City Council Meetings

City of Green River, City Council Workshop Proceedings for May 26, 2020, 6:30 pm, Council Chambers, Mayor Pete Rust called the meeting to order. The following Council Members were present: Gary Killpack, Robert Berg, Lisa Maes, Tom Murphy and Jim Zimmerman. The following were present representing the City: City Administrator Reed Clevenger, Director of Finance Chris Meats, Director of Human Resources Cari Kragovich, Director of Public Works Mark Westenskow, Assistant Fire Chief Larry Erdmann and Parks & Recreation Director Brad Raney. Discussion on the Fiscal Year 2021 Budget. Reed gave a brief overview of the Fiscal Year 2021 Draft Budget (see attached documents). Adjournment: The meeting adjourned at 7:36 pm. ______________________ Pete Rust, Mayor Attest: _____________________ Chris Meats, City Clerk  CITY OF GREEN RIVER – BUDGET SUMMARY FY 2021 We began this budget year by reflecting upon the changing local and regional economic conditions that have occurred this past year. We had been seeing a consistent gradual upward trend over the past 24 months of sales tax revenue collections. This trend was expected to continue as we distanced ourselves from the past years of budget cycles that saw double digit decreases and hampered funding efforts across all departments. Then, a couple months into the budget process for 2021, COVID-19 hit globally, nationally, and locally. It completely stalled the budget process as there were now too many questions with little answers on how the pandemic would impact us and the longevity of those impacts. The budgeting process is done over a period of approximately five months. Beginning mid-January, we take a look at our mid-year review. We see where we stand with spending to date as well as looking at collections the first half of the fiscal year compared to forecast. By lowering our monthly expenditures these past couple years, we had been able to prioritize and address additional needs and create sinking funds through a mid-year review. While we were just hearing of COVID-19, it hadn’t impacted our revenues or the expected narratives. In February, budget reviews were sent out to Department Heads for their review, and by March, they turned in specific budget narratives for their department. We also sent out community service grants requests at that time allowing those entities a few weeks to put their requests together. All Department Heads got together in March to review their budget needs and discuss their priorities so that everyone understood each other’s needs. We discussed revenue forecasts and gave some direction from the Finance Committee meetings that had taken place. This year, however, a lot of uncertainty began to creep in to our decision processes as the pandemic began to take hold. In early April we then had one-on-one meetings with Department Heads to dive deeper into the direction of the department and how they were prioritizing their needs and hinting that we were going to do a wait and see approach on sales tax revenues in May and June. We had the same discussions with the Finance Committee as we went over the narratives and possible projections of what that meant to the budget. Our goal now is to present a balanced draft budget at the workshop at the end of May for governing body review. We will then wait to see the initial sales tax numbers early June and adjust accordingly so that we can put forth a final budget for adoption in the second meeting of June. Through a couple months of lockdowns and implementing adaptive work schedules to continue to move city services forward, we are challenged to come up with a balanced budget when there are so many unknowns. Questions about staggered lifting of restrictions, social distancing impacts, limited air travel, states requiring travel bans and quarantines, and how to handle second and third waves throw additional uncertainties into the equations. Wyoming, being a mineral and gas extraction state, survives heavily on those industries for funding and the people who work in them. These industries have taken serious hits and it is unknown if they will ever come back to a level of sustainability. Southwest Wyoming has these industries and has Trona. While Trona has taken a slight hit because of global demand slowing until companies that buy and manufacture products with Trona byproducts can get back to full capacity, and until the ports can open up fully, it will still be an industry that helps us survive this pandemic. Some of the plants still have expansion plans underway and moving forward while others are being more patient. Bottom line, as a city working to budget services to its residents, we need to be cautious as we go through this process and be prepared for a longer turnaround than what was thought to be the case. The proposed budget reflects the efforts of many of our dedicated employees to balance requests and needs while working towards a lower set of general fund sales tax revenues in relation to those needs and requests. We had narratives for needs and wants for this year that recently have, for the most part, been put on hold. This direction of a wait and see approach aligns with what we have been doing in the two previous years of budgeting conservatively and waiting to address additional needs through a mid- year resolution process. This time our focus was to cut budgets and lower expectations on what will be provided and look to two dates during the first two quarters of the fiscal year to see what direction we would take the budget. To get to our balanced budget this year we have cut $4,100,000 out of our $4,500,000 in budget requests. We then cut an additional 12% out of our monthly sales tax projections knowing that the turnaround will take a few months. Since lockdown measures have been getting relaxed these past couple weeks we have decided to leave it at this level to see how the economy reacts. This number may have to be looked at again if the turnaround is slower or if there are more restrictions placed on the actions, activities, or work of our residents that would impact their spending which directly correlates to our revenues and what we can provide as a City. The City of Green River had been budgeting conservatively the past couple of years and had set up multiple sinking funds. The sinking funds were like savings and emergency accounts for departments with goals to be able to put some monies aside each year towards bigger projects. For example, the Fire Department Fire Truck replacement sinking fund. We had been putting between $100k and $200k per year in this fund to be able to purchase and replace an older truck. This budget year we will not be placing funds into these sinking funds, but we will be leaving them intact with their current balances. If we get into the first or second quarter and find that revenues are trending positive to our budget, then we will make the calls on what narratives have priority and what monies will be added to sinking funds. We are also currently reviewing if the opposite were to occur. If there are deeper drops in our sales tax revenues than projected, we will have the priorities laid out of what gets cut or what funds get pulled to balance the budget. We do have some options, including our risk management fund, that we can pull from. We also fully believe that this is a short-term trend (even if it lasts through the budget year) and that we will bounce back to normal levels. Our past budgeting process has allowed us to be flexible and has prepared us for the cyclical nature of our funding base. Our budgeting model has worked well these past couple years and has allowed us to continue to support community service organizations as well as address benefit changes for our employees. The small increase in Wyoming Retirement plan and the medical health care increase have been absorbed. We have continued to address long term compression and salary issues that have improved employee morale while setting up a long-term plan for sustaining salary and wage progression and competitiveness. However, with the uncertainties, we are not able to address other issues like COLA. We did not implement cuts to the service organizations as they maintained their ask for funds at the same level as the previous budget year. The 2021 budget re-emphasizes spending within our means, especially in these uncertain times, and targeting available resources to identified priorities across all departments, while meeting the Governing Body’s stated mandates to maintain expected service levels, help community service organizations, follow and adhere to the enterprise fund model developed for managing our water, wastewater and stormwater services, and take care of our number one resource, our employees. This year’s budget mirrors the format and content from the last couple of years’ budget documents. Working together across all departments and then individually with each Department Director, we developed a budget document that focuses on maintaining services and service levels, prioritizing funding needs within each department, allocation of resources for those services and needs, and making sure it meets the priorities of the Governing Body and our directional goals. Each Fund and Department budget that was reviewed included narratives describing primary services, any proposed changes to prior year activities, a summary expenditure and revenue comparison to prior years, and the proposed budget request. Each of the narratives were pre-prioritized by the Department Director and then with the Finance Director and the City Administrator, before review with the finance committee. We will continue to review these priorities to be able to support them during the first or second quarter review. The summary data also defined authorized positions, part time resource and overtime allocations providing impacts to the budget. This year, with so many uncertainties, the normal planning of where we are going to improve the City moving forward was geared more towards what is sustainable for the City for this next year. There will be a lot of programs that will not move forward or be very limited due to COVID-19. Items like Flaming Gorge Days, Summer Day Camp, Swim Lessons, the Overland Stage Stampede, the Sweetwater County Fair, and the list continues. Many of these will be missed and we have to adjust people being hired, regular and overtime hours worked, and how those impact budgets. We will have to be adaptable if restrictions continue to be maintained, loosened, or tightened. We believe staff and the Finance Committee have made the tough choices to bring the budget down to a sustainable level. However, it is completely understood that this is more of a moving target when it comes to projected revenues than we have ever seen. We have cut almost all requests this year, cut capital infrastructure, and have held current approved hires longer through the current budget year to carry it forward. We still have a couple people we intend to bring on and those have been budgeted this fiscal and future fiscal years. Positions in IT, grants and government, and marketing, will be key to moving ahead and maintaining our systems, as well as working with local, county, state, and federal programs and people. Continuing to be adaptable will bring us success and move us forward.  2020-2021 Preliminary Budget Changes Initial Budget Review as 5/22/2020 Added On Going Finance Department Priority Description Request 1st Adjustment 2nd Adjustment Committee Council Final Changes DS A I-Doc Subscription $1,500 0.00 1,500 DS B Sidewalk 50/50 Program $20,000 0.00 (20,000.00) 0 DS Uniform Development Code $200,000 (125,000.00) (25,000.00) 50,000 DS Aerial Mapping $75,000 (75,000.00) 0 CAP 2021 Slurry Seal Project $100,000 (100,000.00) 0 CAP 2021 Asphalt Overlay Project $650,000 (250,000.00) (400,000.00) 0 CAP Airport Capital Projects 10,000 0.00 10,000 PW-Fleet Circular Metal Cutting Chop Saw 6,500 0.00 6,500 Finance Elections 15,000 10,000.00 10,000.00 35,000 Finance Travel and Training to Attend New World Confernce 8,000 0.00 8,000 IT Contractor for Wireless System 80,000 0.00 (80,000.00) 0 IT Wireless System equipment repair 25,000 0.00 25,000 IT Software moving to SAS and maintenance increases 25,000 0.00 25,000 IT Engineering and Dept Head Computer Replacement 15,000 (15,000.00) 0 IT Storage Array for Video Cameras 100,000 0.00 (100,000.00) 0 P -Parks Operator to Tech Promotion Per Job Description 0 P- Leisure Birthday Party Staffing (Budget cleanup Item) 0 P - Rec Cell Phone Allowance (2) 850 850 P - Rec Cell Phones 800 800 P - Rec FT evening coordinator at the Rec. Center 0 P- Forest Forestry Division 0 P- Leisure Summer Day Camp Transportation Grant 12,000 (12,000.00) 0 P- Leisure Replace Gymnastics Equipment 8,000 (8,000.00) 0 P- Leisure Light the Night Holiday Event 18,500 (18,500.00) 0 CAP Riverside Pathway Replacement 365,000 (365,000.00) 0 CAP TAP grant for Riverside Pathway Grant Reserve Match 73,000 27,000.00 100,000 CAP LCWF Grant Reserve 125,000 (125,000.00) 0 CAP Rec. Center Sinking Fund 250,000 (250,000.00) 0 CAP Playground replacement 100,000 (100,000.00) 0 CAP Parks Maintenance Building 350,000 (350,000.00) 0 CAP River Feature and Bank Repair 500,000 (250,000.00) (250,000.00) 0 P -Parks Create Parks Asset Maintenance Program 20,000 20,000 P -Parks O&M Increase for water 20,000 20,000 P -Parks Small Equipment Replacement 0 P -Parks Replace East Flaming Gorge Way Decorations, add decorations to 2nd South. 25,000 (10,000.00) 15,000 P -Parks Weed Mitigation Contract 30,000 (30,000.00) 0 P -Parks Irrigation Infrastructure for Upland Way 8,000 (8,000.00) 0 P- Cemetary Pave New Cemetery Section Road 29,200 (29,200.00) 0 P- Cemetary Acquire Compact Fertilizer Spreader 4,600 (4,600.00) 0 P- Buildings Rear Steps at PD Building 8,000 (8,000.00) 0  Added On Going Finance Department Priority Description Request 1st Adjustment 2nd Adjustment Committee Council Final Changes P- Buildings Energy Savings Projects 5,000 (5,000.00) 0 P - Rec Video surveillance equipment 30,000 (30,000.00) 0 P - Rec Replace leaking cabinet heaters 33,400 33,400 P - Rec Equipment Replacement 32,000 (15,000.00) (17,000.00) 0 P - Rec Replace ceiling tile in Gym 70,000 (70,000.00) 0 PD Radio Maintenance 11,250 11,250 PD Dress Uniform Replacment 9,000 (9,000.00) 0 PD Video Evidence and Body Camera Carry over - 38,745 0 PD Lights and Sights for Rifles 26,200 (26,200.00) 0 PD Firearm Training System 5,000 5,000 PD Polygraph Training 22,500 (22,500.00) 0 PD Cellebrite Equipment & Training 31,200 31,200 PD Cellebrite Software Maintenance 6,200 6,200 PD Animal Vaccinations- Offset with adoption fee increase 2,400 (2,400.00) 0 Fire Repair Arial Unit 30,000 30,000 Fire Change Job Classification from Assit Chief to Deputy Chief 0 Fire Rescue Air Boat 60,000 (60,000.00) 0 Fire Tactical Tender 450,000 (450,000.00) 0 Fire Firestation #2 Renovation 315,000 (315,000.00) 0 Fire Purchase 6 Handheld Radios 26,000 (26,000.00) 0 Fire New Class A Uniforms 40,000 (40,000.00) 0 Fire 2 seasonal positions 0 VEHC 4 Police Leases 20,000 20,000 VEHC 1 Fire Command 5,000 5,000 0 Estimated Budgeted Changes - Pos = out of bal - Neg = Bal budget 4,509,100 (2,262,700) (713,700) 0 459,700 2,246,400.00 1,532,700.00 1,532,700.00 1,992,400.00  Revised:4/27/20 City of Green River Statement of Revenues, Expenditures, and Estimated Changes in Fund Balance General Fund 10 For the Year Ended June 30, 2021 Operating Revenues * $ 13,547,766 Operating Expenditures 16,617,758 Operating Net Income/(Loss) $ (3,069,992) Less: Asset Acquisitions $ - Add: One-Time Funding Revenues $ 782,000 Excess (deficiency) of revenues over $ (2,287,992) (under) expenditures Other financing sources Other financing uses: Operating Transfers Out - Fund 15 (Projects) $ (1,671,135) Operating Transfers Out - Fund 85 (Insurance) $ (280,000) Operating Transfers In - Admin Fee $ 728,211 Operating Transfers In -Risk MGT $ - $ (1,222,924) Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses $ (3,510,916) Estimated beginning fund balance, July 1, 2020 $ 13,406,352 Less: Designations/Reservations $ 9,402,000 Operating Reserve $ 24,350 $ 9,426,350 Estimated ending fund balance, June 30, 2021 $ 469,086 * Consists of a levy of 8 mils Property Tax  Revised:4/27/20 General Fund General/Admin Police Fire Community Public Works Parks General Fund Government Department Department Development Department Department Totals Total Personnel - Benefited $ 2,170,964 63.6% $ 3,983,669 91.1% $ 835,516 81.5% $ 770,738 83.3% $ 1,938,285 75.5% $ 2,814,800 68.4% $ 12,513,972 76.2% Operations & Maintenance 1,243,586 36.4% $ 387,902 8.9% $ 189,794 18.5% $ 154,645 16.7% $ 627,858 24.5% $ 1,298,137 31.6% 3,901,922 23.8% Assets - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% - 0.0% 0 Total $ 3,414,550 $ 4,371,571 $ 1,025,310 $ 925,383 $ 2,566,143 $ 4,112,937 $ 16,415,894  Revised:4/27/20 General Government Municipal City Legal Human Information Legislative Court Administrator Services Prosecutor Resources Accounting Technology Totals 100 100 100 100 100 140 150 150 110 120 130 170 175 140 150 155 Total Personnel - Benefited $ 96,885 33.5% $ 245,054 88.0% $ 529,471 70.1% $ - 0.0% $ 112,317 93.9% $ 186,785 55.8% $ 655,937 81.2% $ 344,515 50.7% $ 2,170,964 63.6% Operations & Maintenance $ 192,705 66.5% $ 33,491 12.0% $ 225,878 29.9% $ 149,250 100.0% $ 7,340 6.1% $ 148,021 44.2% $ 152,200 18.8% $ 334,701 49.3% $ 1,243,586 36.4% - Assets 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% Total $ 289,590 $ 278,545 $ 755,349 $ 149,250 $ 119,657 $ 334,806 $ 808,137 $ 679,216 $ 3,414,550  Revised:4/27/20 Police Criminal Meth. Patrol & Admin. Investigation Grant Traffic 210 220 227 230 Total Personnel - Benefited $ 435,012 82.3% $ 740,338 94.2% $ 147,677 98.3% $ 1,921,313 91.5% Operations & Maintenance $ 93,295 17.7% $ 45,448 5.8% $ 2,522 1.7% $ 179,269 8.5% Assets $ - 0.0% $ - 0.0% $ - 0.0% 0.0% Total $ 528,307 $ 785,786 $ 150,199 $ 2,100,582 Animal Crossing Continued: Records Control Guards Totals 240 260 270 Total Personnel - Benefited $ 362,374 95.4% $ 323,617 87.0% $ 53,338 97.3% $ 3,983,669 91.1% Operations & Maintenance $ 17,472 4.6% $ 48,396 13.0% $ 1,500 2.7% $ 387,902 8.9% Assets $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% Total $ 379,846 $ 372,013 $ 54,838 $ 4,371,571  Revised:4/27/20 Emer. Mgt. Fire Fire Admin. Suppression Prevention Totals 310 320 330 Total Personnel - Benefited $ 428,120 93.5% $ 407,396 72.3% $ - 0.0% $ 835,516 81.5% Operations & Maintenance $ 29,821 6.5% $ 156,435 27.7% $ 3,538 100.0% 189,794 18.5% Assets $ - 0.0% $ - 0.0% $ - 0.0% - 0.0% - Total $ 457,941 $ 563,831 $ 3,538 $ 1,025,310  Revised:4/27/20 Comm. Dev. Building URA/ Admin. Inspection Main Street Totals 410 420 440 Total Personnel - Benefited $ 288,649 81.5% $ 345,094 $ 136,995 92.1% $ 770,738 69.6% Operations & Maintenance $ 65,350 18.5% $ 29,495 $ 59,800 7.9% 154,645 30.4% Assets 0.0% $ - 0.0% - 0.0% - Total $ 353,999 $ 374,589 $ 196,795 $ 925,383  Revised:4/27/20 P.W. Street Engineering/ Fleet Admin. Maintenance Utilities Maintenance Totals 510 520 555 580 Total Personnel - Benefited $ 407,884 93.1% $ 759,690 63.5% $ 242,488 74.8% $ 528,223 86.8% $ 1,938,285 75.5% Operations & Maintenance $ 30,286 6.9% $ 435,820 36.5% $ 81,771 25.2% $ 79,981 13.2% $ 627,858 24.5% Assets $ - 0.0% 0.0% 0.0% $ - 0.0% $ - 0.0% Total $ 438,170 $ 1,195,510 $ 324,259 $ - $ 608,204 $ 2,566,143  Revised:4/27/20 P&R Leisure Pavilion Parks Mosquito Cemetery Buildings & Recreation Admin. Programs Operations Development Control Operations Structures Center Totals 610 620 630 640 645 650 660 680 Total Personnel - Benefited $ 304,356 97.3% $ 659,397 85.2% $ - 0.0% $ 786,603 67.5% $ - 0.0% $ 86,806 50.4% $ 295,520 61.8% $ 682,118 61.8% $ 2,814,800 68.4% Operations & Maintenance $ 8,383 2.7% $ 114,943 14.8% $ 26,991 100.0% $ 378,656 32.5% $ 80,424 100.0% $ 85,477 49.6% $ 182,425 38.2% $ 420,838 38.2% 1,298,137 31.6% Assets $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% $ - 0.0% - 0.0% Total $ 312,739 $ 774,340 $ 26,991 $ - $ 1,165,259 $ 80,424 $ 172,283 $ 477,945 $ 1,102,956 $ 4,112,937  Added On Going Finance Department Priority Description Request 1st Adjustment 2nd Adjustment Committee Council Final Changes Enterprise Funds Finance Department Priority Description Request Adjustment Committee Council Final Changes WW Northside Lift Station Cathodic Protection - WW $30,000 30,000 WW Concrete Crushing Project - WW $30,000 30,000 SCADA Installation for Lift Stations and PRV Vaults - WW $450,000 and W - $50,000 $ 500,000 500,000 Replacement Backhoe W- $120,000 and WW - 120000 $240,000 240,000 Rock Bed for Hook Truck - W $17,000 and WW $17,000 $34,000 34,000 Water Monroe Water Line Improvements - W $740,000 740,000 WW Barnhart Alley Sewer Rehabilitation - WW $300,000 300,000 Technician Promotions 0 WW Level 4 Wastewater Treatment License Increase - WW 0 WW Training Budget Increase - WW 6,000 6,000 WW Pretreatment / Lab Administrator - WW 0 0 0 0 0 0 Estimated Budgeted Changes - Pos = out of bal - Neg = Bal budget 1,880,000 0 0 0 0