proposed 2013 budget city of spokane

2013 Initial Programmatic Budget Proposal

Mayor David Condon

City of Spokane

August 1, 2012

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Table of Contents

Divisions Business & Developer Services

Community & Neighborhood Services

Finance

Fire

Human Resources

Legal

Library

Parks

Police

Stand Alone Departments

Utilities

1

99

161

217

281

313

333

341

365

401

509

Departmental Performance Measures City Prosecutor

Code Enforcement

East Central Community Center

Fire Department

Fleet Services

Human Resources

Library

Office of the Police Ombudsman

Planning & Development Services

Parks & Recreation

Police Department

Public Defender

Solid Waste Management

Street Department

Wastewater Management

Water Department

319

105

133

249

523

293

339

495

55

355

383

473

559

77

605

619

Business and Developer Services Division

Departments: Arterial Street Fund: 6-yr Street Program

Asset Management - Property Acquisition Fund

Business and Developer Services

Engineering Services Group

Funding for Art Partner

Misc Grant Fund 1360

Parking System

Paths and Trails Fund

Planning & Development Services - General Fund

Planning and Developer Services - Enterprise Fund

REET Fund: 6-yr Street Program

Street Bond Fund

Street Fund Summary

Weights and Measures

Workforce Development

Business & Developer Services

* 2009 through 2011 Actual 2012 through 2013 Budget

2


3

Arterial Street Fund: 6-yr Street ProgramThe Arterial Street Fund: 6-yr Street Program handles all the accounting transactions for the Six Year Street Program


4

Department Summary: Arterial Street Fund: 6-yr Street Program

Division: Business & Developer Services

Priority: Mobility

Fund Type: Capital Project Fund

Executive Summary:

The Arterial Street Fund: 6-yr Street Program handles all the accounting transactions for the Six Year Street Program

Management Discussion and Analysis:

The Arterial Street Fund: 6-yr Street Program is used in the transaction of all project costs incurred for projects found within the Six Year Street Program. The City relies upon federal and state funding sources for a majority of the cost to design, purchase right-of-way and construct capital transportation projects. Federal and State transportation funds are provided to the City as reimbursements to actual expenses incurred and are “eligible” as determined by federal and state rules/regulations. Because of this reimbursement only policy, this bid acts as the cash flow account for all the projects within Street Program. In other words the City must have enough cash on hand in this account to pay the bills and then obtain reimbursement of the eligible costs from the federal and/or state funding source.

Legal/Contractual Mandate:

None

FTEs

2009 Actual 2010 Actual 2011 Actual 2012 Budget 2013 Proposed

Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 2,000 0

Capital Outlay 16,741,793 11,845,889 10,692,636 16,924,406 14,814,411

Debt Services 263,089 261,269 259,249 311,520 311,520

Interfund Charges 1,783,065 1,452,136 2,246,939 3,701,221 1,699,511

Reserve for Budget Adj. 0 0 0 0 0

Supplies and Services 32,026 51,633 132,629 988,273 907,776

Transfers to Other Funds 1,302,823 545,054 886,583 1,300,000 1,300,000

Wages and Benefits 0 0 0 0 0

TOTAL 20,122,797 14,155,980 14,218,035 23,227,420 19,033,218

Expenditure Explanation:

Revenues:


All Other 1,697,451 438,351 393,417 1,848,464 833,148

5

Fines and Forfeits 0 0 0 0 0

General Fund Resources 0 0 0 0 0

IG Revenue 16,258,131 11,834,094 10,122,604 23,198,477 14,049,055

Licenses and Permits 0 0 0 0 0

Operating Transfers In 3,500,000 369,386 39,896 3,995,320 4,155,983

Services 94,780 55,770 4,290 0 36,000

Taxes 0 0 0 0 0

TOTAL 21,550,361 12,697,601 10,560,206 29,042,261 19,074,186

Revenue Explanation:

6


7

Asset Management - Property Acquistion FundStrategic management of all city owned assets, leases, capitol programs, storm water projects, real estate sales and acquisition and facility maintenance systems, including City Hall janitorial.


8

Department Summary: Asset Management - Property Acquistion Fund


Priority: Strong Economy

Fund Type: Internal Service Fund

Executive Summary:

Strategic management of all city owned assets, leases, capitol programs, storm water projects, real estate sales and acquisition and facility maintenance systems, including City Hall janitorial.


This new dept will encompass real estate, lease management, asset management, capitol programs, parking and the support to these segments with GIS, data base enhancement and other technology needs.


None

FTEs


Total FTEs 20.50 20.50 17.50 18.50 18.00

Expenditures:


All Other 0 36,798 135,256 0 0

Capital Outlay 5,203 196,729 0 0 500,000

Debt Services 0 38,999 148,951 521,803 521,803

Interfund Charges 124,770 232,692 153,293 88,308 97,474



Transfers to Other Funds 25,155 25,155 25,155 25,155 25,155

Wages and Benefits 1,592,614 1,300,936 1,553,174 1,687,613 1,695,817

TOTAL 2,280,329 2,333,047 2,434,423 2,738,585 3,803,757


Revenues:


All Other 6,782 146,311 293,828 297,148 596,023



9

IG Revenue 60 60 0 0 0


Operating Transfers In 55,979 195,098 641,119 0 0

Services 868,694 762,993 769,853 1,201,811 1,336,799

Taxes 0 0 0 250,000 0

TOTAL 931,515 1,104,463 1,704,799 1,748,959 1,932,822


10

Program Summary: Capital Programs, GIS, Maps and Records




Executive Summary:

Department primarily administers the City's capital wastewater, water and street programs. In 2011 Capital Programs was asked to develop /coordinate gathering capital projects for all City departments. In 2012 we began working on the stormwater solution for south Spokane. As department moves under Asset Management, it will evolve in 2013.


For the classic three Programs (water, wastewater and streets) the Capital Programs function leverages local monies by obtaining grants and loans in support of the programs. The GIS, Maps & Records function manages multiple data sources for the GIS base map in support of these and other programs. Description: Obtain grants and loans for capital street/wastewater/water projects, with the goal of maximizing the leveraging of local dollars; prepare and manage the 6-year capital street, wastewater and water programs; support the development of the City Wide Program, develop projects for handoff to the design section; coordinate capital projects internally among wastewater/water/stormwater/street programs; provide regional planning-level coordination with other jurisdictions (WSDOT, SRTC, Spokane County, Spokane Valley, Conservation District, others); special projects and contract management; provide records management as relating to GIS, in support of Capital Programs and other departments; maps production and data distribution; GIS web site content coordination; GIS training; RTK network management; plat reviews for conformance with GIS requirements and standards, and; coordinate street naming and addressing. Justification: Capital Programs/GIS, Maps & Records (CP) is a multi-disciplined group serving diverse functions. The functions of CP directly affect the city’s ability to provide transportation, wastewater and water infrastructure and also to provide the necessary links for transforming the city’s GIS into an invaluable management tool by capturing, managing, analyzing, processing and disseminating spatially relevant information in a timely manner. Capital Programs. Obtaining external grants and low-interest loans in support of the city’s capital facilities programs is critical to the city’s ability to provide infrastructure, while at the same time accommodating growth and infill, and providing resources for helping to implement the city’s Comprehensive Plan. The city’s Capital Programs section has an impressive record in securing grants and low interest loans; (a) Capital Street Program – the historical leveraging ratio for the capital street program remarkably averages over 4:1, resulting in at least $5 worth of work “on the ground” for every local dollar spent. Since 2005, Capital Programs secured $37.8 million in grants for transportation projects; (b) Capital Water Program – since 2004, Capital Programs secured a total of $20.9 million in grants and low interest loans; (c) Capital Wastewater Program – since 2004, Capital Programs secured a total of $20.4 million in new low interest loans coupled with existing ongoing grants of $1.25 million per year. During the coming years the ROI for the Capital Programs/GIS group is anticipated to be at least in the range of 10:1 – possibly more, when comparing salary/benefits of the Capital Programs/Maps & Records group to grant and loans obtained. The grant programs typically match city money. Major assistance for the wastewater and water programs is mainly in the form of low interest loans, which, at the city’s cost of capital have a financial impact approximately equal to a one-third grant. However, for the street program, grants are still the main source of revenue. Obtaining grant money is a highly competitive process. For the capital street program, the city “bids” for the available money, in the form of pledging match money, typically in the range of 10-20 percent of the project cost, and the city’s competitive position increases as the amount of match is increased. The Capital Programs group has a proven track record with regard to effectively competing for funds. In 2011, Federal Programmatic Match credits obtained in conjunction with targeted Street bond projects in 2008 will further enhance the ability to leverage local money in obtaining Federal Transportation funding. Also, additional emphasis on pedestrian, bicycle, and other forms of multi-modal transportation was added by the inclusion of a bike/pedestrian coordinator in 2009 to the CP team. As part of its mission to create and maintain the Six-year Capital Improvement Programs (streets, water, wastewater), the Capital Programs group also provides the necessary overall coordination among the various capital programs, as well as other regional agencies and jurisdictions – an important function when trying to minimize disruption to the citizens and maximize efficiency. This is accomplished by Capital Programs’ involvement with a number of local and regional technical and advisory groups; SRTC, Regional Stormwater, University District, Spokane County Conservation District, and others. GIS, Maps & Records. The GIS, Maps & Records section is the GIS information management group, tasked with capturing, managing, analyzing, processing and disseminating spatial information in a manner that is consistent, timely, convenient and useful. It also develops and implements all GIS training programs, and coordinates the city’s participation in the regional real time kinematic (RTK) GPS network. GIS’s proven value is the ability to visualize complex data within a spatial context; complicated and seemingly incomprehensible data sets are quickly rendered understandable and useful when visually displayed on a map. This is

11

accomplished by the city’s GIS, Maps & Records group in three ways: (1) by providing an innovative and vibrant internal training program so as to imbue users with the requisite skills to create their own maps and data sets, (2) by providing custom and more involved mapping and data extraction services for not only internal users, but for other agencies and the public, and (3) by partnering with MIS for content and management of the city’s internal (intranet) and external (internet) map web sites.


None

FTEs


Total FTEs 10.00 10.00 9.00 10.00 8.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 0 0

Debt Services 0 0 0 0 0

Interfund Charges 47,644 142,475 56,676 0 0


Supplies and Services 5,112 19,708 299 258 7,716

Transfers to Other Funds 0 0 0 0 0

Wages and Benefits 831,263 695,642 807,131 980,273 834,128

TOTAL 884,019 857,825 864,106 980,531 841,844


Revenues:


All Other 0 0 0 0 0





Operating Transfers In 55,979 0 0 0 0

Services 643,748 556,961 487,961 931,811 795,384

Taxes 0 0 0 0 0

TOTAL 699,727 556,961 487,961 931,811 795,384


12

Program Summary: Facilities Maintenance & City Hall Janatorial Services




Executive Summary:

Included the oversight of all city physical building assets with the future in mind to reinvest, repair, repurpose or recommend sale of those assets. Capital investments will be scheduled and managed here as well as the janitorial in City Hall.


This area has been the victim of budget cuts for years, and our assets show the lack of care. Preventative maintenance will be programmed and assets will be life scheduled to clarify needs in the future. Stopping investment in facilities that would be smarter surplused will be a strong focus. Janitorial/Engineering services in City Hall face a revamp to satisfy the needs of our customers, citizens and the health of our employees.


None

FTEs


Total FTEs 6.50 6.50 5.50 5.50 6.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 5,203 1,631 0 0 0







TOTAL 996,623 920,075 884,397 898,484 948,093


Revenues:


All Other 6,782 5,322 7,183 0 0

13





Operating Transfers In 0 0 0 0 0

Services 0 0 0 0 56,778

Taxes 0 0 0 0 0

TOTAL 6,782 5,322 7,183 0 56,778


14

Program Summary: Real Estate Leases, Managment & Acquisitions




Executive Summary:

All facets of city real estate, including surplusing, acquiring, trading, management of leases and rental properties. Using expert partners, we will move underperforming or unused items back to the tax rolls and insure consistent and beneficial leases for the city.



None

FTEs


Total FTEs 4.00 4.00 3.00 3.00 4.00

Expenditures:


All Other 0 36,798 135,256 0 0

Capital Outlay 0 195,098 0 0 500,000

Debt Services 0 38,999 148,951 521,803 521,803



Supplies and Services 11,524 3,580 94 3,521 543,865



TOTAL 399,686 555,146 685,921 859,570 2,013,820


Revenues:


All Other 0 140,989 286,645 297,148 596,023



15



Operating Transfers In 0 195,098 641,119 0 0

Services 224,946 206,033 281,892 270,000 484,637

Taxes 0 0 0 250,000 0

TOTAL 225,006 542,180 1,209,656 817,148 1,080,660


16


17

Business and Developer Services DivisionThis is the division leader and three division wide positions, and includes the $60,000 that will be paid to NCS Division for services.


18

Department Summary: Business and Developer Services Division



Fund Type: General Fund

Executive Summary:

This is the division leader and three division wide positions, and includes the $60,000 that will be paid to NCS Division for services.


Code enforcement and "business" neighborhood services will be managed by NSD division. In the past parts of both these programs were in both divisions causing duplication of services and confusion over authority and responsibility. There is one new position; the other three were moved from other areas, although the Division Director was vacant in 2011.


None

FTEs


Total FTEs 0.75 0.50 1.00 1.00 4.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 198,274 30,087 318,986 373,413 615,609


Revenues:


All Other 18,761 1,239 0 0 0


General Fund Resources 160,936 28,849 318,986 343,413 340,884

19

IG Revenue 19,098 0 0 0 0



Services (521) 0 0 30,000 274,725

Taxes 0 0 0 0 0

TOTAL 198,274 30,087 318,986 373,413 615,609


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21

Engineering Services GroupWe provide efficient and effective design, construction management and plan review services to provide economic opportunity and to enhance the quality of life. Engineering services is the primary design and construction management steward for the basic street, sewer, water, sanitary and storm sewer systems that support Spokane.


22

Department Summary: Engineering Services Group




Executive Summary:

We provide efficient and effective design, construction management and plan review services to provide economic opportunity and to enhance the quality of life. Engineering services is the primary design and construction management steward for the basic street, sewer, water, sanitary and storm sewer systems that support Spokane.


For infractructure stewardship, a thorough understanding of the systems, their context, capacities and conditions is essential. These are the fundamental tools for their responsible planning, efficient design and construction management to assure that these services are reliably and responsibly available where and when required for a vibrant economy.


None

FTEs


Total FTEs 81.00 79.00 81.00 78.00 66.00

Expenditures:


All Other 0 0 0 42,000 0

Capital Outlay 23,725 7,234 22,846 79,000 45,000







TOTAL 8,482,923 8,369,156 8,588,869 9,374,309 8,284,504


Revenues:


All Other 6,304 3,342 342 400 400


23

General Fund Resources 1,129,926 1,561,507 215,022 1,443,356 1,405,597


Licenses and Permits 242,574 230,297 267,818 199,880 6,300


Services 7,104,119 6,574,011 8,105,687 7,730,673 6,872,207

Taxes 0 0 0 0 0

TOTAL 8,482,923 8,369,156 8,588,869 9,374,309 8,284,504


24

Program Summary: Construction Management




Executive Summary:

Primary focus on Public Works and Utilities Division needs, provide high quality and cost effective CONSTRUCTION MANAGEMENT SERVICES focused on capital infrastructure (Sewer/Water/Streets/Stormwater/Bridges/Signals/Ped/Bikeways). Services include on-site inspection of both public and private infrastructure for consistency and compliance with internal/external standards. Emphasis is placed on strong coordination with all affected parties.


This package is a combination of all Construction Management services necessary as funded in cooperation with all Utilities department’s for capital projects. The economic vitality of the community is key to the City’s ability to provide services to its citizens and is a core characteristic of an overall thriving community. Bid includes: Consolidated/coordinated Construction Management (CM) for Water, Sewer, Streets, Bridges, Sidewalks, Bikeways/Paths, Landscaping, Signals, Signs/Markers, Stormwater, and Combined Sewer Overflows projects within the City limits and City’s utility service areas. Provide all Construction Inspection, Materials Testing/Certification, Progress Payments, Public Relations, Negotiation of Change Orders, and Record keeping per Funding Requirements/ Audits for all public works construction contracts (both public and private). This represents on average $15 to $30 million dollars per year in construction work/activity. Perform all survey work for public works projects (both public and private) including Preliminary and Final Design surveys, Construction staking, Real Estate Surveys, As-built GPS data collection, and other miscellaneous requests. This includes setting and maintaining both vertical and horizontal survey grade controls throughout the City of Spokane, including street monument coordination. Provide administration of all CM performed by Consultants on specialty projects and during peak work periods. Other services include Small contract projects for other City departments, Customer Service in response to data, questions, concerns on any PW’s projects, all as-built records and drawings for the Department and City (incl. necessary info to support GIS/GPS City Map), Constructability Reviews on all public projects, actual field design of small projects such as alleys and street rehabilitation projects in coordination with the Design. LEVEL OF SERVICES requires that all projects meet the requirements of each individual department/ utility for quality, timely implementation, budget constraints, and be well coordinated with all other regulatory agencies, depts., private utilities, affected businesses, neighborhoods, & citizens. Engineering Services has a long proven history of providing this level of service on behalf of the citizens of Spokane and the Utility Division as shown in the annual reports. The Strong Economy proposal expressed the need for diversity in areas that encompass and drive a growing, healthy economy. NETWORK, ENVIRONMENT, AND INFRASTRUCTURE THAT SUPPORT BUSINESS: CM provides inspection of all necessary infrastructure to support growth, business needs, and a strong economy. Sewer, water, bridges, streets, and stormwater infrastructure are designed and inspected to provide uninterrupted service for as long as 50 to 100 years. Capacities and water quality features are built in not just for today’s needs but for future needs as coordinated with Comp. Plan and Long Range Planning needs. CM assures all public facilities are easily expandable or provide for capacity well into the future in addition to assuring protection of the Spokane River and aquifer. BUILD COMPETITIVE INFRASTRUCTURE AND ENVIRONMENT: CM coordinates very closely with and supports private/public partnerships during the inspection of any capital infrastructure project. Examples include pre-construction meetings, public notification of street closures/obstructions, personal visits to directly affected homes and businesses prior to construction activity, continued monitoring of access and complaints, and assurance that oversizing and provisions for extra depth of water and sewer lines for future expansion into to new undeveloped areas within the City and regional service area. All CM elements focus on maximizing the use of the public ROW with the least disruption to private property and businesses. All CM is focused on enhancing the public ROW, open space, streetscape and the environment. Quality CM of all infrastructure in the City is our mission. Our CM services are very competitive in terms of costs, delivery of final product, use of innovative technologies and materials, and consistency with other regional jurisdictions. DIVERSITY OF PROJECTS: CM provides professional services for a wide diversity of public projects. For example: 2nd Avenue Reconstruction, 5 Mile Road Project, 5 Mile Booster Station, 29th Avenue Street Bond, Martin Luther King Way, CSO 38, 39 and 40 Stormwater storage facilities to protect the environment, cultural resources, and protect the integrity of the shoreline and open space, local improvement districts for streets, annual CD Sidewalk program, and extension of the clean water drain in the CBD for separation of clean water from roofs that reduce demand on the Water Reclamation Facility.

Legal/Contractual Mandate:25


None

FTEs


Total FTEs 31.00 30.00 30.00 30.00 30.00

Expenditures:


All Other 0 0 0 0 0



Interfund Charges 92,624 82,264 61,702 39,894 0


Supplies and Services 682 702 714 744 720



TOTAL 2,784,113 2,784,101 2,906,169 3,004,440 3,028,346


Revenues:


All Other 224 313 360 400 400






Services 1,877,601 1,917,505 2,064,610 2,347,138 2,603,978

Taxes 0 0 0 0 0

TOTAL 2,784,113 2,784,101 2,906,169 3,004,440 3,028,346


26

Program Summary: Developer Services/Permits




Executive Summary:

With primary focus on Customer Service and Private Development requests, provide high quality and cost effective project review for all capital/private municipal infrastructure and platting for compliance with internal/external engineering standards. Services include: issuance of all applicable permits, certifications, plan acceptance, and coordination and response to all customer service inquiries.


This package is a combination of all Developer Services, Permitting and customer services functions as they respond to the Development Community and Public, in cooperation with all Utilities departments for privately constructed projects. This bid includes: Review of all Land use applications and a majority of building permits, determining concurrency status for required sanitary sewer, water, street (transportation) and storm water improvements; review and comment with regard to sanitary sewer, water, street and storm water improvements. Building, plats, and plan review including review of privately engineered design plans for sewer, water and street, and storm water improvements, coordinating review of drainage studies; reviewing transportation impact analyses; and coordinating review of hydraulic analyses with regard to domestic and fire flows. Issuing permits for ROW obstruction work, permits for sewer, water taps and water meters, block party permits and blasting permits. Coordinating other ROW activities such as street vacations, sidewalk cafes, revocable license and permits, and franchises. Issuing official addresses, segregate and address parcels for platting purposes. Updating parcel registry in City permit system to match County parcel numbers. Receiving and handling money transactions: credit cards, checks, and cash in the collection of permit fees, utility connection fees, transportation mitigation fees, plan review fees and other miscellaneous fees. Providing customer service to contractors, citizens, businesses, and other agencies regarding issuance of permits, request for sewer and water information, property line and parcel information, ROW use information, and other miscellaneous information. Addressing citizen complaints with regard to sidewalk repair issues, basketball hoops in the public ROW, and construction debris in the public ROW. Enforcing construction standards used by contractor working in the public ROW for citizen initiated private contracts. Inspecting quality of contractor’s work; making sure there is no damage to area beyond the work zone. Keeping records of inspection permits. Reviewing and designing traffic control plans for obstruction permits resulting in work zones in the public ROW. Pre-Development Meetings including reviewing and commenting with regard to sanitary sewer, street (transportation) and storm water improvements. All of the above activities are coordinated with affected departments. The Strong Economy strategy states that in order to have a strong economy a community needs a network, environment, and infrastructure that support business. This proposal helps address the infrastructure needed for businesses by working with business owners and developers as they plan for utilities and street improvements. This proposal allows for developers to work with one department who facilitates the process and coordinates with the other affected departments. This allows for streamlined reviews, permits issuance and promotes the economic development of the community Build Infrastructure for Healthy and Growing Economy: Development proposals are reviewed to ensure that adequate infrastructure (sewer, water, street, and storm water) improvements are constructed to mitigate impacts of proposed and future development. Impacts above those created by a single development must be mitigated by the agency or agencies of jurisdiction. Evaluating development from both a short and long-term perspective provides the development community assurance that regional infrastructure improvements will be constructed in a timely fashion. Construction of regional improvements can require coordination with the City of Spokane Valley, Spokane County, Washington State Department of Transportation, Spokane County Health Department, State Department of Health and various other agencies and departments affected by such a proposal. Planning infrastructure for future development based on land use and zoning requirements promotes a healthy and growing economy. In many cases public/private funding arrangements to construct infrastructure improvements are utilized to accomplish this priority. As provided with the existing plan review tracking system in Developer Services, evidence to review and accept developer plans in a timely manner is provided. Also with this tool measurable improvements/efficiencies in the process are anticipated, thus reducing review/approval time frames.


None

27

FTEs


Total FTEs 20.00 19.00 19.00 19.00 5.00

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 34,156 39,905 41,082 34,932 144


Wages and Benefits 1,559,023 1,599,239 1,612,034 1,810,723 561,961

TOTAL 1,612,249 1,656,081 1,665,818 1,853,867 562,105


Revenues:


All Other 6,106 3,029 (18) 0 0




Licenses and Permits 237,874 224,297 259,617 198,580 0


Services 938,661 764,392 790,697 1,149,170 483,410

Taxes 0 0 0 0 0

TOTAL 1,612,249 1,656,081 1,665,818 1,853,867 562,105


28

Program Summary: Engineering Administration




Executive Summary:

Engineering Administration includes the Department Director and administrative support staff. The Administration function sets direction for the department by developing and implementing policies, guidelines and budgets. Administration also provides administrative support for Engineering Services. This group is vital to providing support services that allows Engineering to function efficiently and effectively.


The Administrative Function is responsible for ensuring that coordination of all projects is done properly with adherence to all City policies, and procedures. This includes meticulous record keeping, project tracking, contract processing, processing and coordination of Council agenda items, coordination of bidding processes and maintenance of the department's website. Project coordination necessitates a high amount of administrative support with developing ownership lists, processing correspondence, coordinating public meetings and numerous other tasks. Having efficient administrative support allows the technical staff to complete their processes in a timely manner.


None

FTEs


Total FTEs 7.00 7.00 9.00 6.00 5.00

Expenditures:


All Other 0 0 0 420 0

Capital Outlay 23,725 7,234 22,846 79,000 45,000







29

TOTAL 2,119,661 1,916,579 1,952,193 2,202,999 2,125,661


Revenues:


All Other (25) 0 0 0 0


General Fund Resources (866,260) (658,245) (1,997,478) (154,501) 297,591




Services 2,981,246 2,568,824 3,941,471 2,356,200 1,821,770

Taxes 0 0 0 0 0

TOTAL 2,119,661 1,916,579 1,952,193 2,202,999 2,125,661


30

Program Summary: Engineering Design




Executive Summary:

With Primary focus on Utilities Division needs, provide high quality and cost effective ENGINEERING DESIGN SERVICES focused on capital infrastructure (Sewer/Water/Streets/Stormwater/Bridges/Signals/Ped/Bikeways). Services include the design and construction management of all Capital projects for consistency and compliance with internal/external standards. Emphasis is placed on strong coordination with all affected parties.


This package is a combination of all Design Engineering services necessary as funded in cooperation with all Utilities department’s for capital projects. The economic vitality of the community is key to the City’s ability to provide services to its citizens and is a core characteristic of an overall thriving community. This bid includes all preliminary and final design elements; including bid and award, multi-department/jurisdictional coordination, permitting, right-of-way identification and certifications, and adherence to all applicable Federal, State and Local standards. Bid includes: Consolidated/coordinated designs for Water, Sewer, Streets, Bridges, Sidewalks, Bikeways/Paths, Streetscape (urban design elements), Signals, Signs/Markers, Stormwater, and Combined Sewer Overflows (CSO) projects within the City limits and City of Spokane’s utility service areas. Develop, maintain, and update Engineering standards and references for all public works facilities above and include: City of Spokane Supplemental Construction Specifications, Standard Plans, Design/Drafting Standards in coordination with all applicable regulatory agencies as listed below, City of Spokane Valley, Spokane County, and other City Departments. All Document/Record Archiving, including development of a new electronic archive system for all public engineering records and drawings with provisions for easy access and retrieval by inter/intranet and GIS mapping, Administration of Local Improvement Program/Sidewalk Repair/Replacement program in coordination with the Community Development Department and Neighborhood Councils, Traffic Engineering Design and Support, and Electronic Drafting Design Training & Support. LEVEL OF SERVICES requires that all projects meet the requirements of each individual department/utility for quality, timely implementation, budget constraints, and be well coordinated with all other regulatory agencies, departments, private utilities, affected businesses, neighborhoods, and citizens. Engineering service has a long proven history of providing this level of service on behalf of the citizens of Spokane and the Utilities Division as shown in the annual reports. The Strong Economy proposal expressed the need for diversity in areas that encompass and drive a growing, healthy economy. NETWORK, ENVIRONMENT, AND INFRASTRURE THAT SUPPORT BUSINESS: Engineering design provides all necessary infrastructure to support growth, business needs, and a strong economy. Sewer, water, bridges, streets, and stormwater infrastructure are designed to provide uninterrupted service for as long as 50 to 100 years. Capacities and water quality features are built not just for today’s needs but for future needs as coordinated with Comprehensive Plan and Long Range Planning needs. Design assures all public facilities are easily expandable or provide for capacity well into the future in addition to assuring protection of the Spokane river and aquifer. BUILD COMPETITIVE INFRASTRUCTURE AND ENVIRONMENT: Engineering design coordinates very closely with and supports private/public partnerships during the design of any capital infrastructure project. Examples include oversizing and provisions for extra depth of water and sewer lines for future expansion into to new undeveloped areas within the City and regional service area. All designs elements focus on maximizing the use of the public ROW with the least disruption to private property and businesses. All designs are focused on enhancing the public ROW, open space, streetscape and the environment. Quality designs of all infrastructure in the City is our mission. Our projects are very competitive in terms of costs, delivery of final product, use of innovative technologies and materials, and consistency with other regional jurisdictions. DIVERSITY OF PROJECTS: Engineering Design provides professional services for a wide diversity of public projects. For example: 29th Avenue reconstruction; Martin Luther King Way and Euclid Water Transmission Main, Stormwater storage facilities to protect the environment, cultural resources, and protect the integrity of the shoreline and open space, local improvement districts for streets, annual CD Sidewalk program, and extension of the clean water drain in the CBD for separation of clean water from roofs that reduce demand on the Water Reclamation Facility.


None

31

FTEs


Total FTEs 18.00 18.00 18.00 18.00 21.00

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 396 418 390 432 1,654



TOTAL 1,608,048 1,634,539 1,652,382 1,823,604 2,099,247


Revenues:


All Other 0 0 0 0 0






Services 1,047,222 1,082,823 1,055,135 1,454,339 1,559,585

Taxes 0 0 0 0 0

TOTAL 1,608,048 1,634,539 1,652,382 1,823,604 2,099,247


32

Program Summary: Engineering Services Street Bond




Executive Summary:

Provide high quality and cost effective Engineering admin, design, and construction management for the work related to the November 2, 2004 $117M Street Bond. This bid incorporates the five (5) staff members that were approved in 2005 in order to complete $10M worth of street bond work per year.


This package is a combination of all Public Information, Design & Construction Management (CM) services necessary to complete the work on the Street Bond projects. The economic vitality of the community and the street system are key to the City’s ability to provide services to its citizens and is a core characteristic of an overall thriving community. This bid includes all preliminary, final design, CM elements; including bid and award, multi-department/jurisdictional coordination, permitting, right-of-way identification and certifications, and adherence to all applicable Federal, State and Local standards. Provides all Construction Inspection, Materials Testing/Certification, Progress Payments, Public Relations, Negotiation of Change Orders, and Record keeping per Funding Requirements/Audits for all Street Bond projects. This represents on average $10 million per year in construction work/activity. Perform all survey work for Street Bond projects including Preliminary and Final Design surveys, Construction staking, Real Estate Surveys and As-built GPS data collection. Perform constructability reviews on projects. Bid includes: Consolidated/coordinated Design & CM for Streets, Signals, Signs/Markers, and Stormwater as required on the Street Bond projects. All Document/Record Archiving, adminstration of Local Improvement Program/Street Bond program in coordination with the Community Development Department and Neighborhood Councils, Traffic Engineering Design and Support, and Electronic Drafting Design Training & Support. LEVEL OF SERVICES requires that all projects meet the requirements of each individual department/utility for quality, timely implementation, budget constraints, and be well coordinated with all other regulatory agencies, departments, private utilities, affected businesses, neighborhoods, and citizens. Engineering service has a long proven history of providing this level of service on behalf of the citizens of Spokane and the Utility Division. Increased emphasis will be placed on accountability to the CSAC committee and the citizens in terms of frequent and clear reporting of program and project specific progress. The Street Bond will help provide necessary street improvements to support growth, business needs, and a strong economy. This bid is necessary to continue to provide Engineering Design, CM, and reporting for approximately $10 million per year of Arterial and Residential Street improvements. Engineering Services currently designs $10-15 million of construction per year. This work is primarily completed by the existing design & CM sections with some selected projects being designed by consultants and managed in house. The Street Bond Program doubles this workload. This bid is for one design team member who would coordinate the Street Bond Program, designing projects in house and managing outside consultant contracts as necessary. Using the efficiency of an already established Design group, design of the bond projects can be provided at a lower cost than industry standards. This bid also includes the four personnel necessary for CM and proper inspection/reporting of the work. Typically a consulting firm charges 25% of construction costs to provide for admin, design and construction management services. Coupled with existing staff, Engineering Services costs have been approximately 18%.


None

FTEs


Total FTEs 5.00 5.00 5.00 5.00 5.00

Expenditures:

33


All Other 0 0 0 0 0



Interfund Charges 0 0 0 0 0





TOTAL 358,852 377,857 411,689 447,819 469,145


Revenues:


All Other 0 0 0 0 0






Services 259,385 240,467 253,774 423,826 403,464

Taxes 0 0 0 0 0

TOTAL 358,852 377,857 411,689 447,819 469,145


34


35

Funding for Art PartnerThis is the funding for the nonprofit organization that advances all arts in the city. The existing department will no longer exist. Asset Management will manage the city owned art assets. Other organizations in the city will contribute as well.


36

Department Summary: Funding for Art Partner




Executive Summary:

This is the funding for the nonprofit organization that advances all arts in the city. The existing department will no longer exist. Asset Management will manage the city owned art assets. Other organizations in the city will contribute as well.


The actual department will no longer exist. The city will also need to pay staff to be on site when the Chase Galley is open to the public. We will seek staff from the division to step in and assist the art community during exhibits, and the division will carry those costs in its budget. The assets will be managed in the Asset Management Group.


Agreement with Council and the non profit delivering the services

FTEs


Total FTEs 1.00 1.00 1.00 1.00 0.00

Expenditures:


All Other 0 0 0 0 0







Wages and Benefits 107,941 106,608 103,053 101,203 0

TOTAL 161,391 147,998 154,512 154,574 60,000


Revenues:


All Other 500 0 0 0 0



37

IG Revenue 0 0 3,000 0 0



Services 0 1,138 0 0 0

Taxes 0 0 0 0 0

TOTAL 161,391 147,998 154,512 154,574 60,000


38


39

Misc Grant Fund 1360Economic Growth and Development grant funding such as EPA Brownfields funding


40

Department Summary: Misc Grant Fund 1360



Fund Type: Special Revenue Fund

Executive Summary:

Economic Growth and Development grant funding such as EPA Brownfields funding


Grants sought are paired with development partnerships to leverage more than 1:1 private investment for each dollar of public investment.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0



Interfund Charges 0 674 202 50,727 0


Supplies and Services 0 24,662 213,085 138,863 410,000


Wages and Benefits 0 30,727 30,589 23,995 0

TOTAL 0 56,064 243,876 213,585 410,000


Revenues:


All Other 0 0 0 0 0



IG Revenue 0 56,064 243,876 213,585 410,000

41



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 56,064 243,876 213,585 410,000


42


43

Parking SystemCurrent City parking meter operations include enforcement of parking ordinances City-wide with a focus on customer service, installation and maintenance of all parking meters, and the collection, counting, and bagging of all meter coins. City wide enforcement of disabled parking stalls is also provided.


44

Department Summary: Parking System




Executive Summary:

Current City parking meter operations include enforcement of parking ordinances City-wide with a focus on customer service, installation and maintenance of all parking meters, and the collection, counting, and bagging of all meter coins. City wide enforcement of disabled parking stalls is also provided.


Parking System will establish, install and maintain parking meters as required throughout the approved meter zone. In 2008 hours of operation were extended an hour in the morning and an hour in the evening (8AM to 7PM) which generated more revenue which in turn required an increase in collection hours and a corresponding reduction in patrol hours. In 2012, parking meter rates were increased. All monies from the parking devices must be regularly collected, counted and receipted to ensure proper handling of the $2.3 million average annual revenue generated. With the proposed budget, we will continue to enhance operations through the use of emerging software applications and hardware technologies. Parking control activities will include rational levels of professional and equitable enforcement as well as customer care to provide the desired turnover and availability of convenient parking spaces within the Central Business District. Parking enforcement services will also be provided City-wide in residential neighborhoods and commercial/business areas to enhance vehicle and pedestrian safety, mobility and access for all citizens, including those with physical disabilities. Enforcement efforts will be accomplished utilizing ICPS software and state-of-the-art handheld computer terminals which will provide near real-time information, including data on stolen vehicles. Enhanced training for parking team will increase the customer service activities of the team as they move through the city.


None

FTEs


Total FTEs 12.50 12.50 12.50 12.50 12.00

Expenditures:


All Other 0 0 0 0 0






Transfers to Other Funds 2,550,463 2,576,360 2,604,147 2,618,570 2,278,570


45

TOTAL 3,644,803 3,548,649 3,702,405 3,902,925 3,556,600


Wages and Benefits decreased due to the elimination of the Parking Enforcement Supervisor. Supervision from this eliminated position will be delegated to other administrative personnel within Asset Management.

Revenues:


All Other 34,396 27,228 10,000 22,000 22,000





Operating Transfers In 10,610,000 11,680,000 13,065,000 13,040,000 681,236

Services 2,241,330 2,320,141 2,293,845 2,430,000 2,400,000

Taxes 0 0 0 0 0

TOTAL 13,177,263 14,249,409 15,633,493 15,758,000 3,379,236


46


47

Paths and Trails FundThe Path and Trails Fund is the revenue stream for projects that are related to path and trail work.


48

Department Summary: Paths and Trails Fund


Priority: Mobility


Executive Summary:

The Path and Trails Fund is the revenue stream for projects that are related to path and trail work.


A portion of State gasoline tax revenue which by Washington State law is returned to local governments to be used for the development and maintenance of paths and trails. One half of one percent (0.5%) of the tax is returned to the City. Presently the City receives approximately $15,000 per year from this funding source. Both pedestrian and bike facilities can utilize these funds, however historically these funds have been extremely limited. This revenue source has been used as matching funds which are typically required from federal and state funding sources on minor pedestrian and or bike projects. Typically this bid has been used to cover incidental costs such as minor striping and signage replacement that support a bike or pedestrian facility.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 648,100 648,100


Interfund Charges 0 0 0 134,000 134,000



Transfers to Other Funds 0 50,000 0 35,000 11,000


TOTAL 0 50,000 0 817,100 793,100


Revenues:


All Other 0 0 0 400,000 400,000

49



IG Revenue 0 0 0 417,100 417,100



Services 0 0 0 0 0

Taxes 15,790 15,523 15,230 14,000 14,000

TOTAL 15,790 15,523 15,230 831,100 831,100


50


51

Planning & Development Services - General FundProvides comprehensive planning, economic analysis, and project development permitting services for targeted geographic areas in concert with external development partners - Downtown Partnership, U District Board, Airport, and others. Program maintains and updates "products" such as the Comprehensive Plan, Development Codes, Building Codes, and Incentive Programs.Program manages all Historic Preservation activities.


52

Program Summary: Planning & Development Services - General Fund




Executive Summary:

Provides comprehensive planning, economic analysis, and project development permitting services for targeted geographic areas in concert with external development partners - Downtown Partnership, U District Board, Airport, and others. Program maintains and updates "products" such as the Comprehensive Plan, Development Codes, Building Codes, and Incentive Programs.Program manages all Historic Preservation activities.


Blending all these talents and disciplines will allow Planning to move in a fluid fashion to respond to the needs of the development community as well as the entire city in a holistic manner. As a partner from the very beginning, projects will move through the process with experts seeking the best end product while looking for financing tools as well as logical partners. This mirrors parts of a private sector project management team model that focuses on delivering a quality project to the customer.


None

FTEs


Total FTEs 22.80 22.80 22.00 22.00 15.00

Expenditures:


All Other 0 0 0 0 0








53

TOTAL 2,598,153 2,333,245 2,481,755 2,778,650 2,468,607


The prior year actuals are the total of the previous Planning Department (0650) budget plus the previous Business and Development (0780) budget. Weights & Measurses and the Art Department/Program are reported separately.

Revenues:


All Other 12,473 48,848 28,989 5,500 1,000


General Fund Resources 2,156,510 1,917,524 2,044,874 2,170,099 1,954,253

IG Revenue 73,854 1,916 48,084 213,124 460,266



Services 355,316 364,807 359,808 389,927 53,088

Taxes 0 0 0 0 0

TOTAL 2,598,153 2,333,245 2,481,755 2,778,650 2,468,607


The prior year actuals are the total of the previous Planning Department (0650) budget plus the previous Business and Development (0780) budget. Weights & Measurses and the Art Department/Program are reported separately.

54

Contact InformationDirector: Scott ChesneyPhone: 509-625-6061

Website: www.spokaneplanning.org

2010: 26% 2011: 33% '12 YTD: 40%

Key Services and Performance MeasuresOnline PermittingQuality Indicator:

Graph

Percent of permits issued online VS over-the-counter.

Significance:Online permitting can be more convenient for customers and saves staff time / costs.

Notes:Includes electrical, mechanical, and plumbing permits.

Annual Performance Averages:

Mission StatementWe work with the community to achieve its desired future.

Planning & Development Svcs.

0%10%20%30%40%50%60%70%80%90%

100%

2010: 26% 2011: 33% '12 YTD: 40%

2010: 14,405 2011: 17,581 '12 YTD: 11,169*2012 YTD is through June.

Graph

Cost savings resulting from online permitting.

Significance:Online permitting saves staff time and costs.

Notes:

Annual Performance Totals:

Quality Indicator:Online Permitting

0%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

02,0004,0006,0008,000

10,00012,00014,00016,00018,00020,000

2010 2011 2012

55

Significance:

Notes:

Annual Performance Averages:2010: 31 2011: 30 '12 YTD: 17

Significance:

Notes:

Annual Performance Averages:2010: 47 2011: 59 '12 YTD: 41

Full-Route Plan Review

Graph

Average number of days for staff to review plans.

Quick plan review times saves city resources and prevents unexpected delays for developers.

Does not include OTC reviews. Full-route projects are typically new construction, additions, and change of use.

Quality Indicator:

Short-Route Plan Review

Graph

Average number of days for staff to review plans.

Quick plan review times saves city resources and prevents unexpected delays for developers.

Does not include over-the-counter (OTC) reviews. Short-route projects are typically remodels.

Quality Indicator:

05

1015202530354045505560

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0102030405060708090

100

2010: 47 2011: 59 '12 YTD: 41 0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

56


57

Planning and Developer Services - Enterprise FundStand-alone Permit Center for centralized inspections, plan evaluation and permitting services. Center has permanent staff to allow for comprehensive and interdisciplinary knowledge of customer needs. Permit Center will be supported by other professional staff in the Planning & Development Group for any extrordinary projects.


58

Department Summary: Planning and Developer Services - Enterprise Fund



Fund Type: Enterprise Fund

Executive Summary:

Stand-alone Permit Center for centralized inspections, plan evaluation and permitting services. Center has permanent staff to allow for comprehensive and interdisciplinary knowledge of customer needs. Permit Center will be supported by other professional staff in the Planning & Development Group for any extrordinary projects.


This enterprise fund historically segmented income to assorted departments (engineering and planning) without a good way to track the actual effort or work on specific permitting. By central placing of all those who work directly with permitted projects, we will have a much clearer view as well as data to guide our fee structure. Efficiencies, accuracy and consistency will be much easier to achieve when these individuals are located in the Permit Center.


None

FTEs


Total FTEs 42.45 29.70 22.00 21.00 36.00

Expenditures:


All Other 0 313,947 538,195 0 0

Capital Outlay 111,545 19,275 0 0 0


Interfund Charges 1,267,226 843,267 811,690 915,380 935,645



Transfers to Other Funds 599 0 12,987 0 0


TOTAL 3,983,134 3,575,221 3,523,383 3,160,749 4,675,431


Revenues:


All Other 14,302 15,369 16,069 0 6,600

59






Services 3,718,490 3,642,378 3,804,171 4,251,070 3,634,900

Taxes 0 0 0 0 0

TOTAL 4,451,254 4,368,106 4,563,526 4,915,650 4,359,500


60

Program Summary: Building Permit Center




Executive Summary:

Customer focused center to deliver all plan review and permitting using multiple solutions; enhanced website, multi skilled staff and on hand experts in all disciplines.


This will combine what now shows up in planning, engineering as well as here. Resources from MIS will increase to move more of the simple permitting to the website. Fence permits will decline.


None

FTEs


Total FTEs 14.13 9.50 6.90 6.63 20.00

Expenditures:


All Other 0 100,463 170,070 0 0

Capital Outlay 37,178 6,168 0 0 0






Wages and Benefits 729,706 631,720 657,173 657,669 1,312,744

TOTAL 1,187,756 1,007,544 1,090,358 962,397 1,865,652


Reduction in Eng and Plan will show this higher than prior years

Revenues:


All Other 6,106 3,029 (18) 0 0



61




Services 1,472,809 1,237,049 1,300,470 1,645,270 1,068,700

Taxes 0 0 0 0 0

TOTAL 1,798,814 1,570,621 1,652,477 1,955,270 1,418,700


62

Program Summary: Building Regulation Enforcement & Inspections




Executive Summary:

All building and right of way related inspections will flow from this area. Working with Code Enforcement and the Permit Center to improve compliance and insure safe and build to plan projects grow Spokane.


This includes all inspectors, including those who currently sit in engineering for right of way. One supervisor of the inspectors, central training, fleet costs, etc will bring economy and consistency. Plan on increase in penalties to violators and more time teaching regular customers how to avoid a recall inspection will make all inspections more efficient and helpful.


None

FTEs


Total FTEs 28.32 20.20 15.10 14.37 16.00

Expenditures:


All Other 0 213,484 368,125 0 0

Capital Outlay 74,367 13,107 0 0 0







TOTAL 2,795,377 2,567,577 2,433,025 2,198,352 2,809,779


Revenues:


All Other 5,039 8,696 12,016 0 3,100



63




Services 2,245,681 2,405,329 2,503,701 2,605,800 2,566,200

Taxes 0 0 0 0 0

TOTAL 2,649,282 2,793,839 2,906,978 2,960,380 2,937,300


64


65

REET Fund: 6-yr Street ProgramThe REET fund: 6-yr Street Program is the revenue stream used to handle several needs from the Street Program i.e.; the cash flow demands stemming from Street Program projects, the required matching funds to obtain federal/state grants and this fund covers project expenditures that are not covered by other sources.


66

Department Summary: REET Fund: 6-yr Street Program


Priority: Mobility


Executive Summary:

The REET fund: 6-yr Street Program is the revenue stream used to handle several needs from the Street Program i.e.; the cash flow demands stemming from Street Program projects, the required matching funds to obtain federal/state grants and this fund covers project expenditures that are not covered by other sources.


The REET fund: 6-yr Street Program is only source of significant “local” funds used to maintain the 6-yr Street Program. This revenue source is used in several different ways. During the construction season hundreds of thousands of dollars are being transacted and a positive cash flow is needed to cover expenditures. This bid is used as needed to ensure construction is not delayed due to the City’s inability to cover expenditures in a timely manner. This fund is also the most significant source of matching funds the City is required to pledge when grant applications are being sought. The City relies upon federal and state funding sources for a majority of the cost to design, purchase right-of-way and construct capital transportation projects. Typically a grant criteria from Federal and state funding sources includes the requirement for local agencies to provide local funds as a match. The match typically ranges between 20% and 13%. For every dollar the City spends we typically receive 4 dollars in grant funds from federal and/or state sources. This is a significant return on investment for this size of community and this bid enables the City to pursue grant dollars.And finally, this bid covers any expenditure not covered by other sources. Cost increases, change orders or otherwise expenditures that are impossible to account for prior to their occurrence still must be covered after all other funding sources have been depleted. Since grant funding sources are obtained months if not years prior to actual construction, the City must have available a funding source that will cover any remaining expenses at the end of each project.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 1,774 2,020 1,847 2,500 2,500






Transfers to Other Funds 3,500,000 0 0 3,642,320 3,744,983


67

TOTAL 3,501,777 2,024 1,850 3,644,825 3,747,483


Revenues:


All Other 1,522,447 1,361,123 1,075,541 449,908 1,205,000






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,522,447 1,361,123 1,075,541 449,908 1,205,000


68


69

Street Bond FundThe 2004 Street Bond Fund: 10-yr Street Bond Program handles all the accounting transactions for the 10-yr Street Bond Program.


70

Department Summary: Street Bond Fund


Priority: Mobility


Executive Summary:

The 2004 Street Bond Fund: 10-yr Street Bond Program handles all the accounting transactions for the 10-yr Street Bond Program.


The 10-yr Street Bond Program is used in the transaction of all project costs incurred for projects found within the 10-yr Street Bond Program. On September 7, 2004 the City Council passed ordinance #33942 to implement a road improvement plan forwarded to them by the Mayor and the Citizens’ Street Advisory Committee. The ordinance further submitted a proposition to the voters to issue general obligation bonds in the total amount of $117,351,000 to finance the road improvement plan. This bond vote was approved by over 60% voters in a special election held November 2, 2004. The bonds were sold, and the proceeds are provided to the City to reimbursements the actual road improvement expenses incurred. This bid acts as the cash flow account for all the projects within 10-yr Street Bond Program.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 333,262 261,512 0 0 0

Capital Outlay 10,986,511 15,570,162 13,261,359 28,922,529 30,555,080

Debt Services 0 360,433 0 0 0




Transfers to Other Funds 0 213,305 426,900 977,000 977,000

Wages and Benefits 0 0 7,523 0 0

71

TOTAL 14,044,994 18,757,686 16,566,559 39,863,657 41,113,904


Revenues:


All Other 771,199 46,818,492 206,255 1,250,000 350,000



IG Revenue 2,425,734 910,302 103,674 0 0



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 3,196,934 47,728,794 309,929 1,250,000 350,000


72


73

Street Fund SummaryStreet Department is responsible for the safe and efficient movement of people and goods on the streets of the City of Spokane. There are six functional activities coordinated under a single department mission: Street Maintenance, Bridge Maintenance, Traffic Operations, Signs and Markings, Signal and Lighting and Street Administration.


74

Department Summary: Street Fund Summary


Priority: Mobility


Executive Summary:

Street Department is responsible for the safe and efficient movement of people and goods on the streets of the City of Spokane. There are six functional activities coordinated under a single department mission: Street Maintenance, Bridge Maintenance, Traffic Operations, Signs and Markings, Signal and Lighting and Street Administration.


The Street Department is responsible for approximately 2100 lane miles of paved roadways, 42 vehicular bridges, almost 470 traffic signal devices, approximately 85,000 traffic signs, 3.2 million lineal feet of pavement striping, and over 13,000 street lights. This is all provided to the traveling public 24 hours per day 365 days per year. In 2013 we will compile several solutions to funding street maintenance to care for the roads we build in a timely manner, eliminating the need to rebuild as often.


None

FTEs


Total FTEs 119.00 120.00 113.00 113.00 93.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 24,153 0 84,466 112,703 87,703



Reserve for Budget Adj. 0 0 0 (250,000) (250,000)

Supplies and Services 5,050,823 4,876,241 5,300,509 5,812,660 5,610,277



TOTAL 21,098,051 20,466,640 21,065,824 22,463,172 20,618,380


This reflects the reduction of 6 permanent positions, the transfer of two positions to Engineering Services, and the reassignment of Parking Enforcement to the Business and Development Division out of the Street Department.

Revenues:


All Other 385,244 260,457 165,333 138,493 136,493

75



IG Revenue 4,004,842 3,934,666 3,349,905 3,263,000 3,213,000


Operating Transfers In 11,910,000 12,214,417 13,951,583 15,040,000 13,517,476

Services 2,002,406 1,789,625 2,542,237 1,536,250 1,946,250

Taxes 1,600,537 1,454,885 1,146,976 1,600,000 1,200,000

TOTAL 20,202,989 19,895,487 21,422,538 21,847,243 20,016,719


The revenue changes are due primarily to restructuring of the department.

76

Contact InformationDirector: Mark SerbousekPhone: 509-232-8800

Website: www.spokanestreetdepartment.org

2011: '12 YTD: Annual Performance Averages:

0.76 0.90

Mission StatementThe Street Department is responsible for providing day-to-day safe and efficient movement of persons and goods throughout the City and for maintaining and preserving the City’s public streets, bridges, and traffic control devices.

Street Department

Key Services and Performance MeasuresStreet MaintenanceQuality Indicator:

Graph

Labor hours per square yard of pothole patching.

Significance:Crews are able to patch more potholes by working efficiently.

Notes:

0.000.200.400.600.801.001.201.401.601.802.00

2011: '12 YTD:

2011: '12 YTD:

0.76 0.90

Quality Indicator:

Graph

Labor hours per square foot of crosswalk maintained.

Significance:Crews are able to maintain more crosswalks by working efficiently.

Notes:Paint can only be applied in good weather and temperature. Averages are for months with activity.

Annual Performance Averages:0.019 0.014

Crosswalk Maintenance

0.00

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0.000

0.010

0.020

0.030

0.040

0.050

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

77


78

Program Summary: Signal & Lighting (Program 21300)


Priority: Mobility


Executive Summary:

The Signals and Lighting Section of the Street Department performs all preventive and corrective maintenance functions for every traffic control device within the City of Spokane. This includes traffic signals; ITS traffic cameras, city owned street lights, communications cable including underground and aerial lines utilizing both copper and fiber conductors.


The Street Department will install, inspect and maintain the 464 traffic signal devices and associated systems authorized within the City. This includes 253 signalized intersections located on major arterials, various school crossings, flashing school speed limit signs, radar-equipped speed advisory signs, emergency vehicle pre-emption systems, traffic flashers and other control devices. The drivers and pedestrians utilizing the various arterials in Spokane deserve the safest and most reliable traffic control devices available. Most of these public safety devices are connected via a communications cable plant containing over 40 miles of underground and aerial copper and fiber cabling, also installed, inspected and maintained by our Signal Technicians. This cable plant also provides communications, data and alarm functions for other departments and agencies throughout the City. Potential damage to the cable plant is controlled by continually mapping all of our underground facilities and marking them when notified by the regional One-Call locating service. Over 2,300 street lights are maintained in designated areas and signalized locations, including the core area of our Central Business District. The remainder is serviced by Avista Utilities under our Department’s direction and coordination. Our signal crews are on-call during non-working hours and respond promptly for emergency repairs at night and on weekends/holidays. Legal Mandates: Manual of Uniform Traffic Control Devices, Spokane Municipal Code. This department is running quite lean and does not respond as quickly as we could we the right amount of staffing.


None

FTEs


Total FTEs 10.50 10.50 10.50 10.50 10.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 67,625 55,428 50,428







79

TOTAL 1,366,773 1,278,792 1,577,960 1,579,495 1,574,828


This bid shows an decrease in personnel and benefits due to the elimination of half of a supervising FTE.

Revenues:


All Other 267,647 78,589 103,934 55,000 55,000



IG Revenue 10,160 (1,206) 0 5,000 5,000

Licenses and Permits 699 6,741 421 0 0

Operating Transfers In 0 0 0 0 1,378,828

Services 111,511 112,120 201,191 51,000 136,000

Taxes 0 0 0 0 0

TOTAL 390,017 196,244 305,546 111,000 1,574,828


Revenue is generated by charges for services to other City departments, WSDOT and private contractors.

80

Program Summary: Signs & Markers (Program 21400)


Priority: Mobility


Executive Summary:

The Signs and Markers Section is responsible for the installation, maintenance and timely replacement of traffic signs and pavement markings that have become worn out, damaged or removed. Representatives of this section also assist in traffic design review for construction projects.


This section is responsible for the maintenance of over 85,000 traffic signs. Regulatory and warning signs are required to be replaced when the retroreflectivity deteriorates below the minimum standards set forth by the Federal highway Administration. The manufacturers recommended replacement cycle is 7 to 10 years. The average age of Spokane’s 85,000 sign plates is 13.4 years. This section is responsible for the maintenance of over 3.2 million lineal feet of striping, 1362 crosswalks and 1195 pavement markings on the streets of Spokane. All public agencies have been required by federal environmental policy to use waterborne paints. Waterborne paints cannot be applied at ground temperatures below 50 degrees. Therefore crews time to apply waterborne paint has decreased from past years, which allows more time during the winter season for the paint to wear off the roadway. It is desirable to apply more expensive durable markings in locations of high-use where the paint typically wears-off and disappears from the roadway. Durable markings last 3 to 5 years or more with inlay tape, but they have a higher life cycle cost than waterborne paints. Legal Mandates: The Manual on Uniform Traffic Control Devices (MUTCD) is approved by the Federal Highway Administrator as the National Standard for the installation of signing, striping, and markings. The MUTCD, with any modifications, is adopted by the Washington State Secretary of Transportation and it is incorporated in to Washington Administrative Code (WAC) 468-95. AASHTO.


None

FTEs


Total FTEs 13.00 13.00 12.00 13.00 11.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 16,841 10,000 10,000






Wages and Benefits 919,338 877,743 942,167 1,009,888 873,820

81

TOTAL 1,383,155 1,315,487 1,457,736 1,566,670 1,448,638


This bid shows a decrease in personnel and benefits due to the elimination of a Labor Foreman and a Laborer II.

Revenues:


All Other 11,569 12,795 14,000 11,000 11,000



IG Revenue 5,696 13,814 15,068 5,000 5,000

Licenses and Permits 4,447 7,966 742 2,000 2,000


Services 50,391 74,256 77,394 25,000 75,000

Taxes 0 0 0 0 0

TOTAL 72,103 108,831 107,204 43,000 1,448,638


Revenue is generated from charges to other City departments and agencies. A small amount of revenue is from judgments and settlements for damaged street signs.

82

Program Summary: Street Fund Admin


Priority: Mobility


Executive Summary:

The Admin function sets the direction of the department by developing and implementing policies, guidelines and budgets. This section manages the personnel, equipment and resources within the Street Department. It provides the Human Resource support, coordinates training, equipment purchases and replacement and manages the budget.


The Administrative function of the Street Department includes the Director, Operations Engineer, and Clerks who support for the entire Department. The Clerks are responsible for the Departments maintenance management system (Cititech) which tracks the labor, equipment and materials for every activity within the Street Department. Personnel time in Cititech is downloaded directly to Peoplesoft payroll software.The Street Maintenance Supervisor, Assistant Street Maintenance Supervisor, and Radio Operations provide supervision and 24 hour/365 day customer service for multiple functions within the Street Department.


None

FTEs


Total FTEs 10.00 11.00 10.00 10.00 8.00

Expenditures:


All Other 0 0 0 0 0







Wages and Benefits 801,734 903,155 911,531 1,020,802 874,088

83

TOTAL 1,639,197 1,756,339 1,896,292 2,076,511 1,967,758


The bid show a decrease in personnel and benefits due to the elimination of the Assistant Street Supervisor and a Clerk II position.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 1,967,758


84

Program Summary: Street Lighting (Program 21500)


Priority: Mobility


Executive Summary:

This program pays for operation (Street Light electricity) and for installation and maintenance of Avista owned Street Lights located in the City.


This program pays for operation (Street Light electricity) and for installation and maintenance of over 10,725 Avista owned Street Lights located in the City. The installation and removal of these street lights is performed under the direction of the City Street Department. In addition to the lights owned and maintained by Avista, The City also owns and maintains 2,355 roadway lights. The maintenance cost for the City Owned lights is located in the Bid for "Signals & Lighting".


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 2,114,303 2,113,462 2,108,221 2,315,457 2,315,457


Revenues:


All Other 0 0 0 0 0


85





Services 0 0 0 0 0

Taxes 1,200,403 1,091,164 860,232 1,200,000 900,000

TOTAL 1,200,403 1,091,164 860,232 1,200,000 2,315,457


Revenue comes from Real Estate Excise Tax. About $1.4 Million is paid by General Fund.

86

Program Summary: Street Maintenance - Street Cleaning, Snow & Ice, Road and Bridge Maintenance (Programs 21600, 21700, 21800, 21900)


Priority: Mobility


Executive Summary:

This bid pays for the minimum level of service for street cleaning, roadway maintenance, snow/ice removal, and bridge maintenance. These services would typically be submitted as separate bids. They have been combined since these services share FTE's, equipment and other resources in order to minimize cost and optimize service.


STREET CLEANING: Street crews clean streets by flushing, sweeping, removing leaves. These services prevent the air quality from falling below federally required PM-10 air quality standards, helps to prevent flooding by keeping storm drain inlets clean and free of debris. ROADWAY MAINTENANCE: This section maintains approximately 2,100 lane miles of paved streets and 59 miles of gravel roads. This section also provides pavement inspection and management as required by law. This department performs crack sealing, grinder patching, skin patching, pothole patching, and grading of gravel streets as means to combat the deteriorating street infrastructure. SNOW & ICE REMOVAL: Whenever there is a danger of icy conditions on the roadways, the Street Department activates the approved Snow and Ice Control Plan. The goal of the Snow & Ice Plan is to keep winter driving conditions as safe as possible for the traveling public. BRIDGE MAINTENANCE: The City Bridge Division inspects, maintains, and rates 40 vehicular bridges and inspects 22 pedestrian bridges as required by FHWA in accordance with the National Bridge Inspection Standards (NBIS). An additional 65 bridges are inspected and reports provided to the owners, these include the downtown skywalks and railroad bridges. Bridge Maintenance also maintains approximately 17 miles of guardrail. Legal Mandates: STREET CLEANING is mandated by the United States Environmental Protection Agency, Washington State Department of Ecology, and Spokane County Air Pollution Control Authority. ROADWAY MAINTENANCE: The Intermodal Surface Transportation Efficiency Act of 1991 (Public Law 102-240, 105 Stat. 1914) requires a pavement management system in place as part of the planning tools that an agency uses. Without the PMS in place, the agency is not eligible for Federal funding. State Legislation SSB 5248 – Transportation Efficiencies Bill; City Arterial Reporting (46.68 RCW) BRIDGE INSPECTION: The City is required to inspect and maintain its bridges in accordance with the requirements of the National Bridge Inspection Standards (NBIS). Inspection results are required to be reported to the Washington State Department of transportation. Failure to comply with these standards can result in the federal government withholding all federal funds from Spokane.


Air quality, bridge inspection and pavement rating are federal mandates.

FTEs


Total FTEs 68.00 68.00 63.00 62.00 62.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 24,153 0 0 27,150 17,150




87




TOTAL 12,904,178 12,506,534 12,362,152 12,944,559 12,929,228


Wages and Benefits show a small increase which are offset by decreases in Interfund, Capital Outlay and Supplies.

Revenues:


All Other 0 0 0 0 70,468



IG Revenue 3,253,190 3,919,454 3,334,836 3,253,000 3,203,000

Licenses and Permits 3,277 4,689 693 1,500 1,500


Services 1,838,954 1,573,187 2,235,929 1,427,115 1,727,115

Taxes 400,134 363,721 286,744 400,000 300,000

TOTAL 17,405,555 18,075,468 19,809,785 20,121,615 12,327,567


The largest amount of Non-General Fund revenue comes from Real Estate Excise Tax (REET) and Motor Vehicle Fuel Tax. In 2012 REET revenues continue to perform well under historical averages, putting a greater burden on the General Fund. Other revenue is generated from work performed for other departments and charges for services to other customers outside of City departments. The revenue shortfall will, if needed, be covered by Street Department Reserves.

88

Program Summary: Traffic Operations (Program 21100)


Priority: Mobility


Executive Summary:

Traffic Operations in the Street Department is primarily responsible for maintaining the central signal operations platform and overseeing maintenance of the City signal and lighting infrastructure.


The safe and efficient movement of traffic is the most readily perceived result of our work to the citizens of Spokane. Signal operation improvements should result in reduced congestion and stop delays while moving through traffic signals. Installation of street traffic control devices are intended to provide roadway users with nationally recognized indications for behavior and actions. These are defined in the Federal Highway Administration’s Manual on Uniform Traffic Control Devices. While new developer-driven projects install new streets and associated devices, the city has an ongoing responsibility, with legal and financial liability, to effectively maintain and operate those devices. Measures of effective performance may be monitored through accident data, air quality data, traffic volume reports, intersection performance measures and public input. The Traffic Operations section performs intersection analysis and responds to citizens’ requests and inquiries. The Traffic Operations Section monitors and provides professional engineering to optimize the system.


None

FTEs


Total FTEs 5.00 5.00 5.00 5.00 2.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 20,125 10,125







89

TOTAL 559,502 487,256 528,680 664,919 382,471


This bid shows a decrease due to the transfer of one engineer and one engineering technician to Engineering Services and the reduction of one engineering technician.

Revenues:


All Other 0 0 0 (25) 25





Operating Transfers In 0 0 0 0 374,311

Services 1,420 12,645 26,230 3,135 8,135

Taxes 0 0 0 0 0

TOTAL 1,420 12,645 26,230 3,110 382,471


Revenue is generated by charges to other departments or agencies for services performed by the Traffic Operations staff. $15,000 of revenue related to Red Light Camera funding is being transferred with these three employees to engineering services.

90


91

Weights and MeasuresThis will transition to the State of Washington to deliver as they do for all other cities in Washington, except Seattle.


92

Program Summary: Weights and Measures


Priority: Healthy Citizens & Environment


Executive Summary:

This will transition to the State of Washington to deliver as they do for all other cities in Washington, except Seattle.


While the total cost of this program is small when viewed as part of the Division budget, it is not a service that drives economic benefit to the city. Individuals do not make decisions on where to buy; the City of the Valley or Spokane because we have a robust Weights and Measures Program. This money is better spent on programs that impact the economic development of Spokane in a direct manner.


None

FTEs


Total FTEs 1.00 1.00 1.00 1.00 0.00

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 4,692 3,050 2,192 4,783 0



TOTAL 91,529 93,890 97,207 96,804 0


Revenues:


All Other 0 0 0 0 0


General Fund Resources 60,228 55,464 57,121 55,304 0

93


Licenses and Permits 0 1,840 2,480 1,500 0


Services 31,302 36,586 37,606 40,000 0

Taxes 0 0 0 0 0

TOTAL 91,529 93,890 97,207 96,804 0


94


95

Workforce DevelopmentThis is a regional program that has relocated to Community Colleges. The county is the lead agency and the city will continue to be a partner in Workforce Development.


96

Department Summary: Workforce Development




Executive Summary:

This is a regional program that has relocated to Community Colleges. The county is the lead agency and the city will continue to be a partner in Workforce Development.


The cost of doing business in City Hall made it a smart choice to assist WFD in forming a 501c3 and moving to a strong partner, Community Colleges. The mission will be better served under this new model..


None

FTEs


Total FTEs 5.00 5.00 5.00 5.00 0.00

Expenditures:


All Other 0 0 0 0 0




Reserve for Budget Adj. 0 0 0 27,258 0

Supplies and Services 5,548,959 6,249,837 4,888,935 10,334,956 0



TOTAL 6,112,535 6,769,820 5,555,540 11,051,284 0


Expenditures were high in 2009 & 2010 due to addtional ARRA funding

Revenues:


All Other 0 10,560 54,949 20,640 0



97

IG Revenue 6,095,423 6,645,465 5,499,138 10,932,088 0



Services 0 24,365 1,454 98,556 0

Taxes 0 0 0 0 0

TOTAL 6,095,423 6,680,390 5,555,540 11,051,284 0


98

Community and Neighborhood Services Division

Departments: Code Enforcement

Combined Community Development & Human Services


Community Center Budget

My Spokane - Customer Service

Neighborhood Services

Spokane COPS

Traffic Calming

Youth Program

99



100


101

Code Enforcement DepartmentCode Enforcement and Litter Control provide enforcement of land use violations on private property and in public spaces (new 2013) and illegal dumping on public right of way and public land. These services are based on complaints from citizens on issues which effect health, safety, and quality of life.


102

Department Summary: Code Enforcement Department

Division: Community & Neighborhood Services



Executive Summary:

Code Enforcement and Litter Control provide enforcement of land use violations on private property and in public spaces (new 2013) and illegal dumping on public right of way and public land. These services are based on complaints from citizens on issues which effect health, safety, and quality of life.


The Code Enforcement and Litter Control respond to violations that affect the community’s safety, health and general welfare including: solid waste accumulation, junk vehicles, vacant and dangerous buildings, fire hazards from vegetation and debris, zoning violations such as illegal home occupations and parking violations. The department has 13 FTE including code officers, administrative staff and laborers. The department will continue to provide resources are provided to land use violations and illegal dumping are addressed and corrected resulting the resolution of over 3000 cases are year with a 93% voluntary compliance rate.


None

FTEs


Total FTEs 14.00 14.00 12.00 13.00 13.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 20,000 0





Transfers to Other Funds 1,083 0 0 0 0

Wages and Benefits 994,691 1,053,819 916,612 1,077,834 1,092,554

103

TOTAL 1,423,225 1,543,432 1,236,083 1,433,641 1,433,589


Revenues:


All Other 191,482 107,617 108,858 70,500 70,500

Fines and Forfeits 14,400 7,150 0 0 0




Operating Transfers In 412,877 321,813 195,430 274,350 304,350

Services 903,295 1,104,137 922,806 1,114,474 1,059,474

Taxes 1,144 2,615 8,990 0 0

TOTAL 1,523,199 1,543,332 1,236,083 1,459,324 1,434,324


104

Contact InformationDirector: Heather Trautman

Phone: 509-625-6083Website: www.beautifyspokane.org

2010: 731 2011: 774 '12 YTD: 389

Key Services and Performance MeasuresNeighborhood CleanupQuality Indicator:

Graph

Tons of trash removed.

Significance:The successfulness of neighborhood cleanup days is measures by the amount of trash removed.

Notes:Program is not active from December through February.


Mission StatementTo promote Community awareness of and encourage compliance with City Municipal Codes to enhance the quality of life and foster civic pride.”

Code Enforcement

0255075

100125150175200225250275300

2010: 731 2011: 774 '12 YTD: 389

2010: 66% 2011: 71% '12 YTD: 75%

Quality Indicator:

Graph

Percentage of complaints resolved within 30 days of submission.

Significance:A timely resolution to code violation complaints is important to citizens.

Notes:Does not include Building Official cases.


Code Compliance

0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%10%20%30%40%50%60%70%80%90%

100%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

105


106

Program Summary: Code Enforcement




Executive Summary:

Code Enforcement promotes awareness of state and local land use codes, provides public education and training, and compliance resources which result in enhanced quality of life and civic pride. Public safety and health will be preserved, the community becomes engaged and empowered to address issues, investment in properties increases, and neighborhoods are stabilized.


Code Enforcement will respond to violations that affect the community’s safety, health and general welfare including: solid waste accumulation, junk vehicles, vacant and dangerous buildings, fire hazards from vegetation and debris, zoning violations such as illegal home occupations and parking violations. The department’s 5 ½ FTE officers and 2 FTE administrative staff respond to complaints and inquires. The program provides one of the most comprehensive knowledge bases of city functions and resources for responding to citizens to call for assistance. Code Enforcement coordinates with numerous agencies for services increasing resolution rates and decreasing response time.


None

FTEs


Total FTEs 7.86 7.85 6.54 7.08 7.08

Expenditures:


All Other 0 0 0 0 0








107

TOTAL 840,026 899,216 702,010 791,122 805,486


Revenues:


All Other 191,482 107,617 108,816 70,500 70,500

Fines and Forfeits 14,400 7,150 0 0 0





Services 369,494 466,845 337,215 463,355 436,355

Taxes 1,144 2,615 8,990 0 0

TOTAL 989,398 906,040 650,451 808,205 811,205


108

Program Summary: Litter Control




Executive Summary:

Litter Control provides primary service for the 13 incorporated cities and unincorporated Spokane County for complaints of Illegal dumps and litter on public right of way and public land under the Spokane Regional Solid Waste System. This service includes patrolling coordinated routes, addressing frequent litter sites, and responding the sites as needed. This program also supports the Solid Waste Department through the abatement of solid waste from private property in the City of Spokane as a result of non-compliance with regulations and standard. The program provides essential recycling services including household battery, appliances and supports the SRSWS education programs. The Litter Control program maintains the City’s speed feedback sign program under and Photo Red and the neighborhood cleanup program for 27 neighborhoods.


Litter Control will continue to ensure that there are resources to abate illegally dumped trash and litter materials on the public right-of-way and public property. This program addresses 4 FTE’s and 2, ½ FTE’s and equipment. In addition to response and abatement, the additional ½ FTE’s provide investigation resources into illegal dumping and project coordination. This program provides the singular labor resource for all solid waste abatement needs in the cities and Spokane County. Each year removes 350 tons of solid waste which have been discarded illegally and 300 tons of nuisance material on private property is abated.


Spokane Regional Solid Waste Managment System Contract with City of Spokane for county-wide control of illegal dumping and littering

FTEs


Total FTEs 6.14 6.15 5.46 5.92 5.92

Expenditures:


All Other 0 0 0 0 0








109

TOTAL 583,199 644,216 534,073 642,519 628,103


Revenues:


All Other 0 0 0 0 0






Services 533,802 637,292 585,590 651,119 623,119

Taxes 0 0 0 0 0

TOTAL 533,802 637,292 585,590 651,119 623,119


110


111

Combined Community Development & Human ServicesThis department utilizes federal, state and local dollars to fund the social services and housing providers which create Spokane's safety net for extremely low to moderate income citizens.


112

Department Summary: Combined Community Development & Human Services


Priority: Reduced Vulnerability


Executive Summary:

This department utilizes federal, state and local dollars to fund the social services and housing providers which create Spokane's safety net for extremely low to moderate income citizens.


This bid represents a reorginzation that brings together the Human Services and Community Development departments.

Desired Outcomes: • Maximize the impact of each dollar spent to support citizens in need by aligning City investments in human services, housing and supports for extremely low income to moderate income households. • Increase our region’s ability to receive competitive grant dollars. HUD leaders have indicated that aligning social service and housing investments is imperative to receiving future competitive grant funds. • Lower administrative costs for agencies by bundling funding sources and consolidating requests for proposals, joint monitoring and supporting interagency collaboration.• Reduce administrative costs related to City administration of funding sources by sharing accounting, clerical support and management.• Align the Consolidated Plan with the 10-year plan to end homelessness.

Background: In 2013, the City will invest roughly 12.9 million dollars in social services and housing for low and moderate income citizens. This investment is funded through many sources of state and federal grants as well as local City general fund dollars. The City’s priority is to spend these dollars effectively to serve our citizens who are most in need. Currently, two City departments, the Community Development Department and the Human Services Department, separately manage the expenditure of these funds by contracting with government, private and non-profit entities. The Community Development department has traditionally focused on investments in housing and capital through a neighborhood-centric allocation process that involves 11 neighborhood steering committees and a citizen advisory body known as the Community Development board. Meanwhile, the Human Services department’s investments are service-oriented. For example, rental assistance, homeless shelters and housing counseling are services provided by agencies funded through the Human Services Department. This department utilizes two citizen advisory boards, Human Services Advisory Board and the Regional Homeless Governance Council, as policy recommendation bodies for the allocation of their funding. The citizen advisory bodies for both Community Development and Human Services make funding recommendations to the City Council for final consideration.Both departments play an integral part in creating the safety net for citizens in need through providing supportive services and stabilizing, affordable housing opportunities. Although these departments are working towards a similar end, our current structure creates a system where our social service and housing investment decisions are made separately. Through bringing together the advisory boards and administrative support functions, these decisions will be made jointly so that they may complement each other and our dollars are spent more effectively.


None

FTEs


Total FTEs 18.80 18.80 17.80 17.80 13.80

113

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 747,519 1,024,608 767,852 100,000 100,000







TOTAL 13,889,845 15,742,269 17,079,028 21,343,505 19,993,757


Revenues:


All Other 1,625,256 1,648,594 5,737,309 1,315,000 980,000



IG Revenue 9,337,484 11,498,258 10,079,521 17,353,751 16,127,974



Services 781,738 645,455 307,483 1,282,575 732,829

Taxes 0 0 0 0 0

TOTAL 13,102,630 15,084,193 17,450,904 21,337,925 19,223,720


All Other revenues is primarily housing rehab laon payments (except 2011 which includes $3.2million sale of Carlyle).

114

Program Summary: Community Development (CD)




Executive Summary:

The CD Program exists to revitalize older and lower-income neighborhoods, and to help meet basic needs of residents. It incorporates a high level of citizen participation in decision-making, including budgeting. All activities necessary to plan and implement projects/programs under available 2012 federal funding, following the Consolidated Plan are included.


Undertake all required and many extraordinary activities to ensure the receipt of approximately $12 million in available Community Development-related federal funding and program income for 2012, provide efficient and effective utilization of those resources in vulnerability-reducing projects and programs, and meet all contractual, administrative, monitoring and reporting requirements under Federal, State and local regulations. The activities follow the strategy established in the Council-approved Consolidated Community Development and Housing Plan. These activities will be accomplished with substantial interaction with other City Departments and outside agencies and organizations. Many long-term partnerships and working arrangements have previously been built and sustained. The activities to be performed in the execution of this bid are many and varied. They include internal administration and management, and external delivery of services utilizing grant proceeds. The internal activities can be summarized into HUD-required categories: needs and priority determinations with citizen participation, budgeting/allocations, developing matching funds and leverage, contract development and execution, monitoring of project delivery/meeting of federal requirements, reporting as required by HUD, and customer service. External activities can be summarized into the following (HUD reporting) categories: neighborhood facilities, park and playground improvements, streets and sidewalks, public services, housing rehab, rental assistance and affordable housing development, and economic development activities.


None

FTEs


Total FTEs 12.80 12.80 11.80 8.80 6.75

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 747,519 1,024,608 767,852 100,000 100,000






Wages and Benefits 1,090,877 1,153,263 1,084,426 886,732 700,472

115

TOTAL 9,302,282 10,537,111 11,812,761 12,918,571 12,672,727


Expenditures (if any) greater than revenues, are non-cash adjustments or came from existing fund balance. All Grant Revenues & Expenses Balance.

Revenues:


All Other 1,619,788 1,646,057 5,730,271 1,315,000 980,000



IG Revenue 6,668,122 7,946,638 6,366,597 10,705,967 10,908,342



Services 211,890 278,544 0 0 0

Taxes 0 0 0 0 0

TOTAL 8,499,800 9,871,239 12,096,868 12,020,967 11,888,342


All Other revenues is primarily housing rehab laon payments (except 2011 which includes $3.2million sale of Carlyle)

116

Program Summary: Homeless Prevention, Housing and Services Grant Program




Executive Summary:

The Department acts as the lead agency for a number of city and regional grants through the Department of Housing and Urban Development and the Washington State Department of Commerce. The grants fund a continuum of services from homeless prevention, supportive housing, services to support housing stability and emergency shelter.


This bid is a combination of funds received through competitive grants from the Department of Housing and Urban Development, the Washington State Department of Commerce as well as Washington State Homeless Housing Assistance Act funds. The department is the direct grantee of these funds with these state and federal agencies and acts as the pass-through agency for the vast majority of these dollars to local non-profit service providers.

Administration of these funds include developing and implementing annual Request for Proposals, working with committees/boards to develop recommendation of the allocation of the funds, ensuring grant funds are being spent on allowable and allocable activities, processing payments to sub-contractors, monitoring program progress, collection and analysis of program and client data along with submitting required reports to the funding agency.

The department is firmly established in the community as a leader in homeless strategic planning, grant administration, data collection and program evaluation, dating back to 1990. Through the leadership and hard work of the department, the community has access to state and federal grants, leveraging local resources and reducing vulnerability of low income citizens.

Homeless individuals and families are the most vulnerable citizens of our community. National studies have shown that housing homeless individuals and families, as well as providing essential support services reduces their vulnerability, and utilization of other public services such as emergency rooms, police and fire response and jails. Nationally studies demonstrate that this combination of housing and supportive services reduces homelessness by an average of 70% while increasing employment and self-sufficiency. Each of our state and federal grants require some level of match, of which we use a portion of our City general fund budget to support. A decrease in the departments general fund budget could lead to a decrease in the level of grant funds received by state and federal sources.


None

FTEs


Total FTEs 3.35 3.35 4.00 6.00 4.65

Expenditures:


All Other 0 0 0 0 0


117







TOTAL 3,220,177 3,903,572 3,931,776 7,023,335 5,923,113


Revenues:


All Other 5,468 2,537 7,038 0 0



IG Revenue 2,650,328 3,527,494 3,690,649 6,626,784 5,198,632



Services 569,848 366,911 307,483 1,282,575 732,829

Taxes 0 0 0 0 0

TOTAL 3,225,644 3,896,942 4,005,170 7,909,359 5,931,461


Amounts in 'All Other' are interest revenue

118

Program Summary: Human Services General Fund Program




Executive Summary:

This bid is to fund the general operations of the human services department. The department carries out a number of activities and responsibilities including the annual Human Services Advisory Board grant allocations, grant administration, strategic planning, board and committee support and participation in community initiatives focused on improved quality of life.


The mission of the department is to enrich the quality of life of vulnerable and at-risk populations through: the administration and coordination of local, state and federal grant funds and through collaborative partnership with non-profit and government agencies that improve coordination and maximize the use of public and private resources to meeting human service needs. The department accomplishes this through a variety of activities or core services such as:• GRANT ADMINSTRATION AND LEADERSHIP: The department is responsible for developing and administering Request for Proposal (RFP) processes for city, state and federal grants in the area of human services. This includes monitoring sub-recipients for performance and adherence to program and fiscal grant requirements, completing and submitting required quarterly and annual reports to the funding agencies, providing technical assistance to non-profits and community partnerships. Where appropriate the department will act as the lead agency or umbrella applicant on grants with multiple partners. • STRATEGIC PLANNING: The department is the lead agency responsible for the completion, implementation and monitoring of community planning documents such as the Regional 10 Year Plan to End Homelessness, annual work plan for the Department of Housing and Urban Development McKinney Vento Homeless Assistance grant, and the One Day Count of Homeless. We monitor the implementation of plan goals and strategies, provide ongoing progress reports to boards and committees, propose strategies to improve performance and provide technical assistance to agencies and partnerships as needed. • ADVISORY BOARD AND COMMITTEE SUPPORT. This includes the Human Services Advisory Board, the Regional Homeless Governance Council as well as ad-hoc committees and task forces as needed or requested.• COMMUNITY ASSESSMENT: The department will be leading an initiative to complete an assessment of community needs, gaps and opportunities, which will be used to inform future investment of city resources to improve the quality of life for low to moderate income households. • COMMUNITY ENGAGMENT: The department supports a number of broader/community level initiatives focused on improving the quality of life for low to moderate income households. The director sits on the Aging and Long-term Care of Eastern Washington board of directors, the homeless advisory committee of the Washington State Low-Income Housing Alliance, as well as represents the city on the community funders group and various ad-hoc committees throughout the year.

With this general fund investment in human services, the department is able to leverage an estimated $8 million in state and federal grants to support vulnerable populations. Many of these grant funds are only made available to local government entities and are used by local agencies as match and leverage for other funding opportunities.


None

FTEs


Total FTEs 2.65 2.65 2.00 3.00 2.40

Expenditures:


119

All Other 0 0 0 0 0








TOTAL 1,358,186 1,291,886 1,326,591 1,386,599 1,382,917


Amounts in 'Wages and Benefits' include Auto Allowance & Cell Phone

Revenues:


All Other 0 0 0 0 0



IG Revenue 19,034 24,126 22,275 21,000 21,000



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,358,186 1,291,886 1,326,591 1,386,599 1,382,917


IG Revenue is Liquor Tax & Liquor Board Profits

120

Program Summary: Warming Center Program




Executive Summary:

This bid is to fund Spokane’s non-profit social service agencies whom have been certified as warming centers to assist the most vulnerable citizens by providing emergency overnight shelter during the winter months when the weather is forecast to fall below 15 degree Fahrenheit and the shelter was at capacity the previous night.


Being homeless is far from a safe environment; however the risk to these vulnerable citizens’ health and well-being is exacerbated during times of extreme cold weather. The Warming Center Program reduces this risk by providing supplemental funding for designated temporary areas where homeless individuals and families can come in out of the cold, get a blanket and cup of coffee and warm up.

Warming Center sites, which are not set up to provide typical shelter accommodations such as a bed, will be opened at the request of the City as needed from November 1, 2012 until February 28, 2013. The City will request warming centers to open on days when temperatures are expected to drop to 15°F or lower with and each of the sub-population shelters were full the previous night. These sites will be available in addition to the homeless shelters located throughout the City, which do provide sleeping accommodations.

The Spokane Homeless Coalition assisted in the development of this program and the selection of the warming center locations. An ad-hoc committee of the Homeless Coalition works closely with the human services department to plan, organize and implement the program.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








121

TOTAL 9,200 9,700 7,900 15,000 15,000


Entirety of Warming Center budget is grant expenditures to agencies.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 9,200 9,700 7,900 15,000 15,000


122


123

Community & Neighborhood Services DivisionThe division of Community and Neighborhood Services incorporates the City's citizen and community oriented departments (ONS/Code, Human Services & Community Development, Community Centers and Service First). The division is focused on empowering citizens to be engaged in government, providing support for Spokane's very-low to moderate income citizens, and providing excellent customer service in citizens' interactions with the City.


124

Department Summary: Community & Neighborhood Services Division


Priority: Leadership


Executive Summary:

The division of Community and Neighborhood Services incorporates the City's citizen and community oriented departments (ONS/Code, Human Services & Community Development, Community Centers and Service First). The division is focused on empowering citizens to be engaged in government, providing support for Spokane's very-low to moderate income citizens, and providing excellent customer service in citizens' interactions with the City.


This budget includes administrative support and management for the division of Community and Neighborhood Services. This budget also reflects support funding for the My Spokane customer service initiative.


None

FTEs


Total FTEs 2.40 2.40 2.40 2.40 2.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 48,348 0 0







TOTAL 282,689 292,095 359,333 303,302 348,241


Increase in expenditures is related to the transference of 1/2 position from building maintenance program to the CNS budget. At the same time, one position has been eliminated from the budget. Funding dedicated to this position has been redistributed to cover division expenses and training for the My Spokane customer service program.

Revenues:


All Other 3,572 2,948 2,535 0 0

125






Services 0 0 3,817 1,000 0

Taxes 0 0 0 0 0

TOTAL 282,689 292,095 359,333 303,302 348,241


126


127

Community Center BudgetThis funding represents the general fund allocations to our four primary community centers (East Central, Northeast and West Central & Peaceful Valley). Community Center operators leverage this contribution to seek outside funding and provide community services like healthcare, food security, job training, childcare and elderly services.


128

Department Summary: Community Center Budget




Executive Summary:

This funding represents the general fund allocations to our four primary community centers (East Central, Northeast and West Central & Peaceful Valley). Community Center operators leverage this contribution to seek outside funding and provide community services like healthcare, food security, job training, childcare and elderly services.


Northeast Community Center and West Central Community center and Peaceful Valley Community Center are managed by non-profit entities operating under a contract with the City of Spokane. Currently, the East Central Community Center is a department of the City of Spokane. In 2013, the East Central Community Center will be transitioned operate in a fashion consistent with the other two centers.

The centers act as a hub for the communities they serve, collocating vital social services which improve the quality of life and create a safety net for our low and moderate income citizens. Additionally, the centers provide civic capital, meeting space and recreational opportunities for citizens.


None

FTEs


Total FTEs 11.09 11.70 9.89 9.89 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 615,658 5,000 0 0







129

TOTAL 1,276,663 1,838,564 1,263,171 1,269,636 774,118


2010 included a one-time expense of $600k as a contribution to the expansion of the NE Community Center.

Revenues:


All Other 91,425 91,767 117,443 127,041 0


General Fund Resources 788,016 1,371,977 811,776 783,212 774,118

IG Revenue 186,716 203,638 195,107 222,539 0


Operating Transfers In 0 0 137,542 0 0

Services 210,506 171,182 1,302 128,816 0

Taxes 0 0 0 0 0

TOTAL 1,276,663 1,838,564 1,263,170 1,261,608 774,118


130

Program Summary: East Central Community Center




Executive Summary:

The 2013 bid represents the transition from ECCC operating as a City department to a non-profit model similar to the Northeast and West Central community centers. ECCC serves as a one-stop neighborhood resource center. It provides social and recreational services primarily to low and moderate-income neighborhood residents.


ECCC houses five tenants: Women, Infants & Children (WIC); Refugee Connections; Spokane Basketball; Jacob’s Well Community Resource Center, and Spokane Neighborhood Action Program (SNAP). Direct services include: Developmental Disabilities (DD) program; Adult Day Care (ADC); Senior Center; Computer Lab; Food Bank; Referral and Information Assistance; Youth Recreation. ECCC is a distribution site for seasonal programs such as Coats 4 Kids, swimsuits for kids, summer meals for children, shoes for children, Tree of Sharing, and dump passes. Through collaborations with other agencies, ECCC hosts large community events such as a Holiday event with toys for kids, a Summer Carnival, Family Fun Night, and a Halloween Carnival. Many partnerships have been built to leverage more resources for the Center, such as WSU’s Food Sense program providing cooking classes, Hospice of Spokane providing a grief support group, Eastside Reunion providing a soup kitchen, and Jacob’s Well providing outreach to Veterans. Partnerships with other agencies such as the Neighborhood Steering Committee allow the Center to have a Community Garden program, and a multi-agency Back to School Day at ECCC. The DD, ADC, and Senior Lunch programs are provided by contracts with agencies and are funded by grants totaling over $200,000.00. The Center has twelve employees: six full-time and six part-time.


None

FTEs


Total FTEs 11.09 11.70 9.89 9.89 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 15,658 5,000 0 0







131

TOTAL 959,138 954,238 987,134 991,065 502,627


The Accountant 1 position was moved to Centralized Accounting thus, Total FTEs are reduced, and the related Wages and Benefits were moved to Interfund Charges.

Revenues:


All Other 0 11 25 5,000 0

Fines and Forfeits (25) 0 0 0 0


IG Revenue 186,716 203,638 195,108 222,539 0


Operating Transfers In 0 0 137,542 127,316 0

Services 301,956 262,938 118,720 123,541 0

Taxes 0 0 0 0 0

TOTAL 959,138 954,238 987,134 991,065 502,627


IG Revenue includes all grants received by ECCC. Services are mostly comprised of Room Rentals and Tenant Leases at ECCC. Operating Transfers In are funds received by CDBG & Parks. CDBG funds were previously presented within Services.

132

Contact InformationDirector: Kathy Armstrong

Phone: 509-625-6699Website: www.ecccspokane.org

2010: 14,576 2011: 19,416 '12 YTD: 9,899

Mission StatementProvide support services, outreach, and leadership and advocate for issues affecting the East Central neighborhood.

East Central Community Center

Key Services and Performance MeasuresVolunteer ServicesQuality Indicator:

Graph

Total number of volunteer hours provided.

Significance:Community centers can enhance their positive impacts by leveraging volunteer hours.

Notes:Monthly info is unavailable for 2010 and 2011.

Annual Performance Totals:0

500

1,000

1,500

2,000

2,500

3,000

2010: 14,576 2011: 19,416 '12 YTD: 9,899

2010: 8,604 2011: 12,181 '12 YTD: 5,840

Senior Lunch Program

Graph

Total number of meals served.

Significance:Most seniors benefiting from the senior meals program live below the poverty line.

Notes:


Quality Indicator:

0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0250500750

1,0001,2501,5001,7502,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

133


134

Program Summary: Northest Community Center Allocation




Executive Summary:

This bid represents the maintenance and operation contract between the City of Spokane and Northeast Community Center Association.


This contract requires the NECCA to continue to operate the North East Community Center, which is owned by the City. This contract includes an allocation for a grant writer. These services are shared between the West Central, East Central and Northeast community centers. The center provides quarterly audit reports to ensure proper expenditure of public funds. The scope of services provided at the center is determined by the City.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 131,000 125,668 133,588 140,544 140,544


Revenues:


All Other 0 0 0 0 0


135





Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 131,000 125,668 133,588 140,544 140,544


136

Program Summary: Peaceful Valley Community Center




Executive Summary:

This bid represents the maintenance and operation contract between the City of Spokane and the Peaceful Valley Neighborhood Association/Community Center.


This contract requires the PVNA to continue to operate the Peaceful Valley Community Center, which is owned by the City. This center provides an array of services primarily focused on youth, education and recreation. The center is currently examining opportunities to move their operation to a new location. This move is anticipated to occur in 2013. The center provides quarterly audit reports to ensure proper expenditure of public funds. The scope of services provided at the center is determined by the City.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 36,952 33,576 30,554 30,554 30,554


Revenues:


All Other 0 0 0 0 0


137





Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 36,952 33,576 30,554 30,554 30,554


138

Program Summary: West Central Community Center




Executive Summary:

This bid represents the maintenance and operation contract between the City of Spokane and the West Central Community Development Association.


This contract requires the WCCDA to continue to operate the West Central Community Center, which is owned by the City. The WCCDA is also provided with grant writing services through a contract with the (Northeast Community Center Association) NECCA. These services are shared between the West Central, East Central and Northeast community centers. The center provides quarterly audit reports to ensure proper expenditure of public funds. The scope of services provided at the center is determined by the City.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 149,572 125,082 111,895 100,393 100,393


Revenues:


All Other 0 0 0 0 0

139






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 149,572 125,082 111,895 100,393 100,393


140


141

My Spokane - Customer ServiceThe idea behind My Spokane is simple; citizens should not have to understand how government works in order to receive excellent services from government. My Spokane will provide our customers with the opportunity to receive all major services, such as, obtaining permits, paying utility bills, and registering for recreation in one convenient location at City Hall or on the City’s newly organized website.


142

Department Summary: My Spokane - Customer Service




Executive Summary:

The idea behind My Spokane is simple; citizens should not have to understand how government works in order to receive excellent services from government. My Spokane will provide our customers with the opportunity to receive all major services, such as, obtaining permits, paying utility bills, and registering for recreation in one convenient location at City Hall or on the City’s newly organized website.


My Spokane serves as the City's customer service program. This program includes 5FTE's who act as the primary contact for our customers. My Spokane representatives will work with various departments to implement and improve systems in which citizens recieve service from the City; respond and follow-up on customer inquiries and requests, provide direct services for various departments on the first floor of City Hall and assist in staffing the City's planned 311 system.

My Spokane representatives will track and manage customer information through the City's Customer Relationship Management Software. Information gathered from this system will be used to evaluate our customer service levels.

Through My Spokane we will make access to public services simple for our customers. We will enhance citizen experience and perception of City services by improving accessibility, quality and breadth of service delivery at City Hall and on our website.Our service delivery will be efficient, thorough, collaborative, comprehensive and consolidated.Efficient – we minimize the number of times a customer needs to interact with us to obtain service.Thorough – we follow through until issues are resolved & our customers’ needs are satisfied.Collaborative – we work together and with customers to deliver services and resolve issues.Comprehensive – we will address as many of our customers’ needs at one-time as possible.Consolidated – we will provide high demand services & public meeting spaces on the first floor or through a personalized experience on our website.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 5.00

Expenditures:


All Other 0 0 0 0 0





143



Wages and Benefits 0 0 0 0 337,327

TOTAL 0 0 0 0 337,327


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 337,327

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 337,327


144


145

Neighborhood ServicesNeighborhood Services provides a key link between the City and its citizens. In this link, ONS empowers citizens to make their neighborhood a better place by facilitating communication between citizens, departments, and elected officials. This communication is essential to creating a transparent and responsive City to its citizens needs. This engagement leads to policy development and impacts government decision making. Additionally, ONS oversees direct neighborhood improvement efforts like the neighborhood council clean-up program, traffic calming program, and code enforcement.


146

Department Summary: Neighborhood Services




Executive Summary:

Neighborhood Services provides a key link between the City and its citizens. In this link, ONS empowers citizens to make their neighborhood a better place by facilitating communication between citizens, departments, and elected officials. This communication is essential to creating a transparent and responsive City to its citizens needs. This engagement leads to policy development and impacts government decision making. Additionally, ONS oversees direct neighborhood improvement efforts like the neighborhood council clean-up program, traffic calming program, and code enforcement.


Neighborhood Services will provide the necessary resources to respond to the community, department and agencies needs through effective and continuous communication, process engagement and program implementation. The department’s public information officer and administrative staff will facilitate communication and meeting, and provide technical assistance on a wide variety of needs and concerns, and mediate conflicts for the best resolution possible. The staff will liaise with multiple agencies and departments on a variety of issues from neighborhood clean up to traffic calming.


City Charter Provision Title 4

FTEs


Total FTEs 3.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0








147

TOTAL 530,793 324,063 334,825 342,836 365,902


Expenditure increase has been offset by new revenues from the Business Developer Services Division. Neighborhood Services will be providing support for the Neighborhood Business Center Program in 2013. Funding for this program has been transferred from the BDS budget to the ONS budget. Budget was significantly higher in 2009 because the City hosted the Neighborhoods USA Conference.

Revenues:


All Other 34,447 5,790 0 0 0






Services 73,133 44,923 0 15,000 15,000

Taxes 0 0 0 0 0

TOTAL 530,793 324,063 334,825 342,836 365,902


148


149

Spokane COPSThe COPS program promotes community engagement by allowing citizens to take ownership of neighborhood problems through partnership with law enforcement. Strategically located shops offer convinient contacts sites between citizens, volunteers, and the police.


150

Department Summary: Spokane COPS


Priority: Safety


Executive Summary:

The COPS program promotes community engagement by allowing citizens to take ownership of neighborhood problems through partnership with law enforcement. Strategically located shops offer convinient contacts sites between citizens, volunteers, and the police.


The Spokane Community Oriented Policing Service (COPS) program is a non-profit organization that serves as a central liaison between the City of Spokane Neighborhood Services and law enforcement. In partnership with the Spokane Police Department's Neighborhood Resource Officer program, COPS operates 10 substations within the City of Spokane that provide a wide variety of services, programming, and information to their respective neighborhoods. In addition, COPS substations have developed a wide array of partnerships with businesses, residents, and other government and non-profit agencies with a compatible mission to improve quality of life conditions in Spokane. COPS also sponsors an array of community events to promote safer neighborhoods, like the Night Out Against Crime. As such, COPS substations are actively involved in improving the quality of life in their neighborhoods in partnership with the Spokane Police Department and other government and non-profit services within the broader community.

The Spokane COPS program currently promotes Block Watch, Latent Fingerprinting, Paint Over Graffiti (POG), ID Theft and Fraud, Operation Family ID, Neighborhood Observation Patrol (NOP), and Crime-Free Multi Housing. This is in addition to volunteers supporting the NROs working out of the COPS Shops by conducting initial intake and research into neighborhood issues as well as responding to the changing community needs. The COPS Shops and volunteers often serve as resources for citizens looking for information on food banks and swim passes, as well as continuing encounters with mentally ill individuals seeking help.

Today there are ten Spokane COPS facilities staffed by over 250 volunteers. These volunteers are the equivalent of 25 FTEs; they donated over 45,000 hours in 2011. The program is run by the Director and two support staff. In addition to the current ten locations, another three neighborhoods are lobbying for their own COPS Shop (Garland, West Plains, and Indian Trail). Cuts to the COPS budget impacts the program’s ability to manage these volunteers and the various programs mentioned above.


None

FTEs


Total FTEs 0.30 0.28 0.25 0.23 0.23

Expenditures:


All Other 13,764 10,992 14,388 12,400 12,400





151




TOTAL 428,270 414,061 408,684 413,680 385,116


Expenditures for the COPS Program were reduced in line with overall SPD reductions where COPS has resided historically.

Revenues:


All Other 0 0 0 0 0



IG Revenue 3,392 21,571 19,811 48,500 48,500



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 428,270 414,061 408,684 413,680 385,116


152


153

Traffic CalmingTraffic Calming is funded through the Photo Red program and provides annual traffic calming measures and traffic calming infrastructure. The program also supports the camera operations from violation imaging to the issuance of civil infractions. The program invests significant resources into traffic calming infrastructure through a competitive bid process between neighborhood councils in each of the three council districts. Traffic calming has annual benefits through the deployment of speed feedback indicator signs in the neighborhoods to affect behavior and reducing speed and increasing pedestrian and bicyclist safety.


154

Department Summary: Traffic Calming




Executive Summary:

Traffic Calming is funded through the Photo Red program and provides annual traffic calming measures and traffic calming infrastructure. The program also supports the camera operations from violation imaging to the issuance of civil infractions. The program invests significant resources into traffic calming infrastructure through a competitive bid process between neighborhood councils in each of the three council districts. Traffic calming has annual benefits through the deployment of speed feedback indicator signs in the neighborhoods to affect behavior and reducing speed and increasing pedestrian and bicyclist safety.


Traffic Calming is managed through the Neighborhood Services Program to coordinate the coordination of the placement of the speed feedback signs with the neighborhood councils. The ONS also coordinates the application process for the traffic calming infrastructure applications with the 27 neighborhoods, City Engineering and Traffic and elected officials. The projects requested for implementation including over 70 arterial and local access streets including improvements to sidewalks, bicycle lanes, curbing for reduced speed, safety features (cross walks, sharros) and increased pedestrian buffers.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 51,741 350,000 450,000


Interfund Charges 0 0 181,433 101,221 150,000


Supplies and Services 0 0 586,168 550,000 700,000



155

TOTAL 0 0 819,342 1,001,221 1,300,000


Revenues:


All Other 0 0 0 0 0

Fines and Forfeits 0 0 1,055,359 1,000,000 1,000,000




Operating Transfers In 136,486 509,919 0 0 0

Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 136,486 509,919 1,055,359 1,000,000 1,000,000


In 2009 & 2010, the Phote Red revenue was entered in the GF and all expenses to run the program were paid from the GF. The remainder was then transferred to the Traffic Calming Fund. Beginning in 2011, the total proceeds and all expenditures were recorded directly in this fund.

156


157

Youth ProgramThis bid represents an allocation to the Chase Youth Foundation to support youth programs of the commission. The Youth department was eliminated due to budget cuts in 2012.


158

Program Summary: Youth Program




Executive Summary:

This bid represents an allocation to the Chase Youth Foundation to support youth programs of the commission. The Youth department was eliminated due to budget cuts in 2012.


The intent of the Youth Commission is to improve the quality of life for children and youth in the Spokane area by creating and maintaining a positive environment for all Spokane area youth through partnerships that foster community resource for youth. The Chase youth Commission goals are to:

1.) be a community leader in the identification of issues affecting youth;2.) serve as an advocate for youth needs and improvement in youth policies, and to directly engage the community in this process;3.) involve youth in the community decision-making process;4.) recognize accomplishments of children and youth and promote the value of youth in our community; and5.) develop new programs, initiatives and resources for youth

This allocation will provide, at minimum support for:1.) Chase Youth Awards - An event to honor local youth in seven (7) categories and three (3) age division as well as recognize (1) adult for the Jim Chase Asset Builder Award. 2.) Youth Issues Candidates' Forum - A youth-led opportunity for students to question candidates for local offices. 3.) Breakfast of Champions Program - An event to honor adults who are the Champions of Youth with the Youth Commission’s traditional Wheaties trophy. This event also provides students the chance to publicly highlight their work as Chase Youth Commissioners and Teen Advisory Council members on various community projects. 4.) Bobfest - An annual battle of the bands competition.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0



Interfund Charges 22,958 18,937 30,016 0 0

159




Wages and Benefits 177,230 178,788 181,278 0 0

TOTAL 212,056 205,001 215,789 54,000 54,000


Revenues:


All Other 0 0 0 0 0



IG Revenue 60,000 54,000 28,000 0 0



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 212,056 205,001 215,789 54,000 54,000


160

Finance Division

Departments: Central Accounting and Purchasing Services

Finance

MIS

MIS Capital Replacement Fund

Risk Management/Liability Claims

Treasurer's Office

161

Finance


162


163

Central Accounting And Purchasing ServicesThe accounting department provides accounting, payroll and purchasing services for all city departments. We obtain goods and services, pay employees and vendors, and provide financial information to elected officials, city management and citizens.


164

Department Summary: Central Accounting And Purchasing Services

Division: Finance



Executive Summary:

The accounting department provides accounting, payroll and purchasing services for all city departments. We obtain goods and services, pay employees and vendors, and provide financial information to elected officials, city management and citizens.


The accounting services department is focused on providing professional financial services in an efficient and cost-effective manner in four general areas:Central Accounting: This section monitors and oversees all general ledger accounting entries, focusing on accuracy and completeness. Accounting staff is responsible for the administration of the central automated financial system and represents the key users in 4 of those 5 systems. The general accounting section also produces and compiles the City’s annual financial report. We work with the State Auditor’s office on financial and grant audit issues. The Accounts Payable, Accounts Receivable, and Fixed Asset subsystems are also administered from this division. This includes training, directing and reviewing work of departmental accountants and clerks in payments, billings and tracking of the City’s financial resources. The accounting section provides centralized communication, collaboration and coordination for all city accounting professionals.Departmental Accounting: This section, initiated in 2008, focuses on bringing together the accounting and financial functions of all City administrative and operational departments. The four accounting managers split the City departments along functional and divisional lines and manage and direct the twenty-one professional accounting staff and twenty accounting clerks in their respective sections. In the 2012 budget, twenty-one departmental accounting clerks were moved to the departmental accounting budget. This organizational structure focuses on consistency and efficiency on a city-wide basis, and provides a unified vision for financial objectives and initiatives. We also strive to be our client departments’ trusted financial advisor by utilizing our professional experience, leadership, and objectivity to help them meet their operational goals. Purchasing: The purchasing staff partner with City departments in the procurement of goods and services to fulfill their individual objectives. This section oversees major purchases of goods and services, as well as all Requests for Proposals and Requests for Qualifications. We provide the expertise and experience to comply with public bidding laws, and also manage vendor and supplier relations. The program to dispose of surplus City property is also administered by the purchasing section. The purchasing staff coordinates efforts to purchase goods and services used by multiple departments, provide training, and acts as a valuable resource to departments in their individual procurement efforts.Payroll: The payroll division processes payroll and deductions for all City employees and retirees. This includes administering the payroll section of the automated PeopleSoft system, auditing and monitoring payments to employees per relevant bargaining unit agreements, and processing/reconciling/remitting employee deductions to vendors. The payroll section trains, directs and reviews work of departmental payroll clerks in carrying out their payroll tasks. Payroll staff is responsible for state and federal taxes and reporting requirements.


The accounting department must adhere to Generally Accepted Accounting Principles, State RCW’s and State Auditor requirements. In addition, the payroll section must comply with Federal IRS, FLSA laws, as well as bargaining unit contracts. The purchasing section must comply and monitor departmental compliance with public bidding processes as set forth in state and local laws.

FTEs

165


Total FTEs 13.50 14.50 35.75 57.75 55.75

Expenditures:


All Other 0 0 0 0 0








TOTAL 1,295,098 1,397,928 4,026,874 5,335,047 5,255,005


Increase to budget in 2011 when 21.25 FTE's of professional accountants from other departments moved into the Accounting Services fund as part of Centralized Accounting initiative. In 2012, an additional 22 FTE's of Accounting Clerks moved from other departments into the Accounting Services fund as the continuation of the initiative.

Revenues:


All Other 0 10,455 23,494 23,000 23,000



IG Revenue 4,940 250 0 0 0


Operating Transfers In 0 0 5,496 0 0

Services 142,222 252,181 3,997,884 5,286,189 5,209,228

Taxes 0 0 0 0 0

TOTAL 147,161 262,885 4,026,874 5,309,189 5,232,228


Revenues are primarily billings to other funds for accounting services. They have increased over the past years as the accounting resources (expenditures) have moved from other funds to the Accounting Services Fund.

166


167

FINANCE DEPARTMENTThe Finance Department includes Management & Budget, Strategic Business Analysis/Internal Audit, and the Chief Financial Officer. As a Division Director, the CFO oversees all aspects of Accounting & Finance, Purchasing, MIS / IT, Treasury, Investments and debt management.


168

Department Summary: FINANCE DEPARTMENT

Division: Finance



Executive Summary:

The Finance Department includes Management & Budget, Strategic Business Analysis/Internal Audit, and the Chief Financial Officer. As a Division Director, the CFO oversees all aspects of Accounting & Finance, Purchasing, MIS / IT, Treasury, Investments and debt management.


Finance Department oversees activities and strategic direction of the City's financial activities, including:

- Executing a budget process that matches city goals and objectives to the city's limited limited financial resources. This includes communicating all aspects of the budget process to the citizens to assure confidence that tax dollars are being spent judiciously and effectively.

The City's IT / MIS activities (see Summaries for MIS)

- Planning, organizing, and directing the operations and activities of the Finance, Budget, Taxes and Licenses, Accounting, Purchasing, Treasurer, Payroll, Risk Management and all other financial functions of the City.

- Administration of debt offerings including communication and support of key city initiatives involving the use of debt (e.g. streets initiative).

- Overseeing and assuring optimum relationships with key monitoring organizations, including rating agencies (S&P, Moody’s, etc.) and State Auditor’s office.

- Maintaining and optimizing key professional relationships, including the city’s financial advisor, debt underwriters and bond counsel

- Effective communication of all financial matters to government and community stakeholders. This includes City Council, unions, management and all citizens and citizen groups.


None

FTEs


Total FTEs 5.00 5.00 9.25 9.25 9.25

Expenditures:


All Other 0 0 0 0 0




169





TOTAL 552,458 563,289 1,060,671 1,151,790 1,166,790


In 2011 the Taxes & License function was moved from the Treasurer's Office to Finance causing a spike in both expenditures and FTE.

Revenues:


All Other 0 0 0 0 0


General Fund Resources 552,458 563,289 1,060,671 1,151,790 1,166,790




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 552,458 563,289 1,060,671 1,151,790 1,166,790


170

Program Summary: Financial Management & Communication - Chief Financial Officer

Division: Finance



Executive Summary:

The Finance Division performs oversight and management activities over Finance, Accounting, Budget, Risk Management, Internal Audit, Purchasing Emphasis is on clearly communicating and implementing effective financial policies throughout the organization.


Activities of the CFO will include:

- Executing a budget process that matches city goals and objectives to the city's limited limited financial resources. This includes communicating all aspects of the budget process to the citizens to assure confidence that tax dollars are being spent judiciously and effectively.

- Planning, organizing, and directing the operations and activities of the Finance, Budget, Taxes and Licenses, Accounting, Purchasing, Treasurer, Payroll, Risk Management and all other financial functions of the City.

- Administration of debt offerings including communication and support of key city initiatives involving the use of debt (e.g. streets initiative).

- Overseeing and assuring optimum relationships with key monitoring organizations, including rating agencies (S&P, Moody’s, etc.) and State Auditor’s office.

- Maintaining and optimizing key professional relationships, including the city’s financial advisor, debt underwriters and bond counsel

- Effective communication of all financial matters to government and community stakeholders. This includes City Council, unions, management and all citizens and citizen groups

Mandated by Section 03.01.410 of Spokane Municipal Code


None

FTEs


Total FTEs 2.25 2.25 1.25 1.25 1.25

Expenditures:


All Other 0 0 0 0 0




171


Supplies and Services 1,610 525 1,559 3,008 3,008



TOTAL 253,062 259,469 188,861 191,662 194,662


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 253,062 259,469 188,861 191,662 194,662


172

Program Summary: Management & Budget

Division: Finance



Executive Summary:

Responsible for organization, compilation, and maintenance of city-wide budget and for providing financial analysis to the Mayor, City Council, and all city departments. The Budget Director is also a member of City's Labor Negotiations team. Beginning in 2012 the Budget Office also assumed responsibility for Risk Management.


The Budget Office is responsible for the organization & compilation of the city-wide budget and for maintaining the budget throughout the year and is responsible for updating and maintaining the General Fund long range revenue and expenditure projection. Budget Control also directs the preparation of the City’s Indirect Cost Plan. This office is also directly involved labor negotiations as a member of the City's negotiating team which includes direct negotiations and costing of City and Labor proposals. In addition, the Budget Office is responsible for maintaining current year employee position control, updating and maintaining the city’s personnel pay plans, ensuring the accuracy of requested position changes, updating and maintaining portions of the HR and Financial Mgmt databases. This office also reviews and processes all budget amendments. This activity is also responsible for analyzing departmental budget requests for compliance with administration guidelines and legal requirements, compiling the revenue and expenditure estimates from all departments into the Budget Ledger, and preparing all required supplemental budget materials. This function also provides financial analysis and information to city departments, the Mayor's office, the City Council, and the general public.


None

FTEs


Total FTEs 1.25 1.25 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 944 916 485 3,950 3,950



173

TOTAL 174,642 175,506 156,895 170,541 187,178


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 174,642 175,506 156,895 170,541 187,178


174

Program Summary: Strategic Business Analyst/Internal Auditor

Division: Finance



Executive Summary:

Beginning in 2013, this position will report under the Department of Management and Budget.As such, this position will assume additional responsibilities with respect to support and preparation of the City's annual budget. It will continue to provide financial analysis and projections for various projects and conduct special investigations and audits.


Historically, analytic and strategic financial analysis for day-to-day activities and initiatives had not been established on a City-wide basis, but was instead performed on an ad hoc basis by the various Departments involved in any given project. The Centralized Accounting initiative was a significant step in the direction of City-wide analysis of this type and the Budget Director position has also provided significant contribution; however designated strategic business analysis was not being provided for broad initiatives such as regional solid waste, jails, TIF projects, capital projects (e.g. Ops complex, property evidence, jails, municipal court, etc.). The cost of not performing this type of analysis is clear from the costly missteps with historical projects such as River Park Square, the Property Evidence voted initiative and others. On the other hand, the tremendous value of this type of analysis being performed by the Internal Auditor has been regularly demonstrated with key projects such as the recently adopted West Plains annexation, revised Jails contract, regional solid waste negotiations and many other projects across the City.

This work of the Strategic Business Analyst is essential as the City continues moving towards robust financial and budget engagement with its citizens and business community to attain an AA+ credit rating and to achieve a sustainable balance between the cost of government and available household income in our community.

Beginning in 2009, the City’s Budget Director began co-managing City labor negotiations with Human Resources through the City Attorney’s Office. The role of the Budget Director in these negotiations has been a tremendous success and, has arguably, brought the City’s expense growth rate down fully one percent, essentially decreasing the City’s Structural gap by 50%. This remarkable achievement is a testament to the energy and skills of the City’s Budget Director and the Strategic Business Analyst will continue to provide key support to continue this work.


None

FTEs


Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0





175

Supplies and Services 1,610 525 1,559 3,008 3,008



TOTAL 114,670 116,061 145,578 153,589 153,908


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 114,670 116,061 145,578 153,589 153,908


176

Program Summary: Taxes & Licenses

Division: Finance



Executive Summary:

The Taxes & Licenses Office administers, discovers, bills and collects all City taxes and licenses. Commencing in 2013 this office will be managed under the Department of Management and Budget.


As allowed by SMC, City taxes and licenses include Admissions Tax, Amusement Device Licenses, Business Licenses, Charitable Solicitation Permits, Cabaret Licenses, Franchise Fees, Taxi Cab and Taxi Cab Driver Licenses, Gambling Tax, Leasehold Excise Tax, Temporary Licenses, Rent, Utility Tax, and Franchise Fees. The Treasurers Office collects all taxes and licenses equitably to ensure a level playing field for all entities doing business in Spokane. We respond to all customer inquires with the goal of providing accurate and timely information. Applications and tax returns are processed to ensure all accounts are correctly credited and entered in the City’s permit system and general ledger (FMS) We are also responsible for reconciling the Permit system with FMS.

The Treasurers Office diligently goes after delinquent accounts by sending out notices and working with the collection agency once accounts are referred.

The City Auditor has been working with the State Department of Licensing and Department of Revenue to transfer processing of the City’s Business License program to the State by late 2012. This processing will be performed free of charge and will align the City’s Business License database with the State’s dynamic sales tax and B&O tax databases. The City Auditor has worked with the State agencies and Governor’s Office to allow Spokane to be the first locality included in the program with variable ‘number of employee’ charges for business licenses. Reprogramming of the State’s system is expected soon, allowing Spokane to become the largest and newest member of the program. This program will process Spokane’s Business Licenses free of charge.

The result of Spokane’s participation in this program will be an automatic audit of Business License holders against the State’s existing business databases, providing a thorough and cost effective audit process. Further, this free service will free up existing Tax and License personnel to engage in complex business audits for outside utility taxes, business licenses, sales taxes and other City revenues. It is expected this will increase City revenues many hundreds of thousands on an annual basis.


None

FTEs


Total FTEs 6.00 6.00 6.00 6.00 6.00

Expenditures:


All Other 0 0 0 0 0



177






TOTAL 521,797 518,439 551,107 636,000 629,757


Taxes & Licenses was part of the Treasurer's Office budget through 2010 and moved to the Finance Office in 2011.

Revenues:


All Other 1,087 (1,322) 0 0 0


General Fund Resources 0 0 536,716 636,000 629,757


Licenses and Permits 2,597,911 3,376,214 0 0 0


Services 0 0 0 0 0

Taxes 821,118 799,726 14,391 0 0

TOTAL 3,420,116 4,174,618 551,107 636,000 629,757


Because the majority of revenue that was flowing through Taxes and Licenses was passive revenue collection as opposed to revenue generated for providing a direct service, this revenue was moved into a generic program in the Non-Departmental budget.

178


179

MISMIS provides information technology (IT) services and support to all city departments, and other governmental agencies within the region. MIS delivers effective IT resources and tools so city government can deliver services to the citizens and businesses of the City of Spokane.


180

Program Summary: MIS

Division: Finance



Executive Summary:

MIS provides information technology (IT) services and support to all city departments, and other governmental agencies within the region. MIS delivers effective IT resources and tools so city government can deliver services to the citizens and businesses of the City of Spokane.


MIS is responsible for Network, Telephone, Application, Data Center, Reprographic, GIS, Desk Top, Mail Room, and Intranet/Internet services. Critical IT services include data and network security, 24 x 7 application availability and support, and strategic technology planning to anticipate the business and information needs of the city.


None

FTEs


Total FTEs 56.90 55.90 54.90 52.90 51.80

Expenditures:


All Other 0 0 0 0 0


Debt Services 201,806 201,630 201,534 201,534 201,535

Interfund Charges 728,049 799,003 1,049,808 954,409 1,107,179





TOTAL 10,181,094 10,575,248 10,479,931 10,974,860 10,953,567


Revenues:


All Other 0 0 0 0 0



181




Services 10,690,576 10,578,321 10,479,931 10,974,860 10,953,567

Taxes 0 0 0 0 0

TOTAL 10,690,576 10,578,321 10,479,931 10,974,860 10,953,567


182

Program Summary: Applications (Program 73300)

Division: Finance



Executive Summary:

Applications are the computer programs designed or purchased, installed, and maintained by the MIS department to support the business operations of all City departments.


Computer applications support nearly every function of the City government. Examples are the financial management system, the utility billing system, the permitting and licensing system, the fixed assets system, the fleet maintenance managment system, the infrastructure managment system, the human resources/payroll system, the document managment system, the parking enforcement system, and several smaller department specific applications, as well as, many single user database systems. MIS staff designs and builds or procures these systems and then installs and configures them for City users. Additionally, these systems are all in a continuous state of upgrade or maintenance.


None

FTEs


Total FTEs 14.59 17.17 18.55 20.41 20.19

Expenditures:


All Other 1,180,683 1,336,844 1,231,861 1,307,713 1,175,410


Debt Services 40,225 40,326 40,307 40,307 0




Transfers to Other Funds 0 16,509 20,915 437 437


TOTAL 2,630,209 3,054,646 3,214,352 3,668,701 3,617,860


Revenues:


All Other 0 0 0 0 0

183






Services 2,630,209 3,050,776 3,214,352 3,668,701 3,617,860

Taxes 0 0 0 0 0

TOTAL 2,630,209 3,050,776 3,214,352 3,668,701 3,617,860


184

Program Summary: Desktop (Program 73600)

Division: Finance



Executive Summary:

When a customer requests technical aid for any supported application, telephone, City PC (personal computer), wireless connectivity, and peripherals; the MIS Help Desk is called and Desktop staff provides the first tier of assistance/support.


Desktop systems are the points of connection to the City's computing infrastructure for the individual customer. The Help Desk serves as the first point of contact and resolution when assistance is required for any service provided by the MIS department. Points of connection include all personal computing devices and peripherals such as PC's, PDA's, printers and telephones. When a request for service is received, every attempt is made to resolve all technical issues in the most expedient and professional manner. Requests for service that are not resolved immediately are documented (Help Desk ticket) and are then routed to the appropriate team such as Network, Operations, Applications, Web, GIS or Voice. The Desktop team is also responsible for the replacement program for all personal computing equipment including computers, cellular telephones, and a variety of peripheral devices.


None

FTEs


Total FTEs 7.98 8.05 7.87 7.77 7.60

Expenditures:


All Other 65,481 87,447 127,759 123,729 112,804








185

TOTAL 1,276,919 1,449,126 1,238,193 1,284,229 1,268,001


Revenues:


All Other 0 0 0 0 0






Services 1,276,919 1,450,021 1,238,193 1,284,229 1,268,001

Taxes 0 0 0 0 0

TOTAL 1,276,919 1,450,021 1,238,193 1,284,229 1,268,001


186

Program Summary: Geographical Information Systems (Program 41630)

Division: Finance



Executive Summary:

MIS department supports the automated Geographic Information System (GIS). The system is used by most departments, available to city employees on the internet Map website, and Citizens on the external Map website. We use software tools from Environmental Research Systems Institute (ESRI) which is the industry standard.


MIS provides the user departments with computer GIS applications, data storage, and specialized output. The applications are available to customers twenty-four hours per day, seven days a week. Application support by the analysts is available from 7:30 am through 5:00 pm Monday through Friday. These services include but are not restricted to the following:

• Customer training, Ad hoc reporting• Customer relations, Problem resolution• Project management, Software upgrades• Vendor management/contract compliance, Design and analysis• Research, Testing, Documentation• Requirements Definitions, Programming• Set up and maintenance, Data correction• Data base administration, Software management tools

Over 1500 Gigabytes of GIS data is stored. The City has an an agreement with Spokane County for the timely exchange of parcel data. The City also has a license to use Digital Orthogonal Photography from AVISTA that is replaced annually. Internally various departments use applications developed by MIS staff or GIS qualified staff in their departments to maintain data that is shared through the websites.


None

FTEs


Total FTEs 3.17 3.26 3.47 3.43 3.45

Expenditures:


All Other 207,810 284,310 158,750 168,639 146,684







187


TOTAL 863,777 1,036,926 991,386 931,779 1,006,519


Revenues:


All Other 0 0 0 0 0






Services 863,778 1,036,926 991,386 931,779 1,006,519

Taxes 0 0 0 0 0

TOTAL 863,778 1,036,926 991,386 931,779 1,006,519


188

Program Summary: Mail Center (Program 73700)

Division: Finance



Executive Summary:

This bid provides for the operation of the City mail room, processing of utility bills, and the City government internal mail distribution system.


The City Mail Center accepts and distributes all incoming and outgoing mail and packages from the United States Postal Service, Federal Express, UPS and DHL/Airborne for the City of Spokane. The Mail Center inserts, meters, and trays Utility Bills on a daily basis. All Payroll and Retirement payments are sealed, presorted, and metered if needed. The Mail Center processes monthly bulk mailings, which involves some, or all of the following functions: tabbing, sealing, addressing, packaging, sacking/traying and delivering to the USPS processing plant. The Mail Center is available Monday through Friday, 8:00am to 5:00pm to handle all incoming and outgoing mail processes for the 49 various departments of the City of Spokane.


None

FTEs


Total FTEs 3.22 3.42 3.34 3.30 3.24

Expenditures:


All Other 48,627 63,760 75,970 65,989 56,391








TOTAL 390,312 392,333 405,325 414,878 402,842


Revenues:


All Other 0 0 0 0 0

189






Services 390,312 392,257 405,325 414,878 402,842

Taxes 0 0 0 0 0

TOTAL 390,312 392,257 405,325 414,878 402,842


190

Program Summary: Network (Program 73400)

Division: Finance



Executive Summary:

Connecting all City facilities and the mobile workforce, the network is the copper, fiber optic and wireless backbone over which all shared applications are available upon demand. This single network which supports employees and citizens connects City of Spokane, and all its agencies not only regionally, but also nationally and globally.


Network systems are a collection of integrated technical components, which form the infrastructure that make delivery of technical services to the employees of City of Spokane and constituents of this community possible. These systems begin with the fiber optic and copper cable that physically connect each of the City's facilities together and extend through routers, switches, and wireless equipment. The goal of these systems is to provide maximum availability, fault tolerance and speed through state of the art technology and management practices.


None

FTEs


Total FTEs 0.00 3.57 3.64 3.57 3.23

Expenditures:


All Other 0 306,604 68,328 82,285 43,239



Interfund Charges 0 0 0 0 9,000



Transfers to Other Funds 0 223,820 318,557 136,039 0

Wages and Benefits 0 219,729 322,806 345,823 321,204

TOTAL 0 1,199,164 1,051,073 939,045 748,294


Revenues:


All Other 0 0 0 0 0

191






Services 0 1,199,164 1,051,073 939,045 748,294

Taxes 0 0 0 0 0

TOTAL 0 1,199,164 1,051,073 939,045 748,294


192

Program Summary: Permitting and Licensing System (Program 73320)

Division: Finance



Executive Summary:

The City is installing a new permitting and licensing system that will automate the permitting and licensing function.


The City sells or issues over one hundred different types of licenses and permits through the building department, fire department, police department, engineering services department, code enforcement department, planning department,and the treasurer's office. Several other departments while not selling permits directly, will use data from this system. A new software system has been purchsed to upgrade these functions. The new system provides a user friendly interface and greater reporting and accounting flexibility. Additionally, many of these permits and licenses will be available for purchase by the public via the City website on a 7 by 24 basis.


None

FTEs


Total FTEs 7.05 5.05 3.09 3.02 3.03

Expenditures:


All Other 169,675 153,594 132,488 127,191 124,849








TOTAL 961,562 706,660 597,472 621,248 621,181


Revenues:


All Other 0 0 0 0 0


193





Services 961,562 706,660 597,472 621,248 621,181

Taxes 0 0 0 0 0

TOTAL 961,562 706,660 597,472 621,248 621,181


194

Program Summary: Reprographics (Program 74050)

Division: Finance



Executive Summary:

Provides duplication and printing services to all City Departments and includes management of the floor copiers in City Hall.


The mission of the Reprographics Center is to support and enhance the image of the City through quality publications. As a partner and support system service to City departments, Reprographics operates a centralized in-house print and copy shop and provides managed networked floor copiers in City Hall for the convenience and efficiency of employees. Quality and customer service is the focus of Reprographics.


None

FTEs


Total FTEs 4.54 2.53 2.47 3.52 3.46

Expenditures:


All Other 68,408 47,036 56,043 70,316 60,089








TOTAL 599,355 585,106 600,914 636,893 663,228


Revenues:


All Other 0 0 0 0 0



195




Services 599,355 585,050 600,914 636,894 663,228

Taxes 0 0 0 0 0

TOTAL 599,355 585,050 600,914 636,894 663,228


196

Program Summary: Servers (Program 73450)

Division: Finance



Executive Summary:

The data center provides the resources to support the applications and sytems that handle the core business and operational data of the organization. The data must be accessible, secure, and archived to ensure ongoing business functionality 365 days a year.


IT operations are a crucial aspect of most organizational operations. One of the main concerns is business continuity; entities rely on their information systems to run their operations. If a system becomes unavailable, organizational operations may be impaired or stopped completely. It is necessary to provide a reliable infrastructure for IT operations, in order to minimize any chance of disruption. Information security is also a concern, and for this reason a data center has to offer a secure environment which minimizes the chances of a security breach. A data center must therefore keep high standards for assuring the integrity and functionality of its hosted computer environment.


None

FTEs


Total FTEs 3.61 2.45 3.32 3.41 3.22

Expenditures:


All Other 428,669 39,403 364,763 459,574 411,777








197

TOTAL 1,549,015 882,648 1,202,485 1,237,825 1,467,683


Revenues:


All Other 0 0 0 0 0






Services 1,549,015 882,648 1,202,485 778,251 1,467,682

Taxes 0 0 0 0 0

TOTAL 1,549,015 882,648 1,202,485 778,251 1,467,682


198

Program Summary: Telephone System (Program 73200)

Division: Finance



Executive Summary:

Usually thought of as the telephone on your desk or a fax machine in an office, the City's voice system is really an application that is available whenever you pick up the receiver or send a document. The system is fully digital, and compliant with 21st century technology.


Voice systems are a group of services delivered using the same converged copper and fiber infrastructure as all other MIS systems. In addition to traditional dial tone, other services include Unified Messaging, which integrates voice and e-mail, ACD (automatic call distribution) that allows for intelligent call routing within groups, IVR (interactive voice response) which allows customers to interact with other systems using a telephone (i.e Utility Billing), CER (Cisco Emergency Responder) provides the physical location of a 911 call to the applicable Emergency Response Team/s, and Web services, which makes it possible to deliver applications like the intranet on a telephone set. Given its requirement to allow customers to request emergency services, the City's Voice system is based on the most up to date technologies and is monitored and maintained using the best tools and practices available.


None

FTEs


Total FTEs 3.61 1.32 1.29 1.28 1.17

Expenditures:


All Other 22,556 21,328 26,066 20,334 15,854


Debt Services 161,581 161,304 161,227 161,227 161,228






199

TOTAL 1,417,009 765,807 720,123 769,547 696,296


Revenues:


All Other 0 0 0 0 0






Services 1,428,562 776,895 720,123 769,547 696,296

Taxes 0 0 0 0 0

TOTAL 1,428,562 776,895 720,123 769,547 696,296


200

Program Summary: Web Services (Program 73800)

Division: Finance



Executive Summary:

MIS Web Services provides website hosting, design, and development services for all City departments. Hosting services include maintaining a secure fault-tolerant architecture, domain name management, and website activity reporting. Design services include photography, graphic design, interactive/streaming media, and template design. Development services include website programming, database development, and application integration.


Web Services Section employs three (4) staff members one Web Technologies Manager, two Web Developers, and one Web Designer (.16 FTE is also allocated for the Database Administrator position). Services range from standard website hosting services to custom application programming and design services.

With current resources, the following can be accomplished between January 1st and December 31st: Development of six (6) template based websites (similar in scope to spokanecity.org, spokanepolice.org, or spokanestreets.org). Development of nine (9) dynamic website applications of the City’s choosing (an example would be an application similar in scope to eBill, developed for Utilities Billing).

The following details production capacity and additional services provided. One Web designer can produce four (4) template based websites per year (Example: www.spokanecity.org). One Web Developer can produce six (6) dynamic website applications per year (Example: eBill for Utilities Billing). These numbers are supplemented by a 50/50 time Web Technologies Manager who can add an additional two (2) websites and three (3) dynamic applications per year. This brings the total development capacity to six (6) websites and nine (9) dynamic applications per year. In addition to the services above, we provide domain name acquisition and renewal, website hosting, security and resource protection, detailed reporting services, self service email notification systems, interactive forms, live and on-demand streaming media services (video via the web), digital photography and graphic design, interactive webcams and intranet services using Microsoft SharePoint technologies to name a few.


None

FTEs


Total FTEs 4.26 438.00 4.36 3.21 3.21

Expenditures:


All Other 76,056 99,907 111,872 77,687 59,891







201


TOTAL 492,935 502,832 488,691 469,236 461,664


Revenues:


All Other 0 0 0 0 0






Services 492,935 502,733 488,691 469,236 461,664

Taxes 0 0 0 0 0

TOTAL 492,935 502,733 488,691 469,236 461,664


202


203

MIS Capital Replacement FundCapital replacement funds is a fiduciary responsiblity to ensure the city has the ability to replace failed or end-of-life assets thus reducing the need for emergency funding through loans, bonds, or other financial mechanisms.


204

Program Summary: MIS Capital Replacement Fund

Division: Finance



Executive Summary:

Capital replacement funds is a fiduciary responsiblity to ensure the city has the ability to replace failed or end-of-life assets thus reducing the need for emergency funding through loans, bonds, or other financial mechanisms.


MIS Capital Replacement Funding is collected and segregated, over a period of time (based on Modified Asset Cost Recovery System - MACRS), to cover the replacement cost of existing capital IT assets (Computer hardware, network equipment, and fiber infrastructure).


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 2,172,200 1,544,123 3,702,984 3,133,832 1,600,000







TOTAL 2,172,200 1,544,123 3,702,984 3,133,832 1,600,000


Revenues:


All Other 1,889,804 1,571,014 2,945,856 1,121,250 1,001,607



205




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,889,804 1,571,014 2,945,856 1,121,250 1,001,607


Revenue is based on inventory (assets) replacement calculations. Replacement calculations: Asset purchase price divided by the asset life (MACRS provides industry quidelines for asset life calculations).

206


207

Risk Management/Liability ClaimsRisk Management manages and administraters the City's self-insured and insurance programs. Management includes all aspects from policy development and financial management to premium payment and employee communication.


208

Department Summary: Risk Management/Liability Claims

Division: Finance



Executive Summary:

Risk Management manages and administraters the City's self-insured and insurance programs. Management includes all aspects from policy development and financial management to premium payment and employee communication.


Risk Management provides program and claims management services. Responsibilities are similar to insurance company management, as the City has a self-insurance and reinsurance component. Services include rate promulgation and allocation, insurance renewals, retention plan design and enterprise risk management forecasts. In addition to reserving and cost projections, we provide appropriate claims management for incurred claims, timely payment of claims for damages and/or benefits, and fair and equitable treatment to our citizens and employees who believe they have been damaged by the City. Additionally, claims management attempts to minimize and/or mitigate the severity or costs of those claims to the City.


None

FTEs


Total FTEs 1.58 1.58 1.42 1.47 0.50

Expenditures:


All Other 0 0 0 0 0




Reserve for Budget Adj. 0 0 0 0 15,000




TOTAL 4,862,354 3,646,897 4,192,784 5,372,543 5,399,586


Revenues:


All Other 1,885,042 1,912,075 2,546,065 3,438,000 4,500,000

209






Services 22,004 74,736 39,374 20,000 20,000

Taxes 0 0 0 0 0

TOTAL 1,907,046 1,986,811 2,585,439 3,458,000 4,520,000


210


211

Treasurer's OfficeDiligent management of the City’s cash portfolio has generally resulted in interest earnings of approximately $3 million per year (approximately $1.8 million General Fund). Management of the City’s $196 million debt portfolio ensures compliance. We ensure the safety of all City funds by accounting for all cash receipts and disbursements.


212

Department Summary: Treasurer's Office

Division: Finance



Executive Summary:

Diligent management of the City’s cash portfolio has generally resulted in interest earnings of approximately $3 million per year (approximately $1.8 million General Fund). Management of the City’s $196 million debt portfolio ensures compliance. We ensure the safety of all City funds by accounting for all cash receipts and disbursements.


This bid is for the safeguarding and investment of all City moneys. It also covers cash flow projections to ensure sufficient moneys are on hand to pay for bills when they are due, while investing the rest to maximize return and minimize risk. In addition, this bid covers the administration of debt issuance, debt service and redemptions, fiscal agent relations and arbitrage compliance.

The Treasurers Office invests all City moneys in the Spokane Investment Pool (SIP). Analysis is done to determine the instrument that will yield the highest return with the lowest risk allowed by our investment policies. This requires regular monitoring of markets and financial news. The Treasurers Office accounts for all investments and ensures all terms are met in a timely manner as agreed upon. We ensure all bond investments are safely held by our safe keeping agent.

The SIP is governed by an investment policy that is set by the Investment Committee. The Treasurers Office recommends changes needed to the investment policy and procedures as needed. The Treasurers Office prepares and presents monthly investment reports and quarterly performance reports to the City Council.

The Treasurers Office coordinates all efforts of bond issuance. This includes working with the underwriter (if one is used), bond counsel and financial adviser to ensure all information is accurate and provided in a timely manner. This includes all disclosure and bond documents.

The Treasurers Office makes debt payments and redeem bonds as needed. We work with the fiscal agent to ensure all bonds are accounted for and payments made in a timely manner.

Arbitrage is the price differential, or spread earned, from investing inherently lower yielding tax-exempt debt proceeds in higher yielding taxable investments. We are required to comply with IRS arbitrage regulations. Non-compliance can result in the loss of tax-exempt status or significant IRS or SEC fines. Arbitrage rebate calculations are very specific and require diligent accounting details. Failure to accurately do the required calculations can put the City at risk for fines.

This bid also provides for the receipt and disbursements of moneys for all City functions. The safety and accuracy of receipts and disbursements are critical. Diligent monitoring of all receipts and disbursements is required to prevent the City from losing money due to fraudulent activities. This bid includes the cost of all banking services that can not be directly charged to other funds.

The Treasurers Office ensures all money coming into the City (wires, ACHs, and transfers) are credited correctly in our bank accounts and are receipted into our general ledger (FMS) correctly. We also initiate and track all wires and ACHs going out of the City. We reconcile all receipts and disbursements with the bank and FMS on a regular basis. This ensures that fraudulent transactions are caught in time (within 24 hours) to prevent loss to the City.

All deposits into the City’s banking account must be receipted into FMS. We do this via a Treasurers Receipt (TR). Information on a TR is entered into the cashiering system (RAS) which interfaces with FMS.

The Treasurers Office review all City warrants (claims and salary) presented by the bank and ensure all warrants are legitimate prior to paying the warrants. We initiate the transfer of moneys to pay for the warrants and redeem the appropriate warrants in FMS.

The Treasurers Office process all utility bill, LID (Local Improvement District) assessment and BID (Business Improvement District) assessment payments. This includes taking payments at the counters and processing all mailed in payments. We ensure all payments are deposited into the bank correctly and payments are credited to appropriate accounts. We process over 800,000

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payments per year. Our goal is to treat each customer politely and with respect and process their transactions completely and correctly. Our job is to make paying bills as painless as possible.

The Treasurers Office also administer, bill and provide customer service for LIDs and BIDs. For LIDS, we also review applications for segregation and boundary line adjustments and sign off on Plats to ensure there are no outstanding assessments. For BIDs, we bill and receive payments, and process disbursement of funds to DSP.

Bank relations are an important component to this bid. The Treasurers Office will work with the bank to ensure we are accurately billed for our banking services. We will also bid out banking services as needed. We will keep abreast of all technology improvements offered by banks and other sources and determine their feasibility and potential for efficiency savings.


None

FTEs


Total FTEs 8.00 7.00 4.00 4.00 1.00

Expenditures:


All Other 0 0 0 0 0


Debt Services 2,487 2,140 2,094 4,000 4,000






TOTAL 1,344,809 1,289,464 817,556 762,926 678,620


The three cashiers that were previously in the Treasurer's Office budget in 2009, 2010, 2011, and 2012 are included in Service First budget for 2013.The cost of these positions will now be an Interfund expense as opposed to direct wages & benefits.

Revenues:


All Other 34,044 36,193 35,328 31,000 31,000


General Fund Resources 0 0 0 342,726 258,420


Licenses and Permits 2,597,911 3,376,214 1,195,366 0 0


Services 397,665 352,967 313,111 389,200 389,200

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Taxes 821,118 799,726 14,392 0 0

TOTAL 3,850,738 4,565,101 1,558,196 762,926 678,620


Business license revenue that was previously recorded to the Treasurer's Office is now recorded in 0020 (non-departmental) in 2012 and 2013.

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216

Fire Division

Departments: CCC and CCB Full Allocation

EMS Full Fund allocations

Fire Department-General Fund full allocations

Fire Improvement Bond Fund

217

Fire


218


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CCC and CCB Full AllocationThis summary covers both the Combined Communications Building (CCB) & the Combined Communcications Center (CCC). The CCB is the building that houses Spokane County 9-1-1 and Crime Check, Spokane Police Department Dispatch, Spokane County Sheriff Dispatch & the CCC (which is the Fire/EMS dispatch operation for most fire agencies in Spokane County).


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Department Summary: CCC and CCB Full Allocation

Division: Fire

Priority: Safety


Executive Summary:

This summary covers both the Combined Communications Building (CCB) & the Combined Communcications Center (CCC). The CCB is the building that houses Spokane County 9-1-1 and Crime Check, Spokane Police Department Dispatch, Spokane County Sheriff Dispatch & the CCC (which is the Fire/EMS dispatch operation for most fire agencies in Spokane County).


The CCC and CCB are Special Revenue Funds.

Funding for the CCC is generated through a cost per call formula among the agecies that receive CCC Fire/ EMS dispatch services.

Funding for the CCB is generated through payment by the agencies who reside in the building based on the space that they utilize within the building.

The approach of operating in a shared facility is not only cost effective for the community but also enhances operational effectiveness and efficiency for all public safety agencies throughout Spokane County.

Likewise, the combining of the 4 seperate Fire Dispatch Centers into the CCC in the late 1990's has improved operational effectiveness and gained efficiencies for all of the Fire Agencies that are part of the CCC.

Operationally, there is a backup Center in place at a separate remote location to provides for relocation of CCB functions should circumstances dictate such. The Backup Center has redundant phone, computer and radio systems in place that will provide for operations by each of the CCB agencies if relocation is necessary.


Both the CCC and the CCB operate under Interlocal Agreements that must be adhered to by the City.

FTEs


Total FTEs 20.00 20.00 20.00 20.00 20.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 30,340 0 0 600,000 496,679



Reserve for Budget Adj. 0 0 0 300,000 300,000




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TOTAL 2,516,574 2,609,599 2,641,727 3,780,823 3,780,823


2013 reductions of ($-103,321) in CCC fund to capital budget, and ($-981) reduction in CCB fund to natural gas budget.

Revenues:


All Other 24,313 39,956 18,439 45,000 45,000



IG Revenue 1,680,984 1,793,617 1,883,653 1,882,208 1,882,208



Services 83,419 83,835 107,308 79,000 79,000

Taxes 1,036,752 1,088,590 1,110,075 1,108,086 1,108,086

TOTAL 2,825,468 3,005,998 3,119,475 3,114,294 3,114,294


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Program Summary: Combined Communication Center-Dispatch Services

Division: Fire

Priority: Safety


Executive Summary:

FD Dispatch operations occur through the CCC (Combined Communications Center). This is an essential 24-7-365 operation. The CCC receives/processes incoming 9-1-1 calls for fire, rescue & medical emergencies. CCC dispatches for SFD & through contract (Interlocal Cooperative Agreement) arrangements, for 14 other jurisdictions throughout Spokane County. CCC budget is a special fund. .


CCC services are a critical component to the City’s and other Fire Agency’s ability to provide response services to the public. This service is an essential part of the City’s and Spokane area’s Public Safety priority.

During 2011, the CCC made over 52,650 dispatches which resulted in well over 100,000 apparatus movements. With the modification of the dispatching process coupled with the implementation of Automated Voice software, approximately 93% of all emergency calls for service are dispatched within 60 seconds or less from the receipt of the call from 9-1-1. CCC personnel provided Pre-arrival medical instruction to over 1,000 callers reporting medical emergencies. The CCC coordinated with AMR and other ambulance providers for over 35,000 ambulance responses to assist fire agencies.

The CCC utilizes a wide-variety of state of the art systems to provide service. Additionally, the CCB is a modern facility that incorporates numerous innovative technologies to insure efficient service delivery. The CCC has been able to meet the increasing number of calls for service with the same staffing levels due to outstanding performing employees and use of technology. The CCC regularly interacts with a wide range of emergency response and other agencies. They provide tours and information to the public and assist with conducting a variety of classes.

The CCC is the primary fire and EMS dispatch services provided in Spokane County. The CCC ensures there is a system in place to receive and process incoming 9-1-1 calls for fire, rescue and medical emergencies. Upon receipt of a call for service, the CCC will question callers about the incident, select recommended units, dispatch required units, complete documentation of the incident, and provide radio communications with dispatched apparatus. Additionally, CCC personnel provide pre-arrival instructions to callers as needed.

The CCC is the central emergency contact point to request services for 14 Spokane County fire agencies as well as the Spokane Fire Department. The CCC also acts as the Spokane Area Fire Resource Center (SAFRC). SAFRC is the Washington State Emergency Management Department’s contact point for the northeast region utilized as a part of the State Mobilization System.

The activities provided through this bid include an effective, efficient and responsive program of: 1. Dispatching services to 15 fire agencies within Spokane County 24-7-365. A specialized Computer Aided Dispatch (CAD) system consisting of software and hardware is an essential element for SFD dispatchers to process calls and to be able to notify the appropriate personnel for emergency responses in their designated area. 2. Quickly determining the appropriate response code for each medical emergency call using ProQA Emergency Medical Dispatch software protocols. ProQA guides dispatchers in providing all relevant Post-Dispatch and Pre-Arrival Instructions, as well as case completion information. 3. Dispatching appropriate resources through the Locution Automated Voice software and the county wide paging system. Alpha-numeric paging is utilized to notify the appropriate agency’s personnel that a response is necessary and provide details regarding the incident. 4. Communicating with emergency apparatus over a radio network. CCC personnel are required to maintain constant communications with responding apparatus over a number of radio channels to support command and control of emergency situations as well as provide additional or cancel un-needed resources. 5. Maintain the county wide street and run card network for the CAD system. CCC personnel are assigned to keep the CAD street and run-card files current and up to date. These files are used to determine which apparatus will be dispatched to a given location. 6. Tracking the location of GPS equipped response apparatus at all times. Provided GPS information CCC personnel can identify

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apparatus location that can be utilized to help determine the closest apparatus to be dispatched for emergency response. 7. Providing a “back up” dispatch center. CCC personnel maintain a redundant center that can be staffed in an emergency. This “back up” center must be kept operational 24 hours a day, seven days a week and 365 days a year. 8. Providing Site Manager responsibilities for the CCB, acting as liaison to the other agencies that reside in the building. The site manager must assure the efficient and effective operation and function of building systems.

Escalating incident volumes will eventually impact the staffing levels provided by the CCC and will necessitate additional staffing. Funding future capital improvements to the building and the many systems that function within the building will be a challenge for the City and other entities that reside within the CCB.

In order to comply with FCC requirements, a new public safety communication (radio) system has been purchased and is under construction. Completion of the installation of the new system will occur during early 2013 with anticipation that Law Enforcement operations will begin on the system during the 2nd or 3rd quarter of 2013. Fire operations will be added to the system later in 2013 or in early 2014.


The City is obligated to provide dispatching services to the 14 contract agencies as outlined in the Interlocal Agreement. While there are provisions to remove itself from providing these contract services, there are considerable financial consequences should the City decide to do so. The current contract is in place until December 31, 2016.

FTEs


Total FTEs 20.00 20.00 20.00 20.00 20.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 13,930 0 255,139 600,000 496,679







TOTAL 2,341,386 2,423,361 2,686,677 3,465,805 3,465,805


Total 2013 reduction (-$103,321). Reduction to capital fund.

Revenues:


All Other 23,055 38,315 17,337 40,000 40,000



IG Revenue 1,577,049 1,692,214 1,752,587 1,797,458 1,797,458

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Services 3,607 5,764 6,399 0 0

Taxes 1,036,752 1,088,590 1,110,075 1,108,086 1,108,086

TOTAL 2,640,463 2,824,883 2,886,398 2,945,544 2,945,544


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Program Summary: Combined Communications Building

Division: Fire

Priority: Safety


Executive Summary:

The Combined Communications Building (CCB) is an essential facility to providing response of Public Safety Agencies to calls within Spokane County. The CCB is home to Spokane County 9-1-1 & Crime Check, Spokane Police Dispatch, Spokane Sheriff Dispatch & the Combined Communications Center (CCC) which dispatches Fire/EMS.


The CCB operates through an Interlocal Agreement that outlines the sharing of the facilities operational costs based on space occupancy of the individual resident organizations.

The CCB is a state of the art communications facility that houses 9-1-1 and the majority of the public safety dispatch operations in Spokane County. Located at the Spokane Fire Department’s Readiness Complex, the CCB opened in 2004. The cost of construction was shared by the resident agencies based on the square footage of the space they utilize/ occupy within the structure. The approach of operating in a shared facility is not only cost effective for the community but also enhances operational effectiveness and efficiency for all public safety agencies throughout Spokane County.

On-going costs to maintain and operate the building are also shared among the occupants of the CCB based on percentage of space allocation to the agency. The CCC Manager is responsible for the day to day oversight of the facility with support from the FD’s Maintenance Division.

Operationally, there is a backup Center in place at a separate remote location to provides for relocation of CCB functions should circumstances dictate such. The Backup Center has redundant phone, computer and radio systems in place that will provide for operations by each of the CCB agencies


There is an Interlocal Agreement in place between the CCB agencies that stipulates the provisions by which the facility will operate and share costs.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 16,410 0 0 0 0







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TOTAL 175,188 186,238 210,189 315,018 315,018


(-$981) required reduction, taken from Natural Gas expenditure fund.

Revenues:


All Other 1,259 1,642 1,102 63,000 5,000



IG Revenue 103,935 101,403 131,066 84,750 84,750



Services 79,812 78,072 100,909 79,000 79,000

Taxes 0 0 0 0 0

TOTAL 185,006 181,117 233,077 226,750 168,750


2012 Revenue includes $58,000 revenue to receive from Spokane Co. SREC radio upgrade work to CCB building.

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EMS Full Fund allocationsThe EMS Fund is a Special Revenue Fund that was created to receive the revenue from the Voter approved EMS Levy and account for the expenditure of said funds.


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Department Summary: EMS Full Fund allocations

Division: Fire

Priority: Safety


Executive Summary:

The EMS Fund is a Special Revenue Fund that was created to receive the revenue from the Voter approved EMS Levy and account for the expenditure of said funds.


EMS funds are primarily generated from the voter approved EMS Levy. The most recent EMS Levy was approved in 2010 and began its 6 year life at the beginning of 2011. The voters approved a rate of not to exceed 50 cents per $1,000 of assessed property value.

EMS funds only pay a portion of the EMS service provided by the City with the General Fund covering the balance of the costs.

Today, EMS calls account for almost 87% of all incidents responded to by the Fire Department. The EMS Levy Rate is limited by WA State Law to 50 cents per $1,000 of assessed value. This limit has not increased since the early 1990's and it should be a priority of the City to modify State Law to raise the limit due to the increased cost to provide the service and the increased number of EMS incidents in Spokane and around the State.

As the cost of medical insurance and health care continue to rise, Spokane and most larger jurisdictions will continue to see an increase in EMS incidents. Therefore the public will have an increased reliance on the City/ FD.


The City must meet the State requirements associated with a Special Revenue Fund.

FTEs


Total FTEs 53.00 54.00 53.00 53.00 53.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 299,768 182,609 425,000 205,452




Supplies and Services 676,756 771,008 860,953 1,030,593 1,030,593



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TOTAL 6,656,912 7,382,362 7,398,513 8,122,813 8,122,813


2013 Capital fund has (-$219,548) reduction to meet portion of required cuts.

Revenues:


All Other 17,269 18,976 9,216 51,000 51,000

Fines and Forfeits 85,140 255,060 107,760 115,000 115,000


IG Revenue 0 2,186 1,738 0 0



Services 371,002 365,989 422,111 352,000 352,000

Taxes 5,493,666 5,522,587 7,492,142 7,435,000 7,435,000

TOTAL 5,967,077 6,164,798 8,032,967 7,953,000 7,953,000


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Program Summary: EMS Training Fund

Division: Fire

Priority: Safety


Executive Summary:

The FD Training Division is a critical part of the FD ensuring all personnel receive necessary training and operate safely. Proper training is essential to high performance organizations and is critical to the fire service in particular due to the frequency and severity of high risk operational tasks.


The citizens of the City are best served by a highly trained efficient cadre of professional fire service personnel. The SFD Training Division is tasked with the operational readiness training of approximately 295 uniformed personnel who respond to a wide variety of emergency and non-emergency incidents within the City of Spokane.

The FD Training Division is in place to ensure that the SFD is responsive to the requisite Federal, State, and Local training mandates while assuring the ability to meet current and future training needs of the department and community. The overarching goal of the Training Division is to provide realistic, relevant training utilizing innovative techniques and methods in a state of the art facility. The mission of the Training Division is to provide our internal and external customers a highly trained, motivated fire service capable of safety responding to and mitigating events in an all hazard environment.

The FD Training Division is receives dollars from two funding sources, the General Fund and the EMS fund. The EMS Fund dollars supports 2 personnel who work at the Training Complex.

The multi-shift work schedule of the fire department requires a multi-class approach to complete one focused training evolution at the training center. To reduce the impact to response districts and their associated response times across the City it is necessary to conduct one 4 hour class multiple times over a corresponding four week rotation to instruct all operational personnel in one complete training evolution.

In an attempt to reduce effects on operational efficiencies the SFD has implemented an on line didactic training program by Target Solutions to provide firefighters with classroom education on a wide variety of both fire and EMS training topics at the station computer terminal. The fire department has access to a cable TV channel, Channel 95, used for transmission of classroom activities to individual fire stations. The Training Division staff also conducts field outreach training to individuals and groups of fire companies when possible. These training delivery methods allow firefighters to train in their respective response districts remaining available to respond to calls for service and reduce response times.

The Training Division is also responsible for Safety within the FD. The Director of Training serves as the department Safety Officer. Training personnel respond to significant incidents to serve in a safety capacity or as the Incident Commander deems necessary. Additionally, working with the FD’s SIU, Training also conducts investigation of significant accidents/ injuries to determine the role that equipment, procedures, policies, and behavior played so modifications can be made to avoid re-occurrence.

The Director of Training also serves as the department’s Health and Wellness Officer. Working with labor/management the Wellness Committee studies injury reports/trends, keeps abreast of health issues in the fire service and makes recommendations to the Chief for ongoing health and wellness training, presentations, and policy development.


There are mandated State and Federal training requirements in place that must be met to maintain fire, rescue, haz mat, and EMS certifications held by SFD members.

FTEs


Total FTEs233

Total FTEs 2.00 2.00 3.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 254,872 273,048 401,406 415,121 419,951


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 0


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Program Summary: EMS Vehicle & Equipment Maintenance

Division: Fire

Priority: Safety


Executive Summary:

SFD's Maintenance Division is an essential function necessary to keep fire apparatus & equipment operational so the FD can respond to approximately 30,000 calls annually. Besides emergency vehicles the division maintains support vehicles, small engines, ladders, and thousands of pieces of equipment on emergency vehicles plus it supports 20 FD facilities.


The FD Maintenance Division supports all fire suppression and emergency medical operations by maintaining and repairing the vehicles and equipment utilized by the FD to provide incident response to the community. Without the services of the Maintenance personnel, it would be virtually impossible for the FD to serve the community. The FD utilizes its maintenance facilities at 1610 N. Rebecca which have been funded through FD bond issues. The maintenance facility is located on the FD’s Readiness Complex that allows coordination with the Training Division to help maximize site visits.

The FD Maintenance Division receives funding from two funds, the General Fund and the EMS fund. The EMS Fund dollars support 3 positions within the Division.

The FD's Maintenance Division maintains 46 emergency vehicles, numerous support vehicles, about 223 small engines, 130+ ground ladders, 200 nozzles, and literally thousands of pieces of equipment on the emergency vehicles. Additionally, the division provides supports 15 fire stations and 5 other FD facilities.

Services provided by the FD Maintenance Division include: 1. Routine preventive maintenance to about 110 FD front-line and reserve, staff, and support vehicles, which reduces breakdowns and expensive repairs. 2. All minor & major repairs to all apparatus and equipment utilized by the FD.3. Equipment familiarization, operation, & maintenance training to FD field personnel.4. Use of historical data for damage/breakdown analysis, to minimize breakdowns.5. Design and fabricate vehicles and equipment, to meet department demands.6. Conduct ongoing updates to vehicles to stay current with new technology & standards.7. Develop specifications for all new vehicles for purchase.8. Ensure mechanics receive & maintain Emergency Vehicle Technician EVT and Automotive Service Excellence ASE certifications.9. Perform annual testing on apparatus & equipment to comply with all laws and standards. 10. Coordinate and schedule contract maintenance and repairs on FD apparatus and equipment with outside vendors.

A significant challenge to the SFD Maintenance Division and the FD in general is the lack of funding for capital needs. Traditionally, the City and FD rely on funding for capital needs being through the approval of Voted Bonds. Unfortunately, the 2009 Fire Bond issue failed to receive the 60% level of votes need to pass by a small margin. To date, another fire bond has not been advanced to the public. This funding void is leading to extremely high mileage on front-line and reserve fire apparatus that the FD relies on to respond to calls for service. The diminishing reliability and availability of the apparatus has forced the FD to purchase 2 used fire trucks from Volunteer FD to supplement the fleet until funding can be obtained. The funding of FD apparatus, equipment, facility and other capital needs is reaching a critical stage. Until the funding occurs to obtain newer apparatus and equipment, the FD Maintenance Division will be hard pressed to keep resources in service.


National Fire Protection Association (NFPA) Standards for apparatus design, maintenance and operations are typically voluntary however they are recognized as industry standards when dealing with case law matters. WA, Labor & Industries (L&I) Standards require FD’s to meet certain NFPA standards for apparatus and equipment

FTEs

235


Total FTEs 3.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 393,249 387,065 366,628 451,639 458,503


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 0


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Program Summary: EMS-Information Management Service and Support

Division: Fire

Priority: Safety


Executive Summary:

The IMS function provides essential Information Technology (IT) services to all divisions of the Fire Department. IMS insures on-going functionality of numerous mission critical applications as well as a number of other systems relied on by the Spokane FD and CCC contract fire agencies. IMS is funded through several sources.


The FD IMS function is comprised of 4 personnel who are funded through several sources including the General Fund; EMS Fund and CCC Fund. The EMS Fund portion funds 2 of these positions. FD IMS personnel support a number of mission critical functions to SFD and other area fire agencies as well as many other important applications that SFD rely on for day to day operations. FD IMS works closely with City, County, PD and other area FD IT personnel.

FD IMS provides hardware, software and network IT support to all 18 SFD facilities. IMS personnel maintain 200+ computers and misc computer devices within the FD and in coordination with City IT, manage the Wide Area Network that connects all FD facilities including the ECC (Emergency Coordination Center). IMS staff maintain network log-in and connection data for all 320+ FD employees along with managing all digital pagers and cell phones used by the FD.

Mission critical functions supported by FD IMS include:

CAD - IMS supports the 24-7-365 operation of the CAD system which is the primary tool used by the CCC in providing contract dispatch services to 14 fire agencies plus SFD. CAD is used to dispatch and track over 52,000 Fire and EMS incidents annually and is comprised of a number of sub-systems that are responsible for providing dispatch recommendations, apparatus response, station notification, digital paging, Mobile Data Communications (MDC), Mapping, Automatic Vehicle Locator (AVL), and historical incident info. A fully functional back-up Combined Communications Center is also maintained at a remote location in case of an emergency requiring the CCC to move.

MDC’s – FD IMS staff developed and provide on-going support of the MDC software application in all SFD response units (front line and front line reserves). The MCD app provides interface to the CAD system for responding apparatus and critical information to responders about properties, etc. SFD IMS provide critical support to the Valley FD who operates MDC’s within all of their units.

Telestaff – This software module is a critical component of personnel management used with the FD for all personnel scheduling. This program provides payroll information to the City’s PeopleSoft HR system through an interface developed and managed by FD IMS. FD IMS also provides support to the Spokane Police Department who also utilizes Telestaff for scheduling and payroll.

RMS - The FD Records Management Systems (RMS) support is imperative to the successful documentation of FD activities, as required by State law. Fire and EMS Incident Reporting (over 29,000/ yr) , Firefighter Training Records, Permit & Building information, Personnel Scheduling, Arson Investigations, and department statistics are all a part of the RMS. Maintaining hardware, software, and conducting computer training for all RMS applications utilized by the FD is required of the FD IMS group.

Mobile Communications – FD IMS support a wide variety of essential elements of mobile communications within the FD. This includes the management and support of nearly 200 digital pagers and 85 cell phones, a significant number of which have data capability (email, CAD messaging and radio). FD IMS also developed, maintains and supports a Mobile Data Computer system to provide front line apparatus current call information, mapping, property information and pre-fire plans to enhance operational planning, strategy, tactics, and firefighter safety.

Emergency Coordination Center (ECC) computer, communications, and GIS support is pivotal to a functional Spokane County and Regional ECC. The ECC is located at the Fire Department’s Training Facility and is the responsibility of SFD IMS personnel to coordinate with other City departments and County agencies to ensure readiness of the ECC.

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Other functions supported by FD IMS include:

First tier Help Desk and Network infrastructure support to over 300 fire department personnel who utilize hundreds of PC’s, Thin Clients, phones and other devices that must be supported to ensure accurate documentation and effective communications. Network connectivity throughout the 18 remote SFD facilities with a 24/7 requirement is essential.

Critical specialized software for Hazmat Team (CAMEO), Air Room (Posi-check) and First Responders is also supported by FD IMS.

Critical specialized software developed by FD IMS includes a Vacation/Debit signup program to ensure Labor Union rules are observed during the signup process. A Vacancy program was created to ensure Labor Union rules are observed when filling a vacancy via drafting procedures (both for Operations and Dispatchers).

Timely and specialized Geographical Information Systems (GIS) support is crucial to operational planning, strategy, tactics, and firefighter safety. FD IMS coordinates the maintenance of all FD related data layers, the SFD City Atlas used in all front line apparatus, mapping support for CCC Dispatch and MDC’s, urban interface maps, and an ECC activation.

The FD Intranet Portal is critical to dissemination of all non-emergency related information to personnel and is maintained by FD IMS staff.

This includes a CAD Status web application that is shared throughout the county to display current and past incident information for agencies served by the CCC.

An external Web presence is vital to the FD. The FD IMS support the SFD Website, Facebook, Twitter, and other social media applications that are utilized to link the FD to the community.


The FD is under contract with an Interlocal Agreement, to provide Fire and EMS dispatching services to 14 other fire agencies in Spokane County. CAD is a critical component of the City's ability to meet this contract obligation. FD IMS is responsible to insure that CAD is operational at all times so the City can fulfill its contract obligations.

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 272,328 269,937 293,636 320,240 298,131


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Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 0


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Program Summary: EMS-OPS Fire Station Response Personnel

Division: Fire

Priority: Safety


Executive Summary:

FD Operations is a critical public safety service provided by the City. Responding to 30,000 incidents annually from 15 stations on 19 strategically located units, this division makes a vital difference in lives in Spokane daily. Incidents encompass all risks including: EMS, structure fire, technical rescue, hazardous materials and wildfire.


The Mission of the Fire Department is: To serve the community by protecting life, property and the environment. The Operations Divisions responds to emergency and non-emergency incidents to fulfill this mission.

FD Operations division provides one of the only true Emergency response services by the City. The Operations division responds to nearly 30,000 incidents from 15 fire stations on 19 units with a daily staffing of 61 personnel. A growing population and increasing calls for services challenges the Operations Division to provide effective response to incidents. Over the last quarter of a century, the number of fire stations has declined from 17 to 15, the number of frontline fire apparatus has declined from 26 to 19, and daily 24 hour shift staffing has declined from 83 to 61. In the same period of time, incident volumes have virtually doubled. In 2012, for the first time in 30+ years, an additional fire station (15th total station) was added on the West Plains, to serve approximately 10 square miles annexed by the City which include a significant number of target hazards.

With limited resources, strategic placement of personnel and apparatus is essential for response to fire and EMS related incidents. To maximize cost-effectiveness, firefighters work as multi-role providers and cross-staff numerous specialty functions. All Spokane Fire Department Operations personnel are highly trained to provide fire and emergency medical services to the citizens of Spokane. All SFD apparatus are capable of responding to and resolving a variety of emergency incidents ranging from providing care for a patient in cardiac arrest up to and including a multiple alarm high-rise fire.

The Operations Division receives appropriations from 2 funding sources, the General Fund and the EMS fund. The majority of the revenue to the EMS fund is generated from the 2010 voter renewed EMS Levy that authorizes a levy amount of up to 50 cents/ $1,000 of assessed value. All FD personnel who work within the Operations Division and are assigned to Fire Stations provide both Fire and EMS operations regardless of their funding source.

The Operations Division addresses the following operational goals: 1. Provide an efficient, effective fire suppression program, City wide, designed to control and/or extinguish fires to protect citizens from death, injury, or property loss. 2. Provide an efficient, effective Emergency Medical Services (EMS) program City wide, serving the community with first response Basic Life Support (BLS), Advanced Life Support (ALS) patient care and Detox transport services. 3. Provide community wide training opportunities for business and industry in subjects such as hazardous materials incidents, the Incident Command System, pre-incident planning, medical care and community wide response to disaster situations. 4. Establish procedures with other local emergency services partners to mitigate major and special incidents through multi-agency planning and coordination. 5. Maintain and assure SFD facilities are in a constant state of readiness 24/7/365 to meet the needs of the public as well as our providers.

In order to protect life, property and the environment, the FD must have adequate resources that allow the City to provide effective response to calls for assistance. The level of service for fire protection is a function of response time and call volumes. These, in turn, are dependent on the number and location of fire stations, the number of fire units and number of fire personnel that are available to respond to incidents.

Time is a critical component to fire development and growth as well as patient survivability during certain types of medical incidents. To be effective in successfully intervening to protect life and property, the Fire Department must arrive within reasonable timeframes with sufficient personnel to efficiently and safely deal with the situation. Longer response times and inadequate staffing due to the lack of resources diminish the success of a positive outcome and raise the risk to the public,

241

responding personnel and the community.

Approximately 87% of FD responses are to EMS incidents and this number continues to grow. The FD continues to experience the mounting situations where simultaneous incidents occur thereby creating extended response times and depleting the response system to the point where limited resources are available. While some incidents might be mitigated with fewer resources, like staffing in hospital emergency rooms or the military, the FD must have staffing resources in place to deal with whatever the next call for service involves.

Of the City’s 15 fire stations, only 3 have more than 1 staffed apparatus. Stations 1, 2 and 4 are staffed with an Engine and a Ladder company. Engines and Ladders work tactically in tandem to provide an aggressive rescue and fire attack which allow the best opportunity for survival. This number of multi-company stations is well below the 10 to 11 stations that previously served the community with 2 or more staffed units. This reduction impacts the response systems capacity to deal with the rising number of incidents and simultaneous responses. See details of station staffing below.

Spokane Fire Department Operations Division Resources Station/Location/Units Unit Staffing Per Shift Staffing Cross Staffed SpecialtyStation 1-44 W. Riverside 10 Hazardous Materials Engine 1 * 3 per shift Ladder 1 4 per shiftRescue 1 2 per shiftSouth Battalion Chief 1 per shift

Station 2 1001 E. North Foothills Drive 7 Water RescueEngine 2 * 3 per shiftLadder 2 4 per shift

Station 3 1713 W. Indiana Avenue 3Engine 3 * 3 per shift

Station 4 1515 W. 1st 7 Technical RescueEngine 4 * 3 per shiftLadder 4 4 per shift

Station 6 1615 S. Spotted Road 3 BrushEngine 6 * 3 per shift

Station 7 1901 E. 1st 3 Brush Engine 7 * 3 per shift

Station 8 1608 N. Rebecca Street 3 Training & BrushEngine 8 3 per shift

Station 9 1722 S. Bernard Street 3Engine 9 3 per shift

Station 11 3214 S. Perry Street 3 BrushEngine 11 * 3 per shift

Station 13 1118 W. Wellesley Avenue 4Engine 13 * 3 per shiftNorth Battalion Chief 1 per shift

Station 14 1807 S. Ray Street 3 BrushEngine 14 3 per shift

Station 15 2120 E. Wellesley Avenue 3 BrushEngine 15 * 3 per shift

Station 16 5225 N. Assembly Street 3 Water Rescue & Brush

242

Engine 16 3 per shift

Station 17 5121 W. Lowell Road 3 Brush Engine 17 * 3 per shift

Station 18 120 E. Lincoln Road 3Engine 18 * 3 per shift

15 Stations 19 Units 61/shift

* Denotes Paramedic Company

The City's current Insurance Class rating is 3. In 1999 the City dropped from a Class 2 to a Class 3 on a scale of 1 to 10 with 1 being the highest rating. While increasing of classes has a minimal impact on residential insurance rates, it can significantly increase insurance rates for business occupancies. Depending on the individual insurance companies, insurance rates could increase from 0 to 20% as grading class increases. The primary evaluation criteria utilized by the Washington State Survey and Rating Bureau in judging the effectiveness of fire suppression capabilities focuses on response time, number of apparatus available to respond, and personnel staffing of apparatus. Further reductions in FD staffing will impact future insurance ratings of the City.


None

FTEs


Total FTEs 46.00 47.00 45.00 46.00 46.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 299,768 182,609 425,000 205,452







TOTAL 5,736,464 6,450,125 6,335,106 6,935,813 6,932,728


Capital replacement fund cut by ($219,548) for required reductions.

Revenues:


All Other 17,269 18,976 9,216 51,000 51,000



243

IG Revenue 0 2,186 1,738 0 0



Services 371,002 365,989 422,111 352,000 352,000

Taxes 5,493,666 5,522,587 7,492,142 7,435,000 7,435,000

TOTAL 5,967,077 6,164,798 8,032,967 7,953,000 7,953,000


244


245

Fire Department-General Fund full allocationsSFD makes a positive difference in lives in Spokane every day by providing critical public safety services. FD’s Mission - to serve the community by protecting life, property & the environment. The department strives to provide excellent service through prevention, education, preparedness, & mitigation, recognizing that our people are the key to success.


246

Department Summary: Fire Department-General Fund full allocations

Division: Fire

Priority: Safety


Executive Summary:

SFD makes a positive difference in lives in Spokane every day by providing critical public safety services. FD’s Mission - to serve the community by protecting life, property & the environment. The department strives to provide excellent service through prevention, education, preparedness, & mitigation, recognizing that our people are the key to success.


The Spokane Fire Department is a full service emergency service organization serving the 2nd largest City in the State of Washington. The most recognized service of the FD is Fire and EMS response which occurs approximately 30,000 times each year. The Operations Division of the FD could not make those incident responses and meet the public’s need without the support of the other divisions of the FD who assure they have the apparatus, tools and information necessary to provide the service. The Fire Prevention Bureau protects life and property through code enforcement, plan review and public education.

Spokane Fire is collaborative partner among public and private sector agencies throughout Eastern Washington. Besides providing dispatch services to 14 other fire service agencies throughout Spokane County, SFD is an active participant in the Spokane County Fire Resource Plan, Emergency Management, Special Events, training, and the many other facets associated with being a public safety provider.

The FD is organized into several major sections including; Administration, Operations, Combined Communications Center (CCC) Training, Prevention, Maintenance, Information Management and specialty units such as the Special Investigations Unit (SIU) and Special Operations (HazMat, Water Rescue, Urban Search/Rescue).

A significant challenge to the Fire Department in general is the lack of funding for capital needs. Traditionally, the City and FD rely on funding for capital needs being met through the approval of Voted Bonds. Unfortunately, the 2009 Fire Bond issue failed to receive the 60% level of votes needed to pass by a small margin. To date, another fire bond has not been advanced to the public. This funding void is leading to extremely high mileage on front-line and reserve fire apparatus that the FD relies on to respond to calls for service. The diminishing reliability and availability of the apparatus has forced the FD to purchase 2 used fire trucks from Volunteer FDs to supplement the fleet until funding can be obtained. The funding of FD apparatus, equipment, facility and other capital needs is reaching a critical stage. Until the funding occurs to obtain newer apparatus and equipment, the FD will be challenged to keep resources operational to respond to calls for service.


The Fire Department must comply with numerous Federal and State laws and standards that are applicable to the City of Spokane and other fire service agencies. Additionally, there is responsibility to meet contractual obligations that are created through Interlocal Agreements, Collective Bargaining Agreements, and the numerous other legally binding documents to which the Fire Department is a party.

While not a legal mandate, the Fire Department must undergo an evaluation by the Washington Survey and Rating Bureau every 5-10 years to determine the City's Insurance Class rating. The City's current Insurance Class rating is 3. In 1999 the City dropped from a Class 2 to a Class 3 on a scale of 1 to 10 with 1 being the highest rating. While increasing of classes has a minimal impact on residential insurance rates, it can significantly increase insurance rates for business occupancies. Depending on the individual insurance companies, insurance rates could increase from 0 to 20% as grading class increases. The primary evaluation criteria utilized by the Washington State Survey and Rating Bureau in judging the effectiveness of fire suppression capabilities focuses on response time, number of apparatus available to respond, and personnel staffing of apparatus. Further reductions in FD staffing will impact future insurance ratings of the City.

FTEs


Total FTEs247

Total FTEs 255.08 256.08 258.08 258.08 248.08

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 112,372 90,394 27,805 122,578 122,578

Debt Services 1,307 1,307 8,663 1,306 1,306


Reserve for Budget Adj. 0 0 0 (260,000) 0




TOTAL 30,922,626 31,326,103 31,211,811 34,235,281 34,235,281


The projected 2013 budget has a reduction of 9 Vacant Firefighter positions. These are "relief " FF positions that normally help the City/FD minimize overtime cost used to maintain daily staffing levels on fire apparatus. These reductions will impact service delivery if circumstances result in the FD's overtime budget being exhausted and the "relief" positions are not available to fill daily staffing vacancies.

Notes regarding 2012's Budget amount:The 2012 budget compared to 2011 actual expenditures is higher due to several factors: 1. The City's West Plains Annexation. The annexation added approximately 10 square miles to the City and resulted in the first added fire station and staffing to the City in more than 25 years. The budget included 13 new positions; 12 firefighters and 1 deputy fire marshal.2. Local 29, the union that represents the majority of FD employees, worked with the city to not take a pay increase in 2011 and deferred a negotiated pay increase to 2012.3. 2012 includes a hire ahead position due to the retirement of the Supervisory Analyst. This position is only funded for a month for training purposes.

Revenues:


All Other 3,642 7,833 12,169 2,500 2,500



IG Revenue 84,097 11,056 36,795 0 0



Services 506,699 466,019 484,849 357,500 357,500

Taxes 0 0 0 0 0

TOTAL 30,922,626 31,326,103 31,211,811 34,235,281 34,235,281


Besides the General Fund allocation to the Fire Department, the majority of the revenue generated by the FD is through permit and plans review fees provided by the Fire Prevention division in accordance with the Fire Code and Spokane Municipal Code (SMC).

248

Contact InformationDirector:Phone:

Website:

2010: 88% 2011: 92% '12 YTD: 90%

Fire DepartmentMission StatementTo serve the community by protecting life, property and the environment. Provide excellent service through prevention, education, preparedness and mitigation; recognizing that our people are the key to success.

Key Services and Performance MeasuresFire SuppressionQuality Indicator:

Graph

Percent of fire suppression incidents with the engine company arriving within 8 minutes, 30 seconds.

Significance:The fire company's quick response is necessary to provide sufficient resources to minimize fire impacts.

Notes:


Chief Bobby Williams509-625-7000www.spokanefire.org

0%10%20%30%40%50%60%70%80%90%

100%

2010 2011 20122010: 88% 2011: 92% '12 YTD: 90%

2010: 2011:

* 2012 YTD is through June.Emergency Medical ServicesQuality Indicator:

Graph

Percent of priority medical incidents responded to within 8:30 by the appropriate FD company.

Significance:Life-threatening medical events are time-critical and there are often mere minutes in which to respond.

Notes:

Annual Performance Averages:96% 97%

0%2010 2011 2012

0%

20%

40%

60%

80%

100%

2010 2011

249

Significance:

Notes:

Annual Performance Averages:2010: 2011:

Significance:

Notes:

Annual Performance Averages:2011: '12 YTD:

Advanced Life SupportQuality Indicator:

Graph

Percent of life-threatening medical incidents requiring a paramedic where the ALS Company arrives within 8:30.

Life threatening medical incidents require paramedic intervention to impact survival rates and patient health.

92% 96%

Graph

Percentage of fire/EMS calls entering FD CAD which are processed and dispatched within 60 seconds.

Calls must be triaged, processed, and dispatched within 60 seconds to give the best chance for success.

The 2011 average uses data from Jan. 1st to Aug. 28th. Calls are handled by the Combined Comm. Center.

62% 96%

Emergency DispatchQuality Indicator:

0%10%20%30%40%50%60%70%80%90%

100%

2010 2011

0%10%20%30%40%50%60%70%80%90%

100%

2011: '12 YTD: 62% 96% 0%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

250

Program Summary: Arson/Fire Investigation

Division: Fire

Priority: Safety


Executive Summary:

The FD SIU is responsible for all fire & administrative investigations conducted by the FD. The SIU ensures that fires & injuries/deaths from fire, are investigated to determine a cause & origin. SIU is responsible to arrest & pursue prosecution for unlawful fires when it is possible to do so.


The Spokane Fire Department is tasked with investigating all fires that occur within the City of Spokane. Washington State Law (RCW 43.44.050{1a} mandates that all fires be investigated to determine the origin and cause. Fire Investigators employed by SFD have full Police commissions with arrest powers and are specially trained to make fire origin and cause determinations. When a fire is determined to be incendiary, SIU works closely with the Prosecutor’s office in order to see the crime is prosecuted to the fullest extent of the law. The investigators also provide interview and evidence gathering expertise during administrative reviews and investigations.

SFD’s SIU conducts approximately 225 investigations per year. In addition to fire origin and cause investigation SFD Investigators study all fire related injuries and deaths as well as conduct investigations into FD accidents, unusual occurrences, safety issues and special incidents including theft of department property. The office also handles Internal Affairs investigations, at the direction of the Fire Chief or Assistant Chief. Additionally, the office fulfills about 150 public records requests for incident/ investigative reports.

At least one SFD Investigator is on duty and available 24-7-365. SIU is staffed with 2 full time personnel and 5 Supplemental Investigators. An Investigator will normally respond to all fire incidents where the cause of fire is not immediately determined, those in which a death/injury occurs, where dollar loss values are greater than $5,000, any large fire or EMS incident and when Arson is the suspected cause. SFD Investigators pursue numerous leads on arson fires and interview witnesses and suspects.

SIU personnel make origin and cause determinations and complete written reports for every investigation made. SFD Investigators make arrests for arson fires and work with prosecution of suspects which can take over one year to bring to conclusion. When an arrest is made, the Investigator will become an integral part of the prosecution team assisting throughout the proceedings to the conclusion of the case. The Investigation office routinely seeks monetary restitution for the cost of Fire apparatus response to incidents of False Reporting and Reckless Burning. Investigators must stay abreast of the new trends in investigation techniques as well as common and unusual causes of fires by their ongoing involvement in professional organizations, training courses and publications. Where appropriate, investigators work with the Fire Prevention Bureau and the media to inform the general public of conditions that may be a threat to their safety.

Residents of the City can expect excellent service from the full-time staff of one Fire Captain and one Fire Lieutenant, plus five supplemental fire Investigators. The utilization of supplemental fire investigators (who are normally assigned to the Operations Division) allows for fill-in for and support to the full-time Investigators. This innovative approach enhances the staff and provides supplementation at a minimal cost. Supplemental investigators take the “On Call Duty” one weekend a month. In the event the fire investigation office becomes overwhelmed with investigations, one or more of the supplemental investigators will be assigned to the office to assist, until the workload decreases.

All SIU members have full Police commissions. The fire investigative method of operation is referred to as the interview driven investigation. This method requires that a trained Fire Investigator respond immediately to the fire scene. The purpose behind this method is to interview persons associated with the fire before they leave the scene. This method has proven to be the most effective in the field of Fire Investigation. The duties of the office include fire origin and cause determination, investigation of Firefighter injury/death, civilian burn injury/death, and special investigations by order of the Chief or Assistant Chief.

The Investigation Division provides classes on fire investigation to SFD personnel and assists the department’s Public Education Officer with the Juvenile Fire Stoppers Program. In addition, the Investigation Office assists the surrounding Fire Districts, the Washington State Region 9 Investigation Task Force, the Spokane County Sheriff’s Department and the Bureau of Alcohol,

251

Tobacco, Firearms and Explosives with fire origin and cause determination. Aggressive investigation and prosecution of arson cases is also a deterrent to crime and a proactive approach providing for safer neighborhoods. Effective Investigators save the insurance industry thousands of dollars by exposing “Arson for Profit” or “Insurance Fraud” fires started by the insured, which allows the insurance company to deny the claim.

SIU provides copies of investigation reports to insurance companies upon request. On average, 150 reports a year are sent out of the office. Becoming proficient in fire investigation requires experience and training. The successful candidate for the position of Fire Investigator has a strong background in firefighting and understands fire behavior. This experience is gained through the completion of numerous hours of live fire training to reach the position of Firefighter. Once a Firefighter is selected the initial training to reach the level of Fire Investigator will take approximately one year. This includes successfully completing the Law Enforcement training to receive police commission, the Basic Fire Investigation Course at the National Fire Academy and working in the field with an experienced fire investigator on actual fire scenes. The investigator will attend advanced training throughout his/her career, which is required to maintain and improve their skill level. Becoming a Certified Fire Investigator is the ultimate goal, which will take a minimum of four years. This certification is extremely valuable in the courtroom, because to testify as an Expert Witness, one has to be qualified by the presiding Judge. An Expert Witness can then give their opinion, in addition to the facts of the case.


Yes; Washington State Law (RCW 43.44.050{1a} mandates that all fires be investigated to determine the origin and cause.

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 324,490 339,224 360,883 355,664 357,845


Revenues:


All Other 0 0 0 0 0




252



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 324,490 339,224 360,883 355,664 357,845


253


254

Program Summary: FD Operations-Fire Station Response Personnel-General Fund

Division: Fire

Priority: Safety


Executive Summary:

FD Operations is a critical public safety service provided by the City. Responding to 30,000 incidents annually from 15 stations on 19 strategically located units, this division makes a vital difference in lives in Spokane daily. Incidents encompass all risks including: EMS, structure fire, technical rescue, hazardous materials and wildfire.


The Mission of the Fire Department is: To serve the community by protecting life, property and the environment. The Operations Divisions responds to emergency and non-emergency incidents to fulfill this mission.

FD Operations division provides one of the only true Emergency response services by the City. The Operations division responds to nearly 30,000 incidents from 15 fire stations on 19 units with a daily staffing of 61 personnel. A growing population and increasing calls for services challenges the Operations Division to provide effective response to incidents. Over the last quarter of a century, the number of fire stations has declined from 17 to 15, the number of frontline fire apparatus has declined from 26 to 19, and daily 24 hour shift staffing has declined from 83 to 61. In the same period of time, incident volumes have virtually doubled. In 2012, for the first time in 30+ years, an additional fire station (15th total station) was added on the West Plains, to serve approximately 10 square miles annexed by the City which include a significant number of target hazards.

With limited resources, strategic placement of personnel and apparatus is essential for response to fire and EMS related incidents. To maximize cost-effectiveness, firefighters work as multi-role providers and cross-staff numerous specialty functions. All Spokane Fire Department Operations personnel are highly trained to provide fire and emergency medical services to the citizens of Spokane. All SFD apparatus are capable of responding to and resolving a variety of emergency incidents ranging from providing care for a patient in cardiac arrest up to and including a multiple alarm high-rise fire.

The Operations Division receives appropriations from 2 funding sources, the General Fund and the EMS fund. All FD personnel who work within the Operations Division and are assigned to Fire Stations provide both Fire and EMS operations regardless of their funding source.

The Operations Division addresses the following operational goals: 1. Provide an efficient, effective fire suppression program, City wide, designed to control and/or extinguish fires to protect citizens from death, injury, or property loss. 2. Provide an efficient, effective Emergency Medical Services (EMS) program City wide, serving the community with first response Basic Life Support (BLS), Advanced Life Support (ALS) patient care and Detox transport services. 3. Provide community wide training opportunities for business and industry in subjects such as hazardous materials incidents, the Incident Command System, pre-incident planning, medical care and community wide response to disaster situations. 4. Establish procedures with other local emergency services partners to mitigate major and special incidents through multi-agency planning and coordination. 5. Maintain and assure SFD facilities are in a constant state of readiness 24/7/365 to meet the needs of the public as well as our providers.

In order to protect life, property and the environment, the FD must have adequate resources that allow the City to provide effective response to calls for assistance. The level of service for fire protection is a function of response time and call volumes. These, in turn, are dependent on the number and location of fire stations, the number of fire units and number of fire personnel that are available to respond to incidents.

Time is a critical component to fire development and growth as well as patient survivability during certain types of medical incidents. To be effective in successfully intervening to protect life and property, the Fire Department must arrive within reasonable timeframes with sufficient personnel to efficiently and safely deal with the situation. Longer response times and inadequate staffing due to the lack of resources diminish the success of a positive outcome and raise the risk to the public, responding personnel and the community.

255

Approximately 87% of FD responses are to EMS incidents and this number continues to grow. The FD continues to experience the mounting situations where simultaneous incidents occur thereby creating extended response times and depleting the response system to the point where limited resources are available. While some incidents might be mitigated with fewer resources, like staffing in hospital emergency rooms or the military, the FD must have staffing resources in place to deal with whatever the next call for service involves.

Of the City’s 15 fire stations, only 3 have more than 1 staffed apparatus. Stations 1, 2 and 4 are staffed with an Engine and a Ladder company. Engines and Ladders work tactically in tandem to provide an aggressive rescue and fire attack which allow the best opportunity for survival. This number of multi-company stations is well below the 10 to 11 stations that previously served the community with 2 or more staffed units. This reduction impacts the response systems capacity to deal with the rising number of incidents and simultaneous responses. See details of station staffing below.

Spokane Fire Department Operations Division Resources Station/Location/Units Unit Staffing Per Shift Staffing Cross Staffed SpecialtyStation 1-44 W. Riverside 10 Hazardous Materials Engine 1 * 3 per shift Ladder 1 4 per shiftRescue 1 2 per shiftSouth Battalion Chief 1 per shift

Station 2 1001 E. North Foothills Drive 7 Water RescueEngine 2 * 3 per shiftLadder 2 4 per shift

Station 3 1713 W. Indiana Avenue 3Engine 3 * 3 per shift

Station 4 1515 W. 1st 7 Technical RescueEngine 4 * 3 per shiftLadder 4 4 per shift

Station 6 1615 S. Spotted Road 3 BrushEngine 6 * 3 per shift

Station 7 1901 E. 1st 3 Brush Engine 7 * 3 per shift

Station 8 1608 N. Rebecca Street 3 Training & BrushEngine 8 3 per shift

Station 9 1722 S. Bernard Street 3Engine 9 3 per shift

Station 11 3214 S. Perry Street 3 BrushEngine 11 * 3 per shift

Station 13 1118 W. Wellesley Avenue 4Engine 13 * 3 per shiftNorth Battalion Chief 1 per shift

Station 14 1807 S. Ray Street 3 BrushEngine 14 3 per shift

Station 15 2120 E. Wellesley Avenue 3 BrushEngine 15 * 3 per shift

Station 16 5225 N. Assembly Street 3 Water Rescue & Brush Engine 16 3 per shift

256

Station 17 5121 W. Lowell Road 3 Brush Engine 17 * 3 per shift

Station 18 120 E. Lincoln Road 3Engine 18 * 3 per shift

15 Stations 19 Units 61/shift

* Denotes Paramedic Company

The City's current Insurance Class rating is 3. In 1999 the City dropped from a Class 2 to a Class 3 on a scale of 1 to 10 with 1 being the highest rating. While increasing of classes has a minimal impact on residential insurance rates, it can significantly increase insurance rates for business occupancies. Depending on the individual insurance companies, insurance rates could increase from 0 to 20% as grading class increases. The primary evaluation criteria utilized by the Washington State Survey and Rating Bureau in judging the effectiveness of fire suppression capabilities focuses on response time, number of apparatus available to respond, and personnel staffing of apparatus. Further reductions in FD staffing will impact future insurance ratings of the City.


None

FTEs


Total FTEs 226.08 227.08 231.08 231.08 222.08

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 112,372 90,394 27,804 122,578 122,578




Supplies and Services 888,405 729,453 912,721 1,068,651 1,026,111



TOTAL 27,169,475 27,268,146 27,204,205 29,933,187 29,865,297


2013 budget has a reduction of 9 Vacant FF positions.

Revenues:


All Other 0 0 0 0 0




257



Services 167,443 152,531 83,188 53,000 53,000

Taxes 0 0 0 0 0

TOTAL 27,169,475 27,268,146 27,204,205 29,933,187 29,865,297


258

Program Summary: FD-Training-General Fund

Division: Fire

Priority: Safety


Executive Summary:

The FD Training Division is a critical part of the FD ensuring all personnel receive necessary training and operate safely. Proper training is essential to high performance organizations and is critical to the fire service in particular due to the frequency and severity of high risk operational tasks.


The citizens of the City are best served by a highly trained efficient cadre of professional fire service personnel. The SFD Training Division is tasked with the operational readiness training of approximately 295 uniformed personnel who respond to a wide variety of emergency and non-emergency incidents within the City of Spokane.

The FD Training Division is in place to ensure that the SFD is responsive to the requisite Federal, State, and Local training mandates while assuring the ability to meet current and future training needs of the department and community. The overarching goal of the Training Division is to provide realistic, relevant training utilizing innovative techniques and methods in a state of the art facility. The mission of the Training Division is to provide our internal and external customers a highly trained, motivated fire service capable of safety responding to and mitigating events in an all hazard environment.

The FD Training Division is receives dollars from two funding sources, the General Fund and the EMS fund. The General Fund dollars supports 3 personnel who work at the Training Complex.

The multi-shift work schedule of the fire department requires a multi-class approach to complete one focused training evolution at the training center. To reduce the impact to response districts and their associated response times across the City it is necessary to conduct one 4 hour class multiple times over a corresponding four week rotation to instruct all operational personnel in one complete training evolution.

In an attempt to reduce effects on operational efficiencies the SFD has implemented an on line didactic training program by Target Solutions to provide firefighters with classroom education on a wide variety of both fire and EMS training topics at the station computer terminal. The fire department has access to a cable TV channel, Channel 95, used for transmission of classroom activities to individual fire stations. The Training Division staff also conducts field outreach training to individuals and groups of fire companies when possible. These training delivery methods allow firefighters to train in their respective response districts remaining available to respond to calls for service and reduce response times.

The Training Division is also responsible for Safety within the FD. The Director of Training serves as the department Safety Officer. Training personnel respond to significant incidents to serve in a safety capacity or as the Incident Commander deems necessary. Additionally, working with the FD’s SIU, Training also conducts investigation of significant accidents/ injuries to determine the role that equipment, procedures, policies, and behavior played so modifications can be made to avoid re-occurrence.

The Director of Training also serves as the department’s Health and Wellness Officer. Working with labor/management the Wellness Committee studies injury reports/trends, keeps abreast of health issues in the fire service and makes recommendations to the Chief for ongoing health and wellness training, presentations, and policy development.


There are mandated State and Federal training requirements in place that must be met to maintain fire, rescue, haz mat, and EMS certifications held by SFD members.

FTEs


Total FTEs259

Total FTEs 3.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 585,872 737,962 611,915 660,259 668,513


Revenues:


All Other 2,700 4,230 8,390 2,500 2,500






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 585,872 737,962 611,915 660,259 668,513


260

Program Summary: Fire & Life-Safety Inspection and Code Enforcement (Fire Prevention)

Division: Fire

Priority: Safety


Executive Summary:

Bid pays for the primary functions of city’s Fire Prevention Division including fire/building code enforcement, plan review (new & remodel projects before construction begins), fire inspection services (new and existing buildings + new businesses to ensure fire & life safety code compliance) and coordination of fire safety education.


The Mission of the Fire Department is: To serve the community by protecting life, property and the environment. The Fire Prevention Division works to fulfill this Mission through a community risk management approach through proactive code compliance efforts via professional, expedient, comprehensive Plan Review, Inspections, Public Fire Safety Education and Excellent Customer Service.

Fire Prevention efforts, a priority for community safety, are essential to an emergency preparedness strategy that serves to keep Spokane strong by ensuring safe buildings, neighborhoods, properties and the environment. Prevention activities are proactive short and long-term approaches to protecting and preserving life and property. Proactivity is considered most effective because it eliminates or greatly reduces the severity of fires and other calamities. Reduced fire damage in businesses and neighborhoods helps to maintain a high level of confidence in a safe environment further enhancing economic development.

In addition to fire suppression capabilities and a healthy City water supply, the Washington Survey and Rating Bureau (WSRB) rating guidelines considers the strength of the Fire Prevention Program. The better rating a community receives, the lower the fire insurance rates for the City. While the City does well in most aspects of the Rating Bureau’s criteria, one expectation is that every business should be inspected once each year. Due to the sheer number of business occupancies within Spokane and limited Fire Prevention staffing, the FD is unable to inspect each business annually.

The Fire Prevention Bureau (FPB) designates a Deputy Fire Marshal (DFM) to review and evaluate each new business license application in the City of Spokane for compliance with fire and life safety code requirements. The DFM works in partnership with other regulatory agencies communicating and coordinating joint reviews when necessary. Working with business and building owners, the designated DFM educates and informs about issues to ensure fire and life safety code compliance, thus helping owners to avoid costly liability.

The FPB manages the Hazardous Materials & Fire Code Compliance Program for the City of Spokane. Through this program, the FPB seeks to prevent, control, & mitigate conditions related to the storage, dispensing, use, and handling of hazardous materials. The Hazardous Materials Program Coordinator collects Tier II reports from businesses that have or use hazardous materials in excess of threshold amounts regulated by the Fire Code. Examples of regulated hazardous materials are radioactive materials, flammable and combustible gases, liquids, and solids, cryogens, explosives, etc.

The FPB Special Events Coordinator ensures that special events and activities requiring FD approval are safe and conducted in accordance with applicable codes within the City of Spokane. This is achieved through planning with event sponsors and evaluations of all special event applications and sites that present potential fire and other life safety hazards. The SFD Special Events Coordinator works with event sponsors, promoters, area facility managers, Spokane Police Department, emergency medical teams and others to ensure safe, enjoyable special events for City residents and visitors. Besides the numerous events at the Arena, Convention Center or other venues, the larger events including “Pig Out In the Park,” the Lilac Parade, Bloomsday, Hoopfest, 4th of July fireworks, and the Annual St. Paddy’s Day Parade. These require significant hours of Fire Prevention personnel time. Also, most special events are not standard affairs, so code compliance is an additional and often extreme challenge in creativity to help make the event safe and successful through alternate means.

Consistency, adequacy and competence in meeting Code requirements and evaluating current trends in life safety and fire prevention are imperative in providing for economic development and the best customer service possible.

Fire Prevention staff work cooperatively work with the public to ensure that fire & life-safety measures are provided. Activities performed annually include:

261

1) Issue 2000+ permits as required by the Fire Code. 2) Inspect 70 high-rise buildings (buildings over 55’) for life safety and evacuation compliance and preparedness. 3) Manage Life-Safety systems confidence testing/code enforcement program (4700 systems). 4) Inspect all public/private schools (80+) in the City & evaluate fire drills in each. 5) Issue Civil Infractions for code violations unmitigated through voluntary compliance. 6) Inspect and approve applications for numerous Special Events throughout the City. 7) Inspect and approve approximately new Business Licenses applied for within the City. 8) Inspect 200 places of Public Assembly occupancies. 9) Conduct routine after-hours nightclub & bar overcrowding and safe exiting inspections. 10) Inspect 200 Hazardous Materials occupancies for permitted operations, use or storage. 11) Inspect 55 mercantile occupancies & stores during the holiday seasons due to high fire loading and exitway obstruction 12) Conduct public education on and enforcement of the successful Cityfireworks ban. 13) Respond to questions on interpretation/application of fire/building codes. 14) Provide training to the Community about life-safety codes and their intent.

The 2012 annexation of approximately 10 sq miles of the West Plains requires close interaction with Spokane International Airport and Spokane County Fire District 10 to transition inspection records and other critical emergency information. Future annexations by the City require the same interface with the Fire jurisdiction that previously provided fire services.

New editions of Fire and Building Codes are adopted by the State every 3 years and amended as often as necessary. Standards referenced by the Codes from the National Fire Protection Association (NFPA) and other agencies undergo regular updates as well. These recurring modifications require constant training by Fire Prevention personnel to stay abreast of the codes.

15) Support FD Operations division on a variety of matters regarding building/site safety. 16) Participate in policy and code development with other City Departments. 17) Handle 500+ complaints per year.


In accordance with WA State Law, no jurisdiction may impose any Fire Code requirement that is less stringent than the Fire Code adopted by the State. Local jurisdictions may impose more stringent Fire Code provisions if approved by their policy body.

FTEs


Total FTEs 12.00 11.00 11.00 11.00 11.00

Expenditures:


All Other 0 0 0 0 0







Wages and Benefits 947,268 1,002,408 1,098,561 1,245,841 1,258,561

TOTAL 1,047,346 1,096,840 1,196,692 1,350,681 1,378,326


262

Revenues:


All Other 0 0 0 0 0






Services 257,324 215,113 324,736 219,500 219,500

Taxes 0 0 0 0 0

TOTAL 1,047,346 1,096,840 1,196,692 1,350,681 1,378,326


263


264

Program Summary: Fire Administration and Support staff

Division: Fire

Priority: Safety


Executive Summary:

The Administrative Division of the FD provides Leadership and Management for the largest FD in eastern Washington. Fire Administration is responsible for organizational oversight and direction of the agency, has responsibility for budget preparation/ management, personnel administration, payroll, purchasing/ accounts payable, labor relations, long term planning and community information.


Providing Fire Department Public Safety Services to the 2nd largest City in Washington involves a complex operation with many moving parts. Most citizens look to their Fire Department to provide professional services in a timely manner, responsive to their needs with a positive customer service approach. The public calls on the Fire Department during their time of crisis, whether it is a fire situation, a medical incident or any circumstance where they need help and do not know who to call. The Fire Department must be ready to respond to those calls 24-7-365, with a system that is well organized and has the capability to adapt and manage a myriad of occurrences.

Fire Administration must ensure that all aspects of the Fire Department are prepared and are responsive to regularly fulfilling their part of the FD’s mission. Due to our mission and nature of providing emergency services, the Fire Department must actively interact with other City departments as well as a host of governmental and private sector operations.

Given the information age we live in, the Fire Department must be effective in informing, educating, listening to and interacting with the public. Additionally, the City and Fire Department rely on financial and other support of our citizens for voted Levies and Bonds so it is essential that the FD engages the community to answer questions and help explain the services provided by the FD. This requires the use of social media as well as face to face interaction at all levels of the organizations. The Fire Department strives to be active and participate in as many events as time and resources will allow.


Fire Administration must insure that the Fire Department complies with numerous Federal and State laws and standards that are applicable to the City of Spokane and other fire service agencies. Additionally, there is responsibility to meet contractual obligations that are created through Interlocal Agreements, Collective Bargaining Agreements, and the numerous other legally binding documents to which the Fire Department is a party.

FTEs


Total FTEs 5.00 5.00 4.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0


Debt Services 1,307 1,307 7,481 1,306 1,306



265




TOTAL 667,941 739,786 788,392 848,143 860,515


2011 Interfund actuals increase due to Interfund charges for Accounting staff moved to Centralized Accounting. Two Accountant positions moved in 2011, and 1 additional Accounting Clerk position in 2012.

Revenues:


All Other 0 0 0 0 0






Services 81,492 88,981 72,283 85,000 85,000

Taxes 0 0 0 0 0

TOTAL 667,941 739,786 788,392 848,143 860,515


266

Program Summary: Fire Department-General Fund-Information Management Service and Support

Division: Fire

Priority: Safety


Executive Summary:

The IMS function provides essential Information Technology (IT) services to all divisions of the Fire Department. IMS insures on-going functionality of numerous mission critical applications as well as a number of other systems relied on by the Spokane Fire Department and CCC contract fire agencies.


The FD IMS function is comprised of 4 personnel who are funded through several sources including the General Fund; EMS Fund and CCC Fund. The General Fund portion funds 2 of these positions. FD IMS personnel support a number of mission critical functions to SFD and other area fire agencies as well as many other important applications that SFD rely on for day to day operations. FD IMS works closely with City, County, PD and other area FD IT personnel.

FD IMS provides hardware, software and network IT support to all 18 SFD facilities. IMS personnel maintain 200+ computers and misc computer devices within the FD and in coordination with City IT, manage the Wide Area Network that connects all FD facilities including the ECC (Emergency Coordination Center). IMS staff maintain network log-in and connection data for all 320+ FD employees along with managing all digital pagers and cell phones used by the FD.

Mission critical functions supported by FD IMS include:

CAD - IMS supports the 24-7-365 operation of the CAD system which is the primary tool used by the CCC in providing contract dispatch services to 14 fire agencies plus SFD. CAD is used to dispatch and track over 52,000 Fire and EMS incidents annually and is comprised of a number of sub-systems that are responsible for providing dispatch recommendations, apparatus response, station notification, digital paging, Mobile Data Communications (MDC), Mapping, Automatic Vehicle Locator (AVL), and historical incident info. A fully functional back-up Combined Communications Center is also maintained at a remote location in case of an emergency requiring the CCC to move.

MDC’s – FD IMS staff developed and provide on-going support of the MDC software application in all SFD response units (front line and front line reserves). The MCD app provides interface to the CAD system for responding apparatus and critical information to responders about properties, etc. SFD IMS provide critical support to the Valley FD who operates MDC’s within all of their units.

Telestaff – This software module is a critical component of personnel management used with the FD for all personnel scheduling. This program provides payroll information to the City’s PeopleSoft HR system through an interface developed and managed by FD IMS. FD IMS also provides support to the Spokane Police Department who also utilizes Telestaff for scheduling and payroll.

RMS - The FD Records Management Systems (RMS) support is imperative to the successful documentation of FD activities, as required by State law. Fire and EMS Incident Reporting (over 29,000/ yr) , Firefighter Training Records, Permit & Building information, Personnel Scheduling, Arson Investigations, and department statistics are all a part of the RMS. Maintaining hardware, software, and conducting computer training for all RMS applications utilized by the FD is required of the FD IMS group.

Mobile Communications – FD IMS support a wide variety of essential elements of mobile communications within the FD. This includes the management and support of nearly 200 digital pagers and 85 cell phones, a significant number of which have data capability (email, CAD messaging and radio). FD IMS also developed, maintains and supports a Mobile Data Computer system to provide front line apparatus current call information, mapping, property information and pre-fire plans to enhance operational planning, strategy, tactics, and firefighter safety.

Emergency Coordination Center (ECC) computer, communications, and GIS support is pivotal to a functional Spokane County and Regional ECC. The ECC is located at the Fire Department’s Training Facility and is the responsibility of SFD IMS personnel to coordinate with other City departments and County agencies to ensure readiness of the ECC.

267

Other functions supported by FD IMS include:

First tier Help Desk and Network infrastructure support to over 300 fire department personnel who utilize hundreds of PC’s, Thin Clients, phones and other devices that must be supported to ensure accurate documentation and effective communications. Network connectivity throughout the 18 remote SFD facilities with a 24/7 requirement is essential.

Critical specialized software for Hazmat Team (CAMEO), Air Room (Posi-check) and First Responders is also supported by FD IMS.

Critical specialized software developed by FD IMS includes a Vacation/Debit signup program to ensure Labor Union rules are observed during the signup process. A Vacancy program was created to ensure Labor Union rules are observed when filling a vacancy via drafting procedures (both for Operations and Dispatchers).

Timely and specialized Geographical Information Systems (GIS) support is crucial to operational planning, strategy, tactics, and firefighter safety. FD IMS coordinates the maintenance of all FD related data layers, the SFD City Atlas used in all front line apparatus, mapping support for CCC Dispatch and MDC’s, urban interface maps, and an ECC activation.

The FD Intranet Portal is critical to dissemination of all non-emergency related information to personnel and is maintained by FD IMS staff.

This includes a CAD Status web application that is shared throughout the county to display current and past incident information for agencies served by the CCC.

An external Web presence is vital to the FD. The FD IMS support the SFD Website, Facebook, Twitter, and other social media applications that are utilized to link the FD to the community.


The FD is under contract with an Interlocal Agreement, to provide Fire and EMS dispatching services to 14 other fire agencies in Spokane County. CAD is a critical component of the City's ability to meet this contract obligation. FD IMS is responsible to insure that CAD is operational at all times so the City can fulfill its contract obligations.

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 351,250 365,324 344,506 380,154 386,280


268

Revenues:


All Other 0 0 0 0 0






Services 0 2,807 183 0 0

Taxes 0 0 0 0 0

TOTAL 351,250 365,324 344,506 380,154 386,280


269


270

Program Summary: Fire Prevention Bureau-Plan Review

Division: Fire

Priority: Safety


Executive Summary:

Plan review services are an essential part of effective Community risk management strategies. The goal of plans review is to minimize risk to the public & emergency responders. Plan review services address new & remodel projects before construction begins & coordination of fire code requirements with the Building and other departments and agencies.


The FD Plans Review function is in place to improve the level of safety for the public as well as firefighters and the quality of the plans reviews that occurs by the FD and the City.

The function is performed through an employee who is a certified Fire Protection Engineer (FPE) who is in place to provide two primary services/ missions:1. To act as a reviewer and subject matter expert for plans and requirements of the Fire Code.2. To act as a reviewer and subject matter expert for plans and requirements of the Building Code.Both of these areas of responsibility are equally important to the City and the departments that have responsibility for the enforcement of these codes.

To improve working relationships between the Building and Fire Departments and to improve customer service, the FPE works between the FD and City Hall. The FPE works well with both departments and is looked upon as an integral part of both departments’ teams. Additionally, both departments recognized the critical role that the FPE plays in both departments.

Besides the plans review expertise, the FPE has become a go-to person for technical questions and the FPE has become a critical position that many now rely on. The FPE provides advice to employees in both B&DS and FDs, in other City departments as well as design professionals in the City and surrounding area.

The Plan review function/service generates revenues through fees for service. The revenue is up with an analysis showing a projected increase in fees based on performance from last year over the same time period. The number of permits has increased over the past 2 years at a consistent rate, with corresponding valuations. The number of higher value permits has increased over the past two years, even during the economic downturn.

Activities include the following:

• Conducts approx. 600 permit plan reviews for life-safety systems (alarm, sprinkler, private hydrants). • 250 of the above listed plan reviews are planned to be done "over-the-counter." • Participates in approximately 100 pre-development review sessions.• Reviews approx. 10 PUDs for site fire flow and Fire Department access. • Reviews approx. 55 SEPA (State Environmental Policy Act) checklists. • Reviews approx. 580 building permits.• Provides training to FD staff, other City departments, regional code personnel and the Community about life-safety codes and their intent. • Supports FD Operations division on a variety of matters regarding building/site safety.• Acts as a regional advisor on important code and other life-safety issues.• Participates in policy and code development with other City Departments. • Handles 500+ complaints per year. • Provides special analysis for Hazardous Materials operations and occupancies and Special Event applications.• Promptly responds to questions from the public on interpretation/application of fire/building codes.

The 2012 annexation of approximately 10 sq miles of the West Plains requires close interaction with Spokane International Airport and Spokane County Fire District 10 to transition inspection records and other critical emergency information. Future annexations by the City require the same interface with the Fire jurisdiction that previously provided fire services. Plan review services are most successful when coordinated with others involved in overall planning for each project.

271

New editions of Fire and Building Codes are adopted by the State every 3 years and amended as often as necessary. Standards referenced by the Codes from the National Fire Protection Association (NFPA) and other agencies undergo regular updates as well. These recurring modifications require constant training by Fire Prevention personnel to stay abreast of the codes.


Yes. In accordance with WA State Law, no jurisdiction may impose any Fire Code requirement that is less stringent than the Fire Code adopted by the State. Local jurisdictions may impose more stringent Fire Code provisions if approved by their policy body. Competent plan review service is necessary to comply with State law.

FTEs


Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 877 99 1,099 607 607



TOTAL 123,937 129,068 135,096 137,214 139,812


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 123,937 129,068 135,096 137,214 139,812


272

Program Summary: Fire Prevention Bureau-Public Education-Emergency Preparedness

Division: Fire

Priority: Safety


Executive Summary:

Fire Prevention’s Public Education/Emergency Preparedness function is an essential service of the Fire Department and the City in an effort to reduce the occurrence of fires and other emergencies and prevent injuries and deaths. The FD, through this division, interacts with public and private entities to educate the community.


Fire Prevention efforts, a priority for community safety, are essential to an emergency preparedness strategy that serves to keep Spokane strong by ensuring safe buildings, neighborhoods, properties and the environment. Prevention activities are proactive short and long-term approaches to protecting and preserving life and property. A proactive approach is considered most effective because it eliminates or greatly reduces the severity of fires and other calamities. Emergency preparedness helps the Community maintain a higher level of confidence in a safe environment further enhancing economic development and the overall quality of life for Spokane areas residents and visitors.

Strategies and activities include:

• Partner with others to maximize resources and reduce duplication of effort.• Provide Children’s Fire Safety House (CFSH) tours to 20 schools, and 60-minute educational sessions to approximately 2,500 third and fourth grade students throughout the City. • Complete approx. 75 flammables, fireworks fire prevention classroom sessions to 1500 fifth and sixth grade students throughout the City.• Provide 100 fire safety and injury prevention presentations to senior citizens, civic groups and apartment managers. • Provide public education information to the community related to the City’s 20 year fireworks ban.• Coordinate the community-wide media campaign for Fire Prevention Week, “Change Clock/Change Battery” emphasis, winter holiday safety, fireworks ban, and others that include news articles in community papers and topical video slots on City Cable 5 and the Spokane Fire Department web site. • Provide fire and burn prevention classes for 15 preschools impacting approximately 1200 preschoolers and parents. • Conduct at least 20 FireStopper intervention classes at the B.E.S.T. (Behavioral Education and Skills Training) outpatient program at Sacred Heart Medical Center. • Complete FIRE-STOPPER interviews with approximately 70 children having a history of using fire. Current FIRE-STOPPER data will be compiled and analyzed for 70(+-) cases, reviewed with the multi-agency FIRE-STOPPER Advisory Committee and utilized to prioritize intervention activities for 2013. • Continue partnerships with SAFE KIDS, The Inland Empire Public Fire Educators, Red Cross, Eastern WA Center for Deaf and Hard of Hearing, CPSC, Breakthrough for Families, the Child Death Review team and Spokane Emergency Preparedness for Persons with Specific Needs to increase community awareness of fire and burn prevention, accident prevention safety, emergency preparedness community wide. • Seek grant opportunities to assist in funding Public education programs in line with the Department’s Community Risk Reduction strategy.• Seek grants and coordinate the distribution of approximately 100+ smoke detectors to low-income families and others with special needs.• Coordinate with partner groups to create and publicize community safety awareness Public Service Announcements.


None

FTEs


Total FTEs 273

Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 96,840 98,506 103,671 107,413 109,582


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 96,840 98,506 103,671 107,413 109,582


274

Program Summary: Fire-Vehicle & Equipment Maintenance-General Fund

Division: Fire

Priority: Safety


Executive Summary:

SFD's Maintenance Division is an essential function necessary to keep fire apparatus & equipment operational so the FD can respond to approximately 30,000 calls annually. Besides emergency vehicles the division maintains support vehicles, small engines, ladders, and thousands of pieces of equipment on emergency vehicles plus it supports 20 FD facilities.


The FD Maintenance Division supports all fire suppression and emergency medical operations by maintaining and repairing the vehicles and equipment utilized by the FD to provide incident response to the community. Without the services of the Maintenance personnel, it would be virtually impossible for the FD to serve the community. The FD utilizes its maintenance facilities at 1610 N. Rebecca which have been funded through FD bond issues. The maintenance facility is located on the FD’s Readiness Complex that allows coordination with the Training Division to help maximize site visits.

The FD Maintenance Division receives funding from two funds, the General Fund and the EMS fund. The General Fund dollars support 3 positions within the Division.

The FD's Maintenance Division maintains 46 emergency vehicles, numerous support vehicles, about 223 small engines, 130+ ground ladders, 200 nozzles, and literally thousands of pieces of equipment on the emergency vehicles. Additionally, the division provides support to 15 fire stations and 5 other FD facilities.

Services provided by the FD Maintenance Division include: 1. Routine preventive maintenance to about 110 FD front-line and reserve, staff, and support vehicles, which reduces breakdowns and expensive repairs. 2. All minor & major repairs to all apparatus and equipment utilized by the FD.3. Equipment familiarization, operation, & maintenance training to FD field personnel.4. Use of historical data for damage/breakdown analysis, to minimize breakdowns.5. Design and fabricate vehicles and equipment, to meet department demands.6. Conduct ongoing updates to vehicles to stay current with new technology & standards.7. Develop specifications for all new vehicles for purchase.8. Ensure mechanics receive & maintain Emergency Vehicle Technician EVT and Automotive Service Excellence ASE certifications.9. Perform annual testing on apparatus & equipment to comply with all laws and standards. 10. Coordinate and schedule contract maintenance and repairs on FD apparatus and equipment with outside vendors.

A significant challenge to the SFD Maintenance Division and the FD in general is the lack of funding for capital needs. Traditionally, the City and FD rely on funding for capital needs being through the approval of Voted Bonds. Unfortunately, the 2009 Fire Bond issue failed to receive the 60% level of votes needed to pass by a small margin. To date, another fire bond has not been advanced to the public. This funding void is leading to extremely high mileage on front-line and reserve fire apparatus that the FD relies on to respond to calls for service. The diminishing reliability and availability of the apparatus has forced the FD to purchase 2 used fire trucks from Volunteer FDs to supplement the fleet until funding can be obtained. The funding of FD apparatus, equipment, facility and other capital needs is reaching a critical stage. Until the funding occurs to obtain newer apparatus and equipment, the FD Maintenance Division will be hard pressed to keep resources in service.


National Fire Protection Association (NFPA) Standards for apparatus design, maintenance and operations are typically voluntary however they are recognized as industry standards when dealing with case law matters. WA, Labor & Industries (L&I) Standards require FD’s to meet certain NFPA standards for apparatus and equipment

FTEs

275


Total FTEs 3.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 517,886 470,534 452,005 461,866 469,111


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 517,886 470,534 452,005 461,866 469,111


276


277

Fire Improvement Bond FundThe Fire Improvement Fund is a Special Revenue Fund that is in place to receive grants, bond funds and other revenues that come to the Fire Department. Historically, expenditures of these funds has gone towards capital needs of the Fire Department that cannot be covered from other funds.


278

Program Summary: Fire Improvement Bond Fund

Division: Fire

Priority: Safety


Executive Summary:

The Fire Improvement Fund is a Special Revenue Fund that is in place to receive grants, bond funds and other revenues that come to the Fire Department. Historically, expenditures of these funds has gone towards capital needs of the Fire Department that cannot be covered from other funds.


Initially, this fund was created to receive Voted Fire Bond funds. Since its creation, it has been utilized to receive the following types of revenues:

1. Grant dollars received by the Fire Department.2. Funds received by the Fire Department from the sale of FD property, apparatus or equipment.3. Funds received by the Fire Department for response to State or other fire or all hazards Mobilizations.4. Dollars transferred from other City funds to support capital projects for the Fire Department.


The expenditure of and accounting for Voted Bond funds are regulated under WA state and federal law.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 998,097 213,604 136,892 581,525 300,000




Supplies and Services 1,475 16,316 64,655 0 0



279

TOTAL 999,572 229,920 201,547 581,525 300,000


Revenues:


All Other 25,863 25,832 13,346 0 0






Services 18,337 20,809 17,672 0 0

Taxes 0 0 0 0 0

TOTAL 44,200 46,641 31,018 0 0


280

Human Resources Division

Departments: Employee Benefits

Human Resources

Unemployment

Workers' Compensation/Loss Control

281

Human Resources


282


283

Employee Benefits HR is responsible for the management and administration of the City's employee benefits, including the City's self-insured medical and dental plans, Group Health medical plan, LEOFF I medical benefits, Fire Trust medical plan, life insurance, and other voluntary benefits offered to employees.


284

Department Summary: Employee Benefits

Division: Human Resources



Executive Summary:

HR is responsible for the management and administration of the City's employee benefits, including the City's self-insured medical and dental plans, Group Health medical plan, LEOFF I medical benefits, Fire Trust medical plan, life insurance, and other voluntary benefits offered to employees.


HR manages and administers all City employee benefit programs. This includes the City's self-insured medical and dental plans, Group Health medical plan, LEOFF I medical benefits, Fire Trust medical plan, life insurance, long term care insurance, and other voluntary benefits offered to employees. HR also manages the City's employee wellness program, benefits fair, and other health-related events.


None

FTEs


Total FTEs 3.79 3.79 3.40 3.30 3.30

Expenditures:


All Other 0 0 0 0 0






Transfers to Other Funds 1,928 1,908 0 0 0


TOTAL 25,643,124 28,894,995 29,394,386 33,684,063 37,383,174


Claims and insurance expense make up the majority of the Supplies and Services category.

Revenues:


All Other 25,490,493 30,215,826 29,625,838 32,761,382 35,500,082

285



IG Revenue 13,297 59,799 7,857 0 0



Services 494,595 542,600 538,102 535,500 657,750

Taxes 0 0 0 0 0

TOTAL 25,998,385 30,818,225 30,171,797 33,296,882 36,157,832


286

Program Summary: Employee Benefits - Administration




Executive Summary:

HR is responsible for the management and administration of the City's employee benefits, including the City's self-insured medical and dental plans, Group Health medical plan, LEOFF I medical benefits, Fire Trust medical plan, life insurance, and other voluntary benefits offered to employees.


HR manages and administers all City employee benefit programs. This includes the City's self-insured medical and dental plans, Group Health medical plan, LEOFF I medical benefits, Fire Trust medical plan, life insurance, long term care insurance, and other voluntary benefits offered to employees. HR also manages the City's employee wellness program, benefits fair, and other health-related events.


FTEs


Total FTEs 3.79 3.79 3.40 3.30 3.30

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 0 0 177,800 264,850 262,750


Wages and Benefits 0 0 294,869 336,498 341,329

TOTAL 0 0 788,938 926,464 929,195


Revenues:


All Other 0 0 538,307 535,500 535,500

287






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 538,307 535,500 535,500


288


289

Human Resources DepartmentThe HR Department is responsible for employee and labor relations, compensation and benefits, employee development and training, personnel activity actions, performance management, investigations and disciplilnary actions, and exempt recruitments.


290

Department Summary: Human Resources Department




Executive Summary:

The HR Department is responsible for employee and labor relations, compensation and benefits, employee development and training, personnel activity actions, performance management, investigations and disciplilnary actions, and exempt recruitments.


The HR Department plans, directs, and coordinates the HR management activities of the City to maximize the strategic use of human resources and maintain functions such as employee compensation, benefits administration, employee and labor relations, personnel policies, and regulatory compliance. The HR department provides leadership to the City in designing systems and developing policies for organizational development.


None

FTEs


Total FTEs 10.00 10.00 8.70 8.70 8.70

Expenditures:


All Other 62,824 0 0 0 0








TOTAL 1,175,840 911,070 911,101 961,489 961,489


HR Director position was vacant for period of time in 2010 resulting in drop in cost per FTE.

Revenues:


All Other 0 0 0 0 0


291

General Fund Resources 1,092,197 630,884 818,052 856,489 857,489




Services 83,643 280,186 93,049 105,000 104,000

Taxes 0 0 0 0 0

TOTAL 1,175,840 911,070 911,101 961,489 961,489


292

Contact InformationDirector: Heather LowePhone: 509-625-6363

Website: www.spokanecity.org/departments/hr

2010: 332 2011: 312 '12 YTD: 140

Mission StatementProvide leadership and resources for the recruitment, development, and retention of qualified, well-trained, and dedicated employees, and provide accessible support to our customers

Human Resources

Key Services and Performance MeasuresWorkplace SafetyQuality Indicator:

Graph

Total number of safety incidents.

Significance:A safe workplace is critical for the health of employees as well as for keeping insurance premiums low.

Notes:


101520253035404550

2010: 332 2011: 312 '12 YTD: 140

2011: '12 YTD:

Employee RetentionQuality Indicator:

Graph

Percent of voluntary compared to involuntary terminations.

Significance:Ideally, the majority of employee terminations will be voluntary, such as retirement, relocation, etc.

Notes:The voluntary termination rate is shown on the graph.

Annual Performance Averages:74% 79%

0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%10%20%30%40%50%60%70%80%90%

100%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

293


294

Program Summary: Deferred Compensation (457 Plan)




Executive Summary:

The 457 Deferred Compensation plans provide employees with an optional retirement benefit. These are defined contribution plans with multiple mutual fund investing options. The City has a fiduciary responsibility to administer and monitor the mutual funds and the plans themselves. HR administers the plans, while the City's 457 Committee provides oversight.


The HR department will provide for the operation and administration of the 457 deferred compensation plans, including enrollment, education, monitoring, decision-making on providers and mutual funds, and decision-making on hardship withdrawals.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.40 0.40

Expenditures:


All Other 0 0 0 0 0







Wages and Benefits 0 0 31,084 32,646 32,849

TOTAL 0 0 31,084 32,646 32,849


Revenues:


All Other 0 0 0 0 0


295





Services 0 0 31,084 32,646 32,849

Taxes 0 0 0 0 0

TOTAL 0 0 31,084 32,646 32,849


296

Program Summary: Equal Employment Opportunity (EEO)




Executive Summary:

EEO helps promote a fair and equitable workplace and keeps the City in compliance with City, State, and Federal regulations by informing employees of acceptable standards and providing a means to address discrimination/harassment issues. EEO leads accommodation efforts for disable employees/applicants and actively engages in diversity recruiting efforts.


HR internally investigates complaints of discrimination based on race, religion, color, sex, national origin, age, sexual orientation, disability or veteran status, or complaints of harassment covered by City policy. Most investigations will be conducted interally and HR will oversee contracts with external investigators as necessary. HR will also act as liaison to State and Federal administrative agencies related to EEO, including the EEOC and the WA Human Rights Commission. HR will also review and evaluate all requests for reasonable accommodations and advise City management on these and other EEO issues.


Equal Employment Opportunity Commission, WA Human Rights Commission

FTEs


Total FTEs 0.20 0.20 0.20 0.20 0.20

Expenditures:


All Other 0 0 0 0 0








TOTAL 19,001 20,441 21,615 22,077 22,148


Revenues:


All Other 0 0 0 0 0

297






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 19,001 20,441 21,615 22,077 22,148


298

Program Summary: HR Administration




Executive Summary:

The HR Department is responsible for employee and labor relations, compensation and benefits, employee development and training, personnel activity actions, performance management, investigations and disciplilnary actions, and exempt recruitments.


The HR Department plans, directs, and coordinates the HR management activities of the City to maximize the strategic use of human resources and maintain functions such as employee compensation, benefits administration, employee and labor relations, personnel policies, and regulatory compliance. The HR department provides leadership to the City in designing systems and developing policies for organizational development.


None

FTEs


Total FTEs 5.20 4.70 4.55 4.55 4.55

Expenditures:


All Other 0 0 0 0 0








TOTAL 520,283 436,973 465,764 489,022 488,417


Revenues:


All Other 11,367 0 0 0 0


299





Services 72,275 280,186 93,049 105,000 105,000

Taxes 0 0 0 0 0

TOTAL 520,283 436,973 465,764 489,022 488,417


300

Program Summary: Labor Relations




Executive Summary:

The HR Department negotiates and administers nine collective bargaining agreements while adhering to appropriate labor and employment laws and regulations. In performing this function, HR strives for excellent and effective communication with management and employee representatives in order to deliver the best customer service to our clients.


HR is charged with negotiating and administering labor contracts for the City pursuant to each of the nine bargaining units. The HR department will negotiate contracts as appropriate to their lifecycle; brief Executive Team and City Council as needed on the status of negotiations; provide regular direction to City management and staff on proper application on contract language; conduct grievance investigations and determine appropriate grievance resolutions; attend predisciplinary hearings and prepare resulting letters of counseling, reprimand, suspension, or termination; and prepare supplemental agreements and memoranda of understanding as needed to address negotiated revisions to the nine collective bargaining agreements.


Per Federal, State, and Local labor and employment laws

FTEs


Total FTEs 3.20 2.70 2.55 2.55 2.55

Expenditures:


All Other 0 0 0 0 0








301

TOTAL 423,982 292,098 292,223 320,232 320,568


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 423,982 292,098 292,223 320,232 320,568


302

Program Summary: Training




Executive Summary:

Effective employee training is a means to improve employee skills and retain valuable employees, while reducing potential legal liability. To deliver effective training, HR will assess the training nneeds of City employees; design programs to improve employee job performance; and develop and deliver courses to prepare employees for advancement.


The HR department will ensure that quality training programs based on assessed needs are provided for City employees, including managers and supervisors. HR staff will develop curriculum and course content, teach the majority of clases, and research and select alternative, economic training development and deliveryoptions. Training for 2013 will include regionalizing a complete plan between the City and other municipalities such as the County, Liberty Lake, etc.; updating and delivering sexual harassment and disability awareness, which is required for all employees per mandate; participating in new employee orientations that are scheduled throughout the year to provide introductory training to all employees; and developing and delivering updated courses on a variety of other areas to include management and supervisor training.


Per Federal, State, and Local mandate, sexual harassment and disability awareness are required for all supervisors every two years.

FTEs


Total FTEs 1.00 2.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0








303

TOTAL 179,478 130,967 100,414 98,112 98,017


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 179,478 130,967 100,414 98,112 98,017


304


305

UnemploymentManagement and administration of the City's self-insured unemployment program. Management includes all aspects from policy development and financial management to premium payment and employee communication.


306

Department Summary: Unemployment




Executive Summary:

Management and administration of the City's self-insured unemployment program. Management includes all aspects from policy development and financial management to premium payment and employee communication.


Risk Management provides program and claims management services for Unemployment. Responsibilities are similar to insurance company management. This purpose of this program provide appropriate claims management for incurred claims, timely payment of benefits, and fair and equiptable treatment to our employees, and coordination of benefits that will prevent over or under payment of benefits. Additionally, claims management attempts to minimize and/or mitigate the severity or costs of those claims to the City.


None

FTEs


Total FTEs 0.10 0.10 0.10 0.10 0.10

Expenditures:


All Other 0 0 0 0 0








TOTAL 436,083 573,983 567,244 842,050 742,190


Revenues:


All Other 10,584 11,452 4,765 10,000 10,000

307






Services 34,710 100,003 650,000 450,000 550,000

Taxes 0 0 0 0 0

TOTAL 45,294 111,455 654,765 460,000 560,000


308


309

Workers' Compensation/Loss ControlManagement and administration of the City's workers' compensation program. This includes all aspects from policy development and financial management to premium payment and employee communication. Loss Control is a critical component of cost containment.


310

Department Summary: Workers' Compensation/Loss Control




Executive Summary:

Management and administration of the City's workers' compensation program. This includes all aspects from policy development and financial management to premium payment and employee communication. Loss Control is a critical component of cost containment.


Through our safety program and in consultation and compliance with regulatory agencies such as DOSH, OSHA, EPA, LGSI, and SCAPCA, we strive keep our workforce safe and to minimize physical and financial loss to the City and assure minimal disruption of service from such loss. We communicate with our regulatory agencies and provide trending analysis and internal support to establish and maintain appropriate loss control measures, disiplines, training and support mechanisms for City departments. In addition to reserving and cost projections, we provide appropriate claims management for incurred claims, timely payment of claims for damages and/or benefits, and fair and equiptable treatment to our employees who believe they have been damaged by the City. Additionally, claims management attempts to minimize and/or mitigate the severity or costs of those claims to the City.


None

FTEs


Total FTEs 4.53 4.53 4.38 4.38 4.43

Expenditures:


All Other 0 0 0 0 0








311

TOTAL 4,333,669 5,151,191 5,002,863 5,235,661 5,490,738


Revenues:


All Other 57,571 98,804 46,076 50,000 50,000






Services 5,476,797 5,000,006 4,500,000 3,741,000 5,240,000

Taxes 0 0 0 0 0

TOTAL 5,534,368 5,098,810 4,546,076 3,791,000 5,290,000


312

Legal Division

Departments: City Prosecutor's-Total General Fund Allocation

Office of the City Attorney - Civil Division

313

Legal


314


315

City Prosecutor's-Total General Fund AllocationOperating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutor’s Office has made significant operational changes to accom0date reduced budget and staff for the past several budget years. These changes include a pre-filing diversion strategy, increased use of technology, changes to victim coordination notification, and an emphasis on utilization of Rule 9 interns to support staffing needs on infraction cases.


316

Department Summary: City Prosecutor's-Total General Fund Allocation

Division: Legal

Priority: Safety


Executive Summary:

Operating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutor’s Office has made significant operational changes to accom0date reduced budget and staff for the past several budget years. These changes include a pre-filing diversion strategy, increased use of technology, changes to victim coordination notification, and an emphasis on utilization of Rule 9 interns to support staffing needs on infraction cases.


The City Prosecutor’s Office files approximately 10,000 to 12,000 criminal cases each year in Spokane Municipal Court. The City Prosecutor’s Office is the sole authority responsible for carrying out this legally mandated function. In addition to its criminal prosecution responsibility, the City Prosecuting Attorney is responsible for the prosecution of all civil violations of the Spokane Municipal Code, including nuisance, building and fire code violations, traffic violations, photo red light tickets and parking infractions issued in the City. As the Spokane economy has declined, Spokane, like other communities, has seen a significant rise in property crimes. The City Prosecutor’s Office has also seen a significant increase in the number of arrests and criminal filings for domestic violence. The aggregate effect of increased criminal case loads and the anticipation of standards mandating smaller public defense case loads which will be adopted by the Washington State Supreme Court this year has led to a focus by the City Prosecutor’s Office on its pre-filing diversion program which has resulted in a shift of approximately one third of its cases (primarily Driving While License Suspended in the Third Degree) to an infraction docket. The strategy was designed to save costs on public defense services, while proactively reducing jail costs by keeping these types of offenders out of jail.The DWLS 3rd Diversion program works cooperatively with the relicensing program to educate offenders and find solutions to getting licenses back to offenders.The use of JustWare as a case management system has had positive effects in the office, and it is anticipated that with the Municipal Court going on line with JustWare this year, continued efficiencies will be realized. With the loss of critical domestic violence resources in the community, the City Prosecutor’s Office has had to reallocate victim witness services, as there is a continued state mandate for victim/witness coordination within the Prosecutor’s Office. The job duties of clerical and professional staff in the City Prosecutor’s Office have been altered and enhanced to absorb many functions formerly performed by YWCA’s Victim Advocates. The City Prosecutor’s Office has seen a substantial shift in workload which is no longer being performed by other advocates in our community. Due to ongoing requirements mandated by the State, the City Prosecutor’s Office has noted a marked increase in the number of victim requests, including no contact orders, crisis advocacy and general demand for information. As the number of high intensity domestic violence cases grows and the ongoing discussions continue in the community about the best way to deliver services around domestic violence issues, so will the need for trial and witness support. Due to state and local budget cuts, the City Prosecuting Attorney has increasingly relied upon the support of Rule 9 qualified law students, who are authorized to appear in court, to handle the preliminary criminal dockets and infraction dockets. With the loss of the state work study program that reimbursed the Rule 9 program in the past, funding for those slots is compromised. Given the often predictable and repetitive nature of these kinds of cases, the use of additional Rule 9 qualified interns to absorb these voluminous case loads, is essential to make it possible for the City Prosecutor’s Office to properly staff these dockets.


None

FTEs


Total FTEs 21.00 21.00 19.00 19.00 19.00

317

Expenditures:


All Other 0 0 0 0 0








TOTAL 2,029,718 2,017,696 2,003,295 2,148,519 2,185,469


This 2013 Prosecution budget includes the Relicensing Program (Interlocal), Mental Health Court Prosecution (Interlocal) and Interpreter costs. It reflects an increase of $36,950. This increase is neutralized by the budget reduction of $78,000 absorbed by the City Attorney's Office.

Revenues:


All Other 294,781 295,262 224,650 250,350 250,350






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 2,029,718 2,017,696 2,003,295 2,148,519 2,185,469


The Prosecutor's Office does not generate revenue in and of itself . It is part of the criminal justice system (Police, Prosecution, Public Defender, Probation and the Court) which does generate revenue on fines, penalties and infractions. Estimated 2013 revenue reflected is from the Relicensing Program for $100,00 and Mental Health Court Interlocal for $150,350. (City Prosecution $62,205.75) and (City Public Defense $88,144.25)

318

Contact InformationDirector:Phone:

Website:

2011: '12 YTD:

Key Services and Performance MeasuresCriminal ProsecutionQuality Indicator:

Graph

Percentage of convicted / mitigated dispositions (charge outcomes) compared to dismissed dispositions.Significance:Generally, prosecutors strive for convictions; however, case outcomes are sometimes out of their control.Notes:Only top 15 charges. 2011 charge total: 1,092 dismissed, 2,516 mitigated, and 2,200 convicted.Annual Performance Averages:

81% 71%

Mission StatementTo promote justice and protect the people of the City of Spokane by aggressively and fairly prosecuting those who violate the law.

Nancy Isserlis509-625-6225

www.spokanecity.org/government/legal

City Prosecutor

0%10%20%30%40%50%60%70%80%90%

100%

2011: '12 YTD:

Only includes the top five most common reasons for dismissal, which account for 91% of the total in 2011. These reasons for dismissal are generalized. Individual cases can become very complex.

Reasons for various types of dismissed cases.

Significance:A case can be dismissed for a variety of reasons, some of which are beyond the control of prosecutors.Notes:

Quality Indicator:Criminal Prosecution

81% 71% 0%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

319


320

Program Summary: Mandated Prosecution

Division: Legal

Priority: Safety


Executive Summary:

Operating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutor’s Office has made significant operational changes to accommodate reduced budget and staff for the past several budget years. These changes include a pre-filing diversion strategy, increased use of technology, changes to victim coordination notification, and an emphasis on utilization of Rule 9 interns to support staffing needs on infraction cases.


The City Prosecutor’s Office files approximately 10,000 to 12,000 criminal cases each year in Spokane Municipal Court. The City Prosecutor’s Office is the sole authority responsible for carrying out this legally mandated function. In addition to its criminal prosecution responsibility, the City Prosecuting Attorney is responsible for the prosecution of all civil violations of the Spokane Municipal Code, including nuisance, building and fire code violations, traffic violations, photo red light tickets and parking infractions issued in the City. As the Spokane economy has declined, Spokane, like other communities, has seen a significant rise in property crimes. The City Prosecutor’s Office has also seen a significant increase in the number of arrests and criminal filings for domestic violence. The aggregate effect of increased criminal case loads and the anticipation of standards mandating smaller public defense case loads which will be adopted by the Washington State Supreme Court this year has led to a focus by the City Prosecutor’s Office on its pre-filing diversion program which has resulted in a shift of approximately one third of its cases (primarily, Driving While License Suspended in the Third Degree), to an infraction docket. The strategy was designed to save costs on public defense services, while proactively reducing jail costs by keeping these types of offenders out of jail. The DWLS 3rd Diversion program works cooperatively with the relicensing program to educate offenders and find solutions to getting licenses back to offenders. The use of JustWare as a case management system has had positive effects in the office, and it is anticipated that with the Municipal Court going on line with JustWare this year, continued efficiencies will be realized. With the loss of critical domestic violence resources in the community, the City Prosecutor’s Office has had to reallocate victim witness services, as there is a continued state mandate for victim/witness coordination within the Prosecutor’s Office. The job duties of clerical and professional staff in the City Prosecutor’s Office have been altered and enhanced to absorb many functions formerly performed by YWCA’s Victim Advocates. The City Prosecutor’s Office has seen a substantial shift in workload which is no longer being performed by other advocates in our community. Due to ongoing requirements mandated by the State, the City Prosecutor’s Office has noted a marked increase in the number of victim requests, including no contact orders, crisis advocacy and general demand for information. As the number of high intensity domestic violence cases grows and the ongoing discussions continue in the community about the best way to deliver services around domestic violence issues, so will the need for trial and witness support. Due to state and local budget cuts, the City Prosecuting Attorney has increasingly relied upon the support of Rule 9 qualified law students, who are authorized to appear in court, to handle the infraction and preliminary criminal dockets. With the loss of the state work study program that reimbursed the Rule 9 program in the past, funding for those slots is compromised. Given the often predictable and repetitive nature of these kinds of cases, the use of additional Rule 9 qualified interns to absorb these voluminous case loads is essential to make it possible for the City Prosecutor’s Office to properly staff these dockets.


FTEs


Total FTEs 18.00 18.00 16.00 16.00 16.00

Expenditures:


321

All Other 0 0 0 0 0








TOTAL 1,770,876 1,745,222 1,664,781 1,782,876 1,812,346


This 2013 Mandated Prosecution budget reflects and increase of $29,470. This increase is neutralized by the budget reduction of $78,000 taken by the City Attorney's office This budget submission does not include line number 54210 - Interpreter fees ($42,000 for 2013) which has been broken out as a separate bid. The prosecutor's office is the pass through agency for these costs, but the Municipal Court actually orders the interpreters.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,770,876 1,745,222 1,664,781 1,782,876 1,812,346


The Prosecutor's Office does not generate revenue in and of itself . It is part of the criminal justice system (Police, Prosecution, Public Defender, Probation and the Court) which does generate revenue on fines, penalties and infractions.

322

Program Summary: Mental Health Court Prosecution (Interlocal)

Division: Legal

Priority: Safety


Executive Summary:

The Office of the City Prosecuting Attorney proposes to continue its protection of public safety in the City of Spokane by committing dedicated resources to the identification and prosecution of offenders with mental health issues through the continued participation in the sales tax funded City, County Mental Health Court.


The Mental Health Court and its various components are financed by a County-wide sales tax. The Mental Health Court operates two tracks for mentally ill persons: 1) Mental Health Therapeutic Court track, and, 2) criminal track for mentally ill offenders. Both tracks handle individuals with diagnoses of severe mental illness. Defendants who are amenable to mental health treatment and capable of completing the requirements of the program are permitted to participate in the mental health therapeutic court by opting in on a voluntary basis. In doing so, they admit to the accuracy of the police report and give up their right to a jury trial. In exchange, they enter a program rich with case management and assistance to the activities of daily living that help to ensure their successful transition to independent living, and, most importantly, prevent future criminal behaviors which can lead to arrest and incarceration. The program consists of phases which include frequent court reviews, mental health counseling, treatment, medication management, writing assignments and compliance with other court orders. The program recognizes progress and short falls through frequent incentives and the continuum of sanctions designed to encourage responsible medication management and pro-social behavior. Successful completion of the program results in graduation from Mental Health Court and a dismissal of all criminal charges. Persons in the Mental Health Court who chose not to opt into the Mental Health Therapeutic Court, or are not appropriate for the program, are considered for more traditional case resolutions, but still benefit from the services and coordination provided.


None

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








323

TOTAL 138,830 144,466 207,851 220,793 227,172


The expenditures associated with this bid are reimbursed by Spokane County from the county-wide sales tax. 2012's reimbursement to the City was $150,350. City Prosecution $62,205.75. City Public Defense $88,144.25. 2013's reimbursement is still being negotiated. While the MHC city prosecution and city public defense personnel expenses are paid from the general fund the City Prosecutor's Office and City Public Defenders Office submit quarterly billings for reimbursement. The increase of $6,379 is neutralized by the budget reduction of $78000 absorbed by the City Attorney's Office.

Revenues:


All Other 0 0 0 0 0



IG Revenue 129,634 98,824 95,164 85,000 85,000



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 129,634 98,824 95,164 85,000 85,000


This bid does not generate independent revenue, but is part of the revenue generation process associated with the municipal court.

324

Program Summary: Municipal Court Interpreters

Division: Legal

Priority: Safety


Executive Summary:

State law requires the City to pay the costs of certified interpreter services for non-English speaking defendants and witnesses in criminal cases.


Costs are expected to be above the traditionally funded amount in this line item due to the increasing number of non-English speaking residents in the City of Spokane who are going through the criminal justice system.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 41,022 36,266 37,569 42,000 42,000


1. Interpreters are required by law and provide services necessary to adjudicate criminal and infraction citations. They are an indispensible and necessary cost to the criminal justice, code enforcement, and infraction enforcement obligations.

Revenues:


All Other 0 0 0 0 0

325






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 41,022 36,266 37,569 42,000 42,000


This budget line generates no specifically attributable revenue, but is part of all of the general fund revenue generated by the Municipal Court.

326

Program Summary: Relicensing Program (Interlocal)

Division: Legal

Priority: Safety


Executive Summary:

The relicensing program operates pursuant to an interlocal agreement between the City and County, and serves the community by assisting drivers with suspended licenses in getting their licenses back. The City Prosecutor’s Office diverts virtually all of its DWLS 3rd cases into this program, assuring the success of the program while saving the City significant costs in public defense costs, warrants, and unnecessary incarceration. In summary, the relicensing program provides the ground work for the relicensing of suspended drivers, collects fines which have previously been non-collectible, decongests court dockets, saves warrant fees, arrests and attendant jail costs


The relicensing program successfully operated from 1999 to 2004, with a federal grant, and, subsequently, from 2008 to the present pursuant to an interlocal agreement, as an effective and efficient mechanism to deal with a large population who drive motor vehicles despite having had their licenses suspended by the Washington State Department of Licensing. Active time payment plans established a mechanism for repayment of fines and fees that were previously uncollectible. Applicants are screened for admission through the City Prosecutor’s Office. Persons ineligible for the program include those categorized as seriously violent, a most serious offense, or a sex offense, to assure that licenses are not returned to serious criminals or those who may pose a danger to the community. An offender is classified eligible for the program, pays a $100.00 administrative fee, and is admitted as a Tier I, II, or III participant. Each offender is subject to the terms of the plan, developed by program staff. The plan includes structured fine payments based upon the disposable income of the offender and the obligation to purchase automobile liability insurance in order to participate. Plans II and III requirements also include attendance at living skills classes to educate the offender in avoiding behavior patterns that caused the suspension. If the offender successfully complies with the plan, and completes the program, a request is made of the Court to take action to restructure the monetary obligations to the Court and release holds on the offender’s driving privileges. (All courts in Spokane County participate. Pend Oreille County also participates with this program.) The offender is allowed to drive on the condition that he/she complies with the time payment plan until all fines are paid in full. In the event the offender fails to comply with the payment plan, those fines are reactivated and sent to collections, and the Department of Licensing is notified by the Court to suspend the offender’s driving privileges.


None

FTEs


Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0






327



TOTAL 78,990 81,742 93,094 102,850 103,951


Expenditures for this program are offset by administrative fees charged to the participants. The city and county staffing costs of the program will be offset by administrative fees if 2100 people are enrolled next year. The 2013 cost increase of $1,101 is neutralized by the budget reduction of $78,000 absorbed by the City Attorney's Office.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 74,669 75,150 69,263 100,000 100,000

TOTAL 78,991 81,742 93,094 102,850 103,951


City Revenue reflected is 50% of total administrative fees collected. Staffing expenditures for this program are offset by administrative fees charged to the participants. The city/county staffing costs of the program will be offset by administrative fees if 2100 people are enrolled next year.

328


329

Office of the City Attorney - Civil Division The Office of the City Attorney/ Civil Division provides a wide variety of civil legal services to the Mayor, the Administration, City Council, City Departments, and Boards and Commissions, including advice and consultation, drafting and review of documents, contracts, policies/procedures and ordinances. When the City receives a claim or is sued, the City Attorney’s office defends the claim and/or civil case and prosecutes all City civil and administrative claims. On occasion, outside counsel may be hired on a case by case basis.


330

Program Summary: Office of the City Attorney - Civil Division

Division: Legal



Executive Summary:

The Office of the City Attorney/ Civil Division provides a wide variety of civil legal services to the Mayor, the Administration, City Council, City Departments, and Boards and Commissions, including advice and consultation, drafting and review of documents, contracts, policies/procedures and ordinances. When the City receives a claim or is sued, the City Attorney’s office defends the claim and/or civil case and prosecutes all City civil and administrative claims. On occasion, outside counsel may be hired on a case by case basis.


Members of the City’s legal team provide oral or written legal opinions on specific matters of law and policy. Attorneys in the office have a wide and deep experience in the matters of core competency necessary to address legal matters for the City. These functions include, but, are not limited to, litigation (defense and prosecution), police advisory role, and in-house advice and consultation for various departments requiring particular legal advice.In its public records function, attorneys review and assist the City Clerk’s review of documents on public records requests. These requests are frequent and often voluminous, and require a timely and complete response to avoid litigation. On litigation matters, the office prosecutes or defends all litigation matters, whether in federal, state, or local court, or before administrative tribunals. When the use of an outside law firm is required, the City Attorney supervises the activities of the special counsel to ensure the interests of the City and that the individual clients are being well served and represented. Quasi administrative services include attendance at all City Council meetings, council committee meetings, administrative and departmental meetings as well as multi-jurisdictional meetings, with an emphasis on interlocal agreements and cooperation. Contract negotiation and contract compliance are critical to protecting the city’s interest. Routine and regular review of City contracts to ensure compliance with the law and best practices is essential. Additionally, the Office of the City Attorney supplies necessary background support for budget and economic development objectives of the City. *The 2013 increased budget is due to transfer of three persons from the risk management fund/department to the Office of the City Attorney.


City Charter section

FTEs


Total FTEs 17.00 17.00 16.00 16.00 17.00

Expenditures:


All Other 0 0 0 0 0






331



TOTAL 2,192,397 2,520,279 2,455,205 2,515,905 2,772,163


Increase is result of moving Attorneys assigned to Risk Management into the Legal budget. Expense increase offset by corresponding revenue increase.

Revenues:


All Other 0 0 0 0 0






Services 405,505 627,289 599,378 466,000 766,000

Taxes 0 0 0 0 0

TOTAL 2,192,397 2,520,279 2,455,205 2,515,905 2,772,163


332

Library Division

Departments: Library Services

333

Library


334


335

Library ServicesService is provided through the central library and five branches plus outreach to seniors and youth. Using its ending fund balance to close the gap between revenues and expenses, the Library expects to continue service at the current level for one more year.


336

Department Summary: Library Services

Division: Library

Priority: Growth & Learning


Executive Summary:

Service is provided through the central library and five branches plus outreach to seniors and youth. Using its ending fund balance to close the gap between revenues and expenses, the Library expects to continue service at the current level for one more year.


The Library’s mission statement is: “Spokane Public Library strengthens our community by promoting literacy and providing access to words, images and information through respectful, professional service.” To accomplish its mission the Library places emphasis on general circulation of books and materials for all ages, and on additional services that assist citizens in their pursuit of learning and personal success. These services include children’s programs that build reading, science and math skills; Internet access and computer training; employment services; outreach to businesses to help them with planning and marketing; and outreach to seniors in retirement homes and to young children in daycares—populations who often aren’t able to get to the library on their own. The Downtown Library supports in-depth collections of genealogy and local history materials that are not duplicated anywhere else in the region and a collection of print materials to support all branch libraries. Citizens get personal assistance from professional librarians to ensure that they find the specific information they seek.

As the Library anticipates a third year with no increase to the general fund transfer it will attempt to maintain current open hours at each location. RCW 27.12.240 states that funds allocated to the Library shall not be used for any but library purposes and it gives the Library Board exclusive control of expenditures. Therefore, the Library is able to retain any funds that remain unspent at the end of each year (ending fund balance). The Library was able to balance the 2012 budget due to the accumulation of a large ending fund balance in 2011. That ending fund balance will not be completely spent in 2012. So while we are projecting just enough ending fund balance to close the gap in 2013, the deficit has increased (it is now $438,489 compared to $286,782 in the 2012 budget) and the money will be gone by the end of 2013.

The Library will face a severe budget crisis in 2014. A significant portion of the ending fund balance that was accumulated in 2011 was from a hiring freeze begun early in the year. The 2012 budget was balanced by eliminating 1.5 FTEs in Administration and 1.5 FTEs in Public Services that were vacant in 2011. We also cut the training, travel, programming, supplies, and contracts budgets so that there is no cushion in the current budget. The ending fund balance for the 2011 budget year was more than was needed to balance the 2012 budget so it has been retained to make up the difference in the 2013 projected budget. However, it will be spent next year and the Library will not end the year 2013 with a large ending fund balance again.


None

FTEs


Total FTEs 91.75 91.75 92.38 89.26 89.26

Expenditures:


All Other 695,595 609,728 665,932 649,183 759,883

Capital Outlay 856,876 912,119 864,311 880,541 925,541

337

Debt Services 11,632 11,621 11,617 11,616 11,616






TOTAL 8,145,903 8,154,105 8,303,814 8,484,323 8,688,941


Revenues:


All Other 138,539 153,395 157,983 92,055 92,055






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 8,144,307 8,312,358 8,300,834 8,250,452 8,250,452


All Other includes copier revenue, non resident fees, contributions, and facilities rent for the Downtown Library garage.

338

Contact InformationDirector:

Phone:Website:

2010: 964,269 2011: 948,826 '12 YTD: 491,653

Key Services and Performance MeasuresBranch UsageQuality Indicator:

Graph

Gate count at all library branches.

Significance:This measure reflects the value the community places in the services available at the libraries.

Notes:Includes counts of visitors to six branches as well as attendance at outreach visits.


Mission StatementSpokane Public Library strengthens our community by promoting literacy and providing access to words, images and information through respectful, professional service.

Library

Pat Partovi509-444-5300www.spokanelibrary.org

60,00065,00070,00075,00080,00085,00090,00095,000

100,000

2010: 964,269 2011: 948,826 '12 YTD: 491,653

2010: 2,091,934 2011: 2,112,838 '12 YTD: 1,065,800

Material Check-Outs

Graph

Circulation of materials.

Significance:This measure reflects the public's usage of library materials.

Notes:Includes new check-outs and renewals.


Quality Indicator:

60,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

150,000155,000160,000165,000170,000175,000180,000185,000190,000195,000200,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

339

Significance:

Notes:

Annual Performance Totals:2010: 208,401 2011: 201,888 '12 YTD: 102,565

Significance:

Notes:


Reference Assistance

Graph

Number of reference assistance requests made to library staff.

Customers get faster, better research results by utilizing the expertise of library staff.

Includes in-person, telephone, and online requests for information.

Quality Indicator:

Internet-Enabled Computer Services

Graph

Internet station usage at library branches.

For many customers, the library is their primary source of internet access.

Includes the number of sessions on library computer equipment but does not include Wi-Fi access.

Quality Indicator:

12,00013,00014,00015,00016,00017,00018,00019,00020,00021,00022,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

7,5008,5009,500

10,50011,50012,50013,50014,50015,500

2010: 135,641 2011: 137,984 '12 YTD: 75,386

Significance:

Notes:


Technical Assistance

Graph

Number of technical assistance requests at library branches.

When customers are trained to use library equipment and technology, they can use library resources more efficiently.

Includes in-person assistance using computers, copiers, microfilm scanners, and other equipment.

Quality Indicator:

7,500

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

2,0002,2502,5002,7503,0003,2503,5003,7504,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

340

Parks Division

Departments: Golf Courses

Joe Albi Stadium

Park and Recreation Services

Parks and Recreation Capital

Urban Forestry

341

Parks


342


343

Golf CoursesThe Spokane Parks and Recreation Department operates four championship municipal golf courses: Downriver, Esmeralda, Indian Canyon, and the Creek at Qualchan. For over 86 years, these golf courses have been recognized nationally for their maintenance and operation as well as low greens fees.


344

Department Summary: Golf Courses

Division: Parks



Executive Summary:

The Spokane Parks and Recreation Department operates four championship municipal golf courses: Downriver, Esmeralda, Indian Canyon, and the Creek at Qualchan. For over 86 years, these golf courses have been recognized nationally for their maintenance and operation as well as low greens fees.


The Golf Fund is an enterprise fund that supports itself through the revenue it generates. The mission of the Golf Fund is to provide quality golf at reasonable and fairly priced rates, to attract more golfers, and to educate the golfing public about courtesy and fair play.

The Golf Fund operation includes very high maintenance of approximately 760 acres, management of four Golf Professional contracts which include pro shops, clubhouses, restaurants, and driving range facilities. Each golf course offers a variety of golf lessons, tournaments, and outings for the public, and are open, weather permitting, eight months of the year. Due primarily to weather, course revenue has declined over the past three years. 2013 is the last year of debt payment on the Qualchan revenue bonds used to build the course. Funds are available in a reserve account to make this final payment.


None

FTEs


Total FTEs 10.88 10.88 9.85 10.00 9.55

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 246,532 619,153 511,811 35,156 253,000





Transfers to Other Funds 560,000 552,383 460,000 565,800 0


345

TOTAL 3,142,265 3,555,785 3,526,898 3,516,271 2,847,600


Revenues:


All Other 26,730 38,734 7,464 8,300 6,100



IG Revenue 0 295,379 120,957 0 0


Operating Transfers In 114,410 74,649 17,713 0 0

Services 3,090,984 2,938,432 2,836,105 3,471,700 3,141,500

Taxes 0 0 0 0 0

TOTAL 3,232,124 3,347,194 2,982,239 3,480,000 3,147,600


346


347

Joe Albi StadiumJoe Albi Stadium remained with the City when other former City Entertainment Facilities joined the Public Facilities District. The City Parks & Recreation Department was assigned to manage Joe Albi Stadium in 2007. Joe Albi Stadium is used for high school football and soccer practices and games and other events.


348

Department Summary: Joe Albi Stadium

Division: Parks



Executive Summary:

Joe Albi Stadium remained with the City when other former City Entertainment Facilities joined the Public Facilities District. The City Parks & Recreation Department was assigned to manage Joe Albi Stadium in 2007. Joe Albi Stadium is used for high school football and soccer practices and games and other events.


In a cooperative agreement, Spokane Public Schools have agreed to be the lead in maintenance & security of Albi Stadium for school events. Spokane Parks and Recreation arranges other events and provides or arranges for needed services, such as janitorial, food and crowd management. It also maintains the areas outside the Stadium.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 22,602 0 0 63,300 35,000







TOTAL 386,139 443,862 397,545 453,185 428,200


Revenues:


All Other 154,844 172,577 189,691 177,000 155,000



349




Services 0 0 5,607 0 27,700

Taxes 0 0 0 0 0

TOTAL 386,139 443,862 397,545 453,185 428,200


350


351

Park and Recreation ServicesParks and Recreation Department manages, caretakes and operates the City’s park and conservation lands, golf courses, sports and aquatics facilities; maintains street and park trees; offers classes, events and athletic opportunities for persons of all ages and abilities; provides funding for community, senior and youth center recreation programs.


352

Program Summary: Park and Recreation Services

Division: Parks



Executive Summary:

Parks and Recreation Department manages, caretakes and operates the City’s park and conservation lands, golf courses, sports and aquatics facilities; maintains street and park trees; offers classes, events and athletic opportunities for persons of all ages and abilities; provides funding for community, senior and youth center recreation programs.


Parks and Recreation management knew a budget reset was needed this year to address the flat or modestly declining revenues projected for this and future years. A 7% reduction was made in overall operating and maintenance budgets. Efforts are being make to establish a leaner, more efficient parks and recreation system that will be sustainable for future years. This includes reducing staff and programs. Public input has been sought in setting resource allocation priorities.


None

FTEs


Total FTEs 78.83 80.83 77.86 77.42 70.60

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 771,781 721,548 489,997 1,201,868 1,425,400





Transfers to Other Funds 527,240 515,566 1,884,694 1,006,794 809,800


TOTAL 16,307,431 16,120,663 18,265,199 18,668,916 17,602,000


Revenues:


All Other 1,616,601 1,501,322 1,732,029 2,100,600 2,050,700


353


IG Revenue 14,792 109,379 108,435 46,200 0



Services 3,208,211 3,082,742 3,172,625 3,403,060 2,946,800

Taxes 0 0 0 0 0

TOTAL 15,873,929 17,288,886 17,289,967 18,410,575 17,602,000


354

Contact InformationDirector: Leroy Eadie

Phone: 509-625-6200Website: www.spokaneparks.org

2010: 149,844 2011: 124,301 '12 YTD: 17,522

Mission StatementTo provide exceptional parks, programs, facilities and services that improves the quality of life for all citizens of Spokane.

Parks and Recreation

Key Services and Performance MeasuresAquatics FacilitiesQuality Indicator:

Graph

Total usage of aquatics facilities.

Significance:Aquatics facilities provide a fun and safe place for residents to learn how to swim and play in the water.

Notes:Aquatics facilities are only active through the summer months.


5,00010,00015,00020,00025,00030,00035,00040,00045,00050,00055,000

2010: 149,844 2011: 124,301 '12 YTD: 17,522

2011: '12 YTD:

Planting Donated TreesQuality Indicator:

Graph

Number of donated trees planted in the city.

Significance:City parks and streets benefit from the generosity of the community by receiving donated trees.

Notes:Trees are not planted in winter or summer.

Annual Performance Totals:77 29

0Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

02468

101214161820

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

355

Significance:

Notes:

2011: '12 YTD:

Street TreesQuality Indicator:

Graph

Number of street trees permitted to be planted compared to removed.

This measure indicates growth or loss in the city's street tree inventory.

Only includes street trees that are planted or removed via the required permitting process.

216 137Annual Performance Totals:

-30-15

0153045607590

105120

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

356


357

Parks and Recreation CapitalThis program is to account for Capital Projects for the Parks and Recreation department, including computer and fleet replacement.


358

Department Summary: Parks and Recreation Capital

Division: Parks



Executive Summary:

This program is to account for Capital Projects for the Parks and Recreation department, including computer and fleet replacement.


This Capital Project Fund is used to accumulate funds for fleet and computer replacement, major repairs of the Gondola, and provide for debt service on the Riverfront Conservation Land and Gondola. It also serves as an emergency fund for projects not foreseen during the budget preparation process.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 455,572 290,411 1,462,711 913,639 540,000


Interfund Charges 0 11,710 279 350,000 0





TOTAL 556,084 593,785 1,712,448 1,374,991 1,000,000


Revenues:


All Other 48,390 60,493 30,289 31,300 26,300



359

IG Revenue 0 189,129 375,206 350,000 350,000


Operating Transfers In 480,435 436,775 1,712,754 411,004 416,000

Services 0 500 0 0 0

Taxes 0 0 0 0 0

TOTAL 528,825 686,897 2,118,249 792,304 792,300


360


361

Urban ForestryUrban Forestry staff professionally manages the City's 90,000 street and park trees and provides citizens with educational opportunities pertaining to trees and tree care.


362

Department Summary: Urban Forestry

Division: Parks



Executive Summary:

Urban Forestry staff professionally manages the City's 90,000 street and park trees and provides citizens with educational opportunities pertaining to trees and tree care.


Spokane Urban Forestry is responsible for overseeing the maintenance and enhancement of both public trees and street trees including those along parking strips, boulevards and parks within the city limits. Staff at Urban Forestry do the following:•Issue permits to plant, prune, or remove public trees. •Are responsible for notifying property owners on issues relating to street trees and city projects. Examples include notification of hazard trees, sign blockage, and clearance pruning for city street work.•Review pre-development plans and landscape plans that involve street trees.•Work with advisory committees, citizen groups, partner organizations and decision makers to update policy and programs that better facilitate the regulation and enhancement of the urban forest.•Collaborate with certified arborists to ensure work is performed in accordance with required arboricultural specifications and standards.•Urban Forestry crews also perform work throughout the city. Their work consists of planting trees along rights-of-way and in parks, pruning and removing park trees, signal and sign clearance, and other emergency work in the right-of-way and publicly owned property.

The Urban Forestry Program has historicallly been underfunded, but has managed to continue moving forward with careful money management, utilizing grant awards, pursuing creative partnering opportunities and volunteer participation.


None

FTEs


Total FTEs 1.50 1.50 2.00 2.00 3.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 13,510 2,343 0 0







363

TOTAL 164,087 250,472 333,857 485,700 485,700


Revenues:


All Other 1,905 12,609 31,209 15,000 15,000



IG Revenue 6,312 0 18,496 20,000 20,000

Licenses and Permits 0 896 720 10,700 10,700


Services 12,900 6,999 17,368 15,000 15,000

Taxes 0 0 0 0 0

TOTAL 158,617 146,645 224,893 485,700 485,700


364

Police Division

Departments: Forfeitures & Contributions

Law Enforcement Grants

Police Vehicle Replacement

Spokane Police Department

365

Police


366


367

Forfeitures & ContributionsThe Forfeitures and Contributions fund serves as a repository for funds received from drug investigations, donations made to the department, and auction proceeds from the Property Evidence Facility.


368

Department Summary: Forfeitures & Contributions

Division: Police

Priority: Safety


Executive Summary:

The Forfeitures and Contributions fund serves as a repository for funds received from drug investigations, donations made to the department, and auction proceeds from the Property Evidence Facility.


Proceeds in this fund are for restricted purposes. Per law, drug seizure funds must be utilized for drug investigations or related law enforcement activities (utilization of SWAT for serving a high risk drug warrant, for example). These seizure funds are the result of money, weapons, and vehicles seized during an investigation. Law enforcement can seize property if they have probable cause the suspect intended to use property in the commission of a crime.

Donations are made directly to the department normally for a specific purpose at the request of the donator. Property that has not been claimed and can be sold per law is auctioned off. These auctions proceeds are restricted by agreement to supporting the joint Property Evidence Facility.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 128,717 331,231 624,221 475,000 250,000


Interfund Charges 0 4,026 0 0 0





369

TOTAL 315,433 477,778 859,338 885,268 500,000


Significant funds were spent on remodel costs for the Gardner detective building and the new Property Facility on Alki during 2010 and 2011.

Revenues:


All Other 72,783 74,459 78,655 78,231 75,000



IG Revenue 27,010 1,994 28,560 3,500 2,000



Services 0 1,250 0 38,000 0

Taxes 0 0 0 0 0

TOTAL 419,605 458,313 392,816 514,731 377,000


The amount of forfeitures received has been decreasing due to cuts in the number of detectives, which affects the numbers of cases being worked on. Cash reserves will be used to pay for a portion of the expenditures in 2013.

370


371

Law Enforcement GrantsGrants dollars are used to enhance technology, sustain necessary equipment purchases, and support essential traffic programs such as Click-it-or-Ticket, x52 (DUI emphasis), Drive Hammered - Get Nailed, and others. They also support two detectives positions in TCU and SVU.


372

Department Summary: Law Enforcement Grants

Division: Police

Priority: Safety


Executive Summary:

Grants dollars are used to enhance technology, sustain necessary equipment purchases, and support essential traffic programs such as Click-it-or-Ticket, x52 (DUI emphasis), Drive Hammered - Get Nailed, and others. They also support two detectives positions in TCU and SVU.


The Spokane Police Department has received and administered over $20 million dollars in grants over the past decade. Technology grants have been critical to our ability to acquire new information systems and make equipment purchases such as in-car cameras and the new targeting system at the Spokane Police Academy Range. Other grants have contributed to traffic safety, graffiti reporting and prevention, vehicle theft investigations, registered sex offender monitoring, elder abuse investigations and intervention, and gang intervention and prevention.

The SPD Traffic Unit receives many grants annually, primarily from the Washington Traffic Safety Commission. These grants support overtime and training to focus on specific enforcement activities, such as drinking and driving and seatbelt use. They also support events for car seat checks. These programs help to make Spokane a safer community for drivers and passengers, as well as others who share the road.

Annual block grants such as the Justice Assistance Grant (JAG) ensure SPD is able to make equipment purchases such as computers and weapons as well as software purchases to enhance efficiency. Without these block grants, these purchases would need to be made from the General Fund, which would impact our ability to provide other services.

Two FTEs are currently funded through grants and support specific services. The Washington Auto Theft Prevention Association (WATPA) currently funds one detective who works in Targeted Crimes (TCU). This detective supports the investigation of vehicle theft and those prolific offenders responsible for these and related crimes, such as identity theft. Another grant through the Washington Association of Sheriffs and Police Chiefs (WASPC) supports a detective assigned to the Special Victim's Unit (SVU) to monitor registered sex offenders. SVU registers and monitors over 900 convicted sex offenders living in the city. This detective provides three levels of notification on the release of sex offenders to the community.

Elimination of these grants would result in a dramatic reduction in these services provided to our community.


None

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 1,625,818 840,750 400,693 3,523,394 315,000


Interfund Charges 10,353 10,471 611 0 0

373


Supplies and Services 638,579 960,793 854,375 1,679,753 632,258



TOTAL 2,638,724 2,301,639 1,538,774 5,476,893 1,208,873


Two FTEs are supported by grants - WATPA grant for vehicle theft detective and WASPC grant for registered sex offender (RSO) detective. These are state grants which run on a different fiscal year calendar; as such, at this time, we do not know if they will be renewed. Numerous grants will expire in 2012 so the expenditures have decreased significantly for 2013.

Revenues:


All Other 3,929,788 1,818,768 821,063 3,840,956 700,000





Operating Transfers In 0 61,549 16,790 111,628 0

Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 3,929,788 1,880,317 837,853 3,952,584 700,000


The RSO and WATPA grants have not yet been awarded for the second half of 2013. Justice Assistance Grant revenues are received and recorded at the beginning of the grant period. This accounts for the difference between revenues and expenditures.

374


375

Police Vehicle ReplacementThe SPD Fleet is composed of patrol vehicles, traffic motorcycles, detective and administrative vehicles, undercover cars, and specialty unit vehicles. These vehicles support the underlying job function of providing law enforcement services to the public. Patrol vehicles run 24/7/365 and therefore need to be replaced more frequently than normal vehicles.


376

Department Summary: Police Vehicle Replacement

Division: Police

Priority: Safety


Executive Summary:

The SPD Fleet is composed of patrol vehicles, traffic motorcycles, detective and administrative vehicles, undercover cars, and specialty unit vehicles. These vehicles support the underlying job function of providing law enforcement services to the public. Patrol vehicles run 24/7/365 and therefore need to be replaced more frequently than normal vehicles.


As first responders, one of the essential and main tools for law enforcement is their transportation. The Spokane Police Department has a large fleet to accommodate this function, including marked Patrol vehicles that must be commissioned with equipment pursuant to law enforcement: light bars and sirens, shields, push bars, radios, and mounts for in-field computers as well as painting to signify the vehicle’s status as a SPD vehicle. In addition to these marked vehicles, there are also commissioned un-marked vehicles (primarily used by supervisors, though there are applications for unmarked patrol vehicles in the field). As patrol is a 24 hour a day operation, these vehicles typically run non-stop and accrue miles quickly. Therefore, they must be replaced as they wear out, which is 3-4 years on average.

In addition to these commissioned vehicles, the detectives and administrative vehicles are also part of the fleet capital purchase. These vehicles are not commissioned, as they are not used to transport suspects or as first responders. However, detectives and administrators must use vehicles to travel to crime scenes and other related sites (victims’ homes, business locations, etc) for functions related to investigations. These vehicles do not need to be replaced as frequently as the patrol vehicles, but eventually do reach a point where the cost/benefit of keeping and repairing is negated by full replacement.

The Spokane Police Department fleet also includes traffic motorcycles, undercover cars, and specialty unit vehicles. These vehicles do not need to be replaced as often, but do need to be replaced as they begin to breakdown and require costly repair, which also impacts service delivery as when these specific vehicles are out of rotation, there is often not a suitable back-up vehicle to be utilized during the repair downtime.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 0 750,000






377


TOTAL 0 0 0 0 750,000


Prior to 2013, SPD vehicle purchase were part of the Police operating budget.

Revenues:


All Other 0 0 0 0 750,000






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 750,000


378


379

Spokane Police DepartmentThe primary mission of the Spokane Police Department is to ensure the citizens of Spokane are safe by enforcing the laws of our community, protecting citizens against illegal acts, and to uphold the civil rights of our citizens.


380

Department Summary: Spokane Police Department

Division: Police

Priority: Safety


Executive Summary:

The primary mission of the Spokane Police Department is to ensure the citizens of Spokane are safe by enforcing the laws of our community, protecting citizens against illegal acts, and to uphold the civil rights of our citizens.


The role of law enforcement in a community is to enforce the laws of that community by protecting citizens against illegal acts and to uphold the civil rights of those citizens. While this may appear to be a simple concept, police work is in fact a multi-faceted, complex process. It requires compassion and problem-solving abilities, but also the ability to switch from a listening mode to a defensive mode in an instant. An officer may respond to a burglary call and be in his car writing a report when the alarm sounds over the radio that a bank has been robbed two blocks away. After catching the suspect running away and booking him into jail, the officer may then respond to a noise complaint and advise the involved parties of the noise ordinance before responding to domestic violence call. This is all in a day’s work. Law enforcement requires a wide array of diverse skills and knowledge, an ability to multi-task, shift gears rapidly, and make critical decisions in tense, uncertain, and swiftly evolving situations.

Yet all of those activities that Spokane Police perform revolve around this simple concept: you will be safe and you will receive the best service possible. In order to accomplish this, we have dedicated resources to work the front lines so that when a citizen calls 911 with an emergency, officers will be on-scene as quickly as possible. We have also assigned resources to proactively work known offenders and active crime series in order to catch criminals in the act. This has resulted in a decrease in certain property crimes for 2011, following a year of dramatic increase in 2010. With fewer resources, the Spokane Police Department has still managed to provide a high level of service to the citizens of Spokane.

In order to live within a zero growth budget, the Spokane Police Department will need to eliminate several positions as well as reduce overall expenditures for items such as equipment, supplies, and travel. This will impact support services delivery as well as potentially impact patrol service delivery. The budgeted number of commissioned officers for 2013 is 276, which is a decrease of 19 positions from 2012. Civilian personnel are budgeted at 96.5 positions, which is a decrease of 2 positions from 2012. These staffing levels remain below the recommended level; certain services are not being provided to citizens that should be considered essential for a municipality of over 200,000 to include School Resource Officers (SROs) and a Drug K9 program. Though impacts to customer service in terms of response time and activity designed to respond to emergent trends can be mitigated through proper deployment of existing resources, a department can only be so lean and remain effective. An SRO can be re-assigned in summer months for maximum efficiency, for example, but during the school year they cannot be an SRO and respond to emergency calls simultaneously.

For Patrol, 18 vacant positions are being eliminated in 2013. This will impact Patrol service delivery as there will be fewer officers available to respond to non-emergency calls as natural attrition complicated by the 18-24 month hiring and training process for new officers depletes the number of officers available. These positions have remained unfilled in 2012 in anticipation of 2013 cuts, and we have already seen the impacts in overtime use as a result of these vacancies compounded with long-term absences due to injury and illness. As 2013 progresses, we anticipate losing another 5-10 officers through natural attrition. Filling these vacancies with new hires is not as simple as replacing other personnel; it will be 2014 before these personnel would be ready to work on their own. Therefore, depending on the attrition loss and what time it occurs (earlier versus later in the year), there will be service impacts to citizens, most likely experienced as delayed response to non-emergency calls (emergency call response always has been and will remain the number one priority of Patrol). Depending on the changing needs of the community as well, other service reductions may need to be made. However, that will be determined in 2013 when more information is available (impractical to predict the situation 12 months out).

Two other civilian positions will be eliminated as well as one vacant detective position. One civilian position is the elimination of the Statistician in Records, which is no longer needed as the process has been automated. The other position is a Radio Dispatcher who provides the primary information-relay and resource coordination service for the Spokane Police Department to law enforcement personnel in the field.

381


None

FTEs


Total FTEs 407.55 394.75 385.25 387.25 366.25

Expenditures:


All Other 1,963,425 1,649,981 2,154,651 1,851,817 1,851,817

Capital Outlay 587,105 1,106,053 1,119,982 700,000 0



Reserve for Budget Adj. 0 0 0 (513,022) 66,978


Transfers to Other Funds 1,023,934 267,993 223,137 357,975 357,975


TOTAL 49,601,655 48,786,581 49,833,238 52,804,143 52,647,989


The Capital Expenditure budget has been moved to a Capital Replacement Fund.

Revenues:


All Other 27,090 66,282 46,890 57,000 57,000



IG Revenue 2,382,053 2,189,003 2,496,238 2,135,585 2,135,585



Services 485,107 633,666 757,803 766,017 766,017

Taxes 549,651 543,770 562,420 1,400,000 1,400,000

TOTAL 49,601,655 48,786,581 49,833,238 52,804,143 52,647,989


382

Contact InformationDirector: Chief Scott Stephens (Interim)Phone: 509-625-4000

Website: www.spokanepolice.org

2010: 66% 2011: 66% '12 YTD: 68%Annual Performance Averages:

Spokane Police DepartmentMission StatementThe SPD values serve as a guide: Service-SPD strives to serve our citizens so they will be safe and will receive the best service possible with the resources provided to us; Pride-SPD is proud to serve the community through honorable and professional policing; and Dedication-SPD is dedicated to results through accountability and leadership.

Key Services and Performance MeasuresCalls for Service ResponseQuality Indicator:

Graph

Percent of emergency calls responded to within five minutes.

Significance:This is the length of time a citizen can expect to wait for law enforcement personnel after calling 911.

Notes:Calculated from priority 2 calls in the SPD Computer Aided Dispatch system. Time from entry to arrival.

50%

60%

70%

80%

90%

100%

2010: 66% 2011: 66% '12 YTD: 68%

2010: 8% 2011: 5% '12 YTD: 4%

Graph

Percent of property crimes assigned to investigators.

Significance:Property crimes that are assigned to investigators have a better chance of being solved.

Notes:Despite resource levels, the majority of property crimes have little solvability due to a lack of evidence.


Quality Indicator:Property Crimes Investigations

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%

10%

20%

30%

40%

50%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

383

Significance:

Notes:

Annual Performance Averages:2010: 32% 2011: 33% '12 YTD: 34%

Significance:

Notes:


Public Records Requests

Graph

Percent of records requests completed within 30 days.

Timely responses to public records requests can assist citizens in filing insurance claims for stolen property.

Quality Indicator:

Traffic Enforcement

Graph

Percent of collisions resulting in injuries.

Studies have shown that a proper amount of traffic enforcement can result in reduced collision rates.

Includes injury-only collisions, fatalities are not included.

Quality Indicator:

0%

10%

20%

30%

40%

50%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%10%20%30%40%50%60%70%80%90%

100%

2010: 73% 2011: 25% '12 YTD: 27%

Significance:

Notes:


Stolen Vehicle Recovery

Graph

Percent of stolen vehicles recovered.

Spokane has long been high in nationwide stats for vehicles stolen per capita.

Quality Indicator:

0%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

50%

60%

70%

80%

90%

100%

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384

Program Summary: Community Resources

Division: Police

Priority: Safety


Executive Summary:

Community Resources oversees several important programs including Volunteers, Special Events, and Abandoned Auto program. They also act as liaison to other city departments and the Spokane COPS program.


The Community Resources unit acts as a liaison with neighborhoods and other stakeholder groups as well as working with Spokane COPS and other city departments to facilitate the role of law enforcement in the community (such as crime prevention). The Special Events, Volunteer Services, and Abandoned Auto units are also part of this division.

Special Events is responsible for working with community partners regarding special events in the community such as the Lilac Parade, Bloomsday, and Hoopfest to ensure the safety of the participants in these events through adequate law enforcement support. This office also oversees the Extra Duty office, which coordinates the hiring of law enforcement personnel to work off-duty for private organizations to provide security.

Volunteer Services is responsible for administering the SPD volunteer program, composed of reserve officers, senior volunteers, co/ops, and explorers. The volunteer program functions to augment and assist the commissioned and non-commissioned members of the SPD in the performance of their duties. Volunteers are an invaluable resource and over 50,000 hours of service are donated annually. These volunteers do vacation home-checks, pick up property for printing, and respond to certain non-emergency calls.

The Abandoned Vehicles Unit responds to citizen reports of abandoned autos and tags those vehicles for towing, if the responsible party does not move the vehicle within the specified time frame. This keeps our neighborhoods clear of unsightly abandoned vehicles and improves quality of life. They also ensure that vehicles are moved in a timely and efficient manner to make areas safe for Bloomsday, Lilac Parade, Hoopfest, and the winter snowplow season.

All of these units are already run with minimal staffing (1-2 person units). Any reduction would result in elimination of programs.


None

FTEs


Total FTEs 5.60 4.84 4.74 4.68 4.68

Expenditures:


All Other 27,529 32,977 43,164 37,200 37,200

Capital Outlay 0 1,427 211 0 0





385



TOTAL 1,077,534 1,315,932 1,395,137 1,399,127 1,458,857


These expenditures also include administrative overhead.

Revenues:


All Other 0 0 0 0 0


General Fund Resources 840,589 972,481 995,824 1,078,710 1,138,440




Services 236,945 343,451 399,313 320,417 320,417

Taxes 0 0 0 0 0

TOTAL 1,077,534 1,315,932 1,395,137 1,399,127 1,458,857


386

Program Summary: Emergency Response/Uniform Services

Division: Police

Priority: Safety


Executive Summary:

The Emergency Response/Uniform Services are responsible for emergency response; answering citizen calls, order maintenance, arrests for criminal activity, and proactive problem solving within the community. The emergency response specialty groups (SWAT, Bomb Squad, TAC) respond to critical incidents in the community.


Emergency Response/Uniform Services is comprised of Patrol, Neighborhood Resource Officers, K9 Unit, as well as the Specialty Response Teams (SWAT, Explosive Disposal Unit, Hostage Negotiation, TAC, and Dignitary Protection). As such, Emergency Response/Uniform Services constitute the indispensable core of front-line police first-responder services for the City of Spokane.

The 16 Patrol teams are the primary responders for citizen requests for police service received through 911 and Crime Check. In 2011, citizens called for law enforcement assistance over 130,000 times, which averages to over 350 calls a day. In addition to these citizen calls, which range from domestic violence to vehicle collisions to burglary, patrol officers proactively initiate incidents including traffic stops, contacts with individuals engaged in suspected criminal activity, and order maintenance. Reports are written, arrests are made, and crime is suppressed by Patrol.

As an extension of Patrol, the Neighborhood Resource Officer (NRO) program is a proactive and community-oriented policing unit that serves as the primary liaison between neighborhoods and the police department. NROs provide a broad range of services to Spokane neighborhoods that supplement and support the activities of SPD's Patrol Division and the department's broader mission to promote public safety. The NROs are assigned to different sections of the City (West, Northwest, Neva-Wood, Northeast, East Central, South, and West Plains) and partner with neighborhood COPS Shops to address quality of life issues in the neighborhoods. The NROs liaison with the different units of the department, including Patrol and SIU, as well as city departments such as Code Enforcement, to problem solve nuisance and drug houses in our community. Two of these officers work the Downtown Core. Additionally, one officer works as the Special Police Problems officer, who focuses on business license compliance, including liquor law violations and taxi cab regulations. In addition to the activity detailed above, NRO's also coordinated countless hours of community programming and attended numerous neighborhood meetings and functions.

The K9 Unit’s primary role is to support the Patrol Division's broader mission to detect and apprehend individuals engaged in criminal activities. Specifically, the K9 unit is an integral tool in conducting searches of buildings for suspects, searches of vehicles and suspects for contraband and drugs, and the apprehension of suspects while placing officers who would ordinarily have to conduct these tasks at reduced risk. Patrol dogs are used for locating criminal suspects by detecting human scent. Patrol dogs search buildings and open areas, and track suspects that have fled an area. A patrol dog can search a building, vehicle, or area faster, safer, with less manpower, and more accurately than officers can. A patrol dog is also able to locate evidence that a suspect may have discarded. The dog may find this evidence while on a track or when called to search an area after a suspect has already been located. As such, K9 units play an integral role in responding to critical incidents.

The Police Department has developed a number of specialty response teams staffed primarily by patrol officers, including: Tactical Unit (TAC), Explosives Disposal Unit (EDU), SWAT, Dignitary Protection Team, and Hostage Negotiators. These units are deployed to major incidents such as: riots, explosive devices, armed barricaded subjects, dignitary visits, and incidents that require specialized and rapid response. Safety of officers and the public is ensured through these teams.

The services provided by the Emergency Response/Uniform Services are the basic, core services provided by a local law enforcement agency. The ability to respond to citizen calls for service is dependent on having personnel available to respond; increases in calls requires more personnel to respond. If personnel is not available, there is either a delay in response, requiring wait time for citizens, or the possibility of no response at all.

To meet the 2013 budget cap, a reduction in positions was needed from Emergency Response/Uniform Services. Vacant positions were eliminated from Patrol. This will impact citizens in that there may be delayed response to non-emergency calls with the potential for the possible elimination of response to certain non-emergency calls (noise complaints, for example) so there is not a delay in response to emergency calls. That will depend on the level of increase in calls from citizens in 2013 and our level

387

of attrition. As employees leave in 2013 (natural attrition rate is 5-10 employees per year), the hiring and training cycle of law enforcement personnel impacts our ability to immediately fill those holes with trained personnel. As such, there will be service impacts through 2013 until 2014 when we can fill those vacancies; those service impacts are dependent on attrition rate and community need, which remains unknown at this time.


None

FTEs


Total FTEs 214.50 208.56 212.74 216.93 198.93

Expenditures:


All Other 715,751 571,597 748,178 657,200 657,200

Capital Outlay 587,105 1,000,234 781,788 700,000 950,000







TOTAL 25,633,823 25,498,735 25,788,908 27,980,592 28,978,276


Expenditures have been reduced by the elimination of vacant personnel from Patrol. These expenditures also include administrative overhead.

Revenues:


All Other 25,225 65,073 44,255 57,000 57,000



IG Revenue 9,136 7,723 227,215 189,300 189,300



Services 166,002 205,400 175,835 187,600 187,600

Taxes 549,651 543,770 562,420 1,400,000 1,400,000

TOTAL 25,633,823 25,498,735 25,788,908 27,980,592 28,978,276


388

Program Summary: Investigative Operations

Division: Police

Priority: Safety


Executive Summary:

Investigations includes Major Crimes and General Investigations. Major Crimes investigates those crimes with the greatest emotional impact on a community and the most serious injury to victims: homicide, rape, robbery, and serious assault. General detectives investigate: child-abuse, hate-crimes, burglary, fraud, auto theft, identity theft, and other property offenses.


The Major Crimes and Special Victims Units investigate all homicides, robberies, assaults, suspected kidnappings, a number of suspicious suicides, several drive-by shootings, reports of sexual abuse, rapes, public indecencies, investigation and analysis of major injury collisions, and a number of other types of serious cases. The activities related to these investigations includes: preparation of cases for prosecution; preparation of search and arrest warrants; court testimony on felony trials; the identification and apprehension of criminal suspects; coordinate investigative activities with other local, state, and national agencies; trains officers and educate general public and victim advocates; performs polygraph services for the police and other agencies; liaise with community, media, and special interest groups in high-profile cases, and transcribe reports, enter data, and transport inmates. For the citizens of Spokane, Major Crimes provides effective, efficient, and unbiased policing through rapid apprehension of suspects, arrests, and effective investigations of violent crimes that endanger the safety of citizens.

Annually, Spokane citizens suffer millions of dollars in losses to fraud and identity theft, burglaries, stolen automobiles, and losses through theft. Criminals perpetrating these crimes are becoming increasingly sophisticated. In response, General Detectives perform a crucial service to citizens of Spokane by managing and investigating reported crime cases. Some detectives specialize to better meet the demand of specific types of crimes like high-tech fraud and identify theft. General Investigations investigate forgery, fraud, stolen automobiles, burglaries, thefts and other reported property crimes. More specifically detectives: prioritize and investigate assigned cases; obtain and execute search warrants; coordinate investigations with other agencies; prepare cases, testify, and assist prosecutor in trial; conduct/attend community meetings, press interviews, and educational events; target serious offenders and participate in the Repeat Offenders Program (ROP); arrest criminal perpetrators; assist Major Crimes and Special Investigations; and recover property and return to rightful owners.

Finally, the department's Domestic Violence detectives are responsible for assisting in the prosecution of all domestic violence cases where a mandatory arrest has been made, and assist in the investigation of crime of a violent or sexual nature. These detectives help to ensure that individuals who perpetrate violent acts against their families are brought to justice.

In addition to their regular duties, Investigations supplements Patrol in emergency response occurrences and many members participate in specialty teams such as SWAT and EDU. Reductions to staffing in any of these units reduces the number of cases that can be assigned for investigative follow-up and reduces availability of personnel to serve in this emergency support function.


None

FTEs


Total FTEs 61.77 60.48 50.68 54.38 53.38

Expenditures:


All Other 220,231 175,876 215,821 186,000 186,000

389

Capital Outlay 0 7,612 1,053 0 0


Interfund Charges 724,018 833,299 853,919 936,877 1,008,410





TOTAL 7,886,170 7,687,750 7,228,455 7,609,173 7,802,897


Due to increases in wages and benefits, one detective position will be eliminated. These expenditures also include administrative overhead.

Revenues:


All Other 0 0 0 0 0



IG Revenue 0 0 6,015 0 0



Services 178 113 0 0 0

Taxes 0 0 0 0 0

TOTAL 7,886,170 7,687,750 7,228,455 7,609,173 7,802,897


390

Program Summary: Joint Services - Records & Property Room

Division: Police

Priority: Safety


Executive Summary:

Joint services provide police records information management and property evidence management for the Spokane Police and Sheriff Departments as well as the broader criminal justice community. These services enable law enforcement, courts, and corrections to execute their respective public safety functions.


Joint Service include the two SPD units that also support the Spokane County Sheriff's Department (SCSO is billed for their portion). Under the current bid, the following activities will continue to be performed with dangerously low staffing levels that will adversely affect the business practices of the Police and Sheriff Departments, primarily by preventing Records from complying with state and federal regulations regarding public disclosure requests. This subjects the City of Spokane to significant legal risk.

The Records Unit provides the entry, storage, and retrieval of data records which supports all criminal justice agencies in Spokane County and beyond. Records procedures are legislated and audited by Federal and State control. Local Law Enforcement, Prosecution, Courts, Probation and Corrections are all dependent on police records. Additionally, Records is a source for citizens to obtain public law enforcement records such as incident reports for insurance purposes.

Activities performed by the Records Unit include: scanning, indexing, and distributing law enforcement reports; data entry of LE requests, high priority reports, teletypes, tow calls, felony warrants, domestic violence orders, misdemeanor warrants, validations, and arrest reports; data entry of warrants into NCIC and WACIC national and state criminal justice information databases; and responding to public and criminal history requests, gun permits and other licenses, and taxi permits.

These activities, especially the public records requests which require specific training to be in compliance with law, are personnel-driven. Automation has been developed and implemented where appropriate over the last five years. However, Records is currently at risk of being out of compliance with FBI and WSP standards and is in jeopardy of failing upcoming audits. At current levels of funding, Records is not able to data enter citations, pawns, selected priority reports, or other miscellaneous LE reports. This does impede law enforcement’s ability to serve the public. Furthermore, due to staffing, the Public Window is closed on Wednesdays, preventing citizens from requesting records on that day.

The Property/Evidence Facility stores evidence, stolen property, and found property that comes into the custody of regional law enforcement. It allows for successful prosecution and return of property to rightful owners. Property and evidence handling is a core function of the police department and is required by law. Activities include entering data into property database for proper tracking, auditing, storing, court uses, processing through WSP Forensics Lab, auctions and disposal. Proper staffing of this unit ensures this property is entered and cleared as efficiently as possible to reduce backlogs.


None

FTEs


Total FTEs 44.84 44.99 41.96 41.55 40.55

Expenditures:


All Other 133,352 125,346 221,855 134,200 134,200

391

Capital Outlay 0 6,181 323,553 0 0







TOTAL 3,527,691 3,778,616 4,523,374 4,177,837 4,281,681


The majority of expenditures for these two units are personnel. With growing costs, the Records Unit has been reduced by one FTE to accomodate these increases. These expenditures also include administrative overhead.

Revenues:


All Other 135 66 66 0 0



IG Revenue 1,486,553 1,536,651 1,641,773 1,300,000 1,300,000



Services 16,718 17,743 8,098 7,000 7,000

Taxes 0 0 0 0 0

TOTAL 3,527,691 3,778,616 4,523,374 4,177,837 4,281,681


Spokane County Sheriff Office is joint partner.

392

Program Summary: Police Dispatch

Division: Police

Priority: Safety


Executive Summary:

Police Dispatch manages communications between law enforcement in the field via radio and in-car computers. Properly managed communications ensures timely service delivery, provides well-coordinated emergency responses, and reduces risk to officers.


Police Dispatch provides the primary information-relay and resource coordination service for the Spokane Police Department to law enforcement personnel in the field. Like Patrol, they work 24/7/365. Dispatchers triage the citizen calls that are transferred from 911 and Crime Check and send officers on emergency calls while relaying necessary and vital information to ensure the safety of both the officers and the citizens involved. For non-emergency calls, dispatchers conduct research and callbacks so officers in the field can focus on responding to the call instead of completing this work themselves. In doing so, communications personnel are responsible for: dispatching the appropriate number of units for initial response to incidents in a timely manner; monitoring of all incidents and officer activity as incidents progress; updating officers with additional information as it arrives; responding to officers requests for additional information about the status of incidents and suspects; and coordination of and communication between department resources for all major incidents.

These services are essential in ensuring that officers in the field receive accurate information to provide responses to and effectively manage the incidents requiring a police response to citizen calls. This unit has been reduced by one position which could greatly jeopardize citizen and officer safety. Overtime will be used to bridge the service gap.


None

FTEs


Total FTEs 26.09 26.96 25.72 25.80 24.75

Expenditures:


All Other 646,330 590,294 724,200 676,017 676,017








393

TOTAL 3,477,481 3,353,253 3,622,341 4,132,220 4,112,492


In order to accomodate growing expenses, one vacant FTE was eliminated. These expenditures also include administrative overhead.

Revenues:


All Other 0 0 0 0 0



IG Revenue 231,512 215,255 257,688 335,000 335,000



Services 5,604 0 14,196 10,000 10,000

Taxes 0 0 0 0 0

TOTAL 3,477,481 3,353,253 3,622,341 4,132,220 4,112,492


394

Program Summary: Police Operations Training

Division: Police

Priority: Safety


Executive Summary:

Training prepares current and future police officers for a career in law enforcement and provides mandated ongoing in-service training for all employees, commissioned and civilian. A well trained workforce is critical to insure professionalism and to avoid liability in dealing with complex and often dangerous situations.


Law enforcement training is as important as doctors attending medical school as police officers must be trained extensively in federal and state law, evidence handling, prisoner transport, defensive tactics, firearms, driving, as well as customer service and social. The Spokane Police Academy is responsible for the hiring and training of new and existing SPD personnel. They screen applicants, conduct interviews and background investigations, and advise on hiring commissioned and civilian personnel. Additionally, they assist and coordinate in the on-going training of existing personnel, including training at the Spokane Regional Firearms Range. The SPD range is operated by our staff, but is used by regional law enforcement. The Training staff also maintains the training records of all personnel.

Training staff also develop training classes that are hosted for citizens and outside groups, such as “Survival Mindset” which teaches self-defense and awareness techniques for citizen safety. The Spokane Police Academy and Range also serve as a host facility for outside agencies and groups to use for their own classes.

Without a properly staffed Training Center, the recruitment and hiring process is lengthened as proper screening and background investigations are time intensive, but crucial for hiring the best personnel. Cuts to staff impact the level of training provided; there are minimums that are required by the state that will continue to be provided. However, more advanced or specialized training cannot be provided if the staff is not available to develop this training. Hosted classes would have to be eliminated completely.


None

FTEs


Total FTEs 6.60 5.56 6.49 5.45 5.45

Expenditures:


All Other 27,529 21,985 28,776 24,800 24,800








395

TOTAL 1,175,387 908,477 1,127,991 1,140,110 900,816



Revenues:


All Other 0 542 2,581 0 0


General Fund Resources 1,106,100 847,210 1,043,140 1,060,110 820,816

IG Revenue 9,287 225 20,682 0 0



Services 60,000 60,500 61,588 80,000 80,000

Taxes 0 0 0 0 0

TOTAL 1,175,387 908,477 1,127,991 1,140,110 900,816


396

Program Summary: Special Investigations

Division: Police

Priority: Safety


Executive Summary:

Special Investigations investigate and monitor organized crime, terrorist activity, drug and vice activity, and gangs. They work closely with other criminal intelligence units and task forces nationally to prevent, interdict, and respond to these organized groups that are responsible for criminal activity in our community.


Special Investigations Unit (SIU) initiates cases involving illicit drugs, prostitution, and other crimes requiring specialized skills. Ninety percent of booked offenders have illicit drugs in their systems. Over 900 felony drug arrests are made annually in Spokane. SIU handles post arrests; develops confidential sources; makes under-cover buys and performs stings; and conducts undercover surveillance for detectives/ patrol divisions. The SIU's Technical Support Group composed of an audio-visual expert technician performs technical duties ranging from microwave video systems to audio/visual forensics to covert monitoring and still photo surveillance (night and day). In addition, the SIU handles all drug forfeiture actions under federal and state law.

The functions of the Criminal Intelligence Unit (CIU) are delivering field intelligence reports on terrorist activities in the Inland Northwest Region and implement proactive tactics to prevent or respond to these problems. Sensitive investigations, confidential investigations, restricted investigations, unclassified investigations, and threat assessments are performed by this unit. Of special safety concern to Spokane are the left and right wing extremists, single-issue terrorists, including, but not limited to skinheads, Aryan nations, prison separatists, and outlaw motorcycle gangs involved in criminal activities.

The Spokane Violent Crime Gang Enforcement Team (SVCGET) is a joint unit with the Spokane County Sheriff’s Office and FBI, who also dedicate personnel to unit. SVCGET relies heavily on intelligence gathered throughout the community regarding gang activity and uses this information in the investigation and prosecution of gang-related crimes and/or offenders. Their objective is to disrupt and dismantle the most significant criminal gangs in Spokane and the surrounding area.

All three units of Special Investigations are pro-active in nature and in general are not based on referral of cases from Patrol that are citizen generated. Instead, these detectives generate and follow their own leads to locate and disrupt criminal activity. The level of service generated is therefore dependent on the number of personnel assigned.


None

FTEs


Total FTEs 24.09 25.96 23.72 26.80 26.58

Expenditures:


All Other 96,351 76,946 100,716 99,200 86,800





397




TOTAL 3,480,650 3,476,686 3,291,199 3,962,401 3,820,914



Revenues:


All Other 0 0 0 0 0



IG Revenue 236,107 237,211 231,189 222,920 222,920



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 11,089,823 3,476,686 3,291,199 3,962,401 3,820,914


398

Program Summary: Traffic Unit

Division: Police

Priority: Safety


Executive Summary:

Traffic collisions result in more death, injuries, and dollar loss ($112 million per year) than all crime combined. Effective traffic enforcement and driver education results in safer roads and fewer driving-related injuries & fatalities.


The Traffic Unit engages in highly visible enforcement activities during high volume traffic periods and in areas where an inordinate number of collisions or violations have been identified. In addition, the Traffic Unit engages in a range of other activities geared toward addressing traffic-related issues in Spokane. These efforts include, but are not limited to: regular enforcement of municipal and state traffic violations; special targeted enforcement projects; traffic control for special events; media campaigns and educational programming; development of city ordinances to address traffic safety concerns; and community engagement regarding traffic issues. The Traffic Unit also has two Commercial Vehicle Inspectors that target commercial vehicles for compliance with regulations and a Photo Red Officer that administers the Photo Red program. The Photo Red Officer is solely funded by the revenue from the program. Additionally, the Traffic Unit provides backup and support for emergency response efforts in Patrol.

A study by Northwestern University found a correlation between traffic enforcement and collision rate: higher rates of enforcement resulted in fewer collisions. Therefore, to maintain safe roads for citizens, traffic enforcement is an essential part of public safety. Unfortunately, this unit has been cut over the last few years and is now at bare minimum. There are no DUI cars that specifically target impaired drivers and there is only one shift of motor officers available, reducing enforcement to a narrow set of days/hours. Any further cuts would not be feasible; instead, it would be more practical to eliminate the unit. The impacts of this service cut would be a 40-50% reduction in traffic enforcement, risk of increased collision rate, and elimination of resources for City Hall regarding engineering and ordinance development.


None

FTEs


Total FTEs 19.49 18.40 19.23 11.90 11.90

Expenditures:


All Other 68,822 54,961 71,940 49,600 49,600








399

TOTAL 2,570,065 2,248,490 2,416,774 2,073,347 1,798,622


These expenditures also include administrative overhead. This unit includes 1 Sergeant, 6 Traffic Officers, 2 Commercial Traffic Officers, a Clerk II, the Photo Red Officer and 0.90 of administrative FTEs.

Revenues:


All Other 54 55 432 0 0






Services 1,982 7,439 98,462 160,000 160,000

Taxes 0 0 0 0 0

TOTAL 2,570,065 2,248,490 2,416,774 2,073,347 1,798,622


The revenues from Traffic tickets are in the Municipal Court department.

400


Departments: City Clerk

City Council

Civil Service

Communications & Public Information

Defined Contribution Admin Fund

General Fund Allocations - Streets, Library, Parks, CH Maint, Parking Enforcement

Hearing Examiner Services

Hotel/Motel Tax Fund

Jail / Alternatives to Incarceration

Law Enforcement Information Systems

LEOFF I Firefighters'

LEOFF I Police

Mandated Defense -- General Fund and Other Sources

Mayor's Office

Municipal Court

Non-Departmental

Office of Police Ombudsman

Probation Services

Public, Education & Government Access Technology

SERS



402


403

City ClerkThe City Clerk's Office is relied upon to: prepare/post weekly Council agendas; keep legislative record of Council proceedings; process/track/respond to public records requests; provide records maintenance/management services; receive service of process; publish/distribute weekly Gazette; distribute/publish/post policies and procedures; and update/maintain online Spokane Municipal Code, as well as other sundry duties.


404

Department Summary: City Clerk

Division: Stand Alone Departments



Executive Summary:

The City Clerk's Office is relied upon to: prepare/post weekly Council agendas; keep legislative record of Council proceedings; process/track/respond to public records requests; provide records maintenance/management services; receive service of process; publish/distribute weekly Gazette; distribute/publish/post policies and procedures; and update/maintain online Spokane Municipal Code, as well as other sundry duties.


1. City Council Agenda and Meetings--Prepare, distribute, and post weekly current and advance council agendas and packet materials; attend and record council meetings; and prepare council actions and meeting minutes.2. Records Maintenance--Attest, index, scan, distribute and file all contracts, ordinances, resolutions, and other official documents; attend bid openings; process claims, lawsuits, and garnishments; coordinate election matters with County (actual costs for elections and validation of initiative/referendum signatures is not paid out of this office); hold annual Retirement Board Election; issue hearing notices for appeals, LIDs and street vacations; record necessary documents; perform annual purging and destruction of City Clerk records that have passed their required retention; process and publish executive orders and policies and procedures to City website; process initiatives and referendums; and maintain Spokane Municipal Code. Assist departments in complying with state retention guidelines; coordinate transfer of archival records to the state; oversee City's compliance with the public records disclosure requirements and respond to public information and records requests; oversee City's offsite records storage contract; oversee inventory of off-site records and activity, with assistance of the City Attorney's Office. 3. Official Gazette--Act as editor and responsible for typesetting and layout of the Official Gazette; responsible for publication of Council minutes, executive orders, ordinances, policies and procedures, and resolutions setting hearing; prepare affidavits of publication for bids, executive orders, LIDs, ordinances, and policies and procedures; and post Official Gazette to City website. 4. Customer Service/Other--Assist on a daily basis internal/external customers with inquiries via telephone, email, and walk-in; perform notarization services on city documents; accept service on claims, lawsuits, and garnishments; and assist staff in locating older records that may be relevant to current projects and/or lawsuits. In addition, the City Clerk serves as a member on the Police and Fire Pension Boards.


City Charter, policies and procedures, and various sections of RCWs and SMCs, as well as contractual for off-site records storage and retrieval.

FTEs


Total FTEs 5.00 5.00 4.00 5.00 5.00

Expenditures:


All Other 0 0 0 0 0


405







TOTAL 513,573 491,881 436,544 513,917 527,459


Contract with Northwest Microfilm for $50,000 for off-site records storage and retrieval services.

Revenues:


All Other 11 11 13 0 4,000






Services 2,364 2,160 2,955 0 0

Taxes 0 0 0 0 0

TOTAL 513,573 491,881 436,544 513,917 527,459


copy fees and interfund LID costs

406


407

City Council


408

Department Summary: City Council




Executive Summary:



None

FTEs


Total FTEs 10.00 10.00 16.00 16.00 16.00

Expenditures:


All Other 5,600 0 0 30,380 60,000








TOTAL 935,866 808,032 795,681 1,138,752 1,135,514


Revenues:


All Other 0 0 0 0 0





409


Services 0 0 1,163 0 0

Taxes 0 0 0 0 0

TOTAL 935,866 808,032 795,681 1,138,752 1,135,514


410


411

Civil Service DepartmentThe mission of Civil Service is to provide an efficient, effective, merit-based system of employment ensuring that the most qualified applicants are equitably selected and retained. The development of the Civil Service Merit System has been one of the most important factors in raising the standards of government service and of increasing the respect of all citizens for their public servants. Fundamentally, every citizen should have an equal opportunity to prove his/her fitness for a public position, and the City is entitled to the best available and qualified employees. Today, as never before, the highest possible standards of administrative organizations and operations are needed if government is to measure up to the task of providing desired services economically and efficiently and still remain responsive to the citizens it serves.


412

Department Summary: Civil Service Department




Executive Summary:

The mission of Civil Service is to provide an efficient, effective, merit-based system of employment ensuring that the most qualified applicants are equitably selected and retained. The development of the Civil Service Merit System has been one of the most important factors in raising the standards of government service and of increasing the respect of all citizens for their public servants. Fundamentally, every citizen should have an equal opportunity to prove his/her fitness for a public position, and the City is entitled to the best available and qualified employees. Today, as never before, the highest possible standards of administrative organizations and operations are needed if government is to measure up to the task of providing desired services economically and efficiently and still remain responsive to the citizens it serves.


The Spokane Civil Service Commission is an independent body created by the City Charter to administer that portion of the Charter pertaining to Civil Service and consists of five members: two nominated by the Mayor and selected by the City Council, two selected by City employee groups, and one selected by the other members. By Mandate of the Citizens of Spokane, the Commission is specifically charged with the responsibility of developing and maintaining a classification plan, a comprehensive recruitment program, and practical selection standards for all classified positions in the city government. It is also responsible for providing procedural rules for administration of classified employment and for resolving any differences that may arise as a result of these rules or the Charter. The Civil Service administrative staff consists of the Chief Examiner, four professional employees, and three clerical employees.


Article VI of the City of Spokane Charter

FTEs


Total FTEs 8.00 8.00 8.00 8.00 8.00

Expenditures:


All Other 0 0 0 0 0








413

TOTAL 690,421 684,370 761,090 835,511 850,409


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 690,421 684,370 791,090 835,511 850,409


414

Program Summary: Classification




Executive Summary:



In accordance with the direction from our City Charter and Commission, Civil Service staff is charged with the responsibility to classify all positions of the City with the exception of elective, appointive, and seasonal positions. There are approximately 1,875 Classified positions including uniformed positions such as Police and Fire as required by State Law, and non-uniformed positions including labor, clerical, technical and professional classifications.

As an organization develops, the need for an equitable classification plan becomes imperative. These classifications, in effect, insure a quality work force and accountability to our citizens. Position classification looks at the position itself, not the individual employee currently doing the job. This approach helps provide position comparisons within the organization, determines the knowledge, skills, and abilities necessary to perform the work, which jobs have higher-levels of responsibility, and determines relationships among different levels of work. The Civil Service classification is the vehicle that drives our recruiting effort, examinations, and the City Compensation Plan. This insures that salary levels remain consistent. Toward this end, Civil Service classification staff conducts in-depth job surveys at the request of employees, supervisors, or bargaining units, or on its own volition both of individual positions, and entire classifications. This is done with a pro-active, customer service posture. Staff ensures positions are properly classified within the organization. Staff develops new classification specifications for adoption by the Civil Service Commission, and recommends classifications for deletion or title changes as necessary. This entire process is accomplished free of political influence and directives.

Projected Classification activity 2013: Classifications to be reviewed or revised: 180 (or more) Positions to be surveyed in depth: 20 (estimated) Current surveys in process: (on going)


Article VI of City of Spokane Charter

FTEs


Total FTEs 0.00 0.00 0.00 0.00 1.03

Expenditures:


All Other 0 0 0 0 0


415







TOTAL 106,675 107,228 118,661 129,023 131,190


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 106,675 107,228 118,661 129,023 131,190


416

Program Summary: Examinations




Executive Summary:



Under the City Charter, the Civil Service Commission has the duty of providing for open, free, and competitive examinations to test the relative fitness of applicants for all classified positions. Of growing importance today is the concept of openness in government. It is reflected both in legislation and in the interest shown by private citizens in the way their government operates. Congress has expressed its concern that selection in the career service be based upon objective and equitable standards reflecting merit at all levles of government: Local, State and Federal. The City of Spokane is subject to audit by a variety of Federal and State compliance agencies to assure adherence to such standards. The Civil Service Commission, as an independent body, creates the fairness and objectivity in the selection and promotion process which is very beneficial to a government entity. This contributes strongly to morale and motivation among employees, as well as the quality of those employees selected. The Civil Service staff creates in-house examinations at a low cost which are related to and reflect the knowledge and skills needed to do the jobs. Cooperation with other departments is essential in determining the elements of the job to be tested for, and in making assessment of the important duties and the problem areas which may have an impact on those duties. To a large extent, this cooperation is attributable to the individual department’s awareness of the needs to be fulfilled and benefits derived from a good examination process. Through the adoption of our Civil Service Commission, staff has engaged in the process of continuous testing for manyopen entry classifications. It is through direction from our Commission that we will continue to develop on-going programs to enhance customer service not only to citywide departments, but to our citizens as well. Examinations for 2013 will involve performance examinations as well as written examinations. Staff has developed examination processes with the Police and Fire Departments using video and computer simulations as components of the examinations. We also develop in-house assessment center examinations. These assessment processes, if done with outside agencies, would cost between $15,000 and $90,000 each. We do at least 5 of these a year with only the cost of staff and the travel for assessors. There is a growing need to do more assessment centers for classifications in various departments. We have done these in the past and we have the expertise to continue this in the future, and at a very minimal cost.



FTEs


Total FTEs 0.00 0.00 0.00 0.00 3.54

Expenditures:


All Other 0 0 0 0 0


417







TOTAL 311,084 305,499 340,872 371,531 382,471


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 311,084 305,499 340,872 371,531 382,471


418

Program Summary: Systems Delivery




Executive Summary:



The Civil Service Department has three Commission mandated program areas: Examination, Classification, and Systems Delivery. The Systems Delivery program maintains a central personnel repository for all (1,875) merit system or Civil Service classified employees, in accordance with Article VI of the City Charter.

In addition, Civil Service maintains a high level of customer service, certifies eligible lists for hiring, certifies all classified City Payroll, monitors non-classified payroll for City compliance, processes employment applications (over 1,000 per quarter), administers/monitors examinations, including scheduling for all examinations, maintains test material security, records minutes of Commission meetings, appeals, and hearings, serves to maintain, update, and interpret Civil Service rules, responsible for new employee orientation and scheduling, comprehensive recruiting program for our citizens. As a result of this responsibility, the Civil Service office will perform the following Customer Service activities for 2013: continue to monitor the use of up to 800 or more non-classified temporary/seasonal and project employees in the City for compliance, post all job announcements (open and promotional), process over 4,000 applications, maintain all personnel file activities, report test results to all examination candidates, maintain our web site for on-line application process and position postings, respond to high volumes of phone inquiries, prepare and record monthly Civil Service Commission Meetings, conduct monthly new employee orientation. It is also important to note that we have compiled statistics on all of our organizational response times on projects for this year. For example, our goal is a brief response time to certify eligible lists for hiring once requisitions reach our office. The majority of requisitions (over 90%) have been certified on the same day as they are received. Currently the Civil Service job page receives approximately 14,300 visits from potential applicants on a monthly basis. Civil Service is one of the most consistently accessed pages on any City website. Our recently upgraded on-line application process has reduced the amount of process time and supply costs, and allows for a faster reaction time to our citizens.



FTEs


Total FTEs 3.43 3.43 3.43 3.43 3.43

Expenditures:


All Other 0 0 0 0 0



419






TOTAL 272,662 271,643 301,557 334,957 336,748


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 272,662 271,643 301,557 334,957 336,748


420


421

Communications & Public InformationOur goal is to provide accurate, timely information about the City and its projects, events, and issues to the public and our employees. Our services are designed to engage citizens, neighborhoods, and stakeholders and to harness the power of our 2,000 City ambassadors to tell our story.


422

Department Summary: Communications & Public Information




Executive Summary:

Our goal is to provide accurate, timely information about the City and its projects, events, and issues to the public and our employees. Our services are designed to engage citizens, neighborhoods, and stakeholders and to harness the power of our 2,000 City ambassadors to tell our story.


This bid provides a strong package of communication services for the public and employees. We are working to centralize information, while allowing for more diffuse dissemination of information. We are focused on strengthening our core brand and are incorporating cross-promotion of services and products, broad sharing of information, and other changes.

We use an open and proactive, multi-media approach to communications that includes: • Strategic communications planning and consultation, including interaction with all other key communicators within the organization. • Media management including media relations and media training for key employees. • Emergency and crisis communications. • Public and employee notification of projects, services, and issues, including construction projects. • Strategic content management of the City's web site. • Creation of live and produced programming for CityCable 5 and other formats. • CityCable 5 management, facilities maintenance, scheduling, and program acquisition. • Opportunities for elected officials and senior managers to reach employees with messages and information. • Training & technical assistance, including media training, presentation training, and training on A/V equipment for other departments and employees. • Work on special projects and events, public participation efforts, and other similar activities. This work includes many products, such as media releases, printed pieces, social media posts and promotion, live cablecasting of City Council meetings, produced programming on CityCable 5, articles and information for the web site, and reports.


None

FTEs


Total FTEs 4.00 4.00 3.50 3.50 3.50

Expenditures:


All Other 0 0 0 0 0






423



TOTAL 399,753 427,011 399,457 430,661 430,661


Our supplies and services expenditures during 2010 and 2011 were very low as a result of our close adherence to executive directives to stop spending.

Revenues:


All Other 5,985 5,475 6,075 6,000 6,000






Services 259 395 959 200 200

Taxes 0 0 0 0 0

TOTAL 399,753 427,011 399,457 430,661 430,661


Our revenues come from rental of Council Chambers. As officials waive fees for rentals, our revenue declines. Additionally, Spokane Transit Authority this year has moved its meetings back to the STA building from Chambers. That will result in lower fees.

424


425

Defined Contribution Admin FundThe Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for the 457 Defined Contribution Plan.


426

Department Summary: Defined Contribution Admin Fund




Executive Summary:

The Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for the 457 Defined Contribution Plan.


The 457 Plan general staff duties include inputting new employee data, and revising data for other plan participants. In addition, staff ensures compliance with State and Federal Laws and works with the plan’s consultant to ensure overall proper administration of the Plan.

The 457 Plan assets are held in a separate Trust and are not part of the City’s assets within the Comprehensive Annual Report. Revenues and expenditures flow though a separate special revenue fund within the City of Spokane. The largest 457 Plan expenditure relates to the independent investment consultant’s retainer fee. The entire budget for the 457 Plan is covered by a unique revenue sharing agreement between the “Plan” and the Plan’s Provider, the International City/County Management Association-Retirement Corporation (ICMA-RC). Negotiated revenue from ICMA-RC is credited back to the Plan and is used to pay for all Plan related expenditures. The Plan is governed by a seven member committee as defined in the City of Spokane 457 Plan Charter. The committee has reviewed and approved the 2013 budget.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








427

TOTAL 84,655 100,233 61,642 107,052 102,700


Revenues:


All Other 88,229 96,477 68,040 107,000 107,000






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 88,229 96,477 68,040 107,000 107,000


428


429

General Fund Allocations - Streets, Library, Parks, CH Maint, Parking EnforcementThe Street Department, Library, and Parks & Rec are all Special Revenue Funds that have a heavy reliance of General Fund dollars. This budget summary represents the General Fund contribution to these activities.


430

Department Summary: General Fund Allocations - Streets, Library, Parks, CH Maint, Parking Enforcement




Executive Summary:

The Street Department, Library, and Parks & Rec are all Special Revenue Funds that have a heavy reliance of General Fund dollars. This budget summary represents the General Fund contribution to these activities.


See Street, Library, & Park Department summaries for further activity detail. The allocations to each of the departments is as follows (numbers are in $1,000's):

Actual Actual Actual Adopted Prelim 2009 2010 2011 2012 2013Streets 10.300 11.360 12.700 12.700 12.700Library 7.772 7.915 7.915 7.923 7.923Parks 11.006 12.199 12.260 12.777 12.526Urb. Frst 0.063 0.060 0.055 0.066 0.066CH Maint 0.900


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








431

TOTAL 29,140,636 31,534,198 32,930,068 33,466,112 34,115,914


In 2013 City Hall Maintenance was moved from the General Fund to the Asset Management Fund. The increase in allocations related to CH Maintenance is offset by moving the actual maintenance expenses to the Asset Management Fund.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 29,140,636 31,534,198 32,930,068 33,466,112 34,115,914


432

Program Summary: General Fund Allocation to Parking System




Executive Summary:

This represents the estimated GF Contribution to the Parking Fund Special Revenue Fund. For specifics on how these funds are used, refer to the Parking System budget summary. The combined total for the Street Department and Parking System allocation will be $12.7 million.



None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0






Transfers to Other Funds 819,970 760,392 865,817 1,007,561 1,000,000


TOTAL 819,970 760,392 865,817 1,007,561 1,000,000


In 2009 - 2012 this transfer was actually part of the transfer to the Street Department. In 2013 the Parking Enforcement program is being moved to the Parking System Fund. We have shown the prior year amounts that went to the Street Department for comparative purposes.

Revenues:


All Other 0 0 0 0 0



433




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 819,970 760,392 865,817 1,007,561 1,000,000


434

Program Summary: GF Allocation to Asset Management / City Hall Maintenance




Executive Summary:

This represents the General Fund contribution to the Asset Management Fund to cover the cost of City Hall Maintenance. Prior to 2013 this activity was budgeted in the General Fund as part of General Administration.


City Hall Maintenance (CHM) consists of 5 full time employees and provides custodial and maintenance/repair services for the 155,000 square feet of City Hall and its surrounding grounds. Maintains fire alarm and suppression systems; performs safety inspections; monitors and cleans the heating, cooling and ventilation systems; coordinates all internal departmental moves; provides parking lot maintenance, furniture adjustments, meeting room set-ups and responds to emergency repair requests; cleans 21 restrooms and all common gathering areas amd eating rooms daily; picks up garage and recyclying materials, vacuums carpets and mops floors. Performs snow and ice removal; provides access to City Hall during off hours when requested.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 996,623 920,075 884,397 898,484 900,000


The amounts shown in 2009 - 2012 were the cost of the program under General Administration and are shown here only for comparison purposes.

Revenues:


All Other 0 0 0 0 0

435






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 996,623 920,075 884,397 898,484 900,000


436

Program Summary: GF Allocation to Library




Executive Summary:

This represents the General Fund allocation to the Library Fund. For specifics on how these funds are used, please refer to the Library budget summaries.



None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 7,771,705 7,915,397 7,915,397 7,923,397 7,923,397


Revenues:


All Other 0 0 0 0 0





437


Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 7,771,705 7,915,397 7,915,397 7,923,397 7,923,397


438

Program Summary: GF Allocation to Parks & Recreation




Executive Summary:

This represents the General Fund allocation to Parks and Recreaction. For specifics on how these funds are used, please refer to the various Parks Department budget summaries.



None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 11,006,431 12,198,801 12,260,071 12,776,715 12,526,517


Revenues:


All Other 0 0 0 0 0





439


Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 11,006,431 12,198,801 12,260,071 12,776,715 12,526,517


440

Program Summary: GF Allocation to Street Department




Executive Summary:

This represents the GF Contribution to the Street Department Special Revenue Fund. For specifics on how these funds are used, refer to the various Street Department budget summaries.



None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 10,300,000 11,360,000 12,700,000 12,700,000 11,700,000


In 2013 the Parking Enforcement program in the Street Department will be moved to the Parking Fund. Approximately $1 million of the total transfer to the Street Department has been used in prior years to fund parking enforcement. In 2013, this amount will be allocated to the Parking Fund as opposed to the Street Fund.

Revenues:


All Other 0 0 0 0 0



441




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 10,300,000 11,360,000 12,700,000 12,700,000 11,700,000


442

Program Summary: GF Allocation to Urban Forestry




Executive Summary:

This represents the General Fund allocation to Urban Forestry. For specifics on how these funds will be used, please refer to the various Parks/Urban Forestry budget summaries.



None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 62,500 60,000 54,600 66,000 66,000


Revenues:


All Other 0 0 0 0 0





443


Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 62,500 60,000 54,600 66,000 66,000


444


445

Hearing Examiner ServicesThe Office of the Hearing Examiner holds quasi-judicial hearings on behalf of the City in various matters, primarily related to Zoning, Land Use Regulation, and the Environment. The Hearing Examiner's Office conducts these hearings and renders decisions in accordance with state and local law.


446

Department Summary: Hearing Examiner Services




Executive Summary:

The Office of the Hearing Examiner holds quasi-judicial hearings on behalf of the City in various matters, primarily related to Zoning, Land Use Regulation, and the Environment. The Hearing Examiner's Office conducts these hearings and renders decisions in accordance with state and local law.


Citizens have a right to appear at a hearing and comment upon a project being proposed in their neighborhood or which affects their property. The development community has the right to have permit applications handled expeditiously, in a consistent way, and in accordance with the relevant laws, rules and policies. Citizens should also have the right to appeal an administrative decision that the feel is wrong within the City structure without having to incur the expense of going to court. It is important that these hearings not only be fair but appear fair, and that the decisions made on these matters be not only fair but consistent. The City could face liability it its decisions, especially its land use decisions, are found to be arbitrary. Therefore, the Hearing Examiner’s Office has an obligation, which it will carry out, to hold fair and impartial hearings and render consistent and legally defensible decisions. Expediency is also an important issue. The Hearing Examiner’s Office has the experience and expertise to schedule hearings as quickly as possible and render decisions in a timely fashion. This office has the knowledge and expertise to provide information and respond to the questions and requests coming from the public and from other City departments on all the various matters. This serves the citizens, the business community, and the City at large. Some revenues are derived through the Examiner holding hearings for other cities and agencies, although the amount of that revenue varies from year to year.


The City has several processes set up whereby hearings are necessary. Open public hearings are required before certain proposals can move forward (i.e. local improvement districts, plats and zoning actions). Also, the City has several appeal processes set up whereby citizens can seek review of an administrative decision. In all of these instances, people have a right to attend hearings and give testimony and present evidence. The Hearing Examiner's Office was established to provide this hearing system. The Hearing Examiner is specially trained to conduct all of the hearings required by State laws and City ordinances. Specifically, the Examiner holds open public hearings on all zoning matters, preliminary plats, local improvement districts and junk vehicle complaints. The Examiner holds appeal hearings on appeals from all administrative decisions made pursuant to the zoning and land use codes, as well as decisions made on dangerous dogs, utility taxes, whistleblower actions, dangerous buildings, decisions by the responsible official under the State Environmental Policy Act (SEPA), assessments made by the Parking and Business Improvement Association (PBIA), business licenses, certain adult use licensing, and other matters as directed by the City Council.

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0





447




TOTAL 200,361 204,539 217,024 232,635 232,635


Revenues:


All Other 2,699 1,494 6,521 0 0



IG Revenue 847 650 310 0 0



Services 0 0 0 12,500 12,500

Taxes 0 0 0 0 0

TOTAL 200,361 204,539 217,024 232,635 232,635


448


449

Hotel/Motel Tax FundThis fund accounts for the receipt of all lodging tax (or Transient Accommodations Tax) levied by the City of Spokane per SMC 08.08.010. Expenditures from this tax are restricted to purposes set forth in RCW 67.28.180 and interlocal agreements between the City of Spokane and the Spokane Public Facilities District.


450

Program Summary: Hotel/Motel Tax Fund




Executive Summary:

This fund accounts for the receipt of all lodging tax (or Transient Accommodations Tax) levied by the City of Spokane per SMC 08.08.010. Expenditures from this tax are restricted to purposes set forth in RCW 67.28.180 and interlocal agreements between the City of Spokane and the Spokane Public Facilities District.



FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 989,460 774,214 1,089,050 1,027,500 1,050,000


Debt Services 359,964 362,500 361,125 363,875 365,000






TOTAL 1,501,848 1,241,243 1,533,183 1,501,375 1,525,000


The "All Other" expenses represent the transfer to the Public Facilities District. The Supplies and Services amount is the portion that falls under the City's Lodging Tax Advisory Committee.

Revenues:


All Other 0 0 0 0 0



451




Services 0 0 0 0 0

Taxes 1,361,444 1,415,863 1,371,827 1,500,000 1,500,000

TOTAL 1,361,444 1,415,863 1,371,827 1,500,000 1,500,000


452


453

Jail / Altenatives to IncarcerationThese contracts are a required service for incarceration of offenders either awaiting trial or serving sentences on charges and arrests made by the police department.


454

Department Summary: Jail / Altenatives to Incarceration


Priority: Safety


Executive Summary:

These contracts are a required service for incarceration of offenders either awaiting trial or serving sentences on charges and arrests made by the police department.


Jail and Geiger correctional facilities play an integral role in the justice process by providing facilities to securely house individuals awaiting trial or after they have been incarcerated. However, because Spokane does not possess its own correctional facilities, these services must be contracted out through various sources. The two primary sources of jail and correctional services are the Spokane County Jail (SCJ) and Geiger Correctional Facility. The City of Spokane was billed by these facilities for a total of more than 4.3 million dollars. Specifically, SCJ billed the city for nearly 6000 bookings, constituting nearly 650,000 hours of jail time for a cost in excess of 2 million dollars. Likewise, Geiger charged the city for nearly 60,000 days of incarceration under various programs for a fee of more than 2.3 million dollars.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 5,687,706 5,505,441 5,684,856 5,250,000 5,900,000








TOTAL 5,860,545 5,682,627 5,687,723 5,253,015 5,903,015


Revenues:


All Other 32,766 27,863 16,846 15,000 15,000

455



IG Revenue 861,812 1,296,727 1,179,587 1,120,000 1,120,000


Operating Transfers In 1,000,000 1,000,000 1,040,000 400,000 1,000,000

Services 67,856 89,047 103,551 90,000 90,000

Taxes 3,990,697 3,936,120 4,080,107 3,150,000 3,200,000

TOTAL 5,953,131 6,349,758 6,420,092 4,775,000 5,425,000


456


457

Law Enforcement Information SystemsLEIS is a special revenue fund which provides computer services for the Spokane Police and Sheriff's department. They manage systems such as CAD/RMS, Cop-Link, and Photo Mugshots. They also provide services to city and county prosecutors, other local, state and Federal agencies and the Spokane county jail and Geiger corrections.


458

Program Summary: Law Enforcement Information Systems


Priority: Safety


Executive Summary:

LEIS is a special revenue fund which provides computer services for the Spokane Police and Sheriff's department. They manage systems such as CAD/RMS, Cop-Link, and Photo Mugshots. They also provide services to city and county prosecutors, other local, state and Federal agencies and the Spokane county jail and Geiger corrections.


The Law Enforcement Information Systems (LEIS) division provides front-line support and strategic planning for the array of innovative technologies used to combat crime within the city and county justice system. In support of this mission, the LEIS group ensures that the justice system's operational and analytical computer systems are functioning optimally, and available to aid justice and law enforcement personnel in the execution of their duties (e.g. CAD, RMS, JMS, FMSPD, COPLINK etc.). This involves providing primary service and sharing costs with the Spokane County Sheriff's Office. In addition, the LEIS group ensures that the department's technological infrastructure is adequately equipped, well maintained, and has an adequate capacity to grow and improve as technological advances are made within the law enforcement arena. The LEIS group also maintains a strong connection with City MIS and County ISD in order to cooperatively address broader technological matters within the city. This includes a general concern for the city's technological infrastructure (e.g. the availability of Wi-Fi services on a city-wide basis). Finally, LEIS also develops and supports the numerous applications and databases used within the department to make analytical decisions about the department's strategic and tactical operations. LEIS' ongoing projects to improve the efficiency and timeliness of response, and use of accurate and timely data to provide police services, include: Automated Field Reporting (in-car report-writing), COPLINK (criminal information data sharing), BEAST (property/evidence room inventory system), Mobile SPRS (mug shots of criminals available in patrol cars), and LEWeb (a law enforcement intra-net and one-stop shopping information source).


None

FTEs


Total FTEs 12.00 12.00 12.00 12.00 12.00

Expenditures:


All Other 0 38,039 6,948 30,000 30,000

Capital Outlay 0 0 0 88,434 80,000







459

TOTAL 1,297,816 1,466,283 1,535,191 1,854,990 1,857,895


Revenues:


All Other 12 39 (21) 0 0



IG Revenue 630,663 628,630 689,255 735,000 740,000


Operating Transfers In 817,310 0 0 0 0

Services 17,127 746,531 851,651 989,567 989,967

Taxes 0 0 0 0 0

TOTAL 1,465,111 1,375,199 1,540,885 1,724,567 1,729,967


460


461

LEOFF I Firefighters'The Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for Law Enforcement Officer and Firefighter (LEOFF I) Firefighters’ Plan, a closed defined benefit plan.


462

Department Summary: LEOFF I Firefighters'



Fund Type: Trust and Agency Fund

Executive Summary:

The Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for Law Enforcement Officer and Firefighter (LEOFF I) Firefighters’ Plan, a closed defined benefit plan.


LEOFF I Firefighters’ Plan general staff duties include processing pension and medical payments, counseling retirees, structuring and monitoring a $22 million investment portfolio and ensuring compliance with State and Federal Laws. The medical expenditures comprise the largest portion of the LEOFF I Firefighters’ budget and, like pensions, are legal “claims” against the System. For the 2013 budget, overall expenses of the LEOFF I Firefighters’ Plan have been held steady. LEOFF I Firefighter assets are separately held in a trust fund within the City of Spokane; LEOFF I Firefighter revenues and expenditures are also separately accounted for inside a trust fund within the City of Spokane.

The LEOFF I Firefighters’ Plan provides pension related retirement, death, and disability benefits. In addition, the Plan pays for medical and dental expenses for its members, along with reimbursement for Medicare premium payments. At December 31, 2010, there were 251 members of the City of Spokane LEOFF I Firefighters Plan of which all but 14 were retired. The Plan is governed by a five member board as defined in the Revised Code of Washington. The Board has reviewed and approved the 2013 budget.


41.16, 41.18 & 41.26 of the Revised Code of Washington (RCW)

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 1,667,399 1,762,524 1,633,585 2,110,000 2,016,925








463

TOTAL 5,024,326 5,331,927 5,341,119 6,053,830 6,053,646


"All Other" includes pension annuity claims, death benefit payments and a non-cash transaction of depreciation for the pension module of the PeopleSoft System. Medical payments and medicare reimbursements comprise the majority of the "Supplies & Services"

Revenues:


All Other 1,102,672 1,205,382 823,469 6,016,600 6,016,600



IG Revenue 226,773 234,692 355,885 365,000 365,000



Services 0 4,870,847 4,772,103 0 0

Taxes 4,826,967 473 0 0 0

TOTAL 6,156,412 6,311,394 5,951,457 6,381,600 6,381,600


2012 Budget and 2013 Projection "All Other" includes investment interest earnings and employer contributions. 2009, 2010 & 2011 Actual "All Other" includes, in addition to investment interest earnings , realized & unrealized gains/osses are also included. Employer contribution were classified as "Taxes" in 2009 then classifed as "Services" for 2010 & 2011. For 2012 and following employer contributions are classified as "All Other"

464


465

LEOFF I PoliceThe Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for Law Enforcement Officer and Firefighter (LEOFF I) Police Plan, a closed defined benefit plan.


466

Department Summary: LEOFF I Police




Executive Summary:

The Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for Law Enforcement Officer and Firefighter (LEOFF I) Police Plan, a closed defined benefit plan.


LEOFF I Police Plan general staff duties include processing pension and medical payments, counseling retirees, and ensuring compliance with State and Federal Laws. The medical expenditures comprise the largest portion of the LEOFF I Police budget and, like pensions, are legal “claims” against the System. For the 2013 budget, overall expenses of operating the Plan have been reduced by $56,000. LEOFF I Police revenues and expenditures are separately accounted for inside a trust fund within the City of Spokane.

The LEOFF I Police Plan provides pension related retirement, death, and disability benefits and is a pay-as-you-go system. In addition, the Plan pays for medical and dental expenses for its members, along with reimbursement for Medicare premium payments. At December 31, 2010, there were 206 members of the City of Spokane LEOFF I Police Plan of which all but 4 were retired. The Plan is governed by a seven member board as defined in the Revised Code of Washington. The Board has reviewed and approved the 2013 budget.


41.20 & 41.26 of the Revised Code of Washington (RCW)

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 1,052,775 968,258 869,226 1,159,000 1,117,745








467

TOTAL 3,840,705 4,399,888 3,908,381 4,755,272 4,707,932


"All Other" includes pension annuity claims, death benefit payments and a non-cash transaction of depreciation for the pension module of the PeopleSoft System. Medical payments and medicare reimbursements comprise the majority of the "Supplies & Services"

Revenues:


All Other 0 0 0 4,250,000 4,250,000



IG Revenue 0 0 94,888 100,000 100,000



Services 225,000 225,000 225,000 225,000 225,000

Taxes 3,600,000 3,975,000 3,480,000 0 0

TOTAL 3,825,000 4,200,000 3,799,888 4,575,000 4,575,000


Employer contributions were classified as "Taxes" in 2009, 2010 & 2011. In 2012 and following, employer contributions are classified as "All Other"

468


469

Mandated Defense -- General Fund and Other SourcesThis is the main operations budget for the public defenders office. The PD office provides legal representation to indigent persons charged with criminal violations of the municipal code. Defense services for indigent persons are mandated by the state and federal constitutions. Caseload standards are set by the Washington Supreme Court.


470

Department Summary: Mandated Defense -- General Fund and Other Sources


Priority: Safety


Executive Summary:

This is the main operations budget for the public defenders office. The PD office provides legal representation to indigent persons charged with criminal violations of the municipal code. Defense services for indigent persons are mandated by the state and federal constitutions. Caseload standards are set by the Washington Supreme Court.


The PD Office has made many operational changes to absorb budget and personnel reductions.Implementation by the Prosecutor's Office of a prefiling diversion program has allowed the PD to come closer to statewide defender caseload standards. The standards for misdemeanors is 300 - 400 cases per attorney per year. The difference between those figures depends on whether the jurisdiction uses a weighted caseload standard. The State Supreme Court issued an Order 6/15/12 setting numerical caseload guidelines effective 9/1/13. After that date, under these standards, each public defender will have to certify that he or she will not accept a caseload that exceeds the numbers set forth in the Standard. This will ensure that the attorney assigned to the client's case has sufficient time to fully analyze the defenses to the charge and investigate the facts of the case to provide effective representation. The Court has also adopted Performance Guidelines to ensure that the promise of Gideon is not an empty promise, and that poor people charged with a crime will be treated fairly and act on proper advice at all levels of the criminal justice system.The full department budget includes monies from the state Office of Public Defense (OPD) and the County from a 1/10th of one percent sales tax for therapeutic courts and personnel that support it.


The state and federal constitutions mandate the right to counsel in any criminal case where the person charged faces the possibility of a jail sentence. The Washington Supreme Court in an attempt to improve public defender services provided to poor people in the State has established Performance Guidelines for Criminal Defense Attorneys and Defender Caseload Standards.

FTEs


Total FTEs 22.00 22.00 20.00 20.00 20.00

Expenditures:


All Other 0 0 0 15 15








471

TOTAL 2,496,363 2,596,845 2,593,938 2,734,821 2,729,818


In order to maintain 2012 budget levels in 2013, we have reached an agreement with the Municipal Probation Department whereby our accounting clerk will perform services such as bill paying, payroll, and report writing in an amount necessary to maintain 2012 budget levels. We will reassign some of her work to other staff in order to accomplish this.

Revenues:


All Other 183,479 198,489 217,133 217,986 220,496






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 2,496,363 2,596,845 2,593,938 2,734,821 2,729,818


Revenue the PD receives is (1) from the State Office of Public Defense to support an attorney position; (2) from the County 1/10th of one percent sales tax for therapeutic courts to support an attorney position to defense people in mental health court; (3) an equal share with the Legal Deparment of the revenue from operation of the parking lot adjacent to the Prosecutor/Public Defender Building , and (4) public defender recoupment fees that are ordered by the court only upon conviction and paid by the clients in installments.

472

Contact InformationDirector: Katherine KnoxPhone: 509-835-5955

Website: None

2011: '12 YTD:

Key Services and Performance MeasuresPublic Defender RepresentationQuality Indicator:

Graph

Average caseload per public defense attorney.

Significance:Public defense attorneys can devote more time to individual clients if they have fewer overall cases.Notes:There were a total of 17 PD attorneys in both 2011 and 2012. Two were paid by non-general fund monies.Annual Performance Totals:

405 182

Mission StatementProvide quality legal representation in a professional, efficient, and caring manner to indigent persons accused of City non-felony crimes.

Public Defender

05

101520253035404550

2011: '12 YTD:

2011: '12 YTD:

Graph

Percent of clients meeting with public defense attorneys.

Significance:Meeting with a public defense attorney to discuss the case is necessary to a proper defense.Notes:Includes scheduled appointments and a first come, first served clinic for those who miss their scheduled appt.Annual Performance Averages:

85% 86%

Quality Indicator:Client Appointments

405 182 0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%10%20%30%40%50%60%70%80%90%

100%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

473


474

Program Summary: Defender Services -- State Office of Public Defense (OPD)


Priority: Safety


Executive Summary:

For the past several years, the State Office of Public Defense (OPD) has provided the PD office with grant funds for an attorney position to provide legal representation at daily inmate first appearance dockets and also to cover weekly out-of-custody arraignments. The PD will reapply this year for those funds.


The State Office of Public Defense (OPD) has been very supportive of the City of Spokane Public Defender's Office's efforts to provide representation at all court dockets wherein court rules require that counsel be available to provide representation.


The grant allows the PD to have sufficient staff to provide legal representation at all hearings required by statewide court rules.

FTEs


Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 71,459 85,611 93,940 106,914 117,773


If the OPD grant is equal to the 2012 award, $84,000, the difference in this program will be absorbed by the PD's accounting clerk performing accounting work for Municipal Probation, including bill paying, payroll and report writing.

Revenues:


All Other 71,459 85,611 93,940 84,000 84,000


General Fund Resources 0 0 0 22,914 33,773

475




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 71,459 85,611 93,940 106,914 117,773


In 2009 and 2010, OPD gave the City funds, also in conjunction with the City of Spokane Valley, to assist with advice and data entry in support of the relicensing program. These totalled $19,308.01 in 2009 and $15,977.80 in 2010. We used the funds to have the arraignment attorney determine eligibility for relicensing, and which tickets were holding their license, and any obstacle toward getting their license and how to overcome it.

476

Program Summary: Defense in Mental Health Court


Priority: Safety


Executive Summary:

Cases in a city/county mental health court are presided over by a district court judge. Two public defenders, one city, one county, represent persons who are accepted into the mental health court. The funding for these positions comes from a county-wide one-tenth of one percent sales tax for therapeutic courts.


Non-violent mentally ill defendants with Axis I diagnoses are accepted into the mental health court. Axis I covers the more severe mental illnesses. Those covered under Washington State medicaid are eligible for treatment.

The City PD and County PD have worked well together to coordinate the defense of city and county cases where the defendant has been accepted into the mental health court. Sales tax dollars fund an attorney position in the City PD office. There is a team approach in the mental health court which includes prosecutor, probation, mental health caseworkers, and drug and alcohol treatment agencies to help establish and maintain services for the defendants which include: continuous, intense supervision, treatment reviews, drug testing, rehabilitation services and counselling and sanctions where appropriate.


While a specialty court is not mandated, legal representation of indigent defendants facing the possibility of jail time is constitutionally required.

FTEs


Total FTEs 1.00 1.00 1.00 1.00 1.00

Expenditures:


All Other 0 0 0 0 0








477

TOTAL 75,162 89,395 109,948 110,323 111,253


The revenue supports one attorney position to handle a large mental health caseload. These cases stay open longer as there are many court appearances to check a person's progress, with programs, services or medication, changes in condition or needs, etc.. This is in an effort to help improve quality of the person's life and reduce recidivism.

Revenues:


All Other 90,663 90,663 90,663 90,663 90,663


General Fund Resources 0 0 19,285 19,660 20,590




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 90,663 90,663 109,948 110,323 111,253


This revenue constitutes a part of the monies received by the County Regional Support Network (RSN) from a one-tenth of one percent sales tax to support defendants in therapeutic courts.

478


479

Mayor's OfficeThe Mayor is the City’s Chief Executive Officer, directing the activities of the City’s 2,000 employees and managing a $600 million annual budget. Our office ensures that we are delivering efficient and effective services, facilitating economic opportunity, and enhancing the quality of life for the citizens in our community.


480

Department Summary: Mayor's Office




Executive Summary:

The Mayor is the City’s Chief Executive Officer, directing the activities of the City’s 2,000 employees and managing a $600 million annual budget. Our office ensures that we are delivering efficient and effective services, facilitating economic opportunity, and enhancing the quality of life for the citizens in our community.


The Office of the Mayor engages in: Administrative oversight for the City of Spokane, partnership with the Office of the Police Ombudsman, Constituent Services, Legislative Policey Research, and outreach to local government and labor relations.


None

FTEs


Total FTEs 6.00 8.00 8.35 8.35 8.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 897,617 1,102,847 1,108,579 1,208,810 1,191,556


Revenues:


All Other 0 0 0 0 0

481


General Fund Resources 897,617 1,102,847 1,108,579 1,208,810 1,191,556




Services 0 2,525 0 0 0

Taxes 0 0 0 0 0

TOTAL 897,617 1,105,372 1,108,579 1,208,810 1,191,556


482


483

Municipal CourtMunicipal Court is responsible for the filing, processing, hearing, and adjudication of criminal cases (including domestic violence, traffic and non-traffic), civil infractions, and parking infractions in the Spokane Municipal Court.


484

Department Summary: Municipal Court


Priority: Safety


Executive Summary:

Municipal Court is responsible for the filing, processing, hearing, and adjudication of criminal cases (including domestic violence, traffic and non-traffic), civil infractions, and parking infractions in the Spokane Municipal Court.


On an annual basis, Spokane Municipal Court processes approximately 12,000 criminal cases, 25,000 civil infractions and 65,000 parking infractions.

All citations must be entered into either the state-operated Judicial Information Systems (JIS) database or the city-owned parking information system database (ICPS). All pertinent information must be entered into multiple computer screens. An efficient and organized filing system must be maintained to provide effective file retrieval. In addition, the Clerk's Office staff must be vigilant to the critical stages of criminal case processing. Clerk's office staff must be thoroughly trained in order to comply with all legal and statutory requirements as well as with local and state court rules governing every aspect of a case or citation. Failure to comply with statutes, court rules and policies/procedures can result in serious consequences including the premature release of an inmate or inappropriate incarcertaion.

The Clerk's Office has 38 clerks who perform a wide variety of duties including customer service via the phone or in person, data entry into JIS/ICPS, preparing court files, pulling and prepping files to go into court, and assisting judicial officers in court. The Clerk's Office provides information and assistance to citizens, attorneys, state and city agencies, defendants and others who are involved in cases filed in Municipal Court.

The Clerk's Office receives more than 10,000 pieces of mail annually which must be opened, reviewed, sorted and processed according to state, city and court policies. On an annual basis, the cashiers in Municipal Court receipt over 17,000 individual payments for criminal cases (most in $25 increments) that results in over $400,000 in General Fund revenue. The cashiers also receipt over 100,000 individual payments related to infraction payments (most in $25 increments) which results in over $3 million in General Fund revenue per year.

Judicial officers assigned to Municipal Court preside over a large variety of hearings types including arraignments, pre-trial hearings, jury trials, no contact hearings, treatment reviews, bench warrant recalls, show cause hearings, contested and mitigated traffic, non-traffic and parking dockets. Three judges preside over criminal misdemeanor and civil infractions. There are 2 court commissioner who is assigned to preside over infraction (including parking) contested and mitigated dockets. Criminal dockets are quite large and frequently the judge and court clerk will process 60-70 cases in a single morning or afternoon session. The Clerk's Office employs a team concept for case managment. Each team is comprised of a judge, court clerk, calendar prep clerk, data entry clerk and a case manager. Municipal Court is uniquely qualified and equipped to efficiently process these cases due to its many years of experience and its access to the statewide JIS computer system.


None

FTEs


Total FTEs 50.00 49.00 44.00 44.00 36.00

485

Expenditures:


All Other 349,382 283,752 122,644 276,826 191,826








TOTAL 4,137,017 4,121,922 3,961,706 4,487,162 3,860,091


The implementation of JustWare will result in significant efficiencies allowing the elimination of 7 FTE. The other reduction is the transfer of one FTE to Service First.

Revenues:


All Other 13,302 11,562 73,976 13,500 13,500

Fines and Forfeits 3,065,706 3,192,840 2,653,375 3,303,500 3,303,500

General Fund Resources 918,180 713,383 1,025,123 1,024,162 397,091




Services 96,533 160,177 161,733 96,000 96,000

Taxes 43,296 43,960 47,499 50,000 50,000

TOTAL 4,137,017 4,121,922 3,961,706 4,487,162 3,860,091


486


487

Non-DepartmentalThis item covers the cost of funding misc. expenditures in the Non-Departmental budget that cannot be attributed to any one specific department but are primarily unavoidable costs or costs that benefit multiple departments.


488

Department Summary: Non-Departmental




Executive Summary:

This item covers the cost of funding misc. expenditures in the Non-Departmental budget that cannot be attributed to any one specific department but are primarily unavoidable costs or costs that benefit multiple departments.


Listed below are the key programs included in the Non-Departmental budget: -Animal Control - $750,000-AWC Membership - $90,000-Outside Legal Counsel funding - $100,000 -Election & Voter Registration Expenses - $475,000-Dept of Emergency Mgmt - $260,000 -Spokane County Pollution Control - $260,000 -Taxes/Assessments - $12,000 -Annexation Mitigation - $1,100,000 -SRTC & Transportation Mgmt - $53,600-Debt Service - $883,000 ($285k as direct Debt pmt & $607k Op Transfer to Debt Fund)-Code Enforcement Funding - $275,000-Criminal Justice Funding (Jails) - $400,000-Intermodal Facility - $71,000


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 149,651 7,750 0 0 0

Debt Services 54,197 77,534 100,510 286,386 286,386





Wages and Benefits 469,170 4,968,011 147,314 135,000 135,000

489

TOTAL 6,599,977 10,976,135 5,558,008 4,807,738 4,807,750


There was a spike in 2010 related to the flow of property tax funds to the Fire Pension Fund. In 2011 we set up a separate Special Revenue to act as a pass through instead of the General Fund. The 2012 Budget was lower primarily due to less reliance on General Fund dollars for our Jail bill.The negative Reserve for Budget Adjustment item allows the City to "re-bugdet" anticpated positive expense variances. These expense variances are tracked throughout the year to ensure that we meet our targets.The Interfund charges for both 2012 and 2013 include the GF portion of Centralized Accounting that was originally budgeted in the GF Accounting Department (#0040).

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 6,599,977 10,976,135 5,558,008 4,807,738 4,807,750


The Non-Departmental budget is the central repository for most General Fund tax revenue as well as many of the fees we collect in the GF. For purposes of the budget summary we are showing this revenue in all GF departments as GF resources in the amount that each department utilized.

490


491

Office of Police OmbudsmanThe Office of Police Ombudsman exists to promote public confidence in the professionalism and accountability of the members of the Spokane Police Department by providing independent review of police actions, thoughtful policy recommendations and ongoing community outreach.


492

Department Summary: Office of Police Ombudsman




Executive Summary:

The Office of Police Ombudsman exists to promote public confidence in the professionalism and accountability of the members of the Spokane Police Department by providing independent review of police actions, thoughtful policy recommendations and ongoing community outreach.


The Office of the Police Ombudsman: receives complaints involving employees of the Spokane Police Department (SPD); monitors SPD complaints and investigations; attends and observes Internal Affairs interviews of Officers, complainants and witnesses; mediates complaints; responds to critical incidents and acts as an observer; conducts closing interviews with a complainant once a complaint has been closed; certifies all SPD Internal Affairs investigations that are timely, thorough and objective; maintains a regular program of community outreach; makes monthly and annual reports to the City Council; audits the complaint resolution process; and recommends policies and procedures to improve the quality of SPD practices.


None

FTEs


Total FTEs 2.00 2.00 1.65 1.65 2.00

Expenditures:


All Other 0 0 0 0 0



Interfund Charges 16 14,560 32,411 36,102 40,429





493

TOTAL 71,113 227,691 203,447 224,114 249,827


The OPO is aware that there was a call for reduction in 2013 budget; however, recognizing the current limitations of the OPO budget, we chose to maintain the status quo. It is important to recognize that even with this status quo budget in place, the OPO will be unable to meet our 2013 training needs and also community outreach events where different fees are associated.

Additionally, the OPO lease expires on or around March, 2013. While we hope to negotiate a status quo lease, there is no guarantee at this time that will be possible. Any increase in rent will make the 2013 OPO budget that much more problematic.

Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 71,113 227,691 203,447 224,114 249,827


494

Contact InformationDirector: Tim BurnsPhone: 509-625-6742

Website: www.spdombudsman.com

2011: '12 YTD: 560 459

Key Services and Performance MeasuresPoint of ContactQuality Indicator:

Graph

Total number of contacts.

Significance:A main purpose of the OPO is to serve as a point of contact for citizens.

Notes:


Mission StatementThe Office of Police Ombudsman exists to promote public confidence in the professionalism and accountability of the members of the Spokane Police Department by providing independent review of police actions, thoughtful policy recommendations and ongoing community outreach.

Office of the Police Ombudsman

0

15

30

45

60

75

90

105

2011: '12 YTD:

2011: '12 YTD:

560 459

No data 19%

Complaint Receiving

Graph

Percent of complaints received via the OPO's website form.

Significance:Internet complaints are easier for staff to process, leading to cost-savings and increased service.

Notes:


Quality Indicator:

0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0%10%20%30%40%50%60%70%80%90%

100%

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

495


496


497

Probation ServicesProvides supervision of offenders placed on probation by Municipal Court. Monitor compliance with court ordered conditions, provide sentencing recommendations and alternatives to incarceration, refers offenders to various community programs, conduct field visists and meets with offenders to ensure compliance with court orders, collaborate/communicate with community and law enforcement partners.


498

Department Summary: Probation Services


Priority: Safety


Executive Summary:

Provides supervision of offenders placed on probation by Municipal Court. Monitor compliance with court ordered conditions, provide sentencing recommendations and alternatives to incarceration, refers offenders to various community programs, conduct field visists and meets with offenders to ensure compliance with court orders, collaborate/communicate with community and law enforcement partners.


The primary activity of Probation Services is to supervise offenders, promote compliance, promote offender accountability and victim / community safety. The proposed 2013 budget would eliminate on Clerk II position from probation but increase our accounting services budget. This allows for the reduction of the negative impact of losing a FTE Clerk II by allowing us to utilize part of the time of an Accounting Clerk in the Public Defenders office. This is acceptable to the Public Defender as it assists them in maintaining their staff levels and meeting their budget requirments.


None

FTEs


Total FTEs 13.00 13.00 12.00 14.00 13.00

Expenditures:


All Other 33,884 48,145 46,206 45,000 35,000








TOTAL 1,043,096 1,175,778 1,256,126 1,365,747 1,374,599


Revenues:


All Other 3,235 3,431 6,998 2,500 2,500

499



IG Revenue 1,012 800 0 0 0



Services 414,964 389,516 383,461 420,120 420,120

Taxes 0 0 0 0 0

TOTAL 1,043,096 1,175,778 1,256,126 1,365,747 1,374,599


Probation recieves revenue from court ordered probation fees assessed to offenders as well as administrative fees for programs facilitated by probation such as the Alive at 25 and Electronic Home Monitoring program.

500


501

Public, Education & Government Access TechnologyThis bid allocates funding for capital expenditures for public, education, and government access (PEG) cable television channels. Funding is received from cable operator Comcast as part of the City's franchise. Subscribers pay 50 cents per month for PEG support.


502

Department Summary: Public, Education & Government Access Technology




Executive Summary:

This bid allocates funding for capital expenditures for public, education, and government access (PEG) cable television channels. Funding is received from cable operator Comcast as part of the City's franchise. Subscribers pay 50 cents per month for PEG support.


The City renewed its cable television franchise with Comcast in 2005. This 12-year franchise continues until 2017 and includes a fee to fund capital equipment purchases for our public, education, and government access channels.

These channels includes CityCable 5, Fire's training channel (Channel 95), 5 education access channels managed by the group, CABLE, and its partner education institutions; and a community access channel operated by contract with Community-Minded Enterprises.

Expenditures are restricted to capital and equipment costs for the purpose of assisting with getting programming on the PEG channels.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 61,031 44,775 41,186 79,200 79,200







503

TOTAL 248,035 256,234 195,879 264,000 264,000


Revenues:


All Other 0 0 0 0 0






Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 262,604 252,685 201,791 264,000 264,000


504


505

SERSThe Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for the Spokane Employees' Retirement System (SERS), a defined benefit plan.


506

Department Summary: SERS




Executive Summary:

The Retirement Department administers three defined benefit Plans and one defined contribution Plan. This budget is for the Spokane Employees' Retirement System (SERS), a defined benefit plan.


The primary defined benefit Plan administered by the department is The Spokane Employees' Retirement System (SERS). SERS general staff duties include processing retirements, preparing estimates, counseling employees, structuring and monitoring $240 million of investments, and ensuring compliance with State and Federal Laws. The pension annuities comprise the largest portion of the SERS budget and are legal “claims” against the System. For the 2013 budget, the administrative costs of operating the Plan, not including pension annuities, have been reduced by over $108,000 or 9.8% compared to the 2012 budget. SERS assets are separately held in a pension trust fund within the City of Spokane; SERS revenues and expenditures are also separately accounted for inside a trust fund within the City of Spokane.

SERS provides pension related retirement, death, and disability benefits. All permanent employees of the City are eligible to belong to SERS with the exception of police and firefighters who are members of the State Law Enforcement Officers and Firefighters’ Retirement System. At December 31, 2011, there were 1,088 retirees and beneficiaries receiving benefits; 84 vested terminated, including portables, entitled to future benefits; and 1,491 active members for a total of 2,663 total SERS members. The Plan is governed by a seven member board as defined in the Spokane Municipal Code. The Board has reviewed the 2013 budget and is expected to approve it in summer 2012.


Chapters 3.05 and 4.14 of the Spokane Municipal Code (SMC)

FTEs


Total FTEs 4.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 15,828,418 17,044,980 17,722,927 19,463,600 20,822,500

Capital Outlay 17,539 0 352,980 0 0







507

TOTAL 16,833,792 18,003,270 18,996,540 20,673,982 21,924,629


"All Other" includes pension annuity claims, terminated employee refunds of contributions and a non-cash transaction of depreciation for the pension module of the PeopleSoft System.

Revenues:


All Other 51,922,054 41,347,760 7,587,172 19,280,000 18,990,000






Services 60,152 60,334 37,213 80,000 40,000

Taxes 0 0 0 0 0

TOTAL 51,982,206 41,408,094 7,624,385 19,360,000 19,030,000


2012 Budget & 2013 Projected "All Other' includes investment interest earnings and employer contributions. 2009, 2010 & 2011 Actual "All Other" includes, in addition to investment interest earnings and employer contributions, realized & unrealized gains/losses on investments.

508

Utilities Division

Departments: Environmental Programs

Fleet Replacement

Fleet Services

Public Works and Utilities

Sanitary Sewer and Stormwater Maintenance

Solid Waste Management Summary

Spokane Regional Solid Waste System Summary

Wastewater Capital Projects Program

Wastewater Management Riverside Park Water Reclamation Facility

Water & Hydroelectrical Services

Utilities


510


511

Environmental ProgramsAssists City and citizens in complying with and understanding environmental regulations. Promotes communication with environmental interests and local, state and federal agencies. Assists in City environmental data gathering, review, maintenance, and reporting. Advocates City perspective in regional environmental processes. Provides Climate Protection program.


512

Department Summary: Environmental Programs

Division: Utilities



Executive Summary:

Assists City and citizens in complying with and understanding environmental regulations. Promotes communication with environmental interests and local, state and federal agencies. Assists in City environmental data gathering, review, maintenance, and reporting. Advocates City perspective in regional environmental processes. Provides Climate Protection program.


Staff assists City departments, businesses, and individuals in understanding and complying with environmental regulations. They work to promote communication, understanding, and cooperation between the City and environmental interests and agencies. Staff assists in City environmental data gathering, review, maintenance, reporting and cleanup. Assists in bringing City views and perspective to regional environmental processes such as watershed planning. The program works closely with the water, wastewater, storm water, and solid waste utilities in meeting environmental goals. Existing program activities have potential health consequences and include: participating in wellhead and aquifer protection efforts, including project reviews; assisting in drinking water testing and reporting; reviewing air emissions monitoring results; and facilitating cleanup of contaminated areas. The program works to facilitate climate protection and resource stewardship through documenting and reporting current standing as compared to existing goals.


Environmental Programs prepares the Technical Water Quality/Quantity Report which meets the City Water Department's requirement to inform wholesale water customers of the drinking water quality. The Program also has obligations under the NPDES Phase 2 Stormwater Permit and the City's Stormwater Mangement Program to assist departments in meeting the stormwater requirements.

FTEs


Total FTEs 3.00 3.00 3.00 3.00 3.00

Expenditures:


All Other 0 0 0 0 0








513

TOTAL 660,411 673,555 380,906 422,248 407,148


The Water Stewardship program moved from Environmental Programs to the Water Department starting in 2011.

Revenues:


All Other 0 0 0 0 0



IG Revenue 0 0 0 30,000 0



Services 498,494 673,555 380,628 394,802 407,148

Taxes 0 0 0 0 0

TOTAL 518,494 693,555 380,628 424,802 407,148


General Fund contributions to the climate protection program ended in 2010. The Water, Wastewater, and Solid Waste utilities fund Environmental Programs.

514


515

Fleet Replacement The function of the Fleet Replacement Fund is to use determined replacement costs for vehicles and equipment to bill participating customer departments in monthly increments for future replacement costs. The funds are then available to purchase replacements when the useful life has ended.


516

Program Summary: Fleet Replacement

Division: Utilities



Executive Summary:

The function of the Fleet Replacement Fund is to use determined replacement costs for vehicles and equipment to bill participating customer departments in monthly increments for future replacement costs. The funds are then available to purchase replacements when the useful life has ended.


The replacement model depends on the estimated useful life of the unit. Data is based on the established maintenance class code for the type of equipment. The M5 maintenance management system calculates the monthly replacement cost per unit, and bills this out monthly. Monies are transferred to Fund 5110, where they will be available at the end of the unit’s useful life. Currently only the Street Department is fully utilizing the Replacement Fund, as required by RCW 36.33A.010.


RCW 35.21.088. Equipment Rental Fund. " Every city having a population of more than eight thousand, according to the last official census, shall establish such an equipment rental fund in its street department or any other department of city government. Such fund shall acquire the equipment necessary to serve the needs of the city street department. "

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 2,752,952 2,265,072 2,764,492 3,248,000 1,950,000




Supplies and Services 775 1,903 827 10,000 10,000



TOTAL 3,196,625 2,752,823 2,817,466 3,461,150 2,161,150


Revenues:


All Other (80,703) (6,648) 39,865 75,000 75,000

517





Operating Transfers In 1,017,097 1,311,634 1,103,536 100,000 100,000

Services 1,865,896 1,994,043 1,890,709 3,410,000 1,995,000

Taxes 0 0 0 0 0

TOTAL 2,802,291 3,299,029 3,034,111 3,585,000 2,170,000


518


519

Fleet Services SummaryFleet Services provides centralized fleet management, maintenance, procurement, disposal, and record keeping services for City of Spokane departments that utilize vehicles and equipment to fulfill their missions. Fleet Services is organized as an internal services fund and functions like a small business within city government.


520

Department Summary: Fleet Services Summary

Division: Utilities



Executive Summary:

Fleet Services provides centralized fleet management, maintenance, procurement, disposal, and record keeping services for City of Spokane departments that utilize vehicles and equipment to fulfill their missions. Fleet Services is organized as an internal services fund and functions like a small business within city government.


Fleet Services provides city departments and some external customers with safe, reliable, economical and environmentally sound transportation and related support services that are responsive to their needs and that conserve vehicle value and equipment investment. The 39 employees of Fleet Services are based out of three shops and provide service and centralized fleet management services for more than 1,400 vehicles and related pieces of equipment.

Centralized Fleet management - Develop and administer preventive maintenance schedules for all equipment (except the Fire Department). Manage the procurement and disposal of vehicles and equipment. Maintain records of all maintenance activities utilizing a fleet management information system. Manage the fleet replacement fund for participating departments. Develop replacement schedules for all equipment. Develop specifications for purchase of equipment. Make new equipment ready for service (commission). Manage equipment disposal process (decommission) and sale.

Fueling Facilities - Provide fueling facilities, both city owned and contract, for fueling of gasoline, diesel, and compressed natural gas (CNG) powered equipment.

Billing and departmental budget development - Provide detailed cost accounting of all expenditures on equipment and produce monthly billing to departments. Develop expenditure estimates for all departments for budget preparation.

Parts Inventory - Maintain inventory of parts and supplies at three maintenance locations. Develop contracts for supplies and services; manage inventories in accordance with state auditor requirements.

Motor Pool - Maintain a small pool of clean, serviced, energy-efficient vehicles for use by various City departments for in-town trips.


Perform state mandated vehicle emission inspections.Ensure annual aerial lift equipment is inspected and maintained per regulations.Maintain fueling facilities in accordance with all federal, state and local regulations.

FTEs


Total FTEs 45.00 43.00 43.00 40.00 39.00

Expenditures:


521

All Other 0 0 0 0 0

Capital Outlay 11,487 9,264 0 370,000 130,000

Debt Services 22,913 0 0 0 0






TOTAL 11,603,725 11,415,623 12,231,679 12,836,306 12,629,240


Revenues:


All Other 182,496 126,200 2,273 8,000 8,000



IG Revenue 79,127 (8) 0 0 0



Services 10,840,241 10,967,068 12,096,564 12,872,130 12,881,438

Taxes 0 0 0 0 0

TOTAL 11,302,235 11,493,260 12,098,837 12,880,130 12,889,438


522

Contact InformationDirector: Gene Jakubczak

Phone: 509-625-7777Website: www.spokanepublicworks.org

2010: 14% 2011: 16% '12 YTD: 20%Annual Performance:

Key Services and Performance Measures

Quality Indicator:

Graph

Planned versus unplanned maintenance on fleet vehicles.

Significance:Planned maintenance proactively identifies problems before they can escalate.

Notes:

Fleet ServicesMission StatementTo establish efficient and effective delivery of city services by providing customer departments with safe, reliable, economical and environmentally sound transportation and related support services that are responsive to their needs and that conserve vehicle value and equipment investment.

0%

10%

20%

30%

40%

50%

2010 2011 20122010: 14% 2011: 16% '12 YTD: 20%* 2012 YTD is through June.

0%2010 2011 2012

523


524

Program Summary: Facilities Maintenance

Division: Utilities



Executive Summary:

Provide facilities maintenance services to the majority of City facilities that include heating and ventilation, electrical, carpentry and contractual services. Facilities Maintenance is a Division of Fleet Services and is organized as an internal services fund.


This is a small division consisting of 2 FTEs that responds to requests for facilities repair, remodel and modification. The Facilities Maintenance Foreperson manages new construction projects and develops and oversees construction contracts. Through the utilization of contractual labor and the staff electrician, provides skilled, licensed plumbers, electricians and heating mechanics to perform work in accordance with proper industry practices and codes. Ensures compliance with Labor and Industries, OSHA, and WISHA regulations and municipal codes as work is performed by city staff and outside contractors. Maintains records of all work performed through the utilization of an automated management information system. Ensures the mandatory annual inspections of fire suppression systems, boilers, cranes, lifts, etc. are performed.


Ensure compliance with local building codes, OSHA and WISHA regulations.

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 829,381 751,389 809,917 690,008 686,873


Revenues:


All Other 0 0 2,284 0 0

525






Services 746,671 757,996 771,617 690,000 700,000

Taxes 0 0 0 0 0

TOTAL 746,671 757,996 773,900 690,000 700,000


526

Program Summary: Fleet Services

Division: Utilities



Executive Summary:

Fleet Services provides centralized fleet management, maintenance, procurement, disposal, and record keeping services for City of Spokane departments that utilize vehicles and equipment to fulfill their missions. Fleet Services is organized as an internal services fund and functions like a small business within city government.


Fleet Services provides city departments and some external customers with safe, reliable, economical and environmentally sound transportation and related support services that are responsive to their needs and that conserve vehicle value and equipment investment. The 35 employees of Fleet Services are based out of three shops and provide service and centralized fleet management for more than 1,400 vehicles and related pieces of equipment.

Centralized Fleet management - Develop and administer preventive maintenance schedules for all equipment (except the Fire Department). Manage the procurement and disposal of vehicles and equipment. Maintain records of all maintenance activities utilizing a fleet management information system. Manage the fleet replacement fund for participating departments. Develop replacement schedules for all equipment. Develop specifications for purchase of equipment. Make new equipment ready for service (commission). Manage equipment disposal process (decommission) and sale.

Fueling Facilities - Provide fueling facilities, both city owned and contract, for fueling of gasoline, diesel, and compressed natural gas (CNG) powered equipment.

Billing and departmental budget development - Provide detailed cost accounting of all expenditures on equipment and produce monthly billing to departments. Develop expenditure estimates for all departments for budget preparation.

Parts Inventory - Maintain inventory of parts and supplies at three maintenance locations. Develop contracts for supplies and services; manage inventories in accordance with state auditor requirements.

Motor Pool - Maintain a small pool of clean, serviced, energy-efficient vehicles for use by various City departments for in-town trips.


Perform state mandated vehicle emission inspections.Ensure annual aerial lift equipment is inspected and maintained per regulations.Maintain fueling facilities in accordance with all federal, state and local regulations.

FTEs


Total FTEs 40.00 38.00 38.00 36.00 35.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 11,487 9,264 0 370,000 130,000

527

Debt Services 22,913 0 0 0 0

Interfund Charges 995,399 1,054,555 1,067,599 1,256,225 1,288,790





TOTAL 10,330,937 10,326,984 11,014,972 11,756,566 11,642,092


Revenues:


All Other 179,494 62,105 (3,411) 8,000 8,000



IG Revenue 79,127 (8) 0 0 0



Services 9,795,799 9,938,146 11,062,606 11,783,630 11,872,238

Taxes 0 0 0 0 0

TOTAL 10,254,791 10,400,243 11,059,195 11,791,630 11,880,238


528

Program Summary: Radio Communications

Division: Utilities



Executive Summary:

Provide state-of-the-art communications systems that are relevant, reliable and cost effective for City of Spokane employees to utilize to perform their activities. The Communications Division is like a small business within city government devoted to maintaining and repairing radio infrastructure and equipment. The Communications shop is a Division of Fleet Services and is organized as an internal services fund.


The responsibilities of this division include:

The design, implementation and maintenance of radio communications systems including dispatch centers, mountain top radio site (repeaters), portable and vehicular systems, and paging systems.

Communications staff perform the installation and removal of communications and other equipment in vehicles as well as the maintenance of FCC licenses for city communications systems and the regulatory compliance of all systems.

The division provides project planning and management services for major systems andprovides equipment for special situations, emergencies and disasters to facilitate system operation and interoperability.

The communication division is responsible for more than 4000 pieces of equipment including dispatch centers, base stations, mobile two-way radios, portables radios and mobile data computers.


Communications is responsible for maintaining licenses and regulatory compliance with the Federal Communications Commission.

FTEs


Total FTEs 3.00 3.00 3.00 3.00 2.00

Expenditures:


All Other 0 0 0 0 0








529

TOTAL 369,551 337,250 406,790 389,732 300,275


Revenues:


All Other 3,002 64,095 3,400 0 0






Services 297,771 270,926 262,341 398,500 309,200

Taxes 0 0 0 0 0

TOTAL 300,773 335,021 265,741 398,500 309,200


530


531

Public Works and UtilitiesThe Utility Billing system and the staff that make up the Department are an integral part of the Water, Wastewater, and Solid Waste Utilities. The system/staff are responsible for billing over $150 million each year. The utility billing staff collect more than 99% of the billings.


532

Department Summary: Public Works and Utilities

Division: Utilities



Executive Summary:

The Utility Billing system and the staff that make up the Department are an integral part of the Water, Wastewater, and Solid Waste Utilities. The system/staff are responsible for billing over $150 million each year. The utility billing staff collect more than 99% of the billings.


This fund is comprised of utility billing and the Utilities Division administrative function. As an internal services fund, the program costs are borne by the internal Department customers, specifically Water, Wastewater, Solid Waste Management, and Solid Waste Disposal.

The utility billing staff have a strong collection history, and strive to provide excellent customer service.


None

FTEs


Total FTEs 28.00 28.00 26.00 25.00 23.00

Expenditures:


All Other 111,754 127,116 183,091 120,772 131,672

Capital Outlay 78,759 14,102 0 33,926 29,000



Reserve for Budget Adj. 0 0 0 0 (37,000)


Transfers to Other Funds 6,655 1,614 16,642 0 0


533

TOTAL 4,821,871 5,355,056 4,639,472 4,980,015 4,729,089


Expenses do not include depreciation, and only include Program 41610, 72100, 72200, 72300, 72600, and 72700.

FTEs in 2009 and 2010 included 3 accounting staff that are now reflected in other Depts. FTE reduction in 2013 is due to Asst Director for Utilities Division and 1 Clerk 2 in Utility Billing who will be budgeted in Fund 0450.

Revenues:


All Other 5,900 7,855 4,790 4,000 4,000





Operating Transfers In 0 14,102 0 0 0

Services 5,131,370 5,603,641 4,682,408 5,032,250 4,725,089

Taxes 0 0 0 0 0

TOTAL 5,137,270 5,625,598 4,687,198 5,036,250 4,729,089


534

Program Summary: Billing Production (Program 72600)

Division: Utilities



Executive Summary:

This program in responsible for the accurate creation of over 900,000 bills per year worth over $150 million per year ($157 million in 2011 and expected to be higher in 2012 and 2013)


Subsections of this program are New Construction, Data Entry and Special Handling Duties of the personnel in this section include: New Construction - Accurate and timly billing starts on new accounts. Requires work with other offices, including, Permits to be sure has the proper data. Data Entry - Makes credit adjustements and adds miscellenous charges to accounts. Processes closing bills. . Special Handling - Handles bankruptcies and foreclosed properties to ensure the Departments are properly paid.


There is an RCW that requires the office to provide closing bills to real estate closing agents at their request.

FTEs


Total FTEs 5.07 5.07 5.07 5.07 5.07

Expenditures:


All Other 0 0 0 0 0





Supplies and Services 111 13,169 118 74 74



535

TOTAL 328,966 352,487 367,915 405,915 406,056


Increase in interfund expenses in 2011 was due to increased Risk Management expenses. The decrease in interfund expenses in 2013 are due to decreased Risk Management expenses.

Revenues:


All Other 0 0 0 0 0






Services 330,577 364,756 370,039 390,420 407,599

Taxes 0 0 0 0 0

TOTAL 330,577 364,756 370,039 390,420 407,599


536

Program Summary: Credit/Collection (Program 72300)

Division: Utilities



Executive Summary:

This section is responsible for collecting past due accounts. Field workers also inspect properties for occupancy, make observations to answer office questions and turn water on/off at request.


The office is responsible for making arrangements with customers for payment and setting up field work for the Utilities Collectors. Nearly 12,000 accounts are worked each year for deliquency and turn off over 1,900 of them.

The inspections by the Collectors are to assist the New Construction area in determining when to start charges. They also inspect at customers' requests to ensure accounts are billed for the proper level of service.

Over the last few years, the Collectors have also taken over a majority of the normal turn on and turn offs previously done by the Water Department.


None

FTEs


Total FTEs 7.00 7.00 7.00 7.00 7.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 0 0 0 15,000







537

TOTAL 483,021 498,903 543,999 604,413 611,806


Increase in supplies and services in 2010 was due to Local 27o retiree subsidy.

Increase in interfund expenses in 2011 was due to increased Risk Management expenses and higher expenses to lease meter reading vehicles from the Water Dept. The Dept expects to purchase the vehicles in 2012 and manage the vehicles themselves beginning in 2013.

Revenues:


All Other 0 0 0 0 0






Services 485,241 519,267 547,291 606,549 614,182

Taxes 0 0 0 0 0

TOTAL 485,241 519,267 547,291 606,549 614,182


Much of the cost for this section is covered by direct fees ($200,000); late fees ($400,000); and NSF fees ($4,000).

538

Program Summary: Customer Service (Program 72100)

Division: Utilities



Executive Summary:

The Customer Service section is responsible for answering 100,000 phone calls, 25,000 emails and assisting 20,000 walk in customers per year.


Duties of the section include: Setting up special work orders for both real estate and rental closings, and water turn off or on by customer request. Takes information about solid waste service changes and notifies the Solid Waste Department. Works with the Credit Section in setting up pay arrangments. Sets up field inspections to check for proper service level. Processes returned mail. Investigate payment issues.


None

FTEs


Total FTEs 9.00 9.00 10.00 9.00 8.00

Expenditures:


All Other 0 0 0 0 0








539

TOTAL 530,863 576,037 625,065 652,989 589,641


2103 Wages & Benefits are reduced by 1 Clerk-II position that was moved to Service First.


Increase in interfund in 2011 was due to increased risk management expenses. The decrease in interfund in 2013 is due to reduced risk management expenses.

Revenues:


All Other 94 0 0 0 0






Services 664,940 639,488 674,417 710,868 592,331

Taxes 0 0 0 0 0

TOTAL 665,034 639,488 674,417 710,868 592,331


2103 services are reduced due to the movement of 1 Clerk-II position to Service First.

540

Program Summary: Division Administration (Program 41610)

Division: Utilities



Executive Summary:

This program represents the administrative expenses of the Utilities Division, including the salary/benefits of the Division Director, Deputy Director, and Administrative Secretary plus incidental operating expenses.


Because this program is an internal service fund, the costs for this program are allocated to the various departments managed by the Division Director.


None

FTEs


Total FTEs 6.00 6.00 3.00 3.00 2.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 687,429 929,700 493,437 511,119 306,281


FTEs in 2009 and 2010 included 3 accounting staff that are now reflected in other Depts. The Deputy Director position is not budgeted in 2013.

Activity in 2009 and 2010 included Eng Admin (Function 32100) that was moved to Fund 0370 in 2011.

Revenues:


All Other 0 0 0 0 0


541





Services 864,830 1,069,748 483,693 497,140 297,092

Taxes 0 0 0 0 0

TOTAL 864,830 1,069,748 483,693 497,140 297,092


Activity in 2009 and 2010 included Eng Admin (Function 32100) that was moved to Fund 0370 in 2011.

Reduced revenue in 2013 is due to the vacant Deputy Director position.

542

Program Summary: Meter Reading (Program 72200)

Division: Utilities



Executive Summary:

The Meter Reading area is responsible for proofing 35,000 reads monthly. Accuracy of the meter reads is of extreme importance--Excessively low usage could indicate an inoperable meter costing the Water Department money; High reads could indicate leaks which is a waste of resources and undue expense for the customer.


The majority of revenues for the Water Department and a substantial amount of revenues for the Wastewater Department are based on water consumption. This area provides services to ensure as accurate billing of consumption as possible. It generates re-reads when the original read looks out of place and repair cards when necessary.

These actions provide proper revenue to the departments and customer service to the citizens.


None

FTEs


Total FTEs 0.93 0.93 0.93 0.93 0.93

Expenditures:


All Other 0 0 0 0 0



Interfund Charges 489 445 2,457 1,890 936





543

TOTAL 58,556 62,917 66,304 69,667 70,200



The decrease in interfund in 2013 is due to reduced risk management expenses.

Revenues:


All Other 0 0 0 0 0






Services 58,849 65,120 66,670 70,089 70,480

Taxes 0 0 0 0 0

TOTAL 58,849 65,120 66,670 70,089 70,480


544

Program Summary: Utility Billing Adminstration (Program 72700)

Division: Utilities



Executive Summary:

Much of the cost for this program is to cover the non-FTE operational costs and internal services for the office and the department.


Costs covered in this program include postage for bills, cashiering at the Treasurer's office, Legal Department costs for services to the office/department, MIS department, Risk Management.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 111,754 127,117 183,091 120,772 131,672

Capital Outlay 78,758 14,102 0 61,862 14,000



Reserve for Budget Adj. 0 0 0 0 (37,000)




TOTAL 2,733,035 2,935,012 2,542,751 2,764,346 2,673,105


Revenues:


All Other 5,806 7,855 4,790 4,000 4,000




545


Operating Transfers In 0 14,102 0 0 0

Services 2,726,932 2,945,261 2,540,278 2,757,184 2,671,405

Taxes 0 0 0 0 0

TOTAL 2,732,738 2,967,218 2,545,068 2,761,184 2,675,405


546


547

Sanitary Sewer and Stormwater MaintenanceWastewater Management is responsible for the collection and conveyance of wastewater to the Riverside Park Water Reclamation Facility and the operation and maintenance of the stormwater infrstructre throught the City of Spokane. These systems include sanitary sewer lines, catch basins, stormwater lines, combined sewer, drywells and swales.


548

Department Summary: Sanitary Sewer and Stormwater Maintenance

Division: Utilities



Executive Summary:

Wastewater Management is responsible for the collection and conveyance of wastewater to the Riverside Park Water Reclamation Facility and the operation and maintenance of the stormwater infrstructre throught the City of Spokane. These systems include sanitary sewer lines, catch basins, stormwater lines, combined sewer, drywells and swales.


Wastewater Maintenance maintain 865 miles of sanitary sewer lines, 367 miles of stormwater lines, 18,823 catch basins and drywells and numberous 208 swales and stormwater detention facilities. Wastewater Collections and Maintenance utilizes a comprehensive program to operate the sanitary sewer and stormwater system at maximum capacity for the benefit of the citizens and the environment. By optimizing the operation of the systems Wastewater Maintenance is able to meet National Pollutant Discharge Systems (NPDES) permit requirements, improve water quality in the Spokane River, and provide effective and efficient service to it's customers.


National Pollutant Discharge Elimination Systems (NPDES) permit.

FTEs


Total FTEs 70.10 72.80 73.80 73.50 71.50

Expenditures:


All Other 2,526,863 2,879,052 3,262,711 3,612,502 3,605,178

Capital Outlay 725,607 1,076,719 910,751 1,948,925 995,000





Transfers to Other Funds 67,696 0 41,095 209,890 0


TOTAL 14,547,225 14,969,805 16,703,389 18,253,255 16,500,072


Revenues:


All Other 64,820 60,955 430,217 14,713 14,855

549



IG Revenue 81,148 134,478 301,696 75,000 75,000



Services 14,401,257 14,774,372 15,971,476 18,163,542 16,410,217

Taxes 0 0 0 0 0

TOTAL 14,547,225 14,969,805 16,703,389 18,253,255 16,500,072


550

Program Summary: Sanitary Sewer

Division: Utilities



Executive Summary:

The Wastewater Maintenance Department is responsible for the sanitary collection and conveyance of wastewater (to the Riverside Park Water Reclamation Facility) throughout the city service area. We accomplish this task with routine infrastructure maintenance, inspection of new and existing pipe, and construction/repairs as needed.


The Wastewater Maintenance Department will maintain and repair as needed the 836 miles of sanitary sewer within our sewer service area (boundaries exceed city limits in some areas). This program includes eliminating blockages by keeping roots, grease and debris out of the mains and minimizing vandalism. We accomplish this by a variety of methods: hydrocleaning, mechanical rodding, balling, chemical grease release and chemical root treatments.


National Pollutant Discharge Elimination Systems (NPDES) Permit

FTEs


Total FTEs 49.25 49.25 49.25 49.25 48.25

Expenditures:


All Other 1,226,013 1,561,324 1,889,143 2,121,560 2,200,514

Capital Outlay 613,544 631,904 572,605 1,143,925 795,000





Transfers to Other Funds 67,696 0 41,095 0 0


TOTAL 9,362,961 9,850,621 10,269,313 12,024,384 11,304,516


Revenues:


All Other 44,175 2,137 5,490 4,483 4,755


551


IG Revenue 81,148 134,478 301,696 75,000 75,000



Services 9,237,638 9,714,006 9,962,127 11,944,901 11,224,761

Taxes 0 0 0 0 0

TOTAL 9,362,961 9,850,621 10,269,313 12,024,384 11,304,516


552

Program Summary: Stormwater Maintenance

Division: Utilities



Executive Summary:

Wastewater Collection and Maintenance is responsible for the stormwater infrastructure throughout the City of Spokane. Our goal is to have all systems, catch basins, stormwater lines, combined sewers, drywells and swales operate at maximum capacity


The Wastewater Maintenance Department will maintain and repair as needed 351 miles of storm lines and check/pump 6,274 of the City's 18,823 catch basins and drywells and control combined sewer overflows (CSO) to the Spokane River as part of our stormwater maintenance program and in accordance with the settlement reached with the Sierra Club. Our area of responsibility is the Spokane city limits. This program includes eliminating blockages in storm sewer mains, pumping debris from catch basins and drywells, maintaining and rebuilding "208" grassy percolation swales for right of way drainage and a mosquito abatement program to limit the possibility of West Nile Virus in our community. We accomplish these tasks with a variety of methods: high volume vacuum pumpers, hydro cleaning, design and installation of stormwater retention ponds and excavation for repair/replacement of stormwater infrastructure. Additional duties including meeting with private engineering firms to ensure compliance and maintainability on complicated drainage issues, working with Developer Services on stormwater design approvals, inspection of all new stormwater facilities to include working with developers, builders and homeowners on current installation of swales. Approving of projects by using a closed-circuit TV system to inspect all new stormwater pipe installed in conjunction with Engineering Services for final approval and acceptance by the City. Replacement of existing drywells, used extensively in the City's far north and far south sides that have an expected lifespan of 20-30 years is another ongoing project.


National Pollutant Discharge Elimination Systems (NPDES) Permit.

FTEs


Total FTEs 19.45 23.25 24.25 24.25 23.25

Expenditures:


All Other 1,300,850 1,317,728 1,373,568 1,490,942 1,404,664

Capital Outlay 112,063 444,814 338,146 805,000 200,000





Transfers to Other Funds 0 0 0 209,890 0


553

TOTAL 5,184,265 5,119,182 6,434,076 6,228,871 5,195,556


Revenues:


All Other 20,645 58,818 424,727 10,230 10,100






Services 5,163,620 5,060,364 6,009,349 6,218,641 5,185,456

Taxes 0 0 0 0 0

TOTAL 5,184,265 5,119,182 6,434,076 6,228,871 5,195,556


554


555

Solid Waste Management SummarySolid Waste Management operates and manages one of the most efficient integrated solid waste systems in the state. By utilizing new technologies, optimizing collection and disposal strategies, while remaining responsive to the needs of our community, we strive to provide exceptional service and reasonable, competitive rates.


556

Department Summary: Solid Waste Management Summary

Division: Utilities



Executive Summary:

Solid Waste Management operates and manages one of the most efficient integrated solid waste systems in the state. By utilizing new technologies, optimizing collection and disposal strategies, while remaining responsive to the needs of our community, we strive to provide exceptional service and reasonable, competitive rates.


The Solid Waste Management Department provides citizens with convenient, dependable and courteous weekly commercial and residential solid waste collection. Optional yard/food waste service is available for nine months each year. Single-stream automated collection of recyclables will encourage and promote waste diversion from disposal, while maximizing the types of materials accepted curbside. Transfer station management and operations also provides customers with easy and convenient recycling and hazardous waste management prior to disposal. Customer satisfaction surveys have demonstrated exceptional performance in meeting the needs and expectations of our residents. Costs of service have been kept in line with CPI and our rates for rsidential service compare favorably with any other collection system in the state.


None

FTEs


Total FTEs 188.00 188.00 187.00 186.00 185.00

Expenditures:


All Other 7,111,762 9,792,563 8,211,482 8,577,650 8,876,160

Capital Outlay 1,599,625 6,446,498 5,832,932 15,930,000 15,830,000




Supplies and Services 1,514,201 2,056,423 235,892 3,586,273 3,351,648



557

TOTAL 42,910,758 54,170,427 46,365,917 66,032,298 67,234,475


Revenues:


All Other 1,305,063 2,076,442 1,336,942 1,376,350 1,543,770



IG Revenue 22,762 0 0 0 0



Services 36,019,208 38,932,820 39,207,962 38,273,000 39,636,885

Taxes 0 0 0 0 0

TOTAL 46,167,945 50,067,072 45,519,614 47,906,834 49,502,551


558

Contact InformationDirector: Scott Windsor

Phone: 509-625-7878Website: www.spokanecitysolidwaste.org

2010: 24.5% 2011: 25.1% '12 YTD: 23.9%Annual Performance:

Key Services and Performance MeasuresResidential RecyclingQuality Indicator:

Graph

Residential recycling tonnage as a percent of total residential pickup.

Significance:Recycling promotes environmental stewardship.

Notes:Total residential pickup includes garbage, yard waste, and recycling. Recycling figure includes yard waste.

Solid Waste ManagementMission StatementTo provide an excellent multi-faceted collection, disposal and recycling service to the citizens of Spokane, at the least possible cost consistent with modern Solid Waste Management practices.

0%

10%

20%

30%

40%

50%

2010 2011 20122010: 24.5% 2011: 25.1% '12 YTD: 23.9%* 2012 YTD is through June

0%2010 2011 2012

559


560

Program Summary: Broadway Fuel and Wash Facility and Operations Complex (Program 45700)

Division: Utilities



Executive Summary:

The Solid Waste Management Department provides funds to support the wash portion of the Broadway Fuel and Wash Facility. Revenues are received from participating departments.

The Operations Complex would be a new combined facility for efficient City utility operations.


Construction of a larger Operations Complex would combine utilities in one area for efficient, modern operations. The Broadway Fuel and Wash Facility is already a part of the property. Current deteriorating buildings require future replacement. Consolidation at one facility will allow for property surplus sales for economic development.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 6 0 0 10

Capital Outlay 63,799 0 857,668 10,050,000 10,000,000






Wages and Benefits 0 0 4,926 10,788 0

TOTAL 160,547 220,757 1,100,918 10,424,288 10,295,010


Revenues:


All Other 146,520 815,328 93,367 95,200 95,200

561






Services 0 163,142 149,149 146,000 151,000

Taxes 0 0 0 0 0

TOTAL 146,520 978,470 242,516 241,200 246,200


2010A All Other includes $704k for a judgement/settlement in a lawsuit against the concrete provider for the Broadway Fuel and Wash Facility.

562

Program Summary: Code Enforcement Litter Control and Community Cleanup (Program 43313)

Division: Utilities



Executive Summary:

Solid Waste Management provides support for Code Enforcement and Neighborhood Services.


Funding for Code Enforcement and Neighborhood Services provides for enforcement of City ordinances resulting in a safer and cleaner city.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 311,948 556,675 475,171 627,000 613,000


Revenues:


All Other 2,050 1,549 6,675 3,000 3,000




563



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 2,050 1,549 6,675 3,000 3,000


564

Program Summary: Garbage Collection (Programs 45100 & 49552)

Division: Utilities



Executive Summary:

Solid Waste Management offers the most efficient refuse collection service possible. By utilizing new technologies and adapting to meet the needs of the community, we insure the stability of rates while providing superior service for citizens and a safe work environment for our employees.


The Solid Waste Management Department provides citizens with convenient, dependable and courteous weekly commercial and residential solid waste collection. Citizens may choose from 32, 68, and 95 gallon carts that easily roll out to the collection point. These carts are provided by the Department. Manadatory weekly removal of garbage from residences and businesses reduces the opportunity for diseases and pests and maintains a healthy community while minimizing illegal dumping. The Department maintains competitive residential rates when compared to other municipalities and private sector hauling companies offering similar levels of service.


None

FTEs


Total FTEs 89.15 89.15 88.60 88.30 88.30

Expenditures:


All Other 6,778,335 7,412,816 7,457,739 7,825,000 8,098,900

Capital Outlay 687,587 2,172,096 395,608 5,230,000 5,415,000







565

TOTAL 30,349,930 35,253,526 31,553,032 39,271,011 40,296,395


City utility taxes paid were as follows:2009 - $7.4M, 2010 - $7.4M, 2011 - $7.5M, 2012B - $7.8M, 2013P - $8M

Revenues:


All Other 1,131,404 1,052,475 724,712 888,150 795,570



IG Revenue 22,762 0 0 0 0


Operating Transfers In 266,667 0 1,919,855 0 0

Services 33,082,880 35,702,322 35,812,001 34,924,000 36,170,990

Taxes 0 0 0 0 0

TOTAL 34,504,713 36,755,797 38,458,568 35,814,150 36,968,560


566

Program Summary: Northside and Southside Landfills Postclosure (Programs 44850 & 45600)

Division: Utilities



Executive Summary:

Solid Waste Management maintains, monitors, and manages the closed Northside (NSLF) and Southside Landfills (SSLF).


The Department continues to comply with the Environmental Protection Agency clean-up order and mitigation at the NSLF which is a superfund site. Methane gas is managed, collected and tested at the NSLF and SSLF. The Department maintains the landfill caps, access roads and flare stations in compliance with permits. Monitoring, analyzing and reporting of groundwater data prevents offsite migration of contaminants into the environment. All environmental compliance regulations with local, state and federal authorities are met.


None

FTEs


Total FTEs 3.95 3.95 3.95 3.95 3.95

Expenditures:


All Other (321,615) 1,669,635 3,664 10,150 10,150





Supplies and Services 165,607 247,361 (1,215,276) 571,644 392,044


Wages and Benefits 287,843 322,494 (1,038,667) 382,860 380,150

567

TOTAL 173,222 2,283,703 (2,043,016) 1,023,052 902,317


To more accurately record the postclosure landfill liability per State Auditor advice, beginning with 2011 Financial Statements, amortization of the postclosure costs of the landfills are accounted for by a decrease in current wages, benefits, supplies and services.

The following reflect expenses without this correction: 2011A Wages and Benefits would be $347,5032011A Supplies and Services would be $165,8822011A Interfund Charges would be $103,233.

Revenues:


All Other 0 0 0 0 0





Operating Transfers In 1,836,355 2,028,732 (2,435,185) 0 0

Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,836,355 2,028,732 (2,435,185) 0 0


Operating Transfers In reflect the landfill closure component payable from Spokane Regional Solid Waste System (Fund 4490). The closure component is no longer calculated after December 1, 2011, the date the bonds were paid off.

568

Program Summary: Recycling (Program 44200)

Division: Utilities



Executive Summary:

Solid Waste Management offers separate collection of recyclable materials and yard waste from the general solid waste stream. This program provides an easy way for Spokane residents to reduce the City waste stream while at the same time recycling materials for beneficial use. State law mandates this.


The Solid Waste Management Department provides citizens with weekly curbside residential collection of recyclables, subscription service for yard/food waste. Multi-weekly collection of recyclables from businesses is also provided. There is no limit to the amount of recyclable material that can be put out for collection. Recycling of solid waste saves energy, reduces dangerous air and water pollutants and conserves natural resources.

In the fall of 2012 the Department will be implementing a one-sort recycling system. The residents of the City will be given a 64-gallon recycling cart that will be collected once a week at the same time as residential garbage pickup.


None

FTEs


Total FTEs 29.00 29.00 29.00 29.00 29.00

Expenditures:


All Other 630,363 666,073 705,584 704,000 728,600

Capital Outlay 848,240 4,274,402 4,579,656 650,000 415,000




Supplies and Services 121,719 152,806 540,079 896,634 1,119,634



569

TOTAL 5,198,220 8,800,687 9,745,816 6,412,481 6,761,857


Revenues:


All Other 25,089 182,909 472,777 350,000 610,000






Services 2,936,327 3,064,535 3,240,268 3,197,000 3,308,895

Taxes 0 0 0 0 0

TOTAL 2,961,416 3,247,444 3,713,045 3,547,000 3,918,895


570

Program Summary: Transfer Station Operations (Programs 44400,44500,44800)

Division: Utilities



Executive Summary:

The department operates and manages two solid waste transfer stations with recycling/household hazardous waste (HHW) drop-off areas, the Waste to Energy Recycling area and public tipping floor. All scalehouse cashiering functions are also managed by the department. All costs are offset by an operating transfer of revenue from Spokane Regional Solid Waste System.


The Spokane Regional Solid Waste System includes the Valley Transfer Station, North County Transfer Station and transfer facilities at the Waste to Energy Facility which provide convenient, clean and safe access for disposal throughout Spokane County 359 days a year. The City of Spokane Solid Waste Department (curbside collection), citizens, commercial customers and garbage haulers deliver municipal solid waste (MSW) to these stations where it is transferred to the Waste to Energy Facility for processing. A Recycling Center, Household Hazardous Waste turn-in area and an area for collection of yard waste are located at each site and available for public access during all hours of operation.


None

FTEs


Total FTEs 65.90 65.90 65.45 64.75 63.75

Expenditures:


All Other 24,679 44,033 44,496 38,500 38,500








571

TOTAL 6,716,891 7,055,080 5,533,997 8,274,466 8,365,896


These expenses are also shown in Fund 4490 Bids 698,699, and 700.

Expenses incurred for the two transfer stations, the hazardous waste areas and the open portion of the Northside Landfill are recorded in the Solid Waste Management fund. These expenses are then transferred monthly to the Spokane Regional Solid Waste System (SRSWS) and offset by an operating transfer of revenue. Net impact to this fund is zero. Please see SRSWS Bids 698, 699 and 700.

One has been eliminated: the Hazardous/Infectious Waste Coordinator.

Revenues:


All Other 0 24,181 39,411 40,000 40,000






Services 0 2,821 6,545 6,000 6,000

Taxes 0 0 0 0 0

TOTAL 6,716,891 7,055,081 5,533,997 8,301,484 8,365,896


All costs are reimbursed by a transfer from Spokane Regional Solid Waste System.

The difference between 2012B expenses and 2012B revenues is $27,018, representing a decrease in 2012B expenses on a subsequent budget run where the 2012B revenue transfer was not changed.

572


573

Spokane Regional Solid Waste System SummaryProvide integrated recycling, transfer and disposal services for all municipal solid waste generated within Spokane County. Follow priorities of waste reduction, recycling, and waste-t0-energy, while minimizing landfilling. Properly manage moderate risk waste, and provide County-wide waste reduction and recycling education, solid waste planning, and litter control programs.


574

Department Summary: Spokane Regional Solid Waste System Summary

Division: Utilities



Executive Summary:

Provide integrated recycling, transfer and disposal services for all municipal solid waste generated within Spokane County. Follow priorities of waste reduction, recycling, and waste-t0-energy, while minimizing landfilling. Properly manage moderate risk waste, and provide County-wide waste reduction and recycling education, solid waste planning, and litter control programs.


The Spokane Regional Solid Waste System (SRSWS) was created by an interlocal agreement between the City of Spokane and Spokane County in 1987. Subsequently, all incorporated areas within the County agreed to use the SRSWS. The interlocal agreements with the County, the City of Spokane Valley and the City of Liberty Lake expire on November 16, 2014. The remaining interlocal agreements expire between September of 2014 and June of 2016.

The principal facilities of the SRSWS are an 800 ton per day waste-t0-energy facility located near the Spokane International Airport, and two transfer stations located in the eastern and northern portions of the County. Each of these facilities is open to the public 359 days per year, and includes separate areas for recyclables, moderate risk wastes, yard and food waste, and general municipal solid waste.

The SRSWS only employs 8 people directly, who provide planning, education and outreach, and administrative services. Other activities are provided by other City departments or by contract with the private sector. Private sector contracts for operation and maintenance of the waste-to-energy facility, composting of organic wastes, and transportation and disposal of ash and bypass waste account for 72% of operating costs. Other City departments operate and maintain the transfer stations and Northside Landfill, the recycling centers, the moderate risk waste program, and the litter control program, accounting for an additional 22% of operating costs. SRSWS staffing costs account for only 2% of operating costs.


Interlocal agreement with the County requires SRSWS to provide disposal services, recycling and moderate risk waste programs, litter control services, and comprehensive solid waste management planning. SRSWS was also required by the interlocal agreements to serve as a funding mechanism for closure and cleanup of pre-existing landfills, within certain limits. RCW 70.95 establishes waste reduction and recycling priorities, requires comprehensive solid waste management planning, and establishes recycling goals. All programs are in compliance with the current comprehensive solid waste management plan, which has been adopted by the City, the County, and the other municipalities and approved by the State Department of Ecology.

FTEs


Total FTEs 7.00 8.00 8.00 8.00 8.00

Expenditures:


All Other 3,294,969 2,803,514 2,188,966 979,000 814,000

Capital Outlay 1,503,766 3,900,373 428,557 4,940,000 2,810,000

Debt Services (134,507) (62,228) 4,879 1,000 0

Interfund Charges 916,858 1,422,996 1,437,029 1,737,892 1,627,182


575




TOTAL 57,734,967 51,394,099 35,627,294 47,249,620 45,212,979


Revenues:


All Other 423,566 424,730 539,216 437,000 437,200



IG Revenue 354,036 761,789 236,711 600,000 262,000



Services 34,696,888 32,864,183 31,676,381 30,201,000 31,199,900

Taxes 0 0 0 0 0

TOTAL 62,688,092 55,858,753 42,925,403 42,313,500 43,292,600


576

Program Summary: Administration (Program 44700)

Division: Utilities



Executive Summary:

In addition to general administration, this program accounts for various taxes and interfund charges.



None

FTEs


Total FTEs 3.00 4.00 4.00 4.00 4.00

Expenditures:


All Other 1,211,544 1,086,425 955,829 954,000 789,000

Capital Outlay (99,844) 3,757,769 0 0 0

Debt Services (134,507) (62,228) 4,879 1,000 0




Transfers to Other Funds 1,837,542 2,031,618 (2,391,617) 0 0


TOTAL 4,243,703 8,515,502 (166,448) 2,968,230 2,667,596


Supplies and Services 2012B includes $375k utility tax on electric revenue and an additional $500k in contractual services.Capital Outlay 2011A - To more accurately record the postclosure landfill liability per State Auditor advice, beginning with 2011 Financial Statements, amortization of the postclosure costs of the landfills are accounted for by a decrease in current wages, benefits, supplies and services.Debt Services and Transfers to Other Funds - Entries refer to the computation of the landfill closure component. The bonds were paid off December 1, 2011; therefore the landfill closure component ended.All Other refers to depreciation or buildings, equipment and other improvements.

Revenues:


All Other 223,149 134,181 184,329 112,000 112,200

577





Operating Transfers In 15,918,293 8,369,237 33,358 1,500 1,500

Services 0 4,716,563 5,832,263 3,103,015 2,084,245

Taxes 0 0 0 0 0

TOTAL 16,141,442 13,219,981 6,049,950 3,216,515 2,197,945


Operating Transfers In includes entries for the landfill closure component and current portion of the long-term debt. The bonds were paid off December 1, 2011, and entries are no longer necessary.All Other includes rent on rental properties.

578

Program Summary: Composting (Program 44300)

Division: Utilities



Executive Summary:

Transportation and recycling, through composting, of source-separated clean green yard waste and food waste. This process minimizes landfilling, and reduces average disposal costs.


The Spokane Regional Solid aste System (SRSWS) is responsible for county-side waste reduction, reuse and recycling planning programs. A major task within that responsibility is diversion of the organic fraction of the waste stream from disposal. SRSWS contracts with Barr-Tech, LLC, to haul clean green yard debris and food scraps collected at the Waste to Energy facility and transfer stations to an out-of-county facility. This contract enables the SRSWS to recycle between 35,000 and 45,000 tons of organic material per year.

Conposting converts an organic waste into an environmentally beneficial soil amendment. Compost promotes soil health b y reducing erosion, enriching soil nutrient capacity and acting as a non-toxic weed control tool. Soil supplemented with compost conserves water resources by providing high water retention qualities.

Managing organics as a recyclable rather than a waste saves the SRSWS in disposal costs. The public also benefits from this reduced cost. The cost to bring clean green to a SRSWS facility is currently $41 per ton. Without the clean green program, the cost to the public to bring organics as solid waste to a SRSWS facility would be $104 per ton.


In accordance with state priorities expressed in RCW 70.95, and in conformance with the comprehensive solid waste management plan. Contract expires December 31, 2014.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








579

TOTAL 2,168,950 1,994,559 1,571,511 2,001,000 1,800,000


Transfers to Other Funds represents debt service allocations for 2009A, 2010A, 2011A. The bonds were paid off December 1, 2011.

Revenues:


All Other 0 0 0 0 0





Operating Transfers In 0 0 0 0 50,000

Services 2,168,950 1,994,559 1,571,421 2,001,000 1,750,000

Taxes 0 0 0 0 0

TOTAL 2,168,950 1,994,559 1,571,421 2,001,000 1,800,000


580

Program Summary: Litter Control (Program 44700/Function 37173)

Division: Utilities



Executive Summary:

Coordinate County-wide litter control programs, clean up litter and illegal dumps, investigate litter/dumping complaints, and, when possible, cite violators.


Illegal dumps and litter are removed from the public right of way and public property is abated. An environment free of illegal dumps, litter and other unmanaged trash promotes health and contributes to the overall safety and cleanliness of the community. This activity is funded by the Regional System and works in conjunction with City of Spokane Code Enforcement.


Required by interlocal agreements with County and other municipalities.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 562,690 677,484 655,442 685,000 693,000


Revenues:


All Other 0 0 0 0 0



581




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 0 0 0 0 0


582

Program Summary: Long Haul Disposal (Program 44600)

Division: Utilities



Executive Summary:

Transportation and disposal of ash from the Waste to Energy Facility, plus municipal solid waste which is either not suitable for burning, or is in excess of the Waste to Energy Facility's capacity.


Ash from the Waste to Energy Facility, materials that are not beneficial to burn and bypass waste are taken to the railhead at Yardley and transported by a contractor to the Roosevelt Regional Landfill in Klickitat County, Washington.

This is an essential function of the SRSWS, which is accomplished through a public / private partnership with Regional Disposal Company (RDC). As the volume of solid waste produced in Spokane County is greater than the capacity of the Waste to Energy Facility, waste must be bypassed and sent to RDC along with the ash produced from the incineration process.


Contract expires on October 21, 2016.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0








TOTAL 6,780,596 6,011,960 5,536,612 7,100,000 6,500,000


Revenues:


All Other 0 0 0 0 0

583






Services 6,780,596 6,011,960 5,536,612 7,100,000 6,500,000

Taxes 0 0 0 0 0

TOTAL 6,780,596 6,011,960 5,536,612 7,100,000 6,500,000


584

Program Summary: Moderate Risk Waste (Program 44500)

Division: Utilities



Executive Summary:

Manage hazardous waste received from households and businesses that have limited quantities, including operation of three drop-off sites. Most of these wastes are reused, recycled or burned for energy recovery, and very little is disposed.


Three permanent Household Hazardous Waste (HHW) facilities have continued operation since their inception in 1991. They provide convenient locations for citizens of Spokane County to dispose of materials such as pesticides, herbicides, used motor oil, antifreeze, flammable liquids and batteries. These facilities are located at both transfer stations and the Waste to Energy Facility.

Items collected at the HHW facilities are accepted from the public at no charge. Upon acceptance of HHW, trained employees sort the materials for potentially reuseable items, which are then offered to the public free of charge. System personnel feel using a material as it was intended is the best way to manage these materials prior to either recycling or disposal at a permitted hazardous waste facility.

Another program under moderate risk waste addresses refrigerant removal (which is mandated by the Federal Clean Air Act) from household appliances. All three disposal sites are equipped with refrigerant recovery / recycling units. Trained employees recover chlorofluorocarbons from refrigerators, freezers and air conditioners, then recycle and reuse them at the City's Fleet Services. Once the environmentally harmful components are removed and the refrigerants evacuated from the appliances, they can be recycled for their metal content.

Technical assistance and a collection program for businesses that are small quantity generators (SQG) of hazardous waste are also provided. This helps ensure compliance with local, state and federal laws. Educational audits are given to businesses with pollution prevention and proper waste management methods provided. For disposal, once-a-month collection is offered at the Valley Transfer Station. After meeting certain requirements, businesses can conveniently and responsibly manage their waste for a minimal fee, which is collected directly by a licensed contractor. This partnership has greatly reduced potential costs for the City and its citizens from improper hazardous waste handling, and facilitates responsible management of materials by area businesses.

The Regional System works cooperatively with the Department of Ecology and local law enforcement agencies to provide a hazardous waste storage area for confiscated drug lab material.

Programs for proper management of HHW and small quantity business waste benefit all the citizens of Spokane County. This increases public awareness and willingness to assume responsibility for the management of moderate risk waste. By diverting hazardous materials out of the normal solid waste stream, materials undesirable for incineration such as batteries and materials containing heavy metals have been removed. HHW programs are mandated by state law and are a condition of our state grant.

The moderate risk waste program typically collects over 500 tons per year of household hazardous waste, and about 90% is reused, recycled or used for energy recovery, and only about 10% is landfilled in accordance with all applicable law.


Moderate risk waste collection required by State law. Removal of refrigerants prior to recycling required by Federal law.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

585

Expenditures:


All Other 0 0 0 0 0








TOTAL 458,975 439,982 405,340 632,896 547,132


Expenses incurred for moderate risk waste are originally recorded in the Solid Waste Management fund. These expenses are recorded as a Transfer to Other Funds in the SRSWS Fund. Please see Solid Waste Management Bid 692 for greater detail.

Revenues:


All Other 0 0 0 0 0



IG Revenue 87,392 315,109 99,419 252,000 110,000



Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 87,392 315,109 99,419 252,000 110,000


586

Program Summary: Northside Landfill (Programs 44800 & 44850)

Division: Utilities



Executive Summary:

Manage and operate a municipal solid waste landfill. This facility primarily serves as an emergency backup facility, but also disposes of certain wastes not suitable for combustion.


The Northside Landfill contains a municipal solid waste (MSW) cell which is the only permitted facility for disposal of MSW in Spokane County. It is also the only facility available for large animal carcasses disposal and disposal of building waste contaminated with septage. This site is critical as an emergency backup facility when other options are not available. As an emergency backup, this facility is used at least twice a year for unplanned disposal needs. It was used during Ice Storm, Fire Storm and for disposal of material from the Wastewater Treatment Plant digester tragedy.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 2,062,887 1,702,089 1,215,899 0 0

Capital Outlay 0 0 32,456 50,000 50,000





Transfers to Other Funds 6,146,229 2,969,693 2,624,291 633,607 592,155


587

TOTAL 8,209,116 4,685,982 3,888,552 701,888 660,436


Expenses incurred for the open portion of the Northside Landfill are originally recorded in the Solid Waste Management fund. These expenses are recorded as a Transfer to Other Funds in the SRSWS Fund. Please see Solid Waste Management Bid 692 for greater detail.

Transfers to Other Funds also includes a transfer to the Debt Service Fund: 2009A $5,449,000; 2010A $2,503,000; 2011A $10,135. The bonds were paid off December 1, 2011.

Revenues:


All Other 0 0 0 0 0






Services 2,253,555 4,685,982 3,888,552 701,888 660,436

Taxes 0 0 0 0 0

TOTAL 2,253,555 4,685,982 3,888,552 701,888 660,436


588

Program Summary: Transfer Stations (Program 44400)

Division: Utilities



Executive Summary:

Operate three facilities which accept solid waste, clean green waste, recylables and household hazardous waste. These facilities provide conveniently located services to the general public, as well as waste collectors.


The Spokane Regional Solid Waste System includes the Valley Transfer Station, North County Transfer Station and transfer facilities at the Waste to Energy Facility which provide convenient, clean and safe access for disposal throughout Spokane County. The City of Spokane Solid Waste Department (curbside collection), citizens, commercial customers and garbage haulers deliver municipal solid waste (MSW) to these stations where it is transferred to the Waste to Energy Facility for processing. A Recycling Center, Household Hazardous Waste turn-in area and an area for collection of yard waste are located at each site.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 1,603,611 40,062 380,979 840,000 410,000




Supplies and Services 56,366 0 0 0 0



TOTAL 8,244,335 6,803,527 7,311,901 8,215,023 7,951,651


Expenses incurred for the two transfer stations are originally recorded in the Solid Waste Management fund. These expenses are recorded as a Transfer to Other Funds in the SRSWS Fund. Please see Solid Waste Management Bid 692 for greater detail.

Revenues:


All Other 0 0 0 0 0

589






Services 8,244,335 6,803,528 7,311,901 8,215,023 7,951,651

Taxes 0 0 0 0 0

TOTAL 8,244,335 6,803,528 7,311,901 8,215,023 7,951,651


590

Program Summary: Waste Reduction, Reuse and Recycling (Programs 44200,94402,94407,94408)

Division: Utilities



Executive Summary:

Provide waste reduction, reuse and recycling programs for Spokane area citizens. These education and outreach programs assist both the public and businesses to maximize recycling and minimize the amount of solid waste requiring disposal.


The Spokane Regional Solid Waste System (SRSWS) is responsible for county-wide waste reduction, reuse and recycling planning and education programs for residents, schools and businesses. SRSWS uses a variety of informational materials and advertising media, a website, hands-on presentations and community events involving public participation. These materials/events emphasize the connection of waste reduction, reuse, recycling and proper waste disposal to sustain a healthy, quality environment. Programs are grant reimbursable.

Education Programs:- Informational Materials: One Man’s Trash… (80,000 copies printed for quarterly distribution); variety of brochures on recycling and composting. - Public Access venues: Recycling Hotline continues to answer questions from citizens, providing information for waste reduction, recycling and proper waste disposal; www.solidwaste.org web site outlines and describes System services; advertising in a variety of local media. - Presentations: School and community programs provided for all ages and venues. Master Composter/Recycler program is a key group of volunteers. - Community Events: America Recycles Day activities in partnership with River Park Square; Master Composters/Recyclers host Fall and Spring Compost Fairs at Finch Arboretum; SRSWS has information booths at various home shows and fairs throughout Spokane County; SRSWS is an active partner in The Green Zone (an exhibit on sustainability with other environmentally conscious agencies in Spokane County); and a major sponsor of the Spokane Youth Environmental Conference (recipient of the 2009 Leadership and Assistance for Science Education Reform (LASER) Award). - Business: Contract with Pacific Materials Exchange to provide Waste Reduction Audit Program (WRAP) to businesses and institutions.

Planning:- Spokane County Comprehensive Solid Waste Management Plan Update: P roject management of state-required regional solid waste planning, including updates and regional cities' adoption process.- Contract administration: Development and implementation of goods and services contracts: processing and marketing of recyclable material, curbside recycling bins; Waste Reduction Assessment Program - Collaboration: With City of Spokane departments and regional agencies to promote sustainable concepts (integrating waste reduction, reuse & recycling and economic, environmental, and social solutions to enhance a healthy environment). - Market Development: Research for emerging commodities (food scraps/colored Code 2 plastics). - Spokane County Coordination: Eliminate duplication in grant administration for county-wide waste reduction and recycling programs.

This program will raise public awareness of the economic, environmental and social values of waste reduction, reuse and recycling. It will provide the motivation and skills for citizens to prevent waste, increase the usage of recycling/composting opportunities and utilize proper disposal for the remainder. It will contribute to the State Strategic Solid Waste Plan - Beyond Waste.

SRSWS staff have effective tools and contacts developed of the last 20 years in response to transitioning to Spokane's current method of solid waste management. SRSWS is a key partner with public and private environmentally conscious agencies and businesses.

Programs involve extensive coordination and partnerships with the Washington Department of Ecology, Spokane Regional Clean Air Authority, Washington Department of Natural Resources, Avista Utilities, WSU/Spokane County Extension Office, Spokane

591

County Water Quality Program, Spokane County Conservation District, Washington Department of Fish and Wildlife, Spokane Neighborhood Action Program/Living Green Program, Mobius Children's Museum, Spokane County Environmental Health, Waste Management, Inc., Wheelabrator Spokane Inc. and oithers. System involvement ensures that waste reduction, reuse and recycling aspects are included in the environmental stewardship of our water, air and land. The combined efforts of these partnerships benefit SRSWS programs and other agencies' programs beyond what each could do individually.


Waste reduction and recycling programs are mandated by RCW 70.95. These programs are in compliance with the current comprehensive solid waste management plan, which was adopted by the City, the County and all the other municipalities within the County, and was approved by the Department of Ecology.

FTEs


Total FTEs 4.00 4.00 4.00 4.00 4.00

Expenditures:


All Other 20,538 15,000 17,238 25,000 25,000








TOTAL 809,305 632,158 771,051 791,509 797,596


Revenues:


All Other 200,417 290,549 354,887 325,000 325,000



IG Revenue 120,684 435,151 137,292 348,000 152,000


Operating Transfers In 433,423 468,992 78,288 50,000 0

Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 754,524 1,194,692 570,467 723,000 477,000


592

IG Revenue represents grant reimbursements.Operating Transfers In represents transfers from Solid Waste Management for curbside recycling clean green. In 2011 SWM obtained its own contract with Barr-Tech and has by-passed SRSWS for hauling of clean green.

593


594

Program Summary: Waste to Energy Facility(Programs 44100 & 98815)

Division: Utilities



Executive Summary:

Maintain and operate the Waste to Energy Facility to maximize processing of MSW in compliance with all environmental permits in order to minimize the quantity of raw processible MSW which is landfilled, and maximize the generation of electricity and recovery of ferrous metals.


The Waste to Energy Facility is the cornerstone of the Spokane Regional Solid Waste System, which serves all 459,000 citizens of Spokane County. Through a public/private partnership with the operator Wheelabrator Spokane Inc. (Wheelabrator), it processes more than 260,000 tons of municipal solid waste (MSW) per year by incineration, reduces the volume by 90%, and converts MSW to electricity, thereby generating revenue that offsets tipping fees. It also recovers approximately 9,000 tons of ferrous metals for recycling. MSW is delivered to the Facility from the Valley and North County Transfer Stations; or is self-hauled by residential/commercial customers and garbage haulers, primarily in the south and west areas of Spokane County. For the benefit of the public, the Facility is open seven days per week from 7 a.m. to 5 p.m.

Annual compliance testing, which is a permit requirement, has been performed every year since 1991. The results verify that the emissions are consistently below--in some cases, orders of magnitude below--stringent emission limits, making it one of the cleanest facilities in the United States. In addition to the annual tests, continuous emissions monitors measure and record (on an ongoing basis) a number of operating conditions and emissions, to assure continuous good operation and permit compliance.

The System strives to employ the latest in environmental technology, efficiencies and equipment innovation. Since the Facility began operation in 1991, a number of upgrades and additions have been completed, to further reduce emissions, to increase operating efficiency, and to increase recycling and minimize landfilling.

The Facility produced 173,044 MWh of electricity in 2011--enough power to satisfy the electrical demands of nearly 13,000 homes. This electrical production generated $12,382,942 in electrical revenue, which contributes significantly to the stability of the tipping fee.

Not only do all the residents through Spokane County benefit from the Facility, but agencies and municipalities from throughout the State are served by utilizing it for disposal of drugs and pharmaceuticals. Law enforcement agencies and the health care industry are able to have seized controlled substances, legend drugs and over-the-counter drugs incinerated as solid waste at Spokane's Waste to Energy Facility, the only permitted facility in the state that can accept these items.


Current operating contract expires November 16, 2014.

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 0 102,542 15,122 4,050,000 2,350,000

595





Transfers to Other Funds 9,041,859 4,152,450 16,816 0 0


TOTAL 26,257,298 21,632,942 17,897,082 24,154,074 23,595,568


The bonds were paid off December 1, 2011; therefore Transfers to Other Funds for debt service has decreased from 2009A to 2011A.

Revenues:


All Other 0 0 0 0 0



IG Revenue 145,959 11,529 0 0 0



Services 15,249,452 8,651,591 7,535,633 9,080,074 12,253,568

Taxes 0 0 0 0 0

TOTAL 26,257,298 21,632,942 17,897,082 20,104,074 23,595,568


IG Revenue in 2009A and 2010A represents reimbursement from FEMA.

All electrical energy revenues are recorded under the Solid Waste Disposal Bid 706. Electric sales were as follows:2009A $11,443,000; 2010A $12,557,000; 2011A $12,383,000; 2012B $6,200,000; 2013B $6,447,000. The favorable purchase agreement with Puget Sound Energy ended 12/31/2011, and a new contract with Avista commenced 01/01/2012.

596


597

Wastewater Capital Projects ProgramThrough careful planning, Wastewater Management develops comprehensive capital programs to provide for future infrastructure needs and water quality requirements providing the ability to optimize investments in public assets and reliable cost effective facilities.


598

Department Summary: Wastewater Capital Projects Program

Division: Utilities



Executive Summary:

Through careful planning, Wastewater Management develops comprehensive capital programs to provide for future infrastructure needs and water quality requirements providing the ability to optimize investments in public assets and reliable cost effective facilities.


The City's wastewater treatment system plans for future infrastructure needs and water quality requirements with the Six Year Comprehensive Sewer Program. All wastewater capital projects are part of the Six Year Comprehensive Program. These capital projects are critical to maintaining water quality, meeting regulatory standards, maintaining the integrity of the system, providing an effective level of service, and meeting the capacity demands of future growth


National Pollutant Discharges Systems (NPDES) permit

FTEs


Total FTEs 0.85 0.85 0.50 0.50 0.50

Expenditures:


All Other 1,093,314 760,795 770,069 661,882 972,166

Capital Outlay 14,641,529 21,340,738 23,261,358 64,568,000 75,115,000

Debt Services 519,314 438,311 432,062 448,105 427,666

Interfund Charges 616,309 982,657 1,176,520 126,146 31,146


Supplies and Services 17 18 13 17,335 17,335



TOTAL 16,957,223 23,612,954 25,789,277 65,891,746 76,634,462


Revenues:


All Other 16,957,223 23,612,954 25,789,277 65,891,746 76,634,462


599





Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 16,957,223 23,612,954 25,789,277 65,891,746 76,634,462


Resources come from the Rate Stabilization fee, grants, debt service, contributed capital and reserves.

600


601

Wastewater Management Riverside Park Water Reclamation FacilityThe Riverside Park Water Reclamation Facility removes Pollutants from and recycles approximately 34 million gallons of wastewater per day. In addition to operations at the RPWRF the department operates and maintains the Wastewater Pumping Station System, the Industrial Monitoring and Pretreatment program and the Bio Solids Program.


602

Department Summary: Wastewater Management Riverside Park Water Reclamation Facility

Division: Utilities



Executive Summary:

The Riverside Park Water Reclamation Facility removes Pollutants from and recycles approximately 34 million gallons of wastewater per day. In addition to operations at the RPWRF the department operates and maintains the Wastewater Pumping Station System, the Industrial Monitoring and Pretreatment program and the Bio Solids Program.


The original wastewater treatment plant was built on the current site by 1958. Since then, there have been two major upgrades to the facility, and a third is beginning. The water reclamation facility currently removes pollutants from and recycles to the river approximately 34 million gallons per day. It provides advanced secondary treatment to peak flows between 100 and 130 million gallons per day. By consistently producing high-quality effluent, the facility has won several awards for operations and maintenance excellence and beneficial use of biosolids, the RPWRF routinely passes several inspections by Ecology. The department also operates and maintains 28 wastewater pumping stations, monitors all entities large enough to impact the treatment system or required by the EPA to have a pretreatment permit, and handles approximately6,500 dry tons of boisolids generated by the treatment system on an annual basis.


National Pollutant Discharge Elimination Systems (NPDES) permit

FTEs


Total FTEs 94.00 105.00 105.00 105.00 105.00

Expenditures:


All Other 9,848,375 11,087,174 13,338,771 14,169,803 15,356,563

Capital Outlay 480,644 189,935 479,018 1,721,500 1,195,000







603

TOTAL 26,970,314 28,275,762 31,460,847 36,107,982 36,380,740


Revenues:


All Other 287,321 359,453 180,317 923,542 177,041






Services 26,682,993 27,916,309 31,280,530 35,184,440 36,203,699

Taxes 0 0 0 0 0

TOTAL 26,970,314 28,275,762 31,460,847 36,107,982 36,380,740


604

Contact InformationDirector: Dale Arnold

Phone: 509-625-4500Website: www.spokanewastewater.org

2011: '12 YTD: Annual Performance Totals:

183 133

Mission StatementWe believe that clean water is fundamental to life and we strive to protect public health, property, and the environment. We provide services by utilizing sound financial and natural resource management practices. We recognize that our customers are members of our community and are key to helping us succeed.

Wastewater Management

Key Services and Performance MeasuresWastewater TreatmentQuality Indicator:

Graph

Number of combined sewer overflow (CSO) incidents.

Significance:The Environmental Protection Agency sets guidelines for the permissible number of CSO events.

Notes:CSO events are caused by periods of heavy rainfall or snowmelt.

010203040506070

2011: '12 YTD:

2011: '12 YTD:

183 133

Quality Indicator:

Graph

Volume of overflow, in gallons, from combined sewer overflow (CSO) events.

Significance:Measuring volume, instead of frequency, of CSO events gives a better idea of their impact.

Notes:

Annual Performance Totals:19,559,871 42,213,629

Wastewater Treatment

0

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

Jan Feb

Mar

Apr

May

Jun Jul Aug

Sep Oct

Nov

Dec

605


606

Program Summary: Bio Solids Program

Division: Utilities



Executive Summary:

Biosolids generated by wastewater treatment processes are recycled on private farmland (within 25 miles of the reclamation facility) in accordance with state and federal biosolids regulations


The City's wastewater treatment system generates approximately 6,500 dry tons of biosolids annually. The biosolids need to be monitored for quality and applied at agronomic rates on sites approved by Ecology. Biosolids are dewatered, hauled and spread on approximately 2,000 acres of private farmland within 25 miles of the Water Reclamation Facility. The agronomic rates of application are set by EPA criteria to protect human health and the environment.


National Pollutant Discharge Eliminations Systems (NPDES) Permit

FTEs


Total FTEs 11.80 11.80 11.80 11.80 11.80

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 356,922 11,308 0 350,000 50,000






Wages and Benefits 784,447 848,596 937,500 1,046,098 1,093,580

TOTAL 1,273,778 1,023,696 1,122,436 1,624,109 1,359,859


Revenues:


All Other 0 0 0 0 0



607




Services 1,273,778 1,023,696 1,122,436 1,624,109 1,359,859

Taxes 0 0 0 0 0

TOTAL 1,273,778 1,023,696 1,122,436 1,624,109 1,359,859


608

Program Summary: Industrial Monitoring Pretreatment

Division: Utilities



Executive Summary:

Large or specific types of industries within the City of Spokane Wastewater sevice are are required to be permitted by federal (EPA) regulations. Under the industrial pretreatment program the City issues permits that protect personnel, environment and infrastructure.


The City and County's wastewater collection system connects several EPA-designated (categorical) and large industries to the Water Reclamation Facility. All business entities with process flows greater than 25,000 gallons per day, having processes that fit into categories established by EPA or large enough to impact the treatment system adversely must be issued pretreatment permits. The industrial pretreatment program is designed to protect personnel and the environment from pass-through of untreated pollutants, the integrity of reclamation facilities, and biosolids


National Pollutant Discharge Elimination System (NPDES) permit.

FTEs


Total FTEs 3.90 6.90 6.90 6.90 6.90

Expenditures:


All Other 0 0 0 0 0








TOTAL 478,948 534,456 581,484 701,635 667,679


Revenues:


All Other 0 0 0 0 0

609






Services 478,948 534,456 581,484 701,635 667,679

Taxes 0 0 0 0 0

TOTAL 478,948 534,456 581,484 701,635 667,679


610

Program Summary: Riverside Park Water Reclamation Facility

Division: Utilities



Executive Summary:

Formerly called the Advanced Wastewater Treatment Plant, the Riverside Park Water Reclamation Facility (RPWRF)removes pollutants from and recycles approximately 40 million gallons of wastewater per day


The original wastewater treatment plant was built on the current site by 1958. Since then, there have been two major upgrades to the facility, and a third is beginning. The water reclamation facility currently removes pollutants from and recycles to the river approximately 40 million gallons per day. It provides advanced secondary treatment to peak flows between 100 and 130 million gallons per day. By consistently producing high-quality effluent, the facility has won several awards for operations and maintenance excellence and beneficial use of biosolids, the RPWRF routinely passes several inspections by Ecology.


National Pollutant Discharge Eliminatations System (NPDES) Permit

FTEs


Total FTEs 76.10 84.10 84.10 84.10 84.10

Expenditures:


All Other 9,848,375 11,087,174 13,338,771 14,169,803 15,356,563

Capital Outlay 115,569 143,481 255,576 1,081,500 1,095,000







TOTAL 24,763,617 26,269,299 29,045,722 32,970,045 33,778,884


Revenues:


All Other 287,321 359,453 180,317 923,542 177,041


611





Services 24,476,296 25,909,846 28,865,405 32,046,503 33,601,843

Taxes 0 0 0 0 0

TOTAL 24,763,617 26,269,299 29,045,722 32,970,045 33,778,884


612

Program Summary: Wastewater Pumping Stations

Division: Utilities



Executive Summary:

Twenty-eight (28) pumping stations pump wastewater that cannot flow by gravity to the Water Reclamation Facility. The stations have standby power, telephone monitoring and are visited frequently to ensure their reliability.


There are 28 wastewater pumping stations located in basins throughout the wastewater collection system. These stations contain wet wells that fill by gravity. Wastewater that fills the wet wells is then pumped out of the basins to the Water Reclamation Facility. In order to operate and maintain all 28 of these pump stations, each must be visited at least three times per week, most of them daily. All of the stations have standby power and telephone monitoring to ensure reliable operation.


National Pollutant Discharges Elimination System (NPDES) permit.

FTEs


Total FTEs 2.20 2.20 2.20 2.20 2.20

Expenditures:


All Other 0 0 0 0 0

Capital Outlay 8,153 35,146 223,442 250,000 50,000







TOTAL 453,971 448,311 711,204 813,193 619,766


Revenues:


All Other 0 0 0 0 0



613




Services 453,971 448,311 711,204 813,193 619,776

Taxes 0 0 0 0 0

TOTAL 453,971 448,311 711,204 813,193 619,776


614


615

Water & Hydroelectrical ServicesThe Spokane Water/Hydroelectric Department delivers up to 180 million gallons of clean, safe drinking water per day through the operation and maintenance of pumps, reservoirs, and 1,000+ miles of pipe. Additionally the deparment provides water quality monitoring, consumption metering, fire protection, power generation, conservation programs, and well head protection.


616

Department Summary: Water & Hydroelectrical Services

Division: Utilities



Executive Summary:

The Spokane Water/Hydroelectric Department delivers up to 180 million gallons of clean, safe drinking water per day through the operation and maintenance of pumps, reservoirs, and 1,000+ miles of pipe. Additionally the deparment provides water quality monitoring, consumption metering, fire protection, power generation, conservation programs, and well head protection.


Maintain a Reliable Water System


None

FTEs


Total FTEs 170.00 170.00 168.00 165.00 155.00

Expenditures:


All Other 7,831,616 7,609,889 7,898,911 8,097,047 7,863,288

Capital Outlay 19,402,182 11,820,977 5,104,552 4,258,500 8,564,115

Debt Services 1,109,138 1,072,699 1,103,595 1,180,000 1,427,821






TOTAL 50,707,906 44,056,975 37,252,374 40,994,414 43,539,130


Revenues:


All Other 1,262,787 1,719,865 610,094 610,094 6,450,800




617



Services 33,322,187 33,335,605 34,904,844 33,390,564 35,334,898

Taxes 0 0 0 0 0

TOTAL 34,584,974 35,055,470 35,514,938 34,000,658 41,785,698


618

Contact InformationDirector: Rick RomeroPhone: 509-625-7800

Website: www.spokanewater.org

2010: 1,058 2011: 1,241 '12 YTD: 876

WaterMission StatementConsistently deliver water of high quality and value combined with excellent customer service and ample fire protection capacity.

Key Services and Performance MeasuresWater DistributionQuality Indicator:

GraphSignificance:When a main breaks, affected customers are left without water until it is repaired.

Notes:Breaks: 2010-58, 2011-68, YTD 2012-48. Monthly data is not yet available.

Annual Performancen Totals:

Number of customer hours interrupted due to main breaks.

0200400600800

1,0001,2001,400

2010 2011 20122010: 1,058 2011: 1,241 '12 YTD: 876* 2012 YTD is through June.

02010 2011 2012

619


620

Program Summary: Cell Tower Leases

Division: Utilities



Executive Summary:

Cell phone service is necessary in all cities desiring a strong economy. In order to provide for a healthy environment within the city, the Water Department tanks have been been made available for cell antannae installations to minimize the esthetic impact of scattered monopoles throughout the city.


Lease space for cell towers on City water tanks and other City facilities.


None

FTEs


Total FTEs 0.30 0.30 0.30 0.30 0.30

Expenditures:


All Other 1,924 2,449 2,300 2,526 0





Supplies and Services 0 0 0 0 3,670



TOTAL 29,849 35,670 37,251 38,783 41,723


Revenues:


All Other 0 0 0 0 0




621



Services 412,312 461,906 516,694 537,362 558,856

Taxes 0 0 0 0 0

TOTAL 412,312 461,906 516,694 537,362 558,856


622

Program Summary: Right of Way Landscape Maintenance

Division: Utilities



Executive Summary:

This bid provides for the ongoing maintenance of certain areas within the City Right of Ways that are landscaped.


There are three departments that have primary responsibility for the use and maintenance of City Right of Ways (ROW) they are the Water Department, Wastewater Management Department, and the Street Department. This bid is prepared by the Water Department to provide the cost of actual maintenance work to be shared among the three departments.


None

FTEs


Total FTEs 2.00 2.00 2.00 2.00 2.00

Expenditures:


All Other 7,695 14,693 13,802 22,742 0



Interfund Charges 1,670 672 160 2,000 1,551





TOTAL 276,851 399,935 413,328 377,885 175,008


Revenues:


All Other 0 0 0 0 0




623



Services 172,787 246,126 256,854 261,991 264,611

Taxes 0 0 0 0 0

TOTAL 172,787 246,126 256,854 261,991 264,611


624

Program Summary: Water Infrastructure Capital Program

Division: Utilities



Executive Summary:

This activity provides for replacing old worn-out water infrastructure for system safety, water quality, and reliability, plus provides for building new water infrastructure for system expansion to support economic growth.


Design and/or construction for the following water infrastructure; (1)Construction of a new water storage reservoir serving the Northwest Terrace pressure zone, (2) Replacement of 13,000' of 18" & 24" steel transmission main from Perry & 33rd Ave to Regal & 57th Ave with 24" ductile iron pipe, (3) Replacement/rehabilitation of the water transmission main contained within the Green Street Bridge.


None

FTEs


Total FTEs 0.00 0.00 0.00 0.00 0.00

Expenditures:


All Other 715,657 690,557 614,208 0 0

Capital Outlay 16,042,315 7,701,623 3,552,385 2,209,000 8,564,115

Debt Services 1,109,138 1,072,699 1,056,755 0 0






TOTAL 18,766,128 10,280,213 5,462,861 2,642,000 8,564,115


Revenues:


All Other 1,262,787 1,719,865 610,094 610,094 6,450,800



625




Services 0 0 0 0 0

Taxes 0 0 0 0 0

TOTAL 1,262,787 1,719,865 610,094 610,094 6,450,800


626

Program Summary: Water Meter Reading

Division: Utilities



Executive Summary:

Reading water meters is necessary to determine accurate bills to customers for use of City Water and Sewer service. Being able to determine exact water use through meter reading is a high priority item for newly mandated water conservation programs passed by the State Legislature in 2003, House Bill 1338.


To determine water and sewer use by customers; (1) Read approximately 65,000 residential water meters on a bi-monthly basis; (2) Read approximately 14,500 commercial meters on a monthly basis; (3) maintain an up-to-date inventory of the number of living units in trailer courts, mobile home parks, and PUDs.


None

FTEs


Total FTEs 9.00 9.00 9.00 9.00 9.00

Expenditures:


All Other 40,400 48,976 43,708 73,281 0








TOTAL 1,126,397 995,862 1,014,339 1,152,671 1,098,528


Revenues:


All Other 0 0 0 0 0



627




Services 1,085,997 946,886 970,631 1,079,390 1,036,449

Taxes 0 0 0 0 0

TOTAL 1,085,997 946,886 970,631 1,079,390 1,036,449


628

Program Summary: Water Systems Operations & Maintenance

Division: Utilities



Executive Summary:

This activity provides approximately 80,000 customers representing about 212,000 people with reliable potable water supplies of excellent quality for the most affordable price possible. Approximately 23 billion gallons are supplies on an annual basis.


This activity will: (1) Provide for meeting standards for protecting the health of our customers from water-transported diseases and other possible pollution that could enter the water they consume; (2) Control the flow of water throughout the City's water system on a 24/7 basis by providing operations and maintenance of the Department;s hydroelectric facilities to provide electricty for the water pumps, 7 well stations, 25 booster pump stations, 34 water reserviors, over 1,000 miles of pipe, over 7,329 fire hydrants, over 15,611 valves, and 14 pressure-reducing stations; (3) Provide for maintenance, repair, testing, and customer service for approximately 11,000 commercial and 65,000 residential meters, and remote reading devices; (4) Provide for installation and inspection of up to 1,000 new connections and meters per year; (5) Provide for disinfection of all newly instllled pipes; (6) Manage an inventory valued at approximately $1 million dollars with about 1,700 inventory items required to operate and maintain the water system; (7) Provide for full engineering and technical support for operation and maintenance activities, contact with regulatory agencies, and capital project needs.


None

FTEs


Total FTEs 158.70 158.70 156.70 153.70 143.70

Expenditures:


All Other 7,065,940 9,301,977 9,500,969 7,998,497 7,863,288

Capital Outlay 3,359,867 4,345,145 1,804,438 2,049,500 0

Debt Services 0 0 0 1,180,000 1,427,821






629

TOTAL 30,508,681 32,306,624 30,113,004 38,583,074 33,659,755


Revenues:


All Other 0 0 0 0 0






Services 31,610,691 31,631,711 33,116,957 31,438,540 33,474,982

Taxes 0 0 0 0 0

TOTAL 31,610,691 31,631,711 33,116,957 31,438,540 33,474,982


630

proposed 2013 budget city of spokane

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