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University of Washington professor briefs Lake Stevens council on budgeting as a 'living document'
Summary
David Klene, a University of Washington lecturer and former city administrator, gave Lake Stevens council a one‑hour primer on municipal budgeting, stressing long‑range forecasting, clear council direction, and community engagement; he recommended a 20–25% general‑fund reserve for a city of this size and urged six‑year financial planning.
David Klene, a University of Washington professor and former city administrator, told the Lake Stevens City Council on May 12 that budgets should be treated as “living documents” that reflect community values and change as conditions do. Klene led an hour‑long training that covered the purpose of municipal budgets, forecasting practices, reserve policies and community engagement strategies.
Klene recommended council members set a shared, long‑range vision and give clear direction to the mayor and staff so budget proposals align with strategic goals. He urged councils to plan six years ahead for capital needs and to adopt operating budgets early rather than waiting until the statutory deadline.
On reserves, Klene said good practice for a medium‑sized city is broadly in the 20–25% range of general‑fund expenditures, while noting that the Government Finance Officers Association (GFOA) guidance varies by size and risk. He also emphasized documenting assumptions — for example sales‑tax growth rates — and monitoring results quarterly so councils can amend budgets when revenues deviate from forecasts.
Klene walked council members through community‑engagement options — from newsletters and surveys to facilitated civic assemblies — and cautioned that higher‑impact methods require more staff time and resources. He suggested councils select a few priority topics each year for deeper public engagement rather than attempting to apply intensive methods to every issue.
Council members asked about staffing, long‑range forecasts, budget subcommittees and the balance between hard data and projection. Klene said forecasting blends both: historical actuals form the base, and reasonable multi‑year assumptions are layered on top. He cited his experience using citizen participation, master facility plans and voter‑approved financing when communities chose to fund large capital projects.
Klene closed by urging transparency and by quoting the GFOA principle that today’s choices should not compromise future generations’ ability to provide public services. The council did not take action as part of the training session; the presentation was intended to inform the FY‑2027 budget process.
