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2009 Budget
Bremerton City of Washington Annual 2009 Budget ÷ÎË ÉÕØ ÍØËÔÎÙ óÜÏÈÜËÄ ÉÕËÈ ùØÚØÐÛØË Cover photo courtesy of Chris Hugo Office of the Mayor 345 6th Street, Suite 600 Bremerton, WA 98337-1873 Telephone: 360-473-5266 Fax: 360-473-5883 mayor@ci.bremerton.wa.us ______________________________________________________ Cary Bozeman, Mayor December 3, 2008 Citizens of the City of Bremerton Honorable Bremerton City Council Re: Transmittal of the Adopted 2009 Budget Bremerton has faced a series of financial challenges in 2008 that are projected to continue and worsen in 2009. In addition to a downturn in revenue expectations, there is increasing inflationary pressures on expenses. The expenditure budget is being severely impacted by increases in energy/fuel costs, paving and building material costs, public safety and justice spending, and employee-related costs for wages, healthcare, and pensions. Our City is not alone in this situation. The National League of Cities recently released its annual report on city fiscal conditions and found that this most recent economic downturn is having a much greater impact on local governments than the last significant downturn in 2001. The primary difference is that in 2001 property tax revenue and real estate related revenues were able to help buffer the effects of declining sales tax and other commerce related revenue sources. In the last several years, Bremerton’s revitalization program has improved the prospects of our local economy. Our economic development efforts, combined with significant cost reduction efforts by City departments, have ensured that the overall financial health of the City is in good order. Unfortunately, the growth in general government revenues that we recently experienced from improved economic activity just barely kept pace with cost increases associated with maintaining existing staff and service levels. Now, we are faced with the challenge of an economic downturn which significantly reduces revenue expectations for the foreseeable future and at the same time we are experiencing rapidly escalating cost increases for core expenditures. Action must be taken to realign the budget to these changing conditions to ensure that the City’s financial health is not impaired. The total adopted 2009 City budget is $129,537,164, which is a 14.4% decrease from the 2008 budget as amended. A large portion of the City-wide budget reduction can be attributed to reductions in capital program efforts for the City utilities and capital project funds in 2009. In addition, given the significant cost increases and the anticipated lack of revenue growth in 2009, my administration has incorporated significant reductions in staffing levels and other expenditures to offset these negative budgetary pressures. City- wide staffing levels are reduced by 4.75 positions. These staffing changes include: Adding 5 EMS Levy funded positions to the Fire Department Adding 1 Court Legal Technician Adding 1 unfunded Police Department position (provides hiring flexibility) Adding 1/2 position of a Court Home Detention Specialist in Police Department to aid in significantly reducing jail cost increase Adding 1/4 position of an Environmental Technician in the Water Utility (changing ½ time position to ¾ time ) Adding 1/2 position to make a full time position in the Street Fund for a Journey Level Electrician Reduction in force of 2 positions in Street Fund – eligible and expected to fill other currently vacant authorized positions in the Utility Systems Reduction in force of 11 positions in the General Fund 7 are currently vacant positions 4 are positions currently filled This budget includes one time costs associated with reductions in force As part of the reduction in force, the City Council approved a change of hours for public access to City offices - closing public counters in the Norm Dicks Government Center on Fridays, unless otherwise posted. This change is needed to allow remaining staff who will be handling critical workloads in addition to covering public counter areas - to have one day per week to complete work tasks with out the extra duty of covering the public service counters. In addition, the City Council approved a voluntary separation and reduced work week program in concert with the approval of the 2009 budget. This program helps accommodate a smoother reduction in force process - while also providing a tool for obtaining potential further personnel cost savings in the future. We include in this document an expanded discussion for the General Fund budget because this is where most of the day-to-day operations of city government are provided for. The total budget for the General Fund is $40,552,157 which is a 3.0% increase over the 2008 budget as amended. It should be noted however, that the 2009 budget includes new fully funded expenditures related to the recently passed EMS Levy and a pass through grant expenditure (also included in intergovernmental revenues) of $2,738,787. With the new (but fully funded) EMS and grant expenditures removed from the calculation, the 2009 expenditures actually decreased from the 2008 budgeted expenditures by 5%. The two largest programs in the General Fund budget are Law Enforcement which represents 26.3% of the General Fund budget ($10.7 million excluding the large pass through grant) and Fire/Emergency Medical which represents 19.9% of the General Fund budget ($8.1 million). On the following pages of this budget document you will find summarizations and detailed program descriptions – outlining in greater detail the elements of the adopted 2009 budget. The budget is a major policy document for the City. Preparing it takes the time and cooperation of almost every employee in the City over many months. I want to thank the City Council members, department directors, and all the staff members who participated in this process for their assistance and thoughtful contributions. Together we have developed a plan for the coming year that maximizes our very limited resources and ensures that we continue making measurable progress towards our goals. I believe that difficult times often produce positive outcomes. Financial stress forces us to look hard at everything we do and to clarify priorities. I am proud of the way our City staff and my leadership team have tackled this challenge - applying all of their energy and considerable experience to produce a budget and plan that is balanced, respectful of input received from the City Council, and positions us to be stronger and more financially flexible than ever before. I am pleased to present to you the 2009 budget for the City of Bremerton. I believe that this financial plan provides the necessary funding and direction to further advance the City’s Strategic Objectives during 2009 while responsibly adjusting the City’s financial plan and expectations to reflect our changing economic environment. Cary Bozeman, Mayor City of Bremerton CITY OF BREMERTON 2009 BUDGET Budget Overview/Summary Budget Overview...................................................................................................................01 Revenue Sources - All Funds.................................................................................................41 Expenditure Sources - All Funds...........................................................................................43 Budget Comparison by Fund – Revenues..............................................................................45 Budget Comparison by Fund - Expenditures.........................................................................47 Comparative Tax Information................................................................................................49 Ordinances & Resolutions 2009 Taxes.............................................................................................................................51 2009 Utility Taxes………..………………………………….…………………...…………53 2009 Rates & Fees.................................................................................................................56 2009 Utility Rates…………………………………………………………………………...73 Voluntary Separation & Reduced Hour Work Week............................................................83 City Business Hours………………………………………………………………………...89 2009 Budget ..........................................................................................................................91 Staffing/Personnel Staffing Overview..................................................................................................................95 2009 Staffing Levels..............................................................................................................98 Staffing Authorization - All Departments/Funds...................................................................99 Salary Schedules....................................................................................................................104 Organization Charts...............................................................................................................115 General Fund General Fund Overview.........................................................................................................125 Revenue Resources................................................................................................................134 Revenues by Source...............................................................................................................139 Sources of Revenue - Chart & Table.....................................................................................141 Tax Revenue - Chart & Table................................................................................................142 Expenditure by Category - Chart & Table.............................................................................143 Expenditures by Service - Chart & Table..............................................................................144 City Council...........................................................................................................................145 Executive................................................................................................................................147 Financial Services..................................................................................................................149 Legal .....................................................................................................................................152 Human Resources..................................................................................................................154 Community Development......................................................................................................156 Municipal Court.....................................................................................................................159 City Auditor...........................................................................................................................163 Law Enforcement...................................................................................................................164 Fire/Emergency Medical........................................................................................................171 Police & Fire Pension……………………………………………………………………….175 General Facilities...................................................................................................................177 Parks.......................................................................................................................................179 Engineering............................................................................................................................183 Economic Development.........................................................................................................185 Non-Departmental..................................................................................................................187 Ending Fund Balance.............................................................................................................190 Special Revenue Funds Special Revenue Funds Overview.........................................................................................191 Special Revenue Funds – Chart & Table...............................................................................193 Arterial Streets.......................................................................................................................194 Streets.....................................................................................................................................197 Contingency Reserve.............................................................................................................201 Civic Improvement................................................................................................................203 Parking Systems.....................................................................................................................205 Community Development Block Grant.................................................................................208 Abatement Revolving............................................................................................................212 Police Special Projects...........................................................................................................214 Public Access Television ......................................................................................................216 Gift & Donations....................................................................................................................218 Trial Improvement.................................................................................................................220 One Percent for Art................................................................................................................222 Conference Center.................................................................................................................224 Debt Service Fund Debt Service Funds Overview...............................................................................................227 Bond Fund..............................................................................................................................230 Capital Improvement Funds Capital Improvement Funds Overview..................................................................................233 Capital Improvement Funds - Chart & Table........................................................................236 Public Safety Bond................................................................................................................237 Harborside Plaza & Commons……………………………………………………………...239 General Government Capital Improvement...........................................................................241 Park Facilities Construction...................................................................................................243 Boardwalk…………………………………………………………………………………...245 Enterprise Funds Enterprise Funds Overview....................................................................................................247 Enterprise Funds - Chart & Table..........................................................................................249 Water Utility..........................................................................................................................250 Wastewater Utility.................................................................................................................258 Southwest Bremerton Sewer………………………………………………………………..263 Stormwater Utility.................................................................................................................266 Gold Mountain Golf Course..................................................................................................269 Utility Debt Reserve..............................................................................................................271 Internal Service Funds Internal Service Funds Overview...........................................................................................273 Internal Service Funds - Chart & Table.................................................................................274 Risk Management..................................................................................................................275 Equipment Rental Reserve – Maintenance & Operations.....................................................277 Equipment Rental Reserve – Reserve....................................................................................279 Information Technology........................................................................................................282 Capital Improvement Plan Introduction............................................................................................................................289 2009-2014 Financial Summary – All Funds………………………………………………..292 2009-2014 Summary..............................................................................................................293 2009 Summary by Type.........................................................................................................294 2009 Summary of Expense Categories..................................................................................295 2009-2014 Fund/Department Projects by Year.....................................................................296 2009 Fund/Department Project Narratives............................................................................322 Supplemental Information Financial Goals & Policies ....................................................................................................347 About Bremerton & Map.......................................................................................................351 Community Events & Web Sites……………………………………………………………352 Miscellaneous Statistics & Community Information……………………………………….354 Schedule of Insurance............................................................................................................366 Fund Matrix...........................................................................................................................367 Budget Glossary & Acronyms...............................................................................................369 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Bremerton, Washington for its annual budget for the fiscal year beginning January 1, 2008. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award. ________________________________________________________________________ Budget Overview ï INTRODUCTION THE CITY OF BREMERTON The City of Bremerton operates as a first class charter city under a Mayor/Council form of government. The Mayor is elected and is the full-time Chief Executive Officer of the City. The Mayor appoints department directors and hires all City employees. The Council has nine elected, part-time members. The City provides mandatory, essential, and discretionary services, including fire protection/emergency medical services; law enforcement; municipal court; water, sewer, and stormwater utility services; economic development; community development, infrastructure construction and maintenance; and parks and recreational facilities. Located in Kitsap County, eleven miles across the water west of Seattle, the City of Bremerton is the geographic center of the Puget Sound region. Bremerton is the 27th largest city in the State of Washington with a current population of 36,860 within an incorporated area of approximately 23 square miles. ELECTED OFFICIALS Mayor ........................................................................Cary Bozeman District #1 Council Member .....................................Brad Gehring District #2 Council Member .....................................Cecil McConnell District #3 Council Member .....................................Adam Brockus District #4 Council Member .....................................Roy Runyon District #5 Council Member .....................................Mike Shepherd District #6 Council Member .....................................Dianne Robinson District #7 Council Member .....................................Carol Arends District #8 Council Member .....................................Will Maupin District #9 Council Member .....................................Nick Wofford Municipal Court Judge ..............................................James Docter DEPARTMENT DIRECTORS AND APPOINTED OFFICIALS City Attorney ............................................................Roger Lubovich Director of Public Works & Utilities ........................Phil Williams Police Chief ...............................................................Craig Rogers Fire Chief ..................................................................Al Duke Interim Director of Financial Services ......................Cathy Johnson Director of Community Development ......................Andrea Spencer Director of Parks & Recreation .................................Wyn Birkenthal ________________________________________________________________________ Budget Overview î í CITY FINANCIAL GOALS AND POLICIES The City Council has by resolution adopted financial goals and policies for the City of Bremerton. The goals and policies define what constitutes a “good outcome” for the City in regards to financial planning and decisions. The City is accountable to its citizens for the efficient use of public dollars. Resources entrusted to the City should be used in a manner that provides services, public facilities, and infrastructure necessary to meet the needs of the community – both in the immediate term and in the future. The financial goals and policies establish a framework of financial health and stability that is necessary to meet those expectations. The goals expressed are designed to achieve financial sustainability and flexibility, demonstrate proper stewardship of public funds, and provide accountability. The adopted financial goals and policies are included in their entirety in the Supplemental Information section of this budget document. The measurables included in those policies are incorporated into the following budget overview. CITY BUDGET AND PROCESS The budget is the City’s plan of action for the fiscal year 2009 expressed in dollars. While much can be learned about the City’s finances by reviewing the budget, it is also designed to serve other functions. For example, the budget is a policy document that presents the major policies that guide how the City is managed. The budget is an operations guide that gives the public, elected officials, and City staff information pertaining to the productivity and priorities of specific City operations. In addition, the budget is a communication device, intended to provide complex information in an understandable format for an audience composed of readers with varying levels of backgrounds and interests. The City of Bremerton prepares its budget on an annual basis under the authority granted by chapter 35.33 RCW. The budget process is designed to meet the operations and service needs of the City by integrating the planning and implementation of City programs and objectives with the allocation of resources sufficient to support such services and programs. The budget, as adopted, constitutes the legal authority for expenditures. The City’s budget is balanced. This means that operation and maintenance expenditures are generally funded from current revenues. In instances where expenditures may be funded from fund balance (reserves), such funding is from fund balance amounts which exceed the target levels identified by the City’s Financial Goals & Policies. It is the City’s practice to use fund balance only to fund one-time items in governmental funds. Fund balance (reserves) may be used on occasion to fund utility system budgets. Generally, this is to level rates, and the intent is to use prior year revenue collections which exceeded expenditure requirements to level future year’s rate revenue requirements. The Capital Improvement Funds budgets are balanced with anticipated additional revenue or reserves. ________________________________________________________________________ Budget Overview ì The City budget consists of 30 separate funds, each with its own revenue and expenditure accounts. Federal, state and municipal laws govern the establishment and administration of funds. The City budget is adopted by fund and departments within those funds, and by category group level which consist of five distinct categories – 1) personnel, 2) supplies, services and taxes, 3) debt service, 4) capital expenditures, and 5) transfers. Expenditures may not legally exceed appropriations as established by fund, department, and category group. Transfers or revisions within funds are allowed, but supplemental appropriations must be approved by the City Council following public comment and input. All appropriations, including capital projects, lapse at year-end. Prior to the end of the year, appropriation changes that have received Council approval will be incorporated into a budget adjustment ordinance – providing the appropriations as specified in RCW 35.33.151. The process utilized for amending the budget is the same as that used to adopt the original budget and related ordinances. FUND TYPES BUDGETED BY THE CITY GOVERNMENTAL FUNDS Funds generally used to account for tax-supported activities. There are four different types of governmental funds utilized by the City of Bremerton; the general fund, special revenue funds, debt service funds, and capital projects funds. General Fund The General Fund is the City’s primary operating fund. It accounts for all revenues and expenditures which are not accounted for in any other fund. The majority of General Fund revenues come from taxes, state and local shared revenues, and charges for services. General Fund revenues are the source of money that pay for the City services of police, fire, parks, municipal court, and City administration. Special Revenue Funds These funds account for proceeds of specific revenue sources that are restricted for specific expenditure purposes. Other restricted resources are accounted for Arterial Street in debt service, trust, and capital project funds. Street Contingency Reserve Civic Improvement Parking System Community Development Block Grant Abatement Revolving Police Special Projects Public Access Television Gift & Donations Trial Improvement One Percent for Arts Conference Center Operations Debt Service Funds These funds are used to account for the accumulation of resources for and payment of general obligation bond principal and interest from governmental Bond Fund resources. Capital Improvement Funds These funds are used to account for the acquisition or construction of major capital facilities other than those financed by proprietary and trust funds. The Public Safety Bond City’s Capital Improvement Plan (CIP) is included in the supplementary Harborside Plaza & Commons section of this document. General Government Capital Improvement Park Facilities Construction Boardwalk Project ________________________________________________________________________ Budget Overview ë FUND TYPES BUDGETED BY THE CITY (continued) PROPRIETARY FUNDS Proprietary Funds are used to account for the City’s business-type activities. Business-type activities provide specific goods or services to a group of customers that are paid for by fees charged to those customers. Enterprise Funds Enterprise Funds are used to account for goods and services provided to citizens. The City of Bremerton enterprise funds account for utility and golf Water Utility facility operations, which are self-supported through user charges. These Wastewater Utility operations are financed and operated like a private business enterprise which SW Bremerton Sewer requires periodic determination of revenues earned, expenses incurred, and net Stormwater Utility income for capital, maintenance, public policy, management control, and Gold Mountain Golf accountability. Utility Debt Reserve Internal Service Funds Internal Service Funds are used to account for goods and services provided internally to various City departments. The City uses internal service funds to Risk Management account for maintenance and acquisition of its fleet of vehicles, insurance Equipment Rental Reserve - premiums and claims, as well as information technology services. Operations & Maintenance Equipment Rental Reserve – Equipment Reserve Information Services BUDGET BASIS: Budgetary basis refers to the basis of accounting used to estimate financing sources and uses in the budget. Cash Basis indicates transactions are recognized only when cash is increased or decreased. Accrual Basis indicates revenues are recorded when they are earned (whether or not cash is received at the time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at the time or not). Modified Accrual Basis is the method under which revenues and other financial resource increments are recognized when they become susceptible to accrual; that is, when they become both “measurable” and “available to finance expenditures of the current period.” “Available” means collectible in the current period or soon enough thereafter to be used to pay the liabilities of the current period. For this purpose the City of Bremerton considers revenues to be available if they are collected within 30 days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. The City of Bremerton budgets on a modified accrual basis. ACCOUNTING BASIS: The basis of accounting refers to when revenues and expenditures or expenses are recorded in the accounts and reported in the financial statements. The City’s Annual Financial Report shows the status of the City’s finances in conformance with generally accepted accounting principles (GAAP). In most cases this conforms to the way the City prepares its budget. Exceptions are as follows: Compensated absences liabilities that are expected to be liquidated with expendable available financial resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (Budget Basis) Principal payments on long-term debt within the Enterprise Funds are applied to the outstanding liability on a GAAP basis, as opposed to being expended on a Budget basis. Capital Outlays within the Proprietary Funds are recorded as assets on a GAAP basis and expended on a Budget basis. A Capital Improvement Plan is prepared annually in accordance with the requirements of the Washington State Growth Management Act and defines the long-term capital plans of ________________________________________________________________________ Budget Overview ê the City. However, the individual capital project expenditures are appropriated through annual budget ordinances. A Transportation Improvement Plan and Comprehensive Wastewater and Water Plans have been previously prepared and adopted by the City Council in separate actions. The General Capital Improvement Plan has been updated and is included in the Capital Improvement Funds section of this 2009 budget document. The budget process begins mid-year with a workshop to establish issues and goals to be addressed in the development of the budget. The workshop is held with the City Council, Department Directors, and the Mayor. In mid July, budget preparation guidelines are distributed to departments. These guidelines provide instructions and forms necessary for the development of the budget. The budget submittals and requests are then due to Finance by mid August and are subsequently compiled for the review of the Department Directors and Mayor. The review and revision process takes place over the course of the next several weeks. Throughout the budget process, meetings are held with appropriate staff to discuss the proposed operating budget, its overall financial picture and relevant services to be provided. The final management review of the budget is performed with the participation of Department Directors and the Mayor in a series of meetings - as needed to complete the review and come to agreement on the final budget to be proposed to the City Council for adoption. In accordance with RCW 35.33.055, the preliminary budget is then made available for public review in the office of the City Clerk on or before November 1 of each year. In late October, the Mayor and Director of Financial Services submits the proposed operating budget to the City Council in a public workshop meeting - initiating the public hearing and review process which is then conducted throughout the months of October and November. Several workshops are held with the City Council during October and November to explain significant sections of the proposed budget and answer questions. After the review period is concluded, any changes determined necessary are then incorporated and the budget ordinance is presented for public hearing and City Council action. The City budget is required to be adopted by no later than December 31. 2009 SCHEDULE – CITY COUNCIL REVIEW & ADOPTION Date Meeting Type Description/Topics 10/22/08 Study Session Proposed Budget Overview Presentation and Review Process “kick-off” 10/29/08 Workshop Revenue Sources 11/06/08 Workshop General Fund 11/10/08 Workshop Enterprise Funds and Public Works & Utilities Budgets 11/12/08 Council Meeting First Hearing on 2009 Budget and Revenue Sources for 2009 Budget Ordinance - Setting Property Tax Levies for 2009 Ordinance - Modifications of Payment In Lieu of Taxes (PILOT) on City Utilities 11/18/08 Workshop Capital/Miscellaneous Funds & Wrap-up Issues 11/19/08 Council Meeting Ordinance – Setting Rates & Fees for 2009 Ordinance – Setting Utility Rates for 2009 12/03/08 Council Meeting Final Hearing on Proposed 2009 Budget Ordinance Adopting FY 2009 Budget ________________________________________________________________________ Budget Overview é The City encourages public participation in the budget process. Budget information is made available to the public through open meetings, by televising regular Council meetings on Bremerton Kitsap Access Television, as well as by providing copies of the budget and Council agenda items on the City’s website (http://www.ci.bremerton.wa.us/ ) and making hardcopies available in the City Council office located on the sixth floor of the Norm Dicks Government Center. CITY STRATEGIC PRIORITIES AND INITIATIVES The Mayor and City Council have developed vision and mission statements and strategic priorities to guide the development, direction, and management of the City. Specific initiatives to support these strategic priorities have been identified with goals and measures described. Vision Statement The City of Bremerton is a vibrant urban waterfront community that celebrates diversity in its residents, and in its economic, residential and recreational opportunities. Mission Statement Provide quality services as required by law or mandated by the public to enhance the health, safety and general well-being of the citizens of the City of Bremerton. Strategic Priorities Distinctive Growth, with Viable Neighborhoods and Centers that Provide Greater Choice and Convenience The City will actively work towards achieving cohesive, stable neighborhoods that have a homeowner majority. The architectural styles and scales, established boundaries, and central features of neighborhoods will guide the criteria and standards for new development to ensure compatibility with surrounding qualities. Designated Centers along with existing traditional neighborhood businesses will offer and promote higher density lifestyles, encourage convenient commercial and employment services, and provide a greater diversity of housing choices. Enticing New Development and Retaining Existing Businesses, With a Focus on the Downtown Regional Center The City of Bremerton will position itself to attract development and retain existing businesses, especially where there are opportunities for new or expanded employment. Zoning categories will provide sufficient industrial, commercial, and mixed use lands for business opportunities. The City will take actions to ensure a friendly, welcoming environment which highlights the City’s unique maritime atmosphere. Provide adequate parking while also promoting efficient ________________________________________________________________________ Budget Overview è circulation. In key areas identified for economic expansion, developable sites will be pre-qualified for environmental permitting as “planned actions”. This will extend to rehabilitation programs, such as grant funding to clean up the City’s challenging brownfield sites. Special accommodations, such as advanced utility planning and the provision of cutting edge technology, will further encourage use of these sites. The City and its partnering jurisdictions will apply appropriate tax strategies to attract and retain businesses. Supportive Transportation, with Seamless, Efficient, and Varied Choices Bremerton’s size and role as a regional hub provides the foundation for an exemplary transportation system, with diverse and convenient mobility options. The City, in cooperation with State and with other transportation providers, will work to enhance and maintain services and facilities that build on that diversity, while striving to reduce the dominance of single-occupant automobile transportation. Improved Accessibility, Especially for the Pedestrian The City’s transportation system is well positioned for innovative development, especially expanded use of alternative travel options, enabled by the existing transit and ferry systems. Designated Centers will be strongly characterized by walkable designs with linkages to one another. Trails and bike lanes will emphasize safety and have uniform signage. Street ends, parks, and open spaces will offer recreational opportunities as well as access to the shoreline for everyone’s enjoyment. Quality Housing, with Broader Choices The City will promote quality, affordable housing, for all family types, ages, and incomes. New, creative housing projects, such as artists’ lofts and courtyard homes, will meet the need of special populations such as short term residents and citizens in need of transitional housing. Bremerton will promote private and public efforts to secure adequate capital for affordable housing projects at competitive and favorable market costs. Priority will go to projects that advance owner-occupied units. Safe, Healthy, Livable Neighborhoods The City will (within the limits of fiscal resources) proactively enforce ordinances, especially in relation to Code Enforcement, Emergency Management and Community Policing. Public safety is primary. Public facilities and services will be conveniently and equitably located throughout the community, chiefly through the prescription and monitoring of service levels that reflect community values in areas such as law enforcement, fire protection, and sanitary sewers. The City will partner with citizens, schools, and other local organizations to increase and enhance educational opportunities and provide an environment that embraces and supports families and youth. ________________________________________________________________________ Budget Overview ç Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride Bremerton citizens will benefit from an open-space system that increases the amount of green-space and compliments habitat protection goals, public safety concerns, and recreational needs. City owned properties will be well maintained and strategically incorporated into this system. Efficient, Accountable, and Financially Responsible City Governance The City of Bremerton will maintain public trust and confidence by utilizing resources in the most open and efficient manner possible. Resources entrusted to the City will be used in a manner that provides services, public facilities, and infrastructure necessary to meet the needs of the community – both today and in the future. The City’s adopted financial goals and policies provide the framework for financial health and stability that is necessary to meet those expectations. The financial goals are designed to achieve financial sustainability and flexibility, demonstrate proper stewardship of public funds, and provide accountability. ________________________________________________________________________ Budget Overview ïð Prior year Budget Initiatives to Support Strategic Priorities - Completed Several items included in the adopted 2008 budget “Initiatives to Support Strategic Priorities” have been subsequently completed. Due to the fact that they are not on-going in nature, they are now removed from the current version of Initiatives to Support Strategic Priorities. The following are the items previously included that are now concluded. “Distinctive Growth, with Viable Neighborhoods and Centers that Provide Greater Choice and Convenience” Develop Downtown Regional Center Sub-Area Plan – Adopted by City Council on December 19, 2007 Support Development of Wheaton/Riddell District Center Sub-Area Plan – Adopted by City Council on October 3, 2007 Develop a Plan for Coordination of Utilities and Infrastructure to Support Annexations and Facilitate Assignments of UGAs – Completed in 2007 “Improve Accessibility, Especially for Pedestrians” Develop Non-Motorized Transportation Plan – Adopted by City Council on December 19, 2007 “Quality Housing with Broader Choices” Support Eastpark Development Project (Planning/Permitting Process) – Completed in 2007 Support West Hills Development Project (Planning/Permitting Process) – Completed in 2007 Support Sinclair Ridge Development Project (Planning/Permitting Process) – Completed in 2007 Review Expansion Opportunities for the Multi-Family Tax Abatement Program (Downtown Sub-Area Plan) – Completed and Implemented by Council Action in 2007 Review Expansion Opportunities for the Multi-Family Tax Abatement Program (Wheaton/Riddell District Center Sub-Area Plan) – Completed and Implemented by Council Action in 2007 “Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride” Construct Harborside Park and Naval Museum – Completed and Opened in 2007 Update Parks Comprehensive Plan – Adopted by City Council on December 19, 2007 Seek Additional Funding for Park Maintenance (Neighborhoods Now Levy Lift Ballot Measure) – Included in the Fall 2007 Ballot and Failed to Pass ________________________________________________________________________ Budget Overview ïï ïî ïí ïì ïë ïê ïé ïè ïç îð îï îî îí îì 2009 BUDGET OVERVIEW FINANCIAL CHALLENGES Over the past several years, statewide initiatives have impacted current and future revenues that fund the City of Bremerton’s governmental services. Initiative 695 and 747 resulted in losses of ongoing revenues and limited property tax growth for Washington cities. The end result of these initiatives is that local governments have been forced to increasing rely on commerce driven revenues for the funding of government operations and infrastructure. Revenues based on economic activity and commerce (such as sales tax, B&O tax, Real Estate Excise Tax, building permits and fees, etc) are much more volatile and variable than property tax revenues. Up until recently, the City of Bremerton has been fortunate in that the economy had been growing steadily and at a pace closely approximating the rate of growth in core costs from inflation impacts. Part of this can be attributed to the overall growth that occurred throughout the State and the Puget Sound Region as a whole. In recognition that future revenue growth for cities is now dependent on economic development and growth, Bremerton undertook an aggressive revitalization program for the purposes of increasing commerce in the City. While Bremerton has been successful through 2007 in growing revenues with this strategy, the increases in General Fund revenues has just barely kept pace with cost increases associated with existing staffing and service levels. Unfortunately, in 2008 the economic downturn and credit market crisis has significantly deteriorated commerce and real estate related revenue sources for the City and this revenue downturn is happening at the same time that significant core costs for the City are substantially increasing. Costs for energy and fuel, paving and building materials, public safety & judicial requirements, and employee-related costs (labor contract wage increases, healthcare, and pension costs) are all escalating at an alarming and accelerated rate. Bremerton is facing a series of financial challenges in 2008 and these challenges are projected to continue and worsen in 2009 - potentially for some duration thereafter. The City is not alone in this situation. The National League of Cities recently released its annual report on city fiscal conditions and found that this most recent economic downturn is having a much greater negative impact on local governments than the last significant economic downturn in 2001. The primary difference is that in 2001 property tax revenue and real estate related revenues were able to help buffer the effects of declining sales tax and other commerce related revenue sources. It was noted in the National League of Cities report that “Even if economic conditions improved immediately, the nation’s cities are likely to be realizing the effects of this current downturn through 2010”. Factoring in reduced revenue expectations and known cost increases, Bremerton’s preliminary 2009 General Fund budget as submitted by staff showed expenditures in excess of anticipated revenues - generating a potential General Fund budget deficit of $4.443 million – and the future period projections anticipated a continuation of this deficit position into the foreseeable future. ________________________________________________________________________ Budget Overview îë The preliminary 2009 budget as submitted by staff presented a picture that looked like this: Corrective actions were clearly needed to realign expenditures to the revised (lowered) revenue expectations – not just for 2009 but for future periods as well. It is the duty and responsibility of the Mayor and his administrative staff to prepare an annual budget and financial plan for the City that is balanced and which also meets the City’s adopted financial goals and policies expectations. The preliminary budget was unacceptable in that it did not meet that obligation. The Mayor and City Department Heads therefore undertook a review of all aspects of the budget and together determined what adjustments were necessary to fulfill this responsibility. The balancing process required making some very hard choices. Revenues were reviewed and adjustments made or recommended to be changed (where possible) but as discussed previously there are significant limits as to what the City may do in regards to revenues. Supplies and services were also reviewed and reduced significantly (14.8% reduction) from the preliminary 2009 budget submittals. However, given the size of the budget differential, modest revenue increases and significant reductions in supplies & services were not anywhere sufficient enough to correct the imbalance of projected revenues to expenditures. Since personnel costs represent over 67% of the General Fund budget expenditures, reducing the budget adequately to bring it back in line with lowered revenue expectations required significant reductions in staffing levels (6% reduction of previously authorized levels excluding new EMS positions funded by the recently approved EMS Levy). This in turn will require an adjustment in service levels to be provided to citizens. It is not possible to continue providing the same level of service with such a reduced level of resources in so many City Departments. However, care was taken in developing the recommended changes to try and keep the impacts to citizens as minimal as possible; to honor the intent and expectations of the recently passed EMS levy; and to ensure that core services supporting public safety were not impaired. ________________________________________________________________________ Budget Overview îê Staffing reductions as recommended were largely accomplished through removal of positions that are currently vacant. While substantial, vacant positions alone were not sufficient to balance the budget - consequently some positions identified to be removed in the 2009 budget are currently filled. Accordingly, costs associated with this reduction in force have been included in the budgeted expenditures to ensure all obligations to employees directly impacted are met (i.e. final compensation requirements and unemployment etc). SUMMARY OF ADJUSTMENTS MADE TO BALANCE THE 2009 GENERAL FUND BUDGET The following is a summary of the significant adjustments made and/or recommended actions deemed necessary to bring the 2009 General Fund budget in balance and maintain the financial health of the City: REVENUES Revenues were adjusted (where possible) without imposing additional taxes on citizens beyond the annual 1% property tax increase permitted under current state statutes. Revenue increase adjustments totaled $483,818. Various fees and charges for services provided were reviewed and revised as appropriate to ensure City costs were properly recovered and that fees were competitive - $48,389 Engineering for Parks Construction Fund projects will be performed by City Engineering Department - $70,000 Identified work being performed for other agencies that was not being reimbursed. Established agreement and procedures to ensure this work is properly billed and charged out - $40,000 Recommend the next step increase planned in amount exempted from the City’s B&O tax (from current exemption of $60,000 to $75,000) not be implemented in 2009 as originally contemplated. The growth in sales tax revenue in 2007 compared to 2006 just barely came in at the 6% target level necessary to even trigger such a recommendation for increase - $75,000 Recommend a 1% increase in the Payment In Lieu of Taxes (PILOT) assessment on City owned utilities (from current 8.5% to 9.5% which is the same as the current solid waste utility tax imposed) - $250,429 EXPENDITURES The vast majority of budget revisions were made by reducing expenditures. Expenditure reduction adjustments totaled $4,085,056. General Fund staffing levels are reduced by a net total of 8.0 positions. The City recently had an EMS levy approved and as a result Fire/EMS positions are actually increased by 5 positions which occurs at mid-year - as anticipated in the ________________________________________________________________________ Budget Overview îé levy action and as supported by the additional revenues provided. Another increase is provided in the Police Department with one unfunded position. The authorized position is added but there is no money provided or associated with it. The intent of that addition is to provide flexibility for the police department in the periodic hiring process – allowing some overlap during transition periods – with no financial impact expected to the General Fund. Offsetting the increase in positions supported by the EMS Levy and one unfunded police department position are net reductions of 14 positions in the General Fund from those authorized in 2008. The reduction of 14.0 positions represents a 6% reduction in Full Time Equivalent (FTE) positions from the 2008 General Fund budgeted positions of 229.975. The composition of the net 14 positions removed from the General Fund budget are as follows: 4.5 positions are transferred or reallocated to other funds in the City o budget where funding is available and appropriate for the work being performed - $396,163 2009 Staffing A reduction in force of 11 positions is proposed (see “ o Changes ” table below for more detail) - $832,978 An addition of a half-time position (0.5 FTE) to provide additional court o detention home monitoring which affords significant reductions in the jail/custody care service contract cost increases for 2009 – ($43,082) An addition of 1 full-time Legal Technician to support Municipal Court o operations which is offset by a $25,000 reduction in extra help – ($35,520) In addition the following changes were also made to the staffing budget from the 2009 budget as submitted by staff: 1 position authorized in the Police Department will remain but with no o funding in 2009. This position is a current long term vacancy for an employee on extended military leave - $82,853 One vacant position is proposed to be downgraded in the Finance o Department but is proposed to be filled as downgraded - $4,975 Adjustment was made to show EMS Levy Positions being filled on July 1 o (correction needed as the preliminary 2009 budget showed a January 1 fill date which was ahead of when revenues would actually be received) - $267,583 With the exception of the Court Legal Technician, all proposed new o positions in the preliminary 2009 budget submittal were removed - $130,435 Other reductions in overtime, and seasonal/temporary labor - $203,999 o 7 of the 11 positions proposed for reduction are currently vacant. There are 4 positions identified for reduction that currently have incumbents. Accordingly, provision was made in the General Fund Non-Departmental budget to cover final compensation requirements and unemployment compensation associated with this reduction in force – ($150,000) The 2009 budget includes a set aside contingency for potential labor negotiation costs, proposed pay band adjustments for certain positions, and additional ________________________________________________________________________ Budget Overview îè possible retirement costs. All of these set asides and requests were removed - $420,000 The Mayor’s compensation does not include any COLA adjustment for 2009 - $6,119 The budget included medical benefit increases of 12% based on initial quotes from the service provider. Current negotiations indicate a reasonable probability of reducing this to a 9.5% increase level. A credit adjustment was made in the General Fund Non-Departmental labor set aside to reflect this revised expectation - $75,000 All General Fund capital expenditures which did not have a revenue or funding source provided were removed - $254,068 Jail/Custody Care costs were calculated to increase by $689,420 in the 2009 preliminary budget based on volume experienced and known cost increases in service contracts. The 2009 budget includes reductions in these expected Jail/Custody Care cost increases made possible by the City taking proactive steps to change prosecution oversight and through the application of increased resources for home detention monitoring (part of net staffing changes noted above) - $456,000 A mandatory 2% reduction in fuel consumption was included. The City administration will be impact bargaining with the respective unions on proposed changes to the City’s “Take Home Vehicle” policy. It is expected that a final conclusion to that process will be part of how the 2% reduction will be achieved. Regardless, the budget requires action be taken to reduce fuel consumption to by at least 2% to help offset fuel costs increases - $7,773 The City’s flower/color program was substantially reduced for 2009 - $7,000 A variety of supplies and services line item reductions were made by virtually all General Fund Departments - $532,785 A one year addition in service life expectations for all General Fund and Street Fund equipment in the Equipment Rental Reserve was imposed. This delays purchase of vehicles and equipment by one year from the prior schedule unless already fully funded. In addition, a similar step was taken with the Information Technology Fund equipment replacement schedule. These actions result in a one year reprieve from equipment reserve funding. This is not an on-going expense reduction and is shown returning as a core cost in 2010 in projected and trended data – but it does provide much needed additional cash in 2009 to cover one-time cash expenditures required for one-time costs associated with the reduction in force, anticipated collective bargaining agreement arbitration costs, and helps to bring the ending fund balance for the General Fund and Street Fund to a more appropriate level - $511,907 Transfers from Police and Fire to the ERR Fund for additional vehicles originally proposed in the preliminary 2009 budget submittal were removed - $63,500 Transfer to the Conference Center Fund was reduced to the same level as 2008 - $25,000 ________________________________________________________________________ Budget Overview îç The 2009 budget so revised, and adopted by City Council, is balanced and meets the adopted financial goals and policies expectations. The 2009 budget presents a picture that looks like this: As the chart above indicates, the budget and the projected trend for future periods indicates on-going revenue expectations sufficient to provide for cost increases associated with maintenance of the new status quo – but just barely. The future period forecast amounts include a full year of cost for the EMS positions beginning in 2010 (added mid year in 2009) and a return in 2010 to full funding of Equipment Rental Reserve and Information Technology Equipment Reserves. This leaves virtually no capacity for additional service provision, or flexibility to cover additional unexpected cost increases, or any further deterioration in revenues from those currently anticipated. The City will need to exercise great caution in avoiding commitments for additional on-going expense obligations, seek additional cost savings where at all possible, while continuing to aggressively work on improving the overall economic activity in Bremerton. SERVICE LEVEL IMPACTS The changes to City General Fund staffing levels were largely accomplished by the elimination of positions that provide public service desk or citizen support in human resources, tax and licensing, community development, and fire. In addition, reductions in the Parks Department result in impacts to parks maintenance levels and various recreational programs. Care was taken not to impact unduly the core public safety services of fire and police, although police did participate in reductions by not filling several vacant positions in 2009 and will experience negative impacts to response times, call stacking, and reduced coverage in certain geographic areas. The EMS levy expectations as funded by the voter approved tax increase were provided for and only administrative and public reception functions in Fire were impacted by these reductions. ________________________________________________________________________ Budget Overview íð Reductions in staff are expected to have the following direct service level impacts: Reduced availability to respond to citizens at various counter/service desks – Financial Services and Human Resources, Community Development Planning and Permitting, and Fire. Flower Program will be reduced to concentrate on Downtown core area only. (One of two City greenhouses will be shut down for 2009) Jarstad Aquatic Center will need to be closed on weekends (lowest use days) and the 5:30 am lap swim will not be offered. City sponsored concerts at Evergreen and Harborside Park eliminated. Corporate sponsors will be sought to try and provide a reduced program. Frequency of lawn care, fertilization, irrigation repair at neighborhood and community parks scaled back from 2008 levels by an estimated 20%. The reduction from 3 to 2 warrant officer positions in the Police Department will necessitate police officers to transport more of their prisoners to KCSO jail. This will increase the amount of time an officer is off the street by approx. 1 hour for each transport. Two (2) days a week there will be only one Warrant Officer working which may increase the time it takes to serve court papers such as no contact orders and warrants. Also impacts workload on the Sex Offender Verification Program. For 2009, the Bremerton Police Department will operate with two less commissioned officers which will impact shift staffing levels, likely create more overtime to maintain acceptable shift coverage, reduce the ability to utilize specialty units such as bike patrols, boat patrols and increased patrols for civic events. With reduced police officer staffing and new officers in the police academy and FTO programs, the Bremerton Police Department will actually function with at least four (4) officers fewer than 2008 staffing levels for the majority of 2009. This impacts response times, call stacking, and reduced coverage in certain geographic areas. General Facilities capital work program is substantially cut out for 2009 and the maintenance program is kept to a minimum. Staff that would have been assigned to work on General Fund capital work and the typically more significant maintenance program will be working on other City Fund capital and maintenance programs in 2009. Facilities maintenance for the General Fund will be reduced to essential services only in 2009. The Engineering Department will not be conducting traffic counts in 2009. These counts are used for speed studies, information to perform traffic analyses, and provide useful marketing information for potential retail developments. In addition, it is anticipated that (due to the economic situation of the construction industry) there will be a decrease in permit activity. A vacant development staff related position will not be refilled and staff will be reassigned to capital project development. Due to this reduction of permit processing staff there will be a less efficient processing time for permits. The BMC allows for a ten day turn around. In the past engineering has had a shorter turn around time. ________________________________________________________________________ Budget Overview íï In order to manage workloads with a significantly reduced workforce in 2009, the City Council approved a resolution changing hours for public access to City offices as authorized in BMC 1.02.010. This action closes public counters in the City offices located in the Norm Dicks Government Center on Fridays, unless otherwise posted. The change is needed to allow remaining staff who will be handling critical workloads in addition to covering public counter areas - to have one day per week to complete work tasks without the extra duty of staffing the public service counters. This change would also provide one day a week that has more scheduling flexibility for potential reduced work hour requests or vacation usage without adding undue pressure on already limited staff to provide customer service counter coverage. VOLUNTARY SEPARATION AND REDUCED WORK WEEK PROGRAM The 2009 budget is balanced and meets the adopted financial goals and policies expectations, however, it accomplishes that objective with virtually no further capacity or financial flexibility remaining to cover additional unexpected cost increases, or any further deterioration in revenues from those currently anticipated. Given the current inflationary cost pressures and general trend down in the economy, it is quite possible that Bremerton will experience additional negative financial pressure in the foreseeable future. Keeping adequate levels of working capital (operating reserves) and rainy day emergency funds (contingency reserves) is critical in this economic environment. The budget calls for both types of financial reserves to be maintained adequately. In addition, the City Council authorized a voluntary separation and reduced work week program in concert with the approval of the 2009 budget. This program would help accommodate a smoother reduction in force process - while also providing a tool for obtaining potential further personnel cost savings in the future. This program would give City Departments the option to offer incentives to employees who voluntarily separate from employment, either through retirement or resignation where such separation would provide a quantifiable cost savings to the City. This program would also offer the option for employees to voluntarily reduce their work week schedule to 32 hours from 40 - providing additional cost savings to the City. Participation in the program would be entirely voluntary and would be subject to approval of the Department Director (subject to review and approval of the Director of Financial Services, Human Resources Manager, and City Attorney) and conditioned upon execution of a written agreement between the City, the employee, and respective labor union or guild as applicable acknowledging the terms and conditions of the program as implemented. ________________________________________________________________________ Budget Overview íî LABOR NEGOTIATIONS The City has in place collective bargaining agreements with the International Association of Firefighters, Teamsters, Bremerton Police Officer’s Guild and the Police Management Association which expire on December 31, 2008. Negotiations for new bargaining agreements are underway but are far from being concluded. The 2009 budget includes the anticipated labor cost increases that will be required under new contracts. While the City management believes these cost assumptions are reasonable and conservative, there can be no assurance that the final agreements will be materially the same as described by the budget assumptions. STAFFING LEVELS AND CHANGES 2009 Staffing Changes Department Position Action FTE $ Impact change General Fund Changes Customer Service Rep Reduction in Force (vacant) (1.00) ($57,660) Financial Services Accounting Asst Senior to AAIIPosition Downgrade (vacant) None($4,975) Human Resources HR Assistant/Civil Service Officer Reduction in Force (filled) (1.00) ($92,787) Building Development Community Specialist IReduction in Force (filled) (1.00) ($75,331) Development Senior Planner Reduction in Force (vacant) (2.00) ($185,445) Municipal Court Legal Technician New Authorized Position – Includes a reduction in Extra Help 1.00 35,520 New Authorized Position But Unfunded – Allows for Hiring Police Officer Flexibility1.00 None Authorized But Unfunded (vacant Police Officer due to extended military leave) None($82,853) Law Enforcement Police Officer Reduction in Force (vacant) (1.00) ($101,807) Warrant Officer Reduction in Force (vacant) (1.00) ($67,734) New Part-Time Position to Assist Court Home Detention in Reducing Jail/Care Custody SpecialistCosts0.50 $43,082 Moved to Police Special Projects Police Officer Fund(1.00) ($108,747) Moved to Police Special Projects Office Assistant Senior Fund(1.00) ($58,285) New Positions Fully Funded by Recently Passed EMS Levy – To Fire/Emergency Be Filled July 1, 2009 (annual cost increase of $535,166) 5.00 $267,583 MedicalFirefighter Office Assistant II Reduction in Force (filled) (1.00) ($64,098) Parks Laborer Reduction in Force (vacant) (1.00) ($47,915) Parks Facilities Specialist Reduction in Force (vacant (1.00) ($82,548) Recreation Program Coordinator I Reduction in Force (filled) (1.00) ($57,653) Parks & Reallocation of Labor to Parks Recreation Parks Development Planner Capital Improvement Fund (0.35) ($32,284) Change in Time Allocation to General Fund from Public Works General Facilities Various Positions & Utilities Staff Based on Work (0.695) ($51,412) Plan for 2009 Change in Time Allocation to General Fund from Public Works Engineering& Utilities Staff Based on Work Plan for 2009 (1.485) ($145,435) Various Positions Subtotal of Changes to the General Fund Departments in the 2009 Budget(8.03) ($970,784) ________________________________________________________________________ Budget Overview íí 2009 Staffing Changes (Continued) Department Position Action FTE $ Impact change Subtotal of Changes to the General Fund Departments from the previous page(8.03) ($1,006,304) Changes to Funds Other than the General Fund Reduction in Force (filled) – incumbents are eligible and Street Fund expected to fill other currently vacant authorized positions in the Street Service Specialist Utility Systems (2.0) ($124,377) Journey Level Electrician Increase Current ½ position to 1 0.50 $27,007 Police Special Police Officer Moved from General Fund 1.00 $108,747 Projects Office Assistant Senior Moved from General Fund 1.00 $58,285 Public Safety Bond Economic Development Staff Reallocation of Capital Labor for Fund2009(0.50) ($91,364) Harborside Plaza Reallocation of Capital Labor for & Common Economic Development Staff 20090.50 $91,364 Parks Capital Reallocation of Labor to Parks Improvement Parks Development Planner Capital Improvement Fund 0.35 $32,284 Change in Time Allocation from Various Positions General Fund to Public Works & Utilities Staff Based on Work Plan Water/Wastewater/ for 2009 2.18 $196,847 and Stormwater Lead Utilities Service Utilities Downgrade position currently Specialist to Utilities Services Specialist Sr. under filled 0.00 None Transfer ½ FTE from Utilities to Web Support Specialist Information Technology – Dollars Previously Budgeted Here but Not FTE(0.50) None Increase Current ½ position to ¾ Water Utility Environmental Technician position0.25 $18,051 Information Web Support Specialist Transfer ½ FTE from Utilities to TechnologyInformation Technology – Dollars Previously Budgeted Here but Not FTE0.50 None Total Change in 2009 Budget (4.75) ($653,940) Other personnel related budget changes include a 5% cost of living adjustment for all City staff (including those who are not covered by bargaining unit agreements), and increases in medical and dental benefit costs along with other cost increases anticipated for core payroll related expenditures. The COLA adjustment rate is based on the existing labor agreements (which expire at the end of 2008) that provide for wage adjustments tied to a CPI index but capped at 5%. The referenced CPI index for the coming year is 6.1838% which exceeds the 5% cap. An increase in the Municipal Court Judge’s compensation is included in the budget to ensure continued eligibility for participation in state shared revenues under the Trial Improvement Fund programs. No adjustment is proposed for the Mayor’s compensation package for 2009. ________________________________________________________________________ Budget Overview íì STREET MAINTENANCE AND IMPROVEMENTS The repeal of the motor vehicle excise tax after Initiative 695, the 1% property tax limitation contained in Initiative 747, and the repeal of the local license fee that cities previously used to match transportation grant dollars, have all resulted in drastic funding reductions for City overlay and maintenance work. Bremerton has had to virtually stop most overlay and preventative maintenance work on City streets. For several years now, the City has had very limited resources to apply to this need - creating a buildup of deferred maintenance and repairs. Unfortunately, the 2009 budget continues this downward trend in funding of street maintenance and improvements. The combination of rising paving supply costs and reduced revenue resources results in no paving work planned for 2009 other than routine pothole repairs. Like the General Fund, the 2009 budget for the Street Fund showed lower revenue expectations and substantially rising costs for paving supplies, fuel, and labor. The result of these two financial pressures was a preliminary budget that showed a potential deficit of $179,187. Actions were taken to cut supplies and service expenditures as well as a reduction in force of two positions. These are currently filled positions, however the incumbents are qualified for and expected to move into other currently vacant authorized positions in the Utility Systems. Offsetting these reductions (in part) is an increase of an electrician position from the current half-time position to a full-time position. This is necessary to accommodate the electronics and signal work that is expected to be a greater portion of the 2009 work program for the Street Fund including the new Memorial Plaza fountains and maintenance of the BTC tunnel after May, 2009. FLEET AND EQUIPMENT OPERATIONS The majority of the City transportation and heavy equipment maintenance and replacement are performed by the Equipment Rental Reserve (ERR) Fund. This fund has historically combined the equipment maintenance functions with the equipment reserve funding and replacement program. The 2009 budget has split this fund into two in order to improve accounting and cost tracking for these two very separate functions. The first fund (ER&R Operations & Maintenance) will serve the purpose of tracking and managing costs and services related to equipment maintenance. The second fund (ER&R Equipment Reserve) would be dedicated to the administration of the equipment reserve fund and the related equipment replacement program. Since 2005 a significant cost issue has emerged for the City related to the considerable and very rapid cost increases associated with fuel for the City’s transportation fleet and ________________________________________________________________________ Budget Overview íë heavy equipment. The 2006 City-wide fuel expenditure of $454,800 was an increase of $59,528 over 2005 expenditures – a 15.1% increase. 2007 City fuel expenditures of $501,687 was a further increase of $46,887 over 2006 – a 10.3% increase. And the budget for 2008 (as amended) anticipates fuel expenditures of $662,973 a sizeable increase of $161,286 over 2007 – a 32.1% increase. All of the increases can be attributed to price as the City fuel consumption has been relatively stable during that time period. The 2009 budget anticipates fuel expenditures of $725,208 – a further increase of $62,235 or 9.4%. This budgeted increase is driven by additional anticipated price increases as offset by a planned 2% reduction in consumption by all City vehicle users. City staff will propose changes to the policy and practice regarding “Take Home Vehicle” use and to properly impact bargain with the collective bargaining units on those proposed changes. This is expected to be one method by which fuel consumption can be reduced for the City but is not something that can be imposed without first going through an impact bargaining process with the labor units. In the meantime, it is expected that City staff will take all other steps necessary to ensure conservation of fuel and achieve the budgeted reduction in fuel consumption of 2%. UTILITIES The City’s water, wastewater, and stormwater utilities have undertaken the construction of a significant number of capital projects over the past several years which have been funded in large part with grants and loans. The most significant projects are related to the wastewater utility – and much of that has been most recently related to completion of required Combined Sewer Overflow (CSO) Reduction and Stormwater Separation Projects. These capital programs have placed significant financial pressure on the utility systems in the form of both cash flow and debt management challenges. The City concluded a comprehensive utility rate study in 2004 resulting in a multi-year plan for increasing rates and implementing significant increases in general facility charges to cover the cost of new capital improvements. Upon the conclusion of this study, the City Council approved the utility rate increase plan with the adoption of an ordinance implementing the first phase of rate increases and the new general facilities charges – which became effective on November 1, 2004. Subsequently in 2005, the City Council approved the planned second year increases for the water and stormwater utilities and (due to more extreme financial pressures for the wastewater utility) the planned rate increases for the next two years were folded into one increase for the wastewater utility. These second year rate adjustments became effective January 1, 2006. Effective January 1, 2007 the City began implementing annual utility system rate increases based upon the most current Consumer Price Index and general facility charge increases based upon the most current Seattle Construction Index. Per the Bremerton Municipal Code 15.06.015 (b) - if the City Council does not otherwise adjust the utility rates they are to be adjusted annually based upon the most current Consumer Price Index for all Urban Consumers, Seattle, and the general facility charges are to be adjusted according to the most current Seattle Construction Index. The 2009 budget includes a CPI adjustment of 5.8% for all three utility system rates, and a 2.2% increase in general facility charges based on the ________________________________________________________________________ Budget Overview íê most current Seattle Construction Index. The implemented utility rate adjustments, plus the final retirement of the 1994 Water and Sewer Revenue bonds in late 2007, (in combination) have placed the wastewater utility on much firmer financial footing. ECONOMIC DEVELOPMENT Bremerton is well into an aggressive revitalization and development program. The center piece project is the Bremerton Harborside Development which will give the City claim to its long awaited place as a premier waterfront community in the Puget Sound. Of the multi-year plans to revitalize Bremerton - the following were completed in the last several years; the Harborside Conference Center, Hotel and Plaza, Bremerton Ice Arena, Kitsap Credit Union Headquarters/Office building, new downtown Naval Parking Garage, construction of the new Norm Dicks Government Center building and downtown Fire Station, the Harborside Fountain Park and Heritage Naval Museum, new Police Station on Burwell Street, two separate waterfront condominium developments, and the Port of Bremerton’s marina expansion. Currently in progress are; the Harborside Plaza and Commons project, West Park mixed use redevelopment project, the Downtown Pedestrian Bremerton Transit Center Access project, and the Boardwalk Project. The purchase and development of a Municipal Court facility is also currently in the planning stage. These (and many other) projects that are occurring throughout Bremerton are a product of both public and private investments. Economic development is a critical component of achieving the City’s goal of “enticing new development and retaining existing businesses, with a focus on the downtown regional center”. The ability of Bremerton to provide sufficient funding for future core government services is directly related to the continued successful implementation of economic development efforts today. Harborside Fountain Park ________________________________________________________________________ Budget Overview íé CAPITAL IMPROVEMENT PLAN Projects funded in the 2009 Capital Improvement Plan amount to $21,827,237. These projects are identified and explained in more detail in the 2009 - 2014 Capital Improvement Plan section provided in this budget document. Significant projects included are (among others): Automatic License Plate Reader System and Interview Room Video & Audio System for the Police Department – both are fully Grant funded Installation of additional illuminated street signs Completion of the multi-phase SR 304 Bremerton Gateway transportation Improvement Project, landslide repair on Wheaton Way/Schley Canyon, as well as other transportation improvement projects as specified in the adopted Transportation Improvement Plan Concrete repair at the Washington Ave. Parking Garage Facility Purchase of production and playback equipment for BKAT Continuation of the multi-year Bremerton Boardwalk Project and Evergreen Park Expansion project Permanent Facility for the Municipal Court Remodel of Olympus Building for Parks maintenance facility relocation Final phase of Oyster Bay building remodel and expansion to accommodate consolidation of Public Works Construction of the Harborside Memorial Plaza and Commons Various park developments and improvements including the Blueberry Park renovations, Lions Park renovations, and Kiwanis Park renovations Utility system capital programs in accordance with the adopted Comprehensive Water, Wastewater, and Stormwater Utility Capital Plan which includes the Wastewater Treatment Plant Upgrade, Pacific Avenue CSO project, Eastpark Stormwater Outfall project, and the Kitsap Way Storm Drain project Completion of the South West Bremerton Sewer Expansion project Vehicle and Equipment replacements as reserved for in the Equipment Rental Reserve Fund ________________________________________________________________________ Budget Overview íè PROPERTY TRANSACTIONS Bremerton maintains many properties and buildings throughout the City. A review of these assets coupled with an assessment of best use and need is undertaken periodically. Every property the City owns requires resources to maintain. An evaluation of the benefits in comparison to the costs of that property ownership is important to consideration to ensure the greatest value and efficiency is being provided by City owned assets. The 2009 budget does not anticipate any General Fund property transactions occurring (budgeted in the Contingency Reserve Fund). Funds available from previous net property sales transactions are budgeted to be used in the following fashion: $400,000 from West Hills Precinct building sale (concluded in 2007) will be set aside in the Park Facilities Construction Fund to be used to remodel the Olympus Building for the Parks maintenance building relocation project. th $350,000 from 4 Street Permit Building sale proceeds (concluded in 2008) to be transferred to the Public Safety Bond Fund to be used for the Municipal Court Project. More complete project information is included in the Capital Fund narratives and in the Capital Improvement Plan which is included in the supplement section of this budget document. Conceptual Image of the Bremerton Boardwalk Project ________________________________________________________________________ Budget Overview íç FINANCIAL SUMMARY OF THE 2009 BUDGET The 2009 Bremerton budget provides sufficient resources to fund essential municipal services and programs - necessary to maintain a healthy, safe, and secure community - while supporting the ongoing efforts to revitalize and reinvest in the City. In addition, the budget is in compliance with the City’s adopted Financial Goals and Policies. Key Budget Parameters contained in the Financial Goals & Policies “The City Utility System shall strive to maintain a minimum debt service coverage (annual gross revenues less annual operating and maintenance expenses divided by annual debt service) of the combined Utilities (Water, Wastewater, Stormwater) of at least 1.5x.” The budgeted 2009 debt service coverage factor of the combined utility systems is 2.86x, which meets and exceeds the expectations of the financial goals and policies. “The City will strive to maintain ending cash and investment balances in the General Fund of no less than 8.5% of the total planned annual operating expenses.” The target ending fund balance for the General Fund necessary to meet an 8.5% balance (based upon the 2009 budgeted annual operating expenses) is $3,196,079. The budgeted ending fund balance for the General Fund is $2,835,903 which does not meet the target but is increased from the budgeted 2008 ending fund balance of $2,756,622 demonstrating advancement being made towards achieving the goal. “The City will strive to maintain ending cash and investment balances of no less than 12% of total planned annual operating expenses for the Gold Mountain Golf Complex, Water Utility, Wastewater Utility, and Stormwater Utility.” The target ending fund balance for the designated enterprise funds (based upon the 2009 budgeted annual operating expenses) and the 2009 budgeted ending fund balance is as follows: Targeted Ending Budgeted 2009 Fund Balance Ending Fund Balance Gold Mountain Golf $ 446,114$ 189,580 Water Utility 1,167,8422,655,325 Wastewater Utility 1,351,4473,503,934 Stormwater Utility 248,2441,042,335 The ending fund balances for the Water, Wastewater, and the Stormwater utilities meet and exceed the expectations of the financial goals and policies. The ending fund balances for the Gold Mountain Golf Fund does not meet the targets but increased from the budgeted 2008 ending fund balances of $176,199 demonstrating advancement being made towards achieving the goal. “The City will strive to maintain a balance of at least $1,000,000 in the Contingency Reserve fund as a provision for unforeseen or catastrophic events and emergencies.” The ending fund balance of the Contingency Reserve Fund is $1,004,280 which meets and exceeds the expectations of the financial goals and policies. ________________________________________________________________________ Budget Overview ìð FINAL BUDGET1/23/2009 2009 REVENUE SOURCES - ALL FUNDS BEGLIC.INTER-CHARGESFINES2009 2008FUNDANDGOV'TFOANDOTHETOTAL RR FUNDBUDGETBAL.TAXESPERMITSREVENUESERVICEFORFEITSREVENUEBUDGET General Fund General Government: City Council99,825000105,88800105,888 Executive139,900000120,31500120,315 Financial Services4,693,7753,978,000339,5000404,44705,0004,726,947 Legal169,850000203,52100203,521 Human Resources159,750000207,89500207,895 Community Development954,9000335,5000232,90000568,400 Municipal Court851,138000310,950553,12025,000889,070 City Auditor51,00000055,5320055,532 Law Enforcement473,45303,1003,093,558104,53014,05011,1753,226,413 Fire/Emergency Medical1,863,8231,552,5040241,600675,5005,00002,474,604 Police & Fire Pension42,0000044,49600044,496 General Facilities277,77500072,959051,080124,039 Parks637,230000456,5500167,970624,520 Engineering75,800075,000071,80000146,800 Economic Development10,0000000000 Non-Departmental24,563,32219,741,722135,000516,69512,0001,060,0002,811,67824,277,095 Beginning Fund Balance4,319,1552,756,6222,756,622 Total General Fund 39,382,6962,756,62225,272,226888,1003,896,3493,034,7871,632,1703,071,90340,552,157 Special Revenue Funds: Arterial Street10,888,0014,988,50100452,34720,000081,7615,542,609 Street3,177,7244,809300,0000690,000383,45001,469,5002,847,759 Contingency Reserve2,339,1991,810,0000000050,0001,860,000 Civic Improvement492,89023,890335,00000002,000360,890 Parking System1,938,3565,0070001,500357,0001,313,5001,677,007 Comm. Dev. Block Grant1,765,072435,468001,224,70921,483047,8231,729,483 Abatement Revolving Fund223,158183,04100012,000020,000215,041 Police Special Projects663,674452,549000038,000115,000605,549 Public Access Television575,05113,85444,240252,000092,900012,500415,494 Gift & Donations Fund83,06141,2610003,500036,10080,861 Trial Improvement34,97126,6710024,00000050,671 One Percent for Arts105,60360,4250000048,910109,335 Conference Center Oper1,726,93791,3800001,357,3910321,5451,770,316 Total Spec. Rev. Funds 24,013,6978,136,856679,240252,0002,391,0561,892,224395,0003,518,63917,265,015 Debt Service Fund: Bond Fund2,374,797657,782887,7000000953,2502,498,732 Total Debt Service Fund 2,374,797657,782887,7000000953,2502,498,732 Capital Improvement Funds: Public Safety Bond1,934,8741,436,19600000375,0001,811,196 Harborside Plaza & Commons4,983,11070500450,00000150,000600,705 General Govt Capital Improv.1,437,0353,6101,000,000000030,0001,033,610 Park Facilities Construction1,448,402296,58800500,00000668,0001,464,588 Boardwalk Project2,686,9661,550,49900250,00000105,0001,905,499 Total Capital Improv. Funds 12,490,3873,287,5981,000,00001,200,000001,328,0006,815,598 ìï FINAL BUDGET1/23/2009 2009 REVENUE SOURCES - ALL FUNDS BEGLIC.INTER-CHARGESFINES2009 2008FUNDANDGOV'TFOANDOTHETOTAL RR FUNDBUDGETBAL.TAXESPERMITSREVENUESERVICEFORFEITSREVENUEBUDGET Enterprise Funds: Water Utility18,551,5894,696,2720009,709,89602,036,17516,442,343 Wastewater Utility26,705,2733,223,98360,0000013,877,70003,754,31720,916,000 SW Bremerton Sewer4,983,6923,923,0240000050,0003,973,024 Stormwater Utility3,799,1651,461,2220020,0001,911,8180138,0003,531,040 Gold Mountain Golf Complex3,941,637176,1990003,631,5540114,4443,922,197 Utility Debt Reserve1,218,8581,218,85800000103,2701,322,128 Total Enterprise Funds 59,200,21414,699,55860,000020,00029,130,96806,196,20650,106,732 Internal Service Funds: Risk Management2,563,4631,193,615000001,351,8692,545,484 0 ER&R Operations & Maint.100,0000002,273,04801,5002,374,548 ER&R Equipment Reserve9,668,8175,387,17300000909,0446,296,217 Information Services1,204,663188,434000894,247001,082,681 Total Internal Service Funds 13,436,9436,869,2220003,167,29502,262,41312,298,930 Total Non-General Funds 111,516,03833,651,0162,626,940252,0003,611,05634,190,487395,00014,258,50888,985,007 Total All Funds 150,898,73436,407,63827,899,1661,140,1007,507,40537,225,2742,027,17017,330,411129,537,164 Revenue Sources - All Funds Fines & Forfeits $2,027,170 Other Revenue 2% $17,330,411 Charges for Service 13% $37,225,274 Beginning Fund 28% Balance $36,407,638 28% Intergovernmental $7,507,405 6% Taxes Licenses & Permits $27,899,166 $1,140,100 22% 1% ìî 1/20/2009 FINAL BUDGE T 2009 EXPENDITURES - ALL FUNDS 2008SUPPLIES &DEBTCAPITALENDIN2009 G FUNDBUDGETPERSONNELSERVICESSERVICEOUTLAYTRANSFERSFUND BAL.BUDGET General Fund General Government: City Council311,780292,14228,388000320,530 Executive349,097260,65184,539000345,190 Financial Services1,338,0761,009,859379,7130001,389,572 Legal Department752,100481,560251,894000733,454 Human Resources494,178304,710209,893000514,603 Community Development1,476,009933,447269,7010017,5001,220,648 Municipal Court1,247,732899,773480,8370001,380,610 City Auditor158,768150,65520,212000170,867 Law Enforcement10,962,6638,063,7985,302,231049,600013,415,629 Fire/Emergency Medical7,946,1837,117,315950,1150008,067,430 Police & Fire Pension2,400,1002,358,300219,7000002,578,000 General Facilities1,104,106188,103669,96705,0000863,070 General Parks3,400,7622,028,002991,20520,52060,72003,100,447 Engineering640,603311,42484,650000396,074 Economic Development162,711114,20416,749000130,953 Non-Departmental3,919,706175,0001,557,062409,5000947,6163,089,178 Ending Fund Balance2,718,1222,835,9032,835,903 Total General Fund 39,382,69624,688,94211,516,856430,020115,320965,1162,835,90340,552,157 Special Revenue Funds: Arterial Street10,888,00128,81736,6760623,61504,853,5015,542,609 Street3,177,7241,763,8041,006,770040,000037,1852,847,759 Contingency Reserve2,339,1990000855,7201,004,2801,860,000 Civic Improvement492,8900165,00000180,00015,890360,890 Parking System1,938,3560583,304060,000939,45094,2531,677,007 Comm. Dev. Block Grant1,765,072178,6791,056,2000058,000436,6041,729,483 Abatement Revolving Fund223,158032,000000183,041215,041 Police Special Projects663,674167,032159,700052,00016,100210,717605,549 Public Access Television575,051239,48238,8750108,00025,0004,137415,494 Gift & Donations Fund83,061039,0320010,00031,82980,861 Trial Improvement34,971050,00000067150,671 One Percent for Arts105,6030500089,660019,175109,335 Conference Center Oper1,726,93799,8821,536,817090,500043,1171,770,316 Total Spec. Rev. Funds 24,013,6972,477,6954,704,87401,063,7752,084,2706,934,40017,265,015 Debt Service Fund: Bond Fund2,374,797001,839,84500658,8872,498,732 Total Debt Service Fund 2,374,797001,839,84500658,8872,498,732 Capital Improvement Funds: Public Safety Bond1,934,8740001,800,000011,1961,811,196 Harborside Plaza & Commons4,983,110000599,8650840600,705 General Govt Capital Improv.1,437,03500001,025,0008,6101,033,610 Park Facilities Construction1,448,402074,00013,1611,083,2840294,1431,464,588 Boardwalk Project2,686,966000630,00001,275,4991,905,499 Total Capital Improv. Funds 12,490,387074,00013,1614,113,1491,025,0001,590,2886,815,598 ìí 1/20/2009 FINAL BUDGE T 2009 EXPENDITURES - ALL FUNDS 2008SUPPLIES &DEBTCAPITALENDIN2009 G FUNDBUDGETPERSONNELSERVICESSERVICEOUTLAYTRANSFERSFUND BAL.BUDGET Enterprise Funds: Water Utility18,551,5894,429,3373,667,758749,7704,055,000885,1532,655,32516,442,343 Wastewater Utility26,705,2733,107,1343,264,6522,656,6006,150,0002,233,6803,503,93420,916,000 SW Bremerton Sewer4,983,6920003,730,000243,02403,973,024 Stormwater Utility3,799,1651,039,351641,45416,177420,000371,7231,042,3353,531,040 Gold Mountain Golf Complex3,941,63764,9283,032,389620,30015,0000189,5803,922,197 Utility Debt Reserve1,218,858000001,322,1281,322,128 Total Enterprise Funds 59,200,2148,640,75010,606,2534,042,84714,370,0003,733,5808,713,30250,106,732 Internal Service Funds: Risk Management2,563,463448,730899,047005,0001,192,7072,545,484 ER&R Operations & Maint0616,8981,649,313000108,3372,374,548 ER&R Equipment Reserves9,668,8170001,607,50004,688,7176,296,217 Information Services1,204,663534,700436,84008,5000102,6411,082,681 Total Internal Service Funds 13,436,9431,600,3282,985,20001,616,0005,0006,092,40212,298,930 Total Non-General Funds 111,516,03812,718,77318,370,3275,895,85321,162,9246,847,85023,989,27988,985,007 Total All Funds 150,898,73437,407,71529,887,1836,325,87321,278,2447,812,96626,825,182129,537,164 Expenditures - All Funds Transfers $7,812,966 6% Capital Outlay Ending Fund Balance $21,278,244 $26,825,182 16% 21% Debt Service $6,325,873 Personnel 5% $37,407,715 29% Supplies & Services $29,887,183 23% ìì 2009 REVENUES - ALL FUNDS BUDGET COMPARISON BY FUND 2009DIFFERENCE% 20072008 BUDGETAMOUNT ACTUABUDGET L General Fund: City Counci89,14899,825105,8886,0636.07 l Executiv91,309139,900120,315(19,585)(14.00) e Financial Service5,167,0534,693,7754,726,94733,1720.71 s Legal Departmen150,850169,850203,52133,67119.82 t Human Resource155,592159,750207,89548,14530.14 s Community Developme709,497954,900568,400(386,500)(40.48) n Municipal Cour871,875851,138889,07037,9324.46 t City Audito44,67651,00055,5324,5328.89 r Law Enforcemen518,481473,4533,226,4132,752,960581.46 t Fire/Emergency Medica1,678,4051,863,8232,474,604610,78132.77 l Police & Fire Pensio42,00044,4962,4965.94 n General Facilitie364,989277,775124,039(153,736)(55.35) s Parks736,422637,230624,520(12,710)(1.99) Engineerin81,63175,800146,80071,00093.67 g Economic Developmen65,34510,000(10,000)(100.00) t Non-Departmenta21,626,19324,563,32224,277,095(286,227)(1.17) l Beginning Fund Balanc2,656,3924,319,1552,756,622(1,562,533)(36.18) Total General Fun 35,007,85839,382,69640,552,1571,169,4612.97 d Special Revenue Funds : Arterial Stree5,835,19010,888,0015,542,609(5,345,392)(49.09) t Stree3,203,1703,177,7242,847,759(329,965)(10.38) t Contingency Reserv1,109,8642,339,1991,860,000(479,199)(20.49) e Civic Improvemen343,235492,890360,890(132,000)(26.78) t Parking Syste1,839,0081,938,3561,677,007(261,349)(13.48) m Comm. Dev. Block Gran1,303,8331,765,0721,729,483(35,589)(2.02) t Abatement Revolving Fun49,128223,158215,041(8,117)(3.64) d Police Special Project233,745663,674605,549(58,125)(8.76) s Public Access Televisio503,985575,051415,494(159,557)(27.75) n Gift & Donation Fun21,65383,06180,861(2,200)(2.65) d Trial Improvemen18,16134,97150,67115,70044.89 t One Percent for Art46,117105,603109,3353,7323.53 s Conference Center Operatin2,212,8771,726,9371,770,31643,3792.51 g Total Special Revenue Fund 16,719,96624,013,69717,265,015(6,748,682)(28.10) s Debt Service Fund: Bond Fun2,110,1822,374,7972,498,732123,9355.22 d Total Debt Service Fun 2,110,1822,374,7972,498,732123,9355.22 d Capital Improvement Funds : Public Safety Bon569,4061,934,8741,811,196(123,678)(6.39) d Harborside Plaza & Common184,3304,983,110600,705(4,382,405)(87.95) s General Govt. Cap. Imp1,422,5551,437,0351,033,610(403,425)(28.07) Park Facilities Constructio 421,2781,448,4021,464,58816,1861.12 n Boardwalk Projec938,5322,686,9661,905,499(781,467)(29.08) t Total Capital Improve Fund 3,536,10112,490,3876,815,598(5,674,789)(45.43) s ìë 2009 REVENUES - ALL FUNDS BUDGET COMPARISON BY FUND 2009DIFFERENCE% 20072008 BUDGETAMOUNT ACTUABUDGET L Enterprise Funds: Water Utilit12,561,44418,551,58916,442,343(2,109,246)(11.37) y Wastewater Utilit22,634,35426,705,27320,916,000(5,789,273)(21.68) y SW Bremerton Sewe4,612,6924,983,6923,973,024(1,010,668)(20.28) r Stormwater Utilit2,403,5713,799,1653,531,040(268,125)(7.06) y Gold Mountain Gol3,360,7493,941,6373,922,197(19,440)(0.49) f Utility Debt Reserv572,1241,218,8581,322,128103,2708.47 e Total Enterprise Fund 46,144,93459,200,21450,106,732(9,093,482)(15.36) s Internal Service Funds : Risk Managemen1,262,3642,563,4632,545,484(17,979)(0.70) t ER&R - Operations & Maint1,686,9742,212,1242,374,548162,4247.34 ER&R - Reserve1,587,1857,456,6936,296,217(1,160,476)(15.56) s Information Technolog859,9891,204,6631,082,681(121,982)(10.13) y Total Internal Service Fund 5,396,51213,436,94312,298,930(1,138,013)(8.47) s Total All Fund 108,915,553150,898,734129,537,164(21,361,570)(14.16) s ìê 2009 EXPENDITURES - ALL FUNDS BUDGET COMPARISON BY FUND 200720082009DIFFERENCE% ACTUALBUDGETBUDGETAMOUNT General Fund: City Counci292,741311,780320,5308,7502.81 l Executiv 361,458349,097345,190(3,907)(1.12) e 1,240,3951,338,0761,389,57251,4963.85 Financial Service s Legal Departmen659,031752,100733,454(18,646)(2.48) t Human Resource422,017494,178514,60320,4254.13 s Community Developmen1,083,6131,476,0091,220,648(255,361)(17.30) t Municipal Cour1,096,6031,247,7321,380,610132,87810.65 t City Audito143,949158,768170,86712,0997.62 r Law Enforcemen10,094,26310,962,66313,415,6292,452,96622.38 t Fire/Emergency Medica7,130,1177,946,1838,067,430121,2471.53 l Police & Fire Pensio2,400,1002,578,000177,9007.41 n General Facilitie1,021,3691,104,106863,070(241,036)(21.83) s General Parks3,189,4413,400,7623,100,447(300,315)(8.83) Engineerin529,087640,603396,074(244,529)(38.17) g Economic Developmen218,710162,711130,953(31,758)(19.52) t Non-Departmenta5,171,4413,919,7063,089,178(830,528)(21.19) l Ending Fund Balance4,319,1552,718,1222,835,903117,7814.33 Total General Fund 36,973,39039,382,69640,552,1571,169,4612.97 Special Revenue Funds: Arterial Stree5,099,16710,888,0015,542,609(5,345,392)(49.09) t Stree3,327,7673,177,7242,847,759(329,965)(10.38) t Contingency Reserv1,609,7732,339,1991,860,000(479,199)(20.49) e Civic Improvemen425,344492,890360,890(132,000)(26.78) t Parking Syste1,930,3851,938,3561,677,007(261,349)(13.48) m Comm. Dev. Block Gran1,317,6721,765,0721,729,483(35,589)(2.02) t Abatement Revolving Fun3,045223,158215,041(8,117)(3.64) d Police Special Project163,966663,674605,549(58,125)(8.76) s Public Access Televisio272,521575,051415,494(159,557)(27.75) n Gift & Donation Fun52,90383,06180,861(2,200)(2.65) d Trial Improvemen2,90634,97150,67115,70044.89 t One Percent for Art24,447105,603109,3353,7323.53 s Conference Center Operatin2,244,7121,726,9371,770,31643,3792.51 g Total Special Revenue Funds 16,474,60824,013,69717,265,015(6,748,682)(28.10) Debt Service Fund: Bond Fun1,980,1112,374,7972,498,732123,9355.22 d Total Debt Service Fund 1,980,1112,374,7972,498,732123,9355.22 Capital Improvement Funds: Public Safety Bon1,046,8031,934,8741,811,196(123,678)(6.39) d Harborside Plaza & Common397,5954,983,110600,705(4,382,405)(87.95) s General Govt. Cap Imp.2,621,0481,437,0351,033,610(403,425)(28.07) Parks Facilities Constructio671,5981,448,4021,464,58816,1861.12 n Boardwalk Projec903,4912,686,9661,905,499(781,467)(29.08) t Total Capital Improve Funds 5,640,53512,490,3876,815,598(5,674,789)(45.43) ìé 2009 EXPENDITURES - ALL FUNDS BUDGET COMPARISON BY FUND 200720082009DIFFERENCE% ACTUALBUDGETBUDGETAMOUNT Enterprise Funds: Water Utilit11,235,37218,551,58916,442,343(2,109,246)(11.37) y Wastewater Utility22,570,28426,705,27320,916,000(5,789,273)(21.68) SW Bremerton Sewer4,983,6923,973,024(1,010,668)(20.28) Stormwater Utility1,644,1893,799,1653,531,040(268,125)(7.06) Gold Mountain Golf3,845,2133,941,6373,922,197(19,440)(0.49) Utility Debt Reserve1,129,9821,218,8581,322,128103,2708.47 Total Enterprise Funds 40,425,04059,200,21450,106,732(9,093,482)(15.36) Internal Service Funds: Risk Management1,047,5872,563,4632,545,484(17,979)(0.70) ER&R Operations & Maint.1,702,5592,199,5492,374,548174,9997.96 ER&R Reserves1,247,3497,469,0936,296,217(1,172,876) Information Technology908,9941,204,8381,082,681(122,157)(10.14) Total Internal Service Funds 4,906,48913,436,94312,298,930(1,138,013)(8.47) Total All Funds 106,400,173150,898,734129,537,164(21,361,570)(14.16) ìè 2009 COMPARATIVE TAX INFORMATION Estimated 2003200420052006200720082009 Total Property Tax Levy Levied by the City of Bremerton Regular$5,076,748$5,193,426$5,275,463$5,468,572$5,662,522$5,928,119$6,045,089 Special1,934,4731,911,6851,785,5121,958,5851,992,4811,883,3262,431,283 Total$7,011,221$7,105,111$7,060,975$7,427,157$7,655,003$7,811,445$8,476,372 Property Tax Rate ($ per $1,000) Levied by the City of Bremerton Regular$3.20$3.03$2.85$2.46$2.10$1.90$1.96 Special1.231.120.970.890.750.610.79 Total$4.43$4.15$3.82$3.35$2.85$2.51$2.75 Distribution of Property Levy Rate (For a Bremerton Resident) State$2.93$3.08$2.96$2.60$2.30$2.03N/A Kitsap County1.601.361.261.090.92$0.84N/A City of Bremerton General Fund3.203.032.852.462.101.901.96 Emerg. Medical Serv.0.480.500.470.410.350.320.50 Special Law Debt Service0.750.620.500.480.400.290.29 Port of Bremerton0.490.480.430.380.77$0.69N/A School District #1004.844.584.333.733.38$3.19N/A Library0.460.450.420.360.31$0.28N/A Public Utility District0.100.100.090.080.07$0.06N/A Total$14.85$14.20$13.31$11.59$10.60$9.60$2.75 Sales Tax Rates: State6.50%6.50%6.50%6.50%6.50%6.50%6.50% Transit0.80%0.80%0.80%0.80%0.80%0.80%0.80% Kitsap County0.35%0.45%0.45%0.45%0.45%0.45%0.45% City of Bremerton0.85%0.85%0.85%0.85%0.85%0.85%0.85% Total8.50%8.60%8.60%8.60%8.60%8.60%8.60% Parking Tax Rates: 6.0%8.0%10.0%10.0%10.0%10.0%10.0% Utility Tax Rates: Electric6.0%6.0%6.0%6.0%6.0%6.0%6.0% Gas6.0%6.0%6.0%6.0%6.0%6.0%6.0% Solid Waste11.0%10.0%10.0%10.0%9.5%9.5%9.5% Cable Television7.0%7.0%7.0%7.0%7.0%7.0%7.0% Telephone6.0%6.0%6.0%6.0%6.0%6.0%6.0% Water7.0%8.5%8.5%8.5%8.5%8.5%9.5% Wastewater7.0%8.5%8.5%8.5%8.5%8.5%9.5% Stormwater7.0%8.5%8.5%8.5%8.5%8.5%9.5% ìç ëð ëï ëî ëí ëì ëë ëê ëé ëè ëç êð êï êî êí êì êë êê êé êè êç éð éï éî éí éì éë éê éé éè éç èð èï èî èí èì èë èê èé èè èç çð çï çî çí çì INTRODUCTION The City of Bremerton provides services and programs for its citizens through the efforts of its qualified and capable staff. The 2009 budget includes changes to staffing levels and pay band changes as noted in the following tables. The approved pay bands are included in this section of the budget document. The Municipal Court Judge compensation was set at 95% of the District & Superior Court judges’ salaries as updated on September 1, 2008. The Judge’s compensation adjustment is required in order to remain eligible to participate in certain state shared revenues. In addition, the 2009 budget includes a cost of living adjustment of 5.00% for those employees covered under the “management, professional, confidential & fiduciary” pay plans. Finally, the budget also includes pay adjustments anticipated to be required per the various labor agreements of the City. 2009 Personnel Changes Department Position Action FTE change Authorized Staffing Level per 2008 Budget 371.98 Customer Service Rep Reduction in Force (vacant) (1.00) Financial Services Accounting Asst Senior to AAIIPosition Downgrade (vacant) None Human Resources HR Assistant/Civil Service Officer Reduction in Force (filled) (1.00) Building Development Community Specialist IReduction in Force (filled) (1.00) Development Senior Planner Reduction in Force (vacant) (2.00) Municipal Court Legal Technician New Authorized Position 1.00 New Authorized Position But Unfunded – Allows for Hiring Police Officer Flexibility1.00 Authorized But Unfunded (vacant Police Officer due to extended military leave) None Police Officer Reduction in Force (vacant) (1.00) Law Enforcement Warrant Officer Reduction in Force (vacant) (1.00) New Part Time Position to Assist in Court Home Detention Reducing Jail/Care Custody Costs Specialist0.50 Moved to Police Special Projects Police Officer Fund(1.00) Moved to Police Special Projects Office Assistant Senior Fund(1.00) New Positions Fully Funded by Recently Passed EMS Levy – To Be Fire/Emergency Filled July 1, 2009 (annual cost MedicalFirefighter increase of $535,166) 5.00 Office Assistant II Reduction in Force (filled) (1.00) Parks Laborer Reduction in Force (vacant) (1.00) Parks Facilities Specialist Reduction in Force (vacant (1.00) Parks & Recreation Program Recreation Coordinator I Reduction in Force (filled) (1.00) Reallocation of Labor to Parks Parks Development Planner Capital Improvement Fund (0.35) Change in Time Allocation to General Fund from Public Works & Utilities Staff Based on Work (0.695) General Facilities Various Positions Plan for 2009 Change in Time Allocation to General Fund from Public Works & Utilities Staff Based on Work (1.485) EngineeringVarious Positions Plan for 2009 Subtotal363.95 _______________________________________________________________________ Staffing Overview çë 2009 Personnel Changes (Continued) Department Position Action FTE change Subtotal From Prior Page 362.95 Reduction in Force (filled) – incumbents are eligible and Street Fund expected to fill other currently vacant authorized positions in the Street Service Specialist Utility Systems (2.0) Journey Level Electrician Increase Current ½ position to 1 0.50 Police Special Police Officer Moved from General Fund 1.00 Projects Office Assistant Senior Moved from General Fund 1.00 Public Safety Bond Economic Development Reallocation of Capital Labor for FundStaff 2009(0.50) Harborside Plaza Reallocation of Capital Labor for & Common Economic Development 20090.50 Staff Parks Capital Reallocation of Labor to Parks Improvement Parks Development Planner Capital Improvement Fund 0.35 Change in Time Allocation from Various Positions General Fund to Public Works & Utilities Staff Based on Work Plan for 2009 2.18 Lead Utilities Service Water/Wastewater/ Specialist to Utilities Downgrade position currently and Stormwater Services Specialist Sr. under filled 0.00 Utilities Transfer ½ FTE from Utilities to Web Support Specialist Information Technology – Dollars Previously Budgeted Here but Not FTE(0.50) Increase Current ½ position to ¾ Water Utility Environmental Technician position0.25 Information Web Support Specialist Transfer ½ FTE from Utilities to TechnologyInformation Technology – Dollars Previously Budgeted Here but Not FTE0.50 Authorized Staffing Level per 2009 Budget 367.23 Some City employees who are eligible under state law to be represented by a labor organization are employed under labor contract provisions on such matters as salaries, vacation, sick leave, medical and dental insurance, working conditions, and grievance procedures. Bremerton strives to complete these agreements in a timely manner and promote labor relations policies that are mutually beneficial to the City and employees. The City is currently in labor negotiations for new contracts beginning in 2009 with the Teamsters, Bremerton Police Officer’s Guild, Police Management Association, and the International Association of Firefighters. Existing bargaining agreement contracts expire on December 31, 2008. EMPLOYEE GROUPS Represented: Teamster’s – (183.7 members, contract expires December 31, 2008) Bremerton Police Officer’s Guild - (60 members, contract expires December 31, 2008) Police Management Association – (5 members, contract expires December 31, 2008) International Association of Firefighters – (58 members, contract expires December 31, 2008) Non-Represented: Management and Professional – 49.5 Elected Positions – 11 _______________________________________________________________________ Staffing Overview çê MEDICAL PLANS The City provides medical insurance coverage to employees and their dependents and provides for the payment of insurance premiums with a modest contribution from employees per month per dependents covered. Currently the City’s medical insurance plans are provided through KPS and Group Health. The City has continued to experience rapid escalation of medical insurance premium costs and the 2009 budget anticipates an increase for medical insurance premiums of 9.5% more than the 2008 rates based upon early insurance renewal rate indicators. PENSION PLANS Substantially all City full-time and qualifying part-time employees participate in either the Public Employees Retirement System (PERS) or the Law Enforcement Officers and Fire Fighters (LEOFF) Retirement System. PERS and LEOFF are statewide local government retirement systems administered by the Department of Retirement Systems. The employer contribution for the LEOFF 2 and PERS retirement systems has increased significantly from the prior year. The employer contribution for LEOFF 2 has increased by 0.13% and the employer contribution for PERS has increased by 2.18%. Employee contributions have also increased significantly for LEOFF 2 and PERS 2 and PERS 3. Pension Plans Rate of Contributions (Effective September 1, 2008) City Employee Total LEOFF 1 0.16%0.00%0.16% LEOFF 2 5.46%8.83%13.93% PERS 1 8.31%6.00%12.13% PERS 2 8.31%5.45%10.28% PERS 3 8.31%VariableVariable The following schedules provide the detail of positions and pay bands included in the 2009 budget. _______________________________________________________________________ Staffing Overview çé 2009 STAFFING LEVELS General Fund2006200720082009 Executive 2.002.002.002.00 City Council 10.8010.8010.8010.80 Financial Services 11.0011.0011.3810.38 Human Resources 4.004.004.003.00 Community Development 13.0013.0013.0010.00 Legal 3.503.753.7753.775 Municipal Court 10.0010.0010.0011.00 Law Enforcement 78.0083.0083.0080.50 Fire/Emergency Medical 58.0058.0058.0062.00 Parks 25.7026.0026.1022.75 City Auditor 1.201.201.201.20 General Facilities 1.161.161.160.47 Engineering 4.564.564.563.08 Economic Development 1.001.001.001.00 Total General Fund 223.92229.47229.975221.945 Other Funds: Arterial Streets 4.124.124.124.12 Street 19.4919.9919.9918.49 Parking System 0.490.490.49 Comm. Dev. Block Grant 2.002.002.002.00 Police Special Projects 2.00 BKAT 2.002.002.002.00 Conference Center Operating 1.501.761.761.76 General Gov. Capital Improv 0.100.100.100.10 Public Safety Bond 0.500.500.50 Harborside Plaza & Commons 0.500.500.501.00 Parks Capital 0.35 Water Utility 46.6748.1748.1748.975 Wastewater Utility 35.4936.4936.4937.615 Stormwater Utility 10.7611.0111.0111.01 Gold Mountain Golf Course 0.550.500.950.95 Risk Management 1.501.751.7751.775 Equipment Services (ERR) 6.156.157.157.15 Information Technology 5.005.005.005.50 Total Non-General 136.33140.53142.01145.29 Total All Funds 360.25370.00371.98367.23 2006 - 2009 Staffing History 2009 2008 2007 2006 0255075100125150175200225250275300325350375400 All FundsOher FundsGeneral Fund çè STAFFING AUTHORIZATION - ALL DEPARTMENTS/FUNDS Due To Ongoing Negotiations, Collective Bargaining Units Are Those Of 2008 20082009Monthly Salary Range JOB CLASSIFICATION BY DEPARTMENTBUDGETBUDGETMinimumMaximum City Council City Council Member9.009.001,0001,150 Legislative Assistant1.001.005,1586,285 Council/Auditor Assistant0.800.804,4485,419 10.8010.80 Executive Mayor1.001.009,8069,806 Executive Assistant1.001.005,1586,285 2.002.00 Financial Services Director of Financial Services1.001.008,88010,819 Finance Officer1.001.006,6038,045 City Clerk1.001.005,9827,288 Deputy City Clerk1.001.003,8484,527 Assistant Finance Officer1.001.005,9827,288 Budget Analyst1.001.004,9095,982 Accounting Assistant Sr.4.003.003,4514,061 Accounting Assistant II0.001.003,1113,644 Customer Service Representative1.000.002,9503,451 Part-Time Clerical0.380.382,1402,856 11.3810.38 Legal City Attorney1.001.008,88010,819 Assistant City Attorney1.501.506,9378,452 Paralegal1.001.005,1586,285 Legal Assistant0.2750.2754,0294,673 3.7753.775 Human Resources Human Resources Manager1.001.008,0459,802 Civil Service Officer/HR Assistant1.000.004,4485,419 Human Resources Analyst1.001.004,9095,982 Payroll Specialist1.001.003,4514,061 4.003.00 Community Development Director of Community Development1.001.008,45210,298 Assistant Director1.001.006,6038,045 Senior Planner 2.000.005,1586,285 Office Assistant Sr. Spec. 1.001.003,4514,061 Code Enforcement Officer1.001.004,7775,647 Planner II1.001.004,7775,647 Planner I2.002.004,2905,053 Building Development Specialist III1.001.004,7775,647 Building Development Specialist II1.001.004,2905,053 Building Development Specialist I2.001.003,6444,290 13.0010.00 Municipal Court Municipal Court Judge1.001.0011,21911,219 Court Services Manager1.001.006,2857,657 Probation Officer1.001.003,8484,527 Legal Technician Sr.1.001.004,2905,053 Legal Technician 6.007.003,1113,644 10.0011.00 çç STAFFING AUTHORIZATION - ALL DEPARTMENTS/FUNDS Due To Ongoing Negotiations, Collective Bargaining Units Are Those Of 2008 20082009Monthly Salary Range JOB CLASSIFICATION BY DEPARTMENTBUDGETBUDGETMinimumMaximum City Auditor City Auditor1.001.006,9378,452 Council/Auditor Assistant0.200.204,4485,419 1.201.20 Police Department Police Chief 1.001.009,32911,367 Police Captain2.002.008,2629,031 Police Lieutenant3.003.007,2537,928 Police Sergeant8.008.006,2516,798 Police Officer52.0049.004,6865,774 Police Officer (Authorized But Unfunded)0.002.0000 Court Home Detention Specialist1.001.503,8484,527 Warrant Server3.002.003,8484,527 Police Support Manager1.001.005,4196,603 Police Records Specialist II5.005.003,2793,848 Office Assistant Senior4.003.003,1113,644 Evidence Property Control Specialist1.001.002,9503,451 Lead Evidence Property Control Specialist1.001.003,1113,644 Community Relations & Information Specialist1.001.004,2905,053 83.0080.50 Fire Department Fire Chief1.001.008,88010,819 Assistant Fire Chief1.001.008,0459,802 Battalion Chief1.001.008,0808,727 Fire Captain3.003.007,8208,342 Fire Captain - Deputy Fire Marshal1.001.007,8208,342 Fire Captain - Medical Officer1.001.007,8208,342 Firefighter/Fire Prevention2.002.004,6797,219 Fire Lieutenant13.0013.006,8337,379 Firefighter 12.0012.004,1596,417 Firefighter (EMS Levy)0.005.004,1596,417 Firefighter / SCBA3.003.004,3256,673 Firefighter /Equip. Maint.3.003.004,3256,673 Paramedic/Firefighter15.0015.004,6797,219 Office Assistant Sr. Spec.1.001.003,4514,061 Office Assistant II1.000.002,8023,279 58.0062.00 Parks & Recreation Director of Parks & Recreation0.850.858,0459,802 Parks Development Planner1.000.655,1586,285 Parks Maintenance Manager1.001.005,4196,603 Athletics/Recreation Manager1.001.005,4196,603 Parks Maintenance Supervisor1.001.005,0535,967 Office Assistant III0.750.752,9503,451 Office Assistant II1.001.002,8023,279 Parks Facilities Specialist1.000.004,5275,341 Parks Service Specialist, Sr.3.253.253,8484,527 Parks Service Specialist4.004.003,4514,061 Parks Laborer 5.254.252,5262,950 Recreation Program Coordinator III2.002.003,8484,527 Recreation Program Coordinator II2.002.003,6444,290 Recreation Program Coordinator I2.001.003,1113,644 26.1022.75 ïðð STAFFING AUTHORIZATION - ALL DEPARTMENTS/FUNDS Due To Ongoing Negotiations, Collective Bargaining Units Are Those Of 2008 20082009Monthly Salary Range JOB CLASSIFICATION BY DEPARTMENTBUDGETBUDGETMinimumMaximum General Facilities Lead Facilities Service Specialist0.820.204,5275,341 Facilities Service Specialist Senior0.040.045,0535,967 Facility Inventory Supervisor0.150.155,0535,967 1.010.390 Engineering City Engineer0.300.258,0459,802 Office Assistant Sr.0.300.253,1113,644 Project Manager0.060.006,2857,657 Project Assistant0.250.253,4514,061 Managing Engineer0.740.536,2887,662 Civil Engineer II0.500.395,3416,302 Permit Technician0.210.113,6444,290 Engineering Technician Sr.0.310.315,3416,302 Engineering Technician III0.210.004,0614,777 Engineering Technician IV1.530.914,5275,341 4.413.00 Public Works Director of Public Works and Utilities0.100.0508,88010,819 Administrative Analyst0.100.0505,1586,285 PW&U Financial Manager0.100.0505,9827,288 0.300.150 Economic Development Redevelopment Projects Administrator0.500.508,88010,819 Project Assistant0.500.503,4514,061 1.001.00 TOTAL GENERAL FUND229.975221.945 Community Development Block Grant Community Development Programs Administrator1.001.005,4196,603 Community Development Programs Coordinator1.001.004,9095,982 2.002.00 BKAT Public Access Manager1.001.005,1586,285 Production Administrator1.001.004,4485,419 2.002.00 Convention Center Parks Service Specialist Senior0.750.753,8484,527 Parks Laborer0.250.252,5262,950 Journey Level Electrician 0.500.504,5275,341 1.501.50 Economic Development - Various Capital Projects Redevelopment Projects Administrator0.500.508,88010,819 Project Assistant0.500.503,4514,061 1.001.00 Gold Mountain Golf Course Director of Parks & Recreation0.150.158,0459,802 Golf Operations Supervisor0.550.553,0933,093 Office Assistant III0.250.252,9503,451 0.950.95 ïðï STAFFING AUTHORIZATION - ALL DEPARTMENTS/FUNDS Due To Ongoing Negotiations, Collective Bargaining Units Are Those Of 2008 20082009Monthly Salary Range JOB CLASSIFICATION BY DEPARTMENTBUDGETBUDGETMinimumMaximum Public Works & Utilities Street Department Public Works Operations Manager1.001.006,6038,045 Electronics Supervisor1.001.005,0535,967 Street Service Specialist Supervisor2.002.005,0535,967 Sign Shop Service Specialist Supervisor1.001.005,0535,967 Electronics Technician4.004.005,0535,967 Journey Electrician 1.502.005,0535,967 Street Service Specialist Sr.3.003.004,0614,777 Street Service Specialist5.003.003,6444,290 Sign Shop Service Specialist Sr.1.001.004,0614,777 Sign Shop Service Specialist1.001.003,6444,290 Accounting Assistant Senior1.001.003,4514,061 21.5020.00 Engineering City Engineer0.700.758,0459,802 Managing Engineer1.261.476,6038,045 Project Manager1.942.006,2857,657 Office Assistant Senior0.700.753,1113,644 Project Assistant0.750.753,4514,061 Civil Engineer III1.001.005,6476,625 Civil Engineer II2.502.615,3416,302 Civil Engineer I 1.001.004,7775,647 Engineering Technician Sr.1.691.695,3416,302 Engineering Technician IV4.475.094,5275,341 Engineering Technician III1.792.004,0614,777 Engineering Technician II 1.001.003,6444,290 Permit Technician0.790.893,6444,290 19.5921.00 Utility Operations (Water, Wastewater, Stormwater) Director of Public Works & Utilities0.900.958,88010,819 Project Manager1.001.006,2857,657 Utility Operations Manager1.001.006,6038,045 Water Resources Manager1.001.006,6038,045 Wastewater Manager1.001.006,6038,045 Forestry Manager1.001.006,6038,045 PW&U Financial Manager0.900.955,9827,288 Administrative Analyst0.900.955,1586,285 Utility Accounts Supervisor1.001.004,5275,341 Accountant1.001.004,2905,053 Accounting Assistant Sr.3.003.003,4514,061 Accounting Assistant III1.001.003,2793,848 Accounting Assistant II1.001.003,1113,644 Customer Service Representative2.002.002,9503,451 Office Assistant Senior Spec.1.001.003,4514,061 Office Assistant Senior 1.001.003,1113,644 Office Assistant II 2.002.002,9503,451 Web Support Specialist0.500.503,4514,061 Water Operator Lead1.001.004,5275,341 Water Operator Senior2.002.004,0614,777 Water Operator2.002.003,6444,290 Wastewater Treatment Plant Operations Supv.1.001.005,0535,967 Wastewater Treatment Plant Maint. Supv.1.001.005,0535,967 Wastewater Treatment Plant Operator I3.003.004,2905,053 ïðî STAFFING AUTHORIZATION - ALL DEPARTMENTS/FUNDS Due To Ongoing Negotiations, Collective Bargaining Units Are Those Of 2008 20082009Monthly Salary Range JOB CLASSIFICATION BY DEPARTMENTBUDGETBUDGETMinimumMaximum Wastewater Treatment Plant Operator II2.002.004,5275,341 Wastewater Treatment Plant Maint. Tech.4.004.003,8484,527 Computerized Maint. Mgmt. Sys. Tech.1.001.004,5275,341 Journey Electrician1.501.504,5275,341 Lead Facilities Service Specialist0.180.804,5275,341 Facilities Service Specialist Senior0.960.964,0614,777 Water Resources Operations Supervisor1.001.005,0535,967 Water Distribution Supervisor1.001.005,0535,967 Forestry Service Specialist Supervisor1.001.005,3416,302 Sewer/Storm Collection Supervisor1.001.005,0535,967 Facilities/Inventory Supervisor0.850.855,0535,967 Lead Utilities Service Specialist4.004.004,5275,341 Forestry Service Specialist Senior2.002.003,8484,527 Utilities Service Specialist Senior8.008.004,0614,777 Utilities Service Specialist11.0011.003,6444,290 Facilities Service Specialist2.002.003,6444,290 Cross Connection Control Specialist1.001.004,7775,647 WWTP Laboratory Technician1.001.004,0614,777 Water Resources Assistant1.001.003,2793,848 Electronics Technician1.001.004,5275,341 Environmental Technician2.502.754,5275,341 79.1980.21 Police Special Projects Police Officer0.001.004,6865,774 Office Assistant Senior0.001.003,1113,644 0.002.00 Parks Capital Parks Development Planner0.000.355,1586,285 0.000.35 Risk Management Risk Manager1.001.006,6038,045 Assistant City Attorney0.500.506,9378,452 Legal Assistant0.2750.2753,8354,673 1.7751.775 Equipment Maintenance Fleet Manager1.001.005,6936,937 Accounting Assistant II1.001.002,8023,279 Automotive Equipment Technician Supervisor1.001.005,0535,967 Automotive Equipment Tech3.003.004,0614,777 Automotive Technician Assistant1.001.003,1113,644 7.007.00 Information Technology Information Systems Manager1.001.006,6038,045 Network Administrator1.001.005,0535,967 Application Support Analyst1.001.004,5275,341 Lead PC Technician1.001.004,5275,341 PC Technician1.001.004,0614,777 Web Support Specialist0.500.503,4514,061 5.505.50 TOTAL EMPLOYEES371.98367.23 ïðí CITY OF BREMERTON SALARY SCHEDULE AND JOB CLASSIFICATION ELECTED OFFICIALS 2009 ANNUAL JOB CLASSIFICATIONCOMPENSATION COUNCIL PRESIDENT13,800 COUNCIL MEMBERS12,000 MAYOR 117,671 MUNICIPAL COURT JUDGE *134,625 * Based on 95% Parity Adjustment ïðì ïðë ïðê ïðé ïðè CITY OF BREMERTON SALARY SCHEDULE AND JOB CLASSIFICATIO N NON-UNIFORMED REPRESENTED EMPLOYEE S Due to ongoing negotiations, published salaries are those of 2008. Effective 1-1-2009 STEP AND MONTHLY SALARY GRADEJOB CLASSIFICATIONBCDEFG A 4Parks Laborer2,5262,5922,6532,7272,8022,8732,950 5Office Assistant I2,6532,7272,8022,8732,9503,0253,111 6Office Assistant II2,8022,8732,9503,0253,1113,1913,279 7Customer Service Representative2,9503,0253,1113,1913,2793,3643,451 Evidence Property Control Specialist Office Assistant III Police Records Specialist I 8Accounting Assistant II3,1113,1913,2793,3643,4513,5483,644 Lead Evidence Property Control Specialist Legal Technician Mechanic's Helper Office Assistant Sr. Recreation Prog. Coor. I 9Accounting Assistant III3,2793,3643,4513,5483,6443,7403,848 Police Records Specialist II Water Resources Assistant 10Accounting Assistant Sr.3,4513,5483,6443,7403,8483,9544,061 Office Assistant Senior Specialist Parks Service Specialist Payroll Specialist Project Assistant Web Support Specialist 11BDS I3,6443,7403,8483,9544,0614,1804,290 Engineering Technician II Facilities Service Specialist Permit Technician Recreation Program Coord. II Sign Shop Service Specialist Street Service Specialist Utilities Service Specialist Water Operator WWTP Operator Trainee 12Court Home Detention Specialist3,8483,9544,0614,1804,2904,4034,527 Deputy City Clerk Forestry Service Specialist Sr. Parks Service Specialist Sr. Probation Officer Rec. Program Coordinator III Warrant Server WWTP Maintenance Technician ïðç 13Automotive Equipment Technician4,0614,1804,2904,4034,5274,6574,777 Engineering Technician III Facilities Service Specialist Sr. PC Technician Sign Shop Svc. Specialist Sr. Streets Svc. Specialist Sr. Utilities Svc. Specialist Sr. Water Operator Sr. WWTP Lab Technician 14Accountant4,2904,4034,5274,6574,7774,9105,053 BDS II Legal Technician Senior Planner I WWTP Operator I 15Application Support Analyst4,5274,6574,7774,9105,0535,1895,341 Assistant Network Administrator Customer Service/PC Tech. Electronics Technician Engineering Tech IV Environmental Technician Journey Level Electrician Lead Automotive Equipment Tech. Lead Facilities Service Specialist Lead PC Technician Lead Utilities Service Specialist Lead Water Operator Parks Facilities Specialist Parks Lead Service Specialist Utility Accounts Supervisor WWTP CMMS Technician WWTP Operator II 16BDSIII4,7774,9105,0535,1895,3415,4975,647 Civil Engineer I Code Enforcement Officer Cross Connection Cont. Spec. Planner II 17Auto Equip. Tech. Supervisor5,0535,1895,3415,4975,6475,8085,967 Electronics Supervisor Facilities Inventory Supervisor Network Administrator Parks Maintenance Supervisor Sewer/Storm Collection Supervisor Sign Shop Service Spec. Supvr. Streets Service Spec. Supvr. Utilities Service Spec. Supvr. Water Distribution Supervisor Water Resources Oprns. Supvr. WWTP Maintenance Supvr. WWTP Operations Supervisor ïïð 18Civil Engineer II5,3415,4975,6475,8085,9676,1346,302 Engineering Technician Sr. Forestry Service Spec. Supvr. 19Civil Engineer III5,6475,8085,9676,1346,3026,4636,625 LONGEVITY WAGE RATES Date of hire thru 5 years:+0% 6th through 10th years:+1% 11th through 15th years:+2% 16th through 20th years:+3% 21st year and thereafter:+4% ïïï CITY OF BREMERTON SALARY SCHEDULE AND CLASSIFICATION - 2009 MONTHLY SALARY Due to ongoing negotiations, published salaries are those of 2008. Effective 1-1-2009 POLICE MANAGEMENT POSITIONS JOB CLASSIFICATION0-1 Yr.1-2 Yr.2-3 Yr.3-4 Yr.4-5 Yr. Police Lieutenant7,2537,4177,5847,7547,928 Police Captain8,2628,4488,6388,8329,031 LONGEVITYLEOFF II 6th through 10th years:1.25% 11th through 15th years:2.00% 16th through 20th years:3.00% 21st through 25 years:7.75% 26th and over continuous years:9.00% BPOG POSITIONS 0-1 Yr.1-2 Yr.2-3 Yr.3-4 Yr.4-5 Yr. Patrol Officer4,6864,8615,0865,3135,774 Police Sergeant6,2516,3896,5226,6626,798 LONGEVITY 6th through 10th years:1.25% 11th through 15th years:2.50% 16th through 20th years:7.75% 21st through 25th years:9.00% 26th and over continuous years:10.50% ïïî ïïí ïïì ïïë ïïê ïïé ïïè ïïç FIRE CHIEF ASSISTANT CHIEF BATTALION CHIEF OFFICE ASSISANT SR TRAINING LIEUTENANT CAPTAINCAPTAINCAPTAINFIRE MEDICAL SRVS 'A' SHIFT'B' SHIFT'C' SHIFTMARSHAL CAPTAIN LIEUTENANTLIEUTENANTLIEUTENANT FF/INSPECTOR STATION 1STATIN 1STATION 1 FF/INSPECTOR FF/MECHFF/MECHFF/MECH (6 months) FFFFFF FF/PMFF/PMFF/PM LIEUTENANTLIEUTENANTLIEUTENANT STATION 2STATION 2STATION 3 FFFFFF FFFFFF FF/PMFF/PMFF/PM LIEUTENANTLIEUTENANTLIEUTENANT STATION 3STATION 3STATION 3 FFFFFF FF/SCBAFF/SCBAFF/SCBA FF/PMFF/PMFF/PM RELIEFRELIEFRELIEF LIEUTENANTLIEUTENANTLIEUTENANT FFFFFF FFFFFF (6 Months) FF/PMFF/PMFF/PM FF/PMFF/PMFF/PM ïîð ïîï ïîî ïîí ïîì INTRODUCTION The General Fund is the principal governmental fund of the City of Bremerton and is used to account for all revenues and expenditures which are not accounted for in any other fund. The majority of General Fund revenues come from taxes, state and local shared revenues and charges for services.The General Fund revenues are the sources of money that pay for the City services of police, fire, parks, municipal court, and administration. REVENUES GENERAL FUND REVENUES AMENDEDPROPOSED ACTUALSBUDGETBUDGET 200420052006200720082009 Taxes 20,792,00819,669,706 21,928,072 23,685,089 23,973,941 25,272,226 Licenses & Permits 1,138,578862,913 1,043,642 1,020,912 1,022,900 888,100 Intergovernmental 854,1181,138,924 1,042,097 1,003,965 1,294,754 3,896,349 Charges for Services 2,706,6712,266,675 2,985,796 2,688,949 2,907,940 3,034,787 Fines & Forfeits 423,556430,361 483,449 564,606 2,312,000 1,632,170 Other Revenue 2,722,8402,670,657 3,398,334 3,387,944 3,552,006 3,071,903 28,637,77127,039,236 30,881,390 32,351,466 35,063,541 37,795,535 General Fund revenues have had an annual average increase of 6.0% for the 3 year period spanning 2005 through 2007. The budgeted 2009 revenues represent a 7.8% increase over the 2008 budgeted receipts. Included in the 2009 intergovernmental revenues is a pass through grant (also included in supplies and services expenditures) of $2,738,787. The grant is included in both revenues and expenditures and tends to distort both for purposes of comparison to prior years. With the grant expenditure removed from the calculation, the 2009 revenues are essentially the same as the amount budgeted in 2008 ($6,793 or 0.02% decrease). Property Tax The City’s property tax is levied based on the assessed property value from the previous year, as determined by the Kitsap County Assessor’s Office. The office of the Kitsap County Treasurer is responsible for both billing and collecting all property taxes. Each year the Bremerton City Council sets the property tax levy as part of the annual budget process. Prior to January 1, 2002, state statutes allowed for a property tax increase up to 6 percent plus revenues generated from new construction. With the voter approval of I- 747, cities are now limited to revenue increases of 1 percent plus new construction. Property tax levies may be increased by more than one percent only when a majority of the voters of the taxing district approve the budgetary increase. Special levies as ________________________________________________________________________ General Fund Overview ïîë approved by voters for bonds are not subject to the 1% limitation of HB2416 which recently reinstated and upheld the property tax limits established under I-747. In 2008, the City of Bremerton sought voter approval to renew the Emergency Medical Care and Services (EMS) property tax levy for the six year period 2009-2014 and to reinstate the levy to the maximum amount permissible of fifty cents ($0.50) per one thousand dollars ($1,000) of assessed valuation commencing in 2009. The registered voters of the City of Bremerton passed the EMS Levy with a 71.98% approval on the August 19, 2008 primary ballot. The 2009 budget for the City of Bremerton includes a 1% increase from the prior year regular property tax levy amount plus a levy on new construction and annexation assessed valuations. In addition, the EMS tax levy is increased to the maximum amount allowable of fifty cents ($0.50) per thousand dollars ($1,000) of assessed valuation, as approved by the registered voters of the City of Bremerton. The following tables recap the City’s recent property tax levy information. Property Taxes Levied – City of Bremerton Emergency Medical Assessed Valuation RegularServices Year Amount Per/$1,000Amount Per/$1,000 2005 $1,848,037,215 $5,275,463$2.85$873,482 $0.47 2006 $2,222,892,524 $5,468,572$2.46$904,604 $0.41 2007 $2,692,388,791 $5,662,522$2.10$937,094 $0.35 2008 $3,114,776,428 $5,928,119$1.90$980,744 $0.32 2009 $3,087,166,209 $6,045,089$1.96$1,543,583 $0.50 2009 Estimated per Kitsap County Assessor ________________________________________________________________________ General Fund Overview ïîê Historical Ad Valorem Property Tax Rates in the City of Bremerton (Rates In Dollars per $1,000 of Assessed Valuation) CityEmergency School Port of District Regional CollectionGeneralCityMedicalWashKitsap YearFundBondsServices State CountyBremerton No. 100 PUDLibraryTotal 2008 $1.90 $0.29 $0.32 $2.03 $0.84 $0.69 $3.19 $0.06 $0.28 $9.60 20072.10 0.40 0.35 2.30 0.92 0.77 3.38 0.07 0.31 10.60 20062.46 0.48 0.41 2.60 1.09 0.38 3.73 0.08 0.36 11.59 20052.85 0.50 0.47 2.96 1.26 0.43 4.33 0.09 0.42 13.31 20043.03 0.62 0.50 3.08 1.36 0.48 4.58 0.10 0.45 14.20 20033.20 0.75 0.48 2.93 1.60 0.49 4.84 0.10 0.46 14.85 Source: Kitsap County Treasurer’s and Assessors offices. Sales & Use Tax Sales tax has become the largest source of revenue in the General Fund. The current sales tax rate is 8.6%. The City has a local sales and use tax of up to 1% to fund general government programs. Currently Bremerton imposes both the basic 0.5% and the optional 0.5% sales and use tax.Of this total, 0.15% is provided to the County per state law. The distribution of the 8.6% sales & use tax is shown in the table below. This sales and use tax is imposed on personal and business purchases of tangible property. The retail sales tax is also assessed on some services such as repairs and construction. Sales tax is paid by businesses to the Department of Revenue. The Department then distributes the money to local governments. City of Bremerton City of Bremerton Sales & Use Sales & Use Tax Tax Rate per $1.00 Regular Criminal Justice State $0.0650 2004 $5,942,018 $415,333 Bremerton $0.0085 2005 $6,189,209 $447,939 County $0.0015 2006 $6,671,967 $485,800 Juvenile Facilities $0.0010 2007 $7,072,198 $501,813 Emergency 2008 $7,043,000 $508,200 Communications $0.0010 2009 $7,395,150 $520,905 Public Transit $0.0080 2008 Amended Budgeted Criminal Justice $0.0010 2009 Budget Estimate Total $0.0860 In 2007, the State legislature implemented the Streamlined Sales Tax Act (SSTA) which went into effect mid year 2008. The Streamlined Sales Tax Bill (SSB 5089) shifts local sales taxes to the place of delivery as opposed to where it was shipped from. In most instances, the customer accepts delivery at the store, with no practical difference between current practice and the SSTA law implementation. However, when goods are delivered to the customer at a separate location, the SSTA allocates sales tax to the jurisdiction where the customer is located rather than the jurisdiction where the retailer is located. ________________________________________________________________________ General Fund Overview ïîé The changes in the sourcing rule do not impact use taxes or sales taxes related to construction and certain types of major purchases such as automobiles, mobile homes, boats, and airplanes. Department of Revenue estimates indicate that Bremerton will experience financial benefits from the legislative change of approximately $80,000 per year initially. 2009 will be the first full year of implementation of the SSTA and provides a positive impact to the City of Bremerton’s sales tax revenue expectations. Changes in economic conditions can produce significant changes in sales tax revenues that the City experiences. Bremerton has been enjoying a steady increase in the sales & use tax receipts over the last several years. The average annual increase from 2003 through 2007 was 4.61%. The growth in 2007 over 2006 alone was a significant 5.8% and, based upon actual results through September 2008, sales tax revenues are projected to end the year at $7,246,306 (budgeted revenues of $7,043,000) which is a 2.5% increase over 2007 actual results. Due to the variability of this revenue source it may “on average” increase from year to year - but any one year in the period may depart significantly from the “average”. The budget for 2009 assumes a 2.0% growth in sales tax revenue for the City over the projected 2008 revenues which is equivalent to a 5.0% increase over the 2008 budgeted revenues. Growth has been relatively consistent for several years now and despite the general economic downturn the sales tax revenue for the City through September 2008 is on track to exceed budget expectations. However, there is a definite trend of deterioration. The 2009 budget anticipates that trend of deterioration to continue into 2009. The 2.0% increase over the projected 2008 sales tax revenue is entirely comprised of additional revenues resulting from the first full year implementation of the SSTA and revenues associated with the annexation of the South Kitsap Industrial Area (SKIA). It is anticipated that construction activity in the City will continue to support and sustain current sales tax revenue levels through the remainder of 2008 and into 2009, however, economic growth (both nationally and in the Northwest region) are in decline - therefore the growth rate for 2009 with the SSTA and annexation revenues removed is estimated to be essentially zero. This zero growth assumption is based on an expected decline in general economic activity in the City as then offset by continued large construction activity occurring in Bremerton. The city-wide construction includes but is not limited to: the East Park development, West Park development, construction of the new Marriott Hotel downtown, and the State tunnel project. In addition the Port of Bremerton’s new marina facility being in operations for a full year in 2009 (opened mid year 2008) also mitigates for the expected overall decline in sales tax from general consumer based activity. The City’s allocation of criminal justice sales tax is anticipated to increase 2.5% from the prior year budget based upon an analysis of historical and current revenue receipts through 2008 to date as then adjusted downwards to factor in the general deterioration of sales tax revenue currently being experienced in the region and state as whole. ________________________________________________________________________ General Fund Overview ïîè Utility Tax Utility taxes are taxes levied on the gross operating revenues earned by private utilities from operations within Bremerton. Utilities on which taxes are levied include electric, gas, telephone, cable television, and solid waste. The private utility tax rate varies from 6% to 9.5% with the tax on electric, gas and telephone services being capped by state statute at 6%. The private utility taxes generally increase from year to year with growth that can be largely attributed to the rate increases invoked by the private utilities. The 2009 budget anticipates receipts of $5,598,667 from these various utility tax sources, which is an increase of 3.5% over the prior year budget amount and was determined based upon an analysis of historical and current revenue receipts with adjustments for recently implemented rate increases by the electric utility company. Business & Occupation Tax The City of Bremerton imposes a local business and occupation tax which applies to the gross income of businesses that engage in business activity within the City. Tax rates vary from 0.125% to 0.2% of gross revenue depending on the classification of business activity. Business & occupation tax is the fourth largest source of revenue in the General Fund. Business & occupation tax revenue budgeted for 2009 is estimated at $3,525,000 which is $75,000 or 2.2% higher than the prior year budget. This reflects modest growth expectations from continued city-wide construction activity, tax compliance auditing and enforcement efforts being conducted by the City, and increased contractor activity within Puget Sound Naval Shipyard. The anticipated increase from all of these factors is almost entirely offset by the expected decline in overall economic activity in the City from the current recessionary pressures on the economy. Other Taxes The remaining tax revenues compose a small share of total tax receipts for the City. These other taxes are as follows: Amusement Device Gross Receipts Tax – rate of 2% on gross revenues Admission Tax – rates vary from 2% to 5% of admission price Gambling Taxes (including pulltabs, cardrooms, bingo, raffles, and fundraising) – rates vary from 2% to 20% Leasehold Tax – State tax of 12.84% of which the City is allocated a 4% portion The 2009 budget anticipates receipts of $553,000 from these sources, which is a decrease of 17.2% over the prior year budgeted receipts and was determined based upon trend analysis of historical revenue receipts. The majority of these miscellaneous tax revenues ________________________________________________________________________ General Fund Overview ïîç are a function of more discretionary economic activity related to entertainment and are therefore expected to be more severely impacted by the current economic downturn and resulting pull back in discretionary spending by consumers. Licenses and Permits Bremerton collects license and permit fees that include (among others) annual business licenses, building permits, and franchise fees. The Department of Community Development issues a number of permits for new construction and development including building permits and various building, plumbing, and mechanical inspection permits. These building related fees are dependent on new construction and can be an unstable source of income. Based upon known and estimated projects, the building permit revenue is forecasted to decline in 2009. The 2009 budget anticipates receipts of $888,100 from various license and permit sources, which is an decrease of 13.2% over the prior year and was determined based upon trend analysis of historical revenue receipts with consideration given to known large projects which will be in the permit phase during 2009. Intergovernmental Revenue Intergovernmental revenues are made up of State shared revenues, grants, and other intergovernmental revenues. State-collected revenues that are shared with all cities are allocated to individual jurisdictions on a per capita basis. Population figures, determined annually as of April 1 by the State demographer in the Office of Financial Management, are used as the basis for the per capita distribution of these funds. The City receives liquor excise tax receipts. To be eligible to receive liquor taxes and profits, the City must devote at least two percent of its distribution to support an approved alcoholism or drug addiction program. The 2009 budget anticipates receipts of $3,896,349 from these sources, which is a significant increase of 220.75% over the prior year and was determined based upon approved grant receipts and funding agreements for 2009 and calculations of state shared revenues based upon current estimated per capita allocation amounts as provided by the Municipal Research and Services Center of Washington (MRSC). The sizeable increase in 2009 is entirely attributable to receipt of a $2,738,787 emergency management equipment grant benefiting many emergency management organizations in the Kitsap County area - but which is being administered by the City of Bremerton on behalf of all these participating organizations. Supplies and services expenditures are similarly increased in 2009 reflecting this pass through grant. With the emergency management equipment grant impact factored back out, the remaining receipt estimates are expected to be 4.9% lower than the prior year. ________________________________________________________________________ General Fund Overview ïíð Charges for Service Plan check fees are charged for checking development drawings, prior to the issuance of building permits. Similar to the trend in building permits, plan checking fees are expected to decrease by $100,000 or 33.33% in 2009 based upon known and projected development activity. Zoning fees are also anticipated to continue declining in 2009 further ramping down from a peak of activity experienced in 2006. Zoning fees are expected to decrease by $36,000 or 54.1% in 2009 from the 2008 budgeted amounts. The City of Bremerton Parks & Recreation department provides a variety of services for our residents. The fees from these services include all participant and sponsorship fees for City recreation programs. The 2009 estimates are based on program service level estimates, and planned fee rates as proposed to be increased in 2009. The City of Bremerton Fire and Emergency Services Department charges a fee for ambulance transport services. The 2009 estimates are based on service demand estimates, and planned fee rates as proposed to be increased in 2009. The 2009 receipts for ALS Transport fees are $48,180 or 7.7% as a result of a combination of expected service demand and fee increases. Many of the City’s administrative services are provided centrally for the benefit of all departments and funds. These costs are allocated to all the Proprietary funds. The 2009 charges are calculated on the basis of the cost allocation plan. The projected revenue for 2009 is $1,240,557 for general government service, which is a 14.9% increase over the 2008 budgeted amount. Fines & Forfeits The amount received from fines and forfeits includes traffic citations and other fines imposed through enforcement of ordinances. The projected revenue for 2009 is $1,632,170 which is 29.4% less than the 2008 budgeted amount. The primary driver of this decrease is the projected ramp down of citations related to the traffic photo enforcement system as citizens change behaviors (positively!) as a result of the system implementation. In addition, the prior year budget included provision on both revenues and expenditures for the photo enforcement system for potential implementation of more intersections and several speed enforcement systems – which did not occur. Revenues and contract expenditures for the photo enforcement program were reduced accordingly in the 2009 budget. The receipts estimated to be provided by this activity in 2009 is $1,060,000. Expenditures related to this program implementation have also been included in the 2009 budget including the primary outside services contract for operation and billing, a full year of related Police Department staffing increases made mid-year in 2007, and additional labor expense for the Municipal Court to cover anticipated increased administration costs of this new program for the City. Net revenues from this program also supports several police officer positions. ________________________________________________________________________ General Fund Overview ïíï Miscellaneous Revenues Miscellaneous revenues include interest on investments, donations, and other revenues from lease and rental arrangements. The budgeted revenues from these sources in 2009 are $392,105 which represents a 22.9% decrease from the amount budgeted in 2008. The primary driver of this expected decrease is lower market interest rates for invested funds. Other Financing Sources The Other Financing category is composed of transfers in from other funds. Real Estate Excise Tax funds are transferred in from the General Government Capital Improvement Fund to Non-Departmental ($210,000) to provide for Bremerton’s allocation of annual debt service payment on bonds issued by the Kitsap Consolidated Housing Authority to finance the construction of the Norm Dicks Government Center. Transfers in also include a transfer of $25,000 from the Public Access Television (BKAT) Fund which represents a portion of the cable franchise fees collected that cover administrative costs of the General Fund for the franchise. The most significant transfers in to the General Fund are from the City utility systems for Payments In Lieu of Taxes (PILOT). Prior to 2004 this revenue was displayed in utility taxes along with the Private Utility Taxes, but accounting guidance in GASB 34 now requires that this be shown as a transfer rather than a tax. The PILOT payments for 2009 include $885,153 from Water, $1,314,202 from Wastewater, and $179,723 from the Stormwater systems. Combined, the PILOT is 16.7% higher than the 2008 budgeted amount which is based upon the utility rate increases for 2009 and the increase in the PILOT rate from 8.5% to 9.5%. The 9.5% rate puts the City utilities at the same tax rate as the solid waste utilities. Revenues from other financing sources in total are significantly reduced from the 2008 ($363,603 or 13.6%) despite the increases from PILOT. This is the result of the elimination of transfers from the Parking System for net operating revenues in excess of operating expenses. Up until recently, the Parking System has enjoyed the benefit of debt repayment support from Real Estate Excise Tax revenues. However, in 2008 this support had to be eliminated due to the severe down turn in REET revenue receipts. The steep decline in REET revenue is a direct result of the real estate market downturn and credit crisis. The loss of REET revenue support to the Parking System generates an expectation that there will no longer be a net surplus available to transfer to the General Fund to support City government operations. ________________________________________________________________________ General Fund Overview ïíî EXPENDITURES GENERAL FUND EXPENDITURES AMENDEDPROPOSED ACTUALSBUDGETBUDGET 200420052006200720082009 Personnel 16,994,41816,481,872 18,189,582 20,074,518 24,614,161 24,688,942 Supplies & Services 6,630,5856,208,304 7,032,463 7,996,017 9,460,651 11,516,856 Capital Outlay 57,04889,757 306,675 500,196 680,447 115,320 Debt Service 432,08429,754 431,580 433,510 432,685 430,020 Transfers 3,408,5292,718,631 4,071,721 3,649,995 1,476,630 965,116 27,522,66425,528,318 30,032,021 32,654,236 36,664,574 37,716,254 General Fund expenditures have had an annual average increase of 8.8% for the 3 year period spanning 2005 through 2007. The budgeted 2009 expenditures represent a 2.9% increase over the 2008 budgeted expenditures. Included in the 2009 expenditures is a pass through grant expenditure (also included in intergovernmental revenues) of $2,738,787. The grant is included in both revenues and expenditures and tends to distort both for purposes of comparison to prior years. With the grant expenditure removed from the calculation, the 2009 expenditures is actually decreased from the 2008 budgeted expenditures by 4.6%. The 2009 General Fund expenditure budget includes significant cost increases associated with energy and fuel, paving and building materials, public safety & judicial requirements, and employee-related costs (labor contract wage increases, healthcare, and pension costs) all of which are escalating at an alarming and accelerated rate. Given these significant cost increases and the anticipated lack of revenue growth in 2009, the City administration is incorporating significant reductions in staffing levels and other expenditures to offset these negative budgetary pressures created from reduced revenue expectations and inflationary cost impacts. The staffing level reductions and program expenditure changes are discussed in some detail in the “Budget Overview” section and “Personnel & Staffing" section of this budget document. The following departmental budgets provide details on objectives, goals, and planned General Fund expenditures for 2009. ________________________________________________________________________ General Fund Overview ïíí 2009 GENERAL FUND REVENUE RESOURCES 20082009 BudgetBudget BEGINNING FUND BALANCE4,319,1552,756,622 ̸·¿½½±«²¬®»½±®¼¬¸»»¬·³¿¬»¼¿³±«²¬±ºº«²¼¾¿´¿²½»¿¬¬¸»¾»¹·²²·²¹±º ¬¸» §»¿®ô ±® »¨½» ±º º«²¼ ¿»¬ ±ª»® ´·¿¾·´·¬·»ò ß´± µ²±©² ¿ º«²¼ »¯«·¬§ò TAXES23,973,94125,272,226 ̸» º±´´±©·²¹ ¬¿¨» ¿®» ´»ª·»¼ º±® ¬¸» «°°±®¬ ±º ¬¸» Ù»²»®¿´ Ú«²¼æ eal and Personal Property êôèçéôðîïéôêéçôëðì R 못²«»º®±³¬¿¨»±²¿»»¼ª¿´«»±º®»¿´»¬¿¬»ø·²½´«¼·²¹´¿²¼ô ¬®«½¬«®»¿²¼·³°®±ª»³»²¬÷¿²¼±²¿»»¼ª¿´«»±º°»®±²¿´°®±°»®¬§ ø·²½´«¼·²¹·²ª»²¬±®§ôº«®²·¸·²¹¿²¼º·¨¬«®»÷òÚ±®Ý·¬§Ù»²»®¿´Ú«²¼ °«®°±»ô¬¸»´¿©±º¬¸»Í¬¿¬»±ºÉ¿¸·²¹¬±²·³°±»¿´·³·¬±²¬¿¨¬¸¿¬ ½¿²¾»´»ª·»¼ò̸·´·³·¬·¬¸»´»»®±ºüíòêð°»®üïôðð𱺿»»¼ ª¿´«¿¬·±²ô´»´»ª·»¾§¬¸»´·¾®¿®§¼·¬®·½¬¿²¼º·®»¼·¬®·½¬ô±®ïðïû±º ¬¸»¸·¹¸»®¿³±«²¬±º°®±°»®¬§¬¿¨¬¸¿¬½±«´¼¸¿ª»¾»»²´»ª·»¼·²½» ïçèëô ©¸·½¸»ª»® · ´»ò Business & Occuation Tax p íôìëðôðððíôëîëôððð 못²«»º®±³¬¿¨»´»ª·»¼±²°»®±²½±²¼«½¬·²¹¾«·²»©·¬¸·²¬¸» Ý·¬§ ¾¿»¼ ±² »´·¹·¾´» ¹®± ¾«·²» ®»½»·°¬ Local Sales Tax éôðìíôðððéôíçëôïëð 못²«»¼·¬®·¾«¬»¼¾§¬¸»Í¬¿¬»º±®¬¸»Ý·¬§ù¸¿®»±º¬¿¨»·³°±»¼ «°±²¬¸»¿´»¿²¼½±²«³°¬·±²±º¹±±¼¿²¼»®ª·½»ò̸»Ý·¬§®»½»·ª» ïû¬¿¨±²¹®±¿´»·²¬¸»Ý·¬§ô´»ïëû¬¸¿¬·¼·¬®·¾«¬»¼¬±¬¸» ݱ«²¬§ò̸»¿³±«²¬¬±¾»½±´´»½¬»¼¿®»«¾¶»½¬¬±º´«½¬«¿¬·±²º®±³ §»¿®¬±§»¿®¼«»¬±½¸¿²¹»·²¬¸»»½±²±³§¿²¼¬¸»¾«§·²¹¸¿¾·¬±º ½±²«³»®ò Sales Tax - Criminal Justice ëðèôîððëîðôçðë 못²«»¼·¬®·¾«¬»¼¾§¬¸»Í¬¿¬»·²¬¸»¿³±«²¬±ºïñïð±ºï°»®½»²¬ ¿¼¼·¬·±²¿´¿´»¬¿¨¿«¬¸±®·¦»¼º±®½®·³·²¿´¶«¬·½»º«²¼·²¹òÌ»²°»®½»²¬ ±º¬¸»°®±½»»¼±ºº¬¸»¬±°¿®»¼·¬®·¾«¬»¼¬±¬¸»Ý±«²¬§¿²¼¬¸» ®»³¿·²·²¹çð°»®½»²¬·¼·¬®·¾«¬»¼¬±¬¸»½±«²¬§¿²¼½·¬·»±²¬¸»¾¿· ±º °±°«´¿¬·±²ò Utility Taxes ëôìðèôîîðëôëçèôêêé 못²«»¹»²»®¿¬»¼º®±³¬¿¨»½¸¿®¹»¼¬±¬¸»«¬·´·¬§½±³°¿²·»»®ª·²¹ ¬¸»½·¬§ù½±²«³»®å·ò»ò»´»½¬®·½ô¹¿ô¬»´»°¸±²»ô½¿¾´»¬»´»ª··±²ô ¹¿®¾¿¹»ñ±´·¼ ©¿¬»ò Other Miscellaneous Taxes êêéôëððëëíôððð Ê¿®·±« ±¬¸»® ¬¿¨» ©¸·½¸ ·²½´«¼» ¿¼³··±²ô ¹¿³¾´·²¹ ¿²¼ ¿³«»³»²¬ ¼»ª·½»ò ïíì 2009 GENERAL FUND REVENUE RESOURCES 20082009 BudgetBudget LICENSES AND PERMIT1,022,900888,100 S Ô·½»²»¿²¼°»®³·¬º»»¿®»¼»·¹²»¼¬±½±ª»®½±¬±º¿¼³·²·¬®¿¬·±²ô ·²°»½¬·±²ô¿²¼½±²¬·²«·²¹»®ª·½»º±®¬¸±»±½½«°¿¬·±²ô¬®¿¼»ô¿²¼ ¿½¬·ª·¬·» ®»¹«´¿¬»¼ ¾§ ¬¸» ½·¬§ò ̸»» ®»ª»²«» ¿®» ½¿¬»¹±®·¦»¼ ¿ º±´´±©æ Business Licenses ííëôðððííëôððð Ô·½»²»·«»¼¬±¿´´¾«·²»»½±²¼«½¬·²¹¾«·²»¿½¬·ª·¬§·²¬¸» Ý·¬§ò ranchise Fees ïîðôðððïïëôððð F Ú®¿²½¸·»º»»¿®»½±´´»½¬»¼º®±³¬¸»Í±´·¼É¿¬»½±³°¿²§»®ª·²¹¬¸» Ý·¬§ò Building Structures and Equipment ëîêôðððìðëôëðð ß²«³¾»®±º°»®³·¬¿®»·«»¼¾§¬¸»Ü»°¿®¬³»²¬±ºÝ±³³«²·¬§ Ü»ª»´±°³»²¬òÚ»»¿®»½¸¿®¹»¼º±®¾«·´¼·²¹°»®³·¬ô°´¿²½¸»½µô ª¿®·±« ¾«·´¼·²¹ ·²°»½¬·±²ô °´«³¾·²¹ô ¿²¼ ³»½¸¿²·½¿´ °»®³·¬ò Other Non-Business Licenses and Permits ôô ìïçððíîêðð л®³·¬¿²¼²±²ó¾«·²»´·½»²»·«»¼¾§¬¸»Ý·¬§±ºÞ®»³»®¬±²ò Û¨¿³°´»¿®»¿²·³¿´´·½»²»ô½±²½»¿´»¼©»¿°±²°»®³·¬¿²¼ °»¼¼´»®ñ³±¾·´» ª»²¼·²¹ °»®³·¬ò INTERGOVERNMENTAL REVENUE1,214,7543,896,349 S Ù®¿²¬ô»²¬·¬´»³»²¬ô¸¿®»¼®»ª»²«»ô¿²¼°¿§³»²¬º±®¹±±¼¿²¼»®ª·½» °®±ª·¼»¼¾§±²»¹±ª»®²³»²¬¿´»²¬·¬§¬±¿²±¬¸»®ò̸»³¿¶±®®»ª»²«»±«®½» ¿®» ¿ º±´´±©æ Traffic Safety ïìôðððð epartment of Justice D êíôéçèîèôéðð COPS MORE Gran ðîôéíèôéèé t Ù®¿²¬º«²¼·²¹®»½»·ª»¼º±®«°¹®¿¼·²¹¬»½¸²±´±¹§½¿°¿¾·´·¬·»·²¬¸» б´·½» Ü»°¿®¬³»²¬ò COPS GRANT - Additional Office r îðôðððð Other Law Enforcemen t îôðððééôððð School District Security íëôìððíçôíëë Ú«²¼®»½»·ª»¼º®±³¬¸»Í½¸±±´Ü·¬®·½¬·²«°°±®¬±º¿Î»±«®½»Ñºº·½»® б·¬·±² ¿¬ ¬¸» ´±½¿´ Þ®»³»®¬±² ½¸±±´ò Bremerton Housing Security ïððôîîîçðôëïê Criminal Justice (Lo Pop) íëôðððíëôððð ͬ¿¬»¼·¬®·¾«¬»¼»¨½·»¬¿¨¾¿»¼±²°±°«´¿¬·±²º±®½®·³·²¿´¶«¬·½» °«®°±»ò ïíë 2009 GENERAL FUND REVENUE RESOURCES 20082009 BudgetBudget Criminal Justice Special Programs îêôéïíîèôîðð ͬ¿¬»¼·¬®·¾«¬·±²±²°»®ó½¿°·¬¿¾¿·«»¼¬±«°°±®¬¬¸»º±´´±©·²¹ °®±¹®¿³æײ²±ª¿¬·ª»Ô¿©Û²º±®½»³»²¬Í¬®¿¬»¹§ô߬óηµÝ¸·´¼ñݸ·´¼ ß¾«» λ°±²»ô ¿²¼ ܱ³»¬·½ Ê·±´»²½» λ¼«½¬·±²ñݱ«²»´·²¹ò Criminal Justice Training Commission ðëðôððð UI - Cities êôðððêôððð D ̸»Ü®«¹Û²º±®½»³»²¬ß¹»²½§øÜÛß÷°®±ª·¼»®»·³¾«®»³»²¬±º ±ª»®¬·³» ½±¬ º±® ÜË× ¿²¼ ²¿®½±¬·½ ´¿© »²º±®½»³»²¬ ¿½¬·ª·¬·»ò Liquor Board Profits îëíôëíëîéðôçîï ͬ¿¬»¼·¬®·¾«¬·±²±º´·½»²»¿²¼°»®³·¬º»»ô°»²¿´¬·»ôº±®º»·¬«®»ô¿²¼ ±¬¸»®·²½±³»¾§¬¸»Í¬¿¬»Ô·¯«±®Ý±²¬®±´Þ±¿®¼¾¿»¼±²°±°«´¿¬·±²ò Ì©± °»®½»²¬ ±º ¬¸» ¬±¬¿´ ®»½»·ª»¼ ³«¬ ¾» °»²¬ ±² ¿´½±¸±´·³ °®±¹®¿³ò Liquor Excise Tax ïêèôíðéïèëôééì ͬ¿¬»¼·¬®·¾«¬»¼¬¿¨»±²´·¯«±®±´¼¿¬¬¿¬»´·¯«±®¬±®»ñ¿¹»²½·»¿²¼ ±²±¬¸»®®»¬¿·´¿´»±º©·²»¾¿»¼±²°±°«´¿¬·±²òÌ©±°»®½»²¬±º¬¸» ¬±¬¿´ ®»½»·ª»¼ ³«¬ ¾» °»²¬ ±² ¿´½±¸±´·³ °®±¹®¿³ò epartment of Health D ïôìíçïôêðð Bremerton Housing Authority êðôïðîêðôððð п§³»²¬ ¾§ ¬¸» Þ®»³»®¬±² ر«·²¹ ¿«¬¸±®·¬§ ·² ´·»« ±º ¬¿¨»ò WA Dept. of Community, Trade & Economic Develop. ïîëôðððð Other Judicial Agencies êôîíèð ire Protection Services F îçéôðððîèìôìçê CHARGES FOR GOODS AND SERVICE2,987,9403,034,787 S ݸ¿®¹»ôº»»ô¿²¼½±¬º±®»®ª·½»®»²¼»®»¼ò̸»³¿¶±®®»ª»²«»±«®½»·² ¬¸· ½¿¬»¹±®§ · ¿ º±´´±©æ General Government éîôçððéìôéëð ײ½´«¼»¾·´´·²¹»®ª·½»º»»ô½±«®¬¿¼³·²·¬®¿¬·ª»º»»¿²¼³·½»´´¿²»±« °®·²¬·²¹ô °«¾´·½¿¬·±² ¿²¼ ±¬¸»® ¹»²»®¿´ ¹±ª»®²³»²¬¿´ º»»ò Law Enforcement Services ïìîôïéðïðìôçèð ݸ¿®¹»º±®Ð±´·½»Ñºº·½»®©±®µ·²¹±ººó¼«¬§·²¿»½«®·¬§¶±¾ ®»·³¾«®»¼¾§¬¸»½±³°¿²§²»»¼·²¹¬¸»»½«®·¬§åº·²¹»®°®·²¬·²¹ô®»½±®¼ »¿®½¸ô ¿²¼ ¼±³»¬·½ ª·±´»²½» º·´·²¹ò ïíê 2009 GENERAL FUND REVENUE RESOURCES 20082009 BudgetBudget robation Fees îïðôðððîððôððð P ݸ¿®¹»·³°±»¼«°±²¿¼«´¬©¸±¸¿ª»¾»»²¿·¹²»¼¬±°®±¾¿¬·±²¾§ ¬¸» ³«²·½·°¿´ ½±«®¬ ¶«¼¹»ò Home Detention Fees îëôðððîëôððð Ú»»½±´´»½¬»¼¬¸®±«¹¸³«²·½·°¿´º±®¼»º»²¼¿²¬ù°¿®¬·½·°¿¬·±²·²¬¸» ¸±³» ¼»¬»²¬·±² ¿´¬»®²¿¬·ª» »²¬»²½·²¹ °®±¹®¿³ò ALS Transport Fees êîêôèîðêéëôððð Ú»» ½¿®¹»§ ¬» Ú®»ÛÓ±® ¿³«¿²½» ¬®¿²°±®¬ »®ª½»ò ¸¼¾¸·ñͺ¾´· Criminal Court Filing Fees ïéôëððîïôéëð Cemetery Fees ïéôðððïíôððð Ú»» ½¸¿®¹»¼ ¾§ ¬¸» п®µ Ü»°¿®¬³»²¬ º±® ת§ Ù®»»² ½»³»¬»®§ »®ª·½» Zoning Fees êêôëððíðôëðð lan Checking Fees íððôðððîððôððð P ool/Park Activity Charges ìèôèððìëôéëð P Ì»»»»²½«» °®±¹®¿³ »»±® ¬» п®¯«¿¬½ °®±¹®¿³ò ¸º·´¼ºº¸µñß· ecreation Fees íêèôîëðíçðôððð R Ì»»»»²½«» °®±¹®¿³ »»±® ¬» п®Î»½ °®±¹®¿³ ¸º·´¼ºº¸µñò Interfund General Government ïôðèðôïëðïôîìðôëëé ß´´±½¿¬·±²±º½±¬±º»®ª·½»°®±ª·¼»¼¾§¬¸»Ù»²»®¿´Ú«²¼¬±±¬¸»®Ý·¬§ ¼»°¿®¬³»²¬ ¿²¼ñ±® ±«¬·¼» ¿¹»²½·»ò Other Miscellaneous Fees ïîôèëðïíôëðð Ó·²±®º»»º±®»ª»²¬¿¼³··±²ô±¬¸»®½«´¬«®»¿²¼®»½®»¿¬·±²ô¬»´»°¸±²» §¬»³ «» º»»ò FINES AND FORFEIT2,312,0001,632,170 S Ú·²»º±®¬¸»½±³³··±²±º³«²·½·°¿´±ºº»²»¿²¼ª·±´¿¬·±²±º´¿©º«´®«´» ¿²¼®»¹«´¿¬·±²ô¿²¼¿³±«²¬½±²º·½¿¬»¼º±®¼»°±·¬¸»´¼·²¬¸»º±®³±º ¹«¿®¿²¬»»ò Municial Court p ̸»º±´´±©·²¹¿®»º·²»½±´´»½¬»¼¬¸±«¹¸±«®Ó«²·½·°¿´Ý±«®¬º±® °¿§³»²¬ ±º º·²»ô º±®º»·¬«®»ô º»»ô ½±¬ ¿²¼ °»²¿´¬·» ¿±½·¿¬»¼ ©·¬¸ ¬¸» »²º±®½»³»²¬ ±º ´±½¿´ ±®¼·²¿²½»æ Ì®¿ºº·½ ײº®¿½¬·±²íëðôðððìððôððð Ѭ¸»® Ò±²óÌ®¿ºº·½ ײº®¿½¬·±²íðôðððíðôððð 豬± Û²º±®½»³»²¬ л²¿´¬·»ïôèððôðððïôðêðôððð ÜË× Ð»²¿´¬·»çôðððïðôððð Ѭ¸»® Ò±²óÌ®¿ºº·½ Ý®·³·²¿´ íêôðððíìôððð Ѭ¸»® Ý®·³·²¿´ Ì®¿ºº·½ìðôðððìîôððð ïíé 2009 GENERAL FUND REVENUE RESOURCES 20082009 BudgetBudget alse Alarm Fees ïïôðððïçôðëð F Ú·²»¿²¼º»»½±´´»½¬»¼º±®°«¾´·½¿º»¬§¼»°¿®¬³»²¬ù®»°±²»¬±¿º¿´» ¿´¿®³ ·¬«¿¬·±²ò Other Fines and Forfeits íêôðððíéôïîð MISCELLANEOUS REVENU508,605392,105 E Ѭ¸»® ®»ª»²«» ®»½»·ª»¼ º®±³ ª¿®·±« ±«®½» ²±¬ ½´¿·º·»¼ ·² ¬¸» °®»ª·±«´§ ´·¬»¼ ½¿¬»¹±®·»ò Investment Interest and Interest on Receivables îíðôðððîðëôððð ײ¬»®»¬ »¿®²»¼ ±² ¬¸» ·²ª»¬³»²¬ ±º ·¼´» ½¿¸ ¾¿´¿²½» ¬¸®±«¹¸ ·²ª»¬³»²¬ ±º °«¾´·½ º«²¼ô ¿ ¿´´±©»¼ ¾§ ´¿©ò ̸» ¿³±«²¬ ®»½»·ª»¼ ©·´´ ª¿®§ ©·¬¸ ·²¬»®»¬ ®¿¬» ¿²¼ ¬¸» ¿³±«²¬ ±º ½¿¸ ¿ª¿·´¿¾´» º±® ·²ª»¬³»²¬ ¼«®·²¹ ¿ °¿®¬·½«´¿® ¾«¼¹»¬ §»¿®ò acilities Rentals and Leases ïçðôïðëïêëôïðë F Other Miscellaneous Revenue èèôëððîîôððð OTHER FINANCING SOURCE3,043,4012,679,798 S Transfers from Other Funds ééèôêèìèèëôïëí п§³»²¬ ·² Ô·»« ±º Ì¿¨» øÐ×ÔÑÌ÷ ó É¿¬»® ˬ·´·¬§ ïôïðèôéîçïôíïìôîðî п§³»²¬ ·² Ô·»« ±º Ì¿¨» øÐ×ÔÑÌ÷ ó É¿¬»©¿¬»® ˬ·´·¬§ ïëðôçèèïéçôéîí п§³»²¬ ·² Ô·»« ±º Ì¿¨» øÐ×ÔÑÌ÷ ó ͬ±®³©¿¬»® ˬ·´·¬§ ðêëôéîð ݱ²¬·²¹»²½§ λ»®ª» îêëôðððð п®µ·²¹ Ú«²¼ îìôííðð ݱ³³«²·¬§ Ü»ª»´±°³»²¬ Þ´±½µ Ù®¿²¬ ëôëîëð б´·½» Í°»½·¿´ Ю±¶»½¬ îëôðððîëôððð Þ®»³»®¬±² Õ·¬¿° ß½½» Ì»´»ª··±² ííëôðððð б´·½» Ú·®» ú л²·±² êðôíéðð Ы¾´·½ Í¿º»¬§ îéçôééëîïðôððð Ù»²»®¿´ Ù±ª Ý¿°·¬¿´ ׳°®±ª»³»²¬ ïðôðððð Ý·ª·½ ׳°®±ª»³»²¬ TOTAL GENERAL FUND REVENUE39,382,69640,552,157 S ïíè 2009 GENERAL FUND REVENUES BY SOURCE 200720082009 ACCOUNTACTUALBUDGETBUDGET% CHANGE TAXES 311.1000General Property Tax6,755,7826,897,0217,679,504 11.35% 311.2000County Road Tax17,367 313.1000Retail Sales & Use7,072,1987,043,0007,395,150 5.00% 313.7100Sales Tax - Criminal Justice501,813508,200520,905 2.50% 316.1000B & O Taxes3,759,9303,450,0003,525,000 2.17% 316.2000Admission Taxes18,00622,50015,000 -33.33% 316.4100Electric Utility Taxes1,552,3631,597,8201,709,667 7.00% 316.4300Gas Utility Taxes955,0061,200,0001,284,000 7.00% 316.4500Garbage/Solid Waste465,010530,400525,000 -1.02% 316.4600Television Cable Taxes519,622550,000550,000 0.00% 316.4700Telephone Taxes1,342,7111,530,0001,530,000 0.00% 317.2000Leasehold Excise Tax46,01950,000100,000 100.00% 317.5000Gambling/Amusement257,490375,000288,000 -23.20% 319.6000Business Taxes Penalty421,772220,000150,000 -31.82% TOTAL TAXES23,685,08923,973,94125,272,2265.42% LICENSES & PERMIT S 321.0000Business Licenses/Permits516,204459,000454,500 -0.98% 322.1000Construction Permits414,301471,000345,500 -26.65% 322.3000Animal Licenses20,55425,00020,000 -20.00% 322.4000Right Of Way Permits56,94455,00060,000 9.09% 322.9000Other Non-Business Licenses2,7452,9003,100 6.90% 329.0000Interfund Licenses10,16510,0005,000 -50.00% TOTAL LICENSES & PERMITS1,020,9121,022,900888,100-13.18% INTERGOVERNMENTAL REVENU E 331.0000Federal Grants - Direct146,40983,7982,767,487 3202.57% 333.0000Federal Grants - Indirect 334.0000State Grants17,773146,67751,600 -64.82% 335.0231Reforestation Harvest Tax9,987 336.0620Criminal Justice High Crime18,537 336.0621Law & Justice (LO POP)34,17735,00035,000 0.00% 336.0626Criminal Justice - Special Programs27,92326,71328,200 5.57% 336.0651DUI - Cities8,4636,0006,000 0.00% 336.0691Fire Insurance Premium 42,00044,496 100.00% 336.0694Liquor Excise Tax166,204168,307185,774 10.38% 336.0695Liquor Board Profits261,578253,535270,921 6.86% 337.0700Bremerton Housing Authority36,36860,10260,000 -0.17% 338.2100Bremerton Housing Security129,021100,22290,516 -9.68% 338.2130Brem. School Dist Security21,52535,40039,355 11.17% 338.2140Other Law Enforcement Services2,00077,000 3750.00% 338.2200Fire Protection Service126,000255,000240,000 -5.88% TOTAL INTERGOVERNMENTAL REVENUE1,003,9651,214,7543,896,349220.75% ïíç 2009 GENERAL FUND REVENUES BY SOURCE 200720082009 ACCOUNTACTUALBUDGETBUDGET% CHANGE CHARGES FOR SERVIC E 341.0000General Government52,57372,90074,750 2.54% 342.1000Law Enforcement Services51,870142,170104,980 -26.16% 342.2000Fire Protection Services10,375 342.3300Probation Fees198,896210,000200,000 -4.76% 342.3600Home Detention Fees23,73325,00025,000 0.00% 342.4000Inspection Fees2,1622,0002,000 0.00% 342.5000Emergency Service Fee4,5084,0004,000 0.00% 342.6000ALS Transport Fees559,696626,820675,000 7.69% 342.9000Criminal Court Filing Fees24,43117,50021,750 24.29% 343.2000Engineering Fees/Charges1,5515001,500 200.00% 343.6000Cemetery Fees34,55317,00013,000 -23.53% 345.8100Zoning Fees83,57566,50030,500 -54.14% 345.8300Plan Check Fees209,592300,000200,000 -33.33% 347.3000Pool/Park Rentals55,53848,80045,750 -6.25% 347.4000Event Admission Fee7,6806,3506,000 -5.51% 347.6000Recreation Fees446,746368,250390,000 5.91% 349.1000Interfund General Government908,3111,080,1501,170,557 8.37% 349.4100Interfund Engineering70,000 349.7600Interfund Services13,160 TOTAL SERVICE CHARGES2,688,9492,987,9403,034,7871.57% FINES & FORFEITURE S 351.9100Other Court Penalties 352.3000Proof of Insurance7,9156,0007,000 16.67% 353.0000Non-Parking Infractions414,423380,000430,000 13.16% 354.0000Photo Enforcement Penalties1,800,0001,060,000 -41.11% 355.0000Criminal Traffic Misdemeanor52,19449,00052,000 6.12% 356.0000Non-Traffic Misdemeanors36,23236,00034,000 -5.56% 357.3000Court/Public Defender Recoupment32,06330,00030,120 0.40% 359.0000Non-Court Fines21,78011,00019,050 73.18% TOTAL FINES & FORFEITURES564,6062,312,0001,632,170-29.40% MISCELLANEOUS REVENUES 361.0000Interest Earnings241,993230,000205,000 -10.87% 362.0000Rents & Royalties175,780144,025119,025 -17.36% 366.2000Interfund Rents27,77246,08046,080 100.00% 367.0000Contributions & Donations6,842 369.0000Other Miscellaneous Revenue50,32888,50022,000 -75.14% TOTAL MISCELLANEOUS REVENUES502,714508,605392,105-22.91% OTHER FINANCING SOURCES 395.0000Sale of Assets4,000 397.0000Operating Transfers-In936,5891,005,000300,720 -70.08% 397.0401Transfer From Water - PILOT690,376778,684885,153 13.67% 397.0451Transfer From Waste - PILOT1,100,3631,108,7291,314,202 18.53% 397.0481Transfer From Storm - PILOT153,902150,988179,723 19.03% TOTAL OTHER FINANCING2,885,2303,043,4012,679,798-11.95% TOTAL GENERAL FUND REVENUE$ 35,063,54132,351,466$ 37,795,535$ 7.79% S ïìð 2009 General Fund Sources of Revenue Fines & Forfeits $1,632,170 Miscellaneous 4% Charges for Revenues Services $392,105 $3,034,787 1% Other Financing 7% Sources $2,679,798 7% Intergovernment $3,896,349 10% Beginning Fund Balance $2,756,622 7% Licenses & Permits $888,100 Taxes 2% $25,272,226 62% 2007 Actual2008 Budget2009 Budget Taxes 23,685,08923,973,94125,272,226 Licenses & Permits 1,020,9121,022,900888,100 Intergovernmental 1,003,9651,214,7543,896,349 Charges for Services 2,688,9492,987,9403,034,787 Fines & Forfeits 564,6062,312,0001,632,170 Miscellaneous Revenues 502,714508,605392,105 Other Financing Sources 2,885,2303,043,4012,679,798 Sub-Total32,351,46635,063,54137,795,535 Beginning Fund Balance 2,656,3924,319,1552,756,622 Total Revenue35,007,85839,382,69640,552,157 ïìï 2009 General Fund Tax Revenue Utility $5,598,667 22% B & O $3,525,000 Other Taxes 14% $1,073,905 4% Property Sales $7,679,504 $7,395,150 31% 29% 2007 Actual2008 Budget2009 Budget Property Tax 6,755,7826,897,0217,679,504 Sales Tax 7,072,1987,043,0007,395,150 B & O Tax 3,759,9303,450,0003,525,000 Utility Taxes 4,834,7125,408,2205,598,667 Other Taxes 1,262,4671,175,7001,073,905 Total Taxes23,685,08923,973,94125,272,226 ïìî 2009 General Fund - Expenditures By Category Debt Service Transfers $430,020 $965,116 1% 2% Ending Fund Balance Capital Outlay $2,835,903 $115,320 7% 1% Supplies & Services Personnel $11,516,856 $24,688,942 28% 61% 2007 Actual2008 Budget2009 Budget Personnel 20,074,51824,614,16124,688,942 Supplies & Services 7,996,0179,460,65111,516,856 Capital Outlay 500,196680,447115,320 Debt Service 433,510432,685430,020 Transfers 3,649,9951,476,630965,116 Sub-Total32,654,23636,664,57437,716,254 Ending Fund Balance 4,319,1552,718,1222,835,903 Total Expenditures36,973,39139,382,69640,552,157 ïìí 2009 General Fund - Expenditures By Service Mental and Culture and Physical Health Recreation Debt Service 78,921 3,019,207 Economic 430,020 .2% 8% Environment 1.1% 1,334,101 Transfers Out 3.5% 965,116 2.6% Transportation 396,074 Capital Outlay 1.1% 115,320 .3% Utilities & Environment General 228,324 Government .6% 7,005,632 18.6% Public Safety 24,143,539 64% 2007 Actual2008 Budget2009 Budget General Government 5,693,8697,155,0487,005,632 Public Safety 17,242,81220,945,42624,143,539 Utilities & Environment 210,965220,928228,324 Transportation 529,087640,603396,074 Economic Environment 1,237,7101,621,2201,334,101 Mental and Physical Health 71,37977,50078,921 Culture and Recreation 3,084,7133,379,0873,019,207 Debt Service 433,510432,685430,020 Transfers Out 3,649,9951,476,630965,116 Capital Outlay 500,196715,447115,320 Total Expenditures Excluding Ending Fund Balances 32,654,23636,664,57437,716,254 ïìì CITY COUNCIL General Fund Mission Statement: The City Council is the City of Bremerton’s legislative body and as such is responsible for the development and adoption of all City legislative policies and approval of all appropriations. In addition to those duties specified in the Charter of the City of Bremerton, Council Members serve on various committees to develop, review and oversee the enforcement of policies and procedures related to the City. Function Description: The powers and duties of the City Council are to organize and regulate the City’s internal affairs; define the functions, powers and duties of City employees; fix compensation and working conditions of City employees, establish/maintain civil service/merit systems and retirement/pension system; exercise powers in regard to all aspects of collective bargaining; adopt and enforce ordinances relating to and regulating local or municipal affairs and appropriate to the good government of the City; exercise all powers for the City, including acquisition, sale, ownership, maintenance, protection, restoration, use, leasing, disposition, vacations, abandonment, beautification of public ways, real estate of all kinds, structures, water ways, or other improvements or use of real or personal property; provide for rendering of local social, cultural, recreational, educational, governmental, or corporate services including the operating and supplying of utilities and municipal services; powers of eminent domain, borrowing, taxing, and the granting of franchises; and other duties. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel248,708265,367278,236292,142 Supplies, Services & Taxes26,30527,37433,54428,388 Capital Expenditures0 Debt Service0000 Transfers0000 TOTAL275,013292,741311,780320,530 Staffing Level10.8010.8010.8010.80 Budget and Program Highlights: •The ongoing objective of the City Council is to perform the legislative functions of the City in the most efficient manner possible. •The City Council develops and maintains knowledge of City operations and current and planned projects by conducting study sessions, committee meetings and individual consultations with City staff. •City councilmembers represent the City as Members of boards and committees that facilitate coordination between the City and other governmental and community organizations. •The City Council provides for the continuing education and professional growth of councilmembers via training and attendance at meetings and events which provide opportunities for interaction with public officials and staff Members from other jurisdictions. Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Provide adequate revenues for Develop a plan for sustainable Availability of funding core City services and Long term funding source 2009 funding of City streets and parks secured infrastructure ïìë 2010-2014 Budgetary Considerations: There are no significant changes to funding requirements anticipated in the short-term horizon (2010-2014). ïìê EXECUTIVE DEPARTMENT General Fund Mission Statement: Provide administrative direction and leadership to ensure the delivery of quality services as required by law or mandated by the public to enhance the health, safety and general well-being of the citizens of the City of Bremerton. Function Description: The Executive Department function is to coordinate and direct the overall administration of all City departments. The Executive Department is directed by the Mayor who is the administrative head of the City government. The responsibilities include: administrating programs and policies established by the City Council; direction and coordinating departmental operations; informing the Council on City affairs, problems and future needs; reviewing policies and regulations involving municipal governmental management overseeing the preparation of the City’s annual budget and all major projects; providing assistance in responding to citizen requests developing and promoting employee morale; and performing all other duties for the effective operation of the City of Bremerton. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel191,956221,056244,130260,651 Supplies, Services & Taxes74,388140,402104,96784,539 Capital Expenditures00 Debt Service0000 Transfers0000 TOTAL266,344361,458349,097345,190 Staffing Level2.002.002.002.00 Budget and Program Highlights: The ongoing objectives of the Executive Department include: •Overall management of all City functions and services •Implementing Council policies and directives •Providing Intergovernmental coordination •City representation •Liaison between Council and staff •Budget preparation and implementation •Regular and special reports •Coordinating the activities of various departments •Providing the guidance and support for the development of effective programs •Providing the planning, evaluation, analysis, control, and general management of the programs •Oversee marketing of the City •Coordinate the Sister City Program Recent Accomplishments and 2008 Initiative Status Recaps: • Worked with Kitsap Transit and other regional entities to develop passenger only ferry service • Implemented the City Events Promotion Program as funded by a 2008 Lodging Tax Committee allocation • Successfully organized and hosted the first annual Urban Waterfront Revitalization Conference ïìé Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Enticing New Development and Retaining Existing Businesses, With a Focus on the Downtown Regional Center InitiativeOutcome Work with Kitsap Transit to Increase Park and Ride Commute Provide a business friendly Options to Downtown Businesses Availability of Service Availability of Service 2009 environment and Increase Transportation Options in the Downtown Area InitiativeOutcome Develop a Plan and Recommend Provide a Proactive Effort to Staffing Levels for On-going Market Existing and Future Completion of a Staffing Council Approval of Economic Development Functions 2009 Bremerton Business Properties and Work Plan Recommended Changes and Public Outreach and and Activities Communications for the City Support Transportation, with Seamless, Efficient, and Varied Choices InitiativeOutcome Work with Kitsap Transit to Additional More Efficient Develop Passenger Only Ferry Transportation Option for Availability of Service Availability of Service 2010 Service to Seattle Citizens 2010-2014 Budgetary Considerations: Nothing out of the ordinary is anticipated in the future budget periods of 2010-2014. ïìè DEPARTMENT OF FINANCIAL SERVICES General Fund Mission Statement: The Department of Financial Services strives to provide efficient and cost effective centralized services and support to all City departments and to assist in improving the productivity and performance of City operations. The Department shall seek to protect and maintain the fiscal integrity and financial solvency of the City government through development and implementation of fiscally and operationally sound budgets, policies and procedures. Function Description: The Department of Financial Services is comprised of the Finance Division, City Clerk, Human Resources, Public Access Television (BKAT) and Risk Management. The operating budget for Human Resources is presented as a separate department within the General Fund. The operating budgets for BKAT and Risk Management are not contained in the General Fund but in separate dedicated funds. The Finance Division provides service support for both external users and internal users by providing information to facilitate the decision-making process. The department’s major program responsibilities include: budgeting, accounting, reporting, treasury management, revenue collection and payment services in the areas of purchasing and accounts payable. The City Clerk Division is responsible for official city records, public information disclosure, records and contract management, and serves as City Council Liaison. The City Clerk also provides for the planning, funding and management of the City’s parking system and serves as the Secretary of the City’s LEOFF pension boards. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel857,588880,101950,4001,009,859 Supplies, Services & Taxes343,523360,294387,676379,713 Capital Expenditures00 Debt Service0000 Transfers0000 TOTAL1,201,1111,240,3951,338,0761,389,572 Staffing Level11.0011.0011.3810.38 Budget and Program Highlights: •The Financial Services Department provides support to the core functions of the City. In FY 2009, the Financial Services Department’s operations will be staffed with the Financial Services Director, City Clerk, Deputy City Clerk, Budget Analyst, Finance Officer, Asst. Finance Officer, (3) Accounting Assistant Senior and (1) Accounting Assistant II. •In addition to day to day operations, the objectives for 2009 include: •Continuation of an audit program to identify and collect previously unidentified revenues in the areas of Business and Occupation Tax and Utility Excise Tax. The potential collection of past taxes due is anticipated to exceed the cost of the audit program. Recent Accomplishments and 2008 Initiative Status Recaps: • Applied for state “LIFT” designation and funding for the City. Unfortunately the City was unsuccessful in its bid for funding. ïìç • Efforts were made to improve communication with citizens and employees. Information regarding the City’s application for LIFT designation was added to a webpage and LIFT program information was also broadcast via the City E-News system. The Tax and Licensing division sent out approximately 4,800 information letters on the new B&O tax rules and provided information source links. The City internet web pages were also updated to provide more forms and to assist taxpayers with the new tax rules. New tax information email links were also added so that taxpayer questions can be directed straight to the appropriate staff for follow-up. • Training on purchasing and contracting policy and procedures was held to increase awareness and compliance with current policies. • Annual goals and objectives for annual operating budget - Compliance with adopted financial goals and policies was achieved in the 2008 budget as amended with the exception of the ending cash/investment balance for the General fund and Gold Mountain which were below the target level. The following are the measurable results for the 2008 budget: •The Utility System debt service coverage on a combined utility basis was 2.1x which meets and exceeds the target level of 1.5x. •The ending cash & investment balance in the General Fund is calculated at 7.5% of total planned operating expenses (excludes capital) which falls below the target level of 8.5%. This is largely the result of additional costs related to fuel, electricity, higher litigation costs, and reduced funding support provided by the Parking System in 2008. Actions to correct this trend have been taken with the development of the 2009 Budget. •The ending cash & investment balance for the Water, Wastewater & Stormwater Utilities were 48.5%, 29% and 74.4%, respectively, of total planned operating expenses (excludes capital) which meets and exceed the target level of 12%. •The ending cash & investment balance of Gold Mountain Golf Course was 4.7% of total planned operating expenses (excludes capital) which is below the target level of 12%. Changes have been implemented with the execution of new management contracts which are anticipated to continue to improve the operating performance of the golf course. The 2009 budget reflects that expectation and while still not at target levels - demonstrates improvement. •The Contingency Reserve Fund is budgeted to end the 2008 year with a balance of $1,704,199 which meets and exceeds minimum fund level of $1,000,000. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Enticing New Development and Retaining Existing Businesses, With a Focus on the Downtown Regional Center InitiativeOutcome Conduct a review of progress Application of appropriate tax made on B&O Tax revisions Report completion and Council approval of strategies to attract and retain 2009 initiated in 2007 and recommend presentation to Council recommended changes business further actions – next steps Efficient, Accountable and Financially Responsible City Governance InitiativeOutcome Assure growth related costs are Review and recommend property shared with Report completion and Council approval of 2009 implementation of impact fees presentation to Council recommended changes developments creating City growth. ïëð Efficient, Accountable and Financially Responsible City Governance (cont) InitiativeOutcome Minimum debt service coverage of the combined Numerical Value Annual utility systems of at least 1.5% Ending cash and investment balance in the General Fund of no less Numerical Value Annual Annual operating budget that than 8.5% of total planned demonstrates compliance with operating expenses Protect the financial health and adopted Financial Goals and Ending cash and stability of the City Policies investment balances of no less than 12% of total planned operating Numerical Value Annual expenses for Gold Mountain Golf, Water, Wastewater and Stormwater Utilities Balance of at least $1,000,000in the Numerical Value Annual Contingency Reserve Fund Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Review and Update Accurate, concise, and easily Revised and updated Administrative Policies & accessible guidance on City Approval of Updates 2009 policies and procedures Procedures Manual policies and procedures 2010-2014 Budgetary Considerations: Other than normal cost of living increases and changes of ongoing projects, there are no significant changes to funding requirements anticipated in future years. Expansion of City departments’ archiving/imaging programs to include web based presentation and implementation of state certification of permanent records are likely to take several years of concerted effort to accomplish. However this work will meet the state certification requirements while physically decreasing on and off site storage of records. This is anticipated to provide efficiency and cost benefits in the future. ïëï CITY ATTORNEY'S OFFICE General Fund Mission Statement and Function Description: The mission and function of the City Attorney's Office is to provide quality legal services for the City of Bremerton, including but not limited to: the oversight of the prosecution of all criminal violations of the Bremerton Municipal Code, the limitation and reduction of liability exposures, and to provide legal advice to the Mayor, City Council, and all departments of the City. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel346,234411,253443,578481,560 Supplies, Services & Taxes214,527247,778308,522251,894 Capital Expenditures0000 Debt Service0000 Transfers0000 TOTAL560,761659,031752,100733,454 Staffing Level3.003.753.7753.775 Budget and Program Highlights: The Charter and Bremerton Municipal Code direct that the City Attorney shall be the legal advisor of the City and represent the City in all legal matters involving the City including, but not limited to: • Serve as legal counsel to the City Council and Mayor and advise department heads, employees, advisory bodies, committees, and commissions on the interpretation of state, local and federal law. • Represent the City in civil litigation and administrative proceedings in which the City is either a plaintiff or defendant. • Administer all legal services as required for the City, managing and coordinating all civil litigation matters, and representing the City’s legal position in judicial and administrative forums. • Oversee the policy direction of the Kitsap County Prosecutor’s Office in the execution of its contract with the City to provide misdemeanor prosecutions for violations of the City Criminal Code. • Approve contracts and Council Agenda Bills, and provide representation at all Council meetings. • Provide legal support and guidance on City actions and general policy development considerations of City officials. • Draft and review City Codes, ordinances, contracts, agreements, easements, deeds, and other legal documents. Recent Accomplishments: • Successfully litigated several cases in State and Federal courts involving negligence, civil rights, and LUPA actions • Trained for and assumed more responsibility for labor related legal issues • Worked with City staff preparing and processing significant annexation petitions • Participated as Leadership Kitsap Board Member • Organized and facilitated Russian Delegation visit • Assumed transfer of asset forfeiture program from Kitsap County • Successfully litigated in Superior Court, a significant asset forfeiture case • Coordination of various real property transactions ïëî Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Updated and new Provide legal support for City Draft and review all new Council and Mayor ordinances and policies Ongoing Strategic Priorities legislationapproval adopted and implemented InitiativeOutcome Effective, Efficient Limit/reduce liability Project Ongoing Legal Representation representation of the City exposureaccomplishment InitiativeOutcome Maintain a comprehensive Cost efficient and effective Limit/reduce liability Project Ongoing litigation program litigation program exposureaccomplishment 2010-2014 Budgetary Considerations: Generally, the City Attorney's Office future budgetary considerations are minimal. Aside from the unpredictability of outside legal counsel needs and a significant change in City programs, future budgetary forecasts can rely on inflation and the CPI for general increases. Outside counsel costs can only be predicted on a historical basis and with due consideration for the then active lawsuits and claims. This budget item can be fluid based on the level of litigation activity. Additionally, staffing needs should be reviewed annually to ensure appropriate service to City Council, the Mayor and City Departments and to comply with the duties of the City Attorney's Office. ïëí HUMAN RESOURCES General Fund Mission Statement: To provide consistent and timely guidance and direction to management and employees in all Human Resources functions including recruitment, selection, orientation, development and training, labor relations, and to ensure compliance with established policies and procedures, labor contracts and employment laws. Function Description: Human Resource’s primary goal is to design, evaluate, refine and implement legally sound HR policies and procedures that will support organizational goals and fulfill the City’s workplace needs as economic conditions continue to change. The Human Resources (HR) Division provides administrative and personnel services to all departments of the City and acts as a conduit between employees and management. This is accomplished by monitoring compliance with established policies and procedures, labor contracts, employment laws, and by managing the City’s “human resources” to meet the City’s established goals and objectives. HR is responsible for providing support to employees and management by performing the centralized functions of recruitment, selection, orientation, benefits enrollment and administration, development and training, and labor and employee relations, including contract negotiations and administration. HR also serves as a resource in assisting administrative and managerial personnel in managing, motivating, and disciplining employees effectively, and assuring compliance with all legal requirements such as the Civil Service Code through the Civil Service Officer and Civil Service Commission, Bremerton Municipal Code, RCW, Equal Employment Opportunity, Fair Labor Standards, ADA, FMLA, and Collective Bargaining Laws. Human Resources are also responsible for payroll payment processing and administration. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel259,889342,614373,852304,710 Supplies, Services & Taxes89,25079,403120,326209,893 Capital Expenditures0000 Debt Service0000 Transfers0000 TOTAL349,140422,017494,178514,603 Staffing Level4.004.004.003.00 Budget and Program Highlights: Employment and Recruiting - Recruitment, testing, interviews, etc. Training and Development - Orientation, general employee/supervisory training, performance appraisal program, Sexual Harassment Awareness and Prevention, etc. Compensation - Wage and salary administration, job descriptions, job evaluation and analysis, payroll interface, salary surveys Benefits-Leave policies and administration, insurance benefits administration, pension and deferred comp administration, unemployment appeals Employee/Departmental Services - Employee benefits/status changes, problem troubleshooting for departments, counseling, pre-retirement planning Employee and Organizational Relations - Disciplinary procedures oversight, exit interviews, union/labor relations including negotiation of contracts and contract administration/interpretation, oversee grievance/arbitration issues, employee communications, EEO and labor law compliance at the Federal, State and local level ïëì Payroll -Process payroll for all departments including vendor payments for benefits, deductions, W-2 processing, etc. Personnel/HR Records - Personnel/HR recordkeeping, hiring/promotion/transfer/separation processing, evaluations, COLAS, step and longevity increase tracking/processing, deferred comp administration/tracking, payroll deduction paperwork, etc. Health and Safety - Pre-employment physical and drug testing, return to work (Fitness for Duty) coordination with Risk Management, random drug testing administration for CDL license holders, FMLA administration/tracking, and COBRA administration/tracking Strategic Planning - HR forecasting/planning, succession planning Recent Accomplishments: • Expanded Wellness program to include special “walks”, cholesterol/blood glucose screening, and provided blood pressure kits for each building • Expanded Web Entry (Electronic timesheets on line) and Web Approval for payroll processing • Planned and coordinated the 2nd Employee Recognition Award breakfast • Expanded Orientation for new hires/developed a new, more comprehensive Orientation Manual • Created a more streamlined and documented hiring process • Leveraged advertising budget by utilizing alternative (BKAT, Craigslist, City’s website) as well as traditional methods • Better coordination of all disciplinary actions between Human Resources, City Attorney's Office and departments has resulted in positive outcomes for the City Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Labor negotiations with all four Contracts ratified by the Progress made during Contracts ratified 2009 (4) bargaining units bargaining units/City negotiations InitiativeOutcome Web Entry Payroll and on-line All Departments using Web All depts. on-line Completed 2009 approvalsEntry/On-line approvals InitiativeOutcome Improved health of City Increased participation Events/Programs Expanded Wellness Program 2009 employees Offered InitiativeOutcome Allow employees to change To reduce amount of time Usage by City personal information/view pay, HR must spend answering employees once in Employee Access Program 2009 etc. from any in-house/outside easily accessed place computer information and questions 2010-2014 Budgetary Considerations: • With the deletion of the CS Officer/HR Assistant position, HR staff (excluding payroll) was reduced by 33% no with reduction in workload. For the 2010 budget bring staffing back to the 2008 level by the addition of position to handle administrative/clerical work as well as benefits coordination, thereby freeing up both the HR Manager and HR Analyst to perform the necessary more critical, complex tasks. • Re-fund the Temporary position each year to assist in performing routine clerical duties such as filing, data entry, etc., thereby freeing the remainder of staff for more complex assignments. • Educate and work with the unions to add Medical Savings Accounts with high deductible medical coverage, and increase deductibles and co-pays as options to reduce medical premium costs. • Restore adequate funding in future budgets for severely reduced or eliminated HR programs and categories such as Professional Services, Advertising, Training, and the Employee Recognition Breakfast under the Miscellaneous category . ïëë COMMUNITY DEVELOPMENT General Fund Mission Statement: Work with our community to make Bremerton a place of sound social, economic and physical health by providing collaborative planning processes and responsive development services to achieve the community’s desired future. Function Description: The Department functions include: leading citywide and neighborhood planning for growth and development, conducting environmental planning, administering land use and environmental codes, performing plan review and inspections, providing public information on community plans and development rules, pursuing annexations consistent with growth plans, insuring compliance with land use, building and nuisance codes, supporting urban design initiatives and project reviews, providing program administration for CDBG and HOME program activities, and providing administrative and technical support for the Hearing Examiner, Planning Commission, Design Review Board, and Arts Commission. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel855,239856,9811,105,825933,447 Supplies, Services & Taxes127,546209,132352,684269,701 Capital Expenditures00 Debt Service00 Transfers17,50017,50017,50017,500 TOTAL1,000,2851,083,6131,476,0091,220,648 Staffing Level13.0013.0013.0010.00 Budget and Program Highlights: Current Planning. The Current Planning division is responsible for assisting the public by providing information regarding land use codes and permit applications, reviewing building permits for compliance with applicable land use requirements, and interpretation and application of multiple City and State regulations. The Current Planning staff administers the recently adopted Zoning Code, and continually monitors how well the Code works and initiates needed revisions. Current Planners also participate in drafting new development standards and urban design guidelines during various sub-area planning processes. Building. The Building division is responsible for the administration and enforcement of the International Building, Fire, and Mechanical Codes and the Uniform Plumbing Code as adopted by the State of Washington and the City of Bremerton. These functions involve reviewing building plans, providing information to the public, coordinating with other departments and agencies, issuing permits, and conducting project inspections. Long-Range Planning. Facilitating public involvement in planning for the City’s healthy future is the main responsibility of the Long Range Planning division. Staff will coordinate with staff from Kitsap County on regional growth issues such as assignment of unassociated Urban Growth Areas (UGAs) to Bremerton and the development of Urban Growth Area Management Agreements (UGAMAs). Staff will continue to implement the strategies identified in the 2004 Comprehensive Plan that calls for the preparation of detailed sub-area plans for identified growth centers. Code Compliance. The City Council enacts local rules for land use, property maintenance, and building safety. The Code Compliance section helps insure that property owners adhere to these rules for development and use of property. CDBG/HOME. The CDBG/HOME division administers federal HUD-funded CDBG and HOME grants. This includes conducting the annual allocation process, providing technical assistance to applicants and grantees, contract monitoring, and reporting to HUD. The program coordinates capital projects and is coordinated with the City’s Comprehensive Plan. The division is also responsible for the City’s Rehabilitation Loan and Down ïëê Payment Assistance Programs. Recent Accomplishments and 2008 Initiative Status Recaps: • Completed 3,200 acre Annexation in the South Kitsap Industrial Area • Ran the public process for the Manette Sub Area Plan and developed plan alternatives. • Received a $125,000 grant from CTED. The funds were used to work collaboratively with the Bremerton School District to select potential sites for a new west-side middle school and look for opportunities to co- locate that facility with another community resource. • Worked cooperatively with Kitsap County for the countywide effort to inventory the shorelines in preparation for the Shoreline Master Program Update. • Worked through the Kitsap Regional Coordinating Council’s Planning Directors Forum and KEDA Subgroup to identify ways to improve permit processes. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Distinctive Growth, with Viable Neighborhoods and Centers that Provide Greater Choice and Convenience InitiativeOutcome Implement Comprehensive Plan Develop Charleston Sub-Area Plan Sub-Area Plan completion Council Approval 2009 expectations InitiativeOutcome Passage of Joint Resolution with Kitsap West Bremerton Council Approval 2009 County Passage of Joint Navy Yard City Resolution with Kitsap Council Approval 2010 Develop Urban Growth Area County Management Agreements Passage of Joint (UGAMAs) East Bremerton Resolution with Kitsap Council Approval 2010 County Passage of Joint GorstResolution with Kitsap Council Approval 2010 County InitiativeOutcome Complete Shoreline Inventory Report 2008 Inventory Adopt a Comprehensive Shoreline Required by State Law, GMA Master Program Expectation Code Development Draft Plan 2010 Adoption of Plan Council Approval 2011 InitiativeOutcome Implement Comprehensive Plan Develop SKIA Sub-Area Plan Sub-Area Plan Adoption Council Approval 2010 Expectations InitiativeOutcome Develop Manette Neighborhood Implement Comprehensive Plan Sub-Area Plan Council Approval 2008 Center Sub-Area Plan ExpectationsCompletion InitiativeOutcome During the annual comprehensive Adoption of Land Use planning process examine centers Update Land Use Map Council Approval 2009 Map designations Quality Housing, with Broader Choices InitiativeOutcome Review expansion opportunities Encourage investment in multi- Manette Neighborhood Recommended Action 2008 for the Multi-Family Tax family housing by reviewing tax Center Sub-Area Plan Presented to Council ïëé Abatement Program abatement expansion Recommended Action opportunities with the adoption Charleston Sub-Area Plan 2009 Presented to Council of each sub-area plan InitiativeOutcome Work with BHA, KCCHA, and Improved Quality of Housing Completion of HUD to Redevelop the Anderson Redevelopment Plan 2011 and Neighborhoods Redevelopment Cove Neighborhood 2010-2014 Budgetary Considerations: During 2008 the City experienced reductions in development activity, and as such Community Development did not meet our revenue expectations, however, DCD was able to make up for the revenue shortfalls by maintaining two position vacancies (Senior Planner - Current Planning Division and Senior Planner - Long Range Planning). With the current state of the economy it is expected that the trend of reduced development activity will continue into 2009-2010, and therefore the City will experience a decline in permit submittals. Due to these declines, DCD will be maintaining our current vacancies and will be eliminating one of our permit intake staff members (a BDS-I position). It is expected that when the economy changes and there is increased permit volumes again that DCD will need consideration from the Council to add these three positions back to the organization. Even with decreased permit submittals it is anticipated that there is high demand for our services, especially for creating strategic growth plans for the City, and with the staffing levels proposed in this budget it will be extremely difficult to meet these expectations. In the coming years priority will be given to Council-directed, targeted planning projects in neighborhoods and special districts where we have capacity to do this work. Centers planning, including the creation of design guidelines and development standards for each, will consume much of the Long-Range Planning staff. Full update of the Shoreline Master Program and continued development of a Design Review Program, will result in an increased workload and it may be difficult to achieve these goals with our current staffing levels. Support from the Council for the hiring of outside consulting firms to aid in the development of sub-area plans and scientific reports (such as that required for the Shoreline Master Program Update) will help leverage our existing staff to meet all the GMA expectations. On a technical side, expanded capacity of the GIS, LIS, City web site and other information technology systems will benefit operational efficiency, our ability to review land information for permit review, and provide enhanced customer service in a period of reduced staffing levels. This will entail acquisition of hardware and software as well as user training, as budget priorities allow. In 2009 it is proposed to acquire the necessary software to add online permitting to our capabilities. ïëè MUNICIPAL COURT General Fund Mission Statement: The Bremerton Municipal Court aims to fully and fairly hear every individual who has business before the Court. Everyone appearing in Court or in the clerk’s office shall be treated with courtesy, dignity and respect. We are honored to serve the citizens of Bremerton and others who have court business here. Function Description: The Bremerton Municipal Court is a court of limited jurisdiction for the City hearing cases involving alleged violations of City ordinances and State misdemeanor statutes, traffic, parking infractions, photo enforcement infractions, requests for orders of protection, restitution hearings and hearing examiner appeals. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel664,512699,007820,332899,773 Supplies, Services & Taxes224,156397,596427,400480,837 Capital Expenditures0 Debt Service0000 Transfers0000 TOTAL888,6681,096,6031,247,7321,380,610 Staffing Level10.0010.0010.0011.00 Budget and Program Highlights: To fully and fairly hear all cases involving alleged violations of City ordinances and State misdemeanor statutes, parking and traffic infractions, requests for orders of protection and hearing examiner appeals Justification: •Mission and Function Implementation: •Expand current staffing levels and service contracts to account for new photo enforcement initiative •Provide training to judicial position and staff to ensure quality customer service Manage all available options and resources to expand jail alternatives reducing the use of costly incarceration Justification: • Preferred by statute •Most cost efficient •Available options offer rehabilitation that is proven to reduce recidivism •Available resources are therapeutic vs. punitive and have been proven to reduce recidivism Implementation: •Increase current staffing levels by one Legal Technician I •Provide training to judicial position and staff to insure most current and proven programs and techniques are being utilized Continue with current levels of budgeted pro tem dollars to ensure the movement of all cases toward early, efficient and just disposition Justification: •Continued need for pro tem judicial officer to handle judicial conflicts and affidavits of prejudice •Continued need for pro tem judicial officer to enable presiding judge to fulfill his obligation of various committee assignments for the District and Municipal Court Judges Association •Continued need for pro tem judicial officer to allow for presiding judge to fulfill administrative and management duties at the Bremerton Court as mandated by Supreme Court Rules ïëç Implementation: •Continue to provide pro tem for contested infraction calendar and other judicial conflicts Provide continuous training and education to judicial officer and staff to ensure a high level of competency and efficiency Justification: •Legislative changes and technology advancements necessitate continued training to provide access to justice to the public and adjudication of criminal matters in a just and timely manner Implementation: •Attendance and participation in Judicial, Court Management and Presiding Judge Conferences • Attendance and participation in classes offered by the National Center for State Courts •Provide applicable software and equipment training to both judicial officer and staff Implement both technological and programmatic initiatives to increase efficiency and access to justice Justification: •Improved services by utilizing existing technology to support courtroom personnel •Better utilization of staff resources and space Implementation: • Continue with computer terminal at Prosecuting and Defense Attorney’s station to utilize state supported docketing software •Research options and feasibility of providing strategically placed kiosk for public accessibility of state supported software • Continue to provide support for the photo enforcement kiosk in the Municipal Court Lobby Provide a secure courtroom for the process of criminal cases that protects litigants, witnesses, spectators and court personnel Justification: •Instill public confidence and trust in the judiciary process •Protect the litigants, witness and spectators during all court proceedings •Protect the defendants’ civil rights and due process • Protect court personnel in the administration of duties in the judicial process •Access to Justice issues - ADA requirements Implementation: •Continue to develop and implement security initiatives for courtroom and clerk’s office • Continue to work with Home Detention Officer and Security Officer to improve daily logging of security issues and monitoring of activity at the Municipal Court • Install an interior and exterior camera system that allows for the monitoring of court facilities Provide permanent working space for judicial officer(s) and staff Justification: •Current judicial and clerk workspace is temporary by design •Jury room is currently utilized as a waiting room for court and second courtroom in addition to Jury usage •Access to Justice issues - ADA requirements Implementation: •Work closely with City council to develop design, build and transition into permanent court facility •Work closely with internal customers to ensure adequate public spaces such as lobby, Public Defender Interview Space Recent Accomplishments: • Supporting the City Council’s goal to improve accessibility of city services through the implementation of technology, the court will continue to research the feasibility of establishing a public computer terminal for accessing court documents. • Installation of the public kiosk that allows for the viewing of photo enforcement violations. • Supporting the Mayor’s goal to move the court to a new facility, the municipal court moved into the property at 900 Pacific Avenue until a permanent solution can be finalized. ïêð • Under the direction and with the support of the City Council, the Municipal Court worked with other city departments to bring Photo Enforcement to the City of Bremerton. This initiative began impacting the daily operations of the court in April of 2008. • Providing a fully functional second courtroom that is utilized for various court hearings. This enables the Municipal Court to meet it’s goal to fully and fairly hear all cases involving alleged violations of City ordinances and State misdemeanor statutes, parking and traffic infractions, requests for orders of protection and hearing examiner appeals in a timely manner as prescribed by law. • Senior Legal Technician completed her national certification with the National Center for State Courts in November of 2008. • The Court collaborated with the City to arrange to have offenders serve their jail time at a jail facility in Forks, resulting in the City saving jail expenses. • The Court has expanded its use of breath testing for pre trial and post conviction/sentencing conditions to better protect the community without as much incarceration. Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Provide a court friendly Construction and relocation of Relocation of Personnel Opening of permanent environment and Improved 2010 court facility and Equipment Facilities for Operation Service Provision capability InitiativeOutcome Court Management will be a Court Management Certify Court Management certified with the National attendance of Core classes through the National Center for Certification 2010 Center for State Courts as required for Court State Courts Management Program InitiativeOutcome Each defendant appearing before the Court/clerk’s office Each case coming before No case will be Increase current staffing and range the clerk’s office will be treated the court will be heard in a dismissed due to lapse 2009 of court/clerk services with courtesy, dignity and timely manner. of trial time. respect. 2009-2014 Budgetary Considerations: Over the next five years the Bremerton Municipal Court anticipates several staffing needs. With the expected increase in the number of defendants who need additional attention and supervision, a second probation officer who has skills in testing and assessing risks and needs is anticipated, especially in light of the 2007’s initiative and goal to have each defendant who has a domestic violence charge be given an assessment opportunity prior to being sentenced. As we design and build the new court facility, space will need to be considered. Additional clerical staff should be anticipated to match the new police officers and the increase in filings that the Municipal Court has seen over the last three years. While we continue to watch them increase, we will need to monitor our staffing levels to make sure that we are continuing the excellent level of service the community of Bremerton deserves. Additionally, the court will continue to pursue job parity increases within job descriptions. It is important to recognize the need to hire and keep qualified staff. Keeping wages competitive with other courts of the same size will increase our ability to do this. Revenue streams can have wide year-to-year fluctuation as a result of entity policy, policy activity and emphasis, and judicial changes. Unless these factors remain constant, a trend analysis is very difficult to analyze. However, current judicial time easily exceeds 110%. With anticipated growth of citizenry and police presence in Bremerton, a part-time judicial officer should be on council’s radar for the very near future. Indeed, if the courthouse could accommodate a part time judicial officer at this time, we would be asking for council approval immediately (2009) to fill this need. Council should anticipate a corresponding need to increase Prosecutor and ïêï Defense Attorney services for the same reasons. Again, as we design and build the new court facility, these increased space needs should be anticipated. ïêî CITY AUDITOR General Fund Mission Statement: As defined by the Institute of Internal Auditors, Internal Auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Function Description: The Charter for the City of Bremerton requires that the city have an auditor and audit committee. The City Auditor’s Office conducts financial, compliance and performance audits to assure citizens, elected City Officials and management that municipal departments are utilizing resources in an effective and efficient manner. The audits are conducted in accordance with government auditing standards. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel114,972127,480138,556150,655 Supplies, Services & Taxes8,72916,46920,21220,212 Capital Expenditures00 Debt Service0000 Transfers0000 TOTAL123,701143,949158,768170,867 Staffing Level1.201.201.201.20 Budget and Program Highlights: • Annual work plan of department and program audits is approved by the Audit Committee • Perform other special audits or projects as approved by the Audit Committee • Provide assistance to City Departments and City Council as requested, and approved by the Audit Committee Recent Accomplishments: • Completed compliance and performance audits of various funds and accounts as posted on the city web page Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Financial, Compliance Perform operational audits and Increase Citywide efficiency Annual Work Planand Performance audit Annual reviewsand effectiveness reports 2010-2014 Budgetary Considerations: Continue departmental and/or fund audits on a rotating basis ïêí LAW ENFORCEMENT General Fund Mission Statement: The primary mission of the Bremerton Police Department is to coordinate and lead the efforts within the community to preserve the public peace, protect the rights of persons and property, prevent crime and generally provide service to the citizens of Bremerton. The Department serves the people of Bremerton by providing Law Enforcement service in a professional and courteous manner and it is to these people that the Department is ultimately responsible. Function Description: The Bremerton Police Department is responsible for the maintenance of public order, responding to incidents of criminal activity, traffic control, criminal investigations, crime prevention, Homeland Security issues and other related public services. The Chief of Police and all Officers under his direction are tasked with enforcement of all Federal Laws, Washington State Laws and City of Bremerton Ordinances within the boundaries of the City of Bremerton. 2009 Objectives: The Bremerton Police Department’s objective is to provide quality, base-line service to the citizens of Bremerton. While still below the national average of 2.3 officers per thousand, our 2009 staffing level will cause us to concentrate our resources to first responders with our priority focused on 911 response as well as a focused approach to policing, such as ProAct Team enforcement of troubled areas. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel6,651,2017,457,7308,204,1148,063,798 Supplies, Services & Taxes2,128,9572,530,5942,582,9775,302,231 Capital Expenditures156,882105,939175,57249,600 Debt Service00 Transfers00 TOTAL8,937,03910,094,26310,962,66313,415,629 Staffing Level78.0083.0083.0080.50 Budget Accounts and Program Highlights: Administration Provide Administrative oversight and support service in areas that include, but are not limited to the following: • Budgeting • Policy and Procedures • Resource Allocation • Personnel • Grant preparation and tracking • Records Management • Front Counter Services • Warrant / Subpoena / Protection Order Service • Community Outreach and Education • Fingerprinting • Public Disclosure • Concealed Weapon Permits • Criminal Records Checks ïêì Investigations The General Investigations Unit is responsible for the on-going investigative follow-up of felony crimes as well as: • Investigation of crimes against persons and property • Apprehension of offenders • Development of intelligence information • Cultivation of informants • Creating and maintaining cooperative and effective working relationships with other Law Enforcement agencies and the Kitsap County Prosecutors office • Location of missing persons • Recovery and return of stolen property • Assist crime victims • Case management • Crime scene management Crime Scene Investigation involves the use of scientific methods, physical evidence, deductive reasoning, and their interrelationships to gain explicit knowledge of the series of events that surround the commission of a crime. The Crime Scene investigators are detectives assigned to the Investigations Unit. Their responsibilities include but are not limited to the following: • Collection of evidence • Storage of evidence and found property • Processing for latent prints • Processing for DNA evidence • Processing for fibers • Sampling for fluids • Photography • Scene sketching Patrol The Operations Division of the Police Department consists of the largest number of employees. The primary mission of the Operations Division is to provide “first responder” services to the citizens of Bremerton to preserve and protect life and property while being the “front line” of communication with the citizens of Bremerton. •: K-9 UnitProvide K-9 units to enhance the ability to capture criminal suspects in otherwise dangerous/hazardous situations. To allow for the detection of illegal narcotics to stop the proliferation of drug trafficking in the community. • A School Resource Officer:proactive program in which a police officer is the Police Department liaison to the School District and has direct contact with the school administrators on a daily basis. This program provides juvenile crime follow up and intervention in all Bremerton schools. This is partially funded by the School District. • Bike Patrol:Provides a street level interaction in a community friendly format that gives greater mobility, accessibility and deterrence as well as a proactive approach to community problem areas. This unit is operational when patrol staffing levels permit. • Water Safety Unit:Provide marine patrol service on Kitsap Lake when patrol staffing levels permit. • Reserve Officer Program:Consists of volunteer Reserve Police Officers who assist with special events, transport prisoners and support operational needs as required. • Explorer Program Mentors:The Operations Division provides Mentors and Advisors for this program involving youth 14 to 21 years of age. • Firearms Training Unit:Provides up-to-date real training to prepare officers for critical incidents such as active shooter incidents, officer rescue etc. • Defensive Tactics/Use of Force Training Unit:Trains officers in the use of force and techniques for gaining control of offenders with the least amount of force needed while maximizing officer safety. • Bomb Unit:One officer from the department is trained in bomb identification and disposal. He works in conjunction with the State Patrol Bomb unit for Kitsap County wide shared coverage. • SWAT:One officer participates on the Kitsap County SWAT team as part of a multi-agency shared effort to provide Swat service to all agencies in the county. ïêë • A Chaplains Unit:volunteer unit used for all critical incidents to provide care and comfort to the citizens of Bremerton. This all volunteer program also provides assistance to Officers. Special Operations Group The Special Operations Group (SOG) is responsible for the investigation of drug and vice-related crime. This group of Detectives works closely with our Operations Division as well as the West Sound Narcotics Enforcement Team (WestNET) and the Drug Enforcement Agency (DEA) to effectively reduce/eliminate the manufacture, sale and use of illicit drugs in the City of Bremerton. The Special Operations Groups has also formed partnerships with the Naval Criminal Investigative Service (NCIS) and the Department of Corrections to better coordinate operations through information and resource sharing. Property & Evidence This unit is charged with intake, custody control, tracking, lab testing, inventory, auditing and disposal of the evidence and found property stored at the police department. The evidence and property room currently stores in excess of 18,000 items. Community Resources The objective of this program is to create partnerships between the Police Department and the Community, emphasizing crime reduction and/or prevention. Services provided include but are not limited to the following: • Creation and support of Block Watch Programs • Landlord Notification Program • Landlord/Tenant Training • Explorer Program • Nuisance Property issues • Special Event Coordination • Crime Statistics • Support for Traffic Safety Task Force • YWCA ALIVE Program • General Community Outreach Explorers The intent of Law Enforcement Exploring is to educate and involve youth in police operations, to interest them in possible Law Enforcement careers (police officer, police dispatcher, corrections officer, prosecuting attorney, crime lab technician, etc.). The Law Enforcement-Exploring program has three main themes that all goals and objectives must provide for. These are: • To further the Explorer’s education. • To encourage the Explorer’s participation in a rewarding and productive service activity. • To enhance the Explorer’s preparation for future roles as citizens, community members, leaders, and in future law enforcement careers. Traffic Unit The mission of the Traffic unit is to create safe streets with reasonable traffic flow. To educate the public and enforce traffic safety laws. Investigate criminal traffic violations and prepare cases for prosecution resulting from cases such as; vehicular assault, reckless driving, driving under the influence and vehicular homicide. To monitor, educate and enforce the laws as set forth in RCW Title 46, Motor Vehicles. To work in partnership with Engineering to create common sense traffic solutions to complex traffic issues. To provide professional, technical, collision investigation and reconstruction for critical incidents as they occur. This is accomplished by three assigned traffic officers. Additional functions include: • Motorcycles:This is comprised of two officers operating motorcycles on varying schedules to address traffic enforcement issues. They are used as manpower allows. • Fatality Investigations:All traffic fatalities in the City are investigated by the Traffic unit. This includes in- depth scene analysis, event reconstruction, and follow up investigations. Detailed reports and information are generated for review by the City to determine liability and need for safety related changes. • DUI Emphasis:The traffic unit participates in traffic safety programs to include monthly Kitsap County wide DUI emphasis patrols. • DRE Enforcement: One Traffic Officer is state certified as a Drug Recognition Expert. • Traffic Safety Programs:Traffic officers work with the Washington State Traffic Safety Commission to provide quality training and enforcement in programs such as: • Passenger Restraint Enforcement ïêê • School Zone Enforcement • Traffic Trailer Utilization • Pedestrian Safety • Education and Outreach Programs • Photo Enforcement Off Duty-Contracted This fund provides for the cost of providing off-duty Police Officers services to private businesses and organizations via contractual arrangements with the City of Bremerton. Reimbursements for these expenditures are shown on the revenue side of the budget. Home Detention The objective of this program is to provide an alternative to incarceration. Although there are costs associated with this program, it produces savings for the City by eliminating per diem incarceration costs when utilized by Bremerton Municipal Court. Care/Custody of Prisoners This fund provides for incarceration costs as well as costs associated with medical care and prescription drugs for prisoners. Central Dispatch Services Central Communications (CenCom) provides call taker and dispatch service for the Bremerton Police Department. In addition, CenCom responds to inquiries relating to vehicles and wanted person’s information, warrants, as well as information relating to Domestic Violence Orders and No Contact Orders. Recent Accomplishments: •Implemented Red-light photo enforcement • Began implementation of a technology grant award for county wide public safety valued at $3,655,482. • Homeland Security funding provided for 27 new portable radios, valued at $40,399, for first responders. • Initiated proactive patrol operations as a focused approach to policing • Contracted a supplemental jail contract in order to help mitigate ever increasing costs • Certified all first level supervisors and command personnel in Incident Command System 101 • Certified all first level supervisors and command personnel in Incident Command Initial Action Incidents 200 • Hired 4 police officers to fill vacant positions • Selected and trained 2 General Investigation Detectives to fill vacancies • Selected and trained 2 Detectives to fill SOG vacancies • Implementation of the Chronic Nuisance Property Ordinance • Purchase of Multiple Interactive Training Simulator from grant award of $64,000. • Received grant award of $30,000 for Automated License Plate Recognition Program • Increased participation in Community Block Watch Programs • Implementation of a Critical Incident Management Team • Development and upgrade of property room protocols • Awarded Traffic Safety Grant award of $45,000 for police motorcycles • Enhanced community communications and information distribution through improved website. • 1% for the arts project completed and installed at the police department. • Incident Response Vehicle added to fleet with assistance of a grant award of $19,000. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Safe, Healthy, Livable Neighborhoods InitiativeOutcome Continue the improvement of PatrolYearly Average Response service delivery by the criminal Achieve Adequate Base Level Times Under 4 Minutes Numerical Value Annual justice system of Response by Patrol Officers for Priority 1 and 2 Calls ïêé to 911 Calls Yearly Average Response Times Under 5 Minutes Numerical Value Annual for Priority 3 and 4 Calls At Least 720 Cases Investigations Assigned for Investigation Numerical Value Annual Increase Investigative Per Year Examinations of Cases That At Least 80 Man Hours of Might Not Normally Be Cold Case Homicide Numerical Value Annual Assigned to Detectives Investigations Per Year Traffic Law Enforcement Improve Safety in At Least 2,500 Traffic Neighborhoods and Reduce Numerical Value Annual Citations Per Year Collisions in High Accident Locations 2010-2014 Budgetary Considerations: The Police Department’s planning has been based around rebuilding an eroded police force whose staffing level had been allowed to lag significantly behind the national average and our neighboring Kitsap County municipalities. This has hindered Bremerton in providing the level of law enforcement service expected of a first class City by its citizens. The staffing deficit had been reduced in the two previous budget cycles. 2009 will prove a challenge as the state of the economy required a regression and realignment in Police Department staffing. Future City population growth needs to be matched by a corresponding increase in staffing, at the ratio of two officers per thousand, in order to provide the desired police coverage. More people bring more calls for service. Large annexations need special consideration to avoid overwhelming the available police resources. Pre-hiring of officers has been adopted by many municipalities so they can meet the sudden increase in work load, on the annexation date, with adequate manpower. Staffing levels are predicated on impacts of Bremerton’s re-development, annexation and population growth. Re- development and annexation calls for new patrol districts and re-thinking or developing our policing strategies in support of a more proactive response to citizens’ needs. In 2008 the Bremerton Police Department worked diligently towards this goal but it often took a back seat to regular patrolling methods due to staffing issues. Open common areas like the Harborside Park, the marina expansion, the added boardwalk, new condominiums and retailing businesses come with an expectation of community safety through a very visible law enforcement approach/strategy rather than just responding to 911 calls for service. The Police Department needs to be varying and fluid in its ability and approach to addressing ever changing crime trends and problems. Policing cannot solve the problems of increasing crime unless supplemented by preventive measures. Preventive measures start with the increase in staffing levels that allow the Department to fully staff each shift and unit of work each and every day; provide a proactive uniformed response by utilizing bike patrols; implementing methods to combat street crimes; and keep the ability to target problem areas without sacrificing staffing levels from regular patrolling districts and traffic unit responsibilities. We must plan for the future or we will be subject to continued resource shortages that result in no significant gain in reducing crime and its unrelenting negative impact on the Bremerton community. The City of Bremerton has one of the highest violent crime rates per thousand population of any city in the State of Washington. Since there is truly a commitment to improving the quality of life in Bremerton, its law enforcement must be given the resources to maintain a proactive posture in its policing approach. Adequate staffing levels will play a significant roll in allowing the Bremerton Police Department to address Bremerton’s ever present criminal elements, and play a lead role for providing a safe and secure community for our citizens. ïêè POLICE DEPARTMENT BUDGET BREAKDOWN 20082009 BUDGETBUDGET ADMINISTRATION Personnel898,230952,807 Supplies & Services1,182,896962,024 TOTAL EXPENDITURES 2,081,1261,914,831 FTE109 INVESTIGATION Personnel1,094,4691,069,969 Supplies & Services38,72041,280 TOTAL EXPENDITURES 1,133,1891,111,249 FTE1110 PATROL Personnel4,732,9754,639,592 Supplies & Services171,589148,076 TOTAL EXPENDITURES 4,904,5644,787,668 FTE4544 PROPERTY & EVIDENCE Personnel120,773128,730 Supplies & Services24,38022,010 TOTAL EXPENDITURES 145,153150,740 FTE44 SPECIAL OPERATIONS UNIT Personnel741,716556,858 Supplies & Services43,66038,400 TOTAL EXPENDITURES 785,376595,258 FTE88 COMMUNITY RESOURCES Personnel76,48782,006 Supplies & Services45,66637,490 TOTAL EXPENDITURES 122,153119,496 FTE11 FACILITIES Supplies & Services84,75093,200 TOTAL EXPENDITURES 84,75093,200 ïêç POLICE DEPARTMENT BUDGET BREAKDOWN 20082009 BUDGETBUDGET TRAFFIC UNIT Personnel403,647451,111 Supplies & Services8,50010,500 TOTAL EXPENDITURES 412,147461,611 FTE33 HOME DETENTION Personnel80,317127,225 Supplies & Services36,61537,400 TOTAL EXPENDITURES 116,932164,625 FTE11.5 EXPLORERS Supplies & Services4,8860 TOTAL EXPENDITURES 4,8860 OFF DUTY - CONTRACTED Personnel55,50055,500 TOTAL EXPENDITURES 55,50055,500 COMMUNICATIONS Supplies & Services336,815335,144 TOTAL EXPENDITURES 336,815335,144 CARE & CUSTODY OF PRISONERS Supplies & Services604,500837,920 TOTAL EXPENDITURES 604,500837,920 COPS GRANT PASS THRU Supplies & Services02,738,787 TOTAL EXPENDITURES 02,738,787 CAPITAL Capital Outlay175,57249,600 TOTAL EXPENDITURES 175,57249,600 GRAND TOTAL 10,962,66313,415,629 TOTAL FTE 8380.5 ïéð FIRE/EMERGENCY MEDICAL SERVICES General Fund Mission Statement: The mission of the Bremerton Fire Department is to heighten the quality of life for the citizens of Bremerton in a safe and efficient manner by the prevention of fires, the mitigation of natural and manmade hazards and providing assistance to citizens in the need of emergency services. Function Description: The Fire Department is responsible for protecting the citizens of Bremerton from the adverse effects of unfriendly fires, sudden medical emergencies, hazardous material incidents, and man-made or natural disasters. Major program currently includes fire suppression, emergency medical first response, fire suppression education, code development, public safety education and disaster planning. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel5,618,5996,171,4446,671,0497,117,315 Supplies, Services & Taxes934,133958,673958,579950,115 Capital Expenditures296,5550 Debt Service00 Transfers0020,0000 TOTAL6,552,7327,130,1177,946,1838,067,430 Staffing Level58.0058.0058.0062.00 Budget and Program Highlights: Administration •The Bremerton Fire Department has an administrative staff of four individuals consisting of the Fire Chief, an Assistant Chief, an Office Assistant Senior Specialist and an Office Assistant II. The Administration provides overall direction, coordination and support of the Department’s resources and efforts. Fire Suppression • The Fire Suppression division encompasses a wide range of services involving not only the traditional firefighting role, but also emergency medical response, service calls and first response to HazMat and technical incidents. •The goal of this division is to be on scene within 6 minutes of dispatch. Fire Prevention and Investigation •The Fire Marshal’s Office is a critical element in the total system of fire protection to the community. The office is responsible for: plans review, attending pre-construction meetings, researching codes and providing contractors with all fire requirements for construction, inspecting buildings for final occupancy and helping all contractors understand code requirements. •The office also performs all fire investigations, prepares all criminal reports for the county prosecutors, performs juvenile firesetter intervention and submits all evidence for future prosecution. This is in accordance with International Fire Code #104.10. •The division provides for the enforcement of the International Fire Code as it relates to general fire and life safety practices which are followed in commercial occupancies. This is in accordance with International Fire Code #104.6.2, 105.2.2, 107.2.1 and 901.6. •To attain the division’s goals, the division is staffed with 2 people, one Firefighter/Fire Prevention Officer and one Captain/Fire Marshal. ïéï •The objective of the Bremerton Fire Marshal’s Office is to improve life safety for the citizens of Bremerton, to reduce fire deaths, property loss due to fire, loss of jobs and preserve businesses and revenues within the City. Rescue & Emergency Aid •The EMS Division of the Bremerton Fire Department is responsible for medical/trauma responses, EMS personnel, EMS training (in conjunction with the Training Division), EMS equipment and supplies. There are a total of 17 certified paramedics that provide Advance Life Support and 33 Emergency Medical Technicians (EMT) that provide Basic Life Support. All members of the Bremerton Fire Department are dual function, they respond as both medical technicians and firefighters. •The EMS Division’s objective is to provide the highest quality Emergency Medical Services to the public. The objectives are met with quality training, equipment, supplies and personnel. •EMS Training Objectives are accomplished both in house and externally. EMS is continually evolving and challenging all EMS personnel. WAC 246-976-161 defines the level of training necessary for required continuing education. •Equipment. As in most medical fields there continues to be equipment changes and needs. Bremerton Fire Department’s goal and objective is to continue to stay current with necessary equipment needs. •Supplies: As with any supply issues the challenge is to stay within budget and to maintain a suitable disposable and re-usable supply inventory for any emergency large or small. •Personnel: The main objective for personnel is to provide the highest level of service. Training •The Training Division oversees all training required by the fire department to meet the mission statement of the Bremerton Fire Department. The training is driven by meeting compliance objectives (mandates) as outlined with the state RCW’s and WAC’s as determined by Washington State Department of Labor and Industries 296-305. •Additional training, both internal and external is then blended to enhance the mandated training by using industry standards to achieve these mandates. This type of training is often offered in the form of conferences, seminars and/or guest speakers. •Additional training is offered to enhance career-building opportunities for those members wishing to advance their careers. This type of training is generally college level courses with an emphasis on getting a degree. Facilities •The facilities portion of the budget is to maintain the three City fire stations in Bremerton. These buildings are used to house fire department personnel on a 24/7 schedule 365 days a year. •Maintaining these stations to meet local and state codes allows a healthy/safe work environment for our employees. Maintenance of these buildings includes interior and exterior of the buildings as well as the grounds. Electrical/mechanical systems, plumbing, roofs, paint, doors, appliances/furnishings are all items that require continual maintenance/repairs. •These buildings are designed for a life expectancy of 40-50 years. •Station #1 is a new facility while the other two fire stations are over 25 years old and require continual upgrading to avoid possible costly repairs due to neglect. ALS Billing Services •Bremerton Fire Department’s patient transport billing is accomplished through a contract with Systems Design in Silverdale, Washington. The Bremerton Fire Department has had a working relationship with Systems Design since 1992. •A Medical Incident Report (MIR) is generated for every patient that Bremerton Fire Department transports. Each MIR is inputted into the Fire Department’s data base for statistical, research, billing and reconciliation information. A copy of each transport MIR is sent to Systems Design for processing and billing of insurance companies, Medicare, Medicaid and, if necessary, directly to the patient or residence. By direction of the City and State Auditor’s offices, Bremerton Fire Department staff personnel reconcile and quality assure all accounts each month. At this time a charge of $21 plus postage is billed to the Fire Department for each report processed by Systems Design. •The funds that are collected by Systems Design or receipted at City Hall are deposited in the General Fund. ïéî Central Dispatch Services •Bremerton Fire Department is dispatched through a countywide dispatch service called CenCom (Central Communications). The City of Bremerton has been a partner in the county wide dispatch center since 1976. •The objective of CenCom is to dispatch all life threatening medical and fire calls within 60 seconds of the time the call is received. Recent Accomplishments and 2007 Initiative Status Report: • Contained fires with initial attack to the room of origin 28.4% of the time during 2007. • Provided advanced life support services 88.6% of the time within 8 minutes during 2007. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Safe, Healthy, Livable Neighborhoods InitiativeOutcome Provide Fire Suppression Responses Within 6 79 % as of 9-10-08 Annual Minutes 90% of the Time Decreased Fire Loss Contain Fire With Initial Attack to the Room of 11.8 % as of 9-10-08 Annual Origin 60% of the Time Inspect Once every 2- ½ Continue the improvement of fire Decrease the Incidents of Fire in years All Commercial 50% as of 9-10-08 Annual protection and emergency services Commercial Occupancies Occupancies delivery Provide Basic Life Support Services Within 6 49.57 % as 9-10-08 Annual Minutes 90% of the Time Strengthen the Chain of Provide Advanced Life Survival Support (ALS-Paramedic) 90.5% as of 9-10-08 Annual Services Within 8 Minutes 90% of the Time Efficient, Accountable, and Financially Responsible City Governance InitiativeOutcome Research and Finalize Assure Most Efficient Use of Report and Council Action on Recommendation on Formation of 2009 City Resources Recommendation Recommended Action a Regional Fire Authority 2010-2014 Budgetary Considerations: To replace the (3) LifePak 12 cardiac monitor and defibrillator. This would be funded through the CIP. Purchase emergency generator for Fire Station #1 to operate facility during power outages. This would be funded through the CIP. Purchase breathing air compressor for Fire Station #2 & #3, allowing personnel to stay within their response areas. This would be funded through the CIP or through Fire Act Grant. Purchase video conferencing equipment to allow training with personnel staying in their response areas. This would be funded through the CIP. ïéí FIRE DEPRTMENT A BUDET BREKDWN GAO 20082009 BUDGETBUDGET ADMINISTRATIO N Personnel403,071357,386 Supplies & Services46,09936,177 TOTAL EXPENDITURES 449,170393,563 FTE43 FIRE SUPPRESSIO N Personnel4,166,8464,446,044 Supplies & Services244,713296,544 TOTAL EXPENDITURES 4,411,5594,742,588 FTE3541 FIRE PREVENTION & INVESTIGATIO N Personnel379,575338,757 Supplies & Services56,06339,015 TOTAL EXPENDITURES 435,638377,772 FTE32 TRAININ G Supplies & Services74,62484,330 TOTAL EXPENDITURES 74,62484,330 FACILITIES Supplies & Services92,60594,105 TOTAL EXPENDITURES 92,60594,105 ALS BILLING SERVICES Supplies & Services36,50036,500 TOTAL EXPENDITURES 36,50036,500 RESCUE & EMERGENCY AID Personnel1,721,5571,975,128 Supplies & Services279,792233,110 TOTAL EXPENDITURES 2,001,3492,208,238 FTE1616 CENCOM Supplies & Services128,183130,334 TOTAL EXPENDITURES 128,183130,334 CAPITAL OUTLA Y Capital Outlay296,5550 TOTAL EXPENDITURES 296,5550 TRANSFERS OUT 20,0000 GRAND TOTAL 7,946,1838,067,430 TOTAL FT5862 E ïéì POLICE AND FIRE PENSION General Fund Function Description: The General Fund Police and Fire Pension budget accounts for pension payments for firefighters and law enforcement officers who were hired under the LEOFF 1 Retirement System and Prior Retirement Acts. This program pays for medical premiums, pension and disability payments for law enforcement officers and firefighters hired prior to October 1, 1977 and who are vested in the system. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel2,195,0002,358,300 Supplies, Services & Taxes205,100219,700 Capital Expenditures0 Debt Service0 Transfers0 TOTAL002,400,1002,578,000 Staffing Level Budget and Program Highlights: •Police and Fire Pensionprogram was previously budgeted for in a separate Trust & Agency Fund (Fund 601) from 2004 through 2007. A review of Generally Accepted Accounting Principles (GAAP) guidance revealed that this fund does not properly qualify as a Trust & Agency Fund due to the “pay as you go” nature of the City’s funding of this obligation. Accordingly, the Police and Fire Pension Fund was closed in 2008 and established as a General Fund budget “department”. Transfers out to the Pension Fund were removed from the budget of Non-Departmental - offsetting the addition of the new Police and Fire Pension department in the General Fund. •Record FY 2009 pension expenditures and administer statutory pension benefits for all qualified retired law enforcement officers and firefighters. •Identify and provide the most effective and cost saving program for long-term care. •Continue to monitor the actuarial study data for the LEOFF I population to determine how best to finance future health benefits including a review of insurance coverage for medical expenses and long-term health care. Recent Accomplishments: • Data has been compiled which will provide the basis for continued analysis and review in 2009 on how best to finance future health benefits including a review of insurance coverage options for medical expenses and long-term health care. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Review Actuarial Findings Create a more Predictable Identify Alternative More Effective regarding how best to fund Long-Funding Strategy for Long-term Funding Strategies for Budgeting for Long-2009 term Health Care Benefits for Health Care Benefits for Fiscal Planning term Health Care LEOFF I Members LOEFF I Members ïéë InitiativeOutcome Adoption of the most Cost Review Insurance Coverage for Effective Approach to Achieve Lowest LEOFF I Medical Benefits to Cost Savings in Medical Insuring Medical Possible Annual 2009 Determine the Best Coverage for Benefits Administration Expenses for LEOFF I Medical Benefits Costs the Lowest Cost Members 2010-2014 Budgetary Considerations: The benefit administrator for the Police and Fire Pension program needs to systematically analyze the cost/benefit quotient for spreading long-term care risk between available insurance coverage and direct budgeting from current year expenditures. As this group of retirees’ age, medical and long-term care costs will escalate putting more and more strain on funding for the program. ïéê GENERAL FACILITIES General Fund Function Description: General Facilities Maintenance is a section of the Utilities Operations Division of the Public Works & Utilities Department under the direction of the Utility Operations Manager. This division is responsible for Capital Improvement Projects on City Facilities, which includes remodeling of Fire, Police, Court & Library Facilities. The division is also responsible for the upkeep and maintenance of all City buildings and grounds, other than those in the Parks and Recreation Department. The division is also responsible for Utility (water, sewer, storm) inventory, which includes ordering and receiving equipment and supplies for the Department of Public Works & Utilities. The division is also responsible for the repair of our small miscellaneous equipment, which includes pumps, generators, & saws. The General Facilities activities include maintaining City buildings and properties consistent with sound property management principles. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel90,996172,237136,343188,103 Supplies, Services & Taxes617,430606,221760,618669,967 Capital Expenditures126,105242,911207,1455,000 Debt Service00 Transfers0000 TOTAL834,5311,021,3691,104,106863,070 Staffing Level1.191.161.160.47 Budget and Program Highlights: •Maintain City buildings and properties consistent with property management principles •Manage the custodial services and uniform maintenance contracts •Manage the fire suppression equipment and security alarm contracts • Manage annual elevator and boiler inspections •Manage Facility keys and locks •Manage monthly and quarterly HVAC service and maintenance contracts Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Efficient, Accountable and Financially Responsible City Governance InitiativeOutcome Move Public Works Create More Efficient Working Administration to Oyster Occupancy by Staff 2008 Centralize Public Works & Environment by Centralizing Bay Utilities the Department Move Engineering, Utility Billing and Water Occupancy by Staff 2009 Resources to Oyster Bay InitiativeOutcome Develop City-Wide Energy Plan – Assure Most Efficient Use of Adoption and Energy Plan 2009 All Utilities/Fuel City Resources Implementation of Plan 2010-2014 Budgetary Considerations: Several new City buildings are being added - Naval Museum, Police Station, Court offices, new Fire Station #1, Government Center and Bremerton Harborside. These are, or will be, new structures, so warranties will be used to the greatest extent possible. Preventative maintenance schedules will be developed and implemented for all new buildings in order to maximize their useful life and limit major maintenance. ïéé Public Works and Utilities’ goal is to relocate the Olympus Drive facility to the Oyster Bay facility. The purpose is to consolidate the department under one roof for more efficient operation. ïéè PARKS AND RECREATION General Fund Mission Statement: Bremerton Parks and Recreation is committed to enriching the lives of Bremerton citizens with aquatic, athletic and recreational opportunities for persons of all ages and to provide safe and attractive parks and facilities for play, health and fitness, enjoyment, and celebrations. Function Description: The Parks and Recreation Department provides safe and attractive parks, facilities and programs for the enjoyment of Bremerton's citizens. The Department operates and maintains the Sheridan Park Community Center, Bremerton Senior Center, Glenn Jarstad Aquatic Center, Ivy Green Cemetery, and Gold Mountain Golf Complex. The Park Department maintains 335 acres of park land including 31 parks and beautification areas located throughout the City. The Parks and Recreation Department offers a broad menu of recreational programs and activities for a variety of ages and interests. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel1,817,4491,942,7002,267,7622,028,002 Supplies, Services & Taxes959,6951,122,0131,111,325991,205 Capital Expenditures23,687104,2321,17560,720 Debt Service20,49520,49520,50020,520 Transfers30,0000 TOTAL2,851,3273,189,4403,400,7623,100,447 Staffing Level25.7026.0026.1022.75 Budget and Program Highlights: The number of beautification and street right of way areas that fall under the responsibility of the Parks Department to maintain is growing significantly with the expansion of the Flower Program to Manette, Callow Avenue, Washington Avenue, Burwell, Pacific and the Kitsap Transit Center beautification improvements. The addition of Harborside Fountain Park and Memorial Plaza expected to be complete in the spring of 2009 along with development of a neighborhood park at Sylvan Way will add to the inventory of recreation properties that require daily maintenance. The community survey performed as part of the Long Range Park Plan indicates that citizens are interested in receiving more consistent maintenance and security in neighborhood parks and recreation facilities. The 1/3 mile of additional Gateway landscaping at the City’s South entrance will stretch existing resources and may result in a reduction of maintenance at smaller parks because of a manpower shortage. Budget constraints brought on by a slowing economy will affect a number of services including the hours and days of operation at Jarstad Aquatic Center, reduction of the amount of flower baskets and planters on display and scaling back City sponsored concerts at Harborside and Evergreen Parks. Major 2009 Objectives include: • Reinvest in neighborhood park maintenance to halt deterioration of existing assets. • Maintain the Harborside District to the highest possible standard •Upgrade Kiwanis Park with assistance from Kiwanis Club and CDBG funding •Consolidate recreation programs with other non-profit providers where public benefit and cost efficiency can be obtained ïéç Recent Accomplishments: •Successfully competed for $500,000 Land and Water Conservation grant to help renovate Lions Park • Adopted Long Range Park Plan • Landscaped and irrigated East Park • Adopted Blueberry Park Master Plan • Maintained Harborside Park to a high standard • Acquired funding and installed Bremerton Downtown Holiday Lighting • Enlisted Armin Jahr School, Rotary, Lions, Kiwanis and 4 churches as volunteers to assist in park maintenance and improvement • Introduced a 4 event concert series at Harborside Park •Stephenson Canyon Greenway project 75% complete with assistance of 600 hours of volunteer labor Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Open Spaces, Natural Areas and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Renovation of Kiwanis Completion of Project 2009 Increase Citizen Use and Park Improvements Renovate City Parks Enjoyment of City Assets Completion of Project Renovation of Lions Park 2012 Improvements InitiativeOutcome Protect the Park’s Unique Develop Master Plan for NAD Features and Increase Citizen Document Completion Council Adoption 2010 Park with Public Input and Adoption by Council Use and Enjoyment of this City Asset InitiativeOutcome Develop Partnership with Bremerton School District for Efficient and Expanded Use of Partnership Agreements Council Adoption 2009 Joint Use of Existing Developed Recreational Facilities for Use Sports Fields InitiativeOutcome Create and Distribute Widely a Increase Public Awareness and Completion of Comprehensive and Updated Map Printing and Use of City Parks and Open Comprehensive Map of 2009 Listing City Open Spaces and Distribution of Map Spaces City Parks & Open Spaces Parks InitiativeOutcome Seek Additional Funding for Park Provide Adequate Revenues for Ballot Measure Failed Approved Funding Source 2009 Maintenance and Operations Core City Infrastructure Needs to Pass Efficient, Accountable and Financially Responsible City Governance InitiativeOutcome Assure Most Efficient Use of Review Options for Management Completion of Cemetery City Resources and Increase Implementation of Plan 2009 and Operation of City Cemetery Business Plan Service Level InitiativeOutcome Review Options for Asset Completion of Gold Assure Most Efficient Use of Management and Operations for Mountain Golf Business Implementation of Plan 2009 City Resources Gold Mountain Golf Plan 2010-2014 Budgetary Considerations: Rising inflation and voter rejection of the 2007 Neighborhood Park Levy are placing pressure on the Department’s maintenance resources. Parks is repositioning staff in response to these events and has applied to the Lodging Tax Committee for supplementary maintenance funding to meet growing downtown needs. In the ïèð off-peak season maintenance staff will continue to perform renovation projects to reduce daily maintenance and make the City’s Parks more attractive and user friendly. ïèï PARKS & RECREATION BUDGET BREAKDOWN 20082009 BUDGETBUDGET PARKS ADMINISTRATION Personnel199,733190,673 Supplies & Services26,87215,419 TOTAL EXPENDITURES 226,605206,092 PARKS MAINTENANCE Personnel1,239,5661,109,467 Supplies & Services643,451655,122 TOTAL EXPENDITURES 1,883,0171,764,589 RECREATION PROGRAMS Personnel511,661549,482 Supplies & Services272,884183,573 TOTAL EXPENDITURES 784,545733,055 AQUATICS, ATHLETICS, & FITNESS Personnel316,802178,380 Supplies & Services168,118137,091 TOTAL EXPENDITURES 484,920315,471 DEBT SERVICE 20,50020,520 CAPITAL 1,17560,720 GRAND TOTAL 3,400,7623,100,447 ïèî ENGINEERING General Fund Function Description: Engineering is a division of the Public Works and Utilities Department managed by the City Engineer. Engineering manages comprehensive planning, design and construction of City infrastructure; traffic engineering; development project review and permitting; provides engineering services to all City departments; obtains grant and low interest loan funding from Federal and State sources; and assists in regional transportation coordination. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel367,759333,769545,009311,424 Supplies, Services & Taxes79,085195,31795,59484,650 Capital Expenditures0 Debt Service0 Transfers0 TOTAL446,845529,086640,603396,074 Staffing Level4.564.564.563.08 Budget and Program Highlights: •Help to establish new street revenue source to fund pavement management and signal needs •Complete design and construction of capital projects assigned to Engineering in the annual CIP •Issuance of Rights-of-Way permits •Development review for subdivision and commercial development •Update the current traffic counts on key streets •Continue to develop the City’s GIS capabilities by implementing an internet and intranet browser Recent Accomplishments and 2008 Initiative Status Recaps: •Completed construction of SR 304 • Completed Non-motorized Transportation Plan • Completed construction of CW-1 • Completed construction of Eastpark • Installed a test section of pervious pavement at Eastpark • Provided Engineering support to Downtown sub-area plan, and the Manette sub-area plan • Obtained GPS equipment to support the GIS activities Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Open Spaces, Natural Areas and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Clean up of contamination Provide useable area in so area can be used in a Rehabilitation and Reuse of Completion of Anderson Cove where brown 2008 Brown Fields Areas manner compatible with Environmental fields currently exist the neighborhood and the Assessment Document Comprehensive Plan ïèí 2010-2014 Budgetary Considerations: •Complete the input of old record drawings into database and create an engineering drawing locator •Maintain engineering drawing locator (BEDA) •Create and maintain user friendly and accessible GIS •Implement a Non-motorized Transportation Capital Plan •Update streets pavement management report on the 3 to 5 year cycle •Update Transportation Improvement Plan (TIP) •Maintain traffic count database •Maintain coordination with KRCC, PRTPO and PSRC on transportation issues ïèì ECONOMIC DEVELOPMENT General Fund Mission Statement: Facilitate the growth, diversification and stability of the Bremerton economy; create meaningful employment and housing opportunities for all of the citizens of the City and, by expanding the economy, to provide a stable and growing tax base for the operations of City government. Function Description: The City is in the middle of an aggressive revitalization and development program. The center piece is the Bremerton Harborside Development which will give Bremerton claim to its long awaited place as a premier waterfront community in the Puget Sound. The Economic Development Department is focused on enhancing the economic vitality of the City through project management and the promotion of public investment, private investment and partnering as the foundation of the downtown revitalization plan. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel78,140119,764104,975114,204 Supplies, Services & Taxes66,74351,83357,73616,749 Capital Expenditures47,1130 Debt Service00 Transfers00 TOTAL144,884218,710162,711130,953 Staffing Level1.001.001.001.00 Budget and Program Highlights: Economic development is a discretionary activity of the City which is undertaken for the purpose of achieving City goals. •In FY 2009, the Economic Development Department’s operation will continue to be staffed with the Redevelopment Projects Administrator and a Project Assistant. 50% of the personnel and other supplies and services costs will be covered by the General Fund (Economic Development Department) - 50% will be charged to the Harborside Plaza and Commons Capital Improvement Fund (Fund 304) as the Economic Development Department provides project management and oversight for this capital program. •The objectives for 2009 include: •Successfully manage capital projects • Attract private investment •Attract new employers •Establish Bremerton as a destination •Strengthen and harmonize the downtown core and waterfront •Provide enhanced activities and amenities for the community Recent Accomplishments and 2008 Initiative Status Recaps: • Completed the way finding signage program in the Harborside District - Funded by an allocation of lodging tax revenues ïèë Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Provide Public Areas & Construct Harborside Plaza and Completion/ Opening Connect Harborside Park with Project Completion 2009 Commons Ceremonies Downtown Bremerton 2010-2014 Budgetary Considerations: This budget area is expected to remain fairly stable in the next 5 year period. The nature of work will vary as the current revitalization and capital projects are completed and new ones are undertaken - but the core operating costs for economic development are not anticipated to vary greatly from the current picture. ïèê NON-DEPARTMENTAL General Fund Function Description: This General Fund Non-Departmental budget accounts for activities of a general nature not associated with a specific service function or department Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel26,33973,014135,000175,000 Supplies, Services & Taxes1,137,9951,052,9181,933,3911,557,062 Capital Expenditures00 Debt Service411,085413,015412,185409,500 Transfers4,024,2213,632,4951,439,130947,616 TOTAL5,599,6405,171,4423,919,7063,089,178 Staffing Level0.000.000.000.00 Budget and Program Highlights: •Legislative - payment to Kitsap County Auditor’s Office for voter registration and election services. •Intergovernmental - payment to Kitsap County in accordance with Revenue Sharing Interlocal Agreement. 2009 is the first year in a three year ramp down process for the County related to sales tax and road improvement property tax receipts resulting from the annexation of properties in the South Kitsap Industrial Area. •Emergency Services - the City contracts with Kitsap County Emergency Management Services for the delivery of a comprehensive, all-hazards emergency management program. •Employee Benefits - the City pays to the State of Washington for unemployment compensation paid on behalf of employees who have terminated employment with the City. For 2009 this budget includes additional unemployment compensation in the amount of $50,000 for anticipated obligations resulting from the budgeted reductions in staffing levels. •Employee Compensation and Benefits - reserve funds to cover potential but undeclared retirement expenses. In addition, the 2009 budget includes a set aside for anticipated savings from KPS medical insurance premium cost increases. The provider contract negotiations which are in progress indicate a probable lower increase amount from what was initially quoted (from 12% increase embedded in personnel budgets to 9.5%). This anticipated savings ($70,000) is offset completely by the additional compensation and benefit costs ($70,000) related to final compensation payouts anticipated from the budgeted reductions in staffing levels. •General Government Services - payments for participation in professional associations, including the Puget Sound Regional Council, Association of Washington Cities, and Kitsap Regional Coordinating Council. • Alcoholism Program - local governments are legally responsible for expending at least 2% of collected liquor excise taxes and profits for alcoholism programs. •Health Services - the City contracts with the Bremerton-Kitsap County Health District for certain public health support and services. ïèé •Natural Resources - the City is responsible for funding the enforcement of the “Clean Air Act” through the Puget Sound Clean Air Agency. •Professional Services Contracts - Photo Enforcement contract costs. •Postage - Costs of postage on City mailings where not directly covered by Fund or Department budgets. •Animal Control - The City contracts with the Humane Society for animal control services. •Payment of Government Center Debt. •Operating Transfer Out - the General Fund transfers monies out to financially support the following funds: Street Fund, Conference Center Operating Fund, CDBG Fund, and the Bond Fund. Recent Accomplishments: • $500,000 was transferred in 2008 to the Boardwalk Project as budgeted. This utilized funds that were in excess of the target levels identified by the City’s financial goals and policies for the purpose of supporting this large capital improvement project. Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Recommendations on most efficient means to promote More efficient use of limited Proposal submitted to Approval by Mayor and 2009 economic development in General Fund resources Mayor and City Council City Council Bremerton 2010-2014 Budgetary Considerations: This budget area overall is expected to remain relatively stable in the next five year period with the exception of Street Fund transfers and retirement related personnel costs. If the City is not successful in obtaining additional and sustainable funding for street maintenance, then the budgeted transfers from the general fund to the street fund will require significant increases that are likely to greatly exceed available funds. In addition, the Non- Departmental budget includes a reserve for potential excess cost of retirements. With an aging workforce, the potential for these types of costs to increase in the next five year period is growing. ïèè NON-DEPARTMENTAL BUDGET BREAKDOWN ______________ 20082009 BUDGETBUDGET Unemployment Compensation - Reduction in Force 050,000 Final Compensation & Benefits -Reduction in Force 070,000 Set Aside - Anticipated Reduction in Medical Premiums0(70,000) Unemployment Compensatio85,00050,000 n Reserve for Retirements50,00075,000 Postage55,00055,000 Animal Control Contract206,558212,740 Lobbyis45,0000 t Interfund Insurance464,648501,737 Transfer to Bond Fund271,130269,800 Transfer to Conference Center50,00050,000 Transfer to Street Fund593,000593,000 Transfer to Boardwalk Project500,0000 Transfer to CDBG Fund25,00034,816 Photo Enforcement Professional Services850,000455,000 Miscellaneous15,0000 Kitsap County - Interlocal Agreement - SKIA Annexatio056,806 n Election Services69,00069,000 Emergency Services48,06546,368 Puget Sound Clean Air Agenc14,37015,584 y Alcoholism30,00029,912 Kitsap Economic Development Alliance17,0000 Kitsap Business Assistance Center5,0000 Kitsap Regional Coordinating Council33,00030,000 Bremerton-Kitsap County Health District47,50049,009 Association of Washington Cities23,25025,500 Puget Sound Regional Council10,00010,406 Payment of Government Center Deb412,185409,500 t Total3,919,7063,089,178 ïèç ENDING FUND BALANCE General Fund Function Description: This account is used to indicate the estimated and actual amounts of fund balance for the General Fund on a working capital basis as of the end of the year. It represents the excess of General Fund current assets over current liabilities. Budget Data Recap: Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel Supplies, Services & Taxes Capital Expenditures Debt Service Transfers Ending Fund Balance4,396,0974,319,1552,718,1222,835,903 TOTAL4,396,0974,319,1552,718,1222,835,903 Budget and Program Highlights: The principal objective of the “Ending Fund Balance” for each fiscal year is to provide sufficient operating reserves (working capital) to manage monthly and daily cash flow variability and ensure adequate liquidity in the event of a disruption of revenues (natural disaster, unexpected loss of revenue source, etc.) for a limited duration of time. The City’s financial goals and policies stipulate that the City will strive to maintain ending cash and investment balances in the General Fund of no less than 8.5% of total planned annual operating expenses. Maintaining an adequate ending fund balance is necessary to maintain sufficient cash flow for normal General Fund operations and to provide sufficient short term financial flexibility to cope with unexpected changes in receipts or required expenditures of the Fund. The target minimum “ending Fund Balance” for the General Fund for 2009 would be $3.191 million based upon 8.5% of the 2009 budgeted operating expenditures excluding capital. The target minimum in 2009 if the $2.739 million in pass through “DEM Grant” funding is also excluded would be $2.958. The budget for 2009 provides an “Ending Fund Balance” of $2.905 million which does not quite meet the target level goal but is $148,458 higher than the expected ending fund balance for 2008 - demonstrating progress and improvement in meeting the financial goals and policies target level. 2010-2014 Budgetary Considerations: The maintenance of adequate working capital in the General Fund has become increasingly important given the greater reliance on receipts from commerce related activities to fund core City government services. These tax revenues are susceptible to volatility and variation in relation to the general economic conditions and activity throughout the City. The recent economic downturn serves as a reminder and highlights the importance of maintaining adequate operating reserves. ïçð INTRODUCTION Special revenue funds are a category of funds which account for proceeds of specific revenue sources - which are restricted for specific purposes and expenditures. The 2009 budget includes 13 special revenue funds: Arterial Street Fund – dedicated capital construction fund for the purpose of making capital improvements to the City’s arterial street system as provided in the Transportation Improvement Plan. Primary source of revenues is state and federal grant funds. Street Fund - comprised of three main functions: Street Maintenance – streets/sidewalk maintenance, snow/ice control, etc Traffic Maintenance – traffic control devices maintenance Electronics – maintenance of traffic signals, streetlights, telephones, radios, etc Funding for the street program comes from a combination of fuel taxes, parking taxes, Real Estate Excise Tax (REET) funds transferred in from the General Government Capital Improvement Fund, Community Development Block Grant (CDBG) fund allocations, a portion of the net Revenues of the Parking System, charges to other departments and governmental agencies for services provided, and transfers from the General Fund. Contingency Reserve – this fund was established to protect the City’s General Fund in the event of unforeseen and unfunded emergency requirements. By City ordinance, all proceeds from the sale of general government property is to be deposited into the Contingency Reserve Fund. Civic Improvement Fund - established for the collection and expenditure of lodging taxes which are to be used for stadium facilities, convention center facilities, performing arts facilities, visual arts centers, and the promotion of tourism. Parking System – used to account for the revenues and expenditures for the entire City’s parking facilities and lots – including the City’s parking garage, conference center parking garage, Fifth and Park lot, and the Craven lots, along with all metered on-street parking in the City and all fees collected from parking violations. Community Development Block Grant – provides 1) administration of federal Community Development Block Grant (CDBG) and Home programs, and 2) establishment and implementation of housing projects using federal, state, and private funds. Abatement Revolving Fund – established as a source of funding for carrying out repair, demolition, or removal of conditions which are subject to abatement under the City’s building, fire, zoning, and nuisance ordinances. Police Special Projects - created to account for monies and proceeds from the sale of property seized during drug investigations and forfeited pursuant to state and federal law. ________________________________________________________________________ Special Revenue Funds Overview ïçï Public Access Television (BKAT) – accounts for revenues and expenditures of the Public, Education, and Government (PEG) channel which provides public access television service to the citizens of Kitsap County through franchise agreements with local cable providers. Revenue sources come from a combination of PEG fees collected by the cable providers, cable franchise fees, service contract fees with other governmental entities, and a variety of charges for services for production assistance and equipment usage. Gift and Donation Fund - established for the purpose of accepting gifts and donations on behalf of all departments of the City. Trial Improvement Fund – In 2005 the legislature passed SB5454 for the expressed purpose of providing relief to cities who have courts of limited jurisdiction, as well as district and state courts. Each city that has an elected municipal court judge that is compensated at 95% but not more than 100% of the district court judge salary will receive an annual distribution. Each city for which the state contributes to the municipal court judge’s salary is required to create a trial court improvement account. This account must be funded in an amount equal to the state’s contribution ($24,000 in 2009) and must be appropriated by the City Council to fund improvements to court staffing, programs, facilities, and services. The staffing changes for 2009 include a salary adjustment for the Municipal Judge to bring it up to the required 95% of District Court Judges in order to ensure eligibility for participation in these funds. One Percent for the Arts – Bremerton City Council established a One Percent (1%) for the Arts Program for designated city funded capital projects by Ordinance No. 4940. The Council action established a One Percent for the Arts Fund to account for the pool of appropriated funds and donations that are accumulated in accordance with the ordinance. Conference Center Operating Fund - this fund was established to account for revenues and expenditures related to the operation, maintenance, security, and capital improvements to the new Conference Center complex. Revenues are provided by Conference Center charges for services, as well as a lodging tax allocation, and General Fund contributions. ________________________________________________________________________ Special Revenue Funds Overview ïçî 2009 Budget Special Revenue Funds Gift & Donations $80,861 Public Access Television Trial Improvement 0.47% $415,494 $50,671 2.41% 0.29% One Percent Arts Police Special Projects $109,335 $605,549 0.63% 3.51% Conference Center $1,770,316 Abatement Revolving 10.25% $215,041 1.25% Com. Dev. Block Grant $1,729,483 Arterial Street 10.02% $5,542,609 32.10% Parking System $1,677,007 9.71% Street Civic Improvement $2,847,759 $360,890 Contingency Reserve 16.50% 2.09% $1,860,000 10.77% 2007 Actual2008 Budget2009 Budget Arterial Street 10,116,66910,888,0015,542,609 Street 3,520,8413,177,7242,847,759 Contingency Reserve 3,188,9722,339,1991,860,000 Civic Improvement 581,233492,890360,890 Parking System 2,088,9921,938,3561,677,007 Com. Dev. Block Grant 1,816,9161,765,0721,729,483 Abatement Revolving 186,703223,158215,041 Police Special Projects 675,640663,674605,549 Public Access Television 494,988575,051415,494 Gift & Donations 121,76483,06180,861 Trial Improvement 28,27734,97150,671 One Percent for Arts 98,030105,603109,335 Conference Center 2,408,8101,726,9371,770,316 Total Special Revenue25,327,83524,013,69717,265,015 ïçí ARTERIAL STREETS Special Revenue Fund - 101 Function Description: The Arterial Streets Fund is managed by the Engineering Division of the Public Works and Utilities Department as a dedicated capital construction fund for the purpose of making capital improvements to the City’s arterial street system. As a standard policy, most of these funds are leveraged as match for federal highway grants for new construction identified in the Transportation Improvement Plan. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance6,841,1447,403,4125,017,5014,988,501 Taxes0000 Licenses & Permits0000 Intergovernmental 2,069,4441,783,0675,679,500452,347 Charges for Services19,738020,000 Fines & Forfeits0000 Other Revenue406,089910,452191,00081,761 TOTAL9,316,67710,116,66910,888,0015,542,609 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel103,208320,71328,817 Supplies, Services & Taxes1,597,3953,121,14927,50036,676 Capital Expenditures212,6611,657,3065,872,000623,615 Debt Service0 Transfers0 Ending Fund Balance7,403,4125,017,5014,988,5014,853,501 TOTAL9,316,67710,116,66910,888,0015,542,609 Staffing Level4.124.124.124.12 Budget and Program Highlights: The following is a list of transportation system capital improvement projects which are scheduled to be planned, designed and/or constructed in 2009: •Construct traffic signal at Burwell and State Street •Provide an annual upgrade of traffic signal equipment •Provide technical assistance to the Public Works Operations Manager th •Continue design of 11 Street and Warren Avenue improvements C •ontinue design and construction of Pacific Avenue Recent Accomplishments: • Completed construction of Navy Yard Highway Phase 1-D • Completed construction of Phase I of Pacific Avenue improvements C •onstructed pedestrian improvements on Harlow Drive ïçì Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Seek Additional and Sustainable Provide Adequate Revenues for Long Term Funding Approval of Funding Funding Source for Street 2009 Core City Infrastructure Needs SourceMechanism and Plan Maintenance and Overlay Program InitiativeOutcome Funds available for th Capital Funding Funding for 11 & Warren Receive funding ROW acquisition & 2009 construction 2010-2014 Budgetary Considerations: •Continue to work on a sustainable funding source for street maintenance. In the last year this has become . increasingly difficult due to the rising costs of bituminous and Portland Cement products •Due to the global demand on bituminous products the availability may decrease. •Pursue funding for projects on the Transportation Improvement Plan. The first two projects are Arsenal Way th improvements and 11 and Warren intersection improvements. ïçë ïçê STREETS Special Revenue Fund - 102 Mission Statement: To perform all necessary functions of maintenance, as spelled out by function description, to serve the citizens and working staff of Bremerton to make this a model community where people would be willing to live in and raise their families. Function Description: The Maintenance Operations of Public Works and Utilities Department is comprised of three divisions: Streets, Electronics, and Traffic. Under Special Revenue Fund 102, the Street and Traffic Divisions are charged with the responsibility of maintaining the streets, sidewalks, right-of-way structures, and facilities as nearly as possible in its original condition as constructed or subsequently improved. This includes snow and ice control, abatement of hazardous properties, and other project work as directed. The Electronics Division is responsible for the maintenance of City and contracted traffic signals, street lighting, telephone and radio communications systems, water fountain & pumping systems, and electrical maintenance of all City owned facilities. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance386,505322,624193,0744,809 Taxes313,781293,874360,000300,000 Licenses & Permits00 Intergovernmental 590,031610,671610,000690,000 Charges for Services489,483441,456344,250383,450 Fines & Forfeits00 Other Revenue1,301,0631,852,2161,670,4001,469,500 TOTAL3,080,8633,520,8413,177,7242,847,759 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel1,333,1411,455,7501,703,8651,763,804 Supplies, Services & Taxes1,296,0611,730,9421,340,1501,006,770 Capital Expenditures108,03792,443128,90040,000 Debt Service21,00048,6320 Transfers0 Ending Fund Balance322,624193,0744,80937,185 TOTAL3,080,8633,520,8413,177,7242,847,759 Staffing Level19.4919.9919.9918.49 Budget and Program Highlights: •Work with the Mayor, City Council, Public Works Director, Engineering staff and the public to identify and implement a sustainable funding mechanism that can provide stable funding for the long term preservation of the City’s street system. •Establish a program to replace aging traffic light system to meet the demands of the growing community. •Work towards completing the software programming to control record keeping of maintenance, billing and inventory systems through Cartegraph. • Establish a program in coordination with the Parks Department to regularly clean the Harborside Plaza, Louis Mentor Boardwalk, Memorial Plaza, City-owned Harborside parking garage, and sidewalks to improve the appearance of downtown. ïçé • Continue to seek funding for the Pacific Avenue Corridor Improvements including wider sidewalks, new street lighting, irrigated planters and improved parking. • Evaluate the impacts, positive and negative, of moving management of the Parking System to Public Works & Utilities from the City Clerk’s Office. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Supportive Transportation, with Seamless, Efficient and Varied Choices InitiativeOutcome Seek Additional and Sustainable Provide Adequate Revenues for Long Term Funding Approval of Funding Funding source for Street 2009 Core City Infrastructure Needs SourceMechanism and Plan Maintenance and Overlay Program InitiativeOutcome Revitalized Bremerton - Safe, Designated Funding Implement Expanded Sidewalk Healthy, Attractive Plan Implementation Source for Expanded 2010 Improvement Program NeighborhoodsProgram 2010-2014 Budgetary Considerations: •Replace aging traffic signal software system •Begin to replace 5 traffic signal intersections control equipment each year for the next 6 years •Acquire funding to add additional staff to both Electronics and Traffic Shop •Add 10-ton used asphalt roller to equipment fleet for better performance of asphalt overlays • Replacement of pedestrian movement displays to “timed units” required to meet MUTCD standards •Replace aging arrow board portable trailers to LED display - solar powered • Continue remodel of 100 Oyster Bay Complex and move all Public Works Staff by 2010 for efficiency ïçè STREET BUDGET BREAKDOWN 20082009 DESCRIPTIONBUDGETBUDGET ELECTRONICS Personnel258,274349,853 Supplies & Services197,605119,189 TOTAL EXPENDITURE 455,879469,042 ROADWAY Personnel493,979405,822 Supplies & Services573,603339,749 TOTAL EXPENDITURES 1,067,582745,571 SIDEWALKS Personnel40,770129,634 Supplies & Services5,0007,000 TOTAL EXPENDITURES 45,770136,634 STREET LIGHTS Personnel15,36641,810 Supplies & Services317,500325,000 TOTAL EXPENDITURES 332,866366,810 TRAFFIC CONTROL Personnel333,565372,185 Supplies & Services157,191122,652 TOTAL EXPENDITURES 490,756494,837 PARKING FACILITIES Personnel10,2441,554 Supplies & Services1,0001,000 TOTAL EXPENDITURES 11,2442,554 SNOW & ICE CONTROL Personnel55,71043,615 Supplies & Services5,0006,000 TOTAL EXPENDITURES 60,71049,615 ROADSIDE Personnel55,02131,485 Supplies & Services4,5003,500 TOTAL EXPENDITURES 59,52134,985 ïçç STREET BUDGET BREAKDOWN 20082009 DESCRIPTIONBUDGETBUDGET ANCILLARY Personnel157,248125,527 Supplies & Services00 TOTAL EXPENDITURES 157,248125,527 ADMINISTRATION Personnel208,608214,834 Supplies & Services74,55178,480 TOTAL EXPENDITURES 283,159293,314 TRAINING Personnel32,70324,945 Supplies & Services4,0004,000 TOTAL EXPENDITURES 36,70328,945 COMMUNITY EVENTS Personnel42,37722,540 Supplies & Services200200 TOTAL EXPENDITURES 42,57722,740 CAPITAL 128,90040,000 ENDING BALANCE 4,80937,185 TOTAL EXPENDITURES 3,177,7242,847,759 îðð CONTINGENCY RESERVE Special Revenue Fund - 103 Function Description: This Fund was established as a special revenue fund to protect the City’s General Fund in the event of unforeseen and unfunded emergency requirements. This fund shall maintain a minimum balance of $1,000,000. Proceeds from all General Fund real property shall be deposited into this fund. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance2,260,5962,079,1071,579,1991,810,000 Taxes0000 Licenses & Permits0000 Intergovernmental 0000 Charges for Services0000 Fines & Forfeits0000 Other Revenue2,542,3221,109,865760,00050,000 TOTAL4,802,9183,188,9722,339,1991,860,000 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes0 Capital Expenditures0 Debt Service0 Transfers2,723,8111,609,773635,000855,720 Ending Fund Balance2,079,1071,579,1991,704,1991,004,280 TOTAL4,802,9183,188,9722,339,1991,860,000 Staffing Level0.000.000.000.00 Budget and Program Highlights: •The 2009 budget does not anticipate any receipts from the sale of General Government real property. •Transfers out for 2008 include: •$65,720 to General Fund (Fund 001) - Accumulated interest in excess of targeted minimum fund levels - to be used for flower basket irrigation system installation ($60,720) related to the tunnel project and stairwell tread replacement project ($5,000) at the police station which addresses a safety issue. •$40,000 to Street Fund (Fund 102) - Accumulated interest in excess of targeted minimum fund levels to be used for phone system equipment upgrades. th •$350,000 to Public Safety Bond Fund (Fund 302) - Proceeds from the sale of the Permit Building on 4 street which closed in 2008 - to be used for the Municipal Court Project. •$400,000 to Parks Capital Improvement Fund (Fund 302) - Net proceeds from West Hills Precinct sale concluded in 2007 - to be used for the parks maintenance building project. Recent Accomplishments: • In 2008, funds were transferred in the amount of $250,000 to the Boardwalk Project (Fund 311) - proceeds from the sale of Capital Hill Fire Station which closed in 2007 - used for preliminary design and permitting for the Boardwalk project. îðï • In 2008, funds were transferred in the amount of $35,000 to Parks Facilities & Construction Fund (Fund 310) - portion of the net proceeds from West Hills Precinct sale concluded in 2007 - used for preliminary design and planning of parks maintenance building project. • The Contingency Reserve Fund has remained at or above the required minimum level during 2008 and is projected to continue exceeding the minimum requirement throughout 2009. Departmental Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency, Accountable, and Financially Responsible City Governance InitiativeOutcome Submittal of Develop a plan and recommend More efficient use of General recommendations on Adoptions and staffing levels for General Fund 2009 Fund property resources organizational assignment implementation of plan property management and staffing 2010-2014 Budgetary Considerations: The expenditure of Contingency Reserve funds for capital purposes that is in excess of $1,000,000 is at the discretion of City Council. îðî CIVIC IMPROVEMENT Special Revenue Fund - 104 Function Description: This Fund was established as a special revenue fund for the collection and expenditure of Lodging Taxes as provided under Chapter 67.28.180 RCW. These funds may be used for stadium facilities, convention center facilities, performing arts facilities, visual arts centers and the promotion of tourism. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance161,844237,999155,89023,890 Taxes333,577331,093335,000335,000 Licenses & Permits00 Intergovernmental 00 Charges for Services00 Fines & Forfeits00 Other Revenue7,57812,1412,0002,000 TOTAL502,999581,233492,890360,890 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel000 Supplies, Services & Taxes148,696145,113304,000165,000 Capital Expenditures0 Debt Service16,30459,8850 Transfers100,000220,345165,000180,000 Ending Fund Balance237,999155,89023,89015,890 TOTAL502,999581,233492,890360,890 Staffing Level0.000.000.000.00 Budget and Program Highlights: The Lodging Taxes collected and receipted in the Civic Improvement Fund shall be used and distributed for 2009 as provided below: •City of Bremerton Conference Center - $155,000 •Admiral Theatre - $90,000 •Remainder ($100,000) recommended by the Lodging Tax Advisory Committee to be allocated as follows: •Bremerton Symphony -$7,500 •Historic Ships - $10,000 •Kitsap County Historical Society & Museum - $5,000 •Washington State Science & Engineering Fair - $10,000 •Kitsap Visitor & Convention Bureau - $10,000 •Bremerton Chamber of Commerce - $20,000 •Admiral Theatre - $12,500 •Kitsap Golf Group - $15,000 •City of Bremerton 1% for the Arts Commission - $10,000 Recent Accomplishments: • Retained the services of an outside consultant to market and promote City 2008 summer events to increase tourism and attending. Funding for the campaign was provided by the Lodging Tax Allocation Committee with the 2008 budget allocations. îðí Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Efficient, Accountable, and Financially Responsible City Governance InitiativeOutcome Evaluate Effectiveness of 2008 Lodging Tax Contract for Efficient use of Lodging Tax Report Completion and Submittal of Report to Community Events Promotion - Revenues in the Promotion of Submittal to the Lodging Lodging Tax 2009 Recommend Whether Funds Tourism for the City Tax Committee Committee Should be Used for this Purpose in the Future 2010-2014 Budgetary Considerations: The revenue from lodging taxes is expected to grow as a result of increased tourism activity in Bremerton. In particular, the current construction of a new hotel in the downtown area will further increase the revenues from lodging taxes in the future. Long-term ongoing fund utilization is expected annually for the Admiral Theatre for operations ($90,000/year) and for the Kitsap Conference Center ($155,000/year). Other uses of lodging taxes outside of these ongoing commitments vary from year-to-year based upon applications received and approved by the review committee and the availability of funds. îðì PARKING SYSTEM OPERATING Special Revenue Fund - 105 Function Description: This Fund was established as a special revenue fund to account for the receipt of revenues and expenditures for all th of the City’s parking facilities and lots comprised of the City 4/Washington Parking Garage, Conference Center Parking Garage, Fifth and Park lot and the Craven lots, all metered on-street parking in the City, and all fees collected from parking violations. Budget Data Recap: Category - Revenue 2006 Actual 2007 Actual 2008 Budget 2009 Budget Beginning Fund Balance 301,557249,984158,6065,007 Taxes00 Licenses & Permits 00 Intergovernmental00 Charges for Services 1,7701,9401,5001,500 Fines & Forfeits 341,947342,060340,000357,000 Other Revenue 1,654,917 1,495,008 1,438,250 1,313,500 TOTAL 2,300,191 2,088,992 1,938,356 1,677,007 Category - Expenditures 2006 Actual 2007 Actual 2008 Budget 2009 Budget Personnel2,91651,35539,2200 Supplies, Services & Taxes 514,205505,593596,229583,304 Capital Expenditures 71,84717,02466,30060,000 Debt Service 0 Transfers 1,461,238 1,356,414 1,231,600 939,450 Ending Fund Balance 249,984158,6065,00794,253 TOTAL 2,300,191 2,088,992 1,938,356 1,677,007 Staffing Level 0.000.490.490.49 Budget and Program Highlights: •Collect revenues from all of the City’s parking operating system, including metered on-street parking, parking garages and lot parking violations. •Manage and oversee theContract for parking enforcement services and maintenance, management and security services for the City’s parking garages and other related costs of operating the parking system. •Record and pay FY 2009 principal and interest debt payments on the Conference Center Parking Garage weekly demand revenue bonds. Recent Accomplishments: • Prepared a preliminary feasibility analysis for the proposed additional City parking garage facility. This analysis included an inventory and assessment of current City parking assets and considered future anticipated demand/need. •Assessed and reviewed the adequacy of lighting in City parking lot areas and recommended changes as needed for the next Capital Improvement Plan update. •Raised parking rates at the Conference Center Garage, the three City parking lots and on-street parking to bring the fees to market standards. îðë Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Achievement of 2009 Implement a marketing and Year end financial Increase utilization of existing budgeted revenue promotion program for the City results showing expectations which are 2009 parking system assets and parking system assets. revenues equal to or improve revenue collections increased over the prior greater than budgeted year financial results 2010-2014 Budgetary Considerations: The Parking System has a requirement to provide for the debt service obligation of the Conference Center Parking garage after first covering normal operating and maintenance expenses of the system. Revenues in excess of those basic requirements can be made available for street improvements and/or to support General Fund operations. Revenues have been soft in the parking system for the past two years (2007 and 2008) - primarily due to the opening of the Navy parking garage facility and the disruptions in the downtown area caused by redevelopment construction. Efforts will be made in 2009 to promote and improve the usage of the existing parking system assets. In addition, it is expected that in 2010 the City should reconsider and review the option of installing pay and display parking meters in the downtown street parking areas again. A more robust community process and a plan that lays out how the funds will be used should be a part of that process. îðê îðé COMMUNITY DEVELOPMENT BLOCK GRANT Special Revenue Fund - 106 Mission Statement: To work with the community to administer Federally funded programs with the goal of making Bremerton a place of social, economic, and physical health. Function Description: The City receives three types of annual funding from the US Department of Housing and Urban Development (HUD): Community Development Block Grant (CDBG) for community projects that primarily benefit low income people, HOME funds for affordable housing, and Shelter Plus Care funds to serve homeless individuals suffering from substance abuse, mental illness, or both. The City also maintains a portfolio of loans made to low income homeowners at subsidized interest rates. Income from these loans and the HOME program provide an ongoing program for income qualified first time homebuyers and homeowners within the City of Bremerton. These three HUD funding sources provide the majority of the funds required for Block Grant group’s administrative expenses, including salaries and benefits for two full time staff members, and the administrative overhead costs of managing the program. Block Grant staff salaries receive a subsidy from the City’s General Fund, since the HUD Administrative allowance does not adequately cover reasonable staffing needs. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance1,419,387513,082499,244435,468 Taxes00 Licenses & Permits00 Intergovernmental 906,9911,101,0561,074,8281,224,709 Charges for Services218,433165,849150,00021,483 Fines & Forfeits00 Other Revenue67,90436,92941,00047,823 TOTAL2,612,7151,816,9161,765,0721,729,483 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel141,347133,138149,698178,679 Supplies, Services & Taxes1,449,5721,046,022953,1761,056,200 Capital Expenditures0 Debt Service0 Transfers508,715138,512226,73058,000 Ending Fund Balance513,082499,244435,468436,604 TOTAL2,612,7151,816,9161,765,0721,729,483 Staffing Level2.002.002.002.00 Budget and Program Highlights: CDBG and HOME funds are allocated through an annual competitive cycle. A Citizens Advisory Committee (CAC) reviews the applications, interviews the applicants, and provides a list of recommended funding priorities for the City Council. The Council is responsible for the ultimate funding decisions. Funding recommendations are presented in a Public Hearing at the City Council. HOME funded projects may also be initiated by the City through an RFP process, although this mechanism has never been utilized. In this scenario, the Council would vote on City-initiated HOME projects and may not involve the input of the CAC. Funding recommendations for the Down-Payment Assistance and Housing Rehabilitation Loan Programs, the two programs managed in-house, îðè are developed by Block Grant staff based on annual program activity and the loan portfolio capacity. The recommendations are presented to Council each Spring with the annual Policy Plan. Residential loan applications are accepted throughout the year, and are approved based on need and funding is availability. Shelter Plus Care funds are renewed annually in February. Recent Accomplishments: • KCR New Services Center received LEED Silver Certification. • Initiated construction of a new facility on the Kitsap Mental Health Services campus. • Completed improvements to Eastpark and Jarstad Pool facilities serving low income populations; improvements to Stephenson Canyon Greenway underway. • Initiated a project to upgrade the kitchen at the Bremerton Senior Center. • Funded continued residential rehabilitation programs providing services throughout the city, provides critical home improvements for vulnerable low income residents: • Weatherization and minor home repair helps families save money they need for other expenses - served 7 households so far in 2008. • Housing Rehabilitation Loan Program addresses health and safety repairs such as sewer repairs, leaky roofs and walls, and accessibility modifications, allowing residents to stay in their homes - served 6 households so far in 2008. • Down Payment Assistance program has continued providing first-time homebuyers with the tools they need to own their own home and gain financial stability. So far in 2008 the program has made 5 down payment loans. • Introduced the new House Key Bremerton Down Payment Assistance program in partnership with the Washington State Housing Finance Commission (WSHFC), bringing to Bremerton’s first-time low-income homebuyers low interest rates, quality loan products, 3:1 matching funds from WSHFC, financial counseling geared to homebuyers, and quality servicing with the buyer’s interest at heart. • Provided a many vital services to Bremerton’s low income population throughout the year through a variety of non-profit agencies including: • In 2008, CDBG from the City of Bremerton provided assistance and legal advocacy for more than 500 women and their children fleeing from domestic violence. • Block Grant dollars support Kitsap Community Resources Housing programs, sheltering approximately 1,000 homeless men, women, and children and helping to prevent eviction for more than 500 others. • More than 5,000 of our city's most vulnerable residents were fed with 10,000 plus meals and boxes of food through local food assistance programs. • Approximately 50 micro business owners benefited from business training/coaching and more than 20 businesses were launched or developed. • 100 children were able to attend structured after school and summer programs, and 150 adults received literacy education to help them achieve their goals. • Bremerton's Seniors will benefit from a new kitchen in the Senior Center and all of our citizens will be able to enjoy the trails and beauty of a cleaner and safer Stephenson Canyon. • Funded 4 high-quality grassroots projects in the second year of the Neighborhood Enhancement Program, a small matching grant program to empower neighborhoods to improve their surroundings. îðç Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Maintain and fund a quality Vital Safe housing for long time, Number of projects Projects completed (10) 2009 Home Repair Program low-income homeowners completed or underway InitiativeOutcome Partner with the Washington State Increased DPA to meet a Purchase by first time Number of home Housing Finance Commission for changing real estate market; homebuyer enabled with purchases enabled or 2009 matching funds for the Down Increased home ownership in City support underway by program Payment Assistance Program the City Low-Income (10) InitiativeOutcome Rise in quality of the City’s Upgraded units preserved Number of units in Encourage more purchase/ housing stock while as affordable housing upgraded condition and rehabilitation projects with the affordability is maintained; 2009 (20); number of 203(k) preserved as affordable; City’s HOME funds new options through HUD trained lenders number of 203(k) loans. 203(k) Streamline InitiativeOutcome Ensure that CDBG projects Closer adherence to HUD Continued community implement the goals and objectives regulations; better chances for Future HUD funding 2009 support for program of the Consolidated Plan ongoing funding in the future InitiativeOutcome Understanding of program More thorough, deeper Expand and deepen CDBG/HOME constraints and benefits, as and informative Continued community and program goals and information to well as value of program presentations to Council 2009 City support for program community, City Council, staff impact in addressing and staff, more outreach community needs to community InitiativeOutcome Bigger, better projects with Encourage projects that leverage Higher quality projects Number of higher more outside funding for more matching funds from other with leveraged outside quality projects with 2008 Bremerton, to stretch limited public and private sources funding (5) leveraged funding HUD entitlement funding InitiativeOutcome Maintain ongoing HUD McKinney Continued services for local Fewer mentally ill or Steady number of funding for the Shelter Plus Care mentally ill and chemically chemically dependent graduates successfully 2009 Program.dependent homeless people. homelesscompleting the program InitiativeOutcome Find permanent funding and/or a Community projects that unite At least $12,000 in feasible ongoing funding strategy and beautify neighborhoods; a funding per year ($10,000 Dollars of funding and for the Neighborhood Enhancement program that the community program funds, $2,000 number of projects 2009 Program, allowing at least 2 can rely on year after year so admin funds); 2 projects completed by projects per year plus neighborhood momentum completed with 1 new community administrative costs. growscommunities involved 2010-2014 Budgetary Considerations: The City expects to continue to receive consistent Federal funding for the CDBG, HOME and Shelter Plus Care programs over the next five years, though funding level may decrease each year. The Consolidated Plan was updated in Fall 2005 to set priorities for the funding received. While funding is expected to be consistent or slightly reduced, the need for services continues to grow; therefore, the City continues to value projects that leverage other funding sources, both public and private, in order to ensure maximum benefit to the community. The Block Grant program has seen a stunning increase in public interest in its funds. Typically, the program receives grant requests amounting to about 2 times the amount we expect to receive in our annual entitlement allocation of CDBG funds. For the 2009 funding round, the program received CDBG grant requests of nearly $1.6 îïð million, but our anticipated 2009 entitlement will be $452,300 - st over a quarter of the need. In addition, the HOME program, traditionally harder to qualify for, garnered nearly a million in grant requests for 2009. The City of Bremerton Block Grant program administration (staff payroll, benefits, operating expenses) is currently fully funded with a maximum allowable percentage of the City’s annual CDBG (20%), HOME (10%), and Shelter Plus Care (2%) entitlements. These, together with a portion of Program Income receipts, have been stretched to near capacity, as the City’s entitlement continues to decrease and administration costs continue to rise. For 2009 the Block Grant Program again includes City general funds to help bridge the gap. The City continues to administer loan programs to low income homeowners in the City of Bremerton which provide program income. Federal regulations prohibit the practice of setting aside large amounts of program income as a revolving loan fund; rather the income shall be reallocated to eligible projects in annual funding cycles. For the City, this means spending down program income in advance of entitlement income and allocating all available financial resources. The Department of Housing and Urban Development measures the City’s CDBG Program for timeliness. Primary Jurisdictions, like Bremerton, can only have 1½ times their annual entitlement and program income in nd reserve on the benchmark date of November 2 each year. A greater reserve places the City at risk of recapture of funds or loss of future funding; therefore the timely completion of CDBG and HOME funded projects is vital. îïï ABATEMENT REVOLVING Special Revenue Fund - 108 Mission Statement: To work with diverse elements of the community to develop the City of Bremerton as a socially, economically and physically healthy City by providing collaborative processes and responsive services that achieve the community’s desired future. Function Description: This fund was established as a source of funding for carrying out repair, demolition or removal of conditions which are subject to abatement under the City’s building, fire, zoning, and nuisance ordinances. Sources of funds include all collections under abatement proceedings, fines and penalties levied by the City’s administrative hearing examiner, interest earnings, and periodic transfers from the General Fund. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance61,873137,575183,658183,041 Taxes000 Licenses & Permits000 Intergovernmental000 Charges for Services58,07322,83619,50012,000 Fines & Forfeits000 Other Revenue21,99426,29220,00020,000 TOTAL141,940186,703223,158215,041 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel5,6170 Supplies, Services & Taxes4,3653,04534,50032,000 Capital Expenditures0 Debt Service0 Transfers0 Ending Fund Balance137,575183,658183,041183,041 TOTAL141,940186,703223,158215,041 Staffing Level0.000.000.000.00 Budget and Program Highlights: Code Enforcement will continue to be a citizen complaint-based program, dealing with those issues that the community deems unacceptable. With 600 complaints already received through mid-October, the volume of activity will likely exceed the 637 complaints received in 2007. With current staffing levels, complaints will need to be prioritized by severity in 2009. Adoption of the International Property Maintenance Code, which replaced the Uniform Code for the Abatement of Dangerous Buildings in 2008 has provided a more flexible tool for dealing with substandard building issues. Recent Accomplishments: st • Filed judgment for abatement costs in 1 Sesko matter. •Collected $14,000+ in fines and penalties through August. •Provided 20 vouchers for free dumping at the landfill. •Provided free removal of numerous hulk vehicles or spurred removal by property owners who realized they could benefit from rising scrap metal values. îïî •Provided free weed abatements for three property owners, totaling $1,410.00. •Issued 80 Notices of Violation for non-compliant properties. •The MV Ked was removed from the waterfront at the end of Pennsylvania Avenue, financed by the Derelict Vessel Program of the Department of Natural Resources. The Ked is the largest vessel removed by the program so far, at a cost of approximately $400,000.00. This project has been in the works for many years. Fund Initiatives GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Safe, Healthy, Livable Neighborhoods InitiativeOutcome Establish Multi- Apply a Holistic Department Increase Emphasis on Property Improved Neighborhood Compliance Team and 2010 Interdepartmental Maintenance - Code Enforcement Environments Compliance Strategy Set Target Area Priorities 2010-2014 Budgetary Considerations: With the current staffing the code enforcement program will continue to function as a ‘complaint driven’ program, responding only to compliance issues when they are brought to the City’s attention by citizens. As the city progresses with annexations it will likely result in increased code enforcement activities, particularly in those areas that developed under less stringent codes and have existed under lower levels of scrutiny for compliance with property maintenance and safety codes. îïí POLICE SPECIAL PROJECTS Special Revenue Fund - 110 Function Description: This fund was created to account for monies and proceeds from the sale of property seized during drug investigations and forfeited pursuant to state and federal law. This fund has also been established for the purpose of accumulating funds for expansion and improvement of law enforcement services. Budget Data Recap: Category - Revenue 2006 Actual 2007 Actual 2008 Budget 2009 Budget Beginning Fund Balance 194,335441,895511,674452,549 Taxes00 Licenses & Permits 00 Intergovernmental00 Charges for Services 00 Fines & Forfeits 43,03038,42237,00038,000 Other Revenue 254,687195,323115,000115,000 TOTAL 492,052675,640663,674605,549 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel167,032 Supplies, Services & Taxes50,15789,402160,600159,700 Capital Expenditures24,56445,00052,000 Debt Service0 Transfers50,0005,52516,100 Ending Fund Balance441,895511,674452,549210,717 TOTAL492,052675,640663,674605,549 Staffing Level0.000.000.002.00 Budget and Program Highlights: • This program utilizes sufficient funds for the purchase of illicit narcotics, drugs and controlled substances during drug investigations. All such purchases will be affected under the auspices of a commissioned police officer. • Procure designated law enforcement training, equipment and maintenance and the purchase and maintenance of vehicle fleet and fuel. • Provide sufficient operational cash flow. • For 2009 this fund will support one police officer and one office assistant assigned to SOG. Recent Accomplishments: • Managed 277 incidents/investigations for 2007 • Arrested and charged 228 individuals in 2007 • Street value of Narcotics purchased or seized in 2007 in excess of $1,111,292. nd • Initiated 159 new cases through 2 quarter of 2008 îïì Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Quick turnover Officer safety Replace vehicles that are Continue U/C vehicle rental Provide quality U/C vehicles Cost effective no 2009 used in undercover programand ability to rotate same vehicle replacement operations as needed cost or maintenance costs InitiativeOutcome Maintain ability to address Arrest and prosecute Ability to run U/C operations community issue that require felony drug cases and Numerical value 2009 with sufficient cash flow undercover and covert other cases as assigned operations InitiativeOutcome Provide quality operational Quality of Meet all operational Purchase high end equipment not equipment and officer safety investigations and 2009 supported by General fund needs. equipment as needed officer safety 2010-2014 Budgetary Considerations: Sustained revenue or fund balance growth are needed to fund drug operations, maintain a functional fleet of vehicles; keep current with technological changes in covert surveillance equipment and to keep our officers outfitted with quality tactical ballistic gear. This is equipment of high cost and normally not funded by the general fund. îïë BREMERTON KITSAP ACCESS TELEVISION Special Revenue Fund - 113 Mission Statement: Bremerton Kitsap Access Television (BKAT) provides non-commercial television to the citizens of Kitsap County. BKAT provides the opportunity for Public, Local Government Agencies and Educational institutions to produce community programming that informs, entertains, and responds to the public interest in the cable service environment. Function Description: BKAT is a Public, Education and Government (PEG) channel provided to the citizens of Kitsap County through franchise agreements with local cable providers. BKAT provides PEG programming on the cable system in the City of Bremerton and Kitsap County. BKAT provides training to the public in television production. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance43,073(8,997)222,46713,854 Taxes39,443139,86624044,240 Licenses & Permits0249,300252,000 Intergovernmental 107,241130,8180 Charges for Services125,05777,47591,79492,900 Fines & Forfeits0 Other Revenue1,872155,82611,25012,500 TOTAL316,686494,988575,051415,494 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel203,711187,797230,049239,482 Supplies, Services & Taxes67,04826,21448,30838,875 Capital Expenditures54,92438,510257,840108,000 Debt Service0 Transfers20,00025,00025,000 Ending Fund Balance(8,997)222,46713,8544,137 TOTAL316,686494,988575,051415,494 Staffing Level2.002.002.002.00 Budget and Program Highlights: The program highlights for 2009 include: •Digital recording for broadcast for Kitsap County: Board of County Commissioners, Hearing Examiner and Kitsap Regional Coordinating Council meetings and other programs as requested. •Digital recording for broadcast for the City of Bremerton: City Council meetings, Mayor’s Roundtable and Inside Bremerton, Mayor’s Town Hall Meetings, and other programs as requested. •Digital Recording for broadcast for the City of Poulsbo: City Council meetings and other programs as requested. •Digital Recording for broadcast for the City of Port Orchard: City Council meetings and other programs as requested. •Potential new contract tovideo record for broadcast the Port of Bremerton Commissioner meetings and other programs as requested. •Implement elements identified in the BKAT business plan for 2009 specifically: îïê •Develop marketing materials and begin implementation of marketing actions identified in the BKAT business plan. The objective of this effort is to seek and attract new participants on the system, raise public awareness of programs on BKAT through training, marketing and resources to the community, obtain donations and sponsorships and to recruit volunteers. •Develop a more robust cadre of volunteers to assist in providing services to the community. Recent Accomplishments • Completed theexpansion of the Tibardis Road building and relocated the BKAT production studio from it’s prior location at the Comcast building on Sylvan Way to Tibardis. In coordination with Kitsap County, ensured head end connectivity was completed at Tibardis and relocated playback equipment there as well. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Community will be more aware More involvement and Sponsorships Develop Marketing Program 2009 of BKATexcitement in BKAT recognized in programs InitiativeOutcome Additional revenue for Commitments form Secure sponsorships Sponsorship $$ 2009 operationssponsors InitiativeOutcome Larger pool of staff for Volunteer/Contractor Team Larger Production team Increase the pool to 7 2009 productions 2010-2014 Budgetary Considerations: Significant equipment upgrades have been made and will continue for the next two year period for the purposes of replacing aged and deteriorated equipment, upgrading to digital formats, and providing for significant labor savings by allowing administration and playback to occur from one location with less manual processes and significantly reduced staff time associated with the previous practice of having to travel to the studio location several times a week to perform these functions. The identified efficiencies and the greater use of volunteers are expected to improve operations, flexibility and quality of productions. BKAT intends to continue using contract labor through a cadre of production staff to help with workloads as needed - but the usage will vary and be driven by increased business needs and limited to production activities. These business changes and actions are vital to the long term sustainability of BKAT. îïé GIFT AND DONATION Special Revenue Fund - 114 Function Description: This Fund was established as an expendable trust fund for the purpose of accepting gifts and donations on behalf of all departments of the City as authorized by RCW 35.21.100. The fund shall receive donations, memorials, bequests and other contributions made to the City by citizens and organizations. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance83,887100,11168,86141,261 Taxes00 Licenses & Permits00 Intergovernmental 00 Charges for Services1,1829213,5003,500 Fines & Forfeits00 Other Revenue37,36420,73210,70036,100 TOTAL122,433121,76483,06180,861 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes22,32252,90331,80039,032 Capital Expenditures0 Debt Service0 Transfers10,00010,000 Ending Fund Balance100,11168,86141,26131,829 TOTAL122,433121,76483,06180,861 Staffing Level0.000.000.000.00 Budget and Program Highlights: Fire The Fire Donation fund is used to receive donations from constituents for the purchase of capital equipment other than vehicles, medical supplies, training courses for the public and other emergency medical aid purposes recommended by the employees’ advisory committee and approved by the Fire Chief. This fund is established under BMC 3.26.400. Parks and Recreation The Parks and Recreation Department is committed to enriching the lives of Bremerton citizens with aquatic, athletic and recreational opportunities for persons of all ages and provide safe, attractive parks and facilities for play, health and fitness, and celebrations. The Department receives donations from a variety of sources. Most of these donations are earmarked by the donor for specific uses either for programs or for capital improvements. This fund enables the Department to receive and expend donated funds. The Department also offers scholarships for patrons who cannot afford regular class or program fees. According to Department policy, the Scholarship fund subsidizes the patron according to their income level. •To provide a vehicle for individuals and organizations to donate funds to support programs and projects of their choice. •To offer funding assistance to patrons who are not able to afford class or program fees according to the Department policy. îïè Police The Police Department receives donations for law enforcement equipment and services. Funds have been donated to support the K-9 program and equipment needs. Miscellaneous Donations to the City or administered by the City of an ad hoc or non-recurring nature. Fund Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome To purchase capital equipment To allow for a minimum other than vehicles, medical To allow for additional of six (6) CPR classes for Number of classes supplies, training courses for the the public equipment, training for the 2009 public and other emergency public and first responders not To allow paramedics to medical aid purposes not allowed allowed in the budget process attend classes above and Number of classes in the budget beyond the normal classes InitiativeOutcome Work with Service Clubs - Lions Increased awareness and Speak to service clubs and Rotary, Kiwanis to tell our story donations to assist in park 5 Club presentations 2009 other similar groups and publicize park needs programs and capital projects InitiativeOutcome Contingency planning for Provide continued narcotic Timely purchase of a Police K-9 team replacement of aging police dogs and/or tracking dog services to suitable police dog 2009 accreditation should need arise the community candidate 2010-2014 Budgetary Considerations: In aggregate the fund should continue to see small sustained donations and expenses. îïç TRIAL IMPROVEMENT FUND Special Revenue Fund - 116 Mission Statement: The Trial Improvement Fund is dedicated solely to fund improvements to the municipal court’s staffing, programs, facilities, or services. Function Description: Municipalities with an elected judge who is compensated at a rate equivalent to at least ninety-five percent, but not more than one hundred percent, of a district court judge receive an apportionment from the State Administrator for the Courts for court improvements. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance10,11625,37126,671 Taxes0 Licenses & Permits0 Intergovernmental 10,04717,4909,60024,000 Charges for Services0 Fines & Forfeits0 Other Revenue696710 TOTAL10,11628,27734,97150,671 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes2,9068,30050,000 Capital Expenditures0 Debt Service0 Transfers0 Ending Fund Balance10,11625,37126,671671 TOTAL10,11628,27734,97150,671 Staffing Level0.000.000.000.00 Budget and Program Highlights: The focus for the 2008 budget was the updating of the recording software and equipment for the courtrooms as well as the court clerks desktops. This increased functionality allowed the municipal court to accommodate the addition of the second courtroom on to the recording system as well as allowing for the clerks to review recordings from their desktops. The focus for the 2009 budget will be to allow the fund to grow until a permanent court facility is decided upon and needs to be furnished. The anticipated furnishings will include, but are not limited to, additional security equipment, furniture, additional filing cabinets, new seating for the courtrooms, etc. îîð Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Develop recommendation of trial Efficient use of allocated Refined budget Plan for expenditures 2009 improvement priorities resourcesdefinition 2010-2014 Budgetary Considerations: Revenue will ramp up in succeeding years providing a needed source of funds to equip and provision the new court facility. In addition to this, the court will continue to focus on court security, equipment, and new technologies. îîï ONE PERCENT FOR ARTS Special Revenue Fund - 117 Mission Statement: To enhance the quality of life for the residents of Bremerton by expanding their experiences with the arts through Public Art. Function Description: One percent of the costs related to the new construction of City projects (generally exclusive of utilities, equipment purchases and roadways) are dedicated to public art. The program is administered by the Arts Commission supported by the Department of Community Development. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance51,91373,58360,425 Taxes00 Licenses & Permits00 Intergovernmental 00 Charges for Services00 Fines & Forfeits00 Other Revenue51,91346,11732,02048,910 TOTAL51,91398,030105,603109,335 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes268750500 Capital Expenditures24,17964,00089,660 Debt Service0 Transfers0 Ending Fund Balance51,91373,58340,85319,175 TOTAL51,91398,030105,603109,335 Staffing Level0.000.000.000.00 Budget and Program Highlights: The Arts Commission began meeting in February 2006 and has been growing as an organization. The Commission continues to formalize as an organization and has now completed their first installation with large public art pieces being placed on a site that has excellent public visibility and presence. The Commission continues to refine their process of soliciting artists and selecting art. Recent Accomplishments: JD Francis James Kelsey Tides of Justitia Glass Police Badge Stainless Steel Sculpture & Granite Seating îîî •The Commission successfully installed two custom-created artwork pieces at the Art Morken Law Enforcement Building at 1025 Burwell: A large glass replica of the newly redesigned police badge by J.D. Francis, and a large stainless steel sculpture by James Kelsey. The installation was celebrated at a dedication of the art on May 22, 2008 •The Commission continues to develop an Arts Master Plan that will help identify key areas in the city where public art can be placed. •The Commission seeks to install public art along Pacific Avenue in downtown to support the revitalization, and a call-to-artists has been advertised seeking submissions for consideration. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Establish public art selection Enhanced visual interest of new Install art on Pacific Dedication of Art 2009 processCity capital projects Avenue 2010-2014 Budgetary Considerations: The Commission will work with the public and interested artist to install public art along Pacific Avenue to support the revitalization of Bremerton’s downtown. The group will continue work on the Arts Master Plan (currently in development) and will identify key areas where public art can be placed and where opportunities exist to integrate public art with the City’s capital investments. îîí CONFERENCE CENTER Special Revenue Fund - 120 Function Description: This special revenue fund was established to account for and fund the contracted operations of the Kitsap Conference Center at Bremerton Harborside as well as the maintenance and improvements to the Harborside facility. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance84,642191,735164,09891,380 Taxes00 Licenses & Permits00 Intergovernmental 00 Charges for Services1,334,5461,303,5491,301,8391,357,391 Fines & Forfeits00 Other Revenue639,677913,526261,000321,545 TOTAL2,058,8652,408,8101,726,9371,770,316 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel104,109111,094117,55699,882 Supplies, Services & Taxes1,410,1451,614,1881,549,9131,536,817 Capital Expenditures21,92513,79350,00090,500 Debt Service330,951505,6370 Transfers0 Ending Fund Balance191,735164,0989,46843,117 TOTAL2,058,8652,408,8101,726,9371,770,316 Staffing Level1.501.761.761.76 Budget and Program Highlights: The Conference Center is a program which was undertaken for the sole purpose of attracting visitors to the City of Bremerton and surrounding communities. In addition, the Conference Center was developed with the expectation that it would serve as a catalyst for the redevelopment of Bremerton’s waterfront and downtown core, providing a cornerstone to the long-term growth in Bremerton and Kitsap County. The facility is intended to increase local hotel occupancy and generate restaurant and retail business by attracting groups that will stay multiple days in the City - stimulating economic activity through the creation of jobs, tax revenues, and commercial activity. •2009 Sales Objectives: •Achieve an economic impact on the region of $2 million •Welcome 44,175 guests to KCCH and the Fountain Room •Achieve revenue goal of $1,357,391 •Increase multi-day conference business from the region by targeting King County, Tacoma, Olympia, and Naval business •2009 Marketing Objectives: •Maximize marketing opportunities jointly with downtown Bremerton businesses to promote the Conference Center and the Harborside District •Increase awareness of Kitsap Conference Center at Bremerton Harborside as the premier waterfront conference, meeting, and social event venue in the West Sound through professional public relations activities îîì Recent Accomplishments: • Cost sharing with other plaza occupants (Kitsap Transit, Hampton, and Anthony’s) has been agreed to in principal and a multi-party contract prepared which is currently going through final review and discussion processes. Agreement among the parties to this multi party contract is anticipated in late 2008 or early 2009. Costs to be reimbursed are a proportionate share of common area maintenance costs and waste receptacle area cleaning expense. Fund Initiatives: GOAL OR Measurement DEPARTMENTAL GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Update and Refine the Financial Provide Excellence in Citizen Development of Plan and Updated Financial Plan Operating Plan for the Conference Satisfaction While Reducing Proforma Financial Submitted with 2009 Center Operations General Fund Financial Support ProjectionsProposed 2010 Budget 2010-2014 Budgetary Considerations: Current projections anticipate continued financial support to the Conference Center Operating Fund by the General Fund. Now that we have several years of operational experience behind us, it is time to review the operations to consider appropriate alternative funding sources, potential operational changes, and chart a revised blueprint for the overall financial management of this critical City asset. This work was begun in 2007 and has continued into 2008 in that staff has been working to obtain necessary cost sharing agreements between other plaza area occupants. Final completion of the revised financial plan and forecast for the Conference Center Operating Fund will get underway in 2009 after the cost sharing arrangements have been finalized. îîë îîê INTRODUCTION Debt service funds are a category of funds intended to demonstrate the proper funding and repayment of general obligation and local improvement district debt obligations and the mandatory reserves associated with such debt. The 2009 budget includes 1 debt service fund: Bond Fund – established to account for the accumulated resources for the payment of principal and interest for various general obligation and local improvement district (LID) bonds. Revenue Bonds and other loans secured by revenues pledges are included in the Enterprise Funds that have undertaken those obligations. SUMMARY OF CITY DEBT City of Bremerton Direct Debt Obligations (As Of October 1, 2008) General Obligation Debt (Debt Service Funds): Voted General Obligation Bonds Outstanding $11,290,000 Non-Voted General Obligation Bonds Outstanding (councilmanic) 17,112,017 General Obligation Debt Balance $28,402,017 Revenue Bonds and Loans (Enterprise Funds): Revenue Bonds $10,619,733 Loans 29,689,203 Capital Leases 0 Revenue Bonds and Loans Balance $40,308,936 Total Direct Debt Outstanding $68,710,953 Debt management is an important component of the City’s financial management practices. Generally, debt financing is reserved for funding large capital projects. The public may vote to approve bond issues for general government in an amount not to exceed 2.5% of the assessed value of all taxable property within the City. Within that 2.5% limit, the City Council may approve bond issues in an amount not to exceed 1.5% of the City’s assessed valuation. Bremerton’s remaining debt capacity within the 2.5% limit is estimated to be $52,036,660. The public may also vote to approve park facilities and utility bond issues, each of which is also limited to 2.5% of the assessed valuation of taxable property within the City. ________________________________________________________________________ Debt Service Funds Overview îîé Unlimited tax general obligation requires an approving vote of the people, and any election to validate such general obligation debt must have a voter turnout of at least 40 percent of those who voted in the last general election and at which 60 percent must vote favorably. The following Table outlines the City’s statutory debt capacity as of October 1, 2008. City of Bremerton Statutory Debt Limit Calculations (As Of October 1, 2008) 2007 Valuation for Collection Year 2008 $3,114,776,428 General Purposes: a. Non-Voted Indebtedness Limit (1.5% of Assessed Valuation) $46,721,646 Less: Non-Voted Bonds Outstanding (17,112,017) Plus: Assets Available for Debt Service 2,346,730 Remaining Capacity for General Purposes (Non-Voted) $31,956,359 b. Voted Indebtedness Limit (2.5% of Assessed Valuation) $77,869,411 Less: Voted Bonds Outstanding (11,290,000) Less: Non-Voted Bonds Outstanding (17,112,017) Plus: Assets Available for Debt Service 2,569,266 Remaining Capacity for General Purposes (Voted) $52,036,660 Utility Purposes (2.5% of Assessed Valuation) Limit $77,869,411 Less: Bonds Outstanding -0- Remaining Capacity for Utility Purposes $77,869,411 Parks and Open Spaces and Economic Development Purposes (2.5% of Assessed Valuation) Limit $77,869,411 Less: Bonds Outstanding -0- Remaining Capacity for Parks and Open Space Purposes $77,869,411 Revenue bonds may be issued to finance projects for any City enterprise that is self- supporting. These bonds may finance water, wastewater, Stormwater, and golf courses. Payment for debt service on revenue bonds comes from user fees and rates generated by the utility for which the capital facility is being built for. ________________________________________________________________________ Debt Service Funds Overview îîè DEBT RELATED FINANCIAL GOALS & POLICIES The City of Bremerton Financial Goals & Policies describes specific provisions and expectations on the appropriate usage of debt in the conduct of the City’s financial operations. Key provisions of the goals and policies related to debt are as follows: Goals for Financial Sustainability (debt related items only) – Debt financing should be used to smooth the effects of unusual or significant amounts of capital expenditures and/or to finance facilities that are dedicated to the benefit of limited users (for example – Local Improvement District “LID”). Policy - Deficit financing and borrowing will not be used to support on-going City services and operations. Expenses will be reduced to conform to the long-term revenue forecast. Interfund loans are permissible to cover temporary gaps in cash flow, but only when supported by a clear expectation and schedule for repayment over a short duration of time (3 years or less) and with interest assessed based on the current Washington State Local Government Investment Pool rate. Long-term borrowing will be confined to significant capital improvements (or similar projects) which have an extended life and when it is not practicable to be financed from current revenues. All other available and appropriate sources of financing should be exhausted before long term borrowing is pursued. Bonds cannot be issued for a longer maturity schedule than a conservative estimate of the weighted average useful lives of the assets to be financed. The City will keep the average maturity of general obligation bonds at or below twenty years. Where possible, the City will use special assessment revenue, or other self- supporting bonds instead of general obligation bonds. The City Utility Systems shall strive to maintain a minimum debt service coverage (annual gross revenues less annual operating and maintenance expenses divided by annual debt service) of the combined Utilities (Water, Wastewater, Stormwater) of at least 1.5x. 2007 Actual2008 Budget 2009 Budget Bond Fund 2,528,218 2,374,797 2,498,732 Total Debt Service 2,528,218 2,374,797 2,498,732 ________________________________________________________________________ Debt Service Funds Overview îîç BOND FUND Debt Service Fund - 201 Function Description: The Bond Fund was established as a debt service fund to account for the accumulation of resources for and the payment of principal and interest for various general obligation and local improvement district (LID) bonds used to fund capital improvement projects and capital equipment acquisitions. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance327,269418,036548,107657,782 Taxes1,059,5801,086,175903,960887,700 Licenses & Permits00 Intergovernmental 00 Charges for Services00 Fines & Forfeits00 Other Revenue1,036,3031,024,007922,730953,250 TOTAL2,423,1522,528,2182,374,7972,498,732 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel00 Supplies, Services & Taxes00 Capital Expenditures00 Debt Service2,005,1161,980,1111,717,0151,839,845 Transfers0 Ending Fund Balance418,036548,107657,782658,887 TOTAL2,423,1522,528,2182,374,7972,498,732 Staffing Level0.000.000.000.00 Budget and Program Highlights: •To record principal and interest debt service payments on the following bonds: •2002 UTGO Public Safety •2003 Conference Center Parking •2005 LTGO Refunding Recent Accomplishments: • $270,000 advance principal payment completed in 2008 for the 2003 Conference Center Parking Bonds Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome $295,000 Advance Principal Advanced principal Payment on 2003 Conference Improved financial condition Principal payment 2009 repayment Center Parking Bonds îíð 2010-2014 Budgetary Considerations: There is currently no plan or expectation of the City issuing additional general obligation debt in the next five year period other than that which may be supported by a voter approved bond levy. îíï îíî INTRODUCTION Capital improvement funds account for the acquisition and/or construction of major capital projects by the City with the exception of capital projects undertaken by the City’s enterprise funds - which are included within those funds (as they generally are financed with revenue bonds and/or rates generated by the utility for which the capital facility is being built). The 2009 budget includes 5 capital improvement funds: Public Safety Bond – established to account for and fund the costs for constructing public safety capital facilities and acquisition of public safety equipment as approved (and funded by) the voter approved 2002 Public Safety – Unlimited Tax General Obligation Bonds. Harborside Plaza & Commons – a capital improvement fund established to account for and fund the administration, planning, design, and construction of the Harborside Memorial Plaza and Commons project. This project is funded by a combination of state grant funds and City Real Estate Excise Tax revenues transferred in from the General Government Capital Improvement Fund. Conceptual Image and Drawing – Harborside Plaza & Commons ________________________________________________________________________ Capital Improvement Funds Overview îíí General Government Capital Improvement - this fund accounts for expenditures related to various general government capital improvement projects. The primary source of revenues for this fund is the Real Estate Excise Tax (REET) receipts. The REET is levied on all sales of real estate. The City is authorized, by State law, to levy a quarter st percent tax (described as “REET 1 Quarter”). Cities that plan under the Growth Management Act (GMA) have the authority to levy a second quarter percent tax (“REET nd 2 Quarter”). Bremerton has imposed both the first and second quarter REET. The total estimated revenues from each quarter percent for 2009 are $500,000 - for a total annual estimate of $1,000,000. The anticipated revenues from REET can fluctuate greatly based upon the sales price and volume of real estate transactions. In late 2007 and throughout all of 2008, REET revenues for the City have deteriorated dramatically with the housing market downturn and credit crisis. It is anticipated that 2009 will provide somewhat less revenues than those experienced in 2008. The latest data from Association of Washington Cities recommends that City’s should plan for the same revenue receipts as those of 2004. The volume of transactions and prices are expected to continue to be lower due to the buildup of housing inventory that will suppress prices and tightened credit standards which will keep some buyers out of the market altogether. The carried forward transfers to the Boardwalk Project and Harborside Plaza & Commons project from 2008 will be approached cautiously and are contingent on revenues tracking to budget expectations. Expenditures funded by REET must meet the qualifications specified in the state statutes. Generally, the REET funds are receipted into this Fund and are then transferred to the Fund and Department with designated eligible projects as described in the budget. Park Facilities Construction - this capital fund accounts for expenditures related to Parks capital improvement projects. Funding for these projects largely come from a combination of grant funds, proceeds from the sale of park facilities as transferred from the Contingency Reserve Fund, and transfers of REET funds for eligible projects from the General Government Capital Improvement Fund. Boardwalk Project – this fund is established to account for and fund the administration, planning, design, and construction of the Bremerton Boardwalk and Evergreen Park expansion project. Funding for this project is provided by a combination of state and federal grant funds and proceeds from the sale of land as transferred from the Contingency Reserve Fund. Conceptual Image of the Bremerton Boardwalk Project ________________________________________________________________________ Capital Improvement Funds Overview îíì CITY CAPITAL IMPROVEMENT PLAN A Capital Improvement Plan is prepared annually in accordance with the requirements of the Washington State Growth Management Act which defines the long-term capital plans of the City. Separate Transportation Improvement, Water, and Wastewater Comprehensive Plans have been previously prepared and adopted by the City Council after separate public hearing processes. The general capital improvement plan (included in this budget document) incorporates those more detailed plans (in summary) as then combined with the remaining general governmental capital expenditure plans of the City. ANNUAL CAPITAL EXPENDITURE BUDGET The Capital Improvement Plan provides capital expenditure expectations for the period 2009 through 2014. Individual capital project expenditures are then appropriated through annual budget ordinances. The Capital Improvement Plan for 2009 is integrated into the 2009 annual operating budget of the City. Harborside Fountain Park – Opened May 5, 2007 ( Photos by Glen Davis, Legendary Portraits of Manette) ________________________________________________________________________ Capital Improvement Funds Overview îíë 2009 Budget Capital Improvement Funds Public Safety Boardwalk Project 1,811,196 1,905,499 27% 28% Harborside Plaza & Commons 600,705 9% Park Facilities 1,464,588 General Gov Cap. 21% Imp. 1,033,610 15% 2007 Actual2008 Budget2009 Budget Public Safety Bond 2,596,6771,934,8741,811,196 Harborside Plaza & Commons 184,3304,983,110600,705 General Government Cap. Imp. 3,015,6821,437,0351,033,610 Park Facilities Construction 1,324,3291,448,4021,464,588 Boardwalk Project 1,207,9572,686,9661,905,499 Total Capital Projects Funds8,328,97512,490,3876,815,598 îíê PUBLIC SAFETY CAPITAL PROJECTS Capital Improvement Fund - 302 Function Description: This capital projects fund was established to account for and fund the planning, design and construction of public safety capital project and purchase of equipment/vehicles. The revenue source for this fund is voter-approved unlimited tax general obligation bonds as supplemented with additional revenues from grants, real estate excise taxes, General Fund transfers and proceeds from sale of property assets. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance6,389,3962,027,2711,549,8741,436,196 Taxes00 Licenses & Permits00 Intergovernmental 0 Charges for Services00 Fines & Forfeits00 Other Revenue1,425,182569,406385,000375,000 TOTAL7,814,5782,596,6771,934,8741,811,196 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel36,01770,1820 Supplies, Services & Taxes96,380226,7860 Capital Expenditures4,973,744721,7601,862,1341,800,000 Debt Service681,1660 Transfers28,07560,3700 Ending Fund Balance2,027,2711,549,87412,37011,196 TOTAL7,814,5782,596,6771,934,8741,811,196 Staffing Level0.500.500.500.00 Budget and Program Highlights: The City of Bremerton Public Safety Bond in the amount of $12,979,000 was passed by the voters on September 17, 2002. The objective of this capital program is to provide adequate facilities and equipment for the City’s Police, Fire, and Municipal Courts which are core and essential services for the City. The Police and Fire projects are expected to be completed prior to the end of 2008. The 2009 budget is therefore comprised entirely with the remaining Municipal Court building project expenditures. Recent Accomplishments and 2008 Initiative and Status Recaps: • Analysis and options for the Municipal Court project has been on-going with additional buildings and locations being given consideration. A decision and direction to proceed is expected by the end of 2008. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Efficient, Accountable & Financially Responsible city Governance InitiativeOutcome Cost Effective Provisions of Acquire or Construct a Permanent Municipal Court Services and Relocation of Personnel Opening of Permanent 2009 Municipal Court Building Completion of 2002 Public and Equipment Facilities for Operation Safety Bond Projects îíé 2010-2014 Budgetary Considerations: The capital projects covered by the 2002 Public Safety Bond are expected to be concluded no later than 2009. This fund will then be closed. îíè HARBORSIDE PLAZA & COMMONS CAPITAL IMPROVEMENT Capital Improvement Fund - 304 Function Description: This capital project fund is established to account for and fund the administration, planning, design and construction of the Harborside Plaza and Commons capital improvement project. The source of revenues for this project is from Washington CTED grants and City REET funds. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance(213,265)705 Taxes0 Licenses & Permits0 Intergovernmental 183,6254,816,375450,000 Charges for Services0 Fines & Forfeits0 Other Revenue705380,000150,000 TOTAL184,3304,983,110600,705 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes0 Capital Expenditures397,5954,982,405599,865 Debt Service0 Transfers0 Ending Fund Balance(213,265)705840 TOTAL184,3304,983,110600,705 Staffing Level0.500.501.00 Budget and Program Highlights: The Harborside Memorial Plaza and Commons is the northwest gateway to Bremerton Harborside extending from Burwell Street south along the west side of Pacific Avenue to Building 50 and Harborside Fountain Park. Memorial Plaza will incorporate some wallboard art and artifacts, the history of the Puget Sound Naval Shipyard, its role during the world wars and its current leadership as a major force in our national defense. The five stepped plazas will extend north the Harborside Fountain Park landscape theme - with three WET Design water pools and features, large erratic rocks, and specimen trees, interconnecting the Bremerton Harborside, Boardwalk, Conference Center, condominiums, the ferry terminal, the Harborside Park, PSNS main gate, and new Naval Museum. Harborside Commons is part of the renovation and revitalization of the old Penney’s Building in the heart of Bremerton Harborside. The grant funding covers the public segment of the renovation including grand stairs at the south east corner of the project connecting to the Harborside Conference Center. This project will include public spaces for events and open spaces crossing from Burwell to Second Street. Recent Accomplishments: • Work is underway and the project is moving forward on schedule. îíç Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Open Spaces, Natural Areas and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Provide Public Areas & Construct Harborside Plaza and Completion/Opening Connect Harborside Park with Project Completion 2009 Commons Ceremonies Downtown Bremerton 2010-2014 Budgetary Considerations: This project is expected to be completed in 2009. Parks Operations and Public Works budgets include provisions for resources necessary to support maintenance of the public spaces and planned water features. îìð GENERAL GOVERNMENT CAPITAL IMPROVEMENT Capital Improvement Fund - 308 Function Description: This fund accounts for expenditures related to various General Government capital improvement projects, major leases and purchases and special projects approved by the City Council. Excise taxes from real estate sales are receipted into this fund for the purpose of funding certain capital improvement projects as permitted by state law. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance1,516,0041,593,127394,6353,610 Taxes1,749,1791,176,7321,000,0001,000,000 Licenses & Permits00 Intergovernmental 12,588168,51122,4000 Charges for Services00 Fines & Forfeits00 Other Revenue62,99777,31220,00030,000 TOTAL3,340,7683,015,6821,437,0351,033,610 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel020,5614,0000 Supplies, Services & Taxes12,588178,18618,4000 Capital Expenditures74,89249,723125,0000 Debt Service00 Transfers1,660,1612,372,5771,286,0251,025,000 Ending Fund Balance1,593,127394,6353,6108,610 TOTAL3,340,7683,015,6821,437,0351,033,610 Staffing Level0.100.100.100.10 Budget and Program Highlights: The objective of this fund is to transfer funds to appropriate capital programs. Smaller capital programs may be budgeted directly in this fund if there is not an appropriate fund or department established to track the project. The program descriptions for the items funded will be found in the budget detail for each fund that is a recipient of these transfers. •Transfer of $210,000 to the General Fund (Fund 001). Government Center Debt Support - providing funds for annual debt service payment on bonds issued by the Kitsap Consolidated Housing Authority to finance the construction of the Government Center capital project. •Transfer of $200,000 to the Parks Development Fund (Fund 310). Provide funds for community parks capital redevelopment program. •Transfer of $360,000 to the Street Fund (Fund 102) to provide funds for street overlay and other improvement projects. •Transfer of $150,000 to the Harborside Plaza and Commons Fund (Fund 304). Provide City contribution of funds for the Harborside Plaza and Commons Capital Improvement program. This is a carry forward of a portion of the budgeted allocation from 2008. (Budgeted $500,000 transfer - only $200,000 was actually îìï transferred in 2008 due to significant reductions in REET receipts received and the project budget was reduced by $150,000.) •Transfer of $105,000 to the Boardwalk Project Fund (Fund 311) to provide funds for the Boardwalk construction project. This is a carry forward (and a reduction) of a portion of the budgeted allocation from 2008. (Budgeted $210,000 transfer - nothing was actually transferred in 2008 due to significant reductions in REET receipts received.) Recent Accomplishments: • Phase II of the Martin Luther King Regional Library renovation project will be complete by the end of 2008 - funded by City REET contributions. • Successfully applied for grant funding in 2008 to proceed with additional renovations at the Martin Luther King Library. This would allow work as originally scoped to be completed. There are clarifications needed on the City’s required contributions and responsibilities before the grant will be brought to City Council for acceptance or a capital budget proposed. 2010-2014 Budgetary Considerations: The revenues from real estate excise tax grew steadily for several years as a result of increased home values and an active real estate market. However, in late 2007 and for all of 2008 - the revenues have significantly deteriorated due to the downturn in real estate markets and credit market illiquidity. The revenue stream from real estate transactions can vary significantly depending on the current general economic conditions - so caution should be employed in committing funds for projects beyond the core (base) level of receipts experienced historically (received even in bad economic cycles). To the extent revenues are not forthcoming as budgets anticipate, projects must be ready to manage with reduced resources and adjust accordingly. The base level of receipts which can be reasonably expected to occur year after year provides for long-term ongoing fund commitments. Long-term ongoing fund utilization is expected annually for the Norm Dicks Government Center debt obligation until such time as this obligation is retired. In addition, current funding amounts for streets and parks are also expected to be provided for annually from the base level of receipts. Other uses of REET funds outside of these ongoing commitments vary from year to year based upon identified eligible projects and the availability of funds. îìî PARK FACILITIES CONSTRUCTION Capital Improvement Fund - 310 Mission Statement: Bremerton Parks and Recreation is committed to enriching the lives of Bremerton citizens by providing attractive, accessible Parks, Trails, Open Spaces and Recreation Facilities. This is accomplished by a planned program of renovation and facility additions as outlined in the adopted Long Range Park Plan. Function Description: This Capital Improvement Fund is established to account for revenue and expenditures related to Parks, Trail, Open Space and Recreational capital improvements. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance301,318903,051652,732296,588 Taxes00 Licenses & Permits00 Intergovernmental 6,17019,927397,170500,000 Charges for Services0 Fines & Forfeits00 Other Revenue805,176401,351398,500668,000 TOTAL1,112,6641,324,3291,448,4021,464,588 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes45,775113,31755,00074,000 Capital Expenditures150,678545,121903,6501,083,284 Debt Service13,16013,15913,16413,161 Transfers180,0000 Ending Fund Balance903,051652,732296,588294,143 TOTAL1,112,6641,324,3291,448,4021,464,588 Staffing Level0.000.000.000.35 Budget and Program Highlights: The 2008 highlights include the acquiring 2 grants totaling $1,500,000 for renovation of Lions Park, the public planning process for these improvements will be conducted in 2009. Construction of Community Development Block grant funded improvements to Kiwanis Park will begin in the Fall of 2009 and Blueberry Park development will be completed in August of 2009 Recent Accomplishments: • Blueberry Park and Community Garden Improvements under construction with Low Impact Development Techniques • Stephenson Canyon Greenway 75% constructed • East Park Landscape, Irrigation and Signage completed • 4 Grants construction grants obtained totaling $ 1,558,000 • New Lighting installed at 2 Lions Park Softball Fields • Feasibility/Planning Study completed for Park Maintenance Shop relocation îìí • Renovation of Senior Center Kitchen using CDBG funding • Obtained $50,000 commitment from Bremerton Central Lions Club to build marine themed play-area Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Open Spaces, Natural Areas and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Provide Additional Greenspace Expansion of Evergreen Park and Maximize Shoreline Access Completion Project Completion 2010 for Citizens and Visitors Efficient, Accountable and Financially Responsible City Governance InitiativeOutcome Relocate Parks Maintenance to Increased Maintenance Relocation of Personnel Occupancy by Staff 2010 Olympus Site Efficiency and Equipment Improve Accessibility, Especially for the Pedestrian InitiativeOutcome Funding Sources Secured Funding Provided 2012 Trail will Provide Increased Finish Design Work and Pedestrian Routes and Increase Design and Permitting Environmental Reviews Implement the Port Washington 2012 Shoreline Accessibility for Completed and Permits Concluded (Bridge to Bridge) Trail Project Everyone Construction Completed Project Completed 2013 2010-2014 Budgetary Considerations: Voter rejection of November 2007 Parks Levy will necessitate phased renovation of parks and facilities using grant sources, volunteer labor and available REET funding. îìì BOARDWALK PROJECT Capital Improvement Fund - 311 Function Description: The City of Bremerton is developing a project that will construct a 3,400 foot over water boardwalk connecting the existing Louis Mentor Boardwalk in the Harborside District to the City’s popular Evergreen Park. The boardwalk will serve two purposes; it will provide a recreational waterfront experience for residents and visitors and it will provide access for maintenance of an adjacent sewer on the beach. The project has three components; construction of the boardwalk, replacement of the existing beach sewer line and redevelopment of a former industrial property into the southern expansion of Evergreen Park. The vision for the boardwalk has existed for over 30 years. It was recently revived during a discussion of how to solve the maintenance access problems with the aging Washington Avenue beach sewer. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance269,425304,4661,550,499 Taxes0000 Licenses & Permits0000 Intergovernmental 001,612,500250,000 Charges for Services0000 Fines & Forfeits0000 Other Revenue614,387938,532770,000105,000 TOTAL614,3871,207,9572,686,9661,905,499 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel000 Supplies, Services & Taxes000 Capital Expenditures344,962903,4912,543,750630,000 Debt Service000 Transfers0000 Ending Fund Balance269,425304,466143,2161,275,499 TOTAL614,3871,207,9572,686,9661,905,499 Staffing Level0.000.000.000.00 Budget and Program Highlights: 2009 Highlights •Successfully negotiate with agencies for permitting of the project •Continue to pursue funding sources Recent Accomplishments and 2008 Initiative Status Recaps: Park Expansion Accomplishments •An Agreed Order with Ecology for remediation of the former Chevron Property has been executed, and a remedial action grant has been approved by the City Council and returned to Ecology for execution. Pilot testing at the site has been completed, and the remediation of the lower yard was advertized in early September, 2008. Implementation of the remediation is anticipated to begin in October, 2008, and completed in the fall of 2009. Following remediation, the site is expected to remain gated and vacant pending approval of in-water construction permits for the boardwalk. îìë •The Plumbers and Steamfitters Union Hall was purchased in the spring of 2008, and is anticipated to be demolished beginning in October of 2009. The site will be graded and used as a gravel parking lot until the boardwalk construction begins, at which time significant re-grading will occur and the area will receive final paving. •Staff scored No. 1 out of 76 in statewide competition for a $500,000 WWRP-Local Parks Grant to partially fund the park. •Final design of the park has been delayed pending permitting consultation with the regulatory agencies. •The JARPA Permit application was submitted initially in January, 2008, pulled, then later resubmitted in August, 2008. Permit review is currently underway by the regulatory agencies. Sewer Project Accomplishments •Pre-design was completed in late 2007 for the sewer, and is sufficiently complete to allow for submittal of permit applications. Final design has been delayed pending permitting consultation with regulatory agencies. •The JARPA Permit application was submitted initially in January, 2008, pulled, then later resubmitted in August, 2008. Permit review is currently underway by the regulatory agencies. Boardwalk Project Accomplishments •Staff continued an aggressive and successful public support campaign for the project. Documentation of the project support has been forwarded to the lead regulatory agencies responsible for permit review. •The JARPA Permit application was submitted initially in January, 2008, pulled, then later resubmitted in August, 2008. Permit review is currently underway by the regulatory agencies. •Funding pursuit continues; staff was unsuccessful in applications for WWRP-Trails Funding, HUD/BEDI Funding, and LIFT Funding. Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Improved Accessibility, Especially for the Pedestrian InitiativeOutcome Design and Permitting Environmental Reviews 2009 Boardwalk will Provide Completed and Permits Concluded Design and Implement the Increased Pedestrian Routes and Remaining Funding Boardwalk and Sewer Access Funding Provided 2009 Increase Shoreline Accessibility Sources Secured Project for Everyone Construction Completed Project Completion 2011 Open Spaces, Natural Areas, and Parks that Maximize the Natural Environment and Promote Community Pride InitiativeOutcome Provide Additional Green-space Expansion of Evergreen Park & Maximizes Shoreline Access Completion Project Completion 2010 for Citizens and Visitors 2010-2014 Budgetary Considerations: A significant portion of the funding for this project has been obtained. However, securing the remaining funding will be a priority for the remainder of 2008 and 2009. îìê INTRODUCTION Enterprise funds are proprietary funds used by local governments to account for certain fee-based or rate-based business activities. These businesses provide specific goods and services to a group of rate payers or users without transfers, subsidies, or other monetary support from the City’s General Fund. There is a direct relationship between the fees paid and the services received. The 2009 budget includes 6 enterprise funds: Water Utility – this program and service of the City constructs, operates, and maintains a water supply and distribution system meeting state and federal water quantity and quality standards and provides for fire protection. Wastewater Utility – the City’s two wastewater treatment plants and its wastewater collection system protect the environment by providing for collection, treatment, and disposal services meeting federal and state discharge limits for flow, pollutant concentration and loading, and receiving water quality. Southwest Bremerton Sewer – this construction fund was established to account for the administration and construction of the Southwest Bremerton Sewer expansion project. Funding for this project is provided primarily from proceeds of the 2007 Water and Sewer Revenue Bonds in combination with transfers of rate revenue from the Wastewater Utility system. Stormwater Utility - the Stormwater utility provides a city-wide storm drainage capital improvement and maintenance program. Utility Debt Reserve – this fund was established to account for the reserve funds needed to meet debt reserve requirements for the three City utilities. Gold Mountain Golf Complex - this fund was established to provide for the two golf courses owned, operated and maintained by the City at its Gold Mountain Golf complex. ________________________________________________________________________ Enterprise Funds Overview îìé UTILITY SYSTEM RATE ADJUSTMENTS The City concluded a comprehensive utility rate study in 2004 resulting in a multi-year plan for increasing rates and implementing significant increases in general facility charges to cover the cost of new capital improvements. Upon the conclusion of this study, the City Council approved the utility rate increase plan with the adoption of an ordinance implementing the first phase of rate increases and the new general facilities charges – which became effective on November 1, 2004. Subsequently in 2005, the City Council approved the planned second year increases for the water and stormwater utilities and (due to more extreme financial pressures for the wastewater utility) the planned rate increases for the next two years were folded into one increase for the wastewater utility. These second year rate adjustments became effective January 1, 2006. Effective January 1, 2007, the City began implementing annual utility system rate increases based upon the most current Consumer Price Index and general facility charge increases based upon the most current Seattle Construction Index. Per the Bremerton Municipal Code 15.06.015 (b) - if the City Council does not otherwise adjust the utility rates they are to be adjusted annually based upon the most current Consumer Price Index for all Urban Consumers, Seattle, and the general facility charges are to be adjusted according to the most current Seattle Construction Index. The 2009 budget includes implementation of a CPI adjustment of 5.8% for all three utility system rates, and a 2.2% increase in general facility charges based on the most current Seattle Construction Index. The implemented utility rate adjustments, plus the final retirement of the outstanding Water and Sewer Revenue bonds in late 2007, (in combination) have placed the wastewater utility on much firmer financial footing. ________________________________________________________________________ Enterprise Funds Overview îìè 2009 Budget Enterprise Funds Gold Mountain Golf $3,922,197 8% Utility Debt Reserve Stormwater Utility $1,322,128 $3,531,040 3% 7% SW Bremerton Water Utility Sewer $16,442,343 $3,973,024 33% 8% Wastewater Utility $20,916,000 41% 2007 Actual2008 Budget2009 Budget Water Utilit 16,951,32118,551,58916,442,343 y Wastewater Utility 25,766,94826,705,27320,916,000 SW Bremerton Sewer 4,612,6924,983,6923,973,024 Stormwater Utility 3,389,5023,799,1653,531,040 Gold Mountain Golf 3,700,9913,941,6373,922,197 Utility Debt Reserve 1,129,9821,218,8581,322,128 Total Enterprise Funds55,551,43659,200,21450,106,732 îìç WATER UTILITY Enterprise Fund - 401 Function Description: The Bremerton Water Utility provides safe drinking water to a population of approximately 56,000 people and the Puget Sound Naval Shipyard. The Utility is an enterprise fund established to maintain a water supply system in compliance with Federal and State water quantity and quality requirements. The Water Utility provides all activities associated with the operation and maintenance of the water system, which includes planning, engineering, and managing water supplies and treatment, meter reading and billing, processing utility service requests, development reviewing, permitting, responding to repairs and emergency breakdowns, inspecting facilities, monitoring, providing public outreach and conservation, maintenance management, managing the watershed and forestry activities, biosolids program operations and management, and providing other labor, material, equipment, and overhead costs. Revenue is provided through monthly water rates, grants, loans, fees, timber revenue, and charges. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance1,899,1405,401,0667,718,1834,696,272 Taxes00 Licenses & Permits00 Intergovernmental 143,2800 Charges for Services8,148,9469,100,9799,568,7119,709,896 Fines & Forfeits0 Other Revenue2,435,7512,449,2761,264,6952,036,175 TOTAL12,627,11716,951,32118,551,58916,442,343 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel2,482,1003,243,9493,791,8074,429,337 Supplies, Services & Taxes2,768,2472,916,6433,859,8263,667,758 Capital Expenditures2,063,7601,255,4484,182,0004,055,000 Debt Service574,0831,243,848761,000749,770 Transfers762,916787,0671,260,684885,153 Ending Fund Balance3,976,0117,504,3664,696,2722,655,325 TOTAL12,627,11716,951,32118,551,58916,442,343 Staffing Level46.6748.1748.1748.975 Budget and Program Highlights: Water Resources The Water Resources Manager is responsible for managing the water resources, water treatment, dam safety, water quality control, and customer outreach and conservation programs for Bremerton’s drinking water system. These activities are closely coordinated with the Washington Departments of Health and Ecology and the U.S. EPA. The water system is comprised of Casad Dam, 13 production wells, 9 water pump stations, 16 reservoirs, Casad Dam, and surface water supply from the 1.4 billion gallon Union River Reservoir. The average demand is about 8 million gallons per day serving over 17,000 accounts. Bremerton’s water supply is one of the few approved unfiltered systems in the United States. Environmental regulatory compliance responsibilities include monitoring drinking water quality, combined sewer overflows, baseline stream flows, stormwater, and the biosolids site. îëð Responsibilities include: • Operate and maintain the City’s drinking water system in compliance with all State and Federal drinking water regulations. • Provide customer education on water quality and conservation. Complete annual Customer Confidence Report. Ensure conservation goals adopted by City Council are achieved. • Manage water rights and applications. • Supply State and Federal monitoring and operating reports by required deadlines. • Represent the City on water quality and quantity committees, such as the Water PAK, Groundwater Management Committee, and Water Utility Coordinating Committee. • Participate in the update of the Kitsap County Coordinated Water System Plan. • Work with Forestry Manager to provide biosolids site monitoring and reporting in compliance with Federal, State, and local regulations. • Continue to improve water system security and emergency response planning. • Continue update of Water Supervisory Control and Data Acquisition System (SCADA). • Prepare Water System Plan every 6 years for DOH approval. • Maintain Emergency Response Plans, Dam Emergency Action Plans, and Risk Management Plan for Chlorine in compliance with regulations. • Perform CSO flow and water quality monitoring as required by Federal regulations and legal agreements. Assist CSO components of the Sewer Comprehensive Plan. Prepare and transmit Annual CSO Report to PSA by January 31 per Consent Decree. Forestry The Forestry Manager is responsible for ongoing land and resource management on the City’s 8,300 acres of forested Water Utility lands and providing watershed protection/security for these lands and revenue from forest resources; and management of biosolids program, which beneficially uses 100% of the biosolids produced by the WWTP on permitted forest lands. The division maintains approximately 60 miles of forest roads and trails for water supply operations, timber harvesting, fire protection, and plantation maintenance and biosolids application operations. Coordinates fishery and environmental issues on Water Utility lands. Responsible for compliance with Federal, State, and local forest practices, hydraulics, and biosolids regulations. Other responsibilities include: • Generate requested timber revenue for Water Capital fund subject to market conditions, sustainable harvest principles, and State forest practice regulations. • Perform post-harvest reforestation according to State forest practice regulations and inventory stocking guidelines. • Continue general forest management projects to maintain and improve forest health and stocking levels. • Continue Road Maintenance and Abandonment Plan (RMAP) schedule per State forest practice regulations to maintain/improve water quality and fish passage, and provide access for water and forest management activities. • Continue Biosolids Program for cost effective utilization on forest lands per State and local regulations. • Permit and develop additional biosolids application sites as needed. • Coordinate with the Wastewater Manager on biosolids quality issues and application schedules in support of WWTP Operations. • Coordinate security and wildfire issues with Water Resources, Bremerton Police, Bremerton Fire, local fire districts, and the Department of Natural Resources. • Prepare and transmit annual biosolids reports to EPA, DOE, and KCHD. • Prepare and transmit annual RMAP accomplishment report to DNR. • Assist Water Resources with annual Watershed Control Program report to DOH. • Represent City on fishery and forest issues with public, tribes, and agencies related to Water Utility properties or activities. • Maintain and operate Jarstad Park facilities and associated recreational and educational opportunities. îëï Utilities Operations The Utilities Operations Division is responsible for all field maintenance, repair and construction for 269 miles of distribution water lines and 30 miles of transmission water lines and reads 18,000 water meters. The division maintains a complex automated meter read system, which uses a radio read system with zero errors. The division is responsible for all service and main line connections to the water system which keeps the integrity of the system intact. The division maintains an annual flushing program, in which the entire water system is flushed for water quality within a two-year time frame. The Backflow and Cross-Connection section is responsible for identifying and eliminating connections that could result in contamination to the water system. The Customer Response Dispatch section responds to customer service requests for all PW&U divisions. The response person investigates requests for other departments and agencies and reports back to the appropriate department with the concerns. Other responsibilities include: • Water System - Continue: •Water main flushing program •Undersized main replacement program •Meter maintenance program •Reservoir cleaning program •Hydrant and valve maintenance program •Service line replacement program • Utility locates • Installation and reading of meters and MXUs • Water main installation and repair • Maintain approximately 294 miles of water mains • Backflow and Cross Connection - Continue: •Cross-connection program •Implementation of fireline backflow assembly upgrades •Grease trap inspection program •Setting up new billing accounts •Assisting Utility Billing operations •Updating existing billing accounts • Customer Response/Dispatch •Provide 1 to 2 hour response to any call from a customer with a problem •Customer feedback and satisfaction are the primary goals •Water and Wastewater Utilities (combined) provide funding for a Grant Writer • In 2007 Customer Response/Dispatch received 10,206 phone calls for assistance and 7,218 for the first three quarters of 2008. Calls handled are Water, Sewer/Stormwater, Facilities, Streets, Sign Shop, and Electronics. Numerous calls are also received for Engineering, Billing/Customer Service, Parks, and DCD. Assist Billing/Customer Service with shut off/turn on, etc. • Utility Inventory Procurement and Control/Facilities •Utility asset management •Utility building and grounds maintenance •Improvement to utility building and property • Purchase and maintain utility inventory • Manage utility facility keys and locks Recent Accomplishments and 2008 Initiative Status Recaps : •Handled the aftermath of December 2007 extreme storm (estimated to be an 800-year event) which required taking the surface supply behind Casad Dam off-line for 3 months due to increased turbidity. îëî • Installed additional generator and enlarged propane tanks at McKenna Falls to improve operations during power loss events. • Increased customer outreach for water efficiency and joined both the Partnership for Water Conservation and the Alliance for Water Efficiency. • Completed Reservoir 12 roof replacement. • Completed seismic valve installations at three critical reservoir sites. • Completed replacement of interior coating for Reservoirs 10 and 21. • Began compliance monitoring for Initial Distribution System Evaluation Plan for Stage 2 Disinfection/Disinfection Byproducts Rule. • Continued monthly monitoring of Cryptospordium in compliance with the Long Term 2 Enhanced Surface Water Treatment Rule (LT2) and continued research into ultraviolet light treatment. • Increased public outreach and involvement for stormwater as required by the City’s Phase II permit. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Stage II Disinfection/DisinfectantSafe and Reliable Potable Compliance with Federal Initial Compliance 2009 Byproduct Rule Implementation Water Service and State Regulations InitiativeOutcome Long-Term II Enhanced Surface Safe and Reliable Potable Compliance with Federal Initial Compliance 2009 Water Treatment Rule Water Service and State Regulations Implementation InitiativeOutcome Compliance with State Water Increased Water System Compliance with Increased Water 2009 Efficiency Regulations (HB1338) Efficiency HB 1338 Efficiency 010-2014 Budgetary Considerations: 2 Water Several water regulatory changes promulgated in 2006 will have had a significant effect on the Water Utility: The EPA’s Stage 2 Disinfection/Disinfectant Byproduct Rule requires increases in expenditures in monitoring, staff time to take samples, and consultant services to evaluate data and compliance. •The EPA’s Long Term 2 Enhanced Surface Water Treatment Rule requires a multi-million dollar capital expenditures to maintain non-filtration status of Bremerton’s water system. It is anticipated that installation of ultraviolet light treatment will provide the additional water treatment to comply with this regulation. There is also an estimated $12,000 of additional water quality monitoring required under this rule. The City is also looking into a possible option of a waiver depending on the outcome of monitoring and changes in State regulations. •There is also an estimated $35,000 of additional water quality monitoring required under these new rules for 2010. •The Washington State Department of Health finalized the new water system efficiency rules required by HB 1338 in January 2007. The rules have impacted Bremerton by requiring additional water efficiency, public education involvement, report, and record-keeping. An emphasis on upgrading security and SCADA features in the water system will continue. Chemical costs have increased dramatically for chlorine and sodium hydroxide as they are a byproduct of PC production, which has slowed down as a result of the downtown in-housing construction. îëí The move of water operations from the Olympus Drive facility to Oyster Bay will necessitate upgrades to the SCADA system and its radio components. Forestry The division will continue annual implementation of the Road Maintenance and Abandonment Plan (RMAP) mandated by State Forest Practice regulations for a 15-year schedule (2001-2016). Estimate average cost of about $20,000/year (culverts, gravel, construction costs, etc.) from Water Capital or timber revenue sources. Stream protocol surveys may be needed in the future to determine fish usage and associated crossing structure requirements. Stream protocol surveys may be needed in the future to determine fish usage and associated crossing structure requirements in support of the RMAP program. Reforestation costs (seedlings and labor) average $16,000/year at current harvest levels for planting approximately 130 acres annually. In 2010, the Forestry Division will research additional seedling sources as our local supplier may be changing their operations which could impact availability. In 2007 an additional 30 acres of forest land was acquired that will be utilized for biosolids application and general forest management. Expenditures for continuing development of this site (trails and environmental monitoring) will come from the Forestry O&M budget. Application equipment will likely need replacement within 4 years - estimated cost is $150K. Revenue from timber sales has been used in support of capital projects since 2004. The annual targeted revenue from this source was anticipated to be reduced by $100,000 each year until 2010, when the goal will be approximately $1 million (based on current market conditions). This reduction is to adjust for recent studies that indicate a lower harvest rate to maintain a sustainable harvest level of between 2-½ and 3 million board feet annually. Originally revised annual target revenue goals from timber harvest were as follows: 2008 - $1.2 million 2009 - $1.1 million 2010 and beyond - $1.0 million Annual timber revenue in 2008 was approximately $600,000. These lower than anticipated revenues were the result of general housing markets and lower saw log prices. 2009 and perhaps beyond could be challenging due to overall economic conditions. Pole markets may become stronger in 2009. Although this resource is somewhat limited, we will be looking at harvesting this type of product to bolster timber revenue. Estimated timber revenue for 2009 is $750,000. Sustainable harvest levels and revenue needs should be reviewed periodically to allow for adjustments due to regulatory, market, and other changing conditions. Land base should be reviewed periodically to identify parcels for acquisition and surplus based on future water supply and protection needs as well as forest management. Improvements to Jarstad Park have been preliminarily identified for 2008-2010. This includes a proposed 2009 budget of $50K for structure upgrades and development of a nature trail system within selected areas near the park. Potential revenue sources include grants and donations, as well as Water Capital. îëì WATER UTILITY BUDGET BREAKDOWN 20082009 BUDGETBUDGET WATER RESOURCES Personnel Costs945,6171,009,399 Supplies & Services1,291,1521,165,433 TOTAL EXPENDITURES2,236,7692,174,832 WASTEWATER MANAGER Personnel Costs79,66095,574 Supplies & Services74,90180,000 TOTAL EXPENDITURES154,561175,574 WATER OPERATIONS Personnel Costs1,451,9321,689,479 Supplies & Services827,612740,287 TOTAL EXPENDITURES2,279,5442,429,766 WATER ADMINISTRATION Personnel Costs527,728659,506 Supplies, Services & Taxes1,259,7621,342,316 TOTAL EXPENDITURES1,787,4902,001,822 ENGINEERING Personnel Costs340,536436,822 Supplies & Services104,78198,676 TOTAL EXPENDITURES445,317535,498 FORESTRY Personnel Costs446,334538,557 Supplies & Services301,618241,046 TOTAL EXPENDITURES747,952779,603 TOTAL O & M EXPENDITURES7,651,6338,097,095 Capital Outlay4,182,0004,055,000 Debt Service761,000749,770 Transfers1,260,684885,153 Ending Balance4,696,2722,655,325 TOTAL EXPENDITURES18,551,58916,442,343 îëë îëê îëé WASTEWATER UTILITY Enterprise Fund - 451 Function Description: The Wastewater Operating Utility serves a City population of approximately 39,000 people and PSNS. The Utility is an enterprise fund established to maintain the wastewater transmission, conveyance, treatment, and disposal system in compliance with State and EPA water quality guidelines. The Wastewater Utility completes all activities associated with operation and maintenance of the wastewater system, including planning, engineering, management, billing, meter readings, utility service requests, development reviews, facilities inspections, emergency/breakdown repairs, permit fees, supplies and testing, maintenance management and all other labor, material, equipment and overhead costs associated with the operation and maintenance of this system. Revenue for this program is provided through monthly wastewater rates, system development charges, grants and loans. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance2,829,4654,079,4515,974,9743,223,983 Taxes55,85249,56660,00060,000 Licenses & Permits0 Intergovernmental 0 Charges for Services12,336,26112,986,36913,116,91913,877,700 Fines & Forfeits0 Other Revenue1,790,3098,651,5627,553,3803,754,317 TOTAL17,011,88725,766,94826,705,27320,916,000 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel2,270,0792,533,5572,866,4553,107,134 Supplies, Services & Taxes2,627,4342,760,2962,912,3733,264,652 Capital Expenditures1,611,2413,376,96412,364,4836,150,000 Debt Service5,338,6595,030,8963,876,2502,656,600 Transfers1,085,0236,090,2621,461,7292,233,680 Ending Fund Balance4,079,4515,974,9733,223,9833,503,934 TOTAL17,011,88725,766,94826,705,27320,916,000 Staffing Level35.4936.4936.4937.615 Budget and Program Highlights: Wastewater The Wastewater Manager is responsible for the operation and maintenance of pump stations and treatment of all City wastewater. The Westside Wastewater Treatment Plant provides full secondary treatment to a peak capacity of 32 million gallons per day (MGD). The Eastside CSO Treatment Plant has a peak treatment capacity of 15 MGD. The City operates and maintains 36 pump stations and three remote chemical odor control stations. Other responsibilities include: •Operating and maintaining the City’s wastewater system in compliance with all State and Federal water quality regulations • Completion of the upgrades for the Westside Treatment Plant • Continued improvements of the emergency power systems for the pump stations • Maintaining and improving the infrastructure at the Westside WWTP and sewage pump stations îëè • Oversight and inspection of the SWB sewage pump station and force main construction • Continue upgrades of the Wastewater Telemetry System (SCADA) • Continuing to improve our public image • Continue with the pump station pump and piping upgrades • Attain the DOE Outstanding Treatment Plant Award FY 2008 Utilities Operations The Utilities Operations Manager is responsible for all field operations for the collection system in the sewer utility. This division maintains 21 miles of sewer transmission mains and 146 miles of combined sewer collection system. Other responsibilities include: •Video program for line inspection •Sanitary main replacement program •Jetting of all sanitary lines •Grease interceptor program •Manhole inspections rehabilitation program •Cleanout installation program on sewer laterals •Root control program Recent Accomplishments: • Awarded an Outstanding Treatment Plant Award from DOE for 2005 & 2006 & 2007 • Completed upgrades to Pump Stations OB-6, OB-1, CE-6, and KL-2 • Rehabilitation of Primary Clarifier #2 • Design, construction and installation of a new control system for Pump Station CE-1 • Installation of three new flow meters at Pump Station CE-4 Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Safe, Healthy, Livable Neighborhoods InitiativeOutcome Negotiated Agreement for Assumption of Pump Agreement Completion Assumption of Sewer Service in Supports Annexation of Navy Stations and Collection and Adoption by 2010 Navy Yard City of Bremerton Yard City System from Kitsap Council County InitiativeOutcome Sewer Line Extension to Project Completion 2008 SW Bremerton Provide Sewers to Unserved Areas Sanitary Sewer Service Sewer Line Extension to of the City and to Assigned Urban Project Completion 2011 Provisioning Marine Drive Growth Areas (UGAs) Sewer Line Extension to Project Completion 2011 Rocky Point InitiativeOutcome Improved Reliability and Completion of the Installation of New Westside WWTP Upgrade Redundancy Contract and Successful 2009 Equipment Reduce Environmental Risk Start-up îëç 2010-2014 Budgetary Considerations: Budgetary consideration should be given for these future projects: Sinclair Inlet TMDL (total maximum daily limits) - The Washington State Department of Ecology is currently conducting studies on Sinclair Inlet, to determine if and when a TMDL would be instituted for nutrients. The impact of the implementation of this TMDL for nutrients on the Westside WWTP would be significant. The Westside Facility would have to add a new segment of treatment for the reduction of nutrients in its effluent discharge. The approximate cost for the engineering and construction of this added treatment process would be approximately $10M. Rocky Point Sewer Extension - Currently Rocky Point is not within the City of Bremerton city limits, however it is located within the City’s UGA. Rocky Point is not currently sewered and its residents are serviced by individual septic tanks. A traditional gravity sewer system would be utilized to provide a sewer conveyance system for the Rocky Point residents. This conveyance system would also include the construction of two new sewage pump stations and the upgrade to the existing OB-1 sewage pump station. The estimated engineering design and construction costs for the Rocky Point Sewer Extension would be $13.6 M. Marine Drive Sewer Extension - Currently Marine Drive is not serviced by the City of Bremerton’s sewer system. This sewer extension would provide residents with a new conveyance system. Due to the topography of the Marine Drive area, a traditional gravity conveyance system would not be practical; therefore a low pressure system (LPS) would be utilized to extend sewer service to Marine Drive residents. The Marine Drive Sewer Extension would also utilize portions of the Rocky Point Sewer Extension for conveyance. The estimated engineering design and construction costs for the Marine Drive Sewer Extension would be $3.1M. Consideration should also be given to the aging infrastructure at the WWTP. This is an emerging issue that has been defined through inspections by plant personnel. Budget consideration should also be given to the rehabilitation of the existing biofilter. This process unit has been off-line for 12 years, and its rehabilitation will aid the Westside WWTP in the treatment of nutrients. îêð WASTEWATER UTILITY BUDGET BREAKDOWN 20082009 BUDGETBUDGET WATER RESOURCES Personnel Costs74,10546,553 Supplies & Services35,85767,368 TOTAL EXPENDITURES 109,962113,921 WASTEWATER MANAGER Personnel Costs1,489,5291,563,493 Supplies & Services1,469,7601,689,365 TOTAL EXPENDITURES 2,959,2893,252,858 OPERATIONS MANAGER Personnel Costs491,646566,093 Supplies & Services257,136321,679 TOTAL EXPENDITURES 748,782887,772 WASTEWATER ADMINISTRATION Personnel Costs443,951454,810 Supplies, Services & Taxes1,056,6741,095,486 TOTAL EXPENDITURES 1,500,6251,550,296 ENGINEERING Personnel Costs367,224476,185 Supplies & Services92,94690,754 TOTAL EXPENDITURES 460,170566,939 TOTAL O & M EXPENDITURES 5,778,8286,371,786 Capital Outlay12,364,4836,150,000 Transfers1,461,7292,298,680 Debt Service3,876,2502,656,600 Ending Balance3,223,9833,438,934 TOTAL EXPENDITURES 26,705,27320,916,000 îêï îêî SW BREMERTON SEWER UTILITY Enterprise Fund - 452 Function Description: This project will provide sewer to the newly developing Anderson Creek area in Southwest Bremerton. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance4,612,6923,923,024 Taxes00 Licenses & Permits0 Intergovernmental 00 Charges for Services00 Fines & Forfeits00 Other Revenue4,612,692371,00050,000 TOTAL4,612,6924,983,6923,973,024 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes0 Capital Expenditures4,750,0003,730,000 Debt Service0 Transfers243,024 Ending Fund Balance4,612,692233,6920 TOTAL4,612,6924,983,6923,973,024 Staffing Level0.000.000.00 Budget and Program Highlights: The project consists of a sewer pump station and 18,000 feet of pressure sewer to serve approximately 1,000 future homes in the Bayside and Sinclair Ridge plats. The force main could also support the sewering of the Gorst UGA and portions of the expanded West Bremerton UGA. Recent Accomplishments: •A contract with Stan Palmer Construction has been executed for the forcemain - construction is scheduled to begin in late September 2008, with completion in the spring of 2009. • A contract with Pivetta Brothers Constuction has been executed for the Pump Station - construction is scheduled to begin in October 2008, with completion in the spring on 2009. Fund Initiatives: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Provide Sewer Services for Sewer Line Extension into SW Complete Trunk Sewer 1,000 New Homes - First Step Project Completion 2009 Bremerton and Pump Station in Sewering Gorst îêí 2010-2014 Budgetary Considerations: Leverage the SW Bremerton Sewer force main to provide sewer service to all areas in the SW portion of the City of Bremerton and the Urban Growth Areas like the Gorst UGA and the expanded West Bremerton UGA. îêì îêë STORMWATER UTILITY Enterprise Fund - 481 Function Description: The Stormwater Operating Utility program serves a population of approximately 39,000 residents and provides a storm drainage capital improvement, operations and maintenance program. The Stormwater Utility program supports the Wastewater Utility in the CSO Control Program. The Stormwater Utility program completes all activities associated with the operation and maintenance of the stormwater system, including planning, engineering, management, billing, development reviews, facilities inspections, public education and involvement, maintenance management, and all other labor, material, equipment and overhead costs associated with the operation and maintenance of this utility. Revenue for this program is provided through monthly stormwater rates and fees. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance397,6571,368,8811,787,1541,461,222 Taxes0 Licenses & Permits0 Intergovernmental 75,00020,000 Charges for Services1,426,7791,826,4211,807,0111,911,818 Fines & Forfeits0 Other Revenue43,192194,200130,000138,000 TOTAL1,867,6283,389,5023,799,1653,531,040 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel667,351839,458903,3491,039,351 Supplies, Services & Taxes364,253464,825792,806641,454 Capital Expenditures138,27528,340374,000420,000 Debt Service81315,82316,80016,177 Transfers216,600253,902250,988371,723 Ending Fund Balance480,3361,787,1541,461,2221,042,335 TOTAL1,867,6283,389,5023,799,1653,531,040 Staffing Level10.7611.0111.0111.01 Budget and Program Highlights: Utilities Operations Utilities Operations Division is responsible for all operation, maintenance and construction for the stormwater collection system. The division maintains 114 miles of storm sewers and 13 miles of open ditches. This division is also responsible for the operations & maintenance of City owned detention and retention systems. The division also maintains, cleans & inspects City owned oil/water separator’s and pre-treatment devices. Other responsibilities include: •Video inspection program •Implementation of the new requirements mandated in the general Phase II NPDES permit that was issued by the Department of Ecology in March 2007. •Continue: •Cleaning of storm lines •Catch basin and curb debris plug prevention program îêê •Oil/water separator program •Street sweeping program •Open ditch line maintenance program •Storm drainage main replacement program •Illicit connection investigation and correction •Response to calls for assistance with storm-related flooding •Involvement in Navy’s ENVVEST project Water Resources Division Stormwater involvement includes: •Implementing public education on stormwater and pollution source control •Work with the Kitsap County Health District to inventory and inspect commercial storm drainage and treatment infrastructures. •Illicit connection monitoring program and other water quality monitoring as required by the new NPDES permit and the State’s TMDL Program. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Compliance with 2007- NPDES II Issuance of permit Administer Permit Conditions of Permit 2012 InitiativeOutcome 2008- Replace Brentwood Drive culvert Design Complete design & const Design to WDFW 2009 2010-2014 Budgetary Considerations: Stormwater The new Phase II Stormwater NPDES permit issued to the City by the Department of Ecology has extensive and permanent impacts to Bremerton’s stormwater utility. •Additional, costly, water quality monitoring •Additional efforts required for public outreach and involvement •BMP effectiveness monitoring •More detailed mapping of the storm system •Additional staff training •Increased inspections and documentation •Additional staff time to coordinate and manage a more complex stormwater program than is currently in place Other issues: •Navy’s ENVVEST Project •TMDL for Sinclair and Dyes Inlets îêé îêè GOLD MOUNTAIN GOLF Enterprise Fund - 407 Mission Statement: Bremerton Parks is committed to operating a 36 hole golf complex at Golf Mountain that offers exceptional quality of play and affordable pricing to members of the golfing public. Function Description: This is an enterprise fund established to provide for the operation and maintenance of the Gold Mountain Golf Complex. While the complex is administered by the Director of Parks and Recreation, it has a Board of Directors responsible for operating the complex as a business with the objective of providing quality golf experiences meeting the needs of the golfing community and ultimately providing capital funding support to the Parks and Recreation Department. Gold Mountain is operated through a golf management and a maintenance agreement with private contractors. The Gold Mountain Golf Complex is a full service facility with two 18 hole championship courses (the Cascade Course and the Olympic Course), four practice putting greens, two bunker practice areas, a 100 yard wide natural grass practice tee/driving range, a private covered teaching studio, pro shop, and restaurant and banquet facilities to accommodate nearly 400 people. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance367,242340,242175,897176,199 Taxes0 Licenses & Permits0 Intergovernmental 0 Charges for Services3,387,6743,255,0603,669,2963,631,554 Fines & Forfeits0 Other Revenue200,915105,68996,444114,444 TOTAL3,955,8313,700,9913,941,6373,922,197 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel83,24072,14255,40964,928 Supplies, Services & Taxes2,877,9072,826,6753,035,9143,032,389 Capital Expenditures34,1065,29452,00015,000 Debt Service620,336620,983622,115620,300 Transfers0 Ending Fund Balance340,242175,897176,199189,580 TOTAL3,955,8313,700,9913,941,6373,922,197 Staffing Level0.550.500.950.95 Budget and Program Highlights: During 2008 the Gold Mountain enacted an aggressive marketing program using to promote the course to local and regional golf community. Use and management of internet address lists to promote specials involving food, pro shop merchandise, cart rentals became a marketing pillar. Special prices on golf rounds during slow booking times were used on a selective basis to fill tee-sheets when needed. Economy measures were enacted to reduce costs of operation including use of less expensive liquid fertilizer, reducing course marshal hours once golfers became familiar with pace of play expectations and purchase of a pre-owned satellite system to bring watering of îêç the Cascade course under a central, computerized control. Once fully installed, the system will save labor and water. In the Fall of 2008 the Gold Mountain successfully applied for lodging tax funding assistance to conduct a golf travel package marketing effort with Bremerton hoteliers. Long range business development options are being explored with Golf, Finance, Public Works and Utilities staff to examine the value of adjoining public land in terms of reducing the Clubhouse and Olympic Course construction debt and increasing rounds played through complimentary development. 2009 Objectives Include: • Complete Satellite Irrigation on Cascade Course • Develop Business Options for management of Gold Mountain that will reduce debt service and operating costs. • Implement Lodging Tax funded golf/travel marketing program • Increase rounds played by 1,000 over 2008 year end total • Explore joint promotion with neighboring courses to increase total play within Bremerton-Kitsap area. Recent Accomplishments: • Successful Husky Invitational Tournament • Negotiated Contract to retain Greens Superintendent • Increased Food Service customer satisfaction and Snack Shack sales • Received Lodging Tax grant to increase 2009 marketing efforts • Aggressive use of internet blast list marketing • Increased the use of Shotgun start events to guarantee stream revenue regardless of weather conditions Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness Outcome Elevate presence of GM in the Gain 1000 rounds of Total Rounds played and Increase and diversify marketing Puget Sound Region and the play from year end 2010 Revenue obtained West Coast 2007 to year end 2009 InitiativeOutcome Competitive pricing with other Report and Evaluate green fee structure Market study of fees 2008 like courses Recommendation InitiativeOutcome Maintain Enterprise Funds Options to reduce Recommend to City Complete Business Plan 2009 Long Term Viability debt/operating expense Council 2010-2014 Budgetary Considerations: The golf market has been fee sensitive for the past six years due to a slowing of growth in the sport and a high number of available courses. However Gold Mountain represents an exceptional value in terms of quality compared with the cost of play elsewhere. Continued marketing emphasis, cost containment measures and business plan to reduce bond debt are each needed to insure the long range solvency of Gold Mountain as an independent Enterprise Fund. îéð UTILITY DEBT RESERVE Enterprise Fund - 499 Function Description: This Utility Debt Reserve Fund accumulates and holds reserves equal to the average annual debt service on loans obtained by the Utilities through the State’s Centennial Clean Water Fund (CCWF) and Water Pollution Control Revolving Fund (WPCRF) loan programs as well as for the outstanding Revenue Bonds issued by the Combined Utility System. The reserves for CCWF and WPCRF loans are required to be accumulated over the first five to six years of the loan’s repayment period and must be held for the life of the loan. The reserves for the senior lien revenue bonds are determined at the issuance of debt and funded by bond proceeds at that time. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance494,194557,8591,129,9821,218,858 Taxes0 Licenses & Permits0 Intergovernmental 0 Charges for Services0 Fines & Forfeits0 Other Revenue63,665572,12388,876103,270 TOTAL557,8591,129,9821,218,8581,322,128 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel0 Supplies, Services & Taxes0 Capital Expenditures0 Debt Service0 Transfers0 Ending Fund Balance557,8591,129,9821,218,8581,322,128 TOTAL557,8591,129,9821,218,8581,322,128 Staffing Level0.000.000.000.00 Budget and Program Highlights: Current balance in the fund combined with the anticipated interest earnings and budgeted transfer from Wastewater Utility System ($64,070) in 2009 covers the computed required reserve fund level for 2009. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Required annual reserve Accumulate sufficient reserves Receive sufficient reserves Fund Balance Annual balance 2010-2014 Budgetary Considerations: Each year the required Reserve Fund level must be computed and adjustments made to ensure the debt reserve is adequately funded in accordance with the terms of the underlying debt obligations. îéï îéî INTRODUCTION Internal service funds are used by governments to account for goods and services provided by one City department for another. Revenues are provided for these support functions from fees which are charged on a cost basis to the departments receiving the services or goods. The 2009 budget includes 4 internal service funds: Risk Management – this fund provides for the administration and maintenance of City risk management functions including the maintenance of reserve funds to provide the City with adequate protection to manage fluctuations in insurance premiums and claims. Equipment Rental Reserve– Operations and Maintenance – is a new fund in 2009. Previously the Equipment Rental Reserve Fund was used to both accumulate funds over a period of time to replace vehicles and equipment at the end of their useful life and was also used to track expenditures associated with maintenance and service needs on the City’s fleet of vehicles and large equipment. Beginning in 2009, the Equipment Rental Reserve Fund has been split into two separate funds to break these two very different functions apart - providing better tracking of operating costs and facilitating Equipment Reserve Fund analysis and periodic review. The Equipment Rental Reserve – Operations and Maintenance will track expenditures and interfund payments related to maintenance and service of the City’s fleet of vehicles and large equipment. Equipment Rental Reserve– Equipment Reserve – previously the Equipment Rental Reserve Fund was used to both accumulate funds over a period of time to replace vehicles and equipment at the end of their useful life and also to track expenditures associated with maintenance and service needs on the City’s fleet of vehicles and large equipment. Beginning in 2009, the activities related to maintenance and service of the City’s fleet of vehicles and large equipment was split out to a separate fund. The Equipment Rental Reserve – Equipment Reserves is now to be used only for the purpose of accumulating funds to replace vehicles and equipment at the end of their useful lives. In 2009, an extension of asset lives for the General Fund and Street Fund was made by 1 year to provide an opportunity to preserve working capital for both of those funds in light of the recent economic downturn and inflationary cost pressure. This action results in the General Fund Departments and the Street Fund not making contributions to the Reserve Fund in 2009, with resumption of contributions scheduled for 2010. Asset replacement schedules also shift by one year as a result of this action and will likely result in higher maintenance costs in the final (as extended) year of the vehicle or equipment’s life. It has been common practice for the City to postpone replacements by one year or more due to the generally good condition of vehicles – therefore, the increased maintenance risk is not considered unduly different from what has been actual past practice. Information Technology – provides for support functions to the City’s network and technology systems and the maintenance and replacement of hardware and software components. ________________________________________________________________________ Internal Service Funds Overview îéí 2009 Budget Internal Service Funds Risk Management $2,545,484 ER&R - Maintenance 21% $2,374,548 19% Information Technology $1,082,681 9% ER&R - Reserves $6,296,217 51% 2007 Actual2008 Budget2009 Budget Risk Management 2,642,7922,563,4632,545,484 ER&R - Maintenance 2,374,548 ER&R - Reserves 6,768,7699,668,8176,296,217 Information Technology 1,119,6381,204,6631,082,681 Total Internal Service Funds10,531,19913,436,94312,298,930 îéì RISK MANAGEMENT Internal Service Fund - 503 Mission Statement: Assure the cost effective protection of City assets, resources and personnel through the identification and management of the City’s various exposures to loss. Function Description: The Risk Management Fund was established to consolidate the financial recording and administrative tracking of all property and casualty insurance activities in one cost center with joint costs to be shared by all funds as appropriate. Funds are provided for self-insured claims investigation and payment, litigation costs, insurance specification preparation, excess insurance premiums, risk identification and loss control, safety education, and workers compensation. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance1,607,0091,380,4281,193,6151,193,615 Taxes00 Licenses & Permits00 Intergovernmental 00 Charges for Services00 Fines & Forfeits00 Other Revenue1,298,7251,262,3641,369,8481,351,869 TOTAL2,905,7342,642,7922,563,4632,545,484 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel244,828507,773391,462448,730 Supplies, Services & Taxes954,970941,404978,386899,047 Capital Expenditures00 Debt Service00 Transfers325,5085,000 Ending Fund Balance1,380,4281,193,6151,193,6151,192,707 TOTAL2,905,7342,642,7922,563,4632,545,484 Staffing Level1.501.751.7751.775 Budget and Program Highlights: •Assure compliance with the State’s industrial insurance laws by providing mandatory workers’ compensation benefits in a cost-effective way. Oversee self-insured claim payments, claimant appeals, and conformity with medical restrictions placed on injured workers. Maintain sufficient reserves to cover incurred losses so operational budgets are not impacted by large losses. •Identify program and project liability loss exposures and hazardous working conditions. Recommend effective prevention, mitigation and financing techniques to City Council, Mayor, department heads, managers, and supervisors. Conduct risk management training for managers and staff and supervise Safety Officer. •Design, negotiate, procure and administer the City’s property, liability, workers’ compensation, and surety insurance and self-insurance programs. Present, negotiate, and resolve City insurance claims and secure recovery from others for damage done to City property. îéë •Investigate, evaluate, defend, and resolve self-insured liability claims presented by attorneys, insurers, businesses, and the public alleging City negligence. Maintain sufficient reserves to cover incurred liabilities so operational budgets are not impacted when a large loss becomes payable. •Review and evaluate proposed City contracts, bid specifications, license applications, and permit requests and recommend risk transfer and reduction techniques. Analyze and approve contractors’ insurance. •Maintain risk management information system for loss reports to City Council, department heads, division managers, and insurers. Prepare complex financial analysis of projected losses, reserves and retention levels necessary for adequate loss financing and budgeting. •Provide direction and support for the Safety and Health Committee and City supervisors as they strive to enhance workplace safety. This includes funding minor equipment purchases designed to reduce exposures to hazardous conditions. Recent Accomplishments and 2008 Initiative Status Recaps: • The risk management fund met the established goal of maintaining a balance at least equal to the projected fund liability at year end 2007. • The two largest components in Bremerton’s insurance/self-insurance program (property insurance and excess liability insurance) were placed at a reduced cost in 2008. The excess liability premium for 2008 was lower than during each of the preceding seven years. • Bremerton’s self-insured workers’ compensation assessments to its departments were between 34% and 84% of the Department of Labor and Industries published rates by occupational code. • The worker injury rate remained significantly lower than the target rate. Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Maintain sufficient funds to cover Minimal impact of large claims Fund equity Numerical value Annual incurred liabilities on operational budgets InitiativeOutcome Lower workers’ compensation Cost effective compliance with assessments than would be L & I published rates Numerical value Annual industrial insurance laws charged by State Fund InitiativeOutcome Provide a safe workplace for Injuries per 10,000 hours Low rate of worker injuries Numerical value Annual employees worked 2010 - 2014 Budgetary Considerations: Long-term consideration should be given to the appropriate organizational placement and funding of the Safety Officer position. Currently, the Safety Officer position is located in the Department of Public Works and Utilities, which funds the position's salary, benefits, and most of the administrative expenses. The safety program's effort has been focused on Public Works' issues. City-wide programs need increased attention and direction, clearer supervision and authority, and ultimately direct control by the Office of Risk Management and Safety. îéê EQUIPMENT RENTAL & RESERVE Internal Service Fund - 509 Function Description: The Equipment Rental & Reserve Fund is an internal service fund which finances the fueling and repair of City vehicles and equipment. Revenues are generated through user fees paid by departments utilizing fleet services. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance100,000 Taxes0 Licenses & Permits0 Intergovernmental 00 Charges for Services2,273,048 Fines & Forfeits0 Other Revenue1,500 TOTAL0002,374,548 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel616,898 Supplies, Services & Taxes1,649,313 Capital Expenditures0 Debt Service0 Transfers0 Ending Fund Balance108,337 TOTAL02,374,548 Staffing Level0.000.000.007.15 Budget and Program Highlights: Fund 509 manages the operation and maintenance of City vehicles and equipment including fire trucks, police cars, backhoes, road graders and other equipment. The department is responsible for maintaining vehicle and equipment records, required reports, cost analysis and maintenance schedules. Other responsibilities include: •Maintaining fleet availability at 95% or better •Expanding in-house OEM warranty program •Ensure the technicians have the latest tools and equipment available to them •Ensuring technicians are up-to-date on needed training and certifications •Updating fleet operational and management policies and procedures consistent with the changing customer needs îéé Initiatives to Support City-Wide Strategic Priorities: GOAL OR Measurement STRATEGIC PRIORITYWhen MEASURECriteria Efficient, Accountable, and Financially Responsible City Governance InitiativeOutcome Implement Program for City Employee Vehicle Efficiency Improvements – Addressing; Trip Reduce Environmental and Employee Vehicle Use Adoption and 2009- Reduction/Single Occupancy Economic Impacts Efficiency Plan Implementation of Plan 2010 Vehicle Use Reduction/Officer Assigned Vehicles 2010-2014 Budgetary Considerations: •Increase staffing level by one full time mechanic to meet the expanding equipment inventory. •Increasing fuel costs have had a dramatic effect on budgets over the last 2 years. We must assume these costs will continue and increase our efforts to buy appropriate sized vehicles, maximize use of alternative fuel technologies, and educate drivers on ways to reduce fuel usage. •Increase the use of renewable fuels such as biodiesel, and ethanol, and increase the use of compressed natural gas. îéè EQUIPMENT RENTAL & RESERVE Internal Service Fund - 510 Function Description: The Equipment Rental & Reserve Fund is an internal service fund which finances replacement of City vehicles. Revenues are generated through user fees paid by departments utilizing fleet services. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance1,477,2833,417,2814,506,1035,387,173 Taxes0 Licenses & Permits00 Intergovernmental 45,0900 Charges for Services1,392,2481,667,8562,104,0040 Fines & Forfeits00 Other Revenue2,452,0821,683,6323,013,620909,044 TOTAL5,321,6136,768,7699,668,8176,296,217 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel418,601501,853556,1280 Supplies, Services & Taxes967,3071,197,5411,543,5960 Capital Expenditures518,424514,6382,081,9201,607,500 Debt Service00 Transfers48,6340 Ending Fund Balance3,417,2814,506,1035,487,1734,688,717 TOTAL5,321,6136,768,7699,668,8176,296,217 Staffing Level6.156.157.150.00 Budget and Program Highlights: The division manages the replacement of City vehicles and equipment including fire trucks, police cars, backhoes, road graders and other equipment. ERR is responsible for asset replacement planning and financing. Replacement funds are accumulated through rental fees paid by the user. •Reviewing fleet structure with user departments to ensure they have the appropriate equipment for their needs. •Updating fleet replacement and management policies and procedures consistent with the changing customer needs. •Review specifications for replacement vehicles with user departments. •Review annually the fund balances to ensure that enough is being accumulated to replace equipment with like kind at the end of its lifecycle. •Review fleet usage and reassign or remove vehicles and equipment that are under utilized. îéç Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Develop program to begin Increased Fuel Efficiency and Recommended Program & On implementation of alternatively Implementation of Plan Cost Savings to the City Plan Going fueled vehicles Less cost to departments, more Develop a “motor pool” utilization by making available Recommended Program & 2009- environment to offset the need for Implementation of Plan plan2010 vehicles and equipment for more vehicles in departments short term use. Implement a “Test” program for Utilizing a high miles per gallon an unassigned vehicle to be Reduction in Fuel Reduction in Fuel 2009- or electric vehicle will show stationed at city locations to be ConsumptionConsumption2010 cost savings to the City. used as an errand vehicle 2010-2014 Budgetary Considerations: •Increase staffing level by one full time mechanic to meet the expanding equipment inventory. •Increased fuel costs have been dramatic over the last few years. We must assume these costs will continue and increase our efforts to buy appropriate sized vehicles, maximize use of alternative fuel technologies, and reduce, where possible, unnecessary trips. •Ensure that the fund balance is maintained at an appropriate level. îèð Equipment Rental Reserve Fund 2009 Replacements Projected Fund/ SalvageOther TotalReplacement Dept.VehicleDescriptionLicense #ReservesValueFunding*FundingCost 001-20149799 Ford Taurus24284D$19,160$1,000$20,160$19,500 001-20149899 Ford Taurus464UHW$19,160$1,000$20,160$19,500 001-20149999 Ford Taurus25286D$9,332$1,0009168$19,500$19,500 001-20150801 Ford Crown Victoria31976D$31,100$1,500$32,600$25,000 001-20152503 Ford Crown Victoria33851D$30,500$1,5006000$38,000$38,000 001-20152603 Ford Crown Victoria33852D$30,500$1,5006000$38,000$38,000 001-20152703 Ford Crown Victoria33853D$30,500$1,5006000$38,000$38,000 001-20152803 Ford Crown Victoria33843D$30,500$1,5006000$38,000$38,000 001-20153003 Ford Crown Victoria33845D$30,500$1,5006000$38,000$38,000 001-20153103 Ford Crown Victoria33846D$30,500$1,5006000$38,000$38,000 001-20153203 Ford Crown Victoria33847D$30,500$1,5006000$38,000$38,000 001-20153303 Ford Crown Victoria33848D$30,500$07500$38,000$38,000 001-2014851983 Chevrolet C30 Army Truck***N/A$16,500$1,000$17,500$0 001-51188801 Toro IP 3020N/A$14,800$0$14,800$14,000 001-51188901 Toro IP 3020N/A$14,800$0$14,800$14,000 001-61170702 Chevy Blazer33822D$26,000$2,500$28,500$26,000 102301185 Overlowe Arrow Board00781D$4,000$500$4,500$4,500 102301885 Overlowe Arrow Board00782D$4,000$500$4,500$4,500 102309187 Intern 2574 Dump25225D$44,000$6,000$50,000$43,000 40100032000 GMC Sonoma P/U29479D$16,100$1,0004,900$22,000$22,000 401001602 Chevy Blazer33805D$26,000$2,500$28,500$26,000 401001702 Chevy Blazer33806D$26,000$2,500$28,500$26,000 40100312000 GMC Sonoma P/U29480D$16,200$1,0004,800$22,000$22,000 401005799 Ford F250 Service Truck27473D$36,600$2,500$39,100$36,000 401007199 Ford Windstar Cargo Van27475D$21,000$1,500$22,500$22,000 401007701 Intern 2674/w Spreader31901D$30,000$0$30,000$30,000 401009496 American Reader Board20884D$48,600$1,000$49,600$46,000 401009596 American Reader Board20885D$48,600$1,000$49,600$46,000 401009897 Ford F350SD Service Truck25208D$67,200$3,500$70,700$43,000 45103062000 Chevy Astro Cargo Van29488D$25,100$2,000$27,100$25,000 451038990 Chevy Step-Van 3009484D$35,000$2,000140,000$177,000$170,000 481036697 Intern 2574 Vactor20875D$400,000$8,000$408,000$400,000 481030303 Sterling w/Elgin Sweeper**00790D$108,000$092,000$200,000$200,000 1,351,25254,000300,3681,705,6201,607,500 * Other funding may consist of transfers from other funds, unallocated reserves or excess reserves from other replacement vehicles. ** Vehicle will remain in the fleet and reserves will be used to purchase an additional vehicle of similar type. *** Vehicle will be sold/surplussed but not replaced. Reserved funding will be transferred to unallocated reserve account. îèï INFORMATION TECHNOLOGY Internal Service Fund - 511 Mission Statement: To empower all City departments to process the information necessary for them to perform their assigned function(s) as efficiently and cost effectively as possible. Function Description: Information Technology provides City departments with customized automated systems, computer hardware/software support, local/wide area network infrastructure support. Information Technology provides design assistance, acquisition, installation, training and maintenance of hardware and software systems. Information Technology is responsible for the day-to-day operation, growth planning and security of all computers and the entire City network. Budget Data Recap: Category - Revenue2006 Actual2007 Actual2008 Budget2009 Budget Beginning Fund Balance167,565259,649258,783188,434 Taxes00 Licenses & Permits00 Intergovernmental 00 Charges for Services831,948843,153945,880894,247 Fines & Forfeits00 Other Revenue66,45616,8360 TOTAL1,065,9691,119,6381,204,6631,082,681 Category - Expenditures2006 Actual2007 Actual2008 Budget2009 Budget Personnel412,795460,329495,750534,700 Supplies, Services & Taxes322,048400,526447,479436,840 Capital Expenditures69,97773,0008,500 Debt Service00 Transfers1,5000 Ending Fund Balance259,649258,783188,434102,641 TOTAL1,065,9691,119,6381,204,6631,082,681 Staffing Level5.005.005.005.50 Budget and Program Highlights: Administration •Support for the operation of all computers and related equipment and software used on those computers. This includes research, acquisition, installation, training and general support (helpdesk). Functions require communicating and working with department heads and elected officials to identify the level of support required. •Repair/Maintenance of computer equipment and software, including printers and other devices/components. Includes computer and monitor replacement programs. •Support and monitoring of network operation. •Develop an information technology strategic plan with participation of the city department heads to address future direction and decision processes for critical City technology. îèî Internet Connectivity • Information Technology maintains and provides access for City departments to other governmental agencies via the Inter Governmental Network (IGN). This connectivity includes the Court’s access to the Office of Administrator of the Courts for the District Court Information System (DISCIS), the Police Department’s access to State Patrol’s Information System, the Police Department’s access to the County’s I-LEADS Police Records System and various departments’ (DCD, Fire, Tax & License, Engineering) access to the County’s Land Information System (LIS). • In addition to access to other agencies, Information Technology also provides citywide access to the Internet via the same IGN. E-mail • Provide, secure, monitor and retain e-mail for all City users. This includes the provision of an e-mail server, software and backup hardware/software. Document Management •Assist departmental scanning needs. Information Technology will assist departments with their document management needs, maintaining scanners, servers and software. •Maintain Document Servers. •Maintain Scanning Software. •Replacement Scanners. Systems & Programming •Support for the Pentamation Accounting and Payroll products and support for the City’s Tax & License and Utility Billing applications. •Support for all other automated systems used by the City, including Police Records, Land Information System, cashiering. •Purchase of discrete departmental information technology components and the operational costs of shared printers and copiers in the Government Center. Infrastructure Upgrade and Maintenance •Continue to maintain and build out the high speed network providing either gigabit or 100 megabit links to all departments. Add resiliency to the existing infrastructure by providing ready spares for crucial network equipment. The time is here when the City cannot function without network connectivity. Website •The City now has a website that ranks with the best government sites. It is anticipated that during 2008 we will commence interactive website applications. Information Technology provides one-half of the funding for a position in Public Works for Website support. Applications Support •Assist the Finance Division in the continued upgrading of the Pentamation Integrated Accounting Package. •Provide support as needed of the Utility Billing System. •Continued assistance and support to the Public Works and Utilities Department in their implementation of the Cartegraph Inventory and Work Order Application. Wireless Applications Support •Research, acquisition, monitoring and support of all public and private wireless applications in the City. Recent Accomplishments and 2008 Initiative Status Recaps: • Implemented an email retention system to accommodate public disclosure requests. • Developed a landlord Notification System to monitor problem housing. îèí Fund Initiatives: GOAL OR Measurement FUND GOALS/INITIATIVESWhen MEASURECriteria Efficiency and Effectiveness InitiativeOutcome Independent Network None/Few Network Improve Network Security Better Data Protection 2009 Penetration Test Breaches InitiativeOutcome Allow secure remote Provide Remote Access 2008/2009 access to the City’s Telecommuting/Online access Availability of Service capability network 2010-2014 Budgetary Considerations: We need to find a long term solution to Information Technology’s space requirements. Demands on the Division continue to show significant annual growth and will eventually exceed the capacity of the staff to handle them. We do not have sufficient space to increase the staffing size. Our server/network core space is full. We have no room to expand existing infrastructure. We need to provide redundancy for our server farm in a different location. At present catastrophic loss of the server facility in the NDGC would result in a total, albeit temporary, loss of computing capability citywide. Service would take anywhere from several days to several weeks to restore. îèì INFORMATION TECHNOLOGY 2009 BUDGET Beginning Fund Balance188,434 Interfund Revenue894,2471,082,681 Expenditures: Personnel Salaries & Benefits534,700 Office & Operating Supplies22,000 Small Tools & Equipment500 Computer Related Items80,000 Professional Services241,170 Professional Services IFD58,976 Telecommunications3,000 Travel1,500 Equipment Rental15,000 Interfund Insurance5,155 Equipment Repair1,975 Equipment Repair IFD4,564 Miscellaneous3,000 Capital Outlay8,500980,040 Ending Fund Balance102,6411,082,681 îèë îèê INFORMATION TECHNOLOGY 2009 BUDGET NOTES 1.Preliminary Personnel/Benefits increase based on an anticipated 5% COLA, a 12% medical increase, an 8% dental increase and a 5% vision increase. 2.Professional Services comprise: Service2008 2009 (1) Laserfiche maintenance 7,500 8,500 Cashiering Maintenance 1,000 1,100 Pentamation Maintenance 50,000 50,000 I-Leads Licensing 50,000 50,000 (2) LIS Licensing 13,000 14,800 Network Licensing 10,000 10,000 Microflex (TaxTools) Licensing 2,200 2,100 Barracuda Maintenance 1,100 1,155 Internet Monitoring 4,000 1,680 Norton Antivirus 3,500 3,675 Web Hosting 1,560 1,560 Off-site Storage 3,500 3,500 I-net maintenance 6,000 6,000 Parking Handheld Maintenance 2,500 2,500 Consulting 40,000 40,000 Wireless Communications Support 25,000 25,000 Harris Software Maintenance 9,000 8,600 (3) Diskeeper Maintenance 7,200 9,000 (4) Kit-Net 0 2,000 Total 237,060 241,170 (1) Based on 2008 charges (2) Based on 2008 charges (3) Increased # of licenses (4) New for 2009 Budget 3.Computer Related Items: Item2008 2009 Computer Replacement Program 60,080 10,000 Software Upgrades 20,000 15,000 Network Replacements 0 15,000 Miscellaneous Computer parts 12,111 15,000 Online Permitting Costs 0 25,000 Total92,191 80,000 îèé 4.Capital Expenditures: Expenditure2008 2009 MCT Replacements Police 50,000 0 MCT Program (new) Fire 0 0 Network Upgrades 15,000 0 Backup Server 0 8,500 Virtual Server 0 0 Total 65,000 8,500 îèè CITY OF BREMERTON CAPITAL IMPROVEMENT PLAN 2009 – 2014 A Capital Improvement Plan (CIP) is a multiyear plan that provides a planned and programmed approach to utilizing the City’s financial resources in the most efficient manner to meet service and infrastructure needs. The City has prepared a comprehensive capital projects list as a part of the 2009 annual budget process. This list provides a six-year view of intended projects and serves as a resource for the City Council, City staff, and the citizens of Bremerton in understanding the scope, timing, and funding of key projects. While funding was identified as a part of each project description, some unfunded and underfunded projects have been included for the future periods of 2010 through 2014 in order to keep them in the forefront as targets for grants, ballot measures, and other continued funding efforts. Projects identified to occur in 2009 however were required to have a designated revenue source and are integrated into the City’s annual budget for 2009. The 2009 –2014 Capital Improvement Plan is comprised of general-purpose (municipal capital improvements), transportation, and utility projects. On February 20, 2008 the City Council adopted a separate Transportation Improvement Plan by Resolution no. 3048. In addition, on September 21, 2005 the Council adopted a Wastewater Comprehensive Plan by Resolution No. 2979. Finally, on December 20, 2006 the City Council adopted a Water System Plan by Ordinance No. 4992. These individual components of Bremerton’s Capital Improvement Plan are summarized and then incorporated into this citywide Capital Improvement Plan. These separate plans as previously adopted encompass the vast majority of the City’s planned capital programs and include detailed information on the scope, timing, and reason for their being undertaken. Readers are encouraged to review the separate transportation and utility system capital plans to learn more about the significant programs described for these specific areas. The City of Bremerton considers its six-year capital plan as a long-range plan for addressing capital needs. The purposes and goals of the CIP are to: Provide capital facilities and infrastructure that are needed by the community for civic purposes and support the vision of Bremerton’s future as articulated in the Comprehensive Plan. Support the provision of City services consistent with the expectations of the community, as expressed in the City’s declared level of service standards. Preserve levels of service as growth and development add new demands. Provide facilities that meet special needs of the community. Rehabilitate and/or replace the City’s facilities and infrastructure to extend useful life and assure continued efficiency. In developing the Capital Improvement Plan, the Department of Community Development has worked with Financial Services to ensure that the information required îèç by the Growth Management Act (GMA) has been included in the plan. Each item has been reviewed and designated as either integral or not integral to the City’s Comprehensive Plan. If integral, it is noted as to it’s inclusion in the plan and whether it induces growth. Capital Improvement Plan Process The annual update of the capital improvement plan began with a request to the City departments to submit a list of various capital improvement projects to be considered. This was initiated approximately a month prior to the start of the scheduled annual budget development. Financial Services then compiled this list and ensured throughout the development of the annual operating budget that the CIP was kept current and consistent with the operating budget submittals and with the recently adopted Transportation Improvement Plan, Wastewater Comprehensive Plan, and Water System Plan, – all of which were prepared separately by the Public Works Department and adopted by the City Council after separate study sessions and public hearings. The final Capital Improvement Plan is now presented herein together with the proposed annual budget to the City Council for approval. The Council will hold public hearings to review the Capital Improvement Plan and annual budget. Upon completion of the public hearing process, the Capital Improvement Plan and annual budget will then be formally adopted by Ordinance. Impact of Capital Improvements on Operating Budget Several projects currently underway or planned for implementation in the 2009 through 2014 timeframe have been identified to have future operational cost impacts for the City. The most significant of these projects are the Harborside Plaza & Commons, Evergreen Park Expansion, and the Bremerton Boardwalk. Each of these projects have been identified as requiring additional staff support for maintenance and operations than is otherwise currently available – particularly in the areas of Parks & Recreation staff and General Facilities staff. This situation is now made worse with the current economic downturn and reductions in staffing proposed for the Parks & Recreation Department. These future demands are discussed by these departments in the narrative portion of the budget “2010-2014 Budgetary Considerations”. Overview of the 2009 – 2014 Capital Improvement Plan The 2009 – 2014 Capital Improvement Plan supports the City’s continued commitment to revitalization of Bremerton with the inclusion of major projects that are part of the plan for redevelopment and revitalization, along with other projects that rehabilitate or restore existing infrastructure, including major maintenance projects identified in the plan. The City’s capitalization policy defines capital assets as tangible objects of a long-term character that will continue to be held or used such as land, buildings, machinery, furniture, and other equipment with a life expectancy greater than 1 year and having a value of $5,000 or greater. While the majority of expenditures identified in the Capital Improvement Plan are capital expenditures, there are programs included that are not îçð characterized as “capital” per the City’s accounting policy on capitalization, but are included in the CIP due to their significant impact on infrastructure and as required by state RCW to ensure appropriate eligibility for the use of Real Estate Excise Tax to fund these efforts. Examples of the type of expense that is included in the CIP are; street overlayments and major maintenance, and debt service undertaken to finance City buildings. A summary recap is provided for 2009 showing the capital expenditures ($21,278,244) and expense items ($548,993) which together comprise the total Capital Improvement Plan ($21,827,237). The capital expenditures per the Capital Improvement Plan agree to the total budgeted 2009 capital expenditures for the City. The Capital Improvement Plan pages that follow contain brief descriptive narratives for each project as well as identify funding source. The Capital Improvement Plan is consistent with and supports the City’s Comprehensive Plan. Conceptual Image – Evergreen Park Expansion and Boardwalk Project îçï FINANCIAL SUMMARY- ALL FUNDS 2009 - 2014 CAPITAL IMPROVEMENT PROGRAM FUNDING SOURCES TOTAL CIP CATEGORYPROJECTS200920102011201220132014 General Fund 4,418,068474,000760,0681,058,0001,298,000828,000 Dedicated Taxes 5,811,6921,004,213957,2251,105,585665,5651,070,0391,009,065 User Fee Assessments 42,391,5006,807,00011,405,0007,216,0007,150,0005,412,5004,401,000 Assets or Debt Issuance 14,290,0003,800,0001,490,0005,000,0004,000,000 Reserves & Fund Balance 11,476,2108,009,784955,0061,267,576846,340397,504 Grants & Other 21,336,2402,206,24010,175,0008,755,00050,000150,000 Unidentified (1) 58,675,0005,160,00011,320,00010,100,00015,545,00016,550,000 Total158,398,71021,827,23730,616,23135,424,22923,819,90523,773,04322,938,065 EXPENDITURES TOTAL FUND DESCRIPTIONPROJECTS200920102011201220132014 General Fund - Police 49,60049,600 General Fund - Fire 2,392,06839,000209,068638,000928,000578,000 General Fund - General Facilities 526,0005,000110,000286,00055,00045,00025,000 General Fund - Non-Departmental 2,459,979409,500410,225410,585410,565410,039409,065 General Fund - Parks 60,72060,720 Arterial Streets 11,401,108689,108722,0004,355,0002,700,0002,735,000200,000 Streets 3,745,00040,000725,000765,000765,000725,000725,000 Parking Operations 279,00060,00065,00015,00020,000100,00019,000 Police Special Projects 52,00052,000 BKAT 253,000108,00074,00026,00030,00010,0005,000 One Percent for Art 339,66089,66050,00050,00050,00050,00050,000 Conference Center Operating 426,50090,500111,00035,00082,50072,50035,000 Public Safety 5,800,0001,800,0004,000,000 Harborside Plaza & Commons 599,865599,865 Parks Capital 27,172,2841,157,2843,225,000715,0002,155,00010,720,0009,200,000 Boardwalk Project 19,005,000630,0008,225,00010,150,000 Water Utility 31,351,0004,055,0005,940,0005,585,0006,441,0002,575,0006,755,000 Gold Mountain Golf Course 1,365,00015,000350,000350,000250,000250,000150,000 Wastewater Utility 39,655,0006,150,0005,075,00010,465,0009,053,0004,440,0004,472,000 SW Bremerton Sewer 3,730,0003,730,000 Stormwater Utility 2,345,000420,000440,000690,000265,000265,000265,000 Equip Rental & Reserve 5,023,9261,607,500955,0061,267,576796,340397,504 Information Technology 367,0008,500100,00050,000108,50050,00050,000 Total158,398,71021,827,23730,616,23135,424,22923,819,90523,773,04322,938,065 (1)ArterialStreet,Streets,BoardwalkandParksCapitalProjectsFundsmayincludedprojectswithunidentifiedfundingsources and/oranticipatedgrantrevenues.TheCIPincludessomeunfundedandunderfundedprojectsforthefutureperiodsof2010 through2014inordertokeepthemintheforefrontastargetsforgrants,ballotmeasures,andothercontinuedfundingefforts. These projects will not proceed until funding sources and/or awarded grant revenues become available. îçî îçí îçì îçë Capital Improvement Plan 2009 - 2014 Projects by Year Police Project Title200920102011201220132014 30,000 Automatic License Plate Reader 19,600 Interview Room Digital Video & Audio Recording Grand Total49,60000000 îçê Capital Improvement Plan 2009 - 2014 Projects by Year Fire Project Title200920102011201220132014 Architectural Study for Fire Station Impr. 40,000 Boat Trailer 10,000 Breathing Air Compressors 70,618 Bunker Gear Dryers 19,000 Intersection of Sylvan/Sheridan & Olympus 200,000 Electronic Sign for Station #1 50,000 Emergency Generator for Fire Station #1 70,000 Fire Engine Replacement 550,000550,000 Life-Pak Cardiac Monitor Defibrillator 28,00028,00028,000 Remodel Fire Station #2 350,000 Remodel Fire Station #3 350,000 Stryker Gurneys - Ambulance Stretchers 10,00010,00010,000 Video Conferencing Equipment 18,450 Grand Total039,000209,068638,000928,000578,000 îçé Capital Improvement Plan 2009 - 2014 Projects by Year General Facilities Project Title200920102011201220132014 Equip. Srvs, 100 Oyster Bay - Enclose Work Bay 60,000 Fire Station #, 5005 Kitsap way - Reroof 45,000 Fire Station #1 Misc. Improvements 5,000 Fire Station #1, Fire Alarm Panel Replacement 6,000 Fire Station #2 Dormitory Addition 70,000 Fire Station #2, Carpet 15,000 Fire Station #2, Electrical Improvements 5,000 Fire Station #2, HVAC Improvements 5,0005,000 Fire Station #2, Misc. Improvements 10,0005,00010,000 Fire Station #2, Plumbing Improvements 5,000 Fire Station #2, Seal Floor 10,000 Fire Station #2, Bunker Gear Lockers 5,000 Fire Station #3, Dormitory Addition 70,000 Fire Station #3, Carpet 15,000 Fire Station #3, Electrical Improvements 5,000 Fire Station #3, Mechanical Improvements 5,0005,000 Fire Station #3, Misc. Improvements 10,0005,000 Fire Station #3, Plumbing Improvements 5,000 Fire Station #3, Seal Floor 10,000 Fire Station #3, Bunker Gear Lockers 5,000 Fire Station #3, Custom Cabinetry 10,000 Library Building, Misc. Improvements 5,00040,0005,00015,00010,000 Naval Museum - Miscellaneous Improvements 5,0005,0005,0005,000 Police Station - Stairwell Tread Replacements 5,000 Police Station, HVAC Improvements 10,000 SOG Building, Misc. Improvements 5,0005,000 Grand Total5,000110,000286,00055,00045,00025,000 îçè Capital Improvement Plan 2009 - 2014 Projects by Year Non-Departmental Project Title200920102011201220132014 Debt Service On Government Center 409,500410,225410,585410,565410,039409,065 Grand Total409,500410,225410,585410,565410,039409,065 îçç úÜÍÔÉÜÑ ôÐÍËÎÇØÐØÏÉ íÑÜÏ íËÎÓØÚÉÊ ÛÄ äØÜË íÜËÒÊ Project Title200920102011201220132014 Light Pole Irrigation 60,720 Grand Total60,72000000 íðð Capital Improvement Plan 2009 - 2014 Projects by Year Arterial Streets Project Title200920102011201220132014 Arsenal Way/ Patten Improvements 2,500,0002,500,000 Lower Wheaton Way Alignment 100,0001,305,000 Miscellaneous 65,493100,000100,000100,000100,000100,000 Neighborhood Sidewalk Program 100,000100,000100,000100,000100,000 Park Avenue Signal Upgrades 200,000300,000 Pavement Rating Impr. Project 35,000 SR303 11th Street/ Warren Ave Intersection 173,400222,0002,300,000 SR304 Navy Yard HWY Stage 1D 200,000 Transportation Tunnel Improvements 86,000 Wheaton Way at Magnuson Improvements 250,000 Wheaton Way/Schley Canyon Landslide Repair 164,215 Grand Total 689,108722,0004,355,0002,700,0002,735,000200,000 íðï Capital Improvement Plan 2009 - 2014 Projects by Year Street Project Title200920102011201220132014 Illuminated Street Signs 40,00025,00025,00025,00025,00025,000 Kitsap Way Lighting 125,000125,000125,000125,000125,000 Pavement Management Maintenance 500,000500,000500,000500,000500,000 Phone System Upgrade 40,00040,000 Traffic Signal Equipment Replacement 75,00075,00075,00075,00075,000 Grand Total 40,000725,000765,000765,000725,000725,000 íðî Capital Improvement Plan 2009 - 2014 Projects by Year Parking Operation Project Title200920102011201220132014 Harborside Parking 7,000 Harborside Parking Security Camera System 20,000 Parking Facility, 405 WA Ave - Clean Decking 20,000 Parking Facility, 405 WA Ave - Install Railing 20,000 Parking Facility, 405 WA Ave - Repair Concrete 60,000 Parking Facility, 405 WA Ave - Structural Cables 15,000 Parking Facility, 405 WA Ave - Re-Seal Concrete 15,000 Parking Facility, 405 WA Ave. - Misc Improvements 7,000 Parking Facility, 405 WA Ave. - Re-Stripe 10,00010,000 Parking Lots - 4th & 5th St. Misc. Improvements 5,000 Parking Lots - Lighting 75,000 Parking Lots - Lot Sign Replacement 15,000 Grand Total60,00065,00015,00020,000100,00019,000 íðí Capital Improvement Plan 2009 - 2014 Projects by Year Police Special Projects Project Title200920102011201220132014 Office Furniture & Equipment 7,000 Other Machinery & Equipment 10,000 Special Operations Group Vehicle 35,000 Grand Total 52,00000000 íðì Capital Improvement Plan 2009 - 2014 Projects by Year Bremerton Kitsap Access Television Project Title200920102011201220132014 BKAT Production Equipment Upgrades 23,00060,0005,00030,00010,0005,000 Cameras for Public Use 9,000 Computer Replacement 10,00012,000 Edit Stations & Software 4,000 Office Furnishings 10,000 Playback System 75,000 Grand Total108,00074,00026,00030,00010,0005,000 íðë Capital Improvement Plan 2009 - 2014 Projects by Year One Percent For Arts Project Title200920102011201220132014 Public Art Work 89,66050,00050,00050,00050,00050,000 Grand Total89,66050,00050,00050,00050,00050,000 íðê Capital Improvement Plan 2009 - 2014 Projects by Year Conference Center Operating Project Title200920102011201220132014 Audio Visual Enhancements 5,0005,0005,0005,000 Augmentation of Place Setting Inventory 5,0005,0005,0005,0005,0005,000 Food & Beverage Enhancements 52,5005,0005,00035,0005,0005,000 HVAC Improvements to Fountain Room 18,000 Information Technology Enhancements 10,0005,0005,0005,000 Kitchen Upgrade 42,500 Replace Lobby Carpet 18,000 Replace Lobby Furniture 15,000 Replace Meeting Room Carpets 48,000 Replace Wall Fabric 22,500 Unforeseen Conv. Ctr. City Repairs 5,00015,00015,00015,00015,00015,000 Grand Total90,500111,00035,00082,50072,50035,000 íðé Capital Improvement Plan 2009 - 2014 Projects by Year Public Safety Project Title200920102011201220132014 Court - New Facility 4,000,000 Court - Renovation Project 1,800,000 Grand Total1,800,0004,000,0000000 íðè Capital Improvement Plan 2009 - 2014 Projects by Year Harborside Plaza & Commons Project Title200920102011201220132014 Harborside Plaza & Commons 599,865 Grand Total599,86500000 íðç Capital Improvement Plan 2009 - 2014 Projects by Year Park Facilities Project Title200920102011201220132014 30,000 9th Street Mini-Park Shoreline Rehab./Red. 500,000 Anderson Cove Waterfront Acquisition 35,000 Blueberry Park Pea Patch Renovation 232,284 Blueberry Park Renovation 100,000 East Bremerton Jr. High Property Rec Impr 20,000 Eastpark Picnic Shelter 550,000 Forest Ridge Park Renovation 6,500,000 Glenn Jarstad Aquatic Center Pool Expansion 200,000 Irrigation to Street Trees & Flower Baskets 30,000 Ivy Green Cemetery - Construct Office 500,000 Jarstad Aquatic Center - Major Repair/Upgrade 16,000 Kitsap Lake Park - Repair Fishing Dock 700,000 Kitsap Lake Wetland Boardwalk Trail 90,000500,000 Kiwanis Park - Renovation 75,000 Lions Park - Boat Dock Replacement 10,000 Lions Park - Coal Dock Structural Evaluation 300,0001,400,000 Lions Park Renovation 400,000740,000 Maintenance Facility Relocation 70,000 Mataan Park Improvements 14,00015,00015,00015,000 Minor Equipment Replacement 10,00025,00025,00025,000 Minor Facilities Improvements 100,000 N.A.D. Marine Park Picnic Area 2,500,000 N.A.D. Marine Park Development 7,500,000 New Community Center 25,000 Off-Leash Dog Park Project 75,000 Pat Carey Vista - Shoreline Rehabilitation 320,000 Pendergast Park - Softball Field Develop. 150,000 Pendergast Park - Softball Field Drainage 45,000 Pendergast Park - Softball Field Renovation íïð Capital Improvement Plan 2009 - 2014 Projects by Year Park Facilities Project Title200920102011201220132014 1,400,000 Pendergast Park - Turf Soccer Field Develop. 100,000 Pendergast Park Maintenance Facility 25,00030,00030,00035,000 Playground Equipment Replacement 450,000 Riddell Area Neighborhood Park Acquisition 10,000 Shelters & Gazebo Renovations 100,000 Sheridan Com Ctr - Renovation 25,000 Sheridan Com Ctr - Tables/Chairs Replacement 400,000 Sheridan Park Redevelopment 30,00040,000 Tennis Court Resurfacing 60,000 Tree Grates for Downtown 25,00025,00025,00025,00025,000 Unidentified/Emergent Projects 75,000 Vehicle Equipment Additions 80,000 Warren Ave. Playfield Lighting 300,000 Warren Avenue Playfield Renovation Grand Total 1,157,2843,225,000715,0002,155,00010,720,0009,200,000 íïï Capital Improvement Plan 2009 - 2014 Projects by Year Boardwalk Project Project Title200920102011201220132014 Boardwalk - Design & Construction 375,0007,825,0007,825,000 Boardwalk - Park Develop., Design & Const.255,000400,0002,325,000 Grand Total 630,0008,225,00010,150,000000 íïî Capital Improvement Plan 2009 - 2014 Projects by Year Water Utility Project Title200920102011201220132014 30,000850,000 12" Distribution Main 3rd, High & Ohio St. 335,000 12" Distribution Main - Shorewood Drive 1,750,000250,000 24' pipe on C St. from Oyster Bay to National Ave 350,000 Booster Station 3 Abandonment 6,000 Clean & Seal Concrete Floor of Oyster Bay 200,0002,300,000 Construction of Additional Water Storage 500,000500,000500,0001,000,000500,000500,000 Distribution Main Improvements 20,000100,000 Emergency Source Upgrade 20,00020,00020,00020,00020,00020,000 Fire Hydrants 150,000 Forestry Office 50,000350,000 Gold Mountain Golf Course Irrigation 40,000 Gorst Creek Bridge (3000 Road Culvert) 200,000 Hardening of Casad Dam Overflow 50,000 Jarstad Park - Trail/Facilities Improvements 75,000 Manette Bridge Water Main 25,000 McKenna Weir Modification 50,000100,000100,000100,000100,000100,000 Meter Replacement 100,000100,000100,000100,000100,000100,000 Meter Replacement - Large 20,00015,00015,00015,00015,00015,000 Misc Equipment - Utility Operations Manager 1,400,000 Oyster Bay Remodel & Expansion 2,800,000 Port of Bremerton Transmission Main 300,000 Port of Bremerton Water Main 50,000 Pressure Relief Valves 10,000 Public Works, Oyster Bay Ave - Coat Roof 5,000 Public Works, Oyster Bay Ave - Electrical Impr. 5,0003,000 Public Works, Oyster Bay Ave - HVAC Impr. 5,000 Public Works, Oyster Bay Ave - Paint Interior 50,000 Pump station 17 MCC 7,000 Purchase Mueller Tapping Machines 10,000 Rebuild Ridged Pipe Threading Machine íïí Capital Improvement Plan 2009 - 2014 Projects by Year Water Utility Project Title200920102011201220132014 500,000 Re-Drill Well 9 25,000 Rental House at Res. # 4 Impr. or Demolition 50,000 Reservoir 8 Drain 50,000 Road Easement to Gold Mountain Watershed 20,00020,00025,00025,00020,000 Road Maintenance and Abandonment Plan 150,000300,000325,000325,000350,000350,000 Substandard Water Main Replacement 65,00065,00070,00070,00070,00070,000 Taps/Meters 275,000750,0004,000,0004,000,000 Ultraviolet Treatment Facility 75,000 Union River Isolation Sluice Gate 200,000 Upgrade SKADA 10,000 Warren and Manette Isolation Valves 200,0001,000,000 Warren Avenue Bridge Main Seismic Upgrade 100,000100,000125,000125,000125,000 Water Resources Misc Capital Improvements 135,000 Watershed Land Purchase 75,000 Well 18 Pump and Motor 200,000 Well 1R Upgrades 120,000 Well 22 Pump and Controls 150,000 West Branch Diversion Expansion Grand Total 4,055,0005,940,0005,585,0006,441,0002,575,0006,755,000 íïì Capital Improvement Plan 2009 - 2014 Projects by Year Gold Mountain Golf Course Project Title200920102011201220132014 80,00080,000100,000100,000100,000 Annual Replacement of Capital Equip. 20,00020,00020,00020,00020,000 Cart Path Improvements 10,00010,00010,00010,00010,000 Clubhouse Maintenance 75,000 Extend/Impr. 9th Hold on Olympic Course 35,000 Point of Sale System 10,000 Purchase New Chairs 100,000100,000100,000100,000 Replace Irrigation Syst. on Cascade Course 25,000 Road and Parking Lot Improvements 75,000 Sand in Bunkers on Cascade Course 15,00020,00020,00020,00020,00020,000 Unidentified/Emergent Projects 20,000 Weather System Grand Total15,000350,000350,000250,000250,000150,000 íïë Capital Improvement Plan 2009 - 2014 Projects by Year Wastewater Utility Project Title200920102011201220132014 Aeration Basin Head Box 45,000 Beach Main/Critical Force Main Cleaning 75,000200,000200,000 Beach Main Replace. - ESTP to 16" Siphon 125,0001,000,000 Bremerton Boardwalk Sewer 150,0001,600,0002,500,000 Collection System Evaluation/Inspection 150,000150,000150,000150,000150,000 Collection Syst. Impr. Oyster Bay Beach Sewer 75,000650,000200,000 Cross-Town Pipeline Redundancy 25,000100,0002,250,0002,250,000 Cross-Town Pipeline Upper Reach Repair 100,000 Cross-Town Pipeline Ventilation 65,000800,000 Digester Heat Exchanger #1 & #2 62,000 East 16th Beach Main Connector 25,000 Eastside Treatment Plant Outfall 75,000425,000 Euland Sewer Pre-Design 50,000 Gorst & West Bremerton UGA Sewerage 100,000 Gorst Sewerage - Design and Construction 250,0005,000,0005,000,000 Grit Washer (Classifier) 20,000 Grundotugger 38,000 Improvement Between Schley and Fir St. 50,000 Improvement on Homer Jones 50,000 KL1 Pump Station Upgrade 600,000 Lateral I&I Reduction 75,000180,000200,000250,000250,000250,000 Marine Drive Sewer Pre-Design 50,000 Metal Storage Warehouse (40x80) 50,000 Miscellaneous Equipment 15,00015,00015,00015,00015,00015,000 New Roof on WWTP Control Building 30,000 Pacific Avenue CSO - Trunk SD 25,000 Pacific Avenue CSO Reduction 1,500,000 Port Blakely Sewer Pre-Design 50,000 Primary Clarifier #1 & 2 Drive Replacement 70,000 Rocky Point Sewer Pre-Design 50,000 íïê Capital Improvement Plan 2009 - 2014 Projects by Year Wastewater Utility Project Title200920102011201220132014 Secondary Clarifier #1 & 2 Dr. Replacement 80,000 Sheldon Blvd Sewer Replacement 350,000 SKIA Sewer Pre-Design 50,000 Substandard Main Replacement Program 350,000350,000350,000350,000350,000350,000 Wastewater Reuse 100,000 West Hills Sewer Pre-Design 50,000 WWTP and Pump Station Impr. Program 500,000550,000600,000650,000650,000700,000 WWTP Frontage Improvements 500,000 WWTP Outfall 250,0002,500,000 WWTP Upgrade 2,000,000 Grand Total 6,150,0005,075,00010,465,0009,053,0004,440,0004,472,000 íïé Capital Improvement Plan 2009 - 2014 Projects by Year SW Bremerton Sewer Project Title200920102011201220132014 Southwest Bremerton Sewerage 3,730,000 Grand Total3,730,00000000 íïè Capital Improvement Plan 2009 - 2014 Projects by Year Stormwater Utility Project Title200920102011201220132014 20,00040,00040,00040,00040,00040,000 Catch Basin Replacement 250,000 Culvert at Brentwood Dr. & Ostrich Bay Creek 25,000450,000 Eagle Avenue Storm Drain 100,000 Eastpark Stormwater Outfall 150,000 Kitsap Way Storm Drain 25,000 Replace 12" Storm Main on 26th Street 100,000150,000200,000225,000225,000225,000 Storm Drainage Replacement Program Grand Total420,000440,000690,000265,000265,000265,000 íïç Capital Improvement Plan 2009 - 2014 Projects by Year Equipment Rental and Reserve Project Title200920102011201220132014 Purchase of New City Vehicles 60,000 Replacement of City Vehicles 1,607,500895,0061,267,576796,340397,504 Grand Total0 1,607,500955,0061,267,576796,340397,504 íîð Capital Improvement Plan 2009 - 2014 Projects by Year Information Technology Project Title200920102011201220132014 Backup Server 8,5008,500 Police MCT Program 50,00050,00050,00050,00050,000 Virtual Server Installation at Oyster Bay 50,00050,000 Grand Total8,500100,00050,000108,50050,00050,000 íîï íîî íîí íîì íîë íîê íîé íîè íîç ííð ííï ííî ííí ííì ííë ííê ííé ííè ííç íìð íìï íìî íìí íìì íìë íìê Attachment A – Resolution No. 3034 City of Bremerton Financial Goals & Policies The City of Bremerton is accountable to its citizens for the efficient use of public dollars. Resources entrusted to the City should be used in a manner that provides services, public facilities, and infrastructure necessary to meet the needs of the community – both for today and for the future. The following financial goals and policies establish a framework of financial health and stability that is required to meet those expectations. The goals expressed here define what constitutes a “good outcome” for the city in regards to financial planning and decisions. Goals indicate the objectives - while the policies describe actual boundaries (or measurable) that are deemed necessary to achieve those goals. Goals for Financial Sustainability – Diversified annual resources that are sufficient to provide for the regular and ongoing operations associated with core city services – plus enough additional margins to cover debt service requirements and normal (average) ongoing capital expenditures. Debt financing should be used to smooth the effects of unusual or significant amounts of capital expenditures and/or to finance facilities that are dedicated to the benefit of limited users (for example – Local Improvement District “LID”). Policy - The budget and financial plans of the City shall balance recurring operating expenses, debt service, and average ongoing capital requirements to recurring operating revenue. Average ongoing capital requirements are defined to include payments necessary to the various Internal Service funds (i.e. ER&R, and Information Technology) and average recurring capital expenditures. Before the City undertakes capital expenditures or accepts grant funds, the ongoing costs and commitments should be described fully including identification of the revenue sources expected to provide for such ongoing costs- so that proper consideration may be given to the longer term financial sustainability of the project or commitment. Where possible, grants or contributions of capital will be identified for proposed City expenditures. Deficit financing and borrowing will not be used to support on-going City services and operations. Expenses will be reduced to conform to the long-term revenue forecast. Interfund loans are permissible to cover temporary gaps in cash flow, but only when supported by a clear expectation and schedule for repayment íìé Attachment A – Resolution No. 3034 over a short duration of time (3 years or less) and with interest assessed based on the current Washington State Local Government Investment Pool rate. Cash balances in excess of the amount required to maintain strategic reserves may be used to fund one-time or non-recurring costs. Preference should be given to uses that reduce ongoing expenses (for example - early retirement of debt). Replacement Reserves based on expected replacement cost will be collected and placed in the Equipment Rental and Reserve Fund (ER&R) for equipment (other than computer equipment) or vehicles (other than fire engines) with a value of $20,000 or more if it is expected to be a continued need beyond its estimated initial useful life. The cost of computer equipment replacement will be included in the annual payments made to the Information Technology Fund (IT) for each computer by its using department. These payments are based on an expected five- year replacement schedule. In addition to ER&R and IT, other internal service funds may be established to appropriately account for and collect expenses for specific costs with the approval of the Director of Financial Services and the City Council. An amount equal to the annual fractional estimated cost of replacement based on the expected useful life of an asset will be included in the service charges paid by City departments to the various Internal Service funds (i.e. Equipment Rental & Reserve fund and Information Technology). Replacement cost will be reevaluated periodically throughout the life of the asset and replacement reserve charges adjusted accordingly. Assets with an initial value less than $20,000 may be included in the Equipment Rental and Reserve Fund upon request by the using department with the approval of the Director of Public Works and Utilities and the Director of Financial Services. Long-term borrowing will be confined to significant capital improvements (or similar projects) which have an extended life and when it is not practicable to be financed from current revenues. All other available and appropriate sources of financing should be exhausted before long term borrowing is pursued. Bonds cannot be issued for a longer maturity schedule than a conservative estimate of the weighted average useful lives of the assets to be financed. The City will keep the average maturity of general obligation bonds at or below twenty years. Where possible, the City will use special assessment revenue, or other self- supporting bonds instead of general obligation bonds. The City Utility Systems shall strive to maintain a minimum debt service coverage (annual gross revenues less annual operating and maintenance expenses divided by annual debt service) of the combined Utilities (Water, Wastewater, Stormwater) of at least 1.5x. íìè Attachment A – Resolution No. 3034 Goals for Financial Flexibility – Sufficient operating reserves (working capital) to manage monthly and daily cash flow variability. Adequate liquidity to provide for limited interruptions in revenues (natural disasters, unexpected loss of revenue source, etc). Contingency and reserve funds should be available for use in the event of emergency and/or unforeseen events. Policy – The City will maintain reserves required by law, ordinance, and/or bond covenants. The City will strive to maintain ending cash and investment balances in the General Fund of no less than 8.5% of total planned annual operating expenses. The City will strive to maintain ending cash and investment balances of no less than 12% of total planned annual operating expenses for the Gold Mountain Golf Complex, Water Utility, Wastewater Utility, and Stormwater Utility. The City will strive to maintain a balance of at least $1,000,000 in the Contingency Reserve fund as a provision for unforeseen or catastrophic events and emergencies. Goals for Stewardship of Public Funds – Maintain public trust and confidence by utilizing resources in the most efficient manner possible. Expenditures should be necessary to either: meet regulatory requirements o provide core city services o contribute to the achievement of stated goals and policies o or undertaken in anticipation of an emerging requirement. o Policy – Budget managers will provide sufficient documentation to support requested budget appropriations and in a manner that clearly demonstrates that the expenditure is necessary to either meet regulatory requirements, provide core city services, or contributes to the achievement of stated goals or policies of the City. A comprehensive multi-year (minimum of six years) plan for City capital improvements will be prepared and updated annually. The Capital Improvement Plan will be consistent with and support the City’s Comprehensive Plan. The Comprehensive Plan service level goals should be included in the Capital Improvement Plan. íìç Attachment A – Resolution No. 3034 Goals for Accountability – Reports demonstrating the status of financial activity and results should be prepared on a timely basis and in compliance with BARS and GAAP accounting requirements. Reports showing the status of financial policy compliance should be provided periodically. Ensure the legal use of public assets through an effective system of internal controls. To ensure all local, state, and federal rules are followed. Policy - An annual audit will be performed by the State Auditor’s Office and include the issuance of a financial opinion. A Comprehensive Annual Financial Report shall be prepared in accordance with generally accepted accounting principles (GAAP) and shall be distributed to the City Council, Mayor, Director of Financial Services, Department Directors, City Audit Committee, and any other interested party. Quarterly a budget status report will be prepared and distributed to the City Council, Mayor, and Department Directors providing an overview of financial activities for the City with comparison to the approved budget. Information on the status of compliance with financial policies will be provided in this report. Regular monthly financial statements will be prepared on a timely basis and posted for review on the City’s internet and intranet site. The City will maintain a budgetary control system to ensure compliance with the approved budget. The City will maintain adequate internal controls to safeguard public assets. The Director of Financial Services will work cooperatively with the City’s Internal Auditor and the Audit Committee to identify and address material deficiencies in internal controls. The City shall manage and invest its residual cash through the City Treasurer on a continuous basis in accordance with the City’s investment policies and within the guidelines established by the Washington State Statutes based upon the following order of priorities: 1) safety, 2) liquidity, and 3) yield. íëð CITY OF BREMERTON, WASHINGTON The City of Bremerton is located in Kitsap County in Washington State. The City lies east of the Olympic Mountains directly across Puget Sound from Seattle. For over a century, Bremerton has been home to Puget Sound Naval Shipyard which continues to service U.S. Navy ships and its yard employs over 9000 civilians and nearly 6,000 active duty military. Bremerton was incorporated on October 14, 1901, and operates under the laws of the State of Washington applicable to a home-rule charter city with a Council/Mayor form of government. The City is a general purpose government which provides police, fire, water, wastewater, street maintenance, parks and recreation, planning and zoning, municipal court and general governmental services to it residents. The downtown core is undergoing a comprehensive revitalization with a new Conference Center, parking A second garages, a hotel, three condominiums, Harborside Park, as well as a new Government Center. hotel, Boardwalk project, a Ferry Terminal Traffic Tunnel, a retail development project, and Harborside Plaza and Commons are currently under design and construction. íëï Bremerton Community Events FirstFridayArtWalk –ThefirstFridayofeverymonthgalleries,museumsandbusinessesin downtownBremertonandManettestayopenlatetoprovideopportunitytoenjoyBremerton’s culture and unique shops. SecondFridayArtsWalk– HeldthesecondFridayof themonthintheCharlestonDistrict.Businessesand galleriesintheareahaveextendedhourstoservethe needs of residents and tourists alike. AllCityArtsWalk- Bremertoncelebratesartand culturethefirstSaturdayinJune.Peoplegatherindowntowntocelebratetheartsbyenjoying gallery exhibits, music, sidewalk sales and children's activities. St.Patrick’sDayParade –Everyone canbeIrishfortheday.Enjoyfestival activitieswhilebagpiperspassbyonthe paraderoute.Thisannualdowntown gatheringiscoordinatedbyBremerton Main Street Association. ArmedForcesFestival -CoordinatedbytheBremertonChamber,thisisourspecial"thankyou" tothehard-workingmenandwomenofourArmedForces.Bremertonhasthedistinctionof coordinatingthenation'slargestandlongest-runningArmedForcesDayParadeonthethird SaturdayofMay.Theparadebeganin1948-twoyearsbeforeArmedForcesDaybecamea federally recognized holiday. ConcertsontheBoardwalk -JoinusonfourconsecutiveFridaynightsinJulywhenthe Bremertonwaterfrontboardwalkbecomesanopenconcertseries.Thiseventisoneofthemost popular downtown summer events of the season. BlackberryFestival -LaborDayweekendprovidestheperfectopportunitytocelebratesummer ontheboardwalk.Jointhousandsofpeoplesamplingblackberryfavoriteswhileenjoyinggreat weather, live music and family activities. DowntownTrick-or-Treating -HalloweenisbroughttoyoucourtesyoftheDowntown Bremerton Association. Safe trick-or-treating is an annual family event enjoyed by all. Winterfest -ComecelebratewiththeannualtreelightingandthearrivalofSantaindowntown andinManette.HeldthefirstFridayinDecember,thisfamilyfriendlyeventprovidestheperfect opportunity to celebrate the holiday season. LightedBoatParade -PresentedbytheBremertonYachtClub,boatsdecoratedwithholiday lights glide along the shoreline in mid-December. íëî COMMUNITY WEB SITES Bus Schedules (Kitsap Transit)Naval Undersea Warfare Center Division Keyport www.kitsaptransit.org www.keyport.kpt.nuwc.navy.mil Bremerton Chamber of Commerce Puget Sound Naval Shipyard & Intermediate www.bremertonchamber.org Maintenance Facility Ferry Schedules www.psns.navy.mil www.wsdot.wa.gov/ferries Newspapers Home Builders Association of Kitsap CountyKitsap Peninsula Business Journal www.kitsaphba.comwww.kpbj.com HospitalsBremerton Patriot Harrison Hospital www.bremertonpatriot.com www.harrisonhospital.org Central Kitsap Reporter Naval Hospital Bremerton www.centralkitsapreporter.com http://nh_bremerton.med.navy.mil Kitsap Sun Kitsap Conference Center at Bremerton Harborside www.kitsapsun.com www.kitsapconferencecenter.com Bainbridge Island Review Kitsap County Association of Realtors www.bainbridgereview.com www.kitsaprealtor.org North Kitsap Herald Kitsap County Consolidated Housing Authority www.northkitsapherald.com www.kccha.org Port Orchard Independent Kitsap County Government www.portorchardindependent.com www.kitsapgov.com Olympic College Kitsap County Health District & Public Health www.oc.ctc.edu www.kitsapcountyhealth.com Port of Bremerton Kitsap County Parks & Recreation www.portofbremerton.org www.kitsapgov.com/parks Washington State Department of Revenue Kitsap Peninsula Visitor & Convention Bureau www.dor.wa.gov www.visitkitsap.com Washington State Employment Security www.golfkitsap.com Labor Market & Economic Analysis Branch Kitsap Regional Economic Development Agency www.wa.gov/esd/lmea www.kitsapeda.org Washington State Labor Market Analysis Navy Web Sites www.access.wa.gov Commander Navy Region Northwest Washington State Office of Financial www.cnbs.navy.mil Management Commander Submarine Group 9 www.ofm.wa.gov www.csg9.navy.mil/html/top.ssi Washington State University, Washington Naval Base KitsapCenter for Real Estate Research www.nbk.navy.milwww.cbe.wsu.edu/~wcrer íëí MISCELLANEOUS STATISTICS DATE OF INCORPORATION October 14, 1901 FORM OF GOVERNMENT Council - Mayor TYPE OF GOVERNMENT Home-Rule Charter DEMOGRAPHICS IN 2007 Total Area for City of Bremerton23.0 Square Miles NUMBER OF CITY EMPLOYEES Full-Time Equivalents367.23 FIRE PROTECTION Number of Personnel62 Number of Stations3 Fire and Aid Calls - 20087,990 Priority 1 Response Time (minutes)5:23 POLICE PROTECTION Number of Police Officers80.5 Calls for Service - 200854,491 Average Priority 1 Response Time (minutes) 3:54 Average Priority 2 Response Time (minutes)3:54 PARKS & RECREATION Number of Developed Parks34 Number of Park Acres696.02 Senior Centers1 Community Pool - Jarstad Aquatic Center1 Golf - Gold Mountain Golf Complex1 Ice Arena - Bremerton Ice Arena1 íëì WATER UTILITY SERVICES Residential Accounts16,019 Commercial Accounts1,727 Storage Capacity - Gallons33,240,000 Average Daily Demand - Million Gallons per Day7.7 Reservoirs16 Watershed Land (square miles)12.96 Sources: Surface Supply - 60% 60% Ground Supply - 8,200.000 Gallons per Day Capacity13 Miles of Main300 Bremerton supplies 3.3 billion gallons of water each year to 55,000 people, representing 36% of all the water supplied in Kitsap County. Bremerton regularly monitors the physical, chemical, and bacteriological characteristics to ensure that the drinking water is safe and water quality is the best possible. SEWER UTILITY SERVICES Residential Sewer Accounts9,260 Commercial Sewer Accounts869 Miles of Main188 Miles of Force Main16 Pump Lift Stations36 Sewage Treatment: Average Annual Flow - MGD7.6 Hydraulic Peak Capacity - MGD32 Solids Treated Tons/Year: Wet Tons3,624 Dry Tons644 Bremerton's sewage system provides sewer service to approximately 37,000 people. The wastewater collection system serves City residents as well as nearby areas in unincorporated Kitsap County. STORMWATER UTILITY SERVICES Residential Accounts9,808 Commercial Accounts1,001 Miles of Mains114 It is the mission of the Stormwater Program within the Department to control flooding, enhance water quality, protect sensitive habitat areas, and optimize the recharge of local aquifers. íëë CITY STREETS Street Miles159.44 State Highway Miles10.5 Miles of Sidewalks103.75 Signalized Traffic Intersections37 Street Lights: City Owned371 Leased from Puget Sound Energy1699 FORESTRY Water and Utlity Forest Lands (square miles)8,500 Miles of Forest Roads60 PUBLIC SCHOOLS Bremerton is served primarily by Bremerton School District #100. A small percentage of children attend Central Kitsap School District #401. Elementary6 Middle School1 Junior High1 High School1 Vocational School1 COLLEGES Navy College Olympic College Naval Kitsap Bremerto 1600 Chester Ave., Bremerton n 360 792-60502255 Cole Ave. Bld. 853, Bremerto gn 360 476-4282 Ext. 917 1 800 259-67186 HOSPITALS Naval Hospital Bremerton Harrison Medical Center 2520 Cherr Ave., Bremerto1 Boone Road, Bremerto ynn 360 377-39111 800 422-1383 LOCAL TRANSPORTATION Washington State Ferries Seattle Bremerton Route - Total Annual Rides (2007)2,498,756 Kitsap Transit (2008) Foot Ferry Annual Rides - Port Orchard & Annapolis523,733 Buses (2008) Annual Bus Rides - Bremerton1,765,423 Kitsap Access Bus - County Wide327,054 Sources: Washington State Ferries Kitsap Transit íëê EMPLOYMENT IN CITY LIMITS Number of Business Licenses Issued452 Number of Business Licenses Issued in City Limits241 Top Employers# of Employees Puget Sound Naval Shipyard9,650 Naval Base Kitsap4,950 Harrison Medical Center1,972 Naval Hospital1,192 Olympic College1,098 Bremerton School District730 City of Bremerton398 Kitsap Transit371 Kitsap Mental Health Services365 The Sun Newspaper328 Frances Haddon Morgan Center134 Source: Kitsap Economic Development Alliance íëé BREMERTON AND KITSAP COUNTY Number of Residential Sales by Area - Multiple Listing Service 1st Half MLS Area199920002001200220032004200520062007 2008 South Kitsap9199141,0951,0051,2491,3211,3131,2171,038395 Silverdale465480471502558569546455384146 West Bremerton321359349389425484486488360126 East Bremerton21523221522825230027926720779 Central Kitsap326331413390450463480427266126 North Kitsap8147058268289221,009972757658269 Bainbridge Island47241838441945746944535033388 Subtotal3,5323,4393,7533,7614,3134,6154,5213,9613,2461,229 Condominiums16013415820821230137340736559 Total3,6923,5733,9113,9694,5254,9164,8944,3683,6111,288 MLS Single-Family Average Price Appreciation Rate 1st Half MLS Area199920002001200220032004200520062007 2008 South Kitsap1.2%-0.1%6.4%4.6%12.8%12.5%21.8%13.1%4.7%-4.6% Silverdale1.9%4.0%5.2%6.2%11.8%16.3%21.3%14.8%-3.7%2.8% West Bremerton0.8%10.8%-2.3%14.2%18.1%16.4%25.7%9.1%1.7%-11.2% East Bremerton-1.7%7.2%3.8%11.4%14.7%14.3%23.6%4.0%5.7%-4.1% Central Kitsap4.9%1.1%6.6%7.4%14.6%9.2%27.8%13.1%-4.5%-6.1% North Kitsap9.9%0.8%6.1%9.1%11.2%10.4%21.1%9.8%6.9%-6.7% Bainbridge Island12.4%9.1%4.3%-2.7%13.2%15.0%21.5%12.0%9.6%4.1% County Average4.9%1.4%2.7%6.2%12.1%12.3%21.6%9.1%7.1%-7.3% w/o Bainbridge4.3%0.8%6.0%7.3%12.7%12.3%22.3%10.1%3.8%-4.5% Average New Home Price by Area 1st Half MLS Area199920002001200220032004200520062007 2008 South Kitsap $ 178,600175,148$ 207,873$ 196,518$ 225,278$ 260,651$ 329,038$ 346,808$ 358,244$ 348,551$ Silverdale $ 158,461151,007$ 167,758$ 202,549$ 208,028$ 331,929$ 420,161$ 504,748$ 462,653$ 494,232$ West Bremerton $ 163,146133,085$ 163,326$ 173,692$ 203,342$ 221,815$ 271,700$ 293,017$ 294,350$ 296,456$ East Bremerton $ 151,613140,328$ 183,592$ 186,975$ 254,466$ 232,834$ 338,460$ 350,185$ 298,808$ 327,718$ Central Kitsap $ 144,947134,652$ 164,573$ 171,200$ 195,307$ 193,165$ 308,743$ 333,734$ 445,749$ 263,171$ North Kitsap $ 214,040202,517$ 227,973$ 275,937$ 287,153$ 295,727$ 369,748$ 427,269$ 422,967$ 367,988$ Bainbridge Island $ 410,050382,306$ 453,023$ 481,114$ 559,698$ 653,693$ 750,209$ 875,265$ 954,872$ 882,229$ County $ 232,136226,200$ 240,117$ 269,881$ 264,249$ 309,029$ 406,559$ 429,932$ 416,356$ 369,530$ Source: Kitsap County Trends Report, Summer 2008 íëè DEMOGRAPHIC STATISTIC S LAST TEN FISCAL YEAR S FiscalPoulation *PercentSchool **# of ***Rate of **** p YearumbeIncreaseEnrollmentHousin UnitsUnemlomen Nrgpyt 199837,7492.206,55216,6855.2 () 199936,2703.926,13816,8035.0 () 200036,1600.306,05816,7965.6 () 200137,2603.046,00116,7446.0 200238,6043.615,89416,5766.1 200338,7300.335,78716,6175.4 200437,5203.105,70316,6155.9 () 200534,5807.845,41216,6075.1 () 200635,9103.855,20916,6154.7 200735,8100.284,99816,7974.4 () *State of Washington Office of Financial Management **State of Washington Office of Financial Management - Office of Superintendent of Public Instruction ***State of Washington, Office of Financial Management ****State of Washington, Employment Security Department íëç PROPERTY TAX LEVIES AND COLLECTION S LAST TEN FISCAL YEAR S (In Thousands) Current% ofDelinquentTotal% of TotalOutstanding% of Outstanding FiscalTaxTaxTax LevyTaxTaxTax CollectionsDelinquentDelinquent YearLevyCollectionsCollectedCollectionsCollectionsto Tax LevyTaxesto Tax Levy 19985,454 5,161 94.631915,35298.134197.69 19995,425 5,261 96.98915,35398.664468.21 20005,6225,32994.782445,57399.124668.30 20015,8705,54394.442155,75898.104647.90 20025,9525,66795.212235,89098.974487.52 20037,0116,64294.741966,83897.545467.78 20047,1056,78495.481956,97998.235237.36 20057,0656,80196.262147,01599.294987.05 20067,4317,18896.733087,496100.876318.49 20077,6587,40696.714367,842102.404255.55 íêð ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERT Y LAST TEN FISCAL YEAR S Assessed and Estimated Actual ValuePercent FiscalIncrease YearReal PropertyPersonal Property*Total(Decrease) 19981,213,862,431129,408,6361,343,271,067(0.30) 19991,282,376,409127,974,3241,410,350,7334.99 20001,325,930,017156,301,2801,482,231,2975.10 20011,358,494,142150,607,7571,509,101,8991.81 20021,432,102,670136,483,1471,568,585,8173.94 20031,447,949,250137,191,1461,585,140,3961.06 20041,588,499,381125,299,3891,713,798,7708.12 20051,722,154,076125,883,1391,848,037,2157.83 20062,557,714,553134,674,2382,692,388,79145.69 20072,974,663,326140,113,1023,114,776,42815.69 íêï íêî RATIO OF NET GENERAL BONDED DEB T TO ASSESSED VALUE AND NET BONDED DEBT PER CAPIT A LAST TEN FISCAL YEAR S G.O.Less Debt% Net Bonded FiscalAssessedBondedServiceNet BondedDebt toDebt Per YearPopulation*Value**DebtFundDebtAssessed ValueCapita 199837,7491,343,271,0679,527,897266,3999,261,4980.69245 199936,2701,410,350,7339,135,759285,5448,850,2150.63244 200036,1601,482,231,2978,440,000327,1318,112,8690.55224 200137,2601,509,101,89910,930,000311,65410,618,3460.70285 200238,6041,568,585,81722,986,363356,52322,629,8401.44586 200338,7301,585,140,39626,962,502375,43626,587,0661.68686 200437,5201,713,798,77033,170,000158,03733,011,9631.93880 200534,5801,848,037,21531,875,139327,26931,547,8701.71912 200635,9102,692,398,79130,318,6641,429,27428,889,3901.07804 200735,8103,114,736,42828,619,400548,10728,071,2930.90784 * State of Washington Office of Financial Management ** Kitsap County Assessor íêí RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FO R GENERAL BONDED DEBT TO TOTAL GENERAL EXPENDITURE S LAST TEN FISCAL YEAR S Ratio of Deb t TotalTotalService To General FiscalDebGeneralExenditures tp YearPrincialInterestServicExendituresPercent pep() 1998458,769271,955 730,72434,050,417 2.15 1999457,391265,036722,42729,621,862 2.44 2000425,716242,742668,45830,078,2912.22 2001370,000 222,556 592,55634,769,895 1.70 2002865,000 201,052 1,066,05232,755,335 3.25 2003714,000 889,070 1,603,07032,814,506 4.89 2004690,000 921,136 1,611,13630,797,206 5.23 20051,060,863 1,296,333 2,357,19633,171,822 7.11 20061,367,000 1,380,152 2,747,15237,261,811 7.37 20071,562,500 1,336,263 2,898,76343,990,566 6.59 Includeseneral, secial revenue and debt service funds; does not include Golf Course Bonds. gp íêì WATER AND SEWER REVENUE BOND COVERAG E LAST TEN FISCAL YEAR S Maintenance &et RevenuCurrent Ne FiscaGrossOeratinAvailable FoCurrentCovera lpgrge YearRevenuExenses*Debt ServicPrincialInterestTotalRatio epep 199814,185,2769,261,5944,923,6831,650,0001,060,3502,710,3501.82 199916,723,5268,648,9958,074,5311,650,0001,031,6382,681,6383.01 200017,465,1419,324,8248,140,3171,735,000973,7252,708,7253.01 200115,698,6648,562,3597,136,3051,830,000878,3002,708,3002.63 200216,447,1328,770,2777,676,8552,025,000735,2002,760,2002.78 200317,724,9199,759,0037,965,9162,145,000657,6202,802,6202.84 200419,014,71011,175,4027,839,3082,270,000533,7202,803,7202.80 200521,180,98511,751,6799,429,3062,390,000413,4102,803,4103.36 200624,909,99912,125,48112,784,5182,555,659305,1442,860,8034.47 200725,013,29113,623,59511,389,6962,815,000242,8163,057,8163.72 * Net of dereciation, amortization and Cit taxes. py íêë íêê City of Bremerton 2009 Fund Matrix by Area of Responsibility GENERAL FUND (001) CITY COUNCIL (11) X EXECUTIVE (12) X FINANCIAL SERVICES (13) X LEGAL (14) X HUMAN RESOURCES (15) X COMMUNITY DEVELOPMENT (16) X MUNICIPAL COURT (17) X CITY AUDITOR (18) X LAW ENFORCEMENT (20) X FIRE/EMERGENCY MEDICAL (25) X POLICE AND FIRE PENSION (28) X GENERAL FACILITIES (49) X PARKS (51) X ENGINEERING (61) X ECONOMIC DEVELOPMENT (62) X NON-DEPARTMENTAL (73) X ARTERIAL STREET FUND (101) X STREET FUND (102) X CONTINGENCY RESERVE (103) X CIVIC IMPROVEMENT (104) X PARKING SYSTEM (105) X COMMUNITY DEVELOPMENT BLOCK GRANT (106) X ABATEMENT REVOLVING (108) X POLICE SPECIAL PROJECTS (110) X PUBLIC ACCESS TELEVISION (113) X GIFT AND DONATIONS (114) PARKS DONATIONS (91)X POLICE DONATIONS (92)X FIRE DONATIONS (93)X MISCELLANEOUS DONATIONS (94)X TRIAL IMPROVEMENT (116) X ONE PERCENT FOR ARTS (117) X íêé City of Bremerton 2009 Fund Matrix by Area of Responsibility CONFERENCE CENTER OPERATIONS (120) X BOND FUND (201) X PUBLIC SAFETY BOND (302) X HARBORSIDE PLAZA & COMMONS (304) X GENERAL GOVERNMENT CAPITAL IMPROVEMENT (308) X PARK FACILITIES CONSTRUCTION (310) X BOARDWALK PROJECT(311) X WATER FUND (401) X GOLD MOUNTAIN GOLF COURSE (407) X WASTEWATER FUND (451) X SW BREMERTON SEWER (452) X STORMWATER FUND (481) X UTILITY DEBT RESERVE (499) X RISK MANAGEMENT (503) X EQUIPMENT RENTAL RESERVE - MAINTENANCE (509) X EQUIPMENT RENTAL RESERVE - RESERVES (510) X INFORMATION TECHNOLOGY (511) X íêè BUDGET GLOSSARY ACCOUNTING SYSTEM – The set of records BEGINNING FUND BALANCE – The amount and procedures that are used to record, classify, remaining after accounting for the previous and report information as to the financial status year’s revenues less the previous year’s and operating conditions of an entity. expenditures. ACCRUAL BASIS OF ACCOUNTING -BOND – A debt instrument with a written Under this accounting method, transactions are promise to pay a specified principal amount recognized when they occur, regardless of the along with periodic interest at specific future timing of related cash receipts and dates. Bonds are typically used for the disbursements. Proprietary (enterprise and financing of specific capital expenditures. internal service) and non-expendable trust funds use this basis for accounting. BUDGET – A plan of financial operation embodying an estimate of proposed ANNUAL OPERATING BUDGET – A budget expenditures for a given period and the where the appropriations lapse at the end of the proposed means of its financing (revenue fiscal year. estimates). The term is also sometimes used to denote the officially approved expenditure APPROPRIATION – An authorization made by ceilings under which the City and its the City Council that permits officials to make departments operate. expenditures or incur obligations against governmental resources. Appropriations are BUDGET AMENDMENT – A change to a usually made for fixed amounts and are budget adopted in accordance with State law. A typically granted for a one year period. Multi-budget may be amended to increase year appropriations can also be established for expenditures/expenses at the fund level by capital project and other special purpose funds.ordinance without public notice or public Multi-year appropriation authority remains in hearing requirements, when unanticipated effect until the amount appropriated has been revenues occur or emergencies exist (RCW totally expended or until the fund, program, or 35A.33.080 and 35A.33.120). Also called project is closed because its assigned purpose Supplemental Appropriation. has been changed or accomplished. BUDGET CALENDAR – The schedule of key ASSESSED VALUATION – The estimated dates or milestones that the City follows in value placed upon real and personal property by preparation and adoption of the budget. the Kitsap County Assessor as the basis for levying property taxes. CAPITAL (OUTLAY/ASSET) – Expenditures made to acquire, reconstruct, or construct major B.A.R.S. – The prescribed “Budgeting, fixed or capital assets. A fixed asset is a Accounting, and Reporting System” where tangible object of a long-term character that will compliance is required for all governmental continue to be held or used such as land, entities within the State of Washington. buildings, machinery, furniture, and other equipment. A capital asset must exceed $5,000 BALANCED BUDGET - Revenues (including in cost and have an expected life expectancy of Beginning Fund Balance) equals or exceeds 12 months. For purposes of this definition, a expenditures (including Ending Fund Balance). “fixed asset” includes a group of items purchased together that will be used for a íêç “single purpose” that could not be used FULL-TIME EQUIVALENT (FTE) – An effectively by themselves. expression of staff in terms of full-time employment (40 hours per week). For example, CAPITAL IMPROVEMENT FUND – Account a person who works 40 hours per week is for the acquisition or construction of major described as 1 FTE and 20 hours per week as capital facilities, with exception to those .50 FTE. facilities financed by proprietary and trust funds.FUND – An independent fiscal and accounting entity with a self-balancing set of accounts CAPITAL IMPROVEMENT PROGRAM (CIP)recording cash and/or other resources together – A plan for a capital expenditure to be incurred with all related liabilities, obligations, reserves, each year over a period of five or more future and equities that are segregated for the purpose years setting forth each capital project, the of carrying on specific activities or attaining amount to be expended in each year, and the certain objectives. method of facing those expenditures. FUND BALANCE – The amount of an entity’s CONTINGENCY – A budgetary reserve set assets above the amount of its liabilities. A aside for emergencies or unforeseen negative fund balance is sometimes called a expenditures not otherwise budgeted. deficit. An undesignated fund balance reflects historical receipts less than historical DEBT SERVICE – Payment of interest and expenditures in non-proprietary funds. When repayment of principal to holders of the City’s all designated and reserved resources are debt instruments. removed or deducted in arriving at the year-end undesignated fund balance, the remaining value DEBT SERVICE FUND – Accounts for the is that available for budgetary appropriation. accumulation of resources for and the payment Also called Ending Fund Balance. of principal, interest and other debt service costs relating to the City’s tax anticipation notes. GOVERNMENTAL FUNDS – Funds generally used to account for tax-supported activities. DEPARTMENT – An organizational unit There are five different types of governmental usually within a fund, though in a broader sense, funds: the general fund, special revenue funds, a department can encompass more than one debt service funds, capital projects funds, and fund. Departments can further be segregated permanent funds. into Divisions. GENERAL FUND – Accounts for all receipts ENTERPRISE FUND – Account for City and disbursement transactions associated with operations that are financed and operated in a ordinary City operations not required to be manner similar to private business. The costs of accounted for in another fund. This fund is both providing related services are primarily tax and general revenue supported. Major supported through user charges. revenue sources for the General Fund include property, sales excise, and miscellaneous EXPENDITURE/EXPENSES – The type of permits and fees. accounts that record transactions for the cost of goods received or services rendered whether INTERFUND SERVICES – Payments for cash payments have been made or not. These services rendered made by one City department accounts are called expenditures on the or fund to another. Internal service billings are modified accrual basis of accounting and included in this category. expenses on the accrual basis. íéð INTERNAL SERVICE FUND – Account for OBJECT – As used in expenditure the financing of goods and services provided by classification, this term applies to the type of one department or agency to other departments item purchased or the service obtained (as or agencies of a government, or to other distinguished from the results obtained from governments, on a cost reimbursement basis. expenditures). Examples include personnel services, contractual services, and materials and INTERFUND TRANSFERS – Contributions supplies. from one City fund to another in support of activities of the receiving fund. Equity transfers OPERATING BUDGET – The operating to internal service funds in support of “first budget is the primary means by which most of time” asset acquisitions are included. the acquisition, spending, and service delivery INTERGOVERNMENTAL SERVICES – activities of a government are controlled. Law Services purchased from other governmental requires the use of annual operating budgets. agencies. This normally includes types of services that only government agencies provide. OPERATING TRANSFER – Routine or recurring transfers of assets between funds that INTERLOCAL AGREEMENT – A contract support the normal operations of the recipient between two government entities whereby one fund. government assumes the lead responsibility of a project that overlaps both jurisdictions. PERSONNEL BENEFITS – Employer contributions paid by the City as part of the LEVY – (Verb) To impose taxes, special conditions of employment. Examples include assessments, or service charges for the support health/dental/vision insurance, state public of governmental activities. (Noun) The total employee’s retirement system, and employment amount of taxes, special assessments, or service security. charges imposed by a government. RESERVE – An account used to indicate that a MODIFIED ACCRUAL BASIS – The modified portion of fund equity is legally restricted for a accrual basis of accounting is used in specific purpose. governmental funds (general, special revenue, debt service, and capital project funds), RESOURCE – Total dollars available for expendable trust, and agency funds. Under it, appropriations including estimated revenues, revenues and other financial resource fund transfers, and beginning fund balances. increments are recognized when they become both measurable and available to finance REVENUE – Income received by the City in expenditures of the current period.support of a program of services to the Expenditures are generally recognized when community. It includes such items as property they are incurred (bring forth a liability). The taxes, fees, user charges, grants, fines and City budgets all funds on a modified accrual forfeitures, interest income, and miscellaneous basis.revenue. MULTI-YEAR BUDGETED FUND – A fund REVENUE BONDS – Bonds issued pledging that is not part of an annual operating budget future revenue (usually enterprise charges such since it is budgeted on a multi-year or project as surface water management) to cover debt oriented basis. The appropriation authority for service payments. these funds remains in effect until totally expended or the project has been changed or SERVICES AND CHARGES – An expenditure completed. classification that includes professional services, íéï communication, travel, advertising, rentals, SUPPLEMENTAL APPROPRIATION – An leases, insurance, public utility services, and appropriation approved by Council after the repairs and maintenance. initial budget is adopted. SPECIAL REVENUE FUND – Accounts for TAXES – Compulsory charges levied by a the proceeds of revenue sources (other than government for the purpose of financing special assessment, expendable trusts or major services performed for the common benefit. capital projects) that are legally restricted to expenditures for specified purposes. TRUST FUND – Account for assets held by a government in a trustee capacity for individuals, SUPPLIES – An expenditure classification for private organizations, other governmental units, articles and commodities purchased for and/or other funds. consumption or resale. Examples include office and operating supplies, fuel, power, water, gas, inventory, resale items, small tools and equipment. íéî Commonly Used Acronyms BARS Budget Accounting and Reporting System BKAT Bremerton Kitsap Access Television BMC Bremerton Municipal Code BPOG Bremerton Police Officers Guild CAC Citizens Advisory Committee CDBG Community Development Block Grant CENCOM Central Communications COBRA Consolidated Omnibus Budget Reconciliation Act COLA Cost of Living Adjustment CPI Consumer Price Index CSO Combined Sewer Overflow DCD Department of Community Development DEA Drug Enforcement Agency DOE Department of Ecology DOH Department of Health EMS Emergency Medical Services EMT Emergency Medical Technicians EPA Environmental Protection Agency ERR Equipment Rental Reserve FMLA Family and Medical Leave Act GAAFR Governmental Accounting, Auditing & Financial Reporting GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board GIS Geographic Information Systems GMA Growth Management Act HUD Housing and Urban Development IAFF International Association of Fire Fighters ILEADS Intergraph Law Enforcement Automated Data Systems IT Information Technology KPS Kitsap Physicians Service LEOFF Law Enforcement Officers and Fire Fighters LID Low Impact Development MGD Million Gallons per Day MIR Medical Incident Report MRSC Municipal Research Service Center NCIS Naval Criminal Investigative Service PERS Public Employees Retirement System PILOT Payments In Lieu of Taxes PSNS Puget Sound Naval Shipyard RCW Revised Code of Washington REET Real Estate Excise Tax RMAP Road Maintenance and Abandonment Plan SCADA Supervisory Control and Data Acquisition SCBA Self Contained Breathing Apparatus SOG Special Operations Group SSTA Streamline Sales Tax Act TIP Transportation Improvement Plan UGA Urban Growth Areas WAC Washington Administrative Code WESTNET West Sound Narcotics Enforcement Team WWTP Wastewater Treatment Plan íéí íéì