HomeMy WebLinkAboutIII. B. FY 2024-25 RESOURCE MANAGEMENT PLAN (BUDGET) 5. PUBLIC WORKS 4.16.24FY 2024-25
Proposed Budget
LJ Hansen
April 16th, 2024
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Organization Summary
Total FTEs Number of Divisions Total FY 2024-25 Budget
1,012.88 21 $258,518,703
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FY 2024-25 Programmatic Budget
General Fund, $111,676,505 ,
43%
Parks & Recreation SRF,
$4,107,879 , 2%
Tourism Investment Program
SRF, $4,937,748 , 2%Sandbridge SSDF, $916,863 ,
0%
Consolidated Grants SRF,
$20,000 , 0%
Stormwater Utility
Enterprise Fund,
$49,276,198 , 19%
Waste Management
Enterprise Fund,
$51,441,759 , 20%
Parking Enterprise Fund,
$6,970,302 , 3%
City Garage Internal Service
Fund, $20,188,299 , 8%Fuels Internal Service Fund,
$8,943,150 , 3%
PROPOSED
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Department Operating Budget
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Program FY 2023-24
Amended FY 2023-24 FTE FY 2024-25
Proposed
FY 2024-25
FTE Change ($)Change
(%)
General Fund $ 106,847,705 616.88 $ 111,676,505 632.88 $ 4,828,800 4.52%
Parks & Recreation SRF $ 4,086,011 4 $ 4,107,879 4 $ 21,868 0.54%
Tourism Investment Program SRF $ 4,764,147 26 $ 4,937,748 26 $ 173,601 3.64%
Sandbridge SSDF $ 720,259 4 $ 916,863 5 $ 196,604 27.30%
Consolidated Grants SRF $ 20,000 -$ 20,000 - $ - 0.00%
Stormwater Utility Enterprise Fund $ 46,523,210 98 $ 49,276,198 98 $ 2,752,988 5.92%
Waste Management Enterprise Fund $ 43,253,793 157 $ 51,441,759 157 $ 8,187,966 18.93%
Parking Enterprise Fund (New to DPW)$ - -$ 6,970,302 7 $ 6,970,302 0.00%
City Garage Internal Service Fund $ 16,869,288 83 $ 20,188,299 83 $ 3,319,011 19.67%
Fuels Internal Service Fund $ 8,367,672 -$ 8,943,150 -$ 575,478 6.88%
Total $ 231,452,085 988.88 $258,478,703 1,012.88 $ 27,026,618 11.69%
Major Changes & Initiatives
•Waste Management Enterprise Fund & Monthly Fee Rate
•In FY 2023-24, the Waste Management Collection Fee was increased by $2.50 (first increase since FY
2019-20)
•In FY 2024-25, the Waste Management Collection Fee will increase by $3.05 ($27.50 to $30.55
monthly)
•Staff have worked with Finance to restructure our cost centers to allow us the ability to track
finances more effectively – Starting in FY2025
•This may result in future recommendations of fees for certain services or products
•Special Event Planning
•VB Tourism and Hospitality Industry are recovering to pre-pandemic levels, increasing the demands
on PW staff
•These demands can draw staff from their primary responsibilities
•This strategy may be problematic long-term, based on the growing needs of the City’s aging
infrastructure
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Major Changes & Initiatives
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Major Changes & Initiatives
Technology Implementations & Improvements
•A high-priority initiative to fulfill the City Leadership and
residents needs and requests
•The Public Works Tech Team, a federated IT model,
consists of 12 members
•A Memorandum of Agreement was executed in August
2022 (DPW & DIT)
•Necessary to provide staff with appropriate tools to
perform essential functions
•Efforts require time, funding, support, training, and
documentation
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Major Changes & Initiatives
•Increased demand on staff and divisions
with flat budgets
•Aging facilities and infrastructure
•Increasing requests for service
•Demand for specialty skills and materials
•Contract assistance helps but takes resources
•Increased outreach and education
•Increases public awareness
•Helps staff to understand community
concerns and needs
•Using existing staff
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Questions
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