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Home My WebLink AboutSpecial 2020-02-22 COMPLETE AGENDA PACKETCity of Tukwila City Council 2020 Tukwila City Council Retreat February 22, 2020 8:30 a.m. - 5:00 p.m. Agenda Location University of Washington Botanic Gardens Center for Urban Horticulture 3501 NE 415t Street Seattle, WA 98195 Meeting Room Isaacson Classroom I. Welcome - Council President De'Sean Quinn II. Effective Fiscal Planning: Roles and Responsibilities — Mike Bailey III. Fiscal Planning Discussion — Facilitated by Mike Bailey IV. Introduction to Goal Setting for Upcoming Budget — Facilitated by Mike Bailey V. Overview of financial structure of the City — Vicky Carlsen VI. 2021-2022 biennial budget process — Vicky Carlsen 6200 Southcenter Boulevard • Tukwila, Washington • 98188 - Tel: 206-433-8993 • www.tukwilawa.gov Municipal Budget18 ing For elected officials (and other leaders in the process) Mike Bailey, Finance Consultant Agenda Effective Fiscal Planning: Roles and Responsibilities t • Some terminology , • Fund accounting • Requirements for municipal budgets 1 • Key elements of budget best practices (aka: budget policies) i • Getting the most from your budget process Introduction to Goal Setting for Upcoming Budget 1� A Budget Construct GFONs Budget Peer Review Program Framework GFOA — Government Finance Officers Association Roles of the Budget Makers • Policy makers (council) —make policy! • Provide policy guidance at the beginning • Confirms budget meets direction by adoption • Monitors for conformity and results • CEO/CAO (Mayors, city managers) — • Propose policy at the beginning • Develops organization strategy to implement policy • Departments • Develop operational strategy • Provide service (departments can be passionate about this!) • Accountable for "day-to-day" • Public —"stakeholders" • Observes results and "counsels" policy makers "Reporting Pyramid," Commission Executiveffficer Department Managers / Supervisors Government Accounting Terms and Acronyms • BARS —Budgeting, Accounting & Reporting System (WA) • GAAP —Generally Accepted Accounting Principles • Cash Basis aka: OCBOA — Other Comprehensive Basis of Accounting • There is a "BARS Manual" for both GAAP and Cash "BARS" — What is it? Budgeting, Accounting and Reporting System Legal authority (RCW 43.09.200): • The state auditor shall formulate, prescribe, and install a system of accounting and reporting for all local governments, which shall be uniform for every public institution, and every public office, and every public account of the same class • Provides a common chart of accounts for local government comparative statistics (LGFRS) More Accounting Terminology • Appropriation — Legal authorization granted by council to make expenditures • Reserved Fund Balance — balance not available for appropriation because it is legally restricted • Unreserved Fund Balance — balance available for appropriation, may also be known as "ending" fund balance • Inter -Fund Transfer — Flow of assets (such as cash) without equivalent flow in return and without requirement to repay • Inter -Fund Loan — Loan mechanism authorized between funds if legislative authority adopts, provides for concise repayment plan • GO Debt — General obligation debt. Repayment obligation uses property tax revenues as funding source • Revenue Debt — Typically associated with proprietary funds; repayment obligation funded with user fees What is "Fund Accounting"? • Government accounting systems are organized and operated on a fund basis • Used to segregate resources related to specific activities • Often used to segregate restricted resources • Defined as a fiscal and accounting entity with aself-balancing set of accounts Basic Fund Types General Governmental C Proprietary � Fiduciary General Special Revenue Hotel/Motel Tax F City Street (Gas Tax) Impact Fees Debt Service General Obligation Capital Projects Arterial Street (Gas Tax) Construction in Progress Enterprises Water Sewer Storm Electric Golf Cnternal Service FData Processing Equipment Rental Print Shop Unemployment Compensation] Trust CAgency CPension Permanent Governmental Fund Types General Fund (aka: Current Expense) • Chief operating fund of state/local government • Used to account for all financial resources except those required to be accounted for in another fund (everything not in other funds) • Can include sub -funds (Contingency or Reserve Fund) Special Revenue Funds • Account for proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes 0 Tukwila Examples: Lodging tax, Drug Seizure Funds W M Governmental Fund Types (cont.) Capital Projects • Account for financial resources to be used for acquisition or construction of major capital facilities • Does not include capital facilities financed by proprietary funds/trust funds • Tukwila has a variety of capital project funds by type Debt Service • Account for accumulation of resources for, and payment of, general long-term principal and interest • Tukwila has debt service funds for its GO bonds Primary Resources of Governmental Funds Revenue Types: 0 0 0 0 0 0 Taxes - • Property tax • Retail Sales tax • Business & Operations and Utility taxes, gambling, leasehold, motor vehicle fuel tax, etc., Charges for services Licenses/permits Intergovernmental —state shared revenues Rental fees Assessments General Governmental General Special Revenue C Hotel/Motel Tax FCity street (Gas Tax) Impact Fees Debt Service F— General Obligation and grants Capital Projects LArterial street (Gas Tax) F—Construction in Progress Proprietary Funds Enterprise Funds • Operated/financed similar to private business, where intent of governing body is cost recovery Proprietary Funds: • Account for operations financed through user charges *Enterprise - • In Tukwila these are: Water, Sewer, Surface Water and the Ex. utilities Foster Golf Course *Internal Service Internal Service Funds • Finance goods/services provided by one department/agency to other government departments • Used to allocate cost of providing services to other funds • In Tukwila: Fleet and Self -Insurance Funds Primary Resources for Proprietary Funds Revenue Types: Charges for services Connection fees Sale of merchandise Inter -departmental costs Rental fees Assessments Grants/loans/bonds Proprietary Enterprise Water LSevier FStorm Electric Golf Internal Service Data Processing C Equipment Rental F Print Shop Unemployment Compensation Fiduciary Funds Trust & Agency Funds • Assets held by governmental entity in trustee capacity or as an agent for individuals, private organizations, other governmental units, and/or other funds • Expendable trust funds • Non -expendable trust funds • Pension and Investment trust funds • Agency funds • In Tukwila this is the Fire Pension Fund 1 Key Elements of City Finance • Budgeting • Appropriation ordinance for immediate needs • Strategic planning (long-term) • Reporting • Internal and external • Oversight (Internal Control) • Review • Monitoring • Policies VvP ✓%e N� :d ' 4 4 c�790� 6 4'oPha�P4d�o''.r �So4fysPm 0P°O Budgeting • Budget is economic plan that focuses entity's financial & human resources on the accomplishment of specific goals & objectives established by policymakers • Establishes annual (or biennial) expenditure levels for all departments & funds • Expenditure levels are called appropriations & represent spending limits Budgeting Mission Mission of budget process is: • Help decision makers make informed choices about provision of services and capital assets • Promote stakeholder participation in the process Source: National Advisory Council on State and Local Budgeting Requirements Fundamentally - Budget adopted prior to start of fiscal year Steps: 1. 2. 3. H 5. AD 7. Request for budget estimates (RCW 35.33.031) Estimates filed with Clerk (RCW 35.33.031) Clerk presents preliminary estimates to CAO (RCW 35.33.051) CAO presents Preliminary Budget to Legislative (RCW 35.33.135) CAO files "Final Budget Proposal" with Clerk (RCW 35.33.055) Pre•8udget It... _ Council retreat Update and/or adopt financial policies Puhltc hearings Fa capital faclllly plan updates Public forums or community outreach (mc community pdorltles) MayorlManager communicates budget Objectives to staff Sept 10 Budge[ request to all department heads - Sept 10-23 department heatl5 prepare estimates of revenues antl a%pen dilures. Clerk prepares estimates for debt Service and all other estimates. Sept 24 9udget esltmatss from deparlmenl heads Met wbh clerk Sept 25 Imprint pace aenatvr calculates {aniy applies to cities oit0,001N pvlwlatlon} Oct t Clerk provides estimates filed by department heads to MayoriManager showing complete financial program. MeyanManager provides CounGl with estimates of revenues from al I sources inclutling estimates prepared by clerk forconsltleratlon ofsetting property lax levy. Mld-October to Mld-November jsuggested] Public hearing on revonao sources Including possible increases In property tax. Nav 2 MayarlManager prepares prellminary budget and budge! message. rlle with Clerk and council. Nov 2-2D Publication notice of prellminary budget and tlnal hearing- Nov2-29 Pub®c hearng(s) on prellminary budget Public hearing on revenue sourcestior levy selling. Nav 19 Copies of budget available to puSll[ Nov 30 Property tax lcvles set by ordlnence and filed with the Cou ay Oec3 Flnalbudgelheadrlg pec31 eudgeladoppon CAO Files "Final Budget Proposal / Budget message" with Legislative (RCW 35.33.057) Publication and conduct of hearings (RCW 35.33.061 & 057 & 071; also RCW 84.55.120) Legislative Adopts a Budget (RCW 35.33.075) Effective Government Finance • Strategic Financial Plan • Long-term financial stability • Taxpayer interests �l • Financial and Operational Performance Transparency • "Conservative" financial projections • Capital investments strategies • General Government • Utility • Operating Implications • Use of Debt Budget Policies Sample topics to consider: 1. Type Of budget (priority -based budgets) 2. Duration (annual or biennial) I Use of one-time resources / definition of balanced budget City of Redmond 2019-2020 General Fund Budget Estimated Gap Based on Budgeted Revenues and Expenditures 4. Fund balance targets 5. Amending the budget 6. Budget calendar / approach 7. Fees / user charges $121 $7.3 522 $101 i81 $61 $41 $21 $1 2009 2010 2011 2012 2U13 2914 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 —Bee. EB.La —a--p— —FE ding$.L— Priority Based Budgeting • Prioritize services: • Do the important things well • Question past patterns of spending • Know the true cost of doing business • Provide transparency of community priorities • Provide transparency of service impact • Demand accountability for results PRIORITY BASED BUDGETING Reprogramming Lora! Government Proararn Iwpornry PBBhelpS T Translatelneitembudget you 5hafe the • Identify what services you offer story ut your orgartixation Program Costinq Program Scafing • All-& r..4.. • Asspn scorsre castrrevenue to program en lv Vp4arrs •Idtify It —cos — t of • [ommun[a[e antl program o W"' .M.A. Attsth BPA Mate dde oFluvr¢e tpjustiN nhy prpyram is Offered Id enti O Results Wr • s your pear 3 g uat iuvw nmmrit I hus' ass to arhiaw� ApPlyinl] PllEi QMelyee 4r^g�mr4•,rlera pew-r�-- O^� Take Action and Apply the Data °PF0i'"""1PS • Applyky PBB, orgaoixahons %—.r � '�•"d r.p..pare sdut— to opb— the" —rent Wd rspW Openrtr i mtiec to obtain riP 5 Q..rs. �.. n.�n... reswces fa ma.i program efficiency. • Apply the PBB Bluepn n[ method tp unlock ".• e.o. m mr. „forrnetl OerKlore rYK4N[aS or garlorele i��w IeVanW 189 n r rrm/�dd trd Mr•M drew of ppl • Evaluate programs based on their influence in achieving the Strategic Goals Getting the Most... Policy Elements • Strategic focus /alignment with policy goals • High level description of value delivered • Budget message 1-1-4 \'IGI.iG FOR RESiZT.S • Budget "highlights" section • Financial Policies • Operational Elements • Capital investments • Debt program Pdoiity. Transportation EpliIaiscr access to aped Ilse of trainportatiopi srstenn fo red�ice traffic congestion St-alegic Gmis: { By 2015- 25 peYi--ent ofCltemEf C o-unty resident -%vd ers %-Muse alter-k6i native means of tramsportation to vKorL f By 2015. 6D percent of Cbe:.ter County re%idents will have access to altmiiati%T modes of transportation within 1r2 mile of their domicile (except ttuh). Primits; �i'o��$ Manage growth and land u5 a to presen-e and opfimite die gtfalhf - of 7rfe in (lie rowmjrr jhi Strategic Goals: f By 2015, 30 percent of the acreage in Chester County will be paresen.-ed for open ,pafe. consistent with the goals of Land- scapes-1 f By 2012 Chester County -will be recognized as the 01 cammni l, . pity in the nation to raise a family (as deir mined by Forbes ` niag --hy-0 CPpJ F7 . f By 2012: 50 percent -ofall de%,elapmieat ifnwuuents from all sources will be made intargeted areas for raeTwitalization, consistent with the goals ofLan&rapes2. Getting the Most... Operations • Translating policy guidance into action 1. Organization chart 2. Authorized employees (with comparison) 3. Department descriptions 1. Or similar organizational unit information 2. Goals, accomplishments, action plans, performance data Getting the Most... Financial Elements • Strategic Financial Plan 1. Sources and uses of funds (including the appropriation) 1. Multiple years for comparison 2. Operating unit budgets (departments, divisions) 3. Description of revenues / basis for forecasts 4. Long-range forecast (description and schedule) FY 201 119 BUD E T U-NI-ALA Y FOR ALL FUND SPECT.-I. I}EBT CkpII_kl. CENFRAL MEYLE SERVICE PROJECTS E-�TFFdRZSE Aij- FUND FLNDS FIBS FL-NDS FUNDS FUNDS REITN-L-E S: Tames: Ad Valorem $ 3,816,814 3 - 3 - - - 3 3,816,814 Sales and Use Taxes - 4,257{800 - - - 4,257.8M Utility Ser4zce 2,935,950 - - - - 2,935,950 Limmsnc and Permits 143,104 - - - 793,300 936.400 I6ergav tal R.elpm� 2,914.86G 1,275,313 - 2,512,317 - 6,747,490 Charges For Services 4!�4,902 - - - 1,849,455 2,344,357 Fines and Forfeih 50.50G 1,000 - - - 51.500 Franchise Fees 1,394.34G - - - - 1,394.340 Storm-averr"-ssessment - 119951000 - - - 1,995PW Rammatian LWact Fee- - 163;M - - - 163,800 NiL�]Laneaw RE-.•enue 321,350 211,145 900 - 43,675 577,070 r0TALREVENUFS 12,076.816 7,904,058 900 2..512,317 2,666,430 25,180,5'21 Transom --In (I ) 95.GW 296,534 402,414 5,238:926 38,36a 6,071,742 Cash BalancesBluaghtFarstiard - 491,117 - - - 491,117 TOTAL REVEN-EES, &A-T--iNC'ES JL1-DTR.I—MTEKS 12,171,916 S 8,691,709 1 403,814 # 7,751,243 2,724,798 3 31,733,M EiPENDITLMEEMI=LASES; GEneR_ Cio-tie MC2 Public Safety Phymcal Enw-D newt Tram >artatio-n E.cGnGmic FaS7S4nfnert C;ulkire and Recreation Debt Sen-ice TOTAL EIS-Drn E+E)ayENSES Transom --Chit (1) Increases to C'ashReser;Es 3,905,222 S - 3 - 19G,000 - $ 3,95F5,222 5,833,382 - - 474,000 791,070 7,097,452 - 2,111,587 - I,W,137 - 3,797,724 1,206,872 119,550 - 5,029,106 424,354 6,778,882 1,214,319 - - 373,000 1,238,495 2,834,814 - 243,177 403,659 - 86,891 733,727 12,053,795 2,474,314 403,659 7,751,243 3,5,W,810 25,223,821 - 5,993,374 - - 78,36a 6,071,742 iiRnii 1nj ,Mn d171i17 TOTAL = END T --REsfFn P a� 5ES1 TKIN4FER5 i 0 RESERIES 12,171,816 1 9,691,709 403,814 # 7,751:243 2,724,792 31,733,M Getting the Most... Communication Elements • Organizational transparency (it's other people's money!) 1. Budget message (again) 1. Also highlights 2. Clearly organized (include a table of contents /glossary) Taxable Values $2,000,000,000 $1,800,000,000 $1, 600, 000, 000 $1, 400, 000, 000 $1, 200, 000, 000 $1, 000, 000, 000 $800,000,000 $600,000,000 $400,000,000 $200,000,000 Fscal Year: 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 3. Environmental scan (what's changed that you are reacting to?) 4. Charts, graphs Reports — What to Look For Budget comparison • How are year-to-date expenditures and revenue estimates compared to budget appropriations? • Understand what the variables are Fund balance • Do you have any funds with cash flow issues? Debt analysis • Are you considering additional debt? • Are there interfund loans? • Do you presently reserve for future capital needs? Reporting "Pyramid" Policy level Senior staff level Middle staff level Line staff lev Transactions State Auditor's Office • State Auditor's Office (SAO) established by state constitution • RCW 43.09.200 states that SAO shall prescribe the accounting and reporting to be used by governmental entities • Center for Government Innovation "The Center" Resources • AWC (wacities.org) —workshops/training • MRSC (mrsc.org) — webpages & trainings • mrsc.org/financialpolicies • mrsc.org/budgeting • Call/email with questions • GFOA (gfoa.org/publications) • Publication series for elected officials • Best practice series • WA State Auditor's Office (sao.wa.gov) • The Center—performance@sao.wa.gov • SAO Helpdesk Questions ? City of Tukwila Budgeting Council Retreat February 22, 2020 City of Tukwila Fund Types General Fund (page 55) Special Revenue Lodging Tax (page 297) Drug Seizure (page 301) Debt Service (page 305) Capital Projects Residential Street (page 313) Arterial Street (page 317) Land Acq. Rec. & Park Dev. (page 321) Urban Renewal (page 325) Gen. Gov't. Improvement (page 329) Fire Improvement (page 333) Public Safety Plan (page 335) City Facilities — PW Shops (page 337) Enterprise Water (page 343) Sewer (page 351) Surface Water (page 365) Foster Golf Course (page 359) Internal Service Equipment Rental & Replacement (page 377) Employee Healthcare Plan (page 383) LEOFF 1 Retiree Healthcare Plan (page 387) Agency Firemen's Pension (page 387) City of Tukwila Revenues & Expenditures General Fund Taxes Property 24 2°% Sales & Use 31.0% Admissions 1.3% Utility, Interfund Utility 10.1% Gambling 6.6% Licenses & Permits Business Licenses & Permits 6.9% Building Permits 3.2% Intergovernmental 5.4% Charges for Services 4.9% Miscellaneous 2.5% Indirect Cost Allocation 3.9% Salaries 49.2% Benefits 18.2% Supplies 1.8% Services 16.9% Intergovernmental 4.9% Transfers -Out (golf course) 0.4% Transfers -Out (to capital funds) 2.4% Transfers -Out (to contingency) 0.3% Capital (general fund capital) 0.4% Debt 5.5% City of Tukwila Revenues & Expenditures General Fund Taxes Legislative (Council) 0.7% Property 24.2% Executive (Mayor) 4.0% Sales & Use 31.0% Judicial (Court) 2.0% Admissions 1.3% City Attorney 1.1% Utility, Interfund Utility 10.1% Parks & Recreation 7.5% Gambling 6.6% Community Development 5.5% Licenses & Permits Police 30.0% Business Licenses & Permits 6.9% Fire 19.4% Building Permits 3.2% Public Works 11.1% Intergovernmental 5.4% Administrative Services 3.3% Charges for Services 4.9°% Finance 4.2% Miscellaneous 2.5% TIS 3.2% Indirect Cost Allocation 3.9% Transfers to other funds 8.2% Selected Financial Planning Model Policies Resolution #1953, adopted December 3, 2018 (page 422) Revenues Policy FP-1 — Revenues will be estimated on a conservative basis. Increases greater than inflation in the schedule known as 6-Year Financial Plan — General Fund Revenues and Expenditures will require additional documentation. Policy FP- —Major revenue sources will require explanation in the document known as Notes to 6-Year Financial Plan — Revenues. Expenditures and Fund Balance. Selected Financial Planning Model Policies Resolution #1953, adopted December 3, 2018 (page 422) Operations & Maintenance Expenditures Policy FP-3 — Expenditures for the General Fund operations .(schedule known as General Fund Maintenance and Operations Detail) will only include basic inflationary increases at the beginning of the budget preparation process. Proposed increases in programs or personnel will require an issues and options paper and Council approval before being added to the operating expenditures estimate. Selected Financial Planning Model Policies Resolution #1953, adopted December 3, 2018 (page 422) Other General Financial Policies Policy GF-1 — The City's various user charges and fees shall be reviewed at least every two years for proposed adjustments based on services provided and comparisons with other jurisdictions. Policy GF-2 — The Finance Director shall provide a financial status update at least quarterly. Policy GF-3 — Budget amendments during the year may be approved by budget motion until the end of the budget year, at which time a formal comprehensive budget amendment is submitted. Policy GF-4 — The City shall, whenever practical and advantageous, take advantage of grants, loans, or other external financing sources. With the exception of capital improvement program grants requiring a local match, staff shall report to and seek the approval of the appropriate council committee before finalizing the grant. Policy GF-5 — Funds exceeding the Mayor's allocated signature authority shall not be moved between City departments without prior approval of the City Council. Other Financial Policies Reserve Policy Resolution #1919, adopted November 20, 2017 (page 437) • General fund unassigned balance shall equal or exceed 18% and contingency fund reserve balance shall equal or exceed 10% of previous year general fund revenue, exclusive of significant non - operating, non -recurring revenues. Other Financial Policies Debt Policy Resolution #1840, adopted September 2, 2014 (page 427) Investment Policy Resolution #1828, adopted June 2, 2014 (not currently in budget document) City of Tukwila Priority Based Budgeting (page 32) The foundation of the process is to: • Prioritize services: Evaluate the relative importance of individual programs and services rather than entire departments. • Do the important things well: In a time of revenue decline, a traditional budget process often attempts to continue funding all the same programs it handed last year, although at a reduced level. The priority -driven budgeting process focuses on identifying the services that offer the highest value. • Question past ,patterns of spending: An incremental budget process does not seriously question the spending decisions made in years past. The priority -driven budget process puts all the money on the table to encourage more creative conversations abort services. • Know the true cost of doing ,business: Focusing on the full costs of programs ensures that funding decisions are based on the true cost of providing a service. • Provide transparency of community priorities: When budget decisions are based on a well- defined set of community priorities, the government's aims are not left open to interpretation. • Provide transparency of service impact: In traditional budgets, it is often not entirely clear how funded services make a real difference in the lives of citizens. Under priority -driven budgeting, the focus is on the results the service produces for achieving community priorities. 10 City of Tukwila Priority Based Budgeting (page 32) • Demand accountability for results: Traditional budgets focus on accountability for staying within spending limits. Beyond this, priority -based budgeting demands accountability for results that were the basis for a service's budget allocation. • Evaluating programs based can their influence in achieving the Strategic Goals: Tukwila's programs were scored against the My's adopted Strategic Plan, as well as criteria that incorporates mandates, reliance on the city to provide the program, cost recovery, portion or the community served, and change in demand. Programs were also scored based on ability to achieve community and/or good governance results. All department scores were reviewed by peer review teams as part of a quality control process. City of Tukwila Priority Based Budgeting (page 34) The following graph represents the City's general fund budgeted spending in 2019 and 2020 on programs that fall into each tier. The length of the bar indicates total dollars budgeted, with the longer bars representing a higher budgeted amount. General Fund Program Allocations by Tier Tier $19.34 1 $19-67 Tier `20.33 2 $20.81 Tier 517.04 3 $17 21 i ier 4 $1.74 $0 $5 $10 $15 $2..0 2019 Budf;el e 2020 fludgel Millions City of Tukwila Priority Based Budgeting (page 35) Program Allocation By Department Police Firs Community Dev Public Works ;a Mayor A City Council V. Tech Svcs !? Recreation Street Maint Finance Park Maint Admin Svcs Municipal Court $0 $) $4 $6 $A $10 $12 $14 $16 $18 $20 5'2 Millions rn Tier 1 Tier 2 Tier 3 Tier 4 13 General Fund Historical Data General Fund Expenditure History (no capital, no one-time) Ln $45 c 0 $40 $35 $30 $31.52 $25 $20 Personnel: Salaries, overtime, benefits $42.63 Services/Supplies: Includes Police and Fire dispatch, SCORE jail, equipment rental & replacement $16.54 $5 $2.64 $3.66 $0 2011 2012 2013 2014 2015 2016 2017 2018 2019Est. Debt -Personnel - Svcs/Sply Focus is on ongoing revenues and expenditures to demonstrate trend over time Debt: Principal and interest payments on long-term debt General Fund Historical Data General Fund Revenue History (no capital, no one-time) $ 21 0 $19 $17 $15 $15.35 $13 $13.43 --�"�— $11 $11.09 $10.27 $9 $7 $5 2011 2012 2013 2014 2015 2016 2017 —Other --Prop Tax -Retail Sales Tax Other Taxes Property tax: Includes regular levy only $19.88 Other taxes: Admissions, $16.97 gambling, utility, $15.54 interfund utility, leasehold $11.63 Other: Includes business licenses, other fees, permits, charges for services, fines & penalties, grants 2018 2019 Est. Focus is on ongoing revenues and expenditures to demonstrate trend over time General Fund Historical Data General Fund Actuals (no capital, no one-time) $66 0 $64 $62 $60 $58 $56 $ 54 $52 $50 $50.14 $48 $46 $46.56 $46.15 2011: ongoing revenues exceeded $64.23 ongoing $63.99 expenditures by $4 -$63.38 million $44 2011 2012 2013 2014 2015 2016 2017 2018 2019 Est. Expend, Actuals • • • • • • Expend, Fully Staffed Revenue rocus is on ongoing revenues ana expenairures ro oemonsrrare rrena over erne 2019: ongoing revenues are expected to exceed ongoing expenditures by $850 thousand Questions ? Tentative Budget Timeline Dates are all Mondays and represent the week of... Holiday week, no Council Committee or Council meetings Programs for enterprise funds identified Budget prep files to departments Enterprise fund programs scored Council/Administration Workshop Review and update financial policies Finance communicates budget expectations to departments Existing programs reviewed, updated as needed Draft performance measures Preliminary budgets due to Finance Goals and objectives, accomplishments due to Finance Projected year-end estimates due to Finance CSS: Review Firemen's Pension, Drug Seizure Funds T&I: Review Debt Service Funds PED: Review Urban Renewal Fund Fin: Review Council, Finance Departments, Contingency Fund CSS: Review Fire Impact Fee, Public Safety Plan Funds Fin: Review Employee Healthcare, LEOFF 1 Funds, TIS Department CSS: Review Recreation, Parks, Court Departments PED: Review Lodging Tax Fund, DCD Department T&I: Review Fleet. Gen. Gov't, PW Shops Funds, PW and Street Depts Fin: Review Mayor, Admin Svcs, City Attorney Departments CSS: Review Police, Fire Departments T&I: Review Residential, Arterial Street Funds CSS: Review Land Acq. & Park, Foster Golf Funds. T&I: Review Water, Sewer, Surface Water Funds Council Workshop - Review General Fund Council Workshop - Review Other Funds, Review 6-Year Financial Plan Draft budget presented to Council Property tax legislation Public hearing on budget and property tax legislation Budget Adopted by Council CSS: Community Services & Safety T&I: Transportation & Infrastructure PED: Planning & Economic Development Fin: Finance February 3 10 i 17 24 I I I I I I q 2 9 I March 16 23 30 X? C April 13 20 27 1 4 I Fin I I COW Reg May 11 18 25 I I I I I I I I tl June 1 8 15 22 29 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I X I 2/21/2020 5:03 PM Tentative Budget Timeline Dates are all Mondays and represent the week of... Holiday week, no Council Committee or Council meetings Programs for enterprise funds identified Budget prep files to departments Enterprise fund programs scored Council/Administration Workshop Review and update financial policies Finance communicates budget expectations to departments Existing programs reviewed, updated as needed Draft performance measures Preliminary budgets due to Finance Goals and objectives, accomplishments due to Finance Projected year-end estimates due to Finance CSS: Review Firemen's Pension, Drug Seizure Funds T&I: Review Debt Service Funds PED: Review Urban Renewal Fund Fin: Review Council, Finance Departments, Contingency Fund CSS: Review Fire Impact Fee, Public Safety Plan Funds Fin: Review Employee Healthcare, LEOFF 1 Funds, TIS Department CSS: Review Recreation, Parks, Court Departments PED: Review Lodging Tax Fund, DCD Department T&I: Review Fleet. Gen. Gov't, PW Shops Funds, PW and Street Depts. Fin: Review Mayor, Admin Svcs, City Attorney Departments CSS: Review Police, Fire Departments T&I: Review Residential, Arterial Street Funds CSS: Review Land Acq. & Park, Foster Golf Funds T&I: Review Water, Sewer, Surface Water Funds Council Workshop - Review General Fund Council Workshop - Review Other Funds, Review 6-Year Financial Plan Draft budget presented to Council Property tax legislation Public hearing on budget and property tax legislation Budget Adopted by Council CSS: Community Services & Safety T&I: Transportation & Infrastructure PED: Planning & Economic Development Fin: Finance C X 2020 July 13 20 27 3 10 X August 17 24 31 X X X X September 7 14 21 28 October 5 12 19 26 November 2 9 16 23 I X I I I I I I I X I I X I I I I I I I I X I I I I I I I I X I X I I I I I I I I X I I X I I I I I I I I I I I I I I X I I I I I I I I I I I I I I I I I I I X I I rin I I I I I I I I I I I I cow Reg I I I I 30 December 7 14 21 28 x 2/21/2020 5:03 PM