1. 2016 Budget in Brief
City of Bainbridge Island
Overview
2016 Highlights
Funding the City’s Operations
The City’s General Fund
The City’s Share … What We Do
Learn More About the City’s Finances
2. Bainbridge Island is located within the Central Puget Sound Basin, linked
to the west to the Kitsap Peninsula at Agate Passage and to the east by a
ferry to the city of Seattle. The City was incorporated in 1947 as the City
of Winslow. In 1991, the remainder of the island was annexed to form the
City of Bainbridge Island.
Once home to the world’s largest sawmill, over the years, water-related
industry on the island has diminished. Bainbridge Island is now a
residential community with an active central business district, along with
some small commercial/light industrial centers. As a result, many island
residents commute for employment, primarily to Seattle via ferry. On the
island, employment relies on a mixture of small retail, manufacturing,
health care, and government. Tourism is also an important component of
the community and economy.
First post office…………………………………………………………………1858
First school………………………………………………………………………..1860
Population (2015)…………………………………………………………23,390
Population rank among Washington cities…………………….43
Miles of shoreline…………………………………………………………………53
Total area in square miles……………………………………………………28
Average temperature (August)……………………………77°F/ 55°F
Average temperature (February)………………………..49°F/ 35°F
Average annual precipitation (inches)…………………………….54
Miles of City-owned paved roads……………………………………140
Miles of City-owned gravel roads……………………………………..12
Vehicles registered to Island residents……………………..18,000
Vessels registered to Island residents…………………………3,443
Total assessed valuation (2015)………....……….$5,708,210,319
Retail sales tax…………………………………………….……..……………8.7%
City full-time equivalent employees…………..……………..108.15
Overview
3. The City has implemented
Priority Based Budgeting
(PBB), a comparison of community values to the jurisdiction’s programs
and services. PBB helps the City and the community identify key City
Council and community goals; evaluate the connection of City programs
and services to these goals; and engage in strategic decision-making
regarding funding and service level for city programs and services.
City Council discussions, staff input and consultant review identified six
strategic priorities for the City of Bainbridge Island. The initial review of
the City’s information through the PBB lens resulted in a list of over 300
community programs and over 100 governance programs, from bike lane
sweeping to parking enforcement to responding to public records
requests. PBB matches all programs against the results above and assigns
costs and prioritization at a program level.
Priority Based Budgeting
4. 2016 Highlights
WYATT WAY reconstruction
(From Madison to Lovell)
Capacity improvements to the intersection of Madison and
Wyatt. Complete sidewalk and bicycle facilities on both
sides of the street from Madison to Lovell. Reconstruct
roadway surfacing and drainage.
Estimated Construction Cost: $2,100,000
WING POINT WAY non-motorized and utility work
(From Ferncliff to Park)
Reconstruct roadway surfacing and drainage. Provide
sidewalk on the downhill side and shoulders on the uphill
side. Water and sewer utility repairs will also be made.
Estimated Construction Cost: $3,381,000
WATERFRONT PARK facility upgrade
(phase 1 improvements)
Renovate and repair elements of the City’s Waterfront Park.
Estimated Construction Cost: $1,416,000
SR305 – OLYMPIC DRIVE non-motorized improvement
(phase 1, from Harbor Drive to Winslow Way)
Provides improvements for pedestrians and cyclists along
heavily trafficked roadway from ferry dock through the
intersection of Winslow Way and Highway 305/Olympic
Drive.
Estimated Construction Cost: $824,000
5. CITY DOCK facility improvement
(replace existing dock)
Replace the Waterfront Park City Dock and expand the boat
ramp.
Estimated Construction Cost: $1,847,000
PUBLIC SAFETY FACILITY
Replace and relocate Police Station and Municipal Court. The
new public safety facility will provide adequate space for
current and future departmental needs.
Estimated Construction Cost: TBD
SOUND TO OLYMPICS TRAIL
(phases 2 and 4, from Winslow Way to High School Road)
Design of Sound to Olympic Trail and study of branch trails.
Includes construction of separated pathway from Winslow
Way to the existing Ravine Creek non-motorized bridge and
continuing to High School Road.
Estimated Construction Cost: $2,250,000
COMPREHENSIVE PLAN update
Set for completion in 2016, the City is updating its
Comprehensive Plan in accordance with the Washington
State Growth Management Act. A Comprehensive Plan
establishes a community’s vision for growth and the features
it wishes to preserve over the next 20 years. Plan elements
include land use, environment, economy, transportation,
housing, water resources, utilities, capital facilities, human
services, and culture.
6. Funding the City’s Operations
JAN
MAY/JUN
JUL/AUG
SEPT
OCT/NOV
NOV/DEC
FEB/MAR
JAN-DEC
City Council
formulates goals
and priorities for
the coming year.
Capital Improvement
Plan development and
staff budget
discussions with
Council begin.Departments
develop budget
requests. The City
Manager & Finance
Director prepare a
citywide budget. The Proposed Budget
is delivered to City
Council with key
assumptions regarding
revenue, expenses &
capital projects.
Council reviews the
Proposed Budget.
Public hearings are
held for citizen
input, property tax
rate is set & utility
fees are discussed.
The City Council
adopts the budget.
The City
publishes the final
budget document.
The Adopted Budget
is monitored &
amended as necessary
throughout the
budget year.
7. EXECUTIVE establishes
direction for the City
organization as a whole,
functioning as a coordination and
communications hub. The
department provides four areas of
service: City Management, Legal,
City Clerk, and Human
Resources. $2,870,923
PUBLIC WORKS plans, designs,
constructs, operates & maintains public
improvements, facilities & equipment owned
by the City and the public. The department is
comprised of three divisions: Administration,
Engineering (incl. Water Resources),
Operations & Maintenance. $6,835,172
FINANCE & ADMINISTRATIVE
SERVICES provides financial and
technology services, cashiering, utility
billing & web information to citizens as
well as central support to the City’s five
operating departments. The department
has three primary functions: Accounting,
Budget, and Information Technology.
$1,931,061
MUNICIPAL COURT provides a
local forum for fair, accessible and timely
resolution of alleged violations of
Washington State statutes and
Bainbridge Island municipal ordinances
that occur on the Island. $564,200
CITY COUNCIL is the legislative and
policy-making body of the government. City
Council members are the elected
representatives of the citizens of Bainbridge
Island. The Council represents the public
interest in developing public policy,
establishes City goals and priorities, and
adopts the City budget. $115,900
PLANNING & COMMUNITY
DEVELOPMENT implements the
community’s vision as represented in
the Comprehensive Plan through
planning and building permit
review, environmental stewardship
and code compliance. Service areas
include Current/Long-Range
Planning, Development Engineering,
Building Services, and Code
Compliance. $2,612,005
PUBLIC SAFETY for the city is
provided by the Police Department. The
department is comprised of four
divisions: Administration, Patrol,
Investigations & Marine. $4,166,421
GENERAL GOVERNMENT is a non-
staffed department that functions as a
centralized service unit to pay for
citywide costs (incl. debt service) on
behalf of all of the departments. This is
administered by Finance and
Administrative Services. $3,638,306
2016 Operating Expenditures by Department
8. Total Revenues $30,094,801
Tax Supported
Revenues
$22,813,601
Utility Revenues
$7,281,200
Water,
$1,257,200
Sewer,
$3,998,000
Storm &
Surface
Water,
$2,026,000
General Fund,
$16,121,797
Street Fund,
$3,038,976
B&DS Fund,
$2,097,329
Other Tax
Fund,
$8,293,110
Water Fund,
$1,436,876
Sewer Fund,
$5,115,726
SSWM
Fund,
$2,472,568
Total Expenditures $38,576,382
General,
$15,874,901
Streets,
$1,310,000 Building &
Development
Services,
$1,320,000
Special
Revenue,
$2,160,000
Bond,
$677,700
Capital & Lid
Construction,
$1,471,000
9. Revenues
(incl. operating transfers)
2016
Adopted
2015
Adopted
2014
Adopted
General Fund $15,874,901 $15,214,250 $15,070,146
Street Fund $2,836,888 $3,723,000 $2,468,541
B&DS Fund $2,136,960 $2,075,000 $2,250,157
Other Tax Fund $7,795,484 $11,728,068 $9,658,141
Water Fund $1,284,700 $1,260,700 $1,021,883
Sewer Fund $3,998,000 $4,029,000 $8,001,918
SSWM Fund $2,026,000 $2,030,000 $2,429,339
TOTALS $ 35,952,933 40,060,018 40,900,125
Expenditures
2016
Adopted
2015
Adopted
2014
Adopted
General Fund $16,121,797 $12,225,739 $11,946,734
Street Fund $3,038,976 $3,417,122 $3,057,930
B&DS Fund $2,097,329 $2,027,855 $2,129,062
Other Tax Fund $8,293,110 $9,891,017 $8,333,995
Water Fund $1,436,876 $2,022,670 $1,381,716
Sewer Fund $5,115,726 $4,806,339 $8,403,063
SSWM Fund $2,472,568 $2,151,902 $2,789,627
TOTALS $ 38,576,382 36,542,644 38,042,127
$0 $10,000,000 $20,000,000 $30,000,000 $40,000,000
2014
2015
2016
Expenditures Revenues
10. Total General Fund Revenues $15,874,901
Total 2016 Resources
(incl. fund balance)
$26,767,771
The City’s General Fund
Where does the City’s
money come from?
♦ Taxes – property, sales and
utility
♦ Licenses & Permits – building
and business
♦ Intergovernmental – liquor
profits, liquor tax, grants and
vessel registration
♦ Charges for Goods & Services
♦ Fines & Forfeits – fines from
law enforcement related
activities
♦ Interest income, rents, etc.
Property Taxes
44%
Sales &
Use Tax
23%
B&O Tax and
Penalties
3%
Utility &
Other Taxes
20%
Fees & Service
Charges
7%
Miscellaneous
3%
11. Total General Fund Expenditures $12,984,959
Where does the City’s money go?
♦ Personnel – police officers, court personnel
and general government functions
♦ Professional & Community Services –
provides for specialized services not
performed by City staff, as well as support
to local community organizations
♦ Intergovernmental – pays for services such
as CENCOM dispatch, emergency
preparedness and fire flow
♦ Capital Equipment – public safety vehicles
and technology infrastructure
♦ All other expenses include items such as
utilities, staff training, postage & phone
costs, and planned major maintenance of
general government facilities
Total 2016 Uses (incl. fund balance & transfers)
$26,767,771
Personnel
61%
Supplies
3%
Professional
Services
9%
Community Services
4%
Other Services & Charges
10%
Insurance
2%
Intergovernmental
Services
6%
Capital Equipment
3%
Capital Projects
1%
Debt Service
1%
12. Property Tax
The City’s Share of …
BI School
District
$0.30
State
Schools
$0.22
County
$0.11
Fire
$0.12
City
$0.13
Parks
$0.08
Other
$0.04
The single largest revenue source for the City of
Bainbridge Island is property tax paid by owners of island
property. The 2016 budget includes a total of $7,052,500 plus
an additional $607,700 in dedicated property tax to pay debt
service related to voter-approved bonds. The City receives less
than 13 cents of every dollar of property tax paid by Islanders.
Transportation
$0.09
State/County
Admin $0.02
WA State
$0.76
Criminal
Justice
$0.02
City
$0.10
Communications
$0.01
Sales Tax
The retail sales tax rate within the City of Bainbridge Island
is 8.7% on taxable items. Similar to the property tax, the
revenue is divided among various jurisdictions
for various purposes. The City receives about
10 cents from every dollar of sales tax paid on
the Island.
13. 3,700 linear feet of open
conveyance ditched
884 sewage pump
stations inspected
…And What We Do
400 public records requests
160 contracts &
agreements reviewed
65 ordinances &
resolutions reviewed53 councilmanic
packets produced
489 agenda
items processed
44 press releases
picked-up by media
447 city programs
2,500 Nixle subscribers
566 City Manager Update subscribers
5% of data stored
in cloud-based
data storage
52.5 days to fill a position
7,000 accounts payable
invoices processed
3,200 business licenses issued
Obtained GFOA Certificate of
Achievement for Excellence in
Financial Reporting
4,550 utility
customers
225 GIS-related map & data requests
2,500 hearings held
702 building
plans reviewed
4,250 building
site inspections
240 code compliance
service requests
200 current planning
permits completed
14,000 public safety service calls
2,000 police reports
1,156 hours of overhead
vegetation control
280 cubic yards of street waste
removed during roadway sweeping
1.47 miles completed towards C40 non-motorized improvements
1,090 hours of roadside mowing
148 vehicles
& equipment
maintained
812 scheduled
water plant
inspections
263 culverts cleaned
53 board &
commission
applications
processed
14. Learn More About The City’s Finances
BUDGET DOCUMENT
State Budget Law requires cities to adopt a balanced budget setting the
legal authority to spend. The City of Bainbridge Island adopts a Biennial
Budget (budget for two years) every other year. The current Adopted
Biennial Budget is for the period January 1, 2015 through December 31,
2016. The Budget Document is over 300 pages long and provides extensive
details of the City’s operations including revenues and expenditures by
department and program.
http://www.bainbridgewa.gov/675/2015-2016-Adopted-Budget
COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR)
The City prepares a CAFR in accordance with standards established by
the Government Accounting Standards Board and Government Finance
Officers Association. The CAFR is a 100 page document showing the
City’s assets and liabilities at the end of a fiscal year, as well as the
revenues received and expenditures made during that fiscal year. Ten year
statistical information is also available in the CAFR.
http://www.bainbridgewa.gov/205/Annual-State-Audit-
Financial -Statements
ANNUAL AUDIT
The City of Bainbridge Island is audited each year by the Washington
State Auditor’s Office. The purpose of this audit is to “assure users of
governmental financial statements; that those statements are fairly
presented,” and to provide users with “an independent basis for relying
upon management’s assertions concerning the government’s financial
position, results of operations and cash flows.” The audit is a thorough
process, in which a member of the auditor’s office spends 6-8 weeks at
City Hall inspecting records, interviewing staff and observing and
evaluating the City’s financial processes.
15. OpenGov – FINANCIAL TRANSPARENCY PORTAL
The City of Bainbridge Island is committed to financial transparency. In this
spirit, the City has developed the Financial Transparency Portal to give
residents a transparent view of how their funds are invested in the delivery
of outstanding public programs and services. Powered by OpenGov, this
tool provides user-friendly access to the City’s financial data with the
ability to see the City’s current budget and 4 prior years of revenues and
expenses. To learn how to use the tool, review the OpenGov How-To Guide
(http://www.bainbridgewa.gov/DocumentCenter/View/5321), or use the
Help Menu within the tool for further explanation.
https://bainbridgeislandwa.opengov.com
Doug Schulze, City Manager
dschulze@bainbridgewa.gov
(206) 842-2545
Ellen Schroer, Finance Director
eschroer@bainbridgewa.gov
(206) 780-8668
16. Bainbridge Island City Hall
280 Madison Avenue N.
Bainbridge Island, WA 98110
Phone: (206) 842-7633
VISION
Preserve and enhance the special character of the
Island through stewardship and response to the
community’s needs by conducting transparent
operations, implementing responsible public policy,
and fostering community engagement.
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