08-08-2011 AgendaCITY OF WOODBURN
CITY COUNCIL AGENDA
AUGUST 8, 2011 - 7:00 P.M.
KATHRYN FIGLEY, MAYOR
DICK PUGH, COUNCILOR WARD I
J. MEL SCHMIDT, COUNCILOR WARD II
PETER MCCALLUM, COUNCILOR WARD III
JAMES COX, COUNCILOR WARD IV
FRANK LONERGAN, COUNCILOR WARD V
ERIC MORRIS, COUNCILOR WARD V
CITY HALL COUNCIL CHAMBERS - 270 MONTGOMERY STREET
1. CALL TO ORDER AND FLAG SALUTE
2. ROLL CALL
3. ANNOUNCEMENTS AND APPOINTMENTS
Announcements
A. 12th Annual Walt's Run 5k Family Fun Run will be held August 13,
2011. This annual event runs from Centennial Park through
historic downtown Woodburn and back to the park for the
finish. Register online or the day of the race. All proceeds
benefit Woodburn Proud Inc. Registration opens at 7:00 am,
warm up with Wellsprings at 7:45 am and the race starts at 8:00
am.
B. The End of Summer Block Party will be held Friday, August 26;
5:00 pm to 9:00 pm. Celebrate the end of summer with a block
party on the south lawn of the Aquatic Center (near tennis
courts). We supply the hamburgers / hotdogs and you bring the
rest chips / salads / cookies / drinks. Free BBQ & Games on the
lawn from 5:00 pm to 6:30 pm. At the Aquatic Center half -price
swimming from 6:30 pm to 8:00 pm.
Appointments
A. Claudio Lima - Planning Commission
4. COMMUNITY /GOVERNMENT ORGANIZATIONS
A. Chamber of Commerce
B. Woodburn School District
C. Woodburn Unidos
1
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August 8, 2011 Council Agenda Page i
5. PROCLAMATIONS /PRESENTATIONS
Proclamations
None.
Presentations
A. Certificate of Appreciation - Woodburn Police Department
6. COMMUNICATIONS
None.
7. BUSINESS FROM THE PUBLIC - This allows the public to introduce items for
Council consideration not already scheduled on the agenda.
8. CONSENT AGENDA - Items listed on the consent agenda are considered
routine and may be adopted by one motion. Any item may be removed
for discussion at the request of a Council member.
A. Woodburn City Council minutes of July 25, 2011 2
Recommended Action Approve the minutes.
B. Recreation and Park Board minutes of July 12, 2011
Recommended Action Accept the minutes.
7
C. Public Library Board minutes of July 13, 2011 12
Recommended Action Accept the minutes.
D. Application for 2011 Byrne JAG Funding Grant 15
Recommended Action Information only to City Council
regarding staff's application for pre- approved Federal funding
under the 2011 Byrne Memorial JAG Grant.
9. TABLED BUSINESS
None.
10. PUBLIC HEARINGS
None.
11. GENERAL BUSINESS - Members of the public wishing to comment on items of
general business must complete and submit a speaker's card to the City
Recorder prior to commencing this portion of the Council's agenda.
Comment time may be limited by Mayoral prerogative.
August 8, 2011 Council Agenda Page ii
A. A Resolution Authorizing the Execution of an Amendment to the 17
Cable Management Access Agreement and Authorizing the
City Administrator to Sign Said Amendment
Recommended Action: Adopt the resolution.
B. Consideration of FY 2011/12 Financial Plan 33
Recommended Action Adopt the attached FY 2011/12
Financial Plan via a motion.
C. Award of Construction Contract; 88
Aquatic Center Replastering and Repair
Recommended Action: That the City Council Award the
construction contract for Aquatic Center Pool Replastering and
Repair in the amount of $139,512.00 to Anderson Poolworks.
D. Acceptance of Public Utility Easement; 90
Driftwood Mobile Home Park
Recommended Action That Council accept a Public Utility
Easement for City water facilities granted by Western Sage
Management Inc., property owners of 612 North Cascade Drive,
Woodburn, OR 97071, known as Driftwood Mobile Home Park
(Tax Lots 052W 12DD00200, 052W 12DD00400, 052W 12DD00500,
and 052W12DD00600).
E. Award of Contract for Biosolids Handling Services 97
Recommended Action The City Council, as Local Contract
Review Board, delegate authority to the City Administrator to
accept the best proposal submitted via a Request -for-
Proposals (RFP) process and award a five -year contract for
the removal of biosolids from the Wastewater Treatment Plant
Facultative Sludge Lagoons.
12. PLANNING COMMISSION OR ADMINISTRATIVE LAND USE ACTIONS - These
are Planning Commission or Administrative Land Use actions that may be
called up by the City Council.
I2❑TO
13. CITY ADMINISTRATOR'S REPORT
14. MAYOR AND COUNCIL REPORTS
15. ADJOURNMENT
August 8, 2011 Council Agenda Page iii
WT ODBURN
August 3, 2011
TO: City Council
FROM: Kathy Figley, Mays
SUBJECT: Planning Commission Appointment
The following appointment is made, subject to the approval of the Council.
Please forward any adverse comments to me prior to the Council meeting on
Monday, August 8, 2011. No reply is required if you approve of my decision.
PLANNING COMMISSION
New appointment
o Claudio Lima
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COUNCIL MEETING MINUTES
JULY 25, 2011
0:00 DATE COUNCIL CHAMBERS, CITY HALL, CIT Y OF WOODBURN,
COUNTY OF MARION, STATE OF OREGON, JULY 25, 2011.
CONVENED The meeting convened at 7:00 p.m. with Mayor Figley presiding.
ROLL CALL
Mayor Figley
Present
Councilor Cox
Present
Councilor Lonergan
Present
Councilor McCallum
Present
Councilor Morris
Present
Councilor Pugh
Present
Councilor Schmidt
Present
Staff Present: City Administrator Derickson, City Attorney Shields, Economic &
Community Development Director Hendryx, Public Works Director Brown, Police
Captain Garrett, Recorder Shearer.
0:00 ANNOUNCEMENTS
A. Woodburn Fiesta Mexicana
0:00 COMMUNITY /GOVERNMENT REPORTS
A. Woodburn Chamber of Commerce — Elida Sifuentes spoke regarding the Woodburn
Fiesta organizers. Don Judson, Executive Director discussed the Chamber's role in
organizing this year's Fiesta.
B. Woodburn Unidos — Erubio Valladares, President, updated Council on the activities
of the Woodburn Downtown Unidos, especially their efforts to conduct meetings
bilingually.
0:00 PROCLAMATIONS
A. National Night Out 2011
0:13 PRESENTATIONS
A. Chamber of Commerce — Tourism Report: Kelly Lemmings, Tourism Coordinator
for Woodburn Area Tourism presented the Tourism Work Plan for 2011 -2012
(appended to agenda packet).
B. Budget Policies & Reduction Strategy — City Administrator Derickson gave a
presentation on a proposed Budget Policy and Reduction Strategy to address potential
funding challenges. Administrator Derickson reviewed the recent fiscal history of the
City and outlined some of the challenges he is expecting in the coming years.
Councilor Cox had a question regarding street maintenance funding and the decline of
General Fund support for streets. Administrator Derickson discussed the challenges
of street funding and the limitations on use of Street SDC funds.
Page 1 - Council Meeting Minutes, July 25, 2011
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COUNCIL MEETING MINUTES
JULY 25, 2011
Council discussed the purpose of the General Fund contingency (currently set at 10%
of General Fund expenditures). Councilor Cox questioned under what circumstances
the contingency would be used and how it would be replenished. Councilor Schmidt
is supportive of the contingency and would be opposed to a reduction of the
contingency. Mayor Figley clarified that contingency would be used for one time
expenses or opportunities and the expectation is that it would be replenished in the
next budget year.
Administrator Derickson discussed the impacts of wage and benefit cost increases.
To address the escalation of these costs, policies regarding wages & benefits have
been developed. Councilor Cox pointed out that significant changes in benefit levels
would need to be bargained with the unions; Administrator Derickson agreed.
Councilor Pugh commended staff on the foresight and effort that went into
developing this proposal. Councilor McCallum agreed that this supports the goal of
transparency for government actions.
Council also discussed the prioritization of Programs and Services relative to
reduction strategies. All agreed that prioritization is important for planning purposes
but recognize cuts may come from a combination of programs & services. Mayor
Figley pointed out that simply having the discussion is valuable. Councilors Schmidt
and Cox felt that across the board cuts are more fair than prioritized cuts. Councilor
Morris pointed out that the City's prioritization of programs and services may not
align with the public's priorities. Councilor McCallum asserts that this works as a
decision framework, rather than a final decision.
1:36 BUSINESS FROM THE PUBLIC
Garry LaPoint of 850 Lawson Ave, (AM/PM) has a complaint regarding the .O1 /gallon
gasoline tax. He feels that it places him at a competitive disadvantage. He also had
concern about access exiting /entering I -5. He also is not happy with the Front Street
improvements. In addition, he would like the school zones to be consistent. Finally, he
had a suggestion regarding a fee for street funding (appended to agenda packet).
1:59 CONSENT AGENDA
A. Approve Woodburn City Council minutes of July 11, 2011,
B. Accept Woodburn Planning Commission minutes of June 23, 2011, and
C. Accept the crime statistics report for June 2011.
McCallum /Cox... adopt the Consent Agenda. The motion passed unanimously.
Page 2 - Council Meeting Minutes, July 25, 2011
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COUNCIL MEETING MINUTES
JULY 25, 2011
2:00 TABLED BUSINESS
COUNCIL BILL NO. 2870 — A RESOLUTION AGREEING TO THE
PERMANENT CLOSURE OF THE MILL STREET RAILROAD CROSSING
PURSUANT TO AN ORDER TO BE ISSUED BY THE OREGON DEPARTMENT
OF TRANSPORTATION, RAIL DIVISION
McCallum/Lonergan... remove Council Bill No. 2870 from the table. Motion passed
unanimously.
Public Works Director Brown provided as staff report regarding the status of the
agreement between Wilbur -Ellis and Union Pacific. City Administrator Derickson
discussed the agreement between the City and Wilbur -Ellis for fencing once the closure
was complete. Councilor Cox is opposed to this Resolution because Wilbur -Ellis had
indicated it would relocate the business if the crossing was closed and Council wished to
preserve the business within the community. He feels that the City has invested a
significant amount of staff time and resources and does not feel Council should "bless"
this action. He also feels that additional investments of public funds (approximately
$18,000) necessary to complete the closure is not appropriate and does not provide a
public benefit. Councilor McCallum asked what the ramifications of a no vote would be.
He also questioned what Union Pacific's motives for the closure are. Director Brown
replied that there were many motives in play, including a move to increase train speeds
through Woodburn and the associated safety concerns. He also stated that if the City
takes a position opposing the closure, the closure would move into a contested case
process. Councilor Cox suggested that the City take a neutral position, neither opposed
or in favor of closure. Councilor Schmidt reiterated that the City's involvement in this
issue was on behalf of Wilbur -Ellis and does not support further action by the City that
will incur additional costs of staff time or funds.
Public Works Director Brown clarified the sequence of events and the standing of the
parties involved. City Administrator Derickson added that it was the City's threat of
contesting the closure that lead to the agreement between Wilbur -Ellis & Union Pacific
that will allow Wilbur -Ellis to continue to operate in Woodburn after the Mill Street
crossing closure. Staff also clarified the City and ODOT Rail roles in the closure.
Council & staff discussed the options for the resolution and the existing closure order
objection. Councilor Morris also is opposed to expending more funds for this closure.
Council also discussed the future Hardcastle realignment project and how it fits into this
issue. Council also ensured that there were no adverse unintended consequences that
would occur should this measure fail.
Page 3 - Council Meeting Minutes, July 25, 2011
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COUNCIL MEETING MINUTES
JULY 25, 2011
On roll call vote for final passage, the bill failed with all Councilors voting against the
resolution. McCallum/Pugh... notify ODOT Rail and all other stakeholders that the
City is withdrawing its opposition to the Mill Street closure order. The motion passed
unanimously.
2:40 COUNCIL BILL NO. 2873 — (SECOND READING) AN ORDINANCE
ADOPTING BUILDING DIVISION FEES FOR INCLUSION IN THE MASTER
FEE SCHEDULE; REPEALING ALL BUILDING FEES AND CHARGES THAT
ARE INCONSISTENT WITH THIS ORDINANCE; AND SETTING AN
EFFECTIVE DATE
Recorder Shearer re -read the second reading of the bill by title only since there were no
objections from the Council. On roll call vote for final passage, the vote was 5 -1 in
favor, with Councilor Schmidt voting no. Mayor Figley declared Council Bill No. 2873
duly passed.
2:42 CLARIFYING THE DEFINITION OF CALIPER FOR TREES LEGISLATIVE
AMENDMENT 2011 -01 (WOODBURN DEVELOPMENT ORDINANCE)
Councilor Cox clarified the applicability of this action to significant trees.
Cox/McCallum... direct staff to return with an ordinance amending sections 1.4 & 5 of
the Woodburn Development Ordinance, as previously approved by the City Council
making the staff suggested change to the definition of "caliper". Motion passed
unanimously.
2:45 CITY ADMINISTRATOR'S REPORT
• National Night Out: Police staff will accompany Council members to attend National
Night Out events if Council wishes.
• Another E -Blurb will be issued soon
• Rotary fundraiser for the Fall Classic at the Woodburn Dragstrip September 17/18.
Tickets are available from the City Administrator
2:47 MAYOR AND COUNCIL REPORTS
• Councilor McCallum would like to congratulate Councilor Morris on his election to
Chair of the Woodburn School Board.
Page 4 - Council Meeting Minutes, July 25, 2011
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COUNCIL MEETING MINUTES
JULY 25, 2011
2:49 ADJOURNMENT
Schmidt/Lonergan... meeting be adjourned. The motion passed unanimously.
The meeting adjourned at 9:50 p.m.
APPROVED
KATHRYN FIGLEY, MAYOR
ATTEST
Christina M. Shearer, Recorder
City of Woodburn, Oregon
Page 5 - Council Meeting Minutes, July 25, 2011
City of Woodburn
Recreation and Park Board Minutes
July 12, 2011 • 6:30 p.m.
1. CALL TO ORDER
The meeting and was called to order at 6:30 p.m.
2. ROLL CALL
Position I Zandi Cox, Member (12/13) Absent
Position II (Student) Claudia Urias- Guerrero Absent
Position III Joseph Nicoletti, Board Secretary (12/13) Present
Position IV Rosetta Wangerin, Board Chair (12/13) Present
Position V Bruce Thomas, Member (12/13) Present
Position VI Cheryl Shepherd, Member (12/11) Absent
Position VII Tony Waite Present
3. APPROVAL OF MINUTES FROM April 12, 2011
Bruce Thomas /Tony Waite - Motion to accept the amended April 12, 2011 minutes as
written. The motion passed unanimously.
4. BUSINESS FROM AUDIENCE
None.
5. OLD BUSINESS
None.
6. NEW BUSINESS
INTRODUCTION OF KRISTIN GRAYBEAL. AOUATICS PROGRAM SUPERVISOR
Jim introduced Kristin Graybeal, Aquatic Program Supervisor. Jim explained the extensive
hiring process the City conducted, which included regionally promoting the position through
Park and Recreation Association websites and other organizations. A significant number of
applicants were from out of state and most applicants had the traditional aquatics
background. The interview committee desired a person with strong community relations,
marketing and communication skills; a dynamic leader, someone who is extremely
organized, and also someone who has a clear vision of where the Aquatic Center needs to go
and how to get it there. The position closed on May 15 and interviews were conducted on
May 26. The process was extensive and started with a brief initial interview, a writing
assignment, presentation, in -water activities and a longer final interview. Kristin was the
panel's clear choice. She began work on July 5, and is now extremely busy getting up to
speed on the very complicated process of operating the Center and its many programs. A
smooth transition is planned in which the interim supervisor, Kennan Kuffel is taking the
lead role through July and then stepping back to allow Kristin to take the lead in August.
Swim Essentials consulting contract ends at the end of August.
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City of Woodburn
Recreation and Park Board Minutes
July 12, 2011 • 6:30 p.m. WIOOD U N
JUNE PARK TOUR RE -CAP
Jim commented that the June 7 park tour was canceled, since Tony Waite was the only Board
member to show up. Joseph asked why this item was on the agenda if the tour didn't happen.
Jim replied that Rosetta asked that it be put back on the agenda to see if the Board was still
interested in doing the tour. Discussion took place and Jim suggested Wednesday, July 27,
2011 at 5:30pm as a tentative date. Jim will communicate via email with the absent board
members to see if this date will work for them.
AQUATIC CENTER FINANCIALS
Jim reported that the Aquatic Center project continues to move forward on schedule. Jim
presented financial charts comparing 2010 — 2011 expenditures and revenues for the period
of January through May. Jim pointed out that expenditures were significantly down during
these months. Revenue was also down until May. This might be attributed to the difficult
transition of the project and the many changes that have taken place and possibly also
continued weakness in the local economy.
He presented a chart comparing revenue from the first week of summer to the same period
last year. Revenue this year was $8,067, as compared to $3,882 last year. He stated that this
number might be a bit skewed, as our new seasonal pass structure will result in high pass
sales at the beginning of each season, and lower pass sales throughout the rest of the term.
He stated that we have set a 2011 summer revenue goal of $80,000 - $100,000. Revenue for
last summer was $55,000. A thermometer posting weekly updates is posted in the staff
office, which will hopefully help staff get on board with the goal.
Joseph asked if the charts could show a calculated average. Jim shared that he will provide a
weekly revenue comparison throughout the summer that will show a cumulative total. Bruce
asked if the expenditure numbers reflected labor, heat, electricity and consultant fees. Jim
stated that consultant fees were not included but all other operational cost were. While June
was not on the chart, he explained that it was going to be a large expenditure month with the
lobby improvements, stocking the pool store, staff uniforms, summer supplies, and an
increase to summer staffing levels. Even with all of these additional expenses, they would
not exceed the adopted budget for 2010 -2011.
Jim distributed the Aquatics summer brochure to the Board and explained that they were
distributed to the surrounding communities, schools and businesses. He encouraged the
Board to visit the Aquatic Center and see first -hand the new look of the lobby project. He
shared that the new website was up and has the look and feel of the summer brochure.
Jim refreshed the Board on the pool temperature issue, where the pool temperature is now
between 83.5 — 83.7 degrees and seems to be a pretty good compromise for all users. Jim
reported that they opened bids last week for the pool tile cleaning and repair, replacing the
strip drains in the deck and re- plastering the pool and replacing the old under -water lights
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City of Woodburn
Recreation and Park Board Minutes
July 12, 2011 • 6:30 p.m. [ ][ jO ODBUT
0 9 a c p RI-f.
with new LED lights. The pool will be closed 4 weeks for this project which will ensure the
plaster gets dry.
DIVISION REPORTS
Aquatics — Kristin Graybeal
Kristin reported that she is currently developing a staff manual that will be used in training
staff and staff will be able to use it for reference. Next week, she is meeting with a Radio
Disney representative for a potential special event next year. She will get sponsorships to
off -set the cost of this event. Kristen stated that Aqua Zumba has a great turnout and is
getting really popular. Kristin shared that the Woodburn Rotary Club gave $750.00 to the
Aquatic Center. She will be meeting with them to see what exactly they would like to
sponsor. She shared that she is asking the Rotary Club to volunteer in September to help
clean after the re- plastering project to ready the Aquatic Center for re- opening.
Recreation — Stu Spence
Youth Sports — Complete agreement to partner with Woodburn Athletic Futbol League, with
them doing the logistics, scheduling and referees and us taking the registrations and
supplying the uniforms. Last year over 325 kids played. Rosetta mentioned that the referees
were really kind to the young players.
Adult Sports — Adult softball is canceled. Stu mentioned that he heard the teams went to Mt.
Angel because they could drink beer. Joseph asked if there was a loss of revenue and Stu
said yes. Bruce asked if he had read the article in the Statesman Journal where softball
tournaments brought in huge revenue opportunities. Discussion took place on the use of
alcohol in Woodburn parks.
Fourth of July — This year's event July 4 th at Centennial Park was a success. Every year it
just gets better. Revenue was up in sponsorships and expenditures were down. Tony made a
suggestion of having more speakers next year and what the possibility to move the event to
the nearest weekend day. Discussion took place on the use of speakers in large crowds.
Youth volunteers ran all the games and activities and did a great job this year. Stu stated that
the 2 food vendors were perfect for this event.
Boys and Girls Club — They are now formalizing the Unit Board for Woodburn with Don
Judson as the chair. There are 4 vacant spots that need to be filled. Strategic planning
meeting scheduled for July 20 at City Hall.
Rosetta asked if there were any partnerships with Salvation Army.
P.A.L. Mentoring —This program continues with a new grant that began in May. Lorena,
Program Coordinator is busy improving the program and recruiting new mentors.
Summer Day Camp_ Staff is doing a great job managing the program including budget,
program and field trips. There has been an average of 35 kids per week with 6 staff on a
rotating schedule. Some field trips have included ice skating, hiking at Silver Falls and the
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City of Woodburn
Recreation and Park Board Minutes
July 12, 2011 • 6:30 p.m. W100D$Uk N
Kroc Center. Jim mentioned that quite a few 75% scholarships were approved for this
program.
Y.A.B. — a $300 Scholarship was awarded at the end of the year to Dulce Chavez. Summer
projects include Fiesta Mexicana, 4 1h of July and Walt's Run.
Tennis — Over 20 kids participate in Tennis Camp each year.
Upcoming Events — Woodburn Proud, August 18 at Centennial Park
End of Summer Block Party, August 26 at Aquatic Center parking lot
Fiesta Mexicana — August 5, 6 and 7
Stu passed out senior discount tickets for Friday, August 5 Senior Day for the Fiesta
Mexicana bringing the entrance fee to $3.00 for seniors. He stated that these tickets were
available at PGE and the Woodburn Chamber of Commerce. Jim commented that Kristin is
doing a great job balancing her commitment to the Fiesta and her new position with the City.
Rosetta shared that Love Inc. was signing people up to help at the Fiesta Mexicana. Rosetta
stated that Love in the name of Christ is a group of citizens helping to organize Woodburn
churches so that each church could be responsible in supporting a different need within the
community.
Wyffels Park Sign Project
Stu mentioned that on June 11 the Emmanuel Lutheran Church removed the tall grass in the
sign area, re- install the newly finished sign and placed bark around it. Tony asked about
whether cars could park down there, which opened discussion on parking and the out dated
play equipment.
G.R.E.A.T. Camp — Gang Resistance Education and Training, July 5 — 8 th at Valor Middle
School in which 30 kids benefited from the Woodburn Police giving this classroom
educational experience with the help of recreation staff doing fun activities during breaks.
The kids also went on a few field trips and completed a service project. Stu shared that
Elizabeth Waite solicited donations which funded an end of training barbeque where it was
neat to see local law enforcement socially mingling with the youth. The program pre and
post tests were powerful this year.
Rosetta asked Jeannie Mae, who came late to the meeting, if she had any issues she would
like to discuss. She did not.
Parks and Facilities — Jim Row
Centennial Park
Jim reported that the park is being well used and the only issue now is getting the contractor
to finish some closeout work. He reported that city maintenance staff has been busy
prepping all four baseball fields for an up- coming baseball tournament. The dog park seems
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City of Woodburn
Recreation and Park Board Minutes
July 12, 2011 • 6:30 p.m. W'00D$Uk N
to stay busy. Rosetta asked about the drainage at Centennial Park and Jim refreshed the
Board that field 1 was regarded in attempt to resolve long standing issues.
Mill Creek Greenway Project
Jim reported that as soon as the ground is dry enough, construction of the Greenway Trail
project will be completed. An Eagle Scout has been building the trail signs for a project
credit and when complete he will work with maintenance to get the signs installed. Jim is
hopeful that this project will be complete by September. Bruce asked about the chips in the
gravel and Jim replied that the contractor would fix that. Joseph asked which side the trail
was being constructed and Jim replied the west side. Bruce asked exactly where the platform
was being placed and Jim clarified the trail will be on the near north side where there is a
natural open clearing. Bruce asked if the grass would be kept cut down between the pond
and the gravel once the trail was complete. Jim replied that park maintenance struggles when
the ground is wet but will get mowed whenever the ground is dry enough to get the mowers
in.
Wyffles Park
Jim quickly updated the Board on the grant boundary issue. Public Works has conducted
extensive research, and discovered records from as far back as 1906, which is helping us
resolve the issue with the State and National Park Service. He has been busy working on the
Thorn Street vacation issue and is currently awaiting a response.
7. FUTURE BOARD BUSINESS
None.
8. BOARD COMMENTS
Bruce asked if the grass was being mowed in the Centennial Park dog area and is
maintenance keeping the dog bag dispenser filled because it seems to empty quite often. Jim
answered that maintenance is working hard to keep the grass cut given their staffing
limitations and the workload this time of year. Jim stated that he believes the dog waste bag
dispenser is checked twice per week.
9. Bruce asked about the 2011 -2012 Budget and if there was money for extra projects. Jim
responded that the budget has been adopted by the Council, and each department has now
been asked to prepare for the eventuality that mid -year cuts might need to be made.
10. ADJOURNMENT
Adj ournment was 8:OOpm
Joseph Nicoletti, Board Secretary Paulette Zastoupil, Recording Secretary
Date
Date
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- City of Woodburn
OODBUR Public Library Board Minutes Woodburn
! or c o r p o r a i e d r 8 S 9 July 13, 2011 • 7:00 p.m. PUBLIC LIBRARY
1. CALL TO ORDER
The meeting and was called to order at 7:00 p.m.
Nancy Kirksey; President was absent, JD Mitchoff, Position I, conducted the meeting.
2. ROLL CALL
Position I
J.D. Mitchoff (12/13)
Present
Position II
Kristen Matthews (12/13)
Present
Position III
Nancy Kirksey, President (12/13)
Absent
Position IV
Neal Hawes, Vice - President (12/11)
Absent
Position V
Willis Grafe (12/13)
Present
Position VI
Phyllis McKean (12/12)
Present
Position VII
vacant
(Student Member)
3. MINUTES —April 13, 2011
Willis Grafe/Phyllis McKean - Motion to accept the minutes as written and seconded.
The motion passed unanimously.
4. BUSINESS FROM THE PUBLIC
None.
5. OLD BUSINESS
Sunday Schedule Variation
John stated that the City Administrator gave permission for the Library to stay open on
Sundays during the summer on a trial basis as it would have no fiscal impact. John then
gave a snapshot of attendance for the first 5 weeks of the trial period; June 12: 240
patrons; June 19: 324 patrons; June 26: 273 patrons; July 3: 207patrons; and July 10:
232 patrons; for a total of 1,276 patrons. John shared that this was the first time that the
Library has been open on Sundays during the summer and the numbers show that people
seem to like it.
6. BOARD REPORT
Friends of the Library Report — John Hunter
John reported that the "Book Shop" corner continues to bring in revenue of $100 or
more a month. Music in the Park was completely funded by the community this year,
with major sponsorships from the Woodburn Area Association for Senior Programs,
Wal -Mart and the Friends of the Library. John shared that attendance for Music in the
Park has been good; July 5 th had 225 attendees and 12 market vendors. The July 12
concert moved to the City Hall Council Chambers due to weather but still had 85
attendees and 5 market vendors. John stated that sound guys and band worked well
together bringing the sound down to indoor levels and the night went forward
seamlessly. The July 19 concert, featuring Abby Road Live!, a Beatles cover band from
Georgia, promises to be a crowd pleaser. Willis commented that people really seemed to
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enjoy themselves at the July 12 JT & The Tourists concert, even though it had to be
moved inside.
7. NEW BUSINESS
Coffee Shop Concession — John Hunter
While hosting the Chamber Greeters and pitching for Music in the Park sponsorships,
someone asked "if money was no object, what would you add to the library ?" and John
replied "a coffee shop." John shared that a the city administrator was in attendance at
the event, heard the idea, and liked it. Consequently, John is now officially moving
forward on the coffee shop project. Setting up space for a coffee shop within the library
and attracting a vendor to lease the space are the major components of the project. The
initial idea of housing a coffee shop on the loading dock would require substantial
renovation costs, so John is now looking at housing the coffee shop in the existing staff
lounge in the basement of the Carnegie building. This room already has a kitchen and
access to the street, so it would be a more "ready -to -go space ". When a decision on the
appropriate space is final, John will put out a Request for Proposal for a coffee shop
concessionaire. JD asked if it would be a sit -down space or a coffee counter. John
replied that he thought they would have enough space for patrons to sit at bistro tables.
He envisions an inviting space where people could buy food or bring their own sack
lunch and buy a drink, sit, read a book/paper and enjoy.
New Website — John Hunter
John displayed for the Board the library's new website, which also features the library's
new logo. John shared that the library staff were looking for a new logo that would
resonate with the younger generation. Patrons have made comments that the abstract
design resembles a globe, a camera lens, a flower, and an atom circling a molecule, all
of which are apt symbols for a library. The graphic designer who created the logo meant
the icon to represent diverse thoughts coming together to form a cohesive whole or
community. The different colors also represent the diversity of Woodburn. John
explained to the Board how difficult the old website was to update using necessary
HTML programming. Now, the library has switched to a free service offered through
the Oregon State Library called PLINKIT (Public Library Internet Kit). John shared
how easy it is now to build pages and update information on this new system. He gave a
recent example: when the late decision was made to move the Tuesday night outdoor
concert to city hall, it took just a couple of minutes to update the website with the new
concert location. PLINKIT also makes it easy for staff to update program activities,
access the library catalog, link to local news items, post book recommendations, library
forms and upload short library activity videos for patrons to enjoy. Finally, John shared
that new software has been installed, which makes it possible for patrons to print
wirelessly from their laptop computers using library printers.
MANAGER REPORTS
April — June 2011 Statistics — John Hunter
John gave the Library Board printouts of April, May and June 2011 statistics. John
highlighted three areas: circulation was up for the quarter and also up 4.6 percent for the
fiscal year; John noted that even though 5,005 items were added to the collection versus
last year's 5,322 items, circulation still increased, thus showing that library staff are
choosing popular items; total circulation for the year was 164,060, excluding items
downloaded from Library2Go. John also shared that the Adult Services desk has been
busy helping people find more books and answering questions from folks using e -book
Page 2 of 3
13
readers, like the Kindle and the Nook. Finally, John emphasized that circulation is very
busy with huge annual increases in materials coming and going on the CCRLS courier.
Phyllis shared that she has read in the paper and heard from other people how well the
summer reading program is this year. John stated that the Summer Reading Program had
451 kids signed up to date, has had great attendance at programs, and tends to bring in
other people to the library. The Adult Summer Reading Program has also been
successful with 102 participants, up from 85 last year. Sandy and Christine have done an
excellent job of planning various activities for this program. Everyone seemed to enjoy
the activity of coffee tasting and the staff is looking forward to the chocolate tasting
activity.
Phyllis asked if the volunteer was still delivery books to homebound patrons. John
replied that Audrey Pister is still volunteering, and services 20 patrons signed up for the
program, with some of them reading 20 books a month. John complimented Christine
on her talent for reader's advisory and selecting materials for the homebound patrons.
Willis asked if the Friends of the Library was still selling books through the discard
company. John said that Judy was still using One Sold Tales even though the company
is struggling keeping their accounts current. But, if the company ultimately goes out of
business, Judy is prepared to switch to Better World Books. This company has a web -
based portal that will give Judy the ability to scan a book into their system and the
system immediately lets her know whether or not to send the book.
8. FUTURE BOARD BUSINESS
Next scheduled meeting is October 11, 2011
9. ADJOURNMENT
JD Mitchoff/Phyllis McKean — Motion to adjourn meeting and seconded at 7:40pm.
Paulette Zastoupil, Recording Secretary
Date
Page 3 of 3
14
I
oOBuR
August 8, 2011
TO: Mayor and City Council through City Administrator
FROM: Scott D. Russell, Chief of Police
SUBJECT: Application for 2011 Byrne JAG Funding Grant
RECOMMENDATION
Information only to City Council regarding staff's application for pre- approved
Federal funding under the 2011 Byrne Memorial JAG Grant.
BACKGROUND
For many years the Woodburn Police Department has obtained grant funding
through the annual Byrne Memorial Justice Assistance Grant Program through
the United States Department of Justice to obtain equipment and services that
would not otherwise be available through normal budget resources. This Grant
is pre - allocated by the Department of Justice with set funding limits.
DISCUSSION
On July 21, 2011 the Woodburn Police Department made application for
funding through the 2011 Byrne Memorial JAG grant in the amount of
$11,570.00. This is a non -match required grant that cannot supplant local funds.
It is limited to specific equipment and service areas in law enforcement as
permitted by the Federal Government. Notice and opportunity for comment
must be given to the local governing body and the public at large during the
application process, and that is the primary purpose of this staff report. If
approved by the USDOJ funds from this grant will be utilized to purchase
additional modules for the Police Records Management System that is currently
being implemented. The modules will assist officers in tracking and investigating
drug traffickers, drug houses, and drug trafficking organizations as well as
providing analytical data for crime analysis.
Agenda Item Review: City Administrator _x_ City Attorney _x_
Finance
15
Honorable Mayor and City Council
August 8, 2011
Page 2
FINANCIAL IMPACT
The grant will provide $11,570.00 in Federal funding, there is no required local
match.
16
I
oOBuR
August 8, 2011
TO: Honorable Mayor and Council through City Administrator
FROM: Ignacio Palacios, Finance Director
SUBJECT: Amendment to Woodburn Cable Access Television (WCAT)
Agreement
RECOMMENDATION
Adopt the attached resolution authorizing the execution of an Amendment to
the Cable Access Management Agreement.
BACKGROUND
The City of Woodburn has a longstanding partnership with WCAT to provide
cable public access to the City's residents. In 1995 the City first entered into an
agreement with WCAT to manage, and administer public, educational and
governmental access to the cable television channels allocated for this purpose
by each cable operator, and to manage and administer the television
production studio(s) and equipment provided for public, education and
governmental use in production of video programs. The amounts turned over to
WCAT for the cable access management have not been reviewed since 1995
and have made it difficult for WCAT to properly budget and manage capital
needs.
DISCUSSION
As part of the 2011 -2012 Budget process, the City's Budget Committee
approved and forwarded a budget to the City Council that included an
increase of $6,185, annually, to WCAT. This increased payment to WCAT was
adopted by the City Council as part of the 2011 -2012 Budget and will be paid
from cable television franchise fee revenue. The increase brings the total
annual amount of the City's payment to WCAT to $18,000.
The attached resolution authorizes an Amendment to Cable Access
Management Agreement in order to memorialize the change. More
Agenda Item Review: City Administrator _x City Attorney _x
Finance
17
Honorable Mayor and City Council
August 8, 2011
Page 2
specifically, as you can see from examining the resolution and attachments,
Section 17 has been modified to reflect the current practice.
FINANCIAL IMPACT
The increase of $6,185 was approved and adopted as part of the 2011-2012
Budget. This increases the annual contribution to WCAT to $18,000, which
comes from cable television franchise fees.
ATTACHMENTS:
Resolution 2002
18
COUNCIL BILL NO. 2874
RESOLUTION NO. 2002
A RESOLUTION AUTHORIZING THE EXECUTION OF AN AMENDMENT TO THE CABLE
MANAGEMENT ACCESS AGREEMENT AND AUTHORIZING THE CITY ADMINISTRATOR
TO SIGN SAID AMENDMENT
WHEREAS, the City originally entered into a Cable Management Access
Agreement ( "the Agreement ") with Woodburn Cable Access Television
Incorporated, ( "WCAT ") an Oregon nonprofit corporation in 1995, and
WHEREAS, the Agreement has been ongoing and has worked well since its
date of original execution, and
WHEREAS, WCAT's function is
educational and government access
allocated for these purposes, and
to manage and administer public,
to cable television channels that are
WHEREAS, the City Council recognizes the community service provided by
WCAT and
WHEREAS, the City Council adopted as part of the FY 2011-2012 Budget an
increase of $6,185, annually, to WCAT, which will be paid from the Cable
Franchise Management Fund, and
WHEREAS, this approved increase will bring the total annual amount of the
City's payment to WCAT from the Cable Franchise Management Fund to
$18,000, and
WHEREAS, it is desirable for the parties to the Agreement to execute an
amendment to the Agreement to memorialize this change, NOW, THEREFORE,
THE CITY OF WOODBURN RESOLVES AS FOLLOWS:
Section 1. That the City Administrator is authorized to execute
Amendment to Cable Access Management Agreement with WCAT.
Section 2. That a copy of said Amendment is affixed hereto as
Attachment "A" and, by this reference, incorporated herein.
Page 1 - COUNCIL BILL NO. 2874
RESOLUTION NO. 2002
19
Approved as to form:
City Attorney
Approved:
Passed by the Council
Submitted to the Mayor
Approved by the Mayor
Filed in the Office of the Recorder
ATTEST:
Christina Shearer, City Recorder
City of Woodburn, Oregon
Page 2- COUNCIL BILL NO. 2874
RESOLUTION NO. 2002
Date
Kathryn Figley, Mayor
20
Attachment "A"
Page 1 of 12
AMENDMENT TO
CABLE ACCESS MANAGEMENT AGREEMENT
This Amendment is entered into and is effective on the dates written
below by and between the City of Woodburn ( "the City "), an Oregon municipal
corporation, and Woodburn Cable Access Television Incorporated ( "WCAT"),
an Oregon nonprofit corporation.
WHEREAS, the parties entered into a Cable Access Management
Agreement, attached hereto as Exhibit "A" in 1995; and
WHEREAS, WCAT's function is to manage and administer public,
educational and government access to cable television channels that are
allocated for these purposes; and
WHEREAS, the City recognizes the community service provided by WCAT;
and
WHEREAS, the City adopted as part of the FY 2011 -2012 Budget an
increase of $6,185, annually, to WCAT, which will be paid from the Cable
Franchise Management Fund; and
WHEREAS, this approved increase will bring the total annual amount of the
City's payment to WCAT from the Cable Franchise Management Fund to
$18,000; and
WHEREAS, it is desirable for the parties to the Agreement to execute an
amendment to the Agreement to memorialize this change; NOW, THEREFORE,
the parties agree as follows:
1. The Cable Access Management Agreement is amended to add a
new Section 17, which shall provide:
17. PAYMENTS TO WCAT
The City shall pay $18,000 to WCAT for FY 2011 -2012 in
quarterly installments from the Cable Franchise Management
Fund. Annual payments of $18,000 from the City to WCAT
shall continue to be made in future fiscal years subject to
City's Budget approval. Should actual cable franchise fees
received be less than budgeted, the City will adjust the WCAT
Page 1— AMENDMENT TO CABLE MANAGEMENT ACCESS AGREEMENT
21
Attachment "A"
Page 2 of 12
payment at the City's discretion. Should an adjustment to the
WCAT payment be required, the City will notify WCAT in
writing prior to the disbursement of the reduced payment.
The $18,000 per fiscal year payment by the City to WCAT is in
addition to any other payments to WCAT made by a CABLE
OPERATOR pursuant to a requirement of a cable television
franchise.
2. In all other respects, the Cable Access Management Agreement
remains in full force and effect.
IN WITNESS WHEREOF the parties have caused this Amendment to
be signed in their respective names by their duly authorized
representatives as of the dates set forth below.
CITY OF WOODBURN, OREGON WOODBURN COMMUNITY ACCESS
TELEVISION INCORPORATED
Scott C. Derickson, City Administrator Its:
Date:
Date:
Page 2 - AMENDMENT TO CABLE MANAGEMENT ACCESS AGREEMENT
22
Attachment "A"
Page 3 of 12
CABLE ACCESS MANAGEMENT AGREEMENT
1. PARTIES. This AGREEMENT is entered into between the City of
Woodburn, an Oregon municipal corporation, (CITY) and Woodburn Cable Access
Television Incorporated, an Oregon nonprofit corporation, (WCAT).
2. PURPOSE. This AGREEMENT is to engage the services of WCAT to
manage and administer public, educational and governmental access to the cable
television channels allocated for this purpose by each cable operator , and to manage
and administer the television production studio(s) and equipment provided for public,
education and governmental use in production of video programs. As used in the
AGREEMENT, "cable operator" means the holder of a cable television franchise issued
by the CITY.
3. SUBORDINATION. This AGREEMENT is intended to be consistent with,
and subordinate to the cable regulatory ordinances and cable franchise agreements of
the CITY. WCAT shall conduct all of its operations in a manner consistent with such
ordinances and agreements.
4. SCOPE. WCAT shall have the following general responsibilities under
this AGREEMENT:
4.1 Adopt and administer rules and standards for public use of
production studios and equipment; include regularly scheduled
reserved times for educational and governmental agencies' access
to and use of the production studios and equipment.
4.2 Adopt and administer rules and standards for scheduling of
programs produced or acquired by public individuals or groups for
cablecast on public access to programs which are locally produced
by local citizens or organizations, and next to programs which are
produced elsewhere but sponsored by local citizens or
organizations.
4.3 Exercise only such control over program content as is permitted by
law and by applicable regulations of the Federal Communications
Commissions (FCC).
4.4 Assure that the use of public access channels and production
studios and equipment is open to all potential users; assure that
access to public access channels and production studios and
equipment are available for all forms of public expression,
information, and debate on public issues; and promote diverse
production and programming that reflects a broad range of service -
area subscriber interests.
Page 1 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 1 of 10
23
Attachment "A"
Page 4 of 12
4.5 Set appropriate standards of training as minimum qualifications for
the use by individuals of various pieces of equipment and
production facilities; assure that training is available in the WCAT
service area which will meet the standards so established.
4.6 Provide advice and technical assistance to the CITY in its
negotiations with cable operator(s) for cable operator to provide the
means for WCAT programming to be connected or transmitted to
CABLE OPERATOR's facilities for cablecast. The cost of the line
between WCAT's studio and CABLE OPERATOR's facility shall be
provided by CABLE OPERATOR in accordance with its franchise.
4.7 Separately assure, by written agreement or memorandum of
understanding, a working relationship with the Woodburn Rural Fire
Protection District No. 6 concerning use of the studio facilities at
the James Street Fire Station. WCAT has established, as a matter
of public policy, that the public access studio facility should be
located in the James Street Fire Station until further notice.
4.8 Carefully account for all money and property entrusted to WCAT
by the CITY; monies provided to WCAT by the CITY are public
resources, and their use and accounting is a public trust for whose
proper discharge WCAT is strictly accountable.
4.9 No later than October 1, annually, submit to the CITY a written
report of WCAT's activities and achievements during the preceding
fiscal year (July through June).
4.10 No later than April 15, annually, submit to the CITY a written
report of WCAT's goals and objectives for the ensuing fiscal year,
and the work program by which WCAT plans its accomplishments.
4.11 Provide routine quarterly reports, and such other reports and
information to the CITY as may be reasonably requested by the
CITY from time to time; provide such audits, accounts, and reports
as may be specifically required in this AGREEMENT.
5. PUBLIC MEETINGS AND RECORDS. WCAT shall conduct, all meetings
subject to the requirements of the Oregon Public Meetings Law (ORS 192.610 to
192.710). WCAT shall treat its records as subject to the requirements of the Oregon
Public Records Law (ORS 192.410 to 192.505). WCAT shall give the CITY written
notice of all of its meetings.
6. ARTICLES OF INCORPORATION; BY -LAWS; AND POLICIES. WCAT shall,
within ten days after adoption or any amendment of its Articles of Incorporation, By-
Page 2 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 2 of 10
24
Attachment "A"
Page 5 of 12
Laws, and written policies, standards and regulations implementing its responsibilities
under this AGREEMENT, provide written copies thereof to the CITY.
7. PUBLIC CHANNEL ACCESS RULES AND PROCEDURES. WCAT shall be
guided by the policy that services and resources are available on a first -come, first -
served, non - discriminatory basis and shall maintain rules to that effect.
7.1 Public access channels on the residential subscriber network shall
not be used for commercial purposes.
7.2 Public access channels on the residential subscriber network shall
not be used for the solicitation of funds in any form.
7.3 Program providers may solicit grants from commercial entities to
underwrite programs. Programs underwritten or assisted by grants
from commercial entities may include a discreet announcement of
such support at the time the program is carried on the public
access channel.
7.4 Persons, firms and organizations offering programs for cablecast
over public access channels shall assume full legal responsibility for
the content of all such programs.
7.5 WCAT shall have the right to allocate channel time and resources
among those seeking their use so as to promote the broadest
possible access to potential users representing all forms of public
expression, opinion, interest, and debate on public issues.
7.6 WCAT shall exercise no editorial control over the content of any
program submitted for cablecast by any person, firm or
organization.
8. RULES FOR USE OF PRODUCTION AND STUDIO FACILITIES. Within 180
days after the effective date of the AGREEMENT, WCAT shall develop and adopt
policies, rules and procedures governing use of production and studio facilities
administered by WCAT under this AGREEMENT. WCAT shall consult with the cable
operator and the Woodburn Rural Fire Protection District No. 6 in preparation of these
rules. Production and studio facility use rules and regulations adopted by WCAT shall
be consistent with the provisions of this AGREEMENT, and shall include the following
limitations:
8.1 All programs produced with production and studio facilities administered
by WCAT under this AGREEMENT shall be so identified at the end of the
program.
Page 3 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 3 of 10
25
Attachment "A"
Page 6 of 12
8.2 WCAT may charge reasonable user fees to eligible users for use of
production facilities, equipment and services. Eligibility for use of
production services and facilities is restricted to residents of the City of
Woodburn.
8.3 WCAT shall charge a fee for channel use by individuals and organizations
who are residents within cities or unincorporated areas of counties that
are not in the CITY; and shall exact similar charges from cities and
counties who are outside the CITY. These fees shall be established in
recognition of the fact that substantial operating funds for WCAT are
provided through franchise requirements and public funds of the CITY.
8.4 WCAT may reserve reasonable periods for use of cable access facilities
by public educational or governmental agencies, and for training and
certification of public users.
8.5 WCAT may restrict use of various facilities and equipment to users who
have demonstrated sufficient ability, through completion of approved
training or approved equivalent experience, to safely and productively use
such facilities and equipment.
8.6 WCAT may prohibit use of facilities and equipment by persons who are
reasonably suspected to be under the influence of alcohol and drugs
which may impair their ability to safely and productively use said facilities
and equipment and may prohibit use of facilities and equipment by
persons who have wilfully violated WCAT user rules and regulations on
any previous occasion.
9. DESIGNATION OF PUBLIC ACCESS CHANNELS. WCAT shall have
responsibility for administration and management of public, educational and
governmental access and programming on all channels designated by the CABLE
OPERATOR for such use under the applicable franchise agreement and enabling
ordinances.
10. DESIGNATION AND OWNERSHIP OF PRODUCTION FACILITIES. Attached
hereto as Exhibit A and, by this reference incorporated herein, is an EQUIPMENT
INVENTORY. Such inventory lists all equipment, whether fixed or portable, which has
been acquired from the CITY by WCAT for public use, and which is to be administered
by WCAT under this AGREEMENT. WCAT may, from time to time, purchase additional
or replacement equipment which shall be added to the EQUIPMENT INVENTORY
without further necessity to amend this AGREEMENT. From time to time WCAT may,
by resolution of its Board, remove equipment from the EQUIPMENT INVENTORY
without further necessity to amend this AGREEMENT. All equipment identified on the
EQUIPMENT INVENTORY shall be and remain the property of WCAT. WCAT has
exclusive ownership and possession of all such equipment with the exclusive right to
Page 4 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 4 of 10
26
Attachment "A"
Page 7 of 12
use it in its discretion subject only to the terms and conditions of this AGREEMENT.
11. MAINTENANCE OF EQUIPMENT. WCAT will keep all equipment identified
on the EQUIPMENT INVENTORY in good repair and in serviceable condition. In the
event that any of the equipment requires replacement because of wear, irremediable
breakdown, or obsolescence, WCAT shall promptly remove that equipment from
service.
12. DISPOSITION OF REMOVED PROPERTY. Upon removal of any equipment
from the EQUIPMENT INVENTORY, WCAT shall dispose of it as surplus property in a
manner which complies with Oregon law for the disposition of surplus public property
by a municipal corporation. Equipment that has been stolen, lost, or destroyed, and
is covered by valid and collectible insurance, shall be subject to any rights accorded the
insurer under the applicable insurance policy.
13. RISK OF LOSS AND DAMAGE. WCAT shall be solely responsible for the
safety and security of the equipment, and shall repair or replace as necessary any of
the equipment lost, stolen, damaged or destroyed from any cause, whether or not the
fault of WCAT. Nothing in this paragraph shall limit the right of WCAT to require users
to assume responsibility for the safety and security of WCAT equipment in such users'
custody.
14. INSURANCE. WCAT shall obtain and maintain during the life of this
AGREEMENT a policy or policies of property insurance in form and coverage
satisfactory to the CITY. WCAT shall also obtain and maintain Worker's Compensation
insurance coverage in compliance with the Oregon Worker's Compensation Law; and
shall obtain and maintain a policy or policies of comprehensive general liability
insurance, including personal injury coverage, in not less than $500,000 combined
single limits and in form acceptable to the CITY. The policy or policies of liability
insurance obtained by WCAT as required herein shall name the CITY, its officers,
employees and agents as additional insureds with respect to claims arising out of
WCAT operations under this AGREEMENT. All insurance required herein shall be
evidenced to the CITY by a certificate or certificates of insurance satisfactory to the
CITY.
15. INDEPENDENT CONTRACTOR. WCAT is an independent contractor,
whose operations and actions undertaken under this AGREEMENT are not subject to
direction or control by the CITY, as to the means and methods of WCAT performance
of the results contemplated by this AGREEMENT. WCAT shall provide all contracted
services, paid and volunteer personnel, equipment and supplies necessary for its
performance; and is free to solicit other sources of funds to support cable access
related services, and to engage in any other lawful activity within its powers as a non-
profit corporation.
16. INDEMNITY. WCAT agrees to indemnify, defend and save harmless the
CITY, its officers, employees and agents, from any and all claims arising out of WCAT
operations under or related to this AGREEMENT.
Page 5 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 5 of 10
27
Attachment "A"
Page 8 of 12
17. PAYMENTS TO WCAT.
17.1 The CITY shall pay to WCAT from the Cable Franchise
Management Fund established by Ordinance No. 2100:
A. Twelve and one -half percent (12 1/2 %) of the cable television
franchise fees of each CABLE OPERATOR and its successors,
derived from the franchise granted to CABLE OPERATOR in
Ordinance No. 2093, or any other ordinance granting a cable
television franchise. Payments shall be made in quarterly
installments.
B. Amounts granted to WCAT from the Cable Franchise Management
Fund arising from the CABLE OPERATOR franchise, pursuant to
Ordinance No. 2093 shall be $1.00 per subscriber per year.
18. REGULATORY PROVISIONS.
18.1
A. The amount of cable television franchise fees payable to WCAT is
subject to the City budget process on an annual basis.
B. In the event that the CITY, appropriates less than the full amount
allocated in Section 17.1(A), WCAT may reduce the budget for
government access programming in the amount proportional to the
reduction between allocated and appropriated funds. WCAT may
further reduce the government access programming budget if
WCAT can demonstrate to the CITY that further reduction is
necessary to maintain adequate public access services.
18.2 On or before July 1 of each contract year, the City Council, by resolution,
may disapprove a budget submitted by WCAT for the succeeding CITY
fiscal year upon a determination that the budget submitted by WCAT
reflects one or more of the following conditions:
A. That the budget fails to comply with the requirements of Section
19 hereof;
B. That funds or assets WCAT has received or is to receive from the
CITY, or from or on account of a CITY cable franchise, will be
spent or applied for purposes unrelated to the community access
objectives stated in the WCAT's Articles of Incorporation or in this
AGREEMENT;
Page 6 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 6 of 10
28
Attachment "A"
Page 9 of 12
C. That funds or assets WCAT has received or is to receive from the
CITY or from or on account of a CITY cable franchisee, will be
endangered by waste, substantial damage, destruction, foreclosure
or other similar jeopardy without sufficient explanation or
justification therefor;
D. That revenue reasonably expected to be received by WCAT will be
insufficient to meet debt obligations incurred or to be incurred by
WCAT in light of the WCAT's planned expenditures;
E. That WCAT's planned expenditures are otherwise fiscally
unreasonable in light of generally accepted business practices for
the operation, protection, investment, oversight and management
of the WCAT's facilities and in light of the corporate purposes
stated in the WCAT's Articles of Incorporation and By -Laws;
18.3 If at any time during the period of this AGREEMENT the CITY determines
that one or more of the conditions listed in Section 18.2 exists, then
notice of such determination together with recommended action shall be
given to WCAT by the City Council.
18.4 Upon disapproval of WCAT's budget as provided in Section 18.2 above,
the City Council may impose reasonable restrictions on the expenditure
of the funds provided to WCAT in Section 17 above, to protect against
such fiscal deficiencies pending correction thereof by WCAT.
18.5 This AGREEMENT may be terminated upon a determination by resolution
of the City Council that:
A. Funds or assets WCAT has acquired from the City or from or on
account of a CITY cable franchisee are in immediate danger of
waste;
B. After reasonable opportunity to do so, WCAT has not complied
with reasonable restrictions imposed by the City Council on the
expenditure of funds by WCAT as provided in Section 18.4 above;
C. After reasonable opportunity to do so, WCAT has not remedied the
deficiencies giving rise to the City Council determinations under
Section 18.2 or Section 18.4 above; or,
D. After reasonable notice and opportunity to do so pursuant to
Section 22.2, WCAT has failed to remedy any violation by WCAT
of a material provision of this Agreement.
18.6 In the event of termination, or in the event the City does not extend this
AGREEMENT beyond the date set forth in Section 23.1, and the City
Page 7 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 7 of 10
29
Attachment "A"
Page 10 of 12
Council so directs by resolution, WCAT shall pay to the CITY any
unexpended funds received by WCAT at any time from the CITY or from
or on account of a CITY cable franchisee and, after provision is made for
creditors of WCAT, shall transfer to the CITY title to all property owned
by WCAT pursuant to WCAT's Articles of Incorporation upon dissolution.
18.7 Nothing herein shall entitle the CITY to recover funds not received by
WCAT from the CITY or from or on account of a CITY cable franchisee;
nor shall the CITY be entitled to any funds, the recovery of which would
prevent full payment of amounts owing to creditors of WCAT.
18.8 The CITY shall not consider the content of public access programming,
including the producer's choice of subject matter and the point of view
expressed, in making any decision regarding the allocation or appropriation
of funds for WCAT, the adequacy of WCAT's public access budget, or the
termination of this AGREEMENT.
19. ANNUAL BUDGET PREPARATION. To assist the CITY in the preparation
of its own budget, WCAT shall prepare its annual budget on a July 1 to June 30 fiscal
year basis and provide a copy to the CITY. Recognizing that the CITY must comply
with Oregon Local Budget Law, and that the budget of each party substantially affect
the other's, both parties shall cooperate in the preparation of their respective budgets.
20. ACCOUNTING AND AUDITS. WCAT shall keep full and accurate account
of receipt and expenditure of all funds paid by the CITY under this AGREEMENT; and
shall separately account for funds received from other sources. All books and account
shall be kept in accordance with generally accepted accounting practices, and shall be
open to inspection by the CITY, its auditor, and authorized representatives upon
reasonable advance notice. WCAT shall submit quarterly financial reports to the CITY.
In the event an independent audit is initiated by WCAT, a copy of said audit will be
supplied to the CITY.
21. NOTICE. Each party's designated representatives for receipt of all notices
and communications concerning this AGREEMENT and operations hereunder, shall be:
FOR CITY: The CITY ADMINISTRATOR
270 Montgomery Street
Woodburn, Oregon 97071
FOR WCAT: The PRESIDENT OF WCAT
22. DEFECTS OF PERFORMANCE; REMEDIES.
Page 8 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 8 of 10
Attachment "A"
Page 11 of 12
22.1 The CITY's sole obligation hereunder is the payment of funds
pursuant to Section 17 of this AGREEMENT. WCAT's sole remedy
for any defect of such performance shall be an action for the
recovery of any sums owed and in arrears for more than 60 days.
In no event shall the CITY be responsible for any other damages of
any kind, or any indirect or consequential damages of any nature,
regardless of the theory of recovery thereof.
22.2 As a condition precedent to prosecution of any remedy at law or
equity against WCAT for alleged defect of performance hereunder,
the CITY shall first give WCAT written notice describing the defect
to be cured. WCAT shall have a period of ten days after said
notice to provide the CITY a satisfactory response, either showing
that the alleged defect does not exist, or that the defect has been
or will be cured in a reasonable time. If the defect is the lapse or
cancellation of any policy of insurance required hereunder, WCAT
shall immediately cease all operations upon the written notice from
the CITY, and shall not resume operations until replacement or
reinstated insurance coverage in place.
23. TERM AND TERMINATION.
23.1 This AGREEMENT shall be in effect upon execution by both parties
until it is terminated as provided herein.
23.2 The CITY may, in addition to any other remedy provided by law or
equity, terminate the AGREEMENT upon written notice to WCAT
that a defect of performance of which WCAT was previously
notified pursuant to paragraph 22.2 has not been satisfactorily
cured within the time provided. Termination shall be effective
upon receipt of such notice by WCAT's representative designated
in Section 20 of the AGREEMENT. The CITY may, in its sole
discretion, extend the period for cure of a defect, may waive any
incident of defective performance, and may reinstate this
AGREEMENT upon request of WCAT following termination as
provided herein. No failure to object to a defect of performance,
waiver, relaxation, extension, or reinstatement on any occasion
shall be held to constitute waiver of objection to any future
instance of defective performance, whether or not of a similar
nature.
23.3 Either party may terminate this AGREEMENT without cause upon
written notice to the other party given no later than April 1 of any
year. Unless such notice is withdrawn by the party giving it with
the consent of the other party, this AGREEMENT shall be
terminated effective on June 30 of the following year.
Page 9 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 9 of 10
31
Attachment "A"
Page 12 of 12
23.4 This AGREEMENT shall be automatically canceled and terminated
without further notice upon the happening of any of the following
conditions:
A. Dissolution of either party.
B. Filing by either party of a petition or pleading alleging that it is
bankrupt or insolvent.
C. Adjudication that either party is a bankrupt, or appointment of a
receiver for its assets in any proceeding.
D. Any attempt by either party to transfer any of its rights,
obligations, or interests in the AGREEMENT without the written
consent of the other.
E. Attachment or garnishment of any interests or proceeds due or to
become due under this AGREEMENT.
24. COSTS AND ENFORCEMENT. In the event any suit or action is necessary
to enforce the provisions of this AGREEMENT, the prevailing party shall recover its
reasonable costs, including reasonable attorney fees, incurred in prosecuting or
defending the action and all appeals therefrom.
25. ENTIRE AGREEMENT. This AGREEMENT constitutes the entire agreement,
bargain and understanding of the parties respecting the subject matter herein by
execution of this AGREEMENT, the parties repeal all prior agreements, whether written
or oral, respecting the subject matter of this AGREEMENT. No parol evidence of any
such prior agreement, nor any evidence of any oral agreement, representation,
interpretation, or promise made by either party concerning the subject matter of this
AGREEMENT shall be received in any action arising out of this AGREEMENT.
IN WITNESS WHEREOF the parties have caused this AGREEMENT to be signed
in their respective names by their duly authorized representatives as of the dates set
forth below.
CITY OF WOODBURN, OREGON
By: 14-'
Woodburn City Administrator
Date: S
WOODBURN COMMUNITY ACCESS
TELEVISION INCORPORATED
By:
rc�cP
President
Date
Page 10 - CABLE ACCESS MANAGEMENT AGREEMENT
Exhibit "A"
Page 10 of 10
32
I
oOBuR
August 8, 2011
TO: Honorable Mayor and City Council
FROM: Scott Derickson, City Administrator
SUBJECT: Consideration of FY 2011/12 Financial Plan
RECOMMENDATION
Adopt the attached FY 2011/12 Financial Plan via a motion.
BACKGROUND
Pursuing the creation of a Financial Plan has been discussed by the City Council
and the Budget Committee. Generally, establishing a Financial Plan that
contemplates future revenues and expenditures, provides guidance when cuts
are required, and solidifies sound financial practices is considered to be good
public policy.
Over the past year, City staff has developed a proposed Financial Plan
consisting of Budget Policies, a Budget Reduction Strategy and a Five Year
Financial Forecast. As the City's revenues continue to remain flat while annual
operating costs increase, the City's ability to maintain existing levels of services
has become more difficult. In addition, the stability of City revenues, particularly
General Fund revenues, has become more vulnerable to the economic
downturn and less predictable from year to year.
In response to uncertain economic climate, the draft Financial Plan, which is
intended to be updated and approved by the City Council on an annual basis,
is intended to help the City better predict cost and revenue trends from year to
year, make better budget decision via the memorializing of sound financial
practices, budget administration and if necessary, reducing the City's budget
that is consistent with the overall goals of the City Council and the needs of the
community.
Agenda Item Review: City Administrator _x_ City Attorney _x
Finance
33
Honorable Mayor and City Council
August 8, 2011
Page 2
DISCUSSION
The Council was provided a draft set of Budget Policies and Budget Reduction
Strategy on July 8, 2011, the draft 5 -Year Financial Forecast was provided for
Council review on June 6, 2011. The proposed Financial Plan was presented to
City Council for deliberation and feedback during the July 25 City Council
meeting. The attached Financial Plan reflects the changes and modification
suggested by the City Council during the July 25, 2011 meeting.
FINANCIAL IMPACT
Although there is no immediate monetary impact on the City, the draft Financial
Plan will help make stronger financial decisions that are in the best interests of
the community and the City organization.
ATTACHMENTS:
FY 2011/12 Financial Plan
2
CITY OF WOODBURN
FY 2 011/12 - FINANCIAL PLAN
Budget Policies & Reduction Strategy
35
City of Woodburn
Budget Policies & Reduction Strategy
FY 2011/12
• SECTION 1. ANNUAL REVIEW & POLICY
A. Fiscal Responsibility Per the City Council's 2011/13 Adopted Goals, it will be the policy of
the City of Woodburn to return the highest level (or sustain the current levels) of service with the
least amount of taxpayer investment; and to plan accordingly.
B. Balanced Budd The City's Budget shall be balanced. For each fund, ongoing costs are not to
exceed ongoing revenues plus available fund balances used in accordance with reserve policies.
C. Budget Process The annual budget process is intended to weigh all competing requests for City
resources within expected fiscal constraints. Levels of service will increase or decrease based on
the availability of recourses. Requests for new programs made outside the annual budget
process are discouraged. New initiatives will be financed by reallocating existing City resources
to the services with the highest priorities.
D. Fiscal Recommendations Consistent with the administrative responsibilities outlined in the
Charter, the City Administrator will make fiscal recommendations to the City Council on all
measures necessary to sustain current levels of service and avoid reductions in City programs,
including the consideration by the City Council of new revenue sources if this is determined to
be in the best interest of the community.
E. Budget Policies Updated Annually The City Council will review and adopt Fiscal Year
Budget Policies on an annual basis.
F. Yearly 5 -Year Forecast The City Council will review and approve the 5 -Year Forecast (see
attached Exhibit A) on an annual basis. The forecast is an estimate of future revenues and
expenses and is intended to serve as an estimate and a guideline for making sound financial
decisions in the current fiscal year and budget preparation. The 5 -Year Forecast and the annual
Budget Policies together will constitute the City's Annual Financial Plan.
G. Policy Direction Consistent with their policy making role outlined in the Woodburn City
Charter, the City Council is responsible for providing policy direction to determine the City's
overall fiscal policy. In response to the fiscal recommendations made by the City Administrator,
the City Council shall consider all measures necessary to sustain current levels of service and
avoid reductions in City programs, including consideration by the City Council of new revenue
sources if this is determined to be in the best interest of the community.
H. Budget Under the Woodburn City Charter, the City Administrator serves as Woodburn's
Budget Officer. The Finance Director assists the City Administrator with preparation and
a
presentation of the annual budget, budget administration and the day -to -day finance operations.
The Budget Officer is responsible for the administration of the annual budget and may approve
or disapprove the expenditures contained in the adopted budget if deemed in the best financial
interest of the City.
Budget Administration As authorized by the City Charter, the City Administrator is
responsible for taking actions necessary to keep expenditures within anticipated revenues,
including initiating layoffs, re- organizations, downsizing, program reductions and adjustments to
service levels. The City Administrator will inform the City Council informed as to any steps
taken to reduce expenditures and, whenever possible, the Council will review the decisions and
consider options during a mid -year budget review.
• SECTION 2. DISCRETIONARY & DEDICATED RESOURCES
A. Recognizing Financial Limits Woodburn will make a distinction between two different types
of services; I) those that are funded primarily from City discretionary resources and; 2) and those
that are funded primarily from dedicated resources.
B. Discretionary Resources The General Fund is the fund that collects discretionary resources to
provide discretionary programs and services as recommended by the Budget Officer and
approved as part of the City's cycle. The City will continue to fund these programs primarily
from General Fund discretionary resources. These include police, park and recreation, economic
development, land use financial services and other programs.
C. Dedicated Resources Dedicated services (e.g., fees, grants, utility revenues, etc.) are traditional
City services that are provided primarily with dedicated funds. Dedicated recourses are subject to
restrictions via state and federal law, grant agreements and contracts, City policy and ordinances.
Frequently, these resources will be state or federal programs that the City administers locally,
such as public safety programs or transportation grants. The City will fund these programs (i.e.
speed and safety belt enforcement, etc.) primarily from dedicated resources.
• SECTION 3. GENERAL FUND BUDGET (DISCRETIONARY)
A. Annual Budget Goal The goal shall be to prepare a budget that maintains existing high priority
programs supported by the General Fund while at the sarne time seeking savings wherever
possible. Funding for lower priority programs will be reduced or eliminated to insure that
expenditures remain in balance with resources.
B. General Fund Emphasis The highest priority shall be to conserve General Fund discretionary
resources to fund high priority programs as defined by the City Council and City Administrator.
C. Maximize City Council's Discretion Wherever legally possible, revenues are to be treated as
discretionary resources, rather than as dedicated to a particular program or service. The goal is to
give the City Council as much flexibility as possible in allocating resources to local priorities.
D. New Revenues In order to sustain current levels of service, avoid reductions in public safety
programs or increase services needed to meet community demands, the City Council may
consider new discretionary revenues if it is determined to be in the best interest of tile
community.
2
37
E. Use of Dedicated Funding Sources Whenever legally possible, funding responsibility for
existing programs or activities should be transferred to appropriate dedicated funding sources,
freeing up scarce discretionary resources to fund City Council priorities.
F. Cost Efficiency Staff will prepare fiscally conservative budgets and will seek savings wherever
a balance between cost efficiency and the quality of public service can be achieved.
G. Materials & Services Departments are to prepare "base budgets" with a goal of holding
General Fund or other discretionary resources for materials and services expenditures to no more
than FY 2011/2012 budget levels.
H. No General Fund Street Maintenance Support No discretionary General Fund revenues will
be used to support street maintenance activities. General Fund street lighting transfers are
exempted from this policy. The current transfer from the General Fund for street lighting will be
maintained as long as it is fiscally viable. The transfer will be reviewed as approved each fiscal
year as part of the budget process.
Revenue Estimates Departments should budget for revenues based on the best information
available during the budget process. If additional information becomes available during the
budget process, it should be provided to the Finance Directors Office. Accuracy in
revenue /expenditure estimates is critical. New revenue estimates should be based on the best
information available. Subsequent annual estimates should also take into consideration the actual
receipts from the previous year.
Pursuit of New Departmental Revenues Departments shall pursue revenue sources to the
fullest extent possible for all services as well as total cost identification (including indirect costs)
for fee setting purposes, grants or other funding opportunities. Any new revenue sources should
be used to offset the cost of existing staff and programs, rather than funding new staff or
programs. Fee schedules will be reviewed annually to ensure costs are recovered. Fee schedules
will be updated as part of the annual budget process.
K. Expenditure Reductions Reductions in revenues may require expenditure reductions from the
"base budget" level. If reductions are required, the City Administrator will be guided by the City
Council's adopted Resource Reduction Strategy.
L. Discretionary Programs New discretionary programs may be included in the Proposed Budget
with the prior approval by the City Administrator and if the new program is deemed a high
priority activity. The impact of new or expanded programs on overhead services (information
system services, financial services, building / grounds maintenance, human resource services,
budget services, etc.) shall be evaluated to determine if overhead services need to be increased
due to the addition of new programs.
The costs of increases in overhead services attributed to additional programs shall be included in
the analysis of the total cost of new programs. Should outside funding for a program expire, the
program may be terminated by the City Administrator or the City Council.
M. Full Cost Recovery City staff shall make every effort to assign costs where they occur through
the use of interdepartmental / interfund charges and indirect cost percentage assignments. The
intent is to clearly define the actual cost of each direct service the City provides internally or
externally. The first priority is the recovery of overhead costs from all funds and grant programs
and through the use of the City's Indirect Cost Program /Methodology.
I
N. Annual Buduet Savint1s To the extent General Fund supported departments experience savings
during the year (due to position vacancies, etc.) that money should not be spent. Instead it should
be saved to augment the beginning fund balance for the next fiscal year except as approved by the
City Administrator.
• SECTION 4. NON - GENERAL FUND / UTILITY BUDGETS (DEDICATED)
A. Bottom -Line Emphasis For activities or programs funded primarily from non- General Fund
sources, Departments are to prepare "base budgets" with a goal of holding any General Fund
contribution to no more than the amount provided in the current(201 I / 12) fiscal year, subject to
the availability of funds. Whenever possible, reductions in General Fund contributions should be
achieved.
B. No Backfillinj! General Fund discretionary dollars will not be used to back -fill any loss in water
and /or sewer City utility revenue, state - shared or federal revenues, grants or dedicated funding
programs (for further information, see the Resource Reduction Strategy).
C. Revenue Estimates Departments should budget for revenues based on the best information
available at the time the budgets are prepared. If additional information becomes available during
the budget process, it shall be provided to the Finance Department. New revenues should be
estimated based on available information the first year. Subsequent annual estimates should also
take into consideration actual receipts from the previous year.
D. Overhead Cost Allocation Charges All non - General Fund departments should budget the
amount allocated to that department in the City's Indirect Program /Methodology.
E. Cost Efficiency As with the General Fund, staff responsible for non - General Fund budgets will
prepare fiscally conservative budgets and will seek savings wherever a balance between cost
efficiency and the quality of public service can be achieved.
F. Utility Revenue allocations It is the policy of the City of Woodburn that revenue generated by
City owned utilities will be split between capital funds and operating expenses in a manner
consistent with Woodburn's Capital improvement plans and operating requirements. The
allocation, or split, of these revenues will be approved annually as part of the budget processes.
G. General Fund Transfer Savings With the exception of required "hard - dollar" grant matches,
any unused or unneeded portions of budgeted General Fund transfers to non - General Fund
budgets will be returned to the General Fund at the end of the fiscal year in order to increase the
General Fund ending balance.
H. Utility Rates The City will maintain utility rates at a level that insures that all debt service,
operating and capital costs are adequately recovered. Capital costs identified in approved capital
improvement plan will be used as the basis for forming the capital costs recovery portion of
utility rates.
System Development Charges As permissible under state law, the City will pursue the
recovery of infrastructure related development cost relating to water, sewer, street, storm and
parks. These costs will be delineated via a defensible methodology, which will be revised from
time to time to ensure accuracy.
91
a
J. Street SDC Minimum Reserve The Street SDC Fund will not be depleted below $4 million
until after the City's contribution to the Woodburn Interchange Project has been satisfied. A
Street SDC. Fund balance of $4 million will be held in reserve and dedicated towards any balance
outstanding on the City's contribution to the I -5 Interchange Project.
• SECTION 5. FUND RESERVES & CONTINGENCIES
A. General Fund Contingencies At least 10% of the General Fund's operating appropriation shall
be placed into the operating contingency to meet cash flow needs and with the expectation that
most will not be spent and will become part of the 2012/2013 Beginning Fund Balance. The
General Fund operating contingency for 2012/2013 shall be increased if carryover resources are
available in accordance with recommendations provided in the City's long -term financial plan.
B. General Fund Contingency Proportionality Where contingency is expended; overall
reductions will be made to the General Fund to ensure the remaining contingency remains at 10%
of the General Funds operating costs.
C. Water & Sewer Fund Contingencies The Water and Sewer Funds will maintain annual
contingencies of not less than 5 %.
• SECTION 6. GRANT APPLICATIONS (ALL FUNDS)
A. Approval to Pursue The City Administrator's approval is necessary before any employee
pursues lobbying efforts on matters having budget implications, and before grant applications are
submitted to the granting agency. Department Heads should advise the City Administrator before
official positions are taken on matters that might have budget implications.
B. General Fund Matching Funds Upon approval by the City Administrator, matching fund
requirements will be presented to the City Council for final approval.
• SECTION 7. NEW POSITIONS, PROGRAMS AND OVERTIME (ALL FUNDS)
A. Base Budget & New Positions Departments are to prepare "base budgets" with no new regular
Positions unless specifically authorized by the City Administrator in advance of Budget
preparations. Reorganizations of departments or programs resulting in changes in staffing or
positions may be considered if the change is cost neutral or a cost savings from the current costs.
No position compensation or increase will be provided beyond amounts budgeted for the position.
B. Considerations of New Positions /Programs Consideration of new programs and positions will
occur only if the cost of the position or program is offset by non- General Fund sources legally
tied to the new position or if the cost of the position is offset by new external revenues, reductions
within existing funds and /or the position is required to generate those revenues. Cost estimates
for new positions will include office facility space, equipment, rent, utilities, supplies, related
increases in overhead services, etc.
Additional personnel or programs shall be requested only after service needs have been
thoroughly documented or after it is substantiated that the new employees will result in increased
revenue or enhanced operating efficiencies.
C. Annual Overtime Budgets Departments will anticipate their annual overtime costs to be
included the Proposed Budget. Once the Budget is adopted, overtime costs are to be managed
5
40
within adopted levels. No overtime costs can exceed budgeted levels without first obtaining the
authorization of the City Administrator.
• SECTION 8. MID -YEAR BUDGET REDUCTIONS
A. Revised Revenue or Expense Estimates If additional information concerning revenue
reductions or significant expense increases becomes available after the start of 2011 /12 fiscal
year, it may be necessary to make budget adjustments. These adjustments will be made in
accordance with the City Council's adopted Resource Reduction Strategy.
• SECTION 9. MID -YEAR REQUESTS, GENERAL FUND CONTINGENCY (ALL
FUNDS)
A. Non - Emergency Requests In those cases where a department is required to absorb an
unanticipated cost beyond its control of a non - emergency nature, departmental resources must
first be exhausted prior to a transfer from General Fund contingencies. Upon conducting a final
financial review of departmental budgets towards the end of the year, a transfer from contingency
will be made to cover unanticipated costs that could not be absorbed throughout the year.
B. Emergency Requests Emergency requests during the fiscal year will be submitted to the City
Administrator for recommendation and forwarded to the City Council for consideration.
• SECTION 10. COMPENSATION & BENEFITS (ALL FUNDS)
A. Wage Policy Historically, the biggest factors forcing budget growth are increases in employee
compensation and increased benefit costs. The City will have a compensation and benefit
program that: 1) reflects the value of work performed by our employees, 2) compares favorably
with the compensation and benefits paid for similar work in both the private and public sectors,
and 3); considers the community's ability to pay. Both our employees and the public must
understand the mutual respect that such a policy warrants.
B. Health Care & PERS Costs Continue the City's policy on wages and salary increases which
evaluates the increased cost of health insurance and PERS contributions as part of the total
compensation package. It is the goal of the City to reduce annual escalations of health insurance,
and other benefit costs by getting the employees to bear an equitable portion of the annual
premium increases and /or selecting lower cost benefit programs.
C. Cost of Living Adjustments (COLA) The City Administrator will make a recommendation
either to include, or not include, a COLA for non- represented employees in the Proposed Budget.
All cost of living adjustments will be approved by the Budget Committee and adopted by the City
Council. COLAs or other compensation provided for in collective bargaining agreements will be
provided for in the annual Proposed Budget.
D. Step Adjustments Budgeted personnel services expenditures will include an amount to account
for annual step adjustments for all employees who are not currently at the top of their range.
Annual employee step adjustments will not exceed 5% without the expressed permission of the
City Administrator.
• SECTION 11. BUDGET CONTROLS
I
41
A. Letlal Compliance The City Administrator and Finance Director will continue to review and
control departmental budgets at the "expenditure category level" (such as personnel services,
materials and supplies). As such, City Administrator's approval is necessary before actual or
projected year -end expenditures are allowed to exceed total expenditure appropriations for each
"expenditure category."
B. Personnel Services & Benefits With the exception of overtime pay and temporary help
accounts, which shall be developed by Department Heads with the advice of the Finance Director
and the approval of the City Administrator, personnel services and benefits cost calculations will
be provided by the City Administrator and the Finance Director and will be used as provided.
The City Administrator and the Finance Director will also provide estimates for insurance and
internal services costs. These amounts will not be altered by Department Heads.
C. Wages & Benefit Control Positions not entitled to receive benefits will be managed in a
manner that keeps them below mandatory benefit thresholds (such as PERS, health insurance,
etc.). Positions will only be eligible for benefits if approved by the City Administrator and /or
designated in Job Descriptions. All benefit costs must be anticipated and included in the annual
Budget.
D. One Time Revenues One -time revenues will be used only for one -time expenses.
• SECTION 12. UN- APPROPRIATED ENDING FUND BALANCES (ALL FUNDS)
A. Limit Unappropriated Ending Fund Balances To provide the most budget flexibility during
the year, limit the use of unappropriated ending fund balances to circumstances where they are
required by law. Rather than use unappropriated fund balances, the goal should be to place any
monies not needed for current expenditures in the relevant funds' operating contingencies.
• SECTION 13. CAPITAL IMPROVEMENT GUIDELINES
A. Capital Improvement Prouram A six -year Capital improvement Program will be adopted as
part of the annual budget process. It will include all projects anticipated to be initiated and /or
delivered in the six -year planning period. The Capital Improvement Program will be consistent
with the City's adopted Capital Improvement Master Plans. Funding availability will determine
the rate at which Capital Improvement program projects are initiated or completed.
B. Exceptions The City will fund dedicated programs and services with dedicated funding sources.
Exceptions may be made, on a case -by -case basis, by the Budget Committee, City Council or by
the City Administrator if appropriate. One criterion will be whether the City would incur more
costs elsewhere as a result of the reduction.
C. Capital Planning Consideration Recognizing that it does not necessarily make sense to fund
current operations at the expense of long -term capital or planning programs, every effort will be
made to continue capital and planning programs geared to the City's long term needs.
• SECTION 14. DEBT ISSUANCE (ALL FUNDS)
A. Debt Issuance The City will only issue debt in accordance with adopted Master Debt
Resolutions for Sewer and Water. General Obligation debt will only be issued in compliance
with state statutes. Debt will only be issued (for all find types) when a dedicated resource is
available to meet the required debt service and reserve.
7
42
B. Interfund Transfers Interfiind transfers are allowed if the City Council determines the transfer
to be in the best interest of the City. All interfund transfers will be managed consistent with state
budget law. No debt will be issued without the approval of the City Administrator and
authorization of the City Council.
• SECTION 15. PROGRAMS
A. Discretionary Programs To the extent additional discretionary resources are available, high
priority services areas will be slated for growth in discretionary support. Lower priority service
areas will receive constant or decreasing discretionary support. Discretionary programs are as
follows:
Discretionary Programs
✓ Police Patrol & Public Safety
✓ Police Support Services
✓ Financial Services
✓ Legal Services
✓ Land Use Planning
✓ Economic Development
✓ Code Enforcement
✓ General Administration
✓ Library
✓ Aquatic Center
✓ Recreation Programming
✓ Parks and Park/Tree Maintenance
✓ Other General Fund Supported Non - Essential Program & Services
• Computer /Network transfers (capital replacements of desktop pe's and associated servers)
• Discretionary Transfers (i.e. Transit, Streets, RSVP, etc.)
• Community Services (i.e. flower baskets, TOT Grants — where permissible, etc.
✓ Intergovernmental Agreements that provide no direct offsetting revenues
• SECTION 16. RESOURCE REDUCTION STRATEGY (ALL FUNDS)
A. Goal & Reduction Approach When faced with a potential reduction in resources, the City's
goal is to continue to provide services in a professional, effective and efficient manner.
Consequently, to the extent possible, across- the -board reductions in expenditures will be avoided.
B. Case -by -Case Consideration Reductions will be made on a case -by -case basis, focusing on
each individual program or service. If possible, reduction will be made proportional to the
programs and services identified by the City Council.
C. Moderation When Possible If, as a result of loss of a significant amount of discretionary
resources, expenditure reductions become necessary, those reductions will be made in moderate
case -by -case reductions in discretionary supported programs and services. These reductions will
focus first on programs funded by dedicated resources and then services funded by discretionary
resources.
D. Discretionary Contributions If further reductions are required, any discretionary funding that
supplements or supports services mostly supported with dedicated resources will be reduced or
43
eliminated. This may apply to programs or activities expanded or started with discretionary
resources within the last few years. Exceptions may be made on a case -by -case basis by the City
Council.
E. Furlough Days If personnel budget /salary saving are required, the City will consider a reduced
work week or furlough days prior to laying off staff.
F. Consideration List Discretionary funding for programs funded by discretionary resources will
be reduced or eliminated as needed. Legal restrictions or the City's ability to maintain minimal
service levels will be considered. City service area priorities are:
Consideration List
✓ Intergovernmental Agreements that provide no direct offsetting revenues
✓ Community Services (i.e. flower baskets, TOT Grants — where permissible, etc.)
✓ Discretionary Transfers (i.e. Transit, Streets, RSVP, etc.)
✓ Computer/Network transfers (capital replacements of desktop pc's and associated servers)
✓ Other General Fund Supported Non - Essential Program & Services
✓ Parks and Park /'free Maintenance
✓ Recreation Programming
✓ Aquatic Center
✓ Library
✓ General Administration
✓ Code Enforcement
✓ Economic Development
✓ Land Use Planning
✓ Legal Services
✓ Financial Services
✓ Police Support Services
✓ Police Patrol & Public Safety
G. Indirect Costs The City's overhead programs will not be prioritized, but will be sized to the
need and size of the overall organization. Generally, wherever possible, the City's goal is to
make fee - supported programs self- sufficient. This includes recovering those programs'
appropriate share of the City's overhead costs. If reductions occur, then indirect costs will be
sized to the needs and size of the rest of the organization.
H. Dedicated Funding for Programs Where legally possible, the City will consider using
dedicated resources to fund high priority programs related to the purpose for which the dedicated
funds are received.
44
'1
EXHIBIT
/ 1
t
Exhibit A
45
City of Woodburn
Five Year Forecast
For Years
2011 -12 to 2016 -16
Table of Contents
Introduction...................................................................................................................
............................... 5
Cityof Woodburn Background ...................................................................................
............................... 5
Purposeof the Forecast .............................................................................................
............................... 5
ForecastMethodology ................................................................................................
..............................5
ExecutiveSummary ........................................................................................................
............................... 6
Overview....................................................................................................................
............................... 6
Economic and Demographic Assumptions ................................................................
............................... 6
Issuesin Coming Months ............................................................................................
..............................7
Issuesin the Coming Year ..........................................................................................
............................... 7
IssuesBeyond One Year .............................................................................................
............................... 7
Issues for Administrative Attention ...........................................................................
............................... 8
GeneralFund ...................................................................................................................
..............................9
BuildingFund .................................................................................................................
.............................11
TransitFund ...................................................................................................................
.............................12
StreetFund .....................................................................................................................
.............................13
CityGas Tax Fund ...........................................................................................................
.............................14
Street System Development (SDC) Fund .....................................................................
............................... 15
WaterFund ....................................................................................................................
.............................16
Water Well /Distribution Construction Fund ................................................................
............................... 17
SewerFund ....................................................................................................................
.............................18
SurfacewaterFund .........................................................................................................
.............................19
Sewer Treatment Plant Construction Fund .................................................................
............................... 20
MaintenanceFund .........................................................................................................
.............................21
Exhibit A
46
RemainingFunds ............................................................................................................ .............................22
Major Assumptions — Revenues ................................................................................... ............................... 23
MajorAssumptions — Expenditures ............................................................................... .............................25
Glossary ........................................................................................................................ ............................... 26
Appendices ................................................................................................................... ............................... 28
Exhibit A
47
�* ��. ; a �y; � I
z
The City of Woodburn is located in Marion County, Oregon, 18 miles northeast of the City of Salem along
the I -5 corridor, Woodburn is located in Oregon's Willamette Valley which experiences a moderate
climate.
Woodburn has changed significantly in population since it was first incorporated in 1899. The city
originally began as a small farming and manufacturing community. Beginning in the 1960's Woodburn
became a suburb of Salem and Portland with its proximity to 1 -5. Over the past 18 years, Woodburn has
grown 74 %. As of the census of 2000, there were 20,100 people residing in Woodburn. As of 2008, its
population was estimated at 23,355, a net rise of 16.2% over 2000, ranking it the 21" most - populated
city in Oregon. The median income for a household in the city was $33,722, and the median income for
a family was $36,730. Males had a median income of $21,702 versus $22,606 for females.
The 5 Year Financial Forecast takes a forward look at the City's revenues and expenditures with the
purpose of identifying financial trends, shortfalls and issues so the City can proactively address them.
Future results are projected based on the City's current service levels, policies and unavoidable future
impacts.
The financial forecast will serve as a basis of our financial plan — which will likely include changes to the
City's budget policy. The intent of this financial forecast is to project each operating fund's financial
position under certain assumptions. The forecast then sets the stage for the upcoming budget process,
aiding both the City Manager and Council in establishing priorities and allocating resources
appropriately. Responsible financial stewardship is imperative to provide for the current and future
needs of our community. Forecasting is one of the most powerful tools the City has available to help
make informed financial decisions that will ensure the City's future vitality and economic stability.
Z � -
The City of Woodburn's approach to forecasting is to apply a conservative philosophy that neither
overstates revenues nor understates expenditures. Economic forecasting is not an exact science.
Rather, it is dependent upon the best professional judgment of the forecaster. To enhance the accuracy
of projections the City identifies factors that contribute to the changes in revenues and expenditures,
such as development, inflation, interest rates and known future events that will affect operations. Of
the five years of forecast, the first year primarily reflects the adopted budget for 2011 -12. The
remaining four years are based on a variety of assumptions applied to the 2010 -11 ending projections.
These assumptions are explained in the Appendix.
Our forecasting of operating costs embraces the concept of Status Quo. This concept assumes that the
current level of service will continue for the next five years with cost changes based on inflationary
Exhibit A
48
increases. This provides a baseline economic estimate from which reductions or increases in service
levels can be determined. To the extent certain reductions or additions are anticipated, they are noted
within the Fund section of this report. Exceptions to the status quo assumption are noted at the
beginning of each fund.
Forecasting of capital improvements to be funded from operating resources is based on available
resources. To the extent possible, operations are funded first and remaining resources are allocated to
fund capital improvements. This frequently means that improvements are delayed to achieve the
matching. Improvements which are too expensive to be paid from net resources are assumed to be
funded via bonded debt. The impact of issuing debt is reflected in the Debt Service portion of the fund
forecasts. Grants and developer contributions for capital improvements are included when there is a
reasonable assurance of receipt.
This report is a combined effort of all City staff. Each department provided insight into future year
operating revenues and costs. Our goal in assembling this report is to reveal trends, highlight financial
issues, and provide suggestions and options. We look forward to feedback and input from the Budget
Committee on these issues.
Because the Fund Section and Appendices provide detailed fund information, the executive summary
will focus on the most significant issues facing the City. We have also included an organization chart in
the appendix to aid you in understanding the City's departmental structure.
The forecast model predicts that most operating funds will have sufficient resources to meet expenses
over the five -year period. A few of the fund graphs depict a declining undesignated balance of
resources. While this may seem alarming it is just an indicator. In reality, the City would not submit a
proposed budget where costs exceed all available resources. The value of the forecast is that it allows
us to predict where problems might occur and provides the City adequate time to take corrective action
before the situation becomes a crisis.
Fears of a double -dip recession are fading. Recently, IHS Global Insight has changed their probabilities
of their optimistic and pessimistic scenarios. They now have the chances of the optimistic scenario
higher than the chances of the pessimistic scenario. The continuation of the Federal Reserve QEII
(Quantitative Easing Part II) and fiscal policy extensions of tax cuts, bonus depreciation, and
unemployment benefits will help boost activity in 2011. Near term economic signals point to continued
economic growth in 2011 and beyond. Although this year looks very promising, the risk of headwinds
still lingers on the horizon.
As a result of recent economic downturn and slow pace of recovery, Woodburn's population is expected
to continue a slow pace of growth in the near future. Oregon as a whole is expected to grow with an
annual population growth rate of 1.1 percent between 2010 and 2017. Oregon and the City of
Exhibit A
49
Woodburn's economic condition heavily influence the population growth. Woodburn's economy
determines the ability to retain local work force as well as attract job seekers.
• The City implemented the Aquatic Center turn around project. The focus of the program is to
provide the opportunity for the Aquatic Center to become more self sustaining through cost
recovery. As of this year projections for the center are for the center to break even. Based on
those assumptions the center should see a savings of $225,000 in FY 2011 -12. Staff will
continue to monitor the project to ensure the center is 'on- track'.
• As health care costs continue to rise and the uncertainty of the Universal Health Care Plan —
staff is aggressively seeking alternatives to the current benefits structure and is focusing on
finding a recommendation to bring to affected employees and employee groups.
L
T S M��
Sewer
The Sewer Treatment Plant Project is near completing Phase I of the required improvements to the
City's sewer system and treatment plant. As approved by the City Council in 2010 additional bonds
totaling $23.5 million will be issued in FY 2011 -12 to fund Phase 11 of the project.
Streets
The Fifth Street Project will be completed in FY 2011 -12 with the addition of the signal at Highway 214
and Fifth Street.
u ,
Genera! Fund
New demands for services will need either new resources or program cuts in other areas. Currently,
police coverage is 1.26 officers per 1,000 residents (recommended coverage is 1.50 per 1,000 residents)
— the City has applied for a three year grant to fund an additional entry level police officer for three
years — with the remaining fourth year to be funded by the City. The challenge for the City will be to
'absorb' and fund the remaining fourth year in order to maintain an adequate level of service. Demand
for park and recreation services are expected to continue to increase and put additional strain on the
limited resources of the General Fund.
In addition, City Hall and Library improvements will need to be made to improve those buildings security
and ADA compliance requirements. Staff has brought forth a proposal for City Hall security upgrades
but due to funding issues the items has been tabled until the economy stabilizes.
Transit
As the economic downturn continues it will become increasingly difficult for the General Fund to sustain
its $151,000 contribution to the transit fund. The transit operation will be aggressively seeking grants to
fund operations and maintain current levels of service.
Streets
Due to economic conditions Street SDC revenues have remained flat and are expected to remain flat.
The City has committed to provided $5.5 million to ODOT for the interchange project — of which the City
Exhibit A
a
has currently reserved $4 million towards this obligation. The reserve amount and flat revenues have a
direct impact on the City's ability to provide for street capital projects. Additionally, the City may need
to finance the remaining portion of the obligation.
t ; s_ 0,-
Not all of the issues that arise from the forecast need Council direction. Those listed here can be dealt
with at an administrative level. The purpose of this forecast as noted previously is to point to areas of
concern and allow staff and council to direct resources and focus to areas of need. This forecast is also
intended to 'drive' the City's financial policies and assist in formulating need financial policies to guide
staff and council in making informed decisions.
Based on 'forecasted concerns' the following 'general' financial policies are being implemented:
• Establish financial policies and procedures that can be managed effectively by the Finance Staff
and City Administrator (these are currently being drafted). These policies should be monitored,
evaluated and updated to ensure efficiencies gained are maintained
• Establish debt issuance and management policies as well as policies concerning debt level and
capacity.
• Adopt policies and plans for capital asset acquisition, maintenance, replacement, and
retirement.
• Develop a capital improvement plan that identifies priorities and time frames for undertaking
capital projects and provides a financing plan for those projects. The plan, including both capital
and related operating costs, should project at least five years into the future and should be fully
integrated into the overall financial plan.
• Periodically evaluate the performance of programs and services.
• Identify cost effective opportunities where performance, efficiency and effectiveness measures
can be developed and included as part of the basic budget materials and budget document.
• Monitor, measure and evaluate capital program implementation, especially for projects funded
by restricted funds.
• Identify programs that should be self - sufficient.
• Review of established fees to ensure cost recovery is sufficient.
• Establish and adopt cost recovery policies for all other services with fees and charges not
established by state statute. Opportunities for new fees and charges will need to be determined
as part of this process.
• Continue to monitor indirect cost recovery for Internal Services Funds and evaluate the
effectiveness of these charges. These indirect costs should be evaluated and updated
periodically.
Exhibit A
51
.`S
• Addition of one police officer — funded through Cop Grant through Department of Justice for
Fiscal Years 2012, 2013, 2014 — in 2015 the position will need to be absorbed into the General
Fund
• No significant changes to staffing levels
• FY 2011 -12 first year of Aquatics Center cost recovery plan (assumed to recover 50% in each of
the fiscal years)
• No increases to park maintenance program.
Property taxes account for almost 69% of the 16,000,000
annual resources in the General Fund. Tax 14,000.000
growth is expected to grow at 2% per year. 12,000,000
This number is projected to increase if there 10,000,000 °
8,000,000
are significant new developments within city
Revenue
6,000,000
limits. Franchise fees are the second largest 4,000,000
ExP.—
revenue in this fund equating to 9% of total 2,000,000
resources. Franchise fees are taxes based on
the gross revenues of utilities that use the
d o d o d o d o d o o ti d o d o d o d o �o
City's right -of -way. Private utilities doing
business in the City of Woodburn include
Portland General Electric, Northwest Natural, Qwest, United Disposal, Wave Broadband, Woodburn
Ambulance and others. The only way this source of revenue will increase is if the private
utilities
revenues derived from Woodburn residents also increase. Intergovernmental is the third largest
type of
revenue at 7 %. This type includes state and federal grants, 911 tax (911 tax revenues are turned
over to
NORCOM for dispatch services) and state cigarette, liquor and gas tax.
r FV =r
There are no significant capital projects to be funded by the General Fund in the forecast.
There are potential future demands that could increase costs in this fund; however, there are no
available resources for these expansions. Potential future demands are explained below.
Parks Maintenance — As demand continues to grow for the public's use of City parks, additional burdens
are being placed on the City's General Fund to provide enhanced services. Additional staff hours are
required for clean up and maintenance of these parks. With the completion of first phase of the City's
Greenway project staff will asked to maintain the trail. These potential cost increases are not included
in the forecasts
Exhibit A
52
Police Staffing — Currently the local school district is experiencing the same budget difficulties as other
jurisdictions within the State. The school district and the City share a School Resource Officer — with the
district providing $45,000 towards the officer's funding. As budget tightens this funding could be lost.
�.� ",.�.? •tom , t �t� ?1.t,.��.r� ";m
As costs grow there either needs to be a corresponding reduction in other costs or new resources need
to be generated. Possible new resources are presented below. Staff does not take a position for or
against these options. They are presented for informational purposes. Franchise fees should be
investigated in the upcoming fiscal year as a potential fund source.
Franchise Fee — The City levies a franchise fee on private utilities for the use of the City right of way.
Currently, the City does not levy this franchise fee on its own utilities. As revenues in the General Fund
continue to remain flat another potential funding source for the fund could be to levy a franchise fee on
the Water, Sewer and Surfacewater funds. The initial franchise fee could be set from 3% to 5 %.
Potential revenues raised would be from approximately $152,000 to approximately $254,000, in the first
year.
Exhibit A
53
t.
■ Permit revenues are based on approved increases beginning in FY 2013 -14 and an expectation
of increased commercial development in FY 2014 -15.
Revenues are based upon permits issued for
new development and redevelopment that
historically ebb and flow. Permits are
collected prior to the work being done and
therefore cash balances exist to pay for
services to be performed in the future. The
graph depicts the effects of the current
downturn in new development starts.
Future revenues are based on estimates of
when specific projects might begin. Costs
reflect cuts and reductions already in place.
1,400,000
1,200.000
800,000
600,000 � �°. +"'"' �- �ftevenue
u .w.
400,000' ^w.
200,000 .�..
d o d o d o d o d o o ti d o d o d o .o d o
Delays in developers submitting plans or starting construction will affect the bottom line. The City will
closely monitor the actual revenues against the forecast and will take corrective action if necessary. This
fund is projected to have sufficient resources to carry the program through the next five years.
A return to a 'normal' level of development will necessitate a return to historic staffing levels. Restoring
the additional Building Inspector /Plans Examiner and increasing hours for existing staff would add
approximately $100,000 per year.
Exhibit A
54
T ransit Fury
• None
• Ability to continue to obtain grant funding
• General Fund contribution remains stable for forecast period
• Fares remain consistent for forecast period
The City's Transit system provides bus
operations as well as Dial -a -Ride services for
disabled citizens. The Transit operation is
funded by a contribution of $151,000 from
the General Fund, approximately $30,000 in
fare revenue with the balance made up from
State and Federal grants.
The graph depicts a future of expenditures
900,000
800.000
100.000 "
600,000
500.000 q .•'' __
400,000
✓ �,„. - - Revenue
300
^� -° Fxpense
200,000
100,000
o� 6 6 e a ti titi ti ti" ti�
O O 0` O O o 'ti 'ti ti� ti 1
, ,�0 , , ti 0 ��� , , , , ,
exceeding revenues. A portion of the
difference may be attributed to conservative estimates in payroll and materials and services costs.
Management will continue to monitor the trends to ensure that a deficit does not occur and
aggressively seek grant funding as it becomes available.
Replacement of buses and vans is done as- needed and historically they have been replaced when grant
funding is available.
As revenue constraints continue on the General Fund it will become increasingly difficult to make the
continued contribution to the Transit system. Management will need to address this concern in order to
ensure that the needed contribution is maintained and perhaps increased.
Exhibit A
55
• Gas taxes are increased 6 cents per gallon on January 1, 2011
Gas taxes distributed by the State are the 2,500,000
primary resource for this fund. Taxes peaked
in FY 2005 -06 and have been in decline since. 2,000000
The 2009 Legislative Session approved 1,500,000
increases in vehicle title and registration fees 1000,000
which became effective in 2010 and a 6 cent
° ° - --
Revenue
-° °
—Expe-
500.000
per gallon (25 %) became effective January
2011. A referendum petition to repeal the
new law failed to collect enough signatures. ° ° °�° °9�
Revenues should increase for several years
due to the phase -in of title, registration and weight fees.
Additionally, the Revenue Sharing Fund was collapsed into the Street and Local Gas Tax Funds (the
construction portion of the Revenue Sharing Fund was transferred to the Local Gas Tax Fund). Street
lights are now being paid for out of the Street Fund beginning in FY 2011 -12. State shared revenues are
now transferred in from the General Fund to provide funding for that expenditure.
Replacement of buses and vans is done as- needed and historically they have been replaced when grant
funding is available.
As revenue constraints continue on the General Fund it will become increasingly difficult to make the
continued contribution to the Transit system. Management will need to address this concern in order to
ensure that the needed contribution is maintained and perhaps increased.
Exhibit A
a
City Gas Tax Fund
. =Y dt.c fi 01 laa Ei S f$..R� ! �_..; 45 3i S3�Y t
,�
• None
In 1996 the City Council adopted a local gas 600 °0°
tax for all fuels sold within the City of 500,000
Woodburn of .01 cent per gallon. As 400,000
revenues are collected — the revenues are 300.000
reserved until such time there are sufficient 200,000
funds available to carry a local street 100,000
improvement project.
c3
Revenue
"' °Expense
Two local streets (Second Street from Oak to Harrison Street and Walton Way) are planned to be
resurfaced in FY 2011 -12. No other projects are planned until such time as adequate funding has
accumulated to pay for additional projects or the reserved amount(s) can be leveraged for grant
funding.
z
Historically, the City Gas Tax Fund has collected $100k to $120k per fiscal year in revenues. The
amounts collected per fiscal year are expected to remain constant over the forecast period. As
sufficient reserves become available, projects are planned and completed as part of the City's Capital
Improvement Plan.
Exhibit A
57
d o d o d o d o , � , d o , d o do
Street System Development d
• SDCs are forecasted to remain flat through FY 2015 -16
• Required $4 million reserve maintained throughout the forecast period
The Street SDC Fund is dependent on
development occurring —the slowdown in the
economy and the slow recovery have a direct
impact on the fund's ability to carry significant
capital improvements. In addition, the City
has entered into agreement with the Oregon
Department of Transportation (ODOT) to
provide a multimillion dollar payment for the
City's portion of the 15 Interchange project.
As a result of that commitment a $4 million
reserve will be maintained in order to meet
the commitment with ODOT.
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Revenue
Npense
Due to the reserve commitment ongoing capital projects will be limited. The completion of the Fifth
Street opening and improvements are planned for in FY 2011 -12 with no other significant capital
projects planned for the forecast period.
F. >,.
As SDC revenues are forecasted to remain flat it may become necessary to fund the difference between
the commitment to ODOT and the $4 million reserve. A potential amount of $1.5 million may need to
be borrowed depending on ongoing revenues.
Exhibit A
I
ti ti ti ti ti d o ti ti ti ti ti
1- y . }. F }}
cj
• Addition of 1 FTE —Water Quality Supervisor
• User Fees increase by 5% beginning FY 2013 -14
Revenues and treatment costs are driven by 3,000,00
consumption — which due to increased 2,s00,000 M
w.�.
conservations efforts by the City should 2,000,000 r ,
continue to decline over the forecast period. 3500,000 -
The 2001 Water Master Plan authorized the - - Revenue
3,oao,000
City's last rate increase — those increases 1 Se
500,000 ,
ended in FY 2006. The 2001 Water Master
Plan called for several treatment and raw ooy oo0 oo ^o % Qo �q o
o09 yo o �� o�a o ?�y
water transmission line projects to be ti ti ti ti ti d o ti ti ti' ti
completed including the disinfection project -
(completed in FY 2007 and May 2011, respectively).
As the graph depicts expenses will exceed revenues beginning in FY 2013 -14. This may be a result of
conservative estimates in increases in associated payroll and materials and services costs. Management
is monitoring these cost progressions and is working on recommendations any revenue short falls in
ensuing fiscal years.
As personnel, material and services costs conservation efforts continue to increase levels of service will
become difficult to maintain. Management is recommending the 2001 Water Master Plan be updated
to address the next phase in the City's water system and continued efforts to maintain a high level of
service.
Exhibit A
Wat er D 1
• Refinancing of current Water Loans with OECDD and DEQ
The purpose of this fund is to accumulate
funds to provide for major capital
improvements and /or expansion of the City's
water system. For FY 2011 -12 — 40% of User
Fees are being directed to this fund to be
reserved for future capital projects. The
current water system improvement loans and
bonds are serviced from this fund.
10,000
9,000,000
8.000,000
7,000,000
6.000,000
sr �
6.000,000
4,000,000 '4 . _Revenue
3,000,000 Expense
2,000,000 P
,000,000
o° QA o� o ti� i titi y ti O
ti
Three water line bore projects are planned for FY 2011 -12. Additional projects will be identified and
completed as funding becomes available in ensuing fiscal years.
As personnel, material and services costs conservation efforts continue to the funding percentage
available to reserve for future capital projects will be difficult to maintain. Management is
recommending the 2001 Water Master Plan be updated to address the next phase in the City's water
system and continued efforts to maintain capital reserve for unforeseen capital needs.
Exhibit A
.1
• Rate increases of 9.5% per year through FY 2013 -14
In 2007 the City entered a Mutual Order
Agreement with the Department of
Environmental Quality that called for
significant improvements to the City's
wastewater treatment plant and system as
part of the approval of the City's wastewater
treatment permit. The City implemented
those improvements beginning in FY 2008 -09
as part of a 20 year plan — the total cost of
those required improvements will total $94
million. To date the City has issued approxii
Phase II of the project will begin in FY 2011 -12
to fund the second phase of the project.
5,000,000 _...
4,500,000
4,000,00o
3 500,000,....- .. " - .�
3,000,000
2,500,000
2,000,000
1,500 000 _.....
E.�rn,e
1,000,000
so0,000
0 0 0� �p
Oh. Q F , p 1 , p4 �5 py ' ��' , tip 1h,
, , , . , �ti , .LO 1611, . .
nately $19.5 million in loans for Phase I of the project.
— an additional $23.5 million in loans /bonds will be issued
To fund the on -going capital projects the City Council approved rate increase implemented in FY 2008-
09 with the initial increases of 12.5 %. Additional increases will take place through FY 2013 -14 at 9.5%
per year.
Adopted rates are providing adequate revenues to fund operations for the forecast period —
management continues to monitor revenues and expenses closely to ensure rates remain adequate.
Exhibit A
61
A-
0 No dedicated Surfacewaterfee included in forecast
In FY 2008 -09 the city implemented its
Surfacewater program. The program is
funded via a transfer from the Sewer fund.
The program allows for the maintenance of
existing surfacewater infrastructure and
proactive monitoring of infiltration issues
before it becomes an issue for the sewer
system.
400,000
350,000
00
250,000
200,000 ft
350,000
f
100,000
50,000 _..
oo9 ti O,oti 'LO~ 'ti 'L � 1 �ti 'lo , h 'ti 'LO a 1 'LO y 'Y
ti
Revenue
° ^ --- Expense
Y g
^!s' d.. .:•i?( .�
As personnel, material and services costs conservation efforts continue to increase levels of service will
become difficult to maintain — as no dedicated source of revenue exists to fund the program's
operations.
As costs grow there either needs to be a corresponding reduction in other costs or new resources need
to be generated. Possible new resources are presented below. Staff does not take a position for or
against these options. They are presented for informational purposes. Surfacewater fee should be
investigated in the upcoming fiscal year as a potential fund source.
Surfacewater Fee — The City levies a stormwater fee to each utility account with the City of Woodburn to
fund the surfacewater program. Each dollar assessed on utility accounts would raise approximately
$73,000.
Exhibit A
62
• Rate increases of 9.5% per year through FY 2013 -14
• Refinancing of current Sewer Loans with OECDD and DEQ
• Issuance of $23.5 million to begin Phase II Treatment Plant improvements
As approved by the City Council rate increases
have been instituted to allow for the funding
of the required capital improvements to the
City's infrastructure (Phase 1) and treatment
plant (Phase II and 111). These user rates are
split between the sewer operating and capital
construction funds. As the graph depicts
Phase II debt will be issued in FY 2011 -12 and
construction will begin in the ensuing fiscal
year and should be completed over a two to
three year period.
30,000,000
25,000,000
r
1
20,000,000 f
15,000,000
r
10,000,000
{�,�._Z . °•. Revenue
i
Expense
5.000,000
d o d o d o d o d o o� d o d o .o ti� do
ti
User fees are allocated between operations and ongoing capital needs. That portion is being used to
fund planned debt issuance of $23.5 million in FY 2011 -12 to begin Phase II of treatment plant
improvements and expansion.
User fees (rates) will be closely monitored to ensure they are adequate to service outstanding and
ongoing debt.
Exhibit A
63
• None
The primary purpose of this program is to
provide maintenance and custodial services
to the City's buildings — City Hall, Library,
Public Works buildings and Police campus.
The total costs of the program are allocated
to the using departments based on square
footage. As the graph depicts revenues will
continues to exceed expenditure but it
should be noted that this is for basic
maintenance services — no capital projects or
improvements are planned as part of those or
1,000,000
900,000
700,000
600,000
500,000 '. -... _....
400,000 -..- _.. -..- _.. - -. Revenue
300,000 -_.. __. - - -.. -. -. --
Expense
200,000
100,000
O N IS I 0 4 d, .11
p 5" 0 6 o T 0 4" 0 °'' p 'ti ti ti , , . .
do ti� ti� do ti� Do ti do ti� ti� d o d o
going costs.
n
As personnel, material and services costs continue to increase it will become increasingly difficult to
provide funding for needed building improvements — those capital needs will be continued to be
deferred.
Exhibit A
64
For FY 2011 -12 six funds are being collapsed into other funds for management efficiency. Those funds
are: Fund 92 — General Fund Reserve; Fund 135 — State Revenue Sharing; Fund 252 — Bancroft Bond;
Fund 378 — Public Works Facility Construction; Fund 461 — Sewer Capital Improvement and Fund 580 —
Central Stores. These funds have limited activity or ongoing programs can be more efficiently captured
within other funds.
The remaining twenty -two funds have dedicated revenue sources, are for a specific purpose, have
nominal activity and /or will be retired in FY 2011 -12. These funds have not been included as part of the
five year forecast. Some of those funds include:
• Fund 358 — Police Construction — a small project will be completed in FY 2011 -12
• Fund 690 & 691 — Library and Museum Endowment — hold principal balance, only the interest
earnings can be used on directed projects
• Fund 138— RSVP —grant funded activities
• Fund 591 — Equipment Replacement — transfers are made from the Utility Funds and reserved
for future equipment purchases
• SDC Funds — Water, Sewer, Surfacewater and Park SDC revenues are expected to remain flat and
therefore no significant capital projects are planned for the forecast period.
Exhibit A
65
The City received about $28.2 million in operating revenues last fiscal year. Approximately 70% of that
total is accounted for in the eight revenue types noted below. The eight types are shown in the
following table. Key assumptions for each revenue type are provided below
Revenue
Actual FY 2010
as %
Property taxes
$ 8,014,720
28%
Franchise fees
1,096,533
4%
Water fees
3,209,097
11%
Sewer fees
4,946,628
18%
Gas Taxes
919,897
4%
Licenses & Permits
468,849
2%
Use Fees
428,937
2%
Total Major Revenues
$19,08 661
The remaining $9.1 million in operating revenues includes interest income, court fines library and park
fees, grants, state share revenues, loan proceeds and internal service charges.
Property Taxes — General Fund
Taxes are based on assessed value which is determined by the county Assessor. Generally, assessed
values grow by 3% per year as allowed by the State Constitution. There is no correlation between real
market value and assessed value. In addition to the 3% growth, an estimate is provided for expected
new development. The city's tax rate remains stable at $6.0534 per $1,000 of assessed value.
Franchise Fees — General Fund
These fees are assessments on the utility companies' gross receipts for using the City's right -of -way.
Rates vary by type of utility — ranging from 3% to 8 %. Franchise fees are assessed on
telecommunication, cable television, natural gas electric utilities, ambulance and garbage. These
revenues are expected to remain flat for the forecast period.
Utility User Charges
Water: The forecast assumes a nominal 1% annual increase due to new development, with a forecasted
rate increase beginning FY 2013 -14
Sewer: As with water, the forecast assumes a 1% annual increase for growth. A rate increase of 9.5%
per year through FY 2013 -14 has been adopted by the City Council.
Gas Taxes
HB 2001 passed in 2009 increases state gas taxes from 24 cents to 30 cents in January 2011. Most
registration and license fees were increased in 2010. The impact of the increases will phase in over four
years. The forecast estimates a 3% increase per year for the forecast period.
Exhibit A
Building. Planning and Engineering Permits
Permit revenues are based on identification of specific developments with assumptions based on which
fiscal year the development is likely to begin.
Bond Sales
One revenue bond sale is anticipated and is for the Wastewater Treatment Plan Project Phase H. The
sale amount is estimated to be $23.5 million amortized over 20 years at 3 %.
Transfers In — Operating Funds
This category relates to services one fund, e.g. the Information Services Fund, charges another for
services provided. These types of transfers are forecasted to remain stable over the forecast period.
Overhead charges for engineering services are charged to capital projects on an hourly basis.
Exhibit A
67
Combined wages and benefits are assumed to increase by 5% to 6% per year. Wages are expected to
increase via cost of living adjustments of 2.5% to 3.0% plus an average 3% merit increase. Benefit
changes are related to retirement and health insurance. Recently approved retirement increases are
reflected in FY 2011 -12 with a 2% per year increase for the remaining four year period. Insurance is
expected to increase by 10% in FY 2011 -12; 5% in FY 2012 -13 and remain flat for the remainder of the
forecast period. This assumes significant changes to health care plans in the final three years of the
forecast period.
Impacts of inflation are assumed to remain minor over the five years remaining stable over the forecast
period at 3 %. Certain costs which are not affected by inflation are excluded from these estimates, e.g.
insurance and workers compensation premiums.
fl
The Public Works funds' maintain a replacement reserve for capital equipment replacement and is
funded via transfers from the Water, Streets and Sewer funds, The General Services funds replace
equipment on an as needed basis.
Estimates are based on amortization schedules for outstanding debt issues. One new debt in the Sewer
fund is anticipated and is based on $23.5 million, 3 %, 20 -year repayment terms.
Transfers Out
This is the counter -part to transfers in category. Transfers out from operating funds are primarily for
administrative services provided by the Information Services and Building Maintenance Funds.
Transfers out from capital project funds are primarily for engineering services and project administration
provided by department within the Technical & Environmental Services fund.
Exhibit A
am
Add Packages
An increase in the level of service provided and /or changes to revenues not previously approved by
Council action.
Available Balance
Undesignated Contingency plus Recurring Revenues less Recurring Expenditures
Capital Projects
New Construction and major repairs to the City's fixed assets.
Carryover Balance
The amount of cash that is brought forward from one fiscal year to the next.
Operating Position
Recurring Revenues and Recurring Expenditures
Potential Impacts
Refers to issues and challenges that are in addition to the status quo. The intent is to inform the reader
of economic matters that might occur during the forecast period.
Recurring Expenditures
The expense portion of Status Quo, predictable and on -going costs.
Recurring Revenues
The resource portion of Status Quo, predictable and on -going revenues.
Reserve Balance
Fiscal year -end balance of cash that is restricted either by legal or policy decision. Examples include
debt service reserves and amounts accumulated for specific use in a future year. Designated
contingency is the primary component of this balance.
Revenues
Includes both Recurring Revenues and Transfers In.
Status Quo
The current level of services
Transfers In
Internal Charges by General Fund for services provided to other funds
Exhibit A
Contingency
The portion of a fund's balance that is not restricted for a specific purpose and is available for
emergency appropriation via council action
Exhibit A
70
Exhibit A
71
General Fund Actual Actual Actual I Budget Projections
Re venues: 2007 -08 2008 -09 200910 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Fund Balance
Beginning Fund Balance
Fund Balance Total
Taxes
Property Tax
Property Taxes Delinquen
Taxes Total
Licenses and Permits
Business License
Hotel /Motel Tax
Other License
Pmt in Lieu of Taxes
Taxicab Permits
Licenses and Permits Total
Franchise Fees
Franchise Fee Reconex
Franchise Fee Sprint
Franchise Fee, Gervais T
Franchise Fee, NW Natura
Franchise Fee, PGE
Franchise Fee, Qwest
Franchise Fee, United Di
Franchise Fee, W AmbLllan
Franchise Fee, Wave BB
Matrix
Preferred LID Franchise
Franchise Fees Total
Intergovernmental
911 Tax
Federal Grants
Federal Grants Indirect
Ready to Read Grant
Regional Library Service
State Cigarette Tax
State Gas Tax
State Grants
State Liquor Proration
State Rev Shar'g
Intergovernmental Total
Exhibit A
2,192,772
2,574,080
2,290,557
2,293,127
2,427,854
1,546,918
404,669
(935,838)
(2,526,776
2,192,772
2,574,080
2,290,557
2,293,127
2,427,854
1,546,918
404,669
(935,838)
(2,526,776
38,565
30,165
47,795
38,000
38,000
38,000
38,000
38,000
38,000
6,612,252
6,912,899
7,180,954
7,200,000
7,336,800
7,507,536
7,695,224
7,926,081
8,203,494
6,612,252
6,912,899
7,180,954
7,200,000
7,336,800
7,507,536
7,695,224
7,926,081
8,203,494
20,718
19,033
24,698
16,000
16,160
16,322
16,485
16,650
16,816
38,565
30,165
47,795
38,000
38,000
38,000
38,000
38,000
38,000
238,518
270,987
214,782
220,000
220,000
220,000
220,000
220,000
220,000
6,964
6,815
4,754
2,500
2,500
2,500
2,500
2,500
2,500
36,552
30,835
26,979
30,000
30,600
31,212
31,836
32,473
33,122
-
-
-
2,500
1,000
1,000
1,000
1,000
1,000
320,599
338,803
294,310
293,000
292,100
292,712
293,336
293,973
294,622
-
179
-
-
-
-
-
-
-
20,718
19,033
24,698
16,000
16,160
16,322
16,485
16,650
16,816
172,339
169,120
145,722
180,000
181,800
183,618
185,454
187,309
189,182
604,923
568,945
621,269
600,000
606,000
612,060
618,181
624,362
630,606
96,356
84,041
84,058
85,000
85,850
86,709
87,576
88,451
89,336
111,918
106,651
100,199
105,000
106,050
107,111
108,182
109,263
110,356
11,483
14,354
8,613
10,000
10,100
10,201
10,303
10,406
10,510
68,382
53,101
75,616
65,000
65,650
66,307
66,970
67,639
68,316
58
-
-
-
-
-
-
30,000
-
493
572
442
-
-
-
-
-
-
1,086,670
1,015, 997
1,060, 617
1,061,000
1,071,610
1,082,326
1,093,149
1,104,081
1,115,122
119,000
119,000
119,000
119,000
119,000
57,037
50,172
-
51,000
100,000
100,000
100,000
25,000
25,000
-
-
46,945
-
-
4,487
4,346
4,021
4,500
3,500
3,500
3,500
3,500
3,500
63,357
87,044
75,060
75,000
75,000
75,000
75,000
75,000
75,000
37,434
36,349
28,235
35,000
33,000
32,500
32,000
31,500
31,000
15,584
66,464
18,215
57,000
30,000
30,000
30,000
30,000
30,000
259,463
279,176
197,203
270,000
250,000
250,000
250,000
250,000
250,000
-
-
-
-
230.000
230.000
230.000
230.000
740.000
437,362
72
General Fund
Actual
Actual
Actual
Budget
Projections
Revenues:
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
2015 -16
Fines and Forfeits
Alarm Fee
1,415
330
-
1,000
1,000
5,000
5,000
5,000
5,000
Court Fines
550,165
487,459
689,258
420,000
492,500
492,500
517,125
542,981
559,271
Library Fines
11,590
11,871
13,817
12,000
12,000
12,000
12,000
12,000
12,000
Police Training Surcharg
18,574
12,079
(4,143)
23,000
20,000
20,000
20,000
20,000
20,000
Rural Reader's Fines
-
-
-
-
-
-
-
-
-
Towing Fee
60,775
51,656
45,048
52,000
52,000
50,000
50,000
50,000
50,000
508,000
577,500
579,500
604,125
629,981
646,271
Fines and Forfeits Total
642,520
563,395
743,980
Charges for goods and services
Active Adult
-
(598)
6,297
6,820
6,956
7,096
7,237
7,382
7,530
Administration
3,264
5,500
3,229
1,000
1,020
1,040
1,061
1,082
1,104
Adult Program
869
9,205
1,056
-
-
-
-
-
-
Adult Sports
22,611
18,449
24,375
26,000
26,520
27,050
27,591
28,143
28,706
After School Club
45,273
61,553
42,688
49,000
49,980
50,980
51,999
53,039
54,100
Arts & Culture
-
-
23,500
500
510
520
531
541
552
Concession Sales
17,789
15,823
14,219
15,000
15,300
15,606
15,918
16,236
16,561
Event Admission
200
700
3,130
-
-
-
-
-
-
Fiesta Events
-
-
1,000
30,000
30,600
31,212
31,836
32,473
33,122
Fitness Classes
-
-
-
-
-
-
-
-
-
Lien Search Revenue
14,467
10,388
13,350
9,000
9,180
9,364
9,551
9,742
9,937
Museum Admission
-
60
-
-
-
-
-
-
-
Planning Fees
86,994
36,040
52,563
23,485
23,955
24,434
24,922
25,421
25,929
Police Reimbursements
-
-
-
2,631
2,684
2,737
2,792
2,848
2,905
Pool Admissions
76,760
83,208
79,705
82,000
98,719
98,379
102,337
106,492
110,853
Pool Memberships
25,036
30,632
31,502
29,000
29,580
30,172
30,775
31,391
32,018
Pool Rentals
11,706
MOSS
10,029
10,000
10,200
10,404
10,612
10,824
11,041
Reimbursements SD
61,160
63,908
536
45,000
45,900
46,818
47,754
48,709
49,684
Resale of Merchandise
5,359
7,214
6,465
7,500
7,650
7,803
7,959
8,118
8,281
Rural Readers' Fees
4,135
3,561
3,381
4,000
4,080
4,162
4,245
4,330
4,416
Sponsorship Revenue
250
1,475
7,711
9,000
9,180
9,364
9,551
9,742
9,937
Sponsorships
-
-
-
-
-
-
-
-
-
Swimming Lessons
46,720
52,640
48,855
50,000
51,000
52,020
53,060
54,122
55,204
T &E Planning Develop Fee
54,572
10,518
10,924
7,905
8,063
8,224
8,389
8,557
8,728
Teen Program Revenue
2,928
258
1,438
200
204
208
212
216
221
Towels /Misc
-
-
-
-
-
-
-
-
-
Youth Program
37,188
25,081
28,191
25,000
25,500
26,010
26,530
27,061
27,602
Youth Sports
19,578
16,519
18,711
21,000
21,420
21,848
22,285
22,731
23,186
454,041
478,201
485,450
497,150
509,201
521.616
Charges for goods and services Total 536,858 462,186 432,854
Exhibit A
73
General Fund Actual Actual Actual I Budget Projections
Revenues: 2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Miscellaneous
Adopt a Park Donations
-
-
250
-
-
-
-
-
-
Cash Long and Short
105
(940)
(10,615)
-
-
-
-
-
-
Deposit Difference
-
5
109
-
-
-
-
-
-
Donations- Library
10
20,052
166
-
-
-
-
-
-
Donations- Museum
363
150
-
-
-
-
-
-
-
Donations -Parks
-
-
2,674
-
-
-
-
-
-,
Donations - Police
1,775
25,533
100
5,000
5,000
5,000
5,000
5,000
5,000
Donations -Pool
-
-
-
-
-
-
-
-
_
Facilities Rent
4,496
10,071
24,250
4,000
4,000
4,000
4,000
4,000
4,000
Filming Permits
-
1,000
-
-
-
-
-
-
-
Fraud Loss
-
(8,704)
-
-
-
-
-
-
Insurance Recoveries
390
-
-
-
-
-
-
-
-
Interestfrominvestment
124,924
52,969
52,575
45,000
45,000
45,000
45,000
45,000
45,000
Judgements & Settlements
400
-
-
-
-
-
-
-
-
Land o Frost Grant
6,400
6,600
-
-
-
-
-
-
-
Lost Book Revenue
2,167
1,718
3,834
2,000
2,000
2,000
2,000
2,000
2,000
NFL Grant
4,250
-
-
-
-
-
-
-
-
OSU Credit Union Grant
296
-
-
-
-
-
-
-
-
Other Miscellaneous Inco
54,540
27,574
83,225
26,740
26,740
26,740
26,740
26,740
26,740
PAL - Teen Frog Grant
-
-
-
22,000
22,000
22,000
22,000
22,000
22,000
Police Athletic Assoc
9,035
4,656
-
-
-
-
-
-
-
Recorder's Trust
8,847
1,413
12,628
-
-
-
-
-
-
Reimbursements
-
-
-
17,000
17,000
17,000
17,000
17,000
17,000
Reimbursement -- Training
3,830
-
2,400
5,000
5,000
5,000
5,000
5,000
5,000
Rent - Norcom
-
21,000
22,537
23,500
23,SOO
23,500
23,500
23,SO0
23,500
Sale of Bid Documents
-
-
1,150
-
-
-
-
-
-
Sale of Documents
2,539
2,272
2,032
2,000
2,000
2,000
2,000
2,000
2,000
Sale of Surplus Property
18
5,852
-
-
-
-
-
-
-
Urban Renewal
-
2,650
-
6,500
6,500
6,500
6,500
6,500
6,500
Weed /brush Abatement
-
-
-
-
-
-
-
-
-
WoodburnTogetherGrant
-
-
-
-
-
-
-
-
-
Miscellaneous Total
224,385
179,719
197,314
158,740
158,740
158,740
158,740
158,740
158,740
Other Financing Sources
Interfund Loan Proceeds
-
-
-
340,966
-
-
-
-
-
Reimbursements
7,587
9,576
12,287
78,420
77,250
79,568
81,955
84,413
86,946
Other Financing Sources Total
7,587
9,576
12,287
419,386
77,250
79,568
81,955
84,413
86,946
General Fund Total Revenues
12,061,005
12,580,205
12,582,552
12,879,794
13 260,555
12,572,750
11,667,848
10,534,633
9,263,535
Exhibit A
74
General Fund
Actual
Actual
Actual
Budget
Projections
Expenditures:
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
2015 -16
Council & Mayor
Labor and Benefits
2,606
2,591
2,524
2,637
2,637
2,637
2,638
2,638
2,639
Supplies and Services
21,841
37,379
38,369
39,758
40,951
42,179
43,445
44,748
46,090
42,395
43,588
44,816
46,082
47,386
48,730
Council & Mayor Total
24,447
39,969
40,892
Administration
Labor and Benefits
329,964
225,754
212,155
143,932
152,153
160,056
167,865
176,131
184,878
Supplies and Services
61,792
78,528
59,193
35,525
36,591
37,688
38,819
39,984
41,183
Capital Outlay
1,294
-
-
-
179,457
188,744
197,744
206,685
216,114
226,061
Administration Total
393,050
304,282
271,348
City Recorder
Labor and Benefits
43,203
63,066
83,499
34,467
36,638
38,572
40,259
42,045
43,936
Supplies and Services
12,935
18,567
22,930
18,134
18,678
19,238
19,816
20,410
21,022
Capital Outlay
3,215
1,400
1,246
-
CityRecorderTotal
59,354
83,033
107,675
52,601
55,316
57,810
60,075
62,455
64,958
City Attorney
Labor and Benefits
125,422
121,892
128,045
115,752
122,585
128,913
134,840
141,112
147,749
Supplies and Services
24,409
28,981
32,754
40,581
41,798
43,052
44,344
45,674
47,045
156,333
164,384
171,966
179,184
186,786
194,793
City Attorney Total
149,831
150,872
160,799
Finance
Labor and Benefits
156,187
167,593
163,903
126,998
135,014
142,149
148,448
155,116
162,177
Supplies and Services
78,411
94,649
166,199
195,253
201,111
207,144
213,358
219,759
226,352
322,251
336,125
349,293
361,806
374,875
388,529
Finance Total
234,598
262,243
330,101
Human Resources
Labor and Benefits
-
-
-
10,661
11,299
11,885
12,426
12,998
13,604
Supplies and Services
-
-
-
36,497
37,592
38,720
39,881
41,078
42,310
47,158
48,891
50,604
52,307
54,076
55,914
Human Resources Total
-
-
-
Court
Labor and Benefits
151,837
179,975
152,160
154,495
163,609
171,522
178,243
185,352
192,871
Supplies and Services
27,460
33,895
40,484
44,436
45,769
47,142
48,556
50,013
51,514
Capital Outlay
-
-
-
6,000
Court Total
179,297
213,869
192,644
204,931
209,378
218,664
226,800
235,365
244,384
Non - departmental
Supplies and Services
90,513
136,924
113,955
282,500
290,975
299,704
308,695
317,956
327,495
Capital Outlay
7,710
-
-
-
-
-
-
-
-
Transfers Out
519,632
629,832
123,259
454,725
476,331
476,331
476,331
476,331
476,331
737,225
767,306
776,035
785,026
794,287
803,826
Non - departmental Total
617,855
766,756
237,214
Police
Labor and Benefits
3,716,640
4,086,631
4,009,285
4,525,500
4,751,662
4,973,698
5,179,939
5,398,077
5,628,816
Supplies and Services
1,007,468
1,148,889
1,259,926
1,326,107
1,365,890
1,406,867
1,449,073
1,492,545
1,537,321
Capital Outlay
22,624
5,835
-
33,200
-
-
-
-
-
Police Total
4,746,732
5,241,355
5,269,211
5,884,807
6,117,552
6,380,565
6,629,012
6,890,622
7,166,138
Library
Labor and Benefits
622,819
659,123
621,389
753,872
798,953
832,835
862,261
893,317
926,099
Supplies and Services
.351,213
379,097
380,372
402,710
414,791
427,235
440,052
453,254
466,851
Exhibit A
75
General Fund
Actual
Actual
Actual
Budget
Projections
Expenditures:
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
2015 -16
Library Total
974,033
1,038,220
1,001,761
1,156,582
1,213,745
1,260,070
1,302,313
1,346,570
1,392,950
Recreation
Labor and Benefits
234,675
226,477
216,944
313,279
321,978
330,103
337,908
346,070
354,611
Supplies and Services
95,162
106,690
130,571
197,243
203,160
209,255
215,533
221,999
228,659
510,522
525,139
539,358
553,440
568,069
583,269
Recreation Total
329,836
333,167
347,515
Swimming Pool
Labor and Benefits
355,293
387,511
361,657
394,801
226,915
223,968
229,485
235,260
241,306
Supplies and Services
239,017
241,490
266,792
277,381
285,702
294,274
303,102
312,195
321,561
672,182
512,617
518,241
532,587
547,454
552,867
Swimming Pool Total
594,310
629,001
628,449
Community Services Admin
Labor and Benefits
239,572
258,286
233,549
366,506
388,887
409,253
427,713
447,252
467,934
Supplies and Services
80,239
75,796
90,968
116,995
120,505
124,120
127,844
131,679
135,629
483,501
509,392
533,373
555,556
578,931
603,563
Community Services Admin Total
319,811
334,082
324,516
Planning
Labor and Benefits
382,094
437,458
342,448
311,402
330,120
347,452
353,568
380,627
398,684
Supplies and Services
43,697
41,993
45,192
54,448
56,081
57,764
59,497
61,282
63,120
365,850
386,202
405,215
423,065
441,909
461,805
Planning Total
425,790
479,450
387,640
Maintenance
Labor and benefits
335,180
388,034
384,706
431,249
458,257
482,014
501,967
523,094
545,463
Supplies and Services
132,009
155,868
162,014
171,847
177,002
182,312
187,782
193,415
199,218
Capital Outlay
18,894
-
-
-
603,096
635,260
664,326
689,749
716,509
744,681
Maintenance Total
486,083
543,902
546,719
11,418,591
11,713,637
12,165,081
12,603,686
13,061,409
13,542,468
Total Expenses 9,535,027 10,420,201 9,846,485
Ending Fund Balance
9,535,027
10,420,201
9,846,485
11,418,591
1,546,918
404,669
(935,838)
(2,526,776)
(4,278,934)
Exhibit A
Building Inspection Actual Actual Actual I Budget Projections
2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 20
Revenue
Fund Balance
361,653
310,540
143,482
42,596
42,596
218,341
308,577
445,379
613,937
Licenses and Permits
258,071
89,764
135,357
239,616
383,386
402,555
462,938
509,232
534,694
Charges for goods and services
-
-
(26)
-
-
-
_
-
-
Misc
21,629
6,732
22,859
4,950
10,000
10,000
10,000
10,000
10,000
Other Financing Sources
-
-
-
172,933
80,000
-
-
_
Revenue Total
641,353
407,036
301,672
460,095
515,982
630,895
781,515
964,611
1,158,630
Expense
Labor and Benefits
281,457
231,367
179,140
210,611
208,815
230,827
241,901
253,611
265,996
Supplies and Services
35,491
32,187
35,870
160,258
88,826
91,491
94,236
97,063
99,974
Capital Outlay
-
-
-
_
-
-
_
-
-
Transfers Out
-
Conting'y & Unapprop
-
-
-
89,226
-
-
-
_
_
Expense Total
316,948
263,554
215,010
460,095
297,641
322,318
336,137
350,674
365,971
Ending Fund Balance
324,405
143,482
86,662
-
218,341
308,577
445,379
613,937
792,660
Exhibit A
77
Transit Fund
Revenue
Fund Balance
Taxes
Intergovernmental
Charges for goods and services
Misc
Transfers In
Revenue Total
Expense
Labor and Benefits
Supplies and Services
Capital Outlay
Transfers Out
Conting'y & Unapprop
Expense Total
Ending Fund Balance
Exhibit A
Actual Actual Actual Budget
2007 -08 2008 -09 2009 -10 1 2010 -11 20 -12
Proiections
140,805
150,201
60,960
135,173
61,000
204,061
140,870
81,580
(9,792)
144,388
150,954
155,869
151,000
151,000
151,000
151,000
151,000
151,000
144,599
79,214
257,565
338,080
559,000
375,000
400,000
390,000
390,000
26,618
27,913
23,893
28,000
39,390
39,784
40,182
40,584
40,989
12,905
12,566
15,894
9,500
9,500
9,500
9,500
9,500
9,500
27,507
-
-
-
-
-
-
496,822
420,848
514,181
661,753
819,890
779,345
741,552
672,664
581,698
243,872
262,922
280,405
382,463
346,461
361,266
374,688
388,854
403,807
93,946
88,027
124,813
149,346
261,343
269,183
277,259
285,577
294,144
-
-
41,898
120,000
8,025
8,025
8,025
8,025
8,025
9,000
9,000
-
-
-
-
-
-
-
-
-
-
9,944
-
-
-
-
-
346,818 359,949 447,116
150,004 60,899 67,065
753 615,829 638,474 659,972 682,455 705,976
- 204,061 140,870 81,580 (9,792) (124,278)
78
Streets
Actual
Actual
Actual
Budget
Projections
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
2015 -16
Revenue
Fund Balance
728,902
801,078
393,536
93,909
6,000
14,093
(335)
(25,592)
(62,635)
Licenses and Permits
860
447
1,167
500
1,000
1,000
1,000
1,000
1,000
Intergovernmental
987,679
890,793
811,216
950,000
1,050,000
1,091,800
1,124,554
1,158,291
1,193,039
Misc
47,255
16,777
13,207
6,163
5,400
5,400
5,400
5,400
5,400
Transfers In
300,000
130,000
165,000
90,000
337,942
320,000
320,000
320,000
320,000
1,140,572
1,410,342
1,432,293
1,450,619
1,459,099
1,456,804
Revenue Total
2,064,696
1,839,095
1,384,126
Expense
Labor and Benefits
498,737
538,662
439,922
525,038
485,289
509,354
531,990
555,935
581,268
Supplies and Services
442,455
633,397
601,584
419,256
677,935
698,273
719,221
740,798
763,022
Capital Outlay
13,053
4,500
-
-
8,025
-
-
-
-
Transfers Out
309,000
269,000
289,000
195,000
225,000
225,000
225,000
225,000
225,000
Conting'y & Unapprop
-
-
-
1,278
-
-
-
-
-
Expense Total
1,263,245
1,445,559
1,330,506
1,140,572
1,396,249
1,432,627
1,476,211
1,521,733
1,569,289
Ending Fund Balance
801,451
393,536
53,620
-
14,093
(335)
(25,592)
(62,635)
(112,485)
Exhibit A
MW
City Gas Tax Actual Actual Actual I Budget Projections
2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Revenue
Fund Balance
Taxes
Intergovernmental
Misc
Transfers In
Revenue Total
Expense
Supplies and Services
Capital Outlay
Conting'y & Unapprop
Expense Total
Ending Fund Balance
Exhibit A
277,952
421,414
28,830
1
213,000 44,408 166,808 291,656 39,001
137,120
118,670
108,681
115,000
120,000 122,400 124,848 127,345 129,892
14,342
3,428
355
300
350 - - - -
168,893
3 - 4,000 36,000
8,000 510,926 9,255 101,429 310,000
- - 10,871 -
E
I
30,000
350,000
116,300 346,000 - - 380,000 -
(10,871) 44,408 166,808 291,656 39,001 168,893
80
Transportation Impact Fee
Actual Actual Actual Budget Projections
2007 08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Revenue
Fund Balance
6,535,764
7,426,113
7,549,656
6,310,736
5,750,000
4,000,000
4,204,522
-
154,522
Charges for goods and services
617,221
153.,404
206,610
200,000
150,000
150,000
150,000
200,000
200,000
Misc
289,249
175,499
34,979
35,000
15,300
15,300
15,300
15,300
15,300
Other Financing Sources
-
-
-
-
39,222
39,222
1,130,178
39,222
39,222
Transfers In
71,600
-
-
-
Revenue Total
7,442,234
7,755,016
7,791,245
6,545,736
6,026,122
4,204,522
5,500,000
254,522
409,044
Expense
Supplies and Services
16,123
2,551
255,972
356,611
805,850
-
-
-
Debt Service
34,519
-
-
100,000
100,000
Capital Outlay
-
202,809
606,672
2,950,000
1,185,753
-
5,500,000
-
-
Transfers Out
-
-
-
256,500
-
-
-
-
-
Conting'y & Unapprop
-
-
-
2,982,625
-
-
-
-
-
Charges for goods and services
-
-
-
-
-
-
-
-
-
_Expen To tal _______________
16,123
205,360
862,644
6,545,736
2,026,122
-
5,500,000
100,000
100,000
Ending Fund Balance
7,426,111
7,549,656
6,928,601
-
4,000,000
4,204,522
-
154,522
309,044
Exhibit A
81
Water Actual Actual Actual I Budget Projections
20
2007 -08 2008 -09 09 10 - 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Revenue
Fund Balance
Charges for goods and services
Misc
Other Financing Sources
Transfers In
Revenue Total
Expense
Labor and Benefits
Supplies and Services
Capital Outlay
Transfers Out
Conting'y & Unapprop
Revenue Total
Ending Fund Balance
Exhibit A
659,063
639,986
643,983
515,000
515,000
376,676
113,727
(126,207)
(342,009)
1,716,455
1,799,021
1,697,371
1,691,111
2,123,954
2,123,954
2,230,152
2,341,659
2,458,742
84,474
55,558
51,709
30,500
30,500
30,500
30,500
30,500
30,500
-
-
-
85,442
-
-
-
-
-
70,000
85,000
85,000
85,000
85,000
85,000
85,000
85.000
85.000
955,388 1,017,361
549,594 535,122
41,805 37,335
346,000 346,000
885,597
1,131,631
1,279,863 1,422,856 1,483, 732 1,548,133 1,616,267
542,777
673,836
721,890 743,547 765,853 788,829 812,494
9,212
40,000
40,025 - - - -
346,000
431,442
336,000 336,000 336,000 336,000 336,000
-
130,144
- - - - -
892,788 _ _1,935,818 1,783,586 2,407,053 2,377,778 2,502,403 2,585,585 2,672,961 2,764,760
637,204 643,847 694,477 - 376,676 113,727 (126,207) (342,009) (532,527)
82
Water Well /Dist Const
Revenue
Fund Balance
Intergovernmental
Charges for goods and services
Misc
Other Financing Sources
Transfers In
Expense Total
Labor and Benefits
Supplies and Services
Debt Service
Capital Outlay
Transfers Out
Conting'y & Unapprop
Expense Total
Ending Fund Balance
Exhibit A
Actual
Actual
Actual
Budget
4,390,783
2,318,082
Projections.
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
3,727,732
4,602,187
5,792,564
4,547,846
3,149,564
1,167,910
963,082
1,606,392
1,643,012
1,580,3158
1,613,261
1,095,000
1,105, 950
1,117,010
170,993
94,791
27,867
25,500
10,000
5,000
5,000
-
-
324,339
2,528,661
136,219
39,222
39,222
2014 -15 2015 -16
769,314 586,715
1,128,180 1,139,461
5,000 5,000
39,222 39,222
5,505,117
6,339,990
7,725,138
8,715,268
4,390,783
2,318,082
2,124,314
1,941,715
1,770,398
25,740
12,400
250,567
929,748
140,000
75,000
75,000
75,000
75,000
750,878
753,673
753,023
1,157,349
1,155,417
700,000
700,000
700,000
700,000
126,322
13,405
1,064,538
5,161,486
1,847,456
500,000
500,000
500,000
500,000
-
-
-
429,433
80,000
80,000
80,000
80,000
80,000
-
-
-
1,037,252
-
902,940 779,478 2,068,128
4,602,177 5,560,512 5,657,010
3,222,873 1,355,000 1,355,000 1 1,355,000
1,167,910 963,082 769,314 586,715 415,398
83
Sewer Actual Actual Actual I Budget Projections
2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Revenue
Fund Balance
398,643
403,160
530,387
346,500
346,500
206,310
307,743
626,729
845,900
Fines and Forfeits
-
-
300
500
250
250
250
250
250
Charges forgoods and services
2,172,931
2,446,713
2,533,257
2,745,763
3,006,610
3,292,238
3,605,001
3,605,001
3,605,001
Misc
29,597
18,654
20,040
12,500
-
-
-
-
-
Other Financing Sources
-
-
-
85,442
-
-
-
-
-
Transfers In
-
-
-
-
-
-
-
-
_
Revenue Total
2,601,171
2,868,527
3,083,984
3,190,705
3,353,360
3,498,799
3,912,994
4,231,981
4,451,151
Expense
Labor and Benefits
945,231
1,035,979
1,028,961
1,214,839
1,287,114
1,425,972
1,489,078
1,555,828
1,626,438
Supplies and Services
789,617
850,721
838,730
1,027,370
1,038,917
1,070,085
1,102,187
1,135,253
1,169,310
Capital Outlay
12,196
41S
45,575
118,500
126,019
-
-
-
-
Transfers Out
451,000
451,000
590,000
700,442
695,000
695,000
695,000
695,000
695,000
Conting'y & Unapprop
-
-
73,000
129,554
-
-
-
-
-
Chargesforgoodsandservices
-
-
-
-
-
-
-
-
Expense Total
2,198,044
11
2,338,5
2,576,266
3,190,705
3,147,050
3,191,056
3,286,265
3,386,081
3,490,749
Ending Fund Balance
-
-
-
-
206,310
307,743
626,729
845,900
960,403
Exhibit A
84
Surfacewater - Actual Actual Actual I Budget Projections
2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 20
Revenue
Fund Balance
Misc
Transfers In
Revenue Total
Expense
Labor and Benefits
Supplies and Services
Capital Outlay
Conting'y & Unapprop
Expense Total
Ending Fund Balance
Exhibit A
-
46,000
102,815
53,494
(7,846)
(76,689)
(153,716)
155
100
100
100
100
100
100
235,000
235,000
235,000
240,000
245,000
250,000
255,000
235,155
281,100
337,915
293,594
237,254
173,411
101,384
134,929
200,825
227,354
252,452
263,485
275,156
287,502
17,144
36,615
47,561
48,988
50,457
51,971
53,530
-
17,500
9,506
-
-
-
-
-
26,160
T ,073 281,100 284,421 301,440 313,943 327,127 341,032
,082 - 53,494 (7,846) (76,689) (153,716) (239,648)
85
WWTP Construction
Actual
Actual
Actual
Budget
Projections
2007 -08
2008 -09
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
2015 -16
Revenue
Fund Balance
1,008,251
588,620
145,804
1,262,545
1,262,545
22,010,879
15,501,314
7,073,482
(978,514)
Charges for goods and services
1,790,567
2,028,697
2,337,362
2,567,663
2,811,591
3,078,692
3,371,168
3,371,168
3,371,168
Misc
25,280
8,375
2,828
3,263
1,000
1,000
1,000
1,000
1,000
Other Financing Sources
-
562,045
355,583
1,900,000
23,500,000
-
-
-
-
Transfers In
-
-
-
Revenue Total
2,824,098
3,187,737
2,841,577
5,733,471
27,575,136
25,090,571
18,873,482
10,445,650
2,393,654
Expense
Supplies and Services
426,958
729,391
890,226
551,930
1,200,000
-
-
-
-
Debt Service
1,769,131
1,763,439
1,757,544
2,479,281
2,289,257
2,289,257
4,500,000
4,500,000
4,500,000
Capital Outlay
21,422
317,103
104,426
1,375,088
2,075,000
7,300,000
7,300,000
6,924,164
-
Conting'y & Unapprop
-
-
-
1,327,172
-
-
-
-
-
Expense Total
2,235,478
2,809,933
2,752,196
5,733,471
5,564,257
9,589,257
11,800,000
11,424,164
4,500,000
Ending Fund Balance
588,620
377,804
89,381
-
22,010,879
15,501,314
7,073,482
(978,514)
(2,106,346)
Exhibit A
86
Building Maintenance Actual Actual Actual Budget Projections
2007 -08 2008 -09 2 009 -10 1 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -1F
Revenue
Fund Balance
58,814
27,124
14,588
30,000
120,000
41,220
41,220
41,220
41,220
Charges for goods and services
635,001
709,000
792,083
838,762
658,945
767,694
786,245
816,469
837,234
Misc
3,840
6,161
5,276
250
-
-
-
-
_
Transfers In
12,000
999
-
-
-
-
_
Revenue Total
709,655
743,284
811,947
869,012
778,945
808,914
827,465
857,689
878,454
Expense
Labor and Benefits
301,649
338,348
351,090
363,570
394,757
414,437
432,988
452,614
473,379
Supplies and Services
375,223
390,349
379,476
484,437
342,968
353,257
353,257
363,855
363,855
Capital Outlay
5,658
-
-
-
-
-
_
_
Conting'y & Unapprop
-
-
-
21,005
-
-
-
-
_
Expense Total
682,530
728,697
730,566
869,012
737,725
767,694
786,245
816,469
837,234
Ending Fund Balance
27,125
14,587
81,381
-
41,220
41,220
41,220
41,220
41,220
Exhibit A
87
I
oOBuR
August 8, 2011
TO: Honorable Mayor and City Council through City Administrator
FROM: Dan Brown, Public Works Director
SUBJECT: Award of Construction Contract;
Aquatic Center Replastering and Repair
RECOMMENDATION
That the City Council Award the construction contract for Aquatic Center Pool
Replastering and Repair in the amount of $139,512.00 to Anderson Poolworks.
BACKGROUND
Bids for the improvement were opened on July 6, 2011. Three responsive and
qualified bid proposals were received.
No: Name Amount
1 Atlantis Pool Plastering Inc. $178,854.00
2 Mid - America Pool Renovations $149,220.00
3 Anderson Poolworks $139,512.00
Engineer's Estimate $115,000.00
DISCUSSION
The project, as approved in the 2011 -12 Capital Improvement Project budget,
entails replacement of plaster finish in the pool, replacement of underwater
lights with improved energy efficient fixtures, replacement of damaged deck
drains, and replacement of failed caulking in the deck area.
The contract award is in conformance with public contracting laws of the State
of Oregon as outlined in ORS Chapter 279C and the laws and regulations of the
City of Woodburn. Staff is recommending that the contract be awarded.
Agenda Item Review: City Administrator _x_ City Attorney _x_
Finance _x_
Honorable Mayor and City Council
August 8, 2011
Page 2
FINANCIAL IMPACT
The project will be funded using approved General CIP Fund (358) as identified
in the 2011/12 Fiscal Budget.
I
oOBuR
August 8, 2011
TO: Honorable Mayor and City Council through City Administrator
FROM: Dan Brown, Public Works Director
SUBJECT: Acceptance of Public Utility Easement;
Parcels 1, 2, and 3 of 612 North Cascade, Woodburn, Oregon
Driftwood Mobile Home Park
Tax Lots: 052W12DD00200, 052W12DD00400, 052W12DD00500, and
052W12DD00600
RECOMMENDATION
That Council accept a Public Utility Easement for City water facilities granted by
Western Sage Management Inc., property owners of 612 North Cascade Drive,
Woodburn, OR 97071, known as Driftwood Mobile Home Park (Tax Lots
052W 12DD00200, 052W 12DD00400, 052W 12DD00500, and 052W 12DD00600).
BACKGROUND
A permanent water line easement is necessary to provide City water service to
612 North Cascade Drive, Woodburn, OR 97071, also known as Driftwood Mobile
Home Park. An ARRA grant and a forgiven State Revolving Fund loans provided
funding for this City expansion of municipal water service to address a public
health and safety concern. This easement will allow access for City crews to
maintain and operate the water supply system throughout the Driftwood Mobile
Home Park.
DISCUSSION
The Public Utility Easement is a 16.0 feet wide easement for the City -owned 12-
inch and 6 -inch diameter water mains located within parcels 1, 2, & 3 of the
Driftwood Mobile Home Park. The easement also provides a radius of 5 feet
around all City -owned fire hydrants, air release valves & water boxes, and
includes a 10.0 feet wide easement for all water service lines that extend from
the main to the meter. This Public Utility Easement provides a permanent
easement and right -of -way to construct, reconstruct, operate, and maintain a
domestic water public utility.
Agenda Item Review: City Administrator _x_ City Attorney _x_ Finance _x_
Honorable Mayor and City Council
August 8, 2011
Page 2
FINANCIAL IMPACT
There is no cost to the City for this Public Utility Easement since it was donated by
the property owner.
ATTACHMENTS:
A copy of the properly signed Public Utility Easement document is attached.
91
AFTER RECORDING RETURN TO:
Woodburn City Recorder
City of Woodburn
270 Montgomery Street
Woodburn, OR 97071
CITY OF WOODBURN, OREGON
PUBLIC UTILITY EASEMENT
Western Sage Management, Inc., GRANTOR, grants to the CITY OF
WOODBURN, OREGON, hereinafter called CITY, a permanent easement and right -of-
way, including the permanent right to construct, reconstruct, operate, and maintain a
domestic water public utility on the following described land:
See attached Exhibit `A" Legal Description of Permanent Easement and
attached Exhibit "B" Sketch for Legal Description of Permanent Easement
which are by this reference incorporated herein
GRANTOR reserves the right to use the surface of the land for any purpose that
will not be inconsistent or interfere with the use of the easement by CITY. No building
or utility shall be placed upon, under, or within the property subject to the foregoing
easement during the term thereof, however, without the written permission of CITY.
Upon completion of the construction, CITY shall restore the surface of the
property to its original condition and shall indemnify and hold GRANTOR harmless
against any and all loss, cost, or damage arising out of the exercise of the rights granted
herein.
The true consideration of this conveyance is zero ($0.00), and other valuable
consideration, the receipt of which is acknowledged by GRANTOR.
GRANTOR covenants to CITY that GRANTOR is lawfully seized in fee simple of
the above- granted premises, free from all encumbrances and that GRANTOR and their
heirs and personal representatives shall warrant and forever defend the said premises
and every part thereof to CITY against the lawful claims and demands of all persons
claiming by, through, or under GRANTOR.
Public Utility Easement
Page 1 of 4
92
DATED this day of L y J 2011,
Title
CORPORATE ACKNOWLEDGEMENT
STATE OF , County of ) ss.
The foregoing instrument was acknowledged before me this day of
2011 by
as of Western Sage Management, Inc., a corporation and the
foregoing instrument was signed and sealed on behalf of said corporation by authority
of its Board of Directors; and each of them acknowledged said instrument to be its
voluntary act and deed.
NOTARY PUBLIC FOR
My Commission Expires:
City of Woodburn
270 Montgomery Street
Woodburn, OR 97071
-�- Ath-a4---d
7 /s at
Western Sage Management
3215 Kalmis St
San Diego, CA 92104
Accepted from Western Sage Management, Inc.
on behalf of the City of Woodburn after
authorization by its City Council on
, 20
Date
City Recorder:
Christina Shearer
Public Utility Easement
Page 2 of 4
93
CALIFORNIA ALL - PURPOSE ACKNOWLEDGMENT
= ._
State of California
P
County of T t
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Casa
personally appeared
before me, ,
HOe Insert Nara and i tfe eS er
Name(s)
V1aca Nctary Seal Above
who proved to me on the basis o atisfactory evidence to
be the persorwhose namWi 'are subscribed to the
e thin instrument and acknowl ed to me that
l IhP-y executed the me i is it authorized
capacity N, and that by ii /Ngf7 eir signatureN on the
instrument tNe person'.J, or the entity upon behalf of
which the person(c�acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws
of the State of California that the foregoing paragraph is
true and correct_
WITNESS my hand and official seal.
Signature 4
Signal a 1 . Clary P ,7IOG
OPTIONAL
Though the information below is not required by law, it may prove valuable to persons relying on the document
and could prevent fraudulent removal and rea ttachment of this form to another document.
Description of Attached Document
T itle or Type of Docurnent: ` -,6'-
Document Date:
C
r i
Number of Pages: -
Signer(s) Other Than Named Above:
Capacity(ies) by Signer(s)
Signers Name:
G Individual
Corporate Officer — Title(s):
❑ Partner — El Limited ❑ General
❑ Attorney in Fact
LD Trustee Top of thumb here
Il Guardian or Conservator
i] Other:
Signer is Representing:
Signer's Name:
Individual
❑ Corporate Officer --- Title(s):
❑ Partner — ❑ Limited C. General l:. .
El Attorney in Fact
Q Trustee Ton of thumb here
❑ Guardian or Conservator
C Other:
Signer Is Representing:
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02 Nabonal Notary Assmawn • 9350 De Sal® Ave-. P.o. Bm 2402 • ChaSwarttt, CA 91313-2402 - www.NatiataJNoMryorg (tern 45967 Reorder call7d3 -Ree 1- 800497'6-6827
4
JtNNIFER LYtdDON
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Commission # 1 665902
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Notary Pub11c - Calibrnia
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S Diego County r
My Comm. Expires Oct 2, 2013
V1aca Nctary Seal Above
who proved to me on the basis o atisfactory evidence to
be the persorwhose namWi 'are subscribed to the
e thin instrument and acknowl ed to me that
l IhP-y executed the me i is it authorized
capacity N, and that by ii /Ngf7 eir signatureN on the
instrument tNe person'.J, or the entity upon behalf of
which the person(c�acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws
of the State of California that the foregoing paragraph is
true and correct_
WITNESS my hand and official seal.
Signature 4
Signal a 1 . Clary P ,7IOG
OPTIONAL
Though the information below is not required by law, it may prove valuable to persons relying on the document
and could prevent fraudulent removal and rea ttachment of this form to another document.
Description of Attached Document
T itle or Type of Docurnent: ` -,6'-
Document Date:
C
r i
Number of Pages: -
Signer(s) Other Than Named Above:
Capacity(ies) by Signer(s)
Signers Name:
G Individual
Corporate Officer — Title(s):
❑ Partner — El Limited ❑ General
❑ Attorney in Fact
LD Trustee Top of thumb here
Il Guardian or Conservator
i] Other:
Signer is Representing:
Signer's Name:
Individual
❑ Corporate Officer --- Title(s):
❑ Partner — ❑ Limited C. General l:. .
El Attorney in Fact
Q Trustee Ton of thumb here
❑ Guardian or Conservator
C Other:
Signer Is Representing:
_ - ■-:; �: _<,_ _ t-:. _ .; _ - - _ �,"=c, _ T �" a _ _ _ � -;.- _ _ mac. � - vc:, _ - mac.— - _ - - �:;, ��
02 Nabonal Notary Assmawn • 9350 De Sal® Ave-. P.o. Bm 2402 • ChaSwarttt, CA 91313-2402 - www.NatiataJNoMryorg (tern 45967 Reorder call7d3 -Ree 1- 800497'6-6827
EXHIBIT "A"
Grantor:
Site Address:
Parcel No. i
Property ID No.:
Map Tax Lot No.:
Parcel No. 2
Property ID No.:
Map Tax Lot No.:
and
Property ID No.:
Map Tax Lot No.:
Parcel No. 3
Property ID No.:
Map Tax Lot No.:
Legal Description of Permanent Easement
Western Sage Management, Inc.
612 North Cascade Drive, Woodburn, OR 97071
R106691
052W12DD 00600
R106685
052W12DD 00400
R106686
052W12DD 00500
R106684
052W12DD 00200
An easement on Grantor's Property described as Parcels 1, 2 and 3 in Reel 2140, Page
44, Records of Marion County, Oregon, said tract of land being located in the Southeast
Quarter of Section 12, Township 5 South, Range 2 West, Willamette Meridian, Marion
County, Oregon; the easement being more particularly described as follows:
A strip of land 16 feet wide, 8 feet lying on each side of the City -owned 12 -inch and 6-
inch diameter water mains located on the above - described tract as shown in Exhibit "B ",
a radius of 5 feet around all City -owned fire hydrants, air release valves, and water
meter boxes, and a strip of land 10 feet wide, 5 feet lying on each side of all connecting
piping between these City -owned facilities and the above - described mains.
Public Utility Easement
Page 3 of 4
95
EXH I B I T II
SKETCH FOR LEGAL DESCRIPTION OF PERMANENT EASEMENT
MAP TAX LOT NO. SCALE:
052W12DD050O
� J
1 WATER MAINS (TYPICAL)
- I
WATER SERVICES (TYPICAL)
r r r
1 �-- PARCEL/ 2
j
i ; r
r
PARCEL 3
n I -
I
PARCEL I JJ ! 1 r
x �
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r rt
a PARCEL 2
n
MAP TAX LOT N0. MAP TAX LO7 NO
052W12DD060a D52W12DD0200
MAP TAX LOT NO.
E 052W12DD0400 NOTICE
N
C ' /2
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i
n
IF THIS BAR DOES
NOT MEASURE I"
THEN DRAWING IS
i NOT TO SCALE
I
9.
I
oOBuR
August 8, 2011
TO: Honorable Mayor and City Council through City Administrator
In Capacity as Local Contract Review Board
FROM: Dan Brown, Public Works Director
SUBJECT: Award of Contract for Biosolids Handling Services
RECOMMENDATION
The City Council, as Local Contract Review Board, delegate authority to the City
Administrator to accept the best proposal submitted via a Request- for - Proposals
(RFP) process and award a five -year contract for the removal of biosolids from
the Wastewater Treatment Plant Facultative Sludge Lagoons.
BACKGROUND
Currently, Woodburn operates two Facultative Sludge Lagoons. Both lagoons
are nearing their holding capacity. Councilors may recall a previous update
provided to the City Council in July of 2010 (see attached Exhibit A).
Unfortunately, our sludge lagoons have been accumulating biosolid material for
almost 12 years, pushing lagoon storage capacity to its maximum limit. In
addition, the volume of sludge has exceeded the poplar tree farm's ability to
treat. As a result, the accumulation of sludge has decreased the lagoon's
ability to meet our discharge standards per our DEQ permits. Councilors should
also note that this project is consistent with DEQ's Mutual Agreement Order,
which obligates the City to complete this project in a timely manner.
In preparation of this project, the City applied for and received all required DEQ
sludge removal and land application permits, which are now in place. Under
DEQ's rules, the annual seasonal construction window for sludge land
application ends effective October 1.
In addition, the City has identified approximately 1000 acres of agricultural
properties to land apply the sludge, which have also been approved by DEQ.
Agenda Item Review: City Administrator _x_ City Attorney _x
Finance
97
Honorable Mayor and City Council
August 8, 2011
Page 2
DISCUSSION
Due the the City Council's historical cancellation of the second meeting in
August, and the need to award this contract in time to allow sufficient sludge
removal and land application to October 1, staff is asking for authorization to
award and enter into a contract prior to the September 12, 2011 Council
meeting.
Staff's concerns are that if a contract is not awarded in August, there may be
insufficient time to mobilize and remove enough biosolids this year to achieve
our goal. Also, failure to complete this project in 2011 could mean a DEQ
imposed moratorium on septic tank waste haulers - and the associated loss of
revenue. The loss of sludge storage capacity also limits the Wastewater
Treatment Facilities ability to store effluent and respond to high flow conditions.
FINANCIAL IMPACT
The estimated cost for the removal of the biosolids over the five -year contracted
period is estimated at between $2 and $2.5 million with an annual expenditure
estimated between $350,000 and $500,000. The Wastewater Treatment Plant
Construction Fund can fund the 1St year of the sludge removal project up to
$500,000.
This past May (201 1) the City Council authorized the issuance of Sewer Revenue
Bonds to fund the continuation of treatment plan improvement (including the
sludge removal) as well as refinancing our existing loans. The sale of council
approved bonds will occur at the time of the contract award. There are
sufficient funds in the Sewer Construction Fund 465 to bridge the period of time
from contract award until revenue bonds are issued.
ATTACHMENTS:
Exhibit A
ai
Exhihit A
From the July 2010 E -Blurb
Summary- Biosolids Removal & Disposal Update Biosolids are a by- product of our
wastewater treatment system. They accumulate in the Facultative Sludge Lagoons at the
Wastewater Treatment Facility. Public Works has identified that past maintenance practices did
not dredge the biosolids on a continuous basis and the Facultative Sludge Lagoons filled with
biosolids to a point where the lagoons could no longer function properly. Public Works did
purchase a suction dredge that is designed to maintain the lagoons. However, this maintenance
dredge does not have the capacity to remove over 10 years of accumulated biosolids. The
lagoons will need to be dredged by a high volume dredge. Additionally, the City's poplar trees
cannot process the volume of biosolids generated by the lagoon dredging. Public Works is
currently working with Agri - business agent and farmer to get farm land permitted through DEQ
to receive the biosolids generated by the lagoon dredging.
The Wastewater Facilities Plan identified that bio -solid production would exceed the acreage
available for poplar tree expansion. The poplar tree acreage is actually sized by the treatment
facility need to meet the July /August ammonia discharge limitations and additional biosolids
utilization capacity will be obtained through contract hauling for land application to other
permitted sites.
The City owned McNulty property has been submitted for DEQ Land Application site
authorization for routine maintenance applications. The area requested for biosolids land
application is approximately 27 acres. The annual application rate estimated to be 24 to 78 dry
tons /yr or 0.17 to 0.55 million gallons /yr. Additionally, Public Works is currently revising the
Biosolids Management Plan for submittal to DEQ that will provide the following updates:
✓ Amend the plan to be consistent with DEQ's December 2005 Internal Management
Directive Implementing Oregon's Biosolids Program (DEQ, 2005).
✓ Update the description of liquid and solid unit processes providing details associated with
capital improvements made since last biosolids management plan.
✓ Describe the dewatering and contract biosolids hauling programs that Woodburn intends
to implement during the next permit cycle.
✓ Update nitrogen accounting procedures and agronomic rate assumptions utilizing DEQ
recommended reference documents.
✓ Include all new land application areas within the program.
In addition, Public Works issued a Request for Proposals (RFP) for permitting land for
biosolid application last March. The RFP identified the need for obtaining a Biosolids
Land Application Permit for approximately 1,000 acres of property within a 25 mile
radius of the Treatment Plant. The selected respondent is required to locate, obtain
conditional agreement with owner, conduct soil sampling, mapping, and prepare permit
application to DEQ. The consultant has located a property within 20 miles of the
treatment plant. The permit application must be reviewed and approved by DEQ.
Approval process requires public notice.
The City currently has two Facultative Sludge Lagoons that currently are full of
approximately 8,000,000 pounds of biosolid material. Public Works is currently
preparing an RFP to dredge; haul and land apply the removed biosolids off -site. The
contract will be a four to five year contract removing approximately 1,500,000 to
2,000,000 pounds per year until the lagoons are restored to a maintainable level.
The adopted Capital Improvement Program for the Wastewater Treatment Facility has
$500,000 identified over the next four years to perform the corrective maintenance
dredging, hauling, and land disposal of the biosolids. Recurring biosolid maintenance
thereafter is estimated at $150,000 per year.
100
CITY OF WOODBURN
CITY COUNCIL SPEAKER CARD
Members of the public wishing to comment on items of general business must complete and
submit a speaker's card to the city Recorder prior to commencing this portion of the Council's
agenda. Comment time may be limited by Mayoral prerogative.
NAME: CC,K, SrGi_4 PHONE # 67b1)380 - Stc, -?}
ADDRESS: 02 (e C c7 /--
AGENDA DATE: 8g/l ( AGENDA ITEM #:
COMMENTS: C:, ,., j1 * ,� -- — u
(.1 try, TrzaSs Q 6S ,�J�.
flrn 7Z) 3. 4 Di 0 c S i vA3
FOR OFFICE USE ONLY:
Follow -up: