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2018, 06-14 Workshop, Special Mtg AGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING Budget Workshop Tuesday, June 12, 2018 8:30 a.m. —3:30 p.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 (30 min) WORKSHEET OVERVIEW: Mark Calhoun / Chelsie Taylor 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— Doug Powell (10 min) 10. Community & Public Works — Building & Planning — Doug Powell (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 —John Hohman — (30 min) 16. Stormwater Fund —John Hohman — (10 min) 17. General Fund — Fund Balance— Mark Calhoun 18. Potential & Pending Capital Projects — Mark Calhoun / Chelsie Taylor 19. Fiscal Policies — Mark Calhoun 20. Council Goals — Mark Calhoun / Council 21. Advance Agenda Adjourn (Note: The Draft 2019 Business Plan is attached at the end of the agenda packet) 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. Overview P:\Finance\2019 Budget\Budget Worksheets\2019 calendar CITY OF SPOKANE VALLEY,WA 11/29/2018 I 2018 2017 2016 2019 BUDGET CALENDAR Budget Budget Budget timeline timeline timeline When I What April 2 - Red-line draft Business Plan narratives;and/or changes/additions/deletions April 10 April 6 April 10 to goals;workload indicators;performance measures for City Mgr.review. April 5 - Request from departments their detailed revenue and expense estimates for 2019. April 10 April 6 April 10 Apr 30-May 3 - Department Directors review Preliminary(red lined)Business Plan and Budget May 1-4 May 2-5 May 6&7 requests with City Manager and Finance Director. Discussion to include revenues and expenditures. May 8 - Departments submit Draft Business Plan to Manager's Office. May 9 May 10 May 12 May 11 - Departments submit 2019 revenue estimates and complete expenditure May 12 May 13 May 15 worksheets including 3%,6%and 9%reductions with text regarding consequences. May 17 - City Manager,Finance Director review budget proposals. May 18 May 19 May 21 June 4 or 5 - Finance Committee reviews 2019 Budget worksheets June 5 June 9 June 8 or 9 June 8 - 2019 Budget worksheets to Council. June 9 June 10 June 12 June 12 Council Workshop '111= June 13 June 14 June 16 - 2019 Budget workshop with Council. July 17 Council Study Session - 3-Council goals&priorities for use of lodging ta- 11 July 18 July 5 July 14 July 20 - Departments submit to Finance Department updates for 2018 Budget July 21 July 22 July 24 document narratives including 2017 accomplishments and 2018 goals. July 20 - Review capital project status with Public Works. July 21 July 22 July 24 July 31 Formal Council Meeting - Consensus on Council goals&priorities for use of lodging tax mll. August 8 July 26 August 11 August Joint Meeting with LTAC - Discuss Council goals&priorities with LTAC August 21 Council Study Session - Admin Report: 2019 Budget-Estimated revenues and expenditures August 22 August 9 August 11 September 11 Formal Council Meeting - Public Hearing#1 on 2019 revenues including **** September 12 September 13 August 25 - City Council Motion Consideration-set 2019 Budget hearing for October 9 September 12 September 13 August 25 September 18 Council Study Session - Economic Development Agency presentations(5 min max each) September 19 September 21 September 1 - Social Service Agency presentations(5 min max each) September 19 September 21 September 1 - September 12 September 21 September 1 September 25 Formal Council Meeting - City Manager presentation of 2019 Preliminary Budget. **** j. September 26 September 27 September 8 October 2 Council Study Session - Admin Report-2018 Budget Amendment ll. October 3 October 4 September 22 October 9 Formal Council Meeting - Public Hearing#2 on 2019 Budget. **** October 10 October 11 September 22 - October 10 October 11 September 22 October 23 Formal Council Meeting - Public Hearing on 2018 Budget Amendment **** October 24 October 25 October 13 Ipl - October 31 October 25 October 13 - First reading of the 2018 Budget Amendment Ordinance. October 24 October 25 October 13 - First reading of the 2019 Budget Ordinance. October 24 October 25 October 13 Council motion to award Outside Agency grants October 24 October 25 September 22 November 6 Council Study Session - Admin Report-2019 Fee Resolution November 21 November 1 December 1 November 13 Formal Council Meeting - Public Hearing#3 on final 2019 Budget. **** Admin Report-LTAC recommendations to Council November 14 November 8 November 11 - Second reading of the 2018 Budget Amendment Ordinance. November 14 November 8 October 27 - Second reading of the 2019 Budget Ordinance. November 14 November 8 November 11 November 21 - Deliver property tax ordinance to County. November 16 November 23 November 11 December lilrormal Council Meeting City Council Motion Consideration: Award Lodging Tax for 2019 January 9 December 13 December 8 - 2019 Fee Resolution adoption if changes are needed. December 12 December 13 December 29 December 26 - 2019 Budget submitted to County. December'17 December'16 December'15 February 2019 - Publish 2019 Business Plan February 2018 February 2017 February 2016 ****City Clerk will post appropriate notice in newspaper. 2018 01 29 P:\1. General Governance\Budget\2019 Budget\Finance\budget summary 2018 06 12.xlsx CITY OF SPOKANE VALLEY, WA 6/6/2018 General Fund#001 2019 Budget 2018 2019 Amended Proposed $ cyo Budget Budget Inc(Dec) Inc(Dec) RECURRING ACTIVITY Revenues Property Tax 11,796,100 11,954,400 158,300 1.34% Sales Tax 20,881,900 22,917,000 2,035,100 9.75% Sales Tax-Public Safety 967,800 1,081,900 114,100 11.79% Sales Tax-Criminal Justice 1,738,000 1,944,000 206,000 11.85% Gambling Tax and Leasehold Excise Tax 381,000 387,000 6,000 1.57% Franchise Fees/Business Registration 1,210,000 1,224,000 14,000 1.16% State Shared Revenues 2,109,600 1,858,800 (250,800) -11.89% Fines and Forfeitures/Public Safety 1,319,900 1,078,500 (241,400) -18.29% Community and Public Works 1,684,100 1,882,300 198,200 11.77% Recreation Program Revenues 633,300 628,800 (4,500) -0.71% Miscellaneous Department Revenue 1,000 1,000 0 0.00% Miscellaneous&Investment Interest 201,800 358,200 156,400 77.50% Transfer-in -#101 (street admin) 39,700 0 (39,700) -100.00% Transfer-in -#105 (h/m tax-CP advertising) 30,000 30,000 0 0.00% Transfer-in -#402 (storm admin) 13,400 13,400 0 0.00% Total Recurring Revenues 43,007,600 45,359,300 2,351,700 5.47% Expenditures City Council 548,494 523,717 (24,777) -4.52% City Manager 956,245 983,965 27,720 2.90% City Attorney 601,752 610,808 9,056 1.50% Public Safety 25,464,251 25,777,304 313,053 1.23% Deputy City Manager 450,663 266,589 (184,074) -40.85% Finance/IT 1,339,064 1,393,637 54,573 4.08% Human Resources 275,387 285,466 10,079 3.66% City Hall Operations and Maintenance 306,043 290,088 (15,955) -5.21% Community&Public Works-Engineering 1,629,065 1,715,027 85,962 5.28% Community&Public Works-Economic Dev 970,642 1,047,820 77,178 7.95% 199,083 Community&Public Works-Building & Plannir 2,209,559 2,245,502 35,943 1.63%_ 4.14% Parks&Rec-Administration 301,083 332,207 31,124 10.34% Parks&Rec-Maintenance 893,700 893,500 (200) -0.02% Parks&Rec-Recreation 260,574 241,762 (18,812) -7.22% _ 52,032 Parks&Rec-Aquatics 492,900 491,153 (1,747) -0.35% 1.76% Parks&Rec-Senior Center 98,229 101,215 2,986 3.04% Parks&Rec-CenterPlace 910,468 949,149 38,681 4.25%_ General Government 1,261,610 1,290,250 28,640 2.27% Transfers out-#204 (2016 LTGO debt service) 399,350 401,250 1,900 0.48% 60,140 Transfers out-#309 (parks capital projects) 160,000 160,000 0 0.00% , 1.89% Transfers out-#311 (pavement preservation) 962,700 972,300 9,600 1.00% Transfers out-#501 (CenterPlace kitchen reserve 36,600 36,600 0 0.00% Transfers out-#502 (insurance premium) 370,000 390,000 20,000 5.41%_ Total Recurring Expenditures 40,898,379 41,399,309 500,930 1.22% Recurring Revenues Over(Under) Recurring Expenditures 2,109,221 3,959,991 001 Page 1 of 2 P:\1. General Governance\Budget\2019 Budget\Finance\budget summary 2018 06 12.xlsx CITY OF SPOKANE VALLEY, WA 6/6/2018 General Fund#001 2019 Budget 2018 2019 Amended Proposed $ cyo Budget Budget Inc(Dec) Inc(Dec) NONRECURRING ACTIVITY Revenues Transfers in-#106 (solid waste repayment) 40,425 40,425 0 0.00% Total Nonrecurring Revenues 40,425 40,425 0 0.00% Expenditures General Government-IT capital replacements 115,000 107,000 (8,000) -6.96% City Attorney(part-time attorney furniture) 4,809 0 (4,809) -100.00% Public Safety (full facility generator) 100,000 0 (100,000) -100.00% Deputy City Manager(Q-Alert software) 11,700 0 (11,700) -100.00% Parks&Rec(Flooring in Great Room&Dining Roc 50,000 0 (50,000) -100.00% Parks&Rec(CP reseal two restroom floors) 3,000 0 (3,000) -100.00% Economic Development(retail recruitment) 50,000 0 (50,000) -100.00% General Government(City Hall generator) 200,000 0 (200,000) -100.00% Transfers out-#122 (replenish reserve) 490,000 0 (490,000) -100.00% Transfers out-#309 (CP outdoor venue Phase 1) 200,000 0 (200,000) -100.00% Transfers out-#309 (Browns Park lighting&path) 200,000 0 (200,000) -100.00% Transfers out-#312 (misc capital projects) 1,000,000 0 (1,000,000) -100.00% Transfers out-#312 ('16 fund bal>50%) 2,795,429 0 (2,795,429) -100.00% Total Nonrecurring Expenditures 5,219,938 107,000 (5,112,938) -97.95% Nonrecurring Revenues Over(Under) Nonrecurring Expenditures (5,179,513) (66,575) Excess(Deficit)of Total Revenues Over(Under)Total Expenditures (3,070,292) 3,893,416 Beginning unrestricted fund balance 33,664,222 30,593,930 Ending unrestricted fund balance 30,593,930 34,487,346 Ending fund balance as a percent of recurring expenditures= 83.30% Recurring Expenditures Public Safety 25,464,251 25,777,304 313,053 1.23% 62.27% All other departments 15,434,128 15,622,005 187,877 1.22% 37.73% 40,898,379 41,399,309 500,930 1.22% 100.00% 001 Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Finance\001 compare 2018 and 2019.xlsx CITY OF SPOKANE VALLEY,WA 2019 Budget General Fund Department Changes from 2018 to 2019 Difference Between 2018 2018 and 2019 Amended 2019 Increase (Decrease) Budget Budget $ City Council Wages, Payroll Taxes & Benefits 233,194 208,417 (24,777) (10.63%) Supplies 4,950 4,950 0 0.00% Services &Charges 310,350 310,350 0 0.00% Total 548,494 523,717 (24,777) (4.52%) City Manager Wages, Payroll Taxes & Benefits 877,105 912,685 35,580 4.06% Supplies 4,300 4,300 0 0.00% Services &Charges 74,840 66,980 (7,860) (10.50%) Total 956,245 983,965 27,720 2.90% City Attorney Wages, Payroll Taxes & Benefits 506,481 523,453 16,972 3.35% Supplies 1,951 2,351 400 20.50% Services &Charges 93,320 85,004 (8,316) (8.91%) Total 601,752 610,808 9,056 1.50% Public Safety Non-Departmental (Fines & Forfeits) 579,750 589,150 9,400 1.62% Wages/Payroll Taxes/Benefits 3,000 12,000 9,000 300.00% Supplies 25,500 25,750 250 0.98% Other Services and Charges 296,715 598,266 301,551 101.63% Intergovernmental Services 24,559,286 24,552,138 (7,148) (0.03%) Total 25,464,251 25,777,304 313,053 1.23% Deputy City Manager Wages, Payroll Taxes & Benefits 358,493 220,619 (137,874) (38.46%) Supplies 2,000 2,000 0 0.00% Services &Charges 90,170 43,970 (46,200) (51.24%) Total 450,663 266,589 (184,074) (40.85%) Finance/IT Wages, Payroll Taxes & Benefits 1,308,614 1,363,187 54,573 4.17% Supplies 6,450 6,450 0 0.00% Services &Charges 24,000 24,000 0 0.00% Total 1,339,064 1,393,637 54,573 4.08% Human Resources Wages, Payroll Taxes & Benefits 254,577 265,058 10,481 4.12% Supplies 580 1,130 550 94.83% Services &Charges 20,230 19,278 (952) (4.71%) Total 275,387 285,466 10,079 3.66% City Hall Operations & Maintenance Wages, Payroll Taxes & Benefits 100,943 89,488 (11,455) (11.35%) Supplies 30,000 30,500 500 1.67% Services &Charges 175,100 170,100 (5,000) (2.86%) Total 306,043 290,088 (15,955) (5.21%) (Continued to next page) Page 1 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\001 compare 2018 and 2019.xlsx CITY OF SPOKANE VALLEY,WA 2019 Budget General Fund Department Changes from 2018 to 2019 Difference Between 2018 2018 and 2019 Amended 2019 Increase (Decrease) Budget Budget $ (Continued from previous page) Community& Public Works - Engineering Wages, Payroll Taxes & Benefits 1,480,905 1,502,413 21,508 1.45% Supplies 27,750 27,100 (650) (2.34%) Services &Charges 120,410 185,514 65,104 54.07% Total 1,629,065 1,715,027 85,962 5.28% Community& Public Works - Economic Dev Wages, Payroll Taxes & Benefits 679,852 706,480 26,628 3.92% Supplies 2,500 3,000 500 20.00% Services &Charges 288,290 338,340 50,050 17.36% Total 970,642 1,047,820 77,178 7.95% Community& Public Works - Building & Planning Wages, Payroll Taxes & Benefits 1,820,359 1,891,002 70,643 3.88% Supplies 44,200 44,200 0 0.00% Services &Charges 325,000 285,300 (39,700) (12.22%) Intergovernmental Services 20,000 25,000 5,000 25.00% Total 2,209,559 2,245,502 35,943 1.63% Parks & Rec-Admin Wages, Payroll Taxes & Benefits 254,133 264,407 10,274 4.04% Supplies 7,600 4,750 (2,850) (37.50%) Services &Charges 39,350 63,050 23,700 60.23% Total 301,083 332,207 31,124 10.34% Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 7,500 4,000 (3,500) (46.67%) Services &Charges 886,200 889,500 3,300 0.37% Total 893,700 893,500 (200) (0.02%) Parks & Rec- Recreation Wages, Payroll Taxes & Benefits 189,274 156,262 (33,012) (17.44%) Supplies 7,750 8,650 900 11.61% Services &Charges 63,550 76,850 13,300 20.93% Total 260,574 241,762 (18,812) (7.22%) Parks & Rec-Aquatics Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 3,300 2,000 (1,300) (39.39%) Services &Charges 489,600 489,153 (447) (0.09%) Total 492,900 491,153 (1,747) (0.35%) Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits 91,729 94,715 2,986 3.26% Supplies 1,600 1,600 0 0.00% Services &Charges 4,900 4,900 0 0.00% Total 98,229 101,215 2,986 3.04% (Continued to next page) Page 2 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\001 compare 2018 and 2019.xlsx CITY OF SPOKANE VALLEY,WA 2019 Budget General Fund Department Changes from 2018 to 2019 Difference Between 2018 2018 and 2019 Amended 2019 Increase (Decrease) Budget Budget $ (Continued from previous page) Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits 503,499 534,545 31,046 6.17% Supplies 73,524 70,774 (2,750) (3.74%) Services &Charges 333,445 343,830 10,385 3.11% Total 910,468 949,149 38,681 4.25% General Government Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 104,450 86,350 (18,100) (17.33%) Services &Charges 754,660 809,900 55,240 7.32% Intergovernmental Services 332,500 329,000 (3,500) (1.05%) Capital outlays 70,000 65,000 (5,000) (7.14%) Total 1,261,610 1,290,250 28,640 2.27% Transfers out-#204 debt service 399,350 401,250 1,900 0.48% Transfers out-#309 park capital pros 160,000 160,000 0 0.00% Transfers out-#311 Pavement Preservation 962,700 972,300 9,600 1.00% Transfers out-#501 CenterPlace Kitchen Reserve 36,600 36,600 0 0.00% Transfers out-#502 370,000 390,000 20,000 5.41% Total recurring expenditures 40,898,379 41,399,309 500,930 1.22% Summary by Category Wages, Payroll Taxes & Benefits 8,662,158 8,744,731 82,573 0.95% Supplies 355,905 329,855 (26,050) (7.32%) Services &Charges 4,390,130 4,804,285 414,155 9.43% Transfers out-#204 399,350 401,250 1,900 0.48% Transfers out-#309 160,000 160,000 0 0.00% Transfers out-#311 - Pavement Preser 962,700 972,300 9,600 1.00% Transfers out-#501 36,600 36,600 0 0.00% Transfers out-#502 370,000 390,000 20,000 5.41% Non-Departmental (fines &forfeits) 579,750 589,150 9,400 1.62% Intergovernmental Svc (public safety) 24,559,286 24,552,138 (7,148) (0.03%) Intergovernmental Svc 352,500 354,000 1,500 0.43% Capital outlay 70,000 65,000 (5,000) (7.14%) 40,898,379 41,399,309 500,930 1.22% Page 3 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\budget summary 2018 06 12.xlsx CITY OF SPOKANE VALLEY, WA 6/6/2018 Street Fund#101 2019 Budget 2018 2019 Amended Proposed $ cyo Budget Budget Inc(Dec) Inc(Dec) RECURRING ACTIVITY Revenues Utility Tax 1,900,000 1,700,000 (200,000) -10.53% Motor Vehicle Fuel (Gas)Tax 2,052,400 2,046,700 (5,700) -0.28% Multimodal Transportation Revenue 133,800 131,900 (1,900) -1.42% Right-of-Way Maintenance Fee 70,000 70,000 0 0.00% Investment Interest 6,000 6,000 0 0.00% Miscellaneous Revenue 10,000 10,000 0 0.00% Total Recurring Revenues 4,172,200 3,964,600 (207,600) -4.98% Expenditures Wages/Benefits/Payroll Taxes 771,019 880,552 109,533 14.21% Supplies 112,500 113,300 800 0.71% Services&Charges 2,141,751 2,307,908 166,157 7.76% Snow Operations 504,800 527,200 22,400 4.44% Intergovernmental Payments 851,000 855,000 4,000 0.47% Interfund Transfers-out-#001 39,700 0 (39,700) -100.00% Interfund Transfers-out-#311 (pavement preserv+ 67,342 0 (67,342) -100.00% Interfund Transfers-out-#501 (plow replace.) 77,929 77,929 0 0.00% Interfund Transfers-out-#501 (non-plow vehicle n 21,250 21,250 0 0.00% Total Recurring Expenditures 4,587,291 4,783,139 195,848 4.27% Recurring Revenues Over(Under) Recurring Expenditures (415,091) (818,539) NONRECURRING ACTIVITY Revenues N/A 0 0 0 0.00% Total Nonrecurring Revenues 0 0 0 0.00% Expenditures Battery backups for intersections 15,000 0 (15,000) -100.00% Total Nonrecurring Expenditures 15,000 0 (15,000) -100.00% Nonrecurring Revenues Over(Under) Nonrecurring Expenditures (15,000) 0 Excess(Deficit)of Total Revenues Over(Under)Total Expenditures (430,091) (818,539) Beginning fund balance 1,067,294 >r 637,203 Ending fund balance 637,203--' (181,336) Ending fund balance as a percent of recurring expenditures= -3.79% 101 P:\1. General Governance\Budget\2019 Budget\Finance\budget summary 2018 06 12.xlsx CITY OF SPOKANE VALLEY, WA 6/6/2018 Stormwater Fund#402 2019 Budget 2018 2019 Amended Proposed $ cyo Budget Budget Inc(Dec) Inc(Dec) RECURRING ACTIVITY Revenues Stormwater Management Fees 1,870,000 1,890,000 20,000 1.07% Investment Interest 7,500 20,000 12,500 166.67% Total Recurring Revenues 1,877,500 1,910,000 32,500 1.73% Expenditures Wages/Benefits/Payroll Taxes 557,157 494,273 (62,884) -11.29% Supplies 14,800 10,700 (4,100) -27.70% Services&Charges 1,140,982 1,181,654 40,672 3.56% Intergovernmental Payments 35,000 37,500 2,500 7.14% Vehicle Rentals#501 12,750 12,750 0 0.00% Interfund Transfers-out-#001 13,400 13,400 0 0.00% Total Recurring Expenditures 1,774,089 1,750,277 (23,812) -1.34% Recurring Revenues Over(Under) Recurring Expenditures 103,411 159,723 NONRECURRING ACTIVITY Revenues Grant Proceeds 65,000 50,000 (15,000) -23.08% Miscellaneous 0 0 0 0.00% Total Nonrecurring Revenues 65,000 50,000 (15,000) -23.08% Expenditures Capital-various projects 450,000 450,000 0 0.00% Effectiveness study 15,000 10,000 (5,000) -33.33% Watershed studies 60,000 100,000 40,000 66.67% Total Nonrecurring Expenditures 525,000 560,000 35,000 6.67% Nonrecurring Revenues Over(Under) Nonrecurring Expenditures (460,000) (510,000) Excess(Deficit)of Total Revenues Over(Under)Total Expenditures (356,589) (350,277) Beginning working capital 1,985,918 -71,629,329 Ending working capital 1,629,329—"'" 1,279,052 Ending fund balance as a percent of recurring expenditures= 73.08% 402 P:\1.General Governance\Budget\2019 Budget\City Manager\CM Council budget worksheets 2019.xlsx Tab#1:City Council 001 General Fund 011 City Council Budget Reduction Exercise (Does not reflect recommended course of action) L. 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 000.511.60.10.00 Wages 70,575 65,844 65,700 65,700 65,700 65,700 65,700 65,700 0 0 0 000.511.60.20.00 Payroll Taxes and Benefits 136,130 139,087 154,202 167,494 142,717 142,717 142,717 142,717 0 0 0 206,705 204,931 219,902 233,194 208,417 208,417 208,417 208,417 0 0 0 Supplies 000.511.60.31.01 Office&Operating Supplies 1,653 3,065 1,256 2,200 2,200 2,200 2,200 2,000 0 0 (200) 000.511.60.31.03 Publications 138 0 0 250 250 250 0 0 0 (250) (250) 000.511.60.31.05 Meeting Supplies 1,117 1,470 718 2,000 2,000 2,000 2,000 1,800 0 0 (200) 000.511.60.35.01 Small Tools&Minor Equipment 0 0 0 500 500 500 0 0 0 (500) (500) 2,908 4,535 1,974 4,950 4,950 4,950 4,200 3,800 0 (750) (1,150) Other Services&Charges 000.511.60.41.03 Spokane County GIS 0 0 813 0 0 0 0 0 0 0 0 000.511.60.41.05 Professional Services-St.Lobbyist 40,480 43,813 62,688 62,000 62,000 62,000 62,000 62,000 0 0 0 000.511.60.41.06 Professional Srvcs.-Fed.Lobbyist 7,347 0 0 92,400 92,400 86,400 79,800 72,200 (6,000) (12,600) (20,200) 000.511.60.41.13 Professional Services-Broadcasting 14,940 30,392 22,755 31,000 31,000 31,000 31,000 31,000 0 0 0 000.511.60.41.17 Advertising 1,236 2,360 5,540 2,000 2,000 2,000 2,000 2,000 0 0 0 000.511.60.42.01 Postage 881 874 581 1,500 1,500 1,500 1,500 1,500 0 0 0 000.511.60.42.03 Cell Phones 3,804 3,547 3,780 3,800 3,800 im 3,800 3,800 3,800 0 0 0 000.511.60.43.11 Travel/Mileage Position 1 2,070 5,033 6,104 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.12 Travel/Mileage Position 2 155 0 0 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.13 Travel/Mileage Position 3 1,459 1,871 1,718 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.14 Travel/Mileage Position 4 62 271 48 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.15 Travel/Mileage Position 5 839 156 1,254 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.16 Travel/Mileage Position 6 2,438 624 499 4,000 4,000 3,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.43.17 Travel/Mileage Position 7 0 216 640 4,000 4,0003,000 2,100 1,400 (1,000) (1,900) (2,600) 000.511.60.48.02 Copier Maintenance 2,603 2,432 1,445 2,800 2,800 Pm 2,800 2,800 2,800 0 0 0 000.511.60.48.03 Software Licenses and Maintenance 3,776 0 0 500 500 0 0 0 (500) (500) (500) 000.511.60.49.01 Subscriptions 150 353 295 350 350 350 350 350 0 0 0 000.511.60.49.02 Memberships 70,035 71,421 72,397 75,000 75,000 75,000 75,000 75,000 0 0 0 000.511.60.49.03 Printing&Binding 0 190 0 500 500 400 400 400 (100) (100) (100) 000.511.60.49.11 Registrations Position 1 900 1,048 1,858 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.12 Registrations Position 2 190 175 180 1,500 1,500 Om 1,200 900 500 (300) (600) (1,000) 000.511.60.49.13 Registrations Position 3 296 648 1,466 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.14 Registrations Position 4 486 355 83 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.15 Registrations Position 5 443 230 1,060 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.16 Registrations Position 6 2,935 431 504 1,500 1,500 1,200 900 500 (300) (600) (1,000) 000.511.60.49.17 Registrations Position 7 140 386 535 1,500 1,500 1,200 900 500 (300) (600) (1,000) 157,665 166,826 186,243 310,350 310,350 294,650 279,650 264,350 (15,700) (30,700) (46,000) Total City Council 367,278 376,292 408,119 548,494 523,717 508,017 492,267 476,567 (15,700) (31,450) (47,150) Total budget increase= (4.52%) (3.00%) (6.01%) (9.00%) Combined nonpayroll increase= 0.00% P:\1. General Governance\Budget\2019 Budget\City Manager\CM Council budget worksheets 2019.xlsx General Fund 2019 City Council - Detail Proposed 001.011.000. Budget 000.511.60.10.00 Salaries &Wages 65,700 000.511.60.20.00 Payroll Taxes and Benefits 142,717 000.511.60.31.01 Office &Operating Supplies 2,200 - Paper,pens, files, folders, Workshop binders, ink cart., clips, sticky notes, labels. - Copy paper 000.511.60.31.03 Publications 250 - Liberty Lake Splash$50;Spokesman Review$200 000.511.60.31.05 Meeting Supplies 2,000 - Workshops(2)$1,000; Coffee$200; Water$200 Soda $200;Misc. $400 000.511.60.35.01 Small Tools & Minor Equipment 500 - E.g.:printer or new chair;standing desk 000.511.60.41.05 Professional Services- State Lobbyist 62,000 - Lobbyist- Washington State(GTS-$3,600/mo. +travel) - Monitoring of State Agency rule making 000.511.60.41.06 Professional Services- Federal Lobbyist 92,400 - Lobbyist-Federal 000.511.60.41.13 Professional Services 31,000 - Granicus-$800/mo. - Twisted Pair=$2/minute x 50 mtgs/yr x 180 min/mtg - Spokane Courier 000.511.60.41.17 Advertising 2,000 - Lodging Tax Advisory Notifications; Outside Agency Funding Notifications;Misc. 000.511.60.42.01 Postage 1,500 - New Business Letters, etc. 000.511.60.42.03 Cell Phones 3,800 - $540/ea X 7 000.511.60.43.1x Travel/Mileage 28,000 - ($4,000 ea x 7 positions-Choose from the following and/or share funds between each other-Registration costs additional and noted below) -DC trips-Air, lodging, meals -National League of Cities(Spring) -National League of Cities(Fall) -Assoc. Wash. Cities Annual Conf. -Assoc. Wash. Cities Legislative Conf -Mileage-local average of all 000.511.60.48.02 Copier Maintenance 2,800 - Cost of copies annually 000.511.60.48.03 Software Licenses and Maintenance 500 000.511.60.49.01 Subscriptions 350 Page 1 of 2 P:\1. General Governance\Budget\2019 Budget\City Manager\CM Council budget worksheets 2019.xlsx General Fund 2019 City Council - Detail Proposed 001.011.000. Budget - Spokesman Review; The Splash 000.511.60.49.02 Memberships 75,000 - (dues determined by population size) -National League of Cities -Association of Washington Cities 000.511.60.49.03 Printing & Binding 500 - Letterhead, business cards, engraving 000.511.60.49.1x Registrations 10,500 - ($1,500 ea x 7 positions- choose from the following:) -National League of Cities-2 events; -Assoc. of Wash. Cities-2 events -Chamber meetings -Convention Visitors Bureau -GSI Total: 523,717 Page 2 of 2 Tab#2:City Manager P:\1.General Governance\Budget\2019 Budget\City Manager\CM Council budget worksheets 2019.xlsx 001 General Fund 013 Executive&Legislative Support Budget Reduction Exercise 000 City Manager&City Clerk (Does not reflect recommended course of action) Employee Count-7 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 000.513.10.10.00 Wages 427,017 412,247 412,501 617,822 631,780 615,631 604,864 577,948 (16,149) (26,916) (53,832) 000.513.10.10.99 Overtime 1,063 964 556 1,700 800 0 0 0 (800) (800) (800) 000.513.10.20.00 Payroll Taxes and Benefits 176,549 152,739 167,472 257,583 280,105 268,968 261,543 242,982 (11,137) (18,562) (37,123) 604,629 565,950 580,529 877,105 912,685 884,599 866,407 820,930 (28,086) (46,278) (91,755) Supplies 000.513.10.31.01 Office&Operating Supplies 2,129 901 3,452 3,300 3,300 3,000 3,000 3,300 (300) (300) 0 000.513.10.31.06 Safety Equipment 0 0 73 0 0 0 0 0 0 0 0 000.513.10.31.05 Meeting Supplies 35 113 0 0 0 0 0 0 0 0 0 000.513.10.32.01 Fuel 5 0 0 0 0 0 0 0 0 0 0 000.513.10.35.01 Small Tools&Minor Equipment 0 0 43 1,000 1,000 500 500 1,000 (500) (500) 0 2,169 1,014 3,568 4,300 4,300 3,500 3,500 4,300 (800) (800) 0 Other Services&Charges 000.513.10.41.05 Professional Services 22,000 861 3,013 22,000 20,000 20,000 18,600 20,000 0 (1,400) 0 000.513.10.41.17 Advertising 798 0 289 0 0 0 0 0 0 0 0 000.513.10.41.18 Legal Notices 9,749 11,385 6,300 18,800 17,000 17,000 8,500 17,000 0 (8,500) 0 000.513.10.42.01 Postage 293 326 1,397 400 400 400 400 400 0 0 0 000.513.10.42.03 Cell Phones 540 450 540 540 1,080 1,080 1,080 1,080 0 0 0 000.513.10.43.01 Travel/Mileage 10,826 3,022 3,205 13,500 10,000 9,400 8,500 10,000 (600) (1,500) 0 000.513.10.48.02 Copier Maintenance 4,441 4,850 2,871 5,000 5,000 5,000 5,000 5,000 0 0 0 000.513.10.48.03 Software Licenses and Maintenance 0 0 0 500 0 0 0 0 0 0 0 000.513.10.49.01 Subscriptions 12 0 0 500 200 200 200 200 0 0 0 000.513.10.49.02 Memberships 1,974 465 740 2,500 2,5002,500 2,500 2,500 0 0 0 000.513.10.49.03 Printing&Binding 4,367 8,045 6,510 7,600 7,600 Pm 7,600 7,600 7,600 0 0 0 000.513.10.49.04 Registrations/Training 3,137 1,326 1,195 3,000 3,000 3,000 2,500 3,000 0 (500) 0 000.513.10.49.05 Filing&Recording Fees 74 74 0 500 200 200 200 200 0 0 0 58,211 30,804 26,060 74,840 66,980 66,380 55,080 66,980 (600) (11,900) 0 Total Recurring Expenditures 665,009 597,768 610,157 956,245 983,965 954,479 924,987 892,210 (29,486) (58,978) (91,755) Total budget increase= 2.90% (3.00%) (5.99%) (9.33%) Combined nonpayroll increase= (9.93%) Nonrecurring items 099.513.10.10.00 Salaries&Wages 0 372,542 0 0 0 0 0 0 0 0 0 099.513.10.20.00 Payroll Taxes&Benefits 0 88,156 0 0 0 0 0 0 0 0 0 099.513.10.41.05 Professional Services 0 1,097 0 0 0 0 0 0 0 0 0 Total Nonrecurring 0 461,795 0 0 0 0 0 0 0 0 0 Total City Manager 665,009 1,059,563 610,157 956,245 983,965 954,479 924,987 892,210 (29,486) (58,978) (91,755) C:\Users\eheath\Desktop\CM Council budget worksheets 2019 4.xlsx General Fund 2019 City Manager- Detail Proposed 001.013.000. Budget 000.513.10.10.00 Salaries &Wages 631,780 000.513.10.10.99 Overtime 800 000.513.10.20.00 Payroll Taxes and Benefits 280,105 000.513.10.31.01 Office &Operating Supplies 3,300 - Paper,pens, file folders, binders, clips,post-it-notes, - Publications: NLC, ICMA,AWC - Meeting supplies - Copy paper($800) 000.513.10.35.01 Small Tools & Minor Equipment 1,000 - new label maker, standing desk, etc. 000.513.10.41.05 Professional Services 20,000 - Consultants, title searches, bond counsel, and Code Publishing services 000.513.10.41.17 Advertising - - n/a 000.513.10.41.18 Legal Notices 17,000 - Clerk's notifications:Free Press Publishing, Spokesman Review, Journal of Business, Exchange 000.513.10.42.01 Postage 400 - new business letters charged to council budget 000.513.10.42.03 Cell Phones 1,080 - Cell($135/qtr=$540) City Mgr+Exec Assist 000.513.10.43.01 Travel/Mileage* 10,000 - 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 1,800 000.513.10.48.02 Copier Maintenance 5,000 - Copying,paper, toner, mailing chgs pro-rated by Dept code 000.513.10.49.01 Subscriptions 200 - manuals/periodicals pertaining to Gov. function 000.513.10.49.02 Memberships 2,500 - ICMA 1,700 - AICPA 300 - WMCA x 2 200 - International Institute Municipal Clerks x 2 300 000.513.10.49.03 Printing & Binding 7,600 - letterhead;business cards, envelopes, (Code Publishing has moved to Professional Services) Page 1 of 2 C:\Users\eheath\Desktop\CM Council budget worksheets 2019 4.xlsx General Fund 2019 City Manager- Detail Proposed 001.013.000. Budget 000.513.10.49.04 Registrations/Training 3,000 - ICMA 1,000 - WMCA 500 - International City/County Management Assoc. 500 - International Institute Municipal Clerks 500 - Professional development 200 - Local registrations 300 000.513.10.49.05 Filing & Recording Fees 200 - City Clerk document filing fees Total Executive 983,965 Page 2 of 2 P:\1.General Governance\Budget\2019 Budget\City Attorney\City Attorney budget worksheets 2019.xlsx Tab#3:City Attorney 001 General Fund 013 Executive and Legislative Support Budget Reduction Exercise 015 City Attorney (Does not reflect recommended course of action) Employee Count-3.5 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 015.515.32.10.00 Wages 259,155 269,390 280,044 334,043 345,064 345,064 345,064 345,064 0 0 0 015.515.32.10.99 Overtime 157 0 0 0 0 0 0 0 0 0 0 015.515.32.20.00 Payroll Taxes and Benefits 92,252 100,951 107,998 140,879 145,433 145,433 145,433 145,433 0 0 0 015.515.32.10.01 Intern Wages 21,054 33,978 22,064 29,147 30,403 15,227 0 0 (15,176) (30,403) (30,403) 015.515.32.20.01 Intern Payroll Taxes and Benefits 1,495 2,689 1,882 2,412 2,553 1,277 0 0 (1,276) (2,553) (2,553) 374,113 407,008 411,988 506,481 523,453 507,001 490,497 490,497 (16,452) (32,956) (32,956) Supplies 015.515.32.31.01 Office Supplies 700 623 1,030 1,301 1,701 1,361 1,361 1,361 (340) (340) (340) 015.515.32.31.03 Publications 0 0 0 150 150 150 150 150 0 0 0 015.515.32.35.01 Small Tools&Minor Equipment 0 0 0 500 500 500 500 500 0 0 0 700 623 1,030 1,951 2,351 2,011 2,011 2,011 (340) (340) (340) Other Services&Charges 015.515.32.41.03 Spokane County GIS 1,295 327 0 750 750 500 500 500 (250) (250) (250) 015.515.32.41.04 Legal 61,515 58,515 45,537 58,500 45,212 45,212 44,662 29,062 0 (550) (16,150) 015.515.32.41.05 Professional Services 1,037 2,206 1,151 2,475 3,000 3,000 2,700 2,025 0 (300) (975) 015.515.32.42.01 Postage 179 163 167 200 200 200 200 200 0 0 0 015.515.32.42.03 Cell Phones 0 406 483 481 500 500 500 500 0 0 0 015.515.32.43.01 Travel/Mileage 4,537 4,512 3,656 6,742 8,542 8,542 8,542 8,542 0 0 0 015.515.32.48.02 Copier Maintenance 1,501 1,458 1,508 1,550 2,500 2,500 2,500 2,500 0 0 0 015.515.32.49.01 Subscriptions 9,125 9,330 9,523 9,517 9,793 9,793 9,793 9,793 0 0 0 015.515.32.49.02 Memberships 1,115 240 1,105 1,135 1,877 1,877 1,877 1,877 0 0 0 015.515.32.49.04 Registrations 1,099 970 2,418 1,970 2,630 2,209 2,209 2,209 (421) (421) (421) 015.515.32.49.05 Filing&Recording Fees 2,551 2,235 582 10,000 10,000 9,110 8,199 6,149 (890) (1,801) (3,851) 83,954 80,362 66,130 93,320 85,004 83,443 81,682 63,357 (1,561) (3,322) (21,647) Total Recurring Expenditures 458,767 487,993 479,148 601,752 610,808 592,455 574,190 555,865 (18,353) (36,618) (54,943) Total budget increase= 1.50% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase= (8.31%) Nonrecurring items 099.515.32.35.01 Part-time attorney furniture&equip. 0 0 0 4,809 0 0 0 0 0 0 0 Total City Attorney 458,767 487,993 479,148 606,561 610,808 592,455 574,190 555,865 (18,353) (36,618) (54,943) Amended amount C:\Users\eheath\Desktop\City Attorney budget worksheets 2019 2.xlsx General Fund 2019 City Attorney-Detail Proposed 001.013.015 Budget 015.515.32.10.00 Salaries &Wages 345,064 - Attorney, Deputy Attorney, Half-Time Attorney& Administrative Assistant 015.515.32.10.99 Overtime 0 015.515.32.20.00 Payroll Taxes and Benefits 145,433 - FICA,medicare, L&l, PERS 015.515.32.10.01 Intern Wages 30,403 015.515.32.20.01 Intern Payroll Taxes and Benefits 2,553 - includes 2 legal interns who do research and code enforcement cases so attorneys can focus on more critical issues 015.515.32.31.01 Office &Operating Supplies 1,701 - Hanging files 20 - File Folders 90 - Expand folders 60 - Letterhead Envelopes 90 - Envelopes-Clasp 2 boxes 53 - Labels 2 rolls 60 - Avery labels and dividers 30 - Pens-various types&Highlighters 50 - Name Plates/Business Cards 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 710 - Thumb drives 50 - Misc 50 015.515.32.31.03 Publications 150 - Supplements and Handbooks 015.515.32.35.01 Small Tools & Minor Equipment 500 - Desk equipment, scanner, I-pad, and miscellaneous office tools 015.515.32.41.03 Spokane County GIS 750 015.515.32.41.04 Legal 45,212 - Outside Counsel for things such as moratoriums, shoreline, adult entertainment enforcement;expertise issues and timeliness. Page 1 of 3 C:\Users\eheath\Desktop\City Attorney budget worksheets 2019 2.xlsx General Fund 2019 City Attorney-Detail Proposed 001.013.015 Budget 015.515.32.41.05 Professional Services 3,000 - Eastern Washington Attorney Service (Code Compliance) 1,500 - Private Investigators 1,000 - First American Title 500 015.515.32.42.01 Postage 200 - stamps 015.515.32.42.03 Cell Phone, WI-Fl 500 015.515.32.43.01 Travel/Mileage -choose from: 8,542 - Washington State Association of Municipal Attorneys 4,462 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 one is long distance and one is closer for travel costs.) - Washington Cities Insurance Authority Conference-hotel, 370 mileage, workshops - Labor Relations Conference-mileage, hotel, workshop 695 - Courthouse, meetings incl.parking 900 - Legislative trips to Olympia 1,615 - Miscellaneous Seminar-Example mining issues, solid 500 waste, marijuana regulations, land-use,etc. 015.515.32.48.02 Copier Maintenance 2,500 - Copying, paper, toner, mailing charges pro-rated by Dept code. 015.515.32.49.01 Subscriptions - Westlaw(Legal Research) 9,793 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 015.515.32.49.02 Memberships 1,877 - Washington State Bar Association($479 per attorney plus 1,472 land use +$35) - Washington State Association of Municipal Attorneys ($30 90 per attorney) - Spokane Bar Association($105 per attorney) 315 015.515.32.49.04 Registrations 2,630 - Labor Relations Conference 270 - Washington State Association of Municipal Attorneys 1,560 Conference(3 Attorneys in Fall($260 each)and 3 attorneys in spring($260 each) - Washington Cities Insurance Authority Conference 50 - Public Records Seminar 250 - Miscellaneous Seminar-Example Shoreline issues, solid 500 waste, marijuana regulations, etc. Page 2 of 3 C:\Users\eheath\Desktop\City Attorney budget worksheets 2019 2.xlsx General Fund 2019 City Attorney-Detail Proposed 001.013.015 Budget 015.515.32.49.05 Filing & Recording Fees 10,000 - Filing Complaints and recording judgments as liens(Code 8,000 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.) Service by Publication(4 service @ approx. $500 each) 2,000 Total : 610,808 Page 3 of 3 P:\1.General Governance\Budget\2019 Budget\Public Safety\Public safety budget worksheets 2019 3.xlsx Tab#4:Public Safety 001 General Fund 016 Public Safety Budget Reduction Exercise (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Budget-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Non-Departmental 000.589.30.00.01 State Remittance-Vehicle License Fraud 640 666 1,006 700 1,200 1,200 1,200 1,200 0 0 0 000.589.30.00.02 State Remittance-Emerg.Med.&Trauma 21,365 19,402 14,768 20,000 22,000 22,000 22,000 22,000 0 0 0 000.589.30.00.03 Crime Victims Fund-Spokane County 8,822 8,075 6,913 8,000 8,200 8,200 8,200 8,200 0 0 0 000.589.30.00.04 State Remittance-Auto Theft Prey 40,007 37,102 28,526 38,000 40,000 40,000 40,000 40,000 0 0 0 000.589.30.00.05 State Remittance-Trauma Brain lnj 4,359 4,369 3,511 4,500 5,000 5,000 5,000 5,000 0 0 0 000.589.30.00.06 State Remittance-Crime Lab Analysis 1,319 759 713 1,000 800 800 800 800 0 0 0 000.589.30.00.07 State Remittance-WSP Highway Acct 8,732 9,524 12,096 10,000 14,000 14,000 14,000 14,000 0 0 0 000.589.30.00.08 State Remittance-Acc.Comm. 680 875 974 1,000 1,000 1,000 1,000 1,000 0 0 0 000.589.30.00.09 State Remittance-Multimodal Transport. 680 876 975 1,000 1,000 1,000 1,000 1,000 0 0 0 000.589.30.00.10 State Remittance-Highway Safety Acct 2,444 2,665 4,204 3,000 4,000 4,000 4,000 4,000 0 0 0 000.589.30.00.11 State Remittance-Death Investigation 1,540 1,680 2,134 1,800 2,250 2,250 2,250 2,250 0 0 0 000.589.30.00.12 State Remittance-PSEA 1 261,256 239,791 202,373 250,000 250,000 250,000 250,000 250,000 0 0 0 000.589.30.00.13 State Remittance-PSEA 2 142,861 136,580 111,109 140,000 140,000 140,000 140,000 140,000 0 0 0 000.589.30.00.14 State Remittance-PSEA 3 3,748 4,360 4,392 4,500 4,500 4,500 4,500 4,500 0 0 0 000.589.30.00.15 State Remittance-DNA DB Account 240 104 160 250 200 200 200 200 0 0 0 000.589.30.00.16 State Remittance-Judicial IS Systems 79,245 82,837 63,229 84,000 85,000 85,000 85,000 85,000 0 0 0 000.589.30.00.17 State Remittance-School Zone Safety 9,508 11,811 6,971 12,000 10,000 10,000 10,000 10,000 0 0 0 000.589.30.00.18 State Remittance-Distracted Driving Prey 0 0 2 0 0 0 0 0 0 0 0 587,446 561,476 464,056 579,750 589,150 589,150 589,150 589,150 0 0 0 WageslPavroll Taxes/Benefits 000.521.50.10.00 Salaries&Wages 1,435 1,452 1,832 1,500 7,700 7,700 7,700 7,700 0 0 0 000.521.50.10.99 Overtime 284 125 0 500 1,000 1,000 1,000 1,000 0 0 0 000.521.50.20.00 Employee Benefits and Payroll Taxes 898 798 987 1,000 3,300 3,300 3,300 3,300 0 0 0 2,617 2,375 2,819 3,000 12,000 12,000 12,000 12,000 0 0 0 Supplies 000.521.20.31.01 Operating Supplies 2,144 3,092 3,509 3,500 3,750 3,750 3,750 3,750 0 0 0 000.521.20.31.08 Repair&Maintenance Supplies 2,007 994 1,202 2,000 2,000 2,000 2,000 2,000 0 0 0 000.521.20.35.04 Non-Capital Equipment for JAG Grant 4,579 0 0 20,000 20,000 20,000 20,000 20,000 0 0 0 8,730 4,086 4,711 25,500 25,750 25,750 25,750 25,750 0 0 0 Other Services&Charges 000.521.20.41.05 Professional Services 1,334 0 0 0 0 0 0 0 0 0 0 000.521.20.43.01 Travel/Mileage 74 0 0 0 0 0 0 0 0 0 0 000.521.20.42.01 Postage 0 3,316 0 0 0 0 0 0 0 0 0 000.521.20.47.01 Electricity/Gas 18,953 16,976 18,283 20,000 20,000 20,000 20,000 20,000 0 0 0 000.521.20.47.02 Water 1,275 1,366 1,621 1,500 1,750 1,750 1,750 1,750 0 0 0 000.521.20.47.03 Sewer 995 2,307 2,102 2,500 2,200 2,200 2,200 2,200 0 0 0 000.521.20.47.04 Waste Disposal 3,372 3,400 3,442 3,500 3,600 3,600 3,600 3,600 0 0 0 000.521.20.48.01 Equipment Repair&Maintenance 0 132 0 0 0 0 0 0 0 0 0 000.521.20.49.06 Miscellaneous Srvs/Contingency 550 0 0 200,000 500,000 500,000 500,000 500,000 0 0 0 000.521.20.49.07 Cry Wolf Charges&Fees 48,419 43,792 3,135 0 0 0 0 0 0 0 0 000.521.20.49.21 Umpqua Bank Fees 9,418 8,789 2,333 0 0 0 0 0 0 0 0 000.521.50.44.03 Taxes and Assessments 715 715 716 715 716 716 716 716 0 0 0 000.521.50.48.01 Law Enforcement Building R&M 76,076 61,682 74,108 68,500 70,000 70,000 70,000 70,000 0 0 0 161,181 142,475 105,740 296,715 598,266 598,266 598,266 598,266 0 0 0 Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Public Safety\Public safety budget worksheets 2019 3.xlsx 001 General Fund 016 Public Safety Budget Reduction Exercise (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Budget-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Intergovernmental Services 000.512.50.51.02 District Court Contract 656,129 658,049 712,168 679,191 855,539 855,539 855,539 855,539 0 0 0 000.515.31.51.01 Public Defender 710,289 703,665 697,986 785,359 816,167 816,167 816,167 816,167 0 0 0 000.515.31.51.02 Prosecutor 479,782 535,121 464,250 558,234 463,968 463,968 463,968 463,968 0 0 0 000.515.31.51.03 Pretrial Services 131,041 120,722 107,807 139,892 120,352 120,352 120,352 120,352 0 0 0 000.521.20.51.01 Law Enforcement(Sheriff) 18,205,133 18,812,096 17,792,178 20,408,504 20,444,845 20,444,845 20,444,845 20,444,845 0 0 0 000.521.20.51.02 LEC Labor Contract Settement 0 0 323,445 0 0 0 0 0 0 0 0 000.521.20.51.XX 2010-2014 Settle&Adjust (761) (441,761) (114,362) 0 0 0 0 0 0 0 0 000.521.20.51.16 2016 Settle&Adjust (752,892) 0 (973,445) 0 0 0 0 0 0 0 0 000.521.71.52.05 Drive Hammered-get nailed grant 8,743 0 0 0 0 0 0 0 0 0 0 000.521.71.52.10 Distracted Driving 331 0 0 0 0 0 0 0 0 0 0 000.521.71.52.11 Click It or Ticket 714 0 0 0 0 0 0 0 0 0 0 000.521.71.52.12 TZT Seatbelt Patrols 724 0 0 0 0 0 0 0 0 0 0 000.523.20.51.04 Work Release(Geiger) 0 0 0 0 0 0 0 0 0 0 0 000.523.60.51.02 Detention Services 1,213,502 1,437,784 1,331,721 1,588,841 1,395,580 1,395,580 1,395,580 1,395,580 0 0 0 000.525.60.51.03 Emergency Management 88,070 87,718 97,094 99,629 105,687 105,687 105,687 105,687 0 0 0 000.554.30.54.02 Animal Control 290,228 291,209 293,425 299,636 350,000 350,000 350,000 350,000 0 0 0 21,031,033 22,204,603 20,732,266 24,559,286 24,552,138 24,552,138 24,552,138 24,552,138 0 0 0 Capital Outlay 000.594.21.64.06 Equip Purchased w JAG Funds 36,823 67,187 0 0 0 0 0 0 0 0 0 Total Recurring Expenditures 21,827,830 22,982,202 21,309,592 25,464,251 25,777,304 25,777,304 25,777,304 25,777,304 0 0 0 Total budget increase= 1.23% 0.00% 0.00% 0.00% Nonrecurring Items 099.594.21.62.00 Building and Structures 224,244 6,343 0 0 0 0 0 0 0 0 0 099.594.21.64.01 Office Furniture&Equipment 4,610 0 0 0 0 0 0 0 0 0 0 099.594.21.64.15 CAD/RMS Capital Equipment Contract 0 177,126 131,018 0 0 0 0 0 0 0 0 099.521.20.48.00 Equipment Repair and Maintenance 4,253 1,586 0 0 0 0 0 0 0 0 0 099.521.50.48.01 Building Repair and Maintenance 294,575 49,005 0 0 0 0 0 0 0 0 0 099.594.21.64.xx Capital equipment-generator 0 0 0 100,000 0 0 0 0 0 0 0 Total Nonrecurring Expenditures 527,682 234,060 131,018 100,000 0 0 0 0 0 0 0 Total Public Safety 22,355,512 23,216,262 21,440,610 25,564,251 25,777,304 25,777,304 25,777,304 25,777,304 0 0 0 Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Public Safety\Public safety budget worksheets 2019 3.xlsx General Fund _ 2019 Public Safety- Detail _ Proposed 001.016.000. Budget 000.586.xx.xx.xx Non-Departmental 589,150 - Pass Through State Rev. for Court Fines 000.521.50.10.00 Salaries and Wages 7,700 - Parks/Centerplace Staff for Maint. of Precinct Building 000.521.50.10.99 Overtime 1,000 000.521.50.20.00 Employee Benefits and Payroll Taxes 3,300 000.521.20.31.01 Operating Supplies 3,750 000.521.20.31.08 Repair& Maintenance Supplies 2,000 000.521.20.35.04 Non-Capital Equipment for JAG Grant 20,000 000.521.20.47.01 Electricity/Gas 20,000 000.521.20.47.02 Water 1,750 000.521.20.47.03 Sewer 2,200 000.521.20.47.04 Waste Disposal3,600 000.521.20.49.06 Miscellaneous Srvs/Contingency _ _ 500,000 - To account for poosible fluctions due to new cost methodologies and usage increases. 000.521.50.44.03 Taxes and Assessments 716 000.521.50.48.01 Law Enforcement Building Repair& Maint 70,000 000.512.50.51.02 District Court 855,539 000.515.31.51.01 Public Defender 816,167 - New Methodology to Include Investigators 000.515.31.51.02 Prosecutor 463,968 000.515.31.51.03 Pre-Trial Services 120,352 000.521.20.51.01 Law Enforcement 20,444,845 000.523.60.51.02 Detention Services (Jail) 1,395,580 000.525.60.51.03 Emergency Management 105,687 000.554.30.54.02 Animal Control 350,000 Total: 25,777,304 P:\1.General Governance\Budget\2019 Budget\Deputy City Manager\DCM Ops budget worksheets 2019.xlsx Tab#5: Deputy City Manager 001 General Fund 018 Operations&Administrative Services Budget Reduction Exercise 013 Deputy City Manager (Does not reflect recommended course of action) Employee Count-1 FTE 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% _ Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 013.513.10.10.00 Wages 455,224 378,758 469,739 261,349 164,794 164,794 156,554 148,315 0 (8,240) (16,479) 013.513.10.10.99 Overtime 0 0 162 0 0 0 0 0 013.513.10.20.00 Payroll Taxes and Benefits 147,280 132,856 166,272 97,144 55,825 55,825 53,034 50,243 0 (2,791) (5,583) 013.513.10.10.01 Intern-Wages 9,285 6,723 1,319 0 0 0 0 0 0 0 0 013.513.10.20.01 Intern-Payroll Taxes and Benefits 787 577 114 0 0 0 0 0 0 0 0 612,576 518,914 637,606 358,493 220,619 (1) 220,619 209,588 198,557 0 (11,031) (22,062) Supplies 013.513.10.31.01 Office&Operating Supplies 1,013 314 1,132 1,400 1,400 om 1,400 1,400 1,400 0 0 0 013.513.10.31.04 Operating Supplies 0 0 59 0 0 0 0 0 0 0 0 013.513.10.32.01 Fuel 76 34 87 100 100 100 100 100 0 0 0 013.513.10.35.01 Small Tools&Minor Equipment 0 789 0 500 500 500 500 500 0 0 0 1,089 1,137 1,278 2,000 2,000 2,000 2,000 2,000 0 0 0 Other Services&Charges 013.513.10.41.03 Spokane County GIS 1,386 0 0 2,000 2,000 Ilim 2,000 2,000 2,000 0 0 0 013.513.10.41.05 Professional Services 89 26,186 0 0 0 0 0 0 0 0 0 013.513.10.41.17 Advertising 5,753 35 5,454 4,200 4,200 4,200 2,200 4,200 0 (2,000) 0 013.513.10.42.01 Postage 25 82 11 100 100 Ilm 100 100 100 0 0 0 013.513.10.42.03 Cell Phones 1,684 1,050 1,600 1,020 1,020 1,020 1,020 1,020 0 0 0 013.513.10.42.04 Web Site Support Services&License F 12,920 49 850 0 0 0 0 0 0 0 0 013.513.10.43.01 Travel/Mileage 47 2,180 187 1,300 1,3001,300 1,300 1,300 0 0 0 013.513.10.48.01 Equipment Repair&Maintenance 380 0 86 0 0 0 0 0 0 0 0 013.513.10.48.02 Copier Maintenance 1,838 2,419 1,426 2,000 2,000 2,000 2,000 2,000 0 0 0 013.513.10.48.03 Software Licenses and Maintenance 10,328 11,384 10,979 30,700 30,700 22,700 28,700 28,700 (8,000) (2,000) (2,000) 013.513.10.49.01 Subscriptions 82 52 40 100 100 100 100 100 0 0 0 013.513.10.49.02 Memberships 1,235 1,095 920 1,250 1,250 IP 1,250 1,250 1,250 0 0 0 013.513.10.49.03 Printing&Binding 0 0 0 100 100 100 100 100 0 0 0 013.513.10.49.04 Registrations 431 0 170 1,200 1,200 1,200 1,200 1,200 0 0 0 013.513.10.49.10 Public Information 22,936 44,615 30,831 46,200 0 0 0 0 0 0 0 59,134 89,147 52,554 90,170 43,970 35,970 39,970 41,970 (8,000) (4,000) (2,000) Total Recurring Expenditures 672,799 609,198 691,438 450,663 266,589 258,589 251,558 242,527 (8,000) (15,031) (24,062) Total budget increase= (40.85%) (3.00%) (5.64%) (9.03%) illiCombined nonpayroll increase= (50.12%) Nonrecurring items 099.594.13.64.02 Computer Software/Hardware 0 0 0 11,700 0 0 0 0 0 0 0 Total Deputy City Manager 672,799 609,198 691,438 462,363 266,589 258,589 251,558 242,527 (8,000) (15,031) (24,062) (1) 2019 FTE count decreased by 2.0(from 3.0 to 1.0)as a result of moving: •2.0 Office Assistants from DCM to Building budget P:\1. General Governance\Budget\2019 Budget\Deputy City Manager\DCM Ops budget worksheets 2019.xlsx General Fund 2019 Deputy City Manager- Detail Proposed 001.018.013. Budget 013.513.10.10.00 Wages 164,794 013.513.10.20.00 Payroll Taxes and Benefits 55,825 013.513.10.31.01 Office &Operating Supplies 1,400 - Hanging files, file folders, envelopes, labels,pens, 1,000 batteries,print cartridges, 3-ring binders, calendar - Copy paper 400 013.513.10.32.01 Fuel 100 013.513.10.35.01 Small Tools & Minor Equipment 500 - Desk equipment, chair, Misc. 013.513.10.41.03 Spokane County GIS 2,000 013.513.10.41.17 Advertising 4,200 - PSA submissions to CMTV 12@$10 150 - Snow letter to businesses 4,050 013.513.10.42.01 Postage 100 - Miscellaneous 013.513.10.42.03 Cell Phone 1,020 - cell phone 540 - iPad or MS Surface 480 013.513.10.43.01 Travel/Mileage 1,300 - Misc-i.e..APWA ($.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 266,589 Page 1 of 1 P:\1.General Governance\Budget\2019 Budget\Finance\Finance budget worksheets 2019.xlsx Tab#6:Finance&Information Technology 001 General Fund 018 Operations&Administrative Services Budget Reduction Exercise 014 Finance Division (Does not reflect recommended course of action) Employee Count-11.75 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 014.514.23.10.00 Wages 723,738 807,732 846,497 902,064 935,223 912,759 885,025 859,067 (22,464) (50,198) (76,156) 014.514.23.10.99 Overtime 2,332 1,138 92 500 0 0 0 0 0 0 0 014.514.23.20.00 Payroll Taxes and Benefits 302,596 340,200 363,172 406,050 427,964 416,975 404,945 388,698 (10,989) (23,019) (39,266) 1,028,666 1,149,070 1,209,761 1,308,614 1,363,187 1,329,734 1,289,970 1,247,765 (33,453) (73,217) (115,422) Supplies 014.514.23.31.01 Office&Operating Supplies 2,602 4,993 3,408 6,450 6,450 4,000 4,000 4,000 (2,450) (2,450) (2,450) 014.514.23.31.08 Repair&Maintenance Supplies 0 0 58 0 0 0 0 0 0 0 0 0 014.514.23.31.10 Vehicle Maintenance Supplies 0 0 12 0 0 0 0 0 0 0 0 014.514.23.32.01 Fuel 19 28 29 0 0 0 0 0 0 0 0 014.514.23.35.01 Small Tools&Minor Equipment 205 126 0 0 0 0 0 0 0 0 0 2,826 5,147 3,507 6,450 6,450 4,000 4,000 4,000 (2,450) (2,450) (2,450) Other Services&Charges 014.514.23.41.05 Professional Services 10,617 0 0 2,500 2,500 1,500 1,000 1,000 (1,000) (1,500) (1,500) 014.514.23.42.01 Postage 1,460 1,404 1,581 1,600 1,600 1,600 1,600 1,600 0 0 0 014.514.23.42.03 Cell Phones 540 540 540 600 600 600 600 600 0 0 0 014.514.23.43.01 Travel/Mileage 5,342 2,763 2,484 5,200 5,000 4,000 3,100 3,100 (1,000) (1,900) (1,900) 014.514.23.48.01 Equipment Repair&Maintenance 0 0 392 0 0 0 0 0 0 0 0 014.514.23.48.02 Copier Maintenance 2,408 2,710 2,420 2,600 2,600 lim 2,600 2,600 2,600 0 0 0 014.514.23.49.01 Subscriptions 275 290 302 500 500 400 300 300 (100) (200) (200) 014.514.23.49.02 Memberships 1,014 1,355 1,165 1,500 1,500 1,000 500 500 (500) (1,000) (1,000) 014.514.23.49.04 Registrations 9,161 10,119 11,880 9,500 9,700 6,400 6,400 6,700 (3,300) (3,300) (3,000) 30,817 19,181 20,764 24,000 24,000 18,100 16,100 16,400 (5,900) (7,900) (7,600) 1,062,309 1,173,398 1,234,032 1,339,064 1,393,637 1,351,834 1,310,070 1,268,165 (41,803) (83,567) (125,472) Total budget increase= 4.08% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase= 0.00% C:\Users\eheath\Desktop\Finance budget worksheets 2019 2.xlsx General Fund 2019 Finance - Detail Proposed 001.018.014. Budget 014.514.23.10.00 Wages 935,223 014.514.23.10.99 Overtime 0 014.514.23.20.00 Payroll Taxes and Benefits 427,964 - FICA, Medicare, L&I, 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 stock 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 600 - One cell-phone for IT after hours support 014.514.23.43.01 Travel/Mileage 5,000 - Washington Finance Officers Assoc conference-3 1,900 - IT training-3 classes 0 - Governmental Finance Officers Assoc(GFOA)-2 1,400 - ACCIS conference 700 - Misc mileage (bank runs, etc.) 1,000 014.514.23.48.02 Copier maintenance 2,600 - Per copy fee for maintenance &toner($.065/color& $.008/bw) 014.514.23.49.01 Subscriptions 500 - Government Officers Finance Assoc(GFOA)newsletter - Governmental Acctng Standards Board newsletter Page 1 of 2 C:\Users\eheath\Desktop\Finance budget worksheets 2019 2.xlsx General Fund 2019 Finance - Detail Proposed 001.018.014. Budget 014.514.23.49.02 Membership 1,500 Washington Finance Officers Assoc(WFOA)-2 100 - memberships @$50 ea Governmental Finance Officers Assoc(GFOA)-3 640 - memberships included - WA Society of CPAs- 1 @$210 ea 210 - American Institute of CPAs-2 @$225 450 - ACCIS- 1 membership-@$100 100 014.514.23.49.04 Registration 9,700 - Washington Finance Officers Assoc conference-3 1,200 - IT training-3 classes 6,500 - Governmental Finance Officers Assoc(GFOA)-2 1,100 - ACCIS conference 100 - GASB Update 800 Total: 1,393,637 Page 2 of 2 P:\1.General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx Tab#7-General Government 001 General Fund 090 General Government Budget Reduction Exercise (Does not reflect recommended course of action) 2015 il 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction 'Recurring Non-Departmental 000.586.10.00.00 SCRAPS Pass-Through Expense 1,099 1,209 1,145 1,300 1,300 1,300 1,300 1,300 0 0 0 000.589.30.00.01 Leasehold Excise Tax Pass-Through 0 628 778 600 800 800 800 800 0 0 0 1,099 1,837 1,923 1,900 2,100 2,100 2,100 2,100 0 0 0 Supplies 000.517.90.31.04 Employee Recognition/Safety Program 1,490 599 1,674 1,500 1,700 1,700 1,700 1,700 0 0 0 000.518.85.31.01 Office&Operating Supplies 187 8 527 0 0 0 0 0 0 0 0 000.518.85.35.01 Small Tools&Minor Equipment 7,443 5,825 3,030 6,900 6,900 6,900 6,900 6,900 0 0 0 000.518.85.35.11 Computer Hardware-Non Capital 38,277 54,773 46,050 66,050 42,250 42,250 42,250 42,250 0 0 0 i000.518.85.35.12 Computer Software Non Capital 5,093 20,859 11,249 20,300 25,800 t 25,800 25,800 25,800 0 0 0 000.518.90.31.01 Office Supplies 122 33 24 0 0 0 0 0 0 0 0 000.518.90.32.01 Fuel 0 0 0 0 0 0 0 0 0 0 0 000.519.60.31.01 Office&Operating Supplies 16,631 9,196 8,876 9,700 9,700 9,700 9,700 9,700 0 0 0 69,243 91,293 71,430 104,450 86,350 86,350 86,350 86,350 0 0 0 Other Services&Charges 000.513.10.41.05 Professional Services-Misc Studies 22,907 99,509 81,667 200,000 200,000 182,500 179,900 150,000 (17,500) (20,100) (50,000) 000.514.23.41.01 Accounting&Auditing 77,474 82,775 83,684 90,000 90,000 90,000 90,000 90,000 0 0 0 000.514.23.41.41 Uncollectible Accounts Expense 2,095 0 0 0 0 0 0 0 0 0 0 000.517.90.49.06 Employee Recognition/Safety Program Servic 299 917 0 1,500 1,000 1,000 1,000 1,000 0 0 0 000.518.10.42.01 Postage 10,428 82 0 2,500 2,500 2,500 2,500 2,500 0 0 0 000.518.10.42.02 Telephone 8,168 7,077 11,205 9,000 12,300 12,300 12,300 12,300 0 0 0 000.518.10.42.03 Cell Phones 949 1,680 1,649 1,700 5,700 5,700 5,700 5,700 0 0 0 000.518.10.42.08 Internet Service 11,458 8,114 7,696 8,500 9,000 9,000 9,000 9,000 0 0 0 000.518.30.44.03 Taxes and Assessments 0 0 912 0 1,000 1,000 1,000 1,000 0 0 0 000.518.10.49.00 City Wide Records Management 5,870 0 0 10,000 10,000 10,000 10,000 10,000 0 0 0 000.518.20.45.01 City Hall Rent 426,964 437,864 0 0 0 0 0 0 0 0 0 000.518.30.47.03 Sewer 0 0 523 0 500 500 500 500 0 0 0 000.518.30.48.01 Facility Repairs&Maintenance 8,897 1,595 4,003 5,000 0 0 0 0 0 0 0 000.518.75.48.01 Equip Repair&Maint-Hardware Support 40,450 34,611 35,959 46,400 36,800 36,800 36,800 36,800 0 0 0 000.518.85.41.03 IT Support 20,855 12,659 18,716 28,300 29,200 29,200 29,200 29,200 0 0 0 000.518.85.48.03 Software Licenses&Maintenance 65,353 82,967 88,525 88,000 91,900 91,900 91,900 91,900 0 0 0 000.518.90.41.01 Merchant Charges(Bankcard Fees) 231 287 186 500 500 500 500 500 0 0 0 000.518.90.42.10 Network Infrastructure Access 0 17,662 4,732 5,000 6,000 6,000 6,000 6,000 0 0 0 000.518.90.45.03 Equipment Rental 1,921 4,261 4,264 4,260 4,300 4,300 4,300 4,300 0 0 0 000.518.90.45.07 Interfund vehicle lease 0 500 1,000 500 500 500 500 500 0 0 0 000.518.90.49.03 Printing&Binding 536 589 0 600 600 600 600 600 0 0 0 000.518.90.49.06 Miscellaneous Services 5,256 5,378 4,922 5,400 5,400 5,400 5,400 5,400 0 0 0 000.548.66.45.05 General Operating Leases:Computer 45,347 46,480 57,556 60,000 65,000 65,000 65,000 65,000 0 0 0 Page 1 of 3 P:\1.General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx 001 General Fund 090 General Government Budget Reduction Exercise (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction 000.550.00.41.00 Economic Development-Site Selector 8,542 9,041 9,373 10,000 10,000 10,000 10,000 10,000 0 0 0 000.550.00.41.05 Outside Agencies-Social Svc&Econ.Dev. 0 0 91,924 150,000 200,000 120,000 75,000 43,000 (80,000) (125,000) (157,000) 000.550.00.41.05 Prof.Svc.-Economic Devel.(Oi$Agency) 70,330 60,216 0 0 0 0 0 0 0 0 0 000.558.70.41.05 Contracted economic development 16,560 43,000 0 0 0 0 0 0 0 0 0 000.558.70.41.17 City Economic Development 153,350 0 0 0 0 0 0 0 0 0 0 000.560.10.41.05 Prof.Svc.-Social Services(Oi$Agency) 76,974 43,496 55,911 0 0 0 0 0 0 0 0 000.565.10.41.05 Professional Services-Windstorm Soc Svc 14,000 0 0 0 0 0 0 0 0 0 0 000.566.10.41.05 Alcohol Treatment:Liquor Excise Tax 5,012 8,710 9,077 0 9,000 9,000 9,000 9,000 0 0 0 000.566.10.41.06 Alcohol Treatment:Liquor Profits 16,131 16,081 15,900 25,000 16,000 16,000 16,000 16,000 0 0 0 1,116,357 1,025,551 589,384 752,160 807,200 709,700 662,100 600,200 (97,500) (145,100) (207,000) Intergovernmental Services 000.514.40.51.01 Election Costs 16,347 0 69,973 90,000 90,000 90,000 90,000 90,000 0 0 0 000.514.90.51.03 Voter Registration 97,091 85,893 86,932 100,000 100,000 100,000 100,000 100,000 0 0 0 000.518.90.44.03 Taxes and assessments 5,617 892 0 7,500 0 0 0 0 0 0 0 000.553.70.44.03 Spokane Regional Clean Air Agency 115,915 116,432 130,928 135,000 139,000 139,000 139,000 139,000 0 0 0 234,970 203,217 287,833 332,500 329,000 329,000 329,000 329,000 0 0 0 ca ita IOutla 000.594.18.64.11 Compuer Hardware-Capital 0 23,802 7,387 70,000 65,000€ 65,000 65,000 65,000 0 0 0 000.595.30.63.00 Construction-Pavement Preservation 920,000 0 0 0 0 0 0 0 0 0 0 920,000 23,802 7,387 70,000 65,000 65,000 65,000 65,000 0 0 0 Debt Service:Principal 000.592.19.82.01 Interest and Other Debt Service Costs 425 624 600 600 600 600 600 600 0 0 0 Intertund Payments for Service 000.597.20.00.40 Interfund Trfto#204-City Hall bond payment 0 198,734 397,350 399,350 401,250 401,250 401,250 401,250 0 0 0 000.597.30.00.90 Transfer out-#309(Park Capital) 115,575 260,122 160,000 160,000 160,000 160,000 110,000 74,500 0 (50,000) (85,500) 000.597.31.00.00 Transfer out-#310(bond pmt>$434.6k lease 67,600 72,500 0 0 0 0 0 0 0 0 0 000.597.31.00.00 Transfer out-#310(city hall o&m costs) 271,700 271,700 0 0 0 0 0 0 0 0 0 000.597.31.00.10 Transfer out-#311(Pvmnt Preservation) 0 943,800 953,200 962,700 972,300 972,300 972,300 972,300 0 0 0 000.597.50.00.10 Transfer out-#501(CenterPlace kitchen reser 0 0 36,600 36,600 36,600 36,600 36,600 36,600 0 0 0 000.597.50.00.20 Interfund Trf to#502-Risk Management 325,000 325,000 350,000 370,000 390,000 390,000 390,000 390,000 0 0 0 779,875 2,071,856 1,897,150 1,928,650 1,960,150 1,960,150 1,910,150 1,874,650 0 (50,000) (85,500) Total Recurring Expenditures 3,121,969 3,418,180 2,855,707 3,190,260 3,250,400 3,152,900 3,055,300 2,957,900 (97,500) (195,100) (292,500) 1.89% (3.00%) (6.00%) (9.00%) Page 2 of 3 P:\1.General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx 001 General Fund 090 General Government Budget Reduction Exercise (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% • Budget Reduction Reduction Reduction Reduction Reduction Reduction 'Nonrecurring I I Capital Outlays 099.594.18.64.00 IT capital replacement 21,145 0 26,386 0 0 0 0 0 0 0 0 099.594.18.64.11 Compuer Hardware-Capital 65,610 76,119 111,451 110,000 102,000 102,000 102,000 102,000 0 0 0 099.594.18.64.12 Computer Software-Capital 18,931 10,870 0 5,000 5,000 5,000 5,000 5,000 0 0 0 099.594.18.64.XX City Hall Generator 0 0 0 • 200,000 0 0 0 0 0 0 105,686 86,989 137,837 315,000 107,000 107,000 107,000 107,000 0 0 0 Operating 099.518.30.48.01 Facility Repair&Maint-CH Relocation 12,842 0 0 0 0 0 0 0 0 0 0 000.518.20.45.01 City Hall Rent 0 0 438,565 0 0 0 0 0 0 0 0 12,842 0 438,565 0 0 0 0 0 0 0 0 Interfund Payments for Service 000.597.12.00.20 Transferout-#122 0 15,043 258,000 490,000 0 0 0 0 0 0 0 000.597.30.00.90 Transfer out-#309(Park Capital) 0 0 0 400,000 0 0 0 0 0 0 0 000.597.31.00.40 Transfer out-#314(RR Grade Separation) 0 0 1,200,000 0 0 0 0 0 0 0 0 000.597.31.00.20 Transfer out-#312(Capital Reserve) 1,783,512 1,828,723 3,003,929 3,795,429 0 0 0 0 0 0 0 1,783,512 1,843,766 4,461,929 4,685,429 0 0 0 0 0 0 0 Total Nonrecurring Expenditures 1,902,040 1,930,755 5,038,331 5,000,429 107,000 107,000 107,000 107,000 0 0 0 Nonrecurring expenses increase(decrease)= (97.86%) 0.00% 0.00% 0.00% Total Governmental Division 5,024,009 5,348,935 7,894,038 8,190,689 3,357,400 3,259,900 3,162,300 3,064,900 (97,500) (195,100) (292,500) Total General Government increase(decrease)= (59.01%) (2.90%) (5.81%) (8.71%) Amended amount IT Expenditures-R 410,150 395,850 IT Expenditures-N 115,000 107,000 525,150 502,850 Page 3 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx General Fund 2019 General Government- Detail Proposed 001.090.000 Budget Recurring Expenditures 000.586.10.00.00 SCRAPS Pass-Through Expense 1,300 - monthly internet fee through City franchise. Expense is offset through reimbursement from SCRAPS 000.589.30.00.01 Leasehold Excise Tax Pass-Through 800 000.517.90.31.04 Employee Recognition/Safety Program 1,700 - employee recognition event&safety supplies(i.e.. defibrillator) 000.518.85.35.01 Small Tools &Minor Equipment 6,900 - IT related supplies-laptop power supplies, cables, iPad accessories, etc. 000.518.85.35.11 Computer Hardware- Non Capital 42,250 - IP phones, memory, replace UPSs, hard drives for servers, 17,250 etc. - Replace outdated iPads, scanners, monitors, etc. 9,000 - Replace CenterPlace security equipment 16,000 000.518.85.35.12 Computer Software- Non Capital 25,800 - Licenses-MS Office 2010/2013, MS Server 2012, Mitel, etc. 000.519.60.31.01 Office &Operating Supplies 9,700 - kitchen supplies, calendar, copy paper, letterhead, toner, etc. 000.513.10.41.05 Contingency 200,000 - City Manager directed for professional service related tasks or to assist City Depts with line-item deficiencies 000.514.23.41.01 Accounting &Auditing 90,000 - Annual audit by State Auditor&assistance with technical issues 000.517.90.49.06 Employee Recognition/Safety Program Services 1,000 - employee recognition event 000.518.10.42.01 Postage 2,500 - city mailings including AP checks, UPS, etc. 000.518.10.42.02 Telephone 12,300 - Telephone service at City Hall 000.518.10.42.03 Cell Phones 5,700 - internet access cards for IT and loaner Mi-Fi's, Maas 360 000.518.10.42.08 Internet Service 9,000 - Internet access 001.518.30.44.03 Taxes and Assessments _ 1,000 - Taxes for Carnahan property 000.518.10.49.00 City Wide Records Management 10,000 - Equipment and/or consultant 000.518.30.47.03 Sewer 500 - Sewer for Carnahan property Page 1 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx General Fund 2019 General Government- Detail Proposed 001.090.000 Budget 000.518.75.48.01 Equipment Repair& Maintenance- Hardware Support 36,800 - Intrusion protection, Barracuda backup to cloud, servers, vls, firewall, etc 000.518.85.41.03 IT Support 29,200 - server maintenance, telephone system, wiring, electrical 000.518.85.48.03 Software Licenses &Maintenance 91,900 - Annual maintenance fees Eden 50,000 - Annual maintenance fees Laserfiche j 12,000 - Annual maintenance fees on misc. other software 29,900 000.518.90.41.01 Merchant Charges (Bankcard Fees) 500 - Dept of Rev-Business Registration fees 000.518.90.42.10 Network Infrastructure Access 6,000 - Access to Zayo dark fiber 000.518.90.45.03 Equipment Rental 4,300 - Pitney Bowes postage machine meter rental($355 x 12) 000.518.90.45.07 Interfund vehicle lease _ 500 - Replacement on pool van 000.518.90.49.03 Printing and Binding 600 000.518.90.49.06 Miscellaneous Services 5,400 - Shredding charges, Bike helmets($3,000), etc. 000.548.66.45.05 General Operating Leases: Computer 65,000 - Lease of desk top and lap top PCs used by City staff 000.550.00.41.00 Economic Development 10,000 - Spokane Regional Site Selector 000.xxx.xx.xx.xx Outside Agencies- Social Svc. & Econ. Dev. 200,000 - Awarded through application process 000.566.10.41.05 Alcohol Treatment: Liquor Excise Tax 9,000 - Paid to Spokane County per State statute 000.566.10.41.06 Alcohol Treatment: Liquor Profits 16,000 - Paid to Spokane County per State statute 000.514.40.51.01 Election Costs 90,000 - Per ballot issue/per capita allocation by Spokane County 000.514.90.51.03 Voter Registration 100,000 - Per capita allocation by Spokane County 000.553.70.44.03 Spokane Regional Clean Air Agency 139,000 - Air quality 000.594.18.64.11 Computer Hardware- Capital 65,000 - Replace 3 servers 55,000 - switches, routers, domain controllers 10,000 000.592.19.82.01 Interest and Other Debt Service Costs 600 - Bank fees for servicing LTGO debt 000.597.20.00.40 Interfund Transfer LTGO Debt Service 401,250 - Fund#204 City Hall debt service payment Page 2 of 3 P:\1. General Governance\Budget\2019 Budget\Finance\GenGov budget worksheets 2019.xlsx General Fund 2019 General Government- Detail Proposed 001.090.000 Budget 000.597.30.00.90 Interfund Transfer to Parks Capital Proj 160,000 - Parks capital projects 000.597.31.00.10 Construction - Pavement Preservation 972,300 - City pavement preservation projects 000.597.50.00.10 Interfund Transfer Equipment Rental & Replacement 36,600 - CenterPlace kitchen reserve 000.597.50.00.20 Interfund Risk Management Payment 390,000 - City insurance premium transferred to Fund#501 Total Recurring Expenditures 3,250,400 Nonrecurring Expenditures 099.594.18.64.11 Computer Hardware- Capital 102,000 - Replace outdated copiers 22,000 - Upgrade storage device at CenterPlace 50,000 - Whole room UPS for City Hall 30,000 099.594.18.64.12 Computer Software-Capital 5,000 - licenses for server software Total Nonrecurring Expenditures 107,000 Total General Government 3,357,400 Page 3 of 3 P:\1.General Governance\Budget\2019 Budget\Human Resources\HR budget worksheets 2019.xlsx Tab#8:Human Resources 001 General Fund 018 Operations&Administrative Services Budget Reduction Exercise 016 Human Resources Division (Does not reflect recommended course of action) Employee Count-2 FTEs 2015 2016 1 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 016.518.10.10.00 Wages 157,217 161,642 167,756 179,484 186,129 186,129 177,000 168,500 0 (9,129) (17,629) 016.518.10.20.00 Payroll Taxes and Benefits 59,301 64,648 67,371 75,093 78,929 78,929 78,929 78,929 0 0 0 216,518 226,290 235,127 254,577 265,058 265,058 255,929 247,429 0 (9,129) (17,629) Supplies 016.518.10.31.01 Office&Operating Supplies 404 216 1,346 550 1,100 250 500 500 (850) (600) (600) 016.518.10.32.01 Fuel 30 18 123 30 30 0 0 (30) (30) (30) 434 234 1,469 580 1,130 250 500 500 (880) (630) (630) Other Services&Charges 016.518.10.41.04 Legal 2,748 1,467 1,652 3,000 2,000 III 0 0 0 (2,000) (2,000) (2,000) 016.518.10.41.05 Professional Services 9,006 7,521 7,059 8,500 8,048 7,500 7,500 7,500 (548) (548) (548) 016.518.10.41.17 Advertising 1,239 1,158 2,282 1,500 2,000 250 250 250 (1,750) (1,750) (1,750) 016.518.10.42.01 Postage 75 54 55 75 75 0 0 0 (75) (75) (75) 016.518.10.42.03 Cell Phones 77 0 0 0 0 0 0 0 0 0 0 016.518.10.43.01 Travel/Mileage 347 1,451 1,150 2,280 2,280 1,500 1,500 1,500 (780) (780) (780) 016.518.10.48.02 Copier Maintenance 903 927 722 1,000 1,000 O722 722 722 (278) (278) (278) 016.518.10.49.01 Subscriptions 0 0 78 0 0 0 0 0 0 016.518.10.49.02 Memberships 698 997 907 780 780 300 300 300 (480) (480) (480) 016.518.10.49.04 Registrations 195 249 300 595 5950 0 0 (595) (595) (595) 016.518.10.49.06 Miscellaneous Services 1,000 0 0 0 0 0 0 0 0 0 0 016.518.10.49.07 Training 567 298 459 1,000 1,000 0 500 500 (1,000) (500) (500) 016.518.10.49.13 Employee Health&Wellness 1,793 1,588 1,283 1,500 1,500 900 900 900 (600) (600) (600) 18,648 15,710 15,947 20,230 19,278 11,172 11,672 11,672 (8,106) (7,606) (7,606) Total Human Resources Division 235,600 242,234 252,543 275,387 285,466 276,480 268,101 259,601 (8,986) (17,365) (25,865) Total budget increase= 3.66% (3.15%) (6.08%) (9.06%) Nonpayroll budget increase= (1.93%) P:\1. General Governance\Budget\2019 Budget\Human Resources\HR budget worksheets 2019.xlsx General Fund 2019 Human Resources - Details Proposed 001.018.016 Budget 016.518.10.10.00 Wages 186,129 016.518.10.20.00 Payroll Taxes and Benefits 78,929 - FICA, medicare, L&l, PERS 016.518.10.31.01 Office &Operating Supplies 1,100 - File Folders 100 - Employee IDs 550 - 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 30 016.518.10.41.04 Legal 2,000 - Summit Law 016.518.10.41.05 Professional Services 8,048 - Pre-employment Physicals 2,000 - Drug and Alcohol Testing 350 - Criminal History Checks 1,200 - Na via (HRA)Admin Fee 4,300 - Mobile App Maintenance 198 016.518.10.41.17 Advertising 2,000 - Employee Recruitment Advertising 016.518.10.42.01 Postage 75 016.518.10.43.01 Travel/Mileage 2,280 - To attend AWC Fall HR Conference 600 - To attend Labor Relations Institute 600 - To attend WCIA Required Board Meeting 400 - To attend AWC Health Academy 580 - To attend AWC Wellness Forum 100 016.518.10.48.02 Copier Maintenance 1,000 016.518.10.49.02 Memberships 780 - Washington Emp. Public Relations Association 200 - Society for Human Resources Management 380 - AWC Drug and Alcohol Consortium 200 016.518.10.49.04 Registrations 595 - AWC Labor Relations Institute 200 - AWC Wellness Summit 195 - AWC WAPELRA Fall Labor Relations Conference 200 016.518.10.49.07 Training 1,000 - Anti Harassment 500 - Individualized Training 500 Page 1 of 2 P:\1. General Governance\Budget\2019 Budget\Human Resources\HR budget worksheets 2019.xlsx General Fund 2019 Human Resources - Details Proposed 001.018.016 Budget 016.518.10.49.13 Health and Wellness Events 1,500 - $10 per employee to qualify for WellCity Award 890 Program. Result is an estimated$30,000 savings in health insurance premiums. - Additional Wellness Activities 610 Total: 285,466 Page 2 of 2 P:\1.General Governance\Budget\2019 Budget\Building\City Hall O&M budget worksheet 2019.xlsx Tab#9-City Hall Operations&Maintenance 001 General Fund 033 City Hall Operations and Maintenance Budget Reduction Exercise Employee Count-1 FTE (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 000.518.30.10.00 Wages 0 0 0 61,356 55,973 50,376 44,778 41,980 (5,597) (11,195) (13,993) 000.518.30.10.99 Overtime 0 0 0 500 500 0 0 0 (500) (500) (500) 000.518.30.20.00 Payroll Taxes and Benefits 0 0 0 39,087 33,015 29,714 26,412 24,761 (3,302) (6,603) (8,254) 0 0 0 100,943 89,488 80,089 71,190 66,741 (9,399) (18,298) (22,747) Supplies 000.518.30.31.01 Office&Operating Supplies 0 0 2,865 20,000 20,000 20,000 20,000 20,000 0 0 0 000.518.30.32.01 Fuel 0 0 80 0 500 500 500 500 0 0 0 000.518.30.35.01 Small Tools&Minor Equipment 0 0 344 10,000 10,000 10,000 10,000 10,000 0 0 0 0 0 3,289 30,000 30,500 30,500 30,500 30,500 0 0 0 Other Services&Charges 000.518.30.41.05 Professional Services 0 0 18,073 20,000 20,000 20,000 20,000 18,000 0 0 (2,000) 000.518.30.41.06 Janitorial services 0 0 21,916 62,000 80,000 80,000 80,000 80,000 0 0 0 000.518.30.43.01 Travel/Mileage 0 0 0 500 500 500 500 500 0 0 0 000.518.30.44.03 Taxes and Assessments 0 0 446 0 0 0 0 0 0 0 0 000.518.30.45.07 Interfund vehicle lease 0 0 500 500 500 500 500 500 0 0 0 000.518.30.47.01 Electricity 0 0 11,942 80,000 60,000 60,000 60,000 60,000 0 0 0 000.518.30.47.02 Water 0 0 541 2,400 4,000 4,000 4,000 4,000 0 0 0 000.518.30.47.03 Sewer 0 0 451 2,600 2,600 2,600 2,600 2,600 0 0 0 000.518.30.47.04 Waste Disposal 0 0 1,247 7,100 2,000 2,000 2,000 2,000 0 0 0 000.518.30.48.01 Equipment Repair&Maintenance 0 0 43 0 500 500 500 500 0 0 0 0 0 55,159 175,100 170,100 170,100 170,100 168,100 0 0 (2,000) Total Recurring Expenditures 0 0 58,448 306,043 290,088 280,689 271,790 265,341 (9,399) (18,298) (24,747) Total budget increase= (5.21%) (3.24%) (6.31%) (8.53%) Combined nonpayroll increase= (2.19%) Nonrecurring Items 000.594.18.62.00 Building and Structures 0 0 36,509 0 0 0 0 0 0 0 0 0 0 94,957 306,043 290,088 280,689 271,790 265,341 (9,399) (18,298) (24,747) P:\1. General Governance\Budget\2019 Budget\Building\City Hall O&M budget worksheet 2019.xlsx General Fund 2019 City Hall Operations & Maintenance - Detail Proposed 001.033.000. Budget 000.518.30.10.00 Wages 55,973 000.518.30.10.99 Overtime 500 000.518.30.20.00 Payroll Taxes and Benefits 33,015 - FICA, Medicare, L&l, PERS 000.518.30.31.01 Office &Operating Supplies 20,000 - Filters - Light bulbs - Misc. (nuts, bolts, glue, wood) - Paint&supplies - Electrical supplies - Cleaning supplies - Paper products&garbage bags - Carpet Cleaning - Floor waxing 000.518.30.32.01 Fuel 500 - Fuel for the Maintenance Truck 001.518.30.35.01 Small tools and minor equipment 10,000 - Misc. Equipment - Hand tools, extension cords 000.518.30.41.05 Professional Services 20,000 - Elevator maintenance, snow removal, grounds maint., etc. 000.518.30.41.06 Janitorial services 80,000 - Janitorial services contract for new City Hall facility 000.518.30.43.01 Travel /Mileage 500 000.518.30.45.07 Interfund Vehicle Lease 500 000.518.30.47.01 Electricity 60,000 000.518.30.47.02 Water 4,000 000.518.30.47.03 Sewer 2,600 000.518.30.47.04 Waste Disposal 2,000 000.518.30.48.01 Equipment Repair& Maintenance 500 - Repairs for the Maintenance Truck Total: 290,088 Page 1 of 1 P:\1.General Governance\Budget\2019 Budget\Building\Building and Planning budget worksheet 2019.xlsx Tab#10-Community&Public Works-Building&Planning 001 General Fund 040 Community and Public Works Budget Reduction Exercise 043 Building and Planning (Does not reflect recommended course of action) Employee Count-20 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Budget-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction WageslPavroll Taxes/Benefits 043.524.60.10.00 Wages 0 72,803 62,883 73,296 53,592 53,592 53,592 53,592 0 0 0 043.524.60.10.99 Overtime 0 6,281 807 0 500 500 500 500 0 0 0 043.524.60.20.00 Payroll Taxes and Benefits 56 30,941 26,223 34,155 22,010 22,010 22,010 22,010 0 0 0 043.558.50.10.00 Wages 796,243 831,395 691,485 913,746 986,232 946,020 905,268 848,676 (40,212) (80,964) (137,556) 043.558.50.10.99 Overtime 0 227 469 5,000 8,000 5,000 5,000 5,000 (3,000) (3,000) (3,000) 043.558.50.20.00 Payroll Taxes and Benefits 329,863 352,808 314,732 451,077 468,520 440,115 423,456 403,386 (28,405) (45,064) (65,134) 043.558.60.10.00 Wages 501,560 438,173 293,319 247,342 251,845 251,845 251,845 251,845 0 0 0 043.558.60.10.99 Overtime 9,385 2,500 3,189 0 0 0 0 0 043.558.60.20.00 Payroll Taxes and Benefits 186,052 165,700 107,535 95,743 100,303 100,303 100,303 100,303 0 0 0 1,823,159 1,900,828 1,500,642 1,820,359 1,891,002 (1) 1,819,385 1,761,974 1,685,312 (71,617) (129,028) (205,690) Supplies 043.524.60.31.01 Office&Operating Supplies 4 0 1 0 0 0 0 0 0 0 0 043.524.60.31.06 Safety Equipment 12 4 16 500 500 500 500 500 0 0 0 043.524.60.31.08 Repair&Maintenance Supplies 0 0 7 4,500 4,500 4,500 4,500 4,500 0 0 0 043.524.60.32.01 Fuel 775 869 980 1,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.35.01 Small Tools&Minor Equipment 53 532 29 500 500 500 500 500 0 0 0 043.558.50.31.01 Office&Operating Supplies 2,438 397 3,620 3,950 3,950 3,950 3,950 3,950 0 0 0 043.558.50.31.02 Forms 0 541 0 600 600 600 600 600 0 0 0 043.558.50.31.03 Publications 81 7,602 44 9,000 9,000 9,000 9,000 9,000 0 0 0 043.558.50.31.06 Safety Equipment 79 147 16 1,200 1,200 1,200 1,200 1,200 0 0 0 043.558.50.31.08 Repair&Maintenance Supplies 0 20 164 6,000 6,000 6,000 6,000 6,000 0 0 0 043.558.50.31.10 Vehicle Maintenance Supplies 0 0 32 0 0 0 0 0 0 0 0 043.558.50.32.01 Fuel 4,116 4,273 4,308 5,000 5,000 5,000 5,000 5,000 0 0 0 043.558.50.35.01 Small Tools&Minor Equipment 516 5,524 1,196 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.60.31.01 Office Supplies 3,447 4,350 4,451 4,800 4,800 4,800 4,800 4,800 0 0 0 043.558.60.31.02 Forms 0 0 0 0 0 0 0 0 0 0 0 043.558.60.31.03 Publications 23 0 0 600 600 600 600 600 0 0 0 043.558.60.31.05 Meeting Supplies 362 227 22 1,400 1,400 1,400 1,400 1,400 0 0 0 043.558.60.31.06 Safety Equipment 0 0 0 150 150 150 150 150 0 0 0 043.558.60.32.01 Fuel 0 0 15 0 0 0 0 0 0 0 0 043.558.60.35.01 Small Tools&Minor Equipment 1,573 1,408 1,261 2,000 2,000 2,000 2,000 2,000 0 0 0 13,479 25,894 16,162 44,200 44,200 44,200 44,200 44,200 0 0 0 Other Services&Charges 043.524.50.42.01 Postage 0 0 0 0 300 300 300 300 0 0 0 043.524.60.42.03 Cell Phones 1,036 984 918 1,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.43.01 Travel/Mileage 1,101 1,469 630 2,000 2,000 2,000 2,000 2,000 0 0 0 043.524.60.45.07 Interfund Vehicle Lease 0 0 0 2,500 2,500 2,500 2,500 2,500 0 0 0 043.524.60.48.01 Equipment Repair and Maintenance 326 65 1,498 1,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.49.02 Memberships 90 40 0 200 200 200 200 200 0 0 0 043.524.60.49.04 Registrations 255 265 0 700 700 700 700 700 0 0 0 043.524.60.49.08 Code Enforcement Abatement 5,132 3,265 6,762 10,000 10,000 10,000 10,000 10,000 0 0 0 043.558.50.41.01 Credit Card&Bankcard Fees 17,846 30,336 30,668 16,000 35,000 35,000 35,000 35,000 0 0 0 043.558.50.41.03 Spokane County GIS 1,782 1,261 0 2,000 2,000 2,000 2,000 2,000 0 0 0 043.558.50.41.05 Professional Services 5,419 781 3,001 3,500 3,500 3,500 3,500 3,500 0 0 0 043.558.50.42.01 Postage 277 425 318 1,000 1,000 1,000 1,000 1,000 0 0 0 043.558.50.42.03 Cell Phones 5,286 5,428 5,766 5,800 5,800 5,800 5,800 5,800 0 0 0 043.558.50.43.01 Travel/Mileage 2,078 2,098 1,092 4,800 4,800 4,800 4,800 4,800 0 0 0 043.558.50.45.03 Equipment Rental 64 0 0 0 0 0 0 0 0 0 0 Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Building\Building and Planning budget worksheet 2019.xlsx 001 General Fund 040 Community and Public Works Budget Reduction Exercise 043 Building and Planning (Does not reflect recommended course of action) Employee Count-20 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Budget-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction 043.558.50.45.07 Interfund Vehicle Lease 8,400 5,500 8,000 11,500 11,500 11,500 11,500 11,500 0 0 0 043.558.50.48.01 Equipment Repair&Maintenance 2,328 1,503 1,030 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.50.48.02 Copier Maintenance 6,015 5,673 5,458 6,000 6,000 6,000 6,000 6,000 0 0 0 043.558.50.48.03 Software Licenses&Maintenance 7,887 7,483 7,483 17,000 17,000 17,000 17,000 17,000 0 0 0 043.558.50.49.01 Subscriptions 99 99 99 100 100 100 100 100 0 0 0 043.558.50.49.02 Memberships 1,012 752 1,542 1,600 1,600 1,600 1,600 1,600 0 0 0 043.558.50.49.04 Registrations 1,289 2,700 1,449 2,800 2,800 2,800 2,800 2,800 0 0 0 043.558.50.49.05 Filing&Recording Fees 0 0 0 0 0 0 0 0 0 0 0 043.558.50.49.06 Miscellaneous Services 330 613 202 1,500 1,500 1,500 1,500 1,500 0 0 0 043.558.60.41.01 Merchant Charges(Bank Fees) 21 0 0 0 0 0 0 0 0 0 0 043.558.60.41.03 Spokane County GIS 109,893 95,505 92,974 141,000 82,000 82,000 82,000 82,000 0 0 0 043.558.60.41.05 Professional Services 23,452 49,865 21,438 40,000 40,000 40,000 40,000 40,000 0 0 0 043.558.60.41.17 Advertising 1,593 0 0 0 0 0 0 0 0 0 0 043.558.60.41.18 Legal Notices 8,047 11,852 20,954 8,000 8,000 8,000 8,000 8,000 0 0 0 043.558.60.42.01 Postage 183 16 0 5,000 5,000 5,000 5,000 5,000 0 0 0 043.558.60.42.03 Cell Phones 480 736 80 0 0 0 0 0 0 0 0 043.558.60.43.01 Travel/Mileage 528 616 516 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.60.48.01 Equipment Repair and Maintenance 714 0 0 0 0 0 0 0 0 0 0 043.558.60.48.02 Copier Maintenance 1,038 1,106 1,074 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.60.48.03 Software Licenses&Maintenance 15,366 20,195 16,163 20,000 20,000 20,000 20,000 20,000 0 0 0 043.558.60.49.01 Subscriptions 120 0 120 400 400 400 400 400 0 0 0 043.558.60.49.02 Memberships 3,954 2,917 3,150 2,100 2,100 2,100 2,100 2,100 0 0 0 043.558.60.49.03 Printing&Binding 0 0 305 500 500 500 500 500 0 0 0 043.558.60.49.04 Registrations 1,733 3,476 1,285 2,000 2,000 2,000 2,000 2,000 0 0 0 043.558.60.49.05 Filing&Recording Fees 6,151 8,655 6,943 6,000 6,000 6,000 6,000 6,000 0 0 0 241,325 265,679 240,918 325,000 285,300 285,300 285,300 285,300 0 0 0 Intergovernmental Services 043.558.60.51.01 Spokane County Contracts(HEX) 12,639 21,662 39,546 20,000 25,000 25,000 25,000 25,000 0 0 0 12,639 21,662 39,546 20,000 25,000 25,000 25,000 25,000 0 0 0 Total Building and Planning 2,090,602 2,214,063 1,797,268 2,209,559 2,245,502 2,173,885 2,116,474 2,039,812 (71,617) (129,028) (205,690) Amended Amount Total budget increase= 1.63% (3.19%) (5.75%) (9.16%) Combined nonpayroll increase= (8.92%) 043.524.60=Code Enforcement 043.558.50=Building 043.558.60=Planning (1) 2019 FTE count increased by 1.0(from 19.0 to 20.0)as a result of moving: •2.0 Office Assistants from DCM to Building budget. • 1.0 Senior Plans Examiner vacant position repurposed to Engineering budget during 2018 Budget Amendment. Page 2 of 2 General Fund 2019 Community and Public Works Proposed Building and Planning Division Budget 001.040.043 043.524.60.10.00 Wages 53,532 - 1) Code Enforcement Officer 043.524.60.20.00 Payroll Taxes and Benefits 21,997 043.558.50.10.00 Wages 953,028 - 1)Building Official, 1)Asst. Building Official, 1) Sr. Plans Examiner, 1)Plans Examiner, 1)Permit Center Coordinator, 1)Administrative Assistant, 1)Planner, 1)Engineering Technician, 2)Permit Facilitators, 3)Building Inspectors, 2) Office Assistants 043.558.50.10.99 Overtime 8,000 - Planning Commission Meetings 043.558.50.20.00 Payroll Taxes and Benefits 473,099 043.558.60.10.00 Wages 251,845 - 1) Sr. Planner, 2)Planners 043.558.60.20.00 Payroll Taxes and Benefits 100,303 043.524.60.31.06 Safety Equipment 500 - safety equipment for Code Enforcement Officer:safety vest, hard hat, safety glasses, breathing equipment 043.524.60.31.08 Repair& Maintenance Supplies 4,500 - 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 1,000 - Code Enforcement Truck 043.524.60.35.01 Small Tools & Minor Equipment 500 - Allows for the purchase and replacement tools such as: camera, staplers, hammer, chair, labeler, 043.558.50.31.01 Office & Operating Supplies 3,950 - Pens,pencils, notebooks, file folders, classifications folders, labels, calendars, large envelopes, batteries,post cards, posting backing boards, stakes for posting,post-it-notes, zip ties, staples, tape, batteries, highlighters, binder clips, steno pads,phone message pads, notebook dividers, markers, desk cleaner, hand sanitizer, colored paper, flip charts, copy paper ($950) 043.558.50.31.02 Forms 600 - inspection tags, target dated forms. 043.558.50.31.03 Publications 9,000 - Code books and update publications for 10 employees 043.558.50.31.06 Safety Equipment 1,200 - safety vests, safety glasses, hard hats, flashlights, safety kits for the vehicles,yellow caution tape, dust masks, water jugs for vehicles 043.558.50.31.08 Repair& Maintenance Supplies 6,000 - 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. 043.558.50.32.01 Fuel 5,000 - Fuel for three building inspectors vehicles, two pool vehicles 043.558.50.35.01 Small Tools & Minor Equipment 3,000 - chairs, stand-up desks, labelers, scanners, tape measures, staplers 043.558.60.31.01 Office Supplies 4,800 - 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) 043.558.60.31.03 Publications 600 - New Urban News 200 - Spokane County Real Estate Forum 100 - Planning Review 300 043.558.60.31.05 Meeting Supplies 1,400 - Planning Commission Meetings 500 - Developer Forums 900 043.558.60.31.06 Safety Equipment 150 - hard hats, safety vests, 043.558.60.35.01 Small Tools & Minor Equipment 2,000 - Chairs, Stand-up desks, staplers, desk scanners, label printers 043.524.60.42.03 Cell Phones 1,000 - Cell phone and wi-fi charges for Code Enforcement Officer 043.524.60.43.01 Travel/Mileage 2,000 - Code Enforcement Officers Semi-annual meeting 2 @$1000 043.524.60.48.01 Equipment Repair and Maintenance 1,000 - Repairs to the Code Enforcement officer's vehicle which must be taken to an outside repair facility 043.524.60.49.02 Memberships 200 - Washington State Code Enforcement Officers Association 125 - Washington State Fire Marshalls Association 75 043.524.60.49.04 Registrations 700 - Code Enforcement Officers Semi-annual meeting 043.524.60.49.08 Code Enforcement Abatement 10,000 - this amount could possibly cover 1 abatement per year. 043.558.50.41.01 Credit Card & Bankcard Fees 35,000 - Credit card fees charged by banks-cannot calculate the amount, varies by bank, by card, by charge, by bank holder state. Finance has not charged the CC fees however have said they will be doing so. 043.558.50.41.03 Spokane County GIS 2,000 - 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. 043.558.50.41.05 Professional Services 3,500 - 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. 043.558.50.42.01 Postage 1,000 - Covers all required and necessary mailed correspondence, certified mail 043.558.50.42.03 Cell Phones 5,800 - 6 cell phones and tablets Wi-Fi connections 043.558.50.43.01 Travel/Mileage 4,800 - WABO-four in-state technical/professional meetings;one 1,600 person each meeting, two-day meeting - NORFMA floodplain conference 750 - WSAPT Meetings-two in-state technical/professional 800 meetings;one person each meeting;one-day meeting - Inland Empire APA conference 400 - Certifications-one per year 800 - Certification Renewals-one per year 450 043.558.50.45.07 Interfund Vehicle Lease 11,500 043.558.50.48.01 Equipment Repair& Maintenance 3,000 - 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 6,000 - actual charges to repair copier,plotters, desk printers 043.558.50.48.03 Software Licenses & Maintenance 17,000 - Adobe license 2,000 - SMARTGov 15,000 043.558.50.49.01 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 2,800 - WABO-four in-state technical/professional meetings;one 1,000 person each meeting, two-day meeting - Inland Empire APA conference eng tech 200 - AICP Certification 500 - NORFMA Conference 500 - State Building Code Council meetings-four-eight per year 300 state code development;one-day meeting;no travel or meal - Planner attend APA Conference 300 043.558.50.49.06 Miscellaneous Services 1,500 - rug service for Permit Center, shredding 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 8,000 - The City has a statutory requirement to notice certain land actions,public hearings, and other city actions and meetings 043.558.60.42.01 Postage 5,000 - Postage for department mailings 043.558.60.43.01 Travel/Mileage 3,000 - State APA Conference 500 - Inland Empire APA conference 800 - Shoreline Conference 200 - WA State Planning Managers Conference 300 - Spokane River Forum 200 - Misc travel for PTAC, SCEO, Site Selector and other local 1,000 043.558.60.48.02 Copier Maintenance 3,000 - actual charges to repair copier,plotters, desk printers 043.558.60.48.03 Software Licenses & Maintenance 20,000 - SMARTGov 15,000 - Adobe License 2,500 - Sign Calculator 2,500 043.558.60.49.01 Subscriptions 400 - Planning Law Review 043.558.60.49.02 Memberships 2,100 - American Planning Association/AICP x 3 1,100 - Planning Association of Washington 500 - APA=planning commission 500 043.558.60.49.03 Printing & Binding 500 - printing informational brochures and flyers 043.558.60.49.04 Registrations 2,000 - Inland Empire Section-APA x 3 500 - State American Planning Association Conference 500 - Shoreline Conference 200 - Spokane River Forum 300 - APA Certification credits-seminars 500 043.558.60.49.05 Filing & Recording Fees 6,000 - 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 043.558.60.51.01 Spokane County Contracts (HEX) 25,000 - Hearing Examiner Contract Total: 2,245,502 P:\1.General Governance\Budget\2019 Budget\Engineering\Engineering budget worksheet 2019.xlsx Tab#11-Community&Public Works-Engineering 001 General Fund 040 Community and Public Works 041 Engineering Employee Count-27.625 FTEs Budget Reduction Exercise General Fund=12.5 FTEs Street Fund=6.225 FTEs (Does not reflect recommended course of action) Capital Projects=5 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Stormwater Fund=3.9 FTEs Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 041.543.10.10.00 Wages 513,667 475,917 471,931 614,556 682,305 645,333 616,161 577,599 (36,972) (66,144) (104,706) 041.543.10.10.99 Overtime 644 684 431 700 750 750 750 750 0 0 0 041.543.10.20.00 Payroll Taxes and Benefits 170,355 183,784 185,939 273,703_ 301,146 280,279 262,085 249,214 (20,867) (39,061) (51,932) 041.558.50.10.00 Wages 453,968 472,366 350,971 406,472 353,314 353,314 353,314 353,314 0 0 0 041.558.50.10.99 Overtime 19,427 18,935 18,721 7,000 7,000 7,000 7,000 7,000 0 0 0 041.558.50.20.00 Payroll Taxes and Benefits 182,247 198,265 148,100 178,474 157,898 157,898 157,898 157,898 0 0 0 1,340,308 1,349,951 1,176,093 1,480,905 1,502,413 (1) 1,444,574 1,397,208 1,345,775 (57,839) (105,205) (156,638) Supplies 041.543.10.31.01 Office Supplies 5,957 3,955 5,430 6,650 7,000 7,000 7,000 7,000 0 0 0 041.543.10.31.03 Publications 72 436 0 300 700 700 700 700 0 0 0 041.543.10.31.05 Meeting Supplies 200 200 200 200 0 0 0 041.543.10.31.06 Safety Equipment 721 77 816 1,000 1,000 1,000 1,000 1,000 0 0 0 041.543.10.31.08 Repair&Maintenance Supplies 25 186 0 1,500 500 500 500 500 0 0 0 041.543.10.31.10 Vehicle Maintenance Supplies 0 0 27 0 0 0 0 0 0 0 0 041.543.10.32.01 Fuel 1,909 2,499 2,287 5,000 4,000 4,000 4,000 4,000 0 0 0 041.543.10.35.01 Small Tools&Minor Equipment 2,465 2,056 1,392 2,500 2,500 2,500 2,500 2,500 0 0 0 041.543.10.36.02 Non Capital PC software/Hardware 0 0 2,517 0 0 0 0 0 0 0 0 041.558.50.31.01 Office Supplies 2,654 1,516 2,245 3,100 3,100 lim 3,100 3,100 3,100 0 0 0 041.558.50.31.03 Publications 0 0 136 400 400 400 400 400 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 58 11 121 100 500500 500 500 0 0 0 041.558.50.31.08 Repair&Maintenance Supplies 0 0 0 1,000 1,000 1,000 1,000 1,000 0 0 0 041.558.50.31.10 Vehicle Maintenance Supplies 0 0 12 0 0 0 0 0 0 0 0 041.558.50.32.01 Fuel 3,479 3,073 4,023 5,000 5,000 5,000 5,000 5,000 0 0 0 041.558.50.35.01 Small Tools&Minor Equipment 170 1,873 550 1,000 1,000 1,000 1,000 1,000 0 0 0 17,510 15,682 19,556 27,750 27,100 27,100 27,100 27,100 0 0 0 Other Services&Charges 041.543.10.41.02 Engineering&Architectural 0 17,990 200 8,000 8,000 8,000 8,000 8,000 0 0 0 041.543.10.41.03 Spokane County GIS 10,718 20,914 18,541 7,000 43,500 43,500 43,500 43,500 0 0 0 041.543.10.41.05 Professional Services 0 14,059 23,042 0 0 0 0 0 0 0 0 041.543.10.41.17 Advertising 0 0 840 0 0 0 0 0 0 0 0 041.543.10.41.18 Legal Notices 1,284 0 0 100 0 0 0 0 0 0 0 041.543.10.42.01 Postage 418 422 504 600 800 800 800 800 0 0 0 041.543.10.42.03 Cell Phones 3,364 5,041 5,512 4,200 5,483 5,483 5,483 5,483 0 0 0 041.543.10.43.01 Travel/Mileage 5,663 3,507 1,854 7,600 7,000 7,000 7,000 7,000 0 0 0 041.543.10.45.07 Interfund Vehicle Lease 3,900 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 313 695 1,858 1,500 5,000 5,000 5,000 5,000 0 0 0 041.543.10.48.02 Copier Maintenance 3,301 3,950 3,935 4,400 4,500 4,500 4,500 4,500 0 0 0 041.543.10.48.03 Software Licenses&Maintenance 10,772 22,016 13,958 16,200 17,200 17,200 17,200 17,200 0 0 0 041.543.10.49.01 Subscriptions 40 0 150 0 0 0 0 0 0 0 0 041.543.10.49.02 Memberships/Professional Licenses 1,100 1,206 1,380 2,000 2,100 2,100 2,100 2,100 0 0 0 041.543.10.49.03 Printing&Binding 191 0 0 0 0 0 0 0 0 0 0 041.543.10.49.04 Registrations 1,605 6,825 10,243 9,200 6,000 6,000 6,000 6,000 0 0 0 041.543.10.49.05 Filing&Recording Fees 10 30 162 0 0 0 0 0 0 0 0 Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Engineering\Engineering budget worksheet 2019.xlsx 001 General Fund 040 Community and Public Works 041 Engineering Employee Count-27.625 FTEs Budget Reduction Exercise General Fund=12.5 FTEs Street Fund=6.225 FTEs (Does not reflect recommended course of action) Capital Projects=5 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Stormwater Fund=3.9 FTEs Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction 041.543.10.49.06 Miscellaneous Services 234 78 0 0 0 0 0 0 0 0 0 041.558.50.41.03 Spokane County GIS 16,233 14,347 11,585 4,400 28,000 28,000 28,000 28,000 0 0 0 041.558.50.41.05 Professional Services 28,815 18,663 27,665 30,000 30,000 30,000 30,000 30,000 0 0 0 041.558.50.41.18 Legal Notices 0 0 0 200 0 0 0 0 0 0 0 041.558.50.42.01 Postage 3,205 3,358 3,708 3,400 3,500 3,500 3,500 3,500 0 0 0 041.558.50.42.03 Cell Phones 2,894 1,620 1,716 1,860 2,281 2,281 2,281 2,281 0 0 0 041.558.50.43.01 Travel/Mileage 36 112 355 1,700 1,500 1,500 1,500 1,500 0 0 0 041.558.50.45.07 Interfund Vehicle Lease 0 10,500 11,000 3,000 3,000 3,000 3,000 3,000 0 0 0 041.558.50.48.01 Equipment Repair&Maintenance 1,109 897 3,133 1,000 2,500 2,500 2,500 2,500 0 0 0 041.558.50.48.02 Copier Maintenance 519 553 537 1,000 1,000 1,000 1,000 1,000 0 0 0 041.558.50.48.03 Software Licenses&Maintenance 9,940 9,993 8,998 3,000 3,500 lim 3,500 3,500 3,500 0 0 0 041.558.50.49.02 Memberships/Professional Licenses 1,557 1,137 961 1,000 900 900 900 900 0 0 0 041.558.50.49.04 Registrations 1,485 539 1,863 2,800 3,750 3,750 3,750 3,750 0 0 0 041.558.50.49.05 Filing&Recording Fees 143 0 74 250 0 0 0 0 0 0 0 108,849 164,452 159,774 120,410 185,514 185,514 185,514 185,514 0 0 0 Total Recurring Expenditures 1,466,667 1,530,085 1,355,423 1,629,065 1,715,027 1,657,188 1,609,822 1,558,389 (57,839) (105,205) (156,638) Total budget increase= 5.28% (3.37%) (6.13%) (9.13%) q Combined nonpayroll increase= 43.50% Nonrecurring Items 099.543.10.31.01 Nonrecurring Supplies 0 0 0 0 0 0 0 0 0 0 0 158.558.60.41.05 Professional Services 0 0 0 0 0 0 0 0 0 0 0 055.595.61.63.00 Capital Construction 10,600 0 0 0 0 0 0 0 0 0 0 Total Nonrecurring 10,600 0 0 0 0 0 0 0 0 0 0 Total Engineering 1,477,267 1,530,085 1,355,423 1,629,065 1,715,027 1,657,188 1,609,822 1,558,389 (57,839) (105,205) (156,638) emended AmouTI 041.543.10=General Engineering 041.558.50=Development Engineering (1) 2019 FTE count increased by 1.0(from 26.625 to 27.625)as a result of moving: • 1.0 Senior Plans Examiner vacant position repurposed from Building budget during 2018 Budget Amendment. Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Engineering\Engineering budget worksheet 2019.xlsx General Fund _ 2019 Community and Public Works Proposed Engineering Division Budget 001.040.041. 041.543.10.10.00 Wages 682,305 - 8.25 FTEs 041.543.10.10.99 Overtime 750 041.543.10.20.00 Payroll Taxes and Benefits I 301,146 - FICA, Medicare, L&l, PERS 041.558.50.10.00 Wages 353,314 - 4.25 FTEs 041.543.10.31.01 Overtime 7,000 041.558.50.20.00 Payroll Taxes and Benefits 157,898 041.543.10.31.01 Office Supplies 7,000 - standard office supplies, copy paper 75% CIP/25%Devl, unless larger item specific 041.543.10.31.03 Publications 700 - Specs, Standards - WSDOT Spec books-every odd year $55/ea 041.543.10.31.05 Meeting Supplies 200 041.543.10.31.06 Safety Equipment 1,000 - This includes all safety supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. 041.543.10.31.08 Repair& Maintenance 500 - Equipment 041.543.10.32.01 Fuel 4,000 - For 4.5 vehicles 041.543.10.35.01 Small Tools & Minor Equipment 2,500 - This includes tape measures, surveying equipment, _ levels, and other misc. devices that would be used to _ inspect contractors'work. 041.558.50.31.01 Office Supplies 3,100 - standard office supplies, copy paper 75% CIP/25%Devl, unless larger item specific 041.558.50.31.03 Publications I 400 - Specs, Standards - WSDOT Spec books-every odd year $55/ea �- 041.558.50.31.05 Meeting Supplies 200 - Developer's Forums 041.558.50.31.06 Safety Equipment 500 - Hard hats, vests, caution tape,paint 041.558.50.31.08 Repair& Maintenance Supplies 1,000 Page 1 of 3 P:\1. General Governance\Budget\2019 Budget\Engineering\Engineering budget worksheet 2019.xlsx General Fund 2019 Community and Public Works Proposed Engineering Division Budget 001.040.041. 041.558.50.35.01 Fuel 5,000 - For 2.0 vehicles 041.558.50.35.01 Small Tools & Minor Equipment I 1,000 - Tape measures, extra long levels, staplers(construction grade for notices 041.543.10.41.02 Engineering &Architectural 8,000 - Pre-design work/Project not assigned 041.543.10.41.03 Spokane County GIS 43,500 Invoice from Spokane Co Info Systems - GIS Application Services 39,000 - ESRI Licenses Fee 4,500 /based on#users 041.543.10.42.01 Postage 800 - Covers all required and necessary mailed correspondence 041.543.10.42.03 Cell Phones 5,483 - (7)Phones @ 36.68/mo each 3,082 - (5)Ipads or Surface Pro's @ 40.01/mo each 2,401 041.543.10.43.01 Travel/Mileage _ 7,000 - Car Rental - Flights - Lodging&Meals - Training/travel expenses 041.543.10.45.07 Vehicle Replacement Fund 6,000 041.543.10.48.01 Equipment Repair& Maintenance 5,000 - Fleet Repairs 4.5 vehicles 041.543.10.48.02 Copier Maintenance 4,500 - Upkeep on copier/Plotter, 75% CIP/25%Devl 041.543.10.48.03 Software Licenses & Maintenance 17,200 - Transoft Solutions:Autoturn map - 850 - Bentley Systems: Culvert, Flow Master, Pond Pack 700 - Equip Watch:Estimator Package - 3,600 - AutoCad Subscription:3 Stand Alone, 3 Multi User 8,800 - Blue Beam-Plan mark up-annual renewal fee 3 150 - Online search for county easements 100 - Support Renewals. - 3,000 041.543.10.49.02 Membership& Professional Licenses 3_ 2,100 - Professional Engineer($120/ea) _ 360 - American Public Works Association(3 x$210) 630 - WTS International 100 - Various - 1,010 041.543.10.49.04 Registrations 6,000 - Class Registration, Webinar fees& Training 8 staff @$750 Page 2 of 3 P:\1. General Governance\Budget\2019 Budget\Engineering\Engineering budget worksheet 2019.xlsx General Fund 2019 Community and Public Works Proposed Engineering Division Budget 001.040.041. 041.558.50.41.03 Spokane County GIS 28,000 Invoice from Spokane Co Info Systems - GIS Application Services 25,000 _ - ESRI Licenses Fee 3,000 /based on#users 041.558.50.41.05 Professional Services 30,000 - Survey Contract 041.558.50.42.01 Postage 3,500 - Covers all required and necessary mailed correspondence ! 041.558.50.42.03 Cell Phones 2,281 - (3)Phones: @ 36.68/mo each _ 1,321 - (2) (pads or Surface Pro's-40.01 each/month 960 041.558.50.43.01 Travel/ Mileage _ 1,500 - Car Rental _ - Flights _ - Lodging& Meals _ - Training/travel expenses 041.558.50.45.07 Interfund Vehicle Lease 3,000 041.558.50.48.01 Equipment Repair& Maintenance I 2,500 - Fleet Repairs 2.0 vehicles 041.558.50.48.02 Copier Maintenance I 1,000 - Upkeep on copier/Plotter, 75% CIP/25%Devl 041.558.50.48.03 Software Licenses & Maintenance i 3,500 - Autocad Subscription: 1 Multi User 1,500 - FEMA floodplain software upgrade-FLO 2D 2,000 041.558.50.49.02 Membership/ Professional Licenses 900 - Professional Engineer($120/ea) 120 - American Society of Civil Engineers (ASCE) 270 - Association of State Floodplain Managers (ASFPM) 100 - Various 410 041.558.50.49.04 Registrations 3,750 - 5 staff @$750 Total: 1,715,027 Page 3 of 3 P:\1.General Governance\Budget\2019 Budget\Economic Development\Economic Development budget worksheet 2019.xlsx Tab#12-Community&Public Works-Economic Development 001 General Fund 040 Community and Public Works Budget Reduction Exercise 042 Economic Development (Does not reflect recommended course of action) Employee Count-6.375 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Budget-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction WageslPavroll Taxes/Benefits 042.558.70.10.00 Wages 171,979 212,368 315,410 465,474 489,664 489,664 489,664 489,664 0 0 0 042.558.70.10.01 Intern-Wages 0 0 0 11,659 12,171 0 0 0 (12,171) (12,171) (12,171) 042.558.70.10.99 Overtime 0 0 0 0 0 0 0 0 0 0 0 042.558.70.20.00 Payroll Taxes and Benefits 62,987 79,513 123,775 201,762 203,631 203,631 203,631 203,631 0 0 0 042.558.70.20.01 Intern-Payroll Taxes and Benefits 0 0 0 957 1,014 0 0 0 (1,014) (1,014) (1,014) 234,966 291,881 439,185 679,852 706,480 693,295 693,295 693,295 (13,185) (13,185) (13,185) Supplies 042.558.70.31.01 Office&Operating Supplies 0 0 1,426 400 400 400 400 400 0 0 0 042.558.70.31.03 Publications 6 160 26 600 600 600 600 600 0 0 0 042.558.70.31.05 Meeting Supplies 0 15 65 500 500 500 500 500 0 0 0 042.558.70.35.01 Small Tools&Minor Equipment 0 790 0 1,000 1,500 1,500 1,500 1,500 0 0 0 6 965 1,517 2,500 3,000 3,000 3,000 3,000 0 0 0 Other Services&Charges 042.558.70.41.05 Professional Services 0 36,454 8,655 18,000 24,850 24,850 24,850 24,850 0 0 0 042.558.70.41.07 Contracted Economic Development 0 0 41,445 43,000 40,000 40,000 40,000 40,000 0 0 0 042.558.70.41.17 City Economic Development 0 149,947 162,652 200,000 200,000 181,700 150,300 118,900 (18,300) (49,700) (81,100) 042.558.70.41.18 Legal Notices 0 617 297 0 0 0 0 0 0 0 0 042.558.70.42.03 Cell Phones 0 0 80 540 540 540 540 540 0 0 0 042.558.70.43.01 Travel/Mileage 346 190 73 5,100 5,100 5,100 5,100 5,100 0 0 0 042.558.70.48.03 Software Licenses&Maintenance 0 875 8,329 13,000 13,000 13,000 13,000 13,000 0 0 0 042.558.70.49.02 Subscriptions 0 0 5,329 1,050 1,050 1,050 1,050 1,050 0 0 0 042.558.70.49.04 Memberships 665 2,377 2,049 3,400 3,400 3,400 3,400 3,400 0 0 0 042.558.70.49.07 Registrations 2,919 1,156 2,344 4,200 4,200 4,200 4,200 4,200 0 0 0 042.558.70.49.10 Public Information 0 0 0 0 46,200 46,200 46,200 46,200 0 0 0 3,930 191,616 231,253 288,290 338,340 320,040 288,640 257,240 (18,300) (49,700) (81,100) Total Recurring Expenditures 238,902 484,462 671,955 970,642 1,047,820 1,016,335 984,935 953,535 (31,485) (62,885) (94,285) Total budget increase= 7.95% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase= 17.38% Nonrecurring items 099.558.70.41.05 Retail Recruitment Contract 0 0 0 50,000 0 0 0 0 0 0 0 Total Economic Development 238,902 484,462 671,955 1,020,642 1,047,820 1,016,335 984,935 953,535 (31,485) (62,885) (94,285) P:\1. General Governance\Budget\2019 Budget\Economic Development\Economic Development budget worksheet 2019.xlsx General Fund 2019 Community and Public Works Proposed Economic Development Division Budget 001.040.042 042.558.70.10.00 Wages 489,664 042.558.70.10.01 Intern -Wages 12,171 042.558.70.20.00 Payroll Taxes and Benefits 203,631 - FICA, Medicare, L&I, PERS 042.558.70.20.01 Intern - Payroll Taxes and Benefits 1,014 042.558.70.31.01 Office &Operating Supplies 400 - Copy costs and materials for brochures 300 - Copy paper 100 042.558.70.31.03 Publications 600 - American Society Civil Engineers 150 - Economic Development solutions publications 450 042.558.70.31.05 Meeting Supplies 500 - Regional Partner meetings 250 - Business community meetings 250 042.558.70.35.01 Small Tools & Minor Equipment 1,500 042.558.70.42.03 Cell Phones 540 042.558.70.41.05 Professional Services 24,850 - Special Council for Economic Development services 042.558.70.41.0X Contracted Economic Development 40,000 042.558.70.41.17 City Economic Development 200,000 - Implementation of our strategic marketing plan includes website content development and support for the economic development website and development of targeted marketing materials for industry recruitment. 042.558.70.43.01 Travel/Mileage 5,100 - Washington State Dept of Commerce Economic Development seminars 1,100 - Inland Northwest Partners 900 - Inland Empire APA regional conference 1,100 - International Economic Development Council(IED C) 700 - GSI, Visit Spokane and other regional partner meetings 700 - Gas$300+Hotel$200+$100 Food 600 042.558.70.48.03 Software Licenses & Maintenance 13,000 - eCivis, COSTAR, &Adobe Suite 042.558.70.49.02 Subscriptions 1,050 - National Association of Development Organization 200 - Strong Towns 300 - Journal of Business 200 - International Council of Shopping Centers 300 - Spokesman Review-Online 50 Page 1 of 2 P:\1. General Governance\Budget\2019 Budget\Economic Development\Economic Development budget worksheet 2019.xlsx General Fund 2019 Community and Public Works Proposed Economic Development Division Budget 001.040.042 042.558.70.49.04 Memberships 3,400 - American Association of Civil Engineers(ASCE) 400 - International Economic Development Council(IED C) 500 - American Planning Association;American Institute of Certified Planners(AICP) 800 Washington Economic Development Association (WEDA) 800 - International Council of Shopping Centers(ICSC) 400 - 3CMA 500 042.558.70.49.07 Registrations 4,200 - Washington State Dept of Commerce Economic Development seminars 900 International Council of Shopping Centers(ICSC)conference 700 - International Economic Development Council(IED C) 700 - Inland Northwest Partners 500 - GSI, Visit Spokane and other regional partner meetings 1,000 - 3CMA 400 042.558.70.49.10 Public Information 46,200 Hot Topic — 4 Hot Topic newsletters mailed($11,000 x 4) 44,000 State of the City 350 invitation postcards printing 200 300 invitation postcards postage 100 Rental chairs 400 Advertising 500 1,200 City Hall at the Mall Mall fee($500 each City& CenterPlace) 1,000 1,000 Total: 1,047,820 Page 2 of 2 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx Tab#13-Parks&Recreation 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 000 Admin Division (Does not reflect recommended course of action) Employee Count-2 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 000.576.80.10.00 Wages 172,536 176,976 182,718 189,206 195,939 195,939 195,939 195,939 0 0 0 000.576.80.10.01 Temp/Seasonal-Wages 4,184 4,121 5,795 7,287 7,604 7,604 7,604 7,604 0 0 0 000.576.80.10.99 Overtime 282 404 428 0 0 0 0 0 0 0 0 000.576.80.20.00 Payroll Taxes and Benefits 53,086 50,752 52,952 57,031 60,219 60,219 60,219 60,219 0 0 0 000.576.80.20.01 Temp/Seasonal-PR Tax&Benefits 306 636 870 609 645 645 645 645 0 0 0 230,394 232,889 242,763 254,133 264,407 264,407 264,407 264,407 0 0 0 Supplies 000.576.80.31.01 Office&Operating Supplies 357 1,071 476 1,950 1,600 1,600 1,000 1,000 0 (600) (600) 000.576.80.31.06 Safety Equipment 35 161 0 0 0 Pm 0 0 0 0 0 0 000.576.80.31.07 Clothing&Uniforms 51 0 0 150 150 150 150 150 0 0 0 000.576.80.31.08 Repair&Maintenance Supplies 159 168 0 1,000 0 0 0 0 0 0 0 000.576.80.31.10 Vehicle Maintenance Supplies 0 0 19 0 0 Om 0 0 0 0 0 0 000.576.80.32.01 Fuel 1,686 1,537 1,529 2,000 2,000 2,000 2,000 2,000 0 0 0 000.576.80.35.01 Small Tools&Minor Equipment 400 321 444 2,500 1,000 1,000 1,000 1,000 0 0 0 2,688 3,258 2,468 7,600 4,750 4,750 4,150 4,150 0 (600) (600) Other Services&Charges 000.576.80.41.03 Spokane County GIS 840 633 0 1,000 1,000 1,000 1,000 1,000 0 0 0 000.576.80.41.05 Professional Services 335 2,739 17,643 10,000 35,000 20,000 0 0 (15,000) (35,000) (35,000) 000.576.80.41.17 Advertising 400 543 400 0 0 0 0 0 0 0 0 000.576.80.41.18 Legal Notices 381 0 0 500 500 500 500 500 0 0 0 000.576.80.42.01 Postage 518 477 386 500 500 500 500 500 0 0 0 000.576.80.42.02 Telephone Services 554 593 609 600 600 600 600 600 0 0 0 000.576.80.43.01 Travel/Mileage 1,231 1,432 1,099 2,750 1,850 1,850 1,850 0 0 0 (1,850) 000.576.80.44.03 Taxes and Assessments 10,532 10,117 11,089 11,500 11,500 11,500 11,500 11,500 0 0 0 000.576.80.45.07 Interfund vehicle lease 7,000 1,500 6,000 6,000 6,000 6,000 6,000 6,000 0 0 0 000.576.80.48.01 Equipment Repair&Maintenance 3,431 247 495 00 0 0 0 0 0 0 000.576.80.48.02 Copier Maintenance 1,344 1,421 1,329 1,500 1,500 1,500 1,500 1,500 0 0 0 000.576.80.48.03 Software Licenses and Maint 0 0 0 1,000 1,000 1,000 1,000 1,000 0 0 0 000.576.80.49.01 Subscriptions 203 239 299 200 300 300 300 300 0 0 0 000.576.80.49.02 Memberships 1,040 1,165 1,165 1,000 1,200 Om 1,200 1,200 1,200 0 0 0 000.576.80.49.03 Printing&Binding 0 911 1,092 1,000 1,100 1,100 1,100 1,100 0 0 0 000.576.80.49.04 Conference Registrations 624 738 1,347 1,300 1,000 1,000 1,000 0 0 0 (1,000) 000.576.80.49.06 Miscellaneous Services 0 48 0 500 0 0 0 0 0 0 0 28,433 22,803 42,953 39,350 63,050 48,050 28,050 25,200 (15,000) (35,000) (37,850) Total Recurring P&RAdmin Division 261,515 258,950 288,184 301,083 332,207 317,207 296,607 293,757 (15,000) (35,600) (38,450) Total budget increase= 10.34% (4.52%) (10.72%) (11.57%) Combined nonpayroll increase= 44.41% Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx Nonrecurring Items 099.575.50.48.01 CenterPlace roof repairs 30,720 47,007 0 00 0 0 0 0 0 0 099.575.50.48.01 CenterPlace carpet replacement 0 0 16,061 0 0 0 0 0 0 0 0 099.576.20.XX.XX Pool-Update registers and software 5,591 14,749 0 0 0 0 0 0 0 0 0 099.576.80.41.05 Professional Services 41,898 0 0 0 0 0 0 0 0 0 0 099.576.80.45.03 Equipment Rental 450 0 0 0 0 0 0 0 0 0 0 099.594.76.63.06 Park Structures-Donation 0 22,195 28,322 0 0 0 0 0 0 0 0 099.594.76.63.06 Browns Park Water Lines 0 0 12,230 0 0 0 0 0 0 0 0 266.594.75.XX.XX CenterPlace AV Project 0 0 307,733 0 0 0 0 0 0 0 0 Total Nonrecurring P&RAdmin Divisi 78,659 83,951 364,346 0 0 0 0 0 0 0 0 Total P&RAdmin Division 340,174 342,901 652,530 301,083 332,207 317,207 296,607 293,757 (15,000) (35,600) (38,450) Total Recurring for All Divisions Admin 301,083 332,207 317,207 296,607 293,757 (15,000) (35,600) (38,450) Maint 893,700 893,500 893,500 892,000 889,500 0 (1,500) (4,000) Rec 260,574 241,762 241,762 235,042 230,842 0 (6,720) (10,920) Aquatics 492,900 491,153 449,653 408,153 325,153 (41,500) (83,000) (166,000) Senior 98,229 101,215 101,215 101,215 99,215 0 0 (2,000) CP 910,468 949,149 923,399 913,399 899,549 (25,750) (35,750) (49,600) 2,956,954 3,008,986 2,926,736 2,846,416 2,738,016 (82,250) (162,570) (270,970) 1.76% (2.73%) (5.40%) (9.01%) 2018 I I 2019 NonPayroll Admin 46,950 67,800 Maint 893,700 893,500 Rec 71,300 85,500 Aquatics 492,900 491,153 Senior 6,500 6,500 CP 406,969 414,604 1,918,319 1,959,057 Combined nonpayroll increase for all divisions= 2.12% Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 000 ADMINISTRATION DIVISION 000.576.80.10.00 Salaries &Wages 195,939 000.576.80.10.01 Temporary/Seasonal Wages 7,604 000.576.80.20.00 Payroll Taxes and Benefits 60,219 _ FICA, Medicare, L&I, PERS 000.576.80.20.01 Temporary/Seasonal Payroll Taxes and Benefits 645 000.576.80.31.01 Office &Operating Supplies 1,600 _ Items printed&mounted 112 _ Printer Cartridges:2@$86, 2@$58 288 _ Copy paper 900 _ Misc. Supplies: Post-It Notes, calendars, 300 labels,paper clips, binder clips, staples paper, letterhead,pens,pencils/leads, sheet protectors, binders, folders, etc. 000.576.80.31.07 Clothing & Uniforms 150 000.576.80.32.01 Fuel 2,000 _ Department vehicles-3 000.576.80.35.01 Small Tools & Minor Equipment 1,000 _ Misc. Equipment 000.576.80.41.03 Spokane County GIS 1,000 000.576.80.41.05 Professional Services 35,000 - Mirabeau Springs Pump System Consultant 15,000 _ Appleway Trail Themed Master Plan Consultant 20,000 000.576.80.41.18 Legal Notices 500 000.576.80.42.01 Postage 500 000.576.80.42.02 Telephone Services 600 _ Alarm monitoring at Mirabeau Meadows 000.576.80.43.01 Travel/Mileage 1,850 _ NRPA Conference-Baltimore 000.576.80.44.03 Taxes and Assessments 11,500 000.576.80.45.07 Interfund Vehicle Lease 6,000 000.576.80.48.02 Copier Maintenance 1,500 000.576.80.48.03 Software Licenses and Maintenance 1,000 000.576.80.49.01 Subscriptions 300 Page 1 of 11 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 000.576.80.49.02 Memberships 1,200 _ Director- WA Recreation and Parks Assoc(WRPA) _ Director-Natl'Recreation and Parks Assoc(NRPA) _ Administrative Staff 000.576.80.49.03 Printing & Binding 1,100 _ Brochures, flyers 000.576.80.49.04 Conference Registrations 1,000 _ Staff Training 400 _ NRPA Conference 600 Total 332,207 Page 2 of 11 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 300 Maintenance (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Supplies 300.576.80.31.08 Repair&Maintenance Supplies 1,046 4,830 1,625 5,000 2,500 2,500 2,500 0 0 0 (2,500) 300.576.80.35.01 Small Tools&Minor Equipment 2,398 8,979 0 2,500 1,500 1,500 0 0 0 (1,500) (1,500) 3,444 13,809 1,625 7,500 4,000 4,000 2,500 0 0 (1,500) (4,000) Other Services&Charges 300.576.80.41.05 Parks Maintenance Contract 764,124 759,988 774,288 816,500 816,500 816,500 816,500 816,500 0 0 0 099.576.80.41.05 Windstorm Clean-up 0 49,758 0 0 0 0 0 0 0 0 0 300.576.80.43.01 Travel/Mileage/Meals 0 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 11,266 13,662 14,490 14,000 15,000 15,000 15,000 15,000 0 0 0 300.576.80.47.02 Water 27,320 21,465 25,825 25,000 26,000 26,000 26,000 26,000 0 0 0 300.576.80.47.03 Sewer 5,992 6,017 6,021 7,000 7,000 7,000 7,000 7,000 0 0 0 300.576.80.48.01 Equipment Repair&Maintenance 0 1,865 0 0 0 0 0 0 0 0 300.576.80.49.06 Miscellaneous Services 1,938 0 4,484 0 5,000 5,000 5,000 5,000 0 0 0 300.594.76.41.02 Engineering&Architectural 0 3,360 0 3,700 0 0 0 0 0 0 0 830,640 876,115 845,108 886,200 889,500 889,500 889,500 889,500 0 0 0 Total Maintenance 834,084 889,924 846,733 893,700 893,500 893,500 892,000 889,500 0 (1,500) (4,000) Total budget increase= (0.02%) 0.00% (0.17%) (0.45%) Combined nonpayroll increase= (0.02%) P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund _ 2019 Parks & Recreation - Detail Proposed 001.076 Budget 300 MAINTENANCE DIVISION 300.576.80.31.08 Repair& Maintenance Supplies 2,500 _ Items not covered under maintenance contract 300.576.80.35.01 Small Tools & Minor Equipment 1,500 _ Items not covered under maintenance contract 300.576.80.41.05 Park Maintenance Services 816,500 _ Senske Contract that includes:mowing, watering, litter control, vegetation management, shelter& restroom maintenance, snow removal,play equipment repair, reservations, Centennial and Appleway trails, etc. 300.575.80.41.06 Centennial Trail Maintenance Fund 20,000 300.576.80.47.01 Electricity I 15,000 300.576.80.47.02 Water 26,000 300.576.80.47.03 Sewer 7,000 300.576.80.49.06 Miscellaneous Services I 5,000 _ Sullivan Park-water testing _ Honey Buckets-Mirabeau Trailhead _ Misc. Services Total 893,500 Page 3 of 11 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 301 Recreation (Does not reflect recommended course of action) Employee Count-1 FTE 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 301.571.10.10.00 Wages 63,658 65,365 30,819 68,712 51,660 51,660 51,660 51,660 0 0 0 301.571.10.20.00 Payroll Taxes and Benefits 33,275 34,185 10,857 39,095 27,356 27,356 27,356 27,356 0 0 0 301.571.20.10.01 Temp/Seasonal-Wages 58,783 50,311 46,289 71,653 67,653 67,653 60,933 60,933 0 (6,720) (6,720) 301.571.20.10.99 Overtime 118 57 47 200 200 200 200 200 0 0 0 301.571.20.20.01 Temp/Seasonal-PR Tax&Benefits 8,258 7,789 7,050 9,614 9,393 9,393 9,393 9,393 0 0 0 164,092 157,707 95,062 189,274 156,262 156,262 149,542 149,542 0 (6,720) (6,720) Supplies 301.571.20.31.01 Office&Operating Supplies 6,668 4,578 3,397 6,100 7,000 7,000 7,000 7,000 0 0 0 301.571.20.31.05 Meeting Supplies 0 0 122 0 0 0 0 0 0 0 0 301.571.20.31.06 Safety Equipment 229 244 183 450 450 450 450 450 0 0 0 301.571.20.31.07 Clothing&Uniforms 894 904 274 1,000 1,000 1,000 1,000 1,000 0 0 0 301.571.20.31.08 Repair&Maintenance Supplies 0 47 0 0 0 0 0 0 0 0 0 301.571.20.35.01 Small Tools&Minor Equipment 0 0 0 200 200 200 200 200 0 0 0 7,791 5,773 3,976 7,750 8,650 8,650 8,650 8,650 0 0 0 Other Services&Charges 301.571.10.49.01 Scholarship expense 272 448 525 500 500 500 500 500 0 0 0 301.571.10.49.23 Discount Expense 234 4,086 4,014 3,000 4,100 4,100 4,100 4,100 0 0 0 301.571.20.41.05 Professional Services 34,420 35,248 22,342 32,800 37,000 37,000 37,000 37,000 0 0 0 301.571.20.41.17 Advertising 1,232 400 400 1,300 750 750 750 750 0 0 0 301.571.20.42.01 Postage 253 986 591 900 900 900 900 900 0 0 0 301.571.20.42.03 Cell Phones 102 140 113 200 200 200 200 200 0 0 0 301.571.20.43.01 Travel/Mileage 1,733 725 0 250 2,850 2,850 2,850 0 0 0 (2,850) 301.571.20.48.02 Copier Maintenance 1,344 1,421 1,329 1,500 1,500 1,500 1,500 1,500 0 0 0 301.571.20.48.03 Software Licenses and Maintenance 0 0 0 400 0 0 0 0 0 0 0 301.571.20.49.02 Memberships 0 251 251 0 0 0 0 0 0 0 0 301.571.20.49.03 Printing and Binding 4,857 5,193 4,607 5,000 5,000 5,000 5,000 5,000 0 0 0 301.571.20.49.04 Conference Registrations 894 1,493 269 400 1,350 1,350 1,350 0 0 0 (1,350) 301.571.20.49.06 Miscellaneous Services 15,941 13,311 19,101 16,500 21,900 21,900 21,900 21,900 0 0 0 301.586.10.01.00 State Remittance-Leasehold Excise TE 770 8,350 0 800 0 0 0 0 0 0 0 301.589.30.01.00 Leasehold Excise Tax 0 0 770 0 800 800 800 800 0 0 0 62,052 72,052 54,312 63,550 76,850 76,850 76,850 72,650 0 0 (4,200) Total Recreation 233,935 235,532 153,350 260,574 241,762 241,762 235,042 230,842 0 (6,720) (10,920) Total budget increase= (7.22%) 0.00% (2.78%) (4.52%) Combined nonpayroll increase= 19.92% P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 301 RECREATION DIVISION 301.571.10.10.00 Salaries &Wages 51,660 301.571.10.20.00 Payroll Taxes and Benefits 27,356 _ FICA, Medicare, L&I, PERS 301.571.20.10.01 Temporary/Seasonal Wages 67,653 _ Recreation Interns 4,000 _ Rec. Temp Seasonal Staff 63,653 301.571.20.10.99 Overtime 200 _ Rec. Temp Seasonal Staff 301.571.20.20.01 Temporary/Seasonal Benefits 9,393 301.571.20.20.99 Employee Benefits OT 301.571.20.31.01 Office &Operating Supplies 7,000 _ Recreation Program Supplies 4,600 _ Summer Camp T-shirts 2,000 _ Rec. Coord. Office Supplies 200 _ Business Cards 200 301.571.20.31.06 Safety Equipment 450 _ First Aid Supplies 301.571.20.31.07 Clothing & Uniforms 1,000 _ Rec. Temp Seasonal Staff T-shirts 301.571.20.35.01 Small Tools & Minor Equipment 200 _ Miscellaneous program items 301.571.20.41.05 Professional Services 37,000 _ First Student Field Trip Transportation for Camps 8,000 _ Instructor/Presenter Fees 15,000 _ Summer Outdoor Movies Screen&License (3)* 11,000 _ Breakfast with Santa 3,000 301.571.20.41.17 Advertising 750 _ Brochure distribution through media outlet 500 _ Newspaper Advertisements 250 301.571.20.42.01 Postage 900 _ Rec guides, flyers, brochures, refunds, etc. 301.571.20.42.03 Cell Phones 200 301.571.20.43.01 Travel/Mileage 2,850 - NRPA Revenue Management School 1,850 - WPRA Annual Conference 1,000 Page 4 of 11 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 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 4,100 301.571.20.49.03 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 21,900 _ 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 485 301.589.30.01.00 Leasehold Excise Tax 800 _ For Western Dance Hall Total 241,762 Page 5 of 11 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 302 Aquatics (Does not reflect recommended course of action) 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Supplies 302.576.20.31.01 Office&Operating Supplies 351 804 42 800 500 500 500 500 0 0 0 302.576.20.31.02 Forms 0 55 0 0 0 0 0 0 0 0 0 302.576.20.35.01 Small Tools&Minor Equipment 0 658 0 2,500 1,500 1,500 1,500 1,500 0 0 0 351 1,517 42 3,300 2,000 2,000 2,000 2,000 0 0 0 Other Services&Charges 302.576.20.41.01 Merchant Charges(Bankcard Fees) 1,834 843 1,024 2,000 1,500 1,500 1,500 1,500 0 0 0 302.576.20.41.05 Professional Services 378,790 393,383 390,804 415,000 415,000 373,500 332,000 249,000 (41,500) (83,000) (166,000) 302.576.20.41.17 Advertising 674 0 294 500 500 500 500 500 0 0 0 302.576.20.42.02 Telephone Service 4,558 4,806 4,906 5,000 5,000 5,000 5,000 5,000 0 0 0 302.576.20.42.03 Cell Phones 0 991 1,240 0 0 0 0 0 0 0 0 302.576.20.44.03 Taxes and Assessments 6,284 2,626 3,479 6,000 5,000 5,000 5,000 5,000 0 0 0 302.576.20.47.01 Electricity 32,746 32,369 23,759 32,500 30,000 30,000 30,000 30,000 0 0 0 302.576.20.47.02 Water 9,331 13,054 11,841 13,500 13,500 13,500 13,500 13,500 0 0 0 302.576.20.47.03 Sewer 8,965 8,193 7,920 10,000 10,000 10,000 10,000 10,000 0 0 0 302.576.20.48.01 Equipment Repair&Maintenance 40,219 1,821 24,014 2,000 2,500 lim 2,500 2,500 2,500 0 0 0 302.576.20.49.03 Printing&Binding 1,918 0 462 500 500 500 500 500 0 0 0 302.576.20.49.06 Miscellaneous Services 2,030 2,388 2,030 2,100 2,100 2,100 2,100 2,100 0 0 0 302.576.20.49.23 Scholarship Expense 215 0 0 500 700 700 700 700 0 0 0 302.589.30.01.00 Leasehold Excise Tax 0 0 2,853 0 2,853 2,853 2,853 2,853 0 0 0 487,564 460,474 474,626 489,600 489,153 447,653 406,153 323,153 (41,500) (83,000) (166,000) Total Aquatics 487,915 461,991 474,668 492,900 491,153 449,653 408,153 325,153 (41,500) (83,000) (166,000) Total budget increase= (0.35%) (8.45%) (16.90%) (33.80%) Combined nonpayroll increase= (0.35%) P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 302 AQUATICS DIVISION 302.576.20.31.01 Office &Operating Supplies 500 302.576.20.35.01 Small Tools & Minor Equipment 1,500 _ Misc. Equipment 302.576.20.41.01 Merchant Charges (Bankcard Fees) 1,500 302.576.20.41.05 Professional Services 415,000 _ YMCA Maintenance &Management contract 302.576.20.41.17 Advertising 500 302.576.20.42.02 Telephone Service 5,000 _ Phone&Data lines for three pools 302.576.20.44.03 Taxes and Assessments 5,000 302.576.20.47.01 Electricity 30,000 302.576.20.47.02 Water 13,500 302.576.20.47.03 Sewer 10,000 302.576.20.48.01 Equipment Repair& Maintenance 2,500 _ Misc. Equipment 302.576.20.49.03 Printing & Binding 500 _ Development&printing of aquatics brochure 302.576.20.49.06 Miscellaneous Services 2,100 _ Spokane Regional Health Permits 302.576.20.49.23 Scholarship Expense 700 _ Scholarships for swim lessons&swim team 302.589.30.01.00 Leasehold Excise Tax 2,853 _ For Splash Down Total 491,153 Page 6 of 11 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 304 Senior Center (Does not reflect recommended course of action) Employee Count-1 FTE 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 304.575.50.10.00 Wages 63,742 65,283 66,871 68,664 70,380 70,380 70,380 70,380 0 0 0 304.575.50.10.99 Overtime 0 0 0 0 0 0 0 0 0 0 0 304.575.50.20.00 Payroll Taxes and Benefits 18,884 20,238 21,339 23,065 24,335 24,335 24,335 24,335 0 0 0 82,626 85,521 88,210 91,729 94,715 94,715 94,715 94,715 0 0 0 Supplies 304.575.50.31.01 Office&Operating Supplies 141 415 407 500 500 Om 500 500 500 0 0 0 304.575.50.35.01 Small Tools&Minor Equipment 312 755 185 1,100 1,100 1,100 1,100 1,100 0 0 0 453 1,170 592 1,600 1,600 1,600 1,600 1,600 0 0 0 Other Services&Charges 304.575.50.41.17 Advertising 543 189 0 500 500 500 500 0 0 0 (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 0 250 250 250 250 250 0 0 0 304.575.50.48.01 Equipment Repair&Maintenance 232 0 0 1,500 1,500 1,500 1,500 0 0 0 (1,500) 304.575.50.48.02 Copier Maintenance 1,344 1,421 1,329 1,500 1,500 1,500 1,500 1,500 0 0 0 304.575.50.49.02 Memberships 0 0 0 100 100 Om 100 100 100 0 0 0 304.575.50.49.04 Conference Registrations 179 35 0 500 500 500 500 500 0 0 0 304.575.50.49.06 Miscellaneous Services 0 0 144 500 500 500 500 500 0 0 0 2,298 1,645 1,473 4,900 4,900 4,900 4,900 2,900 0 0 (2,000) Total Senior Center 85,377 88,336 90,275 98,229 101,215 101,215 101,215 99,215 0 0 (2,000) Total budget increase= 3.04% 0.00% 0.00% (1.98%) Combined nonpayroll increase= 0.00% P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 304 SENIOR CENTER DIVISION 304.575.50.10.00 Salaries &Wages 70,380 304.575.50.20.00 Payroll Taxes and Benefits 24,335 _ FICA, Medicare, L&l, PERS 304.575.50.31.01 Office &Operating Supplies 500 _ Paper, ink cartridges, folders, etc. 304.575.50.35.01 Small Tools & Minor Equipment 1,100 - replace card tables and class room tables 304.575.50.41.17 Advertising 500 _ Spokesman Review, Senior Directory, Dex Directory 304.575.50.42.01 Postage 50 304.575.50.43.01 Travel/Mileage 250 _ Value Summit, Dovia, etc. 304.575.50.48.01 Equipment Repair& Maintenance 1,500 _ Clean greenhouse windows 304.575.50.48.02 Copier Maintenance 1,500 304.575.50.49.02 Memberships 100 - WSASC Membership 304.575.50.49.04 Registrations 500 _ Misc. Trainings-Fall Prevention, Do via, etc. 304.575.50.49.06 Miscellaneous Services 500 _ Professional speakers/seminars Total 101,215 Page 7 of 11 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 305 CenterPlace (Does not reflect recommended course of action) Employee Count-5 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 305.575.50.10.00 Wages 249,220 253,548 256,370 263,020 264,242 264,242 264,242 264,242 0 0 0 305.575.50.10.99 Overtime 2,103 1,661 2,948 2,000 2,000 2,000 2,000 2,000 0 0 0 305.575.50.20.00 Payroll Taxes and Benefits 130,215 135,199 138,339 155,035 172,611 172,611 172,611 172,611 0 0 0 305.571.20.10.01 Temp/Seasonal-Wages 54,226 67,128 81,850 72,867 85,450 85,450 85,450 85,450 0 0 0 305.571.20.10.99 Temp/Seasonal-Overtime 0 115 397 0 0 0 0 0 0 0 0 305.571.20.20.01 Temp/Seasonal-PR Tax&Benefits 6,891 10,299 11,672 10,577 10,242 10,242 10,242 10,242 0 0 0 442,655 467,950 491,576 503,499 534,545 534,545 534,545 534,545 0 0 0 Supplies 305.575.50.31.01 Office&Operating Supplies 6,614 4,347 8,792 8,574 8,574 8,574 8,574 8,574 0 0 0 305.575.50.31.04 Linens 18,053 17,462 19,508 18,500 20,000 20,000 20,000 20,000 0 0 0 305.575.50.31.05 Meeting Supplies 0 0 0 1,050 1,050 1,050 1,050 1,050 0 0 0 305.575.50.31.06 Safety Equipment 0 0 39 1,000 1,000 1,000 1,000 1,000 0 0 0 305.575.50.31.07 Clothing&Uniforms 1,601 1,843 325 2,275 2,275 2,275 2,275 2,275 0 0 0 305.575.50.31.08 Repair&Maintenance Supplies 10,870 9,671 19,621 11,600 11,600 11,600 11,600 11,600 0 0 0 305.575.50.31.09 Janitorial supplies 11,759 13,253 11,591 15,500 15,500 15,500 15,500 15,500 0 0 0 305.575.50.35.01 Small Tools&Minor Equipment 5,022 12,842 21,293 15,025 10,775 15,025 15,025 15,025 4,250 4,250 4,250 53,919 59,418 81,169 73,524 70,774 75,024 75,024 75,024 4,250 4,250 4,250 Other Services&Charges 305.575.50.41.01 Merchant Charges(Bankcard Fees) 7,346 8,550 9,417 8,600 8,600 8,600 8,600 8,600 0 0 0 305.575.50.41.05 Professional Services 13,340 18,162 14,298 13,075 13,075 13,075 13,075 13,075 0 0 0 305.575.50.41.06 Janitorial services 83,946 90,662 95,165 94,090 94,090 94,090 94,090 94,090 0 0 0 305.575.50.41.17 Advertising 54,157 30,995 16,330 60,000 60,000 30,000 20,000 10,000 (30,000) (40,000) (50,000) 305.575.50.41.18 Legal Notices 0 49 0 0 0 0 0 0 0 0 0 305.575.50.42.01 Postage 143 127 148 1,000 1,000 iim 1,000 1,000 1,000 0 0 0 305.575.50.42.02 Telephone Service 2,727 2,351 4,476 3,500 4,500 4,500 4,500 4,500 0 0 0 305.575.50.42.03 Cell Phones 872 875 875 900 900 900 900 900 0 0 0 305.575.50.42.08 Internet Service 6,389 6,883 6,891 7,000 7,000 7,000 7,000 7,000 0 0 0 305.575.50.43.01 Travel/Mileage 1,661 828 190 3,000 2,350 Om 2,350 2,350 0 0 0 (2,350) 305.575.50.44.03 Taxes and Assessments 4,705 7,375 0 7,500 0 0 0 0 0 0 0 305.575.50.45.03 Equipment Rental 0 71 0 0 0 0 0 0 0 0 0 305.575.50.47.01 Electricity 84,811 86,811 92,026 87,500 92,030 92,030 92,030 92,030 0 0 0 305.575.50.47.02 Water 2,891 3,639 5,221 3,700 5,500 5,500 5,500 5,500 0 0 0 305.575.50.47.03 Sewer 2,739 2,830 2,538 3,000 3,000 3,000 3,000 3,000 0 0 0 305.575.50.47.04 Waste Disposal 9,173 9,237 9,459 9,495 10,000 10,000 10,000 10,000 0 0 0 305.575.50.48.00 Equip Rental Maint-Contracted 0 0 0 500 500 500 500 500 0 0 0 305.575.50.48.01 Equipment Repair&Maintenance 15,548 26,499 21,228 17,000 20,000 20,000 20,000 20,000 0 0 0 Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Parks&Recreation\P&R budget worksheet 2019.xlsx 001 General Fund 076 Parks&Recreation Budget Reduction Exercise 305 CenterPlace (Does not reflect recommended course of action) Employee Count-5 FTEs 2015 2016 2017 2018 2019 2019 Budget with 2019 Bud et-Line Item Changes Actual Actual Actual Budget Proposed 3% 6% 9% 3% 6% 9% Budget Reduction Reduction Reduction Reduction Reduction Reduction 305.575.50.48.02 Copier Maintenance 1,344 1,421 1,329 1,450 1,450 1,450 1,450 1,450 0 0 0 305.575.50.48.03 Software Licenses and Maintenance 2,813 2,813 2,813 3,000 3,000 3,000 3,000 3,000 0 0 0 305.575.50.49.01 Subscriptions 0 0 0 150 150 150 150 150 0 0 0 305.575.50.49.02 Memberships 3,109 3,256 2,581 3,520 3,520 3,520 3,520 3,520 0 0 0 305.575.50.49.03 Printing&Binding 2,425 1,949 319 1,700 1,500 1,500 1,500 1,500 0 0 0 305.575.50.49.04 Registrations 4,069 1,460 1,772 1,300 1,500 1,500 1,500 0 0 0 (1,500) 305.575.50.49.06 Miscellaneous Services 1,930 2,516 3,128 2,465 2,665 2,665 2,665 2,665 0 0 0 305.589.30.01.00 Leasehold Excise Tax 0 0 7,114 0 7,500 7,500 7,500 7,500 0 0 0 306,138 309,359 297,318 333,445 343,830 313,830 303,830 289,980 (30,000) (40,000) (53,850) Total Recurring Expenditures 802,712 836,727 870,063 910,468 949,149 923,399 913,399 899,549 (25,750) (35,750) (49,600) Total budget increase= 4.25% (2.71%) (3.77%) (5.23%) Combined nonpayroll increase= 1.88% Nonrecurring Items 099.575.50.48.01 Great Room&Dining Room flooring 0 0 0 50,000 0 0 0 0 0 0 0 099.575.50.48.01 Reseal two restroom floors 0 0 0 3,000 0 0 0 0 0 0 0 099.575.50.41.19 Additional Catering 0 21,420 1,000 0 0 0 0 0 0 0 0 0 21,420 1,000 53,000 0 0 0 0 0 0 0 Total CenterPlace 802,712 858,147 871,063 963,468 949,149 923,399 913,399 899,549 (25,750) (35,750) (49,600) Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 305 CENTERPLACE DIVISION 305.575.50.10.00 Salaries &Wages 264,242 305.575.50.10.99 Overtime 2,000 305.575.50.20.00 Payroll Taxes and Benefits 172,611 _ FICA, Medicare, L&I, PERS 305.571.20.10.01 Temporary/Seasonal Wages 85,450 305.571.20.20.01 Temporary/Seasonal Payroll Taxes and Benefits 10,242 305.575.50.31.01 Office &Operating Supplies 8,574 - File Folders(20 boxes @$15/box) 200 - Hanging File Folders(2 boxes @$22/box) 90 - Supplies for Trade Shows 650 - Envelopes(6 boxes @$50/box) 600 - Pens(24 boxes @$6.50/box) 160 - Misc. office Supplies(white out, binders,post-it notes, etc.) 849 - Kitchenware (pumper pots, water pitchers, dish replacement) 1,700 - Coffee& Coffee Supplies(creamer, stir sticks, cups, sugar) 1,500 - Kleenex(5 pack @$9/pk) 110 - Flags(4) 200 - Labels(address labels, folder labels, etc.) 225 - Batteries(for cordless microphones) 300 - Tape 320 - Business cards 120 - First Aid Supplies 100 - Replacement AV Equipment 1,450 305.575.50.31.04 Linens 20,000 - Table linens&napkins for over 234 events 305.575.50.31.05 Meeting Supplies 1,050 _ Easels, white board replacement, 750 _ Projector bulbs 300 305.575.50.31.06 Safety Equipment 1,000 _ Servicing fire extinguishers 305.575.50.31.07 Clothing & Uniforms 2,275 _ 40 staff shirts(2 per person)@$36/shirt 1,440 _ 15 staff zip jacket or pullover(1/pp)@ 41.71/ea 835 Page 8 of 11 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget 305.575.50.31.08 Repair& Maintenance Supplies 11,600 - Filters 3,300 - Light bulbs 1,500 - Misc. (nuts, bolts, glue, wood) 3,300 - Paint&supplies 2,000 - Electrical supplies 1,500 305.575.50.31.09 Janitorial supplies 15,500 - Cleaning supplies 2,500 - Paper products&garbage bags 6,000 - Dishwasher/cleaning supplies 4,000 - Carpet Cleaning 1,500 - Floor waxing 1,500 305.575.50.35.01 Small Tools & Minor Equipment 10,775 - Hand tools, extension cords 1,000 - 25 new room chairs 6,675 - Misc. Equipment 3,100 305.575.50.41.01 Merchant Charges (Bankcard Fees) 8,600 305.575.50.41.03 IT Support 305.575.50.41.05 Professional Services 13,075 - Window washing 2,020 - Alarm(monitoring agreement), repair&keys 870 - Elevator 1,695 - Life Safety Testing(sprinklers, backflows) 2,300 - Rotor Rooter 500 - Misc. services(answering service) 1,490 - Event Catering to be reimbursed by customers 4,200 305.575.50.41.06 Janitorial services 94,090 - Contract with ISS Facility Services 87,500 - Additional Room Set Up 6,590 305.575.50.41.17 Advertising 60,000 - Dex Advertising 5,500 - Brochures&other printed materials 3,450 - Marketing folders 2,200 - Develop/Print ads 17,100 - Website update&hosting renewal 5,500 - Hagadone Black Book 1,200 - Regional Advertising(billboards or other media) 20,325 - INBTA Business Fair Booth 400 Page 9 of 11 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget - INBA Business Fair Booth 300 - GSI Business Fair Booth 450 - Post Falls Business Fair Booth 175 - Bridal Festival Booth(Jan& Sept) 3,400 305.575.50.42.01 Postage 1,000 _ Brochures, flyers, reservation quotes, refunds, etc. 305.575.50.42.02 Telephone Service 4,500 _ Five analog phone lines for alarms, fire, 911, elevator&credit card machine 305.575.50.42.03 Cell Phones 900 _ 4 Cell phones(2 maint. and host) 305.575.50.42.08 Internet 7,000 _ Internet service at CenterPlace 305.575.50.43.01 Travel/Mileage 2,350 _ NRPA Revenue Management School 1,850 _ Mileage for various meetings 500 305.575.50.47.01 Electricity 92,030 305.575.50.47.02 Water 5,500 305.575.50.47.03 Sewer 3,000 305.575.50.47.04 Waste Disposal 10,000 _ Waste Disposal 9,400 _ Recycling 600 305.575.50.48.00 Equip Rental Maint-Contracted 500 305.575.50.48.01 Equipment Repair& Maintenance 20,000 - HVAC contract 8,500 - Misc. Equipment Repair 7,500 - Elevator Repair/maintenance 2,000 - Refrigerator repair 2,000 305.575.50.48.02 Copier Maintenance 1,450 305.575.50.48.03 Software Licenses and Maintenance 3,000 305.575.50.49.01 Subscriptions 150 305.575.50.49.02 Memberships 3,520 _ Greater Spokane Incorporated 700 _ Post Falls Chamber of Commerce 225 _ Spokane Valley Chamber of Commerce 650 _ National Park&Recreation Association 150 Page 10 of 11 P:\1. General Governance\Budget\2019 Budget\Parks & Recreation\P&R budget worksheet 2019.xlsx General Fund 2019 Parks & Recreation - Detail Proposed 001.076 Budget _ Washington Recreation &Park Association 250 _ IAVM 445 _ Inpro 200 _ Spokane Hotel Motel Association 300 _ Intl Assoc. of Business& Travel Professionals 150 _ Inland Northwest Business Alliance 150 _ West Plains Chamber 300 305.575.50.49.03 Printing & Binding 1,500 _ Brochures&other printed material 305.575.50.49.04 Registrations 1,500 _ NRPA Revenue Management School 1,000 _ Misc. Trainings 500 305.575.50.49.06 Miscellaneous Services 2,665 - Motion Picture License 530 - Chamber Business Fair Booth 500 - Spokane Valley Chamber meetings 300 - Hotel Motel meetings 225 - Miscellaneous 500 - Elevator Permits 110 - Boiling and operating permit-L&I 500 305.589.30.01.00 Leasehold Excise Tax 7,500 - For Caterer Total 949,149 Total Parks & Recreation: 3,008,986 Page 11 of 11 P:\1.General Governance\Budget\2019 Budget\Finance\supplemental requests.xlsx Tab#14- Supplemental Budget Requests CITY OF SPOKANE VALLEY,WA I 6/7/2018 2019 Budget Supplemental Requests Account Number Account Title I Description I Amount #001 -General Fund Public Safety n 001.016.099.521.20.48.01 Equipment Repair&Maint. replace carpet behind front counter 10,000 n 001.016.099.521.20.35.01 Minor Equipment replace workstations at Precinct 40,000 50,000 Finance&Information Technology r 1001.018.014.514.23.43.01149.04 Travel&Registrations additional travel and training registration 2,300 CPW-Engineering r 1001.040.041.543.10.10120 Wages, Payroll Taxes& 5 additional FTEs split to 0.4 to Fund 001 49,647 Benefits 1.5 to Fund 101 and 3.1 to Fund 303 r 1001.040.041.543.10.49.02 Memberships professional memberships for additional 500 • 5 FTEs 50,147 CPW-Economic Development r 1001.040.042.558.70.41.07 Contracted Econ Dev contract with Greater Spokane Valley 18,000 Chamber of Commerce Parks&Recreation r.1001.076.301.571.10.10/20 Temp Seasonal Wages, new teen summer camp temporary staff 6,500 Payroll Taxes&Benefits r 1001.076.301.571.20.49.06 Miscellaneous Services new teen summer camp field trips 6,500 r 001.076.301.571.20.49.06 Miscellaneous Services new walking program prizes/promotions 500 n 1001.076.099.597.30.00.90 Transfers Out-#309 transfers for Parks capital projects in#309 160,000 (1) Total parks&recreation 173,500 Total General Fund 293,947 recurring rl 83,947 nonrecurring n 210,000 293,947 #101 -Street O&M Fund ..... Wages,Payroll Taxes& 5 additional FTEs split to 0.4 to Fund 001 158,021 Benefits 1.5 to Fund 101 and 3.1 to Fund 303 #309-Parks Capital Grants Fund 309.000.000.594. Capital outlay design and construct new restroom at Browns Park 160,000 (1) 309.000.000.594. Capital outlay swingsets at Browns and Edgecliff Parks 25,000 309.000.000.594. Capital outlay resurface Discovery Playground 40,000 Total Parks Capital Grants Fund 225,000 (1) Non-recurring transfers would be necessary from the General Fund#001 to the Parks Capital Projects Fund #309 if the Browns Park restroom is included in the 2019 Budget. Page 1 of 1 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Public Safety Law Enforcement 001.016 Description Replace 30 X 30 carpet area behind front counter. Would require two contracts, one for carpet installation and one for tearing down and reinstalling workstations. Section 1: Capital Equipment Request Circe one Replacement Addition Unit Cost X Quantity Total Cost IT - Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS _ Equipment Cost $ - $ - Personnel Cost $ - Materials&Svcs $ - TOTALS $ - $ $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Total Cost $ 10,000,00 impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ 10,000 _ . $ 10,000 Personnel Cost $ - Materials&Svcs $ - _.TOTALS $ 10,000 $ - $ - $ - $ - $ - $ 10,000 of Spokane Valley !018 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Public Safety Law Enforcement 001.016 Description Replace 25 workstations for Detectives Area and Front Desk Area. Section 1: Capital Equipment Request Circle one Replacement Addition Unit Col 1,600.00 X Quantity 25 Total Cost $ 40,000.00 Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ 40,000 $ 40,000 Personnel Cost $ - Materials& Svcs $ - TOTALS $ 40,000 , $ - $ - $ - $ - $ - $ 40,000 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Total Cost $ - Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ - Personnel Cost $ - - Materials & Svcs $ - TOTALS _$ - $ - $ - $ - $ - $ - $ - of Spokane Valley ?018 BUD-1 JUSTIFICATION FOR PERSONNEL. OR WORK PROGRAM CHANGES Department Name: Program Fund No. Finance 001.018.014 Reason for changes in personnel or work program The cost of registrations for staff training as well as the associated travel costs have increased substantially in the past few years. However, the amount allocated to training for Finance has not increased during the past several years. The proposed increase of$200 to travel and $2,100 for registrations would allow for one additional IT training class and one additional attendee to a Government Finance Officers Association (GFOA) class along with the associated travel. Training allows IT staff members to remain current with new techonological advances and stay aware of new threats to the City's network. Training allows Finance staff members to remain current with new accounting pronouncements and best practices,which keeps the City from receiving audit findings. Total Cost of Change (Itemize by line-item detail only) Budget Personnel Services BARS Number Year Estimated Cost 2019 - 2020 - 2021 _ - 2022 _ - 2023 - TOTAL - Materials and Services Travel and Registrations 001.018.014.514.23.43.01/49.04 2019 2,300 2020 2,300 2021 2,300 2022 2,300 2023 2,300 TOTAL 11,500 Equipment 2019 - 2020 - 2021 - 2022 - 2023 - TOTAL - Other 2019 - 2020 - 2021 - 2022 - 2023 - TOTAL - Revenue Offset Budget Year 2019 Total Cost 2019 2,300 2020 2021 Expenditure Offset - 2022 2023 Net Cost 2019 2,300 of Spokane Valley >_018 BUD-'I JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Fund No. 001.090.041 / Community&Public Works I Street Fund 1 Capital Projects Engineering 101 1303 Reason for changes in personnel or work program In order to moot anticipated project work in 2018 and beyond, additional personnel required to meet obligations. Since the requirement is for project work,the costs for additional personnel will be split between General Engineering, the Street O&M Fund and the Street Capital Fund,with the predominant increase being borne by the Street Capital Fund. The new Construction Inspector personnel will provide inspection services during the construction season (April to October)and be part of the Street Maintenance crews during the winter season (November to March). As part of the winter street maintenance crews,they will assist with snow plow operations and winter maintenance. Consequently, there will be a corresponding reduction in the budget for Temporary/Seasonal wages and benefits,as well as a corresponding reduction in the budget for Snow Plow Temporary/Seasonal wages and benefits.Additional personnel include: +(1)Senior Engineer-General Engineering (20%), Street Capital Fund(80%) +(1)Assistant Engineer-General Engineering (20%), Street Capital Fund(80%) +(3)Construction Inspectors(Grade 14)-Street Fund (50%), Street Capital Fund(50%) See attached schedule for breakout of FTEs by Fund. Total Cost of Change (Itemize by line-item detail only) Budget Personnel Services BARS Number Year Estimated Cost 0.4 FTE(20%of Sr Eng &20%of Assist Eng) 001.040.041.543.10.10.00&20.00 2019 $ 49,647.00 1.5 FTE(50%of Construction Inspectors) -101.042.000.542.10.10.00&20.00 2019 _$ 158,021.00 3.1 FTE(80%of Sr Eng, 80%Assist Eng,50% 303.000.xxx.595.xx.10.00&20.00 2019 $ 356,607.00 of Construction Inspectors) (Charged to projects) TOTAL $ 564,275.00 Materials and Services 2019 2020 2021 2022 2023 TOTAL $ Equipment 2019 2020 2021 2022 2023 TOTAL $ Other Memebership& Professional Licenses 001.040.041.543.10.49.02 2019 $ 500.00 2020 2021 2022 2023 TOTAL $ 500.00 Revenue Offset Budget Year 2019 Total Cost $ 564,775.00 2020 2021 Less Revenue Offset $ - 2022 2023 Net Cost $ 564,775.00 TOTAL $ - of Spokane Valley 018 P:\1. General Governance\Budget\2019 Budget\Finance\supplemental requests.xlsx CITY OF SPOKANE VALLEY,WA 6/7/2016- 2019 Budget Supplemental Requests FTEs Distribution by Fund: 2019. 2019. . Total 2018 Proposed Budget After Budget .Budget Request Changes General Fund#001 74.63 -0.50 0.4 74.53 Street O&M Fund #101 5.72 0.50 1.5 7.72 Street Capital Projects Fund#303 4.50 0.50 3.1 8.10 Stormwater Fund #402 4A0 -0.50 0 3.90 89.25 0 5 94.25 FTE Breakout Summary Capital Program Operations • 3 Project Manager/Engineering Technician Teams • Project Manager — Responsible for ALL Aspects of Project • Manage Consultant Teams • Design Management • Construction Document Preparation • Construction Management • Funding Management • Engineering Technician • Develops Construction Plans & Bid Documents • Coordinates with Property Owners • Construction Inspection & Documentation 1 Capital Pro ram o erations9 p • Production Teams • Project Manager/City Engineering Technician • ^-60% of 2018 Projects • —17% of 2018 Preliminary Engineering (PE) Costs • Project Manager/Consultant Engineering Technician • —15% of 2018 Projects • N7%o of 2018 PE Costs • Current Operational Issues • Project Manager/Consultant Engineering Firm • Production Limited to a Few Months • —25% of 2018 Projects • Consistent Late Construction Bidding • —75% of 2018 PE Costs • Project Managers Work Days Off & • Project Development and Production Evenings to Meet Project Deadlines & • Late Fall to Early Spring Mitigate Late Bidding • Project Construction • Corrective Measures Due to Project 2 • Late Spring to Early Fall Management Review Findings Capital Program Operations June 12, 2018 • Additional Duties for Project Managers • Administer Computer Aided Design (CAD) Standards • Update Standard Specifications • Assist with Grant Application Preparation • Additional Duties for Engineering Technicians • Coordinate Bridge Inspection • Assist with Development and ROW Permit Inspections • Assist with Development Plan Review SanOkane` 3 Valley Increased Workload June 12, 2018 ■ Corrective Measures Required from Previous Years' Project Management Reviews (PMR's) • Mandated by WSDOT and FHWA To Retain our Certification Agency Credentials • 1 Dedicated Engineering Technician (Existing Position) • Conducts Independent Audits of City Projects • Performs Required Consultant and Contractor Interviews • 1 Dedicated Assistant Engineer (Existing Position) • Approves Construction Material Submittals for All Projects • Maintains Construction Records of Materials for All Projects • Increase in Federal Documentation Requirements • Additional Staff Time • Additional Processes & Steps are Necessary to Complete andS� *Wane e 4 Closeout Projects Valle - Increased Workload June 12, 2018 • Street Wear Fee (Pavement Preservation) Projects • Several Multi-Million Dollar / Multi Year Projects Added to Regular Workload • Require Full Time Project Management • All Located in WSDOT ROW — Additional Coordination with WSDOT • Barker Road Grade Separation Project • Six Funding Sources, including TIGER & FMSIB • Aggressive Schedule to Meet Funding Obligations • Pines Road Grade Separation Project • Preliminary Planning & Design Underway Sullivan Rd West Bridge Project • Three Funding Sources • Barker Road / 1-90 North Interchange Project • Total Project Cost $15.8 M • Complete Design by June 2019 • 1 Full-Time Limited Term 5 • Complete Construction by Fall 2020 Project Manager & Inspector 2018/2019 Project Manager Workload June 12, 2018 2018 zoic Proje Fed 2018/2619Projects Jan I Feb I Mar I Apr I May I Jun I Jul I Aug I Sep I Oct'Noe I Dec Jan I Feb I Mar 1 Apr[May I Jun I Jul I Aug I Sep I Oct(Novi Dec', Craig's Projects E 0123 El Mission Ave Improvement Project CN CN 0166 El Pines{SR-27)/Grace Intersection Safety Project ON 0201 El ITS Infill Project ON I 0252 El Argonne Rd Preservation-Broadway to Indiana PE CN iii C I''} 0259 El North Sullivan Condor ITS PE CN ON Existing Project rojecL 0251 Euclid Ave Preservation-Flora to Barker tw+sao-co saw.n ON Evergreen Crossing(Mission to Indiana)PE _ PE CN Manager Workload Barker Road(North of Euclid) PE Rob's Projects Exceeds Capacity 0142 El Broadway/ArgoeneJMullan FCC(Consultant) u. PE I 1 I CN l _ I I _ I ., 0143 ID Barker Road/BNSF Grade Separation I FE)(Consultant) PE PE 0227 El Appleway Shared Use Path-Pines to Evergreen(PE) 0237 Appleway Trail-Sullivan to Corbin(PE) ON 0247 6th&Carnahan Intersection 0258 32nd Ave Sidewalk CN _ 0257 University Preservation-16th to 24(Potential To Be TIB Funded) PE ON 0256 University 24th to Dishman Mica{Potential To 71P Funded) PE CN Euclid Ave Preservation-Flora to SullivanPE 0+1_1 —. Appleway Trail-Evergreen to Sullivan PE PE El Wellesley Sidewalk{McDonald to Evergreen) PE PE CN Erica's Projects _ -- CN Phase Includes 0141 El Sullivan Euclid PCC ON` Closeout0155 E1 Sullivan Road West Bridge Replacement Project 0222 El Citywide Reflective Signal Backplates ON 0223 Ei Pines Road1BNSF Grade Separation(PE) FE PE 0248 El Sprague Preservation-Sullivan to Corbin PE I ON l _ L T^ 0249 El Sullivan I Wellesley Intersection Improvements PE ON 0254 Mission Preservation-McDonald to Evergreen ON 0263 El Citywide Signal Backplates CN 6 0264 8th Avenue Sidewalk PE I ON 0267 Mission Avenue Sidewalk PE CN 2018 Construction Inspectors Workload June 12, 2018 Proj# Fed Project Name Jan Feb March April May June July Aug Sep Oct Nov Dec Inspector 1-City(Jared) _ 0264 8th Avenue Sidewalk(May 21st to 0166 21 Pines(SR-27)/Grace Intersection Safety Project 0142 EJ Broadwav/Argonne/Mullan PCC Inspector -City(Dana) I 0201 ® ITS Infill Project(CN) 0248 CSI Sprague Preservation-Sullivan to Corbin (June IS-Mid August) 0252 Ef Argonne Rd Preservation-Broadway to Indiana Ins pector3-City(Pete) 0237 Appleway Trail-Sullivan to Corbin(PE) 0142 Broadway/Argonne/Mullan PCC 0258 32nd Ave Sidewalk Ins pector 4-Consultant 0259 Q North Sullivan Corridor ITS- _ 0272 Euclid Ave Street Preservation-Flora to Sullivan 0254 Mission Ave Street Preservation(McDonald to Evergreen) 0123 P1 Mission Ave Improvement Project _ _ Inspectors-County 0251 I 'Euclid Ave Preservation-Flora to Barker(w/Spo.Co.Sewer) Winter Inspection- John 0201 ® ITS Infill Project(CN) Audit Active Construction Projects/Conduct Interviews , 0248 Sprague Preservation-Sullivan to Corbin (June 18-Mid August) 0222 Q Citywide Reflective Signal Backplates(PE/CN) _ 0263 0 Citywide Signal Backplates ' Existing Engineering Technician ��rt°' Spokane 7 4000Valley Unassigned Workload June 12, 2018 2018 2019 Proj# Fed 2018 Projects Jan I Feb I Mar I Apr May-1 Jun 1 Jul L Aug I Sep I Oct I Nov[Dec Jan LFebJMar I Apr I May]Jun 1 Jul 1 Aug 1 Sep I Oct I Nov I Dec Funded Unassigned Projects Projects Knox Sidewalk-Hutchingson To Sargent PE PE CN Wilbur Sidewalk-Broadway to Indiana PE PE CN Local Access Streets-Preservation Projects PE PE CN PE p Barker Road-Euclid to the River(PE) PE PE 2 Barker Road-Garland to Trent(PE) Drywell Retrofit(Ecology Grant) PE PE CN Sprague,University to Park Stormwater Improvement Pt PE CN Chester Creek Diversions(PE) PE PE CN Havana Stormater Diversions-8th to 14th and Dishman Mica PE PE CN Ponderosa Drive Stormwater Diversions PE PE CN Spokane Valley Regional Decant Facility and Canopy PE PE CN Unassigned Projects (Expected to be Funded( p Mullan Road(Broadway to Mssion) PE PE CN B North Barker Interchange PE PE Barker and Sprague Intersection Project PE PE CN Pavement Preservation Program I PE CN TIB Sidewalk Project PE PE CN -I' Multi-(Wiiliion DollaiVivlulti-Year Project Delivery of 2018 Unassigned Projects May Be Delayed Due toScrnO 8 Existing Staff Workload and Capacity Constraints P Valley' Historical S u IementaI Staffing June 12, 2018 p� � ■ Consultants: Full Time Supplemental Staff Provided Issues Using Consultants • 1 Full Time Engineering Technician • Expensive • $61,187 spent First Quarter of 2018 • Internal Staff Must Oversee & • 2 Full-Time Construction Inspectors Manage Consultant Work • Required by WSDOT and FHWA • Experienced Staff are Assigned to Consultant's Priority Projects ■ Multi-Million Dollar / Multi Year Projects - Sullivan Road • Frequent Changes in Personnel & Bridge Replacement Project Consultants (5 Changes in 2017) • City — 1 Full Time, Limited-Term Project Manager • Requires Additional Project ■ City — 1 Full Time, Limited-Term Inspector Management Oversight • Training New Personnel • Loss of Production Efficiency 9 StaffingRequirements June 12, 2018 Engineering ■ Additional Staff Required for Current & Anticipated Workload Technician Project Manager — ■ 1 Project Manager/Engineer H Construction Inspector • 1 Assistant Engineer Engineering ■ 3 Construction Inspectors Technician p � Project Manager — ■ Shared w/ Street Maintenance J Co Innpect ion or Administrative Assistant Engineering Technician J Engineering Project Manager — Manager Engineering Tech./ Construction CAD Administrator Assistant Engineer Inspector (Documentation) • Future Staffing Needs Engineering Tech. (Documentation) • Will be Evaluated as the Pavement Preservation Program Develops -� Project Manager Existing Positions 10 H Assistant Engineer Requested Positions BUD-1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES .:..:.:...:. Department Name Program Fund No. (Community&Public Works Economic Development 001.040.042 Reason for changes in personnel or work program Establish a contractual arrangement with Greater Spokane Valley Chamber. In this arrangement the Chamber would provide the City the following: • Coordinate and facilitate forums for community discussion about City events, projects,plans, or initiatives • Provide free advertising space in digital and print publications • Provide the city with a calendar and asset map of entrepreneur programs and opportunities • Provide sponsorships privileges/vendor booth space to the City for Chamber events: Manufacturing Expo,Annual Meeting, Lemonade Day, and other Educational Opportunities • Share with the City survey data and/or reports conducted by or for the Chamber Total Cost of Change (Itemize by line-item detail only) Budget Personnel Services BARS Number Year Estimated Cost 2019 2020 2021 2022 2023 TOTAL $ Materials and Services Contracted Economic Development 001.040.042.558.70.41.07 2019 $ 18,000 2020 2021 2022 2023 TOTAL $ 18,000 Equipment 2019 mm 2020 2021 2022 2023 TOTAL $ Other 2019 2020 2021 2022 2023 TOTAL $ Revenue Offset Budget Year 2019 Total Cost $ 18,000 2020 2021 Less Revenue Offset $ 2022 2023 Net Cost $ 18,000 TOTAL $ - BUD-1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Fund No. Parks and Recreation Recreation 001.076.301 Reason for changes in personnel or work program Proposing to introduce a new teen program in 2019. A fun summer camp for teens entering 6th grade-9th grade. Ages 11- 15. Camp meets daily at Terrace View Park Shelter. Teen camp will offer recreational games, swimming, plus weekly tripos to a number of locations around Spokane Valley. Campers will have the opportunity to experience a variety of recreational opportunities such as area hiking,wild walls, lase quest and more. Camp will run for 5 weeks from July 8-August 9. Cost is proposed at$118 per week. The camp will be priced so that there is 100%cost recovery. Total Cost of Change (Itemize by line-item detail only) Budget Personnel Services BARS Number Year Estimated Cost Temp Seasonal Wages& Benefits 001.076.301.571.10.10.01 &20.01 2019 $6,500.00 2020 2021 2022 2023 TOTAL— Materials OTALMaterials and Services Field Trip Transportation 001.076.301.571.20.49.06 - 2019 $ 1,500.00 2020 2021 2022 2023 TOTAL Equipment 2019 2020 2021 2022 2023 TOTAL Other Field Trip Expenses 001.076.301.571.20.49.06 2019 $ 5,000.00 2020 2021 2022 2023 TOTAL Revenue Offset Budget Year $130/teen x 20 teens for 5 weeks 2019 $13,000.00 Total Cost $ 13,000.00 2020 2021 Less Revenue Offset $ 13,000.00 2022 2023 Net Cost $ of Spokane Valley ?018 BUD-1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Fund No. Parks and Recreation Recreation 301 Reason for changes in personnel or work program Proposing to introduce a new walking program in 2019. This walking program will be based out of CenterPlace and the walks will take place on the trails around Mirabeau Park and the Centennial Trail. The program will be free and facilitated by volunteers supplemented with sponsorships. It will be open to all ages. Total Cost of Change (Itemize by line-item detail only) Budget Personnel Services BARS Number Year Estimated Cost 2019 2020 2021 2022 2023 TOTAL Materials and Services Prizes& Promotions 001.076.301.571.20.49.06 2019 $ 500.00 2020 2021 2022 2023 TOTAL Equipment 2019 2020 2021 2022 2023 TOTAL Other 2019 2020 2021 2022 2023 TOTAL Revenue Offset Budget Year Sponsorships 2019 $ 500.00 Total Cost $ 500.00 2020 2021 Less Revenue Offset $ 500.00 2022 2023 Net Cost $ of Spokane Valley ?018 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks and Recreation Capital 309.000 Description Design and construct new restroom at Browns Park. The much needed improvement is another step in the completion of the Browns Park Master Plan. This facility will be sized and contain the appropriate amenities to accommodate the sand volleyball complex users as well as the general public. Section 1: Capital Equipment Request Circe One Replacement Addition Unit Cost X Quantity = Total Cost [$ - , Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ - Personnel Cost $ Materials&Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Total Cost $ 160,000.00 Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $160,000.00 — $ 160,000.00 Personnel Cost $ - Materials &Svcs $ - TOTALS , $ - $ - $ - $ - $ - $ - $ 160,000.00 of Spokane Valley '.018 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks and Recreation Capital 309.000 Description Swingsets continue to be a very popular amenity for our parks. With that in mind, only two of our existing parks do not have swingsets- Browns and Edgecliff. Since Browns Park is still in the process of developing the Master Plan, I would not recommend installing one there now. However, this funding request would be to install a free-standing swingset complex at Edgecliff Park. This swingset complex would include swings for toddlers as well as adults. The cost includes the swingset, containment area with curb and safety material and installation. Section 1: Capital Equipment Request Circle One Replacement Addition Unit Cost X Quantity = Total Cost $ - t Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS • Equipment Cost $ - Personnel Cost $ - Materials&Svcs W$ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Total Cost $ 25,000.00 Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ 25,000.00 $ 25,000.00 Personnel Cost $ - Materials&Svcs $ TOTALS $ 25,000.00 $ - $ - $ - $ - $ - $ 25,000.00 of Spokane Valley 01B BUD-2 CAPITAL OUTLAY REQUEST ...:...... Department Name Program Fund No. Parks and Recreation Capital 309.000 Description Requesting funding to re-coat and repair the poured in place surfacing at Discovery Playground. The original surfacing was installed in 2010. After 8 years it is in need of a facelift. This not only will repair various issues, but provide a new more colorful and durable surface. To let this surfacing go any longer will result in sufficient damage that it will need to be replaced. The proposed cost is an estimate. Staff will be attempting to get a more accurate cost before the budget is adopted. Section 1: Capital Equipment Request Circle One Replacement Addition Unit Cost X Quantity = Total Cost $ - 1 Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ - Personnel Cost _ $ - Materials&Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2:Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Total Cost $ 40,000.00 Impact on Operating Budget 2019 2020 2021 2022 2023 2024 TOTALS Equipment Cost $ - Personnel Cost $ - Materials&Svcs $ 40,000.00 $ 40,000.00 TOTALS $ 40,000.00 $ - $ - —$ - $ - $ - $ 40,000.00 of Spokane Valley !018 P:\1. General Governance\Budget\2019 Budget\Finance\supplemental requests.xlsx CITY OF SPOKANE VALLEY, WA 6/7/2018 2019 Budget Browns Park Volleyball Court Costs Approved for Perimeter Path & Lighting 200,000.00 Less: Spent for design services (23,124.50) Remaining Budget 176,875.50 Costs to construct 8 volleyball courts Survey&Staking 3,500.00 Excavator& operator for week 8,000.00 Additional truck rental &operator for week 5,000.00 Labor for two staff members for one week 4,100.00 Fuel for City trucks 500.00 Acquire & install sleeves for posts 14,800.00 Sand (delivered) 105,000.00 Miscellaneous other anticipated costs 35,900.00 Total costs of construction 176,800.00 75.50 Browns Park Volleyball Courts P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Tab#15-Street Operations&Maintenance Fund Community&Public Works Department 2019 Increase/ Fund#101-Street Fund 2015 2016 2017 2018 Proposed Decrease Employee Count-6.225 FTEs Actual Actual Actual Budget Budget from 2018 RECURRING ACTIVITY M Wages/Payroll Taxes/Benefits 101.042.000.542.10.10.00 Wages 446,932 447,460 455,049 436,788 461,420 24,632 101.042.000.542.10.10.01 Temp/Seasonal-Wages 18,751 682 1,182 31,575 32,949 1,374 101.042.000.542.10.10.99 Overtime 8,724 8,010 13,572 2,500 8,000 5,500 101.042.000.542.10.2x.00 Payroll Taxes and Benefits 184,123 193,680 192,574 206,121 214,095 7,974 101.042.000.542.10.2x.01 Temp/Seasonal-Payroll Tax&Benefits 1,870 69 124 3,329 3,356 27 101.000.000.542.66.10.00 Snow Plow-Wages 26,257 34,285 69,232 29,038 65,621 36,583 101.000.000.542.66.10.01 Snow Plow-Temp/Seasonal Wages 14,587 19,444 10,171 24,289 25,346 1,057 101.000.000.542.66.10.99 Snow Plow-Overtime 13,349 0 35,529 10,000 30,000 20,000 101.000.000.542.66.20.00 Snow Plow-Payroll Taxes and Benefits 13,897 15,531 28,849 15,222 30,447 15,225 101.000.000.542.66.20.01 Snow Plow-Temp/Seasonal Taxes&Benef 1,318 1,855 1,109 2,337 2,389 52 101.043.000.542.10.10.00 Bridge-Wages 6,192 5,250 2,666 7,008 4,733 (2,275) 101.043.000.542.10.10.99 Bridge-Overtime 0 170 0 0 0 0 101.043.000.542.10.20.00 Bridge-Payroll Taxes&Benefits 2,144 2,191 1,344 2,812 2,196 (616) 738,144 728,627 811,401 771,019 880,552 109,533 Supplies 101.042.000.542.10.31.04 Operating Supplies 3,532 623 608 1,500 1,500 0 101.042.000.542.10.31.10 Vehicle Maintenance Supplies 0 0 62 0 0 0 101.042.000.542.10.32.01 Fuel 4,667 4,477 6,644 6,000 6,800 800 101.042.000.542.10.35.01 Small Tools&Minor Equipment 12,367 13,876 14,441 15,000 15,000 0 101.042.000.542.30.31.08 Repair&Maintenance Supplies 91,921 65,779 76,037 90,000 90,000 0 101.042.000.543.50.31.01 Office&Operating Supplies 0 162 22 0 0 0 101.042.000.543.50.35.01 Small Tools&Minor Equipment 0 724 53 0 0 0 101.043.000.542.50.31.08 Repair&Maintenance Supplies 4,172 1,892 880 0 0 0 116,659 87,533 98,747 112,500 113,300 800 Other Services&Charges 101.000.000.519.70.49.99 Judgments&Settlements 20,077 0 0 0 0 0 101.042.000.542.10.41.02 Engineering&Architectural 174,490 137,152 165,427 165,000 235,000 70,000 101.042.000.542.10.41.03 Spokane County GIS 0 0 21 0 0 0 101.042.000.542.10.41.05 Professional Services 94 0 0 0 0 0 101.042.000.542.10.41.17 Advertising 0 0 938 0 500 500 101.042.000.542.10.42.02 Telephone Service 384 420 444 432 0 (432) 101.042.000.542.10.42.03 Cell Phones 3,724 4,128 3,703 3,500 3,300 (200) 101.042.000.542.10.42.08 Internet Service 626 0 0 0 0 0 101.042.000.542.10.43.01 Travel/Mileage 1,872 416 269 3,000 3,000 0 101.042.000.542.10.45.03 Equipment Rental 2,776 (10) 546 5,000 5,000 0 101.042.000.542.10.47.04 Waste Disposal 3,773 9,080 6,593 3,200 7,000 3,800 101.042.000.542.10.48.01 Equipment Repair&Maintenance 2,519 9,862 5,442 4,500 4,500 0 101.042.000.542.10.48.03 Software Licenses&Maintenance 0 0 544 0 500 500 101.042.000.542.23.41.41 Uncollectible Accounts Expense 0 0 31,733 0 0 0 101.042.000.542.30.41.10 Contract street maintenance 1,262,714 1,289,711 1,307,905 1,347,163 1,350,827 3,664 101.042.000.542.35.41.02 Non-Capital Computer Software/Hardware 1,577 1,162 0 0 0 0 101.042.000.542.63.47.01 Street Lighting 457,354 481,373 454,975 485,000 485,000 0 101.042.000.542.63.47.02 Water&Sprinkler 41,651 374 70 500 0 (500) 101.042.000.542.64.48.44 Traffic Control Devices-Repair&Maint. 0 52,649 4,975 20,000 20,000 0 101.042.000.542.90.45.07 Interfund Vehicle Lease(non-plow) 12,077 31,000 23,250 21,250 21,250 0 101.042.000.542.90.45.07 Interfund Vehicle Lease(plow) 0 40,000 77,929 77,929 77,929 0 101.042.000.542.90.49.01 Subscriptions 1,115 0 0 500 1,550 1,050 Page 1 of 3 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Community&Public Works Department 2019 Increase/ Fund#101-Street Fund 2015 2016 2017 2018 Proposed Decrease Employee Count-6.225 FTEs Actual Actual Actual Budget Budget from 2018 101.042.000.542.90.49.02 Memberships-SRTC 26,681 24,641 33,797 43,051 43,476 425 101.042.000.542.90.49.04 Registrations 0 1,892 999 2,400 3,850 1,450 101.042.000.543.30.49.18 Vehicle License&Registration 0 24 0 0 0 0 101.042.000.543.50.41.21 Janitorial Services 0 1,525 1,525 101.042.000.543.50.44.03 Taxes and Assessments 652 412 412 1,000 1,000 0 101.042.000.543.50.45.50 Operating Facilities Rent 2,675 2,287 2,518 2,550 2,550 0 101.042.000.543.50.47.01 Electricity 7,716 7,615 8,715 7,800 8,500 700 101.042.000.543.50.47.03 Sewer 292 285 286 330 330 0 101.042.000.543.50.47.04 Waste Disposal 861 1,486 1,140 1,000 1,200 200 101.042.000.543.50.47.05 Television Services 319 324 361 325 400 75 101.042.000.543.50.48.04 Repairs&Maintenance 4,123 6,746 3,691 5,500 3,900 (1,600) 101.043.000.542.10.41.02 Engineering&Architectural 3,950 0 13,650 0 0 0 101.043.000.542.50.41.05 Professional Services 13,973 2,398 15,764 0 0 0 101.043.000.542.50.41.08 Prof.Svcs.Mat.Testing 715 0 0 0 0 0 101.043.000.542.50.45.03 Equipment Rental 500 11 0 0 0 0 101.043.000.542.50.48.01 Bridge Maintenance 3,931 1,881 10,733 40,000 40,000 0 101.043.236.542.xx.xx.xx Fancher Road Bridget Joint Repair 633 86,612 0 0 0 0 101.042.000.542.10.xx.xx Signal Detection Replacement Program 0 0 49,702 0 45,000 45,000 101.042.000.542.10.xx.xx Traffic Signal Replacement Program 0 0 0 0 25,000 25,000 101.042.000.542.10.xx.xx Battery Backup 0 0 0 0 15,000 15,000 2,053,844 2,193,931 2,226,532 2,240,930 2,407,087 166,157 Snow Operations 101.000.000.542.66.31.04 Operating Supplies 257,450 220,000 204,319 250,000 250,000 0 101.000.000.542.66.31.08 Repair&Maintenance Supplies 57,183 46,904 83,822 54,000 70,000 16,000 101.000.000.542.66.32.01 Fuel 12,057 13,437 29,640 20,000 30,000 10,000 101.000.000.542.66.35.01 Small Tools&Minor Equipment 1,604 906 7,154 2,000 5,000 3,000 101.000.000.542.66.41.05 Professional Services 0 0 160 800 800 0 101.000.000.542.66.41.12 Winter Snow Services 102,377 50,000 191,905 70,000 70,000 0 101.000.000.542.66.41.15 WSDOT Winter Snow Services 0 50,000 86,223 80,000 80,000 0 101.000.000.542.66.41.17 Advertising 0 0 411 0 500 500 101.000.000.542.66.41.18 Legal Notices 396 0 0 0 0 0 101.000.000.542.66.42.01 Postage 0 0 19 0 0 0 101.000.000.542.66.45.03 Equipment Rental 0 0 5,624 0 0 0 101.000.000.542.66.48.01 Equipment Repair&Maintenance 21,717 20,000 23,605 20,000 20,000 0 101.000.000.542.66.49.01 Subscriptions 12,280 8,350 3,068 8,000 900 (7,100) 101.000.000.542.66.49.18 Vehicle License&Registration 0 0 180 0 0 0 101.000.000.517.78.51.05 Unemployment Claims 167 38 705 0 0 0 465,231 409,635 636,835 504,800 527,200 22,400 Intergovernmental Services 101.042.000.542.30.51.01 Street Maintenance-County 492,807 662,057 626,853 670,000 670,000 0 101.042.000.542.30.51.02 WSDOT Maintenance Contract 214,508 174,044 121,438 181,000 185,000 4,000 707,315 836,101 748,291 851,000 855,000 4,000 Interfund Payments for Service 101.000.000.597.00.00.10 IF Transfer to 001 39,700 39,700 39,700 39,700 0 (39,700) 101.042.000.597.31.00.10 IF Transfer to 311 206,618 67,342 67,342 67,342 0 (67,342) 246,318 107,042 107,042 107,042 0 (107,042) Total Recurring Activity 4,327,511 4,362,869 4,628,848 4,587,291 4,783,139 195,848 Page 2 of 3 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Community&Public Works Department 2019 Increase/ Fund#101-Street Fund 2015 2016 2017 2018 Proposed Decrease Employee Count-6.225 FTEs Actual Actual Actual Budget Budget from 2018 'NONRECURRING ACTIVITY Capital Outlays and Interfund Payments for Service 101.042.000.594.44.64.05 Storage Unit at the Maintenance Facility 0 4,871 0 0 0 0 Pavement marking Grinder-Equipment 6,019 0 0 0 0 0 101.042.000.594.42.63.03 Traffic control improvements 0 59,695 0 0 0 0 101.042.228.594.44.64.11 Transportation Mgmt Center 25,875 1,465 0 0 0 0 101.000.000.597.30.00.30 Transfer out#303 123,955 0 0 0 0 0 Battery Backups for Intersections 0 0 15,579 15,000 0 (15,000) Total Nonrecurring Activity 155,849 66,031 15,579 15,000 0 (15,000) Total Street Fund 4,483,360 4,428,900 4,644,427 4,602,291 4,783,139 180,848 Page 3 of 3 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Street Fund 2019 Line Item Detail Proposed 101 Budget 101.042.000.542.10.10.00 Wages 461,420 - 6.225 FTEs 101.042.000.542.10.10.01 Temp/Seasonal-Wages 32,949 101.042.000.542.10.10.99 Overtime 8,000 101.042.000.542.10.20.00 Payroll Taxes and Benefits 214,095 101.042.000.542.10.20.01 Temp/Seasonal-Payroll Tax&Benefits 3,356 101.000.000.542.66.10.00 Snow Plow-Wages 65,621 101.000.000.542.66.10.01 Snow Plow-Temp/Seasonal-Wages 25,346 101.000.000.542.66.10.98 Snow Plow-Overtime 30,000 101.000.000.542.66.20.00 Snow Plow-Payroll Taxes and Benefits 30,447 101.000.000.542.66.20.01 Snow Plow-Temp/Seasonal-Payroll Tax&Benefits 2,389 101.043.000.542.10.10.00 Bridge -Wages 4,733 101.043.000.542.10.10.99 Bridge-Overtime 0 101.043.000.542.10.20.00 Bridge -Payroll Tax&Benefits 2,196 Supplies 101.042.000.542.10.31.04 Operating Supplies 1,500 - Misc supplies for maintenance crew,including marking paint and other supplies for marking _ jobsites. 101.042.000.542.10.32.01 Fuel 6,800 - Fuel for 5.5 vehicles 101.042.000.542.10.35.01 Small Tools&Minor Equipment _ _ 15,000 - Tools to outfit a mechanic for operations, saws, weed eaters, welding 101.042.000.542.30.31.08 Repair&Maintenance Supplies 90,000 - crack sealing - asphalt/coldmix - propane for crack seal melter - street markers,cones,safety equip - truck parts - paint for graffiti Other Services&Charges 101.042.000.542.10.41.02 Engineering &Architectural 235,000 - Traffic Engineering Services(DEA) 25,000 - Bridge Engineering Consultant 35,000 - Street Master Plan TIP 85,000 - Street Master Plan Pavement Mgmt. - 80,000 $80,000/Every odd year (next 2021) - Principal Arterial Intersection traffic counts - 10,000 Added intersection counts for signal timing improvements. Turning counts 101.042.000.542.10.41.17 Advertising 500 101.042.000.542.10.42.03 Cell Phones 3,300 - Cell Phones(3) 1,320 - I-pads(3) 1,440 - Cell Phone reimbursement-$135/Qtr. 540 101.042.000.542.10.43.01 Travel/Mileage/Meals 3,000 - Mileage,Meals - Airfare, Car rental,Lodging Page 1 of 5 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Street Fund 2019 Line Item Detail Proposed 101 Budget 101.042.000.542.10.45.03 Equipment Rental 5,000 - Joint sealer machine - Portable crane to remove/replace sander/dump body-2x yr 101.042.000.542.10.47.04 Waste Disposal 7,000 - Dumping fees-local transfer stations from items in ROW and 6,300 clean green - Street Sweeping-4%Street/96%storm 700 101.042.000.542.10.48.01 Equipment Repair&Maintenance 4,500 - Oil Chgs, Tires, Misc Repairs on 5.5 Vehicles 3,500 - BNSF RR signal/gate repair 50%=COSV 1,000 - Repairs not done in house. Outside shop repairs 101.042.000.542.10.48.03 Software Licenses&Maintenance 500 - Syncro plus SimTraffic Every other year. Next 2021 101.042.000.542.30.41.10 Contracted Street Maintenance 1,350,827 - 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(hard split) - Emergency Spill Cleanup/On Call Able Cleanup 625 -25%St/75%Storm(hard split) - Emergency Traffic Control/On Call Senske 5,000 -$10,000-Exp end of year -50%St/50%Storm(hard split) - ROW Landscaping Senske 15,565 -$62,257-Executed 2015, (4) 1 yr renewal options -25%St/75%Storm(hard split) - ROW Weedspraying-Spokane Pro Care 5,032 -$20,125-Executed 2015, (4) 1 yr renewal options -25%St/75%Storm(hard split) - Street Sweeping MA Sweeping 19,608 -$490,200-Executed 2015, (4) 1 yr renewal options -4%St/96%Storm(hard split) - Street Repair&Maint Poe Asphalt 1,229,997 -$1,366,663-Executed 2014,(5)renewal options -90%St/10%Storm(soft split) Vegetation Management 15,000 -50%street/50%storm 101.042.000.542.63.47.01 Street Lighting 485,000 - Yearly increase due to added lighting w/city growth -now being replaced with LED 101.042.000.542.64.48.44 Traffic Control Devices-Repair and Maint 20,000 - Non Traffic Accidents 101.042.000.542.90.45.07 Interfund Vehicle Lease (non-plow) 21,250 - Vehicle replacement program,yearly amount of money set aside for future replacement for street fund vehicles 101.042.000.542.90.45.07 Interfund Vehicle Lease (plow) 77,929 - Vehicle replacement program,yearly amount of money set aside for future replacement for street fund plows Page 2 of 5 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Street Fund 2019 Line Item Detail Proposed 101 Budget 101.042.000.542.90.49.01 Subscriptions 1,550 - Generic 500 - Manual:ITE Trip Generation Every 3-4 yrs. Next Check=2022 $1,150 - WSDOT Manual Every odd yr. Next Check=2021 $150 150 Tracking service(street/storm) April-Sept=Street, Oct-March=Snow - Vestige:(Portable)-Senske, Graders-$2,185 28%/72% 312 - Precise:(Hardwired)-Plows, Sweeping-$2,550 46%/54% 588 101.042.000.542.90.49.02 Memberships-Professional Licenses 43,476 - Various Ecology, Chemical Handlers, Water Works Operator, 2,200 Hazardous memberships - SRTC-VISUM software 1,800 - SRTMC Management Fees 15,000 -currently no agency is paying-grant funded. Determined each year - SRTC Membership 19,000 - Transportation Professional Cert Board 275 - Expires 2022 $275 - 2 PE Licenses $116(2 yr renewal) 116 - IMSA 85 IMSA Signal Tech Certification-every 3 years -Every 3 year Expires 2021$100 - Inland Empire Utility (411)-50/50 w/Storm 5,000 -Charged per call,price increases yearly 101.042.000.542.90.49.04 Registrations 3,850 STREET - 4 staff @$400(Shane, Tom, Mike,Dana) 1,600 TRAFFIC 1,500 - 2 staff @$750(Ray, Ryan) BRIDGE - 1 staff @$750(Pete) 750 Maintenance Shop-Euclid 101.042.000.543.50.41.21 Janitorial Services 1,525 -50%St/50%Storm(hard split) - Argus 525 - Rugs(purchase,Argus cleans,replace as needed) 500 - Company TBD for overalls 500 101.042.000.543.50.44.03 Taxes&Assessments 1,000 101.042.000.543.50.45.50 Operating Facilities Rent 2,550 - Day Wireless-Tower rental/radios in plows 212.33/mo 101.042.000.543.50.47.01 Electricity-Euclid Facility 8,500 - Electricity at the Maint Facility:17002 E.Euclid -50%St/50%Storm(hard split) 101.042.000.543.50.47.03 Sewer-Euclid Facility 330 - Sewer at the Maint Facility:17002 E.Euclid $55/mo. Split 50/50 with Storm water 101.042.000.543.50.47.04 Waste Disposal-Euclid Facility 1,200 - Garbage at the Maint Facility: 17002 E.Euclid Split 50/50 w/Storm Page 3 of 5 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Street Fund 2019 Line Item Detail Proposed 101 Budget 101.042.000.543.50.47.05 Television Service-Euclid Facility 400 - Service provided to Maintenance Facility access to the latest news/weather rpts. 2018(2nd qtr)changing from Direct to cable -50%street/50%storm 101.042.000.543.50.48.04 Repair&Maintenance-Euclid Facility 3,900 All expenses are 50/50 with the Storm water Fund - Janitorial Supplies 500 - Industrial Park Dues 1,100 - Yearly Furnace Cleaned 500 - Building Maintenance 1,800 Bridge 101.043.000.542.50.48.01 Bridge/Street Maintenance 40,000 - General maintenance:annual,conditional Traffic 101.042.000.542.10.xx.xx Signal Detection Replacement Program 45,000 101.042.000.542.10.xx.xx Traffic Signal Replacement Program 25,000 -planned component replacement program 101.042.000.542.10.xx.xx Battery Backups for Intersections _ 15,000 -2 to 3 intersections per year Snow Operations(101.000.000) 101.000.000.542.66.31.04 Operating Supplies-Snow Removal 250,000 - Liquid Magnesium Chloride 100,000 - Granular deicer 150,000 101.000.000.542.66.31.08 Repair&Maintenance-Snow Removal 70,000 - Plow repair/maintenance -done in house - Gas for welder, cutting torch Norco 101.000.000.542.66.32.01 Fuel-Snow Removal 30,000 - Fuel for 10 snow plows and.5 backhoe for an average snow fall winter 101.000.000.542.66.35.01 Small Tools&Minor Equipment-Snow Removal 5,000 - Small tools needed to repair snow plow fleet 101.000.000.542.66.41.05 Professional Services-Snow Removal 800 - CDL Physicals for drivers(5)per year -paid previously by HR,now paid by street fund 101.000.000.542.66.41.12 Winter Snow Services 70,000 - On Call Contract Drivers Snow Grader under winter reserve fund 101.000.000.542.66.41.15 WSDOT Winter Snow Services 80,000 - Snow removal and treatment on Pines and Trent 101.000.000.542.66.41.17 Advertising 500 101.000.000.542.66.48.01 Equipment Repair&Maintenance-Snow Removal 20,000 - Outside shop repairs 101.000.000.542.66.49.01 Subscriptions-Snow Removal 900 Tracking service Tracking service(street/storm) April-Sept=Street, Oct-March=Snow - Vestige:(Portable)-Senske, Graders-$2,185 28%/72% 312 - Precise:(Hardwired)-Plows, Sweeping-$2,550 46%/54% 588 Page 4 of 5 P:\1.General Governance\Budget\2019 Budget\Engineering\Street Fund budget worksheet 2019.xlsx Street Fund 2019 Line Item Detail Proposed 101 Budget Intergovernmental Services 101.042.000.542.30.51.01 Street Maintenance-County 670,000 - Signals 425,000 - Signs 80,000 - Striping 105,000 - Legends 60,000 101.042.000.542.30.51.02 WSDOT Maintenance Contract 185,000 - Signal Illumination 50,000 - Roadway Maintenance 125,000 - Contingency 10,000 Interfund Payments for Service 101.000.000.597.00.00.10 Transfer to General Fund-OH 0 101.042.000.597.31.00.10 Transfer to Fund 311 -Pavement Preservation 0 Total: 4,783,139 Page 5 of 5 STREET FUND # 101 STRATEGIES Sio"kane� jValley DISCUSSION ITEMS Street O&M Fund #10I Overview Fund #101 Revenue Challenges Projected Fund #10I needs Options for addressing shortfall Next Steps Questions STREET O&M FUND # 10I The Street Fund generally accounts for the operations and maintenance of City Streets. Includes street pavement repairs, traffic signals and signs, landscaping and vegetation control, snow and ice control, etc. The adopted 2018 Budget has recurring expenditures of about $4,587,000. However, identified needs at the 2018 Budget Workshop on June 13, 2017 were approximately $4,826,000. A decision was made to reduce recurring expenditures due to revenue constraints. Staff = 5.725 FTEs and 2 interns SERVICES PROVIDED IN STREET O&M FUND # 10I ■ Expenditures include in part: $ 1 ,500,000 Street Maintenance — pothole patching, asphalt repairs, street surface treatments, concrete and sidewalk repairs, roadside landscaping, litter and weed control, pavement restoration $ 1 ,000,000 for pavement preservation $915,000 Traffic Operations and Maintenance — Maintain and operate 87 traffic signals, electrical costs, equipment replacement, 32 school zone beacons, signs, striping and pavement markings $485,000 Street Lighting — electric bill to light streets, intersections and sidewalks $20,000 Street Sweeping — this service is shared with the Stormwater Utility which pays 96% of total costs which are about $500,000 $95,000 Public Works Maintenance Shop and Fleet Maintenance — building maintenance, electricity, water, sewer, trash, common area fees, and vehicle maintenance $505,000 Snow Maintenance — plowing, deicing materials, equipment, plow trucks $40,000 Bridge Maintenance and Repairs Note:Budget amounts are rounded and approximate for illustration purposes. FUNDING SOURCES IN STREET O&M FUND # 10I Estimated major revenue sources in the preliminary 2019 Budget: MotorVehicle Fuel Tax - $2,046,700 Multimodal Transportation Revenue - $ 131 ,900 Telephone Utility Tax - $ 1 ,700,000 SVMC 3.70 — Provides for a tax of 6% on telephone services within the City including both landline telephones and cell phones. Has decreased at an average annual rate of 5. 18% since implementation. Collected $ 176k less in 2017 than in 2016. STREET PROGRAM FUNDING SUMMARY Fund # Funding Uses I 0 I Street O&M Gas and phone tax Patching, Crack Seal, Snow Plow, Etc 303 Street Construction Grants and REET Construction/reconstruction 3 I 1 Pavement Preservation Grants, General Fund, Overlays, surface treatments Street wear fee, REET STREET PROGRAM FUNDING SUMMARY Fund # Projected Revenue Gap 101 Street O&M $ 1 .3 to $ 1 .8 Million (2020 to 2023) 303 Street Construction NotApplicable, Revenue is Grants and REET 31 1 Pavement Preservation $ I .5 to $3 Million (to be verified) OPTIONS TO CONSIDER Reduce Expenditures Cut $818,000 out of 2019 Budget, more in subsequent years Crackseal Patching Cuts will occur to the Street Maintenance (Poe) contract OPTIONS TO CONSIDER Increase Revenues Dedicate all or a portion of any annual surplus funds — temporary solution since surpluses are typically only available in years with a good economy Redirect Streetwear Fee for this purpose New revenue sources Transportation Benefit District Tab fee — estimated $1.4 million from $20 fee Sales tax— estimated $3.3 to $5 million from voter approved 0.2% tax Property Tax Banked Capacity — 2018 banked capacity is $650,326 Levy Lid Lift — amount is voter approved, may be for limited purpose and limited period Utility Tax — estimated collections have a range of $61k up to $7.8 million depending on the services subject to tax and the tax rate NEXT STEPS Street Fund #101 Council needs to provide direction on preferred options Public Input and Discussions Implement new funding source or direct staff to reduce service levels for 2019 Pavement Preservation# 311 Consultant review of staff's pavement preservation funding needs assessment Additional Council and public discussions on verified needs assessment Continue Council discussions on revenue options for Fund #311 QUESTIONS COMMENTS DISCUSSION P:\1.General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Tab#16-Stormwater Fund Community&Public Works Department 2019 Increase/ Fund#402-Stormwater Management Fund 2015 2016 2017 2018 Proposed Decrease Employee Count-3.9 FTEs Actual Actual Actual Budget Budget from 2018 'RECURRING ACTIVITY Wages/Payroll Taxes/Benefits 000.531.36.10.00 Wages 268,075 316,871 312,853 365,008 319,697 (45,311) 000.531.36.10.01 Temp/Seasonal-Wages 22,747 11,391 9,713 22,534 22,534 0 000.531.36.10.99 Overtime 345 1,736 4,709 2,000 2,000 0 000.531.36.20.00 Payroll Taxes and Benefits 102,819 134,257 136,385 165,195 147,685 (17,510) 000.531.36.20.01 Temp/Seasonal-Payroll Tax&Benefits 2,813 1,535 1,442 2,420 2,357 (63) 396,799 465,790 465,102 557,157 494,273 (62,884) Supplies 000.531.36.31.03 Publications 0 0 0 300 200 (100) 000.531.36.31.01 Office Supplies 0 0 42 0 0 0 000.531.36.31.04 Operating Supplies 8 2,630 773 4,000 0 (4,000) 000.531.36.31.05 Meeting Supplies 295 0 0 0 0 0 000.531.36.31.06 Safety Equipment 18,966 202 248 0 0 0 000.531.36.31.08 Repair&Maintenance Supplies 524 2,456 1,754 0 0 0 000.531.36.31.10 Vehicle Maintenance Supplies 828 0 22 0 0 0 000.531.36.32.01 Fuel 3,915 3,637 5,311 5,500 5,500 0 000.531.36.35.01 Small Tools&Minor Equipment 5,686 3,361 2,914 5,000 5,000 0 30,222 12,286 11,064 14,800 10,700 (4,100) Other Services&Charges 000.531.30.45.07 Interfund Vehicle Lease 18 11,000 12,750 12,750 12,750 0 000.531.36.41.03 Spokane County GIS 4,167 17,642 20,814 5,050 41,400 36,350 000.531.36.41.05 Professional Services 11,774 6,272 405 60,000 46,800 (13,200) 000.531.36.41.10 Private stormwater maintenance 0 961,537 881,008 953,341 966,508 13,167 000.531.36.41.17 Advertising (3,858) 35 555 0 2,000 2,000 000.531.36.41.20 Decant Facility Usage 34,467 4,752 2,293 10,000 10,000 0 000.531.36.42.01 Postage 989,542 0 8 0 0 0 000.531.36.42.02 Telephone Service 533 420 444 432 0 (432) 000.531.36.42.03 Cell Phones 0 807 1,762 1,900 1,000 (900) 000.531.36.43.01 Travel/Mileage/Meals 0 1,477 1,394 3,500 3,500 0 000.531.36.44.03 Taxes and Assessments 384 415 415 500 500 0 000.531.36.45.03 Equipment Rental 1,352 54 0 0 0 0 000.531.36.47.01 Electricity 0 8,142 9,566 8,500 9,400 900 000.531.36.47.02 Water&Sprinkler 2,280 43,793 35,951 44,000 50,000 6,000 000.531.36.47.03 Sewer 415 285 286 330 330 0 000.531.36.47.04 Waste Disposal 0 22,144 26,422 22,050 23,000 950 000.531.36.47.05 Television Services 7,181 324 361 325 400 75 000.531.36.48.01 Equipment Repair&Maintenance 0 5,151 2,621 4,500 4,500 0 000.531.36.48.03 Software Licenses&Maintenance 292 5,530 3,471 10,055 5,850 (4,205) 000.531.36.48.04 Repairs&Maintenance-Euclid Facility 17,918 5,642 3,583 7,000 3,900 (3,100) 000.531.36.49.01 Subscription 319 0 624 0 1,800 1,800 000.531.36.49.02 Memberships 4,577 3,711 4,476 5,500 7,166 1,666 000.531.36.49.03 Printing&Binding 844 0 0 0 400 400 000.531.36.49.04 Registrations 3,974 3,700 3,242 4,000 3,200 (800) 000.531.36.49.06 Miscellaneous Services 693 0 0 0 0 0 000.531.36.49.18 Vehicle License&Registration 3,165 24 0 0 0 0 000.538.36.38.00 Compensated Absences 0 3,572 (1,545) 0 0 0 1,080,037 1,106,429 1,010,906 1,153,732 1,194,404 40,672 Page 1 of 2 P:\1.General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Community&Public Works Department 2019 Increase/ Fund#402-Stormwater Management Fund 2015 2016 2017 2018 Proposed Decrease Employee Count-3.9 FTEs Actual Actual Actual Budget Budget from 2018 Intergovernmental Services 000.531.36.51.01 Spokane County-Contract Services 1,200 1,200 0 0 0 0 000.589.63.54.01 Depreciation Expense-Cap lmprovemnts 28,976 0 0 0 0 0 000.531.36.51.20 Ecology Permit 0 30,564 32,661 35,000 37,500 2,500 30,176 31,764 32,661 35,000 37,500 2,500 Interfund Payments for Service 000.597.00.00.10 IF Transfer to 001 13,400 13,400 13,400 13,400 13,400 0 13,400 13,400 13,400 13,400 13,400 0 Total Recurring Activity 1,550,634 1,629,669 1,533,133 1,774,089 1,750,277 (23,812) NONRECURRING ACTIVITY Capital Outlays 402.402.000.594.38.63.05 Stormwater Improve-Capital Outlays 0 0 0 400,000 450,000 50,000 402.402.000.594.38.64.05 Heavy Duty Machinery&Equipment 0 4,871 0 0 0 0 402.402.150.595. #150-Sullivan Rd.Bridge Drain Retrofit 15,546 0 0 0 0 0 402.000.000.595. Construction-Drainage 0 82,733 184,570 0 0 0 402.000.168.595. #168-Wellesley&Adams sidewalks 230,247 0 0 0 0 0 402.000.185.595 #185-Appleway Landscaping-Phase 1 34,844 0 0 0 0 0 402.000.193.595. #193-Effectiveness Study 0 110,055 196,480 15,000 10,000 (5,000) 402.000.199.595. #199-Havana-Yale Diversion 50,680 0 0 0 0 0 402.000.200.595. #200-Ponderosa Surface Water Diversion 192,638 0 0 0 0 0 402.000.211.595. #211-Sullivan Trent to Wellesley &Wellesley 10,453 0 0 0 0 0 402.000.218.595. #218-Montgomery Ave.St.Preservation 4,887 0 0 0 0 0 402.000.220.595. #220-Houk-Sinto-Maxwell St Preservation 3,540 0 0 0 0 0 402.000.224.595. #224-Mullan Rd Street Preservation 25,967 0 0 0 0 0 402.000.238.595. #238-Pines Rd Mirabeau Parkway Intersection 143,255 6,848 0 0 0 0 402.000.239.595. #239-Bowdish Rd&12th Ave.Sidewalk 0 0 65,372 0 0 0 402.000.240.595. #240-Saltese Road Preservation Project 0 0 72,918 0 0 0 402.000.248.595. #248-Sprague Street Pres-Sullivan to Corbin 0 0 7,905 0 0 0 402.000.250.595. #250-9th Ave Sidewalk-Raymond to University 0 0 1,188 0 0 0 Watershed studies 87,314 0 0 60,000 100,000 40,000 Capacity Grant 77,361 0 0 50,000 0 (50,000) 402.000.000.597.40.00.30 IF Transfer to 403 16,427 0 0 0 0 0 Total Nonrecurring Activity 893,159 204,507 528,433 525,000 560,000 35,000 Total Stormwater Fund 2,443,793 1,834,176 2,061,566 2,299,089 2,310,277 11,188 Page 2 of 2 P:\1. General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Stormwater Fund 2019 Line Item Detail Proposed 402.000/402 Budget 000.531.36.10.00 Wages 319,697 - 3.9 FTEs 000.531.36.10.01 Temp/Seasonal-Wages 22,534 - 2 interns @ 600 hrs each 000.531.36.10.99 Overtime 2,000 000.531.36.20.00 Payroll Taxes and Benefits 147,685 - FICA, Medicare, L&I, PERS 000.531.36.20.01 Temp/Seasonal- Payroll Tax & Benefits 2,357 - 2 interns 000.531.36.31.03 Publications 200 - Training publications/materials WSDOT-every odd yr$55 000.531.36.32.01 Fuel 5,500 - 5.0 Vehicles Oil changes+Misc repairs (based on current fuel prices) 000.531.36.35.01 Small Tools & Minor Equipment 5,000 - Includes testing equipment, spill cleanup supplies, signs, - Safety Equipment:vests, hard hats - Small fleet items:wiper blades 000.531.30.45.07 Interfund Vehicle Lease 12,750 000.531.36.41.03 Spokane County 41,400 Invoice from Spokane Co Info Systems - GIS Application Services 35,000 - ESRI Licenses Fee 3,900 -CIP 25%/Storm 23%/CD Devlpl6%,/CD Planning 35%/ based on#users - ARC GIS Online(same amt each mo) -50%Storm/50% CD Planning - 2,500 000.531.36.41.05 Professional Services 46,800 - Surveying 10,000 - Material Testing 10,000 - Planning and Pre-design, geotech 25,000 - GPS service for Sweepers and Plows 1,800 000.531.36.41.10 Private (Contracted)Stormwater Maintenance 966,508 - Emergency Cleanup/On Call Geiger 35,000 -$70,000-Exp 9/2021 -50%St/50%Storm �I - Emergency Spill Cleanup/On Call Able Clean up 1,875 -25%St/75%Storm - Emergency Traffic Control/On Call Senske 5,000 -$10,000-Exp end of year -50%St/50%Storm - ROWLandscaping Senske - 46,693 -$62,257-Executed 2015, (4) 1 yr renewal options -25%St/75%Storm Page 1 of 4 P:\1. General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Stormwater Fund _ 2019 Line Item Detail Proposed 402.000/402 Budget - Vegetation Management - 15,000 -50%St/50%Storm - ROW Weedspraying Spokane Pro Care 3 15,094 -$20,125-Executed 2015, (4) 1 yr renewal options 3 -25%St/75%Storm - Street Repair&Maint Poe Asphalt 136,666 -$1,366,663-Executed 2014, (5)renewal options -90%St/10%Storm - Street Sweeping AAA Sweeping 470,592 -$490,200-Executed 2015, (4) 1 yr renewal options -4%St/96%Storm - Vactoring(Drainage structure cleaning)-MA Sweeping = 202,588 -$202,588-Executed 2018, (4) 1 yr renewal options - Contingency - 38,000 000.531.36.41.17 Advertising =� 2,000 - RFQ/RFP's-run in(3)publications x 2 wks 000.531.36.41.20 Decant Facility Usage 10,000 - This relates to the 0&M fees for the use of the facility and disposal cost 000.531.36.42.03 Cell Phones _ 1,000 - 21pad @ 40.01 each/mo 000.531.36.43.01 Travel/Mileage/Meals 3,500 - Mileage, Meals - Airfare, Car rental, Lodging 000.531.36.44.01 Taxes and Assessments 500 - Fees and assessments for Maint Facility 000.531.36.47.01 Electricity 9,400 - Maintenance Facility at 17002 E. Euclid. - 8,500 -50%St/50%Storm j - Irrigation 900 000.531.36.47.02 Water&Sprinker 50,000 - Modern, Vera, ESWD#1, SCWD#3, Consolidated, Irvin - irrigated swales&ROW area 13 acres of lawn turf, vegetation 000.531.36.47.03 Sewer (Euclid Facility) 330 - Sewer at the Maint Facility: 17002 E. Euclid $55/mo. 50%St/50%Storm 000.531.36.47.04 Waste Disposal 23,000 - 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 Page 2 of 4 P:\1. General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Stormwater Fund 2019 Line Item Detail Proposed 402.000/402 Budget 000.531.36.47.05 Television Service @ Euclid Facility 400 - Service provided to Maintenance Facility access to the latest news/weather rpts. 2018(2nd qtr)changing from Direct to cable -50%street/50%storm 000.531.36.48.01 Equipment Repair& Maintenance 4,500 - 5.0 Vehicles Oil changes+Misc repairs 000.531.36.48.03 Software Licenses & Maintenance 5,850 - Hydrocad Software 300 - AutoCad Subscription: 1 Stand Alone, 1 Multi User - 2,900 - Pictometry Tiles(Aerial photos) 0 -Every other year, next year will be 2020. -CIP 25%/Storm 23%/CD Devlpl6%,/CD Planning 35%/ based on#users - Pictometry License Online 1,300 Yearly Split 50/50 between Storm&CD Planning - Spokane County Information Technology - 1,200 -how storm water fees are collected and assessed - Eagle Web Access 150 000.531.36.48.04 Repair and Maintenance- Euclid Facility 3,900 All expenses are 50%St/50%Storm - Janitorial Supplies 500 - Industrial Park Dues - 1,100 - Yearly Furnace Cleaned 500 - Building Maintenance - 1,800 000.531.36.49.01 Subscriptions _ 1,800 Tracking service: 625 Vestige:(Portable)-Senske, Graders-$2,185 28%/72% 1,175 Precise:(Hardwired)-Plows, Sweeping-$2,550 46%✓54% 000.531.36.49.02 Memberships/ Professional Licenses 7,166 - Professional membership-tbd 500 - Wastewater Operator Certificate- WA Dept of Health 50 - IWAC-ID/WA Aquifer Collaborative - 1,500 - License 116.00/each, every other year even/odd 116 - Inland Empire Utility (811)-50%St/50%Storm - 5,000 -Charged per call,price increases yearly 000.531.36.49.03 Printing and Binding 400 - Small Works projects 000.531.36.49.04 Registrations 3,200 - 4 staff @$800 Page 3 of 4 P:\1. General Governance\Budget\2019 Budget\Engineering\Stormwater budget worksheet 2019.xlsx Stormwater Fund 2019 Line Item Detail Proposed 402.000/402 Budget 000.531.36.51.20 Ecology Permit 37,500 - Yearly cost of operating under the DOE _ -based off the number of housing units -Stormwater engineer will have data for calculation 000.597.00.00.10 Interfund Transfer-General Fund OH 13,400 Total Recurring Expenditures: 1,750,277 Nonrecurring Expenditures Stormwater Improvements-Capital Outlays 1 450,000 402.000.193.595. Effectiveness Study 10,000 Watershed/ Floodplain Studies 100,000 Total Nonrecurring Expenditures: 560,000 Total Stormwater Fund: 2,310,277 Page 4 of 4 crry Tab 17: - General Fund - CITY MANAGER Spokane Fund Balance Val �e� 10210 E Sprague Avenue ♦ Spokane Valley WA 99206 .000 k Phone: (509)720-5000 ♦ Fax: (509)720-5075 ♦ www.spokanevalley.org _ Memorandum To: Mayor and Councilmembers From: Mark Calhoun, City Manager e, Date: Tuesday, June 12, 2018 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 2018 General Fund budget as initially adopted we anticipated the ending fund balance to be $25,652,053, which represents 62.73% of recurring expenditures. = Ending fund balance Recurring expenditures 62.73% = $ 25,652,053 $ 40,891,379 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: llsvfsllusers1rncalhoun1BudgetslFund Balancel2018 06 12 memo-re-General Fund minimum fund balance.docx Page 1 1. Cash In-flow-cash reserves that are required as a result of the timing of revenue receipts. 2. Cash Out-flow -- cash reserves that are required to meet ongoing operations and capital construction needs. 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 2018 City property tax levy is $11,796,100. Because we receive this in two installments in essentially May and November, we run a "cash in-flow deficit" equal to one-half of the levy amount in those months or $5,898,050. Cash deficit = 2018 Property Tax Revenue 2 $5,898,050 = $ 11,796,100 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 2018 are estimated at $25,697,300. Assuming these are received one-twelfth each month, our "cash in- flow deficit" is approximately $2,141,442. State Remittances Sales tax $ 20,881,900 Sales tax- Public Safety $ 967,800 Sales tax- Criminal Justice $ 1,738,000 State shared revenues $ 2,109,600 Total receipts $ 25,697,300 Months per year 12 Average monthly receipt $ 2,141,442 11 svfslluserslmcalhounlBudgetslFund Balance12018 06 12 memo-re- General Fund minimum fund balance.docx Page 2 Together, these two revenue sources necessitate that the City maintain a minimum General Fund fund balance of$8,039,492 or 19.66% 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 $ 5,898,050 1.B) Approximate monthly remittance from the State of WA $ 2,141,442 Minimum needed to meet cash flow $ 8,039,492 Minimum cash flow reserve = Cash deficit caused by revenue remittance delay 2018 Recurring General Fund expenditures 19,66% = $ 8,039,492 $ 40,891,379 2) 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 2018 recurring operating budget of $40,891,379 is disbursed each month, then: A fund balance equivalent to 1-month of operations is: $40,891,379 x 1 I 12 = $ 3,407,615 = 8.33% A fund balance equivalent to 2-months of operations is: $40,891,379 x 2 / 12 = $ 6,815,230 = 16.67% A fund balance equivalent to 3-months of operations is: $40,891,379 x 3 / 12 = $ 10,222,845 = 25.00% We recommend the City maintain a three-month operating reserve or $10,222,845 in 2018. B) Capital Protects 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 ll svfslluserslnicalhounlBudgets\Fund Balance12018 06 12 memo-re- General Fund minimum fund balance.docx Page 3 disbursement. This means we must carry a sufficient cash reserve balance to meet the demand for payment by the contractor. The number and cost of capital projects varies from year to year but in 2018 we have budgeted a total of $21.5 million of capital projects which we will pay for with cash-on-hand of$6.3 million and $15.2 million of grants. Assuming expenditures are incurred evenly over a 6-month construction season, this means we must hold a $2,533,333 capital construction reserve (_ $15.2 million / 6 months). This $2.5 million represents a General Fund reserve of 6.20%, computed as follows: Capital Project Reserve = $ 2,533,333 = 6.20%. Recurring Expenditures $ 40,891,379 COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT Combining the fund balance required to meet 2018 General Fund cash in-flow and cash out- flow needs yields a total of $20,795,670 or 50.86% of recurring expenditures. This computation is based upon a summary of each element noted in this analysis. Cash Reserve Recurring Reserve Required Expenditures Cash In-flow 1.A) Semi-annual property tax remittance = $ 5,898,050 I $40,891,379 = 14.42% 1.B) Remittances from the State of Washington = $ 2,141,442 I $40,891,379 = 5.24% Cash Out-flow 2.A)!Operating = $ 10,222,845 / $40,891,379 = 25.00% 2.B) Capital projects = $ 2,533,333 I $40,891,379 = 6.20% $ 20,795,670 1 $40,891,379 = 50.86% 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 $17.9 million into Fund #312 and this money has been used to finance a variety of Council approved projects. Listed below is a complete history of annual transfers from the General Fund to Capital Reserve Fund #312 and the projects these transfers have financed: llsvfslluserslmcalhounlBudgets\Fund Balance12018 06 12 memo-re-General Fund minimum fund balance.docx Page 4 Capital Reserve Fund#312 Sources General Fund-2013 7,826,207 General Fund-2014 transfer of 2012 fund bal > 50% 2,443,507 General Fund-2015 transfer of 2013 fund bal > 50% 1,783,512 General Fund -2016 transfer of 2014 fund bal > 50% 1,828,723 General Fund -2017 transfer of 2015 fund bal > 50% 3,003,929 General Fund -2018 transfer for misc. cap projects 1,000,000 (1) General Fund -2018 transfer of 2016 fund bal > 50% 2,795,429 Developer contribution (Library District)-2013 3,180 Developer contribution (Library District)-2014 4,675 20,689,162 Uses I Sullivan Rd. West Bridge Replacement 2,085,810 completed Appleway Trail University to Pines 1,452,026 completed Appleway Trail -Sullivan to Corbin 347,000 committed Appleway Trail -Pines to Evergreen 288,148 completed Appleway Trail -Balfour to University 101,250 committed Appleway Trail -Evergreen to Sullivan 222,075 committed Appleway Landscape-119 261,993 completed Busines^age 21,130 completed Joint Site Design Balfour Park/Library 57,601 completed • City Hall ($58,324 to#310+$5,162,764 to#313) 5,199,664 completed Barker Road/ BNSF Grade Separation 1,421,321 committed (2) Pines Road Underpass 2,153,131 committed (+ $931,810 this •ersion) Reconstruct Euclid after sewer installation 1,800,000 committed Carnahan &8th-ROW acquisition 600,000 committed Sculpture siting at City Hall 38,526 completed Bus stops & ped crossings on Indiana Ave. 110,000 committed Sullivan Park land acquisition 600,000 committed Sullivan Park water line installation 152,858 committe. (2) Barker Road corridor improvements 1,653,131 commi ed (+$931,810 this version) (2) Balfour Park development 1,653,131 co itted (+$931,810 this version) Improvements at proposed SCLD Balfour site 460,715 -ommitted 20,679,519 Difference 9,643 ; 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. llsvfslluselslmcalhountBudgetslFund Balancel2018 06 12 memo-re-General Fund minimum fund balance.docx Page 5 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 "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 March 16, 2018 Moody's Investors Service "Annual Comment on Spokane Valley" provides their most recent review. If you should have any questions or comments please feel free to contact me at any time. Ilsvfs1lusers1mcalhoun1BudgetslFund Balance12018 06 12 memo-re-General Fund minimum fund balance.docx Page 6 Mark Calhoun From: MRSC <listadmin@mrsc...ccsend.com> on behalf of MRSC <listadmin@mrsc.or'g> Sent: Friday,October 21, 2016 9:08 AM To: Mark Calhoun Subject: Ask MRSC:October 2016 Having trouble viewing ttdi5 email?Cllcic-ha:re OCTOBER 2016 Ask MRSC is a rnont y c-ne nietter.feelluling responses to seledud arc a s rucnsi.ied by the consultant staff et t,1RSC.. Submit your own grrostfon via OM sianOacriline fan IN THIS ISSUE Are local governments required to maintain specific reserve fund balance levels? Should )deal government continue adding to its operating-reserve if it has already met the requirement or the policy? Do newspaper publishers or distributors haveany legal rights to place newspaper pay boxes in the public right-of-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 often are cities required to adopt pr approve their capital facilities plan? What arc the public hearing requirements associated with raising a utility rate? r ;arm Are 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 i-s 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 t "begin ning"or'ending' fund balance). The 15%figure was a previous recomnnaendation made by the GFOA for Vne general fund. This percentage has since been updated with the 2015 release of the GFOA best pract ce paper on Appropriate Level of Unrestricted Fund Balance in the General Fund. The recommendations made by the GFOA now speaks of several factors that word 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 governitv the level of unrestnoted fund balance in the general fund,a governrnent should consider a vaiety of factors, including: 1. The predictabilirty of its revenues and the volatiRty of its expenditures(Le_, higher levels of unrestricted fund balance may be needed if sag.mif' cant revenue sources are subject to unpredictable fluctuations or if operating expenditures are highly volatile): 2. its perce;ved exposure to sigriir? nt 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 ask the availab ity of resources ki other funds; 4. The potential iarapact 4he entity's bond ratings and the corresponding 'increased oast of borrowed funds; 5. Commitments and asslgnarer=,ts(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 froni consilderation 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 a-neet 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,goverivnent should continue to add to its opera operMing reserve if it has already met the requirement of the policy_This question can only be answered by the ipolacy adopted. You may want to consider expanding your current policy to define such things as"use and replen4shr enLi" Yoo will note that the GFOA best praOlice paper has a section that speaks to this Tissue. Budget is a great time to review financial policies currently{in place arid to fine bane those policies to meet current fiscal needs. Here is a link to Oa Financial/Budget Policies topic page,where you Brad some excellent samples of What other jurisdictions.ctions.are doing this area of fiscal management.Additionally, here is a link to the SAO-FIT (Financial Inks{gernce Tool)that vill assist in evaluating tine financial condition of the oounty and provide you with fiscal data tear your anatysis at Apra phate fiend balance. Submit a Question s Subscribe : Search/Browse All Inquiries Do newspaper publishers or distributors have any legal rights to place newisracks or newspaper pay boxes in the public right-of-way? Can the city have them moved or at least placed on private property? 2 Problem Solver PUBLIC MONEY , ByJustin Marlowe ;l Why We Put Money Aside States and localities have very different perspectives on the point of rainy day funds. Wapace Sayre, an early and reports from the past five years l found these governments did spend down most influential scholar of pub- the average local unreseryor all of their reserve funds.But the vast lie management,once said balance to be around 4percent of annual majority, including several with large public and business admin- general fund expenditures. Even more reserve funds,reduced spending instead. istration are"alike only in el unimportant striking is how mutat,theseiocalbalances Why were local governments reticent respects"His insight applies equally to vary,Ws not uncommon to see a group of to spend reserve funds during one of the state and localities and their rainy day oc goyernmerits With 0 trercent nd stormiest eras in history?On the record, funds.Both put money aside for unfore- balances and a nearly identical group of manylocal finance officials say they would seen emergencies or hard times.Butstates juris tai on;;w t r andbalanc s at 70 to prefer to use those fonds to take on an use these funds to solve problems.Many 80 percent of annual spending. idiosyncratic problem,such as a flood or local governments use them--or don't--in Here's the most important differences ways that reveal problems. Unlike the states,local gorornments did Among the states,rainy day fencEs have not spend down their reserves during the Why were local been thehest(end in some eases the only) Creat Recession.in fiscal 2007 the aver- tool available to blunt the Great Reces- agcloeal unreserved general fund balance governments reticent sion's fiscal destruction.During the good was 27 percent of annual general Rind years prior t0 the downturn,most states expenditures. in 2009,as the recession to spend reserve built up to 10 perceiitof annual expend i- began to take hold,it fell to 29 percent. one tures in their funds.Duringtherecessinn But by 201 I,as the recovery strugg�ledto funds during one J�of and the ever-so-slow recovery,they spent alniost all oIthnt money to fiuibudget gaps the stormiest eras created when revenues fell short and ser- vice demands spiked, in h story?" Most local governments do not have formal rainy day funds in the same3 -- way most states do. A typical state /0 the loss of a major local employer off rainy day fund is governed by a law the record,they will tell you it has a that sets a target fund balance and Average lotto do with citizens'lack of tinder- dictates when to use andreplenish amount of standing of what local government that balance.According to recent . unreserved services really cost. Some say, "If research,only 11 of the 30 largest generalwe spend it,we won't get it back." U.S.cities have an actual rainy dayIn other words,the pressure to keep fund, Instead, most localities use funds that taxes low is so great that they would hudgetsurpluses or unreserved fund localities never he able to replenish the reserves balances as a rainy day fund,hut one keep In with new incremental revenues.0th- without the constraints ofaformal fund erstsay, '"I can't spend it because my policy.These informal practices are not council bankcouncil wants our reser+':funds higher necessarily bad,but they're not as trans- each year. than the(neighboring)city of X;'Trans- parent as must state policies. Wien:High reserve funds are a signal of Unlike states'funds,local reserve 1ev- strength and prosperity precisely because els are large andvaried.Where state rainy start,it was back up to 31 percent.in the you don't really need then.Until we can day fund balances have hovered meantime,operating margins—or the per- address these much larger issues of per • - 5 tCr pence it of annual SI.,__IeLtli:SI,local cent by which revenues exceed expendi- ceptions,local rainy day ftmds will be a 'governments tend to keep much more tures—fell from an average of 6 percent in symptom rather than a solution.G in the hank.In my own analysis of more 2007 to an average°floss than.1..5 percent than 6,000 local government financial in 2011.To he clear;about one in four of 17.xnailjmarlawe®washington.edu 78 GOVERNING I June 2013 U.S.PUBLIC FINANCE MOODY'S INVESTORS SERVICE CREDIT OPINION Spokane Valley (City of), WA 10 May 2016 New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's New Issue LTGO Bonds Summary Rating Rationale Rate this Research ® 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. Contacts The Aa3 rating reflects the city's sizeable and growing tax base,modest resident wealth, Travis George 415-274-1715 Analystextraordinarily healthy financial position and conservative financial management,and very travis.george@moodys.com low debt and pension burdens. William Oh 415-274-173g Credit Strengths AVP-Analyst william.oh@moodys.com » 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 a 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 $ 77,881 Median Family Income(%of US Median) N/A N/A 91.5% 91.5% 91.5% Finances Operating Revenue($000) $ 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 $ 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) N/A N/A 0.2x 0.2x 0.3x Moody's-adjusted Net Pension Liability(3-yr average)to Full Value(%) N/A N/A 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$83,011.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$1 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 rating action.For any credit ratings referenced in this publication,please see the ratings tab on the issuer/entity page on www.mosdys.com for the most updated credit rating action information and rating history. 2 10 May 2016 Spokane Valley(City of),WA:New Issue:Moody's Assigns Aa3 to Spokane Valley,WA's LTG°hands 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 10 May 2016 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 of),WA:Mew Issue:Moody's Assigns Aa3 to Spokane Valley,WA's LTGO Bonds • • MOODY'S INVESTORS SERVICE U.S.PUBLIC FINANCE Ks 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. 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MJKK and MSFJ also maintain policies and procedures to address Japanese regulatory requirements REPORT NUMBER 1024542 5 10 May 2016 Spokane Valley(City of),WA:New Issue:Moody's Assigns Aa3 to Spokane Valley,WA's LTG°Bonds MOODY'S INVESTORS SERVICE U.S.PUBLIC FINANCE Contacts CLIENT SERVICES Travis George 415-274-1715 William Oh 415-274-1739 Americas 1-212-553-1653 Analyst AVP-Analyst travis.george@moodys.com William.oh c@moodys.com Asia Pacific 852-3551-3077 Japan 81-3-540B-4100 EMEA 44-20-7772-5454 MOODY'S INVESTORS SERVICE 6 10 May 7016 Spokane Valley(City of),WA:New Issue:Moody's Assigns Aa3 to Spokane Valley,WA's 1100 Bonds U.S, PUBLIC FINANCE MOODY'S INVESTORS SERVICE ISSUER COMMENT City of Spokane Valley, WA 6 March 2018 Annual Comment on Spokane Valley RATING General Obligation(or GO Related)1 Issuer Profile Aa? No Outlook 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 480,832 and a moderate population density of 273 people per square Contacts mile.The county's median family income is$63,402(2nd quartile)and the December 2017 Nathan Carley +1.312.706.9956 unemployment rate was 5.7%(4th quartile)z.The largest industry sectors that drive the Associate Lead Analyst local economy are health services,retail trade,and local government. nathan.cartey@moodys.com Matthew A.Jones +1.415.274.1735 Credit Overview Senior Vire President! The credit position for Spokane Valley is very high quality. Its Aa2 rating is slightly stronger Manager than the median rating of Aa3 for US cities.Notable credit factors include a robust financial matthew.jones@moodys.com position,a negligible debt burden,a small pension liability,and a large tax base with a sound socioeconomic profile. CLIENT SERVICES Americas 1-212-553-1653 Finances:The city has a robust financial position,which is relatively favorable when Asia Pacific 852-3551-3077 compared to the assigned rating of Aa2.The fund balance as a percent of operating revenues (73.8%) is far above the US median.Also,Spokane Valley's cash balance as a percent of Japan 81-3-5408-4100 operating revenues(75.1%) is far superior to the US median. EMEA 44-20-7772-5454 Debt and Pensions:The debt and pension liabilities of the city are low overall and are a credit strength in relation to its Aa2 rating position.The net direct debt to full value(0.2%) is materially below the US median,and remained flat from 2012 to 2016,Moreover,the Moody's-adjusted net pension liability to operating revenues(0.44x)is materially Lower than the US median. Economy and Tax Base:The city has a sound economy and tax base which are aligned with the Aa2 rating assigned.The full value($7.7 billion) is much larger than the US median,and rose between 2012 and 2016.Also,the full value per capita($80,426) is roughly equivalent to other Moody's--rated cities nationwide.The median family income is a solid 881%of the US level, In addition,the city benefits from its proximity to the Fairchild Air Force Base and many 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 sector's 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 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. MOODY'S INVESTORS SERVICE U.S.PUBLIC FINANCE 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 have generally recovered from the recession and are likely to experience steady economic growth over the near- term.Sales tax and other economically sensitive revenues should improve as unemployment levels remain low,particularly in the Puget Sound region.Strong improvement in the housing market will continue to boast assessed valuation growth and property tax collections. Pension costs are not a significant source of credit weakness,but remain a longer-term challenge. EXE1181T 1 Key Indicators 45 Spokane Valley 2012 2013 2014 2015 2016 Us Median Credit Trend Economy!Tax Base Total Full Value $7,087M $6,921M $7,168M $7,393M $7,748M $1,787M Improved Full Value Per Capita $78,932 $76,582 $78,928 $80,120 $80,426 $88,380 Stable Median Family Income(%of US 92% 91% 90% 89% 89% 113% Stable Median) Finances Available Fund Balance as%of Operating Revenues 84.6% 69.7% 69.5% 72.8% 73.8% 32.5% Weakened Net Cash Balance as%of Operating 94.4% 75.6% 89.9% 90.3% 75.1% 35.4% Weakened Revenues Debt/Pensions Net Direct Debt/Full Value 0.1% 0.1% 0.1% 0.1% 0.2% 1.2% Stable Net Direct Debt/Operating Revenues 0.19x 0.18x 0.15x 0.15x 0.28x 0.93x Stable Moody's-adjusted Net Pension Liability c o 0 0 (3-yr average)to Full Value 0.1/0 0.1/0 0.2% 0.2/a 0.3% 1.7/o Stable Moody's-adjusted Net Pension Liability (3-yr average)to Operating Revenues 0.17x 025x 0.29x 0.42x 0.44x 1.46x Stable 2012 2013 2014 2015 2016 US Median Debt and Financial Data Population 89,793 90,385 90,829 92,286 96,340 N/A Available Fund Balance($000s) $34,389 $29,071 $29,978 $31,652 $34,695 $7,221 Net Cash Balance($000s) $38,387 $31,521 $38,775 $39,260 $35,304 $7,930 Operating Revenues($000s) $40,660 $41,703 $43,108 $43,491 $46,987 $21,262 Net Direct Debt($0005) $7,690 $7,435 $6,675 $6,375 $13,260 $18,822 Moody's Adjusted Net Pension $6,952 $10,342 $12,296 $18,364 $20,595 $29,896 Liability(3-yr average)($000s) Source:Moody's Investors Service This publication does not announce a credit rating action.Far any credit ratings referenced in this publrration,please see the ratings tab on the issuer/entity page on vnvw.maodys.com for the mon updated credit rating action information and rating history. 2 6 March 21118 City of Spokane Valley,WA:Annual Comment on Spokane Valley MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE EXHIBIT 2 Available fund balance as a percent of operating revenues decreased from 2012 to 2016 sora Available Fund Balance as%of Operating Revenues US Cities Median 100% 50% 2012 2013 2014 2015 2016 Source:Issuer financial statements;Moody's Investors Service EXHIBIT 3 Full value of the property tax base increased from 2012 to 2016 (millions) Total Full Value $8,000 $7,500 $7,000 2012 2013 2014 2015 2016 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 2012 to 2016 IN Debt i i Pensions 1.Ox 0.5x 0.0x 2012 2013 2014 2015 2016 Source:Issuer financial statements;Govemment 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,non-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. z The demographic data presented,including population,population density,per capita personal income and unemployment rate are derived from the most 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 census 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 on 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(luly 20141. Metrics represented as N/A indicate the data were not available at the time of publication. 5 The medians come from aur mast recently published Local government medians report,Medians-Tax Base Growth Reinforces Sector Stability as Pension Troubles Remain(March 20171 which is available on Moodys.com.The medians presented here are based on the key metrics outlined in Moody's GO methodology and the associated scorecard. 3 6 March 2x19 City of Spokane Valley,WA:Annual Comment on Spokane Valley MOODY'S INVESTORS SERVICE U.S.PUBLIC FINANCE .0 2016 Moody's Corporation,Moody's Investors Service,Inc,Moody's Analytics,Inc.andlor their licensors and affiliates(collectively,°MOODY'S").All rights reserved. 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REPORT NUMBER '1102312 4 6 March 2018 City of Spokane Valley,WA:Annual Comment on Spokane Valley MOODY'S INVESTORS SERVICE U.S.PUBLIC FINANCE CLIENT SERVICES Americas 1-Z12-553-1653 Asia Pacific 852-3551-3077 Japan 81-3-5408-4100 EM EA 44-20-7772-5454 MOODY'S INVESTORS SERVICE 5 6 March 2618 City of Spokane Valley,WA.Annual Comment on Spokane Valley P:\1.General Governance\Budget\2019 Budget\Finance\potential and pending projects.xlsx Tab#18-Potential&Pending Capital Projects CITY OF SPOKANE VALLEY,WA I 6/12/2018 I Pending I Potential Projects Worksheet Project Financing Estimated Grant Financed City Financed Total Potential/ Fund 101 Fund 103 Fund 123 Fund 309 Fund 310 Fund 312 Fund 301/302 Project Secured Anticipated General Street Paths& Civic Facilities Parks Capital Civic Buildings Capital Bond Cost Grants Grants Fund Fund Trails Replacement Project Capital Projects Reserve REET Financed Other Total Unfunded Capital Proiects Completed or In-progress: -Pavement Pres Program Fund#311(through 2016) N/A 4,568,530 0 5,882,507 837,960 0 2,408656 9 0 0 1,901,614 0 15,912 15,615,179 N/A 261,993 9 9 9 9 9 9 9 9 261,993 9 9 9 261,993 9 9-Ilusiness&aut.eSignage 27439 P - 57604 9 9 9 9 9 9 9 9 57604 0 9 9 52601 9 -Sullivan Road West Bridge replacement 15,842,040 13,022,645 0 0 0 0 0 0 0 2,085,810 365,803 0 367,782 15,842,040 0 ._ (Completed) 1,614,679 9 9 9 9 5900 9 9 9 103,303 9 50 1,614,679 9 -Appleway Trail-amenities-University to Pines(CN 2019) 539,320 539,320 0 0 0 0 0 0 0 0 0 0 0 539,320 0 -Appleway Trail-Sullivan to Corbin(CN to begin 2018) 2,362,503 1,783,000 0 0 0 50,000 0 182,503 0 347,000 0 0 0 2,362,503 0 -Appleway Trail-Pines to Evergreen(Completed) 2,134,107 1,845,959 0 0 0 0 0 0 0 288,148 0 0 0 2,134,107 0 -Appleway Trail-Balfour to University(CN to begin 2020) 1,650,000 648,750 0 0 0 0 0 0 0 101,250 0 0 0 750,000 900,000 -Appleway Trail-Evergreen to Sullivan(CN to begin 2020) 2,342,500 1,422,925 0 0 0 0 0 0 0 222,075 0 0 0 1,645,000 697,500 -City Hall 14,148,281 0 0 0 0 0 0 0 4-,099)044 5,199,664 0 7,849,573 0 14,148,281 0 -Carnahan&8th-ROW acquisition 600,000 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 0 -Remove&reconstruct Euclid Ave(Flora to Barker) after County installation of sewer 2,647,479 0 0 0 0 0 0 0 0 1,800,000 0 0 847,479 2,647,479 0 -Sculpture siting at City Hall 38,526 0 0 0 0 0 0 0 0 38,526 0 0 0 38,526 0 Future Construction: -Balfour Park development 3,866,000 0 0 0 0 0 0 0 0 1,653,131 0 0 0 1,653,131 2,212,869 (2) -Phase 2&3-Appleway Landscaping(Park to University) 3,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 3,000,000 Bridging the Valley -Barker Road/BNSF Grade Separation* 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 -Pines Road Underpass* 28,500,000 0 25,646,869 1,200,000 0 0 0 0 0 1,653,131 0 0 0 28,500,000 0(2) 50QOo0 9 9 9 9 9 9 9 9 500,000 9 9 9 500,900 9 -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 85,000 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 600,000 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 0 -Sullivan Park water line installation 152,858 0 0 0 0 0 0 0 0 152,858 0 0 0 152,858 0 -Barker Road corridor improvements 13,969,000 0 11,594,000 0 0 0 0 0 0 1,653,131 0 0 29,000 13,276,131 692,869 (2) -Improvements at proposed SCLD Balfour site 1,300,000 0 0 0 0 0 0 0 839,285 460,715 0 0 0 1,300,000 0 Total of Capital Projects122,014,347 44,872,129 37,240,869 7,082,507 837,960 109,300 2,408,656 182,503 1,938,329 20,679,519 4,579,720 7,849,573 1,260,223 129,041,288 8,588,238 included in 6-year TIP Capital Reserve Fund#312 - Sources (1)Added 2018 transfer of 2016 fund balanc-.-50%from the General Fund to#312(table to the left). General Fund-2013 7,826,207 (2) 1/3 of 2016 GF fund balance>50%t- sferred to#312 in 2018($931,810)commted to this project. General Fund-2014 transfer of 2012 fund bal>50% 2,443,507 General Fund-2015 transfer of 2013 fund bal>50% 1,783,512 General Fund-2016 transfer of 2014 fund bal>50% 1,828,723 General Fund-2017 transfer of 2015 fund bal>50% 3,003,929 General Fund-2018 transfer for misc.cap projects 1,000,000 (1) General Fund-2018 transfer of 2016 fund bal>50% 2,795,429 Developer contribution(Library District)-2013 3,180 Developer contribution(Library District)-2014 4,675 20,689,162 Use Sullivan Rd.West Bridge Replacement 2,085,810 completed Appie,uay Trail Univerdty r„oi.,.,.. 17452,026 completed Appleway Trail-Sullivan to Corbin 347,000 committed Appleway Trail-Pines to Evergreen 288,148 completed Appleway Trail-Balfour to University 101,250 committed Appleway Trail-Evergreen to Sullivan 222,075 committed Applo waykandscaping 261,993 completed 5usiuessrautesignage 27439 completed 57604 completed City Hall($58,324 to#310+$5,162,764 to#313) 5,199,664 completed Barker Road/BNSF Grade Separation 1,421,321 committed (2) Pines Road Underpass 2,153,131 committed (+$931,810 this -rsion) Reconstruct Euclid after sewer installation 1,800,000 committed Carnahan&8th-ROW acquisition 600,000 committed Sculpture siting at City Hall 38,526 completed Bus stops&ped crossings on Indiana Ave. 110,000 committed Sullivan Park land acquisition 600,000 committed Sullivan Park water line installation 152,858 mmitte. (2) Barker Road corridor improvements 1,653,131 --d (+$931,810 this version) (2) Balfour Park development 1,653,131 o,.&red (+$931,810 this version) Improvements at proposed SCLD Balfour site 460,715 ommitted 20,679,519 Difference 9,643 2018 06 12 P:11. General GovernancelBudget12019 Budget\City Manager12018 06 12 Workshop binder materialslFiscal Policies.docx CITY OF SPOKANE VALLEY, WA Tab#19 - Fiscal Policies 2019 Budget Workshop June 12, 2018 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 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 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. Commitment 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 2019 property tax assessment the same as 2018 with the exception of new construction. As in the previous nine years, the City will forego the one-percent annual increase to property tax allowable by RCW 84.52.050. We anticipate this will result in a levy of$11,804,400 plus estimated new construction of$150,000 for a total levy of$11,954,400. The allowable potential increase will be banked for future use as provided by law. This effectively makes the ninth year in a row that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment — By committing to these policies and the checks and balances they afford, the City will ensure financial sustainability well into the future. Page 1 of 1 P:11. General GovernancelBudget12019 Budget\City Manager12018 06 12 Workshop binder materials12018 Council Goals.docx CITY OF SPOKANE VALLEY, WA 2019 Budget Workshop Tab#20 - Council Goals June 12, 2018 2018 Council Goals 1. Continue to work with state and federal legislators towards obtaining financial assistance for the Barker and Pines 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 a strategic plan for financing and completing all grade separation projects. 4. Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. 5. Pursue financing for Browns Park, Balfour Park, and Appleway Trail amenities, and continue the acquisition of park land. 6. Continue and expand where possible economic development efforts. Complete the development of implementation strategies for the retail and tourism studies that were completed in 2016. 7. Foster relationships with federal, state and local legislators including the Spokane County Board of Commissioners. Tab#21 DRAFT ADVANCE AGENDA as of June 6,2018; 11:30 a.m. Please note this is a work in progress;items are tentative To: Council& Staff From: City Clerk,by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings June 19,2018, Study Session,with action items 6:00 p.m. [due Tue June 12 ACTION ITEMS: 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Second Reading Ordinance 18-012 CTA 0002,Hotel/Motel in Industrial Zone —M.Palaniuk (15 minutes) 3.Motion Consideration: Termination Notice to Spokane Co Hearing Examiner Interlocal—C.Driske 11(5 min) 4.Motion Consideration: Land Acquisition, 729 S Carnahan—Cary Driskell (10 minutes) NON-ACTION ITEMS: 5. ITS/SRTMC Discussion—John Hohman,Ray Wright, and Becky Spangle of WSDOT (30 minutes) 6.BNSF 2nd Rail Project Update—Bill Helbig,John Hohman (15 minutes) 7. 22"d Avenue Traffic—Bill Helbig (15 minutes) 8.Advance Agenda—Mayor Higgins (5 minutes) 9. Info Only: Department Reports(normally due for the June 26 meeting) 10.EXECUTIVE SESSION: [RCW 42.30.110(1)(b) and(1)(i)] Potential Land Acquisition,Potential Litigation [*estimated meeting: 100 mins] June 26,2018,Formal 6:00 p.m.Meeting cancelled (June 26-29, 2018:AWC Annual Conference, Yakima, WA July 3,2018, Study Session,6:00 p.m. [due Tue June 261 ACTION ITEM: 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2.Motion Consideration: Bid Award: Argonne Rd Preser.Project,Broadway to Indiana—G.Mantz (15 min) 3.Motion Consideration: Preferred Alt: Sullivan&Wellesley Inter. Improv.-E.Amsden, G.Mantz(10 min) NON-ACTION ITEM: 4. Sullivan Bridge Project Completion—Erica Amsden,Gloria Mantz (15 minutes) 5. Street Addressing Standard—Doug Powell (15 minutes) 6.Advance Agenda—Mayor Higgins (5 minutes) [*estimated meeting: 65 mins] July 10,2018,Formal meeting Format,6:00 p.m. 1due MON July 21 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2.Motion Consideration: Economic Analysis of Venues&Events re Tourism—C. Taylor (20 minutes) 3.Admin Report: TIB Grant Applications— Colin Quinn-Hurst (10 minutes) 4.Admin Report: Telephone Utility Tax—Chelsie Taylor (20 minutes) 5.Admin Report: Street Fund 101 —Chelsie Taylor,Erik Lamb,John Hohman (20 minutes) 6.Advance Agenda—Mayor Higgins (5 minutes) [*estimated meeting: 80 mins] July 17,2018, Study Session,6:00 p.m. [due Tue July 101 1.Aging&Long Term Care of Eastern Washington—Lynn Kimball,Exe. Director (20 minutes) 2. Comprehensive Plan Amendments—Lori Barlow (20 minutes) 3. Council Goals/Priorities for Lodging Tax—Chelsie Taylor (15 minutes) 4.Advance Agenda -Mayor Higgins (5 minutes) [*estimated meeting: 60 mins] July 24,2018,Formal Meeting Format,6:00 p.m. [due Tue July 171 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2.First Reading Ordinance 18- , Comp Plan Amendment—Lori Barlow (20 minutes) 3.First Reading Ordinance 18- , Comp Plan Amendment,Zoning Map—Lori Barlow (5 minutes) Draft Advance Agenda 6/7/2018 9:47:32 AM Page 1 of 4 4.Motion Consideration: TIB Grant Applications—Colin Quinn-Hurst 5.Admin Report: Quarterly Police Department Report—Chief Werner (10 minutes) 6.Advance Agenda—Mayor Higgins (5 minutes) 7. Info Item: Department Reports [*estimated meeting: 45 mins] July 31,2018, Study Session,6:00 p.m. [due Tue July 241 ACTION ITEMS: 1. Second Reading Ordinance 18- , Comp Plan Amendment—Lori Barlow (15 minutes) 2.First Reading Ordinance 18- , Comp Plan Amendment,Zoning Map—Lori Barlow (5 minutes) 3.Motion Consideration: Council Goals/Priorities For Lodging Tax—Chelsie Taylor (15 minutes) NON-ACTION ITEMS: 4.Advance Agenda—Mayor Higgins (5 minutes) [*estimated meeting: 40 mins] August 7,2018 Meeting Cancelled—National Night Out August 14,2018,Formal meeting Format,6:00 p.m. [due Tue Aug 71 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2.Advance Agenda—Mayor Higgins (5 minutes) August 21,2018, Study Session,6:00 p.m. fdue Tue Aug 141 1. Estimated Revenues&Expenditures 2019 Budget—Chelsie Taylor (20 minutes) 2.Advance Agenda—Mayor Higgins (5 minutes) August 28,2018,Formal Meeting Format, 6:00 p.m. [due Tue Aug 211 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2.Advance Agenda—Mayor Higgins (5 minutes) 3. Info Item: Department Reports Sept 4,2018,Study Session,6:00 p.m. [due Tue Aug 281 1.Advance Agenda—Mayor Higgins (5 minutes) Sept 11,2018,Formal meeting Format,6:00 p.m. [due Tue Sept 41 1. PUBLIC HEARING#1: 2019 Revenues including Property Taxes—Chelsie Taylor (15 minutes) 2. Consent Agenda(claims,payroll,minutes;motion to set Oct 9 budget hearing) (5 minutes) 3.Advance Agenda—Mayor Higgins (5 minutes) Sept 18,2018, Study Session,6:00 p.m. fdue Tue Sept 111 1.Admin Report: Proposed Ordinance Adopting 2019 Property Taxes—Chelsie Taylor (10 minutes) 2. Outside Agencies Presentations(Economic Dev& Social Services combined)—Chelsie Taylor 90 minutes 3.Advance Agenda -Mayor Higgins (5 minutes) Sept 25,2018,Formal Meeting Format,6:00 p.m. [due Tue Sept 181 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. City Manager Presentation of 2019 Preliminary Budget—Mark Calhoun (45 minutes) 3.Advance Agenda—Mayor Higgins (5 minutes) 4. Info Item: Department Reports Oct 2,2018, Study Session,6:00 p.m. fdue Tue Sept 25 1.Budget Amendment,2018—Chelsie Taylor (10 minutes) 2.Advance Agenda—Mayor Higgins (5 minutes) Oct 9,2018,Formal meeting Format,6:00 p.m. [due Tue Oct 21 1. PUBLIC HEARING#2: 2019 Budget— Chelsie Taylor (20 minutes) 2. Consent Agenda(claims,payroll,minutes) (5 minutes) Draft Advance Agenda 6/7/2018 9:47:32 AM Page 2 of 4 3.First Reading Ordinance 18- ,Property Tax— Chelsie Taylor (10 minutes) 4.Advance Agenda—Mayor Higgins (5 minutes) Oct 16,2018, Study Session,6:00 p.m. fdue Tue Oct 91 1.Advance Agenda—Mayor Higgins (5 minutes) Oct 23,2018,Formal Meeting Format,6:00 p.m. [due Tue Oct 161 1. PUBLIC HEARING: 2018 Budget Amendment— Chelsie Taylor (10 minutes) 2. Consent Agenda(claims,payroll,minutes) (5 minutes) 3. Second Reading Ordinance 18- ,Property Tax—Chelsie Taylor (10 minutes) 4.First Reading Ordinance 18- ,adopting 2018 Budget Amendment—Chelsie Taylor (10 minutes) 5.First Reading Ordinance 18- , adopting 2019 Budget—Chelsie Taylor (10 minutes) 6.Motion Consideration: Outside Agency Allocation of Funds— Chelsie Taylor (20 minutes) 7.Admin Report: Quarterly Police Department Report—Chief Werner (10 minutes) 8.Advance Agenda—Mayor Higgins (5 minutes) 9. Info Item: Department Reports [*estimated meeting: 80 mins] Oct 30,2018, Study Session,6:00 p.m. fdue Tue Oct 231 1.Advance Agenda—Mayor Higgins (5 minutes) Nov 6,2018, Study Session,6:00 p.m. fdue Tue Oct 301 1.Fee Resolution for 2019—Chelsie Taylor (15 minutes) 2.Advance Agenda—Mayor Higgins (5 minutes) Nov 13,2018,Formal Meeting Format,6:00 p.m. [due Tue Nov 61 1. PUBLIC HEARING#3: 2019 Budget— Chelsie Taylor (15 minutes) 2. Consent Agenda(claims,payroll,minutes) (5 minutes) 3. Second Reading Ordinance 18- ,adopting 2018 Budget Amendment—Chelsie Taylor (10 minutes) 4. Second Reading Ordinance 18- ,adopting 2019 Budget—Chelsie Taylor (10 minutes) 5.Admin Report: LTAC Recommendations to Council—Chelsie Taylor (15 minutes) [*estimated meeting: 55 mins] Nov 20,2018,Study Session,6:00 p.m. [due Tue Nov 131 1.Advance Agenda—Mayor Higgins (5 minutes) 2. Info Item: Department Reports Nov 27,2018—Meeting Cancelled—Thanksgiving Holiday Dec 4,2018, Study Session,6:00 p.m. [due Tue Nov 261 1.Advance Agenda—Mayor Higgins (5 minutes) Dec 11,2018,Formal Meeting Format,6:00 p.m. [due Tue Dec 41 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Proposed Fee Resolution for 2019—Chelsie Taylor (10 minutes) 3.Motion Consideration: Award of Lodging Tax for 2019— Chelsie Taylor (15 minutes) Dec 18,2018, Study Session,6:00 p.m. [due Tue Dec 111 1.Advance Agenda—Mayor Higgins (5 minutes) 2. Info Item: Department Reports No Meetin,: Tuesday,December 25, 2018, and no meeting Tuesday, January 1, 2019 Draft Advance Agenda 6/7/2018 9:47:32 AM Page 3 of 4 *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Animal Control Regulations(SVMC 7.30) Camping in RVs Donation Recognition Duplex Density Electrical Inspections Governance Manual Legislative Remote Testimony(Chambers) LTAC/Council Jt Mtg(Aug?) Naming City Facilities Protocol Neighborhood Restoration Program Police Dept.Quarterly Rpt(April,July,Oct,Jan) Police Precinct Lease Renewal(Nov '18) Sign Ordinance St.Illumination(ownership,cost,location) St. O&M Pavement Preservation Tobacco 21 Resolution TPA Utility Facilities in ROW Draft Advance Agenda 6/7/2018 9:47:32 AM Page 4 of 4 DRAFT 2019 BUSINESS PLAN This page intentionally left blank. Table of Contents Organizational Overview 2 Introduction 5 Departmental Business Plans 19 City Council 20 City Manager 22 Office of the City Attorney 29 Human Resources 35 Finance & Information Technology 40 General Government Budget Impact Summary 45 Parks & Recreation 46 Deputy City Manager — Community & Public Works 53 Engineering Division 56 Street Maintenance Division 62 Economic Development Division 64 Building & Planning Division 71 City Hall O&M Budget Impact Summary 77 Addendum A: Police Contract 78 Wage City Manager Executive Assistant City Clerk Police Chief City Attorney Parks&Recreation Director Finance Director (Contract) Human Resource M anagen Administrative Administrative — ,assistant — ,assistant Deputy City Clerk CenterPlace Accounting Coordinator td anagen R bEraonirsiaatae C Aralysr r Deputy City Recreation Attorney Coordinator Accountant)Budget Accounting Analyst Technician Senior Center p.75 FTE) (2 FTE) Speialist Attorney (0.5 FTE) M aintenance Worked Facilities IT Specialist Database (2 FTE) (5 FTE) Administrator Administrative Analyst I I Human Resources CenterPlace CenterPlace Office Technician Administrative Assistant I Assistant 2IPage - 1 Deputy City Mauger Superintendent ChyEngineer Development BuildmgOficial Manew Administrative Office Assistant Engineering — Assistant — Der.Services Assistant Building Manager Coordinator Official Administrative — Assistant . Senior E n gin seri Senior Traffic ED Specialist Project Maneger Seniorfngineer Senior Engineer Engineer (2FTE) (3 FTE) Permit Faalitttor Suer Planner FM. Senior Engineer Engineer Tech II Engineer Traffic Engneer Transportation — Planner 1 E ngineering Tech Senior Plans Examine Mamien ancesRDWlnspeder Development EnglneerTerhl Engin eer Engineer Cond.lnsped Inspedor ) TachnidanII TechnidenlFIEGrants Engineer - - (4 FTE) Cade Enforcement Officer Building Inspector 1 (3 FTE Public Information - Officer L r Faclllties Planner Maintenance (3 FTE) Admelsitnshe Assistant I Penning I I Commission I 1 1 6ffoeAss&rit — — — (4 ETE) 3IPage Spokane Valley Citywide Business Plan Components City Foundation City Council L Financial Projection External Input Internal Input [DePartmental] 41Page 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 Draft 2019 Business Plan links together community priorities, fiscal policies, Council Goals, and the proposed 2019 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 play and businesses will flourish and prosper." Core Beliefs Supporting this vision are the core beliefs of Spokane Valley which were established with Resolution 07-019: "We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. We believe that elected body decision-making is the only lawful and effective way to conduct the public's legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision-making. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi- judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. We believe in hearing the public view. We affirm that members of the public should be encouraged to 5IPage speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an expanded and diverse economic base. We believe that Councilmembers set the tone for civic discussion and should set an example by: (a) Setting high standards of decorum and civility. (b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. (c) Demonstrating respect for divergent points of view expressed by citizens,fellow Council members, and the staff. (d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council,the staff, or the public. (e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. We solicit the City Manager's support in conducting the affairs of the City with due regard for: (a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government. (b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. (c) Establishing and maintaining a formal citywide customer service program with emphasis on timely response, a user-friendly atmosphere and an attitude of facilitation and accommodation within the bounds of responsibility, integrity and financial capability of the City, including organizational and job description documents while pursuing "best practices" in customer service. (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally-provided services. (e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined." 6IPage 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 7IPage City Council Goals New goals are set by the Council annually while progress toward previous years' goals will be measured. Though goals are set by the Council,they represent the goals of the citizens and of the community. 2018 Council Goals* • Continue to work with state and federal legislators toward obtaining financial assistance for the Barker and Pines Grade Separation Projects. • 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. • Pursue a strategic plan for financing and completion of all grade separation projects. • Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. • Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities, and continue the acquisition of parkland. • Continue and expand, where possible, economic development efforts. Complete the development of implementation strategies for the retail and tourism studies that were completed in 2016. • Foster relationships with federal, state, and local legislators including the Spokane County Board of Commissioners. * Council Goals will be updated once the 2019 Goals are adopted. BIPage Please note the Financial Projection Information is from 2018 and will be updated at a later date. Financial Projection Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2018 plan. This Business Plan is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and forecasted projections.The Business Plan includes performance measures to determine the amount of effectiveness and efficiency in which work is performed. Over time, the City will have a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within budget and the forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2019 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government,we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a six-year cycle, the Financial Forecast is limited to five years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2022. It is important to note the Business Plan and Financial Projection are imperfect tools and this is precisely why both documents are updated on an ongoing basis. 9IPage Table 1.1, page 1 (data from 2018) CITY OF SPOKANE VALLEY, WA I 1/30/2018 General Fund Budget Projection 2018 ' Adopted 2019 2020 2021 2022 Budget Projection Projection Projection Projection RECURRING ACTIVITY 1 Revenues Property Tax 1 11.796.100 11.946.100 12,096,100 12,246.100 12.396.100 Sales Tax 2 20.881,900 21,508.400 22,153,700 22,818,300 23.502,800 Sales Tax-Public Safety 3 967,800 996,800 1,026,700 1,057,500 1.089,200 Sales Tax-Criminal Justice 4 1,738.000 1,790.100 1,843.800 1.899.100 1.956,100 Gambling Tax and Leasehold Excise Tax 5 381,000 392.400 404.200 416.300 428,800 Franchise Fees/Business Registration 6 1,210,000 1,246.300 1,283,700 1,322,200 1,361,900 State Shared Revenues 7 2,109,600 2,172.900 2,238,100 2,305.200 2.374,400 Fines and ForfeituresfPublic Safety 8 1,319,900 1,333.100 1,346,400 1,359,900 1,373,500 Community and Public Works 9 1,684,100 1,734,600 1,786.600 1,840,200 1,895,400 Recreation Program Revenues 10 633,300 652.300 671.900 692.100 712,900 Miscellaneous Department Revenue 11 1,000 1,000 1.000 1,000 1,000 Miscellaneous&Investment Interest 12 201,800 205,800 209.900 214.100 218,400 Transfer-in -#101 (street admin) 13 39,700 39.700 39.700 39,700 39,700 Transfer-in -#105 (hfm tax-CP advertising) 14 30,000 30.000 30.000 30,000 30,000 Transfer-in -#402(storm admin) 15 13,400 13,400 13.400 13,400 13,400 Total Recurring Revenues 43,007,600 44,062.900 45,145200 46.255.100 47,393,600 Expenditures City Council 16 548,494 564,900 581,800 599,300 617,300 City Manager 17 956,245 984.900 1,014.400 1.044.800 1,076.100 Legal 18 594.752 612,600 631.000 649.900 669,400 Public Safety 19 25.464,251 26,228,200 27,015,000 27,825.500 28,660,300 Deputy City Manager 20 450.663 464.200 478.100 492.400 507.200 Finance/IT 21 1,339.064 1,379200 1,420,600 1,463,200 1,507,100 Human Resources 22 275,387 283.600 292,100 300,900 309,900 City Hall Operations and Maintenance 23 306.043 315.200 324.700 334.400 344,400 Community& Public Works - Engineering 24 1,572,947 1,620,100 1,668.700 1,718.800 1.770,400 Community& Public Works - Economic Dev 25 970,642 999,800 1,029,800 1,060,700 1,092,500 Community& Public Works -Building &Planning 26 2,265.677 2.333.600 2,403.600 2,475,700 2.550.000 Parks &Rec -Administration 27 301,083 310,100 319.400 329,000 338,900 Parks 8.Rec-Maintenance 28 893,700 920,500 948.100 976,500 1,005,800 Parks &Rec-Recreation 29 260,574 268.400 276.500 284,800 293.300 Parks 8. Rec -Aquatics 30 492.900 507.700 522.900 538.600 554,800 Parks &Rec -Senior Center 31 98,229 399,350 401,250 401,450 401,500 Parks &Rec -CenterPlace 32 910,468 937,800 965.900 994,900 1.024.700 General Government 33 1,261,610 1,299.500 1,338.500 1,378.700 1.420,100 Transfers out -#204 (2016 LTGO debt service) 34 399,350 401,250 401.450 401,500 401,400 Transfers out-#309(parks capital projects) 35 160.000 164.800 169.700 174.800 180,000 Transfers out -#311 (pavement preservation) 36 962,700 991.600 1.021,300 1.051,900 1.083,500 Transfers out -#501 (CenterPlace kitchen reserve 37 36,600 36,600 36,600 36.600 0 Transfers out-#502(insurance premium) 38 370,000 381,100 392,500 404,300 416,400 Total Recurring Expenditures 40.891,379 42,405.000 43,653.900 44,938,650 46225,000 Recurring Revenues Over(Under) Recurring Expenditures 2,116,221 1,657,900 1,491,300 1,316,450 1.168,600 NONRECURRING ACTIVITY Revenues Transfers in -#106 (so+ici waste repayment) 40,425 40,425 0 0 0 Total Nonrecurnng Revenues 40.425 40.425 0 0 0 Expenditures General Government-IT capital replacements 115,000 0 0 0 0 City Attorney(part-time attorney furniture) 4,809 0 0 0 0 Public Safety(full facility generator) 100,000 0 0 0 0 Deputy City Manager(D-Alert software) 11.700 0 0 0 0 Parks &Rec (flooring in Great Room & Dining Room) 50,000 0 0 0 0 Parks &Rec (CP reseal two restroom floors) 3,000 0 0 0 0 Transfers out -#309(CP outdoor venue Phase 1) 200,000 0 0 0 0 Transfers out -#309 (Browns Park lighting&path) 200,000 0 0 0 0 Transfers out-#312(misc capital projects) 1,000,000 0 0 0 0 Economic Development (retail recruitment) 50,000 0 0 0 0 Total Nonrecurring Expenditures 1,734,509 0 0 0 0 Nonrecurring Revenues Over(Under) Nonrecurring Expenditures (1,694,084) 40,425 ❑ 0 0 EXCESS (DEFICIT)OF TOTAL REVENUES OVER(UNDER)TOTAL EXPENDITURES 422,137 1,698.325 1,491.300 1,316,450 1,168.600 ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 29,115,160 29,537.297 31,235.622 32.726,922 34.043,372 ESTIMATED ENDING UNRESTRICTED FUND BAL. 29,537,297 31,235.622 32.726.922 34,043.372 35.211.972 Ending fund balance as a % or recurring expenditures 72.23%1 73.66%1 74.97%I 75.76%J 76.18°1 10I Page Table 1.1, page 2 data from 2018 Projection Assumptions 2019. 2020 2021 2022 Projection Projection Projection Projection Projection assumes: 1 An increase of _ 0.00% plus new construction of $150.000 `per year through 2022 2 An increase of _ 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 3 An increase of _ 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 4 An increase of _ 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 5 An increase of 3.00% in 2019, 3.00% in 2020_ 3.00% in 2021. and 3.00% in 2022 6 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 7 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 8 An increase of 1.00% in 2019, 1.00% in 2020, 1.00% in 2021, and 1.00% in 2022 9 An increase of 3.00% in 2019, 3 00% in 2020, 3.00% in 2021, and 3.00% in 2022 10 An increase of 3.00% in 2019, 3 00% in 2020, 3.00% in 2021, and 3.00% in 2022 11 An increase of 3.00% in 2019, 3 00% in 2020, 3.00% in 2021, and 3.00% in 2022 12 An increase of 2.00% in 2019. 2.00% in 2020. 2.00% in 2021. and 2.00% in 2022 13 An increase of 0.00% in 2019. 0.00% in 2020. 0.00% in 2021. and 0.00% in 2022 14 An increase of 0.00% in 2019, 0.00% in 2020. 0.00% in 2021 and 0.00% in 2022 15 An increase of 0.00% in 2019, 0.00% in 2020. 0.00% in 2021. and 0.00% in 2022 1 16 An increase of 3.00% in 2019. 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 17 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 18 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 19 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 20 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 21 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 22 An increase of 3.00%,in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 23 An increase of 3.00% in 2019, 3 00% in 2020. 3.00% in 2021, and 3.00% in 2022 24 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 25 An increase of 3.00% in 2019, 3 00% in 2020, 3.00% in 2021, and 3.00% in 2022 26 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 27 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 28 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 29 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 30 An increase of 3.00%,in 2019, 3 00% in 2020. 3.00% in 2021, and 3.00% in 2022 31 An increase of 3.00% in 2019, 3 00% in 2020. 3.00% in 2021, and 3.00% in 2022 32 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 33 An increase of 3.00% in 2019, , 3 00% in 2020, 3.00% in 2021, and 3.00% in 2022 34 An increase of 0.48% in 2019, 0.05% in 2020. 0.01% in 2021, and -0.02% in 2022 35 An increase of 3.00%,in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 36 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 37 An increase of 0.00% in 2019, 0.00% in 2020, 0.00% in 2021, and 100.00% in 2022 38 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 Table 1.1 Financial Forecast and Program Impact Summary 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. 11 I Page The Financial Projection reflects a generally positive trend with an increase in both revenues and expenditures of about 3.0% per year through 2022. Therefore the 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 $50,1100,000 — $45,000,000 — - 42,763,044 43,4148025 $40000000 38,396,726 44,247,440 35 97404 35,911,071 $35,000,000 - - _ 39.384.770 37,208,871 35,196,075 35,883,904 $30,000,000 - 23 837 199 tGeneralFund Revenue $25,000.000 f 20,581,321 Sales Tax Rrvenur 18,706,461 $20.000,000 16,317,wy1 5R7-230 - -Property lix Revenue 16,841,447 5 15,000000 19,707,676 681,6207'437,732 11,280,147 11,613,057 1%475,75116 050 2 10,841,559 ► $10,000,000 -'� - - _.. ... __ ♦ 10,741,30610,799,123 11,129,377 11,414,107 11,796,100 $5.000,000 - $a 2009 2010 2011 2012 2013 2014 2015 2015 2017 2018 *2017 figures are preliminary and unaudited as of January 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 the City of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, under what circumstances we will utilize reserves to sustain operations during economic downturns. Financial Management The City proposes to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for many 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. • 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. 12 1 Page 6. Strive to prioritize spending in the annual budget process and minimize mid-year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending Balance of at least 50%of recurring expenditures.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. Commitment to the strategy the Service Level Stabilization Reserve Fund will not reduce below $3.3 million (60%of$5.5 million). 5. Maintain the 2019 property tax assessment the same as 2018 with the exception of new construction. As in the previous nine years, the City will forego the one-percent annual increase to property tax allowable by RCW 84.52.050.We anticipate this will result in a levy of$11,646,122 plus estimated new construction of $150,000 for a total levy of $11,796,100.* The allowable potential increase will be banked for future use as provided by law.This effectively makes this the ninth consecutive year in a row that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. *These figures will be updated later in the 2019 Budget development process. Commitment— By committing to these policies and the checks and balances they afford,the City will ensure financial sustainability well into the future. Challenges Please note that these were the challenges identified for 2018 and will be updated as the 2019 Budget development process continues. Beyond the annual challenge of balancing the General Fund Budget, the City has a number of on-going financial challenges. 1. Declining revenues in Street O&M Fund#101 that will impact our future ability to deliver historic service levels This Fund depends upon a combination of gas and telephone tax receipts. - Because the gas tax is a flat amount per gallon, and because each generation of newer vehicles get better gas mileage, we find our gas tax revenues have recently hovered somewhere between either flat or declining. Due to the 2015 State Legislature's increase in the gas tax, we have seen a bit of an increase in this revenue source with a 2018 revenue projection of $2,052,000 which represents an increase of $117,000 (or 6%) over 2015 revenues of $1,935,000. - The 6%telephone utility tax generated $3.1 million in the first year of implementation in 2009. Since that time however we have experienced a steady decline and at this point are projecting 2018 revenues of just$1,900,000. 2. Balancing the cost of pavement preservation against other transportation and infrastructure needs - Pavement preservation has historically been financed from a combination of sources including: ■ General Fund dollars; ■ Street Fund money; ■ Real estate excise tax (REET) receipts; 13IPage ■ Grants; ■ Civic Facility Replacement Fund#123 reserves that were dedicated towards this purpose. Because Fund #123 reserves were fully depleted in 2016, beginning in 2017 the City was forced to dedicate more REET receipts towards pavement preservation in order to maintain historic levels of funding.; and ■ Street construction and reconstruction projects are typically financed through a combination of state and federal grants plus a City match that normally comes from REET receipts. The more we apply REET dollars towards pavement preservation projects, the less able we are to leverage this revenue source towards street construction and reconstruction projects. If one assumes we are able to obtain street construction grants requiring a 20% City match, then every $1 of REET money we set aside for this purpose leverages a $5 project. 3. Railroad Grade Separation and Quiet Zone Projects (overpasses and underpasses) Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42 mile corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer protection in the event of an oil spill, and train whistle noise abatement. The underlying study outlined the need for a grade separation at four locations in Spokane Valley including: - Barker and Trent Road Overpass (estimated cost of$20.0 million); - Pines and Trent Underpass (estimated cost of$19.8 million); - Sullivan Road Overpass improvements (estimated cost of$16.1 million); and - Park Road Overpass (estimated cost of$19.0 million). Because grade separation projects are exceptionally expensive endeavors (totaling$74.9 million) and largely beyond our ability to finance through existing sources of internal revenue,the City has pursued grant funding from both the federal and state government over the past several years. Incremental successes thus far includes: Barker/Trent Grade Separation Project - Estimated cost has been reduced from $36.0 million to $20.0 (or less) by determining that a full interchange is unnecessary. - $720,000 Federal earmark. - $2,209,000 City earmark of real estate excise tax. - $1,421,321 of City General Fund money earmarked for this purpose. - $1,500,000 awarded by the Washington State Legislature during the 2017 session. - FMSIB grant that is a 20% match of the total project cost. - Summary: Assuming a project cost of$20.0 million, the total of the aforementioned financial commitments is$9.8 million leaving$10.2 million currently underfunded. - On August 22, 2017 Council approved a Phase 1 contract to an engineering firm valued at $173,000 with a scope of services that calls for evaluating five potential options. The end result of the study will be a final recommended option with a revised cost estimate. Following this, we will plan to enter a second phase where we will contract with an engineering firm to take the recommended solution to a 100%design. - The City has applied for a variety of both state and federal grants (including the TIGER and FASTLANE programs) and met with some success. We will continue to apply for grant programs as they become available including the upcoming federal INFRA and TIGER 9 programs. We are hopeful that having a 100% design will make use more competitive as we will then have a "shovel ready" project. Pines/Trent Grade Separation Project 14 I Page - In the 2017 General Fund Budget, Council appropriated $1.2 million towards this project and through 2018 Budget discussions has earmarked an additional $721,321 of excess General Fund reserves for a total of$1,921,321. - In late 2016, the City acquired property valued at approximately $500,000 to provide the necessary right-of-way for this project. - Summary:Although the City has not obtained any outside financial assistance on this project, we have committed $2,421,321 of internal funds towards this project. - On July 11, 2017 Council approved Phase 1 contract to an engineering firm valued at$124,000 with a scope of services that calls for evaluating two potential options. The end result of the study will be a final recommended option with a revised cost estimate. Following this,we will plan to enter a second phase where we will contract with an engineering firm to take the recommended solution to a 100%design. - The City has applied for a variety of both state and federal grants (including the TIGER and FASTLANE programs). We will continue to apply for grant programs as they become available including the upcoming INFRA and TIGER 9 programs. We are hopeful that having a 100% design will make us more competitive as we will then have a "shovel ready" project. 15 I 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 as well as the recent Comprehensive Plan Update, 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 Citizen Action Request Entry System (C.A.R.E.S) allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future,focus groups may be utilized to allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular subject is received in the community, thereby allowing citizens to play active roles in guiding the way services are delivered. Internal Input The City of Spokane Valley City staff is comprised of knowledgeable professionals. Staff analysis provide Council with specialized knowledge that assists Council in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost-saving measures, employees are invaluable in providing complex information. An audit program could be utilized to ensure efficiency of service delivery for both in-house services and contracted services. In addition, performance measure results will be analyzed, summarizing multi-year performances linked to targets and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying resident concerns and/or changing trends.Staff often bring forward innovative ways of providing efficient service delivery. Strategic planning through several long-range plans allows staff to look at current trends in order to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints. These plans include the Comprehensive Plan, Six-Year Transportation Improvement Program (TIP), Five-Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets Master Plan (Pavement Management Program) and the Business Plan. 16IPage 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 meeting the needs of our citizens and customers. 17 I Page Page intentional left blank 18 I Page Departmental Business Plans 19IPage The City of Spokane Valley incorporated March 31, 2003, as a non-charter Citygoverned 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 Council City Council, which hires a professional administrator to implement its policies. Mission 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 To be responsive, of the City versus each Council member representing a specified area within the City. Councilmembers are generally elected to four-year terms, with focused on customer elections held every two years. For continuity, position terms are staggered service, open to the by two years so that all positions are not open for election at the same time. public, progressive, Pursuant to RCW 35A.13.030, biennially the members choose a chair of the efficient, lean,fair Council who receives the title of Mayor. The Mayor presides over all and committed to meetings and is recognized as the head of the City for ceremonial purposes. providing a high quality of life. 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. `_, _.:_ 111 7-1 _ r', n 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. 20IPage 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 2019 Budget is $523,717 which reflects an decrease of$24,777 or 4.52% under the 2018 Budget ■ Federal Lobbyist is reduced from $92,400 to $86,400 for a total reduction of $6,000 or 6.49%. _3 0 ■ Travel &Mileage is reduced from$28,000 to$21,000 for a total reduction of$7,000 or 25%. Reducing the ability for Councilmembers to attend conference and meeting. ■ Software Licenses and Maintenance are reduced from $500 to $0 for a total reduction of ($15,700) $500 or 100% ■ Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%. ■ Registrations are reduced from $10,500 to $8,400 for a total reduction of$2,100 or 20%. Reducing the number of meetings and conferences that Councilmembers will be able to attend to represent the City. • Federal Lobbyist is reduced from $92,400 to $79,800 for a total reduction of $12,600 or 16.34%. • Travel&Mileage is reduced from$28,000 to$14,700 for a total reduction of$13,300 or 47.5%. Resulting in Councilmembers being able to only attend local meetings or conferences. _6, • Software Licenses and Maintenance are reduced from $500 to$0 for a total reduction of$500 or 100% • Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%. ($31,450) • Registrations are reduced from $10,500 to $6,300 for a total reduction of $4,200 or 40%. Further reducing the number of meeting and conferences that Councilmembers will be able to attend to represent the City. • Supplies are reduced from $2,200 to$2,000 for a total reduction of$200 or 9.09%. • Federal Lobbyist is reduced from $92,400 to $72,200 for a total reduction of $20,200 or 21.86%. • Travel & Mileage is reduced from $28,000 to $9,800 for a total reduction of$18,200 or 65%. _9/ Greatly reducing the number of local meetings Councilmembers are able to attend. 7 • Software Licenses and Maintenance are reduced from$500 to$0 for a total reduction of$500 or 100% ($47,150) • Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%. • Registrations are reduced from $10,500 to $3,500 for a total reduction of$7,000 or 66.67%. Greatly reducing the number of local meetings and conferences that Councilmembers will be able to attend to represent the City. 21 I Page The City Manager Department is accountable to the City Council City 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 Manager policies and the provision of a communication linkage among citizens, the City Council, City departments and other government agencies. Mission The City Manager Department includes the City Clerk, Contract To provide the City Council Administration as well as oversight of the police services contract for the City. Additionally, Human Resources and the Office of the and employees with City Attorney are included in the City Manager's oversight. Both professional leadership, departments work directly with all other departments and have their own mission statements and goals. sage advice and to work together to implement best practices to achieve adopted goals and deliver quality services to the City Manager community. Executive i Assistant Police Contract City Clerk Senior Administrative Analysist Deputy City Clerk Administrative Analysist Administrative Assistant City Council 22 I Page City Manager As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides daily leadership, and works with the City's management team to ensure a high-performance, service-oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. Police services are contracted through the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City Ma nager. Essential Services: • Directs the implementation of the City Council's annual goals; • Develops and directs the implementation of policies, procedures and work standards for the City; • Prepares and recommends long-range plans for City services and programs; • Monitors status of contracts; • Develops and recommends adoption of the annual budget; • Coordinates the preparation of reports or presentations to the City Council or outside agencies; • Develops specific proposals for action on current and future City needs; • Acts as the Emergency Management Coordinator for the City; • Monitors staff performance on qualitative and quantitative measures; • Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests; and • Maintains good working relationships with community constituents. Goals & Strategies 1. Facilitate the achievement of the annually-established Council Goals. - Annually develop objectives and strategies to accomplish Council Goals. - Report goal attainment progress to the community in the City Manager's 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). 23IPage 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 V V V V V attain Council Goals Goal Attainment Progress(Business Plan) V V V V V posted to website by February 25 annually (after the winter Council Workshop) Number of Council meetings 53 50 48 77 47 Draft of Departmental Business Plans V V V V V completed annually by June 30 General Fund Budget Projection reviewed and V V V V V updated annually Balanced budget presented to City Council V V V V V annually Ordinances passed 20 21 26 18 14 Resolutions passed 13 15 12 12 20 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 Clerk's office oversees record archival and all document imaging for state compliance. Essential Services: • Prepares City Council Agendas and Packets; • Certifies official City documents; • Is custodian of City Seal; • Supervises City's official file record maintenance; • Administers insurance claims; • Administers the City's Municipal Code; • Is the Public Records Officer and handles public record requests; • Ensures proper format for and processes resolutions and ordinances; • Is responsible for business registrations; • Administers oath of office for City Council,City Manager, Deputy City Manager, Finance Director and Police Chief; • Monitors contracts and other documents for signature, recording and posting; • Coordinates volunteer opportunities for City and regional boards, committees and commissions; • Responsible for set-up and clean-up of Council meetings; 24 I Page • Attends all Council meetings and transcribes minutes; • Presides at bid openings; • Is responsible for publication of all legal notices; • Serves as City's Election Official; • Communicates with and provides citizens information; • Administers Consultant, Small Works and Vendor rosters; • Processes requests for use of the City Logo; • Participates on the Governance Manual Committee; and • Serves as official Parliamentarian at Council meetings. Workload Indicators 2013 2014 2015 2016 2017 2018 Number of file storage boxes archived 53 36 85 70 240 Number of public records requests processed 297 276 296 295 288 Number of archived file storage boxes - 40 42 49 71 destroyed Number of archived boxes sent to State - - - - 65 Archives in Cheney for permanent storage Number of files/documents destroyed - 1,233 759 689 7,924 Address files scanned and destroyed - 3,221 7,001 11,038 4,142 Number of contracts processed 234 243 238 228 276 Performance Measures Public Records Request 7 6 5 4 3 2 1 0 2015 2016 2017 ■Average number of days to respond to public record request ■Average number of days to complete public record request 25 I 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,whether that is the private sector or other government agencies.Contract Administration regularly evaluates service delivery,examining cost trends, performance and value compared to other liked-size cities. Additionally, a primary focus is insuring that local tax revenues generated from 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 $25.5 million or 62% of the 2017 General Fund recurring expenditures budget. All public safety contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re-negotiate the terms.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. Public Safety Service Contracts Administered: - Animal Control - Detention Services - District Court - Emergency Management - Law Enforcement - Pretrial Services - Prosecutor Services - Public Defender - SCOPE - Traffic Safety School False Alarm Program Contract Administration has evaluated the False Alarm Program, the program designed to reduce the number of false alarms and allow police more time to respond to actual calls for service and perform proactive policing. False alarm recovery fees have been reduced and the registration requirement and fee has been eliminated. The department 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 26IPage contracts began on April 1, 2018 and included substantially-enhanced customer service standards. The $1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates for citizens and business owners. Geographic Information Systems(GIS)and Database Systems Contract Administration administers, negotiates and presents for adoption the contracts for GIS and database services that allow the creation of mapping databases. Hearing Examiner The Hearing Examiner conducts quasi-judicial hearings on land use matters. Contract Administration monitors and evaluates the costs and quality of the service provided. Cable Television Franchise Cable television service that utilizes the City's right-of-way to run lines to connect to customers must operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise agreement and administers the terms of the agreement such as customer service standards, use of the right-of-way and payment of the franchise fees and Public, Education, and Government(PEG) Funds. Precinct Building The Precinct Building houses the Spokane Valley Police Department and a District Court courtroom and ticket counter. The City purchased the Precinct Building from Spokane County in 2006. The Contract Administration Program creates and manages the budget for maintaining the Precinct Building and coordinates with the Parks Department and maintenance staff to insure that the building is maintained and that it remains a secure facility. Additionally, the department calculates and bills the County for its share of lease and maintenance of the building. Performance 2017 Spokane Valley Per Capita Public Safety Costs Compared to Like-Sized Cities in Washington State. Service SV Per Capita$ 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 Goals & Strategies 1. Formalize public accountability in City operations through incorporating the Business Plan into decision-making and establishing a toolbox for evaluating the City's contract services. An open, collaborative government is the third Core Value adopted by City Council. - Incorporate the Business Plan in the City's decision-making process to enhance accountability through implementation of performance results. - Evaluate City's contract services. - Implement contract audit program. - Create custom feedback system. 27 I Page 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 2019 Budget is $983,965 which reflects an increase of$27,720 or 2.90%over the 2018 Budget ■ Wages, payroll taxes and benefits are reduced from $912,685 to $884,599 for a total reduction of $28,086 or 3.08%. This represents a reduction of FTE from 7.00 to 6.75 which would affect the ability to maintain the current level of services as well as an elimination of overtime. Resulting in the inability for staff to be available outside of normal work hours as _3% necessary. ■ Supplies are reduced from $3,300 to$3,000 for a total reduction of$300 or 9.09%. ($29 486) I Small Tools& Minor Equipment is reduced from$1,000 to$500 for a total reduction of$500 or 50%. ■ Travel & Mileage is reduced from $10,000 to $9,400 for a total reduction of $600 or 6%. Limiting staff access to training opportunities. • Wages, payroll taxes and benefits are reduced from$912,685 to$866,407 for a total reduction of$46,278 or 5.07%. This represents a reduction of FTE from 7.00 to 6.50 which would greatly reduce the ability to maintain the current level of services as well as an elimination of overtime. -6% Resulting in the inability for staff to be available outside of normal work hours as necessary. • Supplies are reduced from $3,300 to$3,000 for a total reduction of$300 or 9.09%. ($58 978) • Small Tools & Minor Equipment is reduced from $1,000 to $500 for a total reduction of$500 ' or 50%. • Professional Services reduced from $20,000 to $18,600 for a total reduction of$1,400 or 7%. Resulting in the reduction of access to professional services when required. • Legal Notices are reduced from $17,000 to $8,500 for a total reduction of$8,500 or 50%. • Travel & Mileage is reduced from $10,000 to$8,500 for a total reduction of$1,500 or 28.19%. Limiting staff access to training opportunities. • Registrations/Trainings are reduced from $3,000 to $2,500 for a total reduction of $500 or 16.67% • Wages, payroll taxes and benefits are reduced from$912,685 to$820,930 for a total reduction of $91,755 or 10.05%. This represents a reduction of FTE from 7.00 to 6.00, eliminating one position greatly impacting the ability to provide currently levels of services. Overtime would -90 0 be eliminated, resulting in the inability for staff to be available outside of normal work hours as necessary. ($91,755) 28 I Page The Office of the City Attorney represents the City's legal interests, Office of the 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 City Attorney matters not assigned to outside counsel. This office works extensively with all City departments. Mission City Attorney To assist in implementing Council policy by providing clear legal direction and meaningful assistance to Council, and Administrative to staff who implement Assistant City programs. Maintain a positive and creative workplace. Deputy City Attorney Attorney (0.5 FTE) Legal Interns 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. 29IPage 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. 5. Assist Economic Development to identify options for economic development. - Assist with development of functional economic development tools. 30IPage Workload Indicators 2013 2014 2015 2016 2017 2018 Work order requests processed 251 274 254 295 280 Legal memoranda 27 26 28 25 16 Public record requests processed* 19 11 22 46 24 Number of open litigation matters including 25 21 44 23 63 enforcement matters Number of closed litigation matters including 16 15 27 17 37 enforcement matters Training classes taught 5 10 6 9 9 Average number of days for completion of tasks 18 17 18 26 19 Ordinances and resolutions drafted 33 36 38 30 34 Contracts reviewed 206 209 214 255 342 *Does not include day-to-day file review in response to public record requests processed by City Clerk. Performance Measures Legal Cost Per Hour Illustrating the cost effectiveness of retaining internal legal counsel as $350 opposed to the use of outside $300 counsel. The cost for internal $250 counsel is determined by the total $200 legal budget for the calendar year $150 divided by the number of hours worked by the legal department. $100 The outside counsel is the average $50 I I I I hourly billing rate of all outside $0 counsel that are used by the City. 2012 2013 2014 2015 2016 2017 •Internal Counsel •Outside Counsel 31 I Page Percentage of satisfaction Clients were surveyed by the legal 100% department for the percentage of 90% satisfaction. First, the percentage of 80% internal clients reporting that legal 70% advice was timely. Secondly, the 60°% I II II II II percentage of interal clients 50% reporting that legal advice was clear 40% and relevant. 30% 20% 10% 0% 2012 2013 2014 2015 2016 2017 •Legal advice was timely •Legal advice was clear and relevant The Work Order Requests Processed graph 400 reflects individual tasks the office is 350 requested to do,or tasks the office identifies as needing some analysis. The Contracts 300 Reviewed graph reflects the number of 250 contracts, contract amendments, and 200 interlocal agreements executed by the office annually. The level of work for each varies Iso significantly, depending on whether our 100 office is negotiating the contract, advisingII II so another department on contracting options or contracting law,or whether we are simply 2012 2013 2014 2015 2016 2017 reviewing and signing. This number has increased over the past several years as the ■Work order requests processed ■Contracts reviewed contracting process has been improved. 32 1 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 2019 Budget is $610,808 which reflects an increase of$9,056 or 1.48%over the 2018 Budget ■ Wages, payroll taxes and benefits are reduced from $523,453 to $507,001 for a total reduction of$16,452 or 3.14%. 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 _3(y0 production for the attorneys on issues as they would have to take on these tasks as well. ■ Office Supplies are reduced from $1,701 to $1,361 for a total reduction of$340 or 19.99% ■ Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33% ($18,353) will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials analysis on community and economic development projects. ■ Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%. This will reduce/eliminate training for administrative assistant on public record production requirements. ■ Filing& Recording Fees are reduced from $10,000 to $9,110 for a total reduction of$890 or 8.9%.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$523,453 to$490,497 for a total reduction of$32,956 or 6.30%. 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 only be able to address the most egregious code compliance cases. • Office Supplies are reduced from $1,701 to$1,361 for a total reduction of$340 or 19.99% • Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33%will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials analysis on community and economic development projects. _GV% • Legal is reduced from $45,212 to $44,662 for a total reduction of$550 or 12.16%. This would have an impact on the workload for the attorneys, reducing efficiency, total work product completed, as well as timeliness of completed work. ($36,618) • Professional Services are reduced from $3,000 to $2,700 for a total reduction of$300 or 10%. ■ Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%. This will reduce/eliminate training for administrative assistant on public record production requirements. This would reduce the service of code compliance complaints upon the defendants resulting in a reduction in the number of cases that can be processed. ■ Filing & Recording Fees are reduced from $10,000 to $8,199 for a total reduction of$1,801 or 18.01%. 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. 33IPage • Wages, payroll taxes and benefits are reduced from $523,453 to $490,497 for a total reduction of$32,956 or 6.30%. 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 only be able to address the most egregious code compliance cases. • Office Supplies are reduced from $1,701 to$1,361 for a total reduction of$340 or 19.99% • Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33% will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials _9% analysis on community and economic development projects. 7 • Legal is reduced from $45,212 to $29,062 for a total reduction of$16,150 or 35.72%.This would have an impact on the workload for the attorneys, reducing efficiency,total work ($49,119) product completed, as well as timeliness of completed work. • Professional Services are reduced from $3,000 to $2,025 for a total reduction of$975 or 32.50%. • Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%.This will reduce/eliminate training for administrative assistant on public record production requirements.This would reduce the service of code compliance complaints upon the defendants resulting in a reduction in the number of cases that can be processed. • Filing& Recording Fees are reduced from $10,000 to$6,149 for a total reduction of$3,851 or 38.51%.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. 34 I Page The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City Human of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. Resources Human Resource Mission Manager To promote an employment environment that supports the mission of the City and the development of its Human Resource employees. 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 75 interviews, filling 30 positions in 2017. 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 Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to promote access to its citizens. As the City's designated 35 I Page 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. Audit of existing Risk Management practices and further development of the Risk Management Program for the City. - Revalue City fleet vehicles to lower cost of coverage. - Support new supervisors in providing leadership training. Workload Indicator 2013 2014 2015 2016 2017 2018 Number of City FTEs 85.25 87.25 87.25 87.40 89.25 Personnel action forms processed 100 157 166 122 139 Number of training classes facilitated or 5 8 6 4 8 coordinated Employees hired* 9 8 12 6 10 Average number of applications received 31.95 29.7 24.08 33.4 25 per recruitment cycle * Includes regular employees—permanent FT/PT employees; limited term; does not include temporary/seasonal employees 36I Page Performance Measures In 2012, the percentage of employees satisfied Employee satisfaction with Human Resources with the Human Resources Department was 65%. 120% This measurement was taken in the first quarter of 100% 2013 when the City made two dramatic changes to its personnel systems; elimination of certain 80% health plans, moving employeesthe to plans having less benefits and the movement of the City's 60% compensation system to performance based. 409' Since then, we had five successive measurement periods showing a return to former levels of 20% satisfaction; in 2013, the percentage increased to 93% and has been increasing each year. 0% lir_ ir 2012 2013 2014 2016 2016 2017 Timely completion of employee Annual non-manager performance evaluations has also changed reviews completed within 30 day of significantly; however, very close to all evaluations are completed within anniversary date 45 days. 100% 80% 60% 40% 20% 0% 2012 2013 2014 2015 2016 2017 Percentage rate of employee turnover 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 2012 2013 2014 2015 2016 2017 37 IPage 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. Proposed 2019 Budget is $285,466 which reflects an increase of$10,079 or 3.66%over the 2018 Budget • Supplies are reduced from $1,100 to$250 for a total reduction of$850 or 77.27%. • Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. • Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%. Eliminating the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from $8,048 to $7,500 for a total reduction of $548 or 6.81%. Reducing the ability to perform pre-employment criminal history checks. -3 • Advertising is reduced from $2,000 to $250 for a total reduction of $1,750 or 87.5%. Reducing the ability to advertise employment opportunities. ($8,986) • Postage is reduced from $75 to$0 for a total reduction of$75 or 100%. • Travel is reduced from $2,280 to$1,500 for a total reduction of$780 or 34.21%. • Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%. • Memberships are reduced from $780 to $300 for a total reduction of $480 or 61.54%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • 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 from $1,500 to $900 for a total reduction of$600 or 40%. Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expenses. • Wages, payroll taxes and benefits are reduced from$265,058 to$255,929 for a total reduction of$9,129 or 3.44%. Resulting in a reduction of.07 FTE. • Supplies are reduced from $1,100 to$500 for a total reduction of$600 or 54.55%. • Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. _6 ■ Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%. Eliminating the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from$8,048 to$7,500 for a total reduction of$548 or 6.81%. ($17,365) Reducing the ability to perform pre-employment criminal history checks. • Advertising is reduced from $2,000 to $250 for a total reduction of$1,750 or 87.5%. Reducing the ability to advertise employment opportunities. • Postage is reduced from $75 to$0 for a total reduction of$75 or 100%. • Travel is reduced from $2,280 to$1,500 for a total reduction of$780 or 34.21%. • Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%. • Memberships are reduced from$780 to$300 for a total reduction of$480 or 61.54%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • Registrations is reduced from $595 to$0 for a total reduction of$595 or 100%. • Training is reduced from $1,000 to $500 for a total reduction of$500 or 50%. • Employee Wellness is reduced from $1,500 to $900 for a total reduction of $600 or 40%. Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expenses. 38 I Page ■ Wages, payroll taxes and benefits are reduced from $265,058 to $247,429 for a total reduction of$17,629 or 6.65%. Resulting in a reduction of 0.16 FTE. ■ Supplies are reduced from $1,100 to$500 for a total reduction of$600 or 54.55%. ■ Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. ■ Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%. Eliminating the ability to consult council on employment decisions and/or actions. ■ Professional Services are reduced from $8,048 to $7,500 for a total reduction of $548 or 6.81%. Reducing the ability to perform pre-employment criminal history checks. -9 • Advertising is reduced from$2,000 to$250 for a total reduction of$1,750 or 87.5%. Reducing the ability to advertise employment opportunities. ($25,865) • Postage is reduced from $75 to$0 for a total reduction of$75 or 100%. ■ Travel is reduced from $2,280 to$1,500 for a total reduction of$780 or 34.21%. ■ Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%. ■ Memberships are reduced from $780 to $300 for a total reduction of $480 or 61.54%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. ■ Registrations is reduced from $595 to$0 for a total reduction of$595 or 100%. ■ Training is reduced from $1,000 to $500 for a total reduction of$500 or 50%. ■ Employee Wellness is reduced from $1,500 to $900 for a total reduction of $600 or 40%. Resulting in the minimum required level to be eligible for the WellCity Award and the 2% reduction in healthcare expenses. 39IPage The Finance and Information Technology (IT) Department provides financial management services for all City departments. Finance & Responsibilities include accounting and financial reporting, Information payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, investments and information Technology technology. The department is also responsible for generating and analyzing financial data related to the City's operations. Mission Finance is responsible for the administration, coordination, supervision and control of the City's financial activities engaged in To assist the City Council, by the City.These functions are performed through a combination City staff and citizens in of interrelated activities including financial management, general the areas of financial accounting and information technology. planning, budgeting, financial reporting and overall stewardship of the City's resources. Our information Finance Director technology (IT) group seeks to understand technology and how it can best serve internal and Accounting IT Specialist external IT users. Manager (3 FTE) Accountant Budget Database Analyst Administrator (3.75 FTE) Accounting Technician — (2 FTE) 40I Page 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 89.25 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 2017 Annual Financial Report by May 30, 2018, and receive a "clean audit opinion"from the Washington State Auditor's Office. - This can be accomplished through a combination of cross-training responsibilities between the Accounting Manager and staff accountants as well as remaining current on GASB pronouncements through relevant training opportunities. 41 I 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 Number of tablets supported 18 20 27 31 35 Number of physical servers supported - 17 22 10 15 Number of virtual servers supported - 8 15 25 28 Number of appliances supported - 55 45 50 50 Number of PC's installed or replaced 0 54 39 37 72 Network Hardware - - 75 76 87 Performance Measures 80 Help desk requests per IT FTE per 70 month dropped in 2014 due to hiring 60 the Help Desk Technician in that year. 50 This will continue to drive the six-year II II II II I I 40 average down. 30 20 10 0 2012 2013 2014 2015 2016 2017 •Help desk requests per month per IT FTE •Workstations per IT FTE 42IPage 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 2019 Budget is $1,393,637 which reflects an increase of$54,573 or 4.08% over the 2018 Budget ■ Wages, payroll taxes and benefits are reduced from $1,363,187 to $1,329,734 for a total reduction of$33,453 or 2.45%. This represents a reduction of 0.55 FTEs, which would slow City payments to vendors and increase the time needed for financial analysis. ■ Supplies are reduced from $6,450 to $4,000 for a total reduction of$2,450 or 37.98%. The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. _3 • 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 ($41,803) disclosure requirements on our bond issues. ■ Travel is reduced from $5,000 to $4,000 for a total reduction of $1,000 or 20%. This reduction would limit staff availability to access training opportunities. ■ Memberships are reduced from $1,500 to $1,000 for a total reduction of $500 or 33.3%. This reduction would reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. ■ Registrations are reduced from $9,700 to $6,400 for a total reduction of$3,300 or 34.02%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. 1114 ■ Wages, payroll taxes and benefits are reduced from $1,363,187 to $1,289,970 for a total reduction of$73,217 or 5.37%. This represents a reduction of 0.95 FTEs, which in addition to above would potentially compromise segregation of duties required by the State Auditor's Office and would slow the outside agency and lodging tax grant award processes. I ■ Supplies are reduced from $6,450 to $4,000 for a total reduction of $2,450 or 37.98%. The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. -6% ■ Professional services are reduced from$2,500 to$1,000 for a total reduction of$1,500 or 60%. The reduction would hinder the City's ability to hire consultants for any continuing disclosure ($83,567) requirements on our bond issues. ■ Travel is reduced from $5,000 to$3,100 for a total reduction of$1,500 or 38%. This reduction would limit staff availability to access training opportunities. ■ 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 $9,700 to $6,400 for a total reduction of$3,300 or 34.02%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. 43IPage • Wages, payroll taxes and benefits are reduced from $1,363,187 to $1,247,765 for a total reduction of$115,422 or 8.47%.This represents a reduction of 1.45 FTEs,which in addition to above would significantly compromise segregation of duties required by the State Auditor's Office. Also, City payments to vendors would only be processed once every two weeks, and the ability to accommodate the Outside Agency and Lodging Tax award processes would be seriously compromised without assistance from other City departments. _9� • Supplies are reduced from $6,450 to $4,000 for a total reduction of$2,450or 37.98%. The 7 reduction would compromise the department's ability to maintain supply levels necessary for efficient operations. ($125,472) ' Professional services are reduced from $2,500 to $1,000 for a total reduction of$1,500 or 60%. The reduction would severely limit the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,000 to $3,100 for a total reduction of $1,900 or 38%. This reduction would prevent staff from attending training outside of the immediate area which would limit the types of training that could be used to keep current on accounting standards and new technology. • Memberships are reduced from $1,500 to $500 for a total reduction of$1,000 or 66.67%. This reduction would severely reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,700 to $6,700 for a total reduction of$3,000 or 30.93%. 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. 44 I Page 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 2019 Budget is $3,357,400 which reflects an decrease of$4,833,289 or 59.01% under the 2018 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. • Professional services — misc. studies are reduced from $200,000 to $182,500 for a total reduction of $17,500 or 8.75%. This reduction would reduce the City's ability to address _3 unforeseen issues that may arise throughout the year. • Outside Agency funding is reduced from $200,000 to $120,000 for a total reduction of $80,000 or 40.0%. This reduction would limit the City's ability to award funding to local ($97,500) social service and economic development agencies. ■ Professional services — misc. studies are reduced from $200,000 to $179,900 for a total reduction of $20,100 or 10.05%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. _� • Outside Agency funding is reduced from $200,000 to $75,000 for a total reduction of $125,000 or 62.50%. 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 ($195,100) 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. • Professional services — misc. studies are reduced from $200,000 to $150,000 for a total reduction of $50,000 or 25.0%. This reduction would further reduce the City's ability to address unforeseen issues that may arise throughout the year. _C9 • Outside Agency funding is reduced from $200,000 to $43,000 for a total reduction of $150,000 or 78.50%.This reduction would eliminate the City's ability to award funding to local social service and economic development. ($285,500) . 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. 45 I Page With offices located in the CenterPlace Regional Event Center, the Parks & Recreation Department consists of six divisions: Parks Administration, Parks Maintenance, Recreation, Parks & Aquatics, Senior Center and CenterPlace. The Department is comprised of nine FTEs. Parks Maintenance and Aquatics Recreation 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 Mission with existing services. To enrich the quality of life for everyone who lives, works in or visits Spokane Parks & Recreation Valley through quality Director programs, parks and events. Administrative Recreation Assistant Coordinator Maintenance Senior Center Worker/Facilities (2 FTE) Specialist CenterP lace Coordinator CenterPlace CenterP lace Office Administrative Assistant Assistant I 46IPage Parks Administration and Maintenance Vision To provide and maintain quality parks that offer a diverse range of experiences in a safe and beautiful environment; to provide enjoyable, restorative and memorable places to spend time; and to provide physical amenities that support and enhance active living and social interaction opportunities. Essential services: • Implements the goals and objectives of the City Council; • Develops policies and procedures; • Facilitates the upkeep and use of parks and public areas including the Appleway and Centennial Trails; • Manages the private park maintenance, aquatic operation and janitorial contracts; • Works to acquire and develop new park facilities; • Provides facility maintenance at the Police Precinct; and • Administers City Special Event permits. Recreation Vision To deliver a diversified recreational and educational experiences for all ages; while fostering vigorous community partnerships;and advocating health, wellness and physical activity. Essential services: • Provides summer day camp, winter break camp, summer park program and outdoor movies; • Designs and publishes the Recreation Program brochure twice a year; • Coordinates and offers over 21 different recreation programs year round; • Partners with YMCA, 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 newly-updated 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. 47 I Page Workload Indicators 2013 2014 2015 2016 2017 2018 Developed acres maintained 133.6 133.6 133.6 133.6 133.6 Trees planted 10 10 10 4 25 Overall number of park facility reservations/year 399 428 425 431 511 Number of recreation classes offered 129 158 189 189 165 Number of open swim hours available/season 1,221 1,251.5 1,465 1,465 1,112 Number of swim lesson/team registrations 1,547 1,510 1,582 1,582 1,647 Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 Number of hours to maintain Centennial Trail 900 900 900 900 900 2013 2014 2015 2016 2017 2018 Developed park acres per 1,000 population 1.4 1.4 1.4 1.4 1.4 Recreation program recovery vs.direct cost' 99.9% 104% 104% 108% 103% Parks& Recreation recurring budget per capita $29.14 $29.43 $29.69 $29.67 $29.77 Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.05 Trail mile/ per capita Miles of trail per 1,000 households .076 .076 .076 .076 .076 'Calcualated expenditures divided by revenue The six-year average Parks & Recreation recurring budget per capita is $24.17. The City has increased the budget to remain consistent with population growth. o Population increase from 2011 to 2016 is 4.5%(90,110 to 94,179) per State of Washington Office of Financial Management o Per capita recurring budget increase from 2012-2017 is 7.10% ($27.68 to $29.67) 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 Mirabeau 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 • Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and numerous meeting rooms. 48 I Page Goals & Strategies 1. Implement the updated CenterPlace Regional Marketing and Communications Plan. - Increase seasonal staffing to accommodate a higher level of service. - Develop "CenterPlace's Partner Services"with local event planners. - Explore new marketing services to help implement marketing plan. - Work to add new signature events to the Mirabeau campus. - Expand catering involvement in events. 2. Make facility improvements to CenterPlace. - Make parking lot improvements for safety. - Schedule preventative maintenance and facility updates to maintain CenterPlace in good condition. - 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 14,651 7,300 5,617 5,617 4,167 use of CenterPlace' Number of reservations per year 815 844 919 923 1,041 Number of operating hours per year 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 'Area businesses were contacted by CenterPlace from a list developed by our marketing consultant. Performance Measures 2013 2014 2015 2016 2017 2018 Percentage of facility capacity per Great Room 27% 23.7% 27% 22% 30% reserved' Percentage cost recover per CenterPlace2 45% 54% 52% 47% 56% _ _Percentage area business utilizing CenterPlace3 3% 5% 3.7% 5% 5% _ Percentage of facility capacity per Lounge 10% 9% 22% 20% 11% reserved' Percentage of regional use of facility 5% 9.1% 4.2% 4% 7% '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.) 3 Number of area businesses divided by the number of businesses using CenterPlace. The business list was developed by our marketing consultant. Noteworthy to mention is the percentage of businesses registered with the City of Spokane Valley who utilize CenterPlace have remained steady and then have started to increase in the past three years. 4This is the number of total hours(2809)available in the Lounge divided by actual hours used. 49IPage Senior Center Senior Center Vision To empower adults 50+for personal independence, healthy aging,social connection and life-long learning experiences; to serve as a hub and focal point, to complement existing services and provided programs, activities and opportunities for the aging population; and to operate as a multi-purpose senior center to provide health,social, educational, referral and recreational services. Essential Services: • Manages the Senior and Wellness Center at CenterPlace from 8-4 Monday through Friday; • Coordinates all activities and programming—over 50 different programs; • Utilizes over 75 volunteers; • Facilitates Meals on Wheels program; and • Maintains an active membership of over 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 36,343 34,193 26,329 28,003 25,396 workshops per year Average age of senior participating in 75.5 74.7 75.5 74.5 74.5 programs Number of senior programs offered per year 50 50 39 39 35 Performance Measures 2013 2014 2015 2016 2017 2018 Percentage of Spokane Valley seniors who 45% 56% 30% 33% 30% participate in health and wellness programs 50 Page 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 2019 Budget is $3,008,986 which reflects an increase of$52,032 or 1.76% over the 2018 Budget ■ Professional Services under Aquatics is reduced from $415,000 to $373,000 for a total reduction of$42,000 or 10.12%. This will eliminate one week of the summer pools season at all three outdoor pools. _3/b ■ Professional Services under Administration is reduced from $35,000 to $20,000 for a total reduction of$15,000 or 42.86%. This will eliminate the consultant work for the Mirabeau Park waterfall and springs project. ($87,000) ■ Advertising under CenterPlace is reduced from $60,000 to $30,000 for a total reduction of $30,000 or 50%.This will negatively impact our ability to market CenterPlace. ■ Professional Services under Administration is reduced from$35,000 to$0 for a total reduction of $35,000 or 100%. This will eliminate the consultant work for the Appleway Trail Themed Master Plan as well as the consultant work for the Mirabeau Park waterfall and springs project. ■ Temporary/Seasonal Wages under Recreation are reduced from$67,653 to$60,993 for a total reduction of$6,720 or 9.93%.This will eliminate the free park program at three sites. -6/ • Office and Operating Supplies are reduced from$1,600 to$1,000 for a total reduction of$600 or 37.5%.This will reduce our ability to purchase necessary operating supplies. ($167,820) • Professional Services under Aquatics is reduced from $415,000 to $331,000 for a total reduction of$84,000 or 20.24%. This will eliminate two weeks of summer pools season at all three outdoor pools. ■ Advertising under CenterPlace is reduced from $60,000 to $20,000 for a total reduction of $40,000 or 66.67%.This will negatively impact our ability to market CenterPlace. ■ Small Tools & Minor Equipment under Maintenances is reduced from $1,500 to $0 for a total reduction of 1,500 or 100%. 51 I Page • Travel/Mileage under Recreation is reduced from $2,850 to $0 for a total reduction of$2,850 or 100%.This will eliminate critical training for our Recreation Coordinator. • Registrations under Recreation is reduced from$1,350 to$0 for a total reduction of$1,350 or 100%.This will eliminate critical training for our Recreation Coordinator. • Professional Services under Aquatics is reduced from $415,000 to $289,000 for a total reduction of$126,000 or 30.36%. This will eliminate three weeks of the summer pool season for all three outdoor pools. • Registrations under CenterPlace is reduced from $1,500 to $0 for a total reduction of$1,500 -9 or 100%.This will eliminate critical training for our CenterPlace Coordinator. • Travel/Mileage under CenterPlace is reduced from$2,350 to$0 for a total reduction of$2,350 ($218,900 or 100%.This will eliminate critical training for our CenterPlace Coordinator. • Advertising under CenterPlace is reduced from $60,000 to $10,000 for a total reduction of $50,000 or 16.67%.This will virtually eliminate our ability to market CenterPlace. • Registrations under Administration is reduced from$1,000 to$0 for a total reduction of$1,000 or 100%.This will eliminate critical certification training for our Director. • Travel/Mileage under CenterPlace is reduced from$1,850 to$0 for a total reduction of$1,850 or 100%.This will eliminate critical certification training for our Director. • Advertising under Senior Center is reduced from $500 to $0 for a total reduction of$500 or 100%.This will eliminate the opportunity to do any advertising. • Equipment Repair& Maintenance under Senior Center is reduced from$1,500 to$0 for a total reduction of$1,500 or 100%.This will eliminate the ability to make any necessary repairs due to equipment failure. • Parks Maintenance Contract under Maintenance is reduced from $816,500 to $786,500 for a total reduction of $30,000 or 3.67%. This will eliminate the maintenance for the Pines to Evergreen and Sullivan to Corbin sections of the Appleway Trail. 52 I Page Deputy City Manager The Deputy City Manager works under the general direction of the City Manager and works with the City's management team to coordinate Community & Public efforts toward the achievement of departmental objectives and the Works 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 Engineering Economic Building & Planning Development 53IPage 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. 54 I Page 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 2019 Budget is $266,589 which reflects an decrease of$184,074 or 40.85% under the 2018 Budget • Software Licenses and Maintenance are reduced from $30,700 to $22,700 for a total reduction of $8,000 or 26.06%. This would postpone projects which the City would _30 implement to increase customer service. ($8,000) • Wages, payroll taxes and benefits are reduced from$220,619 to$209,588 for a total reduction of$11,031 or 5.0%. Resulting in the Deputy City Manager being reduced to 0.95 FTE impacting day-to-day operations of the City. _GV Advertising is reduced from $4,200 to $2,200 for a total reduction of $2,000 or 47.62% 0 • reducing ability to advertise for different programs. • Software Licenses and Maintenance are reduced from$30,700 to$28,700 for a total reduction ($15,031) of$2,000 or 6.51%.This would postpone projects which the City would implement to increase customer service. • • Wages, payroll taxes and benefits are reduced from$220,619 to$198,557 for a total reduction of$22,062 or 10%. Resulting in the Deputy City Manager being reduced to 0.90 FTE impacting day-to-day operations of the City. _9/ • Software Licenses and Maintenance are reduced from$30,700 to$28,700 for a total reduction 77 of$2,000 or 6.51%.This would postpone projects which the City would implement to increase customer service. ($24,062) 55 I Page The Engineering Division combines the previously-known Engineering Development Engineering from Community& Economic Development with the engineering services provided by Public Works. This Division reorganization provides a more cohesive engineering approach for the City as a whole. City Engineer I Administrative Assistant — Engineer Manager Senior Engineer Senior Engineer Administrative Assistant Engineer Senior Engineer/ Engineer Project Manager (3 FTE) Assistant _ Engineer Development Inspector Engineer Technician II Engineer _ Technician II _Engineer Technician I (3 FTE) Senior Traffic Engineer — Traffic Engineer 56IPage 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 with the Economic Development Division 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 Administer the bid and award process; o Provide construction administration, including inspection, documentation and contract management; o Ensure proper project closeout; o Ensure compliance with grant agency requirements; • 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, Parks, 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 (BSPs), 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; • Provide construction oversight for various development and capital projects; • Review, issue and monitor grading permits; 57 I Page • Review, issue and monitor right-of-way permits; and • Provide right-of-way inspections for various development and capital projects. 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 to the CIP, to private development projects and regional transportation efforts. Essential Services: • Optimizes and coordinates traffic signals installation, maintenance and operation; • Oversees, monitors and develop mitigation measures for traffic congestion citywide; • Identifies and schedules the collection of annual traffic data for the City's arterial roadway network; • Prepares traffic control, signal, signing and striping plans and specifications in cooperation with the capital projects; • Scopes and reviews traffic studies for development utilizing the services of the City's street network; • Identifies project 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 of grant applications for various projects impacting the City's transportation network; • Monitor motorized and non-motorized crashes to address safety concerns on the citywide street network; • 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; • Assist in updates to the City's Comprehensive Plan; • 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 • 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 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. 58 I Page 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; • 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; and • Wellhead Protection Committee. 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 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 Barker Road Grade Separation. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and 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 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 2020. - 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. - Implement the Pavement Management Plan (PMP). - Continue to monitor, update and implement the Transportation Improvement Program. 5. Develop a maintenance program for traffic signal components to address aging infrastructure. Devise a financial plan to address these needs and incorporate into the 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. 59IPage 6. Continue to engage in the discussion surrounding oil and coal train impacts to the valley, region and the state. - Monitor federal and state proposed regulations related to transport of oil and coal. - Continue to seek support for overpass improvements for at-grade crossings. - Support and ask for support from local and regional agencies to encourage funding agencies to help with implementation of improvements. 7. Manage the storm and surface water utility program plan in accordance with state and federal regulations. - Continue to integrate technology to provide better inspection data and monitoring of contractor performance (i.e. GIS field collection and GPS field tracking). - Continue to design and build projects that eliminate outfalls. - Reduce the backlog of small utility projects and maintenance repairs. - Continue to update the annual Stormwater Program Plan. - Coordinate with the Economic Development Division on the annual Six-Year Stormwater Capital Program update. 8. 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. 9. Delineate the Glenrose Creek floodplain to streamline development. - Develop Glenrose Creek hydrology and hydraulic data. - Initiate coordination with City of Spokane and Spokane County. - Develop Glenrose Creek floodplain mapping. - Develop Glenrose Creek preliminary map products. 10. Emergency Management - 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 Traffic counts performed 140 137 146 165 146 Traffic signs maintained 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 Total stormwater-related citizen action 46 45 58 98 204 requests Total number of stormwater projects 32 26 25 8 92 completed Total stormwater structures inspected 5,223 980 2,100 1,550 2,158 Total stormwater structures cleaned 683 1,179 2,199 1,009 1,499 Total engineer grading permits issued 41 50 60 67 68 Total CIP projects awarded 11 13 9 9 8 Total centerline miles resurfaced 7.03 10.87 6.69 6.15 8.57 60 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. Proposed 2019 Budget is $1,716,316 which reflects an increase of$87,251 or 5.36% over the 2018 Budget • Wages, payroll taxes and benefits are reduced from $1,503,702 to $1,445,863 for a total reduction of $57,839 or 3.85%. This reduction would eliminate a 0.5 FTE Engineering -30 Technician II.The elimination of one full position as it is split with the capital fund. ($57,839) • Wages, payroll taxes and benefits are reduced from $1,503,702 to $1,398,497 for a total reduction of$105,205 or 7.0%.This reduction would eliminate 0.5 FTE Engineering Technician I and 0.5 FTE Engineering Technician II.The elimination of two full position as it is split with the -6% capital fund. ($105,205) • Wages, payroll taxes and benefits are reduced from $1,503,702 to $1,347,064 for a total reduction of$156,638 or 10.42%.This reduction would eliminate 1 FTE Engineering Technician I and 0.5 FTE Engineering Technician II.The elimination of three full position as it -9 is split with the capital fund. ($156,638) 61 I Page 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 Street of City staff. Street and stormwater maintenance and repair account for $1.36 million dollars annually to provide asphalt patching, crack sealing, Maintenance gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and Division stormwater repairs. Street Superintendent Maintenance/ Const. Inspect ROW Inspector (4 FTE) 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. 62 I Page Workload Indicators 2013 2014 2015 2016 2017 2018 Centerline lane miles of streets maintained 461 461 461 461 461 Total street(Snow) related citizen action 64 123 153 146 660 requests Total street(non-Snow) related citizen action 361 361 504 598 1,154 requests Annual snowfall accumulation (inches) 26.3 35.0 39.0 30.9 63.5 Number of vehicles maintained - 28 28 28 32 Total right-of-way permits issued 652 712 724 768 996 Total right-of-way inspection performed 5,513 7,322 9,459 10,901 13,980 Performance Measures 2013 2014 2015 2016 2017 2018 Street maintenance cost per capita $51.29 $53.11 $48.11 $48.01 $48.79 Lane miles maintained per 1,000 population 5.12 5.12 4.94 4.94 4.94 Street sweeping(in cubic yards removed) 804 874 1,370 1,450 1,310 Tons of cold patch for potholes 120 100 80 60 40 20 0 2012 2013 2014 2015 2016 2017 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. 63IPage The Economic Development Division assists the City in the development of long range plans, zoning, economic studies and strategies that promote the City inside and outside of the region. Economic Oversight of these activities is also coordinated closely with the City Development Administration. Division Mission Economic Development To strengthen community, Manager create a successful A business climate and build economic vitality. Transportation Office Assistant Planner Economic Grants Engineer Development Specialist (2 FTE) Public Information — Officer Develop Long Range Plans • Review, monitor and coordinate amendments to the Comprehensive Plan; • Review, evaluate and recommend amendments to development regulations in order to streamline and simplify the development process; • Facilitate annexation requests; and • Represent the City at Planning Technical Advisory Committee meetings and attend the Steering Committee of Elected Officials meetings. • Evaluate the Comprehensive Plan's strategic actions and identify implementation measures. 64 I Page Develop and Coordinate Transportation Improvement Program (TIP) • Development of annual six-year TIP; • Respond to local citizen inquiries on the TIP and other capital improvements relating to transportation; • Assist with complex transportation planning projects, including modal studies involving automobiles, freight, bicycle, pedestrian and/or public transportation; • Coordinate transportation and capital facilities planning between City departments; • Assist in the evaluation of transportation and traffic impacts of development proposals, permits, rezones, plats and other land use changes; and • Coordinate long range plans for multimodal transportation. Pavement Management • Develop and maintain the Pavement Management Program (PMP); • Focus on maximizing the condition and lifespan of the transportation network; • Integrate pavement preservation projects with other City departments and outside agencies to minimize the impact to the network and travelling public; and • Identify opportunities to leverage pavement management funds with grant opportunities to minimize the City's financial burden. 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; • Facilitate project processing and permitting, assist with the interpretation of codes; and • Negotiate and resolve sensitive and controversial issues. Tourism and Economic Development Marketing • Implement a strategic marketing plan; • Create and distribute marketing materials; • Prepare and present information at meetings of various organizations and groups; and • Manage the content of the Community and Public Works department web-based content; and • Support economic development by researching, proposing and developing informational and marketing materials, including brochures, newsletters, mailings, advertising, graphic design, photography and videography. Grant Writing and Development • Prepare and write grant applications including, but not limited to, street capital projects and overall network improvements, parks development and property acquisition and economic development initiatives; • Coordinate with grant management partners and agencies like Spokane Regional Transportation Council, Washington State Department of Transportation, Transportation Improvement Board and Spokane County Housing and Community Development(CDBG); and • Coordinate with local, regional, state and federal stakeholders to identify opportunities for potential funding, funding partnerships or concurrent project coordination. 65 I Page 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. Coordination with Regional Partners • Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals; and • Coordinate with SRTC and other jurisdictions on regional transportation policies and projects to ensure incorporation of the City's plans and priorities as well as 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; • 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; • 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. - Evaluate short, mid and long-term enhancements to existing services. - 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 with a local, regional or statewide presence. - Strengthen connections with local and regional brokerage firms and commercial developers. - Identify local property and building owners with available land and spaces in key locations within the City. - Identify available spaces and match them with potential retail types and specific businesses. - Identify any zoning, permitting and/or fire and building code issues that may need to be resolved. 3. Pursue infrastructure improvements which foster economic development. - 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. 66IPage - Collaborate with water districts and dry-utility providers to identify infrastructure needs to meet development demands to attract businesses. - Integrate capital facilities plans and project management to ensure efficient improvements. - Identify key infrastructure improvements (i.e. Pines Road Underpass) 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 businesses 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 ensure business owners use 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 to continue to provide information relating to available properties in the City. - Host forums with regional real estate brokers, management associations, developers and property owners to identify issues and gather data. - Evaluate retention, recruitment, and expansion opportunities based on industry clusters. - 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 band 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 local residents and visitors within the regional drive market. - Foster positive perceptions of the City as a business-friendly location among existing businesses and prospects. - Review and update marketing collateral to reflect current needs and programs. 6. Collaborate with economic development partners and related service providers. - Participate in Visit Spokane, GSI, Spokane Valley Chamber of Commerce, and other partner meetings and events. - Update content in Visit Spokane's promotional channels. - Continue to partner with Greater Spokane, Inc., 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 Northwest, Oktoberfest and the Cycle Celebration. - Support efforts to create new or expand events in the City. 8. Coordinate and build the City's grant program. - Expand the City's grant process to identify funding opportunities. - Continue to identify street capital project grants that support transportation network improvements. 67 I Page - Identify grants to support economic development initiatives and parks and recreation improvements. 9. Create and support relationships with the community that result in an interested, involved and informed citizenry. - 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. - Enhance community newsletters. - Work to expand public information services using video capabilities. - Improve local rankings within raking programs such as, Travelocity. - Continue to collaborate with our partners such as Visit Spokane and Greater Spokane Valley Chamber of Commerce to marketing community events. - Promote the City as an emerging leader in high-tech manufacturing. - Increase awareness that Spokane Valley is a great place to live, and work and visit. - Enhance submittal efforts for marketing and community awards. 10. Ensure that the transportation system and investments in transportation infrastructure are designed to improve quality of life and support economic development priorities. - Consider neighborhood traffic and livability conditions and address potential adverse impacts of public and private projects. - Continue to coordinate with Engineering to provide truck routes to minimize the effects on residential neighborhoods. - Collaborate with Engineering to ensure that areas experiencing new development are well served by motorized and non-motorized transportation options. - Provide a supportive transportation network for expansion of general aviation and freight uses at Felts Field. - Continue to pursue funding for the BNSF grade separation projects. - Coordinate with Spokane Transit Authority (STA) to provide bus shelters at strategic locations. - Develop a citywide trail system that provides improved access and linkages between existing trails, neighborhoods and community amenities. - Evaluate multimodal planning efforts, particularly focusing on the quality of pedestrian, bicycle and transit facilities. 11. Develop and enhance the City's pavement management program. - Implement a pavement management program that is fiscally viable and acceptable to taxpayers. - Continue to integrate capital facilities plans and project management to ensure efficient improvements consistent with the City's long-term goals. - Leverage pavement management dollars against grant funding opportunities to maximize City dollars and widen the impact of the pavement management program. - Implement a public outreach process that identifies an acceptable transportation network level of service. 68 I Page Workload Indicators 2013 2014 2015 2016 2017 2018 Businesses assisted - 23 27 20 18 Meetings with regional partners - 51 54 55 195 Marketing media created - 9 12 19 41 Grants submitted - - - 2 13 Total grant dollars requested ($ Millions) $15.5 $42.2 $33.3 $113.7 $98.5 Media releases issued 3091 241 247 222 107 Earned media stories 434 354 320 211 138 Total media stories 828 756 575 592 353 Public Information contacts with the media 146 144 96 183 99 Community newsletters produced 2 3 4 4 3 Special events presentations/participation 5 5 3 9 3 Twitter followers - - - - 376 Tweets sent - - - - 192 'Media releases issued peaked in 2013 at 309 due to promotion and partnership for the City's 10-Year Anniversary. Performance Measures 2013 2014 2015 2016 2017 2018 Business retention/expansion meetings held - - 27 20 21 Business recruitment—ongoing - - 3 1 1 Business recruitment—completed - - 2 2 1 -New business welcome letters sent 1,622 1,899 1,572 1,824 1,765 -Economic Development workshops held - - 2 2 2 Grants awarded 3 8 10 6 41 Total grant dollars awarded ($ Million) $1.9 $5.6 $7.3 $4.5 $1.51 R- oad Network Condition Rating PCI 68 - 72 - 71 _(Network Backlog%) (9%) (10%) (9%) Percentage increase of residents 1% .6% 1.4% .9% .8% I-ncrease hotel occupancy rates - - - - 63% Percent change in sales tax collected 7.62% 5.78% 4.43% 8.67% 5.54% 'T-he data in this field is based on November collections to coincide with the development of the Business Plan. 69IPage Economic Development - 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 2019 Budget is $1,077,820 which reflects an increase of$57,178 or 5.30% over the 2018 Budget • Intern wages, payroll taxes and benefits are reduced from $12,171 to $0 for a total reduction of$12,171 or 100%. The elimination of the intern position will result in the loss of assistance _30A in media releases, miscellaneous projects, special event planning, brochure development and website updates. • City Economic Development is reduced from $200,000 to $181,700 for a total reduction of ($61,485) $18,300 or 9.15%. 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, payroll taxes and benefits are reduced from$12,171 to$0 for a total reduction of $12,171 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. ■ City Economic Development is reduced from $200,000 to $150,300 for a total reduction of -� $49,700 or 24.85%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; ($92,885) 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, payroll taxes and benefits are reduced from $12,171 to $0 for a total reduction of$12,171 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. City Economic Development is reduced from $200,000 to $118,900 for a total reduction of -9 0 • $81,100 or 40.55%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; ($124,285) 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). 70 I Page The Building & Planning Division is responsible for implementing and enforcing the State Building Code as required by state law.The purpose of Building & 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 Planning occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit Division 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 _ Administrative Assistant Development Service Coordinator Assistant Building Official Senior Plans Engineer Technician Examiner Plans Examiner Permit Facilitator _ (2 FTE) Code Enforcement Senior Planner Officer — Facilities Planner Maintenance (3 FTE) Building Inspector Office Assistant (3 FTE) (4 FTE) 71 I 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 4,763 permits during 2017 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 16,419 inspections in 2017 as they assist builders, developers and trades people through the completion of their projects. This vast range and volume of projects represents countless hours of support to permit applicants and developers and heavily contributes to the economic development of the community in ways that are not necessarily reflected in permit revenues. Essential Services: • Commercial construction plan review; • Residential construction plan review; • Accessibility(handicap) plan review; • Commercial and residential construction inspection; • Permit intake, processing and issuance; • Permit coordination; • Business license coordination; • Fire District coordination; • Outside agency coordination (including Regional Health, Clean Air, utilities and water districts); • Monitor building code legislation; • Public assistance with code compliance; • Issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi-tenant structures); and • Economic and business development coordination. Building& 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; - Investigation of structure damage resulting from fire, flood,vehicular impact, etc.; 72 I Page - 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 Division programs and supervises the Permit Center staff. The Building Official monitors bills before the state Legislature and provides technical testimony and/or input about the impacts of the legislation to our community. The Building Official is charged with the task of interpreting code requirements for proper implementation given regional characteristics such as snow load, seismic zone and soil classification. Code Enforcement During 2017, Code Enforcement responded to 522 cases regarding junk vehicles, garbage, unsafe structures, various zoning violations, traffic safety hazards and sign code violations while maintaining a pro-active enforcement model as directed by administration. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards as well as working with the Health Department and Department of Social and Health Services on issues related to seniors and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other agencies for help as appropriate. 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 new City Hall facility requires a newly-created 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 In September of 2017, as part of the transition to the new City Hall facility, Central Reception was moved into the Building& Planning Office Assistant(OA)group. The OA 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 and outside agencies,file/records management, data entry, and stocking supplies. 73 I Page 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. - Develop a multi-use construction plan program. - Implement customer satisfaction survey. - Examine code provisions for consistency with the Comprehensive Plan. - Implement a e-submittal process for plan review 2. Comply with City and State Records Management policies. - Finish scanning historical residential address files into Laserfiche. - Scan permit-related documents into SMARTGov. - Create electronic plan submittal acceptance guidelines. - Create a procedure for scanning commercial address files. - Begin scanning commercial address process. - Expand paperless permit submittal. - Begin clean-up of working files to clean out unnecessary items in project files. 3. Regional 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/concrete fabricators; - Association of General Contractors (AGC); - Association Society of Civil Engineers (ASCE); - American Institute of Architects (AIA); - Structural Engineers Association of Washington; and - Implement cross-training program for administrative staff. 5. Continue participation in Spokane Regional Code Group Meetings. - Take a regional leadership role amongst peers. - Discuss International Residential Codes. - Follow current trend by researching other Washington State adopted codes. - Continue to advocate for a regional all code group to incorporate regional consistency in interpretation and implementation of State adopted building codes. - Participate in regional code officials group. 6. City Hall Facilities Maintenance - Monitor all contracts for appropriate charges and changes. - Create a work order system for City-owned facilities. 74 I Page 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 Number of visitors greeted 2,507 2,413 3,023 3,171 3,093 Pre-application meetings—commercial 85 79 88 74 89 Pre-application meetings—land use 25 30 32 41 63 Construction applications received 2,798 4,704 4,536 5,708 5,060 Land use applications received 624 719 660 681 792 Construction permits issued 3,431 3,961 3,993 5,159 4,473 Planning applications approved 33 659 561 595 652 Development inspections performed 10,736 13,534 13,848 15,848 16,419 Code Enforcement cases investigated 360 354 383 462 522 Number of online permits issued - 1,314 1,582 2,449 2,582 Number of hearings conducted by the Hearing 33 7 6 8 11 Examiner Municipal Code text amendments processed 5 12 2 ' 5 Planning Commission meetings participated in 23 20 21 22 12 'Comprehensive Plan Update year, regulations updated. Performance Measures 2013 2014 2015 2016 2017 2018 Percent of construction permits issued in less - 79% 85% 85% 85% than three days Average number of days for new residential 5 5 5 5 5 building permit review Average number of days for tenant improvement 10 10 10 10 10 permit review 75 I 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 2019 Budget is $2,245,502 which reflects an increase of$35,943 or 1.63% over the 2018 Budget • Wages, payroll taxes and benefits are reduced from $1,891,002 to $1,819,385 for a total reduction of$71,617 or 3.79%. Resulting in the reduction of 1 FTE Office Assistant I.This would _3% increase the time to respond to a public records request, reduce our ability to provide customer service, reduce our ability to cover in an emergency. ($71,617) • Wages, payroll taxes and benefits are reduced from $1,891,002 to $1,761,974 for a total reduction of$129,028 or 6.82%. Resulting in the elimination of 2 FTE Office Assistant I. This _GV% would reduce again our customer service, ability to respond to public records requests, increasing the likelihood other staff would be needed in the case of an emergency. ($129,028) • Wages, payroll taxes and benefits are reduced from $1,891,002 to $1,685,312 for a total reduction of$205,690 or 10.88%. Resulting in a reduction of 3 FTE one Office Assistant II and _9 two Office Assistant I. This would further impact our ability to provide customer service at the 7 front reception desk, responding to public records requests and require other staff to cover for staffing needs and emergencies. ($205,690) 76 I 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 2019 Budget is $290,088 which reflects an decrease of$15,955 or 5.21% under the 2018 Budget • Wages, payroll taxes and benefits are reduced from $89,488 to $80,089 for a total reduction of$9,399 or 3.24%. Resulting in the reduction of 0.10 FTE. This would reduce our ability to _3% maintain City Hall as we would expect to. ($9,399) • Wages, payroll taxes and benefits are reduced from $89,488 to $71,190 for a total reduction of $18,298 or 6.31%. Resulting in the reduction of 0.20 FTE. This would further reduce our _6 ability to be able to maintain City Hall in its like new condition. ($18,298) • Wages, payroll taxes and benefits are reduced from $89,488 to $66,741 for a total reduction of$22,747 or 10.88%. Resulting in a reduction of by 0.25 FTE. This would further reduce our _9% ability to be able to maintain City Hall in its like new condition. 7 • Professional Services are reduced from $20,000 to $18,000 for a total reduction of$2,000 or 10%. Resulting in possible impact the contracts needed to assist in the maintenance of our ($24,747) new building. 77 I Page Addendum A: Spokane Valley Police Department Contract Services Spokane Valley Police Department(Commissioned Officers) Spokane Dedicated Resources Spokane Valley County Sheriff 100% Spokane Valley City Manager Shared Resources Police Chief Split County/City Undersheriff Precinct Commander Insp. Training/Professional Standards/PILI 6 FTE Administrative Dayshift Nightshift Marine Patrol/Search &Rescue Sergeant Commander Commander 2 Deputies Intelligence Led Policing Precinct Front Traffic Patrol Patrol 1 Detective Desk Deputy 1 Sergeant 4 Sergeants 5 Sergeants (Dayshift Patrol) 1 Detective 19 Deputies 27 Deputies 5 Deputies I Sgt.and 4 Dep.On Power Shift Investigations Property and Drug Crime Investigative Inspector—i FTE Investig,ations Comm. Srvs.. Investigative Lt.-2 FTE I Sergeant School Domestic Major Crimes-7 FTE 10 Detectives K-9 Resource Violence Sex Crimes—7 FTE 1 Deputy 3 Deputies Joint Terrorism Task Force—1 Det. (Dedicated but also 4 Deputies 1 Deputy Safe Streets(Drug&Gang)—6 FTE supervised by Inv.Lt.) 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 Sheriff's Office (SCSO). Spokane Valley Police Chief Mark Werner reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: - Provide information as to the Police Department's structure and how that translates into services to the City's citizens. - Gain an understanding of the costs involved in providing these services. In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make to law enforcement. 78 I Page Spokane Valley Police Department Staffing Administrative Staffing Level: Chief-1 Precinct Commander-1 Administrative Sergeant-1 Patrol Staffing Level: Lieutenants-2 Sergeants-8 Deputies-47* Canine-3 Spokane Valley of-5-Shared Marine Deputies-2-Shared *Of the 47 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m.to 5 p.m. Patrol Division Our Patrol Division operates under a broad philosophy that embraces a whole-hearted determination to protect and support individual rights,while at all times providing for the security of persons and property within the community. This division is the backbone of an organization whose very existence is justified solely on the basis of community service. In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state and local laws, and respond to emergencies 24 hours per day, seven days per week. Specifically, this division provides the following services within the limits of available resources: - Monitor, report and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in the patrol area,to include vigilant observations of suspicious activity that may be tied to domestic or international terrorism; - Use Intelligence-Led Policing (ILP) methods, working in concert with Investigations and the RIG 9 Intelligence Group, to implement an operational strategy to reduce crime through the combined use of analysis and criminal intelligence,focusing on active and recidivist offenders. The goal with ILP is to identify crime patterns, groups and linked crimes to anticipate the crime in an effort to reduce criminal opportunities through directed patrolling; - Maintain order, respond to emergencies, and conduct criminal investigations in an effort to identify, pursue and arrest suspects and perpetrators of criminal acts; this also includes the collection of evidence, written reports, 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 79 ! Page 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 10.1%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. The City of Spokane Valley is split into six Patrol districts. There are four Patrol platoons comprised of 10 deputies each, two day platoons and two night platoons, each working 12-hour shifts. Each night shift platoon works when the other platoon is off and the same is true of day platoons. The deputies in each platoon have staggered start times so that approximately half start an hour and a half later than the others.This insures that there is no transition gap when the day shift is over and the night shift begins. In addition, Power Shift covers the period of peak call load and the transition from day to night shift. Power Shift was partially implemented in March 2015. 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, two detectives, one traffic deputy and one investigative deputy. SCSO has recognized that the pool of qualified law enforcement applicants has become very shallow and that competition with other agencies for quality applicants is fierce. To meet hiring needs, SCSO has implemented a number of changes in order to attract and identify quality applicants. First, SCSO has entered into contract with Public Safety Testing(PST)for the initial application process and the proctoring of the civil service examination.The primary advantage of the relationship with PST is that applicants from other areas of the country are able to take SCSO's exam without having to travel to Spokane. While the relationship is young, it appears that it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not otherwise have traveled to Spokane to apply. Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant and deputies. This team has established relationships with all of the regional colleges and universities that have a criminal justice program including: SCC, EWU,WSU, 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. Currently, plans are being explored to use school resource deputies to recruit more Law Enforcement Explorers and then to restart the Law Enforcement Cadet Program that allows the Sheriff's Office to retain a relationship with Explorers during the interim between when they turn 21 and leave the program and when they complete their education and apply. The ultimate goal of these efforts is to fill all vacancies among commissioned ranks as rapidly as possible without compromising the quality of the applicants hired. 80IPage Crime Prevention Function The Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce opportunities for crime in our City. One deputy is assigned to the Spokane Valley Police Department and provides, at no cost to the community: - Security surveys on 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 not limited to major crime scenes for Total Station services; - Direct traffic flow, reroute traffic and evaluate in case of emergencies; - Assist local agencies in emergency situations by providing traffic control; and - Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high-travel areas throughout the City reduce serious collisions/fatalities. 81 I Page Traffic Staffing Level Sergeant- 1 Corpora I/Detective - 1 Deputies -5 Impact of Staffing A tremendous amount of specialized training is invested in the officers assigned to the Traffic Division. With that training,they are able to effectively investigate a variety of collisions to include fatal, pedestrian, and motorcycle, often taking days and weeks to analyze the collision and complete a thorough investigation.The loss of a trained collision detective would not easily be replaced by any other deputy or investigator who would have none of the specialized training held by a traffic detective. Washington State Traffic Commission grants pay for extra traffic enforcement in the 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 and other non-criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports,assisting with trespass order service,student education and awareness, and answering all other crime or non-crime related questions asked by district employees. SRDs often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presentations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the Patrol Division or any other law enforcement agency and the schools. One of a school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possible to minimize the distraction to the educational environment. Because the SRD is at the school, there is no waiting on a response from a deputy, and the issue can be dealt with immediately. SRD Staffing Level Deputies -4 82 I Page 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. 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. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Total Students 118 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 Trained Total Hotel Rooms 84 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A Booked* *Total number of hotel rooms booked (i.e. students attend a three-day class, counts as three hotel rooms booked). Numbers were figured conservatively,assuming that the student leaves Spokane area the day of the last class. However,some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last 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 252 training days, most of which were for week-long training courses. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. One student was from Brisbane,Queensland who attended an FBI LEEDA Course. In addition to 393 Sheriff's Office students and 1,109 students from local law enforcement agencies(Spokane PD, Kootenai Co.Sheriff's Office, Liberty Lake PD and Airway Heights PD), training was provided to 956 out-of-country students. 83IPage 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. 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 Sheriff's Office. The primary function of the Investigative Division is to provide investigative services and support that cannot be wholly accomplished by the Patrol Division. The Investigative Division is comprised of the following Units: Major Crimes Unit-Shared - Responsible for investigating crimes against persons to include homicides, robberies, felony assaults and officer-involved fatal or near-fatal incidents. - This unit is comprised of: 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 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 84 ! Page enforcement efforts on targets that are identified through statistical analysis and intelligence gathering so that subsequent enforcement efforts are more fruitful with regard to a reduction in crime. This allows us to use our investigative resources more effectively and efficiently. - From 2010 forward, SVIU successfully implemented the ILP principles recognizing a substantial increase in solvability over the years. Detectives have forwarded numerous cases to the Prosecutor's Office where they have been able to connect a suspect to as many as 100 crimes, in some cases, more, and often charge them with leading organized crime, trafficking in stolen property, etc. The pawn database has also been an invaluable tool to detectives as they track down items of stolen property being pawned and connect the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a way of communicating with the community to identify the owners of recovered stolen property. SVIU also enjoys the assistance of two SCOPE volunteers who have assumed many tasks that save our detectives countless hours, enabling them to work more cases and solve more crimes. - Partnered with ATF, Department of Corrections, Secret Service, U.S. Postal Inspection Service, Social Security Administration, and U.S. Marshall Service working joint cases. - Participate in two state grant-funded task forces: Washington Auto Theft Prevention Authority (WATPA) and the Financial Fraud Identify Theft (FFIT) task forces. SVPD Personnel Funded: Sergeant- 1 Detectives - 10 Deputy- 1 Joint Terrorism Task Force(JTTF)—Shared - One detective is assigned to the JTTF, which is a collection of federal, state and local officers primarily responsible for matters relating to Domestic and International Terrorism. The funding for this detective is shared between Spokane County Sheriff's Office and the City of Spokane Valley. SO/SVPD Personnel Funded: Detective- 1 Spokane Regional Safe Streets Task Force-Shared - Formerly the Spokane Violent Crime/Gang Enforcement Team (SVGET) and Spokane Regional Drug Task Force (SRDTF) - At the beginning of 2015, these two units formally merged into one unit.The new unit 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. 85 ! Page - Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: Lieutenant—1 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. - 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. 86IPage Workload Indicators 2013 2014 2015 2016 2017 2018 Total incidents per deputy per 8.70 9.18 9.011 8.321 8.821 shift Total deputy-initiated incidents 20,815 22,333 22,624 18,786 18,931 Total deputy-involved incidents 43,880 46,308 48,186 44,9282 46, 033 Average patrol staffing per shift 6.91 6.91 7.33' 7.381 7.151 Total incidents requiring written 15,171 15,727 15,122 13,920 11,933 documentation Total property crimes3 8,304 8,336 8,068 -- 7,838 Total crimes against persons" 1,140 1,374 1,318 -- 1,343 Total incidents resulting in 1,970 2,213 2,354 2,274 2,104 custodial arrests Total traffic infractions/citations 10,950 11,279 11,310 -- -- issued Traffic infractions/citations from 24 32 98 112 -- citizen complaints Total reported collisions 2,141 2,210 2,560 2,338 2,168 'Mathmatically adjusted to include power shift. 2 The trend line for deputy-initiated incidents for the first nine months of 2016 indicated that the year would end with a total in excess of 20,000; however,the learning curve required by the transition to the New World CAD and field reporting systems along with new NIBRS reporting requirements(beginning October 3,2016)put a large drain on the time patrol personnel had for self-initiated activity. 3 Includes:burglary,forgery,theft,vehicle theft,vehicle prowling,malicious mischief. 4 Includes:homicide,assault,kidnap,robbery,rape,child abuse,stalking. 5 This figure includes the number of incidents resolved by custodial arrest;it does not include the total number of charges. 87 I Page Calls for Service This metric includes only citizen initiated calls for police service. SVPD Total Citizen Initiated Calls For Service Deputy initiated incidents and 50,000 fire/medics calls are not 45,000 43,142 44,210 40,151 counted, nor are Crime Check 40,000 35,897 37,226 report calls and cancelled calls. 35,000 34,026 About 39%of these calls for 30,000 service do not receive deputy 25,000 response. For the majority of 20,000 these calls police response was 15,000 not appropriate; however, 10,000 there are many where response 5,000 would have been appropriate, 0 but due to high call volume and 2012 2013 2014 2015 2016 2017 call prioritization no one was available for dispatch. This graph represents the SVPD Citizen Initiated CFS with Deputy total number of citizen Response initiated CFS to which at 28,000 27,102 least one deputy 25,511 26,142 26,000 23,975 responded. 24,000 22,288 23,065 22,000 20,000 18,000 16,000 14,000 12,000 10,000 2012 2013 2014 2015 2016 2017 88IPage Performance Measures 2013 2014 2015 2016 2017 2018 Percentage of use of force not 0.0% 0.68% 0.58% 1.09% 0.0% within policy Average response time to priority 3-6min 3-6min N/A 4.65 min -- 1 CFS' Percentage of CFS with deputy 64.25% 64.40% 63.33% 60.60% 61.30% response Percentage of incidents that were 47.44% 48.23% 46.95% 41.81% 41.12% deputy-initiated Percentage of assigned cases 95.09% 79.69% 88.44% 80.53% 62.66% solved Total unassigned cases 495 211 190 168 577 Cases inactivated due to lack of 65 34 65 50 104 evidence or leads Collisions per capita 0.023 0.024 0.027 0.025 0.023 Percentage of traffic complaints 100% 100% 100% 100% -- worked 'The current CAD system does not facilitate extracting an accurate number. Citizen Complaints Changing methodology SVPD Citizen Complaints Per 1,000 Incidents in 2013 resulted in what 0.8 appears to be a large 0.706 increase in complaints. 0.7 0.6 0.518 0.415 0.5 0.4 0.378 0.3 0.244 0.26 0.2 0.1 0 2012 2013 2014 2015 2016 2017 89 I Jage For 2017 there were only 12 citizen complaints against SVPD deputies. These complaints included 17 allegations. The allegations were disposed as shown. Please note that there can be multiple allegations per citizen complaint. SVPD OUTCOME OF CITIZEN COMPLAINT INVESTIGATIONS •Sustained •Not Sustained •Exonerated •Unfounded •Pending ■Changed to Inquiry a 0iN 0 of O1 Ln ti o 0 0 g N. N lD l0 0 Ln L/1 l0 Ln V1 a 0 m m 0 o 0 0 0 0 0 "' O 0 O^ 0 0 0 0 0 VD ono 0 0 0 a ^ ^ o 0 0 o ti .`�-i .�-i .�-i .-i ti m h.o 0 0 0 obi. .�-i 0000 .�-i 0 0 0 0 0 o a °6 m m L^ o 0 0 0 o Ln I o ' 'I ' oI 0 0 0 0 0 ' , M E m m . 0 ' 0 0 0 ' o • ' 2012 2013 2014 2015 2016 2017 Property Crimes Percentage of Potentially Solvable The Spokane Valley Investigative Unit reviewed Spokane Valley Property Crimes 5,557 property crime incidents in 2017. Of these, 4,049 were determined to have insufficient Cases Assigned evidence or leads to merit follow up. The remaining 1,508 potentially solvable cases were 80.00% 68.46% ° 69.06% 66.21% 64.55/° 61.74% assigned to SVIU detectives. Unfortunately, 577 60.00% of these potentially workable cases were not 43.88% investigated due to a lack of sufficient resources. 40.00% I I I I The 931 cases that were assigned and worked were disposed as shown in the graph. 20.00% 0.00% 2012 2013 2014 2015 2016 2017 Percentage of Assigned SV Property Crimes Cases Solved By Arrest 90.00% 81.88% 80.00% 74.42% 74.24% 75.43% 73.60% 70.00% 60.00% 50.00% 40.00% 30.00% 58.65% 20.00% 10.00% 0.00% 2012 2013 2014 2015 2016 2017 90IPage Use of Force This graphic illustrates the SVPD Use of Force Per 1,000 Incidents number of times that some form 4.5 of force was used per 1,000 4.095 4 deputy involved incidents. For 3.549 2017 fully 100% of these use of 3.5 3.258 3.153 3.15 force incidents were reviewed by 3 subject matter experts and 2.5 determined to be within law and 2 1.755 policy. Note that the large increase in use of force seen in 1.5 2013 was the result of a change 1 in methodology. For example, 0.5 prior to 2013 the mere display of 0 a weapon (firearm, TASER, 2012 2013 2014 2015 2016 2017 baton,etc.)was not counted as a use of force. Percentage of Use of Force within Policy ° 100% 100 ° 100% 100% ° 100% 100% 100% 99.42% 99% 99.32% 99% 99% 98.91% 99% 99% 98% 98% 2012 2013 2014 2015 2016 2017 91 I Page Theoretical Budget Reduction Exercise — Submitted by Chief Mark Werner In the event of actual reductions, City of Spokane Valley staff will work to identify cost-saving measures with the least amount of impact to delivery of police services. Spokane Valley Police Department/Spokane County Sheriff's Office Impact of Potential Budget Decrease "The ultimate priority for the Spokane Valley Police Department is Public Safety." At the request of the 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 personnel.Therefore, budget reduction directly translates into a reduction in personnel.The reduction in personnel then equates to a reduction in law enforcement services to the citizens of Spokane Valley. Impact of 3% Budget Cut: A 3%cut equates to the loss of four deputies.This reduction would leave SVPD assigned staffing at a level lower than at any point in City history. These deputies could be removed from any one of a number of functional units, each with its own negative outcome. Numerous competing factors were considered when determining where to cut personnel. - To meet a 3% budget reduction, three deputy positions would be removed from Power Shift and one investigative position would be removed from the Spokane Valley Investigative Unit. The primary impacts of these reductions are significant: o Removing three positions from Power Shift eliminates Power Shift coverage Sunday through Tuesday and reduces Power Shift coverage on Saturday. Power Shift has been shown to reduce response times by over 65% during the period of peak call load (3:00 p.m. to 7:30 a.m.). o Reducing Power Shift will result in an increase in day shift overtime. o Reducing Power Shift will have a negative impact on morale primarily because dayshift deputies will be forced to work a significant amount of unpredictable "late call" overtime and because additional workload will be shifted to the remaining deputies. - A fourth deputy position will be removed from the Spokane Valley Investigative Unit. - This position represents nearly 10% of the total property crime and drug crime investigative capacity of SVPD's dedicated investigative unit. - Elimination of this position will negatively impact morale.The investigative deputy position is one of very few positions available to deputies to move laterally within the department. 92 I Page 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 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. 93IPage