City Council Retreat
February 23, 2018
Agenda
Schedule Topic
8:30 – 9:00 Welcome/Goals for the Day
Icebreaker
9:00 – 9:30 2017 Report on Progress & current
initiatives
9:30 – 10:30 Economic Outlook briefing
10:30 – 10:45 Break
10:45 – 12:00 2019-2024 Financial Forecast
12:00-12:30 Lunch/Break
2
Agenda (cont’d)
Schedule Topic
12:30 – 2:15 Vancouver Strong
Progress to date
Community Survey Results
2:15 – 2:30 Break
2:30 – 3:30 Vancouver Strong (cont’d)
Interim recommendations
3:30 – 4:30 Preliminary 2019-2020 Budget Framework
4:30 – 5:00 Wrap up/next steps
3
Outcomes for the Day
• Establish shared understanding of
– 2017 Progress and current initiatives
– Economic outlook
– 6 year financial forecast
4
Outcomes for the Day
• Vancouver Strong
– Progress check
– Scope and scale
• Projects
• Programs
• Policies
– Environmental conditions check
– Phased recommendations
– Next steps
5
Outcomes for the Day
• Review and confirm preliminary 2019-
2020 budget framework
6
Icebreaker/Warm-up
2017 Progress | Current Initiatives
• Ongoing Implementation of Council policy
initiatives
• New items within the biennium
• 2017-18 Budget implementation
• Strategic Plan as framework
• Prior council actions with ongoing
demands are in green
8
9
2017 Progress | Current Initiatives
Safe & Welcoming
Prosperous Vibrant
9
2017 Progress | Current Initiatives
A more Safe & Welcoming Vancouver
• Infrastructure and Facilities
– Capital projects ~ $140 + million across all
funds
• Utilities
– Water, sewer, drainage funds
– System reinvestment
• General capital
– Community centers
– Fire Stations 1 & 2 replacement
– PW Operations Center redevelopment
10
A more Safe & Welcoming Vancouver
• Streets & Transportation
– Streets – adopted 2015, ramp up through
2022
• 18th Street
• SE 1st Street
• 137th Avenue
• Mill Plain
• Pavement Management
2017 Progress | Current Initiatives
11
2017 Progress | Current Initiatives
A more Safe & Welcoming Vancouver
• Streets & Transportation
– Westside mobility strategy – adopted 2016 |
implementation ongoing
– Complete Streets policy – adopted 2017 |
implementation underway
– Transportation System Plan update – data gathering
underway | plan projected 2020
– Mill Plain BRT Line Planning & Implementation
– I – 5 bridge replacement
12
2017 Progress | Current Initiatives
A more Safe & Welcoming Vancouver
• Police Resourcing – Adopted 2017 | ramp up through 2021
– Records Management System (RMS) Replacement
• Fire & EMS – Standard of Cover
– Ambulance contract extension
– Dynamic rescue unit deployment
– Prevention – Business Inspections & Project Homesafe
– Station 11 – Fire District #5 partnership
13
2017 Progress | Current Initiatives
A more Safe & Welcoming Vancouver
• Emergency Planning & Management Program – capacity reestablished 2017 | program development underway
• Affordable Housing – Policy program established 2016 | work evolving
– Housing Fund established 2017 | program deployment through 2023
• Homelessness – Day center – established 2016 | relocation planned
2018 • Grand Boulevard Site visioning
– Enforcement approach & needs
14
2017 Progress | Current Initiatives
A more Vibrant Vancouver
• Lodging tax grants reestablished 2016,
implementation ongoing
• Arts, Culture & Heritage Plan under
development (projected adoption Q2 2018)
• Complete the Waterfront Park (Q3 2018)
• Ongoing park improvements/turf management
15
2017 Progress | Current Initiatives
A more Prosperous Vancouver
• Subarea Implementation/Redevelopment
– Downtown
• Waterfront | Terminal 1
• Vancouvercenter
• Library Square
• Block 10
• Parking
• Business Improvement District feasibility
16
2017 Progress | Current Initiatives
A more Prosperous Vancouver
• Subarea Implementation/Redevelopment
– Fourth Plain Forward
– Lower Grand Employment Area
– Riverview Gateway
– Section 30
– Columbia Tech Center
– 112th Avenue
17
2017 Progress | Current Initiatives
A more Prosperous Vancouver
• The Heights Subarea Plan | Tower Mall
redevelopment
• Schools – Vancouver and Evergreen bonds (>$1
billion)
• General development pipeline
– Commercial | industrial | office
– 4,000 + multi-family units
• Annexation??
18
2017 Progress | Current Initiatives
Major Operational Initiatives
• Workday ERP Implementation
• City-wide space needs assessment
• LEAN Scaling
• Risk Management and ADA
• Ongoing recruitment, staff development,
succession planning
• Diversity, Equity and Inclusion work
19
2017 Progress | Current Initiatives
• Vancouver Strong – crafting a comprehensive approach
to making Vancouver a more safe, welcoming, vibrant
and prosperous city.
20
2017 Progress | Current Initiatives
2015 2016 2017 2018 2019 2020 2021 2022 2023
Fire CRT refresh
Fire Stations 1 & 2
Fire Station 11
Affordable Housing
Street funding
Complete Streets
Police Resourcing
The Heights Subarea/Tower Mall
Homelessness/Grand Blvd site
Vancouver Strong
Arts, Culture & Heritage
21
2017 Progress | Current Initiatives
Key Takeaways
• Implementation of major new policy initiatives
from recent years remains underway
• New strategic opportunities or needs that
emerged within biennium have resulted in
additional organizational demands
• Very limited organizational capacity for new
or additional initiatives
22
Economic Outlook
Scott Bailey, Regional Economist
Washington Department of Labor
23
Break
24
2019-2024 Financial Forecast
25
Agenda
• The City of Vancouver Financial
Policies
• Overview of major assumptions on
Revenues and Expenditures
The 2019-2024 Forecast
26
City of Vancouver Financial
Policies
28
City Financial Policy Framework
Long Range financial planning
Reserves
Revenue & Resource Utilization
Budget Management (continued on next slide)
City of Vancouver Financial Policies
28
29
City Financial Policy Framework (continued)
Capital Planning & Assessment Management
Financial Asset & Liability Management
Water, Sewer, & Surface Water Utility Operations
City of Vancouver Financial Policies
29
30
Long Range Financial Planning
• Prepare long-term revenue & expenditure forecast
• Assess financial impact of proposed budget decisions
within context of a 6-year forecast
• Operating budget:
• Current operations funded with current revenues
• One-time revenues will not be used to fund ongoing
expenses
Status: Consistently on-track
City of Vancouver Financial Policies
31
Emergency Reserve = 7% of prior year’s General,
Street & Fire Fund revenue
• Unexpected, large-scale nature-driven event
• In excess of $1 million
• Requiring immediate remedial action to protect
health & safety of residents (e.g. flood,
earthquake, etc.)
• If used to be restored during year following the
major event
Status: Funded
City of Vancouver Financial Policies: Reserves
32
Working Capital Reserve
• Sufficient to fund 60-90 days of operations of
General, Street, and Fire Funds
• Address City’s cash flow requirements
• Provide for normal City operations without short-
term borrowing
Status: Funded at 75 days
City of Vancouver Financial Policies: Reserves
33
Revenue Stabilization Reserve
• 2.5% of current year’s General, Street & Fire
Funds budget
• Offset on-going revenue fluctuations or
unanticipated events
• Unexpected external mandates
• Reductions in state shared revenues
• When used, it will be replenished within two years
Status: Funded
City of Vancouver Financial Policies: Reserves
34
Designated Liability Funding Reserve
• Created when City accepts funding leading to
future liabilities
• Equal to identified future obligation
• Example: Grant funds requiring commitment of
local funds at end of grant period
Status: None currently
City of Vancouver Financial Policies: Reserves
35
Council Designated Reserves
• Reserve for specific purpose as identified and
prioritized by City Council
• Example: Sales proceeds from Columbia Arts Center
designated by Council for capital purposes (Funded at
$0.9 mil)
• Reserve to cover one-time budget expenditures:
• Carry-Forward appropriation -- specific projects included
in the current Budget (Currently estimated at $4-6 mil)
City of Vancouver Financial Policies: Reserves
36
Unassigned Fund Balance
• Provides one-time funding for high priority purposes:
• Major facility maintenance/ building replacement
• Deferred maintenance of road infrastructure
• Pre-funding of future obligations of volatile costs
Status: Utilized the balance to augment funding for the Artillery
Barracks, Waterfront Park, recreation center roof repairs
End of 2017 Estimated balance that could be utilized for one-
time expenditures is $4-5 million (very preliminary number)
City of Vancouver Financial Policies: Reserves
37 The 2019-2024 Forecast - 37
Overview - Financial Policies
37
38
Revenues & Resource Utilization
• User fees & utility rates in all funds based on:
• Full cost of providing service, including inflationary
impacts
• Public benefit
• Community affordability considerations
• Conduct regular cost of service studies
• Include all reasonable & justifiable direct & indirect
costs
Building permit rate review has been completed
Fire Marshall’s office rates review is underway
City of Vancouver Financial Policies
39
Revenues & Resource Utilization
• Establish specific cost recovery targets for certain
departments (update as required)
• Building Fee Target: 90%
• Land Use Fee Target: 60%
• Recreation Fee Target: 72%, with annual 5% increase
• Transportation Development Review Target: 60%
Status: Building Fund – on track, other areas
are underperforming and under view
City of Vancouver Financial Policies
40
Capital Planning & Asset Management
• Funding for capital projects & major facilities maintenance
projects will balance:
• Community priorities and needs
• Potential for attracting matching funds
• Ability to reduce or limit expenses in future years
Incorporate “pay-as-you-go” approach in the Capital
Investment Program Status: Water is on track, Sewer will be
by 2017, Storm Water and Non-Enterprise Assets—
progress made, work remains;
City of Vancouver Financial Policies
41
Capital Planning & Asset Management (continued)
• The Capital Budget will be adopted at the same time as the
City Operating Budget
• Only fully funded projects, identified in the Capital
Investment Program will be included in the budget
• Resources to complete the included projects are
reserved for these projects
City of Vancouver Financial Policies
42
Financial Asset & Liability Management
• Investment Policies & Banking Services –
• Invest public funds to provide maximum security of
principal with the highest investment return, while
meeting daily cash flow demands
• Conform to all state & local statutes pertaining to public
funds
• Deposits will be held with banks qualified by
Washington Public Deposit Protection Commission
Status: On track
City of Vancouver Financial Policies
43
Financial Asset & Liability Management
• Debt Planning, Issuance & Compliance Policies:
• City will reserve 10% of non-voted capacity for
emergency purposes
• City will not exceed 85% of non-voted debt limit,
excluding 10% reserved for emergency purposes
(continued on next slide)
City of Vancouver Financial Policies
44
Financial Asset & Liability Management (continued)
• Annual payments of GO debt will not exceed 10% of
total GF annual expenditure appropriation
• Capital projects financed with debt will be repaid during
a period not to exceed project useful life
Status: On track
City of Vancouver Financial Policies
45
Budget Management
• Council establishes appropriations through budget process
• Expenditures controlled with annual appropriation at
department/fund level
• No re-appropriation required for carry forward funds into
second year of the biennium
• Quarterly reporting of budget vs. actual data
Status: On track
City of Vancouver Financial Policies
46
Budget Management
• During Biennial Budget process, City Council approves
number of permanent City staff positions, their
assignments to specific City funds
• City will establish classification & compensation plan:
• Consistent with labor market
• Using total compensation approach
• Within City’s ability to pay
Status: On track
City of Vancouver Financial Policies
Revenue Forecast
48
2019-2024 General, Street and Fire Funds Forecast
• The economic improvement trends continue to
strengthen at the local level, impacting:
-Property Taxes
-Sales Taxes
-Utility Taxes
• Fiscal constraints, supported by policy framework are
bringing about longer term reductions in the city’s
expenditure trends
49
• Environment:
– The length of time between economic cycles has
historically been 6-9 years between recessions
– A mild recession is anticipated in 2019-2020, major
economy-dependent revenues have been adjusted
for the impacts
2019-2024 General, Street and Fire Funds Forecast
50
• The 2019-2024 forecast reflects the substantial progress
the City has made toward a structural solution to the
financial challenges, manifesting itself in continued period
of relative financial stability.
• The structural issues remain, but develop in later years of
the forecast, in 2023-2024
2019-2024 General, Street and Fire Funds Forecast
51
• The preliminary forecast for 2019-2020 budget biennium
indicates a $2 million excess of revenues over
expenditures
• The City has taken significant steps to address the
structural deficit, but structural issues remain and
develop in later years of the forecast, with the financial
deficits developing again by 2023 and beyond
• By 2024 the deficit is estimated to reach $5 mil per yr.
2019-2024 General, Street and Fire Funds Forecast
52
2019-2024 General, Street and Fire Funds Forecast
52
53
• Major assumptions on the expenditure side include:
– Modest future salary increases for all groups of
employees (2% per year for 2019-2024), with modest
market adjustment effecting 2019 and 2021 years and
beyond
– No new FTEs, (except those funded by the CRT),
even though population is estimated to grow.
– The freed up budget resulting from expiring debt
service, (over the amount dedicated to Streets), is
assumed to be re-directed to cover baseline.
2019-2024 General, Street and Fire Funds Forecast
54
• Major Assumptions on the revenue side:
– The economy will likely have an economic recession
in 2019, but the recession will be shallow and shorter
in duration
– No NEW unfunded FTEs, except for those in VPD
funded by new business license surcharges
2019-2024 General, Street and Fire Funds Forecast
55
Major Sources of Revenue: 2018-2018 Adopted
55
56
• PROPERTY TAX – Annual increase of revenue by 1% is included in each year of the
forecast
– New construction will range from 0.5% to 1% of the AV, ranging from
$110 m to $243 m over the biennium
2019-2024 General, Street and Fire Funds Forecast
57
• Property Tax: The City will not come close to the statutory
maximum rate during 2019-2024
Forecast Assumptions: Revenues
58
• Sales Tax – the most volatile component of the city’s revenue portfolio – the
actual increase with no changes in the underlying City rates was 49% between
2012 and 2017
The 2019-2024 Forecast - 58
Forecast Assumptions: Revenues
58
59
• 2019-2024 Forecast assumes a reduction of 0.9% in sales tax revenue due
to a recession in 2019 and recovery at a 1.1% (2020) and 3.7% annual rate
thereafter
Forecast Assumptions: Revenues
60
• Forecast anticipates currently anticipated in VMCs utility rate increases: 4%
blended increase in WSD, 3% SW
Forecast Assumptions: Revenues
60
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• New per SF and per MF unit business license surcharge
revenue is anticipated at $3.5 million in 2019 and $6.1
million in 2020
• Other revenues anticipate to follow historical trends
• Marijuana tax state-shared revenue that funded six
limited term officer positions in 2016 is anticipated to
continue at a $500 thousand/year
• Overall, the revenues are anticipated to grow between
2.5% and 3.6% annually during the forecasted period
Forecast Assumptions: Revenues
62
General, Street, Fire Fund Expenditures
63
• Major Drivers:
– Personnel Costs
– Professional Services
– Contracts with Clark County in CRESA, Jail,
Corrections, LERIS and District Court
2019-2024 Expenditure Forecast
64
• Personnel Costs increasing at modest rates
– Health Insurance – Average growth is anticipated to
be for all groups of 5%
– Wages – Modest market adjustments are anticipated
for the vast majority of employees in 2019 and 2021
– Higher PERS rates growth based on forecast from
the WA State Office of the Actuary
2019-2024 Forecast - Assumptions
65
• Intergovernmental contracts – Average annual
increase of 4% per year
• Professional Services - based on 2016 actuals for
both, on-going and one time contracts
• An increase in supplies/services estimates between
2% and 3% annual growth for many categories
• Debt service savings are offsetting the bottom line,
except for the Transportation-related debt, that is
anticipated to be re-directed to Streets as it falls off
2019-2024 Forecast - Assumptions
66
City of Vancouver Staffing History
66
67
• Revenues are anticipated to grow slower than
expenditures over the forecasted period by approximately
0.3% to 1.1% per year.
The 2019-2024 Forecast - 67
2019-2024 Forecast – GSF Growth Rates
67
68
Lunch
Vancouver Strong Original Purpose
• Community engagement in a long term structural solution
– City council
– Executive Sponsors Council (ESC)
– Key accounts
– Broad community and stakeholders
• Develop a long-term, comprehensive services and funding package
– Focus on General Fund services – Police, Fire, Parks &
Recreation, Community & Economic Development, Public Works
– Including potential replacement revenues to fund the Vancouver
Police Department
• Present the proposed package to the City Council by May 2018
– Potential November 2018 general election ballot.
69
Vancouver Strong
Guiding Elements
• Strategic Plan
• ESC Discussion
• Community Survey
70
Vancouver Strong
Community Survey Results
71
City of Vancouver
2017 Community Survey
73
2017 Community Survey: Overview
• ETC Institute
• Fall 2017
• Five-page survey
Sample Size
Goal: 400
Completed: 577
74
2017 Community Survey: Distribution
75
2017 Community Survey: Demographics
76
2017 Community Survey: Demographics
77
Top 3 things residents
like best:
• Social offerings
• Basic services
• Recreational
opportunities
74% Rated the city as an excellent or
very good place to live.
2017 Community Survey: Findings
77
78
74% say that Vancouver City government
is doing an “excellent” or “good”
job delivering services efficiently.
72% believe Vancouver City government
is doing an “excellent” or “good”
job overall.
2017 Community Survey: Findings
78
79
Most important City services/functions: 1) Fire & emergency medical services
2) Maintaining streets
3) Police services
4) Managing traffic flow
5) Protecting our natural environment
2017 Community Survey: Findings
79
80
Highest levels of satisfaction: 1) Fire & emergency medical services
2) Police services
3) Recycling & garbage collection
4) Parks maintenance
5) Recreation classes & programs
2017 Community Survey: Findings
80
81 81
82
Most frequently mentioned activities by
residents during the past 12 months:
• Visiting downtown Vancouver
• Visiting neighborhood parks
• Walking or biking on a trail
2017 Community Survey: Findings
83
Top three reasons residents feel “unsafe”
walking alone in their neighborhood at night:
1) Fear
2) Homeless persons on streets
3) Not enough street lights
89% felt “very safe” or
“safe” walking alone in
their neighborhood
during the day;
55% at night.
2017 Community Survey: Findings
83
84
58% feel they are either “well informed”
or “somewhat informed” about
Vancouver City government.
Top three sources:
• The Columbian
• City social media/other social media
• City website/other online source
2017 Community Survey: Findings
84
85
Combination of two
or more taxes
Business tax
Sales tax
Property tax
2017 Community Survey: Overview
86
Top concerns of residents:
1) Traffic
2) Homelessness
3) Housing costs
2017 Community Survey: Open-Ended Questions
86
87
Are there any topics we did not cover that are
important to you?
• Fixing I-5 bridge congestion
• Attracting new businesses/high paying jobs
• Concerns about rising taxes
2017 Community Survey: Open-Ended Questions
87
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2017 Community Survey
Questions?
88
Vancouver Strong
Guiding Context
In the year 2030, Vancouver is a city transformed.
We are a much more urban city. Through growth and
annexation, nearly a third of a million people now proudly
call Vancouver their home. Vancouver is a top tier city in
the nation, ranking in the top .5% of all cities nationwide by
population, but more importantly in the quality of the
community.
While it is much more dense than it was a decade ago,
Vancouver has focused on growing in a way that puts
people first making us the most livable city in the pacific
northwest.
89
Vancouver Strong
Scope and scale
• Good
• Better
• Best
• Stellar
90
Vancouver Strong
Scope and scale
• Projects
• Programs
• Policies
– Development of service “menu” by direct service
departments
– Up to
– $732 million in capital and operating
– 432 new FTE’s across all services
91
Vancouver Strong
Progress to date
• Executive Sponsors Council
– 9 meetings
– Education and outreach
• Key account targeted engagement – “top 10”
• ESC constituencies
92
Vancouver Strong
Progress to date
• Fire Community Resource Team
• Arts, Culture & Heritage Plan Committee
• City Center Redevelopment Authority
93
94
Break
Vancouver Strong
Environmental conditions check
• Changes since beginning of effort:
– Vancouver Schools Bond
– State School Funding
– Federal income tax reform
• Change in SALT
– Evergreen Schools bond
– Overall assessed value increase in Vancouver
of 12.5% for 2018 taxes
95
Vancouver Strong
• Timing Considerations: – Costs of compressed timing
• Community engagement
• Council deliberations
• Campaign
– Benefits of 2018: • Mid term election – strong turnout expected
• Strong regional economy
– Other considerations: • 2019 is municipal election year (3 council
positions)
• Council manic tools and policies can advance regardless of election
96
Vancouver Strong
Other considerations by ESC:
• Address replacement revenue to fund the VPD 2020
plan immediately, assuring certainty for payers and
the City before implementing new business license
surcharge elements.
• Relieve the time pressure associated with the task of
replacing revenue needed to fund VPD.
• Relieve the time pressure associated with the
November 2018 target election, providing greater
opportunity for community engagement, council
deliberations, and a political campaign.
• Allow the environmental changes to resolve or
normalize for taxpayers
97
Vancouver Strong
Initial phased recommendations:
• VPD Funding: Replace the $6.1 million to
be generated by the per square foot and
per multi-family unit business license
surcharge
– Use existing councilmanic tools
– Implement with minimal administrative
burden for the payers and the city.
98
Vancouver Strong
Initial phased recommendations:
• VPD Funding - Councilmanic tools:
– Utility tax on city owned utilities
• generates $1 million per 1% increase in
utility tax.
• Current rate is 24.9%
– Effective tax rate of ~33%
• Tax on gross receipts of utility, passed
through to utility customers
99
Vancouver Strong
Initial phased recommendations:
• VPD Funding - Councilmanic tools:
– Utility tax on city owned utilities
• no current statutory maximum limit on this
tax
– Bill currently pending in legislature that
would require publication of tax rates
paid by the utility on monthly statements
100
Vancouver Strong
Initial phased recommendations:
• VPD Funding - Councilmanic tools:
– Per employee business license
surcharge (“head tax”)
• Generates $400,000 per each $10 of fee
• Current rate is $90 per employee per year
– Capped at 400 employees/$36,000 per
business per year
• No currently statutory maximum limit
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Vancouver Strong
Initial phased recommendations:
• VPD Funding - Councilmanic tools:
– Business and occupation tax
• Generates approximately $1 million per
$.10/$1000 of gross receipts
• Currently a statutory maximum rate of
$2/$1000 for local B & O tax
• Rates can be set by retail, manufacturing,
wholesale and services business
categories.
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Vancouver Strong
Initial phased recommendations
• Timing: extend the work of the ESC to
the end of 2018, with a December 2018
target date for delivery of a recommended
package to the city council.
• Consider primary (August) or general
(November) elections in 2019 (or later) as
potential for voted measure.
103
Vancouver Strong
Discussion - Initial phased recommendations
• Replace $6.1 m revenue for VPD with councilmanic tool(s) before end of Q2.
• Extend process for larger service plan development and community engagement through end of 2018
• Additional phases of recommendation may emerge
• Target 2019 or later for voter engagement
104
105
2019-2020
Preliminary Budget Framework
2019-2024 Revenue Framework Summary
• Revenues: Enact the statutorily authorized 1% annual increase in
property tax revenues.
Enact rate adjustments for sewer, water and drainage
utilities to reflect inflation and fund depreciation costs,
as codified.
Continue to optimize enterprise and fee for service
efforts in fee services, such as parking, parks and
recreation.
Ensure additional revenue is in place to support any
budget increases that might be proposed in 2019-24
on an on-going basis.
106
2019-2020 Recommended Budget Direction
Expenditures: Zero-based budgeting approach to overtime and
professional services items. Budget will try separating
on-going professional from one-time
No new debt without new supporting revenue.
Continue to search for operational efficiencies.
Most effectively deploy current cash resources to
generate on-going budget capacity
107
City Manager’s Thoughts: • During the past several years the City has continued
to stabilize its financial foundation to ensure it can
withstand economic downturns of short duration and
invest in high priority projects for the City.
• The continued increase in City revenues, coupled
with moderating spending trends put the City in a
strong position to manage out of the long term
structural deficit.
• Vancouver Strong process has identified high priority
items in all departments.
2019-2020 Recommended Budget Direction
108
Budget requests are to concentrate on one-time
projects/investments consistent with the highest
departmental priorities as outlined in presentations to
Vancouver Strong and Council Priorities
Set aside $1 million to replace RMS system in VPD
Funding initiatives dealing with homeless issues
2019-2020 Recommended Budget Direction
109
• Budget System available to agencies 1st wk. June
• Submission due dates for Operating Budget July 25
• Submission due date for Capital Budget Aug. 8
• Budget meetings with departments Aug. 22 –
Sep 9
• City Manager’s Recommended budget Sep. 28
• Council Workshops Oct. 12, 17
• Public Hearing and Adoption Nov. 19
2019-2020 Recommended Budget Timeline
110
Questions?
Next Steps • Continue to advance & complete current initiatives
• Work with Vancouver Strong Executive Sponsors Council to: – Develop recommendation by May 2018 for ~ $6M
replacement revenue for VPD
– Extend Vancouver Strong work through December 2018 • Complete broad community engagement
• Consider additional phased recommendations through 2018
• Develop package recommendation – Multi-faceted
– Councilmanic and voted
– Voter engagement in 2019 or 2020
• Prepare 2019-2020 budget in concert with Vancouver Strong work – Incorporate phased recommendations where appropriate
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