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2019, 06-11 Budget WorkshopAGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING Budget Workshop Tuesday, June 11, 2019 8:30 a.m. City Hall Council Chambers 10210 East 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 (10 min) 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 — John Hohman (10 min) 6. Finance & Information Technology — Chelsie Taylor (15 min 7. General Government — Chelsie Taylor 8. Human Resources — John Whitehead (10 min) 9. City Hall Operations & Maintenance — Jenny Nickerson (10 min) 10. Community & Public Works — Building & Planning — Jenny Nickerson 10 min 11. Community & Public Works — Engineering — Bill Helbig (10 min) 12. Community & Public Works — Economic Development — Mike Basinger (10 min) 13. Parks & Recreation — Mike Stone (15 min) Lunch Break - approximately 12:00 — 12:30 (Note: Council and Staff will move to the 2nd floor Multipurpose room for lunch, and reconvene in the Council Chambers at 12:30pm) 14. Supplemental Budget Requests — Chelsie Taylor / Mark Calhoun (25 min) 15. Street Operations & Maintenance Fund — Bill Helbig / John Hohman — (30 min) 16. Stormwater Fund — Bill Helbig — (10 min) 17. General Fund — Fund Balance — Chelsie Taylor 18. Potential & Pending Capital Projects — Mark Calhoun / Chelsie Taylor 19. Fiscal Policies — Mark Calhoun 20. Council Goals — Mark Calhoun / Council 21. Advance Agenda 22. Business Plan (for information purposes only) 23. Executive Session: RCW 42.30.110(1)(i) Potential Litigation 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 impairments, please contact the City Clerk by phone at 509-720-5102 as soon as possible so that arrangements can be made. P:\Finance\2020 Budget\Budget Worksheets\2020 calendar.xlsx CITY OF SPOKANE VALLEY, WA 2020 BUDGET CALENDAR When 2/8/2019 3/19/2019 4/30/2019 5/14/2019 What April 8 - Red -line draft Business Plan narratives; and/or changes / additions 1 deletions to goals', workload indicators; performance measures for City Mgr. review, April 8 Apr 29 - May 2 May 10 May 10 May 16 June 3 or 4 June 6 2019 2018 2017 Budget Budget Budget timeline timeline timeline April 2 April 10 April 6 - Request from departments their detailed revenue and expense estimates for 2020. April 5 April 10 Department Directors review Preliminary (red lined) Business Plan and Budget Apr 30 - May 3 May 1-4 requests with City Manager and Finance Director. Discussion to include revenues and expenditures. - Departments submit Draft Business Plan to Manager's Office. May 8 - Departments submit 2020 revenue estimates and complete expenditure May 11 worksheets including 3%, 6% and 9% reductions with text regarding consequences. - City Manager. Finance Director review budget proposals. - Finance Committee reviews 2020 Budget worksheets - 2020 Budget worksheets to Council. June 11 Council Workshop - 2020 Budget workshop with Council. July 16 Council Studv Session Admin Report - Council goals & priorities for use of lodging tax May 17 June 8 June 8 June 12 May 9 May 12 May 18 June 5 June 9 June 13 April 6 May 2-5 May 10 May 13 May 19 June 9 June 10 June 14 July 17 July 18 July 5 July 19 - Departments submit to Finance Department updates for 2020 Budget July 20 July 21 July 22 document narratives including 2019 accomplishments and 2020 goals. July 19 - Review capital project status with Public Works. July 20 July 21 July 22 July 30 Council Study Session - Motion an Council goals & priorities for use of lodging lax August 20 Council Studv Session - Admin Report: 2020 Budget Estimated revenues and expenditures - Admin Report: Council 2020 Budget Goals September 10 Formal Council Meeting - Public Hearing #1 on 2020 revenues including ++•" - City Council Motion Consideration - set 2020 Budget hearing for October 8 September 17 Council Study Session - Outside Agency presentations (5 min max each) September 24 Formal Council Meeting - City Manager presentation of 2020 Preliminary Budget. October 1 Council Study Session - Admin Report - 2019 Budget Amendment October 8 Formal Council Meeting - Public Hearing #2 on 2020 Budget. 111.111. October 22 Formal Council Meeting - Public Nearing on 2019 Budget Amendment - First reading of the 2019 Budget Amendment Ordinance.. - First reading of the 2020 Budget Ordinance. - Council motion to award Outside Agency grants November 12 Formal Council Meeting - Public Hearing #3 on final 2020 Budget. - Admin Report - LTAC recommendations to Council - Second reading of the 2019 Budget Amendment Ordinance. - Second reading of the 2020 Budget Ordinance. .1111.4 November 19 Council Study Session Armin Repoli - 2020 Fee Resohitl July 31 August 21 August 21 August 8 July 26 August 22 August 22 August 9 August 9 September 11 September 12 September 13 September 11 September 12 September 13 September 18 September 19 September 21 September 18 September 12 September 21 September 25 September 26 September 27 October 2 October 3 October 4 October 9 October 9 October 23 October 23 October 23 October 23 October 23 October 10 October 10 October 24 October 31 October 24 October 24 October 24 October 11 October 11 October 25 October 25 October 25 October 25 October 25 November 13 November 14 November 8 November 13 November 14 November 8 November 13 November 14 November 8 November 20 November 21 November 1 November 20 - Deliver property tax ordinance to County. November 14 November 16 November 23 December 10 Formal Council Meeting - City Council Motion Consideration: Award Lodging Tax for 2020 - 2020 Fee tiesolutinn adoption if chances are needed. December 11 January 9 December 13 December 11 December 12 December 13 December 26 - 2020 Budget submitted to County. December '18 December '17 December '16 February 2019 - Publish 2020 Business Plan February 2019 February 2018 February 2017 •+" City Clerk will post appropriate notice in newspaper. 2019 05 14 P:11. General GovernancelBudget12020 Budget\Financelbudget summary 2019 06 11.xlsx CITY OF SPOKANE VALLEY, WA General Fund #001 2020 Budget RECURRING ACTIVITY 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 Recreation Program Revenues Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfer -in - #105 (h/m tax -CP advertising) 2019 Amended Budget 6/6/2019 2020 Proposed Budget $ Inc (Dec) Inc (Dec) 12,054,400 12,332,400 278,000 2.31% 22,917,000 24,331,700 1,414,700 6.17% 1,081,900 1,139,100 57,200 5.29% 1,944,000 2,016,100 72,100 3.71% 387,000 384,000 (3,000) -0.78% 1,224,000 1,220,000 (4,000) -0.33% 1,909,800 1,657,300 (252,500) -13.22% 1,078,500 1,077,700 (800) -0.07% 1,882,300 2,129,800 247,500 13.15% 628,800 659,200 30,400 4.83% 1,500 21,000 19,500 1300.00% 358,200 791,700 433,500 121.02% 30,000 30,000 0 0.00% Total Recurring Revenues 45,497,400 47,790,000 2,292,600 5.04% Expenditures City Council 612,359 622,187 9,828 1.60% City Manager 964,527 990,125 25,598 2.65% City Attorney 618,756 638,574 19,818 3.20% Public Safety 25,927,488 26,499,214 571,726 2.21% Deputy City Manager 271,044 277,187 6,143 2.27% Finance/IT 1,427,700 1,426,425 (1,275) -0.09% Human Resources 305,843 313,316 7,473 2.44% City Hall Operations and Maintenance 291,894 296,270 4,376 1.50% Community & Public Works - Engineering 1,841,617 1,971,731 130,114 7.07% Community & Public Works - Economic Dev 1,030,737 1,089,829 59,092 5.73% 224,683 Community & Public Works - Building & Plannii 2,281,474 2,316,951 35,477 1.56% 4.36% Parks & Rec- Administration 340,120 352,227 12,107 3.56% Parks & Rec - Maintenance 893,500 917,500 24,000 2.69% Parks & Rec- Recreation 254,818 362,522 107,704 42.27% 67,731 Parks & Rec-Aquatics 491,153 501,853 10,700 2.18% 2.23% Parks & Rec - Senior Center 102,907 7,100 (95,807) -93.10% Parks & Rec CenterPlace956,332 965,359 9,027 0.94% General Government 1,348,950 1,318,000 (30,950) -2.29% Transfers out - #204 (2016 LTGO debt service) 401,250 401,450 200 0.05% (1,027) Transfers out - #309 (parks capital projects) 160,000 160,000 0 0.00% _ -0.03% Transfers out -#311 (pavement preservation) 972,300 982,023 9,723 1,00% Transfers out - #501 (CenterPlace kitchen reserve 36,600 36,600 0 0.00% Transfers out - #502 (insurance premium) 390,000 410,000 20,000 5.13% Total Recurring Expenditures 41,921,369 42,856,443 935,074 2.23% Recurring Revenues Over (Under) Recurring Expenditures 3,576,031 4,933,557 001 Page 1 of 2 P:11. General GovernancelBudget12020 BudgetlFinancelbudget summary 2019 06 11.xlsx CITY OF SPOKANE VALLEY, WA General Fund #001 2020 Budget NONRECURRING ACTIVITY Revenues Transfers in - #106 (solid waste repayment) Total Nonrecurring Revenues Expenditures 2019 Amended Budget 40,422 40,422 6/6/2019 2020 Proposed Budget $ Inc (Dec) % Inc (Dec) 0 (40,422) -100.00% 0 (40,422) -100.00% General Government - IT capital replacements 107,000 190,000 83,000 77.57% Economic Development (retail recruitment) 25,000 0 (25,000) -100.00% Public Safety (full facility generator) 200,000 0 (200,000) -100.00% Public Safety (carpet & workstation replacement) 50,000 0 (50,000) -100.00% General Government - City Hall generator 203,000 0 (203,000) -100.00% Transfers out - #122 (replenish reserve) 120,000 0 (120,000) -100.00% Transfers out - #309 (Browns Park restroom) 160,000 0 (160,000) -100.00% Transfers out - #309 (Browns Park other) 1,000,000 0 (1,000,000) -100.00% Transfers out - #312 ('17 fund bal > 50%) 7,109,300 0 (7,109,300) -100.00% Total Nonrecurring Expenditures 8,974,300 190,000 (8,784,300) -97.88% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning unrestricted fund balance Ending unrestricted fund balance (8,933,878) (190,000) (5,357,847) 4,743,557 36,817,956 31,460,109 31,460,109- 36,203,666 Ending fund balance as a percent of recurring expenditures = 84.48% Recurring Expenditures Public Safety All other departments 25,927,488 26,499,214 571,726 2.21% 61.83% 15,993,881 16,357,229 363,348 2.27% 38.17% 41,921,369 42,856,443 935,074 2.23% 100.00% 001 Page 2 of 2 P:11. General GovernancelBudget12020 Budget\Finance1001 compare 2019 and 2020.xlsx CITY OF SPOKANE VALLEY, WA 2020 Budget General Fund Department Changes from 2019 to 2020 City Council Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Manager Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Attorney 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 City Hall Operations & Maintenance Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 2019 Amended Budget 270,873 4,950 336,536 2020 Budget 290,187 4,950 327,050 612,359 622,187 887,537 4,300 72,690 913,135 4,300 72,690 964,527 990,125 529,951 2,351 86,454 547,035 4,414 87,125 618,756 638,574 589,150 12,184 25,750 748,266 24, 552,138 25, 927,488 224,619 2,000 44,425 516,550 13,266 30,500 587,515 25,351,383 26,499,214 234,012 950 42,225 271,044 277,187 1,393,130 6,450 28,120 1,391,855 6,450 28,120 1,427,700 1,426,425 269,980 1,630 34,233 281,331 1,280 30,705 305,843 313,316 90,839 30,500 170,555 94,270 28,000 174,000 291,894 296,270 Page 1 of 3 Difference Between 2019 and 2020 Increase (Decrease) 19,314 7.13% 0 0.00% (9,486) (2.82%) 9,828 1.60% 25,598 0 0 2.88% 0.00% 0.00% 25,598 2.65% 17,084 2,063 671 3.22% 87.75% 0.78% 19,818 3.20% (72,600) (12.32%) 1,082 8.88% 4,750 18.45% (160,751) (21.48%) 799,245 3.26% 571,726 2.21% 9,393 (1,050) (2,200) 4.18% (52.50%) (4.95%) 6,143 2.27% (1,275) (0.09%) 0 0.00% 0 0.00% (1,275) (0.09%) 11,351 4.20% (350) (21.47%) (3,528) (10.31%) 7,473 2.44% 3,431 (2,500) 3,445 3.78% (8.20%) 2.02% 4,376 1.50% (Continued to next page) P:11. General GovernancelBudget12020 Budget\Finance1001 compare 2019 and 2020.xlsx CITY OF SPOKANE VALLEY, WA 2020 Budget General Fund Department Changes from 2019 to 2020 (Continued from previous page) 2019 Amended Budget 2020 Budget Community & Public Works - Engineering Wages, Payroll Taxes & Benefits 1,628,048 1,726,845 Supplies 27,100 32,850 Services & Charges 186,469 212,036 Total 1,841,617 1,971,731 Community & Public Works - Economic Dev Wages, Payroll Taxes & Benefits 670,942 724,084 Supplies 3,000 3,000 Services & Charges 356,795 362,745 Total Community & Public Works - Building Wages, Payroll Taxes & Benefits Supplies Services & Charges Intergovernmental Services Total Parks & Rec- Admin Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Recreation Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Aquatics Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 1,030,737 1,089,829 & Planning 1,926,519 44,200 285,755 25,000 1,949,596 45,300 322,055 0 2,281,474 2,316,951 271,865 4,750 63,505 283,127 5,000 64,100 340,120 352,227 0 4,000 889,500 0 3,500 914,000 893,500 917,500 161,863 8,650 84,305 254,818 0 2,000 489,153 491,153 96,407 1,600 4,900 102,907 267,682 8,650 86,190 362,522 0 2,000 499,853 501,853 0 1,600 5,500 Difference Between 2019 and 2020 Increase (Decrease) X10 98,797 5,750 25,567 6.07% 21.22% 13.71% 130,114 7.07% 53,142 0 5,950 7.92% 0.00% 1.67% 59,092 5.73% 23,077 1,100 36,300 (25,000) 1.20% 2.49% 12.70% (100.00%) 35,477 1.56% 11,262 250 595 4.14% 5.26% 0.94% 12,107 3.56% 0 0.00% (500) (12.50%) 24,500 2.75% 24,000 2.69% 105,819 0 1,885 65.38% 0.00% 2.24% 107,704 42.27% 0 0 10,700 0.00% 0.00% 2.19% 10,700 2.18% (96,407) 0 600 (100.00%) 0.00% 12.24% 7,100 (95, 807) Page 2 of 3 (93.10%) (Continued to next page) P:11. General Governance\Budget\2020 Budget\Finance1001 compare 2019 and 2020.xlsx CITY OF SPOKANE VALLEY, WA 2020 Budget General Fund Department Changes from 2019 to 2020 (Continued from previous page) Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 2019 Amended Budget 2020 Budget Difference Between 2019 and 2020 Increase (Decrease) %6 541,273 538,083 (3,190) (0.59%) 70,774 85,537 14,763 20.86% 344,285 341,739 (2,546) (0.74%) 956,332 965,359 9,027 0.94% General Government Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 86,350 99,000 12,650 14.65% Services & Charges 841,900 802,100 (39,800) (4.73%) Intergovernmental Services 355,700 359,400 3,700 1.04% Capital outlays 65,000 57,500 (7,500) (11.54%) Total 1,348,950 1,318,000 (30, 950) (2.29%) Transfers out - #204 debt service 401,250 401,450 200 0.05% Transfers out - #309 park capital pro' 160,000 160,000 0 0.00% Transfers out - #311 Pavement Preservation 972,300 982,023 9,723 1.00% Transfers out - #501 CenterPlace Kitchen Reserve 36,600 36,600 0 0.00% Transfers out - #502 390,000 410,000 20,000 5.13% Total recurring expenditures 41,921,369 42,856,443 Summary by Category Wages, Payroll Taxes & Benefits Supplies Services & Charges Transfers out - #204 Transfers out - #309 Transfers out - #311 - Pavement Preser Transfers out - #501 Transfers out - #502 935,074 2.23% 8,976,030 9,254,508 278,478 3.10% 330,355 367,281 36,926 11.18% 5,067,846 4,959,748 (108,098) (2.13%) 401,250 401,450 200 0.05% 160,000 160,000 0 0.00% 972,300 982,023 9,723 1.00% 36,600 36,600 0 0.00% 390,000 410,000 20,000 5.13% Non -Departmental (fines & forfeits) 589,150 516,550 (72,600) (12.32%) Intergovernmental Svc (public safety) 24,552,138 25,351,383 799,245 3.26% Intergovernmental Svc 380,700 359,400 (21,300) (5.59%) Capital outlay 65,000 57,500 (7,500) (11.54%) 41,921,369 42,856,443 Page 3 of 3 935,074 2.23% P:11. General GovernancelBudget12020 Budget1Financelbudget summary 2019 06 11.xlsx CITY OF SPOKANE VALLEY, WA Street Fund #101 2020 Budget RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Investment Interest Miscellaneous Revenue Total Recurring Revenues 2019 Amended Budget 6/6/2019 2020 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,700,000 1,600,000 (100,000) -5.88% 2,092,300 2,089,400 (2,900) -0.14% 132,200 130,300 (1,900) -1.44% 70,000 70,000 0 0.00% 6,000 17,000 11,000 183.33% 10,000 10,000 0 0.00% 4,010,500 3,916,700 (93,800) -2.34% Expenditures Wages / Benefits / Payroll Taxes 1,057,744 Supplies 113,300 Services & Charges 2,326,974 Snow Operations 497,200 Intergovernmental Payments 855,000 Vehicle rentals - #501 (non -plow vehicle rental) 21,250 Vehicle rentals - #501 (plow replace.) 77,929 Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues Transfers in - #122 1,059,613 1,869 0.18% 146,050 32,750 28.91% 2,426,467 99,493 4.28% 543,776 46,576 9.37% 922,000 67,000 7.84% 14,500 (6,750) -31.76% 48,500 (29,429) -37.76% 4,949,397 5,160,906 211,509 4.27% (938,897) (1,244,206) 120,000 (120,000) -100.00% Transfers in - #312 907,544 0 (907,544) -100.00% Total Nonrecurring Revenues Expenditures Spare traffic signal equipment Sullivan Bridge Repairs Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance Ending fund balance 1,027,544 68,000 0 (1,027,544) -100.00% 0 (68,000) -100.00% D 68,000 68,000 0.00% 68,000 68,000 0 0.00% 959,544 (68,000) 20,647 (1,312,206) 784,972 805,619 805,619 (506,587) Ending fund balance as a percent of recurring expenditures = 101 -9.82% P:11. General GovernancelBudget12020 Budget\Financelbudget summary 2019 06 11.xlsx CITY OF SPOKANE VALLEY, WA Stormwater Fund #402 2020 Budget RECURRING ACTIVITY Revenues Stormwater Management Fees Investment Interest Total Recurring Revenues 2019 Amended Budget 1,890,000 20,000 6/6/2019 2020 Proposed Budget $ Inc (Dec) Inc (Dec) 1,900,000 10,000 0.53% 40,000 20,000 100.00% 1,910,000 1,940,000 30,000 1.57% Expenditures Wages / Benefits / Payroll Taxes 502,325 519,582 17,257 3.44% Supplies 10,700 14,750 4,050 37.85% Services & Charges 1,236,575 1,298,153 61,578 4.98% Intergovernmental Payments 37,500 37,500 0 0.00% Vehicle Rentals #501 12,750 14,000 1,250 9.80% Total Recurring Expenditures 1,799,850 1,883,985 84,135 4.67% Recurring Revenues Over (Under) Recurring Expenditures 110,150 56,015 NONRECURRING ACTIVITY Revenues Grant Proceeds 106,000 Total Nonrecurring Revenues 106,000 100,000 (6,000) -5.66% 100,000 (6,000) -5.66% Expenditures Capital - various projects 450,000 500,000 50,000 11.11% Effectiveness study 10,000 0 (10,000) -100.00% Watershed studies 100,000 80,000 (20,000) -20.00% Stormwater Comprehensive Plan Update 0 100,000 100,000 0.00% Total Nonrecurring Expenditures 560,000 680,000 120,000 21.43% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning working capital Ending working capital 1,872,360 (454,000) (580,000) (343,850) (523,985) 2,216, 210 1,872,360 Ending working capital as a percent of recurring expenditures = 402 1,348,375 71.57% #001 - General Fund City Manager! City Clerk City Attorney Public Safety Deputy City Manager Finance Human Resources Public Works City Hall Operations & Maintenance CPW - Engineering CPW - Economic Development CPW - Building and Planning CED - Administration CED - Economic Development CED - Development Services CED - Engineering CED - Planning CED - Building Parks & Rec - Admin Parks & Rec - Recreation Parks & Rec - Senior Center Parks & Rec - CenterPiace Total General Fund CITY OF SPOKANE VALLEY, WA Full Time Equivalent Employees 2010 2011 2012 2013 Adopted 2014 I 2015 2016 2017 2018 2019 Proposed 2020 (1) 5 5 5 5 5 5 5 5 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 8 7 7 6 6 6 6 6 12 11 11 10.75 11.75 11.75 11.75 11.75 2 2 2 2 2 2 2 2 7.5 7.5 7.5 7 7.375 7.375 7.375 6.375 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 2 2 2 2 1 0 0 0 0 0 2.5 2,65 4 0 0 0 0 0 11 11 10 8 6 6 8 7 0 0 0 9 8.5 8.5 8 8 0 0 0 14.75 12.75 12.75 11.5 12.5 14 14 15 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7 5 5 5 5 5 5 5 Difference from 2018 to 2019 f (.) (2) 7 6.5 6.5 0.000 3.5 3.5 3.5 0.000 0 0.12 0.12 0.000 3 1 1 0.000 11.75 11.75 11.75 0.000 2 2 2 0.000 0 0 0 0.000 1 0.88 0.88 0.000 12.5 13.275 13.525 0.250 (3) 6.375 6 6 0.000 18 20 20 0.000 0 0 0 0.000 0 0 0 0.000 0 0 0 0.000 0 0 0 0.000 0 0 0 0.000 0 0 0 0.000 2 2 2 0.000 1 1 2 1.000 1 1 0 (1.000) 5 5 5 0.000 83.25 74.75 74.75 72.25 73.625 73.625 73.775 74.125 74.125 74.025 74.275 0.250 #101 - Street Fund 5 5 4.5 5 5.375 5.725 5.725 5.725 5.725 7.725 7.475 (0.250) (3) #303 - Street Capital Project Fund 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 5 8.1 8.1 0.000 #402 - Stormwater Fund 4 4 4.5 4.5 4.75 4.4 4.4 4.4 4.4 3.9 3.9 0.000 Total FTEs (1) (2) (3) 95.75 87.25 87.25 85.25 87.25 87.25 87.4 87.75 89.25 93.75 93.75 0.000 FTEs for 2017 reflect the reorganization that was effective in April 2017. The original 2017 Budget had FTEs of 88.4. FTEs for 2018 reflect the budget amendment approved on May 29, 2018. Allocation of one position changed by 0.25 FTE between the Engineering Division of the General Fund #001 and the Street Fund #101 to reflect actual work performed. P:\1. Genera! Governance\Budget\2020 Budget\Finance\FTE Surnmary.xlsx 001 011 General Fund City Council P:\1. General Governance \Budget\2020 Budget\City Manager\CM Council budget worksheets 2020_xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 000.511.60.10.00 Wages 65,844 65,700 65,700 123,180 123,180 123,180 123,180 123,180 0 0 0 000.511.60.20.00 Payroll Taxes and Benefits 139,087 154,202 133,184 147,693 167,007 167,007 167,007 167,007 0 0 0 204,931 219,902 198,884 270,873 290,187 290,187 290,187 290,187 D 0 0 Supplies 000.511.60.31.01 Office & Operating Supplies 3,065 1,256 2,024 2,200 2,200 2,200 2,200 2,200 0 0 0 000.511.60.31.03 Publications 0 0 0 250 250 250 250 250 0 0 0 000.511.60.31.05 Meeting Supplies 1,470 718 1,375 2,000 2,000 2,000 2,000 2,000 0 0 0 000.511.60.35.01 Small Tools & Minor Equipment 0 0 3,524 500 500 500 500 500 0 0 0 4,535 1,974 6,923 4,950 4,950 4,950 4,950 4,950 0 0 0 Other Services & Charges 000.511.60.41.03 Spokane County GIS 0 813 1,317 0 0 0 0 0 0 0 0 000.511.70.41.05 Professional Services -St. Lobbyist 43,813 62,688 52,484 62,000 62,000 54,000 50,000 50,000 (8,000) (12,000) (12,000) 000.511.70.41.06 Professional Srvcs.- Fed .Lobbyist 0 0 6,500 92,400 82,000 82,000 82,000 78,500 0 0 (3,500) 000.511.60.41.13 Professional Services - Broadcasting 30,392 22,755 26,203 31,000 31,000 31,000 31,000 31,000 0 0 0 000.511.60.41.17 Advertising 2,360 5,540 4,057 2,000 4,200 4,200 4,200 4,200 0 0 0 000.511.60.41.18 Legal Notices 0 0 223 0 0 0 0 0 0 0 0 000.511.60.42.01 Postage 874 581 26 1,500 1,000 1,000 800 500 0 (200) (500) 000.511.60.42.03 Cell Phones 3,547 3,780 5,731 6,986 7,000 7,000 7,000 7,000 0 0 0 000.511.60.43.10 Travel/Mileage - Federal Lobby 0 0 0 18,000 18,000 18,000 12,000 6,000 0 (6,000) (12,000) 000.511.60.43.11 Travel/Mileage Position 1 5,033 6,104 5,458 8,000 8,000 6,000 4,200 3,000 (2,000) (3,800) (5,00D) 000.511.60.43.12 Travel/Mileage Position 2 0 0 4,398 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.13 Travel/Mileage Position 3 1,871 1,718 2,468 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.14 Travel/Mileage Position 4 271 48 885 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.15 Travel/Mileage Position 5 156 1,254 1,137 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.16 Travel/Mileage Position 6 624 499 0 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.17 Travel/Mileage Position 7 216 640 1,644 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.48.02 Copier Maintenance 2,432 1,445 919 2,800 2,000 2,000 2,000 2,000 0 0 0 000.511.60.48.03 Software Licenses and Maintenance 0 0 0 500 500 500 500 0 0 0 (500) 000.511.60.49.01 Subscriptions 353 295 220 350 350 350 350 350 0 0 0 000.511.60.49.02 Memberships 71,421 72,397 74,505 75,000 75,000 75,000 75,000 75,000 0 0 0 000.511.60.49.03 Printing & Binding 190 0 0 500 500 0 0 0 (500) (500) (500) 000.511.60.49.11 Registrations Position 1 1,048 1,858 2,174 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.12 Registrations Position 2 175 180 920 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.13 Registrations Position 3 648 1,466 1,529 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.14 Registrations Position 4 355 83 1,405 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.15 Registrations Position 5 230 1,060 1,290 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.16 Registrations Position 6 431 504 350 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.17 Registrations Position 7 386 535 1,315 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.571.00.41.23 Valley Youth Voice 0 0 148 1,000 1,000 1,000 1,000 1,000 0 0 0 166,826 186,243 197,306 336,536 327,050 308,450 289,650 271,050 (18,600) (37,400) (56,000) Total City Council 376,292 408,119 403,113 612,359 622,187 603,587 584,787 566,187 (18,600) (37.400) (56000) Total budget increase = 1.60% (2.99%) (6.01%) (9.00%) Combined nonpayroll increase = (2.78%) P:11. General Governance\Budget\2020 Budget\City Manager\CM Council budget worksheets 2020.xtsx General Fund City Council - Detail 001.011.000. 000.511.60.10. 000.511.60.20. 000.511.60.31. 00 Salaries & Wages 00 Payroll Taxes and Benefits 01 Office & Operating Supplies - Paper; pens, files, folders, Workshop binders, ink cart., clips, sticky notes, labels. - Copy paper 000.511.60.31.03 Publications - Liberty Lake Splash $50; Spokesman Review $200 000.511.60.31.05 Meeting Supplies - Workshops (2) $1,000; Coffee $200; Water$200 Soda $200; Misc. $400 000.511.60.35.01 Small Tools & Minor Equipment - E.g.: printerornew chair; standing desk 000.511.60.41.05 Professional Services - State Lobbyist - Lobbyist- Washington State (GTS - $3, 600/mo. + travel) - Monitoring of State Agency rule making 000.511.60.41.06 Professional Services - Federal Lobbyist - Cardinal Infrastructure = $6,500/month + Cardinal travel expenses 000.511.60.41.13 Professional Services - Granicus - $800/mo. - Twisted Pair = $2/minute x 50 mfgs/yr x 180 min/mtg - Spokane Courier 000.511.60.41.17 Advertising - Lodging Tax Advisory Notifications; Outside Agency Funding Notifications; Misc. 000.511.60.42.01 Postage - New Business Letters, etc. 000.511.60.42.03 Cell Phones - $540/ea X 7 + One Tail( 000.511.60.43.10 Travel/Mileage - Federal Lobby - 2 trips of 3 Councilmembers @ $3,000 each 000.511.60.43.1x Travel/Mileage - ($4, 000 ea x 6 positions + $8, 000 for Mayor - Choose from the following and/or share funds between each other - Registration costs additional and noted below) - 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 000.511.60.48.02 Copier Maintenance - Cost of copies annually 2020 Proposed Bud • et 123,180 167,007 2,200 250 2,000 500 62,000 82,000 31,000 4,200 1,000 7,000 18,000 32,000 2,000 Page 1 of 2 P:\1. General Governance\Budget\2020 Budget\City Manager\CM Council budget worksheets 2020.xlsx General Fund City Council - Detail 001.011.000. 000.511.60.48.03 000.511.60.49.01 000.511.60.49.02 000.511.60.49.03 000.511.60.49.1x 000.511.60.41.23 Software Licenses and Maintenance Subscriptions - Spokesman Review; The Splash Memberships - (dues determined by population size) - National League of Cities -Association of Washington Cities - Inland NW Partners Assoc Printing & Binding - Letterhead, business cards, engraving 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 - GS, 67,800 7,000 200 2020 Proposed Budget 500 350 75,000 500 10,500 SV Youth Voice 1,000 - Activity related expenditures Total: 622,187 Page 2 of 2 001 General Fund 013 Executive & Legislative Support 000 City Manager & City Clerk Employee Count - 6.50 FTEs P:\1. General Governance\Budget\2020 Budget\City Manager\CM Council budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduction Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 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 412,247 412,501 556,948 619,668 640,665 612,669 593,952 582,721 (27,996) (46,713) (57,944) 000.513.10.10.99 Overtime 964 556 0 800 500 500 50D 0 0 0 (500) 000.513.10.20.00 Payroll Taxes and Benefits 152,739 167,472 226,702 267,069 271,970 265,800 258,704 254,447 (6,170) (13,266) (17,523) 565,950 580,529 783,650 887,537 913,135 878,969 853,156 837,168 (34,166) (59,979) (75,967) Supplies 000.513.10.31.01 Office & Operating Supplies 901 3,452 3,109 3,300 3,300 3,300 3,300 3,300 0 0 0 000.513.10.31.06 Safety Equipment 0 73 0 0 0 0 0 0 0 0 0 000.513.10.31.05 Meeting Supplies 113 0 0 0 0 0 0 0 0 0 0 000.513.10.32.01 Fuel 0 0 3 0 0 0 0 0 0 0 0 000.513.10.35.01 Small Tools & Minor Equipment 0 43 358 1,000 1,000 1,000 1,000 1,000 0 0 0 1,014 3,568 3,470 4,300 4,300 4,300 4,300 4,300 0 0 0 Other Services & Charges 000.513.10.41.05 Professional Services 861 3,013 11,655 20,000 20,000 20,000 20,000 15,000 000.513.10.41.17 Advertising 0 289 0 0 0 0 0 0 000.513.10.41.18 Legal Notices 11,385 6,300 8,430 17,000 14,000 14,000 14,000 10,000 000.513.10.42.01 Postage 326 1,397 816 400 900 900 900 900 000.513.10.42.03 Cell Phones 450 540 1,097 1,990 1,990 1,990 1,990 1,990 000.513.10.43.01 Travel/Mileage 3,022 3,205 12,404 14,800 14,800 14,800 14,800 11,000 000.513.10.48.02 Copier Maintenance 4,850 2,871 2,439 5,000 5,000 5,000 5,000 5,000 000.513.10.49.01 Subscriptions 0 0 360 200 200 200 200 200 000.513.10.49.02 Memberships 465 740 3,300 2,500 5,100 5,100 5,100 5,100 000.513.10.49.03 Printing & Binding 8,045 6,510 5,433 7,600 7,600 7,600 7,600 7,600 000.513.10.49.04 Registrations/Training 1,326 1,195 1,383 3,000 3,000 3,000 3,000 2,500 000.513.10.49.05 Filing & Recording Fees 74 0 25 200 100 100 100 100 000.513.10.49.06 Miscellaneous Services 0 0 1,038 0 0 0 0 0 30,804 26,060 48,380 72,690 72,690 72,690 72,690 59,390 0 0 (5,000) 0 0 0 0 0 (4,000) 0 0 0 0 0 0 0 0 (3,800) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (500) 0 0 0 0 0 0 0 0 (13,300) Capital Outlays 000.594.13.64.01 Office Furniture & Equipment 0 0 7,341 0 0 0 0 0 0 0 0 Total Recurring Expenditures 597,768 610,157 842,841 964,527 990,125 955,959 930,146 900,858, (34,166) (59,979) (89,267) Nonrecurring items 099.513.10.10.00 099.513.10.20.00 099.513.10.41.05 Salaries & Wages Payroll Taxes & Benefits Professional Services Total Nonrecurring Total City Manager Total budget increase = 2.65% (3.45%) (6.06%) (9.02%) Combined nonpayroll increase = 0.00% 372,542 0 0 0 0 0 0 88,156 0 0 0 0 0 0 1,097 0 0 0 0 0 0 461,795 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,059,563 610,157 842,841 964,527 990,125 955,959 930,146 900,858 (34,166) (59,979) (89,267) P:11. General GovernancelBudget12020 Budget\City Manager\CM Council budget worksheets 2020.xlsx uenerai tuna City Manager - Detail 001.013.000. 000.513.10.10.00 Salaries & Wages 000.513.10.10.99 Overtime 000.513.10.20.00 000.513.10.31.01 000.513.10.35.01 Payroll Taxes and Benefits Office & Operating Supplies - Paper, pens, file folders, binders, clips, post -it -notes, - Publications; NLC, ICMA, AWC - Meeting supplies - Copy paper ($800) Small Tools & Minor Equipment 1,000 - new label maker, standing desk, etc. 000.513.10.41.05 Professional Services 20,000 2020 Proposed Bud et 640,665 500 271,970 3,300 000.513.10.41.18 000.513.10.42.01 000.513.10.42.03 - Consultants, title searches, bond counsel, and Code Publishing services Legal Notices 14,000 - Clerk's notifications: Free Press Publishing, Spokesman Review, Journal of Business, Exchange Postage 900 - new business letters charged to council budget CeII Phones 1,990 - CeJl ($135/qtr = $540) City Mgr + Exec Assist + One Talk 000.513.10.43.01 Travel/Mileage* 14,800 - DC trips - air, lodging, meals x 2 3,000 - ICMA - mileage/air, lodging, meals x 2 900 - AWC conf - air, lodging, meals x 2 800 WMCA - clerk's conf. City Clerk / Dep. City Clk 500 - IIMC - air, lodging, meals x 2 3,000 - Analysts 1,800 - Car allowance 4,800 000.513.10.48.02 Copier Maintenance 5,000 Copying, paper, toner, mailing chgs pro -rated by Dept code 000.513.10.49.01 Subscriptions - manuals/periodicals pertaining to Gov. function 000.513.10.49.02 Memberships - ICMA - AICPA 1,800 300 WMCA x 2 150 IIMC x 2 350 Great Northern Corridor Coalition 2,500 000.513.10.49.03 Printing & Binding - letterhead; business cards, envelopes, (Code Publishing has moved to Professional Services) 200 5,100 7,600 Page 1 of 2 P:11. General GovernancelBudget12020 Budget\City Manager\CM Council budget worksheets 2020.xlsx General Fund City Manager - Detail 001.013.000. 000.513.10.49.04 Registrations/Training 1 CMA 1,000 - WMCA 800 - International Institute Municipal Clerks 500 - Professional development 400 - Local registrations 300 000.513.10.49.05 Filing & Recording Fees - City Clerk document filing fees 2020 Proposed Budget 3,000 100 Total Executive 990,125 Page 2 of 2 001 General Fund 013 Executive and Legislative Support 015 City Attorney Employee Count - 3.5 FTEs P:\1. General Governance\Budget\2020 Budget\City Attorney\City Attorney budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 015.515.32.10.00 Wages 269,390 280,044 322,887 349,970 364,291 364,291 364,291 364,291 0 0 0 015.515.32.10.99 Overtime 0 0 0 0 0 0 0 0 0 0 0 015.515.32.20.00 Payroll Taxes and Benefits 100,951 107,998 129,945 147,025 145,671 145,671 145,671 145,671 0 0 0 015.515.32.10.01 Intern Wages 33,978 22,064 18,480 30,403 34,209 17,105 D 0 (17,104) (34,209) (34,209) 015.515.32.20.01 Intern Payroll Taxes and Benefits 2,689 1,882 1,561 2,553 2,864 1,432 0 0 (1,432) (2,864) (2,864) 407,008 411,988 472,873 529,951 547,035 528,499 509,962 509,962 (18,536) (37,073) (37,073) Supplies 015.515.32.31.01 Office Supplies 623 1,030 1,290 1,701 1,751 1,561 1,561 1,561 (190) (190) (190) 015.515.32.31.03 Publications 0 0 50 150 1,263 1,263 1,263 1,263 0 0 0 015.515.32.35.01 Small Tools & Minor Equipment 0 0 0 500 1,400 1,400 1,400 1,400 0 0 0 623 1,030 1,340 2,351 4,414 4,224 4,224 4,224 (190) (190) (190) Other Services & Charges 015.515.32.41.03 Spokane County GIS 327 0 0 750 1,000 1,000 1,000 750 0 0 (250) 015.515.32.41.04 Legal 58,515 45,537 16,767 45,212 45,875 45,875 45,875 30,056 0 0 (15,819) 015.515.32.41.05 Professional Services 2,206 1,151 4,794 3,000 3,000 3,000 3,000 2,160 0 0 (840) 015.515.32.41.18 Legal Notices 0 0 623 0 500 500 500 500 0 0 0 015.515.32.42.01 Postage 163 167 388 200 300 300 300 300 0 0 0 015.515.32.42.03 Cell Phones 406 483 1,037 1,950 1,950 1,950 1,950 1,95D 0 0 0 015.515.32.43.01 Travel/Mileage 4,512 3,656 3,828 8,542 7,442 7,442 7,442 7,442 0 0 0 015.515.32.48.02 Copier Maintenance 1,458 1,508 2,722 2,500 2,500 2,500 2,500 2,500 0 0 0 015.515,32.49.01 Subscriptions 9,330 9,523 9,641 9,793 9,989 9,989 9,989 9,989 0 0 0 015.515.32.49.02 Memberships 240 1,105 2,523 1,877 1,889 1,889 1,889 1,889 0 0 0 015.515.32.49.04 Registrations 970 2,418 900 2,630 2,680 2,680 2,680 2,680 0 0 0 015.515.32.49.05 Filing & Recording Fees 2,235 582 6,673 10,000 10,000 9,600 8,976 6,732 (400) (1,024) (3,268) 80,362 66,130 49,896 86,454 87,125 86,725 86,101 66,948 000) (1,024) (20,177) Total Recurring Expenditures 487,993 479,148 524,109 618,756 638,574 619,448 600,287 581,134 (19,126) (38,287) (57,440) Total budget increase = Combined nonpayroll increase = 3.08% 3.20% (3.00%) (6.00%) (9.00%) Nonrecurring items 099.515.32.35.01 Part-time attorney furniture & equip. 0 0 5,919 0 0 0 0 Total City Attorney 0 0 0 487,993 479,148 530,028 618,756 638,574 619,448 600,287 581,134 (19.126) (38,287) (57,440) P:11. General Governance\Budget12020 BudgetlCity Attorney\City Attorney budget worksheets 2020.xlsx General Fund City Attorney - Detail 001 013.015 015.515.32.10.00 Salaries & Wages - Attorney, Deputy Attorney, Half -Time Attorney & Administrative Assistant 015.515.32.20.00 Payroll Taxes and Benefits - FICA, medicare, L&l, PERS 015.515.32.10.01 Intern Wages 015.515.32.20.01 015.515.32.31.01 Intern Payroll Taxes and Benefits - includes 2 legal interns who do research and code enforcement cases so attorneys can focus on more critical issues Office & Operating Supplies - Hanging files 20 - File Folders 90 - Expand folders 60 - Letterhead Envelopes 90 - Envelopes - Clasp 2 boxes 53 - Labels 2 rolls - Avery labels and dividers Pens - various types & Highlighters Name Plates/Business Cards 60 30 50 80 Tape , binder clips 15 Print Cartridges 90 3 ring binders 48 Stamps/Refill Ink 30 - Index tabs 45 - Legal pads, post -its 90 - Fasteners, staples 40 - Copy paper 760 - Thumb drives 50 50 Misc 015.515.32.31.03 Publications - WA Civil Procedure Deskbook - Washington Practice - Supplements and Handbooks 015.515.32.35.01 Small Tools & Minor Equipment - Cary New Office Chair Desk equipment, scanner, 1 -pad, and miscellaneous office tools 2020 Proposed Budget 364,291 145,671 34,209 2,864 1,751 553 560 1,263 150 900 500 1,400 015.515.32.41.03 Spokane County GIS 1,000 015.515.32.41.04 Legal - Outside Counsel for Things such as moratoriums, shoreline, adult entertainment enforcement; expertise issues and timeliness. Page 1 of 3 45,875 P:11. General Governance\Budget12020 Budget\City Attorney\City Attorney budget worksheets 2020.xlsx General Fund City Attorney - Detail 001.013.015 015.515.32.41.05 Professional Services - Eastern Washington Attorney Service (Code Compliance) 1,500 015.515.32.42.01 015.515,32.42.01 015.515.32.42.03 015.515.32.43.01 015.515.32.48.02 015.515.32.49.01 015.515.32.49.02 015.515.32.49.04 - Private Investigators - First American Title Advertising Postage - stamps Cell Phone, WI -FI Travel/Mileage - choose from: - Washington State Association of Municipal Attorneys Conference (3 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 both are closer 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 solid waste, marijuana regulations, land-use,etc. Copier Maintenance - Copying, paper, toner, mailing charges pro -rated by Dept code. Subscriptions - Westlaw (Legal Research) Guaranteed 2% increase for 3 years expires in 2021 and we have contacted Rheuters and were told we could count on 2% at renewal for 2019 as well Memberships - Washington State Bar Association ($483 per attorney plus land use + $35) - 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 (3 Attorneys in Fall ($260 each) and 3 attorneys in spring ($260 each) - Washington Cities Insurance Authority Conference - Public Records Seminar - Miscellaneous Seminar - Example Shoreline issues, solid waste, marijuana regulations, etc. Page 2 of 3 1,000 500 300 3,607 370 698 900 1,615 252 1,484 90 315 320 1,560 50 250 500 2020 Proposed Budget 3,000 500 300 1,950 7,442 2,500 9,989 1,889 2,680 P:11. General Governance\Budget12020 Budget\City Attorney\City Attorney budget worksheets 2020.xlsx General Fund City Attorney - Detail 001.013.015 015.515.32,40.05 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.) 8,000 Service by Publication (4 service @ approx. $500 each) 2,000 Total Page 3 of 3 2020 Proposed Budget 10,000 638,574 001 016 General Fund Public Safety P:\1. General Governance\Budget\2020 Budget\Public Safety\Public safety budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Non -Departmental 000.589.30.00.01 State Remittance -Vehicle License Fraud 666 1,006 702 1,200 1,000 1,000 1,000 1,000 0 0 0 000.589.30.00.02 State Remittance-Emerg. Med.&Trauma 19,402 14,768 15,566 22,000 16,000 16,000 16,000 16,000 0 0 0 000.589.30.00.03 Crime Victims Fund -Spokane County 8,075 6,913 7,383 8,200 8,000 8,000 8,000 8,000 0 0 0 000.589.30.00.04 State Remittance -Auto Theft Prev 37,102 28,526 30,478 40,000 32,000 32,000 32,000 32,000 0 0 0 000.589.30.00.05 State Remittance -Trauma Brain In] 4,369 3,511 3,772 5,000 4,000 4,000 4,000 4,000 0 0 0 000.589.30.00.06 State Remittance -Crime Lab Analysis 759 713 689 800 800 800 800 800 0 0 0 000.589.30.00.07 State Remittance -WSP Highway Acct 9,524 12,096 12,171 14,000 13,000 13,000 13,000 13,000 0 0 0 000.589.30.00.08 State Remittance-Acc. Comm. 875 974 434 1,000 1,000 1,000 1,000 1,000 0 0 0 000.589.30.00.09 State Remittance -Multimodal Transport. 876 975 435 1,000 1,000 1,000 1,000 1,000 0 0 0 000.589.30.00.10 State Remittance -Highway Safety Acct 2,665 4,204 6,334 4,000 7,000 7,000 7,000 7,000 0 0 0 000.589.30.00.11 State Remittance -Death lnvestigation 1,680 2,134 2,146 2,250 2,250 2,250 2,250 2,250 0 0 0 000.589.30.00.12 State Remittance -PSEA 1 239,791 202,373 214,904 250,000 220,000 220,000 220,000 220,000 0 0 0 000.589.30.00.13 State Remittance-PSEA2 136,580 111,109 119,243 140,000 125,000 125,000 125,000 125,000 0 0 0 000.589.30.00.14 State Remittance -PSEA 3 4,360 4,392 5,011 4,500 5,000 5,000 5,000 5,000 0 0 0 000.589.30.00.15 State Remittance -DNA DB Account 104 160 269 200 500 500 500 500 0 0 0 000.589.30.00.16 State Remittance -Judicial IS Systems 82,837 63,229 67,988 85,000 70,000 70,000 70,000 70,000 0 0 0 000.589.30.00.17 State Remittance -School Zone Safety 11,811 6,971 8,148 10,000 10,000 10,000 10,000 10,000 0 0 0 000.589.30.00.18 State Remittance -Distracted Driving Prev 0 2 10 0 0 0 0 0 0 0 0 561,476 464,056 495,683 589,150 516,550 516,550 516,550 516,550 0 0 0 Wages/Payroll Taxes/Benefits 000.521.50.10.00 Salaries & Wages 1,452 1,832 6,213 7,851 7,982 5,000 5,000 5,000 (2,982) (2,982) (2,982) 000.521.50.10.99 Overtime 125 0 351 1,000 500 0 0 0 (500) (500) (500) 000.521.50.20.00 Employee Benefits and Payroll Taxes 798 987 3,238 3,333 4,784 3,000 3,000 3,000 (1,784) (1,784) (1,784) 2,375 2,819 9,802 12,184 13,266 8,000 8,000 8,000 (5,266) (5,266) (5,266) Supplies 000.521.20.31.07 Clothing & Uniform 0 0 357 0 0 0 0 0 0 0 0 000.521.20.35.04 Non -Capital Equipment for JAG Grant 0 0 0 20,000 25,000 25,000 25,000 25,000 0 0 0 016.521.20.31.01 Operating Supplies 3,092 3,509 2,346 3,750 2,500 2,500 2,500 2,500 0 0 0 016.521.20.31.08 Repair & Maintenance Supplies 994 1,202 2,729 2,000 3,000 3,000 3,000 3,000 0 0 0 4,086 4,711 5,432 25,750 30,500 30,500 30,500 30,500 0 0 0 Other Services & Charges 000.521.20.41.05 Professional Services 0 0 3,373 0 3,500 3,500 3,500 3,500 0 0 0 000.521.20.42.01 Postage 3,316 0 0 0 0 0 0 0 0 0 0 000.521.20.42.03 Cell Phones 0 0 279 0 0 0 0 0 0 0 0 000.521.20.48.01 Equipment Repair & Maintenance 132 0 0 0 0 0 0 0 0 0 0 000.521.20.49.06 Miscellaneous Srvs/Contingency 0 0 0 650,000 500,000 0 0 0 (500,000) (500,000) (500,000) 000.521.20.49.07 Cry Wolf Charges & Fees 43,792 3,135 0 0 0 0 0 0 0 0 0 000.521.20.49.21 False Alarm Bank Fees 8,789 2,333 404 0 0 0 0 0 0 0 0 000.521.50.48.01 Law Enforcement Building R&M 61,682 74,108 7,633 70,000 0 0 0 0 0 0 0 016.521.20.47.01 Electricity/Gas 16,976 18,283 16,506 20,000 18,000 18,000 18,000 18,000 0 0 0 016.521.20.47.02 Water 1,366 1,621 1,806 1,750 2,000 2,000 2,000 2,000 0 0 0 016.521.20.47.03 Sewer 2,307 2,102 1,348 2,200 2,300 2,300 2,300 2,300 0 0 0 016.521.20.47.04 Waste Disposal 3,400 3,442 585 3,600 0 0 0 0 0 0 0 016.521.50.41.21 Janitorial Services 0 0 32,325 0 33,000 33,000 33,000 33,000 0 0 0 016.521.50.44.03 Taxes and Assessments 715 716 715 716 715 715 715 715 0 0 0 016.521.50.48.01 Law Enforcement Building R&M 0 0 18,602 0 28,000 28,000 28,000 28,000 0 0 0 142,475 105,740 83,576 748,266 587,515 87,515 87,515 87,515 (500,000) (500,000) (500,000) Page 1 of 2 001 016 General Fund Public Safety P:\1. General Governance\Budget\2020 Budget\Public Safety\Public safety budget worksheets 2020.xlsx 2016 Actual 2017 Actual 2018 Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Intergovernmental Services 000.512.50.51.02 District Court Contract 658,049 712,168 836,995 855,539 950,000 950,000 950,000 950,000 0 0 0 000.515.31.51.01 Public Defender 703,665 697,986 788,302 816,167 805,941 805,941 805,941 805,941 0 0 0 000.515.31.51.02 Prosecutor 535,121 464,250 457,949 463,968 487,882 487,882 487,882 487,882 0 0 0 000.515.31.51.03 Pretrial Services 120,722 107,807 105,793 120,352 120,000 120,000 120,000 120,000 0 0 0 000.521.20.51.01 Law Enforcement (Sheriff) 18,812,096 17,792,178 20,177,258 20,444,845 21,070,371 21,070,371 20,250,000 19,500,000 0 (820,371) (1,570,371) 000.521.20.51.02 LEC Labor Contract Settement 0 323,445 0 0 0 0 0 0 0 0 0 000.521.20.51.XX 2010-2014 Settle & Adjust (441,761) (114,362) 0 0 0 0 0 0 0 0 0 000.521.20.51.16 2016 Settle & Adjust 0 (973,445) 0 0 0 0 0 0 0 0 0 000.523.60.51.02 Detention Services 1,437,784 1,331,721 1,249,948 1,395,580 1,467,189 1,200,000 1,200,000 1,200,000 (267,189) (267,189) (267,189) 000.525.60.51.03 Emergency Management 87,718 97,094 92,296 105,687 100,000 100,000 100,000 100,000 0 0 0 000.554.30.54.02 Animal Control 291,209 293,425 299,139 350,000 350,000 310,000 310,000 310,000 (40,000) (40,000) (40,000) 22,204,603 20,732,266 24,007,680 24,552,138 25,351,383 25,044,194 24,223,823 23,473,823 (307,189) (1,127,560) (1,877,560) Capital Outlay 000.594.21.64.06 Equip Purchased w JAG Funds 67,187 0 0 0 0 0 0 0 0 0 0 Total Recurring Expenditures 22,982,202 21,309,592 24,602,173 25,927,488 26,499,214 25,686,759 24,866,388 24,116,388 (812,455) (1,632,826) (2,382,826) Total budget increase = 2.21% (3.07%) (6.16%) (8.99%)' Nonrecurring Items 099.594.21.62.00 Building and Structures 6,343 0 0 0 0 0 0 0 0 0 0 099.594.21.64.01 Office Furniture & Equipment 0 0 0 50,000 0 0 0 0 0 0 0 099.594.21.64.15 CAD/RMS Capital Equipment Contract 177,126 131,018 22,372 0 0 0 0 0 0 0 0 099.521.20.48.00 Equipment Repair and Maintenance 1,586 0 0 0 0 0 0 0 0 0 0 099.521.50.48.01 Building Repair and Maintenance 49,005 0 0 0 0 0 0 0 0 0 0 Total Nonrecurring Expenditures 234,060 131,018 22,372 50,000 0 0 0 0 0 0 0 Total Public Safety 23,216,262 21,440,610 24,624,545 25,977,488 26,499,214 25,686,759 24,866,388 24,116,388 (812,455) (1,632,826) (2,382,826) Page 2 of 2 P:11. General GovernancelBudget12020 Budget\Public Safety\Public safety budget worksheets 2020.xlsx 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 - City Hall Maintenance 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 000.521.20.41.05 Professional Services 000.521.20.41.21 Janitorial Services 000.521.20.47.01 Electricity/Gas 000.521.20.47.02 Water 000.521.20.47.03 Sewer 000.521.20.49.06 Miscellaneous Srvs/Contingency - To account forpoosible flucfions due to new cost methodologies and usage increases. 000.521.50.44.03 000.521.50.48.01 000.512.50.51.02 000.515.31.51.01 000.515.31.51.02 Prosecutor 000.515.31.51.03 Pre -Trial Services 000.521.20.51.01 Law Enforcement 000.523.60.51.02 Detention Services (Jail) 000.525.60.51.03 Emergency Management 000.554.30.54.02 Animal Control Total: Taxes and Assessments Law Enforcement Building Repair & Maint District Court Public Defender 2020 Proposed Budget 516,550 7,982 500 4,784 2,500 3,000 25,000 3,500 33,000 18,000 2,000 2,300 500,000 715 28,000 950,000 805,941 487,882 120,000 21,070,371 1,467,189 100,000 350,000 26,499,214 P:\1. General Governance\Budget\2020 Budget\Deputy City Manager\DCM Ops budget worksheets 2020.xlsx 001 General Fund 018 Operations & Administrative Services 013 Deputy City Manager Employee Count - 1 FTE Wages/Pavroll Taxes/Benefits 013.513.10.10.00 Wages 013.513.10.10.99 Overtime 013.513.10.20.00 013.513.10.10.01 013.513.10.20.01 Supplies 013.513.10.31.01 013.513.10.31.04 013.513.10.32.01 013.513.10.35.01 Other Services & 013.513.10.41.03 013.513.10.41.05 013.513.10.41.17 013.513.10.42.01 013.513.10.42.03 013.513.10.42.04 013.513.10.43.01 013.513.10.48.01 013.513.10.48.02 013.513.10.48.03 013.513.10.49.01 013.513.10.49.02 013.513.10.49.03 013.513.10.49.04 013.513.10.49.10 Payroll Taxes and Benefits Intern - Wages Intern - Payroll Taxes and Benefits Office & Operating Supplies Operating Supplies Fuel Small Tools & Minor Equipment 2016 2017 2018 Actual Actual Actual Charges Spokane County GIS Professional Services Advertising Postage Cell Phones Web Site Support Services & License F Travel/Mileage Equipment Repair & Maintenance Copier Maintenance Software Licenses and Maintenance Subscriptions Memberships Printing & Binding Registrations Public Information Total Deputy City Manager 378,758 469,739 259,720 0 162 47 132,856 166,272 95,152 6,723 1,319 0 577 114 0 518,914 637,606 354,918 314 0 34 789 1,137 1,132 59 87 0 1,278 373 43 9 0 425 2019 Amended Budget 167,963 0 56,656 0 0 224,619 2020 Proposed Budget 174,817 0 59,195 0 0 1,400 0 100 500 2,000 234,012 600 0 100 250 950 0 26,186 35 82 1,050 49 2,180 0 2,419 11,384 52 1,095 0 0 44,615 89,147 0 0 5,454 11 1,600 850 187 86 1,426 10,979 40 920 0 170 30,831 52,554 0 0 1,604 4 1,299 600 382 0 1,517 33,341 0 856 0 50 43,682 83,335 2,000 0 4,200 100 1,475 0 1,300 0 2,000 30,700 100 1,250 100 1,200 0 44,425 2,000 0 2,000 100 1,475 0 1,300 0 2,000 30,700 100 1,250 100 1,200 0 42,225 609,198 691,438 438,678 271,044 277,187 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 169,572 0 57,419 0 0 226,991 600 0 100 200 900 2,000 0 1,000 100 1,475 0 1,000 0 2,000 30,700 100 1,000 100 1,000 0 40,475 6% 9°% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 164,328 0 55,643 0 0 219,971 600 0 100 200 900 268,366 2000 0 0 100 1,475 0 1,000 0 2,000 30,700 100 1,000 100 1,000 0 39,475 158,209 0 53,571 0 0 211,780 600 0 100 200 900 2,000 0 0 100 1,475 0 1,000 0 2,000 30,700 100 1,000 100 1,000 0 39,475 (5,245) 0 (1,776) 0 0 (7,021) (10,489) 0 (3,552) 0 0 (16,608) 0 (5,624) 0 0 0 0 0 (50) (50) 0 0 (1,000) 0 0 0 (300) 0 0 0 0 (250) 0 (200) 0 (14,041) (22,232) 0 0 0 (50) (50) 0 0 (2,000) 0 0 0 (300) 0 0 0 0 (250) 0 (200) 0 (1,750) (2,750) 0 0 0 (50) (50) 0 0 (2,000) 0 0 0 (300) 0 0 0 0 (250) 0 (200) 0 (2,750) 260,346 252,155 (8,821) (16,841) (25,032) Total budget increase = 2.27% (3.18%) (6.08%) Combined nonpayroll increase = (7.00%) (9.03%) P:11. General Governance\Budget\2020 Budget\Deputy City Manager\DCM Ops budget worksheets 2020.xlsx General Fund Deputy City Manager - Detail 001.018.013. 013.513.10.10.00 Wages 013.513.10.20.00 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, calendar - Copy paper 400 200 2020 Proposed Budget 174,817 59,195 600 013.513.10.32.01 Fuel 100 013.513.10.35.01 Small Tools & Minor Equipment - Desk equipment, chair, Misc. 013.513.10.41.03 Spokane County GIS 013.513.10.41.17 Advertising - PSA submissions to CMTV 12@$10 150 2,000 - Misc. public communications 1,850 013.513.10.42.01 Postage - Miscellaneous 250 2,000 013.513.10.42.03 Cell Phone - cell phone 995 - iPad 480 100 1,475 013.513.10.43.01 Travel/Mileage 1,300 - Misc - i.e.. APWA ($.55/mile x 1,200 miles) 700 - Hotel - 4 nights = $400 + Food = $200 600 013.513.10.48.02 Copier Maintenance 2,000 - Per copy fee for maintenance & toner ($.065/color & $.008/bw) 013.513.10.48.03 Software Licenses and Maintenance 30,700 - Qscend web software 10,500 - Qalert 20,200 013.513,10.49.01 Subscriptions 100 013.513.10.49.02 Memberships 1,250 - APWA 400 - PE license 100 - Notary 100 - Inland NW Partners 150 - Valley Chamber 500 013.513.10.49.03 Printing & Binding 100 - letterhead; envelopes; business cards 013.513.10.49.04 Registrations/Training 1,200 - APWA, etc. Total 277,187 001 General Fund 018 Operations & Administrative Services 014 Finance Division Employee Count - 11.75 FTEs Wages/Payroll Taxes/Benefits 014.514.23.10.00 Wages 014.514.23.10.99 Overtime 014.514.23.20.00 Payroll Taxes and Benefits P:\1. General Governance\Budget\2020 Budget\Finance\ Finance budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget 807,732 846,497 884,070 957,474 958,656 1,138 92 0 0 0 340,200 363,172 385,896 435,656 433,199 1,149,070 1,209,761 1,269, 966 1,393,130 1,391,855 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 314 Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 934,943 904,080 879,612 0 0 0 421,576 414,942 391 944 1,356,519 1,319,022 1,271,556 (23,713) (54,576) 0 0 (11,623) (18,257) (79,044) 0 (41,255) (35,336) (72,833) (120,299) Supplies 014.514.23,31.01 Office & Operating Supplies 4,993 3,408 2,262 6,450 6,450 4,800 3,500 4,800 (1,650) (2,950) (1,650) 014.514.23.31.08 Repair & Maintenance Supplies 0 58 4 0 0 0 0 0 0 0 0 014.514.23.31.10 Vehicle Maintenance Supplies 0 12 17 0 0 0 0 0 0 0 0 014.514.23.32.01 Fuel 28 29 12 0 0 0 0 0 0 0 0 014.514.23.35.01 Small Tools & Minor Equipment 126 0 1,055 0 0 0 0 0 0 0 0 5,147 3,507 3,350 6,450 6,450 4,800 3,500 4,800 (1,650) (2,950) (1,650) Other Services & Charges 014.514.23.41.05 Professional Services 0 0 0 2,500 2,500 1,500 900 1,500 (1,000) (1,600) (1,000) 014.514.23.42.01 Postage 1,404 1,581 1,457 1,600 1,600 1,600 1,600 1,600 0 0 0 014.514.23.42.03 Cell Phones 540 540 1,485 2,420 2,420 2,420 2,420 2,420 0 0 0 014.514.23.43.01 Travel/Mileage 2,763 2,484 4,404 5,200 5,200 4,200 3,000 4,200 (1,000) (2,200) (1,000) 014.514.23.48.01 Equipment Repair & Maintenance 0 392 781 0 0 0 0 0 0 0 0 014.514.23.48.02 Copier Maintenance 2,710 2,420 2,576 2,600 2,600 2,600 2,600 2,600 0 0 0 014.514.23.49.01 Subscriptions 290 302 315 500 500 500 300 300 0 (200) (200) 014.514.23.49.02 Memberships 1,355 1,165 1,114 1,500 1,500 1,000 500 1,000 (500) (1,000) (500) 014.514.23.49.04 Registrations 10,119 11,880 8,525 11,800 11,800 8,500 7,000 8,000 (3,300) (4,800) (3,800) 014.518.90.49.09 Bank Statement Corrections & Errors 0 0 9 0 0 0 0 0 0 0 0 19,181 20,764 20,666 28,120 28,120 22,320 18,320 21,620 (5,800) (9,800) (6,500) 1,173,398 1,234,032 1 293 982 1 427 700 1,426,425 1 383 639 1,340 842 1,297,976 (42,786) (85,583) (128,449) Total budget increase = (0.09%) (3.00%) (6.00%) (9.00%) Combined nonpayroll increase = 0.00% P:\1. General Governance\Budget\2020 Budget\FinancelFinance budget worksheets 2020.xlsx General Fund Finance - Detail 001.018.014. 2020 Proposed Bud et 014.514.23.10.00 Wages 958,656 014.514.23.10.99 Overtime 0 014.514.23.20.00 Payroll Taxes and Benefits 433,199 - FICA, Medicare, L&l, PERS 014.514.23.31.01 Office & Operating Supplies 6,450 - 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 stook 500 - Copy paper 450 - All other 700 014.514.23.41.05 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 - Cell phones for IT after hours support 2,420 014.514.23.43.01 Travel / Mileage - Washington Finance Officers Assoc conference - 3 1,900 - IT training - 3 classes 0 - Governmental Finance Officers Assoc (GFOA) - 3 1,900 - ACCIS conference 700 Misc mileage (bank runs, etc.) 700 014.514.23.48.02 Copier maintenance - Per copy fee for maintenance & toner ($.065/color & $.008/bw) 014.514.23.49.01 Subscriptions - Government Officers Finance Assoc (GFOA) newsletter - Governmental Acctng Standards Board newsletter 2,420 5,200 2,600 500. Page 1 of 2 P:\1. General GovernancelBudget12020 Budget\FinancelFinance budget worksheets 2020.xlsx General Fund Finance - Detail 001.018.014. 014.514.23.49.02 014.514.23.49.04 Membership Washington Finance Officers Assoc (WFOA) - 2 - memberships @ $50 ea Governmental Finance Officers Assoc (GFOA) - 3 - memberships included - WA Society of CPAs- 1 @ $210 ea - American Institute of CPAs - 2 @ $225 - ACC/S - 1 membership - @ $100 Registration - Washington Finance Officers Assoc conference - 3 - IT training - 4 classes - Governmental Finance Officers Assoc (GFOA) - 3 - ACC!S conference - GASS Update 100 640 210 450 100 1,200 8,000 1,700 100 800 2020 Proposed Budget 1,500 11,800 Total: 1,426,425 Page 2 of 2 001 General Fund 090 General Government 1 recurring Non -Departmental 000.586.10.00.00 000.589.30.00.01 Supplies 000.517.90.31.04 000.518.85.31.01 000.518.85.35.01 000.518.85.35.11 000.518.85.35.12 000.518.90.31.01 000.519.60.31.01 Other Services & 000.513.10.41.05 000.514.23.41.01 000.517.90.49.06 000.518.10.42.01 000.518.10.42.02 000.518.10.42.03 000.518.10.42.08 000.518.30.44.03 000.518.10.49.00 000.518.20.45.01 000.518.30.47.01 000.518.30.47.03 000.518.30.48.01 000.518.50.41.05 000.518.75.48.01 000.518.85.41.03 000.518.85.48.03 000.518.90.41.01 000.518.90.42.10 000.518.90.45.03 000.518.90.45.07 000.518.90.49.03 000.518.90.49.06 000.548.66.45.05 SCRAPS Pass -Through Expense Leasehold Excise Tax Pass -Through Employee Recognition / Safety Program Office & Operating Supplies Small Tools & Minor Equipment Computer Hardware - Non Capital Computer Software - Non Capital Office Supplies Office & Operating Supplies P:\1. General Governance \Budget12020 Budget\Finance\GenGov budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 1,209 628 1,837 1,145 778 1,923 1,137 544 1,681 2019 Amended Budget 599 8 5,825 1,674 528 3,030 2,975 432 2,907 1,300 800 2,100 2020 Proposed Budget 1,700 0 6,900 1,300 800 2,100 1,700 0 5,600 54,773 46,050 24,674 20,859 11,249 8,416 42,250 25,800 46,700 35,300 Charges Professional Services - Misc Studies Accounting & Auditing Employee Recognition / Safety Program Servk Postage Telephone Cell Phones Internet Service Taxes and Assessments City Wide Records Management City Hall Rent Electricity Sewer Facility Repairs & Maintenance Professional Services Equip Repair & Maint-Hardware Support IT Support Software Licenses & Maintenance Merchant Charges (Bankcard Fees) Network Infrastructure Access Equipment Rental Interfund vehicle lease Printing & Binding Miscellaneous Services General Operating Leases: Computer 33 9,196 91,293 24 8,876 71,431 0 4,242 43,646 0 9,700 86,350 0 9,700 99,000 99,509 82,775 917 82 7,077 1,680 8,114 0 0 437,864 0 0 1,595 0 34,611 12,659 82,967 287 17,662 4,261 500 589 5,378 46,480 81,667 83,684 0 0 11,205 1,649 7,696 912 0 0 0 523 4,003 0 32,936 18,716 91,463 186 4,732 4,264 1,000 0 4,919 57,556 173,310 86,302 0 215 12,319 2,297 8,639 781 0 0 1,462 949 8,508 1,400 26,572 30,312 86,169 226 4,714 4,264 500 646 6,992 53,894 245,000 95,000 1,000 2,500 12,300 5,700 9,000 1,000 10,000 0 0 500 0 0 36,800 29,200 91,900 500 6,000 4,300 500 600 5,400 65,000 Page 1 of 3 218,000 95,000 1,000 2,500 12,500 3,000 9,000 1,000 10,000 0 0 0 5,000 0 32,200 27,500 91,200 500 5,000 4,300 500 600 7,000 55,000 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Bud et - Line Item Changes 3% Reduction 1,300 800 2,100 1,700 0 5,600 46,700 35,300 0 9,700 99,00D 198,400 95,000 1,00D 2,500 12,500 3,000 9,000 1,000 10,000 0 0 0 5,000 0 32,200 27,500 91,200 500 5,000 4,300 500 600 7,000 55,000 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 1,300 800 2,100 1,300 800. 2,100 0 0 0 0 0 0 0 0 0 1,700 0 5,600 46,700 35,300 0 9,700 99,000 193,600 95,000 1,000 2,500 12,500 3,000 9,000 1,000 10,000 0 0 0 5,000 0 32,200 27,500 91,200 500 5,000 4,300 500 600 7,000 55,000 1,700 0 5,600 46,700 35,300 0 9,700 99,000 161,500 95,000 1,00D 2,500 12,500 3,000 9,000 1,000 10,000 0 0 0 5,000 0 32,200 27,500 91,200 500 5,000 4,300 500 600 7,000 55,000 0 0 0 0 0 0 0 0 (19,600) 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 (24,400) 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 (56,500) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 001 General Fund 090 General Government 000.550.00.41.00 000.550.00.41.05 000.550.00.41.05 000.558.70.41.05 000.560.10.41.05 000.566.10.41.05 000.566.10.41.06 Economic Development -Site Selector Outside Agencies - Social Svc & Econ. Dev. Prof. Svc. - Economic Devel. (O/S Agency) Contracted economic development Prof. Svc. - Social Services (O/S Agency) Alcohol Treatment: Liquor Excise Tax Alcohol Treatment: Liquor Profits Intergovernmental Services 000.514.40.51.01 Election Costs 000.514.90.51.03 Voter Registration D00.518.90.44.03 Taxes and assessments 000.553.70.44.03 Spokane Regional Clean Air Agency Capital Outlays 1000.594.18.64.11 Compuer Hardware - Capital P:\1. General Governance\Budget\2020 Budget\Finance\GenGov budget worksheets 2020.xlsx 2016 Actual 2017 Actual 2018 Actual 9,041 0 60,216 43,000 43,496 8,710 16,081 9,373 91,924 0 0 55,911 9,077 15,900 10,897 82,381 0 0 66,251 9,594 15,725 2019 Amended Budget 10,000 182,000 0 0 0 9,000 16,000 2020 Proposed Budget 1,025,551 589,296 695,319 839,200 0 85,893 892 116,432 203,217 69,973 86,932 0 130,928 287,833 11,000 182,000 0 0 0 9,600 16,000 799,400 3% Reduction 91,980 106,300 110,000 20 100,000 100,000 0 12,100 12,100 134,493 137,300 137,300 226,493 355,700 359,400 11,000 102,000 0 0 0 9,600 16,000 699,800 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Bud et - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 11,000 57,000 0 0 0 9,600 16,000 650,000 11,000 25,000 0 0 0 9,600 16,000 585,900 110,000 110,000 110,000 100,000 100,000 100,000 12,100 12,100 12,100 137,300 137,300 137,300 359,400 359,400 359,400 0 (80,000) 0 0 0 0 0 0 (125,000) 0 0 0 0 0 0 (157,000) 0 0 0 0 0 (99,600) (149,400) (213,500) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23,802 7,387 125,799 65,000 57,500 , 57,500 57,500 57,500 0 0 0 Debt Service: Principal 000.592.19.82,01 Interest and Other Debt Service Costs Interfund Payments for Service 000.597.20.00.40 lnterfund Trf to #204 - City Hall bond payment 000.597.30.00.90 Transfer out - #309 (Park Capital) 000.597.31.00.00 Transfer out - #310 (bond pmt > $434.6k lease 000.597.31.00.00 Transfer out - #310 (city hall o&m costs) 000.597.31.00.10 Transfer out - #311 (Pvmnt Preservation) 000.597.50.00.10 Transfer out - #501 (CenterPlace kitchen reset 000.597.50.00.20 Interfund Trf to #502 -Risk Management Total Recurring Expenditures 23,802 7,387 125,799 65,000 57,500 57,500 57,500 57,500 0 0 0 624 600 600 600 600 600 600 600 0 0 0 198,734 397,350 399,350 401,250 401,450 401,450 401,450 401,450 0 0 0 260,122 160,000 160,000 160,000 160,000 160,000 110,000 74,500 0 (50,000) (85,500) 72,500 0 0 0 0 0 0 0 0 0 0 271,700 0 0 0 0 0 0 0 0 0 0 943,800 953,200 962,700 972,300 982,023 982,023 982,023 982,023 0 0 0 0 36,600 36,600 36,600 36,600 36,600 36,600 36,600 0 0 0 325,000 350,000 370,000 390,000 410,000 410,000 410,000 410,000 0 0 0 2,071,856 1,897,150 1,928,650 1,960,150 1,990,073 1,990,073 1,940,073 1,904,573 0 (50,000) (85,500) 3,418,180 2,855,620 3,022,188 3,309,100 3,308,073 3,208,473 3,108,673 3,009,073 (99,600) (199,400) (299,000) (0.03%) (3.01%) (6.03%) (9.04%) Page 2 of 3 001 General Fund 090 General Government (Nonrecurring Capital Outlays 099.594.18.64.00 IT capital replacement 099.594.18.64.11 Compuer Hardware - Capital 099.594.18.64.12 Computer Software - Capital 099.594.18.64.XX City Hall Generator P:\1. General Governance\Budget\2020 Budget\Finance\GenGov budget worksheets 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 26,386 0 0 0 0 0 0 0 0 0 76,119 111,451 23,877 102,000 190,000 190,000 190,000 190,000 0 0 0 10,870 0 0 5,000 0 0 0 0 0 0 0 0 0 0 203,000 0 0 0 0 0 0 0 86,989 137,837 23,877 310,000 190,000 190,000 190,000 190,000 0 0 0 Operating 099.518.30.48.01 Facility Repair & Maint - CH Relocation 0 0 0 0 0 0 0 0 0 0 0 000.518.20.45.01 City Hall Rent 0 438,565 0 0 0 0 0 0 0 0 0 0 438,565 0 0 0 0 0 0 0 0 0 Interfund Payments for Service 000.597.12.00.20 Transferout-#122 15,043 258,000 490,000 120,000 0 0 0 0 0 0 0 000.597.30.00.90 Transfer out - #309 (Park Capital) 0 0 423,206 1,160000 0 0 0 0 0 0 0 000.597.31.00.40 Transfer out - #314 (RR Grade Separation) 0 1,200,000 0 0 0 0 0 0 0 0 0 000.597.31.00.20 Transferout-#312 (Capital Reserve) 1,828,723 3,003,929 3,795,429 7,109,300 0 0 0 0 0 0 0 1,843,766 4,461,929 4,708,635 8,389,300 0 0 0 0 0 0 0 Total Nonrecurring Expenditures Total Governmental Division 1,930,755 5,038,331 4,732,512 8,699,300 190,000 190,000 190,000 190,000 Nonrecurring expenses increase (decrease) = (97,82%) 0.00% 0.00% 0.00% 0 0 5,348,935 7,893,951 7,754,700 12,008,400 3,498,073 3,398,473 3,298,673 3,199,073 (99,600) (199,400) (299,000) Total General Government increase (decrease) = (70.87%) (2.85%) IT Expenditures - R 395,850 380,500 IT Expenditures - N 107,000 190,000 502,850 570,500 Page 3 of 3 (5.70%) (8.55%) P::\1. General GovernancelBudget12020 Budget\Finance\GenGov budget worksheets 2020.xlsx General Fund 2020 Proposed Bud • et 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 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 (i.e.. defibrillator) 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. - Speaker phones and cameras for conference rooms Computer Software - Non Capital - Licenses - MS Office 2010/2013, MS Server 2012, Mite1, etc. 000.519.60.31.01 Office & Operating Supplies - kitchen supplies, calendar, copy paper, letterhead, toner, etc. 000.513.10.41.05 000.514.23.41.01 000.517.90.49.06 000.518.10.42.01 000.518.10.42.02 000.518.10.42.03 000.518.10.42.08 001.518.30.44.03 000.518.10.49.00 000.518.30.48.01 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, Maas 360 Internet Service - Internet access Taxes and Assessments - Taxes for Carnahan property City Wide Records Management - Equipment and/or consultant Facility Repairs & Maintenance - Maintenance of general city owned facilities 27,700 9,000 10,000 1,300 800 1,700 5,600 46,700 35,300 9,700 218,000 95,000 1,000 2,500 12,500 3,000 9,000 1,000 10,000 5,000 Page 1 of 3 P:11. General GovernancelBudget12020 Budget\Finance\GenGov budget worksheets 2020.xlsx 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 000.566.10.41.05 000.566.10.41.06 000.514.40.51.01 000.514.90.51.03 000.553.70.44.03 000.553,70.44.03 000.594.18.64.11 000.592.19.82.01 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 Excise Tax - Paid to Spokane County per State statute 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 - Aging & Long Term Care of Easter WA Spokane Regional Clean Air Agency - Air quality Computer Hardware - Capital - Replace backup appliance - switches, routers, domain controllers Interest and Other Debt Service Costs - Bank fees for servicing LTGO debt Page 2 of 3 50,000 1 2, 000 29,200 50,000 7,500 2020 Proposed Budget 32,200 27,500 91,200 500 5,000 4,300 500 600 7,000 55,000 11,000 182,000 9,600 16,000 110,000 100,000 12,100 137,300 57,500 600 P:11. General Governance\Budget12020 Budget\FinancelGenGov budget worksheets 2020.xlsx 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 Computer Hardware - Capital Replace outdated copiers Replace video security system at CenterPlace - Replace SAN at City Hall Total Nonrecurring Expenditures Total General Government Page 3 of 3 20,000 1 00, 000 70,000 2020 Proposed Budget 401,450 160,000 982,023 36,600 410,000 3,308,073 190,000 190,000 3,498,073 P:\1. General Governance\Budget\2020 Budget\Human Resources\HR budget worksheets 2020.xlsx 001 General Fund 018 Operations & Administrative Services 016 Human Resources Division Employee Count - 2 FTEs 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 016.518.10.10.00 Wages 161,642 167,756 179,051 189,734 197,440 197,440 191,511 185,581 0 (5,929) (11,859) 016.518.10.20.00 Payroll Taxes and Benefits 64,648 67,371 72,943 80,246 83,891 83,891 80,987 78,277 0 (2,904) (5,614) 226,290 235,127 251,994 269,980 281,331 281,331 272,498 263,858 0 (8,833) (17,473) Supplles 016.518.10.31.01 Office & Operating Supplies 216 1,346 547 1,100 750 550 550 550 (200) (200) (200) 016.518.10.32.01 Fuel 18 123 8 30 30 30 30 30 0 0 0 016.518.10.35.13 Employee Health & Wellness Supplies 0 0 672 500 500 500 500 0 0 0 (500) 234 1,469 1,227 1,630 1,280 1,080 1,080 580 (200) (200) (700) Other Services & Charges 016.518.10.41.04 Legal 1,467 1,652 2,153 2,000 2,000 500 500 500 016.518.10.41.05 Professional Services 7,521 7,059 9,042 8,048 8,000 8,000 8,000 7,000 016.518.10.41.17 Advertising 1,158 2,282 3,183 3,500 3,000 300 300 300 016.518.10.42.01 Postage 54 55 52 75 75 75 75 75 016.518.10.42.03 Cell Phones 0 0 279 455 455 455 455 455 016.518.10.43.01 Travel/Mileage 1,451 1,150 1,214 2,280 2,280 0 0 0 016.518.10.48.02 Copier Maintenance 927 722 881 1,000 1,000 1,000 450 450 016.518.10.49.01 Subscriptions 0 78 0 0 0 0 0 0 016.518.10.49.02 Memberships 997 907 625 780 800 550 550 550 016.518.10.49.04 Registrations 249 300 320 595 595 0 0 0 016.518.10.49.07 Training 298 459 175 4,000 1,000 0 0 0 016.518.10.49.10 Employee Education Reimbursement 0 0 3,270 10,000 10,000 10,000 10,000 10,000 016.518.10.49.13 Employee Health & Wellness 1,588 1,283 755 1,500 1,500 920 920 920 15,710 15,947 21,949 34,233 30,705 21,800 21,250 20,250 Total Human Resources Division (1,500) (1,500) (1,500) 0 0 (1,000) (2,700) (2,700) (2,700) 0 0 0 0 0 0 (2,280) (2,280) (2,280) 0 (550) (550) 0 0 0 (250) (250) (250) (595) (595) (595) (1,000) (1,000) (1,000) 0 0 0 (580) (580) (580) (8,905) (9,455) (10,455) 242,234 252,543 275,170 305,843 313,316 304,211 294,828 284,688 (9,105) (18,488) (28,628) Total budget increase = 2.44% (2.91%) (5.90%) (9.14%) Nonpayroll budget increase = (10.81%) P:11. General GovernancelBudget12020 Budget\Human Resources\HR budget worksheets 2020.xlsx 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&l, PERS 2020 Proposed Budget 197,440 83,891 016.518.10.31.01 Office & Operating Supplies 750 - File Folders 100 - Employee IDs 200 - Labels 40 - Avery labels and dividers 60 - Note Paper 20 - Pens - various types 40 - 3 ring binders 140 - copy paper 150 016.518.10.32.01 Fuel 30 Employee Health & Wellness Supplies 500 Legal 2,000 - Summit Law 016.518.10.20.00 016.518.10.41.04 016.518.10.41.05 016.518.10.41.17 Professional Services - Pre-employment Physicals 2000 - Drug and Alcohol Testing 350 - Criminal History Checks 1 152 - Navia (HRA) Admin Fee 4300 198 - Mobile App Maintenance 8,000 Advertising 3,000 - Employee Recruitment Advertising 016.518.10.42.01 Postage 75 016.518.10.42.03 Cell Phones 455 016.518.10.43.01 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 100 016.518.10.48.02 016.518.10.49.02 Copier Maintenance 1,000 Memberships - Washington Emp, Public Relations Association 200 - Society for Human Resources Management 400 - AWC Drug and Alcohol Consortiurn 200 016.518.10.49.04 Registrations - AWC Labor Relations Institute 200 - AWC Wellness Summit 195 - AWC WAPELRA Fall Labor Relations Conference 200 Page 1 of 2 800 595 P:11. General Governance\Budget\2020 Budget\Human Resources\HR budget worksheets 2020.xlsx General Fund Human Resources - Details 001.018.016 016.518.10.49.07 Training - Anti Harassment - Individualized Training 500 500 2020 Proposed Budget 1,000 016.518.10.49.10 Employee Health & Wellness 10,000 016.518.10.49.13 Health and Wellness Events 1,500 - $10 per employee to qualify for WellCity Award 940 Program. Result is an estimated $30,000 savings in health insurance premiums. - Additional Wellness Activities 560 Total: 313,316 Page 2 of 2 P:\1. General Governance\Budget\2020 Budget\Building\City Hall O&M budget worksheet 2020.xlsx 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 Supplies 000.518.30.31.01 000.518.30.31.08 000.518.30,32.01 000.518.30.35.01 000.518.30.35.03 Other Services & 000.518.30.41.05 000.518.30.41.06 000.518.30.42.03 000.518.30.43.01 000.518.30.44.03 000.518.30.45.07 000.518.30.47.01 000.518.30.47.02 000.518.30.47.03 000.518.30.47.04 000.518.30.48.01 Office & Operating Supplies Repair & Maint. Supplies Fuel Small Tools & Minor Equipment Non Capital Office Furniture & Equip Charges Professional Services Janitorial services Cell Phones Travel/Mileage Taxes and Assessments lnterfund vehicle lease Electricity Water Sewer Waste Disposal Equipment Repair & Maintenance Nonrecurring Items 000.594.18.62.00 Total Recurring Expenditures Building and Structures 2016 2017 2018 Actual Actual Actual 0 0 0 0 0 46,872 O 307 O 27,085 0 74,264 0 0 0 0 0 0 2,865 80 0 0 344 3,289 13,791 3,118 393 10,223 232 27,757 2019 Amended Budget 57,084 500 33,255 90,839 20,000 0 500 10,000 0 30,500 O 18,073 0 21,916 O 0 0 0 0 446 0 500 0 11,942 0 541 0 451 0 1,247 0 43 0 55,159 37,776 76,945 0 1,132 717 500 39,894 2,156 1,732 779 1,692 163,323 0 58,448 20,000 80,000 455 500 0 500 60,000 4,000 2,600 2,000 500 170,555 2020 Proposed Budget 58,537 650 35,083 94,270 20,000 1,000 500 6,500 0 28,000 40,000 80,000 500 500 0 500 45,000 3,000 2,000 2,000 500 174,000 265,344 291,894 296,270 Total budget increase = 1.50% Combined nonpayroll increase = 0 36,509 0 0.47% 0 0 0 94,957 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 52,683 650 31,575 84,908 20,000 1,000 500 6,500 28,000 40,000 80,000 500 500 0 500 45,000 3,000 2,000 2,000 500 174,000 286,908 (3.16%) 0 46,830 650 28,066 75,546 20,000 1,000 500 6,500 28,000 40,000 80,000 500 500 0 500 45,000 3,000 2,000 2,000 500 174,000 40,976 650 24,558 66,184 (5,854) (11,707) (17,561) 0 0 0 (3,508) (7,017) (10,525) (9,362) (18,724) (28,086) 20,000 1,000 500 6,500 28,000 40,000 80,000 500 500 0 500 45,000 3,000 2,000 2,000 500 174,000 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 0 277,546 268,184 (5.32%) 0 (9.48%) 0 (9,362) 0 265,344 291,894 296,270 286,908 277,546 268,184 (9,362) 0 0 0 0 0 0 0 0 0 0 0 0 (18,724) (28,086) 0 0 (18,724) (28,086) P:11. General Governance\Budget12020 Budget\Building\City Hall O&M budget worksheet 2020.xlsx 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&l, PERS 000.518.30.31.01 Office & Operating Supplies - Filters - Light bulbs - Misc. (nuts, bolts, glue, wood) - Paint & supplies - Electrical supplies - Cleaning supplies - Paper products & garbage bags - Carpet Cleaning - Floor waxing 2019 Proposed Budget 58,537 650 35,083 20,000 000.518.30,31.08 Repair & Maintenace Supplies 1,000 000.518.30.32.01 Fuel 500 - Fuel for the Maintenance Truck 001.518.30.35.01 Small tools and minor equipment 6,500 - Misc. Equipment, secure tool storage (rollaway) - Hand tools, extension cords, groundskeeping equip. 000.518.30.41.05 Professional Services 40,000 - Elevator maintenance, snow removal, grounds maint., etc. 000.518.30.41.06 Janitorial services 80,000 - Janitorial services contract for City Hall facility 000.518.30.42.03 Cell Phones 500 000.518.30.43.01 Travel / Mileage 500 000.518.30.45.07 Interfund Vehicle Lease 500 000.518.30.47.01 Electricity 45,000 000.518.30.47.02 Water 3,000 000.518.30.47.03 Sewer 2,000 000.518.30.47.04 Waste Disposal 2,000 000.518.30.48.01 Equipment Repair & Maintenance 500 - Repairs for the Maintenance Truck Total: 296,270 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count - 20 FTEs Wages/Payroll Taxes/Benefits 043.524.60.10.00 Wages 043.524.60.10.99 Overtime 043.524.60.20.00 043.558.50.10.00 043.558.50.10.99 043.558.50.20.00 043.558.60.10.00 043.558.60.10.99 043.558.60.20.00 Supplies 043.524.60.31.01 043.524.60.31.06 043.524.60.31.08 043.524.60.32.01 043.524.60.35.01 043.558.50.31.01 043.558.50.31.02 043.558.50.31.03 043.558.50.31.06 043.558.50.31.08 043.558.50.31.10 043.558.50.32.01 043.558.50.35.01 043.558.60.31.01 043.558.60.31.03 043.558.60.31.05 043.558.60.31.06 043.558.60.32.01 043.558.60.35.01 Other Services & 043.524.50.42.01 043.524.60.42.03 043.524.60.43.01 043.524.60.45.07 043.524.60.48.01 043.524.60.49.02 043.524.60.49.04 043.524.60.49.08 043.524.60.49.18 043.558.50.41.01 043.558.50.41.03 043.558.50.41.05 043.558.50.41.18 043.558.50.42.01 Payroll Taxes and Benefits Wages Overtime Payroll Taxes and Benefits Wages Overtime Payroll Taxes and Benefits Office & Operating Supplies Safety Equipment Repair & Maintenance Supplies Fuel Small Tools & Minor Equipment Office & Operating Supplies Forms Publications Safety Equipment Repair & Maintenance Supplies Vehicle Maintenance Supplies Fuel Small Tools & Minor Equipment Office Supplies Publications Meeting Supplies Safety Equipment Fuel Small Tools & Minor Equipment Charges Postage Cell Phones Travel/Mileage Interfund Vehicle Lease Equipment Repair and Maintenance Memberships Registrations Code Enforcement Abatement Vehicle License & Registration Credit Card & Bankcard Fees Spokane County GIS Professional Services Legal Notices Postage P:\1. General Governance\Budget\2020 Budget\Building\Building budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 72,803 6,281 30,941 831,395 227 352,808 438,173 2,500 185,700 62,883 807 26,223 691,485 469 314,732 293,319 3,189 107,535 51,812 0 20,245 822,126 5,327 371,402 246,994 0 96,321 2019 Amended Budget 53,592 500 22,010 1,013, 934 8,000 476,335 251,845 0 100,303 2020 Proposed Budget 56,856 750 21,908 1,029,204 8,000 454,132 259,728 0 119,018 1,900,828 1,500,642 1,614,227 1,926, 519 1,949, 596 0 4 0 869 532 397 541 7,602 147 20 0 4,273 5,524 4,350 0 227 0 0 1,408 25,894 1 16 7 980 29 3,620 51 7 568 1,617 41 5,959 O 0 317 188 470 134 5,809 3,456 5,232 0 22 130 0 0 1,135 44 16 164 32 4,308 1,196 4,451 0 0 15 1,261 16,162 25,114 0 984 1,469 0 65 40 265 3,265 0 30,336 1,261 781 0 425 O 359 918 920 630 566 O 2,500 1,498 37 0 40 O 200 6,762 5,834 O 15 30,668 23,547 0 0 3,001 247 0 20,185 318 749 0 500 4,500 1,000 500 3,950 600 9,000 1,200 6,000 0 5,000 3,000 4,800 600 1,400 150 0 2,000 44,200 300 1,000 2,000 2,500 1,000 200 700 10,000 0 35,000 2,000 3,500 0 1,000 150 500 2,000 1,700 300 6,000 1,000 9,000 500 4,000 3,000 6,050 3,500 5,000 600 500 0 0 1,500 45,300 Page 1 of 2 400 1,000 1,000 500 1,000 200 700 11,000 0 30,500 2,000 3,500 300 1,000 3% Reduction 56,856 750 21,908 970,524 8,000 433,131 259,728 0 119,018 1,869,915 150 500 2,000 1,700 300 6,000 1,000 9,000 500 4,000 3,000 6,050 3,500 5,000 600 500 0 0 1,500 45,300 400 1,000 1,000 500 1,000 200 700 11,000 0 30,500 2,000 3,500 300 1,000 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 6% 9% 3% 6% 994 Reduction Reduction Reduction Reduction Reduction 56,856 56,856 0 0 0 750 750 0 0 0 21,908 21,908 0 0 0 928,740 875,736 (58,680) (100,464) (153,468) 8,000 8,000 0 0 0 415,786 387,862 (21,001) (38,346) (66,270) 259,728 259,728 0 0 0 0 0 0 0 0 119,018 119,018 0 0 0 1,810,786 1,729,858 (79,681) (138,810) (219,738) 150 500 2,000 1,700 300 6,000 1,000 9,000 500 4,000 3,000 6,050 3,500 5,000 600 500 0 0 1,500 45,300 400 1,000 1,000 500 1,000 200 700 11,000 0 30,500 2,000 3,500 300 1,000 150 500 2,000 1,700 300 6,000 1,000 9,000 500 4,000 3,000 6,050 3,500 5,000 600 500 0 0 1,500 45,300 400 1,000 1,000 500 1,000 200 700 11,000 0 30,500 2,000 3,500 300 1,000 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 0 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count - 20 FTEs P:\1. General Governance\Budget\2020 Budget\Building \Building budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 043.558.50.42.03 Cell Phones 5,428 043.558.50.43.01 Travel/Mileage 2,098 043.558.50.45.07 Interfund Vehicle Lease 5,500 043.558.50.48.01 Equipment Repair & Maintenance 1,503 043.558.50.48.02 Copier Maintenance 5,673 043.558.50.48.03 Software Licenses & Maintenance 7,483 043.558.50.49.01 Subscriptions 99 043.558.50.49.02 Memberships 752 043.558.50.49.04 Registrations 2,700 043.558.50.49.05 Filing & Recording Fees 0 043.558.50.49.06 Miscellaneous Services 613 043.558.60.41.03 Spokane County GIS 95,505 043.558.60.41.05 Professional Services 49,865 043.558.60.41.18 Legal Notices 11,852 043.558.60.41.54 Hearing Examiner 0 043.558.60.42.01 Postage 16 043.558.60.42.03 Cell Phones 736 043.558.60.43.01 Travel/Mileage 616 043.558.60.48.02 Copier Maintenance 1,106 043.558.60.48.03 Software Licenses & Maintenance 20,195 043.558.60.49.01 Subscriptions 0 043.558.60.49.02 Memberships 2,917 043.558.60.49.03 Printing & Binding 0 043.558.60.49.04 Registrations 3,476 043.558.60.49.05 Filing & Recording Fees 8,655 5,766 1,092 8,000 1,030 5,458 7,483 99 1,542 1,449 0 202 92,974 21,438 20,954 0 0 80 516 1,074 16,163 120 3,150 305 1,285 6,943 265,679 240,918 5,486 3,240 11,500 677 4,709 17,286 214 1,019 2,708 989 0 75,328 12,242 499 0 3,503 0 179 2,671 14,980 0 2,093 0 516 13,052 228,090 2019 Amended Budget 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6,255 6,255 6,255 4,800 3,500 3,500 11,500 11,500 11,500 3,000 1,500 1,500 6,000 6,000 6,000 17,000 17,000 17,000 100 100 100 1,600 1,600 1,600 2,800 3,500 3,500 0 0 0 1,500 1,500 1,500 82,000 82,000 82,000 40,000 40,000 40,000 8,000 20,000 20,000 0 25,000 25,000 5,000 5,000 5,000 0 0 0 3,000 3,000 3,000 3,000 3,000 3,000 20,000 20,000 20,000 400 400 400 2,100 2,100 2,100 500 500 500 2,000 2,000 2,000 6,000 13,500 13,500 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 6,255 6,255 0 0 0 3,500 3,500 0 0 0 11,500 11,500 0 0 0 1,500 1,500 0 0 0 6,000 6,000 0 0 0 17,000 17,000 0 0 0 100 100 0 0 0 1,600 1,600 0 0 0 3,500 3,500 0 0 0 0 0 0 0 0 1,500 1,500 0 0 0 82,000 82,000 0 0 0 40,000 40,000 0 0 0 20,000 20,000 0 0 0 25,000 25,000 0 0 0 5,000 5,000 0 0 0 0 0 0 0 0 3,000 3,000 0 0 0 3,000 3,000 0 0 0 20,000 20,000 0 0 0 400 400 0 0 0 2,100 2,100 0 0 0 500 500 0 0 0 2,000 2,000 0 0 0 13,500 13,500 0 0 0 285,755 322,055 322,055 322,055 322,055 0 0 0 Intergovernmental Services 043.558.60.51.01 Spokane County Contracts (HEX) 21,862 39,546 38,718 25,000 0 0 0 0 0 0 0 21,662 39,546 38,718 25,000 0 0 0 0 0 0 0 Total Building and Planning 043.524.60 = Code Enforcement 043.558.50 = Building 043.558.60 = Planning 2,214,063 1,797,268 1,906,149 2,281,474 2,316,951 2,237,270 2,178,141 2,097,213 (79,681) (138,810) (219,738) Total budget increase = 1.56% (3.44%) (5.99%) (9.48%) Combined nonpayroll increase = 3.49% This Division was created during the City's reorganization effective April 1, 2017. New account numbers were 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 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 Wages _ 1) Code Enforcement Officer 043.524.60.10.99 Overtime 043.524.60.20.00 Payroll Taxes and Benefits 043.558.50.10.00 Wages 1) Building Official, 1) Asst. Building Official, 1) Plans Examiner, 1) Development Services Coordinator, 1) Administrative Assistant, 1) Development Engineering Technician, 2) Permit Specialists 3) Building Inspectors, 4) Office Assistants 043.558.50.10.99 Overtime (9) staff @ $750; addresses times of increased workload, Admin assistance for Planning Commission. 2020 Proposed Budget 56,856 750 21,908 1,029,204 8,000 043.558.50.20.00 Payroll Taxes and Benefits 454,132 043.558.60.10.00 Wages 259,728 - 1) Sr. Planner, 3) Planners 043.558.60.20.00 Payroll Taxes and Benefits 119,018 043.524.60.31.01 Office & Operating Supplies 150 500 043.524.60.31.06 Safety Equipment - safety equipment for Code Enforcement Officer: safety vest, hard hat, safety glasses, breathing equipment 043.524.60.31.08 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. 043.524.60.32.01 Fuel Code Enforcement Truck 043.524,60.35.01 Small Tools & Minor Equipment - Allows for the purchase and replacement tools such as: camera, staplers, hammer, chair, labeler, 043.558.50.31.01 Office & Operating Supplies Pens, pencils, notebooks, fife 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, copy paper ($950) 2,000 1,700 300 6,000 043.558.50.31.02 Forms 1,000 - inspection tags, target dated forms. Page 1 of 5 043.558.50.31.03 043.558.50.31.06 043.558.50.31.08 043.558.50.31.10 Publications - Code books and update publications for 10 employees Safety Equipment - safety vests, safety glasses, hard hats, flashlights, safety kits for the vehicles, yellow caution tape, dust masks, water jugs for vehicles Repair & Maintenance Supplies - Parts which will be purchased by City employees, mainly in the repair and maintenance of three Building Inspector's vehicles, two CPW pool vehicles, while being maintained by the CPW maintenance shop. Vehicle Maintenance Supplies 043.558.50.32.01 Fuel 043.558.50.35.01 043.558.60.31.01 043.558.60.31.03 043.558.60.31.05 043.558.60.35.01 043.524.60.42.01 043.524.60.42.03 043.524.60.43.01 043.524.60.45.07 043.524.60.48.01 - Fuel for three building inspectors vehicles, two pool vehicles Small Tools & Minor Equipment - chairs, stand-up desks, labelers, scanners,, tape measures, staplers 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 chart, copy paper ($100) Publications - New Urban News - Spokane County Real Estate Forum - Planning Review Meeting Supplies - Planning Commission Meetings Small Tools & Minor Equipment - Chairs, Stand-up desks, staplers, desk scanners, label printers Postage Cell Phones - Cell phone and wi-fi charges for Code Enforcement Officer Travel/Mileage - Code Enforcement Officers Semi-annual meeting 1 @ $1,000 Interfund Vehicle Lease Equipment Repair and Maintenance - Repairs to the Code Enforcement officer's vehicle which must be taken to an outside repair facility Page 2of5 200 100 300 9,000 500 4,000 3,000 6,050 3,500 5,000 600 500 1,500 400 1,000 1,000 500 1,000 043.524.60.49.02 043.524.60.49.04 043.524.60.49.08 043.558.50.41.01 043.558.50.41.03 043.558.50.41.05 043.558.50.41.18 043.558.50.42.01 043.558.50.42.03 043.558.50.43.01 043.558.50.45.07 043.558.50.48.01 Memberships - Washington Association of Code Enforcement Officers - International Code Council 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 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, Legal Notices Postage - Covers all required and necessary mailed correspondence, certified mail Cell Phones - 6 cell phones and tablets Wi-Fi connections Travel/Mileage - WABO- two in-state technical/professional meetings; one person each meeting, two-day meeting NORFMA floodplain conference WSAPT Meetings- one in-state technical/professional meetings; one person; one -day meeting Inland Empire APA conference - Certifications- one per year - Certification Renewals -one per year Interfund Vehicle Lease Equipment Repair & Maintenance Repairs to the Building Inspector's and pool vehicles which must be taken to an outside repair facility 043.558.50.48.02 Copier Maintenance - actual charges to repair copier, plotters, desk printers 043.558.50.48.03 Software Licenses & Maintenance - Adobe license - SMARTGov Page 3 of 5 125 75 700 750 400 400 800 450 2,000 15,000 200 700 11,000 30,500 2,000 3,500 300 1,000 6,255 3,500 11,500 1,500 6,000 17,000 043.558.50.49.01 Subscriptions 100 - Planning Law Review 043.558.50.49.02 Memberships 1,600 - 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 3,500 WABO- four instate technical/professional meetings; one 1,200 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 500 state code development; one -day meeting; no travel or meal charges to City - Planner attend APA Conference 600 043.558.50.49.06 Miscellaneous Services 1,500 - Shredding and misc. services 043.558.60.41.03 Spokane County GIS 82,000 - 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 20,000 - The City has a statutory requirement to notice certain land actions, public hearings, and other city actions and meetings 043.558.60.41.54 Hearing Examiner (interlocal with city of Spokane) 25,000 043.558.60.42.01 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 Page 4 of 5 043.558.60.48,03 043.558.60.49.01 043.558.60.49.02 043.558.60.49.03 043.558.60.49.04 043.558.60.49.05 Software Licenses & Maintenance - SMARTGov - Adobe License - Sign Calculator Subscriptions - Planning Law Review Memberships - American Planning Association/AICP x 3 - Planning Association of Washington - APA planning commission Printing & Binding - printing informational brochures and flyers Registrations - Inland Empire Section - APA x 3 - State American Planning Association Conference - Shoreline Conference - Spokane River Forum - APA Certification credits - seminars 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 15,000 2,500 2,500 1,100 500 500 500 500 200 300 500 20,000 400 2,100 500 2,000 13,500 Total: 2,316,951 Page 5 of 5 001 General Fund 040 Community and Public Works 041 Engineering Employee Count - 33.0 FTEs General Fund = 13.525 FTEs Street Fund = 7.475 FTEs Capital Projects = 8.1 FTEs Stormwater Fund = 3.9 FTEs P:\1. General Governance\Budget\2020 Budget\Engineering \Engineering budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget 3% Reduction Budget Reduction Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Bud et - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 041.543.10.10.00 Wages 475,917 471,931 507,488 768,098 792,082 735,026 700,574 668,212 (57,056) (91,508) (123,870) 041.543.10.10.99 Overtime 684 431 703 750 750 750 750 750 0 0 0 041.543.10.20.00 Payroll Taxes and Benefits 183,784 185,939 212,113 340,988 353,889 333,209 311,621 291,368 (20,680) (42,268) (62,521) 041.558.50.10.00 Wages 472,366 350,971 344,016 353,314 389,311 389,311 389,311 389,311 0 0 0 041.558.50.10.99 Overtime 18,935 18,721 16,232 7,000 7,000 7,000 7,000 7,000 0 0 0 041.558.50.20.00 Payroll Taxes and Benefits 198,265 148,100 153,618 157,898 183,813 183,813 183,813 183,813 0 0 0 1,349,951 1,176,093 1,234,170 1,628,048 1,726,845 1,649,109 1,593,069 1,540,454 (77,736) (133,776) (186,391) Supplies 041.543.10.31.01 Office Supplies 3,955 5,430 6,505 7,000 7,000 7,500 7,500 7,500 500 600 500 041.543.10.31.03 Publications 436 0 200 700 700 700 700 700 0 0 0 041.543.10.31.05 Meeting Supplies 223 200 200 200 200 200 0 0 0 041.543.10.31.06 Safety Equipment 77 816 28 1,000 1,000 1,000 1,000 1,000 0 0 0 041.543.10.31.08 Repair & Maintenance Supplies 186 0 311 500 500 500 500 500 0 0 0 041.543.10.31.10 Vehicle Maintenance Supplies 0 27 492 0 3,500 3,500 3,500 3,500 0 0 0 041.543.10.32.01 Fuel 2,499 2,287 3,534 4,000 4,000 4,500 4,500 4,500 500 500 500 041.543.10.35.01 Small Tools & Minor Equipment 2,056 1,392 3,406 2,500 3,000 3,000 3,000 3,000 0 0 0 041.543.10.36.02 Non Capital PC software/Hardware 0 2,517 0 0 750 750 750 750 0 0 0 041.558.50.31.01 Office Supplies 1,516 2,245 3,057 3,100 3,100 3,500 3,500 3,500 400 400 400 041.558.50.31.03 Publications 0 136 0 400 400 400 400 400 0 0 0 041.558.50.31.05 Meeting Supplies 0 0 0 200 200 200 200 200 0 0 0 041.558.50.31.06 Safety Equipment 11 121 145 500 500 500 500 500 0 0 0 041.558.50.31.08 Repair & Maintenance Supplies 0 0 11 1,000 500 500 500 500 0 0 0 041.558.50.31.10 Vehicle Maintenance Supplies 0 12 144 0 1,500 1,500 1,500 1,500 0 0 0 041.558.50.32.01 Fuel 3,073 4,023 4,192 5,000 5,000 5,000 5,000 5,000 0 0 0 041.558.50.35.01 Small Tools & Minor Equipment 1,873 550 524 1,000 1,000 1,000 1,000 1,000 0 0 0 15,682 19,556 22,772 27,100 32,850 34,250 34,250 34,250 1,400 1,400 1,400 Other Services & Charges 041.543.10.41.02 Engineering & Architectural 17,990 200 0 8,000 0 0 0 0 0 0 0 041.543.10.41.03 Spokane County GIS 20,914 18,541 31,002 43,500 42,700 42,700 42,700 42,700 0 0 0 041.543.10.41.05 Professional Services 14,059 23,042 19,880 0 30,000 30,000 30,000 30,000 0 0 0 041.543.10.41.17 Advertising 0 840 987 0 1,000 1,000 1,000 1,000 0 0 0 041.543.10.42.01 Postage 422 504 749 800 800 800 800 800 0 0 0 041.543.10.42.03 Cell Phones 5,041 5,512 6,692 5,938 7,176 7,176 7,176 7,176 0 0 0 041.543.10.43.01 Travel/Mileage 3,507 1,854 2,956 7,000 7,000 7,000 7,000 7,000 0 0 0 041.543.10.45.07 Interfund Vehicle Lease 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 0 0 0 041.543.10.48.01 Equipment Repair& Maintenance 695 1,858 189 5,000 1,500 1,500 1,500 1,500 0 0 0 041.543.10.48.02 Copier Maintenance 3,950 3,935 4,357 4,500 4,500 4,500 4,500 4,500 0 0 0 041.543.10.48.03 Software Licenses & Maintenance 22,016 13,958 15,126 17,200 18,250 18,250 18,250 18,250 0 0 0 041.543.10.49.01 Subscriptions 0 150 629 0 0 0 0 0 0 0 0 041.543.10.49.02 Memberships / Professional Licenses 1,206 1,380 867 2,600 2,400 3,000 3,000 3,000 600 600 600 041.543.10.49.03 Printing & Binding 0 0 0 0 500 500 500 500 0 0 0 041.543.10.49.04 Registrations 6,825 10,243 1,437 6,000 6,600 6,600 6,600 6,600 0 0 0 041.543.10.49.05 Filing & Recording Fees 30 162 90 0 200 200 200 200 0 0 0 Page 1 of 2 P:\1. General Governance\Budget\2020 Budget\Engineering\Engineering budget worksheet 2020.xlsx 041.543.10.49.06 Miscellaneous Services 78 0 0 0 0 0 0 0 0 0 0 041.558.50.41.03 Spokane County GIS 14,347 11,585 19,311 28,000 28,700 28,700 28,700 28,700 0 0 0 041.558.50.41.05 Professional Services 18,663 27,665 27,216 30,000 35,000 35,000 35,000 35,000 0 0 0 041.558.50.42.01 Postage 3,358 3,708 348 3,500 3,500 3,500 3,500 3,500 0 0 0 041.558.50.42.03 Cell Phones 1,620 1,716 2,191 2,281 2,460 2,460 2,460 2,460 0 0 0 041.558.50.43.01 Travel/Mileage 112 355 566 1,500 1,500 1,500 1,500 1,500 0 0 0 041.558.50.45.07 Interfund Vehicle Lease 10,500 11,000 3,000 3,000 3,000 3,000 3,000 3,000 0 0 0 041.558.50.48.01 Equipment Repair & Maintenance 897 3,133 188 2,500 1,000 1,000 1,000 1,000 0 0 0 041.558.50.48.02 Copier Maintenance 553 537 1,452 1,000 1,500 1,500 1,500 1,500 0 0 0 041.558.50.48.03 Software Licenses & Maintenance 9,993 8,998 1,925 3,500 2,400 2,400 2,400 2,400 0 0 0 041.558.50.49.02 Memberships/Professional Licenses 1,137 961 1,014 900 1,350 1,350 1,350 1,350 0 0 0 041.558.50.49.03 Printing & Binding 0 0 0 0 500 500 500 500 0 0 0 041.558.50.49.04 Registrations 539 1,863 970 3,750 2,400 2,400 2,400 2,400 0 0 0 041.558.50.49.05 Filing & Recording Fees 0 74 0 0 100 100 100 100 0 0 0 164,452 159,774 149,142 186,469 212,036 212,636 212,636 212,636 600 600 600 Total Engineering 1,530,085 1,355,423 1,406,084 1,841,617 1,971,731 1,895,995 1,839,955 1,787,340 (75,736) (131,776) (184,391) 041.543.10 = General Engineering 041.558.50 = Development Engineering Total budget increase = 7.07% (3.84%) (6.68%) (9.35%) Combined nonpayroll increase = 14.66% Page 2 of 2 P:11. General GovernancelBudget12020 Budget\Engineering\Engineering budget worksheet 2020.xlsx General Fund Community and Public Works Engineering Division 001.040.041. 2020 Proposed Budget 001.040.'041.543.10.10.00 ENG ENG ENG ENG ENG ENG CIP CIP 001.040.041.543.10.10.99 001, 040.041.543.10.20.00 Wages - Eng: 9.025, CIP: 8.1 FTEs 1.0 Bill, Gloria, Candice, Lord .50 Eng Tech 1, Erica, Glenn, Jared, Jeff, Jeremiah, Kelly, Rob .375 Adam .25 Pete .20 Mitch, Senior Eng Marcy - ? Holiday/ Vacation Pay .80 Mitch, Senior Eng .50 Dan, Dana, Don, Eng Tech 1, Erica, Glenn, Jared, Jeff, Jeremiah, Kelly, Pete, Rob, Tom A. Overtime Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS j 792,082 750 353,889 001.040.041.558.50.10.00 001.040.041.558.50.10.99 001.040.041.558.50.20.00 Wages - 4.5 FTEs 1.0 Chad R, Scott, Tyson, Henry .5 John J. Overtime Payroll Taxes and Benefits 389,311 7,000 183,813 001.040.041.543.10.31.01 001.040.041.543.10.31.03 001.040.041.543.10.31.05 001.040.041.543,10.31.06 001.040.041.543.10.31.08 001.040.041.543.10.31.10 001.04 0.041.543.10.32.01 Office Supplies - standard office supplies, copy paper 75% CIP / 25% Devi, unless larger item specific requests for Varidesk - (Mitch,Glenn,Jeff,Kelly,Jeremiah,Jared) Publications - Specs, Standards - WSDOT Spec books - every odd year $30/ea Meeting Supplies Safety Equpiment - This includes all safely supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. Repair & Maitenance Supplies - Equipment Vehicle Maintenance Supplies - Internal Fleet Repairs (annually and as needed) - 4.5 vehicles (see Fuel for detail) Fuel For 4.5 vehicles 1.0 2-300: 2003 Ford Explorer (CIP Mgrnnt) 1 .0 2-301: 2004 Ford Taurus (Dan) 1.0 2-302; 2004 Dodge Dakota (Pete) 1.0 2-203: 2014 Ford Escape SE (Don) .5 5-216: 2014 Ford F-150 (Dana) 7,000 700 200 1,000 500 3,500 4,000 Page 1 of 4 P:\1. General Governance\Budget\2020 BudgetlEngineeringlEngineering budget worksheet 2020.xlsx General Fund Community and Public Works Engineering Division 001.040.041. 2020 Proposed Budget 001.040.041.543.10.35.01 001.040.041.543.10.36.02 Small Tools & Minor Equipment - This includes tape measures, surveying equipment, levels, and other misc. devices that would be used to inspect contractors' work. Veradesk requests (Mitch, Glenn, Jeff, Kelly, Jeremiah, Jared) - possible purchase of 2 / per year Non Capital PC Software/Hardware 3,000 750 001.040.041.558.50.31.01 001.040.041,558.50.31.03 001.040.041.5 58.50.31.05 001.040.041.558.50.31.06 001.040.041.558.50.31.08 001.040.041.558.10.31.10 001.040.041.558.50.32.01 001.040.041.5 5 8.50.3 5.01 Office Supplies - standard office supplies, copy paper 75% CIP / 25% Devl, unless larger item specific Publications - Specs, Standards - WSDOT Spec hooks - every odd year $30/ea Meeting Supplies - Developer's Forums Safety Equipment - Hard hats, vests, caution tape, paint Repair & Maintenance Supplies - Equipment Vehicle Maintenance Supplies - Internal Fleet Repairs (annually and as needed) - 2.0 vehicles (see Fuel for detail) Fuel For 2.0 vehicles 1.0 4-004: 2006 Dodge Dakota (Tyson) 1.0 4-008: 2013 Ford Escape SE (Scott) Small Tools & Minor Equipment - Tape measures, extra long levels, staplers (construction grade for notices 3,100 400 200 500 500 1,500 5,000 1,000 001.040.041.543.10.41.03 001.040.041,543.10.41.05 001.040.041.543,10.41.17 001.04 0.041.54 3.10.42.01 Spokane County GIS Invoice from Spokane Co Info Systems C!P 25.25% / Storm 22.83% / CD Devlpl6.5%,/ CD Planning 35.42% /based on # users - GIS Application Services (wk from Dan Neyman) - ESRI Licenses Fee - ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles - every even yr Professional Services - Pre -design work / Project not assigned Mark to make adjustment to his budget in 090 - 2020 Advertising - Non project items Postage Covers all required and necessary, mailed correspondence 36,000 4,500 2,200 42,700 30,000 1,000 800 Page 2 of 4 P:11. General GovernancelBudget12020 BudgetlEngineeringlEngineering budget worksheet 2020.xlsx General Fund Community and Public Works Engineering Division 001.040.041. 2020 Proposed Budget 001.040.041.543.10.42.03 001.040.041.543.10.43.01 001.040.041.543.10.45.07 001.040.041.543.10.48.01 001.040.041.543.10.48.02 001.040.041.543.10.48.03 001,040.041.543.10.49.02 Bill, Gloria, Erica Gloria Erica 001.040.041, 543.10.49.03 001.040.041.543.10.49.04 001.040.041.543.10.49.05 Cell Phones .. (6) Ph: (Bill, Erica, Jared, Mitch, Pete, Rob) @ 40.01/mo 2,880 - (4) Phones 50%: (Dan, Dana, Don, Tom A) @ 40.01/mo 984 _ (2) (Pads: (Bill Gloria) @ 40.01/mo 984 _ (2) MiFi: (Jared,Pete) @ 40.01/mo 984 - (4) Mobile Broadband 50%: (Dan, Dana, Don, Tom A) @ 984 40.01/mo each - (1) One Talk: (Bill) @ 30.06/mo - ? remove/chg 360 Travel/Mileage - Car Rental _ Flights _ Lodging & Meals - Training / travel expenses Vehicle Replacement Fund Equipment Repair & Maintenance - Outside Fleet Repairs Copier Maintenance Upkeep on copier/Plotter, 75% CIP/25% Devl Software Licenses & Maintenance - Transoft Solutions: Autoturn map 850 _ Syncro Plus SimTraffic Upgrade 400 . Bentley Systems: Culvert, Flow Master, Pond Pack 900 Equip Watch: Estimator Package 4,000 AutoCad Subscription 8,800 Stand Alone(4) Shared (4) - Blue Beam - (8) seats- annual fee 149/yr 1,200 Online search for county easements 100 New software seats 2,000 Memebership & Professional Licenses _ Professional Engineer ($120/ea) Even yr: Gloria, Glenn, ? New sr eng Odd yr: Bill, Rob, Erica, Kelly - American Public Works Association (3 x $220) _ VI/TS international ASCE _ Various Printing & Binding Registrations Class Registration, Webinar fees & Training 11 staff @ $600 Filing & Recording Fees Non project 360 660 100 270 1,010 7,176 7,000 6,000 1,500 4,500 18,250 2,400 500 6,600 200 Page 3 of 4 P:11. General GovernancelBudget12020 BudgetlEngineeringlEngineering budget worksheet 2020.xlsx General Fund Community and Public Works Engineering Division 001.040.041. 001.040.041.558.50.41.03 Spokane Couty GIS Invoice from Spokane Co Info Systems CIP 25.25% / Storm 22.83% / CD Devlp16.5%,/ CD Planning 35.42% / based on # users - GIS Application Services (wk from Dan Neyman) - ESRI Licenses Fee - ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles - every even yr 001.040.041.558.50.41.05 001.040.041.558.50.42.01 001,040.041.558.50,42.03 001.040.041.558.50.43.01 001.040.041.558.50.45.07 001.040.041.558.50.48.01 001.040.041.558.50.48.02 001.040.041.558.50,48.03 001.040.041.558.50.49.02 Chad Henry Henry Henry 001.040.041.558.50.49.03 001.040.041.558.50.49.04 001.040.041.558.50.49.05 Professional Services - Survey Contract Postage - Covers alt required and necessary mailed correspondence Cell Phones - (2) Phones: (Scott, Tyson) @ 40.01/mo - (1) Ipad (Scott) - 40.01/mo (1) Dell (Tyson) - 40.01/mo - (1) Mobile Broadband (Tyson) - 40.01/mo Travel/ Mileage _ Car Rental _ Flights _ Lodging & Meals - Training /travel expenses Interfund Vehicle Lease Equipment Repair & Maintenance - Outside Fleet Repairs Copier Maintenance - Upkeep on copier/Plotter, 75% CIP / 25% Devi Software Licenses & Maintenance - Autocad Subscription: 1 Multi User - Synchro Plus SimTraffic Membership) Professional Licenses _ Professional Engineer ($120/ea) Even yr: Henry Odd yr: Chad R - American Society of Civil Engineers (ASCE) Association of State Floodplain Managers (ASFPM) American Water Resources Assoc (AWSA) Washington Recycle Assoc (WSRA) - Various Printing & Binding Registrations - 4 staff @ $600 Filling & Recording Fees 24,000 3,000 1,700 984 492 492 492 1,200 1,200 120 270 100 180 275 405 2020 Proposed Budget 28,700 35,000 3,500 2,460 1,500 3,000 1,000 1,500 2,400 1,350 500 2,400 100 Total: 1,971,731 Page 4 of 4 001 General Fund 040 Community and Public Works 042 Economic Development Employee Count - 5 FTEs P:\1. General Governance\Budget\2020 Budget\Economic Development\Economic Development budget worksheet 2020.xlsx 2016 Actual 2017 Actual 2018 Actual 2019 Amended Budget 2020 Proposed Budget Budget Reduction Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 042.558.70.10.00 Wages 212,368 315,410 469,542 465,651 488,140 480,784 480,784 480,784 (7,356) (7,356) (7,356) 042.558.70.10.01 Intern - Wages 0 0 0 12,171 13,689 0 0 0 (13,689) (13,689) (13,689) 042.558.70.20.00 Payroll Taxes and Benefits 79,513 123,775 186,400 192,106 221,118 219,535 219,535 219,535 (1,583) (1,583) (1,583) 042.558.70.20.01 Intern - Payroll Taxes and Benefits 0 0 0 1,014 1,137 0 0 0 (1,137) (1,137) (1,137) 291,881 439,185 655,942 670,942 724,084 700,319 700,319 700,319 (23,765) (23,765) (23,765) Supplies 042.558.70.31.01 Office & Operating Supplies 0 1,426 441 400 400 400 400 400 0 0 0 042.558.70.31.03 Publications 160 26 223 600 600 600 600 600 0 0 0 042.558.70.31.05 Meeting Supplies 15 65 0 500 500 500 500 500 0 0 0 042.558.70.31.08 Repair & Maintenance Supplies 0 0 10 0 0 0 0 0 0 0 0 042.558.70.31.07 Fuel 0 0 21 0 0 0 0 0 0 0 0 042.558.70.35.01 Small Tools & Minor Equipment 790 0 0 1,500 1,500 1,500 1,500 1,500 0 0 0 042.558.70.35.03 Non Capital Office Furniture & Equip 0 0 2,313 0 0 0 0 0 0 0 0 965 1,517 3,008 3,000 3,000 3,000 3,000 3,000 0 0 0 Other Services & Charges 042.558.70.41.05 Professional Services 36,454 8,655 27,412 24,850 30,000 30,000 30,000 30,000 0 0 0 042.558.70.41.07 Contracted Economic Development 0 41,445 42,146 58,000 62,000 58,000 58,000 58,000 (4,000) (4,000) (4,000) 042.558.70.41.17 City Economic Development 149,947 162,652 201,923 200,000 200,000 181,200 148,800 116,300 (18,800) (51,200) (83,700) 042.558.70.41.18 Legal Notices 617 297 401 0 0 0 0 0 0 0 0 042.558.70.42.01 Postage 0 0 244 0 0 0 0 0 0 0 0 042.558.70.42.03 Cell Phones 0 80 1,257 995 995 995 995 995 0 0 0 042.558.70.43.01 Travel/Mileage 190 73 1,025 5,100 2,500 5,100 5,100 6,100 2,600 2,600 2,600 042.558.70.45.04 Vehicle Rental 0 0 209 0 0 0 0 0 0 0 0 042.558.70.48.03 Software Licenses & Maintenance 875 8,329 14,772 13,000 15,000 15,000 15,000 15,000 0 0 0 042.558.70.49.01 Subscriptions 0 5,329 80 1,050 1,050 1,050 1,050 1,050 0 0 0 042.558.70.49.02 Memberships 2,377 2,049 2,045 3,400 2,000 3,400 3,400 3,400 1,400 1,400 1,400 042.558.70.49.04 Registrations 1,156 2,344 3,055 4,200 3,000 4,200 4,200 4,200 1,200 1,200 1,200 042.558.70.49.06 Miscellaneous Srvs 0 0 130 0 0 0 0 0 0 0 0 042.558.70.49.10 Public Information 0 0 0 46,200 46,200 46,200 46,200 46,200 0 0 0 191,616 231,253 294,699 356,795 362,745 345,145 312,745 280,245 (17,600) (50,000) (82,500) Nonrecurring items 099.558.70.41.05 Total Recurring Expenditures Retail Recruitment Contract Total Economic Development 484,462 671,955 953,649 1,030,737 1,089,829 1,048,464 1,016,064 983,564 (41,365) (73,765) (106,265) 0 Total budget increase = 5.73% (3.80%) Combined nonpayroll increase = 1.65 % (6.77%) (9.75%) 0 23,000 25,000 0 0 0 0 (25,000) (25,000) (25,000) 484,462 671,955 976,649 1,055,737 1,089,829 1,048,464 1,016,064 983,564 (66,365) (98,765) (131,265) P:\1, General Governance\Budget\2020 Budget\Economic Development\Economic Development budget worksheet 2020.xlsx 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 - Copy paper 100 2020 Proposed Budget 488,140 13,689 221,118 1,137 400 042.558.70.31.03 Publications 600 - Chicago Books and Journals 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 1,500 042.558.70.41.05 Professional Services - Special Council for Economic Development services 042.558.70.41.0X Contracted Economic Development - GS1 - Spokane Valley Chamber of Commerce 042.558.70.41.17 City Economic Development - 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. 042.558.70.42.03 Cell Phones 042.558.70.43.01 Travel/Mileage - Inland Northwest Partners - International Economic Development Council (1EDC) - GS1, Visit Spokane and other regional partner meetings - Gas $300+$100 Food 042.558.70.48.03 Software Licenses & Maintenance - COSTAR, EMSI & Adobe Suite 042.558.70.49.02 Subscriptions - National Association of Development Organization 43,000 19,000 600 1,000 500 400 200 - Strong Towns 300 - Journal of Business 200 - International Council of Shopping Centers 300 - Spokesman Review - Online 50 Page 1 of 2 30,000 62,000 200,000 995 2,500 15,000 1,050 P:\1. General Governance\Budget\2020 Budget\Economic Development\Economic Development budget worksheet 2020.xlsx General Fund Community and Public Works Economic Development Division 001.040.042 042.558.70.49.04 Memberships - international Economic Development Council (IEDC) 250 - Inland NW Economic Alliance 500 - American Planning Association; American Institute of Certified Planners (AICP) 1,000 - Inland Northwest Partners 250 2020 Proposed Budget 2,000 042.558,70.49.07 Registrations 3,000 APA - Inland Empire Section 1,200 - International Economic Development Council ((EDC) 500 - inland Northwest Partners 300 - GS!, Visit Spokane and other regional partner meetings 1,000 042.558,70.49.10 Public Information 46,200 Hot Topic 4 Hot Topic newsletters mailed ($11,000 x 4) 45,400 State of the City 350 invitation postcards printing 200 300 invitation postcards postage 100 Advertising 500 800 Total: 1,089, 829 Page 2 of 2 001 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 000.576.80.31.01 000.576.80.31.06 000.576.80.31.07 000.576.80.31.08 000.576.80.31.10 000.576.80.32.01 000.576.80.35.01 Other Services & 000.576.80.41.03 000.576.80.41.05 000.576.80.41.17 000.576.80.41.18 000.576.80.42.01 000.576.80.42.02 000.576.80.42.03 000.576.80.43.01 000.576.80.44.03 000.576.80.45.07 000.576.80.48.01 000.576.80.48.02 000.576.80.48.03 000.576.80.49.01 000.576.80.49.02 000.576.80.49.03 000.576.80.49.04 000.576.80.49.06 Office & Operating Supplies Safety Equipment Clothing & Uniforms Repair & Maintenance Supplies Vehicle Maintenance Supplies Fuel Small Tools & Minor Equipment Charges Spokane County GIS Professional Services Advertising Legal Notices Postage Telephone Services Cell Phones Travel/Mileage Taxes and Assessments Interfund vehicle lease Equipment Repair & Maintenance Copier Maintenance Software Licenses and Maint Subscriptions Memberships Printing & Binding Conference Registrations Miscellaneous Services P:\1. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xdsx 2016 2017 2018 Actual Actual Actual 176,976 4,121 404 50,752 636 232,889 182,718 5,795 428 52,952 870 242,763 187,864 4,525 379 55,747 626 249,141 1,071 161 0 168 0 1,537 321 3,258 476 0 0 0 19 1,529 444 2,468 1,114 5 0 27 47 1,433 0 2,626 633 2,739 543 0 477 593 0 1,432 10,117 1,500 247 1,421 0 239 1,165 911 738 48 22,803 0 17,643 400 0 386 609 0 1,099 11,089 6,000 495 1,329 0 299 1,165 1,092 1,347 0 42,953 98 12,005 0 0 476 617 279 1,717 12,702 6,000 3 725 0 0 1,220 38 640 0 36,520 2019 Amended Budget 202,498 7,604 0 61,118 645 2020 Proposed Budget 210,736 8,555 0 63,113 723 271,865 283,127 1,600 0 150 0 0 2,000 1,000 4,750 1,500 0 500 0 0 2,000 1,000 5,000 1,000 35,000 0 500 500 600 455 1,850 11,500 6,000 0 1,500 1,000 300 1,200 1,100 1,000 0 63,505 500 35,000 0 500 500 650 0 2,850 13,000 6,000 0 1,000 500 200 1,300 1,100 1,000 0 64,100 Total Recurring P&R Admin Division 258,950 288,184 288,287 340,120 352,227 Total budget increase = 3.56% 1.24% Combined nonpayroll increase = Page 1 of 2 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Bud et - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 210,736 8,555 0 63,113 723 283,127 1,500 0 500 0 0 2,000 0 4,000 500 35,000 0 500 500 650 0 0 13,000 6,000 0 1,000 500 0 1,300 1,100 0 210,736 8,555 0 63,113 723 283,127 1,500 0 250 0 0 2,000 0 3,750 500 10,000 0 500 500 650 0 0 13,000 6,000 0 1,000 500 0 1,300 1,100 0 210,736 8,555 0 63,113 723 283,127 1,500 0 0 0 0 2,000 0 3,500 500 10,000 0 500 500 650 0 0 13,000 6,000 0 1,000 500 0 1,300 1,100 0 0 0 0 0 0 0 0 0 0 0 0 0 (1,000) (1,000) 60,050 35,050 35,050 347,177 321,927 321,677 (1.43%) (8.60%) (8.67%) 0 0 0 0 0 0 0 (2,850) 0 0 0 0 0 (200) 0 0 (1,000) 0 (4,050) (5,050) 0 0 0 0 0 0 0 0 (250) 0 0 0 (1,000) (1,250) 0 (25,000) 0 0 0 0 0 (2,850) 0 0 0 0 0 (200) 0 0 (1,000) 0 0 0 0 0 0 0 0 0 (500) 0 0 0 (1,000) (1,500) 0 (25,000) 0 0 0 0 0 (2,850) 0 0 0 0 0 (200) 0 0 (1,000) 0 (29,050) (29,050) (30,300) (30,550) P:\1. General Governance \Budget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx Nonrecurring Items 099.575.50.48.01 CenterPlace roof repairs 47,007 0 0 0 0 099.575.50.48.01 CenterPlace flooring replacement 0 16,061 50,918 0 0 099.576.20.XX.XX Pool - Update registers and software 14,749 0 0 0 0 099.594.76.63.06 Park Structures - Donation 22,195 28,322 0 0 0 099.594.76.63.06 Browns Park Water Lines 0 12,230 0 0 0 266.594.75.XX.XX CenterPlace AV Project 0 307,733 (239) 0 0 Total Nonrecurring P&R Admin Divisi 83,951 364,346 50,679 0 0 Total P&R Admin Division 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 0 342,901 652,530 338,966 340,120 352,227 347,177 321,927 321,677 (5,050) (30,300) (30,550) Total Recurring for All Divisions Admin 340,120 352,227 347,177 321,927 321,677 (5,050) (30,300) (30,550) Maint 893,500 917,500 914,000 914,000 869,000 (3,500) (3,500) (48,500) Rec 254,818 362,522 358,322 358,122 358,122 (4,200) (4,400) (4,400) Aquatics 491,153 501,853 453,553 410,553 367,553 (48,300) (91,300) (134,300) Senior 102,907 7,100 5,250 2,150 2,150 (1,850) (4,950) (4,950) CP 956,332 965,359 931,859 916,309 906,309 (33,500) (49,050) (59,050) 3,038,830 3,106,561 3 010 161 2,923,061 2 824,811 (96,400) (183,500) (281,750) NonPayroll Admin Maint Rec Aquatics Senior CP 1 2019 1 2.23% (3.10%) (5.91%) (9.07%) 2020 68,255 69,100 893,500 917,500 92,955 94,840 491,153 501,853 6,500 7,100 415,059 427,276 1,967,422 2,017,669 Combined nonpayroll increase for all divisions = 2.55% Page 2 of 2 P:\1. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx venerai fund Parks & Recreation - Detail 001.076 000 000.576.80.10.00 000.576.80.10.01 000.576.80.20.00 000.576.80.20.01 000.576.80.31.01 000.576.80.31.07 000.576.80.32,01 000.576.80.35.01 000.576.80.41.03 000.576.80.41.05 000.576.80.41.18 000.576.80.42.01 000.576.80.42.02 000.576.80.43.01 000.576.80.44.03 000.576.80.45.07 000.576.80.48.02 000.576.80.48.03 ADMINISTRATION DIVISION 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, $86, 2@$58 Copy paper _ Misc. Supplies: Post -It Notes, calendars, labels, paper clips, binder clips, staples paper, letterhead, pens, pencils/leads, sheet protectors, binders, folders, etc. Clothing & Uniforms Fuel _ Department vehicles - 3 Small Tools & Minor Equipment _ Misc. Equipment Spokane County GIS Professional Services Balfour RCO Grant Consultant Mirabeau ForeshyManagement Consultant _ Valley Mission Horse Arena master plan consultant Legal Notices Postage Telephone Services _ Alarm monitoring at Mirabeau Meadows Travel/Mileage WRPA Conference - Tacoma _ NRPA Conference - Orlando Taxes and Assessments Interfund Vehicle Lease Copier Maintenance Software Licenses and Maintenance 10,000 25,000 2020 Proposed Budget 210,736 8,555 63,113 723 1,500 500 2,000 1,000 500 35,000 500 500 650 1,000 2,850 1,850 13,000 6,000 1,000 500 Page 1 of 11 P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 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) _ Director - Nati' Recreation and Parks Assoc (NRPA) _ Administrative Staff 000.576,80.49.03 Printing & Binding _ Brochures, flyers 000.576,80.49.04 Conference Registrations _ Staff Training _ NRPA Conference 400 600 2020 Proposed Budget 200 1,300 1,100 1,000 Total 352,227 Page 2of11 001 General Fund 076 Parks & Recreation 300 Maintenance Supplies 300.576.80.31.08 300.576.80.35.01 Repair & Maintenance Supplies Small Tools & Minor Equipment P:\1. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 4,830 1,625 8,979 0 414 0 13,809 1,625 414 2019 Amended Budget 2,500 1,500 4,000 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 2,000 0 1,500 0 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 0 3,500 0 0 (2,000) (2,000) (2,000) 0 (1,500) (1,500) (1,500) 0 (3,500) (3,500) (3,500) Other Services & Charges 300.576.80.41.05 Parks Maintenance Contract 759,988 774,288 808,854 816,500 830,000 830,000 830,000 785,000 0 0 (45,000) 099.576.80.41.05 Windstorm Clean-up 49,758 0 0 0 0 0 0 0 0 0 0 300.576.80.41.06 Centennial Trail Maintenance 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 0 0 0 300.576.80.47.01 Electricity 13,662 14,490 15,086 15,000 17,000 17,000 17,000 17,000 0 0 0 300.576.80.47.02 Water 21,465 25,825 33,266 26,000 35,000 35,000 35,000 35,000 0 0 0 300.576.80.47.03 Sewer 6,017 6,021 6,023 7,000 7,000 7,000 7,000 7,000 0 0 0 300.576.80.48.01 Equipment Repair & Maintenance 1,865 0 0 0 0 0 0 0 0 0 0 300.576.80.49.06 Miscellaneous Services 0 4,484 2,893 5,000 5,000 5,000 5,000 5,000 0 0 0 300.594.76.41.02 Engineering & Architectural 3,360 0 0 0 0 0 0 0 0 0 0 876,115 845,108 886,122 889,500 914,000 914,000 914,000 869,000 0 0 (45,000) Total Maintenance 889,924 846 733 886,536 893,500 917,500 914,000 914,000 869,000 (3,500) (3,500) (48,500) Total budget increase = 2.69% (0.38%) (0.38%) (5.29%) Combined nonpayroll increase = 2.69% P:11. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 2020 Proposed Budget 300 MAINTENANCE DIVISION 300.576.80.31.08 Repair & Maintenance Supplies 2,000 _ Items not covered under maintenance contract 2,000 300.576.80.35.01 Small Tools & Minor Equipment 1,500 _ Items not covered under maintenance contract 1,500 300.576.80,41.05 Park Maintenance Services 830,000 Senske Contract that includes: mowing, watering, litter control, vegetation management, shelter & restroom maintenance, snow removal, play equipment repair, reservations, Centennial and Apploway 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 300.576.80.49.06 Miscellaneous Services _ Sullivan Park - water testing 500 _ Honey Buckets - Mirabeau Trailhead 2,000 Misc. Services 2,500 20,000 17,000 35,000 7,000 5,000 Total 917,500 Page 3of11 001 General Fund 076 Parks & Recreation 301 Recreation Employee Count - 2 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 P:\1. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 65,365 34,185 50,311 57 7,789 157,707 95,062 128,784 30,819 49,667 10,857 25,916 46,289 47,185 47 133 7,050 5,883 2019 Amended Budget 2020 Proposed Budget 52,644 108,468 27,568 67,879 70,863 79,721 200 200 10,588 11,414 161,863 267,682 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Bud et - Line Item Changes 3% � 6% 9°/ Reduction Reduction Reduction Reduction 6% 9% o Reduction Reduction 108,468 108,468 108,468 0 0 0 67,879 67,879 67,879 0 0 0 79,721 79,721 79,721 0 0 0 200 200 200 0 0 0 11,414 11,414 11,414 0 0 0 267,682 267,682 267,682 0 0 0 Supplies 301.571.20.31.01 Office & Operating Supplies 4,578 3,397 3,484 7,000 7,000 7,000 7,000 7,000 0 0 0 301.571.20.31.05 Meeting Supplies 0 122 0 0 0 0 0 0 0 0 0 301.571.20.31.06 Safety Equipment 244 183 53 450 450 450 450 450 0 0 0 301.571.20.31.07 Clothing & Uniforms 904 274 431 1,000 1,000 1,000 1,000 1,000 0 0 0 301.571.20.31.08 Repair & Maintenance Supplies 47 0 0 0 0 0 0 0 0 0 0 301.571.20.35.01 Small Tools & Minor Equipment 0 0 0 200 200 200 0 0 0 (200) (200) 5,773 3,976 3,968 8,650 8,650 8,650 8,450 8,450 0 (200) (200) Other Services & Charges 301.571.10.49.01 Scholarship expense 448 525 712 500 500 500 500 500 0 0 0 301.571.10.49.23 Discount Expense 4,086 4,014 3,618 4,100 5,400 5,400 5,400 5,400 0 0 0 301.571.20.41.05 Professional Services 35,248 22,342 28,169 37,000 37,000 37,000 37,000 37,000 0 0 0 301.571.20.41.17 Advertising 400 400 867 750 750 750 750 750 0 0 0 301.571.20.42.01 Postage 986 591 819 900 900 900 900 900 0 0 0 301.571.20.42.03 Cell Phones 140 113 429 655 1,240 1,240 1,240 1,240 0 0 0 301.571.20.43.01 Travel/Mileage 725 0 672 2,850 2,850 0 0 0 (2,850) (2,850) (2,850) 301.571.20.48.02 Copier Maintenance 1,421 1,329 725 1,500 1,500 1,500 1,500 1,500 0 0 0 301.571.20.49.02 Memberships 251 251 279 0 0 0 0 0 0 0 0 301.571.20.49.03 Printing and Binding 5,193 4,607 1,800 5,000 5,000 5,000 5,000 5,000 0 0 0 301.571.20.49.04 Conference Registrations 1,493 269 528 1,350 1,350 0 0 0 (1,350) (1,350) (1,350) 301.571.20.49.06 Miscellaneous Services 13,311 19,101 18,710 28,900 28,900 28,900 28,900 28,900 0 0 0 301.586.10.01.00 State Remittance - Leasehold Excise Ta 8,350 0 0 0 0 0 0 0 0 0 0 301.589.30.01.00 Leasehold Excise Tax 0 770 8,417 800 800 800 800 800 0 0 0 72,052 54,312 65,745 84,305 86,190 81,990 81,990 81,990 (4,200) (4,200) (4,200) Total Recreation 235,532 153,350 198,497 254,818 362,522 358,322 358,122 358,122 (4,200) (4,400) (4,400) Total budget increase = 42.27% (1.16%) (1.21%) (1.21%) Combined nonpayroll increase = 2.03% P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 301 RECREATION DIVISION 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 Salaries & Wages Payroll Taxes and Benefits _ FICA, Medicare, L&l, PERS Temporary/Seasonal Wages _ Recreation Interns _ Rec. Temp Seasonal Staff _ New teen summer camp 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 Seasonal Staff T-shirts Small Tools & Minor Equipment _ Miscellaneous 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. CeII Phones Travel/Mileage - NRPA Revenue Management School Page 4 of 11 4,600 2,000 200 200 8,000 15,000 11,000 3,000 500 250 2020 Proposed Budget 108,468 67,879 79,721 200 11,414 7,000 450 1,000 200 37,000 750 900 1,240 2,850 1,850 P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 2020 Proposed Budget - WPRA Annual Conference 1,000 301.571.20.48.02 Copier Maintenance 1,500 301.571.10.49.01 Scholarship Expense 500 _ Recreational program scholarships 301.571.10.49.23 Discount Expense 5,400 301.571.20.49.03 Printing & Binding 5,000 _ Recreation Brochure (2 times a year) 301.571.20.49.04 Conference Registrations 1,350 - NRPA Revenue Management School 1,000 - WRPA Annual Conference 350 301 571.20.49.06 Miscellaneous Services 28,900 _ Summer Day Camp Field Trips 13,000 _ Program Banners 1,500 _ Dog Swim/Parents Night 400 _ Portable Restrooms for offsite camps 400 _ First Aid/CPR Training 1,115 _ Teen Program 5,000 _ Walking Program 485 Supplemental budget requests 7,000 301.589.30.01.00 Leasehold Excise Tax 800 _ For Western Dance Hall Total 362,522 Page 5 of 11 001 General Fund 076 Parks & Recreation 302 Aquatics P:\1. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual Supplies 302.576.20.31.01 Office & Operating Supplies 804 302.576.20.31.02 Forms 55 302.576.20.35.01 Small Tools & Minor Equipment 658 1,517 42 0 0 42 240 0 0 240 2019 Amended Budget 500 0 1,500 2,000 2020 Proposed Budget 50D 0 1,500 2,000 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 0 0 (500) (500) (500) 0 0 0 0 0 0 0 0 0 (1,500) (1,500) (1,500) 0 0 0 (2,000) (2,000) (2,000) Other Services & Charges 302.576.20.41.01 Merchant Charges (Bankcard Fees) 843 1,024 863 1,500 1,500 1,500 1,500 1,500 0 0 0 302.576.20.41.05 Professional Services 393,383 390,804 417,433 415,000 430,000 387,000 344,000 301,000 (43,000) (86,000) (129,000) 302.576.20.41.17 Advertising 0 294 0 500 500 0 0 0 (500) (500) (500) 302.576.20.42.02 Telephone Service 4,806 4,906 4,983 5,000 5,000 5,000 5,000 5,000 0 0 0 302.576.20.42.03 Cell Phones 991 1,240 960 0 0 0 0 0 0 0 0 302.576.20.44.03 Taxes and Assessments 2,626 3,479 3,822 5,000 5,000 5,000 5,000 5,000 0 0 0 302.576.20.47.01 Electricity 32,369 23,759 20,862 30,000 25,000 25,000 25,000 25,000 0 0 0 302.576.20.47.02 Water 13,054 11,841 11,874 13,500 13,500 13,500 13,500 13,500 0 0 0 302.576.20.47.03 Sewer 8,193 7,920 7,970 10,000 10,000 10,000 10,000 10,000 0 0 0 302.576.20.48.01 Equipment Repair & Maintenance 1,821 24,014 0 2,500 2,500 2,500 2,500 2,500 0 0 0 302.576.20.49.03 Printing & Binding 0 462 0 500 500 500 500 500 0 0 0 302.576.20.49.06 Miscellaneous Services 2,388 2,030 2,660 2,100 2,800 0 0 0 (2,800) (2,800) (2,800) 302.576.20.49.23 Scholarship Expense 0 0 0 700 700 700 700 700 0 0 0 302.589.30.01.00 Leasehold Excise Tax 0 2,853 0 2,853 2,853 2,853 2,853 2,853 0 0 0 460,474 474,626 471,427 489,153 499,853 453,553 410,553 367,553 (46,300) (89,300) (132,300) Total Aquatics 461,991 474,668 471 667 491 153 501,853 453,553 410,553 367,553 (48,300) (91,300) (134,300) Total budget increase = 2.18% (9.62%) (18.19%) (26.76%) Combined nonpayroll increase = 2.18% P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 302.576.20.31. 302 01 302.576.20.35. 01 302.576.20.41. 302.576.20.41. 302.576.20.41. 302.576.20.42. AQUATICS DIVISION Office & Operating Supplies Small Tools & Minor Equipment _ Misc. Equipment 01 Merchant Charges (Bankcard Fees) 05 Professional Services _ YMCA Maintenance & Management contract 17 Advertising 02 Telephone Service 302.576.20.44.03 302.576.20.47.01 302.576.20.47.02 302.576.20.47.03 302.576.20.48.01 302.576.20.49.03 302.576.20.49.06 302.576.20.49.23 Phone & Data lines for three pools Taxes and Assessments Electricity Water Sewer Equipment Repair & Maintenance _ Misc. Equipment Printing & Binding _ Development & printing of aquatics brochure Miscellaneous Services _ Spokane Regional Health Permits Scholarship Expense Scholarships for swim Lessons & swim team 302.589.30.01.00 Leasehold Excise Tax _ For Splash Down Total Page 6 of 11 2020 Proposed Budget 500 1,500 1,500 430,000 500 5,000 5,000 25,000 13,500 10,000 2,500 500 2,800 700 2,853 501,853 001 General Fund 076 Parks & Recreation 304 Senior Center Wages/Payroll Taxes/Benefits 304.575.50.10.00 Wages 304.575.50.20.00 Payroll Taxes and Benefits P:11. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 65,283 66,871 68,543 71,772 20,238 21,339 22,454 24635 85,521 88,210 90,997 96,407 2020 Proposed Budget Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 0 0 0 0 0 0 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Supplies 304.575.50.31.01 Office & Operating Supplies 415 407 109 500 500 500 500 500 0 0 0 304.575.50.31.06 Safety Equipment 0 0 104 0 0 0 0 0 0 0 0 304.575.50.35.01 Small Tools & Minor Equipment 755 185 0 1,100 1,100 1,100 0 0 0 (1,100) (1,100) 1,170 592 213 1,600 1,600 1,600 500 500 0 (1,100) (1,100) Other Services & Charges 304.575.50.41.05 Professional Services 0 0 106 0 0 0 0 0 0 0 0 304.575.50.41.17 Advertising 189 0 0 500 500 500 0 0 0 (500) (500) 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 1,000 0 0 0 (1,000) (1,000) (1,000) 304.575.50.48.01 Equipment Repair & Maintenance 0 0 0 1,500 1,500 1,500 0 0 0 (1,500) (1,500) 304.575.5048.02 Copier Maintenance 1,421 1,329 725 1,500 1,000 1,000 1,000 1,000 0 0 0 304.575.50.49.02 Memberships 0 0 0 100 100 100 100 100 0 0 0 304.575.50.49.04 Conference Registrations 35 0 0 500 850 0 0 0 (850) (850) (850) 304.575.50.49.06 Miscellaneous Services 0 144 39 500 500 500 500 500 0 0 0 1,645 1,473 870 4,900 5,500 3,650 1,650 1,650 (1,850) (3,850) (3,850) Total Senior Center 88,336 90,275 92,080 102,907 7,100 5,250 2,150 2,150 (1,850) (4,950) (4,950) Total budget increase = (93.10%) (26.06%) Combined nonpayroll increase = 9.23% (69.72%) (69.72%) P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 304 SENIOR CENTER DIVISION 304.575.50.31.01 304.575.50.35.01 304.575.50.41.17 304.575.50.42.01 304.575.50.43.01 304.575.50.48.01 304.575.50.48.02 304.575.50.49.02 304.575.50.49.04 304.575.50.49.06 Office & Operating Supplies _ Paper, ink cartridges, folders, etc, Small Tools & Minor Equipment - replace card tables and class room tables Advertising _ Spokesman Review, Senior Directory, Dex Directory Postage Travel/Mileage _ Value Summit, Doyle, etc. Equipment Repair & Maintenance _ Clean greenhouse windows Copier Maintenance Memberships WSASC Membership Registrations Misc. Trainings - Fall Prevention, Doyle, etc. Miscellaneous Services _ Professional speakers/seminars Total Page 7 of 11 2020 Proposed Budget 500 1,100 500 50 1,000 1,500 1,000 100 850 500 7,100 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs Wages/Payroll Taxes/Benefits 305.575.50.10.00 Wages 305.575.50.10.99 305.575.50.20.00 305.571.20.10.01 305.571.20.10.99 305.571.20.20.01 Supplies 305.575.50.31.01 305.575.50.31.04 305.575.50.31.05 305.575.50.31.06 305.575.50.31.07 305.575.50.31.08 305.575.50.31.09 305.575.50.35.01 Other Services & 305.575.50.41.01 305.575.50.41.05 305.575.50.41.06 305.575.50.41.17 305.575.50.41.18 305.575.50.42.01 305.575.50.42.02 305.575.50.42.03 305.575.50.42.08 305.575.50.43.01 305.575.50.44.03 305.575.50.45.03 305.575.50.47.01 305.575.50.47.02 305.575.50.47.03 305.575.50.47.04 305.575.50.48.00 305.575.50.48.01 Overtime Payroll Taxes and Benefits Temp/Seasonal - Wages Temp/Seasonal - Overtime Temp/Seasonal - PR Tax & Benefits Office & Operating Supplies Linens Meeting Supplies Safety Equipment Clothing & Uniforms Repair & Maintenance Supplies Janitorial supplies Small Tools & Minor Equipment Charges Merchant Charges (Bankcard Fees) Professional Services Janitorial services Advertising Legal Notices Postage Telephone Service Cell Phones Internet Service Travel/Mileage Taxes and Assessments Equipment Rental Electricity Water Sewer Waste Disposal Equip Rental Maint-Contracted Equipment Repair & Maintenance P:\1. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 253,548 1,661 135,199 67,128 115 10,299 467,950 2019 Amended Budget 2020 Proposed Budget 256,370 225,450 269,358 266,754 2,948 2,865 2,000 2,000 138,339 132,973 174,413 162,313 81,850 69,628 84,593 95,167 397 0 0 0 11,672 9,429 10,909 11,849 491,576 440,345 541,273 538,083 4,347 17,462 0 0 1,843 9,671 13,253 12,842 59,418 8,792 19,508 0 39 325 19,621 11,591 21,293 81,169 7,571 29,061 0 87 734 15,523 9,511 12,011 74,498 8,550 18,162 90,662 30,995 49 127 2,351 875 6,883 828 7,375 71 86,811 3,639 2,830 9,237 0 26,499 9,417 14,298 95,165 16,330 0 148 4,476 875 6,891 190 0 0 92,026 5,221 2,538 9,459 0 21,228 7,077 9,928 97,714 26,037 0 95 4,801 1,752 6,887 953 0 0 99,134 5,737 2,683 1,993 0 25,229 8,574 20,000 1,050 1,000 2,275 11,600 15,500 10,775 70,774 8,000 29,050 500 500 1,137 15,500 10,000 20,850 85,537 8,600 13,075 94,090 60,000 0 1,000 4,500 1,355 7,000 2,350 0 0 92,030 5,500 3,000 10,000 500 20,000 Page 1 of 2 7,500 13,855 99,520 60,000 0 150 4,850 3,450 7,000 2,000 0 0 99,000 5,950 3,000 2,000 500 17,000 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 266,754 2,000 162,313 95,167 0 11,849 266,754 2,000 162,313 95,167 0 11,849 538,083 538,083 8,000 29,050 500 500 1,137 15,500 10,000 20,850 85,537 7,500 13,855 99,520 30,000 0 150 4,850 3,450 7,000 0 0 0 99,000 5,950 3,000 2,000 500 17,000 266,754 2,000 162,313 95,167 0 11,849 538,083 0 0 0 0 0 0 0 8,000 29,050 500 500 1,137 15,500 10,000 5,300 69,987 7,500 13,855 99,520 30,000 0 150 4,850 3,450 7,000 0 0 0 99,000 5,950 3,000 2,000 500 17,000 8,000 29,050 500 500 1,137 15,500 10,000 5,300 69,987 7,500 13,855 99,520 20,000 0 150 4,850 3,450 7,000 0 0 0 99,000 5,950 3,000 2,000 500 17,000 0 0 0 0 0 0 0 0 0 0 0 0 (30,000) 0 0 0 0 0 (2,000) 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 (15,550) (15,550) (15,550) (15,550) 0 0 0 (30,000) 0 0 0 0 0 (2,000) 0 0 0 0 0 0 0 0 0 0 0 (40,000) 0 0 0 0 0 (2,000) 0 0 0 0 0 0 0 0 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs P:\1. General Governance\Budget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx 2016 2017 2018 Actual Actual Actual 305.575.50.48.02 Copier Maintenance 1,421 305.575.50.48.03 Software Licenses and Maintenance 2,813 305.575.50.49.01 Subscriptions 0 305.575.50.49.02 Memberships 3,256 305.575.50.49.03 Printing & Binding 1,949 305.575.50.49.04 Registrations 1,460 305.575.50.49.06 Miscellaneous Services 2,516 305.589.30.01.00 Leasehold Excise Tax 0 1,329 2,813 0 2,581 319 1,772 3,128 7,114 725 2,848 0 3,310 280 1,932 2,027 2,179 309,359 297,318 303,321 2019 Amended Budget 1,450 3,000 150 3,520 1,500 1,500 2,665 7,500 344,285 2020 Proposed Budget 800 4,200 0 4,120 500 1,500 2,665 2,179 341,739 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2020 Budget with 2020 Budget - Line Item Changes 3% Reduction 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 800 800 800 0 0 0 4,200 4,200 4,200 0 0 0 0 0 0 0 0 0 4,120 4,120 4,120 0 0 0 500 500 500 0 0 0 0 0 0 (1,500) (1,500) (1,500) 2,665 2,665 2,665 0 0 0 2,179 2,179 2,179 0 0 0 308 239 308,239 298,239 (33,500) (33,500) (43,500) Nonrecurring Items 305.594.73.64.01 Office Furniture & Equipment 0 0 8,255 0 0 0 0 0 0 0 0 Total Recurring Expenditures 836,727 870,063 826,419 956,332 965,359 931,859 916,309 906,309 (33,500) (49,050) (59,050) Nonrecurring Items 099.575.50.41.19 Additional Catering Total CenterPlace Total budget increase = 0.94% (3.47%) (5.08%) (6.12%) Combined nonpayroll increase = 2.94% 21,420 1,000 0 0 0 0 0 0 0 0 0 21,420 1,000 0 0 0 0 0 0 0 0 0 858,147 871,063 826,419 956,332 965,359 931,859 916.309 906,309 (33,500) (49,050) (59,050) Page 2 of 2 P:11. General Governance\Budget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 305 305.575.50.10.00 305.575.50.10.99 305.575.50.20.00 305.571.20.10.01 305.571.20.20.01 305.575.50.31.01 305.575.50.31.04 305.575.50.31.05 305.575.50.31.06 305.575.50.31.07 305.575.50.31.08 CENTERPLACE DIVISION Salaries & Wages Overtime Payroll Taxes and Benefits _ FICA, Medicare, L&l, PERS Temporary/Seasonal Wages Temporary/Seasonal Payroll Taxes and Benefits Office & Operating Supplies - File Folders (20 boxes @ $15/box) - Hanging File Folders (2 boxes @ $22/box) - Supplies for Trade Shows - Envelopes (6 boxes @ $50/box) - Pens (24 boxes @ $6.50/box) - Misc. office Supplies (white out, binders, post -it notes, etc. ) - Kitchenware (pumper pots, water pitchers, dish replacement) - Coffee & Coffee Supplies (creamer, stir sticks, cups, sugar) Kleenex (10 pack @ $9/pk) - Flags (4) - Labels (address labels, folder labels, etc.) - Batteries (for cordless microphones) - Tape Business cards - First Aid Supplies - Replacement AV Equipment Linens Table linens & napkins for over 234 events Meeting Supplies _ Easels, white board replacement, _ Projector bulbs Safety Equipment _ Servicing fire extinguishers Clothing & Uniforms _ 20 staff shirts (2 per person) @ $36/shirt _ 10 staff zip jacket or pullover (1/pp) @ 41.71/ea Repair & Maintenance Supplies Filters Light bulbs 200 90 625 300 156 850 1,700 1,250 90 200 225 300 320 120 150 1,424 200 300 720 417 7,300 1,500 2020 Proposed Budget 266,754 2,000 162,313 95,167 11,849 8,000 29,050 500 500 1,137 15,500 Page 8 of 11 P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 - Misc. (nuts, bolts, glue, wood) - Paint & supplies - Electrical supplies 305.575.50.31.09 Janitorial supplies - Cleaning supplies - Paper products & garbage bags - Dishwasher/cleaning supplies - Carpet Cleaning - Floor waxing 305.575.50.35.01 Small Tools & Minor Equipment - Hand tools, extension cords - 25 new room chairs 10 round tables 10 6' banquet tables 10 8' banquet tables - Misc. Equipment 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 305.575.50.41.21 Janitorial services - Contract with ISS Facility Services - Additional Room Set Up 305.575.50.41.17 Advertising - Dex Advertising - Brochures & other printed materials - Marketing folders Event Promotion - Develop/Print ads - Website update & hosting renewal - Hagadone Black Book - Regional Advertising (billboards or other media) Page 9 of 11 2020 Proposed Budget 3, 200 2,000 1,500 10,000 2,500 3,500 2,000 1,500 500 20,850 1,800 6,850 6,500 1,000 1,200 3,500 7,500 13,855 3,000 870 1,995 2,300 1,000 1,490 3,200 97,020 99,520 2,500 2,000 3,600 3,000 10,000 15,000 1,000 1,200 19,950 60,000 P:11. General GovernancelBudget12020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 305.575.50.42.01 305.575.50.42.02 305.575,50.42.03 305.575.50.42.08 305.575.50.43.01 305.575.50.47.01 305.575.50.47.02 305,575.50.47.03 305.575.50,47,04 305.575.50.48.00 305.575.50.48.01 305.575.50.48.02 305.575.50.48.03 305.575.50.49.02 - INBTA Business Fair Booth - !NBA Business Fair Booth GSI Business Fair Booth - Post Falls 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 CeII Phones Coordinator Cell Phone _ 4 Cell phones (2 maint. and host) Internet _ Internet service at CenterPlace Travel/Mileage NRPA Revenue Management School Mileage for various meetings 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 Memberships Greater Spokane Incorporated _ Post Falls Chamber of Commerce _ Spokane Valley Chamber of Commerce 400 300 650 400 2,500 1200 2,250 1,850 150 1,500 500 9,000 4,000 2,000 2,000 800 225 650 2020 Proposed Budget 150 4,850 3,450 7,000 2,000 99,000 5,950 3,000 2,000 500 17,000 800 4,200 4,120 Page 10 of 11 P:11. General Governance\Budget\2020 Budget\Parks & Recreation\P&R budget worksheet 2020.xlsx General Fund Parks & Recreation - Detail 001.076 _ National Park & Recreation Association 150 _ Washington Recreation & Park Association 250 !AVM 445 _ lnpro 300 _ Spokane Hotel Motel Association 350 _ int'1 Assoc. of Business & Travel Professionals 500 Inland Northwest Business Alliance 150 _ West Plains Chamber 300 305.575.50.49.03 Printing & Binding _ Brochures & other printed material 305.575.50,49.04 Registrations _ NRPA Revenue Management School 1,000 _ Misc. Trainings 500 305.575.50.49.06 Miscellaneous Services - Motion Picture License - Spokane Valley Chamber meetings - Hotel Motel meetings - Miscellaneous - Elevator Permits - Boiling and operating permit - L&I 530 300 225 1,000 110 500 2020 Proposed Budget 500 1,500 2,665 305.589.30.01.00 Leasehold Excise Tax 2,179 - For Caterer Total 965,359 Total Parks & Recreation: 3,106,561 Page 11 of 11 P:\1. General Governance\Budget\2020 Budget\Finance\supplemental requests.xlsx CITY OF SPOKANE VALLEY, WA 2020 Budget Supplemental Requests 6/6/2019 Account Number Account Title Description 1 Amount #001 - General Fund City Attorney r ;001.013.015.515.32.10/20 Public Safety ' n -1001.016.099.521.20.48.01 s.,n 001.016.099.521.20.48.01 CPW - Economic Development ;..n.,I001.040.099.558.70.41.05 CPW - Building r 1001.040.043.524.60.10/20 r 1001.040.043.524.60.32.01 r 1001.040.043.524.60.42.03 r 001.040.043.524.60.43.01 r 001.040.043.524.60.49.02 r...1001.040,043.524.60.49,04 r 1001.040.043.524.60.49.08 n 001.040.099.524.60.31.06 n :001.040.099.524.60.35.01 n 1001.040.099.594.24.64.01 1'n:1001.040.099.597.50.00.10 Parks & Recreation n 001.076.099.575.50.48.01 n- 1001.076.099.575.50.46.01 n.,1 001.076.099.597.30.00.90 Total parks & recreation Total General Fund Wages, Payroll Taxes & Benefits Equipment Repair & Maint. Equipment Repair & Maint. Retail Recruitment Wages, Payroll Taxes & Benefits Fuel Cell Phones Travel Memberships Registrations Code Enf. Abatement Safety Equipment Small tools Office Furniture Transfers out - #501 Repair & Maintenance Repair & Maintenance Transfers Out -#309 #309 - Parks Capital Grants Fund 309.000.000.594. Total Parks Capital Grants Fund Capital outlay I#501 - Equipment Rental & Replacement Fund 501.000.000.594.42.64.06 Snow Plow 501.000.000.594.24.64.06 Vehicle Total Equipment Rental & Replacement Fund bring 0.5 FTE attorney to 1 FTE due tc workload from additional code enf Officer replace carpet in court area in Precinct upgrade all HVAC thermostats in Precinct contract for retail recruitment additional code enf. officer additional code enf. officer additional code enf. officer additional code enf. officer additional code enf. officer additional code enf officer additional code enf. costs equipment for additional code enf. officer tablet for additional code enf. officer furniture for additional code enf. officer vehicle for additional code enf. officer replace carpeting at CenterPlace repair various roof leaks at CenterPlace transfers for Parks capital projects in #309 69,368 15,000 5,000 20,000 30,000 94,962 1,700 1,000 3,600 200 700 5,000 300 3,500 10,000 30,000 (2) 150,862 9,500 50,000 2,000,000 (1) 2,059,500 2,329,730 recurring; ri 176,430 nonrecurringnI 2,153,300 2,329,730 complete CenterPlace west lawn 2,000,000 (1) 2,000,000 replace one snow plow 235,000 vehicle for additional code enf. officer 30,000 (2) 265,000 (1) Non-recurring transfers would be necessary from the General Fund #001 to the Parks Capital Projects Func #309 if completion of the CenterPlace west lawn is included in the 2020 Budget (2) Non-recurring transfers would be necessary from the General Fund #001 to the Equipment Rental & Replacement Func #501 because the additional vehicle would add to the city's fleet. Replacement costs would then be added eacl subsequent year for future replacement of the vehicle. Page 1 of 11 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Public Safety 001.016. Description Carpeting for court area of Precinct Building. Section 't: 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 $ 15,000.00 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - $ - Personnel Cost $ - Materials & Svcs $ 15,000 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 15,000.00 City of Spokane Valley Page 2 of 11 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 15,000 $ 15,000 TOTALS $ 15,000 $ - $ - $ - $ - $ - $ 15,000 City of Spokane Valley Page 2 of 11 6/6/2019 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Public Safety 001.016. Description Change all HVAC thermostats to allow seasonal changing of setpoints by maintenance staff. Section 1: Capital Equipment Request Unit Cost 5,000.00 X Quantity Impact on Operating Budget Circle One Replacement 1 Addition Total Cost $ 5,000.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ 5,000 $ 5,000 Personnel Cost $ - Materials & Svcs $ - $ TOTALS $ 5,000 $ - $ - $ - $ - $ - $ 5,000 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ City of Spokane Valley Page 3 of 11 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley Page 3 of 11 6/6/2019 BUD -1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Community & Public Works Fund No. Economic Development 1 001.040.042 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 continue to work with the 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 2020 2021 2022 2023 2024 TOTAL Materials and Services Retail Recruitment Contract 099.558.70.41.05 2020 $ 30,000 2021 2022 2023 2024 TOTAL $ 30,000 Equipment 2020 2021 2022 2023 2024 Other TOTAL $ 2020 2021 2022 2023 2024 Revenue Offset Budget Year 2020 2021 2022 2023 2024 TOTAL TOTAL Total Cost Less Revenue Offset Net Cost $ 30,000 $ 30,000 City of Spokane Valley Page 4 of 11 6/6/2019 BUD -1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Fund No. Building & Planning Code Enforcement 001.040.043 Reason for changes in personnel or work program Code Enforcement cases have continued to increase for the City and most require a significant amount of time for investigation. Our current, and only, Code Enforcement Officer is having a difficult time keeping up with workload, specifically tasks such as monitoring cases, investigation, and documentation as well as coordination with the part-time Attorney. The City previously employed two Officers; at that time the workload was not as great due in part to the fact that the current Code Enforcement program addresses a more robust level of customer service and coordination with Office of the City Attorney. The new Officer would be tasked with an increased level of proactive Code Enforcement activities such as patrolling the City for construction work being performed without a permit, work in the ROW, sign code enforcement, snow/ice removal, and activities associated with the abatement process, including coordination with SVPD. An additional Officer would also require additional assistance from the Office of the City Attorney and would necessitate the 0.5 FTE Attorney position increasing by 0.5 FTE to 1 FTE. Total Cost of Change Personnel Services (Itemize by line -item detail only) BARS Number Budget Year Estimated Cost Wages & Salaries - Code Enf. Officer 001.040.043.524.60.10.00 2020 $ 55,000 Payroll Taxes & Benefits - Code Enf. Officer 001.040.043.524.60.20.00 2020 $ 39,962 Wages & Salaries - Attorney 001.013.015.515.32.10.00 2020 $ 38,670 Payroll Taxes & Benefits - Attorney 001.013.015.515.32.20.00 2020 $ 30,698 Fuel 001.040.043.524.60.32.01 2020 $ 1,700 TOTAL $ 164,330 Materials and Services Memberships 001.040.043.524.60.49.02 2020 $ 200 Travel 001.040.043.524.60.43.01 2020 $ 3,500 Registrations 001.040.043.524.60.49.04 2020 $ 700 Cell phone service 001.040.043.524.60.42.03 2020 $ 1,000 Fuel 001.040.043.524.60.32.01 2020 $ 1,700 TOTAL $ 43,800 TOTAL $ 7,100 Equipment Vehicle 001.040.099.594. 2020 $ 30,000 Tabtet 001.040.099.524.60.35.01 2020 $ 3,500 Safety equipment 001.040.099.524,60.31.06 2020 $ 300 Office furniture 001.040.099.594. 2020 $ 10,000 TOTAL $ 43,800 Other Code Enforcement Abatement 001.040.043.524.60.49.08 2020 $ 5,000 Revenue Offset Budget Year 2020 2021 2022 2023 2024 Page 5 0111 TOTAL 5,000 Total Cost Less Revenue Offset Net Cost $ 220,230 $ $ 220,230 City of Spokane Valley 6/6/2019 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks and Recreation CenterPlace 001.076 Description Replace carpet and rubber base at CenterPlace in Room 108. This includes removal of the old flooring and installation of the new. Section 1: Capital Equipment Request Circle One Replacement Unit Cost X Quantity Imaact on ©Derating Budget Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact 0110 eratin Budget Total Cost 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 3,500.00 $ - TOTALS $ - $ - $ $ - $ $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact 0110 eratin Budget Total Cost Page 6 of 11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 3,500.00 $ 3,500.00 TOTALS $ - $ - $ - $ - $ - $ - $ 3,500.00 Page 6 of 11 City of Spokane Valley 6/6/2019 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks and Recreation CenterPlace 001.076 Description Replace carpet and rubber base at CenterPlace in Parks staff offices. This includes removal of the old flooring and installation of the new. 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 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 2,500,00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost Page 7 of 11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 2,500,00 $ 2,500.00 TOTALS $ - $ - $ - $ - $ - $ - $ 2,500.00 Page 7 of 11 City of Spokane Valley 6/6/2019 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks and Recreation CenterPlace 001.076 Description Replace carpet and rubber base at CenterPlace in Room 111. This includes removal of the old flooring and installation of the new. Section 1: Capital Equipment Request Unit Cost Impact on Operating Budget X Quantity 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 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ Personnel Cost $ - Materials & Svcs $ 3,500.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost Page 8 of 11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 ' 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 3,500.00 $ 3,500.00 TOTALS $ - $ - $ - $ - $ - $ - $ 3,500.00 Page 8 of 11 City of Spokane Valley 6/6/2019 BUD -2 Department. Name CAPITAL OUTLAY REQUEST Program Fund No. Parks and Recreation CenterPlace 001.076 Description Repair various roof leaks at CenterPlace Regional Event Center. Areas of focus to be the small dining room, kitchen, lounge, and center roof sections. Section 1: Capital Equipment Request Circle One Replacement Unit Cost X Quantity Impact on Operating Budget Addition Total Cost $ Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2020 2021 2022 2023 2024 2025 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 Page 9of11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ -_ Personnel Cost $ - Materials & Svcs $ 50,000.00 $ 50,000.00 TOTALS $ - $ $ - $ - $ - $ - $ 50,000.00 Page 9of11 City of Spokane Valley 6/6/2019 BUD -2 Department Name CAPITAL OUTLAY REQUEST Program Fund No. Parks and Recreation CenterPlace 309.000 Description Complete CenterPlace West Lawn Phase 2 of Master Plan. This work includes demolition, utilities, earthwork, fencing, cul-de-sac and plaza construction, walks, trails, irrigation, landscaping, gateway, site furnishings, restroom, and A&E. Section 1: Capital Equipment Request Circle One Replacement Unit Cost X Quantity Impact on Operating Budget Addition Total Cost Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 2,000,000.00 $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost Page 10 of 11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 2,000,000.00 $2,000,000.00 TOTALS $ - $ - $ - $ - $ - $ - $2,000,000.00 Page 10 of 11 City of Spokane Valley 6/6/2019 BUD -2 Department Name: CAPITAL OUTLAY REQUEST Program: Fund No. Community & Public Works Streets 101 Description Purchase one (1) snowplow. Section 1: Capital Equipment Request Unit Cost 235,000.00 X Quantity Impact on Operating Budget Circle One Replacement Addition 1 Total Cost $ 235,000.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost 235,000 235,000 Personnel Cost 0 Materials & Svcs 0 TOTALS 235,000 0 0 0 0 0 235,000 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ Page 11 of 11 City of Spokane Valley 6/6/2019 2020 2021 2022 2023 2024 2025 TOTALS Equipment Cost 0 Personnel Cost 0 Materials & Svcs 0 TOTALS 0 0 0 0 0 0 0 Page 11 of 11 City of Spokane Valley 6/6/2019 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Community & Public Works Department Fund #101 - Street Fund Employee Count - 7.475 FTEs (RECURRING ACTIVITY 2016 2017 2018 Actual Actual Actual 2019 Amended Budget 2020 Proposed Budget Increase/ Decrease from 2019 Wages / Payroll Taxes / Benefits 101.042.000.542.10.10.00 Wages 447,460 455,049 455,668 559,443 552,074 (7,369) 101.042.000.542.10.10.01 Temp/Seasonal - Wages 682 1,182 5,300 32,949 37,067 4,118 101.042.000.542.10.10.99 Overtime 8,010 13,572 6,790 8,000 10,000 2,000 101.042.000.542.10.2x.00 Payroll Taxes and Benefits 193,680 192,436 199,765 271,567 258,766 (12,801) 101.042.000.542.10.2x.01 Temp/Seasonal - Payroll Tax & Benefits 69 124 547 3,356 3,699 343 101.000.000.542.66.10.00 Snow Plow- Wages 34,285 69,232 20,532 78,073 82,592 4,519 101.000.000.542.66.10.01 Snow Plow - Temp/Seasonal Wages 19,444 10,172 31,119 25,346 28,514 3,168 101.000.000.542.66.10.99 Snow Plow - Overtime 0 35,529 13,126 30,000 30,000 0 101.000.000.542.66.20.00 Snow Plow - Payroll Taxes and Benefits 15,531 28,849 12,255 38,232 38,712 480 101.000.000.542.66.20.01 Snow Plow - Temp/Seasonal Taxes & Benefi 1,855 1,109 3,264 2,389 2,647 258 101.043.000.542.10.10.00 Bridge - Wages 5,250 2,666 16,489 5,631 10,582 4,951 101.043.000.542.10.10.99 Bridge - Overtime 170 0 2,392 0 0 0 101.043.000.542.10.20.00 Bridge - Payroll Taxes & Benefits 2,191 1,344 7,441 2,757 4,960 2,203 728,627 811,264 774,688 1,057,744 1,059,613 1,869 Supplies 101.042.000.542.10.31.04 Operating Supplies 623 608 1,644 1,500 2,000 500 101.042.000.542.10.31.10 Vehicle Maintenance Supplies 0 62 1,302 0 6,000 6,000 101.042.000.542.10.32.01 Fuel 4,477 6,644 9,885 6,800 10,000 3,200 101.042.000.542.10.35.01 Small Tools & Minor Equipment 13,876 14,441 17,431 15,000 11,000 (4,000) 101.042.000.542.30.31.08 Repair & Maintenance Supplies 65,779 76,037 61,991 90,000 90,000 0 101.042.000.543.50.31.01 Office & Operating Supplies 162 22 423 0 0 0 101.042.000.543.50.31.06 Safety Equipment 0 0 59 0 0 0 101.042.000.543.50.31.08 Repair & Mainenance Supplies 0 0 0 0 1,050 1,050 101.042.000.543.50.35.01 Small Tools & Minor Equipment 724 53 162 0 0 0 101.042.000.542.64.35.01 Small Tools & Minor Equip - Traffic 0 0 0 0 25,000 25,000 101.043.000.542.50.31.08 Repair & Maintenance Supplies - Bridge 1,892 880 2,021 0 500 500 101.043.000.542.50.35.01 Small Tools & Minor Equipment - Bridge 0 0 0 0 500 500 84,755 97,792 92,253 113,300 146,050 5,700 Other Services & Charges 101.042.000.542.10.41.02 Engineering & Architectural 137,152 165,427 178,648 235,000 190,000 (45,000) 101.042.000.542.10.41.03 Spokane County GIS 0 21 0 0 0 0 101.042.000.542.10.41.17 Advertising 0 938 215 500 500 0 101.042.000.542.10.42.02 Telephone Service 420 444 467 0 0 0 101.042.000.542.10.42.03 Cell Phones 4,128 3,703 3,820 4,210 4,968 758 101.042.000.542.10.43.01 Travel/Mileage 416 269 568 3,000 3,000 0 101.042.000.542.10.45.03 Equipment Rental (10) 546 5,523 5,000 6,300 1,300 101.042.000.542.10.47.04 Waste Disposal 9,080 6,593 11,198 7,000 11,700 4,700 101.042.000.542.10.48.01 Equipment Repair & Maintenance 9,862 5,442 2,419 4,500 3,000 (1,500) 101.042.000.542.10.48.03 Software Licenses & Maintenance 0 544 4,004 500 1,930 1,430 101.042.000.542.10.xx.xx Signal Detection Replacement Program 0 49,702 0 45,000 0 (45,000) 101.042.000.542.10.xx.xx Traffic Signal Replacement Program 0 0 0 25,000 0 (25,000) 101.042.000.542.10.xx.xx Battery Backup 0 0 0 15,000 0 (15,000) 101.042.000.542.23.41.41 Uncollectible Accounts Expense 0 31,733 1,391 0 0 0 101.042.000.542.30.41.10 Contract street maintenance 1,289,711 1,307,905 1,292,450 1,368,983 1,483,358 114,375 101.042.000.542.35.41.02 Non -Capital Computer Software/Hardware 1,162 0 0 0 0 0 101.042.000.542.63.47.01 Street Lighting 481,373 454,975 450,834 485,000 485,000 0 101.042.000.542.63.47.02 Water & Sprinkler 374 70 0 0 0 0 101.042.000.542.64.48.44 Traffic Control Devices- Repair & Maint 52,649 4,975 11,179 20,000 20,000 0 101.042.000.542.90.41.xx Inland Empire Utility 0 0 0 0 5,000 5,000 Page 1 of 3 P:\1. General Governance\Budget\2020 Budget \ Engineering \Street Fund budget worksheet 2020.xlsx 101.042.000.542.90.45.07 Interfund Vehicle Lease (non -plow) 31,000 23,250 21,250 21,250 14,500 (6,750) 101.042.000.542.90.49.01 Subscriptions 0 0 756 1,550 3,476 1,926 101.042.000.542.90.49.02 Memberships -Professional Licenses 24,641 33,797 25,751 43,476 38,210 (5,266) 101.042.000.542.90.49.04 Registrations 1,892 999 1,647 3,850 3,500 (350) 101.042.000.54330.49.18 Vehicle License & Registration 24 0 0 0 0 0 101.042.000.543.50.41.21 Janitorial Services 0 0 970 1,525 1,525 0 101.042.000.543.50.44.03 Taxes and Assessments 412 412 412 1,000 1,000 0 101.042.000.543.50.45.50 Operating Facilities Rent 2,287 2,518 2,544 2,550 2,550 0 101.042.000.543.50.47.01 Electricity 7,615 8,715 7,215 8,500 8,500 0 101.042.000.543.50.47.03 Sewer 285 286 399 330 450 120 101.042.000.543.50.47.04 Waste Disposal 1,486 1,140 99 1,200 1,200 0 101.042.000.543.50.47.05 Television Services 324 361 441 400 450 50 101.042.000.543.50.48.04 Repairs & Maintenance - Euclid 6,746 3,429 967 3,900 2,600 (1,300) 101.042.000.594.42.63.03 Traffic Control Improvements 0 0 0 0 70,000 70,000 101.043.000.542.10.41.02 Engineering & Architectural 0 13,650 13,233 0 35,000 35,000 101.043.000.542.50.41.05 Professional Services 2,398 15,764 0 0 0 0 101.043.000.542.50.43.01 Travel/Mileage 0 0 1,945 0 1,500 1,500 101.043.000.542.50.45.03 Equipment Rental 11 0 0 0 1,000 1,000 101.043.000.542.50.48.01 Bridge Maintenance 1,881 10,733 14,198 40,000 40,000 0 101.043.000.542.50.49.04 Registrations 0 0 0 0 750 750 101.043.236.542.xx.xx.xx Fancher Road Bridget Joint Repair 86,612 0 0 0 0 0 2,153,931 2,148,341 2,054,543 2,348,224 2,440,967 92,743 Snow Operations 101.000.000.542.66.31.04 Operating Supplies 220,000 204,319 268,399 250,000 270,000 20,000 101.000.000.542.66.31.08 Repair & Maintenance Supplies 46,904 84,346 43,528 70,000 40,000 (30,000) 101.000.000.542.66.31.10 Vehicle Maintenance Supplies 0 0 14,559 0 40,000 40,000 101.000.000.542.66.32.01 Fuel 13,437 29,640 15,743 30,000 30,500 500 101.000.000.542.66.35.01 Small Tools & Minor Equipment 906 7,154 5,214 5,000 5,500 500 101.000.000.542.66.41.05 Professional Services 0 160 259 800 800 0 101.000.000.542.66.41.12 Winter Snow Services 50,000 191,905 144,875 40,000 40,000 0 101.000.000.542.66.41.15 WSDOT Winter Snow Services 50,000 86,223 61,113 80,000 80,000 0 101.000.000.542.66.41.17 Advertising 0 410 566 500 500 0 101.000.000.542.66.42.01 Postage 0 19 0 0 0 0 101.000.000.542.66.45.03 Equipment Rental 0 5,624 0 0 15,000 15,000 101.000.000.542.66.45.07 Interfund Vehicle Lease (plow) 40,000 77,929 77,929 77,929 48,500 (29,429) 101.000.000.542.66.47.04 Waste Disposal 0 0 139 0 0 0 101.000.000.542.66.48.01 Equipment Repair & Maintenance 20,000 23,805 19,886 20,000 20,000 0 101.000.000.542.66.49.01 Subscriptions 8,350 3,068 3,341 900 1,476 576 101.000.000.542.66.49.02 Memberships 0 0 102 0 0 0 101.000.000.542.66.49.18 Vehicle License & Registration 0 180 0 0 0 0 101.000.000.517.78.51.05 Unemployment Claims 38 705 2,442 0 0 0 449,635 715,287 658,095 575,129 592,276 17,147 Intergovernmental Services 101.042.000.542.30.51.01 101.042.000.542.30.51.02 Street Maintenance -County WSDOT Maintenance Contract 662,057 626,853 681,088 670,000 737,000 67,000 174,044 121,438 132,911 185,000 185,000 0 836,101 748,291 813,999 855,000 922,000 67,000 Interfund Payments for Service 101.000.000.597.00.00.10 IF Transfer to 001 39,700 39,700 39,700 0 0 0 101.042.000.597.31.00.10 IF Transfer to 311 67,342 67,342 67,342 0 0 0 107,042 107,042 107,042 0 0 0 Total Recurring Activity 4,360,091 4,628,017 4,500,620 4,949,397 5,160,906 184,459 Page 2 of 3 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx (NONRECURRING ACTIVITY Capital Outlays and Interfund 101.042.000.594.44.64.05 101.000.247.595.30.63.00 101.042.000.594.42.63.03 101.042.228.594.44.64.11 101.042.099.542.64.48.44 101.043.000.542. x x. xx. x x Payments for Service Storage Unit at the Maintenance Facility Construction Traffic control improvements Transportation Mgmt Center Traffic Control Devices- Repair & Maint Sullivan Bridge Repair Battery Backups for Intersections Total Nonrecurring Activity Total Street Fund 101.000. = Snow Operations 101.043. = Bridge 4,871 0 0 0 0 0 0 0 2,720 0 0 0 59,695 0 17,252 0 0 0 1,465 0 0 0 0 0 0 0 10,478 68,000 0 (68,000) 0 0 0 0 68,000 68,000 0 15,579 0 0 0 0 66,031 15,579 30,450 68,000 68,000 0 4,426,122 4,643,596 4531,070 5,017,397 5,228,906 184,459 Page 3 of 3 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund Line Item Detail 101 101.042.000.542.10.10.00 101.042.000.542.10.10.01 101.04 2.00 0.542.10.10.99 101.042.000, 542.10.20.00 101.042.000.542.10.20.01 101.000.000.542.66.10.00 Snow Plow - Wages 101.000.000.542.66.10.01 Snow Plow - Temp/Seasonal - Wages 101.000.000.542.66.10.98 Snow Plow - Overtime 101.000.000.542.66.20.00 Snow Plow - Payroll Taxes and Benefits 101.000.000.542.66.20.01 Snow Plow - TemplSeasonal - Payroll Tax & Benefits 101.043.000.542.10.10.00 Bridge - Wages 101.043.000.542.10.10.99 Bridge - Overtime 101.043.000.542.10.20.00 Bridge - Payroll Tax & Benefits Supplies Wages 7.475 FTE's 1.0 Shane, Tom 1.0 Traffic - Ray, Ryan .75 Mike .5 Dan, Dana, Don, Tom A. .375 Grant Eng - Adam .25 Bridge - Pete 0.1 Brant Temp/Seasonal - Wages Overtime Payroll Taxes and Benefits Temp/Seasonal - Payroll Tax & Benefits 101.042.000.542.10.31.04 Operating Supplies - Misc supplies for maintenance crew, including marking paint and other supplies for marking jabsites. Vehicle Maintenance Supplies - Internal repairs for 5.5 vehicles - tools for vehicles - supplies for vehicles 101.042.000.542.10.32.01 Fuel - Fuel for 5.5 vehicles 1.0 5-200: 2008 Ford F-150 (Shane) .5 5-201: 2007 Ford F-250 (Mike) .5 5-202: 2009 Ford F-550 (Shop Maint) 1.0 5-214: 2007 Chevy Colorado (Ryan) 1.0 5.215: 2004 Ford F--150 (Tom A) .5 5-216 : 2014 Ford F-150 (Dana) 1,0 5-217: 2016 Ford F-250 (Tom) 101.042.000.542.10.35.01 Small Tools & Minor Equipment - Non Vehicle tools, - Field tools, weedeaters ... 101.042.000.542,30.31.08 Repair & Maintenance Supplies - crack sealing - asphalt ✓ coldmix - propane for crack seal melter - street markers, cones, safety equip - paint for graffiti 101.042.000.542.10.31.10 2020 Proposed Budget 552,074 37,067 10,000 258,766 3,699 82,592 28,514 30,000 38,712 2,647 10,582 0 4,960 2,000 6,000 10,000 11,000 90,000 Page 1 of 6 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund Line Item Detail 101 Other Services & Charges 101.042.000.542.10.41.02 Engineering & Architectural - Traffic Engineering Services (DEA) 35,000 - Traffic Engineering Services (JUB) 85,000 - Pavement Mgmt. - street scan 60,000 - Principal Arterial Intersection traffic counts - 10,000 Added intersection counts for signal timing improvements. Turning counts 101.042.000.542.10.41.17 Advertising 500 - Bid ads 2020 Proposed Budget 190,000 101.042.000.542.10.42.03 Cell Phones 4,968 - Celt Phones (2) - Mike, Tom D @ 41.01/mo 984 - Cell Phones (4 @ .50) - Dan, Dana, bon, Tom A 984 - Cell Phone reimbursement -$135/Qtr. 540 - l -pads (3) - Ray, Ryan, Shane @ 41.01 1,476 - Mobile Broadband (4 @.50) - Dan, Dana, Don, Tom A 984 101.042.000.542.10.43.01 Travel/Mileage/Meals 3,000 - Mileage, Meals - Airfare, Car rental, Lodging 101.042.000.542.10.45.03 Equipment Rental 6,300 -. Mastic and patcher rental (Arrow) 5,000 - Portable crane to remove/replace sander/dump body - 2x yr 1,300 101.042.000.542.10.47.04 Waste Disposal 11,700 - Dumping fees - local transfer stations from items in ROW and 11,000 clean green - Street Sweeping - 4% Street/96% storm 700 101.042.000.542.10.48.01 Equipment Repair & Maintenance 3,000 - BNSF RR signal /gate repair 50% = COSV 1,000 - Repairs not done in house. Outside shop repairs 2,000 101.042.000.542.10.48.03 Software Licenses & Maintenance 1,930 Shane - Adobe Acrobat - rental charge 180/yr 180 Traffic - Syncro plus SimTraffic 500 Every other year. Next 2021- Upgrade 0 Ryan - Bluebeam - renewal $149/yr and Ray replacement 599 750 Traffic - McTrans HCSS7 - Traffic Analysis tool 500 101.042.000.542.30.41.10 Contracted Street Maintenance Dead Animal Removal - City Streets 25,000 - Emergency Cleanup / On Call Spokane County Geiger 35,000 - $70,000 - Exp 9/2021 - 50% St/50% Storm - Emergency Spill Cleanup / On Call Able Cleanup 1,250 - $5,000 - Exp end of year - 25% St /75% Storm - Emergency Traffic Control / On Call Senske 5,000 -$10,000-Exp end of year - 50% St / 50% Storm - ROW: Landscaping Senske 22,500 - $90,000 - Executed 2020, (4) 1 yr renewal options - 25% St/75% Storm - ROW: Weedspraying-T6D 10,000 - $40,000 - Executed 2019, (4) 1 yr renewal options - 25% St/75% Storm Page 2 of 6 1,483,358 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund Line Item Detail 101 101.042.000.542.63.47.01 101.042.000.542.90.45.07 - Street Sweeping AAA Sweeping increase yearly by approx 14% to allow for same level of service due to vendor staff/service increases - $560,000 - Executed 2019, (4) 1 yr renewal options - 4% St/96% Storm - Street Repair & Maint Poe Asphalt - $1,500,000 Executed 2020, (4) renewal options - 90% St / 10% Storm Vegetation Management - $30, 000 50% street / 50% storm Street Lighting - Yearly increase due to added lighting Iv/ city growth - now being replaced with LED I nterfund Vehicle Lease (non -plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund vehicles 19,608 1,350,000 15,000 101.042.000.542.90.49.01 Subscriptions - Generic 500 traffic - Manual: ITE Trip Generation Every 3-4 yrs. Next Check = 2022 $1,150 0 street - WSDOT Manual Every odd yr. Next Check = 2021 $150 0 traffic MUTCD Manual 1,500 street Tracking service (street /storm) April- Sept = Street, Oct -March = Snow - Vestige: (Portable) - Senske, Graders - $2185 Street 786 72% / Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 Street 690 46% Storm 54% 101.042.000.542.90.49.02 Memberships - Professional Licenses street - Various Ecology, Chemical Handlers, Water Works 2,200 Operator, Hazardous memberships traffic - SRTC - V1SUM software 1,800 traffic - SRTMC Management Fees 15,000 - currently no agency is paying - grant funded. Determined each year street /traffic - SRTC Membership 19,000 Ryan - Transportation Professional Cert Board - Expires 2022 $275 traffic - 2 PE Licenses $125 (2 yr renewal) 125 Odd yr: Ray, Even yr: Ryan Ryan - IMSA 85 Ryan IMSA Signal Tech Certification - every 3 years - Every 3 year Expires 2021 $100 101.042.000.542.90,49,04 Registrations STREET - 5 staff @ $400 (Shane, Tom, Mike /.50 Dan, Dana, Don, 2,000 Tom A) TRAFFIC - 2 staff @ $750 (Ray, Ryan) 1,500 2020 Proposed Bud • et 485,000 14,500 3,476 38,210 3,500 Page 3 of 6 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund Line Item Detail 101 Maintenance Shop - Euclid 101.042.000.543.50.31.08 101.042.000.54 3.50.41.21 101.042.000.542.??.??.?? 101.042.000.543.50.44.03 101.042.000.543.50.4 5.50 101.042.000.543.50.4 7.01 101.042.000.543.50.47.03 101.042.000.543.50.47.04 101.042.00 0.543.50.47.05 101.042.000.543.50.48.04 Bridge 101.043.000.542.10.41.02 101.043.000.542.50.31.08 101.043.000.542.50.35.01 101.043.000.542.50.43.01 101.043.000.542.50.45.03 101.04 3.000.542.50.48.01 Repair & Maintenance Supplies All expenses are 50/50 with the Stormwater Fund - Janitorial Supplies - US Linen & Uniform - 1592/yr - Cleaning supplies - Consolidated Supply Co.- 400/yr - First Aid supplies - Freedom Sales - 100yr Other - lights .... Janitorial Services - 50% St/50% Storm - Argus - Rugs (puchase, Argus cleans, replace as needed) - Company TBD for overalls Inland Empire Utility - 811 - Split 50/50 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 Taxes & Assessments Operating Facilities Rent - Day Wireless - Tower rental / radios in plows 212.33/mo Electricity - Euclid Facility - Electricity at the Maint Facility: 17002 E. Euclid - 50% St/50% Storm (hard split) Sewer - Euclid Facility - Sewer at the Maint Facility: 17002 E. Euclid $55/mo. Split 50/50 with Stormwater Waste Disposal - Euclid Facility - Garbage at the Maint Facility: 17002 E. Euclid Split 50/50 w/ Storm Television Service - Euclid Facility - Service provided to Maintenance Facility access to the latest news / weather rpls. - 50% street/50% storm, approx $75/mo Repair & Maintenance - Euclid Facility Al! expenses are 50/50 with the Stormwater Fund - Industrial Park Dues - Crown West Realty - Yearly Furnace Cleaned - Building Maintenance Engineering & Architectural Bridge Engineering Consultant (Sargent) Repair & Maintenance Supplies Small Tools & Minor Equipment Travel/Mileage Equipment Rental Bridge Maintenance - Genera/ maintenance: annual, conditional Page 4 of 6 800 200 50 500 525 500 500 1,100 500 1,000 2020 Proposed Budget 1,050 1,525 5,000 1,000 2,550 8,500 450 1,200 450 2,600 35,000 500 500 1,500 1,000 40,000 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund 2020 Line Item Detail 101 101.043.000.542.50.49.04 Traffic 101.042.000.594.42.63.03 101.042.000.542.64.35.01 101.042, 000.542.64.48.44 Snow Operations (101.000 101.000.000.542.66.31.04 Registrations - 1 staff @ $750 (Pete) Traffic Control Improvements - Cabinet detection Small Tools & Minor Equipment - Battery Backup Traffic Control Devices- Repair & Maint - Failure .0001 Operating Supplies - Snow Removal - Liquid Magnesium Chloride - Granular deicer 101.000.000.54 2.66.31.08 101.000.000.542.66.31.10 101.000.000.542.66.32.01 101.000.000.542.66.35.01 101.000.000.542.66.41.05 101.000.000.542.66.41.12 101.000.000.542.66.41.15 101.000.0 00.542.66.41.17 101.000.0 00.542.66.45.0 3 101.000.000.542.66.45.07 101.000.000.542.66.48.01 101.000.000.542.66.49.01 Intergovernmental Services 101.042.00 0.542.30.51.01 Repair & Maintenance - Snow Removal - Plow repair/maintenance - done in house - Gas for welder, cutting torch Norco Vehicle Maintenance Supplies - Internal repairs Plows (11), Sidewalk plows (2) - supplies for vehicles Fuel - Snow Removal - Fuel for 11 snow plows, 2 sidewalk plows, and .5 backhoe for avg snow fall winter Small Tools & Minor Equipment - Snow Removal - Small tools needed to repair snow plow fieet Professional Services - Snow Removal - CDL Physicals for drivers (5) per year - paid previously by MR, now paid by street fund Winter Snow Services - On Call Contract Drivers Snow Grader under winter reserve fund WSDOT Winter Snow Services - Snow removal and treatment on Pines and Trent Advertising Equipment Rental - Road grader rental Interfund Vehicle Lease (plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund plows Equipment Repair & Maintenance - Snow Removal - Outside shop repairs Subscriptions - Snow Removal Tracking service April- Sept = Street, Oct -March = Snow Vestige: (Portable) - Senske, Graders - $2185 Street 72%/Storm 28% Precise: (Hardwired) - Plows, Sweeping - $3000 Street 46% Storm 54% Street Maintenance -County 110,000 160,000 15,000 Proposed Bud et 750 70,000 25,000 20,000 270,000 40,000 40,000 30,500 5,500 800 40,000 80,000 500 15,000 48,500 786 690 20,000 1,476 737,000 Page 5 of 6 P:\1. General Governance\Budget\2020 Budget\Engineering\Street Fund budget worksheet 2020.xlsx Street Fund Line Item Detail 101 101.042.000.542.30.51.02 - Signals 467,500 - Signs 88,000 - Striping 115,500 - Legends 66,000 WSDOT Maintenance Contract - Signal / illumination 50,000 - Roadway Maintenance 125,000 - Contingency 10,000 Interfund Payments for Service 101.000.000.597.00.00.10 101.042.000.597.31.00.10 Transfer to General Fund - OH Transfer to Fund 311 - Pavement Preservation Total: Page 6 of 6 2020 Proposed Budget 185,000 5,160, 906 P:\1. General Governance\Budget\2020 Budget \ Engineering \Stormwater budget worksheet) 2020.xlsx Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 3.9 FTEs RECURRING ACTIVITY 2016 2017 2018 Actual Actual Actual Wages / Payroll Taxes / Benefits 000.531.36.10.00 Wages 316,871 312,853 277,021 000.531.36.10.01 Temp/Seasonal - Wages 11,391 9,713 8,146 000.531.36.10.99 Overtime 1,736 4,709 2,412 000.531.36.20.00 Payroll Taxes and Benefits 134,257 136,385 114,741 000.531.36.20.01 Temp/Seasonal - Payroll Tax & Benefits 1,535 1,442 1,150 465,790 465,102 403,470 2019 Amended Budget 325,963 22,534 2,000 149,471 2,357 502,325 2020 Proposed Budget 340,364 25,351 2,000 0 149,274 (197) 2,593 236 Increase/ Decrease from 2019 14,401 2,817 519,582 17,257 Supplies 000.531.36.31.03 Publications 0 0 0 200 750 550 000.531.36.31.01 Office Supplies 0 42 329 0 0 0 000.531.36.31.04 Operating Supplies 2,630 773 85 0 0 0 000.531.36.31.06 Safety Equipment 202 248 166 0 0 0 000.531.36.31.08 Repair & Maintenance Supplies 2,456 1,754 1,854 0 0 0 000.531.36.31.10 Vehicle Maintenance Supplies 0 22 1,468 0 3,500 3,500 000.531.36.32.01 Fuel 3,637 5,311 4,560 5,500 5,500 0 000.531.36.35.01 Small Tools & Minor Equipment 3,361 2,914 3,956 5,000 5,000 0 12,286 11,064 12,418 10,700 14,750 4,050 Other Services & Charges 000.538.36.38.00 Compensated Absences 3,572 (1,545) 0 0 0 0 000.531.36.41.03 Spokane County GIS 17,642 20,814 29,818 41,400 45,600 4,200 000.531.36.41.05 Professional Services 6,272 405 41,130 46,800 45,000 (1,800) 000.531.36.41.10 Private stormwater maintenance 961,537 881,008 989,437 1,020,974 1,084,438 63,464 000.531.36.41.17 Advertising 35 555 1,389 2,000 2,000 0 000.531.36.41.20 Decant Facility Usage 4,752 2,293 0 10,000 10,000 0 000.531.36.41.21 Janitorial Services 0 0 970 0 1,525 1,525 000.531.36.42.01 Postage 0 8 0 0 0 0 000.531.36.42.02 Telephone Service 420 444 467 0 0 0 000.531.36.42.03 Cell Phones 807 1,762 2,064 1,455 2,160 705 000.531.36.43.01 Travel/Mileage/Meals 1,477 1,394 686 3,500 3,500 0 000.531.36.44.03 Taxes and Assessments 415 415 484 500 500 0 000.531.36.45.03 Equipment Rental 54 0 0 0 0 0 000.531.30.45.07 Interfund Vehicle Lease 11,000 12,750 12,750 12,750 14,000 1,250 000.531.36.47.01 Electricity 8,142 9,566 8,066 9,400 9,400 0 000.531.36.47.02 Water & Sprinkler 43,793 35,951 35,772 50,000 50,000 0 000.531.36.47.03 Sewer 285 286 399 330 450 120 000.531.36.47.04 Waste Disposal 22,144 26,422 8,689 23,000 23,000 0 000.531.36.47.05 Television Services 324 361 441 400 450 50 000.531.36.48.01 Equipment Repair & Maintenance 5,151 2,621 2,409 4,500 1,000 (3,500) 000.531.36.48.03 Software Licenses & Maintenance 5,530 3,471 4,293 5,850 4,560 (1,290) 000.531.36.48.04 Repairs & Maintenance - Euclid Facility 5,642 3,320 1,185 3,900 1,550 (2,350) 000.531.36.49.01 Subscription 0 624 1,583 1,800 2,245 445 000.531.36.49.02 Memberships 3,711 4,476 6,295 7,166 2,175 (4,991) 000.531.36.49.03 Printing & Binding 0 0 0 400 400 0 000.531.36.49.04 Registrations 3,700 3,242 993 3,200 3,200 0 000.531.36.49.05 Filling and Recording Fees 0 0 (149) 0 0 0 000.531.36.??.?? Inland Empire Utility Service 811 0 0 0 0 5,000 5,000 000.531.36.49.18 Vehicle License & Registration 24 0 0 0 0 0 1,106,429 1,010,643 1,149,171 1,249,325 1,312,153 62,828 Page 1 of 2 P:\1. General Governance\Budget\2020 Budget\Engineering\Stormwater budget worksheet) 2020.xlsx Intergovernmental Services 000.531.36.51.01 Spokane County - Contract Services 1,200 0 0 0 0 0 000.531.36.51.20 Ecology Permit 30,564 32,661 53,877 37,500 37,500 0 31,764 32,661 53,877 37,500 37,500 0 Interfund Payments for Service 000.597.00.00.10 IF Transfer to 001 Total Recurring Activity NONRECURRING ACTIVITY Capital Outlays 402.000.000.531.36.40.00 402.000.099.531.36.41.05 402.402.00 0.594.38.64.05 402.000.000.595.40.63.00 402.000.193.595. 402.000.238.595. 402.000.239.595. 402.000.240.595. 402.000.248.595. 402.000.250.595. 402.000.258.595 402.000.264.595 402.000.267.595 402.000.279.595 13,400 13,400 13,400 0 0 (13,400) 13,400 13,400 13,400 0 0 (13,400) 1,629,669 1,532,870 1,632,336 1,799,850 1,883,985 70,735 Watershed Studies 0 0 776 100,000 80,000 (20,000) Stormwater Comprehensive Plan 0 0 0 0 100,000 100,000 Heavy Duty Machinery & Equipment 4,871 0 0 0 0 0 Construction - Drainage / Capital Outlays 82,733 184,570 4,200 450,000 500,000 50,000 #193 - Effectiveness Study 110,055 196,480 0 10,000 0 (10,000) #238 - Pines Rd Mirabeau Parkway Intersection 6,848 0 0 0 0 0 #239 - Bowdish Rd & 12th Ave. Sidewalk 0 65,372 0 0 0 0 #240 - Saltese Road Preservation Project 0 72,918 0 0 0 0 #248 - Sprague Street Pres - Sullivan to Corbin 0 7,905 205,068 0 0 0 #250 - 9th Ave Sidewalk - Raymond to University 0 1,188 0 0 0 0 #258 - 32nd Ave Sidewalk-SR27 to Evergreen 0 0 58,933 0 0 0 #264 - 8th Ave Sidewalk- Dicky to Theirman 0 0 83,803 0 0 0 #267 - Mission Sidewalk - Bowdish to Union 0 0 219 0 0 0 #279 - Knox Avenue Sidewalk - Hutchinson to Sal 0 0 1,862 0 0 0 Total Nonrecurring Activity 204,507 528,433 354,861 560,000 680,000 120,000 Total Stormwater Fund 1 834 176 2 061 303 1 987 197 2 359 850 2 563 985 190 735 Page 2 of 2 P:\1. General Governance\Budget\2020 Budget\Engineering\Stormwater budget worksheet) 2020.xlsx Stormwater Fund Line Item Detail 402 402.40 2.000.5 31.36.10.00 402.402.000.531.36.10.01 402.402.000.531.36.10.99 402.402.000.531.36.20.00 402.402,000.531.36.20.01 402.402.000.531.36.31.03 402.402.000.531.36.31.10 402.402.000.531.36.32.01 402.402.000, 531.36.35.01 402.402.000.531.36.41.03 402.402.000.531.36.41.05 Wages 3.9 FTE's 1.0 Aaron, Chad .90 Brant .5 John J .25 Mike, Adam Tema/Seasonal - Wages - 2 interns @ 600 hrs each Overtime Payroll Taxes and Benefits - FICA, Medicare, L&1, PERS Temp/Seasonal - Payroll Tax & Benefits - 2 interns Publications - Training publications / materials - WSDOT- every even yr $55 - iWAC brochures Vehicle Maintenance Supplies - Internal repairs for 4.5 vehicles - Supplies for vehicles Fuel .5 5-201 - 2007 Ford F-250 (Mike) .5 5.202 - 2009 Ford F-550 (Shop Maint) .5 5-213 - 2010 Caterpillar 420E IT (Backhoe) 1.0 6-400 - 2011 Ford F-250 (Brant) 1.0 6-401 - 2005 Dodge Dakota (Aaron) 1.0 6-402 - 2014 Ford Escape SE (Pool Vehicle) Small Tools & Minor Equipment includes testing equipment, spill cleanup supplies, signs, - Safety Equipment: vests, hard hats Spokane County Invoice from Spokane Co Info Systems - GIS Application Services (wk from Dan Heyman) ESRI Licenses Fee - GIP 25%/Storm 23%/CD Devip16%,/CDPlanning 35%/ based on # users ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles (Aerial photos) - Every other year, next year will be 2020. CIP 25% / Storm 23% / CD Devlp16%,/CDPlanning 35%/ based on # users - Pictometry License Online - yearly Split 50/50 between Storm & CD Planning Professional Services - Surveying Materia! Testing - Planning and Pre -design, geotech Page 1 of 4 35,000 2020 Proposed Budget 340,364 25,351 2,000 149,274 2,593 750 3,500 5,500 5,000 45,600 3,900 2,500 2,500 1,700 45,000 10,000 10,000 25,000 P:\1. General Governance\Budget\2020 Budget\Engineering\Stormwater budget worksheet) 2020,xlsx Stormwater Fund Line item Detail 402 402.402.000.531.36.41.10 Private (Contracted) Stormwater Maintenance - Emergency Cleanup / On Call Geiger 35,000 - $70,000 - Exp 9/2021 - 50% St / 50% Storm - Emergency Spill Cleanup / On Call Able Cleanup 3,750 - $5,000- Exp end of year - 25% St/ 75% Storm - Emergency Traffic Control/ On Call Senske 5,000 - $10,000 - Exp end of year - 50% St / 50% Storni - ROW: Landscaping Senske 67,500 - $90,000 - Executed 2020, (4) 1 yr renewal options - 25% St/ 75% Storm ROW: Weedspraying - TBD 30,000 - $40,000- Executed 2019, (4) 1 yr renewal options - 25% St/ 75% Storm - Street Repair & Maint Poe Asphalt 150,000 increase yearly by approx _ to allow for same level of - $1,500,000 Executed 2020, (4) renewal options - 90% St/10% Storm - Street Sweeping AAA Sweeping 537,600 increase yearly by approx 14% to allow for same levet of - $560,000 - Executed 2019, (4) 1 yr renewal options - 4% St / 96% Storm - Vactoring(Drainage structure cleaning) - AAA Sweeping 202,588 - $202,588 - Executed 2018, (4) 1 yr renewal options - Contingency 38,000 - Vegetation Management 15,000 - 50% St / 50% Storm 402.402.000.531.36.41.17 Advertising 2,000 - RFQ /RFD's - run m (3) publications x 2 wks 402.402.000.531.36.4120 Decant Facility Usage 10,000 - This relates to the 0 & M fees for the use of the facility and disposal cost 402.402.000.531.36.41.21 Janitorial Services 1,525 - 50% St/50% Storm - Argus 525 - Rugs (puchase, Argus cleans, replace as needed) 500 - Company TBD for overalls 500 402.402.000.531.36.42.03 Cell Phones 2,160 1,440 3 1pad @ 40.01 each/mo - Aaron, Chad, Brant or interns - Cell phone @ 40.01 each/mo - Brant 480 - Cell phone 50% @ 40.01 each/mo - John J 240 402.402.000.531.36.43.01 Travel/Mileage/Meals 3,500 - Mileage, Meals 2020 Proposed Budget 1,084,438 - Airfare, Car rental, Lodging - National conference / State conference 402.402.000.531.36.44.03 Taxes and Assessments 500 - Fees and assessments for Maint Facility 402.402.000.531.30.45.07 Interfund Vehicle Lease 14,000 Page 2 of 4 P:\1. General Governance\Budget\2020 Budget\Engineering\Stormwater budget worksheet) 2020,xlsx Stormwater Fund Line Item Detail 402 402.402.000,531.36.47.01 Electricity - Maintenance Facility at 17002 E. Euclid. 8,500 - 50% St/50% Storm - Irrigation 900 402.402,000.531.36.47,02 Water & Sprinker - Modern, Vera, ESWD#1, SCWD#3, Consolidated, Irvin - irrigated swales & ROW area 13 acres of lawn turf, vegetation 402.402.000.531.36.47.03 Sewer (Euclid Facility) - Sewer at the Maint Facility: 17002 E. Euclid $70-75 / mo. 50% St / 50% Storm 2020 Proposed Budget 9,400 50,000 450 402.402.000.531.36.47.04 Waste Disposal - Special eductor waste to Grahm Rd facility 1,800 - Street sweeping waste to WM Ghram Rd facility 20,000 - Garbage at the Maint Facility: 50% St/50% Storm 1,200 402.402.000.531.36.47,05 Television Service @ Euclid Facility - Service provided to Maintenance Facility access to the latest news /weather rpts. - 50% street/50% storm 402.402.000.531.36.48.01 Equipment Repair & Maintenance - External vehicle repairs 402.402.000.531.36.48.03 Software Licenses & Maintenance - Hydrocad Software - AutoCad Subscription: 1 Multi User - Bluebeam (2 - Chad, Aaron) $149/maint - Stormshed - ist yr, look at renewal rates for 2021 - Spokane County information Technology - how stormwater fees are collected and assessed - Eagle Web Access (Spokane County) 150 402.402,000.531.36.48.04 Repair & Maintenance Supplies - Euclid facility 1,550 All expenses are 50/50 with Strret/Storm - Janitorial Supplies - US Linen & Uniform - 1592/yr 800 - Cleaning supplies - Consolidated Supply Co.- 400/yr 200 - First Aid supplies - Freedom Sales - 100yr 50 - Other- lights .... 500 Subscriptions 2,245 Tracking service - Vestige: (Portable) - Senske, Graders - $2185 Street 625 72% / Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 Street 1,620 46% Storm 54% 402.402.000.531.36.49.02 Memberships / Professional Licenses 2,175 - Professional membership - tbd 500 23,000 450 300 1,112 298 1,600 1,200 1,000 4,560 402.402.000.531.36.49.01 Brant - Wastewater Operator Certificate - WA Dept of Health 50 City Membership - 1WAC - ID / WA Aquifer Collaborative 1,500 - License 125 / each, every other year even/odd 125 - Even: Chad Odd: 402.402.000,531.36.49.03 Printing and Binding - Small Works projects 402.402.000.531.36.49.04 Registrations - 4 staff @ $800 Page 3 of 4 400 3,200 P:\1. General Governance\Budget\2020 Budget\Engineering\Stormwater budget worksheet) 2020.xlsx Stormwater Fund Line Item Detail 402 402.402.000.531.36.51.20 402.402.000.531.36.??.'?? Nonrecurring Expenditures 402.000.000595.40.63.00 402.000.099.531.36.41.05 4 02.000.000.5 31.36.40.00 Ecology Permit - Yearly cost of operating under the DOE - based off the number of housing units - Stormwater engineer will have data for calculation Inland Empire Utility - 811 - Split 50150 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 Total Recurring Expenditures: Construction - Drainage / Capital Outlays Comprehensive Plan Watershed / Floodplain Studies Total Nonrecurring Expenditures: Total Stormwater Fund: Page 4 of 4 2020 Proposed Budget 37,500 5,000 1,883,985 500,000 100,000 80,000 680,000 2,563,985 Spokane 4.01• Valley FINANCE DEPARTMENT Cliclsle Taylor, CPA, Finance Director 10210 E Sprague Avenue ♦ Spokane Valley WA 99206 Phone: (509) 720-5000 ♦ Fax: (509) 720-5075 ♦ www.spokanevalley.org Memorandum To: Mayor and Councilmembels From: Chelsie Taylor, Finance Director Date: Tuesday, June 11, 2019 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 2019 General Fund budget as initially adopted, we anticipated the ending fund balance to be $33,064,618, which represents 79.31 % of recurring expenditures. Ending fund balance Recurring expenditures 79.31% = $ 33,064,618 $ 41,691,369 Page 1 of 6 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 -flaw — cash reserves that are required to meet ongoing operations and capital construction needs. 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 fall 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 2019 City property tax levy is $12,054,400. 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 $6,027,200. Cash deficit = 2019 Property Tax Revenue 2 $6,027,200 = $ 12,054,400 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 (i.e. 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 2019 are estimated at $27,852,700. Assuming these are received one -twelfth each month, our "cash in- flow deficit" is approximately $2,321,058. State Remittances Sales tax Sales tax - Public Safety Sales tax- Criminal Justice State shared revenues Total receipts Months per year Average monthly receipt $ 22,917,000 $ 1,081,900 $ 1,944,000 $ 1,909,800 $ 27,852,700 12 $ 2,321,058 Page 2 of 6 Together, these two revenue sources necessitate that the City maintain a minimum General Fund fund balance of $8,348,258 or 20.42% 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 1.13) Approximate monthly remittance from the State of WA Minimum needed to meet cash flow $ 6,027,200 $ 2,321,058 $ 8,348,258 Minimum cash flow reserve = Cash deficit caused by revenue remittance delay 2019 Recurring General Fund expenditures 20.42% _ $ 8,348,258 $ 40,891,379 21 Minimum General Fund Reserves Required to Meet "Cash Out -flow" 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 1/12 of the 2019 recurring operating budget of $41,691,369 is disbursed each month, then: A fund balance equivalent to 1 -month of operations is: $41,691,369 x 1 / 12 = $ 3,474,281 = 8.33% A fund balance equivalent to 2 -months of operations is: $41,691,369 x 2 / 12 = $ 6,948,562 = 16.67% A fund balance equivalent to 3 -months of operations is: $41,691,369 x 3 / 12 = $ 10,422,842 = 25.00% We recommend the City maintain a three-month operating reserve or $10,422,842 in 2019. 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 Page 3 of 6 year to year, but in 2019 we have budgeted a total of $20.6 million of capital projects which we will pay for with cash -on -hand of $9.6 million and $11 million of grants. Assuming expenditures are incurred evenly over a 6 -month construction season, this means we must hold a $1,833,333 capital construction reserve (= $11 million 16 months). This $1.8 million represents a General Fund reserve of 4.40%, computed as follows: Capital Project Reserve = $ 1,833,333 = 4.40% Recurring Expenditures $ 41,691,369 COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT Combining the fund balance required to meet 2019 General Fund cash in -flow and cash out- flow needs yields a total of $20,604,434 or 49.42% of recurring expenditures. This computation is based upon a summary of each element noted in this analysis. Cash Reserve Required Recurring Expenditures Reserve Cash In -flow 1.A) Semi-annual property tax remittance = $ 6,027,200 / $ 41,691,369 = 14,46% 1.9) Remittances from the State of Washington = $ 2,321,058 / $ 41,691,369 = 5.57% Cash Out -flow 2.A) Operating 2.B) Capital projects = $ 10,422,842 / $41,691,369 = 25.00% = $ 1,833,333 / $ 41, 691, 369 = 4.40% $ 20,604,434 / $ 41,691, 369 = 49.42% 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 previous years' 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 $27.8 million into Fund #312. This money has been used to finance a variety of Council approved projects. Page 4 of 6 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: Capital Reserve Fund #312 Sources General Fund transfers - 2013 through 2017 General Fund - 2018 transfer for misc. cap projects General Fund - 2018 transfer of 2016 fund bal > 50% General Fund - 2019 transfer of 2017 fund bal > 50% Developer contribution (Library District) - 2013 Developer contribution (Library District) - 2014 Net proceeds on sale of Carnahan properties - 2018 16, 885, 878 1,000,000 2,795,429 7,119,300 3,180 4,675 373,397 28,181,859 Uses Projects Completed in Prior Years 7,197,861 Appleway Trail University to Pines 1,452,026 Appleway Trail - Sullivan to Corbin 347,000 Appleway Trail Pines to Evergreen 27,1,162 Appleway Trail - Evergreen to Sullivan 323,325 Barker Road / BNSF Grade Separation 1,421,321 Pines Road Underpass 1,985,417 Reconstruct Eu_ ': _ - - - - _ _ _ 1,800,000 Carnahan & 8th ROW acquicitieR 6,59,004 Bus stops & ped crossings on Indiana Ave. 110,000 Sullivan Park land acquisition 844,000 Sullivan Park water line installation 152,858 Barker Road corridor improvements 1,485,417 Additional Barker - Euclid to Trent 1,238,983 Additional Barker- Euclid to Spokane River 310,000 Balfour Park development 1,485,417 Improvements at proposed SCLD Balfour site 460,715 Transfer to Street O&M Fund #101 907,000 Garland Ave Construction 1,500,000 SVPD land acquisition 235,000 24,189,806 Difference 3,992,053 completed completed committed completed committed committed committed completed completed committed committed 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 Investors Service and is likely in part responsible for the Page 5 of 6 "Aa2" 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). At that time our credit rating was an "Aa3". I've also attached a May 10, 2019 Moody's Investors Service "Annual Comment on Spokane Valley" that provides their most recent review. If you should have any questions or comments please feel free to contact me at any time. Page 6 of 6 Mark Calhoun From: MRSC <ristadrriin@inrsc•ccsend•corn> on behalf of MRSC <Iistadmin(mrsc,org> Seat: Friday, October 21, 2016 9:08 AM To: Mark Calhoun Subject: Ask MRSC: October 2016 Having trouble viewing this email? Click here OCTOBER 2016 Ask MRSC is a monthly. c••iiewstetter featuring responses 10 selected incp.ciriuti rc,cuivcd lsy the consullEitl sl:-ff of MRSC, Submit your own quostion Baia uur simple online form. h\\ '1111s ISsIPI°°°: Are local governments required to maintain specific reserve fund balance levels? Should a local government continue adding tc., its o_peratinu reserve if it has already met the requirement ol'ihe policy? 1)o news!per publisher.; or distributors have any legal rights to place newspaper pav boxes in the public right -or way? Can the city have them moved or at least placed on private property? • Do advisory committees need to take minutes of their meetings? How oilers are cities required to adopt or approve. their- capital facilities plan? What arc the public hearing requirements associated with raising a utility rate? Arc local goVernments required to•maintain specific reserve fund balance levels? Should a local government continue adding to its operating reserve if it has already met the requirement of the policy? This is always a good topic of conversation and the answer is almost always "it depends." Financial policies are considered a best practice by the GFOA and at the top of the list of recommended financial management policies by the SAO. There is no statutory requirement for fund balance levels, nor is there any specific reference within the SAO BARS manual that states that a municipality (whether it's a county, city, or special purpose district) has to have a specific level of operating reserves (also known as 1 "beginning" or "ending" fund balance). The 15% figure was a previous recommendation made by the GFOA for the general fund. This percentage has since been updated with the 2015 release of the GFOA best practice paper on Appropriate Level of Unrestricted Fund Balance in the General Fund. The recommendations made by the GFOA now speaks of several factors that would lead an entity to adopt a policy that addresses these factors in a way that is specific to them. An excerpt from the best practice paper states: In establishing a policy governing the level of unrestricted fund balance in the general fund, a government should consider a variety of factors, including: 1. The predictability of its revenues and the volatility of its expenditures (i.e., higher levels of unrestricted fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating expenditures are highly volatile); 2. Its perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state budget cuts); 3. The potential drain upon general fund resources from other funds, as well as, the availability of resources in other funds The potential impact on the entity's bond ratings and the corresponding increased cost of borrowed funds; 5. Commitments and assignments (i.e.. governments may wish to maintain higher levels of unrestricted fund balance to compensate for any portion of unrestricted fund balance already committed or assigned by the government for a specific purpose). Governments may deem it appropriate to exclude from consideration resources that have been committed or assigned to some other purpose and focus on unassigned fund balance, rather than on unrestricted fund balance Depending upon the answer to the above questions, a local government may find that 15% is not adequate to rneet their needs. Or to the contrary, a local government may determine that 15% of the operating budget would be more than sufficient. You additionally asked whether a local government should continue to add to its operating reserve if it has already met the requirement of the policy. This question can only be answered by the policy adopted. You may want 10 consider expanding your current policy to define such things as "use and replenishment.' You will note that the GFOA best practice paper has a section that speaks to this issue. Budget is a great time to review financial policies currently in place and to fine tune those policies to meet current fiscal needs. Here is a link to our Financial/Budget Policies topic page, where you will find some excellent samples of what other jurisdictions are doing in this area of fiscal management. Additionally, here is a Zink to the SAO - FIT (Financial Intelligence Tool) that will assist in evaluating the financial condition of the county and provide you with fiscal data for your analysis of appropriate fund balance_ Submit a Question Subscribe SuarchlRrovuse All Inquiries 1)o newspaper publishers ur distributors have any tegai rights in place new snacks or newspaper pay haves in the public right-of-way? ('a.n the city have then' moved or at least placed on private property? 2 F roblom Salvor PLIBI_.JC IVIONI-Y By Justin Marlowe Why We Put Money Aside States and ;ocalitios have very different perspectives on the point of rainy day funds. WMince Sayre, an early and influential scholar of pub- lic management, once said public and business admin- istration are "alike only in all unimportant respects." His insight applies equally to states and localities and their rainy day funds. Both put money aside for unfore- seen emergencies or hard times. But states use these funds to solve problems. Many local governments use theist—or don't—in ways that reveal problems. Among the states, rainy day funds have been the hest (arid in sore eases the only) tool available to blunt the Great Reces- sion's fiscal destruction, Inuring the good years prior t0 the downturn, most states built up 5 to 10 percent of annual expendi- tures in their funds. Duringthe recession and the ever-su-slow 1'e cover), they spent almost all of that money to fill budget gaps created when revenues fell short and ser- vice demands spiked. Most local governrnents do nut have formal rainy day funds in the sante way most states do. A typical state rainy day Fund is governed by a law that sets a target fund balance and dictates when to use and replenish that balance, According to recent research, only 11 of the. 30 largest U.S. cities have an actual rainy day fund. Instead, most localities use budget surpluses or unreserved fund balances as a rainy day Rind, hut one without the constraints of a formal fund policy. Them: informal practices axe not necessarily bad, but they're not as trans- parent as must state policies. Unlike_ states' funds, local reserve lev- els are large and varied. Where state rainy day fund balances have hoverer around 5 to sTj eieertl of annual spending, local gotvernments tend to keep much inure in the bank. In my own analysis of more than 6,000 local government financial 78 GOVERNING 1 June 2013 reports from the past five yearsLI found the average local unreserved gcniraliunei balance to be around;34 percent of annual _general fitnt expenditures,. Even more striking' is how much theseluead balances vary, it's not uncommon to see a group of oc governments with 0 percent fund balances and a nearly identical group of jurrs tcnolts w t t and balances at 70 to 80 percent of annual spending Here's the most important difference Unlike the states, local governments did not spend down their reserves during the Great Recession. In fiscal 2007 the aver- age local unreserved general fund balance was 37 percent of annual general fund expenditures. In 2009, as the recession began to take hold, it fell to 29 percent. Tiut by 2011, as the recovery struggled to 34o/ Average amount of unreserved general funds that localities keep in the bank each year. start, it was backup to 31 percent. In the meantime, operating margins—or the per- cent by which revenues exceed expendi- tures—fell from an average of 6 percent in 2007 to an average o (less than 1.5 percent in 2011. To he cleat; about nne in four of these governments did spend down must or all of their reserve funds. But the vast majority, including several with Targe reserve funds, reduced spending instead, Why were local governments reticent to spend reserve funds during one of the stormiest eras in history? On the record, many local finance officials say they would prefer to use those funds to take on an idiosyncratic problem, such as a flood or Why were local governments reticent to spend reserve funds during one of the stormiest eras in history?J1 the loss of a major local employer, Off the record, they will tell you it has a lot to do with citizens' lack of under- standing of what local government services really cost. Some say; "If we spend it, we wort'I gel it buck" In other words, the pressure to keep taxes low is so great that they would never be able to replenish the reserves with new incremental revenues. Oth- ers say, "1 can't spend it because my council wants our reserve funds higher than the (neighboring) city of X;' Trans- lation: High reserve funds are a signal of strength and prosperity precisely because you don't really, need therm, Until we can address these much larger issues of per- ceptions, local rainy day funds will be a symptom rather than a solution. G gmail jmarlawe@wnshinxtvn.edrt U.S. PUBLIC HINANCE MOODY'S INVESTORS SERVICE CREDIT OPINION 10 May 2016 New Issue Rate this Research Contacts Travis George tr:wnseorge#fonroodws.corn William Oh 4 VP -A rtalyi t .villiam ohtagmoodys corn 415-274-1715 415-274-i739 Spokane Valley (City of), WA New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds Summary Rating Rationale Moody's Investors Service has assigned a Aa3 rating to the City of Spokane Valley, WA's $7.8 million Limited Tax General Obligation Bonds, 2016. Concurrently, Moody's has affirmed the city's parity Limited tax general obligation (LTGO) debt outstanding in the amount of $6.4 million. The Aa3 rating reflects the city's sizeable and growing tax base, modest resident wealth, extraordinarily healthy financial position and conservative financial management, and very low debt and pension burdens. Credit Strengths » Conservative management with very healthy financial position Low level of outstanding debt with modest plans for additional debt Relatively low pension burden largely due to contracting out of most services Credit Challenges » Below average resident wealth levels as measured by median family income and full value per capita » Moderate taxpayer concentration Rating Outlook Outlooks are not typically assigned to local government issuers with this amount of debt outstanding. Factors that Could Lead to an Upgrade » Significant growth and diversification of tax base and local economy » Substantial increase in resident wealth Factors that Could Lead to a Downgrade » Drastic deterioration of financial position with large decline in available reserves or increase in outstanding debt » Downturn in local economy resulting in contraction of the tax base MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE Key Indicators Spokane Valley (City of) WA 2010 2011 2012 2013 2014 Economy/Tax Base Total Full Value ($000) $ 7,169,493 $ 7,140,948 $ 7,087,523 $ 6,921,826 $ 7,168,991 Full Value Per Capita 79,476 $ 79,247 $ 78,272 $ 75,657 5 77,881 Median Family Income (% of U5 Median) N/A N/A 91.5% 91.5% 91.5% Finances Operating Revenue (5000) $ 40,017 $ 39,987 $ 40,660 $ 41,703 $ 43,108 Fund Balance as a % of Revenues 82.6% 84.5% 84.6% 69.7% 69.5% Cash Balance as a % of Revenues 89.1% 97.0% 94.4% 75.6% 89.9% Debt/Pensions Net Direct Debt ($000) $ 8,155 5 7,930 $ 7,690 $ 7,435 $ 6,675 Net Direct Debt / Operating Revenues (x) 0.2x 0.2x 0.2x 0,2x 0.2x Net Direct Debt / Full Value (%) 0.1% 0.1% 0.1% 0.1% 0.1% Moody's - adjusted Net Pension Liability (3 -yr average) to Revenues (x) Moody's - adjusted Net Pension Liability (3 -yr average) to Full Value (%) N/A N/A NIA N/A 0.2x 0.2x 0.3x 0.1% 0.1% 0.2% Recent Developments Recent developments are incorporated into the paragraphs below. Detailed Rating Consideration Economy and Tax Base: Growing Spokane area tax base with relatively low resident wealth Spokane Valley was incorporated with voter approval in 2003. The city is located in eastern Washington just ten miles east of Spokane and ten miles west of the Idaho border. Residents benefit from diverse regional employment opportunities in defense, healthcare, manufacturing, and high-tech sectors. The region also features Fairchild Air Force Base and several universities. Wealth measures are modest with median family income at 91.5% of U.S. levels and full value per capita at S83,011. The unemployment rate in Spokane County was 7.4% as of February 2016, which was above both state and nationwide levels. The city's tax base was resilient during the national downturn with just 3.5% of combined declines between 2011 and 2013. Since 2014, the city's tax base has increased by an average. of 3.8% annually, including 4.8% growth in 2016. Taxpayer concentration is moderate with the ten largest payers comprising 9.4% of assessed value as of 2016. The largest, Kaiser Aluminum, comprises nearly 4% by itself. Financial Operations and Reserves: Extraordinarily healthy financial position driven by conservative fiscal management Thanks to very strong and conservative policies, the city's financial position is remarkably healthy. The city's reserve policy requires it to have a fund balance in excess of 50% of recurring expenditures. The city ended fiscal 2014 with General Fund reserves of $30.3 million, or 79% of annual revenues. Based on unaudited results for 2015, the city's General. Fund ended the year with reserves again near 80% of annual revenues after a roughly S1 million operating surplus. The city also has a policy that recurring revenues always be in excess of recurring expenditures, which we expect to lead to the continuation of balanced operations going forward. The city's operating funds, which include the General Fund, Street Fund, and Debt Service Fund, had a combined fund balance equal to roughly 69.5% of operating fund revenues. In addition to its operating funds, the city also had roughly $8.6.million in its Capital Reserve Fund available for capital projects. The city's General Fund is funded primarily by sales tax revenues that make up roughly 46%, and property tax revenues that make up 29% of total revenues. Sales tax receipts have increased steadily in recent years with combined growth of nearly 30% since 2010. Property tax revenues have grown more modestly over this period given the city's conservative decision to forego the allowed 1% This publication does not announce a credit raring action. For any credit ratings referenced in this publication, please see the ratings tab on the issuerfentity page en www.moodys.com for the most updated credit rating action information and raring history. 2 10 May 2016 Spokane Valley (City of), WA: Nevi Issim Moody's Assigns Aa3 to Spokane Valley, WA's LTGO bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE increase in tax levies. Instead, the city has accumulated nearly $500,000 of banked levy capacity, which gives it increased flexibility going forward. The city contracts out for provision of some services to city residents. These contracts include those for public safety and solid waste, and officials believe they have helped keep the city's costs down overall. LIQUIDITY The city's liquidity position is very strong. As of 2014, the city had $37 million in available General Fund cash and investments compared to $37.4 million in expenditures in that year. These cash reserves are equivalent to more than 99% of annual expenditures. Debt and Pensions: Low level of outstanding debt and minimal pension burden Given the city's strong liquidity position, it has chosen to cash fund much of its capital program, and therefore has not issued much debt. With the new bonds, the city will have $14.2 million in outstanding long-term debt. This is equal to a low 0.18% of full value and 0.3 times annual operating revenues. The city has only minimal Future plans for additional debt, and we expect its debt metrics to remain relatively low. DEBT STRUCTURE The city's debt is all fixed rate and with level annual debt service. DEBT -RELATED DERIVATIVES The city has no debt -related derivatives. PENSIONS AND OPEB Largely due to the city's choice to contract out for public safety, its pension burden is quite manageable. The city participates in the Washington Public Employees Retirement System. The three year average adjusted net pension liability is just 0.16% of full value and 0.3 times operating revenues. Management and Governance Washington cities have an institutional framework score of "Aa," or strong. Although cities depend on economically sensitive tax revenues (sales, business and occupation), post -recession collections have been strong, making revenues moderately predictable. Cities have a moderate ability to increase property taxes by 1% annually, subject to state statutory limits. Expenditures primarily consist of public safety costs, which are highly predictable. Expenditure -reduction ability is moderate due to modest fixed costs and an active union presence. Cities also have the ability to make mid -year budgetary reductions not related to public safety. The city's conservative financial policies are currently a credit strength. Notably, the city has experienced some political turmoil recently that led to the dismissal of its city manager and the resignation of two council members. As the city's political situation settles, we will monitor the city's commitment to its current financial policies. Legal Security The bonds are secured by the city's full faith and credit and pledge to levy property taxes within constitutional limits to pay debt service. Use of Proceeds Proceeds of the 2016 bonds will be used to Finance a portion of the construction of a new city hall facility. Obligor Profile The city is located in eastern Washington.outside the city of Spokane and roughly 10 miles from the Idaho border. Methodology The principal methodology used in this rating was US Local Government General Obligation Debt published in January 2014. Please see the Ratings Methodologies page on www.moodys.com for a copy of this methodology. 3 Y+] '-lay 2,316 Spokane Valley (City of), WA. New Issue Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE Ratings Exhibit 2 Spokane Valley (City of) WA Issue Rating Limited Tax General Obligation Bonds, 2016 Aa3 Rating Type Underlying LT Sale Amount $7,775,000 Expected Sale Date 05/17/2016 Rating Description General Obligation Limited Tax Source: Moody's investors Service 4 10 May 2016 Spokane Valley (City ot), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE 2016 Moody's Corporation, Moody's Investors Service, Inc, Moody's Analytics, Inc. and/or their licensors and affiliates (collectively, "MOODY'S') All rights reserved CREDIT RATINGS ISSUED 8Y MOODY'S INVESiORS SERVICE, INC AND ITS RAiINGSAII ILIATES ("MIS") ARE MOODY'S CURRENT OPINIONS 01 1 H RELAT Pill IUTURECREDIT RISK 01 ENTITIES, CREDIT COMMITMENTS, OR DEBTOR DEBi-LIKE SE(URI TIES, AND CREDIT RATINGS AND RESEARCH PI.IBLICATIONS Pt 'BUSHED BY MOODY'S ("MOODY'S PUBLICATIONS`) MAY INCLUDE MOODY'S CURRENT OPINIONS 01 EHE RELATIVE FUTURE CREDIT RISK O1 ENIII IES, CREDIT C0r,1h111MEN TS, CJR DEB(OR DEB1-LIKE SECURITIES MOODY'S DEFINES CREDIT RISK AS THE RISK THAI AN LN111Y MAY NOT MEET ITS CONTRACTI/AI., FthIANCIAI OBLIGATIONS AS THEY COME DUE AND ANY LS IIMATED FINANCIAL LOSS IN THE EVENT OF DEFAIJLT CREDIT RAiINt.;S Do NOT ADDRESS ANY OTHER RISE., INCLUDING BUI NOT LIMITED 10: LIQIJIDIIY (RISK, h1ARKTl VALUE RISK, OR PRICE VOLATILITY C REDIT RATINGS AND MOODY'S OPINIONS INCLUDED IN MOODY'S PUBLICATIONS ARE NOT STATEMENTS OF CURRENT OR HISTORICAL FACT MOODY'S PUBLICATIONS MAY ALSO INCLUDE QUANTITATIVE MODEL -BASED ESTIMATES OF CREDIT RiSK AND RELATED OPINIONS OR COMMEhITARY PUBLISHED BY MOODY'S ANALYTICS, INC. 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CHRIS”) is a wholly-owned credit rating agency subsidiary of Moody's Group Japan 5 0.. v, k' ' ;, wholly-owned by Moody's Overseas Holdings Inc , a wholly-owned subsidiary of MCO Moody's SE Japan K.K. (1151 ,11 is a wholly-ay.ned ciedil raring agency subsidiary u.....115411>1101.1 Nationally Recognized Stanisticaf Rating Organization ("NRSRO"). Therelore, credit ratings assigned by MSFJ ate Non-NRSRO Credit Ratings. Non-NRStE0 , : itatinl_;s are assigned by an entity that is ncit a 1JR5R0 and consequently, the. rated obligation will not qualify for certain types of ueatrrrent under U 5 taws MJKK arra! ' edil.raLing agencre:, registered with the lapin Financial Services Agency and their registration numbers ale FSA Commissioner (Ratings) No 2 and 3 tespectivety MIRK or MSFJ (as applicable) hereby disclose that ITIOSt is>ne; s of dell( securities (including curpotato dint municipal IninE__! pre, 1 and prefeI10 J stock rated by MJKK or MSFJ (as applicable) have, furor to assignment of any rating, agreed to pay to MJKK or MSFJ { +, - Jkred Le, it lees ranging horn 1PY200,000 to approximately IPY350,000,000 MJKK and 1150) also maintain policies .and procedures to address Japanese regulatory requirements REPORT NUMBER 1024542 5 10 May 2016 Spokane Valley (City of ), WA N._sv issue: Moody's Assign; Aa3 to Spokane Valley, WA's LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE Contacts Travis George Analyst travis.george@moodys.com MOODY'S INVESTORS SERVICE 415-274-1715 William Oh AVP -Analyst william.ohemoodys.com 415-274-1739 CLIENT SERVICES Americas Asia Pacific Japan EMEA 1-212-553-1653 852-3551-3077 81-3-5408-4100 44-20-7772-5459 0 10 May 2010 Spokane Valley (City of), WA New Issue: Moody's. Assigns Aa3 to Spokane Valley, WA's LTGO Bonds U.S. PUBLIC FINANCE MOODY'S INVESTORS SERVICE ISSUER COMMENT 10 May 2019 RATING General Obligation (or GO Retated) t Contacts Nathan Carley +1.312.70b.998 ' arcateLeadAnalyst fiat hart .carleyi0moodys.com Eva Bogaty +1.413 274 1765 VP -5. C,ed+t t:Vii[eriAranarlei ear t ho.'atyf«-mood v s rom CLIENT SERVICES Americas 1-212-533-165; Asia Pacific 852-3551-3077 japan 81-3-5408-4100 EMMiEA 44-20-7772-5454 City of Spokane Valley, WA Annual Comment on Spokane Valley Issuer Profile The City of Spokane Valley is located in Spokane County in east central Washington, just east of Spokane and approximately 20 miles west of Coeur d'Alene, Idaho. The county has a population of 490,764 and a moderate population density of 278 people per square mile. The county's median family income is $67345 (2nd quartile) and the March 2019 unemployment rate was 6.5% (4th quartile) ? . The largest industry sectors that drive the local economy are health services, retail trade, and local government, Credit Overview Spokane Valley's credit position is very good, and its Aa2 rating is slightly higher than the median rating of Aa3 for US cities. Key credit factors include a robust financial position, modest debt and pension burdens, and a substantial tax base with a sound wealth and income profile. Finances: The city has a robust financial position, which is relatively favorable when compared to the assigned rating of Aa2. Spokane Valley's fund balance as a percent of operating revenues (80.5%) far surpasses the US median. Furthermore, the cash balance as a percent of operating revenues (79.5%) is far superior to other Moody's-rated cities nationwide. Debt and Pensions: The debt and pension liabilities of Spokane Valley are small overall and are favorable in relation to its Aa2 rating. The net direct debt to full value (02%) is materially lower than the US median, and remained stable from 2013 to 2017. Additionally, the Moody's-adjusted net pension liability to operating revenues (0.50x) is materially below the US median. Economy and Tax Base: The city has a healthy economy and tax base, which are aligned with its Aa2 rating. Favorably, Spokane Valley's total full value (58.1 billion) is much larger than the US median, and increased significantly from 2013 to 2017. Additionally, the full value per capita ($86,043) is consistent with other Moody's-rated cities nationwide. The median family income is a moderate 88.6% .of the US level. That said, the city benefits from its proximity to the Fairchild Air Force Base and notable higher education institutions including Gonzaga University. Management and Governance: Washington cities have an Institutional Framework score of Aa, which is high compared to the nation. Institutional Framework scores measure a sectors legal ability to increase revenues and decrease expenditures. The sector's major revenue sources are economically -sensitive sales taxes and property taxes. Cities can increase property tax collections 1% over the prior year, subject to state statutory limits on property MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE tax rates. Unpredictable revenue fluctuations tend to be minor, or under 5% annually. Across the sector, fixed and mandated costs are generally greater than 25% of expenditures. Washington has public sector unions, which can limit the ability to cut expenditures. Unpredictable expenditure fluctuations tend to be minor, under 5% annually. Sector Trends - Washington Cities Washington cities are likely to experience steady economic growth over the near-term. Sales tax and other economically sensitive revenues should improve as unemployment levels remain !ow, particularly in the Puget Sound region. Strong improvement in the housing market will continue to boost assessed valuation growth and property tax collections. Pension costs are not a significant source of credit weakness, but remain a longer-term challenge. EXHIBIT 1 Key Indicators 4 5 Spokane Valley 2013 2014 2015 2016 2017 US Median Credit Trend Economy / Tax Base Total Full Value Full Value Per Capita Median Family Income (% of US Median) $6,921M $7,168M $7,393M $7,748M $8,124M $1,867M Improved $76,582 $78,928 $80,120 $83,027 $86,043 $89,200 Improved 91% 90% 89% 89% 89% 113% Stable Finances Available Fund Balance as % of Operating Revenues 69.7% 69.5% 72.8% 73.8% 80.5% 33.9% Improved Net Cash Balance as % of Operating Revenues 75.6% 89.9% 90.3% 75.1% 79.5% 36.9% Stable Debt / Pensions Net Direct Debt / Full Value 0.1% 0,1% 0.1% 0.2% 0.2% 1.1% Stable Net Direct Debt / Operating Revenues 0.18x 016x 0.15x 0.28x 0.26x 0,88x Stable Moody's-adjusted Net Pension Liability (3 -yr average) to Full Value N/A 0,2% 0.2% 0.3% 0,3% 1.8% Stable Moody's-adjusted Net Pension Liability (3 -yr average) to Operating Revenues N/A 0.29x 0.42x 0.44x 0.50x 1.51x Stable 2013 2014 2015 2016 2017 US Median Debt and Financial Data Population 90,385 90,829 92,286 93,322 94,424 N/A Available Fund Balance ($000s) $29,071 $29,978 $31,652 $34,695 $39,336 $7,419 Net Cash Balance ($000s) $31,521 $38,775 $39,260 $35,304 $38,839 $8,404 Operating Revenues ($000s) $41,703 $43,108 $43,491 $46,987 $48,858 $21,930 Net Direct Debt ($000s) $7,435 . $6,675 $6,375 $13,260 $12,790 $18,580 Moody's Adjusted Net Pension Liability (3 -yr average) ($000s) N/A $12,296 $18,364 $20,595 $24,574 $32,507 Source: Moody's Investors Service 1 I1Vs publication does not announce a t i edit i aril in ad ion Tor any credit ratings reference, in this publication, ptease see the ratings lab on the issuer/entity page on wv+w.moodys.com for the Inst updated tredit eating artroii information and rating history 2 10 May 2019 City of Spokane Valley, WA. Annual Celina -rent on Spokane Valley MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE EXHIBIT Available fund balance as a percent of operating revenues increased from 2013 to 2017 tttt� Available Fund Balance as % of Operating Revenues US Cities Median 100% 50% Source: issuer financial statements; Moody's investors Service 2013 2014 2015 2016 2017 EXHIBIT 3 Full value of the property tax base increased from 2013 to 2017 (millions) 58,500 58,000 57,500 S7,000 56,500 Total Full Value 2013 2014 2015 2016 2017 Source: issuer financial statements; Government data sources; Offering statements; Moody's investors Service EXHIBIT 4 Moody's-adjusted net pension liability to operating revenues increased from 2014 to 2017 IN Debt Pensions 1.05 0.5x 0.0x 2013 11111.111 2014 2015 2016 2017 Source: issuer financial statements; Government data sources; Offering statements; Moody's investors Service Endnotes 1 The rating referenced in this report is the issuer's General Obligation (GO) rating or its highest public rating that is GO -related. A GO bond is generally backed by the full faith and credit pledge and total taxing power of the issuer. GO -related securities include general obligation Limited tax, annual appropriation, lease revenue, nurr-ad valorem, and moral obligation debt The referenced ratings reflect the government's underlying credit quality without regard to state guarantees, enhancement programs or bond insurance. 2 The demographic data presented, including population, population density, per capita personal income and unemployment orate are derived from the rnost recently available US government databases. Population, population density and per capita personal income come from the American Community Survey while the unemployment -rate comes from the Bureau of Labor Statistics. The largest industry sectors are derived from the Bureau of Economic Analysis. Moody's allocated the per capita personal income data and unemployment data for all counties in the US censu's into quartiles. The quartiles are ordered from strongest -to -weakest from a credit perspective: the highest per capita personal income quartile is first quartile. and the lowest unemployment rate is first quartile. 3 The institutional framework score assesses a municipality's legal ability to match revenues with expenditures based an its constitutionally and legislatively conferred powers and responsibilities See US Local Government General Obligation Debt (December 2016) methodology report for more details. 4 For definitions of the metrics in the Key Indicators Table US Local Government General Obligation Methodology and Scorecard User Guide (filly 2014) Metrics represented as N/A indicate the data were not available attire time of publication. 5 The medians come from our most recently published local government medians report Medians - Property values key to stability. but pension burdens remain a challenge (March 20181 which is available on Moodys.com. The medians presenter] hete are based on the key metrics outlined in Moody's GO methodology and the associated scorecard. 3 10 May 2019 City of Spnksnrt lana+ WA Annual Cornment on Spn4ane lathy MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE ,,71 2019 Moody's Comolalinn, Maady'S rweslors Semite, Irlr_„ Moody's Analytics, Itir_. and/or theif fire€isms and affiliates collectively. "MOODY'S") All rights reserved. CR1011 RATINGS ISSUED 13Y MUODY'S INVESTORS SEIIVICE, INC. AND HS RA1INGS ANT fMIS ("MIS") ARC MOODY'S CURRENTOPINIONS 01 1 HL RELATIVE Ft 111114 CREDIT. RNK 01 EFITITIE S, CREDIT COMMITMENTS, 011 01.111 011 DEB 1 -LIKE SECURITIES, AND MOODY'S PUBLICATIONS MAY INCLUDE MOODY'S Ct1RRIFEI OPINIONS OF THE 11FIA1IVL FUTURE CREDIT RISK OF ENTITIES, CREDIT COMMIIMEN IS, 011 DEBT 011 DEBi-LIKE SECURITIES 610013Y'S DIFINES CI1E1)IF (RISK AS IME RISK THAT AN ENTI FY MAY N01 MEET ITS CONTRACICUAL FINANCIAL. OBLICAIIUNSAS THEY COME 001 AND ANY ESTIMAIEl1INAN(IAL 1051IN TW1 EVLNT1)1 MAULS OR tMPAIRMEN E 5E1 MOODY'S RATING SYMBOLS AND DEiINITIONS PULIlLCATION 1011 iNFORMAIION 00 CHL TYPES 01 CONTRACTUAL FINANCIAL OBLIGATIONS ADDRESSED BY MOODY'S RATINGS. CREDIT RATINGS DO NOT ADDRESS ANY 0 11 1111 1411K, INCLUDING RUT 001 LIMITED TO: LIQUIDITY RISK, MARKET VALUE RISK,Ok PRICE VC)LAii1ITY. [111011 RATINGS AND MOODY'S OPINIONS INC 1000) IN MCJODY'S I'U11LIC'ATIONS Alit 001 SlAi[MENFS 01 CURRENT 011 1IISTORICAI FACT. MOCIDY'S PUBLIC:AIIONS MAY ALSO INCIIiDE OIJANiITATIVE MODEL. -BASED EST'IMAT'ES OF CRE011 RISK AND RELATED 0/'101005 011 COMMENTARY PUBLISI IE0 IIY MOODY'S ANALY FICS, INC CRED11 RAI II IGS AND MOODY'S PUBLICAI IONS 110 001 CtgJSi 1011E OR PRUVIDI. 'FIVES I MLN 1011 1 INANCIAL ADVICE, AND C REDI 1 RAI INC,S AhNU M000Y'S PUBLIC/0100S 1111: NI)1 AND 00 NOT PROVIDE REC)MMLNDAIR.JN5 11) I>UR(.I-IAlit-, SEEI., 011 HOLO) PAR IIU.JLAR SLCURIHES. NEII HERtJitf)II IIAI INGS NUR MUUDY'S PUIILR: AIIUNS (1)MMLN 1 ON 1111. SIJI1111111.11Y 0i AN INT/111 MEN 1 1011 ANY PAR111ULA6.1 INIVI.: MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE CLIENT SERVICES Americas Asia Pacific Japan EMEA MOODY'S INVESTORS SERVICE 1-212-S53-1653 852-3551-3017 81-3-5408-4100 44-20-7772-5454 5 t4 flay 7019 City of Spokane Valley, WA Annual Comment on Spokane Valley CITY OF SPOKANE VALLEY, WA Pending / Potential Projects Worksheet Estimated Total Project Cost 6/6/2019 Grant Financed Potential / Secured I Anticipated Grants Grants General Fund Fund 101 Street Fund Fund 103 Paths & Trails Project Financing City Financed Fund 123 Fund 309 Civic Facilities Parks Capital Replacement Project Fund 310 Fund 312 Civic Buildings Capital Capital Projects Reserve Fund 301/302 BEET Bond Financed Other Total Unfunded Completed or In -progress: - Projects completed In prior years (see attached list on pg 2) 29,984,766 13,046,333 0 00 0 0 0 1.157 368 7,197,861 365,803 7,849,573 367,831 29.984,766 0 - Pavement Pres Program Fund 0311 (through 2017) NIA 4,657,738 0 6,835,707 905,302 0 2;408456 0 0 0 3,222,572 0 36,448 18,066,423 N/A - es (Completed) 1,911,679 g 0 0 0 89,300 0 08 �n103,303 0 60 1,611,679 8 - Appleway Trail - amenities - University to Pines (CN 2099) 664,320 539,320 0 0 0 0 0 125,000 00 0 0 0 664.320 0 - Appleway Trail - Sullivan to Corbin (CN 2078) 2,362,503 1,783,000 0 0 0 50,000 0 182,503 0 347,000 0 0 0 2,362,503 0 - -- - -_ - le9e4) 1,070,454 4,606;792 8 0 0 0 0 0 0 274,163 8 0 0 4487054 0 - Appleway Trail - Evergreen to Sul Ivan (CN 2079) - Carnahan & 61h-RGW-acquisition Remeve-&-recionstrust-Bactiel-Ave-(Moraae-Barker) after Goumylostallatlon 01 sewer Bridging the Valley -Barker Road / BNSF Grade Separation' -Pines Road Underpass' Pine -n'6 1 -rd a^q..6:ti8a{$590;080) - Transfer to Street O&M Fund 0101 for 2019 operating deficit 2,395,000 2,071,675 0 0 0 0 0 323,325 0 0 0 2,395,000 0 660,004 0 0 0 0 0 0 609;084 0 0 0 659,004 0 3;041-,206 0 0 0 0 0 4,8094100 0 0 4,241,206 3,444206 0 24,671,321 21,041,000 0 0 0 0 0 0 0 1,421,321 2,209.000 0 0 24,671.321 0 28,776,000 1,890,000 24,200,583 1,200,000 0 0 0 0 0 1,485,417 0 0 0 28,776,000 1 0 500;000 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 J 0 907,000 0 0 0 0 0 0 0 0 907,000 0 0 0 907,000 0 Future Construction: - Balfour Park development 3,866,000 0 0 0 0 0 0 0 0 1,485,417 0 0 0 1,485,417 2,380,583 - Improvements at proposed SOLD Balfour site 1,300,000 0 0 0 0 0 0 0 839,265 460,715 0 0 0 1,300,000 0 • Phase 2& 3- Appleway Landscaping (Park to Unlversily) 3,000,000 0 0 0 0 0 0 00 0 0 0 0 0 3,000,000 • Park land acquisition 1,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 - Railroad Quiet Zones study 05,000 0 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 0 110,000 0 0 0 110,000 0 - Sullivan Park land acquisition 844,000 0 0 0 0 0 0 0 0 844,000 0 0 0 844,000 0 • Sullivan Park water line installation 152,858 0 0 0 0 0 0 0 0 152,858 0 0 0 152,858 0 - Appleway Trail - Balfour to University 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Barker Road corridor improvements Euclid to Trent 3,400,000 075,600 0 0 0 0 0 0 0 1,485,417 0 0 0 2,161,017 1,238,983 -Additional In 2019 to complete Euclid to Barker GSP 0 0 0 0 0 0 0 0 0 1,238,983 0 0 0 1,238,983 (1,238,983) -Euclid to Spokane River 4,190,000 3,181,400 0 0 0 0 0 0 0 0 0 0 29,000 3,210,400 979,600 -Additional in 2019 to complete PE for Euclid to Spokane Rive 310,000 0 0 0 0 0 0 0 0 310,000 0 0 0 310,000 0 -I-90 to Appleway 3,629,000 0 3,130,000 0 0 0 0 0 0 0 0 0 0 3,138,000 491,000 --Appleway to South City Limits 2,854,000 0 2,468,000 0 0 0 0 0 0 0 0 0 0 2,468,000 386,000 Garland Ave Construction 3,000,000 0 0 0 0 0 0 0 0 1,500,000 0 0 1,500,000 3,000,000 0 SVPD land acquisition 235,000 0 0 0 0 0 0 0 0 235,000 0 0 0 235,000 0 Total of Capital Projects 125,522,311 50,582,255 29,806,583 8,035,707 905,302 109300 2,408,856 307,503 1,996,653 24,189,806 5,900,678 7,849,573 3,174,535 135,266,551 8,322.183 in4uded in 6 -year T/P Capital Reserve Fund #312 Sources General Fund transfers - 2013 through 2017 16,005,870 General Fund - 2018 transfer for misc. cap projects 1,000,000 General Fund - 2010 transfer of 2016 fund bol > 50 % 2,795,429 General Fund - 2019 transfer of 2017 fund bol > 5046 7,119,300 Developer contribution (Library District) - 2013 3,180 Developer contribution (Library District) - 2014 4,675 Net proceeds on sale of Carnahan properties - 2018 373,397 Use Projects Completed In Prior Years Appleway Trail - 5611,090 to Corbin Appleway Trail - Evergreen to Sullivan Barker Road / BNSF Grade Separation Pines Road Underpass Bus stops & ped crossings on Indiana Ave. Sullivan Park land acquisition Sullivan Park water line installation Barker Road corridor improvements Additional Barker - Euclid to Trent Additional Barker - Euclid to Spokane River Balfour Park development Improvements at proposed SCLD Balfour site Transfer to Street O&M Fund 0101 Garland Ave Construction SVPD land acquisition Difference 28,181,850 7,197,861 7;452;026 347.000 274462 323,325 1,421,321 1,985,417 7,000,000 659,004 110,000 844,000 152,858 1,485,417 1,238,983 310,000 1,485,417 460,715 907,000 1,500,000 235,000 24,189,806 3,992,053 completed completed committed completed committed committed committed completed completed committed committed committed committed committed committed cominefe% Capital Prolects Completed In Prior Years: - Phase 1 - Appleway I. andscaping (Dora to Park) 261,993 0 0 0 0 0 0 261,993 0 0 0 261,993 0 - Business Route Signage 21,139 0 0 0 0 0 0 21,139 0 0 0 21,139 0 • Joint Site Design - Balfour Park/Library 57,6010 0 0 0 0 0 0 0 57,601 0 0 0 57,601 0 - Sullivan Road West Bridge replacement 15,493,248 13,046,330 0 0 0 0 0 0 0 1 713,284 365,803 0 367,831 15,493.248 0 (1) - City Hall 14,104,025 0 0 0 0 0 0 0 1,157,368 5,097,084 0 7,849,573 0 14,104,025 0 (5) - Sculpture siting el City Hell 46,760 0 0 0 0 0 0 0 0 46,760 0 0 0 46,760 0 29,984,766 13,046,330 0 0 0 0 0 1,157,368 7,197,861 365,803 7,849,573 367,831 29,984,766 0 P:1Finance12020 BudgetiBudget WorksheetslRCAs and Intros and PowerPoint Presentations12019 06 11 Budget WorkshoplPiscal Policies. docx 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 will strive to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for services when it makes financial sense to do so. 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 carries an exceptionally low debt burden and currently utilizes only 1.75% of its total debt capacity, and more importantly, only 8.77% of non -voted bond capacity. 6. Strive to prioritize spending in the annual budget process and minimize the 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 Fund Balance of at least 50% of the recurring expenditure budget. This is adequate to meet cash flow needs and is the equivalent of six months of general fund operations. 3. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 4. Commit to the strategy that the Service Level Stabilization Reserve Fund will not be reduced below $3.3 million (60% of $5.5 million). 5. Maintain the 2020 property tax assessment the same as 2019 with the exception of new construction. As in the previous ten years, the City will forego the one -percent annual increase to property tax allowable under RCW 84.52.050. We anticipate this will result in a total levy of $12,332,400 which includes the 2019 levy of $12,182,400 plus estimated new construction of $150,000. The allowable potential increase will be banked for future use as provided by law. This would represents the eleventh 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. P:IFinance2020 BudgetlBudget WorksheetslRCAs and Intros and PowerPoint Presentations42019 06 11 Budget Workshop42019 06 11 Workshop Council Goals.docx CITY OF SPOKANE VALLEY, WA 2020 Budget Workshop June 11, 2019 2019 Council Goals 1. Work with state and federal legislators towards advancing the concepts outlined in the Bridging the Valley study including obtaining financial assistance for the Pines and Park Grade Separation Projects. 2. Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include sustained financing in Street Fund #101 and Pavement Preservation Fund #311. 3. Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. 4. Continue with, and expand where possible economic development efforts including the retention and expansion of existing businesses and recruitment of new businesses. 5. Continue to foster relationships with federal, state, county and local legislators. 6. Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities, and continue acquisition of park land. 7. Update the Bike and Pedestrian Masterplan to include trail connections between the Appleway Trail, Balfour Park, Dishman Hills and the Centennial Trail to create a continuous loop for users. To: From: Re: DRAFT ADVANCE AGENDA as of June 6, 2019;. 9:00 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 18, 2019, Study Session, 6:00 p.m. ACTION ITEMS: 1. Consent Agenda (claims, payroll, minutes) 2. Second Reading Ordinance 19-007 Amending Addressing Standards -- Karen Kendall 3. Proposed Resolution 19-009 Setting Privately -Initiated St. Vacation (Broadway Ave) - 4. Motion Consideration: Pines GSP Preferred Design Selection -- Gloria Mantz 5. Motion Consideration: Bid Award Wellesley Ave Sidewalk —Gloria Mantz Opportunity for General Public Comments NON -ACTION ITEMS 6. End of Legislative Session Report members of Gordon Thomas Honeywell 7. Visit Spokane Deliverables and Lodging Tax Award Meg Winchester, Jamie Rand 8. Re -opening 10th Avenue — Chad Riggs 9. Proposed Code Text Amendment 2018-0006 Affordable Housing — Lori Barlow 10. Transportation Improvement Board (TIB) Potential Grant — Adam Jackson 11. Advance Agenda -- Mayor Higgins [due Tue June 111 (5 minutes) (15 minutes) K. Kendall(10 min) (10 minutes) (10 minutes) (40 minutes) (20 minutes) (10 minutes) (20 minutes) (10 minutes) (5 minutes) [*estimated meeting: 155 mins} CONFIRMED: Mon, June 24, 2019, Special Meeting, 6 p.m. Formal Format Cdue Tue June 171 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Resolution 19-010 Re -opening 10'x' Avenue — Chad Riggs (10 minutes) 3. Motion Consideration: Mayoral Apointment Interim Planning Commissioner — Mayor Higgins (5 minutes) 4. Admin Report: Spokane County Conservation District — Vicki Carter, Director (20 minutes) 5. Admin Report: Street Vacation 2019-0001, Industrial Area — Connor Lange (15 minutes) 6. Admin Report: Street Vacation 2019-0002, Baldwin Ave, Glenn Road -- Connor Lange (15 minutes) 7. Admin Report: Pavement Management Ad -Hoc Commission — Adam Jackson (10 minutes) 8. Admin Report: Advance Agenda — Mayor Higgins (5 minutes) 9. Info Only: Department Reports [*estimated meeting: 85 minutes] June 25, 2019, bpm Meeting Cancelled (AWCAnnual Conference: June 25-28 Spokane Convention Center) July 2, 2019, Study Session, 6:00 p.m. ACTION ITEMS: 1. First Reading Ordinance Code Text Amendment 2018-0006 Affordable Housing — 2. Motion Consideration: Transportation Improvement Board (TIB) Potential Grant — 3. Motion Consideration: Pavement Management Ad -Hoe Committee Appointments NON -ACTION ITEMS: 4. New Employee Report — John Whitehead 5. Street Vacation 2019-0001, Industrial Area — Connor Lange 6. Street Vacation 2019-0002, Baldwin Ave, Glenn Road — Connor Lang 7. Advance Agenda -- Mayor Higgins July 9, 2019,.Formal Meeting Format, 6:00 p.m. Proclamation: Parks and Recreation Month 1. Consent Agenda (claims, payroll, minutes) 2. First Reading Street Vacation Ordinance for 2019-0001, Industrial Area — Connor Lange 3. First Reading Street Vacation Ordinance for 2019-0002, Baldwin Ave, Glenn Rd — C. Lange 4. Admin Report: Advance Agenda — Mayor Higgins [clue Tue June 251 Lori Barlow(10 minutes) Adam Jackson (10 min) — Adain Jackson (10 min) (5 minutes) (15 minutes) (15 minutes) (5 minutes) [*estimated meeting: 70 mins] [due Tue July 21 Draft Advance Agenda 6/6/2019 9:03:13 AM (5 minutes) (10 minutes) (10 minutes) (5 minutes) [*estimated meeting: 30 mins] Page 1 of2 July 16, 2019, Study Session, 6:00 p.m. [due Tue July 91 1. Council GoaIs/Priorities for use of Lodging Tax Advisory Committee (LTAC) Funds— C.Taylor (15 min) 2. Advance Agenda Mayor Higgins (5 minutes) [*estimated meeting: mins] July 23, 2019, Formal Meeting Format, 6:00 p.m. [due Tue July 161 Proclamation: Nick Mcxrner Days 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Second Reading Street Vacation Ordinance for 2019-0001, Industrial Area— Connor Lange (10 minutes) 3. Second Reading Street Vacation Ordinance for 2019-0002, Baldwin. Ave, Glenn Rd — C. Lange(10 minutes) 4. Admin Report: Police Department Quarterly Report— Chief Werner (10 minutes) 5. Admin Report: Advance Agenda — Mayor Higgins (5 minutes) 6. Info Only: Department Reports [*estimated meeting: 40 mins] July 30, 2019, Study Session, 6:00 p.m. [due Tue July 231 ACTION ITEMS: 1. Motion: Council Goals/Priorities for Lodging Tax Advisory Committee (LTAC) funds-C.Taylor (10 min) NON -ACTION ITEMS: 2. Advance Agenda — Mayor Higgins (5 minutes) August 6, 2019, Study Session, 6:00 p.m. —Meeting cancelled Covncilmembers attend National Night Out August 13, 2019, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Advance Agenda — Mayor Higgins August 20, 2019, Study Session, 6:00 p.m. 1. 2020 Budget: Estimated Revenues & Expenditures — Chelsie Taylor 2. Council Draft 2020 Budget Goals — Mark Calhoun 3. Advance Agenda — Mayor Higgins August 27, 2019, Formal Meeting Format, 6:00 p.m. I. Consent Agenda (claims, payroll, minutes) 2. Advance Agenda — Mayor Higgins 3. Info Only: Department Reports *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING Affordable Housing SHB 1406 Appleway Trail Amenities Camping in RVs Crisis Co -response team funding Donation Recognition Duplexes, Townhouses, Cottages Graffiti Health District Re SV Stats Land Use Notice Requirements Mirabeau Park Forestty Mgmt. Naming City Facilities Protocol New Employee Qrt Rpt (Jan, April, July, Oct) Park Lighting Park Reg. Ord. amendments Draft Advance Agenda 6/6/2019 9:03:13 AM [due Tue Aug 61 (5 minutes) (5 minutes) [due Tue Aug 131 (10 minutes) (15 minutes) (5 minutes) [due Tue Aug 201 (5 minutes) (5 minutes) ISSUES/MEETINGS: PFD Presentation Police Dept. Qtr Rpt (Jan, April, July, Oct) Right -of -Way process Sign Ordinance Snow Removal: St. Sidewalks Safe Rt to School St. Illumination (ownership, cost, location) St. O&M Pavement Preservation Studded Snow Tires Utility Facilities in ROW Water Districts & Green Space Way Finding Signs Page2 of2 1 DRAFT 2020 BUSINESS PLAN 11Page Table of Contents Organizational Overview 4 Introduction 7 Departmental Business Plans 19 City Council 20 City Manager 22 Office of the City Attorney 30 Human Resources 36 Finance & Information Technology 41 General Government Budget Impact Summary 46 Parks & Recreation 47 Deputy City Manager -- Community & Public Works 54 Engineering Division 57 Street Maintenance Division 63 Economic Development Division 65 Building & Planning Division 72 City Hall O&M Budget Impact Summary 78 Addendum A: Police Contract 79 31 Page Attorney (0.5 FTE I Parks & Recreation DIredcr Adm nitrative Assistant Maintenance Wch;ert Facilities Recreation Coordinator Fhal ce Director Acc using Manager Arrounrant/Budget tina!yd. (3.7E FTE ) A using Technician a FIE) rA Specialist (3) Database Admini .rator CenterPface Oftioe Assistant 1 CenlerPlace Ofice Assistant 11 Administrative Assistant Deputy City Atfamey Executive Assistant Adminldretive Assistant CltyClerk Deputy City Clerk Senior Administrative Analyst Administrative Analyst Human Resource Manager Human Resources Technldan PcliceChlef (C c n rad) 41 Page 1 Planning I Commission L i Deputy 1311y Menage: John Hohmen Street Superintendent Maintenencer Const Inspect ( FTE) ROW Inspector Gay Enameer Adm[nisVefrre Assistant Senor Engineer Senior Traffic, Engineer Engineer /Storm Senor Engineers Development Planning / Grants Eng neer Traffic Engineer Er=gineenng Tech 111 S1orm Engineering Tech 1 Oevetepment Inspector engineer Manyger Admanstrelive Assistant Senior Engineer? Project Manager (4 FTE) Eng+neer Assistant Engineer (2 FTE) Engineer Tech Ill CAD Admmistretor Engineer Technician 11 Engineer Technician 1 (2 FTE) Economic Development Menager Office Assistant EO SpecfeWl (2 FTE) Transponeeon Planner Public tnformetlon Officer AdrrAnI tl k h711W611t Engineer TectinIclan • Fermi Speelabt (2 FTE) ace Enforeemenl Officer Senior Planner Planner (3 FTE) ORwe Asststent (4 FTE) Senior Plane Examiner Etaeing Inspector (3 FIE) 51 Page Spokane Valley Citywide Business Plan Components Departmental Business Plan Wage 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 2020 Business Plan links together community priorities, fiscal policies, Council Goals, and the 2020 Budget. Each department within the City 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 ploy and businesses will flourish and prosper." Core Beliefs Supporting this vision are the core beliefs of Spokane Valley which were established through the December 2007 adoption of Resolution 07-019 which in part reads: 1. 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. 2. 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 afa clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision-making. 3. 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 354.13.020. 4. We believe in hearing the public view. We affirm that members of the public should be encouraged to 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. Page 5. 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. 6. 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. 7. 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. 8. 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/' 8IPage 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, 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 91Page City Council Goals Annually, through the development of the Business Plan and Budget, Council updates the goals they wish to pursue. By their nature, the goals are typically not something that can be accomplished in a single year and are instead focused on broader concepts and/or large capital projects. Council has adopted the following goals for 2019 (these goals will be updated once the 2020 goals are adopted by Council): 1. Work with state and federal legislators toward advancing the concepts outlined in the Bridging the Valley study including obtaining financial assistance for the Pines and Park Grade Separation Projects. 2. Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include sustained financing for the Street Fund #101 and Pavement Preservation Fund #311. 3. Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. 4. Continue with, and expand where possible economic development efforts including the retention and expansion of existing businesses and recruitment of new businesses. 5. Continue to foster relationships with federal, state, county and local legislators. 6. Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities, and continue acquisition of park land. 7. Update the Bike and Pedestrian Masterplan to include trail connections between the Appleway Trail, Balfour Park, Dishman Hills and the Centennial Trail to create a continuous loop for users. Financial Projection Looking towards the future, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2019 Business 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 level amount of effectiveness and efficiency in which work is performed. Over time, this provides the City with 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 2020 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 a five-year horizon. 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. The following financial projection is being created during a relatively robust economic cycle and as a consequence reflects a generally positive trend with an increase in both revenues and expenditures of roughly 3% in most categories for each year through 2024. Table 1.1, page 1 111 Page (CITY OF SPOKANE VALLEY, WA General Fund Budget Projection RECURRIIIG ACTIVITY I 6/55/2019 1 2019 Amended 2020 2021 2022 2023 Budget Projection Projection Projection Projection Revenues Property Tax 1 12,054.403 12.204.400 12.354,400 12.504.400 12,654.400 Sales Tax 2 22.917,000 23604.500 24,312,600 25.042,000 25.793.300 Sales Tax - Public Safety 3 1.061.900 1,114.400 1.147.800 1,182.200 1.217.700 Sales Tax - Criminal Justice 4 1,944.000 2,0022.00 2.062,400 2,124.300 2,188.000 Gambling Tax and Leasehold Excise Tax 5 367.000 398.600 410,600 422.900 435,600 Franchise Fees/Business Registration 6 1.224.000 1.260.700 1.298,500 1,337,500 1,377,600 State Shared Revenues 7 1.909.800 1,967.100 2,026,100 2,0E6,900 2,149,500 Fines and For feitures,Public Safety 8 1,078.500 1,089.300 1,100,200 1,1 11.200 1,122,300 Community and Public Works 9 1.882,300 1,938.800 1,997,000 2,056,900 2,118,600 Recreation Program Revenues 10 628.800 647.700 667,100 687,100 707.700 Miscellaneous Department Revenue 71 1,500 1,500 1,500 1.500 1,500 Miscellaneous & Investment Interest 72 308200 365.400 372700 380.200 387,800 Transfer -in - 0105 (hJrn tax -CP advertising) ; 73 30.000 30.000 30000 30,000 30,000 Total Recurring Revenues 45.497.400 46.624.700 47.780.900 48,967,100 50.184,000 Expenditures City Council 1d 612.359 630.700 649,600 669.100 689,200 City !Manager 15 954.527 993,500 1.023,300 '1.054,000 1.085,600 Legal 16 618.756 637,300 656,400 676.100 696,400 Public Safety 17 25,927,488 26.705.300 27 506.500 28.331.700 29.181.700 Deputy City Manager 78 271.044 279200 287,600 296,200 305,100 Finance 0 I 79 1.427.700 1.470,500 1.514,600 1,560.000 1,606,800 Human Resources 20 305.843 315.000 324,500 334,200 344,200 City Hall Operations and Maintenance 2/ 291.894 300,700 309,700 319,000 328,600 Community & Public Works - Engineering 22 1.841.617 1,898.900 1,953,800 2,012,400 2.072,800 Community & Public Works - Economic Dev 23 1,030,737 1,061,700 1,093,600 1,126,400 1,160,200 Community & Public Works - Building & Planning : 24 2,281.474 2,349,900 2.420,400 2,493,000 2.567,800 Parks & Rec - Administration 25 340..120 350,300 360,800 371,600 382,700 Parks & Rec - Maintenance , 26 893..500 920,300 947.900 976,300 1.005.600 Parks & Rec - Recreation 27 254.818 262.500 270.400 278,500 286,900 Parks & Rec-Aquatics 28 491,153 505,900 521,100 536.700 552,800 Parks 8. Rec - Senior Center 29 102.907 399,350 401,250 401,450 401,500 Parks & Rec - CenterPlace 30 956.332 985.000 1.014,600 1,045.000 1,076,400 General Government 37 1,348.950 1,389,400 1,431,100 1,474,000 1,518,200 Transfers out - 0204 (2016LTGOdebt service) •32 401,250 401,450 401,500 401,400 401,150 Transfers out - 8309 (parks capital projects) 33 160,000 164,800 169,700 174,800 180.000 Transfers out - 8311 (pavement preservation) 34 972.300 1.001.500 1,031,500 1,062,400 1,094,300 Transfers out - 8501 (CenterPlace kitchen reservi 35 26,600 36.600 36,600 0 0 Transfers out - 8502 (insurance premium) 3e 390.000 401,700 413,800 426,200 439,000 Total Recurring Expenditures 41,921.369 43.459.500 £4,740.250 46,020,450 47.378.950 Recurring Revenues Over (Under) Recurring Expenditures 3,576,031 3.165.200 3,040,650 2,946,650 2.807,050 NONRECURRING ACTIVITY Revenues Transfers in - 810£1 (s dseasrevepay ern? Total Uonrecurring Revenues Expenditures General Government - IT capital replacements Economic Development (ra+talr&-+ceutai v / Public Safety ficuef..ged vgenerJeo / Public Safety (4.7a.2.7at.5naxAsY'aebrar P.C3oc+.r.tee General Government - City Hall generator Transfers out - #122 f n -/i sw �i Transfers out -#309 6'64 P * stroorrl/ Transfers out - 6309 (+rrsnvns '.gai•vti ci Transfers out - 0312 (77 i&m. a/.>.512 / Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures EXCESS (DEFICIT) OF TOTAL REVENUES OVER (UNDER) TOTAL EXPENDITURES ESTIMATED BEGINNING UNRESTR!CTEDFUND BAL. ESTIMATED ELIDING UNRESTRICTED FUND BAL. Ending fund balance as a % or recurring expenditures x.422 0 0 0 0 40,422 0 0 0 0 107.000 25,000 200,000 50.000 203.000 120.000 160,000 1.000,000 7.109.300 C 0 0 0 0 0 0 0 c 0 0 0 c 0 0 0 c 0 0 0 6 0 0 0 0 0 0 0 c 0 0 0 e 0 0 0 8,974.300 0 0 0 (6,933,8781 D 0 0 0 (5,357,847) 3,165,200 3,040.650 2,946,650 2,807.050 36.817.956 31.460.109 34,625,309 37,6.65,959 40.612,609 31,460.109 34.625.309 37,665,959 40,612.609 43.419.659 75.05%1 79.67%1 84_19%1 86.25%J 91.65% 12 1 Page Table 1.1, page 2 Projection assumes: 1 An increase of 2 An increase of 3 An increase of 4 An increase of 5 An increase of 6 An increase of 7 An increase of 8 An increase of 9 An increase of 70 An increase of 11 An increase of 12 An increase of 13 An increase of 14 An increase of 15 An increase of 16 An increase of 17 An increase of 18 An increase of 19 An increase of 20 An increase of 21 An increase of 22 An increase of 23 An increase of 24 An increase of 25 An increase of 26 An increase of 27 An increase of 28 An increase of 29 An increase of 30 An increase of 31 An increase of 32 An increase of 33 An increase of 34 An increase of 35 An increase of 36 An increase of 2020 Pro -ction 0,00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.0D% 3.00% 3.00% 3.00% 2.00% 0.00% 3.00% 3.00% 3.000% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.005 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 0,05% 3.00% 3.00% 0.00% 3.00% 2021 Projection plus new construction o in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020. in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, in 2020, 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.00% 2022 Projection 5150.000 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.0006 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 0.01% 3.00% 3.00% 0.000% 3.00% 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, Table 1.1 Financial Forecast and Program Impact Summary per year through 2023 3.00 % 3.00% in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and o 3.00% 3.00% 3.00% 3.00% 1.00% 3.00°% 3.00%6 3.00% 2.00% 0.00%6 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 300% 3.00% 3.00% 3.00% 3.00'% 3.00% 3.00% 3.00% 3.00% 3.000% -0.02% 3.00% 3.00% -100.000% 3.00% in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and in 2022, and 2023 Projection 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.000% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% -0.06% 3.00% 3.00% 0.00% 3.00% in 2022 in 2022 in 2022 in 2022 in 2022 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 in 2023 The General Fund forecast for the years 2019 through 2022 uses the adopted 2018 Budget as a beginning point and currently assumes levels of service that are identical to those provided by the City in 2018. 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. It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2018 is as of January 23, 2018, and is based upon preliminary and unaudited figures. As we progress through the process of "closing the 2017 books" we anticipate this figure will change due to the fact we will continue to record both 2017 revenues and expenses as we become aware of them. 13IPage 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 2019 Business Plan is being created during a relatively robust economic cycle. Within this document, each department has defined its functions and has identified the services each function provides. Based upon current revenue projections, the ability to sustain services in 2019 at the 2018 levels continues to be feasible. With existing Operations and Maintenance (O&M) held to a X.XX% increase, the City does not anticipate utilizing reserves for O&M in 2019. Table 1.2 Primary General Fund Revenue Sources $ 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 so 10,681,620 10,841,559 11,280,147 11,613,056 12,054,400 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 22 —0 --General Fund Revenue —Sales Tax Revenue .^a--•PtopertyTax Revenue *2017 figures are preliminary and unaudited as ofianuary 30, 2018, 2018 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 downturns. Financial Management The City will strive to: 1, Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for many services when it makes financial sense to do so. 3, Continue the six-year Business Pian process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. • 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 1.98% of its total debt capacity, and more importantly, only 9.88% 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. 141 Page 44,751,3445 45,537,c 39 ' 46,287,235 35,883,904 37,208,871 ---;I, 4. l 3,044 35,974,204 3II396;7iG 35,911,071 221051 23,837,199 25,622,894 19,707,676 25,942,900 16,u50,L84 17,43!, /32 20,581,821 18,706,461 1n 7n 1 ,n,16,841,4 .799,123 11.129.377 11,414,107 11,708,911 10,681,620 10,841,559 11,280,147 11,613,056 12,054,400 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 22 —0 --General Fund Revenue —Sales Tax Revenue .^a--•PtopertyTax Revenue *2017 figures are preliminary and unaudited as ofianuary 30, 2018, 2018 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 downturns. Financial Management The City will strive to: 1, Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for many services when it makes financial sense to do so. 3, Continue the six-year Business Pian process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. • 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 1.98% of its total debt capacity, and more importantly, only 9.88% 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. 141 Page 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 expenditure budget. This is adequate to meet cash flow needs and is the equivalent of six months of general fund operations. 3. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 4. Commit to the strategy that the Service Level Stabilization Reserve Fund will not be reduced below $3.3 million (60% of $5.5 million). 5. Maintain the 2020 property tax assessment the same as 2019 with the exception of new construction. As in the previous ten 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 total levy of $12,332,400 which includes the 2019 levy of $12,182,400 plus estimated new construction of $150,000. The allowable potential increase will be banked for future use as provided by law. This would represent the eleventh 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. 15 !Page External input As representatives of the citizens of the City 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 the City of 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, the most recent Comprehensive Plan Update that was completed in the latter part of 2016, and will continue to be sought on subsequent Comprehensive 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 SV Express System 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 con... ittces. 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 City of Spokane Valley City staff is comprised of knowledgeable professionals who provide Council with specialized knowledge to assist them 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 reports that present complex information in a manner that makes it understandable and approachable. In addition, performance measure results are 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. 16lPage 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 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 rneeting the needs of our citizens and customers. 171Page Page intentional left blank 181Page 1 J Departmental Business Plans 191 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 the City 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. Sam Wood, Position 6; Brandi Peetz, Position 2; Arne Woodard, Position 3; Mayor Rod Higgins, Position 1; Deputy Mayor Pam Haley, Position 5; Ben Wick, Position 4; and Linda Thompson, Position 7. 201Page City Council - Budget Impact Summary 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. Proposed 2020 Budget is $622,187 which reflects an decrease of $9,828 or 1.60% over the 2019 Budget 3% ($18,600) -6% ($37,400) -9% ($56,000) • State Lobbyist would be reduced by $8,000 from $62,000 to $54,000. This would result in a reduction in lobby services. Travel & Mileage is reduced by $8,000 from $32,000 to $24,000. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. Printing & Binding is reduced by $500 from $500 to $0. Registrations are reduced by $2,100 from $10,500 to $8,400. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. State Lobbyist is reduced by $12,000 from $52,000 to $50,000. This would result in a reduction in lobby services, Postage would be reduced by $200 from $1,000 to $800. This would result in less opportunity to provide mailing to constituents. Travel/Mileage — Federal Lobby would be reduced by $6,000 from $18,000 to $12,000. This would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and granting agencies (from 3 Councilmembers twice per year to 2 Councilmembers twice per year). Travel & mileage is reduced by $15,200 from $32,000 to $16,800. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. Printing & Binding is reduced by $500 from $500 to $0. Registrations are reduced by $3,500 from $10,500 to $7,000. This would reduce the number of meetings and conferences that councilmembers attend in order to represent the City. State Lobbyist would be reduced by $12,000 from $62,000 to $50,000. This would result in a reduction in lobby services. Federal Lobbyist would be reduced by $3,500 from $82,000 to $78,500. Postage would be reduced by $500 from $1,000 to $500. This would result in less opportunity to provide mailing to constituents. Travel/Mileage — Federal Lobby would be reduced by $12,000 from $18,000 to $6,000. This would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and granting agencies (from 3 Councilmembers twice per year to 1 Councilmembers twice per year). • Travel & mileage is reduced by $20,000 from $32,000 to $12,000. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. • Software Licenses and Maintenance would be reduced by $500 from $500 to $0. ■ Printing & Binding is reduced by $500 from $500 to $0. L1 I r d U,C 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, Contract Administration as well as oversight of the police services contract for the City. Additionally, Human Resources and the Office of the City Attorney are included in the City Manager's oversight. Both departments work directly with all other departments and have their own mission statements and goals. City Manager Executive Assistant Administrative Assistant City Council Police Contract Senior Administrative Analysist Administrative Analysist 22 1 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 Sheriffs 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 cf 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 Accomplishments Report. 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). 231 Page 3. Prepare Legislative Agenda for Council consideration. - Present a draft Legislative Agenda to City Council to consider the matters the City Council desires to promote on behalf of the City for the potential inclusion in the state's budget. Workload Indicators 2013 2014 2015 2016 2017 2018 Weekly Meetings with department heads to attain Council Goals V V V V V V Business Plan Completed V V V V V V Number of Council meetings 53 50 48 77 47 53 Draft of Departmental Business Plans completed annually by June 30 V V V V V V General Fund Budget Projection reviewed and updated annually V V V V V V Balanced budget presented to City Council annually V V V V V V Ordinances passed 70 21 26 18 14 27 Resolutions passed 13 15 12 12 20 11 City Clerk 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 and supports all City departments. As the custodian of all City records, the City Clerks 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; •.• 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; 24 [Page •:• Presides at bid openings; Is responsible for publication of all legal notices; 41' Serves as City's Election Official; •3 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 2013 2014 2015 2016 2017 2018 Number of boxes of records added to storage 53 36 85 70 240 118 Number of new public records requests received and processed or still in process 297 276 296 295 288 483 Number of boxes of records destroyed after meeting retention requirements - 40 42 49 71 68 Number of boxes sent to State Archives in Cheney for permanent storage - - - - 65 0 Number of files/documents destroyed after meeting retention requirements 1,233 759 689 7,924 81 Number of address files scanned and destroyed* - 3,221 7,001 11,038 4,142 - Number of new contracts processed 234 243 238 228 276 264 *This project was completed in 2017. Performance Measures 7 6 5 4 3 2 1 0 2015 Public Records Request 2016 2017 et Average number of clays to respond to public record request Average number of days to complete public record request 2018 251 Page Contract Administration Under the direction of the City Manager, Contract Administration works with contractors and agencies to help ensure that the City government remains small and lean while delivering services efficiently and effectively. This idea was incorporated early in the City of Spokane Valley'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, whetherthat 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 the City 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 $25.9 million or 62% of the 2019 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. The law enforcement contract was re -negotiated in 2017, solidifying the identity of the Spokane Valley Police Department, providing for more control and enhanced performance measures. In addition, a new cost methodology was developed that greatly simplifies cost calculations and segregates direct costs, ensuring that the City is being charged accurately for the City's specific costs, A dedicated property and drug crimes unit was also created to insure emphasis is placed on the crimes that are affecting Spokane Valley to the greatest degree. For 2019, the City will utilize pool positions to allow hiring and training to occur in advance of retirement vacancies, allowing fully trained officers to migrate to open positions as they occur, maintaining service -delivery levels. Additionally, pre- training will reduce hire -to -street times and the use of a training officer at the academies will reduce the wash-out rate of officer candidates. 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 26 'Page proactive policing. False alarm recovery fees have been reduced and the registration requirement and fee has been eliminated. The department has developed its own in-house database and program which will provide improved customer service at a lower cost. This program was implemented in early 2018. 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. The new collection contracts began on April 1, 2018 and included substantially -enhanced customer service standards. The $1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates for citizens and business owners. The department is currently working with the City's collection contractor to evaluate options to address the changing recycling commodities market while providing rate and service stability. 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. 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 2017 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 27IPage Goals & Strategies 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. City Manager - Budget Impact Summary 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. Proposed 2020 Budget is $990,125 which reflects an increase of $25,598 or 2.65 % over the 2019 Budget ($25,598) Wages, payroll taxes and benefits are reduced from $913,135 to $878,969 for a total reduction of$34,166. This represents a reduction of all overtime and reduces FTEs from 6.50 to 6.00. These reductions would impact our ability to maintain existing levels of service. • Wages, payroll taxes and benefits are reduced from $913,135 to $853,156 fora total reduction of $59,979. This represents a reduction of all overtime and reduces FTEs from 6.50 to 5.75. The loss of .75 FTEs would result in a significant impact in our ability to maintain existing levels of service. 281Page • Wages, payroll taxes and benefits are reduced from $913,135 to $837,168 for a total reduction of $75,967. This represents a reduction of all overtime and reduces FTEs from 6.50 to 5.60. The Toss of .90 FTEs would result in a significant impact in our ability to maintain existing levels of service. • Professional Services would be reduced by $5,000 from $20,000 to $15,000 resulting in the inability to access professional advice in those instances where either the workload of existing staff won't allow us to address issues in a timely mariner or where the information we seek is specialized to the point it is beyond the ability of existing staff' ability to appropriately address. ■ Reduce Legal Notices would be reduced by $4,000 from $14,000 to $10,000. ■ Reduce Travel/Mileage by $3,800 from $14,800 to $11,000 resulting in fewer training opportunities for staff. • Reduce Registrations/Training by $500 from $3,000 to $2,500 resulting in fewer training opportunities for staff. 291 Page Office of the City Attorney Mission To assist in implementing Council policy by providing clear legal direction and meaningful assistance to Council, and to staff who implement City programs. 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 is responsible for providing legal advice and support to City Council and City employees, as well as prosecute and defend all civil matters not assigned to outside counsel. This office works extensively with all City departments. City Attorney Administrative Assistant Deputy City Attorney Legal Interns Attorney (0.5 FTE) 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. The Office of the City Attorney staff consists of two full --time attorneys, one half-time attorney, 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. 30IPage 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; + 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; • 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.); • Participate on the Governance Manual Committee; and + Maintain office and document organization necessary to successfully complete all tasks. Goals & Strategies 1. To have a fully -operational City Attorney's office. - 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 to develop and adopt necessary development regulations to implement the Comprehensive Plan. 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. S. Assist Economic Development to identify options for economic development. - Assist with development of functional economic development tools. 31I Page Workload Indicators 2013 2014 2015 2016 2017 2018 Work order requests processed 251 274 254 295 280 298 Legal memoranda 27 26 28 25 16 7 Public record requests processed* 19 11 22 46 24 33 Number of open litigation matters including enforcement matters 25 21 44 23 63 48 Number of closed litigation matters including enforcement matters 16 15 27 17 37 44 Training classes taught 5 10 6 9 9 9 Average number of days for completion of tasks 18 17 18 26 19 16 Ordinances and resolutions drafted 33 36 38 30 34 36 Contracts reviewed 206 209 214 255 342 351 oes not include day-to-day file review in response to public record requests processed by City Clerk. Performance Measures $35o $300 $250 $200 $150 $100 $50 so Legal Cost Per Hour 111 Pig 7 j i.:,F d 1 2013 2014 2015 2016 2017 2018 It Internal Counsel ■ outside Counsel This graphic illustrates 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. 32 [Page 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2013 Percentage of satisfaction 2014 2015 2016 2017 Legal advice was timely Fr Legal advice was clear and relevant 2018 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 relevant. 400 350 300 250 200 150 100 50 0 2013 2014 2015 i 2016 2017 2018 • Work order requests processed II Contracts reviewed The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks the office identifies as needing some analysis. The Contracts Reviewed graph reflects the number of contracts, contract amendments, and interlocal agreements executed by the office annually. The level of work for each varies significantly, depending on whether our office is negotiating the contract, advising another department on contracting options or contracting law, or whether we are simply reviewing and signing. This number has increased over the past several years as the contracting process has been improved. 331 Page Office of the City Attorney - Budget Impact Summary 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. Proposed 2020 Budget is $638,574 which reflects an increase of $19,818 or 3.08% over the 2019 Budget Wages, payroll taxes and benefits are reduced from $547,035 to $528,499 for a total reduction of $18,536 or 3.39%. Resulting in the elimination of one of the two legal interns, The interns do research for the attorneys and work the code compliance cases. They also attend hearings upon receiving their Rule 9 license. Elimination of an intern would slow the production for the attorneys on issues as they would have to take on these tasks as well. Office Supplies are reduced from $1,751 to $1,561 fora total reduction of $190 or 11%. Filing & Recording Fees are o educed froru $10,000 to $9,600 for a total reduction of $400 at 4%. This will reduce the number of code enforcement or chronic nuisance lawsuits that can be filed each year which would result in a backlog of cases to be processed. ■ Wages, payroll taxes and benefits are reduced from $547,035 to $509,962 for a total reduction of $37,073 or 6.78%. Resulting in the elimination of two legal interns. The interns do research for the attorneys and work the code compliance cases. They also attend hearings upon receiving their Rule 9 license. Elimination of the interns would significantly slow the production for the attorneys on issues as they would have to take on these tasks as well and would not be able to process all of the code compliance cases sent to our office • Office Supplies are reduced from $1,751 to $1,561 for a total reduction of $190 or 11%. ■ Filing & Recording Fees are reduced from $10,000 to $8,976 for a total reduction of $1,024 or 10.25%. This will reduce the number of code enforcement or chronic nuisance lawsuits that can be filed each year which would result in a backlog of cases to be processed. 341 Page ■ Wages, payroll taxes and benefits are reduced from $547,035 to $509,962 for a total reduction of $37,073 or 6.78%. Resulting in the elimination of two legal interns. The interns do research for the attorneys and work the code compliance cases. They also attend hearings upon receiving their Rule 9 license. Elimination of the interns would significantly slow the production for the attorneys on issues as they would have to take on these tasks as well and would not be able to process all of the code compliance cases sent to our office. ■ Office Supplies are reduced from $1,751 to $1,561 fora total reduction of $190 or 11% ■ Spokane County GIS is reduced from $1,000 to $750 for a total reduction of $250 or 25% will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials analysis on community and economic development projects. ■ Legal is reduced from $45,875 to $30,056 for a total reduction of $15,819 or 34.5%. This would have an impact on the workload for the attorneys, reducing efficiency, total work product completed, as well as timeliness of completed work. ■ Professional Services are reduced from $3,000 to $2,160 for a total reduction of $840 or 28%. ■ Filing & Recording Fees are reduced from $10,000 to $6,732 for a total reduction of $3,268 or 32,68%. This will reduce the number of code enforcement or chronic nuisance lawsuits that can be filed each year which would result in a backlog of cases to be processed. 35 j Page Human Resources Mission To promote an employment environment that supports the mission of the City and the development of its employees. 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 Resource Manager Human Resource Technician Essential Services: ❖ Employee recruitment; ❖ Labor Relations; ••• Risk Management; ❖ ADA Consultation; • Employee training; ❖ Employee law compliance; •:• Compensation administration; ❖ Policy development and administration; ••• Employee Wellness Program; ❖ Performance management; • Benefit administration; • Employee on -boarding; and •:• Website administration. Human Resources conducted 93 interviews, filling 34 positions in 2018. 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 $32,000 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 361Page 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. Improve effectiveness of programs that support employee satisfaction and increase retention. Negotiate employment agreements that support the mission of the City. Develop systems that support the recruitment of well qualified candidates. Evaluation of employee costs to identify opportunities to reduce those costs. 2. Development of employee recruitment techniques to continue to fill vacancies with highly qualified employees reflecting the values of the City Analyze recruitment data to determine the most effective means to source potential candidates. Review and adjust employee compensation ensure the City is competitive in the employment market. Workload Indicator 2013 2014 2015 2016 2017 2018 Number of City ETEs 85.25 87.25 87.25 87.40 89.25 89.25 Personnel action forms processed 100 157 166 122 139 150 Number of training classes facilitated or coordinated 5 8 6 4 8 6 Employees hired* 9 8 12 6 10 16 Average number of applications received per recruitment cycle 31.95 29.7 24.08 33.4 25 29 * Includes regular employees—permanent FT/PT employees; limited term; does not include temporary/seasonal employees 37 I Page 1 i 102.00% 100.00% 98.00% 96.00% 94.00% 92.00% 90.00% 88.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0,00% Performance Measures Employee satisfaction with Human Resources { 2013 2014 2015 2016 2017 2018 In 2018 32% of employee evaluations were completed in 30 days or Tess with the average days for completion being 62. 90% esus., 70% 60% 50% 40% 30% 20% 10% 098 From 2013 the percentage of employees satisfied with the Human Resources Department has exceeded 93% and has increased to its current level of 98%. The percentage of employees indicating they are "Very Satisfied" has also increased and in 2018 that measurement was 84%. Annual non -manager performance reviews completed within 30 day of anniversary date 2013 Percentage rate of employee turnover 1 2014 2013 2.014 2015 2016 2017 2018 2015 2016 2017 2010 381 Page Human Resources - Budget Impact Summary 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. The 2020 Budget is $313,316 which reflects an increase of $7,473 or 2.44% over the 2019 Budget -3% ($9,105) ■ Supplies are reduced from $750 to $550 for a total reduction of $200 or 27%. ■ Legal Services are reduced from $2,000 to $500 for a total reduction of $1,500 or 75%. Eliminating the ability to consult council on employment decisions and/or actions. ■ Advertising is reduced from $3,000 to $300 for a total reduction of $2,700 or 90%. Reducing the ability to advertise employment opportunities. ■ Travel is eliminated limiting the ability to remain current with applicable State and Federal employment legislation. ■ Memberships are reduced from $800 to $550 for a total reduction of $250 or 31% resulting in the professional organization's support. ■ Registrations is reduced from $595 to $0 for a total reduction of $595 or 100%. ■ Training is reduced from $1,000 to $0 for a total reduction of $1,000 or 100%. ■ Employee Wellness is reduced flow $i,500 to $920 for a total reduction of $580 01 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 $281,331 to $272,498 for a total reduction of $8,833 or 3%. Resulting in a reduction of .1 FTE. This reduction would eliminate some employee wellness activities, ■ Copier Maintenance is reduced from $1,000 to $450 for a total reduction of $550 or 48%. 39 I Page Wages, payroll taxes and benefits are reduced further from $272,498 to $263,858 for a reduction of $8,640 or 3%, resulting in a reduction of 0.2 FTE. This reduction would result in the elimination of some employee wellness and recruitment activities. _9% a Wellness supplies are eliminated for a reduction of $500 or 100%. ($28,628) 40' 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) IT Special ist (3 FTE) Accounting Technician (2 FTE) Database Administrator 41IPage 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 Community and 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; ❖ 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 93.75 full-time equivalent employees as well as seasonal and temporary employees; + Process approximately 4,000 accounts payable checks; ❖ Project accounting, including grant accounting and processing reimbursement requests; + 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, tablet, 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. Goals & Strategies 1. Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and annual financial report preparation, and IT 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 2019 Annual Financial Report by May 30, 2020, 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 through relevant training opportunities. 421 Page 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, it's expected useful life, anticipated replacement date, and replacement cost. Workload Indicators 2013 2014 2015 2016 2017 2018 Number of computer workstations 134 140 140 140 155 155 Number of tablets supported 18 20 27 31 35 35 Number of physical servers supported - 17 22 10 15 10 Number of virtual servers supported - 8 15 25 28 29 Number of appliances supported - 55 45 50 50 50 Number of PC's installed or replaced 0 54 39 37 72 10 Network Hardware - - 75 76 87 95 80 70 60 50 30 20 10 2013 2014 2015 Performance Measures 2016 2017 2018 re Help desk requests per month per IT FTE IS Workstations per IT FTE Help desk requests and workstations per IT FTE per month dropped in 2014 due to hiring an additional IT staff person that year. 43 'Page Finance & Information Technology - Budget Impact Summary 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. Proposed 2020 Budget is $1,426,425 which reflects an decrease of $1,275 or 0.09% under the 2019 Budget _3% ($42,786) -6% ($85,583) ■ Wages, payroll taxes and benefits are reduced from $1,391,855 to $1,356,855 for a total reduction of $35,336 or 2.54%. This represents a reduction of 0.3 FTEs, which would slow City payments to vendors and increase the time needed for financial analysis. ■ Supplies are reduced from $6,450 to $4,800 for a total reduction of $1,650 or 25.58%. 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 $1,500 for a total reduction of $1,000 or 40%. 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 $4,200 for a total reduction of $1,000 or 19.23%. This reduction would limit staff availability to access training opportunities. • Mentiberships are reduced from $1,500 to $1,000 for a total rc ciuction 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 $11,500 to $8,500 fora total reduction of $3,300 or 27.97%. 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 $1,391,855 to $1,319,022 for a total reduction of $72,833 or 5.23%. This represents a reduction of 0.75 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 $6,450 to $3,500 for a total reduction of $2,950 or 45.74%. 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 $900 for a total reduction of $1,600 or 64%. 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 $3,000 for a total reduction of $2,200 or 42.31%. This reduction would limit staff availability to access training opportunities. • Subscriptions are reduced from $500 to $300 for a total reduction of $200 or 40%. This reduction would hinder staff ability to keep up with changes to accounting standards and best practices. Memberships are reduced from $1,500 to $500 for a total reduction of $1,000 or 66.67%. 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 $11,800 to $7,000 for a total reduction of $4,800 or 40.68%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. 44' Page °12,44 Wages, payroll taxes and benefits are reduced from $1,391,855 to $1,271,556 for a total reduction of $120,299 or 8.64%. This represents a reduction of 1 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 $6,450 to $4,800 for a total reduction of $1,650 or 25.58%. 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 $1,500 for a total reduction of $1,000 or 40%. 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 $4,200 for a total reduction of $1,000 or 19.23%. This reduction would limit staff availability to access training opportunities. Subscriptions are reduced from $500 to $300 for a total reduction of $200 or 40%. This reduction would hinder staff ability to keep up with changes to accounting standards and best practices. Memberships are reduced from $1,500 to $500 for a total reduction of $1,000 or 66.67%. 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 $11,800 to $8,000 for a total reduction of $3,800 or 32.2%. 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. 45IPage General Government - Budget Impact Summary 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. Proposed 2020 Budget is $3,498,073 which reflects an decrease of $8,307,327 or 70,37% under the 2019 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; 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. 440 _3% ($99,600) Professional services — misc. studies are reduced from $218,000 to $198,400 for a total reduction of $19,600 or 8.99%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. Outside Agency funding is reduced from $182,000 to $102,000 for a total reduction of $80,000 or 43.96%. 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 $218,000 to $193,600 for a total reduction of $24,400 or 11.19%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. _� f•Outside Agency funding is reduced from $182,000 to $57,000 for a total reduction of /0 $125,000 or 68.68%. 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 ($199,400) 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. -9% ($299,000)1 ■ Professional services -- misc. studies are reduced from $218,000 to $161,500 for a total reduction of $56,500 or 25.92%. 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 $182,000 to $25,000 for a total reduction of $157,000 or 86.26%. 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 $74,500 for a total reduction of $85,500 or 53.44%. This reduction would severely impact the City's ability to finance future park capital projects. 46[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 & 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. Parks & Recreation Director Administrative Assistant Maintenance Worker/Facilities (2 FTE) Recreation Coordinator Senior Center Specialist CenterPlace Coordinator CenterPlace Office Assistant 2 CenterPlace Office Assistant 1 471Page Parks Administration and Maintenance 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; •P Provides facility maintenance at CenterPlace; and ❖ Administers City Special Event permits. Recreation 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, teen 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, Spokane Parks Foundation, 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 Parks and Recreation Master Plan, including the continued development of aquatic and recreation programs that serve the needs of our citizens. - Pursue park acquisitions and development. - Explore adding additional recreation programs to meet customer need. Continue to contract for park maintenance and aquatic operation services. - Construct Appleway Trail Amenities University to Pines. 2. Work with Centennial Trail Partners to implement new maintenance agreement. - Seek grant opportunities for capital repairs. - Implement a six-year maintenance plan, 4R1Page Workload Indicators 2013 2014 2015 2016 2017 2018 Developed acres maintained 133.6 133.6 133.6 133.6 133.6 133.6 Trees planted 10 10 10 4 25 25 Overall number of park facility reservations/year 399 428 425 431 511 536 Number of recreation classes offered 129 158 189 189 165 167 Number of open swim hours available/season 1,221 1,251.5 1,465 1,465 1,112 1,198 Number of swim lesson/team registrations 1,547 1,510 1,582 1,582 1,647 1,608 Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 6.78 Number of hours to maintain Centennial Trail 900 900 900 900 900 900 Performance Measures 2013 2014 2015 2016 2017 2018 Developed park acres per 1,000 population 1.4 1.4 1.4 1.4 1.4 1.4 Recreation program recovery vs. direct cost' 99.9% 104% 104% 108% 103% 105% Parks & Recreation recurring budget per $29.14 $29.43 $29.69 $29.67 $29.77 $31.23 capita Cost to maintain Centennial Trail Trail mile/ per capita Miles of trail per 1,000 households .076 .076 .076 .076 .076 .076 'Calcualated expenditures divided by revenue $0.05 $0.05 $0.05 $0.05 $0.05 $0.07 The six-year average Parks & Recreation recurring budget per capita is $29.82. The City has increased the budget to remain consistent with population growth. o Population increase from 2013 to 2018 is 4.5% (91,490 to 95,810) per State of Washington Office of Financial Management o Per capita recurring budget increase from 2013-2018 is 7.10% ($29.14 to $31.23) 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 Northeastern Washington, Northern Idaho and Western Montana; •«• 54,000 square foot facility located in Miraheau Point Park; •:• Open seven days a week, this is the home of the Parks & 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 49 j Page •:� Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and numerous meeting rooms. 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. - Add infrastructure on CenterPlace west lawn to improve event venue. Continue to seek funding to complete construction of master plan. Continue to repair roof leaks. - Continue to replace flooring and furniture throughout building. Workload Indicators 2013 2014 2015 2016 2017 2018 Number of area businesses/hotels contacted for use of CenterPlace' 14,651 7,300 5,617 5,617 4,167 4,155 Number of reservations per year 815 844 919 923 1,041 1,047 Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 4,633 Number of room use hours booked per year 6,120 4,040 6,503 7,767 8,321 8,714 Area businesses were contacted by CenterPlace from a list developed by our marketing consultant. Percentage of facility capacity per Great Room reserved' 27% 23.7% Percentage cost recover per CenterPlace2 Percentage area business utilizing CenterPlace3 27% 2016 2017 2018 22% 30% 26.7% 45% 54% 52% 47% 56% 53% 3% 5% 3.7% 5% 5% 5.5% Percentage of facility capacity per Lounge reserved4 10% 9% 22% 20% 11% 18.7% Percentage of regional use of facility 5% 9.1% 4.2% '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 six- 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.) 4% 7% 8.5% 50 !Page 3 Number of area businesses divided by the number of businesses using CenterPlace. The business list was developed by aur 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 three years. 4This is the number of total hours (2809) available in the Lounge divided by actual hours used. 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; • :4 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 1,000. 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 2013 2014 2015 2016 2017 2018 Number of participants in senior programs or workshops per year 36,343 34,193 26,329 28,003 25,396 27,343 Average age of senior participating in programs 75.5 74.7 75.5 74.5 74.5 76.2 Number of senior programs offered per year 50 50 39 39 35 43 Percentage of Spokane Valley seniors who participate in health and wellness programs 45% 56% 30% 33% 30% 35% 51lPage Parks & Recreation - Budget Impact Summary 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, Proposed 2020 Budget is $3,106,561 which reflects an increase of $67,731 or 2.23 revised % over the 2019 Budget -3% ($96,400) • Professional Services under Aquatics is reduced from $430,000 to $387,000 for a reduction of $43,000 or 10%. This will eliminate one week of the summer pools season at all three outdoor pools. • Misc. Services under Aquatics is reduced from $2,800 to 0 for a reduction of $2,800 or 100% This will eliminate this line item, • Office and Operating Supplies under Aquatics is reduced from $500 to 0 for a reduction of $500 or 100%. This will eliminate this line item, • Small Tools and Minor Equipment under Aquatics is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate this line item. • Advertising under Aquatics is reduced from $500 to 0 for a reduction of $500 or 100%. This will eliminate this line item. • Small Tools and Minor Equipment under Administration is reduced from $1,000 to 0 for reduction of $1,000 or 100%. This will eliminate this line item. • Travel and Mileage under Administration is reduced from $2,850 to 0 for a total reduction of $2,850 or 100%. This will eliminate any travel or training. • Subscriptions under Administration is reduced from $200 to 0 for a reduction of $200 or 100%. This will eliminate this line item, • Conference Registrations under Administration is reduced from $1,000 to 0 for a reduction of $1,000 or 100%. This will eliminate any travel or training. • Travel and Mileage under CenterPlace is reduced from $2,000 to 0 for a reduction of$2,000 or 100%. This will eliminate any travel or training. • Advertising under CenterPlace is reduced from $60,000 to $30,000 for a reduction of $30,000 or 50%. This will negatively impact our ability to market CenterPlace. Conference Registrations under CenterPlace is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate any travel or training. • Repair and Maintenance Supplies under Maintenance is reduced from $2,000 to 0 for a reduction of $2,000 or 100%, This will eliminate this line item. • Small Tools and Minor Equipment under Maintenance is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate this line item. • Travel and Mileage under Recreation is reduced from $2,850 to 0 for a reduction of $2,850 or 100%. This will eliminate any travel or training. • Conference Registrations under Recreation is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate any travel or training. • Travel and Mileage under the Senior Center is reduced from $1,000 to 0 for a reduction of $1,000 or 100%. This will eliminate any travel or training. • Conference Registrations under the Senior Center is reduced from $850 to 0 for a reduction of $800 or 100%. This will eliminate any travel or training, 52IPage - 6% ($183,500) - 9% ($281,750) ■ Professional Services under Administration is reduced from $35,000 to $10,000 fora reduction of $25,000 or 71%. This will eliminate the consultant work for the Valley Mission Horse Arena Master Plan. ■ Clothing and Uniforms under Administration is reduced from $500 to $250 for a reduction of $250 or 50%. This will eliminate Spokane Valley staff clothing. ■ Small Tools and Minor Equipment under Recreation is reduced from $200 to 0 for a reduction of $200 or 100%. This will eliminate this line item. ■ Professional Services under Aquatics is reduced from $430,000 to $344,000 for a reduction of $86,000 or 20%. This will eliminate two weeks of summer pools season at all three outdoor pools. ■ Small Tools and Minor Equipment under the Senior Center is reduced from $1,100 to 0 for a reduction of $1,100 or 100%. This will eliminate this line item. ■ Advertising under the Senior Center is reduced from $500 to 0 for a reduction of $500 or 100%. This will eliminate our ability to promote the Senior Center. ■ Equipment Repair and Maintenance under the Senior Center is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate this line item. ■ Small Tools and Minor Equipment under CenterPlace is reduced from $20,850 to $5,300 for a reduction of $15,550 or 75%. This will significantly reduce our ability to maintain CenterPlace. ■ Professional Services under Aquatics is reduced from $430,000 to $301,000 for a reduction of $129,000 or 30%. This will eliminate three weeks of the summer pool season for all three outdoor pools. ■ Advertising under CenterPlace is reduced from $30,000 to $20,000 for a total reduction of $40,000 or 33.3%. This will virtually eliminate our ability to market CenterPlace. ■ Parks Maintenance Contract under Maintenance is reduced from $830,000 to $785,000 for a reduction of $45,000 or 5.50%. This will shorten the park maintenance season by three weeks. Maintenance of Parks and facilities would be pushed back from April 15 to May 1 and from October 15 to October 1. ■ Clothing and Uniforms under Administration is reduced from $250 to 0 for a reduction of $250 or 100%. This would eliminate this line item. 53IPage Deputy City Manager Community & Public Works 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, Street. Maintenance, Economic Development and Building Division. Community & Public Works Street Maintenance Economic Development Engineering Building & Planning 54IPage Essential services: •:• Works with the City Manager and division 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 divisions 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. 551Page Deputy City Manager - Budget Impact Summary 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. Proposed 2020 Budget is $277,187 which reflects an increase of $6,143 or 2.27% over the 2019 Budget information programs to the Economic Development division of CPW. ■ Wages, payroll taxes and benefits are reduced from $234,012 to $226,991 for a total reduction of $7,021 or 3.0%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting day-to-day operations of the City. ■ Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50 or 20%. This would limit the ability to improve the efficiency of administrative duties. • Advertising is reduced from $2,000 to $1,000 for a total reduction of$1,000 or 50% reducing ability to advertise for different programs. • Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23.1% impacting the attendance of daily offsite meetings, conferences and trainings. Memberships was reduced from $1,250 to $1,000 for a total reduction of $250 or 20% reducing the number of partnerships and relationships built with organizations within the community. Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7% impacting the attendance to community meetings, events and trainings. Wages, payroll taxes and benefits are reduced from $234,012 to $219,971 for a total reduction of $1.4,041 or 6.0%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting day-to-day operations of the City. • Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50 or 20%. This would limit the ability to improve the efficiency of administrative duties. • Advertising is reduced from $2,000 to $0 for a total reduction of $2,000 or 100% eliminating the ability to advertise for different programs. -6% ($16,841) -9% ($22,232) • Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23,1% impacting the attendance of daily offsite meetings, conferences and trainings. • Memberships was reduced from $1,250 to $1,000 fora total reduction of $250 or 20% reducing the number of partnerships and relationships built with organizations within the community. • Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7% impacting the attendance to community meetings, events and trainings. • Wages, payroll taxes and benefits are reduced from $234,012 to $211,780 for a total reduction of $22,232 or 9.5%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting day-to-day operations of the City. • Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50 or 20%. This would limit the ability to improve the efficiency of administrative duties. ■ Advertising is reduced from $2,000 to $0 for a total reduction of $2,000 or 100% eliminating the ability to advertise for different programs. • Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23.1% impacting the attendance of daily offsite meetings, conferences and trainings. • Memberships was reduced from $1,250 to $1,000 for a total reduction of $250 or 20% reducing the number of partnerships and relationships built with organizations within the community. • Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7% impacting the attendance to community meetings, events and trainings. 56 'Page Engineering Division J The Engineering Division is one of the three divisions within the Community and Public Works Department. The Division is comprised of four groups, the Capital Improvement Program, Development Engineering, Traffic Management and Operations, and Utilities. City Engineer Administrative Assistant Senor Engineer Senior Traffic Engineer Engineer / Storm Senior Engineer / Development Planning / Grants Engineer Traffic Engineer Engineering Tech 11 / Storm Engineering Tech I Development inspector Engineer Manager Administrative Assistant Engineer Tech II / CAD Administrator Senior Engineer/ Project Manager (4 FTE) Engineer Technician II Engineer Engineer Technician 1 (2 FTE) Assistant Engineer (2 FTE) 57 1 Page Capital Improvement Program The Capital Improvement Program Section (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 for federal and state funding sources; ❖ Implement the 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 Coordinate projects with various stakeholders, including the general public; 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 Administerthe 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; •.• Coordinate with Spokane Regional Transportation Council (SRTC) and other local, regional and state jurisdictions on the metropolitan transportation plan, regional transportation policies and projects; and + Collaborate with Maintenance, Stormwater, Traffic, Paries, Development Engineering and Economic Development for all projects. Development Engineering Development Engineering Section (DE) ensures that land actions and commercial building permits comply with the adopted City codes for private infrastructure development through plan review and construction inspection. Development Engineering periodically updates the City's development code pertaining to construction activities, ensuring adherence to federal and state requirements, and the City's adopted Comprehensive Plan. As the City does not have surveyors, a surveying consultant reviews the surveying information provided in plats, binding site plans (I3SPs), easements, and right-of-way dedications to ensure accuracy and compliance with state law, Essential services: + Provide engineering plan reviews in association with land use actions, property development, and building permits; •• identify, develop and institute City code amendments as regulatory guidelines change; d• Provide construction oversight for various development and capital projects; + Review, issue and monitor grading permits; ❖ Review, issue and monitor right-of-way permits; and • Provide right-of-way inspections for various development and capital projects. 581 Page Traffic Management and Operations The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi- faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic signals, the installation and maintenance of roadway signs, and roadway channelization (striping). Traffic Engineering is also responsible for transportation planning and design in support of the CIP, of private development projects, and regional transportation efforts. Essential Services: •.+ Optimize and coordinate traffic signal installation, maintenance and operation; •.+ Oversee, monitor and develop mitigation measures for traffic congestion citywide; 4• Identify and schedule the collection of annual traffic data for the City's arterial roadway network; ❖ Prepare traffic control, signal, signing and channelization plans and specifications in cooperation with capital projects; •.• Scope and review traffic studies for private development, that utilizes the services of the City's street network; •.+ Identify projects that mitigate transportation impacts or correct deficiencies caused by the increased traffic volumes associated with new development; •.. Identify capital improvement projects that improve the transportation system throughout the City; •.+ Develop Transportation Management Plans and Studies that identify school zone safety, pedestrian, and bike facilities; •.• Assist the DE and CIP Sections in preparing grant applications for various projects that impact the City's transportation network; «• Monitor motorized and non -motorized crashes to address safety concerns on the citywide street netwo rk; •:+ Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices Handbook (MUTCD); .` Provide review of Traffic Control Plans and permits for oversize loads, special events, and access control; •S Assist other departments with updating the City's Comprehensive Plan; 4. Partner with the Washington State Department of Transportation (WSDOT), the Spokane Regional Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate regional transportation needs; *:• Coordinate with Spokane Regional Transportation Management Center (SRTMC) on transportation management within the City and region; and 4. Implement, monitor and maintain 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, oversees the City's floodplain management services, and coordinates other utility issues on behalf of the City. 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. 59IPage Essential Services: +++ Provide inventory, inspection and investigations for all City stormwater facilities; •+• Provide Geographic Information System (GIS) mapping related to stormwater facilities, both public and private, throughout the City; •:• Maintain the City's compliance with all environmental and utility laws, codes and regulations; Provide floodplain management services on behalf of the City; • Provide floodplain management services to other agencies and private entities; •++ Assist in the planning, design, and construction of capital improvements throughout the City, focusing on project utility requirements; :• Manage City street sweeping planning and operations; + Manage the operations and maintenance of all City storm drainage structures; + Represent the City in Stormwater Public Education and Outreach efforts; + Represent the City in regional solid waste and recycling efforts; •++ Provide management, implementation and oversight of the City's Solid Waste Management Plan; •+• Manage the City's solid waste and recycling collection services contracts; and, •+• Represent the City on several regional aquifer projection committees. 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 (NPSES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load requirements for the Spokane River. The Utilities section provides required annual reporting to Washington State Department of Ecology. The Utilities Section is also responsible for administering the National Flood Insurance Program (NFIP) within the City as required by the Federal Emergency Management Agency (FEMA). As part of these efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with FEMA on determining local flood elevations. Goals & Strategies 1. Continue to work with state and federal legislators to obtain financial assistance for the Pines Road Grade Separation Project. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and Greater Spokane 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 pertinent Bridging the Valley projects in the City's six-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 primarily addressing concerns beyond the year 2021. Work with City management to find a solution to this funding shortfall. Continue to seek grants and alternative funding sources to assist with pavement preservation projects. 4. Maintain City streets at lower costs to retain a higher overall pavement condition. Finalize the development and implementation of a City-wide Pavement Management Program (PMP). Continue to monitor, update and implement the Transportation Improvement Program. 60 IPage 5. Develop a maintenance program for traffic signal components to address aging infrastructure. Develop a financial plan to address these needs and incorporate into the City's budget. - Perform a condition assessment of existing traffic signal components and equipment. Develop a maintenance program and budget to replace aging signal equipment and components. 6. 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 utility projects and maintenance repairs. Continue to update the annual Stormwater Program Plan. - Provide an update to the City's annual Six -Year Stormwater Capital Program update. 7. Manage Solid Waste Program. Continue to implement the Solid Waste Public Outreach and Education Program. - Manage the Department of Ecology Coordinated Prevention Grant Program. Manage the solid waste contracts that provide for transfer, transport and waste disposal services. 8. Delineate the Glenrose Creek floodplain to streamline development. - Develop Glenrose Creek hydrology and hydraulic data. Continue coordination with City of Spokane and Spokane County. Develop Glenrose Creek floodplain napping_ Develop Glenrose Creek preliminary map products. 9. Emergency Management - Work with Spokane Greater Spokane Emergency Management to evaluate, determine and develop emergency planning efforts that need to be implemented by the City. - 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 2013 2014 2015 2016 2017 2018 Traffic signals maintained 86 85 85 86 86 87 Traffic counts performed 140 137 146 165 146 128 Traffic signs maintained 21,000 21,000 21,000 21,000 21,000 21,000 Total number of stormwater structures 14,107 14,033 14,761 14,792 14,795 14,879 Total stormwater-related citizen action requests 46 45 58 98 204 161 Total number of stormwater projects completed 32 26 25 8 92 8 Total stormwater structures inspected 5,223 980 2,100 1,550 2,158 3,319 Total stormwater structures cleaned 683 1,179 2,199 1,009 1,499 2,300 Total engineer grading permits issued 41 50 60 67 68 86 Total CIP projects awarded 11 13 9 9 8 11 Total centerline miles resurfaced 7.03 10.87 6.69 6.15 8.57 6.7 61 I Page Engineering - Budget Impact Summary 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. The proposed 2020 Budget is $1,986,731 which reflects an increase of $145,114 or 7.9% over the 2019 Amended Budget, the majority of the increase due to the costs of adding new staff in 2019. ($133,776) -9% ($1.86,391) • Wages, payroll taxes and benefits are reduced from $1,739,845 to $1,662,109 for a total reduction of $77,736 or 3.9% of the total proposed budget. This reduction would eliminate a 0.5 FTE Engineer and a 0.2 FTE Assistant Engineer in the Engineering Division. This effort requires the elimination of two full positions as it is split with the capital fund. ■ Wages, payroll taxes and benefits are reduced from $1,739,845 to 1,606,069 for a tots' reduction of $133,776 or 6.7% of the total proposed budget. This reduction would eliminatE 0.5 FTE Engineer, a 0.2 FTE Assistant Engineer, and a 0.5 Engineering Technician 1. This effort requires the elimination of three full positions as they split with the capital fund. • Wages, payroll taxes and benefits are reduced from $1,739,845 to $1,553,454 for a total reduction of $186,391 or 9.4% of the total proposed budget. This reduction would eliminate a 0.5 FTE Senior Engineer, a 0.5 FTE Assistant Engineer, and a 0.5 FTE Engineering Technician 1. This effort requires the elimination of three full positions as they are split with the capital fund. 621 Page Street Maintenance Division The Street Maintenance Division provides responsive maintenance and repairs for approximately 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. Street Superintendent Maintenance/ Const. Inspect (7 FTE) ROW Inspector The roadway landscaping services contract maintains all City -owned right-of- ways and provides weed control on all major arterials including sidewalks. The 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 low cost 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 road graders in the event of a full City residential plow. 631 Page Workload Indicators 2013 2014 2015 2016 2017 2018 Centerline lane miles of streets maintained 461 461 461 461 461 461 Total street (Snow) related citizen action requests 64 123 153 146 660 146 Total street (non -Snow) related citizen action requests 361 361 504 598 1,154 678 Annual snowfall accumulation (inches) 26.3 35.0 39.0 30.9 63.5 39.7 Number of vehicles maintained - 28 28 28 32 38 Total right-of-way permits issued 652 712 724 768 996 1,090 Total right-of-way inspection performed 5,513 7,322 9,459 10,901 13,980 13,657 018 Street maintenance cost per capita $51.29 $53.11 $48.11 $48.01 $48.79 47.04 Lane miles maintained per 1,000 population 5.12 5.12 4.94 4.94 4.94 4.71 Street sweeping (in cubic yards removed) 120 100 80 60 40 20 0 804 874 1,370 1,450 1,310 930 Tons of cold patch for potholes 2013 2014 2015 2016 2017 2018 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. 641 Page Economic Development Division Mission To strengthen community, create a successful business climate and build economic vitality. The Economic Development Division administers City long range plans; business retention, expansion, and recruitment; tourism and economic development marketing; grant writing; strategic initiatives and studies; coordination with regional partners; and the dissemination of public information. Oversight of these activities is also coordinated closely with the City Administration. The sections below provide additional information for the Economic Development Division programs. Develop Long Range Plans + Review, monitor and coordinate amendments to the Comprehensive Plan; + Review, evaluate and recommend amendments to development regulations to streamline the development process; + Review, evaluate, and facilitate annexation requests; + Represent the City at regional land use meetings; •+++ Evaluate the Comprehensive Plan's strategic actions and identify implementation measures; +!+ Respond to citizen inquiries relating to the City's long range planning efforts; + 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; +:+ Coordinate long range plans for multimodal transportation. 651 Page Business Retention, Expansion, and Recruitment • Encourage a diverse and stable business environment; Establish and maintain communication with business leaders, developers and builders, real estate professionals, private and public agencies, educational institutions and the general public to promote and facilitate the implementation of the City's economic and development strategies; •.+ Develop information technology to assist citizens and business owners; + Develop and implement strategies to promote business growth, attraction, and retention; •) Coordinate with business owners and developers to provide possible site locations, market research, and related information to assist business development; and ❖ Facilitate project processing and assist with the interpretation of codes. Tourism and Economic Development Marketing + Continue to implement the strategic marketing plan; ❖ Support economic development by researching and developing informational and marketing materials, including brochures, newsletters, advertising, graphic design, photography and videography. + Prepare and present information at meetings of various organizations and groups; • Develop and manage web -based Economic Development content that successfully supports key marketing strategies; and ❖ Work with individuals and organizations to foster and cultivate activities and events in the City that engage community members and attract visitors. Grant Writing and Development • Assist in the preparation and delivery of grant applications including, but not limited to, street capital projects and overall network improvements, parks development and property acquisition and economic development initiatives; + Lead preparation and delivery of selected grant applications that pertain specifically to Economic Development priorities; 4• Coordinate with grant management partners and agencies like Spokane Regional Transportation Council, Washington State Department of Transportation, Washington State Transportation Improvement Board, Washington State Recreation and Conservation Office, and Spokane County Housing and Community Development (CDBG); and + Coordinate with local, regional, state and federal stakeholders to identify opportunities for potential funding partnerships or concurrent project coordination. Development and implementation of Strategic Initiatives • Conduct special studies and reports related to economic development, retail recruitment, tourism, and the economic impact of capital projects or initiatives. • Negotiate and resolve sensitive and controversial issues. Coordination with Regional Partners 4• Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals; and • Coordinate with SRTC, STA and other jurisdictions on regional transportation policies and projects to identify overlapping goals and potential partnerships. Public Information • Utilize a variety of channels and resources to ensure government transparency through development and dissemination of timely, accurate and complete information on City programs, meetings, projects, activities and issues; + Serve as the primary contact and coordinator for interaction with media; 661 Page + Provide information and instructions for the safety and well-being of citizens, City Council and City staff in the event of emergencies; + Support Council goals through communications that facilitate citizen understanding and engagement; + Proactively engage citizens to influence long-range plans, designs, and project delivery, including transportation projects; Serve as contact point for general information about the City programs, projects, issues and services; and • Facilitate representative government through two-way communications between Council and staff, businesses, citizens and visitors. Goals & Strategies 1. Continue to evaluate and implement strategies in the Comprehensive Plan. Identify strategic actions for implementation subject to budget and staffing requirements. Develop an implementation plan for select strategic actions, including timelines and relevant performance measures. 2. Implement the retail recruitment strategy. Mobilize resources to institute recruitment campaigns. Review and update the list of desirable retail businesses. Strengthen connections with brokerage firms and commercial developers. Identify property and building owners with available land and spaces in key locations within the City. 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 to foster economic development. - Coordinate with City Engineering to improve transportation infrastructure to enhance development opportunities. - Collaborate with Spokane County Environmental Services 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 and to coordinate capital improvements. Integrate capital facilities plans to ensure efficient improvements. - Identify key infrastructure improvements and strategies for implementation. 4. Business Development Program - Continue to improve the new business welcome program. - Publicize local business success stories and events. - Continue to connect husinesses with resources to assist them in business development. - Enhance relationships with local community colleges, Spokane Valley Tech, high schools and workforce development councils to determine how to support their efforts and connect business owners with these resources. Recruit new businesses. Meet with existing businesses to assist with retention and expansion efforts. Identify supporting industries for recruitment to support existing businesses. Participate in business and trade shows. - Collaborate with regional partners to support business recruitment. Promote availability of state and federal tax credit programs. - Attend meetings with the Spokane Regional Site Selector partners Continue to provide information to the Regional Site Sector tool. 67IPage Host forums with regional real estate brokers, management associations, developers and property owners to identify issues and gather data. - Host forums and provide information for business development training opportunities. - Evaluate retention, recruitment, and expansion opportunities based on industry dusters. - identify sites adjacent to the Appleway Trail and continue to coordinate with representative brokers to market trail access. 5. Implement marketing strategies to attract and retain businesses and increase tourism. - Continue to promote the City's brand and foster a sense of community pride among residents. - Promote and increase awareness of City's lodging, retail shops and restaurants, as well as recreational opportunities and special events, to residents and visitors within the region. - Promote the City's aerospace, logistics and distribution, manufacturing, and professional services industry sectors. Foster positive perceptions of the City as a business -friendly location among existing businesses and prospects. - Review and update marketing materials to reflect current needs and programs. 6. Collaborate with economic development partners and related service providers. Participate in Visit Spokane, OSI, Spokane Valley Chamber of Commerce, and other partner meetings and events. Continue to utilize Visit Spokane to build the City's brand within the tourism and leisure industry, and promote Spokane Valley as a regional destination. Continue to partner with Greaser Spol.ai]e, Inic., the region's Associate Development Organization (ADO), for business recruitment and retention. 7. Strengthen and expand civic and event opportunities. - Continue to implement strategies to support tourism related activities. Continue to partner and promote community events such as Valleyfest, Crave, Oktoberfest and the Cycle Celebration. - Support efforts to create new or expand events in the City. 8. Assist in expanding the City's grant program. - Continue to identify grants that support transportation network improvements that support economic development priorities and benefits. - Identify grants to support parks and recreation improvements. 9. Create and support relationships with the community that result in interested, involved and informed residents. Coordinate with and involve all departments to develop and implement communications outreach that builds community interest, support and engagement in City government. Continue existing efforts and implement new communication methods and technologies to expand communications with internal and external constituencies, including social media - Continue to enhance the community newsletters. - Work to expand public information services using video capabilities. - Improve local standing within ranking programs such as, Travelocity. Continue to collaborate with our partners such as Visit Spokane and Greater Spokane Valley Chamber of Commerce to market community events. - Increase awareness that Spokane Valley is a great place to live, and work and visit. - Enter the City for appropriate marketing and community awards. 10. Ensure that the transportation system and investments in transportation infrastructure improve quality of life and support economic development priorities. - Engage residents and businesses in development of long-range transportation plans. 681 Page Collaborate with Engineering to ensure that areas planned for new development provide active transportation options. Provide a supportive transportation network for expansion of general aviation and freight uses at Felts Field. Identify a citywide trail system that improves access and linkages between existing trails, neighborhoods and community amenities. Coordinate multimodal planning efforts, particularly focusing on the quality of pedestrian, bicycle and transit facilities. Workload Indicators 2013 2014 2015 2016 2017 2018 Businesses assisted 23 27 20 18 22 Meetings with regional partners - 51 54 55 195 170 Marketing media created9 12 19 41 71 Economic Development grants submitted- - - 2 13 8 Economic Development grant dollars requested ($ Millions) $15.5 $42.2 $33.3 $113.7 $98.5 $5.2 Media releases issued 309' 241 247 222 107 85 Earned media stories 434 354 320 211 138 154 Total media stories 828 756 575 592 353 390 Public information contacts with the media 146 144 96 183 99 97 Community newsletters produced 2 3 4 4 3 4 Special events presentations/participation 5 5 3 9 3 5 Twitter followers - -- - - 376 566 Tweets sent - - - - 192 387 'Media releases issued peaked in 2013 at 309 due to promotion and partnership for the City's 10 -Year Anniversary. 69 I Page Performance Measu ►��TiTc�t��i 'iZf�>f.'�►LIU. :1,�>' Business retention/expansion meetings held Business recruitment — ongoing Business recruitment — completed 27 20 21 20 2 2 1 New business welcome letters sent 1,622 1,899 1,572 1,824 1,765 2,115 Economic Development workshops held 2 2 2 3 Economic Development grants awarded 3 8 10 6 41 5 Economic Development grant dollars $1.9 awarded ($ Million) $5.6 $7.3 $4.5 $1.51 $1.2 Percentage increase of residents 1% .6% 1.4% .9% .8% 1% increase hotel occupancy rates - - - 63% 63.8% Percent change in sales tax collected 7.62% 5.78% 4.43% 8.67% 5.54% 7.76% 'The data in this field is based on November collections to coincide with the development of the Business Plan. 701 Page Economic Development - Budget Impact Summary Theoretical Budget Reduction Exercise: Fiope for the best, prepare for the worst. The Business Pian 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. The 2020 Budget is $1,080,090 which reflects an increase of $50,153or 4.87%% over the 2019 Budget. -3% ($32,426) -600 ($64,826) -9% ($97,326) Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. Intern payroll taxes and benefits are reduced from $1,137 to $0 for a total reduction of $1,137 or 100%. City Economic Development is reduced from $200,000 to $181,200for a total reduction of $18,800or 9.4%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; campaigns that promote the City's recreational and community assets; targeted digital advertising campaigns promoting the City's economic development assets; and development of general marketing materials (i.e. exhibit materials). • Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. • Intern payroll taxes and benefits are reduced from $1,137 to $0 for a total reduction of $1,137 or 100%.City Economic Development is reduced from $200,000 to $148,800 for a total reduction of $51,200 or 25.6%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; campaigns that promote the City's recreational and community assets; targeted digital advertising campaigns promoting the City's economic development assets; and development of general marketing materials (i.e. exhibit materials). ■ Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. • Intern payroll taxes and benefits are reduced from $1,137 to $0 fora total reduction of $1,137 or 100%. • City Economic Development is reduced from $200,000 to $116,300 for a total reduction of $83,700 or 41.85%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; campaigns that promote the City's recreational and community assets; targeted digital advertising campaigns promoting the City's economic development assets; and development of general marketing materials (i.e. exhibit materials). 711 Page 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 Facilities Maintenance Administrative Assistant Day. Services Coordinator Engineering Tech Permit Facilitator (2 FTE) Code Enforcement Officer Senior Planner Planner (3 FTE) Office Assistant (4 FTE) Planning Commission Assistant Building Official Plans Examiner Building Inspector (3 FTE) 721 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 80 percent of their time are safe. The Permit Center issued 5,136 permits during 2018 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 15 site visits per project. Development Inspectors performed 17,386 inspections in 2018 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; +3 Permit coordination; •:+ Business license coordination with business owners and WA Dept. of. Revenue; •:+ Fire District coordination, including SVFD permit processing 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 & Planning Building and Planning staff are cross -trained and work on various types of development projects including commercial developments, commercial re -developments, single -and multi -family residential developments, adaptive re -use of existing buildings and sites. This provides the City of Spokane Valley Community & Public Works Department with greater flexibility in completing the work program by having staff who understand the processes and procedures related to a variety of development categories. The Building & Planning team is responsible for activities such as: Ensuring that the City's plans are consistent with Growth Management Act (RCW 36.70A); - Ensuring that the City's plans are consistent with the Shoreline Management Act (RCW 90,58); - Processing Comprehensive Plan amendments and annual updates; - Ensuring compliance with the State Environmental Policy Act (SEPA RCW 43.21 C); - Spokane Valley Municipal Code text amendments; - Processing subdivisions/short subdivisions/binding site plan proposals; - Preparing for and conducting public hearings; Conducting commercial and land -use related pre -application reviews; Building Permit processing including intake, routing, review, issuance, inspection and closure; Coordination of Building Permit review process with outside agencies such as Spokane Valley Fire Department and utility purveyors; Wireless communication facility permitting coordination -. mufti -departmental 73 'Page Investigation of structure damage resulting from fire, flood, vehicular impact, etc.; Business license coordination; Providing information to US Census Bureau; and Customer assistance via phone, email and at the Permit Center front counter. Building Official The Building Official oversees the operations of all Building and Planning Division programs and supervises all division 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 and City regulations such as zoning and development regulations. The Building Official provides leadership and guidance to the Assistant Building Official and the Development Services Coordinator. Code Enforcement During 2018, Code Enforcement responded to 701 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 citizen; to other agencies for help as appropriate. Permit Center Coordination Permit applications associated with pre -construction land development, fire protection systems, plumbing/HVAC installations, work within the City rights-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. Facilities Maintenance The facilities maintenance staff person addresses the maintenance and repair needs of both the City Hall building and site as well as the Spokane Valley Police Precinct. The new City Hall facility and Precinct Building required a facilities maintenance position which was incorporated into the building staffing plan and filled with a qualified candidate who, under the direction of the Building Official, is responsible for normal facility maintenance activities such as programming/troubleshooting of automated equipment like HVAC, lighting controls, and building security. Facilities maintenance also includes coordination and monitoring of contract services such as janitorial, snow/ice removal, and landscape maintenance. Permit Center Administration Following the move of City operations to the new City Hall facility in late 2017, the central reception and Permit Center cashiering functions were combined and the central routing was combined with records management. This minor reorganization allows for the Office Assistant staff members assigned to the central reception and cashiering duties to provide back-up for one another with minimal need for additional coverage during breaks/absences. Similarly, the Office Assistant staff members primarily responsible for central routing and records management were directed to work as a team and provide cross -coverage of duties to allow for efficient permit document routing and public records request processing coordination with City Clerk staff. The Office Assistant group is responsible for normal reception activities such as greeting customers, both, in person and via telephone, assisting them to their destination within City Hall, cashiering, routing of permit -related documents to review team members 74 [Page and outside agencies, file/records management, data entry, and stocking supplies. Office Assistant staff also coordinate responses to general inquiries through the QAlert system by routing inquires to the appropriate staff such as Code Enforcement, City Clerk, and Public Works. Goals & Strategies 1. Maintain an efficient permitting process. - Continue to implement enhancements to the permitting process. Foster relationships with outside agencies to streamline permitting and encourage development. Refine a multi -use construction plan program. Examine code provisions for consistency with the Comprehensive Plan. - Implement an e -submittal process for residential permits - Implement an e plan review system/procedure - Addressing for new and existing sites/buildings - Addressing standards research and implementation; coordination with emergency responders - Small cell system installation/infrastructure Regular/periodic building valuation updates - Enhance reporting capabilities/ Adhoc reporting through SMARTGov permit tracking system capabilities Expand customer interaction opportunities using QAlert and SMARTGov portal - Develop informational documents to better interact with the public and efficiently address reoccurring/common questions/concerns — coordinated effort with other City divisions. 2. Comply with City and State Records Management policies. - Scan permit -related documents into SMARTGov. - Create electronic plan submittal acceptance guidelines. - Create a procedure for scanning commercial address files. - Begin scanning commercial address process. - Expand paperless permit submittal. Continue clean-up of working files to remove unnecessary items in project files. 3. Region& Special Inspection and fabricator process. - Expand coordination 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 and concrete fabricators; - Association of General Contractors (AGC); Association Society of Civil Engineers (ASCE); American Institute of Architects (A1A); Structural Engineers Association of Washington; - Implement cross -training program for administrative staff. 5. Continue participation in Spokane Regional Code Group Meetings. - Coordinate with State Building Code Council to better plan future code updates and implementation. 75 'Page 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. 6. City Hall Facilities Maintenance - Monitor all contracts for appropriate charges and changes. Create a work order system for City -owned facilities. Workload Indicators 2013 2014 2015 2016 2017 2018 Number of phone calls answered and directed 6,846 6,623 7,100 6,942 7,292 7,590 Number of visitors greeted 2,507 2,413 3,023 3,171 3,093 8,505* Pre -application meetings - commercial 85 79 88 74 89 99 Pre -application meetings - land use 25 30 32 41 63 76 Construction applications received 2,798 4,704 4,536 5,708 5,060 5,487 Land use applications received 624 719 660 681 792 757 Construction permits issued 3,431 3,961 3,993 5,159 4,473 5,136 Planning applications approved 33 659 561 595 652 582 Development inspections performed 10,736 13,534 13,848 15,848 16,419 17,386 Code Enforcement cases investigated 360 354 383 462 522 701 Number of online permits received - 1,314 1,582 2,449 2,582 2,772 Number of hearings conducted by the Hearing Examiner 33 7 6 8 11 13 Municipal Code text amendments processed 5 12 2 -' 5 4 Planning Commission meetings participated in 23 20 21 22 12 19 'Comprehensive Plan Update year, regulations updated. *Changes to sign in at front counter, plus adding Permit Center and front reception visitors together creates larger number in total. •_ ormance Measures 2013 2014 2015 2016 2017 2018 Percent of construction permits issued in Tess than three days - 79% 85% 85% 85% 85% Average number of days for new residential building permit review 5 5 5 5 5 5 Average number of days for tenant improvement 10 10 10 10 10 10 permit review 76 [Page Building & Planning - Budget Impact Summary 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. Proposed 2020 Budget is $2,315,701 which reflects an increase of $34,227 or 1.50% over the 2019 Budget -3% ($79,681) -6% ($138,810) -9 /0 ($219,738) Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,868,665 for a total reduction of $79,681 or 3.44%. Resulting in the reduction of one FTE Office Assistant 11. This would increase the time necessary to respond to a public records request, reduce our ability to provide customer service, and reduce our ability to provide staff coverage during an emergency. Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,809,536 for a total reduction of $138,810 or 5.99%. Resulting in the elimination of two FTE, one Office Assistant 11 and one Office Assistant 1. This would further reduce our customer service, ability to respond to public records requests, and would result in the need for other staff to provide coverage during an emergency. Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,728,608 for a total reduction of $219,738 or 9.49%. Resulting in a reduction of three FTF one Office Assistant II and two Office Assistant I. This would significantly impact our ability to provide customer service at the front reception desk and would eliminate our ability to provide timely response to public records requests. Increased workload for technical staff to compensate for reduced 77 'Page City Hall Operations & Maintenance - Budget Impact Summary 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, Proposed 2020 Budget is $296,270 which reflects an increase of $4376 or 1.50% over the 2019 Budget Wages, payroll taxes and benefits are reduced from $94,270 to $84,908 for a total reduction of $9,362 or 3.16%. Resulting in the reduction of 0.10 FTE. This would reduce our ability to maintain City Hall as we would expect to. • Wages, payroll taxes and benefits are reduced from $94,270 to $75,546 for a total reduction of $18,724 or 6.32%. Resulting in the reduction of 0.20 FTE. This would further reduce our ability to be able to maintain City Hall in its like new condition. Wages, payroll taxes and benefits are reduced from $94,270 to $66,184 for a total reduction of $28,086 or 9.48%. Resulting in a reduction of by 0.30 FTE. This would significantly reduce our ability to be able to maintain City Hall in its like new condition and could impact the contracts needed to assist in the maintenance of our new building and grounds. 78 1 Page Addendum A: Spokane Valley Police Department Contract Services Spokane Valley Police Department (Commissioned Officers) Spokane County Sheriff Shared Resources Split County/City Undersheriff Training/Professional Standards/Public Information 7 FTE 14 Pool Positions (Trainin:) Marine Patrol/Search & Rescue 2 Deputies Regional Intelligence Group (RIG 9) 1 Detective Investigations Investigative inspector —1 FTE Investigative Lt. — 2 FTE Major Crimes- 7 FTE Sex Crimes — 7 FTE Joint Terrorism Task Force —1 Det. Safe Streets (Drug & Gang) — 5 FTE Dedicated Resources 100% Spokane Valley Police Chief Precinct Commander Insp. Administrative Ser 00 Precinct Front Desk Deputy (Dayshift Patrol) Property and Drug Crime Investigations 1 Sergeant 10 Detectives 1 Deputy (Dedicated but also supervised by Inv, Lt.) Dayshift Nits�� Commander Cornet p Traffic 1 Sergeant 1 Detective 5 Deputies 1 Patrol 4 Sergeants 19 Deputies Patrol K-9 3 Deputies 1 Sgt. and 8 Dep. On Power Shift School Resource 4 Deputies Comm, Srvs. Domestic Violence 1 Deputy 1 Det/Corp 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 Sheriffs 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. Spokane Valley Police Department Staffing Administrative Staffing Level: Chief -1 Precinct Commander -1 Administrative Sergeant -1 79IPage Patrol Staffing Level: Lieutenants -2 Sergeants -9 Deputies -47* Canine -3 Spokane Valley 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. 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 or 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, issuance 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. Calls for service have increased 13.9% since 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. 801Page 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 sane 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 no transition gap when the day shift is over and the night shift begins. In addition, Power Shift covers the period of peak ca[I load and the transition from day to night shift. Power Shift was partially implemented in March 2015. Full implementation of Power Shift was finally attained March 1, 2018. It is staffed with eight deputies working 12 hour shifts. Minimum staffing provides at least three deputies all seven days of the week. Further, 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. Current Staffing Current vacancies within SVPD include one Traffic Unit sergeant, three detectives, one traffic deputy, four patrol deputies, 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 tor 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. Currently, plans are moving forward to expand PST's involvement to include initial background investigation on potential candidates. Background investigations are time consuming and have been a consistent bottleneck in the prompt processing of applicants. 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, MSU and NIC. This effort continues to expand. 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. The aforementioned efforts resulted in a record number of 32 commissioned personnel hired in 2018.. Unfortunately, eight resigned during training or were unable to complete the training process. The loss of these eight trainees plus 18 more commissioned losses (primarily due to retirements) resulted in total loss of commissioned personnel for the year of 26 deputies. Another record for SCSO. On the plus side there was a net gain for the year of six deputies. 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: 81 1 Page - Security surveys on request 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; and - Resource to City department heads. 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 riot limited to mapping major crime scenes with the Faro laser scanner; 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. 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, 82 Page 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 City of 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 City of 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 as well as 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 Impact of Staffing Early intervention benefits younger students who engage in activity that does not 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. 831Page 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. Training Unit 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 clay 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 decade 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 was a total of 139 courses offered, most of which were three to five days in length. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. In addition to 271 Sheriffs Office students and 1,141 students from local law enforcement agencies (Spokane PD, Liberty Lake PD and Airway Heights PD), training was provided to 712 out -of -country students. 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. 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. 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total Students Trained 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 2035 Total Hotel Rooms Booked* 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A 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 clay 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 decade 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 was a total of 139 courses offered, most of which were three to five days in length. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. In addition to 271 Sheriffs Office students and 1,141 students from local law enforcement agencies (Spokane PD, Liberty Lake PD and Airway Heights PD), training was provided to 712 out -of -country students. 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. 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. Training unit responsibilities also include pre -hire coordination and processing of Sheriff's Office applicants. Since 2014, Sheriff's Office attrition of commissioned personnel has grown from an average of about eight per year to an average of nearly 23 per year. For every viable candidate identified, many dozens must be processed. The increased demands placed on the Training Unit has necessitated recent changes to the unit's allotted staffing. • Training Unit Lieutenant -- The Training Unit Lieutenant is responsible for overall supervision of all unit operations and acts as the liaison with command staff and is the conduit through which priorities are communicated to the training unit. This is a new position created by consolidating the RIG 9 lieutenant's duties with those of the Downtown Precinct property/drug unit (ITF) lieutenant. This position became necessary due to the increased demands placed on the unit. • Training Unit Sergeant—This sergeant oversees internal Sheriff's Office training, authors training bulletins, coordinates regional law enforcement training. This sergeant also coordinates pre -hire candidate processing. • TAC Sergeant — This sergeant acts as the tactical sergeant for the CJTC Basic Law Enforcement Academy. He oversees the progress of all SCSO academy attendees and acts as their liaison with the department while in training. He is responsible for coordinating any remedial training required of SCSO attendees. • Firearm instructor/Armorer — This deputy position is held by a state certified master firearms instructor/armorer. He is responsible for overseeing al internal firearms training, curriculum development, and weapon maintenance. Additionally, he provides firearms instruction for the CJTC Basic Law Enforcernes7t Academy. • Background Investigator — This position is held by a deputy responsible for background investigations of potential officer candidates. He is the primary liaison with Spokane County Civil Service. He also schedules oral boards, integrity interviews, medical exams, psychological exams, and physical ability tests. • Background Investigator (temp) — This position is currently filled by a detective (from a shared investigative unit) temporarily on loan to training to assist in reducing the backlog of background investigations. Efforts are currently underway to shift some of the leg work required for background investigations to a private contractor. • Pool Positions — For the first time, 14 pool positions will be budgeted in the 2019 Sheriff's Office Budget. The pool positions will be used to hire officer candidates in advance of upcoming retirements to allow them to complete training prior to a vacancy occurring so that the candidate may be plugged into an open slot as soon as it occurs. Spokane Valley will pay for approximately half of the pool positions. 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 the City of 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 Sheriffs 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 851 Page - Responsible for investigating crimes against persons to include homicides, assaults and officer -involved fatal or near -fatal incidents. - This unit is comprised of: Inspector -1 (Supervises all Investigative Division units) Lieutenant —1 (Supervises Major Crimes, Sex Crimes, and Forensics) Sergeant - 1 Detectives - 6 Domestic Violence Detective (Dedicated Spokane Valley) -1 robberies, felony 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 Five detectives are primarily responsible for investigations, one detective is primarily responsible for registering sex offenders, and the responsibility for address verification of those registered is shared between members in the unit by working overtime. The cost and services of the sergeant and six detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's Office. 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 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. SVPD Personnel Funded: Sergeant -1 Detectives - 10 Deputy - 1 Joint Terrorism Task Force (JTTF) -- Shared 861 Page - 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 continued 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 our investigative functions and are a critical component to ILP efforts. - 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 Sheriffs Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: Lieutenant —1 (Also supervises JTTF and Investigative Task Force) Detective (Shared ILP Detective) - 1 2 Civilian Analysts Partnerships intimately supported by this unit 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. 871Page - Track data to determine the effectiveness in meeting this goal. 4. To investigate and 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. Workload Indicators 2013 2014 2015 2016 2017 2018 Total incidents per deputy per shift 8.70 9.18 9.011 8.32' 8.82' 8.661 Total deputy -initiated incidents 20,815 22,333 22,624 18,786 18,931 20,734 Total deputy -involved incidents 43,880 46,308 48,186 44,9282 46, 033 49,716 Average patrol staffing per shift 6.91 6.91 7.33' 7.381 7.15' 7.871 Total incidents requiring written documentation 15,171 15,727 15,122 13,920 11,933 12,988 Total property crimes3 8,304 8,336 8,068 -- 7,838 7,154 Total crimes against persons4 1,140 1,374 1,318 - 1,343 1,266 Total incidents resulting in custodial arrest5 1,970 2,213 2,354 2,274 2,104 2,439 Total traffic infractions/citations issued 10,950 11,279 11,310 -- -- --6 Traffic infractions/citations from citizen complaints 24 32 98 112 - 176 Total reported collisions 2,141 2,210 2,560 2,338 2,168 1,898 athmatically adjusted to include power shift. zThe trend line for deputy -initiated incidents for the first nine months of 201.6 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, childabuse, stalking. s This figure includes the number of incidents resolved by custodial arrest; It does not include the total number of charges. 6 SCSO utilizes the Washington State Patrol's SECTOR {Statewide Electronic Collision & Ticket Online Records) system. This system has numerous time saving benefits; however, adoption of this system has prevented obtaining ticket data that is comparable to past data. Moving forward, SVPD in cooperation with COSV staff has adopted new metrics to track the quantity and quality of traffic enforcement that will debut in the 2019 report. 88 'Page Calls for Service 50,0100 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 SVPD Total Citizen Initiated Calls For Service 34,026 35,897 37,226 43,142 44,210 45,741 40,151 2012 2013 2014 2015 2016 2017 2018 This metric includes only citizen initiated calls for police service. Deputy initiated incidents and fire/medics calls are not counted, nor are Crime Check report calls and cancelled calls. About 37% of these calls for service do not receive deputy response. For the majority of these calls police response was not appropriate; however, there are many where response would have been appropriate, but due to high call volume and call prioritization no one was available for dispatch. 30,000 28,000 26,000 24,000 22,000 20,000 18,000 16,000 14,000 12,000 10,000 SVPD Citizen Initiated CFS with Deputy Response 28,982 22,288 23,975 23,065 2012 2013 2014 2015 2016 2017 2018 25,511 26,142 27,102 89 1 Page This graph represents the total number of citizen initiated CFS to which at least one deputy responded. 2017 Percentage of use of force not within policy Average response time to priority 1 CFS' Percentage of CFS with deputy response 0.0% 0.68% 3-6min 3-6min 0.58% 1.09% 0.0% 0.5% N/A 4.65 min <4.62 min 64.25% 64.40% 63,33% 60.60% 61.30% 63.36% Percentage of incidents that were 47.44% 48.23% 46,95% 41.81% 41.12% 41.70% deputy -initiated Percentage of assigned cases solved 95.09% 79.69% 88.44% 80.53% 62.66% 45.86%2 Total unassigned cases 495 211 190 168 577 528 Cases inactivated due to lack of evidence or leads 65 34 65 50 104 310 Collisions per capita 0.023 0.024 0.027 0,025 0.023 0.020 Percentage of traffic complaints 100% 100% 100% 100% - 100% worked 'The current CAD system does not facilitate extracting an accurate number for all priority 1 CFS. Spot check of about 50% of all priority 1 CFS indicates that response time is less than the time listed. 2 The large reduction in the percentage of solved cases is primarily due to a change in SVIU's handling of incidents (mostly retail theft) where there is video evidence. Previously, most of these cases were not assigned due to poor video quality. Now, volunteers view all videos and forward those with potential identifying detail to a detective who posts still images from the videos to regional law enforcement crime information systems and occasionally to the media. This requires minimal effort on the part of SVIU detectives, but results in solving over 25% of these crimes. Since these are incidents that were previously unworked, overall service to the community has been improved at the expense of SVIU's solvability rate. 901 Page Citizen Complaints 0.8 0.7 0.6 0.5 SVPD Citizen Complaints Per 1,000 Incidents 0.706 0.518 0 0.415 0.378 0.260 0.241 2012 2013 2014 2015 2016 2017 2018 Changing methodology in 2013 resulted in what appears to be a large increase in complaints. 100.00% 90.00% 80.00% 70.00% 60.00% 50,00% 40.00% 30.00% 20.00% 10.00% 0.00% SVPD Outcome of Citizen Complaint Investigations 00 00 0 0a° 3°p �°� 711 ri H r -I .--f 0 o 0 0 0 '0 e$ Ho ti 0 000 m nis cnm o -1 r�o c,o 000 CO LE; is mmS. 2012 2013 2014 2015 2016 0 uio�0o.elY.°9 2017 2018 Sustained ■ Not Sustained ■ Exonerated L. Unfounded • Pending . Changed to Inquiry For 2018 there were only 12 citizen complaints against SVPD deputies. These complaints included 14 allegations. The allegations were disposed as shown. Please note that there can be multiple allegations per citizen complaint. 91l Page Property Crimes 80.00% 70.00% 60.00% 50.00% 40,00% 30.00% 20.00% 10.00% 0.00% Percentage of Potentially Solvable Spokane Valley Property Crimes Cases Assigned 66.21% 43.88% 68.46% 69.06% 64.55% 61.74% 63,15% I 1 2012 2013 2014 2015 2016 2017 2018 For 2018 SVIU detectives reviewed 5,801 property crime/drug incidents. 1,019 were incidents handled by patrol and subsequently reviewed by SVIU detectives for quality control purposes, to determine if follow up was necessary, and/or to determine if the incident is related to other crimes. 3,354 were deemed to have insufficient evidence or leads to merit follow up. 528 merited some form of further follow up, but were not assigned due to insufficient resources. The remaining 900 were assigned to a detective. Use of Force 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 SVPD (Jse of Fol co Pei 1,000 Incidents 3.258 4,1095 :.549 3.153 3.15 1.755I I I 4.38 2012 2013 2014 2015 2016 2017 2018 92 [Page This graphic illustrates the number of times that some form of force was used per 1,000 deputy involved incidents. For 2018, all use of force incidents were reviewed by subject matter experts and 99.5% were determined to be within law and policy. Note that the large increase in use of force seen in 2013 was the result of a change in methodology. For example, prior to 2013 the mere display of a weapon (firearm, TASER, baton, etc.) was not counted as a use of force. 100% 100% 100% 100% 99% 99% 99% 99% a09U Outcome of SVPD Use of Force Review Within Policy 100% 100% 100% 9932% 99.42% 2012 2013 2014 2015 2016 2017 99,5% 2013 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 City of Spokane Valley, SVPD has again been asked to evaluate the impact of 3%, 6% and 9% budget cuts for Fiscal Year 2019. 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 46.2%. 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 93 'Page 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: a 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 clrLlg 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 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 94 'Page It is 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 the City of 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 the City of 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. 95 'Page CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: June 11, 2019 Check all that apply: ❑ consent ❑ old business ❑ information ❑ admin. report Department Director Approval ❑ new business ❑ public hearing ❑ pending legislation ® executive session AGENDA ITEM TITLE: EXECUTIVE SESSION: Pending Litigation GOVERNING LEGISLATION: RCW 42.30.110(1)(i) PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: OPTIONS: RECOMMENDED ACTION OR MOTION: I move that Council adjourn into executive session for approximately 20 minutes to discuss pending litigation and that no action will be taken upon return to open session. BUDGET/FINANCIAL IMPACTS: STAFF CONTACT: Cary Driskell ATTACHMENTS: