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