Loading...
HomeMy WebLinkAbout2022.10.24 Council Workshop - 2023-2024 Budget Presentation2023-2024 Proposed Budget October 24, 2022 July/August Aug/Sep/Oct Nov/Dec Budget Kickoff Department Request Budget Hearing Analysis & Meetings Budget Adoption Biennial Budget NovemberSeptember Capital Improvement Plan Assessed Valuation from Franklin County Ad Valorem Levy Hearing & General Fund Revenues October Council sets goals May WHY WOULD THEY WANT US BACK? Public Safety Quality of Life Economic Vitality Direct and safeguard public investment through: 1) Capital Improvements 2) Strategic Planning 3) Economic Development Community –Value and equity of services Community Meetings Council Goals Listening Sessions WHAT GUIDES THIS PROPOSED BUDGET? Citizen Survey Social Media Comp Plan Master Plans KEY THEMES 01 02 03 04 05 Projected increase of 51,000 over next two decades POPULATION GROWTH Public Safety, Broadmoor, Mobility, Parks & Facility, Economic Development LONG RANGE PLANNING Lewis Street Overpass, Wastewater, Butterfield, West Pasco and PWRF Treatment Plant, Pedestrian/Bicycle/Driver Safety MAJOR CAPITAL PROJECTS Community Asset Enhancement, Local Business Expansion & Support, New Business Recruitment & Establishment, Downtown Master Plan ECONOMIC DEVELOPMENT Mobility, Parks, Local Cultural Events, Public Art, Arts & Culture, IDEC QUALITY OF LIFE New Initiatives Public Facilities District, Animal Shelter Operations, Basic Law Enforcement Academy 06 New Policies and Budget Impacts Management of Animal Shelter Management Pasco Public Facilities District Tax Incremental Financing Implementation of Downtown Master Plan Basic Law Enforcement Academy New Management Responsibilities Animal Shelter •Hire 20 staff members •Manage all bookkeeping operations •Process billings to partner cities for their portion •Contract management requirements •Approximate net increase in General Fund expenses of $133,000, annually. Public Facilities District •Interim financing •Issue bond to finance project •Project management •Procurement and implementation of receipting software (replace RecPro) •Manage all bookkeeping operations •Annual financial reporting •Annual audit Basic Law Enforcement Academy •Transition to Regional training academy model •2.5 FTE fully reimbursed by State program •Remodel of PD Training facility underway Key implementations •Total estimated increase in operational costs is $165,000, annually. This includes: •Hiring additional staff •Increase operational costs such as utilities, maintenance and receipting software •Increase demand on parks and facilities staff •Total estimated increase in revenue is $100,000, annually. This estimate is based on potential contracts with private swim teams and local high school team. As well as ability to offer open swim and other aquatic programs year-round. •Hire analyst to lead or coordinate the implementation of the Downtown Master Plan •Capital improvement projects such as Wayfinding and Peanuts Park North •Downtown Outdoor Dining Furniture funded by ARPA New Staff –General Fund 1 -Partial FTE are reflected in other funds. 2 -Expense includes full cost of new employee in the 1st year such as computer, training, furniture, etc., as applicable. Amount also includes a 5% increase in wages during the 2nd year for 4% COLA and 1% deferred compensation. Department 1 No. of Staff 2 Expense Funding Funding Source Net Impact Information Systems 3.4 805,984$ -$ 805,984$ Executive 3 716,151$ -$ 716,151$ Finance 2 384,021$ 103,696$ PFD Management Reimbursement 280,325$ ACS 10 2,655,429$ 237,816$ Blvd Maint. 2,417,613$ CED 4 772,963$ 382,690$ Permit Fees 390,273$ Municipal Court 2 250,002$ 116,645$ Grant 133,357$ Police 14 4,102,090$ 1,263,279$ Grant & Criminal Justice Tax 2,838,811$ Fire 9 2,043,638$ 1,397,999$ Grant 645,639$ Human Resources 0.5 113,518$ -$ 113,518$ Engineering 3 992,199$ -$ 992,199$ Total 50.9 12,835,995$ 3,502,125$ 9,333,870$ General Fund New Staff –Other Funds 1 -Partial FTE are reflected in other funds. 2 -Expense includes full cost of new employee in the 1st year such as computer, training, furniture, etc., as applicable. Amount also includes a 5% increase in wages during the 2nd year for 4% COLA and 1% deferred compensation. Fund 1 No. of Staff 2 Expense Funding Funding Source Net Impact Ambulance 12.6 2,869,445$ 2,096,996$ Grant 772,449$ Fleet 3 707,441$ 707,441$ Rates Animal Shelter 20 2,786,167$ 1,857,445$ 2/3 funded from cities 928,722$ Equipment Replacement 0.5 103,696$ 103,696$ Interfund charges -$ Water 8 1,780,969$ 1,780,969$ Rates -$ Sewer 4 871,301$ 871,301$ Rates -$ PWRF 2.5 300,095$ 300,095$ Rates -$ Medical Insurance 0.5 113,517$ 113,517$ Rates Total 51.1 9,532,631$ 7,831,460$ 1,701,171$ COMPLETED PROJECTS •Argent Road Widening (Phase 1) 20th Ave to Sacaceno Dr •Industrial Way Stormwater Retrofit and Overlay •Sandifur Pwky Widening (Rd 52 to Rd 60) •Burns Road Pathways (Phases 1, 3 and 3) and Road 93/Powerline Pathway •Argent Phase 2 •Columbia East Force Main •NW Sewer LID #151 •Road 36 Lift Station •Maple Drive Waterline extension •Palomino Park •Peanuts Park •Neighborhood Road Preservation CARRY-OVER •2020 budget introduced the accounting practice of carryovers to the City budgeting process •A recommended practice for capital projects •All funds expended during EACH biennium needs authorization •All carryover funding will need to be approved by Council •A separate process so there is clarity, rather than comingling with new budget year •What to expect •Council will have to approve carryover capital budget during the 1st quarter of 2023 •Project still in progress but have full funding from prior year will not be included in proposed budget DEPARTMENT REPORTS GENERAL FUND if not specified GENERAL FUND Public Works Engineering 2021 –2022 Departmental Accomplishments Public Works Engineering Department •Began construction of Lewis Street Overpass. •Completed Local Area District (LID) 151, Northwest Sewer. •Completed Sewer Comprehensive Plan, initiated resulting projects. •Robust effort to apply for low interest funding opportunities, resulting in award of $66.4M in grants and low interest loans for infrastructure improvements. •Continued effort to improve capacity including critical projects at the West Pasco Water Treatment Plant and the Zone 3 Transmission Main and Reservoir Tank projects. 2021 –2022 Departmental Accomplishments Public Works Operations –Utilities & Streets •Overlay projects completed throughout Pasco. •Development of policy and procedure for equipment maintenance and replacement. City vehicle maintenance support increased 10%. •Rebuilt the air system compressor at Butterfield Treatment Plant. •Performed extensive in-house repair and rehab at Waste Water Treatment Plant. •Rehabilitation of Desert Sunset Irrigation Well. Installation of variable frequency drive on Village Well to optimize performance. •Rehabilitation work at farm sites, including wells #3 and #4, pivot replacement and rebuild to Foster Wells Lift Station pumps. •Addition of new processor at Process Water Reuse Facility. •Receive and responded to 2,226 customer service requests. 2023 –2024 Departmental Goals Public Works Engineering •Launch improvements at Butterfield Water Treatment Plant •Complete key transportation projects and improvements •Complete Process Water Reuse Facility expansion improvements •Establish a high efficiency grant/loan reimbursement system for capital projects •Complete east urban growth area Sewer LID 152 2023 –2024 Departmental Goals Public Works Operations •Create Comprehensive Asset Management Operating Manual •Start design and construction of new Operation’s Facility •Update vehicle and equipment purchasing policies and administrative orders •Continue investigating City’s water infrastructure to verify materials used to meet EPA’s drinking water safety standards UTILITY FUND STREET FUND Human Resources 2021 –2022 Departmental Accomplishments Human Resources Department •Implemented recruiting module in new software, NeoGov. •Implemented department liaison focused style of service delivery •Facilitated collective bargaining with International Association of Fire Fighters. •Analyzed methodology for document storage to support appropriate records management 2023 –2024 Departmental Goals Human Resources Department •Review and Update City PMC and Administrative Orders •Identify a new 3rd party administrator for health insurance plan •Evaluate the Safety and Training programs for improvements •Implement additional modules for NEOGOV software •Enhance employee engagement and conduct an employee survey Finance 2021 –2022 Departmental Accomplishments Finance and Utility Billing •Supported American Rescue Plan Act utility and business grant programs. •Supported revenue requirement studies for ambulance, water and sewer utilities. •Addition of payment kiosks that allow for non-business hour payments through out Pasco in partnership with Franklin PUD and Basin Disposal. •Introduced use of new technology to support data visualization for communication of financial activity and Capital Improvement Plan (CIP) data. •Effort to transition billing software for utilities’ services to a new product that integrates with financial software is underway. 2023 –2024 Departmental Goals Finance and Utility Billing •Create a comprehensive Finance Operation Manual •Issue debt to support 2023 Capital Projects •Study and support funding source creation for various impact fees •Study and support General Fund long term financial plan modeling •Participate in implementation of new Planning & Permitting software Community Economic Development 2021 –2022 Departmental Accomplishments Community & Economic Development •Completed Comprehensive Land Use Plan. •Supported various plans including the Broadmoor Master and Tax Incremental Financing (TIF) Area Plans. •Completed integration of the One-Stop Permit Center to support ease of customer interaction. •Supported facilitation of updated State Building and Energy Code . 2023 –2024 Departmental Goals Community & Economic Development •Implement Downtown Master Plan •Complete Housing Capacity Plan •Complete and adopt the Broadmoor Master Plan •Complete mandated updates to the Shoreline Master Plan •Complete the Economic Development Strategy Plan Administrative Community Services 2021 –2022 Departmental Accomplishments Administrative & Community Services •Implemented technology advancements with Citywide benefit, including Ring Central Phone System. •Facilitated completion of a Parks Master Plan. •Completed Information Systems Strategic Master Plan •Added new parks and parks programs. Notable additions are Peanuts Park, Palomino Park and the SEEK grant program. Through the SEEK grant children were able to participate in sports camps and adventure trips. •Emergency Operation of Animal Control Shelter following removal of contractor, including continued transition to long term shelter success 2023 –2024 Departmental Goals Administrative & Community Services •Construction of new Tri-Cities Animal Shelter •Continue to add new Parks and Facilities (Schlagel, A Street, MLK, Pool Bubble) •Review Park Impact Fees and New Parks Design Standards •Implement new Permitting and Code Enforcement software •Commence with new technology improvements to improve efficiency and safety Police 2021 –2022 Departmental Accomplishments Police Department •Developed Comprehensive Police Strategic Plan. •Used Homeless Liaison Officers to partner with social services to reduce persons experiencing homelessness. •Continued participating in community engagement opportunities. Some examples include, National Night Out gatherings Citywide, Juneteenth celebration, Coffee with a Cop events, and a first Family Field Day. •Implemented Spidr-Tech platform to evaluate customer service levels and support community engagement. •Completed Unmanned Aircraft System (UAS) training and implementation. 2023 –2024 Departmental Goals Police Department •Develop implementation strategies for the Comprehensive Police Master Plan •Collaborate with Resource Navigator Programs to reduce incidences of homelessness •Increase community engagement events with focus on professional imagery, branding and marketing •Deployment of District Policing model •Commence Criminal Justice Training Commission Basic Law Enforcement Academy Pasco Campus City Manager 2021 –2022 Departmental Accomplishments City Manager •Successful adoption of Pasco’s first ever Tax Incremental Financing (TIF) Area –Broadmoor •Successful completion of Pasco’s first-ever Downtown Master Plan •Coordinated City Council ARPA program investments •Successful transition of Tri-City Animal Shelter to City staff •Successful expansion of City Economic Development Program 2023 –2024 Departmental Goals City Manager •Onboarding of new City Manager •Implementation of Downtown Master Plan items •Development of Community Engagement Plan •Provide support of Arts & Culture Commission City Council Municipal Court 2021 –2022 Departmental Accomplishments Municipal Court •Restarted work crew program as an alternative to incarceration. •Resume collection process after pandemic created pause, including evaluation of requests to amend legal financial obligations. •Graffiti Abatement Program (GAP) is busy. Using AskPasco tool to abate instances quickly. •Upgrade to Webex technology to allow for remote hearings. Allows for facilitation of hearings with defendants and council outside our area. •Recipient of grant for $116,000 from Administrative Office of the Courts (AOC). Grant supports new program in probation efforts by way of a Community Resource Coordinator who assists indigent and low-income persons locate and connect with local, state and federal programs. 2023 –2024 Departmental Goals Municipal Court •Re -evaluate collection referral and implement a plan based on findings •Expand the Work Crew program •Explore more cost-efficient payment methods reviewing internal/external options •Review and establish a new case management system •Continue to pursue grant funding for the CRC Program assist low income and indigent persons Fire Ambulance 2021 –2022 Departmental Accomplishments Fire and Ambulance •Began operation of the relocated Fire Station 83, Fire Station 84 and Fire Department Headquarters to better serve the community •Fire Ground Command Training Lab implemented with Homeland Security Grant funds •Completed update to Fire Department Master Plan •Equipped/trained a marine spill response program through Department of Ecology in partnership with local tank farms, barging companies and railroad. •Placed 57 new self-contained breathing apparatus into service and replaced portable and mobile radios with newer technology 2023 –2024 Departmental Goals Fire and Ambulance •Maintain the Protection Class 3 rating with Washington Survey and Rating Bureau •Develop/implement inspection of High Hazard Occupancies •Update and approve the Community Risk Assessment (CRA) based on the growth of the city and implement station-based Community Risk Reduction programs •Continue to improve the Pasco Resource Navigator program and actively participate in the Benton Franklin Behavioral Health Advisory Committee. •Implement a system supporting better communications for fire and police personnel in large facilities •Participate in determining options for sustainable delivery of both fire and EMS service with Richland and Kennewick and update performance standards for Pasco Fire GOLF COURSE FUND COMMUNITY DEVELOPMENT GRANT (CDBG) FUND ARPA FUND ANIMAL SHELTER OPERATIONS FUND 1 –Fund needs to be established through Ordinance 2 –Interim management activity is reflected in General Fund in 2022, 2023 will be first year for this fund/activity. Planning Efforts Update -Completed Title of Plan Next Steps Council Goal Biennial Budget Downtown Master Plan Adoption Economic Vitality Proposed FTE to support implementation Parks Master Plan Implement design standards Quality of Life Review Impact Fees Comprehensive Land Use Implementation measures Quality of Life Waterfront Zoning District Implementation measures Economic Vitality Transportation System Master Plan Implementation measures Community Transportation Network Police Strategic Implement design standards Quality of Life Fire Master Plan Implementation measures Community Safety Butterfield Water Treatment Facility Initiate Improvements Community Safety Projects Included Stormwater comprehensive Plan Adoption Quality of Life Projects included Items for Future Considerations and Budget Impacts Growing in step with community growth. New staff to meet City service needs. Capital project timeline and funding Support of debt service for capital improvements Aligning revenue sources with related expense Equity of Impact –Growth pays for Growth Type of Fee Eligible Projects Existing Traffic Impact Fee Roadway Improvements Only in limited areas near I-182 Corridor. Fee analysis underway. Fire Impact Fee Fire Station Construction Does not exist. Fee analysis planned. Capital Expansion Fee Capital Utility Construction Fee analysis underway to update existing for water and sewer utilities. Capital Investment for Community –TIF Area Project Name Needed Debt Funding Annual Debt Service Plan Initiated Council Goal Tax Incremental Financing Projects $39,000,000 $2,600,000 Tax Incremental Financing Analysis Economic Includes transportation infrastructure and utilities to provide foundational improvements that otherwise may not occur. It is certain that use of Tax Incremental Financing (TIF) will promote a unified approach to planning in the Broadmoor Area. Tax Incremental Financing provides a mechanism to fund improvements without new taxation. Planning Effort in 2023 -2024 Biennium Title of Plan Status Estimated Completion Notes/Next Steps Council Goal Economic Development Initiated By year end, 2023 Budgeted in biennium Economic Vitality Housing Capacity Initiated By year end, 2023 State to reimburse portion of cost Quality of Life Broadmoor Master Plan Nearing completion By mid year, 2023 EIS Concurrent Economic Vitality General Fund Forecasting Model Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability Irrigation Rate Study Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability Stormwater Rate Study Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability Water System Comprehensive Plan Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability Action Items for 2023 –2024 Biennial Budget Completed •Approval of Ad Valorem (property taxes) •Acceptance of SAFER grant •Approval to manage Animal Shelter Needed •Approval of Ambulance Rate Study and implement rate increase •Adopt 2023 –2024 Biennial Budget •Approve creation of Animal Shelter Fund UPCOMING Tax Incremental Financing Hearing and proposed approval –10/31 Budget Document provided to Council –11/2 First Reading of the Budget/Public Hearing – 11/7 Second Reading of the Budget/Public Hearing and Budget adoption –11/21 Questions