HomeMy WebLinkAbout2007-04-19 Budget Committee Minutes
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 1 of 7
Budget Committee Meeting
Draft Minutes
April 19, 2007 6:00 pm
Civic Center Council Chambers, 1175 East Main Street
CALL TO ORDER
Chairman Lynn Thompson called the Citizen’s Budget Committee meeting to order at 6:02 pm on
Thursday, April 19, 2007 in Council Chambers at 1175 East Main Street, Ashland Oregon.
ROLL CALL
Mayor Morrison was present. Councilor Chapman, Hardesty, Hartzell, Jackson, Navickas, and Silbiger
were present. Budget Committee members Bond, Everson, Gregorio, Heimann, Stebbins and Thompson
were present. Budget Committee member Levine was absent.
STAFF PRESENT: MARTHA BENNETT, CITY ADMINISTRATOR
LEE TUNEBERG, ADMINISTRATIVE SERVICES/FINANCE DIRECTOR
KEITH WOODLEY, FIRE CHIEF
GREG CASE, DIVISION CHIEF-EMS
MARGUERITTE HICKMAN, DIVISION CHIEF-FIRE & LIFE SAFETY
ROBERT COCKELL, FIRE CAPTAIN
WALT ANDERS, FIRE CAPTAIN
TERRY HOLDERNESS, POLICE CHIEF
RICH WALSH, DEPUTY POLICE CHIEF
GAIL ROSENBERG, ADMINISTRATIVE ASSISTANT
BRYN MORRISON, ACCOUNT REPRESENTATIVE
MIRANDA IWAMOTO, ACCOUNT CLERK II
APPROVAL OF MINUTES
Approval of minutes from previous meetings dated:
2/21/07 Budget Committee
3/05/07 and 3/07/07 Social Service Grant Presentations
Bond/Everson ms to accept the minutes as presented. All Ayes.
PUBLIC INPUT
None
BUDGET MESSAGE
Martha Bennett, City Administrator and Lee Tuneberg, Administrative Services/Finance Director
presented the committee with the City of Ashland’s Budget Message. Ms. Bennett explained that the
budget is built upon assumptions approved by City Council and the Citizen’s Budget Committee. The
assumptions include using the current budget year as a base year, no increases in fees, rates or charges,
assuming no new positions with a couple of exceptions. These exceptions include the addition of one
Parks position and the conversion of a position in AFN from temporary to permanent status. It’s also
assumed any changes in revenue are tied to reality. Ms. Bennett explained that both 5% and 10% cut
packages were requested from each of the departments. Most of the 5% cut packages were chosen to be
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 2 of 7
presented to the committee. In addition to the cut packages, each department was also allowed to submit
an add package.
Ms. Bennett stated that the City of Ashland, unlike many other municipalities, is fortunate to have a wide
variety of revenue sources and that the overall financial outlook for the city is good. She explained that
the proposed budget includes reductions in FTE and that staffing is down overall. Ms. Bennett indicated
that the General Fund is challenging and that the committee will need to address some of these issues.
Ms. Bennett also talked about the major accomplishments of the past year, the budget over time and how
the money is distributed between funds (see attached handout). Ms. Bennett stated that the budget up for
consideration this year is about 91 million ($91,099,660).
Mr. Tuneberg spoke about the various budget resources and requirements (see attached handout). Mr.
Tuneberg explained that one of the City’s largest revenue streams is property taxes. Looking at the tables
on page 5 of the handout, Mr. Tuneberg explained these tables show the different reasons we levy taxes
and the comparisons between years. The highlighted areas represent debt service. The non-highlighted
areas show where rates are actually determined by the committee. Mr. Tuneberg also spoke about utility
rates. Mr. Tuneberg stated that the average impact on a customer is an increase of approximately 2% and
that these monies go into the General Fund. Mr. Tuneberg followed up with the different requirement
categories (see attached handout) including total monies spent on Personal Services, Materials &
Services, and Debt Service.
Ms. Bennett talked about the challenge of trying to balance the General Fund considering that it only
makes up about 20% (18.58%) of the budget but that 35% of City staff are funded through the General
Fund. She also expressed concern about the long term issues for funds which have a large number of
employees. Ms. Bennett continued by explaining the number of staff per department as indicated in
graphs (see attached handout).
Mr. Tuneberg explained about Internal Charges which constitute part of the Materials and Services
category (Internal Charges are listed under Miscellaneous Fees). Internal Charges are the charges
realized when providing services to all other funds. Mr. Tuneberg gave the example of the Finance
Department providing billing and collection services for the City’s Enterprise funds such as Water and
Electric. The internal charges for this year were held flat with the exception of Telecom.
Both Ms. Bennett and Mr. Tuneberg discussed the importance of looking at funds long term. Ms. Bennett
stated that there has been a decrease in development fees in the General Fund and other funds in the
recent years. Additionally, the costs in all funds continue to increase. Ms. Bennett encouraged the
committee to evaluate emergency medical services and the demand vs. revenue associated with it.
Mr. Tuneberg provided the committee with a graph showing fund balance projections for the next 6 years
(page 10 of attached handout). Based on the information known today the graph indicates future negative
fund balances. Mr. Tuneberg told the committee that there is a task force to evaluate the situation and
look for opportunities to increase revenue. Regarding the projections, Committee member Everson asked
if revenues were held flat and expenditures at inflation. Mr. Tuneberg answered that they took anything
that had a trend of growth and added roughly 2%, staffing was continued at a 5% increase, and Materials
and Services was held at 2%. Revenues were held flat.
Ms. Bennett reported that General Fund revenues are down and that there has been a decrease in all of the
revenues associated with construction and development activity. Ms. Bennett explained that construction
and development revenue is less than half of what is was last year. In addition, ambulance revenues are
flat but emergency calls are up. Meanwhile, the salary, health insurance and inflation costs in the General
Fund have increased. To balance the budget of the General Fund, positions have been reduced by 3.37
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 3 of 7
FTE which affects 5 different people, 3 from Community Development and 2 from Fire. Budgeted
overtime has also been reduced. Ms. Bennett reported that even with these proposed budget cuts, General
Fund expenditures still exceed revenues by about one million dollars. Ms. Bennett also gave a summary
of the General Fund balance over time. In recent years, the General Fund revenues have exceeded
expenditures. However, if the current trends continue then the General Fund expenditures will exceed
revenues in the future.
Ms. Bennett addressed the add packages and provided a table prioritizing the proposed additions (page 13
of attached handout). Ms. Bennett advised that if these additions are chosen to be added back into the
budget, then the committee will have to make cuts elsewhere, find new revenues or spend down.
In summary, Mr. Tuneberg stressed the importance of looking into the future and at the long term issues
of the funds. He also expressed his gratitude for all of the hard work the committee does and to the
employees for all of their time and effort putting the budget together. Mr. Tuneberg also thanked his staff
for all of their countless hours of work.
Committee member Gregorio inquired about the cost of service study. It was answered that due to work
overload and understaffing, it has not been completed.
The committee questioned statements made about the challenges of funding staff since operating budget
numbers reflect small increases in Personal Services. The committee was told that the operating budget
numbers take current staff vacancies and future staff cuts into consideration. It was also reported that
Personal Services includes health premium increases and that all City of Ashland employees pay 5% of
medical premiums.
Councilor Hartzell asked about the AFN debt and how that was affecting the budget. It was answered
that about 1/3 of the debt is being paid by AFN and the rest is allocated between the larger funds such as
the General Fund and Enterprise Funds.
Councilor Hardesty pointed out that although less utility use equals less revenue, that isn’t necessarily a
bad thing in terms of conservation.
FIRE DEPARTMENT PRESENTATION
Keith Woodley, Fire Chief, Greg Case, Division Chief-EMS and Margueritte Hickman, Division Chief-
Fire & Life Safety presented the Fire Department presentation. Mr. Woodley opened by explaining about
the 3 divisions of the Fire Department and the responsibilities of these divisions (see attached handout).
Mr. Woodley explained that the Fire Department is responsible for providing ambulance service for 650
square miles, from the border of California to the northern limits of Talent. The State of Oregon
establishes these ambulance service areas and emergency medical services must be provided for this area.
Mr. Woodley also spoke about the goals of Ashland Fire & Rescue. He spoke about reevaluating Fire
Station 2. He stated that they are currently meeting 4 of their 6 performance goals. The goals not met are
fire emergency response time (must respond within 5 minutes for 90% of calls) and human
resources/training. However, the Fire Department is responding within 5 minutes for 74% of the calls and
are also providing staff with 2000 hours of training per year. The two performance measures were not
met because of work overload.
Mr. Woodley was pleased to report that Ashland Fire & Rescue did receive a $312,000 FEMA Grant for a
Live-Fire Training Trailer. The trailer should arrive in June and provide firefighters with live fire without
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 4 of 7
burning any structures in Ashland. Other goals mentioned were implementation of the Domestic
Vegetation Management Ordinance and a business fire safety inspection program.
It was explained that some of the increases in expenditures to the budget were not within the control of
the Fire Department. These expenses include the Fire Department’s share of AFN debt, increased fuel
costs, 911 Dispatch Contract, Physician Advisor Contract and an increase in bad debt with regard to the
ambulance revenue receipts.
In order to meet the 5% cut in this year’s budget, the Fire Department has chosen to reduce CERT
program funding, scheduled overtime, and employee training. The CERT program has been reduced by
$112,308. Mr. Woodley reported that the CERT program remains viable with these cuts but that it does
not permit future program expansion. The CERT program is being scaled down from a 1.0 FTE to a .63
FTE, of which .5 is grant funded. Scheduled overtime will also be reduced for special events such as the
th
4 of July, Halloween, and SOU Career Day. The third reduction is in employee training.
Mr. Woodley reported that the Fire Department retained as much life safety as possible but that there will
still be an impact in service. The impacts from these cuts in service are outlined in the Ashland Fire &
Rescue handout (see attached). One of the impacts listed is that confined space rescue will not be
provided. Confined space rescues are specialized rescues such as entering a sewer manhole, the tunnels
under SOU, or going up to the City’s watershed. The committee started a discussion on confined space
rescue.
Fire Captain, Robert Cockell, reported that the confined space rescue team was established in 2003. It is
a 9 member regional team with very high levels of training and standards. It requires 2 hours of training
per month and 10 hours in spring, summer and fall. Councilor Hartzell asked if it would be illegal to
respond to a confined space emergency. Mr. Cockell reported that without proper training, confined
space rescue would be illegal due to OSHA guidelines. It was reported that Eugene is the next closest
team available. Councilor Chapman asked if everyone on team had to be certified. The response was that
it was best if everyone was certified because of different shifts and changing positions.
Councilor Jackson asked whether or not all or just a portion of scheduled overtime will be cut. It was
reported that a portion of both teaching and training hours will be cut.
th
It was asked if District 5 offers 4 of July support. It was reported that District 5 does offer support and
that the Forest Service manages their land.
The Fire Department proposed increasing revenues by charging a $250 response fee. It’s estimated that
would generate $50,000 a year in revenue. Fire Department foresees situations in which there will be
ramifications with the aforementioned fee.
It was also reported that pursuing more grants would be a way to increase revenue. Mr. Woodley stated
that additional grants are not a permanent solution and usually do not cover operational fees.
It was discussed whether or not sharing emergency responsibilities with a private ambulance service
would be cost effective. It was reported that although the savings in expenditures would be significant, so
would the loss of ambulance revenue, resulting in balancing itself out. It was also reported that usage of a
private ambulance service would result in a decrease of current service level.
Councilor Chapman asked where the revenue comes from and why if service calls are up that revenue is
not increasing. It was reported that revenue comes from Medicare, and that Medicare reduced ambulance
reimbursements. Additionally, rural areas now get a subsidy and that has decreased revenue. Although
the call volumes increased, the revenues became flat. The demographics provided were that 57% of
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 5 of 7
patients are on Medicare. It was reported that Medicare patients pay 47% of what is charged and it is
illegal to bill for the remainder. Mr. Case reported that 8.8% of those transported are on Medicaid and
that the Fire Department realizes 1/3 of the revenue from those bills.
Committee member Everson asked whether the cost is the same for both responding and transporting. It
was reported that emergency responders need to have the same equipment regardless and therefore, incur
same costs but don’t get the revenue if the patient is not transported.
Councilor Hardesty asked if a smaller fee for those not transported had been considered. Mr. Woodley
reported that the $250 is industry standard and with the paperwork involved it would not be cost effective
to charge less. Councilor Hardesty also asked whether the department had considered hiring just EMTs
without also being a firefighter. It was stated that other agencies have done this and are not seeing a cost
savings benefit.
Committee member Stebbins asked if there is a fee schedule based on specialized service/rescue. It was
stated that there isn’t at this time but that it is reasonable to look at that option.
Councilor Hartzell asked what criteria was used to propose these budget cuts instead of in areas where
service need is down. It was reported that the Fire Department decreased all of their Material and Service
line items as much as possible but still had to look elsewhere. Mr. Woodley stated that the priority was to
hold on to emergency services. It was also reported that the Wildfire Prevention position created in recent
years is being paid from a different budget and therefore, has no bearing on the Fire Department’s budget.
The committee also asked about the Plans Reviewer’s increase. Ms. Hickman reported on the
responsibilities of that position. Oregon state law requires plans review for water supply and access, to
investigate fires and to provide life safety inspections of buildings. Plans review takes more time because
of increased code requirements on properties. It was also reported that citizens have complex questions
which takes a lot of staffing time. Ms. Hickman stated that the Fire Inspector position is fully funded
through Community Development fees.
Everson/Gregorio ms to approve the Fire budget as presented. All Ayes.
Recess until 8:30.
Ms. Thompson encouraged the committee to discuss whether or not they would like to ask departments to
present alternative solutions to the proposed budgets at the time of presentation. Ms. Everson mentioned
that it’s hard to understand the impact on other departments without hearing about them first. Mr.
Heimann suggested additional meetings after presentation to evaluate changes. Ms. Bennett reminded the
committee that they have 2.5 meetings at end of process to discuss and evaluate the entire budget and that
adding more meetings is an option. Ms. Bennett told the committee that any questions or information
needed by the committee should be asked for and that the department is responsible for giving it to them.
At the end of the discussion, it was determined that the committee needs to be proactive and provide
feedback so that they can get the information needed to make decisions.
Ms. Everson asked Mr. Woodley for an explanation on vacant position. Mr. Woodley responded that
Division Chief -Operations is open and he has been advised to wait until spring to advertise position with
hope that it would be filled by 8/1/07.
Mr. Gregorio requested that the Fire Department provide the committee with a list detailing their
$400,000 carryover.
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 6 of 7
POLICE DEPARTMENT PRESENTATION
Police Chief Terry Holderness, Deputy Police Chief Rich Walsh and Administrative Assistant Gail
Rosenberg presented the Police Department’s budget. Mr. Holderness opened by talking about the major
responsibilities of the City of Ashland Police Department (see attached handout). Responsibilities
include dealing with general crime and disorder, solving community problems, traffic safety and assisting
with major City events.
Mr. Holderness continued by discussing the 3 different divisions of the Ashland Police Department
(APD). APD is made up of an Administrative, Operations and Support Divisions. The Operations
division makes up 59% of the budget, Administration constitutes 17% and Support is 24% of APD’s
budget (see attached handout).
Mr. Holderness listed the major accomplishments of APD. The list included re-accreditation with Oregon
Accreditation Alliance (cost $1500), new association contract for 3 years, relocation of repeater to
improve radio communications and reorganization to improve accountability.
It was reported that the Part 1 crime rate has declined. Part 1 crime is identified as rape, robbery,
homicide, larceny, arson, auto theft and aggravated assault. Part 1 crime rates are the standard used when
comparing statistical information with other municipalities. Mr. Holderness reported that the vast
majority of crime in Ashland is property related and that the city has a very low violent crime rate.
For FY 2006-2007, APD had a lot of staff vacancies and therefore have projected a $400,000 carryover.
The $400,000 carryover also includes employee training monies. The 2007-2008 proposed budget
consists of 69% for Personal Services, and 31% for Materials and Services. It was reported that the
majority of the 31% is for the Medford Dispatch Contract and that personnel costs would be much greater
if APD ran their own dispatch.
Mr. Holderness reported that changes to the Police Department’s current 2006-2007 budget includes
cutting the Youth Diversion Officer (YDO) position, delaying the of hire of 4 Corporals, 1 Lieutenant and
1 Police Officer until January of 2008 and reducing employee overtime.
Significant proposed budget changes for FY 2007-2008 include cutting the additional $15,000 requested
for employee training recommended by the PERF report. The department has budgeted $30,000 in
training for this year which is an increase from the previous year. The increase is to make up the training
shortfall from last year. APD also proposed cutting the additional $28,000 in Materials and Services
originally requested. The monies were requested so that the mobile data computers (MDC) could be
replaced. APD has budgeted $33,000 for MDC’s for this year and all of them will be replaced. It was
stated that MDC’s provide officers with all of the information needed in an emergency situation and
allows staff to provide higher level of service.
Councilor Hartzell asked about the addition of a School Resource Officer (SRO) vs. cutting the YDO
position. Mr. Holderness stated that the cost of an SRO vs. YDO was very similar. Therefore, the
department chose to add an SRO because a police officer can fulfill the responsibilities of a YDO and also
patrol making it more cost effective. It was also reported that adding back the YDO position in addition
to having an SRO would be ideal.
Mr. Holderness listed the service impacts of the proposed budget cuts (see attached handout). The list
includes reduced field supervision, loss of YDO program, and slower response time.
BUDGET COMMITTEE MEETING
APRIL 19, 2007 – PAGE 7 of 7
APD reported that the challenges for FY 2008 include implementation of PERF report, negotiation for
new dispatch contract, implementation of the SRO program and development of a downtown contact
station. APD would like a downtown contact station to deal with the disruptiveness in the plaza area. It
was reported that the goal is to help people feel safer, have better relations with the merchants and also
with the youth who are hanging out downtown. The amount budgeted for the downtown contact station is
$4000. Councilor Navickas asked about the low cost for the station. It was reported that a private
property owner is providing a physical location for the station.
Councilor Chapman inquired about grants and the option of looking into grants for public safety. Mr.
Walsh stated that they would like to look into it but haven’t had the staff available. It was also reported
that a lot of money is now going to Homeland Security and might not be available. Homeland Security
funds are granted to the county and then spread throughout. It was reported that the funds also have to be
spent very specifically and not on staff.
The committee questioned why the Computer Tech position was still in the police budget since it had
been moved to a different department. It was explained that APD still funds half of that position because,
although the person has physically moved over to technology services, they still provide service to the
Police Department. The General Fund and Telecommunication Funds each are charged half.
Councilor Hartzell inquired about a new dispatch contract and the cost associated with it. It was reported
that negotiations haven’t started and cost is unknown at this time.
Councilor Jackson left at 9:24 pm.
Councilor Navickas stated that he is opposed to the downtown contact station.
Chapman/Hardesty ms to tentatively approve Police budget as presented. Bond, Chapman,
Everson, Gregorio, Hardesty, Heimann, Morrison, Silbiger, Stebbins, and Thompson approved.
Navickas and Hartzell opposed. Motion passed 10 to 2.
ADJOURNMENT
The Citizen’s Budget Committee meeting was adjourned at 9:31 pm.
Respectively Submitted,
Miranda Iwamoto
Account Clerk II
Assumptions FY 2007-2008
FY 2006-2007 represents a base
Budget Message
No increases over base in fees, rates, or charges
City Of Ashland
No new positions in base
Revenue assumptions need to be tied to expected
growth or decline
Proposed Budget for 2007-2008
Expenditures need to be as realistic as possible
April 19, 2007
General Fund departments submitted cut packages,
many of which we took.
Desired increases were submitted as “add”
packages and “cut”packages are prioritized for
restoration.
Major Accomplishments
Overall MessageFY 2006-2007
Overallfinancial health of the City is good in
Hired a new Community Development
FY 2007-2008
Director and a new Police Chief
Proposed budget includes no increases in
Concluded labor contracts with Police and
rates, fees, or charges over FY 2006-2007
Fire Unions
Proposed budget includes reductions in FTE
Outsourced cable television and offered new
Fund balances are projected to be larger than
services through AFN
budgeted in several funds
Completed major capital projects, particularly
General Fund is challenging and will continue
in water and wastewater
to be in future years
1
Other Major HighlightsTotal Budget Over Time
Telecommunications fund contributes to AFN
$120,000,000
$100,559,644
debt for the first time
$95,612,512
$100,000,000
$91,099,660
$88,353,805
$83,133,296
Deferred rate adjustments for the electric
$80,000,000
fund need to be implemented in FY 2008
$60,000,000
Proposed budget spends down fund balance
$40,000,000
in Central Service Fund
$20,000,000
Budget does not currently include Library. It
$0
will be treated as an Add package.
2005 Actual2006 Actual2007 Budget20072008
ProjectedProposed
Distribution of BudgetFY 2007 & FY 2008 Budgeted
FY 2007-2008Resources in Millions
Parks
10.54%
Central Services
General Fund
6.76%
18.58%
Equipment
$120.0
3.03%
Insurance$100.0
$18.8
1.97%
CDBG
$19.5
$80.0
0.25%
Cemetary
0.88%
$34.6
Streets
$60.0
$35.6
Telecom7.82%
Airport
2.76%
$11.0
$40.0
0.42%
$7.9
Capital
$16.6
$3.5
Improvements
$20.0
$24.6
2.33%
$19.1
$0.0
Debt Service
2.87%
2006-20072007-2008
Electric
16.92%
Carry OverBorrowingMiscellaneous
Water
11.43%
Total
Charges for ServiceTaxes
$91,099,660
Wastewater
13.43%
2
Property Tax Rate per $1000 of
Proposed Property Taxes
Assessed Valuation
Proposed
2005-062006-072007-08
Proposed
Tax RateTax RateTax Rate
2005-062006-072007-08
Tax LevyTax LevyTax Levy
General Fund1.62190$ 1.70690$ 1.62190$
General Fund 2,720,000$ 3,006,082$ 3,005,879$
General Fund- Technology Fee- - 0.17500
General Fund - Technology Fee - - 324,000
Debt Service Fund- 0.17500 -
Debt Service Fund- 308,000 -
Parks 2.09280 2.09280 2.09280
Parks Continuing Levy3,510,000 3,686,000 3,879,000
Ashland Youth Activities Levy1.38000 1.38000 1.38000
Ashland Youth Activity2,315,000 2,430,000 2,558,000
1997 Flood Restoration Bonds0.14340 0.04740 0.04590
1997 Flood Restoration Bonds230,980 83,452 85,030
2000 Flood and Fire Station Bonds0.01720 0.09450 0.09110
2000 Fire Station/ Flood Restoration Bonds27,700 166,385 168,782
2005 GO Bonds - Refinanced- 0.06670 0.06330
2005 GO Bonds - Refinanced- 117,425 117,234
$ 5.563305.25530$ 5.47000$
$ 9,797,3448,803,680$ 10,137,925$
Assessed Valuation1,677,271,999$ 1,761,135,599$ 1,853,307,500$
Requirements by Category in
Utility RatesMillions
$120.0
Proposed Increases2006-20072007-20082008-2009
$100.0
$22.8
Transportation Utility Fee15.0%0.0%To Be Determined
$80.0
$23.7
Storm Drain Utility Fee100.0%0.0%To Be Determined
$31.1
$60.0
Airport FeesCPICPITo Be Determined
$31.0
$4.2
Water Fees6.0%0.0%To Be Determined
$40.0
$17.5$5.2
$11.5
Wastewater Fees6.0%0.0%To Be Determined
$3.3
$20.0
$2.2
$21.7
Electric Rate Increase *0.0%10.0%To Be Determined
$17.6
$0.0
Electric Surcharge *0.0%-100.0%To Be Determined
2006-20072007-2008
* Average impact on customer is estimated at a 2% increase.
Ending Fund BalanceContingency & Interfund Transfers
CapitalDebt Service
Materials & ServicesPersonal Services
3
Staffing by Fund
Operating Budget Comparison
FY 2007-2008
Streets, 10.2
Total:
Water, 18.05
268.33
CDBG, 0.25
Wastewater, 11.8
Proposed Operational Budget Comparison
Electric, 19.85
2006-20072007-2008DollarPercent
Telecom, 6.85
General Fund,
96.43
CategoryAmendedProposed Difference Difference
Insurance, 1
Personal Services22,792,46623,656,965864,4993.8%
Materials and Services31,077,24330,975,155-102,088-0.3%
Equipment, 3.5
Debt Service4,163,4285,161,205997,77724.0%
Total$58,033,137$59,793,325$1,760,1883.0%
Central Services,
49.85
Parks, 50.55
Staffing Department
FY 2007-2008Internal Charges
Public Works,
59.8
Total:
268.33
Administration,
Central Service fees held flat except Telecom
9.5
pays more for staffing that was transferred
Insurance fees held flat
Electric, 21.1
Facilities fees held flat
Fire, 34.63
Equipment charges held flat, minor
Info. Tech., 15.15
adjustments for anticipated replacement
changes
Police, 39.3
Admin. Services,
Telecommunications Debt allocated to major
19.9
funds & departments
Recorder, 2
Com. Dev., 16.4
Parks, 50.55
4
Capital Improvements
Questions for the long term
(excludes $2.5 million in equipment and land)
Capital Improvement Projects Category Totals Cost
Is decline in development temporary or
$ 1,420,000
Transportation Projects
permanent?
Local Improvement District Projects807,000
Will demand for emergency medical continue
Airport Projects240,000
to outpace revenue?
Water Projects2,160,000
Wastewater Projects1,780,000
Are there other ways to increase revenue for
Storm Drain Projects375,000
the general fund?
Administration Projects210,000
Will certain costs, especially salaries, health
Electric Projects600,000
care, and construction related costs continue
Telecommunications Projects674,000
to outstrip revenue increases/ inflation?
Parks Projects650,000
Total8,916,000$
Major Highlights
Fund Balance ProjectionsGeneral Fund
ENDING FUND BALANCE CONDITION2004200520062007200820092010201120122013
General Fund
General Fund revenues are down. Major
CDBG Fund
Street Fund - Operations
decreases are in licenses and permits and in
Airport Fund
charges for emergency medical services
Capital Improvements Fund
Debt Service Fund
Costs in the General Fund have increased
Water Fund
Wastewater Fund
Electric Fund
due to salary increase, health insurance
Telecommunications Fund
costs, and inflation
Central Services Fund
Insurance Services Fund
Equipment Fund
Cemetery Trust Fund
Parks and Recreation Fund
YAL Fund
Parks Capital Imp Fund
Exceed EFB TargetTrouble meeting EFB in all areasNegative EFBRequires renewal
5
Major Highlights
General Fund Over Time
General Fund
Proposed budget balances the General Fund,
$16,000,000
$14,000,000
reductions:
$12,000,000
Staffing, by 3.37 FTE, which affects five actual
$10,000,000
people and 2 vacant positions
$8,000,000
budgeted OT
$6,000,000
$4,000,000
various projects
$2,000,000
fund balance.
$0
2005 Actual2006 Actual2007200720082008 Trend
Proposed expenditures are still roughly $1
BudgetProjectedProposed
With sale of strawberry
million more than proposed revenues
RevenuesExpenditures
removed on both revenue
and expenditure side
General Fund BalancePrioritized Restorations and
Over TimeAdditions
These require other reductions, new
$3,500,000
$2,948,545
revenues, or a reduction in fund balance
$3,000,000
$2,326,936
$2,500,000
Prioritized by department head group.
$2,093,388
$2,000,000
$1,793,409
$1,500,000
$1,219,929
$1,051,983$1,047,023
$936,568
$1,000,000
$500,000
$0
FY 2005FY 2006FY 2007FY 2008
Budget/ProposedActual/Projected
6
Prioritized Restorations and
Summary & Questions
Additions
Restore Fire Department overtime for special events$43,000
You could approve the proposed budget
Restore Fire Department skills training budget$31,800
Add .5 FTE Computer Tech (from .5 FTE to 1 FTE)$40,000
tonight and the City will be “OK”next year –
Add consulting services for long range planning projects$125,000
staffing changes do hurt and will have an
Restore CERT coordinator position from .63 FTE to 1 FTE$37,000
impact
Restore Building Inspector positions from 2.4 FTE to 3 FTE$42,000
Restore “growth”of CERT program$105,000
We will need to continue to evaluate
Add consulting services for master planning projects$80,000
programs & projects, prioritizing and funding
Restore new Associate Planner position$95,000
as we go
Restore “community visioning”project$100,000
Restore Youth Diversion Officer position$106,000
General Fund is the primary concern “today”
Restore funding for crossing guards$12,000
Total dollar value of “Restorations and Additions”: $816,800
Summary Continued
Enterprise and other funds have the tools to
resolve their issues in the short term
Short term decisions in context of “ongoing
concern”perspective will resolve long term
issues for most funds
Thank You to the Committee and Staff
Questions before we move into Fire and
Police department presentations?
7
Structure of Department
ASHLAND FIRE & RESCUE
Fire Operations Division
City Of Ashland
Emergency Services Division
Proposed Budget for 2007-2008
April 19, 2007
Fire & Life Safety Division
Major Responsibilities of Major Accomplishments in FY
Ashland Fire & Rescue2006-2007
Provide emergency fire response services within the
GOAL
STATUS
City of Ashland in an efficient and effective manner.
Station No. 2 reconstructionBond measure failed in
November 2006. Project under
Provide highest quality of patient care within our
review by staff and city council
ambulance service area within fiscal constraints.
Currently meeting four of the
Meet or exceed department
six performance measures
Provide innovative leadership and program
performance measurement
standards
development for Ashland CERT.
Successful in securing
Seek funding through FEMA
Provide effective fire prevention services including
$312,000 DHS grant for Live-
for needed training equipment
fire safety education, certified fire code compliance
Fire Training Trailer.
services and consultation services to the
community.
1
Major Accomplishments in FY Major Accomplishments in FY
2006-20072006-2007
GOALSTATUS
GOALSTATUS
Continue to provide fire Multi-year goal currently on
Integrate Confined Space Multi-year goal currently
protection plans review target
Entry Team training on target
services within five working
program into Technical
days of receipt of plans.
Rescue Team operations
Implementation of Domestic
Implementation postponed
and develop continuing
Vegetation Management
until Fall 2007 due to workload
Ordinance and Oregon Fire
education requirements.
factors.
Code Amendments within the
Initial phase completed.
Improve CERT
City of Ashland
Future phases dependent
capabilities through
Multi-year goal currently on
Development and
upon funding
target.
implementation of 2006
implementation of business fire
CERT visioning plan.
safety inspection program
Major Accomplishments
Planned For FY 2007-2008TOTAL CALLS FOR SERVICE
GOALS
4000
Assist COA, Ashland Parks Department and private
3000
property owners with wildfire fuel reduction efforts.
2000
Support City Initiatives included in the Ashland
1000
Forest Resiliency Project
0
Planning for fire station no. 2 replacement.
FY 2001 FY 2002 FY 2003 FY 2004FY 2005FY 2006
ActualActualActualActualActualActual
Develop pre-emergency incident planning for key
434319388372425457
Fire Responses
facilities within the COA
210222942428269027162955
Medical Responses
94127909510987
Public Assistance
Adopt 2007 Oregon Fire Code with amendments
0016293535**
Alarms Pulled In Error
Provide Emergency Medical Services to all patients
263027402922318632853534
Total Calls For Service
within Ambulance Service Area response time
*Alarms pulled in error not tracked in 2001 & 2002
standards.
Total calls for service (both emergency and non-emergency) have increased 7.6%
during fiscal year 2006-2007
2
FIRE & LIFE SAFETY PLANS
Budget Over Time
REVIEW PROCESSING TIME
$6,000,000
$4,852,372
$5,262,372
$5,106,175
$4,632,526
$5,000,000
$4,230,615
700
600
$4,000,000
500
$3,000,000
400
300
$2,000,000
200
$1,000,000
100
0
$0
FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006
20052006200720072008
239338607636638535495
Number of Plans Received
ActualsActualsBudgetProjectedProposed
215304546572574482445
Goal at 90%
174165237274587251454
Actual Performance
Actuals
$400,000 of the increase from 2006 to 2007 was due to an Assistance to Firefighters grant.
Significant Budget Changes
2008 Proposed BudgetFrom 2006-2007
CapitalProjects,
CERT PROGRAM
$38,000, 1%
Materials and
Total cost of the CERT program in 2006 was
Services,
$140,000 ($38,000 of this total funded by grant)
$1,374,502, 27%
Personnel -$94,000
Training -$14,000
Materials & Services -$32,000
In the FY 2007-2008 budget, the funding for the
CERT program is reduced by $112,308
CERT program remains viable, but future program
expansion will not be possible without additional
Salaries and
Salaries and Benefits
grant support
Benefits,
Materials and Services
$3,693,673, 72%
Capital Projects
3
Significant Budget Changes
Service Impacts of Cuts
From 2006-2007
CERT
SCHEDULED OVERTIME
Number of training class offerings for citizens will be
Reduced by $72,000
reduced from 5 to 2 sessions per year.
Eliminates augmented staffing for special events,
In-service training for current volunteers will be
maintaining minimum staffing on shift, and
significantly decreased.
firefighter/paramedic overtime for training activities
CERT volunteer base will not increase as rapidly due to
TRAINING
decrease in training classes.
Reduced by $31,800
Community public education events associated with
National Preparedness Month will be eliminated.
Comprised of tuition for classes, travel and lodging
Production of printed emergency preparedness
for firefighter and paramedic skill maintenance,
educational material for the public will be reduced.
officer development courses.
Loss of organizational enthusiasm and synergy.
Service Impacts of CutsService Impacts of Cuts
SCHEDULED OVERTIME
TRAINING
Fire department personnel support of community
Firefighters will not maintain currency with
events will be curtailed. Examples include:
changes in industry standards and practices.
th
Augmented staffing for 4of July, Halloween, EMS
Technical/confined space rescue services will
Education Fair, SOU Career Day, school programs,
homecoming, International Bike & Walk Day, fire
not be provided.
extinguisher classes; CPR, HazMat& Infection Disease
Paramedics will not maintain currency with
Control classes to other city departments; EOC/mass
casualty and other disaster drills
changes in health care technology skills and
Level of community risk will increase due to reduced
practices.
staffing during peak demand periods.
4
Challenges for FY 2008
Revenue Enhancement Options
EMS revenues will continue to decline as calls for service
AMBULANCE RATES
increase.
Personnel costs will likely continue to increase. Current labor
Begin charging patients the $250 fee for
contract expires June 2009.
medical care received when they are not
OR-OSHA Health & Safety regulations governing fire department
operations will continue to increase.
transported to a hospital. (Estimated revenue
Department’s ability to attract and retain a qualified workforce will
is $50,000 annually)
become more challenging.
Fire Department infrastructure (buildings & equipment) are
FEDERAL & PRIVATEGRANTS
deteriorating at a faster rate than funds are available to replace.
Aggressively pursue additional grants to
Community requests for emergency services will continue to
increase at a rate of 7% –10% annually.
offset operational costs.
5
Major Responsibilities of
Police Department
Department
City Of Ashland
Deal with general crime and disorder
Work with the community to identify and
solve community problems
Proposed Budget for 2007-2008
Traffic Safety
April 19, 2007
Assist in major events occurring in the City
Help maintain quality of life in the City
Assist the community when requested with a
variety of issues
Structure of DepartmentAdministration Division
Chief
Administrative Assistant
59%
Background investigators
Contracts (communications, training facilities,
Adminstration
24%
Operations
sobering unit)
Support
17%
2.5 FTE
Percentage of Budget by Division
1
Operations Division Support Division
PatrolRecords
TrafficInvestigations
CAPSRO
Park PatrolVolunteers
CSOComputer Technician
23.5 FTE13.3 FTE
Major AccomplishmentPerformance Measures
Re-accredited with OAA
1000
900
New Association contract for 3 years
800
Relocated repeater to improve radio
700
communications
600
500
Reorganization to improve accountability
Total Part 1 Crimes
400
Updated and implemented several new
300
200
policies to address both community and
100
internal department issues
0
Started Implementation of 4/10 schedule 20022003200420052006
2
Budget Over Time 2008 Proposed Budget
6,000,000
5,000,000
31%
4,000,000
Salaries and Benefits
3,000,000
Materials and
2,000,000
Servicies
1,000,000
69%
0
2006 Actuals 2007 Budget20072008
$4,606,336$5,325,775ProjectedProposed
Actuals$5,458,209
$4,649,899
Significant Budget Changes Significant Budget Changes
From 2006-2007From 2007-2008 Proposal
YDO Position cut Cut Training $15,000
Delay hiring 4 Corporals, One Lieutenant and $28,000 in other materials and services
Officer until 1-1-2008
Cut $23,250 from Overtime
3
Service Impacts of CutsChallenges for FY 2008
Reduce field supervision Implementation of PERF Report
recommendations
Continued loss of YDO program
Negotiation of new dispatch contract
Reduction of training funds might increase
implementation time of some PERF report Improve supervision and accountability
recommendationsdepartment wide
Loss of overtime might reduce response Implement SRO program
times
Develop a downtown contact station
Police Department
City Of Ashland
Proposed Budget for 2007-2008
April 19,2007
4