HomeMy WebLinkAboutItem 17 Fiscal Year 2015-16 City Budget Adoption AGENDA ITEM SUMMARY Meeting Date: 6/15/2015
Meeting Type: Regular Meeting
Staff Contact/Dept.: Bob Duey/Finance Staff Phone No: 541.726.3740
Estimated Time: 10 Minutes
S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Provide Financially Responsible and
Innovative Government Services
ITEM TITLE:
FISCAL YEAR 2015/16 CITY BUDGET ADOPTION
ACTION REQUESTED:
1. Conduct a public hearing on the Fiscal Year 2015/16 City budget. 2. Adopt/Not adopt the following: A RESOLUTION ADOPTING THE
FISCAL YEAR 2015/16 SPRINGFIELD CITY BUDGET, MAKING APPROPRIATIONS AND LEVYING A PROPERTY TAX.
ISSUE STATEMENT:
The City Council is requested to hold a public hearing on Fiscal Year 2015/16 (FY16) to approve City Budget, and approve a resolution to adopt the Fiscal Year
2015/16 City budget, making appropriations and levy a property tax.
ATTACHMENTS: 1. Council Briefing Memorandum
2. Resolution 3. FY16 Budget Brief
DISCUSSION/ FINANCIAL IMPACT:
See attached Council Briefing Memorandum
Attachment 1, Page 1 of 2
M E M O R A N D U M City of Springfield
Date: 6/8/2015
To: Gino Grimaldi COUNCIL
From: Bob Duey, Finance Director BRIEFING
Subject: Fiscal year 2015/16 City Budget Adoption MEMORANDUM
ISSUE:
The City Council is requested to hold a public hearing on the Fiscal Year 2015/16 (FY16) Approved City Budget, and approve a resolution to adopt the Fiscal Year 2015/16 City Budget,
make appropriations, and levy a property tax.
COUNCIL GOALS/ MANDATE:
Provide Financially Responsible and Innovative Government Services
City of Springfield budget process is governed by the Oregon’s Revised Statues 294. The
budget process develops an annual financial plan for the City of Springfield’s spending agencies and citizens that accurately depicts and measures anticipated revenues and expenditures in order
to support the City’s objectives maintain financial stability and comply with statutory
requirements.
BACKGROUND: The Budget Committee finalized its review of the FY16 Proposed Budget on April 28, 2015 and
made certain changes to the budget proposed. The resulting action created the FY16 Approved Budget for Council consideration. Oregon Budget Law requires that the City Council hold a
public hearing prior to any action on the adoption of the Approved Budget. Oregon Budget Law
also allows the City Council to, within guidelines; adopt changes made to the budget approved by the City’s Budget Committee. These guidelines include being able to increase total
expenditures within a fund by not more than $5,000 or 10% of the estimated expenditures to the
fund (whichever is greater). There is no limit on the amount by which a fund can be reduced.
The newly created FY16 Budget Brief document, Attachment 3 has been added for your review.
This document is intended to provide an easy-to-understand glimpse of the City of Springfield’s budget picture and is in addition to the FY16 Budget book. It reflects the City Manager’s budget
message and includes department priorities, requested budget levels and FY16 strategic
initiatives. A more comprehensive look at the City’s revenues and spending can still be found in the FY16 Budget book.
Proceeding is a summary of the revisions to the Proposed Budget made by the Budget Committee in formulating the Committee’s Approved Budget. Attachment 2 is the resolution
for adopting the FY16 Budget and Attachment 2 Exhibit A is the appropriations levels for each fund.
The FY16 Approved Budget in the amount of $340,611,422 is as follows:
MEMORANDUM 6/11/2015 Page 2
Attachment 1, Page 2 of 2
City of Springfield Fiscal Year 2015/16 Appropriations (All Funds)
Personal Services 50,687,719
Materials and Services 44,231,466
Capital Outlay 4,972,466
Capital Projects 34,839,266
Contingency 600,000
Unappropriated Ending Fund Balance 355,304
Reserves 154,563,256
Interfund Transfers 25,016,700
Debt Service 15,224,536
Special Payments/Statutory Payments 10,120,709
TOTAL APPROPRIATIONS – ALL FUNDS $ 340,611,422
RECOMMENDED ACTION:
A. Adjustments and Changes to the FY16 Proposed Budget
The City’s Proposed Budget totaled $340,611,422 and 408.54 FTE. At the April 28th 2015 Budget Committee meeting, the Committee approved the FY16 Proposed Budget with the specific changes identified below. These changes increased expenditures by $5,000 with the use
of reserves.
• Springfield Chamber of Commerce—The Budget Committee motioned and
approved funding increased funding for the Springfield Chamber of Commerce for $5,000 with the use reserves from the Transient Room Tax Fund 208.
Requested Action
Fund 208 Increase City Manager’s Office 5,000
Decrease Transient Room Tax Reserves (5,000)
B. Total City FY16 Approved Budget The result of the actions noted above is an Approved Budget totaling 408.54 FTE and $340,611,422 in resources and requirements.
C. Additional Information As discussed, Oregon Budget Law does also allow the City Council to within guidelines adopt
changes made to the budget approved by the City’s Budget Committee. These guidelines include being able to increase total expenditures within a fund by not more than $5,000 or 10%
of the estimated expenditures to the fund (whichever is greater). There is no limit on the amount
by which a fund can be reduced.
ACTIONS REQUESTED The Council is requested to:
1. Hold a public hearing on the Fiscal Year 2015/16 City budget. 2. Adopt a budget by Resolution (Attachment 2). The Council may adopt, by resolution, the budget presented this evening as approved by the Budget Committee or adopt a budget resolution that reflects the budget approved by the Budget Committee with other changes the Council may
identify.
If changes are made by the Council following the public hearing, a revised resolution will be prepared and submitted to the Mayor for signature.
Dollar Amount
General Fund - 100
Department Operating
City Manager's Office 1,312,493$
Legal and Judicial 1,533,447
Human Resources 444,636 Finance 1,118,869
Information Technology 1,549,830
Fire and Life Safety 10,479,400
Police 14,156,571
Library 1,580,952 Development & Public Works 2,431,747
Total Department Operating 34,607,945$
Non-Departmental
Transfers 947,566$ Debt Service 227,709
Contingency 600,000
Reserves 7,693,276
Total Non-Departmental 9,468,551$
Total General Fund 44,076,496$
Street Fund - 201
Department Operating
Information Technology 340,981$ Development & Public Works 5,177,060
Total Department Operating 5,518,041$
Non-Departmental
Transfers 150,000$ Reserves 798,508
Total Non-Departmental 948,508$
Total Street Fund 6,466,549$
Jail Operations Fund - 202
Department Operating
Police 3,181,942$
Non-DepartmentalReserves -
Total Jail Operations Fund 3,181,942$
LEGAL APPROPRIATIONS LEVEL
Exhibit A - Page 1 of 11
Dollar Amount
Special Revenue Fund - 204
Department Operating
City Manager's Office 20,730$
Police 510,000
Library 54,608
Development & Public Works 10,000
Total Department Operating 595,338$
Non-Departmental
Reserves 730,835
Total Special Revenue Fund 1,326,173$
Transient Room Tax Fund - 208Department Operating
City Manager's Office 211,325$
Library 52,408
Development & Public Works 118,141
Total Department Operating 381,874$
Non -Departmental
Transfers 652,000$
Reserves 895,326
Total Non-Departmental 1,547,326$
Total Transient Room Tax Fund 1,929,200$
Community Development Fund - 210
Department Operating
Finance 23,484 Development & Public Works 902,157
Total Department Operating 925,641$
Non -Departmental
Reserves -$
Total Community Development Fund 925,641$
Exhibit A - Page 2 of 11
Dollar AmountBuilding Code Fund - 224Department Operating
Development & Public Works 939,953$
Non -Departmental
Reserves 157,738$
Total Building Fund 1,097,691$
Fire Local Option Levy Fund - 235
Department Operating
Fire and Life Safety 1,683,096$
Non -DepartmentalReserves 283,607$
Total Fire Local Option Levy Fund 1,966,703$
Police Local Option Levy Fund - 236Department Operating
Legal and Judicial Services 492,002$ Police 2,584,833
Total Department Operating 3,076,835$
Non -DepartmentalTransfers 2,371,342$
Reserves 1,868,732
Total Non-Departmental 4,240,074$
Total Police Local Option Levy Fund 7,316,909$
Bancroft Redemption Fund - 305
Department Operating
Finance 17,966$
Non -DepartmentalTransfers 50,000$
Reserves 62,461
Total Non-Departmental 112,461$
Total Bancroft Redemption Fund 130,427$
Exhibit A - Page 3 of 11
Dollar AmountBond Sinking Fund - 306Non-Departmental
Debt Service 2,208,136$
Unappropriated Ending Fund Balance 355,304
Total Non-Departmental 2,563,440$
Total Bond Sinking Fund 2,563,440$
Regional Wastewater Debt Service Fund - 312
Non -Departmental
Debt Service 7,709,628$
Total Regional Wastewater Debt Service Fund 7,709,628$
Sanitary Sewer Capital Projects Fund - 409
Capital Projects
Information Technology 61,973$
Development & Public Works 3,406,915
Total Capital Projects 3,468,888$
Non -Departmental
Reserves 8,987,697
Total Sewer Capital Projects Fund 12,456,585$
Reg.Wastewater Revenue Bond Cap. Projects Fund - 412
Total Development & Public Works Capital Projects 12,213,286$
Non-Departmental
Reserves 4,000,000
Total Reg. WW Revenue Bond Cap Projects Fund 16,213,286$
Development Assessment Fund - 419
Department Operating
Finance 88,155$
Non-Departmental
Transfers 17,966$
Reserves 904,384
Total Non-Departmental 922,350$
Total Development Assessment Fund 1,010,505$
Exhibit A - Page 4 of 11
Dollar Amount
Development Projects Fund - 420
Capital Projects
City Manager's Office 150,000$
Development & Public Works 281,845
Total Capital Projects 431,845$
Non-Departmental
Transfers 194,200$
Reserves 3,637,961
Total Non-Departmental 3,832,161$
Total Development Projects Fund 4,264,006$
Storm Drainage Capital Fund - 425Capital Projects
Information Technology 61,973$
Development & Public Works 9,430,329
Total Capital Projects 9,492,302$
Non-DepartmentalReserves 6,550,598$
Total Drainage Capital Fund 16,042,900$
Regional Wastewater Capital Fund - 433
Department Operating
Development & Public Works 3,864,600$
Total Development & Public Works Capital Projects 5,860,718$
Non-Departmental
Reserves 70,986,119$
Total Regional Wastewater Capital Fund 80,711,437$
Street Capital Fund - 434
Total Development & Public Works Capital Projects 415,940$
Non-Departmental
Reserves 3,601,751$
Total Street Capital Fund 4,017,691$
Exhibit A - Page 5 of 11
Dollar Amount
SDC Storm Drainage Improvement Fund - 440
Department Operating
Development & Public Works 36,470$
Capital Projects
Information Technology 19,000$ Development & Public Works 869,650
Total Capital Projects 888,650$
Non-Departmental
Transfers -$ Reserves 489,069
Total Non-Departmental 489,069$
Total SDC Storm Drainage Improvement Fund 1,414,189$
SDC Storm Drainage Reimbursement Fund - 441
Department Operating
Development & Public Works 25,087$
Capital Projects
Information Technology 19,000$ Development & Public Works 131,650
Total Capital Projects 150,650$
Non-DepartmentalReserves 4,175$
Total SDC Local Wastewater Reimb. Fund 179,912$
SDC Sanitary Sewer Reimbursement Fund - 442Department Operating
Development & Public Works 159,255$
Capital Projects
Information Technology 31,000$
Development & Public Works 870,000
Total Capital Projects 901,000$
Non-Departmental
Reserves 557,548$
Total SDC Local Wastewater Reimb. Fund 1,617,803$
Exhibit A - Page 6 of 11
Dollar Amount
SDC Sanitary Sewer Improvement Fund - 443
Department Operating
Development & Public Works 76,259$
Capital Projects
Information Technology 79,000$ Development & Public Works 101,000
Total Capital Projects 180,000$
Non-Departmental
Transfers -$ Reserves 160,909
Total Non-Departmental 160,909$
Total SDC Local Wastewater Improve. Fund 417,168$
SDC Regional Wastewater Reimbursement Fund - 444
Department Operating
Development & Public Works 2,000$
Non-Departmental
Transfers 19,276$ Reserves 573,470
Total Non-Departmental 592,746$
Total SDC Regional WW Reimbursement Fund 594,746$
SDC Regional Wastewater Improvement Fund - 445
Department Operating
Development & Public Works 2,000$
Non-Departmental
Transfers 2,000,000$
Reserves 1,959,028
Total Non-Departmental 3,959,028$
Total SDC Regional WW Improvement Fund 3,961,028$
Exhibit A - Page 7 of 11
Dollar Amount
SDC Transportation Reimbursement Fund - 446
Department Operating
Development & Public Works 38,514$
Non-Departmental
Transfers -$ Reserves 373,499
Total Non-Departmental 373,499$
Total SDC Transportation Reimbursement Fund 412,013$
SDC Transportation Improvement Fund - 447Department Operating
Development & Public Works 139,415$
Total Development & Public Works Capital Projects 553,987$
Non-Departmental
Transfers -$
Reserves 1,013,105
Total Non-Departmental 1,013,105$
Total SDC Transportation Improvement Fund 1,706,507$
Sanitary Sewer Operations Fund - 611
Department Operating
Finance 13,009$
Information Technology 314,440
Development & Public Works 3,311,365
Total Department Operating 3,638,814$
Non-Departmental
Transfers 2,480,000$
Debt Service 1,712,933
Reserves 4,105,445
Total Non-Departmental 8,298,378$
Total Sewer Operations Fund 11,937,192$
Exhibit A - Page 8 of 11
Dollar Amount
Regional Wastewater Fund - 612
Department Operating
Finance 130,067$
Development & Public Works 17,214,205
Total Department Operating 17,344,272$
Non-Departmental
Transfers 14,859,628$
Debt Service 1,454,115
Reserves 14,994,304
Total Non-Departmental 31,308,047$
Total Regional Wastewater Fund 48,652,319$
Ambulance Fund - 615Department Operating
Fire and Life Safety 5,951,849$
Non-Departmental
Reserves 1,026,535$
Total Ambulance Fund 6,978,384$
Storm Drainage Operating Fund - 617
Department Operating
Finance 13,009$
Information Technology 248,316
Development & Public Works 4,704,581
Total Department Operating 4,965,906$
Non-Departmental
Transfers 925,000$
Debt Service 706,602
Reserves 3,457,464
Total Non-Departmental 5,089,066$
Total Drainage Operating Fund 10,054,972$
Exhibit A - Page 9 of 11
Dollar Amount
Booth-Kelly Fund - 618
Department Operating
Development & Public Works 527,530$
Total Development & Public Works Capital Projects 282,000$
Non-DepartmentalTransfers 100,000$
Debt Service 919,333
Reserves 497,103
Total Non-Departmental 1,516,436$
Total Booth-Kelly Fund 2,325,966$
Regional Fiber Consortium - 629
Department Operating
Development & Public Works 127,900$
Non-Departmental
Reserves 151,478$
Total Regional Fiber Consortium Fund 279,378$
Insurance Fund - 707Department Operating
Human Resources 9,728,517$
Non-Departmental
Transfers 249,722$
Special Payments/Miscellaneous Fiscal Transactions 10,120,709 Reserves 6,255,672
Total Non-Departmental 16,626,103$
Total Insurance Fund 26,354,620$
Exhibit A - Page 10 of 11
Dollar Amount
Vehicle and Equipment Fund - 713
Department Operating
City Manager's Office 2,400$
Human Resource 5,000
Information Technology 207,000
Fire and Life Safety 562,300
Police 162,000 Library 8,000
Development & Public Works 760,766
Total Department Operating 1,707,466$
Non-Departmental
Debt Service 286,080$
Reserves 7,560,621
Total Non-Departmental 7,846,701$
Total Vehicle and Equipment Fund 9,554,167$
SDC Administration Fund - 719
Department Operating
Finance 20,342$
Information Technology 81,646 Development & Public Works 437,023
Total Department Operating 539,011$
Non-DepartmentalReserves 224,838$
Total SDC Administration Fund 763,849$
TOTAL RESOLUTION 340,611,422$
Exhibit A - Page 11 of 11
Revised: 5/5/2015 AƩachment 3 Page 1
Budget Message
The Fiscal Year 2016 budget makes strategic
investments that will improve service delivery to
the citizens of Springfield and control costs. The
preparation of this year’s budget continues the use
of the Priority Based Budgeting tool introduced
during last year’s budget review.
The starting point for the preparation of this
years budget was the creation of comprehensive
list of programs needing additional investments;
the list was prioritized and recommendations were
established. Without having the advantage of
significant additional resources, improving
programs had to rely on shifting resources coupled
with controlling costs in order to remain fiscally
stable over a three year time frame.
The result of the budget preparation efforts is a
FY16 budget that contains improvements in
program areas related to public safety, economic
development, Library and Development & Public
Works. In addition, the budget contains invest-
ments in Finance and Human Resources designed
to produce cost savings and/or allow for the
reallocation of resources to high priority services.
The condition of city streets continues to
deteriorate due to lack of funding for maintenance
and preservation. And, there is a growing backlog
of projects needed to adequately maintain city
buildings and reserves are inadequate to replace
building components such as heating and air-
conditioning systems. Another major unfunded
project is the improvements to City Hall that will
be needed to bring the building up to current
seismic standards. While the issues regarding the
maintenance of city building are significant, they
are not insurmountable if addressed in the next
several years.
The FY16 budget moves the community and the
city organization forward by shifting resources
among programs and controlling costs. It is
noteworthy that the proposed budget contains a
number of service enhancements while only
increasing the total number of employees by 0.60
full time equivalents. City employees continuously
strive to cost effectively improve services to the
citizens of Springfield.
~ Gino Grimaldi, City Manager
of
City
*The difference between last year’s ending fund balance and
this year’s beginning fund balance is due to numerous
factors including department re-appropriations, capital
projects needing to be carried over and completed in the
next year, projects not pursued, and unanticipated savings.
Numbers are listed in 1,000s.
DPW
41%
POL
21%
FLS
19%
HR
10%
IT
3%
LEG
2%
LIB
2%
CMO
1%
FIN
1%
FY16 Operating Expenditures
Budget Summary FY15
Amended
FY16
Approved % Chg
Beginning Cash (1,000s) $179,195 $183,348 2.3%
Revenues
Taxes $31,959 $31,927 -0.1%
Licenses, Permits and Fees 3,537 3,838 7.8%
Intergovernmental 9,882 8,928 -10.7%
Charges for Service 67,643 70,480 4.0%
Fines and Forfeitures 2,027 1,853 -9.4%
Use of Money & Property 2,411 2,671 9.7%
Special Assessments 17 14 -21.8%
Miscellaneous Receipts 1,000 1,015 1.4%
Other Financing Sources 33,722 36,537 7.7%
Total Revenue 152,200 157,263 3.2%
Total Resources 331,395 340,611 2.71%
Operating Expenditures
City Manager's Office 1,487 1,547 4.0%
Devlp. & Public Works 41,652 41,006 -1.6%
Finance 1,229 1,425 13.7%
Fire and Life Safety 17,769 18,677 4.9%
Human Resources 9,508 10,178 6.6%
Information Technology 1,736 2,742 36.7%
Legal & Judicial Services 1,966 2,025 2.9%
Library 1,717 1,696 -1.3%
Police 20,537 20,595 0.3%
Total Operating Budget 97,601 99,887 2.4%
Non-Operating Budget
Capital Projects 32,148 34,839 7.7%
Contingency 600 600 0.0%
Debt Activities 16,859 15,225 -10.7%
Interfund Transfers 22,460 25,017 10.2%
Statutory Payments 9,706 10,121 4.1%
Unappropriated Balances 498 355 -40.2%
Total Non-Op. Budget 82,271 86,157 4.5%
Total Appropriated Budget 179,872 186,043 3.3%
Ending Fund Balance* $151,523 $154,563 2.0%
Council Goals
Provide Financially Responsible and
Innovative Government Services
Encourage Economic Development and
Revitalization through Community
Partnerships
Strengthen Public Safety by Leverag-
ing Partnerships and Resources
Foster an Environment that values
Diversity and Inclusion
Maintain and Improve Infrastructure
and Facilities
Promote and Enhance our Hometown
Feel while focusing on Livability and
Environmental Quality
FTE FY15 FY16 Chng.
CMO 7.5 7.5 0.0
DPW 130.0 123 -7.0
FIN 9.5 11.7 2.2
FLS 100.0 99.0 -1.0
HR 6.0 6.0 0.0
IT 10.0 15.0 5.0
LEG 8.8 8.8 0.0
LIB 13.1 13.5 0.4
POL 123.0 124.0 1.0
Total 407.9 408.5 0.6
Budget Brief Fiscal Year 2016
City Manger: Gino Grimaldi (541) 726-3700 Email: ggrimaldi@springfield-or.gov
Finance Director: Bob Duey (541)726-3740 Email: rduey@springfield-or.gov
City of Springfield, Oregon
Personnel
Services
51%
Materials & Services
44%
Capital Outlay5%
FY16 Operating Expenditures
City Council 2015
Revised: 5/5/2015 AƩachment 3 Page 2
City Manager’s Office
T he City Manager’s Office is responsible for implementing the City Council’s goals, policies, and deci-
sions; managing and administering the organization; providing public information; and maintaining
the City’s official records. Highlights for FY16:
Shifting responsibilities will provide increased focus on ongoing economic development activities
including Glenwood and Downtown redevelopment and the redevelopment of the Booth Kelly facility.
Planned retirement will allow for the additional department realignments to provide for additional support in areas
such as intergovernmental relations, involvement in state legislative issues and support for the Mayor and City Council for
major initiatives.
$50k contribution to SWEDCO is a newly formed regional organization focused on regional business recruitment, re-
tention, and expansion. They are supported by the City of Springfield, Eugene, Lane County, Eugene Chamber of Com-
merce, Springfield Chamber of Commerce, Lane Workforce Partnership and multiple businesses.
Human Resources Department T he Human Resources Department serves as support for all other City departments by providing
all major employment, risk and benefit services; administers a job classification system, oversees
compensation practices to ensure compliance with State and Federal regulations; works with collective
bargaining units and administers the labor contracts; and manages the employee benefits programs.
Highlights for FY16:
Budget includes the continue efforts of the Volunteer Coordinator program which oversees 200 volunteers citywide.
Continues the efforts to track Workers Compensation and Short and Long Term Disability claims which result in ad-
ditional wage subsidy and worksite modification funding of approximately $44k program to be reevaluated every six
months.
Provides for a full year of staffing the Employee Wellness Clinic with a Nurse Practitioner. This program allows
employees to access a higher level of care and avoid costlier visits to physicians. It is anticipated that this will reduces
the city’s health care costs and improves the health of city employees. Plans are being developed to move the
clinic from its current locations to a new location within City Hall .
Fire & Life Safety Department T he Fire & Life Safety Department provide services that prevent the loss of life and property, and
protect the environment; supports and controls a diversified service delivery system for the City,
the urban growth boundary, and East Lane Ambulance Service areas; provides fire, rescue and EMS
first response to three contract districts Glenwood, Rainbow and a portion of Willakenzie Districts; and performs ambulance billing
services to twenty-four jurisdictions through out the State; and administers the FireMed membership program for the City, Eugene
Fire & EMS, and Lane Rural Fire/Rescue. Highlights for FY16:
Budget includes $30,000 for a new system to alert fire stations to calls. The existing system alerts
fire stations sequentially. The proposed system will alert stations simultaneously which will reduce
the time it takes to notify responders by 20 to 40 seconds depending on the type of call.
Reduction of 1.0 FTE support personnel.
Funds have been identified for the needed replacement of turnouts and fire hoses.
Finance Department T he Finance Department provides financial management services to
City departments, Council and Budget Committee; oversees the preparation and monitoring of the City’s annual
budget, CAFR audit report, cash management and investments, procurement activities, and also provides services to Metro Wastewater Management
Commission, the Regional Fiber Consortium, and Springfield Economic Development Agency. Highlights for FY16:
An additional 1.0 FTE Analyst and .2 FTE Assistant have been added to provide capacity to evaluate City programs and resources. It is anticipat-
ed that the savings realized through the various studies will exceed the cost to fund the positions.
Small investment in technology for journal entry work flow and contract work flow will allow staff to work more efficiently by automating the
approval, filing and retrieval of required documents; saving departments significant time and physical space for centralized filing cabinets.
Efforts to consolidate the accounts receivable program across the entire city will be evaluated; developing standards that are consistent across all
departments and possibly a reduction in overall staff effort by developing a single point of contract for most billings and receipting.
FY15 Accounts Payable consolidation efforts continue with the addition of 1.0 FTE that was realigned from the Development & Public Works
Department.
CMO Programs (1000) FY15 FY16 Chng.
Administration $ 614 $ 602 -2.0%
City Council 135 141 4.4%
Communications 166 193 16.9%
Economic Dev. 257 240 -6.7%
Intergovernmental 316 372 17.6%
Total $ 1,487 $ 1,547 4.0%
FIN Programs (1000) FY15 FY16 Chng.
Finance $ 1,229 $ 1,425 15.9%
Total $ 1,229 $ 1,425 15.9%
FLS Programs (1000) FY15 FY16 Chng.
Emg. Med. Services $ 4,107 $ 4,405 7.3%
EMS Account Svs. 895 930 3.9%
FireMed 499 518 3.9%
FireMed Enterprise 32 32 0.8%
Fire Prevention 501 495 -1.3%
Haz-Mat 56 54 -2.4%
Fire Operations 10,739 11,061 3.0%
Training 420 709 68.8%
Total $ 11,717 $ 12,320 5.1%
HR Programs (1000) FY15 FY16 Chng.
Personnel Admin $ 415 $ 410 -1.1%
Support Services 18 18 0.0%
Citywide Training 22 22 0.0%
Employee Benefits 485 481 -0.8%
Risk Management 313 281 -10.4%
Workers Comp 135 120 -11.3%
Wellness Clinic - 191
Self Funded Ins 8,121 8,656 6.6%
Total $ 9,508 $ 10,178 7.0%
2014
Nick Symmonds
Springfield 800
2011 Interface Engine
Sarah Aiken, RN, MS, WHNP/FNP 2015
Revised: 5/5/2015 AƩachment 3 Page 3
Information Technology Department T he Information Technology Department helps other departments develop innovative and efficient IT
solutions through a series of services that includes implementing and integrating computer systems,
coordinating and providing training, negotiating and managing information technology-related contracts,
performing application development, and technology assistance and support. Highlights for FY16:
Facing an anticipated audit by the Federal Bureau of Investigation and the Oregon State Police, IT reviewed its recent regional audit reports and
initiated a preparatory internal audit; followed legal advice to develop and implement a work plan to meet published requirement for the protec-
tion of Criminal Justice Information System information.
GIS will be moving from the Development & Public Works Department and will be a program within the department. The change has no impact
to FTE or operating expenses for the City but will allow for efficiencies that will better coordinate customer needs.
With the reorganization of IT and GIS new strategic plans and a consolidation of work plan was implemented. This lead to the development of
new policies and operating procedures to streamline work and increase system security.
Budget also includes resources for major equipment replacement and system upgrades
Legal & Judicial Services T he City Attorney, City Prosecutor and the Municipal
Court comprise the service area identified as Legal and Judicial Services. The City Attorney is re-
sponsible for attending all City Council and Planning Commission meetings and for supplying the City Council and staff with legal opinions regarding
existing or proposed City operations and activities. The City Prosecutor represents the City in Municipal Court and Appellate Courts. The Municipal
Court provides judicial services for the administration of justice, case and jury management, the appointment of attorneys for indigent defense, proba-
tion monitoring, providing interpreters, and the enforcement and collection of bail, fines, and fees. Highlight for FY16:
DUII Court is an intensive compliance program using DUII Diversion agreement for first time offenders. This program should reduce future re-
offenses and it is anticipated that this will help reduce the high expenditures associated with the Probation
Monitoring and Enforcement Program.
A Veterans’ referral process is being development to help connect eligible defendants to services availa-
ble through other Veteran programs. If eligible, it is hoped that services and assistance may help veterans
avoid future criminal activity.
Wage garnishment and “DOR” Department of Revenue programs are being implemented to assist the
department with delinquent collection efforts.
Police Department T he Police Department provides public safety and crime prevention services for the City
through patrol, traffic enforcement, crime analysis and investigation, evidence control, rec-
ords management and animal control services. Highlights for FY16:
Four Lieutenants positions were created to improve the ability of the department to respond to
changing conditions in the community; a creation of a special response team; to improve succes-
sion planning; move towards state accreditation; and to increase training opportunities for staff.
This change had minimal impact to operating cost.
Includes an $18k pilot project for the use of body cameras, it is anticipat-
ed that the deployment of body cameras will be beneficial to both the public
and police officers
One additional Detention Officer is included in the budget. This will re-
duce the number of forced overtime shifts worked by Detention Officers.
Library T he Library is an essential community resource providing citizens of all ages, backgrounds, and economic statuses access to
information, education, early literacy training, and a wide range of family friendly programs; provides high-speed internet
access as well as the ability to download digital audio books and e-books from home. From emergent literacy for infants to job
retraining for adults the Library strives to support all members of its community in achieving their educational and economic
aspirations. Highlights for FY16:
The Library will complete the implementation of the patron self-service checkout stations which will be faster and
more cost efficient allowing the Library to address other patron service needs without increasing staff. The ability to
address other patron needs will be dependent on the extent of the use of the self-service checkout stations.
The leadership structure of the department continues to be fine-tuned
to create a structure that meets their needs at a lower cost. The Library’s
reorganization produced a savings and a portion was used too increase a
library technician by 0.4 FTE to full time. This will provide additional
staff support for timely material support and public desk coverage.
IT Programs (1000) FY15 FY16 Chng.
Information Svc. $ 1,732 $ 1,709 -1.3%
GIS - 1,027
Telecomm. 4 6 50.0%
Total $ 1,736 $ 2,742 58.0%
LGL Programs (1000) FY15 FY16 Chng.
City Attorney $ 361 $ 396 9.7%
City Prosecutor 209 217 3.7%
Municipal Court 1,396 1,412 1.2%
Total $ 1,966 $ 2,025 3.0%
LIB Programs (1000) FY15 FY16 Chng.
Adult/Reference Svc. $ 552 $ 574 4.0%
Youth Services 154 139 -10.0%
Community Svc. 54 42 -22.3%
Support Services 958 942 -1.7%
Total $ 1,717 $ 1,696 -1.2%
POL Programs (1000) FY15 FY16 Chng.
Office of the Chief $ 3,111 $ 3,654 17.5%
Operations Div. 8,772 10,344 17.9%
Support Svc. Div. 4,833 3,016 -37.6%
Detention Ops. 2,888 3,162 9.5%
Services Bureau 933 420 -55.0%
Total $ 20,537 $ 20,595 0.3%
Judge Kim Judge Williams
Officer Sorby and Danner
National Night Out ‘14
Building Community @ the
Library 2014
Meeting Community
Needs @ the Library
Revised: 5/5/2015 AƩachment 3 Page 4
Development & Public Works Department T he Development & Public Works Department is comprised of 5 divisions. Community Development Division is
responsible for the planning, design and construction of public improvements, transportation system, and compre-
hensive land use plans. Current Development Division actively works to increase City housing, business and industry
development opportunities. Environmental Services Division provides administration, management and capital im-
provements planning and construction services for the Metropolitan Wastewater Management Commission. Operations
Division is responsible for maintaining the City’s built infrastructure including streets, wastewater collection system,
surface and subsurface stormwater systems, landscapes and entrances, traffic control systems and the City’s buildings/
facilities and project management. The Office of Director provide administrative support for the other four divisions along with management over-
sight. Highlights for FY16:
The department has restructured several major functional areas to reduce costs and improve ser-
vices. The department will be expanding front counter hours in City Hall by an hour each day and
expects turnaround time for plan review, phone responses, and
permit issuance to improve as well as position the department to
be responsive to increases in development activity.
Capital Budget T he FY16 Capital Budget is based on the City's Capital Improvement Program (CIP), A Community Reinvest-
ment Plan, which is a five-year outlook of the City's planned physical improvements. The CIP includes cost
estimates and projected financing for maintaining, improving, or adding to the City's increasing investment in fixed
assets. These estimates, in turn, are derived from long term facilities master plans designed to anticipate City needs
over a 20 year horizon. These fixed assets include streets, sidewalks, traffic signs and signals, street lights, sanitary
sewer and drainage systems, and city-owned buildings and property. The City's actual commitment to expend public
funds occurs in the annual City budget process, with the first year of the CIP acting as a guide for the capital portion of the budget. In addition, the
Capital Budget includes projects proposed for the Regional Wastewater Collection and Treatment Systems. These projects are included based on the
actions of the Metropolitan Wastewater Management Commission (MWMC), which owns and oversees the Regional Wastewater Facilities serving the
Eugene-Springfield metropolitan area. The Springfield Capital Budget includes appropriations for these items to fulfill the City’s responsibilities under
the Intergovernmental Agreement between the City, the City of Eugene, and Lane County which created the MWMC, and assigns financial and capital
management functions to the City of Springfield. The City’s responsible for maintaining and building facilities that are critical to the livability and the
economic vitality of the community. The Fiscal Year 2016 budget invests approximately $38 million in these facilities. Highlight for FY16:
Gateway Street Overlay – The City has received approximately $1.5 million in Surface Transportation funding for pavement preservation work on
Gateway Street. The project includes 0.97 miles of pavement preservation as well as accessibility and signal upgrades.
Franklin Boulevard Sanitary Sewer Expansion – The expansion of the sewer began last fiscal year and will be completed in Fiscal Year 2016
providing the availability of sewer service the entire length of Franklin Boulevard that is within the Urban Growth Boundary. This is a critical ele-
ment to the redevelopment of the Glenwood area.
Franklin Boulevard Reconstruction – The City has received $6 million in state fund and another $3.5
to $5 million is a state loan for the first phase of the reconstruction of Franklin Boulevard. The first phase
will begin from the Franklin/McVey intersection and terminate in the vicinity of Mississippi Avenue. The
project will create a multiway boulevard that includes access lanes and parking adjacent to the arterial.
Over-Under Channel Pipe Replacement - Channel is part of the City’s stormwater system serving mid
Springfield from 5th to 28th Streets and from Main Street to Highway 126. The name of the Channel comes
from the configuration of the system where stormwater is collected and conveyed in both an open channel
and in a large pipe located under and adjacent to the channel. A portion of the piped system, from the east
side of Silke Field to the outfall of the system into the Q Street Channel at Moffitt School, is a corrugated
metal arch pipe (CMP) installed in the late 1950’s and early 1960’s. Staff has found that this CMP has
reached the end of its useful life and is showing signs of corrosion and minor failures. In FY11, the City Council approved funding to design a replace-
ment pipe system and identify the amount of additional funds needed for construction. Investigation and hydraulic study work has been completed,
with design and citizen outreach efforts currently underway .
Mill Race Stormwater Facility – The Mill Race Stormwater Facility Project is a
stormwater treatment facility on land immediately north of the present Mill Pond ac-
quired from McKenzie Forest Products. The project will intercept and treat stormwater
from the industrial/commercial sub-basin south of Main Street. The project will include
open vegetative treatment for problematic pollutants to improve water quality in the
Springfield Mill Race. It will also provide detention for stormwater and enhance planned
public amenities in this area. This project will address water quality of stormwater flow
entering the Mill Race. In addition, the City of Springfield is working with Willamalane
to incorporate park and trail features as part of the design.
DPW Programs (1000) FY15 FY16 Chng.
Office of Director $ 2,958 $ 2,456 -17.0%
Technical Services 1,478 444 -70.0%
Operations 10,477 9,509 -9.2%
Current Dev. 3,969 3,717 -6.3%
ESD 20,150 22,480 11.6%
Community Dev. 2,619 2,399 -8.4%
Total $ 41,652 $ 41,006 -1.6%
FY16 Capital Projects By Category (1000)
Stormwater Capital Improvements $ 10,298
Wastewater Capital Improvement 4,311
Transportation & Street Capital Improv. 4,085
Building and Facilities Capital Improv. 525
Miscellaneous Capital Improvements 393
Regional Wastewater 18,074
Dedicated Reserves 2,638
Total $ 40,324
Franklin McVey Sewer
Extension 2014
Franklin McVey Sewer
Extension 2014