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2020, 08-04 Special Budget WorkshopAGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING Budget Workshop Tuesday, August 4, 2020 8:30 a.m. City Hall Council Chambers 10210 East Sprague, Spokane Valley, Washington NOTE: In response to Governor Inslee's March 24, 2020 Proclamation concerning our recent State of Emergency, which waives and suspends the requirement to hold in -person meetings and provides options for the public to attend remotely, all meeting guidelines contained in the Governance Manual are hereby superseded until the Governor's order has been rescinded or amended. Therefore, effective immediately and until further notice, a live feed of the meeting will be available on our website. There will be no public comments during the workshop. • Join the Webinar Zoom Meeting CALL TO ORDER WELCOME: Mayor Wick ROLL CALL WORKSHEET OVERVIEW: Mark Calhoun / Chelsie Taylor (30 min 1. City Council - Mark Calhoun / Council (10 min) 2. City Manager — Mark Calhoun (10 min) 3. City Attorney — Cary Driskell (10 min) 4. Public Safety (20 min) a) Spokane Valley Police Department — Dave Ellis / Morgan Koudelka b) Court, Jail & Other Public Safety Contracts — Morgan Koudelka 5. Deputy City Manager — John Hohman (10 min) 6. Finance & Information Technology — Chelsie Taylor (15 min) 7. General Government — Chelsie Taylor 8. Human Resources — John Whitehead (10 min) 9. City Hall Operations & Maintenance — Jenny Nickerson (10 min) 10. Community & Public Works — Building & Planning — Jenny Nickerson 10 min 11. Community & Public Works — Engineering — Bill Helbig (10 min) 12. Community & Public Works — Economic Development — Mike Basinger (10 min) 13. Parks & Recreation — Mike Stone (15 min) Lunch Break - approximately 12:00 — 12:30 (Note: Council and Staff will take an approximate thirty minute break for lunch) 14. Supplemental Budget Requests — Chelsie Taylor / Mark Calhoun (25 min) 15. Street Operations & Maintenance Fund — Bill Helbig / John Hohman — (30 min) 16. Stormwater Fund — Bill Helbig — (10 min) 17. General Fund — Fund Balance — Chelsie Taylor 18. Potential & Pending Capital Projects — Mark Calhoun / Chelsie Taylor 19. Fiscal Policies — Mark Calhoun 20. Council Goals — Mark Calhoun / Council 21. Advance Agenda 22. Business Plan (for information purposes only) Adjourn Note: There will be no public comments at Council Study Sessions or Workshops. During meetings held by the City of Spokane Valley Council, the Council reserves the right to take "action" on any items listed or subsequently added to the agenda. The term "action" means to deliberate, discuss, review, consider, evaluate, or make a collective positive or negative decision. P:\Finance\2021 Budget\Budget Worksheets\2021 calendar CITY OF SPOKANE VALLEY, WA 2021 BUDGET CALENDAR When 2/3/2020 4/9/2020 4/16/2020 5/19/2020 What April 7 - Red -line draft Business Plan narratives; and/or changes / additions / deletions to goals; workload indicators; performance measures for City Mgr. review. April 7 - Request from departments their detailed revenue and expense estimates for 2021. Apr 27 - 30 May 15 May 15 May 19 June 8 or 9 July 14 - Department Directors review Preliminary (red lined) Business Plan and Budget requests with City Manager and Finance Director. Discussion to include revenues and expenditures. - Departments submit Draft Business Plan to Manager's Office. - Departments submit 2021 revenue estimates and complete expenditure worksheets including 3%, 6% and 9% reductions with text regarding consequences. - City Manager, Finance Director review budget proposals. - Finance Committee reviews 2021 Budget worksheets 2020 2019 2018 Budget Budget Budget timeline timeline timeline April 8 April 2 April 10 April 8 Aprils April 10 Apr 29 - May 2 Apr 30 - May 3 May 1-4 May 10 May 10 May 16 June 3 or 4 Formal Council Meeting - Admin Report - Council goals & priorities for use of lodging tax July 16 May 8 May 11 May 17 June 8 May 9 May 12 May 18 June 5 July 17 July 18 July 17 - Departments submit to Finance Department updates for 2021 Budget July 19 July 20 July 21 document narratives including 2020 accomplishments and 2021 goals. July 17 - Review capital project status with Public Works. July 19 July 20 July 21 July 28 Formal Council Meeting - Motion on Council goals & priorities for use of lodging tax July 30 July 31 July 30 - 2021 Budget worksheets to Council. June 6 June 8 August 4 Council Workshop June 11 June 12 - 2021 Budget workshop with Council. August 18 Council Study Session - Admin Report: Council 2021 Budget Goals September 8 Formal Council Meeting - Admin Report: 2021 Budget - Estimated revenues and expenditures September 15 Council Study Session - Outside Agency presentations (5 min max each) September 22 Formal Council Meeting - Public Hearing #1 on 2021 revenues including - City Council Motion Consideration - set 2021 Budget hearing for October 27 September 29 Council Study Session October 13 Council Study Session - City Manager presentation of 2021 Preliminary Budget. **** October 20 Council Study Session - Council motion to award Outside Agency grants October 27 Formal Council Meeting - Public Hearing #2 on 2021 Budget. **** November 10 - Admin Report - 2020 Budget Amendment Formal Council Meeting - Public Hearing on 2020 Budget Amendment - First reading of the 2020 Budget Amendment Ordinance. - First reading of the 2021 Budget Ordinance. November 24 Formal Council Meeting - Public Hearing #3 on final 2021 Budget. **** - Admin Report - LTAC recommendations to Council November 12 November 13 November 14 - Second reading of the 2020 Budget Amendment Ordinance. November 12 November 13 November 14 - Second reading of the 2021 Budget Ordinance. November 12 November 13 November 14 - Admin Report - 2020 Fee Resolution November 19 November 20 November 21 November 29 - Deliver property tax ordinance to County. November 18 November 14 November 16 December 8 Formal Council Meeting - City Council Motion Consideration: Award Lodging Tax for 2021 December 10 December 11 January 9 - 2021 Fee Resolution adoption if changes are needed. December 10 December 11 December 12 December 23 - 2021 Budget submitted to County. December '19 December '18 December '17 August 8 June 9 June 13 August 20 August 21 August 22 August 20 August 21 August 22 September 17 September 18 September 19 September 10 September 11 September 12 September 10 September 11 September 12 September 17 September 18 September 12 September 24 September 25 September 26 October 22 October 23 October 24 October 8 October 8 October 1 October 9 October 9 October 2 October 10 October 10 October 3 October 22 October 22 October 22 October 22 October 23 October 23 October 23 October 23 October 24 October 31 October 24 October 24 February 2021 - Publish 2021 Business Plan February 2020 February 2019 February 2018 "" City Clerk will post appropriate notice in newspaper. 2020 05 19 Page 1 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA General Fund #001 2021 Budget RECURRING ACTIVITY Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Recreation Program Revenues Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfer -in - #105 (h/m tax-CP advertising) 2020 Amended Budget 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 12,432,400 12,549,200 116,800 0.94% 19,364,000 19,751,000 387,000 2.00% 919,000 938,000 19,000 2.07% 1,623,000 1,656,000 33,000 2.03% 294,000 384,000 90,000 30.61% 1,220,000 1,215,000 (5,000) -0.41 % 1,688,200 1,721,000 32,800 1.94% 1,077,700 1,010,200 (67,500) -6.26% 2,129,800 1,908,719 (221,081) -10.38% 119,500 643,600 524,100 438.58% 21,000 21,000 0 0.00% 791,700 592,500 (199,200) -25.16% 30,000 30,000 0 0.00% Total Recurring Revenues 41,710,300 42,420,219 709,919 1.70% Expenditures City Council 622,187 631,566 9,379 1.51% City Manager 997,882 1,017,539 19,657 1.97% City Attorney 707,942 718,593 10,651 1.50% Public Safety 26,599,214 28,086,615 1,487,401 5.59% Deputy City Manager 277,187 284,844 7,657 2.76% Finance / IT 1,478,523 1,500,659 22,136 1.50% Human Resources 313,316 318,540 5,224 1.67% City Hall Operations and Maintenance 296,270 301,093 4,823 1.63% _ Community & Public Works - Engineering 1,971,731 2,165,242 193,511 9.81% Community & Public Works - Economic Dev 1,119,829 1,045,762 (74,067) -6.61% - 182,796 Community & Public Works - Building & Plannin 2,420,414 2,483,766 63,352 2.62% _ 3.32% Parks & Rec - Administration 352,227 356,467 4,240 1.20% Parks & Rec - Maintenance 917,500 940,003 22,503 2.45% Parks & Rec - Recreation 325,921 328,534 2,613 0.80% _ 36,367 Parks & Rec - Aquatics 501,853 510,053 8,200 1.63% 1.17% Parks & Rec - Senior Center 43,447 35,403 (8,044) -18.51% Parks & Rec - CenterPlace 965,359 972,214 6,855 0.71% _ General Government 1,321,111 1,297,380 (23,731) -1.80% Transfers out - #204 (2016 LTGO debt service) 401,450 401,500 50 0.01% 1,139 Transfers out - #309 (parks capital projects) 160,000 160,000 0 0.00% 0.03% Transfers out - #311 (pavement preservation) 982,023 991,843 9,820 1.00% Transfers out - #501 (CenterPlace kitchen reserve) 36,600 36,600 0 0.00% Transfers out - #502 (insurance premium) 410,000 425,000 15,000 3.66% Total Recurring Expenditures 43,221,986 45,009,216 1,787,230 4.14% Recurring Revenues Over (Under) Recurring Expenditures (1,511,686) (2,588,997) 001 v1 Page 2 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA General Fund #001 2021 Budget NONRECURRING ACTIVITY Revenues Grant Proceeds (Crisis Co -Response Team) Grant Proceeds (CARES Act) Grant Proceeds (CERB) Reimbursement of chamber wall repairs Total Nonrecurring Revenues 3,496,600 Expenditures General Government - IT capital replacements 190,000 212,800 22,800 12.00% Public Safety (full facility generator) 58,310 0 (58,310) -100.00% Public Safety (carpet & workstation replacement) 15,000 0 (15,000) -100.00% City Hall chamber east wall repairs 500,000 0 (500,000) -100.00% Econ Dev (CERB Appleway Trail Study) 25,000 0 (25,000) -100.00% Building (equipment for newcodeenfofficer) 13,700 0 (13,700) -100.00% Parks & Rec (carpet at CenterPlace) 9,500 0 (9,500) -100.00% General Government - City Hall generator 44,993 0 (44,993) -100.00% COVID-19 Related Expenditures 2,901,600 0 (2,901,600) -100.00% Transfers out - #101 (Street Fund operations) 350,200 1,898,050 1,547,850 441.99% Transfers out - #122 (replenish reserve) 500,000 0 (500,000) -100.00% Transfers out - #309 (CenterPlace west lawn) 1,500,000 0 (1,500,000) -100.00% Transfers out - #309 (CenterPlace roofreplacemer 810,000 0 (810,000) -100.00% Transfers out - #312 ('18 fund bal > 50%) 0 0 0 0.00% Transfers out - #501 (new code enf. vehicle) 30,000 0 (30,000) -100.00% 2020 Amended Budget 70,000 2,901,600 25,000 500,000 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 0 (70,000) -100.00% 0 (2,901,600) -100.00% 0 (25,000) -100.00% 0 (500,000) -100.00% 0 (3,496,600) -100.00% Total Nonrecurring Expenditures 6,948,303 2,110,850 (4,837,453) -69.62% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning unrestricted fund balance Ending unrestricted fund balance (3,451,703) (2,110,850) (4,963,389) (4,699,847) 37,427,218 32,463,829 32,463,829- 27,763,982 Ending fund balance as a percent of recurring expenditures = 61.69% Recurring Expenditures Public Safety All other departments 26,599,214 28,086,615 1,487,401 5.59% 62.40% 16,622,772 16,922,601 299,829 1.80% 37.60% 43,221,986 45,009,216 1,787,230 4.14% 100.00% 001 v1 Page 3 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\001 compare 2020 and 2021 CITY OF SPOKANE VALLEY, WA 2021 Budget General Fund Department Changes from 2020 to 2021 City Council Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Manager Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Attorney Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Public Safety Non -Departmental (Fines & Forfeits) Wages/Payroll Taxes/Benefits Supplies Other Services and Charges Intergovernmental Services Total Deputy City Manager Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Finance/IT Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Human Resources Wages, Payroll Taxes & Benefits Supplies Services & Charges Total City Hall Operations & Maintenance Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 2020 Amended Budget 290,187 4,950 327,050 2021 Budget 301,266 5,500 324,800 622,187 631,566 920,892 954,499 4,300 4,300 72,690 58,740 997,882 1,017,539 616,403 4,414 87,125 627,353 4,185 87,055 707,942 718,593 Difference Between 2020 and 2021 Increase (Decrease) 0/0 11,079 3.82% 550 11.11% (2,250) (0.69%) 9,379 1.51 33,607 3.65% 0 0.00% (13,950) (19.19%) 19,657 1.97% 10,950 1.78% (229) (5.19%) (70) (0.08%) 10,651 1.50% 516,550 485,900 (30,650) 13,266 19,000 5,734 30,500 37,000 6,500 587,515 277,715 (309,800) 25,451,383 27,267,000 1,815,617 26,599,214 28,086,615 1,487,401 234,012 950 42,225 243,944 700 40,200 277,187 284,844 1,443,953 1,476,684 6,450 3,000 28,120 20,975 1,478,523 1,500,659 281,331 1,280 30,705 293,505 1,000 24,035 313,316 318,540 94,270 28,000 174,000 106,593 27,000 167,500 296,270 301,093 (5.93%) 43.22% 21.31% (52.73%) 7.13% 5.59% 9,932 4.24% (250) (26.32%) (2,025) (4.80%) 7,657 2.76% 32,731 (3,450) (7,145) 2.27% (53.49%) (25.41%) 22,136 1.50% 12,174 4.33% (280) (21.88%) (6,670) (21.72%) 5,224 1.67% 12,323 (1,000) (6,500) 13.07% (3.57%) (3.74%) 4,823 1.63% (Continued to next page) Page 4 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\001 compare 2020 and 2021 CITY OF SPOKANE VALLEY, WA 2021 Budget General Fund Department Changes from 2020 to 2021 2020 Amended Budget (Continued from previous page) Community & Public Works - Engineering Wages, Payroll Taxes & Benefits 1,726,845 Supplies Services & Charges Total 32,850 212,036 1,971,731 Community & Public Works - Economic Dev Wages, Payroll Taxes & Benefits 724,084 Supplies Services & Charges Total 3,000 392,745 1,119,829 Community & Public Works - Building & Planning Wages, Payroll Taxes & Benefits 2,044,559 Supplies 47,000 Services & Charges 328,855 2021 Budget 1,921,908 30,500 212,834 Difference Between 2020 and 2021 Increase (Decrease) 0/0 195,063 11.30% (2,350) (7.15%) 798 0.38% 2,165,242 193,511 639,017 3,000 403,745 1,045,762 2,134,016 35,050 314,700 Total 2,420,414 2,483,766 Parks & Rec- Admin Wages, Payroll Taxes & Benefits 283,127 292,667 Supplies 5,000 5,000 Services & Charges 64,100 58,800 Total 352,227 356,467 Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits 0 Supplies 3,500 Services & Charges 914,000 0 3,500 936,503 Total 917,500 940,003 Parks & Rec- Recreation Wages, Payroll Taxes & Benefits 231,081 230,484 Supplies 8,650 9,150 Services & Charges 86,190 88,900 Total 325,921 328,534 Parks & Rec- Aquatics Wages, Payroll Taxes & Benefits Supplies Services & Charges Total 0 2,000 499,853 0 2,000 508,053 501,853 510,053 Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits 36,347 Supplies 1,600 Services & Charges 5,500 Total 43,447 28,303 1,600 5,500 35,403 9.81% (85,067) (11.75%) 0 0.00% 11,000 2.80% (74,067) (6.61 %) 89,457 (11,950) (14,155) 4.38% (25.43%) (4.30%) 63,352 2.62% 9,540 0 (5,300) 3.37% 0.00% (8.27%) 4,240 1.20% 0 0 22,503 0.00% 0.00% 2.46% 22,503 2.45% (597) 500 2,710 (0.26%) 5.78% 3.14% 2,613 0.80% 0 0 8,200 0.00% 0.00% 1.64% 8,200 1.63% (8,044) (22.13%) 0 0.00% 0 0.00% (8,044) (18.51%) (Continued to next page) Page 5 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\001 compare 2020 and 2021 CITY OF SPOKANE VALLEY, WA 2021 Budget General Fund Department Changes from 2020 to 2021 (Continued from previous page) Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits Supplies Services & Charges 2020 Amended Budget 538,083 85,537 341,739 2021 Budget 542,938 85,537 343,739 Total 965,359 972,214 Difference Between 2020 and 2021 Increase (Decrease) 0/0 4,855 0.90% 0 0.00% 2,000 0.59% 6,855 0.71 General Government Wages, Payroll Taxes & Benefits 0 0 0 0.00% Supplies 100,000 81,400 (18,600) (18.60%) Services & Charges 801,100 813,050 11,950 1.49% Intergovernmental Services 362,511 372,930 10,419 2.87% Capital outlays 57,500 30,000 (27,500) (47.83%) Total 1,321,111 1,297,380 (23,731) (1.80%) Transfers out - #204 debt service 401,450 401,500 50 0.01 % Transfers out - #309 park capital pros 160,000 160,000 0 0.00% Transfers out - #311 Pavement Preservation 982,023 991,843 9,820 1.00% Transfers out - #501 CenterPlace Kitchen Reserve 36,600 36,600 0 0.00% Transfers out - #502 410,000 425,000 15,000 3.66% Total recurring expenditures 43,221,986 45,009,216 1,787,230 4.14% Summary by Category Wages, Payroll Taxes & Benefits 9,478,440 9,812,177 333,737 3.52% Supplies 369,981 339,422 (30,559) (8.26%) Services & Charges 4,995,548 4,686,844 (308,704) (6.18%) Transfers out - #204 401,450 401,500 50 0.01 Transfers out - #309 160,000 160,000 0 0.00% Transfers out - #311 - Pavement Preser 982,023 991,843 9,820 1.00% Transfers out - #501 36,600 36,600 0 0.00% Transfers out - #502 410,000 425,000 15,000 3.66% Non -Departmental (fines & forfeits) 516,550 485,900 (30,650) (5.93%) Intergovernmental Svc (public safety) 25,451,383 27,267,000 1,815,617 7.13% Intergovernmental Svc 362,511 372,930 10,419 2.87% Capital outlay 57,500 30,000 (27,500) (47.83%) 43,221,986 45,009,216 1,787,230 4.14% Page 6 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA Street Fund #101 2021 Budget RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Investment Interest Miscellaneous Revenue Total Recurring Revenues 2020 Amended Budget 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,521,000 1,431,000 1,715,000 2,016,800 113,000 129,600 70,000 70,000 17,000 4,000 10,000 10,000 (90,000) -5.92% 301,800 17.60% 16,600 14.69% 0 0.00% (13,000) -76.47% 0 0.00% 3,446,000 3,661,400 215,400 6.25% Expenditures Wages/ Benefits/ Payroll Taxes 1,059,613 1,127,920 68,307 6.45% Supplies 146,050 156,050 10,000 6.85% Services & Charges 2,426,467 2,525,828 99,361 4.09% Snow Operations 543,776 751,652 207,876 38.23% Intergovernmental Payments 922,000 935,000 13,000 1.41% Vehicle rentals -#501 (non -plow vehicle rental) 14,500 14,500 0 0.00% Vehicle rentals - #501 (plow replace.) 48,500 48,500 0 0.00% Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues 5,160,906 5,559,450 398,544 7.72% (1,714,906) (1,898,050) Transfers in - #001 Transfers in - #312 350,200 1,898,050 1,547,850 441.99% 1,364,706 0 (1,364,706) -100.00% Total Nonrecurring Revenues Expenditures Spare traffic signal equipment Sullivan Bridge Repairs Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance Ending fund balance 1,714,906 0 0 1,898,050 183,144 10.68% 0 0 0 0.00% 0 0.00% 0 0 0 0.00% 1,714,906 1,898,050 0 0 556,265 ' 556,265 556,265 556,265 Ending fund balance as a percent of recurring expenditures = 10.01% 101 v1 Page 7 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA Stormwater Fund #402 2021 Budget RECURRING ACTIVITY Revenues Stormwater Management Fees Investment Interest Total Recurring Revenues Expenditures Wages / Benefits / Payroll Taxes Supplies Services & Charges Intergovernmental Payments Vehicle Rentals #501 Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues Grant Proceeds Total Nonrecurring Revenues Expenditures Capital - various projects Watershed studies Stormwater Comprehensive Plan Update Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning working capital Ending working capital 2020 Amended Budget 1,900,000 40,000 1,940,000 519,582 14,750 1,298,153 37,500 14,000 1,883,985 56,015 59,828 59,828 500,000 80,000 100,000 680,000 (620,172) (564,157) 3,685,532 3,121,375 Ending working capital as a percent of recurring expenditures = 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,900,000 40,000 0 0.00% 0 0.00% 1,940,000 0 0.00% 538,864 14,750 1,320,643 45,000 14,000 19,282 0 22,490 7,500 0 3.71% 0.00% 1.73% 20.00% 0.00% 1,933,257 49,272 2.62% 6,743 100,000 40,172 67.15% 100,000 40,172 67.15% 500,000 100,000 100,000 0 20,000 0 0.00% 25.00% 0.00% 700,000 20,000 2.94% (600,000) (593,257) 3,121,375 2,528,118 130.77% 402 v1 Page 8 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA General Fund #001 2021 Budget RECURRING ACTIVITY Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Recreation Program Revenues Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfer -in - #105 (h/m tax-CP advertising) 2020 Amended Budget 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 12,432,400 12,549,200 116,800 0.94% 19,364,000 19,751,000 387,000 2.00% 919,000 938,000 19,000 2.07% 1,623,000 1,656,000 33,000 2.03% 294,000 384,000 90,000 30.61% 1,220,000 1,215,000 (5,000) -0.41 % 1,688,200 1,721,000 32,800 1.94% 1,077,700 1,010,200 (67,500) -6.26% 2,129,800 1,908,719 (221,081) -10.38% 119,500 643,600 524,100 438.58% 21,000 21,000 0 0.00% 791,700 592,500 (199,200) -25.16% 30,000 30,000 0 0.00% Total Recurring Revenues 41,710,300 42,420,219 709,919 1.70% Expenditures City Council 622,187 631,566 9,379 1.51% City Manager 997,882 1,017,539 19,657 1.97% City Attorney 707,942 718,593 10,651 1.50% Public Safety 26,599,214 28,086,615 1,487,401 5.59% Deputy City Manager 277,187 284,844 7,657 2.76% Finance / IT 1,478,523 1,500,659 22,136 1.50% Human Resources 313,316 318,540 5,224 1.67% City Hall Operations and Maintenance 296,270 301,093 4,823 1.63% _ Community & Public Works - Engineering 1,971,731 2,165,242 193,511 9.81% Community & Public Works - Economic Dev 1,119,829 1,045,762 (74,067) -6.61% - 182,796 Community & Public Works - Building & Plannin 2,420,414 2,483,766 63,352 2.62% _ 3.32% Parks & Rec - Administration 352,227 356,467 4,240 1.20% Parks & Rec - Maintenance 917,500 940,003 22,503 2.45% Parks & Rec - Recreation 325,921 328,534 2,613 0.80% _ 36,367 Parks & Rec - Aquatics 501,853 510,053 8,200 1.63% 1.17% Parks & Rec - Senior Center 43,447 35,403 (8,044) -18.51% Parks & Rec - CenterPlace 965,359 972,214 6,855 0.71% _ General Government 1,321,111 1,297,380 (23,731) -1.80% Transfers out - #204 (2016 LTGO debt service) 401,450 401,500 50 0.01% 1,139 Transfers out - #309 (parks capital projects) 160,000 160,000 0 0.00% 0.03% Transfers out - #311 (pavement preservation) 982,023 991,843 9,820 1.00% Transfers out - #501 (CenterPlace kitchen reserve) 36,600 36,600 0 0.00% Transfers out - #502 (insurance premium) 410,000 425,000 15,000 3.66% Total Recurring Expenditures 43,221,986 45,009,216 1,787,230 4.14% Recurring Revenues Over (Under) Recurring Expenditures (1,511,686) (2,588,997) 001 v2 Page 9 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA General Fund #001 2021 Budget NONRECURRING ACTIVITY Revenues Grant Proceeds (Crisis Co -Response Team) Grant Proceeds (CARES Act) Grant Proceeds (CERB) Reimbursement of chamber wall repairs Total Nonrecurring Revenues 3,496,600 Expenditures General Government - IT capital replacements 190,000 212,800 22,800 12.00% Public Safety (full facility generator) 58,310 0 (58,310) -100.00% Public Safety (carpet & workstation replacement) 15,000 0 (15,000) -100.00% City Hall chamber east wall repairs 500,000 0 (500,000) -100.00% Econ Dev (CERB Appleway Trail Study) 25,000 0 (25,000) -100.00% Building (equipment for newcodeenfofficer) 13,700 0 (13,700) -100.00% Parks & Rec (carpet at CenterPlace) 9,500 0 (9,500) -100.00% General Government - City Hall generator 44,993 0 (44,993) -100.00% COVID-19 Related Expenditures 2,901,600 0 (2,901,600) -100.00% Transfers out - #101 (Street Fund operations) 350,200 769,443 419,243 119.72% Transfers out - #122 (replenish reserve) 500,000 0 (500,000) -100.00% Transfers out - #309 (CenterPlace west lawn) 1,500,000 0 (1,500,000) -100.00% Transfers out - #309 (CenterPlace roofreplacemer 810,000 0 (810,000) -100.00% Transfers out - #312 ('18 fund bal > 50%) 0 0 0 0.00% Transfers out - #501 (new code enf. vehicle) 30,000 0 (30,000) -100.00% 2020 Amended Budget 70,000 2,901,600 25,000 500,000 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 0 (70,000) -100.00% 0 (2,901,600) -100.00% 0 (25,000) -100.00% 0 (500,000) -100.00% 0 (3,496,600) -100.00% Total Nonrecurring Expenditures 6,948,303 982,243 (5,966,060) -85.86% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning unrestricted fund balance Ending unrestricted fund balance (3,451,703) (982,243) (4,963,389) (3,571,240) 37,427,218 32,463,829 32,463,829- 28,892,589 Ending fund balance as a percent of recurring expenditures = 64.19% Recurring Expenditures Public Safety All other departments 26,599,214 28,086,615 1,487,401 5.59% 62.40% 16,622,772 16,922,601 299,829 1.80% 37.60% 43,221,986 45,009,216 1,787,230 4.14% 100.00% 001 v2 Page 10 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA Street Fund #101 2021 Budget RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Investment Interest Miscellaneous Revenue Total Recurring Revenues 2020 Amended Budget 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,521,000 1,431,000 1,715,000 2,016,800 113,000 129,600 70,000 70,000 17,000 4,000 10,000 10,000 (90,000) -5.92% 301,800 17.60% 16,600 14.69% 0 0.00% (13,000) -76.47% 0 0.00% 3,446,000 3,661,400 215,400 6.25% Expenditures Wages/ Benefits/ Payroll Taxes 1,059,613 1,127,920 68,307 6.45% Supplies 146,050 139,050 (7,000) -4.79% Services & Charges 2,426,467 1,543,721 (882,746) -36.38% Snow Operations 543,776 622,152 78,376 14.41% Intergovernmental Payments 922,000 935,000 13,000 1.41% Vehicle rentals -#501 (non -plow vehicle rental) 14,500 14,500 0 0.00% Vehicle rentals - #501 (plow replace.) 48,500 48,500 0 0.00% Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues 5,160,906 4,430,843 (730,063) -14.15% (1,714,906) (769,443) Transfers in - #001 Transfers in - #312 350,200 769,443 419,243 119.72% 1,364,706 0 (1,364,706) -100.00% Total Nonrecurring Revenues Expenditures Spare traffic signal equipment Sullivan Bridge Repairs Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance Ending fund balance 1,714,906 0 0 769,443 (945,463) -55.13% 0 0 0 0.00% 0 0.00% 0 0 0 0.00% 1,714,906 769,443 0 0 556,265 ' 556,265 556,265 556,265 Ending fund balance as a percent of recurring expenditures = 12.55% 101 v2 Page 11 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\budget summary 2020 08 04 CITY OF SPOKANE VALLEY, WA Stormwater Fund #402 2021 Budget RECURRING ACTIVITY Revenues Stormwater Management Fees Investment Interest Total Recurring Revenues Expenditures Wages / Benefits / Payroll Taxes Supplies Services & Charges Intergovernmental Payments Vehicle Rentals #501 Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues Grant Proceeds Total Nonrecurring Revenues Expenditures Capital - various projects Watershed studies Stormwater Comprehensive Plan Update Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning working capital Ending working capital 2020 Amended Budget 1,900,000 40,000 1,940,000 519,582 14,750 1,298,153 37,500 14,000 1,883,985 56,015 59,828 59,828 500,000 80,000 100,000 680,000 (620,172) (564,157) 3,685,532 3,121,375 Ending working capital as a percent of recurring expenditures = 8/4/2020 2021 Proposed Budget $ Inc (Dec) % Inc (Dec) 1,900,000 40,000 0 0.00% 0 0.00% 1,940,000 0 0.00% 538,864 14,750 814,773 45,000 14,000 19,282 0 (483,380) 7,500 0 3.71% 0.00% -37.24% 20.00% 0.00% 1,427, 387 (456,598) -24.24% 512,613 100,000 40,172 67.15% 100,000 40,172 67.15% 500,000 100,000 100,000 0 20,000 0 0.00% 25.00% 0.00% 700,000 20,000 2.94% (600,000) (87,387) 3,121,375 3,033,988 212.56% 402 v2 Page 12 of 13 #001 - General Fund City Manager / City Clerk City Attorney Public Safety Deputy City Manager Finance Human Resources Public Works City Hall Operations & Maintenance CPW- Engineering CPW- Economic Development CPW- Building and Planning CED - Administration CED - Economic Development CED - Development Services CED - Engineering CED - Planning CED - Building Parks & Rec - Admin Parks & Rec - Recreation Parks & Rec - Senior Center Parks & Rec - CenterPlace Total General Fund #101 - Street Fund #303 - Street Capital Project Fund #402 - Stormwater Fund Total FTEs £640£6 abed CITY OF SPOKANE VALLEY, WA Full Time Equivalent Employees 2011 2012 2013 2014 Adopted 2015 I 2016 2017 2018 2019 2020 Proposed 2021 5 3 0 7 11 2 7.5 0 0 0 0 3 0 0 6 8.5 12.75 2 1 1 5 5 3 0 7 11 2 7.5 0 0 0 0 3 0 0 6 8.5 12.75 2 1 1 5 5 3 0 6 10.75 2 7 0 0 0 0 2 0 0 8 8 11.5 2 1 1 5 5 3 0 6 11.75 2 7.375 0 0 0 0 2 0 0 7 8 12.5 2 1 1 5 5 3 0 6 11.75 2 7.375 0 0 0 0 2 2.5 11 0 0 14 2 1 1 5 5 3 0 6 11.75 2 7.375 0 0 0 0 2 2.65 11 0 0 14 2 1 1 5 (1) (2) 5 7 3 3.5 0 6 11.75 2 6.375 1 0 0 0 1 4 10 0 0 15 2 1 1 5 0 3 11.75 2 0 1 12.5 6.375 18 0 0 0 0 0 0 2 1 1 5 6.5 6.5 3.5 4 0.12 0.12 1 1 11.75 11.75 2 2 0 0 0.88 0.88 13.275 13.525 6 6 20 0 0 0 0 0 0 2 1 1 5 21 0 0 0 0 0 0 2 1.6 0.4 5 6.5 4 0.12 1 11.75 2 0 0.88 14.525 5 21 0 0 0 0 0 0 2 1.6 0.4 5 74.75 74.75 72.25 73.625 73.625 73.775 74.125 74.125 74.025 75.775 75.775 5 3.5 4 4.5 3.5 4.5 5 3.5 4.5 5.375 3.5 4.75 5.725 3.5 4.4 5.725 3.5 4.4 5.725 3.5 4.4 5.725 5 4.4 7.725 8.1 3.9 7.475 8.1 3.9 7.475 8.1 3.9 87.25 87.25 85.25 87.25 87.25 87.4 87.75 Difference from 2020 to 2021 + (-) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 (3) (1.000) (3) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 89.25 93.75 95.25 95.25 0.000 FTEs for 2017 reflect the reorganization that was effective in April 2017. The original 2017 Budget had FTEs of 88.4. FTEs for 2018 reflect the budget amendment approved on May 29, 2018. One vacant position in Economic Development was repurposed to Engineering due to workload. P:\1. General Governance\Budget\2021 Budget\Finance\FTE Summary 001 011 General Fund City Council P:11. General Governance \Budget12021 Budget\City Manager\CM Council budget worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction WageslPavroll Taxes/Benefits 000.511.60.10.00 Wages 65,700 65,700 114,113 123,180 123,180 123,180 123,180 123,180 0 0 0 000.511.60.20.00 Payroll Taxes and Benefits 154,202 134,587 148,155 167,007 178,086 178,086 178,086 178,086 0 0 0 219,902 200,287 262,268 290,187 301,266 301,266 301,266 301,266 0 0 0 Supplies 000.511.60.31.01 Office & Operating Supplies 1,256 2,024 5,299 2,200 4,500 4,500 4,500 4,500 0 0 0 000.511.60.31.03 Publications 0 0 0 250 0 0 0 0 0 0 0 000.511.60.31.05 Meeting Supplies 718 1,375 190 2,000 1,000 1,000 1,000 1,000 0 0 0 000.511.60.35.01 Small Tools & Minor Equipment 0 3,524 0 500 0 0 0 0 0 0 0 1,974 6,923 5,489 4,950 5,500 5,500 5,500 5,500 0 0 0 Other Services & Charges 000.511.60.41.01 Accounting & Auditing 0 0 3 0 0 0 0 0 0 0 0 000.511.60.41.03 Spokane County GIS 813 1,317 127 0 0 0 0 0 0 0 0 000.511.60.41.05 Professional Services - Misc. 0 0 10,102 0 0 0 0 0 0 0 0 000.511.70.41.05 Professional Services- St. Lobbyist 62,688 52,484 57,722 62,000 66,000 66,000 61,000 60,000 0 (5,000) (6,000) 000.511.70.41.06 Professional Srvcs.- Fed .Lobbyist 0 6,500 78,737 82,000 82,000 80,000 80,000 70,000 (2,000) (2,000) (12,000) 000.511.60.41.13 Professional Services - Broadcasting 22,755 26,203 26,793 31,000 28,500 28,500 28,500 28,500 0 0 0 000.511.60.41.17 Advertising 5,540 4,057 5,091 4,200 5,000 5,000 5,000 5,000 0 0 0 000.511.60.41.18 Legal Notices 0 223 0 0 0 0 0 0 0 0 0 000.511.60.42.01 Postage 581 26 11 1,000 0 0 0 0 0 0 0 000.511.60.42.03 Cell Phones 3,780 5,731 8,388 7,000 4,800 4,800 4,800 4,800 0 0 0 000.511.60.43.10 Travel/Mileage- Federal Lobby 0 0 8,150 18,000 18,000 12,000 6,000 6,000 (6,000) (12,000) (12,000) 000.511.60.43.11 Travel/Mileage Position 1 6,104 5,458 1,631 8,000 8,000 6,000 4,200 3,000 (2,000) (3,800) (5,000) 000.511.60.43.12 Travel/Mileage Position 2 0 4,398 1,747 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.13 Travel/Mileage Position 3 1,718 2,468 1,785 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.14 Travel/Mileage Position 4 48 885 1,242 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.15 Travel/Mileage Position 5 1,254 1,137 1,069 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.16 Travel/Mileage Position 6 499 0 154 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.43.17 Travel/Mileage Position 7 640 1,644 5,229 4,000 4,000 3,000 2,100 1,500 (1,000) (1,900) (2,500) 000.511.60.48.02 Copier Maintenance 1,445 919 798 2,000 1,500 1,500 1,500 1,500 0 0 0 000.511.60.48.03 Software Licenses and Maintenance 0 0 0 500 0 0 0 0 0 0 0 000.511.60.49.01 Subscriptions 295 220 932 350 500 500 500 500 0 0 0 000.511.60.49.02 Memberships 72,397 74,505 74,723 75,000 75,000 75,000 75,000 75,000 0 0 0 000.511.60.49.03 Printing & Binding 0 0 0 500 0 0 0 0 0 0 0 000.511.60.49.06 Miscellaneous Services 0 0 66 0 0 0 0 0 0 0 0 000.511.60.49.11 Registrations Position 1 1,858 2,174 1,390 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.12 Registrations Position 2 180 920 3,580 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.13 Registrations Position 3 1,466 1,529 1,402 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.14 Registrations Position 4 83 1,405 1,730 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.15 Registrations Position 5 1,060 1,290 1,094 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.16 Registrations Position 6 504 350 130 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.511.60.49.17 Registrations Position 7 535 1,315 1,540 1,500 1,500 1,200 1,000 500 (300) (500) (1,000) 000.571.00.41.23 Valley Youth Voice 0 148 0 1,000 1,000 0 0 0 (1,000) (1,000) (1,000) 186,243 197,306 295,366 327,050 324,800 305,700 286,100 266,800 ' (19,100) (38,700) (58,000) Total City Council 408,119 404,516 563 123 622,187 631,566 612,466 592,866 573,566 (19,100) (38700) (58,000) Total budget increase = 1.51% (3.02%) (6.13%) (9.18%) Combined nonpayroll increase = (0.51 %) P:\1. General Governance\Budget\2021 Budget\City Manager\CM Council budget worksheets 2021 General Fund City Council - Detail 001.011.000. 000.511.60.10. 000.511.60.20. 000.511.60.31. 00 Salaries & Wages 00 Payroll Taxes and Benefits 01 Office & Operating Supplies - Paper, pens, files, folders, Workshop binders, ink cart., clips, sticky notes, labels. - Copy paper 000.511.60.31.05 000.511.70.41.05 000.511.70.41.06 000.511.60.41.13 000.511.60.41.17 000.511.60.42.01 000.511.60.42.03 000.511.60.43.10 000.511.60.43.1 x Meeting Supplies - Workshops, water, miscellaneous Professional Services - State Lobbyist - Lobbyist- Washington State (GTS - $61,650 + travel) - Monitoring of State Agency rule making Professional Services - Federal Lobbyist - Cardinal Infrastructure = $6,500/month + Cardinal travel expenses Professional Services - Granicus - $1,083.33/mo. = $12,000 - Twisted Pair = $2/minute x 50 mtgs/yrx 165 min/mtg = $16,500 - Spokane Courier Advertising - Lodging Tax Advisory Notifications; Outside Agency Funding Notifications; Misc. Postage - New Business Letters, etc. Cell Phones - ($540 phone reimb x 1) + (6 x $350/mo.) = $540 + $4,200 Travel/Mileage - Federal Lobby - 2 trips of 3 Councilmembers @ $3,000 each Travel/Mileage - ($4, 000 ea x 6 positions + $8, 000 for Mayor - Choose from the following and/or share funds between each other - Registration costs additional and noted below) -National League of Cities (Spring) -National League of Cities (Fall) -Assoc. Wash. Cities Annual Conf. -Assoc. Wash. Cities Legislative Conf -Mileage - local average of all 000.511.60.48.02 Copier Maintenance - Cost of copies annually 000.511.60.49.01 Subscriptions - Spokesman Review 2021 Proposed Budget 123,180 178,086 4,500 1,000 66,000 82,000 28,500 5,000 0 4,800 18,000 32,000 1,500 500 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\City Manager\CM Council budget worksheets 2021 General Fund City Council - Detail 001.011.000. 000.511.60.49.02 Memberships - (dues determined by population size) -National League of Cities - Association of Washington Cities -Inland NW Partners Assoc 000.511.60.49.1x Registrations - ($1,500 ea x 7 positions - choose from the following) - National League of Cities - 2 events; -Assoc. of Wash. Cities - 2 events -Chamber meetings -Convention Visitors Bureau - GSI 7,000 67,800 200 2021 Proposed Budget 75,000 10,500 000.511.60.41.23 SV Youth Voice 1,000 - Activity related expenditures Total: 631,566 Page 2of2 001 General Fund 013 Executive & Legislative Support 000 City Manager Employee Count - 6.50 FTEs Wages/Payroll Taxes/Benefits 000.513.10.10.00 Wages 000.513.10.10.99 Overtime 000.513.10.20.00 Payroll Taxes and Benefits P:11. General Governance\Budget\2021 Budget\City Manager\CM Council budget worksheets 2021 2017 Actual 2018 Actual 2019 Actual 412,501 556 167,472 580,529 556,948 587,941 0 0 226,702 242,962 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with _ 2021 Budget - Line Item Changes 6% 9% 3% ( 6% 9% Reduction Reduction Reduction Reduction Reduction 647,049 664,421 636,083 627,045 605,958 (28,338) (37,376) (58,463) 500 0 0 0 0 0 0 0 273,343 290,078 269,640 266,203 258,182 (20,438) (23,875) (31,896) 783,650 830,903 920 892 954,499 905,723 893,248 864,140 (48,776) (61,251) (90,359) Supplies 000.513.10.31.01 Office & Operating Supplies 3.452 3,109 3,489 3,300 3,300 3,300 3,300 3,081 0 0 (219) 000.513.10.31.06 Safety Equipment 73 0 0 0 0 0 0 0 0 0 0 000.513.10.31.05 Meeting Supplies 0 0 0 0 0 0 0 0 0 0 0 000.513.10.32.01 Fuel 0 3 39 0 0 0 0 0 0 0 0 000.513.10.35.01 Small Tools & Minor Equipment 43 358 222 1,000 1,000 1,000 1,000 0 0 0 (1,000) 3,568 3,470 3,750 4,300 4,300 4,300 4,300 3,081 0 0 (1,219) Other Services & Charges 000.513.10.41.05 Professional Services 3,013 11,655 30,000 20,000 20,000 20,000 20,000 20,000 000.513.10.41.17 Advertising 289 0 0 0 0 0 0 0 000.513.10.41.18 Legal Notices 6,300 8,430 7,294 14,000 10,000 10,000 10,000 10,000 000.513.10.42.01 Postage 1,397 816 624 900 1,000 1,000 1,000 1,000 000.513.10.42.03 Cell Phones 540 1,097 1,476 1,990 1,740 1,740 1,740 1,740 000.513.10.43.01 Travel/Mileage 3,205 12,404 6,158 14,800 11,500 11,500 11,500 11,500 000.513.10.45.03 Equipment Rental 0 0 209 0 0 0 0 0 000.513.10.48.02 Copier Maintenance 2,871 2,439 2,201 5,000 3,000 3,000 3,000 3,000 000.513.10.49.01 Subscriptions 0 360 549 200 1,100 1,100 1,100 1,100 000.513.10.49.02 Memberships 740 3,300 964 5,100 2,900 2,900 2,900 2,900 000.513.10.49.03 Printing & Binding 6,510 5,433 3,212 7,600 5,100 5,100 5,100 5,100 000.513.10.49.04 Registrations/Training 1,195 1,383 917 3,000 2,300 2,300 2,300 2,300 000.513.10.49.05 Filing & Recording Fees 0 25 0 100 100 100 100 100 000.513.10.49.06 Miscellaneous Services 0 1,038 0 0 0 0 0 0 26,060 48,380 53,604 72,690 58,740 58,740 58,740 58,740 Capital Outlays 000.594.13.64.01 Office Furniture & Equipment 0 7,341 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O 0 0 0 0 0 O 0 0 0 0 0 o 0 0 0 0 0 O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total City Manager 610,157 842,841 888,257 997,882 1,017,539 968,763 956,288 925,961 (48,776) Total budget increase = Combined nonpayroll increase = 1.97% (4.79%) (6.02%) (9.00%) (18.12%) 0 0 (61,2511 (91 578) P:\1. General Governance\Budget\2021 Budget\City Manager\CM Council budget worksheets 2021 General Fund City Manager - Detail 001.013.000. 000.513.10.10.00 000.513.10.20.00 000.513.10.31.01 000.513.10.35.01 000.513.10.41.05 000.513.10.41.18 000.513.10.42.01 000.513.10.42.03 000.513.10.43.01 000.513.10.48.02 Salaries & Wages 1.0 fte - City Manager 1.0 fte - City Clerk 1.0 fte - Deputy City Clerk 1.0 fte - Executive Assistant 1.0 fte - Senior Admin Analyst 1.0 fte - Admin Analyst 0.50 fte - Admin Assistant Payroll Taxes and Benefits Office & Operating Supplies - Paper, pens, file folders, binders, clips, post -it -notes, - Publications: NLC, ICMA, AWC - Meeting supplies - Copy paper ($800) Small Tools & Minor Equipment - new label maker, standing desk, etc. Professional Services - Consultants, title searches, bond counsel, and Code Publishing services Legal Notices - Clerk's notifications: Free Press Publishing, Spokesman Review, Journal of Business, Exchange Postage - new business letters charged to council budget Cell Phones - Cty Mgr Cell ($135/qtr = $540) + Senior Admin Analyst -$600 + Exec Assist -$600k Travel/Mileage* - DC trips - air, lodging, meals x 1 - ICMA - mileage/air, lodging, meals x 2 - AWC conf - air, lodging, meals x 2 - WMCA - clerk's conf. City Clerk / Dep. City Clk - IIMC - air, lodging, meals x 1 - Car allowance Copier Maintenance - Copying, paper, toner, mailing chgs pro -rated by Dept code 000.513.10.49.01 Subscriptions - Survey Monkey - Spectrio LLC - onhold marketing service 3,000 900 800 500 1,500 4,800 500 600 2021 Proposed Budget 664,421 290,078 3,300 1,000 20,000 10,000 1,000 1,740 11,500 3,000 1,100 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\City Manager\CM Council budget worksheets 2021 General Fund City Manager - Detail 001.013.000. 000.513.10.49.02 Memberships - ICMA 1,900 - AICPA 300 - WMCA = 2 x $75 150 - IIMC=$235+$135 370 - Notary renewal 135 WA Assoc of Public Records Officers 45 000.513.10.49.03 Printing & Binding - letterhead; business cards, envelopes, (Code Publishing has moved to Professional Services) 000.513.10.49.04 Registrations/Training - ICMA 1,000 - WMCA 800 - International Institute Municipal Clerks 500 000.513.10.49.05 Filing & Recording Fees - City Clerk document filing fees Total City Manager 2021 Proposed Budget 001 General Fund 013 1 ;ecutive and Legislative Support 015 City Attorney ".employee Count - 4 FTEs P:11. General Governance\Budget12021 Budget\City Attorney\City Attorney budget worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 015.515.32.10.00 Wages 280,044 322,887 348,623 402,961 419,617 419,617 419,617 419,617 0 0 0 015.515.32.20.00 Payroll Taxes and Benefits 107,998 129,945 135,488 176,369 169,950 169,950 169,950 169,950 0 0 0 015.515.32.10.01 Intern Wages 22,064 18,480 24,407 34,209 34,884 17,442 17,442 17,442 (17,442) (17,442) (17,442) 015.515.32.20.01 Intern Payroll Taxes and Benefits 1,882 1,561 2,100 2 864 2,902 1,451 1,451 1,451 (1,451) (1,451) (1,451) 411,988 472,873 510,618 616,403 627,353 608,460 608,460 608,460 (18,893) (18,893) (18,893) Supplies 015.515.32.31.01 Office Supplies 1,030 1,290 1,117 1,751 1,922 1,922 1,922 1,288 0 0 (634) 015.515.32.31.03 Publications 0 50 0 1,263 1,263 1,263 0 0 0 (1,263) (1,263) 015.515.32.35.01 Small Tools & Minor Equipment 0 0 103 1,400 1,000 1,000 500 500 0 (500) (500) 1,030 1,340 1,220 4,414 4,185 4,185 2,422 1,788 0 (1,763) (2,397) Other Services & Charges 015.515.32.41.03 Spokane County GIS 0 0 0 1,000 1,000 750 750 500 (250) (250) (500) 015.515.32.41.04 Legal 45,537 16,767 25,278 45,875 46,735 44,750 31,570 12,665 (1,985) (15,165) (34,070) 015.515.32.41.05 Professional Services 1,151 4,794 3,770 3,000 3,000 3,000 3,000 2,000 0 0 (1,000) 015.515.32.41.18 Legal Notices 0 623 0 500 500 500 500 500 0 0 0 015.515.32.42.01 Postage 167 388 316 300 600 600 600 600 0 0 0 015.515.32.42.03 Cell Phones 483 1,037 1,956 1,950 1,950 1,950 1,950 1,950 0 0 0 015.515.32.43.01 Travel/Mileage 3,656 3,828 6,923 7,442 6,620 6,620 3,979 3,979 0 (2,641) (2,641) 015.515.32.48.02 Copier Maintenance 1,508 2,722 1,987 2,500 2,000 2,000 2,000 2,000 0 0 0 015.515.32.49.01 Subscriptions 9,523 9,641 9,813 9,989 10,061 10,061 10,061 10,061 0 0 0 015.515.32.49.02 Memberships 1,105 2,523 1,979 1,889 1,909 1,909 1,869 1,869 0 (40) (40) 015.515.32.49.04 Registrations 2,418 900 1,997 2,680 2,680 2,680 1,150 1,150 0 (1,530) (1,530) 015.515.32.49.05 Filing & Recording Fees 582 6,673 3,567 10,000 10,000 9,600 7,200 6,432 (400) (2,800) (3,568) 66,130 49,896 57,586 87,125 87,055 84,420 64,629 43,706 (2,635) (22,426) (43,349) Total Recurring Expenditures 479,148 524,109 569,424 707,942 718,593 697,065 675,511 653,954 (21,528) (43,082) (64,639) Total budget increase = 1.50% (3.00%) (6.00%) (9.00%) Combined nonpayroll increase = (0.33%) Nonrecurring items 099.515.32.35.01 Part-time attorney furniture & equip. 0 5,919 0 0 0 0 0 0 0 0 0 Total City Attorney 479,148 530,028 569,424 707,942 718,593 697,065 675,511 653,954 (21,528) (43,082) (64,639) P:11. General Governance\Budget\2021 Budget\City Attorney\City Attorney budget worksheets 2021 General Fund City Attorney - Detail 001.013.015 015.515.32.10.00 Salaries & Wages - City Attorney, Deputy City Attorney, Code Enforcement Attorney & Administrative Assistant 015.515.32.20.00 Payroll Taxes and Benefits - FICA, medicare, L&I, PERS 015.515.32.10.01 Intern Wages 015.515.32.20.01 Intern Payroll Taxes and Benefits - includes 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 - Hanging files 20 - File Folders 90 - Expand folders 67 - Letterhead Envelopes 100 - Envelopes - Clasp 2 boxes 115 - Labels 2 rolls 75 - Avery labels and dividers 30 - Pens - various types & Highlighters 80 - Name Plates/Business Cards 80 - Tape , binder clips 20 - Print Cartridges 90 - 3 ring binders 48 - Stamps/Refill Ink 30 - Index tabs 45 - Legal pads, post -its 132 - Fasteners, staples 40 - Copy paper 760 - Thumb drives 50 - Misc 50 015.515.32.31.03 Publications - WA Civil Procedure Deskbook 553 - Washington Practice 560 - Supplements and Handbooks 150 015.515.32.35.01 Small Tools & Minor Equipment - Desk equipment, scanner, l-pad, and miscellaneous office tools 2021 Proposed Budget 419,617 169,950 34,884 2,902 1,922 1,263 1,000 015.515.32.41.03 Spokane County GIS 1,000 015.515.32.41.04 Legal 46,735 - Outside Counsel for things such as moratoriums, shoreline, adult entertainment enforcement; expertise issues and timeliness. Page 1 of 3 P:\1. General Governance\Budget\2021 Budget\City Attorney\City Attorney budget worksheets 2021 General Fund City Attorney - Detail 001.013.015 015.515.32.41.05 Professional Services - Eastern Washington Attorney Service (Code Compliance) 1,500 015.515.32.42.01 015.515.32.42.01 015.515.32.42.03 015.515.32.43.01 015.515.32.48.02 015.515.32.49.01 015.515.32.49.02 015.515.32.49.04 - Private Investigators - First American Title Advertising Postage - stamps Cell Phone, WI-FI Travel/Mileage - choose from: - Washington State Association of Municipal Attorneys Conference (3 Attorneys) - air, mileage, hotel, workshops (These vary from year to year as in past years some have been held in Spokane and Coeur d'Alene. This year one is in Wenatchee and the other in Spokane.) Washington Cities Insurance Authority Conference - hotel, mileage, workshops - Labor Relations Conference - mileage, hotel, workshop - Courthouse, meetings incl. parking - Legislative trips to Olympia Miscellaneous Seminar - Example solid waste, marijuana regulations, land -use, etc. Copier Maintenance - Toner, mailing charges pro -rated by Dept code. Subscriptions - Westlaw (Legal Research) In the past we have been able to secure a contract with a guaranteed 2% increase for 3 years expires. We will be working on the renewal in mid-2021 and we hope to secure the same 2% at renewal as well. 1,000 500 2,320 410 875 900 1,615 500 Memberships - Washington State Bar Association ($488 per attorney plus 1,504 land use + $40) - Washington State Association of Municipal Attorneys ($30 90 per attorney) - Spokane Bar Association ($105 per attorney) 315 Registrations - Labor Relations Conference 320 - 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. 2021 Proposed Budget 3,000 500 600 1,950 6,620 2,000 10,061 1,909 2,680 Page 2 of 3 P:\1. General Governance\Budget\2021 Budget\City Attorney\City Attorney budget worksheets 2021 General Fund City Attorney - Detail 001.013.015 015.515.32.49.05 Filing & Recording Fees - Filing Complaints and recording judgments as liens (Code Enforcement is the majority of these) as well as deeds, etc. (Current filing fee for cases is $240 per case. Could be increased to as much as $290 per case in the near future.) 8,000 2021 Proposed Budget 10,000 Service by Publication (4 service @ approx. $500 each) 2,000 Total : 718,593 Page 3 of 3 001 016 General Fund Public Safety P:11. General Governance\Budget\2021 Budget\Public Safety\Public Safety Budget Worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget RedUc ion Exercise (Dees not reflect recommended course of action) 2021 BUdgetwlth ; - 2021 Bud et - Line Item Change 6% 9% 3%-6°l 9�Ia Reduction Reduction Reduction Reduction Reduction Non -Departmental 000.589_30.00.01 State Remittance -Vehicle License Fraud 1,006 702 885 1,000 1,000 1,000 1,000 1,000 000.589.30,00.02 State Remittance-Emerg. Med.&Trauma 14,768 15,566 12,606 16,000 14.000 14,000 14,000 14,000 000.589.30.00.03 Crime Victims Fund -Spokane County 6,913 7,383 6,773 8,000 8,000 8,000 8,000 8,000 000.589.30.00.04 State Remittance -Auto Theft Prev 28,526 30,478 24,899 32,000 30,000 30,000 30,000 30,000 000.589.30.00.05 State Remittance -Trauma Brain In) 3,511 3,772 4,650 4,000 5,000 5,000 5,000 5,000 000.589.30.00.06 State Remittance -Crime Lab Analysis 713 689 669 800 800 800 800 800 000,589.30.00.07 State Remittance -WSP Highway Acct 12,096 12,171 14,917 13,000 15,000 15,000 15,000 15,000 000.589.30.00.08 State Remittance -Acc. Comm. 974 434 619 1,000 1,000 1,000 1,000 1,000 000.589.30.00.09 State Remittance -Multimodal Transport. 975 435 619 1,000 1,000 1,000 1,000 1,000 000.589.30.00.10 State Remittance -Highway Safety Acct 4,204 6,334 10,055 7,000 11,000 11,000 11,000 11,000 000.589.30.00.11 State Remittance -Death Investigation 2,134 2,146 2,630 2,250 3,000 3,000 3,000 3,000 000.589.30.00.12 State Remittance -PSEA 1 202.373 214,904 193,583 220,000 210,000 210,000 210,000 210,000 000.589.30.00.13 State Remittance -PSEA 2 111,109 119,243 100,374 125,000 110,000 110,000 110,000 110,000 000.589.30.00.14 State Remittance -PSEA 3 4,392 5,011 5,017 5,000 5,000 5,000 5,000 5,000 000.589.30.00.15 State Remittance -DNA DB Account 160 269 816 500 1,000 1,000 1,000 1,000 000.589.30.00.16 State Remittance -Judicial IS Systems 63,229 67,988 55,677 70,000 60,000 60,000 60,000 60,000 000.589.30.00.17 State Remittance -School Zone Safety 6,971 8,148 7,069 10,000 10,000 10,000 10,000 10,000 000.589.30.00.18 State Remittance -Distracted Driving Prev 2 10 22 0 100 100 100 100 464,056 495,683 441,880 516,550 485,900 485,900 485,900 485,900 0 0 0 O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O 0 0 0 0 0 O 0 0 O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 Wages/Payroll Taxes/Benefits 000.521.50.10.00 Salaries & Wages 1,832 6,213 10,363 7,982 12,000 12,000 12,000 12,000 0 0 0 000.521.50.10.99 Overtime 0 351 367 500 1,000 1,000 1,000 1,000 0 0 0 000.521.50.20.00 Employee Benefits and Payroll Taxes 987 3,238 5,434 4,784 6,000 6,000 6,000 6,000 0 0 0 2,819 9,802 16,164 13,266 19,000 19,000 19,000 19,000 0 0 0 Supplies 000.521.20.31.07 Clothing & Uniform 0 357 636 0 0 0 0 0 0 0 0 000.521.20.35.04 Non -Capital Equipment for JAG Grant 0 0 0 25,000 25,000 25,000 25,000 25,000 0 0 0 016.521.20.31.01 Operating Supplies 3,509 2,346 72 2,500 0 0 0 0 0 0 0 016.521.20.31.08 Repair & Maintenance Supplies 1,202 2,729 11,208 3,000 12,000 12,000 12,000 12,000 0 0 0 4,711 5,432 11,916 30,500 37,000 37,000 37,000 37,000 0 0 0 Other Services & Charges 000.521.20.42.03 Cell Phones 0 279 469 0 0 0 0 0 0 0 0 000.521.20.49.04 Registrations 0 0 70 0 0 0 0 0 0 0 0 000.521,20,49.06 Miscellaneous Srvs/Contingency 0 0 0 500,000 200,000 0 0 0 (200,000) (200,000) (200,000) 000.521.20.49.07 Cry Wolf Charges & Fees 3,135 0 0 0 0 0 0 0 0 0 0 000.521.20.49.21 False Alarm Bank Fees 2,333 404 809 0 0 0 0 0 0 0 0 000.521.50.41,05 Professional Services 0 3,373 3,773 3,500 4,000 4,000 4,000 4,000 0 0 0 000.521.50.48.01 Law Enforcement Building R&M 74,108 7,633 0 0 0 0 0 0 0 0 0 016.521.20.47.01 Electricity/Gas 18,283 16,506 16,579 18,000 18,000 18,000 18,000 18,000 0 0 0 016.521.20.47.02 Water 1,621 1,806 1,762 2,000 2,000 2,000 2,000 2,000 0 0 0 016.521.20.47.03 Sewer 2,102 1,348 1,079 2,300 2,000 2,000 2,000 2,000 0 0 0 016,521.20.47.04 Waste Disposal 3,442 585 0 0 0 0 0 0 0 0 0 016.521.50,41.21 Janitorial Services 0 32,325 28,631 0 30,000 30,000 30,000 30,000 0 0 0 016.521.50.44.03 Taxes and Assessments 716 715 715 715 715 715 715 715 0 0 0 016.521.50.45.03 Equipment Rental 0 0 767 0 1,000 1,000 1,000 1,000 i 0 0 0 016.521.50.48.01 Law Enforcement Building R&M 0 18,602 16,706 61,000 20,000 20,000 20,000 20,000 0 0 0 105,740 83,576 71,360 587,515 277,715 77,715 77,715 77,715 (200,000) (200,000) (200,000) Page 1 of 2 001 016 General Fund Public Safety P:\1. General Governance\Budget\2021 Budget\Public Safety\Public Safety Budget Worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Intergovernmental Services 000.512.50.51.02 District Court Contract 712,168 836,995 891,653 950,000 925,000 925,000 925,000 925,000 0 0 0 000.515.31.51.01 Public Defender 697,986 788,302 727,610 805,941 750,000 750,000 750,000 750,000 0 0 0 000.515.31.51.02 Prosecutor 464,250 457,949 417,324 487,882 450,000 450,000 450,000 450,000 0 0 0 000.515.31.51.03 Pretrial Services 107,807 105,793 116,847 120,000 120,000 120,000 120,000 120,000 0 0 0 000.521.20.51.01 Law Enforcement (Sheriff) 17,792,178 20,177,258 20,576,088 21,170,371 23,072,000 22,880,000 22,038,000 21,194,000 (192,000) (1,034,000) (1,878,000) 000.521.20.51.02 LEC Labor Contract Settement 323,445 0 0 0 0 0 0 0 0 0 0 000.521.20.51.XX 2010-2014 Settle & Adjust (114,362) 0 0 0 0 0 0 0 0 0 0 000.521.20.51.16 2016 Settle & Adjust (973,445) 0 0 0 0 0 0 0 0 0 0 000.523.60.51.02 Detention Services 1,331,721 1,249,948 1,036,333 1,467,189 1,500,000 1,500,000 1,500,000 1,500,000 0 0 0 000.525.60.51.03 Emergency Management 97,094 92,296 89,857 100,000 100,000 0 0 0 (100,000) (100,000) (100,000) 000.554.30.54.02 Animal Control 293,425 299,139 306,509 350,000 350,000 0 0 0 (350,000) (350,000) (350,000) 20,732,266 24,007,680 24,162,221 25,451,383 27,267,000 26,625,000 25,783,000 24,939,000 (642,000) (1,484,000) (2,328,000) Total Recurring Expenditures 21,309,592 24,602,173 24,703,541 26,599,214 28,086,615 27,244,615 26,402,615 25,558,615 (842,000) (1,684,000) (2,528,000) Total budget increase = 5.59% (3.00%) (6.00%) (9.00%) Nonrecurring Items 099.521.20.31.01 Office & Operating Supplies 0 0 4,069 0 0 0 0 0 0 0 0 099.594.21.48.01 Building Repair and Maintenance 0 0 4,786 0 0 0 0 0 0 0 0 099.594.21.64.15 CAD/RMS Capital Equipment Contract 131,018 22,372 0 0 0 0 0 0 0 0 0 099.521.21.62.00 Building and Structures 0 0 37,181 0 0 0 0 0 0 0 0 099.521.21.64.01 Office Furniture & Equipment 0 0 19,501 0 0 0 0 0 0 0 0 099.521.21.64.05 Heavy Duty Machinery & Equipment 0 0 141,690 58,310 0 0 0 0 0 0 0 099.521.50.48.01 Building Repair and Maintenance 0 0 0 15,000 0 0 0 0 0 0 0 Total Nonrecurring Expenditures 131,018 22,372 207,227 73,310 0 0 0 0 0 0 0 Total Public Safety 21,440,610 24,624,545 24,910,768 26,672,524 28,086,615 27,244,615 26,402,615 25,558,615 (842,000) (1,684,000) (2,528,000) Page 2 of 2 P:11. General Governance\Budget\2021 Budget\Public Safety\Public Safety Budget Worksheets 2021 General Fund Public Safety - Detail 001.016.000. 000.586.xx.xx.xx Non -Departmental - Pass Through State Rev. for Court Fines 000.521.50.10.00 Salaries and Wages - City Hall Maintenance Staff for Maint. of Precinct Building 000.521.50.10.99 000.521.50.20.00 016.521.50.45.03 000.521.20.31.08 000.521.20.35.04 000.521.20.41.05 000.521.20.41.21 000.521.20.47.01 000.521.20.47.02 000.521.20.47.03 000.521.20.49.06 000.521.50.44.03 000.521.50.48.01 000.512.50.51.02 000.515.31.51.01 000.515.31.51.02 000.515.31.51.03 000.521.20.51.01 000.523.60.51.02 000.525.60.51.03 000.554.30.54.02 Overtime Employee Benefits and Payroll Taxes Equipment Rental Repair & Maintenance Supplies Non -Capital Equipment for JAG Grant Professional Services Janitorial Services Electricity/Gas Water Sewer Miscellaneous Srvs/Contingency - To account for poosible fluctions due to new cost methodologies and usage increases. Taxes and Assessments Law Enforcement Building Repair & Maint District Court Public Defender Prosecutor Pre -Trial Services Law Enforcement Detention Services (Jail) Emergency Management Animal Control Total: 2021 Proposed Budget 485,900 12,000 1,000 6,000 1,000 12,000 25,000 4,000 30,000 18,000 2,000 2,000 200,000 715 20,000 925,000 750,000 450,000 120,000 23,072,000 1,500,000 100,000 350,000 28,086,615 P:\l. General Governance \Budget12021 Budget\Deputy City Manager\DCM Ops budget worksheets 2021 001 General Fund 018 Operations & Administrative Services 013 Deputy City Manager Employee Count - 1 FTE Wages/Payroll Taxes/Benefits 013.513.10.10.00 Wages 013.513.10.10.99 Overtime 013.513.10.20.00 Payroll Taxes and Benefits 013.513.10.10.01 Intern - Wages 013.513.10.20.01 Intern - Payroll Taxes and Benefits Supplies 013.513.10.31.01 013.513.10.31.04 013.513.10.32.01 013.513.10.35.01 Office & Operating Supplies Operating Supplies Fuel Small Tools & Minor Equipment Other Services & Charges 013.513.10.41.03 Spokane County GIS 013.513.10.41.17 Advertising 013.513.10.42.01 013.513.10.42.03 013.513.10.42.04 013.513.10.43.01 013.513.10.48.01 013.513.10.48.02 013.513.10.48.03 013.513.10.49.01 013.513.10.49.02 013.513.10.49.03 013.513.10.49.04 013.513.10.49.10 Postage Cell Phones Web Site Support Services & License Ff Travel/Mileage Equipment Repair & Maintenance Copier Maintenance Software Licenses and Maintenance Subscriptions Memberships Printing & Binding Registrations Public Information Total Deputy City Manager 2017 2018 2019 Actual Actual Actual 469,739 162 166,272 1,319 114 637,606 259,720 47 95,152 0 0 354,918 166,390 0 55,680 0 0 222,070 2020 Budget 174,817 0 59,195 0 0 234 012 2021 Proposed Budget 181,811 0 62,133 0 0 243,944 1,132 59 87 0 1,278 373 43 9 0 425 0 0 0 0 0 600 0 100 250 950 400 0 100 200 700 0 5,454 11 1,600 850 187 86 1,426 10,979 40 920 0 170 30,831 52,554 0 1,604 4 1,299 600 382 0 1,517 33,341 0 856 0 50 43,682 83,335 0 0 0 1,629 653 861 0 1,403 32,025 0 479 0 112 0 37,162 2,000 2,000 100 1,475 0 1,300 0 2,000 30,700 100 1,250 100 1, 200 0 42,225 0 1,500 100 1,700 0 1,300 0 1,600 32,000 100 900 0 1,000 0 40,200 691,438 438,678 259,232 277,187 284,844 Total budget increase = 2.76% Combined nonpayroll increase = (5.27%) 3% Reduction 175,811 0 60,083 0 0 235,894 400 0 100 200 700 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 169,630 0 57,970 0 0 227,600 400 0 100 200 700 163,266 0 55,795 0 0 219,061 400 0 100 200 700 (6,000) (12,181) 0 0 (2,050) (4,163) 0 0 0 0 (18,545) 0 (6,338) 0 0 (8,050) (16,344) (24,883) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000 100 1,700 0 1,300 0 1,600 32,000 100 900 0 1,000 0 39,700 0 1,000 100 1,700 0 1,300 0 1,600 32,000 100 900 0 800 0 39,500 0 1,000 100 1,700 0 1,300 0 1,600 32,000 100 900 0 800 0 39,500 0 (500) 0 0 0 0 0 0 0 0 0 0 0 0 (500) 276,294 267,800 259,261 (8,550) (3.00%) (5.98%) (8.98%) 0 (500) 0 0 0 0 0 0 0 0 0 0 (200) 0 (700) 0 (500) 0 0 0 0 0 0 0 0 0 0 (200) 0 (700) (17,044) (25,583) P:\1. General Governance\Budget\2021 Budget\Deputy City Manager\DCM Ops budget worksheets 2021 General Fund Deputy City Manager - Detail 001.018.013. 013.513.10.10.00 Wages 013.513.10.20.00 Payroll Taxes and Benefits 013.513.10.31.01 Office & Operating Supplies - Hanging files, file folders, envelopes, labels, pens, batteries, print cartridges, 3-ring binders, calendar - Copy paper 200 200 2021 Proposed Budget 181,811 62,133 400 013.513.10.32.01 Fuel 100 013.513.10.35.01 Small Tools & Minor Equipment 200 - Desk equipment, chair, Misc. 013.513.10.41.17 Advertising - PSA submissions to CMTV 12@$10 150 1,500 - Misc. public communications 1,350 013.513.10.42.01 Postage 100 - Miscellaneous 013.513.10.42.03 Cell Phone 1,700 - cell phone 1,200 - iPad 500 013.513.10.43.01 Travel/Mileage 1,300 - Misc - i.e.. APWA ($.55/mile x 1,200 miles) 700 - Hotel - 4 nights = $400 + Food = $200 600 013.513.10.48.02 Copier Maintenance 1,600 - Per copy fee for maintenance & toner ($.065/color & $. 008/bw) 013.513.10.48.03 Software Licenses and Maintenance 32,000 - Qscend web software 11,000 - Qalert 21,000 013.513.10.49.01 Subscriptions 100 013.513.10.49.02 Memberships 900 - APWA 400 - Valley Chamber 500 013.513.10.49.04 Registrations/Training 1,000 - APWA, etc. Total 284,844 001 General Fund 018 Operations & Administrative Services 014 Finance Division Employee Count - 11.75 FTEs P:\1. General Governance\Budget\2021 Budget\Finance\Finance budget worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 014.514.23.10.00 Wages 846,497 884,070 888,668 986,160 1,019,838 987,607 950,752 921,978 (32,231) (69,086) (97,860) 014.514.23.10.99 Overtime 92 0 0 0 0 0 0 0 0 0 0 014.514.23.20.00 Payroll Taxes and Benefits 363,172 385,896 386,851 457,793 456,846 442,322 431,684 417,562 (14,524) (25,162) (39,284) 1,209,761 1,269,966 1,275,519 1,443,953 1,476,684 1,429,929 1,382,436 1,339,540 (46,755) (94,248) (137,144) Supplies 014.514.23.31.01 Office & Operating Supplies 3,408 2,262 2,547 6,450 3,000 3,000 3,000 3,000 0 0 0 014.514.23.31.08 Repair & Maintenance Supplies 58 4 204 0 0 0 0 0 0 0 0 014.514.23.31.10 Vehicle Maintenance Supplies 12 17 23 0 0 0 0 0 0 0 0 014.514.23.32.01 Fuel 29 12 25 0 0 0 0 0 0 0 0 014.514.23.35.01 Small Tools & Minor Equipment 0 1,055 0 0 0 0 0 0 0 0 0 3,507 3,350 2,799 6,450 3,000 3,000 3,000 3,000 0 0 0 Other Services & Charges 014.514.23.41.05 Professional Services 0 0 80 2,500 1,500 1,500 1,500 1,500 0 0 014.514.23.42.01 Postage 1,581 1,457 1,552 1,600 1,600 1,600 1,600 1,600 0 0 014.514.23.42.03 Cell Phones 540 1,485 3,470 2,420 3,000 3,000 3,000 3,000 0 0 014.514.23.43.01 Travel/Mileage 2,484 4,404 4,220 5,200 4,300 4,300 4,300 4,300 0 0 014.514.23.48.01 Equipment Repair & Maintenance 391 781 0 0 0 0 0 0 0 0 014.514.23.48.02 Copier Maintenance 2,420 2,576 2,093 2,600 2,500 2,500 2,500 2,500 0 0 014.514.23.49.01 Subscriptions 302 315 361 500 400 400 400 400 0 0 014.514.23.49.02 Memberships 1,165 1,114 1,625 1,500 1,275 1,275 1,275 1,275 0 0 014.514.23.49.04 Registrations 11,880 8,525 4,711 11,800 6,400 6,400 6,400 6,400 0 0 014.518.90.49.09 Bank Statement Corrections & Errors 0 9 0 0 0 0 0 0 0 0 20,763 20,666 18,112 28,120 20,975 20,975 20,975 20,975 0 0 0 0 0 0 0 0 0 0 1,234,031 1,293,982 1,296,430 1,478,523 1500,659 1,453,904 1,406,411 1,363,515 (46.755) (94,248) (137,144) Total budget increase = 1.50% (3.12%) Combined nonpayroll increase = (30.65%) (6.28%) (9.14%) P:\1. General Governance\Budget\2021 Budget\Finance\Finance budget worksheets 2021 General Fund Finance - Detail 001.018.014. 014.514.23.10.00 014.514.23.20.00 014.514.23.31.01 014.514.23.41.05 014.514.23.42.01 014.514.23.42.03 014.514.23.43.01 014.514.23.48.02 014.514.23.49.01 014.514.23.49.02 Wages Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS Office & Operating Supplies - Hanging files - File Folders - Expand folders - Env - Clasp 2 bx; 1 bx coin - Tablets, envelopes - Pens - various types - Toner for copiers/printers - 3 ring binders (OS Agency and Lodging Tax) - Calendars - desk/wall - Check stock - Copy paper Professional Services - LTGO Bond post compliance consultation with bond counsel Postage - mailing Accounts Payable checks to vendors, outside agencies and lodging tax correspondence Cell Phones - Cell phones for IT after hours support Travel / Mileage - Washington Finance Officers Assoc conference - 2 - IT training - 2 classes - Governmental Finance Officers Assoc (GFOA) - 1 - ACCIS conference - Misc mileage (bank runs, etc.) Copier maintenance - Per copy fee for maintenance & toner ($.065/color & $.008/bw) Subscriptions - Government Officers Finance Assoc (GFOA) newsletter - Governmental Acctng Standards Board newsletter Membership Washington Finance Officers Assoc (WFOA) - 2 - memberships @ $50 ea Governmental Finance Officers Assoc (GFOA) - 3 - memberships included - WA Society of CPAs - 1 @ $210 ea - American Institute of CPAs - 1 © $225 - ACCIS - 1 membership - @ $100 100 200 100 200 500 150 500 100 200 500 450 1,400 0 900 1,300 700 100 640 210 225 100 2021 Proposed Budget 1,019,838 456,846 3,000 1,500 1,600 3,000 4,300 2,500 400 1,275 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\Finance\Finance budget worksheets 2021 General Fund Finance - Detail 001.018.014. 014.514.23.49.04 Registration - Washington Finance Officers Assoc conference - 2 - IT training - 2 classes - Governmental Finance Officers Assoc (GFOA) - 1 - ACCIS conference - 2 - GASB Update 800 4,000 600 200 800 2021 Proposed Budget 6,400 Total: 1,500,659 Page 2 of 2 000.518.10.44.03 000.518.10.49.00 000.518.30.47.01 000.518.30.47.03 000.518.30.48.01 000.518.50.41.05 000.518.75.48.01 000.518.85.41.03 000.518.85.48.03 000.518.90.41.01 000.518.90.42.10 000.518.90.45.03 000.518.90.45.07 000.518.90.49.03 000.518.90.49.06 000.519.60.41.05 000.519.60.41.17 000.548.66.45.05 001 General Fund 090 General Government 'Recurring Non -Departmental 000.586.10.00.00 SCRAPS Pass -Through Expense 000.589.30.00.01 Leasehold Excise Tax Pass -Through P:11. General Governance\Budget12021 Budget\Finance\GenGov budget worksheets 2021 2017 2018 2019 Actual Actual Actual 1,145 1,137 1,172 778 544 530 1,923 1,681 1,702 2020 Budget 1,300 800 2,100 2021 Proposed Budget 1,200 800 2,000 3% Reduction. Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget. with 2021 Bud et -Line item Changes 6% 9% 3% : 6% 9% Reduction Reduction Reduction Reduction Reduction 1,200 1,200 1,200 800 800 800 2,000 2,000 2,000 0 0 0 0 0 0 0 0 0 Supplies 000.517.90.31.04 Employee Recognition / Safety Program 1,674 2,975 3,156 2,700 3,500 3,500 3,500 3,500 0 0 0 000.518.85.31.01 Office & Operating Supplies 528 432 0 0 0 0 0 0 0 0 0 000.518.85.35.01 Small Tools & Minor Equipment 3,030 2,907 1,746 5,600 7,000 7,000 7,000 7,000 0 0 0 000.518.85.35.11 Computer Hardware - Non Capital 46,050 24,674 36,414 46,700 31,000 31,000 31,000 31,000 0 0 0 000.518.85.35.12 Computer Software - Non Capital 11,249 8,416 2,979 35,300 30,200 30,200 30,200 30,200 0 0 0 000.518.90.31.01 Office Supplies 24 0 599 0 0 0 0 0 0 0 0 000.519.60.31.01 Office & Operating Supplies 8,876 4,242 3,709 9,700 9,700 9,700 9,700 9,700 0 0 0 71,431 43,646 48,603 100,000 81,400 81,400 81,400 81,400 0 0 0 Other Services & Charges 000.513.10.41.05 Professional Services - Misc Studies 81,667 173,310 72,359 218,000 000.514.23.41.01 Accounting & Auditing 83,684 86.302 92,353 95,000 000.518.10.42.01 Postage 0 367 2,974 2,500 000.518.10.42.02 Telephone 11,205 12,319 12,801 12,500 000.518.10.42.03 Cell Phones 1,649 2,297 1,561 3,000 000.518.10.42.08 Internet Service 7,696 8,639 8,793 9,000 Taxes and Assessments 912 781 0 1,000 City Wide Records Management 0 0 0 10,000 Electricity 0 1,462 0 0 Sewer 523 949 91 0 Facility Repairs & Maintenance 4,003 8,508 0 5,000 Professional Services 0 1,400 762 0 Equip Repair & Maint-Hardware Support 32,936 26,572 37,654 32,200 IT Support 18,716 30,312 37,474 27,500 Software Licenses & Maintenance 91,463 86,169 116,023 91,200 Merchant Charges (Bankcard Fees) 186 226 300 500 Network Infrastructure Access 4,732 4,714 5,184 5,000 Equipment Rental 4,264 4,264 4,267 4,300 Interfund vehicle lease 1,000 500 500 500 Printing & Binding 0 646 623 600 Miscellaneous Services 4,919 4,995 7,859 7,000 Professional Services 0 1,176 765 0 Advertising 0 821 0 0 General Operating Leases: Computer 57,556 53,894 67,179 55.000 218,000 97,000 2,500 13,000 2,000 9,600 1,000 0 0 0 0 1.500 24,850 18,000 124,550 500 6,000 4,300 500 650 7,000 1,000 0 70.000 198,800 97,000 2,500 13,000 2,000 9,600 1,000 0 0 0 0 1,500 24,850 18,000 124,550 500 6,000 4,300 500 650 7,000 1,000 0 70.000 194,700 97,000 2,500 13,000 2,000 9,600 1,000 0 0 0 0 1,500 24,850 18,000 124,550 500 6,000 4,300 500 650 7,000 1,000 0 70.000 163,000 97,000 2,500 13,000 2,000 9,600 1,000 0 0 0 0 1,500 24,850 18,000 124,550 500 6,000 4,300 500 650 7,000 1,000 0 70.000 (19,200) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (23,300) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (55,000) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000.550.00.41.00 Economic Development -Site Selector 9,373 10,897 0 11,000 0 0 0 0 0 0 0 000.550.00.41.05 Outside Agencies - Social Svc & Econ. Dev. 91,924 82,381 0 182,000 182,000 102,000 57,000 25,000 (80,000) (125,000) (157,000) 000.560.10.41.05 Prof. Svc. - Social Services (O/S Agency) 55,911 66,251 174,664 0 0 0 0 0 0 0 0 000.566.10.41.05 Alcohol Treatment: Liquor Excise Tax 000.566.10.41.06 Alcohol Treatment Liquor Profits 9,077 15,900 589.296 9,594 15,725 695,471 10,477 15,620 670,283 9,600 16,000 798,400 10,500 16,000 810,450 Page 1 of 3 10,500 16,000 711,250 10,500 16,000 662,150 10,500 16,000 0 0 0 0 0 0 598,450 (99,200) (148,300) (212,000) 001 General Fund 090 General Government Intergovernmental Services 000.514.40.51.01 Election Costs 000.514.90.51.03 Voter Registration 000.518.90.44.03 Taxes and assessments 000.553.70.44.03 Spokane Regional Clean Air Agency Capital Outlays P:11. General Governance\Budget12021 Budget\Finance\GenGov budget worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction 69,973 91,980 75,433 110,000 110.000 110,000 86,932 20 94,787 100,000 100,000 100,000 0 0 12,020 12,100 12,100 12,100 130,928 134,493 137,219 140 411 150,830 150,830 287,833 226,493 319,459 362,511 372,930 372,930 000.594.18.64.11 Computer Hardware - C P tal Debt Service: Principal 000.592.19.82.01 Interest and Other Debt Service Costs 7,387 125,799 0 57,500 30,000 7,387 125,799 0 57,500 30,000 600 600 600 600 600 Interfund Payments for Service 000.597.20.00.40 Transfer out - #204 - City Hall bond pmt 397,350 399,350 401,250 401,450 401,500 000.597.30.00.90 Transfer out - #309 (Park Capital) 160,000 160,000 160,000 160,000 160,000 000.597.31.00.10 Transfer out - #311 (Pvmnt Preservation) 953,200 962,700 972,300 982,023 991,843 000.597.50.00.10 Transfer out - #501 (CenterPlace kitchen rese 36,600 36,600 36,600 36,600 36,600 000.597.50.00.20 Transfer out - #502-Risk Management 350,000 370,000 390.000 410,000 425,000 1,897,150 1,928,650 1,960,150 1,990.073 Budget Reduc ion Exercise (Does not reflect recommended course of acticr)) 11 Budget with 2021 Bud et- Line Item 6°A, 90/0. 3%" 6% Reduction Reduction Reductiorl Reduction 110,000 110,000 100,000 100,000 12,100 12,100 150,830 150,830 372,930 372,930 Red 0 0 0 0 0 0 0 0 p 0 0 0 30,000 30,000 30,000 0; 30,000 30,000 30,000 0 600 401,500 160,000 991,843 36,600 425,000 2,014,943 2,014 943 Total Recurring Expenditures 2,855,620 3,022,340 3,000,797 3,311,184 3,312,323 0.03% Page 2 of 3 600 600 401,500 401,500 0 0 0 110,000 74,500 0 (50,000) " (85,500) 991,843 991,843 0 0 0 36,600 36 600 0 0 0 425,000 425,000 0 0 0 1964,943 1,929,443 0 (50,000) (85,500) 3,213,123 3,114,023 3,014 823 (99,200) (2.99%) `- (5.99%) (8.98%) (198,300) (297,500) 001 General Fund 090 General Government (Nonrecurring Capital Outlays 099.594.18.64.00 099.594.18.64.05 099.594.18.64.11 099.594.18.64.12 IT capital replacement Heavy Duty Mach. & Equip. -City Hall Genera Compuer Hardware - Capital Computer Software - Capital Operating 000.518.20.45.01 City Hall Rent Interfund Payments for Service 000.597.12.00.20 Transfer out - 099.597.30.00.90 Transfer out - 000.597.31.00.40 Transfer out - 000.597.31.00.20 Transfer out - 000.597.50.00.10 Transfer out - #122 #309 (Park Capital) #314 (RR Grade Separation) #312 (Capital Reserve) #501 (new code enf. vehicle) P:11. General Governance\Budget\2021 Budget\Finance\GenGov budget worksheets 2021 2017 2018 2019 Actual Actual Actual 26,386 0 111,451 0 137,837 0 0 23,877 0 23,877 0 158.007 106,517 0 264,524 2020 "udget 0 44,993 190,000 0 234,993 2021 Proposed Budget 10,000 0 159,000 43,800 212,800 438,565 0 0 0 0 438,565 0 0 0 0 258,000 0 1,200,000 3,003,929 0 490,000 423,206 0 3,795,429 0 120,000 21,000 0 7,109,300 0 500,000 1,500,000 0 0 30,000 4,461,929 4,708,635 7,250,300 2,030,000 Total Nonrecurring Expenditures 5,038,331 4,732,512 7,514,824 2.264,993 Nonrecurring expenses increase (decrease) = Total Governmental Division 7,893,951 7,754,852 10,515 621 5,576,177 0 0 0 0 0 0 212,800 (90.60%) 3% Reduction 10,000 0 159,000 43,800 Budget Reduc ide Exercise (Does not reflect recommended course of action) 2021 Budget with 2021(Budget. Lineltem Changes 6% 9a/a 3% 6% 9°/a Reduction Reduction Reduction Reduction ' Reduction 10,000 10, 000 0 0 159,000 159,000 43,800 43,800 212,800 212,800 212,800 212,800 0' 0 0: 0` 0 0 3,525,123 3,425,923 3,326,823 3,227,623 (99,200) (198,300) (297,500) Total General Government increase (decrease) _ (36.78 % ) IT Expenditures - R IT Expenditures - N 380,500 190,000 570,500 366,200 212,800 579 000 Page 3 of 3 (2.81%) (5.63%) (8.44%) P:\1. General Governance\Budget\2021 Budget\Finance\GenGov budget worksheets 2021 General Fund General Government - Detail 001.090.000 Recurring Expenditures 000.586.10.00.00 000.589.30.00.01 000.517.90.31.04 000.518.85.35.01 000.518.85.35.11 000.518.85.35.12 SCRAPS Pass -Through Expense - monthly internet fee through City franchise. Expense is offset through reimbursement from SCRAPS Leasehold Excise Tax Pass -Through Employee Recognition / Safety Program - employee recognition event & safety supplies (i.e.. defibrillator) Small Tools & Minor Equipment - IT related supplies - laptop power supplies, cables, iPad accessories, etc. Computer Hardware - Non Capital - IP phones, memory, replace UPSs, hard drives for servers, etc. - Replace outdated iPads, scanners, monitors, etc. - Speaker phones and cameras for conference rooms Computer Software - Non Capital - Licenses - MS Office 2010/2013, MS Server 2012, Mitel, etc. 000.519.60.31.01 Office & Operating Supplies - kitchen supplies, calendar, copy paper, letterhead, toner, etc. 000.513.10.41.05 000.514.23.41.01 000.518.10.42.01 000.518.10.42.02 000.518.10.42.03 000.518.10.42.08 001.518.30.44.03 000.518.30.41.05 000.518.75.48.01 000.518.85.41.03 Contingency - City Manager directed for professional service related tasks or to assist City Depts with line -item deficiencies Accounting & Auditing - Annual audit by State Auditor & assistance with technical issues Postage - city mailings including AP checks, UPS, etc. Telephone - Telephone service at City Hall Cell Phones - internet access cards for IT and loaner Mi-Fi's, Maas 360 Internet Service - Internet access Taxes and Assessments - Taxes for Carnahan property Professional Services Equipment Repair & Maintenance - Hardware Support - Intrusion protection, Barracuda backup to cloud, servers, vls, firewall, etc 14,000 7,000 10,000 2021 Proposed Budget 1,200 800 3,500 7,000 31,000 30,200 9,700 218,000 97,000 2,500 13,000 2,000 9,600 1,000 1,500 24,850 IT Support 18,000 - server maintenance, telephone system, wiring, electrical Page 1 of 3 P:\1. General Governance\Budget\2021 Budget\Finance\GenGov budget worksheets 2021 General Fund General Government - Detail 001.090.000 000.518.85.48.03 000.518.90.41.01 000.518.90.42.10 000.518.90.45.03 000.518.90.45.07 000.518.90.49.03 000.518.90.49.06 000.519.60.41.05 000.548.66.45.05 000.xxx.xx.xx.xx 000.566.10.41.05 000.566.10.41.06 000.514.40.51.01 000.514.90.51.03 000.553.70.44.03 000.553.70.44.03 000.594.18.64.11 000.592.19.82.01 000.597.20.00.40 000.597.30.00.90 Software Licenses & Maintenance - Annual maintenance fees Eden - Annual maintenance fees Laserfiche - Annual maintenance fees PageFreezer - Annual maintenance fees Smarsh - Annual maintenance fees Vmware - Annual maintenance fees on misc. other software Merchant Charges (Bankcard Fees) - bank charges and fees Network Infrastructure Access - Access to Zayo dark fiber Equipment Rental - Pitney Bowes postage machine meter rental ($355 x 12) Interfund vehicle lease - Replacement on pool van Printing and Binding Miscellaneous Services - Shredding charges, Bike helmets ($3,000), etc. Professional Services General Operating Leases: Computer - Lease of desk top and lap top PCs used by City staff Outside Agencies - Social Svc. & Econ. Dev. - Awarded through application process Alcohol Treatment: Liquor Excise Tax - Paid to Spokane County per State statute Alcohol Treatment: Liquor Profits - Paid to Spokane County per State statute Election Costs - Per ballot issue/per capita allocation by Spokane County Voter Registration - Per capita allocation by Spokane County Taxes and Assessments - Aging & Long Term Care of Easter WA Spokane Regional Clean Air Agency - Air quality Computer Hardware - Capital - switches, routers, domain controllers Interest and Other Debt Service Costs - Bank fees for servicing LTGO debt Interfund Transfer LTGO Debt Service - Fund #204 City Hall debt service payment Interfund Transfer to Parks Capital Proj - Parks capital projects 52,500 12,000 4,000 5,300 11,000 39,750 2021 Proposed Budget 124,550 500 6,000 4,300 500 650 7,000 1,000 70,000 182,000 10,500 16,000 110,000 100,000 12,100 150,830 30,000 600 401,500 160,000 Page 2 of 3 P:\1. General Governance\Budget\2021 Budget\Finance\GenGov budget worksheets 2021 General Fund General Government - Detail 001.090.000 000.597.31.00.10 Construction - Pavement Preservation - City pavement preservation projects 000.597.50.00.10 Interfund Transfer Equipment Rental & Replacement - CenterPlace kitchen reserve 000.597.50.00.20 Interfund Risk Management Payment - City insurance premium transferred to Fund #501 Total Recurring Expenditures Nonrecurring Expenditures 099.594.18.64.xx Nonrecurring IT Capital Replacements - Replace outdated copiers 10,000 - Replace video security system at CenterPlace 50,000 - Server infrastructure upgrade 50,000 - SAN Infrastructure upgrade for backup solution 50,000 - Misc Hardware replacements 9,000 - Laserfische Workflow Extension 20,000 - Misc software upgrades 23,800 2021 Proposed Budget 991,843 36,600 425,000 3,312,323 212,800 Total Nonrecurring Expenditures 212,800 Total General Government 3,525,123 Page 3 of 3 001 General Fund 018 Operations & Administrative Services 016 Human Resources Division Employee Count - 2 FTEs Wages/Payroll Taxes/Benefits 016.518.10.10.00 Wages 016.518.10.20.00 Payroll Taxes and Benefits P:11. General Governance\Budget\2021 Budget\Human Resources\HR budget worksheets 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 167,756 179,051 189,938 197,440 205,339 205,339 197,440 186,990 0 (7,899) (18,349) 67,371 72,943 78,203 83,891 88,166 88,166 87,900 81,492 0 (266) (6,674) 235,127 251,994 268,140 281,331 293,505 293,505 285,340 268,482 0 (8,165) (25,023) Supplies 016.518.10.31.01 Office & Operating Supplies 1,346 547 1,015 750 500 500 500 500 0 0 0 016.518.10.31.08 Repair & Maintenance Supplies 0 0 294 0 0 0 0 0 0 0 0 016.518.10.32.01 Fuel 123 8 0 30 0 0 0 0 0 0 0 016.518.10.35.13 Employee Health & Wellness Supplies 0 672 579 500 500 500 500 500 0 0 0 1,469 1,227 1,888 1,280 1,000 1,000 1,000 1,000 0 0 0 Other Services & Charges 016.518.10.41.04 Legal 1,652 2,153 327 2,000 2,000 1,000 1,000 1,000 (1,000) (1,000) (1,000) 016.518.10.41.05 Professional Services 7,059 9,042 7,844 8,000 7,000 6,500 5,000 5,000 (500) (2,000) (2,000) 016.518.10.41.17 Advertising 2,282 3,183 3,513 3,000 1,500 500 500 500 (1,000) (1,000) (1,000) 016.518.10.42.01 Postage 55 52 59 75 60 0 0 0 (60) (60) (60) 016.518.10.42.03 Cell Phones 0 279 468 455 0 0 0 0 0 0 0 016.518.10.43.01 Travel/Mileage 1,150 1,214 1,030 2,280 1,000 500 500 500 (500) (500) (500) 016.518.10.48.02 Copier Maintenance 722 881 767 1,000 0 0 0 0 0 0 0 016.518.10.49.01 Subscriptions 78 0 0 0 0 0 0 0 0 0 0 016.518.10.49.02 Memberships 907 625 522 800 625 350 350 350 (275) (275) (275) 016.518.10.49.04 Registrations 300 320 324 595 350 250 250 250 (100) (100) (100) 016.518.10.49.07 Training 459 175 2,160 1,000 1,000 0 0 0 (1,000) (1,000) (1,000) 016.518.10.49.10 Employee Education Reimbursement 0 3,270 6,000 10,000 10,000 5,000 5,000 5,000 (5,000) (5,000) (5,000) 016.518.10.49.13 Employee Health & Wellness 1,283 755 288 1,500 500 500 500 500 0 0 0 15,947 21,949 23,302 30,705 24,035 14,600 13,100 13,100 (9,435) (10,935) (10,935) Total Human Resources Division 252,543 275,170 293,330 313,316 318,540 309,105 299,440 282,582 (9,435) (19,100) (35,958) Total budget increase = 1.67% (2.96%) Nonpayroll budget increase = (21 73%) (6.00%) (11.29%) P:\1. General Governance\Budget\2021 Budget\Human Resources\HR budget worksheets 2021 General Fund Human Resources - Details 001.018.016 016.518.10.10.00 016.518.10.20.00 016.518.10.31.01 016.518.10.20.00 016.518.10.41.04 016.518.10.41.05 016.518.10.41.17 016.518.10.42.01 016.518.10.43.01 016.518.10.49.02 016.518.10.49.04 016.518.10.49.07 Wages Payroll Taxes and Benefits - FICA, medicare, L&I, PERS Office & Operating Supplies - File Folders - Employee IDs - Labels - Avery labels and dividers - Note Paper - Pens - various types - 3 ring binders - copy paper Employee Health & Wellness Supplies Legal - Summit Law Professional Services - Pre -employment Physicals - Drug and Alcohol Testing - Criminal History Checks - Navia (HRA) Admin Fee Advertising - Employee Recruitment Advertising Postage Travel/Mileage - To attend Labor Relations Institute - To attend AWC Health Academy - To attend AWC Wellness Forum Memberships - Washington Emp. Public Relations Association - Society for Human Resources Management - AWC Drug and Alcohol Consortium Registrations - AWC Labor Relations Institute - AWC Wellness Summit - AWC WAPELRA Fall Labor Relations Conference Training - Anti Harassment - Individualized Training 50 100 40 60 20 40 40 150 1,400 350 950 4,300 500 400 100 0 400 225 350 0 0 500 500 2021 Proposed Budget 205,339 88,166 500 500 2,000 7,000 1,500 60 1,000 625 350 1,000 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\Human Resources\HR budget worksheets 2021 General Fund Human Resources - Details 001.018.016 2021 Proposed Budget 016.518.10.49.10 Educational Reimbursement 10,000 016.518.10.49.13 Health and Wellness Events - $10 per employee to qualify for WellCity Award 500 Program. Result is an estimated $30,000 savings in health insurance premiums. 500 Total: 318,540 Page 2 of 2 001 General Fund 033 City Hall Operations and Maintenance Employee Count -1 FTE Wages/Payroll Taxes/Benefits 000.518.30.10.00 Wages 000.518.30.10.01 Temp/Seasonal Wages 000.518.30.10.99 Overtime 000.518.30.20.00 Payroll Taxes and Benefits 000.518.30.20.01 Temp/Seasonal Payroll Taxes & Ben P:\1. General Governance\Budget\2021 Budget\Building\City Hall O&M budget worksheet 2021 2017 Actual 2018 Actual 2019 Actual 0 46,872 0 0 0 307 0 27,085 0 0 0 74,264 54,223 0 583 31,567 0 86,373 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 58,537 59,989 53,990 47,991 41,992 (5,999) (11,998) (17,997) 0 8,640 8,640 8,640 8,640 0 0 0 650 500 500 500 500 0 0 0 35,083 36,725 33,053 29,380 25,708 (3,673) (7,345) (11,018) 0 739 739 739 739 0 0 0 94,270 106,593 96,922 87,250 77,579 (9,671) (19,343) (29,014) Supplies 000.518.30.31.01 Office & Operating Supplies 2,865 13,791 15,781 20,000 15,000 15,000 15,000 15,000 0 0 0 000.518.30.31.06 Safety Equipment 0 0 23 0 0 0 0 0 0 0 0 000.518.30.31.08 Repair & Maint. Supplies 80 3,118 4,153 1,000 5,000 5,000 5,000 5,000 0 0 0 000.518.30.31.10 Vehicle Maintenance Supplies 0 0 100 0 0 0 0 0 0 0 0 000.518.30.32.01 Fuel 0 393 2,191 500 500 500 500 500 0 0 0 000.518.30.35.01 Small Tools & Minor Equipment 0 10,223 10,672 6,500 6,500 6,500 6,500 6,500 0 0 0 000.518.30.35.03 Non Capital Office Furniture & Equip 344 232 0 0 0 0 0 0 0 0 0 3,289 27,757 32,920 28,000 27,000 27,000 27,000 27,000 0 0 0 Other Services & Charges 000.518.30.41.05 Professional Services 18,073 37,776 31,606 40,000 20,000 20,000 20,000 20,000 0 0 0 000.518.30.41.06 Janitorial services 21,916 76,945 71,630 80,000 80,000 80,000 80,000 80,000 0 0 0 000.518.30.42.03 Cell Phones 0 0 771 500 500 500 500 500 0 0 0 000.518.30.43.01 Travel/Mileage 0 1,132 0 500 500 500 500 500 0 0 0 000.518.30.44.03 Taxes and Assessments 446 717 717 0 1,000 1,000 1,000 1,000 0 0 0 000.518.30.45.03 Equipment Rental 0 0 1,274 0 1,500 1,500 1,500 1,500 0 0 0 000.518.30.45.07 Interfund vehicle lease 500 500 500 500 500 500 500 500 0 0 0 000.518.30.47.01 Electricity 11,942 39,894 43,071 45,000 45,000 45,000 45,000 45,000 0 0 0 000.518.30.47.02 Water 541 2,156 2,595 3,000 3,000 3,000 3,000 3,000 0 0 0 000.518.30.47.03 Sewer 451 1,732 1,066 2,000 2,000 2,000 2,000 2,000 0 0 0 000.518.30.47.04 Waste Disposal 1,247 779 0 2,000 2,000 2,000 2,000 2,000 0 0 0 000.518.30.48.01 Equipment Repair & Maintenance 43 1,692 3,441 500 11,500 11,500 11,500 11,500 0 0 0 000.518.30.49.06 Miscellaneous Services 0 0 28 0 0 0 0 0 0 0 0 55,159 163,323 156,699 174,000 167,500 167,500 167,500 167,500 0 0 0 Nonrecurring Items 099.518.30.xx.xx 099.594.18.62.00 Total Recurring Expenditures 58,448 265,344 275,992 296,270 301,093 291,422 281,750 272,079 (9,671) (19,343) (29,014) Chamber Wall Repairs Building and Structures Total City Hall O&M Total budget increase = 1.63% (3.21%) (6.42%) (9.64%) Combined nonpayroll increase = (3.71%) 0 0 171,132 0 0 0 0 0 0 0 0 36,509 0 0 0 0 0 0 0 0 0 0 36,509 0 171,132 0 0 0 0 0 0 0 0 94,957 265 344 447,124 296,270 301,093 291 422 281,750 272,079 (9,671) (19,343) (29,014) P:\1. General Governance\Budget\2021 Budget\Building\City Hall O&M budget worksheet 2021 General Fund City Hall Operations & Maintenance - Detail 001.033.000. 000.518.30.10.00 Wages 000.518.30.10.01 Temp/Seasonal Wages 000.518.30.10.99 Overtime 000.518.30.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&l, PERS 000.518.30.20.01 Temp/Seasonal Payroll Taxes & Ben FICA, Medicare, L&l, PERS 000.518.30.31.01 Office & Operating Supplies - Light bulbs - Misc. (nuts, bolts, glue, wood) - Paper products & garbage bags 000.518.30.31.08 Repair & Maintenace Supplies - Filters - sprinkler parts - Electrical supplies - paint, paint supplies 2021 Proposed Budget 59,989 8,640 500 36,725 739 15,000 5,000 000.518.30.32.01 Fuel 500 - Fuel for the Maintenance Truck, lawn mower, snow blower 000.518.30.35.01 Small tools and minor equipment 6,500 - Misc. Equipment, secure tool storage (rollaway) - Hand tools, extension cords, groundskeeping equip. 000.518.30.41.05 Professional Services 20,000 - Elevator maintenance, snow removal, grounds maint., etc. 000.518.30.41.06 Janitorial services 80,000 - Janitorial services contract for City Hall facility 000.518.30.42.03 Cell Phones 500 000.518.30.43.01 Travel / Mileage 500 000.518.30.44.03 Taxes and Assessments 1,000 000.518.30.45.03 Equipment Rental 1,500 000.518.30.45.07 Interfund Vehicle Lease 500 000.518.30.47.01 Electricity 45,000 000.518.30.47.02 Water 3,000 000.518.30.47.03 Sewer 2,000 000.518.30.47.04 Waste Disposal 2,000 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\Building\City Hall O&M budget worksheet 2021 General Fund City Hall Operations & Maintenance - Detail 001.033.000. 000.518.30.48.01 Equipment Repair & Maintenance - Repairs for snow blower, lawn equipment, maintenance vehicle - Window Cleaning - Snow plowing - Rodent Control - Carpet Cleaning - Floor waxing 2021 Proposed Budget 11,500 Total: 301,093 Page 2 of 2 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count - 21 FTEs Wages/Payroll Taxes/Benefits 043.524.60.10.00 Wages 62,883 51,812 55,751 111,856 120,976 120,976 120,976 120,976 0 0 0 043.524.60.10.99 Overtime 807 0 0 750 0 0 0 0 0 0 0 043.524.60.20.00 Payroll Taxes and Benefits 26,223 20,245 20,629 61,871 56,267 56,267 56,267 56,267 0 0 0 043.558.50.10.00 Wages 691,485 822,126 984,817 1,029,204 1,074,300 1,019,553 985,704 985,704 (54,747) (88,596) (88,596) 043.558.50.10.99 Overtime 469 5,327 761 8,000 4,000 4,000 3,000 2,000 0 (1,000) (2,000) 043.558.50.20.00 Payroll Taxes and Benefits 314,732 371,402 428,616 454,132 487,008 465,681 456,386 456,386 (21,327) (30,622) (30,622) 043.558.60.10.00 Wages 293,319 246,994 256,646 259,728 267,624 267,624 247,356 179,028 0 (20,268) (88,596) 043.558.60.10.99 Overtime 3,189 0 0 0 0 0 0 0 0 0 0 043.558.60.20.00 Payroll Taxes and Benefits 107,535 96,358 112,637 119 018 123,841 123,841 113,025 93,219 0 (10,816) (30,622) 1,500,642 1,614,264 1,859,857 2,044,559 2,134,016 2,057,942 1,982,714 1,893,580 (76,074) (151,302) (240,436) P:\1. General Governance\Budget\2021 Budget \Building\Building budget worksheet 2021 2017 Actual 2018 Actual 2019 Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course, of actron) 2021 Budget with 2021, Budget -.Line Item Changi 6%- 9% 3% • 6% • Reduction Reduction Reduction Reduction„ Reductio Supplies 043.524.60.31.01 Office & Operating Supplies 1 51 0 150 150 150 150 150 0 0 0 043.524.60.31.06 Safety Equipment 16 7 162 500 500 500 500 500 0 0 0 043.524.60.31.08 Repair & Maintenance Supplies 7 568 23 2,000 1,500 1,500 1,500 1,500 0 0 0 043.524.60.32.01 Fuel 980 1,617 1,164 3,400 3,000 3,000 3,000 3,000 0 0 0 043.524.60.35.01 Small Tools & Minor Equipment 29 41 35 300 300 300 300 300 0 0 0 043.558.50.31.01 Office & Operating Supplies 3,620 5,959 6,775 6,000 6,000 6,000 6,000 6,000 0 0 0 043.558.50.31.02 Forms 0 0 0 1,000 1,000 1,000 1,000 1,000 0 0 0 043.558.50.31.03 Publications 44 317 294 9,000 1,000 1,000 1,000 1,000 0 0 0 043.558.50.31.06 Safety Equipment 16 188 0 500 500 500 500 500 0 0 0 043.558.50.31.08 Repair & Maintenance Supplies 164 470 102 4,000 500 500 500 500 0 0 0 043.558-50.31.10 Vehicle Maintenance Supplies 32 134 817 3,000 3,000 3,000 3,000 3,000 0 0 0 043.558.50.32.01 Fuel 4,308 5,809 5,401 6,050 6,500 6,500 6,500 6,500 0 0 0 043.558.50.35.01 Small Tools & Minor Equipment 1,196 3,456 308 3,500 3,500 3,500 3,500 3,500 0 0 0 043.558.60.31.01 Office Supplies 4,451 5,232 2,119 5,000 5,000 5,000 5,000 5,000 0 0 0 043.558.60.31.03 Publications 0 0 0 600 600 600 600 600 0 0 0 043.558.60.31.05 Meeting Supplies 22 130 0 500 500 500 500 500 0 0 0 043.558.60.32.01 Fuel 15 0 20 0 0 0 0 0 0 0 0 043.558.60.35.01 Small Tools & Minor Equipment 1,261 1,135 85 1,500 1,500 1,500 1,500 1,500 0 0 0 16,162 25,114 17,305 47,000 35,050 35,050 35,050 35,050 0 0 0 Other Services & Charges 043.514.23.02.01 Uncollectible Accounts Expense 0 0 500 0 0 0 0 0 0 . 0 0 043.524.60.41.17 Advertising 0 0 50 0 0 0 0 0 0 0 0 043.524.60.42.01 Postage 0 359 310 400 400 400 400 400 0 0 0 043.524.60.42.03 Cell Phones 918 920 930 2,000 2,000 2,000 2,000 2,000 0 0 0 043.524.60.43.01 Travel/Mileage 630 566 331 1,200 800 800 800 ' . 800 0 ' 0 0 043.524.60.45.07 Interfund Vehicle Lease 0 2,500 2,500 500 500 500 500 500 . 0 0 0 043.524.60.48.01 Equipment Repair and Maintenance 1,498 37 0 1,000 1,000 1,000 1,000 1,000 0 0 0 043.524.60.49.02 Memberships 0 40 40 300 300 300 300 300 0 0 ' 0 043.524.60.49.04 Registrations 0 200 225 1,200 1,200 1,200 1,200 1,200 0 ' 0 0 043.524.60.49.08 Code Enforcement Abatement 6,762 5,834 7,187 16,000 16,000 16,000 16,000 16,000 0 0 0 043.524.60.49.18 Vehicle License & Registration 0 15 0 0 0 0 0 0 0 0 0 043.558.50.41.01 Credit Card & Bankcard Fees 30,668 23,547 25,027 30,500 30,500 30,500 30,500 30,500 0 0 0 043.558.50.41.03 Spokane County GIS 0 0 0 2,000 2,000 2,000 2,000 2,000 0 0 0 043.558.50.41.05 Professional Services 3,001 247 0 3,500 1,500 1,500 1,500 1,500 0 0 0 043.558.50.41.18 Legal Notices 0 20,185 0 300 300 300 300 300 0 0 0 Page 1 of 2 001 General Fund 040 Community and Public Works 043 Building and Planning Employee Count - 21 FTEs P:\1. General Governance\Budget\2021 Budget \Building\Building budget worksheet 2021 2017 Actual 2018 Actual 2019 Actual 043.558.50.42.01 Postage 318 043.558.50.42.03 Cell Phones 5,766 043.558.50.43.01 Travel/Mileage 1,092 043.558.50.45.07 Interfund Vehicle Lease 8,000 043.558.50.48.01 Equipment Repair & Maintenance 1,030 043.558.50.48.02 Copier Maintenance 5,458 043.558.50.48.03 Software Licenses & Maintenance 7,483 043.558.50.49.01 Subscriptions 99 043.558.50.49.02 Memberships 1,542 043.558.50.49.03 Printing & Binding 0 043.558.50.49.04 Registrations 1,449 043.558.50.49.05 Filing & Recording Fees 0 043.558.50.49.06 Miscellaneous Services 202 043.558.60.41.01 Credit Card & Bankcard Fees 0 043.558.60.41.03 Spokane County GIS 92,974 043.558.60.41.05 Professional Services 21,438 043.558.60.41.18 Legal Notices 20,954 043.558.60.41.54 Hearing Examiner 0 043.558.60.42.01 Postage 0 043.558.60.42.03 Cell Phones 80 043.558.60.43.01 Travel/Mileage 516 043.558.60.48.02 Copier Maintenance 1,074 043.558.60.48.03 Software Licenses & Maintenance 16,163 043.558.60.49.01 Subscriptions 120 043.558.60.49.02 Memberships 3,150 043.558.60.49.03 Printing & Binding 305 043.558.60.49.04 Registrations 1,285 043.558.60.49.05 Filing & Recording Fees 6,943 Intergovernmental Services 043.558.60.51.01 Spokane County Contracts (HEX) Total Recurring Expenditures 749 5,486 3,240 11,500 677 4,709 17,286 214 1,019 0 2,708 989 0 0 75,328 12,242 499 0 3,503 0 179 2,671 14,980 0 2,093 0 516 13,052 240,918 228,090 189 4,978 1,487 11,500 2,997 4,090 16,474 0 700 360 962 0 0 35 86,339 57,369 20,328 16,149 2,135 0 883 2,206 16,177 150 846 199 584 15,694 299,931 2020 Budget 2021 Proposed Budget 3% Reduction 1,000 500 500 6,255 5,000 5,000 3,500 1,500 1,500 11,500 11,500 11,500 1,500 1,500 1,500 6,000 5,000 5,000 17,000 20,000 20,000 100 100 100 1,600 1,200 1,200 0 0 0 3,500 2,000 2,000 0 0 0 1,500 500 500 0 0 0 82,000 82,000 82,000 40,000 40,000 40,000 20,000 20,000 20,000 25,000 25,000 25,000 5,000 2,000 2,000 0 0 0 3,000 1,500 1,500 3,000 3,000 3,000 20,000 18,000 18,000 400 300 300 2,100 2,100 2,100 500 500 500 2,000 1,500 1,500 13,500 13,500 13,500 328,855 314,700 314,700 39,546 38,718 0 0 0 0 2021 Budget with 6% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget - Line Item Changes 9% Reduction 3% Reduction 6% Reduction 9% Reduction 500 500 0 0 0 5,000 5,000 0 0 0 1,500 1,500 0 0 0 11,500 11,500 0 0 0 1,500 1,500 0 0 0 5,000 5,000 0 0 0 20,000 20,000 0 0 0 100 100 0 0 0 1,200 1,200 0 0 0 0 0 0 0 0 2,000 2,000 0 0 0 0 0 0 0 0 500 500 0 0 0 0 0 0 0 0 82,000 82,000 0 0 0 40,000 40,000 0 0 0 20,000 20,000 0 0 0 25,000 25,000 0 0 0 2,000 2,000 0 0 0 0 0 0 0 0 1,500 1,500 0 0 0 3,000 3,000 0 0 0 18,000 18,000 0 0 0 300 300 0 0 0 2,100 2,100 0 0 0 500 500 0 0 0 1,500 1,500 0 0 0 13,500 13,500 0 0 0 314,700 314,700 0 0 0 0 0 0 0 0 39,546 38,718 0 0 0 0 0 0 0 0 0 1,797,268 1,906,186 2,177,093 2,420,414 2,483,766 2,407,692 2,332,464 2,243,330 (76,074) (151,302) (240,436) Total budget increase = Combined nonpayroll increase = 2.62% (3.06%) (6.09%) (9.68%) (6.95%) Nonrecurring Items 043.524.60.35.03 Office Furniture & Equipment 0 0 0 13,700 0 0 0 0 0 0 0 Total Building and Planning 1,797,268 1,906,186 2,177,093 2,434,114 2 483 766 2,407,692 2,332,464 2,243,330 (76,074) (151,302) (240,436) 043.524.60 = Code Enforcement 043.558.50 = Building 043.558.60 = Planning This Division was created during the City's reorganization effective April 1, 2017. New account numbers were created with the 2018 Budget development process; however, the history being shown in the worksheet above is accounted for in the prior account numbers. New account numbers for this Division all begin with 001.040.043, and the prior account numbers all begin with 001.058.050/056/057. We will continue to show the history for the prior account numbers until we have three years of actual activity under the new account numbers. History for 001.058.050 and 001.058.056 are combined under 001.040.043.558.60 above. Page 2 of 2 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.524.60.10.00 Wages - 2) Code Enforcement Officers 043.524.60.10.99 Overtime 043.524.60.20.00 Payroll Taxes and Benefits 043.558.50.10.00 Wages - 1) Building Official, 1) Asst. Building Official, 1) Plans Examiner, 1) Development Services Coordinator, 1) Administrative Assistant, 1) Development Engineering Technician, 2) Permit Specialists 3) Building Inspectors, 4) Office Assistants 043.558.50.10.99 Overtime addresses times of increased workload, Admin assistance for Planning Commission. 043.558.50.20.00 043.558.60.10.00 043.558.60.20.00 043.524.60.31.01 043.524.60.31.06 043.524.60.31.08 043.524.60.32.01 043.524.60.35.01 043.558.50.31.01 Payroll Taxes and Benefits Wages - 1) Sr. Planner, 3) Planners Payroll Taxes and Benefits Office & Operating Supplies Safety Equipment - safety equipment for Code Enforcement Officers: safety vest, hard hat, safety glasses, breathing equipment Repair & Maintenance Supplies - Parts which will be by City employees, mainly in the purchased to repair and maintain the Code Enforcement officer's truck While being maintained by the PW maintenance shop. Fuel - Code Enforcement Trucks Small Tools & Minor Equipment - Allows for the purchase and replacement tools such as: camera, staplers, hammer, chair, labeler, Office & Operating Supplies - Pens, pencils, notebooks, file folders, classifications folders, labels, calendars, large envelopes, batteries, post cards, posting backing boards, stakes for posting, post -it -notes, zip ties, staples, tape, batteries, highlighters, binder clips, steno pads, phone message pads, notebook dividers, markers, desk cleaner, hand sanitizer, colored paper, flip charts, copy paper ($950) 2021 Proposed Budget 120,976 0 56,267 1,074,300 4,000 487,008 267,624 123,841 150 500 1,500 3,000 300 6,000 043.558.50.31.02 Forms 1,000 - inspection tags, target dated forms. Page 1 of 6 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.558.50.31.03 Publications - Code books and update publications for 10 employees. This is not a code year so no need to purchase new code books. 043.558.50.31.06 Safety Equipment - safety vests, safety glasses, hard hats, flashlights, safety kits for the vehicles, yellow caution tape, dust masks, water jugs for vehicles 043.558.50.31.08 Repair & Maintenance Supplies - Parts which will be purchased by City employees, mainly in the repair and maintenance of three Building Inspector's vehicles, two CPW pool vehicles, while being maintained by the CPW maintenance shop. 043.558.50.31.10 Vehicle Maintenance Supplies 043.558.50.32.01 Fuel - Fuel for three building inspectors vehicles, two pool vehicles 043.558.50.35.01 Small Tools & Minor Equipment - chairs, stand-up desks, labelers, scanners, tape measures, staplers 043.558.60.31.01 Office Supplies - Pens, pencils, notebooks, file folders, classifications folders, labels, calendars, large envelopes, batteries, post cards, posting backing boards, stakes for posting, post -it -notes, zip ties, staples, tape, batteries, highlighters, binder clips, steno pads, phone message pads, notebook dividers, markers, desk cleaner, hand sanitizer, colored paper, flip chart, copy paper ($100) 043.558.60.31.03 Publications - New Urban News - Spokane County Real Estate Forum - Planning Review 043.558.60.31.05 Meeting Supplies - Planning Commission Meetings 043.558.60.35.01 Small Tools & Minor Equipment - Chairs, Stand-up desks, staplers, desk scanners, label printers 043.524.60.42.01 Postage 043.524.60.42.03 Cell Phones - Cell phone and wi-fi charges for Code Enforcement Officer 2021 Proposed Budget 1,000 500 500 3,000 6,500 3,500 5,000 600 500 1,500 400 2,000 Page 2 of 6 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.524.60.43.01 Travel/Mileage - Code Enforcement Officers Semi-annual meeting 043.524.60.45.07 043.524.60.48.01 043.524.60.49.02 043.524.60.49.04 043.524.60.49.08 043.558.50.41.01 043.558.50.41.03 043.558.50.41.05 043.558.50.41.18 043.558.50.42.01 Interfund Vehicle Lease Equipment Repair and Maintenance - Repairs to the Code Enforcement officer's vehicles which must be taken to an outside repair facility Memberships - Washington Association of Code Enforcement Officers - International Code Council Registrations - Code Enforcement Officers Semi-annual meetings Code Enforcement Abatement - this amount could possibly cover 1 abatement per year. Credit Card & Bankcard Fees - Credit card fees charged by banks - cannot calculate the amount, varies by bank, by card, by charge, by bank holder state Spokane County GIS - GIS Services and other contracted services with Spokane County. The majority of the charges of this contract has been moved to the planning line item. Professional Services - Some projects require professional expertise that we do not have on staff. Among these services we could need outside review by professionals such as engineers, architects, industrial hygienists or other specialty professionals for projects proposing complex structural systems; or large important buildings like assemblies and hospitals; or alternate construction materials. Legal Notices Postage - Covers all required and necessary mailed correspondence, certified mail 2021 Proposed Budget 800 500 1,000 300 1,200 16,000 30,500 2,000 1,500 300 500 043.558.50.42.03 Cell Phones 5,000 - 6 cell phones and tablets Wi-Fi connections Page 3 of 6 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.558.50.43.01 Travel/Mileage - WABO- two in -state technical/professional meetings; one person each meeting, two-day meeting - NORFMA floodplain conference - WSAPT Meetings- one in -state technical/professional meetings; one person; one -day meeting - Inland Empire APA conference - Certifications- one per year - Certification Renewals -one per year 043.558.50.45.07 Interfund Vehicle Lease 11,500 043.558.50.48.01 Equipment Repair & Maintenance 1,500 - Repairs to the Building Inspector's and pool vehicles which must be taken to an outside repair facility 2021 Proposed Budget 1,500 043.558.50.48.02 Copier Maintenance 5,000 - actual charges to repair copier, plotters, desk printers 043.558.50.48.03 Software Licenses & Maintenance 20,000 - Adobe license - SMARTGov 043.558.50.49.01 Subscriptions 100 - Planning Law Review 043.558.50.49.02 Memberships 1,200 - International Code Conference (ICC) governmental membership - Parlimentarian orgainizations - APA memberships- planners - NORFMA - ASFPM - Inland Empire Chapter, ICC- five individual memberships - Washington Association of Building Officials governmental membership - Washington Association of Permit Technicians three individual memberships - Certification Renewals -one per year 043.558.50.49.04 Registrations 2,000 - WABO- four in -state technical/professional meetings; one person each meeting, two-day meeting - Inland Empire APA conference eng tech - AICP Certification - NORFMA Conference - State Building Code Council meetings- four -eight per year state code development; one -day meeting; no travel or meal charges to City - Planner attend APA Conference 043.558.50.49.06 Miscellaneous Services 500 - Shredding and misc. services Page 4 of 6 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.558.60.41.03 Spokane County GIS - GIS Services and other contracted services with Spokane County. The majority of the charges of this contract has been moved to the planning line item. 2021 Proposed Budget 82,000 043.558.60.41.05 Professional Services 40,000 - Special Council for planning services 043.558.60.41.18 Legal Notices 20,000 - The City has a statutory requirement to notice certain land actions, public hearings, and other city actions and meetings 043.558.60.41.54 Hearing Examiner (interlocal with city of Spokane) 25,000 043.558.60.42.01 Postage 2,000 - Postage for department mailings 043.558.60.43.01 Travel/Mileage 1,500 - State APA Conference - Inland Empire APA conference - Shoreline Conference - WA State Planning Managers Conference - Spokane River Forum - Misc travel for PTAC, SCEO, Site Selector and other local 043.558.60.48.02 Copier Maintenance 3,000 - toner - actual charges to repair copier, plotters, desk printers 043.558.60.48.03 Software Licenses & Maintenance 18,000 - SMARTGov - Adobe License - Sign Calculator 043.558.60.49.01 Subscriptions 300 - Planning Law Review 043.558.60.49.02 Memberships 2,100 - American Planning Association/AICP x 3 - Planning Association of Washington - APA = planning commission 043.558.60.49.03 Printing & Binding 500 - printing informational brochures and flyers 043.558.60.49.04 Registrations 1,500 - Inland Empire Section - APA x 3 - State American Planning Association Conference - Shoreline Conference - Spokane River Forum - APA Certification credits - seminars Page 5 of 6 P:\1. General Governance\Budget\2021 Budget\Building\Building budget worksheet 2021 General Fund Community and Public Works Building and Planning Division 001.040.043 043.558.60.49.05 Filing & Recording Fees - Filing & recording fees are the fees charged by Spokane County to record such things as final short plats, long plats and binding site plans. This is a revenue/expenditure neutral item given the applicant is responsible for the recording fees, which are paid to the City to cover all of the costs associated with filing or recording 2021 Proposed Budget 13,500 Total: 2,483,766 Page 6 of 6 001 General Fund 040 Community and Public Works 041 Engineering Employee Count - 34.0 FTEs General Fund = 14.525 FTEs Street Fund = 7.475 FTEs Capital Projects = 8.1 FTEs Stormwater Fund = 3.9 FTEs P:\1. General GovernancelBudget\2021 Budget\Engineering1v2 Engineering budget worksheet 2021 (v2 050720) 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduction Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Bud et - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 041.543.10.10.00 Wages 471,931 507,488 663,833 792,082 865,353 822,177 783,315 749,655' (43,176) (82,038) (115,698) 041.543.10.10.99 Overtime 431 703 1,315 750 0 0 0 0 0 0 0 041.543.10.20.00 Payroll Taxes and Benefits 185,939 212,113 270,652 353,889 396,864 373,440 350,944 330,167 (23,424) (45,920) (66,697) 041.558.50.10.00 Wages 350,971 344,016 341,082 389,311 447,757 447,757 408,895 408,895 0 (38,862) (38,862) 041.558.50.10.99 Overtime 18,721 16,232 28,815 7,000 0 0 0 0 0 0 0 041.558.50.20.00 Payroll Taxes and Benefits 148,100 153,618 166,626 183,813 211,934 211,934 189,438 189,438 0 (22,496) (22,496) 1,176,093 1,234,170 1,472,323 1,726,845 1,921,908 1,855,308 1,732,592 1,678,155 (66,600) (189,316) (243,753) Supplies 041.543.10.31.01 Office Supplies 5,430 6,505 5,424 7,000 6,500 6,500 6,500 6,500 0 0 0 041.543.10.31.03 Publications 0 200 0 700 500 500 500 500 0 0 0 041.543.10.31.05 Meeting Supplies 0 223 19 200 100 100 100 100 0 0 0 041.543.10.31.06 Safety Equipment 816 28 336 1,000 500 500 500 500 0 0 0 041.543.10.31.08 Repair & Maintenance Supplies 0 311 949 500 1,000 1,000 1,000 1,000 0 0 0 041.543.10.31.10 Vehicle Maintenance Supplies 27 492 1,514 3,500 3,500 3,500 3,500 3,500 0 0 0 041.543.10.32.01 Fuel 2,287 3,534 3,798 4,000 4,000 4,000 4,000 4,000 0 0 0 041.543.10.35.01 Small Tools & Minor Equipment 1,392 3,406 2,418 3,000 2,500 2,500 2,500 2,500 0 0 0 041.543.10.36.02 Non Capital PC software/Hardware 2,517 0 0 750 750 750 750 750 0 0 0 041.558.50.31.01 Office Supplies 2,245 3,057 1,510 3,100 2,500 2,500 2,500 2,500 0 0 0 041.558.50.31.03 Publications 136 0 0 400 300 300 300 300 0 0 0 041.558.50.31.05 Meeting Supplies 0 0 30 200 100 100 100 100 0 0 0 041.558.50.31.06 Safety Equipment 121 145 45 500 500 500 500 500 0 0 0 041.558.50.31.08 Repair & Maintenance Supplies 0 11 221 500 500 500 500 500 0 0 0 041.558.50.31.10 Vehicle Maintenance Supplies 12 144 994 1,500 1,500 1,500 1,500 1,500 0 0 0 041.558.50.32.01 Fuel 4,023 4,192 4,831 5,000 5,000 5,000 5,000 5,000 0 0 0 041.558.50.35.01 Small Tools & Minor Equipment 550 524 445 1,000 750 750 750 750 0 0 0 19,556 22,772 22,534 32,850 30,500 30,500 30,500 30,500 0 0 0 Other Services & Charges 041.543.10.41.02 Engineering & Architectural 200 0 7,010 0 0 0 0 0 0 0 0 041.543.10.41.03 Spokane County GIS 18,541 31,002 45,494 42,700 44,500 44,500 44,500 44,500 0 0 0 041.543.10.41.05 Professional Services 23,042 19,880 19,141 30,000 30,000 30,000 30,000 30,000 0 0 0 041.543.10.41.17 Advertising 840 987 2,212 1,000 1,000 1,000 1,000 1,000 0 0 0 041.543.10.42.01 Postage 504 749 696 800 800 800 800 .800 0 0 0 041.543.10.42.03 Cell Phones 5,512 6,692 6,516 7,176 6,816 6,816 6,816 6,816 0 0 0 041.543.10.43.01 Travel/Mileage 1,854 2,956 5,185 7,000 5,000 5,000 5,000 5,000 0 0 ' 0 041.543.10.45.07 Interfund Vehicle Lease 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 0 0 0 041.543.10.48.01 Equipment Repair & Maintenance 1,858 189 2,432 1,500 2,000 2,000 2,000 2,000 0 0 0 041.543.10.48.02 Copier Maintenance 3,935 4,357 3,833 4,500 4,500 4,500 4,500 4,500 0 0 0 041,543.10.48.03 Software Licenses & Maintenance 13,958 15,126 18,890 18,250 23,540 23,540 23,540 23,540 0 0 0 041.543.10.49.01 Subscriptions 150 629 23 0 0 0 ' 0' Q. 0 0 0 041.543.10.49.02 Memberships / Professional Licenses 1,380 867 845 2,400 2,230 2,230 2,230 2,230 0 0 0 041.543.10.49.03 Printing & Binding 0 0 0 500 0 0 0 ' 0 0 0 0 041.543.10.49.04 Registrations 10,243 1,437 3,300 6,600 5,000 5,000 5,000 5,000 0 0 0 Page 1 of 2 001 General Fund 040 Community and Public Works 041 Engineering Employee Count - 34.0 FTEs General Fund = 14.525 FTEs Street Fund = 7.475 FTEs Capital Projects = 8.1 FTEs Stormwater Fund = 3.9 FTEs P11. General Governance\Budget\2021 Budget\Engineering \v2 Engineering budget worksheet 2021 (v2 050720) 2017 2018 2019 Actual Actual Actual 041.543.10.49.05 Filing & Recording Fees 162 041.543.10.49.06 Miscellaneous Services 0 041.558.50.41.03 Spokane County GIS 11,585 041.558.50.41.05 Professional Services 27,665 041.558.50.42.01 Postage 3,708 041.558.50.42.03 Cell Phones 1,716 041.558.50.43.01 Travel/Mileage 355 041.558.50.45.07 Interfund Vehicle Lease 11,000 041.558.50.48.01 Equipment Repair & Maintenance 3,133 041.558.50.48.02 Copier Maintenance 537 041.558.50.48.03 Software Licenses & Maintenance 8,998 041.558.50.49,02 Memberships / Professional Licenses 961 041.558.50.49,03 Printing & Binding 0 041.558.50.49.04 Registrations 1,863 041.558.50.49.05 Filing & Recording Fees 74 041.558.50.49.07 Training 0 90 60 0 0 19,311 32,956 27,216 32,257 348 428 2,191 2,423 566 29 3,000 3,000 188 1,843 1,452 1,277 1,925 2,233 1,014 481 0 0 970 1,158 0 0 0 425 2020 Budget 200 0 28,700 29,000 35,000 35,000 3,500 2,000 2,460 2,448 1,500 1,000 3,000 3,000 1,000 2,000 1,500 1,500 2,400 2,400 1,350 1,000 500 0 2,400 1,800 100 100 0 0 2021 Propd Budget 200 0 159,774 149,142 200,147 212,036 212,834 s not 2021 Budget with 3% 6% Reduction Reduction 200 200 0 0 29,000 29,000 35,000 35,000 2,000 2,000 2,448 2,448 1,000 1,000 3,000 3,000 2,000 2,000 1,500 1,500 2,400 2,400 1,000 1,000 0 1,800 1,800 100 100 0 0 9%a Reduction 200 0 udget Reduc ion Exerc commended course of action) 2021 Bud et - Line! Changes 3% 6% 9% Reduction Reduction Reduction 0 0 0 0 0 29,000 0 0 0 35,000 0 0 0 2,000 0 0 0 2,448 0 0 0 1,000 0 0 0 3,000 0 0 0 2,000 0 0 0 1,500 0 0 2,400 0 0 0 1,000 0 0 0 0 0 0 0 800 0 0 0 100 0 0 0 0 0 0 0 0 212,834 212,834 212,834 Total Engineering 1,355,423 1,406,084 1,695,004 1,971,731 2,165.242 2,098,642 1,975 926 1,921,489 (66,600) (189,316) (243,753) 041.543.10 = General Engineering 041.558.50 = Development Engineering Total budget increase = 9.81% (3.08%) Combined nonpayroll increase = (0.63%) Page 2 of 2 (8 74%) (11.26%) P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Engineering budget worksheet 2021 (v2 050720) General Fund Community and Public Works Engineering Division 001.040.041. 2021 Proposed Budget 041.543.10.10.00 Wages 865,353 - Eng: 9.525 CIP: 8.1 FTEs 041.543.10.20.00 Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS 396,864 041.558.50.10.00 Wages 447,757 - 5.0 FTEs 041.558.50.20.00 Payroll Taxes and Benefits 211,934 - FICA, Medicare, L&I, PERS 041.543.10.31.01 Office Supplies 6,500 - standard office supplies, copy paper 75% CIP / 25 % Devl, unless larger item specific 041.543.10.31.03 Publications 500 - Specs, Standards 041.543.10.31.05 Meeting Supplies 041.543.10.31.06 Safety Equpiment - This includes all safety supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. 041.543.10.31.08 Repair & Maitenance Supplies - Spray paint, stakes, cones 041.543.10.31.10 Vehicle Maintenance Supplies - Internal Fleet Repairs (annually and as needed) - 4.5 vehicles (see Fuel for detail) 100 500 1,000 3,500 041.543.10.32.01 Fuel 4,000 1.0 2-300: 2003 Ford Explorer (CIP Mgmnt) 1.0 2-301: 2004 Ford Taurus (Dan) 1.0 2-302: 2004 Dodge Dakota (Pete) 1.0 2-203: 2014 Ford Escape SE (Don) .5 5-216: 2014 Ford F-150 (Dana) 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. 041.543.10.36.02 Non Capital PC Software/Hardware 750 041.558.50.31.01 Office Supplies 2,500 - standard office supplies, copy paper 75% CIP / 25% Devl, unless larger item specific 041.558.50.31.03 Publications 300 - Specs, Standards Page 1 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Engineering budget worksheet 2021 (v2 050720) General Fund Community and Public Works Engineering Division 001.040.041. 041.558.50.31.05 041.558.50.31.06 041.558.50.31.08 041.558.10.31.10 041.558.50.32.01 041.558.50.35.01 Meeting Supplies - Developer's Forums Safety Equipment - This includes all safety supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. Repair & Maintenance Supplies - Spray paint, stakes, cones Vehicle Maintenance Supplies - Internal Fleet Repairs (annually and as needed) - 2.0 vehicles (see Fuel for detail) Fuel 1.0 4-004: 2006 Dodge Dakota (Tyson) 1.0 4-008: 2013 Ford Escape SE (Scott) Small Tools & Minor Equipment - This includes all safety supplies such as Safety Vests, eye protection, hearing protection, hard hats, Safety lights for vehicles, temporary traffic control equipment. 2021 Proposed Budget 100 500 500 1,500 5,000 750 041.543.10.41.03 041.543.10.41.05 041.543.10.41.17 041.543.10.42.01 041.543.10.42.03 041.543.10.43.01 Spokane County GIS - Invoice from Spokane Co Info Systems CIP 25.25% / Storm 22.83% / CD Devlp 16.5%,/ CD Planning 35.42% / based on # users - GIS Application Services (wk from Dan Neyman) - ESRI Licenses Fee - ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles - every even yr $2, 200 Professional Services - Pre -design work / Project not assigned - Grant applications Advertising - Non project items, job ads Postage - Covers all required and necessary mailed correspondence Cell Phones Travel/Mileage - Car Rental - Flights - Lodging & Meals - Trainina / travel expenses 40,000 4,500 0 44,500 30,000 1,000 800 6,816 5, 000 Page 2 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Engineering budget worksheet 2021 (v2 050720) General Fund Community and Public Works Engineering Division 001.040.041. 041.543.10.45.07 Vehicle Replacement Fund 041.543.10.48.01 Equipment Repair & Maintenance - Outside Fleet Repairs 2,000 041.543.10.48.02 Copier Maintenance - Upkeep on copier/Plotter, 75% CIP/25% Devl - Copier fees:.0082 / black, .053 / color 041.543.10.48.03 Software Licenses & Maintenance - Transoft Solutions: Autoturn map 850 - Syncro Plus SimTraffic Upgrade 400 - Bentley Systems: Culvert, Flow Master, Pond Pack 800 Equip Watch: Estimator Package 4,100 AutoCad Subscription 13,600 Stand Alone(4) Civil 3D Shared (4) AutoCAD - Blue Beam - (11) seats- annual fee149/yr 1,640 - Eagleweb Acess - online search for county easements 150 - New software seats 2,000 041.543.10.49.02 Memebership & Professional Licenses - Professional Engineer ($120/ea) 480 - American Public Works Association (4 x $220) 880 - WTS International 100 - ASCE 270 - Various 500 2021 Proposed Budget 6,000 2,000 4,500 23,540 2,230 041.543.10.49.03 Printing & Binding 0 - WSDOT Specs - every even year in Jan - $50 - Qty -17 041.543.10.49.04 Registrations 5,000 - Class Registration, Webinar fees & Training 11 staff @ $450 041.543.10.49.05 Filing & Recording Fees 200 - Non project 041.558.50.41.03 Spokane Couty GIS 29,000 - Invoice from Spokane Co Info Systems CIP 25.25% / Storm 22.83% / CD Devlp16.5%,/CD Planning 35.42% / based on # users - GIS Application Services (wk from Dan Neyman) 26,000 - ESRI Licenses Fee 3,000 - ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles - every even yr - $1700 0 041.558.50.41.05 Professional Services 35,000 - Survey Contract Page 3 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Engineering budget worksheet 2021 (v2 050720) General Fund Community and Public Works Engineering Division 001.040.041. 041.558.50.42.01 Postage - Covers all required and necessary mailed correspondence 041.558.50.42.03 Cell Phones 041.558.50.43.01 Travel/ Mileage - Car Rental - Flights - Lodging & Meals - Training / travel expenses 2021 Proposed Budget 2,000 2,448 1,000 041.558.50.45.07 Interfund Vehicle Lease 3,000 041.558.50.48.01 Equipment Repair & Maintenance 2,000 - Outside Fleet Repairs 041.558.50.48.02 Copier Maintenance 1,500 - Upkeep on copier/ Plotter, 75% CIP / 25% Devl - Copier fees: .0082 / black, .053 / color 041.558.50.48.03 Software Licenses & Maintenance - Autocad Subscription: 1 Multi User 1,200 - Synchro Plus SimTraffic 1,200 041.558.50.49.02 Membership/ Professional Licenses - Professional Engineer ($120/ea) 120 - American Society of Civil Engineers (ASCE) 270 - Association of State Floodplain Managers (ASFPM) 100 - American Water Resources Assoc (AWSA) 180 - Various 330 041.558.50.49.03 Printing & Binding - WSDOT Specs - every even year in Jan - $50 - Qty -2 041.558.50.49.04 Registrations - 4 staff @ $450 041.558.50.49.05 Filling & Recording Fees Total: 2,400 1,000 0 1,800 100 2,165,242 Page 4 of 4 001 General Fund 040 Community and Public Works 042 Economic Development Employee Count - 5 FTEs Wages/Payroll Taxes/Benefits 042.558.70.10.00 Wages 315,410 469,542 409,044 488,140 441,067 441,067 441,067 441,067 0 0 0 042.558.70.10.01 Intern - Wages 0 0 4,072 13,689 13,954 0 0 0 (13,954) (13,954) (13,954) 042.558.70.20.00 Payroll Taxes and Benefits 123,775 186,400 168,556 221,118 182,843 182,843 182,843 182,843 0 0 0 042.558.70.20.01 Intern - Payroll Taxes and Benefits 0 0 • 355 1,137 1,153 0 0 0 • (1,153) (1,153) (1,153) 439,185 655,942 582,027 724 084 639,017 623,910 623,910 623,910 (15,107) (15,107) (15,107) P:\1. General Governance\Budget\2021 Budget\Economic Development\Economic Development budget worksheet 2021 2017 Actual 2018 Actual 2019 Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Supplies 042.558.70.31.01 Office & Operating Supplies 1,426 441 471 400 400 400 400 400 0 0 0 042.558.70.31.03 Publications 26 223 0 600 600 600 600 600 0 0 0 042.558.70.31.05 Meeting Supplies 65 0 27 500 500 500 500 500 0 0 0 042.558.70.31.08 Repair & Maintenance Supplies 0 10 0 0 0 0 0 0 0 0 0 042.558.70.31.07 Fuel 0 21 19 0 0 0 0 0 0 0 0 042.558.70.35.01 Small Tools & Minor Equipment 0 0 1,437 1,500 1,500 1,500 1,500 1,500 0 0 0 042.558.70.35.03 Non Capital Office Furniture & Equip 0 2,313 0 0 0 0 0 0 0 0 0 1,517 3,008 1,954 3,000 3,000 3,000 3,000 3,000 0 0 0 Other Services & Charges 042.558.70.41.05 Professional Services 8,655 27,412 11,637 60,000 60,000 60,000 60,000 60,000 0 0 0 042.558.70.41.07 Contracted Economic Development 41,445 42,146 61,000 62,000 73,000 73,000 73,000 73,000 0 0 0 042.558.70.41.17 City Economic Development 162,652 201,923 191,829 200,000 200,000 183,700 152,400 121,000 (16,300) (47,600) (79,000) 042.558.70.41.18 Legal Notices 297 401 492 0 0 0 0 0 0 0 0 042.558.70.42.01 Postage 0 244 1,119 0 0 0 0 0 0 0 0 042.558.70.42.03 Cell Phones 80 1,257 2,358 995 995 995 995 995 0 0 0 042.558.70.43.01 Travel/Mileage 73 1,025 1,489 2,500 2,500 2,500 2,500 2,500 0 0 0 042.558.70.45.04 Vehicle Rental 0 209 0 0 0 0 0 0 0 0 0 042.558.70.48.03 Software Licenses & Maintenance 8,329 14,772 12,495 15,000 15,000 15,000 15,000 15,000 0 0 0 042.558.70.49.01 Subscriptions 5,329 80 0 1,050 1,050 1,050 1,050 1,050 0 0 0 042.558.70.49.02 Memberships 2,049 2,045 1,861 2,000 2,000 2,000 2,000 2,000 0 0 0 042.558.70.49.04 Registrations 2,344 3,055 2,990 3,000 3,000 3,000 3,000 3,000 0 0 0 042.558.70.49.06 Miscellaneous Services 0 130 281 0 0 0 0 0 0 0 0 042.558.70.49.10 Public Information 0 0 45,606 46,200 46,200 46,200 46,200 46,200 0 0 0 231,253 294,699 333,157 392,745 403,745 387,445 356,145 324,745 (16,300) (47,600) (79,000) Total Recurring Expenditures 671,955 953,649 917,138 1,119,829 1,045,762 1,014,355 983,055 951,655 (31,407) (62,707) (94,107) Total budget increase = (6.61%) (3.00%) (6.00%) (9.00%) Combined nonpayroll increase = 2.78% Nonrecurring items 099.558.70.41.05 Retail Recruitment Contract 0 23,000 25,000 0 0 0 0 0 0 0 0 Total Economic Development 671,955 976,649 942,138 1,119,829 1,045,762 1,014,355 983,055 951,655 (31,407) (62,707) (94,107) P:\1. General Governance\Budget\2021 Budget\Economic Development\Economic Development budget worksheet 2021 General Fund Community and Public Works Economic Development Division 001.040.042 042.558.70.10.00 042.558.70.10.01 042.558.70.20.00 042.558.70.20.01 042.558.70.31.01 042.558.70.31.03 042.558.70.31.05 042.558.70.35.01 042.558.70.41.05 042.558.70.41.0X 042.558.70.41.17 042.558.70.42.03 042.558.70.43.01 042.558.70.48.03 042.558.70.49.02 Wages Intern - Wages Payroll Taxes and Benefits - FICA, Medicare, L&l, PERS Intern - Payroll Taxes and Benefits Office & Operating Supplies - Copy costs and materials for brochures - Copy paper Publications - Chicago Books and Journals - Economic Development solutions publications Meeting Supplies - Regional Partner meetings - Business community meetings Small Tools & Minor Equipment Professional Services - Special Council for Economic Development services - Retail Recruitment contract Contracted Economic Development - GSI - Regional Site Selector - Spokane Valley Chamber of Commerce City Economic Development - Implementation of our strategic marketing plan includes website content development and support for the economic development website and development of targeted marketing materials for industry recruitment. Cell Phones Travel/Mileage - Inland Northwest Partners - International Economic Development Council (IEDC) - GSI, Visit Spokane and other regional partner meetings - Gas $300 + $100 Food Software Licenses & Maintenance - COSTAR, EMSI & Adobe Suite Subscriptions - National Association of Development Organization - Strong Towns - Journal of Business - International Council of Shopping Centers - Spokesman Review - Online 300 100 150 450 250 250 30,000 30,000 43,000 11,000 19,000 600 1,000 500 400 200 300 200 300 50 2021 Proposed Budget 441,067 13,954 182,843 1,153 400 600 500 1,500 60,000 73,000 200,000 995 2,500 15,000 1,050 Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\Economic Development\Economic Development budget worksheet 2021 General Fund Community and Public Works Economic Development Division 001.040.042 042.558.70.49.04 Memberships - International Economic Development Council (IEDC) 250 - Inland NW Economic Alliance 500 - American Planning Association; American Institute of 1,000 Certified Planners (AICP) - Inland Northwest Partners 250 042.558.70.49.07 Registrations - APA - Inland Empire Section 1,200 - International Economic Development Council (IEDC) 500 - Inland Northwest Partners 300 - GSI, Visit Spokane and other regional partner meetings 1,000 2021 Proposed Budget 2,000 3,000 042.558.70.49.10 Public Information 46,200 Hot Topic 4 Hot Topic newsletters mailed ($11,000 x 4) 45,400 State of the City 350 invitation postcards printing 200 300 invitation postcards postage 100 Advertising 500 800 Total: 1,045,762 Page 2 of 2 001 General Fund 076 Parks & Recreation 000 Admin Division Employee Count - 2 FTEs P:11. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 000.576.80.10.00 Wages 182,718 187,864 201,179 210,736 219,155 219,155 219,155 219,155 0 0 0 000.576.80.10.01 Temp/Seasonal - Wages 5,795 4,525 4,635 8,555 8,726 8,726 8,726 8,726 0 0 0 000.576.80.10.99 Overtime 428 379 1,411 0 0 0 0 0 0 0 0 000.576.80.20.00 Payroll Taxes and Benefits 52,952 55,747 58,489 63,113 64,054 64,054 64,054 64,054 0 0 0 000.576.80.20.01 Temp/Seasonal - PR Tax & Benefits 870 626 637 723 732 732 732 732 0 0 0 242,763 249,141 266,351 283,127 292,667 292,667 292,667 292,667 0 0 0 Supplies 000.576.80.31.01 Office & Operating Supplies 476 1,114 1,360 1,500 1,500 1,500 1,500 0 0 0 (1,500) 000.576.80.31.06 Safety Equipment 0 5 0 0 0 0 0 0 0 0 0 000.576.80.31.07 Clothing & Uniforms 0 0 0 500 500 0 0 0 (500) (500) (500) 000.576.80.31.08 Repair & Maintenance Supplies 0 27 0 0 0 0 0 0 0 0 0 000.576.80.31.10 Vehicle Maintenance Supplies 19 47 113 0 0 0 0 0 0 0 0 000.576.80.32.01 Fuel 1,529 1,433 1,305 2,000 2,000 2,000 2,000 2,000 0 0 0 000.576.80.35.01 Small Tools & Minor Equipment 444 0 0 1,000 1,000 0 0 0 (1,000) (1,000) (1,000) 2,468 2,626 2,778 5,000 5,000 3,500 3,500 2,000 (1,500) (1,500) (3,000) Other Services & Charges 000.576.80.41.03 Spokane County GIS 0 98 51 500 500 500 500 500 0 0 0 000.576.80.41.05 Professional Services 17,643 12,005 34,366 35,000 30,000 30,000 25,000 25,000 0 (5,000) (5,000) 000.576.80.41.17 Advertising 400 0 0 0 0 0 0 0 0 0 0 000.576.80.41.18 Legal Notices 0 0 0 500 500 500 500 500 0 0 0 000.576.80.42.01 Postage 386 476 487 500 500 500 500 500 0 0 0 000.576.80.42.02 Telephone Services 609 617 648 650 650 650 650 650 0 0 0 000.576.80.42.03 Cell Phones 0 279 468 0 0 0 0 0 0 0 0 000.576.80.43.01 Travel/Mileage 1,099 1,717 624 2,850 2,100 2,100 2,100 0 0 0 (2,100) 000.576.80.44.03 Taxes and Assessments 11,089 12,702 9,910 13,000 13,000 13,000 13,000 13,000 0 0 0 000.576.80.45.07 Interfund vehicle lease 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 0 0 0 000.576.80.48.01 Equipment Repair & Maintenance 495 3 0 0 0 0 0 0 0 0 0 000.576.80.48.02 Copier Maintenance 1,329 725 780 1,000 1,000 1,000 1,000 1,000 0 0 0 000.576.80.48.03 Software Licenses and Maint 0 0 133 500 500 500 500 500 0 0 0 000.576.80.49.01 Subscriptions 299 0 168 200 200 200 200 200 0 0 0 000.576.80.49.02 Memberships 1,165 1,220 1,236 1,300 1,300 1,300 1,300 1,300 0 0 0 000.576.80.49.03 Printing & Binding 1,092 38 1,639 1,100 1,100 1,100 1,100 0 0 0 (1,100) 000.576.80.49.04 Conference Registrations 1,347 640 389 1,000 1,450 1,450 1,450 0 0 0 (1,450) 42,953 36,520 56,899 64,100 58,800 58,800 53,800 49,150 0 (5,000) (9,650) Total Recurring P&R Admin Division 288,184 288,287 326,028 352,227 356,467 354,967 349,967 343,817 (1,500) (6,500) (12,650) Total budget increase = Combined nonpayroll increase = (7.67%) Page 1 of 2 1.20% (0.42%) (1.82%) (3.55%) 001 General Fund 076 Parks & Recreation 000 Admin Division Employee Count - 2 FTEs Nonrecurring Items 099.575.50.48.01 099.594.73.64.01 099.594.76.63.06 099.594.76.63.06 266.594.75.XX.XX CenterPlace flooring replacement Office Furniture & Equipment Park Structures - Donation Browns Park Water Lines CenterPlace AV Project Total Nonrecurring P&R Admin Divisi 364,346 50,679 P:11. General Governance\Budget12021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual Total P&R Admin Division 16,061 0 28,322 12,230 307,733 50,918 0 0 0• (239) 0 0 0 0 0 0 2020 Budget 0 9,500 0 0 0 9,500 2021 Proposed Budget 0 0 0 0 0 0 652 530 338 966 326 028 361 727 356,467 3% Reduction 0 0 0 0 0 0 Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 354 967 349 967 343 817 (1 500) (6 500) (12,650) Total Recurring for All Divisions Admin 352,227 356,467 354,967 349,967 343,817 Maint 917,500 940,003 907,403 885,103 882,603 Rec 325,921 328,534 328,534 328,534 324,984 Aquatics 501,853 510,053 466,053 417,603 372,353 Senior 43,447 35,403 35,403 35,403 34,053 CP 965,359 972,214 952,214 915,714 891,214 3,106,307 3,142,674 3,044,574 2,932,324 2,849,024 Combined increase for all divisions = NonPayroll Admin Maint Rec Aquatics Senior CP 2020 69,100 917,500 94,840 501,853 7,100 427,276 1.17% 2021 63,800 940,003 98,050 510,053 7,100 429,276 2,017,669 2,048,282 Combined nonpayroll increase for all divisions = 1.52% (3.12%) (6.69%) (9.34%) (1,500) (32,600) 0 (44,000) 0 (20,000) (98 100) (6,500) (54,900) 0 (92,450) 0 (56,500) (12,650) (57,400) (3,550) (137,700) (1,350) (81,000) (210,350) (293,650) Page 2 of 2 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 000 ADMINISTRATION DIVISION 000.576.80.10.00 Salaries & Wages 000.576.80.10.01 Temporary/Seasonal Wages 000.576.80.20.00 Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS 000.576.80.20.01 Temporary/Seasonal Payroll Taxes and Benefits 000.576.80.31.01 Office & Operating Supplies _ Items printed & mounted _ Printer Cartridges: 2@$86, 2@$58 _ Copy paper Misc. Supplies: Post-lt Notes, calendars, labels, paper clips, binder clips, staples paper, letterhead, pens, pencils/leads, sheet protectors, binders, folders, etc. 2021 Proposed Budget 219,155 8,726 64,054 732 1,500 000.576.80.31.07 Clothing & Uniforms 500 000.576.80.32.01 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 500 000.576.80.41.05 Professional Services 30,000 _ DNR Public Access Consultant 10,000 - Misc. Consultant Services 20,000 000.576.80.41.18 Legal Notices 500 000.576.80.42.01 Postage 500 000.576.80.42.02 Telephone Services 650 _ Alarm monitoring at Mirabeau Meadows 000.576.80.43.01 Travel/Mileage _ WRPA Conference - Spokane _ NRPA Conference - Nashville 250 1,850 2,100 000.576.80.44.03 Taxes and Assessments 13,000 000.576.80.45.07 Interfund Vehicle Lease 6,000 000.576.80.48.02 Copier Maintenance 1,000 000.576.80.48.03 Software Licenses and Maintenance 500 000.576.80.49.01 Subscriptions 200 Page 1 of 11 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 000.576.80.49.02 Memberships _ Director - WA Recreation and Parks Assoc (WRPA) 500 _ Director - Natl' Recreation and Parks Assoc (NRPA) 500 _ Administrative Staff 300 000.576.80.49.03 Printing & Binding _ Brochures, flyers 000.576.80.49.04 Conference Registrations _ WRPA Conference - Spokane _ NRPA Conference - Nashville 800 650 2021 Proposed Budget 1,300 1,100 1,450 Total 356,467 Page 2 of 11 001 General Fund 076 Parks & Recreation 300 Maintenance Supplies 300.576.80.31.08 300.576.80.35.01 Repair & Maintenance Supplies Small Tools & Minor Equipment P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 1,625 0 1,625 414 0 414 381 0 381 2020 Budget 2,000 1,500 3,500 2021 Proposed Budget 2,000 1,500 3,500 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 6% Reduction 9% Reduction 2021 Budget - Line Item Changes 3% 6% 9% Reduction Reduction Reduction 2,000 0 0 0 (2,000) (2,000) 1,500 0 0 0 (1,500) (1,500) 3,500 0 0 0 (3,500) (3,500) Other Services & Charges 300.576.80.41.05 Parks Maintenance Contract 774,288 808,854 847,503 830,000 847,503 814,903 798,603 798,603 (32,600) (48,900) (48,900) 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 14,490 15,086 17,351 17,000 18,000 18,000 18,000 18,000 0 0 0 300.576.80.47.02 Water 25,825 33,266 38,771 35,000 39,000 39,000 39,000 39,000 0 0 0 300.576.80.47.03 Sewer 6,021 6,023 6,209 7,000 7,000 7,000 7,000 7,000 0 0 0 300.576.80.49.06 Miscellaneous Services 4,484 2,893 0 5,000 5,000 5,000 2,500 0 0 (2,500) (5,000) 300.594.76.41.02 Engineering & Architectural 0 0 5,540 0 0 0 0 0 0 0 0 845,108 886,122 935,374 914,000 936,503 903,903 885,103 882,603 (32,600) (51,400) (53,900) Total Maintenance 846,733 886,536 935,755 917 500 940,003 907 403 885 103 882 603 (32,600) (54,900) (57,400) Total budget increase = 2.45% (3.47%) (5.84%) (6.11%) Combined nonpayroll increase = 2.45% P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 300 MAINTENANCE DIVISION 300.576.80.31.08 Repair & Maintenance Supplies _ Items not covered under maintenance contract 300.576.80.35.01 Small Tools & Minor Equipment _ Items not covered under maintenance contract 300.576.80.41.05 Park Maintenance Services _ Senske Contract that includes: mowing, watering, litter control, vegetation management, shelter & restroom maintenance, snow removal, play equipment repair, reservations, Centennial and Appleway trails, etc. 300.575.80.41.06 Centennial Trail Maintenance Fund 300.576.80.47.01 Electricity 300.576.80.47.02 Water 300.576.80.47.03 Sewer 300.576.80.49.06 Miscellaneous Services _ Sullivan Park - water testing 500 _ Honey Buckets - Mirabeau Trailhead 2,000 _ Misc. Services 2,500 2021 Proposed Budget 2,000 1,500 847,503 20,000 18,000 39,000 7,000 5,000 Total 940,003 Page 3 of 11 001 General Fund 076 Parks & Recreation 301 Recreation Employee Count - 2 FTE P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Bud et - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Payroll Taxes/Benefits 301.571.10.10.00 Wages 30,819 49,667 52,687 87,002 87,358 87,358 87,358 87,358 0 0 0 301.571.10.20.00 Payroll Taxes and Benefits 10,857 25,916 27,227 52,744 50,043 50,043 50,043 50,043 0 0 0 301.571.20.10.01 Temp/Seasonal - Wages 46,289 47,185 63,084 79,721 81,315 81,315 81,315 81,315 0 0 0 301.571.20.10.99 Overtime 47 133 722 200 500 500 500 500 0 0 0 301.571.20.20.01 TempfSeasonal - PR Tax & Benefits 7,050 5,883 8,772 11,414 11,268 11,268 11,268 11,268 0 0 0 95,062 128,784 152,492 231,081 230,484 230,484 230,484 230,484 0 0 0 Supplies 301.571.20.31.01 Office & Operating Supplies 3,397 3,484 4,258 7,000 7,000 7,000 7,000 7,000 0 0 0 301.571.20.31.05 Meeting Supplies 122 0 0 0 0 0 0 0 0 0 0 301.571.20.31.06 Safety Equipment 183 53 62 450 450 450 450 450 0 0 0 301.571.20.31.07 Clothing & Uniforms 274 431 1,177 1,000 1,500 1,500 1,500 1,500 0 0 0 301.571.20.35.01 Small Tools & Minor Equipment 0 0 871 200 200 200 200 200 0 0 0 3,976 3,968 6,368 8,650 9,150 9,150 9,150 9,150 0 0 0 Other Services & Charges 301.571.10.49.01 Scholarship expense 525 712 547 500 500 500 500 500 0 0 0 301.571.10,49.23 Discount Expense 4,014 3,618 4,945 5,400 5,400 5,400 5,400 5,400 0 0 0 301.571.20,41.05 Professional Services 22,342 28,169 29,065 37,000 39,500 39,500 39,500 39,500 0 0 0 301.571.20.41.17 Advertising 400 867 1,359 750 1,000 1,000 1,000 1,000 0 0 0 301.571.20.42.01 Postage 591 819 463 900 900 900 900 900 0 0 0 301.571.20.42.03 Cell Phones 113 429 889 1,240 1,350 1,350 1,350 1,350 0 0 0 301.571.20.43.01 Travel/Mileage 0 672 4,778 2,850 2,050 2,050 2,050 0 0 0 (2,050) 301.571.20.45.03 Equipment Rental 0 0 313 0 0 0 0 0 0 0 0 301.571.20.48.02 Copier Maintenance 1,329 725 780 1,500 1,500 1,500 1,500 1,500 0 0 0 301.571.20.49.02 Memberships 251 279 267 0 500 500 500 500 0 0 0 301.571.20.49.03 Printing and Binding 4,607 1,800 4,828 5,000 5,000 5,000 5,000 5,000 0 0 0 301.571.20.49.04 Conference Registrations 269 528 2,487 1,350 1,500 1,500 1,500 0 0 0 (1,500) 301.571.20.49.06 Miscellaneous Services 19,101 18,710 17,235 28,900 28,900 28,900 28,900 28,900 0 0 0 301.589.30.01.00 Leasehold Excise Tax 770 8,417 770 800 800 800 800 800 0 0 0 54,312 65,745 68,726 86,190 88,900 88,900 88,900 85,350 0 0 (3,550) Total Recreation 153,350 198,497 227 586 325,921 328,534 328,534 328,534 324,984 0 0 (3,550) Total budget increase = Combined nonpayroll increase = 3.38% 0.80% 0.00% 0.00% (1.08%) P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 301 301.571.10.10.00 301.571.10.20.00 301.571.20.10.01 301.571.20.10.99 301.571.20.20.01 301.571.20.20.99 301.571.20.31.01 301.571.20.31.06 301.571.20.31.07 301.571.20.35.01 301.571.20.41.05 301.571.20.41.17 301.571.20.42.01 301.571.20.42.03 RECREATION DIVISION Salaries & Wages Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS Temporary/Seasonal Wages _ Recreation Interns _ Rec. Temp Seasonal Staff _ New teen summer camp staff Overtime _ Rec. Temp Seasonal Staff Temporary/Seasonal Benefits Employee Benefits OT Office & Operating Supplies _ Recreation Program Supplies _ Summer Camp T-shirts _ Rec. Coord. Office Supplies _ Business Cards Safety Equipment _ First Aid Supplies Clothing & Uniforms _ Rec. Temp Seasonal Staff T-shirts Small Tools & Minor Equipment _ Miscellaneous program items Professional Services _ First Student Field Trip Transportation for Camps _ Instructor/Presenter Fees _ Summer Outdoor Movies Screen & License (3) " Bands for Outdoor Concerts & Events _ Breakfast with Santa. Advertising _ Brochure distribution through media outlet _ Newspaper Advertisements Postage _ Rec guides, flyers, brochures, refunds, etc. Cell Phones 4,600 2,000 200 200 12,000 15,000 8,000 1,500 3,000 500 500 2021 Proposed Budget 87,358 50,043 81,315 500 11,268 7,000 450 1,500 200 39,500 1,000 900 1,350 Page 4of11 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 301.571.20.43.01 Travel/Mileage - NRPA Revenue Management School 1,850 - WCIA Recreation Training 150 - WPRA Annual Conference 50 301.571.20.48.02 Copier Maintenance 301.571.20.49.02 Memberships _ WRPA _ NRPA 301.571.10.49.01 Scholarship Expense _ Recreational program scholarships 301.571.10.49.23 Discount Expense 301.571.20.49.03 Printing & Binding _ Recreation Brochure (2 times a year) 250 250 301.571.20.49.04 Conference Registrations - NRPA Revenue Management School 1,000 - WCIA Conference 150 - WRPA Annual Conference 350 2021 Proposed Budget 2,050 1,500 500 500 5,400 5,000 1,500 301.571.20.49.06 Miscellaneous Services 28,900 _ Summer Day Camp Field Trips 15,000 _ Program Banners 1,600 _ Dog Swim/Parents Night 400 _ Game On 1,000 _ First Aid/CPR Training 1,000 _ Teen Program 5,000 _ Howl 0 Ween 500 _ Summer Park Program Kick Off Events 1,000 _ Summer Concert on West Lawn 500 _ Supplemental budget requests 2,900 301.589.30.01.00 Leasehold Excise Tax 800 _ For Western Dance Hall Total 328,534 Page 5 of 11 001 General Fund 076 Parks & Recreation 302 Aquatics Supplies 302.576.20.31.01 302.576.20.35.01 Office & Operating Supplies Small Tools & Minor Equipment P:\1. General Governance\Budget12021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 42 0 240 0 42 240 37 0 37 2020 Budget 500 1,500 2,000 2021 Proposed Budget 500 1,500 2,000 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 500 500 0 0 0 (500) 1,500 1,000 500 0 (500) (1,000) 2,000 1,500 500 0 (500) (1,500) Other Services & Charges 302.576.20.41.01 Merchant Charges (Bankcard Fees) 1,024 863 776 1,500 1,500 1,500 1,500 302.576.20.41.05 Professional Services 390,804 417,433 460,753 430,000 440,000 396,000 352,000 302.576.20.41.17 Advertising 294 0 0 500 500 500 250 302.576.20.42.02 Telephone Service 4,906 4,983 5,241 5,000 5,500 5,500 5,000 302.576.20.42.03 Cell Phones 1,240 960 1,391 0 0 0 0 302.576.20.44.03 Taxes and Assessments 3,479 3,822 1,826 5,000 2,500 2,500 2,500 302.576.20.47.01 Electricity 23,759 20,862 20,510 25,000 25,000 25,000 25,000 302.576.20.47.02 Water 11,841 11,874 11,884 13,500 13,500 13,500 13,500 302.576.20.47.03 Sewer 7,920 7,970 8,032 10,000 10,000 10,000 10,000 302.576.20.48.01 Equipment Repair & Maintenance 24,014 0 0 2,500 2,500 2,500 2,500 302.576.20.49.03 Printing & Binding 462 0 0 500 500 500 500 302.576.20.49.06 Miscellaneous Services 2,030 2,660 3,031 2,800 3,200 3,200 0 302.576.20.49.23 Scholarship Expense 0 0 0 700 500 500 500 302.589.30.01.00 Leasehold Excise Tax 2,853 0 1,926 2,853 2,853 2,853 2,853 474,626 471,427 515,370 499,853 508,053 464,053 416,103 Total Aquatics 1,500 0 0 0 308,000 (44,000) (88,000) (132,000) 0 0 (250) (500) 5,000 0 (500) (500) 0 0 0 0 2,500 0 0 0 25,000 0 0 0 13,500 0 0 0 10,000 0 0 0 2,500 0 0 0 500 0 0 0 0 0 (3,200) (3,200) 500 0 0 0 2,853 0 0 0 371,853 (44,000) (91,950) (136,200) 474,668 471,667 515,407 501,853 510,053 466,053 417,603 372,353 (44,0001 (92,450) (137,700) Total budget increase = 1.63% (8.63%) (18.13%) (27.00%) Combined nonpayroll increase = 1.63% P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 302 302.576.20.31.01 302.576.20.35.01 302.576.20.41.01 302.576.20.41.05 302.576.20.41.17 302.576.20.42.02 302.576.20.44.03 302.576.20.47.01 302.576.20.47.02 302.576.20.47.03 302.576.20.48.01 302.576.20.49.03 302.576.20.49.06 302.576.20.49.23 302.589.30.01.00 AQUATICS DIVISION Office & Operating Supplies Small Tools & Minor Equipment _ Misc. Equipment Merchant Charges (Bankcard Fees) Professional Services _ YMCA Maintenance & Management contract Advertising Telephone Service _ Phone & Data lines for three pools Taxes and Assessments Electricity Water Sewer Equipment Repair & Maintenance _ Misc. Equipment Printing & Binding _ Development & printing of aquatics brochure Miscellaneous Services _ Spokane Regional Health Permits Scholarship Expense _ Scholarships for swim lessons & swim team Leasehold Excise Tax _ For Splash Down Total 2021 Proposed Budget 500 1,500 1,500 440,000 500 5,500 2,500 25,000 13,500 10,000 2,500 500 3,200 500 2,853 510,053 Page 6 of 11 001 General Fund 076 Parks & Recreation 304 Senior Center Wages/Payroll Taxes/Benefits 304.575.50.10.00 Wages 304.575.50.20.00 Payroll Taxes and Benefits P:11. General Governance\Budget12021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with _ 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction 66,871 68,543 14,203 20,640 20,246 20,246 20,246 20,246 0 0 0 21,339 22,454 3,513 15707 8,057 8,057 8,057 8,057 0 0 0 88,210 90,997 17,716 36,347 28,303 28,303 28,303 28,303 0 0 0 Supplies 304.575.50.31.01 Office & Operating Supplies 407 109 0 500 500 500 500 500 0 0 0 304.575.50.31.06 Safety Equipment 0 104 0 0 0 0 0 0 0 0 0 304.575.50.35.01 Small Tools & Minor Equipment 185 0 0 1,100 1,100 1,100 1,100 1,100 0 0 0 592 213 0 1 600 1,600 1,600 1,600 1,600 0 0 0 Other Services & Charges 304.575.50.41.05 Professional Services 0 106 0 0 0 0 0 0 0 0 0 304.575.50.41.17 Advertising 0 0 0 500 500 500 500 500 0 0 0 304.575.50.42.01 Postage 0 0 0 50 50 50 50 50 0 0 0 304.575.50.43.01 Travel/Mileage 0 0 0 1,000 500 500 500 0 0 0 (500) 304.575.50.48.01 Equipment Repair & Maintenance 0 0 0 1,500 1,500 1,500 1,500 1,500 0 0 0 304.575.50.48.02 Copier Maintenance 1,329 725 781 1,000 1,000 1,000 1,000 1,000 0 0 0 304.575.50.49.02 Memberships 0 0 0 100 600 600 600 600 0 0 0 304.575.50.49.04 Conference Registrations 0 0 0 850 850 850 850 0 0 0 (850) 304.575.50.49.06 Miscellaneous Services 144 39 0 500 500 500 500 500 0 0 0 1,473 870 781 5,500 5,500 5,500 5,500 4,150 0 0 (1,350) Total Senior Center 90,275 92,080 18,497 43,447 35,403 35,403 35,403 34,053 0 0 (1,350) Total budget increase= (18.51%) 0.00% 0.00% (3.81%) Combined nonpayroll increase = 0.00% P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 304 SENIOR CENTER DIVISION 304.575.50.10.00 Salaries & Wages 304.575.50.20.00 Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS 304.575.50.31.01 Office & Operating Supplies _ 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 500 _ WRPA Conference 50 _ Value Summit, Dovia, etc. 450 2021 Proposed Budget 20,246 8,057 500 304.575.50.48.01 Equipment Repair & Maintenance 1,500 _ Clean greenhouse windows 304.575.50.48.02 Copier Maintenance 1,000 304.575.50.49.02 Memberships 600 _ WRPA & NRPA 500 - WSASC Membership 100 304.575.50.49.04 Registrations _ WRPA Conference 350 _ Misc. Trainings - Fall Prevention, Dovia, etc. 500 850 304.575.50.49.06 Miscellaneous Services 500 _ Professional speakers/seminars Total 35,403 Page 7 of 11 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs P:11. General GovernancelBudget12021 Budget\Parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 2020 Budget 2021 Proposed Budget 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with - 2021 Budget - Line Item Changes 6% 9% 3% 6% 9% Reduction Reduction Reduction Reduction Reduction Wages/Pavroll Taxes/Benefits 305.575.50.10.00 Wages 256,370 225,450 247,520 266,754 275,810 275,810 275,810 275,810 0 0 0 305.575.50.10.99 Overtime 2,948 2,865 3,298 2,000 2,000 2,000 2,000 2,000 0 0 0 305.575.50.20.00 Payroll Taxes and Benefits 138,339 132,973 135,574 162,313 156,291 156,291 156,291 156,291 . 0 0 0 305.571.20.10.01 Temp/Seasonal - Wages 81,850 69,628 70,385 95,167 97,070 97,070 97,070 97,070 0 0 0 305.571.20.10.99 Temp/Seasonal - Overtime 397 0 0 0 0 0 0 0 0 0 0 305.571.20.20.01 Temp/Seasonal - PR Tax & Benefits 11,672 9,429 9,504 11,849 11,767 11,767 11,767 11,767 0 0 0 491,576 440,345 466,281 538,083 542,938 542,938 542,938 542,938 0 0 0 Supplies 305.575.50.31.01 Office & Operating Supplies 8,792 7,571 5,311 8,000 8,000 8,000 8,000 8,000 0 0 0 305.575.50.31.04 Linens 19,508 29,061 26,601 29,050 29,050 29,050 29,050 29,050 0 0 0 305.575.50.31.05 Meeting Supplies 0 0 0 500 500 500 500 500 0 0 0 305.575.50.31.06 Safety Equipment 39 87 0 500 500 500 500 500 0 0 0 305.575.50.31.07 Clothing & Uniforms 325 734 787 1,137 1,137 1,137 1,137 1,137 0 0 0 305.575.50.31.08 Repair & Maintenance Supplies 19,621 15,523 26,000 15,500 15,500 15,500 10,500 10,500 0 (5,000) (5,000) 305.575.50.31.09 Janitorial Supplies 11,591 9,511 11,196 10,000 10,000 10,000 7,500 7,500 0 (2,500) (2,500) 305.575.50.35.01 Small Tools & Minor Equipment 21,293 12,011 28,337 20,850 20,850 20,850 18,850 18,850 0 (2,000) (2,000) 81,169 74,498 98,232 85,537 85,537 85,537 76,037 76,037 0 (9,500) (9,500) Other Services & Charges 305.575.50.41.01 Merchant Charges (Bankcard Fees) 9,417 7,077 9,381 7,500 9,000 9,000 9,000 9,000 0 0 0 305.575.50.41.05 Professional Services 14,298 9,928 11,056 13,855 13,855 13,855 13,855 13,855 0 0 0 305.575.50.41.06 Janitorial Services 95,165 97,714 97,262 99,520 99,520 99,520 99,520 99,520 0 0 0 305.575.50.41.17 Advertising 16,330 26,037 44,139 60,000 60,000 40,000 20,000 0 (20,000) (40,000) (60,000) 305.575.50.41.18 Legal Notices 0 0 69 0 0 0 0 0 0 0 0 305.575.50.42.01 Postage 148 95 87 150 150 150 150 150 0 0 0 305.575.50.42.02 Telephone Service 4,476 4,801 4,228 4,850 4,850 4,850 4,850 4,850 0 0 0 305.575.50.42.03 Cell Phones 875 1,752 1,968 3,450 3,450 3,450 3,450 3,450 0 0 0 305.575.50.42.08 Internet Service 6,891 6,887 8,653 7,000 7,000 7,000 7,000 7,000 0 0 0 305.575.50.43.01 Travel/Mileage 190 953 2,108 2,000 2,150 2,150 2,150 0 0 0 (2,150) 305.575.50.45.03 Equipment Rental 0 0 145 0 0 0 0 0 0 0 0 305.575.50.47.01 Electricity 92,026 99,134 96,153 99,000 99,000 99,000 99,000 99,000 0 0 0 305.575.50.47.02 Water 5,221 5,737 4,569 5,950 5,950 5,950 5,950 5,950 0 0 0 305.575.50.47.03 Sewer 2,538 2,683 2,818 3,000 3,000 3,000 3,000 3,000 0 0 0 305.575.50.47.04 Waste Disposal 9,459 1,993 368 2,000 2,000 2,000 2,000 2,000 0 0 0 305.575.50.48.00 Equip Rental Maint-Contracted 0 0 0 500 500 500 500 0 0 0 (500) 305.575.50.48.01 Equipment Repair & Maintenance 21,228 25,229 15,618 17,000 17,000 17,000 10,000 10,000 0 (7,000) (7,000) 305.575.50.48.02 Copier Maintenance 1,329 725 780 800 800 800 800 800 0 0 0 305.575.50.48.03 Software Licenses and Maintenance 2,813 2,848 3,287 4,200 4,200 4,200 4,200 4,200 0 0 0 Page 1 of 2 001 General Fund 076 Parks & Recreation 305 CenterPlace Employee Count - 5 FTEs P:\1. General Governance\Budget\2021 Budget\parks & Recreation\P&R budget worksheet 2021 2017 2018 2019 Actual Actual Actual 305.575.50.49.02 Memberships 2,581 305.575.50.49.03 Printing & Binding 319 305.575.50.49.04 Registrations 1,772 305.575.50.49.06 Miscellaneous Services 3,128 305.589.30.01.00 Leasehold Excise Tax 7,114 Nonrecurring Items 099.575.50.41.19 305.594.73.64.01 Total Recurring Expenditures Additional Catering Office Furniture & Equipment Total CenterPlace 3,310 280 1,932 2,027 2,179 297,318 303,321 3,818 175 1,583 2,191 10,564 321,020 2020 Budget 4,120 500 1,500 2,665 2 179 341 739 2021 Proposed Budget 4,120 500 1,850 2,665 2,179 343,739 3% Reduction Budget Reduc ion Exercise (Does not reflect recommended course of action) 2021 Budget with 6% Reduction 9% Reduction 2021 Budget - Line Item Changes 3% Reduction 6% Reduction 9% Reduction 4,120 4,120 4,120 0 0 0 500 500 500 0 0 0 1,850 1,850 0 0 0 (1,850) 2,665 2,665 2,665 0 0 0 2,179 2,179 2,179 0 0 0 323,739 296,739 272,239 (20,000) (47,000) (71,500) 870,063 818,164 885,533 965,359 972,214 952,214 915,714 891,214 (20,000) (56,500) (81,000) Total budget increase = 0.71% (2.06%) (5.81 %) (8.33%) Combined nonpayroll increase = 0.47% 1,000 0 0 0 0 0 0 0 0 0 0 0 8,255 0 0 0 0 0 0 0 0 0 1,000 8,255 0 0 0 0 0 0 0 0 0 871,063 826,419 885,533 965359 972,214 952,214 915,714 891,214 (20,000) (56,500) (81,000) Page 2 of 2 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 305 CENTERPLACE DIVISION 305.575.50.10.00 Salaries & Wages 305.575.50.10.99 Overtime 305.575.50.20.00 Payroll Taxes and Benefits _ FICA, Medicare, L&I, PERS 305.571.20.10.01 Temporary/Seasonal Wages 305.571.20.20.01 Temporary/Seasonal Payroll Taxes and Benefits 305.575.50.31.01 Office & Operating Supplies - File Folders (20 boxes @ $15/box) 200 - Hanging File Folders (2 boxes @ $22/box) 90 - Supplies for Trade Shows 625 - Envelopes (6 boxes @ $50/box) 300 - Pens (24 boxes @ $6.50/box) 156 - Misc. office Supplies (white out, binders, post -it notes, etc.) 850 - Kitchenware (pumper pots, water pitchers, dish replacement) 1,700 Coffee & Coffee Supplies (creamer, stir sticks, cups, sugar) 1,250 - Kleenex (10 pack @ $9/pk) 90 - Flags (4) 200 - Labels (address labels, folder labels, etc.) 225 - Batteries (for cordless microphones) 300 - Tape 320 - Business cards 120 - First Aid Supplies 150 - Replacement AV Equipment 1,424 305.575.50.31.04 Linens _ Table linens & napkins for over 234 events 305.575.50.31.05 Meeting Supplies _ Easels, white board replacement, _ Projector bulbs 200 300 2021 Proposed Budget 275,810 2,000 156,291 97,070 11,767 8,000 29,050 500 305.575.50.31.06 Safety Equipment 500 _ Servicing fire extinguishers 305.575.50.31.07 Clothing & Uniforms 1,137 _ 20 staff shirts (2 per person) @ $36/shirt 720 _ 10 staff zip jacket or pullover (1/pp) @ 41.71/ea 417 Page 8of11 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 305.575.50.31.08 Repair & Maintenance Supplies - Filters - Light bulbs - Misc. (nuts, bolts, glue, wood) - Paint & supplies - Electrical supplies 305.575.50.31.09 Janitorial supplies - Cleaning supplies - Paper products & garbage bags - Dishwasher/cleaning supplies - Carpet Cleaning - Floor waxing 305.575.50.35.01 Small Tools & Minor Equipment - Hand tools, extension cords - 25 new room chairs - 10 round tables - 10 6' banquet tables - 10 8' banquet tables - Misc. Equipment 305.575.50.41.01 Merchant Charges (Bankcard Fees) 305.575.50.41.05 Professional Services - Window washing - Alarm (monitoring agreement), repair & keys - Elevator - Life Safety Testing (sprinklers, backflows) - Rotor Rooter - Misc. services (answering service) - Event Catering to be reimbursed by customers 305.575.50.41.21 Janitorial services - Contract with ISS Facility Services - Additional Room Set Up 2021 Proposed Budget 15,500 7,300 1,500 3,200 2,000 1,500 10,000 2,500 3,500 2,000 1,500 500 20,850 1,800 6,850 6,500 1,000 1,200 3,500 9,000 13,855 3,000 870 1,995 2,300 1,000 1,490 3,200 97,020 99,520 2,500 Page 9 of 11 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 General Fund Parks & Recreation - Detail 001.076 305.575.50.41.17 305.575.50.42.01 305.575.50.42.02 305.575.50.42.03 305.575.50.42.08 305.575.50.43.01 305.575.50.47.01 305.575.50.47.02 305.575.50.47.03 305.575.50.47.04 305.575.50.48.00 Advertising - Dex Advertising - Brochures & other printed materials - Marketing folders Event Promotion - Develop/Print ads - Website update & hosting renewal - Hagadone Black Book Regional Advertising (billboards or other media) - INBTA Business Fair Booth - INBA Business Fair Booth - GSI Business Fair Booth - Post Falls Business Fair Booth - Bridal Festival Booth (Jan & Sept) Postage _ Brochures, flyers, reservation quotes, refunds, etc. Telephone Service _ Five analog phone lines for alarms, fire, 911, elevator & credit card machine Cell Phones _ Coordinator Cell Phone _ 4 Cell phones (2 maint. and host) Internet _ Internet service at CenterPlace Travel/Mileage _ NRPA Revenue Management School _ WRPA Conference _ Mileage for various meetings Electricity Water Sewer Waste Disposal _ Waste Disposal _ Recycling Equip Rental Maint-Contracted 2,000 3,600 3,000 10,000 15,000 1,000 1,200 19,950 400 300 650 400 2,500 1,200 2,250 1,850 150 150 1,500 500 2021 Proposed Budget 60,000 150 4,850 3,450 7,000 2,150 99,000 5,950 3,000 2,000 500 Page 10 of 11 P:\1. General Governance\Budget\2021 Budget\Parks & Recreation\P&R budget worksheet 2021 530 300 225 1,000 110 500 General Fund Parks & Recreation - Detail 001.076 305.575.50.48.01 Equipment Repair & Maintenance - HVAC contract 9,000 - Misc. Equipment Repair 4,000 - Elevator Repair/maintenance 2,000 - Refrigerator repair 2,000 305.575.50.48.02 Copier Maintenance 305.575.50.48.03 Software Licenses and Maintenance 305.575.50.49.02 Memberships _ Greater Spokane Incorporated 800 _ Post Falls Chamber of Commerce 225 _ Spokane Valley Chamber of Commerce 650 _ National Park & Recreation Association 150 _ Washington Recreation & Park Association 250 _ IAVM 445 _ lnpro 300 _ Spokane Hotel Motel Association 350 _ Intl Assoc. of Business & Travel Professionals 500 _ Inland Northwest Business Alliance 150 _ West Plains Chamber 300 2021 Proposed Budget 17,000 800 4,200 4,120 305.575.50.49.03 Printing & Binding 500 _ Brochures & other printed material 305.575.50.49.04 Registrations 1,850 _ NRPA Revenue Management School 1,000 _ WRPA Conference 350 _ Misc. Trainings 500 305.575.50.49.06 Miscellaneous Services 2,665 - Motion Picture License - Spokane Valley Chamber meetings - Hotel Motel meetings - Miscellaneous - Elevator Permits - Boiling and operating permit - L&1 305.589.30.01.00 Leasehold Excise Tax 2,179 - For Caterer Total 972,214 Total Parks & Recreation: 3,142,674 Page 11 of 11 P:\1. General Governance\Budget\2021 Budget\Finance\supplemental requests CITY OF SPOKANE VALLEY, WA 2021 Budget Supplemental Requests 8/4/2020 Account Number Account Title Description Amount #001 - General Fund City Manager r 001.040.044.551.00.10/20.xx =001.040.044.551.00.30/40.xx 001.040.099.595.xx.xx.xx Wages, Payroll Taxes & Benefits Supplies, Prof Svc, Postage Cell Phones, Memberships Travel/Training Workstations Public Safety n _See attached listing for discussion of items. Parks & Recreation 1001.076.099.575.50.48.01 1001.076.099.575.50.48.01 n 1001.076.099.575.50.48.01 n 1001.076.099.576.80.48.01 Total parks & recreation Total General Fund Repair & Maintenance Repair & Maintenance Repair & Maintenance Repair & Maintenance #501 - Equipment Rental & Replacement Fund 501.000.000.594.48.64.06 501.000.000.594.42.64.06 501.000.000.594.42.64.06 Vehicle Vehicle Vehicle 2 FTEs to establish Housing & Homeless Services Division Supplies & services to establish Housing & Homeless Services Division Workstations to establish Housing & Homeless Services Division install stage fill speakers in the Great Room at CenterPlace repair failed pixels in video wall in the Great Room at CenterPlace reprogram Great Room A/V system to allow remote management repair/replace siding on Mirabeau Meadows restroom 237,000 14,800 10,000 261,800 6,346 6,505 12,499 30,000 55,350 317,150 recurring: r 251,800 nonrecurringn 65,350 replace one vehicle in Engineering fleet replace one vehicle in Street Dept. fleet replace one vehicle in Street Dept. fleet 317,150 35,000 47,500 47,500 Total Equipment Rental & Replacement Fund 130,000 Page 1 of 13 P:\1. General Governance\Budget\2021 Budget\Finance\Supplemental requests 2020 Valley Precinct Priority List Description of Work Project City Priority Level year Justification Synopsis Approximate expense HVAC Units 1 2021, 2022, 2023, 2024 The Units are 20+ years old. One of them has been leaking, we have been struggling to repair it. We have asked for investigation of all four units in order to determine if they can be repaired or they need to be replaced, how soon and how many at a time. $25,000 each Secured Parking Access Control Gate 2 2021 The in -ground loop which allows the officers to enter/leave the secured parking area is working poorly and the ground is settling which is causing connectivity issues. A better method of allowing the gate to open and close without the officers opening the windows to their cars. 20,000 Wainscoting on uncovered walls 3 2020 many of the walls at the Precinct have been covered with a vinyl wainscoting. This has helped to keep the lower four feet of the walls freer from damage. If all the hallways and highly used rooms were covered in the same, we could cut down on the damage to the sheetrock in the building. 3,000 Fire suppression system 4 2020 #1 shut off needs to be replaced now, will not turn off, Tampers have failed and need replacement under 5K Removal of trees in front parking lot, 5 2020 asphalt is getting pushed up from roots, 8 trees total $5,000 Fire Panel replacement, 6 2021 panel is very old and needs updating, ongoing troubles and issues with the current one $10,000 Supplemental requests 2020 Valley Precinct Priority List P:\1. General Governance\Budget\2021 Budget\Finance\Supplemental requests 2020 Valley Precinct Priority List lighting for the exira 101 7 2020 lighting in order to secure the extra lot behind the Precinct building $20,000 security cameras for extra lot 8 2021 security cameras for the extra lot behind the Precinct building - it seems the officers will need this to tie into their current system and we will need to contract with the County sub -contractors in order to accomplish this. $20,000 Remodel of existing Patrol Sergeant work area 9 2024 Current workspace is cramped and does not allow for any individual storage or effective collaboration. Nine sergeants currently work in an office originally staffed by two detectives. Would use the existing space more effectively and efficiently. $$ ree and debris removal in extra lot 10 2023 there is tree and debris in the new parcel behind the Precinct which needs to be cleaned up. $8,000 Sealing and re -stripping of the asphalt, At the very least re -stripping. 11 2023 Asphalt is cracked, worn and getting pushed up, heaving in many places. $10,000 access improvement to extra lot 12 2023 allow access to paved portion of extra lot. Reduce the size of the swale, fill in to add a drive isle to access already paved area in spare parcel. Fill, gravel, grading, paving, repair fence to allow access through, $15,000 Carpet for 6 offices 13 2025 In keeping with continuous upgrades to the facility this is in line with other upgrades. $$ Supplemental requests 2020 Valley Precinct Priority List P:\1. General Governance\Budget\2021 Budget\Finance\Supplemental requests 2020 Valley Precinct Priority List Access lane (for driving from existing area Co new area), paving, lighting and security cameras for unimproved lot south of the Precinct. {Eventually adding a building to house evidence and seized vehicles would be ideal but not part of this initial request} 14 break into smaller sections Secure parking area has been a constant issue since we moved into the facility. Lack of secure, fenced well -lit parking for police vehicles (marked and unmarked) as well as evidence/seized vehicles. There are currently approx. 42 parking spaces around the precinct inside the secure area. We need an estimated 64 total spaces minimum on current staffing and amount of investigative activity. $$$ The exterior of the building, below the green could use a paint job 15 2022 Paint is getting worn, chipped, faded. Power washing, then painting $35,000 Expansion of gym area into existing men's locker room 16 2026 Would allow for more employees to access the equipment at one time; would increase space between employees (COVID concerns). Deputy Sheriff's Association supplies all equipment in the facility. $$ K9 Kennel/Dog Run 17 N/A We are removing tnis from the neeas fist. Continue with LED bulb replacement in facility, on going halfway done currently, saves time and labor to replace bulbs as they burn out Supplemental requests 2020 Valley Precinct Priority List BUD-1 JUSTIFICATION FOR PERSONNEL OR WORK PROGRAM CHANGES Department Name Program Fund No. Housing and Homeless Services General Fund Reason for changes in personnel or work program Please see attached justification. Total Cost of Change Personnel Services (Itemize by line -item detail only) BARS Number Budget Year Estimated Cost Wages, PR Taxes & Benefits (2.0 FTEs) 001.040.04?.???.??. xx.xx 2021 237,000 Wages, PR Taxes & Benefits (2.0 FTEs) 2022 237,000 Wages, PR Taxes & Benefits (2.5 FTEs) 2023 292,000 Wages, PR Taxes & Benefits (3.0 FTEs) 2024 346,000 Wages, PR Taxes & Benefits (3.0 FTEs) 2025 346,000 TOTAL 1,458,000 Materials and Services Supplies, Prof Svc, Postage, Cell phones, 001.040.04?.???.??. xx.xx 2021 14,800 Travel/Training, Memberships 2022 14,800 2023 14,800 2024 14,800 2025 14,800 TOTAL 74,000 Equipment Work stations 2021 10,000 2022 0 2023 5,000 2024 0 2025 0 TOTAL 15,000 Other 2021 0 2022 0 2023 0 2024 0 2025 0 TOTAL 0 Revenue Offset Budget Year 2021 0 2022 0 Estimated at: 2023 0 -20% of $650,000 CDBG + 2024 230,000 -20% of $500,000 recording fees 2025 230,000 TOTAL 460,000 Total 2021 Total 5-YearCost Less Revenue Offset Net Cost It is not yet known whether any portion of HB 1406 funds may be used to offset City employee payroll costs. City of Spokane Valley 7/29/2020 261,800 $ 1,547,000 $ (460,000) $ 1,087,000 Page 5 of 13 P:11. General GovernancelBudget12021 BudgetlCity Manager\Rationale for Housing and Homeless Services division.docx CITY OF SPOKANE VALLEY, WA 2021 Budget — Supplemental Request Rationale for Consideration of the Creation of a Housing and Homeless Services Division Over the past several years Spokane Valley has experienced a steady rise in the homeless population across our community that has become very noticeable to our community throughout our roadways, parks and the Appleway Trail. Addressing this issue has consumed substantial employee time in both the Spokane Valley Police Department, City Attorney's Office, Parks & Recreation and City Administration where one individual is spending roughly 25-30 hours per week attending to this topic at the expense of other assigned duties. In the past 16-months Council has heard 12 different Staff reports at Council meetings on topics related to homelessness including a June 16, 2020 discussion on a proposed Regional Bridge Shelter Homeless Housing project and July 7th and 21st discussions on a $2.7 million Department of Commerce grant program aimed at providing shelter services for the young adult homeless population aged 18-24. Also, in 2020 Council heard 4 separate reports from Staff on the HUD CDBG program and at that time contemplated ending our long standing practice of contracting with Spokane County to manage the program on our behalf and instead becoming our own Entitlement City. When Council chose to continue with the status quo it was in large part because we would not have had the time to be successful in that endeavor including: • Hiring the necessary Staff estimated to be 2-3 employees. • Producing a Consolidated Plan and Annual Action Plan. • Forming and populating an advisory committee to review and process CDBG applications. • Conducting applicant workshops Due to Council's continuing interest in developing local control over housing and homeless related topics I am recommending that Council consider the creation of a Housing and Homeless Services Division as a part of the 2021 Budget Development Process. The purpose of this new division would be to address homelessness in a more proactive manner and begin developing the plans necessary to become a HUD CDBG Entitlement City effective in 2024. The division would initially be comprised of 2 employees and their early work effort would include: 1. Freeing existing Staff up allow them to again work towards achieving responsibilities called out in their job descriptions by taking over addressing the variety of day-to-day local homeless issues that arise. 2. Review the Continuum of Care's recently adopted "5-year Plan to Prevent and End Homeless — 2020-2025" and determine how best to customize this into a program specifically designed for the City of Spokane Valley. 3. Work with regional partners where possible and when advantageous to Spokane Valley's interests. 4. Reignite Council discussions on the House Bill 1406 money now flowing into Spokane Valley, the proceeds of which are to be used to address Affordable and Supportive Housing. 5. Related to HUD CDBG efforts they would also begin development of a Consolidated Plan and all other necessary work to lay a firm foundation for Spokane Valley by the spring of 2023 in order to become an Entitlement City in January 2024. Becoming an Entitlement City would mean we would conceivably require a third employee by mid-2023. Page 6 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks & Recreation Capital 001.076 Description New stage fill speakers in Great Room - speakers would be installed to provide additional audio coverage in the front corners of the room. This would provide improve sound coverage closer to the stage. Items included in the cost: 2 TOA ceiling mounted speakers, amplifier, network switch, lift rental, cable installation and mounting. Section 1: Capital Equipment Request Unit Cost $6,346 Impact on Operating Budget X Quantity Circle One Replacement Addition 1 Total Cost $ 6,346.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs 6,346.00 $ 6,346.00 TOTALS $ 6,346.00 $ - $ - $ - $ - $ - $ 6,346.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley 7/29/2020 Page 7 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks & Recreation Capital 001.076 Description Great Room Video Wall Service - The video wall will be evaluated for failed pixels. Failed LED pixels will be replaced as necessary to restore the wall to full pixel operation. Repair to be done onsite. Section 1: Capital Equipment Request Unit Cost $6,505 Impact on Operating Budget X Quantity Circle One Replacement Addition 1 Total Cost $ 6,505.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs 6,505.00 $ 6,505.00 TOTALS $ 6,505.00 $ - $ - $ - $ - $ - $ 6,505.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley 7/29/2020 Page 8 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks & Recreation Capital 001.076 Description Great Room Control A/V System Programming - The current A/V system is not available. The solution is to rebuild the system programming which will allow changes to be made and incorporate remote management of the system. This programming would also fix and repair minor issues that we are experiencing with the A/V system. Section 1: Capital Equipment Request Unit Cost $12,499 Impact on Operating Budget X Quantity Circle One Replacement Addition 1 Total Cost $ 12,499.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs 12,499.00 $ 12,499.00 TOTALS $ 12,499.00 $ - $ - $ - $ - $ - $ 12,499.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ - TOTALS $ - $ - $ - $ - $ - $ - $ - City of Spokane Valley 7/29/2020 Page 9 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name Program Fund No. Parks & Recreation Capital 001.076 Description Repair and/or replace the exterior siding of the Mirabeau Meadows restroom. The siding has become unsightly over the past few years due to vandalism. This is one of our most heavily used parks. The 2019 Parks and Recreation master plan recommends that this improvement be completed in 2021. Section 1: Capital Equipment Request Unit Cost Impact on Operating Budget X Quantity Circle One Replacement Addition Total Cost $ 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs TOTALS $ - $ - $ - $ - $ - $ - $ - Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost $ 30,000.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost $ - Personnel Cost $ - Materials & Svcs $ 30,000.00 $ 30,000.00 TOTALS $ 30,000.00 $ - $ - $ - $ - $ - $ 30,000.00 City of Spokane Valley 7/29/2020 Page 10 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name: Program Fund No. Community & Public Works Engineering Division 501 Description Replace Fleet # 2-301 - 2004 Ford Taurus Existing vehicle is 16 years old with 112,000 miles and currently being used as a CIP inspection vehicle. With purchase of a new SUV, the existing 2003 Ford Explorer (2-300) will transfer to inspection and the new SUV will become the Engineering Division's pool vehicle. There is no increase to maintenance and fuel costs as this is a replacement vehicle. Section 1: Capital Equipment Request Unit Cost 35, 000.00 X Quantity Impact on Operating Budget Circle One Ceplacemen) 1 Addition Total Cost $ 35,000.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 30,000.00 - - - - - 30,000.00 Personnel Cost - - Materials & Svcs - - TOTALS 30,000.00 - - - - - 30,000.00 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 0 Personnel Cost 0 Materials & Svcs 0 TOTALS 0 0 0 0 0 0 0 City of Spokane Valley 7/29/2020 Page 11 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name: Program: Fund No. Community and Public Works Streets 501 Description Replace Fleet # 5-200 - 2008 Ford F-150 Existing vehicle is 12 years old with 105,000 miles and currently being used by the Streets Maintenance Superintendent. With purchase of a new pickup, this vehicle will be surplussed. There is no increase to maintenance and fuel costs as this is a replacement vehicle. Section 1: Capital Equipment Request Unit Cost 47, 500.00 X Quantity Impact on Operating Budget Circle One 1 Addition Total Cost $ 47, 500.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 47,500 - - - - - 47,500 Personnel Cost - - - - - - - Materials & Svcs - - - - - - - TOTALS 47,500 - - - - - 47,500 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 0 Personnel Cost 0 Materials & Svcs 0 TOTALS 0 0 0 0 0 0 0 City of Spokane Valley 7/29/2020 Page 12 of 13 BUD-2 CAPITAL OUTLAY REQUEST Department Name: Program: Fund No. Community and Public Works Streets 501 Description Replace Fleet # 5-215 - 2004 Ford F-150 Existing vehicle is 16 years old with 44,400 miles and currently being used by the Streets Maintenance crew. With purchase of a new pickup, this vehicle will be surplussed. There is no increase to maintenance and fuel costs as this is a replacement vehicle. Section 1: Capital Equipment Request Unit Cost 47, 500.00 X Quantity Impact on Operating Budget Circle One 1 Addition Total Cost $ 47, 500.00 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 47,500 - - - - - 47,500 Personnel Cost - - - - - - - Materials & Svcs - - - - - - - TOTALS 47,500 - - - - - 47,500 Section 2: Capital Improvement Request Example: Building remodel, new sidewalks, parks benches, etc. Impact on Operating Budget Total Cost 2021 2022 2023 2024 2025 2026 TOTALS Equipment Cost 0 Personnel Cost 0 Materials & Svcs 0 TOTALS 0 0 0 0 0 0 0 City of Spokane Valley 7/29/2020 Page 13 of 13 P:\1. General Governance \ Budget \2021 Budget\Engineering \v3 Street Fund budget worksheet 2021 (v3 051220) Community & Public Works Department Fund #101 - Street Fund Employee Count - 7.475 FTEs RECURRING ACTIVITY Wages / Payroll Taxes / Benefits 101.042.000.542.10.10.00 101.042.000.542.10.10.01 101.042.000.542.10.10.99 101.042.000.542.10.2x.00 101.042.000.542.10.2x.01 101.000.000.542.66.10.00 101.000.000.542.66.10.01 101.000.000.542.66.10.99 101.000.000.542.66.20.00 101.000.000.542.66.20.01 101.043.000.542.10.10.00 101.043.000.542.10.10.99 101.043.000.542.10.20.00 Supplies 101.042.000.542.10.31.04 101.042.000.543.50.31.06 101.042.000.542.10.31.08 101.042.000.542.10.31.10 101.042.000.542.10.32.01 101.042.000.542.10.35.01 101.042.000.542.30.31.08 101.042.000.542.30.35.01 101.042.000.543.50.31.01 101.042.000.543.50.31.08 101.042.000.543.50.35.01 101.042.000.542.64.35.01 101.043.000.542.50.31.08 101.043.000.542.50.35.01 Other Services & Charges 101.042.000.542.10.41.02 101.042.000.542.10.41.03 101.042.000.542.10.41.17 101.042.000.542.10.42.02 101.042.000.542.10.42.03 101.042.000.542.10.43.01 101.042.000.542.10.45.03 101.042.000.542.10.47.04 101.042.000.542.10.48.01 101.042.000.542.10.48.03 101.042.0 00.542.10. xx. xx 101.042.000.542.23.41.41 101.042.000.542.30.41.10 101.042.000.542.30.41.11 101.042.000.542.63.47.01 2017 2018 2019 Actual Actual Actual Wages Temp/Seasonal - Wages Overtime Payroll Taxes and Benefits Temp/Seasonal - Payroll Tax & Benefits Snow Plow - Wages Snow Plow - Temp/Seasonal Wages Snow Plow - Overtime Snow Plow - Payroll Taxes and Benefits Snow Plow - Temp/Seasonal Taxes & Benefi Bridge - Wages Bridge - Overtime Bridge - Payroll Taxes & Benefits Operating Supplies Safety Equipment Repair & Maintenance Supplies Vehicle Maintenance Supplies Fuel Small Tools & Minor Equipment Repair & Maintenance Supplies - Street Small Tools & Minor Equipment Office & Operating Supplies Repair & Mainenance Supplies - Euclid Small Tools & Minor Equip - Euclid Small Tools & Minor Equip - Traffic Repair & Maintenance Supplies - Bridge Small Tools & Minor Equipment - Bridge Engineering & Architectural Spokane County GIS Advertising Telephone Service Cell Phones Travel/Mileage Equipment Rental Waste Disposal Equipment Repair & Maintenance Software Licenses & Maintenance Signal Detection Replacement Program Uncollectible Accounts Expense Contract street maintenance Contract street maintenance -Ellen Rd Street Lighting 455,049 1,182 13,572 192,436 124 69,232 10,172 35,529 28,849 1,109 2,666 0 1,344 811,264 608 0 0 62 6,644 14,441 76,037 0 22 0 53 0 880 0 98,747 455,668 5,300 6,790 199,765 547 20,532 31,119 13,126 12,255 3,264 16,489 2,392 7,441 774,688 1,644 59 1,254 1,302 9,885 17,186 58,449 28 423 2,288 217 0 2,021 162 94,918 504,348 2,615 13,943 224,329 273 74,431 24,079 32,049 43,200 2,549 13,967 566 5,912 942,261 3,593 1,228 1,843 3,014 9,602 14,845 62,566 0 0 0 0 0 2,803 519 100,013 165,427 21 938 444 3,703 269 546 6,593 5,442 544 49,702 31,733 1,307,905 0 454,975 178,648 0 215 467 3,820 568 5,523 11,198 2,419 4,004 0 1,391 1,273,954 0 450,834 325,340 0 940 480 5,432 545 3,171 7,626 5,155 2,016 0 0 1,580,342 675 448,603 2020 Budget 552,074 37,067 10,000 258,766 3,699 82,592 28,514 30,000 38,712 2,647 10,582 0 4,960 2021 Proposed Budget 559,687 37,805 10,000 264,351 3,715 106,607 29,084 30,000 50,353 2,669 23,103 0 10,546 1,059,613 1,127, 920 2,000 0 0 6,000 10,000 11,000 90,000 0 0 1,050 0 25,000 500 500 146,050 4,000 0 0 6,000 10,000 15,000 83,500 0 0 1,550 0 35,000 500 500 156,050 Page 1 of 3 190,000 0 500 0 4,968 3,000 6,300 11,700 3,000 1,930 0 0 1,483,358 0 485,000 215,000 0 500 0 5,616 2,000 6,300 11,700 4,200 5,580 0 0 1,531,507 0 485,000 Increase/ Decrease from 2020 7,613 738 0 5,586 16 24,015 570 0 11,641 22 12,521 0 5,586 68,307 2,000 0 0 0 0 4,000 (6,500) 0 500 0 10,000 0 0 10,000 25,000 0 0 0 648 (1,000) 0 0 1,200 3,650 0 0 48,149 0 0 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) 101.042.000.542.63.47.02 Water & Sprinkler 70 0 16 0 0 0 101.042.000.542.64.48.44 Traffic Control Devices- Repair & Maint 4,975 11,179 27,851 20,000 20,000 0 101.042.000.542.90.41.24 Inland Empire Utility 0 0 0 5,000 5,000 0 101.042.000.542.90.45.07 Interfund Vehicle Lease (non -plow) 23,250 21,250 99,179 14,500 14,500 0 101.042.000.542.90.49.01 Subscriptions 0 756 1,980 3,476 3,350 (126) 101.042.000.542.90.49.02 Memberships -Professional Licenses 33,797 25,751 44,400 38,210 40,925 2,715 101.042.000.542.90.49.04 Registrations 999 1,647 974 3,500 2,900 (600) 101.042.000.543.30.49.18 Vehicle License & Registration 0 0 55 0 0 0 101.042.000.543.50.41.21 Janitorial Services 0 970 800 1,525 2,950 1,425 101.042.000.543.50.44.03 Taxes and Assessments 412 412 412 1,000 1,000 0 101.042.000.543.50.45.03 Equipment Rental 0 0 1,046 0 0 0 101.042.000.543.50.45.50 Operating Facilities Rent 2,518 2,544 2,820 2,550 2,550 0 101.042.000.543.50.47.01 Electricity 8,715 7,215 7,332 8,500 8,500 0 101.042.000.543.50.47.03 Sewer 286 399 290 450 450 0 101.042.000.543.50.47.04 Waste Disposal 1,140 99 0 1,200 1,200 0 101.042.000.543.50.47.05 Television Services 361 441 417 450 450 0 101.042.000.543.50.48.04 Repairs & Maintenance - Euclid 3,429 967 2,124 2,600 2,600 0 101.042.000.594.42.63.03 Traffic Control Improvements 0 0 0 70,000 77,000 7,000 101.043.000.542.10.41.02 Engineering & Architectural 13,650 13,233 21,340 35,000 35,000 0 101.043.000.542.50.41.05 Professional Services 15,764 0 3,597 0 0 0 101.043.000.542.50.43.01 Travel/Mileage 0 1,945 1,236 1,500 1,000 (500) 101.043.000.542.50.45.03 Equipment Rental 0 0 0 1,000 3,100 2,100 101.043.000.542.50.48.01 Bridge Maintenance 10,733 14,198 11,274 40,000 50,000 10,000 101.043.000.542.50.49.04 Registrations 0 0 33 750 450 (300) 101.043.236.542.xx.xx.xx Fancher Road Bridge Joint Repair 0 0 0 0 0 0 2,148,341 2,036,047 2,607,501 2,440,967 2,540,328 99,361 Snow Operations 101.000.000.542.66.31.04 Operating Supplies 204,319 268,399 401,663 270,000 270,000 0 101.000.000.542.66.31.06 Safety Equipment 0 0 804 0 0 0 101.000.000.542.66.31.08 Repair & Maintenance Supplies 84,346 43,528 16,569 40,000 5,000 (35,000) 101.000.000.542.66.31.10 Vehicle Maintenance Supplies 0 14,559 69,341 40,000 75,000 35,000 101.000.000.542.66.32.01 Fuel 29,640 15,743 25,092 30,500 30,500 0 101.000.000.542.66.35.01 Small Tools & Minor Equipment 7,154 5,214 5,274 5,500 5,500 0 101.000.000.542.66.41.05 Professional Services 160 259 1,148 800 800 0 101.000.000.542.66.41.11 Contract Street Maint/Preservation 0 0 828 0 0 0 101.000.000.542.66.41.12 Winter Snow Services 191,905 144,875 313,488 40,000 220,000 180,000 101.000.000.542.66.41.15 WSDOT Winter Snow Services 86,223 61,113 135,967 80,000 96,000 16,000 101.000.000.542.66.41.17 Advertising 410 566 500 500 500 0 101.000.000.542.66.42.01 Postage 19 0 0 0 0 0 101.000.000.542.66.45.03 Equipment Rental 5,624 0 6,384 15,000 27,000 12,000 101.000.000.542.66.48.01 Equipment Repair & Maintenance 0 0 53,605 0 0 0 101.000.000.542.66.45.07 Interfund Vehicle Lease (plow) 77,929 77,929 0 48,500 48,500 0 101.000.000.542.66.47.04 Waste Disposal 0 139 0 0 0 0 101.000.000.542.66.48.01 Equipment Repair & Maintenance 23,605 19,886 0 20,000 20,000 0 101.000.000.542.66.49.01 Subscriptions 3,068 3,341 2,335 1,476 1,352 (124) 101.000.000.542.66.49.02 Memberships 0 102 220 0 0 0 101.000.000.542.66.49.18 Vehicle License & Registration 180 0 0 0 0 0 714,582 655,653 1,033,218 592,276 800,152 207,876 Page 2 of 3 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Intergovernmental Services 101.000.000.517.78.46.55 Unemployment Claims 101.042.000.542.30.46.51 Street Maintenance -County 101.042.000.542.30.46.52 WSDOT Maintenance Contract Interfund Payments for Service 101.000.000.597.00.00.10 IF Transfer to 001 101.042.000.597.31.00.10 IF Transfer to 311 Total Recurring Activity 'NONRECURRING ACTIVITY Capital Outlays and Interfund 101.042.099.542.64.35.01 101.000.247.595.30.63.00 101.042.000.594.42.63.03 101.000.099.594.44.64.05 101.000.099.594.44.64.07 101.042.099.542.64.48.44 101.043.000.542. xx. xx. xx Payments for Service Small Tools & Minor Equipment Construction Traffic control improvements Heavy Duty Machinery & Equipment Capital Equipment Traffic Control Devices- Repair & Maint Sullivan Bridge Repair Battery Backups for Intersections Total Nonrecurring Activity Total Street Fund 101.000. = Snow Operations 101.043. = Bridge 705 2,442 846 626,853 691,264 584,329 121,438 132,911 134,098 748,996 826,617 719,273 39,700 67,342 107,042 39,700 67,342 107,042 0 0 0 0 0 0 737,000 750,000 13,000 185,000 185,000 0 922,000 935,000 13,000 0 0 0 0 0 0 0 0 0 4,628,972 4,494,965 5,402,266 5,160,906 5,559,450 398,544 0 0 0 0 0 0 0 15,579 15,579 0 21,216 17,252 0 0 10,478 0 0 48,946 25,339 0 131,965 7,295 10,115 0 0 0 174,714 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,644,551 4,543,911 5,576,980 5,160,906 5,559,450 398,544 Page 3 of 3 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 101.042.000.542.10.10.00 Wages 7.475 FTE's Wages (not counting Temp snow) calculated by. Total 101 wages - Bridge = Y. St = Yx 84%, Snow Yx 16% 101.042.000.542.10.10.01 Temp/Seasonal - Wages 101.042.000.542.10.10.99 Overtime 101.042.000.542.10.20.00 Payroll Taxes and Benefits 101.042.000.542.10.20.01 Temp/Seasonal - Payroll Tax & Benefits 101.000.000.542.66.10.00 Snow Plow - Wages 101.000.000.542.66.10.01 Snow Plow - Temp/Seasonal - Wages 101.000.000.542.66.10.98 Snow Plow - Overtime 101.000.000.542.66.20.00 Snow Plow - Payroll Taxes and Benefits 101.000.000.542.66.20.01 Snow Plow - Temp/Seasonal - Payroll Tax & Benefits 101.043.000.542.10.10.00 Bridge - Wages 101.043.000.542.10.10.99 Bridge - Overtime 101.043.000.542.10.20.00 Bridge - Payroll Tax & Benefits Supplies 101.042.000.542.10.31.04 2021 Proposed Budget 559,687 37,805 10,000 264,351 3,715 106,607 29,084 30,000 50,353 2,669 23,103 0 10,546 Operating Supplies 4,000 - street markers, cones, safety equip - paint for graffiti - soap for oil type spills - misc supplies, non asphalt/crackseal 101.042.000.542.10.31.10 Vehicle Maintenance Supplies 6,000 - Internal repairs for 5.5 vehicles , tools for vehicles - supplies for vehicles 101.042.000.542.10.32.01 Fuel 10,000 - Fuel for 5.5 vehicles 1.0 5-200: 2008 Ford F-150 (Shane) .5 5-201: 2007 Ford F-250 (Wes) .5 5-202: 2009 Ford F-550 (Shop Maint) 1.0 5-214: 2007 Chevy Colorado (Ryan) 1.0 5.215: 2004 Ford F--150 (Tom A) .5 5-216 : 2014 Ford F-150 (Dana) 1.0 5-217 : 2016 Ford F-250 (Tom) 101.042.000.542.10.35.01 Small Tools & Minor Equipment - Streets 15,000 - Non Vehicle tools, - Field tools, weedeaters ... 101.042.000.542.30.31.08 Repair & Maintenance Supplies - Street 83,500 - crack sealing - asphalt / coldmix - propane for crack seal melter Page 1 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 Other Services & Charges 101.042.000.542.10.41.02 Engineering & Architectural - Traffic Engineering Services (DEA) - Traffic Engineering Services (JUB) - Pavement Mgmt. - street scan - Principal Arterial Intersection traffic counts Added intersection counts for signal timing improvements. Turning counts - North Spokane Corridor (NSC) - Quiet zone study - 1/3rd of total cost 35,000 85,000 60,000 10,000 20,000 5,000 2021 Proposed Budget 215,000 101.042.000.542.10.41.17 Advertising 500 - Bid ads 101.042.000.542.10.42.03 Cell Phones 5,616 - Cell Phones (3) - Traffic mgr, Wes,Tom D @ 41.01/mo 1,476 - Cell Phones (4 @ 50%) - Dan, Dana, Don, Tom A 984 - I -phone: Shane $58/mo 696 - l-pads (3) - Traffic Mgr, Ryan, Shane @ 41.01 1,476 - Mobile Broadband (4 @.50%) - Dan, Dana, Don, Tom A 984 101.042.000.542.10.43.01 Travel/Mileage/Meals 2,000 - Mileage, Meals - Airfare, Car rental, Lodging 101.042.000.542.10.45.03 Equipment Rental 6,300 - Mastic and patcher rental (Arrow) 5,000 - Portable crane to remove/replace sander/dump body - 2x yr 1,300 101.042.000.542.10.47.04 Waste Disposal 11,700 - Dumping fees - local transfer stations from items in ROW and 11,000 clean green - Street Sweeping - 4% Street / 96% storm 700 101.042.000.542.10.48.01 Equipment Repair & Maintenance 4,200 - BNSF RR signal /gate repair 50% = COSV 1,000 - Repairs not done in house. Outside shop repairs 2,000 - Pedestrian & Bike counters 1,200 101.042.000.542.10.48.03 Software Licenses & Maintenance 5,580 - Adobe Acrobat - rental charge 180/yr 180 - Synchro plus SimTraffic 2,000 Every other year. Next 2021- Upgrade 0 - Bluebeam - renewal $149/yrx 2 300 - McTrans HCSS7 - Traffic Analysis tool 600 Sidra - Roundabout anaylsis 2,500 101.042.000.542.30.41.10 Contracted Street Maintenance 1,531,507 - Dead Animal Removal - City Streets 20,000 - Emergency Cleanup / On Call Spokane County Geiger 35,000 - $70,000 - 11-074, yearly auto renewal - 50% St/50% Storm - Emergency Spill Cleanup / On Call Able Cleanup 1,250 - $5,000 - Exp end of year - 25% St/75% Storm Emergency Cleanup - Asbestos 1,000 - 100% St - Emergency Traffic Control / On Call Senske 7,500 - $15,000 - Exp end of year - 50% St/50% Storm Page 2 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 101.042.000.542.30.49.03 101.042.000.542.63.47.01 101.042.000.542.90.41.24 101.042.000.542.90.45.07 101.042.000.542.90.49.01 101.042.000.542.90.49.02 - ROW.. Landscaping - $100,000 - 25% St/75% Storm - ROW: Weedspraying - $39, 000- Executed 2019, (4) 1 yr renewal options - 25% St/75% Storm - Street Sweeping AAA Sweeping - $560,000 - Executed 2019, (4) 1 yr renewal options - 4% St / 96 % Storm Street Repair & Maint Poe Asphalt - $1,500,000 Executed 2020, (4) renewal options - 90% St/ 10% Storm - Vegetation Management - $30, 000 50% street / 50% storm - Yearly 3% increase allows for same amount of service Calculation: 1,486,900 x 3% Printing & Binding - WSDOT Manual $50 Every even yr. - Qty 2 Next Check = 2022 Street Lighting - Yearly increase due to added lighting w/ city growth - now being replaced with LED Inland Empire Utility - 811 - Split 50/50 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 Interfund Vehicle Lease (non -plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund vehicles 25,000 9,750 22,400 1,350,000 15,000 44,607 0 Subscriptions - Generic 498 - Manual: ITE Trip Generation Every 3-4 yrs. Next Check = 2022 $1,150 0 MUTCD Manual 1,500 Tracking service (street / storm) April- Sept = Street, Oct -March = Snow - Vestige: (Portable) - Senske, Graders - $1840/yr Street 662 72% (6 mo) / Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 /yr Street 690 46% (6 mo) Storm 54% Memberships - Professional Licenses - Various Ecology, Chemical Handlers, Water Works 2,200 Operator, Hazardous memberships - SRTC - VISUM software 3,245 - SRTMC Management Fees 15,000 - currently no agency is paying - grant funded. Determined each year - SRTC Membership 19,000 - Transportation Professional Cert Board (2) 300 - Expires 2022 $300 - 2 PE Licenses $125 (2 yr renewal) 125 - TRB (Transportation Research Board) 300 2021 Proposed Budget 0 485,000 5,000 14,500 3,350 40,925 Page 3 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 101.042.000.542.90.49.04 Maintenance Shop - Euclid 101.042.000.543.50.31.08 101.042.000.543.50.41.21 101.042.000.543.50.44.03 101.042.000.543.50.45.50 101.042.000.543.50.47.01 101.042.000.543.50.47.03 101.042.000.543.50.47.04 101.042.000.543.50.47.05 101.042.000.543.50.48.04 Bridge 101.043.000.542.10.41.02 101.043.000.542.50.31.08 101.043.000.542.50.35.01 101.043.000.542.50.43.01 - ITE - ASCE - IMSA - IMSA Signal Tech Certification - every 3 years - Every 3 year Expires 2021 $100 Registrations STREET - 5 staff @ $400 (Shane, Tom, Mike /.50 Dan, Dana, Don, Tom A) TRAFFIC - 2 staff @ $450 (Sr Traffic , Ryan) Repair & Maintenance Supplies - Euclid All expenses are 50/50 with the Stormwater Fund - Janitorial Supplies - US Linen & Uniform - 1592/yr - Cleaning supplies - Consolidated Supply Co.- 400/yr - First Aid supplies - Freedom Sales - 100yr - Other - lights .... Janitorial Services - 50% St/50% Storm - Argus - 408.38/mo - daily cleaning started 11/2019 - Rugs (puchase, Argus cleans, replace as needed) Taxes & Assessments Operating Facilities Rent - Day Wireless - Tower rental /radios in plows 212.33/mo Electricity - Euclid Facility - Electricity at the Maint Facility: 17002 E. Euclid - 50% St/50% Storm (hard split) Sewer - Euclid Facility - Sewer at the Maint Facility: 17002 E. Euclid $55 / mo. Split 50 / 50 with Stormwater Waste Disposal - Euclid Facility - Garbage at the Maint Facility: 17002 E. Euclid Split 50/50 w/ Storm Television Service - Euclid Facility - Service provided to Maintenance Facility access to the latest news / weather rpts. - 50% street/50% storm, approx $75/mo Repair & Maintenance - Euclid Facility All expenses are 50/50 with the Stormwater Fund - Industrial Park Dues - Crown West Realty - Yearly Furnace Cleaned - Building Maintenance Engineering & Architectural - Bridge Engineering Consultant (Sargent) 10 inspections Repair & Maintenance Supplies - Bridge Paint, bolts Small Tools & Minor Equipment - Bridge Travel/Mileage - Bridge 300 270 85 100 2,000 900 800 200 50 500 2,450 500 1,100 500 1,000 2021 Proposed Budget 2,900 1,550 2,950 1,000 2,550 8,500 450 1,200 450 2,600 35,000 500 500 1,000 Page 4 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 101.043.000.542.50.45.03 Equipment Rental - Bridge UBIT - every 5 years. Year 2021 Other - yearly 101.043.000.542.50.48.01 Bridge Maintenance - General maintenance: annual, conditional replacing fencing, girders, guardrail, bearing pads 101.043.000.542.50.49.04 Registrations - Bridge - 1 staff @ $450 (Pete) Traffic 101.042.000.594.42.63.03 101.042.000.542.64.35.01 Traffic Control Improvements - Cabinet detection, greater $5k Small Tools & Minor Equipment - Traffic - Battery Backup, under $5k 101.042.000.542.64.48.44 Traffic Control Device - Repair & Maint (Failure) - Failure 2,600 500 2021 Proposed Budget 3,100 50,000 450 77,000 35,000 20,000 Snow Operations (101.000.000) 101.000.000.542.66.31.04 Operating Supplies - Snow Removal 270,000 - Liquid Magnesium Chloride 110,000 - Granular deicer 160,000 101.000.000.542.66.31.08 Repair & Maintenance - Snow Removal 5,000 - Snow plow damage to property - sod, mailbox ... 101.000.000.542.66.31.10 Vehicle Maintenance Supplies 75,000 - Internal repairs Plows (11), Sidewalk plows (2) - Gas for welder, cutting torch Norco - supplies for vehicles 101.000.000.542.66.32.01 Fuel - Snow Removal 30,500 - Fuel for 11 snow plows, 2 sidewalk plows, and .5 backhoe for avg snow fall winter 101.000.000.542.66.35.01 Small Tools & Minor Equipment - Snow Removal 5,500 - 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 220,000 - On Call Contract Drivers * Snow Grader under winter reserve fund 101.000.000.542.66.41.15 WSDOT Winter Snow Services 96,000 - Snow removal and treatment on Pines and Trent 101.000.000.542.66.41.17 Advertising 500 101.000.000.542.66.45.03 Equipment Rental 27,000 - Road grader rental 15,000 - Sidewalk plows 12,000 101.000.000.542.66.45.07 Interfund Vehicle Lease (plow) 48,500 - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund plows Page 5 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Street Fund budget worksheet 2021 (v3 051220) Street Fund Line Item Detail 101 101.000.000.542.66.48.01 101.000.000.542.66.49.01 Equipment Repair & Maintenance - Snow Removal - Outside shop repairs Subscriptions - Snow Removal Tracking service (street / storm) April- Sept = Street, Oct -March = Snow - Vestige: (Portable) - Senske, Graders - $1840/yr Street 662 72% (6 mo) /Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 /yr Street 690 46% (6 mo) Storm 54% Intergovernmental Services 101.042.000.542.30.46.51 Street Maintenance -County - Signals 470,000 - Signs 90,000 - Striping 120,000 - Legends 70,000 101.042.000.542.30.46.52 WSDOT Maintenance Contract - Signal / Illumination 50,000 - Roadway Maintenance 125,000 - Contingency 10,000 2021 Proposed Budget 20,000 1,352 750,000 185,000 Total: 5,559,450 Page 6of6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Community & Public Works Department Fund #101 - Street Fund Employee Count - 7.475 FTEs (RECURRING ACTIVITY Wages / Payroll Taxes / Benefits 101.042.000.542.10.10.00 Wages 101.042.000.542.10.10.01 101.042.000.542.10.10.99 101.042.000.542.10.2x.00 101.042.000.542.10.2x.01 101.000.000.542.66.10.00 101.000.000.542.66.10.01 101.000.000.542.66.10.99 101.000.000.542.66.20.00 101.000.000.542.66.20.01 101.043.000.542.10.10.00 101.043.000.542.10.10.99 101.043.000.542.10.20.00 Supplies 101.042.000.542.10.31.04 101.042.000.543.50.31.06 101.042.000.542.10.31.08 101.042.000.542.10.31.10 101.042.000.542.10.32.01 101.042.000.542.10.35.01 101.042.000.542.30.31.08 101.042.000.542.30.35.01 101.042.000.543.50.31.01 101.042.000.543.50.31.08 101.042.000.543.50.35.01 101.042.000.542.64.35.01 101.043.000.542.50.31.08 101.043.000.542.50.35.01 Other Services & Charges 101.042.000.542.10.41.02 101.042.000.542.10.41.03 101.042.000.542.10.41.17 101.042.000.542.10.42.02 101.042.000.542.10.42.03 101.042.000.542.10.43.01 101.042.000.542.10.45.03 101.042.000.542.10.47.04 101.042.000.542.10.48.01 101.042.000 542.10.42.03 101.042.000.542.10.48.03 101.042.000. 542.10.xx. x x 101.042.000.542.23.41.41 101.042.000.542.30.41.10 101.042.000.542.30.41.11 101.04 2.0 0 0.542.6 3.4 7.01 2017 2018 2019 Actual Actual Actual Temp/Seasonal - Wages Overtime Payroll Taxes and Benefits Temp/Seasonal - Payroll Tax & Benefits Snow Plow - Wages Snow Plow - Temp/Seasonal Wages Snow Plow - Overtime Snow Plow - Payroll Taxes and Benefits Snow Plow - Temp/Seasonal Taxes & Benefi Bridge - Wages Bridge - Overtime Bridge - Payroll Taxes & Benefits Operating Supplies Safety Equipment Repair & Maintenance Supplies Vehicle Maintenance Supplies Fuel Small Tools & Minor Equipment Repair & Maintenance Supplies - Street Small Tools & Minor Equipment Office & Operating Supplies Repair & Mainenance Supplies - Euclid Small Tools & Minor Equip - Euclid Small Tools & Minor Equip - Traffic Repair & Maintenance Supplies - Bridge Small Tools & Minor Equipment - Bridge Engineering & Architectural Spokane County GIS Advertising Telephone Service Cell Phones Travel/Mileage Equipment Rental Waste Disposal Equipment Repair & Maintenance Copier Maintenance Software Licenses & Maintenance Signal Detection Replacement Program Uncollectible Accounts Expense Contract street maintenance Contract street maintenance -Ellen Rd Street Lighting 455,049 1,182 13,572 192,436 124 69,232 10,172 35,529 28,849 1,109 2,666 0 1,344 811,264 455,668 5,300 6,790 199,765 547 20,532 31,119 13,126 12,255 3,264 16,489 2,392 7,441 774,688 504,348 2,615 13,943 224,329 273 74,431 24,079 32,049 43,200 2,549 13,967 566 5,912 942,261 2020 Budget 552,074 37,067 10,000 258,766 3,699 82,592 28,514 30,000 38,712 2,647 10,582 0 4,960 2021 Proposed Budget 559,687 37,805 10,000 264,351 3,715 106,607 29,084 30,000 50,353 2,669 23,103 0 10,546 1,059,613 1,127,920 Increase/ Decrease from 2020 7,613 738 0 5,585 16 24,015 570 0 11,641 22 12,521 0 5,586 68,307 608 0 0 62 6,644 14,441 76,037 0 22 0 53 0 880 0 98,747 1,644 59 1,254 1,302 9,885 17,186 58,449 28 423 2,288 217 0 2,021 162 94,918 3,593 1,228 1,843 3,014 9,602 14,845 62,566 0 0 0 0 0 2,803 519 100,013 165,427 21 938 444 3,703 269 546 6,593 5,442 0 544 49,702 31,733 1,307,905 0 454,975 178,648 0 215 467 3,820 568 5,523 11,198 2,419 0 4,004 0 1,391 1,273,954 0 450,834 325,340 0 940 480 5,432 545 3,171 7,626 5,155 0 2,016 0 0 1,580,342 675 448,603 2,000 0 0 6,000 10,000 11,000 90,000 0 0 1,050 0 25,000 500 500 146,050 Page 1 of 3 190,000 0 500 0 4,968 3,000 6,300 11,700 3,000 0 1,930 0 0 1,483, 358 0 485,000 2,000 0 0 6,000 10,000 10,000 83,500 0 0 1,550 0 25,000 500 500 139,050 190,000 0 500 0 5,616 2,000 6,300 11,700 4,200 150 5,580 0 0 766,250 0 300,000 0 0 0 0 0 (1,000) (6,500) 0 0 500 0 0 0 0 (7,000) 0 0 0 0 648 (1,000) 0 0 1,200 150 3,650 0 0 (717,108) 0 (185,000) P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) 101.042.000.542.63.47.02 Water & Sprinkler 70 0 16 0 0 0 101.042.000.542.64.48.44 Traffic Control Devices- Repair & Maint 4,975 11,179 27,851 20,000 20,000 0 101.042.000.542.90.41.24 Inland Empire Utility 0 0 0 5,000 5,000 0 101.042.000.542.90.45.07 Interfund Vehicle Lease (non -plow) 23,250 21,250 99,179 14,500 14,500 0 101.042.000.542.90.49.01 Subscriptions 0 756 1,980 3,476 3,350 (126) 101.042.000.542.90.49.02 Memberships -Professional Licenses 33,797 25,751 44,400 38,210 40,925 2,715 101.042.000.542.90.49.04 Registrations 999 1,647 974 3,500 2,900 (600) 101.042.000.543.30.49.18 Vehicle License & Registration 0 0 55 0 0 0 101.042.000.543.50.41.21 Janitorial Services 0 970 800 1,525 2,950 1,425 101.042.000.543.50.44.03 Taxes and Assessments 412 412 412 1,000 1,000 0 101.042.000.543.50.45.03 Equipment Rental • 0 0 1,046 0 0 0 101.042.000.543.50.45.50 Operating Facilities Rent 2,518 2,544 2,820 2,550 2,550 0 101.042.000.543.50.47.01 Electricity 8,715 7,215 7,332 8,500 8,500 0 101.042.000.543.50.47.03 Sewer 286 399 290 450 450 0 101.042.000.543.50.47.04 Waste Disposal 1,140 99 0 1,200 1,200 0 101.042.000.543.50.47.05 Television Services 361 441 417 450 450 0 101.042.000.543.50.48.04 Repairs & Maintenance - Euclid 3,429 967 2,124 2,600 2,600 0 101.042.000.594.42.63.03 Traffic Control Improvements 0 0 0 70,000 70,000 0 101.043.000.542.10.41.02 Engineering & Architectural 13,650 13,233 21,340 35,000 35,000 0 101.043.000.542.50.41.05 Professional Services 15,764 0 3,597 0 0 0 101.043.000.542.50.43.01 Travel/Mileage 0 1,945 1,236 1,500 1,000 (500) 101.043.000.542.50.45.03 Equipment Rental 0 0 0 1,000 3,100 2,100 101.043.000.542.50.48.01 Bridge Maintenance 10,733 14,198 11,274 40,000 50,000 10,000 101.043.000.542.50.49.04 Registrations 0 0 33 750 450 (300) 101.043.236.542.xx.xx.xx Fancher Road Bridge Joint Repair 0 0 0 0 0 0 2,148,341 2,036,047 2,607,501 2,440,967 1,558,221 (882,746) Snow Operations 101.000.000.542.66.31.04 Operating Supplies 204,319 268,399 401,663 270,000 270,000 0 101.000.000.542.66.31.06 Safety Equipment 0 0 804 0 0 0 101.000.000.542.66.31.08 Repair & Maintenance Supplies 84,346 43,528 16,569 40,000 5,000 (35,000) 101.000.000.542.66.31.10 Vehicle Maintenance Supplies 0 14,559 69,341 40,000 75,000 35,000 101.000.000.542.66.32.01 Fuel 29,640 15,743 25,092 30,500 30,500 0 101.000.000.542.66.35.01 Small Tools & Minor Equipment 7,154 5,214 5,274 5,500 5,500 0 101.000.000.542.66.41.05 Professional Services 160 259 1,148 800 800 0 101.000.000.542.66.41.11 Contract Street Maint/Preservation 0 0 828 0 0 0 101.000.000.542.66.41.12 Winter Snow Services 191,905 144,875 313,488 40,000 110,000 70,000 101.000.000.542.66.41.15 WSDOT Winter Snow Services 86,223 61,113 135,967 80,000 96,000 16,000 101.000.000.542.66.41.17 Advertising 410 566 500 500 500 0 101.000.000.542.66.42.01 Postage 19 0 0 0 0 0 101.000.000.542.66.45.03 Equipment Rental 5,624 0 6,384 15,000 7,500 (7,500) 101.000.000.542.66.48.01 Equipment Repair & Maintenance 0 0 53,605 0 0 0 101.000.000.542.66.45.07 Interfund Vehicle Lease (plow) 77,929 77,929 0 48,500 48,500 0 101.000.000.542.66.47.04 Waste Disposal 0 139 0 0 0 0 101.000.000.542.66.48.01 Equipment Repair & Maintenance 23,605 19,886 0 20,000 20,000 0 101.000.000.542.66.49.01 Subscriptions 3,068 3,341 2,335 1,476 1,352 (124) 101.000.000.542.66.49.02 Memberships 0 102 220 0 0 0 101.000.000.542.66.49.18 Vehicle License & Registration 180 0 0 0 0 0 714,582 655,653 1,033,218 592,276 670,652 78,376 Page 2 of 3 P:\1. General Governance\Budget \2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Intergovernmental Services 101.000.000.517.78.46.55 Unemployment Claims 705 2,442 846 0 0 0 101.042.000.542.30.46.51 Street Maintenance -County 626,853 691,264 584,329 737,000 750,000 13,000 101.042.000.542.30.46.52 WSDOT Maintenance Contract 121,438 132,911 134,098 185,000 185,000 0 748,996 826,617 719,273 922,000 935,000 13,000 Interfund Payments for Service 101.000.000.597.00.00.10 IF Transfer to 001 39,700 39,700 0 0 0 0 101.042.000.597.31.00.10 IF Transfer to 311 67,342 67,342 0 0 0 0 (NONRECURRING ACTIVITY Total Recurring Activity 107,042 107,042 0 0 0 0 4,628,972 4,494,965 5,402 266 5,160,906 4,430,843 (730,063) Capital Outlays and Interfund Payments for Service 101.042.099.542.64.35.01 Small Tools & Minor Equipment 0 0 25,339 0 0 0 101.000.247.595.30.63.00 Construction 0 21,216 0 0 0 0 101.042.000.594.42.63.03 Traffic control improvements 0 17,252 131,965 0 0 0 101.000.099.594.44.64.05 Heavy Duty Machinery & Equipment 0 0 7,295 0 0 0 101.000.099.594.44.64.07 Capital Equipment 0 0 10,115 0 0 0 101.042.099.542.64.48.44 Traffic Control Devices- Repair & Maint 0 10,478 0 0 0 0 101.043.000.542.xx.xx.xx Sullivan Bridge Repair 0 0 0 0 0 0 Battery Backups for Intersections 15,579 0 0 0 0 0 Total Nonrecurring Activity 15,579 48,946 174,714 0 0 0 Total Street Fund 4,644,551 4,543,911 5,576,980 5,160,906 4,430,843 (730,063) 101.000. = Snow Operations 101.043. = Bridge Page 3 of 3 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 101.042.000.542.10.10.00 Wages 7.475 FTE's Wages (not counting Temp snow) calculated by. Total 101 wages - Bridge = Y. St = Y x 84%, Snow Y x 16% 101.042.000.542.10.10.01 Temp/Seasonal - Wages 101.042.000.542.10.10.99 Overtime 101.042.000.542.10.20.00 Payroll Taxes and Benefits 101.042.000.542.10.20.01 Temp/Seasonal - Payroll Tax & Benefits 101.000.000.542.66.10.00 Snow Plow - Wages 101.000.000.542.66.10.01 Snow Plow - Temp/Seasonal - Wages 101.000.000.542.66.10.98 Snow Plow - Overtime 101.000.000.542.66.20.00 Snow Plow - Payroll Taxes and Benefits 101.000.000.542.66.20.01 Snow Plow - Temp/Seasonal - Payroll Tax & Benefits 101.043.000.542.10.10.00 Bridge - Wages 101.043.000.542.10.10.99 Bridge - Overtime 101.043.000.542.10.20.00 Bridge - Payroll Tax & Benefits 10,546 Supplies 101.042.000.542.10.31.04 Operating Supplies 2,000 - street markers, cones, safety equip - paint for graffiti - soap for oil type spills - misc supplies, non asphalt/crackseal 101.042.000.542.10.31.10 Vehicle Maintenance Supplies 6,000 - Internal repairs for 5.5 vehicles - tools for vehicles - supplies for vehicles 101.042.000.542.10.32.01 Fuel 10,000 - Fuel for 5.5 vehicles 1.0 5-200: 2008 Ford F-150 (Shane) .5 5-201: 2007 Ford F-250 (Wes) .5 5-202: 2009 Ford F-550 (Shop Maint) 1.0 5-214: 2007 Chevy Colorado (Ryan) 1.0 5.215: 2004 Ford F--150 (Tom A) .5 5-216 : 2014 Ford F-150 (Dana) 1.0 5-217 : 2016 Ford F-250 (Tom) 101.042.000.542.10.35.01 Small Tools & Minor Equipment - Streets 10,000 - Non Vehicle tools, Field tools, weedeaters ... 101.042.000.542.30.31.08 Repair & Maintenance Supplies - Street 83,500 - crack sealing - asphalt/coldmix - propane for crack seal molter 2021 Proposed Budget Other Services & Charges 101.042.000.542.10.41.02 Engineering & Architectural - Traffic Engineering Services (DEA) - Traffic Engineering Services (JUB) - Pavement Mgmt. - street scan - Principal Arterial Intersection traffic counts Added intersection counts for signal timing improvements. Turning counts - North Spokane Corridor (NSC) - Quiet zone study - 1/3rd of total cost 25,000 75,000 60,000 10,000 20,000 0 559,687 37,805 10,000 264,351 3,715 106,607 29,084 30,000 50,353 2,669 23,103 0 190,000 Page 1 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 101.042.000.542.10.41.17 Advertising - Bid ads 2021 Proposed Budget 500 101.042.000.542.10.42.03 Cell Phones 5,616 - Cell Phones (3) - Traffic mgr, Wes,Tom D @ 41.01/mo 1,476 - Cell Phones (4 @ 50%) - Dan, Dana, Don, Tom A 984 - l-phone: Shane $58/mo 696 - l-pads (3) - Traffic Mgr, Ryan, Shane @ 41.01 1,476 - Mobile Broadband (4 @.50%) - Dan, Dana, Don, Tom A 984 101.042.000.542.10.43.01 Travel/Mileage/Meals 2,000 - Mileage, Meals - Airfare, Car rental, Lodging 101.042.000.542.10.45.03 Equipment Rental 6,300 - Mastic and patcher rental (Arrow) 5,000 - Portable crane to remove/replace sander/dump body - 2x yr 1,300 101.042.000.542.10.47.04 Waste Disposal 11,700 - Dumping fees - local transfer stations from items in ROW and 11,000 clean green - Street Sweeping - 4% Street/96% storm 700 101.042.000.542.10.48.01 Equipment Repair & Maintenance 4,200 - BNSF RR signal /gate repair 50% = COSV 1,000 - Repairs not done in house. Outside shop repairs 2,000 - Pedestrian & Bike counters 1,200 101.042.000.542.10.48.02 Copier Maintenance 150 - Copier at Maint shop - Split 50/50 with Stormwater 101.042.000.542.10.48.03 Software Licenses & Maintenance 5,580 - Adobe Acrobat - rental charge 180/yr 180 - Synchro plus SimTraffic 2,000 Every other year. Next 2021- Upgrade 0 - Bluebeam - renewal $149/yrx 2 300 - McTrans HCSS7 - Traffic Analysis tool 600 Sidra - Roundabout anaylsis 2,500 101.042.000.542.30.41.10 Contracted Street Maintenance 766,250 - Dead Animal Removal - City Streets 20,000 - Emergency Cleanup / On Call Spokane County Geiger 35,000 - $70,000 - 11-074, yearly auto renewal - 50% St / 50% Storm - Emergency Spill Cleanup / On Call Able Cleanup 1,250 - $5,000 - Exp end of year - 25% St/75% Storm - Emergency Cleanup - Asbestos 0 . - 100% St - Emergency Traffic Control / On Call Senske 5,000 - $15,000 - Exp end of year - 50% St/50% Storm - ROW: Landscaping 12,500 - $100,000 - 25% St / 75% Storm - ROW: Weedspraying 0 - $39,000- Executed 2019, (4) 1 yr renewal options - 25% St/ 75% Storm - Street Sweeping AAA Sweeping 10,000 Page 2 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 101.042.000.542.30.49.03 101.042.000.542.63.47.01 101.042.000.542.90.41.24 101.042.000.542.90.45.07 101.042.000.542.90.49.01 101.042.000.542.90.49.02 101.042.000.542.90.49.04 - $560,000 - Executed 2019, (4) 1 yr renewal options - 4% St/96% Storm - Street Repair & Maint Poe Asphalt - $1,500,000 Executed 2020, (4) renewal options - 90% St/ 10% Storm - Vegetation Management - $30,000 50% street/50% storm - Yearly 3% increase allows for same amount of service Calculation: 1,486,900 x 3 Printing & Binding - WSDOT Manual $50 Every even yr. - Qty 2 Next Check = 2022 Street Lighting - Yearly increase due to added lighting w/ city growth - now being replaced with LED Inland Empire Utility - 811 - Split 50/50 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 Interfund Vehicle Lease (non -plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund vehicles 675,000 7,500 0 0 Subscriptions - Generic 498 - Manual: ITE Trip Generation Every 3-4 yrs. Next Check = 2022 $1,150 0 - MUTCD Manual 1,500 Tracking service (street / storm) April- Sept = Street, Oct -March = Snow - Vestige: (Portable) - Senske, Graders - $1840/yr Street 662 72% (6 mo) /Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 /yr 690 Street 46% (6 mo) Storm 54% Memberships - Professional Licenses - Various Ecology, Chemical Handlers, Water Works 2,200 Operator, Hazardous memberships - SRTC - VISUM software 3,245 - SRTMC Management Fees 15,000 - currently no agency is paying - grant funded. Determined each year - SRTC Membership 19,000 - Transportation Professional Cert Board (2) 300 - Expires 2022 $300 - 2 PE Licenses $125 (2 yr renewal) 125 Odd yr: Jerremy Even yr: Ryan - TRB (Transportation Research Board) - ITE - ASCE - IMSA - IMSA Signal Tech Certification - every 3 years - Every 3 year Expires 2021 $100 Registrations STREET 300 300 270 85 100 2021 Proposed Budget 0 300,000 5,000 14,500 3,350 40,925 2,900 Page 3 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 Maintenance Shop - Euclid 101.042.000.543.50.31.08 101.042.000.543.50.41.21 101.042.000.543.50.44.03 101.042.000.543.50.45.50 101.042.000.543.50.47.01 101.042.000.543.50.47.03 101.042.000.543.50.47.04 101.042.000.543.50.47.05 101.042.000.543.50.48.04 Bridge 101.043.000.542.10.41.02 101.043.000.542.50.31.08 101.043.000.542.50.35.01 101.043.000.542.50.43.01 101.043.000.542.50.45.03 101.043.000.542.50.48.01 - 5 staff @ $400 (Shane, Tom, Mike /.50 Dan, Dana, Don, Tom A) TRAFFIC - 2 staff @ $450 (Sr Traffic , Ryan) Repair & Maintenance Supplies - Euclid All expenses are 50/50 with the Stormwater Fund - Janitorial Supplies - US Linen & Uniform - 1592/yr - Cleaning supplies - Consolidated Supply Co.- 400/yr - First Aid supplies - Freedom Sales - 100yr - Other - lights .... Janitorial Services - 50% St/50% Storm - Argus - 408.38/mo - daily cleaning started 11/2019 - Rugs (puchase, Argus cleans, replace as needed) Taxes & Assessments Operating Facilities Rent - Day Wireless - Tower rental /radios in plows 212.33/mo Electricity - Euclid Facility - Electricity at the Maint Facility: 17002 E. Euclid - 50% St / 50% Storm (hard split) Sewer - Euclid Facility - Sewer at the Maint Facility: 17002 E. Euclid $55 / mo. Split 50 / 50 with Stormwater Waste Disposal - Euclid Facility - Garbage at the Maint Facility: 17002 E. Euclid Split 50/50 w/ Storm Television Service - Euclid Facility - Service provided to Maintenance Facility access to the latest news / weather rpts. - 50% street/50% storm, approx $75/mo Repair & Maintenance - Euclid Facility All expenses are 50/50 with the Stormwater Fund - Industrial Park Dues - Crown West Realty - Yearly Furnace Cleaned - Building Maintenance Engineering & Architectural - Bridge Engineering Consultant (Sargent) 10 inspections Repair & Maintenance Supplies - Bridge Paint, bolts Small Tools & Minor Equipment - Bridge Travel/Mileage - Bridge Equipment Rental - Bridge UBIT - every 5 years. Year 2021 Other- yearly Bridge Maintenance - General maintenance: annual, conditional replacing fencing, girders, guardrail, bearing pads 2,000 900 800 200 50 500 2,450 500 1,100 500 1,000 2,600 500 2021 Proposed Budget 1,550 2,950 1,000 2,550 8,500 450 1,200 450 2,600 35,000 500 500 1,000 3,100 50,000 Page 4 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 101.043.000.542.50.49.04 Traffic 101.042.000.594.42.63.03 101.042.000.542.64.35.01 101.042.000.542.64.48.44 Registrations - Bridge - 1 staff @ $450 (Pete) Traffic Control Improvements - Cabinet detection, greater $5k Small Tools & Minor Equipment - Traffic - Battery Backup, under $5k Traffic Control Device - Repair & Maint (Failure) - Failure Snow Operations (101.000.000) 101.000.000.542.66.31.04 Operating Supplies - Snow Removal - Liquid Magnesium Chloride - Granular deicer 101.000.000.542.66.31.08 101.000.000.542.66.31.10 101.000.000.542.66.32.01 101.000.000.542.66.35.01 101.000.000.542.66.41.05 101.000.000.542.66.41.12 101.000.000.542.66.41.15 101.000.000.542.66.41.17 101.000.000.542.66.45.03 101.000.000.542.66.45.07 101.000.000.542.66.48.01 101.000.000.542.66.49.01 Repair & Maintenance - Snow Removal - Snow plow damage to property - sod, mailbox Vehicle Maintenance Supplies - Internal repairs Plows (11), Sidewalk plows (2) - Gas for welder, cutting torch Norco - supplies for vehicles Fuel - Snow Removal - Fuel for 11 snow plows, 2 sidewalk plows, and .5 backhoe for avg snow fall winter Small Tools & Minor Equipment - Snow Removal - Small tools needed to repair snow plow fleet Professional Services - Snow Removal - CDL Physicals for drivers (5) per year - paid previously by HR, now paid by street fund Winter Snow Services - On Call Contract Drivers Snow Grader under winter reserve fund WSDOT Winter Snow Services - Snow removal and treatment on Pines and Trent Advertising Equipment Rental - Road grader rental - Sidewalk plows Interfund Vehicle Lease (plow) - Vehicle replacement program, yearly amount of money set aside for future replacement for street fund plows Equipment Repair & Maintenance - Snow Removal - Outside shop repairs Subscriptions - Snow Removal Tracking service (street / storm) April- Sept = Street, Oct -March = Snow - Vestige: (Portable) - Senske, Graders - $1840/yr Street 72% (6 mo) /Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 /yr Street 46% (6 mo) Storm 54 110,000 160,000 7,500 0 662 690 2021 Proposed Budget 450 70,000 25,000 20,000 270,000 5,000 75,000 30,500 5,500 800 110,000 96,000 500 7,500 48,500 20,000 1,352 Page 5 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering\v4 Street Fund budget worksheet 2021 (v4 June2020) Street Fund Line Item Detail 101 Intergovernmental Services 101.042.000.542.30.46.51 101.042.000.542.30.46.52 Street Maintenance -County - Signals - Signs - Striping - Legends WSDOT Maintenance Contract - Signal/Illumination - Roadway Maintenance - Contingency Total: 470,000 90,000 120,000 70,000 50,000 125,000 10,000 2021 Proposed Budget 750,000 185,000 4,430, 843 Page 6 of 6 P:\1. General Governance\Budget\2021 Budget\Engineering \v2 Stormwater budget worksheet 2021 (v2 050720) Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 3.9 FTEs 'RECURRING ACTIVITY I Wages / Payroll Taxes / Benefits 000.531.36.10.00 Wages 000.531.36.10.01 Temp/Seasonal - Wages 000.531.36.10.99 Overtime 000.531.36.20.00 Payroll Taxes and Benefits 000.531.36.20.01 Temp/Seasonal - Payroll Tax & Benefits 2017 2018, 2019 !actual Actual Actual 2021 Proposed Budget Increase/ Decrease from 2020 312,853 277,021 296,956 340,364 355,054 14,690 9,713 8,146 9,205 25,351 25,857 506 4,709 2,412 1,459 2,000 0 (2,000) 136,385 114,815 127,256 149,274 155,353 6,079 1,442 1,076 1,239 2,593 2,600 7 465,102 403,470 436,115 519,582 538,864 19,282 Supplies 000.531.36.31.03 Publications 0 0 286 750 750 0 000.531.36.31.01 Office Supplies 42 329 0 0 0 0 000.531.36.31.04 Operating Supplies 773 85 231 0 0 0 000.531.36.31.06 Safety Equipment 248 166 8,258 0 0 0 000.531.36.31.08 Repair & Maintenance Supplies 1,754 1,854 0 0 0 0 000.531.36.31.10 Vehicle Maintenance Supplies 22 1,468 859 3,500 3,500 0 000.531.36.32.01 Fuel 5,311 4,560 6,546 5,500 5,500 0 000.531.36.35.01 Small Tools & Minor Equipment 2,914 3,956 776 5,000 5,000 0 11,064 12,418 16,956 14,750 14,750 0 Other Services & Charges 000.531.30.45.07 Interfund Vehicle Lease 12,750 12,750 12,750 14,000 14,000 0 000.538.36.38.00 Compensated Absences (1,545) 0 0 0 0 0 000.531.36.41.03 Spokane County GIS 20,814 29,818 35,958 45,600 43,100 (2,500) 000.531.36.41.05 Professional Services 405 41,130 0 45,000 40,000 (5,000) 000.531.36.41.10 Private stormwater maintenance 881,008 989,437 988,171 1,084,438 1,112,358 27,920 000.531.36.41.17 Advertising 555 1,389 708 2,000 1,000 (1,000) 000.531.36.41.20 Decant Facility Usage 2,293 0 0 10,000 10,000 0 000.531.36.41.21 Janitorial Services 0 970 710 1,525 3,450 1,925 000.531.36.42.01 Postage 8 0 0 0 0 0 000.531.36.42.02 Telephone Service 444 467 481 0 0 0 000.531.36.42.03 Cell Phones 1,762 2,064 2,917 2,160 2,400 240 000.531.36.43.01 Travel/Mileage/Meals 1,394 686 3,500 3,500 2,500 (1,000) 000.531.36.44.03 Taxes and Assessments 415 484 423 500 500 0 000.531.36.45.03 Equipment Rental 0 0 320 0 0 0 000.531.36.47.01 Electricity 9,566 8,066 8,184 9,400 9,400 0 000.531.36.47.02 Water & Sprinkler 35,951 35,772 36,183 50,000 50,000 0 000.531.36.47.03 Sewer 286 399 290 450 450 0 000.531.36.47.04 Waste Disposal 26,422 8,689 22,050 23,000 27,200 4,200 000.531.36.47.05 Television Services 361 441 417 450 450 0 000.531.36.48.01 Equipment Repair & Maintenance 2,621 2,409 988 1,000 1,500 500 000.531.36,48.03 Software Licenses & Maintenance 3,471 4,293 5,713 4,560 3,400 (1,160) 000.531.36.48.04 Repairs & Maintenance - Euclid Facility 3,320 1,185 6,229 1,550 1,550 0 000.531.36.49.01 Subscription 624 1,583 1,865 2,245 2,135 (110) 000.531.36.49.02 Memberships 4,476 6,294 5,211 2,175 2,050 (125) 000.531.36.49.03 Printing & Binding 0 0 459 400 400 0 000.531.36.49.04 Registrations 3,242 993 2,319 3,200 1,800 (1,400) 000.531.36.49.05 Filling and Recording Fees 0 (149) 0 0 0 0 000.531.36.41.24 Inland Empire Utility Service 811 0 0 0 5,000 5,000 0 000.531.36.49.18 Vehicle License & Registration 0 0 0 0 0 0 1,010,643 1,149,170 1,135,846 1 312,153 1,334,643 22,490 Page 1 of 2 Intergovernmental Services 000.531.36.46.59 Ecology Permit Interfund Payments for Service 000.597.00.00.10 IF Transfer to 001 Total Recurring Activity P:\1. General Governance\Budget\2021 Budget\Engineering \v2 Stormwater budget worksheet 2021 (v2 050720) (NONRECURRING ACTIVITY Capital Outlays 402.000.000.531.36.40.00 402.000.099.531.36.41.05 402.402.000.594.3 8.64.05 402.000.000.595.40.63.00 402.000.193.595. 402.000.238.595. 402.000.239.595. 402.000.240.595. 402.000.248.595. 402.000.250.595. 402.000.252.595 402.000.258.595 402.000.264.595 402.000.265.595 402.000.267.595 402.000.278.595 402.000.279.595 402.000.284.595 402.000.285.595 402.000.287.595 Watershed Studies Stormwater Comprehensive Plan Heavy Duty Machinery & Equipment Construction - Drainage ! Capital Outlays #193 - Effectiveness Study #238 - Pines Rd Mirabeau Parkway Intersection #239 - Bowdish Rd & 12th Ave. Sidewalk #240 - Saltese Road Preservation Project #248 - Sprague Street Pres - Sullivan to Corbin #250 - 9th Ave Sidewalk - Raymond to University #252 - Argonne Resurfacing: Broadway to Missior #258 - 32nd Ave Sidewalk-SR27 to Evergreen #264 - 8th Ave Sidewalk- Dicky to Theirman #265 - Wellesley Sidewalk Project #267 - Mission Sidewalk - Bowdish to Union #278 - Wilbur Sidewalk - Boone to Broadway #279 - Knox Avenue Sidewalk - Hutchinson to Sal #284 - Argonne Rd. Pres - Valleyway to Broadway #285 - Indiana Pres - Evergreen to Sullivan #287 - University Pres-Dishman-Mica to 16th Total Nonrecurring Activity Total Stormwater Fund 32,661 35,430 37,984 37,500 45,000 7,500 32,661 35,430 37,984 37,500 45,000 7,500 13,400 13,400 0 0 0 0 13,400 13,400 0 0 0 0 1,532,870 1,613,888 1,626,901 1,883,985 1,933,257 49,272 0 64,541 48,576 80,000 100,000 20,000 0 0 0 100,000 100,000 0 0 0 0 0 0 0 184,570 4,200 146,762 246,340 500,000 253,660 196,480 0 0 0 0 0 0 0 0 0 0 0 65,372 0 0 0 0 0 72,918 0 0 0 0 0 7,905 205,068 0 0 0 0 1,188 0 0 0 0 0 O 0 51,701 0 0 0 O 58,933 0 0 0 0 O 83,803 0 0 0 0 0 0 53 471 0 0 0 0 219 0 3,390 0 (3,390) O 0 50,752 0 0 0 O 1,862 105,377 0 0 0 0 0 1,150 0 0 0 0 0 5,546 250,270 0 (250,270) O 0 8,826 0 0 0 528,433 418,626 472,161 680,000 700,000 20,000 2.061,303 2.032 514 2 099,062 2 563 985 2 633 257 69,272 Page 2 of 2 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Stormwater budget worksheet 2021 (v2 050720) Stormwater Fund Line Item Detail 402 402.402.000.531.36.10.00 402.402.000.531.36.10.01 402.402.000.531.36.20.00 402.402.000.531.36.20.01 Supplies 402.402.000.531.36.31.03 402.402.000.531.36.31.10 402.402.000.531.36.32.01 402.402.000.531.36.35.01 Other Services & Charges 402.402.000.531.30.45.07 402.402.000.531.36.41.03 402.402.000.531.36.41.05 Wages Temp/Seasonal - Wages - 2 interns @ 600 hrs each Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS Temp/Seasonal - Payroll Tax & Benefits - 2 interns Publications - Training publications / materials . IWAC brochures Vehicle Maintenance Supplies - Internal repairs for 4.5 vehicles - Supplies for vehicles Fuel .5 5-201 - 2007 Ford F-250 (Wes) .5 5-202 - 2009 Ford F-550 (Shop Maint) .5 5-213 - 2010 Caterpillar 420E IT (Backhoe) 1.0 6-400 - 2011 Ford F-250 (Brant) 1.0 6-401 - 2005 Dodge Dakota (Aaron) 1.0 6-402 - 2014 Ford Escape SE (Pool Vehicle) Small Tools & Minor Equipment Includes testing equipment, spill cleanup supplies, signs, - Safety Equipment: vests, hard hats Interfund Vehicle Lease Spokane County Invoice from Spokane Co Info Systems - GIS Application Services (wk from Dan Neyman) - ESRI Licenses Fee - CIP 25% / Storm 23% / CD Devlp l6%,/ CD Planning 35% / based on # users - ARC GIS Online (same amt each mo) - 50% Storm / 50% CD Planning - Pictometry Tiles (Aerial photos) $2,500 - Every other year, next year will be 2022. - CIP 25% / Storm 23% / CD Devlp16%,/CD Planning 35% / based on # users - Pictometry License Online - yearly Split 50/50 between Storm & CD Planning Professional Services - Surveying - Material Testing - Planning and Pre -design, geotech 35,000 3,900 2,500 1,700 10,000 5,000 25,000 2021 Proposed Budget 355,054 25,857 155,353 2,600 750 3,500 5,500 5,000 14,000 43,100 40,000 Page 1 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Stormwater budget worksheet 2021 (v2 050720) Stormwater Fund Line Item Detail 402 402.402.000.531.36.41.10 402.402.000.531.36.41.17 402.402.000.531.36.41.20 402.402.000.531.36.41.21 402.402.000.531.36.41.24 402.402.000.531.36.42.03 402.402.000.531.36.43.01 Private (Contracted) Stormwater Maintenance Emergency Cleanup / On Call Geiger - $70,000 - 11-074, yearly auto renewal - 50% St / 50% Storm - Emergency Spill Cleanup / On Call Able Cleanup - $5,000- - 25% St/75% Storm - Emergency Traffic Control / On Call Senske - $15,000 - Exp end of year - 50% St/50% Storm - ROW: Landscaping - $100,000 - Executed 2020 (Senske underbid error) - 25% St/ 75% Storm - ROW: Weedspraying - $39,000- Executed 2019, (4) 1 yr renewal options - 25% St/75% Storm - Street Repair & Maint Poe Asphalt - $1,500,000 Executed 2020, (4) renewal options - 90% St/ 10% Storm - Street Sweeping AAA Sweeping - $560,000 - Executed 2020, (4) 1 yr renewal options - 4% St/96% Storm - Vactoring(Drainage structure cleaning) - AAA Sweeping - $202, 588 - Executed 2018, (4) 1 yr renewal options - Vegetation Management - 50% St / 50% Storm - Yearly 3% increase allows for same amount of service Calculation: 1,055,688 x 3% - Contingancy Advertising - RFQ / RFP's - run in (3) publications x 2 wks Decant Facility Usage - This relates to the 0 & M fees for the use of the facility and disposal cost Janitorial Services - Euclid Facility - 50% St/50% Storm - Argus - 408.38/mo - daily cleaning started 11/2019 - Rugs (puchase, Argus cleans, replace as needed) - Company TBD for overalls Inland Empire Utility - 811 - Split 50/50 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 Cell Phones - Cell phone @ 40.01 each/mo - Brant - Cell phone 50% @ 40.01 each/mo - John J - 3 Ipad @ 40.01 each/mo - Aaron, Chad, Brant or interns - Mifi 50% @ 20 each/mo - John J Travel/Mileage/Meals - Mileage, Meals - Airfare, Car rental, Lodging - National conference / State conference 35,000 3,750 7,500 75,000 29,250 150,000 537,600 202,588 15,000 31,670 25,000 2,450 500 500 480 240 1,440 240 2021 Proposed Budget 1,112, 358 1,000 10,000 3,450 5,000 2,400 2,500 Page 2 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Stormwater budget worksheet 2021 (v2 050720) Stormwater Fund Line Item Detail 402 402.402.000.531.36.44.03 402.402.000.531.36.47.01 402.402.000.531.36.47.02 402.402.000.531.36.47.03 402.402.000.531.36.47.04 402.402.000.531.36.47.05 402.402.000.531.36.48.01 402.402.000.531.36.48.03 402.402.000.531.36.48.04 402.402.000.531.36.49.01 402.402.000.531.36.49.02 402.402.000.531.36.49.03 Taxes and Assessments - Fees and assessments for Maint Facility Electricity - Maintenance Facility at 17002 E. Euclid. - 50% St/50% Storm - Irrigation Water & Sprinker - Modern, Vera, ESWD#1, SCWD#3, Consolidated, Irvin - irrigated swales & ROW area 13 acres of lawn turf, vegetation Sewer (Euclid Facility) - Sewer at the Maint Facility: 17002 E. Euclid $70-75/mo. 50% St/50% Storm Waste Disposal - Special eductor waste to Grahm Rd facility - Street sweeping waste to WM Ghram Rd facility - Garbage at the Maint Facility: 50% St / 50% Storm Television Service @ Euclid Facility - Service provided to Maintenance Facility access to the latest news / weather rpts. - 50% street/50% storm Equipment Repair & Maintenance - External vehicle repairs Software Licenses & Maintenance - Hydrocad Software - AutoCad Subscription: 1 Multi User - Bluebeam (2 - Chad, Aaron) $149/maint - Stormshed - 1st yr, look at renewal rates for 2021 - Spokane County Information Technology - how stormwater fees are collected and assessed - Eagle Web Access (Spokane County) Repair & Maintenance Supplies - Euclid facility All expenses are 50/50 with Street/Storm - Janitorial Supplies - US Linen & Uniform - 1592/yr - Cleaning supplies - Consolidated Supply Co.- 400/yr - First Aid supplies - Freedom Sales - 100yr - Other -lights.... Subscriptions Tracking service - Vestige: (Portable) - Senske, Graders - $1840 Street 72% /Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 Street 46% Storm 54% Memberships / Professional Licenses - Professional membership - tbd - Wastewater Operator Certificate - WA Dept of Health - IWAC - ID / WA Aquifer Collaborative - License 125 /each, every other year even/odd - Even: Chad Odd: Printing and Binding - Small Works projects WSDOT Specs - every even year in Jan - $50 8,500 900 1,000 25,000 1,200 350 1,200 300 200 1,200 150 800 200 50 500 515 1,620 500 50 1,500 2021 Proposed Budget 500 9,400 50,000 450 27,200 450 1,500 3,400 1,550 2,135 2,050 400 Page 3 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v2 Stormwater budget worksheet 2021 (v2 050720) Stormwater Fund Line Item Detail 402 402.402.000.531.36.49.04 Registrations - 4 staff @ $450 Intergovenmental Services 402.402.000.531.36.46.59 Nonrecurring Expenditures 402.000.000.595.40.63.00 402.000.099.531.36.41.05 402.000.000.531.36.40.00 Ecology Permit - Yearly cost of operating under the DOE - based off the number of housing units - Stormwater engineer will have data for calculation Total Recurring Expenditures: Construction - Drainage / Capital Outlays Comprehensive Plan Watershed / Floodplain Studies Total Nonrecurring Expenditures: Total Stormwater Fund: 2021 Proposed Budget 1,800 45,000 1,933,257 500,000 100,000 100,000 700,000 . 2,633,257 Page 4 of 4 P:\l. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 3.9 FTEs 'RECURRING ACTIVITY Wages 1 Payroll Taxes 1 Benefits 000.531.36.10.00 000.531.36.10.01 000.531.36.10.99 000.531.36.20.00 000.531.36.20.01 Supplies 000.531.36.31.03 000.531.36.31.01 000.531.36.31,04 000.531.36.31.06 000.531.36.31.08 000.531.36.31.10 000.531.36.32.01 000.531.36.35.01 Other Services & Charges 000.531.30.45.07 000.538.36.38.00 000.531.36.41.03 000.531.36.41.05 000.531.36.41.10 000.531.36.41.17 000.531.36.41.20 000.531.36.41.21 000.531.36.42.01 000.531.36.42.02 000.531.36.42.03 000.531.36.43.01 000.531.36.44.03 000.531.36.45.03 000.531.36.47.01 000.531.36.47.02 000.531.36.47.03 000.531.36.47.04 000.531.36.47 05 000 531.36.48.01 000.531.36.48.02 000.531.36.48.03 000.531.36.48.04 000.531.36.49.01 000.531.36.49.02 000.531.36.49.03 000.531.36.49.04 000.531.36.49.05 000.531.36.41.24 Wages Temp/Seasonal - Wages Overtime Payroll Taxes and Benefits Temp/Seasonal - Payroll Tax & Benefits Publications Office Supplies Operating Supplies Safety Equipment Repair & Maintenance Supplies Vehicle Maintenance Supplies Fuel Small Tools & Minor Equipment Interfund Vehicle Lease Compensated Absences Spokane County GIS Professional Services Private stormwater maintenance Advertising Decant Facility Usage Janitorial Services Postage Telephone Service Cell Phones Travel/Mileage/Meals Taxes and Assessments Equipment Rental Electricity Water & Sprinkler Sewer Waste Disposal Television Services Equipment Repair & Maintenance Copier Maintenance Software Licenses & Maintenance Repairs & Maintenance - Euclid Facility Subscription Memberships Printing & Binding Registrations Filling and Recording Fees Inland Empire Utility Service 811 2017. 2018 2010r Actual Actual Actual 312,853 9,713 4,709 136,385 1,442 465,102 0 42 773 248 1,754 22 5,311 2,914 11,064 277,021 8,146 2,412 114,815 1.076 403.470 0 329 85 166 1,854 1,468 4,560 3,956 12,418 296,956 9,205 1,459 127,256 1,239 436,115 286 0 231 8,258 0 859 6,546 776 16,956 2020 Budget 340,364 25,351 2,000 149,274 2,593 519,582 750 0 0 0 0 3,500 5,500 5,000 14,750 2021 Proposed Budget 355,054 25,857 0 155,353 2,600 538,864 750 0 0 0 0 3,500 5,500 5,000 14,750 Increase/ Decrease from 2020 14,690 506 (2,000) 6,079 7 19,282 0 0 0 0 0 0 0 0 0 12,750 (1,545) 20,814 405 881,008 555 2,293 0 8 444 1,762 1,394 415 0 9,566 35,951 286 26,422 361 2,621 0 3,471 3,320 624 4,476 0 3,242 0 0 12,750 0 29,818 41,130 989,437 1,389 0 970 0 467 2,064 686 484 0 8,066 35,772 399 8,689 441 2,409 0 4,293 1,185 1,583 6,294 0 993 (149) 0 12,750 0 35,958 0 988,171 708 0 710 0 481 2,917 3,500 423 320 8,184 36,183 290 22,050 417 988 0 5,713 6,229 1,865 5,211 459 2,319 0 0 14,000 0 45,600 45,000 1,084,438 2,000 10,000 1,525 0 0 2,160 3,500 500 0 9,400 50,000 450 23,000 450 1,000 0 4,560 1,550 2,245 2,175 400 3,200 0 5,000 14,000 0 0 0 43,100 (2,500) 40,000 (5,000) 631,338 (453,100) 1.000 (1,000) 10,000 0 3,450 1,925 0 0 0 0 2,400 240 2,500 (1,000) 500 0 0 0 9,400 0 25,000 (25,000) 450 0 27,200 4,200 450 0 1,500 500 150 150 3,400 (1,160) 1,550 0 2,135 (110) 2,050 (125) 400 0 1,800 (1,400) 0 0 5,000 0 1,010,643 1,149,170 1,135, 846 1,312,153 828,773 (483, 380) Page 1 of 2 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Community & Public Works Department Fund #402 - Stormwater Management Fund Employee Count - 3.9 FTEs Intergovernmental Services 000.531.36.46.59 Ecology Permit Interfund Payments for Service 000.597.00.00.10 IF Transfer to 001 Total Recurring Activity INONRECURRING ACTIVITY Capital Outlays 402.000.000.531.36.40.00 402.000.099.531.36.41.05 402.000.000.595.40.63.00 402.000.193.595. 402.000.239,595. 402.000.240.595. 402.000.248.595. 402.000.250.595. 402.000.252.595 402.000.258.595 402.000.264.595 402.000.265.595 402.000.267.595 402.000.278.595 402.000.279.595 402.000.284.595 402.000.285.595 402.000.287.595 Watershed Studies Stormwater Comprehensive Plan Construction - Drainage / Capital Outlays #193 - Effectiveness Study #239 - Bowdish Rd & 12th Ave. Sidewalk #240 - Saltese Road Preservation Project #248 - Sprague Street Pres - Sullivan to Corbin #250 - 9th Ave Sidewalk - Raymond to University #252 - Argonne Resurfacing: Broadway to Missior #258 - 32nd Ave Sidewalk-SR27 to Evergreen #264 - 8th Ave Sidewalk- Dicky to Theirman #265 - Wellesley Sidewalk Project #267 - Mission Sidewalk - Bowdish to Union #278 - Wilbur Sidewalk - Boone to Broadway #279 - Knox Avenue Sidewalk - Hutchinson to Sal #284 - Argonne Rd. Pres - Vaileyway to Broadway #285 - Indiana Pres - Evergreen to Sullivan #287 - University Pres-Dishman-Mica to 16th Total Nonrecurring Activity Total Stormwater Fund 2017. 2018 2019'i' Aetua[ Actual Actual 32,661 35,430 37 984 2020 Budget 37,500 2021 Proposed Budget 45,000 Increase/ Decrease from"2020 7,500 32,661 35,430 37 984 37,500 45,000 7,500 13,400 13,400 0 0 0 0 13,400 13,400 0 0 0 0 1,532,870 1,613,888 1,626 901 1,883,985 1,427,387 (456,598) 0 0 184,570 196,480 65,372 72,918 7,905 1,188 0 0 0 0 0 0 0 0 0 0 64,541 0 4,200 0 0 0 205,068 0 0 58,933 83,803 0 219 0 1,862 0 0 0 48,576 0 146,762 0 0 0 0 0 51,701 0 0 53,471 0 50,752 105,377 1,150 5,546 8,826 80,000 100,000 246,340 0 0 0 0 0 0 0 0 0 3,390 0 0 0 250,270 0 100,000 100,000 500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20,000 0 253,660 0 0 0 0 0 0 0 0 0 (3,390) 0 0 0 (250,270) 0 528,433 418,626 472,161 680,000 700,000 20,000 2 061 303 2 032 514 2 099 062 2 563 985 2 127 387 (436,598) Page 2 of 2 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Stormwater Fund Line Rem Detail 402 402.402.000.531.36.10.00 402.402.000.531.36.10.01 402.402.000.531.36.20.00 402.402.000.531.36.20.01 Supplies 402.402.000.531.36.31.03 402.402.000.531.36.31.10 402.402.000.531.36.32.01 402.402.000.531.36.35.01 Other Services & Charges 402.402.000.531.30.45.07 402.402.000.531.36.41.03 402.402.000.531.36.41.05 Wages Temp/Seasonal - Wages - 2 interns @ 600 hrs each Payroll Taxes and Benefits - FICA, Medicare, L&I, PERS Temp/Seasonal - Payroll Tax & Benefits - 2 interns Publications - Training publications / materials - IWAC brochures Vehicle Maintenance Supplies - Internal repairs for 4.5 vehicles - Supplies for vehicles Fuel .5 .5 .5 1.0 1.0 1.0 5-201 - 2007 Ford F-250 (Wes) 5-202 - 2009 Ford F-550 (Shop Maint) 5-213 - 2010 Caterpillar 420E IT (Backhoe) 6-400 - 2011 Ford F-250 (Brant) 6-401 - 2005 Dodge Dakota (Aaron) 6-402 - 2014 Ford Escape SE (Pool Vehicle) Small Tools & Minor Equipment - Includes testing equipment, spill cleanup supplies, signs, - Safety Equipment: vests, hard hats Interfund Vehicle Lease Spokane County Invoice from Spokane Co Info Systems - GIS Application Services (wk from Dan Neyman) 35,000 - ESRI Licenses Fee 3,900 - CIP 25% / Storm 23% / CD Devlp 16%,/ CD Planning 35% / based on # users - ARC GIS Online (same amt each mo) 2,500 - 50% Storm / 50% CD Planning - Pictometry Tiles (Aerial photos) $2,500 - Every other year, next year will be 2022. - CIP 25% / Storm 23% / CD Devlpl6%,/ CD Planning 35% / based on # users - Pictometry License Online - yearly 1,700 Split 50/50 between Storm & CD Planning Professional Services - Surveying 10,000 - Material Testing 5,000 - Planning and Pre -design, geotech 25,000 2021 Proposed Budget 355,054 25,857 155,353 2,600 750 3,500 5,500 5,000 14,000 43,100 40,000 Page 1 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Stormwater Fund Line Item Detail 402 402.402.000.531.36.41.10 Private (Contracted) Stormwater Maintenance - Emergency Cleanup / On Call Geiger 35,000 - $70,000 - 11-074, yearly auto renewal - 50% St/ 50% Storm Emergency Spill Cleanup / On Call Able Cleanup 3,750 - $5, 000- -25% St/75% Storm - Emergency Traffic Control / On Call Senske 5,000 - $15,000 - Exp end of year - 50% St/50% Storm ROW: Landscaping 37,500 - $100,000 - Executed 2020 (Senske underbid error) -25% St/75% Storm - ROW: Weedspraying - $39,000- Executed 2019, (4) 1 yr renewal options - 25% St/75% Storm - Street Repair & Maint Poe Asphalt 75,000 - $1,500,000 Executed 2020, (4) renewal options - 90% St/10% Storm - Street Sweeping AAA Sweeping 240,000 - $560,000 - Executed 2020, (4) 1 yr renewal options - 4% St/96% Storm Vactoring(Drainage structure cleaning) - AAA Sweeping 202,588 - $202,588 - Executed 2018, (4) 1 yr renewal options - Vegetation Management 7,500 - 50% St/50% Storm - Yearly 3% increase - allows for same amount of service Calculation: 1,055,688 x 3% - Contingency 25,000 2021 Proposed Budget 631,338 402.402.000.531.36.41.17 Advertising 1,000 - RFQ / RFP's - run in (3) publications x 2 wks 402.402.000.531.36.41.20 Decant Facility Usage 10,000 - This relates to the 0 & M fees for the use of the facility and disposal cost 402.402.000.531.36.41.21 Janitorial Services - Euclid Facility 3,450 - 50% St/50% Storm - Argus - 408.38/mo - daily cleaning started 11/2019 2,450 - Rugs (puchase, Argus cleans, replace as needed) 500 - Company TBD for overalls 500 402.402.000.531.36.41.24 Inland Empire Utility - 811 5,000 - Split 50/50 street/storm - Charged per call, price increases yearly - Moved from Memberships/Prof License 2020 402.402.000.531.36.42.03 Cell Phones 2,400 - Cell phone @ 40.01 each/mo - Brant 480 - Cell phone 50% @ 40.01 each/mo - John J 240 - 3 Ipad @ 40.01 each/mo - Aaron, Chad, Brant or interns 1,440 - Mifi 50% @ 20 each/mo - John J 240 402.402.000.531.36.43.01 Travel/Mileage/Meals 2,500 - Mileage, Meals - Airfare, Car rental, Lodging - National conference / State conference Page 2 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Stormwater Fund Line Item Detail 402 402.402.000.531.36.44.03 402.402.000.531.36.47.01 402.402.000.531.36.47.02 402.402.000.531.36.47.03 402.402.000.531.36.47.04 402.402.000.531.36.47.05 402.402.000.531.36.48.01 402.402.000.531.36.48.02 402.402.000.531.36.48.03 402.402.000.531.36.48.04 402.402.000.531.36.49.01 402.402.000.531.36.49.02 Taxes and Assessments - Fees and assessments for Maint Facility Electricity - Maintenance Facility at 17002 E. Euclid. - 50% St/50% Storm - Irrigation Water & Sprinker - Modern, Vera, ESWD#1, SCWD#3, Consolidated, Irvin - irrigated swales & ROW area 13 acres of lawn turf, vegetation Sewer (Euclid Facility) - Sewer at the Maint Facility: 17002 E. Euclid $70-75 /mo. 50% St/ 50% Storm Waste Disposal - Special eductor waste to Grahm Rd facility - Street sweeping waste to WM Ghram Rd facility - Garbage at the Maint Facility: 50% St/ 50% Storm Television Service @ Euclid Facility - Service provided to Maintenance Facility access to the latest news / weather rpts. - 50% street/50% storm Equipment Repair & Maintenance - External vehicle repairs Copier Maintenance - Copier at Maint shop - 50% street/50% storm Software Licenses & Maintenance - Hydrocad Software - AutoCad Subscription: 1 Multi User - Bluebeam (2 - Chad, Aaron) $149/maint - Stormshed - 1st yr, look at renewal rates for 2021 - Spokane County Information Technology - how stormwater fees are collected and assessed - Eagle Web Access (Spokane County) Repair & Maintenance Supplies - Euclid facility All expenses are 50/50 with Street/Storm - Janitorial Supplies - US Linen & Uniform - 1592/yr - Cleaning supplies - Consolidated Supply Co.- 400/yr - First Aid supplies - Freedom Sales - 100yr - Other- lights .... Subscriptions Tracking service - Vestige: (Portable) - Senske, Graders - $1840 Street 72% /Storm 28% - Precise: (Hardwired) - Plows, Sweeping - $3000 Street 46% Storm 54% Memberships / Professional Licenses - Professional membership - tbd - Wastewater Operator Certificate - WA Dept of Health - IWAC - ID / WA Aquifer Collaborative - License 125 / each, every other year even/odd - Even: Chad Odd: 8,500 900 1,000 25,000 1,200 350 1,200 300 200 1,200 150 800 200 50 500 515 1,620 500 50 1,500 2021 Proposed Budget 500 9,400 25,000 450 27,200 450 1,500 150 3,400 1,550 2;135 2,050 Page 3 of 4 P:\1. General Governance\Budget\2021 Budget\Engineering\v3 Stormwater budget worksheet 2021 (v3 June2020) Stormwater Fund Line Item Detail 402 402.402.000.531.36.49.03 402.402.000.531.36.49.04 Intergovenmental Services 402.402.000.531.36.46.59 Nonrecurring Expenditures 402.000.000.595.40.63.00 402.000.099.531.36.41.05 402.000.000.531.36.40.00 Printing and Binding - Small Works projects WSDOT Specs - every even year in Jan - $50 Registrations - 4 staff @ $450 Ecology Permit - Yearly cost of operating under the DOE - based off the number of housing units - Stormwater engineer will have data for calculation Total Recurring Expenditures: Construction - Drainage / Capital Outlays Comprehensive Plan Watershed / Floodplain Studies Total Nonrecurring Expenditures: Total Stormwater Fund: 2021 Proposed Budget 400 1,800 45,000 1,427,387 500,000 100,000 100,000 700,000 2,127,387 Page 4 of 4 Spokane j Valley Y FINANCE DEPARTMENT Chelsie Taylor, CPA, Finance Director 10210 E Sprague Avenue ♦ Spokane Valley WA 99206 Phone: (509) 720-5000 ♦ Fax: (509) 720-5075 ♦ www.spokanevalley.org Memorandum To: Mayor and Councilmembers From: Chelsie Taylor, Finance Director Date: Tuesday, August 4, 2020 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 2020 General Fund budget as initially adopted, we anticipated the ending fund balance to be $34,270,468, which represents 79.29% of recurring expenditures. = Ending fund balance Recurring expenditures 79.29% = $ 34,270,468 $ 43,221,986 Page 1 of 6 ITEMS TO CONSIDER IN SETTING A MINIMUM FUND BALANCE It has been the City's policy to maintain an ending General Fund fund balance that is a minimum of 50% of recurring expenditures. We arrive at this figure by considering the following: 1. Cash In -flow — cash reserves that are required as a result of the timing of revenue receipts. 2. Cash Out -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 31 st. 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 2020 City property tax levy is $12,432,400. Because we receive this in two installments in essentially May and November, we run a "cash in -flow deficit" equal to one-half of the levy amount in those months or $6,216,200. Cash deficit = 2020 Property Tax Revenue 2 $6 216 200 = $ 12,432,400 2 B) Remittances from the State of Washington • There is a time lag between when the State of Washington collects various taxes and when they remit them to the City (i.e. sales taxes, motor vehicle fuel taxes, criminal justice disbursements, liquor profits and excise tax, hotel/motel taxes, etc.). • The City accrues these revenues with a one -month time lag which means the State remittance is recorded as revenue one -month earlier than when it is actually received. Total General Fund State shared revenues in 2020 are estimated at $29,536,000. Assuming these are received one -twelfth each month, our "cash in- flow deficit" is approximately $2,461,333. State Remittances Sales tax Sales tax - Public Safety Sales tax - Criminal Justice State shared revenues Total receipts Months per year Average monthly receipt $ 24, 632, 900 $ 1,162,600 $ 2,052,300 $ 1,688,200 $ 29,536,000 12 $ 2,461,333 Page 2 of 6 Together, these two revenue sources necessitate that the City maintain a minimum General Fund fund balance of $8,677,533 or 20.08% of recurring General Fund expenditures in order to simply meet cash flow needs. This is computed as follows: Cash deficit caused by revenue remittance delay 1.A) Semi-annual property tax remittance 1.B) Approximate monthly remittance from the State of WA $ 6,216,200 $ 2,461, 333 Minimum needed to meet cash flow $ 8,677,533 Minimum cash flow reserve = Cash deficit caused by revenue remittance delay 2020 Recurring General Fund expenditures 20.08% _ $ 8,677,533 $ 43, 221, 986 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 2020 recurring operating budget of $43,221,986 is disbursed each month, then: A fund balance equivalent to 1-month of operations is: $43,221,986 x 1 / 12 = $ 3,601,832 = 8.33% A fund balance equivalent to 2-months of operations is: $43,221,986 x 2 / 12 = $ 7,203,664 = 16.67% A fund balance equivalent to 3-months of operations is: $43,221,986 x 3 / 12 = $ 10,805,497 = 25.00% We recommend the City maintain a three-month operating reserve or $10,805,497 in 2020. B) Capital Projects Reserve Each year the City has a number of capital construction projects that are in part grant financed. With these projects, the granting agencies require that the work be complete and the contractor paid by the City prior to their reimbursement of our out-of-pocket disbursement. This means we must carry a sufficient cash reserve balance to meet the demand for payment by the contractor. The number and cost of capital projects varies from Page 3 of 6 year to year, but in 2020 we have budgeted a total of $28.6 million of capital projects which we will pay for with cash -on -hand of $8.7 million and $19.9 million of grants. Assuming expenditures are incurred evenly over a 6-month construction season, this means we must hold a $3,316,667 capital construction reserve (= $19.9 million / 6 months). This $3.3 million represents a General Fund reserve of 7.67%, computed as follows: Capital Project Reserve = $ 3,316,667 = 7.67% Recurring Expenditures $ 43,221,986 COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT Combining the fund balance required to meet 2020 General Fund cash in -flow and cash out- flow needs yields a total of $22,799,697 or 52.75% of recurring expenditures. This computation is based upon a summary of each element noted in this analysis. Cash Reserve Required Recurring Expenditures Reserve Cash In -flow 1.A) Semi-annual property tax remittance = $ 6,216,200 / $43,221,986 = 14.38% 1.6) Remittances from the State of Washington = $ 2,461,333 / $43,221,986 = 5.69% Cash Out -flow 2.A) Operating 2.B) Capital projects = $ 10,805,497 / $ 43,221,986 = 25.00% = $ 3,316,667 / $ 43,221,986 = 7.67% $ 22,799,697 / $ 43,221,986 = 52.75% WHAT HAPPENS WHEN THE FUND BALANCE EXCEEDS 50%? The City has a long history of adopting and adhering to General Fund budgets and in fact, by actively managing our operations we typically under -expend the budget Council has adopted. The result of this is that we add to our General Fund reserves. By the same token, we've been fortunate enough to have existed within a fairly robust economy these past few years and consequently our actual revenues have exceeded our budget estimates which also adds to our General Fund reserves. Annually, typically in the spring and after the previous years' books have been closed, the City Manager and Finance Director compute the actual fund balance reserve — which is done by dividing the actual fund balance (reserves) by the recurring expenditure budget. That portion which exceeds 50% is then transferred into Capital Reserve Fund #312. Since 2013 we have transferred approximately $27.8 million into Fund #312. This money has been used to finance a variety of Council approved projects. Due to the COVID-19 pandemic, staff is recommending that the potential 2020 transfer of 2018 fund balance exceeding 50% not be completed. That transfer was expected to be about $5.3 million. With the uncertain economic conditions that currently exist due to the pandemic, the excess reserves in the General Fund will help provide stability to City operations. Page 4 of 6 Listed below is a complete history of annual transfers from the General Fund to Capital Reserve Fund #312 and the projects these transfers have financed: Capital Reserve Fund #312 Sources General Fund transfers - 2013 through 2017 16,885,878 General Fund - 2018 transfer for misc. cap projects 1,000,000 General Fund - 2018 transfer of 2016 fund bal > 50% 2,795,429 General Fund - 2019 transfer of 2017 fund bal > 50% 7,119,300 General Fund - 2020 transfer of 2018 fund bal > 50% 0 Developer contribution (Library District) - 2013 3,180 Developer contribution (Library District) - 2014 4,675 Net proceeds on sale of Carnahan properties - 2018 373,397 Transfer in - #310 (excess fund balance) 18,452 Transfer in - #313 (excess fund balance) 88,590 Projects Completed in Prior Years Appleway Trail Sullivan to Corbin Appleway Trail - Evergreen to Sullivan Barker Road / BNSF Grade Separation Pines Road Underpass Sullivan & Trent Interchange Sullivan Park land acquisition Sullivan Park water line installation Barker Road corridor improvements Additional Barker - Euclid to Trent Additional Barker - Euclid to Spokane River Balfour Park development Improvements at proposed SCLD Balfour site Transfer to Street O&M Fund #101 Garland Ave Construction Park land acquisition Earmark future surprises/challenges 28,288, 901 11, 624, 657 317,000 323,325 1,421,321 3,485,417 500,000 81/1,000 152,858 1,485,417 1,238,983 310,000 1,985,417 460,715 2,271,706 1,000,000 500,000 281,209 28, 232, 025 Difference 56,876 completed completed committed committed committed committed completed committed committed committed committed committed committed committed committed committed committed SUMMARY The General Fund reserve balance that an individual municipality should carry is unique to the cash flow needs of that entity. The reserve balance the City of Spokane Valley carries is in my opinion appropriate because it is constructed upon a well thought out process that is based upon our own distinctive revenue and expenditure structure. Attached to this memo are two different articles that discuss General Fund reserves: • The first is from the October 2016 Ask MRSC (Municipal Research and Services Center) newsletter. • The second is from an article entitled "Why We Put Money Aside" that was in the June 2013 Governing publication. Page 5 of 6 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 December 18, 2019 Moody's Investors Service "Annual Comment on Spokane Valley" that provides their most recent review. If you should have any questions or comments please feel free to contact me at any time. Page 6 of 6 Mark Calhoun From: MRSC <Iistadmin@ mrsc.ccsend,com> on behalf of MRSC <listadminpmrsc.org> Sent: Friday, October 21, 2016 9:08 AM To: Mark Calhoun Subject: Ask MRSC: October 201.6 Having trouble viewing this mall? Click here La OCTOBER 2016 Ask MRSC is a monthly u-newslettei featuring responses to selected 'Inquiries rccoivcd by the consultant staff of tARSC. Submit your own question vial our simple online form. IN THIS ISSUE Are local governments required to maintain specific reserve fund balance levels'? Should a local government continue ..rddinti, too its operating reserve if it has already met the requirement of the policy'? Doi newspaper publishers or distributors have any level rights to place newspaper pay boxes in the public right-of-way? Can the city have there moved or at least placed on pri vate property? 1)o advisory committees treed to take minutes of their meetings? How often are cities required to adopt or approve their capital facilities plan? \Vhat are the public hearing requirements associated with raising a utility rate? 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 is there any specific reference within the SAO BARS manual that states that a municipality (whether it's a county, city, or special purpose district) has to have a specific level of operating reserves (also known as 1 "beginning" or "ending" fund balance), The 15% figure was a previous recommendation made by the GFOA for the general fund. This percentage has since been updated with the 2015 release of the GFOA best practice paper on Appropriate Level of Unrestricted Fund Balance in the General Fund. The recommendations made by the GFOA now speaks of several factors that would lead an entity to adopt a policy that addresses these factors in a way that is specific to them. An excerpt from the hest practice paper states: In establishing a policy governing the level of unrestricted fund balance in the general fund, a government should consider a variety of factors, including: 1. The predictability of its revenues and the volatility of its expenditures (i.e., higher levels of unrestricted fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating expenditures are highly volatile); 2. Its perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state budget cuts); 3. The potential drain upon general fund resources from other funds, as well as, the availability of resources in other funds; 4. The potential impact on the entity's bond ratings and the corresponding increased cost of borrowed funds; 5. Commitments and assignments (Le., governments may wish to maintain higher levels of unrestricted fund balance to compensate for any portion of unrestricted fund balance already committed or assigned by the government for a specific purpose). Governments may deem it appropriate to exclude from consideration resources that have been committed or assigned to some other purpose and focus on unassigned fund balance, rather than on unrestricted fund balance. Depending upon the answer to the above questions, a local government may find that 15% is not adequate to meet their needs. Or to the contrary, a local government may determine that 15% of the operating budget would be more than sufficient. You additionally asked whether a local government should continue to add to its operating reserve if it has already met the requirement of the policy. This question can only be answered by the policy adopted. You may want to consider expanding your current policy to define such things as "use and replenishment." You will note that the GFOA best practice paper has a section that speaks to this issue. Budget is a great time to review financial policies currently in place and to fine tune those policies to meet current fiscal needs. Here is a link to our Financial/Budget Policies topic page, where you will find some excellent samples of what other jurisdictions are doing in this area of fiscal management. Additionally, here is a link to the SAO - FIT (Financial intelligence Tool) that will assist in evaluating the financial condition of the county and provide you with fiscal data for your analysis of appropriate fund balance. Submit a Question r Subscribe SearchlBrowse All Inquiries Do newspaper publishers or distributors have any legal rights to place newsraelcs 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 Salvor PUBLIC MONEY By Justin Marlowe Why We Put Money Aside States and localities have very different perspectives on the point of rainy day funds, Wallace Sayre, an early and influential scholar of pub- lic management, once said puhl is and business admin- istration are "alike only in all unimportant respects," His insight applies equally to states and localities and their rainy day funds. Both put money aside for unfore- seen emergencies or hard times. But states use these funds to solve problems. Many local governments use them —or don't —in ways that reveal problems. Among the states, rainy day funds have been the best (and in sotne cases the only) tool available to blunt the Great Reces- sion's fiscal destruction, Dtuing the good years prior to the downturn, must states built up 5 to In percent of annual expendi- tures in their funds. During the recession and the ever -so -slow recovery; they spent almost all of that money to fill budget gaps created when revenues fell short and ser- vice demands spiked, Most local governments do not have formal rainy day funds in the same way most states do. A typical state rainy day fund is governed by a law that sets a target fund balance and dictates when to use and replenish that balance. According to recent research, only I I of the 30 largest U.S. cities have an actual rainy day fund, Instead, most localities use budget surpluses or unreserved fiend balances as a rainy day fund, hut one without the constraints ofa formal fund policy. These informal practices are not necessarily bad, but they're not as trans- parent as most state policies. unlike states' funds, local reserve lev- els are large and varied, Where state rainy day fund balances have hovered around 5 to 8 percent of annual spending, local governments tend to keep much more in the bank. In my own analysis of more than 6,000 local government financial reports from the past five years, I found the avert local u n reservettgeneral_fund balance to be around 34 percent of annual general fund expenditures. Even more striking is how tnuch these local balances vary. It's not uncommon to sec a group of -Inc, gov� ernments with 0 percent fund balances and a nearly identical group of juris retions with-rund balances at 70 to 80 percent of annual spending. Here's the most important difference: Unlike the stater, local governments did not spend down their reserves during the Great Recession. In fiscal 2007 the aver- age local unreserved general fund balance was 37 percent of annual general fund expenditures. In 2009, as the recession began to take hold, it fell to 29 percent. But by 2011, as the recovery struggled to 34o// Average amount of unreserved general funds that localities keep in the bank each year. start, it was back up to 31 percent. In the meantime, operating margins —or the per- cent by which revenues exceed expendi- tures —fell from an average of 6 percent in 2007 to an average oflcss than 1.5 percent in 201L To he clear, about one in four of these governments did spend down most or all of their reserve funds. But the vast majority, including several with large reserve funds, reduced spending instead. Why were local governments reticent to spend reserve funds during one of the stormiest eras in history? On the record, many local finance officials say they would prefer to use those funds to take on an idiosyncratic problem, such as a flood or Why were local governments reticent to spend reserve funds during one of the stormiest eras in history?" the loss of a major local employer. Off the record, they will tell you it has a lot to do with citizens' lack of under- standing of what focal government services really cost. Some say, "If we spend it, we won't get it back?' In other words, the pressure to keep taxes low is so great that they would never be able to replenish the reserves with new incremental revenues. Oth- ers say, "I can't spend it because my council wants our reserve funds higher than the (neighboring) city of X." Trans- lation: High reserve funds are a signal of strength and prosperity precisely because you don't really need them, until we can address these much larger issues of per- ceptions, local rainy day funds will be a symptom rather than a solution. G Email jmark>wet`?washington.edu 78 GOVERNING i June 2013 CREDIT OPINION 10 May 2016 New Issue Rate this Research Contacts Travis George Analyst travis.george@ moodys.corn William Oh AVP-Analyst william ohiprnoodys.com 415-274-1715 415-274-1739 Spokane Valley (City of), WA New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds Summary Rating Rationale Moody's Investors Service has assigned a Aa3 rating to the City of Spokane Valley, WA's $7.8 million Limited Tax General Obligation Bonds, 2016. Concurrently, Moody's has affirmed the city's parity limited tax general obligation (LTGO) debt outstanding in the amount of $6.4 million. The Aa3 rating reflects the city's sizeable and growing tax base, modest resident wealth, extraordinarily healthy financial position and conservative financial management, and very low debt and pension burdens. Credit Strengths » Conservative management with very healthy financial position » Low level of outstanding debt with modest plans for additional debt » Relatively low pension burden largely due to contracting out of most services Credit Challenges » Below average resident wealth levels as measured by median family income and full value per capita Moderate taxpayer concentration Rating Outlook Outlooks are not typically assigned to local government issuers with this amount of debt outstanding. Factors that Could Lead to an Upgrade » Significant growth and diversification of tax base and local economy » Substantial increase in resident wealth Factors that Could Lead to a Downgrade » Drastic deterioration of financial position with large decline in available reserves or increase in outstanding debt » Downturn in local economy resulting in contraction of the tax base MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE Key Indicators Spokane Valley (City of) WA 2010 2011 2012 2013 20'14 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) Moody's - adjusted Net Pension Liability (3-yr average) to Full Value (%) N/A N/A N/A N/A 0.2x 0.2x 0.3x 0.1% 0.1% 0.2% Recent Developments Recent developments are incorporated into the paragraphs below. Detailed Rating Consideration Economy and Tax Base: Growing Spokane area tax base with relatively low resident wealth Spokane Valley was incorporated with voter approval in 2003. The city is located in eastern Washington just ten miles east of Spokane and ten miles west of the Idaho border. Residents benefit from diverse regional employment opportunities in defense, healthcare, manufacturing, and high-tech sectors. The region also features Fairchild Air Force Base and several universities. Wealth measures are modest with median family income at 91.5% of U.S. levels and full value per capita at $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 dues not announce a credit i ating action. For any credit ratings referenced in this publication, please see the ratings tab on the issuer/entity page on www.moodys.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 LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE increase in tax levies. Instead, the city has accumulated nearly $500,000 of banked levy capacity, which gives it increased flexibility going forward. The city contracts out for provision of some services to city residents. These contracts include those for public safety and solid waste, and officials believe they have helped keep the city's costs down overall. LIQUIDITY The city's liquidity position is very strong. As of 2014, the city had $37 million in available General Fund cash and investments compared to $37.4 million in expenditures in that year. These cash reserves are equivalent to more than 99% of annual expenditures. Debt and Pensions: Low level of outstanding debt and minimal pension burden Given the city's strong liquidity position, it has chosen to cash fund much of its capital program, and therefore has not issued much debt. With the new bonds, the city will have $14.2 million in outstanding long-term debt. This is equal to a low 0.18% of full value and 0.3 times annual operating revenues. The city has only minimal future plans for additional debt, and we expect its debt metrics to remain relatively low. DEBT STRUCTURE The city's debt is all fixed rate and with level annual debt service. DEBT -RELATED DERIVATIVES The city has no debt -related derivatives. PENSIONS AND OPEB Largely due to the city's choice to contract out for public safety, its pension burden is quite manageable. The city participates in the Washington Public Employees Retirement System. The three year average adjusted net pension liability is just 0.16% of full value and 0.3 times operating revenues. Management and Governance Washington cities have an institutional framework score of "Aa," or strong. Although cities depend on economically sensitive tax revenues (sales, business and occupation), post -recession collections have been strong, making revenues moderately predictable. Cities have a moderate ability to increase property taxes by 1% annually, subject to state statutory limits. Expenditures primarily consist of public safety costs, which are highly predictable. Expenditure -reduction ability is moderate due to modest fixed costs and an active union presence. Cities also have the ability to make mid -year budgetary reductions not related to public safety. The city's conservative financial policies are currently a credit strength. Notably, the city has experienced some political turmoil recently that led to the dismissal of its city manager and the resignation of two council members. As the city's political situation settles, we will monitor the city's commitment to its current financial policies. Legal Security The bonds are secured by the city's full faith and credit and pledge to levy property taxes within constitutional limits to pay debt service. Use of Proceeds Proceeds of the 2016 bonds will be used to finance a portion of the construction of a new city hall facility. Obligor Profile The city is located in eastern Washington outside the city of Spokane and roughly 10 mites 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 Nevi 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 11) May 2016 Spokane Valley (City of), WA• Nevi Issue: Moody 's Assigns Aa3 to Spokane Valley, WA s LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE m 2016 Moody's Corporation, Moody's Investors Service, Inc., Moody's Analytics, Inc. and/or their licensors and affiliates (collectively, "MOODY'S"). Alt rights reserved. CREDIT RATINGS ISSUED BY MOODY'S INVESTORS SERVICE, INC. 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REPORT NUMBER 102,15.42 5 10 May 2016 Spokane Valley (City of), WA: Nevi Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE Contacts Travis George Analyst travis.george@moodys.com MOODY'S INVESTORS SERVICE 415-274-1715 William Oh AVP-Analyst william.oh@moodys.corn 415-274-1739 CLIENT SERVICES Americas Asia Pacific Japan EMEA 1-212-553-1653 852-3551-3077 81-3-5408-4100 44-20-7772-5454 6 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds ISSUER COMMENT 18 December 2019 RATING General Obligation (or GO Related) 1 No Outlook Contacts Sam Krouse +1.214.979.6842 Associate Lead Analyst sam.krouse@moodys.com Eva Bogaty +1.415.274.1765 VP -Sr Credit Officer/Manager eva.bogaty@moodys.com CLIENT SERVICES Americas Asia Pacific Japan EMEA 1-212-553-1653 852-3551-3077 81-3-5408-4100 44-20-7772-5454 City of Spokane Valley, WA Annual Comment on Spokane Valley Issuer Profile The City of Spokane Valley is located in Spokane County in east central Washington, just east of Spokane and approximately 20 miles west of Coeur d'Alene, Idaho. The county has a population of 490,764 and a moderate population density of 278 people per square mile. The county's median family income is $67,345 (2nd quartile) and the September 2019 unemployment rate was 4.9% (4th quartile) z . The largest industry sectors that drive the local economy are health services, retail trade, and Local government. Credit Overview Spokane Valley's credit position is very high quality. Its Aa2 rating slightly exceeds the US cities median of Aa3. The notable credit factors include a robust financial position, a negligible debt burden and an affordable pension liability. An ample tax base and a solid. wealth and income profile. Finances: The city has a very healthy financial position, which is relatively strong with respect to the assigned rating of Aa2. The fund balance as a percent of operating revenues (82.8%) is far superior to the US median, and grew markedly from 2014 to 2018. Moreover, Spokane Valley's cash balance as a percent of operating revenues (81.6%) is far above the US median. Debt and Pensions: Overall, the debt and pension liabilities of the city are exceptionally low and are a credit strength relative to its Aa2 rating position. The net direct debt to full value (0.1%) is materially below the US median, and remained flat between 2014 and 2018. Moreover, the Moody's-adjusted net pension liability to operating revenues (0.43x) favorably is materially lower than the US median. Economy and Tax Base: The city has a strong economy and tax base overall when compared to the Aa2 rating assigned. The full value ($8.6 billion) is much stronger than the US median, and saw an impressive increase between 2014 and 2018. On the other hand, the full value per capita ($90,117) is slightly below the US median. Moreover, the median family income equals 88.6% of the US level. 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 3 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 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE fixed costs. Cities also have the ability to make mid -year budgetary reductions not related to public safety. Sector Trends - Washington Cities Washington cities are likely to experience steady economic growth over the near -term. Sales tax and other economically sensitive revenues should improve as unemployment levels remain low, particularly in the Puget Sound region. Strong improvement in the housing market will continue to boost assessed valuation growth and property tax collections. Pension costs are not a significant source of credit weakness, but remain a longer -term challenge. EXHIBIT 1 Key Indicators Spokane Valley 2014 2015 2016 2017 2018 US Median Credit Trend Economy / Tax Base Total Full Value $7,168M $7,393M $7,748M $8,124M $8,634M $1,904M Improved Full Value Per Capita $78,928 $80,120 $83,027 $86,043 $90,117 $94,106 Improved Median Family Income (% of US Median) 90% 89% 89% 89% 89% 111% Stable Finances Available Fund Balance as % of Operating Revenues 69.5% 72.2% 73.3% 80.5% 82.8% 34.6% Improved Net Cash Balance as % of Operating Revenues 89.9% 89.5% 74.5% 79.5% 81.6% 39.6% Weakened Debt / Pensions Net Direct Debt / Full Value 0.1% 0.1% 0.2% 0.2% 0.1% 1.1% Stable Net Direct Debt / Operating Revenues 0.16x 0.15x 0.28x 0.26x 0.24x 0.84x Stable Moody's-adjusted Net Pension Liability (3-yr average) to Full Value 0.2% 0.2% 0.3% 0.3% 0.3% 1.9% Stable Moody's-adjusted Net Pension Liability (3-yr average) to Operating Revenues 0.29x 0.42x 0.43x 0.50x 0.43x 1.56x Stable 2014 2015 2016 2017 2018 US Median Debt and Financial Data Population 90,829 92,286 93,322 94,424 95,810 N/A Available Fund Balance ($000s) Net Cash Balance ($000s) Operating Revenues ($000s) Net Direct Debt ($000s) Moody's Adjusted Net Pension Liability (3-yr average) ($000s) $29,978 $38,775 $43,108 $6,675 $31,656 $39,264 $43,865 $6,375 $34,699 $35,309 $47,367 $13,260 $39,336 $38,839 $48,858 $12,790 $42,417 $41,808 $51,256 $12,270 $8,028 $9,530 $23,172 $19,139 $12,296 $18,364 $20,595 $24,574 $21,790 $35,448 Source: Moody's Investors Service This publication does not announce a credit rating action. For any credit ratings referenced in this pubhration. please see the ratings tab on the issuer/entity page on www.moody.com for the rnost updated credit rating action information and rating history 2 18 December 2019 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 increased from 2014 to 2018 MI Available fund Balance as % of Operating Revenues US Cities Median 100% 50% Source: Issuer financial statements; Moody's Investors Service e 2014 2015 2016 2017 2018 EXHIBIT 3 Full value of the property tax base increased from 2014 to 2018 (millions) 59,000 58,000 S7,000 Total Full Value 2014 2015 2016 2017 2018 Source: Issuer financial statements; Government data sources; Offering statements; Moody's Investors Service EXHIBIT 4 Moody's-adjusted net pension liability to operating revenues was stable from 2014 to 2018 IN Debt Pensions 1 Ox 0.5x 0.0x 2014 2015 2016 2017 2018 Source: Issuer financial statements; Government data sources; Offering statements; Moody's Investors Service Endnotes 1 The rating referenced in this report is the issuer's General Obligation (GO) rating or its highest public rating that is GO -related. A GO bond is generally backed by the full faith and credit pledge and total taxing power of the issuer. GO -related securities include general obligation limited tax, annual appropriation, lease revenue, 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. 2 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 our most recently published local government medians report, Medians - Tax base growth underpins sector strength, while pension challenges remain (May 20191 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 18 December 2019 City of Spokane Valley, WA: Annual Comment on Spokane Valley MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE .'1T19 Moody's Corporation, bloody's Investors Service, Inc., bloody's Analytics, Inc. and/or lheil licensors and affiliates (collectively, "MOODY'S") All rights reserved. CREDIT RATINGS ISSUED BY MOODY'S INVESTORS SERVICE, INC. AND ITS RATINGS AFFILIATES ("MIS") ARE MOODY'S CURRENT DPINICHJS OF THE RELATIVE FLITIIRE CREDIT RISK ill N l it l ILS, cREDD r.-PIP.11,111 F1t NTS, OR DEBT OR DEBT -LIKE SECURITIES, AND MOOD)", PI MP, E ATIONS MAY 'NCI 111JE blur trrY'S CURRENT OPII Jic rids t)1 0 Ir REL'AI I`0 III! IRE ,_011I1 RISC. I1 IJ'I I I LIES, CREDIT COMMITMENTS, OR DEBTOR DEBT -I ll,l till IJRI I IL, MOODY'S L'LI 1611 S r- 0 PIT RISK AS THE RISK THAT Al! I NIIIY MAY NO MEt f ITS CONTRA' I DAI. I INANCI L OBI IOAIIONS AS THEY COME DUE Ah11.' 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Non-NRSh 1 06=/rt Ratings are assigned by an entity that r; not a NRSRO and, consequently. the rated obligation will not qualify for certain types ol treatment under LI S Era :IKK and 1SSFJ are credit rating agentles )ego 1ered with the Japan I irtaricial1AQP/iC111, Agency and their teguuation numbers are ISA Commissioner (Ratings) No 2 and 3 le, pocti, aiy MIKK nr i'ast) (as appli(able) hereby disclose that most issuers of debt securities (;rl,_Iud,rr, corporate and multi...41.a brands, Jeb..tt.xe,, mutes :and commercial paper) and prelene1 sto,.6 rated by 1,1)0 , or MSFI (as applicable) hare. pit ', to assignment of any Toting, agreed to pay to MIKK oi 1.1511 (as appH: able) der facings opinions and setviies rendered by a fees ranging lrum1 IPY12S,000 to approximately JPY2S0,000,0011. MIKE; and MST) also maintain policies and procedures to aJdre.s Japanese regulatory requuentents REPORT NUMBER 1203184 4 18 December 2019 City of Spokane Valley, VYA. Annual Comment on Spokane Valley MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE CLIENT SERVICES Americas Asia Pacific Japan EMEA _VIOODY'S INVESTORS SERVICE 1-212-553-1653 852-3551-3077 81-3-5408-4100 44-20-7772-5454 12 0,ra1-be: 2010 City of Spokane Valley, WA: Annual Comment on Spokane Valley CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: August 4, 2020 Department Director Approval: IZI Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Review of Potential and Pending Projects Worksheet GOVERNING LEGISLATION: n/a PREVIOUS COUNCIL ACTION TAKEN: Council last discussed the Potential and Pending Projects Worksheet at the February 11, 2020 Council Workshop. BACKGROUND: As part of the annual budget development process Council discusses the Potential and Pending Projects worksheet and prioritizes how money in Capital Reserve Fund #312 should be allocated. Discussion on the allocation of Fund #312 reserves last occurred at the February 11, 2020 Council Workshop with the expectation to bring this item back for further discussion at the August 4, 2020 Budget Workshop. The primary change since February was to zero out the potential 2020 transfer of General Fund fund balance to Fund #312 to reflect the current economic conditions and the need to maintain reserves in the General Fund. OPTIONS: Discussion only at this time. RECOMMENDED ACTION OR MOTION: Discussion only at this time. BUDGET/FINANCIAL IMPACTS: This is one of the multitude of decisions that are part of the budget development process that will conclude with Council's scheduled November 24, 2020 adoption of the 2021 Budget STAFF CONTACT: Mark Calhoun, City Manager, and Chelsie Taylor, Finance Director ATTACHMENTS: • Potential and Pending Projects Worksheet CITY OF SPOKANE VALLEY, WA Pending / Potential Projects Worksheet Completed or In -progress: - Projects completed in prior years (see attached list on pg 2) - Pavement Pres Program Fund #311 (through 2018) - Appleway Trail - amenities - University to Pines (CN 2019) - .. p_ o Tro £8Aivan M Canal -i .r - Appleway Trail - Evergreen to Sullivan (CN 2010) Bridging the Valley -Barker Road / BNSF Grade Separation' -Pines Road Underpass. -w ',lad w.; n (3t09,000) Estimated Total Project Cost P:\1. General Governance \ Budget \2021 Budget \Finance\Potential and Pending Projects 8/4/2020 Grant Financed Potentlall Secured Anticipated Grants Grants General Fund Fund 101 Street Fund Fund 103 Paths & Trails Fund 106 Solid Waste Fund Project Financing City Financed Fund 123 Civic Facilities Replacement Fund 309 Parks Capital Project Fund 310 Civic Buildings Capital Projects Fund 312 Capital Reserve Fund 301/302 REST Bond Financed Other Total Unfunded 37,475,253 14,742,522 0 21,216 59,300 0 0 0 1,157,368 11,624,657 469,106 7,849,5730 1,551,511 37,475,253 0 WA 6,080,143 0 7,798,407 972,644 0 1,000,000 24,408,656 0 0 0 4,593,230 0 36,448 22,889,528 N/A 683,675 539,320 0 19,894 0 0 0 0 124,461 0 0 0 0 0 683,675 0 2,315,283 1;783,000 0 0 0 50,000 0 0 135,283 0 347,000 0 0 0 0 2,395,000 2,071,675 0 0 0 0 0 0 0 0 323,325 0 0 0 2,395,000 0 24,671,321 21,041,000 0 0 0 0 0 0 0 0 1,421,321 2,209,000 0 0 24,671,321 0 28,776,000 1,890,000 22,700,583 1,200,000 0 0 0 0 0 0 2,985,417 0 0 0 28,776,000 0 900,009 B 0 0 0 0 0 0 0 0 509,000 0 0 0 503,000 0 907 800 0 9 0 0 0 9 0 0 0 907,000 0 0 0 907,000 0 - Transfer to Street O&M Fund #101 for 2020 operating deficit 1,364,706 0 0 0 0 0 0 0 0 0 1,364,708 0 0 0 1,364,706 0 Barker Road corridor improvements -Euclid to Trent 3,400,000 675,600 0 0 0 0 0 0 0 0 1,485,417 0 0 0 2,161,017 1,238,983 -Additional in 2019 to complete Euclid to Barker GSP 0 0 0 0 0 0 0 0 0 0 1,238,983 0 0 0 1,238,983 (1,238,983) - Garland Ave Construction 2,000,000 0 0 0 0 0 0 0 0 0 1,000,000 0 0 1,000,000 2,000,000 0 844,000 0 0 0 0 0 0 0 0 0 844,000 0 0 0 844D00 6 Future Construction: - Balfour Park development 3,868,000 0 0 0 0 0 0 0 0 0 1,985,417 0 0 0 1,985,417 1,880,583 - Improvements at proposed SOLD Balfour site 1,300,000 0 0 0 0 0 0 0 0 839,285 460,715 0 0 0 1,300,000 0 - Phase 2 8 3- Appleway Landscaping (Park to University) 3,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,000,000 - Park land acquisition 1,000,000 0 0 0 0 0 0 0 0 0 500,000 0 0 0 500,000 500,000 - Railroad Quiet Zones study 85,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 85,000 Sullivan Park water line Installation 152,856 0 0 0 0 0 0 0 0 0 152,8580 0 0 152,858 0 - Appleway Trail - Balfour to University 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - Brldginn the Valley -Sullivan & Trent Interchange 27,000,000 0 23,000,000 0 0 0 0 0 0 500,000 0 23,500,000 3,500,000 Barker Road corridor improvements -Euclid to Spokane River 4190,000 3.181.400 0 0 0 0 0 0 0 0 0 0 0 29,000 3,210,400 979,600 -Additional in 2019 to complete PE for Euclid to Spokane River 310,000 0 0 0 0 0 0 0 0 0 310,000 0 0 0 310,000 0 -I-90 to Appleway 3,629,000 0 3,138,000 0 0 0 0 0 0 0 0 0 0 0 3,138,000 491,000 -Appleway to South City Limns 2,854,000 0 2,468,000 0 0 0 0 0 0 0 0 0 0 0 2,468,000 386,0130 - Earmark for future surprises/challenges WA 0 0 0 0 0 0 0 0 0 281,209 0 0 0 281,209 N/A Total of Capital Projects 152,719,096 52,004,660 51,306,583 9,018,301 993,860 109,300 2,408,656 259,744 1,996,653 28,232,025 7,271,336 7,849,573 2,616,959 165,067,650 10,822,183 included in 6-year TIP Capital Reserve Fund #312 Sources General Fund transfers - 2013 through 2017 16,885.870 General Fund - 2018 transfer for misc. cap projects 1,000,000 General Fund - 2018 transfer of 2016 fund bal > 50% 2,795,429 General Fund - 2019 transfer of 2017 fund bal > 50% 7,119,300 General Fund - 2020 transfer of 2018 fund bat > 50% 0 Developer contribution (Library District) - 2013 3,180 Developer contribution (Library District) - 2014 4,675 Net proceeds on sale of Carnahan properties- 2018 373,397 Transfer in - #310 (excess fund balance) 18,452 Transfer in- #313 (excess fund balance) 88,590 28,288,901 Projects Completed in Prior Years 11,624,657 Appleway-Tea 0)41ivaMri-Bettie 347,000 Appleway Trail - Evergreen to Sullivan 323,325 Barker Road / BNSF Grade Separation 1,421,321 Pines Road Underpass 3,485,417 Sullivan & Trent Interchange 500,000 844,000 Sullivan Park water line installation 152,858 Barker Road corridor improvements 1,485,417 Additional Barker- Euclid to Trent 1,238,983 Additional barker- Euclid to Spokane River 310,000 Balfour Park development 1,985,417 Improvements at proposed SCLD Balfour site 460,715 Transfer to Street O&M Fund #101 2,271,706 Garland Ave Construction 1,000,000 Park land acquisition 500,000 Earmark future surprises/challenges 281,209 28,232,025 Difference 56,876 completed completed committed Committed committed committed completed committed committed committed mmilled Committed Committed committed Committed committed committed Page 1 of P:\1. General Governance \ Budget \2021 gadget\Finance\Potential and Pending Projects CITY OF SPOKANE VALLEY, WA 874/2020 1 Pending / Potential Projects Worksheet Capital Projects Completed in Prior Years: - Phase 1 - Appleway Landscaping (Dora to Park) - Business Route Slgnage Joint Site Design - Balfour PerklLibrery - Sullivan Road West Bridge replacement - City Hall Sculpture siting at City Hall - Appleway Trail - University to Pines (Completed) - Appleway Trail - Pines to Evergreen (Completed) - Carnahan & 8th - ROW acquisition Remove & reconstruct Euclid Ave (Flora to Barker) • after County installation of sewer Bus stops and pedestrian crossings on Indiana Ave. - SVPD land acquisition Secured Grants 261,993 0 21,139 0 57,601 0 15, 493, 248 13. 046, 330 14,104,025 0 46,760 0 1,614,679 0 1,970,654 1,696,192 679,821 0 2,927,167 71,486 226.680 Financed Retention Anucrpated Grants 0 0 0 0 0 0 0 0 Geoe sli Fond 1d 10' 11F0S' and O 0 O 0 O 0 O 0 O 0 O 0 O 0 O 0 paths & rrads Fon)06 :.. S0818d Waste Fund Protest Financing Fund by cFad-If/es. Replacement hd 009 FFUortes Capital'. Pr0)e01 Fund 310 Civic 8UT+Nngs:. Cap1Pa) Projects Fund312 Cap tat Reserve O 0 0 0 0 261,993 0 O 0 0 0 0 21,139 0 O 0 0 0 0 57 601 0 O 0 0 0 0 1,713,284 365,803 O 0 0 0 1,157,368 5,097,084 0 0 0 0 0 0 46,7600 0 59,300 59,300 0 0 0 1452,026 103,303 0 50 O 0 0 0 0 274 462 0 0 0 21,216 0 0 0 0 0 658.605 0 0 0 O 0 0 0 0 0 1743,537 1,183,630 2,927,167 O 0 0 0 0 0 71,486 0 71486 O 0 0 0 0 226.680 0 226,680 0 0 0 0 7,849,573 0 0 0 367,831 0 261,993 21,139 57,601 15,493,248 14,104,025 46,760 1,673,979 1,970,654 679,821 U 0 0 0 0 0 0 (59, 300) 0 37,475.253 14,742,522 21,216 59,300 0 0 1,157,368 11,624.657 469,106 7,849 573 1,551,511 37,534,553 (59,300) Page 2 of P:11. General GovernancelBudget12021 BudgetlCity Manager12020 08 04 Workshop binder materials12020 08 04 fiscal policies vl.docx Fiscal Policies Fiscal Health is at the Core of Providing a Good Public Service The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, the circumstances under which we will utilize reserves to sustain operations during economic downturns. Financial Management The City will strive to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for services when it makes financial sense to do so. 3. Continue the six -year Business Plan process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. o The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley carries an exceptionally low debt burden and currently utilizes only 1.53% of its total debt capacity, and more importantly, only 7.66% of non -voted bond capacity. 6. Strive to prioritize spending in the annual budget process and minimize the mid -year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending Fund Balance of at least 50% of the recurring expenditure budget. This is adequate to meet cash flow needs and is the equivalent of six months of general fund operations. 3. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund #121 ($5.5 million) to maintain ending fund balance minimum. 4. Commitment to the strategy that the Service Level Stabilization Reserve Fund #121 will not be reduced below $3.3 million (60% of $5.5 million). 5. Maintain the 2021 property tax assessment the same as 2020 with the exception of new construction. As in the previous 11-years, the City will forego the 1% annual increase to property tax allowable by RCW 84.52.050. We anticipate this will result in a levy of $12,399,200 plus estimated new construction of $150,000 for a total levy of $12,549,200. The allowable potential increase will be banked for future use as provided by law. This represents the twelfth consecutive year that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment — By committing to these policies the City will ensure financial sustainability well into the future. Page 1 of 1 P:11. General GovemancelBudgetl2021 BudgetlCity Manager12020 08 04 Workshop binder materials12020 City Council Goals adopted on 2019 08 20.docx 2020 City Council Goals (as approved by Council on 8/20/2019) 1. Work with state and federal legislators towards advancing the concepts outlined in the Bridging the Valley study including obtaining financial assistance for the Pines, Sullivan, and Park Grade Separation Projects. 2. Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include sustained financing in Street Fund #101 and Pavement Preservation Fund #311. 3. Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. 4. Continue with and expand where possible, economic development efforts including the retention and expansion of existing businesses and recruitment of new businesses. 5. Continue to foster relationships with federal, state, county and local legislators. 6. Pursue financing for Balfour Park and Appleway Trail amenities, and continue the acquisition of park land. 7. Pursue financing for connections between the Appleway Trail, Balfour Park, Dishman Hills and the Centennial Trail creating where possible, a continuous loop for users. 8. Maximize the law enforcement contract to address staffing levels by enhancing recruiting efforts, minimizing out of service days, increasing retention, and taking steps to make the officer positions and the Spokane Valley Police Department increasingly appealing as a career path for those seeking to pursue a law enforcement career in Spokane Valley. 9. Pursue opportunities to increase community interactions, share information, and obtain feedback on current and future projects and priorities. 10. Prioritize involvement in public safety, in particular discussions regarding the jail and the criminal justice system, in order to maintain an understanding of options to keep our costs under control. DRAFT ADVANCE AGENDA as of July 30, 2020; 7:30 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 August 11, 2020, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report Valleyfest Update — Peggy Doering [due Tue Aug 41 (5 minutes) (15 minutes) 3. Admin Report: Code Text Amendment (CTA-2020-0001, Annexation) — M Basinger, E Lamb (10 minutes) 4. Admin Report: Code Text Amendment (CTA-2020-0002, Essential Public Fac) — Lori Barlow (10 minutes) 5. Admin Report: Comprehensive Plan Amendments — Mike Basinger (10 minutes) 6. Admin Report: Mem. Of Understanding Wa. Dept of Commerce Mfg Roadmap — Chaz Bates (10 minutes) 7. Admin Report: Advance Agenda — Mayor Wick (5 minutes) 8. Info Only: Finance Dept Monthly Report [*estimated meeting: 65 mins] August 18, 2020, Study Session, 6:00 p.m. 1. Council 2021 Budget Goals — Mark Calhoun 2. Advance Agenda — Mayor Wick [due Tue Aug 111 (20 minutes) (5 minutes) August 25, 2020, Formal Meeting Format, 6:00 p.m. [due Tue Aug 181 Proclamation: Recognizing 100`h Anniversary of 19`h Amendment Adoption 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. First Reading Ordinance Code Text Amendment (CTA-2020-0001, Annex) — Basinger, Lamb (10 minutes) 3. First Reading Ordinance Code Text Amendment (CTA-2020-0002 Ess. Public Fac)— Lori Barlow (10 min) 4. First Reading Ordinance Comprehensive Plan Amendments — Mike Basinger (10 minutes) 5. First Reading Ordinance Comprehensive Plan Zoning Map Amendment — Mike Basinger (5 minutes) 6. Motion Consideration: Mem. Of Understanding Wa. Dept of Commerce Mfg Roadmap — C.Bates(10 mins) 7. Admin Report: Advance Agenda — Mayor Wick (5 minutes) 8. Info Only: Department Monthly Reports [*estimated meeting: 55 mins] Sept 1, 2020, Study Session, 6:00 p.m. [due Tue Aug 251 1. Advance Agenda — Mayor Wick (5 minutes) Sept 8, 2020, Formal Meeting Format, 6:00 p.m. [due Tue Sept 11 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Second Reading Ordinance Code Text Amendment (CTA-2020-0001, Annex) — Basinger, Lamb (10 min) 3. Second Reading Ordinance Code Text Amendment (CTA-2020-0002 Ess. Public Fac)- Lori Barlow (10 mn) 4. Second Reading Ordinance Comprehensive Plan Amendments — Mike Basinger (10 minutes) 5. Second Reading Ordinance Comprehensive Plan Zoning Map Amendment — Mike Basinger (10 minutes) 6. Admin Report: Estimated Revenues & Expenditures, 2021 Budget — Chelsie Taylor (15 minutes) 7. Admin Report: Advance Agenda — Mayor Wick (5 minutes) [*estimated meeting: 65 mins] Sept 15, 2020, Study Session, 6:00 p.m. 1. Outside Agency Presentation (max 5 minutes each) — Chelsie Taylor 2. Advance Agenda — Mayor Wick Sept 22, 2020, Formal Meeting Format, 6:00 p.m. 1. Public Hearing #1 — 2021 Budget Revenues and Property Taxes — Chelsie Taylor 2. Consent Agenda (claims, payroll, minutes) [due Tue Sept 81 (- 60 mins) (5 minutes) [due Tue Sept 151 (15 minutes) (5 minutes) 3. Motion Consideration: Set 2021 Budget Hearing #2 for Oct 27 — Chelsie Taylor (5 minutes) 4. Admin Report: Washington State Dept. of Trans Land Acquisition, Flora Road — C. Driskell (10 minutes) 5. Admin Report: Advance Agenda — Mayor Wick (5 minutes) 6. Info Only: Department Monthly Reports [*estimated meeting: 40 mins] Draft Advance Agenda 7/30/2020 8:16:47 AM Page 1 of 2 Sept 29, 2020, Study Session, 6:00 p.m. 1. Proposed Ordinance Adopting 2021 Property Taxes — Chelsie Taylor 2. Advance Agenda — Mayor Wick Oct 6, 2020, Study Session, 6:00 p.m. 1. Admin Report: City Manager Presents 2021 Preliminary Budget — Mark Calhoun 2. Advance Agenda — Mayor Wick Oct 13, 2020, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Wick Oct 20, 2020, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Wick Oct 27, 2020, Formal Meeting Format, 6:00 p.m. 1. Public Hearing #2 — 2021 Budget — Chelsie Taylor 2. Consent Agenda (claims, payroll, minutes) 3. First Reading Property Tax Ordinance — Chelsie Taylor 4. Admin Report: 2020 Budget Amendment — Chelsie Taylor 5. Admin Report: Advance Agenda — Mayor Wick 6. Info Only: Department Monthly Reports Nov 3, 2020, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Wick [due Tue Sept 22] (10 minutes) (5 minutes) [due Tue Sept 29] (60 minutes) (5 minutes) [due Tue Oct 61 (5 minutes) (5 minutes) [due Tue Oct 13] (5 minutes) [due Tue Oct 20] (15 minutes) (5 minutes) (10 minutes) (10 minutes) (5 minutes) [*estimated meeting: 45 mins] Nov 10, 2020, Formal Meeting Format, 6:00 p.m. 1. Public Hearing: 2020 Budget Amendment — Chelsie Taylor 2. Consent Agenda (claims, payroll, minutes) 3. Second Reading Property Tax Ordinance — Chelsie Taylor 4. First Reading Ordinance 2020 Budget Amendment — Chelsie Taylor 5. First Reading Ordinance Adopting 2021 Budget — Chelsie Taylor 6. Motion Consideration: Allocation of Outside Agency Grants — Chelsie Taylor 7. Admin Report: Advance Agenda — Mayor Wick *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Appleway Trail Amenities Arts Council Sculpture Presentations Artwork & Metal Boxes Core Beliefs Resolution Donation Recognition Fee Resolution Cost of Service Analysis Flashing Beacons/School Signage Health District Stats Mirabeau Park Forestry Mgmt. Naming City Facilities Protocol Park Lighting PFD Presentation SPEC Report/Update St. Illumination (owners, cost, location) St. O&M Pavement Preservation Tourism Venues (12/8/2020) TPA Interlocal Agreement Trunk or Treat Water Districts & Green Space Way Finding Signs [due Tue Oct 27] (5 minutes) [due Tue Nov 3] (10 minutes) (5 minutes) (10 minutes) (10 minutes) (10 minutes) (15 minutes) (5 minutes) Draft Advance Agenda 7/30/2020 8:16:47 AM Page 2 of 2 DRAFT 2021 BUSINESS PLAN 11Page 2IPage Table of Contents Organizational Overview 4 Introduction 6 Departmental Business Plans 17 City Council 18 City Manager 20 Office of the City Attorney 28 Human Resources 34 Finance & Information Technology 38 General Government Budget Impact Summary 42 Parks & Recreation 43 Deputy City Manager — Community & Public Works 50 Engineering Division 53 Street Maintenance Division 59 Economic Development Division 61 Building & Planning Division 67 City Hall O&M Budget Impact Summary 73 Addendum A: Police Contract 74 3IPage City Manager Parlor & Recreation Drector Administrative Assistant MaintenanceWorker/ Failtlss Senior Center SpeMM Recreation Coordinator Finance Director Accounting Manager Accountant/ Budget Analyst (3.75 FIE) Accounting Technician (2 FTE) IT Manager IT SpoiaMet (2 FTE) CenterRae Coordinator CenterRae Office Assietantl CenterRae Office Assistant II City Attorney Administrative Assistant Deputy aty Attorney Attorney Database Administrator Executke Assistant Administrative h Assistant City Clerk Deputy aty Clerk Senior Administrative Analyst Administrative Analyst Human Resource Manager Human Resources Technician Police Chief (Contract) Deputy aty Manager Street Superintendent Maintenance) Const. Inspect (7FTE) ROWlnspector City Engineer Administrative Assistant Traffic Engineering Manager Senior Engineer/ Traffi Engineerinreffic Assistant Engineer Senior Engineer/ Water Res Engineer/Storm Senior Engineer/ Development Planningcrante Engineer Engineerbg Tech II/Storm Engineebg Tech I Development Inspector E gineebg Manager Administrative Assistant Senior Engineer/ Rgect Manager (4FIE) Engineer (2FTE) Engineebg Tech II CADAdninistrator Engineer Technician II Engineerbg Tech (2 FTE) Assistant Engineer (1 FTE) Administrative Assistant ED Specialist Building official Fan. Maintenance 0. •. Ihn Savte Economic Development Manager Senior Banner Publiclnfomlatiar Officer MaRObg/Graphb Design Intern Administrative Assistant AssMan Building Official Engineer Technician Office Assistant (4 FTE) Senior Plans Examiner Examiner Building lnapecta (3 FIE) Senior Planner Planner (3 FIE) Code Enbrcement Officer (2 FTE) 4IPage Spokane Valley Citywide Business Plan Components City Foundation City Council Financial Projection External Input Internal Input Departmental Business Plan 5IPage 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 2021 Business Plan links together community priorities, fiscal policies, Council Goals, and the 2021 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 through the December 2007 adoption of Resolution 07-019 which in part reads: - 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 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. 6IPage - We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. - We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an expanded and diverse economic base. - We believe that Councilmembers set the tone for civic discussion and should set an example by: a) Setting high standards of decorum and civility. b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers, and the staff. d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. - We solicit the City Manager's support in conducting the affairs of the City with due regard for: a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government. b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. c) Establishing and maintaining a formal citywide customer service program with emphasis on timely response, a user-friendly atmosphere and an attitude of facilitation and accommodation within the bounds of responsibility, integrity and financial capability of the City, including organizational and job description documents while pursuing "best practices" in customer service. d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally -provided services. e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined." 7IPage 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. Customer Service Standards are divided into three categories: Be Respectful o Demonstrating courtesy and professionalism o Listening effectively o Responding in a timely manner o Exemplifying a no -surprise atmosphere Be Knowledgeable o Fostering a team -oriented approach o Providing alternatives o Anticipating questions o Having and/or knowing your resources o Being organized Be Welcoming o Acknowledging customers when they enter o Steering customers in the right direction o Promoting an enjoyable work environment o Maintaining a clean and uncluttered work environment o Treating people as individuals BIPage City Council Goals Annually, through the development of the Business Plan and Budget, Council updates the goals they wish to pursue. By their nature, the goals are typically not something that can be accomplished in a single year and are instead focused on broader concepts and/or large capital projects. Council has adopted the following goals for 2021 (these goals currently reflect the 2020 goals and will be updated once the 2021 goals are adopted by Council): 1. Work with state and federal legislators towards advancing the concepts outlined in the Bridging the Valley study including obtaining financial assistance for the Pines, Sullivan and Park Grade Separation Projects. 2. Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include sustained financing in Street Fund #101 and Pavement Preservation Fund #311. 3. Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. 4. Continue with, and expand where possible, economic development efforts including the retention and expansion of existing businesses and recruitment of new businesses. 5. Continue to foster relationships with federal, state, county, and local legislators. 6. Pursue financing for Balfour Park and Appleway Trail amenities and continue the acquisition of park land. 7. Pursue financing for connections between the Appleway Trail, Balfour Park, Dishman Hills and the Centennial Trail creating where possible, a continuous loop for users. 8. Maximize the law enforcement contract to address staffing levels by enhancing recruiting efforts, minimizing out -of -service days, increasing retention, and taking steps to make the officer positions and the Spokane Valley Police Department increasingly appealing as a career path for those seeking to pursue a law enforcement career in Spokane Valley. 9. Pursue opportunities to increase community interactions, share information, and obtain feedback on current and future projects and priorities. 10. Prioritize involvement in public safety, in particular discussions regarding the jail and the criminal justice system, in order to maintain an understanding of options to keep our costs under control. 9IPage Financial Projection Looking towards the future, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2020 Business Plan. This Business Plan is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and forecasted projections. The Business Plan includes performance measures to determine the level amount of effectiveness and efficiency in which work is performed. Over time, this provides the City with a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within budget and the forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2021 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government, we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a six -year cycle, the Financial Forecast is limited to five years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond a five-year horizon. It is important to note the Business Plan and Financial Projection are imperfect tools and this is precisely why both documents are updated on an ongoing basis. The following General Fund financial projection is being created following a period of relatively robust economic growth that in early 2020 was interrupted by a global pandemic and resulting recession. The reader will note that this has impacted both our 2020 and 2021 Budgets where we project that recurring expenditures will exceed recurring revenues. We believe we will be able to maintain status quo service levels through this period as a result of adhering to the fiscal policies referenced in succeeding pages. 10IPage Table 1.1, page 1 8/4/2020 CITY OF SPOKANE VALLEY, WA General Fund Budget Projection RECURRING ACTIVITY 2021 Proposed 2022 2023 2024 2025 Budget Projection Projection Projection Projection Revenues Property Tax 1 12,549,200 12,699,200 12,849,200 12,999,200 13,149,200 Sales Tax 2 19,751,000 20,343,500 20,953,800 21,582,400 22,229,900 Sales Tax - Public Safety 3 938,000 966,100 995,100 1,025,000 1,055,800 Sales Tax - Criminal Justice 4 1,656,000 1,705,700 1,756,900 1,809,600 1,863,900 Gambling Tax and Leasehold Excise Tax 5 384,000 395,500 407,400 419,600 432,200 Franchise Fees/Business Registration 6 1,215,000 1,251,500 1,289,000 1,327,700 1,367,500 State Shared Revenues 7 1,721,000 1,772,600 1,825,800 1,880,600 1,937,000 Fines and Forfeitures/Public Safety 8 1,010,200 1,020,300 1,030,500 1,040,800 1,051,200 Community and Public Works 9 1,908,719 1,966,000 2,025,000 2,085,800 2,148,400 Recreation Program Revenues 10 643,600 662,900 682,800 703,300 724,400 Miscellaneous Department Revenue 11 21,000 21,600 22,200 22,900 23,600 Miscellaneous & Investment Interest 12 592,500 604,400 616,500 628,800 641,400 Transfer -in - #105 (h/m tax-CP advertising) 13 30,000 30,000 30,000 30,000 30,000 Total Recurring Revenues 42,420,219 43,439,300 44,484,200 45,555,700 46,654,500 Expenditures City Council 14 631,566 650,500 670,000 690,100 710,800 City Manager 15 1,017,539 1,048,100 1,079,500 1,111,900 1,145,300 Legal 16 718,593 740,200 762,400 785,300 808,900 Public Safety 17 28,086,615 28,929,200 29,797,100 30,691,000 31,611,700 Deputy City Manager 18 284,844 293,400 302,200 311,300 320,600 Finance / IT 19 1,500,659 1,545,700 1,592,100 1,639,900 1,689,100 Human Resources 20 318,540 328,100 337,900 348,000 358,400 City Hall Operations and Maintenance 21 301,093 310,100 319,400 329,000 338,900 Community & Public Works - Engineering 22 2,165,242 2,230,200 2,297,100 2,366,000 2,437,000 Community & Public Works - Economic Dev 23 1,045,762 1,077,100 1,109,400 1,142,700 1,177,000 Community & Public Works - Building & Planning 24 2,483,766 2,558,300 2,635,000 2,714,100 2,795,500 Parks & Rec -Administration 25 356,467 367,200 378,200 389,500 401,200 Parks & Rec - Maintenance 26 940,003 968,200 997,200 1,027,100 1,057,900 Parks & Rec - Recreation 27 328,534 338,400 348,600 359,100 369,900 Parks & Rec -Aquatics 28 510,053 525,400 541,200 557,400 574,100 Parks & Rec - Senior Center 29 35,403 399,350 401,250 401,450 401,500 Parks & Rec - CenterPlace 30 972,214 1,001,400 1,031,400 1,062,300 1,094,200 General Govemment 31 1,297,380 1,336,300 1,376,400 1,417,700 1,460,200 Transfers out -#204 (2016 LTGO debt service) 32 401,500 401,400 401,150 398,950 401,550 Transfers out -#309 (parks capital projects) 33 160,000 160,000 160,000 160,000 160,000 Transfers out -#311 (pavement preservation) 34 991,843 1,001,800 1,011,800 1,021,900 1,032,100 Transfers out - #501 (CenterPlace kitchen reserve 35 36,600 0 0 0 0 Transfers out -#502 (insurance premium) 36 425,000 437,800 450,900 464,400 478,300 Total Recurring Expenditures 45,009,216 46,648,150 48,000,200 49,389,100 50,824,150 Recurring Revenues Over (Under) Recurring Expenditures (2,588,997) (3,208,850) (3,516,000) (3,833,400) (4,169,650) NONRECURRING ACTIVITY Revenues Misc 0 0 0 0 0 Total Nonrecurring Revenues 0 0 0 0 0 Expenditures General Govemment - IT capital replacements 212,800 0 0 0 0 Transfers out -#101 (Street Fund operations) 1,898,050 0 0 0 0 Total Nonrecurring Expenditures 2,110,850 0 0 0 0 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (2,110,850) 0 0 0 0 EXCESS (DEFICIT) OF TOTAL REVENUES OVER (UNDER) TOTAL EXPENDITURES (4,699,847) (3,208,850) (3,516,000) (3,833,400) (4,169,650) ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 32,463,829 27,763,982 24,555,132 21,039,132 17,205,732 ESTIMATED ENDING UNRESTRICTED FUND BAL. 27,763,982 24,555,132 21,039,132 17,205,732 13,036,082 Ending fund balance as a % or recurring expenditures 61.69% 52.64% 43.83% 34.84% 25.65% 111 Page Table 1.1, page 2 Projection Assumptions Projection assumes: 1 An increase of 2 An increase of 3 An increase of 4 An increase of 5 An increase of 6 An increase of 7 An increase of 8 An increase of 9 An increase of 10 An increase of 11 An increase of 12 An increase of 13 An increase of 14 An increase of 15 An increase of 16 An increase of 17 An increase of 18 An increase of 19 An increase of 20 An increase of 21 An increase of 22 An increase of 23 An increase of 24 An increase of 25 An increase of 26 An increase of 27 An increase of 28 An increase of 29 An increase of 30 An increase of 31 An increase of 32 An increase of 33 An increase of 34 An increase of 35 An increase of 36 An increase of 2022 Projection 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% -0.02% 0.00% 1.00% -100.00% 3.00% 2023 Projection 2024 Projection plus new construction of in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, in 2022, 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% -0.06% 0.00% 1.00% 0.00% 3.00% $150,000 in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, in 2023, Table 1.1 Financial Forecast and Program Impact Summary per year through 2025 in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% -0.55% 0.00% 1.00% 0.00% 3.00% in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and in 2024, and 2025 Projection 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 3.00% 2.00% 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 0.65% 0.00% 1.00% 0.00% 3.00% in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 in 2025 Note: This section will be updated upon adoption of the 2021 Budget The General Fund forecast for the years 2021 through 2024 uses the adopted 2020 Budget as a beginning point and currently assumes levels of service that are identical to those provided by the City in 2020. 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. 12IPage It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2020 is as of February 10, 2020 and is based upon preliminary and unaudited figures. As we progress through the process of "closing the 2019 books" we anticipate this figure will change due to the fact we will continue to record both 2019 revenues and expenses as we become aware of them. Table 1.2 Primary General Fund Revenue Sources [$60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10, 000, 000 so ♦•••••••••"" 35,911,071 17 437,732 39,384 42,983,044 38,396,726 General Fund Revenue 25,622,894 --Sales Tax Revenue f Property Tax Revenue 22,345,000 49,401,381 46,699,819 42,420,219 45, 206, 900� 22,440,65 19 707,676 20,581,821 10`799,1 ,706,1b,9,377. 11,4 4,107•. 11,7 8,911•. 12,4 2,400• . 10,841,559 11,280,147 11 613, 056 12,165,125 12,549, 200 -23,837,199 27,382, 906,000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2020 *2019 figures are preliminary and unaudited as of February 10, 2020. 2020 figures reflect adopted budget estimates. Fiscal Policies Fiscal Health is at the Core of Providing a Good Public Service The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, the circumstances under which we will utilize reserves to sustain operations during economic downturns. Financial Management The City will strive to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for services when it makes financial sense to do so. 3. Continue the six -year Business Plan process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. o The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley carries an exceptionally low debt burden and currently utilizes only 1.53% of its total debt capacity, and more importantly, only 7.66% of non - voted bond capacity. 6. Strive to prioritize spending in the annual budget process and minimize the mid -year addition of projects and appropriations. 13'Page Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending 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 #121 ($5.5 million) to maintain ending fund balance minimum. 4. Commitment to the strategy that the Service Level Stabilization Reserve Fund #121 will not be reduced below $3.3 million (60% of $5.5 million). 5. Maintain the 2021 property tax assessment the same as 2020 with the exception of new construction. As in the previous 11-years, the City will forego the 1% annual increase to property tax allowable by RCW 84.52.050. We anticipate this will result in a levy of $12,399,200 plus estimated new construction of $150,000 for a total levy of $12,549,200. The allowable potential increase will be banked for future use as provided by law. This represents the twelfth consecutive year that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment — By committing to these policies the City will ensure financial sustainability well into the future. 14'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 keep citizens informed on a variety of projects including planning discussions, capital projects, and the annual budget development process to name a few. The City Council also provides for two separate general public comment periods during Formal Council meetings which are held on the second and fourth Tuesday of each month and allows public comment on all action items. City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City. THE SV Express System allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory 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 who provide Council with specialized knowledge to assist them in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost -saving measures, employees are invaluable in providing reports that present complex information in a manner that makes it understandable and approachable. In addition, performance measure results are analyzed, summarizing multi -year performances linked to targets and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying resident concerns and/or changing trends. Staff often bring forward innovative ways of providing efficient service delivery. Strategic planning through several long-range plans allows staff to look at current trends in order to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints. These plans include the Comprehensive Plan, Six -Year Transportation Improvement Program (TIP), Five -Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets Master Plan (Pavement Management Program) and the Business Plan. 15IPage Departmental Business Plans The Departmental Business Plans utilize Workload Indicators and Performance Measures to evaluate the service the City provides in order to make the appropriate adjustments to the Business Plan and meet the objective of providing our citizens with the highest level of service possible. This data will continue to be updated as the information becomes available. The initial Departmental Business Plans were developed through participatory meetings open to all City employees. A SWOT analysis identifying the Strengths, Weaknesses, Opportunities and Threats for each department was conducted. Mission statements and goals were established by employees. 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. 16IPage Departmental Business Plans 17IPage City Council Mission To be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair and committed to providing a high quality of life. The City of Spokane Valley incorporated March 31, 2003, as a non -charter code city and operates under a Council -Manager form of government. It is governed under the optional municipal code of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the elected City Council, which hires a professional administrator to implement its policies. There are seven positions on the City Council, all of which are at -large positions. At -large means all Councilmembers represent all of the citizens of the City versus each Councilmember representing a specified area within the City. Councilmembers are generally elected to four-year terms, with elections held every two years. For continuity, position terms are staggered by two years so that all positions are not open for election at the same time. Pursuant to RCW 35A.13.030, biennially the members choose a chair of the Council who receives the title of Mayor. The Mayor presides over all meetings and is recognized as the head of the City for ceremonial purposes. In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the Council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability of the Mayor. Arne Woodard, Position 3 Rod Higgins, Position 1 Deputy Mayor Brandi Peetz, Position 2 Mayor Ben Wick, Position 4 Tim Hattenburg, Position 6 Linda Thompson, Position 7 Pam Haley, Position 5 18'Page 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. The Proposed 2021 Budget is $631,566 which reflects an increase of $9,379 or 1.51% over the 2020 Budget - 3% ($19,100) - 6% ($38,700) - 9% ($58,000) Federal Lobbyist would be reduced by $2,000 from $82,000 to $80,000. This may result in a slight reduction in lobby services. Travel/Mileage related to Federal Lobby trips would be reduced by $6,000 from $18,000 to $12,000. This would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and granting agencies from 3 Councilmembers twice per year to 2 Councilmembers twice per year. Travel/Mileage for individual Councilmembers would be reduced by $8,000 from $32,000 to $24,000. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. Registrations would be reduced by $2,100 from $10,500 to $8,400. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. • State Lobbyist is reduced by a total of $5,000 from $66,000 to $61,000. This would result in a reduction in lobby services. • Federal Lobbyist is reduced by a total of $2,000 from $82,000 to $80,000. This may result in a slight reduction in lobby services. • Travel/Mileage - Federal Lobby would be reduced by a total of $12,000 from $18,000 to $6,000. This would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and granting agencies from 3 Councilmembers twice per year to either 1 Councilmember twice per year or 2 Councilmembers once per year. • Travel/Mileage for individual Councilmembers would be reduced by $15,200 from $32,000 to $16,800. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. • Registrations would be reduced by a total of $3,500 from $10,500 to 7,000 resulting in a reduction in the number of meetings and conferences that Councilmembers attend in order to represent the City. • State Lobbyist would be reduced by a total of $6,000 from $66,000 to $6,000. This would result in a reduction in lobby services. • Federal Lobbyist would be reduced by a total of $12,000 from $82,000 to $70,000. This would result in a reduction in lobby services. • Travel/Mileage - Federal Lobby would be reduced by a total of $12,000 from $18,000 to $6,000. This would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and granting agencies from 3 Councilmembers twice per year to either 1 Councilmember twice per year or 2 Councilmembers once per year. • Travel/Mileage would be reduced by a total of $20,000 from $32,000 to $12,000. This would reduce the number of meetings and conferences that Councilmembers attend in order to represent the City. • Registrations would be reduced by a total of $7,000 from $10,500 to $3,500 resulting in a reduction in the number of meetings and conferences that Councilmembers attend in order to represent the City. City Manager Mission To provide the City Council and employees with professional leadership, sage advice and to work together to implement best practices to achieve adopted goals and deliver quality services to the community. The City Manager Department is accountable to the City Council for the operation of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies and the provision of a communication linkage among citizens, the City Council, City departments and other government agencies. The City Manager Department includes the City Clerk, Contract Administration as well as oversight of the police services contract for the City. Additionally, Human Resources and the Office of the City Attorney are included in the City Manager's oversight. Both departments work directly with all other departments and have their own mission statements and goals. City Manager Executive Assistant City Clerk Deputy City Clerk Administrative Assistant City Council Senior Administrative Analyst Administrative Analyst Police Contract Deputy City Manager Finance Director City Attorney Parks & Rec Director 20IPage City Manager As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides daily leadership, and works with the City's management team to ensure a high-performance, service -oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. Police services are contracted through the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City Manager. Essential Services: • Directs the implementation of the City Council's annual goals; Develops and directs the implementation of policies, procedures and work standards for the City; Prepares and recommends long-range plans for City services and programs; Monitors status of contracts; • Develops and recommends adoption of the annual budget; • Coordinates the preparation of reports or presentations to the City Council or outside agencies; • Develops specific proposals for action on current and future City needs; • Acts as the Emergency Management Coordinator for the City; • Monitors staff performance on qualitative and quantitative measures; Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests; and Maintains good working relationships with community constituents. Goals & Strategies 1. Facilitate the achievement of the annually -established Council Goals. - Annually develop objectives and strategies to accomplish Council Goals. - Report goal attainment progress to the community in the City Manager's Accomplishments Report. 2. Update the annual operating and capital budget projections. The budget projection estimates estimated 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 Departmental Business Plans. - Calculate the fiscal impacts identified in Business Plans. - Update the operating and capital budget projections for both revenues and expenditures for all funds. - Calculate the delta between revenue and expenditure estimates. - Formulate service delivery options and determine affordable service levels. - Select budget -balancing options to implement. - Obtain Council authorization to proceed with selected option(s). 21IPage 3. Prepare State and Federal Legislative Agendas for Council consideration. - Present draft Legislative Agendas to City Council to consider those matters Council desires to promote on behalf of the City and pursue through meetings with elected and appointed representatives of both the State and Federal Government. Workload Indicators 2014 2015 2016 2017 2018 2019 Weekly Meetings with department heads to attain Council Goals V V V V V V Goal Attainment Progress (Business Plan) posted to website by February 25 annually (after the winter Council Workshop) V V V V V V Number of Council meetings 50 48 77 47 53 53 Draft of Departmental Business Plans completed annually by June 30 V V V V V V General Fund Budget Projection reviewed and updated annually V V V V V V Balanced budget presented to City Council annually V V V V V V Ordinances passed 21 26 18 14 27 21 Resolutions passed 15 12 12 20 11 19 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; Administers oath of office for City Council, 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; .;. 22'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 information to citizens; Processes requests for use of the City Logo; Participates on the Governance Manual Committee; and Serves as official Parliamentarian at Council meetings. Workload Indicators 2014 2015 2016 2017 2018 2019 Number of boxes of records added to storage 36 85 70 240 118 79 Number of new public records requests received and processed or still in process 276 296 295 288 483 553 Number of boxes of records destroyed after meeting retention requirements 40 42 49 71 68 67 Number of boxes sent to State Archives in Cheney for permanent storage - - - 65 0 0 Number of files/documents destroyed after meeting retention requirements 1,233 759 689 7,924 81 1,132 Number of address files scanned and destroyed* 3,221 7,001 11,038 4,142 - - Number of new contracts processed 243 238 228 276 264 262 *This project was completed in 2017. Performance Measures 7 6 5 4 3 2 1 0 Public Records Request ■ 2016 2017 ■ • 2018 2019 • Average number of days to respond to public record request ▪ Average number of days to complete public record request 231Page 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 ensuring 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 $26.6 million or 62% of the 2020 General Fund recurring expenditures budget. All public safety contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re -negotiate the terms. The law enforcement contract was re -negotiated in 2017, solidifying the identity of the Spokane Valley Police Department, providing for more control and enhanced performance measures. In addition, a new cost methodology was developed that greatly simplifies cost calculations and segregates direct costs, ensuring that the City is being charged accurately for the City's specific costs. A dedicated property and drug crimes unit was also created to ensure emphasis is placed on the crimes that are affecting Spokane Valley to the greatest degree. For 2019, the City utilized pool positions to allow hiring and training to occur in advance of retirement vacancies, allowing fully trained officers to migrate to open positions as they occur, maintaining service -delivery levels. Additionally, pre - training will reduce hire -to -street times and the use of a training officer at the academies will reduce the wash -out rate of officer candidates. In 2020, staff collaborated with a regional team to help create an agreement that would allow the City to participate in a Mental Health Crisis Stabilization Center that will allow law enforcement to divert individuals from the detention facility if they are suffering a crisis due to instability caused by behavioral health and addiction. This facility will divert individuals from the criminal justice system and treat the underlying causes for their behavior, with the goal of reducing recidivism, reducing call loads for emergency responders, and providing positive, stable outcomes for the clients served. Contract Administration will monitor this new agreement to ensure effective benefit for Spokane Valley citizens. Public Safety Service Contracts Administered: - Animal Control - Detention Services - District Court - Emergency Management - Law Enforcement - Mental Health Crisis Stabilization Center - Pretrial Services - Prosecutor Services - Public Defender - SCOPE 24'Page - Spokane Regional Emergency Communications - 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 contracts began on April 1, 2018 and included substantially -enhanced customer service standards. The $1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates for citizens and business owners. The department is currently working with the City's collection contractor to evaluate options to address the changing recycling commodities market while providing rate and service stability. 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 use of the right-of-way and payment of the franchise fees and Public, Education, and Government (PEG) Funds. In 2020, the Contract Administration Department worked with the City Attorney's Office to greatly reduce regulation of cable franchises, creating a cable television code that provides greater access to multiple cable television operators to enhance competition and encourage better service at competitive rates. Reducing regulatory burden puts cable operators on par with other businesses in the City and allows all subscription television service providers to compete more effectively with each other. 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 ensure 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. Coordination with the City's facilities maintenance staff and the Spokane Valley Police Department command staff facilitates a multi -year plan to prioritize improvements for the precinct building. Homelessness Oversight The contract Administration Department began, in 2019, overseeing the City's efforts to reduce homelessness. The following activities have been incorporated into Contract Administration. ■ Work in conjunction with the City Attorney's Office to revise and implement the City's Camping Ordinance. 25IPage ■ Provide staff support to the Continuum of Care and the development of the 5-Year Plan to Prevent and End homelessness. ■ Provide Staff Support for the Spokane County Housing and Community Development Advisory Committee and the development of the 5-Year Consolidated Plan. ■ Collaborate with Spokane County and the City of Spokane to incorporate a transitional bridge shelter and young adult shelter into the regional homelessness system. ■ Participate, review proposals, monitor, and evaluate performance of service providers receiving Homeless Housing Assistance Act funding from recording fees, Consolidated Homeless Grant funding, and Housing and Urban Development funding. ■ Create, implement and manage a Spokane Valley Homelessness Huddle Team consisting of Police, Fire, Parks, City Attorney, Contract Administration and Homeless Outreach Services with the purpose of exiting individuals from homelessness and maintaining public space for intended uses by all citizens. ■ Identify and engage with homeless individuals located in Spokane Valley, creating and maintaining a database of individuals and campsites allowing for effective and consistent outreach services. 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 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. 26IPage 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 2021 Budget is $1,017,539 which reflects an increase of $19,657 or 1.97 % over the 2020 Budget -4.79% ($48,776) -6.02% ($61,251) -9% ($91,578) • Wages, payroll taxes and benefits are reduced from the initial budget request of $954,499 to $905,723 for a total reduction of $48,776 or 5.11%. This represents a reduction of .50 FTEs from 6.50 to 6.00 which would affect the ability to maintain the current level of services Wages, payroll taxes and benefits are reduced from the initial budget request of $954,499 to $893,248 for a total reduction of $48,776 or 6.42%. This represents a reduction of .62 FTEs from 6.50 to 5.88 which would greatly reduce the ability to maintain current levels of service. Wages, payroll taxes and benefits are reduced from the initial budget request of $954,499 to $893,248 for a total reduction of $90,359 or 9.47%. This represents a reduction of .90 FTEs from 6.50 to 5.60 which would have a significant impact on our ability provide historic levels of service. Supplies are reduced from the initial budget request of $4,300 to $3,081 for a total reduction of $1,219 or 28.3%. 27'Page Office of the City Attorney Mission To assist in implementing Council policy by providing clear legal direction and meaningful assistance to Council, and to staff who implement City programs. Maintain a positive and creative workplace. The Office of the City Attorney represents the City's legal interests, including oversight of claims and litigation. The Office of the City Attorney is responsible for providing legal advice and support to City Council and City employees, as well for prosecuting and defending in all civil matters not assigned to outside counsel. This office works extensively with all City departments. City Attorney Administrative Assistant Deputy City Attorney Attorney 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 three full-time attorneys, one administrative assistant and from one to three legal interns. The daily work largely consists of providing timely advice on a full range of municipal issues to City staff and the City Council. 281Page 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 and provision of regional services; • 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 the Public Records Act, 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; Maintain office and document organization necessary to successfully complete all tasks; Represent the City on regional law and justice boards; and Provide guidance to staff on solid waste issues. .;. .;. 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. - Negotiate and finalize 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. 291Page Workload Indicators 2014 2015 2016 2017 2018 2019 Work order requests processed 274 254 295 280 298 246 Legal memoranda 26 28 25 16 7 16 Public record requests processed* 11 22 46 24 33 30 Number of open litigation matters including enforcement matters 21 44 23 63 48 56 Number of closed litigation matters including enforcement matters 15 27 17 37 44 37 Training classes taught 10 6 9 9 9 10 Average number of days for completion of tasks 17 18 26 19 16 26 Ordinances and resolutions drafted 36 38 30 34 36 40 Contracts reviewed 209 214 255 342 351 313 *Does not include day-to-day file review in response to public record requests processed by City Clerk. Performance Measures $350 $300 $250 $200 $150 $100 $50 $0 1 2014 2015 Legal Cost Per Hour 2016 2017 0 Internal Counsel ■ Outside Counsel 2018 2019 This graphic illustrates the cost effectiveness of retaining internal legal counsel as opposed to the exclusive use of outside counsel. The cost for internal counsel is determined by the total legal budget for the calendar year divided by the number of hours worked by the legal department. The outside counsel is the average hourly billing rate of all outside counsel that are used by the City. 301Page 100% 99% 98% 97% 96% 95% 94% 93% 92% Percentage of satisfaction 2014 2015 2016 2017 2018 2019 • Legal advice was timely • Legal advice was clear and relevant Clients were surveyed by the legal department for the percentage of satisfaction. First, the percentage of internal clients reporting that legal advice was timely. Second, the percentage of internal clients reporting that legal advice was clear and relevant. 400 350 300 250 200 150 100 50 0 • I I iliii 2014 2015 2016 2017 2018 2019 • Work order requests processed • Contracts reviewed The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks the office identifies as needing some analysis. The Contracts Reviewed graph reflects the number of contracts, contract amendments, and interlocal agreements executed by the office annually. The level of work for each varies significantly depending on whether our office is negotiating the contract, advising another department on contracting options or contracting law, or whether we are simply reviewing and signing. This number has increased over the past several years as the contracting process has been improved. This table does not include the code enforcement cases and litigation cases which the Office of City Attorney has also worked on during the year. 311 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 2021 Budget is $718,593 which reflects an increase of $10,651 or 1.5% over the 2020 Budget due to increase costs of research materials and supplies used by the Office of the City Attorney. -3% ($21,528) -6% ($43,082) ■ Wages, payroll taxes and benefits are reduced from $627,353 to $608,460 for a total reduction of $18,893 or 50% of intern wages and benefits. Resulting in the elimination of one of the two legal interns. The interns do research for the attorneys and work the code compliance cases. They also attend hearings upon receiving their Rule 9 license. Elimination of an intern would slow the production for the attorneys on issues as they would have to take on these tasks as well. ■ Spokane County GIS are reduced from $1,000 to $750 for a total reduction of $250 or 25%. ■ Filing & Recording Fees are reduced from $10,000 to $9,600 for a total reduction of $400 or 4%. This will reduce two of code enforcements or chronic nuisance lawsuits that can be filed each year which would result in a backlog of cases to be processed. ■ Publications would be deleted for a reduction $1,263 or 100%. This will make it difficult to keep up with changing court procedures and practices in the state of Washington. ■ Small Tools & Minor Equipment are reduced from $1,000 to $500 for a reduction of $500 or 50%. This will eliminate replacing small tools or equipment which might need to be replaced or repaired. ■ Outside Legal Counsel will be reduced from $44,750 to $31,570 for a total reduction of $15,165 or 34%. This would have an impact on the workload for the attorneys, significantly reducing efficiency, reducing total work product completed, as well as timeliness of completed work. ■ Travel/Mileage reduced from $6,620 to $3,979 for a reduction of $2,641 or 40% as well as ■ Registrations will be reduced from $2,680 to $1,150 a reduction of $1,530 or 58%. With the reduction in travel/mileage and registration the attorneys would only be able to attend one of the Washington State Association of Municipal Attorneys conferences per year which would reduce their knowledge of changing laws, new topics municipalities are faced with as well as a reduction in the continuing legal education credits needed to keep their bar licenses. ■ Memberships would be reduced from $1,909 to $1,869 for a reduction of $40 or 2% which would eliminate the environmental and land use law section from Washington State Bar Association which provides update law information on this topic. ■ Filing & Recording Fees are reduced from $10,000 to $7,200 for a total reduction of $2,800 or 28%. 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. 32'Page -9% ($64,639) ■ Office Supplies are reduced from $1,922 to $1,288 for a total reduction of $634 or 33%. This will reduce the purchase of new office supplies and reuse of files, folders, dividers and binders which can be reused out of closed case files. ■ Spokane County GIS is reduced from $1,000 to $500 for a total reduction of $500 or 50%. This will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials analysis on community and economic development projects. ■ Outside legal counsel is reduced from $46,735 to $12,665 for a total reduction of $34,070 or 73%. This would have an impact on the workload for the attorneys, reducing efficiency, total work product completed, as well as timeliness of completed work. ■ Professional Services are reduced from $3,000 to $2,000 for a total reduction of $1,000 or 25%. 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 $6,432 for a total reduction of $3,568 or 35.68%. This will reduce the number of code enforcement or chronic nuisance lawsuits that can be filed each year which would result in a backlog of cases to be processed. 33'Page Human Resources Mission To promote an employment environment that supports the mission of the City and the development of its employees. The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. Human Resource Manager Human Resource Technician Essential Services: Employee recruitment; Labor Relations; Risk Management; ADA Consultation; Employee training; Workplace Safety; 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 107 interviews, filling 26 positions in 2019. 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 $33,000 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 34'Page efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the Human Resource Manager works with the public to provide reasonable access to City services. Human Resources prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor and changing workforce demographics. Goals & Strategies 1. Respond to internal and external impacts on the City's Human Resources function in order to recruit and retain a well -qualified workforce. - Improve effectiveness of programs that support employee satisfaction and increase retention. - Negotiate employment agreements that support the mission of the City. - Develop systems that support the recruitment of well qualified candidates. - Evaluation of employee costs to identify opportunities to reduce those costs. 2. Development of employee recruitment techniques to continue to fill vacancies with highly qualified employees reflecting the values of the City. - Analyze recruitment data to determine the most effective means to source potential candidates. - Review and adjust employee compensation ensure the City is competitive in the employment market. Workload Indicator 2014 2015 2016 2017 2018 2019 Number of City FTEs 87.25 87.25 87.40 89.25 89.25 93.75 Personnel action forms processed 157 166 122 139 150 230 Number of training classes facilitated or coordinated 8 6 4 8 6 6 Employees hired* 8 12 6 10 16 13 Average number of applications received per recruitment cycle 29.7 24.08 33.4 25 29 30 * Includes regular employees —permanent FT/PT employees; limited term; does not include temporary/seasonal employees 35'Page 102.00% 100.00% 98.00% 96.00% 94.00% 92.00% 90.00% 88.00% Performance Measures Employee Satisfaction with Human Resources 2014 2015 2016 2017 2018 2019 In 2019 53% of employee evaluations were completed in 30 days or less with the average days for completion being 58. 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% 60% 50% 40% 30% 20% 10% 0% From 2013 the percentage of employees satisfied with the Human Resources Department has exceeded 93% and has increased to its current level of 100%. The percentage of employees indicating they are "Very Satisfied" has also increased and in 2019 that measurement was 87%. Annual non -manager performance reviews completed within 30 day of anniversary date 1 1 1 2014 2015 2016 2017 2018 2019 Percentage rate of employee turnover 1 1 1 2014 2015 2016 2017 2018 2019 361Page Human Resources - Budget Impact Summary Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. The proposed 2021 Budget is $318,540 which reflects an increase of $5,224 or 1.67% over the 2020 Budget -3% ($9,435) -6% ($19,100) -9% ($35,958) ■ Legal Services are reduced from $2,000 to $1,000 for a total reduction of $1,000 or 50% reducing the ability to consult council on employment decisions and/or actions. ■ Professional Services are reduced by $500, or 7%, limiting the amount of pre -employment background screening. ■ Advertising is reduced from $1,500 to $500 for a total reduction of $1,000 or 67%. Reducing the ability to advertise employment opportunities. ■ Travel is reduced from $1,000 to $500 for a total reduction of $500 or 50% limiting the ability to remain current with applicable State and Federal employment legislation. ■ Memberships are reduced from $625 to $350 for a total reduction of $275 or 44% resulting in the professional organization's support. ■ Registrations is reduced from $350 to $250 for a total reduction of $595 or 26%. ■ Training is eliminated reducing the ability to provide updated information to employees. ■ Employee Educational Reimbursement is reduced from $10,000 to $5,000 for a total reduction of $5,000 or 50%. ■ Wages, payroll taxes and benefits are reduced from $293,505 to $285,340 for a total reduction of $8,165 or 3%. Resulting in the eliminations of performance based wage increases for HR Staff. ■ Professional Services are reduced by an additional $1,500, for a total reduction of $2,000 or 29%, limiting the amount of pre -employment background screening. ■ Wages, payroll taxes and benefits are reduced further from $293,505 to $268,482 for a total reduction of $25,023 or 9%, resulting in a reduction of 0.2 FTE. This reduction would result in the elimination of some employee wellness and recruitment activities. 37'Page Finance & Information Technology Mission To assist the City Council, City staff and citizens in the areas of financial planning, budgeting, financial reporting and overall stewardship of the City's resources. Our information technology (IT) group seeks to understand technology and how it can best serve internal and external IT users. The Finance and Information Technology (IT) Department provides financial management services for all City departments. Responsibilities include accounting and financial reporting, payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, investments and information technology. The department is also responsible for generating and analyzing financial data related to the City's operations. Finance is responsible for the administration, coordination, supervision and control of the City's financial activities engaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. Finance Director Accounting Manager Accountant Budget Analyst (3.75 FTE) IT Manager IT Specialist (2 FTE) Accounting Technician (2 FTE) Database Administrator 381Page 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 95.25 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 2020 Annual Financial Report by May 30, 2021, 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. 39'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 2014 2015 2016 2017 2018 2019 Number of computer workstations 140 140 140 155 155 168 Number of tablets supported 20 27 31 35 35 22 Number of physical servers supported 17 22 10 15 10 8 Number of virtual servers supported 8 15 25 28 29 23 Number of appliances supported 55 45 50 50 50 49 Number of PC's installed or replaced 54 39 37 72 10 38 Network Hardware - 75 76 87 95 94 60 50 40 30 20 10 0 Performance Measures il il il 111111 2014 2015 2016 2017 2018 2019 • Help desk requests per month per IT FTE • Workstations per IT FTE Help desk requests and workstations per IT FTE per month dropped in 2014 due to hiring an additional IT staff person that year. 40IPage 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 2021 Budget is $1,500,659 which reflects an increase of $22,136 or 1.50% over the 2020 Budget - 3% ($46,755) - 6% ($94,248) - 9% ($137,144) ■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,429,929 for a total reduction of $46,755 or 3.17%. This represents a reduction of 0.4 FTEs, which would slow City payments to vendors and increase the time needed for financial analysis. ■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,382,436 for a total reduction of $94,248 or 6.38%. This represents a reduction of 0.9 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. ■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,339,540 for a total reduction of $137,144 or 9.29%. This represents a reduction of 1.25 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. 41 '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 2021 Budget is $3,519,323 which reflects an decrease of $2,056,854 or 36.89% under the 2020 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 $218,000 to $198,800 for a total reduction of $19,200 or 8.81%. 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 $182,000 to $102,000 for a total reduction of $80,000 or 43.96%. This reduction would limit the City's ability to award funding to local ($99,200) social service and economic development agencies. • Professional services — misc. studies are reduced from $218,000 to $194,700 for a total reduction of $23,300 or 10.69%. This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. _6 ■ Outside Agency funding is reduced from $182,000 to $57,000 for a total reduction of $125,000 or 68.68%. This reduction would limit the City's ability to award funding to local social service and economic development agencies to the point of perhaps only funding one ($198,300) 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 $218,000 to $163,000 for a total reduction of $55,000 or 25.23%. This reduction would further reduce the City's ability to address unforeseen issues that may arise throughout the year. _9% • Outside Agency funding is reduced from $182,000 to $25,000 for a total reduction of $157,000 or 86.26%. This reduction would eliminate the City's ability to award funding to local social service and economic development. ($297,500) . 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. 42'Page Parks & Recreation Mission To enrich the quality of life for everyone who lives, works in or visits Spokane Valley through quality programs, parks and events. With offices located in the CenterPlace Regional Event Center, the Parks & Recreation Department consists of six divisions: Parks Administration, Parks Maintenance, Recreation, Aquatics, Senior Center and CenterPlace. The Department is comprised of nine FTEs. Parks Maintenance and Aquatics services are contracted with external businesses or agencies. The Parks & Recreation Department also maintains a database of local recreation programs and services to help match citizens with existing services. Parks & Recreation Director Administrative Assistant 1 Maintenance Worker/Facil ities (2 FTE) Recreation Coordinator Senior Center Specialist CenterPlace Coordinator CenterPlace Office Assistant 2 1 CenterPlace Office Assistant 1 43IPage Parks Administration and Maintenance Parks Administration and Maintenance Vision To provide and maintain quality parks that offer a diverse range of experiences in a safe and beautiful environment; to provide enjoyable, restorative and memorable places to spend time; and to provide physical amenities that support and enhance active living and social interaction opportunities. Essential services: .;. Implements the goals and objectives of the City Council; Develops policies and procedures; Facilitates the upkeep and use of parks and public areas including the Appleway and Centennial Trails; • Manages the private park maintenance, aquatic operation and janitorial contracts; • Works to acquire and develop new park facilities; • Provides facility maintenance at CenterPlace; and • Administers City Special Event permits. Recreation Recreation Vision To deliver a diversified recreational and educational experiences for all ages; while fostering vigorous community partnerships; and advocating health, wellness and physical activity. Essential services: • Provides summer day camp, teen camp, winter break camp, summer park program and outdoor movies; • Designs and publishes the Recreation Program brochure twice a year; • Coordinates and offers over 21 different recreation programs year round; • Partners with YMCA, Spokane Parks Foundation, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County; and • Maintains database of local recreation programs and services to help match citizens with existing services. Aquatics The City of Spokane Valley owns three outdoor swimming pools which offer open swim opportunities, swim lessons, swim team and facility rentals. In addition the City leases a portion of Valley Mission Park to Splash Down, a privately -operated water park. Goals & Strategies 1. Implement recommendations of the Parks and Recreation Master Plan, including the continued development of aquatic and recreation programs that serve the needs of our citizens. - Pursue park acquisitions and development. - Explore adding additional recreation programs to meet customer need. - Continue to contract for park maintenance and aquatic operation services. 44IPage - Complete implementation of Browns Park Master Plan amenities. 2. Work with Centennial Trail Partners to implement new maintenance agreement. - Seek grant opportunities for capital repairs. - Implement a six -year maintenance plan. Workload Indicators 2014 2015 2016 2017 2018 2019 Developed acres maintained 133.6 133.6 133.6 133.6 133.6 184.26 Trees planted 10 10 4 25 25 15 Overall number of park facility reservations/year 428 425 431 511 536 570 Number of recreation classes offered 158 189 189 165 167 177 Number of open swim hours available/season 1,251.5 1,465 1,465 1,112 1,198 1,180 Number of swim lesson/team registrations 1,510 1,582 1,582 1,647 1,608 1,588 Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 6.78 Number of hours to maintain Centennial Trail 900 900 900 900 900 900 Performance Measures 2014 20 16 2017 2018 2019 Developed park acres per 1,000 population Recreation program recovery vs. direct cost' 104% 104% 108% 103% 105% 117% Parks & Recreation recurring budget per $29.43 $29.69 $29.67 $29.77 $31.23 $31.41 capita Cost to maintain Centennial Trail Trail mile/ per capita Miles of trail per 1,000 households 'Calcualated expenditures divided by revenue 1.4 1.4 1.4 1.4 1.4 1.9 $0.05 $0.05 $0.05 $0.05 $0.07 $0.07 .076 .076 .076 .076 .076 .070 The six -year average Parks & Recreation recurring budget per capita is $30.02. The City has increased the budget to remain consistent with population growth. o Population increase from 2014 to 2019 is 9.5% (92,050 to 96,270) per State of Washington Office of Financial Management o Per capita recurring budget increase from 2014-2019 is 9.30% ($29.43 to $31.41) 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; 45'Page 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. 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. - Complete Phase 2 construction of West Lawn project. Replace roof. - Continue to replace flooring and furniture throughout building. Workload Indicators 2014 2015 2016 2017 2018 2019 Number of area businesses/hotels contacted for use of CenterPlace' 7,300 5,617 5,617 4,167 4,155 3,015 Number of reservations per year 844 919 923 1,041 1,047 1,106 Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 4,633 Number of room use hours booked per year 4,040 6,503 7,767 8,321 8,714 8,365 'Area businesses were contacted by CenterPlace from a list developed by our marketing consultant. Performance Measures 2014 2015 016 2017 2018 2019 Percentage of facility capacity per Great Room 23.7% 27% 22% 30% 26.7% 30% reserved' Percentage cost recover per CenterPlacez 50% 54% 49% 49% 51% 57% Percentage area business utilizing 5% 3.7% 5% 5% 5.5% 7% CenterPlace3 Percentage of facility capacity per Lounge 9% 22% 20% 11% 18.7% 9.4% reserved' Percentage of regional use of facility 9.1% 4.2% 4% 7% 8.5% 9% '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 51.66%. 46'Page 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. 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 2014 2015 2016 2017 2018 2019 Number of participants in senior programs or 34,193 26,329 28,003 25,396 27,343 27,000 workshops per year Average age of senior participating in 74.7 75.5 74.5 74.5 76.2 76.0 programs Number of senior programs offered per year 50 39 39 35 43 50 Perfor i • Measures 2014 2015 2016 2017 2018 2019 Percentage of Spokane Valley seniors who participate in health and wellness programs 56% 30% 33% 30% 35% 42% 47'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 2021 Budget is $3,142,674 which reflects an increase of $36,367 or 1.17 revised % over the 2020 Budget -3% ($98,100) -6% ($210,350) ■ Small Tools and Minor Equipment under Administration is reduced from $1,000 to 0 for a reduction of $1,000 or 100%. This will eliminate this line item. ■ Clothing & Uniforms under Administration is reduced from $500 to 0 for a reduction of $500 or 100%. This will eliminate this line item. ■ Parks Maintenance under Maintenance is reduced from $847,503 to $814,904 for a total reduction of $32,600 or 100%. This will reduce park maintenance activities by two weeks. ■ Professional Services under Aquatics is reduced from $440,000 to $396,000 for a reduction of $44,000 or 10%. This will eliminate one week of the summer pools season at all three outdoor pools. ■ Advertising under CenterPlace is reduced from $60,000 to $40,000 for a reduction of $20,000 or 33%. This will negatively impact our ability to market CenterPlace. ■ Conference Registrations under CenterPlace is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate any travel or training. ■ Repair and Maintenance Supplies under Maintenance is reduced from $2,000 to 0 for a reduction of $2,000 or 100%. This will eliminate this line item. ■ Small Tools and Minor Equipment under Maintenance is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate this line item. ■ Travel and Mileage under Recreation is reduced from $2,850 to 0 for a reduction of $2,850 or 100%. This will eliminate any travel or training. ■ Conference Registrations under Recreation is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate any travel or training. ■ Travel and Mileage under the Senior Center is reduced from $1,000 to 0 for a reduction of $1,000 or 100%. This will eliminate any travel or training. ■ Conference Registrations under the Senior Center is reduced from $850 to 0 for a reduction of $800 or 100%. This will eliminate any travel or training. ■ Professional Services under Administration is reduced from $30,000 to $25,000 for a reduction of $5,000 or 17%. This will reduce consultant work for a variety of projects. ■ Park Maintenance under Maintenance is reduced from $814,903 to $798,603 for a reduction of $16,300 or 2%. This will reduce park maintenance activities by one week. ■ Professional Services under Aquatics is reduced from $396,000 to $352,000 for a reduction of $44,000 or 20%. This will eliminate one week of summer pools season at all three outdoor pools. ■ Small Tools and Minor Equipment under Aquatics is reduced from $1,500 to $1,000 for a reduction of $500 or 33%. This will reduce our ability to maintain our pools. ■ Advertising under Aquatics is reduced from $500 to $250 for a reduction of $250 or 50%. This will affect our ability to promote our aquatics program. 48'Page -6% ($210,350) Cont'd -9% ($293,650) ■ Telephone Service under Aquatics is reduced from $5,500 to $5,000 for a reduction of $500 or 9%. This will affect our ability to operate our computer system. ■ Miscellaneous Services under Aquatics is reduced from $3,200 to 0 for a reduction of $3,200 or 100%. This will eliminate our ability to maintain our aquatic service. ■ Small Tools and Minor Equipment under CenterPlace is reduced from $20,850 to $18,850 for a reduction of $2,000 or 10%. This will reduce our ability to maintain CenterPlace. ■ Repair & Maintenance Supplies under CenterPlace is reduced from $15,500 to $10,500 for a reduction of $5,000 or 33%. This will reduce our ability to maintain CenterPlace. ■ Janitorial Supplies under CenterPlace is reduced from $10,000 to $7,500 for a reduction of $2,500 or 25%. This will impact our ability to stock our restrooms. ■ Advertising under CenterPlace is reduced from $40,000 to $20,000 for a reduction of $20,000 or 50%. This will drastically reduce our ability to promote CenterPlace. ■ Equipment Repair and Maintenance under CenterPlace is reduced from $17,000 to $10,000 for a reduction of $7,000 or 42%. This will eliminate this line item ■ Travel/Mileage under Administration is reduced from $2,100 to 0 for a reduction of $2,100 or 100%. This will eliminate the travel budget. ■ Conference Registrations under Administration is reduced from $1,450 to 0 for a reduction of $1,450 or 100%. This will eliminate travel and training. ■ Miscellaneous Services under Maintenance is reduced from $2,500 to 0 for a reduction of $2,500 or 100%. This will eliminate portable restrooms. ■ Travel/Mileage under Recreation is reduced from $2,050 to 0 for a reduction of $2,050 or 100%. This will eliminate the travel budget. ■ Conference Registrations under Recreation is reduced from $1,500 to 0 for a reduction of $1,500 or 100%. This will eliminate travel and training. ■ Professional Services under Aquatics is reduced from $352,000 to $308,000 for a reduction of $44,000 or 12%. This will eliminate one week of the summer pool season for all three outdoor pools. ■ Advertising under CenterPlace is reduced from $20,000 to 0 for a total reduction of $20,000 or 100%. This will eliminate our ability to market CenterPlace. ■ Travel/Mileage under CenterPlace is reduced from $2,150 to 0 for a reduction of $2,150 or 100%. This will eliminate the travel budget. ■ Conference Registrations under CenterPlace is reduced from $1,850 to 0 for a reduction of $1,850 or 100%. This will eliminate travel and training. 49'Page Deputy City Manager Community & Public Works The Deputy City Manager works under the general direction of the City Manager and works with the City's management team to coordinate efforts toward the achievement of departmental objectives and the objectives of the City government as a whole. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and City policy involving organization, procedures and services. Duties also include advising the City Manager in the determination of department needs, the preparation and presentation of services for approval by the City Manager and City Council, and the coordination of the implementation of approved services. The Deputy City Manager performs operations oversight for Community & Public Works consisting of the Engineering Division, Street Maintenance, Economic Development and Building Division. Community & Public Works Street Maintenance Economic Development Engineering Building & Planning 50IPage 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. 511 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. Proposeded 2021 Budget is $284,844 which reflects an increase of $7,657 or 2.76% over the 2020 Budget - 3% ($8,550) - 6% ($17,044) • Wages, payroll taxes and benefits are reduced from $243,944 to $235,894 for a total reduction of $8,050 or 3.0%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting day-to-day operations of the City. • Advertising is reduced from $1,500 to $1,000 for a total reduction of $500 or 33% reducing ability to advertise for different programs. • Wages, payroll taxes and benefits are reduced from $243944 to $227,600 for a total reduction of $16,344 or 6.0%. Resulting in the Deputy City Manager being reduced to 0.93 FTE impacting day-to-day operations of the City. • Advertising is reduced from $1,500 to $1,000 for a total reduction of $500 or 33% eliminating the ability to advertise for different programs. • Wages, payroll taxes and benefits are reduced from $243,944 to $219,061 for a total reduction -9 of $24,883 or 9%. Resulting in the Deputy City Manager being reduced to 0.9 FTE impacting 7 day-to-day operations of the City. • Advertising is reduced from $1,500 to $1,000 for a total reduction of $500 or 33% eliminating ($25,583) the ability to advertise for different programs. 52'Page Engineering Division The Engineering Division is one of the three divisions within the Community and Public Works Department. The Division is comprised of four groups, the Capital Improvement Program, Development Engineering, Traffic Management and Operations, and Utilities. City Engineer Administrative Assistant Traffic Engineering Manager Senior Engineer/ Traffic Engineer/Traffic Assistant Engineer Senior Engineer/ Water Res Engineer/Storm Engineering Manager Administrative Assistant Senior Engineer/ Project Manager (4 FTE) Engineering Tech II/ CAD Administrator Engineer (2 FTE) Engineer Technician II Planning/Grants Engineer Senior Engineer/ Development Engineering Tech II/Storm Engineering Tech I Development Inspector Capital Improvement Program Engineering Tech I (2 FTE) Assistant Engineer (1FTE) 53IPage The Capital Improvement Program Section (CIP) plans, designs and constructs new facilities, and maintains, preserves and reconstructs existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails and civic and community buildings. This requires careful, prioritized, long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient project management. Essential Services: • Prioritize and coordinate submittal of grant requests for federal and state funding sources; • Implement the Pavement Management Program; • Coordinate with Engineering Planners 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 their local program staff; o Prepare environmental documents, engineering plans, specifications and project 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 various City departments including Streets Maintenance, Stormwater Utility, Traffic Management & Operations, 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 and design standards pertaining to construction activities, ensuring adherence to federal and state requirements, as well as the City's adopted Comprehensive Plan. As the City does not have surveyors, a surveying consultant reviews all 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; Identify, develop and institute City design standard changes as regulatory standards change; Provide construction oversight for various development and capital projects; Review, issue and monitor grading permits; Review, issue and monitor right-of-way permits; and Provide right-of-way inspections for various development and capital projects. 54IPage Traffic Management and Operations The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi- faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic signals, the installation and maintenance of roadway signs, and roadway channelization (striping). Traffic Engineering is also responsible for transportation planning and design in support of the CIP, of private development projects, and regional transportation efforts. Essential Services: • Optimize and coordinate traffic signal installation, maintenance and operation; • Oversee, monitor and develop mitigation measures for traffic congestion citywide; • Identify and schedule the collection of annual traffic data for the City's principal roadway network; • Prepare traffic control, signal, signing and channelization plans and specifications in cooperation with capital projects; • Scope and review traffic studies for private development that utilizes the services of the City's street network; • Identify projects that mitigate transportation impacts, or correct deficiencies, caused by the increased traffic volumes associated with new development; • Identify capital improvement projects that improve the transportation system throughout the City; • Develop Transportation Management Plans and Studies that identify school zone safety, pedestrian, and bike facilities; • Assist the DE and CIP Sections in preparing grant applications for various projects that impact the City's transportation network; • Monitor motorized and non -motorized crashes to address safety concerns on the citywide street 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 transportation network access control; • Assist other departments with updating 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, oversees the City's floodplain management services, and coordinates other utility issues on behalf of the City. The City's Surface and Stormwater Utility manages the City's efforts to collect, treat, store and discharge stormwater, while managing the risks to public safety, health and property from flooding and erosion. Essential Services: • Provide inventory, inspection and investigations for all City stormwater facilities; 55IPage Provide Geographic Information System (GIS) mapping related to stormwater facilities, both public and private, throughout the City; Maintain the City's compliance with all environmental and utility laws, codes and regulations; Provide floodplain management services on behalf of the City; • Provide floodplain management services to other agencies and private entities; • Assist in the planning, design, and construction of capital improvements throughout the City, focusing on project utility requirements; • Manage City street sweeping planning and operations; Manage the operations and maintenance of all City storm drainage structures; Represent the City in Stormwater Public Education and Outreach efforts; Represent the City in regional solid waste and recycling efforts; Provide management, implementation and oversight of the City's Solid Waste Management Program; Manage the City's solid waste and recycling collection services contracts; Represent the City on regional solid waste and recycling committees; and, Represent the City on regional aquifer protection committees. The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's National Pollutant Discharge Elimination System (NPSES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utilities section provides required annual reporting to Washington State Department of Ecology. The Utilities Section is also responsible for administering the National Flood Insurance Program (NFIP) within the City as required by the Federal Emergency Management Agency (FEMA). As part of these efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with FEMA on determining local flood elevations. Goals & Strategies 1. Continue to work with state and federal legislators to obtain financial assistance for the Pines Road Grade Separation Project. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and Greater Spokane Valley Chamber of Commerce. 2. Continue to work with local, state, and federal legislators to obtain financial assistance for the Sullivan Road / Trent Avenue Interchange Project. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and Greater Spokane Valley Chamber of Commerce. 3. Develop a strategic plan for funding and completion of all grade separation projects. - Pursue grant opportunities at the state and federal levels including long—term funding for grade separation and corridor consolidation. - Include pertinent Bridging the Valley projects in the City's six -year TIP. - Coordinate with City management and the Economic Development Division to develop funding alternatives to construct all grade separation projects. 4. Pursue a sustainability plan in connection with the City's street preservation program to include sustained funding in the City's Street Fund #311 primarily addressing concerns beyond the year 2021. - Work with City management to find a solution to this funding shortfall. - Continue to seek grants and alternative funding sources to assist with pavement preservation projects. 561 Page 5. Maintain City streets at lower costs to retain a higher overall pavement condition. - Finalize the development and implementation of a City-wide Pavement Management Program (PMP). - Continue to monitor, update and implement the Transportation Improvement Program. 6. Develop a maintenance program for traffic signal components to address aging infrastructure and develop a financial plan to address these needs and incorporate into the City's budget. - Perform a condition assessment of existing traffic signal components and equipment. - Develop a maintenance program and budget to replace aging signal equipment and components. 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 stormwater outfalls. - Reduce the backlog of small utility projects and maintenance repairs. - Continue to update the annual Stormwater Program Plan. - Provide an update to the City's annual Six -Year Stormwater Capital Program. 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. Continue Glenrose Creek floodplain mapping. - Finalize Glenrose Creek hydrology and hydraulic data. - Continue coordination with City of Spokane and Spokane County. - Develop Glenrose Creek preliminary map products. 10. Begin the development of a sustainable Asset Management Program. - Work with all City departments to identify comprehensive asset management needs. - Identify and evaluate various asset management system programs for applicability to the City's needs. Workload Indicators 2014 2015 2016 2017 2018 2019 Traffic signals maintained 85 85 86 86 87 87 Traffic counts performed 137 146 165 146 128 136 Traffic signs maintained 21,000 21,000 21,000 21,000 21.000 21,000 Total number of stormwater structures 14,033 14,761 14,792 14,795 14,879 15,263 Total stormwater-related citizen action requests 45 58 98 204 161 164 Total number of stormwater projects completed 26 25 8 92 8 76 Total stormwater structures inspected 980 2,100 1,550 2,158 3,319 2,130 Total stormwater structures cleaned 1,179 2,199 1,009 1,499 2300 2,062 Total engineer grading permits issued 50 60 67 68 86 91 Total CIP projects awarded 13 9 9 8 11 11 Total centerline miles resurfaced 10.87 6.69 6.15 8.57 6.7 8.95 57'Page Engineering - Budget Impact Summary Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. The proposed 2021 Budget is $2,165,242 which reflects an increase of $193,511 or 9.8% over the 2020 Adopted Budget. The main factor associated with the increase is moving personnel from the Econmic Development Division to the Engineering Division. - 3% ($66,600) - 3.1% Actual • Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,855,308 for a total reduction of $66,600 or 3.1% of the total proposed budget. This reduction would eliminate a 0.5 FTE Engineer in the Engineering Division. This effort requires the elimination of one full position as it is split with the capital fund. • Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,732,592 for a total reduction of $189,316 or 8.7% of the total proposed budget. This reduction would eliminate 0 a 0.5 FTE Engineer and a 1.0 FTE Assistant Engineer. This effort requires the elimination of two - 6% full positions as the Engineer position is split with the capital fund. ($189,316) - 8.7% Actual • Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,678,155 for a total reduction of $243,753 or 11.3% of the total proposed budget. This reduction would - 9 eliminate a 0.5 FTE Engineer, a 1.0 FTE Assistant Engineer, and a 0.5 FTE Engineering Technician 1. This effort requires the elimination of three full positions as they are split with ($243,753) the capital fund. -11.3% Actual 58'Page Street Maintenance Division The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Most services provided by the Street Fund 101 are contracted services, under the oversight of City staff. Street and stormwater maintenance and repair account for $1.5 million dollars annually to provide asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and stormwater repairs. Street Superintendent Mai ntenance/ Const. Inspect (7 FTE) ROW Inspector The roadway landscaping services contract maintains all City -owned right-of- ways and provides weed control on all major arterials including sidewalks. The street sweeping contract provides routine monthly maintenance along with a dedicated spring and fall sweep, performed in conjunction with the stormwater management program. The contract for storm drain cleaning is responsible for cleaning drywells, catch basins, culverts, swale inlets and bridge drains. The Geiger Work Crew is contracted to provide low cost litter and trash control on arterial streets, weed control and trash clean up as requested, mowing and maintaining all City dry land grass and snow removal from sidewalks on City - owned bridges. The City of Spokane Valley operates ten City -owned snow plows which are responsible for the clearing of the Priority 1 and 2 roads along with selected hillsides. The City contracts road graders in the event of a full City residential plow. 59'Page Workload Indicators 2014 2015 2016 2017 2018 2019 Centerline lane miles of streets maintained 461 461 461 461 461 461 Total street (Snow) related citizen action requests 123 153 146 660 146 404 Total street (non -Snow) related citizen action requests 361 504 598 1,154 678 754 Annual snowfall accumulation (inches) 35.0 39.0 30.9 63.5 39.7 56.9 Number of vehicles maintained 28 28 28 32 38 38 Total right-of-way permits issued 712 724 768 996 1,090 979 Total right-of-way inspection performed 7,322 9,459 10,901 13,980 13,657 12,658 Performance Measures 2014 2015 2016 2017 2018 2019 Street maintenance cost per capita Lane miles maintained per 1,000 population Street sweeping (in cubic yards removed) 120 100 80 60 40 20 0 $53.11 $48.11 $48.01 $48.79 47.04 55.94 5.12 4.94 4.94 4.94 4.71 4.62 874 1,370 1,450 1,310 930 1,360 Tons of cold patch for potholes I s I ■ 2014 2015 2016 2017 2018 2019 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. 601Page Economic Development Division Mission To strengthen community, create a successful business climate and build economic vitality. The Economic Development Division strengthens and builds community identity by administering City long range plans; business retention, expansion, and recruitment; tourism and economic development marketing; grant writing; strategic initiatives and studies; coordination with regional partners; the dissemination of public information. Oversight of these activities is also coordinated closely with the City Administration. The sections below provide additional information for the Economic Development Division programs. Economic Development Manager Administrative Assistant ED Specialist Senior Planner Public Information Officer Marketing/Graphic Design Intern Develop Long Range Plans Manage amendments to the Comprehensive Plan; Review, evaluate and recommend amendments to development regulations to streamline the development process; Review, evaluate, and facilitate annexation requests; Represent the City at regional land use meetings; Evaluate the Comprehensive Plan's strategic actions and identify implementation measures; Respond to citizen inquiries relating to the City's long range planning efforts; Conduct special studies and reports related to economic development priorities and projects. 61IPage Business Retention, Expansion, and Recruitment • Promote and sustain a diverse and stable business environment; Establish and maintain communication with various entities to promote and facilitate the implementation of the City's economic and development strategies; Use technology to inform and engage citizens and business owners; • Develop and implement strategies to promote business growth, attraction, and retention; • Coordinate with business owners and developers to provide possible site locations, market research, and related information to assist business development; and Facilitate project processing and assist with the interpretation of codes. Tourism and Economic Development Marketing • Maintain and implement the strategic marketing plan to promote business retention, expansion and recruitment; tourism; and the city's identity and brand; • Develop and manage web -based economic development content; digital and broadcast media advertising campaigns; and informational and promotional materials that support key marketing strategies; • Prepare and present information at meetings of various organizations and groups; and • Partner with individuals and organizations to foster and cultivate activities and events in the City that engage community members and attract visitors. Grant Writing and Development • Lead, prepare and deliver grant applications to implement economic development priorities; • Coordinate with grant management partners and agencies; and • Coordinate with local, regional, state and federal stakeholders to identify opportunities for potential funding partnerships or concurrent project coordination. Coordination with Regional Partners • Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals. Public Information • Use a variety of channels , resources and technologies to ensure government transparency through the development and dissemination of information to create a more knowledgeable citizenry; • Serve as the primary point of contact and coordinator for interactions with members of the media and the general public; • In the event of an emergency, gather and provide information and instructions for the safety and well-being of citizens, City Council and City staff; • Support City Council goals through communications that facilitate citizen understanding and engagement; and • Facilitate representative government through two-way communications between City Council and staff, businesses, citizens and visitors. 62IPage Goals & Strategies 1. Continue to evaluate and implement strategies in the Comprehensive Plan. - Identify strategic actions for implementation subject to budget and staffing requirements. - Develop an implementation plan for select strategic actions, including timelines and relevant performance measures. 2. Implement the retail recruitment strategy. - Mobilize resources to institute recruitment campaigns. - Review and update the list of desirable retail businesses. - Strengthen connections with brokerage firms and commercial developers. - Identify available spaces in key locations and match them with potential retail types. - Identify any zoning, permitting and/or fire and building code issues. 3. Pursue infrastructure improvements to foster economic development. - Coordinate with City Engineering to improve transportation infrastructure to enhance development opportunities. - Collaborate with utility providers to identify infrastructure needs to meet development demands and to coordinate capital improvements. - Integrate capital facilities plans to ensure efficient improvements. - Identify key infrastructure improvements and strategies for implementation. 4. Business Development Program - Continue to improve the new business welcome program. - Publicize local business success stories and events. - Continue to connect businesses with resources to support their success. - Enhance relationships with area schools, colleges, and workforce development councils. - Support existing businesses and recruit new businesses. - Identify supporting industries for recruitment to support existing businesses. - Participate in business and trade shows. - Collaborate with regional partners to support business recruitment. - Engage with real estate brokers, management associations, developers and property owners. - Provide business development training opportunities. - Identify the opportunity for adjacent and nearby businesses to benefit from improved access and visibility to the Appleway Trail. 5. Implement marketing strategies to attract and retain businesses and increase tourism. - Promote the City's brand to foster community pride. - Increase awareness of City businesses, events, and recreational opportunities. - Publicize the City's key industry sectors. - Promote the City as a business -friendly location. - Promote the City as an attractive place to live, work and play. - Maintain economic development website and implement digital media strategies. 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. - Collaborate with Visit Spokane to promote Spokane Valley as a regional tourism destination. - Collaborate with the region's Associate Development Organization (ADO), for business recruitment and retention. 7. Strengthen and expand civic and event opportunities. - Implement strategies to support tourism related activities. - Partner with and promote community events. 8. Assist in expanding the City's grant program. - Identify grants that support economic development priorities. 63IPage - Identify grants to support parks and recreation improvements. 9. Create and support relationships with community members to develop more informed and involved residents. - Coordinate with city departments to develop and implement communications outreach. - Continue efforts to implement new communication methods, including social media. - Create and publish a magazine highlighting the wide range of city services, programs and events. - Ensure the city website offers timely, engaging and useful content. - Evaluate and utilize methods to share public information using video capabilities. - Increase awareness and interest in Spokane Valley as a unique and intriguing place to live, work, and play. - Apply for appropriate marketing and communication -related award opportunities. Workload Indicators 2015 2016 2017 2018 2019 2020 Businesses assisted 27 20 18 22 70 4 Meetings with regional partners 54 55 195 170 204 50 Marketing media created 12 19 41 71 121 17 Economic Development grants submitted - 2 13 8 2 0 Economic Development grant dollars requested ($ Millions) $33.3 $113.7 $98.5 $5.2 $.12 0 Media releases issued 247 222 107 85 57 28 Earned media stories 320 211 138 154 117 - Total media stories 575 592 353 390 411 - Public Information contacts with the media 96 183 99 97 283 292 Community newsletters produced 4 4 3 4 4 - Special events presentations/participation 3 9 3 5 20 2 Facebook followers - - - - 3069 3517 Twitter followers - - 376 566 879 881 Tweets sent - - 192 387 467 166 Linkedln followers - - - - 1,003 1089 Instagram followers - - - - 183 284 Instagram posts - - - - 10 8 64'Page Performance Measures 2015 2016 2017 2018 2019 2020 Business retention/expansion meetings held 27 20 21 20 23 1 Business recruitment — ongoing 3 1 1 4 7 1 Business recruitment — completed 2 2 1 1 3 0 Business welcome letters sentl 1,572 1,824 1,765 2,115 10,127 Economic Development workshops held 2 2 2 3 4 0 Economic Development Grants awarded 10 6 4 5 2 0 Economic Development grant dollars awarded ($ Million) $7.3 $4.5 $1.51 $1.2 $.12 0 Percentage increase of residents 1.4% .9% .8% 1% .95% - Hotel occupancy rates - - 63% 63.8% 69.8% Percent change in sales tax collected2 4.43% 8.67% 5.54% 7.76% 7.05% - 1The data in this field for 2019 is based on appreciation letters sent to all new and renewed businesses. The data from 2014-2018 indicates the letters sent to new businesses only. 2The data in this field is based on November collections to coincide with the development of the Business Plan. 65 I Sage 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. The proposed 2021 Budget is $1,045,762 which reflects a decrease of $74,067 or 6.61% under the 2020 Budget. - 3% ($31,407) - 6% ($62,707) - 9% ($94,107) ■ Intern wages, are reduced from $13,954to $0 for a total reduction of $13,954or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. ■ Intern payroll taxes and benefits are reduced from $1,153to $0 for a total reduction of $1,153or 100%. ■ City Economic Development is reduced from $200,000 to $183,700for a total reduction of $16,300 or 8.1%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; campaigns that promote the City's recreational and community assets; targeted digital advertising campaigns promoting the City's economic development assets; and development of general marketing materials (i.e. exhibit materials). ■ Intern wages, are reduced from $13,954to $0 for a total reduction of $13,954or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. ■ Intern payroll taxes and benefits are reduced from $1,153to $0 for a total reduction of $1,153or 100%. ■ City Economic Development is reduced from $200,000 to $152,400for a total reduction of $47,600 or 23.8%. Reduction of the implementation of our strategic marketing plan; eliminating campaigns to strengthen the City's brand and identity at local and regional levels; campaigns that promote the City's recreational and community assets; targeted digital advertising campaigns promoting the City's economic development assets; and development of general marketing materials (i.e. exhibit materials). ■ Intern wages, are reduced from $13,954 to $0 for a total reduction of $13,954 or 100%. The elimination of the intern position will result in the loss of assistance in media releases, miscellaneous projects, special event planning, brochure development and website updates. ■ Intern payroll taxes and benefits are reduced from $1,153 to $0 for a total reduction of $1,153 or 100%. ■ City Economic Development is reduced from $200,000 to $121,000 for a total reduction of $79,000 or 39.5%. 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). 66'Page Building & Planning Division The Building & Planning Division is responsible for implementing and enforcing the State Building Code as required by state law. The purpose of the International Codes, as adopted by the State of Washington and the City of Spokane Valley, is to promote the health, safety and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit systems, stability, sanitation, light, ventilation, energy conservation and fire safety through the: International Building Code International Residential Code International Mechanical Code International Fuel Gas Code Uniform Plumbing Code International Fire Code International Existing Building Code ICC A117.1 Accessible & Usable Buildings and Facilities Standard Washington State Energy Code Building Official Facilities Maintenance Ce rlu4ir. i t rncv Gxx�iivlur E : Ee -Echri:ian Permit Specialist (2 FTE) Jifice Assisiarrt (4 FTE) Administrative Assistant Assistant Building Official Senior Plans Examiner Flans Examiner Building Inspector {3 FTE) Senior Planner Planner FTE) Code Enforcement Cifioer (2 FTE) 67IPage 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 4932 permits during 2019 for a broad range of development projects including new homes, residential remodels, schools, multi -story office buildings, medical centers, apartment complexes, industrial/manufacturing uses and nationally -recognized retail developments. Each issued permit requires multiple inspections during the course of construction, typically between two and fifteen site visits per project. Development Inspectors performed 16,578 inspections in 2019 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 with business owners and WA Dept. of Revenue; • Fire District coordination, including SVFD permit processing • Outside agency coordination (including Regional Health, Clean Air, utilities and water districts); • Monitor building code legislation; Public assistance with code compliance; • Issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi -tenant structures); and • Economic and business development coordination. Building & Planning Building and Planning staff are cross -trained and work on various types of development projects including commercial developments, commercial re -developments, single -and multi -family residential developments, adaptive re -use of existing buildings and sites. This provides the City of Spokane Valley Community & Public Works Department with greater flexibility in completing the work program by having staff who understand the processes and procedures related to a variety of development categories. The Building & Planning team is responsible for activities such as: - Ensuring that the City's plans are consistent with Growth Management Act (RCW 36.70A); - Ensuring that the City's plans are consistent with the Shoreline Management Act (RCW 90.58); - Processing Comprehensive Plan amendments and annual updates; - Ensuring compliance with the State Environmental Policy Act (SEPA RCW 43.21 C); - Spokane Valley Municipal Code text amendments; - Processing subdivisions/short subdivisions/binding site plan proposals; - Preparing for and conducting public hearings; - Conducting commercial and land -use related pre -application reviews; - Building Permit processing including intake, routing, review, issuance, inspection and closure; - Coordination of Building Permit review process with outside agencies such as Spokane Valley Fire Department and utility purveyors; - Wireless communication facility permitting coordination — multi -departmental 68'Page - Investigation of structure damage resulting from fire, flood, vehicular impact, etc.; - Business license coordination; - Providing information to US Census Bureau; and - Customer assistance via phone, email and at the Permit Center front counter. Building Official The Building Official oversees the operations of all Building and Planning Division programs and supervises all division staff. The Building Official monitors bills before the state Legislature and provides technical testimony and/or input about the impacts of the legislation to our community. The Building Official is responsible for interpreting code requirements to ensure proper implementation given regional characteristics such as snow load, seismic zone and soil classification and City regulations such as zoning and development regulations. The Building Official provides leadership and guidance to the Assistant Building Official and the Development Services Coordinator. Code Enforcement During 2020, Code Enforcement investigated to 648 cases regarding nuisances such as junk vehicles, accumulation of garbage, unsafe structures, construction and development work without permits, 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. During 2019, three abatements were executed. 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 facilities maintenance staff person addresses the maintenance and repair needs of both the City Hall building and site as well as the Spokane Valley Police Precinct and the Maintenance Shop. The City Hall facility, Precinct Building and Maintenance Shop required a facilities maintenance position which was incorporated into the building staffing plan and filled with a qualified candidate who, under the direction of the Building Official, is responsible for normal facility maintenance activities such as programming/troubleshooting of automated equipment like HVAC, lighting controls, and building security. Facilities maintenance also includes coordination and monitoring of contract services such as janitorial, snow/ice removal, and landscape maintenance. Permit Center Administration Following the move of City operations to the City Hall facility in 2017, the central reception and Permit Center cashiering functions were combined and the central routing was combined with records management. This minor reorganization allows for the Office Assistant staff members assigned to the central reception and cashiering duties to provide back-up for one another with minimal need for additional coverage during breaks/absences. Similarly, the Office Assistant staff members primarily responsible for central routing and records management were directed to work as a team and provide cross -coverage of duties to allow for efficient permit document routing and public records request processing coordination with City Clerk staff. The Office Assistant group is responsible for normal 69'Page 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. Office Assistant staff also coordinate responses to general inquiries through the QAlert system by routing inquires to the appropriate staff such as Code Enforcement, City Clerk, and Public Works. Goals & Strategies 1. Maintain an efficient permitting process. - Continue to implement enhancements to the permitting process. - Foster relationships with outside agencies to streamline permitting development. - Examine code provisions for consistency with the Comprehensive Plan. - Refine e-submittal process for residential permits - Finalize e plan review system/procedure and encourage - Refine small cell system installation/infrastructure permit process to maintain consistency with evolving regulations at local, state and federal level. - Regular/periodic building valuation updates - Enhance reporting capabilities/ Adhoc reporting through SMARTGov permit tracking system capabilities - Expand customer interaction opportunities using QAlert and SMARTGov portal - Develop informational documents to better interact with the public and efficiently address reoccurring/common questions/concerns — coordinated effort with other City divisions. 2. Comply with City and State Records Management policies. - Scan permit -related documents into SMARTGov. - Refine electronic plan submittal acceptance guidelines. - Create a procedure for scanning commercial address files. - Begin scanning commercial address process. - Finalize expanded paperless permit submittal process. - Continue to focus on electronic file creation and maintenance to reduce paper records where appropriate. 3. Regional Special Inspection and fabricator process. - Continue to expand coordination with regional building officials, local special inspection agencies and local fabricators. - Coordinate regional consistency in implementation of the International Building Code, Chapter 17, Special Inspection, and Fabrication. - Incorporate consistency required for Special Inspection and Fabrication reporting and product certificates of compliance submittals to all participating jurisdictions. 4. Develop and provide training programs/presentations for outreach to local: - Special inspection agencies; - Steel and concrete fabricators; - Association of General Contractors (AGC); 70IPage - Association Society of Civil Engineers (ASCE); - American Institute of Architects (AIA); - Structural Engineers Association of Washington; - Implement cross -training program for administrative staff. 5. Continue participation in Spokane Regional Code Group Meetings. - Coordinate with State Building Code Council to better plan future code updates and implementation. - 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. - Maintain the work order system for City -owned facilities. Workload Indicators 2014 2015 2016 2017 2018 2019 Number of phone calls answered and directed 6,623 7,100 6,942 7,292 7590 11726 Number of visitors greeted 2,413 3,023 3,171 3,093 8505* 11355 Pre -application meetings —commercial 79 88 74 89 99 112 Pre -application meetings — land use 30 32 41 63 76 67 Construction applications received 4,704 4,536 5,708 5,060 5487 5334 Land use applications received 719 660 681 792 757 1330 Construction permits issued 3,961 3,993 5,159 4,473 5136 4932 Planning applications approved 659 561 595 652 582 415 Development inspections performed 13,534 13,848 15,848 16,419 17,386 16578 Code Enforcement cases investigated 354 383 462 522 701 648 Number of online permits received 1,314 1,582 2,449 2,582 2772 2651 Number of hearings conducted by the Hearing Examiner 7 6 8 11 13 6 Municipal Code text amendments processed 12 2 -' 5 4 4 Planning Commission meetings participated in 20 21 22 12 19 19 1 Comprehensive Plan Update year, regulations updated. *Changes to sign in at front counter, plus adding Permit Center and front reception visitors together creates larger number in total. INTIE=nrannirMarr=1s Percent of construction permits issued 79% 85% 85% 85% 85% 85% in less than three days Average number of days for new 5 5 5 5 5 5 residential building permit review Average number of days for tenant 10 10 10 10 10 10 improvement permit review 711 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 2021 Budget is $2,315,701 which reflects an increase of $34,227 or 1.50% over the 2020 Budget - 3% ($79,681) - 6% ■ Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,868,665 for a total reduction of $79,681 or 3.44%. Resulting in the reduction of one FTE Office Assistant II. This would increase the time necessary to respond to a public records request, reduce our ability to provide customer service, and reduce our ability to provide staff coverage during an emergency. ■ Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,809,536 for a total reduction of $138,810 or 5.99%. Resulting in the elimination of two FTE, one Office Assistant II and one Office Assistant I. This would further reduce our customer service, ability to respond to public records requests, and would result in the need for other staff to provide coverage during an emergency. ($138,810) • - 9% ($219,738) ■ Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,728,608 for a total reduction of $219,738 or 9.49%. Resulting in a reduction of three FTE one Office Assistant II and two Office Assistant I. This would significantly impact our ability to provide customer service at the front reception desk and would eliminate our ability to provide timely response to public records requests. Increased workload for technical staff to compensate for reduced 72'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 2021 Budget is $296,270 which reflects an increase of $4376 or 1.50% over the 2020 Budget - 3% ($9,362) - 6% ($18,724) - 9% ($28,086) ■ Wages, payroll taxes and benefits are reduced from $94,270 to $84,908 for a total reduction of $9,362 or 3.16%. Resulting in the reduction of 0.10 FTE. This would reduce our ability to maintain City Hall as we would expect to. ■ Wages, payroll taxes and benefits are reduced from $94,270 to $75,546 for a total reduction of $18,724 or 6.32%. Resulting in the reduction of 0.20 FTE. This would further reduce our ability to be able to maintain City Hall in its like new condition. ■ Wages, payroll taxes and benefits are reduced from $94,270 to $66,184 for a total reduction of $28,086 or 9.48%. Resulting in a reduction of by 0.30 FTE. This would significantly reduce our ability to be able to maintain City Hall in its like new condition and could impact the contracts needed to assist in the maintenance of our new building and grounds. 73'Page Addendum A: Spokane Valley Police Department Contract Services 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 Dave Ellis reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: - Provide information as to the Police Department's structure and how that translates into services to the City's citizens. - Gain an understanding of the costs involved in providing these services. In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make to law enforcement. Spokane Valley Police Department (Commissioned Officers) Spokane County Sheriff Shared Resources Split County/City Training/Professional Standards/PIO 7 FTE 14 Pool Positions (Training) Marine Patrol/Search & Rescue 2 Deputies Regional Intelligence Group (RIG 9) 1 Detective Investigations Investigative Undersheriff —1 FTE Investigative Lt. — 2 FTE Major Crimes- 7 FTE Sex Crimes — 7 FTE Joint Terrorism Task Force — 1 Det. Safe Streets (Drug & Gang) — 6 FTE Dedicated Resources 100% Spokane Valley Police Chief Undersheriff 1 Precinct Commander (Inspector) Administrative Sergeant v Precinct Front Desk Deputy (Dayshift Patrol) v Spokane Valley City Manager v Dayshift Lieutenant Traffic 1 Sergeant 2 Det/Corp 4 Deputies Property and Drug Crime Investigations 1 Sergeant 10 Detectives 1 Deputy 1 Patrol 4 Sergeants 19 Deputies v Nightshift Lieutenant Patrol 5 Sergeants 27 Deputies 1 Sgt. and 8 Dep. On Power Shift K-9 3 Deputies ,I. School Resource Officers 4 Deputies J, Comm. Srvs. & Domestic Violence 1 Deputy 1 Det/Corp 74IPage Spokane Valley Police Department Staffing Administrative Staffing Level: Chief-1 Precinct Commander/Assistant Chief-1 Administrative Sergeant-1 Patrol Staffing Level: Lieutenants-2 Sergeants-9 Deputies-47* Canine-3 Spokane Valley Marine Deputies-2-Shared *Of the 47 deputies, 1 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 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 to provide a safe living environment for the community and increase citizen awareness and involvement in community -oriented services; and - Inspect public establishments to ensure compliance with state law and jurisdictional ordinances. Impact of Staffing Patrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that response times be as short as possible, as increased response times only causes more risk to both the public as well as officer safety. Staffing levels can have a severe impact on response times and the ability to answer lower priority calls. Population growth has been slowly but steadily increasing. Citizen -initiated calls for service have been increasing at a more rapid pace having increased 20.8% since 2015. 75'Page 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 4 Patrol platoons comprised of 2 sergeants and 10 deputies each, 2 day platoons and 2 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. Full implementation of Power Shift was attained March 1, 2018. It is staffed with 1 sergeant and 8 deputies working 12-hour shifts; minimum staffing provides at least 3 deputies each day of the week. Further, specialty units such as SWAT, Hostage Negotiations Team, Air Support Unit, 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 two Patrol deputies, one Traffic Unit sergeant, two SVIU detectives, three Traffic Unit deputies, and one SVIU 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 new strategies 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. Background investigations of potential candidates are time consuming and were previously a primary bottleneck in the processing of applicants. To address this issue part time background investigators were hired and the contract with PST was expanded to included background investigation services. 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. 76IPage 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 on 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 mapping major crime scenes with the Faro laser scanner; - Direct traffic flow, reroute traffic and evaluate in case of emergencies; - Assist local agencies in emergency situations by providing traffic control; and - Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high -travel areas throughout the City reduce serious collisions/fatalities. 77IPage Traffic Staffing Level Sergeant - 1 Corporal/Detective - 2 * Deputies — 4 *WASPC is currently paying the difference between the deputy and detective rate. When Det. Todd Miller transfers to another position, the staffing will revert back to 1 corporal/detective position and 5 deputies. 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 as well as non -criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports, assisting with trespass order service, student education and awareness, and answering all other crime or non -crime related questions asked by district employees. SRDs often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presentations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the Patrol Division or any other law enforcement agency and the schools. One of a school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possible to minimize the distraction to the educational environment. Because the SRD is at the school, there is no waiting on a response from a deputy, and the issue can be dealt with immediately. 78IPage SRD Staffing Level Deputies - 4 Impact of Staffing Early intervention benefits younger students who engage in activity that does not amount to criminal activity. The SRDs are often called to speak with students at the middle and elementary schools for this purpose, which is key to preventing potential criminal activity. This creates a "feeling of security" in the school that comes from having a marked patrol car at the various locations within the district, and a police presence with the contract -based school and alternative school in the district. 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 Office The Spokane Sheriff's Regional Training Center is located at the former Mountainview Middle School in Newman Lake. 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total Students Trained 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 2035 2254 Total Hotel Rooms Booked* 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A N/A N/A *Total number of hotel rooms booked (i.e. students attend a three-day class, counts as three hotel rooms booked). Numbers were figured conservatively, assuming that the student leaves Spokane area the 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 121 courses offered, most of which were three to five days in length. Students attending were not only from local law enforcement, but also included students from all over the United States. In addition to 207 Sheriff's Office students and 1,415 students from local law 79'Page enforcement agencies (Spokane PD, Liberty Lake PD and Airway Heights PD), training was provided to 1,046 out -of -county students. Often times, if there are enough attendees paying for attendance at a scheduled training class, members of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit results in a win -win situation for the citizens and law enforcement of Spokane County and surrounding areas. In addition, the Sheriff's Office has realized significant savings by providing training locally for its officers instead of sending them out of town. It is extremely likely that our officers would not have been afforded the opportunity to attend the same amount of training due to the cost of travel, lodging and food, if the training was not provided locally. Training Unit responsibilities also include pre -hire coordination and processing of Sheriff's Office applicants. Since 2014, Sheriff's Office attrition of commissioned personnel has grown from an average of about 8 per year to an average of nearly 23 per year. For every viable candidate identified, many dozens must be processed. The increased demands placed on the Training Unit has necessitated recent changes to the unit's allotted staffing. • Hiring Sergeant — This sergeant's primary functions will be to oversee and manage the hiring process of all new county applicants for the Sheriff's Office. In addition, this sergeant will be SCSO Accreditation Manager for the Spokane Valley PD and Sheriff's Office. With this responsibility, this sergeant will also oversee the Lexipol Policy process. • Training Unit Sergeant — This sergeant oversees internal Sheriff's Office training, authors training bulletins, coordinates regional law enforcement training. FTO Sergeant — This sergeant's primary function will be to oversee and manage the FTO (field training officer) Program (i.e.., training and mentoring FTO's, scheduling trainees, managing budget, maintaining and reviewing all documentation, etc.). While managing the FTO program, the sergeant will be overseeing the Pre and Post academy. If the WSCJTC provides equivalency for the SCSO academy, this sergeant will be managing the SCSO Academy (e.g., content development and management, supervision of instructors, management academy schedule, etc). In addition, this sergeant will be cross trained to assist with firearms training and Crim. Law and Crim. Pro. • Firearm Instructor/Armorer — This deputy position is held by a state certified master firearms instructor/armorer. He is responsible for overseeing all internal firearms training, curriculum development, and weapon maintenance. Additionally, he provides firearms instruction for the CJTC Basic Law Enforcement Academy. • Background Investigator — This position is held by a deputy responsible for background investigations of potential officer candidates. He is the primary liaison with Spokane County Civil Service. He also schedules oral boards, integrity interviews, medical exams, psychological exams, and physical ability tests. • Background Investigator (temp) — This position is currently filled by a detective (from a shared investigative unit) temporarily on loan to Training to assist in reducing the backlog of background investigations. Efforts are currently underway to shift some of the leg work required for background investigations to a private contractor. • Pool Positions — For the first time, 14 pool positions were funded in the 2019 Sheriff's Office budget. The pool positions are used to hire officer candidates in advance of upcoming retirements to allow them to complete training prior to a vacancy occurring so that the candidate may be plugged into an open slot as soon as it occurs. Spokane Valley will pay for approximately half of the pool positions. 80'Page 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: Undersheriff-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 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 811 Page 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 a state grant -funded task force 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 - In existence since 2006, they focus on middle and upper -level narcotics investigations, gang - related criminal investigations, intelligence collection and dissemination, investigative support and prevention/intervention efforts. - Partners with FBI, SPD, and DOCworkingjoint 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 - 3 Deputy - 1 Support Staff (100% funded by grant and seizure funds) - 1 Spokane Criminal Analysis Team (RIG 9 Intelligence Group) - Shared - Responsible for providing research and analytical support to all our investigative functions and are a critical component to ILP efforts. - Operates our Regional Intelligence Group where information sharing occurs with other law enforcement agencies and with the Washington State Fusion Center. - Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: Lieutenant — 1 (Also supervises JTTF and Spokane County Investigative Unit) Detective (Shared ILP Detective) - 1 2 Civilian Analysts - Partnerships intimately supported by this unit include the Financial Fraud/Identity Theft Task Force. - The impact of insufficient staffing on this team deprives Patrol and Investigative Units dependent on that intelligence in identifying suspects and solving crimes. 82IPage 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. 831Page Workload Indicators 2014 2015 2016 2017 2018 2019 Total incidents per deputy per shift'. 16.66 16.51 16.03 Total deputy -initiated incidents 22,333 22,624 18,786 18,931 20,734 19,122 Total deputy -involved incidents 46,308 48,186 44,9282 46, 033 49,716 49,516 Total patrol hours worked3 62,575.6 68,906.9 70,844.3 Total incidents requiring written documentation 15,727 15,122 13,920 11,933 12,988 12,373 Total property crimes 4 8,336 8,068 -- 7,838 7,154 7,584 Total crimes against persons' 1,374 1,318 -- 1,343 1,266 1,147 Total incidents resulting in custodial arrest6 2,213 2,354 2,274 2,104 2,439 2,721 Total traffic stops' 11,612 12,133 11,008 Traffic infractions/citations from citizen complaints 32 98 112 -- 176 138 Total reported collisions 2,210 2,560 2,338 2,168 1,898 1,884 'Prior to the adoption of the New World CAD system (Oct. '16) this metric was computed by dividing the total deputy involved incidents by the number of patrol shifts worked. This did not account for the fact that many CFS required multiple deputy response. Beginning in 2017 an accurate number of incidents per deputy per shift is available. 2The 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. 3The addition of Power Shift made the old metric obsolete. Patrol staffing levels will now be represented as total patrol hours worked by personnel assigned exclusively to patrol (excluding supervisors, traffic unit, SRDs, etc.). 'Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief. 5 Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking. 6 This figure includes the number of incidents resolved by custodial arrest; it does not include the total number of charges. ' For 2019, 30.4% of all traffic stops result in some form of enforcement action. 84'Page Calls for Service 15C CCC LC.000 30,000 20,000 10,000 C SVPD Total Citizen Initiated Calls For Service 34,025 48,511 43,1421 44 210 45,500 4C,151 35,897 37,225 2612 2013 2014 2015 20.16 2617 2018. 2019 This metric includes only citizen initiated calls for police service. Deputy initiated incidents and fire/medics calls are not counted, nor are Crime Check report calls and cancelled calls. About 37% of these calls for service do not receive deputy response. For most of these calls police response was not appropriate; however, there are many where response would have been appropriate, but due to high call volume and call prioritization no one was available for dispatch. SVPD Citizen Initiated CFS with Deputy Response 35..CCC 30.393 28,982 25.511 26 142 27,102 23,055 23,975 This graph represents the total number of citizen initiated CFS to which at least one deputy responded. 85'Page Performance Measures 2014 2015 2016 2017 2018 2019 Percentage of use of force not within policy 0.68% 0.58% 1.09% 0.0% 0.5% 0.0%1 Average response time to priority 1 CFS2 3-6min N/A 4.65 min -- <4.62 min <5.13 min Percentage of CFS with deputy response 64.40% 63.33% 60.60% 61.30% 63.36% 62.65% Percentage of incidents that were deputy -initiated 48.23% 46.95% 41.81% 41.12% 41.70% 38.62% Percentage of assigned cases solved 79.69% 88.44% 80.53% 62.66% 45.86%3 43.81%3 Total unassigned cases 211 190 168 577 528 489 Cases inactivated due to lack of evidence or leads 34 65 50 104 310 288 Collisions per capita 0.024 0.027 0.025 0.023 0.020 0.019 Percentage of traffic complaints worked 100% 100% 100% -- 100% 56% 'One UOF incident is still pending review. 2The current CAD system does not facilitate extracting an accurate number for all priority 1 CFS. Spot check of about 50% of all priority 1 CFS indicates that response time is less than the time listed. 'The large reduction in the percentage of solved cases is primarily due to a change in SVIU's handling of incidents (mostly retail theft) where there is video evidence. Previously, most of these cases were not assigned due to poor video quality. Now, volunteers view all videos and forward those with potential identifying detail to a detective who posts still images from the videos to regional law enforcement crime information systems and occasionally to the media. This requires minimal effort on the part of SVIU detectives, but results in solving over 25% of these crimes. Since these are incidents that were previously unworked, overall service to the community has been improved at the expense of SVIU's solvability rate. 86'Page Citizen Complaints 0.8 0.7 0.6 0.5 0.4 0.3 0.244 0.2 0.1 0 SVPD Citizen Complaints Per 1,000 Deputy Interactions 0.706 0.518 0.415 0.37E 0. 200 0.241 0.485 2012 2013 2014 2015 2016 2017 2013 2019 Changing methodology in 2013 resulted in what appears to be a large increase in complaints. For 2019 there were 24 citizen complaints against SVPD deputies SVPD Outcome of Citizen Compiairnt Investigations 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% I0 0 0 0 2. Ail yr a o 00 0 0a • 00 0 00 0 0 &1g i 'n i��' Moog oi0`� moo 2013 2014 2015 2016 2017 2013 2019 • Sustained ■ Not Sustained Exonerated Unfounded • Pending • Changed to Inquiry 87'Page Property Crimes 80.00`. 7n. riff 6 0.00% 50.00`1 40.00% 30.00° 20.00% 10.00% 0.00% Percentage of Potentially Solvable Spokane Valley Property Crimes Cases Assigned 66.21 43.88% 68.46% 69.06% FA. SSW.63.15`5 61.74% CSSSSSSSSSSSSSSSSP 70.42% 20_.:: 2014 2015 2016 2017 201.8 2019 For 2019, SVIU detectives reviewed 7,716 property crime/drug incidents: 1,749 were incidents handled by Patrol and subsequently reviewed by SVIU detectives for quality control purposes, to determine if follow up was necessary, and/or to determine if the incident is related to other crimes; 4,314 were deemed to have insufficient evidence or leads to merit follow up; 489 merited some form of further follow up, but were not assigned due to insufficient resources; and the remaining 1,164 were assigned to a detective. SVIU 2019 Property Crime Cases Investigated 400 350 325 300 250 200 150 100 50 0 366 288 140 1 9 Cleared by Inactivated Still Under Referred to Victim Arrest Due to Lack of Investigation Other Agency Refused to Leads Cooperate 36 Determined to be Unfounded 881Page Use of Force 5 4.5 4 3.5 3 2.5 2 1.5 1 D.5 0 SVPD Use of Force Per 1,000 Incidents 4.38 4.095 4.02 3.549 3.258 3.153 3.15 1.755 I 2012 2013 2014 2015 2016 2017 2018 2019 This graphic illustrates the number of times that some form of force was used per 1,000 deputy involved incidents. For 2019, all use of force incidents were reviewed by subject matter experts and 99.5% were determined to be within law and policy. One fatal UOF incident is still pending review. Note that the large increase in use of force seen in 2013 was the result of a change in methodology. For example, prior to 2013 the mere display of a weapon (firearm, TASER, baton, etc.) was not counted as a use of force. 100% 100% 100% 100% 99% 99% 99% 99% 99% 9 8% 9 8% Outcome of SVPD Use of Force Review % Within Policy 100% 100% 100% 100.0% 99.42% 99.5% IiiiI % 98.91`JG 2012 2013 2014 2015 2016 2017 2018 2019 891Page Theoretical Budget Reduction Exercise — Submitted by Chief Dave Ellis 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 2021. 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. 90'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. 91IPage