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Home My WebLink About07/09/2008 AGENDA FILE CITY COUNCIL 345 6th Street, Suite 600, Bremerton, WA 98337-1873 D (360) 473-5280 JULY 9, 2008 CITY COUNCIL STUDY SESSION 4:00 to 6:00 PM - IN THE MAYOR'S CONFERENCE ROOM 637 (Please note the change in time and location for this meeting onIY...J The Study Session is open to the public but there will be no opportunities for input or participation; no action will be taken, and the content of these items is subject to change... A. NO DISCUSSION PLANNED - The following are budgeted items or have been reviewed by the appropriate Council Committee; and will be placed on the next Council Meeting Agenda for action. . . 1. Appointment of Jim Andersen, Robert Hamilton, and Danielle Priest to the Disability Action Team - City Engineer Michael Mecham; and Public Works Committee Chair Cecil McConnell 2. Award of Proposal for one-year to OLIN CHLOR ALKALI PRODUCTS for Sodium Hypochlorite for Westside Wastewater Treatment Plant - Pat Coxon, Wastewater Treatment Plant Manager; and Public Works Committee Chair Cecil McConnell B. FULL DISCUSSION ITEMS 3. Kick-Off of 2009 City of Bremerton Budget - Laura Lyon, Finance Director c. GENERAL COUNCIL BUSINESS -If necessary or as time allows... ,~ 'd.~": A\ ,~ fI Americans with Disabilities Act (ADA) accommodations provided upon request. Those requiring special accommodations should contact the City Clerk's Office at (360) 473-5323 by noon on the Monday preceding the Council meeting. SCHEDULE FOR FY 2009 BUDGET DEVELOPMENT DATE. SCHEDULE - TYPE 7/9 Mayor/Council/Directors 7/15 Finance 8/8 Directors/Departments 9/15 Finance 9/18 Mayor/Directors 9/18 - 10/8 Finance/Directors 10/8 - 10/15 Finance 10/16 -10/20 Finance 1 0/22 Study Session 1 0/29 Budget Workshop 1 0/31 Legal Notice 11/5 Budget Workshop 11/6 Budget Workshop 11/7 Legal Notice 11/10 Budget Workshop 11/12 Council Meeting 11/19 Council Meeting 12/3 Council Meeting TASK Budget Kickoff Meeting Budget Packets & Instructions Given to Departments Final Budgets Due Summary Budget Reports Back to Departments Review Preliminary Proposed Budget - Revise & Prioritize Solidify Individual Department Budgets - Mayor's Approval Complete Budget Formulation Laura to Prepare Council Presentations Budget Book Pr.oduction Proposed Budget Overview and Submittal to City Council (1/2 Hr) Revenue Sources (3 Hr Dinner Meeting) - 4:00 to 7:00 Clerk publishes notice of filing of preliminary budget and public hearing for budget and property tax levy. General Fund (1 1/2 Hrs) Enterprise Funds (3 Hr Dinner Meeting) - 4:00 to 7:00 Clerk publishes notice of public hearing for final budget adoption. Capital/Mise Funds & Wrap-up (3 Hr Dinner Meeting) - 4:00 to 7:00 Public Hearing on Revenue Sources for 2009 Budget Ordinance Setting Property Tax Levies for 2009 Ordinance for B&O Tax Modifications Final Briefing on Proposed Ordinance to Adopt FY2009 Budget Ordinance Setting Rates & Fees for 2009 Ordinance Setting Utility Rates for 2009 Final Hearing on Proposed 2009 Budget Ordinance Adopting FY 2009 Budget ~ Ja6pna lenuuv a4J dOlaAaa OJ sdaJS ,.."'.-~ Framework of the Budget . Responsibility of City Staff to Annually Bring a Proposed Budget to City Council for Consideration and Adoption . Process Is Easier if We Agree Ahead of Time What Constitutes a "Good Proposal" . Two Forms of Guidance Frame the Budget Process - Financial Goals & Policies - "defines acceptable financial outcomes for the City" - Strategic Goals & Supporting Initiatives - "defines what work efforts and projects should be given priority and provided for in the budget" .. Broad Goals of the Financial Policies . Financial Sustainability - Living Within Our Means - Appropriate Use of Debt . Financial Flexibility - Working Capital Levels - Contingency Reserves . Stewardship of Public Funds - Use Resources Efficiently - Demonstrate That Expenditures are "Necessary & Sufficient" . Accountability - Periodic Reports to the Public, Mayor and Council MAINTAINING THE CITY'S FINANCIAL HEALTH The City has adopted fmancial goals & policies which define what constitutes a "good outcome" for the City in regards to finan- cial planning and decisions. The goals address financial sustainability, financial flexibility, stewardship of public funds, and accountability. Among other things, the fmancial goals & policies describe the expected level of operating reserves, the mini- mum combined utility system debt service coverage ratio, and the minimum level of contingency reserves deemed necessary to maintain the City in good financial condition. As of the end of 2007, the City met all target levels for each of these identified indicators of fmancial strength and health - with ti,e exception of Gold Mountain Golfs operating reserve level which was below the target leveL Financial Sustainability Financial sustainability comes from having a diversity of annual resources that are sufficient to provide for the regular and ongoing operations associated with core City services - plus enougll additional net revenue to cover debt service require- ments and ongoing capital expenditures. Additionally,jinancial sustainability demands that debtjinancing should only be used to smooth ti,e effects of unusual or significant amounts of capital expenditures. --General Fund Bcpenditures It is important to ensure that recurring opera- tional expenditures are funded by recurring annual revenue sources. The City experi- enced a period from 2001 through 2003 where expenditures exceeded revenues and operating reserves were severely impacted- so much so that loans were used to meet monthly cash flow requirements. The City took active steps to address this financial situation by cutting costs dramatically in 2004 and by the adoption and implementa- tion of the City's financial goals & policies in 2005. A comparison of the General Fund revenues and expenditures indicates a current status and projected trend that provides for General Fund Revenues & Expenditures Actuals through 2007, 2008 Budget, and Trended D:lta from 2009 through 2013 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 rv~rv rv# ,f rf ~....r::, ~....rv -t- General Fund FEvenues Year inflationary cost increases associated with maintenance of the status quo--but leaves little capacity for increased service needs (growth driven) or cost increases that exceed historical levels. City of Bremerton Outstanding Debt OJligations as of December 31 (in Thousands) Debt is an important tool for a capital intensive operation such as the City (utilities, streets, and various City properties to man- age) but it is critical that before new debt service obligations are assumed-that the City has the capacity to carry it comfortably and that it is being used for appropriate purposes. For the City of Bremerton, this means that debt will only be used to smooth the effects of unusual or significant amounts of capital expendi- tures and that deficit financing or borrowing will not be used to support on-going City services and operations. The City increased it's outstanding general obligation debt with Iii General Obligation Debt C Revenue Bonds & Loans I the addition in 2002 of the voter approved Public Safety Bond, in 2003 with the fmancing for the Conference Center parking garage/facilities, and in 2004 with the addition of the Government Center real estate contract obligation. The City issued $5.375 million of Water & Sewer Revenue Bonds in 2007 for the South- west Bremerton Sewer Expansion project. Each of these debt obligations are for significant capital programs and have dedicated revenues to support them (voter approved taxes, parking system revenues, utility rate revenue and GFC's, and dedicated Real Estate Excise Taxes). The City has reduced it's overall debt in 2006 by $5,024,047 and increased it by $53,474 in 2007. $50,000 $0 8 ~ I ~ ~ ~ ~ ~ ~ ~ ~ ~ ('II ~ ~ 8 N MAINTAINING THE CITY'S FINANCIAL HEALTH (CONTINUED) Financial Flexibility Maintenance of suffICient operating reserves (fund balance which is assets in excess of liabilities) to manage monthly and daily cash jlow/liquidity needs and contingency reserves available for use in the event of emergency and/or unfore- seen events. One of the key City goals is to maintain an annual ending fund balance for the General Fund of no less than 8.5% of total planned operating expenses--which provides adequate funding to cover approximately one month of operating expenses in the event of a temporary revenue interruption (i.e. period after a natural disaster event such as an earthquake) and provides adequate liquidity necessary to accommodate the City's uneven cash flow, which is inherent in its periodic tax collection schedule. As of December 31,2007, the General Fund ending fund balance exceeded the target. Maintenance of adequate levels of working capital is also critical to the enterprise funds of the City. The City financial goals and policies state that the City will strive to maintain ending fund balances of no less than 12% oftotal planned an- nual operating expenses for the Gold Mountain Golf Complex, Water Utility, Wastewater Utility, and Stormwater Utility. As of the end of the fourth quarter 2007 the three utility system enterprise funds met or exceeded the target levels of end- ing fund balances, however Gold Mountain Golf was below the target level. The City maintains a Contingency Reserve Fund that provides for unforeseen or catastrophic events and emergencies. Bremerton strives to maintain a balance of at least $1,000,000 in this fund. At the end of 2007, the Contingency Reserve Fund exceeded this target level. Stewardship of Public Funds Maintaining public trust and confidence by utilizing resources in the most efficient manner possible and to clearly dem- onstrate that expenditures are necessary and appropriate to either meet regulatory requirements; provide core City ser- vices; advance the achievement of stated City goals and policies; or are undertaken in anticipation of emerging needs. Compliance with these expectations is demonstrated in the required presentation and justifications for the annual City budget and multi-year capital improvement plan. Bremerton has received the "Distinguished Budget Presentation Award" for both the 2006 and the 2007 budget documents from the Government Finance Officers Association ofthe United States and Canada (GFOA). In order to receive this award, governments must publish a budget document that meets the national "best practices" criteria for budgets-providing a budget that is a policy document, an operations guide, a financial plan, and a communication device. Accountability Timely and accuratefmancial reports sllOuld be made available demonstrating the status offmancial activity and re- sults for the City. Adequate financial controls should be maintained to safeguard public assets. The City provides online access to monthly financial reports, the most recent audited annual financial report, and the CUf- rent adopted budget and capital plan at the City's website http://www.cLbremerton.wa.us Hard copy reports are also available upon request. The City of Bremerton undergoes an annual audit by the State Auditor's Office and includes the issuance of an opinion on the annual fmancial report. The audit reviews internal controls as part of the scope of work. The most recently completed audit was for the fiscal year ended December 31, 2006. The City received an unqualified opinion from the State Auditor's Office for the 2006 Annual Financial Report. To: City Council Mayor Cary Bozeman Department Directors From: Laura S. Lyon, Director of Financial Services Re: 2009 Budget Kick-Off Workshop - Survey Results Recap & Agenda Date: July 1, 2008 Please note that the 2009 Budget Kick-Off Workshop has been rescheduled to Wednesday July 9th, 4 to 6 pm in the Mayor's Conference Room. In preparation for this workshop, I requested that two questionnaires be completed and returned back to me in advance of the meeting. The first focused on what updates are needed for the initiatives to support City strategic priorities. The second questionnaire focused on establishing budget priorities and budget balancing process expectations. 14 of the 17 survey participants responded. The raw data recaps are provided as an attachment to this memo. In addition, the following is a brief summation of the results of the survey process. PART 1: SUGGESTED UPDATES TO INITIATIVES TO SUPPORT STRA TEGle PRIORITIES Of those that responded to this questionnaire - some individuals did not indicate their position for all items. Questions with no response were skipped and not tallied in any fashion - a response default was not assumed unless it was clear from comments what the intention was. On the raw data recap sheets - written comments on suggested changes or additions have a number in parenthesis after them which indicates how many provided this (or very similar) comments. The following are summaries of the data submitted grouped by strategic priority category and the recommendations of the Director of Financial Services on how to proceed - for consideration and action at the 2009 Budaet Workshop meetina: 2009 Budget Workshop Memo Page 1 of 14 1. Strategic Priority - Distinctive Growth, with Viable Neighborhoods and Centers that Provide Greater Choice and Convenience Items identified as "concluded": Appears to be general agreement with the items checked, although it was noted that there is additional work to be done on the UGA assignments and plans for Gorst - in that the assignment was concluded but the plan has yet to be completed. Finance Director Recommendation - Recommend that the Assignment and Annexation Plan for Gorst remain on the current initiatives list until the annexation plan portion is completed also. The remaining items marked as concluded should be removed from the 2009 budget version of the initiatives list and included in the "work completed" recaps. Current initiatives list items: Majority of items had strong support to remain on the list of current initiatives although it was noted on two items that the date for completion should be changed to reflect a more realistic time expectation. Several observations and suggestions for how to approach the work were offered up as well by way of noted comments. It should be noted that the annexation plan development for Navy Yard City was commented on by many as needing more time to complete, more development, more analysis and consideration, and potentially may require updates to previous actions taken on this matter. Finance Director Recommendation - Recommend that the "Navy Yard City Annexation Plan" initiative and the" Central Kitsap UGA Assignment and Annexation Plan Development" initiative be revised to reflect a longer period of time before completion (both had 2008 dates previously). Recommend that the Finance Director work with the designated primary/lead to establish a more realistic expected completion date. New initiatives to be added: Two items were recommended for consideration to be added: 1) Annexation of lIIahee. 2) Sub-Area Plan for SKIA Finance Director Recommendation - Recommend that the workshop participants discuss the two items and then vote on whether each should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully initiatives to be added - including when it should be expected to be completed etc. 2009 Budget Workshop Memo Page 2 of 14 2. Enticing New Development and Retaining Existing Businesses, With a Focus on the Downtown Regional Center Items identified as "concluded": No items were initially indicated to be "concluded" for this strategic priority category. One participant indicated that perhaps the B&O tax progress review was concluded already. Finance Director Recommendation - Recommend that the items listed all remain in "current" status - no change. Current initiatives list items: Items generally had strong support to remain on the list of current initiatives although it was noted on one item that the date for completion should be changed to reflect a more realistic time expectation. Several observations and suggestions for how to approach the work or how the matter should be resolved ultimately - were offered up by way of noted comments. It should also be noted that the Economic Development functions and staffing generated a considerable amount of feedback. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Recommend that the Finance Director work with the designated primary/lead to establish a more realistic expected completion date for the one item noted as needing a date change. New initiatives to be added: Two items were recommended for consideration to be added: 1) Build partnership with economic development 2) Downtown Parking Garage Finance Director Recommendation - Recommend that the workshop participants discuss the two items and then vote on whether each should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully initiatives to be added - including when it should be expected to be completed etc. 3. Supportive Transportation, with Seamless, Efficient, and Varied Choices Items identified as "concluded": No items were indicated to be "concluded" for this strategic priority category. Finance Director Recommendation - Recommend that the items listed all remain in "current" status - no change. Current initiatives list items: Items had strong support to remain on the list of current initiatives although it was noted on one item that the date for completion should be changed to reflect a 2009 Budget Workshop Memo Page 3 of 14 more realistic time expectation. Several observations and suggestions for how to approach the work or how the matter should be resolved ultimately - were offered up by way of noted comments. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Recommend that the Finance Director work with the designated primary/lead to establish a more realistic expected completion date for the one item noted as needing a date change. New initiatives to be added: One item was recommended for consideration to be added: 1) Suggest moving Side Walk Improvement Program initiative from it's current location in the "Improve Accessibility, Especially for the Pedestrian" strategic priority group to this strategic priority grouping Finance Director Recommendation - Recommend that the workshop participants discuss whether this item should be moved and vote on it. 4. Improve Accessibility, Especially for the Pedestrian Items identified as IIconcluded": Appears to be general agreement with the item initially identified as "concluded" has indeed been completed. Finance Director Recommendation - Recommend that the item marked as concluded should be removed from the 2009 budget version of the initiatives list and included in the "work completed" recaps. Current initiatives list items: Items had strong support to remain on the list of current initiatives although it was noted on the Boardwalk Project and the Bridge to Bridge Trail Project initiatives that the dates for completion should be changed to reflect a more realistic time expectation. Several expressions were made regarding the relative priority of the Boardwalk and that it should be completed prior to moving on to the initial stages of the Bridge to Bridge Project. It was also noted that the Sidewalk Improvement Program "completion date" was also in need of revision. Several observations and suggestions for how to approach the work or how the matter should be resolved ultimately - were offered up by way of noted comments. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Recommend that the Finance Director work with the designated primary/lead to establish more realistic expected completion dates and specifically move the "Bridge to Bridge Trail" project out further in the planning horizon to follow behind the revised estimates of the Boardwalk Project completion. New initiatives to be added: No new initiatives were identified to be considered for addition to this strategic priority category. 2009 Budget Workshop Memo Page 4 of 14 Finance Director Recommendation - No action needed. 5. Quality Housing with Broader Choices Items identified as "concluded": There appears to be strong general agreement with the items checked although it was noted that there were follow up tasks related to the building projects final permits that would need to also be completed. These comments were more in the nature of noting related additional work yet to be completed. Finance Director Recommendation - Recommend that items marked as concluded should be removed from the 2009 budget version of the initiatives list and included in the "work completed" recaps. Current initiatives list items: Items had strong support to remain on the list of current initiatives although it was noted by several that the multi-family tax abatement program expansion review that is scheduled to occur upon the conclusion of the Manette and Charleston Sub-Area Plan was something that might need to be deferred in light of the current general economic downturn and it's related impact on revenues for the City. It was also suggested that it may be wise to defer further program expansion until such time as a report/analysis of the current program impacts and utilization can be made. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Staff should take under advisement the general concerns expressed in developing recommendations regarding the expansion of the multi-family tax abatement program. At that future point in time, the City Council will evaluate the action recommended (and the data presented to support such recommendation) and after normal deliberation - take appropriate action. New initiatives to be added: Three items were recommended for consideration to be added: 1) Redevelopment of the Anderson Cove Neighborhood 2) Mixed Use Development - Review Opportunities in the Thompson/Pennsylvania Area 3) Support Industrial Park Development - Boat Launch and Jobs Creation Finance Director Recommendation - Recommend that the workshop participants discuss the three items and then vote on whether each should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully initiatives to be added - including when it should be expected to be completed etc. 2009 Budget Workshop Memo Page 5 of 14 6. Safe, Healthy, Livable Neighborhoods Items identified as "concluded": No items were indicated to be "concluded" for this strategic priority category. Finance Director Recommendation - Recommend that the items listed all remain in "current" status - no change. Current initiatives list items: Items had strong support to remain on the list of current initiatives with the exception of the "Community Improvement Program Plan - Proactive Community Resources" which is an item that currently does not have a funding source and was part of the failed 2007 levy lid lift ballot measure. It was also noted by several that the assumption of Navy Yard City Sewer requires more consideration in light of recent discussions with the County on funding availability and at a minimum should have a longer (more realistic) date of expected completion (currently has 2008 indicated). Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Recommend that the Finance Director work with the designated primary/lead to establish more realistic expected completion dates. In addition, it is recommended that the "Navy Yard City Sewer Assumption" initiative be revised to indicate an analysis and recommendation on said action should be made (as opposed to a forgone conclusion that assumption of the utility system should be the result) and presented to Council for consideration and action. New initiatives to be added: One item was recommended for consideration to be added: 1) Sewers for Marine Drive and Rocky Point Finance Director Recommendation - Recommend that the workshop participants discuss the item and then vote on whether it should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully (if added) including when it should be expected to be completed etc. 7. Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride Items identified as "concluded": Appears to be general agreement with the items checked, although it was noted that while the "Neighborhoods Now" Park Maintenance Funding initiative was concluded (although not successfully) - the issue of parks maintenance funding is still unresolved and requires attention. Under "new initiatives to be added" a recommendation to replace this "concluded" initiative has therefore been made. 2009 Budget Workshop Memo Page 6 of 14 Finance Director Recommendation - Recommend that items marked as concluded should be removed from the 2009 budget version of the initiatives list and included in the "work completed" recaps. Current initiatives list items: Items generally had strong support to remain on the list of current initiatives with the exception of the "Development of a Master Plan for NAD park with Public Input" which had support to remain - but also had several comments indicating some reservation about the cost of such an effort and the amount of staff time that would be required to complete such a process. There are also some general comments and observations made regarding the Harborside Plaza Project - indicating an expectation of an additional Council review and approval process related to the project plan. It was also noted on two items that the date for completion should be changed to reflect a more realistic time expectation. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items. Recommend that the Finance Director work with the designated primary/lead to establish more realistic expected completion dates and that the "Development of a Master Plan for NAD Park with Public Input" be kept on the list of initiatives but deferred beyond the 2009 time frame. New initiatives to be added: Six items were recommended for consideration to be added: 1) Parks Maintenance Funding (replacement for Concluded "Neighborhoods Now" initiative) 2) Renovation of Lions Park - 2012 3) Renovation of Kiwanis Park - 2009 4) Community Cultural Programs (parks & rec program) 5) Annual Funding for Martin Luther King Holiday celebration and African American Month celebration 6) Create a "Harborside Destination Area" and allocate annual ongoing lodging tax revenues for maintenance costs Finance Director Recommendation - Recommend that the workshop participants discuss the six items and then vote on whether each should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully initiatives to be added - including when it should be expected to be completed etc. 8. Efficient, Accountable, and Financially Responsible City Governance Items identified as "concluded": No items were indicated to be "concluded" for this strategic priority category. Some participants did seem to indicate that perhaps some of the work underway in 2008 is essentially completed. Finance Director Recommendation - Recommend that the items listed all remain in "current" status - no change. Items that are in progress that will conclude by 2009 Budget Workshop Memo Page 7 of 14 the end of the year will be updated with the year-end reporting process to reflect cu"ent status at that time. Current initiatives list items: Items had strong support to remain on the list of current initiatives although it was noted on two items that the date for completion should be changed to reflect a more realistic time expectation. Several observations, suggestions, and recommendations for modification of initiatives were offered up by way of noted comments. Specifically, it was questioned why the Parks Maintenance Facility is not described as a new build on the existing location site? Conversely, it was suggested that this initiative be changed to reflect the specific conclusion that the facility move should be the Olympus Building site (less generally stated). There was a strong sentiment expressed that City Council needs to make a final determination on how the Court Building Project should proceed forward. There was also an expression of concern that the review and recommendation of impact fees be a broad review without a foregone conclusion that impact fees are necessarily the best or appropriate option. Finance Director Recommendation - Recommend that all current initiatives remain on the list as active items with the exception that the workshop participants should discuss and then vote on whether the initiative regarding relocation of the Parks Maintenance Facility should be modified as suggested to be more specific to relocated to Olympus and in that deliberation consider how that relates to the suggestion of building a new building on the existing site. Recommend that the Finance Director work with the designated primary/lead to establish more realistic expected completion dates. New initiatives to be added: Two items were recommended for consideration to be added: 1) Develop Energy Plan - All Utilities/Fuel 2) Research and Finalize Recommendation for Formation of a Regional Fire Authority Finance Director Recommendation - Recommend that the workshop participants discuss the two items and then vote on whether each should be added and (if added) who should be designated as the primary/lead. It is recommended that the Financial Services Director work with the designated primary/lead to develop more fully initiatives to be added - including when it should be expected to be completed etc. PART 2: BUDGET PRIORITIES AND BUDGET BALANCING PROCESS EXPECT AllONS On the enclosed raw data recap sheets - written answers provided may have a number in parenthesis after them - which indicates how many provided this (or very similar) comments. The following are summaries of the data submitted for consideration and discussion at the 2009 Budget Workshop meeting: 2009 Budget Workshop Memo Page 8 of 14 Question 1 - Opinion about level of Effort Needed for Strategic Priorities In general the feedback indicates that the majority feel that all of the strategic priorities deserve or need the same effort or more effort than is currently occurring. This is a pretty solid representation for most of the strategic priority items with the exception that there is less solid agreement on two of the strategic priorities. Specifically; "Quality Housing, with Broader Choices" had a little less than 29% respond that "less effort" was called for and "Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride" had just over 21 % respond that "less effort" was needed. Table 1 - Response percentages (total of 14 responses received and tallied) Enticing New Development and Retaining Existing Businesses, With a Focus on the Downtown Regional Center lir 64.3% 35.7% 0.0% 0.0% Efficient, Accountable, and Financially Responsible City Governance 28.6% 71.4% 0.0% 0.0% 2009 Budget Workshop Memo Page 9 of 14 It is also interesting to note that of all the categories, only "Enticing New Development and Retaining Existing Businesses, with a Focus on the Downtown Regional Center" had a majority respond (over 64%) that "more effort" was needed. "Safe, Healthy, Livable Neighborhoods came close with a 50% indication that "more effort" was required. Question 2.A. - If "More Effort" - How to Pay for It? This question did not limit how many options could be selected. The largest favorable response (8 out of a possible 9 which was the maximum number of individuals who selected a "More Effort" option for Questioi11 above) was for using new or increased fees. This line item also had several written notations indicating that the car tab fees were part of that thinking as was a changed fee schedule for parks & recreation programs (sliding fee scale concept proposed). New or increased taxes; reduction of other efforts; and "other" - each received a total of 4 "votes" - again out of a total possible of 9. Several comments and clarification were provided explaining what the respondent had in mind. Question 2.8, - If "Reduction of Other Efforts" was chosen under Question 2.A. - What should be reduced? Question 2.A. had four respondents indicate that efforts should be reduced on other strategic priorities in order to increase efforts on selected priorities. This question was a follow on for those four asking - :which "other priorities" should have the efforts reduced for that purpose?" This question did not limit how many options could be selected. Of the four respondents to this question - there were 3 votes each to reduce effort on the strategic priorities "Supportive Transportation with Seamless, Efficient and Varied Choices"; "Quality Housing, and Broader Choices"; and "Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride" and 2 votes each to reduce effort on the strategic priorities "Distinctive Growth with Viable Neighborhoods and Centers that Provide Greater Choice and Convenience" and "Improved Accessibility, Especially for the Pedestrian". 2009 Budget Workshop Memo Page 10 of 14 Question 3 - Opinion about Priority Ranking of Various City Services and Programs If Faced with Revenue/Resource Restrictions Extremely Extremely Low Low Medium High High No Priority Priority Priority Priority Priority Opinion Accounting and financial services 14.3% 35.7% 35.7% 14.3% Administrative support for CDSG program 14.3% 50.0% 21.4% 14.3% Adult recreation programs 21.4% 50.0% 21.4% 7.1% Communications and outreach 7.1% 50.0% 28.6% 14.3% Claims and risk management 7.1% 57.1% 35.7% Code enforcement 7.1% 35.7% 50.0% 7.1% Community event support 7.1% 35.7% 50.0% 7.1% Community planning 35.7% 21.4% 21.4% 21.4% Economic development 7.1% 14.3% 35.7.% 42.9% Employee benefits management 14.3% 64.3% 7.1% 14.3% Engineering services - infrastructure & traffic 78.6% 21.4% Fire emergency suppression response 14.3% 42.9% 42.9% Fire prevention and investigation 28.6% 71.4% Fire rescue and emergency medical 71.4% 28.6% Information technology support 7.1% 57.1% 28.6% 7.1% Internal audit 21.4% 28.6% 35.7% 7.1% 7.1% Labor management and negotiations 50.0% 28.6% 21.4% Legal defense and prosecution 7.1% 42.9% 42.9% 7.1% City website 14.3% 42.9% 35.7% 7.1% Maintenance of City buildings & properties 7.1% 50.0% 35.7% 7.1% Municipal court services 28.6% 14.3% 42.9% 14.3% Park maintenance 7.1% 50.0% 28.6% 14.3% Plan review and permitting processes 28.6% 50.0% 21.4% Police community outreach 7.1% 42.9% 28.6% 21.4% Police crime investigation 7.1% 78.6% 14.3% Police emergency response 50.0% 50.0% Police patrol 7.1% 50.0% 42.9% Pothole repairs 57.1% 35.7% 7.1% Residential parking 14.3% 21.4% 42.9% 21.4% Snow removal services 7.1% 35.7% 35.7% 14.3% 7.1% Staff training and development 7.1% 71.4% 14.3% 7.1% Street electronics maintenance/repairs 71.4% 21.4% 7.1% Street repaving/maintenance 35.7% 42.9% 21.4% Youth recreation programs 7.1% 28.6%. 35.7% 21.4% 7.1% It is interesting to note in reviewing the data recaps for question 3 - that in some areas the responses run the full spectrum from "extremely low" to "extremely high" selections - while the majority tended to be more tightly grouped together with an apparent leaning one direction or another described. 2009 Budget Workshop Memo Page 11 of 14 Question 4 - Ranked Top 3 Highest Priority Items Question 4 asked that of the items noted in Question 3 - which are the absolute top three in priority? Sorting the responses by how many selected each item results in the overall top three items being: Police Response (12 selected) Fire & EMS Response (9 selected) Accounting/Finance (4 selected) There was a clear break between the top three and the second tier of ranked items - which included: Court Services (2 selected) Economic Development (2 selected) The remaining items noted received one vote a piece and covered the broad spectrum of items. Question 5.A and 5.B - Should Additions to Personnel be Considered in 2009 that Impact the General Fund? Question 5.A. did not limit the number of choices that could be selected. Out of a possible 14, the vast majority (12) indicated that "Yes, if additional revenues can be identified or expenses cut to support". Another 3 indicated that "Yes, if in certain work areas" and then went on to provide information by responding to question 5.B. describing which areas they were thinking of specifically if they chose that answer. The following were noted in question 5.B: Economic Development Director Fire Protection/EMS Park Maintenance Street Maintenance Finally, one respondent felt that the answer should be "Yes, if required to support City Council Goals". 2009 Budget Workshop Memo Page 12 of 14 Questions 6.A., 6.B., and 6.C. - If Cuts Must be Made to Balance the 2009 Budget, How Should it be Accomplished? This question did not limit answers to a single response. Of the total 14 who responded to the survey the majority indicated a preference for Program Specific Reductions (9 selected) and provided the following specific programs they had in mind by responding to Question 6.B. The top 4 responses to follow up question 6.B. are as follows (number in parenthesis indicates how many noted this item): Youth and Adult Recreation Programs (5) Adult Recreation Programs that Require Tax Subsidy (2) Community Planning (2) Internal Audit (2) The second preferred item for Question 6.A. was to implement a hiring freeze in some fashion (7 selected). This was then further elaborated on by those that selected this option by completing question 6.C. which showed a preference for doing a hiring freeze by requiring that positions that come open would require Council and Mayor approval to fill (even if previously approved and budgeted prior to vacancy) (5 selected) AND/OR creation of a list of critical positions that would be exempt from the hiring freeze restrictions (5 selected). One person selected "other" in response to question 6.C. and indicated that it should not be a hiring freeze imposed but rather a review across the board of where reductions might be appropriate. The remaining options to reduce the budget if necessary were fairly evenly but less well supported with responses of 2 or 3 each (i.e. across the board % decreases, or holding to no increases on purchases and outside services unless contractually obligated to or additional revenues/other expenditures cuts are provided to fund.). Many respondents chose several of the options indicating a preference to combine them as needed to accomplish the objective reductions. Conclusion: The administration needs to have agreement on the actions to be taken regarding the updates to the initiatives to support strategic priorities so that the work plan for 2009 can be properly developed by City staff and then worked through to the development of the 2009 annual operating budget. It is hoped that the workshop process will result in approval or changes to the recommended actions on each item. In addition, the Mayor and his staff will take into consideration the feedback provided by the second survey regarding budget priorities and expectations as the hard work begins of preparing a budget that advances the City's goals and objectives, provides appropriate levels of service for our citizens, and abides by the expectations for good financial stewardship as described by the adopted Financial Goals and Policies. It would be useful to spend time at the workshop discussing this second survey's results - so that the administration is armed with all the information possible going into what is looking like a very challenging budget season. 2009 Budget Workshop Memo Page 13 of 14 The following is the proposed agenda for the Wednesday July 9th 2009 Budget Kick-Off Workshop: · Discuss then approve or modify as needed the recommended actions to be taken regarding suggested updates to the initiatives supporting the 8 strategic priorities. Time Allocation - 1 % hours · Discuss the information gathered on budget priorities and expectations. Time Allocation - % hour Thank you for your participation in the survey homework and the upcoming workshop - it truly does make the hard work of developing a budget easier in the long run. See you on the 9th at 4 pm in the Mayor's Conference Room. 2009 Budget Workshop Memo Page 14 of 14 SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES " ~ cOlicluded lilitiatlVfis- 1'~Dlstlnctlve~GioWtIi"(wlthWlable~Nel"'htioi'hocfdsran(l{Centeis1tliitiP.rovldi,.GreatGr}.Cti'olcelaiiii:Co'ilvenlerice!W.#Ji'~..\j;,,;;~~_g-~~~iii~*\l('~l!!'$Wt: ~ r-ciirrfiiiflmtiafi"vl)s'l Year Concluded Agree Disagree(1) Remain tDevelop and Implement an Annexation Plan for Navy Yard City 2008 # D 01 . Develop Downtown Regional Center Sub-Area Plan 2007 rn [ill D t Support Development of Wheaton/Riddell District Center Sub-Area Plan 2007 rn mJ D t Develop Manette Neighborhood Center Sub-Area Plan 2008 D [g) t Develop a Plan for Coordination of Utilities and Infrastructure to Support Annexations and 2008 [!] [E] OJ Facilitate Assignments of UGA's t Assignment and Annexation Plan of Central Kitsap UGA 2008 # D [ill t Assignment and Annexation Plan of Gorst Kitsap UGA 2009 m mJ OJ t Assignment and Annexation Plan of ULlO 6 Kitsap UGA 2010 D [J:2] t Assignment and Annexation Plan of SKIA UGA 2011 0 0]] t Adopt Comprehensive Shoreline Master Program - Complete Shoreline Inventory 2008 0 em t Adopt Comprehensive Shoreline Master Program - Code Development 2010 D [ill t Adopt Comprehensive Shoreline Muter Program - Final Adoption 2011 D [ill t Develop Charleston Sub-Area Plan 2009 0 em t During Annual Comprehensive Planning Process, Examine Centers Designations . 2009 0 em (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that initiative or change proposed: Re: Navy Yard City - "Develop a new plan. Our adoption of the resolution to Inilate discussions with the County to annex isn't effective for Navy Yard City." (1) Re: Central Kitsap UGA - "Need to develop a plan for central kitsap UGA" (1) Re: Charlestone Sub-Area Plan - "Be careful with the Charleston Sub-Area Plan - - This area is not fancy, but it's working -- our local "Freemont". Thing" can be helped but would hate to see a function area messed up -- work on downtown." (1) Re: Coordination of Infrastructure - "Only partially complete". (1) Re: Assignment & Annexation Plan for Garst UGA - "Only 1/2 complete - assigned only no annexation plan has been completed." (1) Re: SKIA and ULlD6 UGAs -"UGA's are underway" (1) Re: Centera Designation - "Lower centers designation" (1) Re: "Annexation Plana" - "We should focus on UGAMA negotiations for our currently assigned UGAs. The Priority for UGAMA development should be in the following order: West Bremerton, Navy Yard City, Gorst, East Bremerton. " (1) General Note to "Plan" items - "Consider cost of plan development and consider possible deferral. If "tate mandate, seek grand funding or other compensation to pay for program (possibly lobbying effort)." # Where noted - Suggested that the date needs to be changed for "completed by" to a more realistic expectation. (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (1) Possible Annexation of Wahee. (2) Sub Area Plan for SKIA if annexation is completed. (2) Change(l) 01 D OJ []] G OJ [J] OJ OJ OJ SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES , Concluded Initiatives ~ currilDt li)itlativiis-J Year Concluded Agree Di,agree(1) Remain Change(1) . Work with Kitsap Transit to Increase Park & Ride Commute Options to Downtown 2008 # 0 em OJ Businesses and Increase Transportation Options in the Downtown Area, . Develop a Plan and Recommended Staffing Levels for On-going Economic Development 2008 0 01 01 Functions, Public Outreach and Communications for the City, . Conduct a Review of Progress Made on B&O Tax Revisions 2009 OJ [J] [] (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that initiative or change proposed: Re; Kitsap Transit Options - "Onus for transportation options should lie with Kifsap Transif' (1) Re; Kitsap Transit Options - ""What's been done to date? What our plan to move forward? How does our Commute Trip Reduction Plan fit in?" (1) Re; Economic Development and Communications staffing levels -"Mayor and existing staff are doing a great jOb at these tasks, if resources are tight _ plan could be pushed back," (1) Re; Economic Development Functions - "Add new Economic Development Director," (1) Re; Economic Development Functions - "We should establish an Economic Development Department first with primary functions for the City of Bremerton _ as a whole." (1) Re; Economic Development Functions - "Expand focus to includellink with KEDA, SEDC, Port of Bremerton, Chamber, DEA and others - emphasis on business retention; collect and analyze economic data; develop business recruitment campaigns; created coordinated marketing, Help our existing businesses survive economic downtown and dislocations due to construction I" (1) Re: Economic Development Functions - "Doesn't appear to be happening. While we have some new buildings and parks the economic part doesn't seem to be very strong." (1) Re: Economic Development Functions - "Economic Development staffing needs to slide to 2009 or 2010," (1) Re: 8&0 Tax Review - "Would rather spend the time and energy on an impacts analysis" (1) # Where noted - Suggested that the date needs to be changed for "completed by" to a more realistic expectation. (21 Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (2) Downtown Parking Garage -- J' SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES .! Year Concluded Agree Disagree(1) Remain Change(1) . Seek Additional and Sustainable Funding Source for Street Maintenance and Overlay 2008 # D mJ OJ Program . Work with Kitsap Transit to Develop Passenger Only Ferry Service to Seattle 2009 D mJ Dl . . Con"eluded Initiatives r- Currerlt !DitlativesJ (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that initiative or change proposed: Re: Fundin for Streets" "Fund in source should be hi hest riorit" 1 Re : Fundin for Streets - "Identif funds that ma be shifted to streets; desi RE: Passenger Ferry - "Second highest priority" (1) # Where noted - Suggested that the date needs to be changed for "completed by" to a more realistic expectation. (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: 1 Would take the sidewalk im rovement ro ram and fold it into this strate ic oal rou . Without edestrian access to destinations _ there are not varied choices for transportation. Sidewalk initiative is diluted in the emphasis to construct trails and boardwalk under accessibility goal. SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES .eclill.'lfoi::th'8'l;~ide.trI8i"~~tW5~.t~J~~~I.\i11!~lii~4'i.t\'i:m.~Zi'~.1,1:Sii'~.:~Yl~:it.;,~;m'Wg!~~S?.m\!ii1~1~~JiW&.'if.';:0r~~i:\~~1i\lJlt$ili1i.~.%.&il':8'i$4~\1i\';t",%\1' , Concluded Initiatives r-ctirrenflniHiit;ves--"; Year Concluded Agree Disagree(1) Remain Change 11) . Develop Non-Motorized Transportation Plan 2007 m m:I D . Implement the Bridge to Bridge Trail Project - Funding Sources Secured 2009 D # IJ] OJ . Implement the Bridge to Bridge Trail Project - Design & Permitting Completed 2010 D # OJ OJ . Implement the Bridge to Bridge Trail Project - Construction Completed 2011 D # OJ OJ . Implement Boardwalk & Sewer Access Project- Design & Permitting Completed 2007 D # [ill OJ . Implement Boardwalk & Sewer Access Project - Funding Sources Secured 2008 D # [ill OJ . Implement Boardwalk & Sewer Access Project - Construction Completed 2010 D # mJ [3] . Implement Expanded Sidewalk Improvement Program 2008 D [ill OJ (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that Initiative or change proposed: Re: Non-Motorized Transportation Plan. "Request for info - how much did this plan cost to create?" Re: Boardwalk - "Boardwalk Highest Priority" (2) Re: Boardwalk - "Consider reapportioning LIFT award funds from parking facility to Boardwalk Project." (1) Re: Bridge to Bridge Trail- "This is a large scale undertaking with no funding sources on the horizon. Would consider the Boardwalk Project as the first step in the Bridge to Bridge Trail and push the remaining milestones out additional years_" (3) Re: Bridge to Bridge Trail- "What will this cost to plan, design, construct & maintain?" (1) Re: Sidewalk Improvement Program - "Change this to be "Ongoing Sidewalk Improvement - Identify and Prioritize" (1) Re: Sidewalk Improvement Program - "Identify costs and defer implementation." (1) # Where noted - Suggested that the date needs to be changed for "completed by" to a more realistic expectation. (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES '0 J : - Conclllded Initiatives - r -ell rre!lfl,iitia'tiv-i!s-jJ Year Concluded Agree Disagree Remain Change (1) . Support Eastpark Development Project - Permitting Completed 2007 m (ffi 0 . Support West Hills Development Project - Permitting Completed 2007 m [ill D . Support Sinclair Ridge Development Project - Permitting Completed 2007 m (ffi 0 . Review Expansion Opportunities for the Multi-Family Tax Abatement Program - Downtown 2007 m [TI] OJ Sub-Area Plan . Review Expansion Opportunities for the Multi-Family Tax Abatement Program - 2007 m mJ m Wheaton/Riddell District Center Sub-Area Plan . Review Expansion Opportunities for the Multi-Family Tax Abatement Program - Manette 2008 0 [j] [J] Neighborhood Center Sub-Area Plan . Review Expansion Opportunities for the Multi-Family Tax Abatement Program - Charleston 2009 0 IJ]J []] Sub-Area Plan (11 If "change" or "disagree" was selected above. please indicate the action to be taken for that initiative or change proposed: Re: Multi-family tax -"Wheaton Riddell- "Uncertain as to the level of review & anticipated action for 200??" (1) Re: Multi-family tax in general- "Review MFTA program" (1) "Don't disagree with Expanding the MFTA program - but I think we should consider housing in the Anderson Cover area which is in the Comprehensive Plan." (1) Re: Multi-family tax review/expansion for Manette/Charleston - "Will take staff time - defer until we see Downtown Sub-Area Plan abatement program utilization."(1) Re: Multi-family tax review/expansion for Manette/Charleston - "We are evidently in a financial crunch - we need to increase revenues not reduce them." (1) Re Permitting Completion (Eastpark, West Hills, and Sinclair Ridge) - "Essentially completed with site permits issued but will need to issue building permits too."(1) General Comment - "These are options for Mayor to present if he wishes & Council can discuss on each issue." (1) (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (1) The Anderson Cove Neighborhood housing and redevelopment of a neighborhood that is currently suffering from neglect and abandonment. (2) Take a strong look at the Thompson/Pennsylvania Area for new mixed use development housing. (3) Support to the Industrial Park Development of industrial area for boat launching facility and job opportunities. SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES 'hborho'odiW?:~~rt~~~w~~~~~~:e.l~>1ID1~?J$;1~~~~fJ~\~~~t~~'f,;t.;~~~i:;t~?1;i~ln~~~~~~;.Jj~tfJ~~~tf~~ft;~~iiJ.~:.r"~~~~1t\~~~i~1{~ "Concluded Initiatives' :- CurrenTlmtiafivli~ Year Concluded Agree Disagree Remain Change (1) . Continue the Improvement of Service Delivery by the Criminal Justice System Annual G!B [TI] [J] . Continue the Improvement of Fire Protection and Emergency Services Delivery Annual G!B [TI] [J] . Assumption of Sewer Services in Navy Yard City 2008 0 [TI] OJ . Westside WWTP Upgrade - Improve Reliability & Reduce Environmental Risk 2008 D [J] 0 . Implement Community Improvement Program Plan - Proactive Community Resources 2008 D OJ OJ . Sewer Line Extension into SW Bremerton 2008 D [J] D (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that initiative or change proposed: Re: Improvement of Criminal Justice System Service - "Identify additional cost savings through ILAs, cost sharing, resource pooling; provision of services to other jurisdictions." (1) Re: Improvement of Fire & EMS Service - "Continue public education campaign to explain benefits and costs of EMS levy." (1) Re: Community Improvement Program - "If going to voter with community improvement plan - may want to rethink this in 2008." (1) Re: Community Improvement Program - "Should consider whether this should still be an initiative - failure of levy to pass with this included." (3) Re: Community Improvement Program - "Is this the Neighborhood Enhancement Program (CDBG)? If so, can additional funds be made available for NEP grants?"(1) Re: Navy Yard City Sewer - "Need more information on these issues as to costs, degree neeed, and what else is entailed." (1) Re: Navy Yard City Sewer - "I think this requires revisiting in light of recent discussions with the County on funding availability" (2) (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (1) Sewers for Marine Drive and Rocky Point. "\ SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES ~ 17::ifi.OpeiilSpaces'jijNatural;;a:rias;'i'aitCliRarlts;that,Mlixlrillze;th'e~!Nat"i1ral~Eriviroifnient;,ind.iiP,romot81Coinrri,rnlty.~eildi!?;llilI~$W'~~~~li:~,t~~!4r1!i,{i'41".(@,ll1'Sif~1 ~ COllcluded'hlltlativos-' r: ~Cl!rrent l!j[t@ti~if'"l Year Concluded Agree Disagree Remain Change (1) . Construct Harborside Park and Naval Museum 2007 m l:m 0 . Construct Harborside Plaza and Commons 2008 # 0 mJ OJ . Expansion of Evergreen Park 2010 D mJ 0 . Update Parks Comprehensive Plan 2007 m IJ] OJ . Develop Master Plan for NAD Park with Public Input 2010 0 01 OJ . Rehabilitation and Reuse of Brown Fields Areas - Useable Area in Anderson Cove 2008 # 0 [ill OJ . Develop Partnership with Bremerton School District for Joint Use of Existing Developed 2008 D mJ 0 Sports Fields . Create and Distribute a Comprehensive Map Listing City Open Spaces and Parks 2008 0 mJ 0 . Seek Additional Funding for Park Maintenance. Neighborhoods Now 2007 m IT] m (1) If "change" or "disagree" was selected above, please indicate the action to be taken for that initiative or change proposed: Re: Harborside Plaza - "Obtain Council approval of concept plan for 1st street and related project work," (2) Re: Harborside Plaza - "Ensure design is sustainable both financially and environmentally; ensure Parks & Rec can provide maintenance,"(1) Re: NAD Park Plan. "Will require a tremendous amount of resources that are better spent on renovating substandard neighborhood and community parks in the near term. Park plan public meetings and survey told City staff that renovation or existing substandard development is a higher priority than building new parks,(2) Re: NAD Park . "What would cost of master plan be?"(1) Re: Park Comprehensive Plan - "Should have designated map for Areas, an update requirement for al facilties with a maintenance requirements 2009," (1) Re: Anderson Cove Brown Fields Area - "Explain costs and funding sources along with technical risks (e,g, bigger problem than thought)," (1) General Comment . "If the City's funds are so depleted as to require reductions and possible freezes we should not be spending any monies on revenue apending programa," (1) # Where noted - Suggested that the date needa to be changed for "completed by" to a more realistic expectation. (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (1) "Neighborhoods Now" is "Concluded" - but we need a new Parks Maintenance Funding iniative to replace it. (4) (2) Renovation of Lions Park - 2012 (3) Renovation of Kiwanis Park - 2009 (4) Community cultural program for parks & rec dept. (5) Annual funding for the Martin Luther King Holiday celebration and African American Month celebration to help promot community pride in the City. This should be a priority for 2009. (6) Explore establishing a "Harborside Destination" area that may qualify for Loding Tax funds for maintenance and reduce burden on parks and ree," (1) SUGGESTED UPDATES FOR 2009 BUDGET INITIATIVES TO SUPPORT STRATEGIC PRIORITIES r Concluded Initiatives"' 1--Currcnffi1Jfiatives -""'1 ~ - - '.-- Year Concluded Agree Disagree Remain Change . Centralize Public Works & Utilities - Move PW Administration to Oyster Bay 2008 IT! em OJ . Centralize Public Works & Utilities - Move Engineering, Utility Billing and Water Resources to 2009 IT! em OJ Oyster Bay . Annual Operating Budget that Demonstrates Compliance with Adopted Financial Goals and Annual ~ em D Policies . Locate Site to Replace Parks Maintenance Facility 2009 D mJ OJ . Review Options for Management and Operation of City Cemetery 2008 # D IJTI OJ . Review Options for Asset Management and Operations for Gold Mountain Golf 2009 IT] IJTI D . Implement Program for City Employee Vehicle Efficiency 2009 D mJ [J] . Acquire or Construct a Permanent Municipal Court Building 2009 D OJ OJ . Develop a Plan and Staffing Levels for General Fund Property Management 2008 D IJTI [J] . Seek State LIFT Project Designation - Funding for City Redevelopment 2008 m mJ D . Review and Recommend Implementation of Impact Fees 2007 # D mJ []] (I) If "change" or "disagree" was selected above, please Indicate the action to be taken for that initiative or change proposed: Re: Centralize Public Works items - "Explain cost savings after move," (1) Re: Centralize Public Works items - "As long as financial crunch exists and current facilities can be safely and efficiently used we should not be spending money," (1) Re: Municipal Court - "Council needs to make a decision on the direction of court development."(2) "High priority" (1) Re: Parks Maintenance Facility - "Why a new site? Use existing site and. build a steel kit building using City staff for construction," (1) Re: Property Management - "Council needs to determine "what" is to be managed and "how" - before determining staffing levels, Should'nt require much staffing" (1) Re: Property Management- "Economic Development Director Duties should include Property Management" (1) Re: Locate Site for Parks Maintenance - "Change this to "Relocate Parks Maintenance Division to Olympus Complex - 2010" (1) Re: Vehicle Efficiency - "Move this to 2008," (1) Re: Impact Fees - "Should look at options such as imposing mitigation thru SEPA & not just whether or not to impose impact fees," (2) Concern with doing this (1) Re: City Cemetary - "Management and operation plan for City Cemelary and seeking grants that are available should be a priority for 2009," (1) General Comments - "All items listed have been discussd at some time and very much needed, Target date should be the concluded initiatives with developmental plans for implementation," (1) "All the middle items are under study now," # Where noted - Suggested that the date needs to be changed for "completed by" to a more realistic expectation, (2) Are there new initiatives that should be added to the City's work plans and budget to support this Strategic Priority? Please note them below: (1) Develop energy plan - all utilities/fuel (2) (2) Research and provide final recommendation - Regional Fire Authority Other - one handwritten note on forms: Capital Plan Priorities: #1 Boardwalk Expansion #2 Municipal Court Building #3 Downtown Projects, inCluding JC Penney Bldg #4 Admiral Theatre #5 Parks Operations Priorities #1 4-year Higher Education #2 Annexations. SKIA, NYC, lIIahee, Gorst #3 Support Existing Businesses (not necessarily lower B&O TaxesO #4 Bring in New Businesses #5 Payoff Loans .. ,~ :., -: CITY OF BREMERTON City Council, Mayor, and Department Head Survey Results/Recap 2009 Budget Priorities and Expectations 1. The City of Bremerton has previously conducted strategic planning processes - largely in the context of developing and adopting the City's Comprehensive Plan and the City's Financial Goals and Policies. The resulting strategic priorities provide the framework which guides the development, direction, and management of the City. Specific tasks and initiatives that support those strategic priorities ensure that the City's work plans and limited budgetary resources are applied in a manner that advances these expressed objectives. The following are the City's current eight strategic priorities (more detailed info on each is provided as an addendum information packet). They are NOT listed in order of importance or priority. For each strategic priority, please tell us if you think the City should devote more effort than now, the same effort as now, or less effort than now toward achieving it. Please mark the box that best represents your opinion on each strategic priority. Efficient, Accountable, and Financially Responsible City Governance 4 10 Page 1 of 5 ~m.~j I. .~ ; i e: I' l i~: ~. I. :' ,. CITY OF BREMERTON City Council, Mayor, and Department Head Survey Results/Recap 2009 Budget Priorities and Expectations 2.A. If you think that the City should devote more effort toward achieving any of the eight strategic priorities, please tell us how you think the City should pay for the increased effort. Please mark any of the boxes that reflect your preference. New or Increased Taxes 4 New or Increased Fees 8 Car Tabs noted specifically on (2) questionnaires "Consider means testing or indexing some fees for Parks & Rec Programs (example)" Reduce Efforts to Achieve Other Strategic Priorities 4 (Please Answer Part B. To This Question As Well) Other Please Describe "Other": (1) "Economic development efforts should be paid for by direct "economic driven" revenue increases - would not spend funds for that purpose if not expecting at least a one for one revenue increase (2) "Continue to encourage & appreciate civic groups that can help with parks or amenities - civic clubs, etc. " (3) "Safe Neighborhoods - alternative funding & staffing - grants etc" (4) "Explore opportunities for ILAs; resource sharing; "piggyback" contracts; grant pursuit; and legislative actions via lobbying." 4 Comments (Number equals how many wrote this item down) Lid lift with specific objectives (parks maintenance/street maintanance) (1) If we make bike lanes etc - then a bike license (1) 2.8. If you think that the City should reduce efforts to achieve other strategic priorities. please tell us which goal(s) you think should receive less effort. Please mark any strategic priorities that you think should receive "Iess effort". (note that more than one box could be checked) Improved Accessibility, Especially for the Pedestrian 2 Efficient, Accountable, and Financially Responsible City Governance 3. 2009 is shaping up to be a challenging year for the City budgetarily. Particularly for the City's General Fund. Inflation indexes are increasing which affects labor costs and costs of products and services used by the City in the normal conduct of businesses. Fuel costs and related petroleum products (asphalt for example) are increasing at a far greater pace than overall inflation rates. Real estate transactions and related support industries are suffering from significant declines in both volume and prices. Consumer spending and confidence is in a significant decline (nationally and to a lesser extent regionally). All of these in combination are expected to place significant pressure on both the availability of revenues to support budget expenditures. and how much each budget dollar will provide. Recognizing these challenges, we need your thoughts on priorities for the City so that we can present to City Council a budget that is balanced, continues to advance the City's goals and objectives. while addressing the fundamental issues and services. For each of the following items, please rank them in priority. Page 2 of 5 CITY OF BREMERTON City Council, Mayor, and Department Head Survey Results/Recap 2009 Budget Priorities and Expectations Please only select one ranking for each line item. Extremely Extremely Low Low Medium High High No Total Priority Priority Priority Priority Priority Opinion Responses Accounting and financial services 2 5 5 2 14 Administrative support for COSG program 2 7 3 2 14 Adult recreation programs 3 7 3 1 14 Communications and outreach 1 7 4 2 14 Claims and risk management 1 8 5 14 Code enforcement 1 5 7 1 14 Community event support 5 7 1 14 Community planning 5 3 3 3 14 Economic development 2 5 6 14 Employee benefits management 2 9 1 2 14 Engineering services - infrastructure & traffic 11 3 14 Fire emergency suppression response 2 6 6 14 Fire prevention and investigation 4 10 14 Fire rescue and emergency medical 10 4 14 Information technology support 1 8 4 1 14 Internal audit 3 4 5 1 1 14 Labor management and negotiations 7 4 3 14 Legal defense and prosecution 1 6 6 1 14 City website 2 6 5 1 14 Maintenance of City buildings & properties 1 7 5 1 14 Municipal court services 4 2 6 2 14 Park maintenance 1 7 4 2 14 Plan review and permitting processes 4 7 3 14 Police community outreach 6 4 3 14 Police crime investigation 1 11 2 14 Police emergency response 7 7 14 Police patrol 1 7 6 14 Pothole repairs 8 5 1 14 Residential parking 2 3 6 3 14 Snow removal services 1 5 5 2 1 14 Staff training and development 1 10 2 1 14 Street electronics maintenance/repairs 10 3 1 14 Street repaving/maintenance 5 6 3 14 Youth recreation programs 4 5 3 1 14 Other (please describe and then rank) Sidewalk Construction 1 Senior Citizens Rec Programs 1 0 0 0 0 0 0 Other Comments: (1) Regarding adult recreation programs - please note that there are adult programs that don't require a tax subsidy and produce net revenue (basketball & softball) - cutting these programs back would be counter productive. (2) Senior programs should not be lumped in with adult programs as the needs differ. Page 3 of 5 -m'.......; iI' , . I " , . , , i~~' CITY OF BREMERTON City Council, Mayor, and Department Head Survey Results/Recap 2009 Budget Priorities and Expectations 4. Looking at the list on the preceding page (question 3.), pick three items from this list that you feel have the highest priority in receiving budget dollars. Top Three Priority Items from List in Question 3: Fire & EMS Response (9) Police Response (12) Accounting/Finance (4) Court Services (2) Code Enforcement (1) Economic Development (2) Communications (1) Police Patrol (1) Police Crime Investigation (1) Police Community Outreach (1) Legal Defense and Prosecution (1) Park Maintenance (1) Community Plannning (1) Street Repaving/Maintenance (1) Goals and Objectives for 2008/2009 (1) 5.A. Should the City consider additions to personnel that impact the General Fund budget in 2009? Only if additional revenues can be identified or provided/or expenses cut - to support Yes, if in certain work areas. (please answer part B. to this question) Yes, if required to support City Council Goals No, additions to personnel impacting the General Fund in 2009 should not occur. 12 3 1 5.B. If you answered "Yes, if in certain work areas" to question 5.A. above... please indicate which work areas below. Skip this question if it does not apply to your response to 5.A. above. DeptIWork Area DeptIWork Area DeptIWork Area DeptIWork Area Economic Development Director (1 ) Fire Protection/EMS (1) Park Maintenance (1) Street Maintenance (1) 6.A. If cuts must be made to the budgets submitted by City staff in order to balance to projected available resources, I would prefer that they be made by: (please select all that apply) Across the Board Percentage Reductions (i.e. everyone reduce 5%) * Specific Activities or Programs Be Reduced or Eliminated (please answer question 6.B.) Purchases and Outside Services Held to No Increase - Unless Legally/Contractually Obligated Purchases and Outside Services Held to No Increase - Unless Revenues Added Or Other Costs Lowered Hiring Freeze Should be Implemented (please answer question 6.C.) Other (please describe): (1) "This is the Mayor's budget & Council does not instigate change - just approves or disapproves the budget." (2) "Percentage reductions by City Council and Mayor's office initially with a "second tier" of reductions in all departments except fire and police - if necessary." 2 9 3 3 7 2 · It should be noted that while proportionately burdensome - this impacts larger bUdgets such as police and fire with much greater reduction demands Page 4 of 5 '0)'--- - , , , , , , , " j'- :(I ;: i ,i 1 - .~~. ,~" .~; '~~,'~f'C ' ~~~i CITY OF BREMERTON City Council, Mayor, and Department Head Survey Results/Recap 2009 Budget Priorities and Expectations 6.B. If you indicated in question 6.A. that specific activities or programs be reduced or eliminated, please explain which ones in the area provided below. (number indicates how many wrote this item down) Community Planning (2) Internal Audit (2) Police Community Outreach (1) 1 % for the Arts Program (1) Expanding Parks(1) Take Home Vehicles (1) Youth and Adult Recreation Programs (5) Adult Recreation Programs That Require Tax Subsidy (2) In Police - Freeze Reserve Officer Program (1) In Police - Freeze Explorer Program (1) Staff Training and Development (1) 6.C. If you indicated in question 6.A. that a hiring freeze should be implemented, how would you expect that to be implemented? (more than one box may be checked if appropriate) Filling Positions That Come Open Would Require Council AND Mayor Approval (even if previously approved and budgeted prior to vacancy) 5 A List of Critical Positions Would be Identified in the Budget Process Which Would be Exempt from the HirinQ Freeze Restrictions 5 Other (please explain) see below 1 Other Explanations Provided: "Shouldn't be a flat out hiring freeze. We should look at consolidating positions and services to try and become more efficient if possible. Each vacancy should be looked at and evaluated before hiring to determine if really necessary. Obviously labor agreement will have an impact but we are going into negotiations soon - so this should be kept in mind as we proceed with negotiations." Note: Several chose a combination of the two options as preferable. Comment "Did not select "hiring freeze" and am not a proponent of hiring freezes. I plan to shift resources from employee turnover to bolster park maintenance and a freeze might make this strategy more difficult." Page 5 of 5