Council PKT 09-06-1994 Study Session CITY OF
CID
Council Budget Study Session September 6, I994
5:00 Introduction
1
I
5:00 - 5:20 Budget Update
Budget Assumptions
• General Fund Status
5:20 - 5:30 City Manager's Recommendations
5:30 - 6:45 Questions & Answers
6:45 Budget Calendar and Adjournment
CITY OF FEDERAL WAY
MEMORANDUM
Date: September , 1994
To: Mayor ates and Council Members
From: , City Manager
Subject; y 20th Budget Retreat Questions Follow-up
This memorandum will respond to your questions raised in our July 20th budget retreat.
1. Finance/Economic Committee to review Budget and Fiscal Policies:
Due to the importance of these policies, it is the committee's consensus that a study session be
scheduled for the Committee of the Whole to review them.
2. Finance/Economic Committee to review GIS and PC Utilization:
Both programs were reviewed in the committee's August 25th meeting.
3. Communi Development Block Grant: (Why we need additional assistant while we justified
last year to transfer the administration to King County so we would not need to administrate
the program? What are the responsibilities of each person assigned to support the program?
How much money left from prior year that we are managing? Projects or programs status
on these remaining funds? Options in contracting for these program/project management?)
COPP Department will present their analysis in the September 6 study session to the full
council.
4. Pro+ride workload ancilysis lbr adminisirativc assistant required in the Law Department
The need of additional staffing is urgent and critical for the department continue to meet its
responsibilities. Since 1991, the department experienced:
• 79% increase in number of legal projects support of other department;
• 230% increase in levels of contract review and preparation;
• 53% increase in number of infractions processed;
• 65% increase in criminal filings processed.
All these increases were absorbed by a staffing level which has remained static since 1991.
Staff burnout is also evidenced by a extremely high level of turnover rate in the prosecution
attorneys, administrative assistants, and legal assistants.
5. Compare in-house park maintenance crew with contracting:
The City acquired 365 acres in parks facilities since 1991, which requires 10.86 additional full-
time employees to maintain adequately. The two maintenance staff requested will help to
lessen the tremendous overload on existing staff. The cost comparison of contracting vs
internal crew is not significantly different. Using Saghalie Park as an example, it is estimated
that the park will require two full time staff or 3,920 hours a year, at a cost of$68,000. To
contract for the services, using recent quotes and the city's contracting experience the cost
will run between $60,000 to $75,000 a year. This is slightly lower than costing information
provided by Bellevue Parks Department, is estimated to cost between $68,000 to $90,000.
The main consideration in in-house maintenance crew is the flexibility in scheduling and
assignment. A pros and cons analysis is presented below:
CITY CREW:
Pros Cons
• Flexibility in scheduling. Cost rigid, it is harder to reduce staff
• Flexibility in assignments. Depends on than to contracted service.
priority, city crew works from light • Appearance of big government and not
construction to traffic flagging for using local contractor.
special events.
CONTRACTING:
Pros Cons
• Seasonal flexibility. • Rigid scope of work.
• Flexibility in cost, the city could change • Time consuming to coordinate when
the level of service readily. multiple trades are involved.
• Encourage private business. • Pay premium for unscheduled or
• Keep the size of the city government unidentified work.
small.
City of Federal Way
General Fund Revenue Analysis
1993 - 1995
1993 1993 1994 9d Adopt 1994 1995 t35 P.ruts '94 Adopt
Revenue Source Estimate Actual Ado ted v5 93,! s1: Estimate Proposed vs 94 Inst 'v&'95 Pie r;
Fra erl Tax $5.218.139 $5,400,350 $5,540,475 3 ' $5,540.475 $5,591,209 0-9 0 44a`
Local Sales Tax 7,268,156 7,366,796 7,413.519 2i0`h's 7,474,456 7,623,945 2,0`3 2A%.
Local Justice Saps Tax. 978,550 989,484 998.121 0
1,011,385 1,036,670
- _
qamblln2 Tax 227,314 245,196 233,451 : .j 327,764 340,875 ;D� K6Ci°a
Leasehold Excise Tax 0 I 6,822 0 ;;IS 5,564 6,000 7.,n t rtr s
--------------
Motor Vehicle Excise Tax 1,179,305 1.184,811 1,213,4052-� 1,253,086 1,309,035 4.5°m 7k9�h
Camper Excise Tax 016,467 15,817 r w 19,893 20.580
Liquor Excise Tax 246,714 242,526 256,841 t 237,258 231,5252. ,i
Liquor Profits Tax 493,427 488,484 519.708 + S •Y; 451,920 463,785
criMPf22f,It1 rice-Low POP 143,810 149,987 369,802 � _ i5a-?.".:.:� 311,425 250,000 •,+,
.-,.! V .
Criminal JUSVLo-Wrrah Ca rata 243,000 245,781 81,000 r 273.794 65,666 6,t7'.'t,
Safes&:Use E uaFrxativn 638,437 715,996 470.135 i ut '''!, 712,128 509.690 23%
Franchise Fees 346,685 359,946 1 360,552 369,099 383,863
_ _.
Licenses 57,000 93,546 58.9201-7
8,920 _ 4 x a 88,720 88,720 i10 h. 6 r
BuildingPermits 300,000 368,375 321,343
", 348,706 357,108
_ r_
--------------
Fines& Forfeits 514,370 548.609 569,870 3 ` • 582.026 599,487 3.0
Zoning Fees 43,831 56,624 69.548 . 58,067 66,785 5 r
--
Plan Check Fees 200,000 209,289 J 184,805 ; w1 174,361 179,592 3.0
Sale of Publications 4.000 3.670 IJ 4,172E r '', 7,632 4,276
Recreation Fees.. 311,015 346,726 405,670 418,748 455,774
Interest 1=arnln s 201,370 194,757 203.000 a i 180,000 253.333 0,; t
County Park Payment 0 0 0 i �r f 0 0
Miscellaneous 18,442 60,391 18,940 27,000 19.508 `
7. :
.a
Total Operating Revenues 18.633,565 19,294,633 19,309,094 ? 19,871,507 19,857,426 7,` s'
1995 Proposed Changes (not Included above):
Property Tax-3%increase in 1993 $161,374
Property Tax-3%ongoing increase 167,700
10%Overhead Charge-SWM 131,591
10%.Overhead Charge-Solid Waste 18,794
I:IWQ 118 UDGETIREVASSUM.W81 06-Sep-94 10:31
City of Federal Way
Preliminary Status of General Fund
1995 Budget
Ongoing , One-Time
Item Changes: Balance Funding
General Fund Operating Deficit/One-Time Funding Balance $ (428,885) $ 1,157,444
Proposed Department Cuts:
Management Services 37,459
I/S funds 23,674
COPP _ 33,750
Community Development 15,000
Park& Recreation 46,520
Public Works 65,885
Law (45,602)
Law- Court Estimate 113,440
Jail Estimate-Eliminate Domestic Violence Related Payments 120,000
Subtotal Departmental Cuts 410,126 (18,759)'
Revenue Adjustments:
Adjustments in Revenue Estimates since 7/20 42,910
3% Property Tax approved in 1994 for Street Maintenance _ 161,374
CD Land Use Consulting Fees 40,000
3% Property Tax Increase 167,736
10% Admin fee for SWM 131,591
10% Admin fee for Solid Waste 18,794
Subtotal Revenue Adjustment 562,405 543,646
Cost of New LOS Programs
Law-Admin Asst (44,966)
MS - HR Assistance (17,535)
Parks- Maintenance (2)2 (69,315),
i
MS - MIS Technician (50,295)
Subtotal New LOS Programs (182,111) 361,535
City Manager's Priority New Program Recommendations:
COLA (144,451)
Equipment Replacement (15,000)
PC Replacement (21,624)
72" Diesel Mower(ongoing replace chgs not considered) (17,000)
Electric Inspectors (2) (18,188)
CDBG Coordinator (14,127)
* Surface Water Management Engineer- $66,270
Airort Stud (i
p y m ongoing) (50,000)
If this program is not on oin
Subtotal Cost of City Manager's New Programs (181,075) 180,460 (99,315)
Grand Total $ 609,345 $ 180,460S 1,0.58,1.2.9
* Funded with SWM revenues rather than general fund revenues.
4
BUDDEFIC.XLS Sheetl 916194 9:41 AM
CITY OF FEDERAL WAY
CITY MANAGER'S NEW PROGRAM RECOMMENDATION
Revenue or, Net Fir, ongaa Coit
..
;
Program Cost Ecp. Savir�gs Year Coit ? (savings)
1 COLA $ 144,451 $ - $ 144,451 $ 144,451
2 Accelerated Park Equip Replacement 15,000 - 15,000 15,000
3 Accelerated PC Replacement 60,000 (38,376) 21,624 40,000
4 72" Diesel Mower ** 17,000 - 17,000 3,400
5 Electrical Inspectors ** 130,472 (112,284) 18,188 (26,781)
6 CDBG Coordinator *' 74,794 (60,667) 14,127 -
7 Surface Water Engineer *** 66,270 - 66,270 52,100
8 Airport Study ** 50,000 - 50,000 -
TOTAL $ 557,987 $ (211,327) $ 346,660 $ 228,170
General Fund Total $ 491,717 $ (211,327)1 $ 280,390 $ 176,070
SWM Total J $ 66,270 $ - $ 66,270 $ 52,100
Ongoing costs will be in excess of the $144,451 due to step increases
`* The Net First Year Cost will be funded with one-time funding
*** Funded with Surface Water Fees
CMNEWPRG.XLS Sheefl 916194 10:06 AM
CITY OF FEDERAL WAY
MEMORANDUM
DATE: September 6, 1994
TO: Mayor Gates
City Council Members
FROM: Kenneth E. Nyberg, City Manager
RE: New Initiatives/Programs for 1995 Proposed Budget
Transmitted for your consideration, prior to our September 6 budget meeting, are a list of new initiatives/program
detail. Also included are my recommendations.
There is approximately $355,000 available for on-going new initiatives/programs. This balance is anticipated based
on the following:
reinstating interfund charges;
an inflationary property tax adjustment as discussed at the July 20th budget meeting;
the decrease of departmental baseline requests by $407,000;
the incorporation of those programs required to maintain 1994 level of services, except for the CARES and
new crime prevention program.
The $156,000 existing crime prevention budget under police contract will be replaced by an alternative
program to be formulated and presented to the Council at a later date.
The Manager's recommendations are eight in number and include some one-time expenditures as well as some that
are funded with other than general fund support. The difference between what is available and the manager's
recommendations leaves a balance of $174,000, which I recommend Council leave in reserve for the following
reasons:
There are two programs potentially requiring long term resources and currently funded with fund balances.
These are the Snow and Ice Removal program and the operating subsidy to Visitation Retreat Center.
As the City's workforce matures, the cost of the pay for performance program will require more on-going
resources. For example, the 1995 cost is estimated at $110,000 over the 1994 level, and a similar amount
of increase is projected for 1996.
• In the long term, the Brantley-Jansen lease agreement concludes in 1996. This lease currently provides
approximately $110,000 per year in revenue which is used to fund the facility's operation and debt service.
It is very likely that the City will need the space and cannot extend the lease.
As always, the Manager makes recommendations but the Council has the final decision-making authority. Council
gives direction on what is their pleasure regarding new initiatives. Any expenses or actions that exceed the
available funds would require changes in the 1994 level of service or new funding sources.
Department Directors are available for you to contact should you have any specific questions. They will also be
available on September 6 for the budget discussions.
If you have any comments or questions, please forward them to me by Monday, August 29th. This will allow time
to incorporate your questions and comments into the discussion on September 6th.
c: Department Directors 1
0
CITY OF FEDERAL WAY
1995 NEW INITIATIVES SUMMARY
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i€ ?rograi xctl�e # #sitlmta (
CITY MANAGER
1 Office Technician $14,565 $14,565 0.5
CITY COUNCIL
1 SCA Water Caucus dues 5,000 5,000 na
1 Human Services Roundtable 12,500 12,500 na
LAW DEPARTMENT
1 1 Municipal Court 451,503 ? 451,503 6.0
1 1 Video Arraingment-it will result in freeing up one officer for 98,000 98,000 0 na
duties other than tramsportation of inmates
1 1 Electronic Detention System-it could result in savings for 61,500 61,500 0 na
Jail Services
MANAGEMENT SERVICES
2 Supported Employment 35,902 35,902 1.0
2 Aerial photography and planimetric coverage(GIS)-Annexation Area 54,000 54,000 na
2 Aerial photography and planimetric coverage(GIS)-Planning Area 144,000 144,000 na
2 Restore Microfilming 12,000 12,000 na
2 2 Elections-Bond Measure 40,000 40,000 na
2 Cascade Mgment Training 10,000 10,000 na
2 Accelerate PC Replacement(from 6 to 4 yrs) 60,000 38,376 21,624 na
2 Imaging System 14,995 14,995 na
2 Equip replacement reserves to five(5)years rather than twelve(12) 15,000 15,000 na
2 COLA(3%) 144,451 144,451 na
2 Prefund Pay for Performance 300,000 300,000 na
COMMUNITY DEVELOPMENT
3 Electrical Inspectors 130,472 112,284 18,188 2.0
3 Abatement Services 26,000 26,000 na
3 Two Vehicles 22,000 15,040 6,960 na
3 Airport Study 50,000 50,000 na
COMMUNITY OUTREACH AND POLICY PLANNING
4 Office Technician 14,565 14,565 0.5
4 CDBG Coordinator 74,794 60,667 14,127 1.0
4 10 Housing Coordinator 56,453 56,453 1.0
5 Senior Planner 65,463 65,463 1.0
6 Diversity Commission mission support 25,000 25,000 na
6 Voter registration publicity 600 600 na
6 Diversity recognition program 1,000 1,000 na
6 Diversity training 8,000 8,000 na
6 2 CFP bond issue 35,000 35,000 na
6 Police Patrol-5 units 780,000 780,000 5.0
PARKS&RECREATION
7 Increase 1/2 time arts/special events position to full time 22,861 22,861 0.5
7 Graffiti Program 12,593 12,593 0.7
7 Friday Late Night Teen Program 20,036 20,036 0.8
7 HVAC 79,500 79,500 na
8 Maintenance Management Software 15,000 15,000 na
8 72"Diesel Mower 17,000 17,000 na
8 Cultural Arts Coordinator 22,861 22,861 0.5
PUBLIC WORKS DEPARTMENT
9 Emergency Management Plan 72,125 72,125 na
9 6 Implementation of the Transportation Plan 50,000 50,000 na
9 Maintenance Management Software 45,000 45,000 na
10 Plan Review Engineer 60,000 60,000 1.0
10 Administrative Assistant I-Traffic 28,032 28,032 0.5
10 SWM Engineer 66,270 66,270 1.0
10 One vehicle-Traffic 13.000 13,000 rti3
GRAND TOTAL X3,'187 o41 $365 A57 $2,901,174 23_0
ti
CITY OF FEDERAL WAY
1995 NEW/NIT/AT/VE PROPOSALS
ON-GOING
PROPOSAL DESCRIPTION. F1RST YEAR COSTS ADDTL FTE
COSTS (SAVING) REQUIRED
CITY MANAGER
Office Technician The City Manager has redirected staff 14,565 14,565 0.5
administrative support to the City Council and has
instituted direct reporting of the Human Resources
Department and has assumed supervision of the
City's Community Involvement Program. These
changes have substantially increased the
administrative workloads resulting in large
accruals of compensatory time. The City
Manager's Office and Community Outreach are
proposing that an Office Tech. be hired to assist
both departments on a shared basis.
CITY COUNCIL
SCA Water Caucus Dues In late 1992 an interlocal agreement was signed 5,000 $5,000 N/A
by the Suburban Cities Association (SCA), the
Water Alliance (represents the water districts in
King County including the now Lakehaven Utility
District) and the City of Seattle. In this agreement
the three water caucuses agreed to hire a
facilitator(Rhonda Hilyer was selected from 14
contractors) to help reach agreement on a regional
water governance process for new sources of
water and to equally share the facilitation costs.
The total Water Caucus facilitation cost for 1992-
1993 was $20,000; the City of Federal Way's
$2,787 share of these costs was paid in 1993.
Total Water Caucus facilitation costs for 1994-95
are estimated to be $30,000, the City of Federal
Way's share of these costs is $4,136.
Human Services Roundtable Human service needs in the region continue to rise 12,500 12,500 N/A
dramatically, as federal commitment to help solve
the problems continues to decline. Awareness of
and responsiveness to this changing human
services climate is a primary quality of the Human
Services Roundtable.
LAW DEPARTMENT
Municipal Court To fulfill 1994 and 1995 Council goals. 451,503 400,253 6.0
Video Arraignment Video arraignment program will decrease jail costs $98,000 ($0-$156K) N/A
' Saving $ uncertain but will by allowing quicker release of detained prisoners,
at least cover cost of program. and will decrease officer time spent in transports. Savings 9{ 8,000)
This will save $50 per day maintenance prisoner Net Cost$O
fee for those awaiting transport for arraignment.
This program will allow more effective use of
valuable officer time.
Electronic Home Detention This program will allow the City to institute its $0 — $61,500 ($10—$25KI N/A
Saving $ uncertain but will own or contract for an electronic monitoring
at least cover cost of program. program for offenders as an alternative to jail
confinement. Currently King County Jail offers a Savings 61 500
home detention program--however, the City is Net Cost$O
charged the full $50 maintenance fee per day, in
addition to King County Jail collecting a user fee
from defendant. Implementing a local City
-program will reduce jail costs; in an amount equal
to net savings of up to approximately $20,000
based upon comparable jail usage at current King
County rates.
Page 1 v
ON=GOING
PROPOSAL DESCRIPTION FIRST YEAR costs" ADDTL FTE
COSTS (SAVING) REQUIRED
MANAGEMENT SERV/CES
Supported Employment This position will provide employment and "jobs $35,902 $24,903 1.0
that need doing" to a person with a developmental
disability. Prior experiences in other organizations
have shown that this can be a win-win situation
for both the person and the organization. The
position will be responsible for tasks from a
number of City departments and this will provide
more time for current staff to complete work for
which they were hired. To simplify budgeting and
accounting, as well as management and
supervision of the person/program, it is
recommended that the position be located in
Human Resources. In the future, costs may be
allocated to departments according to use.
To extend the planimetric coverage east of
Aerial photography and Interstate 5 using the aerial photography that was
planimetric coverage (GIS) taken in the fall of 1992. This one-time cost
would include establishing ground control,
digitizing the planimetric data and producing a set
of mylars showing the aerial photography and
planimetrics.
Area 1: Thirteen quarter-sections that would 54,000 N/A N/A
cover the area most likely to be annexed into the
City.
Area 2: Thirty-six quarter-sections that would 144,000 N/A N/A
cover the City's Planning area and would cover
the potential annexation.
Restore Microfilming This item was cut from the City Clerk's budget in 12,000 6,000 N/A
1994 and is important to restore for public record
retention purposes. 1995 amount reflects
catching up with 1994's microfilming requirement.
Elections-Bond Measure If a separate election is held for capital projects. 40,000 N/A N/A
Cascade Management Training Training for managerial staff 10,000 N/A N/A
Accelerate PC Replacement Adjust the schedule of replacement fund for 21,624 40,000 N/A
(from 6 to 4 years) personal computers to that of 4 years rather than
the current 6 years.
Imaging System To scan documents into electronic form for 14,995 8,000 N/A
storage and retrieval. This will reduce space for
file and microfilming costs and increase efficiency
and ability for citizens and staff to reference City
Clerk's records.
Equipment replacement Adjust the accrual schedule of replacement 15,000 15,000 N/A
reserves adjusted to 5 years reserves for equipment from the current 12 years
from 12 years to 5 years.
1995 COLA 1995 cost of living adjustment for all City 144,451 144,451 + N/A
employees. Future cost will be higher.
1995 Pay for Performance This program recommends funding P-3 costs in 300,000 N/A N/A
the year it is incurred. Currently City pays for P-3
in the following year pending on appropriation by
Council. This practice is inconsistent with City's
general fiscal policy in funding current expenses
with current resources.
1
Page 2
-:-----
ON-GOING
PROPOSAL DESCRIPTION FIRST YEAR COSTS A:D:DTL FTE
COSTS (SAWING) REQUIRED
COMMUNITY DEVELOPMENT
Electrical Inspections This new program will provide staff and equipment 130,472 85,503 2.0
necessary to move the authority for electrical
inspections from the State of Washington's Revenue (112,284) (11 2,284)
Department of Labor and Industries to the City of Net Cost 11 8 11 P ( 26,781)
Federal Way. The City can provide faster
inspection response time, faster plan review, a
more convenient permit process, and a simpler
inspection process.
Abatement Services Increase from 1 to 3 dangerous building removal. 26,000 N/A N/A
Two vehicles (replace) Two of the Building division's inspection vehicles 6,960 2,200 N/A
are approaching 80,000 miles, each of the cars is
showing signs of aging and should be replaced as
scheduled.
Airport Study The $50,000 requested is for continuation of City 50,000 N/A N/A
participation in issues regarding the proposed third
runway at SeaTao Airport. The monies could be
used for further studies and/or membership
contribution to groups opposing the runway.
Page 3 ��
ON-GOING
PROPOSAL DESCRIPTION FIRST YEAR COSTS AODTL FTE
CO5T5 (SAVING) REQUIRED
COMMUNITY OUTREACH/
POLICY PLANNING
Office Technician The City Manager has redirected staff 14,565 14,565 0.5
administrative support to the City Council and has
instituted direct reporting of the Human Resources
Department and has assumed supervision of the
City's Community Involvement Program. These
changes have substantially increased the
administrative workloads resulting in large
accruals of compensatory time. The City
Manager's Office and Community Outreach are
proposing that an Office Tech. be hired to assist
both departments on a shared basis.
CDBG Coordinator A federal audit of the 1991 CDBG program 74,794 48,000 1.0
generated eleven findings. The City was cited by Less
HUD auditors for"lack of administrative capacity CDBG Funds 60,667
to administer federal funds." Despite major Net Cost 14,127 0
improvements in audits, auditors continue to site
the City in the area of administrative capacity.
HUD acknowledges that managing the block grant
program is extremely complex and sets aside
approximately 15%for staffing expenses and
expects jurisdictions to use these funds to
appropriately administer the CDBG program.
Although the King County CDBG Consortium will
assume administrative responsibilities in the areas
of compliance to federal prevailing wage
regulations and preparation of environmental
impact statements, the remaining responsibilities
which remain with the City will continue to be
extremely time-consuming and labor intensive.
This proposal is to hire a full-time CDBG
Coordinator to maintain a viable CDBG Program in
accordance with federal regulations, which serves
this growing community's needs for capital
improvement, housing, and public services
projects.
The CDBG Coordinator would 1) implement the
annual application and citizen participation
processes, 2) review project proposals for
consistency with all federal, State, County and
local laws, 3) prepare required vouchers,
documents and reports, 4) conduct on-site visits
and provide technical assistance to CDBG funded
agencies, and 5) participate in Consortium-wide
planning processes.
i
This CDBG Coordinator position would be funded
with block grant dollars. The City's estimated
allocation set aside for 1995 CDBG staff expenses
is $60,667. This position would enhance the
City's ability to administer more federal grant
dollars targeted for homelessness prevention,
neighborhood improvement, human services, and
affordable housing.
Housing Coordinator The Growth Management Act requires that 56,453 41,853 1.0
jurisdictions accommodate projected population
and housing growth, including affordable housing
and those households needing housing assistance.
In addition, the countywide planning
Page 4
. 1
ON-GOING
PROPOSAL DESCRIPTION FIRST YEAR COSTS ADDTL FTE
a a4•a, COSTS (SAVING) REClIlIRED
policies identify affordable and subsidized housing
targets for each jurisdiction along with the
expectation that each jurisdiction will take specific
action to accommodate those housing targets.
The City currently does not have the capacity to
take any action, other than zoning code revision,
to encourage or facilitate the provision of
affordable or subsidized housing in Federal Way.
It is the intent of this new program to hire a new
Housing Coordinator to implement a housing
strategy.
It is not required that cities build or own
subsidized housing to achieve housing goals,
although it is an option. A more appropriate and
cost effective strategy is for the City to act as a
catalyst in this effort, by bringing together land,
capital, human services and other resources to
encourage other agencies and individuals to
provide needed housing units. The Housing
Coordinator would be that catalyst. The Housing
Coordinator would: 1) revise subdivision and
residential zoning codes to encourage more
affordable housing, 2) apply for housing grant
funds, 3) leverage grant funds to obtain other
grant funds and services, 4) bring together
property owners, financing, social service
agencies, housing management agencies, and
other resources so that appropriate housing
projects are built and operated here in Federal
Way.
The Housing Coordinator would be a new position
funded out of the general fund. This new program
would be an increase in the level of service
currently being provided in Long Range Planning,
It is also consistent with a 1995 Council goal to
provide affordable housing in our community.
Senior Planner The Growth Management Act requires that upon 65,463 50,863 1.0
adoption of a comprehensive plan, jurisdictions
must write zoning code section to implement the
plan and rezone property consistent with the plan.
The purpose of this new program is to do just
that--rewrite existing zoning code sections and
draft new code sections, and rezone appropriate
areas of the City consistent with the direction in
the comprehensive plan. Examples of plan
implementation projects include: a Master Plan for
the S. 348th Street area, a Pacific Highway
Corridor Plan, a revised Office Park zone, a new
Business Park zone, a revised City Center zone,
revised multiple family ones, amendments to the
subdivision codes, etc.
The intent is to hire a new Senior Planner to assist
in completing this plan implementation work. It
would be a new position and would be funded out
of the general fund. It is also the intent of this
new program to use the approximately $55,000 of
GMA grant funds remaining in the CityShape
Budget to provide technical assistance to the plan
implementation project.
Page 5
ON-GOING
PROPOSAL DESCRIPTION FIf;5T YEAfi COSTS A.D.DTL FTE
cgsTS •;�SAV;ING1 REQUIRED
Technical assistance would include consulting help
in drafting design guidelines for multiple family
housing, redevelopment along Pacific Highway,
and at S. 348th Street. This new program would
be an increase in the level of service currently
being provided in Long Range Planning. It is also
consistent with a 1994 and 1995 Council goal to
complete CityShape including implementation.
Diversity Comm Mission Diversity Commission will propose that Council 25,000 25,000 N/A
Support authorize the investment of these monies in a
program that will support the Commission's
mission. The funds can be used to enhance
existing recreation programming, or contracted
with an outside agency to-provide the service.
Diversity Commission The Diversity Commission intends to assist with 600 600 N/A
Voter Registration Publicity voter registration publicity and will use printing
dollars to develop voter registration posters
targeted to our diverse communities. The account
also includes monies for replacing diversity cards.
Diversity Recognition Program The Diversity Commission will establish a 1,000 1,000 N/A
recognition program for those persons or groups in
our community that advance the cause of
diversity.
Diversity Training The Diversity Commission intends to have 8,000 8,000 N/A
diversity training for City Council and City
Advisory Commission members.
CFP Bond Issue The Council has expressed interest in putting a 35,000 N/A N/A
CFP bond issue before the voters. State statute
does not allow public funds to be used in the
advocacy of bond elections. However, public
resources can and should be used to collect,
prepare and present factual information and
materials to the voters.
The administration is proposing the equivalent of
0.5 FTE ($35,000) to support putting a bond issue
on the ballot in 1995. Depending on the direction
of the Council, the funds might be used to
commission a public opinion survey, focus groups,
open houses and workshops to solicit information
about the type of ballot measure the community
would like to have. Second, the funds might be
used to develop more specific information about
the need for projects, cost estimates, graphic and
illustrations about what is being proposed. Third,
either staff or contractors will need to prepare
handout materials, pamphlets, brochures, and
other information to give the voting public factual
information about the proposal. Funds might also
be necessary to prepare displays, attend and staff
open houses, and make presentations to local
interest groups and civic organizations. In short,
the funds would be used to hire a contractor to do
work, or hire a contractor to augment city staff,
and/or to prepare and distribute factual materials
in support of a bond issue.
Police Patrol - 5 units 780,000 780,00 5.0
13
Page 6
_:. ONGOING
PROPOSAL DESCRIPTION fIRSTNEAR COSTS ADDTL
COSTS (SAVING) REQUIRED
PARKS&RECREATION
Change the .5 Arts/Special The Arts and Special Events Coordinator has been 22,861 22,861 0.5
Events Coordinator position to a half-time FTE since May of 1992.
1 fulltime Special Events
Coordinator (Arts Commi- In the last two years, the service level has
ssion is also requesting a .5 increased greatly. The outreach to the community
Culture/Arts Coordinator on includes three major community wide events, only
page 8) one of which was offered in 1992. The two new
events, a Fall Carnival and the Fourth of July
Festival require year-round planning. In addition to
major events, the position manages up to twenty-
five seasonal one-time classes and events, picnic
reservations and special use permits, and a series
of classes offered quarterly in crafts and visual
arts. The services in each of these areas has
grown significantly in the last two years and the
staffing levels have remained the same.
To adequately manage these programs, the
Coordinator requires time to negotiate contracts,
hire and train employees, purchase supplies and
equipment, deal with risk management issues,
develop site plans;seek sponsors and volunteers,
and manage expenses and revenues.
The Coordinator is consistently working beyond
the funded half-time position to maintain the
workload. These "solutions" to managing the
workload are only effective on a short-term basis.
We request funding the position at full time to
manage the growth and responsibilities of the
program.
Graffiti Program In an effort to build a safer community, the City 12,593 N/A 0.7
implemented a graffiti removal program, removing
graffiti from City-owned facilities and from private
property. A graffiti hot-line was also established.
This proposal reflects hiring a temporary from April
1 through November 1, 1995 (8 month program).
Friday Late Night Teen The Parks and Recreation Commission has
Program identified the need for a pro-active approach to 20,036 35,573 0.8
teen issues by wanting to increase the recreation
activities in the City, specifically for teens. This
budget would provide a comprehensive teen
program in the Recreation Division similar to the
trends in other surrounding communities.
HVAC To renovate the existing HVAC system with 79,500 N/A N/A
computerized controls to enhance the control of
the facility from a comfort standpoint, as well as
to improve the operation and reduce the energy
consumption.
14
Page 7
PROPOSAL DESCRIPTION ON-GOING
FIRST YEAR COSTS ADDTL FTE
COSTS (SAVING) REQUIRED
Maintenance Mgmt Software Maintenance Management software and support 15,000 N/A N/A
will be split among the SWM, Streets,Traffic and
Parks Maintenance division and will assist staff in
preparing and managing annual maintenance
programs and budgets. Maintenance activities will
be tracked for schedule, cost, frequency, time and
location. Will also allow staff to interconnect
public surface water facilities to the City's GIS
system and improve the management of the
system.
72" Diesel Mower Additional mower needed to ensure maintenance 17,000 3,400 N/A
level of mowing all parks weekly. Saghalie Park
will be in full operation in 1995. It is the City's
responsibility to mow the facility
Cultural Arts Coordinator The Arts Commission is currently completing a 22,861 22,861 0.5
(This position is a new addition Cultural Plan and Feasibility Study for Federal
to the list of new initiatives) Way. The purpose of the Study was to gain
collective insight into Federal Way's cultural
needs.
The goals and objectives extracted from the
planning process are the key to long-term
development of the arts and culture in Federal
Way. Among those goals are the establishment of
an on-going linkage between Federal Way's arts
and business communities, through nurturing arts/
business partnerships and the development of
cooperative programs. Arts education aimed at
strengthening arts course offerings in Federal Way
School District and creating community-based arts
programs were of concern in the community. The
need to raise public awareness of Federal Way
arts and cultural programs were identified.
Creating and improving community specific events
and festivals to nurture community involvement is
needed. Lastly, the development of cultural
facilities in Federal Way were strongly identified
by performing groups and citizens who wish to
enjoy the arts.
In July of 1994, the City Council approved a 2%
for art ordinance. This ordinance, along with
funds dedicated by the Commission for public art,
will require the development of policy and
dedication of staff time to implement.
Responsibilities will include identifying projects,
design criteria, selection of artist(s), review
criteria, accessing and de-accessing art works and
maintenance issues.
The Arts Commission is on the threshold of an
exciting period of growth in Federal Way.
Currently, Commission projects and business are
the responsibility of two staff members within the
Parks and Recreation Department. The staff
maintain many other responsibilities within the
department and are not solely dedicated to the
outreach of the Commission. This amount of
support is no longer adequate and the Commission
would like to request a half-time FTE dedicated
solely to Commission projects. Additionally, with
the development of the goals of the Cultural Plan
and Public Art Program, the Commission feels that
this may be more adequately managed by staff
who have specialized education and experience in
arts administration.
Page 8 I�
Ora-Gt)ING' -
PRQPQ.SAL DESCRIPTION FIRST YEAR COSTS ADDTL FTE
:COSTS -QUIRE.(SAVING) Rp
PUBLIC WORKS DEPARTMENT
Emergency Management Plan The City of Federal Way, in cooperation with other 72,125 12,125 N/A
service providers in the Greater Federal Way
community, are jointly developing an Emergency
Management Plan to provide the emergency
organizational structure and coordination of
resources to maximize population survival and
preservation of property in the event of a natural/
technological disaster. The preparation of the
Emergency Management Plan and the
establishment of an Emergency Planning and
Operations budget for the 1995 year will allow the
City of Federal Way and other service providers to
better serve the citizens and businesses in the
Greater Federal Way community in the event of an
emergency situation. The generator is to provide
backup power for City Hall or the Community
Center, which would be used as an emergency
operations center. The philosophy used in
developing the 1995 Emergency Management
budget is to establish a relatively small initial
budget and build incrementally as the program's
needs and responsibilities increase.
Implement Transportation Plan The CityShape project process adopts 50,000 22,125 N/A
transportation goals and policies. For certain
areas, greater detail of analysis will be necessary
to allow a framework for implementation. These
areas are the City Center, SR-99 corridor, and
major business zoned areas. The Regional Transit
Authority (RTA) rail, bus and transit centers, once
approved, may also modify the CityShape plan.
The goals and policies adopted by CityShape will
also require code and street standards changes.
Contractors will be needed to implement the
above needs.
Maintenance Mgmt Software Maintenance; Management software and support 45,000 N/A N//A
will be split among the SWM, Streets,Traffic and
Parks Maintenance division and will assist staff in
preparing and managing annual maintenance
programs and budgets. Maintenance activities will
be tracked for schedule, cost, frequency, time and
location. Will also allow staff to interconnect
public surface water facilities to the City's GIS
system and improve the management of the
system.
Page 9 110
ONGOING
PROPOSAL DESCRIPTION FIRST YEAR COSTS ADDTL FTE
COSTS (SAVING) REQUIRED
PW Plan Review Engineer Public Works Department Development Services 60,000 60,000 1.0
division reviews developer plans. The backlog of
plans to review is causing delays in the issue of
building permits and subdivisions. Another staff
member is needed to reduce the backlog during
peak workloads.
Administrative Assistant The Traffic Division is responsible for 28,032 16,457 0.5
administration and implementation of all traffic and
transportation activities within the City, including
neighborhood traffic safety--a high priority for the
City Council. Additional administrative support to
set up and help run neighborhood meetings is
inadequate to meet expectations. Accident
analysis is a major component of developing and
evaluating traffic safety projects. Due to the lack
of adequate administrative support, the Traffic
Division has not been able to use the accident
information available for analysis. We are
approximately four years behind in logging
information. Currently the Traffic Division staff
relies on off-site administrative support, which
causes problems in coordination between staff,
answering phone calls, and constant backlog of
filing. The continuation of this system will not
allow us to maintain an acceptable level of
service.
SWM Engineer This position will provide support to several 66,270 52,100 1.0
programs within the Surface Water Management
Division. Approximately 50% of the time, the
position will assist the SWM Project Engineer in
the implementation of capital projects and small
CIP projects. The remaining 50% will be divided
between performing inspections of private on-site
R/D facilities for compliance with Federal Way
SWM Ordinance #91-117; and supporting the
Water quality Program Coordinator with the
implementation of the City's Water Quality
Program. The private R/D facilities used to be
inspected by King County but have not been done
for several years for lack of staff. The water
quality support is to begin implementing programs
for Federal NPDES requirements.
One vehicle-traffic The 3.5 staff have to be in the field frequently to 13,000 2,600 N/A
analyze first hand traffic conditions and to attend
meetings. Since planning is not de-emphasized
and traffic operations with complex signal
coordination is emphasized, the need for a vehicle
is increased.
Page 10
l�\
Budget Calendar
1995 Proposed Operating and Capital Budgets
TASK PROPOSED RCW
DATE REQUIREMENT
Confirm prograrn managers as budget coordinators Aril 11
First Council budget retreat A rril 28
........
.. ........._.
. .. .. ............. ............. ..........
......... ................. .......... ........
. ............................................... .
Departments begin input into Edens stem Mav 11
Internal Service fiord requests submitted to IS fund managers Mav 24
Position allocations submitted by departments June 3
Internal Service fund budgets submitted June 6
Internal service funds (entered by management services) June 6
Position control completed June 13
Bujgetsul�rzuti xls�lu� :I55: ?. . czz� <lul,a=stud, yt�aaat 4 Jura [31::
Lock out June 13
w a vex
//^^11ii. �jj,n�Yrys�ep y t�y� �ptnn��f < }
teR ,AYAfL_FKA R 4F� iY.+�TYZ'1 -' :�...:: ..t :k.%•.5•:(•h'C•CY4�.� .Oilis�✓�V.• F�..:� ••. � �::.
Revenue estimates-refined, departments &Mgmt Svcs, CM approves July 14
Second Council budget retreat July 20
City Manager recommendations July 25
First preliminary public hearing —August 2
Final adjustments entered by Mgmt Svcs August 15
TIP public hearing September 20
CIP Review To be determined
Budget Fiscal Policy Review To be determined
Preliminaa Budget to Council October 4
Clerk publishes notices October 9; 16
x. .:«
--------------
7JI _ .
LSf�t�Ivi
Council proposes adjustments Nov 21-Nov 29
Council adopts budget December 6
Final bud et publication iM 31
CITY OF FEDERAL WAY RECEIVED
MEMORANDUM JUL 181994
FEDERAL WAY PUBLIC WORKS
STCl'V
DATE: July 15, 1994
TO: Mayor Gates f
City Council Members
FROM: Kenne .-�:f erg, City Manager
f
RE: C- u cil Retreat July 20, 1994
On Wednesday, July 20, 1994, we will hold yet another Council Retreat at the
Klahanee Lake Community Center, from 12:00 to 5:00 p.m. Dr. Michael Pendleton
will again facilitate the retreat and I have attached the following items for your
information:
' Proposed Agenda (pg. 1 )
' Budget Policies of the City of Federal Way (pg. 2)
List of 1995 Council Goals (pg. 9)
' Matrix which presents some budget policy questions (pg. 19)
Council will receive a budget worksheet at the retreat. I look forward to seeing
you on the 20th. Lunch will be served at 12:00 noon.
If you have questions, please let either Patrick or myself know.
KN94-080.wp
attachment
CITY OF
Council Budget Retreat July 20, 1994
12:00 - 13:00 Lunch
13:00 - 13:15 Summary of Process To date
13:15 - 13:30 1995 Goals and Time-Line
13:30 - 14:45 1995 Maintenance and Operations
Committed Cost
• Level of Service
• Menu of New Initiatives
® Revenues
1995 Capital Improvements
• Proposals
Revenues
14:45 - 15:00 Break
15:00 - 17:00 Policy Questions
Council Guidance
1
BUDGET POLICIES
I. OPERATING BUDGET
A. OVERALL
1. The budget should be a performance, financing and spending plan agreed to by
the Mayor, City Council, City Manager and Department Directors. It should
contain information and data regarding expected revenues, expected expenditures
and expected performance.
2. The City will prepare and annually refine written policies and goals to guide the
preparation of performance, financing and spending plans for the City budget.
Adopted budgets will comply with the adopted budget policies and Council
priorities.
3. As a comprehensive business plan, the budget should provide the following
critical elements recommended by the Government Finance Officers Association:
public policies, financial plan, operations guide, and communications device.
4. The City's annual budget presentation should display the City's service
delivery/performance plan in a Council/constituent-friendly format. Therefore,
the City will use a program budgeting format to convey the policies for and
purposes of City operations. The City will also prepare the line-item format
materials for those who wish to review that information.
5. Decision making for capital improvements will be coordinated with the operating
budget to make effective use of the City's limited resources for operating and
maintaining facilities.
6. Under the City Manager's direction, Department Directors have primary
responsibility for: a) formulating budget proposals in line with City Council and
City Manager priority direction, and b) implementing those proposals once they
are approved.
B. FISCAL INTEGRITY
1. The City will maintain the fiscal integrity of its operating, debt service, and
capital improvement budgets which provide services and maintain certain public
facilities, streets and utilities. It is the City's intent to maximize the level of
public goods and services while minimizing the level of debt.
2. Ongoing operating program costs will not exceed the amount of ongoing revenue
to finance those costs. The ongoing revenue will be identified along with new
program costs. Any available carryover balance will only be used to offset one-
time or non-recurring costs.
3. Cash balances in excess of the amount required to maintain strategic reserves will
be used to fund one-time or non-recurring costs.
4. Mitigation fees shall be used only for the project or purpose for which they were
intended.
- 2 `
C. CONTINGENT ACCOUNTS
1. The City shall establish an appropriated Contingency Reserve in order to
accommodate unexpected operational changes, legislative impacts, or other
economic events affecting the City's operations which could not have been
reasonably anticipated at the time the budget was prepared. Funding shall be
targeted at three (3) percent of the City's operating expenditures.
2. The City shall establish a Strategic Reserve Fund which shall neither be
appropriated nor spent without Council authorization. The purpose of the fund
is to provide some fiscal means for the City to respond to potential adversities
such as public emergencies, natural disasters or similarly major, unanticipated
projects. Funding shall be targeted at not less than five (5) percent of the City's
operating expenditures.
1 The City shall prefund each subsequent year's debt service (see II.B.8 below).
4. The City shall continue to set aside funding from the Strategic Reserve Fund for
the eventual implementation of a self-insurance program (see details in E.1.
below).
5. The City shall fund certain asset replacement reserves through depreciation
charges paid to the Internal Service Funds (see FA. below).
D. REVENUES
1. Revenue estimates shall not assume any growth rate in excess of inflation. Real
growth that occurs will be recognized through budgetary adjustments only after
it takes place. This practice imposes short term constraint on the level of public
goods or services. However, in the event that revenues are less than expected,
it minimizes the likelihood of severe cutback actions which may be profoundly
disruptive to the goal of providing a consistent level of quality services.
2. Investment income earned through the City's investment pool shall be budgeted
based upon the allocation methodology, i.e. the projected average monthly
balance of each participating fund.
E. SELF-INSURANCE PROGRAM
1. The City shall continue to set aside funding from the Strategic Reserve Fund for
a self-insurance reserve in the City's Risk Management Fund. As the City's mix
and level of liabilities increase, it should have a foundation to implement a cost
effective program to mitigate the expense of commercial insurance. The intent
is to transfer investment earnings from the Strategic Reserve Fund into the self-
insurance reserve until the self-insurance program is ready to be fully
implemented. After that point the required amount will be transferred to
appropriately fund the self-insurance reserve. Similar transfers will occur
annually after that initial set-up.
—0 -
F. INTERNAL SERVICE (INTERFUND) CHARGES
1. Depreciation of equipment, furnishings, and computer software will be included
in the service charges paid by City departments to the various Internal Service
funds (Building, Fleet and Equipment, GIS, Telecommunications, and Data
Processing). This will permit the accumulation of cash to cost-effectively replace
these assets and smooth out future budgetary impacts.
G. CONTRACTUAL SERVICES
1. The City will continue to thoroughly investigate the feasibility of contracting
certain public services in accordance with Council Resolution No. 92-103.
H. MINIMIZATION OF ADMINISTRATIVE COSTS
1. An appropriate balance will be maintained between resources allocated for direct
services to the public and resources allocated to assure sound management,
internal controls, and legal compliance.
I. RETIREMENT
1. The budget shall provide for adequate funding of the City's retirement system.
J. MONTHLY REPORT
1. The budget will be produced so that it can be directly compared to the actual
results of the fiscal year and presented in a timely monthly report.
2. All budget amendments, both revenues and expenditures, will be noted in the
monthly report.
K. MULTI-YEAR ESTIMATES
1. Each year, the City will update expenditure and revenue projections for the next
ten years. Projections will include estimated operating costs for future capital
improvements that are included in the capital budget.
2. This budget data will be presented to elected officials in a form that will facilitate
annual budget decisions, based on a multi-year strategic planning perspective.
L. CITIZEN INVOLVEMENT
1. Citizen involvement shall be encouraged in the annual budget decision making
process through public hearings and study sessions.
2. Involvement shall also be facilitated through City boards, task forces and
commissions, which shall serve in advisory capacities to the City Council and/or
City Manager.
M. FEES
1. Fees shall be phased toward covering 100% of the cost of service delivery,
unless such amount prevents an individual from obtaining an essential service.
Fees or service charges should not be established to generate money in excess of
the cost of providing service.
- 4--
2. Fees may be less than 100% if other factors (e.g. market forces, competitive
position, etc.) need to be recognized.
N. NONPROFIT ORGANIZATIONS
L Future funding decisions regarding nonprofit organizations will be based on
guidelines,policies and priorities determined by the City Council and availability
of financing based on General Fund spending priorities.
II. CAPITAL BUDGET
A. FISCAL POLICIES
1. Capital project proposals should include as complete, reliable, and attainable cost
estimates as possible. Project cost estimates for the Capital Budget should be
based upon a thorough analysis of the project and are expected to be as reliable
as the level of detail known about the project. Project cost estimates for the Ten-
Year City Improvement Plan will vary in reliability depending on whether they
are to be undertaken in the first, fifth or tenth year of the Plan.
2. Capital proposals should include a comprehensive resource plan. This plan
should include the amount and type of resources required, and the funding and
financing strategies to be employed. The specific fund and timing should be
outlined. The plan should indicate resources needed to complete any given phase
of a project in addition to the total project.
3. All proposals for the expenditure of capital funds shall be formulated and
presented to Council within the framework of a general capital budget and,
except in exceptional circumstances of an emergency nature, no consideration
will be given to the commitment of any capital funds, including reserve funds,
in isolation from a general review of all capital budget requirements.
4. Changes in project estimates for the comprehensive resource plan should be fully
reported to the City Council for review and approval.
5. Project proposals should indicate the project's impact on the operating budget,
including, but not limited to, long-term maintenance costs necessary to support
the improvement.
6. At the time of contract award, each project shall include reasonable provision for
contingencies:
a. The amount set aside for contingencies shall correspond with industry
standards and shall not exceed ten (10) percent, or a percentage as
otherwise determined by the City Council of the total contract amount.
b. Project contingencies may, unless otherwise determined by the City
Council, be used only to compensate for unforeseen circumstances
requiring additional funds to complete the project within the original
project scope and identified needs.
- 5-
G. For budgeting purposes,project contingencies are a reasonable estimating
tool. At the time of the contract award, the project's budgeted
appropriation, including contingency, will be replaced with a new
appropriation equal to the approved project contract contingency
developed in the manner described above.
7. The City Administration shall seek ways of ensuring that administrative costs of
carrying out the City Improvement Plan are kept at appropriate levels.
8. The Annual Capital Budget shall include only those projects which can
reasonably be accomplished in the time frame indicated. The detail sheet for
each budgeted capital project should include a projected schedule.
9. Capital projects which are not encumbered or completed during the fiscal year
will be rebudgeted or carried over to the next fiscal year except as reported to
and subsequently approved by the City Council. All rebudgeted capital projects
should be so noted in the Adopted Capital Budget. Similarly, multi-year projects
with unencumbered or unexpended funds will be carried over the subsequent
year(s).
10. If a proposed project will cause a direct negative impact on other publicly-owned
facilities, improvements to the other facilities will be required as part of the new
project and become a part of the new project's comprehensive costs.
11. Capital projects will not be budgeted unless there are reasonable expectations that
revenues will be available to pay for them.
B. DEBT POLICIES
1_ Debt will not be used to finance ongoing operational costs.
2. Whenever possible,the City shall identify.alternative sources of funding and shall
examine the availability of those sources in order to minimize the level of debt.
3. Whenever possible, the City shall use special assessment, revenue, or other self-
supporting bonds instead of general obligation debt.
4. Tax and Revenue Anticipation Notes will be issued only when the City's ability
to implement approved programs and projects is seriously hampered by
temporary cash flow shortages. In general, these Notes will be avoided.
5. Long term general obligation debt will be incurred when necessary to acquire
land or fixed assets, based upon the ability of the City to pay. This debt shall
be limited to those capital improvements that cannot be financed from existing
revenues and when there is an existing or near-term need for the project. The
project should also be integrated with the City's long term financial plan and City
Improvement Plan.
6. The maturity date for any debt will not exceed the reasonable expected useful life
of the project so financed.
7. Fifty percent (50%) of the principal of any long term indebtedness should be
retired over 10 years.
8. Current year revenues shall be set aside to pay for the subsequent year's debt
service payments. This is intended to immunize the City's bondholders from any
short term volatility in revenues.
9. The City shall encourage and maintain good relations with financial and bond
rating agencies, and will follow a policy of full and open disclosure on every
financial report and bond prospectus.
10. The City shall establish affordability guidelines in order to preserve credit
quality. One such guideline, which may be suspended for emergency purposes,
or because of unusual circumstances, is as follows:
Debt service as a percent of the City's operating budget should not exceed 8%.
C. CITY IMPROVEMENT PLAN (CIP) POLICIES
1. Citizen participation in the City Improvement Program is a priority for the City.
Among the activities which shall be conducted to address this need are the
following:
a. The City Improvement Plan shall be provided to the City Council in a
timely manner to allow time for the Council members to review the
proposal with constituents before it is considered for adoption.
b. Council study sessions on the City Improvement Plan shall be open to
the public and advertised sufficiently in advance of the meetings to allow
for the attendance of interested citizens.
C. Prior to the adoption of the City Improvement Plan, the City Council
shall hold noticed public hearings to provide opportunities for citizens to
express their opinions on the proposed plan.
d. The City Planning Commission shall review the proposed City
Improvement Plan and provide its comments on the Plan's contents
before the Council considers the Plan for adoption.
2. All projects included in the City Improvement Plan shall be consistent with the
City's Comprehensive Plan. The goals and policies for services, facilities, and
transportation should be followed in the development of the City Improvement
Plan. The Comprehensive Plan service level goals should be called out in the
City Improvement Plan.
3. Capital projects shall be financed to the greatest extent possible through user fees
and benefit districts when direct benefit to users results from construction of the
project. Refer to Debt Policies for further detail.
4. Projects that involve intergovernmental cooperation in planning and funding
should be established by an agreement that sets forth the basic responsibilities of
the parties involved.
5. The Council will annually review and establish criteria against which capital
proposals should be measured. Included among the factors which will be
considered for priority-ranking are the following:
- 7-
a. Projects which have a positive impact on the operating budget (reduced
expenditures, increased revenues);
b. Projects which are programmed in the Ten-Year Operating Budget
Forecast;
C. Projects which can be completed or significantly advanced during the
Ten-Year City Improvement Plan;
d. Projects which can be realistically accomplished during the year they are
scheduled;
e. Projects which implement previous Council-adopted reports and
strategies.
A complete list of criteria follows.
_'�Y_
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OU F`dTION,S OF COUNCIL POLICY FOR FRAMING 1995 BUDGET
1994 baseline level of
service
Increase LOS to
Reduce 1994 Maintain LOS Accomplish Reallocate LOS
Level of Service? and Program? Identified Goals Resources?
& Programs?
• What program • What new • What programs
to reduce or goals and to reduce?
eliminate? programs to • What programs
add? to increase?
• What existing revenues to increase? How much?
• What new revenues to use? How much?
TWL-f
CITY OF FEDERAL WAY
MEMORANDUM
Date: July 18, 1994
To: Department Directors
From: Iwen Wang, Management Services Director
Subject: Final Draft 1995 Proposed Org-Chart
Attached is a final draft of the org-chart for July 20 budget retreat. Please review and let
us know any changes by 5:00 PM today. Thanks!
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