2019-2020 ANNUAL ADOPTED BUDGETS

2019-2020 ANNUAL BUDGET ADOPTED

Budget Committee

Citizens Council Dan Crews Cecelia Koontz, Mayor Steve Deptula Roxanne Beltz Rich Graham Jon Carey George Jeffery Christopher Lopez Mark Lane Laurel Sharmer Thomas Perry Byron Shinkle Nan Willis Darin Silbernagel

Staff Scott McClure, City Manager Janet Chenard, Finance Director

Table of Contents

Budget Message ...... 1 Budget Summary ...... 7 General Fund ...... 13 MANAGEMENT & FINANCE ...... 18 MONMOUTH POLICE DEPARTMENT ...... 21 COMMUNITY DEVELOPMENT ...... 26 MONMOUTH PUBLIC LIBRARY ...... 29 PARKS & RECREATION ...... 34 MUNICIPAL COURT ...... 37 SENIOR CENTER ...... 39 NON-DEPARTMENTAL ...... 42 Enterprise Funds ...... 43 SANITARY SEWER FUND ...... 43 WATER FUND ...... 47 STORMWATER UTILITY FUND ...... 52 POWER & LIGHT ...... 54 Special Revenue Funds ...... 60 STREET FUND ...... 60 GRANTS FUND ...... 64 MONMOUTH/INDEPENDENCE NETWORK ...... 66 BUILDING SERVICES ...... 68 SWENSON LIBRARY FUND ...... 72 WESTERN-INDEPENDENCE-MONMOUTH PUBLIC EDUCATION AND GOVERNMENTAL CHANNEL (WIMPEG) ...... 73 WESTERN-INDEPENDENCE-MONMOUTH PUBLIC EDUCATION AND GOVERNMENTAL CHANNEL - CAPITAL FUND ...... 74 TOURISM FUND ...... 75 ECONOMIC DEVELOPMENT LOAN FUND ...... 77 PARKS SYSTEM DEVELOPMENT CHARGE FUND ...... 78 SANITARY SEWER SYSTEM DEVELOPMENT CHARGE FUND ...... 80 WATER SYSTEM DEVELOPMENT CHARGE FUND ...... 81 STORM DRAINAGE SYSTEM DEVELOPMENT CHARGE FUND ...... 82 TRANSPORTATION SYSTEM DEVELOPMENT CHARGE FUND ...... 83

Table of Contents

Capital Projects Funds ...... 84 SPECIAL ASSESSMENT FUND...... 84 SPECIAL CAPITAL RESERVE FUND ...... 85 Internal Service Funds ...... 86 GAS REVOLVING FUND ...... 86 Debt Service Funds ...... 87 LIMITED TAX PENSION OBLIGATION BOND DEBT SERVICE FUND ...... 87 POLICE STATION BOND DEBT SERVICE FUND ...... 88 DEBT SERVICE SECTION ...... 89 CAPITAL IMPROVEMENT PROGRAM (CIP) ...... 96 Appendix 1 ‐ Reader’s Guide ...... 100 CITY OVERVIEW ...... 103 Organization Chart ...... 103 CITY BUDGET PROCESS AND CALENDAR ...... 104 Appendix 2 – Compensation Plan – Non Represented Employees* ...... 106 Appendix 3 - Salary Allocation Schedule By Position* ...... 107 Appendix 4 - Interfund Transfers & Transactions ...... 108 Appendix 5 – City Fiscal Policies ...... 109 Appendix 6 – City Fleet and Facility Listings ...... 119 Appendix 7 – Expenditure Account Descriptions ...... 120

Budget Message

To the Honorable Mayor, Members of the City Council, Citizen Members of the Budget Committee, and Citizens of Monmouth:

As City Manager of Monmouth, please find below my Budget Message for the Proposed Annual Budget for Fiscal Year 2019-20, beginning July 1, 2019, as per the provisions of Oregon budget law (ORS 294.403).

BUDGET FORMAT AND ORGANIZATION

The FY 2019-20 City of Monmouth Adopted Budget for all funds and accounts totals $36,509,657. This is only a slight increase from the 2018-19 Budget ($35,909,914), due primarily to a reduction in capital projects largely offsetting operational cost increases. The Budget document is organized into 24 funds which are broadly organized into six categories: General Fund, Enterprise Funds, Special Revenue Funds, Capital Project Funds, Internal Service and Debt Service Funds.

The General Fund, Enterprise funds, Street Fund, and Building Fund are operating funds that provide for ongoing services such as police protection, building services, street maintenance, wastewater collection and treatment and library services. Special Revenue Funds (excluding the Street and Building Funds) are funds with a specific revenue source that supports capital investments. Capital Projects funds provide a mechanism to allow citizens to participate in local improvement districts and include a Special Capital Reserve Fund initiated by City Council in FY 19- 20 with the proceeds from the sale of two old City buildings. The City also maintains an internal service fund for gas purchases and debt service funds relating to the PERS retirement system and the Police Station General Obligation Bonds.

Each fund has specific revenues and expenditures. Some funds have multiple sources of revenue (taxes, fees, grants, user fees, transfers, etc.); other funds have only one main source of revenue.

Each fund in this budget features a description of the specific projected revenues and expenditures for that fund. A narrative is also included to help the reader understand the purpose of the fund and its departments and programs.

The City also manages Urban Renewal funds, which are treated as a separate budget.

FINANCIAL POLICIES & PRACTICES

The 2019-20 Adopted Budget has been prepared based on City Fiscal Policies and the following practices:

o Revenues and expenditures are estimated accurately, but conservatively o Reserves should be maintained in each fund that are adequate according to accepted accounting practices and to provide a bridge to cover expenses that are incurred prior to the receipt of significant revenues o Ongoing expenses should be covered by ongoing revenue

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o Capital equipment and vehicles should be maintained and/or replaced so they are in proper working order o While this City budget is a one-year document, a multi-year approach is used to consider the future implications of current fiscal conditions and decisions.

Adhering to these policies and practices and disciplined spending has kept Monmouth fiscally strong through good and bad financial times, and has served to produce trust in its financial sustainability as well as transparency in its practices. Financial sustainability is not simply a matter of dollars and cents. A local government has three fundamental responsibilities that are essential to reaching financial sustainability:

1. Equitable Treatment. A jurisdiction must provide basic services for maintaining the health, safety, and welfare of the community, regardless of an individual resident’s ability to pay. 2. Fair Pricing. Each jurisdiction must provide basic services at prices and rates that are fair to current and future residents. 3. Fiduciary Responsibility. A jurisdiction must ensure that current and future expenditures are justified by benefit-cost calculations and supported by reliable revenue streams. Local governments must think carefully about how to clarify the relationship between the benefits stakeholders receive and the contributions they make to sustaining local government.

To this end, the City has added five-year financial plans to its budget document this year, for all six of its major operating funds. These projections provide additional information for ensuring strategic planning is in place as costs increase, if/as revenue growth does not match that rise.

FINANCIAL OUTLOOK FOR 2019-20

While the 2019-20 Budget is stable overall, it does feature some changes. The changes include revenue increases in areas where we now have more history (such as for marijuana taxes), shifts in capital spending to avoid the need for more significant rate increases, and some minor staffing and compensation adjustments. The Stormwater Fund, included as a placeholder in several prior year budgets, continues to be incorporated this way with the plan that this potential new funding source, currently under consideration by Council, is likely to be implemented early in FY 19-20.

On the revenue side, most sources are stable. Property taxes are increasing and court revenues are recovering somewhat with a return to Police Department full staffing. State shared revenues continue to trend up slightly, other than cigarette taxes which continue to decline year over year. Higher than average revenues in the Building Program continue based on ongoing campus projects and new residential and business construction. System development charge funds have also continued to see substantial increases, and are likely to maintain this trend over the near future. An interfund Loan from the Sewer fund has been programmed in the Water Fund to help offset the financial impact of multiple capital projects, thus avoiding another rate increase in FY 19-20.

Capital spending is down significantly, due to completion of the Power & Light headquarters that represented $2.7 million of the FY 18-19 CIP. Employee costs have risen as expected, due to the average 24% PERS rate increase, an estimated 2.27% COLA for most employees, and healthcare increases projected at 3-4% for medical plans and 9% for one of the City’s dental plans. Materials and services line items increased on average by 8% due to increasing costs of technology and professional services, but with a continuation of conservative estimates of spending.

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The overall City budget is 1.67% higher than in 2018-19. The City of Monmouth has always been well-served by conservative budgeting practices. One consequence of these practices has been that actual spending has performed much better than what was adopted. This has been good, but it has sometimes made it challenging to convey the City’s overall financial picture. For 2019-20, both revenue and spending projections continue to bring the projected budget closer to actuals.

The adopted budget allows the City to maintain current services, increase support in certain areas and address current capital needs. Countering this overall positive picture are ongoing concerns related to continuously increasing rates in the Public Employee Benefits System (PERS), costing every government in the State a great deal of money. As of July 1, 2019, the newest PERS rates, ranging from 14.77% to 28.05% of salaries, not including the employee 6% pick-up, go into effect. These costs have led to some challenges now and in the future with maintaining a balanced budget.

Personnel Costs – Benefits and Salaries

For FY 2019-20, the City is budgeting a 2.27% cost of living increase for its approximately 40 non- represented employees. An estimated 1.75% to 2% increase has been incorporated for IBEW employees whose contract is currently being negotiated as well as the contractual raise of 2.75% for the City’s MPOA employees. Additionally, step increases for eligible employees, and health insurance increases, which vary by plan as provided by City County Insurance (ranging from 0% to 9%), have been projected accordingly. Personnel costs are budgeted to increase by 7.6%. PERS rates are set to increase significantly on July 1, 2019, such that City payments, based on the current make-up of employees, will grow 14.6% over what was paid in FY 18-19.

Personnel costs comprise 19.1% of the total City budget (31.3% if reserves, debt service and transfers are excluded). While this figure is not the largest percentage of expenses in the budget, without the City’s valuable staff, there would be no basic services or completed capital projects.

Materials and Services

Departments were directed to build materials and services budgets that provide similar service levels to previous years but at a cost which remains as close as possible to actual prior year spending.

Capital Resources and Investments

Capital Equipment and Vehicles - While some may view spending on capital items as a luxury, without capital such as police patrol vehicles, pickup trucks, loaders, street sweepers and general use vehicles the City cannot deliver services. For example, it does no good to budget for asphalt for pothole repairs if you have no vehicle to deliver the asphalt to the pothole.

Vehicles and equipment are purchased from revenues generated by a specific fund. For example, the General Fund pays for police patrol cars and a bucket truck used by the Power and Light Department would be paid using that department’s utility revenue.

Vehicle and equipment purchases are planned using a multi-year schedule. Specific purchases are highlighted in each applicable fund and in the City’s Capital Improvement Plan (CIP).

Capital Investments – Capital investments, such as street reconstructions, repairing water or sewer lines or adding service capacity to a utility system are funded with ongoing resources, reserves, system development charges or grants. Power transmission facilities, water lines and other capital

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items wear out over time and need replacement. Capital investments are also needed to keep up with growth and changing regulations. Specific investments are noted in various funds and are also listed in the CIP document.

2019-20 BUDGET HIGHLIGHTS

As noted earlier, most funds will see similar spending to the prior year, but at higher costs for personnel and technology on average. A brief narrative on several key City funds is presented below:

General Fund

FY 2019-20 assessed valuation for property taxes is budgeted at 3% above the actual current fiscal year. This represents an increase of current General Fund property taxes over what was budgeted in FY 18-19 of $77,100.

Franchise Fees and In Lieu of taxes will be higher, mostly based on development growth in the City, since no rate increases are currently planned for the City’s existing utilities. Court receipts are expected to continue increasing closer to prior year levels now that the Police Department is fully staffed. State revenue sharing monies, including both the local 3% and State Marijuana taxes, are anticipated to increase by $33,890 over the FY 18-19 budget due primarily to more history with marijuana sales and taxes, allowing for better projections by the State after the second full year of recreational sales becoming legal. One-time proceeds, for the sale in FY 17-18 and FY 16-17 respectively of the old police and fire stations have been transferred to a Special Capital Reserve Fund per Council request, with the intent of being used toward City buildings or infrastructure.

Total General Fund revenues (excluding working capital) are expected to increase by $216,975 (4.1%) compared to 2018-19.

Highlights in the General Fund for FY 2019-20 include:

 Increased spending by departments on pension costs and other employee benefits. Overall, the Police and Parks Departments saw the largest budgetary increases based on higher costs of service related to those operations. This includes continuing to carry about $30,000 in anticipated personnel vacancy savings in the Police budget.  Capital spending includes HVAC replacement and parking pavement for Library, Police vehicles and equipment, and Senior Center van replacement and deck, with the latter fully funded by donations.  Implementation of a City Hall space needs study conducted in FY 18-19. The CIP includes a near future project in this regard, and possible bank loan or issuance of General Obligation bonds, subject to voter approval, to fund the related construction costs.

In prior years, any drawdown of funds was planned and typically focused on one-time projects. The 2018-19 Budget projected running a surplus at year end, and that looks to be on track to improve over projections based on current year results to date. The 2019-20 Budget indicates an increase in beginning fund balance of approximately $212,423 once the FY 18-19 transfer of the special capital reserve is excluded. Additionally, the fund balance is expected to be largely maintained by year end, even if revenues and expenditures are fully achieved, provided contingencies and reserves remain.

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Sanitary Sewer Fund

The Sanitary Sewer Fund position this year remains strong, featuring an ample reserve in order to underpin various future capital projects and allow for an interfund loan to support the Water Fund’s capital project needs over the next several years as well. No rate increase is recommended for this year. Capital improvements scheduled for 2019-20 total about $826,840 for five projects and several vehicles. A rate study is also planned for both Sewer and Water operations.

Water Fund

The Water Fund includes an interfund loan from the Sewer Fund, to stave off rate increases for at least a year, following last year’s 10%, to cover past and current major capital projects. Key projects for 2019-20 are Marion County Well #1 improvements and construction of a third Marion County well, which together are budgeted at $390,500 of the Water Fund’s total $709,830 in CIP projects.

Power and Light Fund

The Power and Light Fund begins the 2019-20 fiscal year with a healthy beginning balance, though it is down nearly $2.5 million from where it began FY 18-19. The fund is currently drawing down reserves, mostly for key CIP projects such as updating its metering equipment prior to obsolescence as well as continued coverage of a portion of MINET debt service. A rate study is planned to be completed during this fiscal year.

Building Fund

As a small, standalone fund, the Building Fund has been dramatically impacted by construction projects the last few years. Prior new housing construction and ongoing construction on the Western Oregon University campus has kept the department busy. Several commercial building and WOU projects are in progress and will continue into 2019-20. The fund is projected to run an annual surplus for 2019-20 and starts the year strong owing to significant carryover funds from previously permitted projects. A contracted temporary building inspector position is being proposed to be converted to a full-time, benefitted position given the significant volume of jobs in the pipeline.

Streets (State Gas Tax Fund)

The primary revenue for the Street Fund is State gas tax revenue. These revenues are increasing, based on a transportation funding package recently approved by the State of Oregon. Maintenance had been previously reduced to deal with a lack of available funds. The City is now in the position to increase maintenance activities, and must do so to remain in compliance with spend down requirements for this funding source. However, review of the five year financial plan for this fund, and the projected spending, show that it will become critical to pull out the stormwater management operations into its own fund with a separate funding source, in order to maintain a balanced budget in the future.

SDC, Special Revenue Funds and Capital Projects Funds

The City charges System Development Charges (SDC) to assist with the cost of improvements needed to accommodate new growth. Significant new revenue is anticipated in these funds due to

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projected building activity. The expenditures for the five SDC funds are noted in the City’s Capital Improvement Program.

The City also maintains a variety of special funds to account for specific, unique expenditures such as grants, tourism promotion and public access support.

Significant SDC funded projects included in this year’s budget are the construction of the SW Pump Station Interceptor at Gwinn and Warren St. (a project postponed from FY 18-19), as well as a variety of transportation priorities currently under discussion and planning with the City Council.

CONCLUSION AND RECOMMENDATION

The recommended budget as presented represents a wise and effective use of resources. As noted previously, basic services are maintained, resources have been allocated to key areas and important capital needs would be addressed as presented. Despite a significant increase in the pension costs for City employees, this has been managed through minor reductions in non- personnel service and capital budgets, as well as improved overall revenues in all funds.

Staff looks forward to working with the Budget Committee to review the plan and to discuss alternative approaches to delivering key community services while maintaining the financial stability of the City.

Respectfully submitted,

Scott D. McClure City Manager and Budget Officer June 5, 2019

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Budget Summary

The City of Monmouth adopted expenditure budget for FY 19-20 is summarized by Fund, Department and Category in the table below. In the following pages, the reader will find graphs and narrative which provide a high level overview of the various components of the budget, as well as some historical and future trends of which to be aware. Fund structure and accounting method information as well as a revenue summary by fund/category can be found on pages 100-102.

BUDGET SUMMARY - 2019-2020 ADOPTED BUDGET

Personnel Mater ials & Services Services Capital Outlay Transfers Debt Service Contingencies Reserves Total General Fund Management & Finance 1,006,590 314,400 40,000 1,360,990 Police 2,025,720 477,000 61,000 2,563,720 Community Development 161,885 30,805 192,690 Library 531,180 168,510 38,000 737,690 Parks & Recreation 154,030 188,845 15,000 357,875 Municipal Court 134,970 122,910 257,880 Senior Center 63,310 32,055 40,000 135,365 Non-Departmental 6,000 868,816 350,000 1,224,816 Total General Fund 4,077,685 1,334,525 194,000 6,000 868,816 350,000 6,831,026 Enterprise Funds Sanitary Sewer 418,440 1,191,864 826,840 500,000 395,200 1,081,773 1,500,000 5,914,117 Water 601,670 1,174,392 709,830 391,281 400,000 3,277,173 Power & Light 1,251,200 5,164,574 1,003,744 400,000 270,975 1,016,607 200,000 9,307,100 Stormwater 20,000 20,000 50,000 10,000 100,000 Total Enterprise Funds 2,291,310 7,550,830 2,590,414 900,000 666,175 2,499,661 2,100,000 18,598,390 Special Revenue Funds Street 343,830 368,589 590,330 145,511 1,448,260 Grants Fund 1,500 4,000 40,081 45,581 MINET 21,912 992,610 37,019 200,000 1,251,541 Building Services 255,130 88,464 134,816 400,000 878,410 Swenson Library 30,000 6,965 15,000 51,965 WIMPEG Fund 14,590 4,930 16,686 36,206 WIMPEG Capital Fund 92,779 1,000 1,000 94,779 Tourism Fund 37,475 14,310 52,582 10,000 114,367 Economic Dev Loan Fund 32,500 15,000 10,540 58,040 Parks SDC 135,000 296,379 25,000 456,379 Sanitary Sewer SDC 102,000 943,660 619,823 500,000 2,165,483 Water SDC 110,000 92,000 472,397 25,000 699,397 Storm Drain SDC 1,000 50,000 156,280 100,000 307,280 Transportation SDC 116,000 250,000 590,936 1,000,000 1,956,936 Total Special Revenue Funds 613,550 862,458 2,183,769 36,222 992,610 2,549,394 2,326,621 9,564,624

Capital Project Funds Special Assessment 500,000 500,000 Special Capital Reserve 64,833 365,655 430,488 Total Capital Project Funds 500,000 64,833 365,655 930,488

Internal Service Funds Gas Revolving 103,920 9,197 113,117 Total Internal Service Funds 103,920 9,197 113,117 Debt Service Funds PERS Bonds 228,368 4,858 233,226 Police Station GO Bonds 233,375 5,411 238,786 Total Debt Service 461,743 10,269 472,012 Total Annual Budget 6,982,545 9,851,733 5,477,380 1,007,055 2,120,528 5,917,871 5,152,545 36,509,657

Prior Year Budget Totals 6,491,740 9,102,798 7,364,611 858,877 2,101,932 5,156,783 4,833,173 35,909,914 Increase / (Decrease) 490,805 748,935 (1,887,232) 148,178 18,596 761,088 319,372 599,743 Percent Change 7.56% 8.23% -25.63% 17.25% 0.88% 14.76% 6.61% 1.67%

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To provide a visual perspective of the numbers on the preceding page, this first graph shows the relative proportion of each type of fund in the City’s adopted budget. As can be seen, the Enterprise Funds, which include all the City’s utility Internal Service Funds FY 19‐20 ADOPTED BUDGET Capital Projects funds, comprise just over half of the City’s total 0.3% Debt Service Funds 1.3% 2.6% budget. The Special Revenue Funds, which are those

General Fund with a certain dedicated source of revenue that is Special Revenue 18.7% Funds legally restricted to expenditure for specific purposes, 26.2% are a bit more than one quarter of the City’s budget. The General Fund which houses all of the primarily property tax supported government operations such Enterprise Funds 50.9% as police, library, senior center and community development is the third largest portion of the budget at roughly 19%. The remainder of the funds used for debt, capital projects and internal fuel services, make up the remaining 4% of the budget, and house the remaining five of the City’s total of twenty- Adopted Expenditures by Department Mgmt & Finance, $1,360,990 four funds. Another illustration of how the Community Library , $767,690 Development , $262,665 Building, $343,594 budgetary allocations are split out can be Court, $257,880 Police, $2,563,720 shown by department and non- Reserves, $5,152,545 Senior Center, $135,365 departmental category as per the pie chart to the right: Contingencies, $5,917,871 Power & Light, $7,419,518 Looking more indepth at the General Fund, the two graphs at the bottom of this page Debt Service, $2,120,528 depict a breakdown by category of Public Works, $8,586,437 spending, wherein it can be seen that Transfers, personnel services make up almost 60% of $1,007,0… the costs in this fund, and that this remains Capital Outlay ‐ Non‐ Dept, $592,779 true for most of the departments within the Materials & Personnel Services ‐ fund. At nearly $2.6 million, and with the Services ‐ Non‐… Non‐Dept, $14,590 largest number of full and part-time employees totaling 18 people, the Police Department makes up about 37.5% of the General Fund Budget. Nearly 20% of the budget, or about $1.4 million, is used by the City’s Management and Finance team of 8 employees to provide administrative services and support to all the City departments. The third largest department, the Library with nine mostly part-time staff, is almost 11% of the budget at a total of nearly $738 thousand. The non-departmental category of transfers,

General Fund Appropriations by Category General Fund Appropriations by Dept and Classification

Reserves Contingency 5.1% $3.0 12.7% $2.5

Transfers Millions $2.0 0.1% $1.5 Capital Outlay 2.9% $1.0

$0.5

Materials $0.0 Personnel & Services Services 19.5% 59.7%

Personnel Services Materials & Services Capital Outlay Transfers Debt Service Contingencies Reserves

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contingencies and reserves actually comprises the third largest portion of the General Fund budget in FY 19-20, at just under 18% and approximately $1.2 million total. Only $6,000 of this budget represents anticipated expenditure activity, in the form of a transfer to support WIMPEG activities. The remainder of the balance is General Fund contingencies and reserves.

The graph to the left depicts a breakout of General Fund actual and estimated resources respectively for the prior, current and upcoming fiscal year. Property taxes are projected to increase by about the 3% allowed margin, which may be conservative given the amount of new development currently underway. However, it takes considerable growth to add significant dollars to the tax rolls, and most of the land upon which building is being done already had some level of taxable assessed value. Despite lower than projected marijuana tax turnovers in the first year of collection (FY 17-18) the State’s forecast for the FY 18-19 budget turned out to considerably under revenues received for this source. However, after only two years of marijuana tax receipts, it is too early to assume the upward trend will continue. The increases to in-lieu of tax charges and franchise fees for City utilities which was implemented in the FY 17-18 budget have served to continue to enhancing working capital available in both FY 18-19 and FY 19- 20. Overall, General Fund resources are projected to increase by $510 thousand over FY 17-18 by fiscal year end FY 18-19, but then decrease again by about $113 thousand in FY 19-20. This decrease occurs due to special one-time Comcast delinquent taxes received in FY 18-19, as well as declining Library revenues and the previously stated conservative assumptions regarding future marijuana tax levels. Costs continue to increase, particularly for pension and healthcare benefits, as well as infrastructure maintenance, so maintaining sufficient working capital is critical to the City’s continued fiscal health.

The chart to the right shows Tax Rates and Assessed Value historical tax rates and assessed value (AV) $600 $4.3000

amounts for the City of Millions $4.2000 $500 Monmouth. For FY 19-20, $4.1000 the estimate of a 3% growth $400 rate results in an AV of $4.0000 about $500 million. For $300 $3.9000 every $1,000 of AV, the City $3.8000 collects $3.6107 in taxes via $200 Assessed Value the permanent rate – a rate $3.7000 that was set via the Measure $100 50 legislation in 1997. $3.6000 Additionally, the City $‐ $3.5000 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 commenced levying and Assessed Value 412,776,86 428,617,85 445,708,87 468,081,68 485,906,66 500,483,86 collecting property taxes in Tax Rate $4.1459 $4.1228 $4.1055 $4.0797 $4.0754 $4.0718 FY 14-15 for the voter-

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approved General Obligation (GO) Bonds issued to build the City’s Police Station. The City proposes to levy $230,700 for FY 19-20 in respect of the Police GO Bonds, which, based on the estimated AV noted above would result in an additional 46.11¢ per $1,000 of AV to be added to the permanent rate, for a total of approximately $4.0718 per $1,000 of AV in FY 19-20.

Utility and Street Fund Revenue Utility and Street Fund financials are also illustrated in this Budget Summary with two graphs which depict $10.0 respectively a visual perspective on FY $9.0 Millions 19-20 estimated resources as well as $8.0 adopted expenditures. A Stormwater $7.0 Utility Fund (previously characterized $6.0 under the older nomenclature of “Storm $5.0 Drain Utility”) has been included again $4.0 this fiscal year, with the hope that a $3.0 new Stormwater Utility fee may be $2.0 established in the coming year such $1.0 that related operations may be

$0.0 extracted from the Street Fund where Sanitary Sewer Water Power & Light Stormwater Street Misc Transfers from Other Funds Intergov't Revenue there are insufficient resources for the Loan Proceeds Charges for Service Working Capital work needing to be accomplished. Unlike the General Fund, the utility funds are financed with user fees. The Street Fund is financed primarily through State Gas Tax proceeds as well as a finite balance of Surface Transportation Program (STP) dollars also available through the State. Working capital or Fund Balance/Reserves in each of the utility funds represents cash that would be used in case of unexpected infrastructure failure as well as for planned future capital projects.

The chart to the right shows adopted expenditures by category for all of the Utility, Street and System Development Charge (SDC) Funds. For FY 19-20, contingencies and reserves represent a substantial portion of the Sewer Fund, but these categories are becoming less available in the other three active Funds, where capital project costs are depleting fund balances and reserves to an extent where rate increases may be needed in coming years to accomplish necessary projects. The large Materials & Services category for Power & Light (MPL) includes wholesale power purchases from Bonneville Power Administration (BPA). Continuously increasing BPA prices are a big factor behind future possible MPL rate increase(s). The most significant capital cost category is seen in the Sanitary Sewer Fund in FY 19-20, due primarily to the proposed SDC-funded SW Pump Station Interceptor on Gwinn St., as outlined in the Capital Improvement Plan (CIP) document. It should also be noted that there are sizeable transfers budgeted in both the Sewer and Power & Light Funds for interfund loans respectively to the Water Fund and MINET Fund. More details on these loans can be found in the Fund narratives which follow.

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As noted previously, one of the City’s most significant cost categories across all funds is for employee wages and benefits. To attract and keep the expert and high quality staff that work for the City, it is important to offer compensation comparable to other similar jurisdictions, particularly in a unionized environment.

The two graphs on this page depict respectively the breakdown of wage, pension, healthcare and other benefit dollars by department and then the relative percentage of City Employee Compensation by Department these categories for all City employees. It can be seen that of $2,500 course Police, with the highest $2,000 number of employees, and who Thousands have significant responsibility and $1,500 safety concerns in their sworn duties, has the highest personnel $1,000 services budget at just over $2 $500 million. MPL is the next highest, with its highly specialized work $0 force, with a total of nearly $1.3 million in wages and benefit costs, which includes the new apprentice lineman position approved by the Wages (Incl OT) PERS Healthcare Other Benefits Budget Committee and Council in the FY 18-19 budget.

The pie chart to the right shows more clearly how the personnel services City Employee Compensation costs break down on average for all Wages (Incl OT) PERS Healthcare Other Benefits City employees in total. Wages are 6% typically around 60% of a City employee’s compensation, with 17% pension and healthcare costs together making up around 34%. There is variation from employee to employee of course, since healthcare support 17% can range from the employee only to 60% the employee plus family. Pension costs through the Oregon Public Employee Retirement System or “PERS” also vary depending on when the employee came into the system (employer costs are lower for the newer plans) and whether or not the individual is a public safety or general government employee. The latter has a lower cost plan to employers as well. PERS rates have increased substantially in FY 19-20 from FY 18-19 levels as shown in the matrix below. The new rates will stay the same in FY 20-21, but then are anticipated to jump again for the 2021-2023 PERS Employer Rates biennium by close to the full “collared” allowance of 6 Monmouth 2017-2019 2019-2021 % Increase # of Emps percentage points based on the ever-increasing OPSRP-GS 10.81% 14.77% 37% 29 unfunded liability of the overall State system. The OPSRP-PS 15.58% 19.40% 25% 16 “good news” with regard to the FY 19-20 City PERS-GS 18.15% 21.21% 17% 12 budget is that initial cost estimates as high as an PERS-PS 23.55% 28.05% 19% 2 incremental $215,000 are projected to now be only Avg Increase: 24% about a $151,500 (or 14.6% over FY 18-19 budgeted

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PERS expenditures, which include bond payment funding). The lower number is partly based on improved earnings that lowered the original rate estimates as well as the City employee composition which as can be seen on the previous page is comprised of more lower cost, OPSRP plan members.

Healthcare cost increases on average are considerably lower than in FY 18-19, with medical plans having only increased by 3-4% depending on the benefit choice. These increases have been incorporated in the Adopted Budget, along with a 2.27% cost of living increase for non-represented employees based on the February 2019 CPI-U benchmark for the Western Region which staff proposes to take to City Council as a reasonable and stable indicator to replace the now obsolete Portland-Salem CPI-W previously used for this purpose.

It should be noted that trend-wise, while healthcare costs appear to be staying at a relatively stable proportion of total compensation (approximately 17% on average), pension costs are becoming an increasingly larger percentage of employees’ wages and benefit dollars. It is estimated over the next five years, PERS plan contributions made by the City will grow from about 17% of total personnel costs to nearly 24% of that total. This can be seen in the graph to the right.

Additionally, City management is keenly aware that revenue growth trends are not keeping pace with these growing costs, as can be illustrated based on a graph of very simplistic projections extending the historical growth of actual General Fund revenue when compared to General Fund budgeted personnel service cost growth over the same period. This trend can also be observed in the General Fund 5-year financial plan found later in this document. It is worth noting that the last time personnel service cost growth was projected to exceed revenue growth, during the FY 17-18 Budget cycle, City Management worked together with the Budget Committee to derive some revenue solutions (increased franchise fee rates and in- lieu taxes for utilities) as well as cost reductions, which served to put the General Fund back on a positive path for a few years. It should also be noted that the above analysis does not include the significant resource requirements needed for deferred infrastructure maintenance (refer to the listings later in the document of the City’s fleet and facilities), as well as other capital project needs in each department. The FY 19-20 Adopted Budget is balanced, and projections are relatively positive for at least another fiscal year, however action will be required in the near future in order to maintain a balanced budget over the five-year horizon and further.

City of Monmouth – FY 19-20 Adopted Budget Page 12

General Fund

RESOURCES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED GENERAL FUND RESOURCES WORKING CAPITAL NET WORKING CAPITAL - JULY 1 1,262,422 1,086,061 1,406,130 1,516,160 1,316,198 1,316,198 1,316,198 TOTAL WORKING CAPITAL 1,262,422 1,086,061 1,406,130 1,516,160 1,316,198 1,316,198 1,316,198

TAX RESOURCES CURRENT YEAR TAXES 1,519,371 1,598,507 1,644,040 1,671,005 1,721,140 1,721,140 1,721,140 PRIOR YEARS TAXES 39,982 39,111 37,400 73,886 39,110 39,110 39,110 MARIJUANA TAX - LOCAL REVENUE - 22,151 15,880 60,000 41,080 41,080 41,080 TOTAL TAX RESOURCES 1,559,353 1,659,769 1,697,320 1,804,891 1,801,330 1,801,330 1,801,330

REVENUES FROM OTHER AGENCIES CIGARETTE TAX REVENUE 12,312 12,088 11,960 12,352 12,350 12,350 12,350 LIQUOR TAX REVENUE 148,787 156,431 166,980 166,980 170,320 170,320 170,320 RECEIPTS FROM ST REV SHARING 105,693 110,964 118,820 114,160 116,440 116,440 116,440 MARIJUANA TAX REVENUE - 57,692 24,810 31,830 32,150 32,150 32,150 TOTAL REVS FROM OTHER AGENCIES 266,793 337,175 322,570 325,322 331,260 331,260 331,260

COURT RECEIPTS COURT - FINES 81,613 72,231 80,640 84,094 81,610 81,610 81,610 COURT - PARKING FINES 880 980 800 980 880 880 880 COURT - COURT COSTS 32,215 17,239 27,080 22,260 32,210 32,210 32,210 COURT - RESTITUTION 940 350 240 360 940 940 940 COURT - ATTORNEY FEES 12,138 6,484 7,030 4,953 12,140 12,140 12,140 COURT - SUSPENSION FEE ------DOG CONTROL 1,132 375 1,070 375 1,130 1,130 1,130 ANIMAL LICENSING 6,290 7,712 6,640 7,712 6,640 6,640 6,640 COURT - ST ASSESSMENT 17,452 14,930 17,850 25,874 27,170 27,170 27,170 COURT - CO ASSESSMENT 6,243 5,551 6,580 7,868 8,260 8,260 8,260 COURT - LEMLA (MED ACCESS) 11 14 - 5 10 10 10 COURT - ST SECURITY FUND - 22 - - - - - COURT - ST OBLIGATION 111 ------COURT - MARIJUANA SURCHARGE 17 18 - 20 20 20 20 COURT - DUII SURCHARGE 20,804 9,279 15,680 7,786 8,590 8,590 8,590 COURT - OFFENSE SURCHARGE 135 245 100 216 140 140 140 COURT - PROBATION FEE ------TOTAL COURT RECEIPTS 179,981 135,431 163,710 162,503 179,740 179,740 179,740

CONTRACTS AND LICENSES FRANCHISE FEES 484,842 672,719 711,840 714,836 736,280 736,280 736,280 TOTAL CONTRACTS AND LICENSES 484,842 672,719 711,840 714,836 736,280 736,280 736,280

LIBRARY REVENUE CHEMEKETA REGIONAL LIBRARY 81,360 88,321 82,560 84,544 73,300 73,300 73,300 LIBRARY FINES AND FEES 8,712 10,380 10,690 9,416 10,200 10,200 10,200 NASA LIBRARY GRANT 3,500 - 2,500 2,500 2,500 2,500 2,500 LIBRARY GRANTS (2) ------READY TO READ GRANT REVENUE 1,500 2,423 2,373 2,337 2,340 2,340 2,340 LIBRARY DONATIONS 101 101 100 330 330 330 330 LIBRARY BOOK REPLACEMENT 2,434 3,984 2,940 - - - - TOTAL LIBRARY REVENUES 97,605 105,210 101,163 99,127 88,670 88,670 88,670

GRANTS AND DONATIONS PARK DONATIONS & GRANTS 350 50 100 1,080 - - - MISC GRANTS & DONATIONS 1,920 - - 600 600 600 600 POLICE DONATIONS 1,000 ------FORFEITURE REVENUE 427 - - 658 515 515 515 POLICE IMPOUNDS AND FEES 10,794 5,546 8,990 6,941 8,170 8,170 8,170 MISCELLANEOUS POLICE REVENUE 16,429 8,477 1,000 5,336 8,480 8,480 8,480 GOVERNMENT POLICE GRANTS - - - 3,068 - - - HISTORICAL PRESERVATION GRANT 3,246 250 9,000 4,500 4,500 4,500 4,500 TOTAL GRANTS AND DONATIONS 34,166 14,323 19,090 22,183 22,265 22,265 22,265

City of Monmouth – FY 19-20 Adopted Budget Page 13

RESOURCES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED

TRANSFERS FROM OTHER FUNDS TSF FOR SUPPORT SERVICES 1,129,633 1,208,095 1,258,122 1,258,122 1,258,122 1,258,122 1,258,122 TSF FOR GEN FUND SUPPORT FEE ------TRANSFER FROM TOURISM FUND 10,950 12,450 18,580 18,580 13,800 13,800 13,800 TRANSFER IN FROM STREET ------PARK IRR DONATION - WATER FUND 19,692 11,231 24,720 16,136 16,140 16,140 16,140 TRANSFER IN FROM SPEC CAP RSRV - - - - 64,833 64,833 64,833 IN LIEU OF TAXES - SEWER FUND 208,920 212,927 216,338 213,554 215,690 215,690 215,690 IN LIEU OF TAXES - WATER FUND 180,327 210,093 234,733 233,594 242,938 242,938 242,938 IN LIEU OF TAXES - POWER/LIGHT 287,935 397,772 418,957 411,131 423,030 423,030 423,030 TOTAL TSF FROM OTHER FUNDS 1,837,456 2,052,568 2,171,450 2,151,117 2,234,553 2,234,553 2,234,553

OTHER RESOURCES INTEREST ON INVESTED FUNDS 13,643 25,548 20,000 37,775 35,890 35,890 35,890 LAND USE APPLICATION FEES 3,500 4,000 7,340 6,450 6,390 6,390 6,390 MGMT SUPPORT PROCEEDS- URD 15,000 15,000 15,000 15,000 15,000 15,000 15,000 LOAN REPAYMENT PROCEEDS - URD ------TRANSFER IN FROM GRANTS FUND ------MUNI CODE ENFORCEMENT FEES ------CARD ACCEPT SERVICE FEES 474 2,314 3,000 2,260 2,280 2,280 2,280 RECREATION PROGRAM FEES 5,901 3,453 5,000 3,152 3,150 3,150 3,150 PENSION OBLIGATION BOND REV ------EVENT REVENUE ------SENIOR/COMM CENTER USER FEES 1,859 2,183 2,000 2,110 2,110 2,110 2,110 SENIOR DONATIONS-SCHOLARSHIPS 104 2 40,100 5 40,100 40,100 40,100 SENIOR TRAVEL 4,399 2,244 3,000 3,000 3,000 3,000 3,000 SR CTR EXPANSION CONTRIBUTIONS ------MISCELLANEOUS REVENUE 216,280 250,800 15,270 12,812 12,810 12,810 12,810 CASH OVER AND SHORT (40) (52) - (30) - - - TOTAL OTHER RESOURCES 261,120 305,492 110,710 82,534 120,730 120,730 120,730

TOTAL GENERAL FUND RESOURCES 5,983,738 6,368,747 6,703,983 6,878,673 6,831,026 6,831,026 6,831,026

City of Monmouth – FY 19-20 Adopted Budget Page 14

GENERAL FUND HISTORICAL DATA EXPENDITURE SUMMARY ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------BY DEPARTMENT PRECEDING PRECEDING BUDGET ACTUAL DEPT ACCOUNT CATEGORY TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED

MGMT / FIN PERSONNEL SERVICES 840,901 897,475 955,165 953,936 1,006,590 1,006,590 1,006,590 MGMT / FIN MATERIALS AND SERVICES 280,613 292,251 341,480 261,713 314,400 314,400 314,400 MGMT / FIN CAPITAL EXPENDITURES 1,356 53,324 25,150 49,466 40,000 40,000 40,000

POLICE PERSONNEL SERVICES 1,701,683 1,772,880 1,940,770 1,909,534 2,025,720 2,025,720 2,025,720 POLICE MATERIALS AND SERVICES 407,425 443,484 417,999 429,045 477,000 477,000 477,000 POLICE CAPITAL EXPENDITURES 80,950 53,896 74,000 73,000 61,000 61,000 61,000

COMM DEV PERSONNEL SERVICES 148,141 143,397 151,128 150,873 161,885 161,885 161,885 COMM DEV MATERIALS AND SERVICES 12,192 9,338 33,117 13,151 30,805 30,805 30,805

LIBRARY PERSONNEL SERVICES 462,626 482,941 501,462 499,656 531,180 531,180 531,180 LIBRARY MATERIALS AND SERVICES 143,144 132,354 150,136 146,631 168,510 168,510 168,510 LIBRARY CAPITAL EXPENDITURES - 23,993 28,000 26,000 38,000 38,000 38,000

PARKS PERSONNEL SERVICES 106,865 110,461 119,160 120,670 154,030 154,030 154,030 PARKS MATERIALS AND SERVICES 118,443 111,810 122,605 135,384 188,845 188,845 188,845 PARKS CAPITAL EXPENDITURES 4,200 - 50,000 50,000 15,000 15,000 15,000

COURT PERSONNEL SERVICES 113,423 120,742 129,222 128,313 134,970 134,970 134,970 COURT MATERIALS AND SERVICES 125,284 104,382 122,109 114,685 122,910 122,910 122,910 COURT CAPITAL EXPENDITURES ------

SR. CNTR PERSONNEL SERVICES 82,603 69,600 57,975 59,844 63,310 63,310 63,310 SR. CNTR MATERIALS AND SERVICES 23,332 24,248 28,800 22,189 32,055 32,055 32,055 SR. CNTR CAPITAL EXPENDITURES - - 40,000 - 40,000 40,000 40,000

NON-DEPT TRANSFERS TO OTHER FUNDS 244,496 6,000 418,385 418,385 6,000 6,000 6,000 NON-DEPT GENERAL FUND CONTINGENCY - - 647,320 - 868,816 868,816 868,816 NON-DEPT GENERAL FUND RESERVES - - 350,000 - 350,000 350,000 350,000 NON-DEPT ENDING FUND BAL CARRY FWD 1,086,061 1,516,160 - 1,316,198 - - -

TOTAL GENERAL FUND EXPENDITURES 5,983,738 6,368,736 6,703,983 6,878,673 6,831,026 6,831,026 6,831,026

City of Monmouth – FY 19-20 Adopted Budget Page 15

General Fund - 5 Year Financial Plan

Audited Audited Adopted Estimated Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Recurring Activity Non-Dedicated Revenue Property & Marijuana Taxes 1,559,353 1,659,769 1,697,320 1,804,891 1,801,330 1,853,370 1,906,960 1,962,160 2,019,000 State Shared Revenues 266,793 337,175 322,570 325,322 331,260 337,320 343,490 349,780 356,190 Franchise Fees 484,842 672,719 711,840 714,836 736,280 758,370 781,120 804,550 828,690 Fines and Forfeitures 135,343 105,617 123,600 120,950 135,340 136,690 138,050 139,420 140,810 Other Miscellaneous Revenue 232,277 278,610 38,270 53,417 51,580 49,810 48,130 46,530 45,010 Interfund Transfers In 1,832,764 2,056,337 2,161,730 2,149,981 2,233,413 2,232,920 2,299,180 2,367,410 2,437,690 Total Non-Dedicated Revenue 4,511,372 5,110,227 5,055,330 5,169,397 5,289,203 5,368,480 5,516,930 5,669,850 5,827,390

Dedicated Revenue Community Development 6,746 4,250 16,340 10,950 10,890 6,330 6,270 6,210 6,150 Library 97,605 105,210 101,163 99,127 88,670 88,670 86,170 86,170 86,170 Police 28,650 14,023 9,990 16,002 17,927 16,650 16,650 16,650 16,650 Public Works - Parks 20,042 11,281 24,820 17,215 16,140 16,300 16,460 16,620 16,790 Senior Center 12,263 7,882 10,000 8,262 8,260 8,260 8,260 8,260 8,260 Total Dedicated Revenue 165,306 142,645 162,313 151,556 141,887 136,210 133,810 133,910 134,020 TOTAL RECURRING REVENUE 4,676,678 5,252,872 5,217,643 5,320,953 5,431,090 5,504,690 5,650,740 5,803,760 5,961,410

Expenditures (Operating) Community Development 160,333 152,735 184,245 164,024 192,690 179,880 195,200 204,570 222,510 Library 605,770 615,295 651,598 646,287 699,690 720,740 760,730 784,250 830,610 Management & Finance 1,121,514 1,189,737 1,296,645 1,215,649 1,320,990 1,356,590 1,424,540 1,464,860 1,559,100 Muncipal Court 194,947 196,144 211,331 201,445 214,240 218,920 228,370 233,650 244,650 Police 2,109,108 2,216,364 2,358,769 2,338,579 2,502,720 2,587,940 2,763,750 2,860,260 3,066,000 Public Works - Parks 229,508 222,271 241,765 256,054 342,875 309,420 323,620 331,100 347,680 Senior Center 105,935 93,848 86,775 82,033 95,365 98,810 104,950 108,850 115,990 Total Operating Expenditures 4,527,114 4,686,393 5,031,128 4,904,071 5,368,570 5,472,300 5,801,160 5,987,540 6,386,540

Expenditures (Non-Operating) Interfund Transfers 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Debt Service 000000000 Total Non-Operating 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 TOTAL RECURRING EXPENDITURES 4,533,114 4,692,393 5,037,128 4,910,071 5,374,570 5,478,300 5,807,160 5,993,540 6,392,540

Total Recurring Revenue less Recurring Expenditures 143,564 560,480 180,515 410,882 56,520 26,390 (156,420) (189,780) (431,130) Non-Recurring Activity Resources: Revenue - Donations/Grants/Debt Proceed 0 0 40,000 5 40,100 0 5,577,000 0 0 Use of Reserves 000000000 Total Non-Recurring Resources 0 0 40,000 5 40,100 0 5,577,000 0 0

Uses: Capital Projects 82,306 131,213 217,150 198,466 194,000 269,500 5,867,000 163,000 53,000 Interfund Transfers - Non-recurring238,4960412,385412,38500000 Budgeted Contingencies 647,320 868,816 821,745 871,074 899,031 958,881 Total Non-Recurring Uses 320,802 131,213 1,276,855 610,851 1,062,816 1,091,245 6,738,074 1,062,031 1,011,881

Net Non-Recurring Activities (320,802) (131,213) (1,236,855) (610,846) (1,022,716) (1,091,245) (1,161,074) (1,062,031) (1,011,881)

Begin Fund Balance, incl. Reserves 1,262,422 1,086,061 1,406,340 1,516,160 1,316,197 1,218,816 821,745 871,074 899,031 Add Total recurring revenue less recurring expenditures 144,577 561,557 180,515 410,882 56,520 26,390 (156,420) (189,780) (431,130) Add Net Non-Recurring Activities (320,802) (131,213) (1,236,855) (610,846) (1,022,716) (1,091,245) (1,161,074) (1,062,031) (1,011,881) Ending Fund Balance, including reserves 1,086,196 1,516,405 350,000 1,316,197 350,000 153,961 (495,749) (380,737) (543,980) Less Fund Balance Reserve Less Ending Assigned Reserves 412,385 350,000 350,000 Less Ending Committed Reserves Less Ending Restricted Reserves 46,995 Fund Balance Avail for Appropriations 1,039,201 1,104,020 0 1,316,197 0 153,961 (495,749) (380,737) (543,980)

Pass-Throughs Revenue 44,773 30,059 40,000 41,733 43,830 46,020 48,320 50,740 53,270 Expenditures 43,760 28,981 40,000 41,733 43,830 46,020 48,320 50,740 53,270

Net Pass-Through activity1,0131,0780000000 Historic Average Improvement (HAI): 318,877 364,636 416,963 476,798 545,221 Estimated Fund Balance with HAI 318,877 518,597 (78,786) 96,061 1,241

Fiscal Policy - Ending Fund Balance (15%): 20% 27% 23% 18% 6% 9% 6% (includes contingencies/reserves/unapp FB) 29% 27% 5% 10% 7% In FY 19-20, the Adopted Budget will meet City fiscal policy for ending fund balance. While the out years are projected to end with negative fund balances, this will likely be mitigated by both contingencies and the historic average improvement (HAI) factor. Capital projects are one driver, as are escalating personnel service costs. Revenue enhancement and/or cost reductions will be needed in coming years.

City of Monmouth – FY 19-20 Adopted Budget Page 16

General Fund - 5 Year Financial Plan Percentage Changes

Actuals Change Actuals Change 19-20 Prop Bgt Projected vs. prior year projected/proposed Budgetary Basis 16-17 to 17-18 17-18 to 18-19 vs 18-19 Est Act FY 20-21 FY 21-22 FY 22-23 FY 23-24 Recurring Activity Non-Dedicated Revenue Property & Marijuana Taxes 6.4% 8.6% -0.2% 2.9% 2.9% 2.9% 2.9% State Shared Revenues 26.4% -3.7% 1.8% 1.8% 1.8% 1.8% 1.8% Franchise Fees 38.8% 5.9% 3.0% 3.0% 3.0% 3.0% 3.0% Fines and Forfeitures -22.0% 12.4% 11.9% 1.0% 1.0% 1.0% 1.0% Other Miscellaneous Revenue 19.9% -588.4% -3.4% -3.4% -3.4% -3.3% -3.3% Interfund Transfers In 12.2% 4.3% 3.9% 0.0% 3.0% 3.0% 3.0% Total Non-Dedicated Revenue 13.3% 1.2% 2.3% 1.5% 2.8% 2.8% 2.8%

Dedicated Revenue Community Development -37.0% 41.0% -0.5% -41.9% -0.9% -1.0% -1.0% Library 7.8% -6.0% -10.5% 0.0% -2.8% 0.0% 0.0% Police -51.1% 19.8% 12.0% -7.1% 0.0% 0.0% 0.0% Public Works - Parks -43.7% 23.9% -6.2% 1.0% 1.0% 1.0% 1.0% Senior Center -35.7% 3.8% 0.0% 0.0% 0.0% 0.0% 0.0% Total Dedicated Revenue -13.7% 5.5% -6.4% -4.0% -1.8% 0.1% 0.1% TOTAL RECURRING REVENUE 12.3% 1.3% 2.1% 1.4% 2.7% 2.7% 2.7%

Expenditures (Operating) Community Development -4.7% 6.1% 17.5% -6.6% 8.5% 4.8% 8.8% Library 1.6% 4.8% 8.3% 3.0% 5.5% 3.1% 5.9% Management & Finance 6.1% 2.0% 8.7% 2.7% 5.0% 2.8% 6.4% Muncipal Court 0.6% 2.5% 6.4% 2.2% 4.3% 2.3% 4.7% Police 5.1% 5.2% 7.0% 3.4% 6.8% 3.5% 7.2% Public Works - Parks -3.2% 14.0% 33.9% -9.8% 4.6% 2.3% 5.0% Senior Center -11.4% -13.6% 16.3% 3.6% 6.2% 3.7% 6.6% Total Operating Expenditures 3.5% 4.3% 9.5% 1.9% 6.0% 3.2% 6.7%

Expenditures (Non-Operating) Interfund Transfers 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Debt Service 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Non-Operating 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% TOTAL RECURRING EXPENDITURES 3.5% 4.3% 9.5% 1.9% 6.0% 3.2% 6.7%

Total Recurring Revenue less Recurring Expenditures 290.4% -82.9% -86.2% -53.3% -692.7% 21.3% 127.2% Non-Recurring Activity Resources: Revenue - Donations/Grants/Debt Proceeds 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%0.0% Use of Reserves 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Non-Recurring Resources 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Uses: Capital Projects 59.4% 31.0% -2.3% 38.9% 2077.0% -97.2% -67.5% Interfund Transfers - Non-recurring -100.0% 100.0% -100.0% 0.0% 0.0% 0.0% 0.0% Budgeted Contingencies 0.0% Total Non-Recurring Uses -59.1% 37.6% 74.0% 2.7% 517.5% -84.2% -4.7%

Net Non-Recurring Activities -59.1% 38.8% 67.4% 6.7% 6.4% -8.5% -4.7%

Beginning Fund Balance, including Reserves -14.0% 30.6% -13.2% -7.4% -32.6% 6.0% 3.2% Add Total recurring revenue less recurring expenditures 288.4% -83.5% -86.2% -53.3% -692.7% 21.3% 127.2% Add Net Non-Recurring Activities -59.1% 38.8% 67.4% 6.7% 6.4% -8.5% -4.7% Ending Fund Balance, including reserves 39.6% -57.2% -73.4% -56.0% -422.0% -23.2% 42.9% Less Fund Balance Reserve Less Ending Assigned Reserves Less Ending Committed Reserves Less Ending Restricted Reserves -100.0% Fund Balance Available for Appropriations 6.2% 0.0% 0.0% -100.0% -422.0% -23.2% 42.9%

Pass-Throughs Revenue -32.9% 29.2% 5.0% 5.0% 5.0% 5.0% 5.0% Expenditures -33.8% 31.9% 5.0% 5.0% 5.0% 5.0% 5.0%

Net Pass-Through activity 6.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

City of Monmouth – FY 19-20 Adopted Budget Page 17

MANAGEMENT & FINANCE

MISSION STATEMENT/PROFILE

The Management & Finance department budget section reflects the costs associated with the day-to-day business operations of the City. The Management & Finance department strives to provide excellent customer service to both the public and other City departments. In addition, the department seeks to guide service delivery by implementing City policy and by providing information and recommendations for policy development to the City Council.

SERVICES/PROGRAMS

Financial Services: This includes budgeting, accounts payable, payroll, general ledger, miscellaneous accounts receivable, utility billing, cash management, and the annual audit.

Legal Services: This includes contracted legal service for all departments as well as the City Council.

Technical Services: This includes contracted services to maintain the City’s automated financial system, the City’s network, telephone system, and citywide system development.

Legislative & Executive: This includes service provided by the City Council in establishing policy and providing leadership in the community. It also includes services provided by the City Recorder in maintaining records of the Council and official City records. Finally, it includes the City Manager who matches the resources of the City’s organization with the direction of the Council to efficiently and effectively deliver service to the public.

MANAGEMENT & FINANCE PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 City Recorder 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Financial Operations Manager 0.00 0.00 2.00 2.00 2.00 2.00 2.00 Finance Systems Manager 1.001.000.000.000.000.000.00 Accounts Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Utility Technician 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Account Clerk 1.501.501.811.811.811.811.81 Total FTE: 7.50 7.50 7.81 7.81 7.81 7.81 7.81

City of Monmouth – FY 19-20 Adopted Budget Page 18

WORKLOAD STATISTICS (Calendar Year)

2016 2017 2018 2016 2017 2018 Utility Billings 62,185 59,475 54,305 Service Orders 2,661 2,387 2,321 Utility Billing - Paperless/Online - 2,828 6,916 Service Order Actions 3,167 3,361 3,347 Reminder Notices 11,535 12,093 11,651 Manual Service Orders 528 550 356 Disconnect Notices 7,145 7,658 6,929 Meter Change-outs 185 270 267 Non-Pay Disconnect 402 493 554 Payment Receipts 45,743 53,397 56,450 Total Billed Utility Accounts 4,767 4,770 4,830 A/P Vouchers 3,157 3,577 3,464 Payroll Vouchers 715 763 803 Pre-Collections Liens Number of Accounts Sent 61 85 85 Number of Properties Liened 26 41 31 Number of Accounts Paid 20 21 36 Number of Liens Removed 117 49 38 Collections Collection Write-offs Number of Accounts Sent 41 52 54 Number of Bankruptcies - 1 1 1 Number of Accounts Collected 20 26 21 Number of Time Limitations 71 - - 1 - Number of Time Limitation collections in 2016 is show n due to a significant clean up and w rite off of older collection accounts w hich the City's previous agency could no longer legally collect based on age. This is no longer an issue w ith timely turnover of accounts now being maintained.

2018-2019 ACCOMPLISHMENTS

 Negotiated an additional two years on the City’s Audit contract at less than a 2% price increase and completed the City’s annual audit on time with an unmodified opinion.  Facilitated the implementation, including development of new procedures and reconciliations for the State’s free Accela building permit software.  Replaced the City’s Back-up Server allowing for updated and more robust technology to ensure key system data would be accessible into the future.  Completed the City’s annual budget on time and in compliance with standards.  Implemented an Interactive Voice Response (IVR) system for taking over-the-phone credit card payments to reduce significant staff time for customers preferring this service to online or over- the-counter utility bill payments.  Reduced the cost of the City’s insurance agent of record by nearly half for FY 19-20, while increasing service levels that may lead to further insurance cost reductions, through a request for bid proposal won by WHA Insurance.  Updated Employee Handbook for current Bureau of Oregon’s Labor and Industry (BOLI) language and other pertinent State law to ensure City employees are fully aware of their rights, benefits and privileges.

2019-2020 GOALS

 Investigate the possibility of providing an on-line utility account sign-up process for new utility customers.  Review outsourcing printing and mailing of utility bills and other communications, anticipating significant savings on folding/stuffing machine rental and freeing up staff time for other duties.  Continue work with consultants on a feasibility study for the replacement of City Hall.

City of Monmouth – FY 19-20 Adopted Budget Page 19

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------10 MANAGEMENT & FINANCE PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 523,652 539,413 576,019 577,899 591,740 591,740 591,740 STANDBY & OVERTIME 10,710 4,163 1,800 1,000 1,500 1,500 1,500 FRINGE BENEFITS 306,539 353,898 377,346 375,037 413,350 413,350 413,350 TOTAL PERSONNEL SERVICES 840,901 897,475 955,165 953,936 1,006,590 1,006,590 1,006,590 TOTAL PERSONNEL (FTE) 7.50 7.81 7.81 7.81 7.81 7.81 7.81

MATERIALS AND SUPPLIES PROFESSIONAL SERVICES 87,896 77,889 102,120 73,608 81,230 81,230 81,230 CODIFICATION 3,006 2,087 3,000 1,130 1,500 1,500 1,500 PROFESSIONAL DEVELOPMENT 3,622 4,172 11,600 9,832 11,540 11,540 11,540 DUES & PUBLICATIONS 18,301 20,423 19,190 19,569 22,230 22,230 22,230 ORGANIZATIONAL BUSINESS EXP 5,380 11,694 11,500 10,358 11,920 11,920 11,920 COMMUNITY OUTREACH 2,827 2,540 5,540 3,829 5,600 5,600 5,600 EMPLOYEE SAFETY PROGRAMS 1,117 1,218 1,400 1,400 1,400 1,400 1,400 EMPLOYEE WELLNESS PROGRAMS 500 415 1,300 490 1,300 1,300 1,300 OFFICE SUPPLIES 12,028 13,791 12,500 12,173 15,250 15,250 15,250 UTILITIES 12,644 9,377 11,010 9,052 9,510 9,510 9,510 FACILITY MAINTENANCE & REPAIR 12,348 24,535 22,550 13,288 24,220 24,220 24,220 INSURANCE 4,478 4,833 4,880 4,870 4,920 4,920 4,920 POSTAGE 5,023 6,347 7,500 6,980 6,980 6,980 6,980 PRINTING & COPYING 12,577 7,526 8,020 3,842 4,080 4,080 4,080 COMMUNICATIONS 22,563 26,328 21,730 7,907 10,450 10,450 10,450 VEHICLE MAINTENANCE & REPAIR - - 100 - 100 100 100 FUEL 43 - 100 50 100 100 100 EQUIPMENT RENTAL & MAINT 60,248 59,425 63,920 68,368 79,320 79,320 79,320 SMALL EQUIPMENT PURCHASE 10,715 13,525 21,370 6,927 10,650 10,650 10,650 CARD ACCEPTANCE PROGRAM 411 1,820 3,000 2,106 2,500 2,500 2,500 MISCELLANEOUS 1,969 2,776 3,000 2,562 3,000 3,000 3,000 CITY COUNCIL 3,082 1,530 6,150 2,847 6,000 6,000 6,000 ELECTION 68 - - 275 350 350 350 REFUNDS (233) - - 250 250 250 250 TOTAL MATERIALS AND SERVICES 280,613 292,251 341,480 261,713 314,400 314,400 314,400

CAPITAL EXPENDITURES EQUIPMENT PURCHASES 1,356 22,797 25,150 24,633 - - - CAP PURCH/PROJ - CITY HALL - 30,527 - 24,833 40,000 40,000 40,000 TOTAL CAPITAL EXPENDITURES 1,356 53,324 25,150 49,466 40,000 40,000 40,000

TOTAL MGT & FINANCE EXPENDITURES 1,122,870 1,243,050 1,321,795 1,265,115 1,360,990 1,360,990 1,360,990

City of Monmouth – FY 19-20 Adopted Budget Page 20

MONMOUTH POLICE DEPARTMENT

MISSION STATEMENT/PROFILE

The mission of the Monmouth Police Department is to create a safe community and a feeling of security by providing the highest quality of professional law enforcement services to every citizen. To accomplish this mission, all members are held to a set of professional standards promoting dedication, consistency, efficiency, and a positive relationship with those we serve. We will constantly strive to work together with community members in order to meet the challenges of modern day law enforcement.

The police department is the only department in the City that is staffed twenty-four hours per day, 365 days per year on a full-time basis to accomplish this mission. The business/records office is open and staffed between the hours of 8:00 A.M. and 5:00 P.M. weekdays. All 9-1-1 emergency calls are received and dispatched by the Willamette Valley Communications Center in Salem. After-hours business and non-emergency calls are answered by a contracted service. The answering service transfers information received immediately to the supervisor and/or officers on duty by sending a text message to their mobile telephone. After-hours messages may also be accessed in real time via a secured website.

SERVICES AND PROGRAMS

Administrative Services: The Chief of Police is responsible for the day-to-day operations of the department and has specific duties related to strategic planning, training of all personnel, providing overall direction of personnel, and assignment of duties. The Chief develops the annual budget, manages grants, assesses departmental needs for equipment and programs, and develops and completes a variety of reports. The Chief also serves on numerous professional and community based committees, assures compliance with all State, Local and Federal laws and strives to maintain a positive working relationship with a variety of other law enforcement agencies and the citizens of the community.

Supervision: The Lieutenant assists the Chief with administrative duties while also supervising the Sergeants, Patrol Officers, Detectives and the Evidence Technician. The Sergeants rotate shifts every three months in order to supervise day and night shift patrol activities. Their duties and responsibilities are divided between supervision of patrol, detectives, CSO, and reserve officers. The Lieutenant and Sergeants manage major crime investigations, assist in the preparation of personnel evaluations, manage shift scheduling, maintain all police equipment, and make recommendations for special assignments. They also oversee department involvement in community events, assess training needs and policy changes, and assist with budget preparation and related administrative responsibilities. The Lieutenant and all three Sergeants alternate after-hour on-call duties to provide an immediate resource to officers on duty.

Police Officers: The department employs nine full-time police officers. The officers handle a wide variety of calls for service that require both emergency and non-emergency response. Officers also investigate reported crimes and ordinance violations, provide traffic enforcement, conduct crime prevention and provide education whenever possible. Each officer strives to maintain a close City of Monmouth – FY 19-20 Adopted Budget Page 21

relationship with various community groups, business owners, and citizens living in various neighborhoods within the City. Some officers, based on their shifts, may be assigned to develop safety programs and seek mini-grant funding for such programs.

One of the nine officers is assigned to serve as a Detective in addition to their patrol functions. This officer is assigned priority follow-up investigations that are usually complex in nature and involve felony crimes. The Detective is also assigned to the Polk County Major Crimes Team and works in that capacity on an as-needed basis. A separate officer (if staffing allows) is assigned to the Polk County Inter-agency Narcotics Team (POINT). The POINT detective investigates criminal activity involving illegal possession, manufacturing, and delivery of controlled substances throughout Polk County.

Community Service Officer: One, non-sworn, part-time community service officer is employed to handle non-hazardous work related to law enforcement. Specifically the CSO responds to ordinance violations involving animal complaints, abandoned vehicles, accumulation of objects, and parking complaints. In addition, the CSO sets up the radar trailer, maintains the dog impound facility and assists with dog licensing compliance.

Support Staff: One full-time non-sworn employee (Records Supervisor) and one part-time non-sworn employee (Records Clerk) provide office support. In addition, one part-time non-sworn employee is assigned as the Evidence Technician. The Records Supervisor maintains all police records, enters police report data, answers the telephone and greets the public. This individual is also the department’s representative to the Regional Automated Information Network (RAIN), the Law Enforcement Data System (LEDS), and oversees the entire Police Records Information and Offense Reporting System (PRIORS) which is the records management system. Additionally, the Records Supervisor assures department compliance with Criminal Justice Information Systems (CJIS).

The part-time Records Clerk provides office and clerical support, enters reports, files reports, purges reports, answers the telephone, greets the public and prepares all paperwork to be sent to Municipal and Circuit Court. Employees in the records department are cross-trained in case one of them should be absent for any period of time. Both are considered to be confidential employees and work under the supervision and direction of the Chief. The Evidence Technician is supervised by the Lieutenant.

Auxiliary and Volunteers: The police department usually staffs approximately two to five Reserve Police Officers. Currently there are five reserve officers. Reserve Officers work on a voluntary basis and are required to complete a seven-month reserve officer academy once hired. Reserve officers augment full-time staff by partnering and riding with officers on patrol, transporting prisoners, investigating city ordinance violations, performing uniform bicycle patrol, and assisting with a variety of other activities usually involving security during community events.

City of Monmouth – FY 19-20 Adopted Budget Page 22

WORKLOAD STATISTICS (by calendar year)

2016 20171 2018 2016 20171 2018 Events: Part I Offenses: Total Number of Serious/Felony Events 10,343 8,500 10,318 Offenses 218 161 164 Calls for Service: Part II Offenses: Total Number of Misdemeanor Offenses Written Reports 3,568 2,056 2,095 995 688 541 Total Number of Part III Offenses: Arrests: Self-Generated/Minor Adult & Juvenile 1,221 478 438 Violations 2,727 1,338 1,529 Total Number of Parking Offenses: Traffic Citations: Total Parking Adult & Juvenile 1,122 523 598 Cites/Warnings 155 100 208 Total Number of Traffic Warnings 2,405 1,156 1,534

POLICE PERSONNEL

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Lieutenant - - 1.00 1.00 1.00 1.00 1.00 Sergeants 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Police Officers 10.00 10.00 9.00 9.00 9.00 9.00 9.00 Records Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Assistant 0.38 0.38 0.63 0.63 0.63 0.63 0.63 CSO 0.63 0.63 0.63 0.63 0.63 0.63 0.63 Evidence Tech 0.40 0.40 0.33 0.33 0.33 0.33 0.33 Total FTE: 16.41 16.41 16.59 16.59 16.59 16.59 16.59

Read with a Cop – Monmouth Library No-shave November Leukemia donation Coffee with a Cop

1 Workload statistics are lower in 2017 due to a staffing (police officer) shortage throughout the year. City of Monmouth – FY 19-20 Adopted Budget Page 23

2018-2019 ACCOMPLISHMENTS

 Obtained mini-grants that funded seat belt and DUII education and overtime enforcement. Also continued participation in the Federal Bulletproof Vest program which funded 50% of vests purchased in 2018-19.  Hired four full-time Police Officers. Three Officers have completed training and one will finish in late summer, 2019.  Added two new reserve officers for a new total of five.  Assigned a detective to the POINT team after almost a two year vacancy.  Assisted Central High School, Talmadge Middle School, Ash Creek Elementary School and Monmouth Elementary School in Lockdown/Lockout drills.  Regularly updated MPD Facebook and Twitter to inform Monmouth citizens of current events.  Officers participated in the following community events: Monmouth 4th of July Celebration, WOU Criminal Justice Career Fair, Talmadge Middle School Health Fair, MES Student Mentor Program, CHS Commencement, National Night Out, Holiday Tree Lighting Parade, WOU Commencement and Downtown Halloween Spooktacular.  Held Coffee with a Cop event at WOU and also hosted the second annual Craft with a Cop event (Child Abuse Awareness) with the assistance of staff at Monmouth Library.  Officers voluntarily provided gifts, food, clothing and gift cards to needy families during the Holidays. Officers also helped collect toys and food during the Toys for Tots Program in December.  MPD was recognized for the second year in a row for winning the community canned food drive.  Several officers completed the 40 hour Crises Intervention Training.  Recognized by the National Council for Home Safety and Security as Oregon’s 4th safest city.  All sworn personnel met Department of Public Safety, Standards, and Training requirements for mandated maintenance training.

2019-2020 GOALS

 Implement a more structured department Wellness Program.  All officers complete Crises Intervention Training.  Continue to work toward obtaining recognition from the Oregon Accreditation Alliance as an Accredited Police Department.

City of Monmouth – FY 19-20 Adopted Budget Page 24

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------20 POLICE DEPARTMENT PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 987,325 1,027,826 1,129,262 1,119,959 1,175,180 1,175,180 1,175,180 STANDBY & OVERTIME 51,469 41,110 50,000 44,157 50,000 50,000 50,000 FRINGE BENEFITS 662,889 703,944 791,508 745,418 830,540 830,540 830,540 ESTIMATED VACANCY SAVINGS - - (30,000) - (30,000) (30,000) (30,000) TOTAL PERSONNEL SERVICES 1,701,683 1,772,880 1,940,770 1,909,534 2,025,720 2,025,720 2,025,720 TOTAL PERSONNEL (FTE) 16.41 16.59 16.59 16.59 16.59 16.59 16.59

MATERIALS AND SERVICES PROFESSIONAL SERVICES 79,235 60,872 53,737 52,000 61,500 61,500 61,500 9-1-1 SERVICES 93,405 97,365 102,630 102,000 103,720 103,720 103,720 PROFESSIONAL DEVELOPMENT 7,746 8,489 10,850 12,000 13,650 13,650 13,650 DUES & PUBLICATIONS 2,932 3,440 2,620 2,620 2,880 2,880 2,880 ORGANIZATIONAL BUSINESS EXP 946 3,021 1,500 1,500 2,300 2,300 2,300 OFFICE SUPPLIES 2,436 2,157 2,600 2,300 2,500 2,500 2,500 OPERATING SUPPLIES 11,390 11,268 15,500 14,300 15,100 15,100 15,100 UNIFORMS 11,770 14,031 13,550 13,000 13,750 13,750 13,750 INVESTIGATIONS 7,141 6,916 7,625 7,100 9,835 9,835 9,835 UTILITIES 21,990 21,117 24,150 26,000 26,760 26,760 26,760 MAINT REPAIRS & UTIL - OLD BLD 551 ------FACILITY MAINTENANCE & REPAIR 22,892 21,915 21,268 24,500 24,440 24,440 24,440 INSURANCE 41,754 46,119 45,520 46,010 46,470 46,470 46,470 POSTAGE 1,587 1,320 1,865 1,800 1,850 1,850 1,850 PRINTING & COPYING 661 1,094 1,400 1,000 1,400 1,400 1,400 COMMUNICATIONS 29,992 31,046 31,011 31,800 36,280 36,280 36,280 VEHICLE MAINTENANCE & REPAIR 8,572 9,910 10,000 17,000 15,000 15,000 15,000 FUEL 15,836 18,828 18,500 22,000 22,000 22,000 22,000 EQUIPMENT RENTAL & MAINT 24,977 20,295 28,268 27,500 28,950 28,950 28,950 SMALL EQUIPMENT PURCHASE 16,887 59,414 20,615 20,615 43,825 43,825 43,825 MISCELLANEOUS 295 1,110 200 100 200 200 200 DOG CONTROL 467 263 790 400 790 790 790 GROUNDS MAINTENANCE CONTRACT 3,964 3,495 3,800 3,500 3,800 3,800 3,800 TOTAL MATERIALS AND SERVICES 407,425 443,484 417,999 429,045 477,000 477,000 477,000

CAPITAL EXPENDITURES EQUIPMENT PURCHASES 80,950 53,896 74,000 73,000 60,000 60,000 60,000 FACILITY IMPROVEMENTS - - - - 1,000 1,000 1,000 TOTAL CAPITAL EXPENDITURES 80,950 53,896 74,000 73,000 61,000 61,000 61,000 TOTAL POLICE EXPENDITURES 2,190,058 2,270,260 2,432,769 2,411,579 2,563,720 2,563,720 2,563,720

Officer Hodney receives Lee M.Brown Academic Achievement Award for top student in his Basic Police Academy Class

City of Monmouth – FY 19-20 Adopted Budget Page 25

COMMUNITY DEVELOPMENT

MISSION STATEMENT/PROFILE

In conjunction with the Planning Commission, Parks and Recreation Board, Tree Advisory Board and the Historic Commission, Community Development improves the quality of life for Monmouth residents through development of policies and programs reflecting current planning trends, legal requirements, local address coordination and community needs. The Community Development Department helps develop and implement various community projects. The Department is also responsible for economic development including marketing, tourism, and local event planning. The Community Development department provides a wide variety of services to development related customers. The department ensures that development conforms to the planning policies in the Comprehensive Plan and in the Zoning and Development Ordinance.

SERVICES/PROGRAMS

Zoning and Development Ordinance Administration: This includes updating the Zoning Ordinance, as necessary, the processing of land use requests to ensure compliance with ordinance requirements and assisting applicants with the City land use processes.

Public Involvement: This includes time spent with the Planning Commission, Tree Advisory Board, Parks and Recreation Board, Historic Commission, and other public groups to facilitate interest in the growth and development of the City.

Special Projects: This includes efforts to improve the community through obtaining grants, coordinating with other agencies, or participating with various citizens and local groups, advisory boards, and commissions to develop programs and complete projects.

Comprehensive Plan Maintenance: This includes work to maintain the Plan in conformance with State land use requirements and community goals.

Zoning and Development Ordinance Maintenance: This includes work to update and revise the Ordinance as necessary to meet community needs.

Economic Development: This includes customer service and assistance for parties interested in development projects within the city as well as tourism development, marketing, and special events planning.

WORKLOAD STATISTICS (Calendar Year) 2016 2017 2018 # of Planning Commission Meetings: 12 13 11 # of Land Use Applications Processed: 7 19 19

City of Monmouth – FY 19-20 Adopted Budget Page 26

COMMUNITY DEVELOPMENT PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Director/Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Building Code Enforcement 0.10 0.10 0.10 0.10 0.10 0.10 0.10 Total FTE: 1.10 1.10 1.10 1.10 1.10 1.10 1.10

2018-19 ACCOMPLISHMENTS

 Processed 19 land use applications, including South Town Apartments, Carl’s Jr., Hoffman Rd rezone, WOU campus master plan update, Ash Creek Station.  Applied for and received a grant from the State Department of Land Conservation and Development (DLCD) to complete a Housing Needs Analysis and Residential Buildable Land Inventory to determine whether or not an Urban Growth Boundary (UGB) is needed - Council Goal 2018-2019  Applied for and received a grant from the Oregon Parks and Recreation Department to update the City’s Parks Master Plan.  Processed two (2) Urban Renewal General Assistance Grants for façade improvements in the Downtown District.  Developed an inventory of available Commercial/Industrial properties - Council Goal 2018-2019  Contracted with a historic preservation consultant to complete historic research needed to support National Register applications for two properties.  Implemented a free new State land use application software program (Accela).  Updated the City Zoning and Comprehensive Plan Maps.

2019-20 GOALS

 Adopt Housing Needs Analysis into the Comprehensive Plan and begin implementing priority housing strategies to encourage a buildable supply of residential land inside city limits.  Adopt an updated Parks Master Plan and pursue funding of priority projects (e.g. skate park).  Consider applying for Transportation and Growth Management (TGM) grant funding to update the Monmouth Zoning Ordinance.  Begin an update of the City’s Economic Development Element of the Comprehensive Plan.  Continue efforts to pursue National Register listing of locally significant structures.  Develop a yard tree program to encourage the planting of trees along city streets.

City of Monmouth – FY 19-20 Adopted Budget Page 27

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------30 COMMUNITY DEVELOPMENT PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 101,944 91,411 93,290 93,113 97,945 97,945 97,945 STANDBY & OVERTIME ------FRINGE BENEFITS 46,197 51,986 57,838 57,760 63,940 63,940 63,940 TOTAL PERSONNEL SERVICES 148,141 143,397 151,128 150,873 161,885 161,885 161,885 TOTAL PERSONNEL (FTE) 1.10 1.10 1.10 1.10 1.10 1.10 1.10 MATERIALS AND SERVICES PROFESSIONAL SERVICES 146 183 24,000 4,500 22,000 22,000 22,000 PROFESSIONAL DEVELOPMENT 45 1,593 1,500 1,200 1,300 1,300 1,300 DUES & PUBLICATIONS 450 685 600 685 685 685 685 ORGANIZATIONAL BUSINESS EXP 3,619 3,103 3,500 3,500 3,500 3,500 3,500 OFFICE SUPPLIES 30 241 200 200 200 200 200 INSURANCE 290 313 317 316 320 320 320 POSTAGE 1,158 585 500 700 800 800 800 PRINTING & COPYING 376 579 1,500 1,000 600 600 600 COMMUNICATIONS 863 1,034 900 800 900 900 900 EQUIPMENT RENTAL & MAINT - - - 250 500 500 500 SMALL EQUIPMENT PURCHASE - 1,021 - - - - - MISCELLANEOUS - - 100 - - - - HISTORICAL PRESERVATION GRANT 5,215 ------TOTAL MATERIALS AND SERVICES 12,192 9,338 33,117 13,151 30,805 30,805 30,805 CAPITAL EXPENDITURES EQUIPMENT PURCHASES ------TOTAL CAPITAL EXPENDITURES 0 0 0 0 0 0 0

TOTAL COMMUNITY DEV EXPENDITURES 160,333 152,735 184,245 164,024 192,690 192,690 192,690

Community volunteers assist CD Director with tree planting Public attendance at housing needs City open house event

City of Monmouth – FY 19-20 Adopted Budget Page 28

MONMOUTH PUBLIC LIBRARY

MISSION STATEMENT/PROFILE

Monmouth Public Library provides materials and services to meet the growing informational, recreational, and cultural needs of its community. Special emphasis is placed on stimulating young children’s interests and their appreciation for reading and learning. The Library serves as an educational center in support of the life-long learning needs of its service population.

The Monmouth Public Library is a primary service provider to the City of Monmouth’s 9,890 residents. Under an annual contract with the Chemeketa Cooperative Regional Library Service (CCRLS), the Library also provides specific services to residents of municipalities, library districts, and unincorporated areas of Polk, Yamhill, and Marion counties. Informally, the Library serves a population of about 12,000 residents in its total service area. There are 7,186 registered borrowers at the Monmouth Public Library.

More than 148,000 items, including books, eBooks, magazines, eMagazines, DVDs, audiobooks, digital audiobooks, and music CDs are available at Monmouth Public Library. As a member of CCRLS, the Library provides access to over 1.1 million items held among the seventeen member libraries through an online catalog. A weekday courier service delivers requested items and returned items to the seventeen member libraries.

SERVICES/PROGRAMS

Administrative Services: Department planning, budgeting, personnel management, grant writing and administration, as well as liaison with the Friends of Monmouth Library and other allied civic groups. The Library Director acts as the Secretary to the Monmouth Library Board, an advisory Board. This service also provides for booking the use of the community room, facilities maintenance and accounts payable. All operational contacts with CCRLS and cooperative efforts with neighboring institutions in Polk, Yamhill and Marion Counties are also coordinated by this service.

Adult Services: Adult Services covers adult collection management, reference service and adult programming.

City of Monmouth – FY 19-20 Adopted Budget Page 29

Collection management includes the systematic selection of materials in paper, audiovisual, and electronic formats to create circulating collections which are diversified, balanced, and effective in meeting most community needs. Selection is defined by a collection development policy and by the ability of the regional library service and the inter-library loan system to fill requests for more unusual, scholarly, or costly materials.

Reference service responds to patrons’ walk-in and telephone questions, monitors the use of electronic access tools such as the Internet, the shared automated catalog, subscribed databases, and secures requested interlibrary loan items. Adult services provides for the development and updating of Web and Facebook pages. This service is also responsible for the planning, promotion and presentation of adult library programs.

Circulation Services: This is the Library’s largest customer service operation, which includes responsibilities of: checking out and in of all materials; patron registrations; fee collections; patron account management; the homebound delivery program; and management of the Library’s display and gallery spaces. Circulation Services also has responsibility of training and supervising of volunteer shelvers and shelf readers.

Technical Services: This service includes ordering, receiving, cataloging, physical processing, mending of collection materials in all formats, and processing missing and lost book reports. Technical Services also manages the Library’s extensive volunteer program.

Youth Services: This service is responsible for planning and conducting storytimes, youth programming, the summer reading program, class tours and outreach, and for the collection development and maintenance of materials for children’s and young adult collections in all formats. This service also prepares budget requests for annual Friends of Monmouth Library programming funding and the annual state “Ready to Read” grant funding.

City of Monmouth – FY 19-20 Adopted Budget Page 30

WORKLOAD STATISTICS

FY 15-16 FY 16-17 FY 17-18 Administrative Services:

Community Room bookings 248 223 186 Number of library visits 52,728 57,304 52,546 Technical Services:

Number of physical items added 4,441 5,711 5,364 Total number physical items 75,756 75,978 75,354 Total physical/digital units 136,398 142,015 148,656

3 Adult Services:

Reference questions answered 4,264 3,056 2,746 Internet sessions 13,080 11,845 8,959 Wireless sessions 3,9611 6,009 31,0533

Number of adult programs 29 22 23 Adult program attendance 448 307 343 Circulation Services:

Items circulated 149,594 127,4332 122,494 Circulation of electronic materials (i.e. eBooks) 5,884 7,085 9,825 Number of registered patrons 7,186 6,432 7,090 Number of volunteers 57 50 49

Average of volunteer hours worked per month 192 187 167 Youth Services:

Average number of children’s programs/month 11 12 9

Average attendance at children’s program 32 35 53 Total number of children’s programs 143 145 103 Total attendance at children’s programs 4,140 5,041 5,485 2,679 Users of children’s computers 2,665 2,765

1Partial year data. 2Difference due to change in criteria reported by CCRLS (i.e. deleted items no longer counted in Circulation statistics). 3Difference due to misinterpretation of the statistic reports in past years.

City of Monmouth – FY 19-20 Adopted Budget Page 31

LIBRARY PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020

Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Library Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Librarian II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Librarian I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Library Associate 0.60 0.60 0.60 0.60 0.60 0.60 0.60 Business Manager 0.65 0.65 0.65 0.65 0.65 0.65 0.65 Library Assistant III 0.60 0.60 0.60 0.60 0.60 0.60 0.60 Library Assistant II 0.60 0.60 0.60 0.60 0.60 0.60 0.60 Library Assistant I 0.93 0.93 0.93 0.93 0.93 0.93 0.93 Total FTE: 6.38 6.38 6.38 6.38 6.38 6.38 6.38

2018-2019 ACCOMPLISHMENTS

 Completed conversion of all exterior lighting to LED

lighting.  Identified library sidewalk areas in need of

repair/replacement.

 Replaced two HVAC units.  Partnered with Senior Center for programming

opportunities.  Partnered with the Monmouth Business Association to coordinate the annual Monmouth Downtown Halloween Spooktacular. Partnered with the Itemizer- Observer for a costume contest with winners pictures published in the newspaper. More than 800 people

stopped in at the library for treats, activities and crafts.

2019-2020 GOALS

 Convert interior lighting to LED lighting.  Repair/replace sidewalk areas around the library.  Update security and fire alarm system.  Expand Large Print collection/shelving area.

City of Monmouth – FY 19-20 Adopted Budget Page 32

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------40 LIBRARY PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 323,626 332,497 344,661 344,331 358,050 358,050 358,050 STANDBY & OVERTIME ------FRINGE BENEFITS 139,000 150,444 156,801 155,325 173,130 173,130 173,130 TOTAL PERSONNEL SERVICES 462,626 482,941 501,462 499,656 531,180 531,180 531,180 TOTAL PERSONNEL (FTE) 6.38 6.38 6.38 6.38 6.38 6.38 6.38

MATERIALS AND SERVICES PROFESSIONAL SERVICES 1,281 1,281 1,000 1,253 1,300 1,300 1,300 REGIONAL LIBRARY 372 323 700 600 700 700 700 PROFESSIONAL DEVELOPMENT 1,184 389 3,000 2,300 3,600 3,600 3,600 DUES & PUBLICATIONS 1,184 1,440 1,317 1,250 1,370 1,370 1,370 ORGANIZATIONAL BUSINESS EXP 689 575 850 850 800 800 800 OFFICE SUPPLIES 2,061 1,047 2,000 2,000 2,000 2,000 2,000 OPERATING SUPPLIES 3,339 3,528 4,200 4,200 4,500 4,500 4,500 PERIODICALS 5,869 4,802 4,805 4,400 4,300 4,300 4,300 BOOKS 47,704 39,644 41,055 41,055 41,880 41,880 41,880 AUDIO/VISUAL 5,457 4,726 6,053 6,053 6,170 6,170 6,170 LIBRARY BOOK REPLACEMENT ------LIBRARY DONATION EXPENDITURES 374 81 250 850 330 330 330 READY TO READ GRANT EXP 70 1,456 2,373 2,350 2,340 2,340 2,340 NASA LIBRARY GRANT EXP 1,000 2,064 2,500 2,500 2,500 2,500 2,500 UTILITIES 21,655 20,363 24,000 21,000 23,000 23,000 23,000 FACILITY MAINTENANCE & REPAIR 27,061 22,750 28,400 28,400 46,180 46,180 46,180 INSURANCE 8,928 9,637 9,733 9,710 9,810 9,810 9,810 POSTAGE 394 340 300 300 330 330 330 PRINTING & COPYING 453 161 200 160 200 200 200 COMMUNICATIONS 9,401 10,330 9,800 9,800 9,550 9,550 9,550 EQUIPMENT RENTAL & MAINT 3,626 7,077 6,900 6,900 7,000 7,000 7,000 SMALL EQUIPMENT PURCHASE 342 230 300 300 300 300 300 HIATT LIBRARY TRUST EXP 593 ------MISCELLANEOUS 108 40 350 350 300 300 300 REFUNDS - 71 50 50 50 50 50 TOTAL MATERIALS AND SERVICES 143,144 132,354 150,136 146,631 168,510 168,510 168,510

CAPITAL EXPENDITURES FACILITY IMPROVEMENTS - 23,993 28,000 26,000 38,000 38,000 38,000 TOTAL CAPITAL EXPENDITURES 0 23,993 28,000 26,000 38,000 38,000 38,000 TOTAL LIBRARY EXPENDITURES 605,770 639,288 679,598 672,287 737,690 737,690 737,690

City of Monmouth – FY 19-20 Adopted Budget Page 33

PARKS & RECREATION

MISSION STATEMENT/PROFILE

The Department provides leadership, facilities and recreational activities to enhance the livability, quality of life, and hometown pride for all ages. We support programs that provide personal, social, economic and environmental benefits to neighborhoods and the entire city. We strive to ensure diverse opportunities and activities that respond to the changing needs of the local community.

SERVICES PROVIDED

Park Maintenance and Development: The Park component provides 25.1 acres of open space, natural areas, play equipment, picnic facilities, recreational facilities and restrooms for all ages to enjoy. Safe and attractive parks help reduce stress and increase recreational opportunities for citizens, resulting in increased community pride and higher quality neighborhoods.

Recreation: Every year a variety of Special Events are held in City parks. These vary by year, but typical annual events are: Easter Egg Hunt, Reptile Man, OSU Extension Service Junior Master Gardner class, All Church sing, July 4th Festival, Music in the Park and a Heritage Car Show. New for 2018 was Making Spirits Bright. In past years City parks have hosted Polk County Folklife, the Mel Brown Jazz Concert and various events produced by WOU students. In 2019, the P&R Board hope to grant an additional $1,000 from the General Fund (for a total of $3,000) in support of community-organized recreation activities.

DEPARTMENT STATISTICS No. of Reservations 2016 2017 2018 per year at: Gentlewoods Park 47 51 44 Madrona Park 20 20 24 Main St. Park 25 28 28 Amphitheater 0 16 10 92 99 96

PARK & RECREATION PERSONNEL (Full Time Equivalents – FTE)

Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Public Works-Director 0.05 0.05 0.05 0.05 0.05 0.05 0.05 Public Works-Operations Manager 0.20 0.20 0.20 0.20 0.20 0.20 0.20 Public Works-Project Manager ------Public Works-Systems Specialist ------Public Works-Utility Technician 0.80 0.80 0.80 0.80 0.80 0.80 1.10 Public Works-Utility Secretary 0.05 0.05 0.05 0.05 0.05 0.05 0.05 Seasonal Maintenance Worker ------Total FTE: 1.10 1.10 1.10 1.10 1.10 1.10 1.40

City of Monmouth – FY 19-20 Adopted Budget Page 34

2018-2019 ACCOMPLISHMENTS

 Administered Park Landscape Maintenance Contract.  Continuing to use year round part time contract employee to reduce cost, and improve maintenance of the park system during winter months.  Provide maintenance and support to the Music in the Park Series, 4th of July, Car Shows, and various other community activities throughout the summer.  Installed (2) benches in Main Street Park generously donated by the Monmouth Garden Club.  Funded (5) recreation grants  Partnered with Independence and a citizen group to develop a concept and begin the process of developing a regional skate park.  Replaced failing cedar roof on Gentlewoods Picnic Shelter with commercial grade metal roofing.  Assisted the Making Spirits Bright event by installing lighted displays in Main Street Park.  Supported the Monmouth Garden Club’s sponsored beautification project by managing the design and replanting of a prominent flower bed in Main Street Park.

2019-2020 GOALS

 Administer Park Landscape Maintenance Contract.  Install time controlled door locks on Main Street bathroom to discourage unauthorized use during night time hours.  Add fall material under play areas in Gentlewoods, Main Street, Cherry Lane and Madrona Parks.  Paint steel support legs on the Gentlewoods Park picnic shelter.  Improve water conservation practices with park irrigation systems.  Update fall material and containment boarder around Marr Park play area.  Work with the Parks Board to update the Master Plan's capital project list to include significant maintenance projects, and develop project cost estimates for use in prioritizing future park projects.  Continue and expand Recreation Grant Program.  Add gravel to the walking path at Madrona Park.  Hire an arborist to provide tree care and pruning to park trees.  Partner with Independence to look for grant opportunities for a regional skate park facility. City of Monmouth – FY 19-20 Adopted Budget Page 35

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------50 PARKS & RECREATION PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 60,741 63,279 65,930 68,420 83,600 83,600 83,600 STANDBY & OVERTIME 1,482 321 560 560 560 560 560 FRINGE BENEFITS 44,642 46,861 52,670 51,690 69,870 69,870 69,870 TOTAL PERSONNEL SERVICES 106,865 110,461 119,160 120,670 154,030 154,030 154,030 TOTAL PERSONNEL (FTE) 1.10 1.10 1.10 1.10 1.40 1.40 1.40

MATERIALS AND SERVICES PROFESSIONAL SERVICES 18,582 20,701 25,000 25,000 25,000 25,000 25,000 RECREATION PROVIDERS ------PROFESSIONAL DEVELOPMENT - 108 100 - 100 100 100 DUES & PUBLICATIONS ------ORGANIZATIONAL BUSINESS EXP ------OFFICE SUPPLIES - - 50 50 50 50 50 OPERATING SUPPLIES 6,744 13,304 11,000 9,000 11,000 11,000 11,000 UTILITIES 27,861 19,837 30,000 30,000 30,000 30,000 30,000 FACILITY MAINTENANCE & REPAIR 14,579 8,871 10,000 8,500 50,000 50,000 50,000 INSURANCE 1,220 1,317 1,330 1,327 1,340 1,340 1,340 POSTAGE - 2 - - - - - PRINTING & COPYING ------COMMUNICATIONS 217 207 230 230 230 230 230 VEHICLE MAINTENANCE & REPAIR 143 32 100 891 1,000 1,000 1,000 FUEL 199 656 470 850 1,000 1,000 1,000 EQUIPMENT RENTAL & MAINT 371 759 1,000 275 1,000 1,000 1,000 SMALL EQUIPMENT PURCHASE 1,063 3,990 1,000 461 1,000 1,000 1,000 MISCELLANEOUS ------REFUNDS - 20 25 - 25 25 25 GRANTS/SPECIAL EVENTS 5,589 3,398 3,800 3,800 4,800 4,800 4,800 GROUNDS MAINTENANCE CONTRACT 41,876 38,607 38,500 55,000 62,300 62,300 62,300 TOTAL MATERIALS AND SERVICES 118,443 111,810 122,605 135,384 188,845 188,845 188,845

EQUIPMENT PURCHASES 4,200 ------PARK IMPROVEMENTS - - 50,000 50,000 15,000 15,000 15,000 PARK DEVELOPMENT ------TOTAL CAPITAL EXPENDITURES 4,200 0 50,000 50,000 15,000 15,000 15,000

TOTAL PARKS & REC/ PUBLIC WORKS EXPENDITURES 229,508 222,271 291,765 306,054 357,875 357,875 357,875

Conceptual plan for new regional skate park

City of Monmouth – FY 19-20 Adopted Budget Page 36

MUNICIPAL COURT

MISSION STATEMENT/PROFILE

The Municipal Court provides the judicial function within the City of Monmouth. It dispenses fair and impartial justice to protect residents of the Community. To accomplish this, the Court adjudicates violators of the Monmouth Municipal Code, Oregon Criminal Code, the Oregon Motor Vehicle Code, and most other misdemeanor charges, both traffic and non-traffic, including driving under the influence of intoxicants (DUII’s).

SERVICES/PROGRAMS

Responsibilities of the Municipal Court include filing all cases referred to the court, maintaining court dockets, conducting court appearances, collecting and reporting fines and assessments, monitoring payment agreements, bench probations, diversions, probation reviews, operating a Correctable Violations program, impaneling juries, and conducting the hearing types listed below:

Municipal Code Hearings: This service includes hearings related to violations of the Monmouth Municipal Code. Nuisances, zoning, and parking are included.

Traffic Court Hearings: This includes hearings held for violations and criminal citations written to enforce the State’s Uniform Traffic Code. The court is registered as a “Violations Bureau” which allows citizens to avoid court appearances in certain instances and work directly with the Court Clerk to come to a resolution regarding qualifying violations.

Criminal Court Hearings: This includes hearings held for non-juvenile criminal cases such as vandalism, criminal trespass, theft, disorderly conduct etc.

WORKLOAD STATISTICS (Calendar Year)

Top Six Offense Types: 2016 2017 2018 Citation Type 2016 2017 2018 Traffic Violations 368 260 226 Criminal 439 168 89 License & Insurance 234 120 130 Non-Criminal 673 484 683 Crimes 213 93 37 Criminal Citation % 39% 26% 12% Failure to Appear 98 35 39 Speeding 96 66 175 Total No. of Offenses: 1,134 653 755 Alcohol/MIP 44 28 33 Total Number of Cases: 1,048 652 772

MUNICIPAL COURT PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Judge 0.13 0.13 0.13 0.13 0.13 0.13 0.13 Court Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Clerk 0.13 0.13 0.19 0.19 0.19 0.19 0.19 Total FTE: 1.26 1.26 1.32 1.32 1.32 1.32 1.32

City of Monmouth – FY 19-20 Adopted Budget Page 37

2018-2019 ACCOMPLISHMENTS

 Updated parking ticket procedures in courts management system to better track these records and associate with other court activity.  Purged old documents and files up to and including 1997, while maintaining proper archival recording, with support of part-time records clerk and having the last Wednesday of the month free of court. This will be an ongoing, time-intensive task to be fit in as priorities permit.  Implemented additional Criminal Justice Information System (CJIS) compliance building improvements at City Hall.  Warrant verification was completed through end of 2018 to continue compliance process reinstituted in FY 17-18.  Added online Credit/Debit Card acceptance for court-related payments, including IVR phone service, and upload integration of payments into the City’s finance software.  The Judge and Court Clerk provided community support through their participation in a Salem charter school career day event.

2019-2020 GOALS

 Investigate establishing a garnishment program through the Oregon Department of Revenue (DOR) for court fine collections.  Review collections program for potential change to the company being used for Utility Billing for streamlining, efficiencies and better service/compliance for court fine payments.

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------60 MUNICIPAL COURT PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 80,704 83,010 89,208 88,535 91,110 91,110 91,110 STANDBY & OVERTIME 1,337 56 200 100 200 200 200 FRINGE BENEFITS 31,382 37,677 39,814 39,678 43,660 43,660 43,660 TOTAL PERSONNEL SERVICES 113,423 120,742 129,222 128,313 134,970 134,970 134,970 TOTAL PERSONNEL (FTE) 1.26 1.32 1.32 1.32 1.32 1.32 1.32

MATERIALS AND SERVICES PROFESSIONAL SERVICES 54,448 54,692 58,220 52,693 58,220 58,220 58,220 MUNICIPAL COURT EXPENSE 17,111 9,145 13,050 10,062 10,570 10,570 10,570 PROFESSIONAL DEVELOPMENT 200 1,043 1,000 1,000 1,000 1,000 1,000 DUES & PUBLICATIONS 144 430 250 250 250 250 250 ORGANIZATIONAL BUSINESS EXP - 91 100 - 100 100 100 OFFICE SUPPLIES 545 357 880 260 520 520 520 UTILITIES 1,477 1,197 1,330 1,080 1,110 1,110 1,110 FACILITY MAINTENANCE & REPAIR 3,221 2,280 2,400 3,006 3,040 3,040 3,040 INSURANCE 815 880 889 887 900 900 900 POSTAGE 1,076 769 790 723 760 760 760 PRINTING & COPYING - - 100 - 100 100 100 COMMUNICATIONS 1,649 1,729 1,800 1,573 1,800 1,800 1,800 EQUIPMENT RENTAL & MAINT - 455 200 730 200 200 200 SMALL EQUIPMENT PURCHASE 756 2,246 900 768 500 500 500 MISCELLANEOUS - - 100 100 100 100 100 REFUNDS 82 88 100 - 100 100 100 POLICE ASSESSMENTS 43,760 28,981 40,000 41,553 43,640 43,640 43,640 TOTAL MATERIALS AND SERVICES 125,284 104,382 122,109 114,685 122,910 122,910 122,910

TOTAL MUNICIPAL COURT EXPENDITURES 238,707 225,125 251,331 242,998 257,880 257,880 257,880

City of Monmouth – FY 19-20 Adopted Budget Page 38

SENIOR CENTER

MISSION STATEMENT/PROFILE

Enhancing, caring, and supporting the lives of mature adults aged 55 and over are the focal points of community resources. The Monmouth Senior Center is the only “focal point” senior center designated by the North West Senior and Disability Services (NWSDS) in Polk County. The Monmouth Senior Center is a leader in the community, promoting a positive, active image that heightens and enhances awareness of senior programs, services, and resources accessible to the City of Monmouth and the surrounding area.

SERVICES PROVIDED

Senior Community Center/ Program: The Senior Center provides a positive place for seniors to gather for programs, trips, classes, meals, services and resources that meet the needs of those 55 and older. The senior citizens, through the Center and programs, have an opportunity for social interaction, recreation, health, travel and education. We encourage adults to thrive within the community and promote physical, cognitive, and social health and well-being. The Center is available to the public for classes and special events as well as renting the facility for private parties, receptions, and meetings. Library services, a full kitchen, meals, medical equipment and computer lab are also provided.

WORKLOAD STATISTICS (Calendar Year)

Programs/Events Attendance 2015 2016 2017 2018 Contact Hours 31,556 Not Avail 42,643 40,247 Trips (number) / Attendees (16) / 176 (22) / 242 (21)164 (15)/139 Classes/Activities (counted once no 84 82 93 97 matter how many times it met) Sign-in for year 15,000 16,063 16,122 14,263 Meals served 6,000 6,000 6,000 6,000 Class Participants 17,967 16,419 20,990 19,158

SENIOR CENTER PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position* Proposed Adopted Proposed Adopted Proposed Adopted Proposed Senior Center Coordinator .88 .88 .75 .75 .75 .75 .75 Senior Center Monitor 0 0 .05 .05 .05 .05 .05

* Volunteer Coordinator, Desk Volunteer and Prime Time Practicum positions filled by volunteers

City of Monmouth – FY 19-20 Adopted Budget Page 39

2018-2019 ACCOMPLISHMENTS

 Volunteers contributed 7,466 hours (roughly comparable to 3.5 FTE) in 2018 to Senior Center programs and events helping enhance the offerings provided by employees.  Northwest Senior and Disability Services (NWSDS) continued to hold the Meal Site Program at the Center, including the congregate dining program on Tuesdays and Thursdays, with frozen meals available for other days. Staff has also been working with the agency to offer more classes like Tai Chi, Diabetes Prevention, Caregiver Resource Support, Chronic Conditions, Lifestyle Management, and most recently an Aging Mastery Program developed by the National Council on Aging.  The Center continued to work with Western Oregon University (WOU) through Gerontology Practicum students, Service Learning projects, and Adaptive Physical Activity Programs. This year, student organizations’ involvement included ongoing technology help, adapted physical activity training, and assisting with large Senior Center fundraisers. These events are well attended.  The City’s partnership through the Senior Center as a host agency with Easter Seals of Oregon will continue to provide training and help with covering the duties of the office on a regular basis. This is a program for training/work experience.  The Center has continued an ongoing partnership with AARP to offer classes in Defensive Driving and free tax aid from January through the end of tax season. These services are offered to all members of the community.  The number of community members utilizing the Center for private or non-profit rentals has almost doubled from 2017 to 2018. The price of rentals was amended at the beginning of 2019 to allow renters access to any and all combinations of the new rooms for events.

2019-2020 GOALS

 As the Center has more room to use and has increased program offerings, it will continue to improve and focus on community partnerships and increasing visibility and information available to the public.  Organization continues to be an ongoing goal. A Storage and Organization Committee works to assist with better utilization of the Center’s new spaces in order to make it feel welcoming.  Staff will continue to work with local organizations to begin the process of completing the South end of the building.  A committee has recently been created to assist in researching options for the selection of a new bus/van to be used for the Travel Program. Many seniors enjoy travel but cannot utilize the current vehicle due to its physical limitations.

City of Monmouth – FY 19-20 Adopted Budget Page 40

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------80 SENIOR CENTER PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 47,391 44,099 37,546 37,836 39,120 39,120 39,120 STANDBY & OVERTIME ------FRINGE BENEFITS 35,212 25,501 20,429 22,008 24,190 24,190 24,190 TOTAL PERSONNEL SERVICES 82,603 69,600 57,975 59,844 63,310 63,310 63,310 TOTAL PERSONNEL (FTE) 0.88 0.80 0.80 0.80 0.80 0.80 0.80

MATERIALS AND SERVICES PROFESSIONAL SERVICES 1,654 598 500 350 500 500 500 RECREATION PROVIDERS 2,094 304 1,000 600 1,000 1,000 1,000 PROFESSIONAL DEVELOPMENT - 61 500 1,700 850 850 850 DUES & PUBLICATIONS 255 195 34 145 865 865 865 ORGANIZATIONAL BUSINESS EXP - 984 - 200 500 500 500 OFFICE SUPPLIES 283 175 150 150 150 150 150 OPERATING SUPPLIES 110 367 1,000 1,000 1,000 1,000 1,000 UTILITIES 4,856 5,592 6,000 6,000 6,000 6,000 6,000 FACILITY MAINTENANCE & REPAIR 4,962 7,513 9,900 6,710 9,900 9,900 9,900 INSURANCE 1,391 1,501 1,516 1,881 1,900 1,900 1,900 POSTAGE 58 22 100 - 100 100 100 PRINTING & COPYING - 66 100 - 100 100 100 COMMUNICATIONS 1,658 2,786 1,500 1,653 1,690 1,690 1,690 VEHICLE MAINTENANCE & REPAIR 422 - 500 250 1,000 1,000 1,000 SENIOR CENTER TRAVEL 2,883 1,198 3,000 700 3,000 3,000 3,000 FUEL 448 218 500 500 500 500 500 EQUIPMENT RENTAL & MAINT - 137 - - 500 500 500 SMALL EQUIPMENT PURCHASE 804 1,815 500 - 500 500 500 MISCELLANEOUS 655 ------REFUNDS 799 718 2,000 350 2,000 2,000 2,000 GROUNDS MAINTENANCE CONTRACT ------TOTAL MATERIALS AND SERVICES 23,332 24,248 28,800 22,189 32,055 32,055 32,055

CAPITAL EXPENDITURES EQUIPMENT PURCHASES - - 30,000 - 30,000 30,000 30,000 FACILITY IMPROVEMENTS - - 10,000 - 10,000 10,000 10,000 TOTAL CAPITAL EXPENDITURES 0 0 40,000 0 40,000 40,000 40,000 TOTAL SENIOR CENTER EXPENDITURES 105,935 93,848 126,775 82,033 135,365 135,365 135,365

City of Monmouth Senior Center at 180 Warren St. S – parking lot view

City of Monmouth – FY 19-20 Adopted Budget Page 41

NON‐DEPARTMENTAL

MISSION STATEMENT/PROFILE

The Non-Departmental classification is for expenditures that are not attributed to any specific City department or division within the General Fund.

A few of the General Fund budget line items do not relate to a City department, but rather to the General Fund collectively as a whole. They include the General Fund contingency, various transfers, and reserves.

For FY 19-20, the only planned Non-Departmental expenditure is the annual transfer to the WIMPEG Fund for the City of Monmouth’s $6,000 contribution Western Independence Monmouth Public Education Government (WIMPEG) local television channel.

The General Fund Contingency represents funds that are available for expenditure in the current year if needed, but none are planned. General Fund Reserves represent funds that may be spent in future years.

DETAILED EXPENDITURES HISTORICAL DATA 10 GENERAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------NON-DEPARTMENTAL PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED TRANSFERS TRANSFER TO WIMPEG 6,000 6,000 6,000 6,000 6,000 6,000 6,000 TRANSFER TO GRANTS FUND 238,496 ------TRANSFER TO SPEC CAPITAL RESRV - - 412,385 412,385 - - - TOTAL TRANSFERS 244,496 6,000 418,385 418,385 6,000 6,000 6,000

CONTINGENCIES OPERATING CONTINGENCIES - - 647,320 - 868,816 868,816 868,816 TOTAL CONTINGENCIES 0 0 647,320 - 868,816 868,816 868,816

RESERVES RESERVE - FUTURE EXPENDITURES - - 350,000 - 350,000 350,000 350,000 TOTAL RESERVES - - 350,000 - 350,000 350,000 350,000

TOTAL NON-DEPARTMENTAL EXPENDITURES 244,496 6,000 1,415,705 418,385 1,224,816 1,224,816 1,224,816

City of Monmouth – FY 19-20 Adopted Budget Page 42

Enterprise Funds

SANITARY SEWER FUND

MISSION STATEMENT/PROFILE

The Public Works Department contains 9 funds including the Sanitary Sewer Fund. Public Works strives to maintain and operate the sewer system at a level of quality consistent with the needs and expectations of the community, and to plan and implement improvements that enhance system performance and/or increase system capacity to meet community growth needs. The City's wastewater collection and treatment systems are operated through the Sewer Fund. Sewer Fund revenues are derived from user fees, and expenditures are dedicated to system maintenance, repair and improvement.

SERVICES/PROGRAM

Sanitary Sewer Collection and Treatment: Activities include daily treatment plant maintenance and record keeping, sampling, testing, main and service line repairs, customer service calls and new service construction/inspection.

WORKLOAD STATISTICS (Fiscal Year)

Miles of pipe in Collection System: 29 miles of mainline pipe ranging from 6-inches to 30-inches in diameter.

Treatment Facilities: 5 lift pump stations 3 treatment lagoons with a surface area of 50 acres

System Usage: Average Day Dry Weather Flow ...... 1.08 MGD Maximum Day Wet Weather Flow ….. 6.05 MGD Design Capacity ...... 3.50 MGD Peak Pumping Capacity ...... 14.0 MGD Storage Volume (3 Lagoons) ...... 132 MG Out-fall Sewer Capacity ...... 3.75 MGD *MGD = Million Gallons Per Day

New Service Connections: 19 Sanitary Sewer Locates: 788

City of Monmouth – FY 19-20 Adopted Budget Page 43

PERSONNEL REQUIREMENTS (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Public Works-Director 0.32 0.32 0.32 0.32 0.32 0.32 0.32 Public Works-Operations Manager 0.60 0.60 0.60 0.60 0.60 0.60 0.40 Public Works-Project Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.40 Public Works-Systems Specialist 2.00 1.25 2.00 2.00 2.00 2.00 1.55 Public Works-Utility Technician 0.85 0.85 0.85 0.85 0.85 0.85 0.45 Public Works-Utility Secretary 0.40 0.40 0.40 0.40 0.40 0.40 0.40 Total FTE: 4.67 3.92 4.67 4.67 4.67 4.67 3.52

2018-2019 ACCOMPLISHMENTS

 Provided plan review and construction inspection for Edwards Addition Phase VII Subdivision's public improvements.  Applied 54 million gallons of treated effluent on 134 acres of trees and grass seed.  I&I Work-- Repaired pipe and manholes to reduce significant groundwater contributors to the sewer collection system when the ground water table is high.

2019-2020 GOALS

 Infiltration & Inflow Abatement – program continuation.  Initiate a sewer rate study to ensure rates are sufficient to meet current and future expenditures.  Negotiate renewal of the City’s recycled water use agreement with the current end user.  Replace 1000 feet of 8 inch sewer line along Davis Lane.  Replace failing level control valve in the #2 sewer treatment lagoon.  Replace backup power generators at the wastewater treatment plant, southeast, and southwest lift stations.  Share in the cost of remodeling the City Shops.  Purchase a ½ ton pickup truck to replace a 2003 truck scheduled for replacement  Share in the cost of a new department multi passenger sport utility vehicle  Share in the cost of purchasing a new Forklift  Replace unsupported pump controllers at all four collection system lift stations.

RESOURCES HISTORICAL DATA 11 SANITARY SEWER FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 4,079,213 4,025,039 3,814,452 3,955,202 4,017,477 4,017,477 4,017,477

SEWER CHARGES 1,740,997 1,774,390 1,802,814 1,779,613 1,797,410 1,797,410 1,797,410 CONNECTION FEES 1,900 2,650 1,600 3,500 3,100 3,100 3,100 CHARGES TO PRIVATE OWNERS ------FFC BOND PROCEEDS - 1,184,619 - - - - - MISCELLANEOUS REVENUE 856 12,157 800 300 500 500 500 DEVELOPMENT INSPECTION FEE 3,753 117 230 1,098 2,300 2,300 2,300 INTEREST ON INVESTED FUNDS 38,972 61,754 57,710 92,410 93,330 93,330 93,330

TOTAL SEWER FUND RESOURCES 5,865,691 7,060,725 5,677,606 5,832,123 5,914,117 5,914,117 5,914,117

City of Monmouth – FY 19-20 Adopted Budget Page 44

DETAILED EXPENDITURES HISTORICAL DATA 11 SANITARY SEWER FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 194,195 237,337 291,893 253,056 229,200 229,200 229,200 STANDBY & OVERTIME 11,613 12,420 12,250 13,352 12,640 12,640 12,640 FRINGE BENEFITS 129,707 153,997 205,750 176,076 176,600 176,600 176,600 TOTAL PERSONNEL SERVICES 335,516 403,753 509,893 442,484 418,440 418,440 418,440 TOTAL PERSONNEL (FTE) 3.92 4.67 4.67 4.67 3.52 3.52 3.52

MATERIALS AND SERVICES PROFESSIONAL SERVICES 46,068 33,655 45,000 35,013 125,000 125,000 125,000 INSPECTION SERVICES 2,002 846 7,000 - 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 3,297 3,848 4,000 3,000 4,000 4,000 4,000 DUES & PUBLICATIONS 4,150 4,294 1,500 1,500 1,500 1,500 1,500 ORGANIZATIONAL BUSINESS EXP 871 142 1,000 500 500 500 500 OFFICE SUPPLIES 186 232 350 100 300 300 300 OPERATING SUPPLIES 34,171 30,634 35,000 30,000 35,000 35,000 35,000 UTILITIES 136,513 164,210 150,000 170,000 185,000 185,000 185,000 UNCOLLECTIBLES EXPENSE 287 90 500 6 500 500 500 INVENTORY PURCHASES 227 1,652 1,000 300 1,000 1,000 1,000 FACILITY MAINTENANCE & REPAIR 46,338 29,246 60,000 35,000 60,000 60,000 60,000 INSURANCE 16,198 19,284 17,659 17,616 17,790 17,790 17,790 POSTAGE 3,504 3,142 3,150 3,150 3,500 3,500 3,500 PRINTING & COPYING - 106 2,500 100 2,500 2,500 2,500 COMMUNICATIONS 6,979 7,861 7,500 7,500 8,200 8,200 8,200 VEHICLE MAINTENANCE & REPAIR 1,945 4,886 10,000 4,500 10,000 10,000 10,000 I/I CONTROL MAINTENANCE 73,616 23,977 100,000 25,000 100,000 100,000 100,000 FUEL 4,266 6,311 6,000 6,000 6,500 6,500 6,500 EQUIPMENT RENTAL & MAINT 6,575 7,034 19,000 2,588 25,000 25,000 25,000 SMALL EQUIPMENT PURCHASE 1,312 1,333 7,500 3,500 2,000 2,000 2,000 CARD ACCEPTANCE PROGRAM 557 7,407 10,000 8,102 8,350 8,350 8,350 MISCELLANEOUS 2,725 1,977 1,000 2,000 1,000 1,000 1,000 REFUNDS 104 - 100 - - - - GEN FUND SUPPORT SERVICES 253,656 274,027 286,547 286,547 294,052 294,052 294,052 BLD FUND SUPPORT SERVICES 1,454 1,567 2,278 2,278 1,602 1,602 1,602 IN LIEU OF TAXES 208,920 212,927 216,338 213,554 215,690 215,690 215,690 FRANCHISE FEES 52,230 79,848 81,127 80,083 80,880 80,880 80,880 WIMPEG SEWER SVC DONATION ------TOTAL MATERIALS AND SERVICES 908,149 920,536 1,076,049 937,937 1,191,864 1,191,864 1,191,864

CAPITAL EXPENDITURES EQUIPMENT PURCHASES 61,719 29,969 - - 41,840 41,840 41,840 SYSTEM IMPROVEMENTS 145,683 - 125,000 - 550,000 550,000 550,000 CITY SHOPS - - 10,000 10,000 200,000 200,000 200,000 SEWER PLANT UPGRADES 449 193,672 33,500 33,500 35,000 35,000 35,000 TOTAL CAPITAL EXPENDITURES 207,851 223,641 168,500 43,500 826,840 826,840 826,840 PUBLIC WORKS EXPENDITURES 1,451,515 1,547,930 1,754,442 1,423,921 2,437,144 2,437,144 2,437,144

SEWER DEBT SERVICE PRIN - WWTP 2011 FFC BONDS 265,000 1,440,433 280,000 280,000 295,000 295,000 295,000 PRIN - 2017A ADV REF BONDS ------INT - WWTP 2011 FFC BONDS 125,276 103,890 61,200 61,200 50,000 50,000 50,000 INT - 2017A ADV REF BONDS - 12,794 49,000 49,000 49,000 49,000 49,000 CLEARING HOUSE EXPENSE 475 475 1,000 525 1,200 1,200 1,200 TOTAL DEBT SERVICE EXPENDITURES 390,751 1,557,593 391,200 390,725 395,200 395,200 395,200

OTHER EXPENDITURES TFR OUT TO WATER FUND - - - - 500,000 500,000 500,000 OPERATING CONTINGENCIES - - 1,631,964 - 1,081,773 1,081,773 1,081,773 RESERVE - FUTURE EXPENDITURES - - 1,500,000 - 1,500,000 1,500,000 1,500,000 RESERVE - BOND RESERVE - - 400,000 - - - - TOTAL OTHER EXPENDITURES 0 0 3,531,964 0 3,081,773 3,081,773 3,081,773

TOTAL SEWER FUND EXPENSES 1,842,267 3,105,523 5,677,606 1,814,646 5,914,117 5,914,117 5,914,117

City of Monmouth – FY 19-20 Adopted Budget Page 45

Sanitary Sewer Fund - 5 Year Financial Plan

Audited Audited Adopted Revised Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Rate Increases (1): 0% 0% 0% 0% 5% 5% Revenue Sewer Usage Charges for Service 1,740,997 1,774,390 1,802,814 1,779,613 1,797,410 1,815,380 1,833,530 1,943,540 2,060,150 Other Charges for Service 5,653 2,767 1,830 4,598 5,400 4,300 4,320 4,340 4,360 Misc Revenue - Investment Interest 38,972 61,754 57,710 92,410 93,330 94,260 95,200 96,150 97,110 Misc Revenue - Other 856 12,157 800 300 500 510 520 530 540 TOTAL RECURRING REVENUE 1,786,478 1,851,068 1,863,154 1,876,921 1,896,640 1,914,450 1,933,570 2,044,560 2,162,160

Expenditures - Public Works Personnel Services 335,516 403,753 509,893 442,484 418,440 431,850 464,340 479,770 518,220 Materials & Services 908,149 918,922 1,076,049 937,937 1,191,864 1,209,918 1,228,332 1,262,264 1,297,625 Capital Outlay 61,719 29,969 0 0 41,840 98,660 17,250 27,750 9,375 Total Operating Expenditures 1,305,383 1,352,644 1,585,942 1,380,421 1,652,144 1,740,428 1,709,922 1,769,784 1,825,220

TOTAL RECURRING EXPENDITURES 1,305,383 1,352,644 1,585,942 1,380,421 1,652,144 1,740,428 1,709,922 1,769,784 1,825,220

Total Recurring Revenue less Expenditures 481,095 498,423 277,212 496,500 244,496 174,022 223,648 274,776 336,940 Non-Recurring Activity

Sources & Uses: Capital Projects (146,132) (193,672) (168,500) (43,500) (785,000) (26,750) (210,000) (594,750) 0 Net Debt Proceeds (Reduction) (390,751) (372,974) (391,800) (390,725) (395,200) (393,400) (396,400) (393,600) (359,800) Net Interfund Transfers 0 0 0 0 (500,000) 108,400 108,400 108,400 108,400 Budgeted Contingencies (2) 0 0 (1,631,364) 0 (1,081,773) (265,080) (287,990) (354,680) (273,780) Total Non-Recurring Uses (536,883) (566,646) (2,191,664) (434,225) (2,761,973) (576,830) (785,990) (1,234,630) (525,180)

Beginning Fund Balance, including Reserves 4,079,213 4,023,425 3,814,452 3,955,202 4,017,477 2,581,773 2,444,045 2,169,693 1,564,518 Add Total recurring revenue less recurring expenditures 481,095 498,423 277,212 496,500 244,496 174,022 223,648 274,776 336,940 Less Net Non-Recurring Activities (536,883) (566,646) (2,191,664) (434,225) (2,761,973) (576,830) (785,990) (1,234,630) (525,180) Ending Fund Balance, including reserves 4,023,425 3,955,202 1,900,000 4,017,477 1,500,000 2,178,965 1,881,703 1,209,838 1,376,279 Less Fund Balance Reserve Less Ending Assigned Reserves 1,500,000 1,500,000 1,500,000 1,500,000 1,000,000 1,200,000 Less Ending Committed Reserves (3) 400,000 Less Ending Restricted Reserves Fund Balance Available for Appropriations $4,023,425 $3,955,202 $0 $4,017,477 $0 $678,965 $381,703 $209,838 $176,279 Historic Average Improvement (HAI): 485,513 442,569 403,423 367,740 335,213 Estimated Fund Balance with HAI: 485,513 1,121,534 785,126 577,579 511,492

Fiscal Policy - Ending Fund Balance (25%): 201% 282% 91% 113% 94% 57% 76% (includes contingencies/reserves/unapp FB) With HAI --> 108% 134% 111% 70% 91%

(1) Rate increases not expected to be needed to maintain 25% fund balance policy until near end of five year planning horizon. (2) Contingencies of 15% maintained throughout. (3) Committed Reserve for old bonded debt no longer required under refundings - reserve released in FY 18-19.

In all future years of the five year financial plan, the Sewer Fund is expected to meet City fiscal policy for ending fund balance. Strong operational earnings support providing the Water Fund with a five-year loan to underpin its capital project needs. It should be noted that sewer rate increases may be needed in the out years in order to support planned capital projects in this fund as well.

City of Monmouth – FY 19-20 Adopted Budget Page 46

WATER FUND

MISSION STATEMENT/PROFILE

The Public Works Department contains 9 different funds including the Water Fund. Public Works strives to maintain and operate the water system at a level of quality consistent with the needs and expectations of the community. To plan and implement improvements, which enhance system performance and/or increase system capacity to meet community growth needs. The Water Fund is operated as a utility, or proprietary fund of the City. All revenues are derived from water sales and connection fees.

SERVICES/PROGRAM

Water Supply and Distribution System Operation and Maintenance: Activities include daily well maintenance and chemical monitoring (Chlorine, Fluoride and Corrosion Buffering Agents), monthly meter reading, leak repair, valve and hydrant operation and repair, sampling and testing, service and main installation, cross connection control, and customer service calls.

WORKLOAD STATISTICS (Fiscal Year)

Supply System Facilities: Marion County Wells No. 1 and No. 2, located at the foot of the Independence Bridge over the Willamette River, and 1500 feet south of the bridge respectively. Additional supply Wells No. 4 and No. 5 (Fourth Street), south of Independence. Four reservoirs (3) located on Cupids Knoll and (1) located south of Independence. Total Water Storage – 6 million gallons

Distribution Pipe in System: Approximately 37 miles of pipeline ranging in size from 2-inch to 18-inch.

Water Usage: Average Demand ...... 0.95 Million Gallon / Day (MGD) Maximum Demand ...... 2.89 MGD Peak Pumping Capacity ...... 2.53 MGD Storage Volume (4 reservoirs) ... 7.2 MG

Number of new water services: 19 Number of water service locates: 567

City of Monmouth – FY 19-20 Adopted Budget Page 47

PERSONNEL REQUIREMENTS (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Public Works-Director 0.31 0.31 0.31 0.31 0.31 0.31 0.31 Public Works-Operations Manager 0.80 0.80 0.80 0.80 0.80 0.80 0.80 Public Works-Project Manager 0.40 0.40 0.40 0.40 0.40 0.40 0.50 Public Works-Systems Specialist 1.00 0.25 1.00 1.00 1.00 1.00 1.05 Public Works-Utility Technician 1.74 1.74 1.74 1.74 1.74 1.74 2.15 Public Works-Utility Secretary 0.40 0.40 0.40 0.40 0.40 0.40 0.40 Total FTE: 4.65 3.90 4.65 4.65 4.65 4.65 5.21

2018-2019 ACCOMPLISHMENTS

 Provided plan review and construction inspection for South Town Apartments, Monmouth Power and Light Facility, Carl’s JR, Ash Creek Station, Edwards Addition Phase VIII and Hoffman Estates.  Deployed 400 automated water meters (AMR's).  Implemented an OSHA approved asbestos pipe handling program.  Updated the City's Cross Connection Control Program.  Constructed filtration treatment facilities for Marion County Well #1.

City of Monmouth – FY 19-20 Adopted Budget Page 48

2019-2020 GOALS

 Operate the water production and distribution systems in conformance with Federal Drinking Water Requirements.  Install 400-800 AMR water meters  Finalize improvements to Marion County Well #1 to mitigate the impact of downstream filters, and improve operation.  Initiate a water rate study to determine if current rates are sufficient to meet current and future expenses.

 Draft a Water Conservation and Management Plan and get approved through the WRD  Update the Department's Design and Development Standards  Update water system utility mapping to a GIS platform  Share in the cost of remodeling the City Shops  Purchase a ¾ ton pickup truck to replace a 2005 truck scheduled for replacement  Share in the cost of a new department multi passenger sport utility vehicle  Reroute piping for wells #4 and #5 to improve water quality and treatment.  Modify the emergency intertie piping between Monmouth and Independence to ensure safe operation if needed by either City.  Initiate design and construction of the City’s new Marion County Well #3.  Share in purchase of a fork lift.

City of Monmouth – FY 19-20 Adopted Budget Page 49

RESOURCES & EXPENDITURES HISTORICAL DATA 12 WATER FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 873,564 1,002,584 200,129 371,522 725,333 725,333 725,333 WATER SALES 1,502,722 1,750,777 1,956,109 1,946,615 2,024,480 2,024,480 2,024,480 SERVICE CHARGES 2,380 2,225 2,500 1,805 2,500 2,500 2,500 CONNECTION FEES 10,841 31,875 12,800 22,710 14,360 14,360 14,360 LEASE REVENUE ------MISCELLANEOUS REVENUE 1,504 15,876 1,000 288,600 200 200 200 DEVELOPMENT INSPECTION FEE 3,753 117 230 1,098 2,300 2,300 2,300 TFR IN FROM SEWER FUND - - - - 500,000 500,000 500,000 INTEREST ON INVESTED FUNDS 8,814 15,041 13,401 9,371 8,000 8,000 8,000 WATER FUND RESOURCES 2,403,579 2,818,494 2,186,169 2,641,721 3,277,173 3,277,173 3,277,173 PERSONNEL SERVICES SALARIES AND WAGES 241,132 310,716 288,508 342,124 328,890 328,890 328,890 STANDBY & OVERTIME 13,404 18,483 15,100 13,182 15,360 15,360 15,360 FRINGE BENEFITS 177,201 232,927 212,540 249,421 257,420 257,420 257,420 TOTAL PERSONNEL SERVICES 431,736 562,125 516,148 604,727 601,670 601,670 601,670 TOTAL PERSONNEL (FTE) 3.90 4.65 4.65 4.65 5.21 5.21 5.21 MATERIALS AND SERVICES PROFESSIONAL SERVICES 53,115 20,712 59,000 39,000 150,000 150,000 150,000 INSPECTION SERVICES 1,292 846 5,000 - 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 3,150 3,504 3,200 3,500 4,500 4,500 4,500 DUES & PUBLICATIONS 1,295 1,402 1,500 1,500 1,500 1,500 1,500 ORGANIZATIONAL BUSINESS EXP 1,217 119 1,000 500 500 500 500 OFFICE SUPPLIES 421 196 350 350 350 350 350 OPERATING SUPPLIES 45,664 43,697 90,000 49,000 90,000 90,000 90,000 UTILITIES 91,362 91,568 125,000 102,100 125,000 125,000 125,000 UNCOLLECTIBLES EXPENSE 195 151 100 289 200 200 200 INVENTORY PURCHASES 7,104 21,094 20,000 10,000 10,000 10,000 10,000 FACILITY MAINTENANCE & REPAIR 17,744 20,076 25,000 32,500 25,000 25,000 25,000 INSURANCE 10,757 11,611 11,727 11,699 11,820 11,820 11,820 POSTAGE 4,561 4,000 4,500 4,000 4,500 4,500 4,500 PRINTING & COPYING 3,027 2,920 2,800 2,800 2,800 2,800 2,800 COMMUNICATIONS 3,390 3,612 3,400 3,400 3,500 3,500 3,500 VEHICLE MAINTENANCE & REPAIR 2,783 3,745 6,000 4,000 5,000 5,000 5,000 FUEL 3,972 5,324 5,000 5,600 5,800 5,800 5,800 EQUIPMENT RENTAL & MAINT 4,629 6,795 6,500 4,100 6,500 6,500 6,500 SMALL EQUIPMENT PURCHASE 189 2,551 3,000 3,000 3,000 3,000 3,000 CARD ACCEPTANCE PROGRAM 557 7,407 10,000 8,550 10,000 10,000 10,000 MISCELLANEOUS 612 472 550 550 500 500 500 REFUNDS - - - 75 - - - GEN FUND SUPPORT SERVICES 308,543 332,374 346,064 346,064 356,282 356,282 356,282 BLD FUND SUPPORT SERVICES 1,454 1,567 2,278 2,278 1,602 1,602 1,602 IN LIEU OF TAXES 180,327 210,093 234,733 233,594 242,938 242,938 242,938 FRANCHISE FEES 45,082 78,785 88,025 87,598 91,100 91,100 91,100 PARK WATER DONATION 19,692 11,231 20,000 16,136 20,000 20,000 20,000 WIMPEG WATER SVC DONATION ------TOTAL MATERIALS AND SERVICES 812,134 885,851 1,074,727 972,183 1,174,392 1,174,392 1,174,392

CAPITAL EXPENDITURES EQUIPMENT PURCHASES 63,995 - - - 52,330 52,330 52,330 WATER LINE REPLACEMENT 1,956 680,201 97,500 34,478 - - - SYSTEM IMPROVEMENTS 91,173 319,759 276,500 300,000 507,500 507,500 507,500 CITY SHOPS - - 5,000 5,000 150,000 150,000 150,000 TOTAL CAPITAL EXPENDITURES 157,125 999,960 379,000 339,478 709,830 709,830 709,830 PUBLIC WORKS EXPENDITURES 1,400,996 2,447,936 1,969,875 1,916,388 2,485,892 2,485,892 2,485,892

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 166,294 - 391,281 391,281 391,281 RESERVE - FUTURE EXPENDITURES - - 50,000 - 400,000 400,000 400,000 TOTAL OTHER EXPENDITURES 0 0 216,294 0 791,281 791,281 791,281 TOTAL WATER FUND EXPENSES 1,400,996 2,447,936 2,186,169 1,916,388 3,277,173 3,277,173 3,277,173

City of Monmouth – FY 19-20 Adopted Budget Page 50

Water Fund - 5 Year Financial Plan

Audited Audited Adopted Revised Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Rate Increases (1): 10% 0% 2% 3% 4% 5% Revenue Metered Water Sales 1,502,722 1,750,777 1,956,109 1,946,615 2,024,480 2,085,210 2,168,620 2,277,050 2,413,670 Other Charges for Service 16,975 34,217 15,530 25,613 19,160 19,330 19,510 19,690 19,870 Misc Revenue - Investment Interest 8,814 15,041 13,401 9,371 8,000 8,080 8,160 8,240 8,320 Misc Revenue - Other 1,504 15,876 1,000 288,600 200 200 200 200 200 TOTAL REVENUE 1,530,015 1,815,910 1,986,040 2,270,199 2,051,840 2,112,820 2,196,490 2,305,180 2,442,060

Expenditures - Public Works Personnel Services 431,736 562,136 516,148 604,727 601,670 624,410 675,110 701,120 760,860 Materials & Services 812,134 884,876 1,074,727 972,182 1,174,392 1,199,910 1,231,219 1,266,444 1,306,982 Capital Outlay 63,995 0 0 0 52,330 98,660 17,250 27,750 46,875 Total Operating Expenditures 1,307,866 1,447,012 1,590,875 1,576,909 1,828,392 1,922,980 1,923,579 1,995,314 2,114,717

Expenditures (Non-Operating) Total Non-Operating 000000000 TOTAL EXPENDITURES 1,307,866 1,447,012 1,590,875 1,576,909 1,828,392 1,922,980 1,923,579 1,995,314 2,114,717

Total Recurring Revenue less Expenditures 222,149 368,898 395,165 693,290 223,448 189,840 272,912 309,866 327,343 Non-Recurring Activity

Sources & Uses: Capital Projects (93,129) (999,960) (379,000) (339,478) (657,500) (176,750) (324,440) (30,000) (409,920) Net Interfund Transfers 0 0 0 0 500,000 (108,400) (108,400) (108,400) (108,400) Budgeted Contingencies (2) 0 0 (166,294) 0 (391,282) (331,220) (353,460) (320,060) (394,960) Total Non-Recurring Uses (93,129) (999,960) (545,294) (339,478) (548,782) (616,370) (786,300) (458,460) (913,280)

Begin Fund Balance, incl. Reserves 873,564 1,002,584 200,129 371,522 725,334 791,282 695,972 536,044 707,510 Add Total recurring revenue less recurring expenditures 222,149 368,898 395,165 693,290 223,448 189,840 272,912 309,866 327,343 Less Net Non-Recurring Activities (93,129) (999,960) (545,294) (339,478) (548,782) (616,370) (786,300) (458,460) (913,280) Ending Fund Balance, incl. Reserves 1,002,584 371,522 50,000 725,334 400,000 364,752 182,584 387,450 121,573 Less Fund Balance Reserve Less Ending Assigned Reserves 50,000 400,000 300,000 150,000 150,000 50,000 Less Ending Committed Reserves Less Ending Restricted Reserves Fund Balance Available for Appropriations $1,002,584 $371,522 $0 $725,334 $0 $64,752 $32,584 $237,450 $71,573 Historic Average Improvement (HAI): 509,040 303,919 181,453 108,335 64,681 Estimated Fund Balance with HAI 509,040 368,671 214,036 345,785 136,253

Fiscal Policy - Ending Fund Balance (25%): 14% 46% 32% 33% 24% 35% 20% (includes contingencies/reserves/unapp FB) 52% 48% 32% 40% 23%

(1) Rate increase not expected to be needed in FY 19-20 based on $500,000 sewer loan allowing maintainance of the 25% fund balance policy; but out year rate increases may be higher than shown, if fund balances in out years do not materialize. (2) Contingencies of 15% maintained throughout the five year planning period above.

In all future years of the five year financial plan, the Water Fund is expected to meet City fiscal policy for ending fund balance, based on support in FY 19-20 from a proposed 5-year interfund loan from the Sanitary Sewer Fund and approximate rate increases as shown above. These water rate increases are anticipated to be needed after FY 19-20 in order to support required capital projects in this fund as well as to repay the Sewer Fund loan.

City of Monmouth – FY 19-20 Adopted Budget Page 51

STORMWATER UTILITY FUND

MISSION STATEMENT/PROFILE

The Public Works Department contains 9 funds. Currently, stormwater services are included in the Street Fund. There is a proposal to establish a separate storm drain utility. If the new utility were created, revenues and expenditures for the program would be housed in this fund. Figures included in this budget are placeholders. If the stormwater program and fund are established, budget revisions would establish actual service levels, programs and tasks and revenues and expenditures.

SERVICES/PROGRAM

Stormwater Maintenance: Proposed services and programs would include maintenance of the City’s storm drainage system and compliance with stormwater quality standards.

PERSONNEL REQUIREMENTS (Full Time Equivalents – FTE) 2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Public Works-Director ------Public Works-Operations Manager ------Public Works-Project Manager ------Public Works-Systems Specialist ------Public Works-Utility Technician 0.25 - 0.25 - 0.25 - 0.25 Public Works-Utility Secretary ------Total FTE: 0.25 - 0.25 - 0.25 - 0.25

2018-2019 ACCOMPLISHMENTS

 Initiated work on a Stormwater Utility fee through hiring a consultant, to look at establishing a more secure funding mechanism for compliance with stormwater collection and treatment.

2019-2020 GOALS

 Expand the Stormwater Department to provide basic services that meet existing regulatory requirements.

City of Monmouth – FY 19-20 Adopted Budget Page 52

RESOURCES & EXPENDITURES HISTORICAL DATA 20 STORM DRAIN UTILITY FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 0 0 0 0 0 - -

STORM DRAIN CHARGES - - 100,000 - 100,000 100,000 100,000 CONNECTION FEES ------INTEREST ON INVESTED FUNDS ------

TOTAL STORM DRAIN UTILITY FUND REV 0 0 100,000 0 100,000 100,000 100,000

PERSONNEL SERVICES SALARIES AND WAGES - - 15,000 - 15,000 15,000 15,000 STANDBY & OVERTIME ------FRINGE BENEFITS - - 5,000 - 5,000 5,000 5,000 TOTAL PERSONNEL SERVICES 0 0 20,000 0 20,000 20,000 20,000 TOTAL PERSONNEL (FTE) 0 0 0.25 0 0.25 0.25 0.25 MATERIALS AND SERVICES PROFESSIONAL SERVICES - - 15,000 - 15,000 15,000 15,000 ORGANIZATIONAL BUSINESS EXP - - 500 - 500 500 500 OFFICE SUPPLIES - - 500 - 500 500 500 VEHICLE MAINTENANCE & REPAIR - - 1,000 - 1,000 1,000 1,000 FUEL - - 3,000 - 3,000 3,000 3,000 TOTAL MATERIALS AND SERVICES 0 0 20,000 0 20,000 20,000 20,000

CAPITAL EXPENDITURES EQUIPMENT ------SYSTEM IMPROVEMENTS - - 50,000 - 50,000 50,000 50,000 TOTAL CAPITAL EXPENDITURES 0 0 50,000 0 50,000 50,000 50,000 PUBLIC WORKS EXPENDITURES 0 0 90,000 0 90,000 90,000 90,000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 10,000 - 10,000 10,000 10,000 RESERVE - FUTURE EXPENDITURES ------TOTAL OTHER EXPENDITURES 0 0 10,000 0 10,000 10,000 10,000 TOTAL STORM DRAIN UTILITY FUND EXP 0 0 100,000 0 100,000 100,000 100,000

City of Monmouth – FY 19-20 Adopted Budget Page 53

POWER & LIGHT MISSION STATEMENT/PROFILE

The department continues to provide reliable and professional service at a reasonable cost, encourage energy conservation and position the City to compete in a deregulated energy environment.

SERVICES/PROGRAMS Distribution System Maintenance: Includes installation and maintenance of cables, wires, poles, vaults, switches, transformers, reclosures, meters, and tree trimming for power line clearance and facilities locates as required.

Energy Efficiency: Includes the weatherization program, incentives to replace heat pumps, windows, and water heaters with more efficient models. It also includes duct sealing, lighting retrofits (including LED streetlights), insulation measures and consumer education for both residential and commercial customers. Monmouth Power & Light (MPL) very aggressively works the program through LED lighting, residential and commercial activities.

Community Service: Includes services provided to the community not necessarily related to the electric distribution system - such as hanging holiday decorations, digging holes for signs, helping residents with electrical problems, hanging banners that announce community events and parades, participate in various organizations and events including educating the students of Polk County.

POWER AND LIGHT PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Foreman 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Serviceman 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Journeyman Lineman 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Lineman Apprentice - - - - 1.00 1.00 1.00 Planning Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Energy Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total FTE: 8.00 8.00 8.00 8.00 9.00 9.00 9.00

City of Monmouth – FY 19-20 Adopted Budget Page 54

2018-2019 ACCOMPLISHMENTS

 In addition to completing the monthly disconnect for non-payment (DNP) customers as provided by the Finance Department, and connecting all homes with electrical permits issued by Building and Safety Department, highlighted below are the many projects MPL completed in 2018-19 since a picture is worth a thousand words:

Energized over 28 homes in Quail Crossing Installed services to several multi-family homes

Connected many homes in Edwards Addition Carl’s Jr. is energized to open in April 2019

Highway 99 lines undergrounded Hwy 99 is a major project for many

City of Monmouth – FY 19-20 Adopted Budget Page 55

A new house at 195 Knox Assisted WOU with solar metering

North West Toys at Gwinn and Ecols Streets Single family home on Caroline Way

Ecols Street has additional development 119 Apartments started along Ecols Street S.

City of Monmouth – FY 19-20 Adopted Budget Page 56

Mayor Koontz dedicates the new MPL Headquarters New MPL Headquarters at 780 Ecols Street S.

2019-2020 GOALS

 Complete the implementation of an electronic mapping system of the electric infrastructure for operational and safety purposes. This project is well under way. Software integration is the next major step.  Continue replacing underground cable in the city. Engineer the next underground area to rebuild.  Engineer and install the infrastructure of the proposed projects of Hoffman Estates, Edwards Addition Phase 8, Ash Creek Station, and Madrona Street Car Wash.  Progress on downtown underground program for Warren Street, Jackson Street, Broad Street, and Clay Street.  Continue upgrading overhead lines as identified in the City’s capital improvement program - Powell Street, Jackson Street, Madrona Street, and Clay Street.  Implement ongoing National Electric Safety Code (NESC) compliance efforts as required by the Public Utilities Commission (PUC).  Continue Power & Light’s effective Vegetation Management program.  Support aggressive energy conservation measures - including the City’s low-income energy assistance program and low income energy efficiency measures.  Consider a rate increase for FY 1920-21 based on a number of factors including the fact that the Bonneville Power Administration (BPA) instituted a rate increase in October 2018.

RESOURCES HISTORICAL DATA 13 POWER & LIGHT FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 7,098,804 6,985,150 4,958,611 5,754,670 2,464,910 2,524,910 2,524,910

SALES AND SERVICE REVENUE RESIDENTIAL ELECTRIC SALES 3,677,666 3,607,044 3,783,000 3,783,000 3,812,180 3,812,180 3,812,180 SMALL COMMERCIAL 352,747 347,302 353,155 353,155 355,000 355,000 355,000 GENERAL PURPOSE 1,682,175 1,679,659 1,802,000 1,689,022 1,827,375 1,827,375 1,827,375 RENTAL LIGHTS 23,686 23,694 23,750 23,690 23,700 23,700 23,700 STREET LIGHTING 22,428 24,758 23,200 24,432 25,000 25,000 25,000 SERVICE CHARGES 83,381 80,090 83,380 81,460 81,000 81,000 81,000 RECONNECT CHARGES 38,983 42,980 38,980 39,115 39,000 39,000 39,000 TEMPORARY & PERMANENT SVCS 3,832 7,472 2,000 18,750 40,000 40,000 40,000 TOTAL SALES AND SERVICE REVENUE 5,884,898 5,812,998 6,109,465 6,012,624 6,203,255 6,203,255 6,203,255 OTHER REVENUES POLE CONTACTS 6,182 - 8,500 13,888 8,860 8,860 8,860 CONT. IN AID TO CONSTRUCTION 109,996 119,323 116,000 276,500 200,000 200,000 200,000 BPA CONSERVATION REVENUE 15,549 168,090 - - 168,207 168,207 168,207 SALE OF MATERIALS AND SUPPLIES 73 - - 25 - - - MISCELLANEOUS REVENUE 47,399 23,660 500 30,758 1,000 1,000 1,000 FIBER LOOP PAYMENT 8,449 8,059 7,669 7,669 7,280 7,280 7,280 INTEREST ON INVESTED FUNDS 68,910 111,704 103,687 117,935 115,007 115,007 115,007 TRANS IN - MINET LS NETWK LOC 21,912 21,912 21,912 21,912 21,910 21,910 21,910 TRANSFER IN FROM URD 114,890 66,374 56,671 56,671 56,671 56,671 56,671 TOTAL OTHER REVENUE 393,360 519,122 314,939 525,358 578,935 578,935 578,935 TOTAL POWER & LIGHT FUND REVENUE 13,377,062 13,317,269 11,383,015 12,292,652 9,247,100 9,307,100 9,307,100 City of Monmouth – FY 19-20 Adopted Budget Page 57

DETAILED EXPENDITURES HISTORICAL DATA 13 POWER & LIGHT FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED PERSONNEL SERVICES SALARIES AND WAGES 646,735 701,362 730,180 675,671 761,370 761,370 761,370 STANDBY & OVERTIME 13,045 14,024 20,000 10,301 20,000 20,000 20,000 FRINGE BENEFITS 325,836 334,461 392,699 365,395 469,830 469,830 469,830 TOTAL PERSONNEL SERVICES 985,616 1,049,847 1,142,879 1,051,367 1,251,200 1,251,200 1,251,200 TOTAL PERSONNEL (FTE)8.008.009.009.009.009.009.00

MATERIALS AND SERVICES PROFESSIONAL SERVICES 56,892 54,745 95,000 95,000 110,000 110,000 110,000 PROFESSIONAL DEVELOPMENT 9,490 9,331 15,950 16,000 16,000 16,000 16,000 DUES & PUBLICATIONS 34,765 47,117 40,000 39,553 36,800 36,800 36,800 ORGANIZATIONAL BUSINESS EXP 6,769 5,873 7,916 7,900 8,000 8,000 8,000 MARKETING & ECONOMIC DEVELOP 1,985 3,983 3,000 3,000 3,000 3,000 3,000 OFFICE SUPPLIES 1,134 1,447 1,500 1,500 1,500 1,500 1,500 OPERATING SUPPLIES 13,261 8,887 10,000 10,000 10,000 10,000 10,000 PURCHASED POWER 2,662,240 2,591,563 3,000,000 3,042,137 3,100,000 3,100,000 3,100,000 POWER TRANSMISSION 351,591 379,219 417,553 389,370 427,000 427,000 427,000 UTILITIES 6,274 8,554 6,300 6,300 9,000 9,000 9,000 UNCOLLECTIBLES EXPENSE 7,363 221 2,500 1,000 2,500 2,500 2,500 INVENTORY PURCHASES 40,505 47,732 60,000 150,000 65,000 65,000 65,000 FACILITY MAINTENANCE & REPAIR 39,388 30,985 31,000 31,000 35,000 35,000 35,000 INSURANCE 14,561 15,259 15,229 15,836 15,990 15,990 15,990 POSTAGE 22,943 20,608 22,600 20,000 20,000 20,000 20,000 PRINTING & COPYING - 762 1,000 1,000 1,000 1,000 1,000 COMMUNICATIONS 6,682 7,001 6,000 6,000 7,500 7,500 7,500 VEHICLE MAINTENANCE & REPAIR 28,909 6,513 10,000 13,000 10,000 10,000 10,000 FUEL 8,192 9,980 10,580 10,580 11,000 11,000 11,000 EQUIPMENT RENTAL & MAINT 2,943 5,538 6,641 5,500 6,000 6,000 6,000 SMALL EQUIPMENT PURCHASE 3,858 6,835 5,000 5,000 5,000 5,000 5,000 CARD ACCEPTANCE PROGRAM 1,671 22,221 25,000 25,000 25,000 25,000 25,000 MISCELLANEOUS 6,821 4,661 7,000 7,000 4,000 4,000 4,000 REFUNDS (46) (25) 500 500 500 500 500 U/B DEPOSIT INTEREST 3,291 2,188 3,000 3,000 3,000 3,000 3,000 CONSERVATION PROGRAM 149,820 106,340 100,000 80,000 80,000 80,000 80,000 UTILITY ASSISTANCE - 10,000 10,000 - 10,000 10,000 10,000 GEN FUND SUPPORT SERVICES 391,036 416,451 432,442 432,442 445,202 445,202 445,202 BLD FUND SUPPORT SERVICES 1,454 1,567 2,278 2,278 1,602 1,602 1,602 IN LIEU OF TAXES 287,935 397,772 418,957 411,131 423,030 423,030 423,030 FRANCHISE FEES 172,794 255,715 269,330 264,298 271,950 271,950 271,950 TOTAL MATERIALS AND SERVICES 4,334,520 4,479,044 5,036,276 5,095,325 5,164,574 5,164,574 5,164,574

CAPITAL EXPENDITURES EQUIPMENT PURCHASES 113,352 32,480 60,000 - 10,000 70,000 70,000 SYSTEM IMPROVEMENTS 64,453 794,241 642,260 250,000 933,744 933,744 933,744 CITY SHOPS ------P&L HEADQUARTERS 9,325 540,000 2,703,580 2,700,000 - - - TOTAL CAPITAL EXPENDITURES 187,130 1,366,722 3,405,840 2,950,000 943,744 1,003,744 1,003,744 POWER & LIGHT EXPENDITURES 5,507,266 6,895,613 9,584,995 9,096,692 7,359,518 7,419,518 7,419,518

POWER & LIGHT DEBT SERVICE PRIN - OBDD SUBSTATION NOTE 163,408 ------PRIN - P&L SERIES 2015-A 5,000 180,000 180,000 180,000 185,000 185,000 185,000 INT - OBDD SUBSTATION NOTE 6,536 ------INT - P&L SERIES 2015-A 95,415 94,950 90,450 90,450 84,975 84,975 84,975 CLEARING HOUSE EXPENSE - - 1,000 600 1,000 1,000 1,000 COST OF ISSUANCE ------TOTAL P&L DEBT SERVICE 270,359 274,950 271,450 271,050 270,975 270,975 270,975

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 926,570 - 1,016,607 1,016,607 1,016,607 TRANSFER TO URD - LOAN ------TRANSFER TO MINET (LOAN INT) 471,209 392,033 400,000 400,000 400,000 400,000 400,000 RESERVE - MINET DEBT RESERVE - - 200,000 - 200,000 200,000 200,000 TOTAL OTHER EXPENDITURES 471,209 392,033 1,526,570 400,000 1,616,607 1,616,607 1,616,607

TOTAL POWER & LIGHT EXPENSES 6,248,834 7,562,595 11,383,015 9,767,742 9,247,100 9,307,100 9,307,100

City of Monmouth – FY 19-20 Adopted Budget Page 58

Power and Light Fund - 5 Year Financial Plan

Audited Audited Adopted Revised Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Rate Increases (1): 5% 4% 4% 4% 5% Revenue Residential Electrical Sales 3,677,666 3,607,044 3,783,000 3,783,000 3,812,180 4,002,790 4,202,930 4,413,080 4,677,860 Other Charges for Service 2,207,232 2,205,954 2,326,465 2,229,624 2,391,075 2,382,140 2,405,970 2,430,040 2,454,340 Misc Revenue - Investment Interest 68,910 111,704 103,687 117,935 115,007 116,160 117,320 118,490 119,670 Misc Revenue - Other 187,649 319,132 132,669 328,840 385,347 388,740 398,410 401,880 393,420 Transfers In - MINET LSN - NOAnet 21,912 21,912 21,912 21,912 21,910 21,910 21,910 21,910 21,910 Transfers In - URD Loan Repayment 114,890 66,374 56,671 56,671 56,671 56,671 56,671 56,671 56,671 TOTAL REVENUE 6,278,258 6,332,119 6,424,404 6,537,982 6,782,190 6,968,411 7,203,211 7,442,071 7,723,871

Expenditures - Power & Light Dept Personnel Services 985,616 1,049,858 1,142,879 1,051,366 1,251,200 1,289,920 1,330,120 1,371,860 1,415,210 Materials & Services 4,334,520 4,479,044 5,036,276 5,095,325 5,164,574 5,304,641 5,469,499 5,619,334 5,799,357 Capital Outlay 113,352 32,480 60,000 0 70,000 65,000 0 28,000 110,000 Total Operating Expenditures 5,433,488 5,561,382 6,239,155 6,146,691 6,485,774 6,659,561 6,799,619 7,019,194 7,324,567

Expenditures (Non-Operating) Interfund Transfers Out 471,209 392,033 400,000 400,000 400,000 65,510 65,510 65,510 0 Debt Service 270,359 274,950 271,450 271,050 270,975 269,410 276,520 273,230 274,640 Total Non-Operating 741,568 666,983 671,450 671,050 670,975 334,920 342,030 338,740 274,640 TOTAL EXPENDITURES 6,175,056 6,228,365 6,910,605 6,817,741 7,156,749 6,994,481 7,141,649 7,357,934 7,599,207

Total Recurring Revenue less Expenditures 103,202 103,755 (486,201) (279,759) (374,559) (26,070) 61,562 84,137 124,664 Non-Recurring Activity

Uses: Capital Projects (73,778) (1,334,242) (3,345,840) (2,950,000) (933,744) (383,757) (353,757) (353,757) (303,757) Budgeted Contingencies (2) 0 0 (926,570) 0 (1,016,608) (704,330) (357,670) (368,650) (381,420) Total Non-Recurring Uses (73,778) (1,334,242) (4,272,410) (2,950,000) (1,950,352) (1,088,087) (711,427) (722,407) (685,177)

Beginning Fund Balance, including Reserves 7,069,379 6,985,157 4,958,611 5,754,670 2,524,911 1,216,608 806,782 514,587 244,967 Add Total recurring revenue less recurring expenditures 103,202 103,755 (486,201) (279,759) (374,559) (26,070) 61,562 84,137 124,664 Less Net Non-Recurring Activities (73,778) (1,334,242) (4,272,410) (2,950,000) (1,950,352) (1,088,087) (711,427) (722,407) (685,177) Ending Fund Balance, including reserves 7,098,803 5,754,670 200,000 2,524,911 200,000 102,452 156,917 (123,683) (315,546) Less Fund Balance Reserve Less Ending Assigned Reserves Less Ending Committed Reserves (3) 113,646 200,000 200,000 100,000 100,000 100,000 100,000 Less Ending Restricted Reserves Fund Balance Available for Appropriations $6,985,157 $5,754,670 $0 $2,524,911 $0 $2,452 $56,917 ($223,683) ($415,546) Historic Average Improvement (HAI): 1,398,341 1,298,120 1,205,082 1,118,712 1,038,532 Estimated Fund Balance with HAI: 1,398,341 1,300,571 1,261,998 895,029 622,986

Fiscal Policy - Ending Fund Balance (25%): 16% 37% 17% 12% 7% 3% 1% (includes contingencies/reserves/unapp FB) With HAI --> 32% 29% 23% 18% 14%

(1) Rate increases not expected to be needed in FY 19-20 since savings levels should be sufficient to maintain 25% fund balance policy; but may be higher than percentages shown thereafter if fund balances from savings in out years do not exceed the predicted HAI. (2) Contingencies of just under 15% maintained in FY 19-20, but then reduced to 10% in FY 20-21 and 5% thereafter. (3) Committed Reserve for MINET Debt Service maintained at $200K until FY 20-21 when Dallas market expansion and GPON upgrades expected to result in virtual self- sufficiency for all debt service by MINET; reduced to $100K ongoing as City is backstop to debt service should MINET encounter future fiscal challenges.

In all but the last two years of the five year financial plan, the Power & Light Fund is expected to meet or be very close to the City fiscal policy for ending fund balance, premised on the historical average improvement factor shown above. It should be noted that electric rate increases are anticipated to be needed after FY 19-20 in order to support required capital projects in this fund as well as potential price increases from BPA for power purchases.

City of Monmouth – FY 19-20 Adopted Budget Page 59

Special Revenue Funds STREET FUND

MISSION STATEMENT/PROFILE

The Public Works Department contains 9 different funds including the Street Fund. Public Works strives to maintain and operate the transportation and storm water collection systems at levels of quality consistent with regulatory requirements, and the needs and expectations of the community. The Department plans and implements improvements that enhance system performance and/or increase system capacity to meet community growth needs. The City's street and storm drainage systems are operated through the Street Fund. The principal source of income in the Street Fund is State Gasoline Tax and Surface Transportation Program (STP) dollars that come from the federal government and are administered by the state.

SERVICES/PROGRAM

Street & Storm Drainage Maintenance: Activities include street sweeping, leaf pickup, crack sealing, pavement patching, resurfacing, sign maintenance, catch basin cleaning, pipe cleaning and ditch cleaning.

WORKLOAD STATISTICS (Fiscal Year)

Miles of Streets in System: 36.04

Miles of Storm Drain Pipe in System (sizes 6” to 48”): 14.5

Miles of Open Ditch: 1.5

Drain Lines Cleared: 18

Leaves Collected: 650 Tons

STREET FUND PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Public Works-Director 0.32 0.32 0.32 0.32 0.32 0.32 0.32 Public Works-Operations Manager 0.40 0.40 0.40 0.40 0.40 0.40 0.60 Public Works-Project Manager - - 0.10 0.10 0.10 0.10 0.10 Public Works-Systems Specialist 0.25 0.25 - - - - 0.40 Public Works-Utility Technician 1.61 1.61 1.61 1.61 1.61 1.61 1.30 Public Works-Utility Secretary 0.15 0.15 0.15 0.15 0.15 0.15 0.15 Total FTE: 2.73 2.73 2.58 2.58 2.58 2.58 2.87

City of Monmouth – FY 19-20 Adopted Budget Page 60

2018-2019 ACCOMPLISHMENTS

 Provided basic maintenance of the Street and Storm Drain Systems.  Worked with Oregon Department of Transportation (ODOT) on design considerations for their Highway 99W Improvement Project.  Initiated work on a stormwater utility fee for a new Stormwater Utility Fund.  Replaced Street Sweeper as well as pavement and curb painter.  Constructed infill sidewalks along Clay Street between Hwy 99 and Knox Street to provide continuous pedestrian facilities.  Worked with City Council and various citizen advisory groups to prioritize transportation, bicycle, and pedestrian projects in the Street Fund.  Using a geographic information system (GIS) format, the department surveyed sidewalks throughout town to collected data on condition of sidewalks.

2019-2020 GOALS

 Provide support to the Monmouth Engaged- Bicycle and Pedestrian Friendly Committee.  Evaluate cause of 16th Street asphalt failure, and develop an asphalt restoration overlay project.  Construct a grated storm outlet on (2) 48" pipe to open ditch outlets.  Main Street sidewalk repairs, tree well electrical modifications, and planter bed renovation -- Phase I Streetscape.  Initiate design and construction of Councils highest priority project.  Review and update the Department's Development and Design Standards, and relevant sections of the City Code.  Sign Replacement Program - actively identify and replace deficient traffic control, parking, and street name signs.  Continue work on moving activities related to the Storm Drain Utility Fund out of the Street Fund once a new fee is implemented.  Share in the cost of a new department multi- passenger sport utility vehicle.  Share in the cost of a new fork lift.  Continue to use the Traffic Data Collector to gather traffic use and speed data on collector streets in Monmouth.  Initiate phase one of a multi-year asphalt crack sealing program.

City of Monmouth – FY 19-20 Adopted Budget Page 61

RESOURCES & EXPENDITURES HISTORICAL DATA 14 STREET FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 431,793 495,748 498,236 526,943 298,130 298,130 298,130

LEASE REVENUE 4,200 4,200 4,200 4,200 4,200 4,200 4,200 MISCELLANEOUS REVENUE 6,906 13,572 1,000 22,870 200 200 200 DEVELOPMENT INSPECTION FEE 3,543 117 230 2,196 2,300 2,300 2,300 INTEREST ON INVESTED FUNDS 4,306 7,042 5,000 9,503 10,000 10,000 10,000 STATE FUND APPORTIONMENT 580,260 632,739 714,290 701,459 743,430 743,430 743,430 SURFACE TRANSPORTATION ACT - - - - 390,000 390,000 390,000

TOTAL STREET FUND RESOURCES 1,031,009 1,153,417 1,222,956 1,267,171 1,448,260 1,448,260 1,448,260 PERSONNEL SERVICES SALARIES AND WAGES 148,792 178,894 165,688 173,338 191,440 191,440 191,440 STANDBY & OVERTIME 1,211 1,280 1,200 1,740 1,200 1,200 1,200 FRINGE BENEFITS 124,550 161,932 115,630 131,405 151,190 151,190 151,190 TOTAL PERSONNEL SERVICES 274,553 342,105 282,518 306,483 343,830 343,830 343,830 TOTAL PERSONNEL (FTE) 2.73 2.58 2.58 2.58 2.87 2.87 2.87 MATERIALS AND SERVICES PROFESSIONAL SERVICES 4,024 15,601 45,000 152,675 50,000 50,000 50,000 INSPECTION SERVICES 1,240 846 2,000 - 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 1,102 1,679 1,500 400 1,000 1,000 1,000 DUES & PUBLICATIONS - 220 300 220 300 300 300 ORGANIZATIONAL BUSINESS EXP 63 119 200 150 100 100 100 OFFICE SUPPLIES 181 92 100 100 150 150 150 OPERATING SUPPLIES 7,383 9,616 10,000 6,500 10,000 10,000 10,000 UTILITIES 1,895 2,237 2,100 2,000 3,000 3,000 3,000 MOWING CHARGES ------STREET LIGHTING 25,844 26,951 30,000 27,381 30,000 30,000 30,000 GRAVEL AND GRADING 560 681 5,000 800 5,000 5,000 5,000 PAVING REPAIR 2,804 16,847 50,000 2,500 50,000 50,000 50,000 SIDEWALK/BIKE LANE MAINTENANCE - - - 5,000 10,000 10,000 10,000 STREET SIGNS AND STRIPING 10,809 18,691 20,000 10,000 10,000 10,000 10,000 FACILITY MAINTENANCE & REPAIR 2,181 4,166 3,500 3,500 3,500 3,500 3,500 INSURANCE 7,032 7,591 7,667 7,648 7,720 7,720 7,720 POSTAGE 179 182 100 185 200 200 200 PRINTING & COPYING 2,192 2,305 2,500 2,364 2,500 2,500 2,500 COMMUNICATIONS 3,387 3,576 3,400 3,500 3,600 3,600 3,600 VEHICLE MAINTENANCE & REPAIR 8,288 5,398 10,000 10,000 10,000 10,000 10,000 FUEL 5,581 8,367 8,000 8,000 8,500 8,500 8,500 EQUIPMENT RENTAL & MAINT 6,562 11,087 6,000 1,426 6,000 6,000 6,000 SMALL EQUIPMENT PURCHASE 200 357 1,000 569 1,000 1,000 1,000 MISCELLANEOUS 297 220 200 123 300 300 300 GEN FUND SUPPORT SERVICES 137,449 145,975 152,149 152,149 152,117 152,117 152,117 BLD FUND SUPPORT SERVICES 1,454 1,567 2,278 2,278 1,602 1,602 1,602 TOTAL MATERIALS AND SERVICES 230,707 284,369 362,994 399,468 368,589 368,589 368,589 CAPITAL EXPENDITURES EQUIPMENT PURCHASES 30,000 - 215,500 197,750 20,330 20,330 20,330 CITY SHARE ASSESSED PROJECTS ------STREET IMPROVEMENTS - - 100,000 - 300,000 300,000 300,000 CITY SHOPS - - 4,000 4,000 150,000 150,000 150,000 STORM DRAIN IMPROVEMENTS - - 20,000 21,340 20,000 20,000 20,000 BICYCLE / FOOTPATHS - - 50,000 40,000 100,000 100,000 100,000 TOTAL CAPITAL EXPENDITURES 30,000 0 389,500 263,090 590,330 590,330 590,330 PUBLIC WORKS EXPENDITURES 535,260 626,474 1,035,012 969,041 1,302,749 1,302,749 1,302,749

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 177,944 - 145,511 145,511 145,511 RESERVE - FUTURE EXPENDITURES - - 10,000 - - - - TOTAL OTHER EXPENDITURES 0 0 187,944 0 145,511 145,511 145,511 TOTAL STREET FUND EXPENDITURES 535,260 626,474 1,222,956 969,041 1,448,260 1,448,260 1,448,260

City of Monmouth – FY 19-20 Adopted Budget Page 62

Street Fund - 5 Year Financial Plan

Audited Audited Adopted Revised Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

Revenue ODOT Highway Tax - State Rev Sharing 580,260 632,739 714,290 701,459 743,430 765,730 788,700 812,360 836,730 Other Charges for Service 7,743 4,317 4,430 6,396 6,500 6,560 6,620 6,680 6,740 Misc Revenue - Investment Interest 4,306 7,042 5,000 9,503 10,000 10,100 10,200 10,300 10,400 Misc Revenue - Other 6,906 13,572 1,000 22,870 200 200 200 200 200 TOTAL REVENUE 599,216 657,669 724,720 740,228 760,130 782,590 805,720 829,540 854,070

Expenditures - Public Works Personnel Services 274,553 342,105 282,518 306,483 343,830 357,130 386,860 402,080 437,110 Materials & Services 230,707 284,369 362,994 399,468 368,589 375,560 382,700 390,000 397,480 Capital Outlay 30,000 0 215,500 197,750 20,330 98,670 44,810 48,250 9,375 Total Operating Expenditures 535,260 626,474 861,012 903,701 732,749 831,360 814,370 840,330 843,965

Expenditures (Non-Operating) Total Non-Operating 0 0 0 0 0 0 0 0 0 TOTAL EXPENDITURES 535,260 626,474 861,012 903,701 732,749 831,360 814,370 840,330 843,965

Total Recurring Revenue less Expenditures 63,956 31,195 (136,292) (163,473) 27,381 (48,770) (8,650) (10,790) 10,105 Non-Recurring Activity

Sources & Uses: Capital Projects 0 0 (174,000) (65,340) (570,000) (7,500) (97,580) (7,660) (7,740) Surface Transportation Project (STP) Funds 0 0 0 0 390,000 0 90,000 0 0 Budgeted Contingencies (1) 0 0 (177,944) 0 (145,511) (83,890) (91,200) (84,800) (85,170) Total Non-Recurring Uses 0 0 (351,944) (65,340) (325,511) (91,390) (98,780) (92,460) (92,910)

Beginning Fund Balance, including Reserves 431,792 495,748 498,236 526,943 298,129 145,511 89,241 73,011 54,561 Add Total recurring revenue less recurring expenditures 63,956 31,195 (136,292) (163,473) 27,381 (48,770) (8,650) (10,790) 10,105 Less Net Non-Recurring Activities 0 0 (351,944) (65,340) (325,511) (91,390) (98,780) (92,460) (92,910) Ending Fund Balance, including reserves 495,748 526,943 10,000 298,129 0 5,351 (18,189) (30,239) (28,244) Less Fund Balance Reserve Less Ending Assigned Reserves 10,000 Less Ending Committed Reserves Less Ending Restricted Reserves Fund Balance Available for Appropriations $495,748 $526,943 $0 $298,129 $0 $5,351 ($18,189) ($30,239) ($28,244) Historic Average Improvement (HAI): 110,185 84,834 65,315 50,287 38,717 Estimated Fund Balance with HAI: 110,186 90,185 47,126 20,048 10,473

Fiscal Policy - Ending Fund Balance (15%) (2): 18% 31% 11% 11% 8% 6% 7% (includes contingencies/reserves/unapp FB) With HAI --> 20% 21% 15% 12% 11%

(1) Contingencies of 15% maintained in FY 19-20, but then 10% thereafter. (2) Fiscal Policy for the Street Fund used to require maintaining a 25% Fund Balance similar to utility funds. However, this requirement was reduced to 15% during the FY 19-20 Budget Process, similar to the General Fund, due to ODOT Highway Tax spend down requirements.

In FY 19-20, City fiscal policy for ending fund balances is expected to be met premised on the historical average improvement factor shown above. As noted elsewhere in the document, the Street Fund’s primary revenue source of gas taxes is not likely to be sufficient to continue supporting needed Stormwater activities and projects based on the small to negative fund balances shown in the out years above.

City of Monmouth – FY 19-20 Adopted Budget Page 63

GRANTS FUND

MISSION STATEMENT/PROFILE

The Grants Fund is used to track significant grant/donation revenues and related expenditures received by the City. Smaller grants/donations (typically less than $10,000) are tracked in the fund in which the managing department is located, i.e., the State Historic Preservation Grant is tracked in the Community Development (CD) Department in the General fund, due to CD’s personnel support for that grant.

The Grant Fund allows for precision in tracking of multiple large dollar grants and donations. For example in FY 16-17, the Grant Fund was used to aggregate the four separate grant sources that were used to fund the Senior Center renovation project.

In FY 19-20 the only grant/gift/donation and associated spending currently expected to be tracked in this Fund is for the Hiatt Trust Library Donation. The City received donations from the Margaret L. Hiatt Trust in FY 09-10 totaling $46,995 to be spent on Monmouth Public Library support. For several years the City kept the money in a reserve in the General Fund until it was transferred in FY 16-17 to the Grants Fund. Expenditures against this donation are related to contracting with WOU interns for Library support, adding up to approximately $1,000 and $1,500 respectively in FY 18-19 and FY 19-20.

5‐Year Major Grant Projects History

$700 $600 $500

Thousands $400 $300 $200 $100 $0 FY 12‐13 FY 13‐14 FY 14‐15 FY 15‐16 FY 16‐17

CDBG Housing Rehabs Madrona Park Improvmt Senior Ctr Renovation

City of Monmouth – FY 19-20 Adopted Budget Page 64

RESOURCES & EXPENDITURES HISTORICAL DATA 15 GRANTS FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 116,564 46,108 46,001 46,133 44,581 44,581 44,581

GRANTS AND DONATIONS SR CTR MICF FURNISHINGS DONATN 3,500 ------SR CTR BLDG - FRIENDS DONATION 143,000 ------SR CTR TRAIN & TUITION GRT REV 100 ------RURAL STUDIO TOURISM GRANT 5,146 146 - - - - - RARE PROG GRT - TRAVEL OR 11,000 ------RARE PROG GRT - OTH AGNCY MTCH 8,000 ------TOTAL GRANTS AND DONATIONS 170,746 146 - - - - -

OTHER REVENUES TRANS IN TOUR - MON RARE MATCH 11,192 ------TRANSFER IN - MISC 238,496 ------INTEREST ON INVESTED FUNDS 98 726 700 1,098 1,000 1,000 1,000 TOTAL OTHER REVENUE 249,786 726 700 1,098 1,000 1,000 1,000 TOTAL GRANTS FUND REVENUE 537,096 46,980 46,701 47,231 45,581 45,581 45,581 MATERIALS AND SERVICES SR CTR TUITION GRANT EXP 254 ------SR CTR MICF FURNISHINGS EXP 1,391 459 1,650 1,650 - - - RURAL STUDIO TOURISM GRANT EXP 16,914 ------TRAVEL OR RARE PROG GRANT 22,000 ------HIATT LIBRARY DONATION EXP - 388 1,000 1,000 1,500 1,500 1,500 TOTAL MATERIALS AND SERVICES 40,560 847 2,650 2,650 1,500 1,500 1,500

CAPITAL EXPENDITURES SR CTR BLDG EXPANSION GRT EXP 450,429 ------TOTAL CAPITAL EXPENDITURES 450,429 0 0 0000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 1,000 - 4,000 4,000 4,000 RESERVE - FUTURE EXPENDITURES - - 43,051 - 40,081 40,081 40,081 TOTAL OTHER EXPENDITURES 0 0 44,051 0 44,081 44,081 44,081 TOTAL GRANTS FUND EXPENDITURES 490,988 847 46,701 2,650 45,581 45,581 45,581

Senior Center Expansion Ground Breaking – June 2016

City of Monmouth – FY 19-20 Adopted Budget Page 65

MONMOUTH/INDEPENDENCE NETWORK

MISSION STATEMENT/PROFILE

The Monmouth/Independence Network (MINET) was created to bring advanced capability to municipal utilities and provide high-speed data, voice and video services in the Monmouth/Independence area. MINET is managed and maintained through an ORS 190 Intergovernmental Agreement between the City of Monmouth and the City of Independence. In FY 06-07, MINET began accounting for all its own operational activities. As a result, the City’s MINET Fund now only accounts for payments received from MINET to cover debt service on three City bond series which were issued to fund and/or refinance loans that served to build MINET’s infrastructure. These bonds are outlined in the table below. The balances owed by the City are considered a receivable from MINET.

Bond Issue Final Maturity Interest rates Unpaid Principal at 7/1/2109 2010 Series A & B Refinance 2030 4.0% - 4.74% $500,000 2015 Series B Refinance 2031 1.84% - 4.48% $3,995,000 2017 Series B & C Advanced Refunding (of 2010 Series) 2040 3.116% $8,340,000

SERVICES/PROGRAMS

Operations: MINET provides high-speed data, voice and video services in the Monmouth/Independence area. All operation revenue and expenditures are accounted for by MINET. As of FY 18-19, the company also provides management services to Willamette Valley Fiber (WVF) in Dallas, Oregon. Network Construction: Construction of the local loops and the redundant middle mile completed (phase I of the project). Phase II construction continues which includes the connection of customers to the backbone and central office infrastructural expansion. Network Maintenance/Management: Network maintenance and network management is done by contract and by MINET staff. Administration: MINET is organized as an ORS 190 intergovernmental organization.

2018-19 ACCOMPLISHMENTS

 MINET continued sales and customer support for telephone, internet, and video service as well as expanding its management and technical operations to WVF as noted above.  Continued repayment to the City’s of Monmouth and Independence of MINET debt service.

2019-20 GOALS

 Persist with efforts to increase contribution levels on MINET debt service which serve to reduce the rate at which the receivable balance for Monmouth is growing (covered by an interfund loan from MPL valued at $3,203,494, before interest of 3%, as of June 30, 2018).  Maintain collaboration between City and MINET management on operational enhancements and improvements that would enable additional debt service repayment contributions.  Company will continue with its GPON upgrades to improve its systems and customer service.

City of Monmouth – FY 19-20 Adopted Budget Page 66

RESOURCES & EXPENDITURES HISTORICAL DATA 18 MINET FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 24,364 25,641 24,593 23,678 29,129 29,129 29,129

OTHER RESOURCES PROCEEDS FOR DEBT SVC-MINET 621,028 665,457 992,458 600,000 800,000 800,000 800,000 LOAN/BOND PROCEEDS ------FFC BOND PROCEEDS - 8,484,487 - - - - - TRANSFERS FROM P&L FUND 471,209 392,033 400,000 400,000 400,000 400,000 400,000 DONATIONS ------MINET/LS NETWORKS LOC CREDIT 21,912 21,912 21,912 21,912 21,912 21,912 21,912 MISCELLANEOUS REVENUE ------INTEREST ------INTEREST ON INVESTED FUNDS 75 175 200 716 500 500 500 TOTAL OTHER REVENUE 1,114,224 9,564,064 1,414,570 1,022,628 1,222,412 1,222,412 1,222,412 TOTAL MINET FUND REVENUE 1,138,588 9,589,705 1,439,163 1,046,306 1,251,541 1,251,541 1,251,541 MATERIALS AND SERVICES PROFESSIONAL SERVICES - 130,184 - - - - - TOTAL MATERIALS AND SERVICES0130,18400000

DEBT SERVICE PRIN - MINET SERIES 2010 BONDS 205,000 7,930,000 225,000 225,000 235,000 235,000 235,000 PRIN - MINET SERIES 2015-B 275,000 245,000 245,000 245,000 250,000 250,000 250,000 PRIN - 2017B ADV REF BONDS ------PRIN - 2017C ADV REF BONDS - - 85,000 85,000 85,000 85,000 85,000 INT - MINET SERIES 2010 BONDS 453,316 1,016,785 32,420 32,420 21,750 21,750 21,750 INT - MINET SERIES 2015-B 156,120 153,933 149,780 149,780 144,660 144,660 144,660 INT - 2017B ADV REF BONDS - 43,005 164,700 164,700 164,700 164,700 164,700 INT - 2017C ADV REF BONDS - 23,648 90,565 90,565 88,700 88,700 88,700 CLEARING HOUSE EXPENSE 1,600 1,600 1,600 2,800 2,800 2,800 2,800 COST OF ISSUANCE ------TOTAL MINET DEBT SERVICE 1,091,036 9,413,970 994,065 995,265 992,610 992,610 992,610

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 23,186 - 37,019 37,019 37,019 OTHER USES - DEBT ESCROW ------TRANSFER TO P&L (LS NWK LOC) 21,912 21,912 21,912 21,912 21,912 21,912 21,912 EMERGENCY FUND ------RESERVE - FUTURE EXPENDITURES - - 400,000 - 200,000 200,000 200,000 TOTAL OTHER EXPENDITURES 21,912 21,912 445,098 21,912 258,931 258,931 258,931 TOTAL MINET EXPENDITURES 1,112,948 9,566,066 1,439,163 1,017,177 1,251,541 1,251,541 1,251,541

CFO John Cooper & General Manager Don Patten

City of Monmouth – FY 19-20 Adopted Budget Page 67

BUILDING SERVICES

MISSION STATEMENT/PROFILE

The Building Services Department seeks to ensure safe buildings are constructed through enforcement of State Building Codes. From plan review to final inspection, the department works with the builder to meet code requirements and assure the structure is code compliant. The Building Services Department strives to plan review residential projects within 10 business days and commercial projects within 30 calendar days. Inspection services are provided daily, and many permits can be issued over the counter, by fax, or mail. The Building Department enforces the City Housing Code to provide safe rental property by enforcing the minimum standards to safeguard life or limb, health, property and public welfare by regulating maintenance of all residential buildings within the city. The Building Department also enforces other sections of the City Municipal Code.

SERVICES/PROGRAMS

Building Services: The Building Department is a full service jurisdiction providing plan review, permit issuance and inspection services in all disciplines to include Structural, Mechanical, Plumbing, Electrical and Manufactured Homes. Services are provided to owners, contractors, architects and engineers to facilitate the construction of safe, accessible, and energy efficient structures. In providing these services, the department seeks to balance regulations associated with enforcement of all State Codes with positive public relations to ensure the City has a good partnership with the building community. The Building Department also enforces the City Housing Code, Abatement of Dangerous Buildings, City Sign Code and selected areas of the City Municipal Code.

Special Projects: This includes efforts to improve the community through abatement of code violations and coordinating with other agencies to provide requested information concerning City regulations. In addition, the Building Department provides pre-construction meetings to all developers, architects, engineers and builders to ensure compliance with all State and City regulations. The department also evaluates maintenance concerns and oversees all construction projects concerning City owned buildings. Many small maintenance or repairs to City buildings are handled in house by the Building Department.

WORKLOAD STATISTICS (Calendar Year) 2014 2015 2016 2017 2018 # of Single Family Building Permits: 15 18 20 18 15 # of Multi-Family Permits: 4 4 5 8 13 # of Commercial Replace/Alterations: 9 6 4 5 8 # of total Permits Issued: 390 392 406 507 493 # of Housing Code Complaints: 16 12 11 11 12 # of Inspections performed: 590 802 952 849 1003

City of Monmouth – FY 19-20 Adopted Budget Page 68

BUILDING DEPARTMENT PERSONNEL (Full Time Equivalents – FTE)

2016-2017 2017-2018 2018-2019 2019-2020 Position Proposed Adopted Proposed Adopted Proposed Adopted Proposed Building Official 0.90 0.90 0.90 0.90 0.90 0.90 0.90 Temp Building Inspector 0.04 0.04 0.09 0.09 0.13 0.13 0.13 Combination Building Inspector 0.00 0.00 0.00 0.00 0.00 0.00 1.00 Total FTE: 0.94 0.94 0.99 0.99 1.03 1.03 2.03

2018-2019 ACCOMPLISHMENTS

 Worked with Western Oregon University (WOU) on the remodel of the Natural Sciences Building on Monmouth Ave N.  Assisted WOU on the conversion of the old Reserve Officer Training Corps (ROTC) building into the new Child Development Center.  Worked with Medcalf Construction for the build of Monmouth Power and Light’s new headquarters building.  Helped Rock Construction with the build of Carl’s Jr. Restaurant at Main and Pacific Highway.  Completed the plan review and permitting process for South Town apartments consisting of 119 units, office and a recreational facility.  Provided support to the City on hiring a vendor to do a roof replacement on City Hall needed after severe leaking occurred in the spring of 2018.  Implemented the State’s free E-Permitting system (paid for by State surcharges included in customer permits) to replace the City’s unintegrated obsolete software package.

2019-2020 GOALS

 Assist WOU with the remodel of the old Oregon Military Academy into a new Welcoming center that includes overnight rental rooms.  Work with WOU on the Administration building remodel to include the first and second floors.  Provide ongoing support for the completion of the South Town Apartments.  Assist with permitting and inspections for the construction of several new commercial buildings on the S-Curves known as Ash Creek Station.  Subject to Council adoption of the Proposed Budget, hire a permanent full time inspector to assist with Building Department service volume based on sufficient revenue and reserves.  Continue with efforts to gain full Housing Code compliance for any substandard housing.  Work with other City staff on continued downtown City building maintenance, as well as reviewing possible future direction from Council on a City Hall and Volunteer Hall upgrade or replacement.  Assist developers and contractors with permits and plan review for two upcoming developments: Edwards Phase 8 and Hoffman Estates.

City of Monmouth – FY 19-20 Adopted Budget Page 69

RESOURCES & EXPENDITURES HISTORICAL DATA 19 BUILDING FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 339,973 322,898 357,595 342,367 483,412 483,412 483,412

BUILDING PERMITS 54,161 56,866 100,335 147,696 124,480 124,480 124,480 ELECTRICAL PERMITS 22,709 22,939 33,780 35,526 28,690 28,690 28,690 PLUMBING PERMITS 17,323 26,478 45,000 67,879 29,510 29,510 29,510 MECHANICAL PERMITS 15,440 16,907 22,500 24,826 34,420 34,420 34,420 FIRE LIFE PLAN REVIEW 8,570 22,540 33,370 26,977 34,090 34,090 34,090 MOBILE HOME PERMITS 1,183 1,248 - 1,335 450 450 450 PERMIT SURCHARGES 13,375 19,655 24,194 29,231 30,200 30,200 30,200 PLAN CHECK FEES 37,840 68,878 65,200 76,835 90,870 90,870 90,870 ADMIN & MISC BLDG DEPT FEES 5,019 13,654 7,780 8,300 4,590 4,590 4,590 INTEREST ON INVESTED FUNDS 3,253 4,933 4,400 11,175 11,290 11,290 11,290 UTILITY FUND SUPPORT SERVICES 5,816 6,268 9,112 9,112 6,408 6,408 6,408 TRANSFER IN - GEN FUND ------TOTAL BUILDING FUND RESOURCES 524,664 583,264 703,266 781,259 878,410 878,410 878,410

PERSONNEL SERVICES SALARIES AND WAGES 88,128 93,497 94,490 96,742 155,060 155,060 155,060 STANDBY & OVERTIME ------FRINGE BENEFITS 55,259 62,322 56,340 57,990 100,070 100,070 100,070 TOTAL PERSONNEL SERVICES 143,386 155,819 150,830 154,732 255,130 255,130 255,130 TOTAL PERSONNEL (FTE) 0.94 0.99 1.03 1.03 2.03 2.03 2.03

MATERIALS AND SERVICES PROFESSIONAL SERVICES 1,182 24,662 70,150 65,070 150 150 150 PROFESSIONAL DEVELOPMENT 470 995 800 800 1,150 1,150 1,150 DUES & PUBLICATIONS 346 689 600 425 650 650 650 ORGANIZATIONAL BUSINESS EXP 408 - 925 700 985 985 985 OFFICE SUPPLIES 24 4 50 75 50 50 50 INSURANCE 1,532 1,653 1,670 1,666 1,685 1,685 1,685 POSTAGE - 7 20 5 20 20 20 PRINTING & COPYING - 36 50 - 50 50 50 COMMUNICATIONS 590 718 600 785 820 820 820 VEHICLE MAINTENANCE & REPAIR 233 32 250 175 300 300 300 FUEL 329 468 520 520 480 480 480 EQUIPMENT RENTAL & MAINT - 396 1,147 1,000 - - - SMALL EQUIPMENT PURCHASE 678 275 400 268 - - - CARD ACCEPTANCE PROGRAM - - - 1,300 1,300 1,300 1,300 MISCELLANEOUS 299 288 175 175 200 200 200 BLDG PERMIT SURCHARGES 13,341 15,586 24,194 29,231 30,200 30,200 30,200 GEN FUND SUPPORT SERVICES 38,949 39,268 40,920 40,920 50,424 50,424 50,424 TOTAL MATERIALS AND SERVICES 58,380 85,078 142,471 143,115 88,464 88,464 88,464 BUILDING DEPT EXPENDITURES 201,766 240,897 293,301 297,847 343,594 343,594 343,594

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 209,965 - 134,816 134,816 134,816 RESERVE - FUTURE EXPENDITURES - - 200,000 - 400,000 400,000 400,000 TOTAL OTHER EXPENDITURES 0 0 409,965 0 534,816 534,816 534,816 TOTAL BUILDING FUND EXPENSES 201,766 240,897 703,266 297,847 878,410 878,410 878,410

City of Monmouth – FY 19-20 Adopted Budget Page 70

Building Fund - 5 Year Financial Plan

Audited Audited Adopted Revised Proposed Projected Budgetary Basis FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

Revenue Building Permits & Plan Fees 162,246 229,510 307,965 389,374 347,100 350,570 354,080 357,620 361,190 State Permit Surcharge Pass Thru 13,375 19,655 24,194 29,231 30,200 33,820 37,880 42,430 47,520 Misc Revenue - Investment Interest 3,253 4,933 4,400 11,175 11,290 11,400 11,510 11,630 11,750 Transfers In - Utility Fund Support 5,816 6,268 9,112 9,112 6,408 6,600 6,800 7,000 7,210 TOTAL REVENUE 184,691 260,366 345,671 438,892 394,998 402,390 410,270 418,680 427,670

Expenditures - Building Department Personnel Services 143,386 155,819 150,830 154,732 255,130 263,230 271,640 280,390 289,470 Materials & Services (1) 58,380 85,078 142,471 143,115 88,464 90,350 92,450 94,450 96,190 Capital Outlay 0 0 0 0 0 20,000 0 0 0 TOTAL EXPENDITURES 201,766 240,897 293,301 297,847 343,594 373,580 364,090 374,840 385,660

Total Recurring Revenue less Expenditures (17,075) 19,469 52,370 141,045 51,404 28,810 46,180 43,840 42,010 Non-Recurring Activity

Uses: Budgeted Contingencies (2) 0 0 (209,965) 0 (134,816) (156,037) (154,614) (156,226) (157,849) Total Non-Recurring Uses 0 0 (209,965) 0 (134,816) (156,037) (154,614) (156,226) (157,849)

Beginning Fund Balance, including Reserves 339,973 322,898 357,595 342,367 483,412 134,816.06 163,626 209,806 253,646 Add Total recurring revenue less recurring expenditures (17,075) 19,469 52,370 141,045 51,404 28,810 46,180 43,840 42,010 Less Net Non-Recurring Activities 0 0 (209,965) 0 (134,816) (156,037) (154,614) (156,226) (157,849) Ending Fund Balance, including reserves 322,898 342,367 200,000 483,412 400,000 7,589 55,193 97,420 137,807 Less Fund Balance Reserve Less Ending Assigned Reserves 200,000 400,000 Less Ending Committed Reserves Less Ending Restricted Reserves Fund Balance Available for Appropriations $322,898 $342,367 $0 $483,412 $0 $7,589 $55,193 $97,420 $137,807

Fiscal Policy - Ending Fund Balance (25%): 140% 162% 156% 44% 58% 68% 77% (includes contingencies/reserves/unapp FB)

(1) Assumes that the contracted inspector position from a Temp Agency is discontinued, and the approved permanent Combination Building Inspector position with related expenses has been added to Personnel services instead. (2) Contingencies of greater than 15% established from FY 19-20 onward; reasonable based on substantial fund balance, and considered appropriate to do so based on volatility of activity in this fund.

In all future years of the five year financial plan, the Building Fund is expected to meet City fiscal policy for ending fund balance, based on strong development activity, particularly with regard to anticipated construction projects through Western Oregon University. Building permit fee increases were not recommended for FY 19-20 due to adequate reserve levels currently being carried. Future year increases will be considered as needed to cover costs incurred to be compliant when supporting development activities.

City of Monmouth – FY 19-20 Adopted Budget Page 71

SWENSON LIBRARY FUND

MISSION STATEMENT/PROFILE

The Swenson Fund balance reflects interest earnings received by the City dedicated to the Monmouth Public Library from the estate-held Swenson Trust. Income attributed to the Swenson Fund from the Trust is restricted to purchases of furnishings and equipment for the library.

2018-2019 ACCOMPLISHMENTS

 Obtained a height adjustable standing desk to improve staff ergonomics for health and safety purposes.  Purchased a replacement task chair for staff.  Acquired a laptop for library use.

2019-2020 GOALS

 Install security cameras.  Refurbish and improve reading area seating.  Purchase library furniture and equipment as needed.

Vandalism to staff parking lot sign underpins need for security cameras.

RESOURCES & EXPENDITURES HISTORICAL DATA 28 SWENSON LIBRARY FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 41,402 32,122 23,198 26,065 36,665 36,665 36,665

DONATIONS FROM TRUST 4,660 6,933 4,660 14,800 14,800 14,800 14,800 INTEREST ON INVESTED FUNDS 329 446 500 800 500 500 500 OTHER DONATIONS ------

TOTAL SWENSON LIB FD RESOURCES 46,392 39,500 28,358 41,665 51,965 51,965 51,965

CAPITAL OUTLAY EQUIPMENT PURCHASES 14,270 13,435 20,000 5,000 30,000 30,000 30,000 TOTAL CAPITAL OUTLAY 14,270 13,435 20,000 5,000 30,000 30,000 30,000 LIBRARY - SWENSON EXPENDITURES 14,270 13,435 20,000 5,000 30,000 30,000 30,000 OTHER EXPENDITURES OPERATING CONTINGENCIES - - 3,358 - 6,965 6,965 6,965 TRANS TO GRT FD-GATES LBR GRT ------RESERVE - FUTURE EXPENDITURES - - 5,000 - 15,000 15,000 15,000 TOTAL OTHER EXPENDITURES 0 0 8,358 0 21,965 21,965 21,965 TOTAL SWENSON LIB FD EXPENDITURES 14,270 13,435 28,358 5,000 51,965 51,965 51,965

City of Monmouth – FY 19-20 Adopted Budget Page 72

WESTERN‐INDEPENDENCE‐MONMOUTH PUBLIC EDUCATION AND GOVERNMENTAL CHANNEL (WIMPEG)

MISSION STATEMENT/PROFILE

The City acts as the fiscal agent for WIMPEG TV. WIMPEG is governed through an intergovernmental agreement between Western Oregon University, Independence, and Monmouth. WIMPEG is in place to provide public, educational and governmental programming to the community. It creates opportunities for members of the community to produce programs of interest. The organization also creates opportunities for educational institutions to conduct training courses and other educational opportunities. In addition, it provides a communication medium (emergency and non-emergency) for local citizens.

WIMPEG broadcasts through MINET on cable channels 717 and 718. More information on WIMPEG can be found on their website at https://wimpeg.weebly.com/ and on YouTube at https://www.youtube.com/channel/UC_Xgz6waNW3SqCPRK7tB6Eg

RESOURCES & EXPENDITURES HISTORICAL DATA 30 WIMPEG FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 11,258 14,513 20,474 15,326 23,746 23,746 23,746

INDEPENDENCE CONTRIBUTION 6,000 - 6,000 6,000 6,000 6,000 6,000 CENTRAL SD CONTRIBUTION ------MONMOUTH CONTRIBUTION 6,000 6,000 6,000 6,000 6,000 6,000 6,000 MONMOUTH SEWER SVC DONATION ------MONMOUTH WATER SVC DONATION ------MONMOUTH ELECTRIC SVC DONATION ------INTEREST ON INVESTED FUNDS 117 184 171 460 460 460 460 MISCELLANEOUS REVENUE - 150 - - - - - TOTAL WIMPEG FUND RESOURCES 23,375 20,847 32,645 27,786 36,206 36,206 36,206 PERSONNEL SERVICES SALARIES AND WAGES 1,475 2,952 11,700 2,042 11,700 11,700 11,700 FRINGE BENEFITS (545) 731 2,890 504 2,890 2,890 2,890 TOTAL PERSONNEL SERVICES 930 3,683 14,590 2,546 14,590 14,590 14,590 TOTAL PERSONNEL (FTE) 0.35 0.25 0.50 0.25 0.50 0.50 0.50

MATERIALS AND SERVICES PROFESSIONAL SERVICES - - 300 - 300 300 300 DUES & PUBLICATIONS 327 188 330 200 330 330 330 ORGANIZATIONAL BUSINESS EXP - 1,000 - 500 1,000 1,000 1,000 OFFICE SUPPLIES - - 100 50 100 100 100 INSURANCE - 650 650 644 650 650 650 COMMUNICATIONS 6 - 50 - 50 50 50 EQUIPMENT RENTAL & MAINT 7,600 - 1,500 - 1,500 1,500 1,500 MISCELLANEOUS - - 1,000 - 1,000 1,000 1,000 TOTAL MATERIALS AND SERVICES 7,933 1,838 3,930 1,494 4,930 4,930 4,930 OTHER EXPENDITURES OPERATING CONTINGENCIES - - 14,125 - 16,686 16,686 16,686 RESERVE - FUTURE EXPENDITURES ------TOTAL OTHER EXPENDITURES 0 0 14,125 0 16,686 16,686 16,686 TOTAL WIMPEG EXPENDITURES 8,862 5,521 32,645 4,040 36,206 36,206 36,206

City of Monmouth – FY 19-20 Adopted Budget Page 73

WESTERN‐INDEPENDENCE‐MONMOUTH PUBLIC EDUCATION AND GOVERNMENTAL CHANNEL ‐ CAPITAL FUND

MISSION STATEMENT/PROFILE

As described in the WIMPEG Fund, the City acts as the fiscal agent for WIMPEG TV. WIMPEG is in place to provide public, educational and governmental programming to the community. WIMPEG receives fees paid by cable subscribers that may only be used for the acquisition of capital equipment. The WIMPEG Capital Fund was created to account for these resources and expenditures.

RESOURCES & EXPENDITURES HISTORICAL DATA 31 WIMPEG CAPITAL FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 32,400 50,524 66,648 67,441 81,709 81,709 81,709

PEG FEES 19,613 16,096 11,400 13,995 11,400 11,400 11,400 TRANSFERS IN ------INTEREST ON INVESTED FUNDS 389 904 300 1,670 1,670 1,670 1,670 MISCELLANEOUS REVENUE ------

TOTAL WIMPEG CAP FUND RESOURCES 52,402 67,524 78,348 83,106 94,779 94,779 94,779

CAPITAL OUTLAY EQUIPMENT PURCHASES 1,879 83 77,373 1,397 92,779 92,779 92,779 TOTAL CAPITAL OUTLAY 1,879 83 77,373 1,397 92,779 92,779 92,779

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 475 - 1,000 1,000 1,000 RESERVE - FUTURE EXPENDITURES - - 500 - 1,000 1,000 1,000 TOTAL OTHER EXPENDITURES 0 0 975 0 2,000 2,000 2,000

TOTAL WIMPEG CAP FUND EXPENSES 1,879 83 78,348 1,397 94,779 94,779 94,779

City of Monmouth – FY 19-20 Adopted Budget Page 74

TOURISM FUND

MISSION STATEMENT/PROFILE

The Tourism Fund was established to market and enhance tourism in Monmouth. Revenues come from the local transient “Hotel-Motel” tax of 9% established in fiscal year 2006-2007. The fund also accounts for tourism related expenditures and ensures their disbursement is in compliance with state law and City policy, which include the ability to transfer up to 30% for General Fund purposes annually. 2018-2019 ACCOMPLISHMENTS

 Ensured fund expenditures were in compliance with state law and City policy.  Provided ongoing support for the Monmouth Independence Chamber of Commerce & Visitor Center.  Provided support for multiple events including the 4th of July celebration, Music in the Park Series, and the first annual Making Spirits Bright community holiday celebration.  Provided matching funds for the Polk County Destination Development Tourism Position through Travel Salem.

2019-2020 GOALS

 Continue to attract visitors and promote tourism through advertising, marketing, and special events / projects.  Work with local tourism partners on a regional tourism marketing strategy and farm loop tour.

College Inn, Monmouth, OR

City of Monmouth – FY 19-20 Adopted Budget Page 75

RESOURCES & EXPENDITURES HISTORICAL DATA 32 TOURISM FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 52,594 43,030 51,971 57,212 61,427 61,427 61,427

HOTEL MOTEL TAX 46,281 44,806 45,000 47,684 45,000 45,000 45,000 RURAL STUDIO TOURISM GRANT REV ------MISCELLANEOUS REVENUE 3,718 3,453 2,500 6,831 6,800 6,800 6,800 INTEREST ON INVESTED FUNDS 512 793 700 1,137 1,140 1,140 1,140

TOTAL TOURISM FUND REVENUE 103,105 92,083 100,171 112,864 114,367 114,367 114,367

MATERIALS AND SERVICES DUES & PUBLICATIONS 341 - 500 357 500 500 500 TOURISM EVENT SUPPORT 32,592 19,453 32,725 32,000 19,500 19,500 19,500 RURAL STUDIO TOURISM GRANT EXP - - - - 16,975 16,975 16,975 MISCELLANEOUS 5,000 468 500 500 500 500 500 TOTAL MATERIALS AND SERVICES 37,933 19,921 33,725 32,857 37,475 37,475 37,475 NITY DEVELOPMENT DEPT EXPENDITURES 37,933 19,921 33,725 32,857 37,475 37,475 37,475

TRANSFERS TRANSFER TO GENERAL FUND 10,950 12,450 18,580 18,580 14,310 14,310 14,310 TRANSFER OUT - MISC 11,192 ------TOTAL TRANSFERS 22,142 12,450 18,580 18,580 14,310 14,310 14,310

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 44,866 - 52,582 52,582 52,582 RESERVE - FUTURE EXPENDITURES - - 3,000 - 10,000 10,000 10,000 TOTAL OTHER EXPENDITURES 0 0 47,866 0 62,582 62,582 62,582

TOTAL TOURISM FUND EXPENDITURES 60,075 32,371 100,171 51,437 114,367 114,367 114,367

City of Monmouth – FY 19-20 Adopted Budget Page 76

ECONOMIC DEVELOPMENT LOAN FUND

MISSION STATEMENT/PROFILE

In early 2014, the City’s Recreation Building located at 169 Broad St. was sold. Proceeds from the sale have been budgeted to provide an Economic Loan Fund with the purpose of supporting local businesses by providing loans for building renovations and improvements. With the planned development and formalization of program parameters, the City hopes to assist the renovation and improvement efforts of local business here in Monmouth.

RESOURCES & EXPENDITURES HISTORICAL DATA 33 ECONOMIC DEVELOPMENT LOAN FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 60,327 60,914 61,744 61,880 55,738 55,738 55,738

ECONOMIC LOAN REPAYMENT - - 5,000 - 1,000 1,000 1,000 INTEREST ON INVESTED FUNDS 586 966 830 1,358 1,302 1,302 1,302 TRANS IN - GENERAL FUND ------TOTAL ECONOMIC LOAN REVENUE 60,913 61,880 67,574 63,238 58,040 58,040 58,040

MATERIALS AND SERVICES PROFESSIONAL SERVICES - - 4,500 2,000 2,000 2,000 2,000 ECONOMIC LOAN AWARDS - - 30,000 5,000 30,000 30,000 30,000 MISCELLANEOUS - - 500 500 500 500 500 TOTAL MATERIALS AND SERVICES 0 0 35,000 7,500 32,500 32,500 32,500 COMMUNITY DEV DEPT EXPENDITURES 0 0 35,000 7,500 32,500 32,500 32,500

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 15,000 - 15,000 15,000 15,000 RESERVE - FUTURE EXPENDITURES - - 17,574 - 10,540 10,540 10,540 TOTAL OTHER EXPENDITURES 0 0 32,574 0 25,540 25,540 25,540

TOTAL ECONOMIC LOAN EXPENDITURES 0 0 67,574 7,500 58,040 58,040 58,040

City of Monmouth – FY 19-20 Adopted Budget Page 77

PARKS SYSTEM DEVELOPMENT CHARGE FUND

MISSION STATEMENT/PROFILE

To provide for the expansion of the park system necessitated by community growth and to provide for the reimbursement of additional capacity built into the park system to accommodate that growth. This program is funded through a fee from development, which offsets the City’s cost of increasing system capacity to serve the development.

SERVICES/PROGRAMS

Park Development: Activities include advance planning, preliminary engineering, design engineering and review, construction contract preparation and review, construction inspection and management.

2018-2019 ACCOMPLISHMENTS

 Continued to accumulate funds for future park system expansion and development.  Initiated an update to the Parks Master Plan including a capital project list.  Expanded Main Street Park play area with (3) toddler age appropriate toys in Main Street Park.

2019-2020 GOALS

 Continue to accumulate funds and pursue opportunities for park system expansion and development.  Wrap up Parks Master Plan update and capital improvement program list.  Revise park SDC fees based on updated capital project list from newly adopted Parks Master Plan.  Engage a consultant to prepare conceptual drawings and cost estimates for Monmouth Recreation Park grant application.

City of Monmouth – FY 19-20 Adopted Budget Page 78

RESOURCES & EXPENDITURES HISTORICAL DATA 50 PARKS SDC FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 48,460 80,272 134,496 138,085 378,789 378,789 378,789 SDC RECEIPTS 36,566 65,010 243,916 247,106 61,590 61,590 61,590 TRANSFER IN - URD ------INTEREST ON INVESTED FUNDS 663 1,788 1,315 7,121 7,000 7,000 7,000 MISC GRANTS & DONATIONS - 1,250 18,000 9,000 9,000 9,000 9,000 TOTAL PARKS SDC RESOURCES 85,689 148,321 397,727 401,312 456,379 456,379 456,379 MATERIALS AND SERVICES SDC REFUNDS - OVERSIZING - - 1,000 - - - - TOTAL MATERIALS AND SERVICES 0 0 1,000 0 0 0 0 CAPITAL EXPENDITURES SYSTEM DEVELOPMENT 5,416 10,236 30,000 22,523 35,000 35,000 35,000 LAND ACQUISITION - - 290,000 - 100,000 100,000 100,000 TOTAL CAPITAL EXPENDITURES 5,416 10,236 320,000 22,523 135,000 135,000 135,000 PUBLIC WORKS EXPENDITURES 5,416 10,236 321,000 22,523 135,000 135,000 135,000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 51,727 - 296,379 296,379 296,379 TRANSFER OUT - GRANTS FUND ------TRANSFER OUT - URD ------RESERVE - FUTURE EXPENDITURES - - 25,000 - 25,000 25,000 25,000 TOTAL OTHER EXPENDITURES 0 0 76,727 0 321,379 321,379 321,379 TOTAL PARKS SDC EXPEND 5,416 10,236 397,727 22,523 456,379 456,379 456,379

Strong local development of houses, streets and parks all lead to increased SDC revenue collection.

City of Monmouth – FY 19-20 Adopted Budget Page 79

SANITARY SEWER SYSTEM DEVELOPMENT CHARGE FUND

MISSION STATEMENT/PROFILE

To provide for the expansion of the sewer system necessitated by community growth and to provide for the reimbursement of additional capacity built into the sewer system to accommodate community growth. This program is funded with a fee from development, which offsets the City’s cost of increasing system capacity to serve the development.

SERVICES/PROGRAM

Sanitary Sewer Development: Activities include advance planning, preliminary engineering, design engineering, contract plan preparation and review, construction inspection and construction management of projects, which increase the capacity of the sewer system.

2018-2019 ACCOMPLISHMENTS

 Continued to accumulate revenue for system capacity enhancement work.

2019-2020 GOALS

 Construct the SW Pump Station Interceptor- 18" line on Gwinn Street from Warren-Heffley.  Initiate a Sewer Collection System Master Plan.  Partner with the development community to extend a portion of the City’s northeast sewer collection system trunk line.  Continue to accumulate revenue for system capacity enhancement work.

RESOURCES & EXPENDITURES HISTORICAL DATA 51 SANITARY SEWER SDC FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 1,485,763 1,576,751 1,713,721 1,677,721 1,988,412 1,988,412 1,988,412 SDC RECEIPTS 76,073 90,146 273,531 274,496 142,071 142,071 142,071 TRANSFER IN - URD ------INTEREST ON INVESTED FUNDS 14,915 25,770 21,821 38,678 35,000 35,000 35,000

TOTAL SEWER SDC RESOURCES 1,576,751 1,692,666 2,009,073 1,990,895 2,165,483 2,165,483 2,165,483

MATERIALS AND SERVICES SDC REFUNDS - OVERSIZING - 14,946 11,000 2,483 102,000 102,000 102,000 TOTAL MATERIALS AND SERVICES 0 14,946 11,000 2,483 102,000 102,000 102,000

CAPITAL OUTLAY SYSTEM DEVELOPMENT - - 914,400 - 943,660 943,660 943,660 TOTAL CAPITAL OUTLAY 0 0 914,400 0 943,660 943,660 943,660 PUBLIC WORKS EXPENDITURES 0 14,946 925,400 2,483 1,045,660 1,045,660 1,045,660

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 500,000 - 619,823 619,823 619,823 RESERVE - FUTURE EXPENDITURES - - 583,673 - 500,000 500,000 500,000 TOTAL OTHER EXPENDITURES 0 0 1,083,673 0 1,119,823 1,119,823 1,119,823 TOTAL SEWER SDC EXPENDITURES 0 14,946 2,009,073 2,483 2,165,483 2,165,483 2,165,483 City of Monmouth – FY 19-20 Adopted Budget Page 80

WATER SYSTEM DEVELOPMENT CHARGE FUND

MISSION STATEMENT/PROFILE

To provide for the expansion of the water system necessitated by community growth and to provide for the reimbursement of additional capacity built into the water system to accommodate community growth. This program is funded through a fee from development, which offsets the City’s cost of increasing system capacity to serve the development.

SERVICES/PROGRAM

Water System Development: Activities include advance planning, preliminary engineering, design engineering, contract plan preparation and review, construction inspection and construction management of projects, which increase the capacity of the water system.

2018-2019 ACCOMPLISHMENTS

 Accumulated funds for future projects.  Pilot tested selected filtration equipment to be used for the Willamette Well Field.

2019-2020 GOALS

 Partner with developers to construct water mains to increase distribution system capacity.  Work with Independence developer to relocate and upsize approximately 1000 feet of water transmission mainline to address conflict by development.  Finalize the Water Master Plan – Capital Improvement Program list and update water system development fees to ensure adequate funds are being collected to expand the water system to meet the needs experienced from growth.  Construct a new waterline on Orchard Dr. to improve distribution system looping and fire flows.

RESOURCES & EXPENDITURES HISTORICAL DATA 52 WATER SDC FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 456,499 486,399 443,607 516,680 614,438 614,438 614,438

SDC RECEIPTS 41,526 43,472 127,228 127,368 72,959 72,959 72,959 INTEREST ON INVESTED FUNDS 4,667 7,981 6,775 12,724 12,000 12,000 12,000 TOTAL WATER SDC FUND RESOURCES 502,692 537,852 577,610 656,772 699,397 699,397 699,397 MATERIALS AND SERVICES SDC REFUNDS - OVERSIZING - 8,022 11,000 1,275 110,000 110,000 110,000 TOTAL MATERIALS AND SERVICES 0 8,022 11,000 1,275 110,000 110,000 110,000

CAPITAL OUTLAY SYSTEM DEVELOPMENT 16,294 13,150 363,000 41,059 92,000 92,000 92,000 TOTAL CAPITAL OUTLAY 16,294 13,150 363,000 41,059 92,000 92,000 92,000 PUBLIC WORKS EXPENDITURES 16,294 21,172 374,000 42,334 202,000 202,000 202,000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 178,610 - 472,397 472,397 472,397 RESERVE - FUTURE EXPENDITURES - - 25,000 - 25,000 25,000 25,000 TOTAL OTHER EXPENDITURES 0 0 203,610 0 497,397 497,397 497,397 TOTAL WATER SDC FUND EXPEND. 16,294 21,172 577,610 42,334 699,397 699,397 699,397

City of Monmouth – FY 19-20 Adopted Budget Page 81

STORM DRAINAGE SYSTEM DEVELOPMENT CHARGE FUND

MISSION STATEMENT/PROFILE

To provide for the expansion of the storm drainage system necessitated by community growth and to provide for the reimbursement of additional capacity built into the storm drainage system to accommodate community growth. This program is funded through a fee from development that offsets the City’s cost of increasing system capacity to serve the development.

SERVICES/PROGRAM

Storm Drainage Development: Activities include advance planning, preliminary engineering, design engineering, contract plan preparation and review, construction inspection and construction management, which increase the capacity of the storm drainage system.

2018-2019 ACCOMPLISHMENTS

 Continued to accumulate funding for future projects.

2019-2020 GOALS

 Accumulate funds for future stormwater SDC eligible projects.  Initiate development of a Stormwater Master Plan.

RESOURCES & EXPENDITURES HISTORICAL DATA 54 STORM DRAINAGE SDC FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 215,558 224,596 243,263 238,226 261,686 261,686 261,686

SDC RECEIPTS 6,900 9,985 16,900 18,113 40,247 40,247 40,247 TRANSFER IN - URD ------INTEREST ON INVESTED FUNDS 2,137 3,646 3,088 5,347 5,347 5,347 5,347 TOTAL STORM DRAIN SDC RESOURCES 224,595 238,227 263,251 261,686 307,280 307,280 307,280 MATERIALS AND SERVICES SDC REFUNDS - OVERSIZING - - 1,000 - 1,000 1,000 1,000 TOTAL MATERIALS AND SERVICES 0 0 1,000 0 1,000 1,000 1,000

CAPITAL OUTLAY SYSTEM DEVELOPMENT - - 30,000 - 50,000 50,000 50,000 TOTAL CAPITAL OUTLAY 0 0 30,000 0 50,000 50,000 50,000 PUBLIC WORKS EXPENDITURES 0 0 31,000 0 51,000 51,000 51,000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 132,251 - 156,280 156,280 156,280 RESERVE - FUTURE EXPENDITURES - - 100,000 - 100,000 100,000 100,000 TOTAL OTHER EXPENDITURES 0 0 232,251 0 256,280 256,280 256,280

TOTAL STORM DRAINAGE SDC EXP 0 0 263,251 0 307,280 307,280 307,280

City of Monmouth – FY 19-20 Adopted Budget Page 82

TRANSPORTATION SYSTEM DEVELOPMENT CHARGE FUND

MISSION STATEMENT/PROFILE

To provide for the expansion of the transportation system necessitated by community growth and to provide for the reimbursement of additional capacity built into the transportation system to accommodate community growth. This program is funded through a fee from development that offsets the City’s cost of increasing system capacity to serve the development.

SERVICES/PROGRAM

Transportation System Development: Activities include advance planning, preliminary engineering, design engineering, contract plan preparation and review, construction inspection and construction management of projects which increase the capacity of the Transportation System. 2018-2019 ACCOMPLISHMENTS

 Continued to accumulate funding for future projects.  Prioritized and initiated projects to improve walkway and bikeway facilities; such as sharrows, bike lanes, and sidewalks.  Worked with Council to prioritize transportation system improvement projects.  Improved sidewalk connectivity along Clay Street between 99W and Knox Street.

2019-2020 GOALS

 Initiate construction of Council identified priority projects for transportation improvement including master plan bicycle and pedestrian improvement projects.  Work with ODOT to obtain approval for Sharrow markings along Main Street in the downtown core.  Partner with development community to expand the collector street system if required.

RESOURCES & EXPENDITURES HISTORICAL DATA 55 TRANSPORTATION SDC FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 694,142 802,331 1,043,100 925,318 1,277,563 1,277,563 1,277,563

SDC RECEIPTS 100,692 109,268 368,700 394,303 656,431 656,431 656,431 INTEREST ON INVESTED FUNDS 7,497 13,719 11,328 22,942 22,942 22,942 22,942 TOTAL TRANSPORTATION SDC RES 802,331 925,318 1,423,128 1,342,563 1,956,936 1,956,936 1,956,936 MATERIALS AND SERVICES SDC REFUNDS - OVERSIZING - - 1,000 - 116,000 116,000 116,000 TOTAL MATERIALS AND SERVICES 0 0 1,000 0 116,000 116,000 116,000

CAPITAL OUTLAY SYSTEM DEVELOPMENT - - 500,000 65,000 250,000 250,000 250,000 TOTAL CAPITAL OUTLAY 0 0 500,000 65,000 250,000 250,000 250,000 PUBLIC WORKS EXPENDITURES 0 0 501,000 65,000 366,000 366,000 366,000

OTHER EXPENDITURES OPERATING CONTINGENCIES - - 422,128 - 590,936 590,936 590,936 RESERVE - FUTURE EXPENDITURES - - 500,000 - 1,000,000 1,000,000 1,000,000 TOTAL OTHER EXPENDITURES 0 0 922,128 0 1,590,936 1,590,936 1,590,936 TOTAL TRANSPORTATION SDC EXP 0 0 1,423,128 65,000 1,956,936 1,956,936 1,956,936 City of Monmouth – FY 19-20 Adopted Budget Page 83

Capital Projects Funds

SPECIAL ASSESSMENT FUND

MISSION STATEMENT / PROFILE

Any future local improvement construction projects will be budgeted in this Fund. Property owners benefiting from the improvements pay for local improvements.

POINTS OF INTEREST

 If interest develops, funds have been budgeted for Local Improvement District (LID) opportunities.

RESOURCES & EXPENDITURES HISTORICAL DATA 16 SPECIAL ASSESSMENT FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 0 0 0 0 0 0 0

INTEREST ON INVESTED FUNDS ------NEW CONSTRUCTION - - 500,000 - 500,000 500,000 500,000 ASSESSMENT PRINCIPAL RECEIVED ------

TOTAL SPECIAL ASSESS. RESOURCE 0 0 500,000 0 500,000 500,000 500,000

CAPITAL EXPENDITURES NEW CONSTRUCTION - - 500,000 - 500,000 500,000 500,000 TOTAL CAPITAL EXPENDITURES 0 0 500,000 0 500,000 500,000 500,000

TOTAL SPECIAL ASSESS. EXPEND. 0 0 500,000 0 500,000 500,000 500,000

City of Monmouth – FY 19-20 Adopted Budget Page 84

SPECIAL CAPITAL RESERVE FUND

MISSION STATEMENT / PROFILE

In November 2017, the City Council requested that the proceeds from the sales of the City’s old Fire Station (152 Warren St. N.) and the old Police Station (238 Jackson St) be put into a new special capital reserve fund. This fund is to be used for upgrades to City Hall or other capital needs as resolved by Council.

2019-2020 GOALS

 In keeping with the City Council goal on determining an approach to a City Hall/Volunteer Hall upgrade or rebuild, review options presented by the space study consultant hired in FY 18-19 and determine path forward.

RESOURCES & EXPENDITURES HISTORICAL DATA 41 SPECIAL CAPITAL RESERVE FUND ACTUAL ACTUAL ADOPTED ESTIMATED------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 0 0 0 0 421,488 421,488 421,488

INTEREST ON INVESTED FUNDS - - 4,120 9,103 9,000 9,000 9,000 GIFT - BUILDING PURCHASE ------TRANS IN - GENERAL FUND - - 412,385 412,385 - - -

TOTAL SPEC CAP RESERVE RESOURCES 0 0 416,505 421,488 430,488 430,488 430,488

OTHER EXPENDITURES TRANSFER OUT TO GENERAL FUND - - - - 64,833 64,833 64,833 RESERVE - FUTURE EXPENDITURES - - 416,505 - 365,655 365,655 365,655 TOTAL OTHER EXPENDITURES 0 0 416,505 0 430,488 430,488 430,488

TOTAL SPECIAL CAP RESERVE EXPEND. 0 0 416,505 0 430,488 430,488 430,488

Former City Fire Hall sold to Crossfit business

City of Monmouth – FY 19-20 Adopted Budget Page 85

Internal Service Funds

GAS REVOLVING FUND

MISSION STATEMENT/PROFILE

The Gas Revolving Fund contains revenue and expenditures associated with fueling operations within the City. Each Fund is charged for the fuel used and proceeds are used to purchase fuel. The City also sells fuel to Polk County Fire District #1 and to MINET. In order to recoup the cost of depreciation and maintenance of the equipment, the City charges an administrative fee.

The FY 19-20 fuel budget is based on the assumption that consumption levels will not change significantly from the previous year but that fuel prices will continue at current pump levels averaging just over $3/gallon, and so appropriations needed will be higher than spent last year, given the lower fuel prices experienced during the first six months. By increasing the budget over estimated FY 18-19 actuals by roughly 5%, it is hoped this will accommodate the possibility of both fuel price and consumption increases.

In total, the adopted budget is predicated on the purchase of nearly 34,000 gallons of fuel at an average bulk cost of $2.66 per gallon for unleaded fuel and $2.89 for diesel. About 56% of the fuel purchased in FY 19-20 is expected to be used by City vehicles, with the remaining amount split between PCFD #1 and MINET at approximately 31% and 13% respectively.

RESOURCES & EXPENDITURES HISTORICAL DATA 17 GAS REVOLVING FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 6,093 1,561 6,038 9,947 6,927 6,927 6,927

INTEREST ON INVESTED FUNDS 69 156 60 314 300 300 300 GAS REVOLVING ACCOUNT 64,262 92,864 97,480 98,878 105,890 105,890 105,890

TOTAL GAS REVOLVING RESOURCES 70,424 94,581 103,578 109,139 113,117 113,117 113,117

MATERIALS AND SERVICES OPERATING SUPPLIES - - - 80 100 100 100 FACILITY MAINTENANCE & REPAIR - - - 5,000 2,000 2,000 2,000 FUEL 68,864 84,473 93,730 97,132 101,820 101,820 101,820 TOTAL MATERIALS AND SERVICES 68,864 84,473 93,730 102,212 103,920 103,920 103,920

CAPITAL EXPENDITURES EQUIPMENT PURCHASES - 160 9,848 - 9,197 9,197 9,197 TOTAL CAPITAL EXPENDITURES 0 160 9,848 0 9,197 9,197 9,197 PUBLIC WORKS EXPENDITURES 68,864 84,633 103,578 102,212 113,117 113,117 113,117

OTHER EXPENDITURES OPERATING CONTINGENCIES ------RESERVE - FUTURE EXPENDITURES ------TOTAL OTHER EXPENDITURES 0 0 0 0 0 0 0

TOTAL GAS REVOLVING FUND EXP 68,864 84,633 103,578 102,212 113,117 113,117 113,117

City of Monmouth – FY 19-20 Adopted Budget Page 86

Debt Service Funds

LIMITED TAX PENSION OBLIGATION BOND DEBT SERVICE FUND

MISSION STATEMENT/PROFILE

The Pension Obligation Bond (POB) Debt Service Fund was established to account for the collection of revenues and expenditures related to the City of Monmouth Limited Tax Pension Obligation Bond issuance. In September of 2005, the City of Monmouth participated with several other Oregon cities, counties and districts to obtain financing to partially relieve its PERS (Public Employees’ Retirement System) unfunded liabilities. Revenues to cover annual debt service and the associated semi-annual interest, are provided through a cost allocation based on proportionate percentage of projected wages in each operating fund that employs City personnel who receive the PERS benefits. The debt matures in June of 2028 and carries interest rates ranging from 4.328% - 5.004% per year. As of 7/1/2019, the balance of principal owing is $1,770,000.

RESOURCES & EXPENDITURES HISTORICAL DATA 75 PERS BOND DEBT SERVICE FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 1,570 1,961 2,851 2,838 4,358 4,358 4,358

INTEREST ON INVESTED FUNDS 391 877 350 1,520 500 500 500 DEBT SERVICE REVENUE 199,403 209,787 216,241 219,442 228,368 228,368 228,368 MISCELLANEOUS REVENUE ------

TOTAL PERS BOND DEBT SVC REV 201,364 212,624 219,442 223,800 233,226 233,226 233,226

DEBT SERVICE PENSION OBLIGATION PRINCIPAL 95,000 110,000 125,000 125,000 140,000 140,000 140,000 PENSION OBLIGATION INTEREST 104,403 99,786 94,442 94,442 88,368 88,368 88,368 CLEARING HOUSE EXPENSE ------TOTAL DEBT SVC EXPENDITURES 199,403 209,786 219,442 219,442 228,368 228,368 228,368 RESERVE - FUTURE DEBT SERVICE - - - - 4,858 4,858 4,858 TOTAL OTHER EXPENDITURES 0 0 0 0 4,858 4,858 4,858

TOTAL PERS BOND DEBT SVC FUND EXP 199,403 209,786 219,442 219,442 233,226 233,226 233,226

City of Monmouth – FY 19-20 Adopted Budget Page 87

POLICE STATION BOND DEBT SERVICE FUND

MISSION STATEMENT/PROFILE

The Police Station Bond Debt Service Fund was established to account for the proceeds and debt service expenditures associated with the issuance of General Obligation Bonds used for the building purchase and renovation of the City’s Police Station located at 450 Pacific Highway N. in Monmouth. The bond issue was approved by voters on May 21st, 2013 and authorized the annual assessment of property taxes to pay for bond debt service. The debt matures in June of 2038 and carries interest rates ranging from 0.90% - 4.75% per year. As of 7/1/2019, the balance of principal owing is $3,675,000. For FY 19-20, the City will levy $230,770 in voter-approved property taxes above its permanent rate in respect of the annual debt service for this bond issuance.

RESOURCES & EXPENDITURES HISTORICAL DATA 76 POLICE STATION DEBT SERVICE FUND ACTUAL ACTUAL ADOPTED ESTIMATED ------FY 19-20 ------PRECEDING PRECEDING BUDGET ACTUAL ACCOUNT TITLE FY 16-17 FY 17-18 FY 18-19 FY 18-19 PROPOSED APPROVED ADOPTED NET WORKING CAPITAL - JULY 1 15,266 16,226 5,619 8,554 8,440 8,440 8,440

CURRENT YEAR TAXES - PD BOND 208,183 207,598 219,026 215,400 223,846 223,846 223,846 PRIOR YEAR TAXES - PD BOND 4,718 5,248 4,500 7,825 5,000 5,000 5,000 INTEREST ON INVESTED FUNDS 635 1,247 500 2,436 1,500 1,500 1,500 TRANS IN - GENERAL FUND ------MISCELLANEOUS REVENUE ------

TOTAL PD DEBT SVC RESOURCES 228,802 230,319 229,645 234,215 238,786 238,786 238,786

DEBT SERVICE POLICE STATION BOND PRINCIPAL 45,000 55,000 60,000 60,000 70,000 70,000 70,000 POLICE STATION BOND INTEREST 167,575 166,765 165,775 165,775 163,375 163,375 163,375 CLEARING HOUSE EXPENSE ------TOTAL DEBT SVC EXPENDITURES 212,575 221,765 225,775 225,775 233,375 233,375 233,375

OTHER EXPENDITURES OPERATING CONTINGENCIES ------RESERVE - FUTURE EXPENDITURES - - 3,870 - 5,411 5,411 5,411 TOTAL OTHER EXPENDITURES 0 0 3,870 0 5,411 5,411 5,411

TOTAL PD DEBT SVC FUND EXPEND 212,575 221,765 229,645 225,775 238,786 238,786 238,786

City of Monmouth – FY 19-20 Adopted Budget Page 88

DEBT SERVICE SECTION

SUMMARY OF INDEBTEDNESS

The City looks first to cash funding or borrowing internally and/or to suitable grants when funding capital projects. Long-term debt (bonds or bank loans) are used to finance major capital projects if the previous “pay as you go” options are not viable. The City currently has no short-term obligations (defined as debt maturing within one-year from date of issuance). Outstanding long-term debt consists primarily of tax-exempt bonds issued to fund capital improvement projects and to advance refund taxable debt previously issued with higher cost capital project debt. The City also holds federally taxable long-term bonds for a portion of the City’s unfunded actuarial pension liability of the Oregon Public Employee Retirement System (PERS) and a portion of the advance refunded MINET-related obligations that did not meet the tax-exempt definition. Annual debt service schedules follow this narrative page.

Debt capacity and leveraging ratios are helpful mechanisms to inform investors and citizens that the City is exercising prudent financial management of its resources. Oregon Revised Statutes (ORS) 287A.050 provides a debt limitation of three percent of the City’s “true cash” or “real market” value (RMV) for general obligation (GO) bonds. The limitation does not apply to any GO bonds issued specifically for Water, Wastewater, Storm Water, Power & Light or off-street parking purposes. The amount of City of Monmouth GO debt issued and outstanding at June 30, 2019, which is subject to the three percent limitation, is $3,675,000 or 0.5% of the 2019 RMV of $737,373,233. This calculation does not include, as is permitted by ORS, the amount available for debt service provided by the debt service fund balance from accumulated tax levies and earnings thereon, which would serve to further reduce this percentage.

Given the significant backing/investment undertaken in the early 2000’s by Monmouth, along with the neighboring City of Independence, to provide the local community with high speed internet through the creation of MINET, it is unlikely that additional full faith and credit obligations will be taken on in the near future. Any new debt for needed capital projects would likely be in the form of voter-approved property tax-funded bonds, or a revenue bond for any very large utility fund projects. While there are currently no other policy-specified limits for debt service beyond that provided in ORS, staff closely monitors several typical debt ratios to ensure the City remains prudently and responsibly leveraged:  The annual principal for debt service payments, excluding property-tax funded bonds, is $1,882,133 for FY 19-20 which represents 8.4% of the combined operating and capital budgets in all funds. This statistic seems reasonable relative to a 10% peer benchmark noted by GFOA.  From a debt coverage standpoint, projected total reserves (or equity/net income) of $5,152,545 is 2.4 times the scheduled total annual debt service (excluding paying agent fees) of $2,115,508. Financial experts suggest a ratio greater than 1.25 is appropriate for sound fiscal management.  Outstanding full faith and credit debt (both scheduled principal and interest payments) estimated at $30,580,910 represents 4.1% of the City’s RMV. The goal will be to keep this statistic under 5%, and then review options after FY 22-23, when the ratio should fall back below the ideal of 3% (based on current payment schedules and an estimated 3% annual growth in RMV).  The balloon payment structure of the Pension Obligation Bond series was deemed appropriate at issuance, due to matching repayment structure with the underlying pension cost growth. POB’s will be fully repaid as of the end of FY 27-28, just after all sewer debt has been escheated or paid down in FY 25-26.

City of Monmouth – FY 19-20 Adopted Budget Page 89

City of Monmouth Total Debt Service Year of Maturity Total Principal Total Interest Total FY 19‐20 1,260,000 855,508 2,115,508 FY 20‐21 1,320,000 808,220 2,128,220 FY 21‐22 1,395,000 761,347 2,156,347 FY 22‐23 1,455,000 710,426 2,165,426 FY 23‐24 1,495,000 655,977 2,150,977 FY 24‐25 1,565,000 595,856 2,160,856 FY 25‐26 1,660,000 531,823 2,191,823 FY 26‐27 1,375,000 462,477 1,837,477 FY 27‐28 1,300,000 406,752 1,706,752 FY 28‐29 1,185,000 355,661 1,540,661 FY 29‐30 965,000 314,688 1,279,688 FY 30‐31 1,010,000 276,360 1,286,360 FY 31‐32 1,060,000 236,986 1,296,986 FY 32‐33 705,000 204,700 909,700 FY 33‐34 740,000 179,800 919,800 FY 34‐35 775,000 152,875 927,875 FY 35‐36 820,000 124,463 944,463 FY 36‐37 855,000 94,263 949,263 FY 37‐38 895,000 62,575 957,575 FY 38‐39 545,000 28,594 573,594 FY 39‐40 370,000 11,563 381,563 22,750,000 7,830,910 30,580,910

Total Debt Service ‐ Principal and Interest

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY 19‐20 FY 20‐21 FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FY 27‐28 FY 28‐29 FY 29‐30 FY 30‐31 FY 31‐32 FY 32‐33 FY 33‐34 FY 34‐35 FY 35‐36 FY 36‐37 FY 37‐38 FY 38‐39 FY 39‐40

Total Principal Total Interest

Total Debt Service by Funding Source

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY 19‐20 FY 20‐21 FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FY 27‐28 FY 28‐29 FY 29‐30 FY 30‐31 FY 31‐32 FY 32‐33 FY 33‐34 FY 34‐35 FY 35‐36 FY 36‐37 FY 37‐38 FY 38‐39 FY 39‐40

Prop Tax Debt Levy MINET Power & Light Sewer PERS ‐ All Op Funds

City of Monmouth – FY 19-20 Adopted Budget Page 90

SCHEDULE OF DEBT SERVICE REQUIREMENTS Pension Obligation Bond Fund Debt

Issue Description: 2005 ‐ Pension Obligation Bonds Amount Issued: $2,535,000 Issue Date: September 23, 2005 True Interest Cost: 5.048345% Rating: Aa3 (AMBAC Insured) Call Structure: Mandatory Redemption & Non‐callable

Payment Date Principal Interest Total Fiscal Year Total 12/1/2019 44,183.90 44,183.90 6/1/2020 140,000.00 44,183.90 184,183.90 228,367.80 12/1/2020 40,782.60 40,782.60 6/1/2021 155,000.00 40,782.60 195,782.60 236,565.20 12/1/2021 36,904.50 36,904.50 6/1/2022 170,000.00 36,904.50 206,904.50 243,809.00 12/1/2022 32,651.10 32,651.10 6/1/2023 190,000.00 32,651.10 222,651.10 255,302.20 12/1/2023 27,897.30 27,897.30 6/1/2024 210,000.00 27,897.30 237,897.30 265,794.60 12/1/2024 22,643.10 22,643.10 6/1/2025 230,000.00 22,643.10 252,643.10 275,286.20 12/1/2025 16,888.50 16,888.50 6/1/2026 255,000.00 16,888.50 271,888.50 288,777.00 12/1/2026 10,508.40 10,508.40 6/1/2027 275,000.00 10,508.40 285,508.40 296,016.80 12/1/2027 3,627.90 3,627.90 6/1/2028 145,000.00 3,627.90 148,627.90 152,255.80 1,770,000.00 472,174.60 2,242,174.60 2,242,174.60

POB Debt Service $300,000

$250,000

$200,000

$150,000

$100,000

$50,000

$‐

Principal Interest

City of Monmouth – FY 19-20 Adopted Budget Page 91

SCHEDULE OF DEBT SERVICE REQUIREMENTS General Fund Debt Issue Description: 2013 ‐ Police General Obligation Bonds Amount Issued: $3,935,000 Issue Date: September 19, 2013 True Interest Cost: Rating: A+ (S&P) Call Structure: Continuously Callable‐June 1, 2023

Payment Date Principal Interest Total Fiscal Year Total 12/1/2019 81,688 81,688 6/1/2020 70,000 81,688 151,688 233,375 12/1/2020 80,288 80,288 6/1/2021 80,000 80,288 160,288 240,575 12/1/2021 78,688 78,688 6/1/2022 90,000 78,688 168,688 247,375 12/1/2022 76,888 76,888 6/1/2023 100,000 76,888 176,888 253,775 12/1/2023 74,888 74,888 6/1/2024 110,000 74,888 184,888 259,775 12/1/2024 72,688 72,688 6/1/2025 120,000 72,688 192,688 265,375 12/1/2025 70,288 70,288 6/1/2026 135,000 70,288 205,288 275,575 12/1/2026 67,588 67,588 6/1/2027 145,000 67,588 212,588 280,175 12/1/2027 64,688 64,688 6/1/2028 165,000 64,688 229,688 294,375 12/1/2028 61,388 61,388 6/1/2029 175,000 61,388 236,388 297,775 12/1/2029 57,669 57,669 6/1/2030 195,000 57,669 252,669 310,338 12/1/2030 53,525 53,525 6/1/2031 210,000 53,525 263,525 317,050 12/1/2031 48,800 48,800 6/1/2032 230,000 48,800 278,800 327,600 12/1/2032 43,625 43,625 6/1/2033 250,000 43,625 293,625 337,250 12/1/2033 38,000 38,000 6/1/2034 270,000 38,000 308,000 346,000 12/1/2034 31,588 31,588 6/2/2035 295,000 31,588 326,588 358,175 12/1/2035 24,581 24,581 6/1/2036 320,000 24,581 344,581 369,163 12/1/2036 16,981 16,981 6/1/2037 345,000 16,981 361,981 378,963 12/1/2037 8,788 8,788 6/1/2038 370,000 8,788 378,788 387,575 3,675,000 2,105,263 5,780,263 5,780,263

Police General Obligation Bonds $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0

Principal Interest City of Monmouth – FY 19-20 Adopted Budget Page 92

SCHEDULE OF DEBT SERVICE REQUIREMENTS Sewer Fund Debt

Issue Description: 2011 ‐ Sewer Full Faith & Credit Obligations 2017A ‐ Sewer Full Faith & Credit Obligations Amount Issued: $4,395,000 $980,000 Issue Date: July 20, 2011 December 27, 2017 True Interest Cost: 3.686348% 3.115886% Rating: Moody's: A2 AA (AGM Insured) Call Structure: Callable June 1, 2020 Non‐callable

Fiscal Year Fiscal Year Payment Date Principal Interest Total Total Payment Date Principal Interest Total Total 12/1/2019 25,000 25,000 10/1/2019 24,500 24,500 6/1/2020 295,000 25,000 320,000 345,000 4/1/2020 24,500 24,500 49,000 12/1/2020 19,100 19,100 10/1/2020 24,500 24,500 6/1/2021 305,000 19,100 324,100 343,200 4/1/2021 24,500 24,500 49,000 12/1/2021 13,000 13,000 10/1/2021 24,500 24,500 6/1/2022 320,000 13,000 333,000 346,000 4/1/2022 24,500 24,500 49,000 12/1/2022 6,600 6,600 10/1/2022 24,500 24,500 6/1/2023 330,000 6,600 336,600 343,200 4/1/2023 24,500 24,500 49,000 12/1/2023 10/1/2023 24,500 24,500 6/1/2024 4/1/2024 310,000 24,500 334,500 359,000 12/1/2024 10/1/2024 16,750 16,750 6/1/2025 4/1/2025 325,000 16,750 341,750 358,500 12/1/2025 10/1/2025 8,625 8,625 6/1/2026 4/1/2026 345,000 8,625 353,625 362,250 1,250,000 127,400 1,377,400 1,377,400 980,000 295,750 1,275,750 1,275,750

City of Monmouth – FY 19-20 Adopted Budget Page 93

SCHEDULE OF DEBT SERVICE REQUIREMENTS POWER & LIGHT AND MINET‐RELATED DEBT

Issue Description: 2010 ‐ MINET FFC Refunding Bonds Accts Receivable ‐ Shortfall payments on Prior Yr Bonds Amount Issued: $9,565,000 $3,203,494 Issue Date: September 13, 2010 Various True Interest Cost: 5.05% 3.0% Rating: Aa3 ‐ AGM insured N/A Call Structure: Continuously Callable at June 1, 2020

Payment Date Principal Interest Total Fiscal Year Total Principal Interest Total Fiscal Year Total 12/1/2019 10,871.85 10,871.85 6/1/2020 235,000.00 10,871.85 245,871.85 256,743.70 12/1/2020 5,300.00 5,300.00 6/1/2021 5,300.00 5,300.00 10,600.00 12/1/2021 5,300.00 5,300.00 6/1/2022 5,300.00 5,300.00 10,600.00 12/1/2022 5,300.00 5,300.00 6/1/2023 5,300.00 5,300.00 10,600.00 427,275.00 133,461.74 560,736.74 560,736.74 12/1/2023 5,300.00 5,300.00 547,816.00 164,344.80 712,160.80 6/1/2024 5,300.00 5,300.00 10,600.00 ‐ 712,160.80 12/1/2024 5,300.00 5,300.00 487,555.00 146,266.50 633,821.50 6/1/2025 5,300.00 5,300.00 10,600.00 204,306.00 61,291.80 265,597.80 899,419.30 12/1/2025 5,300.00 5,300.00 407,791.00 122,337.30 530,128.30 6/1/2026 5,300.00 5,300.00 10,600.00 265,509.00 79,652.70 345,161.70 875,290.00 12/1/2026 5,300.00 5,300.00 364,922.00 109,476.60 474,398.60 6/1/2027 5,300.00 5,300.00 10,600.00 106,287.00 31,886.10 138,173.10 612,571.70 12/1/2027 5,300.00 5,300.00 221,432.00 66,429.60 287,861.60 6/1/2028 5,300.00 5,300.00 10,600.00 170,601.00 51,180.30 221,781.30 509,642.90 12/1/2028 5,300.00 5,300.00 209,427.31 62,828.19 272,255.50 6/1/2029 130,000.00 5,300.00 135,300.00 140,600.00 155,857.86 46,757.36 202,615.22 474,870.72 12/1/2029 2,700.00 2,700.00 6/1/2030 135,000.00 2,700.00 137,700.00 140,400.00 500,000.00 122,543.70 622,543.70 622,543.70 3,568,779.17 1,075,912.99 4,644,692.16 4,644,692.16

Issue Description: 2015A ‐ P&L FFC Refunding Bonds 2015B ‐ MINET FFC Advance Refunding Bonds Amount Issued: $2,605,000 $4,760,000 Issue Date: September 9, 2015 September 9, 2015 True Interest Cost: 2.2457% 2.2457% Rating: S&P: A+ S&P: A+ Call Structure: Continuously Callable at June 1, 2025 Continuously Callable at June 1, 2025

Payment Date Principal Interest Total Fiscal Year Total Principal Interest Total Fiscal Year Total 12/1/2019 185,000.00 43,875.00 228,875.00 250,000.00 73,763.00 323,763.00 6/1/2020 41,100.00 41,100.00 269,975.00 70,888.00 70,888.00 394,651.00 12/1/2020 190,000.00 41,100.00 231,100.00 255,000.00 70,888.00 325,888.00 6/1/2021 37,300.00 37,300.00 268,400.00 67,636.75 67,636.75 393,524.75 12/1/2021 205,000.00 37,300.00 242,300.00 265,000.00 67,636.75 332,636.75 6/1/2022 33,200.00 33,200.00 275,500.00 63,781.00 63,781.00 396,417.75 12/1/2022 210,000.00 33,200.00 243,200.00 270,000.00 63,781.00 333,781.00 6/1/2023 29,000.00 29,000.00 272,200.00 59,582.50 59,582.50 393,363.50 12/1/2023 220,000.00 29,000.00 249,000.00 280,000.00 59,582.50 339,582.50 6/1/2024 24,600.00 24,600.00 273,600.00 54,934.50 54,934.50 394,517.00 12/1/2024 225,000.00 24,600.00 249,600.00 290,000.00 54,934.50 344,934.50 6/1/2025 20,100.00 20,100.00 269,700.00 49,903.00 49,903.00 394,837.50 12/1/2025 235,000.00 20,100.00 255,100.00 300,000.00 49,903.00 349,903.00 6/1/2026 15,400.00 15,400.00 270,500.00 44,473.00 44,473.00 394,376.00 12/1/2026 245,000.00 15,400.00 260,400.00 310,000.00 44,473.00 354,473.00 6/1/2027 10,500.00 10,500.00 270,900.00 38,242.00 38,242.00 392,715.00 12/1/2027 255,000.00 10,500.00 265,500.00 325,000.00 38,242.00 363,242.00 6/1/2028 5,400.00 5,400.00 270,900.00 31,709.50 31,709.50 394,951.50 12/1/2028 270,000.00 5,400.00 275,400.00 335,000.00 31,709.50 366,709.50 6/1/2029 ‐ 275,400.00 24,976.00 24,976.00 391,685.50 12/1/2029 355,000.00 24,976.00 379,976.00 6/1/2030 17,024.00 17,024.00 397,000.00 12/1/2030 370,000.00 17,024.00 387,024.00 6/1/2031 8,736.00 8,736.00 395,760.00 12/1/2031 390,000.00 8,736.00 398,736.00 398,736.00 2,240,000.00 477,075.00 2,717,075.00 2,717,075.00 3,995,000.00 1,137,535.50 5,132,535.50 5,132,535.50

City of Monmouth – FY 19-20 Adopted Budget Page 94

SCHEDULE OF DEBT SERVICE REQUIREMENTS MINET‐RELATED DEBT (continued)

Issue Description: 2017 B ‐ MINET FFC Advance Refunding Bonds 2017 C ‐ MINET FFC Advance Refunding Bonds Amount Issued: $5,430,000 $2,995,000 Issue Date: December 27, 2017 December 27, 2017 True Interest Cost: 3.115886% 3.115886% Rating: AA ‐ AGM insured A+ (S&P) Call Structure: Tax‐Exempt Series ‐ Callable at April 1, 2021 Taxable ‐ Non‐callable Payment Date Principal Interest Total Fiscal Year Total Principal Interest Total Fiscal Year Total 10/1/2019 82,350.00 82,350.00 44,347.50 44,347.50 4/1/2020 82,350.00 82,350.00 164,700.00 85,000.00 44,347.50 129,347.50 173,695.00 10/1/2020 82,350.00 82,350.00 43,327.50 43,327.50 4/1/2021 82,350.00 82,350.00 164,700.00 335,000.00 43,327.50 378,327.50 421,655.00 10/1/2021 82,350.00 82,350.00 38,972.50 38,972.50 4/1/2022 82,350.00 82,350.00 164,700.00 345,000.00 38,972.50 383,972.50 422,945.00 10/1/2022 82,350.00 82,350.00 34,142.50 34,142.50 4/1/2023 82,350.00 82,350.00 164,700.00 355,000.00 34,142.50 389,142.50 423,285.00 10/1/2023 82,350.00 82,350.00 28,995.00 28,995.00 4/1/2024 82,350.00 82,350.00 164,700.00 365,000.00 28,995.00 393,995.00 422,990.00 10/1/2024 82,350.00 82,350.00 23,428.75 23,428.75 4/1/2025 82,350.00 82,350.00 164,700.00 375,000.00 23,428.75 398,428.75 421,857.50 10/1/2025 82,350.00 82,350.00 17,522.50 17,522.50 4/1/2026 82,350.00 82,350.00 164,700.00 390,000.00 17,522.50 407,522.50 425,045.00 10/1/2026 82,350.00 82,350.00 11,185.00 11,185.00 4/1/2027 82,350.00 82,350.00 164,700.00 400,000.00 11,185.00 411,185.00 422,370.00 10/1/2027 82,350.00 82,350.00 4,485.00 4,485.00 4/1/2028 150,000.00 82,350.00 232,350.00 314,700.00 260,000.00 4,485.00 264,485.00 268,970.00 10/1/2028 80,100.00 80,100.00 4/1/2029 275,000.00 80,100.00 355,100.00 435,200.00 10/1/2029 75,975.00 75,975.00 4/1/2030 280,000.00 75,975.00 355,975.00 431,950.00 10/1/2030 71,775.00 71,775.00 4/1/2031 430,000.00 71,775.00 501,775.00 573,550.00 10/1/2031 65,325.00 65,325.00 4/1/2032 440,000.00 65,325.00 505,325.00 570,650.00 10/1/2032 58,725.00 58,725.00 4/1/2033 455,000.00 58,725.00 513,725.00 572,450.00 10/1/2033 51,900.00 51,900.00 4/1/2034 470,000.00 51,900.00 521,900.00 573,800.00 10/1/2034 44,850.00 44,850.00 4/2/2035 480,000.00 44,850.00 524,850.00 569,700.00 10/1/2035 37,650.00 37,650.00 4/1/2036 500,000.00 37,650.00 537,650.00 575,300.00 10/1/2036 30,150.00 30,150.00 4/1/2037 510,000.00 30,150.00 540,150.00 570,300.00 10/1/2037 22,500.00 22,500.00 4/1/2038 525,000.00 22,500.00 547,500.00 570,000.00 10/1/2038 14,296.88 14,296.88 4/1/2039 545,000.00 14,296.88 559,296.88 573,593.76 10/1/2039 5,781.25 5,781.25 4/1/2040 370,000.00 5,781.25 375,781.25 381,562.50 5,430,000.00 2,600,356.26 8,030,356.26 8,030,356.26 2,910,000.00 492,812.50 3,402,812.50 3,402,812.50

City of Monmouth – FY 19-20 Adopted Budget Page 95

CAPITAL IMPROVEMENT PROGRAM (CIP)

A capital project results in a permanent addition to the City's assets. This is accomplished through either: 1) acquisition of property; 2) new construction; or 3) rehabilitation, reconstruction or renovation of an existing facility to a "like new" condition which extends its useful life or increases its usefulness or capacity. Capital projects are typically large scale endeavors in cost, size and benefit to the community. They usually involve non‐recurring expenditures or capital outlays from a variety of specifically identified funding sources and do not duplicate/include regular maintenance activities in the operating budget. These expenditures must be in compliance with City Fiscal Policies.

Capital projects or purchases cost greater than $5,000 and typically have a service life in excess of three years. The City annually develops and updates the coming five‐year list of projects, based on various multi-year infrastructure and fleet replacement plans, in order to:  Plan for the development or rehabilitation of public property to protect it from deterioration, extend its useful life and preserve the community's prior investments;  Anticipate land acquisition for open space, parks, streets, drainage ways and other community facilities; and  Strategize regarding public building, utility, street, park facility and other physical property needs of the City. The CIP review and update includes both staff and community involvement. Requests for projects to be included must include recommended funding sources and will come from:  Advisory boards and committees, or other community members;  Projects recommended in a facility master plan; and  Staff, based on preventive or deferred maintenance plans. The department head and his/her staff review each potential project for its urgency, its “fit” with other projects already planned, its contribution to improving sustainable/efficient operations and its ability to be funded. The staff recommendation on which projects to include in the CIP is then forwarded to the Finance Director and City Manager, and other departments may become involved if further prioritization discussions are needed. The final list is then taken forward to the Budget Committee and City Council for adoption of the Five-Year CIP Document.

This CIP plan is available online at http://ci.monmouth.or.us/, or at the Monmouth Public Library, or by calling the Finance Department at City Hall at 503-838-0722.

For purposes of this FY19-20 Budget Document, the ensuing pages are designed to give an overview of the funds impacted by the five year plan for capital projects citywide, as well as linkage to the resources needed and available to accomplish the plan.

City of Monmouth – FY 19-20 Adopted Budget Page 96

Capital projects are funded from several different sources. The largest portion of funding comes from current revenue and system development charges, which reflect the City’s pay‐as‐you‐go philosophy. Below is a summary table of the five year spending plan by fund category, and graphs of the expenditure plan and related funding sources respectively for FY 19‐20 and the ensuing four‐year planning period.

SUMMARY OF CIP PROJECTED SPENDING BY FUND/FISCAL YEAR

2019-20 2020-21 2021-22 2022-23 2023-24 GENERAL 328,000 324,500 6,084,000 228,000 118,000 SEWER 1,770,500 175,420 232,500 68,390 1,807,125 WATER 801,830 275,410 1,055,900 68,390 835,675 STREET 890,330 64,250 341,990 76,040 17,115 STORMWATER - 125,420 31,850 68,390 9,375 POWER & LIGHT 1,166,180 460,560 365,560 393,560 365,560 4,956,840 1,425,560 8,111,800 902,770 3,152,850

2019‐2024 CIP by Category

$9 $8 $7 Millions $6 $5 $4 $3 $2 $1 $0 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24

GENERAL SEWER WATER STREET STORMWATER POWER & LIGHT

FY 2019‐2024 CIP Funding Sources

AID TO CONSTRUCTION $9 SYSTEM TRANS PROGRAM (STP) Millions $8 BOND OR DEBT ISSUANCE

$7 GRANTS & DONATIONS

$6 RESERVE TRANSFERS

SYSTEM DEVELOPMENT $5 CHARGES POWER & LIGHT RATES $4 STORMWATER RATES $3 HIGHWAY/GAS TAXES

$2 WATER RATES

$1 SEWER RATES

PROPERTY TAX/GEN $0 FUND NON‐DESIGNATED 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 The FY 19‐20 Capital Improvement Program totals $4,956,840. The following pages provide a list of the City’s major capital purchases or planned construction projects for FY 19-20.

City of Monmouth – FY 19-20 Adopted Budget Page 97

Major Capital Projects Below is a list of the major capital projects planned for the coming fiscal year:  Sewer Line Replacements – o Description: An extensive project to construct the Southwest (SW) Pump Station Interceptor near Gwinn St. was envisioned in the Sewer System master plan, and has been in the CIP since just after the wastewater treatment facility improvements were made in FY 12-13. The project which will install an 18” line to intercept and reroute sewage from the SW Pump Station thus avoiding overflows in the downtown core. This last phase of the project has been deferred thus far due to concern over using such a large amount from fund reserves, but as Monmouth’s population grows this type of expansion of the system may become more urgent from a regulatory standpoint, and is expected to be implemented in FY 19-20, provided it can be prioritized over other projects competing for limited staff time.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Sewer SDC Fund $943,660 $943,660

 Marion County Well #3 construction o Description: In FY 19-20, the Public Works department plans to hire a consultant to assist the City in getting approval from the national Water Resources Division and the Oregon Health Authority to construct a replacement well for the City’s aging primary water source, Marion County Well #1.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Water Fund $220,000 TBD TBD

 Marion County Well #1 Improvements o Description: During FY 19-20, contractors will be hired to complete modifications to address impacts of needed improvements in filtration equipment and treatment processes for the City’s primary potable water source. Certain water conveyance lines need to be rerouted, and cross-connecting piping disconnected. Additionally, system reliability will be enhanced through the connection of back-up electricity generators. Funding Source Prior Years FY 19-20 Future Years Total Project Cost Water Fund $170,500 $170,500

 Replace Davis Lane Sewer Line: o Description: The sewer line at Davis Lane is failing and needs to be replaced, partially to address a portion of the capacity issues associated with the Suzana Trunk Line located downstream of this collection system basin. Major rain events are causing that basin to experience excessive inflow and infiltration in recent years.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Sewer Fund $125,000 $125,000 City of Monmouth – FY 19-20 Adopted Budget Page 98

 Public Works Office Remodel o Description: Now that Power & Light has constructed its own new facility in a different location, a consultant will be hired to develop a master site plan for the remaining building and grounds allowing for more efficient use by the Public Works department. Future years will involve phased construction of those plans.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Sewer Fund $200,000 $56,750 $256,750 Water Fund 150,000 56,750 206,750 Street Fund 150,000 56,750 206,750 Stormwater Fund 56,750 56,750 Total: $500,000 $227,000 $727,000

 Emergency Power Generator Replacement o Description: Redundant power sources are required for all wastewater pumping facilities so that during system power outages these facilities are able to continue pumping raw sewage to prevent overflows and environmental damage. Replacement of back-up power generators at the wastewater treatment plant, SE lift-station and SW lift-station will be initiated in FY 19-20.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Sewer Fund $300,000 $300,000

 Vehicle Replacements o Description: City departments track their respective fleets of vehicles to optimize replacement prior to maintenance costs exceeding the value of the remaining vehicle. Replacement plans are typically up to 20 or 30 years in length, depending on the wear and tear that may be inflicted on a vehicle, vs. the specialty nature of larger, more expensive equipment which may not be used as often so can last longer. Funding Source Vehicles FY 19-20 General Fund & Police patrol car; $77,000 Donations Senior Ctr van 30,000 Sewer Fund Multi-passenger 41,840 Water Fund SUV; ½ and ¾ ton 52,330 Street Fund pickups; fork lift 20,330 Total: $221,500  Power & Light – Update Metering Equipment o Description: Data collectors need to be updated and migration begun to new meter data collection software and related equipment, due to the useful life of existing 2006 meters having already been surpassed and support ending by 2024.

Funding Source Prior Years FY 19-20 Future Years Total Project Cost Power & Light Fund $285,000 $600,000 $885,000

City of Monmouth – FY 19-20 Adopted Budget Page 99

Appendix 1 ‐ Reader’s Guide

Any City government’s budget document serves four main purposes for its widely varied readership (which includes City staff, City Councilors, Budget Commissioners, the local community, and investors/debtors of the City, etc.). In this regard, to help orient the reader, the City of Monmouth Adopted Budget Document may therefore be categorized as follows:

1) A Policy Document – The City’s annual budget seeks to provide a high level overview of both current and potential future policy as it impacts the organization’s finances. The City Manager’s Budget Message references specific work plans that address Council and community goals as well as regulatory and compliance requirements. Appendix 6 outlines the fiscal policies which underpin the financial operations of the City. At the beginning of each calendar year, the Council adopts a set of S.M.A.R.T. (specific, measurable, achievable, relevant, and timebound) goals that are both financial and non-financial in nature. Posted on the City’s website are the goals established at the beginning of 2019: a. Determine an Approach to City Hall Upgrade b. Establish a Path for an Urban Growth Boundary (UGB) Expansion c. Obtain Additional Stormwater Funding d. Develop a Commercial/Retail Portfolio e. Review the City Transportation Plan; and f. Emphasize Citizen Engagement and Communication

2) A Communications Device – The following pages provide an overview of what City department personnel do each day, highlighting accomplishments during the most recent fiscal year as well as priorities for the coming year. The City Manager also highlights in his Budget Message some key challenges the City is facing, which merit the attention of the those who may not have much time nor inclination to read the entire document, along with plans to address those issues. The department sections in this document provide more detailed information about service provided, and the resources required to meet the various constituents’ needs and demands. Workload statistics are also available in these pages, which give an insight into the volume of activity impacting City staff and influencing their relative ability to efficiently and effectively meet the variety of goals and objectives set by stakeholders.

3) A Financial Plan – The primary function of the Budget Document is a financial plan, whereby available, conservatively estimated resources are matched up with the cost of City service provision and spending priorities determined by the Budget Committee and City Council, with the guidance and information proved by City staff.

For financial reporting purposes, different types of funds are accounted for in different ways, with governmental funds (General, Special Revenue, Capital Projects and Debt Service) using a modified accrual method of accounting and proprietary funds (Enterprise and Internal Services Funds) using a full accrual method of accounting. For budget and long- term financial planning purposes, all funds are presented using a modified accrual basis. Among other things, this simply means that in the proprietary funds the City does not budget for or show depreciation expenses although depreciation expense will be recorded at the end of the fiscal year in the audited financial statements.

The City uses three different organizational structures for purposes of appropriations and financial reporting, as described throughout this document: Fund, Department and Category/Class. Of the City’s total 24 funds, the five defined as “major” include: General, MINET, Sewer, Water and Power & Light; the remainder are considered for accounting City of Monmouth – FY 19-20 Adopted Budget Page 100

purposes to be “non-major”. It is important to note that each operational area of the City has a specific set of resources and uses tracked by “Fund”, as can be seen in the illustration below:

CITY OF MONMOUTH - SOURCES AND USES - FUNDS FLOW

Revenue Sources Funds Uses of Funds

Property taxes, Police, Library, Senior Intergovernmental, Center, Community Charges for Service, Development, Parks & Rec, GENERAL FUND Licenses & Fees, Municipal Court, Fines/Forfeitures, Management & Finance Interest/Miscellaneous

SPECIAL REVENUE: Street Street Maintenance, Intergovernmental, Grants Grant/Donation Lodging Taxes, Charges MINET equipment/services for Service, Building Services purchases, Building Licenses/Fees/Permits, Swenson Library Permits, local high Fines/Forfeitures, WIMPEG speed internet loan Interest/Grants/ Donations WIMPEG Capital support, public and other Miscellaneous Tourism access cable services, local Economic Dev Loan tourism/marketing, Parks SDC façade Sewer SDC improvements, utility Water SDC capacity/growth Storm Drain SDC projects Transportation SDC

CAPITAL & DEBT MiscellaneousMiscellaneous Special Assessment Restricted funds for InterfundInterfund Transfers Transfers Special Cap Reserve capital project spending PropertyProperty Taxes Taxes PERS Bonds and bond principal & Police Station GO Bonds interest payments

ChargesCharges for Service for Service ENTERPRISE FUNDS GrantsGrants Sanitary Sewer Water, Wastwater, Fees/PermitsFees/Permits Water Stormwater and MiscellaneousMiscellaneous Stormwater Electricity utility operations InterfundInterfund Transfers Transfers Power & Light

INTERNAL SERVICE Charges for Service, Fuel purchases for Gas Revolving City depts and local Interest/Miscellaneous agencies

While expenditure appropriations are legally adopted by Council Resolution on an annual basis, the totals of these appropriations must be less than or equal to total projected resources to achieve a balanced budget per State law. Those resources must either be in the form of current revenue or from fund balance working capital and reserves projected to be held over from the prior year. The table on the following page illustrates the conservative assumptions staff is projecting based on both historical trends and current information for total resources anticipated for FY 19-20:

City of Monmouth – FY 19-20 Adopted Budget Page 101

RESOURCE PROJECTION SUMMARY - 2019-2020 ADOPTED BUDGET

Taxes & Licenses, Fees Charges for Fines & Beginning Assessmts Intergovernmental & Permits Service Forfeitures Transfers Miscellaneous Working Cap Total General Fund Total General Fund 1,801,330 404,560 742,920 192,295 2,234,553 139,170 1,316,198 6,831,026 Enterprise Funds Sanitary Sewer 1,802,810 93,830 4,017,477 5,914,117 Water 2,043,640 500,000 8,200 725,333 3,277,173 Power & Light 6,203,255 78,581 500,354 2,524,910 9,307,100 Stormwater 100,000 100,000 Total Enterprise Funds 10,149,705 578,581 602,384 7,267,720 18,598,390 Special Revenue Funds Street 743,430 406,700 298,130 1,448,260 Grants Fund 1,000 44,581 45,581 MINET 400,000 822,412 29,129 1,251,541 Building Services 377,300 6,408 11,290 483,412 878,410 Swenson Library 15,300 36,665 51,965 WIMPEG Fund 6,000 6,000 460 23,746 36,206 WIMPEG Capital Fund 11,400 1,670 81,709 94,779 Tourism Fund 45,000 7,940 61,427 114,367 Economic Dev Loan Fund 2,302 55,738 58,040 Parks SDC 61,590 16,000 378,789 456,379 Sanitary Sewer SDC 142,071 35,000 1,988,412 2,165,483 Water SDC 72,959 12,000 614,438 699,397 Storm Drain SDC 40,247 5,347 261,686 307,280 Transportation SDC 656,431 22,942 1,277,563 1,956,936 Total Special Revenue Funds 45,000 749,430 1,361,998 412,408 1,360,363 5,635,425 9,564,624

Capital Project Funds Special Assessment 500,000 500,000 Special Capital Reserve 9,000 421,488 430,488 Total Capital Project Funds 500,000 9,000 421,488 930,488

Internal Service Funds Gas Revolving 105,890 300 6,927 113,117 Total Internal Service Funds 105,890 300 6,927 113,117 Debt Service Funds PERS Bonds 228,368 500 4,358 233,226 Police Station GO Bonds 228,846 1,500 8,440 238,786 Total Debt Service 228,846 228,368 2,000 12,798 472,012 Total Annual Budget 2,575,176 1,153,990 2,104,918 10,255,595 192,295 3,453,910 2,113,217 14,660,556 36,509,657

4) An Operations Guide – The City’s operations are well defined in the various department discussions in this budget document. A wide variety of functions are organized into a single department, and in the case of the General Fund, several departments operating within that one accounting structure. The budget document is used by staff operationally as both a guide for the work plan to be accomplished and as a reference tool, serving as a comprehensive source of historical information and projections based on current assumptions. The document, in combination with regular monthly reports, allow department heads and supervisors to ensure resources are being monitored and achieved in order to be able to meet the year’s work plan, in the face of sometimes changing priorities. Statistics are gathered, and performance is measured in order to ensure objective reporting can be maintained regarding each department’s operational success and areas for improvement, particularly as relates to Council goals, and organizational mission statements.

City of Monmouth – FY 19-20 Adopted Budget Page 102

CITY OVERVIEW

The City of Monmouth in Polk County, Oregon was settled in 1853, and has a total land area of approximately 2.24 square miles. Approximately 15 miles south west of Oregon’s capital city, Salem, Monmouth is home to Western Oregon University (WOU). The Portland State University (PSU) population research center certified the City’s population at 9,890 as of July 1, 2018. An interesting part of Monmouth’s history is that it was the last “dry” town in Oregon; only in November 2002 did the voters finally approve lifting the ban on the sale of alcoholic beverages banned in the town’s supermarkets, restaurants and bars.

As far as community financial wellbeing and economic vitality, Monmouth has been relatively healthy in recent years, and is projected to remain so for the foreseeable future. Residential and commercial growth have been robust and are projected to be continue in this vein for the next few years. Additionally, there are significant improvements being undertaken on WOU’s Monmouth campus, courtesy of the University’s ten-year master plan just getting underway. The region of Polk County is also enjoying a very strong economy, including a low unemployment rate. All of these factors have led to increased revenues to provide relatively stable support to City operations, where other Oregon local governments have had more unpredictable experience that has led to bigger challenges in balancing their budgets. Organization Chart

City of Monmouth – FY 19-20 Adopted Budget Page 103

CITY BUDGET PROCESS AND CALENDAR

A budget, as defined by Oregon State Law [Oregon Revised Statutes (ORS)], is “a financial plan containing estimates of revenues and expenditures for a given period of purpose”. Local governments in Oregon operate on a fiscal year that begins July 1 and ends the following June 30. Budgeting requires local governments to evaluate plans and priorities in light of the financial resources available to meet those needs. In Oregon, a budget is necessary to justify the need for a given rate and amount of property taxes. The State’s budget law for local government is set out in ORS 294 with objectives which include:  Establishing standard procedures,  Outlining programs and services and the fiscal policy to carry them out,  Providing estimates of revenues, expenditures, and proposed tax levies (if any),  Informing citizens and encouraging citizen involvement in budget formulation before budget adoption, and  Providing controls to promote efficiency and economy in expenditure of public funds.

The City of Monmouth prepares its budget in accordance with state statute and City Charter. The budget is presented by fund, either by department/function or by object class/category if non- departmental in nature. Over-expenditure of appropriations is prohibited and unexpended budget appropriations are returned to fund balance at fiscal year end.

Monmouth’s City Charter declares the City Manager as Budget Officer, with the responsibility to ensure a budget document is prepared annually and that budgetary control is maintained at the Council adopted and/or amended appropriations level. Ongoing review and monitoring of revenues and expenditure is performed by the Finance Director and the applicable operational department heads, through quarterly reports provided to the City Council. Any amendments to the budget come about via either State-compliant transfer resolutions or the supplemental budget process.

The City approaches budgeting by assuming current service levels are maintained in the next budget year, subject to availability of resources. Increases or decreases are considered separately and are dependent upon available resources and Council priorities, with guidance from staff. The Budget Process calendar which follows provides an abbreviated overview of the budget cycle. The City Manager directs department heads in the development of a balanced budget, which is presented to the Budget Committee as the City Manager’s Proposed Budget. The Budget Committee conducts a public hearing to give community members the opportunity to comment on the proposed budget and then recommends a budget for the City Council to approve. The City Council also holds a public hearing to give community members another opportunity to discuss the Budget Committee’s recommended budget before finally adopting the budget by resolution, thus setting the legal level of appropriations for the coming fiscal year.

During the course of the year, each department manages and monitors its budget monthly, with the information then pulled together quarterly into a report prepared by the Finance Director. These reports provide highlights of any unusual occurrences during each quarter of the fiscal year and are designed to be interim snapshots of the City’s financial position, for review by the Budget Committee, City Council and members of the public, and are published on the City’s website after presentation to Council. The Finance Department also works with the external auditors to prepare and provide audited financial statements each fiscal year end. More information on the City’s Budget Process in the form of a calendar and time line is found on the following page.

City of Monmouth – FY 19-20 Adopted Budget Page 104

FY 2019-2020 BUDGET CALENDAR

January February March SMTWTFS SMTWTFS SMTWTFS 12345 1 212 6789101112 3456789 3456789 13 14 15 16 17 18 19 10 11 12 13 14 15 16 10 11 12 13 14 15 16 20 21 22 23 24 25 26 17 18 19 20 21 22 23 17 18 19 20 21 22 23 27 28 29 30 31 24 25 26 27 28 24 25 26 27 28 29 30 31

Spring Break Week April May June SMTWTFS SMTWTFS SMTWTFS 123456 12 34 1 78910 11 12 13 5 6 7 891011 234 5678 14 15 16 17 18 19 20 12 13 14 15161718 9 101112131415 21 22 23 24 25 26 27 19 20 21 22 23 24 25 16 17 18 19 20 21 22 28 29 30 26 27 28 29 30 31 23 24 25 26 27 28 29 30

BUDGET DATES Key Date Budget Related Activity

DH 1/21/2019 All December invoices turned in to Finance for entry into GL

JIC 1/22 - 1/25 Close Dec GL and prepare monthly and quarterly reports.

BC 1/15 & 29/2019 Budget Committee Pre-Budget Meetings (Council meets 1/8th & 22nd)

JIC 1/30 - 2/1 Prepare Budget Packets and Distribute to Dept Heads

DH 2/4 - 2/15 Cash projections are completed by each Department

DH 2/18 - 3/1 Budgets, Narratives, and CIP are completed by each Department.

JIC 3/4 - 3/15 Preliminary assembly of the Proposed Budget

DH 3/18 - 3/29 City Manager / Dept Head meetings to review Dept budgets

JIC 4/1 - 4/23 Final Assembly of the Proposed Budget

JIC 4/10/2019 Budget notice posted to City website and request IO publication of notice

IO 4/17/2019 Budget notice published by the local Itemizer Observer (IO) newspaper

JIC 4/25/2019 Print and Distribute the printed budget to the Budget Committee for their review

BC 4/30/2019 First Budget Committee meeting held (6:30pm at Volunteer Hall)

BC 5/2/2019 Second Budget Committee meeting held (6:30pm at Volunteer Hall)

BC 5/7/2019 Third Budget Committee meeting held if needed (6:30pm at Volunteer Hall)

BC 5/14/2019 Fourth Budget Committee meeting held if needed (6:30pm at Volunteer Hall)

JIC 5/22/2019 Request publication of City's Budget Summary & Hearing notice (5/29 pub)

IO 5/29/2019 Itemizer published City's Budget Summary & Hearing notice

JIC 6/4/2019 Public Hearings on the 2019-2020 budget and revenue sharing FY 19-20 budget presented to City Council - they consider adoption

City of Monmouth – FY 19-20 Adopted Budget Page 105

Appendix 2 – Compensation Plan – Non Represented Employees* 2.27% COLA on July 1, 2019

PayIncrease3.0%3.0%3.0%3.0%3.0%3.0%3.0%3.0%3.0%3.0% JOB TITLE GRADE Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Library Assistant I 571 2,256.80 2,326.13 2,395.47 2,466.53 2,541.07 2,613.87 2,695.33 2,775.07 2,858.27 2,944.93 3,031.60 569 Library Assistant II 572 13.02 13.42 13.82 14.23 14.66 15.08 15.55 16.01 16.49 16.99 17.49 Accounting Clerk 573 2,414.53 2,487.33 2,561.87 2,639.87 2,717.87 2,799.33 2,884.27 2,969.20 3,057.60 3,149.47 3,246.53 570 Records Clerk / Office Assistant 573 13.93 14.35 14.78 15.23 15.68 16.15 16.64 17.13 17.64 18.17 18.73 Evidence Technician 573 2,584.40 2,660.67 2,740.40 2,821.87 2,906.80 2,995.20 3,083.60 3,177.20 3,272.53 3,369.60 3,471.87 571 Library Asst III 573 14.91 15.35 15.81 16.28 16.77 17.28 17.79 18.33 18.88 19.44 20.03 CSO Officer 574 2,762.93 2,846.13 2,932.80 3,021.20 3,111.33 3,204.93 3,300.27 3,400.80 3,503.07 3,607.07 3,716.27 572 Utility Account Technician 574 15.94 16.42 16.92 17.43 17.95 18.49 19.04 19.62 20.21 20.81 21.44 Accounts Technician 574 2,958.80 3,047.20 3,139.07 3,230.93 3,329.73 3,428.53 3,530.80 3,638.27 3,745.73 3,858.40 3,974.53 573 Business Manager 574 17.07 17.58 18.11 18.64 19.21 19.78 20.37 20.99 21.61 22.26 22.93 Court Clerk 575 3,165.07 3,260.40 3,357.47 3,458.00 3,563.73 3,669.47 3,778.67 3,891.33 4,009.20 4,130.53 4,251.87 574 Police Admin Assistant 575 18.26 18.81 19.37 19.95 20.56 21.17 21.80 22.45 23.13 23.83 24.53 Records Supervisor 576 3,385.20 3,487.47 3,591.47 3,700.67 3,811.60 3,926.00 4,043.87 4,165.20 4,290.00 4,420.00 4,550.00 575 Senior Center Coordinator 576 19.53 20.12 20.72 21.35 21.99 22.65 23.33 24.03 24.75 25.50 26.25 Library Associate 575 3,622.67 3,731.87 3,842.80 3,960.67 4,078.53 4,199.87 4,326.40 4,456.40 4,589.87 4,728.53 4,868.93 576 City Recorder 577 20.90 21.53 22.17 22.85 23.53 24.23 24.96 25.71 26.48 27.28 28.09 Librarian I 577 3,877.47 3,991.87 4,114.93 4,236.27 4,364.53 4,494.53 4,629.73 4,766.67 4,910.53 5,059.60 5,210.40 577 Building Inspector 577 22.37 23.03 23.74 24.44 25.18 25.93 26.71 27.50 28.33 29.19 30.06 Energy Services Coordinator 579 4,147.87 4,274.40 4,399.20 4,532.67 4,669.60 4,810.00 4,952.13 5,101.20 5,255.47 5,411.47 5,574.40 578 Librarian II 579 23.93 24.66 25.38 26.15 26.94 27.75 28.57 29.43 30.32 31.22 32.16 Combination Building Inspector 580 4,439.07 4,574.27 4,707.73 4,849.87 4,995.47 5,146.27 5,300.53 5,460.00 5,622.93 5,792.80 5,964.40 579 Field Services Planner 580 25.61 26.39 27.16 27.98 28.82 29.69 30.58 31.50 32.44 33.42 34.41 Finance Operations Manager 580 4,749.33 4,893.20 5,040.53 5,189.60 5,345.60 5,506.80 5,671.47 5,843.07 6,016.40 6,194.93 6,383.87 580 Police Sergeant 581 27.40 28.23 29.08 29.94 30.84 31.77 32.72 33.71 34.71 35.74 36.83 Public Works Operations Manager 581 5,082.13 5,234.67 5,392.40 5,553.60 5,720.00 5,889.87 6,068.40 6,250.40 6,435.87 6,631.73 6,829.33 581 Building Official 583 29.32 30.20 31.11 32.04 33.00 33.98 35.01 36.06 37.13 38.26 39.40 Community Development Director 584 5,439.20 5,602.13 5,768.53 5,941.87 6,120.40 6,305.87 6,493.07 6,688.93 6,888.27 7,094.53 7,307.73 582 Library Director 584 31.38 32.32 33.28 34.28 35.31 36.38 37.46 38.59 39.74 40.93 42.16 Police Lieutenant 584 5,818.80 5,992.13 6,172.40 6,357.87 6,548.53 6,744.40 6,947.20 7,156.93 7,368.40 7,592.00 7,819.07 583 Finance Director 585 33.57 34.57 35.61 36.68 37.78 38.91 40.08 41.29 42.51 43.80 45.11 Public Works Director 585 6,226.13 6,413.33 6,604.00 6,801.60 7,006.13 7,215.87 7,434.27 7,656.13 7,886.67 8,122.40 8,366.80 584 Police Chief 586 35.92 37.00 38.10 39.24 40.42 41.63 42.89 44.17 45.50 46.86 48.27 Power & Light Superintendent 588 6,661.20 6,860.53 7,068.53 7,280.00 7,498.40 7,722.00 7,954.27 8,193.47 8,437.87 8,690.93 8,954.40 585 City Manager Contract 38.43 39.58 40.78 42.00 43.26 44.55 45.89 47.27 48.68 50.14 51.66 7,127.47 7,342.40 7,562.53 7,789.60 8,021.87 8,262.80 8,510.67 8,765.47 9,030.67 9,299.33 9,580.13 586 41.12 42.36 43.63 44.94 46.28 47.67 49.10 50.57 52.10 53.65 55.27 7,628.40 7,857.20 8,092.93 8,333.87 8,583.47 8,840.00 9,108.67 9,380.80 9,661.60 9,951.07 10,249.20 587 44.01 45.33 46.69 48.08 49.52 51.00 52.55 54.12 55.74 57.41 59.13 8,162.27 8,406.67 8,658.00 8,918.00 9,184.93 9,458.80 9,744.80 10,037.73 10,337.60 10,647.87 10,966.80 588 47.09 48.50 49.95 51.45 52.99 54.57 56.22 57.91 59.64 61.43 63.27 City Manager Contract 11,595.85

* The budget was adopted with wages as shown here, projected at a COLA level using a CPI benchmark that is relatively consistent with what similar agencies plan to use, now that the Salem-Portland CPI-W of past Council Policy is no longer maintained by the Bureau of Labor.

City of Monmouth – FY 19-20 Adopted Budget Page 106

Appendix 3 ‐ Salary Allocation Schedule By Position* Multi-Fund Positions

2019-20 Budget Salary Range General Sanitary Water Power & Building Salary Schedule FTE Low High Fund Sewer Fund Fund Light Street Services

City Manager 1.00 150,539 n/a 8.00% 15.00% 30.00% 33.00% 10.00% 4.00% Finance Director 1.00 107,446 n/a 10.00% 20.00% 24.00% 30.00% 11.00% 5.00% Finance Operations Mgr 2.00 62,441 76,597 7.50% 23.00% 25.50% 30.00% 10.25% 3.75% Acct Technician 1.00 51,040 n/a 5.00% 27.00% 27.00% 30.00% 10.00% 1.00% Acct Clerk 1.81 32,651 47,692 5.00% 25.00% 25.00% 30.00% 10.00% 5.00% City Recorder 1.00 62,519 n/a 18.00% 20.00% 20.00% 25.00% 16.00% 1.00%

Community Dev Director 1.00 88,561 n/a 88.00% 3.00% 3.00% 3.00% 3.00% Code Enforcement 0.10 9,383 n/a 88.00% 3.00% 3.00% 3.00% 3.00%

Building Official 0.90 84,451 n/a 0.00% 1.00% 1.00% 1.00% 1.00% 96.00% Combo Building Inspector 1.00 56,992 n/a 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% Field Inspector 0.13 5,500 6,500 0.00% 1.00% 1.00% 1.00% 1.00% 96.00%

Public Works Director 1.00 107,446 n/a 5.00% 32.00% 31.00% 32.00% Project Manager 1.00 64,871 n/a 40.00% 50.00% 10.00% Operations Manager 1.00 81,962 n/a 40.00% 60.00% Operations Manager 1.00 80,770 n/a 20.00% 80.00% Sewer Treat Specialist 1.00 59,026 n/a 100.00% Sewer Coll Spec 1.00 58,730 n/a 55.00% 5.00% 40.00% Water Treat Spec 1.00 58,455 n/a 100.00% Utility Technician Allan 1.00 54,688 n/a 20.00% 80.00% Utility Technician Bo 1.00 54,159 n/a 10.00% 25.00% 5.00% 60.00% Utility Technician David & Ed 1.00 54,159 n/a 20.00% 70.00% 10.00% Utility Technician David & Ed 1.00 53,884 n/a 20.00% 20.00% 60.00% Utility Technician Terry 1.00 53,884 n/a 40.00% 60.00% PW Secretary 1.00 51,091 n/a 5.00% 40.00% 40.00% 15.00% 23.94

Single Fund Positions

2018-19 Budget 2019-20 Budget Salary Range Power & Salary Range General Salary Schedule FTE Low High Light Salary Schedule FTE Low High Fund P&L Superintendent 1.00 131,611 n/a 100.00% Foreman 1.00 107,735 n/a 100.00% Police Chief 1.00 120,955 n/a 100.00% Serviceman 1.00 10,476 n/a 100.00% Lieutenant 1.00 100,405 n/a 100.00% Journeyman Lineman 2.00 95,727 n/a 100.00% Sergeant 3.00 87,062 91,797 100.00% Field Services Planner 1.00 66,736 n/a 100.00% Police Officer 9.00 51,670 81,661 100.00% Energy Services Coord. 1.00 56,244 n/a 100.00% CSO Officer (pt) 0.63 24,413 n/a 100.00% Apprentice Lineman (8 mon) 1.00 75,466 n/a 100.00% Secretary/Supervisor 1.00 51,670 n/a 100.00% P&L Secretary 1.00 30,653 n/a 100.00% Evidence Tech 0.33 15,500 n/a 100.00% 9.00 Records Clerk 0.63 23,603 n/a 100.00% 16.59 Salary Range General Low High Fund Sr. Center Coordinator 0.75 37,950 n/a 100.00% Library Director 1.00 88,125 n/a 100.00% Sr. Center Monitors 0.05 1,170 n/a 100.00% Librarian II 1.00 71,586 n/a 100.00% Children's Librarian 1.00 56,655 n/a 100.00% Municipal Judge 0.13 28,840 n/a 100.00% Library Associate 0.60 30,664 n/a 100.00% Court Clerk 1.00 54,606 n/a 100.00% Business Manager 0.65 33,480 n/a 100.00% Records Clerk 0.19 7,659 n/a 100.00% Library Asst III 0.60 22,936 n/a 100.00% 1.32 Library Asst II 0.60 20,836 n/a 100.00% Library Asst I 0.93 13,473 20,298 100.00% Total FTE: 58.03 6.38

* The budget was proposed with wages projected as shown above; ie. at a COLA level of 2.27% based on the Western Region‐CPI‐U for non‐represented staff (still to be discussed by Council), contracted rates of 2.5% for MPOA staff, and an estimated 1.75%‐2% for IBEW wages currently in negotiation.

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Appendix 4 ‐ Interfund Transfers & Transactions

Transfer From/To: Purpose: PROPOSED FY 19‐20

GENERAL FUND WIMPEG FUND City Contribution to WIMPEG support$ 6,000 PERS BOND FUND PERS Bond 2005 Debt Service allocation 137,602 POWER & LIGHT FUND Fiber Loop Interfund Loan repmt 6,159 FUND TOTALS 149,761 SANITARY SEWER FUND GENERAL FUND In‐lieu of Taxes payment 215,690 GENERAL FUND Gen Fund Support Services 294,052 BUILDING FUND Building Fund support 1,602 WATER FUND Interfund Loan for Capital Projects 500,000 POWER & LIGHT FUND Fiber Loop Interfund Loan repmt 311 PERS BOND FUND PERS Bond 2005 Debt Service allocation 12,943 FUND TOTALS 1,024,598 WATER FUND GENERAL FUND In‐lieu of Taxes payment 242,938 GENERAL FUND Gen Fund Support Services 356,282 BUILDING FUND Building Fund support 1,602 POWER & LIGHT FUND Fiber Loop Interfund Loan repmt 311 PERS BOND FUND PERS Bond 2005 Debt Service allocation 18,572 FUND TOTALS 619,705 POWER & LIGHT FUND GENERAL FUND In‐lieu of Taxes payment 423,030 GENERAL FUND Gen Fund Support Services 445,202 BUILDING FUND Building Fund support 1,602 MINET FUND Avail to Cover Debt Service payment(s) on MINET Bonds 400,000 PERS BOND FUND PERS Bond 2005 Debt Service allocation 42,995 FUND TOTALS 1,312,829 STREET FUND GENERAL FUND Gen Fund Support Services 152,117 BUILDING FUND Building Fund support 1,602 POWER & LIGHT FUND Fiber Loop Interfund Loan repmt 311 PERS BOND FUND PERS Bond 2005 Debt Service allocation 10,811 FUND TOTALS 164,841 MINET FUND POWER & LIGHT FUND LS Network Payments to defray NOANET receivable 21,912 FUND TOTALS 21,912 BUILDING FUND GENERAL FUND Gen Fund Support Services 50,424 POWER & LIGHT FUND Fiber Loop Interfund Loan repmt 187 PERS BOND FUND PERS Bond 2005 Debt Service allocation 5,446 FUND TOTALS 56,057 TOURISM FUND GENERAL FUND 30% non‐tourism part of budgeted hotel tax revenues 14,310 FUND TOTALS 14,310 SPECIAL CAPITAL RESERVE FUND GENERAL FUND Reimbursement of CH Consultant professional service exp 64,833 FUND TOTALS 64,833 URD FUND GENERAL FUND Administrative Support 15,000 POWER & LIGHT FUND Amphitheatre Interfund Loan repayment 56,672 FUND TOTALS 71,672

GRAND TOTAL FY 2019‐20 TRANSFERS $ 3,500,518

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Appendix 5 – City Fiscal Policies

Policy: The City Council’s Fiscal Policies serve to:

 protect the policy making ability of the City Council by ensuring that important policy decisions are not controlled by financial problems or emergencies.  enhance the City Council’s decision-making ability by providing timely and accurate information on revenue and operating costs.  assist sound management of the City by providing accurate and timely information to the City Council and public on the City’s financial condition.  provide sound principles, reports and analyses to guide the important decisions of the City Council and of management which have significant fiscal impact.  set forth operational principles which minimize the cost of government and financial risk, and safeguard the City’s assets.  employ revenue policies which prevent undue or unbalanced reliance on certain revenues, which distribute the costs of municipal services fairly, and which provide adequate funds to operate desired programs.  provide adequate resources to operate and maintain essential public services, facilities, utilities, infrastructure and capital equipment.  protect and enhance the City's credit rating and prevent default on any debt issue of the City.  ensure the legal use of all City funds through efficient and sound systems of administrative policies, financial security and internal controls.

Purpose: To underscore the responsibility of the City of Monmouth to its citizens for the long- term care of public funds and wise management of municipal finances while providing adequate funding for the services desired to achieve a sense of well- being and safety by the public and maintaining the community’s public facilities and infrastructure to enhance the long-term livability and economic vitality of Monmouth.

Scope: Municipal financial operations have a wide variety of oversight or standard setting agencies, including multiple departments within both State and Federal governments, the Securities and Exchange Commission (SEC), and the Governmental Accounting Standards Board (GASB). The City of Monmouth manages public funds within all of these oversight agency requirements. These fiscal management policies are designed to ensure the fiscal stability of the City of Monmouth municipal corporation, provide guidance in fiscal management when oversight agencies are otherwise silent or to reiterate best practices that may be codified by another entity. This document is not meant to be a detailed authority source. Other resources are available to supplement this material such as the City’s employee handbook and bargaining unit agreements, Oregon Revised Statutes (ORS), Oregon Budget Law, Generally Accepted Accounting Principles (GAAP), and GASB pronouncements. This policy document is available on the City’s

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website and is distributed to the Mayor, Councilors, City Manager and Directors. Anyone who has responsibility for management of the financial affairs of a department should reference this document. The Finance Director may be contacted for guidance where this policy is not explicit.

Guidelines: Revenue Policy A. The City will take advantage of every revenue generating authority provided by Oregon Statutes, including but not limited to State Shared Revenues, Transient Room Taxes, Franchise Fees, User Fees, and System Development Charges. B. The City will maximize the use of service user charges between funds for services that can be identified and where costs are related to the level of service provided. Examples of such charges are In-Lieu of Ad Valorem Taxes and the General Fund Support Transfer charge. The cost of providing specific services shall be recalculated periodically, and the fee adjusted accordingly. C. Charges for providing utility services shall be sufficient to finance all operating, capital outlay, and debt service expenses of the City's enterprise funds, including operating contingency and reserve requirements. These enterprise funds will totally support all costs, and rates will be reviewed and adjusted as needed to account for major changes in consumption, capital improvements, and cost increases. D. The City shall pursue an aggressive policy of collecting delinquent accounts. When necessary, discontinuing service, recording utility liens, and utilizing other methods of collection including the employment of a collections agency shall be used. E. System development charges shall be established to fund the costs of improvements to service additional increments to growth, such as street, storm water, water, sewer, and park facilities. These revenues are legally restricted by a formal plan. F. The City shall maintain a current schedule of administrative fees, showing when the fees were last reviewed and/or recalculated.

Expenditure Policy A. The City will provide employee compensation that is competitive with comparable public jurisdictions within the relative recruitment area. B. Estimated wage increases and changes in employee benefits will be included in the proposed budget under Personnel Services. C. The City is committed to maintaining and improving the productivity of its staff by providing a proper working environment, adequate equipment and supplies, and appropriate training and supervision. D. The operation of City utilities and streets and city property maintenance must have adequate funds to procure needed supplies and parts. E. Purchasing guidelines are provided in the City’s “Public Contracting Regulations” located in Chapter 3.2 of the Monmouth City Code. F. Department Directors are responsible to manage department expenditures within budget appropriations. Expenditure invoices or statements require approval by the Department Director or Supervisor. G. Payment Methods/Processes: 1. Vendor Checks: Approved invoices are routed to the Finance Department for payment. The Accounts Payable Technician verifies invoice coding and City of Monmouth – FY 19-20 Adopted Budget Page 110

authorization, enters the invoices into the finance software, and prints the checks. The Finance Operations Manager reviews all documentation and verifies check sequence prior to issuance of the facsimile signed checks. Payments by ACH or Wire are approved by the Finance Director, and reviewed by the Finance Operations Manager through the monthly bank reconciliation process. 2. Company Credit Card Payments: Department Directors and select staff members have been issued company credit cards for use in facilitating City purchases where a credit card payment is required or more efficient. Statements are reviewed monthly, with all receipts accounted for by the card user. Documentation is submitted to the Account Technician, who ensures it has been reviewed/initialed by the card holder as well as either the Finance Director or City Manager, prior to submitting the payment. 3. Payroll: Time sheets are submitted by all Departments to the Finance Operations Manager who processes the wages, benefits and deductions each month end. Payment to personnel is primarily via direct deposit. The Direct Deposit file is submitted to the bank by the Finance Operations Manager, with any manual checks signed by the Finance Director or other City signatory, upon review of the payroll register. 4. One signature is required for both payroll and vendor checks – the Finance Director, City Manager and Police Chief are authorized signers for the City. H. Capital outlay expenses: 1. The City will provide for adequate maintenance of equipment and capital assets and will fund reserves to ensure that monies are available as needed to replace City vehicles, equipment and facilities. 2. The City will determine and use the most appropriate method of financing (debt or equity) for all capital projects and purchases. 3. Special funds dedicated for capital improvements will be segregated in the accounting system and used only for the intended capital purposes. 4. The City will maintain a five-year Capital Improvement Plan (CIP) as a financial planning tool to prioritize outlay for capital projects and purchases with limited resources. Operating Budgetary Policies A. To maintain fund integrity, the City will budget and manage each fund as an independent entity in accordance with applicable statutes and with generally accepted accounting principles. B. A Budget Committee will be appointed in conformance with the City Charter and State statutes. The Budget Committee's chief purpose is to review the City Manager's proposed budget and recommend a budget and maximum tax levy for the City Council to adopt. The Budget Committee may consider and develop recommendations on other financial issues as delegated by the City Council. C. The City budget will support City Council goals and priorities and the long-range needs of the community. D. Revenues will be estimated by an objective, analytical process. Because most revenues are sensitive to conditions outside the City's control, estimates will be conservative. E. Ongoing expenses should be covered by ongoing revenues. F. While the City budget is a one-year document, a multi-year approach will be used in its development so future implications of current fiscal decisions can be considered. G. The City’s Capital Improvement Plan will be updated annually and included as part of the City’s budgeting process.

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Accounting Policy A. The City shall establish and maintain its accounting systems according to GAAP and Oregon Budget Law. The City will issue an Annual Financial Report (audit report) each fiscal year. B. An annual audit shall be performed by an independent certified public accounting firm, which will issue an official opinion on the annual financial statements, and if necessary, issue letters to management and those who govern identifying areas needing improvement. C. Full disclosure of the City's financial condition shall be provided in the financial statements and bond representations. D. Monthly summary Budget-to-Actual reports as well as detail revenue and expense reports shall be prepared and distributed to Department Directors and other appropriate City staff in a timely manner. They will also be made available for public inspection upon request. E. Quarterly Budget-to-Actual reports shall be prepared and distributed to the City Council, City Manager, and other appropriate City staff in a timely manner. These reports will be made available for public inspection on the City’s website. F. Any required adjustments to the annual budget will be made in accord with Oregon Budget Law and will require the approval of the City Council by resolution. G. Systems will provide monthly information about cash position and investment performance, and this information will be provided in the Quarterly reports to City Council.

Debt Policy A. Long-term financing is used only for financing capital improvements, facilities, and equipment. Further, it’s used only after considering alternative funding sources such as fund reserves, project revenues, Federal and State grants, and special assessments. B. The City shall incur debt in a way that minimizes costs and maximizes credit worthiness, so future borrowing costs are minimized and access to the credit market is preserved. C. Capital projects financed through the issuance of bonds will be financed for a period not to exceed the useful life of the assets financed. D. Long-term financing will not be used to finance current operating expenditures. E. Bond post-issuance compliance policy is covered in more detail in a separately adopted document.

Stabilization Policy A. In an effort to maximize and stabilize service levels on an ongoing basis, the following Fund Balance policy will apply to the City’s funds that include ongoing personnel services (currently the General, Street, Building, and Enterprise Funds): 1. The ending fund balance of all City operating funds (as defined above) shall be at least 25% of that fund’s total operating expenses except the General Fund and Street Fund, which shall each be at least 15% of their respective total fund’s operating expenses. 2. Further defining the calculation above, ending fund balances equal the sum of the contingency appropriation and the reserves or unappropriated ending fund balance. 3. Total Operating expenditures are defined as the sum of the appropriations for Personnel Services, Materials & Services, Debt Service, and Transfers.

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4. Funding levels of these funds will be reviewed at least annually to maximize service levels on an ongoing basis and avoid significant reductions during periods of economic stagnation. 5. Justifications shall be provided during the budgeting process for budgeted ending fund balances below or significantly above the minimum percentages indicated above.

Fund Balance Designation Policy A. In February 2009, GASB issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement created the hierarchy of fund balance classifications which were based primarily on the extent to which governments are bound by the constraints placed on resources reported in those funds. These classifications are shown below and apply to the City’s General, Special Revenue, Capital Projects, and Debt Service funds. 1. Nonspendable - Represents assets that are nonliquid (such as inventory) or legally or contractually required to be maintained intact (such as the principal amount of an endowment). 2. Restricted – When constraints are placed on the use of resources for a specific purpose by enabling legislation (legally enforceable), external parties or constitutional provisions. 3. Committed – When constraints are created by the governing body on how it will spend its resources. These are enacted via legislation, resolution or ordinance and are in place as of the end of the fiscal period. The constraints remain binding until formally rescinded or changed by the same method the constraints were created. The difference between Restricted and Committed is that under Committed, the governing body can remove constraints it has imposed upon itself. 4. Assigned – Designation of amounts by either the governing body or staff (if authorized) to be used for a specific purpose narrower than the purpose of the fund. 5. Unassigned – The excess of total ending fund balance over nonspendable, restricted, committed and assigned amounts. Only the General Fund has an unassigned category since money remaining in any other fund is automatically designated or assigned to the purposes of that fund.

B. Under this statement, Special Revenue Funds must either be classified as restricted or committed. When not specified by legislation or external parties, the City Council will provide direction on the intended use of Special Revenue fund resources by resolution.

Investment Policy A. City of Monmouth funds will be invested in compliance with the provisions of, but not necessarily limited to all current and future applicable Oregon Statutes. Investments of any tax-exempt borrowing proceeds and any related debt service funds will comply with the arbitrage restrictions in all applicable Internal Revenue Codes. B. The investment objectives for the City of Monmouth are:

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1. Preservation of capital and the protection of principal. 2. Maintenance of sufficient liquidity to meet operating requirements. 3. Avoidance of imprudent credit, market, or speculative risk. 4. Attainment of a market rate of return throughout all economic and fiscal cycles. C. The City has a separately adopted Investment Policy document which should be referenced for additional investment policy information.

Capital Asset Capitalization Policy A. Capital assets are valued at their historical cost. In the absence of historical cost information, the asset's estimated historical cost will be assigned and used. Contributed capital is reported at fair market value or cost on the date the asset is contributed. B. The historical cost of a capital asset includes the following:  Cost of the asset  Ancillary charges necessary to place the asset in its intended location (i.e. freight charges).  Ancillary charges necessary to place the asset in its intended condition for use (i.e. installation and site preparation charges).  Capitalized interest. C. The City will capitalize all individual assets with a cost over $5,000 and an estimated useful life of 3 years or more. D. Capitalized assets are depreciated using the straight-line method in the Annual Financial Report. The City maintains a depreciation schedule for the General Fund, Street Fund, MINET Fund, and all Proprietary Funds. E. The following guidelines are used in setting estimated lives for asset reporting:  Infrastructure 20 – 50 years  Buildings 40 years  Equipment 6 – 12 years  Vehicles 3 – 20 years F. Capital construction projects include new facilities, remodeling or enlargement of existing facilities, expansion or capacity improvements to utility systems and major system improvements. Maintenance projects, such as the overlay of a street, painting a building or replacing a broken pipe, are not considered capital improvements and would be expensed as repair and maintenance.

Risk Management Policy A. Program: The City maintains a Risk Management program designed to decrease exposure to risk. At a minimum, the program includes: 1. a safety program that emphasizes reducing risks through training and safe work habits including an employee award event to incentivize staff to work safely; 2. an annual examination of the City’s insurance program to evaluate how much risk the City should assume; and 3. other risk management activities, including review of all City contracts with respect to indemnification and insurance provisions.

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B. Annual Report: The Finance Director and/or the City’s insurer shall annually prepare a Comprehensive Risk Management Report, including but not limited to: 1. a summary of the past year's risk management claims; 2. an identification of current and potential liability risks or activities potentially impacting the City's finances; 3. specific strategies to address the risks identified; and 4. a summary of the past year’s safety and violence in the workplace activities/trainings. Definitions:

Accrual Basis of Accounting - Revenue recognition occurs when earned and expenditures are recognized as soon as a liability is incurred, regardless of the timing of related cash inflows and outflows. Annual Financial Report - Prepared at the close of each fiscal year and published no later than December 31 of each year to show the actual audited condition of the City's funds, and serves as the official public record of the City's financial status and activities. Appropriation - Legal authorization granted by City Council to make expenditures and incur obligations. Assessments - An amount levied against a property for improvements specifically benefiting that property. Balanced Budget - A budget in which the resources are equal to or greater than the requirements in each/every fund. Benefits - Employee benefits mandated by state and federal law, union contracts, and/or Council policy. The most common forms of fringe benefits are pension plans, health and life insurance, vacation, sick and holiday leave, deferred compensation, automobile allowances, disability insurance, and educational and incentive pay. Bonds - A written promise to pay a sum of money (principal or face value) at a future date (maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used to finance long-term capital improvements. Budget - A plan of financial operation, embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). Upon approval by the City Council, the budget appropriation resolution is the legal basis for expenditures in the budget year. Capital Budget - A plan of proposed capital expenditures and the means of financing them. The capital budget is usually enacted as part of the complete annual budget which includes both operating and capital outlays. The capital budget should be based on a capital improvement program. Capital Improvement Program (CIP) - A plan for capital expenditures to be incurred each year over a fixed period of several future years, setting forth each capital project, identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures. Capital Outlay - Expenditures for operating equipment drawn from the operating budget. Capital outlay items include equipment that will last longer than three years and having an initial cost above $5,000. Capital outlay includes capital budget expenditures for construction of infrastructure such as streets, buildings, or bridges. Contingencies - An appropriation of funds to cover unforeseen events which occur during the budget year. City Council must authorize the use of any contingency appropriations (not to be confused with Reserves which are unappropriated).

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Council Goals - Broad or specific goals established by the City Council at the outset of each year to guide the organization in its activities and focus. Debt Service - The amount of principal and interest that a local government must pay each year on net, direct- bonded, long- term debt plus the interest it must pay on direct short-term debt. Deficit – (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) The excess of expenditures or expenses over revenues during a single accounting period. Direct Cost - A cost directly related to producing and/or providing related services. Direct costs consist chiefly of the identifiable expenses such as materials and supplies used to provide a service, the wages and salaries of personnel working to provide a service, and facility costs. These expenses would not exist without the program or service. Equipment Replacement Schedule - A multi-year schedule of planned annual purchases to replace major equipment and vehicles that will meet or exceeded their useful life to the City. Expenditure - Total amount incurred if accounts are kept on an accrual basis; total amount paid if accounts are kept on a cash basis. Financial Audit - A systematic examination of resource utilization concluding in a written report. It is a test of management's internal accounting controls and is intended to:  Ascertain whether financial statements fairly present financial position and results of operations,  Test whether transactions have been legally performed,  Identify areas for possible improvements in accounting practices and procedures,  Ascertain whether transactions have been recorded accurately and consistently, and  Ascertain the stewardship of officials responsible for governmental resources. Financial Condition - The City's ability to pay all costs of doing business and to provide services at the level and quality that are required for the health, safety, and welfare of the community, and that its citizens desire. Fiscal Policies - Administrative and Council policies established to govern the City's financial operations. Fixed or Mandated Costs - These include expenditures to which the government is legally committed (such as debt service and pension benefits), as well as expenditures imposed by higher levels of government (such as for wastewater treatment facilities). Fund - An independent fiscal and accounting entity with a self-balancing set of accounts, recording cash and/or resources together with all related liabilities, obligations, reserves, and equities, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance - The difference between fund assets and fund liabilities of governmental and similar trust funds. The equivalent terminology within proprietary funds is Retained Earnings. (When the term "Fund Balance" is used in reference to Proprietary Funds, it is normally referring to the estimated budgetary-basis amount available for appropriations for budgeting purposes.) The City of Monmouth will use the GASB definitions of Fund Balance for its Financial Statements and for all other financial reporting. For all financial planning purposes, the term Budgetary Fund Balance will be used and will include any portion of the fund balance that is available for appropriation. The portion of the fund balance that is not available for appropriation will be identified as a Reserved Balance. The GASB has defined fund balance segments as follows: A. Non-spendable: Amounts inherently non-spendable or that must remain intact according to legal or contractual restrictions. City of Monmouth – FY 19-20 Adopted Budget Page 116

B. Restricted: Amounts constrained to specific purposes by externally enforceable legal restrictions, such as those provided by creditors, grantors, higher levels of government, through constitutional provisions, or by enabling legislation. C. Committed: Amounts constrained by the City Council via a resolution or ordinance. D. Assigned: Amounts the City intends to use for a specific purpose. The authority to assign resources lies with the City’s Finance Director. E. Unassigned: Amounts that are not categorized into one of the aforementioned classifications; these resources may be used for anything. Only the General Fund should show a positive unassigned fund balance. For other funds, a negative unassigned balance should be reported if more resources are used than are available in the fund. General Obligation Bonds - When a government pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (GO) bonds. Sometimes the term is also used to refer to bonds which are to be repaid from taxes and other general revenues. Government Funds - The funds below subscribe to the modified accrual basis of accounting and include the following types of funds that City of Monmouth utilizes: A. General Fund - The major source of revenue for this fund is taxes. There are no restrictions as to the purposes in which the revenues in this fund can be used B. Special Revenue Funds - The resources received by these funds are limited to a defined use, such as the Street Fund. C. Debt Service Funds - Funds used for paying principal and interest on debt in non-enterprise funds. D. Capital Project Funds - Resources from these funds are used for purchase or construction of long- term fixed assets. Grant - A contribution of assets by one entity to another. Grants are generally designated for a specific expenditure. Indirect Cost - A cost incurred in the production and/or provision of related services that usually cannot be directly associated with any one particular good or service. Indirect costs encompass overhead including administrative costs such as wages of supervisory and administrative personnel, occupancy and maintenance of buildings, and utility costs. These costs would exist without the specific program or service. Investment - Cash balances, securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals, or base payments. Liabilities - The sum of all amounts that are owed at the end of the fiscal year, including all accounts payable, accrued liabilities, and debt. Long-Term Debt - Present obligations that are not payable within a year. Bonds payable, long-term notes payable, and lease obligations are examples of long- term debt. Modified Accrual Basis of Accounting - The accrual basis of accounting adapted to the governmental fund type under which revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period." Expenditures are generally recognized when the related fund liability is incurred.

One-Time Revenue - Revenue that cannot reasonably be expected to continue, such as a single-purpose federal grant, an interfund transfer, or use of a reserve. Also referred to as a non-recurring revenue. Operating Budget - The appropriated budget supporting current operations. Most operations are found in the General, Special Revenue, Enterprise, and Internal Service Funds. Personnel Services - A category for all wages, fringe benefits, and miscellaneous costs associated with employee expenditures.

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Proprietary Funds - These funds subscribe to an accrual basis of accounting and include the following types of funds: A. Enterprise Funds - Account for distinct, self-sustaining activities that derive the major portion of their revenue from user fees. B. Internal Service Funds - Account for goods and/or services provided to other funds or departments within the organization. Examples include the Gas Revolving Fund. Reserved Balance - For budgetary purposes, this is the amount of fund balance that is not available for appropriation except for the uses defined for the specific reserve. Restricted Revenue - Legally earmarked for a specific use, as may be required by state law, bond covenants, or grant requirements. For example, many states, including Oregon, require that gas tax revenues be used only for street maintenance or street construction (and bicycle/footpath spending). Revenue - Monies received or anticipated by a local government from either tax or non-tax sources. System Development Charge (SDC) - A charge levied on new construction to help pay for additional expenses created by growth or to compensate for already existing capacity in key facilities and systems already in place which support the new development. Transfer - Amounts distributed from one fund to finance activities in another fund. Shown as an expenditure in the originating fund and a revenue in the receiving fund.

Review/Update:

The Finance Director will prepare this Council Fiscal Policy review every year for City Council approval via resolution.

Change Rev # Name Character of Change Date 0 M.Dunmire October 2010 Adopted 1 M.Dunmire November 2010 Modified Expenditure language around employee compensation per Council request. 2 M.Dunmire June 2011 Updated for inclusion of GASB 54 Fund Balance designation language 3 M.Dunmire April 2014 Changed Stabilization Policy calculation to be on the basis of operating expenses 4 J. Chenard June 2018 Provide more structured purpose/overview introduction; updated municipal code reference for purchasing policy; adds definitions and review policy; adds debt compliance policy reference; adds Risk Mgmt policy; updates “Fixed Asset” nomenclature to currently used terms and expands on the purchasing policy and capital improvement project language/policy. 5 J. Chenard June 2019 Reduced Street Fund reserve balance requirement to 15% from 25%; Clarified and corrected several definitions

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Appendix 6 – City Fleet and Facility Listings

City of Monmouth ‐ Fleet No. of Average replacement Avg Age of Listing by Department vehicles* value Vehicles (years) Funding Source Building Inspection ‐ Pickup Trucks 2 $22,500 16 Building Fee revenue Police General Fund ‐ non‐ Command Center Trailer 1 12,000 7 designated revenues Police Vehicles 9 44,385 6 Power & Light ^ Aerial Lift Truck 2 130,500 5 | Backhoe 1 59,000 17 | Digger Derrick 1 230,000 7 Electric fees revenue Dump Truck/Spec Vehicles 3 50,333 22 | Excavator 1 33,000 11 | Fork Lift 1 10,500 8 | Light Truck/Van 3 25,000 13 | Spec Equipmt/Trailers 4 23,320 8 | Staff Car 1 30,000 4 v Public Works Street Sweeper 1 227,988 NEW Hwy Taxes ‐ Street Fund Backhoe 1 106,640 2 Water/WW fees revenue Dump Truck/Spec Vehicles 5 90,704 12 Water/WW fees revenue Spec Equipmt/Trailers 7 67,168 17 Water/WW fees revenue Light Truck/Van 11 27,261 8 Water/WW fees revenue (Mowing) Tractors 1 22,487 21 Gen fund ‐ non‐designated

Senior Center 15‐Passenger Van 1 30,000 19 Donations 56

* Note that only vehicles to be replaced are listed; this vehicle list is focused on "rolling stock" with an individual value greater than $5,000 and does not include the large equipment used on some of these vehicles, nor does it include any trailers used for hauling.

CITY OF MONMOUTH - FACILITIES LISTINGS LOCATION/ADDRESS DEPARTMENTS SIZE VALUE CITY HALL 151 MAIN ST W FINANCE, COURT, BUILDING 6540 SQFT 1,500,000 LIBRARY 168 ECOLS ST S LIBRARY 14660 SQFT 5,700,000 MPL HEADQUARTERS 780 ECOLS ST S MPL 14520 SQFT 3,000,000 POLICE STATION 450 PACIFIC HWY N POLICE 10300 SQFT 3,800,000 SENIOR CENTER 180 WARREN ST S SENIOR CENTER 3650 SQFT 770,000 VOLUNTEER HALL/MUNICIPAL BUILDING 144 WARREN ST S COURT, CITY COUNCIL 4200 SQFT 930,000 CITY SHOPS 401 HOGAN RD N PUBLIC WORKS 18090 SQFT 4,500,000 MONMOUTH CITY SIGNS VARIOUS PUBLIC WORKS 2 SIGNS 42,000 WASTEWATER TREATMENT PLANT/BUILDINGS VARIOUS PUBLIC WORKS 50 ACRES | 1493 SQFT 3,500,000 WATER WELLS & RESERVOIRS VARIOUS PUBLIC WORKS 2790 SQFT 6,400,000 ELECTRIC SUB STATIONS VARIOUS MONMOUTH POWER & LIGHT 504 SQFT 2,900,000

UTILITY SYSTEMS - WATER/STORM/SEWER VARIOUS PUBLIC WORKS 37/14.5/29 MILES 21,000,000 UTILITY SYSTEMS - ELECTRIC VARIOUS MONMOUTH POWER & LIGHT 60 MILES 12,600,000 STREET INFRASTRUCTURE VARIOUS PUBLIC WORKS 36 MILES 12,000,000

MAIN STREET PARK BUILDINGS & INFRASTRUCTURE MAIN STREET PARK PUBLIC WORKS 2674 SQFT 1,500,000 GENTLE WOODS PARKS BUILDINGS & INFRASTRUCTURE GENTLE WOODS PARK PUBLIC WORKS 1922 SQFT 200,000 MADRONA PARK BUILDINGS & INFRASTRUCTURE MADRONA PARK PUBLIC WORKS 128 SQFT 48,000 PARK LANDS VARIOUS PUBLIC WORKS 25.1 ACRES 1,000,000 OTHER PARKS BUILDING & INFRASTRUCTURE VARIOUS PUBLIC WORKS 392 SQFT 150,000

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Appendix 7 – Expenditure Account Descriptions

PERSONNEL SERVICES Salaries and Wages Regularly scheduled hourly and exempt wage expense for regular & part-time employees. Standby and Overtime Wage expense for hourly employees working beyond an 8 hour day. Fringe Benefits Employee benefit expense: Medical, Dental, Vision, Retirement, Life, Disability, etc.

MATERIALS AND SERVICES

Professional Services Legal, audit, consultative, inspection, interpreters, etc.

Codification Annual LOC cost for city ordinance review and codification. Municipal Court Expense Restitution, plus witness, jury, counseling, and court appointed attorney fees. Inspection Services Purchased services for sewer, water and street inspection. Regional Library Charges for participation in Chemekata Community Library System. Recreation Providers Payments to recreation class instructors. Professional Development Staff development & training: includes registration, travel, lodging, materials, etc. Dues & Publications Association/Membership costs and related books, subscriptions, and periodicals. Organizational Business Expense Non-training related travel, meal and lodging costs; employee recognition and awards. Marketing & Economic Dev. Power & Light program for expansion and community recognition. Office Supplies Misc. supplies and small equipment with a cost of less than $100. Operating Supplies Non-office supplies used in the operation of a department - book jackets, cases, treatment chemicals, etc.

Periodicals Library collection purchases.

Books Library collection purchases. Audio/Visual Library collection purchases. Library Book Replacement Library replacement purchases. Utilities City owned building utility costs - power, water, sewer and garbage. Street Lighting Cost of providing street lighting in city.

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Gravel & Grading Repair of current facilities - specific to roads. Paving Repair of current facilities - specific to pavement. Surface Transportation Act Expenditure of designated State / Federal Grant Funds. Sidewalk Repairs Repair of current facilities - specific to sidewalks. Street Signs & Striping Repair of current facilities - specific to street signs and striping. Facility. Maintenance & Repair All other non-capital maintenance & repair - painting, HVAC, janitorial service and supplies, etc.

Insurance General liability and vehicle insurance costs.

Postage Mailing costs.

Printing & Copying. Forms, letterhead, brochures, etc. and purchased copying services. Communications Telephone & Pager expenditures. Vehicle Maint. & Repair Costs associated with the upkeep of city owned vehicles. Senior Center Transportation Transportation related costs of Senior Center Programs. Fuel Fuel purchases for city vehicles. Equipment & Software Lease/ Office and shop equipment (fax, copier, etc.) plus software Maintenance leases/subscriptions and related maintenance costs.

Small Equipment Purchase Equipment and furniture with a cost greater than $100 and less than $1,000. Card Acceptance Program Merchant card fees for acceptance of customer credit cards for City account payments. Miscellaneous Minor expenditures that do not fall within another account definition. City Council League Conference and Training. Election Expense Incidental costs - advertising, notification, etc.

Refunds Misc. refunds for overpayments. U/B Deposit Interest Interest expense on utility deposits. Conservation Program Power & Light program - energy efficient appliance rebates and weatherization costs. Dog Control License, food, shelter, etc. for the control of dogs within the city. Grants/Special Events Mini-Grants to be disbursed to community groups. Building Permit Surcharge Fee passed to State from issuance of building permits. Drug Enforcement Expenditures of funds received from State from proceeds of drug enforcement confiscations.

Police Assessments Fees/surcharge amounts passed through to State and County collected through court fines.

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Recycling Expenditures to encourage/support community solid waste recycling.

Gen. Fund Support Services Transfer of administrative and support costs by Management & Finance Dept in General Fund to utilities. In Lieu of Taxes City owned utility services charge in absence of property tax payment. Franchise Fee City owned utility services charge for right-of-way use.

CAPITAL OUTLAY Equipment Purchases Capital outlay over $5,000 for base equipment or additions or renovations that extend useful life. System Improvements Non-equipment additions and improvements to a major system (usually in an enterprise fund) that extend life. City Shops Capital expenditures related directly to City Shops (Public Works buildings).

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