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Home My WebLink AboutFIN 2018-08-21 Item 2E - Budget - 2019-2020 Biennial Budget: City CouncilCity of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Finance Committee FROM: Laurel Humphrey, Council Analyst BY: Jeff Friend, Fiscal Manager DATE: August 13, 2018 SUBJECT: Proposed City Council Departmental Budget, 2019-2020 Issue City departments are developing their proposals for the 2019-2020 biennial budget while also incorporating methods of Priority Based Budgeting (PBB). The 2019-2020 biennial budget will include general fund department budgets allocated to programs, programs scored, and programs tiered by support to of the City's strategic goals. The City Council requested that individual departmental budgets be presented to its standing committees as they become available. Background The City is committed to developing and passing a fiscally -sound, balanced budget. Two challenges the City is encountering are 1) sales tax revenue growth of 3% projected for 2018 has not been realized to date, and 2) sales tax mitigation payments will end in late 2019. As a result, the City is seeking a balanced budget with expenditure reductions and possible new revenue opportunities. The City Council departmental budget covers compensation and benefits for the seven Councilmembers and the staff person dedicated to providing legislative and administrative support to the Council. It also includes supplies, travel, technology, registrations, and professional services. Discussion The proposed budget for the City Council increases .27% for 2019 and 1.51% for 2020. The following will summarize the proposed changes to the City Council: Changes from 2017-2018 Budget • Supplies and services decreased by 19.9% and 7.45%, respectively. • Salaries and benefits were adjusted according to contractual obligations. 127 INFORMATIONAL MEMO Page 2 Priority Based Budgeting Three programs were identified during the PBB process. To allocate Full Time Employees (FTEs) between the three programs, staff polled Councilmembers in February 2018 on the percentage of the three categories, then averaged the responses. The results were • Community Engagement and Events — 20% • Governmental Affairs and Appointments — 25% • Legislative Oversight — 55% Recommendation Staff is seeking Committee feedback on the proposed department budget and direction to forward it for discussion at the August 27, 2018 Committee of the Whole. Other steps in the overall budget review process will include Council -led work sessions, the Mayor's formal budget delivery on October 1, community outreach, and a public hearing. ATTACHMENTS Draft 2019-2020 City Council Budget 128 W:1Budget12019-2020 BUDGETIBudget Memos101 CNCL - Memo.docx City Council 129 130 DEPARTMENT: City Council (01) FUND: General RESPONSIBLE MANAGER: Council President Description FUND NUMBER: 000 The City Council is the legislative branch of the City government and is responsible for establishing policy through the passage of legislation, adoption of the biennial budget, approval of comprehensive plans and capital improvement programs, and other responsibilities as set forth by state law. Councilmembers also represent the City in regional intergovernmental affairs as well as through communications with state and federal legislators. Tukwila has a seven -member City Council, each elected at -large and serving a four- year term. 2017-2018 Accomplishments ♦ Hired a Program Management Quality Assurance (PMQA) consultant and convened a Bond Financial Oversight Committee to provide independent reporting and advice on accomplishing the goals of the Public Safety Plan. ♦ Adopted a citywide Equity Policy ♦ Adopted a Disadvantaged Business Enterprise and a Local Hiring Policy for the Public Safety Plan construction projects. ♦ Participated on over 25 external and regional boards, committees and commissions per year. 2019-2020 Outcome Goals ♦ Set policies and support programs that are in alignment with the City's mission, vision and strategic goals. Strategic Goal 4. ♦ Optimize the committee process to monitor and discuss the implementation of strategic goals, budget priorities, and work plan items. Strategic Goal 4. ♦ Foster robust civic engagement via participation at community gatherings and City outreach events. Strategic Goal 5. ♦ Maximize opportunities to engage diverse cultures within Tukwila. Strategic Goal 5. ♦ Work cooperatively with partners to address shared issues and concerns. Strategic Goals 1 & 2. ♦ Continue to review, improve and document Council processes and methods. Strategic Goal 4. 2019-2020 Indicators of Success ♦ City legislation, policies, and budget are adopted as appropriate and reflective of strategic goals. ♦ All Councilmembers regularly participate in community and City sponsored events. ♦ Robust participation on external and regional boards, committees and commissions. ♦ Council meetings are efficient, effective, and reflect responsiveness to the community. 131 BudqetChangeDiscussion Salaries & Benefits COLA and step increases were applied to salaries, and benefits were adjusted to account for changes inhealthcare and retirement, Supplies & Services Budget amounts were reduced to more closely reflect actual levels of expenditure. Department Detail Staffing and Expenditure byProgram PROGRAMS FTE ' BUDGET � ` PERCENT ~"~A~^~E 2019 :2020 ^ 2019-20 Community Engagement and E\A-,mts Gmmmmente| Affairs and Appointments Legio|atiws Oversight 1,6 1.95 4�45 65,502 06,014 90.810 91.933 273.938 277.022 1.6% 1.2% 1 1Y6 *Priority Based Budgeting was implemented beginning 4th the 2019 - 2020 biennium budget. Therefore; no historical data is available. Program Descriptions + Community Engagement and Events: Constituent nalationn, participation in local gvoups, and facilitation of special events. + Governmental Affairs and Appointments: Liaise with other government entities. Includes tnema| and registrations to nagiona|, atote, and national boards. * Legislative Oversight: Study information and attend meetings to provide policy direction and budget authority for City services including training. 1�� /�u� Expenditure Summary City Council Expenditures ByType 2016 Actual 2017 2018° 2018 Budget 2019 000n Percent Change 2018-19 2019-20 Salaries &Wages $193.841 $188.438 $205.958 $201.553 $210.144 $212.750 421% 1.24% Personnel Benefits 81.903 88.305 90.171 91.386 94.847 90.755 3.78% 4�13% Supplies 3.925 1.888 3.802 4.370 3.500 3.500 '19.81% 0.00% so,vcon 47.70* 06.733 118.273 132.800 123.000 123.000 '7.45% 0.00% mwnartmontTom| $aur.*aa *356.375 *418.213 $430.319 **31.*91 $*30.025 0.27% 1.51Y6 ,Projected ExoenditureOetmih-Salariemand Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment. City Council Position Description 2018 FTE 2019 FTE 2019Budgp»ed Go|ohea Benefits 2030 FTE 3020Budgoted Salaries Benefits Counci|members Council Analyst 7 1 7 1 $ 105.000 $ 50.719 105.144 44.128 7 1 $ 105.000 $ 52.974 107.700 45.791 Expenditure Detail - Supplies, Services and Other Supplies include office and other miscellaneous supplies. Professional services include retreat facilitator fees, travel expenses, memberships and dues among other items. Citv Council Account Number onm A"m°/ emr 2018* uom a"une 2019 uouo oou01.511.600.31o0 Supplies omcv $ 3.180 $ yur $ 2.882 $ 3,370 m 2,000 a 2,000 000.01a11.600.31*3 Supplies Meeting meals rou oru *xn suo 1.000 1.000 000.01.511a00.31.*4 Supplies Training materials snn suo snn suo Total Supplies 3,925 1.899 3,802 *.z/n 3,500 3.500 000.01.511a00.41,00 pnxn,cs Facilitator fees 1.865 o*.ouo 76,500 76,500 76,500 76,500 00001.511a00.42.00 Communication Technology costs *.sw 4.19* 5.205 6,000 6,000 6,000 000,01.511.600.43.00 nnve/ Trawl expenses for tmo. n«os. nynmt: wLc.mmc.acA.Chamber »n.you 28,326 25.128 *oouu 30,000 30,000 000o1.511.600,49A* misu'Training registration 10.397 9,990 a.*m 8,000 10,000 10,000 000.01.511.600.49.00 misc Memberships 223 2'400 2,400 500 500 Total Services *rJs* 66,733 118,273 132,900 123,00 123,000