City of Medford State of the City 2017-19 Biennial … state of the city address.pdf · City of Medford –State of the City ... Police Station Move - October 10, 2016 ... • Cost

City of Medford – State of the City2017-19 Biennial Budget

2017-19 Biennial Budget Facts & Figures

• $323,800,00 – Total Budget

• 9.8% decrease from 2015-17 adjusted budget

• $26,400,000 in contingencies

• Bear Creek Greenway Vegetation Removal

• Maintained General Fund Grants Program

• $300,000 available in competitive grant applications

Completion of New Public Safety Facilities

Police Station Move - October 10, 2016

Fire Station # 4 – March 17, 2017Fire Station # 2 – February 13, 2017

City Employees

451 full-time employees 153 part-time/seasonal employees Average longevity is 10 years of service

2017-19 Biennial Budget Facts & Figures

• $323,800,00 – Total Budget

• 13 New Full-Time Positions

• Public Works – 6 positions

• Parks & Recreation – 3 positions

• Building, Legal, Fire and Technology Services

11 positions are funded through either savings from other areas or established or proposed fee increases for services.

2017-19 Biennial Budget Facts & Figures

• Budget Development Instructions

• Materials & Services

• Requests at 2015-17 levels

• Increases through justification process

• Capital Outlay Requests

• Vehicles/Equipment must be part of an approved plan

• Must identify life expectancy

• Extend current replacement without adding costs

2017-19 Biennial Budget Facts & Figures

• Budget Development Instructions

• Capital Improvement Projects

• Approved plan or extend the life of the asset

• Fire Station #3

• Foothills Road

• Cedar Links & Village Town Center Parks

City of MedfordFinancial Outlook

Financial Outlook

• Property Taxes

• Assessed Valuation 4.5% growth

• Collection Rate = 95%

• Utility Fees

• Growth allows for higher collection in all funds

• Completed a utility fee comparison

$-

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

Public Safety

Parks

Street

Storm

Sewer

Water

Single Family Residential

Challenges

• PERS

• Blended rate rises from 11.3% to 15%

• $2.9 million increase in proposed biennium

• $2.12 million due to rate increase

• $ .74 million due to increased wages

Challenges

• Health Care Costs

• Controlling costs needs to be a priority

• Insurance Committee

• Tier Plan

• Self-Insurance

• Contributions by employees

Stabilization Ideas

• Revenue Team – Eugene Model

• Internal Services Review

• Eliminate duplication of services

• Cost Recovery & Fee Study

• Establish cost recovery rates for all fees for services

Initiatives 2017-19 Biennial

Performance Measurements

• Goals

• Reflect mission or vision statements for department

• Key Objectives

• Linked to various plans or industry standards

• Measurements

• Difficult for some internal services areas

• Reported semi-annually

City Management – Objectives & Measures

Objective #1:Assist Council and Community in developing a

new Vision and Strategic Plan.

Performance Measures:Complete a new Vision and Strategic Plan

along with semi-annual reporting.

Objective #2:Provide recommendations to Council to enable accomplishment of its goals and

objectives.

Performance Measures:Semi-annual reporting on progress

Visioning Process

2-Year CategoriesHousing Strategies

VisioningPublic Infrastructure

Economic DevelopmentDowntown

August-SeptemberFinalize Categories

Establish Core ValuesDetail Process for Community Visioning

City VisionMedford – Live, Work & Play

Vision for Internal Operations – How We Operate

Exceptional Customer ServiceStaff is empowered to make informed

decisions and provide creative solutions for our customers. Creating a culture based on

listening and balancing needs in order to exceed our customer’s expectations

Collaboration We move away from “silos” that exist as we

compete for resources. We must have a better understanding about what each

department does on a daily basis

Vision for Internal Operations – How We Operate

Forward ThinkingA need to understand how the decisions we make today impact the organization into the

future. Move away from 2-year planning cycles and develop 6-10 year strategic and

staffing plans

Understanding Impact of Community No matter the job or department, everyone

understands what their role is in contributing to the vision, mission and goals

Vision for Internal Operations – How We Operate

Self-Development over Self-FulfillmentThe organization and employees place a high

value on self-development.

One of the greatest leadership challenges is leading yourself.

Best Practices ModelThe ability to look at other organizations to

see where improvements can be made

Vision for Internal Operations – How We Operate

Relationship BuildingStaff understands the importance of internal and external community partners and utilizes

those resources in order to achieve vision, mission and goals

IntegrityDoing the right things, at the right time, in the

right way for the right reasons

Be concerned with our character over reputation as character is who we are

Vision for Internal Operations – How We Operate

How We OperateA High Performing

Organization that Values Internal and External Relationships while providing Excellent Opportunities for

Residents and Visitors Today and into the Future

Continuous Improvement

What Can We BecomeMedford – Live, Work & Play

Medford

Leading Edge Community

Destination CommunityDowntown

BusinessEducationRecreation

PrideHow people feel about Medford

Addressing issues that impact lives

Other communities look to us

Leading Edge Community

Physical ElementsDowntown – Medford’s “Pear” District

Areas feel welcoming and safeFacilities & Recreation

Partnerships & VisionHealthcareEducationBusiness

Non-Profits