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2017, 06-13 Budget WorkshopAGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING Budget Workshop Tuesday, June 13, 2017 8:30 a.m. — 3:30 p.m. City Hall Council Chambers 11707 E. Sprague, Spokane Valley, Washington (Please Silence Your Cell Phones during the Meeting) CALL TO ORDER WELCOME: Mayor Higgins ROLL CALL WORKSHEET OVERVIEW — Mark Calhoun / Chelsie Taylor (30 min) 1. City Council - Mark Calhoun / Council (10 min) 2. City Manager — Mark Calhoun (.10 min) 3. City Attorney — Cary Driskell (1min) 4. Public Safety (20 min) a) Spokane Valley Police Department — Mark Werner / Morgan Koudelka b) Court, Jail & Other Public Safety Contracts -- Morgan Koudelka 5. Deputy City Manager -- Mark Calhoun (10 min) 6. Finance & information Technology -- Chelsie Taylor} (15 min) 7. General Government — Chelsie Taylor J 8. Human Resources -- John Whitehead (10 min) 9. City Hall Operations & Maintenance — John Hohman 10. Community & Public Works — Engineering -- John Hohman (25 min) 11. Community & Public Works — Economic Development -- John Hohman 12. Community & Public Works -- Building & Planning -- John Hohman 13. Parks & Recreation -- Mike Stone (15 min) 14. Supplemental Budget Requests -- Chelsie Taylor (25 min) Lunch Break 12:00 — 12:30 (Note: Council and Staff will move to the 2nd floor conference room for lunch, and reconvene in the Council Chambers at 12:30pm) 15. Street Operations & Maintenance Fund — John Hohman -- (10 min) 16. Stormwater Fund -- John Hohman — (10 min) 17. General Fund — Fund Balance -- Mark Calhoun 18. Potential & Pending Capital Projects — Mark Calhoun / Chelsie Taylor 19. Fiscal Policies and Challenges -- Mark Calhoun 20. Council Goals -- Mark Calhoun / Council 21. Advance Agenda Adjourn Note: There will be no public comments at Council Study Sessions or Workshops. During meetings held by the City of Spokane Valley Council, the Council reserves the right to take "action" on any items listed or subsequently added to the agenda. The term "action" means to deliberate, discuss, review, consider, evaluate, or make a collective positive or negative decision. NOTICE: Individuals planning to attend the meeting who require special assistance to accommodate physical, hearing, or other impaimtents, please contact the City Clerk by phone at 509-921-1000 as soon as possible so that arrangements can he made. H:\Budget\2018\2018 calendar CITY OF SPOKANE VALLEY, WA 2018 BUDGET CALENDAR When 1/10/2017 What June 13 Council Workshop - 2018 Budget workshop with Council. August 22 Formal Council Meeting - Admin Report: 2018 Budget - Estimated revenues and expenditures September 12 Formal Council Meeting - Public Hearing #1 on 2018 revenues including **** - City Council Motion Consideration - set 2018 Budget hearing for October 10 September 19 Council Study Session - Economic Development Agency presentations (5 min max each) - Social Service Agency presentations (5 min max each) September 26 Formal Council Meeting - City Manager presentation of 2018 Preliminary Budget. October 3 Council Study Session - Admin Report - 2017 Budget Amendment October 10 Formal Council Meeting - Public Hearing #2 on 2018 Budget. October 24 Formal Council Meeting - Public Hearing on 2017 Budget Amendment - First reading of the 2017 Budget Amendment Ordinance. - First reading of the 2018 Budget Ordinance. - Council motion to award Outside Agency grants November 7 Council Study Session - Admin Report - 2018 Fee Resolution November 14 Formal Council Meeting - Public Hearing #3 on final 2018 Budget - Admin Report - LTAC recommendations to Council - Second reading of the 2017 Budget Amendment Ordinance. - Second reading of the 2018 Budget Ordinance. December 12 Formal Council Meeting - City Council Motion Consideration: Award Lodging Tax for 2018 - 2018 Fee Resolution adoption if changes are needed. **** City Clerk will post appropriate notice in newspaper. summary 01 10 2017 2016 2015 Budget Budget Budget timeline timeline timeline June 14 June 16 June 17 August 9 August 11 September 2 September 13 August 25 September 13 August 25 September 9 September 9 September 21 September 1 September 2 September 21 September 1 September 2 September 21 September 1 September 23 September 27 September 8 October 6 October 4 September 22 October 13 October 11 September 22 October 13 October 11 September 22 October 13 October 25 October 13 October 28 October 25 October 13 October 28 October 25 October 13 October 28 October 25 October 13 October 28 October 25 September 22 September 23 November 1 December 1 November 4 November 8 November 11 November 18 November 8 October 27 November 18 November 8 November 11 November 18 December 13 December 8 December 16 December 13 December 29 November 18 P:\1. General Governance\Budget\2018 Budget\Finance Dept\budget summary 2017 06 13 CITY OF SPOKANE VALLEY, WA General Fund #001 2018 Budget RECURRING ACTIVITY 2017 Amended Budget Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Community Development Recreation Program Revenues Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfer -in - #101 (street admin) Transfer -in - #105 (h/m tax -CP advertising) Transfer -in - #402 (storm admin) Total Recurring Revenues Expenditures City Council City Manager Legal Public Safety Deputy City Manager Finance / IT Human Resources Public Works City Hall Operations and Maintenance Community & Public Works - Engineering Community & Public Works - Economic Dev Community & Public Works - Building & Plannir Community & Economic Development - Admin. Community & Economic Development - Econ C Community & Economic Development - Dev Sy Community & Economic Development - Buildin Parks & Rec - Administration Parks & Rec - Maintenance Parks & Rec - Recreation Parks & Rec - Aquatics Parks & Rec - Senior Center Parks & Rec - CenterPlace General Government Transfers out - #204 (2016 LTGO debt service) Transfers out - #309 (parks capital projects) Transfers out - #311 (pavement preservation) Transfers out - #501 (CenterPlace kitchen reserve Transfers out - #502 (insurance premium) Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures 11,614,500 19, 852,100 919,000 1,669,000 341,500 1,200,000 2,104, 600 1,361,000 0 1,449,300 640,900 94,000 133,500 39,700 30,000 13,400 41,462,500 542,872 724,435 515,994 24,950,372 752,277 1,282,460 262,417 921,632 303,918 0 0 0 228,462 692,832 1,433,384 1,481,734 290,064 861,350 246,295 482,350 95,916 901,958 1,240,850 430,630 160,000 953,200 36,600 350,000 6/13/2017 2018 Proposed Budget $ Inc (Dec) % Inc (Dec) 11,771,100 20,881,900 967,800 1,738,000 381,000 1,210,000 2,110,000 1,319,900 1,684,100 0 633,300 1,000 201,800 39,700 30,000 13,400 156,600 1,029,800 48,800 69,000 39,500 10,000 5,400 (41,100) 1,684,100 (1,449,300) (7,600) (93,000) 68,300 0 0 0 1.35% 5.19% 5.31% 4.13% 11.57% 0.83% 0.26% - 3.02% 0.00% -100.00% - 1.19% -98.94% 51.16% 0.00% 0.00% 0.00% 42,983,000 1,520,500 3.67% 545,766 952,632 542,954 25,463,751 430,243 1,319,306 266,148 0 305,729 1,572,049 950,348 2,261,214 0 0 0 0 297,708 865,700 260,259 492,900 98,118 907,467 1,263,410 399,508 160,000 962,732 36,600 370,000 2,894 0.53% 228,197 31.50% 26,960 5.22% 513,379 2.06% (322,034) -42.81% 36,846 2.87% 3,731 1.42% (921,632) -100.00% 1,811 0.60% _ 1,572,049 0.00% 950,348 0.00% 2,261,214 0.00% 25,567 (228,462) -100.00% 0.54% (692,832) -100.00% (1,433,384) -100.00% (1,481,734) -100.00% 7,644 2.64% 4,350 0.51% 13,964 5.67% 44,219 10,550 2.19% 1.54% 2,202 2.30% 5,509 0.61% 22,560 1.82% (31,122) -7.23% 20,970 0 0.00% 0.66% 9,532 1.00% 0 0.00% 20,000 5.71%_ 40,142,002 40,724,542 582,540 1.45% 1,320,498 2,258,458 001 Page 1 of 2 P:\1. General Governance\Budget\2018 Budget\Finance Dept\budget summary 2017 06 13 CITY OF SPOKANE VALLEY, WA General Fund #001 2018 Budget NONRECURRING ACTIVITY Revenues Transfers in - #106 (solid waste repayment) Transer-in - #310 (lease payment) Grant Proceeds - Dept of Commerce Total Nonrecurring Revenues Expenditures 2017 Amended Budget 40,425 490,500 114,200 645,125 6/13/2017 2018 Proposed Budget $ Inc (Dec) % Inc (Dec) 40,425 0 0.00% 0 (490,500) -100.00% 0 (114,200) -100.00% 40,425 (604,700) -93.73% General Government - IT capital replacements 100,000 115,000 15,000 15.00% City Hall lease payment (2017 final year) 513,100 0 (513,100) -100.00% Community & Econ Dev (retail recruitment) 50,000 0 (50,000) -100.00% Economic Development (NE industrial PAO) 114,200 0 (114,200) -100.00% Parks & Rec (pool drain pipe & gutter line repa) 12,000 0 (12,000) -100.00% Parks & Rec (replace Great Room audio/visual 345,000 0 (345,000) -100.00% Parks & Rec (replace carpet at CenterPlace) 24,750 0 (24,750) -100.00% Parks & Rec (Browns Park water hookup) 10,000 0 (10,000) -100.00% Parks & Rec (Browns Park electrical hookup) 20,000 0 (20,000) -100.00% Police Department - CAD / RMS 145,000 0 (145,000) -100.00% Transfers out - #122 (replenish reserve) 258,000 0 (258,000) -100.00% Transfers out - #312 ('15 fund bal > 50%) 3,003,929 0 (3,003,929) -100.00% Transfers out - #314 (Pines underpass design) 1,200,000 0 (1,200,000) -100.00% Total Nonrecurring Expenditures 5,795,979 115,000 (5,680,979) -98.02% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning unrestricted fund balance Ending unrestricted fund balance (5,150,854) (74,575) (3,830,356) 2,183,883 29,073,972 25,243,616 25,243,616/ 27,427,499 Ending fund balance as a percent of recurring expenditures = 67.35% Recurring Expenditures Public Safety All other departments 24,950,372 25,463,751 513,379 2.06% 62.53% 15,191,630 15,260,791 69,161 0.46% 37.47% 40,142,002 40,724,542 582,540 1.45% 100.00% 001 Page 2 of 2 P:\1. General Governance\Budget\2018 Budget\Finance Dept\001 compare 2017 and 2018 CITY OF SPOKANE VALLEY, WA 2018 Budget General Fund Department Changes from 2017 to 2018 City Council Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Manager Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Legal Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Public Safety Non -Departmental (Fines & Forfeits) Wages/Payroll Taxes/Benefits Supplies Other Services and Charges Intergovernmental Services Total Deputy City Manager Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Finance/IT Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Human Resources Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Public Works Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 2017 Amended Budget 230,922 4,550 307,400 2018 Budget 230,866 4,550 310,350 542,872 545,766 655,325 3,300 65,810 874,292 3,500 74,840 Difference Between 2017 and 2018 Increase (Decrease) OA (56) (0.02%) 0 0.00% 2,950 0.96% 2,894 0.53% 218,967 200 9,030 33.41% 6.06% 13.72% 724,435 952,632 228,197 31.50% 434,041 2,105 79,848 454,933 1,701 86,320 515,994 542,954 602,250 579,750 3,000 3,000 26,500 25,500 340,315 296,215 23,978,307 24,559,286 24,950,372 25,463,751 672,977 2,000 77,300 357,073 1,600 71,570 20,892 4.81% (404) (19.19%) 6,472 8.11% 26,960 5.22% (22,500) 0 (1,000) (44,100) 580,979 (3.74%) 0.00% (3.77%) (12.96%) 2.42% 513,379 2.06% (315,904) (400) (5,730) (46.94%) (20.00%) (7.41 %) 752,277 430,243 (322,034) (42.81 %) 1,252,460 1,289,306 6,000 6,000 24,000 24,000 1,282,460 1,319,306 237,356 730 24,331 245,488 430 20,230 262,417 266,148 845,082 14,750 61,800 921,632 0 0 0 0 Page 1 of 4 36,846 0 0 2.94% 0.00% 0.00% 36,846 2.87% 8,132 3.43% (300) (41.10%) (4,101) (16.86%) 3,731 1.42% (845,082) (14,750) (61,800) (100.00%) (100.00%) (100.00%) (921,632) (100.00%) (Continued to next page) P:\1. General Governance\Budget\2018 Budget\Finance Dept\001 compare 2017 and 2018 CITY OF SPOKANE VALLEY, WA 2018 Budget General Fund Department Changes from 2017 to 2018 (Continued from previous page) City Hall Operations & Maintenance Wages, Payroll Taxes & Benefits Supplies Services & Charges 2017 Amended Budget 98,818 30,000 175,100 2018 Budget 100,629 30,000 175,100 Total 303,918 305,729 Community & Public Works - Engineering Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 0 0 0 0 Community & Public Works - Economic Dev Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 0 0 0 0 Community & Public Works - Building & Planning Wages, Payroll Taxes & Benefits Supplies Services & Charges Intergovernmental Services Total 0 0 0 0 0 Community Dev.-Admin Wages, Payroll Taxes & Benefits 206,762 Supplies 3,100 Services & Charges 18,600 Total 228,462 Community Dev.-Economic Development Wages, Payroll Taxes & Benefits 420,432 Supplies 1,100 Services & Charges 271,300 Total 692,832 Community Dev.-Dev. Sery Wages, Payroll Taxes & Benefits 1,133,484 Supplies 16,550 Services & Charges 263,350 Intergovernmental Services 20,000 Total 1,433,384 Community Dev.-Building Wages, Payroll Taxes & Benefits 1,370,734 Supplies 32,700 Services & Charges 78,300 Total 1,481,734 Difference Between 2017 and 2018 Increase (Decrease) OA 1,811 0 0 1,811 1.83% 0.00% 0.00% 0.60% 1,417,139 1,417,139 27,000 27,000 127,910 127,910 0.00% 0.00% 0.00% 1,572,049 1,572,049 0.00% 659,658 2,940 287,750 950,348 1,879,064 43,150 319,000 20,000 659,658 2,940 287,750 0.00% 0.00% 0.00% 950,348 0.00% 1,879,064 43,150 319,000 20,000 0.00% 0.00% 0.00% 0.00% 2,261,214 2,261,214 0.00% 0 (206,762) (100.00%) 0 (3,100) (100.00%) 0 (18,600) (100.00%) 0 (228,462) (100.00%) 0 (420,432) (100.00%) 0 (1,100) (100.00%) 0 (271,300) (100.00%) 0 (692,832) (100.00%) 0 (1,133,484) (100.00%) 0 (16,550) (100.00%) 0 (263,350) (100.00%) 0 (20,000) (100.00%) 0 (1,433,384) (100.00%) 0 (1,370,734) (100.00%) 0 (32,700) (100.00%) 0 (78,300) (100.00%) 0 (1,481,734) (100.00%) Page 2 of 4 (Continued to next page) P:\1. General Governance\Budget\2018 Budget\Finance Dept\001 compare 2017 and 2018 CITY OF SPOKANE VALLEY, WA 2018 Budget General Fund Department Changes from 2017 to 2018 (Continued from previous page) Parks & Rec- Admin Wages, Payroll Taxes & Benefits Supplies Services & Charges 2017 Amended Budget 243,514 7,400 39,150 2018 Budget 251,708 6,650 39,350 Total 290,064 297,708 Difference Between 2017 and 2018 Increase (Decrease) OA 8,194 3.36% (750) (10.14%) 200 0.51% 7,644 2.64% Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 5,500 7,500 2,000 36.36% Services & Charges 855,850 858,200 2,350 0.27% Total 861,350 865,700 4,350 0.51% Parks & Rec- Recreation Wages, Payroll Taxes & Benefits 178,945 188,959 10,014 5.60% Supplies 8,200 7,750 (450) (5.49%) Services & Charges 59,150 63,550 4,400 7.44% Total 246,295 260,259 13,964 5.67% Parks & Rec- Aquatics Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 3,200 3,300 100 3.13% Services & Charges 479,150 489,600 10,450 2.18% Total 482,350 492,900 10,550 2.19% Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits 89,416 91,618 2,202 2.46% Supplies 1,600 1,600 0 0.00% Services & Charges 4,900 4,900 0 0.00% Total 95,916 98,118 2,202 2.30% Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits 502,139 500,498 (1,641) (0.33%) Supplies 73,524 73,524 0 0.00% Services & Charges 326,295 333,445 7,150 2.19% Total 901,958 907,467 5,509 0.61% General Government Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 145,450 109,750 (35,700) (24.54%) Services & Charges 756,900 755,160 (1,740) (0.23%) Intergovernmental Services 328,500 328,500 0 0.00% Capital outlays 10,000 70,000 60,000 600.00% Total 1,240,850 1,263,410 22,560 1.82% Transfers out - #204 debt service 430,630 399,508 (31,122) (7.23%) Transfers out - #309 park capital pros 160,000 160,000 Transfers out - #311 Pavement Preservation 953,200 962,732 Page 3 of 4 0 0.00% 9,532 1.00% (Continued to next page) P:\1. General Governance\Budget\2018 Budget\Finance Dept\001 compare 2017 and 2018 CITY OF SPOKANE VALLEY, WA 2018 Budget General Fund Department Changes from 2017 to 2018 (Continued from previous page) Transfers out - #501 CenterPlace Kitchen Reserve Transfers out - #502 Total recurring expenditures Summary by Category 2017 Amended Budget 2018 Budget 36,600 36,600 350,000 370,000 40,142,002 40,724,542 Wages, Payroll Taxes & Benefits Supplies Services & Charges Transfers out - #204 Transfers out - #309 Transfers out - #311 - Pavement Preser Transfers out - #501 Transfers out - #502 Difference Between 2017 and 2018 Increase (Decrease) OA 0 0.00% 20,000 5.71% 582,540 1.45% 8,575,407 8,544,231 (31,176) (0.36%) 388,259 356,445 (31,814) (8.19%) 4,308,849 4,337,490 28,641 0.66% 430,630 399,508 (31,122) (7.23%) 160,000 160,000 0 0.00% 953,200 962,732 9,532 1.00% 36,600 36,600 0 0.00% 350,000 370,000 20,000 5.71% Non -Departmental (fines & forfeits) 602,250 579,750 (22,500) (3.74%) Intergovernmental Svc (public safety) 23,978,307 24,559,286 580,979 2.42% Intergovernmental Svc 348,500 348,500 0 0.00% Capital outlay 10,000 70,000 60,000 600.00% 40,142,002 40,724,542 Page 4 of 4 582,540 1.45% P:\1. General Governance\Budget\2018 Budget\Finance Dept\budget summary 2017 06 13 CITY OF SPOKANE VALLEY, WA Street Fund #101 - Version 1 - Full Budget 2018 Budget RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Investment Interest Miscellaneous Revenue 2017 Amended Budget 2,000,000 2,040,300 98,868 50,000 4,000 10,000 Total Recurring Revenues 4,203,168 6/13/2017 2018 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,900,000 2,072,200 132,800 70,000 6,000 10,000 (100,000) -5.00% 31,900 1.56% 33,932 34.32% 20,000 40.00% 2,000 50.00% 0 0.00% 4,191,000 (12,168) -0.29% Expenditures Wages / Benefits / Payroll Taxes 754,872 768,196 13,324 1.77% Supplies 105,000 112,500 7,500 7.14% Services & Charges 2,168,151 2,141,751 (26,400) -1.22% Snow Operations 468,000 504,800 36,800 7.86% Intergovernmental Payments 795,000 851,000 56,000 7.04% Interfund Transfers -out - #001 39,700 39,700 0 0.00% Interfund Transfers -out - #311 (pavement preserve 67,342 67,342 0 0.00% Interfund Transfers -out - #501 (plowreplace.) 77,929 77,929 0 0.00% Interfund Transfers -out - #501 (non -plow vehicle 23,250 23,250 0 0.00% Signal Detection Replacement Program 40,000 40,000 0 0.00% Traffic Signal Replacement Program 0 200,000 200,000 0.00% Total Recurring Expenditures 4,539,244 4,826,468 287,224 6.33% Recurring Revenues Over (Under) Recurring Expenditures (336,076) (635,468) NONRECURRING ACTIVITY Revenues N/A 0 0 0 0.00% Total Nonrecurring Revenues 0 0 0 0.00% Expenditures Durable striping at Trent & Argonne 75,000 0 (75,000) -100.00% Spare traffic signal equipment 30,000 30,000 0 0.00% Battery backups for intersections 15,000 15,000 0 0.00% Total Nonrecurring Expenditures 120,000 45,000 (75,000) -62.50% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance Ending fund balance (120,000) (45,000) (456,076) (680,468) 1,318,504 862,428 862,428 181,960 Ending fund balance as a percent of recurring expenditures = 3.77% 101 v1 P:\1. General Governance\Budget\2018 Budget\Finance Dept\budget summary 2017 06 13 CITY OF SPOKANE VALLEY, WA Street Fund #101 - Version 2 - Reduced Budget 2018 Budget RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Investment Interest Miscellaneous Revenue 2017 Amended Budget 2,000,000 2,040,300 98,868 50,000 4,000 10,000 Total Recurring Revenues 4,203,168 Expenditures Wages / Benefits / Payroll Taxes Supplies Services & Charges Snow Operations Intergovernmental Payments Interfund Transfers -out - #001 Interfund Transfers -out - #311 (pavement preserve Interfund Transfers -out - #501 (plowreplace.) Interfund Transfers -out - #501 (non -plow vehicle Signal Detection Replacement Program Traffic Signal Replacement Program Total Recurring Expenditures 754,872 105,000 2,168,151 468,000 795,000 39,700 67,342 77,929 23,250 40,000 0 6/13/2017 2018 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,900,000 2,072,200 132,800 70,000 6,000 10,000 (100,000) -5.00% 31,900 1.56% 33,932 34.32% 20,000 40.00% 2,000 50.00% 0 0.00% 4,191,000 (12,168) -0.29% 768,196 112,500 2,141,751 504,800 851,000 39,700 67,342 77,929 23,250 0 0 13,324 1.77% 7,500 7.14% (26,400) -1.22% 36,800 7.86% 56,000 7.04% 0 0.00% 0 0.00% 0 0.00% 0 0.00% (40,000) -100.00% 0 0.00% 4,539,244 4,586,468 47,224 1.04% Recurring Revenues Over (Under) Recurring Expenditures (336,076) (395,468) NONRECURRING ACTIVITY Revenues N/A 0 0 0 0.00% Total Nonrecurring Revenues 0 0 0 0.00% Expenditures Durable striping at Trent & Argonne 75,000 0 (75,000) -100.00% Spare traffic signal equipment 30,000 0 (30,000) -100.00% Battery backups for intersections 15,000 15,000 0 0.00% Total Nonrecurring Expenditures 120,000 15,000 (105,000) -87.50% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance 1,318,504 Ending fund balance (120,000) (15,000) (456,076) (410,468) 862,428 862,428 451,960 Ending fund balance as a percent of recurring expenditures = 9.85% 101 v2 P:\1. General Governance\Budget\2018 Budget\Finance Dept\budget summary 2017 06 13 CITY OF SPOKANE VALLEY, WA Stormwater Fund #402 2018 Budget RECURRING ACTIVITY Revenues Stormwater Management Fees Investment Interest Total Recurring Revenues 2017 Amended Budget 1,860,000 6/13/2017 2018 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,870,000 10,000 0.54% 2,500 7,500 5,000 200.00% 1,862,500 1,877,500 15,000 0.81% Expenditures Wages / Benefits / Payroll Taxes 551,321 554,986 3,665 0.66% Supplies 15,425 14,800 (625) -4.05% Services & Charges 1,111,076 1,140,982 29,906 2.69% Intergovernmental Payments 50,000 35,000 (15,000) -30.00% Vehicle Rentals #501 12,750 12,750 0 0.00% Interfund Transfers -out - #001 13,400 13,400 0 0.00% Total Recurring Expenditures 1,753,972 1,771,918 17,946 1.02% Recurring Revenues Over (Under) Recurring Expenditures 108,528 105,582 NONRECURRING ACTIVITY Revenues Grant Proceeds Miscellaneous 210,000 0 Total Nonrecurring Revenues 210,000 Expenditures Capital - various projects Effectiveness study Watershed studies 450,000 210,000 50,000 Total Nonrecurring Expenditures 710,000 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning working capital Ending working capital 15,000 (195,000) -92.86% 0 0 0.00% 15,000 (195,000) -92.86% 400,000 15,000 60,000 (50,000) -11.11% (195,000) -92.86% 10,000 20.00% 475,000 (235,000) -33.10% (500,000) (460,000) (391,472) (354,418) 1,761,416 1,369,944 1,369,944 1,015,526 Ending fund balance as a percent of recurring expenditures = 57.31% 001 011 General Fund City Council P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% Reduction Reduction 3% 6% 9% Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 000.511.60.10.00 Wages 65,700 70,575 65,844 65,700 65,700 65,700 65,700 65,700 0 0 0 000.511.60.20.00 Payroll Taxes and Benefits 126,156 136,130 139,087 165,222 165,166 165,166 165,166 165,166 0 0 0 191,856 206,705 204,931 230,922 230,866 230,866 230,866 230,866 0 0 0 Supplies 000.511.60.31.01 Office & Operating Supplies 1,478 1,653 3,065 1,800 1,800 1,800 1,800 1,800 0 0 0 000.511.60.31.03 Publications 0 138 0 250 250 0 0 0 (250) (250) (250) 000.511.60.31.05 Meeting Supplies 901 1,117 1,470 2,000 2,000 2,000 2,000 2,000 0 0 0 000.511.60.35.01 Small Tools & Minor Equipment 0 0 0 500 500 0 0 0 (500) (500) (500) 2,379 2,908 4,535 4,550 4,550 3,800 3,800 3,800 (750) (750) (750) Other Services & Charges 000.511.60.41.05 Professional Services- St. Lobbyist 39,971 40,480 43,813 62,000 62,000 62,000 62,000 62,000 0 0 0 000.511.60.41.06 Professional Srvcs.- Fed .Lobbyist 49,000 7,347 0 92,400 92,400 85,977 77,304 68,631 (6,423) (15,096) (23,769) 000.511.60.41.13 Professional Services - Broadcasting 23,817 14,940 30,392 28,600 31,000 31,000 31,000 31,000 0 0 0 000.511.60.41.17 Advertising 1,541 1,236 2,360 1,500 2,000 2,000 2,000 2,000 0 0 0 000.511.60.42.01 Postage 880 881 874 1,500 1,500 1,500 1,500 1,500 0 0 0 000.511.60.42.03 Cell Phones 3,780 3,804 3,547 3,800 3,800 3,800 3,800 3,800 0 0 0 000.511.60.43.11 Travel/Mileage Position 1 2,295 2,070 5,033 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.12 Travel/Mileage Position 2 1,118 155 0 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.13 Travel/Mileage Position 3 4,423 1,459 1,871 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.14 Travel/Mileage Position 4 2,285 62 271 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.15 Travel/Mileage Position 5 761 839 156 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.16 Travel/Mileage Position 6 1,455 2,438 624 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.43.17 Travel/Mileage Position 7 675 0 216 4,000 4,000 3,000 2,200 1,500 (1,000) (1,800) (2,500) 000.511.60.48.02 Copier Maintenance 2,320 2,603 2,432 2,800 2,800 2,800 2,800 2,800 0 0 0 000.511.60.48.03 Software Licenses and Maintenance 0 3,776 0 500 500 500 500 500 0 0 0 000.511.60.49.01 Subscriptions 187 150 353 300 350 350 350 350 0 0 0 000.511.60.49.02 Memberships 68,879 70,035 71,421 75,000 75,000 75,000 75,000 75,000 0 0 0 000.511.60.49.03 Printing & Binding 521 0 190 500 500 400 400 400 (100) (100) (100) 000.511.60.49.11 Registrations Position 1 1,463 900 1,048 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.12 Registrations Position 2 673 190 175 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.13 Registrations Position 3 1,593 296 648 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.14 Registrations Position 4 1,366 486 355 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.15 Registrations Position 5 650 443 230 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.16 Registrations Position 6 1,365 2,935 431 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.17 Registrations Position 7 555 140 386 1,500 1,500 1,200 900 500 (300) (600) (1,000) 211,573 157,665 166,826 307,400 310,350 294,727 278,354 261,981 (15,623) (31,996) (48,369) Total City Council 405,808 367,278 376,292 542,872 545,766 529,393 513,020 496,647 (16,373) (32,746) (49,119) Total budget increase = 0.53% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase = 0.95% P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 General Fund City Council - Detail 001.011.000. 000.511.60.10.00 000.511.60.20.00 000.511.60.31.01 000.511.60.31.03 000.511.60.31.05 000.511.60.35.01 000.511.60.41.05 000.511.60.41.06 000.511.60.41.13 000.511.60.41.17 000.511.60.42.01 000.511.60.42.03 000.511.60.43.1x 000.511.60.48.02 000.511.60.48.03 000.511.60.49.01 Salaries & Wages Payroll Taxes and Benefits Office & Operating Supplies - Paper, pens, files, folders, Workshop binders, ink cart., clips, sticky notes, labels. Publications - Liberty Lake Splash $50; Spokesman Review $200 Meeting Supplies - Workshops (2) $1,000; Coffee $200; Water$200 Soda $200; Misc. $400 Small Tools & Minor Equipment - Eg: printer or new chair; standing desk Professional Services - State Lobbyist - Lobbyist- Washington State (GTS - $3,600/mo. + travel) - Monitoring of State Agency rule making Professional Services - Federal Lobbyist - Lobbyist- Federal Professional Services - Granicus - $800/mo. - Twisted Pair = $2/minute x 50 mtgs/yr x 180 min/mtg - Spokane Courier Advertising - Lodging Tax Advisory Notifications; Outside Agency Funding Notifications; Misc. Postage - New Business Letters, etc. Cell Phones - $540/ea X 7 Travel/Mileage - ($4,000 ea x 7 positions - Choose from the following and/or share funds between eachother - Registration costs additional and noted below) - DC trips - Air, lodging, meals - National League of Cities (Spring) - National League of Cities (Fall) - Assoc. Wash. Cities Annual Conf. - Assoc. Wash. Cities Legislative Conf - Mileage - local average of all Copier Maintenance - Cost of copies annually Software Licenses and Maintenance Subscriptions - Spokesman Review; The Splash Page 1 of 2 47,000 15,000 9,600 18,000 3,400 2,500 5,000 1,000 1,000 4,800 2018 Proposed Budget 65,700 165,166 1,800 250 2,000 500 62,000 92,400 31,000 2,000 1,500 3,800 28,000 2,800 500 350 P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 General Fund City Council - Detail 001.011.000. 000.511.60.49.02 Memberships - (dues determined by population size) - National League of Cities - Association of Washington Cities 000.511.60.49.03 Printing & Binding - Letterhead, business cards, engraving 000.511.60.49.1x Registrations - ($1,500 ea x 7 positions - choose from the following:) - National League of Cities - 2 events; - Assoc. of Wash. Cities - 2 events - Chamber meetings - Convention Visitors Bureau - GSI 7,500 67,500 2018 Proposed Budget 75,000 500 10,500 Total: 545,766 Page 2 of 2 001 General Fund 013 Executive & Legislative Support 000 City Manager & City Clerk Employee Count - 7 FTEs (1) P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 000.513.10.10.00 Wages 423,136 427,017 598,174 444,672 617,822 602,798 587,774 557,726 (15,024) (30,048) (60,096) 000.513.10.10.99 Overtime 1,467 1,063 964 1,700 1,700 0 0 0 (1,700) (1,700) (1,700) 000.513.10.20.00 Payroll Taxes and Benefits 171,733 176,549 186,046 208,953 254,770 248,168 241,565 228,360 (6,602) (13,205) (26,410) 596,336 604,629 785,184 655,325 874,292 (1) 850,966 829,339 786,086 (23,326) (44,953) (88,206) Supplies 000.513.10.31.01 Office & Operating Supplies 607 2,129 901 2,300 2,500 2,500 2,500 2,500 0 0 0 000.513.10.31.03 Publications 0 0 0 0 0 0 0 0 0 0 0 000.513.10.31.05 Meeting Supplies 0 35 113 0 0 0 0 0 0 0 0 000.513.10.32.01 Fuel 0 5 0 0 0 0 0 0 0 0 0 000.513.10.35.01 Small Tools & Minor Equipment 22 0 0 1,000 1,000 1,000 1,000 1,000 0 0 0 629 2,169 1,014 3,300 3,500 3,500 3,500 3,500 0 0 0 Other Services & Charges 000.513.10.41.05 Professional Services 2,251 22,000 861 22,000 22,000 20,000 20,000 22,000 (2,000) (2,000) 0 000.513.10.41.17 Advertising 207 798 0 1,200 0 0 0 0 0 0 0 000.513.10.41.18 Legal Notices 8,164 9,749 11,385 9,400 18,800 18,800 15,000 18,800 0 (3,800) 0 000.513.10.42.01 Postage 301 293 326 400 400 400 400 400 0 0 0 000.513.10.42.03 Cell Phones 580 540 450 540 540 540 540 540 0 0 0 000.513.10.43.01 Travel/Mileage 9,350 10,826 3,022 15,250 13,500 10,200 8,200 13,500 (3,300) (5,300) 0 000.513.10.48.02 Copier Maintenance 3,832 4,441 4,850 4,500 5,000 5,000 5,000 5,000 0 0 0 000.513.10.48.03 Software Licenses and Maintenance 0 0 0 700 500 500 500 500 0 0 0 000.513.10.49.01 Subscriptions 12 12 0 500 500 500 500 500 0 0 0 000.513.10.49.02 Memberships 2,007 1,974 465 2,500 2,500 2,500 2,000 2,500 0 (500) 0 000.513.10.49.03 Printing & Binding 10,329 4,367 8,045 5,000 7,600 7,600 7,000 7,600 0 (600) 0 000.513.10.49.04 Registrations/Training 1,606 3,137 1,326 3,000 3,000 3,000 3,000 3,000 0 0 0 000.513.10.49.05 Filing & Recording Fees 0 74 74 500 500 500 500 500 0 0 0 000.513.10.49.06 Miscellaneous Services 0 0 0 320 0 0 0 0 0 0 0 38,639 58,211 30,804 65,810 74,840 69,540 62,640 74,840 (5,300) (12,200) 0 Total Recurring Expenditures Nonrecurring items 099.000.513.10.35.01 Small Tools & Minor Equipment Total City Manager 635,604 665,009 817,002 724,435 952,632 924,006 895,479 864,426 (28,626) (57,153) (88,206) Total budget increase = 31.50% (3.00%) (6.00%) (9.26%) Combined nonpayroll increase= 13.36% 0 3,161 0 0 0 0 0 0 635,604 668,170 817,002 724,435 952,632 924,006 895,479 864,426 (28,626) (57,153) (88,206) (1) 2018 FTE count increased by 2.0 (from 5.0 to 7.0) as a result of moving: • 2.0 Administrative Analysts from DCM to CM budget. P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 General Fund City Manager - Detail 001.013.000. 000.513.10.10.00 000.513.10.10.99 000.513.10.20.00 000.513.10.31.01 000.513.10.35.01 000.513.10.41.05 000.513.10.41.17 000.513.10.41.18 000.513.10.42.01 000.513.10.42.03 000.513.10.43.01 000.513.10.48.02 000.513.10.48.03 000.513.10.49.01 000.513.10.49.02 Salaries & Wages Overtime Payroll Taxes and Benefits Office & Operating Supplies - Paper, pens, file folders, binders, clips, post -it -notes, - Publications: NLC, ICMA, AWC - Meeting supplies Small Tools & Minor Equipment - new label maker, standing desk, etc. Professional Services - Consultants, title searches, bond counsel, and Code Publishing services Advertising - City produced brochures (Was $7,070 in 2014 but moved $6,500 to Legal Notices for more appropriate line item detail.) Legal Notices - Clerk's notifications: Free Press Publishing, Spokesman Review, Journal of Business, Exchange Postage - (new business letters charged to council budget) Cell Phones - Cell ($135/qtr = $540) Travel/Mileage* - DC trips - Air, lodging, meals x 2 - ICMA - 2 sponsored events - Mileage/air, lodging, meals - AWC conf. meals, lodging, air - 2 events - WMCA - clerk's conf. City Clerk / Dep. City Clk - International Institute of Municipal Clerks - flight, hotel, meals for CC/DCC, - Professional Development (Certifcation for DCC) - Analysts Copier Maintenance - Copying, paper, toner, mailing chgs pro -rated by Dept code Software Licenses and Maintenance - Adobe Creative Suite; MS Project; Subscriptions - manuals/periodicals pertaining to Gov. function Memberships - ICMA - AICPA - WMCA x 2 Page 1 of 2 6,000 900 800 500 3,000 500 1,800 2018 Proposed Budget 617,822 1,700 254,770 2,500 1,000 22,000 18,800 400 540 13,500 5,000 500 500 2,500 P:\1. General Governance\Budget\2018 Budget\City Manager Dept\CM Council budget worksheets 2018 General Fund City Manager - Detail 001.013.000. 000.513.10.49.03 000.513.10.49.04 000.513.10.49.05 000.513.10.49.06 - International Institute Municipal Clerks x 2 - Wash. City/County Management Assoc. & Civic Org Printing & Binding - letterhead; business cards, envelopes, (Code Publishing has moved to Professional Services) Registrations/Training ICMA WMCA International City/County Management Assoc. - International Institute Municipal Clerks - Professional development - Local registrations Filing & Recording Fees - City Clerk document filing fees Miscellaneous Services Total Executive Page 2 of 2 2018 Proposed Budget 7,600 3,000 500 952,632 001 General Fund 013 Executive and Legislative Support 015 Legal Employee Count - 3 FTEs P:\1. General Governance\Budget\2018 Budget\Legal Dept\Legal budget worksheets 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 015.515.32.10.00 Wages 254,348 259,155 269,390 278,616 291,407 291,407 291,407 291,407 0 0 0 015.515.32.10.99 Overtime 0 157 0 0 0 0 0 0 0 0 0 015.515.32.20.00 Payroll Taxes and Benefits 88,233 92,252 100,951 110,155 116,188 116,188 116,188 116,188 0 0 0 015.515.32.10.01 Intern Wages 13,425 21,054 33,978 El 42,300 43,720 29,147 14,574 0 (14,573) (29,146) (43,720) 015.515.32.20.01 Intern Payroll Taxes and Benefits 1,092 1,495 2,689 2,970 3,618 2,416 1,208 0 (1,202) (2,410) (3,618) 357,098 374,113 407,008 434,041 454,933 439,158 423,377 407,595 (15,775) (31,556) (47,338) Supplies 015.515.32.31.01 Office Supplies 1,150 700 623 1,435 1,051 893 893 893 (158) (158) (158) 015.515.32.31.03 Publications 566 0 0 170 150 150 150 150 0 0 0 015.515.32.35.01 Small Tools & Minor Equipment 442 0 0 500 500 500 500 500 0 0 0 2,158 700 623 2,105 1,701 1,543 1,543 1,543 (158) (158) (158) Other Services & Charges 015.515.32.41.03 Spokane County GIS 0 1,295 327 1,300 750 750 750 750 0 0 0 015.515.32.41.04 Legal 68,137 61,515 58,515 51,762 58,500 58,500 57,992 57,486 0 (508) (1,014) 015.515.32.41.05 Professional Services 894 1,037 2,206 2,475 2,475 2,475 2,475 2,475 0 0 0 015.515.32.42.01 Postage 148 179 163 200 200 200 200 200 0 0 0 015.515.32.42.03 Cell Phones 0 0 406 0 481 481 481 481 0 0 0 015.515.32.43.01 Travel/Mileage 5,128 4,537 4,512 6,788 6,742 6,742 6,742 6,742 0 0 0 015.515.32.48.02 Copier Maintenance 1,456 1,501 1,458 1,550 1,550 1,550 1,550 1,550 0 0 0 015.515.32.48.03 Software Licenses & Maintenance 0 0 0 110 0 0 0 0 0 0 0 015.515.32.49.01 Subscriptions 8,859 9,125 9,330 9,658 9,517 9,517 9,517 9,517 0 0 0 015.515.32.49.02 Memberships 995 1,115 240 1,015 1,135 1,135 1,135 1,135 0 0 0 015.515.32.49.04 Registrations 825 1,099 970 1,990 1,970 1,641 1,641 1,641 (329) (329) (329) 015.515.32.49.05 Filing & Recording Fees 1,089 2,551 2,235 3,000 3,000 3,000 3,000 3,000 0 0 0 87,531 83,954 80,362 79,848 86,320 85,991 85,483 84,977 (329) (837) (1,343) Total Total Legal 446,787 458,767 487,993 515,994 542,954 526,692 510,403 494,115 (16,262) (32,551) (48,839) rop�osec)017 Amended Amount Total budget increase = 5.22% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase = 7.40% P:\1. General Governance\Budget\2018 Budget\Legal Dept\Legal budget worksheets 2018 General Fund Legal - Detail 001.013.015 015.515.32.10.00 Salaries & Wages Attorney, Deputy Attorney and Administrative 015.515.32.10.99 Overtime 0 2018 Proposed Budget 291,407 015.515.32.20.00 Payroll Taxes and Benefits - FICA, medicare, L&I, PERS 015.515.32.10.01 Intern Wages 015.515.32.20.01 Intern Payroll Taxes and Benefits - includes 3 legal interns who do research and code enforcement cases so attorneys can focus on more critical issues 015.515.32.31.01 Office & Operating Supplies - Hanging files 20 - File Folders 90 - Expand folders 60 - Letterhead Envelopes 90 - Envelopes - Clasp 3 boxes 53 - Labels 2 rolls 60 - Avery labels and dividers 30 - Pens - various types & Highlighters 70 - Name Plates/Business Cards 100 - Tape , binder clips 15 - Print Cartridges 90 - 3 ring binders 48 - Stamps/Refill Ink 40 - Index tabs 55 - Legal pads, post -its 90 - Fasteners, staples 40 - Misc 100 015.515.32.31.03 Publications - Supplements and Handbooks 015.515.32.35.01 Small Tools & Minor Equipment - Desk equipment, scanner, I -pad, and miscellaneous office tools 116,188 43,720 3,618 1,051 150 500 015.515.32.41.03 Spokane County GIS 750 015.515.32.41.04 Legal 58,500 - Outside Counsel for things such as moratoriums, shoreline, adult entertainment enforcement; expertise issues and timeliness. 015.515.32.41.05 Professional Services 2,475 - Eastern Washington Attorney Service (Code Compliance) 675 - Private Investigators - First American Title 015.515.32.42.01 Postage - stamps 015.515.32.42.03 Cell Phone, WI -FI 015.515.32.43.01 Travel/Mileage - choose from: Page 1 of 2 1,500 300 200 481 6,742 P:\1. General Governance\Budget\2018 Budget\Legal Dept\Legal budget worksheets 2018 General Fund Legal - Detail 001.013.015 015.515.32.48.02 015.515.32.48.03 015.515.32.49.01 015.515.32.49.02 015.515.32.49.04 015.515.32.49.05 - Washington State Association of Municipal Attorneys Conference (2 Attorneys) - air, mileage, hotel, workshops (These vary from year to year as in past years some have been held in Spokane and Coeur d'Alene. This year they are both longer distances for travel costs.) - Washington Cities Insurance Authority Conference - hotel, mileage, workshops - Labor Relations Conference - mileage, hotel, workshop - Courthouse, meetings incl. parking - Legislative trips to Olympia - Miscellaneous Seminar - Example mining issues, solid waste, marijuana regulations, land-use,etc. Copier Maintenance - Copying, paper, toner, mailing charges pro -rated by Dept code. Software Licenses and Maintenance - Mass 360 Licenses Subscriptions - Westlaw (Legal Research) Guaranteed 2% increase for 5 years expires in 2021 and we have contacted Rheuters and were told we could count on 2% at renewal for 2018 as well Memberships - Washington State Bar Association ($432.50 per attorney) - Washington State Association of Municipal Attorneys ($30 per attorney) - Spokane Bar Association ($105 per attorney) Registrations - Labor Relations Conference - Washington State Association of Municipal Attorneys Conference (2 Attorneys in Fall ($225 each) and 2 attorneys in spring ($225 each) - Washington Cities Insurance Authority Conference - Public Records Seminar - Miscellaneous Seminar - Example Shoreline issues, solid waste, marijuana regulations, etc. Filing & Recording Fees - Filing Complaints and recording judgments as liens (Code Enforcement is the majority of these) as well as deeds, etc. (Current filing fee for cases is $240 per case. Could be increased to as much as $290 per case in the near future.) 2,662 370 695 900 1,615 500 865 60 210 250 920 50 250 500 2,500 2018 Proposed Budget 1,550 0 9,517 1,135 1,970 3,000 Service by Publication (1 service @ approx. $500 each) 500 Total : 542,954 Page 2 of 2 001 016 Non -Departmental 000.586.82.00.16 000.586.83.00.00 000.586.83.00.31 000.586.83.00.32 000.586.83.04.00 000.586.88.00.05 000.586.89.00.09 000.586.89.00.12 000.586.89.00.13 000.586.89.00.14 000.586.89.00.15 000.586.91.00.04 000.586.92.00.03 000.586.96.00.00 000.586.96.00.43 000.586.97.00.01 000.586.99.00.00 General Fund Public Safety P:\1. General Governance\Budget\2018 Budget\Public Safety\Public safety budget worksheets 2018 2014 2015 2016 Actual Actual Actual State Remittance - Vehicle License Fraud State Remittance-Emerg. Med.&Trauma Care State Remittance -Auto Theft Prev State Remittance -Trauma Brain Inj Crime Victims Fund - Spokane County State Remittance - PSEA 3 State Remittance - WSP Highway Account State Remittance -Accessible Communities State Remittance -Multimodal Transport. State Remittance - Highway Safety Acct State Remittance - Death Investigation State Remittance - PSEA 1 State Remittance - PSEA 2 State Remittance -Crime Lab Analysis Fee State Remittance -DNA DB Account State Remittance -Judicial IS Systems State Remittance -School Zone Safety Wages/Payroll Taxes/Benefits 000.521.50.10.00 Salaries & Wages 000.521.50.10.99 Overtime 000.521.50.20.00 Employee Benefits and Payroll Taxes Supplies 000.521.20.31.01 000.521.20.31.08 000.521.20.35.04 000.521.20.35.06 000.521.20.35.08 000.521.20.35.09 Operating Supplies Repair & Maintenance Supplies Non -Capital Equipment for JAG Grant Non -Capital Equipment for 2011 JAG Grant Non -Capital Equipment for WASPC Grant Non -Capital Equipment for 2013 JAG Grant Other Services & Charges 000.521.20.41.05 Professional Services 000.521.20.42.07 2011 JAG - Wireless Cards 000.521.20.42.09 SVPD Wireless Cards 000.521.20.43.01 000.521.20.42.01 000.521.20.47.01 000.521.20.47.02 000.521.20.47.03 000.521.20.47.04 000.521.20.48.01 000.521.20.49.06 Travel/Mileage Postage Electricity/Gas Water Sewer Waste Disposal Equipment Repair & Maintenance Miscellaneous Srvs/Contingency 40 24,673 46,479 4,433 9,542 4,188 9,824 987 988 2,750 1,733 282,969 153,917 1,870 80 83,811 8,730 637,014 640 21,365 40,007 4,359 8,822 3,748 8,732 680 680 2,444 1,540 261,256 142,861 1,319 240 79,245 9,508 587,446 666 19,402 37,102 4,369 8,075 4,360 9,524 875 876 2,665 1,680 239,791 136,580 759 104 82,837 11,811 561,476 3,416 1,012 2,078 6,506 1,435 284 898 2,617 1,452 125 798 2,375 3,388 3,343 0 8,010 6,020 20,495 41,256 2,144 2,007 4,579 0 0 0 8,730 3,092 994 0 0 0 0 4,086 0 3,979 434 0 0 20,887 1,497 850 3,462 0 250 1,334 0 0 74 0 18,953 1,275 995 3,372 0 550 0 0 0 0 3,316 16,976 1,366 2,307 3,400 132 0 2017 Budget 650 22,000 40,000 4,500 9,000 4,000 9,000 800 800 3,000 1,750 265,000 150,000 1,500 250 80,000 10,000 602,250 1,500 500 1,000 3,000 4,000 2,500 20,000 0 0 0 26,500 0 0 0 0 0 22,000 1,600 2,500 3,500 0 180,000 Page 1 of 2 2018 Proposed Budget 700 20,000 38,000 4,500 8,000 4,500 10,000 1,000 1,000 3,000 1,800 250,000 140,000 1,000 250 84,000 12,000 579,750 1,500 500 1,000 3,000 3,500 2,000 20,000 0 0 0 25,500 0 0 0 0 0 20,000 1,500 2,500 3,500 0 200,000 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget - Line Item Changes 2018 Budget with 3% Reduction 6% 9% Reduction Reduction 3% 6% 9% Reduction Reduction Reduction 700 20,000 38,000 4,500 8,000 4,500 10,000 1,000 1,000 3,000 1,800 250,000 140,000 1,000 250 84,000 12,000 579,750 1,500 500 1,000 3,000 3,500 2,000 20,000 0 0 0 25,500 0 0 0 0 0 20,000 1,500 2,500 3,500 0 200,000 700 20,000 38,000 4,500 8,000 4,500 10,000 1,000 1,000 3,000 1,800 250,000 140,000 1,000 250 84,000 12,000 579,750 1,500 500 1,000 3,000 3,500 2,000 20,000 0 0 0 25,500 0 0 0 0 0 20,000 1,500 2,500 3,500 0 200,000 700 20,000 38,000 4,500 8,000 4,500 10,000 1,000 1,000 3,000 1,800 250,000 140,000 1,000 250 84,000 12,000 579,750 1,500 500 1,000 3,000 3,500 2,000 20,000 0 0 0 25,500 0 0 0 0 0 20,000 1,500 2,500 3,500 0 200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 001 016 000.521.20.49.07 000.521.20.49.21 000.521.50.44.03 000.521.50.48.01 Intergovernmental 000.512.50.51.02 000.515.31.51.01 000.515.31.51.02 000.515.31.51.03 000.521.20.51.01 000.521.20.51.10 000.521.20.51.14 000.521.71.52.01 000.521.71.52.05 000.521.71.52.10 000.521.71.52.11 000.521.71.52.12 000.523.20.51.04 000.523.60.51.02 000.525.60.51.03 000.528.60.51.05 000.554.30.54.02 General Fund Public Safety Cry Wolf Charges & Fees Umpqua Bank Fees Taxes and Assessments Law Enforcement Building Repair & Maint Services District Court Contract Public Defender Prosecutor Pretrial Services Law Enforcement (Sheriff) 2010 Settle & Adjust 2014 Settle & Adjust Nighttime Seatbelt Patrol Overtime Drive Hammered - get nailed grant Distracted Driving Click It or Ticket TZT Seatbelt Patrols Work Release (Geiger) Jail - Geiger County Contracted Services Emergency Management Communications Animal Control Capital Outlay 000.594.21.64.06 Equip Purchased w JAG Funds Total Recurring Expenditures Nonrecurring Items 099.594.21.62.00 Building and Structures 099.594.21.64.01 Office Furniture & Equipment 099.594.21.64.15 099.521.20.48.00 099.521.50.48.01 CAD/RMS Capital Equipment Contract 14 Equipment Repair and Maintenance Building Repair and Maintenance Total Nonrecurring Expenditures Total Public Safety P:\1. General Governance\Budget\2018 Budget\Public Safety\Public safety budget worksheets 2018 2014 2015 2016 Actual Actual Actual 48,348 5,726 715 58,331 144,479 48,419 9,418 715 76,076 161,181 43,792 8,789 715 61,682 142,475 2017 Budget 50,000 10,000 715 70,000 340,315 820,628 656,129 658,049 769,083 649,831 710,289 649,831 721,630 410,196 479,782 534,942 542,747 117,048 131,041 133,275 135,432 17, 731,187 18, 205,133 18, 361, 356 20, 036, 884 0 (761) 0 0 0 (752,892) 0 0 1,647 0 0 0 19,802 8,743 0 0 0 331 0 0 0 714 0 0 0 724 0 0 151,158 0 0 0 996,557 1,213,502 1,322,894 1,389,039 82,237 88,070 87,705 89,371 0 0 0 0 287,081 290,228 291,209 294,121 21,267,372 21,031,033 22,039,261 23,978,307 0 36,823 67,187 0 2018 Proposed Budget 0 0 715 68,000 296,215 679,191 785,359 558,234 139,892 20, 408, 504 0 0 0 0 0 0 0 0 1,588,841 99,629 0 299,636 24, 559, 286 0 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget - Line Item Changes 2018 Budget with 3% Reduction 6% 9% Reduction Reduction 3% 6% 9% Reduction Reduction Reduction 0 0 715 68,000 296,215 679,191 785,359 558,234 139,892 20, 408, 504 0 0 0 0 0 0 0 0 1,588,841 99,629 0 299,636 24, 559, 286 0 0 0 715 68,000 296,215 679,191 785,359 558,234 139,892 20,408,504 0 0 0 0 0 0 0 0 1,588,841 99,629 0 299,636 24,559,286 0 0 0 715 68,000 296,215 679,191 785,359 558,234 139,892 20,408,504 0 0 0 0 0 0 0 0 1,588,841 99,629 0 299,636 24,559,286 0 22,096,627 21,827,830 22,816,860 24,950,372 25,463,751 25,463,751 25,463,751 25,463,751 0 0 7,468 7,679 14,480 29,627 224,244 4,610 0 4,253 294,575 527,682 Total budget increase = 6,343 0 177,126 1,586 49,005 234,060 0 0 0 0 145,000 145,000 2.06% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 22,126,254 22,355,512 23,050,920 25,095,372 25,463,751 25,463,751 25,463,751 25,463,751 0 Page 2 of 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 P:\1. General Governance\Budget\2018 Budget\Public Safety\Public safety budget worksheets 2018 General Fund Public Safety - Detail 001.016.000. 000.586.xx.xx.xx Non -Departmental - Pass Through State Rev. for Court Fines 000.521.50.10.00 Salaries and Wages - Parks/Centerplace Staff for Maint. of Precinct Building 000.521.50.10.99 Overtime 000.521.50.20.00 Employee Benefits and Payroll Taxes 000.521.20.31.01 Operating Supplies 000.521.20.31.08 Repair & Maintenance Supplies 000.521.20.35.04 Non -Capital Equipment for JAG Grant 000.521.20.47.01 Electricity/Gas 000.521.20.47.02 Water 000.521.20.47.03 Sewer 000.521.20.47.04 Waste Disposal 000.521.20.49.06 Miscellaneous Srvs/Contingency - To account for poosible fluctions due to new cost methodologies and usage increases. 000.521.50.44.03 Taxes and Assessments 715 000.521.50.48.01 Law Enforcement Building Repair & Maint 68,000 000.512.50.51.02 District Court 679,191 000.515.31.51.01 Public Defender 785,359 - New Methodology to Include Investigators 000.515.31.51.02 Prosecutor 558,234 000.515.31.51.03 Pre -Trial Services 139,892 000.521.20.51.01 Law Enforcement 20,408,504 000.523.60.51.02 Detention Services (Jail) 1,588,841 000.525.60.51.03 Emergency Management 99,629 000.554.30.54.02 Animal Control 299,636 Total: 25,463,751 2018 Proposed Budget 579,750 1,500 500 1,000 3,500 2,000 20,000 20,000 1,500 2,500 3,500 200,000 Page 1 of 1 001 General Fund 018 Operations & Administrative Services 013 Deputy City Manager Employee Count - 3 FTEs (1) Wages/Payroll Taxes/Benefits 013.513.10.10.00 Wages 013.513.10.10.99 Overtime 013.513.10.20.00 Payroll Taxes and Benefits 013.513.10.10.01 Intern - Wages 013.513.10.20.01 Intern - Payroll Taxes and Benefits P:\1. General Governance\Budget\2018 Budget\Deputy City Manager\DCM Ops budget worksheets 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 2018 Proposed Budget 379,405 455,224 378,758 487,18M 261,349 0 0 0 0 0 116,873 147,280 132,856 173,687 95,724 0 9,285 6,723 11,300 0 0 787 577 806 0 496,278 612,576 518,915 672,977 357,073 (1) Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% Reduction Reduction 3% 6% 9% Reduction Reduction Reduction 252,938 251,454 249,969 (8,411) (9,895) (11,380) 0 0 0 0 0 0 91,601 90,873 90,145 (4,123) (4,851) (5,579) 0 0 0 0 0 0 0 0 0 0 0 0 344,539 342,327 340,114 (12,534) (14,746) (16,959) Supplies 013.513.10.31.01 Office & Operating Supplies 1,489 1,013 314 1,500 1,000 1,000 1,000 1,000 0 0 0 013.513.10.31.05 Meeting Supplies 113 0 0 0 0 0 0 0 0 0 0 013.513.10.32.01 Fuel 183 76 34 300 100 100 100 100 0 0 0 013.513.10.35.01 Small Tools & Minor Equipment 0 0 789 200 500 500 500 500 0 0 0 013.513.10.35.03 Non Capital Furniture & Equipment 734 0 0 0 0 0 0 0 0 0 0 2,519 1,089 1,137 2,000 1,600 1,600 1,600 1,600 0 0 0 Other Services & Charges 013.513.10.41.03 Spokane County GIS 471 1,386 0 2,000 2,000 1,600 1,600 1,600 (400) (400) (400) 013.513.10.41.05 Professional Services 8,440 89 26,186 0 0 0 0 0 0 0 0 013.513.10.41.17 Advertising 3,527 5,753 35 4,200 4,200 4,200 4,200 4,200 0 0 0 013.513.10.42.01 Postage 137 25 82 100 100 100 100 100 0 0 0 013.513.10.42.03 Cell Phones 1,155 1,684 1,050 1,600 1,020 1,020 1,020 1,020 0 0 0 013.513.10.42.04 Web Site Support Services & License R 1,512 12,920 49 0 0 0 0 0 0 0 0 013.513.10.43.01 Travel/Mileage 1,096 47 2,180 4,500 1,300 1,300 1,300 1,300 0 0 0 013.513.10.45.00 Operating Rentals 1,174 380 0 0 0 0 0 0 0 0 0 013.513.10.48.02 Copier Maintenance 1,512 1,838 2,419 2,000 2,000 2,000 2,000 2,000 0 0 0 013.513.10.48.03 Software Licenses and Maintenance 0 10,328 11,384 13,000 12,100 12,100 12,100 12,100 0 0 0 013.513.10.49.01 Subscriptions 57 82 52 200 100 100 100 100 0 0 0 013.513.10.49.02 Memberships 1,623 1,235 1,095 1,400 1,250 1,250 1,250 1,250 0 0 0 013.513.10.49.03 Printing & Binding 89 0 0 100 100 100 100 100 0 0 0 013.513.10.49.04 Registrations 896 431 0 2,000 1,200 1,200 1,200 1,200 0 0 0 013.513.10.49.10 Public Information 14,974 22,936 44,615 46,200 46,200 46,200 35,200 24,200 0 (11,000) (22,000) 36,663 59,134 89,146 77,300 71,570 71,170 60,170 49,170 (400) (11,400) (22,400) Total Total Deputy City Manager 535,460 672,799 609,198 752,277 430,243 417,309 404,097 390,884 (12,934) (26,146) (39,359) Proposed 2017 Amended Amount Total budget increase = (42.81%) (3.01%) (6.08%) (9.15%) Combined nonpayroll increase= (7.73%) (1) 2018 FTE count decreased by 3.0 (from 6.0 to 3.0) as a result of moving: • 2.0 Administrative Analysist from DCM to CM budget, and • 1.0 P1O from DCM to Economic Development P:\1. General Governance\Budget\2018 Budget\Deputy City Manager\DCM Ops budget worksheets 2018 General Fund Deputy City Manager - Detail 001.018.013. 013.513.10.10.00 Wages 013.513.10.10.99 Overtime 013.513.10.20.00 Payroll Taxes and Benefits 013.513.10.10.01 Intern wage 013.513.10.20.01 Intern payroll taxes and benefits 013.513.10.31.01 Office & Operating Supplies Hanging files, file folders, envelopes, labels, pens, batteries, print cartridges, 3 -ring binders, calendars, supplies for Valleyfest and City Hall at the Mall 013.513.10.32.01 Fuel 013.513.10.35.01 Small Tools & Minor Equipment - Desk equipment, camera equipment (P10), Misc. 013.513.10.41.03 Spokane County GIS 013.513.10.41.17 Advertising - City Hall at the Mall 500 - PSA submissions to CMTV 12©$10 100 - Valleyfest booth registration 100 - Snow letter to businesses 3,500 013.513.10.42.01 Postage - Miscellaneous 013.513.10.42.03 Cell Phone - cell phone 540 - iPad or MS Surface 480 013.513.10.43.01 Travel/Mileage - Misc - ie. APWA ($.55/mile x 1,200 miles) 700 - Hotel - 4 nights = $400 + Food = $200 600 013.513.10.48.02 Copier Maintenance - Per copy fee for maintenance & toner ($.065/color & $. 008/bw) 2018 Proposed Budget 261,349 0 95,724 0 0 1,000 100 500 2,000 4,200 100 1,020 1,300 2,000 013.513.10.48.03 Software Licenses and Maintenance 12,100 - Qscend web software 10,500 - E-gov 1,600 013.513.10.49.01 Subscriptions 100 - Journal of Business 0 - Miscellaneous 100 013.513.10.49.02 Memberships 1,250 APWA 400 - PE license 100 - Notary 100 - Inland NW Partners 150 - Valley Chamber 500 Page 1 of 2 P:\1. General Governance\Budget\2018 Budget\Deputy City Manager\DCM Ops budget worksheets 2018 General Fund Deputy City Manager - Detail 001.018.013. 013.513.10.49.03 Printing & Binding - letterhead; envelopes; business cards 013.513.10.49.04 Registrations/Training 1,200 - APWA, etc. 1,200 2018 Proposed Budget 100 013.513.10.49.10 Public Information 46,200 Hot Topic 4 Hot Topic newsletters mailed ($11,000 x 4) 44,000 State of the City 350 invitation postcards printing 200 300 invitation postcards postage 100 Rental chairs 400 Advertising 500 1,200 City Hall at the Mall Mall fee ($500 each City & CenterPlace) 1,000 1,000 Total 430,243 Page 2 of 2 001 General Fund 018 Operations & Administrative Services 014 Finance Division Employee Count - 11.75 FTEs P:\1. General Governance\Budget\2018 Budget\Finance Dept\Finance budget worksheets 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 014.514.23.10.00 Wages 744,946 723,738 807,732 860,019 891,057 865,181 835,310 809,192 (25,876) (55,747) (81,865) 014.514.23.10.99 Overtime 0 2,332 1,138 1,000 500 0 0 0 (500) (500) (500) 014.514.23.20.00 Payroll Taxes and Benefits 312,325 302,596 340,200 391,441 397,749 388,770 379,015 367,749 (8,979) (18,734) (30,000) 1,057,271 1,028,666 1,149,070 1,252,460 1,289,306 1,253,951 1,214,325 1,176,941 (35,355) (74,981) (112,365) Supplies 014.514.23.31.01 Office & Operating Supplies 4,519 2,602 4,993 6,000 6,000 4,900 4,900 4,500 (1,100) (1,100) (1,500) 014.514.23.31.03 Publications 30 0 0 0 0 0 0 0 0 0 0 014.514.23.32.01 Fuel 94 19 28 0 0 0 0 0 0 0 0 014.514.23.35.01 Small Tools & Minor Equipment 303 205 126 0 0 0 0 0 0 0 0 4,946 2,826 5,147 6,000 6,000 4,900 4,900 4,500 (1,100) (1,100) (1,500) Other Services & Charges 014.514.23.41.05 Professional Services 16,671 10,617 0 2,500 2,500 1,000 1,000 800 (1,500) (1,500) (1,700) 014.514.23.42.01 Postage 1,590 1,460 1,404 1,600 1,600 1,600 1,600 1,600 0 0 0 014.514.23.42.03 Cell Phones 540 540 540 600 600 600 600 600 0 0 0 014.514.23.43.01 Travel/Mileage 3,748 5,342 2,763 5,200 5,200 5,000 5,000 4,500 (200) (200) (700) 014.514.23.48.02 Copier Maintenance 2,636 2,408 2,710 2,600 2,600 2,600 2,600 2,600 0 0 0 014.514.23.49.01 Subscriptions 468 275 290 500 500 500 500 500 0 0 0 014.514.23.49.02 Memberships 1,280 1,014 1,355 1,500 1,500 1,000 1,000 500 (500) (500) (1,000) 014.514.23.49.04 Registrations 9,587 9,161 10,119 9,500 9,500 8,600 8,600 8,000 (900) (900) (1,500) 36,520 30,817 19,181 24,000 24,000 20,900 20,900 19,100 (3,100) (3,100) (4,900) 1,098,737 1,062,309 1,173,398 1,282,460 1,319,306 1,279,751 1,240,125 1,200,541 (39,555) (79,181) (118,765) Total budget increase = 2.87% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase= 0.00% P:\1. General Governance\Budget\2018 Budget\Finance Dept\Finance budget worksheets 2018 General Fund Finance - Detail 001.018.014. 014.514.23.10.00 Wages 014.514.23.10.99 Overtime 014.514.23.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS 014.514.23.31.01 Office & Operating Supplies - Hanging files 100 - File Folders 300 - Expand folders 200 - Env - Clasp 2 bx; 1 bx coin 300 - Tablets, envelopes 1,000 - Pens - various types 200 - Print Cartridges 500 - Asset tags 200 - Toner for copiers/printers 200 - 3 ring binders (OS Agency and Lodging Tax) 200 - Calendars - desk/wall 300 - Chairs 1,300 - Check stock 500 - All other 700 2018 Proposed Budget 891,057 500 397,749 6,000 014.514.23.41.05 Professional Services 2,500 - LTGO Bond post compliance consultation with bond counsel 014.514.23.42.01 Postage 1,600 - mailing Accounts Payable checks to vendors, outside agencies and lodging tax correspondence 014.514.23.42.03 Cell Phones 600 - One cell -phone for IT after hours support 014.514.23.43.01 Travel / Mileage 5,200 - Washington Finance Officers Assoc conference - 3 1,975 - IT training - 3 classes 0 - Governmental Finance Officers Assoc (GFOA) - 2 1,430 - ACCIS conference 645 - Misc mileage (bank runs, etc.) 1,150 014.514.23.48.02 Copier maintenance 2,600 - Per copy fee for maintenance & toner ($.065/color & $.008/bw) 014.514.23.49.01 Subscriptions 500 - Government Officers Finance Assoc (GFOA) newsletter - Governmental Acctng Standards Board newsletter Page 1 of 2 P:\1. General Governance\Budget\2018 Budget\Finance Dept\Finance budget worksheets 2018 General Fund Finance - Detail 001.018.014. 014.514.23.49.02 Membership Washington Finance Officers Assoc (WFOA) - 2 100 - memberships @ $50 ea Governmental Finance Officers Assoc (GFOA) - 3 640 - memberships included - WA Society of CPAs - 1 @ $210 ea 210 - American Institute of CPAs - 2 @ $225 450 - ACCIS - 1 membership - @ $100 100 014.514.23.49.04 Registration 9,500 - Washington Finance Officers Assoc conference - 3 1,200 - IT training - 3 classes 6,500 - Governmental Finance Officers Assoc (GFOA) - 2 1,000 - ACCIS conference 100 - GASB Update 700 Total: 1.319.306 2018 Proposed Budget 1,500 Page 2 of 2 001 General Fund 090 General Government Recurring Non -Departmental 000.586.10.00.00 SCRAPS Pass -Through Expense 000.589.30.00.01 Leasehold Excise Tax Pass -Through P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 2014 2015 2016 Actual Actual Actual 0 1,099 1,209 0 0 628 0 1,099 1,837 2017 Budget 1,300 0 1,300 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 1,300 1,300 1,300 1,300 0 0 0 600 600 600 600 0 0 0 1,900 1,900 1,900 1,900 0 0 0 Supplies 000.517.90.31.04 Employee Recognition / Safety Program 2,667 1,490 599 3,000 1,500 1,500 1,500 1,500 0 0 0 000.518.85.31.01 Office & Operating Supplies 0 187 8 0 0 0 0 0 0 0 0 000.518.85.35.01 Small Tools & Minor ..E.guipment...............................................................3;738........................7,443........................5,825..............................7,250..............................6;900.... 6,900 6,900 6,900 0 0 0 :000.518.85.35.11 Computer Hardware - Non Capital 30,671 38,277 54,773 107,700 66,050 I 66,050 66,050 66,050 0 0 0 000.518.85.35.12 Com uter Software - Non Capital 32,631 5,093 20,859 12,500 20,300 € 20,300 20,300 20,300 0 0 0 000.518.90.31.01 Office Supplies 16 122 33 0 0 0 0 0 0 0 0 000.518.90.32.01 Fuel 104 0 0 0 0 0 0 0 0 0 0 000.519.60.31.01 Office & Operating Supplies 8,402 16,631 9,196 15,000 15,000 15,000 15,000 15,000 0 0 0 78,229 69,243 91,293 145,450 109,750 109,750 109,750 109,750 0 0 0 Other Services & Charges 000.513.10.41.05 Professional Services - Misc Studies 117,149 22,907 99,509 200,000 200,000 179,300 179,300 150,000 (20,700) (20,700) (50,000) 000.514.23.41.01 Accounting & Auditing 66,714 77,474 82,775 90,000 90,000 90,000 90,000 90,000 0 0 0 000.514.23.41.41 Uncollectible Accounts Expense 0 2,095 0 0 0 0 0 0 0 0 0 000.517.90.49.06 Employee Recognition / Safety Program Servi, 0 299 917 0 1,500 1,500 1,500 1,500 0 0 0 000.518.10.42.01 Postage 315 10,428 82 2,500 2,500 2,500 2,500 2,500 0 0 0 000.518.10.42.02 Telephone 8,790 8,168 7,077 9,000 9,000 9,000 9,000 9,000 0 0 0 000.518.10.42.03 Cell Phones 1,335 949 1,680 1,500 1,700 1,700 1,700 1,700 0 0 0 000.518.10.42.08 Internet Service 10,404 11,458 8,114 11,800 8,500 8,500 8,500 8,500 0 0 0 000.518.10.49.00 City Wide Records Management 3,610 5,870 0 10,000 10,000 10,000 10,000 10,000 0 0 0 000.518.20.45.01 City Hall Rent 412,681 426,964 437,864 0 0 0 0 0 0 0 0 000.518.30.48.01 Facility Repairs & Maintenance 1,318 8,897 1,595 5,000 5,000 5,000 5,000 5,000 0 0 0 000.518.75.48.01 Equip Repair & Maint-Hardware Support 51,617 40,450 34,611 31,400 46,400 46,400 46,400 46,400 0 0 0 000.518.85.41.03 IT Support 13,323 20,855 12,659 72,700 28,300 28,300 28,300 28,300 0 0 0 000.518.85.48.03 Software Licenses & Maintenance 66,369 65,353 82,967 70,940 88,000 88,000 88,000 88,000 0 0 0 000.518.90.41.01 Merchant Charges (Bankcard Fees) 1,765 231 287 2,000 500 500 500 500 0 0 0 000.518.90.42.10 Network Infrastructure Access 0 0 17,662 0 5,000 5,000 5,000 5,000 0 0 0 000.518.90.45.03 Equipment Rental 3,300 1,921 4,261 4,260 4,260 4,260 4,260 4,260 0 0 0 000.518.90.45.07 Interfund vehicle lease 0 0 500 1,000 1,000 1,000 1,000 1,000 0 0 0 000.518.90.49.03 Printing & Binding 0 536 589 500 600 600 600 600 0 0 0 000.518.90.49.06 Miscellaneous Services 2,143 5,256 5,378 10,000 5,400 5,400 5,400 5,400 0 0 0 000.548.66.45.05 General Operating Leases: Computer 49,645 45,347 46,480 51,000 60,000 60,000 60,000 60,000 0 0 0 Page 1 of 3 001 General Fund 090 General Government P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 2014 Actual 2015 Actual 2016 Actual 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% Reduction 9% Reduction 3% Reduction 6% Reduction 9% Reduction 000.550.00.41.00 Economic Development -Site Selector 9,139 8,542 9,041 10,000 10,000 10,000 10,000 10,000 0 0 0 000.xxx.xx.xx.xx Outside Agencies - Social Svc & Econ. Dev. 0 0 0 150,000 150,000 75,000 29,300 0 (75,000) (120,700) (150,000) 000.550.00.41.05 Prof. Svc. - Economic Devel. (Oi3 Agency) 87,498 70,330 60,216 0 0 0 0 0 0 0 0 000.558.70.41.05 Contracted economic development 0 16,560 43,000 0 0 0 0 0 0 0 0 000.558.70.41.17 City Economic Development 196,877 153,350 0 0 0 0 0 0 0 0 0 000.560.10.41.05 Prof. Svc. - Social Services (O/S Agency) 61,723 76,974 43,496 0 0 0 0 0 0 0 0 000.565.10.41.05 Professional Services - Windstorm Soc Svc 0 14.000 0 0 0 0 0 0 0 0 0 000.566.10.41.05 Alcohol Treatment: Liquor Excise Tax 000.566.10.41.06 Alcohol Treatment: Liquor Profits 3,439 5,012 8,710 0 0 0 0 0 0 0 0 16,258 16,131 16,081 22,000 25,000 25,000 25,000 25,000 0 0 0 1,185,412 1,116,357 1,025,551 755,600 752,660 656,960 611,260 552,660 (95,700) (141,400) (200,000) Intergovernmental Services 000.514.40.51.01 Election Costs 0 16,347 0 90,000 90,000 90,000 90,000 90,000 0 0 0 000.514.90.51.03 Voter Registration 84,764 97,091 85,893 100,000 100,000 100,000 100,000 100,000 0 0 0 000.518.90.44.03 Taxes and assessments 6,909 5,617 892 7,500 7,500 7,500 7,500 7,500 0 0 0 000.553.70.44.03 Spokane Regional Clean Air Agency 115,915 115,915 116,432 131,000 131,000 131,000 131,000 131,000 0 0 0 207,588 234,970 203,217 328,500 328,500 328,500 328,500 328,500 0 0 0 Capital Outlays 000.594.11.64.02 PEG COSV Broadcast-Software/hardware 30,596 0 0 0 0 0 0 0 0 0 0 ............................................................................................................................................................................................................................................................................................................................................................................................................................. :000.594.18.64.02 Computer Software/Hardware 0 0 0 0 0 1 0 0 0 0 0 0 1000.594.18.64.11 Compuer Hardware - Capital 68,956 0 23,802 10,000 70,000 1 70,000 70,000 70,000 0 0 0 000.595.30.63.00 Construction - Pavement Preservation 888,823 920,000 0 0 0 0 0 0 0 0 0 988,375 920,000 23,802 10,000 70,000 70,000 70,000 70,000 0 0 0 Debt Service: Principal 000.592.19.82.01 Interest and Other Debt Service Costs 435 425 624 0 600 600 600 600 0 0 0 Interfund Payments for Service _ 000.597.20.00.40 Interfund Trf to #204 - City Hall bond payment 0 0 198,734 430,630 399,508 399,508 399,508 399,508 0 0 0 000.597.30.00.90 Transfer out - #309 (Park Capital) 242,298 115,575 260,122 160,000 160,000 160,000 110,000 72,800 0 (50,000) (87,200) 000.597.31.00.00 Transfer out - #310 (bond pmt > $434.6k leas€ 0 67,600 72,500 0 0 0 0 0 0 0 0 000.597.31.00.00 Transfer out - #310 (city hall o&m costs) 0 271,700 271,700 0 0 0 0 0 0 0 0 000.597.31.00.10 Transfer out -#311 (Pvmnt Preservation) 0 0 943,800 953,200 962,732 962,732 962,732 962,732 0 0 0 000.597.50.00.10 Transfer out - #501 (CenterPlace kitchen reser 0 0 0 36,600 36,600 36,600 36,600 36,600 0 0 0 000.597.50.00.20 Interfund Trf to #502 -Risk Management 325,000 325,000 325,000 350,000 370,000 370,000 370,000 370,000 0 0 0 567,298 779,875 2,071,856 1,930,430 1,928,840 1,928,840 1,878,840 1,841,640 0 (50,000) (87,200) Total Recurring Expenditures 3,027,337 3,121,969 3,418,180 3,171,280 3,192,250 3,096,550 3,000,850 2,905,050 (95,700) (191,400) (287,200) Page 2 of 3 0.66% (3.00%) (6.00%) (9.00%) 001 General Fund 090 General Government 1 Nonrecurring Non -Departmental 000.586.10.00.00 SCRAPS Pass -Through Expense Capital Outlays 000.594.18.64.00 Copy Machine 099.594.18.64.11 Compuer Hardware - Capital 099.594.18.64.12 Computer Software - Capital P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 2014 2015 2016 Actual Actual Actual 57,259 0 0 2017 Budget 0 2018 Proposed Budget 0 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 0 0 0 0 0 20,789 21,145 0 20,000 0 0 0 0 0 0 0 0 65,610 76,119 80,000 110,000 110,000 110,000 110,000 0 0 0 0 18,931 10,870 0 5,000 5,000 5,000 5,000 0 0 0 20,789 105,686 86,989 100,000 115,000 115,000 115,000 115,000 0 0 0 Operating 099.518.30.48.01 Facility Repair & Maint - CH Relocation 0 12,842 0 0 0 0 0 0 0 0 0 000.518.20.45.01 City Hall Rent 0 0 0 513,100 0 0 0 0 0 0 0 0 12,842 0 513,100 0 0 0 0 0 0 0 Interfund Payments for Service 000.597.10.00.60 Transfer out - #106 (solid waste ed/marketing) 60,000 0 0 0 0 0 0 0 0 0 0 000.597.12.00.20 Transferout-#122 0 0 15,043 . 258,000 0 0 0 0 0 0 0 000.597.30.00.30 Transfer out - #314 (RR Grade Separation) 0 0 0 1,200,000 0 0 0 0 0 0 0 000.597.31.00.20 Transfer out -#312 (Capital Reserve) 2,443,507 1,783,512 1,828,723 3,003,929 0 0 0 0 0 0 0 2,503,507 1,783,512 1,843,766 4,461,929 0 0 0 0 0 0 0 Total Nonrecurring Expenditures Total Governmental Division 2,581,555 1,902,040 1,930,755 5,075,029 115,000 115,000 115,000 115,000 0 0 0 Nonrecurring expenses increase (decrease) = (97.73%) 0.00% 0.00% 0.00% 5,608,892 5,024,009 5,348,935 8,246,309 3,307,250 3,211,550 3,115,850 3,020,050 (95,700) (191,400) (287,200) Proposed 2017 Amended Amount Total General Government increase (decrease) = (59.89%) (2.89%) (5.79%) (8.68%) IT Expenditures - R IT Expenditures - N 385,790 100,000 485,790 Page 3 of 3 410,150 115,000 525,150 P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 General Fund General Government - Detail 001.090.000 Recurring Expenditures 000.586.10.00.00 000.589.30.00.01 000.517.90.31.04 000.518.85.35.01 000.518.85.35.11 000.518.85.35.12 000.519.60.31.01 000.513.10.41.05 000.514.23.41.01 000.517.90.49.06 000.518.10.42.01 000.518.10.42.02 000.518.10.42.03 000.518.10.42.08 000.518.10.49.00 000.518.30.48.01 SCRAPS Pass -Through Expense - monthly internet fee through City franchise. Expense is offset through reimbursement from SCRAPS Leasehold Excise Tax Pass -Through Employee Recognition / Safety Program - employee recognition event & safety supplies (ie. defibrilator) Small Tools & Minor Equipment - IT related supplies - laptop power supplies, cables, iPad accessories, etc. Computer Hardware - Non Capital - IP phones, memory, replace UPSs, hard drives for servers, etc. - Replace outdated iPads, scanners, monitors, etc. - Replace CenterPlace security equipment - Conference room equipment Computer Software - Non Capital - Licenses - MS Office 2010/2013, MS Server 2012, Mitel, etc. Office & Operating Supplies - kitchen supplies, calendar, copy paper, letterhead, toner, etc. Contingency - City Manager directed for professional service related tasks or to assist City Depts with line -item deficiencies Accounting & Auditing - Annual audit by State Auditor & assistance with technical issues Employee Recognition / Safety Program Services - employee recognition event Postage - city mailings including AP checks, UPS, etc. Telephone - Telephone service at City Hall Cell Phones - internet access cards for IT and loaner Mi-Fi's Internet Service - Internet access City Wide Records Management - Equipment and/or consultant Facility Repairs & Maintenance - Sidewalk snow removal & de-icer; minor work Page 1 of 3 24,550 12,000 20,500 9,000 2018 Proposed Budget 1,300 600 1,500 6,900 66,050 20,300 15,000 200,000 90,000 1,500 2,500 9,000 1,700 8,500 10,000 5,000 P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 General Fund General Government - Detail 001.090.000 000.518.75.48.01 000.518.85.41.03 000.518.85.48.03 000.518.90.41.01 000.518.90.42.10 000.518.90.45.03 000.518.90.45.07 000.518.90.49.03 000.518.90.49.06 000.548.66.45.05 000.550.00.41.00 000.xxx.xx.xx.xx 000.566.10.41.06 000.514.40.51.01 000.514.90.51.03 000.518.90.44.03 000.553.70.44.03 000.594.18.64.11 000.592.19.82.01 Equipment Repair & Maintenance - Hardware Support - Intrusion protection, Barracuda backup to cloud, servers, vls, firewall, etc IT Support - server maintenance, telephone system, wiring, electrical Software Licenses & Maintenance - Annual maintenance fees Eden - Annual maintenance fees Laserfiche - Annual maintenance fees on misc. other software Merchant Charges (Bankcard Fees) - Dept of Rev - Business Registration fees Network Infrastructure Access - Access to Zayo dark fiber Equipment Rental - Pitney Bowes postage machine meter rental ($355 x 12) Interfund vehicle lease - Replacement on pool van Printing and Binding Miscellaneous Services - Shredding charges, Bike helmets ($3,000), etc. General Operating Leases: Computer - Lease of desk top and lap top PCs used by City staff Economic Development - Spokane Regional Site Selector Outside Agencies - Social Svc. & Econ. Dev. - Awarded through application process Alcohol Treatment: Liquor Profits - Paid to Spokane County per State statute Election Costs - Per ballot issue/per capita allocation by Spokane County Voter Registration - Per capita allocation by Spokane County Taxes and assessments - 12.84% leasehold excise bus benches Spokane Regional Clean Air Agency - Air quality Computer Hardware - Capital - Replace 3 servers - Replace firewalls - switches, routers, domain controllers Interest and Other Debt Service Costs - Bank fees for servicing LTGO debt Page 2 of 3 46,000 12,000 30,000 30,000 30,000 10,000 2018 Proposed Budget 46,400 28,300 88,000 500 5,000 4,260 1,000 600 5,400 60,000 10,000 150,000 25,000 90,000 100,000 7,500 131,000 70,000 600 P:\1. General Governance\Budget\2018 Budget\Finance Dept\GenGov budget worksheets 2018 General Fund General Government - Detail 001.090.000 000.597.20.00.40 000.597.30.00.90 000.597.31.00.10 000.597.50.00.10 000.597.50.00.20 Interfund Transfer LTGO Debt Service - Fund #204 City Hall debt service payment Interfund Transfer to Parks Capital Proj - Parks capital projects Construction - Pavement Preservation - City pavement preservation projects Interfund Transfer Equipment Rental & Replacement - CenterPlace kitchen reserve Interfund Risk Management Payment - City insurance premium transferred to Fund #501 Total Recurring Expenditures Nonrecurring Expenditures 099.594.18.64.11 099.594.18.64.12 Computer Hardware - Capital - Storage for IT network and backups - Replace Auditorium sound system at CenterPlace Computer Software - Capital - licences for server software Total Nonrecurring Expenditures Total General Government Page 3 of 3 60,000 50,000 2018 Proposed Budget 399,508 160,000 962,732 36,600 370,000 3,192,250 110,000 5,000 115,000 3,307,250 001 General Fund 018 Operations & Administrative Services 016 Human Resources Division Employee Count - 2 FTEs Wages/Payroll Taxes/Benefits 016.518.10.10.00 Wages 016.518.10.20.00 Payroll Taxes and Benefits P:\1. General Governance\Budget\2018 Budget\HR Dept\HR budget worksheets 2018 2014 2015 2016 Actual Actual Actual 152,014 56,049 208,063 157,217 59,301 216,518 161,642 64,648 226,290 2017 Budget 166,632 70,724 237,356 2018 Proposed Budget 172,929 72,559 245,488 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 172,929 169,130 164,245 0 (3,799) (8,684) 72,559 70,694 68,549 0 (1,865) (4,010) 245,488 239,824 232,794 0 (5,664) (12,694) Supplies 016.518.10.31.01 Office & Operating Supplies 653 404 216 700 400 400 400 0 0 0 (400) 016.518.10.32.01 Fuel 26 30 18 30 30 0 0 0 (30) (30) (30) 679 434 234 730 430 400 400 400 (30) (30) (430) Other Services & Charges 016.518.10.41.04 Legal 324 2,748 1,467 3,100 3,000 1,400 900 0 (1,600) (2,100) (3,000) 016.518.10.41.05 Professional Services 9,997 9,006 7,521 8,630 8,500 5,550 5,550 5,550 (2,950) (2,950) (2,950) 016.518.10.41.17 Advertising 2,005 1,239 1,158 2,500 1,500 0 0 0 (1,500) (1,500) (1,500) 016.518.10.42.01 Postage 52 75 54 75 75 50 50 50 (25) (25) (25) 016.518.10.42.03 Cell Phones 384 77 0 0 0 0 0 0 0 0 0 016.518.10.43.01 Travel/Mileage 3,528 347 1,451 2,880 2,280 2,280 500 500 0 (1,780) (1,780) 016.518.10.48.02 Copier Maintenance 1,186 903 927 1,186 1,000 1,000 1,000 1,000 0 0 0 016.518.10.49.02 Memberships 669 698 997 965 780 400 400 400 (380) (380) (380) 016.518.10.49.04 Registrations 199 195 249 595 595 400 0 0 (195) (595) (595) 016.518.10.49.06 Miscellaneous Services 0 1,000 0 0 0 0 0 0 0 0 0 016.518.10.49.07 Training 1,626 567 298 2,200 1,000 285 0 0 (715) (1,000) (1,000) 016.518.10.49.13 Employee Health & Wellness 972 1,793 1,588 2,200 1,500 900 900 900 (600) (600) (600) Total Human Resources Division 20,942 18,648 15,710 24,331 20,230 12,265 9,300 8,400 (7,965) (10,930) (11,830) 229,684 235,600 242,234 262,417 266,148 258,153 249,524 241,594 (7,995) (16,624) (24,954) Total budget increase = 1.42% (3.00%) (6.25%) (9.23%) Nonpayroll budget increase = (17.56%) C:\Users\eheath\Desktop\HR detail General Fund Human Resources - Details 001.018.016 016.518.10.10.00 Wages 016.518.10.20.00 Payroll Taxes and Benefits - FICA, medicare, L&I, PERS 016.518.10.31.01 Office & Operating Supplies - File Folders 100 - Labels 40 - Avery labels and dividers 60 - Note Paper 20 - Pens - various types 40 - 3 ring binders 140 - Misc 0 2018 Proposed Budget 172,929 72,559 400 016.518.10.32.01 Fuel 30 016.518.10.41.04 Legal 3,000 - Summit Law 016.518.10.41.05 Professional Services 8,500 - ID Cards 480 - Pre-employment Physicals 2,000 - Drug and Alcohol Testing 350 - Criminal History Checks 1,200 - Navia (HRA) Admin Fee 4,272 - Mobile App Maintentance 198 - Miscellaneous Services 0 016.518.10.41.17 Advertising 1,500 - Employee Recruitment Advertising 016.518.10.42.01 Postage 75 016.518.10.43.01 Travel/Mileage 2,280 - To attend AWC Fall HR Conference 600 - To attend Labor Relations Institute 600 - To attend WCIA Required Board Meeting 400 - To attend AWC Health Academy 580 - To attend AWC Wellness Forum 100 016.518.10.48.02 Copier Maintenance 1,000 016.518.10.49.02 Memberships 780 - Washington Emp. Public Relations Association 200 - Society for Human Resources Management 380 - AWC Drug and Alcohol Consortium 200 016.518.10.49.04 Registrations 595 - AWC Labor Relations Institute 200 - AWC Wellness Summit 195 - AWC WAPELRA Fall Labor Relations Conference 200 Page 1 of 2 C:\Users\eheath\Desktop\HR detail General Fund Human Resources - Details 001.018.016 016.518.10.49.07 Training - Automatic External Defibrillator Training 400 - Online Driver's Training 350 - IndividualizedTraining 250 016.518.10.49.13 Health and Wellness Events - $10 per employee to qualify for WellCity Award 890 Program. Result is an estimated $25,000 savings in health insurance premiums. - Additional Wellness Activities 610 2018 Proposed Budget 1,000 1,500 Total: 266,148 Page 2 of 2 P:\1. General Governance\Budget\2018 Budget\Building and Planning\City Hall O&M budget worksheet 2018 001 General Fund 033 City Hall Operations and Maintenance Employee Count -1 FTE Wages/Payroll Taxes/Benefits 000.518.30.10.00 Wages 000.518.30.10.99 Overtime 000.518.30.20.00 Payroll Taxes and Benefits 2014 2015 2016 Actual Actual Actual 0 0 0 0 0 0 0 0 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 60,804 61,356 61,356 61,356 61,356 0 0 0 0 500 500 500 500 500 0 0 0 0 37,514 38,773 38,773 38,773 38,773 0 0 0 0 98,818 100,629 100,629 100,629 100,629 0 0 0 Supplies 000.518.30.31.01 Office & Operating Supplies 0 0 0 30,000 20,000 20,000 18,000 10,000 0 (2,000) (10,000) 000.518.30.32.01 Fuel 0 0 0 0 0 0 0 0 0 0 0 000.518.30.35.01 Small Tools & Minor Equipment 0 0 0 0 10,000 10,000 10,000 10,000 0 0 0 0 0 0 30,000 30,000 30,000 28,000 20,000 0 (2,000) (10,000) Other Services & Charges 000.518.30.41.05 Professional Services 0 0 0 20,000 20,000 10,000 5,000 2,000 (10,000) (15,000) (18,000) 000.518.30.41.06 Janitorial services 0 0 0 62,000 62,000 62,000 62,000 62,000 0 0 0 000.518.30.43.01 Travel/Mileage 0 0 0 500 500 500 500 500 0 0 0 000.518.30.45.07 lnterfund vehicle lease 0 0 0 500 500 500 500 500 0 0 0 000.518.30.47.01 Electricity 0 0 0 80,000 80,000 80,000 80,000 80,000 0 0 0 000.518.30.47.02 Water 0 0 0 2,400 2,400 2,400 2,400 2,400 0 0 0 000.518.30.47.03 Sewer 0 0 0 2,600 2,600 2,600 2,600 2,600 0 0 0 000.518.30.47.04 Waste Disposal 0 0 0 7,100 7,100 7,100 7,100 7,100 0 0 0 0 0 0 175,100 175,100 165,100 160,100 157,100 (10,000) (15,000) (18,000) 0 0 0 303,918 305,729 295,729 288,729 277,729 (10,000) (17,000) (28,000) Total budget increase = 0.60% (3.27%) (5.56%) (9.16%) Combined nonpayroll increase = 0.00% C:\Users\eheath\Desktop\City Hall O&M detail General Fund City Hall Operations & Maintenance - Detail 001.033.000. 000.518.30.10.00 Wages 000.518.30.10.99 Overtime 000.518.30.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS 000.518.30.31.01 Office & Operating Supplies - Filters 3,000 - Light bulbs 2,000 - Misc. (nuts, bolts, glue, wood) 1,500 - Paint & supplies 2,000 - Electrical supplies 2,200 - Cleaning supplies 2,500 - Paper products & garbage bags 3,800 - Carpet Cleaning 1,500 - Floor waxing 1,500 Small tools and minor equipment - Misc. Equipment 5,400 - Hand tools, extension cords 4,600 001.518.30.35.01 000.518.30.41.05 Professional Services - Elevator maintenance, snow removal, grounds maint., etc. 2018 Proposed Budget 61,356 500 38,773 20,000 10,000 20,000 000.518.30.41.06 Janitorial services 62,000 - Janitorial services contract for new City Hall facility 000.518.30.43.01 Travel / Mileage 500 000.518.30.45.07 Interfund Vehicle Lease 500 000.518.30.47.01 Electricity 80,000 000.518.30.47.02 Water 2,400 000.518.30.47.03 Sewer 2,600 000.518.30.47.04 Waste Disposal 7,100 Total: 305.729 Page 1 of 1 001 General Fund 040 Community and Public Works 041 Engineering Employee Count - 25.625 FTEs General Fund = 12 FTEs Street Fund = 5.725 FTEs Capital Projects = 3.5 FTEs Stormwater Fund = 4.4 FTEs Wages/Pavroll Taxes/Benefits 041.543.10.10.00 Wages 041.543.10.10.99 Overtime 041.543.10.20.00 Payroll Taxes and Benefits 041.558.50.10.00 Wages 041.558.50.10.99 Overtime 041.558.50.20.00 Payroll Taxes and Benefits P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 2014 2015 2016 Actual Actual Actual 2017 Budget 485,574 513,667 475,917 601,884 0 644 684 700 161,523 170,355 183,784 242,498 436,044 453,968 472,366 512,428 6,703 19,427 18,935 7,000 169,509 182,247 198,265 221, 339 1,259,353 1,340,308 1,349,951 1,585,849 2018 Proposed Budget Budget Reduction Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 577,224 540,504 503,784 466,152 (36,720) (73,440) (111,072) 700 700 700 700 0 0 0 249,457 235,385 221,313 208,981 (14,072) (28,144) (40,476) 406,472 406,472 406,472 406,472 0 0 0 7,000 7,000 7,000 7,000 0 0 0 176,286 176,286 176,286 176,286 0 0 0 1,417,139 1,366,347 1,315,555 1,265,591 (50,792) (101,584) (151,548) Supplies 041.543.10.31.01 Office Supplies 5,286 5,957 3,955 6,000 6,000 6,000 6,000 6,000 0 0 0 041.543.10.31.02 Forms 343 0 0 0 0 0 0 0 0 0 0 041.543.10.31.03 Publications 358 72 436 250 300 300 300 300 0 0 0 041.543.10.31.05 Meeting Supplies 54 0 0 0 0 0 0 0 0 0 0 041.543.10.31.06 Safety Equipment 1,103 721 77 1,000 1,000 1,000 1,000 1,000 0 0 0 041.543.10.31.08 Repair & Maintenance Supplies 3 25 186 0 1,500 1,500 1,500 1,500 0 0 0 041.543.10.32.01 Fuel 2,590 1,909 2,499 5,000 5,000 5,000 5,000 5,000 0 0 0 041.543.10.35.01 Small Tools & Minor Equipment 744 2,465 2,056 2,500 2,500 2,500 2,500 2,500 0 0 0 041.558.50.31.01 Office Supplies 495 2,654 1,516 3,000 3,000 3,000 3,000 3,000 0 0 0 041.558.50.31.03 Publications 0 0 0 400 400 400 400 400 0 0 0 041.558.50.31.05 Meeting Supplies 22 0 0 200 200 200 200 200 0 0 0 041.558.50.31.06 Safety Equipment 16 58 11 200 100 100 100 100 0 0 0 041.558.50.31.08 Repair & Maintenance Supplies 0 0 0 0 1,000 1,000 1,000 1,000 041.558.50.32.01 Fuel 4,263 3,479 3,073 5,000 5,000 5,000 5,000 5,000 0 0 0 041.558.50.35.01 Small Tools & Minor Equipment 0 170 1,873 1,000 1,000 1,000 1,000 1,000 0 0 0 15,277 17,510 15,682 24,550 27,000 27,000 27,000 27,000 0 0 0 Other Services & Charges 041.543.10.41.02 Engineering & Architectural 3,769 0 17,990 8,000 8,000 8,000 8,000 8,000 0 0 0 041.543.10.41.03 Spokane County GIS 9,792 10,718 20,914 4,100 7,000 7,000 7,000 7,000 0 0 0 041.543.10.41.05 Merchant Charges (Bank Fees) 0 0 14,059 0 0 0 0 0 0 0 0 041.543.10.41.17 Advertising 123 0 0 0 0 0 0 0 0 0 0 041.543.10.41.18 Legal Notices 1,526 1,284 0 100 100 100 100 100 0 0 0 041.543.10.42.01 Postage 498 418 422 600 600 600 600 600 0 0 0 041.543.10.42.03 Cell Phones 3,914 3,364 5,041 4,200 4,200 4,200 4,200 4,200 0 0 0 041.543.10.43.01 Travel/Mileage 3,474 5,663 3,507 7,000 7,600 7,600 7,600 7,600 0 0 0 041.543.10.45.07 Vehicle Replacement Fund 0 3,900 6,000 6,000 6,000 6,000 6,000 6,000 0 0 0 041.543.10.48.01 Equipment Repair & Maintenance 290 313 695 2,250 1,500 1,500 1,500 1,500 0 0 0 041.543.10.48.02 Copier Maintenance 4,314 3,301 3,950 4,400 4,400 4,400 4,400 4,400 0 0 0 041.543.10.48.03 Software Licenses & Maintenance 13,205 10,772 22,016 14,200 16,200 16,200 16,200 16,200 0 0 0 041.543.10.49.01 Subscriptions 156 40 0 0 0 0 0 0 0 0 0 041.543.10.49.02 Memberships / Professional Licenses 1,238 1,100 1,206 2,500 2,000 2,000 2,000 2,000 0 0 0 041.543.10.49.03 Printing & Binding 0 191 0 0 0 0 0 0 0 0 0 041.543.10.49.04 Registrations 9,391 1,605 6,825 8,450 9,200 9,200 9,200 9,200 0 0 0 041.543.10.49.05 Filing & Recording Fees 30 10 30 0 0 0 0 0 0 0 0 Page 1 of 2 001 General Fund 040 Community and Public Works 041 Engineering Employee Count - 25.625 FTEs General Fund = 12 FTEs Street Fund = 5.725 FTEs Capital Projects = 3.5 FTEs Stormwater Fund = 4.4 FTEs P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 2014 2015 2016 Actual Actual Actual 041.543.10.49.06 Miscellaneous Services 48 041.558.50.41.03 Spokane County GIS 8,095 041.558.50.41.05 Professional Services 24,467 041.558.50.41.18 Legal Notices 0 041.558.50.42.01 Postage 3,419 041.558.50.42.03 Cell Phones 1,836 041.558.50.43.01 Travel/Mileage 3,248 041.558.50.45.07 Interfund Vehicle Lease 0 041.558.50.48.01 Equipment Repair & Maintenance 141 041.558.50.48.02 Copier Maintenance 661 041.558.50.48.03 Software Licenses & Maintenance 8,901 041.558.50.49.02 Memberships / Professional Licenses 636 041.558.50.49.04 Registrations 2,525 041.558.50.49.05 Filing & Recording Fees 10 041.558.50.49.06 Miscellaneous Services 55 105,762 234 16,233 28,815 0 3,205 2,894 36 0 1,109 519 9,940 1,557 1,485 143 0 108,849 78 14,347 18,663 0 3,358 1,620 112 10,500 897 553 9,993 1,137 539 0 0 164,452 2017 Budget 0 2,000 30,000 200 3,400 2,000 3,000 11,000 1,000 1,000 8,500 1,000 4,000 250 0 129,150 2018 Proposed Budget 0 4,400 30,000 200 3,400 1,860 1,700 10,500 1,000 1,000 3,000 1,000 2,800 250 0 127,910 Budget Reduction Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 0 4,400 30,000 200 3,400 1,860 1,700 10,500 1,000 1,000 3,000 1,000 2,800 250 0 127,910 6% Reduction 0 4,400 30,000 200 3,400 1,860 1,700 10,500 1,000 1,000 3,000 1,000 2,800 250 0 9% Reduction 0 4,400 30,000 200 3,400 1,860 1,700 10,500 1,000 1,000 3,000 1,000 2,800 250 0 127,910 127,910 3% 6% 9% Reduction Reduction Reduction 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O 0 0 Total Recurring Expenditures 1,380,392 1,466,667 1,530,085 1,739,549 1,572,049 1,521,257 1,470,465 1,420,501 (50,792) (101,584) (151,548) Total budget increase = (9.63%) (3.23%) (6.46%) (9.64%) Combined nonpayroll increase= 0.79% Nonrecurring Items 099.543.10.31.01 Nonrecurring Supplies (Autocad license: 9,540 0 0 0 0 0 0 0 0 0 0 158.558.60.41.05 Professional Services 2,032 0 0 0 0 0 0 0 0 0 0 055.595.61.63.00 Capital Construction 0 10,600 0 0 0 0 0 0 0 0 0 Total Nonrecurring 11,572 10,600 0 0 0 0 0 0 0 0 0 Total City Engineer 1,391,964 1,477,267 1,530,085 1,739,549 1,572,049 1,521,257 1,470,465 1,420,501 (50,792) (101,584) (151,548) 041.543.10 = Street Engineering Proposed 2017 Amended Amount 041.558.50 = Development Engineering This is a new Division that was created during the City's reorganization effective April 1, 2017. New account numbers will be created with the 2018 Budget development process; however, the history being shown in the worksheet above is accounted for in the prior account numbers. New account numbers for this Division will all begin with 001.040.041, and the prior account numbers all begin with 001.032.000 or 001.058.055. We will continue to show the history for the prior account numbers until we have three years of actual activity under the new account numbers. Page 2 of 2 P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 General Fund Community and Public Works Engineering - Detail 001.040.041. 041.543.1010.00 Wages 041.543.10.10.99 Overtime 041.543.10.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS 041.558.50.10.00 Wages 041.543.10.31.01 Overtime 041.558.50.20.00 Payroll Taxes and Benefits 041.543.10.31.01 Office Supplies - standard office supplies 2018 Proposed Budget 577,224 700 249,457 406,472 7,000 176,286 6,000 041.543.10.31.03 Publications 300 - Misc. Public Notices - A recent example includes Sullivan Bridge Weight Restriction Notices. 041.543.10.31.06 Safety Equpiment 1,000 - This includes all safety supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. 041.543.10.31.08 Repair & Maitenance 1,500 - Fleet repairs 041.543.10.32.01 Fuel 5,000 - Fuel for 4.5 vehicles 041.543.10.35.01 Small Tools & Minor Equipment 2,500 - This includes tape measures, surveying equipment, levels, and other misc. devices that would be used to inspect contractors' work. 041.558.50.31.01 Office Supplies 3,000 - standard office supplies 04.558.50.31.03 Publications 400 - AASHTO Standards 041.558.50.31.05 Meeting Supplies 200 - Developer's Forums 041.558.50.31.06 Safety Equipment 100 - Hard hats, vests, caution tape, paint 041.558.50.31.08 Repair & Maintenance Supplies 1,000 - Fleet repairs 041.558.50.35.01 Fuel 5,000 - 2.0 vehicles 1 ROW inspector and 1 Construction Inspector Page 1 of 4 P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 General Fund Community and Public Works Engineering - Detail 001.040.041. 041.558.50.35.01 041.543.10.41.02 041.543.10.41.03 041.543.10.41.18 041.543.10.42.01 041.543.10.42.03 041.543.10.43.01 041.543.10.45.07 041.543.10.48.01 041.543.10.48.02 041.543.10.48.03 Small Tools & Minor Equipment - Tape measures, extra long levels, staplers (construction grade for notices), GPS unit (shared) Engineering & Architectural - Pre -design work / Project not assigned Spokane County GIS - GIS services 300 - ESRI Licenses (County) 4,400 - Pictometry Tiles 2,300 Legal Notices - Misc. Public Notices - A recent example includes Sullivan Bridge Weight Restriction Notices. Postage - Covers all required and necessary mailed correspondence Cell Phones - 6 Phones - 3 1pads or Surface Pro's - Cell Phone Reimbursement $135 per quarter- City Eng Travel/Mileage - Car Rental ($150 x 4) - Flights ($350 x 4) - Lodging & Meals ($275 x 4 x 3) (avg/ 2 nights away) - Misc training / travel expenses - NORFMA Floodplain conference - GIS Training Vehicle Replacement Fund Equipment Repair & Maintenance - Fleet Repairs Copier Maintenance - Upkeep on copier/Plotter, 3 year averages Software Licenses & Maintenance - Culvert, Flow Master, Pond Pack Support Renewal - Autoturn map - AutoCad: (8) - Equipment Watch - Webbased Equip Rental Blue Book - FEMA floodplain software upgrade- FLO 2D - Online search for county easements - Support Renewals . Page 2 of 4 2,200 1,440 540 600 1,400 3,300 1,000 600 700 600 800 7,500 3,600 2,000 100 1,600 2018 Proposed Budget 1,000 8,000 7,000 100 600 4,200 7,600 6,000 1,500 4,400 16,200 P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 General Fund Community and Public Works Engineering - Detail 001.040.041. 041.543.10.49.01 041.543.10.49.04 041.558.50.41.03 041.558.50.41.05 041.558.50.41.18 041.558.50.42.01 041.558.50.42.03 041.558.50.43.01 041.558.50.45.07 041.558.50.48.01 Memebership & Professional Licenses - Professional Engineer (4 X $120) - American Public Works Association (2 x $209) - Association of State Floodplain Managers (ASFPM) - (NORFMA) - Inland NW Partners Association - City Eng Registrations - Class Registration, Webinar fees & Training - WSDOT, Rd & St Conference - Pacificad - NORFMA Floodplain conference - GIS Training - Solid Waste Training(CPG - 75%) Spokane Couty GIS - ESRI Licenses (County) - Pictometry Tiles Professional Services - Survey Contract Legal Notices - Legal notices are required for Development Engineering requirements, drainage easements, ROW easements Postage - Covers all required and necessary mailed correspondence - public meeting mailings - has been charged to another division Cell Phones - 2 Phones - 36.38 ea/Month - 2 (pads or Surface Pro's - 40.01 each / month Travel/ Mileage - Traffic Control - Stormwater - Detention Pond Design - Construction Inspection Training - Principals of Hot Mix Asphalt - Communications Training - Concrete Pavement Inspection - Traffic Engineering Training - Project Inspection mileage - General meeting mileage Interfund Vehicle Lease 480 265 100 200 30 925 2,800 1,700 3,200 400 800 300 2,850 1,550 900 960 400 100 500 150 150 150 100 100 50 2018 Proposed Budget 2,000 9,200 4,400 30,000 200 3,400 1,860 1,700 10,500 Equipment Repair & Maintenance 1,000 - Fleet repairs Page 3 of 4 P:\1. General Governance\Budget\2018 Budget\City Engineer\City Engineer budget worksheet 2018 General Fund Community and Public Works Engineering - Detail 001.040.041. 041.558.50.48.02 041.558.50.48.03 041.558.50.49.02 041.558.50.49.04 041.558.50.49.05 Copier Maintenance - Upkeep on copier/Plotter, 3 year averages Software Licenses & Maintenance - Autocad Membership/ Professional Licenses - Members of American Society of Civil Engineers (ASCE) - RoadBuilders Association - Various Registrations - Traffic Control - Stormwater - Detention Pond Design - Construction Inspection Training - Principals of Hot Mix Asphalt - Communications Training - Concrete Pavement Inspection - Flagger Training - Misc Local Training Filling & Recording Fees - Filing & recording fees are the fees charged by Spokane County to record easements and requirements for Development Engineering 3,000 600 100 300 500 500 500 400 150 400 50 300 2018 Proposed Budget 1,000 3,000 1,000 2,800 250 Total: 1.572.049 Page 4 of 4 0 E.; N Q Ln 0 O U N Q ksheet 2018 P:\1. General Governance\Budget\2018 Budget\Economic Development\Economic Development budget 0 0 0 0 U p N U 0 ca O 0 SE a E O 0 CC o 1-r) 0 CO • N 0 00 0 O) 0 0 E O 0 J O 0 a 07 co O cv 0 O O 0 CC 0 O 0 0 0 CM -0 0 CC O 0 07 CO O 0 rn 0 CC O 0 O C M 0 CC E co 8 a E (2-2 N O m r o E-0 N m o0)00N- LO LO O 0) 00) 00 O LO LO O O 0) o 0) O O LO O 0) v O 0 C0 0 - 0) ✓ 0) V O 0 C0 0 - 0) ✓ 0) V O 0 C0 0 - 0) ✓ 0) V O o 0 mm O co- .- 0) h- O O O O m OM co- M 0) N m O O M O M O cv- ✓ r 0)OOrO 0) 0) H- 0 0 0 0 0 0 O N O N O N 10 O r 0 Cr V O 0O V O 0 0) 0 M Cr 0 N CO CO 0) 0 M 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o o 0 0 cr M CO LO 0 LO 00000 0 0 0 0 V M CO LO 0 LO o o 0 0 cr M CO LO 0 LO 00000 o o 0 0 v M CO LO 0 LO 000 00 00 00 0 0 0 000 0)0000= r o) 000000 000000 © 0 0 0 0 0 0 0 0 0 0 r 0 0 0 0 0 0 0 0 0 O © 0 0 0 0 0 0 0 00 O 0 0 0 0 0 0 n o 0 O O O 0 0 V N COMr C=M V 0 0 0 0 0 0 0 0 0 000 ©©0© O O O O O V N CO M0 Lo Lo c0 = M V 0 0 o O o o n 0 0 000 0 0 V N CO M V Ln CM S M V Avco 0 0 0 0 0 0 0 0 0 000 ooLOoo 000 O O V N CO M O Ln CM S M V - o 0000000 0 0 0 0 0 0 0 0 000 LO 00 CO - o L0 V c- W O L� ✓ 0) CO c- CO M M V 0 0 0 0 co0 0 O 0) M LO 0) N 000000000 1 C • V NE C L w = = Q 0 O 0 O C LL y m N E j C o a u M C m = s 0 Q g d ▪ O m 0 0 U> o5 L C -O N• N O tw 0 R • 0 N fn O N _ Q'S j U t/1 p) N t/1 t/1 7 z. 0 O) (1)'5., 0 Q W w E o () O C Q C y xC O°N C a O L O — w d o- o O o 0 0 2 0 0 0-_ 2 Q �.' W'''3, 2))2,0- o w T> 0 w '00. cE - 9 E a ° o.y ° 0 9 o a0) ( 0 W W ��- 0 a O a� W O 0 m 0 O J E- W W� CC w E R L 0 N 0=0)0= =Mo=m .8oXrCO=MN yr 0 0 0) 0 0 0 0 0 0 0 )n 0 0== 0 0 0 0 0 0 0 0 0 0 LO N W (0 0) 0) 0) N N M M M M V V .1-.1-.1-.1-.1-.1m R 0 0 0 0 0 00000 > 0 0 0 0 0 0 0 0 0 a r r r r r r r r r r y r r r r r r r r r co co co co co wco 0000 Ncococococococococo Lp Lp Lp Lp Lp Lp Lp Lp Lp Lp o o o o o LO LO LO LO 4) LO LO LO LO LO LO LO LO LO LO W Lo Ln Ln Ln Ln Ln LO LO LO ,-ON o N N N N N N N N N N L N N N N N N N N N 0.7 V -1—V V V0.1-1- V V V V V V V V V V V V 000 00000 (000000 0000000000 0 0 0 0 V 0 0 O 0 r 0 O UDr r N 0 CO 0 CO 0) 0 COCO 0 Total CD Economic Develop Division I II 0 0 U U Proposed 2017 Amended Amount � C O O0 0 • W O g a O L 5 C O- a C 0 • O Q V 0 p N O N N 0 a • o • o y O O a L 0 m � C CO C T E .9) (No,N =Fro a o o w w 9 Y 0 0 0 w 9 C = C C C 0 0 C p O (06 0 0 • o E CZ) z C rC ON L.`2) O • O 0 Q C O (>) • O 0 0 .E E co O O O N Q T C 0 Y O C L C O L• O • 0 O • w to 00 O O no_ C Y C 28 O 0 . a 60 0 4) L 1 Y N • 0 O 0 • 0 O O .E O Y C O 9 C T � O +02 .(1).(L)2 L H Y C P:\1. General Governance\Budget\2018 Budget\Economic Development\Economic Development budget worksheet 2018 General Fund Community and Public Works Economic Development Division 001.040.042 042.558.70.10.00 Wages 042.558.70.10.01 Intern - Wages 042.558.70.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS 042.558.70.20.01 Intern - Payroll Taxes and Benefits 042.558.70.31.01 Office & Operating Supplies - Copy costs and materials for brochures 300 2018 Proposed Budget 450,114 11,659 196,928 957 300 042.558.70.31.03 Publications 600 - American Society Civil Engineers 150 - Economic Development solutions publications 450 042.558.70.31.05 Meeting Supplies 500 - Regional Partner meetings 250 - Business community meetings 250 042.558.70.35.01 Small Tools & Minor Equipment 1,000 - Small Tools & Minor Equipment 042.558.70.42.03 Cell Phones 540 042.558.70.41.05 Professional Services 18,000 - Special Council for Economic Development services 18000 042.558.70.41.0X Contracted Economic Development 43,000 042.558.70.41.17 City Economic Development 200,000 Implementation of our strategic marketing plan includes _ website content development and support for the economic development website and development of targeted marketing materials for industry recruitment. 200000 042.558.70.43.01 Travel/Mileage _ Washington State Dept of Commerce Economic Development seminars 1100 International Council of Shopping Centers (ICSC) conference 900 - Inland Empire APA regional conference 1100 - International Economic Development Council (IEDC) 700 - GSI, Visit Spokane and other regional partner meetings 700 - Gas $300 + Hotel $200 + $100 Food 600 5,100 042.558.70.48.03 Software Licenses & Maintenance 13,000 - eCivis, COSTAR, & Adobe Suite 042.558.70.49.02 Subscriptions 1,050 - National Association of Development Organization 200 - Strong Towns 300 - Congress of New Urbanism 200 - International Council of Shopping Centers 300 - Spokesman Review - Online 50 Page 1 of 2 P:\1. General Governance\Budget\2018 Budget\Economic Development\Economic Development budget worksheet 2018 General Fund Community and Public Works Economic Development Division 001.040.042 042.558.70.49.04 Memberships - American Association of Civil Engineers (ASCE) 400 - International Economic Development Council (IEDC) 500 - American Planning Association 800 Washington Economic Development Association (WEDA) 800 - International Council of Shopping Centers (ICSC) 400 - 3CMA 500 042.558.70.49.07 Registrations _ Washington State Dept of Commerce Economic Development seminars 900 International Council of Shopping Centers (ICSC) conference 700 - International Economic Development Council (IEDC) 700 - Inland Northwest Partners 500 - GSI, Visit Spokane and other regional partner meetings 1000 - 3CMA 400 2018 Proposed Budget 3,400 4,200 Total: 950,348 Page 2 of 2 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count -19 FTEs P:\1. General Governance\Budget\2018 Budget \Building and Planning\Building and Planning budget worksheet 2018 2014 Actual 2015 Actual 2016 Actual 2017 Budget WageslPavroll Taxes/Benefits 043.524.60.10.00 Wages 0 0 72,803 70,488 043.524.60.10.99 Overtime 0 0 6,281 0 043.524.60.20.00 Payroll Taxes and Benefits 0 56 30,941 30,341 043.558.50.10.00 Wages 770,332 796,243 831,395 ii 884,500 043.558.50.10.99 Overtime 333 0 227 0 043.558.50.20.00 Payroll Taxes and Benefits 327,896 329,863 352,808 pp 385,405 043.558.60.10.00 Wages 653,420 501,560 438,173 422,732 043.558.60.10.99 Overtime 6,944 9,385 2,500 5,000 043.558.60.20.00 Payroll Taxes and Benefits 233,375 186,052 165,700 171747 1,992,300 1,823,159 1,900,828 1, 970, 213 2018 Proposed Budget 73,296 0 33,930 957,372 5,000 467,356 247,342 0 94,768 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 73,296 73,296 73,296 0 0 0 0 0 0 0 0 0 33,930 33,930 33,930 0 0 0 938,166 918,960 881,790 (19,206) (38,412) (75,582) 5,000 5,000 5,000 0 0 0 459,651 451,945 435,495 (7,706) (15,411) (31,861) 207,443 167,544 167,544 (39,899) (79,798) (79,798) 0 0 0 0 0 0 82123 69477 69477 (12,646) (25,291) (25,291) 1,879,064 1 799 608 1 720 152 1 666 532 (79,456) (158,912) (212,532) Supplies 043.524.60.31.01 Office & Operating Supplies 40 4 0 0 0 0 0 0 0 0 0 043.524.60.31.06 Safety Equipment 8 12 4 0 500 500 500 500 0 0 0 043.524.60.31.08 Repair & Maintenance Supplies 0 0 0 0 4,500 4,500 4,500 4,500 0 0 0 043.524.60.32.01 Fuel 1,574 775 869 4,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.35.01 Small Tools & Minor Equipment 121 53 532 500 500 500 500 500 0 0 0 043.558.50.31.01 Office & Operating Supplies 5,434 2,438 397 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.50.31.02 Forms 0 0 541 1,000 600 600 600 600 0 0 0 043.558.50.31.03 Publications 2,067 81 7,602 9,000 9,000 9,000 9,000 9,000 0 0 0 043.558.50.31.06 Safety Equipment 39 79 147 200 1,200 1,200 1,200 1,200 0 0 0 043.558.50.31.08 Repair & Maintenance Supplies 74 0 20 0 6,000 6,000 6,000 6,000 0 0 0 043.558.50.32.01 Fuel 5,264 4,116 4,273 12,000 5,000 5,000 5,000 5,000 0 0 0 043.558.50.35.01 Small Tools & Minor Equipment 1,318 516 5,524 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.60.31.01 Office Supplies 3,284 3,447 4,350 4,700 4,700 4,700 4,700 4,700 0 0 0 043.558.60.31.02 Forms 40 0 0 0 0 0 0 0 0 0 0 043.558.60.31.03 Publications 355 23 0 600 600 600 600 600 0 0 0 043.558.60.31.05 Meeting Supplies 372 362 227 1,400 1,400 1,400 1,400 1,400 0 0 0 043.558.60.31.06 Safety Equipment 0 0 0 150 150 150 150 150 0 0 0 043.558.60.35.01 Small Tools & Minor Equipment 854 1,573 1,408 3 000 2,000 2,000 2,000 2,000 0 0 0 20,844 13,479 25,894 42550 43,150 43150 43150 43150 0 0 0 Other Services & Charges 043.524.60.42.03 Cell Phones 1,138 1,036 984 2,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.43.01 Travel/Mileage 899 1,101 1,469 1,000 2,000 2,000 2,000 2,000 0 0 0 043.524.60.48.01 Equipment Repair and Maintenance 1,533 326 65 3,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.49.02 Memberships 110 90 40 200 200 200 200 200 0 0 0 043.524.60.49.04 Registrations 225 255 265 700 700 700 700 700 0 0 0 043.524.60.49.08 Code Enforcement Abatement 29,023 5,132 3,265 10,000 10,000 10,000 10,000 10,000 0 0 0 043.558.50.41.01 Credit Card & Bankcard Fees 18,770 17,846 30,336 16,000 16,000 16,000 16,000 16,000 0 0 0 043.558.50.41.03 Spokane County GIS 1,680 1,782 1,261 2,000 2,000 2,000 2,000 2,000 0 0 0 043.558.50.41.05 Professional Services 4,800 5,419 781 3,500 3,500 3,500 3,500 3,500 0 0 0 043.558.50.42.01 Postage 305 277 425 1,000 1,000 1,000 1,000 1,000 0 0 0 043.558.50.42.03 Cell Phones 4,539 5,286 5,428 5,800 5,800 5,800 5,800 5,800 0 0 0 043.558.50.43.01 Travel/Mileage 4,346 2,078 2,098 2,800 4,800 4,800 4,800 4,800 0 0 0 043.558.50.45.03 Equipment Rental 0 64 0 0 0 0 0 0 0 0 0 043.558.50.45.07 Interfund Vehicle Lease 8,400 8,400 5,500 8,000 8,000 8,000 8,000 8,000 0 0 0 043.558.50.48.01 Equipment Repair & Maintenance 3,037 2,328 1,503 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.50.48.02 Copier Maintenance 5,449 6,015 5,673 6,000 6,000 6,000 6,000 6,000 0 0 0 043.558.50.48.03 Software Licenses & Maintenance 9,908 7,887 7,483 9,500 17,000 17,000 17,000 17,000 0 0 0 Page 1 of 2 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count -19 FTEs P:\1. General Governance\Budget\2018 Budget \Building and Planning\Building and Planning budget worksheet 2018 2014 Actual 2015 Actual 2016 Actual 043.558.50.49.01 Subscriptions 99 043.558.50.49.02 Memberships 604 043.558.50.49.04 Registrations 2,475 043.558.50.49.05 Filing & Recording Fees 1,046 043.558.50.49.06 Miscellaneous Services 0 043.558.60.41.01 Merchant Charges (Bank Fees) 51 043.558.60.41.03 Spokane County GIS 112,453 043.558.60.41.05 Professional Services 22,129 043.558.60.41.17 Advertising 0 043.558.60.41.18 Legal Notices 9,623 043.558.60.42.01 Postage 5 043.558.60.42.03 Cell Phones 0 043.558.60.43.01 Travel/Mileage 2,283 043.558.60.48.01 Equipment Repair and Maintenance 0 043.558.60.48.02 Copier Maintenance 1,322 043.558.60.48.03 Software Licenses & Maintenance 15,210 043.558.60.49.01 Subscriptions 100 043.558.60.49.02 Memberships 5,592 043.558.60.49.03 Printing & Binding 0 043.558.60.49.04 Registrations 3,378 043.558.60.49.05 Filing & Recording Fees 10,335 Intergovernmental Services 043.558.60.51.01 Spokane County Contracts (HEX) Total Building and Planning Proposed 2017 Amended Amount 043.524.60 = Code Enforcement 043.558.50 = Building 043.558.60 = Planning 280,867 99 1,012 1,289 0 330 21 109,893 23,452 1,593 8,047 183 480 528 714 1,038 15,366 120 3,954 0 1,733 6,151 241,325 99 752 2,700 0 613 0 95,505 49,865 0 11,852 16 736 616 0 1,106 20,195 0 2,917 0 3,476 8,655 265,679 2017 Budget 100 700 1,500 0 1,500 0 121,000 40,000 0 8,000 100 600 6,000 0 3,000 22,000 400 2,700 500 4,300 6 000 292.900 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 100 100 100 100 0 0 0 1,600 1,600 1,600 1,600 0 0 0 2,800 2,800 2,800 2,800 0 0 0 0 0 0 0 0 0 0 1,500 1,500 1,500 1,500 0 0 0 0 0 0 0 0 0 0 141,000 141,000 141,000 141,000 0 0 0 40,000 40,000 40,000 40,000 0 0 0 0 0 0 0 0 0 0 8,000 8,000 8,000 8,000 0 0 0 5,000 5,000 5,000 5,000 0 0 0 0 0 0 0 0 0 0 3,000 3,000 3,000 3,000 0 0 0 0 0 0 0 0 0 0 3,000 3,000 3,000 3,000 0 0 0 20,000 20,000 20,000 20,000 0 0 0 400 400 400 400 0 0 0 2,100 2,100 2,100 2,100 0 0 0 500 500 500 500 0 0 0 2,000 2,000 2,000 2,000 0 0 0 6,000 6 000 6 000 6 000 0 0 0 319,000 319 000 319 000 319 000 0 0 0 17,030 12,639 21,662 20 000 20,000 20,000 20,000 20,000 0 0 0 17,030 12,639 21,662 20,000 20,000 20,000 20,000 20,000 0 0 0 2.311.041 2.090.602 2.214.063 2.325.663 2.261.214 2.181.758 2.102.302 2.048.682 (79.456) (158.912) (212.532) Total budget increase = (2.77%) (3.51%) (7.03%) (9.40%) Combined nonpayroll increase = 7.51% This is a new Division that was created during the City's reorganization effective April 1, 2017. New account numbers will be created with the 2018 Budget development process; however, the history being shown in the worksheet above is accounted for in the prior account numbers. New account numbers for this Division will all begin with 001.040.043, and the prior account numbers all begin with 001.058.050/056/057. We will continue to show the history for the prior account numbers until we have three years of actual activity under the new account numbers. History for 001.058.050 and 001.058.056 are combined under 001.040.043.558.60 above. Page 2 of 2 General Fund Community and Public Works Building and Planning Division 001.040.043 043.524.60.10.00 043.524.60.20.00 043.558.50.10.00 043.558.50.10.99 043.558.50.20.00 043.558.60.10.00 043.558.60.20.00 043.524.60.31.06 043.524.60.31.08 043.524.60.32.01 043.524.60.35.01 043.558.50.31.01 Wages - 1) Code Enforcement Officer Payroll Taxes and Benefits Wages - 1) Building Official, 1) Asst. Building Offical, 1) Sr. Plans Examiner, 1) Plans Examiner, 1) Permit Center Coordinator, 1) Administrative Assistant, 1) Planner, 1) Engineering Technician, 2) Permit Facilitators, 3) Building Inspectors, 2) Office Assistants Overtime - Planning Commission Meetings Payroll Taxes and Benefits Wages - 1) Sr. Planner, 2) Planners Payroll Taxes and Benefits Safety Equipment - safety equipment for Code Enforcement Officer: safety vest, hard hat, safety glasses, breathing equipment Repair & Maintenance Supplies - Parts which will be by City employees, mainly in the purchased to repair and maintain the Code Enforcement officer's truck While being maintained by the PW maintenance shop. Fuel - Code Enforcement Truck Small Tools & Minor Equipment - Allows for the purchase and replacement tools such as: camera, staplers, hammer, chair, labeler, Office & Operating Supplies - Pens, pencils, notebooks, file folders, classifications folders, labels, calendars, large envelopes, batteries, post cards, posting backing boards, stakes for posting, post -it -notes, zip ties, staples, tape, batteries, highlighters, binder clips, steno pads, phone message pads, notebook dividers, markers, desk cleaner, hand sanitizer, colored paper, flip charts 2018 Proposed Budget 73,296 33,930 957,372 5,000 467,356 247,342 94,768 500 4,500 1,000 500 3,000 043.558.50.31.02 Forms 600 - inspection tags, target dated forms. 043.558.50.31.03 Publications 9,000 - Code books and update publications for 10 employees 043.558.50.31.06 Safety Equipment - safety vests, safety glasses, hard hats, flashlights, safety kits for the vehicles, yellow caution tape, dust masks, water jugs for vehicles 043.558.50.31.08 Repair & Maintenance Supplies - Parts which will be purchased by City employees, mainly in the repair and maintinance of three Building Inspector's vehicles, two CPW pool vehicles, while being maintained by the CPW maintenance shop. 043.558.50.32.01 Fuel - Fuel for three building inspectors vehicles, two pool vehicles 043.558.50.35.01 Small Tools & Minor Equipment - chairs, stand-up desks, labelers, scanners, tape measures, staplers 043.558.60.31.01 Office Supplies - Pens, pencils, notebooks, file folders, classifications folders, labels, calendars, large envelopes, batteries, post cards, posting backing boards, stakes for posting, post -it -notes, zip ties, staples, tape, batteries, highlighters, binder clips, steno pads, phone message pads, notebook dividers, markers, desk cleaner, hand sanitizer, colored paper, flip charts 1,200 6,000 5,000 3,000 4,700 043.558.60.31.03 Publications 600 - New Urban News 200 - Spokane County Real Estate Forum 100 - Planning Review 300 043.558.60.31.05 Meeting Supplies 1,400 - Planning Commission Meetings 500 - Develover Forums 900 043.558.60.31.06 Safety Equipment 150 - hard hats, safety vests, 043.558.60.35.01 Small Tools & Minor Equipment 2,000 - Chairs, Stand-up desks, staplers, desk scanners, label printers 043.524.60.42.03 Cell Phones 1,000 - Cell phone and wi-fi charges for Code Enforcement Officer 043.524.60.43.01 Travel/Mileage 2,000 - Code Enforcement Officers Semi-annual meeting 2 @ $1000 2,000 043.524.60.48.01 Equipment Repair and Maintenance - Repairs to the Code Enforcement officer's vehicle which must be taken to an outside repair facility 043.524.60.49.02 Memberships - Washington State Code Enforcement Officers Association - Washington State Fire Marshalls Association 125 75 1,000 200 043.524.60.49.04 043.524.60.49.08 043.558.50.41.01 043.558.50.41.03 043.558.50.41.05 043.558.50.42.01 043.558.50.42.03 043.558.50.43.01 043.558.50.45.07 043.558.50.48.01 043.558.50.48.02 043.558.50.48.03 Registrations - Code Enforcement Officers Semi-annual meeting Code Enforcement Abatement - this amount could possibly cover 1 abatement per year. Credit Card & Bankcard Fees - Credit card fees charged by banks - cannot calculate the amount, varies by bank, by card, by charge, by bank holder state. Finance has not charged the CC fees however have said they will be doing so. Spokane County GIS - GIS Services and other contracted services with Spokane County. The majority of the charges of this contract has been moved to the planning line item. Professional Services - Some projects require professional expertise that we do not have on staff. Among these services we could need outside review by professionals such as engineers, architects, industrial hygienists or other specialty professionals for projects proposing complex structural systems; or large important buildings like assemblies and hospitals; or alternate construction materials. Postage - Covers all required and necessary mailed correspondence, certified mail Cell Phones - 6 cell phones and tablets wife connections Travel/Mileage - WABO- four in-state technical/professional meetings; one person each meeting, two-day meeting - Planner to APA Conference - WSAPT Meetings- two in-state technical/professional meetings; one person each meeting; one -day meeting - Inland Empire APA conference - Certifications- one per year - Certification Renewals -one per year - AICP Certification Interfund Vehicle Lease Equipment Repair & Maintenance - Repairs to the Building Inspector's and pool vehicles which must be taken to an outside repair facility Copier Maintenance - actual charges to repair copier, plotters, desk printers Software Licenses & Maintenance - Adobe license - SMARTGov 1,600 400 800 400 800 450 350 2,000 15,000 700 10,000 16,000 2,000 3,500 1,000 5,800 4,800 8,000 3,000 6,000 17,000 043.558.50.49.01 Subscriptions - Planning Law Review 043.558.50.49.02 Memberships - International Code Conference (ICC) governmental 200 membership - APA memberships- planners 300 - NORFMA 200 - ASFPM 300 - Inland Empire Chapter, ICC- five individual memberships 210 - Washington Association of Building Officials governmental 40 membership - Washington Association of Permit Technicians three 50 individual memberships - Certification Renewals -one per year 300 043.558.50.49.04 Registrations - WABO- four in-state technical/professional meetings; one 1,000 person each meeting, two-day meeting - Inland Empire APA conference eng tech 200 - AICP Certification 500 - NORFMA Conference 500 - State Building Code Council meetings- four -eight per year 300 state code development; one -day meeting; no travel or meal - Planner attend APA Conference 300 100 1,600 2,800 043.558.50.49.06 Miscellaneous Services 1,500 - rug service for Permit Center, shreading services 043.558.60.41.03 Spokane County GIS 141,000 - GIS Services and other contracted services with Spokane County. The majority of the charges of this contract has been moved to the planning line item. 043.558.60.41.05 Professional Services 40,000 - Special Council for planning services 043.558.60.41.18 Legal Notices 8,000 - The City has a statutory requirment to notice certain land actions, public hearings, and other city actions and meetings 043.558.60.42.01 Postage 5,000 - Postage for department mailings 043.558.60.43.01 Travel/Mileage 3,000 - State APA Conference 500 - Inland Empire APA conference 800 - Shoreline Conference 200 - WA State Planning Managers Conference 300 - Spokane River Forum 200 - Misc travel for PTAC, SCEO, Site Selector and other local 1,000 043.558.60.48.02 Copier Maintenance 3,000 - actual charges to repair copier, plotters, desk printers 043.558.60.48.03 Software Licenses & Maintenance 20,000 - SMARTGov 15,000 - Adobe License 2,500 - Sign Calculator 2,500 043.558.60.49.01 Subscriptions 400 - Planning Law Review 043.558.60.49.02 Memberships 2,100 - American Planning Association/AICP x 3 1,100 - Planning Association of Washington 500 - APA = planning commission 500 043.558.60.49.03 Printing & Binding 500 - printing informational brouchures and flyers 043.558.60.49.04 Registrations 2,000 - Inland Empire Section - APA x 3 500 - State American Planning Association Conference 500 - Shoreline Conference 200 - Spokane River Forum 300 - APA Certification credits - seminars 500 043.558.60.49.05 Filing & Recording Fees - Filing & recording fees are the fees charged by Spokane County to record such things as final short plats, long plats and binding site plans. This is a revenue/expenditure neutral item given the applicant is responsible for the recording fees, which are paid to the City to cover all of the costs associated with filing or recording 6,000 043.558.60.51.01 Spokane County Contracts (HEX) 20,000 - Hearing Examiner Contract Total: 2,261,214 001 General Fund 076 Parks & Recreation 000 Admin Division Employee Count - 2 FTEs Wages/Payroll Taxes/Benefits 000.576.80.10.00 Wages 000.576.80.10.01 Temp/Seasonal - Wages 000.576.80.10.99 Overtime 000.576.80.20.00 Payroll Taxes and Benefits 000.576.80.20.01 Temp/Seasonal - PR Tax & Benefits Supplies 000.576.80.31.01 000.576.80.31.06 000.576.80.31.07 000.576.80.31.08 000.576.80.32.01 000.576.80.35.01 Office & Operating Supplies Safety Equipment Clothing & Uniforms Repair & Maintenance Supplies Fuel Small Tools & Minor Equipment Other Services & Charges 000.576.80.41.03 Spokane County GIS 000.576.80.41.05 Professional Services 000.576.80.41.17 Advertising 000.576.80.41.18 Legal Notices 000.576.80.42.01 Postage 000.576.80.42.02 Telephone Services 000.576.80.43.01 Travel/Mileage 000.576.80.44.03 Taxes and Assessments 000.576.80.45.07 Interfund vehicle lease 000.576.80.48.01 Equipment Repair & Maintenance 000.576.80.48.02 Copier Maintenance 000.576.80.48.03 Software Licenses and Maint 000.576.80.49.01 Subscriptions 000.576.80.49.02 Memberships 000.576.80.49.03 Printing & Binding 000.576.80.49.04 Conference Registrations 000.576.80.49.06 Miscellaneous Services Total Recurring P&R Admin Division P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 2014 2015 2016 Actual Actual Actual 166,793 4,370 215 52,570 327 224,275 172,536 4,184 282 53,086 306 230,394 176,976 4,121 404 50,752 636 232,889 466 23 51 138 1,815 0 2,493 357 35 51 159 1,686 400 2,688 1,071 161 0 168 1,537 321 3,258 840 2,500 0 45 479 532 2,222 10,627 7,000 1,131 1,375 0 203 780 60 573 0 28,367 840 335 400 381 518 554 1,231 10,532 7,000 3,431 1,344 0 203 1,040 0 624 0 28,433 633 2,739 543 0 477 593 1,432 10,117 1,500 247 1,421 0 239 1,165 911 738 48 22,803 2017 Budget 181,248 0 54,227 939 243,514 1,000 0 150 1,000 2,000 3,250 7,400 1,500 10,000 0 500 500 600 2,750 11,000 6,000 0 1,500 1,000 200 800 1,000 1,300 500 39,150 255,135 261,515 258,950 290,064 2018 Proposed Budget 187,276 7,287 0 56,536 609 251,708 1,000 0 150 1,000 2,000 2,500 6,650 1,000 10,000 0 500 500 600 2,750 11,500 6,000 0 1,500 1,000 200 1,000 1,000 1,300 500 39,350 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 187,276 7,287 0 56,536 609 251,708 1,000 0 150 1,000 2,000 2,500 6,650 1,000 10,000 0 500 500 600 2,750 11,500 6,000 0 1,500 1,000 200 1,000 1,000 1,300 500 39,350 297,708 297,708 Total budget increase = 2.64% Combined nonpayroll increase = Page 1 of 2 (1.18%) 187,276 7,287 0 56,536 609 251,708 1,000 0 150 1,000 2,000 2,500 6,650 1,000 5,000 0 500 500 600 2,750 11,500 6,000 0 1,500 1,000 200 1,000 1,000 1,300 500 34,350 187,276 7,287 0 56,536 609 251,708 1,000 0 150 1,000 2,000 0 4,150 1,000 0 0 500 500 600 2,750 11,500 6,000 0 1,500 1,000 200 1,000 1,000 1,300 500 29,350 292,708 285,208 0.00% (1.68%) (4.20%) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (5,000) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (5,000) 0 0 0 0 0 0 0 0 0 0 0 (2,500) (2,500) 0 (10, 000) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (10, 000) 0 (5,000) (12,500) P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 Nonrecurring Items 099.576.20.XX.XX Pool - Update registers and software 11,192 5,591 14,749 0 0 0 0 0 0 0 0 099.575.50.48.01 CenterPlace roof repairs 0 30,720 47,007 0 0 0 0 0 0 0 0 099.576.80.41.05 Professional Services 0 41,898 0 0 0 0 0 0 0 0 0 099.576.80.45.03 Equipment Rental 0 450 0 0 0 0 0 0 0 0 0 099.576.20.48.01 Pool drain pipe & gutter line repairs 0 0 0 12,000 0 0 0 0 0 0 0 099.594.XX.XX.XX Great Room audio/visual replacement 0 0 0 345,000 0 0 0 0 0 0 0 099.575.50.48.01 CenterPlace carpet replacement 0 0 0 24,750 0 0 0 0 0 0 0 300.594.76.63.05 Browns Park Water Lines 0 0 22,195 10,000 0 0 0 0 0 0 0 Total Nonrecurring P&RAdmin Divisi 11,192 78,659 83,951 391,750 0 0 0 0 0 0 0 Total P&RAdmin Division Proposed 2017 Amended Amount 266,327 340,174 342,901 681,814 297,708 297,708 292,708 285,208 0 (5,000) (12,500) Total Recurring for All Divisions Admin 290,064 297,708 297,708 292,708 285,208 0 (5,000) (12,500) Maint 861,350 865,700 835,700 818,200 813,200 (30,000) (47,500) (52,500) Rec 246,295 260,259 260,259 260,259 253,423 0 0 (6,836) Aquatics 482,350 492,900 440,900 386,900 334,900 (52,000) (106,000) (158,000) Senior 95,916 98,118 98,118 98,118 98,118 0 0 0 CP 901,958 907,467 896,967 886,967 874,467 (10,500) (20,500) (33,000) 2,877,933 2,922,152 2,829,652 2,743,152 2,659,316 (92,500) (179,000) (262,836) 2017 1.54% (3.17%) (6.13%) (8.99%) I 2018 I NonPayroll Admin 46,550 46,000 Maint 861,350 865,700 Rec 67,350 71,300 Aquatics 482,350 492,900 Senior 6,500 6,500 CP 399,819 406,969 1,863,919 1,889,369 Combined nonpayroll increase for all divisions = 1.37% Page 2 of 2 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 000 ADMINISTRATION DIVISION 000.576.80.10.00 000.576.80.10.01 000.576.80.20.00 000.576.80.20.01 000.576.80.31.01 000.576.80.31.07 000.576.80.31.08 000.576.80.32.01 000.576.80.35.01 000.576.80.41.03 000.576.80.41.05 000.576.80.41.18 000.576.80.42.01 000.576.80.42.02 000.576.80.43.01 000.576.80.44.03 000.576.80.45.07 000.576.80.48.02 000.576.80.48.03 Salaries & Wages Temporary/Seasonal Wages Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS Temporary/Seasonal Payroll Taxes and Benefits Office & Operating Supplies _ Items printed & mounted _ Printer Cartridges: 2@$86, 2@$58 _ Misc. Supplies: Post -It Notes, calendars, labels, paper clips, binder clips, staples paper, letterhead, pens, pencils4eads, sheet protectors, binders, folders, etc. Clothing & Uniforms Repair & Maintenance Supplies _ Car Supplies, office repairs, replacement items Fuel _ Department vehicles - 3 Small Tools & Minor Equipment _ Misc. Equipment Spokane County GIS Professional Services _ Misc. Consultant Work Legal Notices Postage Telephone Services _ Alarm monitoring at Mirabeau Meadows Travel/Mileage _ WRPA Conference _ NRPA Conference Taxes and Assessments Interfund Vehicle Lease Copier Maintenance Software Licenses and Maintenance Page 1 of 11 150 288 562 1,000 2,000 2,500 10,000 600 750 2,000 2018 Pro posed Budget 187,276 7,287 56,536 609 1,000 150 1,000 2,000 2,500 1,000 10,000 500 500 600 2,750 11,500 6,000 1,500 1,000 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 000.576.80.49.01 Subscriptions 000.576.80.49.02 Memberships _ Director - WA Recreation and Parks Assoc (WRPA) 250 _ Director - Natl' Recreation and Parks Assoc (NRPA) 450 _ Administrative Staff 300 000.576.80.49.03 Printing & Binding _ Brochures, flyers 1,000 000.576.80.49.04 Conference Registrations _ Staff Training 200 _ NRPA Conference 600 _ WRPA Conference 500 2018 Proposed Budget 200 1,000 1,000 1,300 000.576.80.49.06 Miscellaneous Services 500 Total 297,708 Page 2 of 11 001 General Fund 076 Parks & Recreation 300 Maintenance Supplies 300.576.80.31.08 Repair & Maintenance Supplies 300.576.80.35.01 Small Tools & Minor Equipment P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 2014 2015 2016 Actual Actual Actual 2,235 1,046 4,830 668 2,398 8,979 2,903 3,444 13,809 2017 Budget 3,000 2,500 5,500 2018 Proposed Budget 5,000 2,500 7,500 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 5,000 5,000 0 0 0 (5,000) 2,500 0 0 0 (2,500) (2,500) 7,500 5,000 0 0 (2,500) (7,500) Other Services & Charges 300.576.80.41.05 Parks Maintenance Contract 747,436 764,124 759,988 785,150 788,500 758,500 743,500 743,500 (30,000) (45,000) (45,000) 099.576.80.41.05 Windstorm Clean-up 0 0 49,758 0 0 0 0 0 0 0 0 300.576.80.43.01 Travel/Mileage/Meals 25 0 0 0 0 0 0 0 0 0 0 300.576.80.41.06 Centennial Trail Maintenance 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 0 0 0 300.576.80.47.01 Electricity 10,870 11,266 13,662 12,000 14,000 14,000 14,000 14,000 0 0 0 300.576.80.47.02 Water 22,925 27,320 21,465 28,000 25,000 25,000 25,000 25,000 0 0 0 300.576.80.47.03 Sewer 5,880 5,992 6,017 7,000 7,000 7,000 7,000 7,000 0 0 0 300.576.80.48.01 Equipment Repair & Maintenance 1,023 0 1,865 0 0 0 0 0 0 0 0 300.576.80.49.06 Miscellaneous Services 3,189 1,938 0 3,700 0 0 0 0 0 0 0 300.594.76.41.02 Engineering & Architectural 0 0 3,360 0 3,700 3,700 3,700 3,700 0 0 0 791,348 830,640 876,115 855,850 858,200 828,200 813,200 813,200 (30,000) (45,000) (45,000) Total Maintenance 794,251 834,084 889,924 861,350 865,700 835,700 818,200 813,200 (30,000) (47,500) (52,500) Total budget increase = 0.51% (3.47%) (5.49%) (6.06%) Combined nonpayroll increase = 0.51% P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 300 300.576.80.31.08 MAINTENANCE DIVISION Repair & Maintenance Supplies _ Items not covered under maintenance contract 300.576.80.35.01 Small Tools & Minor Equipment _ Items not covered under maintenance contract 300.576.80.41.05 Park Maintenance Services _ Senske Contract that includes: mowing, watering, litter control, vegetation management, shelter & restroom maintenance, snow removal, play equipment repair, reservations, Centennial and Appleway trails, etc. 300.575.80.41.06 Centennial Trail Maintenance Fund 300.576.80.47.01 Electricity 300.576.80.47.02 Water 300.576.80.47.03 Sewer 2018 Proposed Budget 5,000 3,000 2,500 2,500 788,500 300.576.80.49.06 Miscellaneous Services _ Sullivan Park - water testing 500 _ Honey Buckets - Mirabeau Trailhead 2,200 _ Misc. Services 1,000 20,000 14,000 25,000 7,000 3,700 Total 865,700 Page 3 of 11 001 General Fund 076 Parks & Recreation 301 Recreation Employee Count -1 FTE Wages/Payroll Taxes/Benefits 301.571.10.10.00 Wages 301.571.10.20.00 Payroll Taxes and Benefits 301.571.20.10.01 Temp/Seasonal - Wages 301.571.20.10.99 Overtime 301.571.20.20.01 Temp/Seasonal - PR Tax & Benefits Supplies 301.571.20.31.01 Office & Operating Supplies 301.571.20.31.06 Safety Equipment 301.571.20.31.07 Clothing & Uniforms 301.571.20.31.08 Repair & Maintenance Supplies 301.571.20.35.01 Small Tools & Minor Equipment Other Services & Charges 301.571.10.49.01 Scholarship expense 301.571.10.49.23 301.571.20.41.05 301.571.20.41.17 301.571.20.42.01 301.571.20.42.03 301.571.20.43.01 301.571.20.48.02 301.571.20.48.03 301.571.20.49.02 301.571.20.49.03 301.571.20.49.04 301.571.20.49.06 301.586.10.01.00 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 2014 2015 2016 Actual Actual Actual 62,176 31,478 42,162 14 6,244 142,074 63,658 33,275 58,783 118 8,258 164,092 65,365 34,185 50,311 57 7,789 157,707 5,759 146 741 0 93 6,739 6,668 229 894 0 0 7,791 4,578 244 904 47 0 5,773 570 272 448 Discount Expense 130 234 4,086 Professional Services 23,068 34,420 35,248 Advertising 2,082 1,232 400 Postage 984 253 986 Cell Phones 90 102 140 Travel/Mileage 304 1,733 725 Copier Maintenance 1,375 1,344 1,421 Software Licenses and Maintenance 0 0 0 Memberships 0 0 251 Printing and Binding 4,091 4,857 5,193 Conference Registrations 418 894 1,493 Miscellaneous Services 13,788 15,941 13,311 State Remittance - Leasehold Excise TE 770 770 8,350 Total Recreation Proposed 2017 Amended Amount 47,670 62,052 72,052 2017 Budget 67,032 37,419 200 4,994 178,945 6,700 300 1,000 0 200 8,200 350 3,000 30,000 1,300 800 150 250 1,500 400 400 4,800 400 15,000 800 59,150 2018 Proposed Budget 68,712 38,780 71,653 200 9,614 188,959 6,100 450 1,000 0 200 7,750 500 3,000 32,800 1,300 900 200 250 1,500 400 0 5,000 400 16,500 800 63,550 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 68,712 38,780 71,653 200 9,614 188,959 6,100 450 1,000 0 200 7,750 500 3,000 32,800 1,300 900 200 250 1,500 400 0 5,000 400 16,500 800 63,550 68,712 38,780 71,653 200 9,614 188,959 6,100 450 1,000 0 200 7,750 500 3,000 32,800 1,300 900 200 250 1,500 400 0 5,000 400 16,500 800 63,550 68,712 38,780 71,653 200 9,614 188,959 6,100 450 1,000 0 200 7,750 500 3,000 27,264 1,300 900 200 250 1,500 400 0 5,000 400 15,200 800 56,714 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 196,483 233,935 235,532 246,295 260,259 260,259 260,259 253,423 0 Total budget increase = 5.67% Combined nonpayroll increase = 5.86% 0.00% 0.00% (2.63%) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (5,536) 0 0 0 0 0 0 0 0 0 (1,300) 0 (6,836) (6,836) P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 301 301.571.10.10.00 301.571.10.20.00 301.571.20.10.01 301.571.20.10.99 301.571.20.20.01 301.571.20.20.99 301.571.20.31.01 301.571.20.31.06 301.571.20.31.07 301.571.20.35.01 301.571.20.41.05 301.571.20.41.17 301.571.20.42.01 301.571.20.42.03 301.571.20.43.01 301.571.20.48.02 RECREATION DIVISION Salaries & Wages Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS Temporary/Seasonal Wages _ Recreation Interns _ Rec. Temp Seasonal Staff Overtime _ Rec. Temp Seasonal Staff Temporary/Seasonal Benefits Employee Benefits OT Office & Operating Supplies _ Recreation Program Supplies _ Summer Camp T-shirts _ Rec. Coord. Office Supplies _ Business Cards Safety Equipment _ First Aid Supplies Clothing & Uniforms _ Rec. Temp Seasona Staff T-shirts Small Tools & Minor Equipment _ Miscellanous program items Professional Services _ First Student Field Trip Transportation for Camps _ Instructor/Presenter Fees _ Summer Outdoor Movies Screen & License (3)* _ Breakfast with Santa Advertising _ Brochure distribution through media outlet _ Newspaper Advertisements Postage _ Rec guides, flyers, brochures, refunds, etc. Cell Phones Travel/Mileage _ WPRA Annual Conference 8,000 63,653 200 4,000 1,700 200 200 450 1,000 200 6,700 12,100 11,000 3,000 650 650 900 250 2018 Proposed Budget 68,712 38,780 71,653 200 9,614 6,100 450 1,000 200 32,800 1,300 900 200 250 Copier Maintenance 1,500 Page 4 of 11 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 301.571.20.48.03 301.571.10.49.01 Software Licenses and Maintenance Scholarship Expense _ Recreational program scholarships 500 301.571.10.49.23 Discount Expense 2018 Proposed Budget 400 500 3,000 301.571.20.49.03 Printing & Binding 5,000 _ Recreation Brochure (2 times a year) 5,000 301.571.20.49.04 Conference Registrations 400 _ WRPA Annual Conference 400 301.571.20.49.06 Miscellaneous Services 16,500 _ Summer Day Camp Field Trips 13,000 _ Program Banners 1,500 _ Dog Swim/Parents Night 400 1,115 _ Family Special Events 485 301.586.10.01.00 State Remit - Leasehold Excise Tax 800 _ For Western Dance Hall 800 Total 260,259 Page 5 of 11 001 General Fund 076 Parks & Recreation 302 Aquatics Supplies 302.576.20.31.01 Office & Operating Supplies 302.576.20.31.02 Forms 302.576.20.35.01 Small Tools & Minor Equipment P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 2014 2015 2016 Actual Actual Actual 424 0 0 424 351 804 0 55 0 658 351 1,517 2017 Budget 700 0 2,500 3,200 2018 Proposed Budget 800 0 2,500 3,300 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 800 800 800 0 0 0 0 0 0 0 0 0 2,500 500 500 0 (2,000) (2,000) 3,300 1,300 1,300 0 (2,000) (2,000) Other Services & Charges 302.576.20.41.01 Merchant Charges (Bankcard Fees) 1,837 1,834 843 2,200 2,000 2,000 2,000 2,000 0 0 0 302.576.20.41.05 Professional Services 337,848 378,790 393,383 415,000 365,000 315,000 265,000 (50,000) (100,000) (150,000) 302.576.20.41.17 Advertising 0 674 0 500 500 500 500 500 0 0 0 302.576.20.42.02 Telephone Service 4,389 4,558 4,806 4,500 5,000 5,000 5,000 5,000 0 0 0 302.576.20.42.03 Cell Phones 0 0 991 0 0 0 0 0 0 0 0 302.576.20.44.03 Taxes and Assessments 5,711 6,284 2,626 6,000 6,000 6,000 6,000 6,000 0 0 0 302.576.20.47.01 Electricity 27,764 32,746 32,369 32,500 32,500 31,500 30,500 29,500 (1,000) (2,000) (3,000) 302.576.20.47.02 Water 14,376 9,331 13,054 12,000 13,500 12,500 11,500 10,500 (1,000) (2,000) (3,000) 302.576.20.47.03 Sewer 9,040 8,965 8,193 10,000 10,000 10,000 10,000 10,000 0 0 0 302.576.20.48.01 Equipment Repair & Maintenance 32,067 40,219 1,821 2,500 2,000 2,000 2,000 2,000 0 0 0 302.576.20.49.03 Printing & Binding 942 1,918 0 1,500 500 500 500 500 0 0 0 302.576.20.49.06 Miscellaneous Services 2,370 2,030 2,388 2,100 2,100 2,100 2,100 2,100 0 0 0 302.576.20.49.23 Scholarship Expense 263 215 0 350 500 500 500 500 0 0 0 436,607 487,564 460,474 479,150 489,600 437,600 385,600 333,600 (52,000) (104,000) (156,000) Total Aquatics Proposed 2017 Amended Amount 437,031 487,915 461,991 482,350 492,900 440,900 386,900 334,900 (52,000) (106,000) (158,000) Total budget increase = 2.19% (10.55%) (21.51%) (32.06%) Combined nonpayroll increase= 2.19% P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 302 302.576.20.31.01 302.576.20.35.01 302.576.20.41.01 302.576.20.41.05 AQUATICS DIVISION Office & Operating Supplies Small Tools & Minor Equipment _ Misc. Equipment Merchant Charges (Bankcard Fees) 2,500 Professional Services _ YMCA Maintenance & Management contract 415,000 302.576.20.41.17 Advertising 302.576.20.42.02 Telephone Service _ Phone & Data lines for three pools 5,000 302.576.20.44.03 Taxes and Assessments 302.576.20.47.01 Electricity 302.576.20.47.02 Water 302.576.20.47.03 Sewer 302.576.20.48.01 Equipment Repair & Maintenance _ Misc. Equipment 2,000 2018 Proposed Budget 800 2,500 2,000 415,000 500 5,000 6,000 32,500 13,500 10,000 2,000 302.576.20.49.03 Printing & Binding 500 _ Development & printing of aquatics brochure 500 302.576.20.49.06 Miscellaneous Services 2,100 _ Spokane Regional Health Permits 2,100 302.576.20.49.23 Scholarship Expense 500 _ Scholarships for swim lessons & swim team 500 Total 492,900 Page 6 of 11 001 General Fund 076 Parks & Recreation 304 Senior Center Employee Count -1 FTE Wages/Payroll Taxes/Benefits 304.575.50.10.00 Wages 304.575.50.10.99 Overtime 304.575.50.20.00 Payroll Taxes and Benefits C:\Users\eheath\Desktop\P&R Senior 2014 2015 2016 Actual Actual Actual i 61,920 63,742 0 0 17,952 18,884 2017 Budget 65,283 67,032 0 0 20,238 22,384 79,872 82,626 85,521 89,416 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 68,664 68,664 68,664 68,664 0 0 0 0 0 0 0 0 0 0 22,954 22,954 22,954 22,954 0 0 0 91,618 91,618 91,618 91,618 0 0 0 Supplies 304.575.50.31.01 Office & Operating Supplies 378 141 415 500 500 500 500 500 0 0 0 304.575.50.31.08 Repair & Maintenance Supplies 0 0 0 0 0 0 0 0 0 0 0 304.575.50.35.01 Small Tools & Minor Equipment 1,082 312 755 1,100 1,100 1,100 1,100 1,100 0 0 0 1,460 453 1,170 1,600 1,600 1,600 1,600 1,600 0 0 0 Other Services & Charges 304.575.50.41.17 Advertising 1,007 543 189 500 500 500 500 500 0 0 0 304.575.50.42.01 Postage 0 0 0 50 50 50 50 50 0 0 0 304.575.50.43.01 Travel/Mileage 0 0 0 250 250 250 250 250 0 0 0 304.575.50.48.01 Equipment Repair & Maintenance 0 232 0 1,500 1,500 1,500 1,500 1,500 0 0 0 304.575.50.48.02 Copier Maintenance 1,375 1,344 1,421 1,500 1,500 1,500 1,500 1,500 0 0 0 304.575.50.49.02 Memberships 35 0 0 100 100 100 100 100 0 0 0 304.575.50.49.04 Conference Registrations 99 179 35 500 500 500 500 500 0 0 0 304.575.50.49.06 Miscellaneous Services 0 0 0 500 500 500 500 500 0 0 0 2,516 2,298 1,645 4,900 4,900 4,900 4,900 4,900 0 0 0 Total Senior Center 83,848 85,377 88,336 95,916 98,118 98,118 98,118 98,118 0 0 0 Total budget increase = 2.30% 0.00% 0.00% 0.00% Combined nonpayroll increase= 0.00% P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 2018 Pro posed Budget 304 SENIOR CENTER DIVISION 304.575.50.10.00 Salaries & Wages 68,664 304.575.50.20.00 Payroll Taxes and Benefits 22,954 _ FICA, Medicare, L&I, PERS 304.575.50.31.01 Office & Operating Supplies 500 _ Paper, ink cartridges, folders, etc. 500 304.575.50.35.01 Small Tools & Minor Equipment 1,100 - replace card tables and class room tables 1,100 304.575.50.41.17 Advertising 500 _ Spokesman Review, Senior Directory, Dex Directory 500 304.575.50.42.01 Postage 50 304.575.50.43.01 Travel/Mileage 250 _ Value Summit, Dovia, etc. 250 304.575.50.48.01 Equipment Repair & Maintenance 1,500 _ Service Kilns & clean greenhouse windows 1,500 304.575.50.48.02 Copier Maintenance 1,500 304.575.50.49.02 Memberships 100 _ WSASC Membership 100 304.575.50.49.04 Registrations 500 _ Misc. Trainings - Fall Prevention, Dovia, etc. 500 304.575.50.49.06 Miscellaneous Services 500 _ Professional speakers/seminars 500 Total 98,118 Page 7 of 11 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs C:\Users\eheath\Desktop\P&R Senior 2014 2015 2016 Actual Actual Actual J 2017 Budget 2018 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 305.575.50.10.00 Wages 227,158 249,220 253,548 269,880 263,020 263,020 263,020 263,020 0 0 0 305.575.50.10.99 Overtime 2,065 2,103 1,661 2,500 2,000 2,000 2,000 2,000 0 0 0 305.575.50.20.00 Payroll Taxes and Benefits 106,415 130,215 135,199 154,189 152,034 152,034 152,034 152,034 0 0 0 305.571.20.10.01 Temp/Seasonal - Wages 59,503 54,226 67,128 El 70,500 72,867 72,867 72,867 72,867 0 0 0 305.571.20.10.99 Temp/Seasonal - Overtime 0 0 115 0 0 0 0 0 0 0 0 305.571.20.20.01 Temp/Seasonal - PR Tax & Benefits 7,188 6,891 10,299 5,070 10,577 10,577 10,577 10,577 0 0 0 402,329 442,655 467,950 502,139 500,498 500,498 500,498 500,498 0 0 0 Supplies 305.575.50.31.01 Office & Operating Supplies 7,566 6,614 4,347 8,574 8,574 8,574 8,574 8,574 0 0 0 305.575.50.31.04 Linens 16,373 18,053 17,462 18,500 18,500 18,500 18,500 18,500 0 0 0 305.575.50.31.05 Meeting Supplies 0 0 0 1,050 1,050 1,050 1,050 1,050 0 0 0 305.575.50.31.06 Safety Equipment 0 0 0 1,000 1,000 1,000 1,000 1,000 0 0 0 305.575.50.31.07 Clothing & Uniforms 2,270 1,601 1,843 2,275 2,275 2,275 2,275 2,275 0 0 0 305.575.50.31.08 Repair & Maintenance Supplies 11,417 10,870 9,671 11,600 11,600 11,600 11,600 9,100 0 0 (2,500) 305.575.50.31.09 Janitorial supplies 15,386 11,759 13,253 15,500 15,500 15,500 15,500 15,500 0 0 0 305.575.50.32.01 Fuel 0 0 0 0 0 0 0 0 0 0 0 305.575.50.35.01 Small Tools & Minor Equipment 10,822 5,022 12,842 15,025 15,025 15,025 15,025 15,025 0 0 0 63,834 53,919 59,418 73,524 73,524 73,524 73,524 71,024 0 0 (2,500) Other Services & Charges 305.575.50.41.01 Merchant Charges (Bankcard Fees) 6,572 7,346 8,550 6,700 8,600 8,600 8,600 8,600 0 0 0 305.575.50.41.05 Professional Services 13,071 13,340 18,162 13,075 13,075 13,075 13,075 13,075 0 0 0 305.575.50.41.06 Janitorial services 93,985 83,946 90,662 94,090 94,090 94,090 94,090 94,090 0 0 0 305.575.50.41.17 Advertising 66,476 54,157 30,995 60,000 60,000 50,000 40,000 30,000 (10,000) (20,000) (30,000) 305.575.50.41.18 Legal Notices 0 0 49 0 0 0 0 0 0 0 0 099.575.50.41.19 Additional Catering 0 0 21,420 0 0 0 0 0 0 0 0 305.575.50.42.01 Postage 3,039 143 127 1,500 1,000 1,000 1,000 1,000 0 0 0 305.575.50.42.02 Telephone Service 3,227 2,727 2,351 3,500 3,500 3,500 3,500 3,500 0 0 0 305.575.50.42.03 Cell Phones 876 872 875 900 900 900 900 900 0 0 0 305.575.50.42.08 Internet Service 6,442 6,389 6,883 6,400 7,000 7,000 7,000 7,000 0 0 0 305.575.50.43.01 Travel/Mileage 3,160 1,661 828 3,000 3,000 3,000 3,000 3,000 0 0 0 305.575.50.44.03 Taxes and Assessments 5,097 4,705 7,375 5,100 7,500 7,500 7,500 7,500 0 0 0 305.575.50.45.03 Equipment Rental 52 0 71 0 0 0 0 0 0 0 0 305.575.50.47.01 Electricity 87,208 84,811 86,811 87,500 87,500 87,500 87,500 87,500 0 0 0 305.575.50.47.02 Water 2,328 2,891 3,639 3,000 3,700 3,700 3,700 3,700 0 0 0 305.575.50.47.03 Sewer 2,606 2,739 2,830 3,000 3,000 3,000 3,000 3,000 0 0 0 305.575.50.47.04 Waste Disposal 9,401 9,173 9,237 9,495 9,495 9,495 9,495 9,495 0 0 0 305.575.50.48.00 Equip Rental Maint-Contracted 0 0 0 500 500 0 0 0 (500) (500) (500) 305.575.50.48.01 Equipment Repair & Maintenance 18,336 15,548 26,499 15,000 17,000 17,000 17,000 17,000 0 0 0 305.575.50.48.02 Copier Maintenance 1,375 1,344 1,421 1,400 1,450 1,450 1,450 1,450 0 0 0 305.575.50.48.03 Software Licenses and Maintenance 2,813 2,813 2,813 3,000 3,000 3,000 3,000 3,000 0 0 0 Page 1 of 2 2017 Budget s 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs 305.575.50.49.01 305.575.50.49.02 305.575.50.49.03 305.575.50.49.04 305.575.50.49.06 Subscriptions Memberships Printing & Binding Registrations Miscellaneous Services Total CenterPlace Proposed 2017 Amended Amount C:\Users\eheath\Desktop\P&R Senior 2014 2015 2016 Actual Actual i Actual 0 2,955 1,514 2,382 2,359 335,274 0 3,109 2,425 4,069 1,930 306,138 0 3,256 1,949 1,460 2,516 330,779 801,437 802,712 858,147 150 3,520 1,700 1,300 2,465 326,295 901,958 Total budget increase = Combined nonpayroll increase = Page 2 of 2 2018 Proposed Budaet _ 150 3,520 1,700 1,300 2,465 333,445 907,467 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2018 Budget with 2018 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 150 3,520 1,700 1,300 2,465 322,945 896,967 0.61% (1.16%) 1.79% 150 3,520 1,700 1,300 2,465 312,945 886,967 150 0 3,520 0 1,700 0 1,300 0 2,465 0 302,945 (10,500) 874,467 (10,500) (2.26%) (3.64%) 0 0 0 0 0 (20, 500) (20, 500) 0 0 0 0 0 (30, 500) (33, 000) P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 305 CENTERPLACE DIVISION 305.575.50.10.00 Salaries & Wages 305.575.50.10.99 Overtime 305.575.50.20.00 Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS 305.571.20.10.01 Temporary/Seasonal Wages 305.571.20.20.01 Temporary/Seasonal Payroll Taxes and Benefits 305.575.50.31.01 Office & Operating Supplies File Folders (20 boxes @ $15/box) 200 - Hanging File Folders (2 boxes @ $22/box) 88 - Letterhead (100 sheets) 200 - Envelopes (6 boxes @ $50/box) 600 - Pens (24 boxes @ $6.50/box) 156 - Misc. office Supplies (white out, binders, post -it notes 950 - Kitchenware (pumper pots, water pitchers, dish replac 2,500 - Coffee & Coffee Supplies (creamer, stir sticks, cups, ; 1570 - Kleenex (5 pack @ $9/pk) 80 - Flags (4) 225 - Labels (address labels, folder labels, etc) 225 - Batteries (for cordless microphones) 300 - Tape 280 - Business cards 400 Replacement AV Equipment 800 305.575.50.31.04 Linens - Table linens & napkins for over 234 events 18,500 305.575.50.31.05 Meeting Supplies _ Easels, white board replacement, _ Projector bulbs 305.575.50.31.06 Safety Equipment _ Servicing fire extinguishers 305.575.50.31.07 305.575.50.31.08 450 600 1000 Clothing & Uniforms _ 40 staff shirts (2 per person) @ $36/shirt 1,600 _ 15 staff zip jacket or pullover (1/pp) @ 41.71/ea 675 Repair & Maintenance Supplies - Filters - Light bulbs - Misc. (nuts, bolts, glue, wood) Page 8 of 11 3,500 1,600 3,500 2018 Proposed Budget 263,020 2,000 152,034 72,867 10,577 8,574 18,500 1,050 1,000 2,275 11,600 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 - Paint & supplies - Electrical supplies 305.575.50.31.09 Janitorial supplies - Cleaning supplies - Paper products & garbage bags - Diswasher/cleaning supplies - Carpet Cleaning - Floor waxing 305.575.50.35.01 Small Tools & Minor Equipment - Hand tools, extension cords 1,000 - 25 new room chairs 5,875 - Misc. Equipment 3,100 - 10 round tables 4,250 - 10 6' Banquet tables 800 305.575.50.41.01 Merchant Charges (Bankcard Fees) 305.575.50.41.03 IT Support 305.575.50.41.05 Professional Services - Window washing - Alarm (monitoring agreement), repair & keys - Elevator - Life Safety Testing (sprinklers, backflows) Rotor Rooter Misc. services (answering service) Event Catering to be reimbursed by customers 305.575.50.41.06 Janitorial services - Contract with ISS Facility Services - Additonal Room Set Up 305.575.50.41.17 Advertising - Dex Advertising - Brochures & other printed materials - Marketing folders - Develop/Print ads - Website update & hosting renewal - Hagadone Black Book - Regional Advertising (billboards or other media) - INBTA Business Fair Booth - INBA Business Fair Booth - GSI Business Fair Booth 1,500 1,500 2,500 6,000 4,000 1,500 1,500 Page 9 of 11 2,020 870 1,695 2,300 500 1,490 4,200 87,500 6,590 5,500 3,450 2,200 18,000 600 1,200 24,325 400 300 450 2018 Proposed Budget 15,500 15,025 8,600 13,075 94,090 60,000 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 305.575.50.42.01 305.575.50.42.02 305.575.50.42.03 305.575.50.42.08 305.575.50.43.01 305.575.50.44.03 305.575.50.47.01 305.575.50.47.02 305.575.50.47.03 305.575.50.47.04 305.575.50.48.00 305.575.50.48.01 305.575.50.48.02 305.575.50.48.03 305.575.50.49.01 305.575.50.49.02 - Post Fats Business Fair Booth - Bridal Festival Booth (Jan & Sept) Postage _ Brochures, flyers, reservation quotes, refunds, etc. Telephone Service _ Five analog phone lines for alarms, fire, 911, elevator & credit card machine Cell Phones _ 4 Cell phones (2 maint. and host) Internet _ Internet service at CenterPlace Travel/Mileage _ Attend WRPA Conference in Tacoma _ Mileage for various meetings _ Maintenance Training Taxes & Assessments _ Leasehold excise tax on longterm rentals Electricity Water Sewer Waste Disposal _ Waste Disposal _ Recycling Equip Rental Maint-Contracted Equipment Repair & Maintenance - HVAC contract - Misc. Equipment Repair - Elevator Repair/maintenance - Refrigerator repair Copier Maintenance Software Licenses and Maintenance Subscriptions Memberships _ Greater Spokane Incorporated _ Post Falls Chamber of Commerce Page 10 of 11 175 3,400 1,000 3,500 900 7,000 1,000 500 1,500 7,500 8925 570 7,500 7,500 1,000 1,000 700 225 2018 Pro posed Budget 1,000 3,500 900 7,000 3,000 7,500 87,500 3,700 3,000 9,495 500 17,000 1,450 3,000 150 3,520 P:\1. General Governance\Budget\2018 Budget\Parks & Recreation Dept\P&R budget worksheet 2018 General Fund Parks & Recreation - Detail 001.076 305.575.50.49.03 305.575.50.49.04 305.575.50.49.06 _ Spokane Valley Chamber of Commerce _ National Park & Recreation Association _ Washington Recreation & Park Association IA VM _ Inpro _ Spokane Hotel Motel Association Intl Assoc. of Business & Travel Professionals Inland Northwest Business Alliance West Plains Chamber Printing & Binding _ Brochures & other printed material Registrations _ WRPA Conference in Seattle _ Misc. Trainings Miscellaneous Services Motion Picture License Chamber Business Fair Booth Spokane Valley Chamber meetings Hotel Motel meetings Piano Tuning Elevator Permits Boiling and operating permit - L&I Total 650 150 250 445 200 300 150 150 300 1,700 300 1,000 530 500 300 225 300 110 500 2018 Proposed Budget 1,700 1,300 2,465 907,467 Total Parks & Recreation: 2,922,152 Page 11 of 11 P:\1. General Governance\Budget\2018 Budget\Finance Dept\supplemental requests CITY OF SPOKANE VALLEY, WA 2018 Budget Supplemental Requests 6/13/2017 Account Number Account Title Description 1 Amount #001 - General Fund ..Qty Attorney .r....1001.013.015.515.32.10.00 1.....r...j001.013.015.515.32.10.01 n 001.013.015.515.32.35.xx Public Safety .............. n 1001.016.099.594.21.64.05 i r x001.016.000.521.20.48.01 r i001" 016000.521.20.51.01 Wages, Taxes, & Benefits Intern wages, taxes Equipment Equipment Equipment Repair & Maint. Law Enforcement Deputy City Manager ............ n...1001.018.001133.559143..1130..6448..0023 i r x8.013.13.594.13.64.02513.10.48.03 Software Software licenses 001.01 i r x001.018.013.513.10.48.03 Software licenses CPW - Economic Development n :001.040.099.558.70.41.05 Professional Services Parks & Recreation r :001.076.300.576.80.41.05 Parks Maintenance n :001.076.099.576.20.48.01 Pool Repairs :001.076.099.575.50.48.01 Building Repair & Maint. :001.076.099.594. Capital Outlay n 001.076.099.575.50.48.01 Building Repair & Maint. 1001.076.099.597.30.00.90 Transfers Out - #309 Total parks & recreation Total General Fund #309 - Parks Capital Grants Fund 309.000.000.594. 309.000.000.594. 309.000.000.594. Total Parks Capital Grants Fund Capital outlay Capital outlay Capital outlay code enforcement - half-time attorney reduction if half-time attomey added desk, chair, etc. for half-time attomey full facility generator for Precinct repair & maint. expenses for generator Commercial Vehicle Enforc. Officer Q -Alert software for Citizen Action Requests Q -Alert annual maintenance fee remove E -Gov maintenance fee retail recruiter contract Priority #1 - additional park maintenance services for new Appleway Trail sections Priority #2 - repair cracks in pool tank and re -paint at Terrace View & Park Road pools Priority #4 - replace flooring in Great Room and Small Dining room at CenterPlace Priority #5 - chain link fencing at Sullivan Park Priority #8 - clean & reseal four main restrooms at CenterPlace transfers for Parks capital projects in #309 recurring nonrecurring 60,828 (15,775) 4,809 49,862 100,000 500 167,332 267,832 11,700 20,200 (1,600) 30,300 50,000 28,000 14,000 50,000 62,500 6,000 400,000 560,500 958,494 r 259,485 n 699,009 958,494 Priority #3 - phase 1 of creation of outdoor event venue at CenterPlace 200,000 (1) Priority #6 - Browns Park perimeter path and lighting 200,000 (1) Priority #7 - signs at Sullivan, Park Road, Castle, and Balfour parks 24,000 424,000 (1) Non-recurring transfers would be necessary from the General Fund #001 to the Parks Capital Projects Fund #309 if the CenterPlace outdoor event venue improvements and/or the Browns Park perimeter path and lighting are included in the 2018 Budget. Page 1 of 1 Page 1 of 14 BUD -1 Department Name JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Program Fund No. City Attorney Code Enforcement Litigation 001.013.015 Reason for changes in personnel or work program The City Attorney's Office would like to add a half-time attorney position to handle all the code enforcement litigation cases in our department. This would move code enforcement cases forward faster and more efficiently as Cary and Erik work on topics which need a lot of time such as solid waste, marijuana, development regulations, etc. Depending on the workload which the legal department incurs in the next year, this may result in the possible reduction of a legal intern position in future years. Total Cost of Change Personnel Services (Itemize by line -item detail only) BARS Number Budget Year Estimated Cost Wages & Benefits 001.013.015.515.32.10.00 2018 60,828 Elimination of One Intern 001.013.015.515.32.10.00 2018 (15,775) 2019 2020 2021 TOTAL 2022 TOTAL Materials and Services Desktop Printer 001.013.015.515.32.35.01 2018 200 2019 2020 2021 2022 TOTAL Equipment Desk, Bookcase, Chair & Side Chairs 001.013.015.515.32.35.03 2018 4,609 2019 2020 2021 2022 TOTAL Other 2018 2019 2020 2021 2022 Revenue Offset Budget Year 2018 2019 2020 2021 2022 City of Spokane Valley 6/5/2017 TOTAL Total Cost Less Revenue Offset Net Cost $ 49, 863.00 $ 49, 863.00 Page 2 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Public Safety Precinct Building 001.016.000 Description Full Facility Generator to Maintain Operations in the event of a Power Outage. Section 1: Capital Equipment Request Unit Cost 100,000.00 X Quantity Impact on Operating Budget Circle One Replacement 1 Addition Total Cost $ 100,000.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 3,000 Personnel Cost $ - Materials & Svcs $ - TOTALS $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 3,000 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost City of Spokane Valley 6/5/2017 Page 3 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley 6/5/2017 Page 3 of 14 BUD -1 Department Name JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Program Fund No. Public Safety Law Enforcement 001.016.000 Reason for changes in personnel or work program Add +1 FTE for Dedicated Commercial Vehicle Enforcement Officer Total Cost of Change Personnel Services (Itemize by line -item detail only) BARS Number Budget Year Estimated Cost Law Enforcement 001.016.000.521.20.51.01 2018 $ 167,332.00 2019 $ 173,606.95 2020 $ 180,117.21 2021 $ 186,871.61 2022 $ 193,879.29 TOTAL $ 901,807.06 Materials and Services 2018 2019 2020 2021 2022 Equipment TOTAL 0 2018 2019 2020 2021 2022 Other TOTAL 0 2018 2019 2020 2021 2022 Revenue Offset Budget Year 2018 2019 2020 2021 2022 TOTAL 0 TOTAL 0 Total Cost Less Revenue Offset Net Cost $ 901, 807.06 $ 901, 807.06 City of Spokane Valley 6/5/2017 Page 4 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Deputy City Manager Citizen Action Request Sys (CARES) 001.018.013 Description Q -Alert provides a more robust platform for handing incoming CARES concerns/problems for both the citizens and staff. Q -Alert allows citizens to report CARES via the website, phone entry by staff or mobile application. Q - Alert features include: Mobile Application - The mobile app allows citizens the convenience of using their mobile device to submit CARES reports. The app itself is fully customizable enabling the City to promote/share information with citizens. Citizens reporting issues can map the location of the problem, using the gps locate feature of the phone or by inputting the address. Once the CARES report is submitted the citizen is updated through the app on the status of the CARES report. Geocode Locations - Citizens reporting issues can map the location of the problem giving staff an exact location of the problem. Staff can then take the City and divide into sections to more efficiently respond to reported problems in a timely manner. Staff is able to view a map of the City with pins representing the location of reported problems, enabling them to see trends as well as problem areas. Thus, allowing staff to take action to further address problem areas. Since Q -Alert is geocoded it will automatically reject reports from outside the City limits, reducing the number of misfiled reports. Greater customization/versatility of forms - The customization will allow the City to provide information to the citizen prior to the submission of a CARES report for example if the citizen chooses Problem with Sewer it would automatically direct them to information on how to contact Spokane County to resolve the issue and would not give the citizen an option to submit a CARES report related to sewer, reducing CARES reports that are not City matters. For staff Q -Alert provides detailed information that then can be relayed to the citizen improving customer service and consistency. Section 1: Capital Equipment Request Unit Cost 1 X Quantity Impact on Operating Budget Circle One Replacement $11,700 Addition Total Cost $11,700 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost 0 0 0 0 0 0 0 Personnel Cost 0 0 0 0 0 0 0 Materials & Svcs $20,200 $20,200 $20,200 $20,200 $20,200 $20,200 $121,200 TOTALS $20,200 $20,200 $20,200 $20,200 $20,200 $20,200 $121,200 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost City of Spokane Valley 6/5/2017 Page 5 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost Personnel Cost Materials & Svcs TOTALS City of Spokane Valley 6/5/2017 Page 5 of 14 BUD -1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name (Community and Public Works Program Fund No. 1 001.040.042 Economic Development Reason for changes in personnel or work program In 2016, the City hired Community Attributes Incorporated (CAI) to develop a retail improvement Plan. The plan included goals, strategies and actions. Some of the strategies require continuing action by the City. Many of strategies where included in the update of the City's Comprehensive Plan, such as increasing residential densities to provide additional "rooftops" for retailers and promoting small-scale retail uses in neighborhoods. The ED Division continues to implement strategies like the creation of new events (CraveNW). Some strategies require further investment by the City to hire the expertise to attract new retailers to the market. The next step is to hire a retail recruiter with a focus on filling identified gaps in retail offerings and services. Total Cost of Change (Itemize by line -item detail only) Personnel Services Budget BARS Number Year Estimated Cost 2018 2019 2020 2021 2022 TOTAL Materials and Services Retail Recruitment Consultant 001.040.042.558.70.41.05 2018 $ 50,000 2019 2020 2021 2022 TOTAL $ 50,000 Equipment 2018 2019 2020 2021 2022 TOTAL Other 2018 2019 2020 2021 2022 Revenue Offset Budget Year 2018 2019 2020 2021 2022 TOTAL 0 TOTAL Total Cost Less Revenue Offset Net Cost $ 50,000 $ 50,000 Page 6 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation Maintenance 001.076.300 Description PRIORITY #1 Add park maintenance services for two new sections of the Appleway Trail in 2018. This item includes the section from Pines to Evergreen and the section from Sullivan to Corbin. Services include litter control, trail maintenance, landscape maintenance, irrigation, mowing, facility maintenance, etc. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 28,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 28,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 28,000.00 City of Spokane Valley 6/5/2017 Page 7 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 28,000.00 $ 28,000.00 TOTALS $ 28, 000.00 $ - $ - $ - $ - $ - $ 28, 000.00 City of Spokane Valley 6/5/2017 Page 7 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation Aquatics 001.076.302 Description PRIORITY #2 Repair cracks in the pool tank and replace the racing lines at both Terrace View and Park Road Pools. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 14,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 14,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 14,000.00 City of Spokane Valley 6/5/2017 Page 8 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 14,000.00 $ 14,000.00 TOTALS $ 14, 000.00 $ - $ - $ - $ - $ - $ 14, 000.00 City of Spokane Valley 6/5/2017 Page 8 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation CenterPlace 309 Description PRIORITY #3 The project is based upon a master plan developed in 2017. The project involves the creation of a suitable venue for large community events on CenterPlace's west lawn. The project is anticipated to be completed in three phases. Phase 1 in 2018 will include design and construction for the regrading of the site and related turf and irrigation work, wedding venue and the installation of the electrical infrastructure. Phase 2 in 2019 would include the design and installation of new hard surfacing. Phase 3 in 2020 would include lighting and an outdoor restroom. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Operating Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 200,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 200,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 200,000.00 City of Spokane Valley 6/5/2017 Page 9 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 200,000.00 $ 200,000.00 TOTALS $ 200,000.00 $ - $ - $ - $ - $ - $ 200,000.00 City of Spokane Valley 6/5/2017 Page 9 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation CenterPlace 001.076.305 Description PRIORITY #4 Replace flooring in Great Room and Small Dining Room at CenterPlace. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Operating Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 50,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 50,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 50,000.00 City of Spokane Valley 6/5/2017 Page 10 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 50,000.00 $ 50,000.00 TOTALS $ 50, 000.00 $ - $ - $ - $ - $ - $ 50, 000.00 City of Spokane Valley 6/5/2017 Page 10 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation Administration 001.076.300 Description PRIORITY #5 Install new 6' chain-link fencing around perimeter of newly acquired park property at Sullivan Park. This would enclose the proposed WSDOT property to be purchased providing control and access by the public. Approximately 2,500 lineal feet at $25 per lineal foot. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 62,500.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 62,500.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 62,500.00 City of Spokane Valley 6/5/2017 Page 11 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 62,500.00 $ 62,500.00 TOTALS $ 62, 500.00 $ - $ - $ - $ - $ - $ 62, 500.00 City of Spokane Valley 6/5/2017 Page 11 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation Administration 309 Description PRIORITY #6 Design and construction of a perimeter path and lighting system at Browns Park. This is another step in the completion of the master plan that will also provide much needed security at Browns. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 200,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 200,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 200,000.00 City of Spokane Valley 6/5/2017 Page 12 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 200,000.00 $ 200,000.00 TOTALS $ 200,000.00 $ - $ - $ - $ - $ - $ 200,000.00 City of Spokane Valley 6/5/2017 Page 12 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation Maintenance 309 Description PRIORITY #7 Design and construct new park signs for Sullivan Park, Park Road Pool, Castle Park and Balfour Park. This will complete the new park sign upgrade project. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs 24,000 $ 24,000 TOTALS $ 24,000 $ - $ - $ - $ - $ - $ 24,000 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost City of Spokane Valley 6/5/2017 Page 13 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley 6/5/2017 Page 13 of 14 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks & Recreation CenterPlace 001.076.305 Description PRIORITY #8 Clean and reseal flooring in the four main restrooms at CenterPlace. Section 1: Capital Equipment Request Unit Cost X Quantity Impact on Ooeratina Budget Circle One Replacement Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 6,000.00 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 6,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Ooeratina Budget Total Cost $ 6,000.00 City of Spokane Valley 6/5/2017 Page 14 of 14 2018 2019 2020 2021 2022 2023 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 6,000.00 $ 6,000.00 TOTALS $ 6,000.00 $ - $ - $ - $ - $ - $ 6,000.00 City of Spokane Valley 6/5/2017 Page 14 of 14 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Community & Public Works Department Fund #101 - Street Fund Employee Count - 5.725 FTEs (RECURRING ACTIVITY Wages / Payroll Taxes / Benefits 101.042.000.542.10.10.00 Wages 101.042.000.542.10.10.01 Temp/Seasonal - Wages Overtime 101.042.000.542.10.10.99 101.042.000.542.10.2x.00 101.042.000.542.10.2x.01 101.000.000.542.66.10.00 101.000.000.542.66.10.01 101.000.000.542.66.10.99 101.000.000.542.66.20.00 101.000.000.542.66.20.01 101.043.000.542.10.10.00 101.043.000.542.10.10.99 101.043.000.542.10.20.00 2014 Actual 2015 Actual 2016 Actual 421,577 446,932 447,460 5,153 18,751 682 7,958 8,724 8,010 Payroll Taxes and Benefits 174,748 184,123 193,680 Temp/Seasonal - Payroll Tax & Benefits 557 1,870 69 Snow Plow - Wages 27,061 26,257 34,285 Snow Plow - Temp/Seasonal Wages 1,713 14,587 19,444 Snow Plow - Overtime 17,428 13,349 0 Snow Plow - Payroll Taxes and Benefits 12,054 13,897 15,531 Snow Plow - Temp/Seasonal Taxes & Benefil 164 1,318 1,855 Bridge - Wages 9,514 6,192 5,250 Bridge - Overtime 0 0 170 Bridge - Payroll Taxes & Benefits 3,238 2,144 2,191 681,165 738,144 728,627 2017 Budget 2018 Proposed Budget Increase/ Decrease from 2017 471,055 436,788 (34,267) 54,000 31,575 (22,425) 10,000 2,500 (7,500) 214,858 203,298 (11,560) 4,959 3,329 (1,630) 0 29,038 29,038 0 24,289 24,289 0 10,000 10,000 0 15,222 15,222 0 2,337 2,337 0 7,008 7,008 0 0 - 0 2.812 2.812 754,872 768,196 13,324 Supplies 101.042.000.542.10.31.04 Operating Supplies 1,888 3,532 623 1,500 1,500 101.042.000.542.10.32.01 Fuel 8,026 4,667 4,477 8,500 6,000 101.042.000.542.10.35.01 Small Tools & Minor Equipment 14,194 12,367 13,876 15,000 15,000 101.042.000.542.10.35.02 School Zone Beacons 30,356 0 0 0 0 101.042.000.542.30.31.08 Repair& Maintenance Supplies 65,084 91,921 65,779 80,000 90,000 101.042.000.543.50.31.01 Office & Operating Supplies 0 0 162 0 0 101.042.000.543.50.35.01 Small Tools & Minor Equipment 194 0 724 0 0 101.043.000.542.50.31.08 Repair & Maintenance Supplies 0 4,172 1,892 0 0 119,742 116,659 87,533 105,000 112,500 Other Services & Charges 101.000.000.514.30.49.05 Filing & Recording Fees 170 0 0 0 0 101.000.000.519.70.49.99 Judgments & Settlements 0 20,077 0 0 0 101.042.000.542.10.41.02 Engineering & Architectural 132,510 174,490 137,152 245,000 165,000 101.042.000.542.10.41.05 Professional Services 89 94 0 0 0 101.042.000.542.10.42.02 Telephone Service 358 384 420 400 432 101.042.000.542.10.42.03 Cell Phones 3,848 3,724 4,128 3,800 3,500 101.042.000.542.10.42.08 Internet Service 2,189 626 0 0 0 101.042.000.542.10.45.03 Equipment Rental 24,978 2,776 (10) 1,000 5,000 101.042.000.542.10.47.04 Waste Disposal 641 3,773 9,080 2,000 3,200 101.042.000.542.10.48.01 Equipment Repair & Maintenance 5,263 2,519 9,862 3,500 4,500 101.042.000.542.10.48.03 Software Licenses & Maintenance 400 0 0 0 0 101.042.000.542.20.43.01 Travel/Mileage/Meals 864 1,872 416 3,000 3,000 101.042.000.542.23.41.41 Uncollectible Accounts Expense 1,607 0 0 0 0 101.042.000.542.30.41.10 Contract street maintenance 1,306,496 1,262,714 1,289,711 1,336,424 1,347,163 101.042.000.542.30.48.01 Crack Sealing 725 0 0 0 0 101.042.000.542.35.41.02 Non -Capital Computer Software/Hardware 2,412 1,577 1,162 0 0 101.042.000.542.63.47.01 Street Lighting 415,593 457,354 481,373 460,000 485,000 101.042.000.542.63.47.02 Water & Sprinkler 20,126 41,651 374 12,000 500 101.042.000.542.64.48.44 Traffic Control Devices -Repair & Maint. 0 0 52,649 0 20,000 101.042.000.542.90.41.00 IT Support 854 0 0 0 0 101.042.000.542.90.45.07 Interfund Vehicle Lease (non -plow) 10,777 12,077 31,000 23,250 23,250 101.042.000.542.90.45.07 Interfund Vehicle Lease (plow) 75,000 0 40,000 77,929 77,929 101.042.000.542.90.49.01 Subscriptions 1,009 1,115 0 500 500 101.042.000.542.90.49.02 Memberships-SRTC 38,802 26,681 24,641 40,852 43,051 Page 1 of 3 (2,500) 10,000 7,500 (80, 000) 32 (300) 4,000 1,200 1,000 10,739 25,000 (11,500) 20,000 2,199 Community & Public Works Department Fund #101 - Street Fund Employee Count - 5.725 FTEs 101.042.000.542.90.49.04 101.042.000.543.30.49.18 101.042.000.543.50.44.03 101.042.000.543.50.45.50 101.042.000.543.50.47.01 101.042.000.543.50.47.03 101.042.000.543.50.47.04 101.042.000.543.50.47.05 101.042.000.543.50.48.04 Registrations Vehicle License & Registration Taxes and Assessments Operating Facilities Rent Electricity Sewer Waste Disposal Television Services Repairs & Maintenance P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 2014 Actual 2015 Actual 2016 Actual 0 0 412 2,444 6,481 287 723 296 3,858 0 0 652 2,675 7,716 292 861 319 4,123 1,892 24 412 2,287 7,615 285 1,486 324 6,746 2017 Budget 1,500 0 1,000 2,500 8,000 300 1,050 325 5,000 2018 Proposed Budget 2,400 0 1,000 2,550 7,800 330 1,000 325 5,500 Increase/ Decrease from 2017 900 50 (200) 30 (50) 500 101.043.000.542.10.41.02 Engineering & Architectural 465 3,950 0 0 0 101.043.000.542.50.41.05 Professional Services 6,320 13,973 2,398 0 0 101.043.000.542.50.41.08 Prof. Svcs. Mat. Testing 0 715 0 0 0 101.043.000.542.50.45.03 Equipment Rental 0 500 11 0 0 101.043.000.542.50.48.01 Bridge Maintenance 50,030 3,931 1,881 40,000 40,000 101.043.236.542.xx.xx.xx Fancher Road Bridget Joint Repair 0 633 86,612 0 0 101.042.000.542.10.xx.xx Signal Detection Replacement Program 101.042.000.542.10.xx.xx Traffic Signal Replacement Program Snow Operations 101.000.000.542.66.31.04 Operating Supplies 101.000.000.542.66.31.08 Repair & Maintenance Supplies 101.000.000.542.66.32.01 Fuel 101.000.000.542.66.35.01 Small Tools & Minor Equipment 101.000.000.542.66.41.05 Professional Services 101.000.000.542.66.41.12 Winter Snow Services 101.000.000.542.66.41.15 WSDOT Winter Snow Services 101.000.000.542.66.41.18 Legal Notices 101.000.000.542.66.48.01 Equipment Repair & Maintenance 101.000.000.542.66.49.01 Subscriptions 101.000.000.542.66.49.18 Vehicle License & Registration 101.000.000.517.78.51.05 Unemployment Claims Intergovernmental Services 101.042.000.542.30.51.01 Street Maintenance -County 101.042.000.542.30.51.02 WSDOT Maintenance Contract Interfund Payments for Service 101.000.000.597.00.00.10 IF Transfer to 001 101.042.000.597.31.00.10 IF Transfer to 311 Total Recurring Activity 0 0 0 0 0 40,000 0 0 (40,000) 0 2,116,027 2,053,844 2,193,931 2,309,330 2,242,930 (66,400) 256,138 257,450 220,000 235,000 250,000 15,000 59,043 57,183 46,904 50,000 54,000 4,000 23,671 12,057 13,437 20,000 20,000 - 2,250 1,604 906 4,000 2,000 (2,000) 0 0 0 0 800 800 52,151 102,377 50,000 50,000 70,000 20,000 88,094 0 50,000 80,000 80,000 0 396 0 0 0 17,011 21,717 20,000 20,000 20,000 9,985 12,280 8,350 9,000 8,000 (1,000) 10 0 0 0 0 0 167 38 0 0 508,353 465,231 409,635 468,000 504,800 36,800 720,515 155,753 876,268 492,807 214,508 707,315 662,057 174,044 836,101 39,700 282,000 321,700 39,700 206,618 246,318 39,700 67,342 107,042 630,000 165000 795,000 39,700 67,342 107.042 670,000 181000 851,000 39,700 67,342 107042 40,000 16 000 56,000 0 4,623,255 4,327,511 4,362,869 4,539,244 4,586,468 47,224 Page 2 of 3 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Community & Public Works Department Fund #101 - Street Fund Employee Count - 5.725 FTEs (NONRECURRING ACTIVITY 2014 Actual 2015 Actual 2016 Actual Capital Outlays and Interfund Payments for Service 101.042.000.594.44.64.05 Storage Unit at the Maintenance Facility 0 0 4,871 Pavement marking Grinder - Equipment 0 6,019 0 101.042.133.595.64.xx.xx Proj 133 - Sprague Ave ITS 173 0 0 101.042.000.594.42.63.03 Traffic control improvements 0 0 59,695 101.042.000.594.42.64.07 Capital Equipment 33,532 0 0 101.042.000.594.44.64.05 Heavy Duty Machinery & Equipment 7,090 0 0 101.042.228.594.44.64.11 Transportation Mgmt Center 0 25,875 1,465 101.042.204.595.64.xx.xx Mission Park Crosswalk & Sig Modification 15,670 0 0 101.042.214.595.xx.xx.xx City Fiber Connection 13,542 0 0 101.000.000.597.30.00.30 Transfer out #303 0 123,955 0 101.000.000.597.30.00.30 Transfer out #303 - Sprague/Thierman Inters( 5,038 0 0 101.000.099.597.50.00.10 Nonrecurring IF transfer to 501 25,849 0 0 Durable Striping at Trent & Argonne 0 0 0 Spare Traffic Signal Equipment 0 0 0 Battery Backups for Intersections 0 0 0 Total Nonrecurring Activity 100,894 155,849 66,031 120,000 15,000 (105,000) 2017 Budget 0 0 0 0 0 0 0 0 0 0 0 0 75,000 30,000 15,000 2018 Proposed Budget 0 0 0 0 0 0 0 0 0 0 0 0 0 (75,000) 0 (30,000) 15,000 Increase/ Decrease from 2017 Total Street Fund Proposed 2017 Amended Amount 4,724,149 4,483,360 4,428,900 4,659,244 4,601,468 (57,776) Page 3 of 3 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Street Fund Line Item Detail 101 000.542.10.10.00 000.542.10.10.01 000.542.10.10.99 000.542.10.20.00 000.542.10.20.01 000.542.66.10.00 000.542.66.10.01 000.542.66.10.98 000.542.66.20.00 000.542.66.20.01 043.000.542.10.10.00 043.000.542.10.10.99 043.000.542.10.20.00 Supplies 042.542.10.31.04 042.542.10.32.01 042.542.10.35.01 042.542.30 31 08 Wages _ 5.725 FTE's Temp/Seasonal - Wages Overtime Payroll Taxes and Benefits Temp/Seasonal - Payroll Tax & Benefits Snow Snow Snow Snow Snow Plow - Wages Plow - Temp/Seasonal - Wages Plow - Overtime Plow - Payroll Taxes and Benefits Plow - Temp/Seasonal - Payroll Tax & Benefits Bridge - Wages Bridge - Overtime Bridge - Payroll Tax & Benefits Operating Supplies - Misc supplies for maintenance crew, including marking paint and other supplies for marking jobsites. Fuel - Fuel for 4.5 vehicles Small Tools & Minor Equipment - Tools to outfit a mechanic for operations, saws, weed eaters for city staff/geiger crews, welding equipment, etc ... Repair & Maintenance Supplies - propane for crack seal melter - coldmix for potholes - crack sealing - street markers, cones, safety equip - truck parts - paint for grafitti Other Services & Charges 000.542.10.41.02 Engineering & Architectural - Traffic Engineering Services (DEA) - Bridge Engineering Consultant/County - Street Master Plan TIP - Street Master Plan Pavement Mgmt $80,000 / Every odd year (next 2019) - Principal Arterial Intersection traffic counts Added intersection counts for signal timing improvements. Turning counts Page 1 of 5 25,000 35,000 85,000 0 20,000 2018 Proposed Budget 436,788 31,575 2,500 203,298 3,329 29,038 24,289 10,000 15,222 2,337 7,008 0 2,812 1,500 6,000 15,000 90,000 165,000 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Street Fund Line Item Detail 101 000.542.10.42.02 Telephone Service - Fax phone line @ Maint Facility 50% street/ 50% storm - $72 / mo (2017) 000.542.10.42.03 Cell Phones - 4 Cell Phones @ 36.47/mo 1,751 - 2 1pad @ 41.08/mo 986 - Cell Phone reimbursment -135/Qrt 540 000.542.10.45.03 Equipment Rental - Joint sealer machine _ Portable crane to remove/replace sander / dump body - 2x yr 000.542.10.47.04 Waste Disposal - Dumping fees at the local transfer stations 2,500 - Street Sweeping - 4% Street / 96% storm 700 000.542.10.48.01 Equipment Repair & Maintenance - Oil Chgs, Tires, Misc Repairs on 4.5 Vehicles 3,500 - BNSF RR signal /gate repair 50% = COSV 1,000 _ Repairs not done in house. Outside shop repairs 000.542.20.43.01 Travel/Mileage - Mileage, Meals - Airfare, Car rental, Lodging 000.542.30.41.10 Contracted Street Maintenance - Dead Animal Removal - City Streets 20,000 - Emergency Cleanup / On Call Spokane County Geiger 35,000 - $70,000 - Exp 9/2021 - 50% St / 50% Storm (hard split) - Emergency Spill Cleanup / On Call Able Cleanup 2,500 - 25% St / 75% Storm (hard split) - Emergency Traffic Control / On Call Senske 5,000 - $10,000 - Exp end of year - 50% St / 50% Storm (hard split) - ROW Landscaping Senske 14,687 - $53,250 - Executed 2015, (4) 1 yr renewal options - 2016 = 57,878, 2017 = 58,746 - 25% St / 75% Storm (hard split) - contract increase based on max CPI -U (3%) , added 300 landscape, tree replacement - unforseen accidents and/or projects. 25% St / 75% Storm - ROW. Weedspraying- Spokane Pro Care - $19,400- Executed 2015, (4) 1 yr renewal options - 2016 = 19,400, 2017 = 19,691 - 25% St / 75% Storm (hard split) - contract increase based on max CPI -U (3%) _ Street Sweeping AM Sweeping - $490,200 - Executed 2015, (4) 1 yr renewal options - 4% St / 96% Storm (hard split) Page 2 of 5 4,923 148 19,608 2018 Proposed Budget 432 3,500 5,000 3,200 4,500 3,000 1,347,163 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Street Fund Line Item Detail 101 - Street Repair & Maint Poe Asphalt - $1,366,663 - Executed 2014, (5) renewal options - 90% St/ 10% Storm (soft split) Vegetation Management - 50% street / 50% storm 000.542.63.47.01 Street Lighting - Yearly increase due to added lighting w/ city growth - now being replaced with LED 000.542.63.47.02 Water & Sprinkler - Water services for all grassy areas that the city maintains. - Water is shared with Street and Stormwater based on location 000.542.64.48.44 Traffic Control Devices - Repair and Maint - Non Traffic Accidents - Traffic accidents go under 099 acct / Non recurring 000.542.90.45.07 Interfund Vehicle Lease (non -plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund vehicles 000.542.90.45.07 Interfund Vehicle Lease (plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund plows 1,229,997 15,000 2018 Proposed Budget 485,000 500 20,000 23,250 77,929 000.542.90.49.01 Subscriptions 500 000.542.90.49.02 Memberships -SRTC (Memberships/Professional 43,051 Licenses - Various Ecology, Chemical Handlers, Water Works 2,200 Operator, Hazardous memberships - American Society of Civil Engineers 250 - SRTC - VISUM software 1,800 - SRTMC Management Fees 15,000 - currently no agency is paying - grant funded. Determined each year - SRTC Membership 19,000 - Transportation Professional Cert Board 0 - Expires 7/22/19 $275 - 2 PE Licenses $116 116 - IMSA 85 IMSA Signal Tech Certification - every 3 years 100 - Every 3 year Expires 2018 - Inland Empire Utility (411) - 50/50 w/ Street 4,500 - Charged per call. 2016 = $6123, 2017 = $8112 - Price increases yearly Page 3 of 5 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Street Fund Line Item Detail 101 000.542.90.49.04 000.542.50.44.03 Maintenance Shop 000.543.50.45.50 000.543.50.47.01 000.543.50.47.03 000.543.50.47.04 000.543.50.47.05 000.543.50.48.04 Bridge 000.542.50.48.01 Traffic 000.594.42.63.03 000.594.42.63.03 Snow Operations 000.542.66.31.04 000.542.66.31.08 000.542.66.32.01 Registrations - Misc. training in area - Rd&St Conference, WSDOT, Flagging, Chemical Pavement management WAPA x 2 times per year Taxes & Assessments Euclid Operating Facilities Rent - Day Wreless - Tower rental / radios in plows 210.33/mo Electricity - Euclid Facility - Electricity at the Maint Facility: 17002 E. Euclid - Split 50 / 50 w/ Street (hard split) Sewer - Euclid Facility - Sewer at the Maint Facility: 17002 E. Euclid $50 / mo. Split 50 / 50 with Stormwater Waste Disposal - Euclid Facility - Garbage at the Maint Facility: 17002 E. Euclid 174/mo. Split 50/50 w/ Storm Television Service - Euclid Facility - Service provided to Maintenance Facility (Direct TV) access to the latest news / weather rpts. $53/mo split 50/50 w/ Street Repair & Maintenance - Euclid Facility - All expenses are 50/50 with the Stormwater Fund - Building Cleaning 2X Monthly $350 per month - Industrial Park Dues - Yearly Furnace Cleaned - Building Maintenance Bridge/Street Maintenance - General maintenance bridge projects Signal Detection Replacement Program Traffic Signal Replacmeent Program (101.000.000) Operating Supplies - Snow Removal - Liquid Magnesium Chloride - Granualr deicer Repair & Maintenance - Snow Removal - Plow repair/maintenance - done in house - Gas for welder, cutting torch Norco Fuel - Snow Removal - Fuel for 10 snow plows and .5 backhoe for an Page 4 of 5 400 1,000 500 500 2,100 1,100 500 1,800 100,000 150,000 2018 Proposed Budget 2,400 1,000 2,550 7,800 330 1,000 325 5,500 40,000 0 0 250,000 54,000 20,000 P:\1. General Governance\Budget\2018 Budget\City Engineer\Street Fund budget worksheet 2018 Street Fund Line Item Detail 101 average snow fall winter 2018 Proposed Budget 000.542.66.35.01 Small Tools & Minor Equipment - Snow Removal 2,000 - Small tools needed to repair snow plow fleet 000.542.66.41.05 Professional Services - Snow Removal 800 US Healthworks - CDL Physicals for drivers (5) per year - paid previously by HR, now pd by street fund 000.000.66.41.12 Winter Snow Services 70,000 - Poe Contract Drivers 70,000 * Snow Grader under winter reserve fund 000.542.66.41.15 WSDOT Winter Snow Services 80,000 - Snow removal and treatment on Pines and Trent 000.542.66.48.01 Equipment Repair & Maintenance - Snow Removal 20,000 - Outside shop repairs 000.542.66.49.01 Subscriptions - Snow Removal 8,000 - Weathernet: Weather Reports & Misc 3,000 _ GPS Tracking system for plows and street sweepers. 5,000 Split 50/50 w/ Storm Intergovernmental Services 000.542.30.51.01 000.542.30.51.02 Street Maintenance -County - Signals 425,000 - Signs 80,000 - Striping 105,000 - Legends 60,000 The amount invoiced in 2014 was much higher than expected. We have been working with the County to reduce expenditures to match our current budget. WSDOT Maintenance Contract - Signal Illumination 46,000 - Roadway Maintenance 125,000 - Contingency 10,000 Interfund Payments for Service 000.597.00.00.10 Transfer to General Fund - OH 000.597.31.00.10 Transfer to Fund 311 - Pavement Preservation 670,000 181,000 39,700 67,342 Total Recurring Expenditures: 4,586,468 Battery Backups for Intersections 15,000 Total Nonrecurring Expenditures: 15,000 Total Street Fund: 4,601,468 Page 5 of 5 Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 4.4 FTEs (RECURRING ACTIVITY P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Wages / Payroll Taxes / Benefits 000.531.36.10.00 Wages 000.531.36.10.01 Temp/Seasonal - Wages 000.531.36.10.99 Overtime 000.531.36.20.00 Payroll Taxes and Benefits 000.531.36.20.01 Temp/Seasonal - Payroll Tax & Benefits 2014 Actual 2015 Actual 2016 Actual 247,960 268,075 316,871 6,259 22,747 11,391 536 345 1,736 91,939 102,819 134,257 809 2,813 1,535 347,503 396,799 465,790 2017 Budget 354,356 32,733 2,000 158,663 3,569 551,321 2018 Proposed Budget 365,008 22,534 2,000 163,024 2,420 554,986 Increase/ Decrease from 2017 10,652 (10,199) 4,361 (1,149) 3,665 Supplies 000.531.36.31.03 Publications 575 295 0 325 300 (25) 000.531.36.31.04 Operating Supplies 453 18,974 2,630 3,000 4,000 1,000 000.531.36.31.06 Safety Equipment 142 524 202 600 0 (600) 000.531.36.31.08 Repair & Maintenance Supplies 1,771 828 2,456 0 0 - 000.531.36.32.01 Fuel 4,790 3,915 3,637 6,500 5,500 (1,000) 000.531.36.35.01 Small Tools & Minor Equipment 657 5,686 3,361 5,000 5,000 8,388 30,222 12,286 15 425 14 800 (625) Other Services & Charges 000.531.30.45.07 Interfund Vehicle Lease 1,567 4,167 11,000 12,750 12,750 - 000.531.36.41.03 Spokane County GIS 6,558 11,774 17,642 4,000 5,050 1,050 000.531.36.41.05 Professional Services 2,135 34,467 6,272 66,000 60,000 (6,000) 000.531.36.41.10 Private stormwater maintenance 907,963 989,542 961,537 967,171 953,341 (13,830) 000.531.36.41.17 Advertising 0 533 35 0 0 000.531.36.41.18 Legal Notices 0 0 0 100 0 (100) 000.531.36.41.20 Decant Facility Usage 0 0 4,752 0 10,000 10,000 000.531.36.42.01 Postage 0 18 0 0 0 - 000.531.36.42.02 Telephone Service 358 384 420 400 432 32 000.531.36.42.03 Cell Phones 1,356 1,352 807 1,400 1,900 500 000.531.36.42.08 Internet Service 2,627 0 0 0 0 - 000.531.36.43.01 Travel/Mileage/Meals 1,373 2,280 1,477 3,150 3,500 350 000.531.36.44.03 Taxes and Assessments 415 415 415 500 500 000.531.36.45.03 Equipment Rental 39 0 54 0 0 000.531.36.47.01 Electricity 6,481 7,181 8,142 8,500 8,500 000.531.36.47.02 Water & Sprinkler 104 0 43,793 20,000 44,000 24,000 000.531.36.47.03 Sewer 287 292 285 330 330 - 000.531.36.47.04 Waste Disposal 36,980 17,918 22,144 15,000 22,050 7,050 000.531.36.47.05 Television Services 296 319 324 325 325 - 000.531.36.48.01 Equipment Repair & Maintenance 3,969 4,577 5,151 3,375 4,500 1,125 000.531.36.48.03 Software Licenses & Maintenance 505 844 5,530 6,725 10,055 3,330 000.531.36.48.04 Repairs & Maintenance - Euclid Facility 3,994 3,974 5,642 7,000 7,000 - 000.531.36.49.02 Memberships 75 693 3,711 4,100 5,500 1,400 000.531.36.49.04 Registrations 4,811 3,165 3,700 3,000 4,000 1,000 000.531.36.49.18 Vehicle License & Registration 0 0 24 0 0 000.538.36.38.00 Compensated Absences 3,555 (3,858) 3,572 0 0 985,448 1,080,037 1,106, 429 1,123, 826 1,153, 732 29,906 Page 1 of 2 P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 4.4 FTEs Intergovernmental Services 000.531.36.51.01 Spokane County - Contract Services 000.531.36.51.20 Ecology Permit Interfund Payments for Service 000.597.00.00.10 IF Transfer to 001 Total Recurring Activity (NONRECURRING ACTIVITY Capital Outlays 402.402.000.594.38.63.05 402.402.000.594.38.64.05 402.402.000.597.50.00.10 402.402.150.595. 402.000.179.595. 402.000.000.595. 402.000.166.595. 402.000.168.595. 402.000.185.595 402.000.186.595. 402.000.186.595. 402.000.188.595. 402.000.193.595. 402.000.196.595. 402.000.198.595. 402.000.199.595. 402.000.200.595. 402.000.206.595. 402.000.211.595. 402.000.218.595. 402.000.220.595. 402.000.224.595. 402.000.238.595. 402.000.000.597.40.00.30 Stormwater Improve - Capital Outlays Heavy Duty Machinery & Equipment IF Transfer to 501 #150 - Sullivan Rd. Bridge Drain Retrofit #179 - 2013 Street Preservation -Phase 2 Construction - Drainage #166 - Pines Rd. & Grace Ave. Int Safety #168 - Wellesley & Adams sidewalks #185 - Appleway Landscaping - Phase 1 #186 - Adams Road Resurfacing #187 - Sprague Ave. Preservation Project #188 - Sullivan Rd Preservation Project #193 - Effectiveness Study #196 - 8th Ave - McKinnon to Fancher #198 - Sprague, Park to University LID #199 - Havana - Yale Diversion #200 - Ponderosa Surface Water Diversion #206 - Sprague/Long Sidewalk Project #211 - Sullivan Trent to Wellesley & Wellesley #218 - Montgomery Ave. St. Preservation #220 - Houk-Sinto-Maxwell St Preservation #224 - Mullan Rd Street Preservation #238 - Pines Rd Mirabeau Parkway Intersection Watershed studies IF Transfer to 403 Total Nonrecurring Activity Total Stormwater Fund Proposed 2017 Amended Amount 2014 Actual 2015 Actual 2016 Actual 0 27,167 27,167 1,200 28,976 30,176 1,200 30,564 31,764 13,400 13,400 13,400 13,400 13,400 13,400 2017 Budget 0 50 000 50,000 13,400 13,400 2018 Proposed Budget 0 35 000 35,000 13,400 13,400 1,381,906 1,550,634 1,629,669 1,753,972 1,771,918 0 22,636 25,843 1,152 99,836 189,252 0 117 192,484 77,331 70,768 0 103,306 17,513 8,940 9,489 11,005 0 0 0 0 0 0 0 50,125 879,797 0 15,546 0 0 0 230,247 34,844 0 0 0 0 50,680 192,638 0 10,453 4,887 3,540 25,967 143,255 87,314 77,361 16,427 0 0 0 893,159 0 4,871 0 0 0 82,733 0 0 0 0 0 0 110,055 0 0 0 0 0 0 0 0 0 6,848 0 0 204,507 450,000 0 0 0 0 0 0 0 0 0 0 0 210,000 0 0 0 0 0 0 0 0 0 0 50,000 0 710,000 Increase/ Decrease from 2017 (15, 000) (15, 000) 0 17.946 400,000 (50,000) 0 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 15,000 (195,000) 0 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 60,000 10,000 0 - 475,000 (235,000) 2,261,703 2,443,793 1,834,176 2,463,972 2,246,918 (217,054) Page 2 of 2 P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Stormwater Fund Line Item Detail 402.402 000.531.36.10.00 000.531.36.10.01 000.531.36.10.99 000.531.36.20.00 000.531.36.20.01 000.531.36.31.03 000.531.36.31.04 000.531.36.31.06 000.531.36.32.01 000.531.36.35.01 000.531.30.45.07 000.531.36.41.03 000.531.36.41.05 000.531.36.41.10 Wages _ 4.4 FTE's Temp/Seasonal - Wages _ 2 interns @ 1,000 hrs each Overtime Payroll Taxes and Benefits FICA, Medicare, L&I, PERS Temp/Seasonal - Payroll Tax & Benefits _ 2 interns Publications - Training publications / materials Operating Supplies - Drain rock Safety Equipment - Combined with Small Tools & Minor Equipment Fuel (based on current fuel prices) - Fuel for 4.5 vehicles (2014) Escape, (2011) F-250, (2005) Dodge .5 (2010) Caterpillar, .5 (2009) F550, .5 (2004) F-150 Small Tools & Minor Equipment - Includes testing equipment, spill cleanup supplies, signs, - Safety Equipment: vests, hard hats .... Interfund Vehicle Lease Spokane County - GIS Services - ESRI Licenses (County) - CIP 25% / Storm 23% / CD Devlp 16%,/ CD Planning 35% / based on # users increase due to upgrade from basic to advanced - 2 users Professional Services - Surveying - Material Testing - Planning and Pre -design - GPS service for Sweepers and Plows Private (Contracted) Stormwater Maintenance - Emergency Cleanup / On Call Geiger - $70,000 - Exp 9/2021 - 50% St / 50% Storm (hard split) _ Emergency Spill Cleanup / On Call Able Clean up - 25% St / 75% Storm (hard split) - Emergency Traffic Control / On Call Senske - $10,000 - Exp end of year - 50% St / 50% Storm (hard split) - ROW. Landscaping Senske - $53,250 - Executed 2015, (4) 1 yr renewal options Page 1 of 4 250 4,800 20,000 20,000 15,000 5,000 35,000 2,500 5,000 44,060 2018 Proposed Budget 365,008 22,534 2,000 163,024 2,420 300 4,000 5,500 5,000 12,750 5,050 60,000 953,341 P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Stormwater Fund Line Item Detail 402.402 - 2016 = 57,878, 2017 = 58,746 - 25% St / 75% Storm (hard split) - contract increase based on max CPI -U (3%) , added 1,322 landscape, tree replacement - unforseen accidents and/or projects 25% St / 75% Storm - Vegetation Management 15,000 - ROW Weedspraying Spokane Pro Care 14,768 - $19,400- Executed 2015, (4) 1 yr renewal options - 2016 = 19,400, 2017 = 19,691 - 25% St/75% Storm (hard split) - contract increase based on max CPI -U (3%) 443 - Street Repair & Maint Poe Asphalt 136,666 - $1,366,663 - Executed 2014, (5) renewal options - 90% St/ 10% Storm (soft split) - Street Sweeping AM Sweeping 470,592 - $490,200 - Executed 2015, (4) 1 yr renewal options - 4% St / 96% Storm (hard split) - Vactoring(Drainage structure cleaning) - $189,990 AAA 189,990 Sweeping - $189, 990 - Executed 2012, (5) 1 yr renewal options - Contingency 38,000 000.531.36.41.18 Legal Notices 2018 Proposed Budget 000.531.36.41.20 Decant Facility Usage 10,000 _ This relates to the 0 & M fees for the use of the facility and disposal cost 000.531.36.42.02 Telephone Service 432 - Fax phone line @ Maint Facility 50% street/ 50% storm - $72 / mo (2017) 000.531.36.42.03 Cell Phones 1,900 - 2 Phones @ 36.47/mo 900 - 2 1pad @ 40.01 each/mo 1,000 000.531.36.43.01 Travel/Mileage 3,500 - Travel, mileage and meals - conferences, classes Previously % pd through ecology grant. Grant over 6/30/17 000.531.36.44.01 Taxes and Assessments 500 - Yearly Property taxes 000.531.36.47.01 Electricity 8,500 - Maintenance Facility at 17002 E. Euclid. 7,600 - Split 50 / 50 w/ Street (hard split) - Irrigation 900 000.531.36.47.02 Water & Sprinker 44,000 - Modern, Vera, ESWD#1, SCWD#3, Consolidated, irvin - irrigated swales & ROW area increase street was paying in error, 2018 budget shows correction Page 2 of 4 P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Stormwater Fund Line Item Detail 402.402 000.531.36.47.03 000.531.36.47.04 000.531.36.47.05 000.531.36.48.01 000.531.36.48.03 000.531.36.48.04 Sewer (Euclid Facility) - Sewer charges at the Maintenance Facility located at 17002 E. Euclid. The cost is $50 per month and is paid for 1/2 by street and 1/2 by stormwater Waste Disposal _ Special eductor waste to Grahm Rd facility - Street sweeping waste to WM Ghram Rd facility - Garbage at the Maint Facility: 50/50 split w/ Street Television Service @ Euclid Facility - Service provided to Maintenance Facility (Direct TV) access to the latest news / weather rpts. $53/mo split 50/50 w/ Street (hard split) Equipment Repair & Maintenance - 4.5 Vehicles Oil changes + Misc repairs 2014 Escape, 2011 F-250, 2005 Dakota, .(5) 2009 F-550, (.5) 2004 F-150, (.5) 2010 Caterpillar 1,000 20,000 1,050 Software Licenses & Maintenance - Hydrocad Software 300 - ESRI Online GIS License. 2,174 Unable to get through the County at this time. ESRI Licenses inflated at 3% according to terms of current ELA. New ELA will be negotiated for 2017. _ AutoCad - DLT Solutions - Stand alone (4): Marcy, John, Chad, Ray - Float: (5): Erica, Rob, Jared, Pete, Art, Aaron - Pictometry Tiles (Aerial photos) - Every other year, next year will be 2020. - 23% Storm, 25% CIP, 16% /dvko Srvcs. 35% Planning - Pictometry License Online Yearly Split 50/50 between Storm & CD Planning - Spokane County Information Technology - how stormwater fees are collected and assessed - Arcpad 300 Repair and Maintenance - Euclid Facility - All expenses are shared 50/50 with the Street Fund - Building Cleaning 2X Monthly $350 per month 2,100 - Industrial Park Dues 1,110 - Yearly Furnace Cleaned 500 - Building Maintenance 3,290 2,443 2,081 1,557 1,200 Page 3 of 4 2018 Proposed Budget 330 22,050 325 4,500 10,055 7,000 P:\1. General Governance\Budget\2018 Budget\City Engineer\Stormwater budget worksheet 2018 Stormwater Fund Line Item Detail 402.402 000.531.36.49.02 000.531.36.49.04 000.531.36.51.20 000.597.00.00.10 Memberships / Professional Licenses - APWA - yearly - WEF - Waste Environmental Federation - Professional membership - tbd - Wastewater Operator Certificate - WA Dept of Health - License 116.00 / each, every other year even/odd - Even: Art, Chad Odd: - Inland Empire Utility (411) - 50/50 w/ Street - Charged per call. 2016 = $6123, 2017 = $8112 Registrations - GIS Training Seminars - National Conference - Valleyfest Booth - Autocad Training - Waste Operator, Pesticide, inspector classes - Misc Training / Conferences Ecology Permit - Yearly cost of operating under the DOE - based off the number of housing units - Stormwater engineer will have data for calculation Interfund Transfer - General Fund OH Total Recurring Expenditures: Nonrecurring Expenditures Stormwater Improvements - Capital Outlays 402.000.193.595. Effectiveness Study Watershed Studies Total Nonrecurring Expenditures: 200 200 200 50 350 4,500 800 1,000 50 1,350 500 300 2018 Proposed Budget 5,500 4,000 35,000 13,400 1,771,918 400,000 15,000 60,000 475,000 Total Stormwater Fund: 2,246,918 Page 4 of 4 CITY OF SPOKANE VALLEY City Council Workshop Meeting Date: June 13, 2017 Department Director Approval: Check all that apply: ❑ consent ['old business ❑ new business ❑public hearing ❑ information X admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Ending Fund Balance -- General Fund. GOVERNING LEGISLATION: None. PREVIOUS COUNCIL ACTION TAKEN: Each year when Council approves the budget ordinance, included in that action is adoption of the entire budget document including the City Manager's Budget Message which includes the City's Fiscal Policies. Included in the Fiscal Policies are a number of Financial Objectives including a statement that we will maintain a minimum General Fund fund balance of at least 50% of recurring expenditures. BACKGROUND: We begin each General Fund budget development cycle with two goats: 1. Recurring revenues must equal or exceed recurring expenditures. 2. The ending General Fund fund balance must be at least 50% of recurring expenditures. Although the goal of requiring revenues to exceed expenditures is relatively self-explanatory, the rationale behind the goal of maintaining a fund balance of at least 50% of recurring expenditures necessitates a more thoughtful discussion. OPTIONS: This is simply a discussion topic. RECOMMENDED ACTION OR MOTION: No action is required at this time. BUDGET/FINANCIAL IMPACTS: None at this time. STAFF CONTACT: Mark Calhoun ATTACHMENTS: June 13, 2017 Memo to Council titled "General Fund -- Fund Balance Discussion". Spokane Dalley 11707 E Sprague Ave Suite 106 ❑ Spokane Valley WA 99206 509.921.1000 © Fax: 509.921.1008 0 cityhall@spokanevalley.org Memorandum To: Mayor and Councilmembers From: Mark Calhoun, City Manager Date: June 13, 2017 Re: General Fund — Fund Balance Discussion Through the course of our annual budget development conversations we have discussed the General Fund fund balance (reserves) in general terms and note that we carry a minimum of 50% which reflects a 6 -month operating reserve. The concept of the 6 -month operating reserve is a quick and easy explanation but in reality the computation we use to arrive at a 50% reserve balance is considerably more thoughtful -- not complex -- just more involved. As we've progressed through conversations on how we might finance street operations and maintenance, pavement preservation and street construction projects we at times hear that our General Fund reserves are too high and that we should pare them back to a lower amount. Consequently I'd like to provide you with a description of both how we arrived at our 50% reserve balance as well as what we do when the balance exceeds 50%. FUND BALANCE DEFINED Fund balance is an accounting concept that measures the difference between total assets (what the fund owns including cash and receivables) and total liabilities (what the fund owes to other parties including accounts payable and deferred revenues). A primary objective of a fund balance policy is to maintain adequate resources to cope with cash flow needs and contingencies, now and into the future. PROJECTED GENERAL FUND — FUND BALANCE In the 2017 General Fund budget as initially adopted we anticipated the ending fund balance to be $22,852,588, which represented 57.05% of recurring expenditures. Fund balance % = Ending fund balance Recurring expenditures 57.05%. = ; $ 22,852,588 $ 40,053,822 ITEMS TO CONSIDER IN SETTING A MINIMUM FUND BALANCE It has been the City's policy to maintain an ending General Fund fund balance that is a minimum of 50% of recurring expenditures. We arrive at this figure by considering the following: 1. Cash In -flow — cash reserves that are required as a result of the timing of revenue receipts. 2. Cash Out -flow — cash reserves that are required to meet ongoing operations and capital construction needs. Page 1 1) Minimum General Fund Reserves Required to Meet "Cash In -flow" Needs: It is necessary to maintain a minimum fund balance to meet cash flow needs and to do so one must have a sense of the timing of cash receipts and disbursements. In General Fund operations, most revenues (cash receipts) and expenditures (cash disbursements) typically take place in a relatively predictable manner with approximately one -twelfth occurring each month. Two important exceptions to this rule are the timing of receipts related to A) property tax collections and B) remittances from the State of Washington. A) Property Taxes • Property taxes are collected by the County in two installments each year with deadlines that fail on April 30th and October 31st. The County then remits to the City its share of property taxes with about 40% of collections arriving each May and November (for a total of 80%) and the remaining 20% of collections arriving in June and December (roughly 10% of the annual total each of those months). • The 2017 City property tax levy is $11,614,500. Because we receive this in two installments in essentially May and November, we run a "cash in -flow deficit" equal to one-half of the levy amount in those months or $5,807,250. Cash deficit; = `2017 Property Tax Revenue 2' $5.807.250 = $ 11,614,500 2 B) Remittances from the State of Washington • There is a time lag between when the State of Washington collects various taxes and when they remit them to the City (Le. sales taxes, motor vehicle fuel taxes, criminal justice disbursements, liquor profits and excise tax, hotel/motel taxes, etc.). • The City accrues these revenues with a one-month time lag which means the State remittance is recorded as revenue one-month earlier than when it is actually received. Total General Fund State shared revenues in 2017 are estimated at $24,544,392. Assuming these are received one -twelfth each month, our "cash in -flow deficit" is approximately $2,045,392. State: Remittances !Sales tax :Sales tax - Public Safety ;Sales tax - Criminal Justice ;State shared revenues Total receipts ;Months per year 'Average monthly receipt $ 19, 852,100 $ 919,000 $ 1,669,000 $ 2,104,600 $ 24,544,700 12 $ 2,045,392 Page 2 Together, these two revenue sources necessitate that the City maintain a minimum General Fund fund balance of $7,852,642 or 19.61% of recurring General Fund expenditures in order to simply meet cash flow needs. This is computed as follows: .Cash deficit caused by revenue remittance delay 1.A) Semi-annual property tax remittance 1,B) Approximate monthly remittance from the State of WA Minimum needed to meet cash flow $ 5,807,250 $ 2,045,392 $ 7,852,642 Minimum cash flow reserve I = Cash deficit caused by revenue remittance delay 2017 Recurring General Fund expenditures 19.61%! = $ 7,852,642 $ 40,053,822 j 2) Minimum General Fund Reserves Required to Meet "Cash Outflow" Needs It is necessary to maintain a minimum fund balance to meet cash out -flow needs and to do so one must have a sense of the timing of disbursements. In General Fund operations we take into consideration two types of cash disbursements including A) operating expenses and B) capital project disbursements that are grant financed. A) Operating Reserve It is prudent to hold cash reserves that are some reflection of a predetermined number of "months of operating expenses on hand." Assuming recurring expenses are incurred evenly throughout the year, or in other words, that 1112 of the 2017 recurring operating budget of $40,053,822 is disbursed each month, then: A fund balance equivalent to 1 -month of operations is: $40,053,822 x 1 1 12= $ 3,337,819 = 8.33%: A fund balance equivalent to 2 -months of operations is: $40,053,822 x 2 / ' 12 _ $ 6,675,637 = ? 16.67%` A fund balance equivalent to 3 -months of operations is: $40,053,822 1 x 3 1 i 12 = $10,013,456 25.00% We recommend the City maintain a three-month operating reserve or $10,013,456 in 2017. B) Capital Projects Reserve Each year the City has a number of capital construction projects that are in -part grant financed. With these projects, the granting agencies require that the work be complete and the contractor paid by the City prior to their reimbursement of our out-of-pocket disbursement. This means we must carry a sufficient cash reserve balance to meet the demand for payment by the contractor. The number and cost of capital projects varies from year to year but if we use 2016 for example, our Street Capital Fund #303 includes nearly $12 million of projects. Assuming expenditures Page 3 are incurred evenly over a 6 -month construction season, this means we must hold a $2 million capital construction reserve (= $12 million 16 months). This $2 million represents a General Fund reserve of 4.99%, computed as follows: ECapital Project Reserve = $ 2,000,000 = 4,99%; Recurring Expenditures; $ 40,053,822 COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT Combining the fund balance required to meet 2017 General Fund cash in -flow and cash out -flow needs yields a total of $19,866,098 or 49.60% of recurring expenditures. This computation is based upon a summary of each element noted in this analysis. Cash In -flow 1.A)Semi-annual property tax remittance 1.B)1Remittances from the State of Washington Cash Out -flow 2.A)Operating 2.B) Capital projects $ 5,807,250 $ 2,045,392 $ 10,013,456 = $ 2,000,000 Kecurnng Expenditures; $40,053,822 = 14.50% $40,053,822 '= 5.11%' Ii $ 40,053,822 = 25.00% / $ 40,053,822 = 4.99%1 $ 19,866,098 / $ 40,053,822 49.60% WHAT HAPPENS WHEN THE FUND BALANCE EXCEEDS 50%? The City has a long history of adopting and adhering to General Fund budgets and in fact, by actively managing our operations we typically under -expend the budget Council has adopted. The result of this is that we add to our General Fund reserves. By the same token, we've been fortunate enough to have existed within a fairly robust economy these past few years and consequently our actual revenues have exceeded our budget estimates which also adds to our General Fund reserves. Annually, typically in the spring and after the books have been closed, the City Manager and Finance Director compute the actual fund balance reserve --which is done by dividing the actual fund balance (reserves) by the recurring expenditure budget. That portion which exceeds 50% is then transferred into Capital Reserve Fund #312. Since 2013 we have transferred approximately $16.9 million into Fund #312 and this money has been used to finance a variety of Council approved projects. Listed below is a complete history of annual transfers from the General Fund to Capital Reserve Fund #312 and the projects these transfers have financed: Page 4 Capital Reserve F.Und #312 Sources ;General Fund - 2013 7,826,207 General Fund - 2014 transfer of 2012 fund bal>50% ' 2,443,507 General Fund - 2015 transfer of 2013 fund bal>50% 1,783,512 General Fund - 2016 transfer of 2014 fund bal>50% 1,828,723 (5) ;General Fund - 2017 transfer of 2015 fund bal>50% 3,003,929 j !Developer contribution (Library District) - 2013 3,180 Developer contribution (Library District) - 2014 4,675 Uses Sullivan Rd. West Bridge Replacement Applcway Trail Uni trait e -Pines (2) :Appleway Trail - Sullivan to Corbin Appieway Trail - Pines to Evergreen ;Appleway Trail - Balfour to University ;Appleway Trail - Evergreen to Sullivan Appleway Landscaping 'Business route signage ;Joint Site Design Balfour Park/Library !City Hall ($58,324 to #310 i- $5,162,764 to #313) Barker Road / BNSF Grade Separation Pines Road Underpass (4) F Reconstruct Euclid after sewer installation Carnahan & 8th - ROW acquisition 16, 893, 733 2,085,810 1,152,026 347,000 288,148 101,250 222,076 261,993 21,139 57,601 5,199, 664 700,000 500,000 1,800,000 • 415,000 13,451, 706 Difference 3,442, 027 committed completed committed committed committed committed completed completed completed committed committed committed committed committed SUMMARY The General Fund reserve balance that an individual municipality should carry is unique to the cash flow needs of that entity. The reserve balance the City of Spokane Valley carries is in my opinion appropriate because it is constructed upon a well thought out process that is based upon our own distinctive revenue and expenditure structure. Attached to this memo are two different articles that discuss General Fund reserves: • The first is from the October 2016 Ask MRSC (Municipal Research and Services Center) newsletter. • The second is from an article entitled "Why We Put Money Aside" that was in the June 2013 Governing publication. One final thought on this topic is that our General Fund fund balance has served us well in our bond rating presentations with Moody's Investor's Service and is likely in -part responsible for the "Aa3" rating they have assigned to the City of Spokane Valley. I have attached a copy of Moody's May 10, 2016 Credit Opinion that was issued as a part of our 2016 LTGO Bond issue (proceeds used for our City Hall construction project). If you should have any questions or comments please feel free to contact me at any time. Page 5 1 6/13/2017 1 CIN OF SPOKANE VALLEY, WA Pending / Potential Projects Worksheet Capital Projects Completed or In -progress: - Pavement Pres Program Fund #311 (through 2016) Phase 1 Applcway Landscaping (D ra t Park) 84.1..incoc R utc Signage - Sullivan Road West Bridge replacement - Applcway Trail Univcraty t Pinc^ (Completed) - Appleway Trail - Sullivan to Corbin (CN to begin 2017) - Appleway Trail - Pines to Evergreen (CN to begin 2017) - Appleway Trail - Balfour to University (CN to begin 2019) - Appleway Trail - Evergreen to Sullivan (CN to begin 2020) - City Hall - Carnahan & 8th - ROW acquisition - Remove & reconstruct Euclid Ave (Flora to Barker) after County installation of sewer - Scupture siting at City Hall Estimated Total Project Cost P:\1. General Governance \ Budget \2018 Budget \Finance Dept \potential and pending projects Project Financing Grant Financed City Financed Secured Grants Potential / Anticipated Grants General Fund Fund 101 Street Fund Fund 103 Paths & Trails Fund 123 Civic Facilities Replacement Fund 310 Civic Buildings Capital Projects Fund 312 Capital Reserve Fund 301/302 REET Bond Financed Other Total Unfunded N/A 4,568,530 0 5,882,507 837,960 0 2;49@,6a6. 0 0 1,901,614 0 15,912 15,615,179 N/A 261,003 8 a a a a a a 261,003 a a a 261,003 8 21,130 8 a a 8 8 8 8 221439 0 8 8 21439 8 57,601 8 a a a a a a 57,601 0 8 8 57,601 8 15,842,040 13,022,645 0 0 0 0 0 0 2,085,810 365,803 0 367,782 15,842,040 0 1,614,670 8 a a a 6&399 a a 1,152,02i 103,303 8 59 1,614,670 2,130,000 1,783,000 0 0 0 0 0 0 347,000 0 0 0 2,130,000 0 2,134,107 1,845,959 0 0 0 0 0 0 288,148 0 0 0 2,134,107 0 750,000 648,750 0 0 0 0 0 0 101,250 0 0 0 750,000 0 1,645,000 1,422,925 0 0 0 0 0 0 222,075 0 0 0 1,645,000 0 14,148,281 0 0 0 0 0 0 1,000,044 5,199,664 0 7,849,573 0 14,148,281 0 415,000 0 0 0 0 0 0 0 415,000 0 0 0 415,000 2,647,479 0 0 0 0 1,800,000 0 847,479 2,647,479 38,526 0 0 0 0 38,526 0 0 38,526 Future Construction: - Balfour Park development 3,866,000 0 0 0 0 0 0 0 0 0 0 0 3,866,000 -_Phase 2& 3 - Appleway Landscaping (Park to University) 3,000,000 0 0 0 0 0 0 0 0 0 0 0 3,000,000 Bridaina the Valley -Barker Road / BNSF Grade Separation* 16,830,000 3,406,000 10,515,000 0 0 0 0 700,000 2,209,000 0 0 16,830,000 0 -Pines Road Underpass* 18,695,000 0 16,995,000 1,200,000 0 0 0 500,000 0 0 0 18,695,000 0 -Pinecroft land acquisition ($500,000) - Park land acquisition 1,000,000 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 - Railroad Quiet Zones study 85,000 0 0 0 0 0 0 0 0 0 0 0 0 85,000 - Bus stops and pedestrian crossings on Indiana Ave. 110,000 0 0 0 0 0 0 0 110,000 0 0 0 110,000 0 - Sullivan Park land acquisition 600,000 0 0 0 0 0 0 0 600,000 0 0 0 600,000 0 - Sullivan Park water line installation 152,8580 0 0 0 0 0 0 152,858 0 0 0 152,858 0 - Barker Road corridor improvements 13,969,000 0 11,594,000 0 0 0 0 0 2,346,000 0 0 29,000 13,969,000 0 Total of Capital Projects 100,013,703 26,697,809 39,104,000 7,082,507 837,960 included in 6 -year TIP Capital Reserve Fund #312 Sources General Fund - 2013 7,826,207 General Fund - 2014 transfer of 2012 fund bal>50% 2,443,507 General Fund - 2015 transfer of 2013 fund bal>50% 1,783,512 General Fund - 2016 transfer of 2014 fund bal>50% 1,828,723 General Fund - 2017 transfer of 2015 fund bal>50% 3,003,929 Developer contribution (Library District) - 2013 3,180 Developer contribution (Library District) - 2014 4,675 16,893,733 Uses Sullivan Rd. West Bridge Replacement 2,085,810 Applcway Trail Univcraty t Pinc 1,152,02i Appleway Trail - Sullivan to Corbin 347,000 Appleway Trail - Pines to Evergreen 288,148 Appleway Trail - Balfour to University 101,250 Appleway Trail - Evergreen to Sullivan 222,075 Appleway-Landscaping 261,003 8ucincoc r utc agnagc 21,130 Joint Sitc Dc.Jgn Balf ur Park/Library 57,601 City Hall ($58,324 to 14310 + $5,162,764 to#313) 5,199,664 Barker Road / BNSF Grade Separation 700,000 Pines Road Underpass 500,000 Reconstruct Euclid after sewer installation 1,800,000 Carnahan & 8th - ROW acquisition 415,000 Sculpture siting at City Hall 38,526 Bus stops & ped crossings on Indiana Ave. 110,000 Sullivan Park land acquisition 600,000 Sullivan Park water line installation 152,858 Barker Road corridor improvements 2,346,000 16,699,090 Difference 194,643 committed completed committed committed committed committed completed completed completed committed committed committed committed committed committed 59,300 2,408,656 1,099,044 16,699,090 4,579,720 7,849,573 1,260,223 107,677,882 7,951,000 2017 0613 for Budget Workshop CITY OF SPOKANE VALLEY, WA 2018 Budget Workshop June 13, 2017 Fiscal Policies Fiscal health is at the core of providing a good public service The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, under what circumstances we will utilize reserves to sustain operations during economic downturns. Financial Management The City proposes to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs/overhead by continuing to contract for many services. 3. Continue the six-year Business Plan process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. o The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley currently utilizes only 2.18% of its total debt capacity, and more importantly, only 10.88% of non -voted bond capacity. This reflects an exceptionally low debt burden. 6. Strive to prioritize spending in the annual budget process and minimize mid -year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending Balance of at least 50% of recurring expenditures, which is roughly the equivalent of six months of general fund operations. 3. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 4. Commitment to the strategy the Service Level Stabilization Reserve Fund will not reduce below $3.3 million (60% of $5.5 million). 5. Maintain the 2018 property tax assessment the same as 2017 with the exception of new construction. As in the previous -eight years, the City will forego the one -percent annual increase to property tax allowable by RCW 84.52.050. We anticipate this will result in a levy of $11,646,000 plus estimated new construction of $125,000 for a total levy of $11,771,100. The allowable potential increase of 1% will be banked for future use as provided by law. This effectively makes this the ninth consecutive year that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment — By committing to these policies and the checks and balances they afford, the City will ensure financial sustainability well into the future. Page 1 of 3 Challenges Beyond the annual challenge of balancing the General Fund budget, the City of Spokane Valley has a number of on-going financial challenges. 1. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver historic service levels This Fund depends upon a combination of gas and telephone tax receipts. • Because the gas tax is a flat amount per gallon, and because each generation of newer vehicles get better gas mileage, we find our gas tax revenues have recently hovered somewhere between either flat or declining. Due to the State Legislature's increase in the gas tax we experienced a bit of an increase in 2016 and 2017 but this has again leveled off. • The 6% telephone utility tax generated $3.1 million in the first year of implementation in 2009. Since that time however we have experienced a steady decline and at this point are projecting amended 2017 revenues of just $2,000,000. 2. Balancing the cost of pavement preservation against other transportation and infrastructure needs • Pavement preservation has historically been financed from a combination of sources including: o General Fund dollars, o Street Fund money, o real estate excise tax (REET) receipts, o grants, and o Civic Facility Replacement Fund #123 reserves that were dedicated towards this purpose (this source was completely depleted through a planned spend -down of the reserves over the 4 -year period 2013 through 2016). • Street construction and reconstruction projects are typically financed through a combination of state and federal grants plus a City match that normally comes from REET receipts. The more we apply REET dollars towards pavement preservation projects, the less able we are to leverage this revenue source towards street construction and reconstruction projects. if one assumes we are able to obtain street construction grants requiring a 20% City match, then every $1 of REET money we set aside for this purpose leverages a $5 project. Railroad Grade Separation and Quiet Zone Projects (overpasses and underpasses) Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42 mile corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer protection in the event of an oil spill, and train whistle noise abatement. The underlying study outlined the need for a grade separation at four locations in Spokane Valley including: • Barker and Trent Road Overpass (estimated cost of $20.0 million), • Pines and Trent Underpass (estimated cost of $19.8 million), • Sullivan Road Overpass improvements (estimated cost of $16.1 million), and • Park Road Overpass (estimated cost of $19.0 million) Page 2 of 3 Because grade separation projects are exceptionally expensive endeavors (totaling $74.9 million) and largely beyond our ability to finance through existing sources of internal revenue, the City has pursued grant funding from both the Federal and State Government over the past several years. We anticipate this is a discussion that will continue well into the future. 4. Grants and Declining Matching Funds City staff actively pursue funding commitments from other sources to help pay the cost of needed capital improvements related to pavement preservation; transportation including street construction and reconstruction; bridges; stormwater facilities; parks that benefit the community; and railroad grade separation projects. In 2017, a total of $23.58 million is budgeted to address capital projects and of this amount we anticipate $8.04 million (or 34.1 %) of these costs will be offset with grant revenues. This figure is quite low in comparison to previous years and this is largely due to the City Hall project which is being financed with a combination of cash we set aside for this project and LTGO bond proceeds. If we exclude the $5.34 million budgeted for the City Hall project in 2017, the remaining capital projects total $18.24 million, of which $8.04 million (or 44.1%) is offset by grant revenues. Following is a history of the percentage of capital projects we have been able to cover with grant revenues: • 2017 Budget = 44.8% • 2016 Budget = 56.6% • 2015 Budget = 66.2% • 2014 Budget = 70.2% • 2013 Budget = 83.0% • 2012 Budget = 65.0% • 2011 Budget = 48.0% Much of the deviation from year to year revolves around the amount of cash the City applies towards projects but we are always on the lookout for grant revenues to offset our costs. The City has historically maintained a fairly aggressive capital construction program and we will strive to do so in the future. Page 3 of 3 CITY OF SPOKANE VALLEY, WA 2018 Budget Workshop June 13, 2017 2017 Council Goals 1. Continue to work with state and federal legislators towards financial assistance for both the Barker and Pines Road Grade Separation Projects. 2. Develop a strategic plan for financing and completion of ail grade separation projects. 3. Continue and expand where possible economic development efforts. Complete the development of implementation strategies for the retail and tourism studies that were completed in 2016. 4. Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained funding in the Street Fund #101 and Pavement Preservation Fund #311, to address concerns beyond the year 2021. 5. Evaluate and discuss increasing costs of public safety, including law enforcement. Continue the ongoing process to develop long-term solutions to controlling costs while better serving the community. 6. Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities. July 4, 2017: no meeting — Holiday To: From: Re: DRAFT ADVANCE AGENDA as of June 2, 2017; 8:30 a.m. Please note this is a work in progress; items are tentative Council & Staff City Clerk, by direction of City Manager Draft Schedule for Upcoming Council Meetings June 13, 2017, Special Mtg, Budget Workshop, 8:30 a.m. —approx. 3:30 p.m. City Hall Council Chambers June 13, 2017, Evening 6:00 Formal Meeting Cancelled June 20, 2017, Study Session 6:00 meeting Cancelled June 27, 2017, Formal Meeting Format, 6:00 p.m. Proclamation: National Parks and Recreation Month 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Sidewalk Snow Removal — Cary Driskell 3. Admin Report: Police Dept Monthly Report — Chief Werner 4. Admin Report: Advance Agenda — Mayor Higgins 5. Pines/Grace Project — Craig Aldworth, Gloria Mantz 6. Info Only: Department Reports July 11, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: City Hall Update Doug Powell, Jenny Nickerson 3. Advance Agenda — Mayor Higgins July 18, 2017, Study Session Format, 6:00 p.m. 1. Term Limits — Cary Driskell 2. Public Records Act Changes — Cary Driskell, Chris Bainbridge 3. Advance Agenda — Mayor Higgins July 25, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins 3. Motion: Bid Award, Pines/Grace — Gloria Mantz 4. Info Only: Department Reports August, 1, 2017 — no meeting - National Night Out August 8, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: City Hall Update - Doug Powell, Jenny Nickerson 3. Advance Agenda — Mayor Higgins August 15, 2017, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins Draft Advance Agenda 6/5/2017 11:04:35 AM [due Mon, June 6] [due Tue, June 201 (5 minutes) (20 minutes) (15 minutes) (5 minutes) (10 minutes) [*estimated meeting: 55 minutes] [due Mon, July 3] (5 minutes) (10 minutes) (5 minutes) [*estimated meeting: minutes] [due Tue, July 11] (20 minutes) (15 minutes) (5 minutes) [due Tue, July 18] (5 minutes) (5 minutes) [due Tue, Aug 11 (5 minutes) (10 minutes) (5 minutes) [due Tue, Aug 8] (5 minutes) Page 1 of 2 August 22, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: 2018 Budget: Estimated Revenues/Expenditures — Chelsie Taylor 3. Admin Report: Advance Agenda — Mayor Higgins 4. Info Only: Department Reports August 29, 2017, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins September 5, 2017, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins September 12, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins September 19, 2017, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins September 26, 2017, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins 3. Info Only: Department Reports *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: CDBG (Hearing Sept/Oct) Disc Golf Park Farmers Market Fee Resolution Grade Separation Contracts Health District/Parental Rights LTAC (Nov/Dec) Outside Agencies (Aug/Sept) Protestor Conditions Property Crimes Grant Cont. Red Cross Pres: Household Emergency Kits Safe Exchange Zones Second Amend.Sanctuary City Sign Ordinance Solid Waste Contract Approval Sullivan Road Bridge Update Temporary No Parking Authority Ordinance Traffic Signal Operations Transportation & Infrastructure Undergrounding Urban Farming Utility Facilities in ROW Water Banking Zero Tolerance of Crime Draft Advance Agenda 6/5/2017 11:04:35 AM [due Tue, Aug 151 (5 minutes) (30 minutes) (5 minutes) [due Tue, Aug 221 (5 minutes) [due Tue, Aug 291 (5 minutes) Idue Tue, Sept 51 (5 minutes) (5 minutes) Idue Tue, (5 Idue Tue, (5 (5 Sept 121 minutes) Sept 191 minutes) minutes) Page 2 of 2 City of Spokane Valley DRAFT Business Plan Spokane This page left intentionally blank. Table of Contents Organizational Overview 2 Introduction 5 Departmental Business Plans City Council 18 City Manager 20 Office of the City Attorney 28 Human Resources 34 Finance & Information Technology 40 General Government Budget Impact Summary 46 Deputy City Manager 48 Community & Public Works 50 Engineering Division 51 Economic Development Division 59 Building & Planning Division 66 Parks & Recreation 72 Addendum A: Police Contract 79 11Page lkin9enance Waked Fatties 9 Fr E,eculitie • all DEPAYeilY€1,511: Human Picarces Manager "v Dike As2i1aiI 1111 {2 FEE Sr. Adm^ Ana;x AiiFx a?e Aia"W Otiel (Cbnracl} CilyAllcmey Achildrathe Assidal Depary€ y!Iiamey Fri a ice Directs Amauming laanager Accanlant Budget (3.75 FTE) Accanling Tachnioan (2FfE FE Spetiais (3 FTE} Daldmse AdnilistaiDe Pais& Ptcealim ]moo, AdmndratlineAa19 Feealirn Cborinaix 2IPage IYY USW EityEiltginea Admit Asstl Senor Trak Engineer Trafk Emgneer Steel Supemlmdenl I itlenarce! Cdt9. inset {4FfE} eid Engineer Adm Assigait Niteer EngieerTedi FTE) Engneemg Iknager Adm ii kjElani Said Engineer Engneer 2 FTE) A;3" Sr. Engineer! POO ktliZge {2 FF Engtineer?ecn 2 gineer MCI 2 Fli Emnonic Deelopmtenl !kluge art eeAss IT: ED iaiist {2 FEE} Tranlirn Flamer G91 E =sr== =75=49 :Dr aqf Habig Oficial Dev. Scree Coacksor Al&Mg Cftial t3 FT E) Said Ran Fanner Plans barter Buadng ineda (3F19 3IPage Spokane Valley Citywide Business Plan Components City Foundation City Council L. Financial Projection L. External Input L. Internal Input L. ["1 Departmental Business Plan 4IPage Introduction Each year, the City of Spokane Valley prepares a Business Plan to serve as a guide in the preparation of the annual budget. The 2018 Business Plan links together community priorities, Financial Policies, Council Goals, and the proposed 2018 Budget. Each department within the City of Spokane Valley participates in the Business Plan process, developing objectives guided by Council Goals, public input, staff input and strategic planning. Departments also refine existing goals based on new information and the updated Financial Projection. Strategies accompany each goal in order to illustrate and define how departments will accomplish these goals. City Council reviews the Business Plan as part of the annual budget process. The Business Plan is integrated with the Budget to create a plan of action to meet the essential needs of our citizens. In large part, the Business Plan charts the course that leads to the maintenance of the strong financial position enjoyed by the City. Prioritized spending, lean staff and a commitment to basic values has allowed the City to address the needs of the community and enhance infrastructure while maintaining fiscal reserves. To best understand the Citywide Business Plan, it is important to review the various components utilized to develop this document, beginning with the City's Foundation. City's Foundation The foundation of Spokane Valley is based on the City's primary objective to be a city which is responsive, focused on customer service, open to the public, progressive, efficient, lean, and fair while providing a high quality of life. Citizen involvement along with guidance from the City Council established the City's vision, core beliefs and customer service standards. These foundations influence the development of the City Council Goals for each year as well as the goals of the individual departments. Spokane Valley's Vision Statement: "A community where individuals and families can grow and play and businesses will flourish and prosper." Core Beliefs Supporting this vision are the core beliefs of Spokane Valley which were established with Resolution 07- 019: "We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. We believe that elected body decision-making is the only lawful and effective way to conduct the public's legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision making. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi- judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. We believe in hearing the public view. We affirm that members of the public should be encouraged to 51 Page speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an expanded and diverse economic base. We believe that Councilmembers set the tone for civic discussion and should set an example by: (a) Setting high standards of decorum and civility. (b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. (c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers, and the staff. (d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. (e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. We solicit the City Manager's support in conducting the affairs of the City with due regard for: (a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government. (b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. (c) Establishing and maintaining a formal citywide customer service program with emphasis on timely response, a user-friendly atmosphere, and an attitude of facilitation and accommodation within the bounds of responsibility, integrity, and financial capability of the City, including organizational and job description documents while pursuing "best practices" in customer service. (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally -provided services. (e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined." 61 Page Customer Service Standards The commitment to provide excellent customer service for our citizens, businesses, and visitors resulted in the development of customer service standards. The City's goal is to deliver service that is complete, consistent, and equitable to all our customers, and is based on the principles of integrity, respect and responsiveness. Regardless of the reason for, or the method, or frequency of contact, our customers will be treated with courtesy, respect and professionalism. The Customer Service Standard is divided into three categories: 1. Respectful - Demonstrating courtesy and professionalism - Listening effectively - Responding in a timely manner - Exemplifying a no -surprise atmosphere 2. Knowledgeable - Fostering a team -oriented approach - Providing alternatives - Anticipating questions - Having and/or knowing your resources - Being organized 3. Welcoming - Acknowledging customers when they enter - Steering customers in the right direction - Promoting an enjoyable work environment - Maintaining a clean and uncluttered work environment - Treating people as individuals 7IPage City Council Goals New goals will be set by the Council annually while progress toward previous years' goals will be measured. Though goals are set by the Council, they represent the goals of the citizens and of the community. 2017 Council Goals • Continue to work with state and federal legislators toward financial assistance for both the Barker and Pines Road Grade Separation Projects. Develop a strategic plan for financing and completion of all grade separation projects. • Continue and expand, where possible, economic development efforts. Complete the development of implementation strategies for the retail and tourism studies that were completed in 2016. • Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained funding in the City's Street Fund #101 and Pavement Preservation Fund #311 to address concerns beyond the year 2021. • Evaluate and discuss increasing cost to public safety, including law enforcement. Continue the ongoing process to develop long term solutions to controlling costs while better serving the community. Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities. BIPage Financial Projection Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2017 plan. This Business Plan is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and forecasted projections. The Business Plan includes performance measures to determine the amount of effectiveness and efficiency in which work is performed. Over time, the City will have a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within budget and the forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2018 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government, we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a six-year cycle, the Financial Forecast is limited to five years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2022. It is important to note the Business Plan and Financial Projection are imperfect tools and this is precisely why both documents are updated on an ongoing basis. Table 1.1 - Financial Forecast and Program Impact Summary The General Fund forecast for the years 2019 through 2021 uses the preliminary 2018 Budget as a beginning point and currently assumes levels of service in the period 2018 through 2021 that are identical to those provided by the City in 2017. Rather than a hard and fast prediction of the City's future finances, this is a planning tool that allows us to determine how best to match existing and proposed programs and levels of service with anticipated financial resources and make adjustments if necessary. 9IPage Table 1.1, page 1 CITY OF SPOKANE VALLEY, WA General Fund Budget Projection 'RECURRING ACTIVITY Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fcc_./Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Community Development Recreation Program Revenues Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfer -in - #101 (street admin) Transfer -in - #105 (h/m tax -CP advertising) Transfer -in - #402 (storm admin) Total Recurring Revenues Expenditures City Council 17 542,872 545,766 562,100 579,000 596,400 City Manager 18 724,435 952,632 981,200 1,010,600 1,040,900 Legal 19 515,994 542,954 559,200 576,000 593,300 Public Safety 20 24,950,372 25,463,751 26,227,700 27,014,500 27,824,900 Deputy City Manager 21 752,277 430,243 443,200 456,500 470,200 Finance / IT 22 1,282,460 1,319,306 1,358,900 1,399,700 1,441,700 Human Resources 23 262,417 266,148 274,100 282,300 290,800 Public Works 24 921,632 0 0 0 0 City Hall Operations and Maintenance 25 303,918 305,729 314,900 324,300 334,000 Community & Public Works - Engineering 26 0 1,572,049 1,619,200 1,667,800 1,717,800 Community & Public Works - Economic Dev 27 0 950,348 978,900 1,008,300 1,038,500 Community & Public Works - Building & Planning 28 0 2,261,214 2,329,100 2,399,000 2,471,000 Community & Economic Development - Admin. 29 228,462 0 0 0 0 Community & Economic Development - Econ De\ 30 692,832 0 0 0 0 Community & Economic Development - Dev Svc 31 1,433,384 0 0 0 0 Community & Economic Development - Building 32 1,481,734 0 0 0 0 Parks & Rec -Administration 33 290,064 297,708 306,600 315,800 325,300 Parks & Rec - Maintenance 34 861,350 865,700 891,700 918,500 946,100 Parks & Rec - Recreation 35 246,295 260,259 268,100 276,100 284,400 Parks & Rec -Aquatics 36 482,350 492,900 507,700 522,900 538,600 Parks & Rec - Senior Center 37 95,916 98,118 101,100 104,100 107,200 Parks & Rec - CenterPlace 38 901,958 907,467 934,700 962,700 991,600 General Government 39 1,240,850 1,263,410 1,301,300 1,340,300 1,380,500 Transfers out - #204 (2016 LTGC) debt service) 40 430,630 399,508 405,300 405,500 406,000 Transfers out - #309 (parks capital projects) 41 160,000 160,000 164,800 169,700 174,800 Transfers out - #31 1 (pavement preservation) 42 953,200 962,732 991,600 1,021,300 1,051,900 Transfers out - #501 (CenterPlace kitchen reserve 43 36,600 36,600 36,600 36,600 36,600 Transfers out - #502 (insurance premium) 44 350,000 370,000 381,100 392,500 404,300 5/22/2017 2017 Amended Budget 2018 Projection 2019 Projection 2020 Projection 2021 Projection 1 11,614,500 11,771,100 11,896,100 12, 021 ,100 12,146,100 2 19,852,100 20,881,900 21,508,400 22,153,700 22,818,300 3 919,000 967,800 996,800 1,026,700 1,057,500 4 1,669,000 1,738,000 1,790,100 1,843,800 1,899,100 5 341,500 381,000 392,400 404,200 416,300 6 1,200,000 1,210,000 1,246,300 1,283,700 1,322,200 7 2,104,600 2,110,000 2,173,300 2,238,500 2,305, 700 8 1,361,000 1,319,900 1,333,100 1,346,400 1,359,900 9 0 1,684,100 1,734,600 1,786,600 1,840,200 10 1,449,300 0 0 0 0 11 640,900 633,300 652,300 671,900 692,100 12 94,000 1,000 1,000 1,000 1,000 13 133,500 201,800 205,800 209,900 214,100 14 39,700 39,700 39,700 39,700 39,700 15 30,000 30,000 30,000 30,000 30,000 16 13,400 13,400 13,400 13,400 13,400 41,462,500 42,983,000 44,013,300 45,070,600 46,155,600 Total Recurring Expenditures 40,142,002 40,724,542 41,939,100 43,184,000 44,466,800 Recurring Revenues Over (Under) Recurring Expenditures 1,320,498 2,258,458 2,074,200 1,886,600 1,688,800 ' NONRECURRING ACTIVITY Revenues Transfers in - #106 (solid waste repayment) 40,425 Transer-in - #310 (lease payment) 490,500 Grant Proceeds - Dept of Commerce 114,200 40,425 40,425 0 0 O 0 0 0 O 0 0 0 Total Nonrecurring Revenues 645,125 40,425 40,425 0 0 Expenditures General Government - IT capital replacements 100,000 City Hall lease payment (2017 final year) (A) 513, 100 Community & Econ Dev (retail recruitment) 50,000 Economic Development (NE industrial PAC)) 114,200 Parks & Rec (pool drain pipe & gutter line repairs) 12,000 Parks & Rec (replace Great Room audio/visual) 345,000 Parks & Rec (replace carpet at CenterPlace) 24,750 Parks & Rec (Browns Park water hookup) 10,000 Parks & Rec (Browns Park electrical hookup) 20,000 Police Department - CAD / RMS 145,000 Transfers out - #122 (replenish reserve) 258,000 Transfers out - #312 ('15 fund bal = 50%) 3,003,929 Transfers out - #314 (Pines underpass design) 1,200,000 Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures 115,000 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 O 0 0 0 5,795,979 115,000 0 O O (5,150, 854) (74,575) 40,425 O O EXCESS (DEFICIT) OF TOTAL REVENUES OVER (UNDER) TOTAL EXPENDITURES (3,830,356) 2, 183,883 2, 114,625 1,886,600 1,688,800 ESTIIVIATED BEGINNING UNRESTRICTED FUND BAL. 29,073,972 25,243,616 27,427,499 29,542,124 31,428,724 ESTIIVIATED ENDING UNRESTRICTED FUND BAL. 25,243,616 27,427,499 29,542,124 31,428,724 33,117,524 Ending fund balance as a % or recurring expenditures 62.89%' 67.35%' 70.44%' 72.78%' 74.48%' 101 Page Table 1.1, page 2 Projection Assumptions Projection assumes: 1 An increase of 2 An 3 An 4 An 5 An 6 An 7 An 8 An 9 An 10 An 11 An 12 An 13 An 14 An 15 An 16 An 17 18 19 20 21 22 23 24 2.5 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 An An An An An An An An An An An An An An An An An An An An An An An An An An An An increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase increase of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of of 2019 Projection 0..00% 3.00% 3.00% 3.00% 3 00% 3.00% 3.00% 1 00% 3.00% 0.00% 3.00% 3.00% 2.00% 0..00% 0 00% 0 00% 3 00% 3.00% 3.00% 3 00% 3 00% 3 00% 3.00% 0.00% 3.00% 3.00% 3 00% 3 00% 0 00% 0.00% 0.00% 0 00% 3„00% 3 00% 3 00% 3 00% 3.00% 3.00% 3 00% 1 45% 3 00% 3 00% 0,00% 3 00% plus new con in 2019.. in 2019. in 2019. in 2019. in 2019. in 2019., in 2019.. in 2019., in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019. in 2019., in 2019.. in 2019.. in 2019.. in 2019.. in 2019., in 2019.. 2020 Projection 2021 Projection struction of $125.000 per year th 3 00% in 2020. and 3 00% 3.00% in 2020. and 3.00% 3.00% in 2020. and 3.00% 3 00% in 2020. and 3 00% 3.00% in 2020. and 3.00% 3.00% in 2020., and 3.00% 1 00% in 2020. and 1 00% 3.00% in 2020., and 3.00% 0.00% in 2020. and 0.00% 3.00% in 2020. and 3.00% 3 00% in 2020. and 3 00% 2 00% in 2020. and 2 00% 0.00% in 2020. and 0.00% 0 00% in 2020. and 0 00% 0 00% in 2020. and 0 00% 3 00% 3.00% 3.00% 3 00% 3 00% 3 00% 3.00% 0.00% 3.00% 3.00% 3 00% 3 00% 0 00% 0.00% 0.00% 0 00% 3.00% 3.00% 3.00% 3 00% 3.00% 3.00% 3 00% 0 05% 3 00% 3 00% 0.00% 3 00% in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and in 2020,, and in 2020. and in 2020. and in 2020. and in 2020. and in 2020. and 3 00% 3.00% 3.00% 3 00% 3 00% 3 00% 3.00% 0.00% 3.00% 3.00% 3 00% 3 00% 0 00% 0.00% 0.00% 0 00% 3.00% 3 00% 3 00% 3 00% 3.00% 3.00% 3 00% 0 12% 3 00% 3 00% 0.00% 3 00% ough 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 in 2021 (A) A new City Hall building is expected to be constructed and operational by mid to late 2017. The City issued bonds for the construction of the City Hall building in June 2016 with the first bond payment in December 2016. Once the City has moved into the new building, the lease payment will no longer be required. For purposes of this analysis, we show the lease payment separate from the other General Government expenditures in order to highlight that the lease payment will drop off in 2018. Lease payments are included as a nonrecurring expenditure for the last year of the lease in 2017. 111 Page The Financial Projection reflects a generally positive trend with an increase in both revenues and expenditures of about 3.0% per year through 2022. Therefore, the 2018 Business Plan has been created during a time of a strengthening economy. Within this document, each department has defined its functions and has identified the services each function provides. With projected economic constraints, the ability to sustain services in 2018 at the 2017 levels continues to be feasible. With existing Operations and Maintenance (O&M) held to a 1.45% increase, with a few exceptions, the City does not anticipate utilizing reserves for O&M in 2018. Table 1.2 Sales Tax Revenues Source $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 41,993,425 39,384,77 37,208,871 35,196,075 35,883,904 38,396,726 43,000,544 36,777,598 35,974,204 35,911,071 18,319, 203 16,317,067 19,707,676 16,050,284 20,581,821 18,706,461 9,836,088 16,841,447 • 22,440,100 10,741,306 10,799,123 11,129,377 11,414,107 10,475,751 10,681,620 10,841,559 11,280,147 11,614,500 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 - General Fund Revenue — M—Sales Tax Revenue —*—Property Tax Revenue *2016 figures are preliminary and unaudited. 2017 figures reflect adopted budget estimates. Fiscal Policies Fiscal health is at the core of providing a good public service The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, under what circumstances we will utilize reserves to sustain operations during economic declines. Financial Management The City proposes to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs/overhead by continuing to contract for many services. 3. Continue the six-year Business Plan process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. 121 Page 6. The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley currently utilizes only 2.18% of its total debt capacity, and more importantly, only 10.88% of non -voted bond capacity. This reflects an exceptionally low debt burden. 7. Strive to prioritize spending in the annual budget process and minimize mid -year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending Balance of at least 50% of recurring expenditures, which is roughly the equivalent of six months of general fund operations. 3. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 4. Commitment to the strategy the Service Level Stabilization Reserve Fund will not reduce below $3.3 million (60% of $5.5 million). 5. Maintain the 2018 property tax assessment the same as 2017 with the exception of new construction. As in the previous eight years, the City will forego the one -percent annual increase to property tax allowable by RCW 84.52.050. We anticipate this will result in a levy of $11,646,000 plus estimated new construction of $125,000 for a total levy of $11,771,100. The allowable potential increase of 1% will be banked for future use as provided by law. This effectively makes this the ninth consecutive year that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment — By committing to these policies and the checks and balances they afford, the City will ensure financial sustainability well into the future. Challenges Beyond the annual challenge of balancing the General Fund budget, the City of Spokane Valley has a number of on-going financial challenges. 1. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver historic service levels This Fund depends upon a combination of gas and telephone tax receipts. - Because the gas tax is a flat amount per gallon, and because each generation of newer vehicles get better gas mileage, we find our gas tax revenues have recently hovered somewhere between either flat or declining. Due to the State Legislature's increase in the gas tax we experienced a small increase in 2016 and 2017 but this has again leveled off. - The 6% telephone utility tax generated $3.1 million in the first year of implementation in 2009. Since that time however we have experienced a steady decline and at this point are projecting amended 2017 revenues of just $2,000,000. 2. Balancing the cost of pavement preservation against other transportation and infrastructure needs - Pavement preservation has historically been financed from a combination of sources including: ■ General Fund dollars, ■ Street Fund money, ■ real estate excise tax (REET) receipts, ■ grants, and 13 I Page ■ Civic Facility Replacement Fund #123 reserves that were dedicated towards this purpose (this source was completely depleted through a planned spend -down of the reserves over the 4 -year period 2013 through 2016). - Street construction and reconstruction projects are typically financed through a combination of state and federal grants plus a City match that normally comes from REET receipts. The more we apply REET dollars towards pavement preservation projects, the less able we are to leverage this revenue source towards street construction and reconstruction projects. If one assumes we are able to obtain street construction grants requiring a 20% City match, then every $1 of REET money we set aside for this purpose leverages a $5 project. 3. Railroad Grade Separation and Quiet Zone Projects (overpasses and underpasses) Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42 mile corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer protection in the event of an oil spill, and train whistle noise abatement. The underlying study outlined the need for a grade separation at four locations in Spokane Valley including: - Barker and Trent Road Overpass (estimated cost of $20.0 million), - Pines and Trent Underpass (estimated cost of $19.8 million), - Sullivan Road Overpass improvements (estimated cost of $16.1 million), and - Park Road Overpass (estimated cost of $19.0 million) Because grade separation projects are exceptionally expensive endeavors (totaling $74.9 million) and largely beyond our ability to finance through existing sources of internal revenue, the City has pursued grant funding from both the Federal and State Government over the past several years. We anticipate this is a discussion that will continue well into the future. 4. Grants and Declining Matching Funds City staff actively pursue funding commitments from other sources to help pay the cost of needed capital improvements related to pavement preservation; transportation including street construction and reconstruction, bridges, stormwater facilities, parks that benefit the community, and railroad grade separation projects. In 2017, a total of $23.58 million is budgeted to address capital projects, and of this amount we anticipate $8.04 million (or 34.1%) of these costs will be offset with grant revenues. This figure is quite low in comparison to previous years and this is largely due to the City Hall project which is being financed with a combination of cash we set aside for this project and LTGO bond proceeds. If we exclude the $5.34 million budgeted for the City Hall project in 2017, the remaining capital projects total $18.24 million, of which $8.04 million (or 44.1%) is offset by grant revenues. Following is a history of the percentage of capital projects we have been able to cover with grant revenues: - 2017 Budget = 44.8% - 2016 Budget = 56.6% - 2015 Budget = 66.2% - 2014 Budget = 70.2% - 2013 Budget = 83.0% - 2012 Budget = 65.0% - 2011 Budget = 48.0% Much of the deviation from year to year revolves around the amount of cash the City applies towards projects but we are always on the lookout for grant revenues to offset our costs. The City has historically maintained a fairly aggressive capital construction program and we will strive to do so in the future. 14 !Page External Input As representatives of the citizens of Spokane Valley, the City Council strives to form policy that fairly represents all segments of our community, including residents, businesses, and those visiting our City. To maintain balance in serving the different needs that exist in Spokane Valley, it is necessary to receive feedback from customers and constituents. Previously the City has utilized citizen surveys to obtain feedback on various contract services including solid waste and the cable franchising process. Community meetings are used to inform citizens of upcoming planning and infrastructure changes. Citizen input was sought during the development of the original Comprehensive Plan as well as the recent Comprehensive Plan Update, and will continue to be sought on subsequent Plan updates. The City Council utilizes public comment during Council meetings to assist the Councilmembers in the decision making process. City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City. The Citizen Action Request Entry System (C.A.R.E.S) allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular subject is received in the community, thereby allowing citizens to play active roles in guiding the way services are delivered. Internal Input The Spokane Valley City staff is comprised of knowledgeable professionals. Staff analysis provide Council with specialized knowledge that assists Council in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost-saving measures, employees are invaluable in providing complex information. An audit program could be utilized to ensure efficiency of service delivery for both in-house services and contracted services. In addition, performance measure results will be analyzed, summarizing multi-year performances linked to targets, and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying resident concerns and/or changing trends. Staff often bring forward innovative ways of providing efficient service delivery. Strategic Planning through several long-range plans allows staff to look at current trends in order to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints. These plans include the Comprehensive Plan, Six -Year Transportation Improvement Program (TIP), Five -Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets Master Plan (Pavement Management Program), and the Business Plan. 15IPage Departmental Business Plans The Departmental Business Plans utilize Workload Indicators and Performance Measures to evaluate the service the City provides in order to make the appropriate adjustments to the Business Plan and meet the objective of providing our citizens with the highest level of service possible. This data will continue to be updated as the information becomes available. The initial Departmental Business Plans were developed through participatory meetings open to all City employees. A SWOT analysis identifying the Strengths, Weaknesses, Opportunities and Threats for each department was conducted. Mission statements and goals were established by employees. Another SWOT analysis was conducted in 2013. Each department participated in identifying internal strengths and weaknesses and external opportunities and threats. This evaluation provides key directional information which assists the departments in the budget planning process. Goals & Strategies Goals and Strategies in the Business Plan provide direction for the future. Workload Indicators and Performance Measures help ensure desired results are achieved and that citizens are receiving the value they expect. Workload Indicators Data is compiled to demonstrate the amount of work performed, services received, and/or resources consumed. This type of information will be collected annually to identify trends that are occurring in our City that affect the government organization. Such information can be utilized to make staffing decisions, prioritize purchases to best meet the needs of our citizens, and forecast future budget needs. Performance Measures Performance Measures are used to determine whether services are delivered effectively and efficiently. Although most basic City services provided are consistent across jurisdictions, the City of Spokane Valley has great discretion in deciding how to provide those services. Each task performed by a City employee has an accompanying desired effect. If we do not take steps to determine whether the desired effect is being accomplished, we do not know if we are effectively meeting the needs of our citizens and customers. 16IPage Departmental Business Plans 171 Page City Council Mission To be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life. The City of Spokane Valley incorporated March 31, 2003, as a non -charter code city and operates under a Council -Manager form of government. It is governed under the optional municipal code of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the elected City Council, which hires a professional administrator to implement its policies. There are seven positions on the City Council, all of which are at -large positions. At -large means all Councilmembers represent all of the citizens of Spokane Valley versus each Councilmember representing a specified area within the City. Councilmembers are generally elected to four-year terms, with elections held every two years. For continuity, position terms are staggered by two years so that all positions are not open for election at the same time. Pursuant to RCW 35A.13.030, biennially the members choose a chair of the Council who receives the title of Mayor. The Mayor presides over all meetings and is recognized as the head of the City for ceremonial purposes. In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the Council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability of the Mayor. Position 1 Mayor Rod Higgins 2014-2017 Position 3 Arne Woodard 2016-2019 Position 5 Pam Haley 2016-2017 Position 7 Mike Munch 2016-2017 Pn5ltlnn 2 Caleb Collier 2016-2017 Position 4 Ed Pace 2014-2017 Position 6 Sam Wood 2016-2019 18 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. City Council 2018 Budget Impact Summary* 2018 Budget is $ 545,766 which reflects an increase of $2,894 or .53% over the 2017 Budget The Executive City Council line item portion of the budget is able to operate with a .95% increase over the 2017 adopted budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Supplies are reduced from $4,550 to $3,800 for a total reduction of $750 or 16.48%. • Federal Lobbyist is reduced from $92,400 to $85,977 for a total reduction of $6,423 or 6.95%. • Travel & Mileage is reduced from $28,000 to $21,000 for a total reduction of $7,000 or 25%. Reducing the ability for Councilmembers to attend conference and meeting. • Printing & Binding is reduced from $500 to $400 for a total reduction of $100 or 20%. • Registrations are reduced from $ 10,500 to $8,400 for a total reduction of $2,100 or 20%. Reducing the number of meetings and conferences that Councilmembers will be able to attend to represent the City. • Supplies are reduced from $4,550 to $3,800 for a total reduction of $750 or 16.48%. • Federal Lobbyist is reduced from $92,400 to $77,304 for a total reduction of $15,096 or 16.34%. • Travel & Mileage is reduced from $28,000 to $15,400 for a total reduction of $12,600 or 45%. Resulting in Councilmembers being able to only attend local meetings or conferences. • Printing & Binding is reduced from $500 to $400 for a total reduction of $100 or 20%. • Registrations are reduced from $ 10,500 to $6,300 for a total reduction of $4,200 or 40%. Further reducing the number of meeting and conferences that Councilmembers will be able to attend to represent the City. • Supplies are reduced from $4,550 to $3,800 for a total reduction of $750 or 16.48%. • Federal Lobbyist is reduced from $92,400 to $68,631 for a total reduction of $23,769 or 25.72%. • Travel & Mileage is reduced from $28,000 to $10,500 for a total reduction of $17,500 or 62.5%. Greatly reducing the number of local meetings Councilmembers are able to attend. • Printing & Binding is reduced from $500 to $400 for a total reduction of $100 or 20%. • Registrations are reduced from $ 10,500 to $3,500 for a total reduction of $7,000 or 66.67%. Greatly reducing the number of local meetings and conferences that Couniclmembers will be able to attend to represent the City. 191 Page City Manager Mission To provide the City Council and employees with professional leadership, sage advice, and to work together to implement best practices to achieve adopted goals and deliver quality services to the community. The City Manager Department is accountable to the City Council for the operation of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies, and the provision of a communication linkage among citizens, the City Council, City departments, and other government agencies. The City Manager Department includes the City Clerk, as well as oversight of the Police Services Contract for the City. While the Office of the City Attorney is included in the Executive and Legislative Support Department, it works directly with all other departments and has its own Mission Statement and Goals. City Manager Executive Assistant City Clerk Deputy City Clerk Administrative Assistant City Council Police Chief (Contract) Sr. Administrative Analyst Administrative Analyst 201 Page City Manager As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides daily leadership, and works with the City's management team to ensure a high-performance, service-oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. Police Services are contracted through the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City Manager. Essential Services: • Directs the implementation of the City Council's annual goals; Develops and directs the implementation of policies, procedures, and work standards for the City; Prepares and recommends long-range plans for City services and programs; Monitors status of contracts; • Develops and recommends adoption of the annual budget; • Coordinates the preparation of reports or presentations to the City Council or outside agencies; • Develops specific proposals for action on current and future City needs; • Acts as the Emergency Management Coordinator for the City; • Monitors staff performance on qualitative and quantitative measures; Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests; and Maintains good working relationships with community constituents. Goals & Strategies 1. Facilitate the achievement of the annually established Council Goals. - Annually develop objectives and strategies to accomplish Council Goals. - Report goal attainment progress to the community in the City Manager's Budget Message. 2. Update the General Fund Budget Projection. The Budget Projection estimates expected revenues and expenses, incorporates the fiscal elements of departmental business plans, identifies fiscal constraints and proposes formulas for Council consideration in composing a budget -balancing approach that itemizes necessary service reductions or increased revenues, or a combination thereof. - Update the General Fund Budget Projection on an ongoing basis. - Update departmental business plans. - Calculate the fiscal impacts identified in business plans. - Assess revenue and expenditure trends. - Merge trend data with business plan cost data. - Determine the financial delta. - Develop best case and worst case scenarios. - Formulate revenue and expenditure options. - Determine affordable service levels. - Select budget -balancing options to implement. - Obtain Council authorization to proceed with selected option(s). 3. Prepare Legislative Agenda for Council consideration. - Present a draft Legislative Agenda to Council to consider the matters the City Council wishes to promote on behalf of the City for the potential inclusion in the State's Budget. 211 Page Workload Indicators 2012 2013 2014 2015 2016 2017 Weekly Meetings with Department Heads to attain Council Goals Goal Attainment Progress (Business Plan) posted to website by February 25 annually (after the winter Council Workshop) Number of Council meetings Draft of Departmental Business Plans completed annually by June 30 General Fund Budget Projection reviewed and updated annually Balanced budget presented to City Council annually Ordinances passed Resolutions passed City Clerk 49 53 50 48 77 ✓ V V V V ✓ V V V V ✓ V V V V 29 20 21 26 18 14 13 15 12 12 The City Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the City's official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public regarding City business, supports all City departments and provides initial customer contact at City Hall. As the custodian of all City records, the City Clerk's Office oversees record archival and all document imaging for state compliance. Essential Services: Prepares City Council Agendas and Packets; Certifies official City documents; Is Custodian of City Seal; Supervises City's official file record maintenance; Administers insurance claims; Administers the City's Municipal Code; Is the Public Records Officer and handles public record requests; Ensures proper format for and processes resolutions and ordinances; Is responsible for business registrations; Administers oath of office for City Council, City Manager, Deputy City Manager, Finance Director and Police Chief; Monitors contracts and other documents for signature, recording and posting; Coordinates Volunteer Opportunities for City and regional boards, committees and commissions; Responsible for set-up and clean-up of Council meetings; Attends all Council meetings and transcribes minutes; Presides at bid openings; Is responsible for publication of all legal notices; 22 I Page Serves as City's Election Official; Communicates with and provides citizens information; Administers Consultant, Small Works and Vendor rosters; Processes requests for use of the City Logo; Participates on the Governance Manual Committee; and Serves as official Parliamentarian at Council meetings. Workload Indicators Number of file storage boxes archived Number of public records requests processed Number of archived file storage boxes destroyed Number of archived boxes sent to State Archives in Cheney for permanent storage 100 99.5 99 98.5 98 Number of files/documents destroyed Address files scanned and destroyed Number of contracts processed 2012 2013 2014 2015 2016 2017 109 53 36 85 70 352 297 276 296 295 40 42 49 1,233 3,221 759 689 7,001 11,038 206 234 243 238 228 Performance Measures Performance Percentages Public Records Request II d d 7 6 5 4 3 2 2012 2013 2014 2015 2016 2017 1 • Response to public record request completed within 5 working days • Documents and forms indexed on City's website by • Average number of days to respond to public record year end request 111111Prompt indexing of Council documents within 5 • Average number of days to complete public record ‘Ainrkina rlavc rani iact 0 2015 .1 2016 2017 231 Page Contract Administration Under the direction of the City Manager, Contract Administration works with contractors and agencies to help insure that the City government remains small and lean while delivering services efficiently and effectively. This idea was incorporated early in the City's existence to maintain the original concept of a Contract City that is not focused on growing government but instead utilizes the best possible options to provide services to citizens and businesses, whether that is the private sector or other government agencies. Contract administration regularly evaluates service delivery, examining cost trends, performance, and value compared to other liked -size cities. Additionally, a primary focus is insuring that local tax revenues generated from Spokane Valley are invested in the community and are not used to subsidize other jurisdictions. Contract Administration also evaluates current service deliverables based upon current and anticipated demand while employing the best business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated while interacting with customers to answer questions and provide information on contract services. Public Safety Contract Administration is responsible for negotiating and administering all public safety contracts which total $25.0 million or 62% of the 2017 General Fund recurring expenditures budget. All Public Safety Contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re -negotiate the terms. Public Safety Service Contracts Administered: Animal Control - Detention Services - District Court - Emergency Management - Law Enforcement - Pretrial Services - Prosecutor Services - Public Defender - SCOPE - Traffic Safety School False Alarm Program Contract Administration has evaluated the False Alarm Program, the program designed to reduce the number of false alarms and allow police more time to respond to actual calls for service and perform proactive policing. False alarm recovery fees have been reduced and the registration requirement and fee has been eliminated. The department is working with Spokane County's new in-house program which will provide improved customer service at a lower cost. Solid Waste Contract Administration has been part of the negotiation and evaluation teams for Solid Waste Disposal and Collection as well as the development of the City's Solid Waste Plan. As the result of negotiations and competitive processes, substantial savings were achieved for disposal and collection. Geographic Information Systems (GIS) and Database Systems Contract Administration administers, negotiates, and presents for adoption the contracts for GIS and database services that allow the creation of mapping databases. 24IPage Hearing Examiner The Hearing Examiner conducts quasi-judicial hearings on land use matters. Contract Administration monitors and evaluates the costs and quality of the service provided. Cable Television Franchise Cable television service that utilizes the City's Right -of -Way to run lines to connect to customers must operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise agreement and administers the terms of the agreement such as customer service standards, use of the right-of-way, and payment of the franchise fees and Public, Education, and Government (PEG) funds. Precinct Building The Precinct Building houses the Spokane Valley Police Department and a District Court Courtroom and Ticket Counter. The City purchased the Precinct Building from Spokane County in 2006. The Contract Administration Program creates and manages the budget for maintaining the Precinct Building and coordinates with the Parks Department and Maintenance Staff to insure that the building is maintained and that it remains a secure facility. Additionally, the department calculates and bills the County for its share of lease and maintenance of the building. Performance Spokane Valley Per Capita Public Safety Costs Compared to Like -Sized Cities in Washington State. Service SV Per Capita $ Per Capita Avg. $ Law Enforcement $ 187 $ 277 Jail $ 13 $ 38 Court $ 9 $ 19 Public Defender $ 6 $ 6 Prosecution $ 4 $ 9 Animal Control $ 3 $ 3 Emergency Mgmt. $ 1 $ 3 Total $ 222 $ 357 Goals & Strategies 1. Formalize public accountability in City operations through incorporating the Business Plan into decision making and establishing a toolbox for evaluating the City's contract services. An open, collaborative government is the third Core Value adopted by City Council. - Incorporate the Business Plan in the City's decision-making process to enhance accountability through implementation of performance results. - Evaluate City's contract services. - Implement contract audit program. - Create custom feedback system. 251 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. City Manager & City Clerk 2018 Budget Impact Summary* 2018 Budget is $952,632 which reflects an increase of $228,197 or 31.50% over the 2017 Budget. The Executive & Legislative line -item portion of the budget is able to operate with a 13.36% increase over the 2017 adopted budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. ($57,153) • Wages, payroll taxes and benefits are reduced from $872,592 to $850,966 for a total reduction of $21,626 or 2.48%. This represents a reduction of FTE from 7.00 to 6.75 which would affect the ability to maintain the current level of services. • Overtime is reduced from $1,700 to $0 for a total reduction of $1,700 or 100%. Resulting in the inability for staff to be available outside of normal work hours as necessary. • Professional Services reduced from $22,000 to $20,000 for a total reduction of $2,000 or 9.1%. Resulting in the reduction of access to professional services when required. • Travel & Mileage is reduced from $13,500 to $10,200 for a total reduction of $3,300 or 24.4%. Limiting staff access to training opportunities. • Wages, payroll taxes and benefits are reduced from $872,592 to $829,339 for a total reduction of $43,253 or 4.96%. This represents a reduction of FTE from 7.00 to 6.50 which would greatly reduce the ability to maintain the current level of services. • Overtime is reduced from $1,700 to $0 for a total reduction of $1,700 or 100%. Resulting in the inability for staff to be available outside of normal work hours as necessary. • Professional Services reduced from $22,000 to $20,000 for a total reduction of $2,000 or 9.1%. Resulting in the reduction of access to professional services when required. • Travel & Mileage is reduced from $13,500 to $10,200 for a total reduction of $3,300 or 24.4%. Limiting staff access to training opportunities. • Legal Notices reduced from $18,800 to $15,000 for a total reduction of $3,800 or 20.2% • Printing & Binding reduced from $7,600 to $7,000 for a total reduction of $600 or 7.89%. • Membership is reduced from $2,500 to $2,000 for a total reduction of $500 or 20%. Reducing the number of professional memberships for staff members. 261 Page • Wages, payroll taxes and benefits are reduced from $872,592 to $786,086 for a total reduction of $86,506 or 9.91%. This represents a reduction of FTE from 7.00 to 6.00, eliminating one position greatly impacting the ability to provide currently levels of services. • Overtime is reduced from $1,700 to $0 for a total reduction of $1,700 or 100%. Resulting in the inability for staff to be available outside of normal work hours as necessary. 271 Page Office of the City Attorney Mission To implement Council policy by providing clear direction and meaningful assistance to employees administering City government and citizens who use City government. Ensure that all City actions are consistent, timely, and helpful. Maintain a positive and creative workplace. The Office of the City Attorney represents the City's legal interests, including oversight of claims and litigation. The Office of the City Attorney drafts ordinances and resolutions; negotiates contracts, interlocal agreements, franchises, leases, and agreements; and supports departments in enforcing associated laws. The Office of the City Attorney also provides specialized employee training regarding existing laws. The City Attorney supervises and directs the work of legal Interns. City Attorney Admin istrative Assistant Deputy City Atto rn ey Interns The Office of the City Attorney is responsible for providing legal advice and support to the City Council and City employees, as well as to prosecute and defend all civil matters not assigned to outside counsel. This office works extensively with all City departments. The Office of the City Attorney Staff consists of two attorneys, one administrative assistant, and from one to three legal interns. The daily work largely consists of providing timely advice on a full range of municipal issues, to City Staff and the City Council. Essential Services: • Negotiate and draft and/or review all contracts; Negotiate and draft franchise agreements with utility providers; Meet and negotiate with Spokane County on service contracts; Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements; Defend City in litigation and administrative hearings; Represent City in code enforcement litigation and collections; • Maintain office and document organization necessary to successfully complete all tasks; • Advise on labor relations and employment law; • Advise on numerous miscellaneous issues of general governance on a daily basis; + Draft, or review and revise, ordinances, resolutions, and policies as appropriate; 281 Page Draft legal memoranda on a full range of municipal issues; Review and compile responses to public record requests when necessary; Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land -use regulations, contracts and purchasing, and ordinance drafting; • Attend all City Council meetings; • Attend all Planning Commission meetings; • Review and advise on all real property transfers (easements, deeds, etc.); and Participate on the Governance Manual Committee. Goals & Strategies 1. To have a fully operational City Attorney's Office that proactively assists in office process development, advises all departments on legal issues in a timely manner, and manages all potential and existing litigation. - Review processes. - Monitor workload and workload changes. - Track response times. - Identify deficient areas. 2. To assist other departments in analyzing and mapping existing processes to determine compliance with the law and whether higher levels of customer service can be achieved. - Maintain and update all form contracts used by all departments. - Attend internal planning meetings to identify and resolve potential issues. - Review and revise administrative policies and procedures as appropriate. 3. Provide legal support to other departments and to the City Council in furtherance of the City Council goal to develop and adopt necessary development regulations to implement the Comprehensive Plan Update. 4. Negotiate and draft utility franchise agreements on an as -needed basis with utility providers. - Finalize and begin negotiations to establish and update franchise agreements. - Draft model language for franchise agreements. 5. Goal 5: Assist Economic Development to identify options for economic development. - Assist with development of functional economic development tools. 291 Page Workload Indicators Work order requests processed Legal memoranda Public record requests processed* Number of open litigation matters including enforcement matters Number of closed litigation matters including enforcement matters Training classes taught Average number of days for completion of tasks Ordinances and resolutions drafted Contracts reviewed 2012 2013 2014 2015 2016 2017 249 251 274 254 295 50 27 26 28 25 9 19 11 22 46 17 25 21 44 23 21 16 15 27 17 4 5 10 6 9 22 18 17 18 26 43 33 36 38 30 190 206 209 214 255 *Does not include day-to-day file review in response to public record requests processed by City Clerk. Performance Measures Legal Cost Per Hour ■ Internal Counsel ■ Outside Counsel $300 $250 $200 $150 $100 $50 II II II 11 11 $o 2012 2013 2014 2015 2016 2017 Illustrating the cost effectiveness of retaining internal legal counsel as opposed to the use of outside counsel. The cost for internal counsel is determined by the total legal budget for the calendar year divided by the number of hours worked by the legal department. The outside counsel is the average hourly billing rate of all outside counsel that are used by the City. 301 Page Clients were surveyed by the legal department for the percentage of satisfaction. First, the percentage of internal clients reporting that legal advice was timely. Secondly, the percentage of interal clients reporting that legal advice was clear and releva nt. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Percentage of satisfaction 11 2012 2013 2014 2015 2016 2017 • Legal advice was timely Legal advice was clear and relevant The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks 350 the office identifies as needing some analysis. The Contracts 300 Reviewed graph reflects the number of contracts, contract 250 amendments, and interlocal II agreements executed by the office 200 annually. The level of work for each varies significantly, 150 dnnn weheoo is negotiatingdigothetcontract, 100 50 advising another department on contraepecting options or contracting law, or whetherhwe are simply 0 reviewing and signing. r This 2012 2013 2014 2015 2016 2017 number has increased over the past several years as the • Work order requests processed • Contracts reviewed contracting process has been improved. 311 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Office of the City Attorney 2018 Budget Impact Summary* 2018 Budget is $542,954 which reflects an increase of $26,960 or 5.22% over the 2017 Budget. The Office of the City Attorney line -item budget reflects an increase of $29,743 or 6.2%. Not including wages, payroll taxes and benefits, the budget reflects a reduction of $792 or 1.01%. To the best of our ability, we make certain the budget requests for individual line -items closely approximate the average actual expenditures in the previous three years. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Office Supplies are reduced from $1,051 to $893 for a total reduction of $158 or 15.03%. • Intern Wages, payroll taxes and benefits are reduced from $47,338 to $31,563 for a total reduction of $15,775 or 34.85%. Resulting in the elimination of one of the three legal interns, affecting amount of research for the attorneys as well as work on the code compliance cases. • Registrations are reduced from $1,970 to $1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant on public record production requirements. • Office Supplies are reduced from $1,051 to $893 for a total reduction of $158 or 15.03%. • Intern Wages, payroll taxes and benefits are reduced from $47,338 to $15,782 for a total reduction of $31,556 or 69.7%. Resulting in the elimination of two of the three legal interns, significantly affecting amount of research for the attorneys as well as work on the code compliance cases. • Registrations are reduced from $1,970 to $1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant on public record production requirements. • Outside Legal Counsel is reduced from $58,500 to $57,992 for a total reduction of $508 or 8.68%. Resulting in an impact on the workload for the two attorneys and remaining intern, reducing efficiency, total work product completed, as well as timeliness of completed work. 321 Page • Office Supplies are reduced from $1,051 to $893 for a total reduction of $158 or 15.03%. • Intern Wages, payroll taxes and benefits are reduced from $45,270 to $0 for a total reduction of $47,338 or 100%. Resulting in the elimination the three legal interns, significantly affecting amount of research for the attorneys as well as work on the code compliance cases. • Registrations are reduced from $1,970 to $1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant on public record production requirements. • Outside Legal Counsel is reduced from $58,500 to $57,486 for a total reduction of $1,014 or 17.33%. Resulting in an impact on the workload for the two attorneys and remaining intern, reducing efficiency, total work product completed, as well as timeliness of completed work. 331 Page Human Resources Mission To promote an environment that supports the home and family; and job education opportunities The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. Human Resources Manager Human Resources Technician Office Assistant 1/11 (2 FTE) Essential Services: Employee recruitment; Labor Relations; Risk Management; ADA Consultation; Employee training; Ensure compliance with employment laws; Compensation administration; Policy development and administration; Administer the Employee Wellness Program; Facilitate performance management; Healthcare and other benefit administration; Provide new employee orientation; and Website administration. Human Resources conducted 92 interviews, filling 33 positions in 2016. The office maintains a greater than 97% satisfaction rate with the services provided to City employees and managers. The office, along with the Wellness Committee, continues to achieve the WellCity Award by developing a qualified Wellness Program which is anticipated to reduce employee health care expense by more than $20,000 per year. The Human Resource office also provides Risk Management services to the City in the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of such risks. Further, the Human Resources manager functions as the 34 'Page Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the Human Resource Manager works with the public to provide reasonable access to City services. Human Resources prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor, and changing workforce demographics. Goals & Strategies 1. Respond to internal and external impacts on the City's human resources function in order to recruit and retain a well-qualified workforce. - Evaluate City's work environment to encourage retention of existing staff. - Develop processes that improve employee access to information, and make the best use of technology in order to administer costs effectively. - Evaluation of employment costs to identify opportunities to reduce those costs. 2. Audit of existing risk management practices and further development of the Risk Management Program for the City. - Revalue City Fleet vehicles to lower cost of coverage. - Facilitate the maintenance program for City owned vehicles. - Support new supervisors in providing leadership training. Workload Indicator Number of City FTEs Personnel action forms processed Number of training classes facilitated or coordinated Employees hired* Average number of applications received per recruitment cycle 2012 2013 2014 2015 2016 2017 87.25 85.25 87.25 87.25 87.40 162 100 157 166 122 4 5 8 6 4 6 9 8 12 6 39.28 31.95 29.7 24.08 33.4 * Includes regular employees—permanent FT/PT employees; limited term; does not include temporary/seasonal employees 351 Page 100% 80% 60% 40% 20% 0% 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Performance Measures Employee satisfaction with Human Resources 11111 2012 2013 2014 2015 2016 Timely completion of employee evaluations has also changed significantly; however, very close to all evaluations are completed within 45 days. 2017 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Percentage rate of employee turnover i In 2012, the percentage of employees satisfied with the Human Resources Department was 65%. This measurement was taken in the first quarter of 2013 when the City made two dramatic changes to its personnel systems; the elimination of certain health plans, moving employees to plans having less benefits and the movement of the City's compensation system to performance based. Since then, we had four successive measurement periods showing a return to former levels of satisfaction; in 2013, the percentage increased to 93% and has been increasing each year. Percentage of annual non -manager performance reviews completed within 30 day of anniversary date 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017 361 Page Central Reception Central Reception consists of two full-time employees who serve as the primary point of contact for the City while providing the highest level of customer service for citizens, clients and staff. Central Reception greets and assists all visitors, provides information, assists in business registration applications, makes community referrals, answers incoming telephone calls, takes messages, and directs calls to appropriate staff members. Essential Services: • Route calls and provide information for City Services; • Post regular and Certified out -going mail; • Schedule conference rooms and vehicle usage; • Receive Home Occupation Application; • Receive Public Record Requests; • Traffic related requests; • Street maintenance requests; • Non-domestic animal issues; • Maintain City directories on website; • Snow plow and street sweeping information; • Order business cards and name plates; • Database maintenance for Business Registrations; Maintain literature for City Services; • Database maintenance for Public Works; • Abandoned Vehicles; • Business registrations; • Welcome letters to new businesses; • C.A.R.E.S (Citizen Action Request Entry System); and • Internal mail distribution. Workload Indicator 2012 2013 2014 2015 2016 2017 New business registrations processed Renewal business registrations processed Number of phone calls answered and directed Number of visitors greeted Number of Citizen Action Request Entry System (C.A.R.E.S.) entered 1,851 2,069 1,899 1,572 2,184 5,862 5,754 6,173 6,847 8,060 7,082 6,846 6,623 7,100 6,942 2,265 2,507 2,413 3,023 3,171 1,131 996 1,126 1,383 1,649 371 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Human Resources 2018 Budget Impact Summary* 2018 Budget is $266,148 which reflects an increase of $3,731 or 1.42% over the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Fuel is reduced from $30 to 0 for a total reduction of $30 or 100%. • Legal Services are reduced from $3,000 to $1,400 for a total reduction of $1,600 or 53%. This reduction may increase the risk concerning employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of $2,950 or 35%. Reducing the ability to perform pre-employment criminal history checks. • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. Eliminating the ability to advertise employment opportunities. • Postage is reduced from $75 to $50 for a total reduction of $25 or 33.33%. • Membership in professional organizations is reduced from $780 to $400 for a total reduction of $380 or 48.72%. • Registration for training is reduced from $595 to $400 for a total reduction of $195 or 33%. Reducing training opportunities for HR staff. • Training is reduced from $1,000 to $285 for a total reduction of $715 or 71.5%. • Employee Wellness is reduced from $1,500 to $900 for a total reduction of $1,200 or 40%. Resulting in the minimum required level to be eligible for the WellCity Award and the 2% reduction in healthcare expenses. • Wages, payroll taxes and benefits are reduced from $245,488 to $239,824 for a total reduction of $5,664 or 2.31%. Reducing FTEs from 2 to 1.93 FTEs. • Fuel is reduced from $30 to 0 for a total reduction of $30 or 100%. • Legal Services are reduced from $3,000 to $900 for a total reduction of $2,100 or 70%. Further reducing the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of $2,950 or 35%. Reducing the ability to perform pre-employment criminal history checks. • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. Eliminating the ability to advertise employment opportunities. • Postage is reduced from $75 to $50 for a total reduction of $25 or 33.33%. • Travel is reduced from $2,280 to 500 for a total reduction of $1,780 or 78.1%. • Membership in professional organizations is reduced from $780 to $400 for a total reduction of $380 or 48.72%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • Registration is reduced from $595 to $0 for a total reduction of $595 or 100%. Eliminating training registrations for HR staff. 381 Page • Training is reduced from $1,000 to $0 for a total reduction of $1,000 or 100%. • Reduction of Wellness from $1,000 to the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expense, $900, for a total reduction of $1300 or 59%. • Wages, payroll taxes and benefits are reduced from $245,488 to $232.794 for a total reduction of $12,694 or 5.17%. Reducing FTEs from 2 to 1.84 FTEs. • Fuel is reduced from $30 to 0 for a total reduction of $30 or 100%. • Legal Services are reduced from $3,000 to $0 for a total reduction of $3,000 or 100%. Eliminating the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of $2,950 or 35%. Reducing the ability to perform pre-employment criminal history checks. • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. Eliminating the ability to advertise employment opportunities. • Postage is reduced from $75 to $50 for a total reduction of $25 or 33.33%. • Travel is reduced from $2,280 to 500 for a total reduction of $1,780 or 78.1%. • Membership in professional organizations is reduced from $780 to $400 for a total reduction of $380 or 48.72%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • Registration is reduced from $595 to $0 for a total reduction of $595 or 100%. Eliminating training registrations for HR staff. • Training is reduced from $1,000 to $0 for a total reduction of $1,000 or 100%. • Reduction of Wellness from $1,000 to the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expense, $900, for a total reduction of $1300 or 59%. 391 Page Finance & Information Technology Mission To assist the City Council, City staff and citizens in the areas of financial planning, budgeting, financial reporting and overall stewardship of the City's Resources. Our information technology (IT) group seeks to understand technology and how it can best serve internal and external IT users. The Finance and Information Technology (IT) Department provides financial management services for all City departments. Responsibilities include accounting and financial reporting, payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, investments and information technology. The department is also responsible for generating and analyzing financial data related to the City's operations. Finance is responsible for the administration, coordination, supervision and control of the City's financial activities engaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. Finance Director Accounting Manager Accountant Budget Analyst (3.75 FTE) Accounting Technician (2 FTE) IT Specialist (3 FTE) Database Administrator 40IPage Essential Services: Financial management responsibilities include: • Budget development and monitoring; • Preparation of periodic budget amendments; • Treasury control and management of the City's cash and investment portfolio; • Debt financing and management; and • Collaboration with Public Works staff on financing options for Capital Projects. General accounting responsibilities include: • Internal and external financial reporting including preparation of the Annual Financial Report; • Coordination with the Washington State Auditor's Office for the City's annual audit which on average represents approximately 800 auditor hours each year; • General ledger accounting; • Audit coordination; • Cash receipting including preparation of daily deposits for City departments; • Tracking and receipting telephone utility tax payments; • Tracking and receipting quarterly gambling tax payments; • Processing payroll and accounts payable for 87.75 full-time equivalent employees as well as seasonal and temporary employees; • Process approximately 3,500 accounts payable checks; • Grant accounting and reimbursements; • Project accounting and reimbursements; • Advertise and call for applications for Outside Agency grants for both social service and economic development agencies; and • Advertise and call for applications for Lodging Tax grants. Information technology responsibilities include: • Design, maintain and support of City's data network; Research, order, deliver, repair and maintain all desktop, iPad, laptop, and peripheral equipment; Maintenance of all primary computer applications including the financial management and permitting systems; and • Broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and support of the necessary related hardware and software, as well as working with the vendor involved with actual recording of the meeting. 411 Page Goals & Strategies 1. Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and annual financial report preparation and information technology services. - Work with Finance staff to cross -train position responsibilities and knowledge base where possible. Also, provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB), changes in the Eden financial management system, and changes in the electronic technology that allows all City employees to be more efficient and effective. 2. Complete the 2017 Annual Financial Report by May 30, 2018, and receive a "clean audit opinion" from the Washington State Auditor's Office. - This can be accomplished through a combination of cross -training responsibilities between the Accounting Manager and Staff Accountants as well as remaining current on GASB pronouncements. 3. Continue with the ongoing process of refining the replacement program for IT hardware resources including server hardware, network hardware, printers, and network -based appliances (firewalls, email backup, network switches, intrusion prevention hardware, etc.), desktop computers, and the phone system. This will continue to be the foundation for future budget developments and in large part dictate operational workload through the course of the next year. - Update the existing inventory of all related equipment currently deployed including when it was acquired, its expected useful life, anticipated replacement date, and replacement cost. L Workload Indicators 2012 2013 2014 2015 2016 2017 Number of computer workstations Number of tablets supported Number of physical servers supported Number of virtual servers supported Number of appliances supported Number of PC's installed or replaced Network Hardware 152 134 140 140 140 6 18 20 27 31 17 22 10 8 15 25 55 45 50 36 0 54 39 37 - 75 76 42 I Page 80 70 60 50 40 30 20 10 0 Performance Measures Il 11 11 11 11 2012 2013 2014 2015 2016 2017 ■ Help desk requests per month per IT FTE ■ Workstations per IT FTE Help desk requests per IT FTE per month dropped in 2014 due to hiring the Help Desk Technician in that year. This will continue to drive the 6 -year average down. 43 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Finance & Information Technology 2018 Budget Impact Summary* 2018 Budget is $1,319,306 which reflects an increase of $36,846 or 2.87% over the 2017 Budget. The Finance Department line -item budget reflects an increase of $36,846 or 2.87%. Not including wages, payroll taxes and benefits, the budget reflects an increase of $0 or 0%. To the best of our ability, we make certain the budget requests for individual line -items closely approximate the average actual expenditures in the previous three years. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Wages, payroll taxes and benefits are reduced from $1,289,306 to $1,253,951 for a total reduction of $35,355 or 2.7%. This represents a reduction of 0.55 FTEs, which would slow City payments to vendors and increase the time needed for financial analysis. • Supplies are reduced from $6,000 to $4,900 for a total reduction of $1,100 or 18.3%. The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. • Professional services are reduced from $2,500 to $1,000 for a total reduction of $1,500 or 60%. The reduction would hinder the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,200 to $5,000 for a total reduction of $200 or 3.8%. This reduction would limit staff availability to access training opportunities. • Memberships are reduced from $1,500 to $1,000 for a total reduction of $500 or 33.3%. This reduction would reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,500 to $8,600 for a total reduction of $900 or 9.5%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. 441 Page • Wages, payroll taxes and benefits are reduced from $1,289,306 to $1,214,325 for a total reduction of $74,981 or 5.8%. This represents a reduction of 0.95 FTEs, which in addition to above would potentially compromise segregation of duties required by the State Auditor's Office and would slow the Outside Agency and Lodging Tax grant award processes. • Supplies are reduced from $6,000 to $4,900 for a total reduction of $1,100 or 18.3%. The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. • Professional services are reduced from $2,500 to $1,000 for a total reduction of $1,500 or 60%. The reduction would hinder the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,200 to $5,000 for a total reduction of $200 or 3.8%. This reduction would limit staff availability to access training opportunities. • Memberships are reduced from $1,500 to $1,000 for a total reduction of $500 or 33.3%. This reduction would reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,500 to $8,600 for a total reduction of $900 or 9.5%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. • Wages, payroll taxes and benefits are reduced from $1,289,306 to $1,176,941 for a total reduction of $112,365 or 8.7%. This represents a reduction of 1.45 FTEs, which in addition to above would significantly compromise segregation of duties required by the State Auditor's Office. Also, City payments to vendors would only be processed once every two weeks, and the ability to accommodate the Outside Agency and Lodging Tax award processes would be seriously compromised without assistance from other City departments. • Supplies are reduced from $6,000 to $4,500 for a total reduction of $1,500 or 25%. The reduction would compromise the department's ability to maintain supply levels necessary for efficient operations. • Professional services are reduced from $2,500 to $800 for a total reduction of $1,700 or 68%. The reduction would severely limit the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,200 to $4,500 for a total reduction of $700 or 13.5%. This reduction would prevent staff from attending training outside of the immediate area which would limit the types of training that could be used to keep current on accounting standards and new technology. • Memberships are reduced from $1,500 to $500 for a total reduction of $1,000 or 66.7%. This reduction would severely reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,500 to $8,000 for a total reduction of $1,500 or 15.8%. This reduction, along with reductions in travel and memberships, would compromise the City's ability to continue to prepare error -free annual financial reports which could result in findings from the State Auditor's Office. 451 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. General Government 2018 Budget Impact Summary* 2018 Budget is $3,307,250 which reflects a decrease of $4,939,059 or -59.89% under the 2017 Budget. This budget accounts for those activities that are not specific to the functions of any particular General Fund department or operation. Expenditures recorded here are composed of election costs and voter registration fees paid to Spokane County; the cost of the City's annual audit paid to the State of Washington; City Hall rent or debt service payments; most information technology expenses including annual computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone and Internet charges, and computer and copier purchases. Also charged to this area are payments to outside agencies for economic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects including pavement preservation. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Professional services — misc. studies are reduced from $200,000 to $179,300 for a total reduction of $20,700 or 10.35%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. • Outside Agency funding is reduced from $150,000 to $75,000 for a total reduction of $75,000 or 50.0%. This reduction would limit the City's ability to award funding to local social service and economic development agencies. Professional services — misc. studies are reduced from $200,000 to $179,300 for a total reduction of $20,700 or 10.35%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. Outside Agency funding is reduced from $150,000 to $29,300 for a total reduction of $120,700 or 80.47%. This reduction would limit the City's ability to award funding to local social service and economic development agencies to the point of perhaps only funding one or two awards. Transfers out to the Parks Capital Projects Fund #309 are reduced from $160,000 to $110,000 for a total reduction of $50,000 or 31.25%. This reduction would impact the City's ability to finance future park capital projects. 461 Page 1111111111111111111111111111111111111111111 Professional services — misc. studies are reduced from $200,000 to $150,000 for a total reduction of $50,000 or 25.0%. This reduction would further reduce the City's ability to address unforeseen issues that may arise throughout the year. Outside Agency funding is reduced from $150,000 to $0 for a total reduction of $150,000 or 100.0%. This reduction would eliminate the City's ability to award funding to local social service and economic development. Transfers out to the Parks Capital Projects Fund #309 are reduced from $160,000 to $72,800 for a total reduction of $87,200 or 54.50%. This reduction would severely impact the City's ability to finance future park capital projects. 471 Page Deputy City Manager The Deputy City Manager works under the general direction of the City Manager and works with the City's management team to coordinate efforts toward the achievement of departmental objectives and the objectives of the City government as a whole. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and City policy involving organization, procedures, and services. Duties also include advising the City Manager in the determination of department needs, the preparation and presentation of services for approval by the City Manager and City Council, and the coordination of the implementation of approved services. The Deputy City Manager performs operations oversight for Community & Public Works consisting of the Engineering Division, Economic Development and Building Division. Essential services: • Works with the City Manager and department heads in planning, organizing, coordinating and implementing services affecting assigned areas of responsibility; • Coordinates with other managers of City services on matters affecting their areas of responsibility; • Briefs the City Manager on issues of concern in the departments and functions in assigned area of responsibility to assure proper action; • Meets and corresponds with various citizens, professionals, businesses and other groups to answer questions and secure their assistance in carrying out various services; • Coordinates the preparation of the annual budget for departments within assigned areas; • Reviews results of major studies and coordinates the preparation of reports and recommendations; • Attends Council meetings and reports on activities for which he is responsible as requested by the City Manager; confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned services; and • Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service. 481 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Deputy City Manager 2018 Budget Impact Summary* 2018 Budget is $430,243 which reflects a decrease of $322,034 or -42.81% under the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Wages, payroll taxes and benefits are reduced from $357,073 to $344,539 for a total reduction of $12,534 or 3.5%. This represents a reduction of 0.17 FTE which would affect the ability to maintain the current level of services. • Spokane County GIS is reduced from $2,000 to $1,600 for a total reduction of $400 or 20%. • Wages, payroll taxes and benefits are reduced from $357,073 to $342,327 for a total reduction of $14,746 or 4.1%. This represents a reduction of 0.20 FTE which would further limit the ability to maintain the current level of services. • Spokane Count GIS is reduced from $2,000 to $1,600 for a total reduction of $400 or 20%. • Public Information is reduced from $46,200 to $35,200 for a total reduction of $11,000 or 23.8%. Resulting in reducing the number of city-wide HotTopic mailings from four to three. • Wages, payroll taxes and benefits are reduced from $357,073 to $340,114 for a total reduction of $16,959 or 4.7%. This represents a reduction of 0.23 FTE which would further limit the ability to maintain the current level of services. • Spokane Count GIS is reduced from $2,000 to $1,600 for a total reduction of $400 or 20%. • Public Information is reduced from $46,200 to $24,200 for a total reduction of $22,000 or 47.6%. Resulting in reducing the number of city-wide HotTopic mailings from four to only two. 49 I Page Community & Public Works Deputy City Manager Engineering Economic Development Building & Planning 501 Page Engineering Division The Engineering Division combines the previously known Development Engineering from Community & Economic Development with the engineering services provided by Public Works. This reorganization will assist with a more cohesive engineering approach for the City as a whole. Engineering Manager Admin Assistant Senior Engineer Engineer (2 FTE) ROW Inspector F Development Inspector City Engineer Admin Assistant Sr. Engineer/ Projec Manager (2 FTE) Engineer Tech 2 Engineer Tech 1 (2 FTE) Street Superintendent Maintenance/ Const. Inspect (4FTE) Senior Engineer Senior Traffic Engineer Traffic Engineer Engineer Assistant Engineer Engineer Tech (2 FTE) 511 ,age Capital Improvement Program (CIP) CIP plans, designs, and constructs new facilities and maintains, preserves, and reconstructs existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails, and civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient project management. Essential Services: • Prioritize and coordinate submittal of grant requests with the Economic Development Division for federal and state funding sources; • Develop and maintain a Pavement Management Program; • Coordinate with Economic Development Division to develop the annual Six Year Transportation Improvement Program (TIP) and the update of the current year TIP; Manage Capital Projects in accordance with City, state, and federal requirements; o Manage project budget and schedule; o Coordinate with funding agencies and local program staff; o Prepare environmental documents, engineering plans, specifications and engineer estimates (Consultants and in-house staff); o Manage required Right -of -Way acquisition; o Coordinate with local utility companies; o Administer the bid and award process; o Provide construction administration, including inspection, documentation, and contract management; o Ensure proper project closeout; o Ensure compliance with grant agency requirements; • Coordinates with Spokane Regional Transportation Council (SRTC) and other jurisdictions on the metropolitan transportation plan, regional transportation policies and projects; and • Collaboration of Capital Projects with Maintenance, Stormwater, Traffic, Parks, Development Engineering and Economic Development. Development Engineering Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastructure development through plan review and construction inspection. DE periodically updates the City's development code pertaining to construction activities to ensure adherence to federal and state requirements and the adopted Comprehensive Plan. The City does not have surveyors on staff. A surveying consultant reviews the surveying information provided in plats, binding site plans (BSPs), easements, and right-of-way dedications to ensure accuracy and compliance with state law. Essential services: • Engineering plan review; • Code amendments; • Construction oversight; • Grading permits; • Right-of-way permits; and Right-of-way inspections. 52 I Page Traffic Management and Operations Provides traffic engineering for safe and efficient multi -faceted transportation systems throughout the City. Oversees the operation of traffic signals and the installation and maintenance of signing and striping. Responsible for transportation planning and design support to the Capital Improvement Program and to private development projects Essential Services: • Optimizes and coordinates traffic signals; • Oversees and monitors traffic congestion citywide; • Identifies and schedules the collection of annual traffic data on the City's arterial network; • Prepares traffic control, signal, signing, and striping plans and specifications in cooperation with the CIP; • Scopes and reviews traffic studies for all development needing the services of the City's street network; • Identifies project to mitigate transportation impacts to correct deficiencies caused by the added traffic of new development; • Identifies capital projects to improve the transportation system and assists the ED and CIP Divisions in preparing grant applications to fund the projects; • Develops plans and studies to identify school zone safety projects, pedestrian, and bike facilities and works with the ED and CIP Divisions in preparing grant applications to fund the projects; • Assists in the preparation of grant applications for capital project funding where traffic engineering is needed to fulfill grant requirements; • Monitors crashes and addresses safety concerns on the citywide street network; • Assists DE and Code Enforcement on an as needed basis with the update of the City's development code; • Reviews traffic control plans for compliance to the Manual on Uniform Traffic Control Devices Handbook (MUTCD) for work performed on the City's right-of-way, and includes review for oversize loads, special events, and access control; • Assists in periodic updates to the City's Comprehensive Plan; • Partners with WSDOT, SRTC, Spokane County, and neighboring cities to coordinate regional transportation needs; • Coordinates with Spokane Regional Transportation Management Center (SRTMC); and • Implements upgrades and maintains the City's Intelligent Transportation Systems (ITS) and Traffic Operations Center. Utilities The Utilities Section oversees the City's Surface and Stormwater Utility, manages the City's contracts for solid waste collection and disposal, and coordinates other utility issues on behalf of the City as assigned. The City's Surface and Stormwater Utility manages the City's efforts to collect, treat, store, and discharge stormwater while managing the risks to public safety, health, and property from flooding and erosion. Essential Services: • Stormwater System Inventory, Inspection, and Investigation; • Geographic Information System (GIS) Mapping; • Compliance with Environmental Law; • Floodplain management; • Capital Improvement Program Development and Management; • Street Sweeping Operations; 53 I Page Drainage Structure Cleaning Operations; • Engineering Design; • Stormwater Maintenance Projects; • Swale and Landscape Area Maintenance; • Stormwater Public Education and Outreach; • Response to Citizen Action Requests; • City Parcel Certification and Fee Administration; • Watershed planning; and • Wellhead Protection Committee. The Utilities Section coordinates with the Capital Improvement Program to assist in prioritization of projects to improve stormwater collection, treatment, storage, and discharge. The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's National Pollutant Discharge Elimination System permit, Underground Injection Control rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load requirements for the Spokane River. The Utilities provides required annual reporting to Washington State Department of Ecology. Provides street sweeping, inspects and prioritizes stormwater structure cleaning and maintenance as well as provides landscape maintenance of swales and landscaped areas. Provides certification to the County Assessor for the storm and surface water utility charge on all City parcels. The City is required by the Federal Emergency Management Agency (FEMA) to administer the National Floodplain Insurance Program (NFIP) to correct and prevent flood damage. This includes requirements for zoning, subdivision or building, and special-purpose floodplain ordinances. The Floodplain Administrator enforces the City's local floodplain management ordinance which provides flood loss reduction building standards for new and existing development. Assists homeowners, developers, and citizens in determining base flood elevations (BFE) from FEMA maps to be used on applications for elevation certificates, Letters of Map Amendments (LOMA), and Letters of Map Revisions (LOMR). In areas that have not been studied by FEMA and have an approximate "A" flood zone designation, the accepted basin flow data to determine an appropriate BFE for the parcel will be done through the use of floodplain modeling software. Street Maintenance Street Maintenance Operations provides responsive maintenance and repairs for 461 center line miles of City streets. Most services provided by the Street Fund 101 are contracted services, under the oversight of City Staff. Street and stormwater maintenance and repair account for $1.36 million dollars annually to provide asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and stormwater repairs. Roadway landscaping services contract maintain all City owned right-of- ways and provides weed control on all major arterials including sidewalks. Street sweeping contract provides routine monthly maintenance along with a dedicated spring and fall sweep, performed in conjunction with the stormwater management program. The contract for storm drain cleaning is responsible for cleaning drywells, catch basins, culverts, swale inlets, and bridge drains. The Geiger Work Crew is contracted to provide litter and trash control on arterial streets, weed control and trash clean up as requested, mowing and maintaining all City dry land grass and snow removal from sidewalks on City owned bridges. The City of Spokane Valley operates ten City -owned snow plows which are responsible for the clearing of the Priority 1 and 2 roads along with selected hillsides. The City contracts graders in the event of a full City residential plow. 541 Page Goals & Strategies 1. Continue to work with state and federal legislators for possible financial assistance for the Barker Road Grade Separation. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and Valley Chamber of Commerce. 2. Develop a strategic plan for funding and completion of all grade separation projects. - Pursue grant opportunities at the state and federal levels including long—term funding for grade separation and corridor consolidation. - Include Bridging the Valley projects in the City's 6 -year TIP. - Coordinate with City Management and the Economic Development Division to develop funding alternatives to construct all grade separation projects. 3. Pursue a sustainability plan in connection with the City's Street Preservation program to include sustained funding in the City's Street Fund #311 to address concerns beyond the year 2020. - Work with City Management to find a solution to this funding shortfall. - Continue to seek grants and alternative funding to assist with the funding for pavement preservation projects. 4. Maintain City streets at lower costs to retain a higher overall pavement condition. - Continue to update and implement the Pavement Management Plan (PMP). - Improve the PMP by identifying alternative and less costly treatment methods. - Provide routine maintenance quickly and effectively. - Continue to monitor, update, and implement the Transportation Improvement Program. 5. Develop a maintenance program for traffic signal components to address aging infrastructure. Devise a financial plan to address these needs and incorporate into the budget. - Perform a condition assessment of existing traffic signal components and equipment. - Develop a maintenance program and budget to replace aging equipment and components. 6. Continue to engage in the discussion surrounding Oil and Coal Train impacts to the valley, region, and the State. - Monitor federal and state proposed regulations related to transport of oil and coal. - Continue to seek support for overpass improvements for at -grade crossings. - Support and ask for support from local and regional agencies to encourage funding agencies to help with implementation of improvements. 7. Manage the storm and surface water utility program plan in accordance with state and federal regulations. - Continue to integrate technology to provide better inspection data and monitoring of contractor performance (i.e. GIS field collection and GPS field tracking). - Continue to design and build projects that eliminate outfalls. - Reduce the backlog of small projects and maintenance repairs down to less than 30 locations. - Update stormwater program plan annually. - Coordinate with the Economic Development Division on the annual Six Year Stormwater Capital Program update. 8. Manage Solid Waste Program. - Continue to implement public outreach and education program. I - Manage the Department of Ecology Coordinated Prevention Grant Program. - Manage the contract for transfer, transport, and disposal services. 55 I Page 9. Delineate the Glenrose Creek floodplain to streamline development. - Develop Glenrose Creek hydrology and hydraulic data. - Initiate coordination with City of Spokane and Spokane County. - Develop Glenrose Creek floodplain mapping. - Develop Glenrose Creek preliminary map products. 10. Emergency Management - Continue coordination on Regional Hazard Mitigation Plan. - Update City website and provide information about emergency shelters and status of necessary facilities during emergencies such as gas stations, banks, pharmacies, and hospitals. Workload Indicators Centerline lane miles of streets maintained Total Street (Snow) related citizen action requests Total Street (non -Snow) related citizen action requests Annual snowfall accumulation (inches) Traffic signals maintained Traffic counts performed Traffic signs maintained Number of Vehicles maintained Total number of storm water structures Total stormwater related citizen action requests Total number of stormwater projects completed Total stormwater structures inspected Total stormwater structures cleaned Total centerline miles resurfaced Total right-of-way permits issued Total grading permits issued Total CIP projects awarded Total Right -of -Way Inspection Performed 2012 2013 2014 2015 2016 2017 461 461 461 461 461 293 64 123 153 146 356 361 361 504 598 51.8 26.3 35.0 39.0 30.9 86 86 85 85 86 202 140 137 146 165 21,000 21,000 21,000 21,000 21,000 - 28 28 28 13,937 14,107 14,033 14,761 14,792 45 46 45 58 98 13 32 26 25 8 975 5,223 980 2,100 1,550 1,664 683 1,179 2,199 1,009 11.4 7.03 10.87 6.69 6.15 641 652 712 724 768 39 41 50 60 67 9 11 13 9 9 6,049 5,513 7,322 9,459 10,901 561 Page Performance Measures Street maintenance cost per capita Lane miles maintained per 1,000 population Street sweeping (in cubic yards removed) Street condition based on the Pavement Condition Index (PCI) 120 100 80 60 40 20 0 2012 2012 2013 2014 2015 2016 2017 $41.19 $51.29 $53.11 $48.11 $48.01 5.12 Tons of cold patch for potholes 5.12 5.12 75 2013 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2014 2015 2016 2017 4.94 71 4.94 Two impacting factors are: 1. Winter Event the freeze - thaw process increased the amount used. 2. Road maintenance throughout the year lowers the amount used. Percentage of citizen action requests completed within 7 days 2012 2013 2014 2015 2016 2017 Potholes Filled Snow Related Street Non -Snow Related 571 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Engineering Division 2018 Budget Impact Summary* 2018 Budget is $1,572,049 which reflects a decrease of $167,500 or -9.63% under the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Wages, payroll taxes, and benefits are reduced from $826,681 to $775,889 for a total reduction of $50,792 or 6.14%. This reduction would eliminate a 0.5 FTE Engineering Tech 1 position. The elimination of this position would impact the design of (1) pavement preservation project and the construction inspection of (1) pavement preservation project, which will lead to less projects being designed and constructed. • Wages, payroll taxes, and benefits are reduced from $826,681 to $725,097 for a total reduction of $101,584 or 12.29%. This reduction would eliminate 1.0 FTE Engineering Tech 1. The elimination of this position would impact the design of (2) pavement preservation projects and the construction inspection of (2) pavement preservation projects, which will lead to les projects being designed and constructed. • Wages, payroll taxes, and benefits are reduced from $826,681 to $675,133 for a total reduction of $151,548 or 18.33%. Resulting in the elimination of 1.5 FTE Engineering Tech 1. The elimination of these positions would impact the design of (3) pavement preservation projects and the construction inspection of (3) pavement preservation projects, which will lead to less projects being designed and constructed. 581 ,age Economic Development The Economic Development division assists the City in the development of long range plans, zoning, economic studies and strategies that promote the City inside and outside of the region. Oversight of these activities is also coordinated closely with the City Administration. Economic Development Manager Office Assistant ED Specialist (2 FTE) ED Planner Grants Engineer Public Information Officer Essential services: • Develop and implement strategies to promote business growth, attraction, and retention; Encourage a diverse and stable business environment; Conduct special studies and reports related to economic development, retail recruitment, tourism, and the economic impact of Capital Projects or initiatives; Review, monitor, and coordinate amendments to the ♦ Comprehensive Plan and development regulations; • Coordinate with business owners and developers to provide possible site locations, market research, and related information to assist business development, facilitate project processing and permitting, assist with the interpretation of codes, and negotiate and resolve sensitive and controversial issues; • Establish and maintain communication and cooperative relationships with business leaders, developers, private and public agencies, educational institutions, real estate community, and the general public to promote and facilitate the implementation and execution of the City's economic and development strategies; • Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals; and 591 Page Perform a full range of marketing activities including: - Develop and implement a strategic marketing plan; - Create and distribute marketing materials; - Prepare and present information at meetings of various organizations and groups; - Manage the content of the City's economic development webpage; - Develop information technology to assist citizens and potential and existing business owners. • Coordinate the City's Community Development Block Grant (CDBG) program; • Prepare and write grant applications relating to economic development initiatives and transportation improvements; • Development of annual 6 -year Transportation Improvement Program (TIP); Respond to local citizen inquires on the transportation improvement program and other capital improvements relating to transportation; • Assist with complex transportation planning projects, including modal studies involving automobiles, freight, bicycle, pedestrian, and/or public transportation; • Coordinate transportation and capital facilities planning between City Departments; • Develop programs to promote and educate the public about transportation planning; • Assist in the evaluation of transportation and traffic impacts of development proposals, permits, rezones, plats, etc.; and Manage the City's Pavement Management Program (PMP). Comprehensive Plan Management The Economic Development Division continues to review, monitor and coordinate amendments to the Comprehensive Plan. Additionally, the Division continues to implement various economic development related strategies identified in the Comprehensive Plan. Economic Development Strategy The Economic Development Division will continue its efforts to develop and implement the Division's Economic Development strategy. In 2017 the Division will monitor traffic on the Economic Development website and adjust marketing materials for targeted industry recruitment, focus on filling identified gaps in retail offerings and services, coordinate infrastructure improvements in the Northeast Industrial Area, collaborate on development in the Mirabeau Point Area, develop a small business assistance program, and continue to work with local and regional organizations to expand existing events and develop new tourist attractions. Economic Development Grants Manage and write grant applications relating to economic development initiatives and transportation improvements. Manage the City's Community Development Block Grant program. In 2017 efforts include the management and implementation of a grant aimed to streamline environmental permitting in the City's northeast industrial area and evaluating a new grant management software. Local and Regional Collaboration Participation and collaboration with local and regional economic development providers such as Visit Spokane, Greater Spokane Incorporated (Associate Development Organization), Spokane Valley Chamber of Commerce, and Spokane Regional Site Selector. Business Retention, Recruitment, and Expansion Continue efforts to retain, recruit, and expand businesses in the City. In 2017 efforts include the development of a manufacturing company roster for businesses located with the City, identifying state 601 Page and federal programs to support business recruitment, host developer's forums, and improve/enhance the Certified Sites program. Goals & Strategies 1. Continue to evaluate the implementation strategies in the Comprehensive Plan. - Evaluate short, mid, and long-term enhancements to existing services. - Review strategic actions based upon recommended service enhancements. - Implementation options for the identified initiatives including budget and staffing requirements. - Implementation timelines. - Relevant performance measures. 2. Implement the retail recruitment strategy. - Mobilize resources to institute recruitment campaigns. - Develop a list of desirable retail businesses with a local, regional, or statewide presence. - Establish connections with local and regional brokerage firms and commercial developers. - Identify local property and building owners with available land and spaces in key locations within the City of Spokane Valley. - Identify available spaces and match them with potential retail types and specific businesses. - Identify any zoning, permitting and/or fire and building code issues that may need to be resolved. 3. Pursue infrastructure improvements which foster economic development. - Develop a Planned Action Ordinance to pursue strategic infrastructure development. - Coordinate with Spokane Valley Engineering to improve transportation infrastructure to enhance development opportunities. - Collaborate with Spokane County Utilities Division to facilitate the development of sewer infrastructure in the City's industrial areas. - Collaborate with water districts and dry -utility providers to identify infrastructure needs to meet development demands to attract businesses. - Integrate capital facilities plans to ensure efficient improvements. 4. Business recruitment, retention and expansion. - Recruit new businesses. - Meet with existing businesses to assist with retention and expansion efforts. - Participate in business and trade shows. - Implement the Certified Sites Program. - Collaborate with the regional partners to support business recruitment. - Research available state and federal tax credits; promote availability of all tax credit programs on the City's website and in the Permit Center. - Research state and federal business assistance programs to support business recruitment and make this information available on the City's website and in the Permit Center. - Attend meetings with the Spokane Regional Site Selector partners to continue to provide information relating to available properties in the City. - Develop tools and compile information of resources available to further business development. - Map out the permit processes and requirements for different industries. - Host forums with regional real estate brokers, management associations, developers, and property owners to identify issues and gather data. 611 Page - Establish relationships with existing businesses to identify issues, gather data, and offer services from the City and its partners that foster their business efforts. - Identify the industry clusters to support retention, recruitment, and expansion efforts. - Periodically conduct stakeholder focus group discussions to determine the challenges and opportunities facing the business community. - Identify retail zoned sites adjacent to the Appleway Trail and coordinate with representative brokers to market trail access. 5. Implement marketing strategies for attraction and retention of businesses and citizens while also improving tourism. - Foster a sense of community pride among residents that compels them to stay in the City of Spokane Valley as well as encourage others to visit and relocate. - Create awareness and improve perceptions of the City of Spokane Valley among residents within the regional drive market. - Create awareness and foster positive perceptions about the City of Spokane Valley as a business -friendly location among existing businesses and prospects. - Review the City's existing marketing collateral to ensure their consistency with the established theme. 6. Collaborate with economic development partners and related service providers. - Participate in Visit Spokane, GSI, Spokane Valley Chamber of Commerce, and other partners meetings and events. - Identify and develop content that Visit Spokane can easily integrate into their existing promotional channels. - Continue to partner with GSI, the region's Associate Development Organization (ADO), for business recruitment and retention. 7. Strengthen and expand civic and event opportunities. - Evaluate opportunities to support tourism related activities. - Continue to partner and promote community events such as Valleyfest, the Bike Swap, Crave Northwest and the Cycle Celebration. - Support efforts to create new events in Spokane Valley that build a sense of identity and nrmmnta Cnnkana \/allav 8. Community Development Block Grant (CDBG). Identify high-priority projects consistent with Spokane County CDBG Consortium policies. Identify infrastructure limitations that impact development. - Evaluate CDBG Consortium agreement. 9. Small Business Assistance Program. - Continue to improve the new business welcome program. Publicize local business success stories and events. Explore the feasibility of a facade improvement grant or loan program for property owners that voluntarily makes physical improvements to their properties. Connect businesses with resources to assist them in business development. 10. Foster an education and job -ready workforce. - Develop relationships with local community colleges, Spokane Valley Tech, high schools, and workforce development councils to determine how to support their efforts and ensure business owners utilize these resources. 621 Page Workload Indicators Number of businesses assisted Meetings with regional partners Marketing media created Number of grants submitted 2012 2013 2014 2015 2016 2017 - 23 27 20 - 51 54 55 - 9 12 19 - - 2 Performance Measures 2012 2013 2014 2015 2016 2017 l. Business retention/expansion meetings held Business recruitments — ongoing Business recruitments — completed 27 20 3 1 2 Economic Development workshops held - - 2 2 Grants received Percentage increase of residents - - Increase hotel occupancy rates Increase in sales tax collected - - Number of jobs created above median income Public Information The Public Information Office provides professional communications services that result in the distribution of complete, accurate and timely information on City programs, projects and activities using a variety of communication tools and channels to create public awareness, understanding, interest, input and involvement in City government. Essential Services: • Help ensure government transparency through development and dissemination of timely, accurate and complete information on City programs, projects, activities and issues; • Serve as the primary contact and coordinator for interaction with media; • Provide emergency information and instructions for the safety and well-being of citizens, City Council and City staff in the event of emergencies (i.e., Windstorm 2015, Valley View Fire, Snow Emergencies, and Declaration of Pandemic Influenza); • Support economic development by researching, proposing and developing informational and marketing materials, including brochures, newsletters, mailings, advertising, graphic design, photography, and videography; • Support Council goals through communications that facilitate citizen understanding and engagement; • Utilize a variety of channels and resources for dissemination of City information including printed brochures, newsletters, media releases, feature stories, social media, website postings, RSS feeds, video Public Service Announcements, media interviews or features, presentations, and email notification lists, as well as telephone and personal contact; 631 Page • Serve as the primary contact for general information about the City of Spokane Valley programs, projects, issues, and services; • Facilitate representative government through two-way communications between Council and staff, businesses, citizens, and visitors; and • Propose, plan, and coordinate public meetings as needed for departments and Council, including community information meetings, special events such as the State of the City Address, and participation in a variety of community events. Goals & Strategies 1. Develop and coordinate public information and public relations for the City's programs, services and events. - Involve all departments in Council goals while enhancing community interest and involvement in City government. - Expand communications with internal and external constituencies through research, recommendation and implementation of new communications methods and technologies. - Produce four full -city mailers of Hot Topics Community Newsletter. - Work to expand public information services using video capabilities. - Assist in the implementation of the City's marketing strategy. - Develop a rankings program to determine a strategy to improve local rankings. - Ensure our partners such as Visit Spokane and Spokane Valley Chamber are marketing community events. - Promote Spokane Valley as an emerging leader in high-tech manufacturing. - Increase awareness that Spokane Valley is a great place to live and work. - Use social media to connect with residents. - Apply for marketing and community awards such as the Association of Washington Cities. - Work with Spokane Valley businesses to secure recognition in Greater Spokane Incorporated's AGORA awards. Workload Indicator 2012 2013 2014 2015 2016 2017 Media releases issued Earned media stories2 Total media stories Public Information contacts with the media Community newsletters produced Citizen contacts (phone & email) Number of Special Events presentations/participation 206 3091 241 247 222 - 434 354 320 211 507 828 756 575 592 151 146 144 96 183 2 2 3 4 4 - 332 219 208 195 - 5 5 3 9 'Media releases issued peaked in 2013 at 309 due to promotions and partnerships for the City's 10 -Year Anniversary. 2Earned media stories have only been tracked since 2013 to help demonstrate the effect of pushing information out to the media. Equivalent cash value of earned media is also now reported quarterly. If the City had to purchase the media coverage received as a direct result of PIO outreach, the estimated value of $50,000 plus, which does not include the added value of all media blogs, social media, radio stories, or stories that are not archived online for later retrieval and logging. 64IPage Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Economic Development 2018 Budget Impact Summary* 2018 Budget is $950,348 which reflects an increase of $257,516 or 37.17% over the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Intern wages, payroll taxes, and benefits are reduced from $11,659 to $0 for a total reduction of $11,659 or 100%. The elimination of the intern position will result in the loss of assistance in updating and maintaining the City's website, special event planning support (Valleyfest), development and issuance of media releases, public notices, and updates to the City's calendar. • City Economic Development is reduced from $200,000 to $184,000 for a total reduction of $16,000 or 8%. Reduction of the implementation of our strategic marketing plan; eliminating website content development and support for the economic development website as well as the development of targeted marketing materials for industry recruitment. • Intern wages, payroll taxes, and benefits are reduced from $11,659 to $0 for a total reduction of $11,659 or 100%. The elimination of the intern position will result in the loss of assistance in updating and maintaining the City's website, special event planning support (Valleyfest), development and issuance of media releases, public notices, and updates to the City's calendar. • City Economic Development is reduced from $200,000 to $155,000 for a total reduction of $45,000 or 22.5%. Reduction of the implementation of our strategic marketing plan; reducing the development of print and digital advertising content and digital media ad buy and management. • Intern wages, payroll taxes, and benefits are reduced from $11,659 to $0 for a total reduction of $11,659 or 100%. The elimination of the intern position will result in the loss of assistance in updating and maintaining the City's website, special event planning support (Valleyfest), development and issuance of media releases, public notices, and updates to the City's calendar. • City Economic Development is reduced from $200,000 to $127,000 for a total reduction of $73,000 or 36.5%. Elimination of the implementation of our strategic marketing plan, eliminating development of print and digital advertising content and digital media ad buy and management. 651 Page Building & Planning Division The Building & Planning Division is responsible for implementing and enforcing the State Building Code as required by state law. The purpose of the International Codes, as adopted by the State of Washington and the City of Spokane Valley, is to promote the health, safety, and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit systems, stability, sanitation, light, ventilation, energy conservation, and fire safety through the: International Building Code International Residential Code International Mechanical Code International Fuel Gas Code Uniform Plumbing Code International Fire Code International Existing Building Code ICC A117.1 Accessible & Usable Buildings and Facilities standard Washington State Energy Code Building Official Admin ,assistant De v. Seraiice Coordinator Office Assistant E ngineer—ech Permit F. 2 FTE Ccdi E nfcrcement Assistant Building 0 it dal Senior Planner FE. FT E Office Assistant Se, o, Pa -s E fir - Plans Examiner Buiraing Ir:soector 3 FE 661 Page Implementation of these regulations through plan review and inspection of construction projects assures that citizens can correctly assume that the buildings and structures in which they spend more than eighty percent of their time are safe. The Permit Center issued 5,159 permits during 2016 for a broad range of development projects including new homes, residential remodels, schools, multi -story office buildings, medical centers, apartment complexes, industrial/manufacturing uses and nationally -recognized retail developments. Each issued permit requires multiple inspections during the course of construction, typically between two and fifteen site visits per project. Development Inspectors performed 15,848 inspections in 2016 as they assist builders, developers, and trades people through the completion of their projects. This vast range and volume of projects represents countless hours of support to permit applicants and developers and heavily contributes to the economic development of the community in ways that are not necessarily reflected in permit revenues. Essential Services: • Commercial construction plan review; • Residential construction plan review; • Accessibility (handicap) plan review; • Commercial and residential construction inspection; • Permit intake, processing, and issuance; Permit coordination; Business License Coordination; • Fire District coordination; • Outside agency coordination (including Regional Health, Clean Air, utilities, and water districts); • Monitor building code legislation; Public assistance with code compliance; • Issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi -tenant structures); and • Economic and business development coordination Building Official The Building Official oversees the operations of all Building Division programs and supervises the Permit Center staff. The Building Official monitors bills before the state legislature and provides technical testimony and/or input about the impacts of the legislation to our community. The Building Official is charged with the task of interpreting code requirements for proper implementation given regional characteristics such as snow load, seismic zone, and soil classification. Permit Center Coordination Permit applications associated with pre -construction land development, fire protection systems, plumbing/HVAC installations, work within the City right-of-way, as well as traditional building permits are all processed, routed, tracked, issued, and maintained by Permit Center staff. Staff members also assist the public with general inquiries and ensure that they are directed to the appropriate review staff member or agency when seeking information. Code Enforcement During 2016, Code Enforcement responded to 462 cases regarding junk vehicles, garbage, unsafe structures, various zoning violations, traffic safety hazards and sign code violations while maintaining a pro -active enforcement model as directed by administration. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards as well as working with the Health Department and Department of Social and Health Services on issues related to seniors and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other agencies for help as appropriate. 67 I Page Planning Planning staff is cross -trained and work on various types of planning projects. This provides the organization greater flexibility in completing the division's work program by having planning staff that understand the processes and procedures. The planning team is responsible for ensuring the City's plans are consistent with applicable state laws, primarily the Growth Management Act (RCW 36.70A) and the Shoreline Management Act (RCW 90.58) and reflect the community's vision; processing appropriate changes to the Comprehensive Plan and development regulations consistent with adopted plans and participating in regional planning efforts. The planning program's current primary responsibilities include processing revisions to the City's Municipal Code, reviewing land use applications to ensure compliance with adopted development regulations, with the State Environmental Policy Act (SEPA)(RCW 43.21C), and with the state subdivision law (RCW 58.17). Essential services: • Comprehensive Plan Annual Updates; • Regional Planning Efforts; • Shoreline Management; • Environmental Review: SEPA and Critical Areas Review; • Code Amendments; • Subdivisions/Short Subdivisions/Binding Site Plans; • Plat Alterations, Boundary Line Adjustments and Eliminations; • Conditional Use Permits/ Administrative Determinations/ Appeals; • Accessory Dwelling Units; • Special Projects; • Rezones/Variances; • Business License Coordination • State & Federal Reporting; and • Planning Assistance at the Permit Center. Code Amendments Amendments to the City's development codes are often necessary to correct errors and omissions, to stay current with new laws and trending issues, or to ensure consistency between the City's adopted plans and implementing regulations. This process includes research/preparation of the staff report, study session and public hearing before the Planning Commission, and review and adoption by the City Council. Regional Planning Efforts City staff supports regional planning efforts by participating on the Planning Technical Advisory Committee (PTAC) and providing staff support to the Steering Committee of Elected Officials (SCEO). The SCEO was formed in response to the requirements of the Growth Management Act (GMA) which call for regional planning and coordination on issues such as establishing urban growth area (UGA) boundaries and developing county -wide planning policies. The PTAC is comprised of planning department staff from various jurisdictions throughout the county and was formed by the SCEO to advise on issues related to the requirements of the GMA. Other Planning Responsibilities Planning staff is the primary support for land use applications that include short subdivisions (up to nine lots), long subdivisions (10 or more lots), binding site plans, rezones, conditional use permits, temporary use permits, and variances. Planning staff routes applications to various reviewing departments and agencies, coordinates comments received, and processes the application to its conclusion. Long 681 Page subdivisions, rezones, conditional use permits, variances, and occasionally alterations include a public hearing before the City's Hearing Examiner. Planning staff also reviews all Washington State business registration applications to ensure proposed uses are consistent with City zoning. Staff is also responsible for processing home business licenses. Planning staff assists in providing coverage in the Permit Center responding to walk-in customers as well as answering phone calls. This coverage is in concert with building and development engineering staff. The State of Washington requires that certain reports are prepared on an annual basis to provide information about growth, housing, and employment. Planning Staff provides this information on behalf of the City. Staff also provides information to the Census Bureau. Goals & Strategies 1. Maintain an efficient permitting process. - Implement enhancements to the permitting process. - Foster relationships with outside agencies to streamline permitting and encourage development. - Develop a multi -use construction plan program. - Implement a permit satisfaction survey. - Examine code provisions for consistency with the Comprehensive Plan. 2. Comply with City and State Records Management policies. - Finish scanning historical residential address files into Laserfiche. - Scan permit -related documents into SMARTGov. - Create electronic plan submittal acceptance guidelines. - Expand paperless permit submittal. 3. Regional Special Inspection and fabricator process. - Coordinate with regional building officials, local special inspection agencies and local fabricators. - Coordinate regional consistency in implementation of the International Building Code, Chapter 17, Special Inspection, and Fabrication. - Incorporate consistency required for Special Inspection and Fabrication reporting and product certificates of compliance submittals to all participating jurisdictions. 4. Develop and provide training programs/presentations for outreach to local: - Special Inspection Agencies; - Steel/Concrete Fabricators; - Association of General Contractors (AGC); - Association Society of Civil Engineers (ASCE); - American Institute of Architects (AIA); and - Structural Engineers Association of Washington. 5. Continue participation in Spokane Regional Code Group Meetings. - Take a regional leadership role amongst peers. - Discuss International Residential Codes. - Follow current trend by researching other Washington State adopted codes. - Continue to advocate for a Regional All Code Group to incorporate regional consistency in interpretation and implementation of State adopted building codes. - Participate in Regional Code Officials Group. 69IPage Workload Indicators Permit Center counter walk-ins Pre -Application Meetings — Commercial Pre -Application Meetings — Land Use Construction Applications Received Land Use Applications Received Construction Permits Issued Planning Applications Approved Development Inspections Performed Code Enforcement cases investigated Number of Online Permits issued Number of hearings conducted by the Hearing Examiner Municipal Code text amendments processed Planning Commission meetings participated in Number of businesses assisted 2012 2013 2014 2015 2016 2017 4,812 4,428 4,511 4,572 5,094 - 85 79 88 74 - 25 30 32 41 - 2,798 4,704 4,536 5,708 - 624 719 660 681 4,010 3,431 3,961 3,993 5,159 - 33 659 561 595 - 10,736 13,534 13,848 15,848 397 360 354 383 462 - 1,314 1,582 2,449 - 33 7 6 8 - 5 12 2 ' 23 23 20 21 22 - 23 27 1 'Comprehensive Plan Update year, regulations updated. Performance Measures 2012 2013 2014 2015 2016 2017 Percent of construction permits issued in less than three days Average number of days for new residential building permit review Average number of days for tenant improvement permit review 79% 85% 85% 5 5 5 5 10 10 10 10 701 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Building Division 2018 Budget Impact Summary* 2018 Budget is $2,261,214 which reflects a decrease of $64,449 or -2.77% under the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,799,608 for a total reduction of $79,456 or 4.3%. Resulting in the reduction of 1 FTE, 0.50 Planner and 0.50 Office Assistant. This reduction would impact planning duties and as well as cashiering and customer service at the Permit Center front counter. Questions or calls regarding land use would not be answered immediately; calls would be returned within 24 hours. Other personnel would be needed to assist with cashiering duties at the front counter. This would limit the department's ability to be able to process permits, land actions and provide customer service to our citizens. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,720,152 for a total reduction of $158,912 or 8.46%. Resulting in the elimination of 1 FTE Planner and 1 FTE Office Assistant. This reduction would impact planning duties, Office Assistant duties and customer service in the Permit Center. Loss of these FTE's would increase workload for remaining staff, causing an increase in response time for planning inquiries, land use and development projects. This would significantly limit the department's ability to be able to process permits, land actions and provide customer service to our citizens. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,666,532 for a total reduction of $212,532 or 11.31%. Resulting in a reduction of 2.5 FTE. This would be a loss of 1.5 FTE Planners and 1.0 FTE Office Assistant. This reduction would continue to increase response time for planning inquiries, land use and development projects, reduce support for the planning commission. This would substantially limit the department's ability to be able to process permits, land actions and provide customer service to our citizens. 711 Page Parks & Recreation Mission To enrich the quality of life for everyone who lives, works in or visits Spokane Valley through quality programs, parks and events. With offices located in the CenterPlace Regional Event Center, the Parks and Recreation Department consists of six divisions: Parks Administration, Parks Maintenance, Recreation, Aquatics, Senior Center, and CenterPlace. The Department is comprised of nine FTEs. Parks Maintenance and Aquatics services are contracted with external businesses or agencies. The Parks & Recreation Department also maintains a database of local recreation programs and services to help match citizens with existing services. 'Kr m maw Ams ai: De:e aor VE '7E' _"1'6+i}'{_': F_D:w :F -T Ceilleelace Cominata Cailtelarce AcASS=:_": Parks Administration and Maintenance Vision To provide and maintain quality parks that offer a diverse range of experiences in a safe and beautiful environment; to provide enjoyable, restorative and memorable places to spend time; and to provide physical amenities that support and enhance active living and social interaction opportunities. Essential services: • Implements the goals and objectives of the City Council; Develops policies and procedures; Facilitates the upkeep and use of parks and public areas including the Appleway and Centennial Trails; • Manages the private park maintenance, aquatic operation and janitorial contracts; • Works to acquire and develop new park facilities; • Provides facility maintenance at the Police Precinct; and • Administers City Special Event permits. 721 Page Recreation Vision To deliver a diversified recreational and educational experiences for all ages; while fostering vigorous community partnerships; and advocating health, wellness and physical activity. Essential services: • Provides summer day camp, winter break camp, summer park program and outdoor movies; • Designs and publishes the Recreation Program brochure twice a year; • Coordinates and offers over 21 different recreation programs year round; • Partners with YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County; and • Maintains database of local recreation programs and services to help match citizens with existing services. Aquatics The City of Spokane Valley owns three outdoor swimming pools which offer open swim opportunities, swim lessons, swim team, and facility rentals. In addition the City leases a portion of Valley Mission Park to Splash Down, a privately operated water park. Goals & Strategies 1. Implement recommendations of the newly updated Parks and Recreation Master Plan, including the continued development of aquatic and recreation programs that serve the needs of our citizens. Make necessary pool repairs. Pursue park acquisitions and development. Explore adding additional recreation programs to meet customer need. Add splash pad to Edgecliff Park. Continue to contract for park maintenance and aquatic operation services. Add Valley Mission Dog Park amenities. Construct Appleway Trail Sullivan to Corbin. 2. Work with Centennial Trail Partners to implement new maintenance agreement. - Seek grant opportunities for capital repairs. - Develop a six-year maintenance plan. 1 Workload Indicators 2012 2013 2014 2015 2016 2017 Developed acres maintained Trees planted Overall number of park facility reservations per year Number of recreation classes offered Number of open swim hours available/season 126 133.6 133.6 133.6 133.6 17 10 10 10 4 407 399 428 425 431 100 129 158 189 189 1,326 1,221 1,251.5 1,465 1,465 73 I Page Number of swim lesson/team registrations Miles of Centennial Trail maintained Number hours to maintain Centennial Trail 1,351 1,547 1,510 1,582 1,582 6.78 6.78 6.78 6.78 6.78 900 900 900 900 900 Performance Measures 2012 2013 2014 2015 2016 2017 Developed park acres per 1000 population Recreation program recovery vs. direct cost' Parks & Recreation recurring budget per capita 1.5 1.4 1.4 1.4 1.4 92% 99.9% 104% 104% 108% $29.08 $29.14 $29.43 $29.69 $29.67 Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.05 Trail mile/per capita Miles of Trail per 1000 households 'Calcualated expenditures divided by revenue The 6 -year average Parks & Recreation recurring budget per capita is $24.17. The City has increased the budget to remain consistent with population growth. o Population increase from 2011 to 2016 is 4.5% (90,110 to 94,179) per State of Washington Office of Financial Management o Per capita recurring budget increase from 2012-2017 is 7.10% ($27.68 to $29.67) .076 CenterPlace Regional Event Center CenterPlace Regional Event Center Vision To promote corporate and private events which will help stimulate our local economy; to produce customized, high quality events; and to provide an experience that showcases the values of Spokane Valley. Facility Maintenance is to maintain this facility through sustainability, energy efficiency and maintaining building integrity. Essential Services: • Regional focal point for NE Washington, Northern Idaho and Western Montana; • 54,000 square foot facility located in Mirabeau Point Park; • Open seven days a week, this is the home of the Parks and Recreation Department and the Valley Senior Center; • Reserves and rents to over 900 educational, corporate and social events annually; Provides set up and take downs for all activities; Manages long-term leases of space; Manages food services and marketing contract; Partners with Spokane Community College and Central Valley School District; and Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and numerous meeting rooms. 74 I Page Goals & Strategies 1. Implement the updated CenterPlace Regional Marketing and Communications Plan. - Increase seasonal staffing to accommodate a higher level of service. - Develop "CenterPlace's Partner Services" with local event planners. - Explore new marketing services to help implement marketing plan. - Work to add new signature events to the Mirabeau campus. - Expand Catering involvement in events. 2. Make facility improvements to CenterPlace. - Make parking lot improvements for safety. - Schedule preventative maintenance and facility updates to maintain CenterPlace in good condition. - Explore adding infrastructure outside CenterPlace to improve event venue. - Update audio visual systems in the Great Room. - Continue to replace flooring and furniture throughout building. - Continue to repair roof leaks. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of area businesses/hotels contacted for use of CenterPlace' Number of reservations per year Number of operating hours per year Number of room use hours booked per year 21,650 14,651 7,300 5,617 5,617 950 815 844 919 923 4,633 4,633 4,633 4,633 4,633 6,119 6,120 4,040 6,503 7,767 1 Area businesses were contacted by CenterPlace from a list developed by our Marketing Consultant. Performance Measures 2012 2013 2014 2015 2016 2017 Percentage of facility capacity per Great Room reserved' Percentage cost recovery per CenterPlace2 Percentage of area businesses utilizing CenterPlace3 Percentage of facility capacity per Lounge reserved4 Percentage of regional use of facility 21.7% 27% 23.7% 27% 22% 53% 45% 54% 52% 47% .0215% 3% 5% 3.7% 5% 23% 10% 9% 22% 20% 18% 5% 9.1% 4.2% 4% 'Number of total hours (5158) available in the Great Room divided by the actual hours used. 2 CenterPlace revenues covered percentage of the expenses. Expenditures do not include building replacement funds. The 6 - year average of percentage of cost recovery for CenterPlace is 50.33%. While there was a decrease over a few years, there was an increase in 2014 due to added events and growth in catering revenues. As the recession subsided, events increased with a dramatic growth in business and corporate events. (In 2011, the cost recovery was 51%; this decreased to a low of 45% in 2013 and was up again in 2014 at 54%. The downward trend that occurred for a few years coincided with the recession we experienced.) 3 Number of area businesses divided by the number of businesses using CenterPlace. The business list was developed by our Marketing Consultant. Noteworthy to mention is the percentage of businesses registered with the City of Spokane Valley who utilize CenterPlace have remained steady and then have started to increase in the past 3 years. °This is the number of total hours (2809) available in the Lounge divided by actual hours used. 751 Page Senior Center Senior Center Vision To empower adults 50+ for personal independence, healthy aging, social connection and life-long learning experiences; to serve as a hub and focal point, to complement existing services and provided programs, activities and opportunities for the aging population; and to operate as a multi-purpose senior center to provide health, social, educational, referral and recreational services. Essential Services: • Manages the Senior and Wellness Center at CenterPlace from 8-4 Monday through Friday; • Coordinates all activities and programming — over 50 different programs; • Utilizes over 75 volunteers; Facilitates Meals on Wheels program; and Maintains an active membership of over 1000. Goals & Strategies 1. Expand senior services to serve changing needs and expectations of the senior population. - Challenge to serve current age demographics and to attract new participants. - Add new, active programming. - Increase involvement with neighboring retirement communities. - Educate the community at -large about the purpose and potential of the Senior Center. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of participants in Senior programs or workshops per year Average age of Senior participating in programs Number of Senior programs offered per year Performance Measures Percentage of Spokane Valley Seniors who participate in programs attend Health & Wellness Programs 35,678 36,343 34,193 26,329 28,003 74.50 75.5 74.7 75.5 74.5 50 50 50 39 39 2012 2013 2014 2015 2016 2017 40% 45% 56% 30% 33% 761 Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Parks & Recreation 2018 Budget Impact Summary* 2018 Budget is $2,922,152 which reflects an increase of $44,219 or 1.54% over the 2017 Budget. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. • Park Maintenance Contract under Maintenance is reduced from $788,500 to $758,000 for a total reduction of $30,000 or 3.8%. This will eliminate the maintenance of the City gateway, new Balfour Park and the University to Pines section of the Appleway Trail. • Professional Services under Aquatics is reduced from $415,000 to $365,000 for a total reduction of $50,000 or 10.55%. This will eliminate one week of the summer pools season at all three outdoor pools. • Electricity under Aquatics is reduced from $32,500 to $31,500 for a total reduction of $1,000 or 3%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Water under Aquatics is reduced from $13,500 to $12,500 for a total reduction of $1,000 or 7.4%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $60,000 to $50,000 for a total reduction of $10,000 or 16.6%. This will negatively impact our ability to market CenterPlace. • Equipment Rental under CenterPlace is reduced from $500 to $0 for a total reduction of $500 or 100%. Equipment rental will be eliminated. • Professional Services under Administration is reduced from $10,000 to $5,000 for a total reduction of $5,000 or 50%. This will negatively impact our ability to hire any consultants for projects or emergencies. • Parks Maintenance Contract under Maintenance is reduced from $758,000 to $743,500 for a total reduction of $15,000 or 1.9%. This will reduce the summer park season by one week for access to water, restrooms, mowing, etc. • Small Tools & Minor Equipment under Aquatics is reduced from $2,500 to $500 for a total reduction of $2,000 or 80%. Eliminating the ability to purchase any repair items. • Professional Services under Aquatics is reduced from $365,000 to $315,000 for a total reduction of $50,000 or 13.6%. This will eliminate one week of the summer pools season at all three outdoor pools. 771 Page • Electricity under Aquatics is reduced from $31,500 to $30,500 for a total reduction of $1,000 or 3.1%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Water under Aquatics is reduced from $12,500 to $11,500 for a total reduction of $1,000 or 8%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $50,000 to $40,000 for a total reduction of $10,000 or 20.6%. This will negatively impact our ability to market CenterPlace. • Professional Services under Administration is reduced from $5,000 to $0 for a total reduction of $5,000 or 100%. This will eliminate our ability to hire any consultants for projects or emergencies. • Professional Services under Recreation is reduced from $32,800 to $27,264 for a total reduction of $5,536 or 16.8%. This will reduce one of the three free Summer Movies. • Miscellaneous Services under Recreation is reduced from $16,500 to $15,200 for a total reduction of $1,300 or 7.8%. This will eliminate one of the Summer Day Camp trips. • Professional Services under Aquatics is reduced from $315,000 to $265,000 for a total reduction of $50,000 or 15.8%. This will eliminate one week of the summer pools season at all three outdoor pools. • Electricity under Aquatics is reduced from $30,500 to $29,500 for a total reduction of $1,000 or 3.2%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Water under Aquatics is reduced from $11,500 to $10,500 for a total reduction of $1,000 to 8.6%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $40,000 to $30,000 for a total reduction of $10,000 or 25%. This will significantly reduce our ability to market CenterPlace. • Repair & Maintenance Supplies under CenterPlace is reduced from $11,600 to $9,100 for a total reduction of $2,500 or 21.5%. This will reduce our ability to make necessary repairs. 781 Page Addendum A: Spokane Valley Police Department Contract Services Spokane Malley Police Department (Commissioned Officers) Spokane County Sheriff Shared Resources Split County/Cit Tra in in gWP rofess io n a l Standards 7 FTE Marine Patrol/Search & Rescue 1.75 Deputies Intelligence Led Policing 1 Detective K-9 5 Deputies Investigations Investigative Captain —1 FlE I nv est igat iv a Lt. — 2 FTE Major Crimes- 7 FTE Sex Crines— 7 FTE Joint Terrorism Task Force —1 Det. Safe Streets (Drug&Gang) —6FTE Dedicated Resources 100% Spokane Valley 1 Police Chief Precinct Commander Lt. Administrative Sergeant Precinct Front Desk Deputy (Dayshif Patrol) Spokane Valley City Manager aaysh ift Commander Traffic 15 ergea nt 1 Detective 5 Deputies Property and DrugCrime Investigations 15 ergea nt 10 Detectives 1 Deputy (Dedicated but also supervised by Inv. Lt.) Patrol 4 Sergeants 19 Deputies School Resource 4 Deputies Nightshift Commander Patrol 5 Sergeants 27 Deputies Com rn.5rvs. Domestic Violence 2 Deputies 791 Page The Spokane Valley Police Department (SVPD) is included as an Addendum to the Business Plan because their services are provided by contract with the Spokane County Sheriff's Office (SCSO). Spokane Valley Police Chief Mark Werner, reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: - Provide information as to the Police Department's structure and how that translates into services to the City's citizens. - Gain an understanding of the costs involved in providing these services. In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make to law enforcement. The City conducted a study in 2013-2014 to assess the current staffing level of the Spokane Valley Police Department to determine if the staffing level was appropriate to meet the law enforcement needs of the community. The goal when embarking on this study was to ensure that every opportunity to maximize efficiency was explored prior to considering adding personnel. Spokane Valley City staff, in conjunction with Spokane Valley Police Command staff, identified several opportunities to enhance the service delivered to the citizens. The result was a plan that was adopted by Council in 2014. The plan was a combination of enhancements to existing resources and included utilizing two new Patrol deputies in the most efficient way possible. In order to assess the value and return on the City's investment, new performance measures were added to the Business Plan. In time, this data will provide the information needed to determine whether or not these changes are meeting the service needs of the community. Spokane Valley Police Department Staffing Administrative Staffing Level: Chief -1 Precinct Commander -1 Administrative Sergeant -1 Patrol Staffing Level: Lieutenants -2 Sergeants -8 Deputies -47* Canine -3 Spokane Valley of - 5 -Shared Marine Deputies -2 -Shared *Of the 47 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m. to 5 p.m. 801 Page Patrol Division Our Patrol Division operates under a broad philosophy that embraces a whole -hearted determination to protect and support individual rights, while at all times providing for the security of persons and property within the community. This division is the backbone of an organization whose very existence is justified solely on the basis of community service. In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state and local laws, and respond to emergencies 24 hours per day, seven days per week. Specifically, this division provides the following services within the limits of available resources: - Monitor, report, and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in the patrol area, to include vigilant observations of suspicious activity that may be tied to domestic or international terrorism; - Use Intelligence -Led Policing (ILP) methods, working in concert with Investigations and the RIG 9 Intelligence Group, to implement an operational strategy to reduce crime through the combined use of analysis and criminal intelligence, focusing on active and recidivist offenders. The goal with ILP is to identify crime patterns, groups, and linked crimes to anticipate the crime in an effort to reduce criminal opportunities through directed patrolling; - Maintain order, respond to emergencies, and conduct criminal investigations in an effort to identify, pursue, and arrest suspects and perpetrators of criminal acts; this also includes the collection of evidence, written reports, issue of citations or warnings, and testifying in court, when applicable; - Build relationships between Patrol, SCOPE members, and neighborhood citizens in an effort to provide a safe living environment for the community, and increase citizen awareness and involvement in community -oriented services; and - Inspect public establishments to ensure compliance with state law and jurisdictional ordinances. Impact of Staffing Patrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that response times be as short as possible, as increased response times only causes more risk to both the public as well as officer safety. Staffing levels can have a severe impact on response times and the ability to answer lower priority calls. Population growth has been slowly but steadily increasing. Citizen -initiated calls for service have been increasing at a more rapid pace and have experienced a significant jump recently. For the first time in SVPD history, CAD Incidents topped 6,000 in July 2015. The trend continued throughout 2016. Calls for service increased 7.45% in 2016 compared to 2015. Best practice for law enforcement identifies Patrol deputies spending one-third of their time on proactive policing, initiating service incidents, interacting with the public, and providing deterrent patrolling. Spokane Valley Police have always had a high standard as nearly half of their calls were officer -initiated in the first couple of years of the City's existence. As Spokane Valley deputies have faced a higher call load, their ability to be proactive has steadily decreased. Additionally, because of the increased call load, the number of lower priority calls without an officer response has increased. The City of Spokane Valley is split into six Patrol districts. There are four Patrol platoons comprised of 10 deputies each, two day platoons and two night platoons, each working 12 -hour shifts. Each night shift platoon works when the other platoon is off and the same is true of day platoons. The deputies in each platoon have staggered start times so that approximately half start an hour and a half later than the others. This insures that there is not a transition gap when the day shift is over and the night shift begins. 811 ,age In addition, Power Shift covers the period of peak call load and the transition from day to night shift. Power Shift was partially implemented in March 2015. Additionally, specialty units such as SWAT and EDU (Bomb Squad) are made up of deputies assigned to Patrol as well as detectives assigned to the Investigative Unit. Many hours are invested in the training of these individuals in specialty fields. Power Shift In 2015, the Power Shift was created which overlaps the existing day and night platoons. There are seven Power Shift positions; however, due to manpower shortages, the platoon continues to operate with just four deputies assigned. Members of the Power Shift platoon work each day from 3:00 p.m. until 1:00 a.m. during the highest concentration of calls for service. When fully staffed, the greatest number of deputies per shift will be on weekends. Power Shift Schedule Current Staffing Current vacancies within SVPD include one Traffic Unit sergeant, four patrol deputies, one traffic deputy, and one investigative deputy. SCSO has recognized that the pool of qualified law enforcement applicants has become very shallow and that competition with other agencies for quality applicants is fierce. To meet hiring needs SCSO has implemented a number of changes in order to attract and identify quality applicants. First, SCSO has entered into contract with Public Safety Testing (PST) for the initial application process and the proctoring of the civil service examination. The primary advantage of the relationship with PST is that applicants from other areas of the country are able to take SCSO's exam without having to travel to Spokane. While the relationship is young it appears that it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not otherwise have traveled to Spokane to apply. Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant, and deputies. This team has established relationships with all of the regional colleges and universities that have a criminal justice program including: SCC, EWU, WSU, and NIC. This effort is expanding in 2017 to western Montana and to universities with job placement programs like Whitworth and Gonzaga. The recruitment team has also partnered with the Washington National Guard to assist each other in finding applicants and has connected with the Joint Base Lewis-McChord career placement program for soldiers and airmen leaving active duty. Currently, plans are being explored to use school resource deputies to recruit more Law Enforcement Explorers and then to restart the Law Enforcement Cadet Program that allows the Sheriff's Office to retain a relationship with Explorers during the interim between when they turn 21 and leave the program and when they complete their education and apply. The ultimate goal of these efforts is to fill all vacancies among commissioned ranks as rapidly as possible without compromising the quality of the applicants hired. 82 I Page M T W TH F SA SU Assigned 3 3 4 4 4 7 3 Minimum 2 2 3 3 3 5 2 Current Staffing Current vacancies within SVPD include one Traffic Unit sergeant, four patrol deputies, one traffic deputy, and one investigative deputy. SCSO has recognized that the pool of qualified law enforcement applicants has become very shallow and that competition with other agencies for quality applicants is fierce. To meet hiring needs SCSO has implemented a number of changes in order to attract and identify quality applicants. First, SCSO has entered into contract with Public Safety Testing (PST) for the initial application process and the proctoring of the civil service examination. The primary advantage of the relationship with PST is that applicants from other areas of the country are able to take SCSO's exam without having to travel to Spokane. While the relationship is young it appears that it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not otherwise have traveled to Spokane to apply. Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant, and deputies. This team has established relationships with all of the regional colleges and universities that have a criminal justice program including: SCC, EWU, WSU, and NIC. This effort is expanding in 2017 to western Montana and to universities with job placement programs like Whitworth and Gonzaga. The recruitment team has also partnered with the Washington National Guard to assist each other in finding applicants and has connected with the Joint Base Lewis-McChord career placement program for soldiers and airmen leaving active duty. Currently, plans are being explored to use school resource deputies to recruit more Law Enforcement Explorers and then to restart the Law Enforcement Cadet Program that allows the Sheriff's Office to retain a relationship with Explorers during the interim between when they turn 21 and leave the program and when they complete their education and apply. The ultimate goal of these efforts is to fill all vacancies among commissioned ranks as rapidly as possible without compromising the quality of the applicants hired. 82 I Page Crime Prevention Function The Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce opportunities for crime in our City. One deputy is assigned to the Spokane Valley Police Department and provides, at no cost to the community: - Security surveys on requests for commercial, residential, and multi -family housing sites; - Training to the public on a wide variety of topics including: personal safety, internet safety, drug awareness, fraud and identity theft, terrorism awareness, workplace violence prevention, and crime prevention through environmental design (CPTED); - Information to citizens of community services and recommends options to facilitate long-term problem resolution; - Support Neighborhood Watch; - Resource to City department heads; and Other Education Programs: - Child -Stranger Danger and Safety; - Residential and Commercial Security; - Robbery Prevention and Procedures; - Crime Free Multi -housing; - Nuisance/Safe Streets; - Firearms Safety; - Disaster Preparedness/ Emergency Response; - Rural Crime Prevention; - Bicycle Safety/Safety on the Centennial Trail; - DUI Aggressive Driving; - Active Shooter Survival Training; and - Personal Safety Training; Impact of Staffing This is one of the most important pro -active, crime -fighting assets provided to the community by the Spokane Valley Police Department. The performance of these functions requires a level of expertise that could not easily be replaced. Other positions within the Spokane Valley Police Department do not have the time to adequately address these issues. Traffic Unit Function - Promote safe and efficient movement of vehicles and pedestrians through Education, Enforcement, and Engineering; - Monitor traffic flow to ensure public safety and enforce motor vehicle and criminal law through the issuance of citations and/or warnings to those persons not adhering to the law; - Investigate motor vehicle crash scenes as well as provide expertise to other investigators, including but not limited to major crime scenes for Total Station services; - Direct traffic flow, reroute traffic, and evaluate in case of emergencies; - Assist local agencies in emergency situations by providing traffic control; and - Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high -travel areas throughout the City reduce serious collisions/fatalities. 831 Page Traffic Staffing Level Sergeant - 1 Corporal/Detective - 1 Deputies - 5 Impact of Staffing A tremendous amount of specialized training is invested in the officers assigned to the Traffic Division. With that training, they are able to effectively investigate a variety of collisions to include fatal, pedestrian, and motorcycle, often taking days and weeks to analyze the collision and complete a thorough investigation. The loss of a trained collision detective would not easily be replaced by any other deputy or investigator who would have none of the specialized training held by a traffic detective. Washington State Traffic Commission grants pay for extra traffic enforcement in the Spokane Valley for DUI and pedestrian safety. Although grant funds pay for these emphasis patrols, a portion of the revenue generated comes back to the City of Spokane Valley. Most importantly, without deputies on the streets writing tickets for collision violations and putting an emphasis on safety, our fatalities may increase. Traffic School for drivers cited in the Spokane Valley began in 2012. The primary goal was to reduce collisions through education and is an example of how law enforcement can work with the public toward a safer community. Education and interaction with the citizens is one of the best ways for this to happen. What seems to be commonly noted from people who have gone through Traffic School is they don't mind spending their time and money when they get more out of the experience than paying a fine. This type of program not only educates, it builds trust, changes perceptions, and provides an invaluable service to the community. School Resource Deputies School Resource Deputies (SRDs) are an invaluable resource to Spokane Valley school districts by providing a uniformed presence within the schools, responding to crimes and other non -criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports, assisting with trespass order service, student education and awareness, and answering all other crime or non -crime related questions asked by district employees. SRDs often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presentations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the Patrol Division or any other law enforcement agency and the schools. One of a school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possible to minimize the distraction to the educational environment. Because the SRD is at the school, there is no waiting on a response from a deputy, and the issue can be dealt with immediately. SRD Staffing Level Deputies - 4 841 Page Impact of Staffing Early intervention benefits younger students who engage in activity that doesn't amount to criminal activity. The SRDs are often called to speak with students at the middle and elementary schools for this purpose, which is key to preventing potential criminal activity. This creates a "feeling of security" in the school that comes from having a marked patrol car at the various locations within the district, and a police presence with the contract -based school and alternative school in the district. SRDs provide input to the safety and security policies and practices that are discussed and developed at monthly security meetings within the school districts. This helps keep school policies on safety and security in line with law enforcement and helps aid with emergency response to situations affecting the schools. The SRDs are working with the schools to develop a school discipline policy and a set of standards for the students to assist them with handling issues ranging from drug and gang intervention, criminal activity at school, and welfare checks at home. These efforts by the SRDs provide the tools for this unique group of students to become successful adults and not fall prey to criminal activities. The proactive efforts of our SRDs to deter such incidents as the "Columbine shooting" is a critical function for the safety of our children, citizens, and officers. Impact of Staffing — Training Provided by Spokane County Sheriff's Department The Spokane Sheriff's Regional Training Center is located at the former Mountainview Middle School in Newman Lake. *Total number of hotel rooms booked (i.e. students attend a three-day class, counts as three hotel rooms booked). Numbers were figured conservatively, assuming that the student leaves Spokane area the day of the last class. However, some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last few years establishing itself as a law enforcement training establishment, building itself up to the level where students travel from around the world to attend classes here. There were a total of 94 classes held at the Training Center in 2016. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. The Training Center has hosted students last year as well as previous years from the countries of Canada, Australia, Israel, Micronesia, Guam, Japan, and most recently China. Often times, if there are enough attendees paying for attendance at a scheduled training class, members of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding areas. 851 Page 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Total Students Trained 118 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905 Total Hotel Rooms Booked* 84 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A *Total number of hotel rooms booked (i.e. students attend a three-day class, counts as three hotel rooms booked). Numbers were figured conservatively, assuming that the student leaves Spokane area the day of the last class. However, some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last few years establishing itself as a law enforcement training establishment, building itself up to the level where students travel from around the world to attend classes here. There were a total of 94 classes held at the Training Center in 2016. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. The Training Center has hosted students last year as well as previous years from the countries of Canada, Australia, Israel, Micronesia, Guam, Japan, and most recently China. Often times, if there are enough attendees paying for attendance at a scheduled training class, members of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding areas. 851 Page In addition, the Sheriff's Office has realized significant savings by providing training locally for its officers instead of sending them out of town. It is extremely likely that our officers would not have been afforded the opportunity to attend the same amount of training due to the cost of travel, lodging, and food, if the training was not provided locally. Investigative Division The Investigative Division serving the City of Spokane Valley consists of the dedicated Spokane Valley Investigative Unit that has traditionally been responsible for investigating Spokane Valley property crimes. Organizational changes approved by Spokane Valley City Council in 2014 added additional investigative personnel and the responsibility for investigating Spokane Valley drug crimes. The Investigative Division also includes other units that are shared with the Spokane County Sheriff's Office. The primary function of the Investigative Division is to provide investigative services and support that cannot be wholly accomplished by the Patrol Division. The Investigative Division is comprised of the following Units: Major Crimes Unit - Shared - Responsible for investigating crimes against persons to include homicides, robberies, felony assaults, and officer -involved fatal or near -fatal incidents. - This unit is comprised of: Captain — 1 (Supervises all Investigative Division Unites) Lieutenant — 1 (Supervises Major Crimes, Sex Crimes, and Forensics) Sergeant - 1 Detectives* - 8 Domestic Violence Detective (Dedicated Spokane Valley) - 1 *Due to the large number of major crimes cases, two property crimes detectives (one from SVIU and one from the unincorporated property crime unit) were temporarily transferred to the Major Crimes Unit. Sexual Assault/Sex Offender Registration Unit - Shared - Responsible for investigating assaults that are sexual in nature, crimes against young children, and the registration of sex offenders as well as insuring the sex offender's compliance with registration requirements. - This unit is comprised of: Sergeant - 1 Detectives - 6 Deputy - 1 - Three detectives are primarily responsible for investigations, two detectives are primarily responsible for registering sex offenders, and one detective and the deputy are primarily responsible for address verification of those registered. The cost and services of the sergeant and five detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's Office. The sex offender address verification duties of the sixth detective are also shared between Spokane County and Spokane Valley; however, the position is fully grant -funded. - Partnerships in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against Children Task Force. Spokane Valley Investigative Unit (SVIU) - Dedicated - Responsible for property and drug investigations. SVIU, in collaboration with the Patrol Division and the RIG 9 Intelligence Group, has been operating effectively under the Intelligence Led Policing (ILP) philosophy. As the name implies, the ILP concept involves focusing investigative and 861 Page enforcement efforts on targets that are identified through statistical analysis and intelligence gathering so that subsequent enforcement efforts are more fruitful with regard to a reduction in crime. This allows us to use our investigative resources more effectively and efficiently. - From 2010 forward, SVIU successfully implemented the ILP principles recognizing a substantial increase in solvability over the years. Detectives have forwarded numerous cases to the Prosecutor's Office where they have been able to connect a suspect to as many as 100 crimes, in some cases, more, and often charge them with leading organized crime, trafficking in stolen property, etc. The pawn database has also been an invaluable tool to detectives as they track down items of stolen property being pawned and connect the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a way of communicating with the community to identify the owners of recovered stolen property. SVIU also enjoys the assistance of two SCOPE volunteers who have assumed many tasks that save our detectives countless hours, enabling them to work more cases and solve more crimes. - Partnered with ATF, Department of Corrections, Secret Service, U.S. Postal Inspection Service, Social Security Administration, and U.S. Marshall Service working joint cases. - Participate in two state grant -funded task forces: Washington Auto Theft Prevention Authority (WATPA) and the Financial Fraud Identify Theft (FFIT) task forces. SO/SVPD Personnel Funded: Lieutenant (Shared, this Lt. also oversees other shared units) - 1 Sergeant - 1 Detectives - 10 Deputy - 1 Joint Terrorism Task Force (JTTF) — Shared - One detective is assigned to the JTTF, which is a collection of federal, state and local officers primarily responsible for matters relating to Domestic and International Terrorism. The funding for this detective is shared between Spokane County Sheriff's Office and the City of Spokane Valley. SO/SVPD Personnel Funded: Detective - 1 Spokane Regional Safe Streets Task Force - Shared - Formerly the Spokane Violent Crime/Gang Enforcement Team (SVGET) and Spokane Regional Drug Task Force (SRDTF) - At the beginning of 2015, these two units formally merged into one unit. The new unit will continue their now -joint missions in regard to middle and upper-level narcotics investigations, gang -related criminal investigations, intelligence collection and dissemination, investigative support and prevention/intervention efforts. - Partners with FBI, SPD, WSP, DOC, and ATF working joint investigations. Those sworn in as Federal Task Force Officers are provided a vehicle, cell phone, fuel and overtime funded by the FBI. SO/SVPD Personnel Funded: Sergeant - 1 Detectives - 4 Deputy - 1 Support Staff (100% funded by grant and seizure funds) - 1 Spokane Criminal Analysts Team (RIG 9 Intelligence Group) - Shared - Responsible for providing research and analytical support to all of our investigative functions and are a critical component to ILP efforts. 871 Page - Operates our Regional Intelligence Group where information sharing occurs with other law enforcement agencies and with the Washington State Fusion Center. - Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: Detective (Shared ILP Detective) - 1 In addition, this unit includes a deputy with a rank of at least that of a lieutenant will serve as as supervisor/analyst and 2 Civilian Analysts. - Partnerships supported by this unit intimately are the Financial Fraud/Identity Theft Task Force and the Washington Auto Theft Prevention Authority. - The impact of insufficient staffing on this team deprives Patrol and Investigative Units dependent on that intelligence in identifying suspects and solving crimes. Goals & Strategies 1. To provide a professional and trustworthy police department. - Maintain professionalism in Spokane Valley Police Department's interaction with our citizens. - Track data to determine the effectiveness in meeting this goal. 2. To respond to citizen calls for service as promptly as call volume and staffing levels permit. - Collect and examine data to determine the effectiveness of Spokane Valley Police Department's response times. 3. To control crime rates within the City of Spokane Valley. - Promptly recognize anomalous increases in crime. - Identify and eliminate causes within Spokane Valley Police Department's control. - Track data to determine the effectiveness in meeting this goal. 4. To investigate work traffic related issues and respond to citizen traffic requests as call load and staffing levels permit, to minimize traffic collisions within our City. - Work to reduce traffic collisions by identifying areas within our control through the use of statistical analysis, enforcement, education, and collaboration with City of Spokane Valley traffic engineers. - Track data to determine the progress in meeting this goal. 881 Page Workload Indicators Total incidents per deputy per shift Total citizen initiated CFS Total citizen initiated CFS with deputy response Total deputy initiated incidents Total deputy involved incidents Average patrol staffing per shift Total incidents requiring written documentation Total property crimes' Total crimes against persons' Total incidents resulting in custodial arrests Total traffic infractions/citations issued Traffic infractions/citations from citizen complaints Total reported collisions 2012 2013 2014 2015 2016 2017 8.63 8.70 9.18 9.011 8.32' 34,026 35,897 37,226 40,151 43,142 22,288 23,065 23,975 25,511 26,142 22,716 20,815 22,333 22,624 18,786 45,004 43,880 46,308 48,186 44,9282 7.14 6.91 6.91 7.33' 7.38' 16,382 15,171 15,727 15,122 13,920 7,883 8,304 8,336 8,068 1,170 1,140 1,374 1,318 1,833 1,970 2,213 2,354 2,274 12,462 10,950 11,279 11,310 184 24 32 98 112 2,203 2,141 2,210 2,560 2,338 'Mathmatically adjusted to include power shift. 2 The trend line for deputy initiated incidents for the first 9 months of 2016 indicated that the year would end with a total in excess of 20,000; however, the learning curve required by the transition to the New World CAD and field reporting systems along with new NIBRS reporting requirements (beginning October 3, 2016) put a large drain on the time patrol personnel had for self -initiated activity. 3 Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief. Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking. This figure includes the number of incidents resolved by custodial arrest; it does not include the total number of charges. 891 Page Performance Measures 2012 2013 2014 2015 2016 2017 Citizen complaints per 1,000 deputy incidents Outcome of complaint investigations: Sustained Not Sustained Exonerated Unfounded Investigation Pending Changed to Inquiry Use of force per 1,000 deputy incidents Outcome of use of force incidents: Within Policy Not within Policy Average response time to priority 1 CFS3 Percentage of CFS with deputy response Percentage of incidents that were deputy initiated Percentage of solvable property crimes cases assigned Percentage of assigned cases solved Percentage of assigned cases solved by arrest Total unassigned cases Cases inactivated due to lack of evidence or leads Collisions per capita Percentage of traffic complaints worked .244 .706' .518 .415 .378 11.1% 0.0% 55.6% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 79.2% 12.5% 8.3% 6.7% 6.7% 20.0% 3.3% 3.3% 60.0% 5.9% 0.0% 17.7% 0.0% 0.0% 70.6% 1.755 3.258' 3.153 3.549 4.095 100% 100% 99.32% 99.42% 98.91% 0.0% 0.0% 0.68% 0.58% 1.09% 3-6min 3-6min N/A 4.65 min 65.50% 64.25% 64.40% 63.33% 60.60% 50.48% 47.44% 48.23% 46.95% 41.81% 66.21% 43.88% 68.46% 64.55% 69.06% 87.92% 95.09% 79.69% 88.44% 80.53% 81.88% 74.42% 74.24% 75.43% 73.60% 245 495 211 190 168 58 MIIIRM 34 65 0.024 0.023 0.024 0.027 0.025 100% 100% 100% 100% 'Changing methodology in obtaining complaint data has resulted in what appears to be a large increase in complaints. 'Changing methodology in acquiring UOF data for 2013 has resulted in what appears to be a large increase in UOF. 3The current CAD system does not facilitate extracting an accurate number. 901 Page Theoretical Budget Reduction Exercise — Submitted by Chief Mark Werner In the event of actual reductions, City of Spokane Valley staff will work to identify cost-saving measures with the least amount of impact to delivery of police services. Spokane Valley Police Department/Spokane County Sheriff's Office Impact of Potential Budget Decrease "The ultimate priority for the Spokane Valley Police Department is Public Safety" At the request of the Spokane Valley, SVPD has again been asked to evaluate the impact of 3%, 6% and 9% budget cuts for Fiscal Year 2017. It is important when considering budget reductions (i.e. personnel reductions) to keep in mind that the demand for law enforcement services by the citizens of Spokane Valley has greatly outpaced Spokane Valley's population growth which has averaged a little over 1% per annum since incorporation. In contrast, citizen -initiated calls for police service (CFS) have increased at a much greater rate. Since 2008, CFS has increased nearly 43%. Law enforcement services are required 24 hours a day, 365 days a year and are manpower intensive. Few opportunities exist to realize significant law enforcement cost savings that do not involve a reduction in personnel. Therefore, budget reduction directly translates into a reduction in personnel. The reduction in personnel then equates to a reduction in law enforcement services to the citizens of Spokane Valley. Impact of 3% Budget Cut: A 3% cut equates to the loss of four deputies. This reduction would leave SVPD assigned staffing at a level lower than at any point in City history. These deputies could be removed from any one of a number of functional units, each with its own negative outcome. Numerous competing factors were considered when determining where to cut personnel. - To meet a 3% budget reduction, three deputy positions would be removed from Power Shift and one investigative position would be removed from the Spokane Valley Investigative Unit. The primary impacts of these reductions are significant: o Removing three positions from Power Shift eliminates Power Shift coverage Sunday through Tuesday and reduces Power Shift coverage on Saturday. Power Shift has been shown to reduce response times by over 65% during the period of peak call load (3:00 p.m. to 7:30 a.m.). o Reducing Power Shift will result in an increase in day shift overtime. o Reducing Power Shift will have a negative impact on morale primarily because dayshift deputies will be forced to work a significant amount of unpredictable "late call" overtime and because additional workload will be shifted to the remaining deputies. - A fourth deputy position will be removed from the Spokane Valley Investigative Unit. - This position represents nearly 10% of the total property crime and drug crime investigative capacity of SVPD's dedicated investigative unit. - Elimination of this position will negatively impact morale. The investigative deputy position is one of very few positions available to deputies to move laterally within the department. Impact of 6% Budget Cut: Absorbing a 6% budget reduction would require the elimination of eight commissioned positions. This would be accomplished by eliminating the investigative deputy position and completely eliminating Power 911 Page Shift. This would result in the elimination of six patrol deputy positions and the Power Shift sergeant position. The remaining Power Shift deputy position would be assigned to a platoon to equalize platoon staffing at 10 deputies per platoon. In addition to the negative impacts listed above, this reduction would deliver another blow to morale by forcing a demotion of a sergeant and eliminating a promotional position. Impact of 9% Budget Cut: A 9% budget reduction eliminates 11 positions leaving SVPD with a commissioned strength of only 93 personnel resulting in an officer per thousand rate of one. To meet a 9% reduction would require the elimination of the following positions: • 6 Power Shift deputies • 1 Power Shift sergeant • 1 Investigative deputy • 2 Traffic Unit deputies • 1 SVIU detective Itis difficult to overstate the magnitude of the detrimental impact to law enforcement services in the City of Spokane Valley that these reductions would cause; however, the following list summarizes what would be expected. - Reactive Policing — Personnel reductions increase the individual workload placed on SVPD personnel. SVPD patrol deputies currently have a high call per officer ratio. The high demand for police services leaves little time for proactive police work and reducing commissioned personnel exacerbates this problem. Policing within Spokane Valley would be predominantly reactive, documenting crime rather than taking a proactive approach to reduce it. - Officer/Citizen Safety — A consequence of an impractical call per officer ratio is a reduction in officer and citizen safety. A number of factors contribute to this. First, excessive response times to violent in -progress calls for service or to urgent back-up requirements increases the potential for tragic results. Second, a high call per officer ratio pressures deputies to respond to calls for service alone which again increases the potential for a tragic outcome. Finally, the excessive call per officer ratio creates an environment where deputies are forced to rush from call to call. A 40% reduction in traffic unit deputies will decrease overall traffic enforcement in Spokane Valley by an estimated 17% resulting in increased collision rates. - Quality of Service — A further consequence of an impractical call per officer ratio is a reduction in the quality of service. Deputies simply will not be given sufficient time to resolve problems or to completely investigate and document criminal activity. In addition, investigative capacity will be reduced by nearly 30% decreasing investigative follow-up on reported crimes and reducing the ability to identify and address chronic offenders. - Recruitment and Retention — Spokane County Sheriff's Office is currently struggling with recruitment and retention of quality personnel. A quality working environment is a powerful recruiting and retention tool. Personnel reductions would eliminate this tool and make it more difficult to compete for the scarce number of quality officers and officer candidates. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 921 Page