2022 budget summary

Snohomish County

2022 Budget Summary

Executive Recommended

September 28, 2021

Snohomish County 2022 Budget - Executive Recommended Table of Contents

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Table of Contents

Executive Budget Address

Budget Summary Tables 13 2021 Budget Comparison by Fund 16 Department Budgets by Fund Source 17 General Fund Department Comparison 18 Consolidated Funds Revenues and Expenditures 19 General Fund Revenues and Expenditures 20 Distribution of Property Tax Dollar 21 Expenditures by Category 22 Law and Justice Appropriations History 23 General Fund Five Year Projection 24 General Fund Balance History 25 Consolidated Funds Budgeted FTE Employees 26 General Fund Budgeted FTE Employees 27 Capital Improvement Program Summary 28 Capital Improvement Historical Distributions

Department Budget Summary 29 Dept. 01 Executive 31 Dept. 02 Legislative 32 Dept. 04 Human Services 34 Dept. 05 Planning & Development Services Page 37 Dept. 06 Public Works 85 Appendix: Fund Structure 39 Dept. 07 Office Hearing Administrator 41 Dept. 09 Conservation & Natural Resources 87 Appendix: Budget Process 44 Dept. 10 Assessor 46 Dept. 11 Auditor 90 Appendix: County Structure 48 Dept. 12 Finance 50 Dept. 13 Human Resources 52 Dept. 14 Information Technology 56 Dept. 16 Nondepartmental 58 Dept. 17 Debt Service 59 Dept. 18 Facilities Management 61 Dept. 20 Pass-Through Grants 62 Dept. 21 Airport 64 Dept. 22 Treasurer 66 Dept. 24 District Court 68 Dept. 30 Sheriff 71 Dept. 31 Prosecuting Attorney 73 Dept. 32 Office Public Defense 75 Dept. 33 Medical Examiner 76 Dept. 36 Superior Court 78 Dept. 37 Clerk 81 Dept. 38 Sheriff Corrections 83 Dept. 39 Emergency Management

Snohomish County 2020 Budget - Executive Recommended

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Snohomish County 2022 Budget - Executive Recommended Executive Budget Address

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Address

Snohomish County Executive Dave Somers’

Proposed 2022 Budget

September 28, 2021

Thank you for joining me today.

I would like to start by thanking the County Council for their partnership. Chair Wright, Vice Chair Dunn,

Councilmembers Nehring, Low, and Mead: I appreciate your leadership and your willingness to work

with us to do what is best for our residents.

I want to thank Auditor Fell, Treasurer Sullivan, Assessor Hjelle, Sheriff Fortney, Clerk Percy, and

Prosecuting Attorney Cornell. You are each an important part of the services we deliver and together

you improve lives every day.

I want to thank Judge Weiss, Judge Fair, and their colleagues on the Superior and District Courts. Serving

the law and justice needs of our community is a weighty job that requires compassion in the exercise of

power.

I also want to thank the hard-working employees of Snohomish County. They have persevered through

the tough days and the hardships. I’m grateful for their continued commitment to making our

community a better place to live.

Snohomish County is built on a foundation inspired by grit, determination, partnerships, and innovation.

As a community, we have shown time and time again that when adversity strikes, we come together to

successfully meet challenges head on.

Of course, we have all been impacted by the COVID-19 pandemic and the pain this has caused across the

county and the globe.

Snohomish County

Dave Somers

County Executive


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We have relied on partnerships and the hard work of thousands across the county to ease the suffering

and hardships caused by the pandemic. I appreciate the great work of the County Council and the

Snohomish Health District as we have tackled these many challenges together.

You can be confident: Snohomish County will recover. I know that—together—we will create a future

that is better than the past. Because that’s what we do. That is who we are.

From my office, I can see Puget Sound and the Cascade Mountains. I can also see Hat Island, busy city

streets, a freeway, and beyond that, there are pristine farm and forest lands. Snohomish County is the

beautiful, diverse, and vibrant heart of the Pacific Northwest. But it didn’t get this way by chance.

People making decisions about what we value allow us to live in such a great place.

I have often used the phrase “The Future We Choose” because it’s important for us to imagine the

future we want to create.

When I think of our future, I think about how we need to preserve this beautiful natural environment

and ensure we grow in ways that allow us to maintain that quintessential Snohomish County charm we

hold dear: a healthy and thriving economy, and our exceptional quality of life. And we must provide

opportunity to everyone in our county, fairly, equitably, and with a welcoming spirit.

Snohomish County has an important role to play in achieving these goals. And even in these trying

times, we are presented with unique opportunities. Through this budget and the federal relief and

recovery dollars provided to Snohomish County and our city partners, we have an opportunity to invest

in our communities so that we come back stronger than ever before.

Amid all these changes, we need to adapt and adjust. That is what my proposed 2022 budget does. It

adapts to the present reality and ensures we can adjust for the future we want to create.

Public Safety

The Snohomish County courthouse represents our system of justice and our responsibility to keep our

communities safe. Earlier this year, we officially opened the new addition to the courthouse, and we

saved nearly $80 million from the project that had been initially proposed. These types of decisions help

us maintain the flexibility we need with available resources to overcome challenges and maximize

opportunities.

Public safety remains the number one priority for county government. The public safety system

accounts for more than 75% of our general fund budget. Our quality of life, economic vitality, and social

health all rely upon the safety of communities.

In the 2022 budget, I am proposing that we make some significant investments in our law and justice

system.


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To advance our efforts, I am proposing that Snohomish County fully fund a body camera program for

every deputy on the street. I made this commitment last summer, because this is one of the best ways

to ensure transparency for both law enforcement and the public. I appreciate the partnership with

Sheriff Fortney and our county councilmembers to make this investment a reality. The pilot program

was rolled out earlier this month, and we look forward to seeing the results.

I am also proposing that we add two new detective positions: one to combat a rise in domestic violence

and another for the special investigations unit that pursues crimes against children. These positions will

help to bring more resources to bear on some of the most heinous crimes in our community.

I also am proposing that we fund the Prosecuting Attorney’s Data Collection Initiative. This will give us

new, actionable information and help ensure that our justice system is working for every community

and person in Snohomish County.

Additionally, we are also adding three Crime Prevention Officers—one per precinct—to handle lower

priority, non-emergency calls that don’t require response from a fully equipped sheriff’s deputy with a

badge and gun. This will free up our deputies to respond to higher priority calls and is an effective

measure we can take to meet the needs of our community, while ultimately saving money.

Also, because of the significant backlog of cases in our justice system, incredible strain has been placed

on our courts, prosecutors, public defenders, and others. We are all united in wanting to eliminate the

backlog and do it responsibly. We have proposed nearly $12 million for mostly three-year project

positions to help with these urgent needs across the system.

We also need to add an additional Superior Court judge and related staff. This continues the process of

building our justice system to meet the needs we have today and prepare for the future.

We will finally begin the process of replacing the aging Sheriff’s Office South Precinct which will provide

for adequate space and appropriate facilities for our law enforcement officers working one of the

busiest beats. I appreciate Chair Wright’s support for this project and the impacts it will have on public

safety in south County.

To help with both crime fighting and Search and Rescue, I am proposing that we replace and upgrade

the county’s helicopters, since the current ones are old and unreliable. This gives the Sheriff’s Office

reach and speed that can save lives now and far into the future.

Our Department of Emergency Management has been the center for our COVID-19 response and

recovery. And as we marked the twentieth anniversary of 9/11 earlier this month, we know significant

threats remain to our homeland. DEM has identified the need for a Homeland Security Manager to lead

our coordination efforts and for someone to take the lead on our Multi-Agency Coordination Group

efforts to reduce overdose deaths and addiction. These hires will position us to be prepared.

With these investments and others, our public safety system will be better equipped to keep our

community secure, ensure justice is available for all, and help us build the system our residents deserve.


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Justice for All

I established Snohomish County’s Office of Social Justice in the summer of 2020 because the county’s

leadership recognized that we had to do more. Too many in our community know that the justice

system and our government institutions have not always been fair to them, and that we can do more to

make our systems equitably work for everyone.

Since being established, the team has been hard at work expanding and developing strong and

meaningful relationships with historically underserved communities in every part of Snohomish County.

They have provided navigation services to BIPOC county residents to assist them in accessing critical

resources and worked to ensure that federal CARES Act and the American Rescue Plan Act funds have

supported our community’s BIPOC led organizations and communities.

OSJ has provided training, guidance, and support for county departments and community partners,

developed training for the Executive Cabinet, and are working with county departments and offices to

review policies, surveys, and projects with an equity and inclusion lens. They have provided important

insights into the development of the 2022 county budget, as well. We continue to make strides but still

have a way to go to become Snohomish County’s model of an anti-racist organization.

OSJ provided great leadership and saved lives by ensuring there was equitable access to COVID-19

vaccinations for BIPOC community members. And they provided guidance, support, and comfort in the

aftermath of local acts of hate and intolerance.

In 2021, youth attending school in Marysville had their lives threatened merely for being Black. There

have been multiple incidents of hate symbols on display in communities across Snohomish County. The

Tulalip Tribe’s reservation was littered with a hate group’s propaganda, and members of the Asian

American and Pacific Islander community have seen sharp increases in targeted hate since the start of

the COVID-19 pandemic.

Several community members have engaged with my office, County Councilmembers, and state

lawmakers to request support in launching a “Hate Has No Home Here” campaign. My recommended

budget includes funding for this campaign and will serve to communicate a strong message that

Snohomish County is a safe, welcoming, and inclusive place where all people can reach their full

potential and thrive. Through an organized effort, we will work in collaboration with community

members to build stronger relationships and lead a cultural shift throughout our county.

And this recommended budget includes funding for effective diversity, equity, and inclusion (DEI)

training to help supervisors and employees become more culturally competent, empathetic, and self-

aware. Through awareness, behavioral change, and a cultural shift, our organization will be better

positioned to provide equitable and quality service to all residents, businesses, and visitors in Snohomish

County. I am asking for funding to create a dynamic, in-person training program to counteract bias,

whether explicit or implicit, within county government. Many of our employees have requested just

such training, and we should be providing it.


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As we move our DEI efforts forward, we must develop a strategic plan that can serve as a roadmap to

accomplish our goals. In 2022, we will conduct needs assessments to inform our strategic plan, and this

will help us better serve our communities and ensure we are not leaving anyone behind in our recovery.

As we strive to meet our commitments of being an inclusive, welcoming, and equitable organization, it is

important that we work to ensure that our communications and web-based tools are accessible to all

employees and community members. Funding provided in this budget will provide OSJ with the

necessary resources to ensure the County’s website, social media accounts, and applications are

accessible to people living with disabilities and with limited English proficiency. As Snohomish County

grows and diversifies, the communication needs of the people we serve are changing. We should meet

those needs.

Interpreters in our courts are often the difference between justice being served or not. People who are

the victim of a crime or are accused of a crime, but who don’t speak English or have communication

challenges, are at a significant disadvantage and have a tougher time securing justice. I am proposing

that we increase interpreter pay for both District and Superior Courts.

Finally, our Human Resources Department must have the staffing to help lead our internal Diversity,

Equity, and Inclusion efforts, and this has been included in the 2022 budget.

Together, we will make progress and ensure Snohomish County government is changing to meet the

needs of every resident.

Improving Community Health

We know that the pandemic has not only made some of our social ills more visible but has also

aggravated them. From addiction to mental health challenges and homelessness, there are significant

numbers of people in Snohomish County who are suffering and need professional help.

Just a few years ago, we didn’t have some of the key tools to assist. Now, with support from partners

across the region and state, we can do more to help those who have addiction and mental health

challenges.

We established embedded social worker programs across the county, where we partner with law

enforcement to ensure they have skilled professionals to help them when interacting with those

experiencing homelessness or mental health challenges.

And when someone is ready to get help, they can immediately be taken to our Diversion Center, where

people who are living on the streets or in the woods can get shelter and professional help.

Next to the Diversion Center is the Carnegie Resource Center. This building had been sitting unused for

years and has now been repurposed to provide one-stop services for people needing assistance. The

Carnegie Center provides access to a wide range of services, including help finding a job, identifying


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more permanent housing, receiving treatment referrals, accessing veterans benefits, and many other

options for getting healthy.

I am proposing a new Carnegie Employment Support Services program to help improve access to jobs. If

approved, community partners will provide one-stop services and a family-friendly approach to assist low-

income households with job opportunities. We know from experience that getting people back into jobs

helps with increased economic and housing stability.

We have never had enough behavioral health facilities in the county. But we are finally making progress.

This summer we opened 32 beds for substance abuse and mental health treatment at the Denney

Justice Center. Providence has also opened a new facility providing additional capacity. And the City of

Lynnwood is proposing another. I want the county to partner with Lynnwood to build this facility by

providing $3 million. I am proud to have worked with County Council Chair Stephanie Wright in helping

to make this a reality.

These added beds will provide a lifeline to those who are suffering now, giving them a way out of their

pain, and give our community an option beyond the very expensive and ineffective method of just

putting a revolving door on the jail.

Housing is a critical need across all income levels in the County. The housing crisis is another one of our

challenges that has only gotten worse during the pandemic. Prices continue to go up and many more

people are on the verge of losing their home.

I am proposing $10 million for creating long-term shelter and housing options in Everett, and North,

South and East County. This is an opportunity for us to partner with the state and cities to leverage

available federal funding to provide a significant increase in shelter and housing space. We should not

allow people to suffer with homelessness when we can do something about it. These facilities could also

be used for cold weather, heat, smoke and other similar emergencies.

I believe it is important that we also expand our Designated Crisis Responder program and have included

funding for two more. Designated Crisis Responders are partnered with law enforcement and can help

de-escalate situations involving those with behavioral health issues.

Snohomish County will also continue to invest in early childhood learning because everyone deserves a

decent start in life. Studies have shown that giving kids a jump start on their education increases their

educational attainment and success in life. I am grateful that Councilmember Mead has been a strong

advocate for early learning both in the legislature and now on the County Council.

We still have more work to do, but we have made significant progress in building the infrastructure and

programs to relieve suffering, reduce homelessness, and protect the livability of our community.


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Economic Development

Snohomish County’s Paine Field Airport and the Port of Everett are two of the major drivers of our

region and state’s economy. Their infrastructure makes our region the aerospace capital of the world.

But the pandemic has been hard on the aerospace industry and our ports.

In my budget, I have proposed $1.25 million for the county’s ports to help replace lost funds due to

COVID-19. Our ports are essential elements of our local economy, and I want them to be as healthy as

possible for our recovery.

Paine Field has a nearly $60 billion dollar yearly economic impact, more than any other airport in the

state, and we must continue to upgrade and maintain those facilities. I am proposing that we make

capital investments in airport infrastructure to further strengthen this job creating asset.

Our Public Facilities Districts are also important drivers of our economic recovery. I am proposing $1.25

million for our Public Facilities Districts to help them recover from the pandemic.

Our Public Works efforts ensure we live in a county where our roads are safe, our solid waste is

appropriately disposed, and our people and goods can remain mobile. We will continue to prioritize

these responsibilities.

Agriculture remains an important part of our local economy and a critical piece of our local strategic

infrastructure, as we have all witnessed during the pandemic. If we are forced to rely on food grown

thousands of miles away, many may go hungry. Having thriving local farms means we can feed ourselves

and not rely on distant farms and a vast transportation network.

Our Nourishing Neighborhoods program used locally produced food to feed thousands of families since

the start of the pandemic. This was good for our farmers and good for those families who were

struggling to put food on the table.

That is why I want to invest in our proposed Food and Farming Center at McCollum Park. This will

provide another market for our agricultural products and give people access to another source of locally

produced food.

We have also seen significant investment in using high tech tools to improve legacy industries.

Snohomish County joined with multiple innovation companies to pilot the first 5G farms in the country.

By using technology, farms can use less resources, both natural and human, while expanding yields.

My proposed Innovation for Advanced Manufacturing project creates a “best in class” business model

that incorporates new technologies to support innovation in advanced manufacturing and leverage

previous work on the 5G agriculture resiliency project. The program will aim to expand the current field

labs and develop additional 5G labs that support the growth and expansion of advanced manufacturing

facilities in all parts of Snohomish County. This program will spur job creation via 5G technologies for

manufacturing. Startups and corporate partners will activate this investment and enable our


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manufacturers, farmers, and business owners to discover, build, test and validate applications that solve

real-life problems.

Obviously, we live in a highly wired world, and people’s livelihoods and lives sometimes depend on

having reliable access to the internet. My budget includes $5 million for expanding broadband efforts

across the county. Our economy, health care, and education need to reach everyone, regardless of

where they live, and the presence of broadband deserts is unacceptable, particularly after our

experience of the last twenty months. Our investments will ensure more parts of the county are wired. I

want to thank both Councilmembers Nehring and Low for their advocacy to expand broadband access in

Snohomish County.

The proposed economic and workforce development projects complement and build upon the programs

implemented in 2020 with federal CARES Act funds to support businesses and workers across

Snohomish County. This package sets the course for the economic future of the County. It will help small

businesses weather any future storms; workers who have been laid off will find a new way to provide for

their families; and we’ll help bring new businesses, talent, and opportunity to our community.

I am proposing that in 2022 we launch a “Grow SnoCo” campaign. This effort will create a county-wide

promotional campaign with economic, workforce, and tourism development community partners; we

will focus on bringing new businesses, investments, and visitors to the County. Special attention will be

paid to encouraging visitors to spend money on leisure and hospitality businesses, particularly those

owned by people of color and women. Grow SnoCo will also get new businesses to expand and relocate

into the County, by targeting industries such as aerospace, advanced manufacturing, and life sciences.

The initiative would include working closely with businesses, educational institutions, and skill providers

to foster the development of new talent to support growing enterprises across Snohomish County. We

hope this program helps to create up to 1,500 new jobs.

We are also planning to create a Business Resiliency Partnership that will assist with the expansion and

retention of businesses in high priority industries such as aerospace, advanced manufacturing, and life

sciences. This would include providing customized technical assistance to build long-term economic

growth. The focus of the initiative will be to support employers with a workforce of over 100 employees.

I am proposing a $1 million program to help Snohomish County’s micro and small businesses, many of

which are owned by BIPOC residents. Through a collaboration with a non-profit, funding will be

allocated to ensure that BIPOC owned businesses in Snohomish County have access to resources to help

them maintain their enterprises and recover with more opportunities to succeed than before the

pandemic.

The COVID-19 pandemic negatively impacted large and small enterprises across the county. To respond,

we instituted three different grant programs: the Relief, Recovery, Resiliency Program for small

businesses; the First in Flight Fund for aerospace companies; and the Non-Profit Stabilization and

Capacity-Building Program for non-governmental organizations. These programs, funded by federal

CARES Act grants, supported thousands of businesses and their workers, providing a lifeline during the

greatest economic dislocation of the last 100 years.


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We were the first to set up a Recovery Task Force and now we have established our Office of Recovery

and Resilience. We are ready for our next steps in responding to and recovering from the pandemic.

The pandemic had a devastating impact on many in our workforce. In fact, in April of 2020, we had the

highest unemployment in the state, an astounding 20%. We have a significant need to boost our

workforce training and placement programs. People need an opportunity to get back to work, and

sometimes that means helping them switch industries.

I am proposing that we create a “Take Flight Snohomish County” program to provide a one-stop

resource for aerospace training programs. This will help our dislocated aerospace workers as well as our

aerospace companies looking to hire well-trained staff.

We have much work ahead of us to ensure our recovery from the COVID-19 pandemic is lasting and

shared by all who have been impacted.

Environmental Stewardship

Our two major river systems, the Snohomish and the Stillaguamish Rivers, shaped who we are as a

community and have helped fuel our economic prosperity. They have provided food, transportation,

and recreation, and are key components of life in Snohomish County. If we don’t take care of our

waterways, our land, and our air, our economy and quality of life will suffer.

As a biologist, I know that living systems adapt to the changes happening around them.

When we consolidated County functions into the new Department of Conservation and Natural

Resources, we brought together our farming, fish, forest, water, parks, and recreation efforts under one

umbrella organization. We are now much more prepared to fulfill our environmental responsibilities by

having an entire organization dedicated to working on them in collaboration with our many community

partners. I am grateful to County Councilmember Megan Dunn who has provided great ideas and energy

for achieving our environmental sustainability goals.

We now need to take the next important strategic step in our efforts. Today, I’d like to announce the

Snohomish County Environmental Stewardship Strategy. This will be a broad-based effort, combining

our many environmental initiatives and programs within one strategic framework. This will include the

launch of our Land Conservation Initiative which sets aside green space for protection. It includes the

Puget Sound Initiative, our effort to maintain and improve water quality in Puget Sound, and historic

investments to enhance fish passages and expand habitat restoration. We will also include our Healthy

Forests Initiative, ensuring we are planting trees and stewarding our forests for the health of our entire

county. And it encompasses our Sustainable Lands Strategy, a recognized model for bringing farming

and fish interests together to find common sense solutions. Of course, our Strategy would not be

complete without including our Community Climate Action Plan. I look forward to working with

members of our County Council to fully develop this strategy.


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I am proposing approximately $36 million in investments across these programs. This is an important

step in our continuing efforts to protect our quality of life, economic vitality, and the environment.

We also must ensure that our once every decade comprehensive plan update provides the direction for

our future growth so that these powerful parts of our natural world will remain healthy and vibrant for

generations to come.

We will need to continue to face the reality that leadership and bold action are needed if we hope to

keep Snohomish County a beautiful and vibrant place to live. Anything less would be a disservice to our

residents.

Conclusion

Thank you for joining me to talk about the proposed budget for 2022. It has now been delivered to the

Snohomish County Council for their deliberations, and my team and I look forward to working

collaboratively with them on making these important strategic investments. I want to thank the Finance

and Budget team for their work in helping us bring this budget to you.

Our partnership with the County Council over the last 20 months of pandemic response and recovery

has been constructive and marked by a spirit of true collaboration. I very much appreciate all that the

Council has done to make Snohomish County ready for today’s complexities and tomorrow’s

opportunities.

While we continue to face significant challenges, I know that Snohomish County’s best years are still

ahead of us.

Snohomish County 2022 Budget - Executive Recommended Budget Summary Tables

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2022 Budget Comparison by Fund Summary

The purpose of major budgeted funds of the County are explained in the Fund Structure section (See

Appendix). This exhibit shows the three-year history of the funds in aggregate, with detail of each type

shown on the following pages. The General Fund, at $288.4 million, and 23% of total funds, is the largest

single fund, and is the primary operating fund of the County.

Funds in 2022 Budget

Fund

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

General GovernmentalGeneral Fund 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%

Special Revenue Funds 447,637,081 420,038,649 563,345,174 143,306,525 34.1%

Debt Service Funds 110,719,475 27,025,362 27,238,857 213,495 0.8%

Capital Project Funds 48,518,341 18,586,504 20,760,498 2,173,994 11.7%

General Governmental Total 840,435,006$ 730,173,671$ 899,694,967$ 169,521,296$ 23.2%

Proprietary FundsEnterprise Funds 137,778,993$ 159,388,090$ 191,909,866$ 32,521,776$ 20.4%

Internal Service Funds 132,721,575 157,037,436 164,019,763 6,982,327 4.4%

Proprietary Total 270,500,568$ 316,425,526$ 355,929,629$ 39,504,103$ 12.5%

Grand Total 1,110,935,574$ 1,046,599,197$ 1,255,624,596$ 209,025,399$ 20.0%


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2022 Budget Comparison by Fund Detail

Fund

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

General Governmental

General Fund 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%

General Fund 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%

Special Revenue 1,185,983 7,313,584 6,257,554 (1,056,030) (14.4%)County Road 104,897,627 139,696,327 136,787,468 (2,908,859) (2.1%)Corrections Commissary 645,010 1,383,419 1,399,954 16,535 1.2% Convention & Performing Arts 3,259,754 3,256,730 3,561,229 304,499 9.3% Crime Victims / Witness 506,963 887,965 930,638 42,673 4.8% Human Services 114,828,046 142,645,808 180,863,005 38,217,197 26.8% Grant Control 128,422,817 20,149,373 94,861,948 74,712,575 370.8% Sheriff-Search & Resc Helicopt 0 60,000 60,000 0 0.0% Sheriff Drug Buy Fund 580,736 875,000 885,000 10,000 1.1% Tax Refund Fund 0 5,000 5,000 0 0.0% Emerg Svcs Communication Sys 7,527,691 8,460,625 8,915,249 454,624 5.4% Sheriff Contract Services 11,723,703 12,156,063 12,552,595 396,532 3.3% Emerg CommunicaSys & Facil 26,039,666 23,951,554 27,815,807 3,864,253 16.1% Evergreen Fairground Cum Reser 753,755 2,294,245 2,012,325 (281,920) (12.3%)Conservation Futures Tax Fund 3,043,639 9,258,374 26,989,409 17,731,035 191.5% Auditor's O & M 1,157,150 846,238 844,377 (1,861) (0.2%)Public Wrks Facility Construct 0 1,100,000 850,000 (250,000) (22.7%)Elections Equip Cumulative Res 284,906 99,651 147,307 47,656 47.8% Sno Cty Tomorrow Cum Res 196,158 187,608 195,663 8,055 4.3% Real Estate Excise Tax Fund 20,633,681 19,785,127 30,047,965 10,262,838 51.9% Transportation Mitigation 3,887,473 5,400,000 6,927,000 1,527,000 28.3% Community Development 16,331,026 17,854,333 17,660,928 (193,405) (1.1%)Boating Safety 34,941 132,000 144,214 12,214 9.3% Antiprofiteering Revolving 0 79,245 79,245 0 0.0% Parks Mitigation 1,655,922 1,603,173 1,978,312 375,139 23.4% Fair Sponsorships & Donations 20,690 422,507 401,782 (20,725) (4.9%)Snohomish Cnty Arts Commission 19,744 134,700 171,200 36,500 27.1%

Special Revenue Funds 447,637,081$ 420,038,649$ 563,345,174$ 143,306,525$ 34.1%

Limited Tax Debt Service 110,719,475 27,025,362 27,238,857 213,495 0.8%

Debt Service Funds 110,719,475$ 27,025,362$ 27,238,857$ 213,495$ 0.8%

Capital Projects Fund 33,025,752 240,000 0 (240,000) (100.0%)Parks Construction Fund 11,004,238 15,673,471 18,187,930 2,514,459 16.0% Facility Construction 2,726,231 570,220 1,870,128 1,299,908 228.0% Data Processing Capital 1,691,680 1,963,813 513,440 (1,450,373) (73.9%)Facilities Improvements 70,440 139,000 189,000 50,000 36.0%

Capital Project Funds 48,518,341$ 18,586,504$ 20,760,498$ 2,173,994$ 11.7%

General Governmental Total 840,435,006$ 730,173,671$ 899,694,967$ 169,521,296$ 23.2%


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2022 Budget Comparison by Fund Detail (continued)

Fund

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

Proprietary FundsSolid Waste Management 72,062,101$ 71,035,767$ 77,058,838$ 6,023,071$ 8.5% Airport Operation & Maint. 36,309,706 50,903,080 65,795,968 14,892,888 29.3% Surface Water Management 29,407,186 37,449,243 49,055,060 11,605,817 31.0%

Enterprise Funds 137,778,993$ 159,388,090$ 191,909,866$ 32,521,776$ 20.4%

Equipment Rental & Revolving 26,122,919 31,225,037 30,768,016 (457,021) (1.5%)Information Services 21,793,891 23,453,656 25,186,109 1,732,453 7.4% Snohomish County Insurance 17,578,103 20,987,540 24,145,775 3,158,235 15.0% Pits and Quarries 0 10,427 2,503,281 2,492,854 23907.7% Employee Benefit 50,405,049 62,943,497 61,871,076 (1,072,421) (1.7%)Facility Services Fund 13,508,431 14,846,718 15,793,781 947,063 6.4% Training & Development 792,872 1,122,841 1,275,562 152,721Security Services Fund 2,520,310 2,447,720 2,476,163 28,443 1.2%

Internal Service Funds 132,721,575$ 157,037,436$ 164,019,763$ 6,982,327$ 4.4%

Proprietary Total 270,500,568$ 316,425,526$ 355,929,629$ 39,504,103$ 12.5%

Grand Total 1,110,935,574$ 1,046,599,197$ 1,255,624,596$ 209,025,399$ 20.0%


16

Department Budgets by Fund Source

This exhibit shows the Snohomish County Departments and their different sources of funds. The total of

all funds is nearly $1.26 billion. General Fund, the County’s primary operating fund, is $288.4 million.

This exhibit also shows the breakdown by Department. For example, Human Services is budgeted for

$100.3 million with $5.2 million in General Fund and $95 million in special revenue funds.

Department

No. Name2022 Budget General Fund REET

Special

Revenue Enterprise Internal Service Other Funds

01 Executive 10,958,525$ 3,309,935$ 0$ 7,550,538$ 0$ 98,052$ 0$

02 Legislative 4,862,796 4,805,387 0 0 0 57,409 0

07 Office of Hearings Administration 852,481 852,481 0 0 0 0 0

Legislative/Executive 16,673,802$ 8,967,803$ 0$ 7,550,538$ 0$ 155,461$ 0$

24 District Court 12,814,263 12,437,061 0 377,202 0 0 0

36 Superior Court 29,616,443 24,088,406 0 5,528,037 0 0 0

Judicial 42,430,706$ 36,525,467$ 0$ 5,905,239$ 0$ 0$ 0$

30 Sheriff 76,545,730 57,318,611 0 16,750,956 0 2,476,163 0

31 Prosecuting Attorney 33,240,371 19,321,323 0 10,481,279 0 3,437,769 0

32 Office of Public Defense 16,488,274 14,159,625 0 2,328,649 0 0 0

33 Medical Examiner 3,895,733 3,576,032 0 319,701 0 0 0

37 Clerk 9,238,039 8,591,967 0 646,072 0 0 0

38 Sheriff's Corrections Bureau 64,337,447 60,438,637 0 3,898,810 0 0 0

39 Emergency Management 23,471,377 1,322,695 0 22,148,682 0 0 0

Law Enforcement 227,216,971$ 164,728,890$ 0$ 56,574,149$ 0$ 5,913,932$ 0$

04 Human Services 100,259,654 5,229,740 0 95,029,914 0 0 0

05 Planning 23,040,272 5,158,681 0 17,881,591 0 0 0

09 Conservation & Nat Resour 69,673,435 13,962,080 13,027,474 23,534,041 0 961,910 18,187,930

09 DCNR Surface Water Mgmt 49,055,060 2,600,000 46,455,060

20 Pass-Through Grants 95,044,371 0 0 95,044,371 0 0 0

Other Community Services 337,072,792$ 24,350,501$ 15,627,474$ 231,489,917$ 46,455,060$ 961,910$ 18,187,930$

06 Public Works 136,787,468 0 1,100,000 135,687,468 0 0 0

06 PW Facility Construction 850,000 0 0 850,000 0 0 0

06 PW Transportn Mitigation 6,927,000 0 0 6,927,000 0 0 0

06 PW Solid Waste Mngmnt 77,058,838 0 0 0 77,058,838 0 0

06 PW Pits and Quarries 2,503,281 0 0 0 0 2,503,281 0

Public Works 224,126,587$ 0$ 1,100,000$ 143,464,468$ 77,058,838$ 2,503,281$ 0$

21 Airport 65,830,968 0 0 35,000 65,795,968 0 0

Airport 65,830,968$ 0$ 0$ 35,000$ 65,795,968$ 0$ 0$

10 Assessor 8,715,300 8,715,300 0 0 0 0 0

11 Auditor 10,935,490 9,456,791 0 1,478,699 0 0 0

12 Finance 86,709,958 4,964,787 0 0 0 81,745,171 0

13 Human Resources 4,214,033 2,953,293 0 0 0 1,260,740 0

14 Information Technology 25,699,549 0 0 0 0 25,186,109 513,440

18 Facilities Management 47,659,015 0 0 0 0 45,599,887 2,059,128

22 Treasurer 4,599,685 4,594,685 0 5,000 0 0 0

Administrative Services 188,533,030$ 30,684,856$ 0$ 1,483,699$ 0$ 153,791,907$ 2,572,568$

16 Nondepartmental 126,500,883 23,092,921 0 102,714,690 0 693,272 0

17 Debt Service 27,238,857 0 13,110,051 0 0 0 14,128,806

Other 153,739,740$ 23,092,921$ 13,110,051$ 102,714,690$ 0$ 693,272$ 14,128,806$

Grand Total 1,255,624,596$ 288,350,438$ 29,837,525$ 549,217,700$ 189,309,866$ 164,019,763$ 34,889,304$


17

General Fund Department Comparison

This table compares General Fund departments over a three-year history. There are actuals for 2020,

2021 Adopted Budget, and 2022 Executive Recommended Budget.

Department

No. Name2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

01 Executive 3,333,738$ 3,066,346$ 3,309,935$ 243,589$ 7.9%

02 Legislative 4,092,748 4,134,504 4,805,387 670,883 16.2%

07 Office of Hearings Administration 780,084 816,442 852,481 36,039 4.4%

Legislative/Executive 8,206,570$ 8,017,292$ 8,967,803$ 950,511$ 11.9%

24 District Court 11,277,938 11,774,546 12,437,061 662,515 5.6%

36 Superior Court 21,747,361 22,031,543 24,088,406 2,056,863 9.3%

Judicial 33,025,299$ 33,806,089$ 36,525,467$ 2,719,378$ 8.0%

30 Sheriff 50,384,481 53,797,533 57,318,611 3,521,078 6.5%

31 Prosecuting Attorney 17,019,311 17,678,452 19,321,323 1,642,871 9.3%

32 Office of Public Defense 12,502,874 12,545,676 14,159,625 1,613,949 12.9%

33 Medical Examiner 3,208,155 3,310,186 3,576,032 265,846 8.0%

37 Clerk 7,841,307 8,329,533 8,591,967 262,434 3.2%

38 Sheriff's Corrections Bureau 47,749,775 57,087,637 60,438,637 3,351,000 5.9%

39 Emergency Management 1,189,974 1,231,155 1,322,695 91,540 7.4%

Law Enforcement 139,895,877$ 153,980,172$ 164,728,890$ 10,748,718$ 7.0%

04 Human Services 8,833,217 13,080,648 13,962,080 881,432 6.7%

05 Planning 4,234,399 4,747,461 5,158,681 411,220 8.7%

09 Conservation & Natural Resources 2,957,429 4,463,794 5,229,740 765,946 17.2%

Other Community Services 16,025,045$ 22,291,903$ 24,350,501$ 2,058,598$ 9.2%

10 Assessor 7,578,925 8,274,873 8,715,300 440,427 5.3%

11 Auditor 9,176,775 9,032,663 9,456,791 424,128 4.7%

12 Finance 4,517,983 4,763,699 4,964,787 201,088 4.2%

13 Human Resources 2,299,531 2,583,813 2,953,293 369,480 14.3%

22 Treasurer 3,682,465 4,315,227 4,594,685 279,458 6.5%

Administrative Services 27,255,679$ 28,970,275$ 30,684,856$ 1,714,581$ 5.9%

16 Nondepartmental 9,151,639 17,457,425 23,092,921 5,635,496 32.3%

Other 9,151,639$ 17,457,425$ 23,092,921$ 5,635,496$ 32.3%

Grand Total 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%


18

Consolidated Funds Revenues and Expenditures *

* Interfund Transfers and Interfund Payments are eliminated in the detail above to provide a

“Consolidated” County Statement. In effect, transactions within the County which increase total overall

revenues and expenses are eliminated. The effect of eliminating these transactions is shown below.

Item

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

Revenues

Taxes 317,842,534$ 310,953,866$ 349,684,097$ 38,730,231$ 12.5%

Licenses And Permits 4,115,995 4,189,000 4,271,870$ 82,870 2.0%

Intergovernmental Revenue 266,113,614 193,678,677 292,299,398$ 98,620,721 50.9%

Charges For Services 215,748,477 221,349,343 235,883,249$ 14,533,906 6.6%

Fines And Forfeits 3,802,944 5,221,451 4,705,224$ (516,227) (9.9%)

Miscellaneous Revenues 151,877,967 63,284,772 61,480,478$ (1,804,294) (2.9%)

Other Revenues 679,221 14,275,000 26,450,000$ 12,175,000 85.3%

Total Revenues 960,180,752 812,952,109 974,774,316$ 161,822,207 19.9%

(Contribution to) Use of Fund Balances (12,381,571) 66,780,163 88,880,980$ 22,100,817 33.1%

Resources Required to Fund Operations 947,799,181$ 879,732,272$ 1,063,655,296$ 183,923,024$ 20.9%

Expenditures

Salaries And Wages 233,484,182$ 257,306,746$ 277,392,586$ 20,085,840$ 7.8%

Personnel Benefits 99,275,121 105,059,847 107,818,507$ 2,758,660 2.6%

Supplies 42,909,204 23,402,985 33,009,749$ 9,606,764 41.0%

Other Services & Charges 370,466,279 361,556,577 492,722,210$ 131,165,633 36.3%

Capital Outlays 69,933,256 93,539,847 115,360,678$ 21,820,831 23.3%

Debt 131,731,139 38,866,270 37,351,566$ (1,514,704) (3.9%)

Total Expenditures* 947,799,181$ 879,732,272$ 1,063,655,296$ 183,923,024$ 20.9%

Total Expenditures/Resources

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

Before elimination of Interfund Transactions 1,110,935,574$ 1,046,599,197$ 1,255,624,596$ 209,025,399$ 20.0%

After elimination of Interfund Transactions 947,799,181$ 879,732,272$ 1,063,655,296$ 183,923,024$ 20.9%

Net Effect of Elimination 163,136,393$ 166,866,925$ 191,969,300$ 25,102,375$ 15.0%


19

General Fund Revenues and Expenditures

Item

2020

Actual

2021

Budget

2022

Budget

$Change

21 Budget

%Change

21 Budget

Revenues

Taxes 170,285,554$ 170,643,533$ 191,069,521$ 20,425,988$ 12.0%

Licenses And Permits 4,115,995 4,189,000 4,271,870 82,870 2.0%

Intergovernmental Revenue 20,712,653 20,586,051 22,348,484 1,762,433 8.6%

Charges For Services 35,878,428 38,682,626 39,114,344 431,718 1.1%

Fines And Forfeits 3,729,626 5,108,951 4,592,724 (516,227) (10.1%)

Miscellaneous Revenues 6,069,410 7,640,478 7,436,895 (203,583) (2.7%)

Operating Transfers In 7,414,201 6,368,597 6,092,908 (275,689) (4.3%)

Total Revenues 248,205,867$ 253,219,236$ 274,926,746$ 21,707,510$ 8.6%

(Contribution to) Use of Fund Balance (14,645,758) 7,341,116 9,098,435 1,757,319 23.9%

Current Year Under Expenditures 0 3,962,804 4,325,257 362,453 9.1%

Resources Required to Fund Operations 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%

Expenditures

Salaries And Wages 109,678,536$ 125,776,875$ 136,497,738$ 10,720,863$ 8.5%

Personnel Benefits 44,926,779 50,956,747 51,821,655 864,908 1.7%

Supplies 3,947,605 4,033,458 4,198,728 165,270 4.1%

Other Services & Charges 29,103,875 34,294,625 40,187,968 5,893,343 17.2%

Intergovernmental Services 2,351,618 2,226,818 2,258,818 32,000 1.4%

Capital Outlays/Debt 352,354 50,810 314,445 263,635 518.9%

Interfund Payments 43,199,342 47,183,823 53,071,086 5,887,263 12.5%

Total Expenditures 233,560,109$ 264,523,156$ 288,350,438$ 23,827,282$ 9.0%


20

Distribution of Property Tax Dollar

This exhibit shows the portion of property tax dollars different governmental entities receive. Snohomish

County receives 11% broken into two parts:

1) A 6.58% share paid by all County residents. This finances regional services such as the court system, jail, prosecutors, elections, treasurer, medical examiner, and regional parks.

2) An 4.63% share paid by residents who live in unincorporated areas of the County for repair, maintenance, and construction of roads, bridges, and other forms of surface transportation.

The source for this information was the Snohomish County Assessor's Annual Report for 2021 Taxes.


21

Expenditures by Category

2022 Consolidated Funds Expenditure Budget $1.3 Billion

2022 General Fund Expenditure Budget $288.4 Million


22

Law and Justice Appropriations History

This chart tracks the change in law and justice appropriations as well as non-law and justice

appropriations in the County General Fund, between the years of 2012 and 2022. The law and justice

percentage is based on a simplified distribution methodology.

Law and Justice departments include the categories of Judicial and Law Enforcement referenced in the

General Fund Department Comparison table.

The Sheriff’s Office moved the majority of their contract law enforcement services out of general fund into a

special revenue fund in 2020. Adjustments were made to prior years in this chart for comparability purposes.


23

General Fund Five Year Projection

This table shows General Fund prior year actual resources and expenditures, current year projections,

next year budgeted, and future years projections. This table is used for budget planning purposes and

allows the County to prepare and administer budgets with checks and balances.


24

General Fund Balance History

Actual and Projected General Fund 1996 – 2026 (Fund Balance)

• This projection is based upon historical performance and the General Fund Five-Year

Projection.

• Fund balances shown above for 1996 through 2020 represent actual General Fund undesignated fund balances at calendar year-end.

• 2021 through 2026 fund balances represent projected fund balances which reconcile with General Fund Five-Year Projection. See notes on that table for more background on the assumptions underlying this projection.


25

Consolidated Funds Budgeted Full Time Equivalent (FTE) Employees

by Function and Department

Note: 28 Project Position FTEs added as a result of American Rescue Plan funding. Department of Conservation and

Natural Resources has consolidated Parks and Recreation, Surface Water Management, Energy and Sustainability, and

Agriculture. Tourism programs have been moved to the Executive.

Department

No. Name

2020

Budgeted FTEs

2021

Budgeted FTEs

2022

Budgeted FTEs

Variance from

21 Modified

01 Executive 20.00 17.00 30.00 13.00

02 Legislative 23.63 23.00 24.00 1.00

07 Office of Hearings Administration 4.25 4.25 4.25 0.00

Legislative/Executive 47.88 44.25 58.25 14.00

24 District Court 85.50 85.50 90.50 5.00

36 Superior Court 186.50 172.50 177.50 5.00

Judicial 272.00 258.00 268.00 10.00

30 Sheriff 404.75 402.75 413.25 10.50

31 Prosecuting Attorney 192.50 191.50 202.50 11.00

32 Office of Public Defense 9.00 8.00 8.00 0.00

33 Medical Examiner 17.50 17.50 19.50 2.00

37 Clerk 74.45 73.45 81.45 8.00

38 Sheriff's Corrections Bureau 360.00 360.00 360.00 0.00

39 Emergency Management 18.35 18.35 20.75 2.40

Law and Justice 1,076.55 1,071.55 1,105.45 33.90

04 Human Services 231.43 242.55 287.75 45.20

05 Planning 139.00 135.00 134.00 (1.00)

09 Conservation & Natural Resources 89.13 88.13 195.13 107.00

Other Community Services 459.55 465.68 616.88 151.20

06 Public Works 634.00 634.00 559.00 (75.00)

21 Airport 79.00 82.00 88.50 6.50

10 Assessor 67.00 66.00 68.00 2.00

11 Auditor 46.00 46.00 46.00 0.00

12 Finance 48.00 48.00 52.00 4.00

13 Human Resources 25.00 24.00 29.00 5.00

14 Information Technology 90.00 89.00 89.00 0.00

18 Facilities Management 103.00 102.80 95.00 (7.80)

22 Treasurer 32.00 32.00 31.00 (1.00)

Administrative Services 411.00 407.80 410.00 2.20

Other 5.50 6.50 4.50 (2.00)

Grand Total 2,985.48 2,969.78 3,110.58 140.80


26

General Fund Budgeted Full Time Equivalent (FTE) Employees

by Function and Department

Note: 28 Project Position FTEs added as a result of American Rescue Plan funding

General Fund Department

No. Name

2020

Budgeted FTEs

2021

Budgeted FTEs

2022

Budgeted FTEs

Variance from

21 Modified

01 Executive 16.00 13.35 13.35 0.00

02 Legislative 23.00 22.60 23.60 1.00

07 Office of Hearings Administration 4.25 4.25 4.25 0.00

Legislative /Executive 43.25 40.20 41.20 1.00

24 District Court 83.50 83.50 88.50 5.00

36 Superior Court 158.31 148.31 153.60 5.29

Judicial 241.81 231.81 242.10 10.30

30 Sheriff 318.75 317.25 328.75 11.50

31 Prosecuting Attorney 123.50 120.00 132.00 12.00

32 Office of Public Defense 9.00 8.00 8.00 0.00

33 Medical Examiner 16.40 16.40 18.40 2.00

37 Clerk 69.15 67.8 75.8 8.00

38 Sheriff's Corrections Bureau 345.25 345.25 345.25 0.00

39 Emergency Management 6.33 6.33 7.19 0.85

Law and Justice 888.38 881.03 915.39 34.35

04 Human Services 19.75 27.75 30.75 3.00

05 Planning 29.95 28.70 28.10 (0.60)

09 Conservation & Natural Resources 60.18 60.18 62.28 2.10

Other Community Services 109.88 116.63 121.13 4.50

10 Assessor 67.00 66.00 68.00 2.00

11 Auditor 44.00 43.75 43.75 0.00

12 Finance 32.25 32.25 36.25 4.00

13 Human Resources 19.75 18.50 21.90 3.40

22 Treasurer 32.00 32.00 31.00 (1.00)

Administrative Services 195.00 192.50 200.90 8.40

16 Nondepartmental 1.50 1.50 1.50 0.00

Other 1.50 1.50 1.50 0.00

Total General Fund FTE's 1,479.81 1,463.66 1,522.21 58.55


27

Capital Improvement Program Summary

Capital Expenditures by Category and Type (2022 – 2027 CIP)

Capital Expenditures by Fund Source (2022 – 2027 CIP)


28

Capital Improvement Historical Distributions

Over the past several years, funding sources available to the County and project priorities have changed.

The following exhibit shows the County’s investment in infrastructure for all projects in this year’s

Capital Improvement Program (CIP) compared to the four previous CIPs.

While there have been some adjustments in how projects have been classified, the fundamental

comparison between years is valid and provides great insight into County investments and resources in

the past and present and gives some insight into the future.

2018-2023 2019-2024 2020-2025 2021-2026 2022-2027

Category CIP CIP CIP CIP CIP

General Governmental

General Governmental - Facilities 25,503,997$ 111,485,185$ 120,229,863$ 104,901,907$ 22,850,000$

General Governmental - Equipment 26,816,349 29,492,441 28,831,828 24,429,456 22,796,849

Human Services - Homeless Project 1,000,000 1,300,000 0 0 0

Technology Plan 13,183,083 19,647,424 14,336,131 10,441,744 11,245,058

Parks, Recreation & Tourism - Land & Facilities 105,744,383 120,070,276 120,670,074 121,329,339 142,752,040

Debt Service and Reserves 62,265,374 63,298,705 60,188,852 59,379,931 61,856,051

Transportation

Transportation – Facilities 251,129,515 256,893,000 244,310,000 256,025,000 275,941,000

Proprietary

Surface Water – Facilities 72,861,864 71,335,253 75,053,944 80,429,669 108,345,061

Solid Waste – Facilities 12,705,787 16,061,495 15,927,500 10,420,000 22,339,000

Airport – Facilities 77,055,000 111,150,000 83,118,426 94,083,653 99,002,950

Total 648,265,352$ 800,733,779$ 762,666,618$ 761,440,699$ 767,128,009$

Department: Executive

Dept. Director: Dave Somers

Financial Consultant: Debbi Mock

01

Snohomish County2022 Budget - Executive Recommended Department Budget Summary

Mission Statement:The mission of the County Executive Office is to provide responsible and responsive County government by ensuring effective, efficient and economical administration in accordance with the County Charter, the Washington State Constitution and other applicable federal, state and local laws, as well as County policy and Executive branch initiatives.

The County Executive supervises Executive departments; enforces all ordinances and state statutes within the County; presents an annual statement of governmental affairs of the County to the Council; prepares and presents the proposed budget and budget message; prepares and presents to the Council comprehensive plans, including capital improvement plans for present and future development within the County; and nominates members of County boards and commiss

Outcomes Generated:The County Executive oversees the County's 13 administrative departments and coordinates with elected officials who operate the remaining 6 offices. The County Executive works closely with both the Judicial and Legislative branches to ensure cooperation and coordination of efforts.

Fund Name2021

Adopted FTEFTE Change

2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

13.350 0.000General Fund 13.35016.0000.000 1.000Special Revenue 1.0000.0000.000 5.000Convention & Performing Arts 5.0000.0003.250 7.000Grant Control 10.2504.0000.400 0.000Snohomish County Insurance 0.400

17.000 13.000Executive 30.00020.000

Revenue Class Name2021

Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual

Financial Revenues (Class):

$0 $230,020 $230,020 100.0%Beginning Fund Balance $0$0 $3,266,580 $3,266,580 100.0%Taxes $0

$389,049 $70,026,504 $69,637,455 17899.4%Intergovernmental Revenue $234,678$180,881 $2,131,573 $1,950,692 1078.4%Charges For Services $260,457

$0 $129,910 $129,910 100.0%Miscellaneous Revenues $0$168,097 $200,298 $32,201 19.2%Operating Transfers In $217,187$738,027 $75,984,885 $75,246,858 10195.7%Executive $712,322

Expediture Class Name2021

Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual

Financial Expenditures (Class):

$0 $646,599 $646,599 100.0%FundBal,Nonexp,TransOut $0$2,462,232 $3,940,371 $1,478,139 60.0%Salaries and Wages $2,446,880

$784,716 $1,252,273 $467,557 59.6%Personnel Benefits $791,481$27,725 $46,725 $19,000 68.5%Supplies $7,603$57,975 $4,565,445 $4,507,470 7774.9%Services $28,504

29

Department: Executive

Dept. Director: Dave Somers


01



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$381,674 $507,112 $125,438 32.9%Interfund Payments For Service $344,645$3,714,322 $10,958,525 $7,244,203 195.0%Executive $3,619,113

Expediture Fund Name 2020

Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted

Financial Expenditures (Fund):

$3,333,738General Fund $3,309,935 $243,589 7.9%$3,066,346$0Special Revenue $2,137,691 $2,137,691 100.0%$0$0Convention & Performing Arts $3,561,229 $3,561,229 100.0%$0

$285,375Grant Control $1,851,618 $1,294,472 232.3%$557,146$0Snohomish County Insurance $98,052 $7,222 8.0%$90,830

$3,619,113Executive $10,958,525 $7,244,203 195.0%$3,714,322

30

Department: Legislative

Dept. Director: Geoffrey Thomas


02


Mission Statement:The mission of the County Council is to enact legislative and fiscal policies that achieve efficient and effective use of tax dollars. This is accomplished by providing a framework for the county administration to carry out its work efficiently, ensuring that county government responds effectively to the community's needs.

Outcomes Generated:The County Council is a General Fund department that provides the following services:· Enacts fiscal and operating policy ordinances, motions and resolutions· Provides fiscal oversight of administrative and judicial operations · Enacts land use policies, plans and implementing regulations · Conducts quasi-judicial appeal hearings of certain land development actions and regulations · Approves appointments to advisory boards and commissions· Establishes the salaries of all county employees· Approves collective bargaining agreements· Confirms the appointment of Executive department directors.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

22.600 1.000General Fund 23.60023.0000.400 0.000Snohomish County Insurance 0.4000.625

23.000 1.000Legislative 24.00023.625


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$0 $0 $0 .0%Charges For Services $5,592$0 $0 $0 .0%Legislative $5,592


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,439,644 $2,699,132 $259,488 10.6%Salaries and Wages $2,346,084$894,741 $936,493 $41,752 4.7%Personnel Benefits $886,335

$20,000 $20,000 $0 .0%Supplies $10,272$58,517 $179,513 $120,996 206.8%Services $82,583

$780,990 $1,027,658 $246,668 31.6%Interfund Payments For Service $779,029$4,193,892 $4,862,796 $668,904 15.9%Legislative $4,104,303


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$4,092,748General Fund $4,805,387 $670,883 16.2%$4,134,504$11,555Snohomish County Insurance $57,409 ($1,979) (3.3%)$59,388

$4,104,303Legislative $4,862,796 $668,904 15.9%$4,193,892

31

Department: Human Services

Dept. Director: Mary Jane Brell-Vujovic

Financial Consultant: Vanessa de Salome

04


Mission Statement:The mission of Human Services is to help all persons meet their basic needs and develop their potential by providing timely, effective human services and building community.

We are a mission-driven organization guided by a core set of values, and serve as a catalyst to enhance our communities' own intrinsic abilities to support and care for their residents.

Outcomes Generated:The Human Services Department is comprised of eight program areas funded with Federal, State and local funds which provide the following primary services:

Administration: Direction and Management; Financial Services; Contract Processing; Clerical Support Services; Research and Evaluation

Behavioral Health Programs: Community Mental Health; Involuntary Treatment and Crisis Services; Jail Transition Services; Substance Abuse Treatment and Prevention

Veterans Assistance Program

Children and Family Services Programs: Early Childhood Education and Assistance Program (ECEAP); North Snohomish County Early Head Start (EHS) Developmental Disabilities Programs:Developmental Disabilities; Early Intervention Program (EIP); Local Lead Agency (LLA)

Long Term Care & Aging Programs:Long Term Care and Aging (Planning and Coordination); Support Services Administration; Home Care Services Network Management; MAC/TSOA Program Management; Area Agency on Aging (AAA)

Case Management & Home Care Services Program

Housing & Community Services Programs:Housing & Community Development (HCD); Community and Homeless Services; Energy Assistance; Community Action Agency (CAA)

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

27.750 3.000General Fund 30.75019.750214.800 32.200Human Services 247.000211.675

0.000 10.000Grant Control 10.0000.000

32

Department: Human Services



04


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

242.550 45.200Human Services 287.750231.425


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$5,200,554 $7,831,736 $2,631,182 50.6%Beginning Fund Balance $0$19,771,944 $25,770,181 $5,998,237 30.3%Taxes $21,436,963$28,688,595 $35,042,392 $6,353,797 22.1%Intergovernmental Revenue $141,139,917$13,038,948 $14,296,964 $1,258,016 9.6%Charges For Services $15,911,543

$0 $0 $0 .0%Fines And Forfeits $12,950$226,489 $324,301 $97,812 43.2%Miscellaneous Revenues $1,431,380

$2,251,400 $2,555,610 $304,210 13.5%Operating Transfers In $1,890,780$69,177,930 $85,821,184 $16,643,254 24.1%Human Services $181,823,533


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,112,004 $2,591,214 $479,210 22.7%FundBal,Nonexp,TransOut $2,655,933$18,482,144 $21,825,624 $3,343,480 18.1%Salaries and Wages $16,907,459

$8,311,896 $9,584,094 $1,272,198 15.3%Personnel Benefits $7,586,164$297,013 $441,073 $144,060 48.5%Supplies $21,150,217

$29,811,482 $60,676,932 $30,865,450 103.5%Services $101,509,440$0 $0 $0 .0%Capital Outlays $74,255

$4,768,765 $5,140,717 $371,952 7.8%Interfund Payments For Service $5,286,856$63,783,304 $100,259,654 $36,476,350 57.2%Human Services $155,170,324


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$2,957,429General Fund $5,229,740 $765,946 17.2%$4,463,794$49,853,091Human Services $75,232,194 $15,912,684 26.8%$59,319,510

$102,359,804Grant Control $19,797,720 $19,797,720 100.0%$0$155,170,324Human Services $100,259,654 $36,476,350 57.2%$63,783,304

33

Department: Planning

Dept. Director: Mike McCrary


05


Mission Statement:The Department of Planning and Development Services's mission is to enhance the quality of life for current and future generations by promoting protection of natural resources and facilitating the development of safe, sustainable and resilient communities in Snohomish County.

The PDS philosophy is centered on delivering outstanding customer service and enabling the development of attractive and sustainable communities. PDS employees strive to:Provide the highest quality customer service;Improve our service by adapting to the demands of a changing world;Work as a cohesive unit;Create thriving communities;Develop innovative and cost-effective solutions; andBalance available resources with future growth demands.

Outcomes Generated:The Department of Planning and Development Services contains seven organizational units, each of which contribute to the department’s overarching goals.

The Long Range Planning program ensures that regional development is well-planned, safe, and sustainable. It conducts comprehensive planning in accordance with the State Growth Management Act (GMA) and assists in the preparation of clear and concise codes to facilitate development. Outcomes generated: a sound regulatory framework for sustainable economic development of the county and protection of its natural resources.

Snohomish County Tomorrow is a cooperative forum that involves the county, the cities, the towns, the Tulalip Tribes and community members in the resolution of growth management issues of countywide significance. Outcomes generated: regional consensus for sustainable economic development of the county and protection of its natural resources.

The Permitting program ensures that land development and use activities are in compliance with state law, regulations, and county code. The programs achieve this through issuance of building permits and land use approvals; residential and commercial plan reviews; and fire, building and site inspections. Outcomes generated: structures and developments that are sound, safe and contribute to economic growth of the county while sustaining our vibrant natural environment.

The Office of the County Fire Marshal reduces the risk of fire loss in Snohomish County and ensures the safety of citizens and property. Staff conduct fire and arson investigations; performs fire life safety inspections; issues certificates of occupancy; regulates firework stands, displays and other special events; and monitors for wildfire risk. The office provides a vital communication link between local fire districts, the county and state government. Outcomes generated: reduced risk of fire-related events in Snohomish County and deterrence of fire accidents and criminal activity.

The Code Enforcement program contributes to safe and sustainable communities by enforcing Snohomish County codes and other regulations to ensure the health, safety and welfare of county

34




05


citizens and communities. Utilizing a collaborative approach, staff conduct site visits and respond to concerns throughout unincorporated Snohomish County. Outcomes generated: reduced instances of development-related hazards, nuisances, and threats to public health and the environment.

The Administration program, comprised of the Administrative Services Division and the Director's Office, provides shared support services to enhance the department's operational efficiency. Shared services include management, budgeting, finance and accounting, contract administration, recruiting, human resources management, training, public disclosure request services, and general administrative support. Outcomes generated: a strategic course for the department, the sound management of financial resources, and a modern workforce equipped to serve the county’s citizens.

The Business Process and Technology program, housed in the Administrative Services Division, leverages technology to improve services provided by the department and provide public access to land use records. It manages the department's permit tracking system, GIS and mapping services, network administration, electronic records management, and business process initiatives. Outcomes generated: information and technological tools that contribute to the economic development of the county, improve the operating efficiency of the department, and provide open access to public records. This program provides the infrastructure necessary to support a modern permitting department that embraces innovation, efficiency, and customer service.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

28.700 -0.600General Fund 28.10029.9501.000 0.000Sno Cty Tomorrow Cum Res 1.0001.000

105.300 -0.400Community Development 104.900108.050135.000 -1.000Planning 134.000139.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$3,808,693 $2,771,265 ($1,037,428) (27.2%)Beginning Fund Balance $0$260,111 $427,629 $167,518 64.4%Intergovernmental Revenue $375,700

$14,470,196 $15,255,776 $785,580 5.4%Charges For Services $14,650,264$30,000 $30,000 $0 .0%Fines And Forfeits $23,126

$225,300 $163,700 ($61,600) (27.3%)Miscellaneous Revenues $213,923$247,296 $75,408 ($171,888) (69.5%)Operating Transfers In $100,844

$19,041,596 $18,723,778 ($317,818) (1.7%)Planning $15,363,857


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$671,276 $520,937 ($150,339) (22.4%)FundBal,Nonexp,TransOut $521,071$12,075,684 $12,046,230 ($29,454) (.2%)Salaries and Wages $10,789,609

$4,907,949 $4,723,859 ($184,090) (3.8%)Personnel Benefits $4,643,786$444,400 $444,400 $0 .0%Supplies $265,421

35




05



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,391,354 $1,680,009 $288,655 20.7%Services $778,090$3,473,739 $3,624,837 $151,098 4.3%Interfund Payments For Service $3,763,606

$22,964,402 $23,040,272 $75,870 .3%Planning $20,761,583


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$4,234,399General Fund $5,158,681 $411,220 8.7%$4,747,461$0Special Revenue $25,000 ($150,000) (85.7%)$175,000

$196,158Sno Cty Tomorrow Cum Res $195,663 $8,055 4.3%$187,608$16,331,026Community Development $17,660,928 ($193,405) (1.1%)$17,854,333$20,761,583Planning $23,040,272 $75,870 .3%$22,964,402

36

Department: Public Works

Dept. Director: Kelly Snyder

Financial Consultant: Debbi Mock/Jim Woodard

06


Mission Statement:To design, construct and maintain transportation and solid waste infrastructure that allows our growing Snohomish County community to prosper and fully enjoy its natural resources. We focus on safety and mobility while protecting and preserving our environment. By responding promptly to community needs, practicing fiscal responsibility and cultivating partnerships; we make positive impacts while taking pride in our work.

Outcomes Generated:The Public Works Department is responsible for the development and maintenance of the transportation system and the disposal of solid waste generated within Snohomish County. The services provided in these areas are diverse, and the demand for services is directly dependent on the growth we have seen in the past and on future projected growth. This growth directly impacts the amount of traffic on the County's ~1,600 miles of roads and ~200 bridges, the amount and type of solid waste produced, the amount of storm water flows created by the development and construction of new impervious surface, and the creation of additional water pollutants, to meet service requirements.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

397.000 5.000County Road 402.000397.000142.000 15.000Solid Waste Management 157.000142.000

95.000 -95.000Surface Water Management 0.00095.000634.000 -75.000Public Works 559.000634.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$15,855,204 $10,323,358 ($5,531,846) (34.9%)Beginning Fund Balance $0$69,822,317 $72,288,000 $2,465,683 3.5%Taxes $68,526,150$43,165,957 $32,525,016 ($10,640,941) (24.7%)Intergovernmental Revenue $24,243,216$79,261,706 $85,706,990 $6,445,284 8.1%Charges For Services $76,797,247$31,567,468 $2,106,945 ($29,460,523) (93.3%)Miscellaneous Revenues $31,066,125

$0 $0 $0 .0%Other Gains $1,361$3,736,000 $0 ($3,736,000) (100.0%)Proceeds From Long Term Debt $0$3,075,000 $9,000,000 $5,925,000 192.7%Disposition Of Fixed Assets $1,236,036$8,108,112 $12,076,278 $3,968,166 48.9%Operating Transfers In $7,670,043

$100,000 $100,000 $0 .0%Insurance Recoveries $30,779$254,691,764 $224,126,587 ($30,565,177) (12.0%)Public Works $209,570,957


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$14,944,871 $19,040,162 $4,095,291 27.4%FundBal,Nonexp,TransOut $11,311,831$53,860,220 $47,416,451 ($6,443,769) (12.0%)Salaries and Wages $45,844,299$22,581,328 $19,103,378 ($3,477,950) (15.4%)Personnel Benefits $20,993,107

37

Department: Public Works

Dept. Director: Kelly Snyder

Financial Consultant: Debbi Mock/Jim Woodard

06



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$6,150,798 $6,277,897 $127,099 2.1%Supplies $4,930,548$72,283,383 $69,986,520 ($2,296,863) (3.2%)Services $58,783,930$37,475,268 $27,934,427 ($9,540,841) (25.5%)Capital Outlays $23,291,738

$4,379,539 $3,058,777 ($1,320,762) (30.2%)Debt Service: Principal $4,585,558$557,648 $414,248 ($143,400) (25.7%)Debt Service Costs $595,776

$42,458,709 $30,894,727 ($11,563,982) (27.2%)Interfund Payments For Service $39,917,600$254,691,764 $224,126,587 ($30,565,177) (12.0%)Public Works $210,254,387


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$104,897,627County Road $136,787,468 ($2,908,859) (2.1%)$139,696,327$0Public Wrks Facility Construct $850,000 ($250,000) (22.7%)$1,100,000

$3,887,473Transportation Mitigation $6,927,000 $1,527,000 28.3%$5,400,000$72,062,101Solid Waste Management $77,058,838 $6,023,071 8.5%$71,035,767$29,407,186Surface Water Management $0 ($37,449,243) (100.0%)$37,449,243

$0Pits and Quarries $2,503,281 $2,492,854 23907.7%$10,427$210,254,387Public Works $224,126,587 ($30,565,177) (12.0%)$254,691,764

38

Department: Office of Hearings Administration

Dept. Director: Peter Camp


07


Mission Statement:Purpose:

The Office of Hearings Administration consists of the Hearing Examiner and Administrative Hearing Clerks who support the Hearing Examiner, the Boundary Review Board, and Board of Equalization. These quasi-judicial entities are independent by statute and ordinance from the County Executive and County Council. The Office has 4.25 FTEs.

The Hearing Examiner provides a quasi-judicial forum to hear and decide matters assigned to the office by ordinance.(1) The majority of cases involve: approvals of preliminary subdivisions, variances, and conditional use permits; environmental (SEPA) appeals; appeals from administrative code enforcement determinations by the department of Planning and Development Services (PDS); and appeals from administrative determinations by animal control officers and the business license manager of the Snohomish County Auditor.

The Board of Equalization is an independent board of seven citizens that hears appeals of real property valuations, property tax exemption denials, and other Assessor determinations.

The Boundary Review Board (BRB) is an independent board of five citizens. When its jurisdiction is invoked,(2) the BRB reviews the creation, incorporation, or change in boundary of cities, towns, or special purpose districts to guide and control “the creation and growth of municipalities in metropolitan areas so that . . . problems [such as the rapid proliferation of municipalities, haphazard extension of and competition to extend municipal boundaries] may be avoided and that residents and businesses in those areas may rely on the logical growth of local government affecting them.” RCW 36.93.010 (1967). If the BRB’s jurisdiction is invoked by a majority of the BRB, an affected government agency, or five percent of the registered voters in the area to be annexed, the BRB considers the appropriateness of the proposed boundary change. Id.

(1) Chap. 2.02 Snohomish County Code (SCC). The hearing examiner system is authorized by state law. RCW 36.70.970 (1995). (2) RCW 36.93.100 (1994).

Outcomes Generated:The Office of Hearings Administration provides necessary administrative and staffing support to the Board of Equalization, Boundary Review Board, citizens who participate in board proceedings, and the Hearing Examiner.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

4.250 0.000General Fund 4.2504.2504.250 0.000Office of Hearings Administration 4.2504.250

39

Department: Office of Hearings Administration

Dept. Director: Peter Camp


07



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$27,090 $27,090 $0 .0%Charges For Services $1,300$462,173 $462,173 $0 .0%Operating Transfers In $462,173$489,263 $489,263 $0 .0%Office of Hearings Administration $463,473


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$410,191 $404,723 ($5,468) (1.3%)Salaries and Wages $391,053$161,680 $156,101 ($5,579) (3.5%)Personnel Benefits $160,771


$208,936 $231,883 $22,947 11.0%Interfund Payments For Service $216,467$816,442 $852,481 $36,039 4.4%Office of Hearings Administration $780,084


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$780,084General Fund $852,481 $36,039 4.4%$816,442$780,084Office of Hearings Administration $852,481 $36,039 4.4%$816,442

40

Department: Conservation & Natural Resources

Dept. Director: Tom Teigen

Financial Consultant: Woodard/Scheil/V. de Salome

09


Mission Statement:The DCNR partners with Snohomish County communities to steward resources and manage infrastructure for the purpose of protection, enhancement, use, and enjoyment of our land, air, and water now and into the future. The Division of Parks & Recreation follows this mission by conserving natural and recreational resources for current and future generations, contributing to regional economic sustainability, and enhancing the wellbeing of all Snohomish County residents and visitors through accessible and inclusive parks, facilities, and educational programs.

Surface Water Management (SWM) partners with the community to reduce flood damage and to protect and enhance our water resources for future generations by providing customers with services in four core areas to address: drainage and road flooding, water quality, salmon and marine habitat, and river flooding.

The Office of Energy and Sustainability leads the County’s environmental sustainability initiatives, both internally and within the community and collaborates with a range of stakeholders to conserve natural resources, facilitate environmental stewardship, and develop innovative solutions that support a healthy and vibrant community.

The Agriculture Office provides services to local farmers including regulatory, business, technical help, food systems, economic development, education and oversees the Agriculture Advisory Board.

Outcomes Generated:PARKS & RECREATION DIVISIONThe Park Division is comprised of three program areas funded through the General Fund, whichprovide the following primary services: Administration - management, payroll, central reservations/registration services, facility/programmarketing, office support, network administration, planning and development, citizen participation,and property management for all divisions Operations - parkland patrol and code enforcement, routine grounds maintenance, restroom/sheltercleaning, administering camping/boat launch/shelter/yurts, fee collection, educational, recreationcamps, and aquatic programs Maintenance - skilled maintenance projects (electrical, plumbing, etc.), small improvement projects,tenant repair/improvements, preventative maintenance plan and implementation, vehicle andequipment maintenance, mowing and turf management. EVERGREEN STATE FAIRGROUNDSThe Evergreen State Fairgrounds is comprised of three program areas through the General Fundwhich provide the following primary services:

41




09


Administration - management, payroll, office support, customer service, contract processing and fairtime entertainment Maintenance - grounds and building maintenance, repairs, improvements and landscaping to providea clean, safe and pleasant environment for all users Operations - contract and manage year-round facility use, fair time commercial vendors, safety andphysical setup services Combined, the Evergreen Fairgrounds produces the annual Fair, provides partnerships with theAgricultural Community and provides opportunities for education, entertainment and qualityprograms. Facilities are utilized extensively throughout the year with more than 28% of revenuesearned derived from non fair related events and activities.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

60.175 2.100General Fund 62.27560.1752.350 -1.250Special Revenue 1.1002.3505.850 -5.850Convention & Performing Arts 0.0006.8500.000 9.000Grant Control 9.0000.0006.500 0.000Conservation Futures Tax Fund 6.5006.5001.300 0.000Fair Sponsorships & Donations 1.3001.300

11.950 0.400Parks Construction Fund 12.35011.9500.000 100.600Surface Water Management 100.6000.0000.000 2.000Facility Services Fund 2.0000.000

88.125 107.000Conservation & Natural Resources 195.12589.125


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$8,092,815 $35,127,134 $27,034,319 334.1%Beginning Fund Balance $0$8,488,534 $4,254,360 ($4,234,174) (49.9%)Taxes $7,264,823

$0 $9,000 $9,000 100.0%Licenses And Permits $1,250$5,627,418 $9,517,872 $3,890,454 69.1%Intergovernmental Revenue $1,186,022$5,477,913 $6,661,887 $1,183,974 21.6%Charges For Services $3,767,412$5,998,402 $38,799,008 $32,800,606 546.8%Miscellaneous Revenues $1,406,365

$0 $0 $0 .0%Disposition Of Fixed Assets $17,835$10,563,571 $19,391,976 $8,828,405 83.6%Operating Transfers In $8,204,810$44,248,653 $113,761,237 $69,512,584 157.1%Conservation & Natural Resources $21,848,517


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$5,573,559 $6,915,159 $1,341,600 24.1%FundBal,Nonexp,TransOut $5,343,289$7,612,889 $17,136,743 $9,523,854 125.1%Salaries and Wages $5,578,643$3,041,084 $6,926,826 $3,885,742 127.8%Personnel Benefits $2,588,918

42




09



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$647,244 $1,103,459 $456,215 70.5%Supplies $431,449$4,955,905 $20,704,816 $15,748,911 317.8%Services $2,338,849$3,574,740 $100,000 ($3,474,740) (97.2%)Intergovtl Svcs & Pmts $2,527,313

$20,655,729 $50,157,994 $29,502,265 142.8%Capital Outlays $8,881,054$800,000 $300,000 ($500,000) (62.5%)Debt Service: Principal $0

$1,531,183 $15,383,498 $13,852,315 904.7%Interfund Payments For Service $1,515,315$48,392,333 $118,728,495 $70,336,162 145.3%Conservation & Natural Resources $29,204,830


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$8,833,217General Fund $13,962,080 $881,432 6.7%$13,080,648$613,871Special Revenue $457,701 ($2,210,784) (82.8%)$2,668,485

$3,259,754Convention & Performing Arts $0 ($3,256,730) (100.0%)$3,256,730$0Grant Control $4,550,786 $4,550,786 100.0%$0

$753,755Evergreen Fairground Cum Reser $2,012,325 ($281,920) (12.3%)$2,294,245$3,043,639Conservation Futures Tax Fund $26,989,409 $17,731,035 191.5%$9,258,374$1,655,922Parks Mitigation $1,978,312 $375,139 23.4%$1,603,173

$20,690Fair Sponsorships & Donations $401,782 ($20,725) (4.9%)$422,507$19,744Snohomish Cnty Arts Commission $171,200 $36,500 27.1%$134,700

$11,004,238Parks Construction Fund $18,187,930 $2,514,459 16.0%$15,673,471$0Surface Water Management $49,055,060 $49,055,060 100.0%$0$0Facility Services Fund $961,910 $961,910 100.0%$0

$29,204,830Conservation & Natural Resources $118,728,495 $70,336,162 145.3%$48,392,333

43

Department: Assessor

Dept. Director: Linda Hjelle

Financial Consultant: Jim Woodard

10


Mission Statement:Our mission is to administer a property assessment system that meets constitutional and statutory requirements in an efficient and professional manner while striving to provide excellence in service to our customers.

Outcomes Generated:Property tax is a main component in funding taxing districts and is some cases, their only revenue. The Assessor’s Office is responsible for identifying and valuing all taxable real and personal property in incorporated and unincorporated Snohomish County. The Assessor’s Office also examines taxing district’s budget requests and ordinances for statutory compliance and calculates the tax levy rates for each district.

In 2020 for the 2021 tax year, the Assessor’s Office was responsible for valuing over 315,000 tax parcels resulting in a total taxable value of $154,392,389,464. The value is used as a basis for calculating levy rates and distributing a total tax liability of $1,493,296,823 which funds 68 taxing districts. These taxing districts provide core services such as fire, hospital, schools, libraries, infrastructure, cities, counties and the state. It is a base source for the general fund.

The responsibilities of the Assessor’s Office also includes administration of numerous exemptions, appeal response, maintenance of the base GIS map parcel layer, account creation and record maintenance and are core functions of County Government. Appropriately funding this office is crucial to the ability of these taxing districts to generate sustainable revenue in order to function.

The Assessor is required by law to set the value of taxable property at 100% of market value and to assure that all values are in equalization. The Assessor uses multiple sales of comparable properties and mass appraisal techniques in establishing value as of a January 1st assessment date. New construction is picked up in the summer months and is valued as of a July 1st assessment date. Value of new construction provides for additional revenue to the taxing districts in which it is located.

For the past several budget cycles, the Assessor has shared the need for increased resources due to past reductions in staffing levels without replacement over time and a yearly increase in workload. A performance audit completed in the spring of 2020 emphasized the impacts of not fully funding this office which included backlogs, inability to complete audits, and a few missed mandatory deadlines. The hiring freeze instituted by the Council in 2020 also severely affected the Assessor's ablitily to complete our mandated work. Several staffing vacancies that went unfilled as a result of the hiring freeze contributed to an increase in the backlogs cited in the performance audit. We will provide statistics that support these claims in the presentation of this budget with the request that if financial circumstances change, our office’s circumstances be given priority consideration.

This budget and priority packages are submitted with an understanding of the COVID impact to general fund revenue.

44

Department: Assessor

Dept. Director: Linda Hjelle


10


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

66.000 2.000General Fund 68.00067.00066.000 2.000Assessor 68.00067.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$55,000 $55,000 $0 .0%Intergovernmental Revenue $56,106$263,576 $239,950 ($23,626) (9.0%)Charges For Services $90,927

$20,923 $20,923 $0 .0%Miscellaneous Revenues $25,906$339,499 $315,873 ($23,626) (7.0%)Assessor $172,939


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$4,964,890 $5,176,109 $211,219 4.3%Salaries and Wages $4,464,937$2,197,115 $2,242,474 $45,359 2.1%Personnel Benefits $1,998,176


$200 $200 $0 .0%Intergovtl Svcs & Pmts $0$861,137 $926,519 $65,382 7.6%Interfund Payments For Service $841,066

$8,274,873 $8,715,300 $440,427 5.3%Assessor $7,578,925


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$7,578,925General Fund $8,715,300 $440,427 5.3%$8,274,873$7,578,925Assessor $8,715,300 $440,427 5.3%$8,274,873

45

Department: Auditor

Dept. Director: Garth Fell


11


Mission Statement:The Auditor's Office strives to continuously improve the delivery of services to Snohomish County customers in areas of: Recorded Document Services/Marriage Licensing; Vehicle/Vessel/Business Licensing; Animal Services; and Elections/Voter Registration Services.

The Auditor's Office works in partnership with independently elected county officials, County Council, the County Executive, appointed department heads and our stakeholders to achieve countywide goals to enhance our customers' experience by providing efficient government services.

Outcomes Generated:The Auditor’s Office oversees four distinctly different business functions for the county. These divisions share commonality by continually striving to improve public services:

Recording - legal document recording such as deeds and liens, public access to documents, and marriage licenses.

Licensing - licensing of vehicles, vessels, and certain businesses.

Animal Services - animal complaint investigations, pet and kennel licenses, compliance with codes and statutes, public education and enforcement actions.

Elections and Voter Registration - primary and general elections, special elections, Presidential primaries, voter registration services, and petition signature verification.

The Auditor’s Office also oversees four non-general funds that provide the following services:

Auditor's O&M Fund - dedicated funds are collected from recorded document fees for the Auditor's recording software and technology improvements. The fund also provides archival preservation grants for county offices and departments for historical/achival document maintenance, preservation and access.

Elections Equipment Cumulative Reserve Fund - dedicated funds are collected for elections equipment and software used in conducting elections, maintaining voter registration files and producing a local voters’ pamphlet.

Animal Benefit Bequest Fund - dedicated funds are received through donations to be used for the benefit of animals in Snohomish County.

Help America Vote Act (HAVA 3) Grant - monies received from the federal government for elections specific activities.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

46

Department: Auditor

Dept. Director: Garth Fell


11


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

43.750 0.000General Fund 43.75044.0002.250 0.000Auditor's O & M 2.2502.000

46.000 0.000Auditor 46.00046.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


($78,632) ($142,582) ($63,950) 81.3%Beginning Fund Balance $0$339,000 $339,000 $0 .0%Licenses And Permits $282,713$707,615 $707,615 $0 .0%Intergovernmental Revenue $811,797

$9,829,391 $10,741,811 $912,420 9.3%Charges For Services $12,122,422$31,000 $31,000 $0 .0%Fines And Forfeits $31,717

$119,100 $119,100 $0 .0%Miscellaneous Revenues $95,078$10,947,474 $11,795,944 $848,470 7.8%Auditor $13,343,727


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$3,939,287 $4,073,821 $134,534 3.4%Salaries and Wages $3,642,991$1,521,180 $1,523,267 $2,087 .1%Personnel Benefits $1,458,803$1,002,907 $1,085,166 $82,259 8.2%Supplies $1,167,285$2,727,171 $2,897,171 $170,000 6.2%Services $2,485,816

$72,259 $25,000 ($47,259) (65.4%)Capital Outlays $1,216,314$1,202,763 $1,331,065 $128,302 10.7%Interfund Payments For Service $1,204,185

$10,465,567 $10,935,490 $469,923 4.5%Auditor $11,175,394


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$9,176,775General Fund $9,456,791 $424,128 4.7%$9,032,663$1,652Special Revenue $10,000 $0 .0%$10,000

$554,911Grant Control $477,015 $0 .0%$477,015$1,157,150Auditor's O & M $844,377 ($1,861) (.2%)$846,238

$284,906Elections Equip Cumulative Res $147,307 $47,656 47.8%$99,651$11,175,394Auditor $10,935,490 $469,923 4.5%$10,465,567

47

Department: Finance

Dept. Director: Nathan Kennedy

Financial Consultant: Mock/Woodard/S. de Salome

12


Mission Statement:The mission of the Finance Department is to provide protection and stewardship of Snohomish County's financial resources, to provide financial leadership and quality information to the staff, citizens, and communities of the County in compliance with legal requirements and policies. Through our diverse activities and duties, we are committed to reach out to County departments and other governmental agencies to cooperate in fulfilling their missions.

Outcomes Generated:The Finance Department is comprised of division areas which provide the following primary services:

Financial Operations - Provides innovative financial and financial systems services to customer departments. The division is responsible for financial reporting, tax reporting, fiscal management policies and county disbursements (accounts payable and payroll). Administration of the countywide financial and time management systems, integration of customer departments’ enterprise systems with the County's financial system, internal control consulting, work flow consulting and accounts receivable support are among the many services provided by the division. Some of those services are also provided to outside junior taxing districts.

Budget & Systems - provides budget development and analytical services, managerial financial reporting, financial analysis, consultation, and information to management and departmental clients, as well as to the Executive and Council. Designs financial system reports to serve as analytical tools for financial analysis. This division is responsible for the development and maintenance of budget, CIP, annexation analysis, cost of compensation analysis, and financial system tools which provide accurate and timely information to all levels of county government and to the public. The division also maintains multi-year financial models to highlight and analyze effects of current actions and events.

Risk Management - Uses industry standards to manage the county's risks. Programs managed include loss control, workers compensation, safety, property claims and property/liability insurance. These programs protect county resources against losses which could significantly affect personnel, property, the budget, or the ability of the county to fulfill its responsibilities.

Employee Benefits Fund - provides financial support and analysis to Snohomish County's Employee Benefits program, as well as the management of employee benefit contracts, associated payments to vendors, and tracking and collection of benefits premiums for county employees, outside district subscribers, COBRA participants, and retirees.

Purchasing Services - Manages the County established purchasing process that includes procurement, competitive solicitation, contracting and other related services for all County departments.

Public Records Services - provides overall coordination of public records requests for the County and payment of large public records violation claims and settlements.

48

Department: Finance


Financial Consultant: Mock/Woodard/S. de Salome

12


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

32.250 4.000General Fund 36.25032.25012.450 0.000Snohomish County Insurance 12.45012.450

3.300 0.000Employee Benefit 3.3003.30048.000 4.000Finance 52.00048.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$3,856,736 $3,048,826 ($807,910) (20.9%)Beginning Fund Balance $0$2,482,970 $2,127,429 ($355,541) (14.3%)Charges For Services $1,864,419

$77,805,331 $81,054,596 $3,249,265 4.2%Miscellaneous Revenues $78,579,539$250,000 $250,000 $0 .0%Other Gains $28,459

$84,395,037 $86,480,851 $2,085,814 2.5%Finance $80,472,417


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$4,432,518 $4,574,640 $142,122 3.2%Salaries and Wages $4,266,669$1,959,431 $1,942,058 ($17,373) (.9%)Personnel Benefits $1,816,609

$61,550 $63,056 $1,506 2.4%Supplies $73,003$77,187,358 $78,940,711 $1,753,353 2.3%Services $61,911,112

$0 $0 $0 .0%Capital Outlays $2,000$1,132,347 $1,189,493 $57,146 5.0%Interfund Payments For Service $1,109,114

$84,773,204 $86,709,958 $1,936,754 2.3%Finance $69,178,507


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$4,517,983General Fund $4,964,787 $201,088 4.2%$4,763,699$14,493,515Snohomish County Insurance $20,483,512 $3,024,984 17.3%$17,458,528$50,167,009Employee Benefit $61,261,659 ($1,289,318) (2.1%)$62,550,977$69,178,507Finance $86,709,958 $1,936,754 2.3%$84,773,204

49

Department: Human Resources

Dept. Director: Rhea Reynolds


13


Mission Statement:Human Resources aims to achieve the mission and vision of Snohomish County by attracting, developing and retaining peak performing employees. We accomplish our mission by working as a business partner with management and employees of Snohomish County toward resolving issues, assisting management in designing work structures, complying with varying state, federal and local laws, recruiting new employees, and recommending employee training, benefit and reward systems.

Outcomes Generated:Human Resources provides and administers a professional system of human resources management for County employees through the development, communication and reasoned application of policies, rules and procedures and by selection and implementation of programs which improve the effectiveness and efficiency of the County's human resources.

The department's functional areas include: Employment Services, Training, Classification, Pay Administration, Employee Wellness, Employee benefits, Employee relations, Labor negotiations, Records and Information, and Staff support to human resources boards.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

18.500 3.400General Fund 21.90019.7500.500 0.000Snohomish County Insurance 0.5000.5003.000 1.100Employee Benefit 4.1002.7502.000 0.500Training & Development 2.5002.000

24.000 5.000Human Resources 29.00025.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$49,172 $151,496 $102,324 208.1%Beginning Fund Balance $0$500,957 $516,704 $15,747 3.1%Charges For Services $511,452

$150 $150 $0 .0%Miscellaneous Revenues $231$550,279 $668,350 $118,071 21.5%Human Resources $511,683


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual



$23,181 $23,181 $0 .0%Supplies $6,627$240,740 $356,706 $115,966 48.2%Services $229,104$378,852 $412,574 $33,722 8.9%Interfund Payments For Service $348,751

$3,506,694 $4,214,033 $707,339 20.2%Human Resources $2,845,964

50

Department: Human Resources

Dept. Director: Rhea Reynolds


13



Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$2,299,531General Fund $2,953,293 $369,480 14.3%$2,583,813$47,499Snohomish County Insurance $69,033 $2,891 4.4%$66,142

$238,040Employee Benefit $609,417 $216,897 55.3%$392,520$260,894Training & Development $582,290 $118,071 25.4%$464,219

$2,845,964Human Resources $4,214,033 $707,339 20.2%$3,506,694

51

Department: Information Technology

Dept. Director: Viggo Forde

Financial Consultant: Stephen de Salome

14


Mission Statement:The Department of Information Technology delivers quality business services that empower and support our customers in the accomplishment of their missions.

Outcomes Generated:The Department of Information Technology (IT) represents a comprehensive set of programs that provide county departments and agencies with information technology and related central services. IT will deliver 7 distinct services that are categorized into the following groups: Customer and Workstations Services, Enterprise Technology, Geographic Information Systems (GIS), Enterprise Application Services, Application Support Services, Investment Alignment Services, and Mandated Services. Each of these services are aligned to mature the County’s information and technology capabilities. Additionally, they support improvement and investment in technology which enables departments and agencies to purchase services from IT based on very clear quality and value definitions while retaining control of tactical decisions to support their operations, and improve visibility and decision-making related to total cost of operations (TCO). Investment Alignment Services is comprised of IT Project Managers and IT Business Analysts/Relationship Managers that listen, ask purposeful questions, document needs and requirements, work on IT project executables and engage in the actual business problems. This service can reduce implementation costs by ensuring the solution fully meets your requirements before it is sourced, designed and developed.

Organiza onal programs delivering these services include three (3) divisions: Applica ons Division Administrative Services Division, and Systems Division. The divisions are structured into sections. APPLICATIONS DIVISION

Application Support Services: provides application administration, support, upgrade and replacement management for department/agency level (differential) applications. Department/agency applications are typically function-specific systems supporting unique operations, requiring regular upgrades to maintain and support operational changes/improvements, and replaced on a 3-7 year lifecycle. The value and flexibility of this service is provided by giving the customer a choice on how they want their product and process supported for development and/or improvement on an annual basis (bronze, silver or gold support).

Enterprise Application Services: includes the acquisition, implementation, and support of Enterprise Applications that benefit all county departments and agencies. While these applications may have limited users, Enterprise Applications are operated for the financial viability and/or operational benefit of the entire organization (HR, Financial, Reporting, Property Based System, Training, are all examples) rather than applications limited to individual departments, agencies or offices. They typically support operational functions that are common to enterprises similar to the County, and have a 10-20 year lifecycle.

Geographical Information Services (GIS): allows users to view, manipulate, interpret and visualize

52




14


data, increasing operational efficiency and improving decision making. This service is designed to support the county GIS community through the development, design and support of innovative GIS technology solutions that enables County departments to excel in their work and the provision of vital programs and services to residents throughout Snohomish County.

ADMINISTRATIVE SERVICES DIVISION

Mandated Services provides a range of 7 areas of expertise that are essential to county departments, agencies and offices. This service provides the services that would be considered non-technical in nature or administrative functions of Information Technology.

a) Records Management Records Center provides records inventory control, retrieval, delivery and destruction. The staff also provides records management guidance and training to county records coordinators. The team maintains inventory of records to efficiently locate records and monitors retention dates to notify customers when records are ready for destruction. Over 30,000 boxes are in inventory in the records center.

b) Prin ng and Mail Services provides quality prin ng, mail distribu on and outgoing mailing. This service team typically exceeds the three day published turnaround time for print jobs by completing them within one day. Over 1300 print jobs and over 500k pieces of mail are processed annually

c) Imaging and Document Control processes paper records into high quality searchable electronic documents. This team provides daily processing which includes document preparation, scanning, quality control and image enhancement. In 2017 over 4 million pages were scanned by our team.

d) IT Asset Management Management ensures the county IT assets are properly documented and to optimize software utilization and maintain software license compliance.

e) Contract and Vendor Management provide beneficial relationships with county vendors. The process to competitively acquire an IT product requires a great deal of time and industry IT expertise to draft and process competitive requirements which is often the first step towards the acquisition of a product. Contract negotiation and management helps to ensure the county is protected from liability, receives good value for the products we purchase and develops a positive and professional relationship with our vendors to receive great service and support.

f) IT Finance and Budget handles a wide range of support including budget development, rate development, accounts payable, accounts receivable and payroll for IT. This team manages the day to day accounting functions and provides IT with the ability to forecast and report on current and future expenses and budget projections. The staff closely monitors vendor payments to ensure invoices reflect the correct fees and are paid on time. g) Technology Planning, Reporting and Governance provides countywide strategic planning, budget development, IT project investment oversight in an effort to handle emerging and immediate needs for our customers.

53




14


SYSTEMS DIVISION The Enterprise Technology Services team provisions, maintains, secures and supports the countywide enterprise technology infrastructure. This serves as the foundation for delivery of business systems and IT-enabled processes. The team proactively monitors and controls county systems to maximize stability and optimize performance and administer a comprehensive cybersecurity program focused on managing risk and securing county information assets. The goal of this service is to deliver a reliable and secure technology infrastructure aligned to business needs in a cost-effective manner.

Customer and Workstation Services team provides full lifecycle management of county workstations including deployment, support and the scheduled refresh of workstations through the Technology Replacement Program (TRP). We empower County staff by providing standardized, integrated software tools that enable productivity, foster collaboration and provide a secure computing environment on workstations and mobile devices. The service goal includes Provide standardized, secure workplace technology that meets the expectations of end users and a customer-focused Service Desk that serves as a single point of contact for all county technology needs.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

89.000 0.000Information Services 89.00090.00089.000 0.000Information Technology 89.00090.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$701,266 ($2,293,854) ($2,995,120) (427.1%)Beginning Fund Balance $0$450,000 $690,770 $240,770 53.5%Taxes $350,000

$1,084,324 $1,222,998 $138,674 12.8%Charges For Services $1,162,271$21,508,066 $17,973,589 ($3,534,477) (16.4%)Miscellaneous Revenues $20,895,079

$0 $769,698 $769,698 100.0%Other Financing Sources $0$0 $4,407,334 $4,407,334 100.0%Proceeds From Long Term Debt $0$0 $0 $0 .0%Disposition Of Fixed Assets ($8,382)

$1,673,813 $2,929,014 $1,255,201 75.0%Operating Transfers In $1,942,511$25,417,469 $25,699,549 $282,080 1.1%Information Technology $24,341,479


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,673,813 $2,063,865 $390,052 23.3%FundBal,Nonexp,TransOut $1,942,511$8,166,128 $8,758,488 $592,360 7.3%Salaries and Wages $7,691,509$3,287,758 $3,331,767 $44,009 1.3%Personnel Benefits $3,221,837$1,057,583 $9,630,902 $8,573,319 810.7%Supplies $2,249,129$7,611,723 $9,203,912 $1,592,189 20.9%Services $6,126,446$1,628,813 ($9,279,699) ($10,908,512) (669.7%)Capital Outlays $224,284

54




14



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$0 ($45,657) ($45,657) #Div/0!Debt Service Costs $0$1,991,651 $2,035,971 $44,320 2.2%Interfund Payments For Service $2,029,855

$25,417,469 $25,699,549 $282,080 1.1%Information Technology $23,485,571


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$1,691,680Data Processing Capital $513,440 ($1,450,373) (73.9%)$1,963,813$21,793,891Information Services $25,186,109 $1,732,453 7.4%$23,453,656$23,485,571Information Technology $25,699,549 $282,080 1.1%$25,417,469

55

Department: Nondepartmental


Financial Consultant: Debbi Mock/Brian Haseleu

16


Mission Statement:The Nondepartmental Program exists to account for expenditures which serve multiple departments.

Departments and activities include; Health District, Real Estate Excise Tax (REET), Law Library, E-911, Pending Grants, etc…

Outcomes Generated:The Nondepartmental budgets provides for performance of work or expenditure of funds that cross departmental programs. For example, payment of general items which benefit the county as a whole and do not fit directly within a service program of any specific department or organization are budgeted within the Nondepartmental organization. Most organizations within the interdepartmental agency are administered on behalf of the County Executive by the Department of Finance.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

1.500 0.000General Fund 1.5001.5002.000 -2.000Special Revenue 0.0001.0003.000 0.000Training & Development 3.0003.0006.500 -2.000Nondepartmental 4.5005.500


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$23,950,926 $26,564,895 $2,613,969 10.9%Beginning Fund Balance $0$198,526,658 $228,802,640 $30,275,982 15.3%Taxes $205,041,060

$3,650,000 $3,723,870 $73,870 2.0%Licenses And Permits $3,547,510$14,687,058 $15,354,558 $667,500 4.5%Intergovernmental Revenue $14,834,007

$7,909,314 $8,290,709 $381,395 4.8%Charges For Services $9,612,808$2,505,000 $3,256,000 $751,000 30.0%Miscellaneous Revenues $631,505

$220,000 $125,000 ($95,000) (43.2%)Interest and Other Earnings $176,740$215,000 $2,940,000 $2,725,000 1267.4%Operating Transfers In $2,121,118

$251,663,956 $289,057,672 $37,393,716 14.9%Nondepartmental $235,964,748


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$28,426,744 $36,615,245 $8,188,501 28.8%FundBal,Nonexp,TransOut $24,881,286$1,995,451 $8,819,141 $6,823,690 342.0%Salaries and Wages $1,055,725

$503,918 $829,696 $325,778 64.6%Personnel Benefits $465,462$213,285 $193,785 ($19,500) (9.1%)Supplies $69,811

$33,119,388 $77,559,907 $44,440,519 134.2%Services $28,213,678$2,226,618 $2,258,618 $32,000 1.4%Intergovtl Svcs & Pmts $2,351,618

$91,500 $0 ($91,500) (100.0%)Capital Outlays $127,933$25,000 $45,000 $20,000 80.0%Debt Service Costs $52,238

$1,467,312 $179,491 ($1,287,821) (87.8%)Interfund Payments For Service $155,063

56

Department: Nondepartmental


Financial Consultant: Debbi Mock/Brian Haseleu

16



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$68,069,216 $126,500,883 $58,431,667 85.8%Nondepartmental $57,372,814


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$9,151,639General Fund $23,092,921 $5,635,496 32.3%$17,457,425$372,857Special Revenue $3,225,050 ($703,034) (17.9%)$3,928,084$262,993Grant Control $41,625,868 $39,577,464 1932.1%$2,048,404

$26,039,666Emerg CommunicaSys & Facil $27,815,807 $3,864,253 16.1%$23,951,554$20,633,681Real Estate Excise Tax Fund $30,047,965 $10,262,838 51.9%$19,785,127

$380,000Capital Projects Fund $0 ($240,000) (100.0%)$240,000$531,978Training & Development $693,272 $34,650 5.3%$658,622

$57,372,814Nondepartmental $126,500,883 $58,431,667 85.8%$68,069,216

57

Department: Debt Service



17


Mission Statement:The Debt Service Program exists to account for the repayment of general obligation long-term debt.

Outcomes Generated:The Debt Service Program is a grouping of various Road Improvement Districts (RID) long term debt funds, and the Limited Tax Debt Service Fund.


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$137,485 $0 ($137,485) (100.0%)Beginning Fund Balance $0$0 $0 $0 .0%Taxes $15

$139,860 $145,717 $5,857 4.2%Intergovernmental Revenue $247,570$3,885,894 $2,531,355 ($1,354,539) (34.9%)Miscellaneous Revenues $3,174,741

$0 $0 $0 .0%Other Financing Sources $82,278,788$22,862,123 $24,561,785 $1,699,662 7.4%Operating Transfers In $24,937,614$27,025,362 $27,238,857 $213,495 .8%Debt Service $110,638,728


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$14,847,954 $15,527,880 $679,926 4.6%Debt Service: Principal $96,408,727$12,177,408 $11,710,977 ($466,431) (3.8%)Debt Service Costs $14,310,748$27,025,362 $27,238,857 $213,495 .8%Debt Service $110,719,475


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$110,719,475Limited Tax Debt Service $27,238,857 $213,495 .8%$27,025,362$110,719,475Debt Service $27,238,857 $213,495 .8%$27,025,362

58

Department: Facilities Management

Dept. Director: JaNae Nelson


18


Mission Statement:The primary mission of Facilities Management is to maintain, develop, acquire, and manage County facilities, assets and properties. Our diverse team of professionals provides accessible, efficient, safe and secure county facilities and properties. Through strategic planning and performance, Facilities Management works in a cooperative effort to enable our clients to provide effective services in which we take pride.

Outcomes Generated:The Department of Facilities Management provides various internal services that support the operations of other County departments, and other support services for County citizens.

These services are as follows:

Facilities Maintenance - provides maintenance, repair and contract janitorial services, building access and utilities management, capital project planning and construction administrative services for departments and agencies in various County administrative facilities and grounds, including the Denney Juvenile Justice Center (DJJC) and Courts, the Medical Examiner's Facility, Records Management Facility, Public Works Facilities and the Department of Corrections detention facilities.

Property Management - provides administrative oversight and services related to County owned and leased real property, County- owned personal property including preparation of the annual inventory report, sale of County surplus properties (including tax title properties), lease and license contract negotiations, conference rooms/campus facilities use coordination and vending services management.

Parking Operations - manages the County garage and surface parking lot that provides parking for the public (including event parking for Comcast Arena), employees and jurors.

Office Planning and Move Management - provides services to County departments in reconfiguring their space needs for maximum operational efficiency.

Project Management - manages various capital and major repair projects relating to County facilities.

Employee Commuter Trip Reduction Program - provides administrative support in the registration and subsidy processing of County employees participating in the Employee Commuter Trip Reduction Program.

Fleet Management - replacement and repair of County owned vehicles and equipment..

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

6.900 -6.900Grant Control 0.0007.0001.000 -1.000Capital Projects Fund 0.0001.0000.000 1.000Facility Construction 1.0000.000

59

Department: Facilities Management

Dept. Director: JaNae Nelson


18


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

50.000 0.000Equipment Rental & Revolving 50.00050.00044.900 -0.900Facility Services Fund 44.00045.000

102.800 -7.800Facilities Management 95.000103.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,350,662 $248,257 ($2,102,405) (89.4%)Beginning Fund Balance $0$2,138,164 $0 ($2,138,164) (100.0%)Intergovernmental Revenue $9,105,256

$42,978,850 $44,875,067 $1,896,217 4.4%Charges For Services $41,916,967$1,641,299 $1,905,691 $264,392 16.1%Miscellaneous Revenues $4,281,255

$30,000 $30,000 $0 .0%Other Gains $1,083,450$600,000 $600,000 $0 .0%Disposition Of Fixed Assets ($620,987)

$0 $0 $0 .0%Operating Transfers In $1,029,925$49,738,975 $47,659,015 ($2,079,960) (4.2%)Facilities Management $56,795,866


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,388,499 $1,285,461 ($103,038) (7.4%)FundBal,Nonexp,TransOut $6,433,427$8,233,243 $8,056,716 ($176,527) (2.1%)Salaries and Wages $7,514,014$3,738,927 $3,423,823 ($315,104) (8.4%)Personnel Benefits $3,606,400$8,874,193 $8,764,638 ($109,555) (1.2%)Supplies $7,347,523$8,541,520 $6,840,487 ($1,701,033) (19.9%)Services $10,549,403

$199 $199 $0 .0%Intergovtl Svcs & Pmts $706$9,387,507 $9,562,520 $175,013 1.9%Capital Outlays $31,776,474

$325,931 $342,258 $16,327 5.0%Debt Service: Principal $310,233$106,662 $90,366 ($16,296) (15.3%)Debt Service Costs $730,218

$9,142,294 $9,292,547 $150,253 1.6%Interfund Payments For Service $7,992,215$49,738,975 $47,659,015 ($2,079,960) (4.2%)Facilities Management $76,260,613


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$1,186,840Grant Control $0 ($2,958,000) (100.0%)$2,958,000$32,645,752Capital Projects Fund $0 $0 .0%$0

$2,726,231Facility Construction $1,870,128 $1,299,908 228.0%$570,220$70,440Facilities Improvements $189,000 $50,000 36.0%$139,000

$26,122,919Equipment Rental & Revolving $30,768,016 ($457,021) (1.5%)$31,225,037$13,508,431Facility Services Fund $14,831,871 ($14,847) (.1%)$14,846,718$76,260,613Facilities Management $47,659,015 ($2,079,960) (4.2%)$49,738,975

60

Department: Pass-Through Grants



20


Mission Statement:Not applicable - Please refer to individual department budget pages for Human Services, as appropriate

Outcomes Generated:Not applicable - Please refer to individual Pass-Through Grants program budget pages for Human Services or Public Works, as appropriate


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$500,000 $357,460 ($142,540) (28.5%)Beginning Fund Balance $0$66,210,984 $87,747,467 $21,536,483 32.5%Intergovernmental Revenue $55,805,307

$605,000 $785,000 $180,000 29.8%Charges For Services $455,742$6,154,444 $6,154,444 $0 .0%Miscellaneous Revenues $185,197

$73,470,428 $95,044,371 $21,573,943 29.4%Pass-Through Grants $56,446,246


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$0 $0 $0 .0%FundBal,Nonexp,TransOut $52,789$73,470,428 $95,044,371 $21,573,943 29.4%Services $56,393,457$73,470,428 $95,044,371 $21,573,943 29.4%Pass-Through Grants $56,446,246


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$56,446,246Human Services $95,044,371 $21,573,943 29.4%$73,470,428$56,446,246Pass-Through Grants $95,044,371 $21,573,943 29.4%$73,470,428

61

Department: Airport

Dept. Director: Arif Ghouse


21


Mission Statement:The mission of the Paine Field/Snohomish County Airport is to contribute to the economic vitality and quality of life of the region. This is accomplished by providing high quality aviation and industrial services, facilities, and interaction with customers. Customers include airfield tenants, users, neighbors and the people of Snohomish County.

Outcomes Generated:Paine Field/Snohomish County Airport is a vital commercial aviation facility and industrial park serving the Puget Sound. Classified by the FAA as a FAR Part 139 commercial service airport, Paine Field serves: 1 million passengers per year (pre-pandemic); 590 based aircraft; and about 110,000-140,000 aircraft takeoffs and landings per year. There are nearly 100 businesses on or adjacent to the airport which employ approximately 50,000 locally and 158,000 statewide (WSDOT). Boeing produces the 747, 767 and 777 aircraft at Paine Field. Airport lease revenue and fees cover operating expenses and development. The Airport Enterprise Fund is financially self-sufficient and uses no general fund tax dollars.

The airport’s capital program is budgeted at $41 million for FY2022. The capital program consists of $16.75 million in bonds; $13.2 million in FAA Grants; $1.04 million in Passenger Facility Charge (PFC) Funds; and $10 million in local Airport Enterprise Funds. The bonds issued represent $6.3 million for a potential land acquisition and $10.45 million for Reconstruction of the Inner Terminal Ramp, a PFC funded project. In addition, PFC’s will fund runway Snow Removal Equipment (SRE) at $950,000 and application costs of $88,593. All other programs such as equipment replacement and infrastructure maintenance will be funded by the Airport Enterprise Fund.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

82.000 6.500Airport Operation & Maint. 88.50079.00082.000 6.500Airport 88.50079.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$771,879 $2,915,555 $2,143,676 277.7%Beginning Fund Balance $0$8,771,731 $14,054,396 $5,282,665 60.2%Intergovernmental Revenue $2,079,848$9,839,772 $9,654,404 ($185,368) (1.9%)Charges For Services $8,656,510

$19,054,698 $21,056,613 $2,001,915 10.5%Miscellaneous Revenues $19,753,606$0 $0 $0 .0%Other Gains $1,149

$2,000,000 $1,400,000 ($600,000) (30.0%)Contributed Capital $61,632$10,500,000 $16,750,000 $6,250,000 59.5%Non-Revenues $0

$0 $0 $0 .0%Other Financing Sources $9,398,504$0 $0 $0 .0%Disposition Of Fixed Assets $54,719

$50,938,080 $65,830,968 $14,892,888 29.2%Airport $40,005,968

62

Department: Airport

Dept. Director: Arif Ghouse


21



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$8,031,054 $9,244,648 $1,213,594 15.1%Salaries and Wages $6,634,730$2,898,190 $3,165,811 $267,621 9.2%Personnel Benefits $2,477,544$1,155,000 $1,255,000 $100,000 8.7%Supplies $2,182,639$4,768,390 $5,420,321 $651,931 13.7%Services $3,865,032

$24,022,961 $36,599,830 $12,576,869 52.4%Capital Outlays $3,783,234$3,467,605 $3,850,066 $382,461 11.0%Debt Service: Principal $12,612,810$2,178,523 $2,057,651 ($120,872) (5.5%)Debt Service Costs $2,124,831$4,416,357 $4,237,641 ($178,716) (4.0%)Interfund Payments For Service $3,630,371

$50,938,080 $65,830,968 $14,892,888 29.2%Airport $37,311,191


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$1,001,485Grant Control $35,000 $0 .0%$35,000$36,309,706Airport Operation & Maint. $65,795,968 $14,892,888 29.3%$50,903,080$37,311,191Airport $65,830,968 $14,892,888 29.2%$50,938,080

63

Department: Treasurer

Dept. Director: Brian Sullivan


22


Mission Statement:The mission of the Treasurer's Office is to protect, manage and safely invest the taxpayer dollars of Snohomish County government, Special Purpose Taxing Districts and Local Improvement Districts through equitable and efficient administration of tax billing, collection and distribution.

Outcomes Generated:Tax Administration - All tasks related to billing / collection of property tax, real estate excise tax affidavit processing, special assessments and surface water fees; maintaining changes to current year tax roll, and responding to customer inquiries for information and research.

Revenue Collection - Extraordinary collection related to delinquent taxes associated with bankruptcy, foreclosure, and personal property distraint.

Cash Management - Lock box processing of tax statements and payments, centralized cash and revenue collecting for County and Special Purpose Districts; monitoring bank balances, receipts and disbursement to maximize available resources; monitoring and analyzing of bank concentration account; monitoring of all incoming and outgoing wire transfers; setting up and maintaining of all ACH payment collections; assisting with set up of all credit card acceptance programs in other County offices; coordinating and providing banking services for County and special purpose districts.

Investments - Safely maximizing returns on invested funds of the County and Special Purpose Districts while maintaining sufficient liquidity to meet current and future obligations.

Debt Management - Providing administrative support, completing records and transcripts; completing accurate cash transfers to pay all County and Special Purpose Districts' current and refunded debt issues.

Accounting/Reporting - School district warrant reconciliation, cash, debt, and investment reports, investment account information to Finance department, preparation of debt management schedule, data entry for all revenue transactions, bank account reconciliation, issuance of interest bearing warrants and/or special loan provisions, and timely revenue distributions.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

32.000 -1.000General Fund 31.00032.00032.000 -1.000Treasurer 31.00032.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$5,000 $5,000 $0 .0%Beginning Fund Balance $0$5,700,000 $5,700,000 $0 .0%Taxes $5,755,763

$50,000 $50,000 $0 .0%Intergovernmental Revenue $56,106$696,140 $651,084 ($45,056) (6.5%)Charges For Services $1,008,498

64

Department: Treasurer

Dept. Director: Brian Sullivan


22



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,305,000 $1,070,000 ($235,000) (18.0%)Miscellaneous Revenues $3,345,453$190,000 $90,000 ($100,000) (52.6%)Operating Transfers In $133,503

$7,946,140 $7,566,084 ($380,056) (4.8%)Treasurer $10,299,323


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,278,531 $2,363,361 $84,830 3.7%Salaries and Wages $1,884,101$1,003,125 $1,006,411 $3,286 .3%Personnel Benefits $847,767

$84,000 $96,000 $12,000 14.3%Supplies $78,154$509,961 $631,195 $121,234 23.8%Services $450,457$444,610 $502,718 $58,108 13.1%Interfund Payments For Service $421,986

$4,320,227 $4,599,685 $279,458 6.5%Treasurer $3,682,465


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$3,682,465General Fund $4,594,685 $279,458 6.5%$4,315,227$0Tax Refund Fund $5,000 $0 .0%$5,000

$3,682,465Treasurer $4,599,685 $279,458 6.5%$4,320,227

65

Department: District Court

Dept. Director: Kathryn Koehler


24


Mission Statement:Snohomish County District Court is dedicated to serving our citizens by ensuring equal access to justice and resolving legal matters in a fair, efficient, and timely manner. We are committed to upholding the public trust and confidence in the integrity of the judiciary and the courts. We will treat everyone who comes before the court with courtesy and consideration; and will work to promote an understanding and respect for the law.

Outcomes Generated:The District Court workload includes administration of the court, clerical services and responsibilities, and adult probation services. Workload is directly impacted by case filings which dictate the need for funding in order to process cases in a fair and timely manner. Legislation, case law, and policy changes also impact workload as they traditionally add requirements that increase the burden of case processing and management.

The District Court is responsible for the timely and efficient adjudication of criminal simple and gross misdemeanors; felony probable cause matters; expedited felony filings; petitions for protection orders; petitions for name change; civil traffic, non-traffic, and parking infractions; civil filings with a ceiling of $100,000; small claims filings with a ceiling of $5,000; and vehicle impound hearings. This equates to over 75,000 new filings per year. With the responsibility for accepting the aforementioned filings, comes the obligation of timely and efficient adjudication, customer service, record keeping, courtroom support, sentence and judgment implementation, revenue management, and legal action reporting.

Adult probation services are also administered by the District Court and is a substantial portion of the Court workload. While the primary purpose of the Probation Department is to hold defendants accountable for their court ordered conditions and provide alternatives to incarceration; Probation uses a therapeutic and holistic probation model that encompasses best practices, use of evidence-based and research-based programs, services, and cognitive behavioral trainings to more effectively monitor and assist offenders in developing skills to promote positive behavioral changes to reduce their dependence on criminal and substance abuse behaviors. Statistics have shown that probation services, such as those provided by District Court, cost approximately one-tenth of the amount of incarceration, yet prove to be as effective in reducing repeat offenses.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:


85.500 5.000District Court 90.50085.500


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$124,385 $96,730 ($27,655) (22.2%)Intergovernmental Revenue $273,046$3,130,599 $2,457,984 ($672,615) (21.5%)Charges For Services $2,393,061

66

Department: District Court

Dept. Director: Kathryn Koehler


24



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$4,777,706 $4,262,479 ($515,227) (10.8%)Fines And Forfeits $3,578,299$274,048 $235,532 ($38,516) (14.1%)Miscellaneous Revenues $273,053

$8,306,738 $7,052,725 ($1,254,013) (15.1%)District Court $6,517,459


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$6,687,374 $6,781,230 $93,856 1.4%Salaries and Wages $6,206,576$2,950,983 $2,905,141 ($45,842) (1.6%)Personnel Benefits $2,769,931

$111,236 $111,236 $0 .0%Supplies $149,769$606,090 $1,023,817 $417,727 68.9%Services $653,601

$1,770,368 $1,992,839 $222,471 12.6%Interfund Payments For Service $1,784,904$12,126,051 $12,814,263 $688,212 5.7%District Court $11,564,781


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$11,277,938General Fund $12,437,061 $662,515 5.6%$11,774,546$628Special Revenue $7,500 $0 .0%$7,500

$286,215Human Services $369,702 $25,697 7.5%$344,005$11,564,781District Court $12,814,263 $688,212 5.7%$12,126,051

67

Department: Sheriff

Dept. Director: Adam Fortney


30


Mission Statement:The Mission of the Snohomish County Sheriff’s Office is to provide safe communities through

dedicated and professional services. It is our promise that Snohomish County will have a Sheriff's Office that is community-minded, progressive and professional. The Snohomish County Sheriff’s Office is comprised of people who share a common belief and goal

to provide the most progressive and professional services possible to the public. To achieve this, we must accept and adhere to basic values. These values are a vital part of the Sheriff’s Office and give us the spirit and direc on to achieve our goals:

INTEGRITY We adopt an uncompromising approach to the highest ethical standards, being honest, truthful, and worthy of trust. DIGNITY We believe in the importance of trea ng others with respect and in conduc ng ourselves in a manner which inspires respect. COMMITMENT We are dedicated to the Office’s Mission, to the development and support of employees and to the highest standards of professional conduct. PRIDE As members of this Office we are honored to serve and protect our community.

Outcomes Generated:Our proposed budget funds the service delivery level that has been provided to county citizens based on restoration of frozen vacancies and maintaining funding for current positions. Our outcomes are based on the expected safety and security needs of the citizens of the county and the ability of our personnel to provide the required and expected services needed from law enforcement: Invest in professional training and development for our personnel through: - Enhanced prac cal skills training to help reduce employee injury and county liability - Formulate plan for accredita on renewal and create framework for future accredita on

regenera on - Initiate state required I-940 training in relation to our budget appropriation - Policy and procedures development through crea on of a posi on dedicated to con nued policy development based on industry standards and best practices Provide opportunity for community input and engagement through: - Increased communica on through social media pla orms - Crea on of SCSO Community Advisory Board for input on development of community engagement strategy - Con nued focus on delivery of professional service within provided resources

68

Department: Sheriff



30


- Crea on of Implicit Bias Educa on Team (IBET) for recogni on and training on racial inequi es or biases/divides within the workforce Implement efficiency measures through technology and innova on: - Ini ate NIBRS complaint use of force repor ng and personnel complaint tracking system - Con nued development of advanced technology to make current office opera ons more efficient

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

317.250 11.500General Fund 328.750318.7502.000 0.000Special Revenue 2.0002.0000.000 0.000Human Services 0.0000.5006.750 -1.000Grant Control 5.7506.750

65.750 -1.000Sheriff Contract Services 64.75065.75011.000 1.000Security Services Fund 12.00011.000

402.750 10.500Sheriff 413.250404.750


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$395,077 $408,802 $13,725 3.5%Beginning Fund Balance $0$636,750 $1,202,750 $566,000 88.9%Taxes $1,249,636$200,000 $200,000 $0 .0%Licenses And Permits $284,522

$5,237,608 $5,234,492 ($3,116) (.1%)Intergovernmental Revenue $4,049,340$14,947,849 $15,345,362 $397,513 2.7%Charges For Services $13,818,245

$118,500 $118,500 $0 .0%Fines And Forfeits $66,780$899,000 $887,000 ($12,000) (1.3%)Miscellaneous Revenues $877,028

$6,105,875 $5,733,354 ($372,521) (6.1%)Operating Transfers In $5,755,312$0 $0 $0 .0%Insurance Recoveries $1,096

$28,540,659 $29,130,260 $589,601 2.1%Sheriff $26,101,959


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,161,601 $1,603,457 $441,856 38.0%FundBal,Nonexp,TransOut $1,382,257$38,961,870 $39,335,425 $373,555 1.0%Salaries and Wages $38,600,251$13,804,854 $14,187,602 $382,748 2.8%Personnel Benefits $14,057,120

$1,348,934 $1,527,772 $178,838 13.3%Supplies $980,685$3,669,123 $4,845,689 $1,176,566 32.1%Services $3,911,361

$192,000 $298,596 $106,596 55.5%Capital Outlays $177,178$13,792,813 $14,747,189 $954,376 6.9%Interfund Payments For Service $14,757,661$72,931,195 $76,545,730 $3,614,535 5.0%Sheriff $73,866,513


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


69

Department: Sheriff



30



Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$50,384,481General Fund $57,318,611 $3,521,078 6.5%$53,797,533$148,850Special Revenue $224,052 ($173,463) (43.6%)$397,515$111,468Human Services $34,600 ($4,697) (12.0%)$39,297

$8,362,024Grant Control $2,850,495 ($175,572) (5.8%)$3,026,067$0Sheriff-Search & Resc Helicopt $60,000 $0 .0%$60,000

$580,736Sheriff Drug Buy Fund $885,000 $10,000 1.1%$875,000$11,723,703Sheriff Contract Services $12,552,595 $396,532 3.3%$12,156,063

$34,941Boating Safety $144,214 $12,214 9.3%$132,000$2,520,310Security Services Fund $2,476,163 $28,443 1.2%$2,447,720

$73,866,513Sheriff $76,545,730 $3,614,535 5.0%$72,931,195

70

Department: Prosecuting Attorney

Dept. Director: Adam Cornell


31


Mission Statement:It is the mission of the Snohomish County Prosecutor's Office to fulfill its legal and constitutional obligations to the citizens of the County and State; to vigorously, fairly, and efficiently prosecute those who commit crimes in Snohomish County; to represent the County in civil litigation; to provide high quality professional advice and service to Snohomish County and State of Washington governments; and to be knowledgeable advocates for improvements in the justice system.

Outcomes Generated:The Prosecuting Attorney's Office outcomes are generated in three primary program areas:

Criminal - The Criminal Division is responsible for prosecuting all adult felony cases and juvenile criminal cases occurring within Snohomish County, and all adult misdemeanor and gross misdemeanor cases referred by the County Sheriff, the State Patrol, all state agencies, and some cities that have contracted with the county for misdemeanor prosecution services. The Criminal Division participates in Drug Court for adults as well as juveniles, and has two deputy prosecutors assigned to the Snohomish Regional Drug and Gang Task Force. The Criminal Division provides advocacy services for crime victims. Also, the Criminal Division maintains a Therapeutic Alternatives to Prosecution ("TAP") program which holds qualified and eligible first-time offenders accountable for their offenses while avoiding the costs of case filing, court, and incarceration.

Civil - The Civil Division acts as the in-house legal counsel for Snohomish County. The Civil Division represents the County and its employees, as appropriate, in civil litigation in Federal and State courts, arbitrations, mediations, administrative hearings, and appeals. The Civil Division also provides its County clients with a broad range of other legal services, including informal and formal advice, risk management advice, and preparation and review of a broad variety of legal instruments. The Civil Division also represents the mental health division of Human Services in involuntary commitment proceedings.

Family Support - The Family Support Division litigates issues regarding child support in cases referred by the State Department of Social and Health Services, Division of Child Support and defends D.C.S. in actions brought against them. Family Support program expenditures are reimbursed by a combination of state and federal pass-through funds.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

120.000 12.000General Fund 132.000123.5008.500 1.000Crime Victims / Witness 9.5005.0009.000 -2.000Human Services 7.0009.000

36.000 0.000Grant Control 36.00037.00018.000 0.000Snohomish County Insurance 18.00018.000

191.500 11.000Prosecuting Attorney 202.500192.500

71

Department: Prosecuting Attorney

Dept. Director: Adam Cornell


31



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$264,096 $229,073 ($35,023) (13.3%)Beginning Fund Balance $0$5,346,710 $7,875,008 $2,528,298 47.3%Intergovernmental Revenue $4,805,267

$648,435 $725,435 $77,000 11.9%Charges For Services $733,623$202,261 $173,101 ($29,160) (14.4%)Miscellaneous Revenues $207,033$504,917 $573,638 $68,721 13.6%Operating Transfers In $479,163

$6,966,419 $9,576,255 $2,609,836 37.5%Prosecuting Attorney $6,225,086


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$301,807 $370,528 $68,721 22.8%FundBal,Nonexp,TransOut $276,053$17,382,021 $18,063,976 $681,955 3.9%Salaries and Wages $16,027,421

$6,947,103 $6,979,705 $32,602 .5%Personnel Benefits $6,737,360$264,750 $266,750 $2,000 .8%Supplies $147,119

$1,175,484 $4,129,450 $2,953,966 251.3%Services $770,761$2,932,960 $3,429,962 $497,002 16.9%Interfund Payments For Service $2,750,544

$29,004,125 $33,240,371 $4,236,246 14.6%Prosecuting Attorney $26,709,258


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$17,019,311General Fund $19,321,323 $1,642,871 9.3%$17,678,452$506,963Crime Victims / Witness $930,638 $42,673 4.8%$887,965

$1,372,175Human Services $1,384,534 ($138,934) (9.1%)$1,523,468$4,785,275Grant Control $8,086,862 $2,564,519 46.4%$5,522,343

$0Antiprofiteering Revolving $79,245 $0 .0%$79,245$3,025,534Snohomish County Insurance $3,437,769 $125,117 3.8%$3,312,652

$26,709,258Prosecuting Attorney $33,240,371 $4,236,246 14.6%$29,004,125

72

Department: Office of Public Defense

Dept. Director: Jason Schwarz


32


Mission Statement:It is the mission of the Office of Public Defense to provide indigent defense services in a manner that complies with constitutional and statutory requirements and is cost effective. These services include indigency screening to determine eligibility for services, assignment of counsel, pre-trial assessments, management and compliance review of indigent defense contracts, and management of expert and investigation costs and fees mandated for indigent defense.

Outcomes Generated:The office shall be responsible for administration of an assigned counsel program to provide indigent defense services in those criminal and civil cases in which loss of liberty is a potential outcome. This includes the management of attorney contracts for indigent defense services, as well as the mandated costs associated with experts and investigators for indigent defense. The office shall also be responsible for administration of a system for providing the court with information pertaining to the setting of bail and release of offenders pending trial.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

8.000 0.000General Fund 8.0009.0008.000 0.000Office of Public Defense 8.0009.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$456,401 $443,209 ($13,192) (2.9%)Intergovernmental Revenue $501,578$221,000 $201,000 ($20,000) (9.0%)Charges For Services $201,627

$52,039 $52,039 $0 .0%Fines And Forfeits $9,670($5) ($5) $0 .0%Miscellaneous Revenues $257

$72,604 $72,604 $0 .0%Operating Transfers In $72,604$802,039 $768,847 ($33,192) (4.1%)Office of Public Defense $785,736


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$660,715 $672,382 $11,667 1.8%Salaries and Wages $631,286$284,012 $278,505 ($5,507) (1.9%)Personnel Benefits $281,242

$11,500 $11,500 $0 .0%Supplies $6,210$13,380,278 $15,361,947 $1,981,669 14.8%Services $12,910,672

$157,513 $163,940 $6,427 4.1%Interfund Payments For Service $157,529$14,494,018 $16,488,274 $1,994,256 13.8%Office of Public Defense $13,986,939


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$12,502,874General Fund $14,159,625 $1,613,949 12.9%$12,545,676$1,484,065Human Services $2,328,649 $380,307 19.5%$1,948,342

73

Department: Office of Public Defense

Dept. Director: Jason Schwarz


32



Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$13,986,939Office of Public Defense $16,488,274 $1,994,256 13.8%$14,494,018

74

Department: Medical Examiner

Dept. Director: Dr. John Lacy

Financial Consultant: Cynthia Scheil

33


Mission Statement:The mission of the Medical Examiner's Office is to provide the citizens of Snohomish County a modern medicolegal death investigation system and to assure that their interests and those of the deceased and their loved ones are safeguarded during their time of personal loss.

Outcomes Generated:The Medical Examiner's Office provides the citizens of Snohomish County with quality, timely, and independent medicolegal investigations to determine cause and manner of death of deceased persons who come under its jurisdiction so that: 1. The innocent are exonerated. 2. Homicide is recognized. 3. Critical medical evidence is documented for criminal and civil legal proceedings. 4. Unrecognized hazards to public health and safety will be revealed. 5. Industrial hazards will be exposed.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:


17.500 2.000Medical Examiner 19.50017.500


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$283,104 $342,401 $59,297 20.9%Intergovernmental Revenue $252,882$8,000 $8,000 $0 .0%Miscellaneous Revenues $3,130

$291,104 $350,401 $59,297 20.4%Medical Examiner $256,012


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual



$60,148 $70,148 $10,000 16.6%Supplies $64,299$221,149 $300,054 $78,905 35.7%Services $209,751

$13,810 $13,810 $0 .0%Capital Outlays $20,791$585,065 $655,264 $70,199 12.0%Interfund Payments For Service $633,119

$3,571,830 $3,895,733 $323,903 9.1%Medical Examiner $3,408,818


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$3,208,155General Fund $3,576,032 $265,846 8.0%$3,310,186$200,663Human Services $319,701 $58,057 22.2%$261,644

$3,408,818Medical Examiner $3,895,733 $323,903 9.1%$3,571,830

75

Department: Superior Court

Dept. Director: Andrew Somers


36


Mission Statement:The mission of the Snohomish County Superior Court is to actively manage the business of the court so as to provide for fair, prompt, and efficient resolution of disputes; by assuring due process and individual justice in each case; and maintaining the independence and parity as an equal branch of government. Snohomish County Superior Court serves the public by adjudicating criminal and civil cases while also providing mandated services which enable citizen’s ready access to justice. The Juvenile Court works with community youth who are involved with the criminal justice system, civil action and dependency cases. Through many avenues the staff provides a wide range of evidence based programs and accountability for the youth in the juvenile justice system.

Outcomes Generated:The following factors have a direct impact on Superior Court’s workload. Case filings are the primary catalysts which dictate the need for county general fund in order to process cases in a fair and timely manner. Growth in general, and specifically population growth, density, commerce, criminal arrests and referrals, legislation, state and local agency policies, and other social and economic factors impacts case filings. In Juvenile Court, major factors in determining workload and budget impacts include level of state funding, the average daily population in Detention, gender, number and classification of detention bookings, number of offender referrals and the number of cases filed.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:


16.195 -0.295Grant Control 15.90018.195172.500 5.000Superior Court 177.500186.500


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$128,000 $50,000 ($78,000) (60.9%)Beginning Fund Balance $0$3,154,354 $3,840,026 $685,672 21.7%Intergovernmental Revenue $3,030,657

$365,050 $378,650 $13,600 3.7%Charges For Services $266,054$1,700 $700 ($1,000) (58.8%)Fines And Forfeits $344

$27,000 $12,500 ($14,500) (53.7%)Miscellaneous Revenues $16,602$70,965 $97,409 $26,444 37.3%Operating Transfers In $70,374

$3,747,069 $4,379,285 $632,216 16.9%Superior Court $3,384,031


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$70,965 $97,409 $26,444 37.3%FundBal,Nonexp,TransOut $70,374$13,947,300 $14,145,992 $198,692 1.4%Salaries and Wages $13,365,671

$5,708,987 $5,700,518 ($8,469) (.1%)Personnel Benefits $5,603,815$363,735 $364,707 $972 .3%Supplies $650,139

76

Department: Superior Court

Dept. Director: Andrew Somers


36



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,715,440 $3,897,263 $1,181,823 43.5%Services $1,735,053$0 $0 $0 .0%Capital Outlays $180,922

$4,712,818 $5,410,554 $697,736 14.8%Interfund Payments For Service $4,797,749$27,519,245 $29,616,443 $2,097,198 7.6%Superior Court $26,403,723


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$21,747,361General Fund $24,088,406 $2,056,863 9.3%$22,031,543$48,125Special Revenue $170,560 $43,560 34.3%$127,000

$2,425,178Human Services $2,817,007 $111,099 4.1%$2,705,908$2,183,059Grant Control $2,540,470 ($114,324) (4.3%)$2,654,794

$26,403,723Superior Court $29,616,443 $2,097,198 7.6%$27,519,245

77

Department: Clerk

Dept. Director: Heidi Percy


37


Mission Statement:The mission of the County Clerk is to maintain the Superior Court record and provide excellent service to citizens and the court by ensuring:

1. The integrity of and access to the Superior Court record;2. Accountability of court funds; and3. Prudent stewardship of public resources entrusted to us.

Outcomes Generated:COVID-19 Impacts As we have all witnessed first-hand during the COVID-19 pandemic (COVID-19), business processes and practices can be disrupted without warning requiring an immediate response to ensure limited to no lapses in services to Clerk’s customers and Superior Court operations. As a result of the courts and Clerk’s Office remaining open throughout the pandemic, almost every process and function in the Clerk’s Office was challenged and modified to meet the new demands. Consequently, the work metrics and priority packages included in this budget reflect the shift in service delivery and may differ greatly when compared to past years.

The core outcomes generated by the Clerk include maintaining Superior Court case records in perpetuity and providing court record information that is secure, accurate, timely, and accessible. The below 2019 year end statistics identify the volume of filings, funds, trials and hearings for which the Clerk is responsible. 78 (74.4 FTEs) - Staff providing services25,060 - New Case Filings591,843 - Superior Court documents processed $64 million - Court Fees and Funds Receipted$1.1 million - Restitution Receipted797 - Trials Clerked72,721 - Hearings Clerked28,972 - Exhibits Processed5,811- Ex Parte Requests Processed, generating $171,000 in revenue36,000 - Customers assisted telephonically57,657 - Jurors Summoned32,000 - Jurors assisted telephonically

Court FundsThe Clerk is the financial officer for Superior Court. This mandated duty includes collecting, managing, and disbursing fees, fines, restitution, and trust funds. Annually, the Clerk accounts for and administers more than $31 million including more than $24 million in court registry funds.

Court Records and Access to JusticeAs "keeper of the court record", the Clerk’s statutory responsibilities include accepting and processing

78

Department: Clerk



37


all Superior Court new case filings and subsequent pleadings filed both in electronic and paper form. These filings include more than 25,000 new cases filed annually and over 500,000 court documents filed and processed annually which requires accurate and timely entry of information into the State’s case and document management system (Odyssey). Program 233 (Case Management) narrative provides detailed information regarding these mandated duties.

Customer ServicesThe Clerk is statutorily required to ensure court records and exhibits are available for court hearings and appeals as well as available to the public. Staff assists agencies and citizens of Snohomish County in performing records research. This encompasses in-person services, telephone contacts, fax filings and electronic requests for information and services; additional mandated services include issuing writs, subpoenas, warrants, certified copies and other duties. Program 236 (Customer Service) narrative provides detailed information regarding these mandated duties.

Further, the Clerk provides procedural assistance to self-represented litigants on family law and guardianship processes; provides instructional information/resources to those filing extreme risk protection orders and assistance to victims seeking domestic violence, harassment, stalking, sexual assault and vulnerable adult protection orders. JudgmentsThe Clerk is statutorily required to enter and keep a public record of all judgments. Judgments are the formal statement of the court’s final determination of the rights of the parties in the proceeding and details the award of money or property. This includes the original judgment (more than 5,000 in 2019), amendments and any subsequent partial- or full-satisfactions (more than 11,000 in 2019). Judgments are an integral part of the escrow process in real estate transactions and serve as the basis for subsequent court proceedings, such as foreclosures or garnishments. Program 232 (Judicial Accounting/Judgments) narrative provides detailed information regarding these mandated duties.

Courtroom Support and Jury ManagementThe Clerk is responsible for attending and creating an independent record of all hearings and trials in Superior and Juvenile court. This encompasses creating contemporaneous minutes and exhibit indexes, marking and maintaining control of exhibits, receiving jury verdicts, and jury management for the Superior and District Courts. Program 235 (Courtroom Operations) narrative provides detailed information regarding these mandated duties.

Administrative ServicesThe Administration Division manages and supports all divisions of the Clerk’s Office by providing policy, planning, managerial and administrative support, and budgetary direction. Additionally, this division responds to time-sensitive requests from Snohomish County and Superior Court Administration, the Washington State Administrative Office of the Courts (AOC), and the Law and Justice Community as a whole. Day-to-day operations in Administration ensure that critical functions are achieved while minimizing the impacts on operational staff. Program 231 (Administration) narrative provides detailed information regarding these mandated duties.

79

Department: Clerk



37


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:


73.450 8.000Clerk 81.45074.450


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$1,143,612 $1,143,612 $0 .0%Intergovernmental Revenue $1,220,953$2,139,268 $2,139,268 $0 .0%Charges For Services $1,597,852

$210,506 $210,506 $0 .0%Fines And Forfeits $80,058$72,996 $72,996 $0 .0%Miscellaneous Revenues $123,609

$3,566,382 $3,566,382 $0 .0%Clerk $3,022,472


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$5,000,729 $5,044,487 $43,758 .9%Salaries and Wages $4,680,576$2,413,725 $2,369,625 ($44,100) (1.8%)Personnel Benefits $2,272,279


$1,226,292 $1,433,125 $206,833 16.9%Interfund Payments For Service $1,130,398$8,975,009 $9,238,039 $263,030 2.9%Clerk $8,348,244


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$7,841,307General Fund $8,591,967 $262,434 3.2%$8,329,533$506,937Human Services $646,072 $596 .1%$645,476

$8,348,244Clerk $9,238,039 $263,030 2.9%$8,975,009

80

Department: Sheriff's Corrections Bureau



38


Mission Statement:The Mission of the Snohomish County Sheriff’s Office is to provide safe communities through

dedicated and professional services. It is our promise that Snohomish County will have a Sheriff's Office that is community-minded, progressive and professional. The Snohomish County Sheriff’s Office is comprised of people who share a common belief and goal

to provide the most progressive and professional services possible to the public. To achieve this, we must accept and adhere to basic values. These values are a vital part of the Sheriff’s Office and give us the spirit and direc on to achieve our goals:

INTEGRITY We adopt an uncompromising approach to the highest ethical standards, being honest, truthful, and worthy of trust. DIGNITY We believe in the importance of trea ng others with respect and in conduc ng ourselves in a manner which inspires respect. COMMITMENT We are dedicated to the Office’s Mission, to the development and support of employees and to the highest standards of professional conduct. PRIDE As members of this Office we are honored to serve and protect our community.

Outcomes Generated:Our proposed budget funds the service delivery level outlined in our strategic plan. We have prioritized and believe we can a ain desired outcomes: Invest in professional development for our employees through: - Enhancements to and implementa on of safety ini a ves - Maintain accredita on cer fica on - Improved internal communica on and support - Leadership development and mentoring program Provide opportunity for community engagement through: - Expanding our marke ng pla orm - Development of sustainable community-focused programs - Con nued focus on delivery of professional service Implement efficiency measures through technology and innova on: - Search out opportunity for so ware and related workflow improvements - Robust research and planning for next-genera on hardware evolu on

81

Department: Sheriff's Corrections Bureau



38


Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

345.250 0.000General Fund 345.250345.2503.250 0.000Corrections Commissary 3.2503.250

11.500 0.000Human Services 11.50011.500360.000 0.000Sheriff's Corrections Bureau 360.000360.000


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$27,668 $44,203 $16,535 59.8%Beginning Fund Balance $0$50,000 $150,000 $100,000 200.0%Intergovernmental Revenue $248,832

$11,250,114 $11,450,114 $200,000 1.8%Charges For Services $7,942,184$500,887 $500,887 $0 .0%Miscellaneous Revenues $111,798

$11,828,669 $12,145,204 $316,535 2.7%Sheriff's Corrections Bureau $8,302,814


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$112,294 $0 ($112,294) (100.0%)FundBal,Nonexp,TransOut $0$29,698,419 $30,417,221 $718,802 2.4%Salaries and Wages $27,925,941$12,901,117 $12,781,933 ($119,184) (.9%)Personnel Benefits $12,146,674

$795,532 $795,532 $0 .0%Supplies $651,211$4,187,756 $5,365,436 $1,177,680 28.1%Services $4,089,704

$0 $48,200 $48,200 100.0%Capital Outlays $24,070$13,076,195 $14,929,125 $1,852,930 14.2%Interfund Payments For Service $11,979,141$60,771,313 $64,337,447 $3,566,134 5.9%Sheriff's Corrections Bureau $56,816,741


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$47,749,775General Fund $60,438,637 $3,351,000 5.9%$57,087,637$645,010Corrections Commissary $1,399,954 $16,535 1.2%$1,383,419

$2,121,956Human Services $2,498,856 $198,599 8.6%$2,300,257$6,300,000Grant Control $0 $0 .0%$0

$56,816,741Sheriff's Corrections Bureau $64,337,447 $3,566,134 5.9%$60,771,313

82

Department: Emergency Management

Dept. Director: Jason Biermann


39


Mission Statement:The Snohomish County Department of Emergency Management's mission is to coordinate emergency management activities in partnership with the whole community to lessen the impact of disasters on people, property, the environment and the economy.

Outcomes Generated: - A comprehensive emergency management plan (CEMP) that enhances the county's ability to respond to disasters by coordinating departments', partners', and jurisdictions' efforts. - Coordinated pre-disaster mi ga on and preparedness/outreach efforts that reduce risk to life and property and educate the whole community about how to prepare for hazards, respectively.- Coordinated post-disaster recovery efforts that leverage partnerships and resources to ensure the timely return to a "new normal" following a disaster. - Maintenance of an emergency coordina on center (ECC) that, when ac vated, provides County leadership with situational awareness and acquires and allocates necessary resources to support emergency responders.- Delivery of training and exercises that promotes improved capabilities in all facets of emergency management and tests/validates the plans and procedures of DEM and its partners.- Interoperable commuications that allow us to communicate with local, state, and federal emergency management agencies.

Fund Name2021


2021 to 20222022

Budget FTE2020

Adopted FTE

Staffing Resources:

6.334 0.852General Fund 7.1856.3340.685 1.000Human Services 1.6850.6858.149 -0.019Grant Control 8.1308.1493.183 0.567Emerg Svcs Communication Sys 3.7503.183

18.350 2.400Emergency Management 20.75018.350


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$763,562 $1,010,336 $246,774 32.3%Beginning Fund Balance $0$7,557,663 $7,708,816 $151,153 2.0%Taxes $8,218,124$3,254,961 $3,112,420 ($142,541) (4.4%)Intergovernmental Revenue $1,555,529

$84,000 $489,197 $405,197 482.4%Miscellaneous Revenues $128,423$70,000 $70,000 $0 .0%Operating Transfers In $70,000

$11,730,186 $12,390,769 $660,583 5.6%Emergency Management $9,972,076


Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$115,059 $0 ($115,059) (100.0%)FundBal,Nonexp,TransOut $127,503$1,612,008 $1,849,022 $237,014 14.7%Salaries and Wages $1,209,686

$672,653 $735,771 $63,118 9.4%Personnel Benefits $499,271$271,402 $299,953 $28,551 10.5%Supplies $168,171

83

Department: Emergency Management

Dept. Director: Jason Biermann


39



Adopted 2022

BudgetDollar

ChangePercentChange

2020 Actual


$2,728,635 $12,342,974 $9,614,339 352.3%Services $341,903$6,844,464 $7,784,353 $939,889 13.7%Intergovtl Svcs & Pmts $6,947,962

$0 $0 $0 .0%Capital Outlays $153,009$405,636 $459,304 $53,668 13.2%Interfund Payments For Service $431,263

$12,649,857 $23,471,377 $10,821,520 85.5%Emergency Management $9,878,768


Actual 2022

BudgetDollar

ChangePercentChange

2021 Adopted


$1,189,974General Fund $1,322,695 $91,540 7.4%$1,231,155$20,052Human Services $187,319 $99,846 114.1%$87,473

$1,141,051Grant Control $13,046,114 $10,175,510 354.5%$2,870,604$7,527,691Emerg Svcs Communication Sys $8,915,249 $454,624 5.4%$8,460,625$9,878,768Emergency Management $23,471,377 $10,821,520 85.5%$12,649,857

84

Snohomish County 2022 Budget - Executive Recommended Fund Structure

85

Fund Structure

Snohomish County is required by the State of Washington and Government Accounting Standards Board

to account for all of its resources utilizing fund accounting, which divides its resources into series of self-

balancing funds.

Some of these funds are required to be established by state law or by bond covenants. Also, the County

Council establishes funds to help control and manage money for particular purposes (an example is the

Snohomish County Road Fund) or to show that it is meeting legal responsibilities for using certain taxes,

grants, and other funding sources (an example is grants received from the federal government for

various services provided by the Human Services Department).

Governmental Funds

Most of the County’s basic services are reported in governmental funds, which focus on how money

flows into and out of the funds and the balances left at year-end that are available for spending. The

General Fund, Special Revenue Funds and Capital Projects Fund are the County’s major funds.

The General Fund is the primary operating fund of the County. It is used to account for all financial

resources except those funds required to be accounted for in separate funds.

Special Revenue Funds account for revenues which are to be utilized for specific purposes and/or

expenditures incurred in the performance of specific activities. Major special revenue funds include the

County Road Fund and the Human Services Fund.

• The County Road Fund accounts for the construction, maintenance, and inspection of county

streets, roads, and bridges and the design and coordination of countywide public works

projects. Revenue is primarily from road and other taxes and from state and federal grants.

• The Human Services Fund is for the administration, planning, development, and provision of the

following services: energy and weatherization assistance, long-term care and aging,

developmental disabilities, mental health, alcohol and other drug treatment, community

services, children and family services, housing, homelessness and community development, and

veteran's relief. Revenue comes from sales and other taxes, state and federal grants, state and

county mandated charges for services, general County revenues, as well as from a tax levy for

mental health, developmental disabilities, and veterans’ assistance.

Capital Projects Funds account for major building construction projects throughout the County and the

resources and expenditures relating to the acquisition and development of capital improvements. It

does not include construction projects related to proprietary fund programs.

Debt Service Funds account for the accumulation of resources for the payment of general and special

assessment long-term debt.

Snohomish County 2022 Budget - Executive Recommended Fund Structure

86

Proprietary Funds

Proprietary funds are generally used to account for services for which the County charges customers a

fee. They consist of enterprise fund types and internal service fund types.

Enterprise funds account for operations of business-type activities, which are financed primarily by user

fees and charges. The County maintains three enterprise funds: Solid Waste Management, Airport

Operation and Maintenance, and Surface Water Management.

• The Solid Waste Management Fund, administered by the department of Public Works, accounts

for the operations, capital improvements, and debt service of the County’s solid waste facilities.

Revenue comes from the collection of fees at the facilities.

• The Airport Fund accounts for the operations, capital improvements, and debt service of Paine

Field, Snohomish County’s airport. The fund is supported by fees for services. Additional capital

funding is received from federal grants, and bond issues may be used to finance capital

improvements.

• The Surface Water Management Fund, administered by the department of Conservation and

Natural Resources, accounts for operations relating to the management of storm drainage and

surface water. The purpose of this division is to protect and enhance water quality and aquatic

habitats, and to minimize damage from flooding and erosion. Revenue comes from the

collection of charges to property owners.

Internal service funds account for centralized operations related to providing goods or services to

various County departments on a cost-reimbursement basis. The County maintains several internal

service funds including a fleet management equipment rental and revolving fund, information services

fund, Snohomish County insurance fund, employee benefit fund, facility services fund, training fund, and

the security services fund.

Funds in 2022 Budget

Snohomish County 2022 Budget - Executive Recommended Budget Process

87

Budget Process

Basis of Budgeting

Snohomish County prepares its budget on an annual basis under the authority of RCW 36.40 and further

direction by Article 6 of the Snohomish County Charter. All funds are budgeted using the modified

accrual basis of accounting, which means that expenditures are generally recorded when a liability is

incurred, and revenues are recognized when they are available and measurable. The adopted budget

constitutes the legal authority for expenditures and may be amended during the course of the year

through the legislative process.

Annual appropriated budgets are adopted for the general, special revenue, debt service, and proprietary

funds on the modified accrual basis of accounting. Budgets for capital project funds are adopted at the

level of the individual project for fiscal periods that correspond to the lives of the projects. Annual

appropriated budgets are adopted at the program level within each fund ("appropriation unit").

Budget Control

The legal level of budgetary control, the level at which expenditures may not legally exceed

appropriations, is at the fund/department/ program level for all budgeted funds. For example, the

Sheriff’s Office’s budget that is included in the General Fund may have multiple programs that cannot be

individually exceeded.

All appropriations lapse at the end of the year with the exception of project-length budgets for capital

project funds.

Annual Budget Process

The budget is the County’s plan of action for the calendar year, providing an in-depth look at County

finances. In addition, the budget is a communication device, intended to provide complex information in

an understandable format for an audience composed of readers with varying levels of backgrounds and

interests.

Departmental Request

At least one hundred thirty-five days prior to the end of the fiscal year, all agencies of county

government including elected department officers shall submit to the county executive information

which the county executive deems necessary to prepare the proposed budget.

Presentation of Proposed Budget

At least seventy-five days prior to the end of each fiscal year preceding the preparation of an annual

budget, or one hundred days prior to the end of each fiscal year preceding the preparation of a biennial

budget, the county executive shall present to the county council a complete proposed budget and

budget message, including a budget ordinance which identifies proposed operating and capital

appropriations and estimated revenues and reserves necessary to balance the budget. The county

executive shall present to the county council proposed tax and revenue ordinances which may be

necessary to generate additional resources not being collected in the current year. The county executive


88

also shall present to the county council a proposed capital improvement program for the next six fiscal

years.

Consideration and Adoption of the Budget

At least thirty days prior to the end of the fiscal year, the county council is required to adopt a budget

for all budgeted funds, tax and revenue ordinances for the next fiscal year. Prior to the adoption of any

budget ordinance for the next fiscal year, the county council shall hold a public hearing to consider the

proposed budget presented by the county executive and shall hold any other public hearings on the

budget or any part thereof that it deems advisable. The county council in considering the budget

ordinance proposed by the county executive, may delete or add items, may reduce or increase the

proposed appropriations and may add provisions restricting the expenditure of certain appropriations,

provided that the county council shall adopt a six (6) year capital improvement program as an adjunct to

the budget, including a balance of proposed expenses and potential revenue sources.

The appropriations included in the budget ordinance adopted by the county council shall not exceed the

estimated revenues of the county for the next fiscal year for each fund including surpluses and reserves.

However the county council may increase the amount of the estimated revenues contained in the

budget proposed by the county executive by re-estimating the amount by motion passed by a minimum

of four affirmative votes, by utilizing reserves in a manner not proposed by the county executive or by

creating additional sources of revenue which were not included in the proposed tax and revenue

ordinances presented by the county executive.


89

Budget Calendar

January - May

Planning Phase

• Preliminary preparation for next year budget

• Prepare Proforma in Budget Development Tool

June

Department Phase

• Executive Budget Call – Budget instructions and materials are available to

Departments.

• Departments submit Budget materials to the Budget Division.

July - September

Executive Recommended Phase

• Budget review meetings are held with Elected and Appointed Department

Directors.

• Executive Steering Team deliberates and formulates an Executive

Recommended budget.

• Executive presents Recommended Budget to Council.

October – November

Council Phase

• Council meetings are held with Elected and Appointed Departments for

budget presentation.

• Council Budget Public Hearings are held.

• Council Budget Adoption Hearings are held.

• Council adopts the Budget.

Snohomish County 2022 Budget - Executive Recommended County Structure

90

Snohomish County Organizational Chart

Snohomish County 2022 Budget - Executive Recommended County Structure

91

COUNTY EXECUTIVE

Dave Somers

COUNTY COUNCIL

Nate Nehring District 1

Megan Dunn District 2

Stephanie Wright District 3

Jared Mead District 4

Sam Low District 5

ELECTED OFFICE

Linda Hjelle Assessor

Garth Fell Auditor

Heidi Percy Clerk

Adam Cornell Prosecuting Attorney

Adam Fortney Sheriff

Brian Sullivan Treasurer

SUPERIOR COURT JUDGES

Anna G. Alexander Cassandra Lopez-Shaw

George F.B. Appel Karen D. Moore

Marybeth Dingledy Edirin O. Okoloko

Janice E. Ellis Richard T Okrent

Anita L. Farris Paul W. Thompson

Millie M. Judge Bruce I. Weiss

Jennifer R. Langbehn Joseph P. Wilson

Cindy A. Larsen

DISTRICT COURT JUDGES

Jennifer J. Rancourt Cascade District Court

Tam T. Bui Everett District Court

Anthony E. Howard Everett District Court

Steven M. Clough Evergreen District Court

Patricia L. Lyon Evergreen District Court

Douglas J. Fair South District Court

Beth A. Fraser South District Court

Jeffrey D. Goodwin South District Court

2022 budget summary

Documents