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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
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
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
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
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.
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.
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
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
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
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%
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%
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.
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
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.
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
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.
C
●
O
●
B
●
I
ollaboration
wnership of
organizational
success
uild trust
at all levels
nnovative
practices

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2016 COBI Budget in Brief (FINAL)

  • 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. C ● O ● B ● I ollaboration wnership of organizational success uild trust at all levels nnovative practices