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³¿¬»´§¸¿´º¬¸»·¦»±º¬¸»°®»ª·±«´»ª§ò×²ÚÇðè¿²¼ÚÇðç¸¿´º±º¬¸»´·¾®¿®§»®ª·½»°®»ª·±«´§º«²¼»¼ ¾§¬¸»°®·±®´»ª§©»®»¿¾±®¾»¼·²¬¸»Ù»²»®¿´Ú«²¼ò×²ÚÇïîô´»ª§º«²¼·²¹·²±´±²¹»®¿ª¿·´¿¾´»¿²¼ ¬¸»®»³¿·²·²¹½±¬±º¬¸±»»®ª·½»¸¿ª»¾»»²·²½´«¼»¼·²¬¸»Ù»²»®¿´Ú«²¼ò Þ«¼¹»¬Ý±³³·¬¬»»Ó»³±®¿²¼«³ Ù»²»®¿´Ú«²¼Í·¨Ç»¿®Ú·²¿²½·¿´Ú±®»½¿¬ Ó¿®½¸îçôîðïï Ð¿¹»é ß¬¬¿½¸³»²¬Þ Ë°¼¿¬»¼ÚÇïîÚÇïéÙ»²»®¿´Ú«²¼Ú±®»½¿¬ ûÈÈÛÙÔÏ×ÎÈú City of Eugene Multi-Year Financial Plan FY12 to FY17 April 14, 2011 Table of Contents Introduction… 1 What the Multi-Year Financial Plan Does… 1 Recommended Prioritization… 2 Summary Table of High Priority Items, by Service Category… 2 How the Strategic Financial Plan is Assembled… 3 Coordination with the Capital Improvement Program… 3 How Items are Presented… 4 Details on High Priority Items General Fund Shortfall… 5 Ambulance Transport Fund Shortfall… 6 Parking Fund Stabilization… 7 Parks & Open Space Maintenance and Operations Capacity… 8 Deferred Maintenance… 9 Echo Hollow/Sheldon Pool Systems Preservation… 10 Pavement Preservation Backlog… 11 Envision Eugene – Technical Work… 12 Jail Bed Additions… 13 Listing of Additional Items… 14 Introduction The Multi-Year Financial Plan (MYFP) is an annual compilation of significant unfunded financial challenges and opportunities that the City of Eugene is expected to encounter over the next six years. The MYFP is a practical tool to assist strategic thinking and planning. The 2012-17 MYFP lists fifty individual items. The majority of these items include estimated unfunded costs, but several items are placeholders with as-yet-to-be determined costs. If all those items with estimated costs were funded they would total about $281 million over the next six years. Given the status of the economy in recent years, along with significant needs facing our governmental partners and the length of time and process needed to implement new revenue sources, it is unlikely that the City will be able to fully fund all of the items in the MYFP. Therefore, it is recommended that certain items be designated as the highest priority for funding in the near-term. In this draft plan, nine items are recommended for highest funding priority. If these highest priority items were totally funded, costs would total about $134 million over six years. The additional items, if fully funded, would total an additional $147 million (not including placeholder items). Altogether, current estimates for all items with estimated costs would total $281 million over six years. What the Multi-Year Financial Plan Does The MYFP is intended to provide a number of important benefits. Linking of Council Goals process, many separate planning and facility management documents, General Fund Forecast and other fund forecasts. Making the best use of available election dates. Better strategic, long-range planning. Understanding of operational impacts of capital expenditures and maintenance-deferral decisions. Provision of a better framework for the budget process and Capital Improvement Program. Maintenance of a comprehensive inventory of unfunded challenges and opportunities. Allowance of more time to prepare for expected problems. Creation of an advanced detection system for funding “gaps” and likely fiscal challenges. Facilitation of an organizational culture for “thinking ahead”. Understanding and weighing alternative uses for the City’s available financial resources. Help to accomplish Council’s goal of “Fair, Stable and Adequate Financial Resources”. Evaluation of the need for possible new revenue. Providing direction to staff on where to focus their efforts. Recommended Prioritization In light of limitations of financial resources and the many unfunded needs identified in the MYFP, choices must be made about which items to focus on over the next several years. Items recommended for high priority treatment are based on several considerations including: the level of commitment the City may already have regarding a particular item; judgment about the level of new funding that the community might be willing to discuss and approve over the near future; preservation of prior City investments in infrastructure and facilities; the potential impact of funding or not funding on core City services; and the ability of the City to sustainably fund an item over time. These recommendations are a starting point for discussion by Executive Managers, Budget Committee, City Council and citizens, and subsequent budgetary and election sequencing decisions. Summary of Recommended Highest Priority Items The following items are recommended for highest priority consideration. Detailed information on each of these items is included in this document. Note: Amounts shown are in $1,000s. PlanServiceTitle BriefDescription Total Category Category Unfunded Need General General General Fund Resources needed to continue General Funded services over the 26,113 FundFundnext six years. Shortfall Continuing Emergency Ambulance The Ambulance Transport Fund is currently operating at an 7,843 Current Medical/Fire Transport Fund annual financial deficit, primarily due to reduced levels of ServicesServicesShortfall reimbursement from Medicare and Medicaid. ParkingParkingFund The Parking Fund forecast shows that the fund will not have the 3,475 Stabilization resources for $3.4 million in capital major maintenance projects scheduled in the CIP for FY13 through FY15. Parking program staff has identified rate changes and additional operating efficiencies in the fund forecast, but these actions will not to fully eliminate the projected shortfall. Preserving Parks and Parks & Open The voter-approved increase in the park and natural area system 12,000 andOpen Space Spacein recent years has resulted a rapidly growing number of assets Maintaining Maintenance & without sufficient funding to maintain these assets Existing Operations Assets Capacity Public Deferred This item is for unfunded General Fund building maintenance 14,416 Buildings & Maintenance needs. This estimate assumes that building capital preservation Facilitiesresources are increased by $100,000 per year through FY17. These unfunded costs do not include deferred maintenance costs for current City Hall; those costs will be accommodated within the City Hall project funding. Echo This item will fund major repair or replacement of pool water 2,500 Hollow/Sheldon supply piping and gutter drain systems pools and stabilization of Pool Systems deteriorating pool shells at Echo Hollow and Sheldon Pools. Preservation PlanServiceTitle BriefDescription Total Category Category Unfunded Need Preserving Transpor-Pavement The 2010 Pavement Management Report listed the City's backlog 64,450 andtation Preservation of needed pavement preservation projects at over $150 million. In Maintaining BacklogMay 2007, the Council Subcommittee on Transportation Funding Existing Solutions recommended a total yearly pavement preservation Assets funding target of $18 million. Unfunded amount shown is net of local motor vehicle fuel tax revenue, Transportation SDC reimbursement revenue, and 2008 Street Bond revenue. The Street Bond expires in FY14. Implementing Metro and Envision The purpose of Envision Eugene is to develop a comprehensive 1,500 Adopted Community Eugene – set of growth strategies to meet the city's 20 year land needs. Plans or Planning TechnicalThere will be a need for substantial technical assistance to develop Policies Work these future implementation measures. This item doesn’t include funding for as yet undetermined projects to implement the plan. Municipal Jail Bed This item will support the addition of 10 ongoing jail beds 1,855 Court Additions dedicated for housing Eugene Municipal Court offenders. Costs include leasing 10 beds located within the Springfield Jail facility, contractual court appointed attorney time, contractual city prosecutor time and related staff time. The jail beds will support the Downtown Safety Initiative and associated initiatives for adding police officers. One-time funding of $350,000 is provided in FY12. Total 134,152 How the Multi-Year Financial Plan is Assembled Each year, City departments identify significant unfunded opportunities and challenges that may arise within the next six years. Items may be for service or capital purposes. They may be based on a city goal or policy, or a report or plan. To be included in the MYFP an individual item must have an unfunded cost of at least $250,000 in any one year of the six-year period. Placeholder projects with a significant but undetermined unfunded cost that is likely to be $250,000 or more in any year may be included. The compiled items are then reviewed and discussed by the Executive Managers, who make a final determination on which items will be included and which will be prioritized. Coordination with the Capital Improvement Program The Capital Improvement Program and the MYFP are closely coordinated but have different uses. The CIP is formally adopted by the City Council, and provides the basis for preparation of the City’s Capital Budget for the following two years. It also serves as a long-term planning tool for unfunded small or large capital projects. The MYFP is presented by the City’s Executive Managers and is not formally adopted. It serves as a comprehensive, flexible planning resource and tool to support strategic thinking and planning for a range of unfunded capital and non-capital needs. The MYFP includes non-capital items as well as items with capital costs. Capital projects proposed for funding in the CIP may have associated unfunded costs for operations or preservation & maintenance shown. Unfunded costs for capital projects in the CIP may also appear in the MYFP. The Capital Improvement Program document contains information that supplements the information in the MYFP. That document includes descriptions of specific plans, processes, funding sources and restrictions associated with capital projects, a summary of the City’s Financial Management Goals and Policies that apply to capital projects and a review of the City’s debt capacity and debt policies. How Items are Presented in the MYFP The items recommended for highest funding priority each are presented with full details. In an effort to focus and reduce the length of the document, the remaining items are presented in a table form with summary descriptions and summed annual estimated unfunded costs. Additional details can be provided about any of these other items upon request. All items fall within five general plan categories. 1.Continuing Current Services 2.Preserving and Maintaining Existing Assets 3.Achieving Efficiencies or Long Term Cost Savings 4.Implementing Adopted Plans or Policies 5.Improved or Expanded Services Not Part of an Adopted Plan Within each plan category items are organized more specifically by service category. Unfunded costs for each year are shown for each item, net of any potential revenue or savings that would be expected. Three types of costs may be shown: Capital costsare those costs that would be incurred by a capital project, which is the acquisition or extension of the useful life of a fixed asset with a life expectancy greater than one year. Facility Operating costs is the costs of operating a building, site improvement or other fixed asset. This usually includes ongoing maintenance costs and the cost of utilities servicing the asset. Some minimum level of facility costs is unavoidable for every City asset. New capital projects imply additional facility costs. Program Operating costs include the cost of performing program activity and delivering the particular City services. New or continuing program costs may or may not be associated with capital projects and facility costs. ÿþ ý ý üû úùø÷÷ûúüøöø÷÷ÿúüõöø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûñ ð ú ýù îï í ÿ þ þý úòö÷÷÷òöü÷òòöøøøòöõõûòöóóô üû ï÷ïòö÷÷÷ïòöü÷òïòöøøøïòöõõûïòöóóô üû øþ÷ ö õ ô ñ ð ìë ê ùþùó êñé òý÷ è ö ññ çòþ ææ è üôôû ññåèø÷÷õ ñäñã ññ è ö õþ èö ö ù ÷ôö ö â ü÷ ïõõ÷ö÷÷÷ ñá ïóò÷ö÷÷÷ üü üø ïçÿòöõ÷÷ üø â à ñá úùø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûñ ð ú ýù îï í ÿ þ þý úõòòüöøô÷üöçû÷øö÷çóøöóçó ü ûñ ï÷ïõòòïüöøô÷ïüöçû÷ïøö÷çóïøöóçó ü ûñ øþ÷ ö õ ô è ßêñ ý ßêñðø÷÷ÿúø÷üü è üø à ùþùó ðë æþ÷å ðë ïõóàà ùð üõ üòè à ðë úÜø÷üøúüûñ ð ú ýù îï í ù ðëúøöóøõøüòÿõûúú üû ï÷ïøöóøõïøüòïÿõûï÷ï÷ üû øþ÷ ö õ ô ý ñ ð óþïþúä þò ðë ã æ âÿ ïâÿ ù ð ã üø öê Ù ë úë ö ë Þ îÞ í ê Ù ë üû ö ê Ù ö ë è ê Ù ë à ö îãßñí ë ë ãßñ ë ù öðã ö úùø÷÷ûúüøöø÷÷ÿúüõöø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûñ ð ú ýù îï í ÿ þ þý øö÷÷÷øö÷÷÷øö÷÷÷øö÷÷÷øö÷÷÷øö÷÷÷ üû ïøö÷÷÷ïøö÷÷÷ïøö÷÷÷ïøö÷÷÷ïøö÷÷÷ïøö÷÷÷ üû øþ÷ ö õ ô ðýã ð ëß óþïþúä þò ð æ ß ï ä öïø÷ò üû ïü÷÷ö÷÷÷ üûÖ ä ä äà úùø÷÷çúüüöø÷÷ÿúüõöø÷ü÷úüòöø÷üøúüûùðùø÷÷ûúüøöø÷÷ÿúüõö ø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûñ ð ú ýù îï í ù øöõ÷ÿøöõóòøöõÿõøöóøüøöóç÷øöóôô üû ïøöõ÷ÿïøöõóòïøöõÿõïøöóøüïøöóç÷ïøöóôô üû à ø÷üøúüûùð øþ÷ ö õ ô ý ñ ð ð æ à üüõ ô÷øö÷÷÷ ö ïüô÷ ö óþïþúä þò ð æ ß úíáõð ý ó ñàé êä å üóö üò ø÷÷ó ýïû÷÷ö÷÷÷ ë êäð è ðø÷÷ûïüöüòüö÷÷÷ö ö à úùø÷÷ÿúüõöø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûùðßñ ð ú ýù îï í ù úúò÷÷øö÷÷÷úú üû ï÷ï÷ïò÷÷ïøö÷÷÷ï÷ï÷ üû à ø÷üøúüûùð ñ Ü øþ÷ ñ Ý ö õ ô úè ßã ý ñ ð ð ñ ð êäð óþïþúä þò óý óþýàþéæþ ø÷ü÷ðñý â ë à ïüò÷ùñø÷÷ûö ïüÿ á ö Þ öø÷÷ÿæ æ üó úù ø÷÷ÿúüõöø÷ü÷úüòöø÷üøúüûùðùø÷÷ûúüøöø÷÷ÿúüõö ø÷÷ôúüóöø÷ü÷úüòöø÷üøúüûñ ð ú ýù îï í ù ðð ûöøç÷ûö÷õ÷çöçç÷üóöò÷÷üóöò÷÷üóöò÷÷ üû ïûöøç÷ïûö÷õ÷ïçöçç÷ïüóöò÷÷ïüóöò÷÷ïüóöò÷÷ üû à ø÷üøúüûùð øþ÷ ö õ ô ú ù ðñð ð à ßý ýþò ñ ð úó úþàöæ ê ì è îêìèí àäæõõõû ëâ ö ö ú ø÷ Ý öê ê àø÷ü÷ ê ê â ø÷ ù à ë â ë Ý ë ö ãñôöø÷üüö ê ê ð ö ö èöø÷üü ë ê ê ñ Þ áæ à ê ê ë úÜø÷üøúüûñ ð ú ýù îï í ÿ þ þý õ÷÷õ÷÷õ÷÷õ÷÷õ÷÷ú üû ïõ÷÷ïõ÷÷ïõ÷÷ïõ÷÷ïõ÷÷ï÷ üû øþ÷ ö õ ô ê ê ãý îãýí ñê á æ ßý ýþò ñ Þéò ü÷à ê ñ ü÷ ×ö ö à Þù ãú ïõò÷ö÷÷÷ üø úÜø÷üøúüûñ ð ú ýù îï í ÿ þ þý úõòûõçóõûüõûÿõÿò üûñ ï÷ïõòûïõçóïõûüïõûÿïõÿò üûñ øþ÷ ö õ ô Þù ê â àö öø÷ü÷ ûÈÈÛÙÔÏ×ÎÈù Meeting the Challenge Final Report January 22, 2010 Meeting the Challenge Task Force Members John Barofsky Merle Bottge Dave Funk Gerry Gaydos Jared Mason-Gere Gretchen Pierce Michael Redding David Tam Jean Tate Meeting the Challenge For the last several years, the City of Eugene’s General Fund has been projected to have large deficits beginning in July of 2012. Four major factors are causing this deficit. 1.The City’s General Fund will be responsible for paying the cost of library operations that are currently paid by a local option levy when it expires in June 30, 2011; 2.The cost of employee wages, benefits and retirement continue to increase; 3.Previously, the City has used one-time money to pay for on-going services that will need to be paid for by the General Fund; and 4.The economic downturn, which began in 2008, has reduced the amount of money the City will be adding to the General Fund. The City Manager’s goal is to resolve this General Fund challenge by looking at a number of different solutions. This could include ways to reduce spending or increase City revenue. Gathering citizen input on service priorities as well as possible revenue sources is critical to this effort. A special committee, the Meeting the Challenge Task Force, was appointed to recommend new revenue sources that, together with existing revenues, would help balance General Fund budget. A description of the Meeting the Challenge process is included in the Appendix. The Task Force developed one recommendation as well three options for revenue. The Task Force also had several considerations they felt should be taken into account as the City moves forward to solve this challenge. Recommendation The Meeting the Challenge Task Force recommends a Restaurant Tax of 5.0%, which would generate about $14 million annually for the City. After filling the General Fund gap, any remaining funds could be used to assist restaurants in covering the costs to implement the tax, to market and promote Eugene as a destination, and to increase high priority services such as public safety. Considerations Economic development and growth will provide the City with an ongoing opportunity for more revenue. City policies and procedures should stay consistent throughout different economic cycles and should encourage economic development and growth to maximize resulting property tax revenue to the General Fund. The Task Force recognizes that this is not a short-term solution, but believes it will bring results over the long-term. The Task Force is sensitive to the efforts of the State to raise revenue by changing the tax rates on personal income and increasing the minimum tax for corporations. The Task Force members acknowledge that an income tax would be a broad-based and equitable alternative for funding City services. In addition, the Task Force recognizes that other state and local governments are discussing new ways to generate revenue. Individual and businesses will be more likely to support additional payments if they know what will be achieved with the money. To maintain the public’s trust, when revenue is associated with services and the revenue is not generated because it lacks public support, the services associated with the revenue should be scaled back or eliminated. The income from the revenue source should naturally grow with the growth of the City without the need for a rate adjustment, corresponding to the additional need for services. Review existing fees for services regularly and make predictable, periodic adjustments to reflect the increased cost of doing business. Some revenue opportunities might be worthwhile, but by themselves would not be sufficient to fill the entire General Fund revenue shortfall. It may not be possible to get all the way to a sustainable new revenue source immediately; a strategy that uses a local option property tax levy might beappropriate as a bridge until the new revenue source is in place. Any new revenue measure needs a comprehensive campaign designed to give voters a complete understanding of why the money is needed, who will pay the tax, fee or charge and what it will buy. A list of cuts in services that would be made if no new revenue source is identified should be provided. Options Restaurant Tax – This tax is paid by residents of Eugene as well as others who use City services but do not live here. Since the payer of the tax can afford to eat out, this tax may not be considered as much of a burden. A tax of 3 to 5% would generate approximately $8-$14 million and would be a small addition to a restaurant bill. While a Restaurant Tax is the recommended option for new revenue, the Task Force also identified two other options that might be further considered. The Task Force felt these alternatives are of interest but problematic and would require more thorough and careful examination. Utility Consumption Tax – This is a tax that would be paid by both individuals and businesses. A tax of 1.5% would generate at least $2 million annually after administrative costs and adjustments for low-income and high volume users. It would be optimal to work collaboratively with the Eugene Water & Electric Board (EWEB) to identify any potential problems with this option early on. Piggy- backing this tax on an existing billing system such as the one used by EWEB would be the most cost- effective way to implement it. City-wide Monthly Fee for Service – This is a per unit fee that is used to pay for certain services. The fee should not be for a service that is deemed to be essential, such as public safety services. The amount of the fee is important. Recognizing that the fee needs to generate enough to cover the administrative costs, $5 a month is considered acceptable whereas $10 a month would be too much. The fee would be paid by both individuals and businesses and the basis for the fee could be used to encourage other types of desired changes. Revenue Options That Were Not Recommended Initially, a list of 15 revenue sources was considered. The appendix includes a description of each option and the recommended action of the Task Force. Attachments 1.Templates for All Revenues Sources That Were Considered. 2.Criteria for Evaluating Revenue Alternatives – September 21, 2009 Memo. 3.Previously Identified General Fund Revenue Alternatives – October 22, 2009 Memo. 4.Meeting the Challenge Background and Process. 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»²ª·®±²³»²¬ò×¬·»¨°»½¬»¼¬¸»®»©±«´¼¾»´·³·¬»¼Ý±«²½·´¿²¼½±³³«²·¬§ «°°±®¬º±®«½¸¿³»¿«®»¿¬¬¸·¬·³»ò Í«¬¿·²¿¾·´·¬§×³°¿½¬ß°»®±²¿´·²½±³»¬¿¨©±«´¼²±¬·³°±»¿²«²¼«»¾«®¼»²±²º«¬«®» ¹»²»®¿¬·±²ò Central Services Finance Division City of Eugene th 100 West 10 Ave, Suite 400 Eugene, Oregon 97401 (541) 682-5022 MEMORANDUM (541) 682-5802 FAX www.eugene-or.gov Date: September 21, 2009 To: Meeting the Challenge Task Force From: John Huberd, Sr. Budget Analyst, 541-682-5386 Subject: Suggested Criteria for Analysis of Revenue Alternatives Listed below are suggested criteria for selecting revenue alternatives. An evaluation of each revenue alternative using this criterion would provide a balanced approach in selecting revenue options. Due to the short timeline for the Task Force each initial analysis would be kept simple while allowing for the selection of the most feasible revenue alternatives. 1.Legal Authority & Restrictions: May the City legally implement the revenue alternative and are there legal restrictions on the use of the revenue? 2.Precedence: What is the prior history of the revenue alternative in Eugene? 3.Revenue Yield & Stability: What would be the magnitude of the estimated revenue yield and how would that likely change over time? 4.Revenue Adequacy: Would the yield meet a significant part of the City’s projected revenue needs? 5.Administrative Effort: How could administration, collection and enforcement be performed and would there be significant costs involved? 6.Timeline: What is a simple timeline for implementation of the revenue alternative and collection of revenue? 7.Incidence & Equity: Who would likely pay and could the revenue alternative be imposed impartially? 8.Nexus: What relationship would exist between the sources of the revenue, the services it would help fund, and who would pay? 9.Consistency with Council Goals and Policies: Would the revenue alternative be consistent with adopted goals and policies? 10.Fairness & Political Feasibility: To what extent would the revenue alternative likely be viewed as fair or unfair? How likely is Council approval and community acceptance of the revenue alternative? 11.Sustainability: Would the revenue alternative impose an undue burden on future generations? Central Services Finance Division City of Eugene th 100 West 10 Ave, Suite 400 Eugene, Oregon 97401 (541) 682-5022 MEMORANDUM (541) 682-5802 FAX www.eugene-or.gov Date: October 22, 2009 To: Meeting the Challenge Task Force From: Larry Hill, Senior Financial Analyst, 682-5722 Subject: Previously Identified General Fund Revenue Alternatives The City of Eugene has comprehensively reviewed new alternative revenue sources for the General Fund a number of times since the mid-1980s. In the past we have identified the following as possible revenue alternatives for the City’s General Fund. Amusement or Admissions Tax – An excise tax applied to the price of amusement fees or admissions to spectator events, performances, sporting events, festivals or other forms of entertainment or amusement. Annexation of Additional Property within the Urban Growth Boundary – Increase property tax revenue by annexing taxable property outside City limits but within the Urban Growth Boundary. Business License Fee – A fee imposed on a person, partnership, corporation or similar entity for the privilege of conducting business within the City of Eugene. May be a general business license or specifically targeted. Corporate/Business Gross Receipts Tax – A tax imposed on a person, partnership, corporation or similar entity for the privilege of conducting business within the City of Eugene, measured by gross income within the City of Eugene. Corporate/Business Net Income Tax – A tax applied to the net income of a person, partnership, corporation or similar entity doing business in the City of Eugene. Tax could be piggybacked on state income tax. Contribution in Lieu of Taxes (CILT) on City-Operated Sewer and Stormwater Utility Revenues - A percentage of gross revenues the City receives for provision of sanitary sewer and wastewater utility services. City code currently states that revenue derived from the above standard shall be used for the reconstruction, repair, maintenance, operation, and preservation of city-owned roads and streets. The Council can make this source available for general fund operations, but it would require a code change. Contribution in Lieu of Taxes (CILT) on EWEB Water Utility Revenues – A percentage of gross revenues EWEB receives for provision of water utility services. Expanded/Increased Fees for Service – Increase in the range of services for which the City charges fees and/or increase in the amount of fees charged. Head or Payroll Tax – A tax on wages and salaries earned within the City of Eugene, collected either from employers on total payroll or from employees via a payroll deduction. Retail Sales Tax – An excise tax levied on a broad range of or specific goods and services at the point of sale. Local Option Property Tax Levy – A limited-duration tax levied on all taxable property in the City. Personal Income Tax – A tax on income of residents of Eugene and on nonresidents earning income in Eugene. Tax could be piggybacked on state income tax. Private Sector Sponsorship of Certain City Facilities or Services – Negotiated term sponsorship by private sector individuals, organizations, business or corporations to support specific City facilities or services. Restaurant Tax – An excise tax on sales of food and beverages in the city paid either by customers on their bill or by the restaurant based on gross receipts. Utility Consumption Tax – An excise tax on utility services used by residents of the City, levied either on amount of consumption or as a flat per-account fee. 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