasonable condition being retained for none patrol use. 8 5 12 6 12 Facility City Hall Fixture and Furniture * 10 * Projected collection is based on old inventory, will be updated to new city hall equipment. The use of this reserve is also more flexible that it can be used for major rehab/replacement of any components and systems in the city hall. 12 h:\fin\0506budget\council review\budget questions.doc 11. Provide Seizure Fund Use History. Th tab1 b 1 h th fì d h' t 1997 e e e ow sows e seIzure un IS ory SInce Seizure Fund Historv 1997 1998 1999 2000 2001 2002 2003 2004 Sell Total Revenue State Seizures 152,510 236,538 68,360 302,290 19,383 (6,933) 40,299 42,515 854,961 Federal Seizures - - - 88,565 87,067 116,622 2,039 1,448 295,741 Total Revenue 152,510 236,538 68,360 390,855 106,450 109,689 42,337 43,963 1,064,401 Expenditures: Narcotics Operations 14,682 32,933 36,540 48,986 73,559 43,648 72,327 55,304 377,980 Facilities * 12,973 20,295 23,455 23,976 23,296 16,128 50,000 150,000 320,123 Miscellaneous 2,540 1,049 5,814 15,970 3,532 14,827 9,865 5,389 58,986 Capital Equipment 23,394 7,526 23,207 39,260 71,646 22,822 21,157 7,190 216,202 Total Expenditures 53,589 61,803 89,016 128,192 172,033 97,425 153,350 217,883 973,291 Balance ** 98,921 273,655 252,999 515,661 450,079 462,342 351,330 177,410 91,110 * 2003 and 2004 Facility cost is for evidence building. *' Balance does not include the house being decontaminated which will be available for auction later this year. 12. Provide updated Power Point Slide without the 1% utility tax transfer beyond 2006. To be provided. ,. h:\fin\0506budget\council review\budget questions.doc ~ ~lJ ell L-) ., . . -0 . -1 LL -"'I..-,."J (l) LD L) =1 L"w \.W L1 L-J ~l ............... lw ~, ~) S"'l , ---, - "L- ., ~ -"L-J ;.-, L., Q) \j) Q) "L, il, I if) \~ :,- '--., . " . -'."" ,:.,.".:;...,;,:" . " »-'. ",' PROFESSIONAL STANDARDS Administrative Commander 1.0 FTE ,Professional Standards -Internal audit -Incident review "... :'. :.:.-:: ";"'" .' ". , , .'. '." OPERATIONS DIVISION Brian J. Wilson Deputy Public Safety Director 97.0 FTE SUPPORT SERVICES DIVISION Brian J. Wilson Deputy Public. Safety Director 55.0 FTE Patrol Services Tactical patrol. emergency response, and general delivery of public safety services. . . Records Valley Communications Contract Jail Contracts Criminal Intelligence Crime Analysis Administration Personnel Training Budget Crime Prevention F!eet & Equipment ManagelT-ent Community Services Contract Administration Investigations Property Crimes Crimes against Perscns Juvenile Crime Drugs-Vice Ope~at¡ons . '. Traffic Traffic saiety education, traffic law enforcement. and traffic accident Investigation. Contracted Police Services School Resource Officers SeaTac rvlall Officers Neighborhood Resource Centers Westway Resource Center Mariposa Nortn Resot;rce Center Bike Emphasis Patrol Police Explorer Post ....-¡) t::"' Î f" :J- '- ; ¡¡~v Reduced ove.rall jail/booking -cosfs(27.6P/o.belowprÖjecfed<cosl) Achieved full staffing within the Police DePétrtmentin2004 Reduced overall index crimes by 193 (from 5,525 in 2002 fo 5,332 in 2003) Reduced overall calls for service response times in 2003 * 1.58 minutes less than 2002 * 2.71 min. less than 2001 Reduced incidents of auto thefts * Avg. 12% YTD in 2004 from previous year Reduced department overtime * By $307,588.21 in 2003 over 2002 Installed 8 in-car video systems * Enhancing Officer Safety * Enhancing the collection of evidence .........p)-< _/ ., ','" Imp I em ented......the ,.di stributi on of less letþalwe9.p.C)I71$i (Tasers)tb aJI office rs Continued ongoing efforts in supportoftt:1e'CÆ\L.EA re~accreditation in 2005 Increased traffic citations from 10,905 in 2002 to 14,709 in 2003 Increased number of overall traffic stops from 12,199 in 2002 to 15,770 in 2003 Transient camps were reduced from 33 to current number of 5 during 2003-2004 emphasis Transitioned to new department badges and patches Moved into new police department building Participated in the National Police Memorial Week events and activities honoring Officer Patrick M Maher ?5'~S COntinue with effórts'to redute auto .th~ftbY'20% Continue with theWestway and Garden:Park Weed and Seed Emphasis Program Continue with transient managementprpgram Pursue ongoing efforts in support ofCALEA re..accreditation scheduled for 2005 Continually monitor and optimize the sector based policing model to enhance patrol services in the community Continue to monitor police overtime with goal to remain within budgeted amount Maintain full department staffing levels Continue with the implementation of enhanced technology to improve the efficiency and effectiveness of the organization Wireless Initiatives Laptop Reporting Beta Testing Summit 4.0 Implementation of In-Car Cameras '(5 - Co ;, '; Cuts Without Revenue Changes ::~ ,~ ð bloc Sa&.ety ":;~~";.;~~ç~'~~ rU I " ~Xi~~1:;~T /. 4 Fees , " . 4 Not replace certain equipment g 3 Reduce noncriticaL training 3 Explorerprogrêlm ~ 3 2 reg P S()s.&21-tirne(totaI4) . 2 1 PSO (total 5) 2 6 PSOs (total 11) 2 Reduce 3 PSO - vehicles 1 5 PSOs (total 16) Total Public Safety FTE $ 2.00 1.00 6.00 , ,., . {160, 190)r)~1 , :.:(19,:875)! , I "">,'(5::,O',O:'O':),','!. . . :' . ':1'.:,-.. : - : '. f1;:OOqJi ( 120;7:3~~) - .. . - - (60,3.67) (378,291.;)1 ( 17 500) (303,577) (1,066,533) r5-í , . I' . , . . ' , . ' Code I tten1 ¡ .Ä~t~~1 IÄ~~~I f- Adóitêd ¡ ~~j~~~ed IYear~~Hd)PrQ~~~~~~b~~:ed ~ ~5C~gOP - i4o~~~~' Revenue Summary: ! '.'. i, '.'! b.. I ! ~ambling/CJ Sales Tax ¡ $1;901,438 l$l,767,546l 5 1 :850,000 51 ,850,0~~.J. $l,400',255$1,3ßQ,.QQO:,.$il,2.64,000 S (520,000) !~-28')l~~?!6;i 331 Grants I ." 75,8271. ...134,624 I - I 171,610 > 171,610 - (171,610) -10Q!O.%~ 34x Contract/ServicesChg ¡ , 445,598 I. 381;343\ 574,303 I 574,303 1547,339 574,'000 582,000 I (303) -031'%1 36XTåtherRevenues !, 220,961 ¡ 296,418! 138,000 r 138,000! 330;089 254,511 254:000"1-- 116.5111 84:'4010 -.. ¡ , , I ; ,. " - ¡ "",. 3XX ¡General Gov't I 12,669,980 ¡ 13,258,206 ¡ 14,231,610! 14,569,277! 14,867,603 14,924,355 15,613,504 I 355.078 I 2.4% ;:èi~j !Total Reven~~ I $1$,313,804 ¡:~1p¡~~~;137 ! $16}93.$13 I 511,303,190 I $11;~1PI~Øq~1T,O~Za66.$1'71!13.504 5 (220,324)! ~t3% ~~::i~::i Expenditure Summary: I ! ! I I I , , . 91 Ofl~ 01 Police Chief, l 1,359.7 :~ 1 ,588,6ifr_I.6! 5,262 ~ 5.2°!J I 1,655,736 1,881,857 I, 900.26~ ~48j- 16.5% 9i96fSupportServ,ces --l 4,356.5/7 ¡ 4,285,606 ¡ 4.301.741 L 4,147,505! 4,080,235 4,040,064 4,216.502 (107.441)¡ -2.6% I 11x I Field Operations ¡ 7,109,749 I 7,500,757! 8.198.840 I 8,136.962! 8,392,118 8,783,956 9,219.264! 646,994 ¡ 8.0% Opr Exp w/oçpP'~ract ¡ $1~,ß26,116 ¡ $$13~75,q40 ¡ $14,175.843 ¡ S1~,899,676 I $t4128,Þ~~$14,7QS:,~77~$1$,Ø$6.026 I S 806,201 ¡5.~% 98 ¡ Jail Services ! 1,071.700 1,088,928 i 1,384,060 i 1,384:060! 1,321,478 1,384,060 1,384.060 I - i 0.0% 98 ¡valley Communications: 974,874 I 885,730 ¡1'~'Õ2.à~¡ä3-'"r-'"" 1.028Ã8:fj"" 1 ,028,483 1,028,483 1,028.483 " --'--"--~-r 0,0% Total Opr EipøøiJ I $14,872,690 !$15.,3.49,$98 ¡ $16.588.386 i $16.312,219 I $1ß47~,q50$17,11ß.44P~$11,'7A8 569 i S 806.201 14:$% One. Time Funding: ¡ ! j ! i I 92-96!Support Services ¡ 70.293 ! 100,738 \ - 78,749; 411,233 i 368,034 60,511 61.000 I (350,722)1 -85,3% ~rFïeld Operations ----;- 370,821! 387,701 ¡ ..- 126.778 ¡ 579:738! 470,811 - -----=-r-(579'~73"~-100,O% . I . " . . Total One. TimøExp i $441.114 1$~~48S,439 ¡ $ 205.$27: S 990.971 ¡ $ß~8¡845 ~ $,60,$11$ . ,51.000 5 (930.460) I -9~;Q% ,,' .,. " ", ,"""" - " " "..' ',.. ' ',',' ,",' ',". ' , , , ..",'" '.' Total Expenditures! $15,313,804 ¡$1þ:~38,137 ! $16.793.913 I $17,303.190 ¡ $17,316,ß~6~$17.17ß,$~t$17,~p9.569 5 (124,259)1 ~O,7W City M gr AdjtJ$twnts I $. - : S . I $ 'l~(~f);q6Þ)$J96,065) I S (96,065) ¡l;t~ Adjusted To(af. ! $15,313,804 1$15,$:38,137 ! 516.793.$13 I 517,303,190 lJ17;31Ø,~~61$17,9$g,~~9$17,713,5O4 I S (220,324)1 H;3% 1'5- ß ?5--~ IMPACT Requires program to become 100% self-sufficient The Current level of service would be maintained. TJS-{O ;}~~O Department/Program Police Support Offic;erf~SO) 3 -v ac.;3 ni~p 0 sitions * Prisoner transport * Case reporting * Accident investigation * Front counter position relief * Crime scene processing Collateral Duties * Major Accident Investigation Team (MAlT) * Major Crime Scene Team IMPACT Positions currently vacant Requires the allocation of commissioned personnel to fulfill the duties of these positions Impacts the level of police services provided to the community 'Ps-(¡ * Crime scene proce.ssing * Case reporting * Accident investigation * Front counter position relief Collateral Duties * Major Accident Investigation Team (MAlT) * Major Crime Scene Team IMPACT Requires reallocation of commissioned personnel to fulfill the duties of these positions Impacts the level of police services provided to the community "?s -( L Criminal Investigations Quartermaster .Jail Coordim1tor Registered sex offenders Major crime Scene Fleet maintenance Jail Contracts Equipment purchasc vtanages inmate population Missing persons reports Case reporting Oversees volunteers City & Police EOe participation Collateral duties: Major Accident Jnvestigation Team (i\"IAIT) Major Crime Scene Team IMPACT $303,577.00 Front Counter Public assistanœ Case reponing Phone reports Requires reallocation of commissjo:1c<.Ì ¡lCrSl!!lnel to I'ui till the dutics or thL'SC positions Impacts the level of police service pnn ¡ded to the community ~-;-/3 {á~*:m </..;~~:.,::, ': ,,'liMP ACT . I '". .' . Eliminates marked PSG vehicles used by Patrol PSG's to fulfill their duties and assignments . Vehicles would be essential if six (6) PSG Patrol positions were restored '"Fs-' { ~ PUBLIC WORKS Cary M. Roe, Director October 21, 2004 Organizational Chart PUBLIC WORKS ADMINISTRATION Cary Roe Public Works Director 1.0 FTE Department Total: 41.5 FTE DEPUTY PUBLIC WORKS DIRECTOR ADMINISTRATIVE SUPPORT Ken Miller f-- r- Krystal Kelsey Deputy Director Administrative Assistant II 1.0FTE 3,0 FTE I I I I DEVELOPMENT TRAFFIC STREET SOLID WASTE SURFACE WATER SERVICES SYSTEMS SYSTEMS MANAGEMENT MANAGEMENT Wimam Ap!>eton Rick Perez Marwan Salloum Rob Van Orsow Paul Buoch Development Services Traffic Engineer Street Systems Manager Solid Waste & Recyding Surtace Water Manager Manager Coorúinator 5,5 FTE 4,5 FTE 11.0FTE 1.5FTE 14,OFTE PtV- 2003/04 Accomplishments 2003 Asphalt Overlay at $1.89 million 2004 Asphalt Overlay at $1.15 million Completion of Pacific Highway South HOV Lanes Phase I Improvement project, from S 312" Street to S 324" Street Completion of S 324" Street at SR.99 Improvements Substantial completion of Pacific Highway South HOV Lanes Phase II Improvement Project, from S 324" Street to S 340" Street Completion of S 288" Street at Pacific Highway S widening and intersection Improvements Completion of Weyerhaeuser Way and S 336" Street Roundabout project Start of Design and Right of Way acquisition for the Pacific Highway South HOV Lanes Phase III Improvement project, from S 284" Street to SR-509 Grants Awarded: Pacific Highway Phase II (S 324" Street to S 340" Street) Pacific Highway Phase iii (S 284" StreetlSR-509) - PSRC $4,891,566 -PSRC $5,197,948 - TIB $6,445,100 Completed a Notice of Intent to apply for a National Pollutant Discharge Elimination System Permit under the Clean Water Act in 2003. Completed the West Hylebos Stream Restoration Project. Completed the Lakota Wetlands Regional Pond project and successfully negotiated and acquired 12 acres for the project and Park Department. Completed the Lakota Creek Stream Restoration Project. Produced the SWM Newsletter, the Waterlog, quarterly. Produced the 2002 and 2003 SWM Annual Reports. Expanded the public education aspects of the utility to include a new car wash brochure, food handling posters in three languages, and organized the Natural Yard Care series of public meetlngsllrainings in 2003 and 2004, Conducted over 500 annual Inspections of private stormwater facilities, 100 inspections per year of single-family residential construction sites and approximately 200 businesses were Inspected for compliance with the City's codes for source control and illicit discharges. 2003/04 Accomplishments, continued Completed the process for formation of the Steel Lake Management District. Successfully treated Steel Lake with aquatic herbicides for Invasive plants in 2003 and 2004. Provided four recycling collection events averaging 670 participants and over seventy tons recycled per event. Production and distribution of the annual Waste Reduction and Recycling Options brochure I Yard Waste Service calendar, as well as a similar brochure focused on multi-family residents, Continued implementation of recycling services at participating multi-family complexes In Federal Way. Continued managing existing grants and applying for new grants to enhance and support the City's hazardous waste reduction, solid waste reduction and recycling programs. Increased availability of litter collection containers In City Core's public places, and provided collection service for these containers. Participated in regional staff-level committee tasked with enhancing city roles and negotiating positions related to regional solid waste Issues. Helped draft County legislation that forms a regional Metropolitan Solid Waste management Advisory Committee starting, in 2005, Streamlined permit process per City Council and Stakeholders direction. Improved public's perception of doing business with the "City" (customer service) Updated weekday traffic signal coordination timing plans on S 320" Street and 21" Avenue SW, and weekend traffic signal coordination-timing plans in the City Center. Completed construction of new traffic signals at 8" Avenue S at S 312" Street, 14" Avenue S at S 312" Street, and 23'. Avenue South and South 314" Street. Completed replacement of incandescent traffic signals with LED's to reduce electricity consumption and preventative maintenance. Completed the CFC project, including SEPA, building permits, traffic mitigation and concomitant agreement. The City received two Homeland Security Grants to purchase equipment for the Emergency Operations Center at the new City Hall. This equipment Includes radios, computers, monitors and projectors for use during emergencies. pw- 2 2005/06 Key Projects Completion of the design and right of way acquisition for Pacific Highway S HOV Lanes Phase "m" Improvement Project, from S 284'h Street to SR-5O9 Completion of S 336'h Street at First Way S Intersection Improvement Project Substantial completion of the SR-18 at SR-161 Intersection Improvement Project if grant funding becomes available. Completion of the 21s1 Avenue SW extension at SW 356'h Street and 22"0 Avenue SW Substantial completion of S 320'h Street at First Avenue S Intersection Improvement Project if grant funding becomes available. 2005 Asphalt Overlay at $1.22 million 2006 Asphalt Overlay at $1.23 million Franchised hauler agreement term extension or re-bid process, as well as review of available solid waste and recycling service options Extension of solid waste utility authority to any newly annexed areas Participation in King County Comprehensive Solid Waste Management Plan update and adoption process. Providing support to Metropolitan Solid Waste Management Advisory Committee forming in 2005, Provide spring and fall recycling collection events Preparing and distributing information about solid waste/recycling service changes via brochures, news media, and the City website. This includes the annual Waste Reduction/Recycling Options Brochure and yard debris service schedule. Outreach materials will also be developed for multi-family residents as part of expanding recycling services at multi-family complexes. 2005/06 Key Projects, continued Apply for, and manage, three grants that support the City's various hazardous waste, recycling, and waste reduction programs, Complete the Joe's Creek Habitat Restoration Project Complete the East Branch Lakota Creek Channel Restoration Project Complete the SW 332"0 Street Trunk Replacement Project Complete the SW 320'h Street Trunk Replacement Project Produce and distribute up to 500 copies of the Waterlog Newsletter quarterly Apply for the National Pollutant Discharge Elimination System general permit once issued. Update weekday and weekend traffic signal coordination timing plans on S 348'h Street, Enchanted Parkway S, and First Avenue S Complete the Westway Street Lighting Project Develop 2030 transportation forecast and CIP, and update the Comprehensive Plan Complete Traffic Impact Fee and Concurrency Management System Complete planned action SEPA for the City Center Project Complete the City Center Access Study Participate with WSDOT and other project stakeholders to complete environmental assessment for the Triangle Project. pw- 3 Proposed 2005/06 Budget Compared to 2004 Adiusted Budget: . 2005/2006 is increased 1.7% or $131,697 from the 2004 Adjusted Budget . Areas of increase are primarily salaries and benefits .. The All Cuts Option - Public Works Public Works 5 D Preapplication Fees 5 D'I Various Public Works line item cuts 5 I Transfer Admin gal/Ben to SWM 4 I Transfer Admin SallBen to SWR 4 I Transfer Dev. Ser..;ces Sail Ben to SWM 4 I Reduce traffic temp help 3 Ell Various Streets Di\ñsion Line Items 2 Ell Shift 50% of St System Proj Engineer to capital 2 Ell TR pre-.enti-.e maintenance 2 Ell Reduce maintenance on state routes (WSDOT contract) 2 Ell Access management, new street lights, minor signal 2 Ell Tum off street lights mid-block on locallminor streets 2 D Banner/baskets/holiday lights 2 I Neighborhood traffic safety 2 I Senior Traffic Engineer Total Public Works FTE 1.00 1.00 $ (15,000) (25,540) (20,955) (12,717) (40,990) (4,500) (20,800) (46,417) (35,000) (30,000) (16,800) (31,355) (35,000) (20,000) (75,000) (430,074) pw- 4 Recommended Changes: Target Reductions Additions € 2005 2006 2005 2006 E One- One- One- One- a. Div Fl'ogram FTE Fleet tire Ongoing tiræ Ongoing tiræ Ongoing tire Ongoing Public Works 4 OS Fl'eapplicaoon Fee (15,000) (15,000) 4 AD Transfer of General Fund (20.955) (20,955) - 4 ALL Line lem Reductions (25,540) (25.540) A ST Repair & Maintenance 47.000 47.000 A TR Traffic Maintenance 46.900 61,300 A 0% Utility tax (93.900) (108.300) Subtotal PublIC Works, General Fund - (61.495) (61,495) Solid Waste & Recycling Fund: I SWR Reduce Travel & Training (232) (232) I ¡Subtotal Solid Waste & Recycling (232) (232) Surface Water Management Fund: 4 AD Transfer of General Fund 20.955 20.955 4 SWM Reduce Vadis Contract (2.000) (2.000) - 4 SWM Various Line Reducoons (2,250) (2.250) 4 SWM Reduce Vactor Service Contract (15.000) (15.000) A SWM NA:ES Pernit 32,500 32.500 A SWM Replace 2 IVowers 2 Subtotal Surface Water Managerænt 2 1.705 1.705 32.500 32.500 Total Public Works 2 (60,022) (60.022) 32.500 32,500 pw- 5 Capital Projects - Transportation P"", "'. Prnj.", E><I~"P" S~~ 12) B~~. p, d 200...6 ."...._- 200"'" F- II No "'â~1 Do~'01"" ToI~ G'~I MI' P"",V, """" REET un. Fuono 01"'" GF""" Told ...... TAAHSPORTATlON . . An~ol 0...., Pmg"m - 7,435 7,435 1,250 1,161 " 2,441 ~'" 0 2 SR99 HOV L- Ph-oil,S 324~ I.S,. 14,906 11,6" 1,119 2,210 1 7 SR" HOV Lo... Ph.H III ,5 284do SI'" 14,- 11,843 312 975 I,ITO 1,"0 1,870 1 0 S348IhSoHI""A~S,SR99 3,106 2,167 350 589 589 3 9 SW3121hSOHI@I-IAwS,SR509 6,000 6,000 6,000 1 10 S ""'SL@I""oS, 4,200 2,840 103 1,151 337 6" 217 1,151 1 11 S356"S_I"'A~S,SR99 9,345 6,262 "" 1,1'" 1,356 1,356 1 12 S32O1toSIHOV,&hAwS'IoSR99 6,191 4,333 I,'" I,'" 1 13 SRI8@ 001611.",.....- Imp. 4,500 2,7" '" ... '" IS 758 ... , 14 0336" SL@"'AvoO,SIgn.'M""'" ". '" ". ". 3 15 IO~A.S"" SW C~.....!> ,SW344~ 7,900 7,900 7,900 1 .. S,.... O...'@I"A__O 1,- 1,260 .. 79 432 432 432 1 17 S3361h@lotWayS 420 4 22 394 1 18 21otA,SWE><ISW356thSI,22ndA,SW 756 400 49 307 1 19 S",lhSI@"'"hAwS, 1,356 951 405 4OS 3 '" Io1AwS, 5 32O1hSI,S 33OIhSI 1,726 1,209 519 519 3 22 CI~ Ce""""'HS"', ',500 5110 ',000 200 200 2,"'" 1 23 OR'" HOV LoM_Pho._IV ,SR-5091o 5 14,'" 11,240 '" 2,300 '" ... 1,830 3 25 S 3O41h SI'HI@28lh 360 360 360 3 27 S"",hS"",@" 5,280 5,280 5,280 2 25 S 356lh 5..., SR 99-5R161 5,472 5,472 5,472 3 31 """S, S292-@312 853 653 653 3 290 S3141hSI"'~A,S,z¡,dA,S,.oI~'- 340 340 340 MW 21"A-.- 0_..,S310" S....",."" 1,'" 1,000 ... ... ... ToI~ T,~port"'M Prnj~" $"6,"0 $57,766 $4,421 $ S,58S $48,946 $2,056 $2,500 $1,161 $2,873 S $',590 $40,356 Capital Projects - Surface Water "q ",<d ...""""""""" """"" 200SœAl"""""'" 2OO5-œ F"". No """"""""""'" T"" "a< "'tia _VI """"" REEf UTo "-"To atø- Fee. Tdd ""'" I SuIfaœ Water I 0 """ap-!'crud""'~ $ 2,"" $ ., $ $ 704 $ 1,364 $ $ $ $ $ 436 $ 436 $ 928 1 Joe> 0'" - ""...om """ '"" f>< 1,500 "" 321 429 429 429 3 Eæt 'hn" ""'d" 0... o-a-r.o -,,"" 981 212 )EO )EO 769 4 fNV32OIh",...TnrI<"""""""" 150 150 150 150 5 s.W32OlhS,O","", eœ eœ eœ eœ , """ .-.. 0..0" C<rOd Stn.<dUe 1,228 1,228 179 179 1,049 7 fNV""""""'TnrI<"""",""",- 519 519 519 519 8 fNV 356Ih "'... - """'" -Iy 882 "" 40 40 40 9 Mna- ..... ""rim -, Eæt 15nh ,.. 248 248 248 248 10 S3Th1",..._Oœk""""""" 2,100 600 roo 570 570 570 ITdd&lf""'W"""."'" $ 10,300 $ 1,300 $ $ 3,009 $ 5"",, $ $ $ $ $3,943 $ 3,943 $ 1,977 1M ON"."" $127,027 $ SO,I46 $ 4,421 $ 8,594 $ 54,866 $2,Offi $~500 $ 1,161 $~873 $3,943 $12,533 $42,333 pw- 6 Asphalt Overlay - Follow Up Overlay Budget Comparisons for Local Cities (Dollars Spent Per Lane Mile} Road Maintenance Budget Lane Overlay Slurry/Chip Dollars per City Miles Budget Seal/Other Total Budget Lane Mile Tukwila 200 $1,250,000.00 $1,250,000.00 $6,250.00 Federal Way 463 $1,800,000.00 $1,800,000.00 $3,887.69 Bellewe 940 $3,500,000.00 $3,500,000.00 $3,723.40 SeaTac 151 $460,000.00 $460,000.00 $3,046.36 Tacoma 2439 $3,938,911.00 $2,071,376.00 $6,010,287.00 $2,464.24 Auburn 365 $750,000.00 $750,000.00 $2,054.79 Renton 451 $700,000.00 $700,000.00 $1,552.11 Kent 551 $600,000.00 $75,000.00 $675,000.00 $1,225.05 Asphalt Overlay - Follow Up Overlay Budget Comparisons for Local Cities (Dollars Spent Per Lane Mile) Road Maintenance Budget Lane Overlay Slurry/Chip Dollars per City Miles Budget Seal/Other Total Budget Lane Mile Tukwila 200 $1,250,000.00 $1,250,000.00 $6,250.00 Bellewe 940 $3,500,000.00 $3,500,000.00 $3,723.40 SeaTac 151 $460,000.00 $460,000.00 $3,046.36 Federal Way 463 $1,200,000,00 $1,200,000.00 $2,591.79 Tacoma 2439 $3,938,911.00 $2,071,376.00 $6,010,287.00 $2,464.24 Auburn 365 $750,000.00 $750,000.00 $2,054.79 Renton 451 $700,000.00 $700,000.00 $1,552,11 Kent 551 $600,000,00 $75,000.00 $675,000.00 $1,225.05 Pi\) - 7 Asphalt Overlay - Follow Up Alternative Budget Levels Comaparison . Deferred Costs ($1, OOO's ) GCI Score Budget Le'Æl Year 1 Year 10 Year 1 Year10 1.8 Million 4937 4640 86 90 1.2 Million 4937 12673 86 79 Do Nothing 4937 29470 86 50 Asphalt Overlay - Follow Up I ~1.8Mjllion ~ 1.2 Mililion ~ Do Nothing I ------ ", -'-------- p(}J - 8 Asphalt Overlay - Follow Up I ~ 1.8 Million ~ 1.2 Million ~ Do Nothing I ~,------- ----- - rlJ- 9 . Law Department 2005/2006 Budget Presentation LAW DEPARTMENT ORGANIZATIONAL CHART I CIVIL LEGAL SERVICES Km. K',kp...'« D.p." C'" A"".., Am, J. Pm.." A..,...., C'" ""..., " fTE LAW DEPARTM ENT Palricia Richardson (:;" A......" '-'H' O.........T,..., 1O,'fTE I.g.' .d.'..,.".,.., ,. C,,",", C"yM...,..,C.mm"".", s..rr M'..g.m....fl.. D.p,,'m,,' DEPARTMENT SUPPORT T.... M ..g""" L..d P"".g.' 1.0 fTE D ,.."., oopp'" C.mm,....'C.mm',,'., OOpp'" CRIM INAL PROSECUTION SERVICES A.... w.", C"'" P,...",., ),' fTE c,." Ii"g""', '..d ... h""."..d .".... I...,.d,'" ,. ,.Ii..d.p,,'m." c......""".,..d,..,..."" O.d....,. ,..,"'".. Rm""" p..,...",. ,..",..., 'g,..m "u G"",' l.g.1 .dyo.. ,. c", C.,",", C"y ~ ...""..d ,.." C..m ,..1 ".""""'m,..",..".....d ,..rr" ,.,,"',... E.I""C"y'>~""".'C.d. D.m"",y,."."E."".m"",.,..m 2 LAW -1 2003/04 Accomplishments . Draft and negotiate agreements with Olympic Pipeline and Comcast. . Successful defense of several lawsuits against the City. . Advise staff on land use issues. . Successful launch of a Domestic Violence Volunteer Program. . Successful prosecution and enforcement of code violations. 3 2005/06 Key Projects . Draft and/or review 350-400 contracts. . Negotiate Utility and Cable franchises. . Assist in property acquisitions on SR 99 Phase III; commence condemnation as necessary. . Advise staff on land use issues and the permitting process for Kitts Corner, and Opus. . Continue to enforce and prosecute zoning code violations. 4 LAW- 2 Proposed 2005/06 Budget Department Summary: 2004 2005 2005 05 ,",op - 04 Ad; Y..,~d ,",opo P'opo $Chg Cod. ,,~ 2002 A",. 2003 A",. Adop'ed Ad;,"ed .ed .... %Ch9 Ch,tL... son; 51 OM $551,135 $ 592,273 $ 726,642 $ "5,221 $ 558,948 $700,772 $ 730,837 $(15,"9) -22% Crimt,. son; 52 '"" 578,701 564,763 604,109 601225 680,987 612,375 644243 11,160 19% T.." "'" E'p~d $1,129,836 $1,157,035 $1,330,951 $1317,"5 $1,239,935 $1,313,147 $1,375,080 $(4,299) -03% Ct.tL... son; 51 OM ",903 60,196 60,000 50,000 (50,000) ,100% Crim;,. L.." son; 52 '"" 15,012 60,000 50,000 (60,000) ,100% T.... an. ,T'm. $",903 $75,208 $, $110,000 $110,000 $, $, $(110,000) $(110,000) T"""...,dl1u~. $1, "',739 $1,232,"4 $1,330951 $1,427,"5 $1,349,935 $1,313,147 $ 1,375,080 $(114299) -8,0% Chy MO' AdJ"'m~" (31,961) (34,384) (31,961) "'. AdJ..""T.'" $1,1",739 $1,232,"4 $1,330,951 $1,427 ,"5 $1,349,935 $1,281,185 $1,340,'" $(145260) ,102% The Law Department proposed baseline budget totals $1.313,147 in 2005 and $1,375,080 in 2006. This is a 0,3% decrease from the adjusted 2004 budget. This decrease is due to the reduction and/or elimination of budget line items such as subscriptions to legal resources (books), and witness fees. 5 The All Cut Option Law 4 Domestic Violence Conviction Assessment (10,000) 4 Claims admin, 0,50 (29,384) 4 Books and printing (6,000) 3 Witness fees (4,000) 2 Rule 9 Intern (24,800) D,V, Advocate 1.00 (56,940 Total Law 1.50 6 LAfAJ- 3 SERVICE IMPACTS ON THE ALL CUT OPTION . D.v. Assessment is additional revenue to the Law Department per RCW 10.99, effective July 1, 2004. . Claims administration is additional revenue to Law's baseline budget from Management Services as a more efficient, effective, and coordinated response to claims and litigation. . The elimination of the budget line items (books, printing and witness fees) reduce resources to successfully prosecute, and defend the City. . The elimination of the Rule 9 Interns will adversely impact the number of cases successfully prosecuted. . The elimination of the DV Advocate will adversely impact the successful prosecution of Domestic Violence cases and the Domestic Violence Volunteer Program. 7 Recommended Changes City Manager Recommended New Programs: k :'r:': :":,, :'F::::::¡,;:~~!!~~di!~!~~t.{: :'1:':', "';:,:~:::.::ilifrli~fji:..!~:::,,::~':~~~.:'~ . cur ::;,',f;:~.:.,;:;¡';.:~~:.:n~.,,:".:iJ...: ¡:;j"~...:..,::'.:,!;¡.. .I.~':'~.:.'..; ~. ...:.~. ,,"':.;:'. . .' , . - n. . " n .... - - _n.. . .' ! , . Continue Dorreslt ViJlence '::'$Ii!ifDliI!:Law.::""""'" 8 LAw- 4 Conclusion/Summary . The all-cut option will have visible impact to the prosecution department. ~ Adversely impact prosecution of Domestic Violence and reduce the D.V. Assessment Revenue. ~ Will eliminate the D.V. Volunteer Program. :>- Adversely impact prosecution of misdemeanors, (Domestic Violence, Driving Under the Influence, and Thefts), . The reduction in resources will impact the ability to successfully prosecute and defend the City. . The effect of CM recommended changes. :>- Maintain a volunteer Domestic Violence Program. ~ Maintain a level of service for prosecuting Domestic Violence cases. :>- Maintain a level of service for prosecuting misdemeanors. 9 lPtVJ - 5 . Management Services Department 2005/2006 Budget Presentation 2 M5-1 2003/04 accomplishments . Implemented GASB 34 reporting model . Clean audits . Implemented concurrent online/hardcopy council packets . Implemented wireless remote access capability for police and public works . Redesigned city's website . Supported acquisition and construction of the new city hall facility . Financed city hall acquisition and community center development . Retired $12.1 million bonds early 3 2005/06 Key Projects . Redesign records management system to incorporate digital records . Install wi-fi network for high speed data access in police and other field applications . Negotiate and implement new bargaining agreements . Support the development of the new community center . Insure smooth transition of support services operations with position cut' 4 Ms- 2 Proposed 2005/06 Budget . Baseline budget without CM changes is $4.8 million for 2005/2006. . This is a 16% decrease from 2004 adjusted budget due primarily to çapital equipment. Replacements are included in the 2004 budget and will be added to 2005 budget upon council approval. . Excluding capital and 1-time items, the baseline budget will increase by $63k, or 1.5% in 2005 and $92k, or 2.2% in 2006. The All Cut Option Management Services FTE $ 5 D Eliminate Insurance broker services 5 I Reduce claims expenses 5 I Reduce MIS Hardware/Software support c 5 I Reduce Purchasing/Risk/Support Service 5 D Shift graphics to contract 5 D Savings from restructure Deputy Director 5 D Convert GIS Analyst to intern 5 D Copier rental 5 D Reduce Courier and CopierlPrinting Servie 5 I DP Line Items 5 D Various line items 4 D Reduce Insurance Premium (increase dee 4 I Eliminate temp help for meeting broadcas 4 I Reduce fleet maintenance services 4 D/I Reduce GIS Intern to halftime 2 0/1 Eliminate recognition & wellness program 2 I Financial Analyst (accounting/reporting) 2 0/1 Eliminate Education Assistance 0.50 0.50 (26,250) (20,000) (14,000) (19,458) (29,318) (17,032) (15,000) (10,000) (16,680) (7,500) (31,611) (30.000) (15,000) (21,600) (20,000) (4,420) (70,000) (10,000) 0.50 1.00 Total Management Services 2.50 (377,869) 5 6 M~'- 3 Recommended Changes II II~~ ~ ~~---- . mm mmI œm III+.':.iI.!BiI œm DmJ mm DE'J A'ogram M:magerrent Services ,. 4-- RlS~ EÍlmnate ínšLÍrance ê-roki;; -'~---~-, -(26250j---- ---(26:250)"------:------'-----";------- F:~I~ ~~~~~~~¿'icfn~::~~~~~---- --------:-~t~~~~~; .~== =~gf~~~f==-===-=-~===~-- 4 HR' Bmnate Support Services (0,5) " (19.458) - (19'.458) - 4 CL èonvertGraphlcsServlces (0,5) ,'" 28,076 ' (28.076)' 29,318' "(29,318) 4 - Fl' Restructure pOSItions" (15,010)' (17.032) ;¡-MiSGISAnalystposll.on (15,ÓOO),(15,00Ó; 4 SUF Replace Copiers (10,000) (10,00Ó) 4" SUFReduceCounerand (16,680)--- (16:68Ó)" 4_MISDPilnelierrs " _(7,500j' '-(7.500) 4 ALLVanousLine~emReductlons (31,611) (31,611) A HR Labor Negotiations 12,500 : -Â- FI.ElFueÎCOštlrÍcrease----u------,---- -------'u----------- - 44.00Ó- A-jí,IIS Òty-New-sIEve'nísì¡ideO---' ----:------,--------'--'--14:00Ó 14,000 A-r;tISAnñuât 5Íulp--rrent .--------- ----- ------ :-------------- ~-------- ----,----- .. ~ 111m - EmiI~EmlImœIi)] EÐ3 Em EiEiIiI Em 12,500 44,000 7 Conclusion/Summary . City Manager Recommendation: ~ Reduces staff by 0.5 FTE ~ Converts 0.5 FTE to contract ~ Reduces over $200k in expenditures ~ Reduces department staffing to 24 FTE, which is about the same level as in 1995 (before police, court, GAC, web). ~ Reduces services provided by the department to internal customers. . All Cut Option will: . ~ Reduce additional 1.5 FTE (to 22.5 FTE) ;;> Reduce services to departments (requires departments to assume these functions and tasks such as preparing mailing labels for land use notifications) ;;> Defer vehicle preventive maintenance ;;> Eliminate employee recognition, wellness programs ;;> Eliminate education assistance funding >- Eliminate monthly financial report and other financial analysis and monitoring 8 MS-4 . City Council Office ",.".---::::7~'" 2005/2006 Budget Presentation Proposed 2005/06 Budget . 25% of Council budget is memberships > National League of Cities > Association of Washington Cities > Suburban Cities Association > Puget Sound Clean Air Agency (mandatory) > Other memberships are 1-time funded . Changes to baseline budget are attributable to: > Higher building M&O expenditures charged to all departments > Salary & benefits increases adopted by Independent Salary Commission > "Shuffling" of line items to reflect past practice 2 CLCM-l The All Cuts Option 5 0 Travel & Training 5 0 Suburban Cities Association (SCA) Dues 4 0 50% of Sister City Expenses 4 0 Council Retreat 4 0 Meeting Food/Beverage 4 0 National League Cities (NLC) Membershir (1,000) (34,288) (1,000) (6,000) (1,000) (5,540) . . ': ; ; . Reduces travel/training consistent with other departments . Eliminates ongoing funding for Suburban Cities Association (SCA) and National League of Cities memberships . Limits the Council's ability to host sister city visitors . Impacts the Council's annual retreat, i.e., no facilitator . Reduces meeting expenses Recommended Changes . Maintains the Council's ability to host sister city visitors . Maintains the Council's annual retreat . Maintains NLC membership . Maintains meeting expenses . Funds SCA and Puget Sound Regional Council memberships (1-time; SCA is 2005 only) . Maintains the Council's tradition of visiting sister cities in even-numbered years (1-time) 3 4 CCC"M- 2 Conclusion/Summary . The all cuts option: ;;. Reduces travel/training consistent with other departments ;;. Eliminates ongoing funding for Suburban Cities Association (SCA) and National League of Cities memberships ;;. Limits the Council's ability to host sister city visitors ;;. Impacts the Council's annual retreat, i.e., no facilitator ;;. Reduces meeting expenses . The city manager's recommendation: ;;. Maintains the Council's ability to host sister city visitors ;;. Maintains the Council's annual retreat ;;. Maintains NLC membership ;;. Maintains meeting expenses ;;. Funds SCA and Puget Sound Regional Council memberships (1-time; SCA is 2005 only) ;;. Maintains the Council's tradition of visiting sister cities in even- numbered years (1-time) 5 . City Manager's Office 2005/2006 Budget Presentation C.cO'1- 3 Overview . City Manager's Office - 6 FTE ~ City Manager - 1 FTE ~ Assistant City Manager - 2 FTE* ~ Economic Development Director - 1 FTE ~ Administrative support - 2 FTE . Municipal Court - 13.55 FTE ~ Judicial branch of city government . Budgeted under City Manager's Office . Separate presentation * One serving as acting parks director 2003/04 Accomplishments . City Manager ~ Acquired the Paragon Building and managed its renovation into a new City Hall ~ Directed the planning and design process for the new Community Center ~ Worked with customers/stakeholders to develop and implement 37 improvements to the development permit process ~ Implemented new customer service programs ~ Continued to control jail costs ~ Received $12.7 million from the Legislature for Pacific Highway South HOV Lanes Phase III, $250,000 for the West Hylebos Boardwalk, and $106,000 for Historic Cabins Park. 7 8 tcCM - 4 2003/04 Accomplishments . Economic Development )ò> Directed economic development and downtown redevelopment efforts . City Center Planned Action EIS . Discussions on City Center retail, lifestyle center characteristics, and potential redevelopment strategies )ò> Successfully bid for and sponsored the Reebok Women's Triathlon )ò> Commenced work on Han Woo-Ri, the Korean Sports and Cultural Festival )ò> Funded and assisted with start-up of the Federal Way Farmer's Market )ò> Marketed Federal Way to Fortune Magazine's "fastest- growing" companies, including California companies 2005/06 Key Projects . City Manager )ò> Manage construction of the Police Evidence Building )ò> Direct completion of Pacific Highway South HaV Lanes Phase II and begin Phase III )ò> Direct construction of the Thompson and Armstrong neighborhood parks )ò> Work with Sound Transit to complete the Federal Way Transit Center )ò> Promote effective and timely customer service )ò> Maintain effective relationships with Congress, the Legislature, regional governments, and local media -- 10 9 CLCM- 5 2005/06 Key Projects . Economic Development }> Direct economic development and downtown redevelopment efforts . City Center Planned Action EIS . Lifestyle retail market study . Potential site planning and rendering of key redevelopment sites . Marketing of downtown redevelopment opportunities }> Produce Han Woo-Ri }> Coordinate Lodging Tax Advisory Committee and its work program to promote tourism }> Increase marketing of Federal Way to prospective businesses through video, articles, advertisements, etc. Proposed 2005/06 Budget . The baseline budget: ~ Eliminates an Assistant City Manager ~ Moves Economic Development from Community Development to City Manager . The Court is largest component of the City Manager budget ~ Most changes in individual line items are attributable to Court 11 12 . CCCVV1- 6 The All Cuts Option City Manager HE $ 5 D Travel & Training 5 I Assistant City Manager 4 D Professional service 4 D 25% of Diversity Commission (MLK) 1.00 (1,700) (118,836) (5,000) (1,000) Total City Manager 1.00 (126,536) . Reduces travel/training funds consistent with other departments . Eliminates an Assistant City Manager . Impacts the Management Team's annual retreat, i.e., no facilitator . Eliminates 25% of the Diversity Commission's budget 13 Recommended Changes . Maintains the Management Team's annual retreat . Maintains the Diversity Commission's budget . Maintains the newsletter at reduced frequency (1-time) . Maintains the state/regionallobbyist contract (1-time) . Maintains the management analyst intern position (1-time) . Maintains Economic Development Council membership (1-time) . Funds economic development activities (1-time) 14 CCC.£^1 - 7 Conclusion/Summary . The all cuts option: ;.. Reduces travel/training funds consistent with other departments ;.. Eliminates an Assistant City Manager ;.. Impacts the Management Team's annual retreat, Le., no facilitator ;.. Eliminates 25% of the Diversity Commission's budget . The city manager's recommendation: ;.. Maintains the Management Team's annual retreat ;.. Maintains the Diversity Commission's budget ;.. Maintains the newsletter at reduced frequency (1-time) ;.. Maintains the state/regional lobbyist contract (1-time) ;- Maintains the management analyst intern position (1-time) ;.. Maintains Economic Development Council membership (1-time) ;.. Funds economic development activities (1-time) 15 Conclusion/Summary . Questions? 16 CLCM- 8 MUNICIPA,' : "" , , , ' T 2005/2006' Budget Presentation MISSION STATEMENT The Federal Way Municipal Court provides an accessible forum for individuals to resolve issues and to settle-disputes in a fair, courteous and dignified way in accordance with due process of law. VISION STATEMENT We provide excellent court services with efficient use of available resources. We achieve this vision with a working environment that is positive, supportive, and encourages personal growth, and maintains an atmosphere of respect for the dignity of all individuals. 2 ML- 1 Overview Municipal Court - 13.55 FTE . Judge . Commissioner . Administrator . Supervisor . Clerks . Security .,' ...., ',:,1:- ' ,:' ' . ,'~ ~,. :;'¡~~'! ¥.SO FTE ¡ ¡ \ ! 1.75 FTE / /1 \'o FTE : 1 \FTE !9 FTE . 1 FIE ..., 2003/04 Accomplishments . Re-worked Probation contract to raise Court revenues . Added additional information to Court website . Monitored the State Legislature for . Worked closely interdepartmentall regarding mon . Formed Court Efficiency group an /r~mplemented s improve Court operations, produc(i¡"¡tv and increas fewer resources ,': \ , , . Tracked same defendant criminal c¡ase$ together ~ . Involved in Jail Operations Grqúp i"', . Created new infraction court orders resulting in more professional appearance ", . Moved to new Court location with~ no interruption 0 . Ordered all criminal cases to formal probation whic . Developed manual for pro teA!':Ï~~~~g ',~~';~,,::,:,..:,,"" " ' ffect the Cour~ statistics .' alchangestd venue with! ' . ings and ourt Services (: -, mor~ efficient " ' , ,', 4 MC- - 2 2005/06 Key Projects . Re-work Alliance One Collections Contract to raise Court revenues. . ,/,;r ',,"::è:. ;'~.~.~'::;,z;', :'i"';';'). . Continue to work with the Coordinatëd Cöñïniunity Response Team ox' . Continue involvement with C~~~ Flow and Group i! \ ¡, \ . Continue effort to raise revénoe \and decre . Continue focusing on customer service and professionalism 0". ", , ' . Continue to work with Probation tostreaml compliant cases " , . Continue involvement in C . Add additional resour Proposed 2005/06 Budget . The Municipal Court b~.seline', Þr9pÒsed:¡' ,'" budget totals $1/33!?;402 in 2Q'Ö'S and $1/404/121 in 2006)( " ' " . , , . This is a 1.00/0 deCZrease from adjusted budget.' ' ,", ":>'/~::-/:': ".: ',,' .' ' ML- 3 The All Cut Option Recommended Changes 7 8 Me - 4 Concl usion/S u m ma ry The all cuts option: -Eliminate Court Security. There will be an increased s risk of Court customers and employees andwðü . Increase ...., " ... I' the need for police response to ~he Court for security issues,7K t) ,.:' y , ,,', The city manager's recommendations: -Maintains and converts the ~xi?ting security to contracted services at a savings of $23,54 - Adds information technology (additional ph due to a larger Court space. ". . Provides a one time only temporary clerk p $20,000. rd Position. \ . \ 2006. / !computer) , ~;'~:'~~.;'.~'t)t{.~ 9 ML- 5 " Community Development Department 2005/2006 Budget Presentation COMMUNITY DEVELOPMENT DEPARTMENT Kathy McClung Director 1 .0 FTE Department Total: 29.5 FTE Mary Kate Martin Building Official 12.0 FTE Cv- 1 2003/04 accomplishments . Annexation Study and Ballot Measures . Christian Faith Center . Human Service Consolidated Plan . Passport Program . 54 Human Service & Block Grant Contracts . Reebok Triathlon & Other Lodging Tax Activities . Permit Process Improvements . CERT Program 3 2005/06 Key Projects . Volunteer Recruitment & Coordination for Reebok and Korean Festival Events . Major Development Projects: Opus, Commons, Community Center, FW Market Place . Revisions to Housing Chapter of Comp Plan . Decision of Becoming an Entitlement City . Providing Services to Newly Incorporated Areas . Downtown Planned Action SEPA . Code Compliance Procedures and Hotline 4 CD- 2 Proposed 2005/06 Budget . Baseline budget without CM changes is $4.04 million for 2005/2006. . This is 250/0 decrease from 2004 adjusted budget. ~ $400,000 Planning one-time studies in adjusted 2004 budget but not in 2005 budget. ~ $168,000 Human Services carry-over and one- time contract not included in 2005. ~ Balance of dept. budget is status quo with only . pay & benefit increase. The All Cut Option Community Development FTE $ 5 I Fees 5 0 Line items 4 I 16% Electrical permit fee ($0 subsidy) 4 0 Volunteer Dinner 4 0 Korean Liaison 4 0 Event coordination 3 0 Volunteer Coordination 2 0 CERT Program 2 0 CERT training supplies 2 I Reduce FTE- Code Enforcement 2 I Human service 7.5% 0,50 0.30 0.35 0.35 (83,600) (27,848) (20,000) (3,650) (22,000) (21,572) (25,167) (25,167) (3,050) (71,500) (30,000) 1.00 Total Community Development 2.50 (333,554) 5 6 LD- 3 Recommended Changes II F\qJan II '..,,- ~.II.~~ = -., mmmmlm!E1IRi!mI alimmm& _m¡:¡mam Qrnrurity CØÆlq:mnt 4 ED 5%9:tcdlnractAtriristraticnFæ 4 Fl. Zairg O:IT¡:Jiarœ ~eN Fæ 4 Fl. A-ea¡::piæticn Fæ 4 ED Nareticn Fæ 4 ED Q.€r-tt-eD:wterPemitFæIn::recœ 4 ED United Pcœ3s f\gærrer1t 4 ED GSFæ 4 AD PasE¡xrt ~œ Rxs 4 AD Ure ItemRrl.cticns 4 Fl. UreltemPaidicns 4 ED UreltemRrl.cticns 4 f-6 VaIia..s Ure Item Rrl.cticffiHJlmn A f-6 &ç¡:jerrEntal Rrdrg A ED Sgl O:IT¡:Jiarœ VeHde FS¡jaa:mnt A ED Ccœ O:IT¡:Jiarœ Vehde FS¡jaa:mnt, - 1 A ED ÞdjCàrqjesfcrl~(J"Trt.d<s . . ~ . .. _1IIIEJ_1DJmJJ IEm _1EÆ!D- (13,3XJ) (8,Em) (15,CXXJ) (2),CXXJ) (2,100) (1.CXXJ) (7,700) (16,CXXJ) (2,6ffi) (2),223) (3,700) (1.270) (13,:ID) (8,Em) (15,CXXJ) (2),CXXJ) (2,100) (1,CXXJ) (7,70)) (16,CXXJ) (2,6ffi) (2),223) (3,70)) (1,270) 12,Em 12,Em Conclusion/Summary . City Manager Recommendation: ~ Increase to Permit fees ~ Reduction in Line items . Full Cut Option will Result In: ~ Significant Reduction in Code Compliance Program ~ Elimination of CERT Program, Volunteer Program & Event Coordination ~ $30,000 reduction in Human Service Funds ~ Elimination of Korean Phone Line, Korean Community Meeting Coordination, Korean Component of Family Fest, Korean Interpreter Services for City Services ~ Elimination of Volunteer Dinner ~ Increase in Electrical Fees 7 8 c,"b - 4 Parks, Recreation and Cultural Services Department The Mission of the Parks, Recreation and Cultural Services Department is to build a better community through the provisio'!.?J1d _stev:tardship Qt parks ~. pfógramš-tfl'at eTffiCffthe lives of our citizens. 2005/2006 Budget Presentation PRCS Function Chart PARKS RECREATION AND CULTURAL SERVICES Donna Hanson Director 18 FTE Admi~,lialim Den,",menl Tolal30,' FTE . Council CommlleeJConmi,""" Support . Depao1monl Planning & Fi,cal Admini"'alion . New Communily Cenl.. P<ajecl Managemenl I I I I MAINTENANCE, OPERATIONS & PARK PLANNING RECREATION & CULTURAL SERVICES PROPERTY SERVICES Presenting P~..nUno P~-nUno Beny Sanders. Po'" Planning & M"",F_.Su...lntondont St.v. Ik..d. p~...rty S~Ic.. Mn.. Development Coordinator 11,00 FTE 145 FTE 2,,08 FTE tOFTE 1,,05 FTE P""', Comm"im . New Conmunity Cenl.. Pr~ecI A'" Conmi"¡m Budgel o.v.<opmenl & Admini,liatim . C""",,."""'~. P"", Plan Updal. Youth Commi"¡m P"'" Malnlen"",. & Ope<ations Pari< Land Acqui'¡lim Budgel Developmenl & Adm;n~l,alion Athi.tic Field, and Ground, P""" "'*cl Management M..le< New Community Cenle< Plan,,;n. & Mgl """nlenonc. Planning. De'ion. Cm"ruclim Klahanee Lok. Communily Cenl.r Piay Slruel.... Land'cape Aochileelu,. S.Nic." Se,,;or Seov~., R.".aiion and Convnunity Ev.nt . Cml.act A.mni,tratim Communily Evenl, and Art, Support Granl Writing Convnunity Recr.atlon Conlracl Managemenl & Admini,"atim Developer Pian R.~.w Recr.allm Inc, (Inclu,~. Recr.,tim) Turi Monagemenl "'oor"" Youlh & Adull AlhI.'a Urban For.,'ry Knulzen F"",,ly Theatr. Facility Mainl.nanc. & See..ily Oem.. Bay Conf...nce & R.lr.at Cen". Qly Hall Malntenanc. Cm"acl Monag.menl & A,,",ni,"alion Volun'~' P<ag""" M""'.ting & P<amolion, 2 PK-S - 1 2003/04 Accomplishments Removed Recrealion 100, section from brochure and phased Specialized Programs Into general sections of the brochure Completed D\J11as Bay Centre Grounds Restoration Projects Funded b the ALEA Grant 2003/04 Accomplishments . ~~£~;ò! Hosted Women's Reebok Tnathlon Senes Event //// // BPA Trail Phase III Completed. 3 4 -pKS- 2 2003/04 Accomplishments Play EQuipment Replacement at Olympic View Pan< Assumed Owneo;hip and Operation of West Hylebos Wetlands Pan< from the State of Washington Steel Lake Pan< Soccer Field Renovation to Synthetic Turt 5 2003/04 Accomplishments Construction Management of New City Hall 6 PK-5 - 3 2005/06 Key Projects . Implementation of 2% for Art projects at the new Community Center. . Update Arts Commission Cultural Plan. . Develop Marketing, Staft and Customer Service Training Plans for the new Community Center . Prepare new Parks, Recreation and Open Space Plan . Update the Marketing Plan for Knutzen Family Theatre and Dumas Bay Centre. . Close the Kenneth Jones Pool facility and move programming to the new Community Center. . Complete preliminary study to develop concepts for a central park in the city core. 2005/06 Capital Plan Project: Community Center Scope: Building, parking, road extension and landscaping Funding 05/06: No additional funding requested 7 8 PK5- 4 2005/06 Capital Plan Project: Lakota and Sacajawea Parks Scope: Master planning, public participation Funding 05106: Complete master plans Project: Thompson Park Site Scope: Playground, trail, basketball court Funding 05106: Construction Capital Plan Project: Boardwalk at West Hylebos Wetlands Park Scope: Replace existing boardwalk with rot-resistant foundation and new, accessible deck Funding 05106: Design 9 10 PI:: 5°, 5 Capital Plan Project: Dumas Bay Centre Site Restoration-Phase 2 Scope: Stabilize eroding bluff and beach Funding 05/06: Design and Construction Project: Historic Cabins Park Scope: Parking lot. sidewalk, restroom, landscaping Funding 05/06: Construction Parks, Open Spaces and Facilities Inventory C"~F"...'W,,, P..k Department Maintained Propertiea " "".. .'. ' ',. , ..-~-- .~_.-. .---- .,:' ;. ~~..: " T .'" . ~- ! ",,' \.. ...~-"': '~:;~< :';'<=- ,",," . 'f:' ..; ;,.....;,,{,' ;, '. ",.::r.' .. ',' i , ,. '. 11 12 A:.<;- 6 City Manager Recommended Changes - -- .Impacts of CM recommended changes J>lncreased fees to participant for recreation programs J>lncreased rental fees at Dumas Bay and Knutzen Family Theatre J>Advertising on fence lines at Celebration Park J>Continuation of Senior lunch program wi current one-time funding J>Park Plan Update required for grant applications J>Purchase of equipment for maintenance to reduce rental costs and staff time to pick-up and return J>Only travel and training required to maintain certifications and licenses will be approved. ._~ -""'~""" ...~. 13 The All Cut Option -¡..... .,.~ .'n....._" ....-..,.. "......~.,.. "'. T \- I ¡ , ,-- i. i """"'."""'-'.'"U,.,",',-"""I'D'I"~", .' 1<",,"',.'.. Impacts of all-cut option: » Only revenue producing athletic fields will be irrigated » Regularly scheduled mowing, garbage pick-up and repairs will occur on a reduced schedule, ie currently once a week schedule may only occur once every other week » Supervision for volunteer programs will be reduced ;. Maintenance in parks will be reduced by pulling people into City Hall for repairs » Some Recreation programs will be cut and revenues above cost of program will be reduced ;. Red, White. and Blues would be eliminated unless donations can be found for fireworks display only ;. Arts Commission funding for programs will be reduced No lifeguards on duty at Steel lake P~s- 7 Conclusion/Summary . Our mission is to build a better community through the provision of parks and programs that enrich the lives of our citizens. . To achieve this we are recommending a budget that balances the need for recreation programs for a diverse community, new capital facilities, and maintenance of those facilities at the current level. 15 P~s- 8 CITY OF FEDERAL WAY MEMORANDUM Date: To: Via: From: Subject: October 21,2004 Federal Way City Council David H. Moseley, City Manager Iwen Wang, Management Services Director ~ Budget Questions This memorandum and attachments will provide the stâtus and responses to questions raised at the previous budget meetings. 1. What is the initial purpose of the 2.5% Admissions Tax and the costs associated with those specific programs? The updated revenue projections from the 2.5% Admissions Tax and the associated with the two school resource officers and two regular police officers were provided to Council on October 19. 2. Which Washington cities assess an admissions tax and how much? How does the tax burden at this facility compare with other Six Flags locations? Provided on October 8. 3. What do we do to ensure business license compliance? New businesses: When a business applies for a sign permit, the permit section checks both the business and the contractor for a valid business license and requires them to obtain one prior to issuing the permit. We believe this captures most new businesses. For businesses that change ownership, but not their name (which still requires a "new" license), we typically pick up during the renewal process if there is a change in principals. Existing Licenses: Annually, we send three notices to businesses with expired business licenses and then follow up with phone contacts to see if the number is still valid. If the number is valid and the business is not renewing after these contacts, a letter sent by the City's Chief Prosecutor to infonn them of civil and criminal penalties. This year, we also visited and hand delivered the renewal notices to those who had not responded. The Code Compliance Officers also check for business licenses in the field from time to time. We suspect that home businesses have a substantial amouñt of non-compliance; however, we lack a cost effective way to enforce licensing requirements. Home occupation represents around 20% of license holders and has a substantial turnover rate. It is difficult to determine whether a home business is still active unless there are signs or outdoor activities. 4. How about other revenue generating ideas and/or other budget cut options? Staff has initiated contact with the School District regarding a cost allocation adjustment of School Resource Officers. Council can provide additional revenue ideas as well as expenditure cut options at any time. 5. What are the original purposes of Utility Taxes? 1995 1.37% was designated for 10 street improvement projects (1.00%) and their maintenance (.37%). h:\fin\O506budget\council review\budget questions.doc 19973.63% was designated to finance capital improvements in: 1) city center streetscape improvements, 2) celebration park development, 3) KFT construction, 4) police facility development. The capital bonds represented 2.5% of the 3.63%. The remaining is designated 1 % annual street overlay and maintenance ofthese capital projects. 2003 1.00% is designated for community center construction (.75%) and KJP/new community center subsidy (0.25%). .6. What was the intent of the Self Insurance and Strategic Reserves? The stated purpose for a self insurance reserve is to establish a self insurance program instead of commercial insurance. However, tþere have been substantial changes in the commercial insurance market and since premiums have stabilized, there is no compelling reason to self insure. Limitations and exclusion have also increased in commercial insurance policies. In addition, while we can buy insurance for liabilities and buildings, we do not have insurance for infrastructure such as roads, bridges, street lights and signals. In case of a large scale disaster, State and Federal assistance will not be 100% and typically occurs way after the money is needed. The stated purpose for the strategic reserve is to "provide some fiscal means for the City to respond to potential adversities such as public emergencies, natural disaste(s, or similar major, unanticipated projects." [Emphasis added.] The policy further requires that any use of these contingencies is replenished within three years from the following orders of available sources: undesignated fund balance, deferred non-life safety capital, and operating revenue. 7. How reserves affect bond rating. ,I'.Provided on October 8, Fitch's research report regarding the connection between management . practices and potential bond defaults. 8. Provide matrix of claims for the past 5 years to see if increasing deductible makes financial sense. The table below shows settled claims over the past five years by line of coverage, and what the deductible is. ID, Subro TótàfSeltlement ,,' ", Total,.. Settlement $ betWeen $5000 &$25000 Increaseih' antiCipated Net gain' Yr Received GL PT AT LE Loss GL PT AT LE Deductible premo savin~ (loss) 2004 Total 4165 3397 - 547 422 4366 - - - - - 30000 30000 2003 Total 19,723 8,588 - 16,555 - 25,143 . - 7,500 - 7,500 30.000 22,500 2002 Total 5,399 1,100 - 3,904 10,000 15,004 - - - 5,000 5,000 30,000 25,000 2001 Total 6,333 13,455 - 62,813 6,000 82,268 2,401 - 34,601 1,000 38,002 30,000 (8,002 2000 Total . 5,916 - 20,612 44,000 70,527 - - 5,131 21,000 26,131 30,000 3,869 1999 Total . 1754 - 4,892 10000 16,646 - - - 5,000 5000 30000 25,000 Grand Total 35620 34210 ..~ x> 109323 ,70422 213954 2401 ->, 47232 32000 81633 150000 73367 . Receipts were tracked by year received but not by loss date prior to 2001. h:\fin\0506budget\council review\budget questions,doc 9. Provide 5-year history of sales tax and utility tax growth vs. increases in General/Street fund expenditures. Sales Tax Utility Tax General Street G/S Year Amount % Change Amount % Change Fund Fund Total % Change 1999 9,717,585 5,235,169 23,157,520 2,866,593 26,024,113 2000 10,332,439 6.3% 5,590,470 6.8% 23,819,366 3,051,823 26,871,189 3,3% 2001 10,368,153 0.3% 6,098,264 9.1% 24,519,501 3,130,880 27,650,381 2.9% 2002 10,737,605 3.6% 6,096,815 0.0% 25,838,056 3,334,457 29,172,513 5.5% 2003 10,547,534 -1.8% 7,072,758 16.0% 27,035,063 3,275,010 30,310,073 3.9% 2004 Est. 10,481,274 -0.6% 7,382,383 4.4% 28,058,825 3,656,844 31,715,669 4.6% 5- Year History of Sales Tax, Utility Tax, General/Street Fund expenditure Notes: 1) 2003 Utility Tax collection reflects the 1 % for community center effective March 1, 2003. 2) 2002 Expenditure increase including transfer the economic development position from L TAC to General Fund, and an net addition of 8.5 position!?ln public safety (add 4 officers, 4 PSOs, 1 receptionist less the reduction of 0.5 records clerk). 3) 2003/04 Expenditure includes the addition of KJP operation, Council paylbenefit adjustments, and increase in benefit costs. 10. Provide replacement reserve practices and life span for equipment. Life Expectancy for Replacement Reserve Collection Current Proposed Information Systems: Communications Phone System 800 MHz Radio 10 10 11 10 Data Processing Desktop Laptop Backbone (Servers/routers/switches) Major Software (permit, records, recreation, 4 5 10 10 5 6 11 12 " G IS Hardware 4 5 GIS data acquisition no reserve no reserve We typically share the cost with other local governments and used the hardware servers to acquire new data such as the aerial photo in 2003. GAC Equipment Equipment is provided as part of the franchise agreement. no reserve no reserve Web Redevelopment 6 6 Copier 5 6 Ve.hicle and Equipment Fleet General Service Vehicle 7 Patrol Cars * 5 Dump truck 10 Heavy Mower 6 All other equipment 10 . Based on past history, most patrol cars are in need of replacement at the end of 5th year, with those vehicles are in reasonable condition being retained for none patrol use. 8 5 12 6 12 Facility City Hall Fixture and Furniture * 10 . Projected collection is based on old inventory, will be updated to new city hall equipment. The use of this reserve is also more flexible that it can be used for major rehab/replacement of any components and systems in the city hall. 12 h:\fin\O506budget\council review\budget questions.doc 11. Provide Seizure Fund Use History. Th bi b 1 h h fì d h' 1997 eta e e ows ows t e seIzure un IStOry sInce Seizure Fund History 1997 1998 1999 2000 2001 2002 2003 2004 seD Total Revenue State Seizures 152,510 236,538 68,360 302,290 19,383 (6,933) 40,299 42,515 854,961 Federal Seizures - - - 88,565 87,067 116,622 2,039 1,448 295,741 Total Revenue 152,510 236,538 68,360 390,855 106,450 109,689 42,337 43,963 1,064,401 Expenditures: Narcotics Operations 14,682 32,933 36,540 48,986 73,559 43,648 72,327 55,304 377,980 Facilities. 12,973 20,295 23,455 23,976 23,296 16,128 50,000 150,000 320,123 Miscellaneous 2,540 1,049 5,814 15,970 3,532 14,827 9,865 5,389 58,986 Capital EauiDment 23,394 7,526 23,207 39,260 71,646 22,822 21,157 7,190 216,202 Total Expenditures 53,589 61,803 89,016 128,192 172,033 97,425 153,350 217,883 973,291 Balance .. 98,921 273,655 252,999 515,661 450,079 462,342 351,330 177,410 91,110 . 2003 and 2004 Facility cost is for evidence building. .. Balance does not include the house being decontaminated which will be available for auction later this year. 12. Provide updated Power Point Slide without the 1% utility tax transfer beyond 2006, To be provided. .. h:\fin\0506budget\council review\budget questions.doc cc, ¡ " (\' \:Ä,., I ð (")//1 1- l C . ~' Report of the Court FEDERAL WAY MUNICIPAL COURT OCTOBER 2004 MISSION STATEMENT THE FEDERAL WAY MUNI CIP AL CO DR T PROVIDES AN ACCESSIBLE FORUM FOR INDIVIDUALS TO RESOLVE ISSUES AND TO SETTLE DISPUTES IN A FAIR, COURTEOUS AND DIGNIFIED WAY IN ACCORDANCE WITH DUE PROCESS OF LAW VISION STATEMENT WE PROVIDE EXCELLENT COURT SERVICES WITH EFFICIENT USE OF AVAILABLE RESOURCES. WE ACHIEVE THIS VISION WITH A WORKING ENVIRONMENT THAT IS POSITIVE, SUPPORTIVE, ENCOURAGES PERSONAL GROWTH, AND MAINTAINS AN ATMOSPHERE OF RESPECT FOR THE DIGNITY OF ALL INDIVIDUALS. MISSION AND VISION STATEMENT The Court had an all day, facilitated meeting with just the Court Management Team and then with all Court Staff. As a result of those two meetings, the Court has developed a Mission Statement, Vision Statement, Workplace Rules and a number of goals to accomplish. The effect has been better teamwork working toward the agreed goals. The improved teamwork has helped the Court become more efficient and effective. This has allowed the Court to complete its workload with one less staff person then what caseload studies would suggest. All Court Staff should be congratulated on their participation and efforts to work together. GOOD DEEDS A number of Court Staff have contributed to causes that should be recognized. A few of the causes that Staff has participated in or took responsibility for include the City's United Way Drive, walking for the Relay American Cancer Society, helping set up for a fundraiser for Breast Cancer and on raising funds for a school in Florida after the hurricanes. Judge Tracy helped stain the fence around the YMCA and took a group of Boy Scouts to Philmont in New Mexico for a 10 day, 60 mile hike in the mountains. Thank you Court Staff for your contributions to the community and those in need. TRAININ G Court Staff have attended training for diversity, discrimination and new procedures on DISCIS, the Courts case management system. Gina has attended the Conference for National Center for State Courts on Court Management. Rae attended the Spring DMCMA on Court Management. Gina and Judge Tracy have attended the Presiding Judges Conference on employment law and a seminar on communication. Judge Tracy has also attended courses on Advance Evidence, Domestic Violence, Practical Approaches to Substance Abuse Issues, Sentencing Motor Vehicle Law Offenses, Supervision Certificate Program and Managing Human Resources. Judge Tracy is also a member ofthe DMCJA Education Committee, Dean of the Judicial College that teaches new Judges, and member of the Board for Judicial Education. Judge Tracy was a member of one ofthe work groups for the Task Force on Court Funding. DOLLARS AND STATISTICS For the year 2003, the Municipal Court had revenue of$I,934,831 or $113.47 per filing. For just traffic infractions revenue was $1,220,837 or $108.94 per filing. These figures take into consideration the Traffic School and Donations during that year. The state average for traffic infractions is $105.21 per filing. For just municipal courts statewide the average is $106.38 per filing. There are courts that have a higher average but Federal Way Municipal Court has been in existence for only 5 years and other courts have been in existence for longer than 10 years and have a larger pool of judgments for fines and costs to collect from. A judgment is good for at least 10 years. Each year the Court's revenue has gone up on a per filing basis. The Court is also concerned about the expenses incurred. The Court continues to use Video hearings, interpreter calendars and electronic home monitoring to reduce expenses. Additional steps the Court has taken to be more efficient and cost conscious include: -Resolving Traffic Infractions by mail reducing the number of court hearings. -Creating a new Order on Traffic Infractions that costs less and appear more professional. The Court held 17,895 hearings in 2003 and through September of 2004 has held 13,830 hearings. That is an average of 1,535 hearings per month or approximately 73 hearings a day. Hearings can be from a few minutes to all day or more for a jury trial. This is a busy court. IMPROVING EFFICIENCY The Court established an Efficiency Committee made up of representatives from the Court, Probation, Prosecutor and Public Defender for the purpose of identifying and discussing how to implement improvements to the Court and how to interact between different participants in the Criminal Justice System in such a way as to make the process more efficient for all. A number of suggestions were made by all participants, categorized and discussed with a number of items being implemented including the following: -Capping pretrial and readiness calendars that will allow the parties more time on individual cases to resolve the matter instead of continuing the matter. It also limits overtime pay for Court Staff. -Combining all active files that a defendant may have so that all issues in every file may be addressed at the same time. This reduces the numòer of hearings on different calendars for the same issue. It helps the prosecutor and public defender to know what matters are currently in the Court and resolve the issues at once. -A separate calendar for Driving While License Suspended charges as these matters have issues unique to the charge and the ability to advise the group as a whole and explain options that may be available is more effective in a separate setting -Probation monitors the new law violations and reports only when there has been a conviction. This reduces the number of review hearings and the number of matters for all parties to prepare for. -A special review calendar two to three weeks after sentencing when Probation will hold an Intake Interview. Defendants will be required by Court Order to be present or an immediate bench warrant will issue. It will reduce, review calendars significantly -How to issue No Contact Orders on Domestic Violence cases when the defendant appears on a calendar such as the Warrant Recall Calendar that the prosecutor is not present. All parties were concerned that appropriate orders are imposed and a procedure has been put in place to be sure this issue is considered at these hearings. Areas for improvement that the Committee is still establishing or considering include: -The Public Defender Screener present an additional day. This would give more defendants the opportunity to get screened and have less continuances and hearings for that reason. -Requiring parties to confinn any motion that has been set so that if there is no motion the parties may advise any witness that there is no need to appear. This will save costs for police overtime. - Working with Probation to detennine a schedule when certain actions are to be taken by a defendant with a Court date set as a check to see if the schedule is being followed. This is to encourage quicker action by the defendant and a even quicker response by the Court if the defendant does not act. The Committee is looking at a number of areas to improve on and coordinate with the various participants in the process. A NEW COURT HOUSE On July 12, 2004, six weeks before the rest of the City, the Court and the Police Department moved into new facilities. The Court had hearings Friday afternoon before the move and was open for hearings Monday morning as if the Court had always been at the new facility. This task was accomplished by the hard work of the Court Staff both getting ready to move and coming in on a Sunday to set the Court up. The Court Administrator and the Court Services Supervisor worked especially hard and their coordination of the movers on Saturday being sure that everything had been moved and put in the right place was very important to making the move a success. Three cheers for the Court Staff for a jOD well done. PROFESSIONALISM AND ACCESS POLICY After a move to a new facility, it is a time to review and reflect on policies that have been forgotten or may need changed due to the new facility. The Mission Statement provides in part the duty of the Court is ". . . to settle disputes in a fair, courteous and dignified way. . . ." Actual fairness is very important to participants to a dispute that is to be resolved by the Court. The appearance of fairness is just as important. To defendants or witnesses that come to the Court, often for the first time in their lives, the appearance of fairness becomes very important. They want to know the rules and that no party has an unfair advantage. Hearing the Judge or the Clerks referring or being referred to by the prosecutor, defense attorney, police officer, etc., by first name, gives the feeling of a deck stacked against them. Seeing the prosecutor, public defender, or police entered the non-public areas ofthe Court and appearing to have access to the Judge or Clerks beyond what other parties do, makes it appear that they have additional influence with the Judge. Often, those who participate in the Criminal Justice System feel that the Court is there "home away from home". This was especially true when the Court was at site different than the other participants. Since the participants' offices are in the same building, the Court reviewed the policies, checked with other Courts and announced that a higher level of professionalism would be expected from all participants. All participants have accepted and are acting at a higher level of professionalism. In addition, the Court has limited access to the non- public areas ofthe Court for the same' reason and the participants have been following that higher expectation, too. All persons who have had to adjust to this change should be congratulated for their recognition of the need to provide the appearance of fairness and their' cooperation in putting that policy into effect. " CLOSING The success of the Court is due to a group of dedicated professionals. Each employee perfonns tasks that are essential to the operation of the court. They are courteous, hard working and make good suggestions for improvements to the Court. Their efforts are invaluable to the success of this Court. The Court is confident that the challenges that inevitably come will be met by the staff with as much success as they have had in the past. The Court and Court Administration look forward to working with the other participants to meet those challenges to provide a Court that the citizens of Federal Way feel provides excellent court services.