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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
