The URL can be used to link to this page

Home My WebLink AboutSECTION 5-CITY OPERATIONS 2003 Final Budaet City Operations SECTION V: CITY OPERATIONS This section and the next will describe the budget as an operational guide to the City and its services, summarizing the current and planned operations of the City. Following that, the Baseline Budget Section provides a department-by-department description of the City operations. Since the operations of the City are influenced by its structure, this section will focus on the manner in which the financial resources of the City are allocated within that administrative structure to various competing purposes. The first part of this section (relating to City structure) will address the manner in which the budget resources are allocated to City programs from various perspectives. This section then provides greater detail on the use of General Fund resources identifying budget allocations among the different services or cost centers within General Fund departments. The manner in which administrative costs are accounted for among the various funds is also presented. Finally, this section addresses the use of personnel resources, which are assigned to various functions. The table below provides a cross-reference of the relationships between funds and City structure. City Funds are represented along the horizontal axis of the table while City structural divisions lie along the vertical axis. Boxes indicate how money from various City funds is allocated to support district City administrative divisions. Only those administrative divisions with multiple allocations are illustrated. Relationship between Fund and City Structure Mayor/Council x x x x x x x x x Human Resources x x x x x x x x x Finance x x x x x x x x x Legal x x x x x x x x x Planning x x Engineering x x x x x x Parks x x x Storm Drainage x Solid Waste x x x x x x x x Equip Rental x x x x x x Page 83 2003 Final Budaet City Operations City Organization The organization of a city can be expressed in a variety of ways depending on the context. This Budget presents three different organizational perspectives. 1. Financial Structure: The City of Auburn uses the type of budget structure that is directly related to the accounting structure prescribed by state law for cities. It conforms to Generally Accepted Accounting Principles and separates the structure of the City into different funds. The establishment and separation of funds is based on accounting principles, and only secondarily reflects functional or administrative concerns. 2. Functional or Proqram Structure: A city can also be organized by what it does or the services it provides. This type of organization would identify the full costs of provided various activities, irrespective of where those activities may be administratively located or how the expenditures are usually accounted. This type of budget would reflect cost accounting principles. 3. Administrative Structure: The most common way to view a City structure is by the way it is organized administratively. Organizational units are determined by what functions can be most effectively grouped into organizational relationships. It is often defined by reporting relationships. The financial structure was presented in the Financial Plan section of this document. This section presents the same budget data based on the two other organizational perspectives: administrative structure and functional or program structure. Page 95 presents staffing of the City. One of the reasons it is useful to view the City structure in a variety of ways is to clarify how administrative expenses are handled and to illustrate how the accounting of these expenses affect the cost of various services. In the budget, administrative services are charged against the fund they benefit rather than the General Fund department providing those services. The cost of personnel services to the water utility is charged to the Water Fund even though the Human Resources Department, which is part of the General Fund operation, incurs those costs. In the various General Fund departments, the administrative costs are not allocated to each department. Civil Service costs are reported as part of the Human Resources Department not the Police Department. Consequently, expenditures in the General Fund do not include administrative costs. The reasons for this difference are associated with the principles of governmental accounting, which requires the General Fund to be accounted as a whole and requires the separation of Proprietary Fund costs from General Fund accounts. Certain activity occurring in special revenue funds and capital funds are charged for administrative costs. Legal Structure The City of Auburn has a "strong mayor" form of government as organized under the Optional Municipal Code as provided in state law. The independently elected Mayor is responsible for all administrative functions of the City and all department heads report to the Mayor. The City Council exercises legislative and quasi-judicial functions. All seven members of the City Council and the Mayor are elected at large for four-year terms. Beginning in 1998, the City has an elected Judge. The position is elected at large and serves a four-year term. The Mayor develops and proposes the budget while the Council reviews and modifies the proposed budget, as it deems appropriate. The optional municipal code confers a limited form of "home rule" to those municipalities organized under its provisions. Page 84 2003 Final Budaet Administrative Services Human Resources Finance Legal CITY OF AUBURN 2003 ORGANIZATION CHART Judge Citizens Mayor City Council City Operations Public Services Public Safety Planning Fire Parks & Recreation Police Boards & Commissions Planning Commission Human Services Commission Airport Advisory Board Civil Service Commission Cemetery Board Parks Board LEOFF Board Arts Commission BIA Committee of Rate Payers Lodging Tax Advisory Committee White River Valley Historical Society Sister Cities Advisory Committee Page 85 Public Works 2003 Final Budoet City Operations Administrative Structure Perhaps the most common way of viewing the organization of the City is by administrative structure. The opposite page presents the budget from this perspective. The administrative structure is based upon the reporting relationships - what people or functions are accountable to whom. The criteria of organizing a City administratively are based on the grouping of specific work tasks or skills into groups with similar or related characteristics. This creates more efficiency, eliminates duplication of effort and allows the diversity of the City to be managed consistently. For example, it is more efficient for the accounts of the City to be handled centrally where trained staff can be provided. Likewise, it is more efficient to share engineering skills than for each utility to have separate engineering staff. The administrative structure of the City consists of the Mayor and eight department heads. The larger departments are then subdivided into divisions. The organizational chart at the start of this section of the budget illustrates this structure. The nine departments (including the Mayor) are: Administrative or Support Departments: Mayor and Council: Provides overall administration to the entire City. Also includes expenses related to the operation of the City Council. Human Resources: This department provides centralized personnel services to all City services, administers the Auburn Municipal Court, and provides risk management services throughout the City. Human Resources also include the Civil Service Division, which applies to Police and Fire services. Finance: Provides centralized budgeting and financial reporting services to all City departments. Finance also provides a variety of other central administrative services including printing, information services, and billing of City utilities. City Attorney: Provides centralized legal and City Clerk services to all City Departments. Line Departments: Planninq and Community Development: Includes the Planning Division, Airport Division, and administers the City's Community Development Block Grant. In 2002 the Building Maintenance and Permitting divisions were moved from Public Works to Planning. Police: Provides all police services, including Auburn jail services. Fire: Provides all fire, emergency medical. and hazardous material services to the City. Public Works: Includes engineering, all utilities, equipment rental and streets. Parks: Provides recreational services, and maintains park facilities. Includes providing senior citizen's services and the management of the Cemetery and Golf Course. Costs are allocated to the units on the facing page. Expenditures are accounted on the basis of where the authority for the expense lies rather than by the fund or function. The table excludes the LID funds (except the LID Guarantee Fund). Page 86 2003 Final Budoet City Operations Budget by Administrative structure 2000 2001 2002 2002 2003 % Actual Actual Budget Projected Budget Share Mayor & Council $ 239,290 $ 258,280 $ 329,800 $ 403,200 $ 596,147 0.4% Human Resources 1 ,233,647 1 ,420,595 2,164,900 1 ,890,900 2,177,940 1.6% Finance Dept 1 ,225,059 1 ,1 73,708 1,971,400 1,805,500 2,698,750 1.9% City Attorney 743,026 878,373 1,036,600 1,036,600 1 ,085,850 0.8% Planning & Community Dev Planning & Prop Mgmt 1 ,208,1 08 1,240,495 1,725,000 1,661,700 1 ,663,146 1.2% Building Maint & Permits 1 ,309,146 1 ,261 ,805 1,503,370 1,642,570 1 ,862,150 1.3% Comm Devl Block 720,963 542,1 69 477,684 441,684 506,800 0.4% Airport 1,835,740 986,260 2,154,270 909,270 816,290 0.6% BIA/Tourism 63,509 67,781 119,300 89,300 1 50,800 0.1% Police Dept 10'/'73,041 I 1,306,0/0 I :2,04:2,04'7 1:2,8/8,/00 13,3'7:2, I /0 9.5% Fire Dept Operations 6,976,304 7,309,648 8,005,700 7,925,700 8,247,703 5.9% Public Works Dept: Public Works 1,589,054 1.923,332 2,196,630 2,046,320 2,619,900 1.9% street 1 ,534,642 1 ,501 ,269 1,761.800 1,867,300 2,008,300 1.4% street Construction 11,122,753 16,517,947 7,661 ,500 11,152,500 5,1 99,000 3.7% Water utility 9,363,586 14,202,798 8,867,801 9,673,654 7,390,740 5.3% Sewer utility 8,825,082 9,218,872 11,445,390 11,185,390 10,237,075 7.3% Storm Drainage utility 4,398,052 4,126,973 4,199,040 3,748,538 4,701 ,575 3.4% Solid Waste utility 7,953,443 8,689,529 8,961 ,850 8,148,262 8,958,982 6.4% Parks Dept: Parks & Recreation Op. 3,389,609 3,453,991 4,169,600 4,310,645 4,331,100 3.1% Parks Construction 471,759 2,489,037 225,000 507,034 300,000 0.2% Cemetery 676,788 641.076 704,600 657,100 660,790 0.5% Golf Course 1,054,435 974,984 972, 1 90 956,490 1 ,044,600 0.7% Total Operations 76,727,036 90,235,497 83,195,974 84,938,357 80,649,813 57.5% Other Funds: Non-Departmental 4,012,319 6,418,493 6,1 78,740 4,036,680 2,982,1 05 2.1% Transfers/Other 4,755,127 1 ,677,783 1,847,500 1 ,774,700 1,755,000 1.3% Debt Service 819,152 322,813 317,200 31 7,800 314,940 0.2% Capitol 429,188 84,870 3,699,000 5,408,000 2,556,600 1.8% Internal Service 2,941,163 1 ,568,297 2,042,450 2,002,450 2,529,700 1.8% Fiduciary/Trust 230,000 230,1 66 286,300 286,300 286,300 0.2% Reserves: General Fund 15,288,352 15,288,352 7,230,813 12,681,260 6,495,700 4.6% Airport W/C 357,868 260,890 185,898 143,120 154,430 0.1% utilities W/C 18,970,325 18,687,778 1 2,062,855 1 7,1 72,707 14,317,624 10.2% Equipment Rental W /C 3,370,140 3,863,699 3,272,090 3,514,649 3,187,819 2.3% Cemetery W /C 340,948 329,041 395,400 278,441 235,851 0.2% Golf Course W /C 1 66,064 199,754 244,189 243,264 1 98,664 0.1% Construction Reserves 9,978,160 11 ,856,614 11,663,200 10,735,638 9,366,274 6.7% Other 16,844,485 19,445,344 17,591,898 15,361,791 15,267,870 10.9% Total Funds $ 155,230,327 $ 170,469,391 $ 150,213,507 $ 158,895,157 $ 140,298,690 100.0% Page 87 2003 Final Budoet City Operations Functional Structure Another way of viewing the organizational structure of the City is by the services it provides. The page opposite accounts for the various activities of the City from this perspective. Data on this page reflects cost accounting principles rather than the state BARS system upon which the budget is based. Internal Service and Debt Service Funds are separated from the various functions since these accounts would double account expenditures made for that purpose. Reserves and working capital have also been excluded in order to identify the planned expenditures by each category. Administrative costs are grouped with the costs of the service rather than with the related administrative unit, as it would be identified under administrative structure. For example, the administrative expenditures made by the Finance Department in order to provide police services, are accounted under police services. Consequently, administrative units that are mainly administrative in character, such as finance, personnel. etc., are not listed on the table; those costs are allocated to the appropriate service. The table groups various activities of the City into several broad categories: Public Safety: Including police and fire services. Public Services: Including all utilities, transportation and the cemetery. Qualitv of Life: Including planning, engineering, recreation, and building and land use regulation. The table excludes the LID funds (except the LID Guarantee Fund). The chart below is based on total expenses rather than total funds. Distribution of Costs by Function: 2003 Public Safety Administration Public Service- utilities Quality of Life Page 88 2003 Final Budoet City Operations Budget by Function or Program 2000 2001 2002 2002 2003 % Actual Actual Budget Projected Budget Share Public Safety: $ 18,429,613 $ 19,479,001 $ 21 ,920,644 $ 21 ,967,795 $ 23,067,390 16.4% Fire 6,976,304 7,309,648 8,005,700 7,925,700 8,247,703 5.9% Police, Court, Probation 11 ,453,309 12,169,353 13,914,944 14,042,095 14,819,687 10.6% Public Services: 45,710,086 55,884,724 45,756,251 47,342,014 39,972,752 28.5% Cemetery 676,788 641,076 704,600 657,1 00 660,790 0.5% Transportation: 14,493,135 19,005,476 11 ,577,570 13,929,070 8,023,590 5.7% Airport 1,835,740 986,260 2,154,270 909,270 816,290 0.6% streets 1,534,642 1,501,269 1,761,800 1 ,867,300 2,008,300 1.4% street Construct. 11,1 22,753 16,517,947 7,661 ,500 11,152,500 5,199,000 3.7% utilities: 30,540,1 63 36,238,172 33,474,081 32,755,844 31,288,372 22.3% utility Services 22,586,720 27,548,643 24,512,231 24,607,582 22,329,390 15.9% Water 9,363,586 14,202,798 8,867,801 9,673,654 7,390,740 5.3% Sewer 8,825,082 9,218,872 11 ,445,390 11,185,390 10,237,075 7.3% Storm Drainage 4,398,052 4,126,973 4,199,040 3,748,538 4,701,575 3.4% Solid Waste 7,953,443 8,689,529 8,961 ,850 8,148,262 8,958,982 6.4% Quality of Life: 9,806,583 11,953,594 11,388,774 11 ,655,743 12,478,496 8.9% Recreation: 4,915,803 6,918,012 5,366,790 5,774,169 5,675,700 4.0% Golf Course 1 ,054,435 974,984 972, 190 956,490 1 ,044,600 0.7% Parks 3,389,609 3,453,991 4,169,600 4,310,645 4,331,100 3.1% Parks Construct. 471,759 2,489,037 225,000 507,034 300,000 0.2% Community Develop: 4,890,780 5,035,582 6,021 ,984 5,881,574 6,802,796 4.8% Planning/PropMgmt 1 ,208,108 1,240,495 1 ,725,000 1 ,661 ,700 1 ,663,146 1.2% Building & Permits 1 ,309,146 1 ,261 ,805 1 ,503,370 1 ,642,570 1 ,862,150 1.3% Engineering 1,589,054 1 ,923,332 2,196,630 2,046,320 2,619,900 1.9% Com. Dev. Block Gr. 720,963 542,169 477,684 441,684 506,800 0.4% BIA/Tourism 63,509 67,781 119,300 89,300 150,800 0.1% Total Expenses: 73,946,282 87,317,319 79,065,669 80,965,552 75,518,638 53.8% other: 81,284,045 83,152,072 71 ,147,838 77,929,605 64,780,052 46.2% Administration 2,780,754 2,918,178 4,130,305 3,972,805 5,131,175 3.7% Non-Departmental 4,012,319 6,418,493 6,1 78,740 4,036,680 2,982,105 2.1% Transfers/Other 4,755,127 1 ,677,783 1 ,847,500 1,774,700 1,755,000 1.3% Debt Service 819,152 322,813 317,200 317,800 314,940 0.2% Capitol 429,188 84,870 3,699,000 5,408,000 2,556,600 1.8% Internal Service 2,941,163 1 ,568,297 2,042,450 2,002,450 2,529,700 1.8% Fiduciary 230,000 230,166 286,300 286,300 286,300 0.2% Reserves: 65,316,342 69,931,472 52,646,343 60,130,870 49,224,232 35.1% General Fund 15,288,352 1 7,279,327 7,230,813 12,681,260 6,495,700 4.6% Proprietary 26,035,666 26,255,668 19,105,032 24,244,287 20,973,494 14.9% Construction 9,978,160 11 ,856,614 11 ,663,200 10,735,638 9,366,274 6.7% Other 14,014,164 14,539,863 14,647,298 12,469,685 1 2,388,764 8.8% Grand Total $ 155,230,327 $ 170,469,391 $ 150,213,507 $ 158,895,157 $ 140,298,690 100.0% Page 89 2003 Final Budoet City Operations Departmental Expenditures by Cost Center: General Fund The table opposite presents a summary of General Fund expenditures by cost center. A cost center identifies specific activities within an administrative unit of the City. Since these cost centers correspond to specific programs operated by the City, this page summarizes the program budgets of the General Fund. The total public safety budget, which includes Police, Fire, Court, Probation and Civil Service, is 46.1 % of the General Fund. Police services are 26.6% of the General Fund, of which the largest police program is operations. Jail services are 4.8% of the total General Fund, while Municipal Court and Probation Services are 2.8%. 16.5% of the General Fund is allocated to fire services with the bulk of these funds committed to fire suppression services. The remainder of the General Fund is dispersed among a variety of services. Approximately 8.6% is allocated to recreation (along with approximately 1 % for senior services), about 4.0% for street maintenance, 5.2% for engineering, and 7.0% for planning, permitting, and building code administration. The pie chart below depicts General Fund expenditures exclusive of fund balance. General Fund Expenditures by Function: 2003 (excludes ending fund balance) Public Works Parks 6.0% 9.9% Fire 18.9% streets Non- 4.6% Departmental 6.8% Mayor/Council 1.4% Finance 6.2% Human Resources 5.0% City Attorney 2.5% Page 90 2003 Final Budoet City Operations General Fund 2000 2001 2002 2002 2003 % (includes fund balance) Actual Actual Budget Projected Budget SHARE Mayor & Council: City Council Operations $ 65,913 $ 66,919 $ 80,250 $ 1 09,450 $ 139,750 0.3% Mayor 173,377 191,361 249,550 293,750 456,397 0.9% Total Mayor & Council 239,290 258,280 329,800 403,200 596,147 1.2% Human Resources: Court 581,979 631.21 6 668,950 624,950 770,845 1.5% Probation 78,288 181,562 703,445 538,445 637,587 1,3% Administration 521,860 555,538 729,855 636,655 685,958 1.4% Ciyil Seryice Comm. 51,520 52,279 62,650 90,850 83,550 0.2% Total Human Resources 1,233,647 1,420,595 2,164,900 1,890,900 2,177,940 4.4% Finance: Administration 177,290 116,017 213,780 188,780 232,1 90 0.5% Budget, Acct, Audit 282,886 374,384 41 2,300 387,300 531.670 1.1% Printing 103,066 59,949 163,428 138,428 325,260 0.7% Information Systems 661.817 623,358 1,181.892 1,090,992 1,609,630 3.2% Total Finance 1,225,059 1,173,708 1,971,400 1,805,500 2,698,750 5.4% City Attorney: City Attorney 462,167 619,473 686,565 686,565 725,410 1.4% City Clerk 280,859 258,900 350,035 350,035 360,440 0.7% Total City Attorney 743,026 878,373 1,036,600 1,036,600 1.085,850 2.2% Planning: Planning & Property Mngmn 757,569 781,175 1,171,350 1.108,050 1,082,566 2.2% Permits & Inspection 766,095 884,615 1.8% Building/Maintenance 876,475 977,535 2.0% Social Seryices & Health 450,539 459,320 553,650 553,650 580,580 1.2% Total Planning 1.208,108 1,240,495 1,725,000 3,304,270 3,525,296 7.0% Police: Administration 1,677,559 1 ,462,788 1,715,950 1,817,750 1,936,050 3.9% Operations 4,648,525 5,010,519 5,339,000 5,429,500 6,211,439 12.4% Inyestigation 1,580,077 1,533,990 1 ,732,400 1 ,742,400 1 ,801 ,850 3.6% Comm. Programs Unit 258,219 462,003 397,000 397,000 337,600 0.7% Support 546,766 535,889 654,825 654,825 579,250 1.2% Jail 1,949,375 2,280,834 2,612,725 2,712,725 2,421,600 4.8% Total Police 10,660,521 11,286,023 1 2,451.900 12,754,200 13,287,789 26.6% Fire: Administration 331.859 364,222 338,950 338,950 345,085 0.7% Fire Suppression 5,564,153 5,711,868 6,175,200 6,055,900 6,483,961 13.0% Preyention & Inyestig. 420,740 479,842 533,250 533,250 555,755 1.1% Training & Facilities 585,359 678,450 756,700 796,000 734,672 1.5% Special, Disaster & Med. 74,193 75,266 201.600 201.600 128,230 0.3% Total Fire 6,976,304 7,309,648 8,005,700 7,925,700 8,247,703 16.5% Public Works: Permits & Inspections 705,837 747,355 735,895 0.0% Building & Maintenance 603,309 514,450 767,475 0.0% Engineering 1.589,054 1,923,332 2,196,630 2,046,320 2,619,900 5.2% Total Public Works 2,898,200 3,185,137 3,700,000 2,046,320 2,619,900 5.2% Parks: Administration 242,406 249,592 283,400 368,500 454,700 0.9% Senior Citizen Seryices 279,212 303,920 367,750 367,750 374,650 0.7% Recreation & Facilities 2,41 9,340 2,434,893 3,000,100 3,046,045 2,948,770 5.9% Arts & Comm Museum 375,151 416,042 506,850 516,850 526,480 1.1% Total Parks 3,316,109 3,404,447 4,158,100 4,299,145 4,304,600 8.6% Streets: Maintenance & Opns 1,426,043 1.102,470 1,620,580 1 ,652,080 1,775,650 3.5% Administration 108,606 398,799 1 41 ,220 215,220 232,650 0.5% Total Streets 1,534,649 1.501 ,269 1,761,800 1,867,300 2,008,300 4.0% Non-Departmental: Transfers & Misc. 4,012,319 6,418,493 6,178,740 4,036,680 2,982,105 6.0% Ending Fund Balance 15,288,352 17,279,327 7,230,813 1 2,681 ,260 6,495,700 13.0% Total Non-Deport. 19,300,671 23,697,820 13,409,553 16,717,940 9,477,805 18.9% Total General Fund $ 49.335.584 $ 55.355.795 $ 50.714.753 $ 54.051.075 $ 50.030.080 100% Page 91 2003 Final Budoet City Operations 2003 Cost Allocations and Administrative Expenditures The opposite page presents the allocation of administrative expenditures to various funds. Many of the City administrative services are provided centrally to all departments and funds. The costs of these services are allocated to each fund within this budget. The table treats this complex subject in a simplified from in order to present consistent data for each fund. For example, many costs are included, which often times would not be considered administrative, such as legal costs, which include prosecution of city offenses, and billing costs for utilities, which are included along with engineering costs. For the 2003 budget, allocation of how staff are charged to proprietary funds was reviewed. Over the years, job functions have changed, which now results in a change in the allocation to other funds. For example, if funds require less support from the Finance Department, less Finance staff costs are allocated out. Likewise, if funds require more support from an administrative department, more of the support costs are allocated. In the allocation of interfund charges, consideration is also given to funds such as Airport, Cemetery, and Golf Course who rely on their working capital balances to finance future capital needs. Administrative Cost Allocations: 2003 Airport 2% Golf Course 1% Equipment Rental 3% Cemetery 1% Solid Waste 12% Page 92 2003 Final Budoet City Operations 2003 Administrative Cost Allocations to Proprietary Funds Fund Fund Fund Fund Fund Fund Fund Fund 430 431 432 434 435 436 437 550 Departments Water Sewer Storm Solid Waste Airport Cemetery Golf Equip. Total Rental Human Resources: Personnel Service $ 26,800 $ 20,000 $ 9,900 $ 3,000 $ 1.900 $ 8,000 $ 6,500 $ 6,500 $ 82,600 Finance: Personnel Service 286,000 176,700 142,400 218,500 39,600 20,500 16,600 69,100 969,400 Professional Service 9,700 9,400 5,800 5,400 700 800 900 1.900 34,600 Printshop/I.S. Chgs 102,400 55,600 56,900 46,200 11,500 10,100 7,200 21.000 310,900 Interfund Bldg Rent 31,500 28,300 28,300 2,800 1,400 3,300 2,800 3,700 102,100 Total Finance 429,600 270,000 233,400 272,900 53,200 34,700 27,500 95,700 1,417,000 Legal: Personnel Service 43,300 35,600 49,300 5,000 10,100 2,000 1 45,300 Planning: Personnel Service 10,600 10,600 3,600 13,900 38,700 Public Works: Personnel Service 524,500 575,600 720,300 9,500 23,100 1,853,000 Parks: Personnel Service 6,600 41,700 6,200 21,000 75,500 streets: Personnel Service 1 22,500 1 22,500 Sewer: Personnel Service 39,500 39,500 Storm: Personnel Service 42,300 42,300 Equipment Rental: Personnel Service 41, 100 41,1 00 41, 100 41,1 00 164,400 Interfund Bldg Rent 23,000 23,000 23,000 23,000 92,000 TOTALS $ 1,1 05,500 $ 1,018,200 $ 1,1 61,800 $ 477,000 $ 79,100 $ 48,900 $ 55,000 $ 127,300 $ 4,072,800 Page 93 2003 Final Budoet City Operations Budgeted Staffing The table on the opposite page presents current and past staffing at the various City departments. The data is presented on the basis of the City's administrative structure, not on the basis of funds as in the case of the financial data contained in this budget. The graph below depicts the distribution of staffing by administrative structure for 2003. The 2003 budget includes funding for four new positions: Accounting Specialist; Utility Hydraulic Modeler; Water Division Manager; and Emergency Vehicle Mechanic. 2003 Staffing Police/Court 28% Other-6% Fire 18% Planning-3% Administratiye-11 % Public Works/Street 14% Parks & Recreation 8% Page 94 2003 Final Budoet City Operations Budgeted Staffing Mayor/Council 2 2 2 2 2 3 3 3 3 4 Human Resources 5 5 6 6 6 6 6 6 7 7 Municipal Court 6 6 7 7 7 9 10 11 12 12 Finance 18 18 18 19 20 25 25 26 27 28 Legal 5 9 9 9 10 11 13 13 13 13 Planning 14 13 14 14 14 12 12 12 13 31 Police 91 97 100 103 103 107 110 112 114 116 Fire 69 71 74 74 76 76 78 78 81 81 Public Works 43 47 54 55 56 58 62 62 62 49 Parks & Rec. 29 29 30 30 33 34 34 34 35 38 street 11 11 11 11 13 13 13 13 13 13 Water 15 14 14 13 13 13 14 14 14 16 Sewer 7 6 6 6 6 6 7 7 7 7 Storm Drainage 7 7 7 7 7 7 7 7 7 7 Solid Waste 6 6 6 6 6 6 6 6 6 2 Airport 5 5 5 5 5 4 3 3 3 3 Cemetery 6 6 6 6 7 7 7 7 7 7 Golf Course 5 5 5 5 6 6 6 6 6 6 Equip. Rental 7 7 9 8 9 8 8 8 8 10 TOTAL 351 364 383 386 399 411 424 428 438 450 4 Chanqes from 2002 to 2003: Mayor/Council: In 20020 Council Secretary position was added. Finance: A new accounting specialist to support the solid waste utility is included in the 2003 budget. Planning: In 2002, 0 reorganization added 16 positions; 0 second code enforcement office and on additional janitor were added through the budget amendment process. Police: In 2002, 0 second assistant chief position and 0 temporary backfill position were added. Public Works: In 2002, 0 reorganization removed 14 positions. A utility hydraulic modeler position is included in the 2003 budget. Parks & Rec: In 2002, 0 reorganization added one position. A new Teen Rec Specialist and changing 0 part-time registration clerk to full time were added through the budget amendment process. Water: In 20020 new water distribution specialist position was added. A water division manager is included in the 2003 budget. Solid Waste: In 2002, 0 reorganization removed 4 positions. Equipment Rental: In 2002, 0 reorganization added one position. A new emergency vehicle mechanic position is included in the 2003 budget. Page 95 2003 Final Budoet City Operations Page 96