ORD 25282009 Budget Message
Budget Calendar
City Organization Chart
CITY OF CAMAS, WASHINGTON
TABLE OF CONTENTS·
Employees (Full Time Equivalents)
2009 Budget Summary
Combined Summary of Revenues, Appropriations
and Other Financing Sources and Uses by Fund
Summary of Estimated Appropriations by Fund
Schedule of Operating Transfers/General Fund Fund Balance
General Fund ThreeYear Projections
Street Fund Three Year Projections
General Fund
Summary/Revenue Detail
Sales Tax and Property Tax Revenue/Fund Balance
Appropriated Fund Balance
Administration
Organization Chart
Legislative
Judicial
Executive
Legal
Human Resources Organization Chart
Human Resources
Information Systems Organization Chart
Information Systems
Parks and Recreation Organization Chart
Parks and Recreation
Information and Outreach
Co~munity Education
Growth Management
Financial and Records Services
Organization Chart
Financial and Record Services
Other General Governmental Services
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TABLE OF CONTENTS
Unlimited Tax General Obligation Bonds
Limited Tax General Obligation Bonds
Local Improvement District Fund
Firemen's Pension
Police
Fire
Organization Chart
Law Enforcement
Detention and Correction
Animal Control
Organization Chart
Fire Control
Emergency Services
Emergency Rescue
Department Personnel Schedule
2008 and 2009 FTE
Fire Equipment Cumulative Reserve
Library
Organization Chart
Library
Library Construction
Community Development
Organization Chart
Planning
Protective Inspections
Downtown Vision Coalition
Public Works
Organization Chart
Engineering
Central Services
City Street
Cemetery
Storm Water Drainage Utility
City Sanitary
Water Sewer
WWTP -PWTF Construction Fund
2007 Water Sewer Bond Construction Fund
Equipment Rental
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2009 Budget Message'
from
Mayor Paul Dennis
to
Council and Citizens
The 2009 budget for the City of Camas retains an adequate, steady level of service to the citizens of
the community. This is a substantial achievement in a tough time of economic uncertainty. This is a
"rainy day budget". It includes no new initiatives. Staffing and projects are modestly curtailed.
Important activities and maintenance are deferred. The budget does provide a steady, adequate
service level. With non-general fund money, the budget does provide for important investments in the
community's future. It is a responsible plan, which will help the City weather a difficult year. The
circumstances will call for continued attention to the budget remaining nimble and. flexible with the
ability to adjust to conditions, combined with steady focus on City "big-picture" objectives. This will be
required as we navigate the uncharted tides of 2009. The proposed budget meets several goals:
Those goals include:
1) Provide an adequate, steady, balanced level of service and programs.
2) Utilize existing revenue streams to fund city services and programs.
3) Preserve a substantial level of General Fund reserves, consistent with adopted financial
pOlicies.
4) Invest in City's future, consistent with adopted plans.
In the proposed budget, an austere approach to funding ongOing expenses is taken. Staffing levels
and vacancies continue to be reviewed for long-term need. Staffing levels are modestly reduced; and
this is mainly done through attrition, reorganization and consolidation of duties. The proposed budget
includes careful analyzed staffing to adequately meet the needs of the community. A variety of capital
projects are favorably financed, including the Wastewater Treatment Plant, Phase II project, and the
purchase of a new fire engine. Also, the major street program-the arterial/collector street
rehabilitation effort is funded with REET proceeds. One of the many regrettable deletions in the
budget is the street overlay/maintenance program. After several years of "catch-up" work, this
valuable program has been deleted for 2009 to help balance the budget.
The budget is constructed within a framework that balances internal needs with community
expectations and economic conditions. The local context is one characterized by a generally
weakened economy. Development activity abated in 2008 from the boom levels of prior years. We
estimate that building and development activities arid revenues will continue at about 2008 levels,
which are sharply down from previous levels. Some activity is anticipated, and a major specific
example is the Fisher Investment in West Camas. This should bring building and new well-paid jobs
to Camas. The property tax base is estimated to grow by about $50 million in 2009; again this is less
than in prior years. Real estate excise tax revenues have declined from peak 2006 levels. Revenue
estimates have taken these forecasted economic conditions into account. Still, they are professional
estimates, based on the best information available through the composition of the budget. The City
will continue to take actions to encourage and allow industrial, mixed use and residential
development. Adoption of the 2004 Comprehensive Plan Update and the fall 2007 expansion of the
Camas Urban Growth Boundary were both important milestones for the City's development and
future. The 2008 annexations of the Bybee curves area and upwards of 1,100 acres north of
Lacamas Lake are other actions which were taken to strengthen Camas' long term economic vitality.
The budget was constructed with these varied current conditions and trends in mind.
i
Related to a generally weakened economy and a continuing second element of the budget, staffing
levels are expected to decline in 2009. The levels should be austere, yet adequate. The staffing
ratios are reduced to levels experienced in a prior economic downturn. The City's three "recession
budgets" (2002, 2003, & 2004) were very austere, especially in staffing. As an example, staffing
authorization levels were initially at the same levels in 2005 as they were in the 2002 adopted budget
(164 FTE-full time equivalents). This occurred while the City's population. increased from 13,540 to
15,460 (a 14.2% population growth). The FTE per thousand population ratio fell from 12.2 to 10.5. In
2005, conditions allowed for some mid-year additions to staff, 2006 allowed further restoration, and
the 2007 budget provided for restrained staffing increases to meet the City's business and service
delivery needs. The overall staffing ratio proposed in the 2009 budget is an austere, adequate 10.5
per 1,000 population. This is a decline from the 11.31 ratio of employees per 1,000 population in
2007. With a reduction of 6 FTE through unfilled vacancies and retirements the 2009 staffing levels
leave the City below its historic staffing ratio, and below the average of the comparable cities. As the
Level of Service (LOS) study forecasted, there is some "pent-up demand" for city services
(i.e. staffing) as the population continues to grow in the face of constrained revenues. This trend is
especially marked in the functions supported by the General Fund. This "pent-up demand" will be
intensified by the necessary 2009 restraints.
A third part of the context is continued city emphasis on efficiencies, partnerships, and strong financial
policies. The baseline for the 2009 budget builds from established council policies in 2002, such as
the City's adopted financial policies. Realistic projected revenues and lower than average
commitment level of reserves sustain the proposed budget.
According to the latest estimates from our finance director, the City should enter 2009 with
approximately $3.4 million in General Fund reserves, an estimated $630,330 less than at the start of
2008. This level of reserves is greater than what was available during the 2002-2004 recession
budgets and it meets the goals in the adopted financial policies, and provides assurance the service
levels can be met in this budget. The proposed budget foresees a General Fund spending reduction
of $836,733 or 5.1 % below 2008 authorization levels. This is before adjustment for non-recurring
grant events. After such adjustment for non-recurring events, the reduction is approximately
$846,696 or about 5.2%.
The budget includes salary and benefit costs for all proposed employees, consistent with the current
signed labor agreements. The City and the Camas Police Officers Association have a signed 2009
agreement. Discussions with all other bargaining units are underway, but have not yet concluded.
Thus, any salary adjustments which are bargained and agreed will supplement this budget.
Significant benefit increases in the areas of pension and medical insurance are mandated by statute,
or contract. These major costs are included in the 2009 budget. As an example of this type of
"uncontrollable cost" the employer contribution rate for the state's PERS II retirement system (the
most common for Camas' employees) has risen from 3.69% in 2006, to 6.13% in 2007, and to 8.33%
effective July 1, 2008. These rates are set by state legislation, and are for all employers in the
PERS II system. In those ways, they represent costs which are not in the City's direct "control", and
these are significant costs. Similar increases have been mandated in the other major retirement
system which affects the City-the Law Enforcement Officers and Firefighters (LEOFF) plan. For
now, the pension cost increases appear to have "peaked" with minor rate reductions programmed to
begin effective July 1, 2009. Overall, personnel costs are the bulk of the General Fund's costs.
Salaries and fringe benefits for the entire General Fund constitute fully 69% of the expenditures. In
the Fire and Police Departments, the trend is especially striking. In the Fire department, personnel
costs are 90% of the budget. In the Police Department, personnel costs constitute 88% of the budget.
ii
Scheduled elements of the Capital Facilities Plan (CFP) are in the budget. As mentioned earlier, a
significant, regretted, deletion this year of the roadway preservation program. However, we are able
. to continue in 2009 a $300,000 Street Rehabilitation project, funded with capital designated REET
revenues. Steady, year after year funding of street preservation and rehabilitation pays long term
dividends. Overall, the proposed budget is designed to adequately meet the service needs of a
growing community, and make major capital investments. This can be seen as a form of balancing
current and future needs. The capital and facility needs are necessarily under funded in 2009 to meet
current needs. For a year, this can be seen as a practical adjustment. If these needs are under
funded for several years, it would represent a future liability-a postponed obligation. As has
occurred in the past, the city will continue to ensure the current economic times do not have a lasting
long term affect on the community.
This budget package has been constructed to meet the voter approved property tax levy cap of
Referendum 47 and state law. This index, in accordance with Referendum 47, limits property tax
increases for cities over ten thousand in population to the implicit price deflator (IPD); the IPD refers to
the United States Department of Commerce, Bureau of Economic Analysis' estimate of the average
price increases related to personal consumption expenditures. A one percent property tax increase is
fully allowed under state statute. The City has used this available authority in past budgets, and the
2009 proposed budget also projects using the allowed one percent increase. This one percent
increase for the Camas City General Fund amounts to roughly $94,000 in 2009. Largely as a result of
tax limitation legislation, the City's tax rate fell for three years. From the statutory limit of $3.60 per
$1,000 of assessed valuation (AV) imposed until 2005, the rate has fallen markedly. The rate for
2006 was $3.36 per $1,000 AV and it was $3.05 for 2007. The rate for 2008 taxes was $2.91 per
$1,000 AV. The estimated rate for 2009 is increased, reflecting a virtually unprecedented event-the
decline in the assessed value of existing property. The preliminary estimate City of Camas rate for
2009, as estimated by our Finance Director, is $3.19. The actual number will be computed after the
county provides the final AV figures for the tax year.
The overall decline in rate since 2005 was predicted by the consultants Paul Lewis and Tracey
Dunlap in the LOS analysis. Neither the sharp fall of the rate in the first three years, nor the AV based
increase in the most recent year was predicted. The four year decline in rates is a full 41 cents per
thousand, or approximately a 11 % rate decrease. For comparison, forty-one cents of taxation
decline is greater than the total rate for the Port of Camas-Washougal.
We currently estimate that $152,518 in General Fund reserves will be used to balance the 2009
General Fund. The City's Finance Director is currently projecting the General Fund will end 2008 with
$3.4 million of reserves or $630,330 less than 2007. The total reserve amount is reassuring.
However, the trend line is unsettling. After six years of General Fund reserve growth, the past two
years have both been marked by significant reductions in reserves. This is largely due to the
decrease of planning and development activities. The trend line should be monitored closely again
during the coming year. Expenditure and revenues will be closely monitored, with a
recommended mid-year Council special budget review for the summer of 2009.
In 2005, the City engaged the firm FCS Group for a professional review of the levels of service, and
the City's long term financial and strategic approach. This work was completed in the winter of 2005-
06 and fully reported to the Council and community. The study had great depth and analytical rigor.
The LOS study, data, and conclusions, including survey data from our citizens, have helped "inform"
and drive subsequent budget proposals, including this one.
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Here are summary observations from the LOS Study:
--'There is a high level of satisfaction with the City's Services". (p. 3, Executive Summary)
--Regarding Revenues: "Overall, Camas falls slightly below the average (of comparator Cities)." p. 5
--Regarding Expenditures: "Camas falls at the average of the (comparator Cities) group in
expenditures per capita" p . 6
--Regarding staffing levels (FTE): "Camas falls below the average for the (comparator Cities)
group." (p. 6). Note: with the 2008 and 2009 reductions in staff and the continued population growth,
it is very likely that Camas' position among the comparator Cities remains "below the average".
One of the conclusions of the LOS study shows a long-term, limited structural imbalance in the City's
finances. The imbalance was estimated in the range of two or three percent, over the long term. The
LOS study pointed to Camas' over-reliance on the property tax, and suggested strategic
diversification of the tax base. Modest diversification is occurring. Over the past two years, we have
been "solving" the structural imbalance with a combination of pressure on the expenditure side, and
use of reserves . We have not significantly broadened or diversified the tax base. The structural
imbalance has grown and is now likely in the five percent range .. A variety of policy choices can
influence this long term structural difference, and the diversification of the tax base. The following
chart with dated 2005 data, from the LOS study (p.5), shows Camas versus Comparator Cities
General Fund Revenues and illustrates Camas' reliance on property tax revenues:
G eneral Fund .Revenues Per C ap.i fa
In June of 2008, Money Magazine recognized Camas as one of the Top 100 "Best Places to Live".
This is a shared accomplishment for the entire community. Our commitment to excellence in creating
a special place has been recognized by others as well. As an example, in the fall of 2008, the
Camas Public Library was rated "number one" in the State of Washington. Quite an achievement.
When one reviews Camas' benchmarks in the Money Magazine in ratings versus the other 99 places ,
it is very apparent why Camas is such a wonderful place. For example , Camas' air quality index is
98.5% versus an average of 77% for the other 100 best places; personal and property crimes are also
nearly non-existent as compared to the group's overall average. Furthermore, Camas property
taxpayers appear to retain significant value for the services they receive, as the average property tax
per household in Camas is $1,000 less than the average for the other Top 100 "Best Places to Live".
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DIVERSIFICATION OF REVENUES
Three events may broaden the sales tax portion of the City's General Fund picture. These bear
careful monitoring and analysis. The trends are complex and intertwined. Sales tax is a potentially
less stable part of Camas' revenue mix, and therefore this element takes special attention.
--Sales Tax Rate: Due to a virtually unique series of circumstances, in 2007, the sales tax rate
in Camas was increased, and the City's percentage was increased from the 0.8%, which had been in
place since 1988, to the current one percent. This became effective July 1, 2007. The effects of this
change are not clear. 2008 Sales Tax revenues are meeting our budget projections, and the rate
change is evidently part of the reason. This matter bears monitoring and analysis. It may well make a
contribution to diversifying Camas' General Fund revenues.
--"Streamlined Sales Tax": The 2006 Legislature passed the Streamlined Sales Tax
legislation (SST), and it took effect as of July 1, 2008. The change effects how sales tax revenues are
distributed, and anticipates that certain remote ("internet") purchases will also produce sales tax
revenues. The legislation is complex, and provides assurances that cities sales tax revenues will not
be harmed. The State Department of Revenue (DOR) provided in early 2007 a series of estimates of
the effects of implementation of SST. Such estimates indicate modest increases for Camas (in the
range of two percent); however, the dated estimates should be regarded with great caution. At the
time of this writing, the results of only one month of SST are available. Thus no trend is available.
The actual results should be watched carefully. The SST implementation may result in some margirial
diversification of Camas' tax base.
--New Commercial Development: The local economy shows several signs of an expanding
business base. A major example is provided by the Fisher Investments Development. This project
brings major building of office spaces and addition of literally hundreds of well-paid jobs to our local
economy. The specific development agreement with Fisher Investments has been approved by the
City and Fisher has submitted site plans which are presently being processed. Construction of this
major project in 2009 will have various positive effects on our local economy, and on the city's long
term revenues. Again, this is a major development, and the City will need to deliver on needed
infrastructure to serve the West-side as part of our agreements with Fisher Investments.
In overall terms, the LOS study provided discussion of local choices to diversify the City's tax base for
the long run. We expect a lively and complex discussion of the policy choices as we face the
challenges and opportunities which lie ahead in the next decade. Since the City has high service
levels, quality expectations and ambitious goals, the discussion will likely revolve around how to
support those levels, expectations and goals. It is of special note that the extensive LOS survey
showed that over 80% of our citizens noted service levels in all departments have either maintained or
improved since. they have lived in Camas. The survey revealed a very positive citizen view of city
services. The September, 2006 EMS levy result provided additional evidence. The people spoke on
a critical question. The voters provided a 62% yes vote on the increased EMS levy. The vote was an
important citizen measure of satisfaction and willingness to pay for a vital local service. The overall
discussion of ways to resolve the "structural imbalance" with Lewis and Dunlap identified so clearly
will need to wait for another budget cycle. This 2009 "rainy day" budget does not address the
structural questions. For this difficult "rainy" year, austere General Fund expenditures, acceptance of
some risks, and modest further consumption of reserves make the budget balance and work.
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Capital Projects. Capital investments provide rays of sunshine in a "rainy day budget". The capital
projects are funded with NON-GENERAL FUND sources-largely from grants, favored loans, and
utilities. The capital investments of the 2009 budget are derived from the current Capital Facilities
Plan, and related plans such as the Water and Sewer Plans. It is noteworthy that many of the 2009
capital projects are wastewater and water projects. Important acquisitions such as major open space
purchases in the Lacamas Lake area are funded with grant monies. Two grants from the State of
Washington, Recreation and Conservation Office (RCO) totaling $1.5 million for openspace/park
acquisition are recognized in the 2009 budget. Also, a $10 million loan from the Public Works Trust
Fund (PWTF) for the Wastewater Treatment Plant Phase II project is also reflected in the budget.
This loan has a twenty year term, and a one-half of one percent interest rate. These examples
illustrate the favorable fundings of major capital projects. These capital investments help the City to
take positive steps toward major long term goals, as we weather the 2009 uncertainties and "rains".
Water system capital investments total more than $1.9 million; sewer projects" more than $12.5 million.
The 2009 budget includes approximately $459,000 for a fire engine and $250,000 for renovation and
code related work on the Station 41 facility (fire station at the municipal center).
A key to the continuing Capital Program is success in mobilizing non-general Fund resources,
including REET revenues, impact fees, utility resources, grants and favored loans.
Below is a listing of the top 10 capital project authorizations included in the 2009 budget:
2009 Top Ten Capital Projects
Wastewater treatment plant improvements
Fallen Leaf open space acquisition
Anderson well, pump, treatment, building
Open s~ace acquisition
NW 38t Avenue water main
NW 38 th Avenue sewer main
Fire Engine
Arterial Rehab
Station 41 Remodel
Sewer pump station upgrades
Water main replacements
$11,629,554
2,250,000
1,000,000
840,000
750,000
750,000
458,840
300,000
250,000
200,000
200,000
As a budgeting practice, generally, items dependent on grant funding for which the grants are not yet
assured are excluded from the budget. As grant or other outside funding becomes secured, and/or
necessary agreements with cooperating agencies are prepared, project budget appropriations will
come forward. As the future of such grant-funded projects becomes clearer, the matters will return to
Council for further review and action. "
CAPITAL INVESTMENT
The following chart depicts historic levels of capital investment.
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28,000,000
24,000,000
20,000,000
16,000,000
12,000,000
8,000,000
4,000,000
o
Capital Improvements
2002-2009 Actual and Budgeted
2002 2003 2004 2005 2006 2007 2008 2009
Budget Budget
. Almost $20 million in capital investments are reflected in the 2009 budget. This represents a strong
and important level of capital investment in community infrastructure. Construction of these future
facilities will be quite visible.
Here are some summary departmental highlights of the 2009 budget:
Emergency Medical Services/Fire Dept:
For the EMS service, 2008 has been a tumultuous year, and the "dust has not settled" yet.
One of the most important decisions of August 2008 was the choice by the voters of the East County
Fire and Rescue District to approve a six year EMS levy. In August, the levy passed with a 65%
margin, astounding considering the current economic times. This provides very important stability for
the system and security and quality service for the residents of the ECFR area. A 2006 levy passed in
Camas with a 62 % "supermajority", and a parallel measure passed in Washougal.
In an August 2008 major surprise, the City of Washougal gave notice of its withdrawal from the
interlocal EMS service agreement. According to Washougal's letter, the joint service is to terminate in
February,2009. This was obviously a major event. The consequences and potential "unintended
effects" are of concern to a wide variety of participants including city officials, county officials, the
County Medical Director, the EMS Administrative Board, the EMS and Trauma Council, and citizens
who for almost three decades have received fine quality paramedic and ambulance services through
the cooperative agreement and system. With encouragement from a variety of participants and
observers, the Cities of Camas and Washougal are currently in talks on this subject. One can hope
that the talks will result in a renewal of the interagency cooperation. To date, the Washougal
termination letter is the official action. Therefore, based on the current facts and official actions, the
EMS budget is constructed based on participation by the City of Camas and ECFR only. The
proposed EMS budget does not assume continuing participation by Washougal. If an agreement with
Washougal is reached, a supplemental budget to reflect that participation and any ensuing obligations
will be necessary.
The proposed budget includes the staffing, equipment, and support to operate the EMS service in
Camas and the East County Fire and Rescue District. As is documented over the last 30 years,
Camas will continue to provide quality service for the citizens of the jurisdictions which have chosen to
participate.
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As a transparent financing note, EMS funding will continue the Administrative Cost charge by the City
to the EMS fund. These charges account for the wide variety of on-going administrative services
provided by other city departments to the EMS function. Examples of the services include:
accounting, auditing, legal, personnel and labor relations. The charge for 2009 is budgeted at
$106,784. A third annual repayment of previously deferred administrative costs is also programmed
in the 2009 budget. The repayment cycle is extended by one year in the proposed budget, and the
2009 amount of repayment of deferred administrative costs is thus reduced to $36,518.
Looking to the long-term, the City and ECFR are currently and cooperatively analyzing and discussing
the creation of a "Fire Authority" as allowed by recent state legislation. The financial analysis of this
model has the able assistance of Mr. Paul Lewis. The talks to date are cooperative and productive.
This mode.1 will have further serious analysis, discussion and examination in 2009. The fire authority
model appears to have major positive elements, and points to the power of partnerships.
Parks Open Space and Recreation:
The year 2009 should be an important year for parks. Funded from non-General Fund sources, major
park and open space acquisitions are included in the 2009 budget. The Recreation and Conservation
Office (RCO) approval of $1.5 million in grant funding for Camas ParklOpenspace acquisitions is a
highlight. The budget reflects includes these funds and authorizes purchases. The Washougal River
Utility and Trail Bridge was constructed in 2008. Next year will see further permitting work for the full
trail project along the Washougal River, including the important pedestrian crossing. Again, this
project benefits from major RCO grant funding.
The Community/Recreation Center project is a major partnership and a continuing question calling for
resolution. Hopefully, in 2009, conclusions will be reached, with the support of the partners and the
community. The long sought Community/Recreation Center has been studied and discussed. Private
and public funding ideas have been floated. Work will continue on this initiative.
Other Highlights:
Austerity measures: To balance the 2009 budget, a long series of austerity measures, curtailments
and cuts were implemented. There was great reliance on the departments and department directors
in the internal prioritization of expenditures which are included in the budget. There are many, many
examples of the reductions and deferrals which were made to balance the budget. The reductions
were primarily in the general fund, and related street and cemetery funds. At the October 6th review
of the preliminary budget, an initial list from the departments of items which they would propose for
restoration was distributed. That list could be useful if-with new actual data in 2009-we find that
the revenues will allow some "restorations". The full list is not reiterated here. A few highlights of the
projects and deferrals are recapped in this list, to illustrate the reductions:
Police:
Fire:
Library:
Parks & Rec:
Public Works:
IT:
Human
Staffing restoration is first priority, if revenues allow.
Restoration of the well ness. support, training and "small tools"
Restore deleted staff positions
Fund "hometown holidays" event; restore reduced pool hours, increase trail
maintenance .
. Restore the deferred street preservation (slurry/chip seal) program-and
development of a Cemetery master plan
Server replacements
Resources: Training
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Community
Development: Training
Finance: Return reduced staffing hours
Admin: Return reduced staffing hours
OVERVIEW OF THE PROPOSED 2009 GENERAL FUND BUDGET
Recommended appropriation for the General Fund in 2009 is approximately $15.6 million. This
represents an $836,733 decrease from the 2008 amended General Fund budget or a decrease of
5.1%.
General Fund
Operating Programs
Capital
Total
OVERVIEW OF THE 2009 PROPOSED BUDGET FOR ALL FUNDS
The proposed 2009 budget for all funds is $54 million; $6.2 million lower than budgeted for 2008. The
"all funds" appropriations are reflective of capital project appropriations, including water/sewer
capital projects (estimated at $15.2 million), as well as the utility functions (Le. refuse collection,
water, sewer, etc.) and general fund.
CITY WORK FORCE:
Twenty-nine and two-tenths percent (29.2%) of the entire "all funds" 2009 budget is allocated to
personnel salaries and benefits. City employment in 2008 was 184.52 FTE, and is estimated to fall to
178.51 in 2009. As previously noted, there area series of staff reductions, which touch almost all city
functions. The exception is the water/sewer utility, which has some planned increase, related mainly
to the wastewater treatment plant and WWTP project. Police Officer and Paramedic/Firefighter hires
are programmed for late in 2009. There are reductions in seasonal and part-time staffing.
Approximately $46,490 is allocated for uniform and clothing allowances. The budget, as prepared,
reflects the known costs of personnel under existing collective bargaining agreements.
Staffing flexibility: The following position classifications represent a series of experience and skill
levels that include entry level, journey level and advanced journey level.
Administrative Support Specialist I and II
Building Inspector I and II
Engineer I, II and III
Financial Assistant I and II
Planner I, II and III
Maintenance Worker I and II
Utility Maintenance Worker I and II
Department Directors budget for the position in which the current assigned employee is classified, and
budget for scheduled advancement to the next level, as known. If an employee leaves one of these
series of positions, replacement hiring could be at another level within the series. Some unscheduled
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advancement or digression not specifically budgeted, but within authorized funding levels, may be
authorized with the approval of the City Administrator and Mayor.
Training: Training is important, and is very significantly reduced in this budget for the sake of
balancing a "rainy-day" plan. This deletion is regrettable and necessary. It is not prudent to under
invest in training for a long time. Such course would lower efficiency, detract from our ability to attract
large outside funds and investments, adversely effect our levels of innovation, and potentially harm
our competitiveness for quality staff.
Retirements and Recruitments: Although no senior staff have declared retirement plans for 2009,
these possibilities exist. This is especially true for long term staff who are fully vested in Washington
Public Retirement programs. In the absence of declared retirement plans, no budget provisions are
made for such retirements, related costs such as sick leave cash-outs, and or related recruitment(s).
The HR budget includes NO funding for assisted recruitments. We are in the midst of contract talks
with the city's bargaining units, and there is NO provision in the 2009 budget for consultant labor
negotiation assistance. Normal levels of other personnel activities (recruitments, transfers, summer
hires, etc) are foreseen and budgeted.
SUPPLIES, SERVICES AND CHARGES:
Fifteen and nine-tenths percent (15.9%) of the "all funds" 2009 budget is related to supplies, services,
and charges. Detailed information on the categories listed below can be found in the body of the
budget document:
Professional Services
Intergovernmental Services
Public Utilities
Supplies (includes chemicals)
Vehicle Maintenance/Fuel
Repairs and Maintenance
Insurance
Small Tools
$1,310,470
$1,139,593*
$1,505,019**
$1,324,948
$ 411,400
$ 928,360
$ 411,633
$ 751,200
* -Includes jail, corrections, and court expenses.
** -Includes solid waste tipping fees.
DEBT OBLIGATIONS:
Seven and eight-tenths percent (7.8%) of the "all funds" budget goes toward debt repayment for the
current year. General obligation debt repayment totals $1,608,033 for 2009 and revenue obligation
debt for 2009 totals $2,216,984.
SUMMARY:
These are anxious and uncertain times. Citizens, businesses, organizations, and cities are
experiencing virtually unprecedented uncertainties. These are difficult times, hard on everyone. Like
other cities, Camas-faces uncertainties and unpredictable events. Economic events, housing
trends, potential changes in leadership at higher levels of government, state legislation, and indeed
world events can affect our city and its budget. This year had surprises, such as the local effects of
the housing downturn, the passage of an EMS levy in the partner East County Fire and Rescue
District and the Washougal letter withdrawing from the EMS partnership. Next year will surely bring
x
new challenges. In the face of all this, the City of Camas has many advantages and assets. We have
clear direction. Camas is a prosperous community, with talented citizens. The City has a top quality
team of elected officials and staff. We demonstrate teamwork. We adapt to changing conditions,
while remaining focused on our goals of a quality community with a thriving, diverse economy, and
outstanding city services. With good reason, the national publication Money Magazine selected
Camas as one of the nation's 100 "best places to live". With continuing teamwork and community
support, the City of Camas will preserve through a "rainy day" budget year. The budget has
reductions, curtailments and adjustments which fit the times. We will continue to monitor events, and
make necessary further adjustments as 2009 unfolds. Major capital investments will be made for our
bright common future. The range of municipal services will be efficiently provided with competency
and courtesy. The message: "the way to get through tough times is .... together" will play out over the
course of the year. With positive focus on our exceptional environment, good infrastructure, and
quality public services and supportive community, Camas will continue to flourish.
Sincerely,
Paul Dennis
Mayor
Xl
City of Camas, Washington
Calendar for the 2009 Budget
Date Steps in Budget Procedure
Finance Director distributes instructions and
July 18, 2008 forms to departments for 2009 budget
preparation.
August 25, 2008 Departments file 2 copies of their budget, one to
City Administrator and one to Finance Director.
Finance Dept. projects revenues and compiles
Aug.29,2008 first draft of preliminary budget.
City Administrator and Finance Director conduct
departmental hearings to determine budget to
Sept. 2 -Sept. 15, 2008 be presented by the Mayor to the City Council.
. Proposed preliminary budget distributed to the
Oct. 1,2008 City Council. Council reviews proposed
2009 budget at workshop Oct 6.
Oct. 1 -Oct. 17,2008 Mayor and City Administrator prepare
budget message.
Finance Dept. compiles proposed budget
document and distributes to the City Council
Oct. 27, 2008 for their review.
Nov. 3, 2008 Council holds workshop to review and discuss
proposed 2009 budget.
Proposed budget document is
available to the public.
Publish notice of tax levy hearing and statement
Nov. 4 and Nov. 11, 2008 of availability of proposed budget
by Nov. 17, 2008
Nov. 17, 2008 Council option of additional workshop to review
and discuss proposed 2009 budget.
Council holds public hearing and passes
Nov. 17,2008 ordinance fixing 2009 tax levy. Finance Director
notifies Clark County Assessor and County
Commissioners of tax levy:
Nov. 18 and Nov. 25, 2008 Publish notice of budget hearing.
Council holds budget hearing; can be continued
Dec. 1,2008 to subsequent council meetings in December.
Council passes 2009 budget and budget
December, 2008 ordinance is published.
1
CITY OF CAMAS -
Citizens ------------------------------i A~~~~!~~t I
I
Council I I Mayor
,.--------------I
Planning City
Commission Administrator
I Library
r-[];J Board I Board
I I I
I I I I J J 1 L I :
Community Information Public Human Parks and
library Development Finance Systems Fire Police Works Resources Recreation
N
-1 Circulation ~ Planning 1 Finance and 1 Desktop and 1 Suppression H Records 1 Engineering y Personnel H Recreation
Desk Accounting User Support Services
~ Research H Building H City derk and -{ Network/Project -{ Prevention H investigation -1 Central H Facility
Permitting Public Records Management Services Rentals
--1
Cataloging H Plan H Accounts 1 Teleco, Internet 1 Ambulance and H Patrol H Cemetery H Swimming
Reviews Receivable Voicemail & Email Emergency Aid Grounds Pool
-1 Protective H Purchasing and H Web Development Y Inspections H Traffic H Streets H General
Inspections Accounts Payable and Maintenance Parks
-1 Downtown H Treasury H System, Data & H Crime H Stormwater I Vision Coalition and Debt Application Mgmt Prevention Utility
-t Budget H Data Protection _I Code l Sanitation
and Recovery Enforcement
1 Payroll 1 User Training 1 Water-Sewer
H Risk 1 Research and y Equipment
Management Development Rental
Y. Cemetery
Data Management
DEPARTMENT
Executive
Finance
Personnel
Law Enforcement
Fire Control
Detention & Correction
Protective Inspections
Information Systems
Engineering
Central Services
Planning
Parks
Downtown Vision Coalition
Library
Total General Fund
Street
Cemetery
Emergency Rescue
Fisher Basin Storm Water
Sanitary
Water-Sewer
Storm Drainage Utility
Equipment Rental
TOTALS
I POPULATION
CITY OF CAMAS, WASHINGTON
Employees (Full Time Equivalents)
Nine Years 2001-2009
2001 2002 2003 2004 2005
1.50 1.50 1.50 1.50 1.50
7.50 7.50 7.00 7.00 7.25
1.00 1.00 1.00 1.00 1.00
27.50 27.50 27.48 27.48 27.70
21.33 23.40 23.40 23.40 22.90
1.00 1.50 1.48 1.48 1.48
5.50 5.25 5.00 5.00 5.50
1.50 2.00. 2.50 2.50 2.50
13.50 14.50 13.00 13.00 13.00
0.25 0.25 0.13 0.25 0.25
4.00 4.00 4.00 3.50 3.92
14.90 14.60 14.05 14.05 14.51
0.55 0.30 0.30 0.20
10.85 12.35 12.55 12.55 12.55
110.33 115.90 113.38 113.00 114.25
9.00 10.00 8.63 8.17 7.88
0.00 0.00 0.00 0.00 0.00
15.00 15.10 15.10 15.10 15.10
0.25 0.25 1.00 1.00
3.25 3.25 3.25 3.25 3.86
16.00 16.00 16.00 16.00 16.53
2.33
4.00 4.25 4.50 4.50 4.53
157.83 164.75 161.85 161.01 164.48
12,970 13,540 14,200 15,360 15,460
2006
1.50
8.00
1.00
31.00
22.40
1.48
6.50
2.50
14.75
0.25
4.38
15.99
0.13
14.53
124.39
8.38
0.00
15.60
4.11
17.34
2.20
4.11
176.13
15,880
2007
1.50
8.00
1.00
32.00
21.50
1.48
6.00
3.00
15.17
0.25
4.88
17.28
0.13
16.16
128.33
8.38
1.33
17.25
4.11
17.84
2.70
4.11
184.05
16,280
2008
1.50
8.00
1.10
32.00
22.08
1.53
6.00
3.00
14.73
0.25
4.88
16.86
0.13
15.91
127.95
8.53
1.50
17.68
4.11
17.84
2.80
4.11
184.52
16,700
2009
1.45
7.88
1.15
30.67
22.20
1.68
4.00
3.00
13.40
0.25
4.88
16.14
0.13
15.41
122.22
7.74
1.25
16.59
4.11
19.50
3.05
4.05
178.51
17,000
Estd.
POPULATION GROWTH FROM
2001 THROUGH 2009 General Fund FTE per Thousand Population
z o
~
::;) c.. o c..
18,000 -r--------------,
16,000 +--~-----=
14,000
12,000
10,000
8,000
6,000
4,000
2,000
o
g
N
N o o
N
M g
N
-t o o
N
It) g
N
YEARS
<0 g
N
'" o
l;:
3
o o o .....
iii
t:
13.50
12.00
10.50
9.00
7.50
6.00
4.50
3.00
1.50
0.00
.... o o
N
N o o
N
C') o o
N
;g
o
N
It) 10 o 0 o 0 N N
YEARS
"" o o
N
co o o
N ~
'" o o
N
City of Camas, Washington
2009 Budget Summary
Revenues Classified by Source
2007 2008 2009
Adopted Amended Proposed
Budget Budget Budget
Taxes $ 14,003,057 $" 14,831,546 $ 14,569,750
Licenses and Permits 499,300 521,950 377,250
Intergovernmental Revenues 3,430,625 3,758,610 4,252,428
Charges for Services 12,231,780 12,644,125 12,503,267
Fines and Forfeits 174,900 243,700 274,000
Miscellaneous Revenues 1,762,788 2,256,232 1,939,964
Other Income 760,000 750,000 500
Other Financing Sources 11,157,745 18,417,757 17,650,709
Budgeted Fund Balance 4,392,840 6,859,055 1,956,207
Total Revenues $ 48,413,035 $ 60,282,975 $ 53,524,075
Expenditures by Function
2007 2008 2009
Adopted Amended Proposed
Budget Budget Budget
General Government Services $ 2,024,048 $ 2,167,456 $ 2,101,169
Security of Persons and Property 9,271,144 10,188,463 9,854,385
Physical Environment 7,896,193 8,607,005 9,415,537
Transportation 2,463,053 2,608,277 1,513,763
Economic Environment 576,695 582,817 1,582,144
Mental and Physical Health 3,600 4,300 4,200
Culture and Recreation 2,465,285 2,605,992 2,502,845
Debt Service 3,070,167 3,617,122 3,817,817
Capitalized Expenses 12,877,105 25,017,242 19,729,757
Road and Street Construction 3,348,000 1,005,000 460,000
Other Financing Uses 4,417,745 3,879,301 2,542,458
Total Expenditures/Expenses $ 48,413,035 $ 60,282,975 $ 53,524,075
$28,000,000
$24,000,000
$20,000,000
$16,000,000
$12,000,000
$8,000,000
$4,000,000
$0
4
City of Camas, Washington
2009 Annual Budget
Combined Summary of Revenues, Appropriations, and
Other Financing Sources and Uses by Fund
SPECIAL REVENUE FUNDS Debt Local
General City Emergency Fire Equip. Service Improvement
Fund Streets Rescue Cumulative Cemete!1: Funds District Fund
Appropriated Fund Balance $ 152,518 $ $ $ 47,840 $ 15,000 $ $ 4,700
REVENUES:
310 Taxes 11,770,607 1,108,400 990,743
320 Licenses & Permits 377,250
330 Intgovt. Revenues 513,975 390,947 552,990
340 Chgs. for Services 2,053,516 2,000 594,100 35,700
350 Fines & Forfeits 262,000 12,000
360 Misc. Revenues' 240,770 11,000 3,000 1,000 800
Total Est. Revenues 15,218,118 403,947 2,270,490 1,000 36,500 990,743
370 Other Income
380 other Non-Revenues 500
390 other Est. Fin.Source
Bond Proceeds
Loan Proceeds 410,000
Sale of Capital Assets
Transfers In 279,700 1,569,816 82,852 610,090
Total Est. Resources $ 15,650,836 $ 1,973,763 $ 2,270,490 $ 458,840 $ 134,352 $ 1,600,833 $, 4,700
APPROPRIATIONS:
510 General Govt. Services $ 2,101,169
520 Sec. of Person & Prop 7,558,895 2,270,490
530 Physical Environ. 1,362,049 134,352
540 Transportation 1,513,763
550 Economic Environ. 521,410 -
560 Mental & Phy. Health 4,200
570 Culture & Recreation 2,502,845
590-598 Other Type Exp.
591 Debt Service 1,600,833
594 Capitalized Exp. 402,600 458,840
595 Road & Street Const. 460,000
Total Appropriations 14,453,168 1,973,763 2,270,490 458,840 134.352 1,600,833
Est. Other Financing Uses:
Transfers Out 1,197,668 4,700
Total Estimated Uses $ 15,650,836 $ 1,973,763 $ 2,270,490 $ 458,840 $ 134,352 $ 1,600,833 $ 4,700
5
CAPITAL
PROJECT FUNDS
Growth
Mgmt
Storm Drainage
Utility
$ 1,179,938 $
700,000
2,471,707 57,809
315,000 744,537
120,000 28,000
3,606,707 830,346
$ 4,786,645 $ 830,346
$ $
775,346
3,446,555 55,000
3,446,555 830,346
1,340,090
$ 4,786,645 $ 830,346
Combined Summary of Revenues, Appropriations, and
Other Financing Sources and Uses by Fund
PROPRIETARY FUNDS
City Water -WWTP
Sanitary Sewer Construction
Equipment
Rental
$ 263,908 $ $ 261,303 $ 31,000
265,000
1,874,600 6,882,814 1,000
35,800 174,935 1,299,659
1,910,400 7,322,749 1,300,659
3,310,000 1,118,251
10,250,000
20,000
$ 2,174,308 $ 10,632,749 $ 11,629,554 $ 1,351,659
$ $ $ $
2,174,308 4,969,482
1,060,734
2,088,267 128,717
3,575,000 11,629,554 162,208
2,174,308 10,632,749 11,629,554 1,351,659
$ 2,174,308 $ 10,632,749 $ 11,629,554 $ 1,351,659
6
Firemen's
Pension
Fund
$
25,000
25,000
$ 25,000
$
25,000
25,000
$ 25,000
Total
All
Funds
$ 1,956,207
14,569,750
377,250
4,252,428
12,503,267
274,000
1,939,964
33,916,659
500
4,428,251
10,660,000
20,000
2,542,458
$ 53,524;075
$ 2,101,169
9,854,385
9,415,537
1,513,763
1,582,144
4,200
2,502,845
3,817,817
19,729,757
460,000
50,981,617
2,542,458
$ 53,524,075
Summary of Estimated Appropriations By Fund
Actual for 2007 and Appropriations for 2008 and 2009
Actual Actual
Expenditures Appropriations
2007 2008
GENERAL FUND $ 15,216,382 $ 16,487,569 $
SPECIAL REVENUES:
City Street 3,094,832 2,828,752
SE 1st Street/Lake Road 1,571,346
Emergency Rescue 2,374,255 2,447,554
Fire Equipment Cumulative Reserve 412,000
Cemetery 160,299 166,247
TOTAL SPECIAL REVENUE FUNDS 7,200,732 5,854,553
DEBT SERVICE FUNDS:
Unlimited Tax G.O. Bond Redemption 758,269 745,743
Limited Tax G.O. Bond Redemption 885,694 971,517
Local Improvement Debt Service 8,000
TOTAL DEBT SERVICE FUNDS 1,651,963 1,717,260
CAPITAL PROJECT FUNDS:
Growth Management Capital Project 2,799,324 5,380,014
Library Construction Fund 153,000
TOTAL CAPITAL PROJECT FUNDS 2,799,324 5,533,014
ENTERPRISE FUNDS:
Storm Drainage Utility 969,485 977,447
City Sanitary 1,770,520 1,878,259
Water-Sewer 9,056,292 10,831,756
WWTP -PWTF Construction 298,609 10,750,000
2007 Bond Construction 2;250,287 3,650,000
Water-Sewer Capital Reserve 1,226,246 795,000
TOTAL ENTERPRISE FUNDS 15,571,439 28,882,462
INTERNAL SERVICE FUNDS:
Equipment Rental 1,824,123 1,783,117
FIDUCIARY FUNDS:
Firemen's Pension 14,910 25,000
TOTAL $ 44,278,873 $ 60,282,975 $
Estimated
Required
2009
15,650,836
1,973,763
2,270,490
458,840
134,352
4,837,445
686,980
913,853
4,700
1,605,533
4,786,645
4,786,645
830,346
2,174,308
10,632,749
11,629,554
25,266,957
1,351,659
25,000
53,524,075
TRANSFERS FROM
General Fund
General Fund
Local Improvement District
Growth Management Fund
Growth Management Fund
Growth Management Fund
Growth Management Fund
Growth Management Fund
Total Transfers:
2009 Schedule of
Transfers Out! Transfers in
TRANSFERS TO AMOUNT
Street Fund $ 1,114,816
Cemetery Fund 82,852
General Fund 4,700
General Fund 250,000
General Fund 15,000
General Fund 10,000
Street Fund 455,000
L TGO Bond Redemption 610,090
$ 2,542,458
General Fund
PURPOSE FOR TRANSFER
Street operations and construction
Cemetery operations
General Fund Oper(;1tions
Station 41 dorm upgrades
E-mail/document retention software
Network infrastructure -internet, etc.
Street improvements: NW Leadbetter
Drive extension design, Arterial
Rehabilitation, Lake Road Bike Lane
Debt payments for:
SE 1st Street Road Improvements,
Fire Engine Truck, Parker Street,
2004 street reconstruction, phone
and voice mail system improvements,
Fund Balance Actual and Estimated
$6,000,000
$5,000,000
$4,000,000 +--------
$3,000,000 +---===-=-=.L.:...=-_
$2,000,000
$1,000,000
$0
2003 2004 2005 2006 2007 2008 est. 2009 est. 2010 est.
8
GENERAL FUND
THREE YEAR PROJECTIONS
Beginning Appropriated Fund Balance
Revenues
Taxes:
Real & Personal Property
Private Harvest Tax
Local Retail Sales & Use Taxes
Local Criminal Justice
Natural Gas Franchise
Franchise-Sanitary
Television Cable
Gambling-Punch/Pull Tabs
Pen Its & Int. Oth. Taxes
Total Taxes
Licenses and Permits:
Police & Protective
Other Business Licenses
Buildings, Structures, Equip.
Building & Structures -Fire
Animal Licenses
Street & Curb Permits
Other Nonbusiness Lic. & Permits
Total Licenses and Permits
Intergovernmental Revenue:
Federal Grant -COPS Secure Our Schools
Federal Indirect Grant -Library
State Grant -WA Assoc. of Sheriffs/Police
Stae Grant -DOE Litter Pick Up
Pud Privilege Tax
Crim. Just. -Population
Crim Justice -Special Programs
DUI-Cities
Fire Ins. Premium Tax
Liq Excise Tax
Liq Board Profits
Shared Costs -Court
Drug Enforcement
Totallntergovenmental Revenue
Charges for Goods and Services:
Civil Probation Filing
Stay of Prosecution
Clerks Record Services
Court Fees
Sales Of Maps & Publications
Duplicating Of Public Records
Copies-Taxable
Projected
Revenue
2009
$ 152,518
9,372,000
250
1,745,000
192,456
200,000
9,000
220,00Q
31,826
75
11,770,607
9
250
150
357,500
10,000
4,680
3,364
1,306
377,250
46,830
7,000
9,363
1,600
165,500
3,841
13,026
3,000·
30,858
84,168
122,745
18,844
7,200
513,975
200
20,000
2,000
500
3,000
2,000
4,800
Projected
Revenue
2010
$ 1,011,964
9,622,000
250
1,760,000
195,000
206,000
10,000
237,600
32,000
100
12,062,950
250
150
375,375
12,000
4,700
3,400
1,500
397,375
173,775
3,950
13,500
3,000
31,000
90,000
125,000
19,000
7,500
466,725
300
20,000
2,100
700
2,800
2,100
5,000
Projected
Revenue
2011
$ 1,419,734
9,877,000
250
1,775,000
197,000
212,180
10,500
256,608
32,500
100
12,361,138
250
150
394,144
13,000
4,800
3,500
1,650
417,494
182,464
4,050
14,000
3,200
32,000
93,000
127,500
19,500
7,500
483,214
500
20,000
2,200
700
2,800
2,200
5,000
GENERAL FUND
THREE YEAR PROJECTIONS
Projected Projected Projected
Revenue Revenue Revenue
2009 2010 2011
Sales Of Merchandise 200 300 350
Employee Benefit Program Service 100 100 100
Law Enforcement Services 5,000 5,250 5,500
Law Enforcement -SRO 51,000 52,530 54,106
Protective Inspection Fees· 3,000 3,100 3,200
Construction Inspection Fees 45,000 30,000 35,000
Emergency Service Fees 20,000 21,000 22,000
Crime Conviction Fee 5,500 5,750 6,000
Zoning & Subdivision Fees 100,000 110,000 120,000
Plan Checking Fees 177,000 185,000 200,000
Plan Check Fees -Fire 10,000 11,000 12,000
Plan Review/Eng.& Planning 30,000 33,000 37,000
Other Planning Fees 12,000 13,000 14,000
Swimming Pool Admissions 24,400 24,500 25,500
Swim Lessons 41,000 42,000 43,000
Recreation -Camps 30,000 32,000 33,000
Recreation -Youth Sports 30,000 32,000 33,000
Recreation -Adult Sports 35,000 36,000 37,000
Recreation -Senior Citizens 150 200 200
Recreation -Youth Programs 12,000 12,500 13,000
Adult Programs 8,000 8,200 8,400
Recreation -Miscellaneous 5,000 5,000 5,250
Administration Services 25,398 26,414 27,470
Budget Acctng Auditing Services 348,661 362,607 377,112
Legal Services 14,200 14,768 15,359
Personnel 38,692 40,240 41,849
Information Technology 151,362 157,416 163,713
Central Services-Bldg Rental 43,613 45,358 47,172
Emergency Rescue 143,302 30,384
Engineering Services 611,438 635,896 661,331
Total Charge for Goods and Services 2,053,516 2,008,513 2,075,012
Fines and Forfeits:
Mandatory Insur. Costs 2,900 3,000 3,100
Traffic Infract.-Nonparking 122,000 124,000 125,000
Other Nonparking Infraction 3,500 3,600 3,800
Parking Violation 22,000 23,500 25,000
Driving While Intox. 14,000 15,000 .15,500
Other Criminal Traffic 17,000 18,000 19,000
Other Nontraffic Misdemeanors 15,000 15,500 16,000
Criminal Costs 52,000 55,000 58,000
Criminal Costs -Jury Duty 200 200 200
Public Defense Costs Recovery 7,000 7,506 8,000
Library Fines 6,400 6,500 6,600
Total Fines and Forfeits 262,000 271,800 280,200
10
GENERAL FUND
THREE YEAR PROJECTIONS
Projected Projected Projected
Revenue Revenue Revenue
2009 2010 2011
Miscellaneous Revenues:
Investment Interest 140,000 145,000 150,000
Int On Contracts, Notes, Receivable 15,000 16,000 17,000
Space & Fac Rents Short-term 2,000 2,000 2,000
Space\Fac Rents-Com Ctr Shtltm 12,000 12,500 13,000
Space & Facilities Leases LIT 15,950 15,950 15,950
Comm. Ctr-Fac. & Space Rnt LIT 2,000 2,200 2,300
Housing Rentals & Leases 17,295 16,000 15,000
Contrib From Private Sources 7,500 7,500 7,500
Private Grants 5,850 1,000 1,000
Sale Of Junk Or Salvage 1,000 1,000 1,000
Forfeited/Confiscated Evidence 10,000 2,000 2,000
Other Misc. Revenue 12,175 12,200 13,200
Total Miscellaneous Revenues: 240,770 233,350 239,950
Other Financing Sources:
State Remit School Zone Safety 500 600 700
Transfers In 279,700
Total Other Financing Sources 280,200 600 700
Total Estimated Revenues 15,498,318 15,441,313 15,857,708
Total Estimated Resources $15,650,836 $16,453,277 $17,277,442
Expenditures
Transfer Out to Street Fund $1,114,816 $ 1,177,451.00 $ 1,242,824.00
Transfer Out to Cemetery Fund 82,852 100,000 100,000
Legislative 87,000 91,350 95,918
Judicial 247,000 259,350 272,318
Executive 208,678 219,112 230,067
Finance Department 650,985 683,534 717,711
Legal Services 94,500 99,225 104,186
Personnel 155,891 163,686 171,870
Other General Governmental Services 178,823 187,764 197,152
Law Enforcement 3,945,605 4,142,885 4,350,030
Fire 2,786,998 2,926,348 3,072,665
Detention and/or Correction 392,188 411,797 432,387
Emergency Services 17,000 17,850 18,743
Information Systems 395,129 414,885 435,630
Engineering 1,273,726 1,337,412 1,404,283
Planning 473,437 497,109 521,964
Other Physical Environment 82,950 87,098 91,452
Parks & Recreation 1,357,665 1,425,548 1,496,826
Protective Inspection 417,104 437,959 459,857
11
Central Services
Information and Outreach
Community Ed. & Senior Programs
Downtown Visioning Coalition
Library
Library Books and Other Materials
Total Expenditures
GENERAL FUND
THREE YEAR PROJECTIONS
Projected
Expenditures
2009
385,736
11,000
3,500
36,973
1,141,680
109,600
$15,650,836
12
Projected
Expenditures
2010
405,023
11,550
3,675
38,822
1,198,764
115,080
$16,453,277
Projected
Expenditures
2011
425,274
12,128
3,859
40,763
1,258,702
120,834
$17,277,442
STREET FUND
THREE YEAR PROJECTIONS
Projected Projected Projected
Revenue Revenue Revenue
2009 2010 2011
Appropriated Fund Balance $ $ $
Revenues:
Motor Vehicle Fuel Tax 390,947 400,000 415,000
Charges for Services 2,000 2,000 2,000
Investment Interest 5,000 3,000 2,000
Recoveries 5,000 5,000 5,000
Sale of junk or Salvage 1,000 2,000 2,000
Transfers In From TIF's and Reet 455,000
General Fund Transfer In 1,114,816 1,177,451 1,242,824
Total Revenues $ 1,973,763 $ 1,589,451 $ 1,668,824
Expenditures
Roadway preservation $ 94,256 $ 98,969 $ 103,917
Roadway maintenance 288,824 303,265 318,428
Structures Maintenance 1,000 1,050 1,103
Sidewalk Maintenance 68,103 71,508 75,084
Street Lighting Maintenance 266,853 280,196 294,205
Traffic .Control Device Maint. 134,352 141,070 148,123
Snowllce Control Maintenance 54,578 57,307 60,172
Roadside Maintenance 65,533 68,810 72,250
Downtown Mall Maintenance 53,689 56,373 59,192
Ancillary Operations Maint. 21,497 22,572 23,700
Maintenance Administration 146,120 153,426 161,097
Gen Services -Road Gen Admin 268,748 282,185 296,295
Facilities -Road Gen Admin 4,250 4,463. 4,686
Training -Road Gen Admin 4,000 4,200 4,410
Maintenance of Stations & Bldgs 41,960 44,058 46,261
Total operations and maintenance 1,513,763 1,589,451 1,668,924
Construction projects 460,000
Transfers Out
Total Expenditures $ 1,973,763 $ 1,589,451 $ 1,668,924
13
-
-
-
-
GENERAL FUND SUMMARY
FUNCTION
The General Fund accounts for all revenues and expenditures of the City of a general nature that are not required to be
reported in a special type of fund. It receives a much greater variety of revenues and is utilized for a greater variety of
expenditures than other funds .
ACTIVITIES AND SERVICES
Expenditures for legislative, judicial, executive, financial, administrative, legal, human resources , planning , general govern-
mental services, information systems, engineering, parks and recreation, pollution control, neighborhoods, animal control,
health, community education and library are included in the General Fund. Police and fire services are also included in
this fund. The General Fund is reimbursed for applicable engineering, accounting, legal services and some administration
it provides to the water-sewer, sanitary, streets, emergency rescue , storm water and equipment rental functions.
20 09 Estimated G enera l Fund Reve n ues
o Ta xes
o Licenses and Permits
$11 ,770,607 o Intergovemmental Revenue
• Charges for Goods and Services
$2,053 ,516 • Fines and Forfeits
• Miscellaneous Revenue
.Other Financing Sources
GENERAL FUND
R EV ENU E D ETAIL
THREE Y EAR COMPAR ISON
FUND NUMBER
001
291 74000 Beginning Appropriated Fund Balance
Taxes:
311 100 00 Real and Pe rsonal Property
31210000 Private Harvest Tax
313 100 00 Local Retail Sales and Use Taxes
31371000 Local Criminal Justice
316 430 00 Natural Gas Franchise
316 450 00 Sanitary Franchise
316 460 00 Television Cable
$
14
Actual
Revenue
2007
8,670,906
289
1,597,418
198 ,558
190,071
6,189
186,027
Adjusted
Estimated
2008
$ 870,144
9 ,120 ,000
300
1,725;000
220,000
215,000
10,000
180,000
Estimated
Revenue
2009
$ 152,518
9,372,000
250
1,745,000
192,456
200,000
9,000
220,000
GENERAL FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Actual
FUND NUMBER Revenue
001 2007
31751000 Gambling Taxes 30,334
31980000 Penalties and Interest -Gambling Taxes 49
Total Taxes 10,879,841
Licenses and Permits:
321 30000 Police and Protective 255
321.600.00 Professional and Occupational 35
321 90000 Other Business Licenses 515
321 91000 Telecommunication Franchise 1,000
322 100 00 Buildings, Structures and Equipment 421,378
322 11000 Buildings, Structures and Equip -Fire 8,652
322 300 00 Animal Licenses 4,500
322 400 00 Street and Curb Permits 4,308
322 900 00 Other Non-Bus Licenses and Permits 1,503
Total Licenses and Permits 442,146
Intergovernmental Revenue:
331 16500 Direct Federal Grants -Secure Our Schools
331 97000 Direct Federal Grant -Homeland Security 26,748
333 206 00 Indirect Federal Grant -Traffic Safety Emphasis 660
333 206 02 Indirect Federal Grant -Traffic Safety 2,000
33345310 Indirect Federal Grant -Library Grant
334 003 00 State Grant -Archives Local 7,659
33401700 State Grant -WA Assoc pf Sheriffs/Police ..
334 023 00 State Grant -DNR Urban Forest 5,900
334 030 10 State Grant -DOE Litter Pick Up 3.437
33500091 P.U.D. Privilege Tax 149,840
335 020 32 DNR Land Use/Non-timber 7,146
33606021 Criminal Justice -Population 3,135
336 060 26 Criminal Justice -Special Programs 12,236
336 060 51 DUI -Cities 3,665
336 060 91 Fire Insurance Premium Tax 27,284
336 060 94 Liquor Excise Tax 72,348
336 060 95 Liquor Board Profits 116,167
337 021 00 Local Grant -Clark Co. Historical 11,050
338 120 00 Shared Costs -Court 18,844
33821000 County Law Protection 50,000
338211 00 Drug Enforcement 10,950
Total Intergovernmental Revenue 529,069
Charges for Goods and Services:
·341 230 00 Civil Probation Filing
341 280 00 Stay of Prosecution
341 320 00 Clerks Record Services 1,742
341 330 00 Court Fees 322
341 500 00 Sale of Maps and Publications 4.402
341 600 00 Printing and Duplicating Services 6,950
341 700 00 Sales of Merchandise 295
341 970 00 Employee Benefit Program Service
341 990 00 Other General Government 200
342 100 00 Law Enforcement Services 56,206
34240000 Protective Inspection Fees 10.437
34240020 Inspection Fees -Construction 97.429
342 500 00 Emergency Services Fees 8,296
342 900 00 Work Crew Services . 3,199
342 990 00 Charge for Con~rolled Burn 1,200
15
Adjusted Eshmated
Estimated Revenue
2008 2009
40,000 31,826
2,000 75
11,512,300 11,770,607
250 250
200 150
500,000 357,500
10,000 10,000
4,500 4,680
5,000 3,364
2,000 1,306
521,950 377,250
46,830 46,830
1,000
7,000 7,000
9,363
1,600
157,000 165,500
3,744 3,841
12,536 13,026
2,600 3,000
25,330 30,858
76,516 84,168
115,262 122,745
19,000 18,844
7,000 7,200
473,818 513,975
200
20,000
1,300 2,000
>'1,200 500
2,100 3,000
7,100 6,800
500 200
100
200
49,500 56,000
6,000 3,000
100,000 45,000
1,000 20,000
2,000 5,500
2,000
GENERAL FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
FUND NUMBER Revenue Estimated Revenue
001 2007 2008 2009
34581000 Zoning and Subdivision Fees 117,932 200,000 100,000
345 830 00 Plan Check Fees 208,414 240,000 177,000
345 830 10 Plan Check Fees -Fire 8,479 10,000 10,000
345 830 20 Plan Review-Engineering & Planning 47,819 100,000 30,000
345 890 00 Other Planning Fees 17,995 14,000 12,000
34731000 Swimming Pool Admissions 24,553 25,000 24,000
34732500 P.E. School District 452 400
34739000 Other Activity Fees 50
34761000 Swim Lessons 35,041 30,000 41,000
34762000 Recreation Programs 108,650 115,200 120,150
349 130 00 Administration Services 20,554 21,324 25,398
34914000 Budgeting, Acctng & Audit Services 327,697 433,372 348,661
349 150 00 Legal Services 11,771 12,260 14,200
349 160 00 Personnel 32,041 36,088 38,692
34917000 Information Technology 59,745 53,688 151,362
349 180 00 Central Services-Building Rental 58,118 63,780 43,613
349 190 00 Emergency Services 175,000 175,000 143,302
349 320 00 Engineering Services 584,516 557,413 611,438
Total Charges for Goods and Services 2,029,505 2,260,025 2,053,516·
Fines and Forfeits:
352 300 00 Mandatory Insurance Costs 4,729 5,000 2,900
352 400 00 Boating Safety Penalties 5
353 100 00 Traffic Infraction Penalties 118,945 120,000 122,000
35370000 Non-Traffic Infraction Penalties 131 3,500
354 000 00 Parking Violations 19,515 20,000 22,000
355 200 00 Driving Under the Influence Fines 10,995 16,000 14,000
355 800 00 Other Criminal Traffic Misdemeanor 9,818 13,000 17,000
356 400 00 Boating Safety Fines 30
356 900 00 Other Non-Traffic Misdemeanors 14,172 13,000 15,000
357 300 00 other Criminal Costs 36,964 35,000 52,000
357 310 00 Criminal Costs -Jury Duty 200 200
357 330 00 Public Defense Costs 4,878 5,000 7,000
359 700 00 Library Fines {4,376~ 3,500 6,400
Total Fines and Forfeits 215,806 230,700 262,000
Miscellaneous Revenues:
361 11 0 00 I nvestment Interest 239,335 250,000 140,000
361 40000 Interest on Sales Tax, Court Fees 12,817 8,000 15,000
362 400 00 Space /Facilities Rents -Short-term 790 2,000 2,000
362401 00 Space/Facilities Rentals-Community 8,998 8,000 12,000
36250000 Space and Facilities Leases 11,611 10,632 15,950
362 501 00 Community Center Space Rentals 2,408 1,500 2,000
362 600 00 Housing Rentals and Leases 10,673 15,000 17,295
362 900 00 Other Rents and Use Charges
363 000 00 Ins. Premiums and Recovery
367 000 00 Contrib and Donations Pvt Sources 16,999 8,000 7,500
367 11 0 00 Private Grants 1,610 2,000 5,850
369 100 00 Obsolete Equipment 1,778 1,000 1,000
369 200 00 Unclaimed/Proceeds-Sales Unclaimed 65 100
36930000 Forfeited/Confiscated Evidence 18,238 40,000 10,000
369 810 00 Cashier Over and Short 9 75
369 900 00 Other Miscellaneous Revenue 5,049 10,000 12,000
Total Miscellaneous Revenues 330,380 356,132 240,770
Total Estimated Revenues 14,426,747 16,225,069 15,370,636
16
GENERAL FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
FUND NUMBER Revenue Estimated Revenue
001 2007
Other Financing Sources:
386 990 00 State Remit School Zone Safety 481
391 80000 Intergovernmental Loan Proceeds
39700000 Transfers-In 18,000
Total Other Financing Sources 18,481
Total Estimated Resources $ 14,445,228 $
GENERAL FUND SALES AND PROPERTY TAX REVENUE
13,000,000
12 ,000,000
11,000,000
10,000,000
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
.SalesTax
2008 2009
500
242,500
20,000 279,700
262,500 280,200
16,487 ,569 $ 15 ,650 ,836
1996 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Est. Est. Est.
2008 2009 2010
The above chart represents an eleven year history and current projections of the two primary tax revenues for the city.
General Fund -Fund Balance with Expenditures and Revenues
18,000,000
15,000,000
12,000,000
9,000,000
6,000,000
3,000,000
o
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
est. est. est.
_ Fund Balance _ Expenditures -+-Revenues _ Fund Balance Goal per Financial Policies
17
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Appropriated General Fund Balance
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
18
ADMINISTRATION
City Administrator
Police Finance
Department Department
I
Library
I
Public Works
Department
Fire Parks and
Department Recreation
Human Community
Resource Services Development
Information
Services
19
LEGISLATIVE
MISSION STATEMENT
The council is the elected legislative governing body of the City of Camas.
GOALS FOR 2009
1. Provide policy direction for the city.
2. Continue long-range planning on needed infrastructure and community growth.
3. Foster teamwork between elected and appointed leadership and staff.
4. Continue citizen outreach and participation.
5. Explore and develop options around community joint cooperatives.
6. Keep informed of activity in regional, state, and national legislative processes.
ACTIVITIES AND SERVICES
The council determines policy as it relates to all city functions and activities, enacts ordinances
and resolutions, and reviews certain appointments of the Mayor. The council meets at two
regular meetings per month, two workshops per month and also attends numerous city-related
committee and other governmental board meetings. Publication costs of city ordinances are
included in this section of the budget. City share of election costs, determined by the county, are
included in this section also.
20
LEGISLATIVE EXPENDITURE DETAIL
THREE YEAR COMPARISON
001.01.511 Actual
Expended
2007
300 OFFICIAL PUBLICATION SERVICES
Other Services and Charges (Newsletter) $ 12,719
400 TRAINING
Supplies 302
Other Services and Charges 7,456
(Travel and registration, includes
Planning Conference)
600 LEGISLATIVE SERVICES
Salaries and Wages 42,000
Personnel Benefits 3,673
Supplies 2,428
Other Services and Charges 1,667
700 ELECTION COSTS
Intergovernmental Professional Services 34,693
TOTAL LEGIS LA TIVE $ 104,938
% Increase (Decrease) Prior Year
LEGISLATIVE PERSONNEL SCHEDULE
Council Members (7)
% Increase (Decrease) Prior Year
21
Actual Estimated
Approp Required
2008 2009
$ 11,600 $ 7,000
1,200 1,000
9,000 3,000
42,000 42,000
3,700 3,600
3,000 2,400
2,500 2,200
34,600 25,800
$ 107,600 $ 87,000
2:54% -19.14%
Actual Estimated
Approp Required
2008 2009
$ 42,000 $ 42,000
0.00%
JUDICIAL
FUNCTION
The Police Judge is the chief judicial officer of the city. The city contracts with Clark County for this service
and one of the elected District Court Judges of Clark County.
ACTIVITIES AND SERVICES
The Police Judge hears all cases and has exclusive jurisdiction over offenses defined by ordinances of the city.
He has full power and authority to determine all cases, civil or criminal, arising under such ordinances and may
pronounce judgment on these cases.
COMMENTS ON BUDGET APPROPRIATIONS
The city's contractual costs of court services had stabilized after several years of increases, but a significant
increase is anticipated for 2009.
JUDICIAL EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.02. Expended Approp Required
2007 2008 2009
512 500 MUNICIPAL COURT
Intergovernmental Services and Taxes $ 134,907 $ 130,000 $ 204,000
512 810 INDIGENT DEFENSE
Other Services and Charges 36,300 43,000 43,000
TOTAL JUDICIAL $ 171,207 $ 173,000 $ 247,000
% Increase (Decrease) Prior Year 1.05% 42.77%
22
EXECUTIVE
MISSION STATEMENT
The Mayor is the chief elected official of the City of Camas. The Mayor appoints the City
Administrator and all other department heads under the mayor-council form of government.
Together, their role is to carry out the established policies of the city.
GOALS FOR 2009
1. Supporting an effective management team.
2. Administer the daily operations effectively.
3. Pursue favored external funding for city projects and investments.
4. Continue to work to diversify and strengthen the local economy, tax base, and
revenue streams.
5. Represent the City in contacts with other organizations.
6. Lead efforts to manage quality growth.
7. Foster and build partnerships with other organizations for beneficial purposes
such as a safer SR-14 Highway and a recreation/community center.
ACTIVITIES AND SERVICES
The Mayor is responsible for directing and coordinating the activities of the city departments through
the City Administrator, such as carrying out the policies of the council and directing the day-to-day
activities of the operating departments of the city. The Mayor submits the proposed budget to the
city council with recomm~ndations for the ensuing year. Duties of the Mayor also consist of the
political and community leadership of the city. The Mayor is responsible for the appointment and
removal of most nonelective city officials subject to provisions of local and state codes. The Mayor
shall preside over all meetings of the city council, when present, but shall have a vote only in the
case of a tie in the votes of the council members, with respect to matters other than the passage
of any ordinance, grant, or revocation of franchise or license, or any resolution for the payment of
money.
23
EXECUTIVE EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual
001.03.513 Expended
2007
100 ADMINISTRATION
Salaries and Wages $ 155,971 $
Personnel Benefits 37,235
Supplies 2,801
Other Services and Charges 11,320
Total Administration 207,327
400 TRAINING
Supplies
Other Services and Charges 3,570
Total Training 3,570
TOTAL EXECUTIVE $ 210,897 $
% Increase (Decrease) Prior Year
EXECUTIVE PERSONNEL SCHEDULE
Mayor $
City Administrator (1 FTE -2008, .98 FTE -2009)
Executive Assistant to the City Manager
(.5 FTE -2008, .45 FTE -2009)
Overtime
Total Executive $
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Communication (cell phones, internet, telephone)
Travel, registration, memberships, monthly mileage, Insurance
Total
24
Actual
Approp
2008
160,484 $
37,109
1,500
11,800
210,893
200
3,900
4,100
214,993 $
1.94%
Actual
Approp
2008
15,600 $
120,482
23,902
500
160,484 $
$
Estimated
Required
2009
155,832
42,896
1,100
7,600
207,428
1,250
1,250
208,678
-2.94%
Estimated
Required
2009
15,600
118,070
22,162
155,832
-2.90%
2,100
5,500
7,600
LEGAL SERVICES
FUNCTION
The City Attorney's office provides legal advice and services to the City of Camas officials.
ACTIVITIES AND SERVICES
The City Attorney drafts and/or approves all proposed ordinances and contracts of the city. The City Attorney's office prosecutes
all offenders of city ordinances and certain state statutes falling within the jurisdiction of the police court. The City Attorney
provides legal advise to the city council, Mayor and other members of the city staff and represents the city in some litigation.
Land acquisitions, zoning regulations, utility rate changes, budget appropriations and salary changes, are just a few topics which
require legal representation and often result in new or revised ordinances or resolutions. The following graph charts the volume of
ordinances and resolutions adopted over a five year period.
Ordinances and Resolutions Adopted
Five Year Comparison
60
50
40
30
20
10
o
2004 2005 2006 2007
LEGAL SERVICES EXPENDITURE DETAIL
THREE YEAR COMPARISON
II Ordinances
[] Resolutions
2008 est.
001.05.515
Actual
Expended
2007
Actual
Approp
2008
Estimated
Required
2009
400
LEGAL SERVICES
Supplies $
Other Services and Charges 93,350
TRAINING
Other Services and Charges 1,111
TOTAL LEGAL $ 94,461
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Professional Services (City Attorney, Assistant City Attorney and Prosecutor)
Communication (one telephone line)
Registrations, dues, publications
25
$ 600
93,400
1,500
$ 95,500
1.10%
$
$
$
$
600
92,900
1,000
94,500
-1.05%
91,500
500
900
92,900
HUMAN RESOURCES
City Administrator
Human Resources Manager (1)
Executive Assistant to the
City Administrator (.15 FTE)
26
HUMAN RESOURCES DEPARTMENT
FUNCTION
The human resources department provides for the cost of personnel and related services for the city including
classification, recruiting and placement of positions, employee benefits administration, policies and procedures,
worker's compensation, employee and labor relations and overall compliance with federal, state and local laws
and regulations.
ACTIVITIES AND SERVICES
Expenses for the City's Employee Recognition and Well ness Programs are included in this budget section.
COMMENTS ON BUDGET APPROPRIATIONS
The police union contract will expire at the end of 2009 and negotiations will begin near the end of the year.
2008 contracts are not settled and it is unknown if they will be one year contracts or longer.
HUMAN RESOURCES EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.06. Expended Approp Required
2007 2008 2009
516 200 PERSONNEL SERVICES
Salaries and Wages $ 74,001 $ 83,579 $ 88,549
Personnel Benefits 22,706 25,074 30,992
Supplies 3,688 2,800 2,800
Other Services and Charges 24,965 59,500 28,000
Intergovernmental Services 100 100
516 400 TRAINING
Other Services and Charges 2,309 3,000 1,700
517900 WELLNESS PROGRAM
Supplies 6,180 7,120 1,500
Other Services and Charges 2,453 3,650 2,250
594 160 CAPITAL OUTLAY
Human Resources (software)
TOTAL HUMAN RESOURCES $ 136,302 $ 184,823 $ 155,891
% Increase (Decrease) Prior Year 35.60% -15.65%
27
PERSONNEL SCHEDULE
Human Resources Manager
Executive Assistant (.1 FTE -2008, .15 FTE -2009)
Total personnel
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Personnel:
Professional Services (Labor negotiator, unemployment contractor)
Insurance
Registrations, membership dues, publications
Total other services and charges -personnel
OTHER SERVICES AND CHARGES DETAIL:
Well ness:
Professional Services (speakers)
Repairs and Maintenance (exercise equipment)
Subscriptions
Registration and travel for Wellness conferences
Total other services and charges -wellness
28
$
$
Actual
Approp
2008
78,799
4,780
83,579
Estimated
Required
2009
$ 81,162
7,387
$ 88,549
3.00%
$ 25,000
1,500
1,500
$ 28,000
$
$
500
750
500
500
2,250
INFORMATION SYSTEMS
City Administrator
I nformation Systems Division
Network System, Data Teleco, Desktop! User Training, Web
Management & Application Internet, User Research & Development
and Project Management, Voicemail Support Development and
Management & Development & Email Maintenance
Data Protection
Information Information Information Systems Manager
Systems Systems
Manager Manager
Information Systems Information Systems
Analyst Computer Technician
Information
Systems
Analyst
29
INFORMATION SYSTEMS
MISSION STATEMENT
City organization and public needs drive technology development and the Information Systems Division (ISD)
priorities. ISD develops the knowledge and resources to help city departments solve their business problems,
serve their customers and move the city's mission and vision forward.
DEPARTMENTAL PROJECTS AND GOALS FOR 2009
1. Network - Final phase of phone and voicemail system replacement; a) desktop application installation and
and networking features, b) user setup and final training.
2. Fire Station 42 -Emergency Operations Center relocation planning and movement of technologies and
resources from Police Facility.
3. Parks and Recreation -Newsletter online with online mailing distribution list.
4. Citywide -Document retention policy and e-mail records retention software installation.
5. Citywide -Office2007 and other desktop software upgrades and enhancements.
6. ISD -Vista review and training/deployment planning for end users.
7. Citywide -Intranet and Web development.
8. Network -Continued network infrastructure upgrades.
ACTIVITIES AND SERVICES
The Information Systems division provides many system services and administration including:
1. Project management. Providing project management for all networking projects (voice
and data).
2. Desktop and user support. Providing technical support to users and maintenance on the
city's inventory of desktop computers. Maintain an inventory of hardware and software
licensing requirements. This includes remote units and user support.
3. Networking Administrationand System Support. Maintaining the city's servers and net-
working hardware. Providing network administration and system engineering.
4. Telecommunications. Providing system and database administration and user support
for the city's PBX system, voicemail and internet services.
5. Data Security. Providing daily backup, recovery and virus protection across the network.
6. Information Processing. Providing a central reference for the planning and development
of city databases and information processing. Integrating the city's data with external
agencies.
7. Web Development and Programming. Web site development, maintenance and programming.
2008 HIGHLIGHTS -PROJECTS COMPLETED
1. Building Department database conversion to Springbrook permits.
2. Police Smeadsoft final conversion and report writing enhancements.
3. Police Electronic Ticketing -wireless project installing electronic ticketing software onto vehicle
toughbooks, installing wireless networking at police facility for data transfers to Washington State
Patrol Sector database, and installing hardware in vehicles.
4. Departmental Application upgrades to: Fire RMS Reporting and Amazon Billing; Finance
Springbrook, Parks & Recreation RecTrak, and Library Comprise, Sirsi and public PC programs.
5. Phone system replacement analysis and committee work -including VolP, wireless, mobile,
voicemail, fax, desktop integration and call accounting features. Phase One of replacement
plan -hardware acquisition and installation, initial configuration and system testing.
6. Implementation of ISD Work Order System -configuration and user training for all departments.
7. Fire table PCs configures for use in back area of ambulances with additional enhancements to
30
the fire and police wireless/mobile technologies at Station 42 (data access and transfers from
mobile devices).
8. ISO Inventory and integration into Work Order and Fixed Assets (Springbrook Financial System).
COMMENTS ON BUDGET APPROPRIATIONS
Given the budget reductions mandated in 2008, which also carry forward into 2009, the ISO has worked very
cautiously to cut costs while working to provide a high level of customer service to end users. With the
decrease in funding for replacement computers over these two years, the average life of desktop computers is
extended to 4 to 5 years. Professional services was also reduced approximately 30% in both years. This
impacts or delays special projects requested of departments.
Funding for the City's new phone system was approved in 2008 and will be implemented in two phases. The
second phase will include final desktop configuration and training for end users and will be completed during the
first quarter of 2009. No additional funding is requested for 2009. The new phone system is expected to reduce
some operation costs (including charges to monthly phone lines, cell phones, system maintenance and
administration support). It will also improve services by adding a variety of new features and services (including
additional direct dialing capabilities, improved mobility/wireless phones, and desktop integration of services such
as voicemail and faxing).
Enhancing the city's web presence, adding an email distribution list for City newsletters and other news, and
adding Intranet services will also provide new resources for the community and city employees. These
resources can also decrease publication and printing and postage costs.
New state mandates are expected to be in effect January 2009 to ensure that all agency electronic public
records are securely preserved and meet the required minimum retention periods. Funding is requested to
assist the City in preserving e-mail in a format to meet these requirements. Updates to city policies will also be
written to enforce the mandates expected in 2009 and 2010.
CAPITAL TECHNOLOGY FUNDING PLAN UPDATE:
General Replacement Plan: Estimated Funding Requirements
Year 2009 Proposed:
Fire Server Replacement (General Fund)
Mail Archiving and Document Retention System (REET)
Planning for preservation of Electronic Public Records 2009 mandates
Internet/Telecommunications/Network Infrastructure (REET)
Wireless Development/Mobile Technologies (General Fund)
Year 2010
Consideration of City migration to Exchange from Groupwise
Consideration of City migration off Novell to Windows 100%
Network securities/routes/infrastructure work
Telecommunications/wireless development/mobile technologies
Web enhancements/E-Government/online registrations
Details from updated technology priority report
and Capital Projects
Total:
Total:
$
$
10,000
15,000
10,000
8,000
25,000
25,000
10,000
15,000
15,000
$
$
Years 2011-2013 detailed in the Five Year Capital Technology Funding Plan -subject to yearly updates.
31
43,000
90,000
STATISTICAL INFORMATION
Desktop Computers and Notebooks Per Department/Division
80
~ 60 CI) -:::J c..
E
40 0
(,) -0 ...
CI) 20 .0
E
:::J
Z
0
III a:: c: 'E fl 'E 0) .... N Q) ~ E 0 c: .Sl "<t 0 ::c ~ III c: CLl "5j c: .'5 !!!
"*
cI:S a:: III EO) Q) cI:S .0 ~ ... c: c..c: Q) () ... a. :.:J >-c: 0 c: u::: 0'-c: "<t en 0 Q) -c: '0, III
~ Q)
~ Q) c: c: III c: a:: ij)J!! c: 0 c: 0 cI:S OQ: w :;::; 0 1a .!1l t}. cI:S !!! :;::;
E c: ~ ~g> III Q) .s 'E .... '2 '5 ~ c.. en
.E III 0 ~ ~ a. ~ ~= ~ -= E ~ u::: Q) Eill en 0 .~
() :is
~ a.
ISO currently supports approximately 238 desktop computers, toughbooks and notebooks.
The Information Systems division supports users across all services and departments. Together with
desktop support, the division maintains the city's network infrastructure, and administers the phone system,
e-mail, voicemail system and internet services for all departments.
32
INFORMATION SYSTEMS EXPENDITURE DETAIL
Actual Actual
001.12 Expended Approp
2007 2008
518 900 INFORMATION SYSTEMS
Salaries and Wages $ 132,172 $ 195,657
Personnel Benefits 47,021 68,220
Supplies and Small Tools (computer replacements) 60,039 52,700
Other Services and Charges (licensing) 87,428 57,000
Interfund Payments for Services
594 180 CAPITAL OUTLAY
Capital Outlay (machinery & equipment) 6,495 257,500
TOTAL INFORMATION SYSTEMS $ 333,155 $ 631,077
% Increase (Decrease) Prior Year 89.42%
Actual
INFORMATION SYSTEMS PERSONNEL SCHEDULE Approp
2008
Manager of Information Systems $ 76,706
Information Systems Analyst 62,400
Information Systems Technician 55,551
Overtime 1,000
Total Personnel $ 195,657
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Professional Services (Network, email, anti-virus, desktop licensing, system develop.)
Communication (telephone charges, internet access)
Travel . ,
Insurance (liability)
Repairs and Maintenance of small office equipment
Registrations for classes, subscriptions
Total other services and charges
33
Estimated
Required
2009
$ 197,140
68,739
42,500
43,750
43,000
$ 395,129
-37.39%
Estimated
Required
2009
$ 78,984
61,608
55,548
1,000
$ 197,140
0.76%
$ 31,000
2,000
750
3,500
1,500
5,000
$ 43,750
PARKS AND RECREATION
r-····················· .. ···············I City Administrator
!
Parks and
Recreation Board
.~ ................ Parks and Recreation Manager
(1)
I I I
Admin. Support Recreation Recreation Recreation
Assistant II Coordinator Coordinator Coordinator
(1 ) (1) (.606 FTE) (.8 FTE)
I /~ /~ I
Recreation Program Program Pool Program
Aide Aides Volunteers Aides Staff Aides
(.191 FTE) (.016 FTE) (.551 FTE) (3.278 FTE) (.402 FTE)
34
PARKS AND RECREATION
MISSION STATEMENT
Through provision of recreation and parks services, it enhances the quality of life and nurtures the health and well-
being of people, community, environment and economy.
The department is community driven. Together, and often in partnership with related fields and organizations, it:
1 helps individuals reach their potential -ensuring healthy, active and balanced lifestyles, a fit
foundation for productive lives -stimulating holistic growth and development.
2 strengthens the social foundations of our society -building strong relationships -collaborating
to support families of all kinds, nurturing leadership and developing self-reliant communities -creating
understanding and harmony through shared leisure lifestyles.
3 serves as "stewards of the environment" -creating environmental awareness and encouraging
ecosystem approaches to planning -protecting, preserving and restoring significant natural areas and
corridors.
4 builds and renews local economies -reducing dependencies on health and social services through
building a fit and productive work force; stimulating the leisure industries and attracting economic
development to the community known for a high quality of life.
ACTIVITIES AND SERVICES
The Park and Recreation function provides for the operation of general recreation facilities for the residents of the
city and surrounding area. The city maintains and operates playgrounds and parks, swimming and wading pools, a
community center, a lighted baseball park, a little league park, trails, picnic grounds, tennis courts, a skateboard
park, a boat launch and dock.
35
PARKS AND RECREATION EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.18. Expended Approp Required
2007 2008 2009
574 200 PARTICIPANT RECREATION
Salaries and Wages $ 114,325 $ 146,698 $ 138,017
Personnel Benefits 30,425 34,000 39,424
Supplies 16,642 21,250 18,550
Other Services and Charges 78,851 70,067 67,833
Prof. Services ($50,900 for instructors, concerts,
referees/umpires), Advertising ($2,750), Misc ($3,000),
Rentals ($11,183)
Interfund Payments for Services 1,200 600
575 400 TRAINING
Other Services and Charges 675 1,000 500
575 500 COMMUNITY CENTERS
Salaries and Wages 35,669 35,045 40,803
Personnel Benefits 13,551 9,860 13,806
Supplies 7,326 7,500 8,000
Other Services and Charges 61,419 57,500 44,500
Prof. Services ($10,000 for janitorial)
Phones, utilities ($18,000)
Insurance ($6,500)
Repairs and Maint. ($5,000)
Miscellaneous ($5,000)
Interfund Payments for Services 2,400 3,000 1,500
576 100 ADMINISTRATION
Salaries and Wages 66,127 68,343 68,340
Personnel Benefits 22,185 20,503 24,602
576 200 SWIMMING POOLS
Salaries and Wages 105,547 92,800 82,472
Personnel Benefits 17,174 13,258 13,390
Supplies 12,025 18,700 15,000
Other Services and Charges 44,763 32,100 30,500
Professional Services ($1,000), Insurance ($9,000),
Utilities ($18,000), Repairs and Maint. ($1,500),
Miscellaneous ($1,000)
Intergovernmental Services and Taxes 2,162 2,000 2,000
Interfund Payments for Services 150
36
PARKS AND RECREATION EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.18. Expended Approp Required
2006 2007 2008
576 800 GENERAL PARKS MAINTENANCE
Salaries and Wages $ 310,531 $ 269,863 $ 288,408
Personnel Benefits 98,191 79,534 88,177
Supplies 43,373 77,000 62,000
Other Services and Charges 141,209 115,400 100,200
Communication ($1,200), Insurance ($13,500)
Professional Services ($1,000), Misc. ($3,000)
Rentals ($7,500), Utilities ($49,000)
Repairs & Maint. ($24,800), Travel ($200)
Interfund Payments for Services 95,844 87,179 93,359
576 810 TRAIL MAINTENANCE
Salaries and Wages 33,995 27,843
Personnel Benefits 9,941 9,188
Supplies 244 4,250 4,000
Other Services and Charges 74 21,000 6,500
Rentals ($1,000), Utilities ($500)
Repairs & Maint. ($5,000)
Interfund Payments for Services 11,660 11,111
576 820 OPEN SPACE MAINTENANCE
Salaries and Wages 135 33,995 27,843
Personnel Benefits 27 9,941 9,188
Supplies 22 3,750 1,000
Other Services and Charges 4,534 14,100 8,500
Professional Services ($2,500), Rentals ($1,000)
Repairs & Maint. ($5,000)
Interfund Payments for Services 11,660 11,111
594 CAPITAL OUTLAY
760 General Parks 25,501
597 TRANSFER OUT
000 Transfer Out 5,000
TOTAL PARKS AND RECREATION $ 1,352,151 $ 1,422,642 $ 1,357,665
% Increase (Decrease) Prior Year 5.21% -4.57%
PARKS AND RECREATION Actual Estimated
PERSONNEL SCHEDULE Approp Required
2008 2009
Parks and Recreation Manager $ 68,343 $ 68,340
Recreation Coordinator (2.275 -2007,2.275 -2008) 114,814 117,195
Program Aides 31,384 20,322
Recreation Overtime 500 500
Admin. Support Assistant II (1 FTE) 30,747 36,642
Program Aides 4,148 4,011
Overtime 150 150
37
PARKS AND RECREATION
PERSONNEL SCHEDULE CONTINUED
Actual
Approp
2008
Recreation Coordinator (.13 FTE) $ 6,291 $
Swimming Pool Employees 85,709
Swimming Pool Overtime 800
Public Works Operation Manager (.11 FTE -2008, .05 FTE -2009) 10,021
Lead Maintenance Worker 66,284
Senior Maintenance Worker (1 FTE -2008, 1.25 FTE -2009) 58,888
Maintenance Worker II (2 FTE) 107,775
Maintenance Worker I (1 FTE) 44,044
Seasonal Maintenance Worker 49,941
(3 at 6 mo. and 3 at 3 mo. = 2.25 FTE -2008, 2 at 6 mo. and 4 at 3 mo. = 2 FTE)
Parks Maintenance Overtime 900
Estimated
Required
2009
6,672
75,000
800
4,555
66,288
73,604
107,784
45,478
44,385
2,000
Total Parks and Recreation
% Increase (Decrease) Prior Year
$ 682,747 =$======6=7=5,=73=5=
-1.03%
Total Swimming Pool Participants
25,000 .,..------------------------
20,000
15,000
10,000
5,000
o
2004 2005 2006 2007 2008
2007/2008 participant numbers reflect a more accurate system of recording daily usage from swim
programs and open swim times.
Swim Pool Revenues and Expenditures
$200,000 ..,.-----------------------
$150,000 +-_~c..------~~~-...... ~-----
$100,000 +-----------------------
$50,000 t--::::~~§~~~~:::::::;--
$0 ---,-----.------,---------.-----,
2004 2005 2006 2007 2008 to date
...... DailyTickets _Swim School ......... Total Revenue ",,*-Total Expenditures
Swim pool revenues include swimming lessons and other classes and activities.
38
~~~~~-----------,--------~-=------=-.---.---.--------------------------------------------------------
INFORMATION AND OUTREACH
MISSION STATEMENT
* To provide information and outreach to foster and support the neighborhood associations and their vital work.
* To provide financial assistance to a local social service agency for their support of low income citizens.
ACTIVITIES AND SERVICES
$7,500 is budgeted for the East County Family Service Center. $3,000 is budgeted to cover the estimated
costs of a cQmmunity clean-up effort sponsored by UCAN.
INFORMATION AND OUTREACH EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual
001.24 Expended Approp
2007 2008
557 200 COMMUNITY INFORMATION SERVICES
Community Information Services $ 9,000 $ 9,000
557 210 NEIGHBORHOOD ASSOCIATION
Supplies 2,000
Other Services and Charges 703 5,700
TOTAL INFORMATION AND OUTREACH $ 9,703 $ 16,700
% Increase (Decrease) Prior Year 72.11%
OTHER SERVICES AND CHARGES DETAIL:
Communication
Public utility (Spring Clean-up)
Total other services and charges
39
Estimated
Required
2009
$ 7,500
300
3,200
$ 11,000
-34.13%
$ 200
3,000
$ 3,200
MISSION STATEMENT
COMMUNITY EDUCATION
and
SENIOR PROGRAMS
The Camas Community Education Program is dedicated to offering reasonably priced, high quality, life-long
learning and recreational opportunities for residents of all ages residing in the Camas School District.
ACTIVITIES AND SERVICES
The activities of the Camas seniors organization are supported again this year. The group offers group
lunches and organized activities which provide socialization for seniors.
COMMUNITY EDUCATION EXPENDITURE DETAIL
THREE YEAR DETAIL
Actual Actual Estimated
001.25.571 Expended Approp Required
2007 2008 2009
200 Community Education
Intergovernmental Services $ 11,000 $ 3,000 $
290 Senior Programs
Supplies 310 400 300
Other Services and Charges 2,957 4,700 3,200
TOTAL COMMUNITY EDUCATION $ 14,267 -$ 8,100 $ 3,500
% Increase (Decrease) Prior Year -43.23% -56.79%
OTHER SERVICES AND CHARGES DETAIL:
Communication -$ 200
Travel 2,500
Insurance 300
Miscellaneous 200
Total $ 3,200
40
MISSION STATEMENT
GROWTH MANAGEMENT ACT
CAPITAL PROJECTS FUND
This fund accounts for expenditures that will be funded from proceeds of the local real estate excise
tax collected by the county from sales of real estate within the city. The proceeds of the parks and
open space impact fees are also deposited in this fund to be expended for purposes for which the tax
was collected. School impact fees are collected by the city and immediately remitted to the county
for credit to the school district. Transportation impact fees and fire facility impact fees are also
accounted for within this fund. Other funds for open space or related projects received from other
governmental agencies will be deposited and accounted for in the fund.
GOALS FOR 2009 ,
1. Major acquisitions consistent with the park, open space comprehensive plan and council
direction.
2. Extensive reconstruction of the Fire Station 41 facility.
3. The street reconstruction project continues with $300,000 in REET funding.
4. Various street improvements.
COMMENTS ON BUDGET APPROPRIATIONS
Transportation Impact Fees (TIF) are transferred to the City Street Fund to support TIF-eligible
projects--$80,OOO for NW Leadbetter. TIFs will also be transferred to the debt service fund for debt
service payments: $383,250 tq repay a portion of the Public Works Trust Fund (PWTF) favored
loans for the SE 1 st Street and Parker Street projects.
Real Estate Excise Tax (REET) revenues will be used for a variety of eligible projects. The projects
include: the Arterial Street Reconstruction program, major park and openspace acquisitions, trail
construction, the on-going Washougal River trail/bridge project, technology improvements including
the new phone system, 'document retention software and IT infrastructure, Grass Valley Park
Expansion Phase 1, Benton Park improvements and the reconstruction of station 41--all of these
are projects to be funded with REET proceeds. Several of the park and openspace acquisitions
are expected to use grant funds which are channeled through the GMA Capital Projects Fund.
Additionally, Fire Impact Fees will be used to make the first scheduled debt payment for a new fire
engine.
41
GROWTH MANAGEMENT ACT
CAPITAL PROJECTS FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
'300.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ 1,366,230 $ 1,179,938
317 Taxes:
Local Real Estate Excise Tax 1,105,264 1,200,000 700,000
Total Taxes 1,105,264 1,200,000 700,000
Intergovernmental Revenue:
333 100 Federal Grant Indirect -RCO 226,758 500,000
333 140 Federal Grant Indirect -CDBG 90,000
333 150 Federal Grant Indirect -NAWCA 200,000
334 027 State Grant -RCO 898,784 1,041,707
337 010 Conservation Futures-County 137,474 960,000 640,000
338 750 Shared Costs -Community Center 64,745
338 760 Shared Costs -Prune Hill Path 20,000
Total Intergovernmental Revenue 448,977 1,858,784 2,471,707
345 Charges for Goods and Services:
85000 Impact Fees-Parks & Open Space 195,111 250,000 115,000
85010 Impact Fees-Transportation 381,598 450,000 150,000
85020 Impact Fees-Fire 44,138 55,000 50,000
Total Charges for Goods and Services 620,847 755,000 315,000
Miscellaneous Revenue:
361 110 Investment Interest 200,909 120,000 120,000
367 110 Donations 2,385 80,000
Total Miscellaneous Revenue 203,294 200,000 120,000
Total Estimated Revenues 2,378,382 5,380,014 4,786,645
Total Estimated Resources $ 2,378,382 $ 5,380,014 $ 4,786,645
42
GROWTH MANAGEMENT ACT CAPITAL PROJECTS FUND
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual
300.00 Expended Approp
2007 2008
Debt Service
592 100 Interest on Interfund Loan $ 6,160 $
Total Debt Service 6,160
Other Services and Charges
594 XXX Supplies 1,935
Professional Services 170,034
Miscellaneous 531,160
Total Capital Outlay 703,129
Capital Outlay:
594 760 Park Facilities 838,112 885,000
790 Other Open Space 132,034 1,160,000
950 Pedestrian PathslTraiis 12,270 1,920,000
Total Capital Outlay 982,416 3,965,000
Other Financing Uses:
597 000 Transfers Out 1,107,619 1,415,014
Total Growth Management Capital
Project Fund $ 2,799,324 $ 5,380,014
CAPITAL OUTLAY DETAIL:
Grass Valley Park Expansion Phase I
Benton Park Improvements
Fallen Leaf Acquisition
Openspace Acquisition
Washougal River trail/utility crossing project
Trails
Total Capital
43
Estimated
Required
2009
$
170,000
3,090,000
186,555
3,446,555
1,340,090
$ 4,786,645
$ 40,000
$ 130,000
2,250,000
840,000
156,555
30,000
$ 3,446,555
GROWTH MANAGEMENT ACT CAPITAL PROJECTS FUND
Transfers Out Detail
Fire Impact Fees
Debt payments -2008 fire engine
Transportation Impact Fees:
NW Leadbetter
Debt payments -Parker Street
Debt payments -Lake Road
Real Estate Excise Tax I:
Station 41 Remodel
Mail/document retention software
Infrastructure -internet, etc.
Debt payments -phone and voice mail upgrades
Real Estate Excise Tax II:
Arterial rehabilitation
NW Lake Road bike lane
Debt payments -Street Reconstruction
Total Transfers Out
I Park and Open Space Acreage I
1000
800
II) e 600 ~ ....
0
s-
CI) 400 .a
E
::I
Z
200
0
Pre-1990 Acquired
BlParks .Open Space
44
$ 37,500
80,000
193,050
190,200
250,000
15,000
10,000
58,000
300,000
75,000
131,340
$ 1,340,090
753.7
Projected GMA Fund Balances
TIF PIF FIF Reet1 Reet2 TOTALS
Anticipated Balance Dec. 31, 2008 $ 602,677 $ (131,147) $ 66,800 $ 432,280 $ 1,087,536 $ 2,058,146
2009
Revenues: 150,000 115,000 50,000 350,000 350,000 1,015,000
Fallen LeaflWCF 500,000 500.000
Fallen Leaf WWRP 1,000,000 1,000,000
CDBG -Benton Park Improvements 90,000 90,000
WashOugal River Trail -WWRP Grant 41,707 41,707
Open Space -Conservation Futures 640,000 640,000
Open Space -NAWCA 200,000 200,000
$ 752,677 $ (16,147) $ 116,800 $ 3,122,280 $ 1,569,243 $ 5,544,853
Expenses:
Fire
New Fire Engine -debt payment $ $ $ 37,500 $ $ $ 37,500
Transportation
1996 PWTF Loan Payment 119,571
1997 PWTF Loan Payment 73,479
2001 PWTF Loan Payment 35,413
2003 PWTF Loan Payment 154,787
NW Leadbetter Dr. Ext. Design 80,000
Parks/Open Space
Trails General 30,000
Grass Valley Park Exp. Phase 1 40,000
Reet1
Fallen Leaf 2,250,000
Arterial Rehab 2009 300,000
Open Space Acq -840,000
Station 41 remodel 250,000
Phone System,etc. -debt payment 58,000
E-MaiVdocument retention software 15,000
Infrastructure -Intemet, etc. 10,000
Reet 2 -Growth Related
2002 PWTF Loan Payment -Street Reconstructs 131,340
Bike lane, NW Lake Road 75,000
Benton Park Improvements 130,000
Washougal River traillbridge carry over from 2008 156,555
Total Expenses $ 463,250 $ $ 37,500 $ 3,423,000 $ 862,895 $ 4,786,645
Anticipated Balance Dec. 31, 2009 $ 289,427 $ (16,147) $ 79,300 $ (300,720) $ 706,348 $ 758,208
Obligations:
Annual debt service (for 2010) $ 377,736 $ 81,000 $ 65,000 $ 130,696 $ 654,432
Construction Phase Wshgl River Trail (2009/2010) 1,634,154 1,634,154
Total Remaining Debt Service 2011-2023 3,371,938 390,000 60,000 259,461 4,081,399
Total Obligations $ 3,749,674 $ $ 471,000 $ 125,000 $ 2,024,311 $ 6,369,985
44A
FINANCE DEPARTMENT
Finance Director (1)
CITY CLERK/RECORDS ACCOUNTING, TREASURY
RISK MANAGEMENT AND
FINANCIAL SERVICES
I
Accounting Manager (1)
I
Accountant (1)
I
Accounting Assistant (1)
I
Financial Assistant" (3.875)
45
FINANCIAL AND RECORDS
SERVICES DEPARTMENT
MISSION STATEMENT
The Finance Department's mission is to ensure the City's financial stability, maximize the use of its financial
resources, and provide superior financial, accounting, treasury and budgeting information and services, while
maintaining the highest level of public trust.
The Finance Department strives to provide progressive, automated, quality services to the citizens, City Council and
Mayor, and the many City departments it serves using the most advanced, available and affordable technology.
DEPARTMENTAL GOALS FOR 2009
1. Implement new web-based utility payment system.
2. Post interlocal agreements on city web pages in compliance with new legislation.
3. Assist mayor and council to implement rate increases on utilities after completion of rate
study in 2008.
4. Enhance internal controls of emergency rescue ambulance billings.
5. Structure financing for a number of capital purchases and projects: fire engine, water-sewer capital
projects, phone and voicemail system, and wastewater treatment plant construction.
ACTIVITIES AND SERVICES
The Finance Department consists primarily of the following service areas:
Accounting/Financial Services
Budgeting and Accounting
Financial Reporting
Utility Billing and Receipting
Payroll and Benefits
Ambulance Billing & Receipting
Accounts Payable
Accounts Receivable
Cash and Investment Mgmt.
Equipment Rental Accounting
COMMENTS ON BUDGET APPROPRIATIONS
Records/Risk Management
City Clerk duties
Information archival
Records Searches
Insurance Management
Municipal Code
Claims Management
Cemetery financial and
historical records
The Finance Department continues to enhance efficiency and streamline its processes primarily using technology.
The ultimate goal is to provide better services to our citizens and employees in other departments in the city. The
city's five utilities and the EMS Fund reimburse the General Fund for its share of accounting, billing and collections,
treasury, receipting and customer service functions.
46
STATISTICAL INFORMATION
The Finance Department is the core of many central services for the City. Superior customer service and
improved processes are constant goals. The following charts reflect growth trends that influence change in
processes and procedures to meet internal performance measures with limited staff. Many customers pay
their utility bills on-line, phone in to use their credit card, use the city's direct debit process or through the
city's drop box service, reducing the number of daily receipts in the office. However, all payments taken
over the phone are receipted by the Finance Department staff.
24,000
20,000
16,000
12,000
8,000
4,000
o
Number of Receipts Issued
2004 2005 2006 2007 2008
est.
Number of Credit Card Transactions
4,000 .,..----------------
3,000 -+-__________ """"""' ___ "'--....... 2 .... 16 ....
2,000 +-----=...,.-=--.J..,.I.4'+------
1,000 +-__ ~1,:..:..60.:...8"_ _________ _
o +------.-----.-----.
2006 2007 2008 est.
Dollar Value of Credit Card Payments
$600,000 .,.---------------
$500,000 +--------------
$400,000 +-----------
$300,000 +-------===----
$200,000
$100,000
$0
2006 2007 2008 est.
Total bills have doubled in the past ten years. In 2006, the number of utility bills sent increased drastically with the
implementation of a second set of past due notices mailed to customers. This was implemented in May 2006 and
discontinued in August 2007. The 2007 decline reflects the decision to cease mailing second past due notices.
60,000
50,000
40,000
30,000
20,000
. 10,000
o
co en en ....
en en en ....
Total Utility Bills Sent
.... o o
N
N o
~
M o o
N
47
CD o o
N
..... o o
N
IX) •
0-
0 111
NQI
001.04.514
100
230
400
FINANCIAL AND RECORDS SERVICES EXPENDITURE DETAIL
THREE YEAR COMPARISON
ADMINISTRATION
Salaries and Wages
Personnel Benefits
Supplies
Other Services and Charges
FINANCIAL SERVICES
Salaries and Wages
Personnel Benefits
Supplies
Other Services and Charges
TRAINING
Other Services and Charges
TOTAL FINANCIAL AND RECORDS SERVICES
% Increase (Decrease) Prior Year
FINANCE PERSONNEL SCHEDULE
Finance Director
Accounting Manager
Accountant
Accounting Assistant
Financial Assistant II (3 FTE in 2008, 3.87 FTE in 2009)
Financial Assistant I
Overtime
Total Salaries
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Administration:
Professional Services
Travel
Subscriptions, membership dues
Financial Services:
Professional Services -(Bank fees, software licensing)
Communication (telephone charges)
Travel
Insurance (liability)
Repairs and maintenance of small office equipment
Registrations for classes, subscriptions, membership dues
Total other services and charges
48
Actual
Expended
2007
$ 137,941
39,723
525
11,964
278,987
103,501
2,866
29,812
3,737
$ 609,056
Actual
Approp
2008
$ 160,650
50,605
4,500
295,855
112,286
7,000
23,900
3,750
$ 658,546
8.13%
Actual
Approp
2008
$ 91,534
69,117
66,333
52,885
135,798
39,838
1,000
$ 456,505
Estimated
Required
2009
$ 159,744
46,325
4,500
297,373
113,343
4,500
21,000
4,200
$ 650,985
-1.15%
Estimated
Required
2009
$ 97,116
62,628
66,336
53,928
176,109
1,000
$ 457,117
0.13%
$ 1,000
1,500
2,000
$ 4,500
$ 9,000
4,100
500
4,400
500
2,500
$ 21,000
OTHER GENERAL GOVERNMENTAL SERVICES
FUNCTION
The other general governmental services section of the budget provides for all expenses of general operations of the city
not provided under a specific fund and department.
ACTIVITIES AND SERVICES
. Other general government includes miscellaneous government expenses such as duplication, printing, postage, general
liability insurance, dues to the Association of Washington Cities and State Auditor's Office annual audit fees.
COMMENTS ON BUDGET APPROPRIATIONS General Liability Insurance Assessments
A significant portion of the general liability
insurance assessment to Washington Cities
Insurance Authority is included in the budget
of this department with a city-wide
assessment in 2009 of $302,058.
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
2004 2005 2006 2007 2008 2009
OTHER GENERAL GOVERNMENT SERVICES DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.07 Expended Aprop Required
2007 2008 2009
519 900 MISCELLANEOUS
Supplies $ 22,558 $ 20,250 $ 21,750
Other Services and Charges 117,074 113,160 104,500
Intergovernmental Services and Taxes 27,621 28,500 29,000
Interfund Payments for Services 12,120 13,000 14,000
531 700 AIR POLLUTION CONTROL
Intergovernmental Services and Taxes ($.33 per capita) 4,947 5,240 5,373
567 000 MENTAL AND PHYSICAL HEALTH
Intergovernmental Services and Taxes 7,168 4,300 4,200
594 180 Machinery and Equipment 24,770
TOTAL OTHER GENERAL GOVERNMENT SERVICES $ 216,258 $ 184,450 $ 178,823
% Increase (Decrease) Prior Year -14.71% -3.05%
OTHER SERVICES AND CHARGES DETAIL:
Professional Services (AWC membership -$10,504, fiscal agent, code on-line) $ 20,000
Communication (postage, telephone charges) 13,500
Operating rentals and leases (postage meter, post office box) 1,500
Insurance (General Fund's portion of liability, property, and fidelity) 52,000
Repairs and Maintenance (Two copy machines, phone maint.) 8,000
Code book updates, Chamber of Commerce membership, state purchasing fee 9,500
Total other services and charges $ 104,500
49
UNLIMITED TAX GENERAL OBLIGATION
BOND REDEMPTION
MISSION STATEMENT
This fund accounts for the payment of principal and interest on the 1996 unlimited general obligation refunding
bonds, often referenced as the "park bonds", the bonds issued in 2000 to expand and remodel the city library,
and the 2005 refunding bonds which replaced the last ten years of the original library bond issue at a lower
interest rate.
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
239.00 Revenue Estimated Revenue
2007 2008 2009
Taxes:
361 111 Real and Personal Property $ 746,728 $ 745,743 $ 686,980
Total Estimated Resources $ 746,728 $ 745,743 $ 686,980
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
239.00 Expended Approp Required
2007 2008 2009
Redemption of General Long Term Debt
591 720 Principal on Library Bonds $ 358,000 $ 374,000 $ 396,000
591 760 Principal on Park Bonds 120,000 115,000 60,000
Total Redemption of General
Long Term Debt 478,000 489,000 456,000
Interest and Other Debt Service
592 720 Interest on Library Bonds $ 264,989 $ 247,583 $ 229,390
592 760 Interest on Park Bonds 15,280 9,160 1,590
Total Interest and Other Debt Service 280,269 256,743 230,980
Total Unlimited Tax General
Obligation Bond Redemption Fund $ 758,269 $ 745,743 $ 686,980
50
UNLIMITED TAX GENERAL OBLIGATION
BOND REDEMPTION SCHEDULES
1996 Refunding Bonds
2009
2000 Library Bonds
2009
2010
Princi~al
$ 60,000
Princi~al
$ 355,000
370,000
$ 725,000
Interest Total
$ 1,590 $ 61,590
Interest Total
$ 36,250 $ 391,250
18,500 388,500
$ 54,750 $ 779,750
2005 Refunding Library Bonds
Princi~al Interest Total
2009 $ 41,000 $ 193,140 $ 234,140
2010 42,000 191,623 233,623
2011 434,000 190,069 624,069
$ 517,000 $ 574,832 $ 1,091,832
Library Bond Tax Rate per $1000 of Assessed Value
0.4
co co co ....
VI-...
QI 0.2 Co
J!! r::::
QI
U
0
2001 2002 2003 2004 2005 2006 2007 2008
51
Last Year
of Payment
2009
Last Year
of Pa~ment
2010
Last Year
of Payment
2020
LIMITED TAX GENERAL OBLIGATION
BOND REDEMPTION
MISSION STATEMENT
This fund accounts for the principal and interest on bonds issued in 1996 to construct the police facility and
refund a CERB loan. This fund also accounts for the principal and interest for Public Works Trust Fund
loans for Parker Street, SE 1 st Street road improvements and the 2002 street reconstruction project.
Loans obtained in 2008 for a fire engine and phone and voice mail system upgrades are included in this fund.
240.00
311.100
397 000
REVENUE DETAIL
THREE YEAR COMPARISON
Actual
Revenue
2007
Taxes:
Real and Personal Property $ 300,840
Total Taxes 300,840
Other Financing Sources:
Operating Transfers In: 582,207
Total Other Financing Sources 582,207
Total Estimated Resources $ 883,047
52
Adjusted Estimated
Estimated Revenue
2008 2009
$ 301,503 $ 303,763
301,503 303,763
670,014 610,090
670,014 610,090
$ 971,517 $ 913,853
LIMITED TAX GENERAL OBLIGATION EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
240.00 Expended Approp Required
2007 2008 2009
591 190 IT Equipment/Principal $ $ 48,000 $ 48,000
210 Police Facility/Principal 190,000 200,000 210,000
210 Pacific Rim Blvd/Principal 45,000 45,000 50,000
220 Fire Pumper/Engine Loan/Principal 67,208 84,317 29,300
595 SE 1 st Street Road Improvements/Principal 33,252 33,252 33,252
595 Parker Street 1996/Principal 96,428. 96,429 96,429
595 Parker Street 1997/Principal 57,857 57,857 57,857
595 SE 1 st Street Construction/Principal 133,213 133,213 143,988
595 Street Reconstruction/Principal 128,765 128,765 128,765
592 192 IT Equipment/Interest 10,000 10,000
210 Police Facility/lnterest 58;527 48,838 38,438
210 Pacific Rim Blvd/lnterest 9,960 7,665 5,325
220 Fire Pumper Truck Interest 2,394 18,584 8,200
595 SE 1 st Street Road Improvements/lnterest 2,494 2,328 2,161
595 Parker Street 1996/1nterest 28,929 26,036 23,143
595 Parker Street 1997/1 nterest 19,093 17,357 15,621
595 SE 1 st Street Construction/Principal 8,711 10,657 10,799
595 Street Reconstruction/Principal 3,863 3,219 2,575
Total Limited Tax General
Obligation Bond Redemption Fund $ 885,694 $ 971,517 $ 913,853
1996 Limited Tax Bonds (Police Facility)
Last Year
Principal Interest Total of Pa~ment
2009 $ 260,000 $ 43,763 $ 303,763
2010 270,000 30,113 300,113
2011 285,000 15,533 300,533 2011
Parker Street· 1996 PWTF Loan
Last Year
Princi~al Interest Total of Pa~ment
2009 $ 96,429 $ 23,143 $ 119,572
2010 96,429 20,250 116,679
2011 96,429 17,357 113,786 2016
Parker Street· 1997 PWTF Loan
Last Year
Principal Interest Total of Pa~ment
2009 $ 57,857 $ 15,621 $ 73,478
2010 57,857 13,886 71,743
2011 57,857 12,150 70,007 2017
53
SE 1st Street Improvements -2001 PWTF Loan
Last Year
Principal Interest Total ofPa~ment
2009 $ 33,252 $ 2,161 $ 35,413
2010 33,252 1,995 35,247
2011 33,252 1,829 35,081 2021
SE 1st St. Construction -2003 PWTF Loan
Last Year
Principal Interest Total of Payment
2009 $ 143,988 $ 10,799 $ 154,787
2010 143,988 10,079 154,067
2011 143,988 9,359 153,347 2023
Street Reconstruction -2002 PWTF Loan
Last Year
Principal Interest Total of Pa~ment
2009 $ 128,765 $ 2,575 $ 131,340
2010 128,765 1,931 130,696
2011 128,765 1,288 130,053 2012
Fire Engine -2008 Loan
Last Year
Principal Interest Total of Payment
2009 $ 29,300 $ 8,200 $ 37,500
2010 58,600 16,400 75,000
2011 58,600 16,400 75,000 2015
Phone & Voice Mail System -2008 Loan
Last Year
Principal Interest Total of Payment
2009 $ 48,000 $ 10,000 $ 58,000
2010 48,000 10,000 58,000
2011 48,000 10,000 58,000 2013
54
LID Fund
FUNCTION
To collect local improvement district revenue and to pay debt on LID construction projects.
COMMENTS ON BUDGET APPROPRIATIONS
Since the City no longer has any LID debt, receipts collected in this fund have no obligation;
therefore, it is permissible to transfer cash to the General Fund to help finance general obligations of
the City. Only two customer accounts remain, when they are paid, the balance will be transferred to
the General Fund.
250.00
291 740
361 500
361 550
368 000
250.00
597 000
REVENUE DETAIL
THREE YEAR COMPARISON
Beginning Appropriated Fund Balance
-Miscellaneous Revenue:
Interest on Assessment Receivables
Penalties on Special Assessments
Principle of Special Assessment Receivables
Total Miscellaneous Revenue
Actual
Revenue
2007
$ 8,000
Adjusted
Estimated
2008
$
Estimated
Revenue
2009
$ 4,700
Total Estimated Revenues $ 8,000 =$===== =$===4=,7=00=
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Other Financing Sources:
Actual
Expended
2007
Actual
Approp
2008
Estimated
Required
2009
Operating Transfers Out $ 8,000 _$~ ___ $.:...-_....;4,~70_0_
Total LID Guaranty Fund $ 8,000 $ $ 4,700
====
55
FIREMEN'S PENSION
FUNCTION
The Firemen's Pension budget provides for medical care and pension payments for the city's regular paid firefighters
who were employed prior to January 1, 1971. Firefighters retired subsequent to that date will be paid from the
Law Enforcement Officers and Firefighters Retirement System administered by the State of Washington. Medical
expenses for firefighters employed subsequent to January 1, 1971, must be paid by the city General Fund directly.
COMMENTS ON BUDGET APPROPRIATIONS
Retired firefighter pensions are increased by an amount equal to the change in the Seattle consumer price index
January to January each year. There is currently one retired fire marshall and two firefighters receiving subsidy
payments to their state pension.
611.00
361 110
369 000
611.00.522
REVENUE DETAIL
THREE YEAR COMPARISON
Miscellaneous Revenues:
Investment Interest
Employer Contribution
Total Miscellaneous Revenues
Total Estimated Revenues
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Disability and Retirement:
200 Pension and Disability
Total Firemen's Pension
56
Actual
Revenue
2007
$ 112,012
27,284
139,296
$ 139,296
Actual
Expended
2007
Adjusted
Estimated
2008
$
25,000
25,000
$ 25,000
Actual
Approp
2008
$
$
Estimated
Revenue
2009
25,000
25,000
25,000
Estimated
Required
2009
$ 14,910 $ 25,000 -=$'----=2:..::.5~,0.::..:00=-
$ 14,910 $ 25,000 $ 25,000 ========
POLICE DEPARTMENT
I POLICE CHIEF (1) I
I
POLICE CAPTAIN (1)
I
I I I I I
PATROL INVESTIGATIONS ADMINISTRATIVE CLERICAL· ANIMAL CONTROL
DIVISION DIVISION DIVISION RECORDS SECTION (Washougal
Contract)
I
Patrol Sergeant
Detective Administrative Senior Admin. Patrol Sergeant Sergeant (1) Sergeant (1) Squad A (2) Squad B (2) ""-Support Assistant
(1)
1 I
Patrol Officers Patrol Officers -Detective (1) School Resource
Squad A Squad B Officer (1) Admin. Support
(7.166 FTE) (8 FTE) Assist. II (1.5 FTE)
-Social Services Community
Specialist (1) ....
Services
Officer (1)
Court Security -Officer (.475 FTE)
Code -
Compliance
Offender Work Specialist (1)
"-Crew Leader
(1.2 FTE)
LAW ENFORCEMENT DEPARTMENT
MISSION STATEMENT
The mission for every member of the Camas Police Department is to consistently seek and find
ways to affirmatively promote, preserve and deliver a feeling of security, safety and quality of
services to members of our community.
DEPARTMENTAL GOALS FOR 2009
Personnel changes in several key roles within the agency highlight our main goal for the coming
year, which is a smooth transition of leadership. Recent promotions include a new Chief of Police,
new Captain, and a new Sergeant. Still, others in the agency are moving to new assignments. The
vision of our organization realignment was established at the end of 2008 and will be fully implemented
by the first quarter of 2009. Ongoing employee training and staff development plans are in place to
facilitate the team moving through this period of natural change.
Our second goal for 2009, and equally important, is to renew our status as an accredited law
enforcement agency with Washington Association of Sheriffs and Police Chiefs (WASPC). Camas
Police Department is the only municipal law enforcement agency in Clark County to hold accreditation
status, and has been an accredited law enforcement agency for the past six years. This status has
helped us to reduce our liability through a program of following "best practices" for law enforcement
agencies.
ACTIVITIES AND SERVICES
The activities of the Police Department are varied and encompass a wide degree of services not normally
associated with the standard police function. Of course, they include enforcing criminal violations, traffic
enforcement, investigating a variety of non-criminal complaints and providing security for persons and
property. We also perform downtown parking enforcement and coordinate neighborhood programs through
a Community Services Officer. The code enforcement function moved to the police department in 2007 and
has become popular with citizens who seek to reduce neighborhood nuisance violations. Camas School
District and the City of Camas co-fund one full-time police officer position to provide safety and protection
to our schools. We continue to operate an offender work crew program that is both fiscally wise and
extremely productive for the community. We continue to provide for the welfare of children and victims
of sexual assault through the work of our Social Service Specialist in the Detective Unit. This program,
that is somewhat unique to Camas Police, blends the disciplines of social worker with that of a criminal
investigator.
Through a cooperative effort with the City of Washougal, we receive animal control services on a contract
basis. In turn, the City of Washougal contracts from us for security services at the Camas -Washougal
Municipal Court.
58
COMMENTS ON BUDGET APPROPRIATIONS
Overriding all other themes in this budget period is the reality of the 2008 economic downturn and its
effect on the City's ability to support general fund services. Facing the realities of declining revenues and
rising costs the police department, as well as all other city departments, reduced its previously authorized
spending levels to conserve cash. For us, this meant the loss of a new police officer position created by
the retirement of former Chief Donald Chaney until November, 2009. We also reduced a full-time clerical
position to part-time in our front office.
Being cognizant of the recent annexation, normal growth and community expectations, I foresee a trend
of increased demand for law enforcement services that will become more difficult for our staff to meet. The
demand for law enforcement services are inherently linked to population and urbanization. As the City
of Camas grows, so grows a natural need for the police to respond and to maintain order. This will beour
challenge until the revenue picture improves.
I remain optimistic that 2009 will be a productive and exciting year for every member of the department.
59
LAW ENFORCEMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.08. Expended Approp Required
2007 2008 2009
521 100 ADMINISTRATION
Salaries and Wages $ 318,467 $ 329,583 $ 305,789
Personnel Benefits 111,777 103,604 115,165
Supplies 7,179 6,000 6,700
Other Services and Charges
Professional Services 1,665 5,000 2,800
Communications ($100), Travel ($1,500) 26,624 9,900 8,400
Repairs/Maint. ($2,800), Registrations and laundry ($4,000)
Interfund Payments for Services 18,900 17,040 19,788
521 POLICE OPERATIONS
220 PATROL AND INVESTIGATIONS
Salaries and Wages 1,693,428 1,855,737 1,831,829
Personnel Benefits 573,834 599,258 638,190
Supplies 46,084 46,520 17,4,?0
Other Services and Charges 30,586 34,600
Professional Service ($4,400) 4,400
Uniform cleaning ($8,000), Communication ($100) 8,100
Insurance ($9,360 liability), Advertising ($750) 10,110
Repairs and Maint. ($1,500), Travel ($2,000) 3,500
Intergovernmental Services 8,727 12,000 14,800
Interfund Payments for Services 128,062 169,120 186,564
300 COMMUNITY SERVICES
Salaries and Wages 42,935 46,572 47,477
Personnel Benefits 21,675 23,075 25,248
Supplies 2,354 4,000 3,000
Other Services and Charges 2,770 2,280 900
Communication ($400), Registrations ($500)
I ntergovernmental Services 46,830 46,830
Interfund Payments for Services 3,300 3,300 3,672
400 TRAINING
Supplies 8,362 12,600 7,400
Other Services and Charges 9,174 25,000 16,500
Professional Services ($500)
Travel ($10,000 -training required for new officers),
Registrations, publications ($6,000)
Intergovernmental Services 2,100 2,500
500 FACILITIES
Salaries and Wages 10,092 8,000 9,000
Personnel Services 3,298 1,800 3,000
Supplies 3,547 8,000 7,000
Other Services and Charges 83,220 95,800 94,600
Insurance ($8,700 property insurance),
Public Utilities ($55,000), Rentals ($100)
Repairs and Maintenance ($14,000)
Janitorial and mat cleaning services ($16,800)
60
LAW ENFORCEMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
(Continued)
Actual Actual Estimated
001.08 Expended Approp Required
2007 2008 2009
900 CODE ENFORCEMENT
Salaries and Wages 42,797 45,535 46,775
Personnel Benefits 12,060 13,098 14,332
Supplies 178 500 200
Other Services and Charges 359 1,780 500
Miscellaneous ($500)
Interfund Payments for Services 1,800 1,800 1,920
920 OTHER MUNICIPAL SERVICES· SOCIAL SERVICES
Salaries and Wages 60,417 61,919 62,235
Personnel Benefits 15,338 18,494 18,431
Supplies 200
Other Services and Charges 459 1,500 700
Miscellaneous ($700)
930 FINGERPRINTING/OTHER AGENCY
Intgovernmental Professional Services 1,152 1,200 1,500
950 DISABILITY AND RETIREMENT LEOFF·1
Personnel Benefits 56,422 90,000 100,000
528 600 COMMUNICATION, OPERATIONS, CONTRACTED SERVICES
Intergovernmental Services 190,773 222,600 235,000
528 800 COMMUNICATIONS, GENERAL
Supplies 1,177 650 350
Other Services and Charges 21,6~9 25,500 23,000
Communication ($20,000 cell phones, pagers, telephone)
Repairs and Maintenance ($3,000 repair phones and radios)
CAPITAL OUTLAY
Machinery and Equipment 65,471 30,000
TOTAL LAW ENFORCEMENT
AND COMMUNICATIONS $ 3,626,162 $ 3,982,495 $ 3,945,605
% Increase (Decrease) Prior Year 9.83% -0.93%
61
Statistics
The charts below reflect the calls logged and reports written by the Police department for a seven year
time period.
ICalis Loggedl
16,000 -.-------------------,
12,000 +-__ -'-"'+''-'L.L.-_-'--___ --,-,,-.......-_
8,000
4,000
o
2002 2003 2004 2005 2006 2007 2008
est.
The chart below reflects the traffic enforcement activity for a four year time period.
Traffic Enforcement Activity
6,000 ,-----;:::::============:::::;-----------,
IIWarnings _Citations 5,000 +---L-_______ ---l--
4,000 +-------
3,000
2,000
1,000
o
2005 2006 2007 2008 est.
62
Actual Estimated
LAW ENFORCEMENT PERSONNEL SCHEDULE Approp Required
2008 2009
Police Chief $ 110,618 $ 110,300
Police Captain 95,775 89,542
Senior Admin Support Assistant 46,983 48,407
Admin Support Assistant II (2 FTE -2008, 1.5 FTE -2009) 75,757 57,090
Administrative Overtime 450 450
Police Sergeant (6 FTE) 492,548 506,470
Police Officers (18.75 FTE -2008,17.166 FTE -2009) 1,238,227 1,177,459
Police Operations Overtime 50,000 44,000
Holiday Pay 74,962 72,506
Community Services Officer 46,072 46,977
Community Services Overtime 500 500
Code Enforcement Officer 45,285 46,525
Code Enforcement Overtime 250 250
Social Services Specialist 61,319 61,735
Social Services Specialist Overtime 600 500
TOTAL LAW ENFORCEMENT $ 2,339,346 $ 2,262,711
% Increase (Decrease) Prior Year -3.28%
63
DETENTION AND CORRECTION
FUNCTION
The detention and correction budget provides for cost of care of prisoners and parole services.
ACTIVITIES AND SERVICES
Prisoners are detained in the city jail temporarily. All other prisoners are held in the county jail. The city reimburses
the county for board of prisoners and probation services.
COMMENTS ON BUDGET APPROPRIATIONS
As of January, 1997 the City must reimburse Clark County for its share of jail and probation costs.
Noteworthy is $280,591 was paid in 2007 to Skamania County and Clark County for jail and probation services. Camas has very
little control of these costs. They represent services that would be far more costly to provide locally. We will continue to
use local resources and seek ways to mitigate these costs wherever possible.
DETENTION AND CORRECTION EXPENDITURE DETAIL
THREE YEAR COMPARISON
001.10.523
300 PROBATION AND PAROLE SERVICES
Salaries and Wages
Personnel Services
Supplies
Other Services and Charges
Intergovernmental Services
Interfund Payments
600 CARE AND CUSTODY OF PRISONERS
Salaries and Wages
Personnel Services
Supplies
Other Services and Charges
Intergovernmental Services
TOTAL DETENTION AND CORRECTION
% Increase (Decrease) Prior Year
DETENTION AND CORRECTION PERSONNEL SCHEDULE
Offender Crew Leader
(2 at .525 FTE -2008,2 at .6 FTE -2009)
Court Security Officer (.475 FTE)
Total Personnel
% I ncrease (Decrease) Prior Year
64
Actual
Expended
2007
$ 52,769
7,831
4,460
1,209
53,561
6,150
10,598
1,448
1,741
145
227,030
$ 366,942
$
$
$
$
Actual
Approp
2008
48,675
9,261
6,500
2,350
85,000
7,128
21,354
3,844
700
100
134,600
319,512
-12.93%
Actual
Approp
2008
48,675
21,354
70,029
Estimated
Required
2009
$ 56,373
11,775
5,000
1,800
99,500
7,788
22,710
5,042
200
182,000
$ 392,188
22.75%
Estimated
Required
2009
$ 56,373
22,710
$ 79,083
12.93%
ANIMAL CONTROL
MISSION STATEMENT
The Animal Control Department provides for animal control expenses.
ACTIVITIES AND SERVICES
The City of Camas and the City of Washougal operate the Animal Control services under an
interlocal agreement with the City of Washougal administering the program. The City of Washougal
also operates an animal control facility. Costs budgeted here are the City of Camas' anticipated
share of its costs.
001.16
539 300
OTHER PHYSICAL ENVIRONMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual
Expended Approp
2007 2008
ANIMAL CONTROL
Supplies $ $ 500
Other Services and Charges 1,000
Intergovernmental Services 92,559 85,000
Total Other Physical Environment $ 92,559 $ 86,500
% Increase (Decrease) Prior Year -6.55%
65
Estimated
Required
2009
$ 500
82,450
$ 82,950
-4.10%
i4
FIRE DEPARTMENT
Fire Chief (1)
Senior Administrative
Support Assistant (1)
Financial
Assistant" (.625 FTE)
66
EMS
Captain (1)
Deputy
Fire Marshal (1)
FIRE DEPARTMENT
MISSION STATEMENT
To provide quality and cost effective fire suppression, prevention, emergency medical services and educational
programs to the community.
DEPARTMENTAL GOALS FOR 2009
1. Continue consolidation discussions with East County Fire & Rescue for improved public safety.
2. Maintain current staffing and service levels while continuing to be responsible stewards of taxpayer resources.
3. Secure funding to upgrade Station 41 living quarters.
4. Continue to monitor and reduce sick leave usage and preventable injuries.
ACTIVITIES AND SERVICES
The department has a paid professional staff composed of 40 total personnel working out of two fire stations.
Station 41 is located in the downtown area and Station 42 in Grass Valley. The department provides fire
suppression, prevention, administrative services and advanced medical care.
The administrative section of the department is comprised of the Fire Chief, Training Battalion Chief, EMS
Captain, Administrative Assistant and part-time Financial Assistant.
Suppression services are provided by firefighters and dual function paramedic/firefighters. Emergency services
are provided 24/7, with mutual aid agreements with neighboring communities when needed.
Fire prevention is provided by one Deputy Fire Marshall who reviews plans for new construction, investigates fire
and arson cases, provides fire and life safety inspections and is also part of the management command staff at
major incidents. Additional duties include: fire safety education, code review and school inspections.
Emergency medical services (EMS) are provided to the cities of Camas & Washougal through an EMS Levy.
Starting in 2009, citizens of the East County Fire & Rescue area will also participate in the EMS levy and be
provided with emergency medical services. Twenty-three paramediclfirefighters provide quality medical care and
transport services to these communities 24/7.
The department responds to over 3,000 emergency incidents per year, the majority being medical calls.
67
FIRE DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.09 Expended Approp Required
2007 2008 2009
522 100 ADMINISTRATION
Salaries and Wages $ 78,925 $ 82,057 $ 78,619
Overtime 1,555 2,000 500
Personnel Benefits 18,014 19,249 18,205
Supplies 438
Other Services and Charges 8,375 8,530 1,200
Interfund Payments for Services 3,000 2,920 3,228
522 FIRE SUPPRESSION
210 REGULAR FORCE
Salaries and Wages 1,459,274 1,579,395 1,604,371
Overtime 132,201 125,000 110,000
Personnel Benefits 437,449 501,314 507,804
Supplies 33,770 35,000 31,000
Other Services and Charges 96,672 84,750 67,420
Professional Services ($1,000 for
eqUipment testing)
Insurance ($22,420 liability insurance)
Repairs and Maintenance ($35,000 on equipment and vehicles)
Registration, publications, laundry, operating rentals ($9,000)
Interfund Payments for Services 7,200 9,864 10,320
220 VOLUNTEER FORCE
Salaries and Wages 5,000
Personnel Benefits 5,300
Supplies 500
Other Services and Charges 16 700
230 WATER SERVICE
Other Services and Charges 10,800 11,500 11,500
(public utility-hydrant rental)
300 FIRE PREVENTION AND INVESTIGATION
Salaries and Wages 76,821 80,528 80,528
Overtime 10,056 10,000 5,000
Personnel Benefits 13,581 24,253 16,554
Supplies 6,459 10,760 3,700
Other Services and Charges 1,206 8,250 1,000
Laundry, Handbooks and Repairs ($1,000)
Interfund Payments for Services 5,400 5,841 5,808
400 TRAINING
Supplies 2,750 4,200 2,500
Other Services and Charges 19,997 19,730 11,430
Professional Services ($1,000)
Travel ($2,430)
Registration, publications ($8,000)
68
FIRE DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
(Continued)
Actual Actual Estimated
001.09 Expended Approp Required
2007 2008 2009
500 FACILITIES
Salaries and Wages 8,414 8,QOO 8,650
Personnel Benefits 3,083 3,000 3,000
Supplies 6,916 5,500 3,500
Other Services and Charges 40,621 42,180 35,054
Professional Services ($3,200 pest control, Sonitrol)
Insurance ($4,854 property insurance)
Public Utility ($23,000)
Repairs and Maintenance ($4,000 on bldg., HVAC,
maintenance of auxiliary station and drill tower)
Interfund Payments for Services
950 DISABILITY AND RETIREMENT ·LEOFF 1
Personnel Benefits 32,570 40,559 39,660
Pension & Disability 27,284 28,375 33,963
528 COMMUNICATIONS
600 OPERATIONS, CONTRACTED SERVICES
Intergovernmental Services 63,909 66,057 68,359
800 COMMUNICATIONS, GENERAL
Supplies 5,667 6,800 4,000
Other Services and Charges 24,877 23,100 20,125
Professional Services ($125)
Communication ($17,000 for phones, internet)
Repairs and Maintenance ($3,000 for radio repairs)
594 220 CAPITAL OUTLAY
Machinery and Equipment 28,156
TOTAL FIRE CONTROL
AND COMMUNICATIONS $ 2,665,456 $ 2,860,212 $ 2,786,998
% Increase (Decrease) Prior Year 7.31% -2.56%
69
Actual Estimated
FIRE DEPARTMENT PERSONNEL SCHEDULE Approp Required
2008 2009
Fire Chief (.5 FTE) $ 56,640 $ 56,640
Sr. Admin Support Assistant (.5 FTE) 25,417 21,979
Overtime 2,000 500
Battalion Chiefs (3.2 FTE) 302,173 307,160
Fire Captain (6) 487,980 495,285
Engineers (3) 211,386 211,386
Firefighter (2) 134,214 134,208
Firefighter/Paramedic (5.875 FTE -2008, 6 FTE -2009) 411,462 423,640
Holiday Pay 32,180 32,692
Fire Suppression Overtime 125,000 110,000
Volunteer Force (Intern program) 5,000
Deputy Fire Marshal (1) 80,528 80,528
Fire Prevention Overtime 10,000 5,000
Total Fire Control $ 1,883,980 $ 1,879,018
% Increase (Decrease) Prior Year -0.26%
70
Statistics
2005 2006 2007 2008 (Est.) 2009 (Est.)
Fire Alarms
I Kesldentlal :::>tructure rlres 12 14 25 14 10
I::;tructure rlres -Uther than Kesldentlal 8 6 6 7 5
I::;tructures uther than a tsulldlng L 1 5 L ::l
,,,-,ooking Fires 11 6 4 ::l ::l
IChlmney t-ires 6 6 5 2 5
I raSh or KubblSh t-Ires L1 LO 17 6 10
Passenger Vehicle Fires 1L 5 ~ 4 5
BruSh or Grass Fires 10 22 8 8 8
Uther 7 3 3 8 7
lotal 59 53 52 54 56
t:M~ 6. Kescue
IAsslst EMS Crew
Hazardous Condition
762 1 870 1 868 1 900 1 9 20 1
t-Iammable LIqUId ::;Plll ::l 4 5 6 5
uas LeaK 7 ::l ::l L oJ
Electrical Wiring/EqUipment Problem 11 7 1U 6 ~
Power Line Down 1 8 0 0 1
Uther 13 13 16 12 10
lotal 35 35 34 26 25
Good Intent
LJlspatched 15< Canceled 191 225 108 120 90
wrong Location 1 0 0 0 1
No Incident Found 1L L1 LL L4 16
:::>moke-Udor or :::>moke-:::>team 14 20 12 16 14
uther 14 LL L1 L5 LO
lotal 232 21S1S 103 11S5 141
False Alarms
Iralse Alarms 7 8 8 16 12
I MaliCIOUS 1 0 1 L L
I::>ystem MalTunclion 4U 5::l 5L 8 L4
ISmoke Detector Malfunction 1~ L1 5 8 8
lother 3 4 17 12 9
Total 70 56 83 46 55
Service Calls
l!5u6lic or Invalia Assist-General Service 331 541 48 1 441 56 1
Severe Weather
1 Severe Weatfier 41 31 11 11 31
ITOTALS 1,2 25 1 1,41 9 1 1,279 1 1,256 1 1,259 1
Fire Incidents by Type -2008
II Fire Alarms
• EMS & Rescue
Hazardous Condition
II Good Intent
False Alarms
II Service Calls
• Severe Weather
71
EMERGENCY SERVICES
FUNCTION
Emergency management provides for safety, food, aid and housing to citizens during time of disaster.
ACTIVITIES AND SERVICES
The emergency management budget provides for an intergovernmental payment to the county
emergency services operation, CRESA. The cost is based on per-capita.
EMERGENCY SERVICES EXPENDITURE DETAIL
THREE YEAR COMPARISON
001.11.525 Actual
Expended
2007
100 ADMINISTRATION
Intergovernmental Services $ 15,017
TOTAL EMERGENCY SERVICES $ 15,017
% Increase (Decrease) Prior Year
72
Actual
Approp
2008
$ 16,500
$ 16,500
9.88%
Estimated
Required
2009
$ 17,000
$ 17,000
3.03%
EMERGENCY RESCUE
MISSION STATEMENT
To provide the highest quality service to our community through the protection and preservation of life and property.
GOALS FOR 2009
Our main goal for 2009 is to maintain current service levels with significant loss of revenue due to the loss of the
Washougal service area. This budget reflects the long over-due passage of the East County Fire & Rescue EMS
levy. Our other goals include:
1. Continuing to meet ambulance response time standards established by Clark County Ordinance.
2. Providing all Basic Life Support pre-hospital care providers in our response area with essential training in the
treatment of a variety of medical emergencies.
3. Providing the Paramedics of Camas Fire Department with essential training in advanced cardiac, trauma and
pediatric care. Grants will be sought to continue this essential training. We are encouraging our own
personnel to gain instructor certifications in order to conduct more in-house training.
4. Increasing public awareness of the services provided by the Emergency Rescue fund.
5. Renewing our efforts to show gains in recovery of financial health throughout 2009, despite reduction of revenue.
6. Developing a plan for replacement of ambulances and aging diagnostic equipment in a climate of reduced
funding.
7. Continuing to reduce sick leave and on-duty injuries with an on-going Wellness/Fitness program and the
introduction of more ergonomic equipment.
ACTIVITIES AND SERVICES
Camas Fire Department provides advanced emergency medical care and ambulance transport to the city of
Camas and the unincorporated areas of the county covered by East County Fire and Rescue.
Efforts are being made to improve public awareness and expand educational opportunities for both care
providers and the public at large as financial resources have diminished. Every effort is made to provide the
best possible service with the resources available.
COMMENTS ON BUDGET APPROPRIATIONS
The 2009 budget reflects a continuing effort in gaining financial health in spite of a significant financial setback.
This will be done through the implementation of more efficient billing, reduced spending and the passage of the
budget reflects adding of personnel, a program of replacement of aging eqUipment and increased EMS levy in
East County Fire & Rescue area. The budget reflects a reduction of funding which limits our ability to add
personnel, replace aging equipment or offer education opportunities for department personnel.
73
115.00
291 740
311 100
331 970
334 040
338 260
341 600
342 600
347 900
359 900
361 110
367 000
369 900
EMERGENCY RESCUE
REVENUE DETAIL
THREE YEAR COMPARISON
Actual
Revenue
2007
Beginning Appropriated Fund Balance $
Taxes:
Real and Personal Property 1,026,079
Total Taxes 1,026,079
Intergovernmental Revenue:
Fed Grant -Homeland Security 35,664
State Grants 1,439
Shared Costs-Ambulance, Rescue,
Emergency Aid 403,670
Total Intergovernmental Revenue 440,773
Charges for Goods and Services
Printing and Duplicating 150
Ambulance and Emergency Aid Fees 790,664
Culture and Recreation (First-aid/CPR classes) 4,165
Total Charges for Goods and Services 794,979
Fines and Penalties
Late Fees 10,669
Total Fines and Penalties 10,669
Miscellaneous Revenues:
Investment Interest 4,333
Contributions and Donations-Private Sources 2,040
Other Miscellaneous Revenue 233
Total Miscellaneous Revenues 6,606
Total Estimated Revenues 2,279,106
Total Estimated Resources $ 2,279,106
74
Adjusted Estimated
Estimated Revenue
2008 2009
$ 89,454 $
1,072,000 1,108,400
1,072,000 1,108,400
1,500
425,000 552,990
426,500 552,990
100 100
840,000 590,000
3,500 4,000
843,600 594,100
13,000 12,000
13,000 12,000
2,000 1,500
1,000 1,500
3,000 3,000
2,358,100 2,270,490
$ 2,447,554 $ 2,270,490
EMERGENCY RESCUE EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
115.00 Expended Approp Required
2007 2008 2009
526 100 ADMINISTRATION
Salaries and Wages $ 126,661 $ 131,417 $ 109,461
Overtime 1,075 2,000 1,000
Personnel Benefits 33,367 35,983 33,744
Supplies 499
Other Services and Charges 3,990 5,680 4,800
Interest 8,000 7,200 7,200
Interfund Payments 178,000 177,972 146,530
200 AMBULANCE SERVICES
Salaries and Wages 1,035,947 1,185,186 1,140,032
Overtime 156,652 140,000 120,000
Personnel Benefits 322,446 373,944 401,287
Supplies 142,207 135,431 94,000
Other Services and Charges 71,121 70,270 54,206
Professional Services ($5,500 for medical advice)
Operating rentals ($4,000 for oxygen cylinders)
Insurance ($24,156 liability and property insurance)
Repairs and Maintenance ($15,000 for equipment and ambulances)
Communication, Advertising, Medical waste disposal, laundry ($5,500)
Intergovernmental Services and Taxes 4,543
Interfund Payments for Services 7,200 100 5,172
400 TRAINING
Supplies 1,547 4,000 2,000
Other Services and Charges 18,301 9,100 5,000
Professional Services (instructors $2,000)
Travel ($1,000), Training, Registrations, Misc. ($2,000)
528 600 COMMUNICATIONS, ALARMS AND DISPATCH
OPERATIONS, CONTRACTED SERVICES
Intergovernmental'Services and Taxes 115,727 122,228 128,408
800 COMMUNICATIONS, GENERAL
Supplies 2,734 13,500 8,000
Other Services and Charges 16,683 14,000 9,650
Communication ($6,650 for phones, internet)
Repairs and Maintenance ($3,000 for radio, GPS, VRMS repair)
594 260 CAPITAL OUTLAY
Ambu/Rescue/Emer Aid 132,098
597 000 OTHER FINANCING USES
Operating Transfers 15,000
TOTAL EMERGENCY RESCUE FUND $ 2,374,255 $ 2,447,554 $ 2,270,490
% Increase (Decrease) Prior Year 3.09% -7.23%
75
Actual
EMERGENCY RESCUE PERSONNEL SCHEDULE Approp
2008
AMBULANCE, RESCUE AND EMERGENCY AID
ADMINISTRATION
Fire Chief (.5 FTE) $ 56,640
Sr. Admin. Support Specialist (.5 FTE) 25,418
Financial Assistant 11(1 FTE -2008, .625 FTE -2009) 49,359
Overtime 2,000
TOTAL ADMINISTRATION 133,417
AMBULANCE
Battalion Chiefs (.80 FTE) 75,794
Paramedic Captain 87,239
Engineers (3) 228,530
Firefighter/Paramedic (10.875 FTE -2008, 10.167 FTE -2009) 771,251
Holiday Compensation 22,372
Overtime 140,000
TOTAL AMBULANCE 1,325,186
TOTAL AMBULANCE, RESCUE AND EMERGENCY AID $ 1,458,603
% Increase (Decrease) over prior year
Emergency Rescue Revenues, Expenditures, Fund Balance and
Fund Balance Goals
Estimated
Required
2009
$ 56,634
21,979
30,848
1,000
110,461
76,792
87,240
231,510
723,042
21,448
120,000
1,260,032
$ 1,370,493
~6.04%
$3,000,000 -r----------------------------,
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
2003 2004 2005 2006 2007 2008 est. 2009 est.
_ Revenues j",o", j Expenditures -.-Fund Balance -+-Fund B. Goal
76
-
-
-
Statistics
Through the EMS levy and mutual aid agreements, the Camas Fire Deparment provides services to
many areas in Eastern Clark County. The information below details the number of calls for service to
the different geographic areas. In 2006, Clark County Fire District 9 and 1 merged to create East
County Fire & Rescue. On average sixty percent of calls for service involve a patient transport to a
hospital.
C amas Washougal CC FD#9 CCF D#1 Vancouver T ota T ransporte d
2003 970 971 322 114 96 2,473 1,486 (60%)
2004 1,023 912 327 123 93 2,478 1,529 (61%)
2005 1,015 840 339 139 90 2,423 1,459 (60%)
2006 1,078 932 496 95 3,097 1,534 (59%)
2007 1,076 872 486 99 2,533 1,486 (58%)
2008 Est. 1,180 900 436 105 2,621 1,593
2009 Est. 1,200 0 490 110 1,800 1,080
Number of Calls
3,500 3,097
3,000
2,533 2,621 2,473 2,478 2,423 • Camas 2,500
2,000 1,800 • Washougal
1,500 .CCFD#9
1,000 ~ I. .CCFD#l
500 • Vancouver
0 .Total
2003 2004 2005 2006 2007 2008 2009
Est. Est.
The county's response system is designed around American Heart Association recommendations for
the most critical cardiac arrest patient. That recommendations is that ALS services be at the patient's
side with 8 minutes of initial arrest. The average response times for Camas Fire Department are well
within those guidelines.
5:40
2005
Average Response Times
5:51
5:33
2006 2007
5:53
2008 *
*2008 data is January through Aug. 26, 2008
77
Fire/EMS Department Personnel Schedule
Actual Estimated
FTE Approp. Required
2008 2009 2008 2009 (without CPI increase)
Fire Staff
Fire Chief 0.5 0.5 $ 56,640 $ 56,640
Sr. Admin Support Asst. 0.5 0.5 25,417 21,979
Overtime 1,000 500
Battallion Chief 3.20 3.20 302,173 307,160
Fire Captain/Paramedic 2.00 2.00 167,280 173,205
Fire Captain 4.00 4.00 320,700 322,080
Fire Engineer 3.00 3.00 211,386 211,386
Firefighter/Paramedic 5.88 6.00 411,462 423,640
Firefighter 2.00 2.00 134,214 134,208
Holiday Pay 32,180 32,692
Overtime 125,000 110,000
Deputy Fire Marshal 1.00 1.00 80,528 80,528
Overtime 10,000 5,000
Volunteerllntern Program 5,000
Fire FTE 22.08 22.20 $ 1,882,980 $ 1,879,018
EMS Staff
Fire Chief 0.5 0.5 $ 56,640 $ 56,634
Sr. Admin Support Asst. 0.5 0.5 25,418 21,979
Financial Asst. II 1.00 0.625 49,359 30,848
Overtime 2,000 1,000
Battalion Chief 0.80 0.80 75,794 76,792
EMS Captain 1.00 1.00 87,239 87,240
Paramedic Engineer 3.00 3.00 228,530 231,510
Firefighter/Paramedic 10.88 10.17 * 771,251 723,042 * new hire in November
Holiday Pay 22,372 21,448
Overtime 140,000 120,000
EMS FTE 17.68 16.59 1,458,603 1,370,493
Total Fire/EMS FTE 39.76 38.79 $ 3,341,583 $ 3,249,511
78
FTE Comparision
2008 Fire EMS Total
Chief 0.5 0.5 1
Battalion Chief 2.4 0.6 3
Battalion Chief -Training 0.8 0.2 1
Deputy Fire Marshal 1 0 1
EMS Captain 0 1 1
Captain 6 0 6
Engineer 3 3 6
Firefighter/Paramedic 5.88 10.88 16.76
Firefighter 2 0 2
Sr. Admin. Support Asst. 0.5 0.5 1
Financial Asst. II 0 1 1
22.08 17.68 39.76
2009 Fire EMS Total
Chief 0.5 0.5 1
Battalion Chief 2.4 0.6 3
Battalion Chief -Training 0.8 0.2 1
Deputy Fire Marshal 1 0 1
EMS Captain 0 1 1
Captain 6 0 6
Engineer 3 3 6
Firefighter/Paramedic 6.00 10.17 16.17
Firefighter 2 0 2
Sr. Admin. Support Asst. 0.5 0.5 1
Financial Asst. II 0 0.625 0.625
22.20 16.59 38.79
79
FIRE EQUIPMENT CUMULATIVE RESERVE
MISSION STATEMENT
The Fire Equipment Cumulative Reserve is a restrictive reserve fund where funds are accumulated for the
purchase and replacement of the city's fire apparatus and equipment.
118.00
291 740
361 110
391 800
397 100
118.00.597
REVENUE DETAIL
THREE YEAR COMPARISON
Other Financing Sources:
Reserves
Investment Interest
Intergovernmental Loan Proceeds
Operating Transfers in
Total Other Financing Sources
Total Estimated Resources
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual
Revenue
2007
$
898
50,000
50,898
$ 50,898
Actual
Expended
2007
Adjusted
Estimated
2008
$ 50,000
362,000
412,000
$412,000
Actual
Approp
2008
Estimated
Revenue
2009
$ 47,840
1,000
410,000
458,840
$ 458,840
Estimated
Required
2009
594 220
CAPITAL OUTLAY
Equipment $ $412,000 $ 458,840
Total Fire Equipment Cumulative Reserve Fund $ $412,000 $ 458,840
80
Library Board
of Trustees
Senior Associate
(.8 FTE)
... ... ... ... ... ... ...
Library Associate
(4 FTE)
LIBRARY
Library Director (1)
Assistant
Library Director (1)
Assistant
(3 FTE)
81
Admin. Support
Assistant II (.8 FTE)
Youth Services
Librarian
(1 FTE)
Summer Aides
(.308 FTE)
Pages
(3.5 FTE)
LIBRARY DEPARTMENT
MISSION STATEMENT
The Camas Public Library exists to enrich the lives, encourage the self-education and promote an enlightened
citizenry by providing free access to diverse and expansive collections.
DEPARTMENT GOALS FOR 2009
The library has established the following goals for 2009:
1. With help from affiliate organizations, the library will try to maintain a level of new materials
acquisitions to ensure continued vitality of library collections.
2. Continue to provide a wide varietyof quality contemporary library services, programs and facilities
for customers.
3. Explore use of technology to provide services and accommodate growth. RFID project will be
undertaken.
ACTIVITIES AND SERVICES
In 2008, the Camas Public Library will circulate over 300,000 items to borrowers; this represents an increase
of over 12 percent. Over 250,000 people will enter the building.
Through undertakings such as a summer reading program for all ages, weekly story times, after school
programs, and regularly scheduled adult events; the library provides informational, educational, recreational,
and cultural activities to well over 10,000 participants annually.
The strategic plan adopted in 2005 calls for increasing and improving collections, increasing library sponsored
events, and exploring new avenues for service delivery.
With services such as reference, readers' advisory, free public computers, public meeting spaces, and an
art gallery; the library is a community commons that now touches almost 80 percent of Camas residents.
The library remains a robust, vibrant city institution at the heart of Camas.
The staff and trustees, along with the Friends and Foundation, 1001< for ways to economically add new
services and activities. This will continue in 2009.
COMMENTS ON BUDGET APPROPRIATIONS
This 80 year old city department continues to experience growth pangs as it moves from a sleepy small
town book lender to a thriving, mid-sized 21 st century library; as it moves from the print world into the
digital world; and as new demands -and opportunities -for services reveal themselves.
This budget includes a 20 percent decrease in the materials budget and a more than 3 percent reduction
in the operational budget, including 1 unfilled FTE. Obviously, this will be a challenge to meet and provide
the level of service of preVious years.
82
CII
C. c
CII
Il.
STATISTICAL INFORMATION
Library Program Attendance
16,000
14,000
12,000
10,000
8,000
6,000
~ / ~
j' ............",
./
./
.../
4,000
2,000
-.,/
2000 2001 2002 2005 2006 2005 2006 2007 2008
7,000
6,000
5,000
4,000
3,000
2,000
1,000
Story Time Attendance
2003 2004 2005 2006 2007 2008 est.
83
est.
LIBRARY DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.30 Expended Approp Required
2007 2008 2009
572 100 ADMINISTRATION
Salaries and Wages $ 83,400 $ 86,236 $ 86,235
Personnel Benefits 25,221 25,871 28,460
Other Services and Charges (travel) 546 3,000 1,000
200 LIBRARY SERVICES
Salaries and Wages 597,195 647,667 622,210
Personnel Benefits 176,715 179,474 190,610
Supplies 18,404 16,555 14,685
Other Services and Charges 40,536 60,660 40,900
Professional Services ($5,200)
Communication ($15,175 for postage, phone)
Advertising ($240)
Insurance ($9,945)
Repairs ($2,885 for maintenance contracts)
Misc. ($7,455 for printing, registrations, memberships,
interlibrary loans, catalog databases)
Intergovernmental Services and Taxes 6,432 17,600 17,600
400 TRAINING
Other Services and Charges (travel costs, registration) 1,990 5,390 1,050
500 FACILITIES
Salaries and Wages 8,829 9,500 9,000
Personnel Benefits 3,031 2,895 3,325
Supplies 5,692 3,500 3,500
Other Services and Charges 145,814 126,902 123,105
Professional Services ($33,820 for janitorial, window
cleaning, alarm monitoring, landscaping)
Communication ($2,000 for telephone, postage)
Insurance ($11,310 property)
Public Utility ($56,850)
Repairs and Maintenance ($19,125)
594 720 CAPITAL OUTLAY
Books 124,645 137,000 109,600
TOTAL LIBRARIES $1,238,450 $ 1,322,250 $ 1,251,280
% Increase (Decrease) Prior Year 6.77% -5.37%
84
Actual Estimated
PERSONNEL SCHEDULE Approp Required
2008 2009
Library Director $ 86,236 $ 86,235
Assistant Library Director 64,482 66,416
Senior Library Associate (.8 FTE) 42,981 42,979
Library Associate (4 FTE) 202,548 202,560
Admin. Support Assistant II (.8 FTE) 33,928 33,926
Library Assistant (3.5 FTE -2008, 3 FTE -2009) 130,267 114,910
Youth Services Librarian 49,407 50,894
Overtime 3,000
Pages (4 FTE -2008, 3.5 FTE -2009) 100,121 87,762
Summer Aides (.308 FTE) 6,317 6,451
Substitutes 14,616 16,312
Total Libraries $ 733,903 $ 708,445
% Increase (Decrease) Prior Year -3.47%
85
LIBRARY CONSTRUCTION
PROJECT STATEMENT
This fund accounts for the construction of the expansion and remodel of the Library building,
and $800,000 designated to be used to expand parking. $123,199 has been spent on parking to date.
COMMENTS ON BUDGET APPROPRIATIONS
Design was started in 2000. The library moved to it's temporary location in the Fall of 2001.
Construction of both the remodel and expansion began December 2001. The grand opening was
May 2003. Total construction costs are $7,991,250.
320.00
291 740
361 110
REVENUE DETAIL
THREE YEAR COMPARISON
Actual
Revenue
2007
Beginning Appropriated Fund Balance $
Miscellaneous Revenues:
Investment Interest 28,430
Total Miscellaneous Revenues 28,430
Total Estimated Resources $ 28,430
EXPENDITURE DETAIL
THREE YEAR COMPARISON
320.00.594.720
Actual
Expended
2007
Supplies (furniture & book drop)
Other Services and Charges
Capital Outlay
Total
86
$
$
Adjusted Estimated
Estimated Revenue
2008 2009
$ 133,000 $
20,000
20,000
$ 153,000 $
Actual Estimated
Approp Required
2008 2009
$ 18,000 $
135,000
$ 153,000 $
------------_._.--------------------,--------------------------
COMMUNITY DEVELOPMENT DEPARTMENT
Community Development Director (1)
BUILDING DEPT. PLANNING DEPT.
87
DOWNTOWN
VISION
COALITION
COMMUNITY DEVELOPMENT DEPARTMENT
Planning
MISSION STATEMENT
The Community Development Department includes building (protective inspections), current and long-range
planning, environmental and economic development services. The planning department implements the laws
of the city and state regarding the use of real property and partiCipates in the development of such laws and
associated policies. Planning provides for the orderly management and accommodation of growth in a
manner that maintains and enhances the quality of life for the City.
DEPARTMENT GOALS FOR 2009
The following are the major goals for year 2009:
1. Administer and process land use and development and environmental applications.
2. Continue to "fast track" commercial and industrial development review applications.
3. Continue long range planning efforts for the North Urban Growth Areas to the extent possible
with limited resources.
ACTIVITIES AND SERVICES
Current (short-range) planning fulfills the City's regulatory role under federal, state, and local land use
laws and policies, and takes an active role in developing and updating of said laws. Most notable among
these laws and poliCies are the Zoning Code, Land Development Code, Shoreline Management Master
Program and implementing ordinances, State Environmental Policy Act (SEPA), and Regulatory Reform.
Development proposals are reviewed and land use approvals granted through these systems. Coordinating
development review with other divisions and departments and other agencies with jurisdiction is a major
planning division responsibility.
Long-range planning focuses on development and implementation of long-range goals and policies guiding
future community development. These include growth management strategies, shoreline management
policies, Comprehensive Plan and code development, annexations, and participation in regional and state
issues.
88
PLANNING
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
001.15 Expended Approp Required
2007 2008 2009
558 400 TRAINING
Other Services and Charges $ 3,417 $ 5,400 $ 775
600 PLANNING
Salaries and Wages 255,005 271,986 281,320
Personnel Benefits 84,143 81,023 106,437
Supplies 1,508 2,250 1,580
Other Services and Charges:
Communications, travel, repairs, registrations, advertising 6,176 6,425 3,625
Hearings Examiner 24,607 65,000 18,000
Environmental Review Services 7,200 2,350
Shoreline Management Plan 12,600
Other Professional Services 9,519 9,250
Insurance 6,970 7,100 6,000
Interfund Payments for Services 800
910 ECONOMIC DEVELOPMENT
Other Services and Charges
Sister City Association 5,000 2,500 2,000
RTC 3,500
Columbia River Economic Development Council 24,150 26,000 26,000
TOTAL PLANNING AND COMMUNITY
DEVELOPMENT $ 420,495 $ 475,684 $ 473,437
% Increase (Decrease) Prior Year 13.12% -0.47%
Actual Estimated
PLANNING PERSONNEL SCHEDULE Approp Required
2008 2009
Community Development Director $ 85,458 $ 88,012
Planner II (.875 FTE) 51,329 53,120
Planner I 53,665 55,278
Permit Technician 40,228 42,682
Administration Support Assistant II 38,581 40,628
Overtime 2,725 1,600
Total Planning $ 271,986 $ 281,320
% Increase (Decrease) Prior Year 3.43%
89
COMMUNITY DEVELOPMENT DEPARTMENT
Protective Inspections (Building)
MISSION STATEMENT
Protective inspections provide for plan review and inspections of regulations relevant to the issuance of
building permits, grading permits and other permits not assigned to a specific department.
DEPARTMENT GOALS FOR 2009
The residential construction activity for 2009 is expected to perform similarly to 2008 and significantly below
levels experienced between 2002 and 2007. The 2009 Protective Inspection budget reflects a reduction
of two employees consistent with the housing and economic trends.
The following are major goals for 2009:
1. Maintain a plan review timeframe of approximately four weeks.
2. Respond to all inspection requests received prior to 6:00 AM each workday on the same day.
3. Respond to any "fast track" commercial and industrial construction projects as a high priority.
The level of service is anticipated to remain high. With reduced staff, it is anticipated some delays in
responding to the public may occur on occasion, resulting for staff illness, vacations and holidays.
ACTIVITIES AND SERVICES
The building department enforces the lriternational Building Code, Mechanical Code, Plumbing Code, the
State of Washington Energy Code, Indoor Air Quality Code and Accessibility Codes as amended by the
State of Washington.
The building department collects water and sewer development charges and all impact fees. Computation
of fire impact fees is made.
COMMENTS ON BUDGET APPROPRIATIONS
The building department is budgeting outside plan review (professional services) to respond to anticipated
commercial construction.
90
~
E
CD
D-o
"-CD
.Q
E
~ z
Construction Value Six Year Comparison
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$-
2002 2003 2004 2005
_Industrial/Commercial/Public
CONSTRUCTION VALUE
YEARS Industrial!
Commercial!
Public Residential
2003 $ 1,339,167 $ 49,430,376
2004 1,621,061 56,440,125
2005 4,171,400 61,774,421
2006 419,803 39,339,159
2007 4,475,574 37,303,267
2008 est. 32,384,842 27,900,000
Industrial/Commercial
40
35
30
25
20
15
10
5
0
500
J!I 400
.~
~ 300 .... o
~ 200
.a
E :i 100
2006 2007 2008 est.
I!I Residential
PERMITS ISSUED
Industrial!
Commercial!
Public Residential
34 272
14 317
23 303
12 160
28 138
20 75
Residential
2002 2003 2004 2005 2006 2007
YEARS
2008
est
o
2002 2003 2004 2005 2006 2008 2008
est
YEARS
91
PROTECTIVE INSPECTION EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual
001.22.524 Expended
2007
200 INSPECTIONS, PERMITS
Salaries and Wages $ 349,137
Personnel Benefits 124,946
Supplies 2,788
Other Services and Charges (Professional Services) 18,380
Outside plans review/examination
Software Support and Maintenance
Phones, pagers, radio ($3,800), Equip. Maint. ($650)
Software, publications, travel, miscellaneous ($700)
Interfund Payments for Services 15,600
400 TRAINING
Other Services and Charges (travel, registrations) 4,659
500 FACILITIES
Supplies 188
Other Services and Charges (insurance) 8,364
594 240 CAPITAL OUTLAY
Machinery and Equipment 6,450
TOTAL PROTECTIVE INSPECTIONS $ 530,512
% Increase (Decrease) Prior Year
PROTECTIVE INSPECTIONS PERSONNEL SCHEDULE
Building Official (1 FTE 2008,0 FTE -2009)
Interim Building Official (0 FTE 2008, 1 FTE 2009)
Senior Building Inspector (1 FTE -2008, vacant -2009)
Building Inspector II
Plans Examiner (1 FTE -2008,0 FTE -2009)
Building Inspector I
Senior Permit Technician
Overtime
Total Administration
% Increase (Decrease) Prior Year
92
$
$
$
$
Actual Estimated
Approp Required
2008 2009
368,204 $ 234,256
157,201 88,908
6,215 5,700
4,800 500
38,000
7,500 15,650
4,100 4,450
1,900 700
18,200 19,110
5,580 2,830
8,490 7,000
582,190 $ 417,104
9.74% -28.36%
Actual Estimated
Approp Required
2008 2009
79,225 $
67,983
66,333
60,712 60,708
54,332
52,362 50,709
49,240 52,356
6,000 2,500
368,204 $ 234,256
-36.38%
COMMUNITY DEVELOPMENT DEPARTMENT
Downtown Vision Coalition
MISSION STATEMENT
The revitalization of the downtown has been a multi-year effort to improve the core business district
of the City. Within this area, the program strives to promote and enhance economic vitality, residency,
cultural opportunities, recreational activities and beautification. Public and private partnerships,
coupled with a strong business retention and recruitment program will optimize the ability to attract
and keep a number of key anchor tenants. By encouraging a carefully crafted mix of small town
charm, attractive street scapes and a broad array of shopping opportunities, the goal is to make the
downtown a "first choice" destination for business owners and patrons alike.
DEPARTMENT GOALS FOR 2009
The Dve budget for 2009 has been adjusted to focus on advertising/promoting/marketing the
downtown vs. public improvements or projects.
ACTIVITIES AND SERVICES
The DVC is established as a nine member organization representing the interests of the
implementation partners, downtown stakeholders, and the broader community. The City has provided
funding and staff in support of this coalition and their program activities. The DVC has identified five
primary focus areas: 1) creating a health business environment, 2) facilitating parking and access,
3) maintaining design integrity and local infrastructure, 4) strengthening social and historical
foundations, and 5) enhancing marketing and publicity.
COMMENTS ON BUDGET APPROPRIATIONS
The 2009 budget focus is on promoting the downtown with the intent on maintaining and attracting
a thriving business sector. This business then produces tax revenues.
93
001.26
558 900
DOWNTOWN VISION COALITION DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
PLANNING AND COMMUNITY DEVELOPMENT
Salaries and Wages
Personnel Benefits
Supplies (trees, lights, monthly event support)
Other Services and Charges
Professional Services
Communications
Advertising
Miscellaneous
TOTAL DOWNTOWN VISION COALITION
% Increase (Decrease) Prior Year
DOWNTOWN VISION COALITION
PERSONNEL SCHEDULE
Actual
Expended
2007
$ 6,971
2,871
26,478
52,661
6,733
13,869
$ 109,583
$
$
Actual
Approp
2008
7,333
2,200
14,500
28,500
18,000
5,000
14,900
90,433
Actual
Approp
2008
Estimated
Required
2009
$ 7,589
2,884
2,000
8,500
13,500
2,500
$ 36,973
-59.12%
Estimated
Required
2009
Planner II (.125 FTE) $ 7,333 $ 7,589
% Increase (Decrease) Prior Year 3.49%
94
<0
()1
I
I
1
I
Sanitary Collection
Chief Sanitation
Worker (1)
Sanitation Worker II 3
Stonn Drainage Utility
OP. Supervisor-(.20 FTE)
Senior Maintenance
Worker (.20 FTE)
Maintenance Wrk. II (2)
Seasonal Maintenance
Workers /.5 FTE)
I
I 1
I
I
~I
I 1
I
I I
I
1
Executive Assistant to the
City Administrator (.4 FTE)
WaterlSewer
Op. Supervlsor-WIS (1)
Water Supply
Operator (1)
Lead Maintenance
Worker (1)
Facility Operations
Specialist /.25 FTE)
I
Sewer Maintenance
Worker (1)
I
Senior Utility Maintenance
Worker (2)
Utility Maintenance
Worker II (1)
Utility Maintenance
Workerl(4)
I
Seasonal Maintenance
Workers (.5 FTE)
PUBLIC WORKS DEPARTMENT
Public Works Director (1)
I I ADMINISTRATION ~ I ENGINEERING DEPT. 1-1 Administrative Assistant (1) Engineering Manager (1) GIS Coordinator (1) I
I Administrative Support I PW Pro ect Manager 1 -1 Sr. Administrative Support I Assistant II (.6 FTE) Assistant!11
Engineer III 2 FTE
I I Engineer II (2 vacantI I
Enaineerl 1
Sr. Engineering Tech -Vacant
Engineering Tech 3 I
I
f1 Administrative Support I' Assistant II /.4 FTE)
OPERATIONS
Public Works Operations Manager (1)
(.15 Stonn Drainage, .11 Sanitation, .50 Water/Sewer, .14 Streets, .05 Parks Mtc, .05 Equip. Rent)
I I Sewer Treatment Plant I I Street I I Parks I I Administrative
1 Operations Supervisor Op. Supervisor (.8 FTE) Support Assistant 11(1)
Wastewater (1) I Lead Maintenance Wkr. (1) I
I I Facility Operations I I Waster Water I Specialist (.5 FTE)
1
Senior Maintenance
1 Treatment Plant Op. (5) Worker (1.25 FTE)
I I Lead Maintenance I ~ Equipment Rental I I Seasonal Maintenance I Worker (1) I Maintenance Worker II (2) I Chief Mechanic (1)
Worker (.25 FTE)
I I I Senior Maintenance I Maintenance Worker 1(1) Mechanic (2) I
I Engineer 1{11 I Worker (1.8 FTE)
I Seasonal Maintenance I
1
I Maintenance Worker I 2 Workers /2 FTE)
1
Seasonal Maintenance
14 IW
Workers (1.5 FTE) Cemetery
1 Central Services I Sr. Mainl Wkr. p5 FTE)
Facility Operations
SpeCialist (.25 FTE) I Seasonal Maintenance I I Worker (.5 FTE)
I
J
ENGINEERING DEPARTMENT
MISSION STATEMENT
The Administration Department provides administrative, research, secretarial and clerical support
for the Engineering, Protective Inspections, and Operations Departments.
The Engineering Department provides general administration and supervision including planning and
developing of capital improvement programs of city public works operations, and provides for long
range utility and transportation planning.
DEPARTMENT GOALS FOR 2009 ,
1. Continue the conversion of as-built drawings to digital format.
2. Maintain the GIS mapping system and provide mapping support services to all City departments.
3. Review plans, inspect, and monitor residential and commercial developments.
4. Provide engineering and administrative services for all water, sewer, street, storm water, and park
capital projects .
. 5. Provide engineering and administrative support services for the operations and maintenance
functions of the Public Works Department.
ACTIVITIES AND SERVICES
The Engineering Department designs and supervises capital improvement programs for the city.
It is responsible for engineering, inspection and supervision of the Streets, Water-Sewer, Parks
Maintenance, Equipment Rental and Sanitary Departments. Engineering programs include
design, plans and specifications for all construction projects in the City not contracted with consulting
engineering firms. Supervision of sanitary collection activities, also falls within the jurisdiction of
this department. The Engineering department provides plan review and inspection services for private
development also.
96
001.13
532 100
200
400
ENGINEERING DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual
Expended
2007
ADMINISTRATION
Salaries and Wages $ 192,885
Personnel Benefits 55,027
Supplies 1,849
Other Services and Charges (cell phones, travel, etc,) 20,735
ENGINEERING PLANS AND SERVICES
Salaries and Wages 642,540
Personnel Benefits 228,652
Supplies 11,086
Other Services and Charges
Professional Services 30,125
Traffic Counts 12,920
Cell phones, travel, registrations, insurance, etc. 31,327
Intergovernmental Services 8,245
Interfund Payments for Services 17,855
TRAINING
Other Services and Charges (travel, registrations) 5,722
TOTAL -ENGINEERING $ 1,258,968
% Increase (Decrease) Prior Year
ENGINEERING PERSONNEL SCHEDULE
Public Works Director
Administrative Assistant
Executive Assistant to the City Administrator (.4 FTE)
Admin. Support Assistant II
Administrative Overtime
Engineering Manager
Project Manager
GIS Coordinator
Engineer III (2)
Engineer II (2 vacant)
Engineer I
Engineering Technician (4 -2008,3 -2009)
Senior Admin. Support Assistant
Seasonal Engineering Tech. (1 at 4 mths =.33 FTE -2008,0 -2009)
Overtime
Total Engineering
% Increase (Decrease) Prior Year
97
$
$
$
$
Actual Estimated
Approp Required
2008 2009
199,017 $ 199,682
59,482 63,783
2,850 600
7,450 6,000
726,445 669,877
255,379 254,884
17,900 8,500
30,000 16,000
5,000 2,000
30,185 24,000
10,000 10,000
15,600 14,500
6,500 3,900
1,365,808 $ 1,273,726
8.49% -6.74%
Actual Estimated
Approp Required
2008 2009
104,761 $ 104,760
52,362 52,356
19,122 19,699
36,188 37,278
1,060 500
89,108 91,104
79,200 79,200
66,333 68,316
144,976 144,984
55,966 55,143
209,383 163,982
47,814 49,237
14,189
5,000 3,000
925,462 $ 869,559
-6.04%
CENTRAL SERVICES
FUNCTION
The central services function is a classification for general building services as prescribed in the state auditor's
Budgeting, Accounting and Reporting System (BARS). This budget includes the costs of providing housing facilities
facilities for general government, public safety, public works, engineering, and administration.
ACTIVITIES AND SERVICES
Expenses under this budget include the maintenance and operation of the municipal building.
001.23
518 200
594 180
THREE YEAR COMPARISON
PROPERTY MANAGEMENT SERVICES
Salaries and Wages
Personnel Benefits
Supplies
Other Services and Charges
CAPITAL OUTLAY
Other Improvements -Station 41 remodel
TOTAL CENTRAL SERVICES
% Increase (Decrease) Prior Year
CENTRAL SERVICES PERSONNEL SCHEDULE
Facility Operations Specialist (.25 FTE)
Overtime
Total Central Services
% Increase (Decrease) Prior Year
OTHER SERVICES AND CHARGES DETAIL:
Actual
Expended
2007
$ 15,337
5,091
24,056
141,389
$ 185,873
$
$
$
$
Professional Services Uanitorial for City Hall, fire system monitor, alarm
maintenance, mat/linen service)
Communication (telephone, Portland line)
Insurance (property insurance for City Hall)
Public Utility (electric, gas, water, sewer, garbage)
Repairs and Maintenance (HVAC, generator, garage doors,
fire extinguisher maint., lighting, unscheduled maintenance/repair,
heat pump replacement, ceiling tiles and window coverings)
Total other services and charges
98
Actual
Approp
2008
15,819
5,328
19,000
139,120
179,267
-3.55%
Actual
Approp
2008
15,106
200
15,306
Estimated
Required
2009
$ 15,819
5,797
18,000
96,120
250,000
$ 385,736
115.17%
Estimated
Required
2009
$ 15,619
200
$ 15,819
3.35%
$ 19,400
1,000
8,470
38,150
29,100
$ 96,120
CITY STREET DEPARTMENT
MISSION STATEMENT
The street budget provides for maintenance and minor construction of all city streets within
the city limits.
DEPARTMENT GOALS FOR 2009
1. Provide for the safe movement of drivers, cyclists and pedestrians within our community.
2. Maintain the roadways, bike paths and sidewalks in a manner which preserves the City's
long term investment, provides the optimum mobility, and optimum safety.
3. Promote water quality, minimize runoff of pollutants into fish bearing waterways,
sweep all streets once per month (downtown mall once per week), and clean out all catch
basins a minimum of once per year.
4. Maintain street surfaces by performing preventative maintenance including crack sealing,
chip sealing, slurry sealing, and hot mix asphalt.
ACTIVITIES AND SERVICES
Maintaining, patching and grading of streets, providing lighting of roads and intersections,
sweeping of streets, maintaining traffic control devices and providing snow and ice control for
emergency vehicle access on priority routes designated on the "Snow Plow Map" are activities
and services provided from the street budget activity.
99
112.00
333 140
333 200
333 200
334 036
336 000
338 950
344 200
344 900
344 910
361 110
363 000
367 110
369 900
397 000
CITY STREET FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Intergovernmental Revenue:
Community Dev. Block Grant
Federal Indirect Grants-STP
Federal Indirect Grant -Emergency Relief
State Grants
Motor Vehicle Fuel Tax-City Street
Shared Costs-Road Improvements
Total Intergovernmental Revenue
Charges for Goods and Services:
Sales of Road Materials
Street Vacation Fees
Charges for Services
Total Charges for Goods and Service
Miscellaneous Revenues:
Interest
Recoveries
Contributions
Miscellaneous
Total Charges for Goods and Service
Total Estimated Revenues
Other Financing Sources:
Operating Transfers In
Total Other Financing Sources
Total Estimated Resources
100
$
$
Actual
Revenue
2007
182,900
170,832
44,088
384,780
6,284
788,884
1,883
9,325
911
12,119
10,963
9,086
175,752
5,453
201,254
1,002,257
1,937,163
1,937,163
2,939,420
$
$
Adjusted
Estimated
2008
200,000
50,000
408,465
658,465
8,000
1,000
9,000
7,000
7,000
674,465
2,154,287
2,154,287
2,828,752
$
$
Estimated
Revenue
2009
390,947
390,947
2,000
2,000
5,000
5,000
1,000
11,000
403,947
1,569,816
1,569,816
1,973,763
CITY STREET DEPARTMENT EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
112.00 Expended Approp Required
2007 2008 2009
Roadway Preservation
541 300 Roadway $ 311,248 $ 346,430 $ 94,256
Road and Street Maintenance
542 300 Roadway 532,052 291,839 288,824
500 Structures 6,883 1,000 1,000
610 Sidewalks 24,157 42,641 68,103
630 Street Lighting 199,067 247,961 266,853
640 Traffic Control Devices 85,785 120,299 134,352
650 Parking Facilities 6
660 Snow and Ice Control 59,508 61,911 54,578
670 Street Cleaning 1,332
700 Roadside 52,677 56,973 65,533
710 Downtown Mall Maintenance 41,224 45,365 53,689
800 Ancillary Operations 10,008 20,673 21,497
900 Maintenance Administration 139,596 116,752 146,120
Road and Street General Administration
543 300 General Services 353,123 344,765 268,748
500 Facilities 1,786 47,895 4,250
600 Training 6,377 3,500 4,000
Road and Street Facilities
544 200 Maintenance of Stations and Bldgs 70,948 45,748 41,960
Total Preservation and Maint. 1,895,777 1,793,752 1,513,763
Road and Street Construction
595 300 Roadway 785,029 745,000 455,000
610 Sidewalks 378,027 260,000
640 Traffic Control Devices 15,575
660 Snow and Ice Control 14,040 5,000
710 Other Improvements 6,384
Transfers
597 000 Operating Transfer Out 30,000
Total City Street Fund $ 3,094,832 $ 2,828,752 $ 1,973,763
% Increase (Decrease) over prior year -8.60% -30.22%
101
Actual Estimated
PERSONNEL SCHEDULE Approp Required
2008 2009
Transportation/Road & Street Construction
Public Works Operations Manager (.33 FTE -2008, .14 FTE -2009) $ 30,063 $ 12,755
Operations Supervisor -Streets (.7 FTE -2008, .8 FTE -2009) 51,818 59,222
Facility Operations Specialist (.5 FTE) 31,237 31,236
Lead Maintenance Worker (1) 62,660 64,344
Senior Maintenance Worker (2 FTE -2008, 1.8 FTE -2009) 116,635 105,992
Maintenance Worker I (2) 89,951 89,862
Seasonal Maintenance Workers (4 -3 months 44,391 33,290
and 2 -6 months -2008, 2 -3 months and 2 -6 months -2009)
Overtime 9,576 9,576
Total Transportation/Road and Street Const. $ 436,331 $ 406,277
% Increase (Decrease) over prior year -6.89%
CAPITAL OUTLAY DETAIL:
Miscellaneous Capital Purchases
112-00-594-660-64 * Snowplow blade $ 5,000
Roadway Construction Projects
112-57 -595-300-65 * Arterial/Collector rehabilitation 300,000
112-70-595-300-65 * Leadbetter design 80,000
Special Purpose Paths
112-54-595-620-65 * Bike Lane, NW Lake Road 75,000
Total City Street Projects and Equipment $ 460,000
102
CEMETERY FUND
FUNCTION
This fund was established in 2007 to account for the operation ~nd maintenance of the Camas Cemetery.
ACTIVITIES AND SERVICES
Staff at the cemetery maintain the facilities and grounds, coordinate burials and internments, and assist visitors.
Burials
80
70
60
50
40
30
20
10
0
2005 2006 2007 2008 est.
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
125.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ 66,104 $ 15,000
Intergovernment Revenue:
334 003 State Grant -Local Archives 16,043
Charges for Goods and Services
343 600 Cemetery Lot Sales 36,131 45,000 27,000
343 610 . Cemetery Services 25,171 36,000 8,500
343 610-01 Liners/Headstone installations 7,370 1,000 200
Total Intergovernmental Revenue 68,672 82,000 35,700
Miscellaneous Revenue:
361 110 Investment Interest 4,086 2,000 700
363 000 Insurance Recoveries 998
367 110 Contributions 137,444
369 900 Miscellaneous 275 100 100
Total Miscellaneous Revenue 142,803 2,100 800
Other Financing Sources:
397 000 Transfers -from General Fund 82,852
Total Other Financing Sources 82,852
Total Estimated Revenues $ 211,475 $ 166,247 $ 134,352
103
CEMETERY FUND EXPENDITURE DETAIL
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
125.00 Expended Approp Required
2007 2008 2009
Operations and Maintenance
536 500 Salaries and Wages $ 73,375 $ 70,986 $ 56,260
Personnel Benefits 26,076 25,899 20,745
Supplies 17,946 11,250 2,850
Other SeNices and Charges (professional 13,300 29,443 30,223
seNices -archive files $16,043, phones $600,
insurance $2,800, utilities $7,000, repairs and
maintenance $2,500, miscellaneous $500)
Interfund payments for seNice 20,855 28,669 24,274
Total Operations and Maintenance 151,552 166,247 134,352
Capital
594 360 Machinery and Equipment -lawn mower 8,747
Total Capital 8,747
Total Cemetery $ 160,299 $ 166,247 $ 134,352
% Increase (Decrease) Prior Year -19.19%
Actual Estimated
CEMETERY PERSONNEL SCHEDULE Approp Required
2008 2009
Senior Maintenance Worker 1 (1 FTE -2008, .75 FTE -2009) 58,888 44,163
Overtime 1,000 1,000
Seasonal Maint. Wkr. (.5 FTE) 11,098 11,097
Total Cemetery $ 70,986 $ 56,260
% Increase (Decrease) Prior Year -20.74%
104
STORM WATER DRAINAGE UTILITY
MISSION STATEMENT
The storm water drainage function provides for maintenance, operation, planning, and construction of the
City's storm water system.
DEPARTMENT GOALS FOR 2009
1. Work with the Community Development Department to develop codes that comply with NPDES PH 2.
2. Develop and implement an educational program to comply with the NPDES PH 2 Permit.
3. Develop maps of the stormwater system to comply with the NPDES PH 2 Permit.
4. Develop a maintenance and inspection program to comply with the NPDES PH 2 Permit.
5. Monitor and maintain City wetland sites.
6. Inspect, report, and follow-up on existing storm detention facilities.
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
419.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ 382,447 $
Intergovernment Revenues:
334 027 State Grant -Recreation & Conservation Bd 1,144
334 031 State Grant -Dept. of Ecology 75,000 57,809
Totallntergovernment Revenues 1,144 75,000 57,809
Charges for Goods and Services:
343 800 Storm Drainage -0 & M Fisher Basin 116,480 120,000 174,525
343 831 Storm Drainage Revenues -Capital 72,527 75,000 115,000
343 830 Storm Drainage Revenues -0 & M Non FB 286,889 290,000 455,012
Total Charges for Goods and Services 475,896 485,000 744,537
Miscellaneous Revenues:
361 110 Investment Interest 36,098 35,000 28,000
Total Miscellaneous Revenues 36,098 35,000 28,000
Other Income:
379 000 Contributed Capital -Infrastructure 913,241
388 800 Prior Period Adjustment 1,880,974
Total Other Income 2,794,215
Total Estimated Revenues 3,307,353 977,447 830,346
Total Estimated Resources $3,307,353 $ 977,447 $ 830,346
105
STORM WATER DRAINAGE UTILITY EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
419.00.538 Expended Approp Required
2007 2008 2009
300 Operations and Maintenance
Salaries and Wages $ 108,121 $ 53,662 $ 69,740
Personnel Benefits 36,610 17,971 22,641
Supplies 23,683 4,500 4,500
Other Services and Charges 126,724 115,596 167,681
Intergovernmental Services and Taxes 4,501 13,097 13,097
Interfund Payments for Services 167,420 124,997 58,847
Total Operations and Maintenance 467,059 329,823 336,506
315 Street Cleaning
Salaries and Wages 3,826 49,073 50,058
Personnel Benefits 1,187 16,548 20,023
Supplies 658 100 100
Other Services and Charges (catch basin cleaning) 1,779 6,700 6,700
Interfund Payments for Services 43,200 60,000 61,950
Total Street Cleaning 50,650 132,421 138,831
318 Administration
Salaries and Wages 22,208 28,471
Personnel Benefits 7,995 10,842
Other Services and Charges (training and code 20,000 7,500
rewrite, education program, and insp./mnt. manual)
Interfund Payments for Services 253,196
Total Street Cleaning 50,203 300,009
Capital
594380 Capital Outlays -Non-Fisher Basin 95,000 35,000
594381 Capital Outlays -Fisher Basin 6,818 370,000 20,000
Total Capital 6,818 465,000 55,000
Estimated Other Financing Uses:
588800 Prior Period Adjustment $ 49,393
597000 Transfers Out 33,000
Total Estimated Other Financing Uses 82,393
Total Storm Water Drainage Utility Fund $ 606,920 $ 977,447 $ 830,346
% Increase (Decrease) Prior Year 61.05% -15.05%
106
Actual Estimated
419.00.538 Approp Required
2008 2009
OTHER SERVICES AND CHARGES DETAIL:
Professional Services
NPDES Phase II appeal $ 5,000 $ 5,000
Wetland mitigation monitoring -NW Lake Rd 15,000 10,585
Parker Street Monitoring and Planting 15,000 8,750
Grass Valley Park wetland mitigation and monitoring 5,000 5,000
Operating Rentals 1,000 1,000
Repairs and Maintenance
Miscellaneous Detention Facility 35,000
Wetland maintlplanting -NW Lake Rd 50,250
Wetland maintlplanting -Parker Street 27,500
Wetland maintlplanting -Grass Valley Park 20,000
Ditch and pond cleaning 30,000 30,000
Insurance 3,396 3,396
Miscellaneous: NPDES Permit Fee 6,000 6,000
General Miscellaneous 200 200
Total Other Services and Charges: $ 115,596 $ 167,681
STORM DRAINAGE UTILITY CAPITAL DETAIL:
Non-Fisher Basin
1/2 decant facility (w/Washougal) $ 15,000
Main line system rehab 20,000
Fisher Basin
1/2 decant facility (w/Washougal) 15,000
NE Leadbetter 5,000
Total Storm Drainage Utility Capital $ 55,000
Actual Estimated
STORM WATER DRAINAGE PERSONNEL SCHEDULE Approp Required
2008 2009
Public Works Operations Mgr. (0 FTE -2008, .15 FTE -2009) $ $ 13,666
Operations Supervisor (.3 FTE -2008, .2 FTE -2009) 22,208 14,806
Senior Maintenance Worker (0 FTE -2008, .2 FTE -2009) 11,777
Maintenance Worker II (1 FTE -2008, 2 FTE -2009) 48,590 96,423
Maintenance Worker I (1 FTE -2008, 0 FTE -2009) 42,547
Overtime 500 500
Seasonal Maint. Worker (.5 FTE) 11,098 11,097
Total Storm Water Drainage $ 124,943 $ 148,269
% Increase (Decrease) Prior Year 18.67%
107
CITY SANITARY
MISSION STATEMENT
The solid waste management function provides for the collection and disposal of refuse from businesses and
residences within the City of Camas. This function also includes the revenues and expenses of the city recycling
program.
DEPARTMENT GOALS FOR 2009
1. Continue to improve the efficiency and productivity of the automated collection system.
2. Absorb new customers into existing routes without adding employees.
3. Purchase carts and begin implementation of a "city-wide" co-mingle cart system for residential recycling.
4. Reduce truck usage and travel time to the transfer station (anticipating the opening of the East County
Transfer Station in Washougal).
ACTIVITIES AND SERVICES
Daily and/or weekly general refuse collection and disposal activities are provided for in this ·budget. The city will
continue to serve residential and commercial customers and provide drop box service up to two yards. Large drop
box and yard debris services are contracted out with the contractor handling all billing and service requests. The
city will continue to bill for recycling services and pay a private contractor for this service. The current "3 bin"
recycling system will be replaced in 2009 with the co-mingled system that will collect plastics, paper, and metals
from a single bin and glass for a separate bin.
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
422.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ 7,759 $ 263,908
343 Charges for Goods and Services:
Garbage/Solid Waste Fees 1,782,689 1,820,500 1,874,600
Total Charges for Goods and Services 1,782,689 1,820,500 1,874,600
Miscellaneous Revenues:
361 110 Interest Earnings 35,322 35,000 22,000
362 900 Other Rents & Use Charges 13,521 15,000 13,800
Total Miscellaneous Revenues 48,843 50,000 35,800
Total Estimated Revenues 1,831,532 1,870,500 1,910,400
Total Estimated Resources $ 1,831,532 $ 1,878,259 $ 2,174,308
108
422.00.537
CITY SANITARY EXPENSE DETAIL
THREE YEAR COMPARISON
Actual
Expended
2007 .
800 & 900 GARBAGE AND SOLID WASTE UTILITY
Salaries and Wages $ 251,434
Personnel Benefits 107,483
Supplies 44,472
Other Services and Charges
Insurance, repairs, communication, bill processing, 25,724
rate study
Recycling Contractor 215,574
Disposal Fees 542,591
Intergovernmental Services and Taxes 80,220
Interfund Payments for Services 443,022
TOTAL GARBAGE AND SOLID WASTE UTILITY 1,710,520
597 000 ESTIMATED OTHER FINANCING USES:
Transfers 60,000
TOTAL ESTIMATED OTHER FINANCING USES: 60,000
TOTAL GARBAGE AND SOLID WASTE UTILITY $ 1,770,520
% Increase (Decrease) Prior Year
CITY SANITARY PERSONNEL SCHEDULE
REFUSE COLLECTION
Public Works Operations Manager (.11 FTE)
Chief Sanitation Worker
Sanitation Worker II (3)
Overtime
Total Garbage and Solid Waste Utility
% Increase (Decrease) Prior Year
109
$
$
$
$
Actual Estimated
Approp . Required
2008 2009
263,377 $ 248,383
95,799 101,253
93,500 378,560
27,542 38,100
220,000 274,647
560,000 572,924
81,000 81,000
482,041 479,441
1,823,259 2,174,308
55,000
55,000
1,878,259 $ 2,174,308
6.09% 15.76%
Actual Estimated
Approp Required
2008 2009
10,021 $ 10,021
62,474 62,472
160,882 160,890
30,000 15,000
263,377 $ 248,383
-5.69%
WATER-SEWER
MISSION STATEMENT
The water-sewer operation of the city provides for furnishing domestic water and sanitary sewage
disposal services to industrial, commercial and residential areas within the city and some surrounding areas.
DEPARTMENT GOALS FOR 2009
1. Provide safe and reliable water service to our customers for domestic, commercial, industrial,
and fire protection uses.
2. Reduce infiltration and inflow of ground and surface water into the sewer system through
the systematic reconstruction and maintenance of aged and leaking pipes.
3. Complete the design phase of wastewater treatment plant solids handling upgrade and begin construction.
4. Complete the construction of the Washougal River pipeline (bridge) crossing.
5. Secure a site for the future West Prune Hill Reservoir.
6. Continue with the quest for future water sources and water rights.
7. Complete Upper Prune Hill area water delivery improvements (piping and pumping).
8. Install water and sewer infrastructure on NW 38th Avenue, west of NW Parker Blvd.
9. Continue with the upgrading of wastewater pumping stations.
10. Finalize the water-sewer rate study.
11. Finalize the general water facility plan update.
12. Complete the design and construction of Well #14 (Goot Park Area).
13 Replace aging residential water meters with "radio read" meters.
ACTIVITIES AND SERVICES
The water budget provides for the source of supply operation and maintenance, pumping expenses,
water treatment expenses, transmission and distribution, and accounting and administrative
expenses of the water operation. This budget also accounts for the collection and treatment of
sanitary sewage.
110
424.00
343
346 500
361 110
334 031
338 950
343 450
343 550
379 000
395 400
397 000
398 900
WATER-SEWER REVENUE DETAIL
THREE YEAR COMPARISON
Actual
Revenue
2007
Charges for Goods and Services:
Water-Sewer $ 6,138,971
Inspection Fees -Step System 9,900
Total Charges for Goods and Services 6,148,871
Miscellaneous Revenues:
Investment Interest 72,457
Other Miscellaneous Revenue 103,872
Total Miscellaneous Revenues 176,329
Total Estimated Revenues 6,325,200
Non Revenues:
State Grant -Dept. of Ecology
Shared Costs 6,775
Water Hook-up Fees 66,960
Sewer Hook-up Fees 6,856
Contributed Capital 2,574,987
Gain/Loss on Disposal of Assets 3,225
Operating Transfers In 1,176,160
Long-term Debt Proceeds
Total Estimated Non-Revenues 3,834,963
Total Estimated Resources $ 10,160,163
111
Adjusted Estimated
Estimated Revenue
2008 2009
$ 6,297,800 $ 6,852,814
10,000 5,000
6,307,800 6,857,814
250,000 59,300
95,000 115,635
345,000 174,935
6,652,800 7,032,749
250,000 265,000
70,000 25,000
10,000
795,000
3,053,956 3,310,000
4,178,956 3,600,000
$ 10,831,756 $ 10,632,749
WATER-SEWER EXPENSE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
424.00 Expended Approp Required
2007 2008 2009
534,535, WATER-SEWER
and 538 Salaries and Wages $ 971,545 $ 1,046,631 $ 1,102,235
Personnel Benefits 356,813 358,472 437,353
Supplies 916,945 860,900 954,900
Other Services and Charges 1,203,462 1,436,450 1,444,850
Intergovernmental Services and Taxes 244,160 182,000 186,000
585 and 592 Debt Service 1,629,049 1,834,012 2,088,267
594340/350 Capital Outlays 494,588 4,295,000 3,575,000
534/535/538 Interfund Payments for Services 718,860 763,291 844,144
Total Water-Sewer Fund 6,535,422 10,776,756 10,632,749
Other Expenses:
597 000 Operating Transfers Out: 697,296 55,000
Total Estimated Other Expenses: 697,296 55,000
TOTAL WATER-SEWER FUND $ 7,232,718 $ 10,831,756 $ 10,632,749
% Increase (Decrease) Prior Year 49.76% -1.84%
OTHER SERVICES AND CHARGES DETAIL:
Professional Services $ 458,000 $ 395,500
(Water quality testing, chemical equipment upgrades,
system modeling and third party review, utility billing
payment software, answering service, water facility
study, janitorial service, water-sewer rate study,
mapping, sonitrol monitoring, one call services,
lab analysis, biosolids land application program,
commercial/industrial/residential water audit programs,
industrial testing, ground water source development.
Communication (telephone, pagers, cell phones) 19,250 19,250
Travel 1,500 3,000
Operating rentals and leases (well site, equipment) 23,200 22,200
Insurance (property and liability) 122,000 132,000
Public Utility (electric, gas) 430,200 432,200
Repairs and maintenance (pumps, reservoirs, equipment 316,600 376,000
landscaping, water confidence reports)
Registrations for classes, water/sewer permits 65,700 64,700
Total other services and charges $ 1,436,450 $ 1,444,850
112
WATER-SEWER PERSONNEL SCHEDULE
Public Works Operations Manager (.34 FTE -2008, .5 FTE -2009)
Operations Supervisor -Water/Sewer
Water Supply Operator
Lead Maintenance Worker
Sewer Maintenance Worker
Senior Utility Maintenance Worker (2)
Operations Supervisor -Wastewater
Waste Water Treatment Operator (4.5 FTE -2008, 5 FTE -2009)
Facility Operations Specialist (.25 FTE)
Utility Maintenance Worker II (0 FTE -2008, 1 FTE -2009)
Utility Maintenance Worker 1(5 FTE -2008,4 FTE -2009)
Seasonal Maint. Worker (3 at 3 months each = .75 FTE)
Overtime
Total Water-Sewer Utility
% Increase (Decrease) Prior Year
WATER-SEWER CAPITAL OUTLAY DETAIL:
Land:
* West Prune Hill reservoir site feasibility
* Lacamas Creek pump station property acquisition feasibility
Other Improvements:
* Boulder Screen chamber fabric replacement (ESA)
* Telemetry main panel
Construction Projects:
* Water main replacements
* Lower Prune Hill pump station skid mount pump
* NW 38th Avenue water main
*
*
*
*
*
*
*
*
Development upsize
Anderson well, pump, treatment, building
West Prune Hill reservoir design
Water line pier replacement -SR 500
Sewer main line, Joy St. to Main pump station design/permits
Major upgrade to pump stations system wide
Sewer main replacement
NW 38th Avenue sewer main
Total
113
Actual Estimated
Approp Required
2008 2009
$ 30,974 $ 45,552
74,026 74,028
62,475 64,345
64,192 64,344
53,757 56,068
109,039 110,827
72,239 72,240
276,058 303,256
15,618 15,618
53,368
223,606 176,946
16,647 16,644
48,000 49,000
$ 1,046,631 $ 1,102,236
5.31%
$ 50,000
50,000
25,000
30,000
200,000
70,000
750,000
50,000
1,000,000
50,000
50,000
150,000
200,000
150,000
750,000
$ 3,575,000
2009
2010
2011
2009
2010
2011
2009
2010
2011
2009
2010
2011
2009
2010
2011
WATER-SEWER REVENUE BOND
REDEMPTION DETAIL
1998 Revenue and Refunding Bonds (Sewer Projects)
$4,370,000 issue; interest rate 3.4% to 4.45%
Principal Interest Total
Last Year
of Payment
$ 335,000
350,000
365,000
$ 125,456
111,498
96,840
$ 460,456
461,498
461,840
Community Economic Revitalization Board Loan
$600,000 loan; interest rate 5.85% -Fisher Basin water line
2016
Principal Interest Total
Last Year
of Payment
$ 37,288
39,469
41,778
$ 21,474
19,292
16,983
$ 58,762
58,761
58,761
1996 Department of Ecology Loan -STP Clarifier
$1,185,920 loan; interest rate 4.3%
2016
Principal Interest Total
Last Year
of Payment
$ 62,457
65,172
68,004
$ 26,257
23,542
20,710
$ 88,714
88,714
88,714 2017
1998 Department of Ecology Loan· Sewer Treatment Plant Expansion
$8,826,516 loan; interest rate 4.1%
Principal Interest Total
Last Year
of Payment
$
$
407,372
424,245
441,818
$ 248,886
232,012
214,440
$ 656,258
656,257
656,258 2020
Public Works Trust Fund Loan -Wastewater Treatment Plant Upgrade
$3,195,000 loan; interest rate 1%
Last Year
Principal Interest Total of Payment
169,092 $ 18,600 $ 187,692
169,092 16,909 186,001
169,092 15,218 184,310 2019
114
2009
2010
2011
2009
2010
2011
2009
2010
2011
$
$
$
Public Works Trust Fund Loan -WWTP Pre-Construction
$1,000,000 loan; interest rate .5%
Last Year
Principal Interest Total of Payment
187,500 $ 3,750 $ 191,250
187,500 2,813 190,313
187,500 1,875 189,375 2012
2007 Revenue Bonds -Water Projects 76%, Sewer Projects 24%
$5,520,000 issue; interest rate 4.25% to 5.00%
Last Year
Principal Interest Total of Payment
195,000 $ 242,135 $ 437,135
205,000 233,848 438,848
210,000 225,135 435,135 2026
Public Works Trust Fund Loan -NW 38th Avenue Utilities Design
$160,000 loan; interest rate .5%
Principal
40,000
40,000
Last Year
Interest Total of Payment
$ 8,000 $ 8,000
8,000 48,000
6,000 46,000 2013
Public Works Trust Fund Loan -WWTP Construction
$10,000,000 loan; interest rate .5%
At this time it is unknown if we will have an interest payment due in 2009. Twenty percent (20%)
of the loan will be disbursed within thirty (30) days of contract execution. If this is done prior to
July, an interest payment will be due on July 1, 2009. The term of the loan shall not exceed
20 years, with the final payment due July 1, 2028.
115
WWTP -PWTF Construction Fund
FUNCTION
This fund was established to account for the construction of improvements at the Wastewater Treatment Plant.
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
425.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ $ 261,303
Miscellaneous Revenue:
361 110 Investment Interest 12,010
Total Miscellaneous Revenue 12,010
Other Financing Sources:
391 800 Intergovernmental Loan Proceeds 9,250,000 10,250,000
397 000 Transfer In 50,086
398 900 Other Long-term Debt Proceeds 1,500,000 1,118,251
Total Other Financing Sources 50,086 10,750,000 11,368,251
Total Estimated Revenues $ 62,096 $ 10,750,000 $ 11,629,554
EXPENDITURE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
425.00 Approp Approp Required-
2007 2008 2009
Capital Outlays
594 350 Salaries and Wages $ $ $ 57,648
Personnel Benefits 21,906
Construction 298,609 10,750,000 11,550,000
Total WWTP -PWTF Construction $ 298,609 $ 10,750,000 $ 11,629,554
8.18%
Actual Estimated
WWTP -PWTF Construction Fund Personnel Approp Required
2008 2009
Engineer I (0 FTE -2008, 1 FTE -2009) $ $ 57,648
Total WWTP -PWTF Construction $ $ 57,648
116
EQUIPMENT RENTAL
MISSION STATEMENT
The Equipment Rental Department furnishes mobile equipment to the city's other operating departments
and maintains equipment not owned by the Equipment Rental department.
DEPARTMENT GOALS FOR 2009
1. Manage the City's fleet in a manner which minimizes rates while preserving the quality of the
equipment and vehicles.
2. Maintain proper accounting and usage records of equipment.
3. Replace a number of vehicles and pieces of equipment to maintain a safe and efficient fleet.
ACTIVITIES AND SERVICES
The department maintains and replaces all mobile equipment for the city other than fire apparatus and
emergency rescue ambulance equipment. The rental fund owns, operates, and maintains city repair
and storage shops. Expenditures of the fund are reimbursed by renting the equipment owned by the
department to the street, water/sewer, parks, sanitary, police, fire, and other departments of the city.
2007 Sanitation Truck Loan
Last Year
Principal Interest Total of Payment
2009 $55,045 $6,172 $65,850
2010 57,215 4,002 61,217
2011 59,470 1,747 61,217 2011
2008 Sanitation Truck Loan
Last Year
Principal Interest Total of Payment
2009 $60,000 $7,500 $65,850
2010 60,000 7,500 67,500
2011 60,000 7,500 67,500 2012
117
EQUIPMENT RENTAL FUND
REVENUE DETAIL
THREE YEAR COMPARISON
Actual Adjusted Estimated
523.00 Revenue Estimated Revenue
2007 2008 2009
291 740 Beginning Appropriated Fund Balance $ $ 243,917 $ 31,000
Miscellaneous Revenues:
348 300 Charges for Services 1,330 1,200 1,000
361 110 Investment Interest 10,309 10,000 8,000
362 100 EquipmenWehicie Rentals 104
363 000 Insurance Premiums/Recoveries 5,663
365 100 Interfund EquipmenWehicle Rentals 950,980 950,000 1,040,000
365 400 Interfund Space and Facilities Rentals 202,941 208,000 250,759
369 900 Other Miscellaneous Revenues 499 900
Total Miscellaneous Revenues 1,171,826 1,169,200 1,300,659
Total Estimated Revenues 1,171,826 1,413,117 1,331,659
Other Financing Sources:
379 000 Contributed Capital 16,247
382 900 Loan Proceeds 230,000
395 200 Insurance Recoveries 3,665
395 400 Gain/Loss Sale of Assets (10,421) 20,000
397 000 Operating Transfers In 88,000 140,000
Total Other Financing Sources 97,491 370,000 20,000
Total Estimated Resources $ 1,269,317 $ 1,783,117 $ 1,351,659
EXPENSE DETAIL
THREE YEAR COMPARISON
Actual Actual Estimated
523.00 Expended Approp Required
2007 2008 2009
Equipment Rental
548 Salaries and Wages $ 233,727 $ 239,123 $ 237,933
548 Personnel Benefits 103,235 76,227 97,327
548 Supplies 358,190 290,900 506,700
548 Other Services and Charges 168,785 178,450 190,320
582 and 592 Debt Service 65,850 128,717
594 480 Capital Outlays 443,015 902,742 162,208
548 Interfund Payments for Services 25,882 29,825 28,454
Total Equipment Rental . $ 1,332,834 $ 1,783,117 $ 1,351,659
% Increase (Decrease) Prior Year 33.78% -24.20%
118
EQUIPMENT RENTAL PERSONNEL SCHEDULE
MUNICIPAL VEHICLE SERVICES
Actual
Approp
2008
Public Works Operations Manager (.11 FTE -2008, .05 FTE -2009) $ 10,021
Chief Mechanic
Mechanics (2)
Admin. Support Assistant II
Overtime
Total Municipal Vehicle Services
% Increase (Decrease) Prior Year
CAPITAL OUTLAY DETAIL:
Machinery and Equipment:
* Replace tilt-bed dump truck #243 -street (3/4), parks (1/4)
* Replace patrol car #336 -police
* Set of 4 mobile hoists
Total Capital Outlays
OTHER SERVICES AND CHARGES DETAIL:
Professional Services Oanitorial, fire extinguisher
service, hazmat removal, linen service)
Communication (telephone, pagers, cell phone)
Operating Rentals
Public Utility
Insurance
Repair/Mtc. of vehicles, HVAC, lights, lift maintenance, copier maintenance
Registrations for classes
Total other services and charges
119
67,781
116,362
43,959
1,000
$ 239,123
Estimated
Required
2009
$ 4,555
68,280
118,818
45,280
1,000
$ 237,933
-0.50%
$ 75,200
33,000
54,008
$ 162,208
$ 15,250
6,800
5,600
29,295
25,900
101,625
5,850
$ 190,320