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HomeMy WebLinkAboutItem 01 Building Maintenance Funding Needs SPRINGFIELD CITY COUNCIL Meeting Date: Meeting Type: Department: Staff Contact: Staff Phone No: Estimated Time: December 3,2007 Work Session Public WorksQl.l'1_ Dan Brown V'7. 726-3655 30 Minutes AGENDA ITEM SUMMARY ITEM TITLE: BUILDING MAINTENANCE FUNDING NEEDS ACTION REQUESTED: Provide direction to staff regarding a funding source for adequate building maintenance. The City does not fund building maintenance at a level which ensures that our buildings will be safe and functional for the duration of their life expectancies. At its January 2007 goal-setting session, the City Council directed staff to develop alternatives to provide funding to address both short- and long-term building maintenance needs. Then, in February 2007 the Council received a City Building Condition Report, prepared by DLR Group, architects, which identified $600,000 (in 2005 dollars) of deferred building maintenance as well as annual needs of $300,000 (in 2005 dollars) for the next 5 years, rising to annual needs of$lM (in 2005 dollars) for the subsequent 2 decades. ISSUE STATEMENT: ATTACHMENTS: A: Council Briefmg Memorandum B: Financing Options - Pros and Cons List C: Summary Matrix of Financing Options DISCUSSIONI Excluding the Booth-Kelly complex, the new Justice Center, and the Springfield FINANCIAL Depot, the CitY'buildings inventory is comprised of 13 buildings with an IMPACT: estimated replacement value of $35,000,000 - $40,000,000. The basic goal of infrastructure management is to keep the infrastructure in good working order for its anticipated life. Industry standards for annual expenditures for building maintenance range from 2 to 4 . % of the replacement value of the facilities. DLR Group's City Building Condition Report categorizes maintenance needs first by building and time frame (immediate; within the year; the next five years; and long term - the next 24 years), and then by prioritization which considers safety, aesthetics, structural/mechanical and working conditions. DLR identified immediate needs of approximately $600,000 --- half of which are designated as safety or structural/mechanical needs --- and this is our backlog. The average need for the subsequent five years is about $300,000 per year. As previously mentioned, all cost estimates in this report are in 2005 dollars so, as time passes, the estimated costs will have to be adjusted for inflation. Both the City Council and City staff realize the importance and urgency of the need for increased building maintenance funding. We are the stewards of the public's infrastructure so it is important that we strive to ward off premature failure of the infrastructure, including our City buildings. The task team focused on compiling funding source suggestions and evaluating them. The results are included as Attachments B and C. Although the team considered almost every conceivable source, it turned out that all decent ideas seem to have already been considered and evaluated by the City in previous searches for new revenues. Many of the options were found insufficient by themselves to provide the revenue necessary to either eliminate the backlog projects or to provide the annual revenues for building maintenance in perpetuity. Staff recommends that increased building maintenance funding be identified through the normal budgeting process for the FY09 Budget, rather than implementing a new tax or fee to create a dedicated funding source for building maintenance. MEMORANDUM CITY OF SPRINGFIELD DATE: TO: FROM: November 27,2007 Gino Grimaldi, City Manager , Dan Brown, Public Works Director Q(~~ Len Goodwin, Assistant Public W orks ~r SUBJECT: Building Maintenance Funding Needs COUNCIL BRIEFING MEMORANDUM ISSUE: The City does not fund building maintenance at a level which ensures that our buildings will be safe and functional for the duration of their life expectancies. At its January 2007 goal-setting session, the City Council directed staff to develop alternatives to provide funding to address both short- and . long-term building maintenance needs. Then, in February 2007 the Council received a City Building Condition Report, prepared by DLR Group, architects, which identified $600,000 (in 2005 dollars) of deferred building maintenance as well as annual needs of $300,000 (in 2005 dollars) for the next 5 years, rising to annual needs of $1 M (in 2005 dollars) for the subsequent 2 decades. BACKGROUND: For purposes of this discussion, "building maintenance" means those activities which continue or extend the usefui life of a building. It does not include "modernization" (i.e., updating or expanding buildings), nor does it include the usual ordinary operating functions such as custodial services and routine or regular (i.e., daily, weekly, monthly, annual) preventive maintenance. When the City first adopted a Systems Development Charges (SDC) ordinance in 1980, there were no State limitations or requirements on SDC's. The SDC ordinance allocated SDC revenues by specific percentages to four categories of infrastructure: sanitary sewers, storm drainage, transportation, and City facilities. In 1989, the State established statutory requirements and limitations on SDCs to become effective July 1 , 1991. Those statutory requirements prohibit use of SDCs on most public buildings. As the City moved to comply with the new prohibition on using SDC revenues on buildings, the City decided to dedicate the "old SDC" reserves collected prior to July 1, 1991 --- slightly more than $IM --- to City building maintenance. It was staff's hope to spend only interest earnings from the reserve, preserving the principal. Not surprisingly, the City's most dire building maintenance needs usually exceeded the interest earnings, causing the "old SDC" reserve to steadily decline in spite of staff budgeting zero "old SDC" dollars for planned building maintenance in some years. As part of its 2006 goal-setting, the Council concurred with staffs proposal that we raise our building maintenance budget to $80,000 annually, even though it would eliminate the "old SDC" . reserve in 5 or 6 years, so we did that with our 2006-07 budget. Unfortunately, our unplanned expenditures for Fire Station # 16 have already virtually depleted the "old SDC" reserve, thus the plan to spend $80,000 on building maintenance for 4 or 5 more years ceased after one year. As already mentioned, the level of backlog and future needs for most City buildings is documented in the 2007 City Building Condition Report. It is important to note that this report does not cover the Attachment "A" Page 1 of3 Justice Center (now under construction), Booth Kelly Center (private purpose buildings), the recently-acquired "Carter building", and the Springfield Depot (soon to be transferred back to City ownership). To identify and evaluate potential funding sources to meet the immediate and long-term building maintenance needs, a task team of City staff was formed: . Lou Allocco, Public Works Senior !y1.~.agement Analyst . Bob Brew, Finance Budget Officer . . Dan Brown, Public Works Director . Bob Duey, Finance Director . Len Goodwin, Assistant Public Works Director . Bill Grile, Development Services Director . Dennis Murphy, Fire Chief . Jerry Smith, Police Chief DISCUSSION: Excluding the Booth-Kelly complex, the new Justice Center, and the Springfield Depot, the City buildings inventory is comprised of 13 buildings with an estimated replacement value of $35,000,000 - $40,000,000. The basic goal of infrastructure management is to keep the infrastructure in good working order for its anticipated life. Industry standards for annual expenditures for building maintenance range from 2 to 4 % of the replacement value of the facilities. DLR Group's City Building Condition Report categorizes maintenance needs first by building and time frame (immediate; within the year; the next five years; and long term - the next 24 years), and then by prioritization which considers safety, aesthetics, structural/mechanical and working conditions. DLR identified immediate needs of approximately $600,000 --- half of which are designated as safety or structural/mechanical needs --- and this is our backlog. The average need for the subsequent five years is about $300,000 per year. As previously mentioned, all cost estimates in this report are in 2005 dollars so, as time passes, the estimated costs will have to be adjusted for inflation. Both the City Council and City staff realize the importance and urgency of the need for increased building maintenance funding. We are the stewards of the public's infrastructure so it is important that we strive to ward off premature failure of the infrastructure, including our City buildings. The task team focused on compiling funding source suggestions and evaluating them. The results are included as Attachments B and C. Although the team considered almost every conceivable source, it turned out that all decent ideas seem to have already been considered and evaluated by the City in previous searches for new revenues. The following ideas were identified and explored as potential options by the task team and are the subjects of Attachments B and C: . Booth-Kelly Fund Usage . Urban Renewal Funds Usage . General Obligation Bond Measure . Local Business Operations Tax . Utility Tax Attachment "A" Page 2 of 3 . Telecommunications Tax . AmusementlEntertainment Tax , . Residential Rental Owners Tax . Restaurant Tax . Increase Existing Franchise Fees . New Right-of-Way Use Fees . Car Rental Tax . Payroll Tax . Personal Income Tax . Corporate Tax . Gross Receipts Tax . Retail Sales Tax Many of the options were found insufficient by themselves to provide the revenue necessary to either eliminate the backlog projects or to provide the annual revenues for building maintenance in perpetuity. RECOMMENDATION If the Council wishes, it can direct staff to evaluate specific revenue ideas which are not included in the attachments or to further evaluate any of those which are included. However, staff recommends the following approach to the Council: 1. No new taxes or new fees solely for the purpose of creating a new building maintenance revenue source. 2. In preparing the FY09 Budget, City staff will endeavor to use existing reserves to begin addressing the $600k backlog with the goal of eliminating the backlog over 2 or 3 years, recognizing that construction inflation may well raise the $600k backlog to $700k by the time the backlog is eliminated. 3. In preparing the FY09 Budget, City staffwill endeavor to budget $300k for building maintenance to begin addressing the $300k needed annually for 5 consecutive years, realizing that this amount will have to be adjusted according to construction inflation. This effort will be spread across all departments and may increase existing fees and/or require some budget reductions. ACTION REQUESTED: We request that the Council discuss this matter and provide direction to staff. Attachment "A" Page 3 on Building Maintenance Needs - Financing Options One-Time Use A. Booth-Kelly Fund A one-time contribution from the Booth-Kelly fund of approximately $300K could be appropriate to immediately address 50% of the backlog of maintenance issues. On a continuing basis, that same amount annually would provide approximately 1/3 of the f . d annual dollars needed or onQoina maintenance nee s. . Pros Cons (+) Unrestricted Use. (-) Dollars needed for General Fund balancing. (+) Would provide an initial shot-in- (-) Dollars needed for Booth-Kelly maintenance. the-arm to get started. (-) City's most flexible reserve already tapped for other uses. (-) Finite resource. Overall: The task force believes this option could address the backlog with a one-time contribution of $300K. The task force does not recommend that Booth-Kelly be viewed as a long-term source of revenue for this purpose. B. Urban Renewal Funds Use of Urban Renewal Funds could be used to substantially rehabilitate buildings within the urban renewal district boundary . Pros Cons (+) Could fund rehabilitation of City (-) Can not be used for routine maintenance. Hall and Museum. (-) Rehabilitation projects are often not as attractive on an Urban Renewal agency's priority list as others. (-) Number of buildings within district are limited. (-) Use would be limited to substantial rehabilitation. (-) Funds not available for several years. (-) Decision rests with SEDA board, not City. Overall: The Urban Renewal Board would have to authorize use of funds for this purpose. Attachment "8" 1 of 11 Building Maintenance Needs - Financing Options One-Time Use c. General ObliQation Bond Measure The use of general obligation bonds would require a successful vote by the citizens of Springfield. Currently the City has 2 outstanding G.O. Bond series for which they are paying debt. The older issue will be fully paid in 2025; the more recent issue will run until 2026. Pros Cons (+) Could provide sufficient funds to (-) Has potential for political ramifications. eliminate backlog; could (-) Recent debt issued on 2 major items. advance-fund future needs. (-) May be difficult to pass. (-) Only feasible if combined with other needs. (-) Funds the need only for a finite period of time. (-) Purposes must be set in advance; can prove to be restrictive. (-) Bond maturities need to match life of use. Overall: The task force believes this option could certainly address the backlog of building maintenance needs ($600K). Issuance cost considerations suggest that a minimum size for a bond issue would be in the range of $3 million. Building needs could be combined with other needs to make a suitably sized package. Attachment liB" 2 of 11 Building Maintenance Needs - Financing Options 1. Local Business Operations Tax On Goinq Use Springfield currently has a limited business license program that identifies specific business types that must obtain a license prior to doing business within Springfield. A change could be made to move to a general business license program that requires all businesses, with some limited exceptions, to be licensed for the privilege of locating with the boundaries of Springfield. (As presently conceived, the fee/tax would not be imposed on those businesses that do not have a physical presence in the City). Under Measure 5, the fee portion could not exceed the cost of administering the program; and an additional tax would be imposed for the privilege of doing business in Springfield. Pros (+) Would provide a portion of funding needed annually for maintenance needs. . (+) Would provide essential information that would improve City operations and support other revenue sources. + Likel to be economicall sensitive. Cons (-) May be perceived as not consistent with City's view on economic development and keeping businesses inor drawing businesses to Springfield. (-) Chamber of Commerce remains opposed. (-) Not consistent witl:t approach in Eugene. (-) Small businesses would provide bulk of revenue. - Would re uire local administration. Overall: The City has previously looked at a combination of a fee and a tax that is based upon the number of employees at a given business. The most recent revenue estimate is' between $150K and $250K calculated $25 per employee on a graduated scale based on number of employees. At present the City misses a number of revenue opportunities because of inadequate information about business activity occurring in Springfield. This . fee/tax combination could provide essential information to assist in revenue generation of SDCs and other permit fees. It would also provide important information to guide policy setting activities. Attachment "8" 3 of 11 Building Maintenance Needs - Financing Options On Goinq Use 2. Utility Tax Imposition of a tax of 5.0% of gross revenue on all utilities providing service in the City. The tax would provide for an offset of the amounts due under current franchise and Right- Of-Way use agreements. There are numerous options on the breadth of the tax, chiefly revolving around whether or not to impose it on municipal utilities. The major portion of the revenue from the tax would come from telecommunications sources not covered by current franchises (e.g., cell phones, cable modem service, voice-over-internet-protocol). Pros Cons (+) Robust source. (-) May be controversial. ~ (+) Economically sensitive. (-) Voters have rejected once before (in 2004). (+) Broad based. (-) Would likely stimulate opposition that is well- (+) Captures new technology. funded and assertive. (+) Substantial growth potential. (-) Would require local administration, although (+) Protects existing franchise revenue. number of taxpayers is limited. (-) Administration cost could be significant. Overall: This tax could fund building needs. Since it was imposed, and rejected, only three years ago, it might prove politically controversial. It would respond to continuing pressure on franchise fees and the likely deterioration of that revenue source as technology changes the basis for delivery of some services. Attachment "8" 4 of 11 Building Maintenance Needs - Financing Options On GoinQ Use 3. Telecommunications Tax A Telecommunications Tax could look similar to the current tax utilized by the City of Eugene to tax telecommunication providers for the privilege of doing business in the community. Pros (+) Would provide enough revenue to resolve backlog and continuing maintenance needs. (+) Economically sensitive. (+) Relatively broad based. (+) Has been legally tested by Eugene. (+) Is imposed by other cities in area (Eugene, Creswell, Oakridge). (+) Additional revenue is generated from discretionary activity. (+) Can ultimately be used to replace franchise fees. (+) Low administration cost. Cons (-) Telecommunications industry has proved to be a vigorous and effective opponent. (-) Creates a hybrid system of fees and taxes for telecommunications. (-) Would require local administration, although number of taxpayers would be limited. Overall: This option is a middle ground between the existing arrangement of franchise fees, and the broad based utility tax that the Council considered in 2004. It would fit on top of existing franchise fees. Applied at a rate of 2 % of gross revenue (the same as Eugene's tax, it could be expected to generate about $500K). It is likely to grow as advanced telecommunications services become the more prevalent source of revenue for telecommunications companies. As the revenue base for telecommunications franchise fees decline, the rate of this tax would need to increase to support the overall revenue picture from telecommunications. Ultimately it would be expected to rise to five percent as the franchise fee based services decline in importance. Attachment "8" 5 of 11 Building Maintenance Needs - Financing Options On GoinQ Use 4. Amusement I Entertainment Tax This tax could be either an excise tax on the sales price of admissions or entertainment service, or could be a selective gross receipts tax on those businesses. The tax would be an excise tax paid by the consumer at a percentage of basic charge(s). This could be a broad base tax covering a wide range of activities or a narrow base tax applied to movie theaters, video rentals, bowling alleys, and coin operated amusement devices. Pros Cons (+) If broadly based, could provide (-) Narrow base; little potential for growth. adequate revenue for next five years. (-) Likely to be perceived as somewhat (+) Imposed on a discretionary activity. discriminatory and regressive. (-) Likely to be perceived as a variant of a retail sales tax. (-) Indications are this could come with high administrative costs. (-) Would require local administration. Overall: The task force believes this option could generate estimated revenues from this source at 5.0% between $500K and $600K for a broad tax and $20K to $250K for a narrow tax. Given the City's long standing view and focus on 'economic development, this option is perceived as one that would negatively impact our growth. 5. Residential Rental Owners Tax A rental owner's tax on gross rental receipts would be imposed on any residential rental income received from property located in Springfield. The tax would be a small percentage of the monthly or quarterly receipts from rental property. Pros Cons (+) Would provide a portion of revenue (-) Not a significant source of funding need. (-) Would increase cost of rental housing. (-) Narrow tax. . (-) Unlikely to be economically sensitive, since as home ownership rates rise, the base for the tax would decline. (-) Impacts low to moderate income households. (-) Would require local administration. Overall: Estimated revenues from this source at 0.5% are between $300K and $400K. Because of this, the tax could address only a portion of the need. It is likely that a small owner exemption would be important to make the tax acceptable, thus further reducing the base, and the revenue potential. Attachment "B" 6 of 11 Building Maintenance Needs - Financing Options On Goina Use 6. Restaurant Tax A City restaurant tax would be a selective excise tax on sales of food and non-alcoholic beverages sold in restaurants within the City limits. Pros (+) Would provide sufficient funds to eliminate backlog. (+) Would provide most of the funding annually for maintenance needs. ,(+) Imposed on a discretionary activity; this may make it less objectionable. (+) Is presently imposed by other cities in Ore on, thus is somewhat familiar. Cons (-) Indications are this could come with high administrative costs. (-) Would require local administration. (-) May not be consistent with City's view on economic development and drawing businesses to. Springfield. (-) Imposes burden on a group well-equipped to fund 0 osition. Overall: The task force believes this option would generate estimated revenues from this source at 1.0% between $700K and $750K. This would permit funding the existing backlog over about five years, while providing revenue to meet the remaining maintenance during that time. It might not be adequate to generate revenue to fund long-term needs based on current assumptions. This option could be perceived as one that would negatively impact the City's attractiveness to commercial development. 7. Increase ExistinQ Franchise Fees The City currently receives revenue for use of the Right-Of-Way from 7 utilities. The fees presently charged to Qwest and Comcast are the maximum permitted by law. In most other cases, we are bound to specific rates by an existing contract. The Sprint fee can be increased later this year. Sanipac however, is paying the highest fee in the state. Pros Cons (+) Ease of administration. (-) Can only be implemented as franchises expire, (+) Economically sensitive. in some cases not until 2010. (+) Broad based. (-) Likely to make City fees highest in the state. (-) Customer resistance probable. Overall: Staff believes this option could generate approximately $1 OOK annually. The administrative impact should be minimal on the City, occurring only when we decided to do an audit. Attachment "8". 7 of 11 Building Maintenance Needs - Financing Options On GoinQ Use 8. Impose New Riaht-Of-Wav Use Fees At present, there are five utilities which occupy City rights of way, but pay no fee for such use. These include EWEB and SUB's electric services and SUB's water services, and the City's sanitary sewer and storm drainage utilities. There are no legal obstacles to imposing right of way fees, although there may be political ones. The only contribution to the City by any of these utilities is a payment in lieu of property taxes made by EWEB and by SUB. Pros Cons (+) Broad based. (-) Highly controversial. (+) Economically sensitive. (-) May generate interagency conflicts. (+) Could be viewed as creating (-) Possible legal challenges. fairness with existing utilities that (-) Could have significant administration costs. pay such fees. (-) May require administration by City. (-) Sewer I Drainage rates already high. Overall: The task force believes this option would net between $300K and $450K annually at a rate of 5 % (which would be consistent with right of way fees imposed on other utilities). If these fees were adopted and imposed separately, it is likely that the City would have to implement a separate billing program, since SUB would decline to bill for the charges. . 9. Car Rental Tax A car rental tax on gross rental receipts would be imposed on car rental businesses in Springfield. Lane County currently has a car rental tax set at 10% and allows certain exemptions. Pros Cons (+) Imposed on a discretionary activity. (-) There are currently only 2 car rental companies operating in Springfield, hence limited growth potential. (-) Narrow tax. (-) Minimal source of funding. Overall: Estimated revenues from this source to be minimal. Attachment "8" 8 of 11 Building Maintenance Needs - Financing Options On Going Use 10. Payroll Tax A payroll tax essentially which taxes wages and salaries earned within the taxing jurisdiction e.g., within the City of Springfield. The tax would be paid by employers. Pros Cons (+) Would provide sufficient funds to (-) The similar L TO tax generated controversy. eliminate backlog and long-term (-) May not be consistent with City's view on maintenance needs. economic development and drawing businesses to (+) Is an economically sensitive Springfield. revenue stream. (-) Indications are this could come withhigh administrative costs unless we coordinate with the State for collection. Overall: Estimated revenues from this source at 1.0 percent of gross wages and salaries are between $6.5M and $7M. This tax would place some minor portion of the burden on non-residents, but that is unlikely to have any impact on its acceptability. 11. Personal Income Tax A Springfield Personal Income Tax would tax income of residents of Springfield and nonresidents earning income in Springfield. Methods could include taxing a person's adjusted gross income at a certain rate or as an additional percentage of the current state income tax liability. Pros Cons (+) Would provide sufficient funds to (-) May be controversial. meet all needs. (-) High administration costs, may be mitigated if (+) Likely to be a steadily growing collection by State is possible. revenue stream. (-) Potential negative response by voters: (+) A progressive tax. (-) While somewhat broad-based, does not (+) May be deductible expense on generate revenue from business activity, except as State and Federal taxes. reflected in increasing wages and salaries. Overall: Estimated revenues from this source at a 0.125% tax on Adjusted Gross Income would be between $1M and $1.25M., This amount would certainly handle all of our current projected annual building maintenance needs. It is a familiar tax and thus understood, which may make it more acceptable, but also easier to criticize. Attachment "8" 9 of 11 Building Maintenance Needs - Financing Options On Going Use 12. Corporate Tax A City Corporate Tax would be a tax imposed on net corporate income earned within the City limits. Those corporations earning both in and out of the City would determine the amount subject to the tax by using an apportionment fo~ula. Pros Cons (+) Could provide sufficient funds to (-) Indications are this could come with high eliminate the backlog and administrative costs unless it could be collected long-term maintenance needs. through the State system. (+)Is an economically sensitive (-) May not be consistent with City's view on revenue stream. economic development and drawing businesses to (+) As a deductible business expense Springfield. would have reduced net impact on (-) Relatively narrow tax. business. (-) Imposes burden on a group well-equipped to fund opposition. Overall: The task force believes this option would certainly address identified needs with estimated revenues from this source at 1% being between $9M and $10M. However, given the City's long standing view and focus on economic development, this option could be perceived as one that would negatively impact industrial and commercial growth. Attachment "8" 10 of 11 Building Maintenance Needs - Financing Options On Goinq Use 13. Gross Receipts Tax This tax for the City of Springfield would be an excise tax on business gross income. Pros (+) Would provide sufficient funds to eliminate backlog and long-term maintenance needs. (+) Is an economically sensitive revenue stream. (+) As a deductible business expense would have reduced net impact on business. (+) Is embedded in retail prices and may not be fully passed through. (+) Would generate potentially significant revenue from non-residents. (+) Less regressive than a retail sales tax. Cons (-) Indications are this could come with high administrative costs. (-) Would require local administration. . (-) May not be consistent with City's view on economic development and drawing businesses to Springfield. (-) Imposes burden on a group well-equipped to fund opposition. Overall: Estimated revenues from this source, at 0.1 percent of gross revenue, are between $4.5M and $5M. This tax is more akin to a value added tax than a sales tax, because it is embedded in retail prices, not added on. 14. Retail Sales Tax A City sales tax would be another excise tax on practically all retail sales of goods with the City boundaries. Various options exist as to what items are taxed and certain items could be specifically exempted. ' Pros Cons (+) Could provide sufficient funds to (-) Indications are this could come with high eliminate backlog and long-term administrative costs. maintenance needs. (-) Would require local administration. (+) Is an economically sensitive (-) May not be consistent with City's view on revenue stream. economic development and drawing businesses to (+) Would generate potentially Springfield. significant revenue from non-residents. (-) Has been repeatedly rejected by Oregon voters. (-) Often attacked as a regressive tax, although this is not completely accurate. o.verall: Similar to the previous options, the task force believes this option would certainly address the need, with estimated revenues from this source at 1.0% being between $4.5M and $5M. However, this option could be perceived as one that would negatively impact our growth, and increase locational sensitivity of business activity. It is also a highly controversial political issue, perhaps the most controversial taxing approach. Attachment liB" 11 of 11 Would Steady Tax Provide Provide provide Provide Growing Deductible Significant Imposed by portion of and intial Sufficient Revenue Business Economically Revenue from Broad other Cities revenues Legally tested in influx to Ease of Funds Stream Ex Dense Sensitive Non-Residents Based in Oregon needed Eugene get started Admin. G.O. Bond Measure x Personal Income Tax x x x Corp Tax x x x Gross Receipts Tax x x x x . Retail Sales Tax x x x Payroll Tax x x Restaurant Tax x x Residential Rental Owners Tax Amusement/Entertainment Tax x Car Rental Tax Local Business Operations Tax x x Telecommunications Tax x x x x x x Booth-Kelly Fund x Urban Renewal Funds Incr existing Franchise Fees x x x New ROW Use Fee x x Utility Tax x x x Negative Impact High on Low-Mod Minimal Admin Potentially One-Time Difficult to Narrow High Previously Income Source of Limited Cost Controversial Use Pass Broad Based Based Onposition Defeated Households Funding Use G.O. Bond Measure x x Personal Income Tax x x x Corp Tax x x Gross Receipts Tax x x Retail Sales Tax x x Pavroll Tax x Restaurant Tax x x x Residential Rental Owners Tax x x Amusement/Entertainment Tax x x x Car Rental Tax x x Local Business ODerations Tax x Telecommunications Tax Booth-Kellv Fund x Urban Renewal Funds x Incr existing Franchise Fees x New ROW Use Fee x x Utility Tax x x x x Attachment "e" Page 1 of 1