Agenda Item - 2023-03-23 - Number 6 - Agenda Item - 2023-03-23 - Number 6 - Budgeting for Priorities PowerpointKick-Off Budget Committee Meeting
Fiscal Years 2023-2025
M a r c h 2 3 , 2 0 2 3
Agenda For Presentation
•Intro to the City’s Budget Process and
Philosophy
–Biennial
–Approach to the General Fund
Budgets Implement Policy
Vision/Preferred Future
Strategies
Tactics/Initiatives
Tasks/Actions/Projects
What Makes Us Crazy About the
Traditional Way
•Takes a tremendous amount of resources
•Fosters competition inside the organization
•Creates “use it or lose it” mentality and short-
term thinking
•Focuses (often) on the wrong stuff
•Disempowers department directors
•Results in little real change
What Motivates Us
A Motivation Based Approach
•Biennial
•Enterprise approach to the General Fund
•Policy-driven Capital Improvement Plan
One more thing that makes us crazy
Biennial Budget
•REALLY we don’t
change much
–Revenues and
Expenditures are
predictable -mostly
–Activities and
services are 95%
stable
•Financial Planning in
the off year Operations are mostly “below the water.”
Enterprise Approach to the GF
•Department specific revenues (fees, licenses,
tuition, etc.) are “kept” by the department
•The Budget Officer allocates general tax
revenues at the beginning of the process
•Each department director must balance the
department budget
•Departments carry over unspent funds
•Departments carry contingencies
Enterprise Approach to the GF
Why does the enterprise approach work?
•Policy decisions are made up front (e.g.,
priorities, level of service, etc.)
•Allocation of tax revenue is transparent
•No interdepartmental competition
•No “use it or lose it”
•No “Santa Claus” moments for budget officer
•No incentive to pad line items
Policy Driven CIP
•Capital = Big Money, long life
•Overlay master plans and field data with
Council policy goals = lasting impact
In last biennium in LO –priorities
were: Pedestrian safety, climate
resilience, geographic fairness
And One More thing –The Dashboard
In other Words
•The Council defines the purpose-policy
agenda
•Council and Budget Officer must grant
autonomy over budgets to departments to
achieve the purpose
•Department directors must have mastery over
their operations –really know their costs –to
succeed
2023 Council goals & initiatives
Ensure a safe, secure, and prepared community
•Continue to oversee and guide the action plan to implement
the recommendations of the 2021 Community Dialog on
Policing
•Implement a sustainable business model for the Fire
Department that meets the 21st century needs of Lake
Oswego
•Create a process for externally-based community groups to
connect and create a plan to support residents in the event of
a disaster
2023 Council goals & initiatives
Support business investment and job creation in Lake
Oswego
•Ensure the North Anchor redevelopment stays on track
•Review the status of the City’s Urban Renewal Areas, including
the status of previous planning for Foothills
•Implement the initiatives in the 2022 Economic Development
Strategy, including City outreach to large businesses,
understanding available space for business and how Lake
Oswego can be attractive for business. Designate a lead staff
person to work with businesses
2023 Council goals & initiatives
Foster a welcoming and inclusive community
where all people have the opportunity to thrive
and have equitable access to City services
•Guide the highest priority recommendations of the DEI
Advisory Board: Develop relationships with culturally
specific community-based organizations; develop and
implement inclusive community engagement practices;
and ensure COBID procurement process requirements
are met
2023 Council goals & initiatives
Combat climate change and strengthen the
community’s resilience to climate impact
•Integrate climate action and resilience strategies into City
projects, such as capital improvement planning, housing
policy, and City facilities and fleet decisions
•Update the Urban and Community Forest Plan using the
findings of the 2022 State of the Urban Forest Report.
Address issues related to equitable outcomes, tree
species, housing, and climate change
2023 Council goals & initiatives
Strengthen public trust in the City through continuous
improvement, outstanding customer service,
infrastructure investments, and fiscal stewardship
•Collaborate with the City of Portland to make a financially and
environmentally responsible long-term investment in a
wastewater treatment plant
•Lead the community visioning process for the Lake Oswego
Public Library. Implement a strategic plan based on the
recommendations of the visioning process
•Leverage Lake Oswego’s position as the largest city in
Clackamas County on regional bodies
•Conduct a long-term strategic review of the City’s finances,
including revenues, expenditures, and capital funding
2023 Council goals & initiatives
Invest in Lake Oswego’s high-quality parks, natural
areas, and recreational amenities
•Guide delivery of the LORAC and Golf Course Construction
•Develop a Funding Strategy for Rassekh Park, and construct
the skate park portion
•Start the process to update the City’s Parks Master Plan
2023 Council goals & initiatives
Improve transportation connections, mobility and
safety for all travelers and all types of trips in Lake
Oswego
•Continue construction of sidewalks and pathways, focusing on
safe routes to schools
•Adopt a transportation framework plan for Stafford/McVey
2023 Council goals & initiatives
Conserve the community’s character, sense of
place, and quality of life by planning for change
and growth
•Continue work on key housing initiatives, the housing
production strategy, guiding the HACC/Metro project on
Boones Ferry Road, and support for other non-profit led
housing projects
•Conduct a comprehensive review of the City’s
development codes and processes to make our processes
more efficient and predictable and less expensive to
reduce the cost of housing and commercial
development.*
Kick-Off Budget Committee Meeting
Fiscal Years 2023-2025
M a r c h 2 3 , 2 0 2 3