HomeMy WebLinkAbout12/14/2011 SPECIAL MEETING I
9i
CITY COUNCIL 345 a Street, Suite 600, Bremerton, WA 98337 ❑ Phone (360) 473 -5280
DECEMBER 14, 2011
CITY COUNCIL SPECIAL MEETING
1 BRIEFING 4 00 — 5 30 P M in COUNCIL CONFERENCE ROOM 603 Note earlier start time
A General Council Business
2 CALL TO ORDER 5 30 P M in FIRST FLOOR CHAMBERS
A Pledge of Allegiance
3 PUBLIC HEARING
A Ordinance No 5173 approving and adopting the 2012 Fiscal Year Budget for the City of
Bremerton (Continued from December 7, 2011)
4 ADJOURNMENT OF CITY COUNCIL BUSINESS MEETING
A City Council Study Session will be held in Council Conference Room 603 immediately
following the adjournment of the City Council Special Meeting
® Americans with Disabilities Act (ADA) accommodations provided upon request Those requiring special accommodations
should contact the City Clerk's Office at (360) 473 -5323 by noon on the Monday preceding the Council meeting
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AGENDA BILL 3A
CITY OF BREMERTON
CITY COUNCIL
SUBJECT Ordmance No 5173 approving Study Session Date Various
and adopting the 2012 fiscal budget COUNCIL MEETING Date December 14, 2011
Department Finance
Presenter Becky Hasart
Phone 360 -473 -5722
SUMMARY The attached ordinance represents the latest proposal for the 2012 Fiscal Budget This
ordinance reflects the discussions that have occurred during the various budget workshops held by
Council
The attached memo outlines the speck changes made with this proposal
If adopted, this ordinance would become effective January 1, 2012
ATTACHMENTS Ordinance No 5173
Budget Narrative memo
Listing of positions identified for reduction
Public Works Organization Chart
FISCAL IMPACTS (Include Budgeted Amount) Total 2012 budget for all funds is $130,393,561
APPROVALS
DEPARTMENT DIRECTOR
CITY ATTORNEY
FINANCE DIRECTOR
MAYOR
RECOMMENDED MOTION
Move to approve Ordinance No 5173 of the City Council of the City of Bremerton, Washington,
approving and adopting the budget for the City of Bremerton for the fiscal year 2012, and approving
the amounts set forth in each fund in accordance with RCW 35 33 075, which is $130,393,561
STUDY SESSION ACTION ❑ Qp ent Agend F1 General Business Public Hearing
COUNCIL PRESIDENT ,
COUNCIL ACTION, ErApprove ❑ Deny Table ❑ Continue ❑ No Action
ORDINANCE NO. SIT;
AN ORDINANCE of the City Council of the City of
Bremerton, Washington, approving and adopting the budget for the
City of Bremerton for the fiscal year 2012, and appropriating the
amounts set forth in each fund in accordance with RCW 35 33 075
WHEREAS, State law, Chapter 35 33 RCW requires the City to adopt an annual budget
and provides procedures for the filing of estimates, a preliminary budget, deliberations, public
hearings, and final fixing of the budget, and
WHEREAS, a preliminary budget for the fiscal year 2012 has been prepared and filed in
the Office of the City Clerk for the City of Bremerton, public hearings have been held for the
purposes of fixing the final City Budget, and the City Council has deliberated and has made
adjustments and changes deemed necessary and proper, NOW THEREFORE,
THE CITY COUNCIL OF THE CITY OF BREMERTON, WASHINGTON,
DOES HEREBY ORDAIN AS FOLLOWS
SECTION 1. That the 2012 Annual Budget for the City of Bremerton,
Washington, on file in the office of the City Clerk, covering the period from January 1, 2012,
through December 31, 2012, with regular revenues and unencumbered fund balances of
$130,393,561 and expenditures and ending fund balances of $130,393,561 is hereby approved
and adopted, and the respective amounts provided for in said budget for the several funds of the
City of Bremerton are hereby fixed and adopted as follows
General Fund (001)
City Council $ 332,770
Executive 370,360
Financial Services 1,149,840
Legal 971,550
Human Resources 333,210
Community Development 1,408,536
Municipal Court 1,294,187
City Auditor 170,960
Law Enforcement 9,498,837
Fire/Emergency Medical 8,311,214
Police/Fire Pension 2,544,000
1
2012 Budget
General Facilities 807,117
General Parks 2,593,741
Engineering 2,134,928
Non - Departmental 3,461,171
Ending Fund Balance 2,240,856
Total General Fund $ 37,623,277
Arterial Street (10 1) 4,904,100
Street (102) 2,407,048
Contingency Reserve (103) 117,745
Lodging Tax (104) 465,312
Parking System (105) 1,695,541
Community Development Block Grant (106) 2,918,090
Abatement Revolving (108) 219,371
Police Special Projects (I 10) 969,205
Public Access Television (113) 527,335
Gift & Donations Fund (114) 82,970 r`
Trial Improvement (116) 60,643
One Percent For Arts (117) 53,873
Conference Center Operating (120) 1,795,493
Bond Fund (201) 735,135
2010 LTGO (203) 706,289
2010 UTGO/LTGO - B (203) 552,846
Park Plaza Construction (305) 110,319
Park Plaza Phase II (306) 4,089,802
General Government Capital Improvement (308) 565,941
Park Facilities Construction (3 10) 1,689,308
Evergreen Park Remediation (311) 210,551
Lower Wheaton Way (33 1) 1,610,160
Water Utility (401) 14,713,805
Water Capital (404) 1,677,500
Wastewater Utility (45 1) 22,931,409
Wastewater Capital (454) 4,865,000
Stormwater Utility (48 1) 4,881,145
Gorst Creek Watershed (482) 451,424
Stormwater Capital (484) 1,421,000
Gold Mountain Golf Complex (407) 2,392,297
Risk Management (503) 3,580,272
Employment Security (506) 311,105
Accumulated Leave Liability (507) 248,700
2
2012 Budget
Equipment Rental Reserve — Operations & Maintenance (509) 1,762,928
Equipment Rental Reserve — Equipment Reserves (5 10) 5,952,590
Information Services (511) 1,094,032
Total All Funds $ 130,3 93,561
SECTION 2. That the totals for the funds noted in Section 1 above and as set
forth in the official "City of Bremerton 2012 Annual Budget" adopted herein, are hereby
appropriated for the fiscal year 2012
SECTION 3. Effective January 1, 2012, the annual compensation of the
Municipal Court Judge shall be $134,625 00 which is 95% of the District & Superior Court
salaries as established on September 1, 2011
SECTION 4. Effective January 1, 2012, the base salaries of employees covered
under the "management, professional, confidential & fiduciary" pay plans shall not be increased
over 2011 pay rates
SECTION S. Effective January 1, 2012, the base salary of the Mayor shall be
$122,425 00 which represents no increase over the 2011 base salary
SECTION 6. Nothing contained herein shall be construed to require the City of
Bremerton or its officers to fill any vacancy in any of the positions established by this ordinance
resulting from the discharge, resignation or retirement of such employee Nothing herein
contained shall require the City of Bremerton or its officers to pay the maximum amount
budgeted for any position shown therein
SECTION 7. Severability If any one or more sections, subsections, or
sentences of this Ordinance are held to be unconstitutional or invalid, such decision shall not
affect the validity of the remaining portion of this Ordinance and the same shall remain in full
force and effect
SECTION 8. Efective Date This ordinance shall take effect and be in force ten
(10) days from and after its passage, approval and publication as provided by law
PASSED by the City Council the day of , 2011
WILL MAUPIN, Council President
3
2012 Budget
Approved this day of , 2011
PATTY LENT, Mayor
ATTEST APPROVED AS TO FORM
SHANNON CORIN, Interim City Clerk ROGER A LUBOVICH, City Attorney
PUBLISHED the day of , 2011
EFFECTIVE the day of , 2011
ORDINANCE NO
4
2012 Budget
I
Becky Hasart, Director of Financial Services
City of Bremerton
345 6th Street, Suite 600
Bremerton, WA 98337
(360) 473 -5722
becky hasart(&ci bremerton wa us
MEMORANDUM
Date: December 14, 2011
To. City Council, Mayor Lent, and the Citizens of Bremerton
From: Becky Hasart, Director Financial Service
RE: Proposed 2012 Budget
As the City continues to develop the proposed 2012 budget, the overall goal is to
maintain existing levels of service as much as possible while keeping expenditures
within the anticipated resources for 2012 This means that we are striving to live
within our means General Fund revenues remain fairly flat while expenses continue
to mcmm The City consistently explores and, when possible, utilizes revenue
enhancements, but current economic conditions continue to suppress our revenue
receipts Given this environment, the proposed budget does include some layoffs to
ensure that we do live within our means
Based on the comments received at the December 7, 2011 Council meeting,
adjustments were made to the 2012 proposed budget for your consideration
This newest proposal restores an additional 5 positions to the overall budget These
changes restore all City electronics positions and all parks labor positions back to
2011 levels The specific 5 positions restored include two parks positions (the Parks
Rec Coordinator III position and a Laborer position), two positions in Streets (a
Journey Electrician and a Street Service Specialist), and a position in the ER&R
maintenance fund (Automotive Technician) With the additional 91 positions
restored by Council on November 30, 2011, this brings the total of proposed new
RIFs down to 9 4 FTEs (see attached listing and PW &U organization chart) The
aggregate total for FTE decreases between 2011 and 2012 is now 19 4 The
remaining 10 positions were positions that became vacant during 2011 which resulted
when existing staff chose to leave Bremerton employment to pursue other
opportumties
2
To restore these positions, the following recommendations are being made
• The mcrease in expenditure for the General Fund is $202,300 This mcludes
an increase of $50,000 for transfer to the Street Fund along with the increase
of $152,300 in personnel costs for the two park's positions Thus increase
would be offset by wage concessions from the Department Directors,
suspending the transfer to the contingency reserve fund, increasing charges
for services to the park's capital fund to offset work done on development of
those parks already in process, and decreasing professional services in the
legal department.
• The increase in expenditure for the Street Fund is $187,600 in personnel
costs This increase would be offset by a $50,000 transfer in from the
General Fund that was possible because of the Department Director wage
concessions and a reallocation of the remaining $137,600 from Streets
supplies and materials to Streets personnel After this reallocation, operating
supplies and materials for Streets will still be $416,732 This does not include
the amount the City will realize for supplies and materials from the $20 TBD
car tab, expected to be approximately $151,000 in 2012 (first receipts won't
be received by the City until September 2012)
• The increase in expenses for the ER&R operations and maintenance fund is
$94,000 for the restored position. This increase would be offset from the
fund's ending fimd balance After adjustment for this reallocation, the ending
fiord balance is expected to be $77,703 Because this fimd is an internal
service fiord that recovers its costs through charges to other cost centers, this
fimd does not need to maintain an ending fund balance at the same level as a
General Fund or Utility Fund
Although this proposal still includes a reduction of 9 4 FTEs, services to our citizens
should see no real impact. Under this revised proposal, Parks and Recreation service
levels will be similar to 2011 Reception duties currently handled by the office
assistant position will be filled through rotation of recreation coordinators covering
the front desk. The two coordinators located in Sheridan are versed in answering
program and registration questions as they are responsible for establishing
recreational scheduling and content. To assist with back -up, Sheridan Center
administrative office telephones have been configured to ring back to staff in the
building if the front desk phone is not answered after the 3 ring Additionally an
enhanced menu (phone tree) is being developed to allow callers to self-direct their
calls to the desired extension within the Parks Department. This will alleviate the
pressure to have a receptionist serve as an mteimediary for all incoming calls And
3
because the parks labor staff is the same as 2011 levels, there should be no change in
maintenance and operations service levels
For Streets, the reinstatement of all the electronics positions allows this division the
ability to meet all of its existing electrical and electronic requirements Examples
include the tunnel maintenance contract, traffic signal contracts with Shelton and
Poulsbo, all signal and street light maintenance for the city, etc With the
reinstatement of the Street Service Specialist, the streets division will meet all of their
maintenance requirements for road surfaces, signage, vegetation control, sidewalks,
and snow and ice control as currently handled in 2011 Also, the staffing level
presented in this proposal is sufficient to address critical safety issues associated with
our transportation grid.
Because of the proposed reductions in the engineering division, engineering has
analyzed and reorganized its duties among the remaining staff in a manner that
enables them to accomplish their workload without being a detriment to the staff or
having a noticeable change in levels of service to our citizens The restoration of the
Civil Engineer III (done on November 30, 2011), was what allowed this to happen.
The Civil Engineer III will be the program manager for Stormwater NPDES Phase H
pernut compliance and revisions of duties for the existing Engineering Tech Senior
allows this position to assist the Civil Engineer III in coordination of this NPDES
compliance Otherjob duties within the division were consolidated to again allow the
engineering division to perform its core functions without a noticeable change m
levels of service
As we move forward, the City will continue to explore realistic revenue enhancement
options while continuing to analyze and minimize our costs This includes working
with our bargaining groups for potential concessions m salanes and benefits,
conducting a comprehensive rate study for our utilities and their related capital costs
(proposed in the 2012 budget), developing and implementing strategies to decrease
our annual debt service obligations, etc As part of the utility rate study, we will also
readdress the PILOT rate charged to the various utilities and work on a realistic
tuneframe in which to scale this back, ideally within a two to three year time frame
To recap, the newest 2012 budget proposal for you has the overall goal of
maintaining existing levels of service as much as possible while keeping expenditures
within the anticipated resources Although there are still reductions in force
associated with this proposal, the reductions will not affect our public safety priorities,
nor will it affect our ability to provide our existing levels of service to our citizens
Thank you for your consideration.
Positions identified for reduction in force
Department Position FTE Change RIF Savings
General Fund
Finance Accounting Assistant I1 -100 60,400
Fine Assistant Fire Chief -100 127,000
Parks Office Assistant II -100 67,300
Police Community Resource Officer -040 20,000
Engineering Engineering Technician II -100 83,700
Engineering Engineering Technician II -100 82,300
-540 440,700
Public Works & Utilities
Street Street Sery Spec Supervisor -100 113,100
Street Street Sery Spec Senor -100 96,800
Street Accounting Assistant Sr -100 80,900
-300 290,800
Equipment Maintenance
ER&R Automotive Tech Assistant -100 67,000
-100 67,000
-940 798,500
Restored posrhons (November 30 and December 7)
ER &R Automotive Equipment Tech 100 94,000
Police Community Resource Officer 010 10,000
Parks Parks Maintenance Manager 100 122,000
Parks Parks Recreation Coordinator 111 100 94 400
Parks Laborer 100 57,900
Engineering Civil Engineer III 100 116,000
PW Administration Office Assistant II (Lenna's Position) 100 65,000
PW Administration Customer Services Rep 100 57,000
PW Administration Customer Services Rep 100 77,200
PW Ops & Facilities Utilities Service Specialist 100 76,500
PW Ops & Facilities Utilities Service Specialist 100 86,300
PW Ops & Facilities Utilities Service Specialist 100 80,700
Street Journey Electrician 100 96,900
Street Street Service Spec 100 90,700
Street Electronics Tech 100 107,000
1410 1,231,600
Positions removed through attrition
Department Position FTE Change
Positions Ehmmated Due to Attrition
DCD Office Assistant H -100
Court Legal Technician -100
Police Lieutenant -100
Police Officer -100
Engineering Project Manager -100
PW Admin Accountant -100
PW Ops & Facilities Utilities Service Specialist -200
ER&R Fleet Manager (combined with PW Ops Mgr) -100
Information Technology Personal Computer Tech -100
:1000
Position Changes Due to Reorganization
HR Human Resource Analyst 11 -100
HR Human Resource Assistant 100
Court Legal Technician -100
Court Legal Technician Senior 100
Fine Fire Lieutenant -100
Fire Fire Captain Medical Officer 100
Fire Paramedic Firefighter -100
Fire Firefighter 100
Street Electronics Supervisor -100
Street Electromcs Technician 100
Street Electronics Technician -100
Water Resources Electronics Technician (from Street) 100
000
City of Bremerton
Department of Public Works & Utilities - 2012
Director of the Public Works & Utilities
Office Assistant Senior Specialist
PW &U Financial Manager City Engineer Forestry ManagW PW Operations Manager / Utility Operations Manager Wastewater Manager Water Resources Manager
Equipment Maintenance Manager
Utility Accounts Supv Protect Assistant Forestry Sery Spec Supv Electronics Tech Water Distnbution Supv AA Sr Water Operations Supv
AA Sr Office Assistant Senior Forestry Sery Spec Sr Journey Electrician Facilities /Inv Supv W WTP Lab Tech Water Operator Lead
(2) (2) (2)
AA III - Managing Engineer Street Service S Sewer /Storm Collection Supv Water Operator Sr
pec
(2) Supv WWTP Operations Supv (
AA II Civil Engr III Street Sery Spec Sr
r Lead Utility Sery Spec Water Operator
(2) (3) WWTP Malnt Supv (
Customer Sent Rep Civil Engr II Sign Shop Sery Spec Lead Facilities Sery Spec Electronics Tech
(2) (2) Sr WWTP Operator II
Civil Engr I Street Sery Spec Utility Sery Spec Sr (2) Environmental Tech
(2) (y) WWTP Operator I (
Engr Tech IV (3) Shop Sery Spec Faalities Sery Spec Sr
(g) WWTP CMMS Tech
Engr Tech Sr Auto Equip Tech Supv Utility Sery Spec
(g) WWTP Mamt Tech
Auto Equip Tech Facilities Sery Spec (4)
(3) (2) Electronics Tech
AA II Cross Connection Control
Spec Journey Electrician
Office Assistant Senior
Office Assistant II
106 FTE's
ATPACHMENT A
2012 EXPENDITURES - ALL FUNDS
2012
SUPPLIES & DEBT CAPITAL ENDING TOTAL
FUND PERSONNEL SERVICES SERVICE OUTLAY TRANSFERS FUND BAL. BUDGET
General Fund
General Government
City Council 313,500 19,270 332,770
Executive 283,500 86,860 370,360
Financial Services 881400 268,440 1,149 840
Legal Department 828,700 142 850 971,550
Human Resources 204,900 128 310 333,210
Community Development 1,055,500 353,036 1,408,536
Municipal Court 876,600 417,587 1,294 187
City Auditor 163,700 7,260 170,960
Law Enforcement 8,082 700 1416,137 9,498,837
Fire/Emergency Medical 7,437,200 874 014 8,311,214
Police & Fire Pension 2,320,000 224 000 259,000
General Facilities 201 800 550 317 55,000 807 117
General Parks 1 879 700 713,301 740 2,593,741
Engineering 1,906,900 228 028 2134,928
Non - Departmental 2,325,606 410,565 725 000 3461,171
Ending Fund Balance 2,240 856 2,240,856
Total General Fund 26,436,100 7,755 016 411,305 55 000 725,000 2,240,856 37,623,277
Special Revenue Fonds
Arterial Street 4,904,100 0 4,904 100
Stmt 1,196 900 1,084,587 125,561 2407,048
Contingency Reserve 117 745 117,745
Lodgmg Tax 230,000 155,000 80,312 465,312
Parking System 616,233 675,705 403,603 1,695,541
Comm Dev Block Grant 199,200 2,400,775 318,115 2,918,090
Abatement Revolving Fund 42,000 177,371 219,371
Police Special Projects 359 700 50 000 559,505 969,205
Public Access Television 239,700 37154 35,000 25 000 190,481 527,335
Gift & Donations Fund 29 600 5 000 48,370 82,970
Trial Improvement 15 000 45 643 60,643
One Percent for Arts 500 10 000 43,373 53 873
Conference Center Oper 1,543,157 252,336 1795,493
Total Spec. Rev Funds 1,635,800 6,358,706 675,705 4,999,100 185,000 2,362,415 16,216,726
Debt Service Fund
Bond Fund 718,250 16,885 735,135
2010 LTGO 551880 154 409 706,289
2010 UTGO/LTGO (B) 520 32,071 552 846
Total Debt Service Fond 0 0 1,790,905 0 0 203,365 1,994,270
Capital Improvement Funds
Park Plaza 109,600 719 110,319
Park Plaza Phase 11 4 089 802 0 4 089 802
General Govt Capital Improv 332,500 233,441 565 941
Park Facilities Construction 5,700 1,334,000 349,608 1,689,308
Evergim Park Remediation 82,500 128,051 210,551
Lower Wheaton Way 1,610 135 251 1,610,160
Total Capital Improv Funds 0 0 5,700 7,226,037 332,500 711,844 8,276,081
ATTACHMENT A
2012 EXPENDITURES - ALL FUNDS
2012
SUPPLIES & DEBT CAPITAL ENDING TOTAL
FUND PERSONNEL SERVICES SERVICE OUTLAY TRANSFERS FUND BAL. BUDGET
Enterpnse Funds
Water Utility 3,762,140 3 499 580 723 062 2,227 550 4501473 14 713,805
Water Capital 1 600 000 77 500 0 1,677 500
Wastewater Utility 2,651 990 4060116 2,823 563 7 180 043 6,215 697 22,931 409
Wastewater Capital 4,865,000 0 4 865 000
Stormwater Utility 856 530 1 013 487 14 993 1,237 920 1758,215 4 881 145
Gorst Creek Watershed 344 979 106 445 451424
Stormwater Capital 1421,000 0 1 421 000
Gold Mountain Golf Complex 1 285 705 70 000 224,338 2,392,297
Total Enterprise Funds 7,270 660 10 730 416 3 847 323 7 956 000 10 723 013 12 806 168 53 333 580
Internal Semee Funds
Risk Management 240,000 1,189 900 2 150 372 3580,272
Employment Security 311 105 0 311 105
Accumulated Leave Liability 248 700 0 248,700
ER&R Operations & Mamt 533 500 1 151725 77 703 1,762 928
ER&R Eqwpment Reserves 515 400 5437190 5 952 590
Information Services 536,800 355,114 60 000 142,118 1,094,032
Total Internal Service Funds 1870105 2696,739 0 575 400 0 7 807 383 12,949,627
Total Non - General Funds 10 776 565 19 785,861 6,319 633 20 756 537 11,240 513 23 891 175 92 770,284
Total All Funds 37 27 6 20 811 537 11 26,132 031 130
Expenditures - All Funds
Transfers
$11,9651513 Ending Fund
6
Capital Outlay Balance
$20,811,537 $26,132,031
16% 20%
Debt Service Personnel
$6,730,938 $37,212,665
5% 29%
Supplies & Services
$27,540,877
21%
ATTACHMENT A
2012 REVENUE SOURCES - ALL FUNDS
BEG LIC. INTER- CHARGES FINES 2012
FUND AND GOVT FOR AND OTHER TOTAL
FUND BAL TAXES PERMITS REVENUE SERVICE FORFEITS REVENUE BUDGET
General Fund
General Government.
City Council 108,233 108,233
Executive 135 096 135 096
Financial Services 2809,400 416 425 342,320 3,568145
Legal 414,241 414,241
Human Resources 108,376 108,376
Community Development 288,300 10 000 303,147 601,447
Municipal Court 2 487 453 900 503,830 39,700 999,917
City Auditor 55 605 55 605
Law Enforcement 2 400 530 811 295,300 8,900 8 750 846161
Fire/Emergency Medical 1,270,000 1 000 121 750 643 450 1 000 2,037,200
Police & Fire Pension 49,600 49 600
General Facilities 187 079 46 080 233,159
Parks 417,580 73 000 490 580
Engineering 65 000 1 819 723 1,884 723
Non - Departmental 17 889 500 144 500 503,000 850 620 000 4693829 23 841,679
Beginning Fund Balance 2,249115 2,249,115
Total General Fund 2,249 115 21,968,900 917 625 1,217 648 5,284,900 1 133 730 485059 37,623,277
Special Revenue Finds
Arterial Street 546,656 4,357,444 4,904,100
Street 99,804 454 800 820,400 205,000 827,044 2,407,048
Contingency Reserve 117 745 117,745
Lodging Tax 85,212 380,000 100 465,312
Parking System 540 041 500 300 000 855 000 1,695 541
Comm Dev Block Grant 390,453 2 488 311 30 000 9,326 2918,090
Abatement Revolving Fund 212,871 5 500 1 000 219 371
Police Special Projects 863,205 31 000 75 000 969,205
Public Access Television 190,695 240 000 17 000 78,040 1 600 527,335
Gift & Donations Fund 65 610 1,000 16,360 82,970
Trial Improvement 38,643 22 000 60,643
One Percent for Arts 53 433 440 53 873
Conference Center Oper 310,003 1,321490 164 000 1,795,493
Total Spec. Rev Funds 3,514,371 834,800 240 000 7,705,155 1,641 530 331,000 1 949 870 16,216 726
Debt Service Find
Bond Fund 152,235 355 400 227,500 735135
2010 LTGO 204,244 330 000 121,270 50 775 706,289
2010 UTGO/LTGO (B) 29,221 412 800 37 73150 552
Total Debt Service Fund 385 700 1098,200 0 158 945 0 0 351425 1994,270
Cannal Improvement Finds
Park Plaza 110 319 110 319
Park Plaza Phase II 1,342 052 2,366 420 170 000 211 330 4,089,802
General Govt Capital Improv 185,141 380,000 800 565,941
Park Facilities Construction 719,308 745 000 225 000 1,689 308
Evergreen Park Remediation 149,301 60,750 500 210,551
Lower Wheaton Way 242,076 1,368 084 1
Total Capital Improv Rids 2,748,197 380,000 0 4,540,254 170,000 0 437,630 8,276 081
ATTACHMENT A
2012 REVENUE SOURCES - ALL FUNDS
BEG LIC INTER- CHARGES FINES 2012
FUND AND GOVT FOR AND OTHER TOTAL
FUND BAL. TAXES PERMITS REVENUE SERVICE FORFEITS REVENUE BUDGET
Enterprise Fonds.
Water Utility 5 303 223 9 073 900 336 682 14,713 805
Water Capital 0 500 000 1 177 500 1 677 500
Wastewater Utility 9,294 397 13 609 512 27 500 22 931 409
Wastewaier Capital 0 4 865 000 4 865 000
Stormwater Utility 2 566 545 2 302 000 12 600 4 881 145
Gorst Creek Watershed 147 918 303 406 100 451 424
Stormwater Capital 0 1421000 1 421 000
Gold Mountain Golf Complex 353,297 1950000, 89 000 2 392 297
Total Enterprise Fonds 17 665 380 0 0 303 406 27 435 412 0 7929,382 53 333 580
Internal Service Fonds
Risk Management 2150,372 1 429 900 3580,272
Employment Security 63 705 247 400 311 105
Accumulated Leave Liability 0 248 700 248 700
ER&R Operations & Mamt 179 168 1 581 760 2000 1 762 928
ER&R Equipment Reserve 5 864 431 88 159 5 952 590
Information Services 365 532 728,500. 1
Total Internal Service Foods 8 623 208 0 0 0 2,310,260 0 2016159 12 949 627
Total Non - General Funds 32 2,313 000 240 12 707 760 31557,202 1 331 000 12 684 466 92 770 284
Total All Funds 35185 971 24,281 900 1 13 36 842102 1 464 730 17 535 825 130 393 561
Revenue Sources - All Funds
Fines & Forfeits
Charges for Service $1 Other Revenue
$36,842,102 1% $17,535,825
28% 13%
Beginning Fund
Balance
$35,185,971
Intergovernmental 27%
$13,925,408 Taxes
11 % Licenses & Permits
$24,281,900
$1,157,625 19%
1%
r
General Fund Budget
by Category
Supplies
956,512
270%
0
Services
Personnel
6,798,504
26,436,100 a 1921%
7472%
S
Capital
55,000
016%
r b
Debt Service
411,305
Transfers 116%
725,000
205%
C61ten ira� Fund Budget
by Department
Council
094% Executive
Non- Departmental 105% Finance
978% 325%
Engineering Legal
603% 275%
Parks HR
733% 094%
DCD
Facilities 398%
228%
Court
366%
Pension
719% Auditor
048%
Fire Police
2349% 2685%
2012 GENERAL FUND BUDGET
Council Executive Finance Legal HR DCD Court Auditor Police Fire Pension Facilities Parks Engineering Non -Dept
Account Account Title 00111 00112 00113 00114 00115 00116 00117 00118 00120 00125 00128 00149 00151 00161 00173 Total
50102 TO STREET FUND 0 0 0 0 0 0 0 0 0 0 0 0 0 0 500 000 500 000
50103 TO CONTINGENCY RESERVE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
50201 TO BOND FUND 0 0 0 0 0 0 0 0 0 0 0 0 0 0 225 000 225 000
TRANSFERS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 725 000 725 000 200%
51010 SALARIES & WAGES REGULAR 248 000 209 500 643 900 606 800 158 500 759 300 617 000 124 000 5 827 300 5 233 900 0 133 100 1 201 400 1 303 100 0 17 065 800
51020 SALARIES & WAGES EX HELP 0 0 10 000 0 5 400 0 15 900 0 3 600 0 0 15 500 102 100 0 0 152 500
51060 OVERTIME PAY 0 0 0 0 700 3 000 0 0 165 800 410 000 0 2 800 0 20 800 0 603 100
52010 PERSONNEL BENEFITS 34 500 36 500 103 900 99 300 30 100 122 300 103 000 20 000 540 100 511 000 0 24 400 194 400 220 200 0 2 039 700
52019 TRANSFER TO WORKERS COMP 3 500 2000 14 300 14 100 4200 26 400 18 000 2 700 226 200 159 600 0 6 900 57 300 51 600 0 586 800
52020 MEDICAL & DENTAL BENEFITS 27 500 35 500 109 300 108 500 6 000 144 500 122 700 17 000 1 319 700 1 122 700 1 265 000 19 100 324 500 311 200 0 4 933 200
52900 PENSION PAYMENTS 0 0 0 0 0 0 0 0 0 0 1 055 000 0 0 0 0 1 055 000
PERSONNEL 313 500 283 500 881 400 828 700 204 900 1 055 500 876 600 163 700 8 082 700 7 437 200 2 320 000 201 800 1 879 700 1 906 900 0 26 436 100 7470%
53110 OFFICE & OPERATING SUPPLY 2000 7 000 6200 10 200 2 500 10 000 11 000 500 109 700 157 900 0 40 000 120 000 10 000 200 487 200
53210 FUEL CONSUMED 0 0 0 0 0 0 0 0 0 0 0 0 5 000 0 0 5 000
53219 IFD FUEL CONSUMED 0 0 0 0 0 2 856 3 468 0 224 284 66 228 0 1 584 46 048 16 644 0 361 112
53420 ITEMS PURCH FOR INVENTORY 0 0 0 0 0 0 0 0 0 0 0 0 3 000 0 0 3 000
53510 SMALL TOOLS EQ & FURN 0 0 500 700 300 500 500 0 45 000 10 000 0 4 000 7 000 5 000 0 73 500
53530 COMPUTER RELATED ITEMS 1 000 0 0 0 0 2000 0 0 11 500 1 000 0 0 1200 10 000 0 26 700
SUPPLIES 3 000 7 000 6 700 10 900 2 800 15 356 14 968 500 390 484 235 128 0 45 584 182 248 41 644 200 956 512 270%
54110 PROFESSIONAL SERVICES EXT 0 20 000 85 500 75 500 104 000 250 000 246 800 0 28 000 101 900 218 000 0 3 000 50 000 806 000 1 988 700
54119 PROFESSIONAL SERVICES IFD 0 0 0 0 0 0 0 0 0 1 000 0 0 25 000 0 0 26 000
54210 TELECOMMUNICATIONS 1 000 3 500 4 150 2 500 1 000 4 500 4 500 500 43 150 12 000 0 4 000 18 000 12 000 0 110 800
54220 POSTAGE 0 400 0 0 0 500 800 0 2000 1 000 0 0 1 100 1 000 40 000 46 800
54300 TRAVEL 2 500 0 2 500 4 500 2 100 4 000 2 500 500 26 300 5 000 3 000 0 2 550 5 000 0 60 450
54400 ADVERTISING 0 6 000 1 600 300 6 500 10 000 0 0 500 0 0 0 1 800 0 0 26 700
54510 LAND AND BUILDINGS 0 0 0 0 0 0 0 0 100 0 0 0 0 0 0 100
54520 EQUIPMENT RENTAL 0 0 0 0 0 0 2000 0 21 000 5 800 0 0 7 450 5 000 7 800 49 050
54619 INTERFUND INSURANCE PREM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 540 836 540 836
54710 NATURAL GAS 0 0 0 0 0 0 5 600 0 1 600 19 500 0 20 000 17 500 0 0 64 200
54720 ELECTRICITY 0 0 0 0 0 0 12 000 0 55 000 25 000 0 60 000 154 600 0 0 306 600
54730 WATER/SEWER/STORMWATER 0 0 0 0 0 0 3 000 0 8 000 8 500 0 6 000 64 000 0 0 89 500
54809 INFORMATION TECH IFD 9 770 36 960 96 690 25 350 5 810 49 680 33 840 3 760 114 680 50 760 0 5 640 30 080 60 505 0 523 525
54810 EQUIPMENT REPAIR 0 0 0 300 0 0 0 0 21 500 10 400 0 15 000 18 000 5 000 0 70 200
2012 GENERAL FUND BUDGET
Council Executive Finance Legal HR DCD Court Auditor Police Fire Pension Facilities Parks Engineering Non Dept
Account Account Title 00111 00112 00113 00114 00115 00116 00117 00118 00120 00125 00128 00149 00151 00161 00173 Total
54819 EQUIPMENT REPAIR IFD 0 0 0 0 0 4 000 4 579 0 221 314 117 714 0 1 093 73 473 17 879 0 440 052
54820 OTHER IMPROVEMENTS 0 0 0 0 0 0 0 0 4 000 0 0 0 0 0 0 4 000
54830 STRUCTURES & GROUNDS 0 0 0 0 0 0 0 0 4 000 2200 0 133 000 6 000 0 0 145 200
54839 STRUCTURES & GROUNDS IFD 0 0 0 0 0 0 0 0 16 400 0 0 0 14 000 0 0 30 400
54910 MISCELLANEOUS 3 000 13 000 71 300 23 500 5 500 15 000 87 000 2000 74 300 37 200 3 000 260 000 94 500 30 000 113 060 832 360
54919 MISCELLANEOUS INTERFUND 0 0 0 0 0 0 0 0 5 600 0 0 0 0 0 0 5 600
54920 EXPENSE REIMBURSEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
55100 INTERGOVERNMENTAL SERVICE 0 0 0 0 600 0 0 0 378 209 231 912 0 0 0 0 817 710 1 428 431
55300 EXTERNAL TAXES & ASSESS 0 0 0 0 0 0 0 0 0 9 000 0 0 0 0 0 9 000
SERVICES 16 270 79 860 261 740 131 950 125 510 337 680 402 619 6 760 1 025 653 638 886 224 000 504 733 531 053 186 384 2 325 406 6 798 504 1920%
56210 BUILDINGS AND STRUCTURES 0 0 0 0 0 0 0 0 0 0 0 55 000 0 0 0 55 000 020%
CAPITAL
57500 INSTALLMENT PURCHASES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 137 500 137 500
58234 TO WATER FUND 0 0 0 0 0 0 0 0 0 0 0 0 740 0 0 740
58300 INT ON L/T EXTERNAL DEBT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 273 065 273 065
DEBT SERVICE 0 0 0 0 0 0 0 0 0 0 0 0 740 0 410 565 411 305 120%
TOTAL 332 710 370 360 1 149 840 971 550 333 210 1 408 536 1 294 187 170 960 9 498 837 8 311 214 2 544 000 807 117 2 593 741 2 134 928 3 461 171 35 382 421 10000%
PERCENT OF TOTAL 094% 105% 325% 275% 094% 398% 366% 048% 2685% 2349% 719% 228% 733% 603% 978%
Street Fund Budget
by Category
Services
667,855
29%
Personnel
1,196, 900
53%
Supplies
416,732
18%
®vJ
1
�r
2012 STREET UTILITIES BUDGETS
street w ater w astmNater Sto"mater
Account Account Title 10242 40134 45135 48138
50001 TO GENERAL FUND 0 1 462 050 2,727 043 138 876
50102 TO STREET FUND 0 0 0 324 044
50404 TO WATER UTILITY CAPITAL 0 765 500 0 0
50454 TO WASTEWATER CAPITAL 0 0 4 453,000 0
50484 TO STORMWATER CAPITAL 0 0 0 775000
TRANSFERS 0 000% 2,227550 2181% 7180043 4295% 1237920 3964%
51010 SALARIES &WAGES REGULAR 750200 2,409400 1673400 562,400
51020 SALARIES & WAGES EX HELP 0 147100 66 400 33 20O
51050 STANDBY 48 ,100 38100 67300 4,100
51060 OVERTIME PAY 19500 57500 104500 1900
52010 PERSONNEL BENERfS 138,200 480,780 332,850 103,100
52019 TRANSFER TO WORKERS COMP 379W 111680 80 540 25,430
52020 MEDICAL & DENTAL BENEFITS 205 000 snow 327 2DO 128 400
PERSONNEL 1 198 900 5248% 3 762,140 3684% 2,851 990 1587% 856 530 27 43%
53110 OFFICE & OPERATING SUPPLY 373 400 390 000 688 000 21 000
53121 UTILITY INVENTORY 0 3,000 12,ODD 2,000
53210 FUEL CONSUMED 1000 0 3,500 0
53219 IFD FUEL CONSUMED 34 332 114 528 4Q320 80 016
53420 ITEMS PURCH FOR INVENTORY 0 140000 100,000 0
53510 SMALL TOOLS EO & FURN 7 000 107 000 101000 2,000
53530 COMPUTER RELATED ITEMS 1 000 2D 000 40 000 3 000
SUPPLIES 416 732 1827% 774 528 758% 982,820 5 76% 108 016 346%
54110 PROFESSIONAL SERVICES EXT 0 397 700 408 500 83 ODD
54119 PROFESSIONAL SERVICES IFD 18 000 657 074 805,103 528 248
54210 TELECOMMUNICATIONS 10,000 29000 73,500 1000
54220 POSTAGE 0 36 SW 28,SOD 1200
54300 TRAVEL 1000 7000 21000 1000
54400 ADVERTISING 0 0 500 0
54520 EQUIPMENT RENTAL 2000 38 800 17 000 10 000
54619 INTERFUND INSURANCE PREM 35 028 143 549 221238 33148
54710 NATURAL GAS 0 6 000 25 OW 0
54720 ELECTRICITY 410OW 380000 834,000 0
54730 WATER/SEWERISTORMWATER 0 1000 80000 0
54740 GARBAGEIWASTE DISPOSAL 3,000 3 000 650w 75 Opp
54809 INFORMATION TECH - IFD 16 540 87 885 33 085 15 486
54810 EQUIPMENT REPAIR 13 000 "5w 94 000 1 000
54819 EQUIPMENT REPAIR FO 144 287 152,544 76 390 107 892
54820 OTHER IMPROVEMENTS 0 8000 0 0
54830 STRUCTURES & GROUNDS 2,000 123,000 35000 0
54910 MISCELLANEOUS 12,000 183,100 97500 SSW
54919 MISCELLANEOUS INTERFUND 1000 0 0 0
55100 INTERGOVERNMENTAL SERVICE 0 429OW 384000 42000
55300 EXTERNAL TAXES & ASSESS 0 100 0 O
SERVICES 667 855 2927% 2,725 052 28 68% 3007298 1853% 905 471 2899%
57200 REVENUE BOND PRINCIPAL 0 41000 309 000 0
57800 INTERGOVERNMENTAL LOANS 0 588,280 2,085,153 9864
58300 INT ON LIT EXTERNAL DEBT 0 115 778 429 410 5129
DEBT SERVICE 0 0 00%6 723,082 7 OB16 2,823,563 16.89% 14 993 0 48%
2,281 487 10000% 10 212,332 99 99% 16 715 712 100,00% 3122930 10000%
_ 7 4
17
vi
From Christine Grenier on behalf of City Council
Sent Wednesday, December 14, 20112 35 PM
To 'Richard Nerf
Subject RE Citizen Comments - City Budget & Parks Planner Position (Richard Nerf)
Mr Nerf,
Thank you for your letter, which I have forwarded to the City Council Members for their
review and consideration I have also shared your comments with the Mayor and Finance
Director
It is appreciated that you took the time to share your comments and concerns
Christine Grenier
Council /Auditor Assistant
Bremerton City Council
(360) 473 -5280
- - - -- Original Message---- -
From Richard Nerf [mailto rbnerfjr @comcast net]
Sent Tuesday, December 13, 2011 9 53 PM
To City Council
Cc Wyn Birkenthal, Boyle Terry, Dingfield Joan, Bob Buck, John Hayes Larson, Warthen,
Christopher T CIV, wheeler sunny & greg
Subject City Budget & Parks Planner Position
Recently I received a second -hand report of a remark made during the Budget hearing at the
last Council meeting An unnamed department was reproached for budgeting a Planner
oosition, rather than a position with more direct contact with the public If the
department in question was Parks & Recreation, I would like to challenge the unexamined
assumptions that appear to underly the criticism
1) Assumption A Planner does not interact with the public
la) Reality The implementation of the Planner's designs of Blueberry Park, Lions Park,
Stephenson Canyon, and Matan Park provide as much direct benefit to the citizens as could
be desired Indeed, many citizens enjoy the parks without ever interacting with staff at
any level The citizens recognize that these designs work, and we can see that such
design skills are not something that can be ordered off - the -shelf
lb) Reality The Planner is a mayor agent in workshops with the citizens (and donors)
while the design is under development and when contingencies arise during construction
Here, too, suitable Planner's skills are not available by simply hiring someone who has
academic training in the subject
2) Assumption A Planner represents a net cost to the City
2) Realtty The Planner brings money into the community by obtaining the grants and
donations that fund the projects, and in assuring that the monies are expended within the
appropriate constraints It is important to recognize that many of the grants represent
money coming into the community from outside the local area, or at least repatriate money
that had already left the community Bremerton cannot grow by simply recycling local
assets
3) Assumption No further Planner work remains
3) Reality Significant work remains at Lions, Kiwanis, and Evergreen Without a
Planner, the City would be ill - positioned to take advantage of grant opportunities Even
if no mayor projects are underway, consistent planning is needed for the system of parks
themselves
4) Assumption There is no cost associated with terminating the Planner position, nor with
restoring it when revenues return
4) Reality The current Planner has Bremerton - specific skills that would be lost, and is a
proven performer in the position There is no guarantee that the same quality of work
1
wilt be available on the market when revenue returns, nor that the training costs will not
exceed the purported savings
I feel awkward putting forth arguments for the Planner in what can be seen as a zero -sum
game for employees of Parks & Rec I have great admiration for the staff, and am sorry
_hat any have their positions on the line I am particularly supportive of the Director,
having seen his skill in running the Department and in making difficult decisions in
complex situations I hope that Council will trust his judgment
Richard Nerf
1600 Madrona Point Drive
Bremerton, WA 98312
360- 792 -2843
2
R
t _ �
From Dingfield, Joan bodmgfield @seattleschools org]
Sent Wednesday, December 14, 20112 27 PM
To 'Richard Nerf, City Council, Patty Lent
Cc Wyn Birkenthal, Boyle Terry, Bob Buck, John Hayes Larson, Warthen, Christopher T CIV,
wheeler sunny & greg
Subject RE City Budget & Parks Planner Position
I would like to add my thoughts to Dick Nerf's excellent expression of the work of the
Parks and Recreation Department As a group of citizen commissioners for Parks &
Recreation, we have heard first -hand the impact of this economic downturn on City budgets
as they relate to what kind of services we offer the public It is choice we are talking
about, and I would like to provide some additional input for your consideration
1 You have an excellent team of people who are committed to hearing from the public,
and the new and improved parks are evidence of that Neighbors, special interest groups,
and the general public have all provided valuable .input on the projects Mr Nerf cited
The Parks & Recreation team have a way of soliciting input that is welcoming and non-
threatening, they provide participants with follow -up feedback and frank acknowledgement
of all ideas submitted and how they were .incorporated (or not) Breaking this team up will
have a long - lasting impact on the Bremerton community and their ability to access
government
2 I am deeply concerned about the reductions in the Recreation side of the Parks &
Recreation equation I know first -hand what is happening to school district programs, and
the people who are being hardest hit are those with no other visible support or safety
net Recreation programs are so important to the children of our city, and I fear their
voices are not being heard
3 You are facing some sort of action on the 9/11 Memorial, a large part of which is a
commitment by the City of Bremerton to develop the Chevron site, something you must do at
a time when the City can afford it This design will give Parks & Recreation staff an
opportunity to seek grant funds for this work There is significant work yet to be done in
the Anderson Cove /Matan Park planning Stephenson Canyon is a large, undeveloped parcel
that will need grant support The dock at Lions Park is in desperate need of repair
Maintaining the connection with the elementary school attached to Blueberry Park is
ongoing and .important for that community Kiwanis is in its infancy We have all seen what
happens to grant monies when the work is not done to meet the goals of the awards, the
Boardwalk project demonstrated that the money goes away
Parks & Recreation staff have demonstrated a remarkable ability to find money, work
collaboratively with Public Works, and create some magnificent public properties for
citizens Please keep this amazing progress going and look elsewhere to close your budget
gap I would suggest looking at all City planning positions in every department through
this same lens, if in fact you need to make further reductions Thank you
- - - -- Original Message---- -
From Richard Nerf [mailto rbnerfDr @comcast net]
Sent Tuesday, December 13, 2011 9 53 PM
To City Council @ci bremerton wa us
Cc Wyn Birkenthal, Boyle Terry, Dingfield, Joan, Bob Buck, John Hayes Larson, Warthen,
Christopher T CIV, wheeler sunny & greg
Subject City Budget & Parks Planner Position
Recently I received a second -hand report of a remark made during the Budget hearing at the
last Council meeting An unnamed department was reproached for budgeting a Planner
position, rather than a position with more direct contact with the public If the
department in question was Parks & Recreation, I would like to challenge the unexamined
assumptions that appear to underly the criticism
1
1) Assumption A Planner does not interact with the public
la) Reality The implementation of the Planner's designs of Blueberry Park, Lions Park,
Stephenson Canyon, and Matan Park provide as much direct benefit to the citizens as could
be desired Indeed, many citizens enjoy the parks without ever interacting with staff at
any level The citizens recognize that these designs work, and we can see that such
design skills are not something that can be ordered off - the -shelf
lb) Reality The Planner is a mayor agent in workshops with the citizens (and donors)
while the design is under development and when contingencies arise during construction
Here, too, suitable Planner's skills are not available by simply hiring someone who has
academic training in the subject
2) Assumption A Planner represents a net cost to the City
2) Realtty The Planner brings money into the community by obtaining the grants and
donations that fund the projects, and in assuring that the monies are expended within the
appropriate constraints It is important to recognize that many of the grants represent
money coming into the community from outside the local area, or at least repatriate money
that had already left the community Bremerton cannot grow by simply recycling local
assets
3) Assumption No further Planner work remains
3) Reality Significant work remains at Lions, Kiwanis, and Evergreen Without a
Planner, the City would be ill - positioned to take advantage of grant opportunities Even
if no mayor projects are underway, consistent planning is needed for the system of parks
themselves
4) Assumption There is no cost associated with terminating the Planner position, nor with
restoring it when revenues return
4) Reality The current Planner has Bremerton - specific skills that would be lost, and is a
proven performer in the position There is no guarantee that the same quality of work
will be available on the market when revenue returns, nor that the training costs will not
exceed the purported savings
I feel awkward putting forth arguments for the Planner in what can be seen as a zero -sum
game for employees of Parks & Rec I have great admiration for the staff, and am sorry
that any have their positions on the line I am particularly supportive of the Director,
having seen his skill in running the Department and in making difficult decisions in
complex situations I hope that Council will trust his judgment
Richard Nerf
1600 Madrona Point Drive
Bremerton, WA 98312
360- 792 -2843
2
i
From Ruth Enderle [ruth @admiraltheatre org]
Sent Wednesday, December 14, 2011 2 24 PM
To City Council
Cc Norm McLoughlin, Lori Johnson, Brian Buskirk, Mike Huey, Gussie Schaeffer, Joanne
Haselwood, Leslie Krueger, Kyle Kincaid, Peter Braun, Dave Johnson, Greg Meyer, Marilyn
Mantzke, Bob Murphy, Tim Ryan, Steve Politakis, Charles Horton, Jerry Reid, Carol Sue
Rogers, Janice Krieger, Louise Cramer, Liz Gross, PJ Lund, Vickie Levi, Debbie Hill, Donna
Gay Boyle, Earle Smith, John Mitchell
Subject Lodging Tax Allocations
To Councilman Nick Wofford
Nick,
I know that you must be receiving some comment on your courageous vote in favor of
honoring the commitment made to the Admiral Theatre so many years ago I hope the
following helps your efforts tonight
1 The commitment to the Admiral Theatre was made years prior to the agreement with the
Conference Center and fountain park,
2 The VCB — A 501(c)6 organization with private membership support What is the
relationship of the private members investment versus the public investment? I have
researched the salary of its Executive Director and find that they do not release that
information If public funds are given to an organization, their finances should be
public Also, the VCB Board of Directors has decided that only VCB members will receive
the benefits of VCB marketing efforts If public funds are received by an organization,
should that organization's services be available to all? The VCB has no way of tracking
actual visitors -- how does the organization verify results?
3 Bremerton Chamber of Commerce (which I have been a member of since 1988, and am a
former Vice President of its Board) — Also a 501c(6) membership organization While the
Chamber does produce some marketing materials which are useful to attracting visitors,
this is an administrative function It may be worth the investment, but the private
membership structure does not seem public - friendly
4 Bremerton Historical Museum -- good organization, good product But an inactive
tourism product If visitors are already here, they may visit the historic museum It
will not draw them here So the questions is who is spending the money to attract
visitors to Bremerton' I can tell you the Admiral Theatre spends $500,000 annually to do
this We hope the visitors take advantage of the Historical Museum
5 Bremerton Symphony — A volunteer orchestra does not attract tourism While we are
all grateful for a longstanding symphony presence in our community, it does not meet the
criteria for this funding
6 Wa State Science and Engineering Fair — A one - weekend event each year If the
Admiral Theatre was awarded an equal amount for each event, it would receive $1 2 million
each year
Thank you again, Nick, for your support of the Admiral Theatre and its Board of Directors
This was a courageous vote and we all appreciate it
Warm regards,
Ruth Enderle
1
Pagel of 3
From Christine Grenier on behalf of City Council
Sent Wednesday, December 14, 20112 31 PM
To 'Judith Friedberg -Nerf
Subject RE Citizen Comments - Budget Hearing (Friedberg -Nerf)
Mrs Friedberg -Nerf,
Thank you for your letter, which I have forwarded to the City Council Members for their review and
consideration I have also shared your comments with the Finance Director
It is appreciated that you took the time to share your comments and concerns
Christine Grenier
Christine Grenier
Council /Auditor Assistant
Bremerton City Council
(360) 473 -5280
From* Judith Friedberg -Nerf [mailto jnerf@comcast net]
Sent. Wednesday, December 14, 2011 153 PM
To City Council, Patty Lent
Subject: Budget Hearing
Councilors and Mayor Lent,
Prompted by my viewing of last week's Council meeting, and several Kitsap Sun articles about
Bremerton's budget process, I wish to go on record with
these comments /opinions
I urge Council and Mayor to make final budgetary considerations based on
�omprehensive how budgetary decisions directly support continued implementation of City's
Plan, maintaining an eye towards sustainability and
the future well -being of the City
Irect explicit respect and support for departmental directors' responsibilities to craft strategic
for their respective departments, which include budgetary -
planning, staffing and managing operational functions Where there is no sitting
department head, such as is the case in Public Works, defer departmental
realignment decisions until Director is hired and can both assess current operations and
present thoughtful recommendations about departmental structure
I further urge you to clarify, for the public, what the budget process timeline is, who is involved
and when, so that when references /questions anse about delays, or
whether City officials did/didnot participate in the full process, City residents have a clarifying
touchstone
12/14/2011
Page 2 of 3
With respect to discussions at last week's Council meeting, there were several discussion points about
employee benefits that raised my concern, and about
which I have comment
• that City employee health benefits are borne 100% by the City, and that City pays all but 10%
of employee dependents' health coverage These appear
unrealistic and unsustainable As a Bremerton tax payer I support compassionate consideration
for employee terms of employment, but I do not support
the City's continued absorption of these expenses at this level of commitment Perhaps the City
absorbs some percentage of costs but not at a level that
exceeds 50% or greater of real costs Current practice is not sustainable and I believe it is
grounded in excess Unacceptable
• that leave packages have potential of 25 -30 days of leave annually, this is in addition to paid
holidays This seems excessive and unrealistic What was
not addressed, and what I don't know, is whether accumulated leave carries over year -to -year,
and whether employees may cash out unused leave days
at separation Nor do I know if sick/family leave days are included in the leave bank It is my
opinion that vacation leave should not exceed 15 days
per year, perhaps some additional days up to 20 (for example) for longevity No leave days
should be carried over into subsequent years, except
for sick days, and no separation payments should be offered for untaken leave, including unused
sick days Use them or lose them The City should
provide reasonable consideration for employee leave needs But excessive personnel benefit
expenses, and I believe current practice to be excessive,
should be curtailed
:xcee that the City offers good fobs at good wages Pay scales for all fobs should be in line with, not
local average income levels Perhaps there
needs to be a complete review ofjobs /wages and revisions made Bremerton should not be in
the situation of offering positions beyond our ability
to pay for them, or if by paying for them, it compromises availability of resources needed to
provide direct services to citizens and taxpayers
• that the hearing appeared to be focused heavily on jobs preservation It is never a
comfortable place to be in when decisions about livelihoods are on the line,
particularly in this economy Capricious hire/RIF decisions are never acceptable However, in
my opinion, it is the duty of City officials to keep uppermost in their
minds when making budget decisions that the City has missions, defined by law and within the
Comp Plan Jobs exist to carry out those missions, not vice versa
It is not the job of City officials to scratch around "to save or create jobs" It is their
responsibility to periodically review operations with goals and priorities in mind,
determine whether realignment of departments and personnel is called for, make systemic
changes when needed, and then make "fobs" decisions based on those
reviews If realignment is indicated now, and that may be a real possibility, planning for
realignment should happen first, followed by staffing decisions that support
revised organizational structure To do otherwise seems to invite unbalance Unbalanced
staffing and resource allocation is wasteful Please refocus with
Bremerton's future in mind Take a holistic view, resist undue pressure from special interest
groups
12/14/2011
Page 3 of 3
Bremerton budgetary decisions provide the framework for our sustainable future Thank you for your
thoughtful consideration and efforts to create a workable budget
Respectfully,
Judy Friedberg -Nerf
1600 Madrona Point Drive
Bremerton 98312
360 - 792 -2843
12/14/2011