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Budget
Mayor DoyleLetter to the Budget Committee & the Citizens of Beaverton

As required by Chapter 294 of Oregon Revised Statutes and Chapter V, Section 19, subsection H of the Beaverton City Charter, I am submitting the city's budget for Fiscal Year 2014-15. This budget represents the priorities of the City Council, our Community Vision and the Mayor's 10 Point Plan.

Beaverton's revenue trends are up over the past year. New construction and related fees are increasing and property value appreciation from this enhanced level of activity is beginning to produce sufficient income to match the demand for services. Overall, Beaverton and Washington County remain an enviable place to live, work, play, serve and govern.

This is the sixth year of my administration, and we prepared a quality budget document for the Budget Committee, City Council and the citizens of Beaverton. The budget focuses on implementation of the goals and vision of the city and especially reflects the award-winning efforts of the Beaverton Community Visioning Program that involved more than 5,000 citizens over several years. Among the tasks for the coming year's agenda is to revisit and update the Community Vision with another expansive community engagement process.

Budgets are themselves major determinants of the City's agenda. They reflect how resources are directed toward priorities and yet are influenced by external events and opportunities. This budget recommends devoting and directing time, funding and energy toward these important activities:
  • Participate in and implement a major upgrade to the regional public safety database called Regional Justice Information Network (RegJIN) at the same time of meeting the demanding standards for integrity for our participation in the' Federal Criminal Justice Information System (CJIS). These efforts require a one-time hardware and software investment of about $241,000. To aid in this transition, one limited duration Computer Service Technician position appears in the budget of the Information Systems Division (ISD), matrixed to the Police Department. Beaverton ISD and Police Department staff assisted in developing the requirements for the RegJIN system.
  • The Building Division's budget shows an additional 0.5 full time employee (FTE) for the processing of plans to support an activity commercial and residential development community. For the first time since FY 2008-09, the income of the Building Division is sufficient so that support from the General Fund is not required. Since FY 2008-09, the General Fund transferred approximately $731,000 to maintain core staff functions in this program.
  • Complete a community plan for the 544-acre area on South Cooper Mountain. This area provides the community a potential of approximately 3,500 future housing units, a new high school and a small neighborhood commercial area. The Civic Plan, adopted in 2011, described the strategy of adding housing units in this urban growth expansion area as well as in Beaverton's core. Funds for streets, pathways and other infrastructure will appear in future budgets as properties progress through the development approval process.
  • One of the most exciting changes in city government involves the relocation of Beaverton's general government to a building acquired in 2012. Sometime in August, most city activities and meetings will be in The Beaverton Building at 12725 SW Millikan Way. Remodeling and other tenant improvements were financed by a $5.7 million special revenue note backed by a portion (15%) of the City's annual franchise fees. The gross amount of all franchise fees exceeds $7 million.
  • Budgets, of course, can be amended and the plan for FY 2014-15 will change if voters approve a General Obligation bond issue for the remodeling and re-purposing of the current city hall into a public safety facility. The current estimate is approximately $35 million and voters will be asked to approve this bond issue at the November 2014 General Election.
  • Two major Federal grants end in the coming. fiscal year with many positive outcomes for the community. The Community Challenge grant ($1.0 million) from the Department of Housing and Urban Development (RUD) is generating plans for several significant projects in the Creekside District. Among these are the transformation of Canyon Road into a more pedestrian friendly thoroughfare with alternative bikeways, improvements to the three creeks in the downtown core and a parking plan that should aid redevelopment of the district into a vibrant mixed-use community. The Community Transformation grant ($1.6 million) from the Centers for Disease Control and Prevention (CDC) will result in a new, innovative chapter of the City's Comprehensive Plan promoting community health policies. The grant also allowed the City to play the role of convener and facilitator for a broad-based collaborative of health, human service and education organizations which may lead to a new community health care center in the downtown core.
  • Another group of activities featured in the budget is the host of community events and activities for which Beaverton is known. Financial resources are dedicated so sponsorships, staff time, advertising, marketing, . facility rentals, hiring artists and other professional services for activities that range from neighborhood picnics, lighting of the Christmas tree, "Flicks By the Fountain", Beaverton "Last Tuesdays" and 10 Tiny Dances to civic events such as voters forums and special programs on current events.
  • This coming fiscal year will also provide the opportunity to expand the branch library at the Murray-Scholls Shopping Center by 66%. This facility opened in 2010 and is already more popular than many other main libraries in the county. The expansion requires increased operating expenses and three more FTE as the expenses for branch library increase from approximately $709,000 to $956,724. The community will benefit from expanded children's services as well as the World Languages Program and materials for adults.

Some things do not change and the budget reflects our continuing enhanced law enforcement and citizen safety activities, maintaining the city's stable financial position, expanding the public's understanding and involvement in our city government. The budget also enhances city sustainability efforts, expands business assistance, retention and attraction, provides excellent customer service to Beaverton citizens, and continues the key elements of my 10- Point Plan that began in FY 2010-11 . This is a goal-oriented, fiscally conservative budget pursuing an ambitious set of goals with all of our fiscal, physical and people resources. We estimate that the total property tax levy rate of $4.38 per $1,000 assessed valuation continues for another year.

The budget continues to achieve the City Council's long-range goals. You will find references to these goals throughout the budget document. The goals are:
  • Preserve and enhance our sense of community.
  • Use city resources efficiently to ensure long-term financial stability.
  • Continue to plan for, improve and maintain the city's infrastructure.
  • Provide responsive, cost effective service to the community.
  • Assure a safe and healthy community.
  • Manage growth and respond to change consistent with maintaining a livable, full-service city.
  • Maintain Beaverton as a regional leader in cooperative efforts with other agencies and organizations.
  • Provide and support a highly qualified and motivated city work force.
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