Budget Worksheet In Process.xlsx

Transcription

City of Canby
2014-2015
Proposed Budget
TABLE OF CONTENTS
CITY BUDGET
Budget Message
1
Council Goals
6
Budget Summary
8
5-Year History
Fund Balance Trend Analysis
9
13
Recurring Revenue/Expense Summaries
General Fund
Other Funds
14
15
Reserves
16
Internal Charges & Overhead Cost Allocation
17
Personnel Worksheet
19
Allocated Salaries
20
Employee Benefits by Type
Bar Graph
Pie Chart
General Fund
General Fund Revenues
Trends
25
Pie Chart
26
Detail
General Fund Expenditure Charts
Budget Introductions and Expenditure Details by
Department:
Special Revenue Funds
Internal Service Funds
Enterprise Fund
Closed Funds
27
28
Administration
29
Court
32
Planning
35
Parks
37
Building
40
Police
42
Cemetery
47
Finance
49
Economic Development
52
Library Fund
54
Streets Fund
57
Systems Development Fund
61
Cemetery Perpetual Care Fund
63
Forfeiture Fund
65
Transit Fund
67
Swim Center Levy
70
Fleet Services Fund
73
Facilities Fund
76
Tech Services Fund
79
Sewer Combined Fund
82
Parks Development Fund
91
Street Reserve Fund
93
911 Emergency Fund
95
Library Endowment Fund
97
Debt Service Fund
Capital Reserve Fund
URBAN RENEWAL BUDGET
23
24
99
101
Budget Message
103
Urban Renewal General Fund
108
Urban Renewal Debt Service Fund
111
City of Canby
May 8, 2014
Honorable Mayor and City Council
Budget Committee Members
PO Box 930
Canby, OR 97013
Dear Mayor, Councilors and Budget Committee:
This Budget Message shall serve as the official letter of transmittal for the Proposed
Budget for Fiscal Year 2014-2015.
OVERVIEW
Pursuant to Oregon Budget Law, the budget message must contain certain information
which assists the reader of the budget in understanding major differences in the proposed
budget from the current year adopted budget.
For example, ORS 294.391 requires that the budget message accomplish the following:




Explain the budget document
Contain a brief description of proposed financial policies used in preparation of
the proposed budget
Call out significant features of the proposed budget
Explain any major changes in financial policy reflected in the proposed budget
The City Charter designates the City Administrator as the Budget Officer for the City and,
as such, the responsibility for the 2014-2015 Proposed City Budget preparation rests with
the Interim City Administrator. However, it should be clearly noted that the vast bulk of
the work in developing this proposed budget was done by the members of the City’s
Management Team and the Finance Department staff who conducted the financial
analysis.
FINANCIAL POLICIES
The over-arching principle guiding the development of the proposed budget is adherence
to the City Council’s Adopted City Values and Goals. Revenue estimates for the proposed
budget have been based on a conservative approach.
182 N Holly - PO Box 930 - Canby, Oregon 97013 - Phone 503-266-4021 - Fax 503-266-7961
www.ci.canby.or.us
1
STATUTORY BUDGET INFORMATION
ORS 294.391 and ORS 294.401 require that the Budget Officer deliver the budget
document for public inspection and comment and provide the document to the Budget
Committee for review and deliberation. In keeping with these requirements, a copy of the
Proposed Budget for FY 2014-2015 is on file with the City Recorder and available for
public inspection at City Hall. In addition, a copy of the document is available at the Canby
Public Library.
Pursuant to ORS 294.401(1), the Budget Committee must hold at least one meeting to
receive the budget document, hear the budget message and deliberate over its content
prior to recommending the budget in its current or modified form to the City Council for
adoption as set forth in ORS 204.406(1). It is during the Budget Committee meetings that
department directors will answer specific questions from Committee members and the
public. Finally, the City Council will provide an opportunity for the public to comment on
the proposed budget prior to formal adoption.
EXPLANATION OF THE BUDGET DOCUMENT
The financial information presented in the proposed budget document list the Budget
Officer’s recommendation under the 2014-15 “Proposed Budget” column ORS 294.376
requires that we show the actual (audited) amounts for each budgeted item for the
previous two fiscal years (2011-2012 and 2012-2013). The adopted budget for FY 20132014 and new this year a column titled Projected YE (yearend) Totals is also provided for
comparison.
The financial information is organized by specific fund and department if applicable. Each
department/fund has a budget introduction including a purpose and/or description, a
section titled Goal Integration to outline how this budget is supporting the department/fund
reach the goals as presented to City Council earlier this year, an outline of Noteworthy
Changes for 2014-2015 and a Budget at a Glance section outlining in narrative form the
applicable expense categories. Then a line item detail is presented and subtotaled by the
following categories:






Revenue
Personnel Services
Materials & Services
Capital
Transfers
Other which includes contingencies and reserves
www.ci.canby.or.us
2
New this year you will note that we have classified accounts by highlighting the account
Title as follows:
 Recurring Revenue or Expense
 Restricted or one-time Revenue or Expense
 Inconsistent/Unreliable Revenue or Expense
 Prospectively irrelevant Revenue or Expense
There is a summary of these classifications by Revenue and Expense at the bottom of
each department/fund. This was added to the document to start the conversation about
moving towards a structurally balanced budget which is defined as a budget in which
recurring revenues meet or exceed recurring expense. This is a policy being considered
by the new Municipal Audit and Financial Oversight Committee. Local budget law just
requires that total resources equal total requirements, therefore reserves and other onetime resources can be used to offset ongoing requirements - which isn’t financially
sustainable long-term.
The final budget document will show the amount approved by the Budget Committee
under an “Approved by Committee” column which will include any changes made by the
Budget Committee during their deliberations and the amount adopted by the City Council
under an “Adopted by Governing Body” column. This amount would include any changes
made by the City Council.
SIGNIFICANT FEATURES AND CHANGES








Closing the Street Reserve Fund – Street Capital projects will now be integrated into the
Street Fund.
Closing the Parks Development Fund – Capital projects have been integrated into the
General Fund Parks Department and improvement System Development Charges will be
recorded and maintained in the new System Development Fund.
Adding a new System Development Charge (SDC) Fund where SDC improvement
revenue will be recorded and maintained by type so that compliance with allowable use
can be more easily tracked and controlled in accordance with state statutes.
Allocation methodologies for internal charges and overhead has remained consistent with
prior year. See Internal Charge and Overhead Cost Allocation handout provided herein
for an outline of methodology used.
Established a PERS contribution Stabilization Reserve and Retirement and Separation
Payout Reserve during the current year, see the Reserves handout provided herein for
more information on how these were established and the impact they have on the
proposed budget.
Established a Municipal Audit and Financial Oversight Committee that is in the process
of evaluating recommended updates to the City’s Financial Policies.
Added a Personnel Worksheet to the proposed budget book that summarizes actual FTE
(Full – time equivalents) for the 3 prior year, the current year budgeted FTE and the
proposed FTE.
Included additional trend and graphical information in the proposed budget book.
www.ci.canby.or.us
3
BUDGET PREPARATION PROCESS
Each Department/Fund has a Director/Lead Worker who is responsible for drafting a
requested budget based on requirements of planned operations and capital projects for
the upcoming year. Finance provides historical data and current year to date figures as
well as a template to aid in this process. In addition finance is responsible for projecting
personnel service cost based on salary schedules, anniversary dates, etc.
Key Assumptions used in estimation of personnel services expense in the proposed
budget include:
 A cost of living adjustment (COLA) effective July 1, 2014 of 2.5%
 Health insurance increase of 10%.
Note PERS contribution rates are set bi-annually therefore there was no change in our
rate for the current year. However, in the prior year subsequent to the adoption of the
budget PERS issued reduced contributions rates, we reallocated these savings to a
PERS stabilization reserve so benefits in the proposed budget are at a rate that is 3.96%
of salaries lower than budgeted in the prior year.
Finance is also responsible for preparing the estimates of general revenues. Based on
guidance provided by Clackamas County; property taxes, which make up approximately
60% of general fund revenue, are estimated to increase 3%, which amounts to
approximately $120,000 over the projected current yearend total. Other revenues are
estimated based on a historical trend analysis.
Once the general fund department’s requested budgets and estimated general revenue
is compiled the management team comes together to address any requested budget
deficits or surplus. In the current year there was a 1 million dollar deficit in the general
fund requested budget. This was the result of the following:
 Requested increases in staffing levels amounting to approximately $300,000
 Requested increases in materials and services of approximately $150,000
 An increase in the cost of salaries and benefits of approximately $250,000
 An increase in budgeted contingencies and reserves of approximately $300,000
Over the course of several weeks the general fund management team worked together
to make hard decisions and produce the proposed budget presented to you today in this
document.
www.ci.canby.or.us
4
CITY OF CANBY
CITY COUNCIL VALUES AND GOALS
VALUES
Fiscal Responsibility and Financial Stability – We constantly strive for the proper use of public funds
and resources. We are prudent in our fiscal policies and practices as we plan for long-term financial
sustainability within the City.
Honesty, Ethics, Accountability – We adhere to the highest standards of honesty, ethical conduct and
accountability that inspire public confidence and trust. These are the foundations of public trust and
confidence.
Livability – As a City we honor the importance of maintaining the small town feel while continuing
to address economic development, housing, parks, long-term planning, public safety and
transportation.
Inclusive Community – We are committed to open communication and outreach to engage all
segments of the community.
Exceptional Service – We are dedicated to providing exceptional customer service and delivery of
public services to our whole community.
GOALS
Community
 Maintaining a small town feel as we grow
 Manage growth in a responsible and measurable manner, while continuing to improve the quality
of life of our citizens
 Continue to enhance communication between City Hall and citizens in and around the City of
Canby, including use of electronic and social media
 Integrate the adopted Community Vision Plan throughout City Goals, plans, and
communications
Growth and Economic Development
 Identify and implement strategies for attracting additional tenants to industrial parks
 Identify and implement strategies for improving overall health of the business community
 Collaborate with Clackamas County Tourism and Event Center to encourage increased cultural
and commercial activity
 Build on strategies to improve business development in downtown and other business areas
 Plan for future housing needs and development
 Develop plan to make Main Street Program and Economic Development office self-funding by
close of the Urban Renewal District
6
Parks and Recreation
 Refine, revise, and update Parks Master Plan to include long-term recreation plan that includes
community center, aquatic center, sports facilities, and Willamette River front recreation
 Identify future park lands
 Identify funding and strategic alliances for acquisition and improvement of park lands
Transportation, Public Safety, and Public Services
 Maintain and improve City infrastructure – stormwater, road maintenance, water, WWTP, and
others
 Continue to provide quality public safety and services that enhance Canby’s livability
 Develop strategy for improving and sustaining Canby Area Transit System
 Develop method to enable northern access for emergency services and economic development
 Develop strategy for implementing Transportation System Plan (TSP) with emphasis on
neighborhood safety and economic development
 Develop and implement facilities plan to appropriately provide Library and City Hall services
 Encourage long-term services and infrastructure plans for NE and SE development
 Develop strategy for implementing Oregon 99E Corridor and Gateway Plan
7
CITY OF CANBY BUDGET SUMMARY 14-15
FY 2014-2015
General Fund
Personnel
Materials
Contingency/
Services
& Services
Other
Debt
Transfers
Capital
Total
Service
Unap FB
Budget
FTE
0
Administration
3.93
520,077
542,132
843,643
0
62,217
74,964
0
2,043,033
Court
3.05
236,575
84,242
0
0
0
0
0
320,817
Planning
1.30
143,221
71,163
0
0
0
0
0
214,384
Parks
3.35
327,600
131,028
0
0
527,900
0
0
986,528
Building
0.25
38,578
5,607
0
0
0
0
63,195
28.20
3,868,048
914,158
0
0
26,000
0
0
4,808,206
Cemetery
0.05
4,058
98,112
0
0
0
0
0
102,170
Finance
3.03
337,267
100,554
0
0
0
0
0
437,821
Economic Developmen
3.41
386,412
98,488
0
72,367
0
0
0
557,267
46.57
5,861,836
2,045,484
843,643
91,377
616,117
74,964
0
9,533,421
Library
8.50
615,832
167,905
1,305,389
103,142
0
0
0
2,192,268
Street
6.23
555,310
370,044
390,706
98,649
1,130,507
0
0
2,545,216
SDC Fund
0.00
0
0
1,430,258
521,700
0
0
0
1,951,958
Cemetery Perp Care
0.00
0
0
0
0
0
0
876,099
876,099
Forfeiture
0.00
0
36,560
0
0
0
0
0
36,560
Transit
2.85
290,194
1,332,393
777,374
155,216
165,000
0
0
2,720,177
Swim Center Levy
9.03
492,865
126,960
316,720
76,712
15,000
0
0
1,028,257
26.61
1,954,201
2,033,862
4,220,447
955,419
1,310,507
0
Fleet Services
2.45
241,890
515,846
157,556
0
0
0
0
915,292
Facilities
0.90
100,222
171,300
71,073
0
27,800
0
0
370,395
Technical Services
0.95
95,369
183,375
69,029
0
71,589
0
0
419,362
4.30
437,481
870,521
297,658
0
99,389
0
0
1,705,049
5.975
665,798
582,531
295,413
408,689
0
0
0
1,952,431
Sewer Collections
3.33
326,050
87,358
0
44,988
0
0
0
458,396
Stormwater
2.43
260,404
53,638
0
42,084
0
0
0
356,126
Sewer Const Res
0.00
0
0
0
40,000
5,609,261
0
0
5,649,261
Sewer Debt
0.00
0
0
0
0
0
594,176
0
594,176
11.74
1,252,252
723,527
295,413
535,761
5,609,261
594,176
0
9,010,390
Police
19,010
876,099 11,350,535
Internal Services Funds
Enterprise Fund
Sewer (WWTP)
0
Total all funds
89.22
9,505,770
5,673,394
5,657,161
1,582,557
7,635,274
669,140
876,099 31,599,395
Less transfers
-1,582,557
30,016,838
8
City of Canby 5‐Year General Fund History
Actuals
2009‐10
2010‐11
Transfers In ‐ non O/H
Subtotal
3,593,431 58.4%
393,742 6.4%
309,296 5.0%
531,505 8.6%
19,125 0.3%
125,178 2.0%
4,972,277
51,120 0.8%
593,282 9.6%
27,021 0.4%
5,816 0.1%
109,194 1.8%
121,874 2.0%
73,136 10.3%
‐
0.0%
981,443
200,000 3.3%
6,153,720 109%
3,679,102 57.7%
428,300 6.7%
328,256 5.1%
544,103 8.5%
9,348 0.1%
153,809 2.4%
5,142,918
52,314 0.8%
553,888 8.7%
38,095 0.6%
3,294 0.1%
260,424 4.1%
163,829 2.6%
56,218 11.8%
‐
0.0%
1,128,062
104,000 1.6%
6,374,980 111%
Overhead Transfers In
711,500
478,005
GENERAL FUND REVENUES
Property Tax
Franchise Fees
State Shared Revenues
Canby Utility
Interest
Other
Administration
Court
Planning
Parks
Building
Police
Cemetery
Total Current Revenues
6,865,220
6,852,985
Projected
2013‐14
Proposed
2014‐15
3,722,477 57.4% 3,794,510 54.7%
463,062 7.1% 687,924 9.9%
360,710 5.6% 374,953 5.4%
576,813 8.9% 595,905 8.6%
10,339 0.2% 7,652 0.1%
136,860 2.1% 540,050 7.8%
5,270,262
6,000,994
58,100 0.9% 57,320 0.8%
506,205 7.8% 451,715 6.5%
37,685 0.6% 30,023 0.4%
232 0.0% 1,145 0.0%
340,888 5.3% 14,170 0.2%
130,625 2.0% 119,900 1.7%
66,231 8.6% 72,753 8.5%
‐
0.0% ‐
0.0%
1,139,966
747,025
75,000 1.2% 192,960 2.8%
6,485,228 108% 6,940,979 107%
3,924,100 56.6%
711,620 10.3%
393,500 5.7%
632,000 9.1%
7,400 0.1%
377,639 5.5%
6,046,259
55,200 0.8%
380,270 5.5%
85,646 1.2%
2,346 0.0%
15,000 0.2%
180,523 2.6%
68,772 9.1%
‐
0.0%
787,757
94,806 1.4%
6,928,822 108%
4,046,557 53.0%
722,000 9.4%
395,500 5.2%
638,000 8.3%
7,000 0.1%
81,965 1.1%
5,891,022
56,950 0.7%
387,900 5.1%
44,480 0.6%
8,860 0.1%
15,000 0.2%
114,380 1.5%
69,325 0.9%
500 0.0%
697,395
1,052,496 13.8%
7,640,913 100%
772,897
757,435
759,857
2011‐12
7,258,125
2012‐13
859,562
7,800,541
7,686,257
8,400,770
Page 1 of 4
9
Actuals
GENERAL FUND EXPENSES
Administration Personal Services
Capital
Debt
Transfers
Total Administration
2009‐10
2010‐11
2011‐12
2012‐13
Projected
2013‐14
Proposed
2014‐15
702,991
455,851
‐
‐
672,099
1,830,941
734,111
393,362
‐
‐
309,878
25.2% 1,437,351
690,441
353,218
‐
‐
448,855
19.9% 1,492,514
659,451
840,434
‐
‐
428,293
20.1% 1,928,178
609,772
546,420
25,721
73,267
70,000
23.7% 1,325,180
520,077
542,132
62,217
74,964
‐
16.9% 1,199,390
214,290
54,906
219,564
59,442
195,467
53,807
190,415
70,331
‐
‐
3.6% 260,746
236,575
84,242
15,316
264,590
201,062
60,914
15,650
14,349
3.6% 291,975
Court
Personal Services
Capital
Transfers
Total Court
10,344
279,540
3.8%
Planning
Personal Services
Capital
Transfers
Total Planning
215,843
46,018
2,326
10,344
274,531
247,530
78,494
‐
13,071
3.8% 339,095
243,163
33,607
‐
15,536
4.7% 292,306
295,613
21,322
‐
14,349
3.9% 331,283
102,273
96,557
‐
‐
4.1% 198,830
Parks
Personal Services
Capital
Transfers
Total Parks
262,959
63,358
‐
59,026
385,343
303,561
60,221
59,821
62,855
5.3% 486,458
304,610
51,415
42,103
62,448
6.7% 460,576
376,515
59,694
‐
40,807
6.2% 477,016
467,555
118,703
‐
‐
5.9% 586,258
11,203
290,209
4.0%
3.3%
320,817
13.8%
3.7%
143,221
71,163
2.5%
214,384
2.5%
327,600
131,028
527,900
7.5%
986,528
Page 2 of 4
10
11.4%
Actuals
2009‐10
Building
Personal Services
Transfers
Total Building
Police
Personal Services
Capital
Transfers
Total Police
Cemetery
Personal Services
Transfers
Total Cemetery
Finance
Personal Services
Transfers
Total Finance
Personal Services
Transfers
Total Economic Developmt
2010‐11
2011‐12
Projected
2013‐14
2012‐13
Proposed
2014‐15
218,222
34,149
33,358
285,729
183,187
38,737
(32,340)
3.9% 189,584
147,413
125,488
51,857
2.6% 324,758
68,205
5,493
86,149
4.4% 159,847
77,890
8,738
19,197
2.0% 105,825
38,578
5,607
19,010
1.4% 63,195
3,142,444
269,796
3,471,003
213,715
35,747
301,249
54.2% 4,021,715
3,582,842
243,949
61,918
455,034
54.3% 4,343,743
3,905,492
823,055
10,000
‐
53.4% 4,738,547
3,868,048
914,158
26,000
369,733
3,781,973
3,242,063
255,174
10,117
407,787
52.0% 3,915,141
3,600
98,586
24,636
126,822
3,842
93,796
24,636
1.7% 122,274
4,545
99,424
‐
1.7% 103,969
4,996
95,262
‐
1.4% 100,258
3,984
98,129
‐
1.2% 102,113
236,832
65,235
6,895
308,962
340,805
88,876
7,469
4.2% 437,150
357,324
69,883
23,816
6.1% 451,023
397,088
79,231
21,349
6.1% 497,667
416,583
99,464
‐
6.1% 516,047
60.5%
4,808,206
1.3%
102,170
6.6%
437,821
5.0%
6.4%
8,689,778
95%
0.0%
‐
0.0%
‐
0.0%
‐
0.0%
‐
Total General Fund Exp.
7,273,841
96%
7,217,262
94%
7,411,451
94%
8,129,967
94%
7,833,546
93%
Revenues Over (Under)
Expenses (1)
(408,621)
(329,426)
(147,289)
1.2%
337,267
100,554
‐
(153,326)
55.3%
4,058
98,112
386,412
98,488
72,367
0.0% 557,267
(364,277)
0.7%
(289,008)
Page 3 of 4
11
(1) 5‐year total is:
(1,402,939)
Fund balance 7/1/2009
Fund balance 6/30/2014^
2,535,591
1,132,652
(1,402,939)
Personal Services
Capital
Debt
Transfers
4,997,181
1,087,899
2,326
69% 5,274,663
15% 1,068,102
0% 69,938
73% 5,413,967
15% 1,000,557
1% 77,850
73% 5,585,771
14% 1,406,298
1% 77,568
1,186,435
7,273,841
16% 804,559
1 7,217,262
11% 919,077
1 7,411,451
12% 1,060,331
1 8,129,967
71% 5,773,964
18% 1,861,397
1% 35,721
73,267
14% 89,197
7,833,546
$ change in Personal Services
% change in Personal Services
(505,687)
‐9.19%
277,482
5.55%
139,304
2.64%
171,804
3.17%
188,193
3.37%
$ change in expense
% change in expense
(280,998)
‐3.72%
(56,579)
‐0.78%
194,189
2.69%
718,516
9.69%
(296,421)
‐3.65%
$ change in property taxes
% change in property taxes
198,342
5.84%
85,671
2.38%
43,375
1.18%
72,033
1.94%
129,590
3.42%
$ change in revenue
% change in revenue
(373,686)
‐5.16%
(12,235)
‐0.18%
405,140
5.91%
542,416
7.47%
(114,284)
‐1.47%
74%
24%
0%
1%
1%
1
5,861,836
2,045,484
616,117
74,964
91,377
8,689,778
Page 4 of 4
12
75%
26%
8%
1%
1%
1
General Fund ‐ Fund Balance Trend Analysis
Ending Fund Balance
Revenue vs Expense
2,500,000
8,500,000
2,000,000
8,000,000
1,500,000
7,500,000
1,000,000
7,000,000
500,000
6,500,000
‐
Revenue
Expense
6,000,000
2009‐2010
Beginning Balance
Revenues
Expense
Ending Balance
2010‐2011
2009‐2010
2,535,600
6,865,219
7,273,840
2,126,979
2011‐2012
2012‐2013
Actual
2010‐2011 2011‐2012 2012‐2013
2,126,979 1,762,699 1,609,373
6,852,985 7,258,129 7,800,535
7,217,265 7,411,455 8,129,967
1,762,699 1,609,373 1,279,941
2013‐2014
Projected Budgeted
2013‐2014 2014‐2015
1,279,941 1,132,652
7,686,257 8,400,770
7,833,546 8,689,778
1,132,652 843,644
2009‐2010 2010‐2011 2011‐2012 2012‐2013 2013‐2014
2009‐2010
2010‐2011
2011‐2012
2012‐2013
2013‐2014
2014‐2015
Revenues
6,865,219
6,852,985
7,258,129
7,800,535
7,686,257
8,400,770
Expense
7,273,840
7,217,265
7,411,455
8,129,967
7,833,546
8,689,778
Difference
(408,621)
(364,280)
(153,326)
(329,432)
(147,289)
(289,008) *
* Budgeted
Budget vs Actual
Ending Fund Balance Budget vs Actual
2,500,000
2009‐2010
2010‐2011
2011‐2012
2012‐2013
2013‐2014
2,000,000
1,500,000
1,000,000
Budget
1,353,489
872,567
674,328
445,400
505,798
Actual
2,126,979
1,762,699
1,609,373
1,279,941
1,132,652
Difference
(773,490)
(890,132)
(935,045)
(834,541)
(626,854) ^
500,000
^ Projected
‐
2009‐2010
2010‐2011
Budget
2011‐2012
2012‐2013
2013‐2014
Actual
13
GeneraL Fund Recurring Rev/Exp Summary
13/14
Gen
Admin
Court
Planning
Parks
Building
Police
Cemetery
Finance
EconDev
GF Total
Recurring revenue
Restricted or one‐time revenues
Inconsistent/unreliable revenues
prospectively irrelevent revenues
5,682,732
1,629,295
14,173
‐
7,326,200
55,200
‐
‐
‐
55,200
380,270
‐
‐
‐
380,270
7,128
21,100
57,418
‐
85,646
‐
‐
2,346
‐
2,346
15,000
‐
‐
‐
15,000
94,718
74,718
11,087
‐
180,523
68,772
‐
‐
‐
68,772
757,435
94,806
‐
‐
852,241
‐
‐
‐
‐
‐
7,061,255
1,819,919
85,024
‐
8,966,198
Recurring expense
Restricted or one‐time expense
Inconsistent/unreliable expense
prospectively irrelevent expense
‐
‐
‐
‐
‐
1,198,220
48,391
70,000
8,569
1,325,180
260,746
‐
‐
‐
260,746
172,830
26,000
‐
‐
198,830
586,258
‐
‐
‐
586,258
105,825
‐
‐
‐
105,825
4,717,347
21,200
‐
‐
4,738,547
102,113
‐
‐
‐
102,113
516,047
‐
‐
‐
516,047
‐
‐
‐
‐
‐
7,659,386
95,591
70,000
8,569
7,833,546
Net Recurring Rev/Exp
(598,131)
14/15
Recurring revenue
5,823,322
57,300
10,400
‐
5,891,022
56,950
‐
‐
‐
56,950
387,900
‐
‐
‐
387,900
4,000
15,000
25,480
‐
44,480
‐
521,700
8,860
‐
530,560
15,000
‐
‐
‐
15,000
91,580
21,800
1,000
‐
114,380
69,325
‐
‐
‐
69,325
759,857
‐
‐
‐
759,857
‐
530,796
500
‐
531,296
7,207,934
1,146,596
46,240
‐
8,400,770
Recurring expense
‐
‐
‐
‐
‐
1,137,173
905,861
‐
‐
2,043,034
320,817
‐
‐
‐
320,817
199,384
15,000
‐
‐
214,384
458,628
527,900
‐
‐
986,528
63,195
‐
‐
‐
63,195
4,774,906
33,300
‐
‐
4,808,206
102,170
‐
‐
‐
102,170
437,821
‐
‐
‐
437,821
24,378
532,889
‐
‐
557,267
7,518,472
2,014,950
‐
‐
9,533,422
‐
(310,538)
14
Other Fund Recurring Rev/Exp Summary
13/14
Library
Streets
SysDev
Transit
Swim
Capital Projects Fund
UR
Internal Service Funds
Facilities Forfeiture
Fleet
Tech
Enterprise Fund
Sewer
Recurring revenue
747,811
1,373,694
76,600
‐
2,198,105
939,252
1,578,929
7,670
‐
2,525,851
‐
1,644,857
‐
‐
1,644,857
1,725,282
1,710,153
58,650
‐
3,494,085
731,339
227,061
3,850
‐
962,250
‐
12,658,653
60,535
‐
12,719,188
252,130
79,358
1,264
‐
332,752
‐
75,039
‐
‐
75,039
693,146
267,396
3,950
‐
964,492
336,908
176,640
879
‐
514,427
3,570,000
3,453,019
1,164,842
201,043
8,388,904
Recurring expense
734,019
74,064
‐
‐
808,083
958,554
‐
‐
978,778
1,937,332
‐
‐
‐
‐
‐
1,622,214
808,175
‐
200,936
2,631,325
681,688
‐
‐
‐
681,688
‐
3,524,897
‐
‐
3,524,897
256,504
7,100
‐
‐
263,604
‐
38,089
‐
‐
38,089
693,787
92,802
‐
‐
786,589
280,726
17,044
‐
94,806
392,576
2,458,344
701,584
‐
‐
3,159,928
13,792 (19,302) ‐
103,068
49,651 ‐
(4,374) ‐
(641) 56,182
1,111,656
Recurring revenue
776,746
1,409,522
6,000
‐
2,192,268
941,981
1,555,885
7,350
‐
2,505,216
‐
1,946,758
5,200
‐
1,951,958
1,757,693
938,684
23,800
‐
2,720,177
746,495
280,562
1,200
‐
1,028,257
‐
9,707,546
35,025
‐
9,742,571
300,947
69,148
300
‐
370,395
‐
36,950
‐
‐
36,950
733,590
177,903
3,800
‐
915,293
297,011
121,851
500
‐
419,362
3,700,000
5,294,390
16,000
‐
9,010,390
Recurring expense
867,379
1,324,889
‐
‐
2,192,268
1,024,003
1,269,310
‐
‐
2,293,313
‐
521,700
‐
‐
521,700
1,777,803
942,374
‐
‐
2,720,177
696,537
331,720
‐
‐
1,028,257
‐
9,742,571
‐
‐
9,742,571
271,522
98,873
‐
‐
370,395
‐
36,950
‐
‐
36,950
757,736
157,557
‐
‐
915,293
278,744
140,618
‐
‐
419,362
2,471,540
6,499,804
‐
‐
8,971,344
(90,633) (82,022) ‐
(20,110) 49,958 ‐
29,425
‐
(24,146) 18,267
1,228,460
14/15
15
Reserves = Contingency + Restricted/Committed Reserves + Reserve for future expenditure(R/UNR) + Unappropriated Ending Fund Balance PERS Contribution Stabilization Reserve (Committed Reserve) Established in the current year by the City Council through Resolution No. 1170 and committed by Ordinance No. 1384. In the current year this was funded by the difference between the original contribution rate provided by PERS which was budgeted in prior year and a reduced rate provided by PERS subsequent to the adoption of the budget. The rate reduction was a result of the state legislature passing Senate Bill 822 which included some cost savings due to changes in PERS benefits and a budget note requesting an additional 1.9% of the previously issued rates be collared, or in other words deferred to a future period. The actuarial method used by OPERS also includes a rate collaring provision, again these provisions defer current expense to future periods. Per Milliman’s Actuarial Methods, Rate Calculations & Financial Projection presentation at the PERS board meeting March 29, 2013 rates are projected to increase for the next 2 biennium rate adjustments and level off in the 20%‐25% of payroll range for an extended period of time. Our current rates after the adjustment are currently 7.61%‐11.96%, they were reduced by 3.96%, which was allocated to fund the reserve. This is projected to have accrued $224,600 at yearend of which only approximately $130,000 would be returned to the general fund if the reserve was eliminated. Originally finance requested that this reserve be funded at the same rate in the current year which would have generated approximately $250,000 of which $160,000 would have been contributed by general fund departments but in order to balance we eliminated the current year contribution in the proposed budget. Retirement and Separation Payout Reserve (Committed Reserve) Established and committed in the current year by the City Council through Ordinance No. 1394. As of 5/1/2014 the City had 23 employees eligible for retirement or early retirement under PERS which in accordance with benefit agreements have an approximate liability of $350,000 that would be paid out upon retirement. In addition the City has an approximate $300,000 liability or accrued vacation that would be payable upon an employee’s separation from the City, which in total is an approximate $650,000 unfunded liability. In the current year this reserve was funded by the difference between budgeted healthcare insurance expense and actual healthcare insurance expense. We had budgeted a 15% increase and the increase was actually only 9.9%. This amounted to approximately $68,000 in funding however we have paid out approximately $23,000 in the current year so the projected yearend balance is only $45,000 of this only approximately $26,000 would be returned to the general fund if the reserve was eliminated. Originally finance requested that this reserve be funded at a rate of 2% of salaries, which would have generated approximately $120,000 of which $76,000 would have been contributed by general fund departments but in order to balance we eliminated the current year contribution in the proposed budget. 16
Internal Charges and Overhead Cost Allocation
Internal Charges:
Facilities
Purpose: Its purpose is to provide for the maintenance and repair of all City-owned structures.
Cost basis: Costs include utilities, alarm monitoring, janitorial services and supplies, pest control and other repairs and maintenance costs.
Cost allocation methodology: Costs are allocated to departments/funds on a per square foot basis.
Department
Administration
(includes Council
Chambers/Main
Street/Warehouse)
Adult Center
Court
Planning
Parks
Building
Police
Finance
Economic Dev
Library
Streets
Fleet
Tech Services
Transit
Sewer Combined
Total
Facilities Allocation
Sewer Facilities
Allocation
17,384
32,937
4,640
2,627
26,638
437
73,982
4,218
2,856
33,995
26,793
37,211
4,175
6,203
24,952
299,048
Combined
8%
Transit
2%
Tech Services
1%
Administration (includes Council Chambers/Main Street/Wareho
use)
6%
Adult Center
11%
Fleet
13%
Court
2% Planning
1%
Parks
9%
Streets
9%
Building
0%
Library
11%
Economic Dev
1%
Police
25%
Finance
1%
Tech Services
Purpose: The purpose of the Technical Services Department is to provide reliable phone services and computer-based informational
systems and services for all city staff.
Cost basis: Costs include contract IT services, internet and phone service, web hosting and maintenance costs, IT supplies and
equipment, basic software licenses and computer replacement costs.
Cost allocation methodology: Costs are allocated to departments/funds on a per computer basis.
Department
Admin
Court
Planning
Parks
Building
Police
Finance
Economic Dev
Library
Streets
Fleet
Swim Levy
Transit
Sewer Combined
Total
Tech Allocation
26,731
17,821
14,851
5,940
2,970
95,044
14,851
11,880
8,910
17,821
11,880
8,910
23,761
35,641
297,011
Tech Services Allocation
Sewer Combined
12%
Transit
8%
Court
6%
Admin
9%
Planning
5%
Parks
2%
Building
1%
Swim Levy
3%
Fleet
4%
Streets
6%
Library
3%
Economic Dev
4%
Finance
5%
Police
32%
17
Internal Charges and Overhead Cost Allocation
Internal Charges (continued):
Fleet Services
Purpose: The Fleet Services Department facilitates the purchase, outfitting, maintenance and repair of all City rolling stock and most
machinery owned by the City to maximize safety and minimize equipment downtime.
Cost basis: Costs include Mechanic labor, contract services, oil, gas, parts, other supplies and equipment.
Cost allocation methodology: Costs are estimated by department based on historical information and adjusted to a 12 month actual at
the end of March.
Sewer Combined
5%
Department
Admin
Parks
Police
Streets
Facilities
Transit
Sewer Combined
Total
Fleet Allocation*
5,920
41,950
244,245
92,680
5,000
297,790
36,705
Fleet Allocation
Admin
1%
Parks
6%
Police
34%
Transit
41%
724,290
Streets
13%
*Budget allocation is converted to 12-month
actual in March each year
Facilities
0%
Overhead:
Administration/Finance
Purpose: These departments provides a number of direct and support services to City departments/funds and the City Council. It includes
human resources, the office of the City Recorder, the office of the City Attorney, and finance.
Cost basis: Costs include salaries and benefits for department employees, election costs, professional and technical services, costs to
broadcast city council meetings, liability insurance, recruitment costs, travel and training for department employees and City Council,
accounting software licenses, audit fees and other related supplies and services.
Cost allocation methodology:
HR costs are allocated based on FTE (full time equivalent) count.
Attorney costs are allocated based on an estimation of time spent on initiatives for each department.
Administration and Finance costs are allocated based on a % of prior year budgeted operating expense (personnel services + materials
and services, capital outlay was excluded to promote consistency from year to year).
Department
Court
Planning
Parks
Building
Police
Cemetery
Economic Dev
Library
Streets
Transit
Swim Levy
Sewer Combined
Total
Administrative
Overhead
Allocation
78,385
27,833
70,165
19,010
506,425
14,427
72,367
103,142
98,649
155,216
76,712
234,761
1,457,092
Administrative Overhead Allocation
Swim Levy
5%
Sewer Combined
16%
CourtPlanningParks
5% 2% 5%
Building
1%
Transit
11%
Police
35%
Streets
7%
Library
7%
Economic Dev
5%
Cemetery
1%
18
CITY OF CANBY 2014-2015 BUDGET PERSONNEL WORKSHEET
Department
FULL TIME
Administration
Building
Cemetery
Court
Facilities
Finance
Fleet
Library
Parks
Planning
Police
Sewer Collections
Sewer Stormwater
Streets
Swim Center
Tech Services
Transit
Sewer
Sub-Total Full Time
PART TIME
Administration
Building
Cemetery
Court
Facilities
Finance
Fleet
Library
Parks
Planning
Police
Sewer Collections
Sewer Stormwater
Streets
Swim Center
Tech Services
Transit
Sewer
Sub-Total Part Time
TOTAL FULL TIME EQUIVALENT
Actual 20102011
Actual 20112012
Actual 20122013
Budgeted
2013-2014
Proposed
2014-2015
5.91
2.03
0.05
2.05
2.75
0.00
3.40
3.30
5.85
4.00
2.22
27.85
2.43
0.00
4.16
3.00
0.65
1.60
5.64
76.89
5.10
1.33
0.05
1.88
4.15
0.50
3.15
2.51
6.60
5.00
3.03
28.45
2.13
0.40
5.00
3.00
1.09
1.90
5.64
80.91
5.25
0.80
0.05
2.18
3.65
0.90
3.33
2.30
6.00
4.69
2.50
27.83
3.53
1.35
4.63
3.00
1.15
1.80
5.70
80.64
4.95
0.83
0.05
2.05
3.35
0.90
3.90
2.40
5.00
5.30
1.13
28.55
3.38
3.38
5.33
3.00
1.15
2.90
5.48
83.03
3.88
0.25
0.05
2.60
3.35
0.90
3.03
2.35
5.00
3.35
1.30
28.20
3.33
2.43
5.43
3.00
0.95
2.75
5.48
77.63
0.53
0.00
0.00
0.43
0.00
0.00
0.67
0.00
3.44
0.00
0.49
0.20
0.00
0.00
0.00
5.62
0.00
0.00
0.00
11.38
88.27
0.03
0.03
0.00
0.48
0.00
0.00
0.72
0.00
3.42
0.00
0.43
0.00
0.00
0.00
0.01
5.86
0.00
0.01
0.00
10.99
91.9
0.03
0.00
0.00
0.43
0.00
0.00
0.34
0.00
3.34
0.00
0.73
0.00
0.00
0.00
0.00
5.77
0.00
0.09
0.00
10.73
91.37
0.09
0.00
0.00
0.45
0.07
0.00
0.00
0.00
3.83
0.00
0.00
0.00
0.00
0.00
0.00
5.87
0.00
0.10
0.00
10.41
93.44
0.05
0.00
0.00
0.45
0.07
0.00
0.00
0.10
3.50
0.00
0.00
0.00
0.00
0.00
0.80
6.03
0.00
0.10
0.5
11.60
89.23
19
City of Canby FY 14‐15
Allocated Salaries
Position
City Administrator/URD Director
Department
Total
30%
30%
15%
10%
15%
100%
City Recorder
GF Administration
Economic Dev
Total
75%
25%
100%
Assistant City Admin/HR Director
GF Administration
HR
Tech Services
Economic Dev
Total
25%
40%
15%
20%
100%
Main Street Manager
GF Economic Dev
Economic Dev (UR)
Total
10%
90%
100%
Planning Director
GF Planning
GF Building
Collections
Stormwater
Streets
Total
35%
15%
10%
20%
20%
100%
Total
15%
10%
5%
30%
10%
30%
100%
Total
80%
10%
10%
100%
Senior Planner
Code Enforcement Officer
Administration
Economic Dev
Collections
Stormwater
Streets
%
Planning
Economic Dev
Collections
Parks
Stormwater
Streets
Police
Planning
Building
20
Allocated Salaries
Position
Office Specialist II
Utility Office Specialist III
Operator II
Public Works Lead
Public Works Lead
Administrative Assistant
Department
GF Planning
Economic Dev
Collections
WWTP
Streets
%
Total
20%
50%
0%
15%
15%
100%
Total
5%
95%
100%
Total
45%
23%
10%
23%
100%
Total
100%
0%
100%
Total
40%
30%
15%
15%
100%
Total
25%
25%
50%
100%
Total
90%
3%
5%
3%
100%
Total
40%
60%
100%
GF Cemetery
Admin
Streets
WWTP
Finance
Stormwater
WWTP
Stormwater
Streets
Fleet Services
Collections
Stormwater
Collections
Stormwater
Streets
Facilities
Collections
Stormwater
Streets
Police
Court
21
Allocated Salaries
Position
Associate Planner
Maintenance Worker III
Maintenance Worker II
Public Works Director
Financial Analyst
Office Specialist III
Department
GF Planning
Stormwater
Streets
Collections
%
Total
45%
10%
10%
35%
100%
Total
75%
25%
100%
Total
50%
50%
100%
Total
50%
50%
100%
Total
25%
25%
25%
10%
5%
5%
5%
100%
Total
75%
25%
100%
Total
50%
50%
100%
Finance
Admin‐HR
Stormwater
Collections
Stormwater
Collections
Collections
Stormwater
Streets
WWTP
Parks
Fleet
Planning
Finance
Transit
Finance
Transit
22
Employee Benefits by Type
Budget FY 11/12 to FY 14/15
11/12
12/13
13/14
14/15
Soc Sec & Medicare
470,783
458,151
476,405
469,549
PERS
988,835
942,461
1,236,708
977,382
Transit
36,925
35,931
37,364
36,828
SUTA
18,461
41,922
43,270
30,687
Life/AD&D
18,101
17,377
18,268
17,799
Health
1,359,454
1,344,419
1,555,261
1,634,791
Workers Comp
133,676
139,734
149,495
175,078
Other
26,551
24,970
25,827
25,743
Total
3,052,786
3,004,965
3,542,598
3,367,857
‐0.3%
‐1.2%
‐0.3%
66.2%
‐1.7%
20.3%
31.0%
‐3.0%
10.3%
4‐yr inc
1,800,000
1,600,000
1,400,000
11/12
1,200,000
12/13
1,000,000
13/14
800,000
14/15
600,000
400,000
200,000
0
Soc Sec &
Medicare
PERS
Transit
SUTA
Life/AD&D
3,600,000
3,500,000
3,400,000
3,300,000
3,200,000
3,100,000
3,000,000
2,900,000
2,800,000
2,700,000
Health
Workers
Comp
Other
11/12
12/13
13/14
14/15
Total
23
City of Canby Employee Benefits by Type ‐ 14/15 Budget
Other
1%
Social Security & Medicare
14%
Retire/Sep Reserve
0%
PERS Reserve
0%
Workers Comp
5%
14/15
PERS
29%
Transit
1%
Health
49%
SUTA
1%
Life/AD&D
0%
Social Security & Medicare
469,549
PERS
977,382
Transit
36,828
SUTA
30,687
Life/AD&D
17,799
Health
1,634,791
Workers Comp
175,078
PERS Reserve
0
Retire/Sep Reserve
0
Other
25,743
Total
3,367,857
24
General Revenue Trends
Property Tax Revenue
4,100,000
4,000,000
3,900,000
3,800,000
3,700,000
3,600,000
3,500,000
3,400,000
3,300,000
2009‐10
2010‐11
2011‐12
2012‐13
2013‐14
2014‐15
Franchise Fees
700,000
600,000
CUB In Lieu
500,000
Sewer
400,000
Natural Gas
300,000
Cable
200,000
Solid Waste
Telephone
100,000
0
09/10
10/11
11/12
12/13
13/14 Proj
14/15 Est
250,000
200,000
150,000
Liquor Tax*
State Shared Rev**
100,000
Cigarette Tax
50,000
0
09/10
10/11
11/12
12/13
13/14
Proj
14/15
Est
25
General Fund 2014‐15 Budget
Revenue By Type
Overhead
Transfers In
9%
Transfers In ‐
non O/H
12%
Property Tax
48%
Departmental
8%
Other General
1%
Interest
0%
Canby Utility
8%
5%
Property Tax
Franchise Fees
Canby Utility
Interest
Other General
Departmental
Transfers In ‐ non O/H
Overhead Transfers In
Total
Franchise Fees
9%
4,046,557
722,000
395,500
638,000
7,000
81,965
697,395
1,052,496
759,857
8,400,770
26
General Fund
General Revenue Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
3,642,460
80,018
128,753
65,931
106,318
162,060
23,154
202,100
135,456
576,813
10,160
‐
‐
1,016
‐
93,249
22,511
‐
3,925
6,000
‐
‐
10,339
‐
‐
5,270,263
3,666,650
127,860
120,477
80,540
113,538
144,545
22,515
211,210
141,227
595,905
13,300
1,112
620
‐
‐
‐
516,787
‐
2,730
5,500
‐
‐
7,652
228,824
‐
6,000,992
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Property Tax Current
Property Tax Prior
Cable Franchise Fee
Telephone Franchise Fee
Solid Waste Franchise Fee
Natural Gas Franchise Fee
Cigarette Tax
Liquor Revenue
State Revenue Sharing
CU In Lieu of Taxes
Title Lien Search Fees
SDC Compliance Cost Fee
Main Street Fees
Economic Improvement District
PEG Access Fees
AAA Revenue To Adult Center
FEMA Grant ‐ CU
AFD 3 LRIP Phase I Prin/Int
Miscellaneous‐Income
Lease receipts (Adult Center)
PERS Reserve
Retirement/Separation Reserve
Interest Revenues
Revenue Trans Franchise Fee
Cash Carryover
GENERAL REVENUE
3,765,263
134,000
139,256
57,810
120,910
153,405
20,900
222,800
149,300
620,000
10,000
4,610
1,000
‐
54,100
‐
‐
‐
3,600
6,000
‐
‐
8,500
241,800
1,192,150
6,905,404
3,806,500
117,600
141,000
57,000
118,000
145,620
21,200
224,100
148,200
632,000
11,000
4,512
160
‐
56,500
‐
‐
3,213
3,400
6,000
224,600
68,254
7,400
250,000
1,279,941
7,326,200
3,928,957
117,600
141,000
57,000
118,000
146,000
19,900
226,000
149,600
638,000
11,000
4,265
‐
‐
57,300
‐
‐
1,200
2,200
6,000
‐
‐
7,000
260,000
1,132,652
7,023,674
5,682,732
1,629,295
14,173
‐
7,326,200
5,823,322
1,189,952
10,400
‐
7,023,674
Recurring revenue
27
Expenditures by Department
Contingency
Transfers
9%
1%
Economic Dev
5%
Administration
13%Court
3%
Planning
2%
Finance
5%
Cemetery
1%
Parks
10%
Building
1%
Police
50%
Expenditures by Type
Interfund Transfers
1%
Capital Outlay
6%
Debt Serivce
1%
Contingencies
9%
Personnel Services
62%
21%
28
General Fund:
Administration
Department Description
This department provides a number of direct and support services including overall day-today management of operations for the City organization and City Council. Additional
responsibilities of the department include Human Resources, administration of the City’s
Safety and Risk Management programs, and the offices of the City Recorder. The
department also provides legal counsel to the Mayor and City Council through the office of
the City Attorney.
Department personnel provide clerical and staff support for the City Administrator and City
Council. Responsibilities include the production and distribution of City Council agendas,
packet materials and minutes, public records requests, along with correspondence,
elections, records management, noise variance requests, issuing small animal permits,
sidewalk vending permits, processing business and liquor licenses, municipal code
codification, and assistance with citizen inquiries and concerns.
Due personnel reductions in all General Fund Departments, staff is working on ways that
essential services can be provided between the various departments with less personnel.
Goals Integration

Administration staff will continue to work on Departmental goals to the best of their
abilities, budget constraints and corresponding staffing reductions will affect the level
of service we can provide to the public and has deferred some initiatives.
Noteworthy Changes for 2014-2015




The Deputy City Recorder position was eliminated.
A $70,000 transfer to the Library Fund was eliminated.
An increase in liability insurance of 11.5% in addition to the addition of new bus
insurance for CAT has been included based on recommendations received from
our insurance provider. Note insurance for all City owned property and
equipment is paid out of the administration department.
Main Street and flower basket expenses have been moved to the new Economic
Development Department.
Budget at a Glance
Personal Services - Includes salaries and benefits of City employees allocated to this
function.
Materials and Services - Includes office supplies, employee training, memberships in
professional organizations for the City and its officers, insurance, contract professional
services, printing and publishing costs, codification, and other miscellaneous costs of
providing customer service.
Capital Outlay – Funds available to pass through to CTV5 as requested for their capital
needs.
Contingency – 8% of personnel services plus materials and services less approximately
$20,000 to balance the fund, a 1% increase from PY, transfers/internal charges are
excluded as those respective funds have their own contingencies.
29
General Fund
Administration Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
58,100 57,320
58,100 57,320
90,804
165,683
90,090
56,878
32,459
9,550
35,910
‐
3,623
240
1,816
‐
‐
203,388
690,441
2,089
7,152
8,657
16,000
8,652
4,001
1,481
348
3
6,000
103,330
8,896
17,026
9,860
254
4,041
‐
118
2,970
‐
3,557
14,779
252
‐
‐
‐
95,834
65,880
102,303
62,442
38,381
9,600
37,743
2,473
8,437
‐
1,133
‐
29,193
206,032
659,451
337
11,408
3,397
26,000
286
3,262
395
4,250
‐
5,500
186,424
6,141
20,000
‐
424
5,240
3,546
120
1,636
2,248
3,422
14,503
264
‐
‐
‐
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Business Licenses
ADMIN REVENUE
55,200
55,200
55,200
55,200
56,950
56,950
City Administrator
City Attorney
Assistant City Administrator
City Recorder
Deputy City Recorder
Mayor & Council
HR Assistant
Main Street Project Mgr Facilities Maintenance
Part Time/Office Spec II
Overtime
Retirement Payout
Employee Benefits
SUBTOTAL PERSONNEL SERVICES
Election
Prof/Tech Services
HR‐Professional Services
CTV5 Professional Services
HR‐Legal/Labor Negotiations
HR‐Recruit/Employ Testing
Codification
Copier Lease & Maint
Building Maintenance
Ground Lease (Adult Center)
Liability Insurance
Non‐Insurance Claims
Liab Ins Deductible Accrued
Communications
Printing & Binding
Mayor & City Council
Mayor & CC Travel & Training
Mayor & CC Membership Dues
Admin Staff Travel & Training
Attorney Travel & Training
HR‐Travel & Training
Admin Membership Dues & Fees
HR‐Membership Dues & Fees
Internal Charge‐Fleet
Internal Charge‐Facilities
Internal Charge‐Tech Services
43,564
85,124
76,614
71,619
41,237
9,600
38,521
13,713
4,626
‐
2,000
250
‐
204,059
590,927
‐
4,423
5,200
36,000
7,000
7,300
2,500
4,800
‐
6,100
224,000
10,000
30,085
‐
600
6,450
5,625
195
5,200
2,500
4,800
15,761
545
6,115
139,216
23,584
27,526
85,124
79,347
71,619
41,237
9,600
38,521
13,713
4,626
‐
2,000
‐
22,670
213,789
609,772
‐
4,423
28,000
36,000
15,000
7,300
2,000
4,800
‐
6,100
201,861
10,000
‐
‐
480
4,500
6,900
122
4,000
600
4,800
15,000
545
7,420
139,216
23,584
42,449
90,900
82,909
60,488
‐
9,600
41,453
10,547
‐
‐
2,097
‐
‐
179,634
520,077
500
10,000
13,485
36,000
7,000
5,300
3,000
5,000
‐
6,000
273,252
10,000
36,878
‐
600
9,000
‐
150
5,400
2,500
4,300
15,755
550
5,920
50,321
26,731
30
General Fund
Administration Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
6,878
Supplies & Services
3,742
HR‐Supplies & Services
3,370
Main Street Supplies & Svcs
5,822
Downtown Flower Baskets
1,299
Visioning
2,548
Employee Recognition
1,185 HR‐Risk Mgmt/Safety Committee
‐ Grant‐AAA Funds to Adult Cente
516,787
FEMA Grant Pass‐Thru (CU)
840,434 SUBTOTAL MATERIALS & SERVICES
‐
Capital ‐ PEG Access
SUBTOTAL CAPITAL
‐
‐
Logging Road Principles Phs 1
‐
Logging Road Principle Phs 2
‐
Logging Road Interest Phs 1
‐
Logging Road Interest Phs 2
SUBTOTAL DEBT SERVICE
‐
70,000
Transfer to Library
4,185
OP Transfer to Fleet
146,341
OP Transfer to Facilities
‐
Transfer to Forfeiture
19,132
OP Transfer to Technical Svc.
188,635
Transfer to Debt
‐
Transfer to Sewer Res (LID)
SUBTOTAL TRANSFERS
428,293
‐
Contingency
Retirement/Sep Contingency
Reserved for Future Exp‐PERS
SUBTOTAL OTHER
‐ ‐
7,700
5,000
6,000
7,800
‐
3,150
4,435
‐
‐
582,084
87,938
87,938
45,351
17,797
5,561
4,560
73,269
70,000
‐
‐
‐
‐
‐
‐
70,000
505,798
505,798
5,700
5,000
2,672
5,897
‐
2,500
2,000
‐
‐
546,420
25,721
25,721
45,350
17,797
5,560
4,560
73,267
70,000
‐
‐
‐
‐
‐
‐
70,000
‐
‐
‐
‐
5,700
5,000
‐
‐
‐
750
3,040
‐
‐
542,132
62,217
62,217
50,293
17,936
3,065
3,670
74,964
‐
‐
‐
‐
‐
‐
‐
‐
573,460
45,584
224,600
843,644
1,492,517 1,928,178
1,910,016
1,325,180
2,043,034
Recurring revenue
55,200
‐
‐
‐
55,200
56,950
‐
‐
‐
56,950
Recurring expense
1,198,220
48,391
70,000
8,569
1,325,180
1,137,173
905,861
‐
‐
2,043,034
Account Title
7,569
3,687
(1,312)
4,898
‐
2,787
679
92,936
22,511
353,221
‐
‐
‐
‐
‐
‐
‐
113,266
5,874
99,488
3,160
13,316
202,812
10,939
448,855
‐
TOTAL REQUIREMENTS
31
General Fund:
Court
The purpose of the Municipal Court Department is to provide effective and efficient
application of the judicial process on a fair and equitable basis for the good of the
community.
Canby Municipal Court has jurisdiction over all city and state law offenses committed within
city limits other than felonies. These include: citations for traffic and parking violations,
traffic crimes, misdemeanors, and City code violations directed to the Municipal Court.
Court operations include violation and trial docketing; preparation of discovery materials;
coordination of trial notices for officers and witnesses; processing collections and victim
restitution; oversight of probation and diversion programs.
Staff collects all fines and state and county assessments, and funds are balanced and
distributed to the proper agency each month.
Goals Integration

The Municipal Court will work with the Finance Department to develop an online
credit and debit card payment service for the convenience of constituents.



Court operations moved to Police department facility effective January 1, 2013.
This involved a Court program supervision change.
Supervision costs are allocated between the Court and Police departments. The
allocation of supervision to Court has been revised from 5% to 60% to reflect
current status of supervision.
The addition of two new employees (replacements for two existing budgeted
positions):
o Two Court Clerks
Budget at a Glance
function.
Materials and Services - include office supplies, postage and forms; interpreter and court
appointed attorney costs; employee training and travel; fees for jury, witness and discovery;
and traffic safety costs.
Capital Outlay – None at this time.
32
General Fund
Court Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
376,506
17,721
8,698
63,827
1,460
18,462
12,474
7,057
506,205
356,023
18,540
10,119
33,549
630
12,542
13,782
6,530
451,715
3,799
64,809
‐
42,336
‐
29,968
5,161
49,395
195,468
1,189
3,800
‐
37,800
2,965
438
775
‐
120
‐
‐
‐
5,724
9
‐
986
53,806
‐
‐
13,316
2,000
15,316
3,641
Court Supervisor
41,040
Office Spec IV
12,085
Office Spec III
42,336
Municipal Judge
‐
Municipal Court Clerk I
47,234
Municipal Court Clerk II
6,008
PT Court Services Officer
48,720
Employee Benefits
201,064 SUBTOTAL PERSONNEL SERVICES
1,425
Software Support/Maint
1,170
Interpreter
‐
Protem Judge
41,400
Court Appointed Attorneys
3,105
Technical/Attorney
‐
Communications
598
Training/Conf/Travel
‐
Membership & Dues ‐
Jury Fees
‐
Witness Fees
‐
‐
9,520
Supplies & Services
23
Discovery Expense
1,681
Bank Charges
1,992
Helmets & Carseats
15,650
Capital Office Equipment
SUBTOTAL CAPITAL
15,650
14,349
OP Transfer to Tech Svc.
‐
Reserve Transfer to Computers
SUBTOTAL TRANSFERS
14,349
264,590 291,977
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Fines and Bail
Fines / Justice Court
Past Due Collections
Traffic Safety
Helmets & Carseats
Court Costs
City Costs
Attorney Reimbursements
COURT REVENUE
315,000
12,500
5,000
30,000
2,000
13,500
11,000
4,500
393,500
310,000
13,000
‐
33,000
570
12,500
5,500
5,700
380,270
315,000
14,000
‐
35,000
1,000
12,500
5,500
4,900
387,900
3,192
‐
‐
47,099
‐
79,730
7,000
52,630
189,651
2,060
1,275
500
41,400
3,200
300
3,180
‐
150
50
‐
13,476
5,555
75
2,800
2,000
76,021
‐
‐
‐
‐
‐
3,192
‐
‐
47,099
19,911
51,918
7,000
61,295
190,415
1,961
1,170
‐
41,400
3,252
‐
250
‐
100
50
‐
13,476
5,000
40
3,500
132
70,331
‐
‐
‐
‐
‐
40,839
‐
‐
45,511
73,385
‐
7,000
69,840
236,575
2,060
1,260
‐
41,400
3,276
‐
1,690
195
150
75
4,640
17,821
6,310
65
3,800
1,500
84,242
‐
‐
‐
‐
‐
265,672
260,746
320,817
TOTAL REQUIREMENTS
33
General Fund
Court Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Recurring revenue
380,270
‐
‐
‐
380,270
387,900
‐
‐
‐
387,900
Recurring expense
260,746
‐
‐
‐
260,746
320,817
‐
‐
‐
320,817
Account Title
2013‐14
CY
Budget
34
General Fund:
Planning
The Planning Department works to maintain and improve the quality of the community and
life of citizens who live in the community through the provision of land use planning and
development services. This includes the dissemination of information and advice as it
relates to development, maintenance, and administration of the Comprehensive Plan, other
area specific master plans, the Land Development and Zoning Ordinance, coordination of
the development review process, and enforcement of land use regulations.
Goals Integration



The Transportation Growth Management Grant funded North Redwood Master Plan
is the primary long range planning project planned for completion this fiscal year.
Staff will be doing the analysis to produce a new Canby Buildable Land Needs
Study.
Use of the Open Counter software program is expected to assist in improved
delivery of needed information to new business prospects.




A portion of planning staff salaries continues to be allocated to streets, parks,
collections, stormwater, and urban renewal departments, as representative of the
overall work activities performed.
Funds provided in professional services for City Engineer review of development is
mostly offset with applicant payment for construction plan review.
Cash match to increase competitiveness when seeking possible available planning
grants has been removed due to necessary budget reductions and will be sought out
from City contingency if opportunity presents itself.
We have included a Public Works Director in the proposed budget allocated across
various public works departments to address the need for supervision, strategic
planning and compliance initiatives.
Budget at a Glance
function.
Materials and Services - Includes office supplies, planning commission expenses,
employee training, contract professional services, internal technical services charges and
the pass-thru revenue/expense neutral annexation and traffic study line items that are
generally paid by the applicant.
Capital Outlay – none.
35
General Fund
Planning Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
27,290
5,050
4,599
‐
‐
36,939
17,478
5,393
6,920
‐
233
30,024
Land Use Applications
Traffic Studies
Plan Reviews
Annexations
Miscellaneous‐Planning
PLANNING REVENUE
17,000
13,000
3,000
4,350
100
37,450
50,042
21,100
7,128
7,214
162
85,646
21,000
15,000
4,000
4,350
130
44,480
73,069
‐
62,870
15,498
19,992
9,816
61,919
243,164
1,669
2,281
8,428
209
1,695
236
31
1,566
551
‐
‐
9,203
7,739
33,608
15,536
15,536
86,001
‐
66,377
18,858
29,794
10,299
84,284
295,613
‐
774
8,339
300
74
800
408
923
655
‐
‐
6,186
2,863
21,322
14,349
14,349
Planning Director
Senior Planner
Associate Planner
Employee Benefits
Contract Labor
Annexation Expenses
Prof/Tech Services
Building Maintenance
Communications
Mapping
Planning Commiss. Expenses
Travel & Training
Fees & Dues
Supplies & Services
Traffic Study
SUBTOTAL MATERIALS & SERVICES
SUBTOTAL TRANSFERS
12,521
‐
7,544
8,103
29,088
10,414
34,603
102,273
750
2,500
42,000
‐
100
700
400
2,100
900
‐
16,845
7,657
13,000
86,952
‐
‐
12,521
‐
7,544
8,103
29,088
10,414
34,603
102,273
‐
300
42,000
‐
80
400
375
2,000
900
‐
16,845
7,657
26,000
96,557
‐
‐
35,938
4,448
11,601
8,719
28,161
10,674
43,680
143,221
‐
2,500
24,000
‐
100
400
600
2,200
1,135
2,627
14,851
7,750
15,000
71,163
‐
‐
189,225 198,830
214,384
Recurring revenue
7,128
21,100
57,418
‐
85,646
4,000
15,000
25,480
‐
44,480
Recurring expense
172,830
26,000
‐
‐
198,830
199,384
15,000
‐
‐
214,384
292,308 331,284
TOTAL REQUIREMENTS
36
General Fund:
Parks
The purpose of the Park Department is to provide safe, clean, well-maintained recreational
facilities that serve the community-wide recreational and leisure activity needs for all ages.
Currently the department maintains the property and existing facilities at 30 properties that
total over 200 acres.
Goals Integration


The number one goal of the Parks Department will be to continue to provide
excellent internal and external customer service while being fiscally responsible.
Due to budget constraints 2 parks maintenance positions are proposed for
elimination. This will significantly reduce the service level received throughout City
Parklands.
All capital maintenance improvements have been deferred due to budget
constraints.



The Parks Development Fund is proposed to be closed resulting in the addition of
capital parks projects being integrated into the General Fund Parks Department
budget.
Elimination of 2 Full time equivalents (FTEs) has been proposed due to budget
constraints in the General Fund, this will result in a significant reduction in service.
Budget at a Glance
function.
Materials and Services - Includes grounds maintenance supplies, building maintenance
supplies, tools, small equipment, internal charges for fleet and technical services and
employee training.
Capital Outlay – Current year proposed projects including improvements at Northwoods
Park and phase 1 of the Canby Dog Park. Funding for capacity increasing capital projects
comes from improvement System Development Charges (SDCs) which are proposed to be
maintained in the new SDC Fund due to their restricted nature. Revenue to offset the
proposed allowable projects has been included in the parks department proposed budget.
37
General Fund
Parks Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
‐ 645
232 500
232 1,145
‐
62,983
22,061
‐
59,675
52,710
1,033
104,248
1,900
304,610
906
7,529
6,884
4,685
1,807
460
‐
‐
‐
7,100
8,024
14,020
51,415
7,364
34,739
‐
‐
‐
42,103
60,229
2,219
62,448
Account Title
Park Rentals
Miscellaneous‐Parks
Donations‐Parks
Transfer from SDC Fund
PARKS REVENUE
‐
64,621
Maint Lead Worker
61,658
Park Maintenance I
‐
Senior Planner
48,184
Park Utility Maint II
53,940
Park Utility Maint III
3,284
Overtime
Employee Benefits
142,942
1,885
Clothing Allowance
1,170
Contract Services
9,094
Parks Ground Maintenance
7,458
Park Bldg Maintenance
2,090
Vandalism Repair
1,940
Communications
2,245
‐
‐
‐
11,851
Supplies & Services
8,875
Park Equipment
14,971
Utilities
‐
Equipment
‐
Park Paving
‐
Molalla Rrv PW/Will. Wayside
‐
North Woods Estates Park
‐
Community Park Expansion
SUBTOTAL CAPITAL
‐
36,024
4,783
SUBTOTAL TRANSFERS
40,807
460,576 477,015
TOTAL REQUIREMENTS
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
500
‐
110
2,236
‐
‐
2,346
500
3,360
5,000
521,700
530,560
‐
‐
‐
‐
‐
65,604
77,308
22,633
50,808
55,176
3,000
191,026
2,000
467,555
5,500
9,500
6,100
3,141
2,000
2,450
48,324
‐
6,738
10,950
8,000
16,000
118,703
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,448
67,232
‐
23,203
52,091
56,555
3,000
119,071
2,000
327,600
2,500
8,500
6,100
3,000
2,000
2,450
41,950
26,638
5,940
9,950
6,000
16,000
131,028
6,200
‐
216,700
5,000
300,000
527,900
‐
‐
‐
586,304
586,258
986,528
500
‐
65,604
77,308
22,633
50,808
55,176
3,000
191,026
2,000
467,555
2,500
9,500
6,100
3,141
2,000
2,450
51,370
‐
6,738
10,950
8,000
16,000
118,749
‐
‐
38
General Fund
Parks Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Recurring revenue
‐
‐
2,346
‐
2,346
‐
521,700
8,860
‐
530,560
Recurring expense
586,258
‐
‐
‐
586,258
458,628
527,900
‐
‐
986,528
Account Title
2013‐14
CY
Budget
39
General Fund:
Building
The City of Canby maintains control and responsibility for the Building Inspection Program while contracting all
day-to-day operational building permit and inspection functions and activities to Clackamas County through an
intergovernmental agreement. The Clackamas County Building Codes Division continues to ensure that the
life, health and safety of Canby citizens as they relate to the built environment are protected through the
provision of building information and advice to citizens and the professional administration of construction code
standards for the benefit of the community.
The Clackamas County Building Codes Division provides plan review, building inspection, grading, and all
necessary permitting services – including the collection of fees, storage of building records, and pass through
revenue collection of the local Canby school excise tax and the State building surcharge fee. The City of
Canby Development Services (Planning & Building) office coordinates simultaneous zoning review and final
authorization to the County for the issuance of all building permits to assure conformance with local Zoning
and Land Development Code standards and compliance with applicable land use review conditions of
approval for new construction and sign permits. Twelve percent of County collected building permit revenue is
returned to City to assist with coordinating permit activities.
The revenues and expenses of the Building Department are accounted for in the General Fund as required by
Oregon law. Shortfalls are absorbed by the General Fund, but surpluses must be held in reserve for Building
Department costs. Therefore, unlike other General Fund departments, the Building Department includes
interfund transfer costs.
Goals Integration
City development services staff discuss and review all building permits to assure that that all land use or
zoning related standards are met prior to creating a building permit authorization letter that the applicant
presents to Clackamas County Building Codes division that allows the County to release a building permit
when they have completed their review with all building codes. We strive to move each one of our permit
reviews forward as rapidly as possible so that the City review is never a source of delay in the issuance of a
building permit by the County.


The contract building inspections line item has been closed as basically all permits originally issued by
the City have been closed out since contracting with the County in Dec. 2011.
The half-time permits coordinator position has been eliminated as a necessary cost saving measure
with duties spread to existing staff.
Budget at a Glance
Personal Services - Includes salaries and benefits of City employees allocated to this function. This staffing
level is considered to be the minimum operating level necessary to retain program control, provide
administrative oversight and coordination with in-house land use review and approval, and assist with local
building code enforcement.
Materials and Services – Includes funds for basic office supplies and internal charges for services for facilities
and technical services.
Transfers – To General Fund for administrative and finance overhead.
Capital Outlay – None
40
General Fund
Building Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
129,336
72,563
20,767
350
99,301
796
‐
17,746
30
340,889
14,071
‐
‐
‐
‐
‐
99
‐
‐
14,170
Building Permits
School District Excise Tax
Mechanical Permits
Mobile Home Permits
Plan Check Fees‐Structural
Grading Permits Fee
Reinspection Fees
Building Permit Surcharge
Mobile Home Surcharge
BUILDING REVENUE
12,000
‐
‐
‐
‐
‐
‐
‐
‐
12,000
15,000
‐
‐
‐
‐
‐
‐
‐
‐
15,000
15,000
‐
‐
‐
‐
‐
‐
‐
‐
15,000
18,045
28,433
44,855
9,816
46,265
147,414
2,087
32,980
‐
1,008
17,621
69,660
‐
‐
2,132
‐
125,488
44,501
1,011
1,906
4,439
51,857
9,556
22,245
‐
10,299
26,104
68,204
‐
3,759
385
74
‐
‐
‐
‐
1,274
‐
5,492
79,781
‐
389
5,979
86,149
Planning Director
Building Official
Employee Benefits
Contract Labor
Contract Building Inspections
Computer HW/SW
Communications
Building Permit Surcharge
School District Excise Tax
Supplies & Service
Archive Costs
O/H Transfer to General Fund
SUBTOTAL TRANSFERS
12,521
22,866
‐
10,414
32,089
77,890
749
750
‐
100
‐
‐
370
6,738
950
200
9,857
19,197
‐
‐
‐
19,197
12,521
22,866
‐
10,414
32,089
77,890
‐
550
‐
80
‐
‐
370
6,738
950
50
8,738
19,197
‐
‐
‐
19,197
15,402
‐
‐
10,674
12,502
38,578
800
‐
‐
100
‐
‐
437
2,970
1,150
150
5,607
19,010
‐
‐
‐
19,010
324,759
159,845
106,944 105,825
63,195
Recurring revenue
15,000
‐
‐
‐
15,000
15,000
‐
‐
‐
15,000
Recurring expense
105,825
‐
‐
‐
105,825
63,195
‐
‐
‐
63,195
TOTAL REQUIREMENTS
41
General Fund:
Police
Statement of Purpose
The purpose of the Police Department and each of its employees is to consistently enforce
state and local laws, and to promote, preserve and deliver quality law enforcement services
to our community in order to assure safety and security to all.
The Canby Police Department provides the community with a full range of police services
twenty-four hours a day, seven days a week. Emergency calls for service are received by
Clackamas County Central Communications (CCOM) located in Oregon City and
dispatched to our officers.
The mission of the Canby Police Department is to protect life and property; enhance
community safety and improve quality of life by reducing crime and the fear of crime and to
perform in such a manner that promotes the public’s trust and confidence, sense of safety
and security; while ensuring every member is in compliance with the professional standards
established by the Oath of Office, Professional Code of Ethics and Department Policies and
Directives.
This year’s budget focuses on stabilizing and maintaining our current staffing and level of
service. Due to budget constraints an entry level police officer position including salary and
benefits has been and continues to be unfunded (frozen) since the 2010-11 FY. This
reduction changed our department’s authorized strength of sworn police officers; from
twenty-five to twenty-four positions.
Goals Integration








$1,500 is budgeted to the development of an annual Police Officer & Citizens Award
Ceremony and independent method of recognizing positive community interaction.
$500 committed to the Citizens Academy for the purpose of continuing training
opportunities to the community.
$60.00 per sworn member is budgeted monthly for the activation of the RegJIN
Police Records Database. The implementation of this technology is expected to
take place in November of 2014
$90,000 is budgeted to continue the yearly vehicle replacement program.
50% of the SRO’s salary and benefits is being paid for by the School District to
maintain the SRO position at the high school.
Six (6) MDC’s will be replaced with a plan to replace the remaining twelve (12)
MDC’s within the next three years.
$10,000 is being budgeted to implement technology options that may be available to
better the efficiency of the department’s daily operations and complete the electronic
citation (e-cites) program and mobile video & body cameras.
$400 is budgeted to expand and formalized the Volunteer Program.
42
General Fund:

Police
Due to budget constraints the following goals will not be realized for the fiscal year
2014 – 2015:
o Fill the police officer vacancy position/hire personnel to meet the authorized
sworn position.
o Implement a Police Reserve Program.
o Add two police officer positions, expanding the authorized sworn positions to
twenty-seven.
o Create one Lieutenant and two Sergeant positions to establish proper
supervisory oversight.
o Participate in Multi-Agency Task Force – Clackamas County Inter-Agency
Task Force (CCITF)



At no cost to the City, the police department received approximately $60,000 worth
of technology equipment and training toward the Forensic Computer Program.
Technology advancement in the following areas:
o The addition of the Regional Justice Information Network (RegJIN) Records
Management System.
o Purchase and use of Cellebrite software that provides Decryption, Decoding
& Extraction of electronic data.
o Implementation of new property & evidence software.
o Installation of “Watch Guard” in-car video system in patrol cars.
o Access to the WebLEDS Browser that allows investigators to interface with
crime information sites such as LEDS & NCIC.
o The installation the electronic traffic citations for mobile computers into patrol
cars.
o Access to the Regional Automated Property Information Database (RAPID)
that tracks pawn, secondhand and metal recycling dealer transactions in
Oregon.
The addition of two employees (replacements for two existing budgeted positions):
o 1 Police Officer
o 1 Records Clerk
Budget at a Glance
function.
Materials and Services - Includes office supplies, employee training, contracted dispatch
services, crime prevention expenses, canine expenses, vehicle leases and internal charges
for fleet, facilities and technical services.
Capital Outlay – Includes budget for Vehicle Mobil Data Computers and Police Bullet Proof
Vests.
43
General Fund
Police Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
29,938
4,360
‐
4,280
1,485
‐
2,079
11,000
11,525
3,300
1,780
624
58,004
‐
‐
2,250
130,625
‐
4,440
12,915
1,520
‐
‐
2,388
11,375
8,480
4,170
2,020
1,352
60,188
4,804
3,819
2,429
119,900
Grant ‐ Homeland Security
Grants ‐ DUII
Grants‐PoliceTraffic
Grant ‐ Seatbelt
Grant ‐ Pedestian Safety
Grant ‐ Equipment
Grant ‐ OJP Vest Program
Vehicle Release/Tow Fees
Alarm Permit Fees
Finger Printing Fees
Reports Revenue
Miscellaneous‐Police
CSD‐Shared SRO Reimbursemt
Federal Task Force Reimbursemt
County GREAT Pgm Reimbursement
Donations‐Police
POLICE REVENUE
‐
3,000
‐
3,000
‐
‐
1,000
10,000
8,000
4,000
1,500
‐
64,423
‐
‐
500
95,423
‐
1,000
‐
3,300
‐
61,918
3,395
12,000
9,000
4,000
1,900
9,337
64,423
7,500
1,000
1,750
180,523
‐
2,500
‐
2,500
‐
‐
1,000
10,000
8,200
4,000
1,650
500
66,730
16,800
‐
500
114,380
115,029
107,484
52,246
81,339
‐
29,447
357,438
706,580
316,323
72,903
87,695
78,379
71,424
54,827
53,076
32,892
33,744
54,499
37,477
7,267
3,027
11,142
4,701
117,720
110,011
56,631
83,669
‐
30,899
370,854
723,346
261,571
75,540
76,217
80,892
75,801
56,128
45,939
24,693
42,842
38,667
55,764
4,403
2,790
10,339
7,569
Police Chief
Lieutenant
Administrative Assistant
Records Clerk/OSII
Records Clerk/OSI
Sergeants
Patrol Officers
Detectives
School Resource Officer
Traffic Safety Officer
Canine Officers
Gang Officer
Property & Evidence
Overtime
Court Overtime
Holiday Overtime
SIU Overtime
Training Overtime
TET Training OT
Special Events Overtime
CC SWAT OT
Supervision Overtime
120,432
112,548
60,650
87,291
‐
31,241
372,772
785,654
251,898
76,342
78,766
79,798
76,702
57,406
48,000
25,000
38,000
32,000
30,000
9,000
5,000
8,000
6,000
120,432
112,548
60,650
67,548
3,878
31,241
372,772
777,439
251,898
76,342
78,766
79,798
76,702
57,406
58,000
33,000
43,000
42,000
40,000
8,000
4,500
10,000
6,000
123,443
115,362
27,226
42,478
35,077
32,022
383,378
805,289
261,595
78,250
81,796
81,796
80,732
59,607
66,800
30,000
40,000
35,000
40,000
10,000
5,000
8,000
6,000
44
General Fund
2011‐12
PY2
Actual
2012‐13
PY1
Actual
3,734
3,221
‐
‐
1,075,884
13,225
2,550
3,450
3,471,003
1,385
2,810
‐
6,098
1,320
927
33,705
‐
2,500
31,300
26,670
654
8,874
‐
2,623
1,270
9,372
‐
‐
‐
29,920
17,106
1,011
195
24,930
4,343
3,761
1,891
1,050
213,715
12,177
5,000
4,085
1,405
‐
13,112
1,193,256
13,325
1,925
3,450
3,582,843
‐
705
‐
9,935
1,560
127
24,929
‐
2,500
38,602
28,724
1,200
7,561
150
10,563
1,025
15,765
‐
‐
‐
41,879
22,821
817
1,456
20,085
3,283
6,917
2,294
1,050
243,948
‐
‐
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Grant ‐ DUII Wages Exp
Grant ‐ Seatbelt Wages Exp
Grant ‐ Pedestrian/Wages Exp
Grant ‐ ODOT
Employee Benefits
Uniform Cleaning Allowance
Clothing Allowance
Footwear Allowance
Professional Services
Storage Facility Rent
Vehicle Lease Payments
Investigation & Info
Prisoners Board & Medical
Crime Prevention
Communications
County Dispatch Fees
Juvenile Diversion Services
Training & Travel
Firearm Equipment
Traffic Safety Training
Tactical Entry Team Equipment
E.O.C.
Detective Equipment
Membership Fees & Dues
Information System Services
Supplies & Services
Uniforms & Patrol Equipment
Equipment Repair & Maint
Radio Repair
800 Radio Operating Fee
Canine Expenses
Traffic Safety Equipment
Donations‐Police
Accreditation
Equipment‐800 Meg Radio
LEDS Software & Equipment
4,050
4,050
1,350
‐
1,440,773
13,800
2,400
3,450
3,862,373
1,000
‐
95,544
8,000
1,000
1,000
23,000
155,864
2,500
32,000
26,000
1,000
4,000
500
11,000
1,000
15,000
264,750
‐
131,395
34,000
20,000
2,000
2,000
26,830
2,000
4,000
500
1,050
866,933
‐
‐
4,050
4,050
1,350
‐
1,464,472
13,800
2,400
3,450
3,905,492
500
‐
95,548
8,000
1,000
1,000
23,000
155,864
2,500
32,000
26,000
1,000
3,500
100
10,000
1,000
15,000
230,518
‐
131,395
30,000
18,000
1,000
2,000
26,830
1,000
3,500
1,750
1,050
823,055
‐
‐
3,400
3,400
‐
‐
1,391,247
15,000
2,400
3,750
3,868,048
1,000
‐
94,131
8,000
1,000
1,500
26,000
164,336
2,500
32,000
30,000
1,000
4,000
500
15,000
1,000
27,552
244,245
73,982
95,044
34,000
20,000
2,000
2,000
25,818
2,000
4,000
500
1,050
914,158
‐
‐
45
General Fund
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
18,570
‐
‐
‐
35,747
241,681
‐
42,168
5,000
12,400
301,249
‐
61,918
‐
‐
61,918
237,037
111,902
86,095
20,000
‐
455,034
Equip‐Homeland Security Grant
ODOT Grant ‐ Equipment
Equip ‐ Computer/Software
Equip ‐ Vests
SUBTOTAL CAPITAL
OP Transfer to 911
Reserve Transfer to Computer
Reserve Transfer To Capital
SUBTOTAL TRANSFERS
‐
‐
10,000
6,000
16,000
‐
‐
‐
‐
‐
‐
‐
‐
10,000
‐
10,000
‐
‐
‐
‐
‐
‐
‐
‐
20,000
6,000
26,000
‐
‐
‐
‐
‐
‐
4,021,714
4,343,743
TOTAL REQUIREMENTS
4,745,306
4,738,547
4,808,206
Recurring revenue
94,718
74,718
11,087
‐
180,523
91,580
21,800
1,000
‐
114,380
Recurring expense
4,717,347
21,200
‐
‐
4,738,547
4,774,906
33,300
‐
‐
4,808,206
46
General Fund:
Cemetery
Zion Memorial Cemetery is owned by the City and is currently operated by a contract
sexton. KR Maintenance conducts all sales and burial services, maintains records on-site,
provides and services all equipment, and does building maintenance for the Cemetery
facilities. The sexton provides weekly mowing, edging, and trimming during the growing
months. Turf maintenance and shrub and tree maintenance are done seasonally

Cemetery records have been incorporated into the City’s financial software Caselle,
previously they were maintained in a separated database.
Budget at a Glance
Personal Services – Includes salaries and benefits of City employees allocated to this
function.
Materials and Services - Includes the cost of contract services with KR Maintenance,
miscellaneous small expenses and refunds. All maintenance and equipment costs are
covered by the sexton’s contract.
Capital Outlay – None.
47
General Fund
Cemetery Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
9,450
25,600
7,920
1,830
5,484
9,327
2,570
4,050
66,231
17,150
28,225
10,200
1,460
4,008
1,960
5,100
4,650
72,753
3,056
0
1,490
4,546
93,110
225
6,090
99,425
3,220
Office Specialist IV
0
1,775
Employee Benefits
94,850
Contractual Agreement
412
Miscellaneous
0
Refunds
103,971
100,257
Grave Sales
Grave Open & Close
Liner Sales
Marker & Monuments
Mausoleum Name Bars
Mausoleum Sales
Mausoleum Open & Close
Miscellaneous‐Cemetery
CEMETERY REVENUE
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
13,300
32,700
10,100
1,400
4,000
5,600
3,100
4,800
75,000
8,825
24,650
8,280
250
2,342
18,350
2,775
3,300
68,772
8,825
24,650
8,280
1,250
2,000
18,350
2,670
3,300
69,325
0
2,027
1,957
3,984
94,800
1,200
4,000
100,000
0
2,027
1,957
3,984
93,100
1,029
4,000
98,129
0
2,182
1,876
4,058
93,100
1,012
4,000
98,112
103,984
102,113
102,170
Recurring revenue
68,772
0
0
0
68,772
69,325
0
0
0
69,325
Recurring expense
102,113
0
0
0
102,113
102,170
0
0
0
102,170
TOTAL REQUIREMENTS
48
General Fund:
Finance
The Finance Department manages the City’s finances, and provides financial information to
the Council, City Administrator, and Department Directors. The Finance Department is
made up of the following accounting operations: general ledger, payroll, cash
management, accounting for fixed assets, accounts payable, accounts receivable,
improvement districts, transit payroll tax collection and utility billing, as well as ongoing
financial analysis and investment as needed. The department prepares the annual budget
and the Comprehensive Annual Financial Report (CAFR). Each year’s CAFR is audited by
a firm of independent CPAs.
Goals Integration



Within this proposed budget we have proposed closing 2 funds, the Parks
Development Fund and the Street Reserve Fund, integrating the capital acquisitions
into the corresponding operation budgets and have proposed adding a System
Development Charge (SDC) Fund to help track and control expenditure of
improvement SDC revenue in accordance with state statutes. In addition an
Economic Development Department has been added to the General Fund to
enhance transparency and start the conversation of succession planning
subsequent to the end of Urban Renewal operations. We will continue to evaluate
opportunities to promote efficiency, transparency and understandability through fund
and account structure changes.
Efforts to update the financial policies, initiate forecasting and capital improvement
planning have been started and will be presented throughout this budget process.
The finance department plans to expand the scope of these planning initiatives over
the next year as time and resources allow.
Due to staffing reductions as a result of budget constraints finance is working with
the management team to develop a strategy to allocate tasks and address customer
service initiatives with less personnel.

Due to structural efficiency considerations the Transit Payroll Tax Collections
position has been proposed for elimination and absorbed by other finance
personnel; the re-allocation of function and corresponding salaries contributed to
reducing the deficit in the requested budget.
Budget at a Glance
function.
Materials and Services - Includes office supplies and equipment, employee training,
professional services, printing and binding, software maintenance agreements, bank
service fees, internal charges for technical services and auditing.
49
General Fund
Finance Department Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
44,501
‐
179,242
104,178
600
600
600
600
48,212
88,764
90,418
121,452
44,422
48,108
600
600
‐
75,000
847,897
79,781
‐
118,976
133,971
600
600
600
600
68,883
97,624
47,132
160,050
74,152
75,393
600
600
192,960
‐
1,052,522
O/H from Building
O/H from Economic Develop
O/H from Library Fund
O/H from Street
O/H from 911
O/H from Parks Dev
O/H from Library Endow
O/H from CPC
O/H from Transit
O/H from Swim Levy
O/H from UR
O/H from WWTP
O/H from Collections
O/H from Stormwater
O/H from Sewer Reserve
O/H from Street Reserve
Transfer from Closed Funds
Reserve Trans from Tech Res
TRANSFER REVENUE
19,197
‐
105,423
85,597
‐
‐
‐
‐
132,985
77,600
97,969
163,728
45,863
29,073
‐
‐
‐
94,806
852,241
19,197
‐
105,423
85,597
‐
‐
‐
‐
132,985
77,600
97,969
163,728
45,863
29,073
‐
‐
‐
94,806
852,241
19,010
72,367
103,142
98,649
‐
‐
‐
‐
155,216
76,712
‐
147,689
44,988
42,084
‐
‐
‐
‐
759,857
92,148
58,057
66,322
27,714
113,083
357,324
5,250
4,050
29,603
9,737
490
3,485
525
288
992
2,633
390
‐
‐
4,037
7,815
30
44
97,985
61,184
73,541
32,455
131,923
397,088
7,150
5,310
25,400
14,096
100
3,453
‐
746
1,473
3,164
885
‐
‐
9,165
6,818
346
472
Finance Director
Employee Benefits
Prof/Tech Service
Prof SrvTitle Lien Search Cost
Auditing
Software Maintenance
Repairs & Maintenance
Communications
Publications/Books
Printing & Binding
Membership Dues & Fees
Supplies & Service
Bank Charges
Cash Over & Short
Misc Office Equipment
89,083
67,860
69,501
31,423
158,716
416,583
7,000
4,000
28,000
13,590
‐
3,500
‐
510
2,000
4,000
1,500
‐
23,584
6,000
8,000
‐
1,000
89,083
67,860
69,501
31,423
158,716
416,583
5,000
4,260
26,300
13,057
‐
3,700
‐
425
2,000
5,500
1,000
‐
23,584
6,550
7,600
88
400
95,818
52,177
35,653
31,641
121,978
337,267
4,000
4,740
28,250
13,710
‐
3,700
‐
500
2,000
5,575
1,065
4,218
14,851
8,545
7,900
‐
1,500
50
General Fund
Finance Department Budget
2011‐12
PY2
Actual
154
368
69,891
13,316
10,500
23,816
2012‐13
PY1
Actual
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
‐
102,684
‐
‐
‐
‐
‐
99,464
‐
‐
‐
‐
‐
100,554
‐
‐
‐
519,267
516,047
437,821
Recurring revenue
757,435
94,806
‐
‐
852,241
759,857
‐
‐
‐
759,857
Recurring expense
516,047
‐
‐
‐
516,047
437,821
‐
‐
‐
437,821
Account Title
‐
Bldg Maintenance & Cleaning
652
Software
14,349
7,000
Reserve Transfer to Computer
SUBTOTAL TRANSFERS
21,349
451,031 497,667
TOTAL REQUIREMENTS
51
General Fund:
The Canby Economic Development Department supports existing Canby businesses, recruits new
business and development, and ensures that our community remains an attractive place for business.
Staff focuses on initiatives outlined in the Canby Urban Renewal plan, the Canby Economic Development
Strategy adopted in 2013 and related goals identified in the Canby Community Vision.
The department promotes Canby as an attractive business location, assists businesses with their growth
and expansion plans, and connects them to programs and resources. Staff supports the objectives for the
Urban Renewal District and implements its programs focused on stimulating new industrial and
commercial development, investment, businesses and jobs. Staff administers business oriented programs
including the Canby Main Street Program, the Façade Improvement Program, and Revolving Loan Fund
and incentive programs. Staff coordinates activities for a vibrant and attractive downtown. They also
promote business districts to visitors, businesses and jobs to Canby and work to attract developers and
tenants and stimulate new investment.
Goals Integration
Major goals that align with Canby’s Community Vision for this fiscal year include:
 Supporting existing businesses through business outreach to major employers, by convening
three industry cluster groups, and by coordinating three Canby Industrial Forums.
 Building on the successful Main Street program to support downtown businesses, coordinate
events to attract visitors and future customers. The program focuses on promotion, design,
economic restructuring and organization.
 Recruiting new businesses downtown and to the Industrial areas, assisting them in the
development process and providing resources and technical assistance to help them succeed.
 Promoting new development and redevelopment through the available site and building inventory,
positioning industrial sites for site certification and Regionally Significant Industrial Site
designation, the Canby in the Spotlight Newsletter, and links to business resources.
 Expanding events, attractions and art through the Main Street program, a business survey, and a
way finding system, especially between the event center and downtown.
Noteworthy Changes for 2014 - 2015

This is a new general fund department that has been created to enhance transparency, align the
accounting form to be consistent with methodology that the Urban Renewal Agency contracts
services from City employees to administer initiatives, memorialize costs of operations and initiate
the conversation on succession planning related to economic development initiates that may be
intended to be continued beyond the life of the Urban Renewal Agency and the better track
revenues and expenditures including accounting for fund raising, event revenue and
sponsorships envisioned as the Main Street Program evolves.
Budget at a Glance
Personal Services - Includes salaries and benefits of City employees allocated to this function.
Materials and Services – Economic Development related materials and services include business
recruitment, expansion and promotion efforts, the Main Street Program, downtown beautification efforts
through art and the flower basket and planter program, event coordination and promotion, Light Up the
Night lighting and installation among others. Urban Renewal District administration includes staff support
for URA meetings, general agency and project specific record keeping, contracting and project specific
implementation efforts.
Transfers – To General Fund for administrative and finance overhead.
52
General Fund
Economic Development Department
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Event Revenue
Transfer from UR
ECONOMIC DEVELOP REVENUE
500
530,796
531,296
City Administrator
Economic Development Director City Recorder
Senior Planner
Main Street Manager ‐URD Main Street Project Mgr ‐ non URD
PT Help Employee Benefits
Supplies & Services
Main Street (General Fund)
Flower Program
Light the Night Costs
Main Street (UR Allowable)
SUBTOTAL TRANSFERS
42,449
25,511
103,580
20,163
21,796
7,734
44,802
4,978
2,272
113,127
386,412
2,856
11,880
49,164
6,000
3,400
10,000
15,188
98,488
72,367
72,367
TOTAL REQUIREMENTS
557,267
Recurring revenue
‐
530,796
500
‐
531,296
Recurring expense
24,378
532,889
‐
‐
557,267
53
Special Revenue Fund
Library
The purpose of the Library Fund is to provide dynamic, relevant, efficient and cost-effective library
services to Canby residents of all ages.
The Library Department provides a wealth of resources designed to address the community’s
educational, informational, cultural and recreational needs. In addition to offering free access to
books, e-books, DVDs, CDs, audio books, magazines and online resources from the 13-member
LINCC (Libraries in Clackamas County) network at www.lincc.org, the library also offers reference
help, free internet access via WiFi and public computers, book groups, community forums and
cultural events. Services to children and families include storytimes, family-oriented events, teen
events, Summer Reading and a homework center. The library’s service area is roughly equivalent
to the boundaries of the Canby School District.
Funding for the library comes from the permanent library district Clackamas County voters
approved in 2008, as well as the city’s General Fund, the Friends of the Library, grants, and
individual donations.
Goals Integration



Personnel costs include additional on-call staffing hours, equivalent to approximately
$360/month, to cover front desk shifts while library staff members perform outreach
activities in the community.
An $800 budget for parks & recreation programming, to cover the costs of presenters and
supplies for 2 programs, is included in the Supplies line of the Materials & Services section
of the budget.
$240 annually for CMS & web hosting services will be included beginning FY 15-16.



The proposed budget includes the elimination of the director position, the reclassification of
the Library Supervisor to a Library Manager- Director of operations. If the new civic center
is approved to proceed the project budget will need to include funds to contract resources
that specialize in Library design to maximize operating efficiency and optimal programming
space.
Cash Carryover and corresponding restricted contingency includes restricted funds for the
new library, including $1 million from Clackamas County and funds transferred from the
Library Endowment Fund.
Note because of savings realized due to position vacancies and structural staffing changes
proposed the library is able to maintain current service levels without a current year general
fund contribution however the District levy was not structured to full support library
operations and to maintain services levels in the future it is likely that a general fund
contribution will be needed.
Budget at a Glance
Materials and Services – Includes purchases of new library books and other materials, office
supplies, building maintenance costs, employee training costs, internal charges for facilities and
technical services and other expenses.
Transfers – Includes the cost of services provided by Administration and Finance.
Capital Outlay – None
Contingency – Is approximately 20% of personnel services plus materials and services, a minimum
of 10% is recommended but current year savings due to position vacancies provides additional
reserves for future use.
54
Library Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
753,412
75,134
2,371
1,981
25,486
1,125
9,937
13,316
‐
113,266
‐
‐
996,028
707,376
1,010,682
2,820
2,803
23,520
3,547
3,527
12,980
50,935
70,000
135,481
‐
2,023,671
CC Library District
Grants‐Library
Lost Book Revenue
Copier Receipts
Miscellaneous‐Library
Interest Revenues
Donations‐Library
Donations‐FOL Special Drive
Donations‐New Library Building
Transfer from General Fund
Transfer from Library Endow
Cash Carryover
TOTAL REVENUE
711,418
10,189
2,500
2,000
23,000
3,700
3,500
13,000
‐
70,000
‐
1,344,202
2,183,509
720,000
10,589
2,500
2,311
23,000
6,600
3,215
12,270
‐
70,000
‐
1,347,620
2,198,105
749,246
3,000
2,500
2,000
23,000
6,000
3,500
13,000
‐
‐
‐
1,390,022
2,192,268
89,593
‐
37,544
130,099
64,809
81,665
16,108
33,007
19,247
172,093
644,165
1,141
5,700
2,610
2,346
‐
‐
19,726
‐
18,466
19,897
‐
85,234
49
2,487
4,790
6,004
974
12,297
‐
181,721
94,435
‐
40,144
137,657
66,336
45,793
40,050
‐
18,906
181,509
624,830
2,366
‐
‐
1,837
‐
‐
13,101
‐
7,795
13,451
10,021
58,091
74
3,148
10,561
‐
2,376
10,118
‐
132,939
Library Director
Library Manager ‐ Director of Ops
Library Office Spec I
Library Coordinator
Tech Ref Librarian
Reference/Access Librarian
Bilingual Librarian
Library Page (Shelvers)
Employee Benefits
Computer Hardware/Software
Communications
Travel & Training
Supplies & Services
Cash Over & Short
Audio Materials
Visual Materials
Electronic Materials
Books
Lost Books Refunds
Periodicals (Magazines)
Grants‐Library Expended
State Library Grant
Donations‐Library Expended
Donations Expended FOL
Library Proj Donation Refunds
100,495
‐
42,105
142,524
67,860
45,732
34,829
‐
19,500
205,289
658,334
10,000
‐
‐
1,000
28,779
13,476
13,000
‐
6,500
11,000
12,000
48,000
500
2,700
10,189
‐
3,500
13,000
48,205
221,849
37,650
‐
42,105
142,524
37,707
45,732
16,940
‐
19,500
141,659
483,817
7,000
‐
‐
1,000
28,779
13,476
12,500
‐
7,000
11,000
10,517
50,000
25
3,482
10,589
‐
3,000
12,270
48,205
218,843
‐
71,586
49,011
149,622
‐
46,875
51,642
‐
20,943
226,153
615,832
7,000
‐
‐
1,500
33,995
8,910
13,800
‐
7,000
11,500
12,000
49,100
100
3,500
3,000
‐
3,500
13,000
‐
167,905
55
Library Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
179,242
31,503
11,097
‐
221,842
‐
‐
‐
118,976
30,252
7,175
‐
156,403
‐
‐
‐
1,047,728 914,172
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
O/H to General Fund
OP Transfer to Tech Svcs.
Transfer to Building Project
SUBTOTAL TRANSFERS
Contingency
Contingency‐Restricted Lib Proj
SUBTOTAL OTHER
105,423
‐
‐
‐
105,423
59,662
1,138,241
1,197,903
105,423
‐
‐
‐
105,423
‐
‐
‐
103,142
‐
‐
‐
103,142
167,148
1,138,241
1,305,389
TOTAL REQUIREMENTS
2,183,509
808,083
2,192,268
NET BALANCE
‐
1,390,022
‐
747,811
1,373,694
76,600
776,746
1,409,522
6,000
2,198,105
734,019
74,064
2,192,268
867,379
1,324,889
808,083
2,192,268
13,792
(90,633)
Recurring revenue
Recurring expense
56
Streets
The purpose of the Street Fund is to facilitate the proper use of State Shared Highway
Revenue and other restricted revenue designated for the purpose of maintaining and
improving City road infrastructure.
The Street Department is responsible for street construction and maintenance, and all
related aspects of the public streets, alleys and rights-of-way. Tasks include paving,
oiling, chip sealing, overlaying, sweeping, patching, striping lanes and crosswalks,
landscaping and spraying the rights-of-way, creating and repairing street signs and
maintaining City parking lots. Streetlights are also serviced and maintained.
Goals Integration

In addition to normal maintenance operations the proposed budget includes
continuation of the street maintenance program as well as a few other
improvement projects to maintain and improve city street infrastructure.



In this budget we have proposed closing the street reserve fund and incorporating
street capital improvement projects into this fund.
The addition of a part-time street maintenance person has been proposed to
manage maintenance of 1st and 2nd ave flower baskets and other season projects.
We have included a Public Works Director in the proposed budget allocated
across various public works departments to address the need for supervision,
strategic planning and compliance initiatives.
Budget at a Glance
function.
Materials and Services - Includes office supplies, street light utilities and repairs, cell
phones, equipment rentals, street signs, consulting engineer, street preventive
maintenance, curb/sidewalk repair, street and right-of-way maintenance supplies,
materials and related services, training and education, , safety items, internal charges
for fleet, facilities and technical services and other miscellaneous department expenses.
Transfers - Include charges for finance and administrative services.
Capital Outlay – $120,000 is budgeted for new truck for the Streets crew. This vehicle
would be equipped with a service body with bucket lift. The streets crew does not
currently have a service truck. The vehicle would serve many purposes such as street
light repair, tree pruning and street signs. $525,000 is budgeted for street maintenance
projects. Also, the completion the North Juniper street project and 2 other street
improvement projects have been budgeted for completion in this proposed budget.
Contingency – Is 15% of personnel services plus materials and services. A reserve for
future street maintenance is also budgeted, amount is based on a reconciliation of
street maintenance fee revenue and allowable projects completed through this
proposed budget year.
57
Streets Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
862,247
258,359
454,637
9,740
527,109
3,113
900
‐
1,859
3,448
‐
‐
‐
2,121,412
866,842
249,410
‐
35,219
525,416
5,946
1,600
‐
1,290
3,376
‐
‐
‐
1,689,099
State Highway Fund
Local Gas Tax
Federal Fund Exchange
Construction Excise Tax
Street Maintenance Fee
Erosion Control Fees
Street Excavation/Opening Fee
Transportation Reimbursement SDC
Miscellaneous Revenue
Interest Revenues
Transfer from Sewer
Transfer from Street Reserve
Cash Carryover
TOTAL REVENUE
890,100
208,400
‐
33,600
527,000
4,000
1,300
‐
400
3,700
‐
‐
464,138
2,132,638
889,500
235,000
‐
42,487
533,800
7,265
1,300
‐
3,570
2,800
‐
310,856
499,273
2,525,851
910,500
235,000
164,533
25,481
533,800
6,000
1,500
34,033
1,350
4,500
40,000
‐
588,519
2,545,216
‐
‐
‐
‐
26,378
‐
23,052
61,090
84,614
43,849
‐
111
134,745
960
374,799
626
3,591
1,013
‐
57,524
16,472
161
‐
784
34,376
9,288
3,783
2,885
‐
635
‐
‐
‐
‐
29,107
‐
24,481
47,769
106,313
32,144
‐
262
150,125
1,179
391,380
‐
3,329
‐
278
62,973
7,262
95
‐
716
35,765
7,983
9,244
1,664
292
280
City Administrator
Planning Director
Senior Planner
Associate Planner
Public Works II
Public Works III
Public Works Lead Man
Part Time Help
Overtime
Employee Benefits
Clothing Allowance
Contract Labor‐Utility Billing
Consultant Engineer
Software Maintenance
Curb/Sidewalk Repair
Street Lighting & Maint
Street Maintenance
Equipment Rental
Sweeper Lease
Street Maint Billing
Street Signing
Street Marking & Striping
Communications
Publications
Travel & Training
21,782
25,041
‐
22,633
33,778
‐
25,793
50,829
105,052
33,791
‐
2,000
214,031
1,600
536,330
‐
12,000
1,700
1,500
60,000
18,000
1,500
42,455
800
36,000
8,000
6,000
2,000
300
1,500
13,763
25,041
‐
22,633
33,778
‐
25,793
50,829
105,052
33,791
2,400
2,000
212,841
1,600
529,521
‐
12,000
1,700
1,500
60,000
18,000
400
42,455
800
37,400
8,000
6,000
4,342
‐
1,500
21,224
20,536
22,242
23,203
25,289
6,258
26,740
96,396
51,465
35,297
9,216
2,000
213,844
1,600
555,310
‐
12,000
2,700
1,500
70,000
33,000
150
‐
800
39,000
20,000
6,000
2,000
150
1,500
58
Streets Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
175
‐
‐
‐
5,163
1,591
240
18
553
692
4,998
3,367
2,604
150,539
‐
1,144
‐
‐
‐
‐
1,144
‐
‐
‐
104,178
110,598
27,428
7,768
42,455
‐
454,637
443,964
206,687
1,397,715
40
‐
‐
‐
3,808
2,099
421
84
947
22,241
6,118
3,846
‐
169,485
31,463
‐
‐
‐
‐
‐
31,463
‐
‐
‐
133,971
99,254
23,844
10,762
42,455
328,000
‐
436,980
199,528
1,274,794
1,924,197 1,867,122
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Supplies & Services
Small Tools
Uniforms
Cleaning / Supplies
Safety Supplies
Tree Replacement
Landscaping 2nd Ave
Utilities
Bad Debt Expense
Equipment
Software/Computer Equip
Street Maint Fee Projects
NW 1st Ave Street Improvements
NW Territorial RD Improvements
N Juniper Reconstruc N Ivy‐9th
SUBTOTAL CAPITAL
Streets Contingency
Restricted for future Street Maint.
SUBTOTAL OTHER
O/H Transfer To General Fund
Transfer to Debt Service
Reserve Transfer to Street
Res Trans ‐ Fed Fund Ex
Res Trans ‐ St Maint Fee
Res ‐ Canby Gas Tax
SUBTOTAL TRANSFERS
500
124,550
22,683
16,845
4,150
3,000
‐
150
950
2,000
10,000
5,500
‐
382,083
70,000
‐
‐
‐
‐
‐
70,000
113,150
‐
113,150
85,597
‐
‐
‐
‐
348,778
‐
430,000
166,700
1,031,075
85
84,106
22,683
16,845
4,000
3,000
‐
150
950
2,020
10,000
5,500
‐
343,436
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
85,597
‐
‐
‐
‐
348,778
‐
435,000
195,000
1,064,375
150
92,680
26,793
17,821
4,150
3,000
‐
150
1,000
‐
30,000
5,500
‐
370,044
120,000
‐
525,000
180,000
170,000
135,507
1,130,507
138,803
251,903
390,706
98,649
‐
‐
‐
‐
‐
‐
‐
‐
98,649
TOTAL REQUIREMENTS
2,132,638 1,937,332
2,545,216
NET BALANCE
‐ 588,519
(0)
59
Streets Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Recurring revenue
939,252
1,578,929
7,670
‐
2,525,851
941,981
1,555,885
7,350
‐
2,505,216
Recurring expense
958,554
‐
‐
978,778
1,937,332
1,024,003
1,269,310
‐
‐
2,293,313
(19,302) (82,022)
Account Title
2013‐14
CY
Budget
60
System Development Charge (SDC)
The purpose of this fund is to record SDC improvement revenue and maintain restricted
balance by type so that compliance with allowable use can be more easily tracked and
controlled in accordance with state statutes.

This fund is new in the current year, SDC improvement balances as reconciled to
corresponding activity is budgeted to be transferred into this fund from
corresponding operating funds.
Budget at a Glance
Transfers – are budgeted for capacity increasing projects as allowed by state statute,
actual transfers will be reconciled to actual cost of projects once complete.
61
Systems Development Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
‐
‐
‐
98,801
20,657
7,510
174,933
‐
Parks Improvement SDC's
Sewer Improvement SDC's
Storm Improvement SDC's
Transportation Improvement SDC's
Transfer from Other Funds
Street Reserve
Parks Development Fund
Sewer Fund
Interest Revenues
Cash Carryover
TOTAL REVENUE
694,233
869,327
81,297
‐
‐
1,644,857
5,200
1,644,857
1,951,958
Transfer to Parks
SUBTOTAL TRANSFERS
‐
‐
521,700
521,700
Restricted for Street Improvements
Restricted for Parks Development
Restricted for Sewer Improvement
Restricted for Stormwater improvements
SUBTOTAL OTHER
694,233
869,327
50,891
30,406
1,644,857
871,361
449,176
71,709
38,012
1,430,258
TOTAL REQUIREMENTS
1,644,857
1,951,958
NET BALANCE
‐
‐
‐
1,644,857
‐
‐
1,644,857
‐
‐
‐
‐
‐
‐
1,946,758
5,200
‐
1,951,958
‐
521,700
‐
‐
521,700
Recurring revenue
Recurring expense
62
Cemetery Perpetual Care
The Cemetery Perpetual Care Fund exists to provide for the future care of the Zion
Memorial Park Cemetery once operational revenues from sales and activities cease.
Sources of revenue for the fund are charges for perpetual care fees, which are collected
when cemetery property is sold, and interest. With Resolution 1109 in 2011, Council
formalized commitment of the fund balance to the purposes and uses for which the fund
was established.

None
63
Cemetery Perpetual Care
Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
15,505
3,951
24,636
‐
44,092
23,060
4,390
24,636
‐
52,086
Perpetual Care: Current Sales
Interest Revenues
Trnsfr Mausoleum IF Loans
Cash Carryover
TOTAL REVENUE
21,000
4,600
‐
834,049
859,649
13,000
4,500
‐
840,599
858,099
13,000
5,000
‐
858,099
876,099
600
600
‐
‐
600
600
‐
‐
O/H to General Fund
SUBTOTAL TRANSFERS
Unapprop Ending Fund Balance
SUBTOTAL OTHER
‐
‐
859,649
859,649
‐
‐
‐
‐
‐
‐
876,099
876,099
TOTAL REQUIREMENTS
859,649
‐
876,099
NET BALANCE
‐
858,099
‐
Recurring revenue
13,000
840,599
4,500
‐
858,099
13,000
858,099
5,000
‐
876,099
Recurring expense
‐
‐
‐
‐
‐
‐
876,099
‐
‐
876,099
13,000
13,000
600 600
64
Forfeiture
The Forfeiture Fund exists to accumulate and account for assets received by the Police Department as a
result of Federal and State drug forfeitures.
Proceeds from the forfeiture of property due to drug arrests are placed into a Federal or
State fund. These proceeds can only be used for drug enforcement and equipment. By
law, only funds in hand can be budgeted. If additional funds are obtained during the course
of the year, a supplemental budget would be required to appropriate the funds.

None
65
Forfeiture Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
1,181
24
35
191
3,160
‐
4,591
16,817
29,080
49
78
136
‐
‐
46,160
Forfeiture Funds‐Federal
Forfeiture Funds‐State
Interest Earned‐Federal
Interest Earned‐State
Interest Earned‐Misc
Cash Carryover
TOTAL REVENUE
35,828
‐
‐
‐
‐
‐
36,781
72,609
35,829
‐
61
99
‐
‐
39,050
75,039
‐
‐
‐
‐
‐
‐
36,950
36,950
‐ 13,981
Supplies & Services‐Federal
1,915 6,715
Supplies & Service‐State
1,915 20,696 SUBTOTAL MATERIALS & SERVICES
47,704
24,905
72,609
34,034
4,055
38,089
10,628
26,322
36,950
1,915 20,696
TOTAL REQUIREMENTS
72,609
38,089
36,950
NET BALANCE
‐
36,950
‐
Recurring revenue
‐
75,039
‐
‐
75,039
‐
36,950
‐
‐
36,950
Recurring expense
‐
38,089
‐
‐
38,089
‐
36,950
‐
‐
36,950
‐
‐
66
Transit
The purpose of the Transit Department (Canby Area Transit) is to provide reliable public transportation.
The Transit Department is responsible for providing public transit services within the City of Canby and
connecting transit service to neighboring communities. Other responsibilities of the Department include
operating transit vehicles, assuring compliance with all regulations, overseeing contacted operations,
maintaining community relations, and participation in city planning efforts.
Goals Integration


The Transit Department budget addresses the City Council’s “Community” goal with improved Canby
Area Transit (CAT) support to Canby residents and businesses, increased community outreach and
the completion of a Transit Master Plan process.
The Council’s “Transportation, Public Safety, and Public Services” goal is also addressed by a
departmental focus on improved transit facilities; the provision of a valuable public service; and
planning efforts which will provide strategies for improving and sustaining CAT service.



Personal services costs include 0.1 FTE for special projects, .75 FTE for transit tax billing and
collections and 2 FTE for transit management and administrative support.
The professional services contract for transit management has been changed to a Transit Manager
employee position.
This budget includes an estimated lease cost and one-time costs for bus yard improvements. As of
the publication of the proposed budget the selection of an appropriate bus yard was still in process.
Budget at a Glance
Grants – Both operating grant funds and capital grant funds are provided through various Federal Transit
Administration grant programs (5309, 5310 & 5311). Additionally, Oregon’s Special Transportation Fund
provides an operating grants to provide transportation for the elderly and people with disabilities.
Materials and Services - Includes the cost of transit facility leases, supplies, printing costs, marketing, internal,
a planning effort, charges for fleet, facilities and technical services and the service contract for the operation
(dispatchers & drivers).
Transfers - Includes charges for finance and administrative services. Note - all inter-fund loans will be paid in
full by June 30, 2014.
Capital Outlay – Includes matching funds of 10.27 to 20% as required by Federal Transit Administration
grants. The “Transit Projects” line includes an estimated one-time cost for capital improvements to prepare
and secure a bus yard for transit bus storage. The “Bus Shelters” line includes funds for the installation of bus
stop signs which was also scheduled for 2013-14 and was delayed.
Contingency – Is approximately 50% of personnel services plus materials and services, surplus due to
Business Energy Tax Credit revenue will be used to help sustain cash flow and will be available for future
capital expense or other one time purchase opportunities.
67
Transit Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
139,052
‐
232,243
145,714
81,583
228,589
‐
42,948
‐
50,000
935,734
10,664
1,005
27,005
(1,337)
1,207
250,000
‐
2,144,407
115,704
19,150
255,467
512,436
81,583
5,381
‐
89,493
19,971
63,919
996,290
10,098
68,860
2,332
3,743
727
250,000
‐
2,495,154
Grant ‐ STF/STO
Grant ‐ 5309
Grant ‐ 5311
Grant ‐ Dept of Energy
Grant ‐ JARC 5316
Grant‐JTA 5310
Grant ‐ Planning
Grant‐STF Discr‐Prevent Maint
Grant ‐ Discretionary Capital
Grant ‐STF Discret Oper
Transit ER Payroll Tax
Payroll Tax Penalties & Int
Fares
Interest Revenues
Donations‐Transit
IF Loan from Sewer
Cash Carryover
TOTAL REVENUE
115,704
15,924
342,344
‐
‐
‐
‐
66,220
684,856
55,000
930,000
5,000
60,000
15,000
2,000
700
‐
870,711
3,163,459
120,963
‐
342,344
‐
‐
‐
‐
66,220
672,075
93,916
1,015,000
8,839
78,000
54,250
3,800
600
‐
1,038,078
3,494,085
203,363
15,924
323,580
‐
‐
‐
60,000
66,220
‐
53,530
1,027,500
8,500
75,000
20,000
3,200
600
‐
862,760
2,720,177
‐
‐
50,051
42,433
292
47,299
140,075
87,180
665,400
3,723
‐
2,741
275
‐
8,639
2,087
‐
703
116
1,170
‐
‐
‐
‐
‐
45,217
44,700
2,783
49,846
142,546
91,386
669,426
4,405
2,160
121
‐
‐
5,396
8,777
51,342
4,117
917
1,245
‐
‐
‐
Transit Manager
Office Spec III
Part Time Help
Employee Benefits
Prof/Tech Services
Contract Services
Transit Center Maintenance
Space Lease
Vehicle Maintenance
Vehicle (Non‐Ins) Repair
Insurance Deductible
Communications
Marketing
Applications/Grants
Printing
Travel & Training
31,000
‐
52,175
45,732
6,000
66,311
201,218
127,833
783,000
6,000
72,000
4,000
5,000
1,000
7,000
10,000
‐
4,000
1,000
5,300
323,585
2,258
23,584
31,000
‐
52,175
45,732
6,000
66,311
201,218
80,000
817,000
5,000
40,475
1,000
‐
‐
7,000
10,000
‐
3,000
500
5,300
276,894
2,258
23,584
78,917
17,392
78,257
‐
6,000
109,628
290,194
70,000
824,100
6,000
54,239
4,000
5,000
1,000
7,000
10,000
‐
4,000
2,000
5,300
297,790
6,203
23,761
68
Transit Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
7,114 10,112
Supplies & Services
‐ 645
Charitable Donations
779,148 850,049 SUBTOTAL MATERIALS & SERVICES
Transit Projects
254,877 52,406
Vehicles
‐ ‐
Bus Shelters
SUBTOTAL CAPITAL
254,877 52,406
48,212 68,883
O/H to General Fund
298,369 295,692
2,472 2,374
15,536 19,132
99,588 101,277
‐ 200,499
Transfer to Sewer IF Loan
SUBTOTAL TRANSFERS
464,177 687,857
‐ ‐
Contingency
SUBTOTAL OTHER
‐ ‐
9,000
700
1,385,260
808,960
19,905
828,865
132,985
‐
‐
‐
‐
201,043
334,028
414,088
414,088
16,000
‐
1,288,011
‐
808,175
‐
808,175
132,985
‐
‐
‐
‐
200,936
333,921
‐
‐
12,000
‐
1,332,393
140,000
‐
25,000
165,000
155,216
‐
‐
‐
‐
‐
155,216
777,374
777,374
1,638,277 1,732,858
TOTAL REQUIREMENTS
3,163,459
2,631,325
2,720,177
NET BALANCE
‐
862,760
(0)
Recurring revenue
1,725,282
1,710,153
58,650
‐
3,494,085
1,757,693
938,684
23,800
‐
2,720,177
Recurring expense
1,622,214
808,175
‐
200,936
2,631,325
1,777,803
942,374
‐
‐
2,720,177
103,068
(20,110)
Account Title
69
Swim Center Levy
The purpose of the Swim Center is to develop swimming skills and provide the knowledge for safe
participation in and enjoyment of water activities to benefit the health, fitness and recreation of the
community.
The 40 plus-year-old Canby Swim Center is a year-round indoor swimming pool providing aquatic
activities to Canby and the surrounding communities. The facilities include a 25-yard 6-lane pool with
spectator area, dressing and shower facilities, and an office and lobby. The Canby Swim Center is open
90 hours per week, not counting rentals, which average another 10 hours per week. An estimated 50% of
Canby Swim Center usage is from outside the City limits. Swim lessons, public swims, fitness swims and
competitive swimming (Gators swim team and high school swim team) round out the programs offered.
The Canby Swim Center has traditionally been funded through a combination of property tax dollars and
user fees. The current tax levy was approved in the November of 2011 election and is effective from July
1, 2012 through June 30, 2017. User fees are increased when needed to the extent that market forces
will allow. Canby Swim Center must remain competitive with other swimming pools in the area in order to
retain customers and revenue. The latest fee increase was made in the 2010-11 budget year.
Goals Integration



During the 2014-2015 budget year the Canby Swim Center will continue to provide a full range of
programing for the community and outlying area. Our programing provides health and safety to
the community with swimming lessons, public swims and exercise programs for all ages.
We will continue to build on the outreach program that we started about a year ago. We started
by offering all information from the pool in English and Spanish.
Through our events and competitions, such as the Gator Grinder and meets from our three
different swimming teams, The Canby Swim Center helps to bring people from all over Oregon
and SW Washington which gives others a chance to see what our community can offer.


This fall The Canby Swim Center will have a shorter closure, as we painted the pool tank last
year it does not need to be done this year. We will ensure all equipment gets a check-up and the
whole facility will get a fresh coat of paint.
We have started scheduling school lessons for next year and due to the fact that some other
facilities are having some budget issues it looks as we may be teaching lessons to some
neighboring school districts. Budget at a Glance
Materials and Services - Includes routine maintenance costs, pool chemicals, utilities etc.
Transfers - Includes charges for finance and administrative services.
Capital Outlay – None.
Contingency – Is approximately 50% of personnel services plus materials and services, this will be used
in future years to sustain operations as the tax levy fluctuates cyclically. 70
Swim Center Levy Fund
Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
438,725
9,536
180,953
10,294
(478)
2,714
970
50
‐
642,764
501,300
15,367
189,519
10,743
(481)
3,593
1,189
‐
‐
721,230
Property Tax Levy
Property Tax ‐ Prior
Pool Revenue
Pool Revenue‐School District
Less: Pool Refunds
Pool Concessions
Interest Revenues
Pool Donations
Cash Carryover
TOTAL REVENUE
514,489
16,000
165,000
10,300
(500)
2,600
800
2,500
221,229
932,418
533,524
15,100
172,000
10,300
(2,585)
3,000
1,350
2,500
227,061
962,250
550,695
15,100
168,000
10,300
(600)
3,000
1,200
‐
280,562
1,028,257
68,308
45,072
59,164
122,757
5,106
120,011
420,418
15,334
14,000
2,773
4,964
2,579
69,912
46,128
60,552
132,466
6,296
145,564
460,918
14,618
14,000
‐
5,018
1,361
71,520
47,184
61,944
133,389
5,000
159,912
478,949
25,500
14,000
3,560
5,000
4,250
5,110
1,244
‐
9,269
5,089
1,648
28,527
2,535
9,985
‐
103,057
10,491
1,155
‐
6,045
3,860
1,886
26,277
2,581
10,566
‐
97,858
Aquatics Program Manager
Swim Program Coordinator
Aquatics ‐ Facility Operator
Guards & Instructors
Overtime
Employee Benefits
Bldg Maintenance
Ground Lease
Communications
Advertising & Marketing
Training & Travel
Internal Charge ‐ Tech Services
Supplies & Services
Bank Charges
Cash Over & Short
Pool Chemicals
Janitorial Supplies
Pool Concession Purchases
Utility ‐ Gas
Utility ‐ Water
Utility ‐ Electric
Pool Donations ‐ Expended
71,520
47,184
61,944
140,000
5,780
163,110
489,538
19,200
14,000
‐
5,000
4,250
‐
11,500
1,300
‐
8,500
4,800
2,500
27,000
3,200
10,800
2,500
114,550
73,320
48,376
63,493
143,077
5,000
159,599
492,865
16,500
14,000
‐
5,000
4,250
8,910
11,300
1,300
‐
9,000
5,200
2,500
33,000
4,000
12,000
‐
126,960
11,625
1,300
‐
12,500
6,000
2,500
33,000
4,000
11,500
2,500
137,235
71
Swim Center Levy Fund
Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
34,181
34,181
88,764
88,764
‐
‐
14,065
14,065
97,624
97,624
‐
‐
Bldg Improvements >$5k
SUBTOTAL CAPITAL
O/H to General Fund
SUBTOTAL TRANSFERS
Contingency
SUBTOTAL OTHER
‐
‐
77,600
77,600
238,634
238,634
‐
‐
77,600
77,600
‐
‐
15,000
15,000
76,712
76,712
316,720
316,720
646,420
670,465
TOTAL REQUIREMENTS
932,418
681,688
1,028,257
‐ 280,562
‐
Recurring revenue
731,339
227,061
3,850
‐
962,250
746,495
280,562
1,200
‐
1,028,257
Recurring expense
681,688
‐
‐
‐
681,688
696,537
331,720
‐
‐
1,028,257
49,651
49,958
NET BALANCE
72
Internal Service Fund
Fleet Services
The Fleet Services Department facilitates the purchase, outfitting, maintenance and repair
of all City rolling stock and most machinery owned by the City to maximize safety and
minimize equipment downtime.
The department provides maintenance and repair services for all City rolling stock and
other departmental equipment. The age and type of the rolling stock varies considerably.
Everything from dump trucks to weed eaters is maintained in good order by this department
for safe, efficient, and effective use by City employees in the performance of their duties.
This fund contains the budget for the operation of Fleet Maintenance, large capital
purchases and replacement should be budgeted in the corresponding department budgets.
This department also provides repair services to the Adult Center van which is billed to
them.

Budget at a Glance
function.
Materials and Services - Includes office supplies, contract repair labor, vehicle and
equipment materials, parts, employee training, tools and equipment, gasoline and diesel
fuels, lubricants, charges for services provided by the Facilities and Technical Services
Funds and other miscellaneous expenses.
Capital Outlay – Capital projects for the Fleet Services scheduled for this fiscal year:
* None
Contingency – A contingency equal to approximately 20% of operating expenses (personal
services plus materials and services) is proposed, this fund could absorb an unexpected
repair if needed however replacement of cars and equipment would be budgeted by the
corresponding department.
73
Fleet Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
74,899
2,635
2,049
‐
8,744
‐
5,874
60,229
1,011
241,681
110,598
2,000
298,369
21,009
36,828
865,926
‐
2,463
2,351
‐
8,249
‐
4,185
36,024
‐
237,037
99,254
3,000
295,692
21,499
34,344
744,098
Lease Proceeds
Interest Revenues
Cash Carryover
Canby Adult Center
Internal Revenue‐Fleet
OP Transfer From Admin
OP Transfer from Parks
OP Transfer from Building
OP Transfer from Police
OP Transfer from Streets
OP Transfer from Facilities
OP Transfer from Transit
OP Transfer from Sewer
OP Transfer from WW Coll
TOTAL REVENUE
‐
‐
2,500
248,568
10,500
825,255
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,086,823
‐
2,200
1,750
267,396
9,000
684,146
‐
‐
‐
‐
‐
‐
‐
‐
‐
964,492
‐
2,300
1,500
177,903
9,300
724,290
‐
‐
‐
‐
‐
‐
‐
‐
‐
915,293
‐
62,650
13,106
68,788
‐
21
69,654
1,200
215,419
2,007
16,529
10,026
1,000
563
1,444
37,841
1,741
708
330
1,585
‐
‐
66,925
16,039
2,942
3,753
‐
64,128
13,410
58,620
1,494
81
71,436
800
209,969
5,290
16,420
23,629
7,138
515
945
36,523
1,549
408
360
230
‐
‐
71,635
16,336
20,794
3,039
Mechanic Senior
Mechanic
Part Time Help
Overtime
Employee Benefits
Clothing Allowance
Contract Services‐Shop
Contract Services‐Vehicles
CAT Contract Services
Deductibles/Self‐insure repair
Adult Center Maintenance
Canby Area Transit Expenses
Communications
Travel & Training
DEQ/DMV
Supplies & Services
Tires
Tires‐Transit
Misc Shop Supplies
‐
65,604
13,720
59,964
5,772
2,500
85,417
800
233,777
3,500
20,700
27,500
8,000
625
1,735
46,275
2,000
2,000
1,500
1,800
31,502
10,107
121,000
25,000
25,000
4,573
‐
65,604
13,720
59,964
5,772
2,500
85,417
800
233,777
2,500
18,000
25,000
6,500
625
3,960
50,600
2,000
‐
500
1,800
31,502
10,107
47,000
17,750
15,500
5,000
4,448
67,232
14,063
61,463
5,916
2,500
85,468
800
241,890
3,000
15,000
27,500
8,000
625
4,160
53,150
2,000
2,000
500
1,045
37,211
11,880
50,000
20,000
20,000
5,000
74
Fleet Fund Budget
2011‐12
PY2
Actual
4,124
221,514
2,399
2,820
527
‐
394,817
‐
‐
34,484
11,097
7,285
‐
52,866
(4,260)
‐
74,899
‐
70,639
2012‐13
PY1
Actual
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
7,500
237,435
2,450
1,500
850
4,000
586,552
116,808
116,808
‐
‐
‐
‐
‐
‐
103,686
‐
46,000
149,686
7,500
210,716
750
1,850
850
‐
460,010
‐
‐
‐
‐
‐
‐
‐
‐
53,255
‐
39,547
92,802
7,500
241,675
1,500
2,000
850
1,250
515,846
157,557
157,557
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
TOTAL REQUIREMENTS
1,086,823
786,589
915,293
NET BALANCE
‐
177,903
‐
693,146
267,396
3,950
‐
964,492
693,787
92,802
‐
‐
786,589
733,590
177,903
3,800
‐
915,293
757,736
157,557
‐
‐
915,293
Account Title
6,066
Tools and Equipment
221,706
Gasoline/Fuel
3,407
Oil‐General
2,937
Oil‐Transit
210
Safety Equipment
‐
Fleet Vehicles Op Cost
‐
Fleet Contingency
SUBTOTAL OTHER
‐
33,114
9,566
‐
150,000
Res Trans to Capital Reserve
SUBTOTAL TRANSFERS
192,680
‐
Gain/Loss on sale of Equip
‐
Equipment
‐
Equipment‐Police
39,156
Shop Improvements
SUBTOTAL CAPITAL
39,156
733,741 880,942
Recurring revenue
Recurring expense
(641) (24,146)
75
Facilities
Fund Description
The Facilities Fund was established as of July 1, 2011. Its purpose is to provide for the
maintenance and repair of all City-owned structures except the Swim Center and the Sewer
facilities whose maintenance is provided by their respective funds. The costs of heating
and cooling, cleaning, etc. that were formerly changed to individual departments and funds
are now paid through the Facilities Fund. The establishment of this fund is in direct
response to City Council policy that the City provide for the ongoing maintenance of City
buildings. Funding comes from charges to other funds that receive services. The allocation
is based on current square footages.

None
Budget at a Glance
Personal Services –Includes salaries and benefits of City employees allocated to this
function.
Materials and Services - Includes contract services for janitorial services and alarm system
monitoring. This also covers supplies needed for building maintenance and repairs, HVAC
maintenance for City facilities as well as the Adult Center, small tools and utilities.
Capital Outlay – Capital projects include re-striping of the Adult Center parking lot and the
installation of new curb stops in the parking areas. Also included in the capital
improvements is exterior painting of the “City Hall” complex. This will include the Council
Chambers and the Hose Tower. Much of this area has the same product that was on the
Public Library, and is in need of new paint before it is in total disrepair. Additional funds are
being set aside for the Library for repairs to restrooms etc. An additional $11,500 is
allocated to the Cemetery which is residual from a bequest several years ago. A portion of
these dollars may be used to repair or replace siding on the Cemetery office.
Contingency – A contingency equal to 25% of operating expenses (personal services plus
materials and services) is proposed as this fund would absorb unexpected repairs if
necessary.
76
Facilities Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
442
‐
1,315
‐
99,488
1,906
31,503
27,428
34,484
2,173
2,472
2,880
‐
16,457
‐
66,624
287,172
‐
547
‐
2,015
‐
146,341
389
30,252
23,843
33,114
2,087
2,374
2,432
1,134
10,535
10,535
‐
265,598
Miscellaneous Revenues
Interest Revenues
Cash Carryover
Canby Utility
Internal Revenue‐Facilities
Transfer from Building
Transfer From Library
Transfer From Streets
Transfer From Fleet
Transfer From Tech Services
Transfer from Transit
Transfer from Urban Renewal
Transfer from Sewer
Transfer from SewerCollections
Transfer from Stormwater
Transfer from Capital Reserve
TOTAL REVENUE
‐
500
73,375
1,900
250,230
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
326,005
814
450
79,358
1,900
250,230
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
332,752
‐
300
69,148
1,900
299,047
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
370,395
31,117
232
15,455
400
47,204
914
38,125
20,163
‐
1,283
33,232
93,717
2,000
2,000
‐
‐
‐
4,962
2,772
8,311
58,195
Facilities Lead Worker
‐
Overtime
33,099
Employee Benefits
400
Clothing Allowance
3,108
Contract Services
46,253
Janitorial Services & Supplies
20,744
Building Repairs & Maintenance
‐
1,743
Supplies and Small Tools
52,205
Utilities
3,000
SUBTOTAL TRANSFERS
3,000
‐
Contingency
SUBTOTAL OTHER
‐
‐
Capital Equipment
‐
Capital Exp‐ City Hall Complex
‐
Capital Exp ‐ Transit/Fin Bldg
53,885
Capital Exp ‐ Library Bldg
59,044
1,000
39,060
400
99,504
3,000
58,000
28,500
3,000
4,000
67,000
163,500
‐
‐
39,001
39,001
7,500
‐
‐
5,000
59,044
1,000
39,060
400
99,504
3,000
58,000
28,500
3,000
4,000
60,500
157,000
‐
‐
‐
‐
5,100
‐
‐
2,000
60,509
1,000
38,313
400
100,222
5,800
61,000
30,000
5,000
4,500
65,000
171,300
‐
‐
71,073
71,073
‐
5,800
4,000
5,000
77
Facilities Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
28,037
‐
3,330
‐
47,412
2,199
6,725
‐
1,520
64,329
190,333 283,076
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Capital Exp ‐ Shops Complex
Capital Exp ‐ Adult Center Bld
Capital Exp ‐ Planning Bldg
Capital Exp ‐ Cemetery
SUBTOTAL CAPITAL
‐
‐
‐
11,500
24,000
‐
‐
‐
‐
7,100
11,500
27,800
TOTAL REQUIREMENTS
326,005
263,604
370,395
NET BALANCE
‐
69,148
‐
Recurring revenue
252,130
79,358
1,264
‐
332,752
300,947
69,148
300
‐
370,395
Recurring expense
256,504
7,100
‐
‐
263,604
271,522
98,873
‐
‐
370,395
(4,374) 29,425
1,500
78
Technical (Tech) Services
The purpose of the Technical Services Department is to provide reliable phone services
and computer-based informational systems and services for all city staff.
The computer system represents the basic infrastructure for all office operations and is
fundamental to efficient staff performance. It is important to the work done by all
departments that this infrastructure continues to be well maintained. The Technical
Services Department operates on a cost reimbursement basis through charges to
departments serviced.




The City contracts with KinTechnology to provide IT services. There is no increase
over the contract costs for last fiscal year.
The office specialist II who is allocated to this function has been reduced from full
time to 32 hours a week in response to the budget constraints in the general fund.
The capital outlay budget includes $35,000 for the Gigabit Internet Project which
includes hardware, labor and subcontractors that would be required to make this
upgrade.
The capital outlay budget includes $8,000 to pay for the implementation of online
payment portals and accounting module updates for various departments.
Budget at a Glance
Personnel Service - Includes salaries and benefits of City employees allocated to this
function.
Materials and Services - Includes office supplies, technical consultant contract services,
computer and network cards, boards, switches, cables, servers, surge protectors and other
associated parts, employee training and technical materials, and other incidental expenses.
Software licenses, city web page maintenance and domain cost, and external cable access
costs are also included.
Capital Outlay - Equipment replacement and system software are maintained and
scheduled for replacement/updates based on recommendations from our IT contractors
and input from departments.
Contingency – A contingency equal to 25% of operating expenses (personal services plus
materials and services) is proposed as this fund would absorb unexpected equipment
failure if necessary.
79
Technical Services Fund
Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
1,477
‐
‐
13,316
13,316
15,536
2,219
4,439
42,168
13,316
11,097
7,768
11,097
15,536
12,207
4,439
6,658
2,000
5,000
10,500
192,089
20
1,227
‐
‐
19,132
14,349
14,349
4,783
5,979
86,095
14,349
7,175
10,763
9,566
19,132
20,328
4,782
8,370
‐
20,000
7,000
267,399
Interest Revenues
Cash Carryover
Internal Revenue‐Tech Services
OP Transfer From Admin
OP Transfer from Court
OP Transfer from Planning
OP Transfer from Parks
OP Transfer from Building
OP Transfer from Police
OP Transfer from Finance
OP Transfer from Library Fund
OP Transfer from Streets
OP Transfer from Fleet
OP Transfer from Transit
OP Transfer From Sewer
OP Transfer From Sewer Coll
OP Transfer from UR
Reserve Transfer from Court
Reserve Transfer from Police
Reserve Transfer From Finance
TOTAL REVENUE
‐
900
181,611
336,908
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
519,419
229
650
176,640
336,908
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
514,427
‐
500
121,851
297,011
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
419,362
15,898
37,807
33,612
87,317
80,612
1,320
1,576
6,200
‐
692
‐
2,939
93,339
‐
‐
2,173
75,000
77,173
589
2,127
18,054
44,016
Office Spec II
41,886
Employee Benefits
91,639
Technical Consultant
59,379
Communications
‐
Cable Billing
6,436
Web Page
‐
Travel & Training
26,985
Fees & Dues
‐
5,177
Supplies & Services
‐
Contingency
SUBTOTAL OTHER
‐
2,087
‐
Res Transfer to General Fund
SUBTOTAL TRANSFERS
2,087
923
Computer Equipment
349
Computer Equip‐Admin
17,680
45,732
48,527
111,939
93,550
57,500
‐
8,900
1,000
3,460
1,985
6,700
173,095
56,610
56,610
‐
94,806
94,806
82,969
‐
18,321
45,732
48,589
112,642
93,550
57,500
‐
8,900
1,000
3,460
1,985
1,689
168,084
‐
‐
‐
94,806
94,806
17,044
‐
19,133
37,500
38,736
95,369
93,600
57,260
10,420
1,000
6,720
4,175
10,200
183,375
69,029
69,029
‐
‐
71,589
‐
80
Technical Services Fund
Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
2,111
5,000
18,020
‐
2,360
30,207
3,242
16,088
6,770
566
‐
27,938
288,036 323,597
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Computer Equip‐Court
Computer Equip‐Police
Computer Equip‐Finance
Computer Equip‐Fleet
Computer Equip‐Phone System
SUBTOTAL CAPITAL
‐
‐
‐
‐
‐
82,969
‐
‐
‐
‐
‐
17,044
‐
‐
‐
‐
‐
71,589
TOTAL REQUIREMENTS
519,419
392,576
419,362
NET BALANCE
‐
121,851
‐
Recurring revenue
336,908
176,640
879
‐
514,427
297,011
121,851
500
‐
419,362
Recurring expense
280,726
17,044
‐
94,806
392,576
278,744
140,618
‐
‐
419,362
56,182
18,267
81
Sewer Combined Fund:
Sewer-WWTP
The purpose of the Sewer Combined Fund is to facilitate protection of the environment and
public health in the wastewater arena, through proper operation of the treatment facility,
effective planning and design, community awareness, and public education. As well as
provide excellent customer service and maximize operating efficiency to maintain
reasonable rates for customers.
Efficiently operate and maintain the wastewater treatment plant to meet Oregon
Department of Environmental Quality (DEQ) requirements for collection, treatment, and
discharge of wastewater.
Goals Integration


By combining capital improvement projects with the utilization of existing structures
we have prepared a budget that will make it possible to meet our goals of
maintaining infrastructure and upgrading 20 year old equipment.
With public safety and education in mind we have also prepared several line items
that include both training for personnel and interns along with continued education to
the public for reducing Fats, Oils, and greases in our collection system.




Starting a capital improvement project (headworks project) to replace some 20 year
old equipment and refurbish the existing pump room.
The law suit against Therma Flite was settled in fiscal year 2013-14 and we have
stopped hauling sludge to landfill.
Signed a contract with Heard Farms to Haul Canby’s sludge to their treatment facility
which resulted in approximately 42,000 a year savings.
Due to structural efficiency considerations the Environmental Services Manager
position has been proposed for elimination and a Public Works Director and parttime Pre-treatment Coordinator have been budgeted to meet supervisory, strategic
planning and compliance needs.
Budget at a Glance
function.
Materials and Services - Includes office supplies, employee training, internal charges for
fleet, facilities and technical services, consulting engineer, utilities, communications, safety
items, parts and materials, equipment and tools, lab testing, billing and collections costs,
lime, chemicals, polymer, permit fees, and other miscellaneous supplies, materials and
equipment.
Transfers - Include charges for finance and administrative services and a 7% franchise fee
on sewer rate revenue paid to the General Fund.
Capital Outlay – See Sewer Combined Fund Reserve.
Contingency – Is 15% of the combined total of personal services and materials and
services for the WWTP, Collections and Stormwater departments.
82
Sewer Collections & Stormwater
.
The objective of the Sewer Collections and Stormwater departments is to meet Oregon
Department of Environmental Quality (DEQ) requirements for sewer collections and
stormwater systems including catch basins and underground main lines.
.
Goals Integration

We have prepared a budget to maintain infrastructure in order to preserve our
ability to provide reliable sewer service to citizens of Canby.

We have included a Public Works Director in the proposed budget allocated
across various public works departments to address the need for supervision,
strategic planning and compliance initiatives.
Budget at a Glance
function.
Material and Services - Includes supplies and services, small tools and equipment,
consulting engineer, internal charges for fleet, facilities and technical services and other
maintenance costs.
Transfers – Includes charges for finance and administrative services.
Capital Outlay – See Sewer Combined Fund Reserve.
83
Street Reserve
The Street Reserve Fund exists to accumulate revenues from different sources in order
to plan and implement large capital street projects.

All funding sources for street capital are recorded into the Street fund and then
excess or balances net direct expenses are transferred to the street reserve
therefore we have proposed closing this fund and executing capital projects
directly from the street fund.
84
Sewer Debt
The purpose of the Sewer Debt section of the Sewer Combined Fund is to accumulate
resources to pay principal and interest due on the long term debt of the fund. The current
obligation is scheduled for payoff in December 2017.

None
85
Sewer Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
7,720
11,043
‐
3,181,472
‐
10,284
30,851
5,285
2,265
10,939
‐
‐
3,259,859
‐
46,648
21,407
8,793
23,052
8,464
24,192
83,557
‐
67,285
75,458
2,247
13,319
12,395
169,785
1,600
558,202
626
3,080
48,394
‐
86,797
‐
39,494
1,364
809
34,388
16,075
2,674
725
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
3,647
12,908
‐
3,301,858
16,272
23,591
63,878
8,028
770
‐
‐
301,776
3,732,728
Interest Revenues
Cash Carryover
Service Charge
AFD ‐ North Redwood
SDC Improvement (Sewer)
SDC Reimbursement (Sewer)
SDC Improvement (Storm)
SDC Reimbursement (Storm)
Transfer from GF for LID 0100
IF Loan from Transit
IF Principal & Interest
TOTAL REVENUE
2,500
12,000
3,092,319
3,417,015
4,200
16,851
50,555
9,000
‐
‐
201,043
‐
6,805,483
1,141,248
16,350
3,326,959
3,570,000
7,244
27,300
81,667
17,093
‐
‐
201,043
‐
8,388,904
6,000
10,000
5,228,976
3,700,000
‐
‐
65,414
‐
‐
‐
‐
‐
9,010,390
‐
‐
45,780
11,227
24,481
21,951
‐
132,028
‐
68,856
60,664
2,766
15,675
14,911
197,331
619
596,289
‐
‐
198,419
‐
133,605
1,401
47,552
19,027
753
35,764
19,353
2,173
3,146
WWTP
Plant Supervisor
Environmental Services Mgr
Pre‐Treatment Tech
Operator I
Operator III
Pre‐Treatment Coordinator
Operator Lead
Operator II
Overtime
Stand By Weekend Surveillance
Employee Benefits
Clothing Allowance
Contract Labor‐Utility Billing
Contract Services
Bond Issuance Costs
Disposal Services
Street Repairs
Maintenance Operations
Pump and Motor Repair
Grounds Maint
Sewer Billing
Effluent Testing
Sludge Testing
Pretreatment Testing
‐
‐
46,824
11,433
12,897
23,629
‐
136,800
‐
70,440
62,508
6,000
16,914
18,005
229,385
2,000
636,835
‐
7,000
170,000
‐
150,396
1,750
48,700
22,400
1,235
36,000
22,000
7,200
5,000
‐
‐
46,824
11,433
12,897
23,629
‐
136,800
‐
70,440
62,508
6,000
16,914
18,005
229,385
2,000
636,835
‐
5,000
50,758
‐
115,000
1,500
45,000
18,000
1,200
37,400
20,000
2,500
2,000
8,897
‐
‐
6,539
13,370
‐
‐
140,220
29,969
72,201
117,277
6,000
16,484
16,569
236,272
2,000
665,798
‐
20,000
‐
‐
149,000
1,850
53,000
22,000
1,800
39,000
22,000
3,500
5,000
86
Sewer Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
4,736
1,868
2,224
12,347
‐
‐
‐
3,944
1,366
452
175
‐
4,993
10,068
16,187
33,917
9,452
88,703
59,271
484,129
121,452
21,009
‐
12,207
250,000
‐
404,668
‐
‐
‐
‐
2,547
1,946
2,011
13,005
‐
‐
‐
4,328
1,709
349
8,567
1,385
5,013
14,972
1,886
30,432
3,828
69,024
‐
622,195
160,050
21,499
1,134
20,328
250,000
228,824
681,835
‐
‐
‐
‐
Communications
Travel & Training
NPDES Permit Fees
Supplies & Services
Safety Supplies
Tools & Equipment
Computer Supplies
Uniforms
Bldg Cleaning Service
Lab Equipment & Chemicals
Bulk Chemicals
Lime
Biosolids ‐ Polymer
Utilities
Bad Debt Expense
IF Loan to Transit
Revenue Trans Franchise Fee
SUBTOTAL TRANSFERS
Contingency
OPEB Expense
Depreciation Expense
SUBTOTAL OTHER
5,760
4,500
2,670
13,640
24,385
1,080
23,584
7,055
2,525
615
15,700
2,000
6,900
18,850
20,000
42,000
12,000
76,200
‐
751,145
163,728
‐
‐
‐
‐
241,800
405,528
313,361
‐
‐
313,361
3,300
3,000
2,200
13,000
20,307
1,080
23,584
5,550
2,362
615
11,500
‐
6,900
17,000
15,000
40,000
10,000
70,000
‐
543,756
163,728
‐
‐
‐
‐
252,000
415,728
‐
‐
‐
‐
3,300
4,500
2,670
14,400
18,020
1,275
23,761
8,900
3,125
790
8,940
‐
6,900
13,800
20,000
48,000
12,000
75,000
‐
582,531
147,689
‐
‐
‐
‐
261,000
408,689
295,413
‐
‐
295,413
1,446,999 1,900,319
SUBTOTAL WWTP REQUIREMENTS
2,106,869
1,596,319
1,952,431
COLLECTIONS
City Administrator
Planning Director
Senior Planner
Associate Planner
Utility Worker I
Utility Maint Worker II
Utility Worker III
21,782
25,041
‐
9,365
10,912
7,544
14,544
42,272
25,404
27,588
13,763
25,041
‐
9,365
10,912
7,544
14,544
42,272
25,404
27,588
21,224
10,268
22,242
‐
7,031
3,867
21,903
45,898
26,045
28,428
‐
‐
‐
4,281
6,464
‐
‐
26,508
73,401
9,025
‐
‐
‐
9,156
6,705
‐
‐
38,964
48,950
52,632
87
Sewer Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
22,694
7,261
77,277
439
227,350
788
1,013
4,312
9,385
4,664
5,490
15
689
1,628
‐
963
34
‐
‐
‐
3,386
541
261
‐
950
5,280
39,399
44,422
36,828
16,457
4,439
102,146
16,589
6,642
96,719
1,200
277,557
200
‐
4,630
10,031
17,598
3,187
‐
626
1,353
‐
680
310
‐
‐
‐
3,555
736
‐
‐
367
4,465
47,738
74,152
34,344
10,535
4,782
123,813
368,895 449,108
‐
‐
‐
17,125
‐
6,641
‐
‐
8,464
‐
‐
‐
36,624
‐
6,705
‐
6,575
21,950
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Overtime
Employee Benefits
Clothing Allowance
Consultant Engineer
Software Maint
Lateral Repair
Lift Station Maint
Lift Station Telemetry
Collection System Maint
Equipment Rental
Communications
Publications
Travel & Training
Supplies & Services
Small Tools
Uniforms
Cleaning/Supplies
Safety Supplies
Utilities‐Lift Stations
OP Transfer to Technical Svcs.
SUBTOTAL TRANSFERS
17,716
6,500
115,339
1,200
325,207
2,500
1,700
4,000
10,000
‐
6,000
250
700
1,890
150
1,500
250
41,950
10,022
10,107
4,090
2,000
‐
150
400
5,375
103,034
45,863
‐
‐
‐
45,863
17,716
6,500
113,713
1,200
315,562
2,500
1,700
4,000
10,000
3,080
6,000
250
700
3,612
‐
1,850
250
13,577
10,022
10,107
4,090
2,000
‐
50
400
5,375
79,563
45,863
‐
‐
‐
45,863
18,489
6,500
112,955
1,200
326,050
2,500
2,600
4,000
10,000
3,100
6,000
250
700
1,890
150
1,500
250
18,685
11,838
11,880
4,090
2,000
‐
150
400
5,375
87,358
44,988
‐
‐
‐
44,988
SUBTOTAL COLLECTIONS
474,104
440,988
458,396
STORMWATER
City Administrator
Planning Director
Senior Planner
Associate Planner
Storm/Pretreatment Tech
14,521
25,041
‐
37,459
12,897
10,912
7,544
14,544
23,629
9,175
25,041
‐
37,459
12,897
10,912
7,544
14,544
23,629
14,150
20,536
22,242
‐
13,370
7,031
7,734
6,258
‐
88
Sewer Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐
‐
22,800
‐
26,747
81,777
3,171
‐
7,780
20,425
7,045
‐
686
1,406
496
‐
1,390
525
‐
2,883
877
‐
505
371
47,560
48,108
‐
48,108
‐
‐
18,222
388
46,917
137,381
3,227
‐
8,197
‐
18,902
‐
626
1,951
896
‐
485
552
‐
2,153
532
‐
459
566
38,546
75,393
10,535
85,928
Utility Maint Worker II
Utility Worker III
Overtime
Employee Benefits
Consultant Engineer
Software Maint
Catch Basin Repair
BMP Devices
Storm System Maintenance
Equipment Rental
Storm Water Analysis
Communications
Publications
Travel & Training
Supplies & Services
Small Tools
Cleaning/Supplies
Safety Supplies
GPS Mapping Project
SUBTOTAL TRANSFERS
25,404
27,588
19,356
500
124,084
343,479
4,000
1,000
6,000
‐
20,000
250
700
‐
1,500
150
500
600
10,022
2,500
2,000
50
600
650
50,522
29,073
‐
29,073
25,404
27,588
19,356
500
123,978
338,027
4,000
1,900
6,000
‐
20,000
250
700
‐
4,115
‐
500
700
10,022
2,500
2,000
‐
600
650
53,937
29,073
‐
29,073
26,045
28,428
20,170
500
93,940
260,404
4,000
1,900
6,000
‐
20,000
250
700
‐
1,500
150
500
700
11,838
2,500
2,000
‐
600
1,000
53,638
42,084
‐
42,084
177,445 261,855
SUBTOTAL STORMWATER
423,074
421,037
356,126
235,000
63,534
‐
298,534
240,000
54,925
‐
294,925
Sewer Bond Princ‐08
Sewer Bond Int‐08
Sewer Bond Res
250,000
46,044
302,285
598,329
250,000
46,044
‐
296,044
255,000
36,891
302,285
594,176
298,534 294,925
SUBTOTAL SEWER DEBT
598,329
296,044
594,176
Sewer Rate Study
Stormwater Management Plan
Stormwater Master Plan
Biosolids FeasibilityStudy/SDC
Building
WWTP Effluent Diffuser
‐
4,000
26,825
25,000
55,825
15,800
65,000
‐
4,000
26,825
‐
30,825
13,700
59,725
‐
‐
‐
‐
‐
15,000
‐
10,626
1,416
‐
‐
12,042
6,774
‐
‐
‐
73,175
‐
73,175
10,000
6,253
89
Sewer Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
‐ ‐
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
865,000
‐
150,000
‐
‐
13,000
‐
50,000
‐
‐
‐
‐
‐
6,993
‐
‐
293,418
‐
81,297
‐
81,297
1,000,000
515,000
‐
34,000
‐
80,000
‐
200,000
‐
92,000
400,000
‐
‐
3,273,261
5,609,261
‐
‐
40,000
40,000
600 600
Headwords Improvements/SDC
14‐15 Infrastruture Improvements
Phase III
Equipment
Police Access Road
34th Pump Station Rehab/SDC
1st Avenue Redevelopment Proj
Willow Creek
Non‐Capitalized Equipment
TV Truck Equip Replacement
Vactor Truck
Sewer Push Camera
Non‐Capitalized Computers
Sewer Project Reserve
SUBTOTAL CAPITAL
Transfer to SDC Fund
Transfer to Street Fund
SUBTOTAL TRANSFERS
235,103 302,912
SUBTOTAL SEWER RESERVE
3,203,107
405,540
5,649,261
2,526,976 3,209,119
TOTAL SEWER FUND
6,805,483
3,159,928
9,010,390
NET BALANCE
‐
5,228,976
‐
Recurring revenue
3,570,000
3,453,019
1,164,842
201,043
8,388,904
3,700,000
5,294,390
16,000
‐
9,010,390
Recurring expense
2,458,344
701,584
‐
‐
3,159,928
2,471,540
6,499,804
‐
‐
8,971,344
1,111,656
1,228,460
32,065
9,157
‐
‐
46,262
‐
30,354
15,000
‐
167,530
12,891
111,260
‐
‐
4,052
‐
222,461
600
‐
‐
‐
‐
‐
‐
229,137
600
99,909
18,000
‐
130,000
‐
‐
‐
400,000
14,000
‐
1,539,573
3,147,282
‐
90
Parks Development
The Parks Development Fund accumulates funds primarily from Park System Development
Charges (SDC), and to a much lesser degree from grants and donations. Funds are used
to implement planning, capital, and acquisition projects of the Parks Master Plan, Parks
Acquisition Plan, Willamette Wayside Master Plan, and Canby's Community Vision
aspirations for Parks and Recreation, thus enhancing community quality of life.

We are proposing closing this fund, integrating the activities that use to be funded
through this fund into the General Fund Parks Department and recording the SDC
revenue to a new SDC Fund where all SDC improvement revenue will be recorded
so that compliance with allowable use can be more easily tracked and controlled in
accordance with state statutes.
91
ParksDev Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
58,657
600
4,623
‐
34,133
‐
98,013
102,438
600
4,933
27
17,067
‐
125,065
SDC's Parks‐Improvement
Interest Revenues
Donations Parks
IF Principal & Interest
Cash Carryover
TOTAL REVENUE
60,000
500
5,200
10,000
‐
860,961
936,661
173,876
600
4,750
2,500
‐
944,499
1,126,225
‐
‐
‐
‐
‐
‐
‐
‐
Supplies & Services
‐ SUBTOTAL MATERIALS & SERVICES
74,764
Molalla Rrv PW/Will. Wayside
‐
NW Neighborhood Park
17,820
North Woods Estates Park
‐
Logging Road Corridor Project
‐
Community Park Expansion
7,116
Park SDC Engineer Study
SUBTOTAL CAPITAL
99,700
600
O/H to General Fund
SUBTOTAL TRANSFERS
600 600
5,000
5,000
200,000
31,661
375,000
25,000
300,000
‐
931,661
‐
‐
‐
‐
27,294
‐
228,104
‐
1,500
‐
256,898
‐
869,327
869,327
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
21,801 100,300
TOTAL REQUIREMENTS
936,661
1,126,225
‐
NET BALANCE
‐
‐
‐
92
92
10,341
‐
3,638
‐
‐
7,130
21,109
600
92
Street Reserve
The Street Reserve Fund exists to accumulate revenues from different sources in order
to plan and implement large capital street projects.

All funding sources for street capital are recorded into the Street fund and then
excess or balances net direct expenses are transferred to the street reserve
therefore we have proposed closing this fund and executing capital projects
directly from the street fund.
93
2011‐12
PY2
Actual
2012‐13
PY1
Actual
‐
187,584
16,311
9,311
5,814
‐
454,637
443,964
206,687
‐
1,324,308
164,266
91,514
13,220
‐
2,640
328,000
‐
436,980
199,528
‐
1,236,148
19,201
‐
718,985
626,032
143,927
343,767
‐
‐
‐
260,810
‐
‐
6,105
2,118,827
600
59,888
17,898
540,628
‐
521,204
158,247
30,000
‐
‐
‐
31,919
3,483
5,488
1,368,755
600
Street Reserve Fund Budget
2013‐14
Cur Year
Budget
2013‐14
Projected Yr
End Totals
2014‐15
Proposed Budget
185,000
189,026
36,883
‐
2,600
348,778
‐
430,000
166,700
834,320
2,193,307
‐
164,719
36,235
‐
2,500
348,778
‐
435,000
195,000
872,348
2,054,580
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
SDC Storm Project‐1st Avenue
Other Projects
Street Maint Fee Projects
Wait Park ST/SW Reconstruction
1st Avenue Redevelopment Proj
NE 4th Ave Improvements
Police Access Road
N Juniper Reconstruc N Ivy‐9th
Eco Park Frontage/Sidewalk
NE 3rd & 4th Ave CDBG/SDC
SE Canby Sidewalk CDBG/SDC
S Ivy Sidewalk Project/SDC
SDC Trans Engineer Study
SUBTOTAL CAPITAL
Transfer to Street Funds
600 600 SUBTOTAL TRANSFERS
‐
630,307
650,000
‐
‐
‐
‐
464,000
80,000
‐
‐
369,000
‐
2,193,307
‐
‐
‐
‐
‐
‐
‐
‐
‐
2,119,427 1,369,355 TOTAL REQUIREMENTS
Account Title
Federal Fund Exchange
SDC's Trans Improvement
SDC's Trans Reimbursement
Miscellaneous Revenue
Interest Revenues
Reserve Transfer from Streets
Res Trans Fed Fund Exchange
Res Trans Street Maint Fee
Res Trans Local Gas Tax
Cash Carryover
TOTAL REVENUE
NET BALANCE
649,491
‐
‐
‐
‐
400,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,049,491
‐
310,856
694,233
1,005,089
2,193,307
2,054,580
‐
‐
‐
‐
‐
94
911 Emergency
In the past, the city received distribution of state 9-1-1 excise tax directly into its 911 Emergency Fund. An
annual transfer from the Police Department to the 911 Emergency Fund was made in an amount sufficient to
subsidize the cost of dispatch services provided by CCOM. However, with the passage of SB 1559, 911
distributions made after January 1, 2013, will be made directly to CCOM. The Police Department is now
responsible for paying what is billed for dispatch services.
This fund was closed by City Council resolution in June 2013.
95
911FundBudget
2011Ͳ12
PY2
Actual
2012Ͳ13
PY1
Actual
77,388
214
Ͳ
77,602
152,197
600
152,797
19,192
14
111,902
131,108
154,961
600
155,561
AccountTitle
911ExciseTax
InterestRevenues
OPTransferInfromPolice
TOTALREVENUE
CentralDispatch
O/HTransfertoGeneral
TOTALREQUIREMENTS
2013Ͳ14
CY
Budget
2013Ͳ14
Projected
YETotals
2014Ͳ15
Proposed
Budget
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
96
Library Endowment
The purpose of the Library Endowment Fund is to accumulate funds from transfers and donations that can be
used to improve the facilities and services of the Canby Public Library.
The Endowment Fund was set by Ordinance and appears in Chapter 3.16 of the Canby Municipal Code. Fund
principal may only be used for capital expenditures such as a new or remodeled facility, remodeling or repair
of the present facility, purchase of new furnishings or shelving of direct benefit to the Canby Public Library.
Principal funds may be used only after the Library Board has so recommended.
At the time of this publication it is expected that this fund will be closed to the Library Fund per the Library
Board recommendation in April 2013 that the funds will be restricted to use on the new Library facility. Future
endowment gifts will go to the newly formed Library Foundation.
97
LibraryEndowmentFundBudget
2011Ͳ12
PY2
Actual
696
696
600
Ͳ
600
2012Ͳ13
PY1
Actual
AccountTitle
669 InterestRevenues
669
TOTALREVENUE
600 O/HTransfertoGeneralFund
135,481 TransfertoLibrary
136,081
TOTALREQUIREMENTS
2013Ͳ14
CY
Budget
2013Ͳ14
Projected
YETotals
2014Ͳ15
Proposed
Budget
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
98
Debt Service
The Debt Service Fund was created to combine all non-bond debt into one fund. This created added layers of
transfers between funds and it was deemed more efficient and transparent to show debt payments from the
departments that incurred the obligation, therefore this fund is recommended for closure.
99
DebtServiceFund
Budget
2011Ͳ12
PY2
Actual
2012Ͳ13
PY1
Actual
1,079
Ͳ
(60)
202,812
42,455
7,285
99,588
353,159
69,970
42,455
7,285
99,588
40,507
12,536
10,403
6,070
Ͳ
34,133
24,636
Ͳ
347,583
883
434
476
188,635
42,455
Ͳ
101,277
334,160
70,546
42,455
Ͳ
Ͳ
42,860
17,664
8,050
5,444
9,735
17,067
24,636
101,277
339,734
AccountTitle
AFD3LRIPPhaseIPrin/Int
AFD4LRIPPhaseIPrin/Int
InterestRevenues
TransferfromGeneralFund
TransferfromStreets
TransferfromFleet
TransferfromTransit
TOTALREVENUE
PoliceCarLeases
SweeperLease
VehicleLiftLease
BusLease
LoggingRoadPrinciplesPhs1
LoggingRoadPrinciplePhs2
LoggingRoadInterestPhs1
LoggingRoadInterestPhs2
TransfertoGeneralFund
IFLoantoParksDevelopment
IFLoantoCemPerpetualCare
IFLoantoSewer
TOTALREQUIREMENTS
2013Ͳ14
CY
Budget
2013Ͳ14
Projected
YETotals
2014Ͳ15
Proposed
Budget
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
100
Capital Project Fund
Capital Reserve
Historically, the Capital Reserve Fund receives transferred amounts from General Fund departments, as well
as interest revenue. Capital expenditures from this fund were used for items that do not fit into Facilities, Fleet
or Technical Services purchases. For example, the Police Department had used this fund to save for
protective vests and replacement police dogs. PEG fees for capital equipment were also collected and
distributed from this fund.
101
CapitalReserveFundBudget
2011Ͳ12
PY2
Actual
2012Ͳ13
PY1
Actual
13,474
234
12,400
Ͳ
26,108
Ͳ
66,624
1,647
Ͳ
68,271
60,429
567
Ͳ
150,000
210,996
183,225
Ͳ
63,780
24,800
271,805
AccountTitle
PEGAccessFees
InterestRevenues
ReserveTransferfromPolice
ReserveTransferfromFleet
TOTALREVENUE
O/HTransfertoGeneralFund
TransfertoFacilities
CapitalͲPEGAccess
CapitalͲPolice
TOTALREQUIREMENTS
2013Ͳ14
CY
Budget
2013Ͳ14
Projected
YETotals
2014Ͳ15
Proposed
Budget
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
102
Canby Urban Renewal Agency
Agency Directors Budget Message for Fiscal Year 2014-2015
To the Urban Renewal Budget Committee:
Following is the proposed budget for the Canby Urban Renewal Agency for the
2014-2015 Fiscal Year. The proposed budget is balanced, as required by state
law.
Background
Urban Renewal Agency is considered a separate entity from the City in relation
to local budget law. The budget development process mirrors the City’s, but the
Agency Budget Committee is a separate entity from the City’s Budget
Committee, although the membership is similar (the Agency’s Budget Committee
has two additional members, the Mayor and one additional citizen). Agency
budgeting and Budget Committee deliberations are subject to all the same laws
regarding open meetings, auditing standards, and fund accounting as is the
City’s budget.
The Canby Urban Renewal Agency is the Mayor and six members of the Council.
Under Oregon Urban Renewal Law, financing of projects, administration, and
activities of the Agency must be funded through debt, consisting of long-term and
short-term debt from internal or external sources.
Funds
The Urban Renewal District has two separate funds; the Urban Renewal Debt
Service Fund which accounts for tax increment revenue and repayment of debt
obligations issued to fund Agency projects, and the Urban Renewal General
Fund, where administration and project implementation are accounted for.
The Agency contracts with the City to provide staff to administer programs and
required materials and services. In addition, the Agency at times contracts with
outside experts, including financial consultants, engineers, and an attorney
specializing in Urban Renewal law. Total contract costs for all of these functions
are budgeted to be $530,796.
Total debt obligations outstanding for the Agency as of July 1, 2014 will be
approximately $28,000,000. If paid in accordance with debt payment schedules
as issued, all currently outstanding debt will be paid in full on June 1, 2036.
However all of the debt has early payment provisions, the latest of which allows
debt outstanding to be paid in full on June 1, 2022 if that is the will of the
governing body and funds are available.
The Urban Renewal Plan projected completing all plan projects with 20 years of
inception or fiscal year 2020. However the Agency has the authority to continue
issuing debt until it has reached its maximum indebtedness of $51,149,000. As
of June 30, 2013, debt incurred was $38,261,723 and additional debt capacity
was $12,887,277. Legally the Agency will exist until all debt has been
extinguished.
103
Urban Renewal General Fund Revenues
The majority of revenues are from cash carryover which primarily represents unspent restricted
bond proceeds for the Library / Civic Center. Other revenues include a transfer from the Urban
Renewal Debt Fund and other sources such as grants, revolving loan income and interest
revenue. Collectible tax increment revenue is estimated at $2,397,500 in FY 2014-2015, up
approximately 3% from 2013-2014 actual revenues. Continued growth in Agency tax revenues
can be attributed to growth in commercial and industrial projects within the district.
Urban Renewal General Fund Expenditures
The largest expenditure is the $8.2 million Library / Civic Center that the Agency has bond
proceeds in hand to complete. An advisory vote will determine if the Agency will move forward
with this or other projects identified in the plan. Other major programs budgeted in the current
year include the Revolving Loan Program, the Façade Improvement Program, pending SDC
incentive reimbursements, other projects and contingency.
104
Projects and Programs include:
The Library / Civic Center: $8,206,934 for the
design and construction of a new first floor library
and second story city administration space. The
building will be a community gathering space as
well as to provide access books, information,
computers and other technology. This building
replaces cramped, inefficient space and will meet
the growing needs of the community. Planning,
permitting and early construction will occur next fiscal year, pending approval by voters
in May. The project should be completed in late 2015.
Revolving Loan Fund: $250,000 for capital projects ranging from $10,000 to $250,000
for building expansions, new construction, building code upgrades, seismic retrofits, and
fixtures that are part of the building. The fund partners with commercial banks and other
lenders to provide loans to Canby businesses. The maximum loan amount is 40% of the
project and the borrower contributes at least 10% with the balance coming from banks or
other lending institutions. The first loan funded extensive façade improvements for the
American Legion Building.
Façade Improvement Program: $150,000 to help
property owners and businesses spruce up their
appearance. The program offers grants of up to
$1,500 for design, $1,500 for construction
documents and a 50% match up to $25,000 for
façade improvement construction. Over fifteen
businesses have taken advantage of the program
with more planned.
SDC Incentive Program: $96,227 to reimburse city related systems development
charges to Shimadzu Manufacturing USA, Inc. and Pioneer Pump who added major
expansions in the Canby Pioneer Industrial Park in 2011. The program provides an
incentive for existing and new industrial businesses to create and maintain better paying
new jobs.
Beautification and Marketing: $25,000 towards
beautification and marketing to be used to fund art in the
downtown area. A newly formed citizen’s advisory board has
solicited proposals from artists and will install art downtown
that engages Canby residents and visitors. The art will reflect
Canby’s unique history and character. Other beautification
projects could include a mural and other place making efforts
to create an attractive and engaging downtown.
105
The Main Street Program: Includes salary and benefits for a full time
staff member to implement the National Main Street 4-Point Approach
in Canby focused on Promotion, Design, Organization, and Economic
Restructuring.
Events and promotions throughout the year include The First Friday
program and annual events such as the Kiss Summer Goodbye Party,
Halloween Spooktacular Village, and Light Up The Night. These events
invite Canby residents and tourists to downtown Canby and supports
the strong business community downtown.
The Design focus identifies and supports beautification efforts within the Urban Renewal
District. Organization focuses on volunteer recruitment and coordination with outside
community organizations. Economic Restructuring focuses on recruiting and retaining
businesses throughout the downtown area. Staff updates the available properties
database to promote vacant sites and buildings. The Main Street program also works
with others to provide targeted outreach to businesses who may be struggling. Each
area of focus is important in continuing the momentum occurring in downtown Canby.
This is accomplished through new and current events, attracting visitors, business
recruitment and retention, strengthened relationships with other community
organizations and effectively creating a beautiful, walkable downtown.
Sequoia / 13th Avenue Connection: $25,000
for the final segment of the Sequoia Parkway in
the Canby Pioneer Industrial Park. The agency
invested $4.2 million to make the final phase of
the park development ready. The project adds
critical transportation access and infrastructure
to 60 acres of prime industrial land. More traffic
safety improvements are planned for 13th
Avenue.
RARE Program: $20,000 to participate in this University of Oregon program to bring
technical assistance to rural communities. A graduate student with full access to
university resources will assist with 1) a business survey, 2) supporting businesses and
developers in using the new Open Counter program that provides cost, time and permit
requires needed in the development and expansion process, 3) researching best
practices and long term funding options for the Main Street program and 4) working with
volunteers and expanding and coordinating events.
Wait and Community Park: $13,000 to continue a
successful partnership with Wilderness International and
community groups to upgrade areas of the Park. The URA
is investing money and is leveraging funds from donors.
Projects include removing brush, blackberries and other
invasive species, adding on to the nature trail, restoring
wetlands areas, installing native plants and spreading bark dust.
106
Urban Renewal Funds
The purpose of the Canby Urban Renewal Agency is to administer the statutory tax increment
revenues for funding of the goals and objectives of the Canby Urban Renewal Plan through
designated projects within the Urban Renewal District.
The Canby Urban Renewal Agency, composed of the Mayor and City Councilors, began
operating under the Oregon Urban Renewal Laws and the adopted Canby Urban Renewal Plan
on December 24, 1999. The Urban Renewal Agency will be working on programs to carry out
the goals and objectives of the Canby Urban Renewal Plan:
1) To diversify economic base and family wage jobs within the district;
2) To maintain effective, efficient and safe traffic system for vehicular and pedestrian users;
3) To improve and retain existing businesses and
4) To improve attractive visual amenities for customers and community members throughout the
district.
Goals Integration
Major goals that align with Canby’s Community Vision for this fiscal year include:
 Promote industrial and business growth by marketing the Pioneer Industrial Park to
businesses and developers, and targeting Advanced Metals as part of a statewide business
recruitment effort.
 Maintain Canby Identity by implementing a public art program, blade sign incentives and
murals.
 Foster a strong business community by connecting companies to the URA Revolving Loan
Program, Façade Improvement Program, SDC Reimbursement Incentive program and the
Explore Canby mobile App to promote Canby businesses.
 Keep a vital and active downtown by investing in a library/civic center building, supporting
the Main Street Program and exploring rail road quiet zone options.
Budget at a Glance
Urban Renewal General Fund:
Materials and Services – Includes contracted wages and benefits: all employees are employees
of the City not the Agency. Other administrative costs include office and meeting supplies,
employee training, contract professional services, and charges for services for facilities,
administration and technical services.
Capital Outlay – Includes design, and early project development of a new Library/Civic Center,
traffic safety improvements on 13th Avenue as part of the Sequoia Avenue extension project,
matching funds for a RARE participant, the facade improvement program, the revolving loan
program, the SDC incentive reimbursement program, beatification and marketing, Wait and
Community Park upgrades, and downtown rail related quiet zone improvements.
Urban Renewal Debt Service Fund:
Debt Service – Principle and interest to pay outstanding obligations of the Agency.
Transfers – To the Urban Renewal General Fund to pay contract expenses directly from tax
increment in excess of required debt service.
108
Urban Renewal General Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
9,000,000
‐
‐
‐
‐
62
42,937
1,000,000
‐
‐
10,042,999
‐
15,179,711
10,300
‐
6,527
51
47,332
522,000
‐
‐
15,765,921
‐
340,058
47,706
‐
34,254
‐
99,956
521,974
‐
Employee Benefits
330,229
Personal Service contract
34,476
Mat & Svc Contract
262,893
Bond Issuance Costs
9,890
Main Street Project
‐
City Logo Products
57,934
Due to City
Fire Dept Capital Projects
‐
RARE Program
1,060,810
Sequoia/13th Ave Connection
1,678,839
1st Avenue Redevelopment
65,757
URD Projects
‐
Office Building Renovation
398,636
URD Project‐Library/City Hall
1,595,741
URD Project‐Police Station
11,231
Beautification & Marketing
65,770
Facade Imp. Program
‐
Redevlop. Grt Progrm
‐
Walnut St. Imp.
SDC Incentive Program
2,935
Wait and Community Park
‐
Railroad Quiet Zone
‐
Revolving Loan Fund
SUBTOTAL CAPITAL
4,879,719
‐
Contingency
‐
Other Financing Use
SUBTOTAL OTHER
‐
19,000
117,886
695,567
29,750
10,047
13,362
7,348,787
1,485
91,468
‐
5,422
1,300
‐
‐
8,334,074
‐
23,749
23,749
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
Debt Proceeds‐Police Station
Debt Proceeds‐2012 Bond Issue
URD Grants
Revolving Loan Income
City Logo Product Sales
Interest Revenue
OP Transfer In from UR Debt
Transfer from Library
Cash Carryover
TOTAL REVENUE
‐
‐
11,030
6,000
‐
60
30,000
500,000
‐
12,070,965
12,618,055
‐
‐
8,750
6,837
396
189
59,950
500,000
‐
12,143,066
12,719,188
‐
‐
3,000
10,255
‐
25
35,000
500,000
‐
388,895
57,443
‐
29,865
100
117,127
593,430
‐
358,830
57,443
‐
20,000
100
117,127
553,500
‐
‐
2,680,926
2,456
10,000
‐
121,862
‐
19,325
78,828
‐
‐
‐
13,000
10,000
35,000
2,971,397
‐
‐
‐
‐
‐
25,514
‐
‐
‐
530,796
556,310
‐
20,000
25,000
‐
120,000
‐
8,206,934
‐
25,000
150,000
6,000
‐
96,227
13,000
10,000
250,000
8,922,161
264,100
‐
264,100
‐
3,139,190
2,456
70,000
‐
8,101,364
‐
25,000
150,000
6,000
‐
38,000
50,000
200,000
11,782,010
242,615
‐
242,615
9,194,291
9,742,571
109
Urban Renewal General Fund Budget
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
‐ 2,212,853
‐ 2,212,853
Transfer to URD Debt Svc
SUBTOTAL TRANSFERS
‐
‐
‐
‐
‐
‐
8,879,797 7,787,994
TOTAL REQUIREMENTS
12,618,055
3,524,897
9,742,571
NET BALANCE
‐
9,194,291
0
Recurring revenue
‐
12,658,653
60,535
‐
12,719,188
‐
9,707,546
35,025
‐
9,742,571
Recurring expense
‐
3,524,897
‐
‐
3,524,897
‐
9,742,571
‐
‐
9,742,571
110
Urban Renewal Debt Service Fund
2011‐12
PY2
Actual
2012‐13
PY1
Actual
Account Title
2013‐14
CY
Budget
2013‐14
Projected
YE Totals
2014‐15
Proposed Budget
1,881,761
36,864
41,115
7,799
2,675
26,475
4,172
66,578
‐
‐
2,067,439
2,119,121
63,885
31,904
8,274
2,844
22,766
3,697
62,144
2,212,853
‐
4,527,488
Tax Increment
Tax Increment ‐ Prior
LID Walnut St Princ
LID Hazel Dell Way Princ
Interest Revenues
LID Walnut St Int.
LID Hazel Dell Way‐Interest
Bond Interest Rebate (ARRA)
Trans From Urban Renewal Gener
Cash Carryover
TOTAL REVENUE
2,187,967
66,400
33,850
8,778
2,400
19,966
3,193
63,244
‐
237,664
2,623,462
2,322,795
63,500
33,850
8,778
3,000
19,966
3,193
58,691
‐
252,749
2,766,522
2,397,500
63,500
38,549
9,313
2,500
18,940
2,659
57,125
55,438
44,806
39,734
72,704
240,000
41,062
40,000
95,000
‐
40,043
31,651
28,068
81,846
36,188
13,061
346,699
147,950
‐
‐
‐
1,354,250
1,000,000
1,000,000
891,840
758,577
672,701
73,085
300,000
35,280
45,000
100,000
‐
46,388
44,353
39,332
79,665
26,463
18,843
426,638
144,294
220,017
‐
‐
3,922,476
522,000
522,000
Debt Payments‐Sequoia Pkwy
Debt Payments‐Hazeldell Way
Debt Payments‐Seq & SE 4th
Debt Pmts‐Sequoia St 5 & 6
Debt Pay‐NW 2nd/Lot (Cinema)
Debt Pay‐Walnut St
Debt Pay‐Police Building
Debt Pay‐1st Ave Redev
Debt Pay‐2012 Bond Principal
Debt Pay‐Sequoia Pkwy Int
Debt Paymts‐Hazeldell Interest
Debt Pay‐Sequoia & SE 4th Int
Debt Pay‐Sequoia 5 & 6 Int
Debt Pay‐NW2nd/Lot Int (Cinema
Debt Pay‐Walnut St Int
Debt Pay‐Police Building Int
Debt Pay‐1st Ave Redev Int
Debt Pay‐2012 Bond Int
Loan Payment Reserve
Series 2008 Bond Reserve
OP Transfer to UR General
SUBTOTAL TRANSFERS
‐
‐
‐
78,543
335,000
37,045
‐
100,000
145,000
‐
‐
‐
77,108
13,903
17,080
425,738
140,544
489,788
72,213
191,500
2,123,462
500,000
500,000
‐
‐
‐
78,543
335,000
37,045
‐
100,000
145,000
‐
‐
‐
77,108
13,903
17,080
425,738
140,544
489,788
‐
‐
1,859,749
500,000
500,000
‐
‐
‐
79,018
‐
38,897
‐
100,000
550,000
‐
‐
‐
74,359
‐
15,228
425,738
136,794
479,363
405,962
191,500
2,496,859
500,000
500,000
TOTAL REQUIREMENTS
2,623,462
2,359,749
2,996,859
NET BALANCE
‐
406,773
‐
2,354,250 4,444,476
406,773
2,996,859
111

Budget Worksheet In Process.xlsx

Transcription

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