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
Arterial Street Fund: 6-yr Street Program

The Arterial Street Fund: 6-yr Street Program handles all the accounting transactions for the Six Year Street Program
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 Total FTEs 0.00 2010 Actual 0.00 2011 Actual 0.00 2012 Budget 0.00 2013 Proposed 0.00
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 16,741,793 263,089 1,783,065 0 32,026 1,302,823 0 20,122,797 2010 Actual 0 11,845,889 261,269 1,452,136 0 51,633 545,054 0 14,155,980 2011 Actual 0 10,692,636 259,249 2,246,939 0 132,629 886,583 0 14,218,035 2012 Budget 2,000 16,924,406 311,520 3,701,221 0 988,273 1,300,000 0 23,227,420 2013 Proposed 0 14,814,411 311,520 1,699,511 0 907,776 1,300,000 0 19,033,218
Expenditure Explanation:
Revenues:
2009 Actual All Other 1,697,451 2010 Actual 438,351 2011 Actual 393,417 2012 Budget 1,848,464 2013 Proposed 833,148
Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL
0 0 16,258,131 0 3,500,000 94,780 0 21,550,361
0 0 11,834,094 0 369,386 55,770 0 12,697,601
0 0 10,122,604 0 39,896 4,290 0 10,560,206
0 0 23,198,477 0 3,995,320 0 0 29,042,261
0 0 14,049,055 0 4,155,983 36,000 0 19,074,186
Revenue Explanation:
Asset Management - Property Acquistion Fund

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.
Department Summary: Asset Management - Property Acquistion Fund

Division: Business & Developer Services 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 5,203 0 124,770 0 532,586 25,155 1,592,614 2,280,329 2010 Actual 36,798 196,729 38,999 232,692 0 501,738 25,155 1,300,936 2,333,047 2011 Actual 135,256 0 148,951 153,293 0 418,594 25,155 1,553,174 2,434,423 2012 Budget 0 0 521,803 88,308 0 415,706 25,155 1,687,613 2,738,585 2013 Proposed 0 500,000 521,803 97,474 0 963,508 25,155 1,695,817 3,803,757
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 6,782 0 0 2010 Actual 146,311 0 0 2011 Actual 293,828 0 0 2012 Budget 297,148 0 0 2013 Proposed 596,023 0 0
IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL
60 0 55,979 868,694 0 931,515
60 0 195,098 762,993 0 1,104,463
0 0 641,119 769,853 0 1,704,799
0 0 0 1,201,811 250,000 1,748,959
0 0 0 1,336,799 0 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 citys ability to provide transportation, wastewater and water infrastructure and also to provide the necessary links for transforming the citys 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 citys capital facilities programs is critical to the citys ability to provide infrastructure, while at the same time accommodating growth and infill, and providing resources for helping to implement the citys Comprehensive Plan. The citys 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 citys 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 citys 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 citys participation in the regional real time kinematic (RTK) GPS network. GISs 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 citys 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 citys internal (intranet) and external (internet) map web sites.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 47,644 0 5,112 0 831,263 884,019 2010 Actual 0 0 0 142,475 0 19,708 0 695,642 857,825 2011 Actual 0 0 0 56,676 0 299 0 807,131 864,106 2012 Budget 0 0 0 0 0 258 0 980,273 980,531 2013 Proposed 0 0 0 0 0 7,716 0 834,128 841,844
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 55,979 643,748 0 699,727 2010 Actual 0 0 0 0 0 0 556,961 0 556,961 2011 Actual 0 0 0 0 0 0 487,961 0 487,961 2012 Budget 0 0 0 0 0 0 931,811 0 931,811 2013 Proposed 0 0 0 0 0 0 795,384 0 795,384
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 5,203 0 53,829 0 515,950 25,155 396,487 996,623 2010 Actual 0 1,631 0 55,642 0 478,451 25,155 359,197 920,075 2011 Actual 0 0 0 45,979 0 418,200 25,155 395,063 884,397 2012 Budget 0 0 0 52,278 0 411,927 25,155 409,124 898,484 2013 Proposed 0 0 0 58,489 0 411,927 25,155 452,522 948,093
Revenues:
2009 Actual All Other 6,782 2010 Actual 5,322 2011 Actual 7,183 2012 Budget 0 2013 Proposed 0
13
0 0 0 0 0 0 0 6,782
0 0 0 0 0 0 0 5,322
0 0 0 0 0 0 0 7,183
0 0 0 0 0 0 0 0
0 0 0 0 0 56,778 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 23,297 0 11,524 0 364,865 399,686 2010 Actual 36,798 195,098 38,999 34,574 0 3,580 0 246,097 555,146 2011 Actual 135,256 0 148,951 50,639 0 94 0 350,980 685,921 2012 Budget 0 0 521,803 36,030 0 3,521 0 298,216 859,570 2013 Proposed 0 500,000 521,803 38,985 0 543,865 0 409,167 2,013,820
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 0 2010 Actual 140,989 0 0 2011 Actual 286,645 0 0 2012 Budget 297,148 0 0 2013 Proposed 596,023 0 0
15
60 0 0 224,946 0 225,006
60 0 195,098 206,033 0 542,180
0 0 641,119 281,892 0 1,209,656
0 0 0 270,000 250,000 817,148
0 0 0 484,637 0 1,080,660
16
17
Business and Developer Services Division

This 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

Division: Business & Developer Services Priority: Strong Economy 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 74,805 0 34,303 0 89,165 198,274 2010 Actual 0 0 0 16,568 0 1,554 0 11,965 30,087 2011 Actual 0 0 0 24,752 0 191,626 0 102,608 318,986 2012 Budget 0 0 0 21,728 0 187,903 0 163,782 373,413 2013 Proposed 0 0 0 28,897 0 214,174 0 372,538 615,609
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 18,761 0 160,936 2010 Actual 1,239 0 28,849 2011 Actual 0 0 318,986 2012 Budget 0 0 343,413 2013 Proposed 0 0 340,884
19
19,098 0 0 (521) 0 198,274
0 0 0 0 0 30,087
0 0 0 0 0 318,986
0 0 0 30,000 0 373,413
0 0 0 274,725 0 615,609
20
21
Engineering Services Group

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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 23,725 0 1,273,717 0 406,223 686 6,778,572 8,482,923 2010 Actual 0 7,234 0 1,265,655 0 202,139 686 6,893,443 8,369,156 2011 Actual 0 22,846 0 1,193,185 0 212,741 686 7,159,411 8,588,869 2012 Budget 42,000 79,000 0 1,406,902 0 278,561 686 7,567,160 9,374,309 2013 Proposed 0 45,000 0 1,433,353 0 192,182 686 6,613,283 8,284,504
Revenues:
2009 Actual All Other Fines and Forfeits 6,304 0 2010 Actual 3,342 0 2011 Actual 342 0 2012 Budget 400 0 2013 Proposed 400 0
23
General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL
1,129,926 0 242,574 0 7,104,119 0 8,482,923
1,561,507 0 230,297 0 6,574,011 0 8,369,156
215,022 0 267,818 0 8,105,687 0 8,588,869
1,443,356 0 199,880 0 7,730,673 0 9,374,309
1,405,597 0 6,300 0 6,872,207 0 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 departments for capital projects. The economic vitality of the community is key to the Citys 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 Citys 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 PWs 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 todays 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.
25
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 92,624 0 682 0 2,690,807 2,784,113 2010 Actual 0 0 0 82,264 0 702 0 2,701,135 2,784,101 2011 Actual 0 0 0 61,702 0 714 0 2,843,753 2,906,169 2012 Budget 0 0 0 39,894 0 744 0 2,963,802 3,004,440 2013 Proposed 0 0 0 0 0 720 0 3,027,626 3,028,346
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 224 0 906,288 0 0 0 1,877,601 0 2,784,113 2010 Actual 313 0 866,283 0 0 0 1,917,505 0 2,784,101 2011 Actual 360 0 841,199 0 0 0 2,064,610 0 2,906,169 2012 Budget 400 0 656,902 0 0 0 2,347,138 0 3,004,440 2013 Proposed 400 0 423,968 0 0 0 2,603,978 0 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 contractors 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. PreDevelopment 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 19,070 0 34,156 0 1,559,023 1,612,249 2010 Actual 0 0 0 16,937 0 39,905 0 1,599,239 1,656,081 2011 Actual 0 0 0 12,703 0 41,082 0 1,612,034 1,665,818 2012 Budget 0 0 0 8,212 0 34,932 0 1,810,723 1,853,867 2013 Proposed 0 0 0 0 0 144 0 561,961 562,105
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 6,106 0 429,608 0 237,874 0 938,661 0 1,612,249 2010 Actual 3,029 0 664,364 0 224,297 0 764,392 0 1,656,081 2011 Actual (18) 0 615,521 0 259,617 0 790,697 0 1,665,818 2012 Budget 0 0 506,117 0 198,580 0 1,149,170 0 1,853,867 2013 Proposed 0 0 78,695 0 0 0 483,410 0 562,105
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 23,725 0 1,142,807 0 370,885 686 581,558 2010 Actual 0 7,234 0 1,149,075 0 161,002 686 598,582 2011 Actual 0 22,846 0 1,099,577 0 170,443 68 659,259 2012 Budget 420 79,000 0 1,344,085 0 242,333 686 536,475 2013 Proposed 0 45,000 0 1,433,353 0 189,544 686 457,078
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TOTAL
2,119,661
1,916,579
1,952,193
2,202,999
2,125,661
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL (25) 0 (866,260) 0 4,700 0 2,981,246 0 2,119,661 2010 Actual 0 0 (658,245) 0 6,000 0 2,568,824 0 1,916,579 2011 Actual 0 0 (1,997,478) 0 8,201 0 3,941,471 0 1,952,193 2012 Budget 0 0 (154,501) 0 1,300 0 2,356,200 0 2,202,999 2013 Proposed 0 0 297,591 0 6,300 0 1,821,770 0 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 departments for capital projects. The economic vitality of the community is key to the Citys 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 Spokanes 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 todays 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 19,216 0 396 0 1,588,436 1,608,048 2010 Actual 0 0 0 17,379 0 418 0 1,616,742 1,634,539 2011 Actual 0 0 0 19,203 0 390 0 1,632,789 1,652,382 2012 Budget 0 0 0 14,711 0 432 0 1,808,461 1,823,604 2013 Proposed 0 0 0 0 0 1,654 0 2,097,593 2,099,247
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 560,826 0 0 0 1,047,222 0 1,608,048 2010 Actual 0 0 551,716 0 0 0 1,082,823 0 1,634,539 2011 Actual 0 0 597,246 0 0 0 1,055,135 0 1,652,382 2012 Budget 0 0 369,265 0 0 0 1,454,339 0 1,823,604 2013 Proposed 0 0 539,662 0 0 0 1,559,585 0 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 Citys 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
Expenditures:
33
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 104 0 358,748 358,852
2010 Actual 0 0 0 0 0 112 0 377,745 377,857
2011 Actual 0 0 0 0 0 112 0 411,577 411,689
2012 Budget 0 0 0 0 0 120 0 447,699 447,819
2013 Proposed 0 0 0 0 0 120 0 469,025 469,145
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 99,467 0 0 0 259,385 0 358,852 2010 Actual 0 0 137,390 0 0 0 240,467 0 377,857 2011 Actual 0 0 157,915 0 0 0 253,774 0 411,689 2012 Budget 0 0 23,993 0 0 0 423,826 0 447,819 2013 Proposed 0 0 65,681 0 0 0 403,464 0 469,145
34
35
Funding for Art Partner

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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 24,252 0 29,197 0 107,941 161,391 2010 Actual 0 0 0 20,875 0 20,516 0 106,608 147,998 2011 Actual 0 0 0 20,832 0 30,627 0 103,053 154,512 2012 Budget 0 0 0 24,722 0 28,649 0 101,203 154,574 2013 Proposed 0 0 0 0 0 60,000 0 0 60,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 500 0 160,891 2010 Actual 0 0 146,861 2011 Actual 0 0 151,512 2012 Budget 0 0 154,574 2013 Proposed 0 0 60,000
37
0 0 0 0 0 161,391
0 0 0 1,138 0 147,998
3,000 0 0 0 0 154,512
0 0 0 0 0 154,574
0 0 0 0 0 60,000
38
39
Misc Grant Fund 1360

Economic Growth and Development grant funding such as EPA Brownfields funding
40
Department Summary: Misc Grant Fund 1360

Division: Business & Developer Services Priority: Strong Economy 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 674 0 24,662 0 30,727 56,064 2011 Actual 0 0 0 202 0 213,085 0 30,589 243,876 2012 Budget 0 0 0 50,727 0 138,863 0 23,995 213,585 2013 Proposed 0 0 0 0 0 410,000 0 0 410,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 0 0 0 0 2010 Actual 0 0 0 56,064 2011 Actual 0 0 0 243,876 2012 Budget 0 0 0 213,585 2013 Proposed 0 0 0 410,000
41
Licenses and Permits Operating Transfers In Services Taxes TOTAL
0 0 0 0 0
0 0 0 0 56,064
0 0 0 0 243,876
0 0 0 0 213,585
0 0 0 0 410,000
42
43
Parking System
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.
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-ofthe-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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 161,757 0 66,648 2,550,463 865,935 2010 Actual 0 0 0 158,166 0 51,870 2,576,360 762,253 2011 Actual 0 0 0 174,098 0 65,721 2,604,147 858,439 2012 Budget 0 0 0 171,461 0 187,233 2,618,570 925,661 2013 Proposed 0 0 0 188,054 0 187,233 2,278,570 902,743
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 34,396 0 0 0 291,537 10,610,000 2,241,330 0 13,177,263 2010 Actual 27,228 0 0 0 222,041 11,680,000 2,320,141 0 14,249,409 2011 Actual 10,000 0 0 0 264,648 13,065,000 2,293,845 0 15,633,493 2012 Budget 22,000 0 0 0 266,000 13,040,000 2,430,000 0 15,758,000 2013 Proposed 22,000 0 0 0 276,000 681,236 2,400,000 0 3,379,236
46
47
Paths and Trails Fund

The 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

Division: Business & Developer Services Priority: Mobility Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 50,000 0 50,000 2011 Actual 0 0 0 0 0 0 0 0 0 2012 Budget 0 648,100 0 134,000 0 0 35,000 0 817,100 2013 Proposed 0 648,100 0 134,000 0 0 11,000 0 793,100
Revenues:
2009 Actual All Other 0 2010 Actual 0 2011 Actual 0 2012 Budget 400,000 2013 Proposed 400,000
49
0 0 0 0 0 0 15,790 15,790
0 0 0 0 0 0 15,523 15,523
0 0 0 0 0 0 15,230 15,230
0 0 417,100 0 0 0 14,000 831,100
0 0 417,100 0 0 0 14,000 831,100
50
51
Planning & Development Services - General Fund

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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 276,870 0 257,386 0 2,063,897 2010 Actual 0 0 0 298,833 0 189,661 0 1,844,751 2011 Actual 0 0 0 314,129 0 93,992 0 2,073,634 2012 Budget 0 0 0 279,708 0 235,091 0 2,263,851 2013 Proposed 0 0 0 307,095 0 579,643 0 1,581,869
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 12,473 0 2,156,510 73,854 0 0 355,316 0 2,598,153 2010 Actual 48,848 0 1,917,524 1,916 150 0 364,807 0 2,333,245 2011 Actual 28,989 0 2,044,874 48,084 0 0 359,808 0 2,481,755 2012 Budget 5,500 0 2,170,099 213,124 0 0 389,927 0 2,778,650 2013 Proposed 1,000 0 1,954,253 460,266 0 0 53,088 0 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
Planning & Development Svcs.

We work with the community to achieve its desired future.
Mission Statement
Contact Information
Director: Phone: Website:
Scott Chesney 509-625-6061 www.spokaneplanning.org
Quality Indicator: Percent of permits issued online VS over-the-counter.

Significance:
Online Permitting
Key Services and Performance Measures

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Mar Feb Apr Jan
Online permitting can be more convenient for customers and saves staff time / costs. Notes: Includes electrical, mechanical, and plumbing permits.
2010: 26% 2011: 33% Annual Performance Averages:
Graph
May
Quality Indicator: Cost savings resulting from online permitting.

Significance: Notes: Annual Performance Totals:
*2012 YTD is through June.
Online Permitting
Online permitting saves staff time and costs.
2010: 14,405
2011: 17,581
'12 YTD: 11,169
20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
Graph
2010
2011
2012
55
Nov
Aug
Dec
Sep
Oct
Jun
Jul
'12 YTD: 40%
Quality Indicator: Average number of days for staff to review plans.

Significance: Quick plan review times saves city resources and prevents unexpected delays for developers. Notes: Does not include over-the-counter (OTC) reviews. Shortroute projects are typically remodels. Annual Performance Averages: 2010: 31 2011: 30 '12 YTD: 17
Short-Route Plan Review
60 55 50 45 40 35 30 25 20 15 10 5 0
Feb Jan Mar Apr
Graph
May
Quality Indicator: Average number of days for staff to review plans.

Significance: Quick plan review times saves city resources and prevents unexpected delays for developers. Notes: Does not include OTC reviews. Full-route projects are typically new construction, additions, and change of use. Annual Performance Averages: 2010: 47 2011: 59 '12 YTD: 41
Full-Route Plan Review
100 90 80 70 60 50 40 30 20 10 0
Apr Mar Feb Jan
Graph
Jun
May
Aug
56
Nov
Sep
Oct
Jul
Dec
Nov
Jul
Aug
Dec
Sep
Oct
Jun
57
Planning and Developer Services - Enterprise Fund

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.
58
Department Summary: Planning and Developer Services - Enterprise Fund

Division: Business & Developer Services Priority: Strong Economy 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 111,545 0 1,267,226 0 87,520 599 2,516,243 3,983,134 2010 Actual 313,947 19,275 0 843,267 0 91,779 0 2,306,953 3,575,221 2011 Actual 538,195 0 0 811,690 0 106,260 12,987 2,054,252 3,523,383 2012 Budget 0 0 0 915,380 0 128,460 0 2,116,909 3,160,749 2013 Proposed 0 0 0 935,645 0 145,634 0 3,594,152 4,675,431
Revenues:
2009 Actual All Other 14,302 2010 Actual 15,369 2011 Actual 16,069 2012 Budget 0 2013 Proposed 6,600
59
0 0 0 718,463 0 3,718,490 0 4,451,254
0 0 0 710,358 0 3,642,378 0 4,368,106
0 0 0 743,286 0 3,804,171 0 4,563,526
0 0 0 664,580 0 4,251,070 0 4,915,650
0 0 0 718,000 0 3,634,900 0 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 37,178 0 398,066 0 22,606 200 729,706 1,187,756 2010 Actual 100,463 6,168 0 244,659 0 24,534 0 631,720 1,007,544 2011 Actual 170,070 0 0 228,672 0 30,340 4,104 657,173 1,090,358 2012 Budget 0 0 0 267,451 0 37,277 0 657,669 962,397 2013 Proposed 0 0 0 459,711 0 93,196 0 1,312,744 1,865,652
Reduction in Eng and Plan will show this higher than prior years
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 6,106 0 0 2010 Actual 3,029 0 0 2011 Actual (18) 0 0 2012 Budget 0 0 0 2013 Proposed 0 0 0
61
0 319,900 0 1,472,809 0 1,798,814
0 330,543 0 1,237,049 0 1,570,621
0 352,025 0 1,300,470 0 1,652,477
0 310,000 0 1,645,270 0 1,955,270
0 350,000 0 1,068,700 0 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 74,367 0 869,160 0 64,914 400 1,786,536 2,795,377 2010 Actual 213,484 13,107 0 598,608 0 67,145 0 1,675,233 2,567,577 2011 Actual 368,125 0 0 583,018 0 75,920 8,883 1,397,079 2,433,025 2012 Budget 0 0 0 647,929 0 91,183 0 1,459,240 2,198,352 2013 Proposed 0 0 0 475,934 0 52,438 0 2,281,408 2,809,779
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 5,039 0 0 2010 Actual 8,696 0 0 2011 Actual 12,016 0 0 2012 Budget 0 0 0 2013 Proposed 3,100 0 0
63
0 398,563 0 2,245,681 0 2,649,282
0 379,815 0 2,405,329 0 2,793,839
0 391,261 0 2,503,701 0 2,906,978
0 354,580 0 2,605,800 0 2,960,380
0 368,000 0 2,566,200 0 2,937,300
64
65
REET Fund: 6-yr Street Program

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.
66
Department Summary: REET Fund: 6-yr Street Program

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 Citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 1,774 0 0 3 0 0 3,500,000 0 2010 Actual 2,020 0 0 4 0 0 0 0 2011 Actual 1,847 0 0 3 0 0 0 0 2012 Budget 2,500 0 0 5 0 0 3,642,320 0 2013 Proposed 2,500 0 0 0 0 0 3,744,983 0
67
TOTAL
3,501,777
2,024
1,850
3,644,825
3,747,483
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,522,447 0 0 0 0 0 0 0 1,522,447 2010 Actual 1,361,123 0 0 0 0 0 0 0 1,361,123 2011 Actual 1,075,541 0 0 0 0 0 0 0 1,075,541 2012 Budget 449,908 0 0 0 0 0 0 0 449,908 2013 Proposed 1,205,000 0 0 0 0 0 0 0 1,205,000
68
69
Street Bond Fund

The 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

Division: Business & Developer Services Priority: Mobility Fund Type: Capital Project Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 333,262 10,986,511 0 2,725,220 0 0 0 0 2010 Actual 261,512 15,570,162 360,433 2,352,275 0 0 213,305 0 2011 Actual 0 13,261,359 0 2,870,777 0 0 426,900 7,523 2012 Budget 0 28,922,529 0 9,964,128 0 0 977,000 0 2013 Proposed 0 30,555,080 0 9,581,824 0 0 977,000 0
71
TOTAL
14,044,994
18,757,686
16,566,559
39,863,657
41,113,904
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 771,199 0 0 2,425,734 0 0 0 0 3,196,934 2010 Actual 46,818,492 0 0 910,302 0 0 0 0 47,728,794 2011 Actual 206,255 0 0 103,674 0 0 0 0 309,929 2012 Budget 1,250,000 0 0 0 0 0 0 0 1,250,000 2013 Proposed 350,000 0 0 0 0 0 0 0 350,000
72
73
Street Fund 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.
74
Department Summary: Street Fund Summary

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 24,153 0 5,792,265 0 5,050,823 1,501,218 8,729,592 21,098,051 2010 Actual 0 0 0 5,740,711 0 4,876,241 1,490,490 8,359,198 20,466,640 2011 Actual 0 84,466 0 5,733,942 0 5,300,509 1,500,734 8,446,173 21,065,824 2012 Budget 0 112,703 0 5,809,295 (250,000) 5,812,660 1,503,786 9,474,728 22,463,172 2013 Proposed 0 87,703 0 5,596,708 (250,000) 5,610,277 1,466,580 8,107,112 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:
2009 Actual All Other 385,244 2010 Actual 260,457 2011 Actual 165,333 2012 Budget 138,493 2013 Proposed 136,493
75
0 0 4,004,842 299,960 11,910,000 2,002,406 1,600,537 20,202,989
0 0 3,934,666 241,437 12,214,417 1,789,625 1,454,885 19,895,487
0 0 3,349,905 266,504 13,951,583 2,542,237 1,146,976 21,422,538
0 0 3,263,000 269,500 15,040,000 1,536,250 1,600,000 21,847,243
0 0 3,213,000 3,500 13,517,476 1,946,250 1,200,000 20,016,719
The revenue changes are due primarily to restructuring of the department.
76
Street Department
The Street Department is responsible for providing day-today safe and efficient movement of persons and goods throughout the City and for maintaining and preserving the Citys public streets, bridges, and traffic control devices.
Mission Statement
Contact Information
Mark Serbousek 509-232-8800 www.spokanestreetdepartment.org
Quality Indicator: Labor hours per square yard of pothole patching.

Significance:
Street Maintenance

2.00 1.80 1.60 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00
Apr Mar Feb Jan
Crews are able to patch more potholes by working efficiently. Notes:

Annual Performance Averages: 2011: 0.76 '12 YTD: 0.90
Graph
May
Aug
Quality Indicator: Labor hours per square foot of crosswalk maintained.

Significance:
Crosswalk Maintenance
0.050 0.040 0.030 0.020 0.010 0.000

Apr May Aug Mar Nov Feb Sep Oct Jan Jun Jul Dec
Crews are able to maintain more crosswalks by working efficiently. Notes:
Graph
Paint can only be applied in good weather and temperature. Averages are for months with activity. Annual Performance Averages: 2011: 0.019 '12 YTD: 0.014
77
Nov
Sep
Oct
Jun
Jul
Dec
78
Program Summary: Signal & Lighting (Program 21300)

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 Departments 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 247,797 0 331,218 0 787,758 2010 Actual 0 0 0 229,542 0 300,197 0 749,053 2011 Actual 0 67,625 0 263,178 0 421,551 0 825,606 2012 Budget 0 55,428 0 257,760 0 360,897 0 905,410 2013 Proposed 0 50,428 0 276,553 0 355,897 0 891,950
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 267,647 0 0 10,160 699 0 111,511 0 390,017 2010 Actual 78,589 0 0 (1,206) 6,741 0 112,120 0 196,244 2011 Actual 103,934 0 0 0 421 0 201,191 0 305,546 2012 Budget 55,000 0 0 5,000 0 0 51,000 0 111,000 2013 Proposed 55,000 0 0 5,000 0 1,378,828 136,000 0 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)

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 Spokanes 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 198,839 0 264,978 0 919,338 2010 Actual 0 0 0 199,174 0 238,570 0 877,743 2011 Actual 0 16,841 0 214,825 0 283,903 0 942,167 2012 Budget 0 10,000 0 215,242 0 331,540 0 1,009,888 2013 Proposed 0 10,000 0 233,278 0 331,540 0 873,820
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 11,569 0 0 5,696 4,447 0 50,391 0 72,103 2010 Actual 12,795 0 0 13,814 7,966 0 74,256 0 108,831 2011 Actual 14,000 0 0 15,068 742 0 77,394 0 107,204 2012 Budget 11,000 0 0 5,000 2,000 0 25,000 0 43,000 2013 Proposed 11,000 0 0 5,000 2,000 1,355,638 75,000 0 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

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 663,579 0 173,884 0 801,734 2010 Actual 0 0 0 672,527 0 180,657 0 903,155 2011 Actual 0 0 0 824,427 0 160,334 0 911,531 2012 Budget 0 0 0 762,265 0 293,444 0 1,020,802 2013 Proposed 0 0 0 805,716 0 287,954 0 874,088
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 1,967,758 0 0 1,967,758
84
Program Summary: Street Lighting (Program 21500)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 2,114,303 0 0 2,114,303 2010 Actual 0 0 0 0 0 2,113,462 0 0 2,113,462 2011 Actual 0 0 0 0 0 2,108,221 0 0 2,108,221 2012 Budget 0 0 0 0 0 2,315,457 0 0 2,315,457 2013 Proposed 0 0 0 0 0 2,315,457 0 0 2,315,457
Revenues:
2009 Actual All Other Fines and Forfeits 0 0 2010 Actual 0 0 2011 Actual 0 0 2012 Budget 0 0 2013 Proposed 0 0
85
0 0 0 0 0 1,200,403 1,200,403
0 0 0 0 0 1,091,164 1,091,164
0 0 0 0 0 860,232 860,232
0 0 0 0 0 1,200,000 1,200,000
0 0 0 1,415,457 0 900,000 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)
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 0 24,153 0 4,416,773 0 2010 Actual 0 0 0 4,391,755 0 2011 Actual 0 0 0 4,171,286 0 2012 Budget 0 27,150 0 4,295,211 (250,000) 2013 Proposed 0 17,150 0 4,182,568 (250,000)
87
Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
2,091,913 1,463,961 4,907,378 12,904,178
1,981,895 1,453,266 4,679,618 12,506,534
2,249,297 1,463,527 4,478,042 12,362,152
2,281,849 1,466,580 5,123,769 12,944,559
2,271,849 1,466,580 5,241,081 12,929,228
Wages and Benefits show a small increase which are offset by decreases in Interfund, Capital Outlay and Supplies.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 3,253,190 3,277 11,910,000 1,838,954 400,134 17,405,555 2010 Actual 0 0 0 3,919,454 4,689 12,214,417 1,573,187 363,721 18,075,468 2011 Actual 0 0 0 3,334,836 693 13,951,583 2,235,929 286,744 19,809,785 2012 Budget 0 0 0 3,253,000 1,500 15,040,000 1,427,115 400,000 20,121,615 2013 Proposed 70,468 0 0 3,203,000 1,500 7,025,484 1,727,115 300,000 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)

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 Administrations 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 80,479 0 8,531 0 470,492 2010 Actual 0 0 0 68,297 0 10,331 0 408,628 2011 Actual 0 0 0 68,853 0 12,161 0 447,666 2012 Budget 0 20,125 0 93,152 0 48,240 0 503,402 2013 Proposed 0 10,125 0 98,593 0 47,580 0 226,173
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 1,420 0 1,420 2010 Actual 0 0 0 0 0 0 12,645 0 12,645 2011 Actual 0 0 0 0 0 0 26,230 0 26,230 2012 Budget (25) 0 0 0 0 0 3,135 0 3,110 2013 Proposed 25 0 0 0 0 374,311 8,135 0 382,471
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 Measures

This 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

Division: Business & Developer Services Priority: Healthy Citizens & Environment Fund Type: General Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 15,533 0 4,692 0 71,305 91,529 2010 Actual 0 0 0 16,131 0 3,050 0 74,709 93,890 2011 Actual 0 0 0 15,717 0 2,192 0 79,298 97,207 2012 Budget 0 0 0 11,703 0 4,783 0 80,318 96,804 2013 Proposed 0 0 0 0 0 0 0 0 0
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 60,228 2010 Actual 0 0 55,464 2011 Actual 0 0 57,121 2012 Budget 0 0 55,304 2013 Proposed 0 0 0
93
0 0 0 31,302 0 91,529
0 1,840 0 36,586 0 93,890
0 2,480 0 37,606 0 97,207
0 1,500 0 40,000 0 96,804
0 0 0 0 0 0
94
95
Workforce Development
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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 45,153 0 5,548,959 0 518,424 6,112,535 2010 Actual 0 0 0 55,459 0 6,249,837 0 464,524 6,769,820 2011 Actual 0 0 0 144,415 0 4,888,935 0 522,191 5,555,540 2012 Budget 0 0 0 156,080 27,258 10,334,956 0 532,990 11,051,284 2013 Proposed 0 0 0 0 0 0 0 0 0
Expenditures were high in 2009 & 2010 due to addtional ARRA funding
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 0 2010 Actual 10,560 0 0 2011 Actual 54,949 0 0 2012 Budget 20,640 0 0 2013 Proposed 0 0 0
97
6,095,423 0 0 0 0 6,095,423
6,645,465 0 0 24,365 0 6,680,390
5,499,138 0 0 1,454 0 5,555,540
10,932,088 0 0 98,556 0 11,051,284
0 0 0 0 0 0
98
Community and Neighborhood Services Division

Departments:
Code Enforcement Combined Community Development & Human Services Community & Neighborhood Services Community Center Budget My Spokane - Customer Service Neighborhood Services Spokane COPS Traffic Calming Youth Program
99
Community & Neighborhood Services
100
101
Code Enforcement Department

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.
102
Department Summary: Code Enforcement Department

Division: Community & Neighborhood Services Priority: Healthy Citizens & Environment Fund Type: Special Revenue Fund
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 communitys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 318,094 0 109,357 1,083 994,691 2010 Actual 0 0 0 376,456 0 113,157 0 1,053,819 2011 Actual 0 0 0 263,965 0 55,506 0 916,612 2012 Budget 0 20,000 0 248,516 0 87,291 0 1,077,834 2013 Proposed 0 0 0 263,344 0 77,691 0 1,092,554
103
TOTAL
1,423,225
1,543,432
1,236,083
1,433,641
1,433,589
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 191,482 14,400 0 0 0 412,877 903,295 1,144 1,523,199 2010 Actual 107,617 7,150 0 0 0 321,813 1,104,137 2,615 1,543,332 2011 Actual 108,858 0 0 0 0 195,430 922,806 8,990 1,236,083 2012 Budget 70,500 0 0 0 0 274,350 1,114,474 0 1,459,324 2013 Proposed 70,500 0 0 0 0 304,350 1,059,474 0 1,434,324
104
Code Enforcement
To promote Community awareness of and encourage compliance with City Municipal Codes to enhance the quality of life and foster civic pride.
Mission Statement
Contact Information
Heather Trautman 509-625-6083 www.beautifyspokane.org
Quality Indicator: Tons of trash removed.

Significance:
Neighborhood Cleanup

300 275 250 225 200 175 150 125 100 75 50 25 0
Apr Mar Feb Jan
The successfulness of neighborhood cleanup days is measures by the amount of trash removed. Notes:
Annual Performance Totals: 2010: 731
Graph
Program is not active from December through February.

2011: 774 '12 YTD: 389
May
Aug
Quality Indicator: 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.
2010: 66% 2011: 71% Annual Performance Totals:
Code Compliance
Apr
May
Aug
Mar
105
Nov
Feb
Sep
Oct
Jan
Jun
Jul
Dec
'12 YTD: 75%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Graph
Nov
Sep
Oct
Jun
Jul
Dec
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 communitys 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 departments 5 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 164,089 0 89,832 619 585,486 2010 Actual 0 0 0 202,003 0 80,890 0 616,324 2011 Actual 0 0 0 117,187 0 41,676 0 543,148 2012 Budget 0 0 0 122,845 0 62,773 0 605,504 2013 Proposed 0 0 0 129,027 0 58,503 0 617,957
107
TOTAL
840,026
899,216
702,010
791,122
805,486
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 191,482 14,400 0 0 0 412,877 369,494 1,144 989,398 2010 Actual 107,617 7,150 0 0 0 321,813 466,845 2,615 906,040 2011 Actual 108,816 0 0 0 0 195,430 337,215 8,990 650,451 2012 Budget 70,500 0 0 0 0 274,350 463,355 0 808,205 2013 Proposed 70,500 0 0 0 0 304,350 436,355 0 811,205
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 noncompliance 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 Citys 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 FTEs and 2, FTEs and equipment. In addition to response and abatement, the additional FTEs 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 154,005 0 19,525 464 409,205 2010 Actual 0 0 0 174,453 0 32,267 0 437,495 2011 Actual 0 0 0 146,778 0 13,830 0 373,464 2012 Budget 0 20,000 0 125,671 0 24,518 0 472,330 2013 Proposed 0 0 0 134,317 0 19,188 0 474,597
109
TOTAL
583,199
644,216
534,073
642,519
628,103
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 533,802 0 533,802 2010 Actual 0 0 0 0 0 0 637,292 0 637,292 2011 Actual 0 0 0 0 0 0 585,590 0 585,590 2012 Budget 0 0 0 0 0 0 651,119 0 651,119 2013 Proposed 0 0 0 0 0 0 623,119 0 623,119
110
111
Combined Community Development & Human Services

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.
112
Department Summary: Combined Community Development & Human Services

Division: Community & Neighborhood Services Priority: Reduced Vulnerability Fund Type: Special Revenue Fund
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 regions 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 Citys 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 departments 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
113
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 747,519 0 590,890 0 10,752,654 267,479 1,531,303 13,889,845 2010 Actual 0 1,024,608 0 569,669 0 11,765,800 760,772 1,621,420 15,742,269 2011 Actual 0 767,852 0 639,126 0 13,623,967 543,161 1,504,922 17,079,028 2012 Budget 0 100,000 0 838,982 0 18,810,895 101,000 1,492,628 21,343,505 2013 Proposed 0 100,000 0 744,474 0 17,809,776 60,000 1,279,507 19,993,757
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,625,256 0 1,358,152 9,337,484 0 0 781,738 0 13,102,630 2010 Actual 1,648,594 0 1,291,886 11,498,258 0 0 645,455 0 15,084,193 2011 Actual 5,737,309 0 1,326,591 10,079,521 0 0 307,483 0 17,450,904 2012 Budget 1,315,000 0 1,386,599 17,353,751 0 0 1,282,575 0 21,337,925 2013 Proposed 980,000 0 1,382,917 16,127,974 0 0 732,829 0 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 Councilapproved 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 HUDrequired 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 747,519 0 548,953 0 6,647,454 267,479 1,090,877 2010 Actual 0 1,024,608 0 527,000 0 7,071,468 760,772 1,153,263 2011 Actual 0 767,852 0 499,424 0 8,917,898 543,161 1,084,426 2012 Budget 0 100,000 0 703,260 0 11,127,579 101,000 886,732 2013 Proposed 0 100,000 0 585,460 0 11,226,795 60,000 700,472
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,619,788 0 0 6,668,122 0 0 211,890 0 8,499,800 2010 Actual 1,646,057 0 0 7,946,638 0 0 278,544 0 9,871,239 2011 Actual 5,730,271 0 0 6,366,597 0 0 0 0 12,096,868 2012 Budget 1,315,000 0 0 10,705,967 0 0 0 0 12,020,967 2013 Proposed 980,000 0 0 10,908,342 0 0 0 0 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
Expenditures:
2009 Actual All Other Capital Outlay 0 0 2010 Actual 0 0 2011 Actual 0 0 2012 Budget 0 0 2013 Proposed 0 0
117
Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
0 8,510 0 3,014,529 0 197,138 3,220,177
0 8,668 0 3,681,438 0 213,466 3,903,572
0 61,449 0 3,679,836 0 190,491 3,931,776
0 80,850 0 6,559,126 0 383,359 7,023,335
0 59,786 0 5,454,158 0 409,169 5,923,113
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 5,468 0 0 2,650,328 0 0 569,848 0 3,225,644 2010 Actual 2,537 0 0 3,527,494 0 0 366,911 0 3,896,942 2011 Actual 7,038 0 0 3,690,649 0 0 307,483 0 4,005,170 2012 Budget 0 0 0 6,626,784 0 0 1,282,575 0 7,909,359 2013 Proposed 0 0 0 5,198,632 0 0 732,829 0 5,931,461
Amounts in 'All Other' are interest revenue
118
Program Summary: Human Services General Fund Program

Division: Community & Neighborhood Services Priority: Reduced Vulnerability Fund Type: General Fund
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
Expenditures:
2009 Actual 2010 Actual 2011 Actual 2012 Budget 2013 Proposed
119
All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
0 0 0 33,427 0 1,081,471 0 243,288 1,358,186
0 0 0 34,001 0 1,003,194 0 254,691 1,291,886
0 0 0 78,253 0 1,018,333 0 230,005 1,326,591
0 0 0 54,872 0 1,109,190 0 222,537 1,386,599
0 0 0 99,228 0 1,113,823 0 169,866 1,382,917
Amounts in 'Wages and Benefits' include Auto Allowance & Cell Phone
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 1,339,152 19,034 0 0 0 0 1,358,186 2010 Actual 0 0 1,267,760 24,126 0 0 0 0 1,291,886 2011 Actual 0 0 1,304,316 22,275 0 0 0 0 1,326,591 2012 Budget 0 0 1,365,599 21,000 0 0 0 0 1,386,599 2013 Proposed 0 0 1,361,917 21,000 0 0 0 0 1,382,917
IG Revenue is Liquor Tax & Liquor Board Profits
120
Program Summary: Warming Center Program

Executive Summary:
This bid is to fund Spokanes 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 15F 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 9,200 0 0 2010 Actual 0 0 0 0 0 9,700 0 0 2011 Actual 0 0 0 0 0 7,900 0 0 2012 Budget 0 0 0 0 0 15,000 0 0 2013 Proposed 0 0 0 0 0 15,000 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 9,200 0 0 0 0 0 9,200 2010 Actual 0 0 9,700 0 0 0 0 0 9,700 2011 Actual 0 0 7,900 0 0 0 0 0 7,900 2012 Budget 0 0 15,000 0 0 0 0 0 15,000 2013 Proposed 0 0 15,000 0 0 0 0 0 15,000
122
123
Community & Neighborhood Services Division

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.
124
Department Summary: Community & Neighborhood Services Division

Division: Community & Neighborhood Services Priority: Leadership Fund Type: General Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 37,558 0 10,854 0 234,277 282,689 2010 Actual 0 0 0 37,379 0 11,121 0 243,594 292,095 2011 Actual 0 48,348 0 46,933 0 12,360 0 251,692 359,333 2012 Budget 0 0 0 49,143 0 11,508 0 242,651 303,302 2013 Proposed 0 0 0 54,173 0 74,043 0 220,025 348,241
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:
2009 Actual All Other 3,572 2010 Actual 2,948 2011 Actual 2,535 2012 Budget 0 2013 Proposed 0
125
0 279,116 0 0 0 0 0 282,689
0 289,146 0 0 0 0 0 292,095
0 352,981 0 0 0 3,817 0 359,333
0 302,302 0 0 0 1,000 0 303,302
0 348,241 0 0 0 0 0 348,241
126
127
Community Center Budget

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.
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 nonprofit 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 102,403 0 534,358 0 639,902 2010 Actual 0 615,658 0 100,134 0 458,595 0 664,175 2011 Actual 0 5,000 0 227,860 0 439,306 0 591,005 2012 Budget 0 0 0 232,204 0 420,145 0 617,287 2013 Proposed 0 0 0 0 0 774,118 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 91,425 0 788,016 186,716 0 0 210,506 0 1,276,663 2010 Actual 91,767 0 1,371,977 203,638 0 0 171,182 0 1,838,564 2011 Actual 117,443 0 811,776 195,107 0 137,542 1,302 0 1,263,170 2012 Budget 127,041 0 783,212 222,539 0 0 128,816 0 1,261,608 2013 Proposed 0 0 774,118 0 0 0 0 0 774,118
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; Jacobs 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 WSUs Food Sense program providing cooking classes, Hospice of Spokane providing a grief support group, Eastside Reunion providing a soup kitchen, and Jacobs 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 102,403 0 216,834 0 639,901 2010 Actual 0 15,658 0 100,135 0 176,320 0 662,125 2011 Actual 0 5,000 0 227,860 0 163,221 0 591,053 2012 Budget 0 0 0 223,996 0 149,782 0 617,287 2013 Proposed 0 0 0 0 0 502,627 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 (25) 470,491 186,716 0 0 301,956 0 959,138 2010 Actual 11 0 487,651 203,638 0 0 262,938 0 954,238 2011 Actual 25 0 535,739 195,108 0 137,542 118,720 0 987,134 2012 Budget 5,000 0 512,669 222,539 0 127,316 123,541 0 991,065 2013 Proposed 0 0 502,627 0 0 0 0 0 502,627
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
East Central Community Center

Provide support services, outreach, and leadership and advocate for issues affecting the East Central neighborhood.
Mission Statement
Contact Information
Kathy Armstrong 509-625-6699 www.ecccspokane.org
Quality Indicator: Total number of volunteer hours provided.

Significance:
Volunteer Services

3,000 2,500 2,000 1,500 1,000 500
0 Mar May Nov Aug Dec Feb Apr Sep Oct Jan Jun Jul
Community centers can enhance their positive impacts by leveraging volunteer hours. Notes: Monthly info is unavailable for 2010 and 2011.
2010: 14,576 2011: 19,416 Annual Performance Totals:
Graph
'12 YTD: 9,899
Quality Indicator: Total number of meals served.

Significance:
Senior Lunch Program
2,000 1,750 1,500 1,250 1,000 750 500 250

Apr May Aug Mar Nov Feb Sep Oct Jan Jun Jul Dec '12 YTD: 5,840
Most seniors benefiting from the senior meals program live below the poverty line. Notes:
Annual Performance Totals: 2010: 8,604
Graph
2011: 12,181
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 131,000 0 0 131,000 2010 Actual 0 0 0 0 0 125,668 0 0 125,668 2011 Actual 0 0 0 0 0 133,588 0 0 133,588 2012 Budget 0 0 0 0 0 140,544 0 0 140,544 2013 Proposed 0 0 0 0 0 140,544 0 0 140,544
Revenues:
135
131,000 0 0 0 0 0 131,000
125,668 0 0 0 0 0 125,668
133,588 0 0 0 0 0 133,588
140,544 0 0 0 0 0 140,544
140,544 0 0 0 0 0 140,544
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
Expenditures:
Revenues:
137
36,952 0 0 0 0 0 36,952
33,576 0 0 0 0 0 33,576
30,554 0 0 0 0 0 30,554
30,554 0 0 0 0 0 30,554
30,554 0 0 0 0 0 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
Expenditures:
Revenues:
2009 Actual All Other 0 2010 Actual 0 2011 Actual 0 2012 Budget 0 2013 Proposed 0
139
0 149,572 0 0 0 0 0 149,572
0 125,082 0 0 0 0 0 125,082
0 111,895 0 0 0 0 0 111,895
0 100,393 0 0 0 0 0 100,393
0 100,393 0 0 0 0 0 100,393
140
141
My Spokane - Customer Service

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 Citys newly organized website.
142
Department Summary: My Spokane - Customer Service

Division: Community & Neighborhood Services Priority: Leadership Fund Type: Internal Service Fund
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 Citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 0 0 0 0 0 2010 Actual 0 0 0 0 0 2011 Actual 0 0 0 0 0 2012 Budget 0 0 0 0 0 2013 Proposed 0 0 0 0 0
143
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 337,327 337,327
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 0 337,327 0 337,327
144
145
Neighborhood Services
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.
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 departments 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
Expenditures:
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 34,447 0 423,214 0 0 0 73,133 0 530,793 2010 Actual 5,790 0 273,350 0 0 0 44,923 0 324,063 2011 Actual 0 0 334,825 0 0 0 0 0 334,825 2012 Budget 0 0 327,836 0 0 0 15,000 0 342,836 2013 Proposed 0 0 350,902 0 0 0 15,000 0 365,902
148
149
Spokane COPS
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.
150
Department Summary: Spokane COPS

Division: Community & Neighborhood Services Priority: Safety Fund Type: General Fund
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 programs ability to manage these volunteers and the various programs mentioned above.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 13,764 0 0 44,207 0 2010 Actual 10,992 476 0 50,324 0 2011 Actual 14,388 70 0 52,889 0 2012 Budget 12,400 0 0 58,726 0 2013 Proposed 12,400 0 0 63,495 0
151
329,737 10,239 30,323 428,270
321,367 2,064 28,838 414,061
308,617 2,063 30,657 408,684
314,733 3,180 24,641 413,680
276,117 3,180 29,924 385,116
Expenditures for the COPS Program were reduced in line with overall SPD reductions where COPS has resided historically.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 424,878 3,392 0 0 0 0 428,270 2010 Actual 0 0 392,490 21,571 0 0 0 0 414,061 2011 Actual 0 0 388,873 19,811 0 0 0 0 408,684 2012 Budget 0 0 365,180 48,500 0 0 0 0 413,680 2013 Proposed 0 0 336,616 48,500 0 0 0 0 385,116
152
153
Traffic Calming
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.
154
Department Summary: Traffic Calming

Division: Community & Neighborhood Services Priority: Leadership Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 2011 Actual 0 51,741 0 181,433 0 586,168 0 0 2012 Budget 0 350,000 0 101,221 0 550,000 0 0 2013 Proposed 0 450,000 0 150,000 0 700,000 0 0
155
TOTAL
819,342
1,001,221
1,300,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 136,486 0 0 136,486 2010 Actual 0 0 0 0 0 509,919 0 0 509,919 2011 Actual 0 1,055,359 0 0 0 0 0 0 1,055,359 2012 Budget 0 1,000,000 0 0 0 0 0 0 1,000,000 2013 Proposed 0 1,000,000 0 0 0 0 0 0 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 Program
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.
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; and 5.) 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 Commissions 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges 0 0 0 22,958 2010 Actual 0 0 0 18,937 2011 Actual 0 0 0 30,016 2012 Budget 0 0 0 0 2013 Proposed 0 0 0 0
159
Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
0 11,868 0 177,230 212,056
0 7,276 0 178,788 205,001
0 4,495 0 181,278 215,789
0 54,000 0 0 54,000
0 54,000 0 0 54,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 152,056 60,000 0 0 0 0 212,056 2010 Actual 0 0 151,001 54,000 0 0 0 0 205,001 2011 Actual 0 0 187,789 28,000 0 0 0 0 215,789 2012 Budget 0 0 54,000 0 0 0 0 0 54,000 2013 Proposed 0 0 54,000 0 0 0 0 0 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 Services

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.
164
Department Summary: Central Accounting And Purchasing Services

Division: Finance Priority: Leadership Fund Type: Internal Service Fund
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 Citys annual financial report. We work with the State Auditors 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 Citys 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 RCWs 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
2009 Actual Total FTEs 13.50
2010 Actual 14.50
2011 Actual 35.75
2012 Budget 57.75
2013 Proposed 55.75
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 79,936 0 37,485 850 1,176,827 1,295,098 2010 Actual 0 0 0 78,870 0 39,882 0 1,279,177 1,397,928 2011 Actual 0 5,496 0 194,175 0 44,126 0 3,783,077 4,026,874 2012 Budget 0 0 0 283,589 0 89,432 0 4,962,026 5,335,047 2013 Proposed 0 0 0 313,249 0 89,383 0 4,852,373 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 4,940 0 0 142,222 0 147,161 2010 Actual 10,455 0 0 250 0 0 252,181 0 262,885 2011 Actual 23,494 0 0 0 0 5,496 3,997,884 0 4,026,874 2012 Budget 23,000 0 0 0 0 0 5,286,189 0 5,309,189 2013 Proposed 23,000 0 0 0 0 0 5,209,228 0 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 DEPARTMENT
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.
168
Department Summary: FINANCE DEPARTMENT

Division: Finance Priority: Leadership Fund Type: General Fund
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, Moodys, etc.) and State Auditors office. - Maintaining and optimizing key professional relationships, including the citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges 0 0 0 33,938 2010 Actual 0 0 0 28,823 2011 Actual 0 0 0 126,745 2012 Budget 0 0 0 208,953 2013 Proposed 0 0 0 214,587
169
0 13,310 0 505,210 552,458
0 12,065 0 522,401 563,289
0 44,478 0 889,448 1,060,671
0 36,864 0 905,973 1,151,790
0 20,152 0 932,051 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 552,458 0 0 0 0 0 552,458 2010 Actual 0 0 563,289 0 0 0 0 0 563,289 2011 Actual 0 0 1,060,671 0 0 0 0 0 1,060,671 2012 Budget 0 0 1,151,790 0 0 0 0 0 1,151,790 2013 Proposed 0 0 1,166,790 0 0 0 0 0 1,166,790
170
Program Summary: Financial Management & Communication - Chief Financial Officer

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, Moodys, etc.) and State Auditors office. - Maintaining and optimizing key professional relationships, including the citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges 0 0 0 8,060 2010 Actual 0 0 0 6,536 2011 Actual 0 0 0 7,019 2012 Budget 0 0 0 10,581 2013 Proposed 0 0 0 10,900
171
0 1,610 0 243,392 253,062
0 525 0 252,408 259,469
0 1,559 0 180,283 188,861
0 3,008 0 178,073 191,662
0 3,008 0 180,754 194,662
Revenues:
172
Program Summary: Management & Budget

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 Citys 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 citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 16,879 0 944 0 156,819 2010 Actual 0 0 0 13,597 0 916 0 160,993 2011 Actual 0 0 0 13,730 0 485 0 142,680 2012 Budget 0 0 0 20,632 0 3,950 0 145,959 2013 Proposed 0 0 0 21,235 0 3,950 0 161,993
173
TOTAL
174,642
175,506
156,895
170,541
187,178
Revenues:
174
Program Summary: Strategic Business Analyst/Internal Auditor

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 Citywide 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 Citys Budget Director began co-managing City labor negotiations with Human Resources through the City Attorneys Office. The role of the Budget Director in these negotiations has been a tremendous success and, has arguably, brought the Citys expense growth rate down fully one percent, essentially decreasing the Citys Structural gap by 50%. This remarkable achievement is a testament to the energy and skills of the Citys Budget Director and the Strategic Business Analyst will continue to provide key support to continue this work.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 0 0 0 8,060 0 2010 Actual 0 0 0 6,536 0 2011 Actual 0 0 0 7,019 0 2012 Budget 0 0 0 10,581 0 2013 Proposed 0 0 0 10,900 0
175
1,610 0 105,000 114,670
525 0 109,000 116,061
1,559 0 137,000 145,578
3,008 0 140,000 153,589
3,008 0 140,000 153,908
Revenues:
176
Program Summary: Taxes & Licenses

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 Citys 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 Citys Business License program to the State by late 2012. This processing will be performed free of charge and will align the Citys Business License database with the States dynamic sales tax and B&O tax databases. The City Auditor has worked with the State agencies and Governors 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 States system is expected soon, allowing Spokane to become the largest and newest member of the program. This program will process Spokanes Business Licenses free of charge. The result of Spokanes participation in this program will be an automatic audit of Business License holders against the States 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services 0 0 0 2010 Actual 0 0 0 2011 Actual 0 0 0 2012 Budget 0 0 0 2013 Proposed 0 0 0
177
Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
98,067 0 28,956 0 394,773 521,797
113,905 0 23,782 0 380,751 518,439
101,682 0 22,923 0 426,502 551,107
167,160 0 26,899 0 441,941 636,000
171,453 0 9,000 0 449,304 629,757
Taxes & Licenses was part of the Treasurer's Office budget through 2010 and moved to the Finance Office in 2011.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,087 0 0 0 2,597,911 0 0 821,118 3,420,116 2010 Actual (1,322) 0 0 0 3,376,214 0 0 799,726 4,174,618 2011 Actual 0 0 536,716 0 0 0 0 14,391 551,107 2012 Budget 0 0 636,000 0 0 0 0 0 636,000 2013 Proposed 0 0 629,757 0 0 0 0 0 629,757
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
MIS
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.
180
Program Summary: MIS

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 201,806 728,049 0 3,456,222 1,132,864 4,662,153 10,181,094 2010 Actual 0 0 201,630 799,003 0 3,543,379 1,158,783 4,872,453 10,575,248 2011 Actual 0 0 201,534 1,049,808 0 3,112,068 1,149,533 4,966,988 10,479,931 2012 Budget 0 0 201,534 954,409 0 3,449,270 1,121,250 5,248,397 10,974,860 2013 Proposed 0 0 201,535 1,107,179 0 3,485,903 1,001,607 5,157,343 10,953,567
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 0 2010 Actual 0 0 0 2011 Actual 0 0 0 2012 Budget 0 0 0 2013 Proposed 0 0 0
181
0 0 0 10,690,576 0 10,690,576
0 0 0 10,578,321 0 10,578,321
0 0 0 10,479,931 0 10,479,931
0 0 0 10,974,860 0 10,974,860
0 0 0 10,953,567 0 10,953,567
182
Program Summary: Applications (Program 73300)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,180,683 0 40,225 98,761 0 272,766 0 1,037,774 2,630,209 2010 Actual 1,336,844 0 40,326 91,662 0 298,616 16,509 1,270,689 3,054,646 2011 Actual 1,231,861 0 40,307 97,645 0 409,880 20,915 1,413,744 3,214,352 2012 Budget 1,307,713 0 40,307 99,545 0 638,402 437 1,582,297 3,668,701 2013 Proposed 1,175,410 0 0 100,024 0 705,784 437 1,636,205 3,617,860
Revenues:
183
0 0 0 0 0 2,630,209 0 2,630,209
0 0 0 0 0 3,050,776 0 3,050,776
0 0 0 0 0 3,214,352 0 3,214,352
0 0 0 0 0 3,668,701 0 3,668,701
0 0 0 0 0 3,617,860 0 3,617,860
184
Program Summary: Desktop (Program 73600)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 65,481 0 0 77,586 0 595,462 26,921 511,469 2010 Actual 87,447 0 0 71,129 0 606,831 91,312 592,407 2011 Actual 127,759 0 0 76,541 0 358,904 46,622 628,367 2012 Budget 123,729 0 0 78,716 0 360,078 61,452 660,254 2013 Proposed 112,804 0 0 81,039 0 368,175 52,345 653,638
185
TOTAL
1,276,919
1,449,126
1,238,193
1,284,229
1,268,001
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 1,276,919 0 1,276,919 2010 Actual 0 0 0 0 0 0 1,450,021 0 1,450,021 2011 Actual 0 0 0 0 0 0 1,238,193 0 1,238,193 2012 Budget 0 0 0 0 0 0 1,284,229 0 1,284,229 2013 Proposed 0 0 0 0 0 0 1,268,001 0 1,268,001
186
Program Summary: Geographical Information Systems (Program 41630)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds 207,810 0 0 251,384 0 150,436 0 2010 Actual 284,310 0 0 312,661 0 169,497 0 2011 Actual 158,750 0 0 338,518 0 207,607 0 2012 Budget 168,639 0 0 231,362 0 231,800 0 2013 Proposed 146,684 0 0 339,845 0 202,300 0
187
Wages and Benefits TOTAL
254,147 863,777
270,458 1,036,926
286,511 991,386
299,978 931,779
317,690 1,006,519
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 863,778 0 863,778 2010 Actual 0 0 0 0 0 0 1,036,926 0 1,036,926 2011 Actual 0 0 0 0 0 0 991,386 0 991,386 2012 Budget 0 0 0 0 0 0 931,779 0 931,779 2013 Proposed 0 0 0 0 0 0 1,006,519 0 1,006,519
188
Program Summary: Mail Center (Program 73700)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 48,627 0 0 25,261 0 78,679 10,418 227,327 390,312 2010 Actual 63,760 0 0 23,332 0 88,486 10,418 206,337 392,333 2011 Actual 75,970 0 0 24,892 0 70,277 16,256 217,930 405,325 2012 Budget 65,989 0 0 25,421 0 78,263 15,771 229,434 414,878 2013 Proposed 56,391 0 0 25,737 0 78,263 3,938 238,513 402,842
Revenues:
189
0 0 0 0 0 390,312 0 390,312
0 0 0 0 0 392,257 0 392,257
0 0 0 0 0 405,325 0 405,325
0 0 0 0 0 414,878 0 414,878
0 0 0 0 0 402,842 0 402,842
190
Program Summary: Network (Program 73400)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 306,604 0 0 0 0 449,011 223,820 219,729 1,199,164 2011 Actual 68,328 0 0 0 0 341,382 318,557 322,806 1,051,073 2012 Budget 82,285 0 0 0 0 374,898 136,039 345,823 939,045 2013 Proposed 43,239 0 0 9,000 0 374,851 0 321,204 748,294
Revenues:
191
0 0 0 0 0 0 0 0
0 0 0 0 0 1,199,164 0 1,199,164
0 0 0 0 0 1,051,073 0 1,051,073
0 0 0 0 0 939,045 0 939,045
0 0 0 0 0 748,294 0 748,294
192
Program Summary: Permitting and Licensing System (Program 73320)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 169,675 0 0 43,321 0 156,230 0 592,336 961,562 2010 Actual 153,594 0 0 40,676 0 155,807 0 356,583 706,660 2011 Actual 132,488 0 0 43,113 0 159,637 0 262,234 597,472 2012 Budget 127,191 0 0 43,693 0 170,706 0 279,658 621,248 2013 Proposed 124,849 0 0 43,048 0 170,912 0 282,372 621,181
Revenues:
193
0 0 0 0 961,562 0 961,562
0 0 0 0 706,660 0 706,660
0 0 0 0 597,472 0 597,472
0 0 0 0 621,248 0 621,248
0 0 0 0 621,181 0 621,181
194
Program Summary: Reprographics (Program 74050)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 68,408 0 0 36,999 0 247,405 4,087 242,456 599,355 2010 Actual 47,036 0 0 46,153 0 276,622 20,259 195,036 585,106 2011 Actual 56,043 0 0 48,515 0 262,786 25,458 208,112 600,914 2012 Budget 70,316 0 0 48,752 0 240,044 39,612 238,169 636,893 2013 Proposed 60,089 0 0 49,451 0 256,773 39,547 257,368 663,228
Revenues:
195
0 0 0 599,355 0 599,355
0 0 0 585,050 0 585,050
0 0 0 600,914 0 600,914
0 0 0 636,894 0 636,894
0 0 0 663,228 0 663,228
196
Program Summary: Servers (Program 73450)

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
Expenditures:
197
TOTAL
1,549,015
882,648
1,202,485
1,237,825
1,467,683
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 1,549,015 0 1,549,015 2010 Actual 0 0 0 0 0 0 882,648 0 882,648 2011 Actual 0 0 0 0 0 0 1,202,485 0 1,202,485 2012 Budget 0 0 0 0 0 0 778,251 0 778,251 2013 Proposed 0 0 0 0 0 0 1,467,682 0 1,467,682
198
Program Summary: Telephone System (Program 73200)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 22,556 0 161,581 29,991 0 610,848 291,676 300,357 2010 Actual 21,328 0 161,304 34,275 0 285,342 135,959 127,599 2011 Actual 26,066 0 161,227 30,084 0 277,098 58,527 167,121 2012 Budget 20,334 0 161,227 36,766 0 253,905 142,296 155,019 2013 Proposed 15,854 0 161,228 37,051 0 254,900 86,446 140,817
199
TOTAL
1,417,009
765,807
720,123
769,547
696,296
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 1,428,562 0 1,428,562 2010 Actual 0 0 0 0 0 0 776,895 0 776,895 2011 Actual 0 0 0 0 0 0 720,123 0 720,123 2012 Budget 0 0 0 0 0 0 769,547 0 769,547 2013 Proposed 0 0 0 0 0 0 696,296 0 696,296
200
Program Summary: Web Services (Program 73800)

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 Citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds 76,056 0 0 33,003 0 50,065 2,236 2010 Actual 99,907 0 0 30,556 0 19,193 1,806 2011 Actual 111,872 0 0 32,629 0 34,423 1,806 2012 Budget 77,687 0 0 33,356 0 56,483 2,956 2013 Proposed 59,891 0 0 33,691 0 51,483 2,552
201
331,575 492,935
351,370 502,832
307,961 488,691
298,754 469,236
314,047 461,664
Revenues:
202
203
MIS Capital Replacement Fund

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.
204
Program Summary: MIS Capital Replacement Fund

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 2,172,200 0 0 0 0 0 0 2,172,200 2010 Actual 0 1,544,123 0 0 0 0 0 0 1,544,123 2011 Actual 0 3,702,984 0 0 0 0 0 0 3,702,984 2012 Budget 0 3,133,832 0 0 0 0 0 0 3,133,832 2013 Proposed 0 1,600,000 0 0 0 0 0 0 1,600,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 1,889,804 0 0 2010 Actual 1,571,014 0 0 2011 Actual 2,945,856 0 0 2012 Budget 1,121,250 0 0 2013 Proposed 1,001,607 0 0
205
0 0 0 0 0 1,889,804
0 0 0 0 0 1,571,014
0 0 0 0 0 2,945,856
0 0 0 0 0 1,121,250
0 0 0 0 0 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 Claims

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.
208
Department Summary: Risk Management/Liability Claims

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 518,508 0 4,099,484 5,345 239,017 4,862,354 2010 Actual 0 0 0 584,695 0 2,770,729 171 291,302 3,646,897 2011 Actual 0 0 0 436,811 0 3,401,180 171 354,622 4,192,784 2012 Budget 0 0 0 507,299 0 4,500,618 171 364,455 5,372,543 2013 Proposed 0 0 0 809,415 15,000 4,500,000 171 75,000 5,399,586
Revenues:
2009 Actual All Other 1,885,042 2010 Actual 1,912,075 2011 Actual 2,546,065 2012 Budget 3,438,000 2013 Proposed 4,500,000
209
0 0 0 0 0 22,004 0 1,907,046
0 0 0 0 0 74,736 0 1,986,811
0 0 0 0 0 39,374 0 2,585,439
0 0 0 0 0 20,000 0 3,458,000
0 0 0 0 0 20,000 0 4,520,000
210
211
Treasurer's Office
Diligent management of the Citys cash portfolio has generally resulted in interest earnings of approximately $3 million per year (approximately $1.8 million General Fund). Management of the Citys $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

Executive Summary:
Diligent management of the Citys cash portfolio has generally resulted in interest earnings of approximately $3 million per year (approximately $1.8 million General Fund). Management of the Citys $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 Citys 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
213
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 2,487 252,982 0 155,075 8,693 925,573 1,344,809 2010 Actual 0 0 2,140 290,068 0 134,457 8,685 854,113 1,289,464 2011 Actual 0 10,870 2,094 281,491 0 119,379 8,681 395,042 817,556 2012 Budget 0 0 4,000 168,178 0 158,347 8,682 423,719 762,926 2013 Proposed 0 0 4,000 382,000 0 139,202 8,682 144,736 678,620
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services 34,044 0 0 0 2,597,911 0 397,665 2010 Actual 36,193 0 0 0 3,376,214 0 352,967 2011 Actual 35,328 0 0 0 1,195,366 0 313,111 2012 Budget 31,000 0 342,726 0 0 0 389,200 2013 Proposed 31,000 0 258,420 0 0 0 389,200
214
Taxes TOTAL
821,118 3,850,738
799,726 4,565,101
14,392 1,558,196
0 762,926
0 678,620
Business license revenue that was previously recorded to the Treasurer's Office is now recorded in 0020 (non-departmental) in 2012 and 2013.
215
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
219
CCC and CCB Full Allocation

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).
220
Department Summary: CCC and CCB Full Allocation

Division: Fire Priority: Safety Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 30,340 0 207,668 0 330,212 0 1,948,354 2010 Actual 0 0 0 210,248 0 337,829 0 2,061,522 2011 Actual 0 0 0 223,245 0 392,751 0 2,025,731 2012 Budget 0 600,000 0 216,540 300,000 522,297 0 2,141,986 2013 Proposed 0 496,679 0 228,750 300,000 521,316 0 2,234,078
221
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 24,313 0 0 1,680,984 0 0 83,419 1,036,752 2,825,468 2010 Actual 39,956 0 0 1,793,617 0 0 83,835 1,088,590 3,005,998 2011 Actual 18,439 0 0 1,883,653 0 0 107,308 1,110,075 3,119,475 2012 Budget 45,000 0 0 1,882,208 0 0 79,000 1,108,086 3,114,294 2013 Proposed 45,000 0 0 1,882,208 0 0 79,000 1,108,086 3,114,294
222
Program Summary: Combined Communication Center-Dispatch Services

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 Citys and other Fire Agencys ability to provide response services to the public. This service is an essential part of the Citys and Spokane areas 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 Departments 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. Alphanumeric paging is utilized to notify the appropriate agencys 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
223
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 13,930 0 199,367 0 179,735 0 1,948,354 2,341,386 2010 Actual 0 0 0 200,162 0 161,677 0 2,061,522 2,423,361 2011 Actual 0 255,139 0 212,676 0 193,131 0 2,025,731 2,686,677 2012 Budget 0 600,000 0 203,424 250,000 270,395 0 2,141,986 3,465,805 2013 Proposed 0 496,679 0 214,653 250,000 270,395 0 2,234,078 3,465,805
Total 2013 reduction (-$103,321). Reduction to capital fund.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 23,055 0 0 1,577,049 2010 Actual 38,315 0 0 1,692,214 2011 Actual 17,337 0 0 1,752,587 2012 Budget 40,000 0 0 1,797,458 2013 Proposed 40,000 0 0 1,797,458
224
0 0 3,607 1,036,752 2,640,463
0 0 5,764 1,088,590 2,824,883
0 0 6,399 1,110,075 2,886,398
0 0 0 1,108,086 2,945,544
0 0 0 1,108,086 2,945,544
225
226
Program Summary: Combined Communications Building

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 Departments 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 FDs 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 16,410 0 8,301 0 150,477 0 0 2010 Actual 0 0 0 10,086 0 176,152 0 0 2011 Actual 0 0 0 10,569 0 199,620 0 0 2012 Budget 0 0 0 13,116 50,000 251,902 0 0 2013 Proposed 0 0 0 14,097 50,000 250,921 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,259 0 0 103,935 0 0 79,812 0 185,006 2010 Actual 1,642 0 0 101,403 0 0 78,072 0 181,117 2011 Actual 1,102 0 0 131,066 0 0 100,909 0 233,077 2012 Budget 63,000 0 0 84,750 0 0 79,000 0 226,750 2013 Proposed 5,000 0 0 84,750 0 0 79,000 0 168,750
2012 Revenue includes $58,000 revenue to receive from Spokane Co. SREC radio upgrade work to CCB building.
228
229
EMS Full Fund allocations

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.
230
Department Summary: EMS Full Fund allocations

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 255,844 0 676,756 0 5,724,312 2010 Actual 0 299,768 0 224,757 0 771,008 0 6,086,829 2011 Actual 0 182,609 0 283,626 0 860,953 0 6,071,325 2012 Budget 0 425,000 0 227,162 0 1,030,593 0 6,440,058 2013 Proposed 0 205,452 0 287,968 0 1,030,593 0 6,598,800
231
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 17,269 85,140 0 0 0 0 371,002 5,493,666 5,967,077 2010 Actual 18,976 255,060 0 2,186 0 0 365,989 5,522,587 6,164,798 2011 Actual 9,216 107,760 0 1,738 0 0 422,111 7,492,142 8,032,967 2012 Budget 51,000 115,000 0 0 0 0 352,000 7,435,000 7,953,000 2013 Proposed 51,000 115,000 0 0 0 0 352,000 7,435,000 7,953,000
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Program Summary: EMS Training Fund

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 FDs 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 departments 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
2009 Actual Total FTEs 2010 Actual 2011 Actual 2012 Budget 2013 Proposed
233
Total FTEs
2.00
2.00
3.00
2.00
2.00
Expenditures:
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 0 0 0 0
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Program Summary: EMS Vehicle & Equipment Maintenance

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 FDs 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 FDs to meet certain NFPA standards for apparatus and equipment
FTEs
235
2010 Actual 3.00
2011 Actual 3.00
2012 Budget 3.00
2013 Proposed 3.00
Expenditures:
Revenues:
236
Program Summary: EMS-Information Management Service and Support

Executive Summary:
The IMS function provides essential Information Technology (IT) services to all divisions of the Fire Department. IMS insures ongoing 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. MDCs 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 MDCs 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 Citys 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 Departments 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.
237
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 PCs, 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 MDCs, 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
Expenditures:
238
Revenues:
239
240
Program Summary: EMS-OPS Fire Station Response Personnel

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 Citys 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 Station 1-44 W. Riverside 10 Engine 1 * 3 per shift Ladder 1 4 per shift Rescue 1 2 per shift South Battalion Chief 1 per shift Station 2 1001 E. North Foothills Drive Engine 2 * 3 per shift Ladder 2 4 per shift Station 3 1713 W. Indiana Avenue Engine 3 * 3 per shift Station 4 1515 W. 1st Engine 4 * Ladder 4 3 7 Cross Staffed Specialty Hazardous Materials
Water Rescue
7 3 per shift 4 per shift 3
Technical Rescue
Station 6 1615 S. Spotted Road Engine 6 * 3 per shift Station 7 1901 E. 1st Engine 7 * 3 per shift Station 8 1608 N. Rebecca Street Engine 8 3 per shift Station 9 1722 S. Bernard Street Engine 9 3 per shift Station 11 3214 S. Perry Street Engine 11 * 3 per shift Station 13 1118 W. Wellesley Avenue Engine 13 * 3 per shift North Battalion Chief 1 per shift Station 14 1807 S. Ray Street Engine 14 4 3
Brush
Brush
Training & Brush
Brush
3 3 per shift 3
Brush
Station 15 2120 E. Wellesley Avenue Engine 15 * 3 per shift Station 16 5225 N. Assembly Street
Brush
Water Rescue & Brush
242
Engine 16 Station 17 5121 W. Lowell Road Engine 17 * 3 per shift Station 18 120 E. Lincoln Road Engine 18 * 3 per shift 15 Stations
3 per shift 3 Brush
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 221,351 0 440,836 0 5,074,277 5,736,464 2010 Actual 0 299,768 0 192,956 0 558,353 0 5,399,048 6,450,125 2011 Actual 0 182,609 0 244,461 0 672,380 0 5,235,656 6,335,106 2012 Budget 0 425,000 0 197,941 0 728,599 0 5,584,273 6,935,813 2013 Proposed 0 205,452 0 250,119 0 728,599 0 5,748,558 6,932,728
Capital replacement fund cut by ($219,548) for required reductions.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 17,269 85,140 0 2010 Actual 18,976 255,060 0 2011 Actual 9,216 107,760 0 2012 Budget 51,000 115,000 0 2013 Proposed 51,000 115,000 0
243
0 0 0 371,002 5,493,666 5,967,077
2,186 0 0 365,989 5,522,587 6,164,798
1,738 0 0 422,111 7,492,142 8,032,967
0 0 0 352,000 7,435,000 7,953,000
0 0 0 352,000 7,435,000 7,953,000
244
245
Fire Department-General Fund full allocations

SFD makes a positive difference in lives in Spokane every day by providing critical public safety services. FDs 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.
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Department Summary: Fire Department-General Fund full allocations

Division: Fire Priority: Safety Fund Type: General Fund
Executive Summary:
SFD makes a positive difference in lives in Spokane every day by providing critical public safety services. FDs 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 publics 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
247
Total FTEs
255.08
256.08
258.08
258.08
248.08
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 112,372 1,307 1,669,106 0 1,463,860 0 27,675,981 30,922,626 2010 Actual 0 90,394 1,307 1,706,193 0 1,256,013 0 28,272,196 31,326,103 2011 Actual 0 27,805 8,663 1,849,825 0 1,335,304 0 27,990,214 31,211,811 2012 Budget 0 122,578 1,306 1,952,064 (260,000) 1,567,424 0 30,851,909 34,235,281 2013 Proposed 0 122,578 1,306 2,295,700 0 1,523,284 0 30,292,413 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 3,642 0 30,040,290 84,097 287,898 0 506,699 0 30,922,626 2010 Actual 7,833 0 30,603,682 11,056 237,514 0 466,019 0 31,326,103 2011 Actual 12,169 0 30,388,456 36,795 289,542 0 484,849 0 31,211,811 2012 Budget 2,500 0 33,585,281 0 290,000 0 357,500 0 34,235,281 2013 Proposed 2,500 0 33,585,281 0 290,000 0 357,500 0 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
Fire Department
To 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.
Mission Statement
Contact Information
Chief Bobby Williams 509-625-7000 www.spokanefire.org
Quality Indicator: Percent of fire suppression incidents with the engine company arriving within 8 minutes, 30 seconds. Significance:
Fire Suppression

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
The fire company's quick response is necessary to provide sufficient resources to minimize fire impacts. Notes:
Annual Performance Averages:
* 2012 YTD is through June.
Graph
2010: 88%
2011: 92%
'12 YTD: 90%
2010
2011
2012
Quality Indicator: Percent of priority medical incidents responded to within 8:30 by the appropriate FD company. Significance:
Emergency Medical Services
100% 80% 60% 40% 20%
Life-threatening medical events are time-critical and there are often mere minutes in which to respond. Notes:
Annual Performance Averages: 2010: 96%
Graph
2011: 97%
0%
2010
2011
249
Quality Indicator: Percent of life-threatening medical incidents requiring a paramedic where the ALS Company arrives within 8:30. Significance: Life threatening medical incidents require paramedic intervention to impact survival rates and patient health. Notes:
Annual Performance Averages: 2010: 92%
Advanced Life Support
2011: 96%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Graph
2010
2011
Apr
Jun
May
Aug
Mar
250
Nov
Feb
Sep
Oct
Jan
Jul
Dec
Quality Indicator: Percentage of fire/EMS calls entering FD CAD which are processed and dispatched within 60 seconds. Significance: Calls must be triaged, processed, and dispatched within 60 seconds to give the best chance for success. Notes: The 2011 average uses data from Jan. 1st to Aug. 28th. Calls are handled by the Combined Comm. Center. Annual Performance Averages: 2011: 62% '12 YTD: 96%
Emergency Dispatch
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Graph
Program Summary: Arson/Fire Investigation

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 Prosecutors 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. SFDs 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 departments 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 Sheriffs Department and the Bureau of Alcohol,
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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
Expenditures:
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 0 0 324,490 0 2010 Actual 0 0 339,224 0 2011 Actual 0 0 360,883 0 2012 Budget 0 0 355,664 0 2013 Proposed 0 0 357,845 0
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0 0 0 0 324,490
0 0 0 0 339,224
0 0 0 0 360,883
0 0 0 0 355,664
0 0 0 0 357,845
253
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Program Summary: FD Operations-Fire Station Response Personnel-General Fund

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 Citys 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 Station 1-44 W. Riverside 10 Engine 1 * 3 per shift Ladder 1 4 per shift Rescue 1 2 per shift South Battalion Chief 1 per shift Station 2 1001 E. North Foothills Drive Engine 2 * 3 per shift Ladder 2 4 per shift Station 3 1713 W. Indiana Avenue Engine 3 * 3 per shift Station 4 1515 W. 1st Engine 4 * Ladder 4 3 7 Cross Staffed Specialty Hazardous Materials
Water Rescue
7 3 per shift 4 per shift 3
Technical Rescue
Station 6 1615 S. Spotted Road Engine 6 * 3 per shift Station 7 1901 E. 1st Engine 7 * 3 per shift Station 8 1608 N. Rebecca Street Engine 8 3 per shift Station 9 1722 S. Bernard Street Engine 9 3 per shift Station 11 3214 S. Perry Street Engine 11 * 3 per shift Station 13 1118 W. Wellesley Avenue Engine 13 * 3 per shift North Battalion Chief 1 per shift Station 14 1807 S. Ray Street Engine 14 4 3
Brush
Brush
Training & Brush
Brush
3 3 per shift 3
Brush
Station 15 2120 E. Wellesley Avenue Engine 15 * 3 per shift Station 16 5225 N. Assembly Street Engine 16 3 per shift
Brush
Water Rescue & Brush
256
Station 17 5121 W. Lowell Road Engine 17 * 3 per shift Station 18 120 E. Lincoln Road Engine 18 * 3 per shift 15 Stations 19 Units 61/shift
Brush
* 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 112,372 0 1,476,240 0 888,405 0 24,692,458 27,169,475 2010 Actual 0 90,394 0 1,509,774 0 729,453 0 24,938,525 27,268,146 2011 Actual 0 27,804 0 1,506,400 0 912,721 0 24,757,280 27,204,205 2012 Budget 0 122,578 0 1,459,019 (260,000) 1,068,651 0 27,542,939 29,933,187 2013 Proposed 0 122,578 0 1,767,424 0 1,026,111 0 26,949,184 29,865,297
2013 budget has a reduction of 9 Vacant FF positions.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 0 0 27,002,032 0 2010 Actual 0 0 27,115,615 0 2011 Actual 0 0 27,121,017 0 2012 Budget 0 0 29,880,187 0 2013 Proposed 0 0 29,812,297 0
257
0 0 167,443 0 27,169,475
0 0 152,531 0 27,268,146
0 0 83,188 0 27,204,205
0 0 53,000 0 29,933,187
0 0 53,000 0 29,865,297
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Program Summary: FD-Training-General Fund

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 FDs 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 departments 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
259
Total FTEs
3.00
3.00
3.00
3.00
3.00
Expenditures:
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 2,700 0 583,172 0 0 0 0 0 585,872 2010 Actual 4,230 0 733,732 0 0 0 0 0 737,962 2011 Actual 8,390 0 603,525 0 0 0 0 0 611,915 2012 Budget 2,500 0 657,759 0 0 0 0 0 660,259 2013 Proposed 2,500 0 666,013 0 0 0 0 0 668,513
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Program Summary: Fire & Life-Safety Inspection and Code Enforcement (Fire Prevention)
Executive Summary:
Bid pays for the primary functions of citys 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 Bureaus 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. Paddys 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:
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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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 71,894 0 28,184 0 947,268 1,047,346 2010 Actual 0 0 0 72,802 0 21,630 0 1,002,408 1,096,840 2011 Actual 0 0 0 73,693 0 24,438 0 1,098,561 1,196,692 2012 Budget 0 0 0 70,666 0 34,174 0 1,245,841 1,350,681 2013 Proposed 0 0 0 85,591 0 34,174 0 1,258,561 1,378,326
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Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 502,124 0 287,898 0 257,324 0 1,047,346 2010 Actual 0 0 644,213 0 237,514 0 215,113 0 1,096,840 2011 Actual 0 0 582,414 0 289,542 0 324,736 0 1,196,692 2012 Budget 0 0 841,181 0 290,000 0 219,500 0 1,350,681 2013 Proposed 0 0 868,826 0 290,000 0 219,500 0 1,378,326
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Program Summary: Fire Administration and Support staff

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 FDs 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 0 0 1,307 46,506 0 2010 Actual 0 0 1,307 47,738 0 2011 Actual 0 0 7,481 200,624 0 2012 Budget 0 0 1,306 346,866 0 2013 Proposed 0 0 1,306 353,872 0
265
55,367 0 564,761 667,941
59,864 0 630,877 739,786
50,756 0 529,531 788,392
55,822 0 444,149 848,143
55,822 0 449,515 860,515
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 586,449 0 0 0 81,492 0 667,941 2010 Actual 0 0 650,805 0 0 0 88,981 0 739,786 2011 Actual 0 0 716,109 0 0 0 72,283 0 788,392 2012 Budget 0 0 763,143 0 0 0 85,000 0 848,143 2013 Proposed 0 0 775,515 0 0 0 85,000 0 860,515
266
Program Summary: Fire Department-General Fund-Information Management Service and Support

Executive Summary:
The IMS function provides essential Information Technology (IT) services to all divisions of the Fire Department. IMS insures ongoing 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. MDCs 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 MDCs 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 Citys 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 Departments 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 PCs, 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 MDCs, 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
Expenditures:
268
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 351,250 0 0 0 0 0 351,250 2010 Actual 0 0 362,517 0 0 0 2,807 0 365,324 2011 Actual 0 0 344,323 0 0 0 183 0 344,506 2012 Budget 0 0 380,154 0 0 0 0 0 380,154 2013 Proposed 0 0 386,280 0 0 0 0 0 386,280
269
270
Program Summary: Fire Prevention Bureau-Plan Review

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 6,950 0 877 0 116,110 123,937 2010 Actual 0 0 0 7,067 0 99 0 121,902 129,068 2011 Actual 0 0 0 7,201 0 1,099 0 126,796 135,096 2012 Budget 0 0 0 6,659 0 607 0 129,948 137,214 2013 Proposed 0 0 0 8,041 0 607 0 131,164 139,812
Revenues:
272
Program Summary: Fire Prevention Bureau-Public Education-Emergency Preparedness

Executive Summary:
Fire Preventions 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 Childrens 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 Citys 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 Departments 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
273
Total FTEs
1.00
1.00
1.00
1.00
1.00
Expenditures:
Revenues:
274
Program Summary: Fire-Vehicle & Equipment Maintenance-General Fund

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 FDs 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 FDs to meet certain NFPA standards for apparatus and equipment
FTEs
275
2010 Actual 3.00
2011 Actual 3.00
2012 Budget 3.00
2013 Proposed 3.00
Expenditures:
Revenues:
276
277
Fire Improvement Bond Fund

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.
278
Program Summary: Fire Improvement Bond Fund

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 998,097 0 0 0 1,475 0 0 2010 Actual 0 213,604 0 0 0 16,316 0 0 2011 Actual 0 136,892 0 0 0 64,655 0 0 2012 Budget 0 581,525 0 0 0 0 0 0 2013 Proposed 0 300,000 0 0 0 0 0 0
279
TOTAL
999,572
229,920
201,547
581,525
300,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 25,863 0 0 0 0 0 18,337 0 44,200 2010 Actual 25,832 0 0 0 0 0 20,809 0 46,641 2011 Actual 13,346 0 0 0 0 0 17,672 0 31,018 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 0 0 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 selfinsured 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 Priority: Leadership Fund Type: Internal Service Fund
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 healthrelated events.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 238,131 0 25,099,362 1,928 303,703 25,643,124 2010 Actual 0 0 0 227,521 0 28,335,983 1,908 329,583 28,894,995 2011 Actual 0 0 0 316,268 0 28,783,778 0 294,340 29,394,386 2012 Budget 0 0 0 310,116 15,000 33,022,540 0 336,407 33,684,063 2013 Proposed 0 0 0 325,621 15,000 36,701,114 0 341,439 37,383,174
Claims and insurance expense make up the majority of the Supplies and Services category.
Revenues:
2009 Actual All Other 25,490,493 2010 Actual 30,215,826 2011 Actual 29,625,838 2012 Budget 32,761,382 2013 Proposed 35,500,082
285
0 0 13,297 0 0 494,595 0 25,998,385
0 0 59,799 0 0 542,600 0 30,818,225
0 0 7,857 0 0 538,102 0 30,171,797
0 0 0 0 0 535,500 0 33,296,882
0 0 0 0 0 657,750 0 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 healthrelated events.
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 316,268 0 177,800 0 294,869 788,938 2012 Budget 0 0 0 310,116 15,000 264,850 0 336,498 926,464 2013 Proposed 0 0 0 310,116 15,000 262,750 0 341,329 929,195
Revenues:
2009 Actual All Other 0 2010 Actual 0 2011 Actual 538,307 2012 Budget 535,500 2013 Proposed 535,500
287
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 538,307
0 0 0 0 0 0 0 535,500
0 0 0 0 0 0 0 535,500
288
289
Human Resources Department

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.
290
Department Summary: Human Resources Department

Division: Human Resources Priority: Leadership Fund Type: General Fund
Executive Summary:

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 62,824 0 0 62,135 0 133,853 3,186 913,842 1,175,840 2010 Actual 0 0 0 58,488 0 47,303 0 805,279 911,070 2011 Actual 0 0 0 93,693 0 34,925 0 782,483 911,101 2012 Budget 0 0 0 76,029 0 49,589 0 835,871 961,489 2013 Proposed 0 0 0 76,363 0 40,964 0 844,162 961,489
HR Director position was vacant for period of time in 2010 resulting in drop in cost per FTE.
Revenues:
291
1,092,197 0 0 0 83,643 0 1,175,840
630,884 0 0 0 280,186 0 911,070
818,052 0 0 0 93,049 0 911,101
856,489 0 0 0 105,000 0 961,489
857,489 0 0 0 104,000 0 961,489
292
Human Resources
Provide leadership and resources for the recruitment, development, and retention of qualified, well-trained, and dedicated employees, and provide accessible support to our customers
Mission Statement
Contact Information
www.spokanecity.org/departments/hr
Heather Lowe 509-625-6363
Quality Indicator: Total number of safety incidents.

Significance:
Workplace Safety

50 45 40 35 30 25 20 15 10 5 0
Apr Mar Feb Jan
A safe workplace is critical for the health of employees as well as for keeping insurance premiums low. Notes:
Graph
May
Aug
Quality Indicator: Significance:
Employee Retention
Percent of voluntary compared to involuntary terminations.
Ideally, the majority of employee terminations will be voluntary, such as retirement, relocation, etc. Notes: Annual Performance Averages: 2011: 74% '12 YTD: 79%
The voluntary termination rate is shown on the graph.
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Mar Apr Feb Jan
Graph
May
293
Nov
Aug
Sep
Oct
Jun
Jul
Dec
Nov
Sep
Oct
Jun
Jul
Dec
2011: 312
'12 YTD: 140
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 31,084 31,084 2012 Budget 0 0 0 0 0 0 0 32,646 32,646 2013 Proposed 0 0 0 0 0 0 0 32,849 32,849
Revenues:
295
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 31,084 0 31,084
0 0 0 0 32,646 0 32,646
0 0 0 0 32,849 0 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 0 19,001 19,001 2010 Actual 0 0 0 0 0 0 0 20,441 20,441 2011 Actual 0 0 0 0 0 0 0 21,615 21,615 2012 Budget 0 0 0 0 0 0 0 22,077 22,077 2013 Proposed 0 0 0 0 0 0 0 22,148 22,148
Revenues:
297
0 19,001 0 0 0 0 0 19,001
0 20,441 0 0 0 0 0 20,441
0 21,615 0 0 0 0 0 21,615
0 22,077 0 0 0 0 0 22,077
0 22,148 0 0 0 0 0 22,148
298
Program Summary: HR Administration

Executive Summary:

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
Expenditures:
Revenues:
2009 Actual All Other Fines and Forfeits 11,367 0 2010 Actual 0 0 2011 Actual 0 0 2012 Budget 0 0 2013 Proposed 0 0
299
436,641 0 0 0 72,275 0 520,283
156,787 0 0 0 280,186 0 436,973
372,715 0 0 0 93,049 0 465,764
384,022 0 0 0 105,000 0 489,022
383,417 0 0 0 105,000 0 488,417
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
Expenditures:
301
TOTAL
423,982
292,098
292,223
320,232
320,568
Revenues:
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
Expenditures:
303
TOTAL
179,478
130,967
100,414
98,112
98,017
Revenues:
304
305
Unemployment
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.
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
Expenditures:
Revenues:
307
0 0 0 0 0 34,710 0 45,294
0 0 0 0 0 100,003 0 111,455
0 0 0 0 0 650,000 0 654,765
0 0 0 0 0 450,000 0 460,000
0 0 0 0 0 550,000 0 560,000
308
309
Workers' Compensation/Loss Control

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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 108,339 0 3,823,096 5,868 396,366 2010 Actual 0 0 0 94,597 0 4,643,988 0 412,606 2011 Actual 0 0 0 133,765 0 4,438,825 0 430,273 2012 Budget 0 0 0 145,286 15,000 4,610,906 0 464,469 2013 Proposed 0 0 0 147,144 15,000 4,860,906 0 467,688
311
TOTAL
4,333,669
5,151,191
5,002,863
5,235,661
5,490,738
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 57,571 0 0 0 0 0 5,476,797 0 5,534,368 2010 Actual 98,804 0 0 0 0 0 5,000,006 0 5,098,810 2011 Actual 46,076 0 0 0 0 0 4,500,000 0 4,546,076 2012 Budget 50,000 0 0 0 0 0 3,741,000 0 3,791,000 2013 Proposed 50,000 0 0 0 0 0 5,240,000 0 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 Allocation

Operating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutors 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 Fund Type: General Fund
Executive Summary:
Operating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutors 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 Prosecutors Office files approximately 10,000 to 12,000 criminal cases each year in Spokane Municipal Court. The City Prosecutors 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 Prosecutors 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 Prosecutors 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 Prosecutors Office has had to reallocate victim witness services, as there is a continued state mandate for victim/witness coordination within the Prosecutors Office. The job duties of clerical and professional staff in the City Prosecutors Office have been altered and enhanced to absorb many functions formerly performed by YWCAs Victim Advocates. The City Prosecutors 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 Prosecutors 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 Prosecutors Office to properly staff these dockets.
None
FTEs
317
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 98,665 0 244,386 0 1,686,668 2,029,718 2010 Actual 0 0 0 100,280 0 206,673 0 1,710,743 2,017,696 2011 Actual 0 0 0 130,855 0 215,125 0 1,657,315 2,003,295 2012 Budget 0 0 0 130,598 0 215,617 0 1,802,304 2,148,519 2013 Proposed 0 0 0 139,160 0 220,117 0 1,826,192 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 294,781 0 1,734,937 0 0 0 0 0 2,029,718 2010 Actual 295,262 0 1,722,434 0 0 0 0 0 2,017,696 2011 Actual 224,650 0 1,778,645 0 0 0 0 0 2,003,295 2012 Budget 250,350 0 1,898,169 0 0 0 0 0 2,148,519 2013 Proposed 250,350 0 1,935,119 0 0 0 0 0 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
City Prosecutor
To promote justice and protect the people of the City of Spokane by aggressively and fairly prosecuting those who violate the law.
Mission Statement
Contact Information
Director: Nancy Isserlis Phone: 509-625-6225 Website: www.spokanecity.org/government/legal
Quality Indicator: Percentage of convicted / mitigated dispositions (charge outcomes) compared to dismissed dispositions. Significance:
Criminal Prosecution

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Apr Mar Feb Jan
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: 2011: 81% '12 YTD: 71%
Graph
May
Aug
Quality Indicator: Reasons for various types of dismissed cases.

Significance:
Criminal Prosecution
A case can be dismissed for a variety of reasons, some of which are beyond the control of prosecutors. Notes:
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.
319
Nov
Sep
Oct
Jun
Jul
Dec
320
Program Summary: Mandated Prosecution

Executive Summary:
Operating under statutory mandate to prosecute criminal and civil infraction cases for the City, the City Prosecutors 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 Prosecutors Office files approximately 10,000 to 12,000 criminal cases each year in Spokane Municipal Court. The City Prosecutors 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 Prosecutors 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 Prosecutors 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 Prosecutors Office has had to reallocate victim witness services, as there is a continued state mandate for victim/witness coordination within the Prosecutors Office. The job duties of clerical and professional staff in the City Prosecutors Office have been altered and enhanced to absorb many functions formerly performed by YWCAs Victim Advocates. The City Prosecutors 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 Prosecutors 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 Prosecutors Office to properly staff these dockets.
FTEs
Expenditures:
321
0 0 0 98,665 0 195,831 0 1,476,380 1,770,876
0 0 0 100,280 0 168,486 0 1,476,457 1,745,222
0 0 0 130,855 0 121,576 0 1,412,350 1,664,781
0 0 0 130,598 0 117,617 0 1,534,661 1,782,876
0 0 0 139,160 0 122,117 0 1,551,069 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 1,770,876 0 0 0 0 0 1,770,876 2010 Actual 0 0 1,745,222 0 0 0 0 0 1,745,222 2011 Actual 0 0 1,664,781 0 0 0 0 0 1,664,781 2012 Budget 0 0 1,782,876 0 0 0 0 0 1,782,876 2013 Proposed 0 0 1,812,346 0 0 0 0 0 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)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 7,533 0 131,297 2010 Actual 0 0 0 0 0 1,922 0 142,544 2011 Actual 0 0 0 0 0 55,980 0 151,871 2012 Budget 0 0 0 0 0 56,000 0 164,793 2013 Proposed 0 0 0 0 0 56,000 0 171,172
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 129,634 0 0 0 0 129,634 2010 Actual 0 0 0 98,824 0 0 0 0 98,824 2011 Actual 0 0 0 95,164 0 0 0 0 95,164 2012 Budget 0 0 0 85,000 0 0 0 0 85,000 2013 Proposed 0 0 0 85,000 0 0 0 0 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

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
Expenditures:
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:
325
0 41,022 0 0 0 0 0 41,022
0 36,266 0 0 0 0 0 36,266
0 37,569 0 0 0 0 0 37,569
0 42,000 0 0 0 0 0 42,000
0 42,000 0 0 0 0 0 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)

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 Prosecutors 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 Prosecutors 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 offenders 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 offenders driving privileges.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 0
327
Transfers to Other Funds Wages and Benefits TOTAL
0 78,990 78,990
0 81,742 81,742
0 93,094 93,094
0 102,850 102,850
0 103,951 103,951
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 4,322 0 0 0 0 74,669 78,991 2010 Actual 0 0 6,592 0 0 0 0 75,150 81,742 2011 Actual 0 0 23,831 0 0 0 0 69,263 93,094 2012 Budget 0 0 2,850 0 0 0 0 100,000 102,850 2013 Proposed 0 0 3,951 0 0 0 0 100,000 103,951
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 Attorneys 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 Priority: Leadership Fund Type: General Fund
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 Attorneys 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 Citys 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 Clerks 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 citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services 0 0 0 216,001 0 147,976 2010 Actual 0 0 0 274,222 0 174,042 2011 Actual 0 0 0 333,246 0 114,992 2012 Budget 0 0 0 279,757 0 114,007 2013 Proposed 0 0 0 295,260 0 141,507
331
0 1,828,420 2,192,397
0 2,072,015 2,520,279
0 2,006,967 2,455,205
0 2,122,141 2,515,905
0 2,335,396 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 1,786,892 0 0 0 405,505 0 2,192,397 2010 Actual 0 0 1,892,991 0 0 0 627,289 0 2,520,279 2011 Actual 0 0 1,855,827 0 0 0 599,378 0 2,455,205 2012 Budget 0 0 2,049,905 0 0 0 466,000 0 2,515,905 2013 Proposed 0 0 2,006,163 0 0 0 766,000 0 2,772,163
332
Library Division
Departments:
Library Services
333
Library
334
335
Library Services
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.
336
Department Summary: Library Services

Division: Library Priority: Growth & Learning Fund Type: Special Revenue Fund
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 Librarys 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 childrens 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 daycarespopulations who often arent 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
Expenditures:
2009 Actual All Other Capital Outlay 695,595 856,876 2010 Actual 609,728 912,119 2011 Actual 665,932 864,311 2012 Budget 649,183 880,541 2013 Proposed 759,883 925,541
337
11,632 142,220 0 512,976 0 5,926,604 8,145,903
11,621 159,284 0 486,066 0 5,975,287 8,154,105
11,617 165,402 0 513,678 0 6,082,874 8,303,814
11,616 217,514 0 480,500 0 6,244,969 8,484,323
11,616 196,836 0 480,500 0 6,314,565 8,688,941
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 138,539 234,063 0 0 0 7,771,705 0 0 8,144,307 2010 Actual 153,395 243,566 0 0 0 7,915,397 0 0 8,312,358 2011 Actual 157,983 227,454 0 0 0 7,915,397 0 0 8,300,834 2012 Budget 92,055 235,000 0 0 0 7,923,397 0 0 8,250,452 2013 Proposed 92,055 235,000 0 0 0 7,923,397 0 0 8,250,452
All Other includes copier revenue, non resident fees, contributions, and facilities rent for the Downtown Library garage.
338
Library
Spokane Public Library strengthens our community by promoting literacy and providing access to words, images and information through respectful, professional service.
Mission Statement
Contact Information
Pat Partovi 509-444-5300 www.spokanelibrary.org
Quality Indicator: Gate count at all library branches.

Significance:
Branch Usage

100,000 95,000 90,000 85,000 80,000 75,000 70,000 65,000
60,000 Apr May Aug Mar Nov Feb Sep Oct Jan Jun Jul Dec
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. Annual Performance Totals:
2010: 964,269 2011: 948,826
Graph
'12 YTD: 491,653
Quality Indicator: Circulation of materials.

Significance: Notes:
Material Check-Outs
This measure reflects the public's usage of library materials. Includes new check-outs and renewals.
2010: 2,091,934 2011: 2,112,838 '12 YTD: 1,065,800
Annual Performance Totals:
200,000 195,000 190,000 185,000 180,000 175,000 170,000 165,000 160,000 155,000 150,000
Apr Mar Feb Jan
Graph
May
Aug
339
Nov
Sep
Oct
Jun
Jul
Dec
Quality Indicator: Internet station usage at library branches.
Internet-Enabled Computer Services
May
Mar
May
Quality Indicator: Number of technical assistance requests at library branches.

Significance: When customers are trained to use library equipment and technology, they can use library resources more efficiently. Notes: Includes in-person assistance using computers, copiers, microfilm scanners, and other equipment. Annual Performance Totals: 2010: 34,605 2011: 32,563 '12 YTD: 16,311
Technical Assistance
4,000 3,750 3,500 3,250 3,000 2,750 2,500 2,250 2,000

May Nov Feb Jan Mar Jul Aug Dec Apr Sep Oct Jun
Graph
340
Nov
Aug
Dec
Feb
Apr
Sep
Oct
Jan
Jun
Jul
Quality Indicator: Number of reference assistance requests made to library staff. Significance: Customers get faster, better research results by utilizing the expertise of library staff. Notes: Includes in-person, telephone, and online requests for information. Annual Performance Totals: 2010: 135,641 2011: 137,984 '12 YTD: 75,386
Reference Assistance
15,500 14,500 13,500 12,500 11,500 10,500 9,500 8,500

7,500
Graph
Nov
Feb
Jan
Mar
Jul
Aug
Dec
Apr
Sep
Oct
Jun
Significance: For many customers, the library is their primary source of internet access. Notes: Includes the number of sessions on library computer equipment but does not include Wi-Fi access. Annual Performance Totals: 2010: 208,401 2011: 201,888 '12 YTD: 102,565
22,000 21,000 20,000 19,000 18,000 17,000 16,000 15,000 14,000 13,000 12,000
Graph
Parks Division
Departments:
Golf Courses Joe Albi Stadium Park and Recreation Services Parks and Recreation Capital Urban Forestry
341
Parks
342
343
Golf Courses
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.
344
Department Summary: Golf Courses

Division: Parks Priority: Healthy Citizens & Environment Fund Type: Enterprise Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 246,532 0 248,424 0 760,565 560,000 1,326,743 2010 Actual 0 619,153 0 256,618 0 772,894 552,383 1,354,737 2011 Actual 0 511,811 0 339,311 0 925,441 460,000 1,290,335 2012 Budget 0 35,156 0 366,825 294,500 950,520 565,800 1,303,470 2013 Proposed 0 253,000 0 339,900 0 925,100 0 1,329,600
345
TOTAL
3,142,265
3,555,785
3,526,898
3,516,271
2,847,600
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 26,730 0 0 0 0 114,410 3,090,984 0 3,232,124 2010 Actual 38,734 0 0 295,379 0 74,649 2,938,432 0 3,347,194 2011 Actual 7,464 0 0 120,957 0 17,713 2,836,105 0 2,982,239 2012 Budget 8,300 0 0 0 0 0 3,471,700 0 3,480,000 2013 Proposed 6,100 0 0 0 0 0 3,141,500 0 3,147,600
346
347
Joe Albi Stadium

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.
348
Department Summary: Joe Albi Stadium

Division: Parks Priority: Healthy Citizens & Environment Fund Type: General Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 22,602 0 16,375 0 122,932 167,654 56,576 386,139 2010 Actual 0 0 0 73,539 0 146,908 167,507 55,908 443,862 2011 Actual 0 0 0 22,780 0 160,431 167,429 46,905 397,545 2012 Budget 0 63,300 0 49,090 0 144,885 167,429 28,481 453,185 2013 Proposed 0 35,000 0 50,000 0 147,300 167,400 28,500 428,200
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 154,844 0 231,295 2010 Actual 172,577 0 271,285 2011 Actual 189,691 0 202,247 2012 Budget 177,000 0 276,185 2013 Proposed 155,000 0 245,500
349
0 0 0 0 0 386,139
0 0 0 0 0 443,862
0 0 0 5,607 0 397,545
0 0 0 0 0 453,185
0 0 0 27,700 0 428,200
350
351
Park and Recreation Services

Parks and Recreation Department manages, caretakes and operates the Citys 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 Priority: Healthy Citizens & Environment Fund Type: Special Revenue Fund
Executive Summary:
Parks and Recreation Department manages, caretakes and operates the Citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 771,781 21 1,912,154 0 4,673,141 527,240 8,423,095 16,307,431 2010 Actual 0 721,548 41 1,784,615 0 4,431,123 515,566 8,667,769 16,120,663 2011 Actual 0 489,997 424 2,407,939 0 4,554,097 1,884,694 8,928,048 18,265,199 2012 Budget 0 1,201,868 0 2,510,437 393,500 4,620,044 1,006,794 8,936,273 18,668,916 2013 Proposed 0 1,425,400 0 2,596,200 127,000 4,373,500 809,800 8,270,100 17,602,000
Revenues:
2009 Actual All Other Fines and Forfeits 1,616,601 11,294 2010 Actual 1,501,322 11,185 2011 Actual 1,732,029 16,807 2012 Budget 2,100,600 24,000 2013 Proposed 2,050,700 18,000
353
0 14,792 0 11,023,031 3,208,211 0 15,873,929
0 109,379 0 12,584,258 3,082,742 0 17,288,886
0 108,435 0 12,260,071 3,172,625 0 17,289,967
0 46,200 0 12,836,715 3,403,060 0 18,410,575
0 0 0 12,586,500 2,946,800 0 17,602,000
354
Parks and Recreation

To provide exceptional parks, programs, facilities and services that improves the quality of life for all citizens of Spokane.
Mission Statement
Contact Information
Leroy Eadie 509-625-6200 www.spokaneparks.org
Quality Indicator: Total usage of aquatics facilities.

Significance:
Aquatics Facilities

55,000 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0
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. Annual Performance Totals:
2010: 149,844 2011: 124,301
Graph
Apr
May
Aug
Mar
Quality Indicator: 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: 2011: 77
Planting Donated Trees
Mar
May
Apr
355
Nov
Feb
Aug
Sep
Oct
Jan
Jun
Jul
Dec
'12 YTD: 29
20 18 16 14 12 10 8 6 4 2 0
Graph
Nov
Feb
Sep
Oct
Jan
Jun
Jul
Dec
'12 YTD: 17,522
Mar
Apr
May
Aug
Sep
Jun
356
Nov
Dec
Feb
Oct
Jan
Jul
Quality Indicator: Number of street trees permitted to be planted compared to removed. Significance: This measure indicates growth or loss in the city's street tree inventory. Notes: Only includes street trees that are planted or removed via the required permitting process. Annual Performance Totals: 2011: 216 '12 YTD: 137
Street Trees
120
105
90 75 60 45 30 15 0
Graph
-15 -30
357
Parks and Recreation Capital

This 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 Priority: Healthy Citizens & Environment Fund Type: Capital Project Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 455,572 0 0 0 512 100,000 0 556,084 2010 Actual 0 290,411 0 11,710 0 44,695 246,969 0 593,785 2011 Actual 0 1,462,711 0 279 0 11,265 238,193 0 1,712,448 2012 Budget 0 913,639 0 350,000 0 11,352 100,000 0 1,374,991 2013 Proposed 0 540,000 0 0 0 10,000 450,000 0 1,000,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 48,390 0 0 2010 Actual 60,493 0 0 2011 Actual 30,289 0 0 2012 Budget 31,300 0 0 2013 Proposed 26,300 0 0
359
0 0 480,435 0 0 528,825
189,129 0 436,775 500 0 686,897
375,206 0 1,712,754 0 0 2,118,249
350,000 0 411,004 0 0 792,304
350,000 0 416,000 0 0 792,300
360
361
Urban Forestry
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.
362
Department Summary: Urban Forestry

Division: Parks Priority: Healthy Citizens & Environment Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 19,462 0 16,748 8,500 119,377 2010 Actual 0 13,510 0 25,289 0 27,313 8,500 175,860 2011 Actual 0 2,343 0 47,367 0 44,332 8,500 231,315 2012 Budget 0 0 0 38,052 9,700 102,103 27,000 308,845 2013 Proposed 0 0 0 48,300 0 69,300 27,000 341,100
363
TOTAL
164,087
250,472
333,857
485,700
485,700
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,905 0 0 6,312 0 137,500 12,900 0 158,617 2010 Actual 12,609 0 0 0 896 126,140 6,999 0 146,645 2011 Actual 31,209 0 0 18,496 720 157,100 17,368 0 224,893 2012 Budget 15,000 0 0 20,000 10,700 425,000 15,000 0 485,700 2013 Proposed 15,000 0 0 20,000 10,700 425,000 15,000 0 485,700
364
Police Division
Departments:
Forfeitures & Contributions Law Enforcement Grants Police Vehicle Replacement Spokane Police Department
365
Police
366
367
Forfeitures & Contributions

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.
368
Department Summary: Forfeitures & Contributions

Division: Police Priority: Safety Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 128,717 0 0 0 186,716 0 0 2010 Actual 0 331,231 0 4,026 0 142,521 0 0 2011 Actual 0 624,221 0 0 0 235,118 0 0 2012 Budget 0 475,000 0 0 0 410,268 0 0 2013 Proposed 0 250,000 0 0 0 250,000 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 72,783 319,811 0 27,010 0 0 0 0 419,605 2010 Actual 74,459 380,610 0 1,994 0 0 1,250 0 458,313 2011 Actual 78,655 285,600 0 28,560 0 0 0 0 392,816 2012 Budget 78,231 395,000 0 3,500 0 0 38,000 0 514,731 2013 Proposed 75,000 300,000 0 2,000 0 0 0 0 377,000
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 Grants

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.
372
Department Summary: Law Enforcement Grants

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges 0 1,625,818 0 10,353 2010 Actual 0 840,750 0 10,471 2011 Actual 0 400,693 0 611 2012 Budget 0 3,523,394 0 0 2013 Proposed 0 315,000 0 0
373
0 638,579 0 363,973 2,638,724
0 960,793 0 489,625 2,301,639
0 854,375 0 283,095 1,538,774
0 1,679,753 0 273,746 5,476,893
0 632,258 0 261,615 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 3,929,788 0 0 0 0 0 0 0 3,929,788 2010 Actual 1,818,768 0 0 0 0 61,549 0 0 1,880,317 2011 Actual 821,063 0 0 0 0 16,790 0 0 837,853 2012 Budget 3,840,956 0 0 0 0 111,628 0 0 3,952,584 2013 Proposed 700,000 0 0 0 0 0 0 0 700,000
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 Replacement

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.
376
Department Summary: Police Vehicle Replacement

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 vehicles 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 0 2013 Proposed 0 750,000 0 0 0 0 0
377
0 0
0 0
0 0
0 0
0 750,000
Prior to 2013, SPD vehicle purchase were part of the Police operating budget.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 0 0 0 2010 Actual 0 0 0 0 0 0 0 0 0 2011 Actual 0 0 0 0 0 0 0 0 0 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 750,000 0 0 0 0 0 0 0 750,000
378
379
Spokane Police Department

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.
380
Department Summary: Spokane Police Department

Division: Police Priority: Safety Fund Type: General Fund
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 multifaceted, 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 days 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,963,425 587,105 0 4,521,151 0 2,060,222 1,023,934 39,445,818 49,601,655 2010 Actual 1,649,981 1,106,053 0 5,233,153 0 1,919,402 267,993 38,610,000 48,786,581 2011 Actual 2,154,651 1,119,982 0 5,700,749 0 1,887,369 223,137 38,747,350 49,833,238 2012 Budget 1,851,817 700,000 0 6,207,092 (513,022) 2,297,797 357,975 41,902,484 52,804,143 2013 Proposed 1,851,817 0 0 6,703,794 66,978 2,452,298 357,975 41,215,127 52,647,989
The Capital Expenditure budget has been moved to a Capital Replacement Fund.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 27,090 0 45,934,649 2,382,053 52,881 170,225 485,107 549,651 49,601,655 2010 Actual 66,282 0 45,130,719 2,189,003 48,939 174,202 633,666 543,770 48,786,581 2011 Actual 46,890 0 45,912,525 2,496,238 57,362 0 757,803 562,420 49,833,238 2012 Budget 57,000 0 48,398,541 2,135,585 47,000 0 766,017 1,400,000 52,804,143 2013 Proposed 57,000 0 48,242,387 2,135,585 47,000 0 766,017 1,400,000 52,647,989
382
Spokane Police Department

The SPD values serve as a guide: Service-SPD strives to serve our citizens so they will be safe and will receive the best service serve the community through honorable and professional accountability and leadership.
possible with the resources provided to us; Pride-SPD is proud to
Mission Statement
Contact Information
Chief Scott Stephens (Interim) 509-625-4000 www.spokanepolice.org
policing; and Dedication-SPD is dedicated to results through
Quality Indicator: Percent of emergency calls responded to within five minutes. Significance:
Calls for Service Response

100% 90% 80% 70% 60% 50%
Apr Jun May Aug Mar Nov Feb Sep Oct Jan Jul Dec
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. Annual Performance Averages:
2010: 66% 2011: 66% '12 YTD: 68%
Graph
Quality Indicator: Percent of property crimes assigned to investigators.

Significance:
Property Crimes Investigations
50% 40% 30% 20% 10% 0%

Apr May Aug Mar Nov Feb Sep Oct Jan Jun Jul Dec
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. Annual Performance Averages:
2010: 8% 2011: 5% '12 YTD: 4%
Graph
383
Quality Indicator: Percent of collisions resulting in injuries.

Significance: Studies have shown that a proper amount of traffic enforcement can result in reduced collision rates. Notes: Includes injury-only collisions, fatalities are not included. Annual Performance Averages: 2010: 32% 2011: 33% '12 YTD: 34%
Traffic Enforcement
50% 40% 30% 20% 10% 0%

Mar Apr Jun May Aug Nov Nov Nov Feb Sep Oct Oct Oct Jan Jul Dec Dec Dec
Graph
Quality Indicator: Percent of records requests completed within 30 days.

Significance: Timely responses to public records requests can assist citizens in filing insurance claims for stolen property. Notes: Annual Performance Averages: 2010: 73% 2011: 25%
Public Records Requests
Mar
May
Feb
Apr
Jan
Jun
Quality Indicator: Percent of stolen vehicles recovered.

Significance: Spokane has long been high in nationwide stats for vehicles stolen per capita. Notes: Annual Performance Averages: 2010: 80% 2011: 80%
Stolen Vehicle Recovery
100% 90% 80% 70% 60%

'12 YTD: 80%
Graph
50%
Feb Jan Mar May Apr Jul Aug Sep Jun
384
Aug
Jul
Sep
'12 YTD: 27%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Graph
Program Summary: Community Resources

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 offduty 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 nonemergency 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services 27,529 0 0 88,413 0 86,781 2010 Actual 32,977 1,427 0 150,973 0 89,222 2011 Actual 43,164 211 0 158,667 0 96,164 2012 Budget 37,200 0 0 176,179 0 99,384 2013 Proposed 37,200 0 0 190,485 0 120,440
385
20,479 854,332 1,077,534
6,193 1,035,140 1,315,932
6,190 1,090,741 1,395,137
9,539 1,076,825 1,399,127
9,539 1,101,193 1,458,857
These expenditures also include administrative overhead.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 840,589 0 0 0 236,945 0 1,077,534 2010 Actual 0 0 972,481 0 0 0 343,451 0 1,315,932 2011 Actual 0 0 995,824 0 0 0 399,313 0 1,395,137 2012 Budget 0 0 1,078,710 0 0 0 320,417 0 1,399,127 2013 Proposed 0 0 1,138,440 0 0 0 320,417 0 1,458,857
386
Program Summary: Emergency Response/Uniform Services

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 Units 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 715,751 587,105 0 2,299,558 0 618,493 532,446 20,880,470 25,633,823 2010 Actual 571,597 1,000,234 0 2,618,725 0 592,880 107,351 20,607,948 25,498,735 2011 Actual 748,178 781,788 0 2,752,038 0 532,680 107,300 20,866,924 25,788,908 2012 Budget 657,200 700,000 0 3,112,488 0 668,062 168,527 22,674,315 27,980,592 2013 Proposed 657,200 950,000 0 3,365,238 0 833,780 168,527 23,003,531 28,978,276
Expenditures have been reduced by the elimination of vacant personnel from Patrol. These expenditures also include administrative overhead.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 25,225 0 24,713,584 9,136 0 170,225 166,002 549,651 25,633,823 2010 Actual 65,073 0 24,502,567 7,723 0 174,202 205,400 543,770 25,498,735 2011 Actual 44,255 0 24,779,183 227,215 0 0 175,835 562,420 25,788,908 2012 Budget 57,000 0 26,146,692 189,300 0 0 187,600 1,400,000 27,980,592 2013 Proposed 57,000 0 27,144,376 189,300 0 0 187,600 1,400,000 28,978,276
388
Program Summary: Investigative Operations

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
Expenditures:
389
Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
0 0 724,018 0 296,153 163,829 6,481,939 7,886,170
7,612 0 833,299 0 207,279 33,031 6,430,653 7,687,750
1,053 0 853,919 0 181,650 30,952 5,945,060 7,228,455
0 0 936,877 0 225,662 47,696 6,212,938 7,609,173
0 0 1,008,410 0 259,488 47,696 6,301,303 7,802,897
Due to increases in wages and benefits, one detective position will be eliminated. These expenditures also include administrative overhead.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 7,885,992 0 0 0 178 0 7,886,170 2010 Actual 0 0 7,687,637 0 0 0 113 0 7,687,750 2011 Actual 0 0 7,222,440 6,015 0 0 0 0 7,228,455 2012 Budget 0 0 7,609,173 0 0 0 0 0 7,609,173 2013 Proposed 0 0 7,802,897 0 0 0 0 0 7,802,897
390
Program Summary: Joint Services - Records & Property Room

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 personneldriven. 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 enforcements 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
Expenditures:
391
Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
0 0 350,553 0 143,639 71,675 2,828,472 3,527,691
6,181 0 529,034 0 193,832 16,516 2,907,707 3,778,616
323,553 0 731,792 0 208,556 18,571 3,019,047 4,523,374
0 0 647,431 0 239,783 25,438 3,130,985 4,177,837
0 0 685,431 0 267,175 25,438 3,169,437 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 135 0 1,971,404 1,486,553 52,881 0 16,718 0 3,527,691 2010 Actual 66 0 2,175,217 1,536,651 48,939 0 17,743 0 3,778,616 2011 Actual 66 0 2,816,075 1,641,773 57,362 0 8,098 0 4,523,374 2012 Budget 0 0 2,823,837 1,300,000 47,000 0 7,000 0 4,177,837 2013 Proposed 0 0 2,927,681 1,300,000 47,000 0 7,000 0 4,281,681
Spokane County Sheriff Office is joint partner.
392
Program Summary: Police Dispatch

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 646,330 0 0 344,858 0 102,750 71,675 2,311,868 2010 Actual 590,294 3,330 0 386,909 0 89,629 14,451 2,268,640 2011 Actual 724,200 492 0 415,143 0 85,853 14,444 2,382,209 2012 Budget 676,017 0 0 514,809 0 98,485 25,438 2,817,471 2013 Proposed 676,017 0 0 565,960 0 109,581 25,438 2,735,496
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 3,240,365 231,512 0 0 5,604 0 3,477,481 2010 Actual 0 0 3,137,998 215,255 0 0 0 0 3,353,253 2011 Actual 0 0 3,350,457 257,688 0 0 14,196 0 3,622,341 2012 Budget 0 0 3,787,220 335,000 0 0 10,000 0 4,132,220 2013 Proposed 0 0 3,767,492 335,000 0 0 10,000 0 4,112,492
394
Program Summary: Police Operations Training

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
Expenditures:
395
TOTAL
1,175,387
908,477
1,127,991
1,140,110
900,816
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 1,106,100 9,287 0 0 60,000 0 1,175,387 2010 Actual 542 0 847,210 225 0 0 60,500 0 908,477 2011 Actual 2,581 0 1,043,140 20,682 0 0 61,588 0 1,127,991 2012 Budget 0 0 1,060,110 0 0 0 80,000 0 1,140,110 2013 Proposed 0 0 820,816 0 0 0 80,000 0 900,816
396
Program Summary: Special Investigations

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 Sheriffs 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 96,351 0 0 309,447 0 2010 Actual 76,946 3,330 0 352,270 0 2011 Actual 100,716 492 0 370,222 0 2012 Budget 99,200 0 0 469,809 0 2013 Proposed 86,800 0 0 444,465 0
397
145,944 71,675 2,857,233 3,480,650
140,036 14,451 2,889,653 3,476,686
136,702 14,444 2,668,623 3,291,199
213,019 25,438 3,154,935 3,962,401
221,486 22,258 3,045,905 3,820,914
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 10,853,716 236,107 0 0 0 0 11,089,823 2010 Actual 0 0 3,239,475 237,211 0 0 0 0 3,476,686 2011 Actual 0 0 3,060,010 231,189 0 0 0 0 3,291,199 2012 Budget 0 0 3,739,481 222,920 0 0 0 0 3,962,401 2013 Proposed 0 0 3,597,994 222,920 0 0 0 0 3,820,914
398
Program Summary: Traffic Unit

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 68,822 0 0 221,033 0 67,326 51,197 2,161,687 2010 Actual 54,961 2,379 0 251,621 0 80,658 10,322 1,848,549 2011 Actual 71,940 351 0 264,444 0 57,045 10,317 2,012,677 2012 Budget 49,600 0 0 234,905 0 71,452 12,719 1,704,671 2013 Proposed 49,600 0 0 253,980 0 76,531 12,719 1,405,792
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 54 0 2,568,029 0 0 0 1,982 0 2,570,065 2010 Actual 55 0 2,240,996 0 0 0 7,439 0 2,248,490 2011 Actual 432 0 2,317,880 0 0 0 98,462 0 2,416,774 2012 Budget 0 0 1,913,347 0 0 0 160,000 0 2,073,347 2013 Proposed 0 0 1,638,622 0 0 0 160,000 0 1,798,622
The revenues from Traffic tickets are in the Municipal Court department.
400
Stand Alone Departments

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
Stand Alone Departments
402
403
City Clerk
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.
404
Department Summary: City Clerk

Division: Stand Alone Departments Priority: Leadership Fund Type: General Fund
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
Expenditures:
405
0 47,307 0 101,574 0 364,693 513,573
0 52,402 0 56,359 0 383,120 491,881
0 53,213 0 53,605 0 329,726 436,544
0 53,933 0 62,403 0 397,581 513,917
0 36,333 0 62,403 0 428,723 527,459
Contract with Northwest Microfilm for $50,000 for off-site records storage and retrieval services.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 11 0 511,198 0 0 0 2,364 0 513,573 2010 Actual 11 0 489,710 0 0 0 2,160 0 491,881 2011 Actual 13 0 433,576 0 0 0 2,955 0 436,544 2012 Budget 0 0 513,917 0 0 0 0 0 513,917 2013 Proposed 4,000 0 523,459 0 0 0 0 0 527,459
copy fees and interfund LID costs
406
407
City Council
408
Department Summary: City Council

Executive Summary:
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 5,600 0 0 134,527 0 91,680 0 704,059 935,866 2010 Actual 0 18,441 0 148,128 0 48,882 0 592,580 808,032 2011 Actual 0 0 0 177,542 0 54,195 0 563,944 795,681 2012 Budget 30,380 0 0 182,859 0 103,199 0 822,314 1,138,752 2013 Proposed 60,000 0 0 207,918 0 73,779 0 793,817 1,135,514
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits 0 0 935,866 0 0 2010 Actual 0 0 808,032 0 0 2011 Actual 0 0 794,518 0 0 2012 Budget 0 0 1,138,752 0 0 2013 Proposed 0 0 1,135,514 0 0
409
Operating Transfers In Services Taxes TOTAL
0 0 0 935,866
0 0 0 808,032
0 1,163 0 795,681
0 0 0 1,138,752
0 0 0 1,135,514
410
411
Civil Service Department

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.
412
Department Summary: Civil Service Department

Executive Summary:

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 55,854 0 41,024 0 593,543 2010 Actual 0 0 0 50,568 0 23,788 0 610,014 2011 Actual 0 0 0 50,074 0 33,484 0 677,532 2012 Budget 0 0 0 47,990 11,621 35,695 0 740,205 2013 Proposed 0 0 0 50,320 0 38,025 621 761,443
413
TOTAL
690,421
684,370
761,090
835,511
850,409
Revenues:
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
Expenditures:
415
0 8,713 0 2,995 0 94,967 106,675
0 7,889 0 1,737 0 97,602 107,228
0 7,812 0 2,444 0 108,405 118,661
0 7,486 1,743 2,605 0 117,189 129,023
0 7,862 0 1,497 0 121,831 131,190
Revenues:
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 departments 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
Expenditures:
417
0 25,023 0 24,902 0 261,159 311,084
0 22,654 0 14,439 0 268,406 305,499
0 22,433 0 20,325 0 298,114 340,872
0 21,500 4,878 21,667 0 323,486 371,531
0 22,491 621 24,324 0 335,035 382,471
Revenues:
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services 0 0 0 2010 Actual 0 0 0 2011 Actual 0 0 0 2012 Budget 0 0 0 2013 Proposed 0 0 0
419
Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL
22,118 0 13,127 0 237,417 272,662
20,025 0 7,612 0 244,006 271,643
19,829 0 10,715 0 271,013 301,557
19,004 5,000 11,423 0 299,530 334,957
19,967 0 12,204 0 304,577 336,748
Revenues:
420
421
Communications & Public Information

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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services 0 0 0 44,254 0 22,608 2010 Actual 0 0 0 45,662 0 9,543 2011 Actual 0 0 0 42,505 0 9,985 2012 Budget 0 0 0 42,445 0 26,599 2013 Proposed 0 0 0 46,063 0 22,284
423
1,772 331,118 399,753
0 371,806 427,011
0 346,967 399,457
0 361,617 430,661
0 362,314 430,661
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 5,985 0 393,509 0 0 0 259 0 399,753 2010 Actual 5,475 0 421,141 0 0 0 395 0 427,011 2011 Actual 6,075 0 392,423 0 0 0 959 0 399,457 2012 Budget 6,000 0 424,461 0 0 0 200 0 430,661 2013 Proposed 6,000 0 424,461 0 0 0 200 0 430,661
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 Fund

The 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

Division: Stand Alone Departments Priority: Leadership Fund Type: Special Revenue 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 plans 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 Citys 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 consultants retainer fee. The entire budget for the 457 Plan is covered by a unique revenue sharing agreement between the Plan and the Plans 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 10,822 0 73,833 0 0 2010 Actual 0 0 0 25,545 0 74,688 0 0 2011 Actual 0 0 0 10,442 0 51,200 0 0 2012 Budget 0 0 0 20,552 0 86,500 0 0 2013 Proposed 0 0 0 20,700 0 82,000 0 0
427
TOTAL
84,655
100,233
61,642
107,052
102,700
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 88,229 0 0 0 0 0 0 0 88,229 2010 Actual 96,477 0 0 0 0 0 0 0 96,477 2011 Actual 68,040 0 0 0 0 0 0 0 68,040 2012 Budget 107,000 0 0 0 0 0 0 0 107,000 2013 Proposed 107,000 0 0 0 0 0 0 0 107,000
428
429
General Fund Allocations - Streets, Library, Parks, CH Maint, Parking Enforcement

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.
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 2013 Streets 10.300 11.360 12.700 12.700 12.700 Library 7.772 7.915 7.915 7.923 7.923 Parks 11.006 12.199 12.260 12.777 12.526 Urb. Frst 0.063 0.060 0.055 0.066 0.066 CH Maint
0.900
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 0 29,140,636 0 2010 Actual 0 0 0 0 0 0 31,534,198 0 2011 Actual 0 0 0 0 0 0 32,930,068 0 2012 Budget 0 0 0 0 0 0 33,466,112 0 2013 Proposed 0 0 0 0 0 0 34,115,914 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:
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 819,970 0 819,970 2010 Actual 0 0 0 0 0 0 760,392 0 760,392 2011 Actual 0 0 0 0 0 0 865,817 0 865,817 2012 Budget 0 0 0 0 0 0 1,007,561 0 1,007,561 2013 Proposed 0 0 0 0 0 0 1,000,000 0 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:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 819,970 2010 Actual 0 0 760,392 2011 Actual 0 0 865,817 2012 Budget 0 0 1,007,561 2013 Proposed 0 0 1,000,000
433
0 0 0 0 0 819,970
0 0 0 0 0 760,392
0 0 0 0 0 865,817
0 0 0 0 0 1,007,561
0 0 0 0 0 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 996,623 0 996,623 2010 Actual 0 0 0 0 0 0 920,075 0 920,075 2011 Actual 0 0 0 0 0 0 884,397 0 884,397 2012 Budget 0 0 0 0 0 0 898,484 0 898,484 2013 Proposed 0 0 0 0 0 0 900,000 0 900,000
The amounts shown in 2009 - 2012 were the cost of the program under General Administration and are shown here only for comparison purposes.
Revenues:
435
0 996,623 0 0 0 0 0 996,623
0 920,075 0 0 0 0 0 920,075
0 884,397 0 0 0 0 0 884,397
0 898,484 0 0 0 0 0 898,484
0 900,000 0 0 0 0 0 900,000
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 7,771,705 0 7,771,705 2010 Actual 0 0 0 0 0 0 7,915,397 0 7,915,397 2011 Actual 0 0 0 0 0 0 7,915,397 0 7,915,397 2012 Budget 0 0 0 0 0 0 7,923,397 0 7,923,397 2013 Proposed 0 0 0 0 0 0 7,923,397 0 7,923,397
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits 0 0 7,771,705 0 0 2010 Actual 0 0 7,915,397 0 0 2011 Actual 0 0 7,915,397 0 0 2012 Budget 0 0 7,923,397 0 0 2013 Proposed 0 0 7,923,397 0 0
437
0 0 0 7,771,705
0 0 0 7,915,397
0 0 0 7,915,397
0 0 0 7,923,397
0 0 0 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
Expenditures:
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits 0 0 11,006,431 0 0 2010 Actual 0 0 12,198,801 0 0 2011 Actual 0 0 12,260,071 0 0 2012 Budget 0 0 12,776,715 0 0 2013 Proposed 0 0 12,526,517 0 0
439
0 0 0 11,006,431
0 0 0 12,198,801
0 0 0 12,260,071
0 0 0 12,776,715
0 0 0 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
Expenditures:
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:
2009 Actual All Other Fines and Forfeits General Fund Resources 0 0 10,300,000 2010 Actual 0 0 11,360,000 2011 Actual 0 0 12,700,000 2012 Budget 0 0 12,700,000 2013 Proposed 0 0 11,700,000
441
0 0 0 0 0 10,300,000
0 0 0 0 0 11,360,000
0 0 0 0 0 12,700,000
0 0 0 0 0 12,700,000
0 0 0 0 0 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 62,500 0 62,500 2010 Actual 0 0 0 0 0 0 60,000 0 60,000 2011 Actual 0 0 0 0 0 0 54,600 0 54,600 2012 Budget 0 0 0 0 0 0 66,000 0 66,000 2013 Proposed 0 0 0 0 0 0 66,000 0 66,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits 0 0 62,500 0 0 2010 Actual 0 0 60,000 0 0 2011 Actual 0 0 54,600 0 0 2012 Budget 0 0 66,000 0 0 2013 Proposed 0 0 66,000 0 0
443
0 0 0 62,500
0 0 0 60,000
0 0 0 54,600
0 0 0 66,000
0 0 0 66,000
444
445
Hearing Examiner Services

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.
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 Examiners 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 Examiners 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 0 0 0 14,160 0 2010 Actual 0 0 0 10,467 0 2011 Actual 0 0 0 11,731 0 2012 Budget 0 0 0 12,956 0 2013 Proposed 0 0 0 13,836 0
447
2,055 0 184,146 200,361
2,097 0 191,975 204,539
3,517 0 201,776 217,024
9,574 0 210,105 232,635
9,574 0 209,225 232,635
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 2,699 0 196,815 847 0 0 0 0 200,361 2010 Actual 1,494 0 202,395 650 0 0 0 0 204,539 2011 Actual 6,521 0 210,193 310 0 0 0 0 217,024 2012 Budget 0 0 220,135 0 0 0 12,500 0 232,635 2013 Proposed 0 0 220,135 0 0 0 12,500 0 232,635
448
449
Hotel/Motel Tax Fund

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.
450
Program Summary: Hotel/Motel Tax Fund

Division: Stand Alone Departments Priority: Strong Economy Fund Type: Special Revenue 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 989,460 0 359,964 6 0 152,418 0 0 1,501,848 2010 Actual 774,214 0 362,500 8 0 104,521 0 0 1,241,243 2011 Actual 1,089,050 0 361,125 8 0 83,000 0 0 1,533,183 2012 Budget 1,027,500 0 363,875 0 0 110,000 0 0 1,501,375 2013 Proposed 1,050,000 0 365,000 0 0 110,000 0 0 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:
451
0 0 0 0 1,361,444 1,361,444
0 0 0 0 1,415,863 1,415,863
0 0 0 0 1,371,827 1,371,827
0 0 0 0 1,500,000 1,500,000
0 0 0 0 1,500,000 1,500,000
452
453
Jail / Altenatives to Incarceration

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.
454
Department Summary: Jail / Altenatives to Incarceration

Division: Stand Alone Departments Priority: Safety Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 5,687,706 0 0 6 0 2,609 170,225 0 5,860,545 2010 Actual 5,505,441 0 0 14 0 2,970 174,202 0 5,682,627 2011 Actual 5,684,856 0 0 12 0 2,855 0 0 5,687,723 2012 Budget 5,250,000 0 0 15 0 3,000 0 0 5,253,015 2013 Proposed 5,900,000 0 0 15 0 3,000 0 0 5,903,015
Revenues:
455
0 0 861,812 0 1,000,000 67,856 3,990,697 5,953,131
0 0 1,296,727 0 1,000,000 89,047 3,936,120 6,349,758
0 0 1,179,587 0 1,040,000 103,551 4,080,107 6,420,092
0 0 1,120,000 0 400,000 90,000 3,150,000 4,775,000
0 0 1,120,000 0 1,000,000 90,000 3,200,000 5,425,000
456
457
Law Enforcement Information Systems

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.
458
Program Summary: Law Enforcement Information Systems

Division: Stand Alone Departments Priority: Safety Fund Type: Special Revenue Fund
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 reportwriting), 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 29,197 0 211,815 0 1,056,804 2010 Actual 38,039 0 0 32,668 0 205,342 0 1,190,234 2011 Actual 6,948 0 0 68,303 0 209,811 0 1,250,129 2012 Budget 30,000 88,434 0 66,407 0 294,776 0 1,375,373 2013 Proposed 30,000 80,000 0 66,407 0 346,115 0 1,335,373
459
TOTAL
1,297,816
1,466,283
1,535,191
1,854,990
1,857,895
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 12 0 0 630,663 0 817,310 17,127 0 1,465,111 2010 Actual 39 0 0 628,630 0 0 746,531 0 1,375,199 2011 Actual (21) 0 0 689,255 0 0 851,651 0 1,540,885 2012 Budget 0 0 0 735,000 0 0 989,567 0 1,724,567 2013 Proposed 0 0 0 740,000 0 0 989,967 0 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'

Division: Stand Alone Departments Priority: Leadership 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 1,667,399 0 0 60,281 0 3,296,646 0 0 2010 Actual 1,762,524 0 0 60,453 0 3,508,950 0 0 2011 Actual 1,633,585 71,550 0 54,922 0 3,581,062 0 0 2012 Budget 2,110,000 0 0 46,210 0 3,897,620 0 0 2013 Proposed 2,016,925 0 0 50,101 0 3,986,620 0 0
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,102,672 0 0 226,773 0 0 0 4,826,967 6,156,412 2010 Actual 1,205,382 0 0 234,692 0 0 4,870,847 473 6,311,394 2011 Actual 823,469 0 0 355,885 0 0 4,772,103 0 5,951,457 2012 Budget 6,016,600 0 0 365,000 0 0 0 0 6,381,600 2013 Proposed 6,016,600 0 0 365,000 0 0 0 0 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 Police
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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 1,052,775 0 0 52,053 0 2,735,877 0 0 2010 Actual 968,258 0 0 54,539 0 3,377,091 0 0 2011 Actual 869,226 52,470 0 49,945 0 2,936,740 0 0 2012 Budget 1,159,000 0 0 45,403 0 3,550,869 0 0 2013 Proposed 1,117,745 0 0 49,318 0 3,540,869 0 0
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 225,000 3,600,000 3,825,000 2010 Actual 0 0 0 0 0 0 225,000 3,975,000 4,200,000 2011 Actual 0 0 0 94,888 0 0 225,000 3,480,000 3,799,888 2012 Budget 4,250,000 0 0 100,000 0 0 225,000 0 4,575,000 2013 Proposed 4,250,000 0 0 100,000 0 0 225,000 0 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 Sources

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.
470
Department Summary: Mandated Defense -- General Fund and Other Sources

Division: Stand Alone Departments Priority: Safety Fund Type: General Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 179,572 0 127,727 0 2,189,064 2010 Actual 0 0 0 187,440 0 127,848 0 2,281,557 2011 Actual 0 18,238 0 185,028 0 113,460 0 2,277,213 2012 Budget 15 0 0 273,400 0 139,716 0 2,321,690 2013 Proposed 15 0 0 233,859 0 136,266 0 2,359,678
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 183,479 0 2,312,884 0 0 0 0 0 2,496,363 2010 Actual 198,489 0 2,398,356 0 0 0 0 0 2,596,845 2011 Actual 217,133 0 2,376,806 0 0 0 0 0 2,593,938 2012 Budget 217,986 0 2,516,835 0 0 0 0 0 2,734,821 2013 Proposed 220,496 0 2,509,322 0 0 0 0 0 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
Public Defender
Provide quality legal representation in a professional, efficient, and caring manner to indigent persons accused of City non-felony crimes.
Mission Statement
Contact Information
Katherine Knox 509-835-5955 None
Quality Indicator: Average caseload per public defense attorney.

Significance:
Public Defender Representation

50 45 40 35 30 25 20 15 10 5 0
Apr Mar Feb Jan
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: 2011: 405 '12 YTD: 182
Graph
May
Aug
Quality Indicator: Percent of clients meeting with public defense attorneys.

Significance:
Client Appointments
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: 2011: 85% '12 YTD: 86%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Apr Mar Feb Jan
Graph
May
Aug
473
Nov
Sep
Oct
Jun
Jul
Dec
Nov
Sep
Oct
Jun
Jul
Dec
474
Program Summary: Defender Services -- State Office of Public Defense (OPD)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 19 0 71,440 71,459 2010 Actual 0 0 0 0 0 24 0 85,587 85,611 2011 Actual 0 0 0 0 0 24 0 93,916 93,940 2012 Budget 0 0 0 0 0 0 0 106,914 106,914 2013 Proposed 0 0 0 0 0 0 0 117,773 117,773
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:
2009 Actual All Other Fines and Forfeits General Fund Resources 71,459 0 0 2010 Actual 85,611 0 0 2011 Actual 93,940 0 0 2012 Budget 84,000 0 22,914 2013 Proposed 84,000 0 33,773
475
0 0 0 0 0 71,459
0 0 0 0 0 85,611
0 0 0 0 0 93,940
0 0 0 0 0 106,914
0 0 0 0 0 117,773
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

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 19 0 75,143 2010 Actual 0 0 0 0 0 24 0 89,371 2011 Actual 0 0 0 0 0 22 0 109,926 2012 Budget 0 0 0 0 0 0 0 110,323 2013 Proposed 0 0 0 0 0 0 0 111,253
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 90,663 0 0 0 0 0 0 0 90,663 2010 Actual 90,663 0 0 0 0 0 0 0 90,663 2011 Actual 90,663 0 19,285 0 0 0 0 0 109,948 2012 Budget 90,663 0 19,660 0 0 0 0 0 110,323 2013 Proposed 90,663 0 20,590 0 0 0 0 0 111,253
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 Office
The Mayor is the Citys Chief Executive Officer, directing the activities of the Citys 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 Citys Chief Executive Officer, directing the activities of the Citys 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 56,239 0 137,472 0 703,905 897,617 2010 Actual 0 0 0 67,108 0 142,352 0 893,387 1,102,847 2011 Actual 0 0 0 66,143 0 167,243 0 875,193 1,108,579 2012 Budget 0 0 0 54,505 0 247,992 0 906,313 1,208,810 2013 Proposed 0 0 0 87,247 0 219,309 0 885,000 1,191,556
Revenues:
481
0 897,617 0 0 0 0 0 897,617
0 1,102,847 0 0 0 2,525 0 1,105,372
0 1,108,579 0 0 0 0 0 1,108,579
0 1,208,810 0 0 0 0 0 1,208,810
0 1,191,556 0 0 0 0 0 1,191,556
482
483
Municipal Court
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.
484
Department Summary: Municipal Court

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
485
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 349,382 0 0 499,478 0 126,619 3,477 3,158,061 4,137,017 2010 Actual 283,752 0 0 498,136 0 174,351 0 3,165,683 4,121,922 2011 Actual 122,644 0 0 465,044 0 103,811 0 3,270,207 3,961,706 2012 Budget 276,826 0 0 687,643 (120,000) 186,824 0 3,455,869 4,487,162 2013 Proposed 191,826 0 0 675,000 0 153,265 0 2,840,000 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 13,302 3,065,706 918,180 0 0 0 96,533 43,296 4,137,017 2010 Actual 11,562 3,192,840 713,383 0 0 0 160,177 43,960 4,121,922 2011 Actual 73,976 2,653,375 1,025,123 0 0 0 161,733 47,499 3,961,706 2012 Budget 13,500 3,303,500 1,024,162 0 0 0 96,000 50,000 4,487,162 2013 Proposed 13,500 3,303,500 397,091 0 0 0 96,000 50,000 3,860,091
486
487
Non-Departmental
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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 149,651 54,197 85,834 0 3,342,791 2,498,334 469,170 2010 Actual 0 7,750 77,534 82,950 0 3,140,671 2,699,219 4,968,011 2011 Actual 0 0 100,510 58,608 0 2,934,863 2,316,713 147,314 2012 Budget 0 0 286,386 431,929 (965,000) 3,567,100 1,352,323 135,000 2013 Proposed 0 0 286,386 431,941 (965,000) 3,567,100 1,352,323 135,000
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:
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 Ombudsman

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.
492
Department Summary: Office of Police Ombudsman

Executive Summary:

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 16 0 15,074 2,666 53,357 2010 Actual 0 6,551 0 14,560 0 54,356 0 152,224 2011 Actual 0 0 0 32,411 0 15,859 0 155,178 2012 Budget 0 0 0 36,102 0 15,327 0 172,685 2013 Proposed 0 0 0 40,429 0 14,398 0 195,000
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:
494
Office of the Police Ombudsman

Mission Statement
Contact Information
Tim Burns 509-625-6742 www.spdombudsman.com
Quality Indicator:
Point of Contact
Total number of contacts.

105 90 75 60 45 30 15
Mar May Nov Aug Dec Feb Apr Sep Oct Jan Jun Jul '12 YTD: 459 0
Significance:
A main purpose of the OPO is to serve as a point of contact for citizens. Notes:
Graph
Quality Indicator: 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: Annual Performance Averages: 2011: No data '12 YTD: 19%
Complaint Receiving
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Mar Feb Apr Jan
Graph
May
495
Nov
Aug
Dec
Sep
Oct
Jun
Jul
496
497
Probation Services
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.
498
Department Summary: Probation Services

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 33,884 0 0 90,327 0 20,050 0 898,835 1,043,096 2010 Actual 48,145 0 0 83,945 0 22,776 0 1,020,911 1,175,778 2011 Actual 46,206 0 0 141,721 0 21,590 0 1,046,609 1,256,126 2012 Budget 45,000 0 0 155,651 0 23,754 0 1,141,342 1,365,747 2013 Proposed 35,000 0 0 172,842 0 23,128 0 1,143,629 1,374,599
Revenues:
499
0 623,885 1,012 0 0 414,964 0 1,043,096
0 782,032 800 0 0 389,516 0 1,175,778
0 865,666 0 0 0 383,461 0 1,256,126
0 943,127 0 0 0 420,120 0 1,365,747
0 951,979 0 0 0 420,120 0 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 Technology

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.
502
Department Summary: Public, Education & Government Access Technology

Division: Stand Alone Departments Priority: Leadership Fund Type: Special Revenue Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 61,031 0 5 0 186,999 0 0 2010 Actual 0 44,775 0 10 0 211,450 0 0 2011 Actual 0 41,186 0 12 0 154,682 0 0 2012 Budget 0 79,200 0 0 0 184,800 0 0 2013 Proposed 0 79,200 0 0 0 184,800 0 0
503
TOTAL
248,035
256,234
195,879
264,000
264,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 262,604 0 0 0 262,604 2010 Actual 0 0 0 0 252,685 0 0 0 252,685 2011 Actual 0 0 0 0 201,791 0 0 0 201,791 2012 Budget 0 0 0 0 264,000 0 0 0 264,000 2013 Proposed 0 0 0 0 264,000 0 0 0 264,000
504
505
SERS
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.
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 15,828,418 17,539 0 114,856 0 545,070 0 327,909 2010 Actual 17,044,980 0 0 121,747 0 518,003 0 318,540 2011 Actual 17,722,927 352,980 0 119,098 0 549,760 0 251,775 2012 Budget 19,463,600 0 0 114,392 0 782,120 0 313,870 2013 Proposed 20,822,500 0 0 36,229 0 743,870 0 322,030
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 51,922,054 0 0 0 0 0 60,152 0 51,982,206 2010 Actual 41,347,760 0 0 0 0 0 60,334 0 41,408,094 2011 Actual 7,587,172 0 0 0 0 0 37,213 0 7,624,385 2012 Budget 19,280,000 0 0 0 0 0 80,000 0 19,360,000 2013 Proposed 18,990,000 0 0 0 0 0 40,000 0 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 Programs
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.
512
Department Summary: Environmental Programs

Division: Utilities Priority: Healthy Citizens & Environment Fund Type: Enterprise Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 89,832 0 305,410 0 265,169 2010 Actual 0 0 0 97,018 0 274,576 1,687 300,273 2011 Actual 0 0 0 71,076 0 9,379 2,521 297,930 2012 Budget 0 0 0 64,064 0 47,203 0 310,981 2013 Proposed 0 0 0 70,814 0 14,203 0 322,131
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 20,000 498,494 0 518,494 2010 Actual 0 0 0 0 0 20,000 673,555 0 693,555 2011 Actual 0 0 0 0 0 0 380,628 0 380,628 2012 Budget 0 0 0 30,000 0 0 394,802 0 424,802 2013 Proposed 0 0 0 0 0 0 407,148 0 407,148
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 Priority: Leadership Fund Type: Internal Service Fund
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 units 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 2,752,952 0 186,127 0 775 256,771 0 3,196,625 2010 Actual 0 2,265,072 0 41,939 0 1,903 443,909 0 2,752,823 2011 Actual 0 2,764,492 0 52,147 0 827 0 0 2,817,466 2012 Budget 0 3,248,000 0 203,150 0 10,000 0 0 3,461,150 2013 Proposed 0 1,950,000 0 201,150 0 10,000 0 0 2,161,150
Revenues:
2009 Actual All Other (80,703) 2010 Actual (6,648) 2011 Actual 39,865 2012 Budget 75,000 2013 Proposed 75,000
517
0 0 0 0 1,017,097 1,865,896 0 2,802,291
0 0 0 0 1,311,634 1,994,043 0 3,299,029
0 0 0 0 1,103,536 1,890,709 0 3,034,111
0 0 0 0 100,000 3,410,000 0 3,585,000
0 0 0 0 100,000 1,995,000 0 2,170,000
518
519
Fleet Services 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.
520
Department Summary: Fleet Services Summary

Executive Summary:

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
Expenditures:
521
0 11,487 22,913 1,078,407 0 6,964,895 324,219 3,201,804 11,603,725
0 9,264 0 1,130,877 0 6,802,031 299,036 3,174,417 11,415,623
0 0 0 1,178,870 0 7,463,285 272,939 3,316,585 12,231,679
0 370,000 0 1,347,916 0 7,558,028 107,545 3,452,817 12,836,306
0 130,000 0 1,376,609 0 7,592,129 107,545 3,422,957 12,629,240
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 182,496 0 0 79,127 0 200,371 10,840,241 0 11,302,235 2010 Actual 126,200 0 0 (8) 0 400,000 10,967,068 0 11,493,260 2011 Actual 2,273 0 0 0 0 0 12,096,564 0 12,098,837 2012 Budget 8,000 0 0 0 0 0 12,872,130 0 12,880,130 2013 Proposed 8,000 0 0 0 0 0 12,881,438 0 12,889,438
522
Fleet Services
To 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.
Mission Statement
Contact Information
Gene Jakubczak 509-625-7777 www.spokanepublicworks.org

Quality Indicator: Planned versus unplanned maintenance on fleet vehicles.
Significance:
50% 40% 30% 20% 10%
Planned maintenance proactively identifies problems before they can escalate. Notes:
Annual Performance: 2010: 14%
Graph
2011: 16%
'12 YTD: 20%
0%
2010
2011
2012
523
524
Program Summary: Facilities Maintenance

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
Expenditures:
Revenues:
2009 Actual All Other 0 2010 Actual 0 2011 Actual 2,284 2012 Budget 0 2013 Proposed 0
525
0 0 0 0 0 746,671 0 746,671
0 0 0 0 0 757,996 0 757,996
0 0 0 0 0 771,617 0 773,900
0 0 0 0 0 690,000 0 690,000
0 0 0 0 0 700,000 0 700,000
526
Program Summary: Fleet Services

Executive Summary:

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
Expenditures:
2009 Actual All Other Capital Outlay 0 11,487 2010 Actual 0 9,264 2011 Actual 0 0 2012 Budget 0 370,000 2013 Proposed 0 130,000
527
22,913 995,399 0 6,140,538 324,219 2,836,381 10,330,937
0 1,054,555 0 6,118,269 299,036 2,845,860 10,326,984
0 1,067,599 0 6,779,520 272,939 2,894,914 11,014,972
0 1,256,225 0 7,010,276 107,545 3,012,520 11,756,566
0 1,288,790 0 7,053,059 107,545 3,062,698 11,642,092
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 179,494 0 0 79,127 0 200,371 9,795,799 0 10,254,791 2010 Actual 62,105 0 0 (8) 0 400,000 9,938,146 0 10,400,243 2011 Actual (3,411) 0 0 0 0 0 11,062,606 0 11,059,195 2012 Budget 8,000 0 0 0 0 0 11,783,630 0 11,791,630 2013 Proposed 8,000 0 0 0 0 0 11,872,238 0 11,880,238
528
Program Summary: Radio Communications

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 and provides 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
Expenditures:
529
TOTAL
369,551
337,250
406,790
389,732
300,275
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 3,002 0 0 0 0 0 297,771 0 300,773 2010 Actual 64,095 0 0 0 0 0 270,926 0 335,021 2011 Actual 3,400 0 0 0 0 0 262,341 0 265,741 2012 Budget 0 0 0 0 0 0 398,500 0 398,500 2013 Proposed 0 0 0 0 0 0 309,200 0 309,200
530
531
Public Works and Utilities

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.
532
Department Summary: Public Works and Utilities

Division: Utilities Priority: Healthy Citizens & Environment Fund Type: Internal Service Fund
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 111,754 78,759 0 1,873,296 0 795,801 6,655 1,955,606 2010 Actual 127,116 14,102 0 2,226,650 0 990,363 1,614 1,995,211 2011 Actual 183,091 0 0 1,645,647 0 858,406 16,642 1,935,686 2012 Budget 120,772 33,926 0 1,842,220 0 909,492 0 2,073,605 2013 Proposed 131,672 29,000 0 1,793,230 (37,000) 979,882 0 1,832,305
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 5,900 0 0 0 0 0 5,131,370 0 5,137,270 2010 Actual 7,855 0 0 0 0 14,102 5,603,641 0 5,625,598 2011 Actual 4,790 0 0 0 0 0 4,682,408 0 4,687,198 2012 Budget 4,000 0 0 0 0 0 5,032,250 0 5,036,250 2013 Proposed 4,000 0 0 0 0 0 4,725,089 0 4,729,089
534
Program Summary: Billing Production (Program 72600)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 781 0 111 0 328,074 2010 Actual 0 0 0 711 0 13,169 0 338,607 2011 Actual 0 0 0 13,372 0 118 0 354,425 2012 Budget 0 0 0 10,285 0 74 0 395,556 2013 Proposed 0 0 0 5,101 0 74 0 400,881
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:
536
Program Summary: Credit/Collection (Program 72300)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 32,246 0 1,623 0 449,152 2010 Actual 0 0 0 27,494 0 19,823 0 451,586 2011 Actual 0 0 0 55,483 0 1,596 0 486,920 2012 Budget 0 0 0 85,372 0 1,976 0 517,065 2013 Proposed 0 15,000 0 73,722 0 1,668 0 521,416
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:
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)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 1,843 0 198 0 528,822 2010 Actual 0 0 0 1,678 0 23,702 0 550,657 2011 Actual 0 0 0 23,741 0 216 0 601,108 2012 Budget 0 0 0 18,263 0 216 0 634,510 2013 Proposed 0 0 0 9,058 0 216 0 580,367
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 supplies and services in 2010 was due to Local 27o retiree subsidy. 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:
2103 services are reduced due to the movement of 1 Clerk-II position to Service First.
540
Program Summary: Division Administration (Program 41610)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 71,246 0 24,672 0 591,511 687,429 2010 Actual 0 0 0 300,511 0 34,668 0 594,521 929,700 2011 Actual 0 0 0 46,562 0 15,547 1,920 429,408 493,437 2012 Budget 0 0 0 34,398 0 18,000 0 458,721 511,119 2013 Proposed 0 0 0 31,880 0 14,000 0 260,401 306,281
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:
541
0 0 0 0 864,830 0 864,830
0 0 0 0 1,069,748 0 1,069,748
0 0 0 0 483,693 0 483,693
0 0 0 0 497,140 0 497,140
0 0 0 0 297,092 0 297,092
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)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 489 0 20 0 58,047 2010 Actual 0 0 0 445 0 2,632 0 59,840 2011 Actual 0 0 0 2,457 0 22 0 63,825 2012 Budget 0 0 0 1,890 0 24 0 67,753 2013 Proposed 0 0 0 936 0 24 0 69,240
543
TOTAL
58,556
62,917
66,304
69,667
70,200
Increase in supplies and services in 2010 was due to Local 27o retiree subsidy. The decrease in interfund in 2013 is due to reduced risk management expenses.
Revenues:
544
Program Summary: Utility Billing Adminstration (Program 72700)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 111,754 78,758 0 1,766,691 0 769,177 6,655 0 2,733,035 2010 Actual 127,117 14,102 0 1,895,810 0 896,369 1,614 0 2,935,012 2011 Actual 183,091 0 0 1,504,032 0 840,907 14,721 0 2,542,751 2012 Budget 120,772 61,862 0 1,692,012 0 889,700 0 0 2,764,346 2013 Proposed 131,672 14,000 0 1,600,533 (37,000) 963,900 0 0 2,673,105
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 5,806 0 0 0 2010 Actual 7,855 0 0 0 2011 Actual 4,790 0 0 0 2012 Budget 4,000 0 0 0 2013 Proposed 4,000 0 0 0
545
0 0 2,726,932 0 2,732,738
0 14,102 2,945,261 0 2,967,218
0 0 2,540,278 0 2,545,068
0 0 2,757,184 0 2,761,184
0 0 2,671,405 0 2,675,405
546
547
Sanitary Sewer and Stormwater Maintenance

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.
548
Department Summary: Sanitary Sewer and Stormwater Maintenance

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 2,526,863 725,607 0 4,061,878 0 2,130,922 67,696 5,034,259 14,547,225 2010 Actual 2,879,052 1,076,719 0 3,694,464 0 2,118,961 0 5,200,609 14,969,805 2011 Actual 3,262,711 910,751 0 5,412,488 0 1,858,289 41,095 5,218,055 16,703,389 2012 Budget 3,612,502 1,948,925 0 3,892,607 0 2,310,882 209,890 6,278,449 18,253,255 2013 Proposed 3,605,178 995,000 0 3,816,688 0 1,906,598 0 6,176,608 16,500,072
Revenues:
549
0 0 81,148 0 0 14,401,257 0 14,547,225
0 0 134,478 0 0 14,774,372 0 14,969,805
0 0 301,696 0 0 15,971,476 0 16,703,389
0 0 75,000 0 0 18,163,542 0 18,253,255
0 0 75,000 0 0 16,410,217 0 16,500,072
550
Program Summary: Sanitary Sewer

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,226,013 613,544 0 2,431,220 0 1,558,915 67,696 3,465,573 9,362,961 2010 Actual 1,561,324 631,904 0 2,434,745 0 1,683,040 0 3,539,608 9,850,621 2011 Actual 1,889,143 572,605 0 2,965,741 0 1,393,686 41,095 3,407,043 10,269,313 2012 Budget 2,121,560 1,143,925 0 2,769,416 0 1,805,310 0 4,184,173 12,024,384 2013 Proposed 2,200,514 795,000 0 2,748,970 0 1,448,102 0 4,111,930 11,304,516
Revenues:
2009 Actual All Other Fines and Forfeits 44,175 0 2010 Actual 2,137 0 2011 Actual 5,490 0 2012 Budget 4,483 0 2013 Proposed 4,755 0
551
0 81,148 0 0 9,237,638 0 9,362,961
0 134,478 0 0 9,714,006 0 9,850,621
0 301,696 0 0 9,962,127 0 10,269,313
0 75,000 0 0 11,944,901 0 12,024,384
0 75,000 0 0 11,224,761 0 11,304,516
552
Program Summary: Stormwater Maintenance

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 1,300,850 112,063 0 1,630,658 0 572,008 0 1,568,686 2010 Actual 1,317,728 444,814 0 1,259,719 0 435,921 0 1,661,000 2011 Actual 1,373,568 338,146 0 2,446,747 0 464,603 0 1,811,012 2012 Budget 1,490,942 805,000 0 1,123,191 0 505,572 209,890 2,094,276 2013 Proposed 1,404,664 200,000 0 1,067,718 0 458,496 0 2,064,678
553
TOTAL
5,184,265
5,119,182
6,434,076
6,228,871
5,195,556
Revenues:
554
555
Solid Waste Management 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.
556
Department Summary: Solid Waste Management Summary

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 7,111,762 1,599,625 0 8,247,737 0 1,514,201 11,294,058 13,143,375 2010 Actual 9,792,563 6,446,498 0 8,988,143 0 2,056,423 13,454,429 13,432,371 2011 Actual 8,211,482 5,832,932 0 9,901,621 0 235,892 10,520,999 11,662,991 2012 Budget 8,577,650 15,930,000 0 10,634,913 450,000 3,586,273 11,074,000 15,779,462 2013 Proposed 8,876,160 15,830,000 0 11,574,963 250,000 3,351,648 11,392,000 15,959,704
557
TOTAL
42,910,758
54,170,427
46,365,917
66,032,298
67,234,475
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,305,063 0 0 22,762 1,000 8,819,912 36,019,208 0 46,167,945 2010 Actual 2,076,442 0 0 0 1,000 9,056,810 38,932,820 0 50,067,072 2011 Actual 1,336,942 0 0 0 2,000 4,972,710 39,207,962 0 45,519,614 2012 Budget 1,376,350 0 0 0 2,000 8,255,484 38,273,000 0 47,906,834 2013 Proposed 1,543,770 0 0 0 2,000 8,319,896 39,636,885 0 49,502,551
558
Solid Waste Management

To 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.
Mission Statement
Contact Information
Scott Windsor 509-625-7878 www.spokanecitysolidwaste.org
Quality Indicator: Residential recycling tonnage as a percent of total residential pickup. Significance: Recycling promotes environmental stewardship.
Notes:
Residential Recycling

50% 40% 30% 20% 10%
0% 2010 2011 2012
Graph
Total residential pickup includes garbage, yard waste, and recycling. Recycling figure includes yard waste. Annual Performance:
* 2012 YTD is through June
2010: 24.5%
2011: 25.1%
'12 YTD: 23.9%
559
560
Program Summary: Broadway Fuel and Wash Facility and Operations Complex (Program 45700)
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 63,799 0 56,427 0 40,321 0 0 160,547 2010 Actual 6 0 0 70,104 0 150,647 0 0 220,757 2011 Actual 0 857,668 0 87,963 0 150,361 0 4,926 1,100,918 2012 Budget 0 10,050,000 0 158,000 0 205,500 0 10,788 10,424,288 2013 Proposed 10 10,000,000 0 101,000 0 194,000 0 0 10,295,010
Revenues:
561
0 0 0 0 0 0 0 146,520
0 0 0 0 0 163,142 0 978,470
0 0 0 0 0 149,149 0 242,516
0 0 0 0 0 146,000 0 241,200
0 0 0 0 0 151,000 0 246,200
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)
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 206,012 0 105,936 0 0 311,948 2010 Actual 0 0 0 445,128 0 111,547 0 0 556,675 2011 Actual 0 0 0 359,634 0 115,537 0 0 475,171 2012 Budget 0 0 0 440,000 0 187,000 0 0 627,000 2013 Proposed 0 0 0 425,000 0 188,000 0 0 613,000
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 2,050 0 0 0 2010 Actual 1,549 0 0 0 2011 Actual 6,675 0 0 0 2012 Budget 3,000 0 0 0 2013 Proposed 3,000 0 0 0
563
0 0 0 0 2,050
0 0 0 0 1,549
0 0 0 0 6,675
0 0 0 0 3,000
0 0 0 0 3,000
564
Program Summary: Garbage Collection (Programs 45100 & 49552)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 6,778,335 687,587 0 5,286,727 0 534,748 10,860,635 6,201,898 2010 Actual 7,412,816 2,172,096 0 5,667,114 0 699,506 12,973,369 6,328,625 2011 Actual 7,457,739 395,608 0 6,141,231 0 496,816 10,418,127 6,643,511 2012 Budget 7,825,000 5,230,000 0 6,620,233 350,000 950,440 11,024,000 7,271,338 2013 Proposed 8,098,900 5,415,000 0 6,916,623 250,000 801,740 11,342,000 7,472,132
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 1,131,404 0 0 22,762 1,000 266,667 33,082,880 0 34,504,713 2010 Actual 1,052,475 0 0 0 1,000 0 35,702,322 0 36,755,797 2011 Actual 724,712 0 0 0 2,000 1,919,855 35,812,001 0 38,458,568 2012 Budget 888,150 0 0 0 2,000 0 34,924,000 0 35,814,150 2013 Proposed 795,570 0 0 0 2,000 0 36,170,990 0 36,968,560
566
Program Summary: Northside and Southside Landfills Postclosure (Programs 44850 & 45600)
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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits (321,615) 0 0 41,387 0 165,607 0 287,843 2010 Actual 1,669,635 0 0 44,213 0 247,361 0 322,494 2011 Actual 3,664 0 0 205,270 0 (1,215,276) 1,993 (1,038,667) 2012 Budget 10,150 0 0 58,398 0 571,644 0 382,860 2013 Proposed 10,150 0 0 119,973 0 392,044 0 380,150
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 $347,503 2011A Supplies and Services would be $165,882 2011A Interfund Charges would be $103,233.
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 1,836,355 0 0 1,836,355 2010 Actual 0 0 0 0 0 2,028,732 0 0 2,028,732 2011 Actual 0 0 0 0 0 (2,435,185) 0 0 (2,435,185) 2012 Budget 0 0 0 0 0 0 0 0 0 2013 Proposed 0 0 0 0 0 0 0 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)

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 64gallon recycling cart that will be collected once a week at the same time as residential garbage pickup.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 630,363 848,240 0 1,234,049 0 121,719 433,423 1,930,426 2010 Actual 666,073 4,274,402 0 1,271,021 0 152,806 468,992 1,967,393 2011 Actual 705,584 4,579,656 0 1,648,041 0 540,079 94,806 2,177,650 2012 Budget 704,000 650,000 0 1,535,010 75,000 896,634 50,000 2,501,837 2013 Proposed 728,600 415,000 0 1,888,656 0 1,119,634 50,000 2,559,967
569
TOTAL
5,198,220
8,800,687
9,745,816
6,412,481
6,761,857
Revenues:
570
Program Summary: Transfer Station Operations (Programs 44400,44500,44800)

Executive Summary:
The department operates and manages two solid waste transfer stations with recycling/household hazardous waste (HHW) dropoff 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 24,679 0 0 1,423,134 0 545,870 0 4,723,208 2010 Actual 44,033 0 0 1,490,563 0 694,557 12,068 4,813,859 2011 Actual 44,496 0 0 1,459,482 0 148,375 6,073 3,875,571 2012 Budget 38,500 0 0 1,823,272 25,000 775,055 0 5,612,639 2013 Proposed 38,500 0 0 2,123,711 0 656,230 0 5,547,455
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 6,716,891 0 0 6,716,891 2010 Actual 24,181 0 0 0 0 7,028,079 2,821 0 7,055,081 2011 Actual 39,411 0 0 0 0 5,488,041 6,545 0 5,533,997 2012 Budget 40,000 0 0 0 0 8,255,484 6,000 0 8,301,484 2013 Proposed 40,000 0 0 0 0 8,319,896 6,000 0 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 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.
574
Department Summary: Spokane Regional Solid Waste System Summary

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. 3,294,969 1,503,766 (134,507) 916,858 0 2010 Actual 2,803,514 3,900,373 (62,228) 1,422,996 0 2011 Actual 2,188,966 428,557 4,879 1,437,029 0 2012 Budget 979,000 4,940,000 1,000 1,737,892 100,000 2013 Proposed 814,000 2,810,000 0 1,627,182 100,000
575
27,271,533 24,171,808 710,540 57,734,967
26,441,964 16,109,697 777,783 51,394,099
23,464,459 7,283,262 820,142 35,627,294
30,346,380 8,255,484 889,864 47,249,620
30,651,810 8,319,896 890,091 45,212,979
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 423,566 0 0 354,036 0 27,213,602 34,696,888 0 62,688,092 2010 Actual 424,730 0 0 761,789 0 21,808,051 32,864,183 0 55,858,753 2011 Actual 539,216 0 0 236,711 0 10,473,095 31,676,381 0 42,925,403 2012 Budget 437,000 0 0 600,000 0 11,075,500 30,201,000 0 42,313,500 2013 Proposed 437,200 0 0 262,000 0 11,393,500 31,199,900 0 43,292,600
576
Program Summary: Administration (Program 44700)

Executive Summary:
In addition to general administration, this program accounts for various taxes and interfund charges.
None
FTEs
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,211,544 (99,844) (134,507) 371,539 0 601,455 1,837,542 455,974 4,243,703 2010 Actual 1,086,425 3,757,769 (62,228) 456,257 0 716,608 2,031,618 529,053 8,515,502 2011 Actual 955,829 0 4,879 513,831 0 220,204 (2,391,617) 530,426 (166,448) 2012 Budget 954,000 0 1,000 649,693 100,000 709,608 0 553,929 2,968,230 2013 Proposed 789,000 0 0 565,353 100,000 665,638 0 547,605 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:
577
0 0 0 0 15,918,293 0 0 16,141,442
0 0 0 0 8,369,237 4,716,563 0 13,219,981
0 0 0 0 33,358 5,832,263 0 6,049,950
0 0 0 0 1,500 3,103,015 0 3,216,515
0 0 0 0 1,500 2,084,245 0 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)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 0 0 0 0 0 2,066,105 102,845 0 2010 Actual 0 0 0 0 0 1,947,324 47,235 0 2011 Actual 0 0 0 0 0 1,571,320 191 0 2012 Budget 0 0 0 0 0 2,001,000 0 0 2013 Proposed 0 0 0 0 0 1,800,000 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 2,168,950 0 2,168,950 2010 Actual 0 0 0 0 0 0 1,994,559 0 1,994,559 2011 Actual 0 0 0 0 0 0 1,571,421 0 1,571,421 2012 Budget 0 0 0 0 0 0 2,001,000 0 2,001,000 2013 Proposed 0 0 0 0 0 50,000 1,750,000 0 1,800,000
580
Program Summary: Litter Control (Program 44700/Function 37173)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 533,802 0 28,888 0 0 562,690 2010 Actual 0 0 0 637,252 0 40,232 0 0 677,484 2011 Actual 0 0 0 583,236 0 72,206 0 0 655,442 2012 Budget 0 0 0 655,000 0 30,000 0 0 685,000 2013 Proposed 0 0 0 655,000 0 38,000 0 0 693,000
Revenues:
581
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
582
Program Summary: Long Haul Disposal (Program 44600)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 6,780,596 0 0 6,780,596 2010 Actual 0 0 0 0 0 6,011,960 0 0 6,011,960 2011 Actual 0 0 0 0 0 5,536,612 0 0 5,536,612 2012 Budget 0 0 0 0 0 7,100,000 0 0 7,100,000 2013 Proposed 0 0 0 0 0 6,500,000 0 0 6,500,000
Revenues:
583
0 0 0 0 0 6,780,596 0 6,780,596
0 0 0 0 0 6,011,960 0 6,011,960
0 0 0 0 0 5,536,612 0 5,536,612
0 0 0 0 0 7,100,000 0 7,100,000
0 0 0 0 0 6,500,000 0 6,500,000
584
Program Summary: Moderate Risk Waste (Program 44500)

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
585
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 0 0 0 458,975 0 458,975 2010 Actual 0 0 0 13,901 0 0 426,081 0 439,982 2011 Actual 0 0 0 17,602 0 0 387,738 0 405,340 2012 Budget 0 0 0 20,056 0 0 612,840 0 632,896 2013 Proposed 0 0 0 20,056 0 0 527,076 0 547,132
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 87,392 0 0 0 0 87,392 2010 Actual 0 0 0 315,109 0 0 0 0 315,109 2011 Actual 0 0 0 99,419 0 0 0 0 99,419 2012 Budget 0 0 0 252,000 0 0 0 0 252,000 2013 Proposed 0 0 0 110,000 0 0 0 0 110,000
586
Program Summary: Northside Landfill (Programs 44800 & 44850)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 2,062,887 0 0 0 0 0 6,146,229 0 2010 Actual 1,702,089 0 0 14,200 0 0 2,969,693 0 2011 Actual 1,215,899 32,456 0 15,906 0 0 2,624,291 0 2012 Budget 0 50,000 0 18,281 0 0 633,607 0 2013 Proposed 0 50,000 0 18,281 0 0 592,155 0
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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 2,253,555 0 2,253,555 2010 Actual 0 0 0 0 0 0 4,685,982 0 4,685,982 2011 Actual 0 0 0 0 0 0 3,888,552 0 3,888,552 2012 Budget 0 0 0 0 0 0 701,888 0 701,888 2013 Proposed 0 0 0 0 0 0 660,436 0 660,436
588
Program Summary: Transfer Stations (Program 44400)

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 1,603,611 0 0 0 56,366 6,584,358 0 8,244,335 2010 Actual 0 40,062 0 280,846 0 0 6,482,619 0 6,803,527 2011 Actual 0 380,979 0 286,989 0 0 6,643,933 0 7,311,901 2012 Budget 0 840,000 0 365,986 0 0 7,009,037 0 8,215,023 2013 Proposed 0 410,000 0 340,986 0 0 7,200,665 0 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:
589
0 0 0 0 0 8,244,335 0 8,244,335
0 0 0 0 0 6,803,528 0 6,803,528
0 0 0 0 0 7,311,901 0 7,311,901
0 0 0 0 0 8,215,023 0 8,215,023
0 0 0 0 0 7,951,651 0 7,951,651
590
Program Summary: Waste Reduction, Reuse and Recycling (Programs 44200,94402,94407,94408)

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 Mans 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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 20,538 0 0 11,147 0 541,360 0 236,260 809,305 2010 Actual 15,000 0 0 19,091 0 373,140 0 224,927 632,158 2011 Actual 17,238 0 0 12,495 0 471,684 1,910 267,724 771,051 2012 Budget 25,000 0 0 25,982 0 437,272 0 303,255 791,509 2013 Proposed 25,000 0 0 24,849 0 437,672 0 310,075 797,596
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 200,417 0 0 120,684 0 433,423 0 0 754,524 2010 Actual 290,549 0 0 435,151 0 468,992 0 0 1,194,692 2011 Actual 354,887 0 0 137,292 0 78,288 0 0 570,467 2012 Budget 325,000 0 0 348,000 0 50,000 0 0 723,000 2013 Proposed 325,000 0 0 152,000 0 0 0 0 477,000
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)

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
Expenditures:
2009 Actual All Other Capital Outlay 0 0 2010 Actual 0 102,542 2011 Actual 0 15,122 2012 Budget 0 4,050,000 2013 Proposed 0 2,350,000
595
0 370 0 17,196,763 9,041,859 18,306 26,257,298
0 1,448 0 17,352,762 4,152,450 23,740 21,632,942
0 6,971 0 17,836,217 16,816 21,956 17,897,082
0 2,894 0 20,068,500 0 32,680 24,154,074
0 2,657 0 21,210,500 0 32,411 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:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 145,959 0 10,861,887 15,249,452 0 26,257,298 2010 Actual 0 0 0 11,529 0 12,969,822 8,651,591 0 21,632,942 2011 Actual 0 0 0 0 0 10,361,449 7,535,633 0 17,897,082 2012 Budget 0 0 0 0 0 11,024,000 9,080,074 0 20,104,074 2013 Proposed 0 0 0 0 0 11,342,000 12,253,568 0 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 Program

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.
598
Department Summary: Wastewater Capital Projects Program

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,093,314 14,641,529 519,314 616,309 0 17 0 86,740 16,957,223 2010 Actual 760,795 21,340,738 438,311 982,657 0 18 0 90,435 23,612,954 2011 Actual 770,069 23,261,358 432,062 1,176,520 0 13 78,773 70,482 25,789,277 2012 Budget 661,882 64,568,000 448,105 126,146 0 17,335 0 70,278 65,891,746 2013 Proposed 972,166 75,115,000 427,666 31,146 0 17,335 0 71,149 76,634,462
Revenues:
2009 Actual All Other Fines and Forfeits 16,957,223 0 2010 Actual 23,612,954 0 2011 Actual 25,789,277 0 2012 Budget 65,891,746 0 2013 Proposed 76,634,462 0
599
0 0 0 0 0 0 16,957,223
0 0 0 0 0 0 23,612,954
0 0 0 0 0 0 25,789,277
0 0 0 0 0 0 65,891,746
0 0 0 0 0 0 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 Facility

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.
602
Department Summary: Wastewater Management Riverside Park Water Reclamation Facility

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 9,848,375 480,644 0 2,450,052 0 6,724,979 44,718 7,421,546 2010 Actual 11,087,174 189,935 0 2,837,290 0 6,091,084 16,625 8,053,654 2011 Actual 13,338,771 479,018 0 2,034,355 0 6,491,902 69,252 9,047,549 2012 Budget 14,169,803 1,721,500 0 3,039,957 0 7,483,919 0 9,692,803 2013 Proposed 15,356,563 1,195,000 0 3,016,132 0 6,917,159 0 9,895,886
603
TOTAL
26,970,314
28,275,762
31,460,847
36,107,982
36,380,740
Revenues:
604
Wastewater Management
We 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.
Mission Statement
Contact Information
Dale Arnold 509-625-4500 www.spokanewastewater.org
Quality Indicator: Number of combined sewer overflow (CSO) incidents.

Significance: The Environmental Protection Agency sets guidelines for the permissible number of CSO events. Notes:
Wastewater Treatment
70 60 50 40 30 20 10
0 Apr May Aug Mar Nov Feb Sep Oct Jan Jun Jul Dec
Graph
CSO events are caused by periods of heavy rainfall or snowmelt. Annual Performance Totals: 2011: 183 '12 YTD: 133
Quality Indicator: 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: 2011: 19,559,871
Wastewater Treatment
30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000

Mar May Nov Feb Apr Aug Sep Jan Jun Jul Dec Oct
Graph
'12 YTD: 42,213,629
605
606
Program Summary: Bio Solids Program

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 356,922 0 18,787 0 113,622 0 784,447 1,273,778 2010 Actual 0 11,308 0 18,636 0 145,156 0 848,596 1,023,696 2011 Actual 0 0 0 14,385 0 170,551 0 937,500 1,122,436 2012 Budget 0 350,000 0 13,677 0 214,334 0 1,046,098 1,624,109 2013 Proposed 0 50,000 0 12,540 0 203,739 0 1,093,580 1,359,859
Revenues:
607
0 0 0 1,273,778 0 1,273,778
0 0 0 1,023,696 0 1,023,696
0 0 0 1,122,436 0 1,122,436
0 0 0 1,624,109 0 1,624,109
0 0 0 1,359,859 0 1,359,859
608
Program Summary: Industrial Monitoring Pretreatment

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 0 0 15,221 0 21,812 0 441,915 478,948 2010 Actual 0 0 0 13,972 0 22,977 0 497,507 534,456 2011 Actual 0 0 0 10,784 0 18,798 0 551,902 581,484 2012 Budget 0 40,000 0 10,792 0 49,859 0 600,984 701,635 2013 Proposed 0 0 0 9,940 0 37,859 0 619,880 667,679
Revenues:
609
0 0 0 0 0 478,948 0 478,948
0 0 0 0 0 534,456 0 534,456
0 0 0 0 0 581,484 0 581,484
0 0 0 0 0 701,635 0 701,635
0 0 0 0 0 667,679 0 667,679
610
Program Summary: Riverside Park Water Reclamation Facility

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 9,848,375 115,569 0 2,403,268 0 6,317,754 44,718 6,033,933 24,763,617 2010 Actual 11,087,174 143,481 0 2,795,944 0 5,685,720 16,625 6,540,355 26,269,299 2011 Actual 13,338,771 255,576 0 2,003,692 0 5,998,241 69,252 7,380,190 29,045,722 2012 Budget 14,169,803 1,081,500 0 3,005,264 0 6,870,702 0 7,842,776 32,970,045 2013 Proposed 15,356,563 1,095,000 0 2,983,862 0 6,357,891 0 7,985,568 33,778,884
Revenues:
2009 Actual All Other Fines and Forfeits 287,321 0 2010 Actual 359,453 0 2011 Actual 180,317 0 2012 Budget 923,542 0 2013 Proposed 177,041 0
611
0 0 0 0 24,476,296 0 24,763,617
0 0 0 0 25,909,846 0 26,269,299
0 0 0 0 28,865,405 0 29,045,722
0 0 0 0 32,046,503 0 32,970,045
0 0 0 0 33,601,843 0 33,778,884
612
Program Summary: Wastewater Pumping Stations

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 0 8,153 0 12,776 0 271,791 0 161,251 453,971 2010 Actual 0 35,146 0 8,738 0 237,231 0 167,196 448,311 2011 Actual 0 223,442 0 5,494 0 304,312 0 177,956 711,204 2012 Budget 0 250,000 0 10,224 0 350,024 0 202,945 813,193 2013 Proposed 0 50,000 0 9,790 0 357,524 0 202,452 619,766
Revenues:
613
0 0 0 453,971 0 453,971
0 0 0 448,311 0 448,311
0 0 0 711,204 0 711,204
0 0 0 813,193 0 813,193
0 0 0 619,776 0 619,776
614
615
Water & Hydroelectrical Services

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.
616
Department Summary: Water & Hydroelectrical Services

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 7,831,616 19,402,182 1,109,138 6,288,263 0 4,516,978 32,016 11,527,713 50,707,906 2010 Actual 7,609,889 11,820,977 1,072,699 6,473,191 0 5,173,929 37,651 11,868,639 44,056,975 2011 Actual 7,898,911 5,104,552 1,103,595 6,006,155 0 4,375,775 132,240 12,631,146 37,252,374 2012 Budget 8,097,047 4,258,500 1,180,000 6,603,822 500,000 5,876,012 0 14,479,033 40,994,414 2013 Proposed 7,863,288 8,564,115 1,427,821 6,201,822 200,000 5,644,806 0 13,637,278 43,539,130
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 1,262,787 0 0 0 2010 Actual 1,719,865 0 0 0 2011 Actual 610,094 0 0 0 2012 Budget 610,094 0 0 0 2013 Proposed 6,450,800 0 0 0
617
0 0 33,322,187 0 34,584,974
0 0 33,335,605 0 35,055,470
0 0 34,904,844 0 35,514,938
0 0 33,390,564 0 34,000,658
0 0 35,334,898 0 41,785,698
618
Water
Consistently deliver water of high quality and value combined with excellent customer service and ample fire protection capacity.
Mission Statement
Contact Information
Rick Romero 509-625-7800 www.spokanewater.org
Quality Indicator: Number of customer hours interrupted due to main breaks.

Significance:
Water Distribution

1,400 1,200 1,000 800 600 400 200
0 2010 2011 2012
When a main breaks, affected customers are left without water until it is repaired. Notes:
Graph
Breaks: 2010-58, 2011-68, YTD 2012-48. Monthly data is not yet available. Annual Performancen Totals:
2010: 1,058
2011: 1,241
'12 YTD: 876
619
620
Program Summary: Cell Tower Leases

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 1,924 0 0 0 0 0 0 27,925 29,849 2010 Actual 2,449 0 0 0 0 0 0 33,221 35,670 2011 Actual 2,300 0 0 0 0 0 0 34,951 37,251 2012 Budget 2,526 0 0 0 0 0 0 36,257 38,783 2013 Proposed 0 0 0 0 0 3,670 0 38,053 41,723
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 0 0 0 0 2010 Actual 0 0 0 0 2011 Actual 0 0 0 0 2012 Budget 0 0 0 0 2013 Proposed 0 0 0 0
621
0 0 412,312 0 412,312
0 0 461,906 0 461,906
0 0 516,694 0 516,694
0 0 537,362 0 537,362
0 0 558,856 0 558,856
622
Program Summary: Right of Way Landscape Maintenance

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 7,695 0 0 1,670 0 135,746 0 131,740 276,851 2010 Actual 14,693 0 0 672 0 59,410 0 325,160 399,935 2011 Actual 13,802 0 0 160 0 260,655 0 138,711 413,328 2012 Budget 22,742 0 0 2,000 0 146,745 0 206,398 377,885 2013 Proposed 0 0 0 1,551 0 78,290 0 95,167 175,008
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue 0 0 0 0 2010 Actual 0 0 0 0 2011 Actual 0 0 0 0 2012 Budget 0 0 0 0 2013 Proposed 0 0 0 0
623
0 0 172,787 0 172,787
0 0 246,126 0 246,126
0 0 256,854 0 256,854
0 0 261,991 0 261,991
0 0 264,611 0 264,611
624
Program Summary: Water Infrastructure Capital Program

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 715,657 16,042,315 1,109,138 899,018 0 0 0 0 18,766,128 2010 Actual 690,557 7,701,623 1,072,699 815,334 0 0 0 0 10,280,213 2011 Actual 614,208 3,552,385 1,056,755 239,513 0 0 0 0 5,462,861 2012 Budget 0 2,209,000 0 433,000 0 0 0 0 2,642,000 2013 Proposed 0 8,564,115 0 0 0 0 0 0 8,564,115
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources 1,262,787 0 0 2010 Actual 1,719,865 0 0 2011 Actual 610,094 0 0 2012 Budget 610,094 0 0 2013 Proposed 6,450,800 0 0
625
0 0 0 0 0 1,262,787
0 0 0 0 0 1,719,865
0 0 0 0 0 610,094
0 0 0 0 0 610,094
0 0 0 0 0 6,450,800
626
Program Summary: Water Meter Reading

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits TOTAL 40,400 0 0 0 0 458,300 0 627,697 1,126,397 2010 Actual 48,976 0 0 0 0 278,321 0 668,565 995,862 2011 Actual 43,708 0 0 0 0 276,255 0 694,376 1,014,339 2012 Budget 73,281 0 0 0 0 370,914 0 708,476 1,152,671 2013 Proposed 0 0 0 0 0 362,889 0 735,639 1,098,528
Revenues:
627
0 0 0 1,085,997 0 1,085,997
0 0 0 946,886 0 946,886
0 0 0 970,631 0 970,631
0 0 0 1,079,390 0 1,079,390
0 0 0 1,036,449 0 1,036,449
628
Program Summary: Water Systems Operations & Maintenance

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
Expenditures:
2009 Actual All Other Capital Outlay Debt Services Interfund Charges Reserve for Budget Adj. Supplies and Services Transfers to Other Funds Wages and Benefits 7,065,940 3,359,867 0 5,387,575 0 3,922,932 32,016 10,740,351 2010 Actual 9,301,977 4,345,145 0 4,177,421 0 4,755,031 0 9,727,050 2011 Actual 9,500,969 1,804,438 0 4,014,215 0 4,215,105 0 10,578,277 2012 Budget 7,998,497 2,049,500 1,180,000 6,168,822 500,000 5,358,353 0 15,327,902 2013 Proposed 7,863,288 0 1,427,821 6,200,271 200,000 5,199,956 0 12,768,419
629
TOTAL
30,508,681
32,306,624
30,113,004
38,583,074
33,659,755
Revenues:
2009 Actual All Other Fines and Forfeits General Fund Resources IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL 0 0 0 0 0 0 31,610,691 0 31,610,691 2010 Actual 0 0 0 0 0 0 31,631,711 0 31,631,711 2011 Actual 0 0 0 0 0 0 33,116,957 0 33,116,957 2012 Budget 0 0 0 0 0 0 31,438,540 0 31,438,540 2013 Proposed 0 0 0 0 0 0 33,474,982 0 33,474,982
630

Proposed 2013 Budget City of Spokane

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Proposed 2013 Budget City of Spokane

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2013 Initial Programmatic Budget Proposal

Mayor David Condon City of Spokane August 1, 2012

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Departmental Performance Measures

Business and Developer Services Division

Business & Developer Services

* 2009 through 2011 Actual 2012 through 2013 Budget

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Arterial Street Fund: 6-yr Street Program

* 2009 through 2011 Actual 2012 through 2013 Budget

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

Management Discussion and Analysis:

0 0 16,258,131 0 3,500,000 94,780 0 21,550,361

0 0 11,834,094 0 369,386 55,770 0 12,697,601

0 0 10,122,604 0 39,896 4,290 0 10,560,206

0 0 23,198,477 0 3,995,320 0 0 29,042,261

0 0 14,049,055 0 4,155,983 36,000 0 19,074,186

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Asset Management - Property Acquistion Fund

* 2009 through 2011 Actual 2012 through 2013 Budget

Department Summary: Asset Management - Property Acquistion Fund

Management Discussion and Analysis:

IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL

60 0 55,979 868,694 0 931,515

60 0 195,098 762,993 0 1,104,463

0 0 641,119 769,853 0 1,704,799

0 0 0 1,201,811 250,000 1,748,959

Program Summary: Capital Programs, GIS, Maps and Records

Management Discussion and Analysis:

Program Summary: Facilities Maintenance & City Hall Janatorial Services

Management Discussion and Analysis:

Program Summary: Real Estate Leases, Managment & Acquisitions

Management Discussion and Analysis:

IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL

60 0 195,098 206,033 0 542,180

0 0 641,119 281,892 0 1,209,656

0 0 0 270,000 250,000 817,148

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Business and Developer Services Division

* 2009 through 2011 Actual 2012 through 2013 Budget

Department Summary: Business and Developer Services Division

Management Discussion and Analysis:

IG Revenue Licenses and Permits Operating Transfers In Services Taxes TOTAL

19,098 0 0 (521) 0 198,274

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Engineering Services Group

* 2009 through 2011 Actual 2012 through 2013 Budget

Department Summary: Engineering Services Group

Management Discussion and Analysis:

1,129,926 0 242,574 0 7,104,119 0 8,482,923

1,561,507 0 230,297 0 6,574,011 0 8,369,156

215,022 0 267,818 0 8,105,687 0 8,588,869

1,443,356 0 199,880 0 7,730,673 0 9,374,309

1,405,597 0 6,300 0 6,872,207 0 8,284,504

Program Summary: Construction Management

Management Discussion and Analysis:

Program Summary: Developer Services/Permits

Management Discussion and Analysis:

Program Summary: Engineering Administration

Management Discussion and Analysis:

Program Summary: Engineering Design

Management Discussion and Analysis:

Program Summary: Engineering Services Street Bond