05/23/1984 - Agenda °w4,
CITY OF TIGARD
BUDGET COMMITTEE MEETING AGENDA
FOWLER JUNIOR HIGH SCHOOL
" MAY 23, 1984
Est.
Times
7:30 1. Call to Order, approve minutes and Roll Call: _Hoffman Evans
Edwards _Duffy _Brian Scheckla _Scott
7:35 2. LEGAL ISSUES. .Finance Director
o Operating Levy Tax Rate Limit
o Tax Base $
o Tax Base Election
o Serial Levy
7:45 3. EXISTING RESOURCES BUDGET SUMMARY. .City Administrator
o Organizational Adjustments, Gear up/down & S.O.M.
o Staffing Summary
o Budget Summary
8:00 4. POLICE. .Police Chief
o Dispatch Contract
o Sheriff Contract
o Staffing Ratios
o Administrative Oreder, Response Priorities
o Command Reorganization & ICAP Changes
o Summary
8:30 5. LIBRARY. .Librarian
o WCCLS Update
o Staff Layoffs/Reduction
o Volunteers/Friends/Buy-A-Book
o Hours & Book Budget
o Summary
8:40 6. FINANCE & SERVICES. .Finance Director/City Recorder
o Municipal Court, Staffing & Revenues
o Accounting Contract (RFP & BID)
o Organizational changes, short-term vs. long-term costs
o Layoffs & Staffing changes
o Office Hours (10:00 a.m. to 4:00 p.m.) & 24-hour Walk-in Response
o Summary
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8:50 7. PLANNING & DEVELOPMENT. -Planning Director
o Revenues
,4ww o Building Official Transition (1/2 time) & Civic Center Project
Management (1/2 time)
o Engineering Services Transfer & Reorganization
o Development Services Division (Pn, Bd & En) , Fee Supported
o Summary
9:00 8. PUBLIC WORKS. .Public Works Director/City Engineer
o Engineering Contracts & Engineering Services Transfer
o Layoffs & Staffing Changes
o Summary
9:10 9. POLICY & ADMINISTRATION. .City Administrator
o Mayor & Council, Medical Benefits
o City Administration, Contract Administrator
o Summary
9:20 10. GENERAL GOVERNMENT—Finance Director
o Wellness Plan Agreement, add
o Computer VS upgrade, cut
o City Attorney
o Summary
` 9:30 11. DEBT SERVICE. .Finance Director
o Summary
9:40 12. CAPITAL PROJECTS—Finance Director
o Civic Center
o Summary
9:50 13. DISCUSSION & MOTION RECOMMENDING "EXISTING RESOURCES BUDGET" FOR
COUNCIL ADOPTION
10:00 14. NEXT MEETING DATE (7/25 or 8/1) & ADJOURN
(0370F)
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CITY OF TIGARD, OREGON
,i MEMORANDUM
TO: Budget Committee
FROM: Bob Jean, City Administrator/Budget Officer
SUBJECT: Existing Resources/Cut-Backs Budget Message
As per your directive, the staff and I have prepared the necessary adjustments
to make the "Existing Resources" budget the best of what is still a bad
situation. The voters turned down the recommended tax base of $1.3 million by
a 53% "No" vote margin just 8 days ago. Since then the Budget Committee, Park
Board, Library Board, and Executive Staff have met and given me their advise.
The following proposed budget for Council adoption (Proposed Adoption column)
represents my best judgment from all available advise as to how to provide the
best service level within our existing resources consistent with our overall
fiscal projections.
While it may be tempting, given the closeness of the recent political debate
over the Tax Base, to point fingers or to look for scape goats, this is not
our task. The voters have decided. We have a Budget to balance and I have
some unpleasant duties to get on with
In order to put this into some perspective, let me point out that the current
uv' 1983084 Budget is about $6.7 million and the Proposed for Adoption/Existing
Resources Budget without the Civic Center is just under $4.7 million.
Pointing fingers, looking for scape goats, and nickel and dime line item
proposals are simply not going to resolve a $2,036,530 deficit! We are faced
with further layoffs, reorganization and major service level cuts. Reviewing
this Proposed for Adoption budget and recommending any changes in it to the
Council is our task tonight.
Ours continues to be a growing community with increasing workloads and service
demands. As with a business, in some of our areas as business increases so do
revenues. So in the Streets, Sewers, Storm Drainage, and Planning and
Development areas there are some new positions where they are fee-supported.
Unlike a business, however, as th City grows, tax dollars are essentially
constant and have to be spread further and further in Police, Library, Parks,
Seniors and Youth. Here the only alternatives under increasing workloads and
limited resources is to cut-back service levels.
Organizationally we had "geared up" and structured ourselves to serve a
growing community with staff increasing in proportion to the population and
workloads. This is obviously not now the case, nor, with the 1 1/2% limit on
the November ballot, does it look like we will be allowed to offer anywhere
even near our current reduced services. We must therefore, rethink our
organizational strategy and "gear down" for more efficient operation at the
lower level. The proposed reorganization then allows for the best possible
service at that Core Level I after the necessary layoffs.
Regarding our nest few fiscal years, it appears that even with cut-backs to
Core Level I, we are facing deficits of $150,000 in FY 1985-86 and $250,000 in
FY 1986-87. Also in operating at Core Level I in FY 1984-85, the opportunity
for continued productivity improvements to generate any amount of contingency
or emergency reserve is limited. The Budget Committee's foal of a
$50,0004100,000 contingency/emergency reserve for FY 1984-85 is appropriate,
but unmet. A General Fund Contingency of $37,725 is a part of the Proposed
for Adoption/Existing Resources Budget.
In February, I submitted the Proposed Budget to you. Several adjustments were
made to the Proposed column as a fall-back if the Tax Base failed. Those
adjustments were refined as the Revised Proposed Budget. As mentioned
earlier, we have continued to refine the existing resources budget. As you
can see from the following summary, I think the Proposed for Adoption Budget
is tighter in dollars and staffing, yet better oriented to services to the
community.
BUDGET EXPENDITURES 1983-84 1984-85 1984-85
(FTE) ( 79.25) ( 78.5 ) ( 77.25)
Operating Budget $3,425,280 $3,792,909 $3,758,139
General Fund Contingency 105,577 -0- 37,725
All Other
TOTAL T6,699,366 $4,789,811 $7,216,836
Less Civic Center -0- -0- $2,554,000
Comparative Total $6,669,366 $4,789,811 T4,662,836
(FTE) (80.25) (78.5) (77.25)
The difference in Full Time Equivalents (FTE) of staff years shows as 2 FTE; 3
FTE if you consider overtime and temporary part-time really needed within
authorized budget limits. The actual impact of layoffs will be much greater,
and the reassignments or reclassifications affect another 13. The impact is
not readily apparent in the total FTE's because of the simultaneous addition
of staff where needed (e.g. Court, Public Works, etc.) and fee-supported.
Layoffs due to major reorganizations affect Police, Accounting and
Engineering. In total, 9 people are affected by lay-off and 4 more with
reclassification/pay reductions.
The summary impacts by department are:
o Police - layoff 2 Sergeants positions and bump into Patrol.. .shift
ICAP data entry to Services and 1/2 Officer's time to
Investigations. . . overall reduction of command and support functions
as a part of "gear down" strategy, no net loss of personnel. . .
implement General Order cutting low priority responses. . .
o Library - layoff one professional librarian and reduce 2 half-time
employees to 2 quarter-time. . . implement 20 hour per week Library
hours. . .
o Finance and Services - dismantle Accounting Division and contract out
i for as much accounting services as possible with lower level
`" positions as needed under selected contract options. . . layoff 3
employees by September. . . reorganize Court, Records and Word
Processing for more efficient operation and City-wide support.
o Public Works - dismantle Engineering Division, shifting records and
services to Planning and Development and contracting out for projects
under Public Works Director/City Engineer. ..shift inspection to
Public Works Operations. ..3 layoffs immediately with 1 more in
December.. .
o Planning and Development - reorganize into one-stop permit and codes
enforcement center for Planning, Building and Engineering called
Development Services. . .
After implementing the cuts and doing the best we can with what we have, then
the community and the Budget Committee can reassess our situation at the
August workshop. Then we can decide on any September levy or November tax
base.
In conclusion, I think there are three goals we must keep in mind:
1. We must implement the needed cuts as best we can to provide the most
service we can and yet do it as the voters said -- within existing
resources. These cuts must also be consistent with the need for some
emergency reserve consistent with our fiscal plan.
2. We must maintain our commitment to employee involvement and our
respect for employees as people. The layoffs should be announced and
reassignments implemented as soon as possible to avoid the further
demoralizing affects of uncertainty. Those affected by layoff must
' be assisted in their new job search efforts.
3. Volunteers must be encouraged and recognized. Yet the limitations we
face are also real and beyond the ability of volunteers to fill.
With 9 layoffs, over 18,000 hours of staff time will be cut. Last
year, an all-time high, we only had 5,700 hours total_ and that's up
30% from just 3 years ago! We need the volunteer help from the
community as we implement these cuts.
Each of the Department Heads will now go through their departmental
adjustment. I would encourage the Committee to take questions and tentative
votes as you proceed department-by-department. Thank you for your
consideration. Upon receipt of your advice later this evening, I will
administratively begin the cut-backs and prepare the Budget for Council
consideration and formal adoption on June 25, 1984.