CITY OF SPRINGFIELD BUDGET COMMITTEE MEETING

CITY OF SPRINGFIELD BUDGET COMMITTEE MEETING

Tuesday, April 30, 2013, 5:30 p.m. Library Meeting Room, Springfield City Hall

225 Fifth Street Springfield, Oregon

AGENDA

A.) COMMITTEE OPENING REMARKS 10 minutes 1. Welcome from the Chair Chair Terry Buck 2. Roll Call Staff 3. Election of Chairperson Chair Terry Buck 4. Election of Vice Chairperson Chair Terry Buck B.) STAFF OPENING REMARKS Gino Grimaldi 20 minutes 1. Welcome from the City Manager 2. Delivery of Budget Message C.) INTRODUCTION OF BUDGET Bob Duey 30 minutes 1. Budget Process 2. Budget Overview D.) PUBLIC HEARING STATE SHARED REVENUE Chairman 05 minutes BREAK 15 minutes E.) NEW BUSINESS Department presentations 1. Library Rob Everett 20 minutes 2. Fire & Life Safety Chief Roves 40 minutes F.) BUSINESS FROM THE AUDIENCE 10 minutes G.) ANNOUNCE NEXT BUDGET COMMITTEE MEETING Chair 1. Tuesday, May 07, 2013 – 5:30 PM, Springfield City Hall – Library Meeting Room

Note: The Budget Committee for the Springfield Urban Renewal Agency (SEDA) will convene at 5:30 PM at the same location. The legal advertisement for this meeting will be published separately. Dinner will be provided and the City of Springfield Budget Committee will convene at the conclusion of the SEDA meeting.

H.) ADJOURN Citizens’ comments are normally scheduled under the agenda item “Business from the Audience” and are limited to three (3) minutes each. All subsequent meetings will have time scheduled for citizen input and anyone wishing to make a longer presentation should contact the City Manager’s Office at 726-3700, so that the presentation can be included separately on the agenda. ATTACHMENTS

1) April 30, 2012 Agenda Memo 2) Budget Overview Memo 3) City of Springfield Total Operating Expenditures– Total All Funds 4) Operating Expenditures by Department’s – Total All Funds

April 30th 5) Library Budget Summary Memo 6) Library Presentation 7) Fire & Life Safety Budget Summary Memo 8) Fire & Life Safety Presentation

May 7th

9) Human Resources Budget Summary Memo 10) Human Resources Presentation 11) Finance Budget Summary Memo 12) Finance Presentation 13) Legal/Judicial Services Budget Summary Memo 14) Legal/Judicial Services Presentation 15) Police Budget Summary Memo 16) Police Crimes Statistics 17) Police Presentation

May 14th

18) Information Technology Budget Summary Memo 19) Information Technology Presentation 20) City Manager’s Office Budget Summary Memo 21) City Manager’s Office Presentation 22) League of Oregon Cities Budget Request 23) LCOG Budget Request 24) LRAPA Budget Request 25) NEDCO Main Street Program Budget Request 26) NEDCO Team Springfield Budget Request

May 21st

27) Development & Public Works Budget Summary Memo 28) Development & Public Works Presentation 29) Capital Budget Presentation 30) Priority Based Budgeting

FY14 Proposed

31) City of Springfield Proposed Budget Fiscal Year 2013/2014

CITY OF SPRINGFIELD BUDGET COMMITTEE MEETING

Tuesday, April 30, 2013, 5:30 p.m. Library Meeting Room, Springfield City Hall

225 Fifth Street Springfield, Oregon

AGENDA

A.) COMMITTEE OPENING REMARKS 10 minutes 1. Welcome from the Chair Chair Terry Buck 2. Roll Call Staff 3. Election of Chairperson Chair Terry Buck 4. Election of Vice Chairperson Chair Terry Buck B.) STAFF OPENING REMARKS Gino Grimaldi 20 minutes 1. Welcome from the City Manager 2. Delivery of Budget Message C.) INTRODUCTION OF BUDGET Bob Duey 30 minutes 1. Budget Process 2. Budget Overview D.) PUBLIC HEARING STATE SHARED REVENUE Chairman 05 minutes BREAK 15 minutes E.) NEW BUSINESS Department presentations 1. Library Rob Everett 20 minutes 2. Fire & Life Safety Chief Roves 40 minutes F.) BUSINESS FROM THE AUDIENCE 10 minutes G.) ANNOUNCE NEXT BUDGET COMMITTEE MEETING Chair 1. Tuesday, May 07, 2013 – 5:30 PM, Springfield City Hall – Library Meeting Room

Note: The Budget Committee for the Springfield Urban Renewal Agency (SEDA) will convene at 5:30 PM at the same location. The legal advertisement for this meeting will be published separately. Dinner will be provided and the City of Springfield Budget Committee will convene at the conclusion of the SEDA meeting.

H.) ADJOURN Citizens’ comments are normally scheduled under the agenda item “Business from the Audience” and are limited to three (3) minutes each. All subsequent meetings will have time scheduled for citizen input and anyone wishing to make a longer presentation should contact the City Manager’s Office at 726-3700, so that the presentation can be included separately on the agenda. ATTACHMENTS

1) April 30, 2012 Agenda Memo 2) Budget Overview Memo 3) City of Springfield Total Operating Expenditures– Total All Funds 4) Operating Expenditures by Department’s – Total All Funds

April 30th 5) Library Budget Summary Memo 6) Library Presentation 7) Fire & Life Safety Budget Summary Memo 8) Fire & Life Safety Presentation

May 7th

9) Human Resources Budget Summary Memo 10) Human Resources Presentation 11) Finance Budget Summary Memo 12) Finance Presentation 13) Legal/Judicial Services Budget Summary Memo 14) Legal/Judicial Services Presentation 15) Police Budget Summary Memo 16) Police Crimes Statistics 17) Police Presentation

May 14th

18) Information Technology Budget Summary Memo 19) Information Technology Presentation 20) City Manager’s Office Budget Summary Memo 21) City Manager’s Office Presentation 22) League of Oregon Cities Budget Request 23) LCOG Budget Request 24) LRAPA Budget Request 25) NEDCO Main Street Program Budget Request 26) NEDCO Team Springfield Budget Request

May 21st

27) Development & Public Works Budget Summary Memo 28) Development & Public Works Presentation 29) Capital Budget Presentation 30) Priority Based Budgeting

FY14 Proposed

31) City of Springfield Proposed Budget Fiscal Year 2013/2014

CITY OF SPRINGFIELD/FINANCE DEPARTMENT MEMORANDUM Date: April 25, 2013 To: Members of the Budget Committee From: Bob Duey, Finance Director Subject: First Budget Meeting Scheduled for April 30, 2013 I would like to thank each of you in advance for again volunteering your time to help review the Proposed Budget for the City. The first meeting is scheduled for 5:30 p.m. next Tuesday April 30, in the Library Meeting Room of Springfield City Hall. Dinner will be served. Committee Roster and Officers In the front of your FY14 Proposed Budget, Attachment 31, document there is a listing of the members for this year’s committee. We are going to see just one new Springfield citizen joining the returning members this year. In Ward 5 Diana Alldredge has been appointed by the Council to fill the current vacancy in that ward. Diana also serves on the Police Planning Task force. In Ward 6, Paul Selby has been re-appointed to another 3year term. Other returning veterans are Chris Stole in Ward 1, Terry Buck in Ward 2 and Pat Mahoney in Ward 3. Ward 4 is vacant at this time due to the very recent resignation of Garold Rupp (moved just outside the city boundaries). Your committee’s current Chair is Terry Buck and the current vice-chair is Paul Selby. One of the first official actions at your April 30th meeting will be to elect officers for 2013. You are being asked again to serve on the Budget Committee for the Springfield Economic Development Agency (SEDA). SEDA is required to follow Oregon budget law in a manner similar to your role on the City’s Budget Committee for the City’s two urban renewal districts. The SEDA Board is comprised of the six City Councilors, the City’s Mayor and one County Commissioner. To ensure equal representation between elected officials and appointed members, their Budget Committee is comprised of those eight individuals plus the six of you from the City’s Budget Committee plus two additional citizens representing the urban renewal districts. This is planned as a one meeting process. It will take place on Tuesday, May 7th and we are scheduled to provide dinner that night so that we can start at 5:30 pm with the SEDA Budget Committee meeting. Agenda for April 30th & Meeting Schedule The schedule is tentatively set to allow committee members to proceed at whatever pace works for you. We have developed a tentative agenda schedule for staff presentations that can accommodate the entire process in four meetings or be used to a similar outline in either three or five meetings. A four meeting schedule is being considered due to the cancellation of the mid-year meeting in December and the possible need to introduce some of the material at this time that was scheduled for December. A suggestion would be to conduct the first meeting on the staff’s schedule and then prior to the close of the first meeting determine as a committee if you want to make any adjustments or changes to the tentative agenda. As has happened in previous years, the tentative fourth meeting date May 21th falls on the same day as Oregon’s May election. There is often interest by some members in either not meeting that evening or wrapping up at an earlier hour but as this is an off-year election for most major issues it likely will not be an issue this year. At your first meeting it would be helpful for the Committee to discuss this issue as the calendar for the remainder of the meetings is set.

April 30th Agenda Memo Attachment 1 Page 1 of 2

As per Oregon budget law, City Manager Gino Grimaldi will be presenting his budget message at the first meeting. Due to the state and national economy staff has been working on the Proposed FY14 Budget since last fall and will be prepared to discuss with you actions taken during the current fiscal year as well as actions proposed for next year to help stabilize resources and services at the City. If you have any questions about the information or the process prior to next Tuesday’s meeting, please do not hesitate to contact either myself by phone at 726-3740 or e-mail at [email protected] or contact our Budget Analyst, Paula Davis, by phone at 726-3698 or e-mail at [email protected]. Either of us would be more than willing to meet with you prior to that time.


CITY OF SPRINGFIELD/FINANCE DEPARTMENT MEMORANDUM Date: April 25, 2013 To: Members of the Budget Committee From: Bob Duey, Finance Director Subject: First Budget Meeting Scheduled for April 30, 2013 I would like to thank each of you in advance for again volunteering your time to help review the Proposed Budget for the City. The first meeting is scheduled for 5:30 p.m. next Tuesday April 30, in the Library Meeting Room of Springfield City Hall. Dinner will be served. Committee Roster and Officers In the front of your FY14 Proposed Budget, Attachment 31, document there is a listing of the members for this year’s committee. We are going to see just one new Springfield citizen joining the returning members this year. In Ward 5 Diana Alldredge has been appointed by the Council to fill the current vacancy in that ward. Diana also serves on the Police Planning Task force. In Ward 6, Paul Selby has been re-appointed to another 3year term. Other returning veterans are Chris Stole in Ward 1, Terry Buck in Ward 2 and Pat Mahoney in Ward 3. Ward 4 is vacant at this time due to the very recent resignation of Garold Rupp (moved just outside the city boundaries). Your committee’s current Chair is Terry Buck and the current vice-chair is Paul Selby. One of the first official actions at your April 30th meeting will be to elect officers for 2013. You are being asked again to serve on the Budget Committee for the Springfield Economic Development Agency (SEDA). SEDA is required to follow Oregon budget law in a manner similar to your role on the City’s Budget Committee for the City’s two urban renewal districts. The SEDA Board is comprised of the six City Councilors, the City’s Mayor and one County Commissioner. To ensure equal representation between elected officials and appointed members, their Budget Committee is comprised of those eight individuals plus the six of you from the City’s Budget Committee plus two additional citizens representing the urban renewal districts. This is planned as a one meeting process. It will take place on Tuesday, May 7th and we are scheduled to provide dinner that night so that we can start at 5:30 pm with the SEDA Budget Committee meeting. Agenda for April 30th & Meeting Schedule The schedule is tentatively set to allow committee members to proceed at whatever pace works for you. We have developed a tentative agenda schedule for staff presentations that can accommodate the entire process in four meetings or be used to a similar outline in either three or five meetings. A four meeting schedule is being considered due to the cancellation of the mid-year meeting in December and the possible need to introduce some of the material at this time that was scheduled for December. A suggestion would be to conduct the first meeting on the staff’s schedule and then prior to the close of the first meeting determine as a committee if you want to make any adjustments or changes to the tentative agenda. As has happened in previous years, the tentative fourth meeting date May 21th falls on the same day as Oregon’s May election. There is often interest by some members in either not meeting that evening or wrapping up at an earlier hour but as this is an off-year election for most major issues it likely will not be an issue this year. At your first meeting it would be helpful for the Committee to discuss this issue as the calendar for the remainder of the meetings is set.


As per Oregon budget law, City Manager Gino Grimaldi will be presenting his budget message at the first meeting. Due to the state and national economy staff has been working on the Proposed FY14 Budget since last fall and will be prepared to discuss with you actions taken during the current fiscal year as well as actions proposed for next year to help stabilize resources and services at the City. If you have any questions about the information or the process prior to next Tuesday’s meeting, please do not hesitate to contact either myself by phone at 726-3740 or e-mail at [email protected] or contact our Budget Analyst, Paula Davis, by phone at 726-3698 or e-mail at [email protected]. Either of us would be more than willing to meet with you prior to that time.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

Human

Resou

rces:

We supp

ort the

en

gine

that pow

ers

the City—ou

r em

ployees.

Human Resources Presentation Attachment 10 Page 1 of 16

Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

Program Area: Recruitm

ent, Selection, & Reten

tion

oga

eaec

ut

et,Se

ecto

,&ete

to

•C

on

tin

ue

d t

o p

art

ne

r w

ith

th

e C

ity

of

Eu

ge

ne

in F

ire

fig

hte

r a

nd

De

pu

ty

Fir

e M

ars

ha

ll re

cru

itm

en

t p

roc

ess

es

as

pa

rt o

f F

ire

De

pa

rtm

en

t m

erg

er

fft

eff

ort

.

•C

on

tin

ue

d s

po

nso

rsh

ip o

f “O

pti

on

s U

nlim

ite

d”

an

nu

al c

are

er

exp

o t

o

en

co

ura

ge

hig

h-s

cho

ol a

nd

mid

dle

-sch

oo

l ag

ed

gir

ls t

o c

on

sid

er

no

n-

tra

dit

ion

al c

are

ers

wit

h h

an

ds-

on

wo

rksh

op

s to

fu

rth

er

div

ers

ify

ou

r fu

ture

wo

rkfo

rce

fu

ture

wo

rkfo

rce.


De

pa

rtm

en

tFY

201

4

Program Area: Recruitm


tion

g,

,

•D

eve

lop

ed

an

d d

eliv

ere

d t

rain

ing

on

ne

w p

roc

ess

es

an

d p

roc

ed

ure

s fo

r re

cru

itin

g a

nd

se

lec

tin

g n

ew

em

plo

yee

s w

ith

wo

rkfo

rce

d

ive

rsif

icat

ion

as

go

al.

•C

olla

bo

rati

ng

wit

h I

T D

ep

art

me

nt’

s w

ork

in im

ple

me

nti

ng

ne

w “

e-

rec

ruit

” a

pp

licat

ion

sys

tem

th

at w

ill m

od

ern

ize

ou

r in

terf

ac

e w

ith

p

ote

nti

al j

ob

ca

nd

idat

es.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

il

i&

iProgram Area: Recruitm


tion

•W

ill b

e m

ajo

r su

pp

ort

de

pa

rtm

en

t fo

r n

ew

Po

lice

Ch

ief

sea

rch

an

d s

ele

cti

on

pro

ce

ssse

arc

h a

nd

se

lec

tio

n p

roc

ess

.

•A

re w

ork

ing

wit

h P

olic

e D

ep

art

me

nt

to in

no

vate

te

stin

g a

nd

ev

alu

atio

n p

roc

ess

es

for

ne

w r

ec

ruit

s.ev

alu

atio

n p

roc

ess

es

for

ne

w r

ec

ruit

s.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

Program

Area:Employee

&Labo

rRelations

Program Area: Employee

& Lab

or Relations

PO

LIC

IES

& P

RO

CE

DU

RE

S:

•C

on

tin

ue

wo

rk w

ith

all

Cit

y d

ep

art

me

nts

on

re

org

an

izin

g, u

pd

atin

g, a

nd

re

wri

tin

g a

ll C

ity-

wid

e p

olic

ies

an

d p

roc

ed

ure

s; a

nd

are

p

p;

dev

elo

pin

g n

ew

po

licie

s to

re

du

ce

Cit

y’s

risk

e

xpo

sure

an

d d

ec

rea

se li

ab

ility

insu

ran

ce

p

rem

ium

co

sts.

•C

on

tin

ue

to

wo

rk w

ith

Cit

y o

f E

ug

en

e’s

HR

, R

isk,

& B

en

efi

ts s

erv

ice

s to

alig

n p

olic

ies

an

d

pro

ce

du

res

imp

ac

tin

g t

he

tw

o F

ire

De

pa

rtm

en

ts

an

d r

esp

ec

tive

co

llec

tive

ba

rga

inin

g u

nit

s.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4


& Lab

or Relations

CO

NT

RA

CT

N

EG

OT

IAT

ION

S:

•B

arg

ain

ed

ne

w t

hre

e -

yea

r c

on

tra

ct

wit

h

Sp

rin

gfi

eld

’s In

tern

atio

na

l Ass

oc

iati

on

of

Fir

e F

igh

ters

(I

AF

F)

Lo

ca

l 13

95

an

d r

ep

rese

nte

d C

ity

of

Sp

rin

gfi

eld

o

n m

an

ag

em

en

t s

ide

of

tab

le f

or

ba

rga

inin

g c

on

tra

ct

wit

h E

ug

en

e’s

IAF

F 8

51

. E

ffo

rt r

esu

lte

d in

ph

ase

d

ap

pro

ach

to

bri

ng

ing

bo

th u

nit

s in

alig

nm

en

t w

ith

re

ga

rd t

o c

om

pe

nsa

tio

n a

nd

wo

rkin

g c

on

dit

ion

s b

y re

ga

rd t

o c

om

pe

nsa

tio

n a

nd

wo

rkin

g c

on

dit

ion

s b

y Ju

ly 2

01

4.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4


& Lab

or Relations

CO

NT

RA

CT

NE

GO

TIA

TIO

NS

(C

on

tin

ue

d):

•B

arg

ain

ed

ne

w t

hre

e-y

ea

r c

on

tra

ct

wit

h A

me

ric

an

Fe

de

rati

on

of

Sta

te,

Co

un

ty &

Mu

nic

ipa

l Em

plo

yee

s (A

FS

CM

E)

.

•In

pro

ce

ss (

as

of

Ap

ril 2

01

3)

of

ba

rga

inin

g n

ew

ag

ree

me

nt

wit

h

Se

rvic

e E

mp

loye

es

Inte

rnat

ion

al U

nio

n (

SE

IU).


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

Program Area: Coo

rdinated

Training

Co

nti

nu

e t

o c

olla

bo

rate

wit

h o

the

r p

ub

lic e

nti

tie

s to

pro

vid

e h

igh

pp

gle

vel t

rain

ing

at

low

est

po

ssib

le c

ost

s:

•Em

oti

on

alI

nte

llig

en

ce

& B

eh

avio

ralE

ven

t In

terv

iew

ing

•Wo

rkin

g B

ett

er

Tog

eth

er:

Re

spe

ctf

ul W

ork

pla

ce

•Su

pe

rvis

ory

tra

inin

g :

Re

cru

itm

en

ta

nd

Se

lec

tio

n P

roc

ed

ure

s


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

RikM

tProgram Area: R

isk Man

agem

ent

SA

FE

TY

& L

OS

S C

ON

TR

OL

•C

on

tin

ue

to

wo

rk w

ith

fou

r sa

fety

co

mm

itte

es

on

in

cid

en

t ro

ot-

ca

use

an

aly

sis

an

d p

reve

nti

on

. (P

olic

e,

Fir

e, C

ity

Ha

ll a

nd

Dev

elo

pm

en

t &

Pu

blic

Wo

rks

Op

era

tio

ns)

•C

on

tin

ue

to

wo

rk w

ith

Eu

ge

ne

Fir

e o

n s

tre

am

linin

g

of

cla

im t

rack

ing

, an

d r

ep

ort

ing

pro

ce

du

res

&

pro

ce

sse

s.•

Co

nti

nu

ed

to

eva

luat

e n

ew

em

plo

yee

& v

olu

nte

er

dri

ver

qu

alif

icat

ion

s•

Co

nti

nu

ed

to

ad

min

iste

r th

e P

W O

ps

Su

bst

an

ce

p

ab

use

te

stin

g p

rog

ram

.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

RikM

tProgram Area: R

isk Man

agem

ent

PR

OP

ER

TY

& L

IAB

ILIT

Y:

Cit

y o

f S

pri

ng

fie

ld C

om

pa

rati

ve C

laim

s D

ata

, b

en

chm

ark

ed

a

ga

inst

18

oth

er

cit

ies

for

pa

st 4

Ye

ars

.•G

en

era

l & A

uto

Lia

bili

ty c

ost

pe

r re

sid

en

t =

$1

.79

ve

rsu

s av

era

ge

$

2.5

6.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

RikM

tProgram Area: R

isk Man

agem

ent

WO

RK

ER

S C

OM

PE

NS

AT

ION

: C

ity

of

Sp

rin

gfi

eld

be

nch

ma

rke

d w

/ 14

oth

er

cit

iec

itie

s.•O

ver

the

last

fou

r ye

ars

, th

e

ave

rag

e c

ost

pe

r F

TE

wa

s $

30

2.5

0; T

he

Cit

y is

ab

ove

av

era

ge

wit

h a

co

st o

f $

32

4.3

1 p

er

FT

E e

mp

loye

e.

•Ove

r th

e la

st fo

ur

yea

rs, a

n

f

85

l

i

av

era

ge

of

.85

cla

ims

wa

s su

bm

itte

d fo

r ev

ery

10

fu

ll ti

me

em

plo

yee

s. T

he

Cit

y is

a

bo

ve a

vera

ge

wit

h .9

5 c

laim

s g

file

d.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

RikM

tProgram Area: R

isk Man

agem

ent

WO

RK

ER

S C

OM

PE

NS

AT

ION

W

OR

KE

RS

CO

MP

EN

SA

TIO

N

CO

NT

INU

ED

:

•R

evie

win

g d

iffe

ren

t o

pti

on

s fo

r W

C

gp

pro

ce

sse

s th

at p

rovi

de

s e

asi

er

tra

ckin

g

an

d t

ime

loss

pa

yme

nt

reim

bu

rse

me

nt;

Se

ttin

g u

p h

igh

ly f

lexi

ble

mo

dif

ied

du

ty

•S

ett

ing

up

hig

hly

fle

xib

le m

od

ifie

d d

uty

st

atio

n in

Co

urt

; will

en

ab

le in

jure

d

wo

rke

rs t

o r

etu

rn t

o w

ork

mo

re q

uic

kly.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

El

Bfit


Ben

efits

•C

on

tin

ue

d im

pro

vem

en

t in

uti

lizat

ion

of

he

alt

h in

sura

nc

e b

en

efi

ts,

Cit

’ f

it

d

th

l

Wll

Cli

i h

lt

d

Cit

y’s

fitn

ess

pro

gra

m, a

nd

th

e e

mp

loye

e W

elln

ess

Clin

ic h

ave

re

sult

ed

in

leve

l me

dic

al p

rem

ium

s (

i.e.

no

inc

rea

se)

for

4th

stra

igh

t ye

ar.

•A

s p

art

of

Fir

e M

erg

er

serv

ice

a

na

lysi

s, p

ote

nti

al f

or

lon

ge

r te

rm

co

st s

tab

ility

de

spit

e t

ren

ds

(6-8

%

co

st s

tab

ility

de

spit

e t

ren

ds

(6-8

%

inc

rea

se in

me

dic

al c

ost

s p

er

yea

r)

evid

en

t in

mo

vin

g f

rom

fu

lly in

sure

d

to s

elf

insu

red

sta

tus.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

El

Bfit


Ben

efits

Cit

y’s

We

llne

ss P

rog

ram

co

nti

nu

es

to g

row

in p

op

ula

rity

:y

gg

pp

y

•A

nn

ua

l nu

trit

ion

an

d d

iet

cla

sse

s at

tra

ct

mo

re e

ach

ye

ar.

•F

itn

ess

be

ne

fit

thro

ug

h c

on

tra

ct

wit

h

Fit

ne

ss b

en

efi

t th

rou

gh

co

ntr

ac

t w

ith

W

illa

ma

lan

eva

lue

d b

y e

mp

loye

es

an

d

fam

ilie

s.

•W

elln

ess

Ce

nte

r C

linic

an

d N

urs

e

An

n’s

tip

s a

nd

cla

sse

s a

re e

xtre

me

ly

we

ll re

ce

ive

d a

nd

gro

win

g n

um

be

r o

f e

mp

loye

es

use

th

e c

linic

inst

ea

d o

f m

aki

ng

mo

re e

xpe

nsi

ve v

isit

s to

m

aki

ng

mo

re e

xpe

nsi

ve v

isit

s to

p

hys

icia

n.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

El

Bfit

•C

ha

ng

e t

o S

elf

-Fu

nd

ing

ha

s h

ad

c

ide

ab

le i

ac

t H

R a

d


Ben

efits

co

nsi

de

rab

le im

pa

ct

on

HR

an

d

fin

an

ce

; sti

ll u

nsu

re o

f p

erm

an

en

t re

sou

rce

imp

ac

ts.

An

tic

ipat

ing

sa

vin

gs

of

$2

K -

4K

an

nu

ally

.g

$y

•S

ho

rt t

erm

dis

ab

ility

insu

ran

ce

p

rog

ram

(e

mp

loye

e p

aid

) m

ay

ne

ed

to

b

e c

ha

ng

ed

, wh

ich

will

hav

e w

ork

loa

d

it

imp

ac

ts.

•N

ext

are

a o

f re

vie

w f

or

lon

g-t

erm

c

ost

co

nta

inm

en

t in

volv

es

an

aly

sis

of

sick

leav

e u

sag

e a

nd

va

cat

ion

ac

cru

al

sick

leav

e u

sag

e a

nd

va

cat

ion

ac

cru

al

rate

s.


Hu

ma

n R

eso

urc

es

De

pa

rtm

en

tFY

201

4

PA

“Oth

Dti

Ai

d”

•H

ave

ta

ken

lea

d r

ole

in E

qu

ity

& C

om

mu

nit

y C

on

sort

ium

in

ord

er

to e

nh

an

ce

Cit

y’s

incl

usi

on

& d

ive

rsit

y e

ffo

rts

Program Area: “Other Duties a

s Assigned

”

in o

rde

r to

en

ha

nc

e C

ity

s in

clu

sio

n &

div

ers

ity

eff

ort

s.

•H

ave

ha

d m

ajo

r st

aff

ing

ch

an

ge

an

d t

ran

sfe

r o

f p

rog

ram

are

as,

esp

ec

ially

re

cru

itm

en

t &

se

lec

tio

n a

nd

b

en

efi

ts.

•N

ew

Dev

elo

pm

en

t &

Pu

blic

Wo

rks

de

pa

rtm

en

t st

ruc

ture

re

sult

ed

in m

ajo

r w

ork

re

ass

ign

me

nts

in D

PW

an

d p

osi

tio

n

cha

ng

e a

nd

re

allo

cat

ion

re

qu

est

s fo

r H

R.

•F

ire

Me

rge

r a

nd

ne

w IA

FF

co

ntr

ac

t im

ple

me

nta

tio

n h

as

ha

d m

ajo

r im

pa

ct

on

ce

ntr

al s

erv

ice

s.

•P

rovi

de

fac

ilita

tio

n, a

na

lyti

c s

up

po

rt fo

r C

ity’

s In

clu

sio

n

& D

iit

it

t

& D

ive

rsit

y c

om

mit

tee


DEPARTMENT BUDGET SUMMARY City of Springfield, Oregon

To: Gino Grimaldi, City Manager

From: Bob Duey, Finance Director

Date: February 28, 2013

SUMMARY OF SIGNIFICANT ISSUE(S) IN THE DEPARTMENT PROPOSAL (Revenues/Expenditures)

Issue FTE Cost Increase Cost of Personal Services N/A +$64,915 or 7.3% increase (No change in 9.5 FTE) (All funds) Personal Services Reduction Target $18,727 Material & Services General Fund Flat except for escalator clauses

Issue Paper 1.0 FTE Centralized AP

No Issue Papers Priority Base Budgeting Analyzing Fiscal Health 1.0 FTE Staffing Level Requirement EXPLANATION OF SIGNIFICANT ISSUE(S) As it has been in other years, Finance’s primary cost of operation is attributed to cost the cost of personnel (82% of the General Fund) and large Material and Services contracts. These contracts are often long-term contracts with escalator clauses that continue to increase in subsequent years. A following is a summary of these two areas. Personal Services – The department is going to again budget for 9.5 FTE which include 1 director’s position, 1 supervisory Accounting Manager, 4 professional positions, 3 technician positions and 1 .5 FTE administrative support. This is down from the peak FTE of 12.35 in FY02 (23% reduction). Since the recession hit in 2008, Finance has seen a reduction of 1.8 FTE or 16%. During this time, the department has continued to increase its responsibilities in certain key areas to encourage city-wide efficiencies and provide better over-sight for City policy and regulatory compliance. Some example of increased responsibilities are 1) accounts payable for a key efficiency area; 2) purchasing as a key area for compliance; and 3) accounting functions for increased workload from health insurance self-funding and the shear increase in volume the number of transactions generated by all city departments. The Finance Department has need to an increase in FTE by 2.0 with all of this support being at the technician level. Only 1 FTE is being requested at this time. These two positions are:

Finance Department Attachment 11 Page 1 of 2

1.0 Accounting Tech I or II. This is actually the Director’s highest priority but is not being requested at this time. This is the replacement for position lost about 2 years ago that would be utilized in variety of areas to address current workload. It would particularly in accounting and purchasing relieve professional level staff of certain responsibilities so that the much needed analysis and review work could be conducted in a timely manner. Professional staff is currently under-utilized with the current arrangement or in some cases the work is not completed. 1.0 FTE Accounting Tech 1 or II. This is the position connected with the issue paper to help with

the centralization of accounts payable. Two keys points here is that Finance’s does not have the ability to proceed with the centralization concept without the additional staff as it would be dependent upon the support to expand past the current arrangements. And secondly, our hope is to accomplish this task without adding of an FTE to the City by utilizing existing city staff but this will only be accomplished with a large measure of support from other departments. For more information on this topic, please see the issue paper.

To meet the department’s target for personnel services a reduction of $18,727 was required. An employee resignation resulting in lower entry step and a less expensive health insurance coverage was utilized to meet this reduction. An additional reduction of $1,987 in M&S was required to meet the target. Material & Services – The City’s material & services budget in the General Fund for FY13 is $163,536. Of this total the primary drivers that have pre-determined fixed costs are 1) contract for audit services $38,000; 2) software license agreements for $56,115; 3) arbitrage compliance and investment custodial services $18,229; 4) participation in State purchasing consortium $4000;and 5) internal charges of $15,673. This total of $132,107 leaves the department with a semi-discretionary budget of $31,429. The decision by the Budget Team to allow for increases in contracts with escalator clauses allow the department to increase in M&S by$3,943 and an increase of $436 for internal charges.

Major Initiatives – Staff Projects for Next year Priority Based Budgeting is a strategic alternative to a traditional budgeting. The philosophy of priority-driven budgeting is that resources should be allocated according to how effectively a program or service achieves the goals and objectives that are of greatest value to the community. It is a flexible step-by-step process to budget scarce resources. Priority-driven budgeting demands accountability for results that were the basis for a service’s budget allocation. Priority Based Budgeting represents a fundamental change in the way resources are allocated. The governing body and the chief executives must understand and support the process and communicate that support throughout the organizations. Analyzing Fiscal Health will be an abbreviated process for what was defined in the GFOA program under this same concept. The department’s will not have the resources to complete both Priority Based Budgeting and Analyzing Fiscal Health in the same year so we will be choosing a “fiscal health light” version to key in on the major funds and establishing some additional policy guidelines.

CONCLUSION COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED

Financially Responsible and Stable Government Services

Finance Department Attachment 11 Page 2 of 2

Fin

an

ce D

ep

art

me

nt

FY 2

014 Significant Issues

Implem

entatio

n of cen

tralize

d and pape

rless accou

nts p

ayable process

Completion of IT/Finance project to

upgrade

Peo

pleSoft financials to latest

version

Introd

uctio

n of Prio

rity Ba

sed Bu

dgeting as a strategic alternative to tradition

al

budgeting

budgeting

Completion of an analysis of financial health

for key ope

ratin

g fund

sCo

ntinue

upd

ating Ad

min and

Dep

artm

ent R

egulations to

better d

ocum

ent

processes

Addressin

g increase costs of m

aintaining

current and

expanding

use of

techno

logy

Finance Department Presentation Attachment 12 Page 1 of 11

Fin

an

ce D

ep

art

me

nt

FY 2

014

Accoun

tingg

•FY 13

Accom

plish

ments

Implem

ented ne

w te

chno

logies to

stream

line the City’s electron

ic payment p

rocess

Received

an Unq

ualified Opinion

on the fiscal year 2

012 audit

Mti

tl

dt

lti

lif

lti

db

ii

fth

Cit’fi

lMet internal and

external tim

elines fo

r com

pletion and subm

ission of th

e City’s fiscal year

2012

Com

preh

ensiv

e An

nual Financial Rep

ort (CA

FR)

Received

the GFO

A Ce

rtificate of A

chievement for Excellence in Financial Rep

ortin

g for the

City’s fiscal year 2

011 CA

FRAll

thl

ttdt

thCit’it

tbth

8th

kid

fth

fll

iAll m

onthly re

ports po

sted

to th

e City’s intranet by the 8t

hworking

day of the

following

mon

thCreated and im

plem

ented a ne

w accou

nt structure for the

new

ly m

erged DP

W

department

l•FY 14

Goals

Implem

ent a

centralize

d and pape

rless accou

nts p

ayable process

Implem

ent e

lectronic 1099

filing

Doub

le th

e nu

mbe

r of p

ayments m

ade by ACH

py

yIncrease th

e nu

mbe

r of p

ayments m

ade by P‐card by 10%

Implem

ent customer se

rvice surveys –

both internal and

external customers


Fin

an

ce D

ep

art

me

nt

FY 2

014

Cash Receipts

2280

1943

1765

1976

Journa

lEntrie

s

1527

1424

1630

1600Jo

urna

l Entrie

sFY08

FY09

FY10

FY11

FY12

FY13

est.

1377

1464

1370

1391

FY08

FY09

FY10

FY11

FY12

FY13

est.


Fin

an

ce D

ep

art

me

nt

FY 2

014

Purcha

seCa

rds

$800

,000

$1,000

,000

$1,200

,000

Purcha

se Cards

TotalChe

ckCo

unt

$0

$200

,000

$400

,000

$600

,000

8500

9000

9500

1000

0

Total Che

ck Cou

nt$0

FY08

FY09

FY10

FY11

FY12

FY13

est.

5500

6000

6500

7000

7500

8000

ACH

Express C

hecks

Checks

FY08

FY09

FY10

FY11

FY12

FY13

est.


Fin

an

ce D

ep

art

me

nt

FY 2

014

Payroll

y •FY 13

Accom

plish

ments

Continue

Implem

entatio

n of fire con

tract changes

Build

new

6 step

pay plan for IAF

F & m

ove em

ployees on

to new

plan 7/1/13

Re‐build accou

nt cod

e structure for n

ew DPW

& m

ove em

ployees on

to new

structure

•FY 14

Goal

Dl

fll

id

ddil

ilbl

bk

fh

bikl

Develop a more fully traine

d and readily available backup

for the

bi‐w

eekly

processin

g of payroll

Continue

to strengthen

interde

partmen

tal processes between Finance and

Human

Resou

rces fo

r tho

se areas of com

mon

needs such as se

lf‐fund

ing he

alth insurance and othe

r ben

efit type

program

s


Fin

an

ce D

ep

art

me

nt

FY 2

014

Purcha

singg

•FY 13

Accom

plish

ments

Purchasin

g Mun

icipal Cod

e Ch

anges

Respon

se to

Statutory Req

uirements

Process Improvem

ent

Increased the pu

rchasin

g threshold for intermed

iate bids

Provided

provisio

ns fo

r electronic sig

natures

Fire m

erger fou

nd so

lutio

ns to

barrie

rs and

process im

provem

ent

Collabo

rated and partne

red with

other pub

lic agencies on

coop

erative and joint solicita

tions

•FY 14

Goals

Process Improvem

ent

Interm

ediate Bid Process

Contract and

Bidding

Templates

Upd

ateAd

ministrativeRe

gulatio

nsforP

urchasingandTravel

Upd

ate Ad

ministrative Re

gulatio

ns fo

r Purchasing and Travel

Increase P Card Program Reb

ate

Increase On Call Co

ntracts for Small $ Services


Fin

an

ce D

ep

art

me

nt

FY 2

014

Budgeting

gg

•FY 13

Accom

plish

ments

IAFF con

tract implem

entatio

nBu

ild new

accou

nt structure for D

evelo p

men

t & Pub

lic W

orks

p•FY 14

Goals

Process Improvem

ent

Supp

lemental Bud

get Forms

Implem

entatio

n of Prio

rity Ba

sed Bu

dgeting


Fin

an

ce D

ep

art

me

nt

FY 2

014

Priority Ba

sed Bu

dgeting

yg

g•Traditio

nal

Curren

t year’s bud

get is b

asis for n

ext year

Focus is d

etermining ways to meet targets

gy

gAccoun

tability for staying

with

in sp

ending

limits

•Prio

rity Ba

sed

yRe

sources shou

ld be allocated based on

goals and ob

jectives

Flexible step

‐by‐step

process to

bud

get scarce resources

Demands accou

ntability fo

r results


Fin

an

ce D

ep

art

me

nt

FY 2

014

Across th

e Bo

ard Cu

ts Add

ress $14.5 Billion

Shortfall

From

2007

Shortfall

California Governo

r’s Office: “A

cross‐the‐bo

ard ap

proa

ch

spread

s redu

ctions as e

venly as possible so no single

py

pg

program gets singled ou

t.”

Reactio

n:“the

governo

r’s app

roach wou

ld be like a family

deciding

tocutsits

mon

thlymortgagepaym

entdining

out

deciding

to cuts its m

onthly m

ortgage paym

ent, dining

‐out

tab an

d Netflix subscriptio

n each by 10

%, rathe

r tha

n elim

inating the restau

rant and

DVD

spen

ding

in order to

keep

uptheho

usepaym

ents.”

keep

up the ho

use paym

ents.


Fin

an

ce D

ep

art

me

nt

FY 2

014

According to M

oody

’s:g

yAcross‐the

‐Board versus T

argeted Bu

dget Cuts

“Across‐the‐bo

ard cuts can

be a way to

avoid to

ugh de

cisio

ns”

yg

“Targeted cuts re

quire

a se

rious discussion of com

mun

ity

values, relative be

nefits of differen

t services, and

long

‐term

implications”

implications”

Moo

dy's wants to

see ho

w local governm

ents plan for

andrespon

dto

financialchallenges

over

thelong

term

and respon

d to financial challenges over the

long

term

“Making targeted

cuts c

an dem

onstrate a m

ore strategic

approa

ch to

man

aging the fiscal crisis”

ppg

gf


Fin

an

ce D

ep

art

me

nt

FY 2

014

Prioritiz

ation A

rray: C

ombin

ed City

‐wide

Progra

msCit

fBld

Cl

d$85

,915,772

$51,726

,155

1 2

Rankingst Rated Programs;t Rated Programs)

City of B

oulder, Colorad

o

$21,505

,297

$7,498

,842

3 4

Quartile (Quartile 1: HighesQuartile 4: Lowest

$‐$10

,000,000

$20

,000,000

$30

,000,000

$40

,000,000

$50

,000,000

$60

,000,000

$70

,000,000

$80

,000,000

$90

,000,000

$100

,000,000




From: Robert Duey, Finance Director



Issue FTE Cost -- EXPLANATION OF SIGNIFICANT ISSUE(S) The Springfield Municipal Jail opened on January 29, 2010. The pace of trial settings required for custody cases has resulted in less than optimal docket management adversely impacting Prosecutors, Jail and defense bar. With changes in the Court schedule (effective in April, 2013) coupled with early settlement offers from the City Prosecutor’s office, it is anticipated that impacts will decrease and improvements will be made towards meeting the National Court Performance Standards (certainty of case resolution at first trial setting (currently at 67%). Matrix releases continue to occur for female inmates. While the Jail has provided the Court with tools to enforce compliance and hold defendants accountable for criminal behavior, it still remains a significant challenge to continually adjust practices to meet statutorily required time constraints and to accommodate constraints of other stakeholders as changes are made.

The” Tyler” court computer system (Tyler Technologies InCode) project began in February of 2012 and went live on October 29, 2012. While the new system offers enhanced functionalities over the AIRS system, system performance in the hosted environment and functionality provided has not been without problems. System performance is considerably slower than the previous system (up to 40 seconds recorded to complete one receipting transaction). System performance has occasionally slowed sufficiently to cause Judges to apologize for delays in courtroom processing. Tyler moved the Court to a new server on February 11; it is uncertain if this will resolve performance issues. One solution, not researched for solution or feasibility, is to host the system locally. Non-compliance processes: suspension, warrants and collections processes were not working correctly and those processes have been on hold since go-live. There was a version upgrade in late January to correct the bug and staff is working to complete changes and begin implementation of non-compliance processes. “E-forms” Approximately two weeks before go-live, Court received new information about forms functionality; insufficient time was available to re-work all the forms that had been developed. Tyler currently has a very cumbersome visual basic forms creation tool. The new forms tool was originally expected in December 2012, but is now expected mid-February, 2013. The new tool is expected to be user-friendly, allows fingerprint signature capability for Judges and movement towards greater e-forms that the court will begin using. This is significant for the Court’s goal to move to a

Legal Judicial Services Attachment 13 Page1 of 4

“paper-lite” system and also significant in terms of working around the document imaging system limitations. “TCM” – Tyler Content Manager is the module that provides integrated document image capture. TCM is superbly designed to rapidly capture electronic documents and save images to the appropriate case file. As an example, Guilty by Default automated processing does – mass updates to the case files, creates documents and saves images back to the appropriate case in approximately 5 minutes daily. Scanning of paper, however, is considerably slower – it takes approximately 35 seconds per document to scan paper which must be scan through single feeds rather than batch submissions. Because of the limitations of TCM paper scanning performance, the Court has delayed electronic document processing in the courtroom. It is expected that City Prosecutor’s office will be able to file electronic complaints within the next couple of months and Police will have e-citations in place by late 2014. These two document types alone represent a significant amount of paper documents that Court handles. Court will continue towards developing more electronic documents and work with stakeholders and service providers to move towards electronic document filing. If tentative plans to open another scan station materializes, individuals on light duty can be assigned to do scanning tasks. (Funding for this has not been identified yet, but will include a scanner, a Tyler license and as well as specialized furniture if needed). Financial processes and reports are considerably different than AIRS processes. Court and Finance staff with IT support has been working to bridge the differences in reporting methods. To accommodate some of the challenges posed, the Court now closes at 4:30 pm daily to allow closing of the cash drawers at day’s end (the AIRS system allowed closing by a date/time stamp parameter and allowed for closing on demand; Tyler does not). Tyler statistical reports – while Tyler provides on demand ability to query the database for certain criteria, the scope of reports that are provided are not sufficient. Reports such as final dockets are not deemed adequate; court will review statutory requirements and work with Tyler for fixes as needed. Court staff will also rely heavily on IT support until expertise can be developed to write specialized reports. An option would be to pay Tyler for specialized report development.

Enhanced Customer Services - On-line web services: Defendants now have the ability to resolve violations on line and make payments going through a web-based service. This feature was implemented on February 1, 2013. The ability for defendants to do so is dependent on citations being entered into the system. Because data propagation is no longer available, Court staff must enter cases into Tyler. Until late January, citation entry was backlogged to the extent that cases were being entered just days ahead of court appearance. Eugene Municipal Court has an import from AIRS to Tyler that appeared to be problematic until recently. Springfield will need to ensure that the import process does not cause issues and even if implemented, will still require Court staff to complete data entry to add required information. Enhanced document process: “E-abstracts”. Previously, court staff would manually note citation abstracts for every conviction and mail them to DMV. The process is now automated and generally takes approximately five minutes daily to generate and print documents and save images in Tyler. This process, however, does require that Court staff enter required information that is currently not captured through Police entry of citations. This issue should be resolved in late 2014 when e-citations are implemented by Police. (Our ODOT liaison is working on garnering support for a central print location in Salem and or an electronic transmission of data to update the DMV files).


Enhanced work-flows: Tyler provides the ability to perform actions in mass which greatly enhances the ability of staff to process large quantity of work with limited use of resources (similar to the guilty by default or e-abstract process). There is, however, still a great deal of work that must be done to accommodate some of the data conversion glitches and or to accommodate new mandates. Conversion glitches, pending warrants and pre-Tyler payment agreements all required manual fixes at conversion (warrants are nearly complete; payment agreements are being completed as staff encounters agreements in effect prior to Tyler go-live). The ability to suspend driver licenses for non-payment is now hampered by an appellate ruling (Richardson vs. ODOT addressed later) and while automated processes are available to suspend licenses, court will most likely need to do a manual review of each case before suspension can occur. Enhanced features: Jury, phone notifications, officer notifications, PeopleSoft interface and PCS import/export interface are pending implementation. These features are either awaiting Court staff implementation or Tyler development. These features are enhancements and while of great benefit in saving staff resources, are not critical for court operations. City Prosecutor: Tyler’s City Prosecutor’s module is not developed sufficiently to provide operational benefits. The Court has given the City Prosecutor office access to the Court module as an interim solution (read only access other than document generation). Forms have been developed for them which will allow the complaints to be electronically signed and e-filed by saving the image to the case. Other forms previously filed on paper by the Prosecutors’ office will also be developed for them as time permits and will help movement towards the Courts’ goal of “paper-lite” processes. Once security is tightened in Tyler, there may be a possibility of using the one module for both departments.

Tyler conclusion: In most cases staff has been able to accommodate deficiencies with temporary fit-gap solutions while awaiting new version fixes. Considering the scope of changes required with the new system, the actual go-live implementation of the system was non-eventful– staff were well trained and mentally prepared for go-live and were able to provide all critical services from day one. Staff remains focused on fixes to come rather than dwelling on the challenges of working in a system “under construction”. AIRS: Court cases will be purged out of the AIRS system in May of 2013. Court will be requesting to keep read-only access of AIRS until the Police SunGard system is implemented. AIRS is currently used in uniquely identifying individuals and ID numbers such as AIRS, Social Security, FBI and SID numbers are manually entered into Tyler to maintain the data integrity between the Court, Police and Jail systems.

New Court hours of operation starting on February 1, 2013. Court will be closing to the public at 4:30 pm daily to accommodate some of the financial constraints of the new Tyler court computer system. The 4:30 closing allows the Court staff to close cash drawers at the end of each day and decrease some of the processing challenges and additional work for both Court and Finance staff to accommodate the new system capabilities.

A new Court schedule will be in effect on April 1, 2013. The schedule has been reviewed by Judges, Police, Jail and City Prosecutors. This schedule is significantly different and seeks to alleviate issues identified with the previous schedule for court stakeholders. The trial schedule is heavily dependent on early disposition offers to attorneys. While not yet set, a “meet and greet” has been tentatively planned for the Judiciary, City Prosecutors and Jail to introduce the defense bar to the new scheduling, and to clearly define operational expectations that are designed to be respectful of


time constraints of all parties. This will also provide the opportunity to introduce expectations for billing practices and offer enhanced services with the introductions of electronic payment rather than checks.

Indigent Representation: A statutorily mandated service, the Court does not have any option but to provide this service short of treating misdemeanor cases as violations thus eliminating the need for appointment of counsel. As the new City Prosecutors’ office come up to speed and is successful in implementing some planned changes, it is anticipated that costs for indigent representation may decrease. Richardson vs. ODOT. Pursuant to an appellate court ruling, the Court can no longer use re-suspension of driving privileges as a means to compel payment of past due fines. The Court will have only one opportunity to suspend an individual’s driving privilege as DMV will no longer permit multiple suspension orders per case for failure to pay fines. This is significant as the re-suspension process has been a highly successful collection tool. It is our understanding that there will be some attempts towards legislative changes to offset the appellate ruling. If a Judge lifts a suspension order prior to payment of fines and fees in full, the only option Court will have to collect is through the Collection Agency and or the Department of Revenue collections program. The Court will be reviewing collections practices to decrease the ruling’s impact.

Department of Revenue “DOR” collections program was delayed in FY13 and is still on hold. This program is supported by .5 FTE not yet hired. Implementation is anticipated, pending FTE support and development of Tyler processes to accommodate this program.

CONCLUSION The opening of the Springfield Jail and implementation of a new computer system has placed significant challenges for the Court staff, but it has also placed the Court in a unique position to begin restoring public confidence in the ability of Springfield legal judicial system to compel compliance with laws that protect the safety and quality of life in the community in a cost effective manner respectful of funding required to do so. FY14 will prove to be challenging and have significant impact for the Court staff and Judges to bring the Tyler system fully functional and implement the immense scope of cultural changes brought about with the “paper-lite” processes. The entire City Prosecutor’s staff is a new to the office and it will take some time and adjustments to accommodate issues as they become familiar with Court operational needs. As the new Police SunGard system and Jail EIS system are implemented, these changes will most likely also impact court operations. These challenges and changes are an opportunity to implement many cultural and operational changes to make the legal judicial processes more efficient and effective; the Court is well positioned to make those changes. Changes, without additional support however, will be prioritized and implemented as staff is able to develop and implement new processes. COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED The Court is charged with maintaining public confidence in the ability of the legal judicial system to uphold the rule of law, impartially resolve legal contests fairly, efficiently and effectively and to compel compliance with laws that protect the safety and quality of life in the community. The Court strives to meet council goals: 1) to enhance public safety and thereby help to 2) to preserve the hometown feel, livability and by holding offenders financially accountable for costs incurred, strive to participate positively towards goal 3) to offer financially responsible and stable government services.


MU

NIC

IPA

L C

OU

RT

FY 2

014

CourtJud

iciary

andStaff

Court Jud

iciary and

Staff

Represen

ting 168 years o

f service to

the City of Springfield

Legal Judicial Services Presentation Attachment 14 Page 1 of 11

Mu

nic

ipa

l C

ou

rtFY

201

4

City

Goal:EnhancePu

blicSafety

City Goal: Enh

ance Pub

lic Safety

Sprin

gfield M

unicipal Cou

rt m

ission

:i

ibli

fidi

hbili

fh

llj

diil

•maintain pu

blic con

fiden

ce in

the ab

ility of the

legal jud

icial system to

upho

ld th

e rule of law

The Sprin

gfield M

unicipal Ja

il provides th

e Co

urt w

ith th

e p ability to

hold individu

als

accoun

table for crim

inal

activ

ity and

helps to

protect

Offe

nders a

re held

accoun

table

the commun

ity from

crim

inal

activ

ity


Mu

nic

ipa

l C

ou

rtFY

201

4

Hldi

Df

dtA

tbl

Holding De

fend

ants Accou

ntable

13,552

14,000

13,033

12,915

12,573

13,356

13,290

13,000

13,500

12,140

12,142

11,829

,

12,046

12,000

12,500

Cases F

iled

Adjudicated

11,000

11,500

10,500

2008

2009

2010

2011

2012


Mu

nic

ipa

l C

ou

rtFY

201

4 CityGoal:Financially

Respon

sibleand

City Goal: Financially Respo

nsible and

Stable Governm

ent S

ervices

Sprin

gfield M

unicipal Cou

rt m

ission

: •

To com

pel com

pliance with

the orde

rs of the

Cou

rt

Holdoffend

ersa

ccou

ntableforreimbu

rsem

ento

fcoststo

thecommun

ityfor

Hold offe

nders a

ccou

ntable fo

r reimbu

rsem

ent o

f costs to

the commun

ity fo

r crim

inal activity


Mu

nic

ipa

l C

ou

rtFY

201

4

FinancialA

ccou

ntability

Financial A

ccou

ntability

$2,165

,086

$2,241

,072

$2,143

,927

$2,500

,000

$1,581

,213

$1,850

,275

$1,412

,092

$1,628

,817

$1,947

,756

$1,798

,015

$1,500

,000

$2,000

,000

$1,202

,475

$1,000

,000

Total Collected

City Reven

ue

$0

$500

,000

2008

2009

2010

2011

2012


De

pa

rtm

en

tFY

201

4

City Goal: Preserve ou

r Hom

etow

n Feel, Livability

y,

yand Environm

ental Q

uality

•Sprin

gfieldMun

icipalCo

urt

Byorde

rsfor

Sprin

gfield M

unicipal Cou

rt

mission: strive to com

pel

compliance with

the laws that

protect the

safety and

quality of

lifith

it

By orders for

defend

ants to

appe

ar in

cou

rt to

show

cause why

Byissuing

life in th

e commun

itythey are in

non

‐compliance with

orde

rs of the

cou

rt

By issuing

warrants for

failure to

appe

ar in

court

Through the Sprin

gfield M

unicipal Ja

il, th

e commun

ity has th

e means to

en

forcethechoice

ofno

toleranceforcrim

inalactiv

ityandismakingstrid

esen

force the choice of n

o tolerance for crim

inal activity

and

is m

aking strid

es

towards preserving the ho

metow

n feel and

livability for the

children and

families in

the commun

ity


De

pa

rtm

en

tFY

201

4

•By

passingop

erating

Police

Jail

•By

passin

g op

erating

levies and

bon

ds fo

r bu

ilding the Jail, th

e Jail

Prosecution

g,

commun

ity of

Sprin

gfield has fixed

Court

one of th

e dysfun

ctional

tfth

compo

nents o

f the

Crim

inal Ju

stice

System

System


Mu

nic

ipa

l C

ou

rtFY

201

4

40 year o

ld com

puter system re

placed

: Tyler Techn

ologies InCo

de sy

stem

implem

ented

on Octob

er 29, 2013, with

supp

ort o

f IT, Finance and

com

pany con

sulta

nts

,,

pp,

py


De

pa

rtm

en

tFY

201

4 Tyler Techn

ologies InCo

de System

Eh

dC

tS

i•Enhanced

Customer Services:

–Individu

als m

ay re

solve violations on line and

ktth

hbb

di

make paym

ents th

rough a web

‐based

service

–Sets th

e foun

datio

n for future pu

blic on line

recordssearch

records search


Mu

nic

ipa

l C

ou

rtFY

201

4

Tl

Th

li

IC

dS

tTyler Techn

ologies InC

ode System

•Provides

thefoun

datio

nfortransition

ingto

Provides th

e foun

datio

n for transition

ing to

electron

ic and

“pape

r‐lite”processes:

Fingerprintsignature

forJud

ges

–Fingerprint signature fo

r Jud

ges

–Electron

ic signature for d

efen

dants

“Autom

ated

onde

mand”

documentcreationfrom

–“Autom

ated

, on‐de

mand” docum

ent creation from

system

inform

ation

Abilityto

send

documentsby

email

–Ab

ility to

send

docum

ents by e‐mail


Mu

nic

ipa

l C

ou

rtFY

201

4

Challenges

Challenges …

‐Co

mpu

ter system: transition from

a 40 year old

legacy

mainframesystem

toclou

dbasedsystem

;legacy m

ainframe system

to cloud

based

system

; ‐Tyler Techn

ologies –

integrating the ne

w sy

stem

andim

plem

entin

gop

erationalchanges

and im

plem

entin

g op

erational changes

‐Janu

ary 1, 201

3, new

Prosecutors con

tracted

July20

13im

plem

entatio

nof

ane

wJailsystem

‐July 201

3 im

plem

entatio

n of a new

Jail system

‐Nov 201

3 im

plem

entatio

n of a new

Police system

fff

… and

con

tinue

d op

portun

ities fo

r efficiencies

across m

ultip

le sy

stem

s




From: Rick Lewis, AIC Chief of Police

Date: April 5, 2013


Issue FTE Salary Benefits Total 1.) General Fund Staffing 3.25 vacancies $205,800 $136,600 $342,400

2.) Jail Operations

3.) Public Safety Operating Levy

4.) Training

EXPLANATION OF SIGNIFICANT ISSUE(S)

1.) The proposed budget as submitted includes 3.25 FTE of planned vacancies. Two police officer

positions and one dispatcher position will be carried for the entire fiscal year, and a records/call-taking position will be carried until just before go-live of the new Public Safety Software systems. These vacancies will generate approximately $348,400 in General Fund Savings. In addition, reserve funds from the Operating Levy will be used to offset some General Fund contributions to the Jail Fund in order to reach the Department’s GF reduction target of $496,000. The Department has submitted an issue paper discussing and recommending the permanent elimination of one police officer position, #382, that was cut for FY12 for which no grant funds were awarded. The staffing reductions will temporarily limit the number of call-takers available to answer incoming calls for service and to staff the public front counter. Especially during evening hours, the Records division frequently works with only one or two employees on duty, which slows the ability of citizens to make their initial request for services. The Department intends to carry the call taking position until shortly before the new Public Safety Software Systems go live. Filling the position at that time will allow the new staff person to train only on the new system, and will restore desired service levels to the public. The losses of officer positions, whether permanent or temporary, create more shifts operating at ‘minimums’. Historical analysis has shown that response times increase significantly for patrol shifts operating at minimums compared to those with even one additional officer available.

2.) The Jail Fund continues to operate within expected budget parameters. There is an increase to the expected medical costs in the FY14 proposed budget because of a request by the medical services provider to increase staffing hours. Other operating costs in the jail have remained steady.

Police Department Attachment 15 Page 1 of 2

3.) FY14 will be the first year of the new Public Safety Operations Levy. Overall staffing levels and budgets have remained fairly stable in this fund, although General Fund reductions have made the success of the operating levy even more critical to Department operations.

4.) In November of 2013, the Department anticipates going live on a new suite of public safety software systems from the SunGard vendor. The new software will entirely replace the current Dispatch, Records Management, and Mobile Computer Terminal Systems, and will also add new functionality such as Field Based Reporting, Automatic Vehicle Location, E-Citation and Bar Coding for property and evidence. In order to train staff on these systems in a short period of time just before go-live, the Department will rely on federal forfeiture funds to pay overtime costs for staff attending training outside their normal work schedules. Costs for training all staff could approach $100,000 depending on scheduling issues.

CONCLUSION The Department has submitted a budged which complies with the direction received from the Finance Department. This budget continues to be extremely frugal and relies upon staffing vacancies to meet financial targets. The Department believes that it will be able to meet the goals and objectives of the City Council within the available resources.

COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED

The Department fully expects to meet the goals and policies of the City Council, and the performance goal objectives of the Department, in the coming fiscal year.

Police Department Attachment 15 Page 2 of 2

PERSON/PROPERTY/BEHAVIORAL CRIMES - SPRINGFIELD POLICE

PERSONS CRIMES 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012% Change 2010/2011

01 Homicide 0 4 1 2 0 2 1 4 1 0 IRR02 Rape 19 33 24 24 19 29 22 32 25 20 IRR03 Robbery 65 65 60 57 68 75 64 51 68 47 -44.7%04 Aggravated Assault 110 129 176 168 213 200 200 127 126 80 -57.5%08 Simple Assault 461 450 455 372 448 495 479 678 686 729 5.9%17 Sex Offense 93 104 114 98 141 112 132 108 127 139 8.6%25 Kidnapping 1 8 13 9 8 11 6 8 6 9 IRR

Total Person Crimes 749 793 843 730 897 924 904 1008 1039 1024 -1.5%

PROPERTY CRIMES 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012% Change 2010/2011

05 Burglary 676 793 905 705 522 537 521 446 327 431 24.1%06 Theft (Total) 3214 2992 3411 2842 2217 2850 2023 2016 1995 2503 20.3%

063 Theft - Shoplift 372 392 437 395 360 369 395 558 602 725 17.0%064 Theft - From Veh 1332 971 1305 965 676 1176 600 518 482 710 32.1%065 Theft - MV Parts 67 129 108 92 57 80 50 69 52 80 35.0%066 Theft - Bike 248 321 353 301 193 244 174 138 173 188 8.0%

* Theft - Other 1195 1179 1208 1089 931 981 804 733 686 800 14.3%07 Car Theft 595 523 871 565 414 503 308 247 149 220 32.3%09 Arson 44 67 37 38 25 42 31 30 22 19 IRR10 Forgery 177 354 360 250 147 112 106 100 77 138 44.2%11 Fraud 306 269 418 327 290 383 303 316 304 457 33.5%13 Stolen Property 0 5 8 2 2 5 1 16 16 17 IRR14 Vandalism 810 650 763 805 775 896 659 756 739 725 -1.9%

Total Propertry Crimes 5822 5653 6773 5534 4392 5328 3952 3927 3629 4510 19.5%* Theft - Other = Crime Codes 062, 067, 068, 069 (Pursesnatch, Theft From Public Building, Theft From Coin Operated Machine, and Theft Other)

BEHAVIORAL CRIMES 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012% Change 2010/2011

15 Weapons Offense 82 80 48 44 50 42 38 87 66 121 45.5%16 Prostitution 11 6 14 55 44 28 33 8 3 1 IRR18 Drug Abuse 560 604 479 283 291 275 302 987 916 1388 34.0%20 Family Abuse 38 41 59 39 51 48 51 70 95 100 5.0%22 Liquor Violation 145 145 94 98 77 47 55 260 207 212 2.4%24 Disorderly Conduct 71 95 113 100 95 83 122 330 315 384 18.0%26 All Other 290 599 751 724 730 790 751 1414 1263 1438 12.2%29 Runaway 72 123 118 150 133 114 103 104 122 74 -64.9%28 Curfew (Arrest) 58 44 71 76 53 24 47 45 40 48 16.7%21 DUII (Arrest) 336 351 372 474 449 484 442 381 420 485 13.4%

Sub Total Behavioral** 1269 1693 1676 1493 1471 1427 1455 3260 2987 3718 19.7%Total Behavioral Crimes*** 1663 2088 2119 2043 1973 1935 1944 3686 3447 4251 18.9%

SUB GRAND TOTAL** 7,840 8,139 9,292 7,757 6,760 7,679 6,311 8,195 7,655 9,252 17.3%

GRAND TOTAL*** 8,234 8,534 9,735 8,307 7,262 8,187 6,800 8,621 8,115 9,785 17.1%

** Does not include arrest for Curfew and DUII*** Includes arrest for Curfew and DUII

Police Department Crimes Statistics Attachment 16 Page 1 of 3

ATTA

CH

MEN

T D

1

802

952

890

682

894

818

879

868

819

907

2610

2769

3253

2559

2150

2374

2159

2348

1802

2082

3008

3408

4163

3623

3065

3692

3973

4463

3997

5000

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Arre

sts

Cal

enda

r Yea

rs 2

003

-201

2

Beh

avio

rP

rope

rtyP

erso

n


ATTA

CH

MEN

T D

1

770

789

841

733

897

911

904

1008

1039

1024

5296

5209

6776

5544

4392

5284

3956

3960

3639

4530

1640

1692

2115

2042

1973

1925

1944

3686

3447

4251

0

2000

4000

6000

8000

1000

0

1200

0

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Rep

orte

d C

rimes

Cal

enda

r Yea

rs 2

003-

2012

Beh

avio

rP

rope

rtyP

erso

n


Po

lice

FY 2

014

FY20

14 B

udge

t Com

mitt

ee M

eetin

g

Police Department Presentation Attachment 17 Pages 1 of 26

Po

lice

FY 2

014

FY20

14 B

udge

t Com

mitt

ee M

eetin

g


Po

lice

FY 2

014 •The rene

wal of the

Police Ope

ratio

ns Levy in Novem

ber w

ill enable the De

partmen

t to

continue

providing

a high level of service to

the commun

ity.

•The De

partmen

t is w

orking

together with

the IT Dep

artm

ent to im

plem

ent a

new

Pu

blicSafety

softwaresystem

inNovem

bero

f2013.

Thene

wsystem

willreplace

Public Safety software system

in Novem

ber o

f 2013. The

new

system

will re

place

existing Co

mpu

ter A

ided

Disp

atch and

Records M

anagem

ent systems, and

will add

Field

Based Re

porting, Prope

rty and Eviden

ce bar cod

ing, and

Electronic Citatio

ns and

Crash

repo

rting capabilities to the organizatio

n.

•The Jail continue

s to perform

at a

high level of e

fficien

cy. Prop

erty crim

e rates a

re

down, and

the op

eration is with

in expected bu

dget param

eters.

•The De

partmen

t is n

early

half w

ay th

rough the process o

f rep

lacing

Ford Crow

n Victoria patrol veh

icles w

ith Che

vy Caprice packages.

Bud

get H

ighl

ight

s


Po

lice

FY 2

014

The Po

lice De

partmen

t is n

ot su

bmitting issue

papers for FY14

To m

eet b

udget targets:

•TheDe

partmen

twillmanageGen

eralFund

vacanciestogene

rate

approxim

ately

The De

partmen

t will m

anage Gen

eral Fun

d vacancies to gene

rate app

roximately

$340

,000

in sa

vings d

uring FY14

.

•Many of th

e sig

nificant g

rant opp

ortunitie

s from

previou

s years have dried up

or h

ave

bfll

dd

ThD

illi

fdi

hbe

en fu

lly expen

ded. The

Dep

artm

ent w

ill con

tinue

to pursue fund

ing sources w

herever

possible and

practical.

•This year’s prop

osed

bud

get restores som

e of th

e fund

ing ne

eded

to su

pport the

y

pp

gg

ppeventual re

placem

ent o

f critical te

chno

logy infrastructure. Fund

ing those replacem

ents

will re

main a bu

dget prio

rity.

Sig

nific

ant C

hang

es fo

r FY

14


Po

lice

FY 2

014

•The De

partmen

t has a new

con

tract for with

Green

hill Hu

mane Society to provide

shelter

py

pand adop

tion services fo

r lost o

r aband

oned

dogs. The

Animal Con

trol program

has been

very su

ccessful in

returning foun

d do

gs to

their o

wne

rs, and

the result has b

een a savings in

the contractual costs fo

r she

lter services.

•The volunteer p

rogram

con

tinue

s to grow, and

provide

s sup

port fo

r ope

ratio

ns and

op

portun

ities fo

r our citizens to

actively participate in th

e work of th

e De

partmen

t.

Volunteers are currently involved

in Animal Con

trol su

pport, Fleet m

ainten

ance, G

raffiti

removal, Crim

e Preven

tion events, and

the Lock Out Crim

e project.

Sig

nific

ant C

hang

es fo

r FY

14


Po

lice

FY 2

014

Citizen

Satisfaction

TheDe

partmen

tcon

tinue

sto

receivehigh

marks

from

citizen

sfrom

theannu

alThe De

partmen

t con

tinue

s to re

ceive high

marks from

citizens from

the annu

al

survey. 93% of this y

ear’s re

spon

dents indicated they are sa

tisfie

d with

services provide

d by th

e De

partmen

t.

Police Plan

ning

Task Force

The citizen

adviso

ry group

is a critical re

source fo

r the

Dep

artm

ent. W

e continue

to m

eet w

ith th

em on a mon

thly basis to re

view

policies a

nd plans.

Partne

rships and

Fun

ding

The De

partmen

t con

tinue

s to re

ly upo

n partne

rships whe

rever p

ossib

le to

increase

resources, im

prove efficiency and be

nefit th

e commun

ity. Exam

ples includ

e:Re

gion

al Radio System

Justice Assistance Grants

Scho

ol Resou

rce Officer P

rogram

How

are

we

doin

g?


Po

lice

FY 2

014 Pat

rol

Pro

fess

ion

al S

tan

da

rds

Inve

stig

atio

ns

Ca

nin

e

Tra

ffic

Te

am

Bic

ycle

Pat

rol

Ma

jor

Ac

cid

en

t In

vest

igat

ion

s Te

am

Co

mm

un

icat

ion

s

SW

AT

Dru

g In

vest

igat

ion

sg

g

Cri

me

Pre

ven

tio

nA

nim

al C

on

tro

l

Vo

lun

tee

r P

rog

ram

Re

co

rds

& C

all

Taki

ng

Vo

lun

tee

r P

rog

ram

Re

co

rds

& C

all

Taki

ng

Sch

oo

l Re

sou

rce

Off

ice

r P

rog

ram

Mu

nic

ipa

l Ja

il

Our

Ser

vice

s


Po

lice

FY 2

014

Our

Sta

ff


Po

lice

FY 2

014

57,212

Calls for S

ervice in

2012

10,809

Traffic Citatio

ns. The four m

ost frequ

ent o

ffenses, including

Driv

ing Uninsured

, Driving While Suspe

nded

, Driv

ing While Usin

g a Ce

ll ph

one, and

Spe

eding accoun

ted for

more than

half o

f all tickets written.

7,98

9 Arrests

490Drun

kDrivingArrests

490 Drun

k Driving Arrests

4,53

0 Re

ported

Prope

rty Crim

es

2,24

5 Mun

icipal Ja

il bo

okings, w

hich includ

e an

average of 9

prison

ers p

er day hou

sed by

the City of E

ugen

e.

3,31

8Do

gLicenses

issue

dor

rene

wed

.

Act

ivity

Mea

sure

s

3,31

8 Do

g Licenses issued

or ren

ewed

.


Po

lice

FY 2

014

Rep

orte

d C

rimes

Cal

enda

r Yea

rs 2

003-

2012

1000

0

1200

0

2115

2042

1925

4251

8000

1000

0

6776

1640

1692

1973

1925

1944

3686

3447

4000

6000

5296

5209

6776

5544

4392

5284

3956

3960

3639

4530

2000

4000

770

789

841

733

897

911

904

1008

1039

1024

020

0320

0420

0520

0620

0720

0820

0920

1020

1120

12

Beha

vior

Pro

perty

Per

son


Po

lice

FY 2

014

Arr

ests

Cal

enda

r Yea

rs 2

003

-201

2

8000

9000

3408

4163

3623

3692

3973

4463

5000

5000

6000

7000

3008

3623

3065

3692

3973

3997

3000

4000

5000

952

90

2610

2769

3253

2559

2150

2374

2159

2348

1802

2082

1000

2000

802

952

890

682

894

818

879

868

819

907

020

0320

0420

0520

0620

0720

0820

0920

1020

1120

12

Beha

vior

Pro

perty

Per

son


Po

lice

FY 2

014

Ch

rist

ma

s a

nd

Ve

tera

ns

Pa

rad

es

An

nu

al C

an

ine

Co

mp

eti

tio

n

Cit

ize

ns

Po

lice

Ac

ad

em

yC

itiz

en

s P

olic

e A

ca

de

my

Ne

igh

bo

rho

od

Wat

ch

4th

of

July

Fir

ew

ork

s

Sa

fety

Fa

ir E

ven

ts

Ro

ad

Ru

ns

Ca

r C

ruis

e

Pol

ice

are

Invo

lved

in P

ublic

Eve

nts


Po

lice

FY 2

014

Pol

ice

in th

e C

omm

unity


Po

lice

FY 2

014

Volu

ntee

r Pro

gram


Po

lice

FY 2

014

Mun

icip

al J

ail


Po

lice

FY 2

014

Sta

ffin

g –

18

FT

EJa

il O

pe

rati

on

s S

up

erv

iso

r (1

FT

E)

Jail

Op

era

tio

ns

Su

pe

rvis

or

(1 F

TE

)D

ete

nti

on

Su

pe

rvis

ors

(4

FT

E)

De

ten

tio

n O

ffic

ers

(1

2 F

TE

)D

ete

nti

on

Cle

rk (

1 F

TE

)(

)

Op

era

tio

ns

Ph

iloso

ph

y:

No

Fri

lls In

ca

rce

rati

on

No

Te

levi

sio

ns

No

Exe

rcis

e E

qu

ipm

en

tN

o E

xerc

ise

Eq

uip

me

nt

You

bre

ak

it &

Yo

u b

uy

it$

2.8

6m

Bu

dg

et

Ag

ree

me

nts

wit

h L

CS

O fo

r in

mat

e s

wa

p t

o a

cc

om

mo

dat

e f

em

ale

inm

ate

sS

pri

ng

fie

ld M

un

icip

al J

ail

ho

use

s in

mat

es

wit

h M

isd

em

ea

no

r C

ha

rge

sM

an

y in

mat

es

hav

e p

rio

r Fe

lon

y c

on

vic

tio

ns

Ma

ny

inm

ate

s h

ave

me

nta

l he

alt

h d

rug

or

alc

oh

ol i

ssu

es

Ma

ny

inm

ate

s h

ave

me

nta

l he

alt

h, d

rug

or

alc

oh

ol i

ssu

es

Th

e C

ity

of

Eu

ge

ne

is c

urr

en

tly

lea

sin

g u

p t

o 1

5 b

ed

s p

er

da

y

Mun

icip

al J

ail O

pera

tions


Po

lice

FY 2

014

Ho

ld o

ffe

nd

ers

ac

co

un

tab

le f

or

cri

min

al b

eh

avio

r: 2

082

Pro

per

ty C

rim

e A

rres

ts in

201

2A

rres

ts in

201

2

Inc

rea

se M

un

icip

al C

ou

rt R

eve

nu

e:

$1.5

mill

ion

in F

Y12

rev

enue

p

Re

du

ce

bo

oki

ng

tim

e fo

r p

olic

e o

ffic

ers

: A

vera

ge b

ooki

ng ti

me

is 1

0 m

inut

esm

inut

es

Re

du

ce

cri

me

in S

pri

ng

fie

ld:

Rep

orte

d P

rop

erty

Cri

mes

are

dow

n 17

%

com

par

ed to

200

8

Goa

ls a

nd O

utco

mes

of t

he M

unic

ipal

Jai

l


Po

lice

FY 2

014

Am

en

de

dP

rop

ose

dE

xpe

nd

itu

res

by

Cat

eg

ory

:F

Y 1

3F

Y 1

4•

Pe

rso

na

l Se

rvic

es

$1

5,3

12

,98

9$

16

,04

3,5

44

•Mat

eri

als

an

d S

erv

ice

s$

3,3

61

,03

6$

3,1

13

,85

9•C

ap

ita

l Ou

tla

y$

6

55

,47

6$

4

43

,00

0C

ap

ita

l Ou

tla

y$

6

55

,47

6$

4

43

,00

0$

19

,32

9,5

01

$1

9,6

00

,40

3

Exp

en

dit

ure

s b

y F

un

dG

l Fd

$1

29

47

94

8$

13

45

42

81

•Ge

ne

ral F

un

d$

12

,94

7,9

48

$1

3,4

54

,28

1•J

ail

Op

era

tio

ns

$ 2

,74

3,9

76

$ 2

,86

0,2

51

•Po

lice

Lo

ca

l Op

tio

n L

evy

$ 2

,34

7,2

84

$ 2

,52

9,0

75

•Sp

ec

ial R

eve

nu

e$

8

01

,59

3$

5

23

,79

6p

$,

$,

•Ve

hic

le a

nd

Eq

uip

me

nt

$

48

8,7

00

$

23

3,0

00

$1

9,3

29

,50

1$

19

,60

0,4

03

FY 1

4 Fi

nanc

ial S

umm

ary


Po

lice

FY 2

014

$FY1

4P

liB

dtb

Fd

3%1%$FY1

4 Po

lice Bu

dget by Fund

13%

100 Gen

eral Fun

d202JailFund

s14%

202 Jail Fund

s236 Ope

ratio

ns Levy

204 Special Reven

ue713R

lF

d69%

713 Re

placem

ent F

und

Fund

ing

–Le

vy Im

pact


Po

lice

FY 2

014

Implem

ent n

ew Pub

lic Safety Software System

sp

yy

Supp

ort the

organiza

tion’s transition

during the Ch

ief’s hiring

process

Provideadeq

uate

training

insupp

orto

forganiza

tionalneeds

andtheLong

RangePlan

Provide adeq

uate training

in su

pport o

f organiza

tional needs and

the Long

Range Plan

Iden

tify fund

ing and im

plem

entatio

n strategies fo

r techn

ology projects su

ch as in‐car

cameras

Increase Ja

il revenu

es th

rough additio

nal bed

leases and

greater efficien

cies in

collecting fin

es owed Im

med

iate

Issu

es (1

to 2

yea

rs)


Po

lice

FY 2

014

Redu

ce re

liance on

Levy fund

ing for P

olice and Jail op

erations

Iden

tify fund

ing and im

plem

entatio

n strategies fo

r techn

ology projects su

ch as in‐car

cameras, electronic repo

rting and digital evide

nce storage

Iden

tify ne

w sou

rces fo

r grants a

nd partnership opp

ortunitie

s to leverage available

resources

Inte

rmed

iate

Issu

es (3

to 5

yea

rs)


Po

lice

FY 2

014

Transition from

Levy to permanen

t fun

ding

yp

g

Develop strategies to

maintain service levels as th

e City grows in po

pulatio

n and

geograph

ic area

Develop ne

w expertise to add

ress changes in

crim

e patterns, i.e. com

puter crim

es

and othe

r spe

cial sk

ills

Successio

n planning

to identify and de

velop future leadership

Long

Ter

m Is

sues

(bey

ond

5 ye

ars)


Po

lice

FY 2

014

Que

stions?

Than

k Yo

u fo

r You

r Ser

vice

!Co

mmitted

to Excellence




From: Rod Lathrop, IT



Issue FTE Cost

Fund 713 Reserves @ zero NA > $100,000 annually

EXPLANATION OF SIGNIFICANT ISSUE(S) Fund 713 reserves for equipment replacement contributions have been reduced due to budget reductions; from > $100,000 historically down to $45,000 annually. The remaining $165,000 is being utilized FY14. IT equipment replacements including servers, PCs, switches, printers, etc. starting in FY15 will be presented as budget issue papers unless this issue is resolved. The IT Department is taking on new support, implementation and development duties for Courts, Fire, and Police (new systems in Jail, Records, Patrol and Dispatch). All services previously provided by AIRS will be handled by Springfield IT. One FTE of work will be required for a this additional work and is being re-allocated from within the department from existing IT Network resources. The retirement of a long-term employee during FY14 will result in a planned vacancy control action to generate enough savings to cover the transition but the position will be filled at some point during the year. Three FTE will be available to implement new services plus provide all the operational support historically provided by Five FTE. Significant projects that will be undertaken will include CJIS requirements to segment the City network and apply encryption to Police data, new encryption requirements for Police hard drives, a new encrypted data route to the Regional Communications Center, new AVL technology for all Police and Fire vehicles, new client software in all Police and Fire vehicles, new Jail software and ancillary equipment, new Courts hardware, etc. New technology projects such as Firewall/VPN envisioned for the e-Recruit project and Public Safety System support, NetMotion in support of DPW field workers, and a large number of FY14 F713 core infrastructure replacements will be impacted. CONCLUSION IT reserves for equipment replacement will be diminished in the current year. The multiple year plan adopted by the City Manager for this service is to begin a program in FY15 to switch from a reserve based funding plan for IT equipment to one that will include an annual $100,000 per year for allocation for IT equipment needs.


Help Desk and support metrics will decline. Infrastructure projects that are funded will face significant delays due to lack of staff resource. Council Goal of financially responsible and innovative government services will be negatively impacted by these reductions.

Information Technology Attachment 18 Page 1 of 1

Info

rma

tio

n T

ech

no

log

yFY

201

4

Information Technology Presentation Attachment 19 Page 1 of 7

Info

rma

tio

n T

ech

no

log

yFY

201

4

An In

ternal Service Dep

artm

ent

IT helps you

r Staff bu

ild and

run your City

by bu

ilding, m

aintaining,

and de

livering automated

techno

logy used to provide

real‐tim

e access to

ope

ratio

nal and

strategic inform

ation.

Four

Core

ServiceAreas:

Four Core Service Areas:

Telecommun

ications

Centralized

Hybrid

PBX

Pho

ne Systems providing digital

and Vo

ice Over IP (VOIP) p

hone

service

Network and work station supp

ort

Supp

ort o

ver 5

00 desktop

and

mob

ile PCs and

50+

file,

print, application, and

database servers

Networkinfrastructure

(pub

licandprivate)

conn

ectin

gNetwork infrastructure (p

ublic and

priv

ate) con

necting

Public Safety, Ope

ratio

ns and

Regional Partners

Application De

velopm

ent, An

alysis, and

Integration

Efficient app

lications m

ake for a

produ

ctive workforce

ppp

Multip

le City

Web

Site

sMore Efficient, A

ccessib

le, Transparent Governm

ent


Info

rma

tio

n T

ech

no

log

yFY

201

4

Significant

Chan

ges

All Pub

lic Safety programs c

ommon

ly re

ferred

to as the

“AIRS”

applications are being

replaced

with

Com

mercial Off The Shelf solutions:

PoliceRe

cordsM

anagem

enta

ndFieldBa

sedRe

porting

Significant Cha

nges

Police Re

cords M

anagem

ent a

nd Field Based

Rep

ortin

gPo

lice Jail Managem

ent S

ystem

Fire Records M

anagem

ent

Police Electron

ic Cita

tions –data provide

d to State in

supp

ort o

f H

ldS

itHo

meland Security

Benefits:

More im

med

iate features and

functio

nality

Annu

al upgrade

s and

enh

ancemen

ts provide

d by Ven

dor

pgp

yLower long

‐term costs

Strategy:

Complete the work with

existing IT re

sources


Info

rma

tio

n T

ech

no

log

yFY

201

4

FY13

Highlights

Completed

a m

ajor Financials G

eneral Led

ger/Accoun

ts Payable sy

stem

up

grade

Continue

diPad

deploymen

tinsupp

orto

fpaperless

processin

gandbe

tter

FY13

Highlights

Continue

d iPad

deploymen

t in supp

ort o

f paperless processing and be

tter

efficiency, includ

ing to Plann

ing Co

mmission

Public W

iFidep

loyed througho

ut Springfield Ju

stice Ce

nter

Implem

entatio

n of Cou

rts C

ase Managem

ent –

Tyler InC

ode

Il

tdB

iLi

liti

Implem

ented Bu

siness L

icen

se app

lication

Began the SunG

ard Co

mpu

ter‐Aide

d Dispatch, Police Law Enforcement

Records M

anagem

ent S

ystem project –go

live sc

hedu

led for N

ovem

ber 2

013

Completed

major desktop

ope

ratin

g system

con

version to W

indo

ws 7

, i

ld

ddd

idd

itili

/l

tti

fit

includ

ed add

ing additio

nal viru

s/malware protectio

n for security

Replaced

140+ de

sktop compu

ters and

mob

ile com

puters

Respon

ded to over 2

,000

service calls to

the IT HelpD

esk

Procured

and

implem

ented Do

g License application

pg

pp


Info

rma

tio

n T

ech

no

log

yFY

201

4

FY14

Major

Initiatives

Public Safety application suite

go‐live (CAD

, Records M

anagem

ent

System

(RMS), Field‐based

Rep

ortin

g, electronic citatio

ns)

JailAp

plicationSuite

deploymen

t

FY14

Major In

itiatives

Jail Ap

plication Suite

dep

loym

ent

Public W

orks Asset M

anagem

ent/GIS Systems –

NetMotionsoftware

installatio

n to allow access to private ne

twork from

the fie

ld units

Centralized

Accou

nts P

ayable –de

velop and im

plem

ent w

ith Finance

Elt

iR

itit

ithH

Rt

dl

Electron

ic Recruiting

–partne

r with

Hum

an Resou

rces to

dep

loy a

more efficient hiring

system

integrated

with

Peo

pleSoft

Finance System

app

lication up

grade

Secure W

iFi–

deploymen

t to allow access to private ne

twork from

h

ithiCit

Hll

tiff

titi

anyw

here with

in City

Hall creating more effective meetin

gs.

Continue

LaserFichedo

cumen

t imaging de

ploymen

ts –projects

includ

e convertin

g em

ployee

med

ical files p

roviding

enh

anced security

Virtual Priv

ate Network –extend

ing the ne

twork for rem

ote access

Network Firewall –

in su

pport o

f FBI se

curity requ

irements, network

segm

entatio

n and en

cryptio

n will be de

ployed

Complete Office 2010 Upgrade


Info

rma

tio

n T

ech

no

log

yFY

201

4

Pressing

Issues

Equipm

ent R

eplacement R

eserves D

windling

Result of ongoing

difficult b

udgets

Pressing

Issues

gg

gFuture Bud

get C

ommittees m

ay se

e specific

equipm

ent rep

lacement req

uests in Issue Pape

rsITStaffFullyExtend

edwith

CurrentP

rojects

IT Staff Fully Exten

ded with

Current Projects

Few IT re

sources a

vailable for n

ew and

inno

vative projects or u

nforeseen ne

eds


Info

rma

tio

n T

ech

no

log

yFY

201

4


CITY OF SPRINGFIELD/FINANCE DEPARTMENT MEMORANDUM Date: April 21, 2013 To: Members of the Budget Committee From: Bob Duey, Finance Director Subject: FY14 Budget Overview Each year at the first meeting the staff likes to present a more comprehensive overview of the budget process, the decision-making that went into the proposed budget and a view of the financial health of the organization. The graphs or charts that are included in the budget presentation packet, Exhibits 1 through 22, are not meant to be all inclusive or nor are they meant for each to be reviewed in detail. They are intended to assist in explaining to Committee members how management is currently viewing the important elements in determining the City’s overall financial health and allowing Committee members the opportunity to ask questions of areas they are a particular concern about or just want to know more about. The review tries to look at the current, the proposed and the future. It reviews both revenue and expenditures and it considers both those services that are primarily funded with tax dollars and those that are primarily self-supporting. The review does stay more with the City’s Operating Budget which is the budget for the current services being provided by the departments. The other areas of the budget that are covered later in the Budget Committee review are the Capital Projects budget and the budget for Fiscal Transactions. Operating Budget The City’s total Proposed Budget for FY14 is $307,136,848 while the Operating Budget share of the total is $90,263.864 (Proposed Budget FY14 Attachment 31 Pages 15-23). The Operating Budget includes the necessary resources for each of the 9 department within the City and is appropriated across 29 different accounting funds in recognition of the various revenues received that are accounted for separately. Included in the total operating budget is over $15M that is the City of Eugene’s cost of operating the regional sanitary sewer treatment plant that is appropriated within the City of Springfield’s budget because of the role Springfield has as the administrator of the Metro Wastewater Management Commission. The General Fund is by far the single largest accounting fund used by the City for accounting purposes and contains the largest percentage of every department’s operating budget except for the Department of Development and Public Works (DPW). The largest percentage of the DPW operating budget is located in the Street, Sanitary Sewer and Storm Water funds. The annual budget process for management historically begins in November when the executive team spends a day off-site to review the final closing numbers for the previous fiscal year (in this case FY12), receives an update on current fiscal year that was adopted by the Council in June of this year (FY13) and looks at trended projections for subsequent fiscal years (FY14 & FY15). For the General Fund, the Ending Cash on Hand for FY12 (Beginning Cash on Hand for FY13) did not meet the projections that were made at this time last year during the budget preparation process for FY13. Several key revenue resources underperformed expectations during the final few months of the year and left the General Fund about $375,000 below its projected revenues for the year. For expenses, all departments were below their adopted budgets for the year but were still slightly over the expense targets identified during the spring budget process by approximately $150,000 (less than 1/2 of 1%). After additional adjustments for accruals and re-appropriation projects the final FY12 ending cash on hand number for the General Fund is about $450, 000 (5%) below the amount management would prefer. To address this, the Executive Team worked on process to identify how adjustment would be made in the FY13 revenue/expenditure projections will bring these resources back into the General Fund reserve balance.

Budget Overview Memo Attachment 2 Page 1 of 26

For the General Fund only, the following chart compares the numbers that the Executive Team reviews in November with those that are currently included in the City Manager’s Proposed Budget for FY14.

FY12 FY13 FY13 FY14 FY14 Actuals Est Nov Est April Est Nov Proposed GENERAL FUND Revenue Less Beginning Cash $32.2M $32.6M $32.5M $32.2M $33.1M Less Operating Expenses ($31.1) ($32.17M) ($31.3M) ($33.0M) ($32.7M) Less Revenues Transferred Out ($0.8M) ($.08M) ($.8M) ($.9M) ($.7M) Net Difference ($0.20M) ($0.30M) $0.40M ($1.7M) ($.3M) Add Beginning Cash $7.55M $7.75M $7.75M $7.55M $8.14M Ending Cash $7.75M $7.55M $8.14M $5.85M $7.84M

Top 10 General Fund Revenues – The top 10 revenues make up 79% of the total General Fund operating revenues (excluding Beginning Cash). Additional information on the current collections and projections are noted below. Current Taxes – The first collection of current year property taxes occur in November. The County’s Assessor’s Office has released an updated forecast on 2013 property tax collections. The City’s overall assessed valuation will increase by 3.0% for the current fiscal year although when adjusted by the City’s two urban renewal districts for property tax revenue purposes the growth will be 2.3% SUB In-Lieu-of-Tax – This is a monthly payment made by the Springfield Utility Board in lieu of property taxes as authorized by Oregon statue and in an amount negotiated by the two agencies. Municipal Court Revenues – FY13 adopted budget has been adjusted downward from FY12 and the annual projections were also revised downward. Court revenues are increasing but not at the pace as originally projected at the time the jail opened. Rainbow Fire Protection – The first payment of 50% of contract is due on December 31st. Liquor Apportionment – Liquor revenues are paid monthly. Collections are on track to meet budget. Comcast Franchise – Franchise fees are paid quarterly, typically in the month following the quarter-end. 1st quarter collections are down significantly. State Revenue Sharing – State revenue sharing payments are received quarterly, typically in the month following the quarter-end. Collections are on track to meet budget. EWEB In-Lieu-of-Tax – This is a monthly payment made by the Eugene Water and Electric Board in lieu of property taxes as authorized by Oregon statue and in an amount negotiated by the two agencies. SaniPac Franchise Fee – Franchise fees are paid quarterly, typically in the month following the quarter end. FY13 projections are projecting a changing trend with a slight increase in activity. NW Natural Franchise Fee – Franchise fees are paid quarterly, typically in the month following the quarter end. FY13 projections were revised upward to reflect an increasing trend in fee revenue over the previous two years. The next chart summarizes the key revenues for the City’s General Fund for this fiscal year by its original budget, the estimated revenue for the year and the % of collection to budget. The percentages for the top 10 range from a high of 105% of budget to a low of 87%. A couple of areas this chart doesn’t address is the YTD Estimates compared to pre-recession projections for FY`13 and what revenues might have been on this chart as a top 10 revenue in the past but are not longer. The most obvious is Planning Fees which would have been as high as the 5th largest revenue in the General Fund. The FY13 revenue numbers are as follows:


Top 10 Revenues Budget FY13 Estimate % of Budget Current Taxes 17,612,000 17,612,000 100% SUB In-Lieu-of-Tax 1,782,260 1,790,000 100% Municipal Court Revenues 1,821,159 1,786,040 98% Rainbow Fire Protection 1,105,402 1,083,309 98% Liquor Apportionment 720,000 720,000 100% Comcast Franchise 676,000 590,000 87% State Revenue Sharing 512,000 540,000 105% EWEB In-Lieu-Of-Tax 520,000 516,000 99% SaniPac Franchise Fee 383,000 382,476 100% NW Natural Franchise Fee 390,000 400,000 102% Total Top 10 Revenues 25,521,821 25,419,825 99.6% Total All General Fund Revenues 40,429,177 40,294,958 99.7%

Other Funds Beginning Cash and Operating Balances Although the General Fund has the largest impact across the most departments, the financial health of the City’s other operating and capital funds and the services that are funded through these resources are as critical to the City’s ability to provide stable and accessible services. Without going into written details in this briefing memo, charts reviewing the cash balances and the relation between annual revenue and annual expenses for several of these funds have been included as attachments. There will be opportunity during the first night to review these charts and request further information about their status. The funds included in chart form are:

Street Fund Building Code Fund Ambulance Fund Sanitary Sewer Operations Fund Storm Drainage Operations Fund SDC Transportation Improvement and Reimbursement Funds SDC Sanitary Sewer Improvement and Reimbursement Funds SDC Storm Drainage Improvement and Reimbursement Funds SDC Administration Fund

Summary As discussed in the Budget Message by our City Manager, the financial and service implications of a slow recovery to the economy has presented challenges the past several years for presenting a budget to the Budget Committee that is able to address Council goals, respond to citizen expectations and maintain the financial integrity necessary for the long term financial wellness of the City. During this period the City has reduced its staffing level by 60.9 FTE or a reduction of 13%. Not taken in consideration in these numbers is the addition of 18 new positions created with the opening of the municipal jail. The budget message identifies investments that the City is making is key areas to enhance efficiencies, it addresses needed items that are left out of the proposed budget due to limited resources and it also addresses likely items that would be included in the budget if additional resources would become available. The direction that was taken by management in the preparation of this year’s budget was to not seek a single or significant new resource in an attempt to close the budget deficit gap but rather to attempt to close the gap for at least one more year with a more modest revenue approach and careful expenditure planning. As a result, the projection trend for the General Fund for years beyond the currently proposed FY14show a trend that is remarkably similar to the trend in November of 2012.The current trended projections for the General Fund is as follows:


General Fund FY 12 FY 13 FY 13 FY 14 FY 15 Actuals Adopted Est Actuals Proposed Trended

Total Revenue Less Beginning Cash $ 32,148,512 $ 32,570,501 $ 32,540,206 $ 33,093,177 $ 33,082,650 Operating Expenditures (30,866,349) (31,815,125) (31,092,683) (32,422,596) (33,621,383) Less Operating Transfers to: Jail Operating Fund (450,000) (448,309) (448,309) (373,685) (444,525) Ambulance Fund 0 0 0 0 0 Street Fund (357,673) (378,000) (378,000) (373,685) (384,764) Special Revenue Transfers (38,499) (2,947) (730) Operating Budget Over (Under) $ 435,991 $ (70,933) $ 618,267 $ (77,519) $ (1,368,022) Add Beginning Cash 7,551,136 8,095,025 7,754,752 8,143,851 7,835,617 Less Station #16 Debt Service (232,375) (229,168) (229,168) (230,715) (230,715) Ending Cash on Hand $ 7,754,752 $ 7,794,924 $ 8,143,851 $ 7,835,617 $ 6,236,880

The General Fund financial trend shown above again shows a projected deficit of approximately $1.6M for the FY15 budget without factoring into next year’s budget any of the items that were identified in the budget message as outstanding departmental needs to address current services. Introduced in the budget message is a strategic alternative budget process to the more traditional approach that is current used at Springfield as well as most other municipalities. Performance Base Budgeting is not a new budgeting concept as it is an outgrowth of public agencies efforts for a number of years to better align their budgeting processes with Council goals and the implementation of strategic plans. Attachment 30 in this week’s budget packet identifies the significant information that the City will be using during this process to arrive at a deliverable where the goal is to identify city programs in a tiered manner as far as how well they are able to advance goals as established by the City Council. On June 10, the Council is scheduled for work session with the consultants who have been chosen to facilitate this process to clarify existing Council goals and help identify for staff how to interpret successful goal outcomes. On June 11, approximately 30 City staff members will spend all day off-site developing a scoring matrix for which to evaluate city programs. As with many processes of this type, this modeling of city programs does not make decisions around how the changes in services may occur for next year or make the decisions around service changes any easier. The full intent of this type of exercise is to provide more objective data from which to base future decisions. This process is also not a one-year exercise as it is meant to be built upon in future years for a more complete review such as a stronger community involvement process than is likely to be seen in Year 1. If you have any questions about the information or the process prior to next Tuesday’s meeting, please do not hesitate to contact either myself by phone at 726-3740 or e-mail at [email protected] or contact our Budget Analyst, Paula Davis, by phone at 726-3698 or e-mail at [email protected]. Either of us would be more than willing to meet with you prior to that time.


Exhibit 1

11,723

11

,548

11

,533

12

,271

12

,452

13

,443

9,74

3 9,40

0 9,85

3 9,96

7 9,78

9 9,93

2

2,67

9 2,46

0 2,50

7 2,27

1 2,18

9 2,22

2 1,39

6 1,31

3 1,24

7 1,40

3 1,41

3 1,42

7 1,34

7 1,22

1 1,27

5 1,33

9 1,39

9 1,39

1 1,26

0 1,26

2 1,28

8 1,33

4 1,38

6 1,48

3 1,53

6 1,20

3 1,25

6 1,07

5 1,23

3 1,22

5 91

0 79

9 78

2 83

3 83

6 90

4 52

4 40

4 39

2 37

4 39

5 39

2

$0

$5,000

$10,00

0

$15,00

0

$20,00

0

$25,00

0

$30,00

0

$35,00

0

ThousandsGen

eral Fun

d Expe

nses

Human

Resou

rces

Finance

City M

anager's Office

Library

Inform

ation Managem

ent

Legal &

Judicial

Developm

ent &

Pub

lic W

orks

Fire & Life

Safety

Police

Gen

eral

Fun

dA

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Police

11,722

,951

11,548

,172

11,533

,068

12

,270

,639

12

,451

,611

13

,442

,736

Fire & Life

Safety

9,74

3,067

9,39

9,839

9,85

3,100

9,96

6,973

9,78

8,858

9,93

1,547

Develop

men

t & Pub

lic W

orks

2,67

8,806

2,45

9,583

2,50

7,458

2,27

1,236

2,18

8,989

2,22

2,042

Legal &

Judicial

1,39

6,210

1,31

2,546

1,24

6,609

1,40

2,593

1,41

3,286

1,42

7,087

Inform

ation Man

agem

ent

1,34

7,406

1,22

1,006

1,27

5,045

1,33

9,119

1,39

9,047

1,39

1,062

Library

1,25

9,839

1,26

1,500

1,28

7,777

1,33

3,601

1,38

6,253

1,48

3,283

City M

anager's Office

1,53

6,336

1,20

3,112

1,25

6,083

1,07

5,431

1,23

3,042

1,22

5,188

Fina

nce

909,95

5

798,546

781,847

832,650

836,37

9

903,874

Hum

an Resou

rces

523,604

404,440

391,52

1

374,108

395,218

392,24

2

Total

31,118

,17 4

$

29,608

,744

$

30,132

,509

$ 30

,866

,349

$ 31

,092

,683

$ 32

,419

,061

$

$0Ac

tual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Exhibit 2

37.7%

39.0%

38.3%

39.8%

40.0%

41.5%

31.3%

31.7%

32.7%

32.3%

31.5%

30.6%

8.6%

8.3%

8.3%

7.4%

7.0%

6.9%

4.5%

4.4%

4.1%

4.5%

4.5%

4.4%

4.3%

4.1%

4.2%

4.3%

4.5%

4.3%

4.0%

4.3%

4.3%

4.3%

4.5%

4.6%

4.9%

4.1%

4.2%

3.5%

4.0%

3.8%

2.9%

2.7%

2.6%

2.7%

2.7%

2.8%

1.7%

1.4%

1.3%

1.2%

1.3%

1.2%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Gen

eral Fun

d Expe

nses

Hum

an Resou

rces

Finance

City M

anager's Office

Library

Inform

ation Managem

ent

Legal &

Judicial

Developm

ent &

Pub

lic W

orks

Fire & Life

Safety

Police

Gen

eral

Fun

dA

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Police

37.7

%39

.0%

38.3

%39

.8%

40.0

%41

.5%

Fire & Life

Safety

31.3

%31

.7%

32.7

%32

.3%

31.5

%30

.6%

Develop

men

t & Pub

lic W

orks

8.6%

8.3%

8.3%

7.4%

7.0%

6.9%

Legal &

Judicial

4.5%

4.4%

4.1%

4.5%

4.5%

4.4%

Inform

ation Man

agem

ent

4.3%

4.1%

4.2%

4.3%

4.5%

4.3%

Library

4.0%

4.3%

4.3%

4.3%

4.5%

4.6%

City M

anager's Office

4.9%

4.1%

4.2%

3.5%

4.0%

3.8%

Fina

nce

2.9%

2.7%

2.6%

2.7%

2.7%

2.8%

Hum

an Resou

rces

1.7%

1.4%

1.3%

1.2%

1.3%

1.2%

0%10%

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctual

FY13

Prop

osed

FY14


Exhibit 3

13,657

15

,385

15

,955

16

,870

17

,324

18

,847

10,876

10

,608

11

,293

11

,494

11

,343

11

,490

2,67

9 2,46

0 2,50

7 2,27

1 2,18

9

2,22

2

1,56

8 1,46

0 1,57

9 1,76

7 1,81

2

1,83

4

1,34

7 1,22

1 1,27

5 1,33

9 1,39

9

1,26

0 1,26

2 1,28

8 1,33

4 1,38

6

1,53

6 1,20

3 1,25

6 91

0 79

9 52

4 40

4

$0

$5,000

$10,00

0

$15,00

0

$20,00

0

$25,00

0

$30,00

0

$35,00

0

ThousandsTax Fund

s Expe

nses

Human

Resou

rces

Finance

City M

anager's Office

Library

Inform

ation Managem

ent

Legal &

Judicial

Developm

ent &

Pub

lic W

orks

Fire & Life

Safety

Police

Gen

eral

Fun

dA

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Police

13,656

,899

15,385

,092

15,955

,196

16

,870

,376

17

,324

,076

18

,846

,877

Fire & Life

Safety

10,876

,422

10,608

,067

11,292

,918

11

,493

,812

11

,342

,569

11

,490

,140

Develop

men

t & Pub

lic W

orks

2,67

8,806

2,45

9,583

2,50

7,458

2,27

1,236

2,18

8,989

2,22

2,042

Legal &

Judicial

1,56

7,864

1,46

0,064

1,57

9,381

1,76

7,219

1,81

2,041

1,83

4,475

Inform

ation Man

agem

ent

1,34

7,406

1,22

1,006

1,27

5,045

1,33

9,119

1,39

9,047

1,39

1,062

Library

1,25

9,839

1,26

1,500

1,28

7,777

1,33

3,601

1,38

6,253

1,48

3,283

City M

anager's Office

1,53

6,336

1,20

3,112

1,25

6,083

1,07

5,431

1,23

3,042

1,22

5,188

Fina

nce

909,95

5

798,546

781,847

832,650

836,37

9

903,874

Hum

an Resou

rces

523,604

404,440

391,52

1

374,108

395,218

392,24

2

Total

34,357

,13 2

$

34,801

,410

$

36,327

,227

$ 37

,357

,552

$ 37

,917

,614

$ 39

,789

,183

$

$0Ac

tual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Exhibit 4

39.7%

44.2%

43.9%

45.2%

45.7%

47.4%

31.7%

30.5%

31.1%

30.8%

29.9%

28.9%

7.8%

7.1%

6.9%

6.1%

5.8%

5.6%

4.6%

4.2%

4.3%

4.7%

4.8%

4.6%

3.9%

3.5%

3.5%

3.6%

3.7%

3.5%

3.7%

3.6%

3.5%

3.6%

3.7%

3.7%

4.5%

3.5%

3.5%

2.9%

3.3%

3.1%

2.6%

2.3%

2.2%

2.2%

2.2%

2.3%

1.5%

1.2%

1.1%

1.0%

1.0%

1.0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Tax Fund

s Expen

ses

Hum

an Resou

rces

Finance

City M

anager's Office

Library

Inform

ation Managem

ent

Legal &

Judicial

Developm

ent &

Pub

lic W

orks

Fire & Life

Safety

Police

Gen

eral

Fun

dA

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Police

39.7

%44

.2%

43.9

%45

.2%

45.7

%47

.4%

Fire & Life

Safety

31.7

%30

.5%

31.1

%30

.8%

29.9

%28

.9%

Develop

men

t & Pub

lic W

orks

7.8%

7.1%

6.9%

6.1%

5.8%

5.6%

Legal &

Judicial

4.6%

4.2%

4.3%

4.7%

4.8%

4.6%

Inform

ation Man

agem

ent

3.9%

3.5%

3.5%

3.6%

3.7%

3.5%

Library

3.7%

3.6%

3.5%

3.6%

3.7%

3.7%

City M

anager's Office

4.5%

3.5%

3.5%

2.9%

3.3%

3.1%

Fina

nce

2.6%

2.3%

2.2%

2.2%

2.2%

2.3%

Hum

an Resou

rces

1.5%

1.2%

1.1%

1.0%

1.0%

1.0%

0%10%

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctual

FY13

Prop

osed

FY14


Exhibit 5

$‐$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

$‐

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

Actual

Actual

Actual

Actual

Actual

Actual

Actual

Actual

Actual

EstA

ctua

lProp

osed

Beginning Cash Thousands

Resources & Requiremetns ThousandsGen

eral Fun

d

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

25,057

,050

$

25,765

,916

$

26,597

,756

$

28,735

,949

$

30,751

,840

$

30,8

64,5

71$

30

,955

,030

$

30,7

04,9

51$

32

,148

,512

$

32,5

40,2

06$

33

,093

,177

$

Requ

iremen

ts23

,986

,989

25,011

,420

25,955

,098

27,904

,198

29,709

,561

32,7

35,2

63

30

,364

,073

30,9

62,4

88

31

,944

,896

32,1

51,1

07

33

,401

,411

Beginn

ing Ca

sh4,89

0,64

2

5,96

0,70

3

6,71

5,25

0

7,35

7,90

7

8,18

9,65

8

9,23

1,93

8

7,

361,

246

7,80

8,67

2

7,

551,

136

7,75

4,75

2

8,

143,

851

$‐$‐

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 6 $14,000

$14,500

$15,000

$15,500

$16,000

$16,500

$17,000

$17,500

$18,000

$18,500

Actual FY0

7Ac

tual FY0

8Ac

tual FY0

9Ac

tual FY1

0Ac

tual FY1

1Ac

tual FY1

2Est A

ctua

l FY1

3Prop

osed

FY1

4

ThousandsGen

eral Fun

d Prop

erty Taxes

Curren

t Prope

rty Taxes

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

AProp

erty Taxes

14,216

,261

$ 15

,233

,858

$ 15

,461

,262

$16

,472

,084

$16

,616

,637

$17

,301

,093

$ 17

,612

,000

$18

,047

,168

$A

Cha

nge

over

pre

viou

s ye

ar7.

2%1.

5%6.

5%0.

9%4.

1%1.

8%2.

5%A A A A E P

$14,00

0 Ac

tual FY0

7Ac

tual FY0

8Ac

tual FY0

9Ac

tual FY1

0Ac

tual FY1

1Ac

tual FY1

2Est A

ctua

l FY1

3Prop

osed

FY1

4


Exhibit 7

$1,622

$1,814

$1,945

$1,684

$1

,631

$1

,558

$1

,648

$1

,573

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

ThousandsFran

chise Fees

Comcast

NW Natural Gas

SaniPac

Sprin

t

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Comcast

466,95

8

511,92

7

554,78

8

585,67

9

607,17

0

605,16

0

590,00

0

600,00

0

NW Natural Gas

552,30

0

517,27

6

619,71

8

475,16

8

427,67

4

422,80

6

400,00

0

400,00

0

SaniPa

c30

1,98

2

323,09

4

389,09

6

346,78

6

340,74

1

262,24

2

479,35

4

396,00

0

Qwest

300,99

6

461,88

9

381,14

9

276,46

3

255,61

2

145,73

6

145,00

0

145,00

0

Sprin

t12

1,77

1

33,686

32,000

Total

1,62

2,23

6$

1,81

4,18

6$

1,94

4,75

1$

1,68

4,09

6$

1,63

1,19

7$

1,55

7,71

5$

1,64

8,04

0$

1,57

3,00

0$

Cha

nge

over

pre

viou

s ye

ar11

.8%

7.2%

-13.

4%-3

.1%

-4.5

%5.

8%-4

.6%

$0

$200

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY13

Prop

osed

FY14


Exhibit 8 $200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY1

3Prop

osed

FY1

4

ThousandsMun

icipal Cou

rt Reven

ues

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Mun

icipal Cou

rt Reven

ues

1,04

4,89

5$

1,09

8,32

0$

1,06

3,18

6$

1,36

5,74

0$

1,56

7,13

1$

1,53

1,89

6$

1,62

5,00

0$

1,72

5,00

0$

Cha

nge

over

pre

viou

s ye

ar5.

1%-3

.2%

28.5

%14

.7%

-2.2

%6.

1%6.

2%

$200

Ac

tual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY1

3Prop

osed

FY1

4


Exhibit 9 $0

$100

$200

$300

$400

$500

$600

$700

$800

ThousandsState Shared

Reven

ue

Liqu

or App

ortio

nmen

t

Cigarette Ap

portionm

ent

State Shared

Reven

ue

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Liqu

or App

ortio

nmen

t65

3,59

1

546,26

8

801,29

0

655,03

6

683,32

3

761,00

8

720,00

0

750,00

0

Cigarette Ap

portionm

e n11

1,69

5

86,875

97,986

84,931

89,441

87,106

87,000

87,000

State Shared

Reven

ue42

8,57

1

505,74

9

485,64

5

507,57

8

494,99

0

535,43

1

540,00

0

540,00

0

Total

1,19

3,85

7$

1,13

8,89

2$

1,38

4,92

1$

1,24

7,54

5$

1,26

7,75

4$

1,38

3,54

5$

1,34

7,00

0$

1,37

7,00

0$

Cha

nge

over

pre

viou

s ye

ar-4

.6%

21.6

%-9

.9%

1.6%

9.1%

-2.6

%2.

2%

$0Ac

tual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY13

Prop

osed

FY14


Exhibit 1

0

$‐

$100

$200

$300

$400

$500

$600

$700

ThousandsGen

eral Fun

d Interest In

come

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Interest In

come

543,62

8$

592,82

3$

388,78

9$

138,65

4$

136,08

4$

37,782

$

65,000

$

65,000

$

Cha

nge

over

pre

viou

s ye

ar9.

0%-3

4.4%

-64.

3%-1

.9%

-72.

2%72

.0%

0.0%

$‐Ac

tual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY1

3Prop

osed

FY1

4


Exhibit 1

1

$100

$300

$500

$700

$900

$1,100

$1,300

$1,500

ThousandsPlan

ning

Fees

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Plan

ning

Fees

1,24

5,40

3$

1,56

0,71

5$

451,42

9$

425,56

8$

180,16

2$

147,15

6$

194,50

0$

178,00

0$

Cha

nge

over

pre

viou

s ye

ar25

.3%

-71.

1%-5

.7%

-57.

7%-1

8.3%

32.2

%-8

.5%

$100

Ac

tual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY13

Prop

osed

FY14


Exhibit 1

2

$‐$500

$1,000

$1,500

$2,000

$2,500

$3,000

$‐

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsStreet Fun

d

Beginn

ingCash

Resources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

4,36

3,85

2$

4,

944,

845

$

4,88

1,46

7$

5,

264,

520

$

4,40

7,78

9$

4,

694,

343

$

4,76

7,26

1$

4,

785,

646

$

5,26

8,08

3$

5,

353,

279

$

5,30

4,16

0$

Re

quire

men

ts3,

374,

778

5,11

7,06

9

5,

201,

679

5,53

3,85

3

5,

267,

565

5,30

7,61

3

4,

633,

059

4,79

7,32

3

4,

949,

626

5,18

4,30

6

5,

497,

917

Beginn

ing Ca

sh1,

471,

041

2,46

0,11

5

2,

287,

891

1,96

7,67

9

1,

698,

346

838,

570

22

5,29

9

359,

501

34

7,82

5

666,

281

83

5,25

4

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Cash

Resources

Requ

iremen

ts


Exhibit 1

3

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$5,000

ThousandsFuel Usage Tax Trend

State Hwy Ap

portionm

ent

Local Fue

l Tax

Act

ual

FY07

Act

ual

FY08

Act

ual

FY09

Act

ual

FY10

Act

ual

FY11

Act

ual

FY12

Est A

ctua

l FY

13Pr

opos

ed

FY14

Local Fue

l Tax

1,08

2,67

4

1,06

7,03

7

1,07

3,69

6

1,00

2,85

8

981,20

8

991,53

5

1,09

5,84

8

1,15

0,64

0

State Hwy Ap

portionm

ent

2,62

5,90

9

2,48

2,45

8

2,22

1,19

8

2,41

0,23

6

2,83

8,09

7

3,21

1,60

4

3,27

6,00

0

3,30

0,00

0

Total

3,70

8,58

3$

3,54

9,49

5$

3,29

4,89

4$

3,41

3,09

4$

3,81

9,30

5$

4,20

3,13

9$

4,37

1,84

8$

4,45

0,64

0$

Cha

nge

over

pre

viou

s ye

ar-4

.3%

-7.2

%3.

6%11

.9%

10.0

%4.

0%1.

8%

$0

$

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

l FY13

Prop

osed

FY14


Exhibit 1

4

$‐$500

$1,000

$1,500

$2,000

$2,500

$‐

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsBu

ilding Co

de Fun

d

Beginn

ingCash

Resources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

2,18

2,92

9$

3,

121,

264

$

2,00

3,04

4$

2,

494,

333

$

975,

662

$

83

1,98

6$

782,

992

$

72

0,94

2$

699,

278

$

77

0,30

0$

Requ

iremen

ts1,

414,

259

1,87

5,34

5

2,

211,

592

2,28

2,68

8

1,

521,

374

1,28

7,71

7

1,

227,

016

1,03

5,92

4

87

3,06

9

829,

647

Beginn

ing Ca

sh-

768,

669

2,

014,

588

1,80

6,04

0

2,

017,

685

1,47

1,97

2

1,

016,

241

572,

216

25

7,23

4

83,4

43

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Cash

Resources

Requ

iremen

ts


Exhibit 1

5

$(200)

$‐$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$‐

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsAm

bulance

Beginn

ingCa

shRe

sources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

4,17

7,98

8$

3,

784,

154

$

3,51

9,52

9$

3,

921,

079

$

4,30

6,70

4$

4,

885,

228

$

4,94

2,82

1$

5,

338,

648

$

4,82

1,84

4$

5,18

2,17

5$

5,

026,

625

$

Requ

iremen

ts4,

199,

065

4,17

2,69

6

4,

000,

110

4,27

3,80

5

4,

508,

008

4,84

7,24

0

4,

942,

827

5,08

7,04

2

5,

005,

353

4,

984,

180

5,18

9,38

1

Beginn

ing Ca

sh1,

406,

248

1,38

5,17

1

99

6,62

9

516,

048

16

3,32

1

(37,

982)

5

25

1,60

6

68

,097

26

6,09

2

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 1

6

$‐$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$‐

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsSanitary Sew

er Ope

ratio

ns

Beginn

ingCa

shRe

sources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

6,60

2,14

3$

9,

007,

305

$

4,10

7,32

4$

4,

724,

317

$

4,89

7,78

1$

7,

193,

519

$

6,26

0,83

6$

6,

641,

412

$

6,84

9,27

2$

6,78

2,54

9$

7,

028,

900

$

Requ

iremen

ts6,

248,

375

9,05

4,85

6

5,

126,

820

4,56

4,70

9

4,

592,

092

4,68

4,90

4

6,

364,

022

5,08

7,01

4

7,

438,

406

8,

394,

056

7,42

0,56

7

Beginn

ing Ca

sh2,

207,

042

2,56

0,80

9

2,

513,

258

1,49

3,76

2

1,

653,

370

1,95

9,05

9

4,

467,

674

4,36

4,48

7

5,

918,

886

5,

329,

752

3,71

8,24

5

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 1

7

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000


Resources & Requirements ThousandsStorm Drainage Ope

ratio

ns

Tota

l Fun

dA

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

4,88

4,44

5$

4,

253,

679

$

4,31

6,83

5$

4,

362,

618

$

5,18

1,52

9$

5,

636,

751

$

5,69

6,01

4$

5,83

2,96

8$

5,

928,

000

$

Requ

iremen

ts3,

916,

905

4,06

5,98

6

3,

975,

607

4,00

4,86

9

3,

796,

635

4,64

5,67

5

6,

454,

943

6,

152,

514

7,09

5,67

8

Beginn

ing Ca

sh-

967,

540

1,

155,

234

1,49

6,46

1

1,

854,

210

3,23

9,10

3

4,

230,

179

3,

471,

249

3,15

1,70

3

$‐$500

$‐

$1,000

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 1

8

$‐$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$‐

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsSD

C Tran

sportatio

n

Beginn

ingCash

Resources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

644,

249

$

66

7,39

1$

4,12

4,95

4$

2,

748,

122

$

1,00

3,28

6$

64

1,33

1$

387,

077

$

36

3,57

1$

481,

179

$

20

3,10

0$

202,

500

$

Re

quire

men

ts52

4,42

7

1,00

3,87

5

3,

117,

143

1,44

9,43

9

1,

925,

303

1,11

4,27

4

65

0,29

2

1,99

9,93

9

27

5,93

7

841,

513

62

1,59

4

Beginn

ing Ca

sh2,

778,

062

2,89

7,88

4

2,

561,

400

3,56

9,21

2

4,

867,

895

3,94

5,87

7

3,

472,

935

3,20

9,72

0

1,

573,

352

1,77

8,59

4

1,

140,

181

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Cash

Resources

Requ

iremen

ts


Exhibit 1

9

$‐$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$‐

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$5,000

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsSanitary Sew

er SDC

Beginn

ingCash

Resources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

855,

234

$

1,

041,

874

$

2,42

2,71

5$

75

1,17

6$

431,

592

$

30

4,37

4$

271,

094

$

37

8,61

2$

447,

141

$

28

3,55

7$

282,

400

$

Re

quire

men

ts76

7,73

5

1,90

1,97

0

4,

694,

098

392,

086

1,

544,

053

354,

843

18

1,66

2

179,

827

32

6,34

0

299,

426

46

3,74

5

Beginn

ing Ca

sh4,

909,

918

4,99

7,41

7

4,

137,

322

1,86

5,93

8

2,

225,

029

1,11

2,56

8

1,

062,

098

1,15

1,53

0

1,

350,

315

1,47

1,11

5

1,

455,

246

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Cash

Resources

Requ

iremen

ts


Exhibit 2

0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500


Resources & Requirements ThousandsStorm Drainage SD

C

Tota

l Fun

dA

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

3,13

7,75

9$

80

0,90

1$

629,

560

$

34

3,53

9$

157,

022

$

12

4,83

4$

133,

878

$

88

,100

$

83

,000

$

Re

quire

men

ts19

4,34

1

636,

990

51

2,53

5

1,20

0,79

5

73

2,32

5

192,

733

11

1,72

3

117,

271

1,

295,

485

Beginn

ing Ca

sh-

2,94

3,41

8

3,

107,

329

3,22

4,35

3

2,

367,

097

1,79

1,79

4

1,

723,

895

1,74

6,04

8

1,

716,

877

$‐$500

$‐

$500

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 2

1

$‐$50

$100

$150

$200

$250

$300

$350

$400

$‐

$100

$200

$300

$400

$500

$600

$700

$800

Actual

FY04

Actual

FY05

Actual

FY06

Actual

FY07

Actual

FY08

Actual

FY09

Actual

FY10

Actual

FY11

Actual

FY12

Est A

ctua

lFY13

Prop

osed

FY14


Resources & Requirements ThousandsSD

C Ad

ministration

Beginn

ing Ca

shRe

sources

Requ

iremen

ts

Tota

l Fun

dA

ctua

lFY

04A

ctua

lFY

05A

ctua

lFY

06A

ctua

lFY

07A

ctua

lFY

08A

ctua

lFY

09A

ctua

lFY

10A

ctua

lFY

11A

ctua

lFY

12Es

t Act

ual

FY13

Prop

osed

FY14

Resources

-$

-

$

423,

499

$

69

3,56

2$

573,

730

$

55

3,03

2$

472,

213

$

52

9,21

3$

501,

490

$

46

7,28

0$

525,

000

$

Re

quire

men

ts-

-

38

1,77

4

397,

320

55

6,73

7

588,

993

58

7,54

4

502,

766

50

9,57

0

566,

120

57

0,42

4

Beginn

ing Ca

sh-

-

-

41,7

25

33

7,96

7

354,

960

31

9,00

0

203,

669

23

0,11

6

222,

035

12

3,19

5

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Beginn

ing Ca

shRe

sources

Requ

iremen

ts


Exhibit 2

2

FTE

by

Fund

A

dopt

edFY

09

Ado

pted

FY10

A

dopt

edFY

11

Ado

pted

FY12

A

dopt

edFY

13

Bas

elin

eFY

14

5 Y

ear

Cha

nge

Tax

Rev

enue

Fun

ds26

2.1

251.

5

25

1.2

243.

5

24

0.4

239.

7

Stre

et F

und

37.6

36

.8

33.1

30

.6

29.8

30

.1

B

uild

ing

Fund

13.6

11

.9

11.0

10

.2

6.9

5.9

Was

tew

ater

Fun

ds77

.6

72.2

70

.6

67.6

66

.5

67.3

Am

bula

nce

Fund

37.8

35

.1

34.1

33

.1

32.1

32

.1

A

ll O

ther

Fun

ds20

.8

17.3

19

.4

18.9

14

.7

13.6

FTE

Tot

al e

xclu

ding

Jai

l44

9.5

424.

8

41

9.4

403.

9

39

0.4

388.

6

Yea

r ove

r Yea

r Cha

nge

(24.

7)

(5

.4)

(1

5.5)

(13.

5)

(1

.8)

(60.

9)

Jail

Ope

ratio

ns F

und

-

18

.0

18.1

18

.1

18.1

18

.1

To

tal A

ll Fu

nds

449.

5

44

2.8

437.

5

42

2.0

408.

5

40

6.7

Y

ear o

ver Y

ear C

hang

e(6

.7)

(5

.3)

(1

5.5)

(13.

5)

(1

.8)

(42.

8)



To: Gino Grimaldi, City Manager Jeff Towery, Assistant City Manager

From: Julie Wilson, Administrative Coordinator

Date: April 8, 2013

SUMMARY OF SIGNIFICANT ISSUE(S) IN THE DEPARTMENT PROPOSAL (Revenues/Expenditures) Issue FTE Cost Staffing: Since June 30, 2011, the City Manager’s Office has operated with one less FTE, the Administrative Specialist (CMO receptionist). Service delivery has continued for the basic function of the position. The additionl work on existing employees has been a bit of a challenge at times, although, manageable. Current City Manager’s Office FTE is 7.0. GENERAL OVERVIEW Contractual Development and Public Works Department (DPW) has been asked to again contribute $31,000 toward funding for Smith and Dawson (S&D) annual contract (approximately $25,956) as well as contributions toward the United Front trip ($6,000) for two people. DPW will confirm/identify available funding once they complete the budget preparation process. If funding is not available, CMO needs to evaluate the S&D contract as well as determine if the United Front trip will be eliminated, scaled back or identify other funding source. Economic Development • SEDA is working with local development firms to encourage potential development and

redevelopment projects and investments in Glenwood. Several local developers have indicated an interest in developing projects in the area and are working to secure sites and investment clients for projects that would fit and enhance the updated Glenwood Refinement Plan.

• Updating the 20-year old Glenwood Refinement Plan began in 2009 with meetings of the Citizen Advisory Committee and funding from SEDA and brought to a close, with adoption by Council and Lane County in 2012. Phase I encompasses the Franklin and McVay Boulevard corridors and riverfront areas. The three-year planning effort provides future land uses, development and environmental improvements not only along the major transportation corridors in Phase I but remaining Glenwood areas in a future phase.

• SEDA’s purchase of several parcels in Glenwood provided the first links for a public storm water system near the new Interstate-5 Bridge over the Willamette River and property for expanding Franklin Boulevard. SEDA is in early discussions to sell two lots to a local hotel developer. Other possible property acquisitions would help improve the intersection with a planned roundabout where Franklin and McVay Boulevards intersect.

• SEDA’s urban renewal area Downtown continues to implement the Downtown District Urban Design Plan and Implementation Strategy approved by City Council in September

City Manager's office Attachment 20 Page 1 of 5

2010. Implementation is underway on the first twelve items, including Systems Development Charge incentives for development and redevelopment consistent with the Plan; studying the timing, costs and options for possible two-way Main Street configuration and short-term demonstration projects; promoting High Speed Rail and station plan; re-signing parking; and securing properties that would form the proposed Mill plaza site.

• In smaller Downtown projects, SEDA continued to provide matching funds for some additional ‘Open’ Banner standards and now has over 60 businesses with standards along Downtown streets. SEDA Staff also worked in collaboration with NEDCO and Downtown firms and businesses through the Downtown Main Street Program. This effort promotes revitalization and partnerships in the Downtown using a Downtown façade improvement program and survey to prioritize possible projects like lighting.

• Among several public sponsors, the City also committed $100,000 in Transient Room Tax funds to assist the Track Town 2012 event for the 2012 US Olympic Track & Field Trials in late June/early July 2012. About 25,000 participants, coaches and visitors took part in the 10-day activity at Hayward Field and stayed in many Springfield area hotels substantially increasing Transient Room Tax Revenue.

• The City, with many area public and private participants, partnered with the University of Oregon Sustainable City Year Program (SCYP) to continue student work on Springfield projects during the 2012-13 Sustainable City Year. Springfield’s partnership between City staff and University of Oregon student body and faculty provides students opportunities to work on real-life projects and yields potential work-products worthy of City implementation. Examples include Brownfield redevelopment and planning of the Downtown Nicolai/9Wood Industrial site, design of city-wide and Downtown Wayfinding signage and continued legal research of Systems Development Methodologies. The City has received many of the final reports for the fourteen projects from the 2011-12 partnering year and has used this information to form the 2012-13 projects.

• The City of Springfield has entered into a partnership with the Lane Livability Consortium which includes the City of Eugene and Lane County. Staff is also working jointly with the partners to complete environmental assessments through a major EPA grant that identifies and analyzes properties with potential brownfield issues or conditions that stymie their redevelopment and that contribute to the Regional Prosperity Economic Development Plan.

• The Mohawk area’s banner program continues to grow. Currently boasting eighteen banners in place, with a total of 13 participating businesses, staff anticipates the programs’ continued growth. A council briefing of both banner programs is anticipated for late spring/early summer of this year. At this time, City-wide expansion is not contemplated, yet it is open for assessment should businesses express significant interest.

• In the greater Springfield areas, the existing web-based graffiti reporting system continues to operate in cooperation with several City departments and other local agencies. The system allows for citizens and agencies to report new instances of graffiti quickly and provides speedier responses for removal by citizens (using paint or graffiti removal kits and City staff guidance and property waiver obtainment), by the City, other public agency staff and Youth Day of Caring. Additionally, staff have partnered with the Police Department volunteer officers and the Springfield Utility Board (SUB) to abate graffiti tags on SUB property. Within the first week of the abatement work, over 60 tags


were removed from SUB power poles by Police volunteers. They continue to abate tags as they are identified.

• Staff has been working with potential firms to relocate and/or expand their operations in existing vacant buildings and to develop fully serviced lots in Gateway and Downtown areas.

• Staff provided information to owners about the necessary infrastructure for potential sites suitable for the siting of a 13-acre, 130,000-square-foot, $60-$80 million Veterans Administration Clinic long proposed for this area and currently awaiting the VA’s decision.

Emergency Management. DPW will take lead for the Emergency Management program and budget. Historic District Continued funding. The City pays the State of Oregon a flat $750 from Transient Room Tax revenues for signage on the freeway that directs travelers to the Washburne Historic District. Indirects Indirects have been charged to all CMO funds as outlined in the budget guidelines. Room Tax Revenue (July-August-Sept as of November 1 report) • FY12/13 $940,000 forecasted • FY12/13 Estimated Actual $986,943 (report total is 922,377 x 7% projected increase =

986,943) • FY13/14 $1,036,290 forecasted (986,943 x 5% projected increase = 1,036,290) Special Projects/Opportunity Fund (420) Fund 420 01110 860010 Special Projects proposed FY 13/14 budget is $30,000. The funding source for this may be Bancroft fund. Fund 420 Development Projects Fund is a funding source for special projects, such as property options and other related opportunities. FY12/13 the budget was $50,000. Specialty (Urban Renewal) Funds 229 (SEDA Glenwood) and 230 (SEDA Downtown) Internal Contractual Services 680020. The city invoices Urban Renewal for two CMO positions. This reimbursement is receipted into the citywide General Fund. Billing percentages are as follows: • Tamulonis – 40 percent billed to Fund 229 Glenwood(FY13 - 40%) • Griesel – 45 percent billed to Fund 229 Glenwood (FY13 - 35%) • Griesel – 50 percent billed to Fund 230 Downtown (Fy 13 – 60%) Telephone, Cell – internet CMO: Employee cell phone allowance included in the SBFS (Personal Services) • Three employees at $45 per month/$540 annual, for smart phone. Total $1620/annual • One employee at $30 per month/$360/annual Council: Cell phone, internet reimbursements • No councilors have city issued cell phones


• 6 councilors receive personal cell phone reimbursement ($45 per month). Total annual $3,240

• 1 councilor does not request personal cell phone reimbursement • 5 councilors receive internet reimbursement ($40 per month). Total annual $2400. • 1 councilor has laptop but still using paper. Not yet reimbursing. • 1 councilor has laptop but does not request reimbursement Intergovernmental Agency (IGA) Funding Summary: IGA proposed funding has been entered into the BRASS system as follows: Chamber of Commerce (Room Tax) • Current FY 12-13 Budget: $35,000 • Proposed FY 13-14 Budget: $35,000 Human Services Commission • Current FY 12-13 Budget: $128,394 • Proposed FY 13-14 Budget: $128,394 Human Services - Sobering Services $29,060 • Current FY 12-13 Budget: $0 • Currently contributed $29,060 (one time funding - through budget transfer) • Proposed FY 13-14 Budget: $0 Lane Council of Governments (LCOG) • Current FY 12-13 Budget: $23,417 • Proposed FY 13-14 Budget: $23,417

Lane Metro Partnership • Current FY 12-13 Budget: $50,000 • Proposed FY 13-14 Budget: $25,000 (see errata sheet)

Printed budget will reflect proposed at $0. LRAPA • Current FY 12-13 Budget: $21,224 • Proposed FY 13-14 Budget: $0

1/29/13 letter requesting continued funding of $21,224

League of Oregon Cities • Proposed FY 13-14 Budget: $38,117 • Current FY 12-13 Billed Amount: $38,122.66 (was not fully funded) • LOC Requesting $38,626. Increase $509

Museum – contract (Room Tax) • Current FY 12-13 Budget: $45,000 • Proposed FY 13-14 Budget: $45,000.


TEAM Springfield • Current FY 12-13 Budget: $20,000 • Proposed FY 13-14 Budget: $20,000 CONCLUSION The proposed budget submitted meets the guidelines set forth by the Finance Department. COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED Based upon the proposed budget, the CMO is able to support council goals set forth. CMO should consider the proposed increases to the M&S budget, in order to fund the actual expenses/commitment during the fiscal year. If the increases are not approved, CMO may wish to evaluate reducing/eliminating funding of any non-mandatory expenditures/reimbursements as well as consider level of funding for IGAs.


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4 1.City Cou

ncil Supp

ort

2Co

mmun

ityCo

ntacts

2.Co

mmun

ity Con

tacts

3.Partne

rships

4E

iD

lt

4.Econ

omic Develop

ment

5.Co

mmun

ity Relations/M

edia /IGR

City Manager's Office Presentation Attachment 21 Page 1 of 7

Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

1.City

Coun

cilSup

port

1.City Cou

ncil Supp

ort


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

Commun

ity Con

tacts

lC

ibi

Metro Partnership

Curren

t fun

ding: $5

0,00

0Prop

osed

fund

ing: $0

Intergovernm

ental A

gency Co

ntrib

utions

Lane

Regiona

l Air Po

llutio

n Au

thority

(LRA

PA)

Curren

t fun

ding: $2

1,22

4Prop

osed

fund

ing: $0

Buckley Hou

seCu

rren

t fun

ding: $0

/ $2

9,06

0Prop

osed

fund

ing: $0

FY13

$0fund

ing.

Processedsupp

lementalbud

gettransferinordertofund

inFY13

FY13

$0 fund

ing. Processed

supp

lemental bud

get transfer in order to fund

in FY13

NED

CO M

ain Street / Dow

ntow

n Man

ager Position

Curren

t fun

ding: $4

5,00

0Prop

osed

fund

ing: $0

Fund

ing: O

pportunity fu

nd $25

,000

;Dow

ntow

n Urban

Renew

al$1

5,00

0;TEAM

Spfld

$5,000


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

Partne

rshipsp

One

Year:

1. Explore incentives to

encou

rage

annexatio

n2Iden

tifytw

olargeprop

ertie

sfor

Multicultural Event

Prom

ise Neighbo

rhoo

d, building on

recent

successes.

Idid

2. Iden

tify tw

o large prop

ertie

s for

near‐term job de

velopm

ent.

Two Year:

3. Hold a city‐w

ide cleanu

p event twice

Integrated

index

Youth workforce

Marketin

g Sprin

gfield ‐‐

Short Term

Mill Race ‐‐Multi‐year goal, vario

us phases.

a year.

4. Explore a local voter’s guide

Three Year:

5Co

mpleteasig

nature

mileston

ein

yg

,p

First step –visio

nStrategy

5. Com

plete a sig

nature m

ileston

e in

Glenw

ood

6. Develop

long

‐term plan to phase out

mob

ile hom

e parks in Glenw

ood


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

Econ

omicDe

velopm

ent

Econ

omic Develop

ment

City staff p

artnered

with

the University

of

Oregon to progress 1

4 existing City projects

with

the inno

vative ideas o

f over 4

00

stud

entsin30

coursesa

cross1

0disciplines

stud

ents in

30 courses a

cross 1

0 disciplines.

Staff con

tinue

to

Downtow

ncontinue

stogrow

adding

new

work with

prop

erty

owne

rs

and de

velope

rs to

advance the visio

n Do

wntow

n continue

s togrow

, add

ing ne

w

partne

rships with

desire

d bu

siness, prope

rty

owne

rs and

com

mun

ity non

‐profits.

for G

lenw

ood

revitalization.


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

Commun

ity Relations/M

edia /IGR

y/

/Med

ia –Events –Social M

edia


Cit

y M

an

ag

er’

s O

ffic

eFY

201

4

Que

stions?


League of Oregon Cities Attachment 22 Page 1 of 4

LCOG Attachment 23 Page 1 of 2

LCOG Attachment 23 Page 2 of 2

LRAPA Attachment 24 Page 1 of 5

NEDCO Main Street Program Attachment 25 Page 1 of 2

NEDCO Main Street Program Attachment 25 Page 2 of 2

NEDCO Springfield Business Assistance Program Attachment 26 Page 1 of 2

NEDCO Springfield Business Assistance Program Attachment 26 Page 2 of 2



From: Len Goodwin, Development and Public Works Director Rhonda Rice, Senior Management Analyst

Date: April 1, 2013

SUMMARY OF SIGNIFICANT ISSUE(S) IN THE DEPARTMENT PROPOSAL The Development and Public Works Department presents the FY14 department budget.

The FY14 budget is the first for the merged department formed from the Development Services and Public Works Departments into a single department budget. The FY13 Amended budget remained separate for each department while implementation of the effective merger on July 1, 2012, took place. In order to fully evaluate budgetary impacts between the two fiscal years these funds must be viewed at the department level. Comparison of the FY13 and FY14 at the program level tells a confusing story as funding and staffing have shifted to accommodate the structure of the merged department. In addition, to simplify the accounting structure a completely new chart of accounts for the department was adopted, further complicating year to year comparison.

Expenditures

This budget submittal memo presents the current department budget proposal. On an all funds basis, FY14 operating expenditures decreased 6.6% or $2,634,891 compared to FY13. This large decrease is something of an anomaly since much of it can be attributed to declines in Regional Wastewater Capital Outlay, CDBG grant funds awards, Vehicles and Equipment purchases, and other one-time grants reflected in FY13. With those anomalies removed, the FY14 operating budget is essentially a flat budget over FY13.

The new department’s FY14 General Fund budget has increased 1.5%, or $32.5k and also has a reduction of 1.5 FTE in planning staff and .80 FTE Management Analyst. The new budget responds to the anticipated level of development activities, based on recent events with an increase of $30 k, or 20 percent, in planning revenues compared to FY13. Even this proportionately large increase leaves planning revenues well below that of pre-recession levels.

There are no major impacts for FY14 Materials and Services other than the revisit of the cost of utilities. After analysis, the Utilities budget was reestablished at the FY12 levels and increased by Finance’s recommended percentage, which incorporates the increases anticipated by the Springfield Utility Board in calendar year 2013 and 2014 for electricity and water and is an overall increase of 4.9% over FY12.

As always the Utility funds expenditures remain on constant watch. One focus has been and will be to keep the Wastewater and Stormwater expenditures well within the limits of the long term forecast for user rates, in the hope of meeting the Council’s goal of constraining those increases to the rate of change in the cost of living. In addition, it remains essential to improve the revenue capacity of the Street fund, so that the City can reinstitute a program of preservation. With the limitations of the Building Code Fund and the General Fund, the Utility funds have been turned to, to absorb more of the Personal Services increases for staff that are multi-funded.

Major Object FY09 Actuals FY10 Actuals FY11 Actuals FY12 Actuals FY13 Amended FY14 ProposedPercent ChangeFY14 to FY13

FY14 to FY13 Change

Personal Services 12,886,175 12,501,051 12,763,689 11,814,690 12,846,638 13,244,144 3.1% 397,506 Materials and Services 20,059,843 19,880,256 19,179,569 18,698,212 23,955,724 22,451,561 ‐6.3% (1,504,163) Capital Outlay 4,048,964 863,170 379,353 1,217,885 2,901,909 1,373,675 ‐52.7% (1,528,234) Grand Total 36,994,982 33,244,478 32,322,611 31,730,787 39,704,271 37,069,380 ‐6.6% (2,634,891)

Development & Public Works Attachment 27 Page 1 of 7

Personal Services for FY14 will increase 3.1%, or $397,506, reflective of the ability to maintain the majority of staff at current FY13 levels in addition to the increases in PERS, Medical-Dental Insurance, and other Fringe and Internal charges expenses.

Revenues

The revenue forecast for the Utility funds has increased 2% from FY13 Amended to Proposed FY14. For the Building Code fund the revenue is slowly increasing after a significant dip during the 2009-2011 years, and is projected to increase in FY14 to a more comparable FY12 level of revenue. While recent economic news on the national and state fronts continues the positive trend noted last year, at the local level the signs continue to remain mixed. Compounding the situation is that the government sector tends to lag the rest of the economy by 18 to 24 months, reflecting the time that it takes for the private economy to grow sufficiently to lead to new development activity or increased valuations for property taxes.

The Booth Kelly Fund revenue is rebounding with an increase in lease income of $63k from FY13 Budget.

The System Development Charges funds have been, and will continue to be, impacted by the Council’s decision to reduce System Development Charge fees throughout FY13. This decision impacted the revenue anticipated for FY13 to the extent that certain capital projects in FY14 will not be funded. Council is due to revisit that decision by the end of the Fiscal Year. A further extension of the reduced fees will impact how the System Development Charge funds will be able to staff and fund capital projects.

Now that the Street fund is stabilized a minimal capital transfer to the Street Capital fund will continue for Proposed FY14. This stabilization was brought about by Right of Way fee charges to the Stormwater and Wastewater funds for the use of the right of way. This fee revenue will continue to help fund Street operations and maintenance at its reduced level, but will not permit expansion of a preservation program. The Stormwater and Wastewater Funds are projecting rate increases and this will generate additional revenue from this source. Fuel tax remains relatively flat for FY14.

Issue Papers

None.


As might be expected in a merger, understanding the new structure is a significant budgetary issue. In this case, most of the budgetary changes affect the Office of the Director, the Current Development Division and the Community Development Division, each of which are newly created out of amalgamations of other work groups in the former two departments.

In the Director’s office, a number of staff formerly in a variety of divisions were consolidated into one work unit to improve efficiency. In addition, a distinct emergency management program was created within the office, reflecting a decision to move responsibility for emergency management to the department following the fire service merger. The new Emergency Management program will be budgeted at $57,500 to support a more effective program, including a regional comprehensive Emergency Management Plan.

The new Current Development Division was formed by moving the Land Development Engineering program moved out of the old Engineering and Transportation Division to join the Current Planning program, the Code Enforcement program and the Building Code program to form the new division.

The Comprehensive Planning function in the old Development Services Department became part of the new Community Development Division, joining the Capital Project program and the former Transportation Planning and Operations program which was split into a Transportation Planning program and a new Traffic Engineering program.


FY14 BUDGET HIGHLIGHTS

Personal Services

The most significant change for FY14 is the elimination of one vacant senior planner position and a half time planner 1 position, 1.5 FTE assigned to Development Review in the Current Development division, and the elimination of one Management Analyst, .80 FTE, from the Current Development Division. This is a total of 2.30 FTE.

Service Impacts from FTE Reductions:

A vacant Current Development Senior Planner position will be eliminated in FY14. As a result, it is expected that one of these comprehensive planning positions will also assist the Current Development Division with development review on an as needed basis. The City will have two full time planner positions to cover comprehensive planning activities such as the Springfield 2030 Plan, Downtown and Glenwood planning, and any other planning activities including the Main Street Corridor Visioning project funded by the State of Oregon. Depending on the pace of current development this could mean that the City’s existing comprehensive planning work projects will take longer to develop, produce and deliver. The department recommends reinstatement of the Current Development staffing if development activity increases significantly.

The Current Development Division also will eliminate a temporary one half planning positions for a total reduction of 1.5 FTE. This will cause service impacts to the Development Review process and general customer service activities. Although development figures have tapered off from the record numbers experienced between 1998 and 2008, the program still responds to an average of 30 service requests daily. The current staff level continues to meet performance benchmarks for customer service response time adopted by Council for FY13. Reduction in the work force to 1.75 FTE will result in accompanying increases in response time for applications; or in the possible temporary suspension of performance benchmarks in the event of an unanticipated development application that requires specialized attention. This reduction is also worrisome in light of what appears to be the beginning of an expansion of development activity. Once again, the department requests that staffing be restored as demand for services grows. Other staffing needs: The Council’s approval of an increase in building permit fees, which increases the Building Code fund’s FY14 revenue projections by $50 k, and by the FY14 projected increase in Planning fees revenue predicted by the upturn in the economy has prevented some potential reductions in staffing. Achieving compliance for water quality facilities (WQF) that serve multiple properties, such as a detention pond in a subdivision, has been challenging. The City has an interest in ensuring facilities that accept public water are functioning properly. The Stormwater program proposes to increase the Stormwater Facilities Seasonal Personnel by $40 k to provide resources to ensure that the vegetative component of Springfield’s public storm water system including water quality facilities located on private property and the Mill Race riparian corridor receive regular maintenance. It is anticipated that a comprehensive Industrial Pretreatment program audit conducted by Oregon DEQ will occur during FY14. Additional staff work will be associated with this process. Also, for the Industrial Pretreatment program, there will be additional sampling projects in the sanitary sewer system designed to obtain background data necessary for the development of local discharge limitations. These limitations are in place to regulate significant industrial users of the wastewater system. This project will require additional staff work and possible overtime during FY14. Materials and Services Contractual Services (All Funds) Contractual Services allocation for Long Range Planning in FY14 is budgeted at $4,000 from the General Fund. This funding is not sufficient to undertake any stand alone activity but will be a resource of last resort items like room rentals for public meetings or bulk mailings.


Utilities Traffic Signal Electricity costs have decreased by about 35%. The FY13 Street Fund budget of $55,200 has been reduced to a conservative proposed FY14 budget of $35,000. This cost reduction is possible due to the energy efficient lighting technology installed in a portion of the City’s traffic signals using federal stimulus grant funds. Overall, utilities will see a predicted increase from Electricity of 4% in 2013, 3% in 2014 and from Water of 9.5% in 2013 and 9% in 2014. These increases plus the reevaluation of utilities, SUB Electricity, SUB Water, and SUB Sewer and Drainage budget has led staff to increase the FY14 budget by 4.9%, $9,282 over FY12 Actual expenditures. Property and Liability Insurance There potentially will be a significant increase of 10% in Internal Insurance Charges before the Proposed FY14 budget is adopted. The major cause of this increase is the response from the insurance industry to the Cascadia Subduction Zone predicted earthquake in the next 50 years. Already the Environmental Services Division projected property and liability insurance rates reflect a significant budget increase based on premium changes within the insurance industry related to properties and particularly public agencies located within the Cascadia Subduction Zone (between British Columbia and Northern California). The premium increases are projected based on: (1) Increased knowledge and awareness of exposures to risk from an earth movement event as published in comprehensive analyses of the Cascadia Subduction Zone; (2) Discussions and input from insurance brokers; (3) Proposals received in FY13 from several insurance providers reflecting an overall increase in public agency property insurance pricing, and; (4) Notification of non-renewal from current insurance provider effective July 1, 2013.

Software Licensing

The Technical Services Division has expanded program system administration support for the Accela application (software used to support Planning, Code Enforcement and Building Permits previously supported by the Information Technology Department). As part of this effort, a number of changes have been implemented in the Accela system, removing much of the customization that was built in when the application was implemented. This has produced significant efficiencies which have proven essential in maintaining customer service levels.

Internal Computer Contributions In both FY12 and FY13, funds normally devoted to maintaining reserves for computer replacement were used for other purposes. In FY12 contributions were not made to meet General Fund reduction targets and in FY13 they were used to support a staff position in the Information Technology Department. For the two years the decrease to Fund 713 was a total of $49,325. For FY14 the contributions have increased by 56% to not only contribute for current machines but to make up the lost two years of contributions.

Capital Outlay

Vehicles and Equipment (Fund 713)

The Transportation Quicknet Server will be replaced with $14,500 from equipment replacement reserves. The Quicknet Server controls a portion of the City’s traffic signals from a central location in City Hall.

As a first step toward the Team Springfield goal of reduce agency reliance on fossil fuels, the City will replace one of its pool cars with a lease of either a hybrid gasoline electric vehicle or a plug in electric vehicle.

Other Budgetary Needs

The Mill Race Restoration Project was completed this year with approximately 72 acres of riparian and native vegetation along the Mill Race banks and the millpond area. The Army Corp of Engineers


agreement outlines that the City has an obligation to maintain this vegetation. To properly maintain the new vegetation staff has identified the need to develop a comprehensive vegetation management plan. This plan would need to identify the needs of SUB, Willamalane and the City, as some of the property is in joint ownership. The plan would also direct staff, including summer seasonal and volunteers, to properly identify desirable species and what horticulture practices would be allowed.

Regulatory uncertainty remains high for determining how the regional Water Pollution Control Facility will meet the Willamette Basin Total Maximum Daily Load for temperature, due to recent legal action challenging Oregon’s temperature standard. The uncertainty surrounding the temperature Total Maximum Daily Load litigation is challenging the capital planning process and implementation schedule of the recycle water plan as the temperature standard remains in flux. The Recycled Water Program Implementation Planning, Phase 2, continues to move forward in spite of this uncertainty. A Phase 2 final alternatives evaluation report will present the MWMC with detailed options for expanding recycled water use to meet future permit requirements.

The wet weather flow management efforts continue as the Regional Wastewater Policy Team is developing a regional guidance document to address the elements of a Capacity Management Operations and Maintenance program. . The regional Capacity Management Operations and Maintenance program approach replaces the need to update the 2001 Wet Weather Flow Management Plan, as the program will address the ongoing effort to reduce inflow and infiltration in both the public and private sewer systems. The local programs will meet the general requirements as outlined in the Environmental Protection Agency’s Guide for Evaluating Capacity, Management, Operation and Maintenance for sanitary sewer collection systems and address any specific requirements of the Department of Environmental Quality. The local programs will also be a guide for making business decisions required to manage the conveyance system in the most cost effective manner and maintain up-to-date asset inventory, condition assessment, and risk analysis information to assist in capital improvement planning.

Demands of a growing community for transportation infrastructure, accompanied by adoption of a TSP update will require an update to the Transportation Systems Development Charge (SDC) methodology and project list. The methodology must be updated to reflect changed project categories and new projects. This update will also be an opportunity to take advantage of the work done as part of Sustainable City Year work by the University of Oregon law School in analyzing SDC alternatives to incentivize multimodal transportation alternatives .It will be essential to update the Transportation SDC once the Transportation System Plan update is adopted in fall of 2013.

Work on Franklin Boulevard Redevelopment NEPA documentation will continue to produce a valid environmental document to support design and construction. The NEPA process is underway, funded by MPO discretionary funds, SDCs and urban renewal dollars. As we engage the public process there are likely to be issues with design, right of way impacts, and business displacements. Funding for a first phase of construction looks positive for the 2016 STIP and some form of City borrowing.

Over the last six years the demand for maintaining the City’s landscape areas, public trees and open spaces, i.e., Martin Luther King and Bob Straub parkways, LTD/EmX corridors, roundabouts, City entrances, public trees, Mill Race corridor, water quality facilities, cross county canals and other public assets has increased. These assets if not maintained properly are displeasing, invite public criticism and discourage economic development. Currently the condition of the assets is fair. Resources are not available to expand the program and are not keeping pace with expansion. Staff is forced to be reactive responding to complaints rather than proactive and scheduling needed work. Tree care has been especially reactive as street trees planted during the housing expansion are becoming mature and have had little work to ensure healthy and shapely trees. The demand for landscape services is expected to increase as the downtown area and Glenwood develop.

Long term planning and funding for facilities preservation remains inadequate to properly maintain City’s building assets. A consistent funding source(s) needs to be identified to maintain the City’s investments. The City has dedicated resources over the last several budget cycles to address our


facilities maintenance and preservation needs as identified in the Buildings and Facilities Five Year Work Plan. While a portion of the needed improvements have been funded through an internal fee and the Capital Improvement Program, maintenance and preservation needs continue to grow. Together our aging facilities, new structures (i.e., Justice Center/Jail, FS16), facility purchases (Depot, Carter Building) and possible new construction (future Library) create an ever increasing maintenance and preservation demand that continues to go unfunded. We currently can identify over $1M in annual needs with a current funding level of under $200K. If this trend continues the building assets will deteriorate at an increasing pace and further increase the unfunded backlog.

Council approved funding for the FY13 Asset Management System Replacement Project to address hardware and software that had began to fail. Both new hardware and applications have been installed. The City relies on these systems to comply with regulations and mandates, plan for public improvements, maintain accurate records on the construction, operation and maintenance of City facilities, and feed regional public safety systems. To date, the project has been extremely successful. In fact, the first two phases will probably be implemented sufficiently under budget to permit existing resources to advance the third phase, which had been planned for FY14, without requiring additional budgetary resources. There remains a need to continue to fund the replacement of the system. The system is projected for renewal every five to eight years and will need an annual contribution from participating city departments. This contribution has not been established at this time.

Integrating street information will support informed decisions and cost containment on street planning such as the Transportation System Plan (TSP) and design, construction, preservation, and restoration projects. It also will support public safety dispatching and general addressing functions in all departments. Upon completion of the Asset Management System Replacement Project mentioned above (which is a targeted replacement of currently integrated systems) cost savings and capital reserves will be used to pursue advancing street system integration.

At the same time, support for General fund activities provided by the Technical Services Division has continued to grow well beyond the 6 percent level of General Fund resources devoted to those programs. This will continue to be a budgetary need.

The Team Springfield agencies and the Regional Fuel Facility (RFF) partners desire to reduce agency reliance on fossil fuels and seek clean energy opportunities through project collaboration. A common area of interest is to move our fleets and facilities to alternative fuels that promote the use of renewable and clean energy sources. Priority first-phased projects initiatives include;

o Fleet conversion to mixed use of electric vehicle (EV); o Hybrid, or other alternative fuels, i.e., bio-diesel, propane or compressed natural gas (CNG); o Facility upgrades to tap solar technology such as, installation of photovoltaic (PV) panels on

the Regional Fuel Facility and Springfield School District sites.

CONCLUSION

The Department budget proposal responds to a number of difficult challenges. It meets those challenges, but does so by not eliminating services. Rather, the budget attempts to fine tune resource needs to meet the minimum current level of services demands. In doing so it creates risk – there is little or no capacity to respond to either unexpected events, or to even a modest expansion of development activity as the economy recovers. From all accounts, it appears the City is in the dangerous and exposed position where the private sector is poised for an expansionary rebound, however modest, that will not be matched for a year or more by revenue generation which will permit expansion of the public sector. This department is on the front line of that risk, since the first hallmark of a significant expansion will likely be increased development activity. The Department merger that took effect at the beginning of the Fiscal Year has provided the department with additional flexibility in developing efficiencies in our use of human resources. Hopefully this will provide the nimbleness to respond in the short term, while we begin to develop plans to expand resources.



• Provide Financially Responsible and Innovative Government Services • Encourage Economic Development and Revitalization through Community Partnerships • Strengthen Public Safety by Leveraging Partnerships and Resources • Foster an Environment that Values Diversity and Inclusion • Maintain and Improve Infrastructure and Facilities • Promote and Enhance our Hometown Feel while Focusing on Livability and Environmental

Quality


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Mi

HB

kMorning

Has Broken

Photos co

urtesy of V

ern Ro

gers

Development & Public Works Presentation Attachment 28 Page 1 of 33

Development and Public Works DepartmentFY 2014

h i h iWeathering Tough Times

Photo courtesy of Vern Rogers



Weathering Tough Times: The Merger of Two Departments

Public WorksDevelopment Services+ =Development and Public WorksPublic Works

l ff f h h lCommunity Development

Current Development

Environmental Services

Office of the Director

Operations Technical Services



Weathering Tough Times: A Look at Service Levels

• 39 FTE eliminated since FY09• Service reductions since FY09:

FY09: *168.75 FTE

• Service reductions since FY09:• Building and Facilities• Capital Projects• Building Safety & Planning Programs• CDBG & HOME Program• GIS

FY14: *129.75 FTE

• Street Program*Includes Regional Wastewater Program staff



Weathering Tough Times: Operating Efficiencies

• Building Safety Program‐ opportunity to train front counter staff helped reduce workload on building staffp g

• Holding more joint staff meetings to facilitate discussions, cohesive approaches, and creative problem solving

• Building & Land Development• Long Range Planning & Capital Projects• Building/Code & Planner on DutyL d hi T• Leadership Team

• Downtown staff and Operations Division staff working collaboratively on stormwater and traffic issues

• Roles and responsibilities for Booth Kelly clearly defined and centralized



Weathering Tough Times: A Look at Budget

Local Operating Expenditures11

,275,744

10,802,696

11,195,803

0,380,106

11,295,365

11,650,593

56

05 $12,000,000

$14,000,000

FY09‐FY1410

8,904,15

8,207,129

118,798

1,010 8,

982,80

7,809,521

$8 000 000

$10,000,000 Does not include the regional wastewater program

7,1

6,60

$6,000,000

$8,000,000Personal Services

Materials and Services

Capital Outlay

3,119

7,453

94

360

1,007

,143

$2,000,000

$4,000,000

543

517

47,39

168,3

491

334,

$0FY09 Actuals

FY10 Actuals

FY11 Actuals

FY12 Actuals

FY13 Amended

FY14 Proposed




FY14 Proposed BudgetLocal Operating Expenditures

Does not include the regional wastewater program

Broken out on the next slide…



Weathering Tough Times: A Changing Budget FY14 Proposed BudgetLocal Operating ExpendituresDoes not include the regional wastewater programwastewater program




FY14 Proposed BudgetLocal Operating Revenue

Does not include the regional gwastewater program

Broken out on the next slide…



Weathering Tough Times: A Look at Budget FY14 Proposed BudgetLocal Operating RevenueDoes not include the regional wastewater programwastewater program




Regional Wastewater Operations:

FY14 Proposed BudgetRegional Wastewater Revenue

Operations: $16,230,591

SDC Regional Wastewater

SDC Regional Wastewater

SDC Regional WW

Regional Wastewater

SDC Regional WW

Improvement: $3 000

Reimbursement: $56,000

Improvement: $606,000

Reimbursement: $2,000

Capital: $1,039,532

$3,000

FY14 Proposed BudgetRegional Wastewater

Regional Wastewater O ti Regional Wastewater

Operating and SDC ExpendituresOperations: $30,022,920



Weathering Tough Times: A Look at Development Activity

$914,347

$824,756$773 113 $770 000 500

550

600

$900,000

$1,000,000Planning and Building Revenues/

Permits and Applications Actual FY08‐Projected FY13 N

um$773,113

$713,750 $700,000

$770,000

404

413

374 368

350

400

450

500

$600,000

$700,000

$800,000

enue

mber of P

$452,343$425,598

333

241263

194

345 279

200

250

300

$300 000

$400,000

$500,000Reve

ermits/Ap

$180,162$146,566

$175,000 $178,00050

100

150

$100,000

$200,000

$300,000

pplications

0$0FY09 FY10 FY11 FY12 FY13 Budget FY14 Proposed

Planning Revenue Building Revenue Planning Activity Building Activity

s



Weathering Tough Times: Signs of Improvement

January 2013, Tim Duy, Director Economic Forum, U of O



Looking to the Future




Looking to the Future: Improving CommunicationDPW e‐newsletter & updates



Looking to the Future: Emergency Management

• DPW now responsible for City’s emergency management

• City Engineer oversees programCity Engineer oversees program



Looking to the Future: Sprout! Regional Food Hub

• CDBG is assisting NEDCO• Year round indoor farmer’s market• High capacity commercial g p ygrade kitchen



Looking to the Future: Traffic Engineering and Operations

• Signal technologies

• Rectangular Rapid Flash Beacon Pedestrian Crossings

•ADA ImprovementsDevelopment & Public Works Presentation Attachment 28 Page 18 of 33


Looking to the Future: Capital Projects

Springfield Mill Race

10th & N Sewer Upgrade



Looking to the Future: Jasper Trunk SewerPhase III on hold; freeing up resources to respond to Glenwood development.



Looking to the Future: Booth Kelly



Looking to the Future: Asset Management System

• Asset Management System ReplacementR & D

FY12‐13 • Mobile Solutions

• Street Integration• Sensor Technologies

R & D

FY14‐15• Sensor Technologies

• Planning Operations Support• Financial Operations Support

R & D

FY15‐16p pp

FY16 17

• Emergency Operations Support• Regional, State and Federal Integration

R & D

FY16‐17 Integration

R & DR & D‐ Research and Development



Looking to the Future: Asset Management SystemServers and Software Decades of Data



Looking to the Future: Asset Management System

• Infor‐Hansen

• Oracle Spatial

OGC Asset

FY12‐13OLC QL1 LiDAR

Compliance Management

Interactive 3D S t

Design I t ti

• World Wind• Map 3D Enterprise

SupportIntegration

R & D



Looking to the Future: 2030 Refinement Plan



Looking to the Future: Transportation System Plan



Looking to the Future: Development Advisory Committee

• Trying to streamline the process

• Open Springfield for development



Positioning Springfield for a recovered economy




Positioning Springfield for a recovered economy: Downtown

•Demonstration block•Demonstration block

• Exploring Main Street & McVey Highway improvementsg y p

•Downtown Implementation Plan



Positioning Springfield for a recovered economy: Glenwood

•Developers have expressed i i Gl dinterest in Glenwood

•Phase I is in appeal

•HUD Livability Grant

•Glenwood trunk sewerDevelopment & Public Works Presentation Attachment 28 Page 30 of 33


Positioning Springfield for a recovered economy: GlenwoodGlenwood Place, 150 unit workforce housing complex.



Positioning Springfield for a recovered economy: Glenwood

Franklin Boulevard• NEPA• Possible federal funds


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

CapitalB

udget:

Maintain an

d Im

prove Infrastructure and

Facilitie

sCa

pital B

udget:

Capital Budget Presentation Attachment 29 Page 1 of 14

De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

Capital B

udget T

hrou

gh th

e Years

All Fun

ds (M

illions)

35.3

100.0

120.0

140.0

951

39.0

60.0

80.0

100.0

95.1

65.0

32.4

25.9

21.6

13.5

25.0

27.6

27.9

23.0

00

20.0

40.0 0.0

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

Region

al (M

WMC)

Local (Sprin

gfield)


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

FY 14 Ca

pital Projects By

Category (All Fund

s)

Stormwater Capita

l Improvem

ents

$6,23

4,65

0

Wastewater Capita

l Improvem

ents

$ 7,399

,000

Transportatio

n and Street Capita

l Improvem

ents

$ 51

9,47

7

BuildingandFacilitiesC

apita

lImprovem

ents

$624585

Building and Facilities C

apita

l Improvem

ents

$624,585

Misc

ellane

ous C

apita

l Improvem

ents

$ 42

4,00

0

Region

al W

astewater Capita

l Improvem

ents

$ 13

,456

,982

Dedicated Re

serves

$ 7,837

,072

Subtotal

$ 36,495,766

$SEDA

$ 0

Total

$ 36,495,766


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

Projects

•Ca

sh Flow M

anagem

ent

•Investmen

t Poten

tial

Projects

Island

Park

$1,40

0,00

0Gray Creek Flow

Enh

ancemen

ts$ 14

9,17

6MillRa

ceStormwater

Facility

$1,25

4,50

0Mill Race Stormwater Facility

$ 1,25

4,50

0Jasper‐Natron

$50

0,00

0Ce

dar C

reek (Intake Re

constructio

n)$ 50

0,00

0Lower M

ill Race

$ 900,000

$,

Franklin Bou

levard Sew

er Exten

sion

$ 2,373

,000

Gatew

ay Area Traffic Im

provem

ents

$ 38

4,50

0Be

ltline/Gatew

ay Intersectio

n $ 205,000

/y

,S. 42n

dStreet Reserve

$ 170

,896

Total

$ 7,837,072


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

JT

kPh

1C

i

$22.4 Million in Recen

tly Com

pleted

/Active City

Con

struction Projects

•Jaspe

r Trunk

Phase 1 Con

struction

•Mill Race

•22,300 Feet of Sanita

ry Sew

er

,y

Pipe

Reh

abilitatio

n in Basin 22

•10t

h& “N” Street Sanita

ry Sew

er

•58t

hStreet Sew

er Bypass

•Springfield M

useu

m Brick and

Mortar R

epair


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

FY 201

4 Infrastructure

Plan

ning

Projects

•Franklin

NEPA

•203

0 UGB Expansion

•Transpo

rtation System

Plan

•Chann

el 6 Storm

water Plan


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

FY 201

4 Design Projects

•Franklin

Sewer

Expansion

Franklin Sew

er Expansio

n

•Mill Race Stormwater Facility

•S. 2

ndStreet Sew

er

•E. 17t

hAve. Sew

er

•Pum

p Stations

•Over/Und

erCh

anne

l•O

ver/Und

er Chann

el


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

FY 201

4 Co

nstructio

n Projects

h•1

0th& N Street S

ewer Phase 2

•“A” St. Overla

y

•Thu

rston Rd

. Overla

y

• 59t

h&Aster

59& Aster

•Isla

nd Park


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

•Partial Facilitie

s Plan

Upd

ate

Completed

Projects

•Odo

rous Air Treatm

ent

Phases 1 & 2

•Peak Flow M

anagem

ent

Improvem

ents


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

sActive Planning

Projects C

arrie

d Over to FY 201

4

MWMC Plan

ning

•Wet W

eather Plann

ing (wastewater):

Capacity M

anagem

ent a

nd Ope

ratio

ns M

ainten

ance

(CMOM) P

rogram

•Facilities Plan

Engineerin

g Services

•ThermalLoad

Mitigatio

n:Thermal Load Mitigatio

n:

Pre‐Im

plem

entatio

n


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

d(h

)

Design Projects Carrie

d Over to FY

201

4

•Line

BiosoidsL

agoo

n (Phase 4)

•Re

pair/Re

placem

ent o

f Biosolids

ForceMain

Force Main

Line

Biosolids L

agoo

n at Biocycle Man

agem

ent F

acility


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

ij

CidO

201

Capital Bud

get: Maintain an

d Im


Facilitie

s

Prim

ary Slud

ge Thickening

Activ

e Projects Carrie

d Over to FY

2014

Tertiary

FiltrationPh

ase1

Tertiary Filtratio

n Ph

ase 1

(system te

sting)


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

sNew

Projects in FY 20

14

Tertiary Filtratio

n Ph

ase 2

WPC

F Lago

on Rem

oval/Decom

mission


De

ve

lop

me

nt

an

d P

ub

lic

Wo

rks

De

pa

rtm

en

tFY

201

4

Capital Bud

get: Maintain an

d Im


Facilitie

s

FY 13/14

Regiona

l Cap

italProgram

Bud

get (MWMC)

Tertiary Filtratio

n –Ph

ase1 and 2

$ 3,500

,000

Sodium

Hypo

chloriteCo

nversio

n$

2960666

Sodium

Hypochlorite

Conversio

n$ 2,960,666

Line

Biosolids L

agoo

n –Ph

ase 4

$ 2,132

,000

Lagoon

Removal and

Decom

missioning

$ 1,500

,000

Thermal Load Mitigatio

n$ 1,400

,000

Repair / R

eplacemen

t of B

iosolids F

orce M

ain

$ 1,373

,000

Influ

entP

umping

andHe

adworks

$306256

Influ

ent P

umping

and

Headw

orks

$

306,256

Capacity M

anagem

ent O

peratio

nsMaint. (CMOM)

$ 184

,740

Facilities P

lan Engine

ering

$70

,000

Prim

ary Slud

geThickening

$

30,320

Total

$ 13,456,982


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eS

alar

ies

27,3

92,7

96

26

,527

,382

27,2

63,1

36

27,9

63,3

59

28,2

29,2

85

-1%

-4%

Sea

son/

Inte

rn/T

mp

Wag

es88

,524

65,9

01

146,

286

13

5,28

6

173,

486

-2

8%-7

3%O

verti

me

1,78

6,08

2

1,

980,

974

1,

801,

895

1,58

2,90

8

1,

539,

180

3%17

%Fr

inge

Ben

efits

3,86

5,11

3

3,

185,

956

3,

173,

335

3,13

0,17

1

3,

189,

060

-2%

6%M

edic

al/D

enta

l Ins

uran

ce7,

007,

141

7,10

2,71

2

7,43

9,53

0

7,

751,

193

7,83

8,33

4

-1

%-9

%C

ity R

etire

men

t Pla

n1,

197,

389

573,

129

580,

624

55

8,23

8

669,

361

-2

0%15

%P

ER

S/O

PS

RP

2,93

2,35

7

3,

715,

216

3,

792,

618

3,89

6,31

4

4,

978,

083

-28%

-43%

Sea

son/

Inte

rn/T

mp

Frin

ge-

-

9,26

0

9,26

0

12

,700

-3

7%-3

11%

CR

P In

tere

st G

uara

ntee

-

1,

215,

555

1,

215,

000

1,21

5,00

0

1,

352,

000

-11%

-67%

Car

Allo

wan

ce15

,258

13,2

89

16,5

51

12

,816

13

,848

-8

%8%

Pag

er A

llow

ance

30,0

30

15

,753

16

,304

13,4

76

17,0

04

-26%

18%

Uni

form

Allo

wan

ce15

1,00

1

152,

684

159,

466

15

8,44

8

154,

524

2%

0%C

ell P

hone

Allo

wan

ce33

,618

30,2

81

32,6

86

32

,940

35

,136

-7

%-9

%P

erso

nnel

Svs

Adj

ustm

ents

-

-

18

3,00

0

450,

174

5,

100

99%

92%

Par

t-tim

e/Te

mpo

rary

-

-

3,

166

3,

166

-

100%

100%

Pers

onne

l Ser

vice

s44

,499

,308

44,5

78,8

31

45

,832

,857

46

,912

,749

48

,207

,101

-3%

-7%

Inte

rpre

ter F

ees

5,77

2

5,65

3

6,

000

6,

000

5,00

0

17

%14

%D

ispa

tch

Con

tract

544,

333

55

2,73

9

62

3,29

0

623,

290

66

0,68

7

-6%

-15%

Bill

ing

& C

oll E

xp79

5,47

4

782,

129

838,

857

87

9,85

7

878,

100

0%

-9%

Con

tract

ual S

ervi

ces

2,20

5,07

9

2,

101,

849

2,

866,

110

3,15

2,98

6

2,

781,

564

12%

-16%

Litig

atio

n E

xpen

se47

,193

59,8

84

135,

000

22

3,50

0

240,

500

-8

%-1

98%

Pris

oner

Exp

Med

ical

186,

901

21

9,63

5

22

0,00

0

180,

000

23

3,00

0

-29%

-12%

Indi

gent

Rep

rese

ntat

ion

199,

279

21

9,73

2

20

1,10

8

176,

000

18

1,83

4

-3%

12%

Env

ironm

enta

l Ed

3,90

4

8,13

6

8,

200

10

,250

18

,750

-8

3%-1

78%

Dru

g P

reve

ntio

n/E

d24

,378

15,5

05

29,0

00

35

,000

25

,000

29

%-9

%A

ttorn

ey F

ees

43,8

14

52

,347

50

,000

75,0

00

75,0

00

0%-5

4%C

ontra

ctua

l Tem

pora

ry H

elp

15,0

20

-

-

-

-

100%

100%

Mer

chan

t fee

s60

,877

65,8

37

92,9

94

69

,264

73

,764

-6

%-1

%P

lann

ing

Com

mis

sion

Exp

ense

s1,

367

1,

083

500

1,50

0

1,

500

0%-5

3%Fu

el T

ax A

dmin

istra

tion

3,96

0

5,64

6

10

,000

10,0

00

7,50

0

25

%-1

5%Te

mp

Eng

/Pla

nnin

g26

-

-

-

-

10

0%10

0%E

mer

genc

y M

anag

emen

t Pro

gram

3,45

9

2,51

4

2,

000

2,

000

2,00

0

0%

25%

Men

tal H

ealth

Eva

l1,

950

7,

900

3,00

0

2,29

2

3,

000

-31%

30%

Total Operating Expenditures - All Funds Attachment 3 Page 1 of 7

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eS

peci

al P

rose

cuto

r Ser

vice

s-

-

3,00

0

3,00

0

3,

000

0%-2

00%

NE

SC

Com

plia

nce

-

-

5,

000

5,

000

5,00

0

0%

-200

%P

erso

nnel

Ser

vice

s R

eim

burs

emt

6,80

0,55

0

6,

920,

157

7,

446,

700

7,73

2,89

4

7,

864,

894

-2%

-11%

Cle

anin

g S

ervi

ces

7,05

7

3,98

6

9,

965

7,

540

8,11

5

-8

%-1

6%E

quip

men

t Ren

tal

3,49

3

7,01

2

4,

900

4,

450

10,9

91

-147

%-1

14%

Spa

ce R

enta

l16

,687

16,4

90

3,00

0

5,47

4

3,

624

34%

70%

Pro

perty

& L

iabi

lity

Ins

242,

869

24

2,96

8

28

6,12

4

300,

750

35

1,50

0

-17%

-37%

Tele

phon

e, C

ellu

lar,P

ager

91,5

01

82

,144

93

,397

97,8

63

100,

265

-2

%-1

3%R

is/A

irs/G

eo C

harg

es54

7,35

0

584,

913

504,

194

57

0,45

2

344,

127

40

%37

%A

udio

Vis

ual C

omm

unic

atio

ns10

,731

5,38

4

10

,760

10,7

60

10,7

60

0%-2

0%C

ompu

ter E

quip

men

t48

,248

194,

585

302,

446

34

3,20

8

176,

131

49

%3%

Adv

ertis

ing

317,

633

24

1,73

2

11

3,96

3

121,

113

12

0,37

1

1%46

%D

uplic

atin

g S

uppl

ies

39,3

36

36

,997

39

,428

50,8

80

38,2

50

25%

1%P

ublis

h P

rom

o M

trls

162

-

-

-

-

10

0%10

0%Li

brar

y X

erox

2,31

7

-

2,60

9

2,60

9

2,

609

0%-5

9%P

rintin

g19

,351

24,0

95

36,6

56

26

,150

23

,500

10

%12

%A

dver

tisin

g-

-

200

200

-

10

0%10

0%Tr

avel

& M

eetin

g E

xpen

ses

87,5

68

72

,047

97

,933

117,

203

11

2,74

0

4%-3

1%In

tern

al M

eetin

g6,

772

4,

741

4,59

1

3,76

1

3,

661

3%32

%M

anda

ted

Doc

umen

t/Mee

ting

Exp

83

-

-

-

-

100%

100%

Mile

age

Rei

mbu

rsem

ent

31

-

-

-

-

100%

100%

Cou

ncil

Rei

mbu

rsem

ent

4,86

6

10,6

58

10,9

22

10

,922

13

,422

-2

3%-5

2%S

oftw

are

Lice

nse

Fee

182,

546

21

3,32

8

29

5,88

1

301,

330

38

9,25

1

-29%

-69%

Rec

ordi

ng F

ees

189

55

825

825

82

5

0%-1

32%

Sub

poen

a &

Jur

y Fe

es99

6

1,

174

2,00

0

3,00

0

2,

000

33%

-44%

Witn

ess

Fees

325

2,23

6

35

0

3,

850

2,40

0

38

%-1

47%

Pro

perty

Tax

es61

,993

60,6

70

79,3

01

80

,000

77

,900

3%

-16%

NP

DE

S P

erm

its99

,862

101,

723

102,

850

12

9,60

0

128,

000

1%

-26%

Gov

ernm

ent e

thic

s C

omm

cha

rge s

794

1,02

8

2,

009

2,

066

2,07

6

0%

-63%

RO

W F

ee-

357,

673

374,

500

37

8,00

0

380,

220

-1

%-5

6%Fi

re S

tatio

n Li

nens

146

-

-

-

-

10

0%10

0%A

udio

Vis

ual S

uppl

ies

2,50

6

4,12

4

2,

694

2,

694

2,69

4

0%

13%

Eng

/Sur

vey

Sup

plie

s83

1,18

1

5,

050

5,

050

5,15

0

-2

%-1

45%

Cod

e E

nfor

ce S

uppl

y63

3

56

1

800

800

-

10

0%10

0%M

edic

al S

uppl

ies

155,

643

15

0,23

1

14

4,00

0

140,

500

14

6,00

0

-4%

3%P

retre

atm

ent S

uppl

ies

1,60

7

2,76

2

3,

100

4,

000

4,00

0

0%

-61%

Saf

ety

Clo

thin

g/E

q51

,865

91,4

12

67,0

89

78

,139

81

,339

-4

%-1

6%C

lean

ing

Sup

plie

s14

,141

14,4

94

10,2

00

9,

900

9,90

0

0%

24%

Pol

ice

Wea

pons

19,7

42

56

,667

90

,000

50,0

00

-

100%

100%

Uni

form

s12

,696

23,1

18

13,0

00

13

,000

13

,000

0%

20%


Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eP

erso

nnel

Pro

tect

ive

Equ

ipm

ent

28,1

30

-

-

-

-

100%

100%

Inm

ate

Sup

plie

s15

,419

14,6

31

10,0

00

25

,000

17

,000

32

%-2

7%P

rison

er M

eal E

xpen

se11

0,69

3

131,

352

115,

000

12

8,00

0

128,

000

0%

-8%

Gas

olin

e &

Oil

416,

606

48

1,76

8

51

0,60

1

489,

885

51

2,29

7

-5%

-9%

Util

ities

385,

091

15

7,99

4

31

5,66

1

357,

349

32

5,25

5

9%-1

4%E

lect

ricity

-

-

-

-

100

-1

00%

-100

%S

treet

Lig

htin

g E

lect

ricity

152,

441

15

6,15

1

15

0,50

0

150,

500

15

5,00

0

-3%

-1%

Traf

fic S

igna

l Ele

ctric

ity31

,553

28,8

97

35,0

00

55

,200

35

,000

37

%-1

0%S

UB

Wat

er-

36,0

30

24,3

93

23

,344

35

,693

-5

3%-7

7%S

UB

Sew

er &

Dra

inag

e-

25,0

45

5,32

0

4,78

0

10

,590

-1

22%

-5%

SU

B E

lect

ricity

-

20

5,31

3

52

,744

46,8

19

89,7

79

-92%

-4%

Per

iodi

cals

4,83

6

5,71

5

3,

095

3,

095

3,09

5

0%

32%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

59,5

78

59

,613

66

,396

72,5

49

74,4

69

-3%

-20%

Dire

ct M

ail

115,

244

58

,541

18

4,45

0

184,

450

18

4,45

0

0%-5

4%P

osta

ge &

Shi

ppin

g C

harg

es67

,060

68,7

64

63,8

08

74

,318

69

,518

6%

-4%

Offi

ce S

uppl

ies

49,5

34

65

,318

72

,717

89,5

05

116,

754

-3

0%-8

7%C

ompu

ter S

uppl

ies

15,1

70

7,

295

10,7

50

10

,750

10

,750

0%

3%C

ompu

ter S

oftw

are

136,

065

73

,631

10

8,74

5

130,

727

11

2,16

7

14%

-6%

Sm

all F

urni

ture

& a

pplia

nces

15,5

92

4,

782

5,54

8

5,97

5

5,

575

7%35

%S

torm

wat

er S

ampl

ing

Sup

plie

s3,

301

2,

139

3,00

0

5,00

0

4,

500

10%

-60%

Clo

thin

g A

llow

ance

49,1

29

41

,316

54

,285

55,4

85

57,4

00

-3%

-19%

Com

mut

er T

rip R

educ

tion

1,26

6

2,05

5

3,

070

3,

050

3,84

0

-2

6%-8

0%P

arts

& M

ater

ials

7,75

2

6,75

6

10

,000

10,0

00

10,0

00

0%-2

2%S

treet

Mai

nt M

ater

ials

32,9

56

38

,236

70

,000

70,0

00

70,0

00

0%-4

9%S

wee

per S

uppl

ies

5,12

2

7,07

5

13

,500

15,2

50

14,5

00

5%-6

9%D

rain

age

Mai

nt M

ater

ials

48,5

08

44

,447

52

,000

55,7

35

55,8

35

0%-1

6%S

ewer

Mai

nt M

ater

ials

20,7

46

23

,722

33

,000

38,0

00

38,0

00

0%-4

7%C

lean

g/M

aint

Mat

eria

ls46

,058

44,0

58

42,5

00

36

,000

42

,000

-1

7%5%

Pro

gram

Exp

ense

294,

842

32

8,26

6

35

8,35

2

335,

469

34

6,57

5

-3%

-6%

Traf

f Mai

nt M

ater

ials

103,

841

11

0,54

0

11

8,47

9

119,

000

12

1,00

0

-2%

-9%

Land

Mai

nt M

ater

ials

14,7

50

17

,253

21

,000

21,0

00

21,0

00

0%-1

9%D

amag

e C

laim

s45

,869

61,2

08

60,0

00

60

,000

60

,000

0%

-8%

Can

ine

Don

atio

ns E

xpen

ditu

res

9,51

6

19,1

33

23,5

01

21

,000

30

,000

-4

3%-7

3%S

treet

Tre

e R

epla

cem

ent

1,97

6

2,46

7

12

,000

12,0

00

12,0

00

0%-1

19%

GIS

Pro

gram

Exp

ense

-

27

3

1,50

0

1,50

0

1,

500

0%-1

54%

Art

Alle

y R

epai

r94

5

-

4,

412

4,

412

4,41

2

0%

-147

%A

rts C

omm

Ope

ratio

ns5,

217

6,

799

7,95

5

10,9

00

8,19

0

25

%-2

3%R

ural

Life

Sup

port

Exp

9,40

0

10,0

00

10,0

00

9,

400

10,0

00

-6%

-2%

Per

mit

Pro

ject

Exp

684

-

34,3

67

35

,000

35

,000

0%

-200

%C

itize

n S

urve

y90

9

51

8

1,50

0

1,50

0

1,

500

0%-5

4%


Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eM

etro

Par

tner

ship

Inc

50,0

00

50

,000

50

,000

50,0

00

-

100%

100%

1st T

ime

Hom

ebuy

ers

333,

860

10

1,98

4

10

0,00

0

100,

000

-

10

0%10

0%Le

ague

Of O

rego

n C

ities

37,2

71

37

,503

38

,117

38,1

17

38,1

17

0%-1

%In

terg

vt H

uman

Srv

cs14

8,39

4

150,

395

128,

394

15

6,89

4

173,

646

-1

1%-2

2%M

etro

Pla

nnin

g/M

pc10

,000

-

-

-

-

10

0%10

0%R

egio

n Tr

aini

ng P

lan

5,00

0

5,00

0

5,

000

5,

000

5,00

0

0%

0%L-

CO

G27

,300

31,5

54

23,4

17

23

,417

23

,417

0%

15%

LCO

G/C

able

Reg

319

-

1,00

0

3,50

0

3,

500

0%-6

96%

Cha

mbe

r Of C

omm

erce

35,0

00

35

,000

35

,000

35,0

00

35,0

00

0%0%

His

t Dis

t Sig

nage

-

-

75

0

75

0

750

0%

-200

%R

oom

Tax

Col

lect

5,26

4

5,32

4

6,

000

6,

000

6,00

0

0%

-9%

Air

Pol

lutio

n-LR

AP

A56

,760

-

21,2

24

21

,224

-

10

0%10

0%E

ugen

e O

pera

tions

2,90

9,60

5

3,

030,

191

3,

151,

400

3,54

1,13

3

3,

661,

309

-3%

-21%

Eug

ene

Indi

rect

Cos

ts98

4,20

1

801,

147

829,

300

1,

187,

902

1,13

7,50

0

4%

-31%

Bic

ycle

Pro

gram

Sup

plie

s93

5

2,

013

800

2,00

0

2,

000

0%-6

0%H

azm

at67

1

93

3

500

-

-

100%

100%

Eug

ene

Cap

ital O

utla

y(1

,911

)

2,

603

47,8

00

47

,828

52

,328

-9

%-2

24%

Em

erge

ncy

Ren

tal A

ssis

tanc

e5,

058

31

4

-

-

-

10

0%10

0%S

prin

g C

lean

Up

-

1,

000

500

500

1,

000

-100

%-1

00%

Team

Spr

ingf

ield

17,9

82

10

,769

20

,000

20,0

00

20,0

00

0%-2

3%S

prin

gfie

ld M

useu

m55

,000

45,0

00

45,0

00

45

,000

45

,000

0%

7%C

atho

lic C

omm

unity

Ser

vice

s30

,329

30,3

31

15,3

17

15

,317

-

10

0%10

0%Fo

od fo

r Lan

e C

ount

y36

,081

18,4

99

18,5

01

18

,501

-

10

0%10

0%R

elie

f Nur

sery

14,2

47

14

,247

14

,247

14,2

47

-

100%

100%

St.

Vin

cent

de

Pau

l10

,802

11,7

84

11,7

84

11

,784

-

10

0%10

0%W

hite

Bird

8,02

9

8,02

9

8,

029

8,

029

-

100%

100%

Oly

mpi

c Tr

ials

-

50

,000

50

,000

50,0

00

50,0

00

0%-5

0%E

mer

ald

Em

pire

Art

Ass

ocia

tion

19,8

97

-

-

-

-

100%

100%

Art

Alle

y S

peci

al P

roje

ct-

-

1,26

5

1,26

5

1,

265

0%-2

00%

SD

C P

rior Y

ear R

efun

ds-

25,7

53

7

53,5

54

8

10

0%10

0%S

DC

Cre

dits

Pai

d13

,557

14,2

18

7

8

8

0%

100%

EE

EE

CB

G -

City

of S

prin

gfie

ld18

2,46

6

2,09

8

-

-

-

100%

100%

EE

CB

G -

Will

amal

ane

135,

371

-

-

-

-

100%

100%

EE

CB

G -

SS

D#1

918

8,64

5

-

-

-

-

10

0%10

0%M

ohaw

k O

pen

Ban

ners

-

-

-

-

730

-1

00%

-100

%FI

MB

A E

vent

2,91

9

-

-

-

-

10

0%10

0%M

illra

ce S

pons

orsh

ip-

-

-

20

0,00

0

-

100%

100%

Ced

ar C

reek

Spo

nsor

ship

-

-

-

250,

000

-

10

0%10

0%S

usta

inab

le C

ities

-

17

1,72

5

43

,450

43,4

90

-

100%

100%

CH

OR

E1,

575

25

0

985

985

-

10

0%10

0%


Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eB

reth

ren

Hou

sing

HU

D 8

1116

4,56

8

-

-

-

-

10

0%10

0%H

abita

t for

Hum

anity

44,5

33

35

,072

69

,905

69,9

05

-

100%

100%

NE

DC

O A

cqui

stio

n-

-

50,0

00

50

,000

-

10

0%10

0%La

ne M

icro

Bus

ines

s18

,177

13,7

21

6,27

7

6,27

7

-

10

0%10

0%Lo

ckou

t Crim

e P

roje

ct1,

284

18

,876

21

,556

21,5

56

-

100%

100%

Bra

ttain

Pla

ygro

und

9,25

0

-

-

-

-

10

0%10

0%R

elie

f Nur

sery

Fac

ility

27,2

24

19

,377

41

,399

41,3

99

-

100%

100%

Nei

ghbo

rhoo

d Im

prov

emen

ts-

-

-

-

44

2,81

6

-100

%-1

00%

CD

BG

-R S

pec

Sch

ool P

roj

61,2

27

-

-

-

-

100%

100%

Alv

ord

Tayl

or-

11,3

37

-

-

-

10

0%10

0%M

ains

tream

Hou

sing

13,2

13

-

-

-

-

100%

100%

Full

Acc

ess

Ele

vato

r44

,211

23,7

16

-

-

-

10

0%10

0%S

ectio

n 10

8 R

epay

men

t Xfr

14,1

79

16

,357

34

,443

34,4

43

29,6

58

14%

-37%

Vol

unte

ers

in M

edic

ine

60,0

00

-

-

-

-

100%

100%

Bus

ines

s D

evel

opm

ent L

oans

4,27

7

2,12

0

5,

603

5,

603

-

100%

100%

Mt.

Ver

non

Pla

ygro

und

35,3

70

-

30

,000

30,0

00

-

100%

100%

NE

DC

O F

ood

Hub

-

15

3,57

7

58

,000

58,0

00

-

100%

100%

Em

eral

d A

rt C

ente

r-

38,9

13

-

-

-

10

0%10

0%A

lvor

d Ta

ylor

Gro

up H

ome

-

9,

658

29,0

00

29

,000

-

10

0%10

0%N

ED

CO

For

eclo

sure

Rec

over

y-

-

183,

128

18

3,12

8

-

100%

100%

HA

CS

A R

iver

Poi

nt P

lace

-

-

96

,500

96,5

00

-

100%

100%

AR

C o

f Lan

e C

ount

y-

-

12,0

00

12

,000

-

10

0%10

0%N

ED

CO

HA

TCH

-

-

23

,033

23,0

33

-

100%

100%

BR

ING

Rec

yclin

g-

-

57,0

00

57

,000

-

10

0%10

0%C

ity F

ount

ain

Pla

za-

-

30,0

00

30

,000

-

10

0%10

0%N

ED

CO

Fac

ade

Impr

ovem

ent

-

-

25

,000

25,0

00

-

100%

100%

Com

mun

ity R

elat

ions

Prg

rm E

xp-

-

-

-

15

,000

-1

00%

-100

%Fi

re S

tatio

n M

aint

enan

ce9,

823

23

,157

14

,500

18,5

00

18,5

00

0%-1

7%S

treet

Lig

ht M

aint

94,0

21

93

,900

10

0,00

0

100,

000

10

0,00

0

0%-4

%E

quip

men

t Mai

nten

ance

369,

726

15

7,20

6

18

5,75

9

196,

224

18

3,45

4

7%23

%A

udio

Vis

ual M

aint

enan

ce12

2

-

28

1

28

1

281

0%

-109

%C

omm

unic

ate

EQ

Mai

nt5,

526

27

,663

11

,000

8,35

0

8,

350

0%43

%R

escu

e E

qup

Mai

nt1,

580

1,

482

500

1,03

0

1,

030

0%13

%S

mal

l Too

l Mai

nt2,

470

2,

655

3,50

0

3,50

0

3,

500

0%-2

2%B

reat

hing

App

Mai

nt13

,065

7,61

3

14

,500

12,0

00

12,0

00

0%-2

%P

ower

Too

l Mai

nt1,

599

1,

153

2,00

0

2,60

0

2,

600

0%-6

4%B

ldg

Mai

nten

ance

73,7

50

45

,250

51

,853

43,4

14

49,9

14

-15%

12%

Bk-

Ele

ctric

al M

aint

-

30

0

-

-

-

10

0%10

0%V

ehic

le M

aint

enan

ce26

0,51

0

349,

756

299,

503

30

0,50

3

301,

575

0%

1%W

ildla

nd E

Q R

epai

r22

6

49

0

2,33

0

2,33

0

2,

330

0%-1

29%


Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eW

ater

Res

EQ

Rep

air

3,56

7

2,79

4

7,

000

3,

000

3,00

0

0%

33%

Cop

ier M

aint

enan

ce93

0

79

7

-

-

-

10

0%10

0%Te

chni

cal R

escu

e E

quip

. Rep

air

2,20

4

705

2,

000

2,

500

2,00

0

20

%-2

2%S

igna

l Det

ecto

r Rep

air

16,0

09

35

,581

45

,000

47,5

00

47,5

00

0%-4

8%S

idew

alk

Rep

air

10,1

80

17

,845

17

,500

17,5

00

17,5

00

0%-1

5%G

uard

Rai

l Rep

air

-

1,

221

2,50

0

2,50

0

2,

500

0%-1

02%

Wire

The

ft R

emed

iatio

n36

,193

7,65

6

20

,000

40,0

00

40,0

00

0%-8

8%Tr

aini

ng A

ids

308

-

200

200

80

0

-300

%-3

73%

City

EE

Rec

ogni

tion

13,2

29

6,

741

6,10

0

8,31

0

8,

810

-6%

-1%

Em

ploy

ee D

evel

opm

ent

124,

978

87

,871

14

9,03

8

198,

385

29

5,11

0

-49%

-145

%O

rgan

izat

ion

Dev

elop

men

t2,

366

1,

040

1,16

0

1,38

0

1,

730

-25%

-14%

Tuiti

on R

eim

burs

emen

t45

,262

27,9

68

40,0

00

32

,500

37

,500

-1

5%1%

City

Ee

Rec

ogni

tion

- Tax

able

-

25

-

-

-

100%

100%

Wel

lnes

s C

ente

r98

,196

73,6

61

88,0

00

88

,000

88

,000

0%

-2%

Sel

f Fun

ded

Ins

Pro

gram

-

-

26

5,00

0

265,

000

-

10

0%10

0%U

nem

ploy

men

t Rei

mbu

rse

89,3

92

85

,283

10

0,00

0

100,

000

10

0,00

0

0%-9

%R

etire

e M

edic

al P

rem

ium

49,5

60

53

,884

65

,000

65,0

00

65,0

00

0%-1

6%E

mpl

oyee

Ben

efit

Adj

ustm

ent

6,23

3

(2,6

72)

-

-

-

100%

100%

Mis

c B

enef

it E

xpen

se-

3,09

3

-

-

-

100%

100%

SF

Med

ical

Adm

in F

ee-

-

213,

005

21

3,00

5

181,

963

15

%-1

56%

SF

Med

Sto

p Lo

ss P

rem

-

-

19

,031

19,0

31

592,

719

##

###

-924

3%S

F M

ed A

ggre

gate

SL

Pre

m-

-

260,

050

26

0,05

0

39,7

88

85%

54%

SF

Med

Opt

iona

ls-

-

-

-

5,

261

-100

%-1

00%

SF

Den

tal A

dmin

Fee

-

-

16

,728

16,0

00

35,0

06

-119

%-5

28%

2013

Den

tal C

laim

s-

-

253,

513

25

3,51

3

644,

065

-1

54%

-662

%20

13 M

edic

al C

laim

s-

-

2,11

5,21

3

2,

415,

213

6,18

6,23

6

-1

56%

-777

%R

ecru

itmen

t Exp

ense

22,7

90

12

,177

13

,100

21,1

00

20,9

50

1%-3

1%H

iring

& P

rom

otio

n E

xpen

se2,

225

22

,922

2,

100

2,

100

21,0

00

-900

%-1

31%

Reh

ab L

oans

5,18

7

5,59

4

50

,000

50,0

00

-

100%

100%

Pro

ject

Inve

stm

ents

-

-

12

1,80

9

121,

809

-

10

0%10

0%H

ome

Rev

olvi

ng L

oan

-

91

,552

42

7,79

2

427,

792

-

10

0%10

0%La

te C

harg

es19

-

-

-

-

10

0%10

0%M

ater

ial &

Ser

vice

22,4

84,3

43

22

,224

,781

28,3

51,8

48

30,9

20,2

78

33,3

21,6

82

-8

%-3

7%

Inte

rnal

Insu

ranc

e C

hgs

674,

465

61

6,80

4

74

1,61

7

741,

863

74

1,85

9

0%-9

%In

tern

al V

eh M

t Chg

s15

1,32

7

175,

567

164,

769

16

4,76

9

189,

787

-1

5%-1

6%In

tern

al F

ac R

ent

-

15

4,23

3

22

7,14

6

237,

570

24

0,57

8

-1%

-89%

Int C

ompu

ter E

quip

Chg

s97

,290

163,

123

169,

704

16

9,70

4

239,

580

-4

1%-6

7%In

tern

al B

ldg

Mai

nt C

hgs

303,

449

28

1,85

5

30

2,13

5

302,

418

28

9,24

3

4%2%

Inte

rnal

Veh

& E

quip

Ren

t95

8,95

4

915,

684

992,

508

99

2,50

8

922,

404

7%

3%


Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

%

Cha

nge

Ove

r A

men d

FY11

-FY

13

Avg

%

Cha

ng eIn

dire

ct C

osts

2,15

5,97

7

2,

188,

701

2,

299,

201

2,29

9,74

9

2,

410,

475

-5%

-9%

Inte

rnal

Em

ploy

ee B

enef

it C

hg30

9,08

4

297,

914

321,

633

32

1,73

5

322,

670

0%

-4%

Inte

rnal

Lea

se P

aym

ents

359,

190

37

6,25

6

37

5,61

6

375,

616

37

5,61

5

0%-1

%In

tern

al A

dmin

Fee

445,

000

42

0,00

0

42

0,00

3

420,

003

47

5,00

1

-13%

-11%

Inte

rnal

MS

Ent

erpr

ise

Agr

eem

ent

79,6

35

76

,092

61

,247

61,2

47

60,0

06

2%17

%In

t Bld

ng P

rese

rvat

ion

Chr

gs29

4,08

9

246,

445

266,

850

26

6,95

8

269,

445

-1

%0%

Inte

rnal

Cha

rges

5,82

8,46

1

5,

912,

673

6,34

2,42

9

6,35

4,14

0

6,53

6,66

3

-3%

-8%

Bac

khoe

705

80-

85,6

62

-

-

-

10

0%10

0%V

ehic

les

333,

888

23

7,53

9

1,

193,

098

1,84

3,48

6

57

5,16

8

69%

2%O

ffice

Fur

nitu

re4,

222

3,

073

-

-

-

10

0%10

0%Tr

aini

ng E

quip

men

t-

7,19

4

-

-

-

100%

100%

Per

sonn

el S

afe

Equ

ip-

-

3,00

0

3,00

0

-

10

0%10

0%R

escu

e E

quip

men

t-

-

44,0

00

55

,000

-

10

0%10

0%P

rogr

am E

quip

men

t53

,686

65,4

43

21,3

26

21

,326

-

10

0%10

0%S

treet

Mai

nten

ance

Equ

ipm

ent

-

23

,267

11

,800

11,8

00

-

100%

100%

Sew

er M

aint

enan

ce E

quip

men

t-

27,5

83

8,00

0

24,5

00

19,0

00

22%

-60%

Sur

face

Mai

nten

ance

Equ

ipm

ent

-

4,

212

-

-

-

10

0%10

0%Tr

affic

Mai

nt. E

quip

men

t-

-

8,12

0

12,0

00

-

100%

100%

Equ

ipm

ent R

epla

cem

ent

258,

998

62

4,17

8

27

7,50

0

295,

002

54

2,18

1

-84%

-40%

Maj

or R

ehab

72,9

61

42

5,34

7

39

8,00

0

481,

540

49

7,35

1

-3%

-66%

MW

MC

Cap

ital O

utla

y-

-

950,

000

1,

634,

360

-

100%

100%

Com

pute

r Equ

ipm

ent

133,

607

63

,551

11

4,38

2

84,4

21

176,

475

-1

09%

-70%

Com

mun

icat

ion

Equ

ipm

ent

-

6,

811

-

-

-

10

0%10

0%Te

leph

one

Equ

ipm

ent

-

-

-

40,0

00

-

100%

100%

Adu

lt B

ooks

49,5

27

49

,038

48

,534

48,5

34

50,6

08

-4%

-3%

Ref

eren

ce B

ooks

10,4

91

8,

477

6,08

1

6,08

1

8,

100

-33%

3%C

hild

ren'

s B

ooks

26,8

37

27

,192

22

,489

22,4

89

24,5

63

-9%

4%Y

oung

Adu

lt B

ooks

6,12

7

6,14

7

4,

898

4,

898

6,97

2

-4

2%-2

2%Li

b G

ift &

Mem

Boo

ks23

,715

27,0

66

36,5

00

36

,500

26

,000

29

%11

%C

ompu

ter S

oftw

are

-

-

21

,500

21,5

00

-

100%

100%

Pub

lic S

afet

y In

fo S

yste

m-

66,1

41

208,

039

46

2,32

3

272,

000

41

%-1

98%

Cap

ital O

utla

y97

4,06

0

1,75

7,92

0

3,

377,

267

5,

108,

760

2,

198,

418

57

%-8

%

Tota

l All

Fund

s73

,786

,171

74,4

74,2

06$

83

,904

,401

$

89

,295

,927

$

90

,263

,864

$

-1

%-1

7%


Pri

ori

ty B

ase

d B

ud

ge

tin

gFY

201

4

City Cou

ncil Goa

lsy

Provide Financially Respo

nsible and

Inno

vative Governm

ent

Services

EncourageEcon

omicDe

velopm

enta

ndRe

vitalizationthrough

Encourage Econ

omic Develop

ment a

nd Revita

lization through

Commun

ity Partnerships

Strengthen

Pub

lic Safety by Leveraging Partne

rships and

Re

sources

Foster an Environm

ent that V

alue

s Diversity and Inclusion

Maintain and Im


Facilitie

s p

Prom

ote and Enhance Our Hom

etow

n Feel W

hile Focusing on

Livability and Environm

ental Q

uality

Priority Based Budgeting Attachment 30 Page 1 of 10

Priority Based BudgetingFY 2014

One, Two & Three Year GoalsOOne Year:

Explore incentives to encourage annexation of improved area developments just beyond the city boundary.

Identify two large (50 acres minimum) properties for near‐term job development. y g ( ) p p j p

Two Year:Hold a city‐wide cleanup event twice a year. E plore the iabilit of a local oter’s g ide for SpringfieldExplore the viability of a local voter’s guide for Springfield.

Three Year:Complete a signature milestone in Glenwood such as NEPA process completion,

engineering of Franklin Boulevard, or acquisition of right of way for Franklin realignment, etc.

Develop long‐term plan to phase out mobile home parks in Glenwood by offering replacement housing counseling and other optionsreplacement housing, counseling, and other options.



Priority Based Budgetingy g g•Traditional

Current year’s budget is basis for next yearFocus is determining ways to meet targetsg y gAccountability for staying within spending limits

•Priority BasedyResources should be allocated based on goals and objectivesFlexible step‐by‐step process to budget scarce resourcesDemands accountability for results


FY 2014 Priority Based Budgeting

Across the Board Cuts Address $14.5 Billion Shortfall

From 2007

ShortfallCalifornia Governor’s Office: “Across‐the‐board approach spreads reductions as evenly as possible so no single p y p g

program gets singled out.”

Reaction: “the governor’s approach would be like a family deciding to cuts its monthly mortgage payment dining outdeciding to cuts its monthly mortgage payment, dining‐out

tab and Netflix subscription each by 10%, rather than eliminating the restaurant and DVD spending in order to

keep up the house payments.”keep up the house payments.


FY 2014

According to Moody’s:Priority Based Budgeting

g yAcross‐the‐Board versus Targeted Budget Cuts

“Across‐the‐board cuts can be a way to avoid tough decisions”y g“Targeted cuts require a serious discussion of community

values, relative benefits of different services, and long‐term implications”implications”

Moody's wants to see how local governments plan for and respond to financial challenges over the long termand respond to financial challenges over the long term

“Making targeted cuts can demonstrate a more strategic approach to managing the fiscal crisis”pp g g f



Step by Step Processp y p1. Determine Results

• Leveraging Council goals identifies City’s priorities • Community, Quality Service and Governance Results

2. Clarify Results Definitions• Defines the City’s results through Strategy Maps• “Why we exists”

3 Identify Programs & Services3. Identify Programs & Services• Departments develop program inventories • Programs are defined by their objectives

4. Score Programs against Results and Attributesg g• Scoring of each program in a way that indicates its relevance to Council goals

5. Allocate Resources Based on Prioritization• Tool that will be used in preparation of FY2015 Proposed Budget



Step 1: Council Goalsp



Step 2: Strategy Mapping



Step 3: Program Inventory

Step 4: Program Scoring


FY 2014

Prioritization Array: Combined City‐wide Programs

Priority Based Budgeting

$85,915,772

$51,726,155

1

2

Ranking

st Rated Programs;

t Rated Programs) Step 5: Prioritization Array

$21,505,297

$7,498,842

3

4

Quartile

(Quartile 1: Highes

Quartile 4: Lowest

City of Boulder Colorado

$‐ $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000

City of Boulder, Colorado


Fiscal Year 2011/12www.springfield-or.gov

FY 14 Proposed BudgetCity of Springfield, Oregon

Council Members: Ward Public Members:

Sean Van Gordon 1 Chris StoleHillary Wylie 2 Terry BuckSheri Moore 3 Pat Mahoney

Dave Ralston 4 OpenMarilee Woodrow 5 Diana Alldredge

Bob Brew 6 Paul Selby

Gino Grimaldi Jeff ToweryCity Manager Assistant City Manager

Bob Duey -Robert Everett -

Len Goodwin -Rod Lathrop -Niel Laudati - Community Relations Manager

Randy Groves -Rick Lewis - Interim Chief of Police

Greta Utecht - Human Resources Director

City Executive Team

CITY OF SPRINGFIELDProposed Budget – FY14

Christine L. LundbergMayor

Members of the Budget Committee

Finance DirectorLibrary Director

Information Technology Director

Fire Chief

Development & Public Works Director

Budget Review Team: Gino Grimaldi, City ManagerJeff Towery, Asst. City ManagerBob Duey, Finance DirectorPaula Davis, Budget Analyst

Kathy Cunningham, Legal & Judicial ServicesMike Harman, Police DepartmentRod Lathrop, Information Technology DepartmentRhonda Rice, Development & Public Works DepartmentJana Sorenson, Fire and Life Safety DepartmentDebbie Steinman, Library DepartmentJulie Wilson, City Manager's OfficeGreta Utecht, Human Resources Director

Meg Allocco, AccountantNathan Bell, Accountant & Audit SupervisorAndrew Bemiller, Accounting TechDavid Held, Clerk 2Jayne McMahan, Procurement AnalystSally McKay, AccountantAllison Rich, Payroll TechnicianVahana Nekebit, Accounting Tech

Budget SystemSupport: Kerrie Miller, Programmer Analyst 3

Finance Department Staff:

Preparation of the Budget Document:

Acknowledgments

Additional appreciation goes to support staff, who have assisted the department budget coordinators.

Department Budget Coordinators:

Special thanks go to the following individuals for their assistance with the compilation of the FY13 Adopted Budget Document.

Paula Davis, Budget Analyst

Passion * Integrity *

Results

Passion for our community

We are dedicated to providing exceptional service. We listen carefully and respond to the needs and expectations of our customers and our community. Each of us plays an important role in serving the community and making our city a great place to live and work. We encourage creativity and innovation as we constantly seek to improve our services and to enhance the quality of life in our community. At Springfield, each individual makes a difference.

Integrity in our work

We are professional and honest in our working relationships. We strive for equity and fairness in our decision making and in our treatment of one another. We honor our commitments. We hold ourselves accountable to the highest ethical and performance standards.

Results through collaboration

As City of Springfield employees we are committed to working together with citizens, elected officials and each other. We get the job done. We value our culture of participation, building strong partnerships across our organization and within our community. We respect individual differences, recognizing they are part of our strength as a team. We share ideas to inspire and learn from one another.

Our Organizational Values Statement

City Government RosterAcknowledgementsCity of Springfield Values Statement

Readers GuideReaders Guide 1

Budget MessageBudget Message 3

City OverviewCity Overview 11Total Budget Summary; Resources and Requirements – FY11 through FY14 16Total Budget Summary; Requirements Only – FY11 through FY14 18

Operating BudgetOperating Budget Summary; by Department, Fund & Category FY11 through FY14 21Operating Budget Summary Chart 23City of Springfield Organization Chart 24

City Manager’s Office Department Description and Mission 25 Financial Summary Chart 26 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 27 Department Organization Chart 28 Full Time Equivalent; by Fund – FY11 through FY14 29 Position Summary – FY11 through FY14 29 Program Pages 31

Development & Public Works Department Department Description and Mission 35 Financial Summary Chart 37 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 38 Department Organization Chart 39 Full Time Equivalent; by Fund – FY11 through FY14 40 Position Summary – FY11 through FY14 40 Program Pages 43

Table of Contents

Table of Contents

Finance Department Department Description and Mission 63 Financial Summary Chart 64 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 65 Department Organization Chart 66 Full Time Equivalent; by Fund – FY11 through FY14 67 Position Summary – FY11 through FY14 67 Program Pages 69

Fire and Life Safety Department Department Description and Mission 71 Financial Summary Chart 72 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 73 Department Organization Chart 74 Full Time Equivalent; by Fund – FY11 through FY14 75 Position Summary – FY11 through FY14 75 Program Pages 77

Human Resources Department Department Description and Mission 87 Financial Summary Chart 88 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 89 Department Organization Chart 90 Full Time Equivalent; by Fund – FY11 through FY14 91 Position Summary – FY11 through FY14 91 Program Pages 93

Information Technology Department Department Description and Mission 101 Financial Summary Chart 102 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 103 Department Organization Chart 104 Full Time Equivalent; by Fund – FY11 through FY14 105 Position Summary – FY11 through FY14 105 Program Pages 107

Table of Contents

Legal and Judicial Services Department Description and Mission 111 Financial Summary Chart 112 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 113 Department Organization Chart 114 Full Time Equivalent; by Fund – FY11 through FY14 115 Position Summary – FY11 through FY14 115 Program Pages 117

Library Department Department Description and Mission 121 Financial Summary Chart 122 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 123 Department Organization Chart 124 Full Time Equivalent; by Fund – FY11 through FY14 125 Position Summary – FY11 through FY14 125 Program Pages 127

Police Department Department Description and Mission 133 Financial Summary Chart 134 Financial Summary by Category, Fund & Sub-Program – FY11 through FY14 135 Department Organization Chart 136 Full Time Equivalent; by Fund – FY11 through FY14 137 Position Summary – FY11 through FY14 137 Program Pages 139

Capital BudgetOverview 145Capital Budget Detail 151

Non-Departmental BudgetTotal Non-Departmental Budget 161Contingency 162Debt Activities 163Interfund Transfers and Loans 164Miscellaneous Fiscal Transactions 166Reserves; Non-Dedicated and Dedicated 167Statutory Payments 172Unappropriated Balances 173

Table of Contents

Financial Summaries and Statistical TablesResources and Requirements Summary by Fund 175Total Requirements Summary Chart 176Full Time Equivalent (FTE); Comparison by Fund 177Full Time Equivalent (FTE); by Department: FY11 through FY14 178Total Budget Summary; Resources Only – FY11 through FY14 179General Fund Revenue Detail – FY11 through FY14 180Assessed Valuation; Levy and Tax Revenue Information Summary 183Assessed Valuation; Levy and Tax Revenue Information Detail 184Tax and Assessed Valuation History; by Fiscal Year – FY04 through FY14 188

GlossaryCity Fund Types 189Description of Funds 194Descriptions of Budget Terms 198Budget Acronyms and Abbreviations 207

READERS GUIDE

The Budget Document The budget document represents the entire City budget. The City of Springfield budget is arranged in separate sections to provide an easier understanding of the budget document. They are:

• Budget Message • City Overview • Operating Budget • Capital Budget • Non-Departmental Budget • Financial Summaries and Statistical Tables • Glossary

The Budget Message is a letter to the Mayor and City Council of Springfield, from the Springfield City Manager. The budget message from the City Manager outlines the overall direction and key goals used in developing the budget. The message highlights major service changes, organization changes or budgetary changes that are part of the adopted budget. The City Overview provides the reader with a view of how the City is organized, information on how to contact the City and a list of scheduled meetings for the Budget Committee. This is also a description of the City’s Budget Process and Annual Budget Process and Timeline. The Operating Budget by Department presents the City’s operating budget (personnel services, materials and services, and capital outlay) from the department view. There are eight City departments and one service area: City Manager’s Office; Development & Public Works; Finance; Fire and Life Safety; Human Resources; Information Technology; Legal and Judicial (a service area); Library, and Police. Each of the nine Departmental areas includes a description of the Department, its mission, community outcomes, organization chart, financial summary, and information about the personnel services of the Department. The Department view answers such questions as “How is the department organized to provide services to Springfield citizens? What budget authority is established for each major category of expenditures? What is the total budget for the Department and where is the funding coming from?” The Operating Budget of $90,262,904 makes up 29.4% of the total City budget. The Capital Budget section provides a summary page of the total City capital budget and detail descriptions of the projects and project categories are included. The Capital Budget of $28,658,694 makes up 9.3% of the total City budget. This section represents

FY14 Proposed Budget Attachment 31 Page 1 of 202

the recommended budget for projects previously published and approved by Council in the Capital Improvement Program (CIP) document. The CIP is prepared annually, beginning in early October. The process begins with an outreach effort to gain public input, and input from private utilities and other public agencies and ends with City council adoption in February. The Non-Departmental Budget section provides information for all budget categories that are neither department operating nor capital costs. The Non-Departmental Budget of $188,215,250 makes up 61.3% of the total City Budget. This section provides detail to those expenditures not under the direct authority of a department and/or the activities of the program are not specifically identifiable by department. Such detail as the City Fund Reserves, debt servicing costs, and inter-fund transfers of all funds are summarized in this section. The Financial Summaries and Statistical Tables section provides additional reference information. The City’s property taxes and operating budget analysis are included as well. The Glossary includes a description of each City Fund, as well as a list of Budget Acronyms and Abbreviations used in the document and common for municipalities.


CITY OVERVIEW

City Government Organization The City of Springfield, incorporated in 1885, is a home rule charter city. This charter is the basic law under which the City operates. Amendments to the charter can only be made by a vote of the people and can be placed on the ballot by the Council or by the voters through an initiative process. The City of Springfield has a Council-Manager form of government. The Mayor is the formal representative of the City of Springfield and is elected to a four-year term by the voters at large on a non-partisan ballot. The Mayor presides over Council meetings and does not vote, except in the case of a tie. The Mayor can veto any Council decision, but a two-thirds vote of the Council can override the veto. As the chief elected officer, the Mayor is responsible for providing political and policy leadership for the community. The six-member City Council sets overall City policy and goals. The City Council also makes laws or ordinances, which govern the City of Springfield. Councilors are nominated from one of six wards and are elected at large for four-year staggered terms. Councilors are elected to represent citizens’ interests on the Council. The Council takes official action at regular Council meetings which are open to the public. The Council supervises, and is responsible for selecting, the City Manager. The City Manager supervises the operations of all City departments. City departments include the City Manager’s Office, Development Services, Finance, Fire and Life Safety, Human Resources, Information Technology, Legal and Judicial Services, Library, Police and Public Works Departments. As chief administrator, the City Manager has no vote in the Council, but may take part in discussions of matters coming before the legislative body. Citizen Involvement Our citizens are the most important part of the City organization. City services are directed to meet the needs of the citizens. Public hearings are held so that citizens can contribute to the planning and budgeting process of the City. Citizens may express their concerns and requests to their representatives on the City Council, City Budget Committee and other City committees. Citizens are also encouraged to attend the various public hearings held regarding City actions. Notices of all City public hearings are published in the Public Notices section of the Register Guard. Upcoming meeting agenda items are listed in the City Region section of the local newspapers.

Date Time and Place Agenda ItemsTuesday 5:30 p.m. Election of OfficersApril 30, 2013 Library Meeting Room Welcome from the City Manager Presentation of FY14 Proposed Budget Tuesday May 7, 2013 5:30 p.m. Presentation of SEDA Budget

6:00 p.m. Department Presentations Library Meeting Room Business from the Audience


Continued Date Time and Place Agenda ItemsTuesday 5:30 p.m. Business from the Audience May 14, 2013 Library Meeting Room Departmental Presentation Tuesday 5:30 p.m. Business from the Audience May 21, 2013 Library Meeting Room Departmental Presentation

City Services Under the direction of the City Manager, eight departments and one service area provide services to the citizens of Springfield: City Manager’s Office, Development & Public Works, Finance, Fire and Life Safety, Human Resources, Information Technology, Legal and Judicial Services, Library, and Police Departments. The City Manager’s Office is responsible for directing and coordinating the work plans of all City Departments in conformance with the goals and objectives established by the Mayor and City Council. The Development & Public Works Department provides urban planning services to the community, mandates building permitting and inspection, responds to property nuisance complaints, manages City-owned real estate; designs, constructs, operates, and maintains public improvements, facilities and equipment owned by the City and the public. The Finance Department provides financial management services to all City Departments, the City Council, Budget Committee, the Metropolitan Wastewater Management Commission, the Regional Fiber Consortium and the Springfield Economic Development Agency. The Fire and Life Safety Department acts as first responder in medical and fire-related emergencies, reviews buildings and construction plans to ensure fire safety and provides FireMed and ambulance billing services for many different agencies. The Human Resources Department serves other City Departments by providing technical advice, service, leadership and training for issues related to the City’s work force. The Information Technology Department is responsible for the purchasing, repair and maintenance of the City’s telecommunications and computer networks and systems. The Legal and Judicial Service Area is responsible for functions provided by the City Attorney, the City Prosecutor and the Municipal Court. The Library Department provides a wide range of informational, educational, cultural and recreational materials to more than 18,070 patrons in our community. The Police Department responds to the emergency and law enforcement needs of the community through response to calls for service, police patrols, traffic law enforcement and investigation of crimes.


Please refer to the Operating Budget section of this document for more detailed information about the departments and service area listed above. City Services Purpose of an Annual Budget – The budget represents the financial plan of the City. It is a policy tool for the Mayor and City Council to express the targets and priorities for the next fiscal year and an implementation tool that translates the targets into action plans which are reflected in each program’s goals, objectives and performance measures. The budget serves other functions as well. It is a financial tool which enables the City to allocate its resources. As a public document, it is a tool for elected officials and administrators to communicate decisions to the citizens and staff. As a decision-making document, staff uses the budget both as an accounting tool to ensure financial integrity and a management auditing tool to measure performance. Budget Process Overview – Oregon’s local budget law, as set forth in Chapter 294 of the Oregon Revised Statutes, requires local governments to prepare and adopt an annual budget. The law establishes standard procedures for preparing, presenting, and administering the budget. The law requires citizen involvement in the preparation of the budget and public disclosure of the budget before final adoption. Preparation – The City of Springfield operates on a fiscal year calendar (July 1 to June 30 of the following year). Preparation of the City budget usually begins in January by projecting annual resources and requirements for the coming fiscal year. Resources include revenues received in the current fiscal year, such as property tax receipts, user fees, grants and inter-governmental revenues, as well as reserves and working capital carried forward from the previous fiscal year. Requirements include wages, materials and services and other known costs. This comparison of resources and requirements establishes the context in which the Budget Committee provides policy direction for the preparation of the budget. Before City staff begins preparing the budget for the upcoming fiscal year, the Budget Committee or City Council are asked to establish general guidelines that will govern the preparation process. After the guidelines are established, staff prepares a proposed budget which the City manager presents to the Budget Committee, usually in April. The Budget Committee, consisting of the City Council and an equal number of citizens, reviews and revises the budget during a series of meetings in April and May. After the Budget Committee approves the budget, it is forwarded to the City Council for final adoption, usually in late June. A summary of the budget is published in the local newspaper prior to a City Council public hearing. The City Council has final authority to adopt or change the budget. If a change occurs during the review and adoption of the budget (after the public notice of the budget) that increases the property tax levy or increases expenditures in any fund by more than 10%, the budget must be referred back to the Budget Committee.


City of Springfield Annual Budget Process and Timeline

A summary of the City’s annual budget process timeline is as follows: December 2012

The citizen members of the City of Springfield Budget Committee are appointed by Council.

Springfield City Council adopts goals for the next fiscal year.

January – March 2013 The City Council adopts the Five Year Capital Improvement Program. The City Council reviews the Community Development Block Grant projects for

budget preparation. The Budget Committee or City Council provides guidance to City Manager. The City Manager prepares the recommended FY14 Proposed Budget for

consideration by the Budget Committee.

April – May 2013 The City Manager’s budget message and the Proposed Budget are presented to the

Budget Committee. The Budget Committee meets and deliberates on the Proposed Budget.

May 2013

The Budget Committee recommends its FY14 Approved Budget to the City Council.

June 2013

The City Council holds hearings and adopts the FY14 Annual Budget. July 2014

The FY14 Adopted Budget is implemented and Tax Levy certified.

Adjusting the Adopted Budget The budget may be amended during the fiscal year. Amending a budget means that the original resolution adopted by Council will be changed based on updated information and/or unanticipated revenues or expenditures occurring after the adoption. Changes to the original resolution that alter legal spending levels must be approved by the City Council before any action can occur. Changes to the resolution are processed through supplemental budget action. A supplemental budget must be prepared and adopted before any expenditures are made in excess of a department’s legal budget appropriation. Regardless of the magnitude of the budget change, the City of Springfield holds a public hearing before adopting any supplemental budget changes. Notices of all budget hearings are published in the Springfield Times using guidelines in the Oregon Budget Law manual.


Total Operating Budget and Debt Service - Last Four Fiscal YearsFY11 FY12 FY13* FY14

Actual Actual Amended Proposed

73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$ 1,241.65 1,244.49 1,480.40 1,484.57

0.2% 19.0% 0.3%

3,296,511$ 3,292,676$ 3,295,157$ 3,287,968$ 55.47 55.02 54.63 54.08

-0.8% -0.7% -1.0%

59,425 59,840 60,319 60,801

Total Operating Revenue by Source - Last Four Fiscal YearsFY11 FY12 FY13* FY14

Actual Actual Amended Proposed

27,716,200$ 28,379,525$ 29,077,921$ 30,336,066$ 3,488,137 3,189,451 3,380,768 3,263,600 9,600,505 9,016,491 9,565,162 8,280,699

53,602,910 55,276,692 58,634,137 63,555,557 1,809,533 1,737,151 1,751,198 1,752,200 2,951,252 2,793,940 2,257,908 2,607,296 1,200,625 48,934 27,290 26,000 1,248,267 1,060,350 965,582 978,540

51,621,896 46,438,285 42,091,343 34,383,083 145,570,507 161,484,828 165,975,173 161,953,807 298 809 832$ 309 425 647$ 313 726 482$ 307 136 848$

% Change (cost per capita)

CITY OVERVIEW - ContinuedFY14 Proposed Budget

Budget Data

Operating Budget - All FundsCost per Capita

Use of Money and Property

Debt Service *Cost per Capita% Change (cost per capita)

Population

Source

TaxesLicenses and PermitsIntergovernmentalCharges for ServiceFines and Forfeitures

Special AssessmentsMiscellaneous ReceiptsOther Financing SourcesCash Carry-Over

Total 298,809,832$ 309,425,647$ 313,726,482$ 307,136,848$

Staffing Summaries Citywide Full-Time Authorized Positions - Last Four YearsFY11 FY12 FY13* FY14

Adopted Adopted Adopted Proposed437.50 421.96 408.49 406.69

7.36 7.05 6.77 6.69 -4.22% -3.96% -1.23%

* Amended as of Feb 4, 2013

Total Personnel (FTE)Employees/1,000 Population% Change in Emp/1,000 Population

Total

Source


FY11 FY12 FY13* FY14Source Actual Actual Amended Proposed

Resources: (Summary Level)Taxes (Current and Delinquent) 27,716,200$ 28,379,525$ 29,077,921$ 30,336,066$ Licenses, Permits and Fees 3,488,137 3,189,451 3,380,768 3,263,600 Intergovernmental 9,600,505 9,016,491 9,565,162 8,280,699 Charges for Service 53,602,910 55,276,692 58,634,137 63,555,557 Fines and Forfeitures 1,809,533 1,737,151 1,751,198 1,752,200 Use of Money and Property 2,951,252 2,793,940 2,257,908 2,607,296 Special Assessments 1,200,625 48,934 27,290 26,000 Miscellaneous Receipts 1,248,267 1,060,350 965,582 978,540 Other Financing Sources 51,621,896 46,438,285 42,091,343 34,383,083 Total Current Revenues 153,239,325$ 147,940,819$ 147,751,309$ 145,183,041$ Cash Carryover 145,570,507 161,484,828 165,975,173 161,953,807 Total Resources 298,809,832$ 309,425,647$ 313,726,482$ 307,136,848$

- - - - Requirements:

Operating BudgetCity Manager's Office 1,451,174$ 1,412,294$ 1,544,588$ 1,477,085$ Development & Public Works 37,069,380$ Development Services 4,649,329 3,855,586 4,788,676 - Finance 1,012,624 1,066,336 1,156,549 1,215,670 Fire and Life Safety 16,636,547 16,557,474 17,908,776 16,777,521 Human Resources 1,083,985 1,080,258 4,666,727 8,905,685 Information Technology 1,414,843 1,408,940 1,535,217 1,658,627 Legal and Judicial Services 1,581,145 1,768,193 1,904,290 1,834,475 Library 1,372,206 1,440,910 1,546,008 1,621,748 Police 16,909,925 18,008,216 19,329,501 19,703,673 Public Works 27,673,283 27,872,108 34,915,595 -

Total Operating Budget 73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$ Total Capital Budget 11,471,702 13,006,636 47,888,039 28,658,694 Total Non-Departmental Budget 51,763,226 56,012,406 176,542,516 188,214,290

Total Requirements 137,019,988$ 143,489,358$ 313,726,482$ 307,136,848$ - - - -


TOTAL BUDGET SUMMARY - FY11 through FY14Resources and Requirements: All Funds


FY11 FY11 FY13* FY14Source Actual Actual Amended Proposed

Resources: (Summary Level)Taxes (Current and Delinquent) 17,139,200$ 17,648,630$ 18,137,044$ 18,522,168$ Licenses, Permits and Fees 2,259,845 2,044,417 2,258,868 2,130,800 Intergovernmental 3,778,249 3,857,269 3,753,260 3,926,900 Charges for Service 2,286,697 2,843,890 2,902,448 3,112,570 Fines and Forfeitures 1,608,031 1,573,505 1,749,998 1,752,000 Use of Money and Property 108,648 73,085 140,000 152,500 Miscellaneous Receipts 227,098 430,597 193,236 201,040 Other Financing Sources 3,297,183 3,677,118 3,539,571 3,295,199 Total Current Revenues 30,704,951$ 32,148,512$ 32,674,425$ 33,093,177$ Cash Carryover 7,808,672 7,551,136 7,754,752 8,143,851

Total Resources 38,513,623$ 39,699,648$ 40,429,177$ 41,237,028$

Requirements:Operating Budget

City Manager's Office 1,256,083$ 1,075,431$ 1,262,889$ 1,225,188$ Development & Public Works 2,222,042$ Development Services 1,523,935 1,283,833 1,156,913 - Finance 781,847 832,650 853,351 903,874 Fire and Life Safety 9,853,100 9,966,973 10,085,017 9,931,547 Human Resources 391,502 374,108 401,064 392,242 Information Technology 1,275,045 1,339,119 1,400,217 1,391,062 Legal and Judicial Services 1,246,609 1,402,593 1,486,661 1,427,087 Library 1,287,777 1,333,601 1,386,253 1,483,283 Police 11,532,906 12,270,639 12,947,948 13,442,736 Public Works 983,523 987,402 1,032,685 -

Total Operating Budget 30,132,328$ 30,866,349$ 32,012,998$ 32,419,061$ Total Capital Budget - - - - Total Non-Departmental Budget 829,979 1,078,547 8,416,179 8,817,967

Total Requirements 30,962,307$ 31,944,896$ 40,429,177$ 41,237,028$


TOTAL BUDGET SUMMARY - FY11 through FY14Resources and Requirements: General Fund


FY11 FY12 FY13* FY14Actual Actual Amended Proposed

City Manager's Office 1,451,174$ 1,462,294$ 1,594,588$ 1,507,085$

Development & Public Works 65,698,074$

Development Services 4,654,319 3,855,991 5,327,676 -

Finance 1,012,624 1,066,336 1,156,549 1,215,670

Fire and Life Safety 16,636,547 16,557,474 17,908,776 16,777,521

Human Resources 1,083,985 1,080,258 4,666,727 8,905,685

Information Technology 1,650,480 1,408,940 1,535,217 1,658,627

Legal and Judicial Services 1,581,145 1,768,193 1,904,290 1,834,475

Library 1,372,206 1,440,910 1,546,008 1,621,748

Police 16,909,925 18,008,216 19,329,501 19,703,673

Public Works 38,904,357 40,828,339 82,214,634 -

Non-Departmental 51,763,226 56,012,406 176,542,516 188,214,290

Total 137,019,988$ 143,489,358$ 313,726,482$ 307,136,848$ - - - -


General - Fund 100 30,962,307$ 31,944,896$ 40,429,177$ 41,237,028$

Street - Fund 201 4,797,323 4,949,626 5,967,198 6,139,414

Jail Operations - Fund 202 2,345,357 2,461,956 2,867,547 2,917,612

Special Revenue - Fund 204 1,541,854 1,140,217 1,665,626 1,180,477

Transient Room Tax - Fund 208 751,276 865,008 1,132,835 1,184,750

Community Development - Fund 210 1,388,273 1,019,459 2,089,119 923,346

Building Fund - Fund 224 1,227,016 1,035,924 957,234 853,743

Fire Local Option Levy - Fund 235 1,439,818 1,526,839 2,096,932 1,922,865

Police Local Option Levy - Fund 236 3,708,612 3,773,116 5,940,864 6,305,994

Bancroft Redemption - Fund 305 319,725 63,872 161,698 113,278

Bond Sinking - Fund 306 3,296,511 3,292,676 3,810,794 3,802,463

Regional Wastewater Debt Service - Fund 312 7,708,375 7,712,100 7,710,025 7,711,426

Sewer Capital Projects - Fund 409 1,894,203 3,094,217 19,502,653 15,286,653

Regional WW Rev. Bond Cap. Proj. - Fund 412 1,534,164 2,668,669 26,113,996 20,841,098

Development Assessment Capital - Fund 419 333,046 75,271 1,197,998 1,125,267

Development Projects - Fund 420 1,074,548 1,177,605 3,921,098 4,338,452

Drainage Capital - Fund 425 833,820 281,954 14,588,875 15,251,128

Police Building Bond Capital Project - Fund 428 167,323 47,043 155,078 155,578

TOTAL BUDGET SUMMARY - FY11 through FY14Requirements Only - All Funds

Expenditures by Department

Expenditures by Fund



Regional Wastewater Capital - Fund 433 4,853,968 7,204,797 60,907,301 65,187,790

Street Capital - Fund 434 - 7,703 685,883 621,570

SDC Storm Improvement - Fund 440 165,297 90,550 1,781,540 1,699,613

SDC Storm Drainage Reimb Fund - Fund 441 27,436 21,173 102,583 100,264

SDC Sanitary Reimbursement - Fund 442 97,230 189,087 1,358,298 1,287,015

SDC Sanitary Improvement - Fund 443 82,597 137,254 513,717 450,631

SDC Regional Wastewater Reimb. - Fund 444 51,177 16,971 215,592 253,068

SDC Regional Wastewater Improv. - Fund 445 2,501,132 2,000,957 2,812,552 2,215,352

SDC Transportation Reimbursement - Fund 446 83,418 83,045 499,876 72,414

SDC Transportation Improvement - Fund 447 1,916,521 192,892 1,756,218 1,270,267

Sewer Operations - Fund 611 5,087,014 7,436,859 12,218,892 10,747,145

Regional Wastewater - Fund 612 30,107,685 27,846,001 42,658,109 42,392,676

Ambulance - Fund 615 5,087,042 5,005,353 5,045,597 5,292,717

Drainage Operating - Fund 617 4,645,675 6,453,396 9,182,217 9,079,703

Booth-Kelly - Fund 618 1,205,018 1,268,523 2,559,062 2,361,735

Regional Fiber Consortium - Fund 629 54,440 40,937 113,025 203,348

Insurance - Fund 707 14,378,486 16,754,581 20,712,941 22,780,751 Vehicle and Equipment - Fund 713 849,534 1,099,262 9,546,797 9,182,022 SDC Administration - Fund 719 502,766 509,570 747,535 648,195

Total 137,019,988$ 143,489,358$ 313,726,482$ 307,136,848$ - - - -


Personal Services 44,499,308$ 44,578,831$ 46,912,749$ 48,207,101$

Materials and Services 28,311,692 28,133,565 37,274,418 39,858,345

Capital Outlay 974,060 1,757,920 5,108,760 2,198,418

Capital Projects 11,471,702 13,006,636 47,888,039 28,658,694 Non-Departmental 51,763,226 56,012,406 176,542,516 188,214,290

Total 137,019,988$ 143,489,358$ 313,726,482$ 307,136,848$


Operating 73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$

Capital Projects 11,471,702 13,006,636 47,888,039 28,658,694

Non Departmental 51,763,226 56,012,406 176,542,516 188,214,290

Total 137,019,988$ 143,489,358$ 313,726,482$ 307,136,848$

* Amended as of Feb 4, 2013Note: Department totals include Capital Projects and Capital Outlay

Expenditure Summary

Expenditures by Category

Expenditures by Fund - Continued



City Manager's Office 1,451,174$ 1,412,294$ 1,544,588$ 1,477,085$ Development & Public Works 37,069,380 Development Services 4,649,329 3,855,586 4,788,676 - Finance 1,012,624 1,066,336 1,156,549 1,215,670 Fire and Life Safety 16,636,547 16,557,474 17,908,776 16,777,521 Human Resources 1,083,985 1,080,258 4,666,727 8,905,685 Information Technology 1,414,843 1,408,940 1,535,217 1,658,627 Legal and Judicial Services 1,581,145 1,768,193 1,904,290 1,834,475 Library 1,372,206 1,440,910 1,546,008 1,621,748 Police 16,909,925 18,008,216 19,329,501 19,703,673 Public Works 27,673,283 27,872,108 34,915,595 -

Total 73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$


General - Fund 100 30,132,328$ 30,866,349$ 32,012,998$ 32,419,061$

Street - Fund 201 4,797,323 4,599,626 5,216,967 5,397,917

Jail Operations - Fund 202 2,345,357 2,461,956 2,743,976 2,855,191

Special Revenue - Fund 204 1,541,854 1,097,230 1,066,745 712,354

Transient Room Tax - Fund 208 324,185 378,814 419,941 410,102

Community Development - Fund 210 1,388,273 1,019,459 1,946,533 780,746

Building Code - Fund 224 1,172,917 1,008,874 915,058 829,647

Fire Local Option Levy - Fund 235 1,439,818 1,526,839 1,556,762 1,558,593

Police Local Option Levy - Fund 236 2,408,612 2,501,611 2,764,913 2,956,338

Bancroft Redemption - Fund 305 13,582 13,872 15,885 17,479

Development Assessment Capital - Fund 419 69,110 61,399 104,692 105,758

Regional Wastewater Capital - Fund 433 331,959 1,049,525 2,860,902 1,039,532

SDC Storm Improvement - Fund 440 49,551 49,791 23,778 37,968

SDC Sanitary Reimbursement - Fund 442 73,870 181,632 110,315 161,148

SDC Storm Drainage Reimb Fund - Fund 441 27,436 21,173 16,344 31,218

SDC Sanitary Improvement - Fund 443 36,935 91,592 74,208 75,935

SDC Regional Wastewater Reimb. - Fund 444 1,177 87 4,000 2,000

SDC Regional Wastewater Improve. - Fund 445 1,132 957 3,500 3,000

SDC Transportation Reimb. - Fund 446 39,605 45,683 53,583 37,968

SDC Transportation Improvement - Fund 447 229,620 83,873 195,332 130,775

Sewer Operations - Fund 611 2,771,816 3,000,549 3,475,433 3,643,687

Regional Wastewater - Fund 612 13,706,172 13,617,734 16,180,746 16,347,793

OPERATING BUDGET SUMMARY - FY11 through FY14Requirements Only - All Funds

Expenditures by Department




Ambulance - Fund 615 5,087,042 5,005,353 5,045,597 5,189,381

Drainage Operating - Fund 617 3,761,525 3,626,137 4,658,624 4,850,303

Booth-Kelly - Fund 618 242,780 284,959 560,797 558,863

Regional Fiber Consortium - Fund 629 54,440 40,937 46,100 46,100

Insurance - Fund 707 692,483 704,550 4,255,663 8,513,443

Vehicle and Equipment - Fund 713 541,393 620,186 2,392,771 981,140 SDC Administration - Fund 719 502,766 509,570 573,764 570,424 Total 73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$

- - - -


Personal Services 44,499,308$ 44,578,831$ 46,912,749$ 48,207,101$ Materials and Services 28,311,692 28,133,565 37,274,418 39,858,345 Capital Outlay 974,060 1,757,920 5,108,760 2,198,418 Total 73,785,060$ 74,470,316$ 89,295,927$ 90,263,864$


Expenditures by Category

Operating Budget Summary - Continued



All Funds:

Amount % Amount %

City Manager's Office 1,477,085$ 2% Personal Services 48,207,101$ 53%Development & Public Works 37,069,380 41% Materials and Services 39,858,345 44%Finance 1,215,670 1% Capital Outlay 2,198,418 2%Fire & Life Safety 16,777,521 19%Human Resources 8,905,685 10% Total 90,263,864$ 100%Information Technology 1,658,627 2%Legal/Judicial Services 1,834,475 2%Library 1,621,748 2%Police 19,703,673 22%

Total 90,263,864$ 100%

90,263,864$

By Department By Category

FY14 OPERATING BUDGET

By Department

Development & Public Works41%

Human Resources10%

Legal/Judicial Services

2%

Information Technology2%

Library2%

City Manager's Office2%

Finance1%

Police22%

Fire & Life Safety18%


CIT

Y O

F SP

RIN

GFI

ELD

CIT

Y C

OU

NC

IL

CIT

Y M

AN

AG

ER

LEG

AL

& J

UD

ICIA

L S

ER

VIC

ES

CIT

IZEN

S of

SPR

ING

FIEL

D

CIT

Y M

AN

AG

ER

’S

OFF

ICE

FI

NA

NC

E

DE

PA

RTM

EN

T

HU

MA

N

RE

SO

UR

CE

S

DE

PA

RTM

EN

T

DE

VE

LOP

ME

NT

PU

BLI

C W

OR

KS

D

EP

AR

TME

NT

INFO

RM

ATI

ON

TE

CH

NO

LOG

Y

DE

PA

RTM

EN

T

FIR

E L

IFE

AN

D

SA

FETY

D

EP

AR

TME

NT

PO

LIC

E

DE

PA

RTM

EN

T LI

BR

AR

Y

DE

PA

RTM

EN

T

City

Atto

rney

City

Pro

secu

tor

Mun

icip

al J

udge

s


City Manager's Office

Departmental Programs

• Administration • Economic Development

Department Description The City Manager’s Office directs and coordinates the work plans of all City departments in conformance with the goals and objectives established by the Mayor and City Council. The City Manager is the chief administrative officer for the City and is responsible for informing and advising the City Council regarding services the City provides to the community and ensures that appropriate administrative processes are in place to facilitate effective and efficient provision of City services. The City Manager oversees the administration of all City departments and functions and appoints the department directors. Staff in the City Manager’s Office support the Mayor and City Council and are responsible for city recorder functions, city elections, management of boards, commissions and committees as well as media relations, public information, responding to citizen concerns, intergovernmental relations, website maintenance, administration of the City budget, oversight of the City Emergency Management Program, managing the city’s community and economic development program, including staffing of the Springfield Economic Development Agency.

Mission The City Manager’s Office mission is to ensure that a common vision exists throughout the City’s service delivery systems and that the citizens of Springfield are encouraged to participate in City government. Supporting multi-jurisdictional partnerships and maintaining excellent working relationships with other governments is a focus of the City Manager’s Office. The City Manager’s Office creates and facilitates systems, processes and policies necessary to provide quality and consistent services to our community. The City Manager’s Office ensures that the city’s Community and Economic Development Program offers businesses, community organizations and citizens the appropriate support for economic development and growth, promotes awareness and understanding of city services, policies, projects and issues through communication with the citizens, employees, news media, special interest groups, community groups, neighborhoods and businesses. The City Manager’s Office also staffs and implements the Springfield Economic Development Agency to develop and redevelop both the Glenwood and Downtown areas through their respective Urban Renewal plans.


City Manager's Office:

City Manager's Office:

FY14 OPERATING BUDGET - General Fund 32,419,061$

FY14 OPERATING BUDGET - All Funds 90,263,864$

1,225,188$

1,477,085$


4%

All Others$31,193,873

96%


2%


98%



Expenditures by Category:Personal Services 886,041$ 792,850$ 948,083$ 1,013,397$ Materials and Services 565,133 619,444 596,505 463,688

Total 1,451,174$ 1,412,294$ 1,544,588$ 1,477,085$

Expenditures by Fund:General 1,256,083$ 1,075,431$ 1,262,889$ 1,225,188$ Special Revenue - 110,964 39,000 15,730 Street 1,881 - - - Transient Room Tax 193,210 225,899 242,699 233,767 Vehicle and Equipment - - - 2,400

Total 1,451,174$ 1,412,294$ 1,544,588$ 1,477,085$

Expenditures by Sub-Program:Administration 726,756$ 628,119$ 756,228$ 822,750$ City Council 54,158 33,757 34,628 34,430 Communications 9,542 6,265 17,853 13,933 Economic Development 223,012 387,956 346,227 316,044 Intergovernmental 437,707 356,197 389,652 289,928

Total 1,451,174$ 1,412,294$ 1,544,588$ 1,477,085$

City Manager's OfficeFinancial Summary



City M

anager (1.0

)

CO

MM

UN

IC

AT

IO

NS

EC

ON

OM

IC

D

EV

ELO

PM

EN

T

Assis

tant C

ity M

anager (1.0

)

AD

MIN

ISTR

AT

IO

N

Managem

ent A

nalyst

(2.0

)

Manager/Pro

gram

Manager (1.0

)

Manager/Pro

gram

Manager (1.0

)

Managem

ent A

nalyst

(1.0

)


Adopted Adopted Adopted ProposedFY11 FY12 FY13 FY14

General 7.40 6.40 6.40 6.40Transient Room Tax 0.60 0.60 0.60 0.60Total Full-Time Equivalents 8.00 7.00 7.00 7.00


Administrative Aide/City Recorder 1.00 1.00 1.00 1.00Administrative Coordinator 1.00 1.00 1.00 1.00Assistant City Manager 1.00 1.00 1.00 1.00City Manager 1.00 1.00 1.00 1.00Clerk 3 1.00 0.00 0.00 0.00Community Development Manager 1.00 1.00 1.00 1.00Community Relations Manager 1.00 1.00 1.00 1.00Management Analyst 1.00 1.00 1.00 1.00Total Full-Time Equivalents 8.00 7.00 7.00 7.00


Position Summary

Number of Full-Time Equivalents

Job Title/Classification:

FTE Summary by Fund



Program: Administration Program Description: The City Manager's Office is responsible for directing and coordinating the work plans of all City departments in conformance with the goals and objectives established by the Mayor and City Council. The City Manager is responsible for informing and advising the City Council about changes in service levels and delivery mechanisms, implementing administrative processes which facilitate the effective and efficient provision of City services, analyzing policy issues pertaining to organizational goals and objectives and appointing department directors. Staff in the City Manager's Office is responsible for media relations, public information, employee communication, responding to citizen concerns, special events, intergovernmental relations, website maintenance, general administration, budget administration, city recorder functions, city elections, management of boards, commissions and committees, support to the Mayor and City Council, oversight of the City's Emergency Management Program, managing the city's community and economic development program and staffing the City's urban renewal agency.

Budget Highlights: The budget includes continued funding to support City participation in TEAM Springfield. The proposed budget currently includes continued funding for regional Intergovernmental Agencies and local outside agencies (Chamber of Commerce, Human Services, L-COG, League of Oregon Cities, Springfield Museum and Metro Partnership). Funding for the referenced agencies is reflected within the City Manager's Office budget program area titled Intergovernmental Agencies. Based upon policy direction, funding for these outside agencies could continue to be funded, reduced and/or eliminated.

Service Level Changes: Material & Services targets for FY 2014 limits expenditures to the required activities and may limit any non-mandatory cost such as memberships, travel/meeting, subscriptions, donations and/or advertising.


Program Performance Indicator:

Council Goals Key Processes Measurement

Methods FY13

Target FY13

Actual FY14

Target

To O

ffer F

inan

cial

ly S

ound

and

Sta

ble

Gov

ernm

ent S

ervi

ces

Departments manage resources to maintain staffing levels for key services, through proposed FTE,

each budget year.

Number of City Employees per 1000 Population

8.00 6.8 8.00

Retain community support by informing the community

regarding services provided on a monthly basis through media

advisories, print and news stories.

Update Council/Budget Committee regarding financial forecast related to annual FTE

by reporting annually, at the mid-year budget meeting.



Program: Economic Development Program Description:

• Economic Development staff work to increase the number, diversity and stability of private sector jobs in the community, by assisting local businesses with site development and infrastructure, overseeing the Enterprise Zone program and accessing other incentive programs. The staff provides services designed to facilitate economic growth, redevelopment and neighborhood stability.

• The Transient Room Tax program supports tourist-related activities in Springfield.

• The Economic Development staff implements the Springfield Economic Development Agency to develop and redevelop both the Glenwood and Downtown areas through their respective Urban Renewal plans and development plans emerging for each area.

• Staff coordinated the FY 12 Sustainable City Year projects and potential follow-up actions and projects.

Budget Highlights: • Assist with marketing of vacant industrial properties and overcome redevelopment

problems for potential mixed-use sites in Glenwood and Downtown.

• 156 new hotel rooms were completed in Gateway. Room tax revenue increased 18% year-to-date, above an expected 5% increase.

• Provide staff support for the Springfield Economic Development Agency in redeveloping Glenwood and the Downtown areas with revisions to land-use plans and redevelopment regulations. Through SEDA funding, the first phase of the Glenwood Refinement Plan update is winding to completion. A strategic planning process completed for Downtown, includes an extensive parking management plan and implementation underway of key projects.

• Discussions continue with developers and owners regarding redevelopment of Glenwood's Riverfront and begin discussions regarding Glenwood's Refinement Plan update and complete plans for the Downtown redevelopment strategy area, through the City's Urban Renewal Agency (SEDA).

• Room Tax revenue increases have not stabilized enough to offer RFPs for community projects funded by Room Tax sources. Issues identified in the Visitors Readiness Report to improve the local area’s attractiveness to visitors are being addressed by Sustainable Cities Year projects and many help increase Room Tax revenue and improve the visitor’s experience.

Service Level Changes: None


Program Performance Indicator: Council Goals Key Processes Measurement

Methods FY13

Target FY13

Actual FY14

Target To

Enc

oura

ge C

omm

unity

and

Eco

nom

ic D

evel

opm

ent a

nd R

evita

lizat

ion

Compare growth of property values in Glenwood Urban

Renewal area, versus growth in citywide property values,

through a review and comparison of assessed values,

from the Lane County Tax Assessor.

Growth in Level of Downtown

Urban Renewal Investments (as a % above City

assessed value/AV)

2.0% 1.2% 2.0% Compare growth of property values in Downtown Urban

Renewal area, versus growth in citywide property values,

through a review and comparison of assessed values,

from the Lane County Tax Assessor.

Monitor number of public/private investments enabled through the Glenwood Urban Renewal for planning and infrastructure.

Growth in Level of Glenwood Urban Renewal Investments (as a % above City assessed value/AV)

2.5% 2.4% 2.5% Monitor number of public/private

investments enabled through the Downtown Urban Renewal for planning and infrastructure.

Review Room Tax recipient contract, evaluate and confirm funds were used for intended

purpose. % of Outcome Measures Met by Room Tax

Recipients

100.0% 0.0% 100.0%Identify agency goal, confirm it was met and project funding resulted in effective use of

funds. Note: No annual funding distribution FY11/12.


Development and Public Works Department Departmental Programs

Administration Building Safety and Inspection

Services Community Development Block

Grant (CDBG) and HOME Investment Partnerships (HOME)

Comprehensive Planning Development Review and

Enforcement

Drainage/Stormwater Emergency Management Facilities & Equipment Preservation Regional/Local Wastewater Special Events Streets Technical Services Transportation

Department Description The Development and Public Works Department plans, designs, constructs, operates, and maintains public improvements, facilities and equipment owned by the City and the public, processes development applications and building permits, and develops and manages the City’s comprehensive land use plans. The Department provides professional and technical support to other City departments. In addition to the Administration section of the Department, services are provided through five divisions: Current Development, Community Development, Environmental Services, Operations, and Technical Services. The Administration program provides overall direction and management of the Department, and coordinates interdepartmental activities and City Council support. The administration program is responsible for the City’s Emergency Management program, an assignment that was transferred from the Fire and Life Safety Department at the time of the merger of the Springfield and Eugene Fire Departments. The Administration program also manages long-term access to the City’s public ways and monitors the revenue sources that are critical to the fulfillment of the Department’s mission. The Community Development Division is responsible for the planning, design and construction of public improvements, establishing and operating an efficient and safe multi-modal transportation system, and developing and delivering comprehensive land use plans and associated refinement plans.

The Current Development Division actively works to increase Springfield’s housing, business and industry development opportunities and to improve the community’s health, safety, welfare and livability through the efficient implementation of the Division’s development assistance responsibilities, and the equitable enforcement of the City’s Development Code, Municipal Code and each of the Building Safety Codes. The Environmental Services Division provides administration, management and capital improvements planning and construction services for the Metropolitan Wastewater Management Commission; manages the Industrial Pretreatment Program, local wastewater and drainage rates, and customer service; and coordinates Development and Public Works efforts to manage and regulate activities affecting surface waters to protect water quality and comply with Federal clean water regulations. The Operations Division is responsible for maintaining the City’s infrastructure, including streets, sewers, drainageways, public properties, vehicles, equipment, and buildings. The Technical Services Division provides land surveying and develops and maintains geospatial information and automated mapping and facilities management systems.


Mission The City of Springfield Development and Public Works Department facilitates the creation of the City. The Department offers comprehensive development assistance with primary emphasis on customer service to assist applicants with project navigation, facilitation and development with collaborative efforts from other departments and partners to guide applicants through the development process. The Department provides long-range land use planning and zoning; plan and design, construct, operate and maintain infrastructure to promote economic vitality and public safety using the design standards, building codes and the City’s municipal code to sustain Springfield’s livability.


Development & Public Works:

Development & Public Works:



2,222,042$

37,069,380$

DPW7%


93%

DPW41%41%


59%



Expenditures by Category:Personal Services 12,763,689$ 11,814,690$ 12,846,638$ 13,244,144$ Materials and Services 19,179,569 18,695,119 23,955,724 22,451,561 Capital Outlay 379,353 1,217,885 2,901,909 1,373,675

Total 32,322,611$ 31,727,694$ 39,704,271$ 37,069,380$

Expenditures by Fund:General 2,507,458$ 2,271,236$ 2,189,598$ 2,222,042$ Building 1,172,917 1,008,874 915,058 829,647 Booth-Kelly 242,780 284,959 560,797 558,863 Community Development Fund 1,370,744 1,005,821 1,923,701 756,993 Drainage Operating 3,751,673 3,615,394 4,647,197 4,838,069 Regional Fiber Consortium 54,440 40,937 46,100 46,100 Regional Wastewater 13,626,348 13,530,743 16,066,692 16,230,591 Regional Wastewater Capital 331,959 1,049,525 2,860,902 1,039,532 SDC Administration 474,500 477,869 556,483 550,888 SDC Local Storm Improvement 49,551 49,791 23,778 37,968 SDC Storm Drainage Reimbursement 27,436 21,173 16,344 31,218 SDC Local Wastewater Improvement 36,935 91,592 74,208 75,935 SDC Local Wastewater Reimbursement 73,870 181,632 110,315 161,148 SDC Regional Wastewater Improvement 1,132 957 3,500 3,000 SDC Regional Wastewater Reimburse. 1,177 87 4,000 2,000 SDC Transportation Improvement 229,620 83,873 195,332 130,775 SDC Transportation Reimbursement 39,605 45,683 53,583 37,968 Sewer Operation 2,761,960 2,989,806 3,464,006 3,631,453 Special Revenue 628,718 41,747 88,809 - Street 4,795,442 4,599,626 5,216,967 5,397,917 Transient Room Tax 83,683 100,117 112,330 112,198 Vehicle and Equipment 60,665 236,252 574,571 375,075

Total 32,322,611$ 31,727,694$ 39,704,271$ 37,069,380$

FY11 FY12 FY13* FY14Continued Actual Actual Amended Adopted

Expenditures by Department:Development Services $ 4,649,329 $ 3,855,586 $ 4,788,676 Public Works $ 27,673,283 $ 27,872,108 $ 34,915,595

Expenditures by Division:Office of the Director 2,332,067$ Technical Services 1,482,197 Operations 7,817,058 Current Development 3,275,354 ESD 18,661,314 Community Development - - - 3,501,390

Total 32,322,611$ 31,727,694$ 39,704,271$ 37,069,380$

Development & Public Works DepartmentFinancial Summary



Sr. T

ranspo

rtatio

n

Pla

nner (1.0

)

Civ

il Engin

eer (2.0

)

Traffic

T

ech 4 (1.0

)

Traffic

/T

ranspo

rtatio

n

City T

raffic

Engin

eer

(1.0

)

OFFIC

E O

F T

HE D

IR

EC

TO

R

Develo

pm

ent and Public W

orks D

irecto

r (1.0)

Deputy D

irecto

r (1.0

)

Cle

rk 3 (2.0

)

Offic

e Supervis

or (1.0

)

Operatio

ns Supervis

or (4.0

)

OPER

ATIO

NS D

IV

ISIO

N

Operatio

ns M

anager (1.0

)

Asso

cia

te Pro

ject M

gr (1.0

)

EN

VIR

ON

MEN

TA

L SER

VIC

ES D

IV

ISIO

N

Envir

onm

ental Servic

es M

anager (1.0

)

Adm

inis

trativ

e Sp

ecia

list(1.0

)

Envir

onm

ental

Managem

ent A

naly

st (1.0

)

Water Q

uality Pro

gram

ESD

W

ater R

eso

urces and Pretreatm

ent Pro

gram

s

Envir

onm

ental Servic

es Pro

gram

M

anager (1.0

)

Envir

onm

ental Svs

Tech 2 (1.0

)

Pretreatm

ent Pro

gram

Co

ordin

ato

r (1.0

)

Sto

rm

water Pro

gram

Co

ordin

ato

r (1.0

)

Envir

onm

ental Svs

Tech 1 (0

.5)

Adm

inis

trativ

e Sp

ecia

list (1.0

)

Po

licy Suppo

rt and C

IP

Pla

nnin

g/D

evelo

pm

ent

Managin

g C

ivil Eng. (1.0)

Engin

eerin

g A

sst. (1.0

)

Engin

eerin

g A

sst. (1.0

)

CIP Pro

ject D

elivery

Managin

g C

ivil Eng. (1.0

)

Desig

n/C

onstructio

n

Co

ordin

ato

r (2.0

)

Co

nstructio

n Insp 2 (1.0

)

GIS D

atabase

Adm

inis

trato

r (2.0

)

GIS A

naly

st (2.0

)

Technic

al Servic

es D

ivisio

n

Technic

al Servic

es M

anager (1.0

)

CO

MM

UN

ITY

D

EV

ELO

PM

EN

T D

IV

ISIO

N

Co

mm

unity D

evelo

pm

ent M

anager (1.0

)

Prin

cip

al Engin

eer (1.0

)

Engin

eerin

g A

sst. (1.0

)

Surveyo

r (1.0

)

Survey Party C

hie

f

(1.0

)

City Surveyo

r (1.0

)

Pla

nnin

g, Pro

ject D

evelo

pm

ent

& D

elivery

Managin

g C

ivil Eng. (1.0

)

Engin

eerin

g T

ech 4 (1.0

)

Co

nstructio

n Insp. 2 (2.0

)

Civ

il Engin

eer (2.0

)

City Engin

eer (1.0

)

Custo

dia

n 2 (1.0

)

Custo

dia

n 1 (1.0

)

Bld

g M

ain

tenance W

orker

(2.0

)

Mechanic

2 (1.0

)

Mechanic

Jo

urney (1.0

)

Cle

rk 3(2.0

)

Main

tenance T

echnic

ian

Jo

urney (22.0

)

Traffic

M

ain

tenance T

ech

(2.0

)

Traffic

Sig

nal Ele

ctric

ian (1.0

)

Data M

anagem

ent T

ech

(1.0

)

Main

tenance T

echnic

ian

Apprentic

e (4.0

)

Main

tenance C

rew

C

hie

fs

(3.0

)

Civ

il Engin

eer (1.0

)

Infrastructure System

s

Spec. (1.0

)

Sr. M

anagem

ent A

naly

st (1.0

)

17.5

FT

E

20.0

FT

E

8.0

FT

E

50 F

TE

14.0

FT

E

Senio

r Fin

ance A

naly

st (1.0

)

Security A

ttendant (1.0

)

Land D

evelo

pm

ent &

Buildin

g C

ode Sectio

n

Supervis

ing C

ivil Eng. (1.0

)

Civ

il Engin

eer (2.0

)

Co

nstructio

n Insp. 1 (1.0

)

Engin

eerin

g T

ech 4 (1.0

)

Engin

eerin

g T

ech 3 (1.0

)

Public Info

rm

atio

n &

Educatio

n Specia

list (2.0

)

Pro

gram

Suppo

rt

Specia

list (1.0

)

Managem

ent Suppo

rt

Specia

list-A

nnexatio

ns (1.0

)

Adm

inis

trativ

e Sp

ecia

list (2.0

)

Scannin

g C

lerk (1.0

)

CU

RR

EN

T D

EV

ELO

PM

EN

T D

IV

ISIO

N

Current D

evelo

pm

ent M

anager (1.0

)

Managem

ent A

naly

st

(0

.5)

Sr. Infrastructure Pla

nner

(1.0

)

Prin

cip

al Pla

nner (1.0

)

Develo

pm

ent R

eview

/

CD

BG

Pro

gram

/C

ode Enfo

rcem

ent

Pla

nnin

g Sup

ervis

or (1.0

)

20.2

5 F

TE

Managem

ent A

naly

st (0

.5)

Buildin

g Perm

it

Review

T

ech (1.0

)

Pla

ns Exam

iner (1.0

)

Buildin

g Inspecto

r 3

(3.0

)

Co

de Enfo

rcem

ent

Offic

er (2.0

)

Ho

usin

g Pro

gram

Specia

list (1.0

)

Senio

r Pla

nner (2.0

)

Ho

usin

g Pro

gram

Asst. (1.0

)

Pla

nner (0

.75)

Envir

onm

ental Svs

Tech 2 (2.0

)

Envir

onm

ental Svs

Tech 1 (0

.5)

Infrastructure System

Tech(1.0

)

Senio

r Pla

nner (1.0

)



General 25.04 23.22 20.07 19.61Booth-Kelly 0.25 0.37 0.90 1.53Building Code 11.03 10.38 6.90 5.85Community Development Fund 4.09 4.09 3.16 2.36Drainage Operating 33.15 30.89 30.88 30.89Regional Wastewater 15.60 15.80 14.95 15.01SDC Administration 4.37 4.32 3.47 3.28Sewer Operations 20.75 19.81 19.62 20.30Special Revenue 1.00 0.40 0.00 0.00Street 33.12 30.62 29.75 30.07Transient Room Tax 0.85 0.85 0.85 0.85Total Full-Time Equivalents 149.25 140.75 130.55 129.75


Administrative Specialist 1.00 1.00 5.40 8.00Administrative Assistant 0.00 0.00 1.00 1.00Admin Specialist Annexation 0.00 0.00 1.00 1.00Asst. City Engineer/Asst Engineer Mgr 1.00 0.00 0.00 0.00Asst. Community Services Manager 1.00 1.00 0.80 0.00Assistant ESD/MWMC Manager 1.00 1.00 1.00 0.00Assistant Director 1.00 1.00 1.00 0.00Assistant Project Coordinator 0.00 0.00 0.00 1.00Assistant Project Manager 1.00 1.00 1.00 0.00Associate Project Manager 1.00 1.00 1.00 1.00Building Inspector 3 4.00 4.00 2.40 3.00Building Maintenance Worker 2.00 2.00 2.00 2.00Building Permit Review Technician 1.00 1.00 0.80 1.00Business Application Technician 0.50 0.00 0.00 0.00City Engineer 1.00 1.00 1.00 1.00City Surveyor 1.00 1.00 1.00 1.00Civil Engineer 9.00 8.00 9.00 7.00Civil Engineer, Manager 0.00 0.00 2.00 4.00Civil Engineer, Supervising 4.00 4.00 2.00 0.00Clerk 2 2.50 2.00 0.00 0.00Clerk 3 4.00 4.00 2.00 0.00Code Enforcement Officer 1.00 1.00 1.00 2.00Community Development Manager 0.00 0.00 1.00 1.00Community Services Manager 1.00 0.00 0.00 0.00Construction Inspector 1 1.00 1.00 1.00 1.00Construction Inspector 2 3.00 3.00 3.00 3.00Current Development Manager 0.00 0.00 1.00 1.00Custodian 1 2.00 1.00 1.00 1.00Custodian 2 1.00 1.00 1.00 1.00Data Entry Technician 1.00 1.00 0.00 0.00Data Management Technician 1.00 1.00 1.00 1.00Departmental Assistant 2.00 1.00 1.00 0.00Deputy Director 0.00 0.00 0.00 1.00

Development & Public Works Department

FTE Summary by Fund


Position Summary




Design & Construction Coordinator 1.00 2.00 2.00 2.00DSD Director 1.00 1.00 0.00 0.00DPW Director 0.00 0.00 1.00 1.00Engineer In Training 3.00 2.00 1.00 0.00Engineering Assistant 4.00 4.00 3.00 3.00Engineering Technician 3 1.00 1.00 1.00 1.00Engineering Technician 4 2.00 2.00 2.00 2.00Engineering & Trans. Manager 0.00 1.00 0.00 0.00Environmental Services Manager 1.00 1.00 1.00 1.00Environmental Services Program Manager 0.00 0.00 0.00 1.00Environmental Services Supervisor 3.00 3.00 2.00 0.00Environmental Services Tech 0.00 0.00 0.00 1.00Environmental Services Technician Sr 2.00 2.00 2.00 0.00Environmental Services Technician 2 3.00 3.00 3.00 3.00GIS Analyst 1.00 1.00 2.00 2.00GIS Database Administrator 1.00 1.00 2.00 2.00GIS Technician 2.00 2.00 0.00 0.00Housing Programs Assistant 1.00 1.00 1.00 1.00Housing Programs Specialist 1.00 1.00 1.00 1.00Infrastructure Systems Specialist 0.00 0.00 1.00 1.00Infrastructure Systems Tech 0.00 0.00 1.00 1.00Maintenance Crew Chief 3.00 3.00 3.00 3.00Maintenance Journey/Apprentice 27.00 27.00 26.00 26.00Maintenance Manager 1.00 1.00 0.00 0.00Maintenance Supervisor 5.00 4.00 0.00 0.00Management Analyst 3.00 3.00 3.80 3.00Mechanic 2 1.00 1.00 1.00 1.00Mechanic Journey 1.00 1.00 1.00 1.00Office Supervisor 0.00 0.00 0.00 1.00Operations Manager 0.00 0.00 1.00 1.00Operations Supervisor 0.00 0.00 4.00 4.00Planner 1 1.75 1.75 0.75 0.75Planner 2 3.00 3.00 0.00 0.00Planner 3 3.00 3.00 0.00 0.00Planner, Senior 0.00 0.00 4.00 5.00Planner Aide 1.00 1.00 0.00 0.00Planning Manager 1.00 1.00 0.00 0.00Planning Supervisor 2.00 2.00 2.00 1.00Plans Examiner 2.00 2.00 1.60 1.00Principal Engineer 0.00 0.00 0.00 1.00Principal Planner 0.00 0.00 0.00 1.00Program Coordinator 0.00 0.00 0.00 2.00Program Technician 1.00 1.00 1.00 1.00Public Information & Education Spc. 1.00 1.00 1.00 2.00Public Works Director 1.00 1.00 0.00 0.00Secretary 3.50 3.00 0.00 0.00Security Attendant 1.00 1.00 1.00 1.00Survey Party Chief 2.00 2.00 1.00 1.00Surveyor 1.00 1.00 1.00 1.00Technical Services Manager 1.00 1.00 1.00 1.00Traffic Engineer 1.00 1.00 1.00 1.00Traffic Maintenance Technician 2.00 2.00 2.00 2.00Traffic Signal Electrician 1.00 1.00 1.00 1.00Traffic Signal Electrician, Senior 1.00 0.00 0.00 0.00Traffic Technician 4 1.00 1.00 1.00 1.00Transportation Manager 1.00 0.00 0.00 0.00Total Full-Time Equivalents 149.25 140.75 130.55 129.75

Development & Public WorksJob Title/Classification, Continued:


Development and Public Works Department

Program: Administration Program Description: The Office of the Director provides overall direction and management of the Development and Public Works Department administering and coordinating interdepartmental activities and providing policy support for the City Council. The program also works with Finance to streamline the budget process and monitors the revenue sources that are critical to the department while directing and evaluating resources. The Administration program directs the coordination of special projects with broader activities with City-wide impact such as implementation of special charges and assessments, the Development and Public Works legislative agenda, agreements for long-term uses of public rights-of-way, as well as the acquisition of public rights of way.

Staff direct departmental programs such as the management of the Booth-Kelly facility and administer the City’s Management Agreement with the Springfield Museum Board. Staff manage the Business License and Property Management programs for the City of Springfield. The Office of the Director manages a wide variety of revenue sources, and monitors and coordinates Department work plans to assure integrations with the City’s Strategic Plan and success in efforts to accomplish City Council objectives. This program also manages the critical communication components to inform the public and development community about our current projects and updates as they arise.

Budget Highlights: The Administration program budget has been increased due to the reorganization and implementation of the new department. The Administration budget now includes the Office Supervisor and Administrative Support staff for the whole department. The Administration budget also includes the City Engineer’s budget, another reorganization outcome, and includes the budget for the Public Outreach staff. The program has increased from 4.0 FTE to 14.0 FTE. These additions have increased the FY14 budget compared to FY13. Most of the increase is due to a decision to conform the budgeting practices of the two former departments. This resulted in additional activities being included in the administration program. Service Level Changes: The Administration program will continue the same service levels and incorporate the newly added functions at the same service levels.


Council Goals Key Processes Measurement Methods FY12 Actual

FY13 Target

FY14 Target

Financially Sound and

Stable Government

Plan, budget, and manage enterprise funds that

support infrastructure and overhead: obtain funding

Infrastructure Enterprise Funds Meet Operating &

Capital Requirements 101% 92% 92%

Foster an Environment that Values

Diversity and Inclusion

Proactively solicit goods and services from a

diverse group of vendors

Percent of proposers on Development and Public

Works solicitation that Self-identify as MWESB.

Percent of awards to firms on State MWESB list

10.6% 14.9% 15% 15%


Development and Public Works Department Program: Building Safety and Inspection Services Program Description: Staff in the Building Safety and Inspection Services Program 1) provide services that promote and facilitate economic growth and neighborhood stability, 2) provide reasonable safeguards to life, health, property and the public welfare through building permit administration, inspection and enforcement, 3) support the effective coordination of Federal, State and City requirements relative to the built environment and welfare of the community, 4) deliver permits and inspection services efficiently, cost effectively and in a professional manner, and 5) provide prompt, courteous and effective responses to Building Safety Code citizen requests.

Budget Highlights: In FY14, the Building Safety and Inspection Services program will continue to face a number of challenges with respect to revenues and expenditures. Building permit volume has continued to increase in the last several years, and is expected to remain steady through FY14. Though permit volumes are up, revenues are still projected to decline since much of the building activity is focused on low value additions, alterations, and other small scale construction projects which produce little revenue in comparison to larger projects. The FY14 proposed budget assumes this trend will continue for at least one more year and relies in part on an increase in building fees to maintain existing service levels. The performance standards of the program have been and will be maintained by funding core essential services while reducing expenditures in overhead, supervision, clerical assistance and materials and services. In FY14, overall expenditures in the building program will be reduced by 9.3% from FY13. Service Level Changes: In response to the shortfall in revenues and reserves in the Building Code Specialty Fund, administrative positions that provided services to the program have been reallocated to other funds and .55 FTE in budget management has been eliminated. The program will continue to have these services but they will be subsidized by the General Fund and the Utility funds.

The Building Safety and Inspection Services program has maintained the City’s “same day” response time with respect to inspection services and continues to meet the State’s mandated maximum 10 day plan review turnaround time for residential plans. Citizen/customer accessibility is a continued focus with staff work on digital imaging of construction documents in order to make this information accessible on-line to the public. Additional effort has been dedicated to expand and make more user-friendly the Building Safety and Inspection Services program website, a task that will be ongoing in FY14.


Effectiveness Areas Key Processes Measurement Methods FY12

Actual FY13

Target FY14

Target Encourage Economic

Development and Revitalization

through Community Partnerships

Improve Customer Service through

Expeditious review of permitting and inspections.

Building permit applications processed in

a timely manner 89%

This target is being

reassessedTBD


Development and Public Works Department Program: Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) Programs Program Description: Administer the CDBG and HOME funded programs and projects to comply with federal regulations. Prepare and implement neighborhood refinement plans and functional plans that address community needs for housing, employment opportunities, public safety, affordable health services, social services, and parks and open space. Assist low-income Springfield residents with housing rehabilitation loans, grants, neighborhood improvements, social services, and access to housing. Provide assistance to downtown and Glenwood redevelopment. Provide financial assistance to non-profit and for-profit housing developers that create affordable housing for low-income Springfield residents. Provide assistance to low and moderate-income homebuyers purchasing homes in Springfield with Housing and Urban Development (HUD) grant funds made available through the Eugene-Springfield Consortium.

Budget Highlights: Based on anticipated HUD funding it is estimated that the City will receive allocations of approximately $430k in CDBG funds and $280k in HOME funding, a total of $710k in Federal FY14, compared to $748k in FY13. The programs will assist approximately 14,000 low-income persons with social services in part by providing approximately $70,000 to the Intergovernmental Human Services Commission (HSC). The HSC redistributes the funds to five service agencies; Food For Lane County, the Relief Nursery, Whitebird Medical, Catholic Community Services and St. Vincent de Paul. Funds will also be used to provide down payment assistance for low-income homebuyers, emergency repair assistance to low-income homeowners and project development assistance to affordable housing and community based non-profit organizations. Among the projects currently being assisted with FY13 funds are the commercial kitchen at the SPROUT! Regional Food Hub, predevelopment work for the Glenwood River Point Place housing development, improving the BRING Recycling facility, and instituting a Downtown Façade Improvement Program and a Downtown Food Cart Program through collaboration with NEDCO. Service Level Changes: In FY13 the staff assigned to Community Development Block Grant was reduced by .58 FTE. With no expected funding increases for FY14, staffing and service levels are expected to remain at the current levels.


Council Goal Key Processes Measurement Methods FY12 Actual

FY13 Target

FY14 Target

Encourage Community

and Economic

Development and

Revitalization

Increase the Supply of

Affordable Housing

Opportunities for affordable and decent housing are increased through partnerships with Non-

Profit Housing Developers and by Providing Assistance to Low and

Very-Low Income Citizens throughout the community.

86% 90% 90%

Increase opportunities for low & moderate

income households to become and

remain homeowners

Opportunities for home ownership are increased

12 homes are

purchased

15 homes are

purchased

10 homes are

purchased


Development and Public Works Department Program: Comprehensive Planning Program Description: The Comprehensive Planning Program prepares updates and provides assistance in the implementation of the Metro Plan, comprehensive plans, refinement plans, special projects, and federal and state mandates; coordinates regional and metropolitan-wide comprehensive planning with Eugene, Lane County and other governments and service providers; prepares reports and option scenarios as directed by Council; and assists other divisions and departments in evaluating and implementing state and federal laws applicable to buildable lands, housing, natural resources and hazards, TransPlan and the Public Facilities and Services Plan.

Budget Highlights: The Comprehensive Planning Program will continue to make progress toward completing the Springfield 2030 Refinement Plan while working with Metro planning partners to revise the Metro Plan to address the existence of two UGBs and greater jurisdictional planning autonomy. In FY13 staff completed the Springfield 2030 Refinement Plan Economic Development Element and made substantial progress on the Urbanization Element. In FY14 decision packages will be forwarded to the elected officials for adoption. These Council decisions are highly significant to Springfield’s future growth and vitality, as they will identify and locate a sufficient land base to accommodate economic and community development for the planning period 2010-2030. In addition, work will continue on a parcel-specific Springfield 2030 Refinement Plan Diagram resulting in specific land use designations for all lands within Springfield’s Urban Growth Boundary. In FY14, the City will be underway with a Main Street Corridor Visioning effort funded by the Oregon Department of Transportation. This work will be closely coordinated with efforts in the Transportation Program studying transit feasibility in the Main/McVey corridor and the Pedestrian Safety crossing improvements on Main Street. The Comprehensive Planning program has also provided the coordination for Downtown Revitalization through planning and plan implementation projects that build partnerships and community momentum for Downtown Revitalization. The Downtown Citizen Advisory Committee will continue to meet to maintain and build support for Downtown redevelopment, with a focus in FY14 on the preparation and adoption of amendments to implement the Downtown District Urban Design and Parking Management Plans. Staff will also continue to provide liaison support for the Neighborhood Economic Development Organization (NEDCO) initiated Main Street Program committees. Service Level Changes: In FY13 Comprehensive Planning staff were reduced to 2.0 FTE. In FY14 staff will remain at 2.0 FTE, although some portion of one position will continue to support development review activities due to cuts in that program. Comprehensive planning project timelines may need to be extended, and some priorities may not be advanced during the fiscal year due to limits on staff levels and funds for contractual services dollars.



FY13 Target

FY14 Target

Encourage Economic Development and

Revitalization through Community

Partnerships

Adopt 2030 Refinement Plan with 20 year land

supply for jobs and housing (mandate)

Project milestones are on schedule N/A 75% 75%



Program: Development Review and Enforcement Program Description: Development Review Staff: 1) strive to fulfill the Council goals for a safe community, excellent customer service, increased assessed value through quality development, and protection of Springfield's hometown character; 2) implement the Springfield Development Code, and State and Federal law related to land use and development within Springfield's urban growth boundary; 3) amend and update the Springfield Development Code in response to legislation, rule-making, court decisions, and Council policies; 4) process administrative and quasi-judicial land use applications, and site-specific comprehensive plan amendments; 5) provide front-counter customer service on issues related to land use and development; 6) serve the City Council and Planning Commission on matters pertaining to the division's programs; 7) collaborate with other public agencies, property owners and land developers to protect the public interest; and 8) assure that development review will be fast, fair, friendly, flexible and consistent with adopted laws, goals, standards, policies and aspirations of the community. At the beginning of FY13 the Development Services Current Planning section was joined by what was formerly the Public Works Development Review Section to form the Development Review Section of the Current Development Division. These two work groups are responsible for the review and approval of all land development proposals.

Budget Highlights: Development Review staff will respond to over 6,000 front counter service requests in FY14 and staff approximately 300 development review applications to assist owners, consultants and lenders in identifying and developing new projects in the recovering market. This compares to 5,500 services requests and 275 applications estimated for FY13. For FY14, staff intends to achieve the Strategic Plan Goal of meeting or exceeding the number of applications completed within the Council target of 75 days with reduced staff; and 90% of land use decisions will be issued within the Council target of 75 days with the remaining 10% completed between 75 days and 120 days. Achieving this goal will require continued attention to efficiency improvements, perhaps including electronic review of plans submitted. Staff continues to cultivate new development and major projects that provide a community benefit and generate new jobs by coordinating with major economic development initiatives such as the VA Clinic and providing robust opportunities for community and developer input such as the newly created Developer Advisory Committee to the City Council. Development Review also assumed management of the Code Enforcement program previously administered by the former Community Services Division. The Code Enforcement program strives to meet its Council directed benchmark of 100% voluntary compliance, but annually averages about 15% of the case work being adjudicated in Municipal Court. Service Level Changes: In FY13 Development Review working staff were reduced by 1.5 FTE, which included a 1.0 FTE Senior planner position that was held vacant and 1.0 FTE planner reduced to temporary contracted .5 FTE. These reductions were an outcome of the economic downturn manifestation in slow development and its impact on the General Fund. In FY14 this reduction in planning staff levels continues with the elimination of the 1.0 FTE Senior Planner vacancy and the discontinuation of the .5 FTE contracted planner. These reduced staffing levels will challenge service level benchmarks even if the number of applications remains unchanged for FY14, and require exploration of additional efficiencies. If the level of planning applications and land use activity increases in response to market conditions and recent stimulus techniques, there may be a need to review staffing levels and work processes in order to avoid a reduction in response times for standard building and planning applications and the processing of major development applications.


Code enforcement staffing will remain at 2.0 FTE for FY14 and benchmarks should remain constant if the number of infractions falls between the norm of 2,500 and 3,500. If the 4,300 infractions investigated in FY13 becomes the new norm, then benchmarks will have to be adjusted in FY15 to reflect the lengthened initial response times for site visits and notice of violation or warning citations.



FY13 Target

FY14 Target

Promote and Enhance Our

Hometown Feel while Focusing

on Livability and

Environmental Quality

Continuously advance customer service

satisfaction

Citizen request/Inquiries are given timely attention 99% 90% 80%

Recognize and prioritize time value of private

investment

Development Applications processed in a timely manner 97% 87% 85%

Promote Community values through collaborative public

engagement

Development Code and Municipal Code standards

enforced without the Necessity of a Warning Citation or Municipal Court Action

99% 100% 100%



Program: Drainage/Stormwater

Program Description: The Drainage/Stormwater program consists of subprograms that maintain, enhance and improve surface and subsurface drainage, implement State and Federal water quality standards and regulations for urban stormwater runoff, and provide management of stream and waterway restoration projects, such as restoration of the Mill Race. Drainage management and planning activities optimize the stormwater drainage system capacity, minimize the occurrences and extent of local flooding, and protect the functions of open waterways. Drainage management services also provide public information and education, and program administration functions such as providing customer service, setting rates and charges, maintaining financial plans, and building and tracking budgets. Drainage maintenance activities provide for leaf and debris removal, vegetation control, management of the Mill Race, and functional maintenance of water quality facilities and bioswales. Drainage engineering activities include design and construction of new and existing drainage facilities to City standards, and oversight for private construction of public facilities.

Budget Highlights: In FY14, the drainage program operating budget continues to show signs of stress, as operations reductions are continued to minimize rate increases driven by the need to support capital spending.

The City’s Capital program to implement the Stormwater Facilities Master Plan will be a major focus of the program’s FY14 activity. Budget constraints have delayed implementation of high priority projects, and a backlog is developing. The sale of $10 million in revenue bonds in early FY11 has permitted the program to focus attention on immediately needed projects. Two projects of note are the planned completion of the Mill Race Ecosystem Restoration project by the end of FY13 and the design of the Over-Under Channel Pipe Replacement in FY14. The program has not been able to staff all of the funded CIP projects, including the Jasper/Natron storm drainage plan needed to address existing problems and prepare for future development.

In FY14 the City will continue to implement the City's Stormwater Management Plan to meet requirements of the National Pollutant Discharge Elimination System (NPDES) stormwater discharge permit, as well as the Total Maximum Daily Load (TMDL) Implementation Plan to meet the Willamette River TMDL requirements. In FY14 the storm drainage program will continue benefitting from the renewal of the intergovernmental agreement and partnership with Lane County, which provides payment for stormwater permit activities in the urbanizable area outside the City limits. City staff and the Oregon Chapter of the Association of Clean Water Agencies have been in negotiations with DEQ regarding issues and concerns with our draft Phase II NPDES MS4 permit. As a result, the DEQ has agreed to revise their approach from individual permits to a general permit for all phase II cities in Oregon. This new approach will rely heavily on individual Stormwater Management Plans for tailoring to a specific discharger. Given this development we do not anticipate receiving a new permit in the near future. We do, however, anticipate significant pressure on staff time throughout FY14 associated with our role as a regional ACWA and DEQ partner in the development of the general permit template. In addition, the U.S. Environmental Protection Agency is considering establishing water quality-based effluent limitations and waste load allocations in NPDES permits. These requirements would also add to Springfield’s resource burden as it applies to NPDES Permit mandates and performance requirements.

The Operations Division provides regular maintenance of the City's storm drainage system, including inspection and cleaning of 206 miles of stormwater pipe and 6,250 catch basins; maintenance and vegetation control in 29 public water quality facilities including both mechanical and natural facilities.


Additionally, street sweeping is a surface stormwater quality activity that addresses compliance of the NPDES Permit. This year with an increase in funding for seasonal temporary employees the Division will begin to address the functionality of private bioswales, maintenance of the riparian vegetation along the Mill Race corridor and along the City system of cross country canals. Facilities in subdivisions accept public (i.e. street) runoff, thus the City has a responsibility to ensure these facilities function long term, regardless of who owns the land. The City also needs to meet its MS4 permit requirements, which regulates runoff from municipal properties (like streets).

Service Level Changes: Regulatory drivers and capital projects will place significant demands on existing staffing, which was reduced in FY11 as cost savings measures to minimize increases in the stormwater user fees and to reduce street fund expenditures. Even with the additional FY14 seasonal staff to work on stormwater maintenance projects the service level effects of the FY11 staff reduction will continue to challenge staff to meet work load requirements, particularly if development activity begins to increase, and will continue to result in some capital projects being deferred.



Actual FY13

Target FY14

Target Encourage Economic


through Community Partnerships

Plan and design for community growth

Infrastructure Needed for Growth is Identified &

Planned (Streets, Wastewater and Drainage

Systems)(Plans completed)

100% 95% 95%

Maintain and Improve

Infrastructure and Facilities

Perform Budgeted Maintenance Activities

Planned Infrastructure Maintenance is Performed (Stormwater, Wastewater,

Streets)

77% 100% 100%

Preserve physical assets, streets, sewers, storm

drainage and building facilities

Preservation Projects are completed on schedule. 80% 85% 85%

Build new physical assets (buildings and

infrastructure)

Capital Projects are Constructed to Meet

Expanding Needs 85% 85% 85%


Hometown Feel while Focusing on

Livability and Environmental

Quality

Manage the City’s stormwater system in compliance with MS4 permit requirements.

Percent of current year Stormwater Management

Plan activities in compliance with the six minimum

measures.

100% 100% 100%


Development and Public Works Department Program: Emergency Management Program Description: The Emergency Management Program coordinates the Cities efforts for the mitigation, preparedness, response, and recovery of the community, and city government and services to disasters. The City Council established the Program via Chapter 2.8 of the Municipal Code. In FY13, the City Manager delegated to the Department the responsibility to deliver the Program and lead the City’s Emergency Management Committee (EMC). In response to this delegation, the Director designated the City Engineer as the Chair of the EMC and the City’s Interim Emergency Management Program Manager.

Budget Highlights: The Emergency Management Program is new to the Department budget in FY14. Previously, the Program was included in the budget for the City Manager’s Office and included only enough funding in FY13 to cover the City’s subscription payment to the Lane County Community Emergency Notification System. Any other Program expenditures, estimated at about $104,000 for FY13, were absorbed into the Operating Budgets of the various departments. For FY14, the Department will significantly increase the designated budget for the Program without increasing its overall budget. This will be accomplished by reallocating appropriations from other programs to this Program, including Personal Services expenditures. It is important for the City to be able to demonstrate that there is funding for a staff position in the Program because some of the federal grant opportunities available for Emergency Management require that the City has a funded Emergency Manager. The FY14 budget includes shifting 0.5 FTE funding for the City Engineer from engineering activities in the General Fund, Street Fund, Wastewater Fund, and Drainage Fund into the Emergency Management Program. The budget also includes shifting the Program’s FY13 Materials & Services appropriation from the City Manager’s Office to the Department and increasing this appropriation to $5,044 by shifting the funds from other accounts. While the Department’s FY14 budget includes expenditures for the Interim Emergency Manager and some Materials and Services, other Program expenditures, both within the Department and in other departments, will continue to be absorbed in their Operating Budgets. Service Level Changes: In response to several opportunities and initiatives, such as preparing a new Comprehensive Emergency Management Plan in coordination with the City of Eugene, the Department decided to dedicate 0.5 FTE of the City Engineer to the Program for the second half of FY13 and for FY14. This change will result in shifting some of the City Engineer’s duties to the Managing Civil Engineers and the City Traffic Engineer. The Department expects that distributing some of the City Engineer’s duties to others will not have an adverse service level impact on the Engineering activities, while creating the opportunity for dedicated staff resources for the Emergency Management Program. Program Performance Indicator:


FY13 Target

FY14 Target

Strengthen Public Safety by

Leveraging Partnerships and

Resources

Implement the Whole Community Approach

to Emergency Management

The Springfield Emergency Management Program is compliant with

the National Incident Management System

(NIMS)

Baseline

TBD TBD



Program: Facilities & Equipment Preservation

Program Description: The Facilities and Equipment Preservation program plans and oversees the maintenance of the City's physical assets, including real property, buildings, vehicles and equipment. Vehicle maintenance activities include purchasing and maintenance of the City's inventory of vehicles and operation of the Regional Fuel Facility. Facilities Preservation activities ensure all City buildings are sanitary, safe, adequately maintained, and operated efficiently and effectively.

Budget Highlights: The Council’s goal is to dedicate $500,000 in annual preservation maintenance and building systems reserves. The FY13 and the proposed FY14 budgets dedicated approximately $289k, which is not sufficient to attend to the growing list of backlog building maintenance and preservation projects. This fiscal trend is a concern. Additionally, approximately $90k of the $289k continues to fund a 1.0 FTE Building Maintenance Worker, thus only $199K is available for the actual preservation projects. This further restricts the ability to deliver the priority projects based on the Building and Facilities Preservation 5-year Work Plan. As a result, the 5-year Work Plan is used by Building Maintenance staff to triage among the numerous high priority preventive maintenance and preservation needs across all City facilities. Projects proposed for completion in FY14 could include HVAC replacements, overhead door replacements, ADA/access improvements, and energy conservation projects. In conjunction with Team Springfield, the City continues to seek opportunities to move its fleet and facilities to alternative fuels that promote the use of renewable and clean energy sources. Interoperable radio communications with other local jurisdictions continues to be an unfunded priority. Radio communications is critical for both day-to-day and emergency operations. Currently the Operations Division operates two systems; an antiquated VHF system and the Springfield Police Department’s old system. It has become apparent during recent emergency events that interagency interoperability is an important factor in coordinating response activities that keep our community and City staff safe. Funding to upgrade to the regional trunked radio system will continue to be researched. Service Level Changes: On the capital side, there are many preservation projects that have been deferred due to limited funding. For example, several fire stations are due for major rehabilitation of station access/egress and apparatus bays, and the dedicated major systems replacement reserve has also been eliminated. This will not change under the proposed budget. As the City continues to grow, it continues to add properties to the facilities inventory. Each new acquisition offers the potential for additional maintenance and preservation needs.

Program Performance Indicator: Effectiveness

Areas Key Processes Measurement Methods FY12

Actual FY13

TargetFY14

Target



Preserve physical assets, streets, sewers, storm drainage

and building facilities

Preservation Projects are completed on

schedule. 80% 85% 85%



Program: Regional/Local Wastewater

Program Description: The Regional/Local Wastewater program consists of sub-programs that design, construct, maintain, operate, and administer the local and regional wastewater (sanitary sewer) systems. Sewer maintenance activities preserve the local wastewater collection and conveyance system capacity, minimize infiltration and inflow into the system, and ensure minimal disruptions in service. Sewer engineering services design and construct new and expanded publicly developed wastewater facilities and oversee development of privately constructed public wastewater facilities to City's standards. Local wastewater services also provide administrative functions, such as customer service, and setting rates and charges, maintaining financial plans, and building and tracking budgets. Industrial Pretreatment activities manage industrial wastewater discharges to the system and implement pollution management programs necessary to comply with State and Federal regulations. Regional Wastewater Program administration supports the Metropolitan Wastewater Management Commission (MWMC) in carrying out its purpose to protect public health and safety and the environment by providing high quality wastewater management services to the Eugene-Springfield metropolitan area. The Regional Wastewater program provides: 1) interagency coordination in support of the regional partners; 2) financial management activities including budgeting, rate setting, and financial planning; 3) planning, design, and construction of new capital assets; and, 4) regulatory and permit programs to meet State and Federal wastewater quality requirements. The regional sewer operations and maintenance activities, staffed by the City of Eugene Wastewater Division, ensure the safe and efficient operation of the regional sewer operations conveyance and treatment facilities to meet the intended outcomes of the MWMC Regional Wastewater Program.

Budget Highlights: Regional Wastewater On an all funds basis, the program’s proposed budget for FY14 represents a 1.9% increase over FY13. This figure includes the regional wastewater program, which incorporates the entire regional water pollution control facility budget. In FY14, the Regional Wastewater Program activities will continue to emphasize obligations for constructing and financing MWMC facility upgrades as identified in the 2004 Facilities Plan. Fortunately, due to the successful project management and a favorable bidding climate, a new borrowing of $20 million, originally anticipated for FY11, will continue to be deferred. Wet Weather Flow Management The wet weather flow management efforts continue as the Regional Wastewater Policy Team is developing a regional guidance document to address the elements of a Capacity Management Operations and Maintenance program. Both Eugene and Springfield will use the guidance document to develop their specific local collection system programs. The regional Capacity Management Operations and Maintenance program approach replaces the need to update the 2001 Wet Weather Flow Management Plan, as the program will address the ongoing effort to reduce inflow and infiltration in both the public and private sewer systems. The guidance document will be written to protect the regional Water Pollution Control Facility against flows in excess of its design peak flow capacity. The local programs will meet the general requirements as outlined in Environmental Protection Agency’s Guide for Evaluating Capacity, Management, Operation and Maintenance for sanitary sewer collection systems and address any specific requirements of the Department of Environmental Quality. The local programs will also be a guide for making business decisions required to manage the conveyance system in the most cost effective manner and maintain up-to-date asset inventory, condition assessment, and risk analysis information to assist in capital improvement planning.


Temperature Standard Regulatory uncertainty remains high for determining how the regional Water Pollution Control Facility will meet the Willamette Basin Total Maximum Daily Load for temperature due to recent legal action challenging Oregon’s temperature standard. A case filed in the United States District Court by Northwest Environmental Advocates against the United States Environmental Protection Agency has dramatically affected the legal landscape in Oregon with respect to the Willamette Total Maximum Daily Load for temperature. As a result the status of the Total Maximum Daily Load is now uncertain. The Department of Environmental Quality has also placed a moratorium on issuing National Pollutant Discharge Elimination System (those that have a temperature limit) permit renewals until the case is resolved. The uncertainty surrounding the temperature Total Maximum Daily Load litigation is challenging the MWMC capital planning process and implementation schedule of the recycle water plan as the temperature standard remains in flux. Local Wastewater In the local wastewater subprograms, FY14 activities will continue to focus on implementation of Springfield’s Wastewater Master Plan. Major wastewater projects included in the FY14 Capital Budget include: replacement of the sewer line in S. 2nd Street; the design of the Franklin Boulevard trunk sewer extension; completion of a parallel trunk sewer with the 10th & N Street Sewer Upgrade project; Completion of the 58th Street Flow Control Facility and Sewer; and completion of the design and easement acquisition for the Jasper Road Trunk Sewer. In FY11, the Council authorized staff to design and construct the Jasper Road Trunk Sewer in several phases to reduce the amount of the wastewater user fee rate increases needed for FY11 and FY12 by deferring the next wastewater revenue bond sale. Under the current plan, the first phase has been constructed and the second phase will be completed in early FY14. Construction of the first two phases will allow three existing wastewater pump stations to be decommissioned, thereby saving significant operating costs. The remaining phases will be designed and easements obtained, with construction deferred until service is needed by future development in the Jasper Natron area. As a result, the city will continue to defer further revenue bond sales. In FY14, Operations will continue to focus on flow monitoring as part of the collection system rehabilitation program, including closed circuit television inspection, smoke testing, and manhole inspections. There will be continued maintenance of 240 miles of wastewater lines, including pipeline repairs, high velocity cleaning, TV inspection, manhole repair and root control. Service Level Changes: No significant service level changes are projected. Local capital projects are experiencing some continued delays because of reductions originally put in place in FY11. Regional capital project activity for FY14 and the near term, is appropriately matched to the current staff level, and no further staffing reductions, beyond those implemented in FY11, are anticipated.


Effectiveness Areas Key Processes Measurement Methods

FY12 Actual

FY13 Target

FY14 Target

Encourage Economic

Development and

Revitalization through

Community Partnerships



Planned (Streets, Wastewater, and

Drainage systems)

100% 95% 95%




Perform Budgeted Maintenance

Activities

Planned Infrastructure Maintenance is

Performed (Stormwater, Wastewater,

Streets)

77% 100% 100%

Preserve physical assets, streets, sewers, storm drainage and

building facilities

Preservation Projects are completed on schedule. 80% 85% 85%

Build new physical assets (buildings

and infrastructure)

Capital Projects are Constructed to Meet Expanding Needs

85% 85% 85%



on Livability and

Environmental Quality

Provide safe and efficient

conveyance of wastewater to the Water Pollution Control Facility

Wastewater infrastructure systems meet regulatory

performance requirements.

2 0 0



Program: Special Events

Program Description: The Special Events program supports community-wide projects funded from the Transient Room Tax and appropriate expenditures from the Street Operating Fund and Drainage Operating Fund. The program provides assistance to the Veteran's Day Parade, Spring Clean-Up, hanging of holiday decorations, assistance to the holiday parade, community festivals and special projects. Examples support services include street sweeping, barricades, traffic control, event coordination and logistics support.

Budget Highlights: The Special Events program is projected to increase by approximately 11% in FY14. The increase is in Contractual Services and Program Expense in the Street and Drainage funds to provide the Depot (Chamber of Commerce) holiday lighting and expenses, and safety equipment and miscellaneous supplies for a variety of projects. Service Level Changes: A second clean up day is under consideration for FY14. The Council has directed staff to assess the feasibility of a second cleanup event. This proposal is in discussion and planning. Financial impacts have not been determined at the current time.



FY12 Actual

FY13 Actual

FY14 Target



on Livability and Environmental

Quality

Reduce solid waste, pollutants and poor

environmental conditions in the

community

Trash is Reduced and Community Recycling is

Increased 90% 100% 100%



Program: Streets

Program Description: The Streets program consists of sub-programs that clean and maintain, design and construct, and beautify City streets and associated assets in the City rights-of-way. Street maintenance and repair activities preserve the structural integrity of improved streets, minimize hazards to motorists and pedestrians, and respond to requests for service in a timely manner. Street engineering services design and construct new and existing street facilities and oversee the private construction of public street improvements in compliance with City standards. Street landscaping activities provide landscape maintenance in public rights-of-way.

Budget Highlights: Fuel tax and System Development Charges (SDC) revenues support the bulk of this program. In addition, a small amount of storm drainage revenue supports street sweeping activity. The program continues to struggle due to revenue failing to keep pace with service needs. Excluding funded capital replacement, the Street Program’s FY14 operating budget has increased 4.7% on an all funds basis. Although a state-wide increase in the fuel tax went into effect in January 2011, the resulting revenue is not projected at levels sufficient to stabilize the City’s Street Operating Fund in FY13 or to restore street program service levels. In FY12 the City implemented a Right of Way fee on Stormwater and Wastewater funds, which allowed a slight increase in available operating funds. This new fee generates approximately $378,000 in FY14 revenue for the Street Program and will be used to provide continued maintenance and operations services. A transfer from the Street Operating Fund to the Capital Fund of $100,000 is planned in FY14 if the fund remains stable. The Operation Division continues to struggle to maintain City streets in a fair or better condition. Without additional funding for needed street preservation projects, streets continue to deteriorate. During FY13 the Operations Division performed crack seal on several collector streets to slow street deterioration but lacked resources to do a more comprehensive crack seal program including residential streets. The Division completed a 2012 Street Conditions survey that indentified the street surface conditions had slipped to 44% fair or better condition from a 2010 survey reporting a 56.4% fair or better condition, falling substantially short of the 2008 Council endorsed 85% target for improved streets to be maintained in a fair or better condition. Each year the financial implications grow to meet the 85% target. Service Level Changes: Service levels will remain essentially unchanged in FY14. Virtually all locally-funded preservation activities have been suspended and maintenance activity remains sharply reduced. The continued deferral of the fuel tax-supported portion of street preservation activities such as street sealing and overlaying, results in a growing backlog of streets that will require full or partial reconstruction to return the street to a fair or better condition. The FY14 budget continues partial funding for sidewalk repair, street grading, local residential crack sealing. While there are some signs that the economy is finally beginning to rebound, the need for services will be compounded once economic activity resumes. The reason for this is primarily driven by the fact that public sector revenues will lag behind private sector recovery by one to two years. So while expectations for service will occur in the moment, the ability to pay for services will be a fiscal challenge until revenues catch up.




FY12 Actual

FY13 Target

FY14 Target

Encourage Economic


through Community

Partnerships




Drainage systems)

100% 95% 95%



Perform Budgeted Maintenance Activities

Planned Infrastructure Maintenance is

Performed (Stormwater,

Wastewater, Streets)

77% 100% 100%

Preserve physical assets, streets, sewers,

storm drainage and building facilities

Preservation Projects are completed on

schedule. 80% 85% 85%

Build new physical assets (buildings and

infrastructure)

Capital Projects are Constructed to Meet

Expanding Needs 85% 85% 85%



Program: Technical Services

Program Description: The program focuses on locating, documenting and managing data concerning facilities, structures (both public and private), planning activity, code enforcement activities, and geographic features of the City. The Division provides spatial data collection, management, mapping, and integration using both traditional land surveying techniques and advanced technology. All City departments and several intergovernmental organizations receive data and support for their ongoing operations and business decisions. The range of information and support includes decision material for asset management, land use, planning and building activities, current information to support both Police and Fire and Life Safety Services operations, and support for economic development activities.

Budget Highlights: By taking advantage of the opportunity to reprioritize some revenue bond proceeds, the program will complete replacement of failing infrastructure management systems (including the replacement of hardware and software and the migration of existing data holdings). This will reduce risks associated with the City's larger geospatial and infrastructure management systems and complete initial phases of integration of facilities information into a uniform and accessible system by the end of FY13. Due to cost savings during the Asset Management System Replacement Project, funds exist and will be carried over to FY14 for progress on facilities information migration that had been planned for future phases. Separately the program has upgraded all installations of Computer Aided Design software, Geographic Information System (GIS) software and database software across the department. Overall program expenditures are not proposed to increase in FY14. Across all funds, FY14 Materials and Services expenditures decrease approximately $23,500 when compared to amended FY13. Small increases to Employee Development and Travel & Meeting Expenses are required to manage new integration technologies and fill gaps in support to ease the burden on the City’s Information Technology Department. Program resources will also remain dedicated to supporting the Accela system, capital improvement program with Land Surveying services, and support for projects of high importance to the City such as the Glenwood Refinement Plan, downtown redevelopment, and adoption of the 2030 Refinement Plan. Service Level Changes: No significant service level changes are planned in the FY14 budget except those associated with the Asset Management System replacement. GIS program funding from the General Fund has increased by approximately 4% of budget, while services, particularly Accela and GIS services, dedicated to General Fund support have increased to help offset work underway in the Information Technology Department to assist with the replacement of regional public safety and law enforcement systems.



FY12 Actual

FY13 Target

FY14 Target

Encourage Economic


through Community

Partnerships




Drainage systems)

100% 95% 95%



Program: Transportation

Program Description: The Transportation program plans and supports the construction and operation of all modes of transportation using the infrastructure that is owned by the public and operated by the City, and the many interactions with the regional transportation network of State freeways and highways, County roads, public transit, and multi-use paths. Transportation planning and engineering activities develop the capacity, safety, and efficiency of the City's transportation system as the City grows and system demand needs change, and provide electricity and maintenance for traffic control devices and street lights to maximize transportation safety and efficiency. Traffic control maintenance and construction activities provide traffic control devices, such as signals, signs and striping that are visible, informative, and effective in promoting traffic safety among all modes of transportation to comply with State and National standards. Bicycle and pedestrian facilities support a safe, interconnected and convenient system for bicyclists and pedestrians to provide trip making choices to citizens and visitors and improve community livability.

Budget Highlights: This Street Fund supported program faces the same challenges as described for the Streets program, with inadequacy of revenue streams leading to stagnation in the operating budget. In FY12 the City implemented a Right of Way fee on Stormwater and Wastewater funds, which allowed a slight increase in available operating funds. On an all funds basis, the Transportation program operating spending increases by 3.8% in FY14. To maintain program continuity, State and Federal Transportation funds will continue to be tapped to help fund City staff time devoted to regional transportation planning and to underwrite project and program-specific costs. Federal and State funds will be used to the fullest extent possible, instead of state and local gas taxes and other Street Fund revenue sources, so that those funds can be used for the street system maintenance and preservation. A major activity of the program will be completing the current update of the Transportation System Plan. The City’s Transportation SDC methodology will be reviewed in FY14 once the Plan is complete. Focus will remain on a wide variety of important transportation projects and programs in FY14. These projects and programs advance the integrated network of transportation systems of the City and its State and Regional partners. Fundamental responsibilities to respond to citizen issues in a timely and effective manner and participate in development review activities will continue to be a focus for the Transportation Program. The program objectives include the following strategic and long range planning projects, all of which are urgent matters:

1) Make substantial progress on the required federal environmental analysis for the Franklin Boulevard upgrade project;

2) Finalize plans and obtain permits for the South Bank multi-use path extension, connecting the soon to be completed path viaduct under the new I-5 Willamette River Bridge to the Franklin Boulevard/Glenwood Boulevard intersection;

3) Finalize agreement with Oregon Department of Transportation to have the City implement pedestrian crossing improvements as identified in the Main Street Pedestrian Study;

4) Work with the Neighborhood Economic Development Corporation (NEDCO) and the City’s Economic Development staff to design a downtown demonstration project along Main Street once that project has been decided upon by Downtown stakeholders;

5) Continue to implement and advance municipal street lighting cost reductions through new technologies in illumination and illumination control;


6) Continue to participate in the development of a new state-mandated Regional Transportation System Plan;

7) Continue to lead City participation in the federally required Central Lane Metropolitan Planning Organization and associated activities like project prioritization and funding identification, and state mandated scenario planning;

8) Work with Lane Transit District on the Main Street and McVey Highway transit feasibility assessment; and

9) Continue to implement 2009’s MUTCD requirements related to pavement markings and street signage (e.g., retro-reflectivity).

The Operations Division provides routine and emergency maintenance on the City’s transportation system. This includes maintenance of 37 City-owned traffic signals and contractually 29 State of Oregon and 2 privately-owned traffic signals. Additionally the program oversees approximately 8000 signs and under contract with Lane County provides about 145 lane miles of striping annually. Traffic control services are provided for numerous regional and community events including University of Oregon football games, Eugene Marathon, Veteran’s and Holiday Parades. Service Level Changes: Existing staffing levels and contractual service budgets are proposed to be carried forward in FY14. Service priorities continue to be set on a ‘triage’ basis with development proposals, traffic signals, traffic signs, roadway striping, street lighting, pedestrian safety, state and federal mandates, project planning and project development, and partner agency requests for projects and participation in other program activities competing for attention. Repainting of crosswalks and pavement markers, cleaning intersection vision obstructions, and addressing substandard street light conditions will be addressed on a priority basis. Some services (e.g., curb painting, and detection device replacement) will be deferred.



Actual FY13

TargetFY14

Target



Provide a safe and efficient transportation

system

Percent of out of service signalized intersections repaired within 48 hours

after reporting.

100% 90% 90%


Finance Department


• Financial Management

Department Description The Finance Department provides financial management services to City departments, the City Council and Budget Committee. The Department oversees the preparation and monitoring of the City’s annual budget, cash management and investments, and prepares the City’s Long Range Financial Forecast. The Department also provides services to Metropolitan Wastewater Management Commission, the Regional Fiber Consortium, and the Springfield Economic Development Agency (SEDA).

Mission The Finance Department provides professional oversight and consultation to City programs and services regarding financial, accounting and budgetary practices. The Department’s focus is to ensure compliance with all relevant financial and budgetary regulations, including Oregon Budget Law and State statutes governing financial information.


Finance:

Finance:



903,874$

1,215,670$

Finance3%


97%

Finance1%


99%



Expenditures by Category:Personal Services 808,558$ 888,606$ 897,270$ 962,185$ Materials and Services 204,066 177,730 259,279 253,485

Total 1,012,624$ 1,066,336$ 1,156,549$ 1,215,670$

Expenditures by Fund:General 781,847$ 832,650$ 853,351$ 903,874$ Bancroft Redemption 13,582 13,872 15,885 17,479 Community Devel. Block Grant 17,529 13,639 22,832 23,753 Development Assessment 69,110 61,399 104,692 105,758 Drainage 9,853 10,742 11,427 12,234 Local Wastewater 9,856 10,742 11,427 12,234 Regional Wastewater 79,825 86,991 114,054 117,202 SDC Administration 28,266 31,701 17,281 19,536 Vehicle and Equipment 2,757 4,600 5,600 3,600

Total 1,012,624$ 1,066,336$ 1,156,549$ 1,215,670$

Expenditures by Sub-Program:Administration 1,012,624$ 1,066,336$ 1,156,549$ 1,215,670$

Total 1,012,624$ 1,066,336$ 1,156,549$ 1,215,670$

Finance DepartmentFinancial Summary



Fin

ance D

irecto

r (1.0)

FIN

AN

CIA

L R

EPO

RT

IN

G

Acco

untin

g M

anager (1.0

)

LEG

AL &

C

OU

RT

See Legal / Judicia

l Sectio

n

Pro

curem

ent A

naly

st

(1.0

)

Acco

untin

g T

ech 1

(2.0

)

Cle

rk 2 (0

.5)

Acco

untant (2.0

)

Budget A

nalyst

(1.0

)

Payro

ll

Technic

ian (1.0

)



General 7.98 7.43 7.27 7.27Bancroft Redemption 0.13 0.13 0.13 0.13Community Development 0.20 0.22 0.22 0.22Development Assessment 0.69 0.69 0.67 0.67Drainage Operating 0.10 0.10 0.10 0.10Local Sewer Operations 0.10 0.10 0.10 0.10Regional Sewer Operations 0.85 0.88 0.88 0.88SDC Administration 0.25 0.25 0.13 0.13Total Full-Time Equivalents 10.30 9.80 9.50 9.50


Accountant 2.00 2.00 2.00 2.00Accounting Supervisor 1.00 0.00 0.00 0.00Accounting Manager 0.00 1.00 1.00 1.00Accounting Technician 2.80 2.30 2.00 2.00Clerk 2 0.50 0.50 0.50 0.50Finance Director 1.00 1.00 1.00 1.00Management Analyst 2.00 2.00 2.00 2.00Payroll Technician 1.00 1.00 1.00 1.00Total Full-Time Equivalents 10.30 9.80 9.50 9.50

Finance Department

FTE Summary by Fund


Position Summary



Finance Department

Program: Financial Management The Finance Department is principally an internal service provider of financial management services to all Departments, the City Council, Budget Committee, Metropolitan Wastewater Commission, Regional Fiber Consortium and the Springfield Economic Development Agency. Externally, the Department has various reporting requirements to City residents, Federal and State grantors and bondholders of the City's municipal debt. Financial services include preparation of the City's annual budget and long-range financial projections, revenue collection, cash and investment management, debt administration, financial reporting, audit management, purchasing and accounts payable, contract development, payroll, assessment administration and billing, and collection of accounts receivable.

Budget Highlights: The Finance Department’s proposed budget for FY14 maintains the existing staffing level at 9.5 FTE. Any increase in personnel services costs over last year are the result of merit increase, change in benefit costs and any reclassification of an employee grade or step based upon duty assignments. Material & Services expenses are primarily flat over previous years with the exception of consulting services and software licenses. The City has reached the end of its current 5-year arrangement with its current auditors and is currently negotiating a possible extension to remain with the existing firm. The department also has major software license agreements, with PeopleSoft and BRASS, which annually have an escalation clause that is higher than a normal rate of inflation. This is typical for most software license agreements.

Service Level Changes: The department has several significant projects scheduled for next year that will have an impact on services provided both next year and in future years. The most significant is the introduction of an alternative to a traditional budget process referred to as priority based budgeting. This initial phase is a 7 month process involving Council and staff to review current services by identifying which current City programs best respond to the long term goals established by the Council.

A second major project for the department that also involves all city departments is a program to provide a more centralized and paperless program for processing accounts payable. The project is being planned to not increase the FTE count at the City through the use of technology by bringing existing resources into a central location.

The City’s main financial reporting system is scheduled for a software upgrade during this next fiscal year and the Finance staff will be working closely with the IT staff to complete this project.

Lastly for this next year, the department will be committing resources to a project that will be the first phase of an analysis of the City fiscal health for some of its major operating funds.



Council Goals

Key Processes Measurement Methods FY13 Target

FY13 Actual

FY14 Target

To O

ffer F

inan

cial

ly R

espo

nsib

le A

nd S

tabl

e G

over

nmen

t Ser

vice

s

Financial Reporting: Ensure timely and accurate financial reports that contribute to the improved quality of financial

decisions that directly impact the City and its

programs.

Days to complete CAFR 175 172 175 % of reconciliations

completed by adopted schedule date

100% 60% 100%

% of monthly reports posted by the 8th working day of

following month 100% 100% 100%

% of employees with direct deposit 96% 96% NA

% of Employees Receiving Pay Advices electronically 96% 96% NA

% of payroll payments processed error-free 100% 100% 100%

Treasury: To provide the Citizens of Springfield with cost-effective, efficient and

secure cash management to achieve the best possible

return.

Procurements payments <$500 made other than by

pCard <50% 66% <50%

Number of Payroll Vendors paid by ACH 14 14 16

% of AP Payments > $100k issued as ACH >50% 40% >50%

Financial Management: Effectively manage and

monitor activities that cross the organization including process and procedures

governing budgeting, accounting, funds

management, safeguarding financial resources and strengthening internal

controls.

City’s vehicle replacement schedule to be available by

Nov 1st 100% 100% NA

% of positive responses on Finance internal customer

service survey 80%

Operating reserves in the General Fund is no less than 15% of operating expenses

>20% 22% >20%

Revenue forecast are within 2% 2% 1% 2%


Fire and Life Safety Department


• Office-of-the-Chief • Administrative Services Bureau • Emergency Medical Services • Fire Marshal’s Office • Fire Operations • Fire and Life Safety Training

Department Description The Fire and Life Safety Department provides services that prevent the loss of life and property, and protect the environment. Administrative responsibilities include planning, supporting and controlling a diversified service delivery system for the City, the urban growth boundary, and East Lane Ambulance Service areas. Services include establishing modifying and providing fire protection and prevention services, firefighting, basic and advanced life support and ambulance transportation, illness and injury prevention, special rescue, hazardous materials control, fire safety education, code enforcement and fire cause investigation. The City also provides fire, rescue and EMS first response to three contract districts in the Springfield area – Glenwood Fire Protection District, Rainbow Fire Protection District, and a portion of Willakenzie Fire Protection District as well as ambulance service to a much larger region totaling 1,514 square miles.

Additionally, the department performs ambulance billing services for twenty-five (25) jurisdictions throughout the State, and administers the FireMed membership program for Eugene Fire & EMS, Lane Rural Fire/Rescue, and Springfield Fire & Life Safety.

Mission The Fire and Life Safety Department serves our communities by protecting and preserving life, property, and the environment through prevention, education, emergency medical services, rescue, and fire suppression services.


Fire and Life Safety:

Fire and Life Safety:

FY14 OPERATING BUDGET - General Fund

16,777,521$

32,419,061$


9,931,547$

Fire and Life Safety31%


69%

Fire and Life Safety 19%


81%



Expenditures by Category:Personal Services 12,874,173$ 13,009,291$ 13,186,232$ 13,147,948$ Materials and Services 3,584,601 3,512,329 3,496,577 3,514,573 Capital Outlay 177,773 35,855 1,225,967 115,000

Total 16,636,547$ 16,557,474$ 17,908,776$ 16,777,521$

Expenditures by Fund:General 9,853,100$ 9,966,973$ 10,085,017$ 9,931,547$ Ambulance 5,087,042 5,005,353 5,045,597 5,189,381 Fire Local Option Levy 1,439,818 1,526,839 1,556,762 1,558,593 Special Revenue Fund 78,813 22,455 44,000 - Vehicle and Equipment 177,773 35,855 1,177,400 98,000

Total 16,636,547$ 16,557,474$ 17,908,776$ 16,777,521$

Expenditures by Sub-Program:Office of the Chief 70,189$ -$ -$ -$ Administrative Services Bureau 456,480 441,777 609,112 538,692 Emergency Medical Services

Emergency Medical Services 3,223,617 3,358,260 4,051,337 3,586,346 EMS Account Services 811,719 868,812 807,564 845,154 FireMed 669,536 475,019 449,974 457,579 FireMed Enterprise 66,000 23,686 30,726 30,989

Fire Marshal Fire Prevention 580,190 564,758 570,730 629,478 Haz-Mat 210,502 178,211 197,271 56,229

Fire Operations 10,031,906 10,151,678 10,685,275 10,077,960 Fire and Life Safety Training 516,407 495,273 506,787 555,094

Total 16,636,547$ 16,557,474$ 17,908,776$ 16,777,521$

Fire and Life Safety DepartmentFinancial Summary



Adm

in/M

gt

Ana

lyst

(2.

0)

Off

ice

of t

he C

hief

(1.

0)

Exec

utiv

e A

sst

EU

G (

1.0)

Upd

ated

Feb

14,

201

3

Dep

uty

Chi

ef

Ope

ratio

ns (

1.0)

A

dmin

istra

tive

Serv

ices

Bur

eau

Mgr

(1.

0)

Acc

t Sr

vs S

upv

(1.0

)

EMS

Acc

t Te

ch

(6.0

)

Billi

ng M

gmt

Ana

lyst

2 (

1.0)

Pro

gram

Spe

c(3

.0)

Dep

uty

Chi

ef

Fire

Mar

shal

(1.

0)

Dep

t A

sst.

(1.

0)

Sr.

Mgm

t

Ana

lyst

(1.

0)

Inte

rn

(1.

0)

Sr. F

inan

ce

Mgr

(1.

0)

Pro

gram

Spe

c (1

.0)

Dep

uty

FM

(3.0

)

SFL

S FY

14 F

TE

: 100

(B

OL

D &

SH

AD

ED

) EU

GEN

E FY

14 F

TE: 2

05

Pro

g Te

ch (

1.0)

FIR

EMED

Ass

istan

t FM

(1

.0)

Pro

gram

Spe

c (1

.0)

Sr. A

dmin

Sp

ec (

1.0)

Mgm

t A

naly

st

RTK

(1.

0)

Dep

uty

FM

(5.0

)

Adm

in

Spec

(1.

0)

Pro

g Te

ch

(2.0

)

Batt

Chi

ef

(3.0

) Ba

tt C

hief

(3

.0)

Engi

neer

(2

4.0)

Cap

tain

(2

1.0)

C

apta

in

SFLS

(15

.0)

Engi

neer

SF

LS (

15.0

)

Fire

fight

er /

Pa

ram

edic

(4

5.0)

Fire

fight

er

(35.

0)

Cap

tain

(2

1.0)

Engi

neer

(2

1.0)

Fire

fight

er

(35.

0)

Batt

Chi

ef

(3.0

)

Dep

uty

Chi

ef

Spec

ial O

pera

tions

(1.

0)

IT

App

Sup

port

Te

ch (

1.0)

EMS

Chi

ef (

1.0)

EMS

Off

icer

(1

.0)

Spec

ial T

eam

s *B

att

Chi

ef

Trai

ning

(1.

0)

Pro

g Sp

ec (

EUG

)(1

.0)

Vid

eo T

ech

(1.0

)

Fire

Inst

ruct

or

(1.0

)

EMS

Trng

Co

ord

. (1

.0)

Trai

ning

Off

icer

(1

.0)

Trai

ning

Cap

t

(1.0

)

Haz

Mat

USA

R

Wat

er R

escu

e

AR

FF

Logi

stic

s

Man

ager

(1.

0)

Emer

g Eq

uip-

Tech

(2.

0)

Mai

nt W

ork

er(3

.0)

Part

s/Su

pply

(1

.0)

Trai

ning

Cap

t (1

.0)

Pro

g Te

ch

Fire

Med

(1.

0)

* C

urre

ntly

serv

ing

as a

BC

in O

pera

tions



General 62.95 60.95 59.95 58.95Ambulance 34.05 33.05 32.05 32.05Fire Local Option Levy 9.00 9.00 9.00 9.00Total Full-Time Equivalents 106.00 103.00 101.00 100.00


Battalion Chief - Operations 3.00 3.00 3.00 3.00Battalion Chief - Training 1.00 1.00 1.00 1.00Clerk 2 2.00 0.00 0.00 0.00Department Assistant 1.00 1.00 1.00 1.00Deputy Chief - Operations 1.00 1.00 0.00 0.00Deputy Chief - Fire Marshal/HazMat 1.00 1.00 1.00 1.00Deputy Fire Marshal 1 1.00 1.00 1.00 0.00Deputy Fire Marshal 2 3.00 3.00 3.00 3.00EMS Account Services Supervisor 1.00 1.00 1.00 1.00EMS Accounting Technician 7.00 7.00 6.00 6.00EMS Program Officer 0.00 1.00 1.00 1.00Fire Captain 15.00 15.00 16.00 16.00Fire Chief 0.00 0.00 0.00 0.00Fire Engineer 15.00 15.00 15.00 15.00Firefighter/Paramedic 45.00 45.00 45.00 45.00Management Analyst, Senior 2.00 1.00 1.00 1.00Program Technician 5.00 4.00 4.00 4.00Service Bureau Manager 1.00 1.00 1.00 1.00Training Officer 2.00 2.00 1.00 1.00Total Full-Time Equivalents 106.00 103.00 101.00 100.00


FTE Summary by Fund


Position Summary




Program: Office of the Chief Program Description: The Office of the Chief ensures that City Council goals and targets are met, represents the Department in community, interagency, and media relations and provides management direction and support of the entire Department in order to maintain a high level of community fire and life safety services delivery.

Budget Highlights: Exploring opportunities for efficiencies, standardization and consolidation between Eugene Fire & EMS and Springfield Fire & Life Safety, as well as working with staff and elected officials to find on-going solutions for sustainability of the ambulance transport system, will continue to be the focus in FY14.

Service Level Changes: The consolidated Office of the Chief will continue in FY14, with primary focus on consolidation/merger initiatives in all divisions of the department as well as maintenance of existing, or enhanced, service levels already established.


Council Goals Key Processes

Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Fina

ncia

lly S

ound

and

St

able

Gov

ernm

ent

Serv

ices

Provide Information to City Staff:

Content

Annual Reviews Current 100% 100% 100%



Program: Administrative Services Bureau Program Description: The Administrative Services Bureau (ASB) supervises and manages the revenue-generating programs: Ambulance Account Services and FireMed. In addition, the ASB is responsible for budget development, grant management, accounts payable, payroll, contract coordination, and fiscal monitoring. It provides support services for the Office of the Chief, Operations Division, Training, Ambulance Transport, Fire Marshal's Office, FireMed and Ambulance Account Services.

Budget Highlights: The FireMed Ambulance Membership Program in FY13 saw a slight decrease for Springfield memberships. With further reductions in advertising spending and increased reliance on volunteers to run the campaign, the overall consolidated campaign held steady. The effectiveness of FireMed’s marketing efforts are constantly being evaluated and focused to achieve the best results for the dollars available. For FY14, FireMed has a new advertising and marketing contractor. With a fresh perspective and a new look to the campaign, the Spring 2013 campaign should be an exciting one. Membership marketing will continue to face obstacles in the regional economic climate, but we project that membership will grow in FY14

Ambulance Account Services continues their ambulance account enterprise, with billing services for 25 government entities besides Springfield. Account Services staff provide a level of expertise found in few other local government agencies. Low reimbursement rates for Medicare patient ambulance transports continue to make balancing the fund a challenge. Account Services has implemented several process improvements to maximize revenues and gain efficiencies in processing in an attempt to offset declining revenues. FY13 collection percentages held constant. The addition of five (5) small clients in FY13 should provide approximately $25,000 in additional revenue in FY14.

Service Level Changes: Integration of some Logistics functions and continued efforts to standardize equipment and processed across the metro area will continue to be a focus in FY14. Continuous Process Improvement (CPI), Benchmarking, and Best Practices will be applied to the consolidated function to gain further efficiencies in FY14.




Measurement Methods

FY13

Target FY13

Actual FY14

Target Fi

nanc

ially

Sou

nd a

nd S

tabl

e G

over

nmen

t Se

rvic

es

Manage Financial Resources:

Obtain Funding

Net Enterprise Contribution to

Ambulance Fund ($1000)

360

360 360

Ambulance - Net Collection % (Spfld

only)

80% 75% 80%

Ambulance Bills - Net # days in

accounts receivable (Spfld

only)

55 90 55

FireMed - Market share (eligible households in

Springfield)

29.0% 29.0% 29.0%



Program: Emergency Medical Services Program Description: The Emergency Medical Services (EMS) program provides high-quality pre-hospital emergency medical treatment and ambulance transportation throughout the City of Springfield and much of eastern Lane County.

Budget Highlights: Revenues continue to outpace expenses and short and long-term solutions are still being sought. The Emergency Medical Services Officer (SFLS), and Battalion Chief of EMS (Eugene) are working on standardizing equipment, protocols, SOP’s, and training throughout the joint EMS system. System efficiencies in FY14 are expected to reduce costs and improve overall division performance.

Both Eugene and Springfield are taking delivery on new ambulances in late FY13/early FY14. These new units, four (4) for Eugene and two (2) for Springfield, will be identical, based on the recommendations of the Joint Apparatus Committee. The new, smaller, lighter ambulances will incorporate a smoother ride, additional safety features, and be a major upgrade to the ambulance fleet throughout the 3-Battalion system.

Service Level Changes: No service level changes are anticipated in FY14.



Measurement Methods

FY13

Target FY13

Actual

FY14

Target

Pres

erve

Pub

lic S

afet

y

Maintain Public Works and Core

Services

% emergency ambulance

response within 8 minutes

90% 83% 90%



Program: Fire Marshal’s Office Program Description: The Fire Marshal's Office (FMO) is responsible for services aimed at providing and maintaining a high fire safety awareness in the community. These services are presented to the public through code enforcement, control of hazardous materials use, life safety inspections, educational classes, fire cause investigations, issuance of operational permits, and correction of fire code violations in buildings. The primary goal of the FMO is reducing life and property loss. This program meets the minimum requirements for State Mandated Exempt Status (ORS 476.030(3), OAR 837-039-0010). The program also meets hazardous material mandates as outlined by federal and state governments.

Budget Highlights: The division has been providing the program functions that relate to the City of Springfield's partial exemption status and will maintain that status in FY14. The FMO is tasked with ensuring that buildings are maintained as designed and approved during construction by the Building Official. Deputy Fire Marshals respond and conduct fire investigations and assist in the prosecution of arsonists with Springfield Police and the Lane County District Attorney.

Certain State of Oregon licensing programs require that a record of a facility fire code inspection has been performed within specified time frames. These facilities are primarily high life hazard occupancies where occupants have limited ability to self evacuate or protect themselves in the event of an emergency. Hospitals, jails, day care centers, and elder living and care facilities are examples of these facilities. Deputy Fire Marshals perform the inspections and coordinate facility emergency plans for fire department response with the facilities. Coordination with facility managers and Deputies is a collaborative effort where relationship-building leads to code compliance and meeting licensing requirements.

The FMO contributes significant revenue to the general fund each year through fees-for-service charges.

Service Level Changes: Integration of the workforce of the two fire departments will continue in FY14. Implementation of the new Records Management System (RMS), slated for 4th quarter FY13, will provide a fully integrated database for managing all fire prevention activities across the metro area. FLS will reduce 1 FTE Deputy Fire Marshal in FY14 to meet general fund budget targets. The impact of the reduction will be felt in the Fire Protection System Maintenance program that ensures operational readiness of the 863 life safety systems across the city and delays to citizen inquiries.




Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Preserve

Pub

lic Safety

Secure Property and Personal Safety

Dollar loss per fire ‐ Business (perform better than 50% of

similar cities) 100% 100% 100%

Dollar loss per fire ‐ Residential (perform better than 75% of

similar cities) 75% 75% 75%

Dollar loss per fire – All (perform better than 75% of similar

cities) 75% 75% 75%

% Springfield occupancies with

Fire Protection Systems in

compliance or verified as maintained

80% 51% 25%**

Com

mun

ity a

nd E

cono

mic

D

evel

opm

ent a

nd

Rev

italiz

atio

n

Interact With Citizens

% Juvenile Firesetter referral

service and/or intervention for youth requests fulfilled annually

100% 97% 100%

** Due to loss of 1 FTE DFM



Program: Fire Operations Program Description: Fire Operations provides fire and emergency medical response to citizen calls for assistance in a variety of emergencies. This program provides the personnel, training, specialized vehicles, equipment, and supplies to respond to emergencies in the community that threaten life, property, and the environment. This includes fires, rescues, natural and man-made disasters, hazardous material incidents, medical emergencies, and ambulance transportation. In addition, personnel perform work assigned by the Administrative Services Bureau, Fire Marshal's Office, and Emergency Medical Services programs and keep all equipment and apparatus maintained and ready for emergency response.

Fire Operations is also responsible for assisting in procuring grant program funds. Seeking alternative funding sources is ongoing.

Budget Highlights: The Public Safety Levy was renewed by voters in November 2010 and will continue to fund staffing for a fifth engine company in FY14. Fire Operations continues to work cooperatively with Eugene Fire and EMS in a "3 Battalion" system. Working cooperatively with Eugene Fire and EMS, efforts to improve processes and gain efficiencies in both systems will continue in FY14.

A new contract with IAFF and an expanded IGA with the City of Eugene will bring us to the ‘next steps’ in the merger/consolidation process in FY14. The new Contract further aligns with the Eugene Firefighter’s new Contract with the ultimate goal of a blend of Springfield and Eugene Firefighters working together in both cities in FY15. Cross-functional teams are being formed to identify key areas needing work, with the goal of implementing necessary changes throughout FY14.The new computerized Records Management System was implemented in FY13, and some Logistics services are now being provided by Eugene to Springfield.

Eugene and Springfield Battalion Chiefs in all three battalions are rotating assignments throughout the two cities, providing a broader understanding of metro operations for all Operations managers.

Service Level Changes: FLS took delivery in FY13 on a new Pierce aerial platform. This is the largest apparatus in the FLS fleet, and is a major upgrade to the 2002 model. Fire apparatus replacement fund contributions are still below desired levels, but increased contributions the past few years, and use of leases, has improved the fund overall. Additional increases in replacement fund contributions will be necessary to maintain the fleet and replace worn out apparatus and vehicles.




Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Pres

erve

Pub

lic

Safe

ty

Secure Property and Personal

Safety

% of fire responses within 5 minutes 80% 60% 80%



Program: Fire and Life Safety Training Program Description: The Fire Training program provides all uniformed department personnel with the training necessary to develop and maintain the skills, knowledge, abilities, and certifications required to provide safe and effective fire and emergency medical services. Training includes classroom sessions and practical exercises using qualified/certified instructors, appropriate training programs, and equipment. The program provides the training necessary for successful, efficient, and safe service delivery to the community.

Budget Highlights: The Training program instructs new employees and maintains skills of all Fire Operations personnel. It also provides the training and evaluation necessary to maintain required certifications required of appropriate regulating agencies. Many internal programs are shared between the two city fire departments of Springfield and Eugene. Cost savings have been realized through a combined recruitment and hiring process, a combined Recruit Academy, two combined career development programs, and a combined promotional testing process for Engineer and Officer and ongoing line level training sessions.

Service Level Changes: No service level changes are anticipated in FY14.



Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Preserve

Pub

lic

Safety


% Line employees meeting ISO

requirements for training & drills

75% 75% 75%


Human Resources Department


• Recruitment, Selection, & Retention • Employee & Labor Relations • City Wide Training • Risk Management • Benefits

Department Description The Human Resources Department serves as a support system to and strategic partner with other City departments by providing all major employment, risk, and benefit services for the City. These services are delivered through five major program areas: Employee Recruitment, Selection & Retention; Employee & Labor Relations; City-Wide Training; Risk Management; and Employee Benefits.

Human Resources administers a job classification system that is relevant, flexible and fair, oversees the City’s compensation practices to ensure compliance with State and Federal compensation regulations, and develops competitive compensation strategies that will enable the City to attract and retain talented employees. In addition, Human Resources strives to work collaboratively with the City's collective bargaining units in administering the labor contracts, resolving disputes, and handling grievances. Human Resources builds positive relationships with employees through implementation of equitable employment policies, performance management practices, employee recognition programs, and the City’s training program. This training program includes new employee orientation, supervisory development, and other mandatory and discretionary training.

The City’s Employee Benefits program includes: health, life, and disability insurance; employee leave administration; employee wellness; and retirement. The Department is also responsible for City-wide Risk Management, including loss prevention planning, workplace health and safety, litigation coordination, workers compensation, and insurance and liability claim administration.

Human Resources staff must stay abreast of new federal, state and local laws and regulations impacting each of our five program areas.

Mission The mission of the Human Resources Department is to serve the organization by providing professional organizational development & technical counsel, strategic guidance, service, leadership, and training for issues related to the City’s work force to our partner departments.


Human Resources:

Human Resources:



392,242$

8,905,685$

Human Resources1%


99%

Human Resources10%


90%



Expenditures by Category:Personal Services 535,686$ 581,818$ 596,635$ 612,781$ Materials and Services 548,299 498,440 4,070,092 8,292,904

Total 1,083,985$ 1,080,258$ 4,666,727$ 8,905,685$

Expenditures by Fund:General 391,502$ 374,108$ 401,064$ 392,242$ Insurance 692,483 704,550 4,255,663 8,513,443 Vehicle and Equipment - 1,600 10,000 -

Total 1,083,985$ 1,080,258$ 4,666,727$ 8,905,685$

Expenditures by Sub-Program:Personnel Administration 359,798$ 352,444$ 371,846$ 363,024$ Support Services 18,893 17,698 17,678 17,678 Citywide Training 12,812 5,565 21,540 11,540 Employee Benefits 444,563 441,904 458,403 484,382 Risk Management 159,780 156,317 240,677 233,803 Workers Compensation 88,140 106,329 114,771 110,220 Self Funded Insurance - - 3,441,812 7,685,038

Total 1,083,985$ 1,080,258$ 4,666,727$ 8,905,685$

Human Resources DepartmentFinancial Summary



HR

Dir

ecto

r (1

.0)

Hum

an R

eso

urce

s Sp

ecia

list

(1.0

)

HR

Ana

lyst

(4.

0)



General 3.25 3.25 2.85 2.85Insurance 2.75 2.75 3.15 3.15Total Full-Time Equivalents 6.00 6.00 6.00 6.00


Clerk 3 1.00 0.00 0.00 0.00Department Assistant 1.00 1.00 1.00 0.00Human Resource Analyst 3.00 4.00 4.00 4.00Human Resource Manager 1.00 1.00 1.00 1.00Human Resource Specialist 0.00 0.00 0.00 1.00Total Full-Time Equivalents 6.00 6.00 6.00 6.00


FTE Summary by Fund


Position Summary




Program: Recruitment, Selection, & Retention Program Description: This program serves internal and external customers and clients through:

• Citywide recruitment and selection activities, which include strategic planning to meet Citywide staffing needs and applicant pool development; oversight of applicant screening and selection; successor planning; affirmative action and Equal Employment Opportunity oversight; and applicant tracking.

• Job classification and pay practice oversight, including the development of competitive compensation strategies, the evaluation of relevant labor markets, and compliance with State and Federal regulations and with collective bargaining agreements.

• Maintenance of City personnel records, including performance records, personnel action administration, records retention compliance, and HR’s database.

• Developing and administering the City’s employee recognition program.

• Participating with other local public agencies to enhance the City’s inclusion and diversity efforts in alignment with Council goals.

Budget Highlights: • Hosted community workshops and events to attract applicants of color to City jobs and

opportunities.

• Partnered with the City of Eugene in firefighter/paramedic recruitment process as part of Fire Department merger effort.

• Worked with other State and local agencies to encourage junior-high-school-aged girls to consider non-traditional careers through “Options Unlimited” sponsoring and thereby further diversifying our future workforce.

Service Level Changes: To expand and leverage our resources we have prioritized working with other public agencies. The result is a more robust delivery of service to our own employees, and a greater opportunity to learn best practices. With our continued slow local economy, the City has had few open positions but having more knowledge about other agency opportunities has helped prepare us for future growth. Inclusion and diversity efforts have become a major work focus. In addition we are preparing to implement a new module of our HR Information System application that will greatly improve our e-recruit presence and interface with job applicants.



Council Goals Key Processes Measurement Methods FY13

Target FY13

Actual FY14

Target

Fos

ter a

n En

viro

nmen

t th

at V

alue

s D

iver

sity

and

In

clus

ion

Recruitment and

Selection: Enhance & diversify the

organizational culture

Percent of qualified applicants who meet City's workforce diversity goals.

8% 7% 8%

Offe

r Fi

nanc

ially

R

espo

nsib

le

and

Stab

le

Gov

ernm

ent

Serv

ices

Classification & Compensation: Pay

plan is accurately adjusted in local market

Percent of new employees hired at mid-step or lower 95 95% 90%



Program: Employee & Labor Relations Program Description: This program supports supervisors and employees alike in understanding and navigating the many regulations, rules, and contract provisions that govern the employment relationship between the City and its employees. This is achieved by developing, implementing, and administering the City’s policies and procedures in collaboration with our employees, and in negotiating and administering the contracts the City has with its four collective bargaining units. Essential functions of this program are:

• Providing guidance, consultation, advice, and training to supervisors and employees in dealing with workplace issues (including union grievances).

• Encouraging fair and positive performance management practices and, in alignment with Council direction, a pay-for-performance system.

• Investigating discrimination and harassment complaints.

• Investigating employment rule violation allegations.

• Negotiating and resolving workplace disputes.

• Assisting in responding to Equal Employment Opportunity Commission investigations and employee litigation.

Budget Highlights: • Taking the lead on reorganizing, updating, and rewriting all City-wide policies and

procedures; have completed ten new administrative rules to reduce City’s risk exposure and decrease liability insurance premium costs.

• Working with City of Eugene’s human resources department to align labor contracts and policies and procedures impacting the two Fire Departments and respective collective bargaining units to facilitate merger work.

• Convened joint labor & management committees with City’s two general service bargaining units, SEIU and AFSCME. Issues are informally reviewed and addressed to avoid grievances.

Service Level Changes: Have taken a leadership role in the Oregon Public Employers Labor Relations Association in order to be more informed about State collective bargaining issues, and to have more input in how unions impact public service. Working with other public agencies has become a priority in expanding and leveraging our resources. The result is a more robust delivery of service to our own employees, and a greater opportunity to learn best practices. In addition, Human Resource


staff is now holding office hours at other City facilities (i.e. the Justice Center and Public Works-Maintenance) in order to be more familiar with our workforce and its needs. These office hours also provide more convenient access to Human Resources for employees who do not work a traditional schedule or at City Hall.


Council Goals Key Process Measurement

Methods FY13

Target FY13

Actual FY14

Target

Offe

r Fi

nanc

ially

R

espo

nsib

le

and

Stab

le

Gov

ernm

ent

Serv

ices

Develop or revise City policies and procedures with new Administrative Rules.

Number of different Admin Rules adopted per year.

15 10 10



Program: City-Wide Training Program Description: Coordinating the delivery of City-provided training and communicating opportunities for outside training are key functions of this program. Required City trainings include:

• New employee orientation;

• Employee development planning and counseling;

• Mandatory legal and regulatory obligations, such as anti-harassment and discrimination training; and

• Diversity and inclusion training.

Human Resources also provide other training opportunities that address current trends and topics and support our employees’ development.

Budget Highlights: The majority of FY13’s training budget was expended in one major area: inclusion & diversity training. “Working Better Together” is a “train-the-trainer” program already in place at the City of Eugene and Lane County, and the City of Springfield has contracted with the training developer to offer it to our employees as well.

Other trainings offered included:

• “Getting to Yes” negotiation and collaboration training;

• “Crucial Conversations”; how to have difficult discussions with coworkers and supervisors

• Supervisory training updates: recruitment and selection process; emotional intelligence; and legal updates.

Service Level Changes: Without the ability to collaborate with other local public agencies and professional associations, the limited funds available for City wide training would not be sufficient to stay abreast of the changes in employment law and work place issues. Leveraging those relationships allows us to offer our employees a wider array of training opportunities and avoid duplicating services and draining resources.



Program: Risk Management Program Description: The City’s Risk Management program includes:

• Loss control – Accident investigation coordination, occupational health and safety coordination, OSHA compliance, coordination of City safety committees, accident prevention education, and risk training.

• Claims administration – Litigation coordination, workers compensation administration, City property and liability insurance coverage administration, and risk records administration.

Budget Highlights: • Ongoing partnership with the City of Eugene in developing consistent and best practices for

administering fire risk programs.

• Have received more intense training in performing ergonomic reviews for employees with actual or potential workers’ compensations claims.

• Statewide revision in how experience rating to be calculated projected to increase rating and premium costs.

Service Level Changes: New risk accounting procedures will allow for the payment of claims more quickly, result in fewer supplemental budget changes, and create more accurate tracking of claim expenditures.

Allocation model will encourage departments to participate more fully in risk prevention.

Program Performance Indicator: Council Goals Key Processes

Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Offe

r Fi

nanc

ially

R

espo

nsib

le

and

Stab

le

Gov

ernm

ent

Serv

ices

Risk Management: Maintain Workers'

Compensation experience rating at 1.0 or lower.

Tracked annually, data provided by Worker’s

Compensation Carrier. .90 .91 1.0



Program: Employee Benefits Program Description: The Employee Benefits Program is responsible for coordination and administration of benefits which include:

• Retirement. (Oregon Public Retirement System, City of Springfield Retirement Plan, and Deferred Compensation programs)

• Employee Health insurance (self-funded). • Short-Term Disability Insurance. • Long-Term Disability Insurance. • Life Insurance. • Health Reimbursement Account. (HRA) • Flexible Spending Account.(FSA) • Employee Assistance. (Counseling Services) • Employee Leave benefits, including Federal- and State-mandated benefits such as family

medical leave, Americans with Disabilities Act, military leave, and crime victims leave.

In addition, Human Resources staff oversees the SpringWell program, which is designed to keep health insurance cost increases lower than national and regional trends and increase employee productivity. Features of the SpringWell program are:

• Providing on-site employee health clinic services (Wellness Center); • Partnering with Willamalane to provide employees membership to fitness facilities and

programs; • Weight Watchers at Work and other nutrition programs; • Education on complete employee wellness during our annual Wellness Fair.

Budget Highlights: • As part of Fire Department merger efforts, we have partnered with City of Eugene in

developing consistent and best practices for administering health benefits and are now analyzing the potential for significant cost reduction by moving from fully insured to self-insured status.

• Improved utilization of health benefits have resulted in level costs (i.e. no increase).

Service Level Changes: Increased number of highly complex protected leave situations continue to require extensive coordination and analysis. Example: Family Medical Leave overlapping with Workers’ Compensation injury and use of sick leave/vacation and unpaid leave.


Human Resources staff, along with Finance staff, will continue the implementation of transitioning our health benefits from a fully-insured plan to a self-insured plan. We anticipate a higher than normal workload with the transition itself but have yet to determine how it will impact staffing resources in the long run.



Methods FY13

Target FY13

Actual FY14

Target

Offe

r Fi

nanc

ially

R

espo

nsib

le

and

Stab

le

Gov

ernm

ent

Serv

ices

Maintain health insurance premium costs at trend or below through wellness

initiatives and plan design.

Percent differential between trend and our rate of premium cost increase or decrease.

0% 0% 0%


Information Technology Department


• Information Technology

Department Description The Information Technology Department assists other City Departments develop innovative and efficient IT solutions through a series of services that includes implementing and integrating computer systems, coordinating and providing training, negotiating and managing information technology-related contracts, performing application development, and technology assistance and support. The Department creates the technology environment that enables City employees to quickly access vital information using the most efficient and cost effective system hardware and software. The Department is also responsible for providing effective voice communications utilizing a combination of Public Branch Exchange (PBX) and Voice over IP (VoIP) technologies.

Mission The Information Technology Department assists City Departments in responding to the needs of the citizens by enabling City employees to quickly access vital information and make data-driven decisions. We are dedicated to providing quality service through teamwork, partnerships, and developing team and individual strengths.


Information Technology:

Information Technology:



1,391,062$

1,658,627$

Information Technology

4%


96%

Information Technology

2%2%


98%



Expenditures by Category:Personal Services 1,002,986$ 1,066,527$ 1,137,897$ 1,118,979$ Materials and Services 325,643 333,272 327,320 435,648 Capital Outlay 86,213 9,142 70,000 104,000

Total 1,414,843$ 1,408,940$ 1,535,217$ 1,658,627$

Expenditures by Fund:General 1,275,045$ 1,339,119$ 1,400,217$ 1,391,062$ Vehicle and Equipment 139,798 69,821 135,000 267,565

Total 1,414,843$ 1,408,940$ 1,535,217$ 1,658,627$

Expenditures by Sub-Program:Information Services 1,410,648$ 1,408,362$ 1,531,217$ 1,654,627$ Telecommunications 4,194 578 4,000 4,000

Total 1,414,843$ 1,408,940$ 1,535,217$ 1,658,627$

Information Technology DepartmentFinancial Summary



Info

rm

atio

n T

echno

logy D

irecto

r (1.0)

Netw

ork M

anager (1.0

)

Netw

ork A

naly

st (1.0

)

Netw

ork A

naly

st (1.0

)

No

n-C

ertifie

d

Reso

urce A

ssis

tant (1.0

)

Help

D

esk

Pro

gram

mer / A

nalyst 3 (1.0

)

Pro

gram

mer / A

nalyst 2 (2.0

)

System

A

dm

inis

trato

r (1.0

)

Database A

dm

inis

trato

r (1.0

)



General 10.00 10.00 10.00 10.00Total Full-Time Equivalents 10.00 10.00 10.00 10.00


Database Administrator 1.00 1.00 1.00 1.00Information Technology Director 1.00 1.00 1.00 1.00Network Analyst 1.00 1.00 2.00 2.00Network Analyst Non-Certified 1.00 1.00 1.00 1.00Network Manager 1.00 1.00 1.00 1.00Programmer Analyst 2 2.00 2.00 1.00 1.00Programmer Analyst 3 1.00 1.00 1.00 1.00Resource Assistant (I.T.) 1.00 1.00 1.00 1.00System Administrator 1.00 1.00 1.00 1.00Total Full-Time Equivalents 10.00 10.00 10.00 10.00


FTE Summary by Fund


Position Summary




Program: Information Technology Program Description: The Information Technology Department helps City departments deliver quality services by providing real time access to operational and strategic information. This is accomplished by:

♦ Supporting the decision-making process from the office to the field with integrated, mobile applications;

♦ Providing customer service and support for computer systems;

♦ Assisting with the purchase, installation and management of over 520 personal computers and servers on Citywide local and wide area networks;

♦ Contributing expertise with Business Area Analysis and Business System Design, and offering consulting support services to City departments.

♦ Direct service to citizens is provided through the City’s web site, including online applications, online document archives, and information about the City Government.

♦ Telephone contact is frequently the citizen’s first interaction with City services; it is imperative that the system be managed effectively to provide excellent customer service. This is accomplished by:

♦ Providing quality, cost effective telecommunication services to all City departments;

♦ Implementing Voice over IP technology to extend telecommunications capabilities at lower unit costs.

Budget Highlights: FY13 was a busy and productive year for the IT Department and our customers. New applications were acquired and implemented for Business Licenses and Dog Licenses. Public Wi-Fi was installed at the Springfield Justice Center, extending Internet access throughout the building and strengthening emergency/disaster response capabilities. A significant infrastructure upgrade (PeopleTools) was applied to our core financial and accounting system. Multiple software systems and dozens of PCs were upgraded or replaced as part of our enterprise Windows 7 upgrade project.

One of the more significant projects in recent years is the replacement of legacy Public Safety systems commonly referred to as “AIRS”.

• Springfield went “Live” with the Tyler Version X municipal courts product in October 2012. New functionality includes a 2-way interface with our collections agency to streamline revenue collection and efficiency, a web payments option, and many new automated functions such as officer notifications, macros and group updates.


• Springfield went “Live” with FireHouse Records Management System in November 2012. This product replaces outdated FDM software, and includes modules for training, State reporting, logistics, etc.

• Springfield partnered with Eugene to publish and award an RFP to replace Police Records and Dispatch software with the SunGard OSSI suite. The new software includes Field Based Reporting which populates police reports completed in the field with electronic information from the incident, greatly reducing data entry and administrative tasks. The new suite also includes e-Citations which will streamline the traffic citation process, and Crime Analysis Plus and Link Analysis that will enable Springfield to utilize metrics and analytics in force deployment, in alignment with data-based policing tactics. The projected Go-Live date is November 2013.

• Springfield partnered with Lane County to acquire a new Jail Management system from EIS, Inc. This new system will maintain full integration efficiencies with the Lane County Jail system. The EIS Jail system is projected to Go-Live in October 2013.

Service Level Changes: FY14 shapes up to be a difficult budget year. The IT Equipment Replacement reserves are being liquidated to defray some of the public safety system acquisition costs. This means that regular hardware/server replacements starting in FY15 will need to be accomplished with Budget Issue Papers.

IT staffing was reduced again, through vacancy management of a retiring employee’s position. The IT Department, which has been at 10 FTE for 13-years, will be down to 8 FTE (plus the analyst assigned full-time to the Police/Fire implementation projects) for most of FY14. This will have a detrimental impact on funded innovation projects planned for Police, Fire, Finance, HR and DPW.



Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Fina

ncia

lly S

ound

and

Sta

ble

Gov

ernm

ent S

ervi

ces

IT Infrastructure: Ensure reliable, high

performance access to City data and applications

IT infrastructure including

telecommunications, servers and network

is available 99.9% 99.7% 99.9%

Workstations are available; down PCs

are returned to service within 1 day,

or a loaner is provided 99.8% 99.9% 99.8%

Help Desk calls receive a response

within 5-minutes 90.0% 93.5% 90.0%


New Infrastructure Meets Customer

Expectations 95.0% 100% 95.0%

Data Accessibility: Data is stored, managed and

available to support operations and

management decisions

Applications will receive periodic upgrades within

vendor-recommended

maintenance cycles 80.0% 80.0% 80.0%

Enhancements and customizations to

existing applications will meet customer

expectations 85.0% 100.0% 85.0%

New applications will meet customer expectations 85.0% 85.0% 85.0%

Performance Indicators continued:


Legal and Judicial Services Department


• City Attorney • City Prosecutor • Municipal Court

Department Description The City Attorney, City Prosecutor and the Municipal Court comprise the service area identified as Legal and Judicial Services. The City Council oversees City Attorney services via a contract with an outside legal firm. The program reports directly to the City Council and is responsible for attending all City Council and Planning Commission meetings and for supplying the City Council and staff with legal opinions regarding existing or proposed City operations and activities. All ordinances, resolutions, contracts and activities having legal implications are reviewed and approved by the City Attorney to assure compliance with intent, Charter, State and Federal laws as well as the possibility of liability exposure or litigation.

The City Manager’s Office oversees the City Prosecutor services via a contract. The City Prosecutor represents the City in Municipal Court and Appellate Courts. Prosecution services are provided for all misdemeanor criminal and traffic crimes and for any violation cases in which the defendant has retained counsel. The City Prosecutor represents the City in trials by court or by jury.

The Municipal Judges report to the City Council. The operations of the Municipal Court report to the Finance Director. The Municipal Court provides judicial services for the administration of justice, case and jury management, the appointment of attorneys for indigent defense, probation monitoring, providing interpreters, and the enforcement and collection of bail, fines, and fees. The Municipal court has jurisdiction over misdemeanor criminal, traffic crimes and violations cited by the Springfield Police Department, Nuisance Code Enforcement, Animal Control and Parking Control Officers.

Mission The City Attorney’s Office strives to provide practical legal advice, effectively interpret laws, reviews and drafts City ordinances, resolutions and contracts and works to minimize the City’s exposure to liability and legal expenses.

The City Prosecutor’s Office strives to maintain public confidence in the ability of the legal judicial system to pursue prosecution of criminal conduct, to resolve legal contests in a timely manner, and to compel compliance with the laws that protect the safety and quality of life in the community.

Municipal Court strives to maintain public confidence in the ability of the legal judicial system to uphold the rule of law, fairly and impartially resolve legal contests in a timely manner, and to compel compliance with the laws that protect the safety and quality of life in the community.


Legal and Judicial Services:

Legal and Judicial Services: 1,834,475$



1,427,087$

Legal and Judicial Services

4%


96%


2%


98%



Expenditures by Category:Personal Services 614,969$ 681,909$ 791,840$ 849,924$ Materials and Services 966,176 1,017,593 977,044 984,551 Capital Outlay - 68,691 135,406 -

Total 1,581,145$ 1,768,193$ 1,904,290$ 1,834,475$

Expenditures by Fund:General 1,246,609$ 1,402,593$ 1,486,661$ 1,427,087$ Police Local Option Levy 332,772 364,627 417,629 407,388 Vehicle and Equipment 1,764 974 - -

Total 1,581,145$ 1,768,193$ 1,904,290$ 1,834,475$

Expenditures by Sub-Program:City Attorney 337,295$ 353,353$ 341,353$ 332,060$ City Prosecutor 256,792 258,086 250,893 214,163 Municipal Court 987,058 1,156,754 1,312,044 1,288,252

Total 1,581,145$ 1,768,193$ 1,904,290$ 1,834,475$

Legal and Judicial ServicesFinancial Summary



MU

NIC

IPA

L C

OU

RT

OPE

RA

TIO

NS

Fina

nce

Dir

ecto

r

(See

Fin

ance

Sec

tion)

Co

urt

Supe

rviso

r (1

.0)

Seni

or

Co

urt

Cle

rk (

1.0)

Co

urt

Cle

rk (

6.0)

* N

ote

: 0

.84

FTE

for

Mun

icip

al C

our

t Ju

dges

rep

ort

dir

ectly

to

the

City

Co

unci

l and

do

no

t ap

pear

o

n an

y de

part

men

tal o

rgan

izat

ion

char

t, a

ltho

ugh

the

posit

ions

are

fun

ded

thro

ugh

Lega

l and

Jud

icia

l Se

rvic

es.



General 7.04 6.62 6.61 6.61Police Local Option Levy 2.01 2.23 2.23 2.23Total Full-Time Equivalents 8.55 8.85 8.84 8.84


Court Clerk 6.00 6.00 6.00 6.00Court Clerk, Senior 1.00 1.00 1.00 1.00Court Supervisor 1.00 1.00 1.00 1.00Judge 0.55 0.55 0.65 0.50Judge Pro-Tem 0.00 0.00 0.20 0.34Total Full-Time Equivalents 8.55 8.55 8.85 8.84

NOTE: 0.84 FTE for Municipal Court Judges and Judge Pro-Tem report directly to the City Council and do not appear on any departmental organization chart; although the positions are funded through Legal and Judicial Services.


FTE Summary by Fund


Position Summary




Program: City Attorney Program Description: The Municipal Court has jurisdiction over misdemeanor criminal, traffic crimes and violations cited by the Springfield Police Department, Nuisance Code Enforcement, and Parking Control officers. The Court provides judicial services for the administration of justice, case and jury management, appointments of attorneys for indigent defense and interpreters, probation monitoring and enforcement and collection of bail, fines, and fees. The Court strives to maintain public confidence in the ability of the legal judicial system to uphold the rule of law, resolve legal contests in a fair and timely manner and to compel compliance with the laws that protect the safety and quality of life in the community.

Budget Highlights: Provide general counsel to City Council, Planning Commission and staff regarding planning and development proposals, economic development initiatives, contract development and review, code enforcement, Justice Center, Glenwood Development, Gateway Area, Human Resources, BOLI Issues, Environmental Services, Municipal Court, risk consultation, OLCC issues, public records, public meetings, ethics, and general counsel to Council and staff. An additional service that has been added this past year is labor negotiations.

Service Level Changes: No FY12 changes to the program. Actual recorded hours based on tracking for FY10 were 2,999. Our hours for FY11are estimated to increase from 2,124 to 2,316. Our proposed hours for FY12 are still scheduled to remain at 2,316. The hourly rate charged by the firm will change from $149.21 to $152.57



Program: City Prosecutor Program Description: The City contracts for Prosecution Services with David Logan. The City Prosecutor represents the City in Municipal Court and Appellate courts. Prosecution services are provided for all misdemeanor criminal and traffic crimes and for any violation cases in which the defendant has retained counsel. Services provided include screening of reports filed, negotiations for settlement of cases and for representation of the City in trials by court or by jury. The City Prosecutor also recommends revisions to the Municipal Code to conform with case law and state statutes, provides legal advice and training for the Police Department and maintains the criminal law library.

Budget Highlights: The opening of the municipal jail has created an additional demand on the City Prosecutor’s Office, particularly in the areas of completing discovery and preparation for trial. During FY11 additional resources were provided mid-year through the special levy for prosecutor services to allow for temporary help. Additional process improvement steps are being considered that would address this need on an ongoing basis.

Service Level Changes: None at this time. The possible impacts upon the City Prosecutor’s Office as a result of the municipal jail opening during this fiscal year are still under consideration. Caseloads and any change in trial patterns will be watched closely during the first part of the fiscal year.



Program: Municipal Court Program Description: The Municipal Court has jurisdiction over misdemeanor criminal, traffic crimes and violations cited by the Springfield Police Department, Nuisance Code Enforcement, and Parking Control officers. The Court provides judicial services for the administration of justice, case and jury management, appointments of attorneys for indigent defense and interpreters, probation monitoring and enforcement and collection of bail, fines, and fees. The Court strives to maintain public confidence in the ability of the legal judicial system to uphold the rule of law, resolve legal contests in a fair and timely manner and to compel compliance with the laws that protect the safety and quality of life in the community.

Budget Highlights: Since adoption of State statutes in November of 1997, case filings at the Municipal rather than state level has ensured prosecution of misdemeanor crimes committed in the City of Springfield.

The opening of the Springfield Municipal Jail on January 29, 2010, increased the ability of the court to hold offenders accountable and to increase the ability of the Court to compel compliance with sentencing orders, including payment of monetary penalties.

Caseload filings are currently estimated at 12,252 for FY13, with a total of $1,556,784 estimated in total fines imposed. Criminal case adjudication rates for FY13 are anticipated at 93%. Total collection for this fiscal year is currently estimated at $1,555,439 which includes fines and fee revenue to the city, and state fees.

The Court implemented new computer software on October 29, 2012. The new Tyler Technologies system offers enhanced customer services through on-line case adjudication options for violations and on-line web payments. The system will allow the Court to move closer to a “near paperless” operation and provides electronic signatures for Judges and defendants as well as automated workflows. The new system, however, does not provide integration to other local criminal justice agency systems or data propagation and coupled with the scope of changes implemented and/or to be implemented with the Tyler system, the transition will continue to have significant impact for Court staff until all functionality is brought fully operational. Police and Jail computer systems are scheduled to be implemented in late 2014, and these new systems will also have some impact for Court operations.

Service Level Changes: No service level change for FY14



Council Goals Key Processes Measurement Methods FY 13

Target FY 13 Actual

FY 14 Target

Pres

erve

Pub

lic S

afet

y Adjudication Services: Provide timely and expeditious case

processing

% of Violation cases meeting National Trial Court Standard 2.1.2 for consistent trend of 1:1 ration of cases filed to

disposed

100% 101% 100%

% of Misdemeanor cases meeting National Trial Court

Standard 2.1.2 for consistent trend of 1:1 ratio of cases

filed to disposed

100% 93% 100%

% of Misdemeanor cases meeting standard for 100% disposition within 90 days

(measurement includes FTA days)

75% 84% 100%

% of Misdemeanor Custody Trials Dismissed for "Lack of

Speedy Trial" (settings in excess of statutory 60 days)

0% 0% 0%

Trial Date Certainty: % of cases meeting National Trial

Court Standard 2.1.4 for disposition at first trial

75% 67% 80%

Probation Monitoring and Enforcement Services: Provide action to enforce court orders to

avoid patterns of systematic failure to fulfill criminal sentences

Overall Compliance Rate for collection of Victim Restitution

payments 75% 42% 80%

Fina

ncia

lly S

ound

and

Sta

ble

Gov

ernm

ent

Financial Services - Accounts Receivables: Provide and ensure timely and accurate receipting of

funds

% of days with 100% accuracy in balancing 100% 99% 100%

Financial Services - Accounts Payables: Provide and ensure timely payment of goods and

services received

% of non-payment delinquent penalties 0% 0% 0%

Financial Services - Financial Reporting: Provide and ensure

timely and accurate reporting and disbursement of funds

% of days with timely reporting of cash receipting

and distribution of funds 100% 98% 100%


Library Department


• Adult/Reference Services • Community Services • Support Services • Youth Services

Department Description The Springfield Library is an essential community resource providing citizens of all ages, backgrounds, and economic statuses access to information, education, early literacy training, and a wide range of family friendly programs. In addition, we provide high speed internet service as well as the ability to download digital audio books and e-books from home. Early Literacy Outreach has become a focal point of our service to youth with staff assignments and grant funding directed at improving every Springfield child’s ability to enter school “Ready to Read”. Another area of emphasis has been service to our Latino community where the Library has mounted award winning bi-lingual programs. Springfield teens are active at the library and this year the Teen Advisory Board won the 2012 Youth Volunteer Group of the Year Award from United Way and the Eugene Register Guard newspaper. This year we’ve added classes on using social media, downloading books to your e-reader, and citizen emergency response planning. The Library continues to excel at enlisting the support of community members through its active volunteer program and its citizen fund-raising groups. We continue to partner with other area libraries in expanding access to materials for all of our patrons through our shared, online, catalog and inter-library loan program. From emergent literacy for infants to job retraining for adults the Library strives to support all members of its community in achieving their educational and economic aspirations.

Mission The Library Department places a strong and continuing focus on the importance of public service contacts with our citizens. The Library continues to emphasize the importance of providing diverse materials and instructional and cultural programming for our patrons.


Library:

Library:



1,483,283$

1,621,748$

Library5%


95%

Library2%


98%



Expenditures by Category:Personal Services 1,083,794$ 1,138,208$ 1,195,165$ 1,245,925$ Materials and Services 171,715 172,785 230,841 258,080 Capital Outlay 116,697 129,918 120,002 117,743

Total 1,372,206$ 1,440,910$ 1,546,008$ 1,621,748$

Expenditures by Fund:General 1,287,777$ 1,333,601$ 1,386,253$ 1,483,283$ Special Revenue 37,137 42,513 93,343 72,828 Transient Room Tax 47,291 52,798 64,912 64,137 Vehicle and Equipment - 11,998 1,500 1,500

Total 1,372,206$ 1,440,910$ 1,546,008$ 1,621,748$

Expenditures by Sub-Program:Adult/Reference Services 372,485$ 408,814$ 414,149$ 438,995$ Youth Services 223,862 242,489 274,959 259,731 Community Services 31,335 34,316 42,500 32,000 Support Services 744,523 755,291 814,400 891,022

Total 1,372,206$ 1,440,910$ 1,546,008$ 1,621,748$

Library DepartmentFinancial Summary



Libr

ary

Dir

ecto

r (1

.0)

Libr

aria

n 1

(1.0

)

Libr

ary

Tech

nici

an

2 (3

.6)

Libr

aria

n 1

(0.5

)

Libr

ary

Tech

nica

l

Spec

ialis

t 2

(1.0

)

Libr

aria

n 1

(2.0

)

CO

MM

UN

ITY

SER

VIC

ES

SUPP

OR

T SE

RV

ICES

Libr

ary

Man

ager

(1.

0)

CH

ILD

REN

/YO

UTH

AD

ULT

Libr

ary

Ass

oc.

Man

ager

(.5

)

AD

ULT

/REF

EREN

CE

Libr

ary

Ass

oc.

Man

ager

(.5

)

Libr

aria

n 1

(1.5

)



General 12.81 11.81 11.90 11.90Transient Room Tax 0.50 0.50 0.50 0.50Special Revenue Fund 0.09 0.09 0.20 0.20Total Full-Time Equivalents 13.40 12.40 12.60 12.60


Librarian 1 4.00 3.80 4.00 5.00Library Director 1.00 1.00 1.00 1.00Library Manager 2.00 2.00 2.00 2.00Library Technician 2 * 5.40 4.60 4.60 3.60Library Technician Specialist 1.00 1.00 1.00 1.00Total Full-Time Equivalents 13.40 12.40 12.60 12.60

Position Summary


Library Department

FTE Summary by Fund



Library Department

Program: Adult/Reference Services Program Description: Adult/Reference Services strives to meet the informational, educational and recreational needs of adult users within our diverse community. Materials provided include books, magazines, newspapers, audio books, CDs, and DVDs in English and Spanish, as well as public access to the internet, reference databases, and downloadable media including audio and e-books. A reference help desk is staffed every hour that the library is open, providing skilled reference assistance in locating desired information, referrals or materials, including interlibrary loan service for borrowing items not found in the Library’s collection. Educational programming is offered on a periodic basis to provide cultural opportunities for adults within the community. Other services include meeting rooms and exam proctoring.

Budget Highlights: The Adult Reference Services budget provides funds for purchasing books and other print, audiovisual and electronic resources for the adult community; providing skilled reference staff assistance to Library users, including help with accessing information in various electronic formats; and sponsoring special programs geared primarily toward adult users.

Service Level Changes: None.


Council Goals Key Processes Measurement Methods FY13 Target

FY13 Actual

FY14

Target

To P

rese

rve

the

Hom

etow

n Fe

el,

Liva

bilit

y an

d En

viro

nmen

tal

Qua

lity The Quality of

Information Services is

Improved

Number of reference queries 19,000 21,786 22,000

Volumes added to the collection 13,500 13,106 13,200

Number of citizens accessing

Library web site 55,000 68,660 75,000

Number of public computer and

database uses 80,000 74,436 72,000

Attendance at adult programs 400 374 400


Library Department

Program: Community Services Program Description: Community Services works with the Library Board, Friends of the Library, the Library Foundation and the Teen Advisory Board to improve community dialogue with the Library, develop planning and funding strategies for future services, and to augment library revenues in order to improve and expand current services. In addition, the Library facilitates the work of the Springfield Arts Commission in increasing citizen awareness and support for the arts through youth workshops, monetary grants, a variety of public arts exhibits, the creation and maintenance of ART ALLEY, and support for the Downtown Artwalk program.

Budget Highlights: Both the Friends of the Springfied Library and the Springfield Library Foundation have established successful fund-raising activities that continue to generate significant contributions even in a down economy. Since 2009 they have donated $76,388 to support library services and programs from Summer Reading to Community Emergency Preparedness; from Early Literacy Outreach to “Friending” on Facebook, the entire community benefits from their hard work and generosity. The Library Advisory Board has grown to seven members in an effort to better represent our growing community; they will meet in work session with the City Council later this spring to explore service and funding options for future library services. The Teen Advisory Board has actively participated in the planning of programs and services for their peers, as well as assisting as volunteers for other Library programs. They were recognized this past spring as the Youth Volunteer Group of the Year by United Way and the Eugene Register-Guard.

In FY14 the Springfield Arts Commission has three specific goals. First, continue to increase the variety of programs that we can fund through the Heritage Arts Grants. In FY13 we continued to increase funding for a wider variety of programs. We hope to continue this trend going forward. Second, the Arts Commission will continue to promote and participate in the Second Friday Artwalks with a featured exhibit, a reception, and live music each month at City Hall. In FY13 we funded outdoor signs to advertise the Artwalk on Main Street, making the Arts Commission a listed sponsor of the project. In FY14, the Arts Commission hopes to explore more ways to collaborate with other community groups to bring to the Artwalks meaningful activities that will engage a growing number of residents. Third, the Arts Commission will continue to recruit and coordinate quality exhibits in the City Hall Gallery while increasing the participation of local artists. In addition to the Community Art Show and Mayor’s Art Show, the City Hall Gallery exhibited a new show each month including community focused shows by the Community Alliance of Lane County, the Grid Project and A3 high school students.





Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

To P

rese

rve

the

Hom

etow

n Fe

el,

Liva

bilit

y an

d En

viro

nmen

tal

Qua

lity The Quality of

Information Services is Improved

Increase total donations to Library 44,540 49,337 46,870

Increase membership of Support groups 369 148 176

Increase number of contributors to Library

Support groups 298 255 275

Art events & programs created, supported

and facilitated by the Springfield Arts

Commission

48 58 50


Library Department

Program: Support Services Program Description: The Support Services Division is responsible for the cataloging, processing, circulation, shelving and repair of library materials. The Division is also responsible for overall administration of the Library department, and supervision of the volunteer program.

Budget Highlights: The Support Services budget contains funds for support services staffing, as well as all centralized activities, such as utilities, telephone, contractual services, and training. Administrative services, budget preparation and public desk scheduling are included in this program. Support Services orders, receives, and catalogs all Library materials. This program runs a successful volunteer program that re-shelved some 300,741 items in 2012. Circulation services, which include overdue notices, damage notices, and patron registration, are a highlight of Support Services, serving some 18,600 Library users.

Service Level Changes: No service level changes anticipated.



Methods FY13

Target FY13

Actual FY14

Target

To P

rese

rve

the

Hom

etow

n Fe

el, L

ivab

ility

and

En

viro

nmen

tal Q

ualit

y

Access to Library Services and Collections Improved

Total Circulation 358,369 354,120 363,929

Patron Visits 183,618 176,585 157,938 Number of Library

cards issued 6,060 6,571 6,129

Volunteer hours 5,500 4,841 5,009


Library Department

Program: Youth Services Program Description: Youth Services provides a wide range of informational, educational, and recreational materials for children and young adults in our community. Materials include books, magazines, audio books, CDs and DVDs in English and Spanish, as well as public access to the internet, reference databases and downloadable media including audio and e-books. Skilled reference staff provides assistance locating information and resources for children, teens and adults. Special programs and activities are offered for cultural education and enrichment. Story hours, a summer reading program, a puppet festival, guest artists, teachers, authors and performers are scheduled throughout the year. Youth Services staff also provides tours and presentations to community groups and classrooms. Other services include a teen advisory board, educational game computers, and literacy-related activities such as puzzles and board games.

Budget Highlights: The Youth Services budget provides funds for purchasing books, magazines, audio-visual materials and Internet access for children and young adults. It provides reference staff for children and adults and special programs and activities for the educational and cultural enrichment of youth in our community.




Methods FY13

Target FY13

Actual FY14

Target

To P

rese

rve

the

Hom

etow

n Fe

el, L

ivab

ility

and

En

viro

nmen

tal Q

ualit

y

Student Success and Community

Literacy is Supported

Participation in Early Literacy Education

8,800 9,004 9,200

Participation in Elementary age

programs

10,667 13,734 15,000

Participation in Teen programs 500 346 500


Police Department


• Office of the Chief • Patrol Bureau • Investigations and Records • Municipal Jail • Services Bureau

Department Description The Police Department consists of the Office of the Chief, the Patrol Bureau, the Investigations and Records Bureau, and the Services Bureau.

The Office of the Chief manages the department's budget; recruits, selects and trains staff and develops, monitors and enforces department policies. This bureau has primary responsibility for interacting with other City departments and for representing the department in local and regional coordination efforts. Internal investigations, when necessary, are conducted by this bureau as well.

The Patrol Bureau staffs 5 or more police officers on the street, 24 hours a day and 7 days a week, and responded to 57,212 calls for service, dispatching officers to 49,345 of those, in 2012.

The Investigations and Records Bureau is responsible for follow-up investigations in criminal matters. In 2012 our Property Control Officers handled and tracked evidence for 4,393 criminal cases and worked to return recovered stolen property to the rightful owners. Records and Dispatch staff receive over 85,000 incoming telephone calls from the public, and in 2012 handled about 8,000 calls for service over the phone, which would otherwise require Police Officers to respond.

The Springfield Municipal Jail continues to provide detention space for municipal offenders in Springfield and provides Municipal Court Security and Prisoner Transports. In 2012, the Jail leased an average of 9 beds per day to other agencies, generating nearly $244,000 in revenue, and booked in 2248 inmates.

The Services Bureau develops the department's budget, seeks grant funding to implement special projects, and oversees support functions within the Department including Animal Control, Crime Prevention and the School Resource Officer program. During 2012, the volunteer program provided over 3500 hours of fleet maintenance support, and over 1500 hours of Crime Prevention and Animal Control support. During the holiday season, volunteers maintained a visible presence in Springfield shopping mall parking lots as a theft deterrent during evening hours.

The Department works closely with other agencies to coordinate services and provide the highest quality, lowest cost service to the citizens of Springfield.

Mission The Springfield Police Department strives to respond to the emergency and law enforcement needs of the community through response to calls for service in accordance with established priorities, visible police patrols, enforcement of traffic laws, investigation of crime and coordination with community service agencies, programs and activities.


Police:

Police:



13,442,736$

19,703,673$

Police41%


59%

Police 22%22%


78%



Expenditures by Category:Personal Services 13,929,413$ 14,604,933$ 15,312,989$ 16,011,818$ Materials and Services 2,766,489 3,106,852 3,361,036 3,203,855 Capital Outlay 214,023 296,431 655,476 488,000

Total 16,909,925$ 18,008,216$ 19,329,501$ 19,703,673$ Expenditures by Fund:

General 11,532,906$ 12,270,639$ 12,947,948$ 13,442,736$ Jail Operations 2,345,357 2,461,956 2,743,976 2,855,191 Police Local Option Levy 2,075,840 2,136,984 2,347,284 2,548,950 Special Revenue 797,185 879,551 801,593 623,796 Vehicle and Equipment 158,637 259,087 488,700 233,000

Total 16,909,925$ 18,008,216$ 19,329,501$ 19,703,673$ Expenditures by Sub-Program:

Office of the ChiefOffice of the Chief 1,263,081$ 2,531,416$ 2,677,238$ 2,545,857$ Professional Standards 391,906 273,629 290,545 303,920 State Confiscations/DEQ 11,857 15,505 35,000 25,000 Federal Confiscation - 2,820 90,000 100,000

InvestigationsInvestigations 2,252,128 2,069,572 2,035,344 1,978,778 Property Control 218,827 196,270 203,620 213,794 Records 711,994 828,412 943,524 1,006,204

Municipal JailJail Operations 2,326,656 2,453,629 2,725,963 2,836,111

Patrol BureauPatrol 6,549,611 6,394,938 6,563,298 6,803,719 Communications - 1,202,855 1,324,901 1,368,238 Traffic Enforcement 458,221 351,284 643,688 620,858 Patrol Community Services 333,795 346,959 392,037 408,608

Services BureauCommunity Services 337,143 411,943 353,479 399,884 Communications 1,474,827 328,514 461,447 425,000 Animal Control 90,679 121,948 119,803 162,516 Crime Prevention 207,460 211,480 196,966 209,778 School Resource Program 281,743 267,044 272,648 295,408

Total 16,909,925$ 18,008,216$ 19,329,501$ 19,703,673$

Police DepartmentFinancial Summary



OFFIC

E O

F T

HE C

HIEF

Chie

f o

f Po

lice (1.0

)

Pro

fessio

nal Stand

ards

& T

rain

ing Sgt. (1.0

)

Po

lice C

usto

dia

n (2.0

)

PA

TR

OL

Captain

(1.0

)

Watch C

om

mander Sgt. (6.0

)

Co

mm

unic

atio

ns (12.0

)

Po

lice O

ffic

er (39.0

)

Traffic

T

eam

(4.0

)

CO

MM

UN

ITY

SER

VIC

ES

Bureau M

anager (1.0

)

Sergeant (1.0

)

Anim

al C

ontro

l C

SO

1 (1.0

)

Crim

e Preventio

n C

SO

2 (2.0

)

Scho

ol R

eso

urce O

ffic

er (2.0

)

Detectiv

e (12.0

)

Offic

e Superviso

r (1.0

)

IN

VEST

IG

AT

IO

NS

Captain

(1.0

)

Sergeant (1.0

)

Pro

perty C

lerk (2.0

)

Call T

aker / R

eco

rds C

lerk (9.0

)

Po

lice Pro

gram

T

ech (1.0

)

Jail O

peratio

ns Supervis

or (1.0

)

Detentio

n Supervis

or (6.0

)

Detentio

n O

ffic

ers (10

.0

)

Detentio

n C

lerk (1.0

)

Departm

ental A

ssis

tant (1.0

)

Patro

l C

om

munit

y Servic

e O

ffic

er

(4.0

)



General 84.24 82.40 84.15 84.90Jail Operations 18.10 18.10 18.10 18.10Police Local Option Levy 20.00 20.00 20.00 20.00Special Revenue 3.66 3.67 0.75 0.00Total Full-Time Equivalents 126.00 124.17 123.00 123.00


Community Services Officer 1 1.00 1.00 1.00 1.00Community Services Officer 2 7.00 6.00 6.00 6.00Departmental Assistant 1.00 1.00 1.00 1.00Detention Officer 10.00 10.00 12.00 12.00Detention Supervisor 6.00 6.00 4.00 4.00Jail Operations Supervisor 1.00 1.00 1.00 1.00Police Call Taker/Records Clerk 9.00 9.00 9.00 10.00Police Captain 2.00 2.00 2.00 2.00Police Chief 1.00 1.00 1.00 1.00Police Custodian 2.00 2.00 2.00 2.00Police Dispatcher 12.00 12.00 12.00 12.00Police Office Supervisor 1.00 1.00 1.00 1.00Police Officer 58.00 57.17 56.00 56.00Police Records Clerk, Senior 1.00 1.00 1.00 0.00Police Records Technician 1.00 1.00 1.00 1.00Police Secretary 1.00 1.00 1.00 1.00Property Controller 2.00 2.00 2.00 2.00Sergeant 9.00 9.00 9.00 9.00Service Bureau Manager 1.00 1.00 1.00 1.00Total Full-Time Equivalents 126.00 124.17 123.00 123.00

Police DepartmentFTE Summary by Fund


Position SummaryJob Title/Classification:


Police Department

Program: Office of the Chief Program Description: The Office of the Chief is responsible for providing direction for the Police Department through planning, administering and coordinating department activities. It provides for management of the budget; facilities; fleet; reporting, evaluation and treatment procedures related to employee exposure to hazardous materials and injuries; policy development; recruitment; selection; training; and internal investigations.

Budget Highlights: The Office of the Chief will pursue opportunities to enhance the training program and career development opportunities for Department employees.



Council Goals Key Processes Measurement Methods

FY13 Target

FY13 Actual

FY14 Target

Fina

ncia

lly S

ound

and

Sta

ble

Gov

ernm

ent S

ervi

ces

Provide Human Resources to City Staff- Retention

# of Training Hours exclusive of Mandated

Training 2000 2056 2000

Provide Human Resources to City Staff- Retention

# of Training Hours average per Officer per

year 45 46 45

Secure Property and Personal Safety # Injuries and exposures 25 49 50

Pres

erve

Pu

blic

Sa

fety

Provide Human Resources to City Staff

% of Employees completing Mandatory

Training 100% 95% 100%


Program Performance Indicator Cont.:


FY13 Target

FY13 Actual

FY14 Target

Pres

erve

Hom

etow

n Fe

el, L

ivab

ility

and

Env

ironm

enta

l Q

ualit

y

Interact with Citizens % Citizens satisfied with

Service 95% 91% 95%

Interact with Citizens

% Citizens rating Dept. as good to excellent in protecting community 90% 86% 90%


% Citizens reporting they feel safe in their

neighborhoods at night 75% 69% 75%


% Citizens reporting they feel safe in their

neighborhoods in Daytime 98% 96% 98%


% Citizens reporting they had contact with

Department during last year 50% 40% 40%


Police Department

Program: Patrol Bureau Program Description: Members of the Patrol Bureau quickly respond to emergency calls for service. Officers abate criminal activity by arresting offenders, issuing traffic citations, reporting criminal activity and serving arrest warrants. Officers investigate traffic accidents and give aid to injured participants. Bureau members provide focused dispatch, traffic enforcement and parking and abandoned vehicle enforcement or removal. Patrol Bureau members provide police response to special and/or critical events, providing a sense of community safety while interacting with community members through outreach programs.

Budget Highlights: The Patrol Bureau will continue to respond to emergency and non-emergency calls for police service.




FY13 Target

FY13 Actual

FY14 Target

Pres

erve

Pub

lic S

afet

y

Continuously Improve Processes

60 Seconds Received to Dispatch for High Priority

Calls 90% 67% 90%


5 Minutes Received to Dispatch for Medium

Priority Calls 75% 80% 75%


10 Minutes Received to Dispatch on Low Priority

Calls 60% 64% 60%


% of Abandoned Vehicles removed within

30 days 90% 96% 90%


Crime Rate per 10,000 residents for Property

Crimes 622 770 650


Crime Rate per 10,000 residents for Persons

Crimes 177 171 165


Police Department

Program: Investigations and Records Program Description: The Investigations and Records Bureau provides follow-up investigation and case management of reported crimes; proactive investigation of narcotics and other serious crimes; securing, identifying, storing, and controlling evidentiary items (including hazardous materials); answering citizen requests for service, preparing crime/incident reports, maintaining and distributing department records, and managing the department’s data information systems. This Bureau is also responsible for command level supervision of the Municipal Jail.

Budget Highlights: The Investigations Bureau members investigate serious crimes against persons, fraud and identity theft cases. This bureau also manages property and evidence, maintains the Department’s records files, and provides command level supervision of the Jail.




FY13 Target

FY13 Actual

FY14 Target

Pres

erve

Pub

lic S

afet

y


% Property Crimes Assigned for

Investigation "cleared" according to UCR 50% 48% 50%


% Persons Crimes Assigned for

Investigation "cleared" according to UCR 95% 85% 95%


Police Department

Program: Municipal Jail Program Description: The Springfield Municipal Jail opened in FY 10, and provides detention space for municipal level offenders in Springfield. By operating a municipal jail, the Department will reduce the number of offenders who are released from custody prior to posting bond or who fail to appear for scheduled municipal court hearings. A jail provides the mechanism for the Courts to hold offenders accountable, whether the sanction is treatment, probation or incarceration. Reducing the failure-to-appear rate is a critical element to reducing future costs for police, courts and prosecution services.

Budget Highlights: The Municipal Jail will incarcerate municipal offenders in Springfield.




FY13 Target

FY13 Actual

FY14 Target

Fina

ncia

lly S

ound

an

d St

able

G

over

nmen

t Ser

vice

s

Implement Financial Strategies Increased Fine Recovery $400,000 $400,000 $400,000

Implement Financial Strategies Housing Fees Recovered $15,000 $6,952 $15,000

Pres

erve

Pu

blic

Sa

fety

Hold Offenders Accountable

Failure to Appear Rate Declines 10% 10% NA


Police Department

Program: Services Bureau Program Description: Members of the Services Bureau provide support services for Patrol and Investigations Bureaus. Bureau members provide crime prevention, animal control and school liaison services. The Services Bureau is also responsible for the development and implementation of budgets and grants, monitoring fiscal activities; and the procurement of vehicles and specialized equipment.

Budget Highlights: The Services Bureau will continue to provide support services to the rest of the Department.




FY13 Target

FY13 Actual

FY14 Target

Pres

erve

Hom

etow

n Fe

el,

Liva

bilit

y an

d En

viro

nmen

tal

Qua

lity Interact with Citizens

Neighborhood Watch Membership 2000 969 1500

Interact with Citizens Citizen Police Academy

Graduates 30 35 30

Interact with Citizens # Dogs Licensed 5500 3318 4500


CAPITAL BUDGET Introduction The FY14 Capital Budget, which follows, is based on the City's Capital Improvement Program (CIP), A Community Reinvestment Plan, which is a five‐year outlook of the City's planned physical improvements. The CIP includes cost estimates and projected financing for maintaining, improving, or adding to the City's increasing investment in fixed assets. These estimates, in turn, are derived from long term facilities master plans designed to anticipate City needs over a 20 year horizon. These fixed assets include streets, sidewalks, traffic signs and signals, street lights, sanitary sewer and drainage systems, and city‐owned buildings and property. The City's actual commitment to expend public funds occurs in the annual City budget process, with the first year of the CIP acting as a guide for the capital portion of the budget. In addition, the Capital Budget includes projects proposed for the Regional Wastewater Collection and Treatment Systems. These projects are included based on the actions of the Metropolitan Wastewater Management Commission (MWMC), which owns and oversees the Regional Wastewater Facilities serving the Eugene‐Springfield metropolitan area. The Springfield Capital Budget includes appropriations for these items to fulfill the City’s responsibilities under the Intergovernmental Agreement between the City, the City of Eugene, and Lane County which created the MWMC, and assigns financial and capital management functions to the City of Springfield. Each year City staff reviews cash flow projections, organizes and summarizes new projects along with unfunded projects from prior years, and develops a proposed allocation of project funding and a draft Capital Budget. This draft is reviewed by the City Manager, the Budget Committee, and the City Council before adoption of the final budget. Major funding sources include State and local fuel taxes, loans, revenue bonds, sewer and drainage user fees, assessments, and, as appropriate, revenues from System Development Charges (SDCs) previously collected. Additionally, from time to time the city receives grants, loans and other revenues from other levels of government, and from private entities, which are targeted to specific capital improvements. The Capital Budget appropriates these revenues as well, to the extent they pass through the City’s accounts. Because of limited revenues, many projects are either partially funded or simply cannot be funded during the next five years. Thus, projects that appear in the first year of the CIP may not be included in the FY14 Capital Budget. The proposed FY14 Capital Budget of $36.5 million is nearly $6 million less than the adopted FY13 Capital Budget, which reflects the completion or significant advancement of several City of Springfield wastewater projects. The MWMC portion of the capital budget remains steady and represents approximately one third of the capital budget total. The remaining $23.0 million is focused on necessary improvement and rehabilitation of City of Springfield facilities, with nearly 60% directed at wastewater and stormwater facilities. This level of activity reflects the City selling $10 million in storm drainage revenue bonds in October 2010 to fund several major capital projects related to the City’s obligation to address stormwater quality, permitting and threatened fish impacts.1 Additionally, the City anticipates spending the remaining 2009 wastewater revenue bond proceeds by the end of the first quarter of FY14. When these wastewater bonds were sold, the expectation was to complete the more than 40,000 linear feet of rehabilitation required in the 2001 Wet Weather Flow Management Plan and the Jasper Trunk Line Extension. However, as a result of the favorable bidding climate occasion by the recent recession, over 85,000 linear feet of sanitary sewer pipe rehabilitation was completed, as well as the installation of 11,150 linear feet of sanitary sewer upgrades, and 11,100 linear feet of the Jasper Trunk Line Extension. With the number of high priority projects accomplished with the initial bond proceeds, future bonds sales can be postponed beyond 2014, unless Council finds it necessary to elevate the priority of the remaining projects driven by growth and community development. For FY14, State and local fuel tax revenues continue to decline because of the recent recession and increased fuel efficiency that reduces revenue even in the face of increased miles traveled. While the Council has increased storm drainage and local wastewater user fees to maintain and enhance the level of preservation for those systems, the City does not have the authority to increase its local fuel tax until FY15. While the State Legislature approved an increase in

1 For bonding purposes, the local wastewater and stormwater utilities are combined into a single sewer utility.


the State fuel tax that became effective on January 1, 2011, the City has found that the increased revenue it receives from the State is insufficient to reverse the trend of declining revenues to support the City’s transportation system. This trend has led to the absence of regular street preservation activities in the capital and operating budgets resulting in a sharp decline in the condition of the local street system. In response, the City has embarked on a public outreach and education program to communicate the serious cost implications of deferring maintenance and preservation activities that had routinely been a part of both the operating and capital budgets to maintain our over $400 million (2008 value) transportation asset. Staff is now engaged in an effort to develop and present revenue alternatives to the Council to recover from a period of deferred maintenance and preservation before end of life cycle of the assets. Once a street segment reaches the end of its useful life it can no longer be preserved and must be reconstructed or allowed to completely deteriorate. In 2011, the City Council approved a new revenue source in the transportation system ‐ a Right‐of‐Way Use Fee for the Local Wastewater and Stormwater Utilities. The Fee is three percent of gross revenues from each Utility and helps fund ongoing operations and maintenance of the transportation system. However, the revenue from the Fee is not enough to fund the major capital preservation activity needed for within the City’s transportation system. A second significant aspect of capital funding is the continuing imbalance between user fees and SDCs as sources of capital funding. City staff has documented that in many cases user fees are funding a disproportionate share of capital projects. This condition is a result of the sluggishness of new building construction, which is the primary source of SDC revenue. In 2008, the City adopted updated wastewater and stormwater facility plans that identify significant new capital project and financing needs, and the SDC methodologies and rates were updated to reflect new projects and costs. Even though the increases in SDC rates tend to restore a proper balance between user fees and SDCs as the typical revenue sources for infrastructure financing, SDCs are designed to build up reserves of funding to permit construction of larger projects that typically provide capacity for community growth and development, not to provide immediate resources. The build‐up of SDC reserves has been slowed due to the sluggish economy and downturn in new development, and the decision by the City Council in FY12 and FY13 to temporarily reduce SDCs as an attempt at local economic stimulus.


Major Projects

Among the major capital projects included in the Capital Budget are the following: ♦ Franklin Boulevard Sanitary Sewer System Expansion – The expansion of the Franklin Boulevard Trunk Sewer

extends the Glenwood wastewater system from the end of the existing trunk line in Franklin Boulevard south to the Urban Growth Boundary. The City Council has made the redevelopment of Glenwood and the reconstruction of Franklin Boulevard a priority to promote development and community growth. The City has recently applied for funding to begin construction of the roadway project, elevating the priority for the sewer extension project. Funding to begin the planning and design phase was programmed and budgeted in FY13. It is proposed that construction funding be programmed for FY14 to ensure the sewer extension project is progressing ahead of any street construction work. Funding for the project is secured through wastewater user fee collections.

♦ Jasper Trunk Sewer Extension – The Jasper Trunk Sewer Extension will provide sewer service to the

Jasper/Natron urban growth area that is currently not serviced. The City Council has made this a priority project to promote development and community growth. In FY12 the project was divided into four separate construction contracts. Construction on the first phase is complete, and construction on the second phase is underway with completion anticipated in the first quarter of FY14. Construction of the first phase allowed for the decommissioning of the Lucerne Meadows Pump Station, which was due for major upgrades, and construction of the second phase will allow for the decommissioning of two more pump stations. Additionally, the design for the final phases of the project and acquisition of necessary easements will be complete by the end of FY13. Funding for the project was secured through the issuance of revenue bonds in 2009.

♦ Franklin Boulevard Reconstruction – The City has secured $1.2 million in a combination of Metropolitan Planning Organization (MPO), Springfield Economic Development Agency (SEDA), Transportation System Development Charges (SDC), and Lane Transit District (LTD) funds to complete the required documentation under the National Environmental Policy Act (NEPA) prior to project development and delivery. The NEPA process is recently underway, with the first step to clarify design elements and potential environmental impacts in order to reach agreement with Federal Highway Administration (FHWA) and ODOT on the necessary level of environmental documentation. In the coming months Council will be asked to support a ‘build alternative’ that will likely be evaluated as either an Environmental Assessment (EA) or a Categorical Exclusion (CE). The CE is much less expensive and time consuming than the EA, but may not be realistic based on the community’s values and goals for this project. The Franklin concept endorsed by Council in 2008 envisions sections of improved arterial and sections of a multi‐way boulevard treatment that includes access lanes and parking adjacent to the arterial. Project elements include roundabout intersections, median control, relocated EmX station platforms, space preserved for future dedicated EmX guideways, and provision of high quality bicycle and pedestrian facilities. The City has recently made application to the Statewide Transportation Improvement Program (2015‐2018 STIP) for $6 million, and will match that with a $3.5 to $5 million Oregon Transportation Infrastructure Bank loan to complete a Phase 1 improvement from the Franklin/McVey intersection to a logical terminus to the west. Construction is anticipated in 2016.

♦ Over‐Under Channel Pipe Replacement – The Over‐Under Channel is part of the City’s stormwater system serving mid‐Springfield from 5th to 28th Streets and from Main Street to Highway 126. The name of the Channel comes from the configuration of the system where stormwater is collected and conveyed in both an open channel and in a large pipe located under and adjacent to the channel. A portion of the piped system, from the east side of Silke Field to the outfall of the system into the Q Street Channel at Moffitt School, is a corrugated metal arch pipe (CMP) installed in the late 1950s and early 1960s. Staff has found that this CMP has reached the end of its useful life and is showing signs of corrosion and minor failures. In FY11, the City Council approved funding to design a replacement pipe system and identify the amount of additional funds needed for construction. Staff has been gathering data and will hire a consultant to evaluate the drainage basin and make recommendations for rehabilitating or upgrading the Over‐Under Channel Pipe in FY13. It is anticipated that project design will begin in FY14. FY14 Proposed Budget Attachment 31 Page 147 of 202

♦ Asset Management System Replacement Project – Replacement of failing Geographic Information Systems (GIS)

and Facilities Management (FM) systems that manage electronic inventories of City infrastructure and provide reliable and well integrated information for asset management and mapping functions. Functions serve activities such as planning, designing, constructing, maintaining, reporting, accounting, forecasting and operating City facilities, i.e., managing City facilities valued at approximately one billion dollars. Current phases of the project (wastewater and stormwater facilities information integration) are advancing under budget and on schedule to be completed FY13. Should sufficient funds become available staff will request authorization to complete the Street Integration Phase.

The CIP identifies capital projects by major systems and/or improvement categories and lists the various uses of capital funds. The following table shows the proposed Capital Budget funding by the various categories.

2013/2014 CAPITAL BUDGET Capital Projects By Category Stormwater Capital Improvements $ 6,234,650 Wastewater Capital Improvements $ 7,399,000 Transportation and Street Capital Improvements $ 519,477 Building and Facilities Capital Improvements $ 624,585 Miscellaneous Capital Improvements $ 424,000 Regional Wastewater $ 13,456,982 Dedicated Reserves $ 7,837,072

Total $ 36,495,766


Funding for the City’s Capital Budget comes from a number of the City’s accounting funds, depending upon the nature of the project. The following table shows spending in the proposed Capital Budget by fund.

Capital Projects by Fund Type Amount Local Wastewater Capital Fund $ 7,419,000 Wastewater Capital Fund Dedicated Reserve $ 2,373,000 Development Projects Fund $ 224,007 Drainage Capital Fund $ 5,196,000 Drainage Capital Fund Dedicated Reserve $ 4,554,500 Regional Wastewater Capital Bond Fund $ 10,469,756 Regional Wastewater Capital Fund $ 2,987,226 Street Capital Fund $ 133,000 Street Capital Fund Dedicated Reserve $ 170,896 SDC Local Storm Improvement Fund $ 1,134,650 SDC Local Storm Improvement Dedicated Reserve $ 149,176 SDC Local Storm Reimbursement Fund $ 66,000 SDC Local Wastewater Improvement Fund $ 127,000 SDC Local Wastewater Reimbursement Fund $ 54,000 SDC Regional Wastewater Improvement Fund $ 0 SDC Regional Wastewater Reimbursement Fund $ 0 SDC Transportation Reimbursement Fund $ 0 SDC Transportation Improvement Fund $ 442,477 SDC Transportation Improvement Dedicated Reserve $ 589,500 Booth‐Kelly Fund $ 250,000

Total $ 36,495,766 Three of the funds listed above have no capital expenditures budgeted for FY14. These are the SDC Regional Wastewater Reimbursement Fund, SDC Regional Wastewater Improvement Fund, and the SDC Transportation Reimbursement Fund. MWMC opted in FY10 to limit expenditures in the two Regional SDC funds to debt service payments and to continue the capital program using the Regional Wastewater Capital Bond Fund and the Regional Wastewater Capital Fund. Therefore, no expenditures are shown in the Capital Budget for the two SDC funds and they are shown here for reporting purposes. Also shown above in italics are the designated dedicated reserves within five of the funds: Wastewater Capital Fund Dedicated Reserve, Drainage Capital Fund Dedicated Reserve, Street Capital Fund Dedicated Reserve, SDC Local Storm Improvement Dedicated Reserve, and the SDC Transportation Improvement Dedicated Reserve. These five dedicated reserves contain funds that have been set aside for specific projects but that are not expected to be needed for those projects in FY14.

Operating Impact of the Capital Budget The City's financial management policies require that the City’s operating budget reflect the effect of projects in the Capital Budget. Many capital projects that are classified as preservation projects are intended to limit increases in operating and maintenance expenditures by preserving and extending the useful life of the City's infrastructure. Long‐term financial plans prepared for the City's operating funds consider the impact of these improvements on efficiency when forecasting growth in operating expenditures for the next several years. Other capital improvement projects that involve development of new facilities or new and expanded infrastructure may result in additional operating costs or savings in future years.


For example, while new fire station construction will result in additional staffing and operations costs, repaving a street, or bringing it to full City standards typically results in a reduced need for maintenance. These costs or savings are not included in the capital budget estimates, but rather are incorporated into the operating budget beginning in the year that the facility is anticipated to become operational. An important element of the CIP process is the consideration of any future increases in operating costs that may result from capital activity so that estimates of those costs can be incorporated in the appropriate long‐term financial plans for the affected funds. In a governmental setting, these operating impacts often occur in funds other than those in which the capital expenditure is recorded. As projects move from the CIP into the Capital Budget they are reviewed to evaluate the impact on the appropriate operating fund budget. Analysis of the FY14 Capital Budget indicates that a large number of projects do not have a measurable operating impact. In many cases these projects are planning activities, which do not result in additional infrastructure or equipment. For example, projects that do not have any impact on the City’s operational budget include expenditures to participate in a regional waterways study, to plan Franklin Boulevard improvements, and to complete base map updating. The Capital Budget includes approximately $1 million in the category of projects that appear to have no significant operational impact. A second category of capital projects that are not estimated to have operating impacts are those where the capital expenditure is designed to replace or upgrade existing systems. In many cases, there may be operating efficiencies or future cost avoidance that results from the improvements, but these impacts are not presently quantifiable and are believed to be marginal. Examples in this project category include preservation projects for streets, drainage and sanitary sewers where the only operating impact is potential avoidance of future costs that might occur if repairs or replacement do not occur on a timely basis. Approximately $4.2 million is budgeted for such projects. Projects such as the $1,000,000 budgeted for replacing the wastewater main South 2nd Street may have little or no operational impact, but instead prevent the need to make significant capital investments that might otherwise be required to increase the handling capacity of the sanitary system. A third category of projects not presently estimated to have an impact on the operating budget includes those where the scope of the project is not sufficiently defined to develop an estimate. An example of this category of projects where definition is inadequate to determine operational impact is the $131,000 budgeted for City participation in private projects. These expenditures will be used to support a variety of capital improvements such as streets and sewers that are constructed by private developers. The City’s participation pays for portions of those capital expenditures which are principally for the benefit of the general public, not the particular development. While there will be an operating impact to the City after these projects are completed by developers and the infrastructure is donated to the City, the maintenance impact of the City participation portion of project costs is not calculated. In dollar terms, the cost of capital projects expected to result in increased operating expenditures, excluding MWMC projects and dedicated reserves, total over $16 million. The increased operating costs resulting from these capital improvements are estimated to be about $130,000 annually. The majority of this cost is for projects that will result in the need to increase staffing in future years as the infrastructure asset base grows. However, it is typical that not all projects are constructed in the same year they are funded. Therefore, the project and operating values are typically less than stated above.


CITY OF SPRINGFIELD

2013 - 2014 CAPITAL BUDGET

PROJECTS FUNDING FUND AMOUNT

Stormwater Capital Improvements

1. South 59th St., Aster, & Daisy Street Drainage SDC Local Storm Improvement Fund 440 $209,000TOTAL $209,000

2. Island Park Drainage Capital Fund 425 $237,000SDC Local Storm Improvement Fund 440 $228,000Dedicated Capital Fund Reserve 425R $1,400,000TOTAL $1,865,000

3. Drainage Repair Drainage Capital Fund 425 $200,000TOTAL $200,000

Description: This project involves the rehabilitation of Springfield drainage system to repair or replace older pipe in the system and solve flooding problems. This project also includes rehabilitation of catch basins and culverts to prevent flooding and reduce street surface failures due to poor drainage.

4. Metro Waterways Study Drainage Capital Fund 425 $45,000SDC Local Storm Improvement Fund 440 $225,000TOTAL $270,000

Description: Springfield is participating, along with Eugene and Lane County, in an ongoing Army Corps of Engineers General Investigation Study authorized under the Water Resources Development Act. Springfield's share (25%) of this three year, $3,500,000 project is estimated to be $875,000. The currentproject is a feasibility study necessary to identify future water quality projects within the Eugene/Springfieldmetropolitan watershed. CIP projects, such as Channel Improvements, Flood Plain Mapping (currently underway) and McKenzie Oxbow will qualify as in-kind match and satisfy the balance of the local obligation. The Cedar Creek Drainage Basin has been identified as the initial project in the MetroWaterways Study.

5. Channel Improvement Drainage Capital Fund 425 $583,000SDC Local Storm Improvement Fund 440 $8,000SDC Local Storm Reimbursement Fund 441 $35,000TOTAL $626,000

Description: This project is intended to provide improvements to key drainage ways to address barriers to fish passage, and to correct previous channel modifications that have caused deterioration of water quality and fish habitat functions. The improvements include culvert replacements orretrofits, road crossing and outfall modifications and channel restoration.

6. Implement MS4 Permit Requirements Drainage Capital Fund 425 $15,000SDC Local Storm Reimbursement Fund 441 $15,000TOTAL $30,000

Description: Develop and implement programs and projects to comply with the National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer (MS4) Discharge permit.

Description: Phase 1 of this project is to install 350 feet of 42 inch storm sewer in the area of South 59th Street and Aster Street. Phase 2 will be to install additional parallel stormwater pipe in Daisy Street to provide additional capacity.

Description: These projects are intended to improve stormwater quality from urban runoff in two heavily trafficked downtown drainage basins. Stormwater from these basins drain to the Springfield Mill Race and the Island Park Slough, both of which have significantly impaired water quality.


CITY OF SPRINGFIELD



7. Riparian Land Management/Acquisition Drainage Capital Fund 425 $33,000SDC Local Storm Improvement Fund 440 $242,650SDC Local Storm Reimbursement Fund 441 $16,000TOTAL $291,650

Description: This project provides funding for consultant services to evaluate riparian buffer areas,City and other activities affecting them, and for purchase of riparian area lands from private propertyowners where needed to meet City regulatory objectives for stormwater management, flood control and habitat protection.

8. Stormwater Facilities Master Plan Drainage Capital Fund 425 $85,000SDC Local Storm Improvement Fund 440 $85,000TOTAL $170,000

Description: Provides consultant services to update the current City-wide Stormwater Facility Master Plan to address stormwater conveyance and quality management throughout the City and itsurbanizable area.

9. Booth Kelly Storm Water Drainage Plan Implementation Booth Kelly Fund 425 $299,000618 $50,000

TOTAL $349,000Description: Drainage master plan implementation for the Booth Kelly site.

10. Gray Creek Flow Enhancements SDC Local Storm Improvement Fund Reserve 440R $149,176TOTAL $149,176

Description: Design and construct Channel improvements to relieve flooding in Gray Creekand to provide capacity for anticipated flows from future developments.

11. Glenwood Blvd. Drainage Improvements SDC Local Storm Improvement Fund 425 $50,000TOTAL $50,000

12. Millrace Study/Design Drainage Capital Fund 425 $65,000425 $138,000

TOTAL $203,000Description: Continuation of the design and construction of new flow control requirements forthe Millrace, mandated by federal and state regulators.

13. Channel 6 Drainage Capital Fund 425 $457,000SDC Local Storm Improvement Fund 440 $16,000TOTAL $473,000

Description: Improvements to the existing storm drainage pipes and channel, a proposed by-pass pipe,and construction of a new regional detention facility.

14. Fire Station Washrack Drainage Capital Fund 425 $1,000TOTAL $1,000

Description: This project creates basic vehicle wash facilities at each fire house to ensure that vehicle washwater does not enter the storm system. Presently, three of five stations have been completed with Station #4 and Station #14 remaining.

Description: The City owns the Glenwood Boulevard Bridge over the Union Pacific Railroad tracks. Staff has determined that the existing measures for collecting stormwater runoff from Glenwood Boulevard and the Bridge are insufficient to protect the bridge and supporting embankments from water and erosion damage. This project involves installing new drainage infrastructure on the southerly approach to the Bridge to intercept the water and convey it safely down slope.


CITY OF SPRINGFIELD



15. Mill Race Stormwater Facility Drainage Capital Fund 425 $491,000SDC Local Storm Improvement Fund 440 $80,000Dedicated Capital Fund Reserve 425R $1,254,500TOTAL $1,825,500

16. Jasper-Natron Drainage Capital Fund 425 $220,000Dedicated Capital Fund Reserve 425R $500,000TOTAL $720,000

17. Over/Under Channel Drainage Capital Fund 425 $1,839,000TOTAL $1,839,000

18. Cedar Creek (Intake Reconstruction) Dedicated Capital Fund Reserve 425R $500,000TOTAL $500,000

19. Lower Mill Race Drainage Capital Fund 425 $180,000Dedicated Capital Fund Reserve 425R $900,000TOTAL $1,080,000

20. Channel 6 FIRM Update Drainage Capital Fund 425 $19,000TOTAL $19,000

21. Mill Race FIRM Update Drainage Capital Fund 425 $19,000TOTAL $19,000

22. 42nd Street Dike Study Drainage Capital Fund 425 $49,000TOTAL $49,000

Total Stormwater Improvements $10,938,326

Description: Stormwater treatment facility as part of the Mill Race Restoration Project located on land immediately north of the present Mill Pond.

Description: The funding provided in the capital budget is for the first phase of a estimated $4,000,000 need. The first phase is of this project provides additional studies to identify the downstream impacts and design the project and its mitigation measures.

Description: The Over-Under Channel system includes about 3,900 linear feet of corrugated metal arch pipe (CMP) under the existing channel. This project is intended to replace the existing CMP with a new pipe, as well as provide a parallel pipe for additional capacity as recommended in the 2008 Stormwater Facility Master Plan.

Description: This project, the first of those identified in the multi-year study (Metro Waterways Study), is the reconstruction of the intake structure and associated channel improvements to the inlet of Cedar Creek from the McKenzie River.

Description: Construct a daylight or diversion pretreatment structure, an offline water quality treatment facility, and a green pipe open channel improvement. Additional detail for this multi-faceted project are in WQ-12 project of the Stormwater Facilities Master Plan.

Description: Using consulting services, prepare a scope document for a new flood plain study to update the Flood Insurance Rate Map (FIRM) for SCS Channel 6 from 10th Street to the I-5 Channel to incorporate numerous construction changes that have occurred along SCS Channel 6 in the past 40 years.

Description: Using consulting services, prepare a scope document for a new flood plain study to update the Flood Insurance Rate Map (FIRM) for the Springfield Mill Race from the inlet at Clearwater Park to the outlet at Island Park to incorporate construction changes.

Description: Conduct a study of the condition of the High Banks Road (42nd Street) Dike to identify any structural or non-structural deficiencies and to evaluate the potential for obtaining federal accreditation of this Dike as a flood control facility under the National Flood Insurance Program and for compliance with the NationalLevee Safety Program.


CITY OF SPRINGFIELD



Wastewater Capital Improvements

1. S. 2nd Street Sewer Replacement Local Wastewater Capital Fund 409 $1,000,000TOTAL $1,000,000

2. 10th and "N" Street Upgrade Local Wastewater Capital Fund 409 $3,316,000TOTAL $3,316,000

3. 58th Street Flow Control Facility Local Wastewater Capital Fund 409 $660,000TOTAL $660,000

Description: Construct approximately 4,900 linear feet of 15 inch wastewater pipe as a wet weather flowcontrol facility. This project is identified in the 2008 Wastewater Master Plan as a priority project to eliminate potential sanitary sewer overflows.

4. Wastewater Master Plan Update Local Wastewater Capital Fund 409 $43,000SDC Local Wastewater Improvement Fund 443 $42,000TOTAL $85,000

Description: Provides funding for planned 5 year review and update of the 2008 Wastewater Master Plan.

5. Jasper Road Trunk Sewer Local Wastewater Capital Fund 409 $981,000TOTAL $981,000

Description: Design of 18,000 feet of 27 to 10 inch diameter sewer along Jasper Road from 42nd Streetto Natron. This budget allocation will also fund the purchase of easements for the future constructionproject.

6. Sanitary Sewer Repair SDC Local Wastewater Reimbursement Fund 409 $212,000TOTAL $212,000

7. Hayden Lo Pump Station Local Wastewater Capital Fund 409 $200,000TOTAL $200,000

8. River Glen Pump Station Local Wastewater Capital Fund 409 $250,000TOTAL $250,000

Description: This project involves the contracted repair or replacement of sanitary sewers to Natron. This budgeallocation will also fund the purchase of easements for the future construction project.

Description: Replace the sanitary sewer line in S. 2nd Street, upgrading a portion of the line from 8 inch to 12 inch to better accommodate the permitted industrial discharges, as well as the future Harbor Drive Pump Station. The project will also correct identified grade issues as well as inflow/infiltration concerns.

Description: Construct approximately 6,500 linear feet of 24 inch wastewater pipe parallel to the existing 24 inchwastewater pipe. This project will require the line to be bored under Highway 126. This project is identified in the 2008 Wastewater Master Plan as a priority project to eliminate potential sanitary sewer overflows.

Description: The 2008 Wastewater Master Plan recommends that the existing pump station be upgraded to provide 2 pumps with a minimum of 494 gpm capacity each.

Description: The 2008 Wastewater Master Plan recommends that the existing pump station be upgraded to provide 2 pumps with a minimum of 664 gpm capacity each.


CITY OF SPRINGFIELD



9. Franklin Boulevard Sewer Ext. Local Wastewater Capital Fund 409 $590,000Dedicated Capital Fund Reserve 409R $2,373,000TOTAL $2,963,000

10. E. 17th Avenue Sewer Local Wastewater Capital Fund 409 $105,000TOTAL $105,000

Total Wastewater Improvements $9,772,000

Transportation and Street Capital Improvements

1. Transportation Demand Project SDC Transportation Improvement Fund 447 $66,000TOTAL $66,000

Description: Participate in regional demand management program to create a transportation management area in the Gateway/PeaceHealth part of the City. The City is required to providematching funds.

4. Traffic Control Projects SDC Transportation Reimbursement Fund 446 $0SDC Transportation Improvement Fund 447 $185,000TOTAL $185,000

Description: This project is for installation of new traffic signals and modification of existing signals or installation of roundabouts at various intersections in town. Potential candidate intersections include: Thurston Rd. and 66th St., S. 42nd St. and Daisy St., S. 42nd St. and JasperRd., 42nd and Marcola Rd. The modification of signals may include change to permissive left turn at some existing signalized intersections.

5. Gateway Area Traffic Improvements SDC Transportation Improvement Fund 447R $384,500TOTAL $384,500

7. Beltline/Gateway Intersection SDC Transportation Improvement Fund 447 $133,000447R $205,000

TOTAL $338,000

Description: Properties along the south side of E. 17th Avenue in Glenwood, between Glenwood Boulevard and Henderson Avenue, do not have public wastewater service available. The City and Lane County have entered into an Intergovernmental Agreement (IGA) in 2011 for pavement rehabilitation and jurisdiction transfer of Glenwood Boulevard. This IGA includes the option for the City to pay the County for pavement rehabilitation onthis segment of E. 17th Avenue if the City has funds available. City desires to install the needed public wastewater line prior to the pavement rehabilitation in 2014.

Description: This Project expands the Glenwood wastewater system from the existing 30 inch trunk line in Franklin Boulevard south with approximately 3,900 feet of 15 inch pipe and 2,400 feet of 8 inch pipe. Wastewater trunk lines are typically cleaned annually and video inspected by maintenance every five years.

Description: Intersection improvements at Gateway/Beltline and surrounding intersections, including construction of a couplet and purchase of right-of-way. CIP project funding contributes to overall project estimate of $30 million. Presently Phase 1 improvements are being constructed.

Description: Transportation improvements at various locations in the Gateway area to increase capacity, relieve congestion, and improve safety


CITY OF SPRINGFIELD



9. Franklin NEPA SDC Transportation Improvement Fund 420 $0447 $15,027

TOTAL $15,027

11. ITS - Gateway/Beltline Development Projects Fund 447 $3,450TOTAL $3,450

12. Glenwood Boulevard Bridge Repairs Development Projects Fund 434 $4,000TOTAL $4,000

13. South Bank Viaduct Extension Street Capital Fund 434 $83,000SDC Transportation Improvement Fund 447 $5,000TOTAL $88,000

14. Street Light Pole Test, Treat & Replace Development Projects Fund 434 $25,000TOTAL $25,000

15. S. 42nd Street Reserve Street Capital Fund 434R $170,896TOTAL $170,896

Total Transportation and Street Improvements $1,279,873

Description: ITS projects in various locations to increase communications, capacity, safety and traveler information. Funding is set aside in this program and as projects are identified that fit into this category they are given an individual account and at that time another source of funding will be identified to match the allowable SDC funds. This funding is set aside to support the communications for the Gateway/Beltline Project.

Description: The Glenwood Connector Path Extension (GCPE) is located along the south bank of the Willamette River between the Oldham property on the north side of Franklin Boulevard and the Glenwood Blvd. intersection. The Glenwood Connector Path Extension temporarily connects the Glenwood Connector Path to Franklin Blvd., until the planned Glenwood Riverfront Path is constructed.

Description: Test and treat light poles at 10 year intervals and replace rotting poles and broken conduits in the City owned street light system.

Description: The City owns the Glenwood Boulevard Bridge over the Union Pacific Railroad tracks. Staff has determined that the joints between the bridge deck and the adjoining pavement are insufficient to protect the bridge deck and pavement from damage due to thermal expansion and contraction.

Description: Money set aside from the State deposit for jurisdictional transfer. This money is set aside for future preservation activities on S. 42nd Street.

Description: Complete project refinement, including National Environmental Policy Act (NEPA) documentation for future improvements to Franklin Boulevard, the Franklin/Glenwood and Franklin/McVay intersections to support Glenwood redevelopment and regional mobility for transit, bicycles/pedestrians, and autos. Contribute to the required local match for any federal funding received.


CITY OF SPRINGFIELD



Building and Facilities Capital Improvements

1. Building Preservation Building Preservation Fund 420 $194,007TOTAL $194,007

2. Justice Center Planned Facilities 428 $155,578TOTAL $155,578

Description: Major maintenance contracted activities and unanticipated emergency facility equipment replacement. There is a fund balance maintained in the event of a major, unforeseen expenditure. It is anticipated that more funds are needed and will be added once identified.

2. Booth Kelly Roof Repair Booth Kelly Fund 618 $100,000TOTAL $100,000

Description: Structural repair and improvements to the Booth-Kelly Center buildings.

3. Booth Kelly Building Repair Booth Kelly Fund 618 $40,000TOTAL $40,000

4. Firing Range Decommissioning Drainage Capital Fund 425 $75,000TOTAL $75,000

5. Booth Kelly Water Isolation and Repair Booth Kelly Fund 618 $30,000TOTAL $30,000

6. Booth Kelly Facilities Assessment and Plan Booth Kelly Fund 618 $30,000TOTAL $30,000

Total Building and Facilities Improvements $624,585

Description: This project involves the clean-up of the outdoor firing range formerly used by the Police Department, including lead mining, removal of miscellaneous materials, and overall environmental assessment of the site.

Description: Perform preservation, maintenance and repair projects on City-owned buildings, including City Hall, Fire Stations, Museum, Justice Center, and Maintenance Facilities. Projects can include the repair, renovation or replacement of structural, mechanical, electrical, and plumbing systems. Other projects can includepainting, roofing, lighting, alarm and elevator projects as well as repair and/or upgrades to aesthetic and architectural elements.

Description: Repair a small building at the Booth Kelly site. This project is related to the Mill Race Restoration Project.

Description: This project will consist of a water isolation analysis to the Booth Kelly Complex grounds in order to locate a slow water leakage.

Description: Hire a consultant to do a comprehensive assement of the Booth Kelly facilities and produce a report with necessary repair work prioritized.


CITY OF SPRINGFIELD



Miscellaneous Capital Improvements

1. City Participation in Private ProjectsSDC Transportation Reimbursement Fund 446 $0SDC Local Wastewater Reimbursement Fund 442 $33,000SDC Local Storm Reimbursement Fund 441 $0SDC Transportation Improvement Fund 447 $35,000SDC Local Wastewater Improvement Fund 443 $34,000Drainage Capital Fund 425 $34,000Local Wastewater Capital Fund 409 $0SDC Local Storm Improvement Fund 440 $28,000TOTAL $164,000

2. Special Projects Development Projects Fund 420 $30,000TOTAL $30,000

Description: Special Projects provides funding for FY11 Economic Development and relatedprojects in which the City may wish to participate. The City Manager manages the Special Projects budget.

3. Topographic ReMapping Local Wastewater Capital Fund 409 $21,000Drainage Capital Fund 425 $21,000Street Capital Fund 434 $21,000SDC Local Storm Improvement 440 $13,000SDC Local Wastewater Improvement Fund 443 $51,000SDC Local Wastewater Reimbursement 442 $21,000TOTAL $148,000

4. Asset Management Development Projects Fund 434 $0425 $41,000409 $41,000

TOTAL $82,000

Total Miscellaneous Improvements $424,000

Description: Replace out-of-date topographic maps (base maps) for the entire City that were last developed in 2000. The new maps will capture the new development and other changes that have occurred over the past decade.

Description: City cost participation in public improvements constructed in private developments under the City's Construction Permit process. To respond to known and potential private development projects, it is necessary to budget $100,000 each fiscal year in each infrastructure program area, i.e. Transportation, Local Wastewater and Stormwater, and the programmed funds for FY11 are only those necessary to meet that need. Currently other programmed funds are not yet tied to specific projects.

Description: Replace failing Geographic Information Systems (GIS) and Facilities Management (FM) systems that manage electronic inventories of City infrastructure and provide reliable and well integrated information for asset management and mapping functions.


CITY OF SPRINGFIELD



Regional Wastewater Program

1. Facilities Plan Engineering Services Regional Wastewater Capital Bond Fund 412 $70,000TOTAL $70,000

3. Influent PS/Willakenzie PS/Headworks Regional Wastewater Capital Bond Fund 412 $306,256TOTAL $306,256

Description: This project provides influent pumping improvements and headworks expansion requiredto accommodate the 2025 peak wet weather flow of 277 mgd.

7. Primary Sludge Thickening Regional Wastewater Capital Fund 433 $30,320TOTAL $30,320

9. Biosolids Force Main Rehab Regional Wastewater Capital Bond Fund 412 $1,373,000TOTAL $1,373,000

10. Sodium Hypochlorite Conversion Regional Wastewater Capital Bond Fund 412 $328,500Regional Wastewater Capital Fund 433 $2,632,166TOTAL $2,960,666

11. Tertiary Filtration I Regional Wastewater Capital Bond Fund 412 $500,000TOTAL $500,000

Description: Filtration: includes infrastructure/support facilities for 30 mgd of filters; install filtercells sufficient for only 10 mgd.

12. Regional Wastewater Capital Fund 433 $184,740TOTAL $184,740

14. Line Biosolids Lagoons Phase IV Regional Wastewater Capital Bond Fund 412 $2,132,000TOTAL $2,132,000

Description: Reline existing lagoons, Phase 4 at the Biosolids Management Facility (BMF).

Capacity Management Operation and Maintenance (CMOM)

Convert existing chlorine gas system to sodium hypochlorite for base flow. Retain the existing chlorine contact basins. Install system with capability for high rate disinfection of primary effluent diversion assuming high dosages of chlorine into a new chlorine contact basin.

Description: Thin Primary sludge pumping and piping systems to gravity thickeners, two, 50 foot diameter gravity thickeners (covered for odor control), supernatant overflow pumping and piping, thickened sludge piping/pumping to digesters. Includes funds for landscaping in vicinity of thickeners.

Description: Engineering services for analysis, interpretation, cost estimating and assistance related to the 2004 MWMC Facilities Plan..

Description: This project (formerly identified as the WWFMP Update project) supports and guides ongoing collection system capacity management, operations and maintenance (CMOM) programs to address Inflow and Infiltration (I/I) and sanitary sewer overflows (SSO’s).

Description: Investigate, repair, and/or replace sections of the biosolids force main (piping system)where struvite deposits reduce the pipe diameter and cannot be removed by an acid washing method.


CITY OF SPRINGFIELD



15. Thermal Load Mitigation: Pre-Implementation Regional Wastewater Capital Fund 433 $140,000Regional Wastewater Capital Bond Fund 412 $560,000TOTAL $700,000

16. Thermal Load Mitigation: Implementation 1 Regional Wastewater Capital Bond Fund 412 $700,000TOTAL $700,000

17. Tertiary Filitration - Phase 2 Regional Wastewater Capital Bond Fund 412 $3,000,000TOTAL $3,000,000

18. WPCF Lagoon Removal/Decommissioning Regional Wastewater Capital Bond Fund 412 $1,500,000TOTAL $1,500,000

Total Regional Wastewater Program $13,456,982

$28,658,694$7,837,072

$36,495,766

Description: The phased work program will install infrastructure/support facilities for 30 mgd of filters for tertiary filtration of secondary treated effluent. Phase 2 is planned to install filter system technology sufficient foranother 10 mgd of treatment that will increase the total filtration capacity to 20 mgd. The Phase 3 project will install the remaining filtration technology to meet the capacity needs identified in the 2004 MWMC Facilities Plan.

Description: This project decommissions the existing biosolids lagoon at the Water Pollution Control Facility (WPCF) and adds solids handling facilities to manage biosolids during digester cleaning events.

Description: This project includes the phased recycled water planning effort and feasibility studies, study and planning of associated thermal load mitigation measures such as riparian shading and water quality trading credit activities, and permit negotiation and legal strategy related to the temperature TMDL and NPDES permit renewal.

Description: This project implements thermal load mitigation projects strategized for regulatory compliance and additional environmental and community benefits. The projects will include recycled water use expansion at MWMC and/or community partner facilities, riparian shade projects (initially being implemented on Cedar Creek and Springfield Mill Race), and potentially water quality trading credit strategies through shade credit investments and collaborative partnerships for permit compliance.

TOTAL

TOTAL CAPITAL BUDGET TOTAL DEDICATED RESERVES


FY14 Proposed Non-Departmental BudgetAll Non-Departmental Categories:

Contingency0%

Debt Activities9%

Interfund Transfers15%

Reserves73%

Statutory Payments6%

Unappropriated Balances

0%

Expenditure Category Adopted Percentage

Contingency 600,000$ 0.3%

Debt Activities 17,040,246 9.1%

Interfund Transfers 22,144,059 11.8%

Reserves 137,137,423 72.9%

Statutory Payments 10,778,067 5.7%Unappropriated Balances 514,495 0.3%

Total 188,214,290$ 100.0%

FY14 Non-Departmental


NON-DEPARTMENTALContingency

FY14Proposed

General Fund 600,000$

Total Contingency 600,000$

Contingency appropriations are authorized by ORS 294.435 to provide a resource for occurrences or emergencies which cannot be foreseen at the time of budget preparation. Authorization by the City Council is required prior to the use of these funds. When authorization is granted, appropriations are transferred from the Contingency appropriation to the designated approved expenditure appropriation.

Financial Summary - by Fund


FY14Proposed

Bond Sinking Fund 3,287,968$ Booth-Kelly Fund 1,130,122 General Fund 230,715 Regional Wastewater Debt Service Fund 7,711,426 Regional Wastewater Fung 1,358,543 SDC Administration Fund 589,217 Storm Drainage Operations Fund 705,375 Sewer Operations Fund 2,026,880

Total Debt Payments - Principal and Interest 17,040,246$

The City’s long-term debt is used to create or renovate capital infrastructure. The City does not borrow externally on a short-term basis to support operations. The City relies on property tax-supported bonds, revenue-backed general obligation bonds, or revenue for most long-term debt. General obligation bonds must be approved by the voters. Revenue backed general obligation bonds may be used in enterprise funds where fees and charges are used to service debt. Revenue bonds may be used to finance enterprise fund capital improvements if appropriate. Certain public improvements such as sidewalks, streets, and sewers are financed by assessments.

NON-DEPARTMENTALDebt Activities

Debt service appropriations provide for the payment of principal and interest on bonds, certificate of participation, notes, and lines of credit. The debt service budget also recognizes the repayment of interfund loans.

Debt Payments


Financial Summary of Transfers and Loans - All Funds

From General FundTo Steet Fund 377,220 To Jail Operations Fund 373,685 To Special Revenue 730

Subtotal 751,635$

From Street FundTo Street Capital Fund 100,000$

Subtotal 100,000$

From Special RevenueTo General Fund 20,000$

Subtotal 20,000$

From Transient Room Tax FundTo General Fund 542,850$

Subtotal 542,850$

From Police Local Option Levy FundTo Jail Operations Fund 1,935,164$

Subtotal 1,935,164$

From Bancroft Redemption FundTo Developmnet Projects Fund 30,000$

Subtotal 30,000$

From Development Assessment Capital FundTo Bancroft Redemption 16,905$

Subtotal 16,905$

Interfund transfers are authorized by ORS 294.352 and ORS 294.361 and represent transfers of resources between funds for the repayment of costs incurred by one fund on behalf of another, or represent transfer of equity between funds.

NON-DEPARTMENTALInterfund Transfers and Loans

Interfund loans are authorized by ORS 294.460 and represent loans made from one fund to another. Oregon Local Budget Law requires that loans appropriated for operating purposes be paid back in the following fiscal year, while capital loans must be repaid within five years.


Financial Summary of Transfers and Loans - ContinuedFrom Development Projects Fund

To General Fund 91,159$ To SEDA Downtown 250,000$ Loan to SEDA - Downtown 175,000 Loan to SEDA - Glenwood 400,000

Subtotal 916,159$

From SDC Storm Improvement FundTo Bond Sinking Fund 25,649$

Subtotal 25,649$

From SDC Sanitary Improvement FundTo Bond Sinking Fund 45,662$

Subtotal 45,662$

From SDC Regional Wastewater Reimbursement FundTo Regional Wastewater Fund 17,520$

Subtotal 17,520$

From SDC Regional Wastewater Improvement FundTo Regional Wastewater Debt Service Fund 1,400,000$

Subtotal 1,400,000$

From SDC Transportation Reimbursement FundTo Bond Sinking Fund 10,374$

Subtotal 10,374$

From Sanitary Sewer Operations FundTo Sanitary Sewer Capital Fund 1,750,000$

Subtotal 1,750,000$

From Regional Wastewater FundTo Regional Wastewater Debt Service Fund 6,311,426$ To Regional Wastewater Capital Fund 6,500,000

Subtotal 12,811,426$

From Drainage Operating FundTo Drainage Capital Fund 1,540,000$

Subtotal 1,540,000$

From Insurance FundTo General Fund 230,715$

Subtotal 230,715$

Total Interfund Transfers and Loans** 22,144,059$ **Includes operating transfers


NON-DEPARTMENTALMiscellaneous Fiscal Transactions

FY14Proposed

Regional Wastewater Revenue Bond Capital Project Fund Miscellaneous Fiscal Transactions -$

Total Miscellaneous Fiscal Transactions -$

Miscellaneous fiscal transactions are accounts that represent specific bond or district debt expense other than debt service (such as bond sale expense or bond insurance). These expenditures are fund-specific and not department-specific, and therefore are identified as non-departmental costs.

Financial Summary of Miscellaneous Fiscal Transactions


Financial Summary of Reserves - All Funds

General Fund Non-Dedicated 7,235,617$

Subtotal 7,235,617$

Street Fund Non-Dedicated 641,497$

Subtotal 641,497$

Jail Operations Fund Non-Dedicated 62,421$

Subtotal 62,421$

Special Revenue Fund Dedicated Reserve 18,895$

Police Forfeit Reserve 256,476 Gifts & Memory Reserve 89,203 Police Forefeits Post 1/1/02 Reserve 83,549

Subtotal 448,123$

Transient Room Tax Fund Dedicated Tourism Promotion Reserve 231,798$

Subtotal 231,798$

Community Development Fund Dedicated CDBG Reserve 142,600$

Subtotal 142,600$

NON-DEPARTMENTALReserves: Non-Dedicated and Dedicated Budgets

Reserves - Non-Dedicated Balance accounts represent the estimated resources which remain undesignated for current or future appropriation. These accounts provide for cash flow requirements during the fiscal year. This estimate appears in the budget for balancing purposes only. These funds cannot be expended without specific authorization by the City Council.

Reserves - Dedicated Balance accounts represent the estimated resources which have been established as the result of contributions to the specific reserve for future appropriation needs. Dedicated reserves provides for cash flow requirements during the fiscal year. This estimate appears in the budget for balancing purposes only. These funds can only be transferred for expenditure based on authorization by the City Council.


Financial Summary of Reserves - Continued

Building Code Fund Dedicated Operating Reserve 24,096$

Subtotal 24,096$

Fire Local Option Levy Dedicated Operating Reserve 364,272$

Subtotal 364,272$

Police and Court Local Option Levy Dedicated Operating Reserve 1,414,492$

Subtotal 1,414,492$

Bancroft Redemption Fund Non-Dedicated 65,799$

Subtotal 65,799$

Sewer Capital Projects Fund Non-Dedicated 5,494,653$ DedicatedFranklin Blvd Exit Reserve 2,373,000

Subtotal 7,867,653$

Regional Wastewater Revenue Bonds Capital Projects Fund Dedicated Capital Reserve 6,371,342$ MWMC 2008 Bond Reserve 4,000,000


Development Assessment Capital Fund Dedicated Assessment Service Reserve 198,987$ Assessments Finance Reserve 803,617

Subtotal 1,002,604$

Development Projects Fund Non-Dedicated 3,141,490$ Dedicated Building Preservation Reserve - Capital/Ed Reserve 21,596 Corporate Way Pond Rehab Reserve 35,200 SDC Facilities Reserve -

Subtotal 3,198,286$



Drainage Capital Fund Non-Dedicated 4,792,578$ Dedicated

Storm Bond Reserve 2011 708,050 Island Park Reserve 1,400,000 Lower Millrace Reserve 900,000 Millrace Stormwater Facility Reserve 1,254,500 Jasper-Natron Reserve 500,000 Cedar Creek Reserve 500,000


Regional Wastewater Capital Fund Dedicated Capital Reserve 50,052,926$ Equipment Replacement Reserve 11,108,106


Street Capital Fund Non-Dedicated 317,674$ Dedicated South 42nd St., Main-Jasper Road 170,896

Subtotal 488,570$

SDC Storm Improvement Fund Dedicated SDC Reserve 352,170$

Grey Creek Reserve 149,176 Subtotal 501,346$

SDC Storm Reimbursement Fund Dedicated SDC Reserve 3,046$

Subtotal 3,046$

SDC Sanitary Reimbursement Fund Dedicated SDC Reserve 1,071,867$

Subtotal 1,071,867$

SDC Sanitary Improvement Fund Dedicated SDC Reserve 202,034$

Subtotal 202,034$



SDC Regional Wastewater Reimbursement Fund Dedicated SDC Reserve 233,548$

Subtotal 233,548$

SDC Regional Wastewater Improvement Fund Dedicated Improvement SDC Reserve 812,352$

Subtotal 812,352$

SDC Transportation Reimbursement Fund Dedicated 24,072$

Subtotal 24,072$

SDC Transportation Improvement Fund Dedicated

SDC Reserve 107,515$ Beltline Gateway Inter Reserve 205,000 Gateway Traffic Improvement Reserve 384,500

Subtotal 697,015$

Sewer Operations Fund Non-Dedicated 1,539,829$ Dedicated Local Wastewater 2009 Bond Reserve 1,713,531 SRF Loan Reserve 73,218

Subtotal 3,326,578$

Regional Wastewater Fund Non-Dedicated 7,131,836$ Dedicated

SRF Loan Reserve 643,078 MWMC 06 Bond Reserve 4,100,000


Ambulance Fund Non-Dedicated 103,336$

Subtotal 103,336$

Drainage Operating Fund Non-Dedicated 1,984,025$

Subtotal 1,984,025$



Booth-Kelly Fund Non-Dedicated 422,750$

Subtotal 422,750$

Regional Fiber Consortium Fund Non-Dedicated 157,248$

Subtotal 157,248$

Insurance Fund Dedicated Self Funded Insurance Reserve 1,045,225$ Insurance Reserve 604,575 Workers Compensation Reserve 1,608,726

Subtotal 3,258,526$

Vehicle and Equipment Fund Dedicated Equipment Replacement Reserve 69,096$ Lease Payments - MS Enterprise Charge Reserve 149,682 Telephone Lease Reserve 153,689 Computer Equipment Reserves: 546,922 Vehicle and Equipment Reserves: 6,692,276

Subtotal 7,611,665$

SDC Administration Fund Dedicated 77,771$

Subtotal 77,771$

Total Reserves 137,137,423

Summary by Type of Reserve: Non-Dedicated 33,090,753$

Dedicated 104,046,670 Total Reserves * 137,137,423


Statutory Payments represents payments required by State law or contract, and are of two types:

FY14Proposed

Insurance Fund Contractual

Property/Casualty Premium 665,000$ Workers' Compensation Premium 282,000 Premium Taxes 26,000 Workers' Compensation Claims 246,968

Subtotal 1,219,968$

Pass -Through Dental Premium -$ Disability Premium 166,919 FICA Payments 2,289,184 Wells Fargo Police Retirement 2,022,681 Pre-Retirement Life Premium 13,080 Mandatory Life 2,028 PERS Pension Expenditure 5,002,970 Basic Life 61,237 Pacific Source Medical -

Subtotal 9,558,099$

Total Insurance Fund Statutory Payments 10,778,067$

NON-DEPARTMENTALStatutory Payments

Contractual Payments are insurance premiums based on the number and type of FTE in each fund, and are transferred from those funds to the Insurance Fund on a monthly basis. Premium payments are then made from the Insurance Fund when due.

Financial Summary of Statutory Payments - All Funds

Pass-Through Payments are insurance premiums or other payments that are associated with particular individuals, and are collected through the payroll process. For ease of record-keeping, withholdings are collected from each fund via the payroll process and are accumulated in the Insurance Fund; payments are then made from the Insurance Fund when due.


NON-DEPARTMENTALUnappropriated Balances

FY14Proposed

Bond Sinking Fund Unappropriated Balance 514,495$

Total Unappropriated Balance 514,495$

Unappropriated ending fund balance accounts represent the estimated resources which remain undesignated for current or future appropriation. This account provides for cash flow requirements during the fiscal year. This estimate appears in the budget for balancing purposes only. These funds cannot be expended without specific authorization by the City Council.

Financial Summary of Unappropriated Balances - All Funds


FY14 Proposed Budget - By Fund TypeResources and Requirements Summary

Department Capital Non-Fund FTE Resources Operating Projects Departmental

General FundTotal General Fund 208.49 41,237,028$ 32,419,061$ -$ 8,817,967$

Special Revenue FundsStreet Fund 30.07 6,139,414$ 5,397,917$ -$ 741,497$ Jail Operations Fund 18.10 2,917,612 2,855,191 - 62,421 Special Revenue Fund 0.20 1,180,477 712,354 - 468,123 Transient Room Tax Fund 1.95 1,184,750 410,102 - 774,648 Community Development Fund 2.58 923,346 780,746 - 142,600 Building Fund Fund 5.85 853,743 829,647 - 24,096 Fire Local Option Levy Fund 9.00 1,922,865 1,558,593 - 364,272 Police Local Option Levy Fund 22.23 6,305,994 2,956,338 - 3,349,656 Total Special Revenue Funds 89.98 21,428,201$ 15,500,888$ -$ 5,927,313$

Debt Service FundsBancroft Redemption Fund 0.13 113,278$ 17,479$ -$ 95,799$ Bond Sinking Fund - 3,802,463 - - 3,802,463 Regional Wastewater Debt Service Fund - 7,711,426 - - 7,711,426 Total Debt Service Funds 0.13 11,627,167$ 17,479$ -$ 11,609,688$

Capital Projects FundsSewer Capital Project Fund - 15,286,653$ -$ 7,419,000$ 7,867,653$ Reg. Wastewater Rev. Bond Cap. Proj. Fund - 20,841,098 - 10,469,756 10,371,342 Development Assessment Fund 0.67 1,125,267 105,758 - 1,019,509 Development Projects Fund - 4,338,452 - 224,007 4,114,445 Police Building Bond Capital Project Fund 155,578 - 155,578 - Drainage Capital Fund Fund - 15,251,128 - 5,196,000 10,055,128 Regional Wastewater Capital Fund - 65,187,790 1,039,532 2,987,226 61,161,032 Street Capital Fund - 621,570 - 133,000 488,570 SDC Storm Improvement Fund - 1,699,613 37,968 1,134,650 526,995 SDC Storm Drainage Reimb Fund - 100,264 31,218 66,000 3,046 SDC Sanitary Reimbursement Fund - 1,287,015 161,148 54,000 1,071,867 SDC Sanitary Improvement Fund - 450,631 75,935 127,000 247,696 SDC Regional Wastewater Reimbursement Fund - 253,068 2,000 - 251,068 SDC Regional Wastewater Improvement Fund - 2,215,352 3,000 - 2,212,352 SDC Transportation Reimbursement Fund - 72,414 37,968 - 34,446 SDC Transportation Improvement Fund - 1,270,267 130,775 442,477 697,015 Total Capital Projects Funds 0.67 130,156,160$ 1,625,302$ 28,408,694$ 100,122,164$

Enterprise FundsSewer Operations Fund 20.40 10,747,145$ 3,643,687$ -$ 7,103,458$ Regional Wastewater Fund 15.89 42,392,676 16,347,793 - 26,044,883 Ambulance Fund 32.05 5,292,717 5,189,381 - 103,336 Drainage Operating Fund 30.99 9,079,703 4,850,303 - 4,229,400 Booth-Kelly Fund 1.53 2,361,735 558,863 250,000 1,552,872 Regional Fiber Consortium Fund - 203,348 46,100 - 157,248 Total Enterprise Funds 100.86 70,077,324$ 30,636,127$ 250,000$ 39,191,197$

Internal Service FundsInsurance Fund 3.15 22,780,751$ 8,513,443$ -$ 14,267,308$ Vehicle and Equipment Fund - 9,182,022 981,140 - 8,200,882 SDC Administration Fund 3.41 648,195 570,424 - 77,771 Total Internal Service Funds 6.56 32,610,968$ 10,065,007$ -$ 22,545,961$

Total Amount of Budget 406.69 307,136,848$ 90,263,864$ 28,658,694$ 188,214,290$


Summary—Total Requirements: $307,136,848FY14 Proposed Budget

Personal Services$48,206,141 15.70%

Materials and Services$39,858,345 12.98%

Capital Outlay$2,198,418 0.72%

Capital Projects$28,658,694

9.33%

Nondepartmental$188,215,250

61.28%

Requirements Category FY14Proposed

Percentage of Total

Operating:Personal Services 48,206,141$ 15.70%Materials and Services 39,858,345 12.98%Capital Outlay 2,198,418 0.72%

Total Operating 90,262,904$ 29.39%

Capital Projects 28,658,694$ 9.33%Nondepartmental 188,215,250 61.28%

Total 307,136,848$ 100.00%

Operating Total$90,262,904

29.39%


TOTAL CITY EMPLOYEES—Full Time Equivalents (FTE)Comparison by Fund

FundNumber Fund Name

AdoptedFY13

ProposedFY14 Change

100 General Fund 209.20 208.49 -0.71201 Street Fund 29.75 30.07 0.32202 Jail Operations Fund 18.10 18.10 0.00204 Special Revenue Fund 0.95 0.20 -0.75208 Transient Room Tax Fund 1.95 1.95 0.00210 Community Development Fund 3.38 2.58 -0.80224 Building Fund 6.90 5.85 -1.05235 Fire Local Option Levy Fund 9.00 9.00 0.00236 Police Local Option Levy Fund 22.23 22.23 0.00305 Bancroft Redemption Fund 0.13 0.13 0.00419 Development Assessment Capital Fund 0.67 0.67 0.00611 Sewer Operations Fund 19.72 20.40 0.68612 Regional Wastewater Fund 15.83 15.89 0.06615 Ambulance Fund 32.05 32.05 0.00617 Drainage Operating Fund 30.98 30.99 0.01618 Booth-Kelly Fund 0.90 1.53 0.63707 Insurance Fund 3.15 3.15 0.00719 SDC Administration 3.60 3.41 -0.19

Total Full-Time Equivalents 408.49 406.69 -1.80


TOTAL CITY EMPLOYEES - FY11 through FY14Full-Time Equivalents (FTE) by Department All Funds


City Manager's Office 8.00 7.00 7.00 7.00 0.00Development & Public Works 149.25 140.75 130.55 129.75 -0.80Finance 10.30 9.80 9.50 9.50 0.00Fire and Life Safety 106.00 103.00 101.00 100.00 -1.00Human Resources 6.00 6.00 6.00 6.00 0.00Information Technology 10.00 10.00 10.00 10.00 0.00Legal/Judicial Services 8.55 8.85 8.84 8.84 0.00Library 13.40 12.40 12.60 12.60 0.00Police 126.00 124.17 123.00 123.00 0.00

Total Full-Time Equivalents 437.50 421.96 408.49 406.69 -1.80

TOTAL CITY EMPLOYEES - FY11 through FY14Full-Time Equivalents (FTE) by Department General Fund


City Manager's Office 7.40 6.40 6.40 6.40 0.00Development & Public Works 24.57 23.55 20.45 19.61 -0.84Finance 7.98 7.43 7.27 7.27 0.00Fire and Life Safety 62.95 60.95 59.95 58.95 -1.00Human Resources 3.25 3.25 2.85 2.85 0.00Information Technology 10.00 10.00 10.00 10.00 0.00Legal/Judicial Services 7.04 6.62 6.61 6.61 0.00Library 12.81 11.81 11.90 11.90 0.00Police 84.24 82.40 84.15 84.90 0.75

Total Full-Time Equivalents 220.24 212.40 209.58 208.49 -1.09

Total FTE by DepartmentChange

Total FTE by Department Change


Resources, All Fund Types FY11 Actual FY12 Actual FY13* Amended FY14 Proposed

Revenues, Summary LevelTaxes (Current and Delinquent) 27,716,200$ 28,379,525$ 29,077,921$ 30,336,066$ Licenses, Permits and Fees 3,488,137 3,189,451 3,380,768 3,263,600 Intergovernmental 9,600,505 9,016,491 9,565,162 8,280,699 Charges for Service 53,602,910 55,276,692 58,634,137 63,555,557 Fines and Forfeitures 1,809,533 1,737,151 1,751,198 1,752,200 Use of Money and Property 2,951,252 2,793,940 2,257,908 2,607,296 Special Assessments 1,200,625 48,934 27,290 26,000 Miscellaneous Receipts 1,248,267 1,060,350 965,582 978,540 Other Financing Sources 51,621,896 46,438,285 42,091,343 34,383,083

Total Current Revenues 153,239,325$ 147,940,819$ 147,751,309$ 145,183,041$

Beginning Cash 145,570,507$ 161,484,828$ 165,975,173$ 161,953,807$

Total Resources, All Sources 298,809,832$ 309,425,647$ 313,726,482$ 307,136,848$


TOTAL BUDGET SUMMARY — FY11 through FY14Resources Only


Revenue - All Sources, By Revenue Type and Account

FY11Actual

FY12Actual

FY13*Amended

FY14Preposed

TaxesCurrent Taxes 16,616,637$ 17,301,093$ 17,612,000$ 18,047,168$ Delinquent Taxes 522,563 347,537 525,044 475,000

Total Taxes 17,139,200$ 17,648,630$ 18,137,044$ 18,522,168$

Licenses and Permits Sanipac Franchise 340,741$ 262,242$ 383,000$ 396,000$ AT&T/Comcast Franchise 607,170 605,160 676,000 600,000 Qwest Franchise 255,612 145,736 233,000 145,000 NW Natural Gas 427,674 422,806 390,000 400,000 Spring Franchise - 121,771 24,000 32,000 ROW Fee 191 - - - ATG Right of Way 5,353 3,120 4,300 3,100 EPUD Right-of-Way Fees 8,598 11,046 8,500 8,500 Telecomm Licenses 2,665 - - - Library Receipts 24,395 24,138 24,218 27,500 Library Photocopy Charges 1,453 1,108 1,400 1,000 Animal Licenses/Impound 23,570 30,320 30,000 31,000 Police Impound Fees 131,251 18,635 20,000 22,000 Offense Surcharge - - - - Fire Code Permits 129,848 152,420 140,000 145,000 FLS Safety Systems Plan Review 5,828 11,506 8,000 12,500 FLS New Construction Sq Ft Fee 28,240 22,073 20,000 9,200 Planning Fees 110,385 90,163 146,250 178,000 Peer Review Riverbend 111 - - - DSD Postage Fees 2,945 2,465 9,200 5,000 Building Fees 152 - - - Technology Fee 46,671 40,018 47,000 40,000 Code Requirement Fees 106,990 79,691 94,000 75,000

Total Licenses and Permits 2,259,845$ 2,044,417$ 2,258,868$ 2,130,800$

Intergovernmental Team Spgfld Bicycle Patrol -$ -$ 10,000$ 10,000$ Liquor Apportionment 683,323 761,008 720,000 750,000 Cigarette Apportionment 89,441 87,106 82,000 87,000 State Revenue Sharing 494,990 535,431 512,000 540,000 State Conflagration Funds 2,980 8,548 - - District 19 School Resource 136,521 93,470 102,000 110,000 Mohawk Banner Program 660 - - - SUB in-Lieu-of-Tax 1,804,922 1,800,870 1,782,260 1,800,000 EWEB in-Lieu-of-Tax 526,482 546,226 520,000 600,000 Electric Co-Ops in-Lieu-of-Tax 10,423 10,983 10,000 16,400 McKenzie Village in-Lieu-of-Tax 28,509 - 15,000 - Willamalane Bicycle Patrol - 13,627 - 13,500

Total Intergovernmental 3,778,249$ 3,857,269$ 3,753,260$ 3,926,900$

GENERAL FUND REVENUE DETAIL - FY11 through FY14



FY11Actual

FY12Actual

FY13*Amended

FY14Preposed

Charges for ServiceInternal Facility Rental - 154,233 237,570 236,085 Internal Building Maintenance Chgs 303,449 281,855 302,418 288,746 Internal Contractual Services 40,000 - - - Internal Vehicle Maintenance Chgs 151,327 175,567 164,769 189,787 ROW Fee Sanitary Sewer - 194,752 208,000 205,920 ROW Fee Storm Drainage - 162,921 170,000 171,300 Police Services U of O 17,829 24,833 20,000 20,000 Special Events Services 6,046 5,739 - - Police Alarm Monitoring - - 10,000 10,000 HR Training Revenue 263 - - - Rainbow Fire Protection 1,073,206 1,084,970 1,105,402 1,137,474 Glenwood Fire Protection 155,683 153,133 165,164 168,467 Willakenzie Fire Protection 334,358 332,916 342,893 342,693 Grass/Weeds Cutting Chgs - 300 - - MVA First Response - 3,150 15,000 15,000 Fire License Facility Inspection - 4,330 10,000 7,000 Willamalane Collection Fee 19,792 17,142 21,000 15,000 Library Services Pass-Through - - 4,515 - Library Automation Fee 45,011 45,249 47,000 49,000 Internal Engineering Fee 726 1,473 - 30,000 Staff Reimbursement 139,006 201,326 78,717 226,098

Total Charges for Service 2,286,697$ 2,843,890$ 2,902,448$ 3,112,570$

Fines and ForfeituresMunicipal Court Revenues 1,567,131$ 1,531,896$ 1,710,000$ 1,725,000$ Library Fines 26,859 28,691 39,598 27,000 Restitution 1,879 4,792 400 - Federal Forfeitures 632 - - - Unclaimed/Forfeited Property 11,530 8,126 - -

Total Fines and Forfeitures 1,608,031$ 1,573,505$ 1,749,998$ 1,752,000$

Use of Money and PropertyInterest Income 136,084$ 37,782$ 130,000$ 65,000$ Variance in FMV of Investments (54,649) 42,202 - - Unsegregated Tax Interest (12,553) (14,182) - - County Assess Interest 6,023 7,284 10,000 7,500 County Assess Interest - - - 80,000 Property Sales 33,743 - - -

Total Use of Money and Property 108,648$ 73,085$ 140,000$ 152,500$

Miscellaneous ReceiptsClaims Recovery 3,520 - - - Cash Over/Short 2,647 788 - - Miscellaneous Receipts 71,866 262,076 82,077 40,000 PY Eng Rev 273 - - - Testing 5,225 1,560 - - Muni. Court Interest on Delinquencies 143,568 166,173 111,159 161,040

Total Miscellaneous Receipts 227,098$ 430,597$ 193,236$ 201,040$

GENERAL FUND REVENUE DETAIL - Continued



FY11Actual

FY12Actual

FY13*Amended

FY14Preposed

Indirect Charges Indirect Charges Fund 201 442,468$ 417,678$ 417,257$ 443,314$ Indirect Charges Fund 202 241,200 242,540 247,970 267,808 Indirect Charges Fund 204 13,400 2,680 - - Indirect Charges Fund 208 - - 15,070 - Indirect Charges Fund 210 3,000 - - - Indirect Charges Fund 224 146,864 136,011 113,573 81,920 Indirect Charges Fund 305 1,742 1,742 1,781 1,923 Indirect Charges Fund 419 9,246 9,246 9,179 9,913 Indirect Charges Fund 611 279,926 274,834 281,398 300,917 Indirect Charges Fund 612 209,040 211,720 322,103 306,318 Indirect Charges Fund 615 300,000 400,001 399,999 474,212 Indirect Charges Fund 617 445,173 425,986 432,783 456,030 Indirect Charges Fund 618 2,010 5,025 10,275 16,218 Indirect Charges Fund 719 61,908 61,238 48,361 51,902

Total Indirect Charges 2,155,977$ 2,188,701$ 2,299,749$ 2,410,475$

Interfund Transfers Transfer From Fund 204 - 40,000 123,847 20,000 Transfer From Fund 208 427,091 486,193 517,000 542,850 Transfer From Fund 224 54,100 27,050 - - Transfer From Fund 305 300,000 - - - Transfer From Fund 713 - 102,820 165,000 - Transfer From Fund 420 77,064 83,000 87,000 91,159 Transfer From Fund 618 35,736 35,736 - - Transfer From Fund 707 247,215 713,618 346,975 230,715

Total Interfund Transfers 1,141,206$ 1,488,417$ 1,239,822$ 884,724$

Beginning Cash Balance Beginning Cash Balance 7,808,672$ 7,551,136$ 7,754,752$ 8,143,851$

Total Beginning Cash Balance 7,808,672$ 7,551,136$ 7,754,752$ 8,143,851$ GRAND TOTAL 38,513,623$ 39,699,648$ 40,429,177$ 41,237,028$


GENERAL FUND REVENUE DETAIL - Continued


FY14 - ASSESSED VALUATION, LEVY & TAX REVENUE INFORMATION

Rate Per

$1,000 Assessed Valuation Levy Net Tax

Revenue

General Fund FY13 Assessed Valuation $ 3,998,513,269 Plus: 2.0% Increase from Added Value 79,970,265

FY14 Assessed Valuation (estimated)

$ 4,078,483,534 Less: Urban Renewal Excess (estimated) (53,981,957)

Total Estimated Assessed Valuation net of Urban Renewal $ 4,024,501,577 City of Springfield Permanent Rate Levy $ 4.7403

Estimated Taxes Raised for FY14 (rate x AV/1000) $19,077,345Less Allowances for Discounts, Delinquencies*: (1,030,177)

Total Available General Fund Tax Revenue for Appropriation $18,047,168

Fire Local Option Levy Fund

City of Springfield Five-Year Tax Rate (FY12 - FY16) $ 0.3600 Estimated Taxes Raised for FY14 (rate x AV/1000) $ 1,468,254

Less Allowances for Discounts, Delinquencies*: (79,286) Total Available Tax Revenue for Appropriation $ 1,388,968

Police Local Option Levy Fund

City of Springfield Five-Year Tax Rate (FY14 - FY18) $ 1.2800 Estimated Taxes Raised for FY14 (rate x AV/1000) $ 5,220,459

Less Allowances for Discounts, Delinquencies*: (281,905)

Total Available Tax Revenue for Appropriation $4,938,554

Bond Sinking Fund

Levy Required for General Obligation Bonds $ 3,389,306

Estimated Tax Rate (Levy/AV) $0.8311 Less Allowances for Discounts, Delinquencies*: (183.023)

Total Available Bond Sinking Fund Tax Revenue for Appropriation $3,206,283 Est. Total Tax Rate and Tax Revenue Collection $7.2114

* Current allowance for Discounts and Delinquencies: 5.4%


FY14 ASSESSED VALUATION Levy and Tax Revenue Information

The City has historically levied a local property tax each year to fund that portion of its operating budget not supported by other revenue sources. Since the General Fund is the general operating fund of the City, all property taxes collected for general governmental operating purposes are accounted for in the City’s General Fund. As with other jurisdictions throughout Oregon, the City of Springfield’s property tax is a primary source of revenue for City general operations. Current property taxes provide 55% of the funding for the City’s General Fund operating activities. General Operations include the following:

City Council and City Administration Legal services, Municipal Court and Judicial services Basic Police services Fire First Response, Suppression and Fire Marshal services Development and Land Use Planning services Building and Structure Maintenance services Finance, Information Technology, and Human Resource services

Two Local Option Levies to Provide Dedicated Funding for Fire and Police Enhanced Services In November, 2002, City of Springfield voters passed two public safety measures – one for Fire Services and one for Police and Court Services. In 2006, the Fire Services Levy was renewed for four years (FY08-FY11) and again in 2010 for five years (FY12-FY16). The Police Services Levy was renewed for five years (FY09-FY13) with added staff for the new Justice Center and again in 2012 for five years (FY14-FY18). For the Police Levy there was a one-year separation (FY08) between the expiration of the old levy and the beginning of the new levy. The taxation information on the two levies is provided in this section of the budget document. For more detail on specific funding, see the Fire & Life Safety, Police, and Legal/Judicial Services pages in this budget document. Overall, funding from the two levies provided the following:

Local Option Levies Amount FTE

Fire Services operating costs $ 1,558,593 9.0 FTEFire levy dedicated reserve 364,272

Fire Services Local Option Levy Funding $ 1,922,865

Public Safety Services operating costs $ 2,956,338 20.0 FTEPolice levy dedicated reserve 1,414,492 Transfer to Jail Operations Fund Legal and Judicial services operating costs

1,935,164 2.23 FTE

Police Services Local Option Levy Funding $ 6,305,994

Total Funding Provided by Levies $ 8,228,859 31.23 FTE

Detail by Type of Costs Funded: Departmental Operating costs $ 4,514,931 31.23 FTEInter-fund Transfers Dedicated Reserves

1,935,164 1,778,764

Total Funding Provided by Levies $ 8,228,859 31.23 FTE


Property Tax History Effective July 1, 1997 Springfield began operating on a rate based system for its operating levies. From 1997 (FY98) through FY00 the rate essentially remained within the same values. In response to Measure 50, in FY99 the state assigned the City a new permanent rate of $4.7403

Overall City Levy Information: Historical and Current The following are the actual levies (all funds) by the City of Springfield over the past five years, the FY13 revised estimate, and the estimated levy for FY14.

Fiscal Year Actual FY08

Actual FY09

Actual FY10

Actual FY11

Actual FY12

EstimatedFY13

Projected FY14

Tax Base/Rate Levy* $ 15,233,858 $ 15,461,263 $ 16,472,084 $ 16,616,637 $ 17,301,094 $ 17,612,000 $ 18,047,168

Fire Local Option 1,293,389 1,316,104 1,395,770 1,408,752 1,319,613 1,359,000 1,313,964

Police Local Option N/A 3,586,384 3,805,284 3,838,848 3,995,493 4,110,000 4,671,872

Subtotal $ 16,527,247 $ 20,363,751 $ 21,673,138 $ 21,864,237 $ 22,616,200 $ 23,081,000 $ 24,033,004

Bonds 3,295,555 3,283,022 3,295,915 3,036,915 3,061,863 3,087,796 3,206,283

Total $ 19,822,802 $ 23,656,773 $ 24,969,053 $ 24,901,152 $ 25,678,063 $ 26,168,796 $ 27,209,287

Assessed Value** $3,436,084,339 $3,502,295,304 $3,726,631,985 $3,726,631,985 $3,883,712,564 $3,998,513,269 $4,078,483,534

Rate for Operations $ 5.1403 $ 6.2303 $ 6.2303 $ 6.2303 $ 6.2303 $ 6.1903 $ 6.3803

Bonds 1.0211 1.0005 .9465 .8645 .8372 0.8200 0.8311

Total Rate $ 6.1614 $ 7.2353 $ 7.1768 $ 7.0948 $ 7.0675 $ 7.0103 $ 7.2114

* tax rate levy is for general operations in the General Fund ** not adjusted to remove Urban Renewal

A Fire Local Option Levy and a Police Local Option Levy were passed by the voters in November, 2002 for an effective date of July 1, 2003 (FY04). In 2006, the Fire Services Levy was renewed for four years (FY08-FY11) and again in 2010 for five years (FY12-FY16). The Police Services Levy was renewed for five years (FY09-FY13) and again in 2012 for five years (FY14-FY18). There was a one-year break (FY08) between the expiration of the old levy and the beginning of the new levy. The Fire Levy is in effect for five years only—FY12 through FY016. The Police Levy is in effect for five years only (FY14-FY18). The levy funds are separated from all other taxes by separate reporting funds: Fire Local Option Levy Fund and Police Local Option Fund.


The assessed valuation which applies to all levies is calculated as follows:

Assessed Valuation

FY13 Assessed Valuation (AV) $3,998,513,269Add Estimated 2.0% Increase in Value 79,970,265Total City Assessed Valuation for all Levies $4,078,483,534 Less: Urban Renewal Growth $ (53,981,957) Total City AV for Permanent Rate net of UR $4,024,501,577

The following is a detailed explanation of how the individual levy revenues were calculated and the calculation for net tax revenues recorded in the FY14 Proposed Budget.

Existing Tax Base/Rate Levy for General Operations

General Fund—100 General Operations Rate Per Thousand

Levy Net Tax Revenue

City of Springfield Permanent Tax Rate $4.7403

Estimated Taxes Raised for FY14 (rate x AV/1000) $ 19,077,345

Less Allowances for Discounts, Delinquencies: 5.60% (1,030,177)

Total Available General Fund Tax Revenue for Appropriation $18,047,168

Local Option Levies Provided by Voter Approved Measures

Fire and Life Safety Local Option Levy Rate Per Thousand

Levy

Net Tax Revenue

City of Springfield Four Year Tax Rate (FY12 – FY016) $0.3600 Estimated Taxes Raised for FY14 (rate x AV/1000) $1,468,254

Less Allowances for Discounts, Delinquencies: 5.60% (79,286)

Total Available Tax Revenue for Appropriation $ 1,388,968

Police Services Local Option Levy Rate PerThousand

Levy

Net TaxRevenue

City of Springfield Four Year Tax Rate (FY14 – FY18) $1.2800 Estimated Taxes Raised for FY14 (rate x AV/1000) $5,220,459

Less Allowances for Discounts, Delinquencies: 5.60% (281,905)

Total Available Tax Revenue for Appropriation $4,938,554


Bond Sinking Fund

Bond Sinking Fund Rate Tax Levy

Levy Required for General Obligation Bonds $ 3,389,306 Estimated Tax Rate (Levy/AV) $0.8311 Less Allowances for Discounts, Delinquencies: 5.60% (183,023)

Total Available Bond Sinking Fund Tax Revenue for Appropriation $ 3,206,283

Summation of Tax Revenues FY14

General Operations $18,047,168 Fire Services 1,331,964 Police Services 4,671,872 Total Tax Revenues for Operations $24,033,004 Bond Sinking Fund 3,206,283 Total Collections $27,209,287*

* Represents current tax rate for operations and does not include prior year discounts or delinquencies collected ($635,000) nor any other taxation revenue source (such as Fuel Taxes, Transient Room Tax or 911 taxes totaling $5,895,340). All General Fund tax sources total $18,522,168).

FY14 Tax Rates The City of Springfield’s revised property tax rate per thousand is $7.2114, consisting of the following funding sources. (See above for details on the Bond Sinking Fund rate.)

Tax Levy for Operations: General Fund $4.7403 Fire Local Option Levy Fund 0.3600 Police Local Option Levy Fund 1.2800 Rate for Operations $6.3803 Bond Sinking Fund (Est.) $0.8311

Total City Rate $7.2114


TAX AND ASSESSED VALUATION HISTORY By Budgeted Fiscal Year

Fiscal Year Tax Rate Assessed Value

FY13 $7.0103 $3,998,513,276FY12 $7.0733 3,766,484,285

FY11 7.0923 3,747,745,557 FY10 7.1742 3,726,631,985FY09 7.2281 3,502,295,304 FY08 6.1595 3,436,084,339 FY07 6.1391 3,149,357,159 FY06 6.1071 2,976,869,105 FY05 6.1500 2,805,856,167 FY04 6.1743 2,692,792,925

Note: FY13 begins July 1, 2012 and ends June 30, 2013.


City Fund Types

The City of Springfield groups funds into two broad fund categories:

• Governmental Funds

• Proprietary Funds

Funds are further categorized into six generic fund types:

• General Fund • Special Revenue Funds • Debt Service Funds • Capital Project Funds • Enterprise Funds and • Internal Service Funds

Governmental Fund Category Governmental Funds are those through which most governmental functions of the City are financed and include the

• General Fund • Special Revenue Funds • Debt Service Funds and • Capital Project Funds

The financial measurement focus for governmental funds is on the determination of the change in spendable financial resources, rather than upon determination of net income.

• General Fund The General Fund serves as the primary reporting vehicle for current government operations. The General Fund, by definition, accounts for all current financial resources not required by law or administrative action to be accounted for in another fund.

General Fund Accounts for the general operations of the City including Library, Police, Fire, Public Works, Municipal Court, Planning, and the General Administrative business support activities.

• Special Revenue Funds Special revenue funds account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted to expenditure for specific purposes.

Building Code Fund Accounts for the cost of building permit and inspection services, through the dedicated revenues generated in providing these services. As a result of Senate Bill 587, revenues from building permit fees are required to be used only for the administration and enforcement of the State Building Code.


Community Development Block Grant Fund (CDBG) Required by federal law to account for receipt and expenditure of Community Development Block Grant funds.

Fire Local Option Levy Fund Accounts for the receipt of the local option levy passed in November, 2002 and effective for FY04 through FY07 to provide funding for enhanced fire services as well as houses the expenditures made for the increased services.

Jail Operations Fund Established in FY08, the fund accounts for revenues and expenditures associated with the operations of the Springfield Jail.

Police Local Option Levy Fund Accounts for the receipt of the local option levy passed in November, 2002 and effective for FY04 through FY07 to provide funding for enhanced police services as well as houses the expenditures made for the increased services.

Riverbend Development Fund Established in FY03, this fund accounts for the revenues received and expenditures made on behalf of the long term project identified as the Riverbend Development Project.

Special Revenue Fund Accounts for receipt of transient room taxes dedicated to the University of Oregon Hayward Field renovation, receipt of telephone tax dedicated to the 911 program and grant activities.

Street Fund Required by state law for receipt and expenditure of state shared gas tax. One percent of gas tax is required to be spent on bicycle facilities.

Transient Room Tax Fund Accounts for the receipt of transient room taxes, hotel and motel, and for expenditures that will enhance tourism.

• Debt Service Funds Debt service funds account for the accumulation of resources for, and the payment of, general long–term debt principal and interest.

Bancroft Redemption Fund Accounts for assessment bond debt service payments; supported by property owners’ principal and interest payments assessed in the past.

Bond Sinking Fund Accounts for payments on City debt including general obligation bonds supported by property taxes. Regional Wastewater Debt Service Fund Established in FY08, this fund accounts for revenue bond payments supported by regional wastewater (MWMC) revenues.


• Capital Project Funds Capital project funds account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds)

Development Assessment Fund Accounts for the cost of local public improvements (supported by assessments to benefiting properties) to construct streets, storm sewers, sidewalks, street lighting, sewers and other public improvement projects.

Development Projects Fund Accounts for the cost to construct streets, facilities and other public improvements; supported by system development charges, grants, contracts, and capital reserves. Projects funded by assessments are excluded from this fund and are accounted for in separate funds.

Drainage Capital Project Fund Accounts for storm sewer (drainage) capital improvement costs supported by drainage system connection fees and by storm sewer user fees through transfers from the Drainage Operating Fund.

G. O. Bond Capital Projects Fund Accounts for the cost of capital projects and improvements financed by general obligation (G.O.) bonds.

Police Building Bond Capital Project Fund To account for costs to construct a new municipal building to house the Police Department, Municipal Court, City Prosecutor and a city jail. Financing will be provided by issuance of debt.

Regional Wastewater Revenue Bond Capital Projects Fund Established in FY08, this fund accounts for regional wastewater (MWMC) capital projects funded by MWMC revenue bond receipts.

Regional Wastewater Capital Fund Accounts for regional sewer capital improvement costs supported by sewer user fees, through transfers from the Regional Wastewater Operation Fund, and proceeds of debt issuance. SDC Local Storm Improvement Fund Established in July, 2005 (FY06), this fund accounts for capacity-increasing public storm drainage improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Local Wastewater Improvement Fund Established in July, 2005 (FY06), this fund accounts for local capacity-increasing public sanitary sewer improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.


SDC Local Wastewater Reimbursement Fund Established in July, 2005 (FY06), this fund accounts for public sanitary sewer improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Regional Wastewater Improvement Fund Established in July, 2005 (FY06), this fund accounts for regional (MWMC) capacity-increasing public sanitary sewer improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Regional Wastewater Reimbursement Fund Established in July, 2005 (FY06), this fund accounts for regional (MWMC) public sanitary sewer improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Transportation Improvement Fund Established in July, 2005 (FY06), this fund accounts for local capacity-increasing public transportation improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Transportation Reimbursement Fund Established in July, 2005 (FY06), this fund accounts for public transportation improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

Sewer Capital Projects Fund Accounts for sewer capital improvement costs supported by sewer connection fees and by sewer user fees through transfers from the Sewer Operating Fund.

Street Capital Fund Established as of July, 2002 (FY03), this fund accounts for transportation capital improvement costs. Costs are supported by transfers from the Street Operating Fund.

Proprietary Fund Category Proprietary Funds are used to account for the City’s ongoing activities which are similar to those often found in the private sector and include

• Enterprise Funds and • Internal Service Funds

The focus of financial measurement for proprietary funds is on the determination of net income, financial position and changes in financial position.


• Enterprise Funds Enterprise funds account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user changes. An enterprise program is managed much like a business in that it is self-supporting in nature.

Ambulance Fund (formerly Emergency Medical Service Fund) Accounts for the cost of emergency medical services, ambulance and medic supported by user fees and subscription memberships in the FireMed Program.

Booth-Kelly Fund Accounts for the cost of the improvements and operating expenses of the Booth-Kelly Center; program supported through grants and revenue generated by the leasing of commercial space to local industry.

Drainage Operating Fund Accounts for operations and maintenance costs of the local public storm drainage system supported by local storm drainage fees.

Regional Fiber Consortium Fund Accounts for the financial affairs of the Regional Fiber Consortium. The Regional Fiber Consortium is an intergovernmental entity which manages the operation costs of the Fiber Consortium; supported by membership dues and franchise fees.

Regional Wastewater Fund Accounts for the financial affairs of the Metropolitan Wastewater Management Commission (MWMC). The MWMC is an intergovernmental entity which manages the construction, operations and maintenance costs of the regional sewer system; supported by grants and regional sewer user fees.

Sewer Operations Fund Accounts for operations and maintenance costs of local sanitary and storm sewer systems supported by local sewer user fees.

• Internal Service Funds Internal service funds account for the financing of goods and services provided by one department to another department on a cost-reimbursement basis.

Insurance Fund An internal service fund that accounts for risk management, property/casualty insurance premium, damage claim and employee benefit costs; supported by service charges to departmental operating budgets.

Vehicle and Equipment Fund A sinking fund for the future replacement of vehicles and major equipment; supported by charges to departmental operating budgets.

SDC Administration Fund Established in July, 2005 (FY06), this fund accounts for activities supporting setting methodologies for, calculation, planning and accounting for System Development Charges. Financing is provided by administrative fees charged on SDCs and administrative fees charged to SDC Capital Projects funds.


DESCRIPTION OF FUNDS

A fund is a separate budgeting and accounting entity with balancing appropriations and estimated revenues. All of the City's funds are briefly described below:

Ambulance Fund (615): Accounts for the cost of emergency medical services, ambulance and medic supported by user fees and subscription memberships in the FireMed Program.

Bancroft Redemption Fund (305): Accounts for assessment bond debt service payments; supported by property owners’ principal and interest payments assessed in the past.

Bond Sinking Fund (306): Accounts for payments on City debt including general obligation bonds supported by property taxes.

Booth-Kelly Fund (618): Accounts for the cost of the improvements and operating expenses of the Booth-Kelly Center; program supported through grants and revenue generated by the leasing of commercial space to local industry.

Building Code Fund (224): Accounts for the cost of building permit and inspection services, through the dedicated revenues generated in providing these services. As a result of Senate Bill 587, revenues from building permit fees are required to be used only for the administration and enforcement of the State Building Code.

Community Development Block Grant Fund (CDBG) (210): Required by federal law to account for receipt and expenditure of Community Development Block Grant funds.

Development Assessment Fund (419): Accounts for the cost of local public improvements (supported by assessments to benefiting properties) to construct streets, storm sewers, sidewalks, street lighting, sewers and other public improvement projects.

Development Projects Fund (420): The fund is used to account for costs of constructing and improving city-owned buildings and for infrastructure projects with shared funding. Financing is provided by pre-1991 system development charges, grants, contracts, intergovernmental revenues and other non-recurring revenues.

Drainage Capital Projects Fund (425): Accounts for storm sewer (drainage) capital improvement costs supported by stormsewer connection fees and by storm sewer user fees through transfers from the Drainage Operating Fund.


Drainage Operating Fund (617): Accounts for operations and maintenance costs of local stormsewer (drainage) systems supported by stormsewer user fees.

Fire and Life Safety Local Option Levy Fund (235): Accounts for the receipt of the local option levy passed in November, 2002 and effective for FY04 through FY07 to provide funding for enhanced fire services as well as houses the expenditures made for the increased services.

General Fund (100): Accounts for the general operations of the City including Library, Police, Fire, Public Works, Municipal Court, Planning, Building and General Administrative business support activities.

G.O. Bond Capital Projects Fund (427): Accounts for the cost of capital projects and improvements financed by general obligation (G.O.) bonds. A $12.7 million general obligation bond measure was passed by the voters on November 7, 1995.

Insurance Fund (707): An internal service fund that accounts for risk management, property/casualty insurance premium, damage claim and employee benefit costs; supported by service charges to departmental operating budgets.

Jail Operations Fund (202): Established in FY08, this fund accounts for revenues and expenditures associated with the operations of the Springfield Jail.

Police Building Bond Capital Project Fund (428): The fund is used to account for costs of constructing a Justice Center. Financing consists of bond proceeds.

Police Local Option Levy Fund (236): Accounts for the receipt of the local option levy passed in November, 2002 and effective for FY04 through FY07 to provide funding for enhanced police services as well as houses the expenditures made for the increased services.

Regional Fiber Consortium Fund (629): Accounts for the financial affairs of the Regional Fiber Consortium. The Regional Fiber Consortium is an intergovernmental entity which manages the operation costs of the Fiber Consortium; supported by membership dues and franchise fees.

Regional Wastewater Fund (612): Accounts for the financial affairs of the Metropolitan Wastewater Management Commission (MWMC). The MWMC is an intergovernmental entity which manages the construction, operations and maintenance costs of the regional sanitary sewer system; supported by grants and regional sanitary sewer user fees.


Regional Wastewater Capital Fund (433): Accounts for regional sanitary sewer capital improvement costs supported by sewer user fees, other user fees, reimbursement system development charges (SDCs) and County Service District contributions through transfers from the Regional Wastewater Operation Fund.

Regional Wastewater Debt Service Fund (312): Established in FY08, the fund accounts for revenue bond payments supported by regional wastewater (MWMC) revenues.

Regional Wastewater Revenue Bond Capital Projects Fund (412):

Established in FY08, this fund accounts for regional wastewater (MWMC) capital projects funded by MWMC revenue bond receipts.

SDC Administration Fund (719): An internal service fund that accounts for activities supporting setting methodologies for, calculating, planning, and accounting for System Development Charges. Financing is provided by administrative fees charged on SDCs and administrative fees charged to SDC Capital Projects funds.

SDC Local Storm Improvement Fund (440): Established in July, 2005 (FY06), this fund accounts for capacity-increasing public storm drainage improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Storm Drainage Reimbursement Fund (441): Established in July, 2009 (FY10), this fund accounts for public storm drainage improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Local Wastewater Reimbursement Fund (442): Established in July, 2005 (FY06), this fund accounts for public sanitary sewer improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Local Wastewater Improvement Fund (443): Established in July, 2005 (FY06), this fund accounts for local capacity-increasing public sanitary sewer improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Regional Wastewater Reimbursement Fund (444): Established in July, 2005 (FY06), this fund accounts for regional (MWMC) public sanitary sewer improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Regional Wastewater Improvement Fund (445): Established in July, 2005 (FY06), this fund accounts for regional (MWMC) capacity-increasing public sanitary sewer improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.


SDC Transportation Reimbursement Fund (446): Established in July, 2005 (FY06), this fund accounts for public transportation improvements supported by reimbursement system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

SDC Transportation Improvement Fund (447): Established in July, 2005 (FY06), this fund accounts for local capacity-increasing public transportation improvements supported by system development charges. Financing is provided by charges paid by developers for new construction, as allowed by law.

Sewer Capital Projects Fund (409): Accounts for sanitary sewer capital improvement costs supported by sanitary sewer connection fees and by sanitary sewer user fees through transfers from the Sewer Operations Fund.

Sewer Operations Fund (611): Accounts for operations and maintenance costs of local sanitary sewer systems supported by local sewer user fees.

Special Revenue Fund (204): Accounts for receipt of transient room taxes dedicated to the University of Oregon Hayward Field renovation, receipt of telephone tax dedicated to the 911 program and Development Services Department's grants.

Street Fund (201): Required by state law for receipt and expenditure of state shared gas tax. One percent of gas tax is required to be spent on bicycle facilities. Street Capital Fund (434): Accounts for transportation capital improvement costs. Costs are supported by transfers from the Street Operating Fund.

Transient Room Tax Fund (208): Accounts for the receipt of transient room taxes, hotel and motel, and for expenditures that will enhance tourism.

Vehicle and Equipment Fund (713): A sinking fund for the future replacement of vehicles and major equipment; supported by charges to departmental operating budgets.


DESCRIPTIONS OF BUDGET TERMS

Ad Valorem Tax • A tax based on the assessed value of a property. Adopted Budget • Financial plan which forms the basis and limits for appropriations and is adopted by the City

Council. Appropriation • Legal authorization granted by the City Council for spending a specific amount of money for

a specific purpose during a specific period of time. Assessed Valuation (AV) • The value set on taxable property as a basis for levying property taxes. Assessment • Any fee, charge or assessment that does not exceed the actual cost incurred by a unit of

government for design, construction, and financing of local improvements such as street paving, sidewalks, and sewers.

Assets • Resources having a monetary value and that are owned or held by an entity. Beginning Cash Balance • Includes unexpended resources from the previous years. A portion of these resources will

appear in the Reserve balances of City funds. Reserves are dedicated and non- dedicated. The non dedicated reserves portion is the amount available to fund City operations. For the General Fund and in some of the Special Revenue funds, reserves must fund operations until the first receipt of taxes, which may be as late as six months into the fiscal year.

Bond or Bond Issue • A certificate of debt guaranteeing payment of the original investment plus interest on specific

dates. Budget Committee • Fiscal planning board of the City consisting of City Council members plus an equal number

of lay members appointed by the Council. Budget Document • A written report showing a government’s comprehensive financial plan for a specified period,

usually one year, which includes both the capital and operating budgets. Budget Message • Written explanation of the budget and the City's financial priorities for the next fiscal year;

prepared by the City Manager


Budget Officer • Person appointed by the City Council to assemble the budget; for the City of Springfield the

City Manager serves in this role. Budget Review Team • Team consisting of the City Manager, Assistant City Manager, Finance Director and the

Budget Manager. Capital Budget • The City's budget for projects, major repairs, and improvements or additions to the City's

fixed assets (streets, sidewalks, traffic signals, sewers, drainage and buildings.) Capital Improvement • A term defined in ORS 310.410(10) to include land, structures, facilities, machinery,

equipment, or furnishings having a useful life longer than one year. Capital Improvement Program (CIP) • A major budgeting and planning tool through which needed capital projects are identified,

evaluated, priced and discussed with the general public and the Budget Committee. Capital Outlay • City policy requires the use of capital outlay for capital items with a cost of $5,000 or more.

It also allows, but does not require, the use of capital outlay for capital items which cost less than $5,000.

Capital Projects • Major repairs, improvements or additions to the City's fixed assets, including rental property.

(Streets, sidewalks, traffic signals, sewers, drainage and buildings, etc.) Cash Basis • A basis of accounting under which transactions are recognized only when cash changes

hands. Cash Carryover • Cash that is remaining after subtracting prior year’s actual expenditures from prior year’s

total resources. Cash carryover is classified as revenue. Referred to as Beginning Cash Balance.

Charges for Service • Includes a wide variety of fees charged for services provided to the public and other

agencies. Comprehensive Annual Financial Report (CAFR) • The annual audited results of the City’s financial position and activity. Contingency • A special appropriation set aside for unforeseen and unplanned expenses. Contingencies

may not be spent without approval by resolution of the City Council.


Debt Service • The payment of general long-term debt, consisting of principal and interest. Electors • A qualified voter who has the right to vote for the adoption of any measure.

Encumbrance • A contractual commitment for which the payment is contingent upon the future delivery of

specified goods or services. Encumbrance Cash Balance • A cash carryover which is used as a resource to provide funds for prior year items which are

re-budgeted in the new fiscal year. Ending Working Capital • Funds which allow the City to meet current cash flow requirements, shortfalls in revenue, or

unexpected demands until tax revenue are available. Enterprise Funds • Funds that are usually self-supporting and are operated and financed in a manner that is

similar to private business enterprises. Enterprise funds are usually financed through some type of user charges.

Executive Team • The team consisting of the department executive directors, the Assistant City Manager and

the City Manager. Fines and Forfeitures Revenue • Includes fines charged for traffic citations, library fines and fines for City Code violations. Fiscal Year • Twelve month period from July 1 to June 30 of the following year. Fixed Assets • Assets with a long-term character such as land, buildings, streets and major equipment. Full time Equivalent (FTE) • A full-time position is one that is 40 hours per week for the entire fiscal year and is

designated as 1.0 FTE. Fund • A budgetary and accounting entity with balancing revenues and appropriations. Fund Balance • The difference between a fund’s resources and its requirements. In budget years, the

resources must equal requirements. In actual years, the difference between resources and requirements is the fund balance’s Ending Working Capital.


Generally Accepted Accounting Procedures (GAAP) • Standards established by the American Institute of Certified Public Accountants for the

conduct and reporting of financial audits. General Government Tax Rate • A category of tax rate defined by State of Oregon Ballot Measure 5. It includes revenues

raised to fund general government operations, such as cities, counties and special districts. The total rate of tax for all entities on this category is limited to $10 per $1,000 of real market value.

General Obligation Bonds • Form of debt that is backed by the taxing power of the City of Springfield. General

obligation bonds are issued to provide the capital needed to build structures and improvements that will be used by the entire community.

Governing Body • City Council, board of trustees, board of directors, or other governing board of a local

government. HOME • A grant supported program with the purpose of developing viable urban communities by

providing decent, safe and affordable housing for persons of low income. Impact Fees • Fees charged to developers to cover, in whole or in part, the anticipated cost of

improvements that will be necessary as a result of the development (e.g., parks or sidewalks). See also System Development Charges.

Infrastructure • Public domain fixed assets such as roads, bridges, streets and sidewalks and similar assets

that are immovable and of value only to the government unit. Indirect Charges • Administrative costs that are incurred in the General Fund to support the operations of other

funds. These charges are shown as a reimbursement revenue to the General Fund and an expense in all other funds.

Interfund Transfers • Appropriation category used in the City's budget resolution which includes amounts

distributed from one fund to pay for services provided by another fund. Transfers from the other funds appear as non departmental expenditures called “Interfund Transfers”.

Intergovernmental Revenue • Includes grants from federal, state and local governments as well as state cigarette and

liquor taxes. Issue Papers • Summary of departments requests for funding of services that are in addition to those

services that have historically been funded through the base budget.


Levy • Gross amount of property taxes imposed on taxable property. The net amount received by

a government will be less than the gross levy as a result of delinquent or uncollectable payments or early payment discounts. Budgets are developed on the basis of the projected amount of property taxes receivable.

Licenses and Permits Revenue • Includes revenues collected per City ordinance and state law including the collection of fees

and franchises. Line Item Budget • The traditional form of budget, where proposed appropriations are based on individual

objects of expense within a department or division. Long Range Financial Projections • A multi-year financial projection of revenues and expenditures for the General Fund that is

an integral part of the City of Springfield’s strategic planning and budget process. These projections enable the Council, Budget Committee and the City staff to evaluate the impact of service level changes, as well as to anticipate the effects of revenue and expenditure trends.

Limited Tax General Obligation Bond • A bond that is secured by the pledge of a government’s taxing authority that is limited as to

the rate or amount. Local Budget Law • Oregon Revised Statutes (ORS) dictates local budgeting practices. ORS Chapter 294

contains Local Budget Law provisions. Local Option Levy • Under Measure 50, local governments and special districts were given the ability to ask

voters for temporary authority to increase taxes through approval of a local option levy. The maximum length of time for a local option levy is 10 years, depending on the purpose of the levy. A local option levy must be approved by a majority of voters at a general election occurring in an even-numbered year, or at any election with at least a 50 % voter turnout.

Materials and Services • An object classification which includes contractual and other services, consumable materials

and supplies, and other operating costs. Measure 5 • On November 6, 1990, voters of Oregon passed Measure 5, a property tax limitation. Under

M5, the combined property tax rate was split into a portion for schools and one for general governments (cities, counties, special districts). The combined rate limit for schools is $5 per $1,000 of real market value and the rate for general governments is $10 per $1,000 of real market value. These rates are not comparable to the tax rates under Measure 50 because those tax rates are applied to a lower assessed value. See Assessed Valuation.


Measure 50 • On May 20, 1997, the voters of Oregon passed Measure 50, which fundamentally changed

the Oregon property tax system. Under M50, each jurisdiction was assigned a permanent tax rate limit. In addition the assessed value of each property was reduced in Fiscal Year 1998 and future increases in assessed value were capped. See Assessed Valuation and Permanent Tax Rate.

Millage • An increment of taxation measured in units of one-tenth of one cent or 0.001 of one dollar.

Millage is the rate used in calculating taxes based upon the value of property, expressed in mills per dollar of assessed value.

Miscellaneous Receipts • Includes the total revenue from assessments. Miscellaneous Revenue • Includes a variety of miscellaneous revenues received by the City, the most significant being

Special Assessments. In the budget document, miscellaneous revenues are more detailed in the “Combined Statement of Revenues, Expenditures and Changes in Fund Balance Statement”. (See Financial Summaries and Statistics section of this document.)

Modified Accrual • Basis of accounting in which expenditures, other than accrued interest on general long-term

debt, are recorded at the time liabilities are incurred and revenues are recorded when received, except for material and/or available revenues that should be accrued to reflect taxes levied or revenue earned.

Non-Department Budget • The part of the budget summarizing expenditures or reductions to reserve accounts that are

not associated with, nor under the authority of, a department budget, including interfund transfers, reserves, contingency, unappropriated fund balance , debt service payments, miscellaneous fiscal transactions, and statutory payments. See Non Department Expenditure.

Non-Department Expenditure • Non department identified expenditures of a fund that are not associated with, nor under the

authority of, a department budget, including debt service, interfund transfers, contingency, reserves, balance available and unappropriated fund balance.

Non-Operating Budget • Part of the budget composed of the Insurance Fund and fiscal transactions (interfund

transfers, reserves, contingency, unappropriated fund balance, insurance premiums and debt service payments.)

Objective • The course of action to obtain a stated goal.


Operating Budget • The day to day departmental and program operating costs of the City. Includes

expenditures for personal services, materials and services and capital outlay only. Overlapping Tax Rate • The tax rate paid to several governments, such as a city, county and school district. Permanent Tax Rate • Under Measure 50, each school district, local government and special district was assigned

a permanent tax rate limit in FY98. This permanent tax rate applies to property taxes for operations. The City of Springfield’s permanent tax rate is $4.7403 per $1,000 of assessed value.

Personal Services • Object classification for costs of employees, including salary, overtime, taxes and benefits. Property Tax • A tax assessed equally against the assessed value of all taxable property within a

government’s boundaries. The first receipt of property taxes usually occurs in November or December of each year.

Proposed Budget • A financial and operating program prepared by the City Manager and submitted to the public

and the Budget Committee for review. Real Market Value • The real market value of a property was defined under Measure 50 to be the amount of cash

that could reasonably be expected to be paid by an informed buyer to an informed seller, each acting without compulsion in an arm’s length transaction occurring as of the assessment date for the tax year.

Reserves • An accumulation of funds for a specific future purpose. Reserves may only be spent by

resolution of the City Council. Resolution • A special or temporary order of a legislative body requiring City Council action. Revenue • Funds received by the City from either tax or non-tax sources. Special Assessment • Charges imposed against property in a particular locality because that property receives a

special benefit by virtue of some public improvement, separate and apart from the general benefit accruing to the public at large. Special assessments must be apportioned according to the value of the benefit received, rather than the cost of improvement and may not exceed the value of such benefit.


Special Assessment Bond • A bond issue payable from the payments on special assessments imposed against

properties that have been specially benefited by the construction of public improvements, such as sidewalks or sewer systems.

Supplemental Budget • Appropriations established to meet needs not anticipated at the time the budget was

originally adopted. A supplemental budget may not increase the tax levy. System Development Charge (SDC) • Designed to finance the construction, extension, or enlargement of a park, street, storm

sewer or sewerage or disposal system. SDC’s are imposed by a governmental unit as a condition to issuance of any occupancy permit or imposed by a governmental unit at such other time as, by ordinance, it may determine.

Tax • Compulsory charges levied by a government for the purpose of raising revenue. Taxes are

used to pay for services or improvements provided for the general public benefit. Tax Levy • The total amount of property taxes needed to pay for General Fund operations and for

principal and interest on bonds. Tax Rate • The amount of tax stated in terms of a unit of the tax base, for example $6.00 per $1,000 of

assessed value of taxable property. Tax Revenue • Includes property taxes, local fuel taxes, 911 taxes, and hotel and motel room taxes. Tax Roll • The official list showing the amount of taxes levied against each property. The Lane County

Department of Assessment and Taxation compiles and maintains the tax roll for the City of Springfield.

Unappropriated Balance • An amount set aside as cash working capital for the next year's budget. Funds designated

as unappropriated may not be spent within the current year. Use of Money and Property Revenue • Includes a variety of revenues including interest on the City’s investments and assessments. User Fees • Charges or fees established to recover part or all of the costs incurred in the provision of

services by a government; based on the philosophy that the recipient of the benefit should pay for the services. Also called charges for service.


BUDGET ACRONYMS AND ABBREVIATIONS

ACWA Association of Clean Water Agencies

ADA Americans with Disabilities Act

ADMIN Administration

AIRS Area Information Records System

A/R Accounts Receivable

AV Assessed Value

BAN Bond Anticipation Note

BLM Bureau of Land Management

BPA Bonneville Power Administration

CAFR

Comprehensive Annual Financial Report

CDAC Community Development Advisory Committee

CDBG Community Development Block Grant

CDC Community Development Corporation

CIP Capital Improvement Program

CMO City Manager's Office

CPI Consumer Price Index

DARE Drug Abuse Resistance Education

DLCD Department of Land Conservation and Development

DP Data Processing

DPW Development & Public Works Department

DUII Driving Under the Influence of Intoxicants

ED Economic Development

EEO Equal Employment Opportunity


EMS Emergency Medical Services

EMT Emergency Medical Technician

EPA Environmental Protection Agency

EWEB Eugene Water and Electric Board

FIREMED Ambulance Membership Program

FLS Fire and Life Safety

FMLA Family and Medical Leave Act

FRS Federal Revenue Sharing

FTE Full-Time Equivalent Employee

FY Fiscal Year

GAAP

Generally Accepted Accounting Principals

GFOA Government Finance Officers Association

GRAC Glenwood Redevelopment Advisory Committee

HAZ-MAT Hazardous Materials

HOME Home Investment Partnership Program

HR Human Resources Department

HUD Housing and Urban Development

ICMA International City Managers Association

I/I Inflow and Infiltration

IT Information Technology Department

JR / YA Junior / Young Adult

LAN Local Area Network

LCC Lane Community College

LCDC Land Conservation and Development Commission


LCJ Lane County Jail

LCOG Lane Council of Governments

LOC League of Oregon Cities

LRAPA Lane Regional Air Pollution AuthorityM5

Measure 5 – Tax Limitation Measure

M50

Measure 50 – Tax Limitation Measure

MGMT Management

M&S Materials and Services

MWMC Metropolitan Wastewater Management Commission

NLC National League of Cities

OCLC On-line Computer Library Center

ODOT Oregon Department of Transportation

O&M Operations and Maintenance

ORS Oregon Revised Statutes

OSPWF Oregon Special Public Works Fund

OTIA Oregon Transportation Improvement Act

PS Personal Services

P / T Part-time position

SCUSA Springfield Comprehensive Urbanization Study and Annexation

SDC System Development Charges

SEDA Springfield Economic Development Agency

SHOP

Springfield Home Ownership Program

SHPO State Historic Preservation Office

SOPP Standard Operating Procedure Policy


SRF State Revolving Fund

SUB Springfield Utility Board

TCV True Cash Value

TDD Telecommunications Device for the Deaf

UB or UEFB Unappropriated Balance / Unappropriated Ending Fund Balance


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

City

Man

ager

's O

ffice

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

% C

hang

e O

ver A

men

d

FY11

-FY1

3 A

vg %

C

hang

e A

ctua

l

Sal

arie

s59

6,31

9

522,

355

637,

051

63

7,05

1

66

4,00

1

-4%

-13%

Ove

rtim

e20

8

-

-

-

-

100%

100%

Frin

ge B

enef

its53

,942

47

,730

52

,661

52,6

61

54,4

59

-3%

-6%

Med

ical

/Den

tal I

nsur

ance

149,

074

12

7,43

4

14

4,28

8

144,

288

147,

684

-2

%-5

%P

ER

S/O

PS

RP

77,2

48

87,1

79

104,

855

10

4,85

5

13

6,72

9

-30%

-52%

Car

Allo

wan

ce7,

264

6,36

5

7,

248

7,24

8

7,

248

0%-4

%C

ell P

hone

Allo

wan

ce1,

986

1,78

9

1,

980

1,98

0

3,

276

-65%

-71%

Pers

onne

l Ser

vice

s88

6,04

1

792,

850

948,

083

948,

083

1,01

3,39

7

-7%

-16%

Con

tract

ual S

ervi

ces

21,7

88

13,9

31

16,4

17

16

,657

16

,417

1%

6%E

mer

genc

y M

anag

emen

t Pro

gram

3,45

9

2,

514

2,00

0

2,

000

2,00

0

0%

25%

Tele

phon

e, C

ellu

lar,P

ager

4,35

7

1,

558

4,20

8

4,

208

1,91

6

54

%43

%C

ompu

ter E

quip

men

t7,

837

4,63

1

1,

500

1,50

0

3,

900

-160

%16

%A

dver

tisin

g1,

038

550

1,

338

1,33

8

1,

338

0%-3

7%D

uplic

atin

g S

uppl

ies

6,74

9

24

5

2,11

4

2,

114

2,11

4

0%

30%

Trav

el &

Mee

ting

Exp

ense

s19

,921

16

,521

13

,571

14,1

78

13,5

71

4%19

%M

anda

ted

Doc

umen

t/Mee

ting

Exp

3

-

-

-

-

10

0%10

0%C

ounc

il R

eim

burs

emen

t4,

866

10,6

58

10,9

22

10

,922

13

,422

-2

3%-5

2%G

over

nmen

t eth

ics

Com

m c

harg

es26

9

260

67

6

676

67

6

0%-6

8%U

tiliti

es3,

870

4,02

2

5,

053

5,05

3

5,

466

-8%

-27%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

5,54

0

4,

335

3,29

2

3,

292

3,29

2

0%

25%

Pos

tage

& S

hipp

ing

Cha

rges

543

51

6

1,22

2

1,

222

1,22

2

0%

-61%

Offi

ce S

uppl

ies

1,85

9

2,

908

2,34

4

2,

344

2,34

4

0%

1%P

rogr

am E

xpen

se1,

344

2,68

9

10

,400

14,5

80

10,4

00

29%

-116

%M

etro

Par

tner

ship

Inc

50,0

00

50,0

00

50,0

00

50

,000

-

10

0%10

0%Le

ague

Of O

rego

n C

ities

37,2

71

37,5

03

38,1

17

38

,117

38

,117

0%

-1%

Inte

rgvt

Hum

an S

rvcs

148,

394

15

0,39

5

12

8,39

4

156,

894

128,

394

18

%10

%M

etro

Pla

nnin

g/M

pc10

,000

-

-

-

-

10

0%10

0%L-

CO

G27

,300

31

,554

23

,417

23,4

17

23,4

17

0%15

%C

ham

ber O

f Com

mer

ce35

,000

35

,000

35

,000

35,0

00

35,0

00

0%0%

His

t Dis

t Sig

nage

-

-

750

75

0

750

0%

-200

%R

oom

Tax

Col

lect

5,26

4

5,

324

6,00

0

6,

000

6,00

0

0%

-9%

Air

Pol

lutio

n-LR

AP

A56

,760

-

21

,224

21,2

24

-

100%

100%

Team

Spr

ingf

ield

17,9

82

10,7

69

20,0

00

20

,000

20

,000

0%

-23%

Spr

ingf

ield

Mus

eum

55,0

00

45,0

00

45,0

00

45

,000

45

,000

0%

7%O

lym

pic

Tria

ls-

50

,000

50

,000

50,0

00

50,0

00

0%-5

0%

Operating Expenditures by Department Attachment 4 Page 1 of 24

City

Man

ager

's O

ffice

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t Act

ual

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14

Bud

get

% C

hang

e O

ver A

men

d

FY11

-FY1

3 A

vg %

C

hang

e A

ctua

l

Em

eral

d E

mpi

re A

rt A

ssoc

iatio

n19

,897

-

-

-

-

10

0%10

0%FI

MB

A E

vent

2,91

9

-

-

-

-

10

0%10

0%S

usta

inab

le C

ities

-

121,

090

39,0

00

39

,000

-

10

0%10

0%M

ohaw

k O

pen

Ban

ners

-

-

-

-

730

-1

00%

-100

%C

omm

unity

Rel

atio

ns P

rgrm

Exp

-

-

-

-

15,0

00

-100

%-1

00%

Equ

ipm

ent M

aint

enan

ce40

4

341

2,

389

2,38

9

2,

389

0%-1

29%

Em

ploy

ee D

evel

opm

ent

1,60

5

2,

204

2,26

0

2,

260

2,26

0

0%

-12%

Mat

eria

l & S

ervi

ce55

1,23

8

604,

518

536,

608

570,

135

445,

135

22%

21%

Inte

rnal

Insu

ranc

e C

hgs

829

88

2

4,74

7

4,

747

4,74

7

0%

-121

%In

t Com

pute

r Equ

ip C

hgs

445

1,

032

1,03

2

1,

032

1,03

2

0%

-23%

Inte

rnal

Bld

g M

aint

Chg

s-

1,

903

1,16

4

1,

164

1,27

3

-9

%-2

5%In

tern

al V

eh &

Equ

ip R

ent

720

75

6

756

75

6

756

0%

-2%

Indi

rect

Cos

ts-

-

8,

220

8,22

0

-

10

0%10

0%In

tern

al E

mpl

oyee

Ben

efit

Chg

5,65

6

4,

948

5,29

9

5,

299

5,50

9

-4

%-4

%In

tern

al M

S E

nter

pris

e A

gree

men

t86

2

1,27

4

1,

022

1,02

2

1,

022

0%3%

Int B

ldng

Pre

serv

atio

n C

hrgs

5,38

4

4,

130

4,13

0

4,

130

4,21

4

-2

%7%

Inte

rnal

Cha

rges

13,8

96

14,9

25

26

,370

26

,370

18

,553

30%

-1%

Tota

l All

Fund

s1,

451,

174

$

1,41

2,29

4$

1,51

1,06

1$

1,

544,

588

$

1,47

7,08

5$

4%-1

%-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s8,

261,

795

7,

515,

145

7,

991,

012

8,

069,

381

8,

075,

003

0%

-2%

Sea

son/

Inte

rn/T

mp

Wag

es58

,746

24

,894

51,8

00

51

,800

90,0

00

-7

4%-9

9%O

verti

me

100,

306

79,4

92

14

3,00

3

14

8,80

0

15

2,64

0

-3

%-4

2%Fr

inge

Ben

efits

1,04

2,43

0

812,

667

884,

057

885,

092

899,

056

-2%

2%M

edic

al/D

enta

l Ins

uran

ce2,

220,

065

2,

167,

419

2,

345,

666

2,

387,

325

2,

371,

752

1%

-6%

PE

RS

/OP

SR

P1,

033,

463

1,

186,

921

1,

261,

921

1,

268,

568

1,

607,

233

-2

7%-3

8%S

easo

n/In

tern

/Tm

p Fr

inge

-

-

9,

260

9,

260

12

,700

-37%

-311

%C

ar A

llow

ance

3,99

5

1,

856

4,

263

1,

560

1,

560

0%

54%

Pag

er A

llow

ance

25,2

67

10,9

77

11

,300

8,47

2

12,0

00

-4

2%24

%C

ell P

hone

Allo

wan

ce17

,622

15

,319

16,5

34

16

,380

17,1

00

-4

%-4

%P

erso

nnel

Svs

Adj

ustm

ents

-

-

-

-

5,

100

-1

00%

-100

%Pe

rson

nel S

ervi

ces

12,7

63,6

89

11

,814

,690

12

,718

,816

12

,846

,638

13,2

44,1

44

-3%

-7%

Bill

ing

& C

oll E

xp68

9,06

4

66

2,73

8

70

8,50

0

74

9,50

0

74

7,10

0

0%

-9%

Con

tract

ual S

ervi

ces

866,

276

703,

797

1,31

8,37

3

1,53

8,95

9

1,23

4,35

0

20%

-28%

Litig

atio

n E

xpen

se7,

167

54,8

68

80

,000

168,

500

185,

500

-10%

-292

%E

nviro

nmen

tal E

d3,

904

8,13

6

8,20

0

10,2

50

18

,750

-83%

-178

%A

ttorn

ey F

ees

43,8

14

52,3

47

50

,000

75,0

00

75

,000

0%-5

4%M

erch

ant f

ees

22,0

87

22,4

89

36

,564

38,8

64

36

,364

6%-3

4%P

lann

ing

Com

mis

sion

Exp

ense

s1,

367

1,08

3

500

1,50

0

1,50

0

0%-5

3%Fu

el T

ax A

dmin

istra

tion

3,96

0

5,

646

10

,000

10,0

00

7,

500

25

%-1

5%Te

mp

Eng

/Pla

nnin

g26

-

-

-

-

10

0%10

0%N

ES

C C

ompl

ianc

e-

-

5,00

0

5,00

0

5,00

0

0%-2

00%

Per

sonn

el S

ervi

ces

Rei

mbu

rsem

t6,

800,

550

6,

920,

157

7,

446,

700

7,

732,

894

7,

864,

894

-2

%-1

1%C

lean

ing

Ser

vice

s7,

057

3,98

6

9,96

5

7,54

0

8,11

5

-8%

-16%

Equ

ipm

ent R

enta

l2,

344

761

4,90

0

4,45

0

4,70

0

-6%

-76%

Pro

perty

& L

iabi

lity

Ins

242,

869

242,

968

286,

124

300,

750

351,

500

-17%

-37%

Tele

phon

e, C

ellu

lar,P

ager

19,2

52

13,6

08

17

,513

17,6

51

20

,727

-17%

-23%

Ris

/Airs

/Geo

Cha

rges

115,

845

108,

142

110,

248

110,

248

107,

740

2%3%

Com

pute

r Equ

ipm

ent

17,6

27

67,9

95

76

,261

77,0

00

42

,032

45%

22%


Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Adv

ertis

ing

5,79

8

5,

978

12

,325

17,7

75

18

,075

-2%

-125

%D

uplic

atin

g S

uppl

ies

11,7

82

13,8

30

14

,237

18,3

64

16

,025

13%

-21%

Prin

ting

6,63

7

2,

718

7,

546

15

,150

9,20

0

39%

-63%

Adv

ertis

ing

-

-

20

0

20

0

-

100%

100%

Trav

el &

Mee

ting

Exp

ense

s35

,170

25

,110

46,0

72

59

,460

56,7

24

5%

-60%

Inte

rnal

Mee

ting

2,79

5

1,

999

3,

646

3,

761

3,

661

3%

-30%

Cou

ncil

Rei

mbu

rsem

ent

-

-

-

-

-

100%

100%

Sof

twar

e Li

cens

e Fe

e37

,100

71

,592

147,

791

147,

981

170,

201

-15%

-99%

Rec

ordi

ng F

ees

189

55

82

5

82

5

82

5

0%

-132

%P

rope

rty T

axes

61,9

45

60,6

70

79

,301

80,0

00

77

,900

3%-1

6%N

PD

ES

Per

mits

99,8

62

101,

723

102,

850

129,

600

128,

000

1%-2

6%G

over

nmen

t eth

ics

Com

m c

harg

es52

5

767

1,33

3

1,39

0

1,40

0

-1%

-60%

RO

W F

ee-

35

7,67

3

37

4,50

0

37

8,00

0

38

0,22

0

-1

%-5

6%E

ng/S

urve

y S

uppl

ies

83

1,18

1

5,05

0

5,05

0

5,15

0

-2%

-145

%C

ode

Enf

orce

Sup

ply

633

56

1

80

0

80

0

-

100%

100%

Pre

treat

men

t Sup

plie

s1,

607

2,76

2

3,10

0

4,00

0

4,00

0

0%-6

1%S

afet

y C

loth

ing/

Eq

10,4

28

11,8

85

12

,589

12,3

89

12

,589

-2%

-8%

Cle

anin

g S

uppl

ies

-

-

20

0

20

0

20

0

0%

-200

%G

asol

ine

& O

il13

0,84

6

14

3,44

0

16

3,60

1

16

3,97

5

17

3,72

2

-6

%-1

9%U

tiliti

es16

6,40

3

87

,218

87,6

51

98

,586

63,7

85

35

%44

%E

lect

ricity

-

-

-

-

10

0

-1

00%

-100

%N

atur

al G

as-

-

-

-

-

10

0%10

0%S

treet

Lig

htin

g E

lect

ricity

152,

441

156,

151

150,

500

150,

500

155,

000

-3%

-1%

Traf

fic S

igna

l Ele

ctric

ity31

,553

28

,897

35,0

00

55

,200

35,0

00

37

%-1

0%S

UB

Wat

er-

25

,196

24,3

93

23

,344

35,6

93

-5

3%-1

16%

SU

B S

ewer

& D

rain

age

-

6,48

3

5,32

0

4,78

0

10,5

90

-1

22%

-169

%S

UB

Ele

ctric

ity-

71

,668

52,7

44

46

,819

89,7

79

-9

2%-1

16%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

23,5

23

26,8

61

29

,859

36,1

79

38

,149

-5%

-43%

Dire

ct M

ail

-

14

-

-

-

10

0%10

0%P

osta

ge &

Shi

ppin

g C

harg

es11

,545

9,

637

10

,082

18,0

40

16

,340

9%-5

7%O

ffice

Sup

plie

s9,

899

12,8

90

20

,578

25,8

60

22

,588

13%

-56%

Com

pute

r Sup

plie

s1,

699

91

200

200

200

0%70

%C

ompu

ter S

oftw

are

63,9

02

44,6

51

92

,990

104,

631

93,5

71

11

%-3

9%S

mal

l Fur

nitu

re &

app

lianc

es1,

276

833

3,77

5

4,27

5

3,87

5

9%-9

8%S

torm

wat

er S

ampl

ing

Sup

plie

s3,

301

2,13

9

3,00

0

5,00

0

4,50

0

10%

-60%


Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Clo

thin

g A

llow

ance

17,7

40

15,0

21

25

,485

25,4

85

25

,400

0%-3

1%C

omm

uter

Trip

Red

uctio

n1,

188

1,97

7

3,07

0

3,05

0

3,84

0

-26%

-85%

Par

ts &

Mat

eria

ls7,

752

6,75

6

10,0

00

10

,000

10,0

00

0%

-22%

Stre

et M

aint

Mat

eria

ls32

,956

38

,236

70,0

00

70

,000

70,0

00

0%

-49%

Sw

eepe

r Sup

plie

s5,

122

7,07

5

13,5

00

15

,250

14,5

00

5%

-69%

Dra

inag

e M

aint

Mat

eria

ls48

,508

44

,447

52,0

00

55

,735

55,8

35

0%

-16%

Sew

er M

aint

Mat

eria

ls20

,746

23

,722

33,0

00

38

,000

38,0

00

0%

-47%

Cle

ang/

Mai

nt M

ater

ials

18,6

81

18,6

26

17

,000

17,0

00

17

,000

0%6%

Pro

gram

Exp

ense

55,7

15

40,9

84

10

0,83

2

12

7,68

5

13

3,37

6

-4

%-1

03%

Traf

f Mai

nt M

ater

ials

103,

841

110,

540

118,

479

119,

000

121,

000

-2%

-9%

Land

Mai

nt M

ater

ials

14,7

50

17,2

53

21

,000

21,0

00

21

,000

0%-1

9%S

treet

Tre

e R

epla

cem

ent

1,97

6

2,

467

12

,000

12,0

00

12

,000

0%-1

19%

GIS

Pro

gram

Exp

ense

-

273

1,50

0

1,50

0

1,50

0

0%-1

54%

Per

mit

Pro

ject

Exp

684

-

34,3

67

35

,000

35,0

00

0%

-200

%C

itize

n S

urve

y-

-

-

-

-

10

0%10

0%1s

t Tim

e H

omeb

uyer

s33

3,86

0

10

1,98

4

10

0,00

0

10

0,00

0

-

100%

100%

Inte

rgvt

Hum

an S

rvcs

-

-

-

-

45

,252

-100

%-1

00%

LCO

G/C

able

Reg

319

-

1,00

0

3,50

0

3,50

0

0%-6

96%

Eug

ene

Ope

ratio

ns2,

909,

605

3,

030,

191

3,

151,

400

3,

541,

133

3,

661,

309

-3

%-2

1%E

ugen

e In

dire

ct C

osts

984,

201

801,

147

829,

300

1,18

7,90

2

1,13

7,50

0

4%-3

1%B

icyc

le P

rogr

am S

uppl

ies

935

2,

013

80

0

2,

000

2,

000

0%

-60%

Eug

ene

Cap

ital O

utla

y(1

,911

)

2,60

3

47,8

00

47

,828

52,3

28

-9

%-2

24%

Em

erge

ncy

Ren

tal A

ssis

tanc

e5,

058

314

-

-

-

10

0%10

0%S

prin

g C

lean

Up

-

1,00

0

500

500

1,00

0

-100

%-1

00%

Cat

holic

Com

mun

ity S

ervi

ces

30,3

29

30,3

31

15

,317

15,3

17

-

100%

100%

Food

for L

ane

Cou

nty

36,0

81

18,4

99

18

,501

18,5

01

-

100%

100%

Rel

ief N

urse

ry14

,247

14

,247

14,2

47

14

,247

-

10

0%10

0%S

t. V

ince

nt d

e P

aul

10,8

02

11,7

84

11

,784

11,7

84

-

100%

100%

Whi

te B

ird8,

029

8,02

9

8,02

9

8,02

9

-

10

0%10

0%S

DC

Prio

r Yea

r Ref

unds

-

25,7

53

7

53

,554

8

100%

100%

SD

C C

redi

ts P

aid

13,5

57

14,2

18

7

8

8

0%

100%

EE

EE

CB

G -

City

of S

prin

gfie

ld18

2,46

6

2,

098

-

-

-

100%

100%

EE

CB

G -

Will

amal

ane

135,

371

-

-

-

-

100%

100%

EE

CB

G -

SS

D#1

918

8,64

5

-

-

-

-

10

0%10

0%M

illra

ce S

pons

orsh

ip-

-

-

20

0,00

0

-

100%

100%


Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Ced

ar C

reek

Spo

nsor

ship

-

-

-

250,

000

-

10

0%10

0%S

usta

inab

le C

ities

-

50,6

35

4,

450

4,

490

-

100%

100%

CH

OR

E1,

575

250

985

985

-

10

0%10

0%B

reth

ren

Hou

sing

HU

D 8

1116

4,56

8

-

-

-

-

10

0%10

0%H

abita

t for

Hum

anity

44,5

33

35,0

72

69

,905

69,9

05

-

100%

100%

NE

DC

O A

cqui

stio

n-

-

50,0

00

50

,000

-

10

0%10

0%La

ne M

icro

Bus

ines

s18

,177

13

,721

6,27

7

6,27

7

-

10

0%10

0%Lo

ckou

t Crim

e P

roje

ct1,

284

18,8

76

21

,556

21,5

56

-

100%

100%

Bra

ttain

Pla

ygro

und

9,25

0

-

-

-

-

10

0%10

0%R

elie

f Nur

sery

Fac

ility

27,2

24

19,3

77

41

,399

41,3

99

-

100%

100%

Nei

ghbo

rhoo

d Im

prov

emen

ts-

-

-

-

442,

816

-100

%-1

00%

CD

BG

-R S

pec

Sch

ool P

roj

61,2

27

-

-

-

-

100%

100%

Alv

ord

Tayl

or-

11

,337

-

-

-

10

0%10

0%M

ains

tream

Hou

sing

13,2

13

-

-

-

-

100%

100%

Full

Acc

ess

Ele

vato

r44

,211

23

,716

-

-

-

10

0%10

0%S

ectio

n 10

8 R

epay

men

t Xfr

14,1

79

16,3

57

34

,443

34,4

43

29

,658

14%

-37%

Vol

unte

ers

in M

edic

ine

60,0

00

-

-

-

-

100%

100%

Bus

ines

s D

evel

opm

ent L

oans

4,27

7

2,

120

5,

603

5,

603

-

100%

100%

Mt.

Ver

non

Pla

ygro

und

35,3

70

-

30

,000

30,0

00

-

100%

100%

NE

DC

O F

ood

Hub

-

153,

577

58,0

00

58

,000

-

10

0%10

0%E

mer

ald

Art

Cen

ter

-

38,9

13

-

-

-

100%

100%

Alv

ord

Tayl

or G

roup

Hom

e-

9,

658

29

,000

29,0

00

-

100%

100%

NE

DC

O F

orec

losu

re R

ecov

ery

-

-

18

3,12

8

18

3,12

8

-

100%

100%

HA

CS

A R

iver

Poi

nt P

lace

-

-

96

,500

96,5

00

-

100%

100%

AR

C o

f Lan

e C

ount

y-

-

12,0

00

12

,000

-

10

0%10

0%N

ED

CO

HA

TCH

-

-

23

,033

23,0

33

-

100%

100%

BR

ING

Rec

yclin

g-

-

57,0

00

57

,000

-

10

0%10

0%C

ity F

ount

ain

Pla

za-

-

30,0

00

30

,000

-

10

0%10

0%N

ED

CO

Fac

ade

Impr

ovem

ent

-

-

25

,000

25,0

00

-

100%

100%

Stre

et L

ight

Mai

nt94

,021

93

,900

100,

000

100,

000

100,

000

0%-4

%E

quip

men

t Mai

nten

ance

85,9

77

43,9

97

78

,489

78,4

39

66

,169

16%

5%B

ldg

Mai

nten

ance

56,3

82

41,9

51

46

,253

40,9

14

43

,914

-7%

9%B

k-E

lect

rical

Mai

nt-

30

0

-

-

-

100%

100%

Veh

icle

Mai

nten

ance

2,08

2

44

,173

45,0

03

45

,003

45,0

75

0%

-48%

Sig

nal D

etec

tor R

epai

r16

,009

35

,581

45,0

00

47

,500

47,5

00

0%

-48%


Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sid

ewal

k R

epai

r10

,180

17

,845

17,5

00

17

,500

17,5

00

0%

-15%

Gua

rd R

ail R

epai

r-

1,

221

2,

500

2,

500

2,

500

0%

-102

%W

ire T

heft

Rem

edia

tion

36,1

93

7,65

6

20,0

00

40

,000

40,0

00

0%

-88%

Trai

ning

Aid

s30

8

-

20

0

20

0

80

0

-3

00%

-373

%E

mpl

oyee

Dev

elop

men

t54

,755

39

,036

78,0

09

94

,663

92,3

27

2%

-61%

Org

aniz

atio

n D

evel

opm

ent

1,55

7

63

1

96

0

1,

100

1,

450

-3

2%-3

8%Tu

ition

Rei

mbu

rsem

ent

1,94

0

-

-

-

-

10

0%10

0%M

isc

Ben

efit

Exp

ense

-

3,09

3

-

-

-

10

0%10

0%R

ecru

itmen

t Exp

ense

-

-

90

0

90

0

75

0

17

%-1

50%

Reh

ab L

oans

5,18

7

5,

594

50

,000

50,0

00

-

100%

100%

Pro

ject

Inve

stm

ents

-

-

12

1,80

9

12

1,80

9

-

100%

100%

Hom

e R

evol

ving

Loa

n-

91

,552

427,

792

427,

792

-

10

0%10

0%M

ater

ial &

Ser

vice

15,7

59,0

83

15

,355

,121

18

,184

,525

20

,312

,087

18,7

29,6

49

8%-1

4%

Inte

rnal

Insu

ranc

e C

hgs

245,

648

193,

735

264,

042

264,

224

264,

225

0%-1

3%In

tern

al V

eh M

t Chg

s14

8,29

9

17

0,63

3

15

9,82

6

15

9,82

6

18

4,39

5

-1

5%-1

6%In

tern

al F

ac R

ent

-

129,

756

202,

669

202,

950

201,

465

1%-8

2%In

t Com

pute

r Equ

ip C

hgs

38,9

08

38,0

40

53

,832

53,8

32

84

,144

-56%

-93%

Inte

rnal

Bld

g M

aint

Chg

s24

8,61

3

21

8,33

8

21

3,61

2

21

3,89

5

19

8,86

9

7%

12%

Inte

rnal

Veh

& E

quip

Ren

t45

5,58

0

43

7,40

0

49

2,84

0

49

2,84

0

45

9,61

2

7%

1%In

dire

ct C

osts

1,59

7,75

9

1,52

9,14

2

1,61

0,96

0

1,61

1,50

8

1,64

0,06

9

-2%

-4%

Inte

rnal

Em

ploy

ee B

enef

it C

hg10

3,91

1

99

,918

107,

881

107,

983

103,

097

5%1%

Inte

rnal

Adm

in F

ee44

5,00

0

42

0,00

0

42

0,00

3

42

0,00

3

47

5,00

1

-1

3%-1

1%In

tern

al M

S E

nter

pris

e A

gree

men

t36

,455

25

,020

20,2

75

20

,275

19,1

24

6%

30%

Int B

ldng

Pre

serv

atio

n C

hrgs

100,

313

81,1

08

96

,224

96,3

01

91

,911

5%1%

Inte

rnal

Cha

rges

3,42

0,48

7

3,34

3,09

1

3,

642,

164

3,64

3,63

7

3,72

1,91

2

-2

%-7

%

Bac

khoe

705

80-

85

,662

-

-

-

10

0%10

0%V

ehic

les

-

22,3

51

35

8,39

8

42

9,78

6

29

2,16

8

32

%-1

30%

Stre

et M

aint

enan

ce E

quip

men

t-

23

,267

11,8

00

11

,800

-

10

0%10

0%S

ewer

Mai

nten

ance

Equ

ipm

ent

-

27,5

83

8,

000

24

,500

19,0

00

22

%-6

0%S

urfa

ce M

aint

enan

ce E

quip

men

t-

4,

212

-

-

-

100%

100%

Traf

fic M

aint

. Equ

ipm

ent

-

-

8,

120

12

,000

-

10

0%10

0%E

quip

men

t Rep

lace

men

t25

8,99

8

62

4,17

8

27

7,50

0

29

5,00

2

54

2,18

1

-8

4%-4

0%M

ajor

Reh

ab72

,961

42

5,34

7

39

8,00

0

48

1,54

0

49

7,35

1

-3

%-6

6%


Dev

elop

men

t & P

ublic

Wor

ks

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

MW

MC

Cap

ital O

utla

y-

-

950,

000

1,63

4,36

0

-

10

0%10

0%C

ompu

ter E

quip

men

t47

,394

5,

285

12

,916

12,9

21

22

,975

-78%

-5%

Cap

ital O

utla

y37

9,35

3

1,

217,

885

2,02

4,73

4

2,

901,

909

1,

373,

675

53%

-14%

Tota

l All

Fund

s32

,322

,611

$

31,7

30,7

87$

36

,570

,239

$

39,7

04,2

71$

37

,069

,380

$

7%-1

1%-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Fina

nce

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s54

8,37

5

58

8,49

9

59

5,27

9

59

5,27

9

62

5,18

0

-5

%-8

%O

verti

me

1,79

1

93

6

-

-

-

100%

100%

Frin

ge B

enef

its47

,710

50

,852

52,2

68

52

,268

54,6

81

-5

%-9

%M

edic

al/D

enta

l Ins

uran

ce15

8,27

0

17

2,43

7

16

8,57

4

17

3,57

4

17

7,54

0

-2

%-7

%P

ER

S/O

PS

RP

52,4

12

75,8

82

76

,149

76,1

49

10

4,78

4

-3

8%-5

4%Pe

rson

nel S

ervi

ces

808,

558

888,

606

89

2,27

0

897,

270

962,

185

-7

%-1

1%

Con

tract

ual S

ervi

ces

69,9

71

60,2

23

10

2,22

9

98

,575

100,

255

-2%

-29%

Con

tract

ual T

empo

rary

Hel

p15

,020

-

-

-

-

10

0%10

0%Te

leph

one,

Cel

lula

r,Pag

er92

6

718

855

1,20

0

850

29%

-2%

Com

pute

r Equ

ipm

ent

2,82

3

4,

600

25

0

5,

850

3,

850

34

%-5

1%A

dver

tisin

g1,

063

490

1,80

0

3,50

0

2,45

8

30%

-120

%D

uplic

atin

g S

uppl

ies

-

-

56

0

56

0

56

0

0%

-200

%P

rintin

g3,

947

1,06

2

1,05

0

1,10

0

1,10

0

0%46

%Tr

avel

& M

eetin

g E

xpen

ses

414

1,

814

2,

200

3,

210

3,

210

0%

-117

%M

anda

ted

Doc

umen

t/Mee

ting

Exp

80

-

-

-

-

100%

100%

Mile

age

Rei

mbu

rsem

ent

31

-

-

-

-

100%

100%

Sof

twar

e Li

cens

e Fe

e51

,200

52

,055

54,8

56

60

,115

57,3

92

5%

-9%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

7,33

1

7,

920

8,

750

9,

000

9,

000

0%

-12%

Pos

tage

& S

hipp

ing

Cha

rges

11

-

12

5

27

5

27

5

0%

-505

%O

ffice

Sup

plie

s4,

217

2,76

0

4,80

0

4,85

0

4,80

0

1%-2

2%C

ompu

ter S

oftw

are

199

15

4

91

3

20

0

20

0

0%

53%

Sm

all F

urni

ture

& a

pplia

nces

553

-

173

-

-

100%

100%

Pro

gram

Exp

ense

3,49

2

1,

462

2,

750

4,

000

3,

500

13

%-3

6%E

quip

men

t Mai

nten

ance

585

-

-

86

5

56

5

35

%-1

90%

City

EE

Rec

ogni

tion

114

87

-

210

210

0%-2

13%

Em

ploy

ee D

evel

opm

ent

3,33

7

3,

268

4,

300

7,

333

6,

500

11

%-7

9%O

rgan

izat

ion

Dev

elop

men

t-

47

-

80

80

0%-4

13%

Mat

eria

l & S

ervi

ce16

5,31

3

13

6,66

0

185,

611

20

0,92

3

19

4,80

5

3%-2

0%


Fina

nce

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Inte

rnal

Insu

ranc

e C

hgs

718

89

0

5,

518

5,

582

5,

582

0%

-135

%In

tern

al F

ac R

ent

-

-

-

-

4,

493

-1

00%

-100

%In

t Com

pute

r Equ

ip C

hgs

1,93

5

3,

588

-

-

-

100%

100%

Inte

rnal

Bld

g M

aint

Chg

s3,

224

4,72

5

5,57

0

5,57

0

4,73

2

15%

-5%

Indi

rect

Cos

ts17

,018

17

,018

32,0

52

32

,052

28,3

86

11

%-2

9%In

tern

al E

mpl

oyee

Ben

efit

Chg

7,38

9

7,

015

7,

419

7,

419

7,

870

-6

%-8

%In

tern

al M

S E

nter

pris

e A

gree

men

t1,

432

1,89

8

1,38

7

1,38

7

1,46

0

-5%

7%In

t Bld

ng P

rese

rvat

ion

Chr

gs7,

037

5,93

6

6,31

5

6,34

6

6,15

7

3%4%

Inte

rnal

Cha

rges

38,7

52

41,0

70

58

,261

58,3

56

58

,680

-1%

-27%

Tota

l All

Fund

s1,

012,

624

$

1,

066,

336

$

1,13

6,14

2$

1,

156,

549

$

1,

215,

670

$

-5%

-13%

-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Fire

& L

ife S

afet

y

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s7,

905,

060

7,

667,

235

7,

715,

606

7,

753,

253

7,

799,

242

-1

%0%

Sea

son/

Inte

rn/T

mp

Wag

es2,

164

8,34

9

58,0

00

47

,000

47,0

00

0%

-106

%O

verti

me

1,05

8,67

8

1,32

5,04

8

1,03

4,25

2

952,

792

918,

024

4%19

%Fr

inge

Ben

efits

1,32

1,83

5

1,14

0,75

2

1,04

7,03

3

986,

937

1,00

1,05

5

-1%

14%

Med

ical

/Den

tal I

nsur

ance

1,82

4,33

0

1,81

6,58

5

1,82

2,69

7

2,00

2,45

8

2,04

7,28

4

-2%

-12%

PE

RS

/OP

SR

P75

7,63

8

1,

046,

918

1,

017,

590

98

9,11

8

1,

331,

023

-3

5%-4

1%C

ell P

hone

Allo

wan

ce4,

468

4,40

4

4,50

0

4,50

0

4,32

0

4%3%

Per

sona

l Svs

Adj

ustm

ents

-

-

15

0,00

0

45

0,17

4

-

100%

100%

Pers

onne

l Ser

vice

s12

,874

,173

13,0

09,2

91

12,8

49,6

78

13,1

86,2

32

13

,147

,948

0%

-2%

Dis

patc

h C

ontra

ct54

4,33

3

55

2,73

9

62

3,29

0

62

3,29

0

66

0,68

7

-6

%-1

5%C

ontra

ctua

l Ser

vice

s47

,136

43

,556

63,2

80

74

,740

117,

240

-57%

-128

%M

erch

ant f

ees

18,1

21

21,4

56

32

,430

16,4

00

16

,400

0%32

%S

pace

Ren

tal

16,6

87

16,4

90

3,

000

5,

474

3,

624

34

%70

%Te

leph

one,

Cel

lula

r,Pag

er18

,755

17

,897

17,3

81

20

,295

19,4

76

4%

-8%

Ris

/Airs

/Geo

Cha

rges

6,57

8

7,

379

7,

129

7,

129

5,

600

21

%20

%C

ompu

ter E

quip

men

t8,

045

43,9

92

88

,200

91,4

00

9,

200

90

%80

%A

dver

tisin

g30

9,22

6

23

3,88

1

98

,500

98,5

00

98

,500

0%54

%D

uplic

atin

g S

uppl

ies

5,59

5

5,

121

4,

250

6,

100

6,

100

0%

-22%

Prin

ting

317

23

2

1,

200

1,

400

1,

400

0%

-140

%Tr

avel

& M

eetin

g E

xpen

ses

13,3

01

7,70

3

15,5

25

13

,825

12,8

25

7%

-5%

Inte

rnal

Mee

ting

-

12

-

-

-

10

0%10

0%Fi

re S

tatio

n Li

nens

146

-

-

-

-

10

0%10

0%M

edic

al S

uppl

ies

152,

854

145,

630

138,

000

140,

000

140,

000

0%4%

Saf

ety

Clo

thin

g/E

q29

,771

59

,545

46,6

50

50

,750

50,7

50

0%

-12%

Cle

anin

g S

uppl

ies

14,1

41

14,4

94

10

,000

9,70

0

9,70

0

0%25

%U

nifo

rms

12,6

96

23,1

18

13

,000

13,0

00

13

,000

0%20

%P

erso

nnel

Pro

tect

ive

Equ

ipm

ent

28,1

30

-

-

-

-

100%

100%

Gas

olin

e &

Oil

107,

151

123,

244

132,

750

123,

160

131,

675

-7%

-9%


Fire

& L

ife S

afet

y

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Util

ities

66,0

47

71,2

82

76

,463

84,2

16

84

,571

0%-1

9%M

embe

rshi

ps, B

ooks

, Sub

scrip

s9,

405

9,37

3

10,4

55

10

,355

10,2

55

1%

-5%

Dire

ct M

ail

115,

244

58,5

27

18

4,45

0

18

4,45

0

18

4,45

0

0%

-54%

Pos

tage

& S

hipp

ing

Cha

rges

26,0

94

28,6

90

24

,345

24,1

45

24

,045

0%9%

Offi

ce S

uppl

ies

3,98

9

12

,752

9,22

5

7,22

5

7,22

5

0%17

%C

ompu

ter S

uppl

ies

708

-

-

-

-

10

0%10

0%C

ompu

ter S

oftw

are

-

970

408

-

-

100%

100%

Sm

all F

urni

ture

& a

pplia

nces

11,9

32

1,15

7

200

1,70

0

1,70

0

0%62

%P

rogr

am E

xpen

se10

5,78

9

87

,433

54,8

20

62

,820

61,8

20

2%

25%

Rur

al L

ife S

uppo

rt E

xp9,

400

10,0

00

10

,000

9,40

0

10,0

00

-6

%-2

%Fi

re S

tatio

n M

aint

enan

ce9,

823

23,1

57

14

,500

18,5

00

18

,500

0%-1

7%E

quip

men

t Mai

nten

ance

250,

585

67,6

29

83

,900

90,1

50

90

,050

0%33

%C

omm

unic

ate

EQ

Mai

nt5,

526

27,6

63

11

,000

8,35

0

8,35

0

0%43

%R

escu

e E

qup

Mai

nt1,

580

1,48

2

500

1,03

0

1,03

0

0%13

%S

mal

l Too

l Mai

nt2,

470

2,65

5

3,50

0

3,50

0

3,50

0

0%-2

2%B

reat

hing

App

Mai

nt13

,065

7,

613

14

,500

12,0

00

12

,000

0%-2

%P

ower

Too

l Mai

nt1,

599

1,15

3

2,00

0

2,60

0

2,60

0

0%-6

4%V

ehic

le M

aint

enan

ce20

3,73

7

25

2,00

3

20

4,00

0

20

8,00

0

20

8,00

0

0%

5%W

ildla

nd E

Q R

epai

r22

6

490

2,33

0

2,33

0

2,33

0

0%-1

29%

Wat

er R

es E

Q R

epai

r3,

567

2,79

4

7,00

0

3,00

0

3,00

0

0%33

%Te

chni

cal R

escu

e E

quip

. Rep

air

2,20

4

70

5

2,

000

2,

500

2,

000

20

%-2

2%E

mpl

oyee

Dev

elop

men

t27

,116

14

,647

30,7

00

33

,520

33,5

40

0%

-39%

Org

aniz

atio

n D

evel

opm

ent

-

-

20

0

20

0

20

0

0%

-200

%H

iring

& P

rom

otio

n E

xpen

se2,

225

22,9

22

2,

100

2,

100

21

,000

-900

%-1

31%

Mat

eria

l & S

ervi

ce2,

205,

315

2,

021,

586

2,04

3,18

1

2,

067,

254

2,

086,

343

-1%

0%

Inte

rnal

Insu

ranc

e C

hgs

134,

893

132,

875

100,

255

100,

255

100,

251

0%18

%In

tern

al V

eh M

t Chg

s1,

514

1,65

0

1,64

8

1,64

8

1,66

0

-1%

-3%

Inte

rnal

Fac

Ren

t-

24

,477

24,4

77

24

,477

24,4

77

0%

-50%

Int C

ompu

ter E

quip

Chg

s31

,044

58

,044

57,5

88

57

,588

58,6

56

-2

%-2

0%In

tern

al B

ldg

Mai

nt C

hgs

42,9

38

46,1

38

29

,285

29,2

85

32

,755

-12%

17%

Inte

rnal

Veh

& E

quip

Ren

t35

8,53

4

29

6,66

4

28

3,40

4

28

3,40

4

20

0,35

2

29

%36

%In

dire

ct C

osts

300,

000

400,

001

399,

999

399,

999

474,

212

-19%

-29%

Inte

rnal

Em

ploy

ee B

enef

it C

hg76

,356

74

,224

77,9

72

77

,972

79,4

87

-2

%-4

%In

tern

al L

ease

Pay

men

ts34

3,18

8

37

5,60

5

37

5,61

6

37

5,61

6

37

5,61

5

0%

-3%


Fire

& L

ife S

afet

y

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Inte

rnal

MS

Ent

erpr

ise

Agr

eem

ent

18,1

35

19,1

12

14

,894

14,8

94

14

,748

1%15

%In

t Bld

ng P

rese

rvat

ion

Chr

gs72

,684

61

,953

64,1

85

64

,185

66,0

17

-3

%0%

Inte

rnal

Cha

rges

1,37

9,28

6

1,49

0,74

3

1,

429,

323

1,42

9,32

3

1,42

8,23

0

0%

0%

Veh

icle

s17

7,77

3

28

,694

486,

000

1,06

5,00

0

50,0

00

95

%78

%R

escu

e E

quip

men

t-

-

44,0

00

55

,000

-

10

0%10

0%C

ompu

ter E

quip

men

t-

7,

161

-

-

48

,000

-100

%-1

911%

Com

pute

r Sof

twar

e-

-

21,5

00

21

,500

-

10

0%10

0%P

ublic

Saf

ety

Info

Sys

tem

-

-

84

,467

84,4

67

17

,000

80%

40%

Cap

ital O

utla

y17

7,77

3

35

,855

635,

967

1,

225,

967

11

5,00

0

91%

59%

Tota

l All

Fund

s16

,636

,547

$

16,5

57,4

74$

16

,958

,149

$

17,9

08,7

76$

16

,777

,521

$

6%0%

-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Hum

an R

esou

rces

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s37

9,48

1

40

8,63

9

40

8,29

8

40

8,29

8

41

0,62

4

-1

%-3

%Fr

inge

Ben

efits

33,2

80

36,2

17

36

,357

36,3

57

36

,360

0%-3

%M

edic

al/D

enta

l Ins

uran

ce78

,006

78

,473

84,7

26

84

,726

86,6

76

-2

%-8

%P

ER

S/O

PS

RP

42,1

22

54,6

28

61

,100

61,1

00

75

,101

-23%

-43%

Car

Allo

wan

ce2,

435

3,49

9

3,48

0

2,44

8

3,48

0

-42%

-11%

Cel

l Pho

ne A

llow

ance

361

36

2

54

0

54

0

54

0

0%

-28%

Par

t-tim

e/Te

mpo

rary

-

-

3,

166

3,

166

-

100%

100%

Pers

onne

l Ser

vice

s53

5,68

6

58

1,81

8

597,

667

59

6,63

5

61

2,78

1

-3%

-7%

Con

tract

ual S

ervi

ces

135,

919

129,

793

162,

000

165,

000

155,

000

6%-9

%Li

tigat

ion

Exp

ense

37,8

68

5,01

6

50,0

00

50

,000

50,0

00

0%

-61%

Equ

ipm

ent R

enta

l1,

149

6,25

1

-

-

6,29

1

-100

%-1

55%

Tele

phon

e, C

ellu

lar,P

ager

1,26

2

97

1

1,

489

1,

546

1,

546

0%

-25%

Com

pute

r Equ

ipm

ent

-

1,69

3

4,50

0

10,0

00

-

100%

100%

Dup

licat

ing

Sup

plie

s4,

051

2,56

5

7,29

1

7,29

1

1,00

0

86%

78%

Trav

el &

Mee

ting

Exp

ense

s5,

751

1,49

7

5,63

5

6,40

0

6,40

0

0%-4

9%In

tern

al M

eetin

g65

-

-

-

-

10

0%10

0%P

rope

rty T

axes

47

-

-

-

-

100%

100%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

5,02

7

3,

989

4,

707

5,

607

5,

607

0%

-23%

Pos

tage

& S

hipp

ing

Cha

rges

6,70

4

6,

447

6,

510

6,

510

6,

510

0%

1%O

ffice

Sup

plie

s1,

369

2,27

7

1,69

7

1,69

7

1,69

7

0%5%

Com

pute

r Sup

plie

s28

3

110

550

550

550

0%-7

5%C

ompu

ter S

oftw

are

500

-

500

500

500

0%-5

0%S

mal

l Fur

nitu

re &

app

lianc

es1,

114

-

-

-

-

100%

100%

Pro

gram

Exp

ense

9,93

8

34

,901

4,89

0

5,39

0

4,22

8

22%

74%

Dam

age

Cla

ims

45,8

69

61,2

08

60

,000

60,0

00

60

,000

0%-8

%E

quip

men

t Mai

nten

ance

-

-

1,

400

1,

400

1,

400

0%

-200

%C

ity E

E R

ecog

nitio

n12

,241

4,

081

5,

000

7,

000

7,

000

0%

2%E

mpl

oyee

Dev

elop

men

t6,

067

2,04

1

7,10

0

8,10

0

8,10

0

0%-6

0%


Hum

an R

esou

rces

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Org

aniz

atio

n D

evel

opm

ent

809

36

2

-

-

-

100%

100%

City

Ee

Rec

ogni

tion

- Tax

able

-

25

-

-

-

10

0%10

0%W

elln

ess

Cen

ter

98,1

96

73,6

61

88

,000

88,0

00

88

,000

0%-2

%S

elf F

unde

d In

s P

rogr

am-

-

265,

000

265,

000

-

10

0%10

0%U

nem

ploy

men

t Rei

mbu

rse

89,3

92

85,2

83

10

0,00

0

10

0,00

0

10

0,00

0

0%

-9%

Ret

iree

Med

ical

Pre

miu

m49

,560

53

,884

65,0

00

65

,000

65,0

00

0%

-16%

Em

ploy

ee B

enef

it A

djus

tmen

t6,

233

(2,6

72)

-

-

-

100%

100%

SF

Med

ical

Adm

in F

ee-

-

213,

005

213,

005

181,

963

15%

-156

%S

F M

ed S

top

Loss

Pre

m-

-

19,0

31

19

,031

592,

719

-301

4%-9

243%

SF

Med

Agg

rega

te S

L P

rem

-

-

26

0,05

0

26

0,05

0

39

,788

85%

54%

SF

Med

Opt

iona

ls-

-

-

-

5,26

1

-100

%-1

00%

SF

Den

tal A

dmin

Fee

-

-

16

,728

16,0

00

35

,006

-119

%-5

28%

2013

Den

tal C

laim

s-

-

253,

513

253,

513

644,

065

-154

%-6

62%

2013

Med

ical

Cla

ims

-

-

2,

115,

213

2,

415,

213

6,

186,

236

-1

56%

-777

%R

ecru

itmen

t Exp

ense

8,25

5

3,

682

8,

200

8,

200

8,

200

0%

-22%

Late

Cha

rges

19

-

-

-

-

100%

100%

Mat

eria

l & S

ervi

ce52

7,68

9

47

7,06

4

3,72

7,00

9

4,

040,

003

8,

262,

067

-105

%-4

24%

Inte

rnal

Insu

ranc

e C

hgs

496

49

6

3,

646

3,

646

3,

646

0%

-136

%In

tern

al F

ac R

ent

-

-

-

10,1

43

10

,143

0%-1

00%

Int C

ompu

ter E

quip

Chg

s1,

005

2,32

8

2,00

4

2,00

4

2,00

4

0%-1

3%In

tern

al B

ldg

Mai

nt C

hgs

6,84

8

8,

879

5,

337

5,

337

5,

834

-9

%17

%In

tern

al E

mpl

oyee

Ben

efit

Chg

4,24

2

4,

312

4,

542

4,

542

4,

722

-4

%-8

%In

tern

al L

ease

Pay

men

ts5,

010

651

-

-

-

10

0%10

0%In

tern

al M

S E

nter

pris

e A

gree

men

t56

5

1,11

1

876

876

876

0%-3

%In

t Bld

ng P

rese

rvat

ion

Chr

gs2,

464

3,59

9

3,54

1

3,54

1

3,61

2

-2%

-13%

Inte

rnal

Cha

rges

20,6

29

21,3

76

19

,946

30,0

89

30

,837

-2%

-49%

Tota

l All

Fund

s1,

084,

004

$

1,

080,

258

$

4,34

4,62

2$

4,

666,

727

$

8,

905,

685

$

-91%

-310

%-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Info

rmat

ion

Tech

nolo

gy

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s69

5,89

1

71

8,93

5

76

9,87

8

76

9,87

8

75

1,77

9

2%

-3%

Frin

ge B

enef

its63

,069

63

,620

68,7

49

68

,749

66,9

42

3%

-3%

Med

ical

/Den

tal I

nsur

ance

138,

911

146,

810

153,

828

153,

828

131,

220

15%

10%

PE

RS

/OP

SR

P96

,639

12

8,64

4

13

6,71

8

13

6,71

8

16

0,31

4

-1

7%-3

3%C

ar A

llow

ance

1,56

4

1,

569

1,

560

1,

560

1,

560

0%

0%P

ager

Allo

wan

ce4,

763

4,77

6

5,00

4

5,00

4

5,00

4

0%-3

%C

ell P

hone

Allo

wan

ce2,

150

2,17

3

2,16

0

2,16

0

2,16

0

0%0%

Pers

onne

l Ser

vice

s1,

002,

986

1,

066,

527

1,13

7,89

7

1,

137,

897

1,

118,

979

2%-5

%

Con

tract

ual S

ervi

ces

13,8

77

5,70

4

1,98

5

1,00

0

1,00

0

0%86

%Te

leph

one,

Cel

lula

r,Pag

er12

,532

12

,704

17,0

52

17

,052

17,0

52

0%

-21%

Ris

/Airs

/Geo

Cha

rges

86,0

06

81,8

17

81

,817

81,8

17

80

,787

1%3%

Com

pute

r Equ

ipm

ent

1,97

7

19

,944

15,5

84

15

,584

115,

949

-644

%-8

27%

Trav

el &

Mee

ting

Exp

ense

s1,

002

4,02

6

2,00

0

3,00

0

3,00

0

0%-2

8%In

tern

al M

eetin

g37

5

56

145

-

-

100%

100%

Sof

twar

e Li

cens

e Fe

e94

,247

89

,681

90,0

00

90

,000

88,2

00

2%

3%U

tiliti

es11

,137

11

,666

16,0

00

16

,000

16,0

00

0%

-24%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

139

41

7

30

0

30

0

30

0

0%

-5%

Pos

tage

& S

hipp

ing

Cha

rges

85

-

10

0

10

0

10

0

0%

-62%

Offi

ce S

uppl

ies

154

30

4

80

0

40

0

40

0

0%

5%C

ompu

ter S

uppl

ies

3,16

5

6,

307

10

,000

10,0

00

10

,000

0%-5

4%C

ompu

ter S

oftw

are

64,1

32

16,0

49

8,

800

5,

000

5,

000

0%

83%

Sm

all F

urni

ture

& a

pplia

nces

-

250

500

-

-

100%

100%

Com

mut

er T

rip R

educ

tion

78

-

-

-

-

100%

100%

Pro

gram

Exp

ense

1,44

6

49

3

50

0

50

0

11

,898

-228

0%-1

364%

Equ

ipm

ent M

aint

enan

ce14

,139

20

,817

6,00

0

9,00

0

9,00

0

0%34

%C

ity E

E R

ecog

nitio

n-

20

50

0

50

0

1,

000

-1

00%

-477

%E

mpl

oyee

Dev

elop

men

t-

41

0

5,

000

8,

000

8,

000

0%

-344

%M

ater

ial &

Ser

vice

304,

490

270,

665

25

7,08

3

258,

253

367,

686

-4

2%-3

3%


Info

rmat

ion

Tech

nolo

gy

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Inte

rnal

Insu

ranc

e C

hgs

827

73

3

5,

896

5,

896

5,

896

0%

-137

%In

t Com

pute

r Equ

ip C

hgs

5,58

5

48

,565

46,7

16

46

,716

46,7

16

0%

-39%

Inte

rnal

Em

ploy

ee B

enef

it C

hg7,

070

6,36

2

8,32

7

8,32

7

7,87

0

5%-9

%In

tern

al M

S E

nter

pris

e A

gree

men

t94

1

1,63

8

1,63

8

1,63

8

1,46

0

11%

-4%

Int B

ldng

Pre

serv

atio

n C

hrgs

6,73

0

5,

310

6,

490

6,

490

6,

020

7%

3%In

tern

al C

harg

es21

,153

62

,608

69,0

67

69

,067

67,9

62

2%

-33%

Com

pute

r Equ

ipm

ent

86,2

13

9,14

2

70,0

00

70

,000

104,

000

-49%

-89%

Cap

ital O

utla

y86

,213

9,

142

70,0

00

70

,000

104,

000

-4

9%-8

9%

Tota

l All

Fund

s1,

414,

843

$

1,

408,

940

$

1,53

4,04

7$

1,

535,

217

$

1,

658,

627

$

-8%

-14%

-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Lega

l and

Jud

icia

l Ser

vice

s

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s42

8,26

4

46

9,54

4

51

2,65

5

55

1,90

7

56

9,09

1

-3

%-2

1%O

verti

me

6,37

4

5,

945

6,

000

-

-

10

0%10

0%Fr

inge

Ben

efits

37,6

95

41,0

18

34

,108

47,8

38

49

,425

-3%

-31%

Med

ical

/Den

tal I

nsur

ance

102,

145

104,

379

109,

932

126,

102

144,

420

-15%

-37%

PE

RS

/OP

SR

P39

,892

60

,480

59,3

21

65

,453

86,4

48

-3

2%-6

2%C

ity R

etire

men

t Pla

n59

-

-

-

-

10

0%10

0%C

ell P

hone

Allo

wan

ce54

2

543

540

540

540

0%0%

Pers

onne

l Ser

vice

s61

4,96

9

68

1,90

9

722,

556

79

1,84

0

84

9,92

4

-7%

-26%

Inte

rpre

ter F

ees

5,77

2

5,

653

6,

000

6,

000

5,

000

17

%14

%B

illin

g &

Col

l Exp

106,

410

119,

392

130,

357

130,

357

131,

000

0%-1

0%C

ontra

ctua

l Ser

vice

s59

0,53

9

59

8,00

7

55

0,81

8

57

4,94

9

51

2,22

2

11

%12

%Li

tigat

ion

Exp

ense

2,15

8

-

5,00

0

5,00

0

5,00

0

0%-1

10%

Indi

gent

Rep

rese

ntat

ion

199,

279

219,

732

201,

108

176,

000

181,

834

-3%

12%

Mer

chan

t fee

s7,

044

7,25

1

9,00

0

9,00

0

10,0

00

-1

1%-2

9%M

enta

l Hea

lth E

val

1,95

0

7,

900

3,

000

2,

292

3,

000

-3

1%30

%S

peci

al P

rose

cuto

r Ser

vice

s-

-

3,00

0

3,00

0

3,00

0

0%-2

00%

Tele

phon

e, C

ellu

lar,P

ager

1,00

4

77

4

72

1

94

4

85

4

10

%-3

%C

ompu

ter E

quip

men

t2,

576

9,10

3

5,07

7

-

-

100%

100%

Dup

licat

ing

Sup

plie

s3,

383

4,20

1

4,52

5

5,00

0

5,00

0

0%-2

4%Tr

avel

& M

eetin

g E

xpen

ses

2,50

9

3,

566

3,

100

4,

500

4,

380

3%

-43%

Sub

poen

a &

Jur

y Fe

es99

6

1,17

4

2,00

0

3,00

0

2,00

0

33%

-44%

Witn

ess

Fees

325

2,

236

35

0

3,

850

2,

400

38

%-1

47%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

3,63

0

2,

540

3,

467

3,

350

2,

100

37

%35

%P

osta

ge &

Shi

ppin

g C

harg

es7,

434

9,34

6

7,44

8

9,25

0

8,25

0

11%

-2%

Offi

ce S

uppl

ies

6,49

9

5,

163

3,

544

6,

000

5,

500

8%

-9%

Sof

twar

e Li

cens

e Fe

e-

-

-

-

70,2

24

-1

00%

-100

%P

rogr

am E

xpen

se9,

648

3,11

6

3,65

8

6,50

0

7,99

7

-23%

-46%

Equ

ipm

ent M

aint

enan

ce50

-

300

600

500

17%

-329

%


Lega

l and

Jud

icia

l Ser

vice

s

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Em

ploy

ee D

evel

opm

ent

310

20

0

2,

500

6,

512

4,

000

39

%-2

99%

Mat

eria

l & S

ervi

ce95

1,51

5

99

9,35

2

944,

973

95

6,10

4

96

4,26

1

-1%

0%

Inte

rnal

Insu

ranc

e C

hgs

706

62

7

2,

899

2,

899

2,

899

0%

-106

%In

t Com

pute

r Equ

ip C

hgs

979

6,

522

5,

532

5,

532

4,

032

27

%7%

Inte

rnal

Em

ploy

ee B

enef

it C

hg6,

045

5,30

2

6,05

2

6,05

2

7,08

3

-17%

-22%

Inte

rnal

MS

Ent

erpr

ise

Agr

eem

ent

1,17

6

1,

365

1,

241

1,

241

1,

460

-1

8%-1

6%In

t Bld

ng P

rese

rvat

ion

Chr

gs5,

755

4,42

5

5,21

6

5,21

6

4,81

6

8%6%

Inte

rnal

Cha

rges

14,6

61

18,2

41

20

,940

20,9

40

20

,290

3%-1

3%

Pro

gram

Equ

ipm

ent

-

2,55

0

-

-

-

10

0%10

0%P

ublic

Saf

ety

Info

Sys

tem

-

66,1

41

12

3,57

2

13

5,40

6

-

100%

100%

Cap

ital O

utla

y-

68,6

91

12

3,57

2

135,

406

-

10

0%10

0%

Tota

l All

Fund

s1,

581,

145

$

1,

768,

193

$

1,81

2,04

1$

1,

904,

290

$

1,

834,

475

$

4%-7

%-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Libr

ary

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s71

7,25

7

73

1,12

5

73

7,58

7

77

0,58

7

78

2,31

2

-2

%-7

%S

easo

n/In

tern

/Tm

p W

ages

27,6

14

32,6

58

36

,486

36,4

86

36

,486

0%-1

3%Fr

inge

Ben

efits

65,8

51

66,9

01

67

,614

67,6

14

69

,277

-2%

-4%

Med

ical

/Den

tal I

nsur

ance

177,

652

185,

353

192,

894

192,

894

202,

716

-5%

-9%

PE

RS

/OP

SR

P95

,058

12

1,80

9

12

7,22

4

12

7,22

4

15

4,77

4

-2

2%-3

5%C

ell P

hone

Allo

wan

ce36

1

362

360

360

360

0%0%

Per

sona

l Svs

Adj

ustm

ents

-

-

33

,000

-

-

100%

100%

Pers

onne

l Ser

vice

s1,

083,

794

1,

138,

208

1,19

5,16

5

1,

195,

165

1,

245,

925

-4%

-9%

Con

tract

ual S

ervi

ces

37,0

39

39,9

31

42

,780

42,7

80

37

,580

12%

6%Te

leph

one,

Cel

lula

r,Pag

er1,

316

996

1,17

8

1,17

8

1,17

8

0%-1

%A

udio

Vis

ual C

omm

unic

atio

ns10

,731

5,

384

10

,760

10,7

60

10

,760

0%-2

0%C

ompu

ter E

quip

men

t1,

300

-

-

-

1,

200

-1

00%

-177

%D

uplic

atin

g S

uppl

ies

1,53

9

2,

230

2,

451

2,

451

2,

451

0%

-18%

Libr

ary

Xer

ox2,

317

-

2,

609

2,

609

2,

609

0%

-59%

Trav

el &

Mee

ting

Exp

ense

s1,

330

4,37

8

1,63

0

1,63

0

1,63

0

0%33

%S

oftw

are

Lice

nse

Fee

-

-

3,

234

3,

234

3,

234

0%

-200

%A

udio

Vis

ual S

uppl

ies

2,50

6

3,

672

2,

694

2,

694

2,

694

0%

9%U

tiliti

es35

,756

37

,162

43,4

94

43

,494

40,0

00

8%

-3%

Per

iodi

cals

4,83

6

5,

715

3,

095

3,

095

3,

095

0%

32%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

545

53

0

1,

766

1,

766

1,

766

0%

-86%

Pos

tage

& S

hipp

ing

Cha

rges

4,76

2

4,

253

4,

776

4,

776

4,

776

0%

-4%

Offi

ce S

uppl

ies

9,87

8

10

,820

9,92

9

9,92

9

44,5

00

-3

48%

-336

%C

ompu

ter S

uppl

ies

538

51

3

-

-

-

100%

100%

Com

pute

r Sof

twar

e6,

673

2,76

0

3,00

0

3,00

0

5,50

0

-83%

-33%

Sm

all F

urni

ture

& a

pplia

nces

-

1,54

6

-

-

-

10

0%10

0%P

rogr

am E

xpen

se15

,864

19

,532

37,8

56

37

,856

37,8

56

0%

-55%

Art

Alle

y R

epai

r94

5

-

4,

412

4,

412

4,

412

0%

-147

%A

rts C

omm

Ope

ratio

ns5,

217

6,79

9

7,95

5

10,9

00

8,

190

25

%-2

3%


Libr

ary

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Art

Alle

y S

peci

al P

roje

ct-

-

1,26

5

1,26

5

1,26

5

0%-2

00%

Equ

ipm

ent M

aint

enan

ce36

5

199

381

381

381

0%-2

1%A

udio

Vis

ual M

aint

enan

ce12

2

-

28

1

28

1

28

1

0%

-109

%E

mpl

oyee

Dev

elop

men

t1,

350

74

883

883

883

0%-1

5%M

ater

ial &

Ser

vice

144,

927

146,

493

18

6,42

9

189,

374

216,

241

-1

4%-3

6%

Inte

rnal

Insu

ranc

e C

hgs

1,09

1

1,

077

18

,884

18,8

84

18

,884

0%-1

69%

Int C

ompu

ter E

quip

Chg

s4,

309

5,00

4

3,00

0

3,00

0

3,00

0

0%27

%In

tern

al B

ldg

Mai

nt C

hgs

1,82

6

1,

872

77

5

77

5

-

100%

100%

Inte

rnal

Em

ploy

ee B

enef

it C

hg9,

333

8,76

6

9,38

7

9,38

7

10,2

31

-9

%-1

2%In

tern

al M

S E

nter

pris

e A

gree

men

t1,

334

2,25

7

1,81

0

1,81

0

1,89

8

-5%

-5%

Int B

ldng

Pre

serv

atio

n C

hrgs

8,89

4

7,

316

7,

611

7,

611

7,

826

-3

%1%

Inte

rnal

Cha

rges

26,7

88

26,2

92

41

,467

41,4

67

41

,839

-1%

-33%

Com

pute

r Equ

ipm

ent

-

11,9

98

1,

500

1,

500

1,

500

0%

67%

Adu

lt B

ooks

49,5

27

49,0

38

48

,534

48,5

34

50

,608

-4%

-3%

Ref

eren

ce B

ooks

10,4

91

8,47

7

6,08

1

6,08

1

8,10

0

-33%

3%C

hild

ren'

s B

ooks

26,8

37

27,1

92

22

,489

22,4

89

24

,563

-9%

4%Y

oung

Adu

lt B

ooks

6,12

7

6,

147

4,

898

4,

898

6,

972

-4

2%-2

2%Li

b G

ift &

Mem

Boo

ks23

,715

27

,066

36,5

00

36

,500

26,0

00

29

%11

%C

apita

l Out

lay

116,

697

129,

918

12

0,00

2

120,

002

117,

743

2%

4%

Tota

l All

Fund

s1,

372,

206

$

1,

440,

910

$

1,54

3,06

3$

1,

546,

008

$

1,

621,

748

$

-5%

-12%

-

-

-

-

-


City

of S

prin

gfie

ldTo

tal O

pera

ting

Expe

nditu

res

Dec

reas

e bu

dget

>5%

5%A

ll Fu

nds

0%In

crea

se b

udge

t >5%

-5%

-25%

Polic

e

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Sal

arie

s7,

860,

355

7,

905,

904

7,

895,

770

8,

407,

725

8,

552,

053

-2

%-8

%O

verti

me

618,

726

569,

552

618,

640

481,

316

468,

516

3%22

%Fr

inge

Ben

efits

1,19

9,30

0

926,

200

930,

488

932,

655

957,

805

-3%

6%M

edic

al/D

enta

l Ins

uran

ce2,

158,

688

2,

303,

823

2,

416,

925

2,

485,

998

2,

529,

042

-2

%-1

0%C

ity R

etire

men

t Pla

n1,

197,

331

57

3,12

9

58

0,62

4

55

8,23

8

66

9,36

1

-2

0%15

%P

ER

S/O

PS

RP

737,

885

952,

756

947,

740

1,06

7,12

9

1,32

1,67

7

-24%

-50%

CR

P In

tere

st G

uara

ntee

-

1,21

5,55

5

1,21

5,00

0

1,21

5,00

0

1,35

2,00

0

-11%

-67%

Uni

form

Allo

wan

ce15

1,00

1

15

2,68

4

15

9,46

6

15

8,44

8

15

4,52

4

2%

0%C

ell P

hone

Allo

wan

ce6,

128

5,32

9

6,07

2

6,48

0

6,84

0

-6%

-17%

Pers

onne

l Ser

vice

s13

,929

,413

14,6

04,9

33

14,7

70,7

25

15,3

12,9

89

16

,011

,818

-5

%-1

1%

Con

tract

ual S

ervi

ces

422,

533

506,

906

608,

228

640,

326

607,

500

5%-1

9%P

rison

er E

xp M

edic

al18

6,90

1

21

9,63

5

22

0,00

0

18

0,00

0

23

3,00

0

-2

9%-1

2%D

rug

Pre

vent

ion/

Ed

24,3

78

15,5

05

29

,000

35,0

00

25

,000

29%

-9%

Mer

chan

t fee

s13

,625

14

,640

15,0

00

5,

000

11

,000

-120

%24

%Te

leph

one,

Cel

lula

r,Pag

er32

,096

32

,917

33,0

00

33

,789

36,6

66

-9

%-1

2%R

is/A

irs/G

eo C

harg

es33

8,92

0

38

7,57

6

30

5,00

0

37

1,25

8

15

0,00

0

60

%56

%C

ompu

ter E

quip

men

t6,

064

42,6

27

11

1,07

4

14

1,87

4

-

100%

100%

Adv

ertis

ing

509

83

3

-

-

-

100%

100%

Dup

licat

ing

Sup

plie

s6,

236

8,80

4

4,00

0

9,00

0

5,00

0

44%

21%

Pub

lish

Pro

mo

Mtrl

s16

2

-

-

-

-

100%

100%

Prin

ting

8,45

0

20

,083

26,8

60

8,

500

11

,800

-39%

36%

Trav

el &

Mee

ting

Exp

ense

s8,

170

7,43

1

8,20

0

11,0

00

11

,000

0%-3

9%In

tern

al M

eetin

g3,

538

2,67

4

800

-

-

100%

100%

Aud

io V

isua

l Sup

plie

s-

45

2

-

-

-

100%

100%

Med

ical

Sup

plie

s2,

789

4,60

0

6,00

0

500

6,00

0

-110

0%-3

4%S

afet

y C

loth

ing/

Eq

11,6

66

19,9

82

7,

850

15

,000

18,0

00

-2

0%-3

7%P

olic

e W

eapo

ns19

,742

56

,667

90,0

00

50

,000

-

10

0%10

0%In

mat

e S

uppl

ies

15,4

19

14,6

31

10

,000

25,0

00

17

,000

32%

-27%


Polic

e

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Pris

oner

Mea

l Exp

ense

110,

693

131,

352

115,

000

128,

000

128,

000

0%-8

%G

asol

ine

& O

il17

8,60

8

21

5,08

5

21

4,25

0

20

2,75

0

20

6,90

0

-2

%-2

%U

tiliti

es10

1,87

8

10

9,57

0

87

,000

110,

000

115,

433

-5%

-16%

Mem

bers

hips

, Boo

ks, S

ubsc

rips

4,43

9

3,

649

3,

800

2,

700

4,

000

-4

8%-1

%P

osta

ge &

Shi

ppin

g C

harg

es9,

882

9,87

6

9,20

0

10,0

00

8,

000

20

%17

%O

ffice

Sup

plie

s11

,672

15

,444

19,8

00

31

,200

27,7

00

11

%-7

7%C

ompu

ter S

uppl

ies

8,77

7

27

4

-

-

-

100%

100%

Com

pute

r Sof

twar

e65

9

9,04

7

2,13

4

17,3

96

7,

396

57

%-8

7%S

mal

l Fur

nitu

re &

app

lianc

es71

5

996

900

-

-

100%

100%

Clo

thin

g A

llow

ance

31,3

89

26,2

96

28

,800

30,0

00

32

,000

-7%

-11%

Cle

ang/

Mai

nt M

ater

ials

27,3

77

25,4

32

25

,500

19,0

00

25

,000

-32%

4%P

rogr

am E

xpen

se91

,607

13

7,84

9

14

2,64

6

76

,138

75,5

00

1%

39%

Can

ine

Don

atio

ns E

xpen

ditu

res

9,51

6

19

,133

23,5

01

21

,000

30,0

00

-4

3%-7

3%C

itize

n S

urve

y90

9

518

1,50

0

1,50

0

1,50

0

0%-5

4%R

egio

n Tr

aini

ng P

lan

5,00

0

5,

000

5,

000

5,

000

5,

000

0%

0%H

azm

at67

1

933

500

-

-

100%

100%

Equ

ipm

ent M

aint

enan

ce17

,622

24

,223

12,9

00

13

,000

13,0

00

0%

29%

Bld

g M

aint

enan

ce17

,368

3,

299

5,

600

2,

500

6,

000

-1

40%

31%

Veh

icle

Mai

nten

ance

54,6

92

53,5

80

50

,500

47,5

00

48

,500

-2%

8%C

opie

r Mai

nten

ance

930

79

7

-

-

-

100%

100%

City

EE

Rec

ogni

tion

874

2,

552

60

0

60

0

60

0

0%

55%

Em

ploy

ee D

evel

opm

ent

30,4

39

25,9

91

18

,286

37,1

14

13

9,50

0

-2

76%

-460

%Tu

ition

Rei

mbu

rsem

ent

43,3

22

27,9

68

40

,000

32,5

00

37

,500

-15%

-1%

Rec

ruitm

ent E

xpen

se14

,536

8,

495

4,

000

12

,000

12,0

00

0%

-33%

Mat

eria

l & S

ervi

ce1,

874,

773

2,

213,

322

2,28

6,42

9

2,

326,

145

2,05

5,49

5

12

%3%

Inte

rnal

Insu

ranc

e C

hgs

289,

257

285,

488

335,

730

335,

730

335,

729

0%-1

1%In

tern

al V

eh M

t Chg

s1,

514

3,28

4

3,29

5

3,29

5

3,73

2

-13%

-38%

Int C

ompu

ter E

quip

Chg

s13

,081

-

-

-

39,9

96

-1

00%

-817

%In

tern

al B

ldg

Mai

nt C

hgs

-

-

46

,392

46,3

92

45

,780

1%-1

96%

Inte

rnal

Veh

& E

quip

Ren

t14

4,12

0

18

0,86

4

21

5,50

8

21

5,50

8

26

1,68

4

-2

1%-4

5%In

dire

ct C

osts

241,

200

242,

540

247,

970

247,

970

267,

808

-8%

-10%

Inte

rnal

Em

ploy

ee B

enef

it C

hg89

,082

87

,067

94,7

54

94

,754

96,8

01

-2

%-7

%In

tern

al L

ease

Pay

men

ts10

,992

-

-

-

-

10

0%10

0%In

tern

al M

S E

nter

pris

e A

gree

men

t18

,735

22

,416

18,1

04

18

,104

17,9

58

1%

9%


Polic

e

Acc

ount

FY1

1 A

ctua

l F

Y12

Act

ual

FY1

3 Es

t A

ctua

l

FY1

3 A

men

ded

Bud

get

Pro

pose

d FY

14 B

udge

t

%

Cha

nge

Ove

r A

men

d

FY11

-FY

13

Avg

%

Cha

nge

Act

ual

Int B

ldng

Pre

serv

atio

n C

hrgs

84,8

28

72,6

68

73

,138

73,1

38

78

,872

-8%

-3%

Inte

rnal

Cha

rges

892,

809

894,

327

1,

034,

891

1,03

4,89

1

1,

148,

360

-11%

-22%

Veh

icle

s15

6,11

5

18

6,49

4

34

8,70

0

34

8,70

0

23

3,00

0

33

%-1

%O

ffice

Fur

nitu

re4,

222

3,07

3

-

-

-

10

0%10

0%Tr

aini

ng E

quip

men

t-

7,

194

-

-

-

100%

100%

Per

sonn

el S

afe

Equ

ip-

-

3,00

0

3,00

0

-

10

0%10

0%P

rogr

am E

quip

men

t53

,686

62

,893

21,3

26

21

,326

-

10

0%10

0%C

ompu

ter E

quip

men

t-

29

,966

29,9

66

-

-

10

0%10

0%C

omm

unic

atio

n E

quip

men

t-

6,

811

-

-

-

100%

100%

Tele

phon

e E

quip

men

t-

-

-

40

,000

-

10

0%10

0%P

ublic

Saf

ety

Info

Sys

tem

-

-

-

242,

450

255,

000

-5%

-100

%C

apita

l Out

lay

214,

023

296,

431

40

2,99

2

655,

476

48

8,00

0

26%

-60%

Tota

l All

Fund

s16

,911

,017

$

18,0

09,0

13$

18

,495

,037

$

19,3

29,5

01$

19

,703

,673

$

-2%

-11%

-

-

-

-

-


Library Attachment 5 Page 1 of 2



From: Rob Everett, Library Director

Date: April 8, 2013


Issue FTE Wages Benefits Cost A. Reclassify Youth & Adult Services 1.00 (88,860) (44,208) $(133,068)

Manager (See B.) B. Reclassify Youth & Adult Services 1.00 68,988 39,612 $ 108,600

Associate Manager (See A.) C. Shift Early Literacy Librarian

from grant funds to general fund 0.20 $ 24,000 D. Reduce private donations 5% $ (2,467)E. Increase - Priddy Planning Grant $ 20,000 F. Reduce cost of library materials

Library Materials Vendor Contract TBD G. Convert collection to Radio

Frequency Identification Tags RFID $ 35,000 EXPLANATION OF SIGNIFICANT ISSUE(S) The Library has prepared a “flat” budget for FY14 reflecting no increases in either personnel or materials and supplies expenditures. At the same time we experienced personnel changes that had the potential to increase our operating costs. In addition we anticipate increases to many of our contractual services for both automation and library materials. In order to maintain the increased level of service we have achieved over the past 4 years and alleviate pressure on our already stressed revenues we have developed the following plan: A-C. Following the retirement of the Youth & Adult Services Librarian (a senior library manager) we reclassified that position to that of a Supervisor / Associate Manager. This action will accomplish three important goals: 1) it assures continued professional oversight and support of all youth and adult library services & programs 2) it creates an entry level manager position that addresses the Library’s career development and succession planning needs 3) it frees up $24,468 general fund dollars to address another pressing personnel need. For the past two budget cycles we have partially funded our critical Early Literacy Outreach program with grant money that is now exhausted. By making the personnel changes in our management level we can redirect some of those dollars to keeping the Early Literacy Librarian at full-time. We will have stabilized our personnel budget by removing the uncertainty of grant funding, maintained our current service level, and stayed within our budget directive. D. While the Library has come to rely increasingly upon grants and private fund-raising to support many of its essential services; most youth and all adult programs, youth and adult books and media, access to reference databases, and all digital content, to name a few, we feel it is prudent to project a

Library Attachment 5 Page 2 of 2

decrease in our private donations given the ongoing economic downturn. Both our Friends and our Foundation have overachieved in recent years but it is not something we can or should continue to count on. E. Last summer the Library received a Library Planning Grant from the Wichita Falls Area Community Foundation – Betsy Priddy Donor Advised Fund – for $20,000. We have sought the assistance of Library Development staff at the State Library in Salem to help us most effectively use this one-time funding to create a path to better library service for Springfield. We will be enlisting elected officials, community leaders, and Springfield citizens to assist us in this process. F. Last Fall the Library, with the help of the Finance Department, completed an RFP for Library Materials Vendor Services. We now have 6 major vendors, including the two largest US book wholesalers, under contract. This agreement will help us capture the most competitive pricing, the lowest shipping rates, and ultimately allow us to fully automate our selection, ordering, and receiving functions. This was the first comprehensive review of our materials vendor services in nearly 20 years. G. Just as the Library is reconfiguring its staff to provide innovative, relevant, and cost-effective service, so too, it is reconfiguring its’ technology to do the same. We have been allocated funds to convert library collections from “barcode” identification strips to Radio Frequency Identification tags. These “tags” contain all the information about a particular item and attach that information to a specific patron’s information when the item is checked out. These RFID “tags” allow stacks of books to be checked out rather than having to scan each individual book. In addition they allow easy, patron directed, self-service to occur for check- out, renewal, and for self-service holds pick-up. They also create the possibility for using remotely located, automated, book kiosks in the manner of “Redbox” video dispensing units. This technology empowers patrons to manage their own library use, allows limited staff to focus on those patron needs that require human assistance while freeing them from repetitive, mechanical, tasks, and incorporates both the identification and the security components into one, powerful, unit. CONCLUSION Mindful of current and future economic conditions the Library has reduced its personnel budget through staff reductions and reclassification of specific positions. We have supplemented library collections through private contributions, and increased programming almost completely with grant and private funds. In addition we have increased our hours of operation and have retained them even though we have fewer staff and fewer dollars than when we implemented them. Finally, we have not abandoned the future of the Library and have used both Foundation and Priddy Planning Grant funds to continue building the future of Springfield Public Library. COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED

Council Goal: To Preserve the Hometown Feel, Livability, and Environmental Quality Performance Measures: Quality of Information Services Access to Library Services & Collections Student Success & Community Literacy RE 04/08/2013

Lib

rary

FY 2

014

Library Presentation Attachment 6 Page 1 of 12

Lib

rary

FY 2

014 an

dGrowing

…an

d Growing

Adultsplayed

life‐size

Scrabble

in th

e lobb

y as part o

f aNationa

lNovelWritingMon

thNationa

l Novel W

riting Mon

th

(NaN

oWriM

o) W

rite‐In at the

Library.

80kids and

parents atten

ded a

Princess & Sup

erhe

ro story tim

e


Lib

rary

FY 2

014 ServingtheWho

leCo

mmun

ityAn

interactive library disp

lay asked

patron

s to pin their a

ddress on a

•480

pins w

ere placed

west o

f 32n

dSt.

450

il

dt

f32n

dSt

With

in Springfield

Serving the Who

le Com

mun

ity

large map

of o

ur area.

•450

pins w

ere placed

east o

f 32n

dSt.

•450

pins fell outsid

e Sprin

gfield

but w

ithin Lane Co

unty.


Lib

rary

FY 2

014

Programs =

Creativity

At left, a visit from She

reKh

an of the

Eugene

Ballet p

rodu

ction of

Mow

gli: TheJung

le Boo

kand above,

th2013

bk

kt

ti

the 2013

boo

kmark contest w

inne

rs.


Lib

rary

FY 2

014

Programs=

Learning

Teen

s also

created

their o

wn graphic no

vels

with

autho

r Elizabeth Blue

.

Programs =

Learning

Teen

scientists a

t work with

instruction from

University

ofUniversity

of

Oregon stud

ents

and S.P.I.C

.E.


Lib

rary

FY 2

014 Together with

Springfield Pub

lic Schoo

ls and

Sprin

gfield‐area Ro

tary clubs, the

library is providing

every first grade

r with

their o

wn library card.


Lib

rary

FY 2

014

Dìade

losN

iños

Dìade

los N

iños


Lib

rary

FY 2

014

Controlling

Costs

Library Materials

Vend

or Services

Controlling

Costs

•Captures b

est p

ricing

•Low

est shipp

ing rates

•Allows a

utom

ated

ordering


Lib

rary

FY 2

014 LibraryGrants

Library Grants

•Library Fou

ndation and Friend

s of th

e Library

•Readto

Read

Grant

from

theState

•Read to Read Grant from

the State

•Gray Family Fun

d•H

erita

ge Arts G

rant from

the Sprin

gfield Arts

Commissionforo

ur“Yearo

fStorie

s”programmingDo

wnloa

d your boo

ks!

Commission for o

ur Year of Storie

s program

ming

•$20

,000

Betsy Prid

dyFund

plann

ing grant


Lib

rary

FY 2

014 Plan

ning

Vancou

ver P

ublic Library

Plan

ning

The library has re

ceived

a

$20000

idd

li

$20,000 Priddy

planning

grant

as we look

toward ou

r future.

One

ofmanydesig

nideasreceived

One

of m

any desig

n ideas received

from

the U of O

architecture stud

ents

durin

g the Sustaina

ble Citie

s program

.


Lib

rary

FY 2

014

RFID

RFID

(Radio Frequ

ency Iden

tification)


Lib

rary

FY 2

014 Ntth

Ed

Not th

e En

dbu

t the

Be

ginn

ing…




From: Randall B. Groves, Fire Chief

Date: 4/08/2013


Issue FTE Total 1. Budget Changes General Fund ($215,000) 2. Budget Changes Ambulance Fund ($75,000) Salary Benefits M&S

Deputy Fire Marshal – position elimination ($88,000) ($47,000) ($3,000) ($135,000) Lease expense General Fund reduction ($80,000)


1. Budget Reductions – General Fund

Deputy Fire Marshal position elimination ($135,000) The position of Deputy Fire Marshal has been eliminated in the proposed FY14 budget to meet budget targets. Duties assigned to this position will be distributed throughout the Metro Fire Marshal’s Office to minimize the impact on the organization as a whole. Adding additional assignments to already overloaded FMO staff is not desirable, but given the size of our budget reduction target, unavoidable. Continuing to add work on remaining staff is not sustainable long-term.

Lease Expense GF Reduction ($80,000) To meet the budget target, FLS proposes to reduce the lease payments out of the GF by $80,000 for FY14. The 2002 Pierce aerial, recently replaced in the apparatus fleet, will be sold, the proceeds placed in Fund 713 (Vehicle and Equipment Replacement Fund) and the first $80,000 of those funds applied to apparatus lease payments in FY14. This will be a one-time savings for FY14 of $80,000.

2. Budget Changes - 615

Increase in Fund 615 indirect charges to ‘full formula’ ($75,000) For the past several years, Fund 615 indirect charges have been ‘capped’ in an effort to balance this struggling fund each year. After two years of better-than-expected ambulance billing revenues, Fund 615 could support the full formula indirect fees in FY14. Our FY14 proposed budget included full formula indirect charges from Fund 615.

Fire & Life Safety Attachment 7 Page 1 of 2

CONCLUSION Reductions in the past several budget cycles have created difficult situation in FLS. With continuing to increases in fixed costs, maintenance costs, and training requirements, the need for more expenditure vs. less is evident. M&S increases are expected in FY14. Additionally, the new IAFF labor agreement will result in a number of significant changes in FY14. The implementation of Kelly Days and Comp Days (January 1, 2013) may have budget impacts. Use of overtime could increase due to additional people being potentially off duty on any given shift. Although the experience of other jurisdictions, including Eugene, has shown this system is manageable, we do not have any experience to pull from in Springfield. Therefore, the actual impact is unknown at this point and time. We will be closely monitoring the changes throughout the FY14 budget year. If further adjustments need to be made to achieve budget targets for FY14, a service-reduction may need to be implemented. The merger initiative will continue to take center stage in FY14. Focus will be on further actions to consolidate processes, standardize equipment specifications, and capitalize on efficiencies that can be gained in a metro fire model. Significant strides have been made in the past three years, even in these difficult budget times, with more improvements planned in the near future. At the same time, we believe we have hit our limits with staff reductions without impacting line operations. It should also be noted that nearly 50% of FLS operations are funded outside of General Fund property taxes. One engine company is funded by the Fire Levy, the equivalent of one station funded out fees received by the General Fund for servicing our three fire protection contract districts, and paramedics assigned to ambulances (who also perform firefighting functions), funded by the ambulance enterprise fund. FLS has proposed an FY14 budget that is challenging, but possible to meet in our current operational environment. COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED Enhance Public Safety – FLS’s requests tie directly to the maintenance and delivery of public safety services. Appropriate staffing levels, training, and equipment, are required to ensure quality public safety services are delivered to the community.

Fire & Life Safety Attachment 7 Page 2 of 2

Fire

& L

ife

Sa

fety

FY 2

014

Pre

serv

ing

Life

, Pro

perty

, an

dan

d th

e E

nviro

nmen

t

Fire & Life Safety Presentation Attachment 8 Page 1 of 19

Fire

& L

ife

Sa

fety

FY 2

014

Phase2:

Ph3

Ph2

Phase 2:

Restated

IGA

Dec 2012

Phase 3:

The Longer Term

Phase 2:

Implem

entatio

n

Normalize

d IAFF

contracts

Logistics integratio

n

Merged Am

bulance Billiing

System

s

The who

le is greater th

an th

e sum of the

parts.


Senior Staff

Senior Staff

Off

ice

of t

he

Chi

fCh

ief

Shift

Ope

ratio

ns(A

IC)

Spec

ial

Ope

ratio

ns ,

Trai

ning

, & E

MS

Adm

inis

trat

ive

Serv

ices

Bur

eau

Fire

Mar

shal

’sO

ffic

e


Fire

& L

ife

Sa

fety

FY 2

014

16 fire stations, 3

Battalions


Partne

rships & Affiliatio

ns•

Metro/Cou

nty Standard Ope

ratin

g Proced

ures (SOP)

•Au

tomatic and

Mutual A

id Agencies

•Lane

Cou

nty Fire Defen

se Board

•OregonMed

icalAssociation

•Oregon Med

ical Associatio

n•

International A

ssociatio

n of Fire

Chiefs

•Oregon State Am

bulance Association

•Oregon Fire Chief’s Association

•Oregon State Fire M

arshal’s Office

•Sacred

Heart Hospital

•IAFF Local 1395 & 851

–Firefighter’s Union

s•

AFSCMELocal1148&75

–Supp

ortS

taffUnion

sAF

SCME Local 1148 & 75

Supp

ort S

taff Union

s•

SEIU Local 503

–Supp

ort S

taff Union

•Looking Glass –Project S

afe Place

•Am

erican

Red

Cross

Ci

•Lane

Cou

nty Fair

•Lane

Com

mun

ity College (LCC

)•

OR‐OSH

A


Fire

& L

ife

Sa

fety

FY 2

014

OG

lO

ur G

oal:

Impr

ove

Effi

cien

cy &

Eh

Si

Eff

tiE

nhan

ce S

ervi

ce E

ffect

iven

ess


Fire

& L

ife

Sa

fety

FY 2

014

Budget/Fire

MergerImpa

cts

Budget/Fire

Merger Impa

cts

SLFS

cost sa

vings/redu

ctions:

Functio

nal con

solidation of Chief & DC OPS

$320

,000

Budget & staff red

uctio

ns

$391

,000

‐includ

es re

duction of 1 FTE DFM

in FY14

Eugene

Fire

&EM

Scostsavings/redu

ctions:

Eugene

Fire

& EMS cost sa

vings/redu

ctions:

Functio

nal con

solidation of FMO, TrngBC

, DC Ad

min

$462

,000

Budget & staff red

uctio

ns

$133

,000

Est. total savings in

FY14

$1,306

,000

Ongoing

savings in pe

rson

nel costs due

to con

solidation, re

duction, and

resource

re‐allocatio

nre

allocatio

n.


Fire

& L

ife

Sa

fety

FY 2

014

Budget/Fire

MergerImpa

cts

Budget/Fire

Merger Impa

cts

Estim

ated

total savings Ju

ly 1, 2010 ‐July 31

,201

4: $3

,958

,877

FY11

$606

,999

FY12

$876

,239

FY13

$1,169

,639

FY14

$1,306

,000

projected

Ongoing

savingsinpe

rson

nelcosts

dueto

consolidationredu

ctions

Ongoing

savings in pe

rson

nel costs due

to con

solidation, re

ductions,

and resource re

‐allocatio

n.


Fire

& L

ife

Sa

fety

FY 2

014

FY13

Accom

plish

ments:

•Normalize

d IAFF

contracts (FY15)

•New

RMSSystem

•Joint App

aratus & Equ

ip Stnds

–Am

bulances ordered

•Logistics integration –some

functio

ns started Jan 20

13•D

elivery of new

100

’ aerial


Fire

& L

ife

Sa

fety

FY 2

014

Chll

Challeng

es:

•Managers do

ing do

uble‐duty in sh

ared

po

sitions

•Red

uced

person

alcontactb

etweenSenior

Staff

•Red

uced

personal con

tact between Senior Staff

and de

partmen

t employees

•Bud

get cuts

• CHA

NGE!

CHAN

GE!

Next Steps:

•Con

tinue

to work with

labo

r union

s,

Coun

cils/JEO on future vision


Fire

& L

ife

Sa

fety

FY 2

014

Bud get Highlights

FY13

:•A

ddition

al bud

get red

uctio

ns re

q’delim

ination of Dep

uty

Chiefp

osition

($16

0,00

0)

gg

g

Chief p

osition

($16

0,00

0)•A

ddition

al Red

uctio

ns in

Personal Services ($1

40,000

)•F

ederal Grant re

c’d to

replace Water Rescue Bo

at

($55

,000

)

FY14

:•A

ddition

al bud

get red

uctio

ns re

q’delim

ination of Dep

uty

Fire M

arshal position

($13

5,00

0)p

()

•Full Formula Indirectsto be

paid by Ambu

lance Fund

to GF

($75

,000

increase in

cost to Fund

615)

•Ambu

lance and Levy Fun

ds to

use re

serves to

balance


Fire

& L

ife

Sa

fety

FY 2

014

Ambu

lance Fund

•E

xpen

ses will outpace Reven

ues

•Sho

rt‐term so

lutio

n –FY14

•Use of R

eserve Fun

ds

•Lon

g term

solutio

n still neede

d •F

Y15 and be

yond

project risin

g deficit

•Effe

ctso

ffed

erallawchangesa

re•E

ffects o

f fed

eral law changes are

unpred

ictable


Fire

& L

ife

Sa

fety

FY 2

014

4%14%

Whe

re our Peo

ple Are

4%

Fire Ope

ratio

ns

Fire M

arshal

Admin/Sup

port

100 Total FTE

1 FTE Re

duction

FY10

108FTE

82%

Admin/Sup

port

Allocatio

n of hum

an re

sources be

tween fire/rescue

ope

ratio

ns,

admin/sup

port, and

fire prevention (cod

e en

forcem

ent, fire cause

FY10

–10

8 FTE

/pp

,p

(,

investigations and

pub

lic edu

catio

n functio

ns).


Fire

& L

ife

Sa

fety

FY 2

014

FY14

SFL

S Fu

ndin

g So

urce

s

Total Reven

ue:

$17147129

Regular G

eneral

Fund

$

EMS Fund

$5,292

,717

31%

$17,147,129

Total Expen

ses:

$16,67

9,52

1

$8,094

,213

47%

Levy

$1,922

,865

11%

Fire M

arshal

$188

,700

Fire Con

tracts

$1,648

,634

$188

,700

1%$1

,648

,634

10%


Fire

& L

ife

Sa

fety

FY 2

014

Bud

get R

educ

tion

Impa

cts

Elim

ination of Dep

uty Fire M

arshal position

($13

5,00

0)•

Net re

duction in FMOstaffin

g be

tween Eu

gene

& Springfield

Increased Indirect costs to

Fun

d 615

•Ongoing

savings to GF, $7

5,00

0 increased expe

nse to Fun

d 615

•Not su

stainable with

large deficits in

Fun

d 615 projected FY15

andbe

yond

and be

yond

Transitione

d some Logistics fun

ctions to

EUGLogistics

•Re

duced OT costs, but increased Co

ntractual Services c

osts as

part of IGAfor Logistics services

•Long

term

–efficiencies expe

cted

to produ

ce savings

Partne

rship with

IAFF

1395

will achieve bud

get targets.

Ifne

cessary,redu

ceam

bulances

services

mid‐year.

If ne

cessary, re

duce ambu

lances se

rvices m

idyear.


Fire

& L

ife

Sa

fety

FY 2

014 S

tn12

= 24

hou

r Metro Ambu

lance

= Peak Activity

/Overlo

ad Ambu

lance

Ú

Ú

Ú

Ú

Stn

12

Stn

11

Ú

ÚÚ

ÚÚ

Ú

Ú

Ú

Ú

Stn

7

Stn

8

St

2

Stn

9S

tn 6

Stn

5

ÚÚ

Ú

ÚÚÚ

ÚÚ

Ú

ÚÚ

Ú

Stn

2

Stn

1S

tn 1

3S

tn 1

0

Stn

4S

tn 3

Stn

14

Stn

16

ÚÚS

tn 1

5


Fire

& L

ife

Sa

fety

FY 2

014

Fire Protection Co

ntracts:

•Don

’t requ

ire add

ition

al

tti

ttff

stations, app

aratus, or staff

•Provide

s app

rox. 10%

of

Fire

Gen

eralFund

revenu

e

•Glenw

oodWater

District

Fire Gen

eral Fun

d revenu

e

•Glenw

ood Water District

•Rainb

ow W

ater District

•Willaken

zie Fire

District


Fire

& L

ife

Sa

fety

FY 2

014

27thYear of this A

mbu

lance Mem

bership Program

32,567

mem

bers (FY13 total)

‐Eugen

e18

,410

g,

‐Springfield

10,799

‐Lane Ru

ral

3,35

8‐Life

Flight

13,710

$$

FY13

Reven

ue: $2

,544,789

total; Spfld

$661,024

New

marketin

g/advertising

g/

gpartne

r and

strategy

for F

Y14!


Fire

& L

ife

Sa

fety

FY 2

014

New

Pierce

100’Ae

rialA

pparatus

–Tower

3New

Pierce 100 Aerial A

pparatus Tower 3




From: Greta Utecht, Human Resources Director



Issue FTE Cost

Implementation of self-funding for employee health insurance; transitioning from being fully insured.

TBD: Short term (less than 1 year) part-time resource need

Potential SAVINGS of $200,000-$400,000.

Review of Workers Compensation insurance options; may result in program changes effective 7/1/2013.

TBD: Short term (less than 1 year) part-time resource need

See above.

Continue to implement Fire Merger NA

EXPLANATION OF SIGNIFICANT ISSUE(S) The City has been fully insured for employee health insurance for several years, meaning that we purchased an insurance policy to pay for our employees’ and their dependents’ health care. Until January 1, 2013 our insurer was PacificSource, and the premium we paid for the insurance was based primarily on our usage of health care. PacificSource reviewed our history, looked at our demographics, looked at health care costs and trends, and then took the risk of determining what they thought our health care usage would cost. If they guessed too low and set our premiums too low, they lost. If they guessed too high, we had a provision in our contract with them that provided us a refund up to a certain percentage of the over-payment. Because of the risk they were taking, we paid them a higher level of administrative fees to somewhat protect them, and because of being fully insured, we also paid State taxes that we won’t be paying now that we’ve become self-funded. Now the City will be taking the risk and paying for our employees’ health costs. Although no longer serving as our insurer, PacificSource continues to be our Third Party Administrator and provides the interface between our employees and their health care providers. From the employees’ perspective, nothing has changed. Claims continue to be processed through PacificSource but fully paid by the City. At this point we are evaluating whether being fully insured will have workload implications on Human Resources or Finance, which is why the FTE column above indicates “To Be Determined”. In addition to changes in health insurance provision, the City is contemplating changes in our Workers Compensation program that will blend with our payroll system more seamlessly. We are currently working with our insurance broker top to ascertain what options we may have. If we determine that changing carriers is the best option, that transition will undoubtedly have a workload impact on Human Resources staff, given the experience we’ve had with health insurance changes.

Human Resources Attachment 9 Page 1 of 2

Finally, the Fire Department Merger has had a substantial workload impact this past year, particularly with two contract negotiations and implementation of a new pay structure. The result is that other work priorities (such as revamping the performance evaluation process and reviewing leave accrual caps) have been delayed or taken off the list. Our ability to cope with the health and workers compensation insurance changes will determine how and when we are able to resume those other projects. CONCLUSION More than ever, effective utilization of our benefits will be important, and maintaining our employees’ wellness for both occupational and non-occupational areas will have immediate impacts on our costs. Our goal is to minimize the impact of ever-increasing health industry costs (8% on average each year) and keep our costs level. COUNCIL GOALS/POLICIES/DEPARTMENT PERFORMANCE MEASURES AFFECTED GOAL: To Offer Financially Responsible and Stable Government Services Department Performance Measure: Maintain health insurance premium costs at trend or below through wellness initiatives and plan design.

Lower our workers compensation experience rating and program complexity.

Human Resources Attachment 9 Page 2 of 2

CITY OF SPRINGFIELD BUDGET COMMITTEE MEETING

Documents

Transcript of CITY OF SPRINGFIELD BUDGET COMMITTEE MEETING