HomeMy WebLinkAboutFINAL 2026 0501-02 Council Retreat PacketMoses Lake City Council Retreat Agenda
Dustin Swartz, Mayor | Don Myers, Deputy Mayor | Mark Fancher, Council Member | Joel Graves, Council Member
David Skaug, Council Member | Victor Lombardi, Council Member | Jeremy Davis, Council Member
_________________________________
Location: Pillar Rock Conference Room
1373 Rd F.2 NE
Moses Lake, WA
Day 1– Friday, May 1, 2026 – 8:00 a.m.
Day 2 – Saturday, May 2, 2026 – 9:00 a.m.
NOTICE: Individuals planning to attend the in-person meeting who require an interpreter or special assistance
to accommodate physical, hearing, or other impairments, need to contact the City Clerk at (509) 764-3703 or
Deputy City Clerk at (509) 764-3707 at least five business days in advance of the meeting.
Link to all Council Agendas:
Council Retreat May 1-2, 2026, Page 1 of 65
Council Retreat May 1-2, 2026, Page 2 of 65
Moses Lake City Council Retreat
May 1 & 2, 2026
DRAFT Agenda
Friday, May 1, 2026
8:00 am
8:15 am
Welcome and purposes of this two-day retreat
Ground rules and agenda review Tab 2: pg 9
Leadership, Policy Making, & Working Together -
broken external links repaired May 4
8:45 Review of Last Year’s Accomplishments and Accomplishments Year-To-Date
9:00 Review of Last Year’s Retreat – Tab 3:
June 2025 Retreat Report pg 11
Status of 2025 Retreat Agreements pg 21
Look Back: Future Magazine Articles to be Published Ten Years from Now pg 23
9:45 Break
Council Retreat May 1-2, 2026, Page 3 of 65
Note: Times required for each topic are estimates. Once a topic is
completed, the next topic will be addressed. Items on the May 1 agenda
may continue into the May 2 agenda. Conversely, items scheduled for
May 2 might get discussed on May 1.
10:00 2026 City Council Priorities: Progress and Status Tab 4: pg 29
1.Financial Sustainability
a.Implementing the Financial Sustainability Plan
b.Audits and Finance Reporting to the State Auditor Tab 5 pg 35
c.Police Evidence Barcoding and 100% Audit 20277
d.Finance Director Recruitment Update
e.2027 Budget Process Budget Calendar – Tab 5 pg 46
2.Water Sources
a.Remaining Capacity - Tab 6: pg 67
b.Status of Working with DOE and USBR
3.Community Visioning, Positivity, & Confidence in the City
a.“Law of Attraction” – Vision & Positivity for the City Tab 7 pg 49
b.Shared Stewardship: Volunteers, co-creators, & love notes
c.Customer Service
i.Permitting Processes, including permit software
ii.SeeClickFix Service Request System
d.Beautification Town Hall scheduled for June 16; code revision workshop to
follow.
e.Volunteer Opportunities with Code Enforcement
f.Neighborhood Cleanup: April 25
g.Street sweeping; landscape maintenance in key areas
h.Downtown & Civic Campus Design; Business Plan Tab 8 pg 53
i.Refining Council Priority #3:
i.Improving the business climate
ii.Community pride – volunteerism, cleaning up the city, marketing/
branding, and telling our story
iii.Branding. City logo and color pallet: variations that feature Moses
Lake’s heritage
4.Fire Services Delivery Study & Third Fire Station
a.Study Complete
b.Third Fire Station: Temporary and Permanent
5.New Police Station
6.Second Lake Crossing
7.WSDOT Highway Projects
Other Significant Projects this Year (not including CIP, which is discussed below)
1.2027 Comprehensive Plan
2.2026 Docket
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3.Stormwater Plan
4.Street & Utility Standards
5.Safe Streets Program
6.Graffiti Removal – PD & Code Enforcement
7.Fee Study
8.Facilities Assessment
9.Tyler (Jan 2027 – Finance, Apr 2027 – HR/Payroll, UB - TBA)
10.Sanitation regulations from WA State
11.Website revamp
12.Safety Committee
13. Ballot Measure for 0.1% Public Safety Sales Tax
Noon
1:00 pm
Lunch Break
Six-Year Capital Improvement Plan Update Tab 9: pg 616
1:30 City Council Accessibility to the Public
Coffee with Council
Viewing City Council Meetings:
ADA Video Narration Requirement April 2027
City Council meetings livestream production improvements
Facebook Pages for Individual Councilmembers; App to archive FB posts.
2:00 Parks
Evaluating Parks & Park Facilities to Maintain
Athletic Fields
Attracting more tournaments to Moses Lake
Parking lot for fishing right behind Walmart near the RR trestle: WDFW
Museum: Combining forces/consolidating with PUD, County, Port
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Municipal Airport: 60-day Notice in Leases & Encouraging More Hangars
Public Safety
Emergency Management
Police Department Forensic Audit
Homeless camps on private property: City share removal costs?
Kratom ban? (7OH)
4:45 Recap & agreements from today
5:00 pm Adjourn
3:00 Break
3:15 Roads/Streets/Stormwater
For new subdivisions:
Manage stormwater in planter strips; e.g., dipped swale
Not requiring the sidewalk to be constructed until the house is constructed
Snow removal on sidewalks: Policy on deciding which sidewalks are plowed
Public Works Engineering
Traffic Impact Fees
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Saturday, May 2, 2026
9:00 Welcome, recap of Day 1, and review of today’s agenda
9:15 Economic Development
Enterprise Zone – (external links)
Greater Hermiston Enterprise Zone - Hermiston, OR
Targeted Urban Area Tax Exemption Program - Richland, WA
Proactive Business Recruitment (10-yr. Tax Free Zone) Pasco, WA
9:30 Intergovernmental: Improving relationships with the County, Port, MLIRD, and other partners
10:00 Administration
City liability insurance
Valuing our employees
10:30 What’s On the Horizon?
Technology
Economy
Regulations – Known and Potential
Regional/State/National/Global
Transportation Sales Tax RenewallBallot Measure – 2027
12:30 Break / Working Lunch?
City Council Priorities for 2027:
Priority-setting process
Develop the list, including what success looks like for each priority
Order of priority: paired comparison exercise
3:00 Break
3:15 Wrap up
-Recap of agreements from this retreat
-Reflections on this two-day retreat
4:00-5:00 Adjourn
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Moses Lake City Council Retreat Report
Held on June 5 and 12, 2025
Day One: Thursday, June 5, 2025
Day one of the Moses Lake City Council retreat began shortly after 8 am at the Best Western
Hotel, 3000 W. Marina Drive in Moses Lake. City Councilmembers in attendance were Mayor
Swartz, Deputy Mayor Madewell, and Councilmembers Meyers, Martinez, Fancher, and Skaug.
The city manager, city clerk, and department heads were also in attendance.
Mayor Swartz opened the meeting and asked City Manager Rob Karlinsey to facilitate the
retreat. Karlinsey went over retreat ground rules and purposes of the retreat, including 1)
improving working together, 2) discuss various policy issues, and 3) establish and prioritize City
Council priorities for the 2026 budget.
Leadership, Vision, and Working Together
The group discussed mindset concepts and ideas from the book, Success Mindsets, by Ryan
Gottfredson:
Instead of focusing on: The priority should be: Type of Mindset:
Looking Good Learning and Growing Growth
Being Right Finding truth and the best solutions Open
Avoiding Problems Reaching Goals Promotion
Getting Ahead Lifting Others Outward
The group then had a discussion on vision and positivity for the City, summarized as follows
(referencing quotes and stories from the discussion):
“As we look ahead to take Moses Lake to the next level, remember that you will get what you
expect, that your “car” goes where your eyes go, you’ll find what you seek, and that when you’re
truly and relentlessly committed to a goal, other forces (call them what you will) will combine and
move with you.”
Next, several councilmembers shared articles they had written, entitled “How Moses Lake
Became the Best City in America” to be published ten years from now in American City &
County magazine. The group shared themes and key words that emerged from these articles,
including community, connection to history, vision, downtown revitalization, lake, economic
development, partnerships, diversity, adaptability, innovation, creativity, shot at the American
dream, big ideas and bold actions, art, industry, fountains, bridge, walkability, boardwalks, live
not just visit, tourism, connection to the environment, homegrown approach, risk taking,
infrastructure power water, and regional approach.
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In the next discussion exercise, Councilmembers were invited to list their “man on the moon
goals” for the City, meaning what big goals would they like the City to accomplish in the next 10
or so years. Councilmembers listed the following “man on the moon” goals:
Bridge: a new lake crossing
Water sustainability, including a direct line from the Columbia River
Waterfront boardwalk
Affordable housing
2,000 megawatts of new electric power for Grant County
More retail, including retail that provides an experience and variety and that attracts new
visitors
STEAM Museum (Science, Technology, Engineering, Arts, and Mathematics)
Fiscal Landscape
At about 10:30 am, Finance Director Madeline Prentice presented a six-year financial forecast
for the Street Fund and the General Fund combined. Ms. Prentice went over the model,
including assumptions (e.g. inflation, revenue growth, etc.), methodology, and scenarios. The
scenarios assumed status-quo spending with one spending variable, which was whether to
continue the SAFER grant-funded positions in the Fire Department beyond July of 2026.
Revenue assumptions assumed moderate revenue growth, with the one variable being
recession or no recession, which affected sales tax and permitting fee revenue.
With the assumptions and variables in mind, Ms. Prentice presented four scenarios from most
favorable to least favorable. All scenarios showed deficit spending in 2025 and all subsequent
years. The combined reserve levels (fund balances) in the most favorable scenario stayed
above the 15% of annual expenditures minimum level through 2026, while the lease favorable
scenario showed reserve levels dropping below the minimum in 2026.
Even the most financially optimal scenario (no recession and status quo except for SAFER
grant positions) shows the combined General Fund and Street Fund balances declining below
the Council’s target reserve goal by 2027:
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The least favorable of the four scenarios (recession, keep the SAFER positions past the grant),
shows the combined fund balance falling below the target reserve goal next year:
Participants discussed the results of the financial forecast as well as other factors that may add
to the deficit, including additional spending that may be needed for pavement preservation,
facilities needs, and vehicle and major equipment replacements. Participants also pointed out
that the transportation sales tax expires in 2027 and as a result, there will need to be a voter-
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approved ballot measure in 2026 in order to renew and maintain the sales tax in 2027 and
beyond.
Participants then discussed Finance Director Prentice’s audit findings memo, which was
included in the retreat packet. Ms. Prentice stated that converting the City’s accounting method
from modified accrual to cash basis will be a necessary step in being able to produce accurate
financial reports and thereby eliminating future audit findings. The goal is to achieve clean audit
findings (including addressing prior findings) by the end of 2026.
Ms. Prentice then went over the 2026 budget process and budget preparation calendar. The
draft preliminary 2026 budget is expected to be presented to the City Council in late September
or early October with City Council budget workshops every Tuesday evening in the fall through
Thanksgiving. If all goes according to schedule, the City Council will adopt the 2026 budget by
this coming Thanksgiving.
City Council Meetings and Committees
Councilmembers discussed the need for the council subcommittees, including pros and cons.
Agreement #1: The Council agreed to discontinue the committees and directed staff to amend
the municipal code accordingly. Subcommittees would be replaced by City Council study
sessions and one on ones with the city manager.
Councilmembers also discussed Council committee assignments, such as LTAC. Agreement
#2: The Council agreed to require an annual rotation of city (e.g. LTAC) and regional committee
assignments. The next rotation of committee assignments will take place in January 2026.
Participants also discussed modifications to standing City Council meeting agenda items.
Agreement #3: Remove mayor and city manager reports; mayor reports will be incorporated
into other parts of the agenda, including proclamations, presentations, and City Council reports.
Amend administrative reports to staff reports and incorporate the city manager’s report into the
staff reports agenda item; and add future business to council reports.
Other topics relating to Council meetings were also discussed, including the preference to give
staff advance notice prior to pulling items from the consent agenda; and improving the
effectiveness of City Council policy discussions by getting questions to staff ahead of time.
Public comments were also discussed, including deferring operational service requests during
public comment to staff.
Councilmembers discussed whether to provide time for invocations at the beginning of City
Council meetings and whether to develop and adopt an invocations policy. Agreement #4: For
the reasons discussed, City Council meetings will continue as usual with no provision or policy
for invocations.
Increasing public participation in policy discussions and public meetings was also discussed.
Agreement #5: The City Council will host more Town Hall-style meetings, including one this fall.
Participants then discussed the need for thorough onboarding and orientation of new City
Councilmembers, as well as the need to provide parliamentary training for the City Council and
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the Planning Commission. Agreement #6: Arrange for parliamentary procedure training in the
next few months. Include quasi-judicial and land use training as part of the onboarding training
for new councilmembers.
Infrastructure
The need to identify capital projects that are doable financially and practically was discussed.
City Manager Karlinsey noted that six-year capital improvement plans (CIPs) will be created for
each of the following areas: wastewater, water, stormwater, transportation, facilities, and parks.
These draft CIPs will be presented for City Council discussion in September and City Council
consideration in October.
Level of service, and infrastructure capacity and concurrency were also discussed. Agreement
#7: Transportation levels of service (LOS) will be updated as part of the upcoming
Comprehensive Plan update.
Gateways into the City
Gateway signage and art were discussed, including a Chief Moses statue at the new Yonezawa
roundabout at SR 17. Other potential gateway locations and ideas were also discussed.
Water Strategy
Given the importance and immensity of this topic, participants arrived at Agreement #8: The
City Council will hold a strategy session on water sustainability in the near future. City staff are
working on a white paper to define the water resource problem and identify options to achieve
long term water sustainability.
Transportation
Division Street striping was discussed, including the difficulty of finding gaps to turn onto
Division during peak traffic times. Compact roundabouts at certain intersections on Division
were discussed as a way to create gaps and improve safety and flow. Restriping Division back
to four lanes was also proposed. Agreement #9: The City Council will hold a community
meeting to receive neighborhood input regarding Division Street safety and throughput of
automobiles.
Pavement preservation methods were briefly discussed, including crack sealing, slurry sealing,
chip sealing, and asphalt overlays. Councilmembers expressed a preference for asphalt
overlays over chip seals but recognized the added costs (including ADA curb ramp upgrades) of
asphalt overlays. Participants discussed ADA parking in the downtown, specifically on or near
Third Avenue. Agreement #10: Public Works staff will assess the amount and locations of on-
street ADA parking in the downtown, as well whether to add more ADA parking to the parking lot
at Sinkiuse Square. Staff will report back to the City Council by the end of 2025.
Road standards and residential street widths in relation to parking demand were discussed.
Agreement #11: Include wider residential streets in the next Road Standards update.
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The Lake Crossing was also discussed. Agreement #12:Create a “plan for a plan” to work with
Grant County to decide on a location and commence the planning, funding, and design process
to make it happen. Decide on a lake crossing location by the end of 2026.
The I-90 interchange at Mae Valley, as well as the need for WSDOT to address safety and
maintenance problems were discussed. Agreement #13: Add Mae Valley Interchange and
Broadway improvements to the State Legislative agenda. Ramp up discussions with WSDOT.
Homelessness
Participants had a discussion to define more precisely the “plus” in the “one plus” level of City
participation in human services that the City Council had agreed upon last April. The
Councilmembers looked at three possible meanings of “one plus,” including the following:
A. The City is not financially involved in human services and only encourages and
promotes organizations that assist homeless individuals in physically getting them to
facilities and services that are known to effectively help them recover and get back on
their feet.
B. The City is not financially involved in human services, with one exception. The City may
enter into a limited contract with an organization that, on a 24/7 on-call basis, assists
homeless individuals in physically getting them to facilities and services that are known
to effectively help them recover and get back on their feet.
C. The City is at level 2 involvement in human services (as discussed last April), where the
City pays for a “navigator” or case worker to coordinate the spectrum of human and
social services in the area.
Agreement #14: Of the three options listed above, a majority of the participants selected Option
B. Staff will prepare a draft request for proposals for the provision of 24-7 referral to services
and transportation arrangements for the unhoused.
The City Council adjourned day one of the retreat at approximately 5 pm.
__________________________________________________________________________
Day Two: Thursday, June 12, 2025
Day two of the Moses Lake City Council retreat began at about 8:15 am in the Huck Fuller
building at the Grant County Fairgrounds. City Councilmembers in attendance were Mayor
Swartz, Deputy Mayor Madewell, and Councilmembers Meyers, Martinez, Fancher, and Skaug.
The city manager, city clerk, and department heads were also in attendance.
Mayor Swartz opened the meeting and asked City Manager Rob Karlinsey to facilitate day two
of the retreat.
Library Building
The first topic of the morning was the library building. The City owns the building and, through a
use agreement, allows the regional library district to provide library services in the building. The
agreement expires at the end of this year (2025). If the City does not provide notice to end the
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agreement by October 1 of this year, the agreement will renew for another year. Participants
discussed the use agreement and whether the annual payment by the regional library district
covered the City’s costs in maintaining the building, including capital replacement and
rehabilitation costs (e.g., roofing, HVAC, etc.). Other cities in the library taxing district were also
discussed, including whether cities that have elected not to be annexed into the library district
but are receiving library services are paying a proportionate share of costs to the district.
Participants also inquired about the revenue paid to the district by Moses Lake taxpayers and
whether the library district was spending a similar amount on library services in Moses Lake.
Agreement 15: Conduct an assessment of all of the City’s costs to maintain, operate, and
preserve the building and determine whether the City is recovering its costs from the library
district. Also compare what Moses Lake taxpayers contribute to the library district to what the
district spends on library services in Moses Lake. City Manager Karlinsey recommends
extending and amending the library building use agreement for one year (to December 31,
2026) in order to have time to conduct the building costs assessment.
Community Development
Councilmembers discussed the need to know about significant development applications in the
permitting pipeline. Agreement 16: Community Development will provide a monthly report on
applications for residential subdivisions of ten lots or more, new mulitifamily residential
construction, and new commercial construction. The report will include a brief description,
number of units, location, and status in the permitting and construction process.
Ideas on how to improve permitting processes were discussed, including authorizing overtime
for timely inspections, permitting software, and the results of Ben Yazici’s interviews with
stakeholders. Participants also discussed how Moses Lake can aspire to be known for great
customer service in its permitting processes.
Blighted properties, revitalization, and infill development were the next topics. A number of ideas
were discussed, including creating a defined area where certain change of use regulations (e.g.,
frontage improvements, parking minimums, fees, etc.) would be temporarily suspended to spur
redevelopment (similar to Kenmore’s “Brew Row” experiment in the late 2010s). Maintaining
properties and preventing buildup of garbage and debris was discussed, as was the need to
maintain and beautify planter strips and keep sidewalks in good working order. Agreement 17:
Community Development and Finance will contact Lakeside Disposal to schedule another
neighborhood cleanup event, including the staging of dumpsters in certain locations throughout
the City. Agreement 18: The City Council will hold a town hall on beautification, including
potential code enforcement actions and/or changes in City code that can help beautify the City’s
properties and neighborhoods. One of the purposes of this town hall and other beautification
efforts will be to connect volunteers in the community with properties that need to be cleaned up
(i.e. trash and vegetation removal).
Participants discussed the need to preserve and expand affordable housing, including the
continued use of the Multi-Family Tax Exemption. Agreement 19: Staff will assess the use of
the MFTE program and provide recommendations to the City Council on whether or how to
further expand it.
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Further conversation on promoting infill and redevelopment continued, including development
incentives for blighted areas, tax increment financing, and creating a downtown development
district. Agreement 20: Staff will research and bring back options around creating a
redevelopment district or other tool(s) for the downtown that will create and improve the
downtown’s identity and overall economic vibrancy.
The size of Moses Lake’s urban growth area was discussed. It was acknowledged that the size
of the urban growth area will be considered in the upcoming comprehensive plan update.
Whether to keep Cascade Valley in the City was also discussed, including the inability of the
City to provide utility services to that area. Agreement #21: Begin the process to disincorporate
affected properties in Cascade Valley.
Economic Development
Promoting more economic development, including attracting more retail. Mr. Karlinsey
presented his economic development approach which is 80% Run a Good City and 20%
develop key partnerships and seize strategic opportunities. It was suggested that the EDC be
asked to help with attracting more retail, including reaching out to retailers and restaurants.
The Main Street B&O tax credit was also discussed, including a possible plan to use more of the
City’s credit through the Downtown Moses Lake Association to beautify and spruce up
downtown. It was noted that the City’s match to access more of the B&O tax credit would need
to be increased accordingly.
An in-ground splash pad at Sinkiuse Square to help activate the downtown was discussed.
Conversation about other economic development-related topics included electric power
capacity, regional leadership and coordination, formation of a council of governments, and
strategic planning and messaging around “who we are as a city” took place.
Public Safety
Fire services alternatives were discussed, and staff reported that the RFP for a consultant to
study alternatives will be sent out soon. Participants talked about the need for a third fire station
in the north end of the city and the possibility of finding a temporary location this year.
Chief Sands reported on general crime statistics and participants discussed the possibility of
moving forward with a new police station as previously planned and how to finance it.
A brief update on the new animal shelter was provided, and Council directed staff to report back
on the exact location of the new shelter.
General City Operations
IT Director Jim Richmond presented future ADA requirements for the visually impaired and
raised the issues of costs and options for the City in responding to these requirements.
Councilmembers raised the issue of finding efficiencies and if the rate of staffing increases has
exceeded population growth. Various efficiency measures and budget savings ideas were
discussed.
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A service request portal software for citizen concerns is being investigated, and a city website
redesign will need to take place in 2026. Continuous improvement and the specific need to
improve permitting customer services was discussed. Communications to the public, “Top Picks”
updates to the public, and project communications plans were discussed. Mr. Karlinsey
proposed streamlining business regulations and making it easier to obtain a city business
license. Other efficiencies, including document templates and forms, were mentioned.
The growth in parks and associated maintenance costs was discussed, as was the park fee in
lieu for new development. Parks & Recreation Director Doug Coutts proposed moving the “pea
patches” or community gardens from the downtown to the neighborhood parks.
City Council Priorities for 2026
After a break, the City Council created a list of seven top priorities for the 2026 budget period.
After creating the list of priorities and measures of success for each priority, the City Council
participated in a “paired comparison” exercise to list the priorities in order of importance. Each
priority was voted on in comparison to every other priority. The votes were tallied, and the
priorities were listed and numbered in the order of most to least votes. The resulting list of 2026
priorities, in priority order, are as follows:
1.Achieve Financial Sustainability
Develop and adopt a 6-year financial sustainability plan (FSP) that keeps
reserves for the Street Fund and General Fund above the City Council’s
policy level of 15% of operating expenses; and that prevents expenses
from exceeding revenues for the 6-year period.
The FSP needs to include adequate infrastructure planning for adequate
maintenance, replacement, and/or repair of existing infrastructure.
By the end of 2026, resolve prior audit findings and achieve clean audits.
2.Secure Sustainable and Reliable Municipal Water Sources for the Long Term
Fund, design, and construct the treatment facility for Well 29. Acquire
water rights for well 34.
Begin construction of Reservoir 10.
Develop and implement a water sustainability strategy plan.
Create a map of the city showing water projects underway or planned.
3.Improve the City’s Image and Reputation (communication, customer service,
beautification, city pride, visioning)
With the community’s help, develop positive vision and messaging and a
plan to communicate it.
Implement permitting process improvements.
Hold a town hall event on beautification and adopt code revisions with an
emphasis on junk, trash, junk vehicles, and weed control on major
corridors.
Facilitate volunteer opportunities to assist with code enforcement.
Schedule a neighborhood cleanup event with Lakeside Disposal.
4.Choose and Implement a Fire Department Service Delivery Model and Plan for and
Obtain Funding for a Third Fire Station in the North End of the City
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Decide on a FIRE/EMS service delivery model, including solution for
station 3 in the north end of the City.
Implement the selected delivery model.
Locate a temporary station in north-end in 2025 (either daytime or 24/7).
5.Plan for and Obtain Funding for a New Police Station
Update the existing site and building plan design to understand costs.
Develop a funding plan and work to secure funding according to the plan.
6.Identify a Second Lake Crossing Location
Identify and obtain stakeholder approval of a second lake crossing
location. Partner with Grant County, WSDOT, and other affected
stakeholders.
Prepare a realistic engineering estimate.
Set a completion date for the new bridge.
Prepare a funding plan.
7.Make Progress Toward WSDOT Highway Projects in Moses Lake
Yonezawa/Highway 17 roundabout will be under construction by 2027
(bid ready in early 2027).
Improve the working relationship with WSDOT and help WSDOT prioritize
state highway needs in Moses Lake.
Work with WSDOT to prioritize and construct improvements on Broadway,
(including sidewalk repairs) and to reconfigure and upgrade the I-90 Mae
Valley interchange.
After the priorities for 2026 were established, the participants briefly reflected on what they
accomplished over the two days of the retreat and adjourned at approximately 5 pm.
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No.Task Name Assigned To Due date Completed Date Completed By Description
1 Council Committees - Amend Code Debbie Burke;Katherine Keniso 10/31/2025 12/9/2025 Debbie Burke Council agreed to discontinue the Council subcommittees. The subcommittee meeting schedule
was eliminated and the code needs to be updated accordingly.
2 Rotation of Council Assignments on
LTAC and Other Committees
Debbie Burke;Katherine Keniso
10/31/2025 12/9/2025 Debbie Burke
Create a policy on review of assignments to add to Council Rules. Then in January, have Council
make committee assignments. Committee assignments were made 1/2026. At next retreat,
would like the Council to discuss the need for this policy.
3 Council Mtg Agenda Changes Debbie Burke 10/31/2025 12/9/2025 Debbie Burke Removed mayor's report and city manager's report from the agenda, Pending Code updates
with Council Committee Agreement No. 1.
4 No Invocations Policy Rob Karlinsey 07/22/2025 7/22/2025 Debbie Burke
5 Town Hall Meetings Rob Karlinsey 10/28/2025 10/28/2025 Council & Staff The City Council will host more town-hall style meetings, including one in the fall of this year
(2025). The town hall took place on 10/28 at 5:30 pm.
6 Parliamentary Procedure Training Debbie Burke 09/09/2025 09/09/2025 Debbie Burke Contracted for Ann McFarlane to do remote training with Council, Planning Commission, and
Board & Commission admins on September 9.
7 Transportation LOS Vivian Ramsey 06/30/2027 Transportation LOS will be included as part of the upcoming comprehensive plan update.
8 Water Strategy Session & White
Paper
Brian Baltzell
09/16/2025 09/16/2025 Leigh Ramsey
Hold a water strategy session with the City Council. Prepare a strategy paper to present at the
strategy session.
The Water Strategy Paper was presented to the City Council on 9/16. Modifications and
adoption of this Strategy Paper is expected by the end of October 2025.
9 Division Street Neighborhood
Meeting
Leigh Ramsey
9/30/2026
Hold a Division Street neighborhood meeting to get input on safety and throughput of
automobiles.
Neighborhood meeting will be held in late September 2026 to prevent community burnout by
asking for community engagement on too many topics at once.
10 Assess ADA Parking Downtown Leigh Ramsey
01/31/2026
PW staff will assess the amount and locations of on-street ADA parking in the downtown, as
well as whether to add more ADA parking to the parking lot at Sinkiuse Square. Staff will report
back to the City Council by the end of June 2026.
11 Wider residential streets Leigh Ramsey
12/31/2026
Include wider residential streets in the next road standards update. Road standards will be
introduced to the City Council on April 21.
Staff discussed options and received direction from City Council on 4/21/2026. The updated 35'
wide residential streets design will be included in the 2026 Community Street and Utility
Standards (CSUS) update. The update will be proposed for adoption in May 2026.
12 Lake Crossing Rob/Leigh
12/31/2026 Rob/Leigh
Create a "plan for a plan" to work with Grant County to decide on a location and commence the
planning, funding, and design process to make it happen.We're working on a scope for a
consultant to get a head start on the EIS. Update will be provided at the 5/1 council retreat
13 Mae Valley Interchange and
Broadway Improvements
Brian Baltzell 10/31/2025 Add Mae Valley Interchange and Broadway improvements to the State Legislative agenda. Ramp
up discussions with WSDOT re: these improvements. In progress.
14 One Plus: RFP for 24-7
Referral/Transportation Services
Liz Murillo-Busby
11/28/2025 11/28/2025 Liz Murillo-Busby
Prepare a Request for Proposals for referral and transportation services for the unhoused.
Select and be under contract with the selected contractor by the end of November 2025.
The City conducted an RFP. As of 9/25, the committee has narrowed it down to two finalists.
15 Library Building Cost Assessment Brian Baltzell
10/31/2026
Conduct an assessment of all of the City's costs to maintain, operate, and preserve the library
building. Determine whether the City is recovering its costs from the library district. Also
compare what Moses Lake taxpayers contribute to the library district to what the district spends
on library services in Moses Lake. Extend and amend the library use agreement for one year (to
December 31, 2026) in order to have time to conduct the building cost assessment.
Council Retreat May 1-2, 2026, Page 21 of 65
16 Monthly Report on Development
Applications
Vivian Ramsey
08/15/2025 Ongoing Comm Dev
CD will provide a monthly report on applications for residential subdivisions of ten lots or more,
new multifamily residential construction, and new commercial construction. The report will
include a brief description, number of units, location, and status in the permitting and
construction process.
17 Lakeside Disposal Cleanup Event UB & Code Enforcement
12/01/2026 4/25/2026 Code Enforcement
CD and Finance will contact Lakeside Disposal to schedule another neighborhood cleanup event,
including the staging of dumpsters in certain locations throughout the City.
8/26/2025 Cleanup, coordinated with Lakeside. Disposal took place on September 13, 2025. On
April 25, 2026, held neighborhood cleanups at four locations. BBQ at the Knolls Vista location.
18 Beautification Town Hall Vivian Ramsey
6/30/2026 Scheduled for
June
The City Council will hold a town hall meeting on beautification, including potential code
enforcement actions and/or changes in City code that can help beautify the City's properties
and neighborhoods. One of the purposes of this town hall meeting and other beautification
efforts will be to connect volunteers in the community with properties that need to be cleaned
up (i.e., trash and vegetation removal).
19 MFTE Expansion Member
12/31/2026
Staff will assess the use of the MFTE program and provide recommendations to the City Council
on whether or how to further expand it.
Recommendations by March of 2026. Implement expansion by end of 2026. Recommend
moving to 2027. Would like to explore turning over management of MFTE to Housing Authority.
20 Downtown Redevelopment Tools Rob Karlinsey
12/31/2026
Staff will research and bring back options around creating a redevelopment district or other
tool(s) for the downtown that will create and improve the downtown's identity and overall
economic vibrancy.
21 Cascade Valley Disincorporation Vivian Ramsey
12/31/2026
Begin the process to disincorporate affected properties in Cascade Valley.
08/25/2025 Spoke with Alison May about the disincorporation. Ms. May owns several
properties in the Willow Crest subdivision and is supportive of the action. She has concerns
about the homes that will be built in the "between" time. That they will not need to put in the
sprinkler system after disincorporated. Vivian Ramsey to reach out to property owner to gauge
interest.
Council Retreat May 1-2, 2026, Page 22 of 65
Council Retreat May 1-2, 2026, Page 23 of 65
Council Retreat May 1-2, 2026, Page 24 of 65
Council Retreat May 1-2, 2026, Page 25 of 65
From: Don Myers <dmyers@cityofml.com>
Sent: Thursday, June 12, 2025 6:22 AM
To: Rob Karlinsey <rkarlinsey@cityofml.com>
Subject: Re: Greatest City in America Article
Moses Lake, Reimagined: A Decade of Transformation by the
Water
Once a quiet town with promise on the horizon, Moses Lake has
emerged as one of Central Washington’s most vibrant and livable
communities. Over the past decade, the city has embraced its
greatest asset—the lake—and turned it into a defining centerpiece
of daily life, local identity, and shared progress.
A Boardwalk That Connects More Than Parks
The most visible sign of this transformation is the Lakeside
Boardwalk Project—a collection of connected segments that wind
along key stretches of public shoreline from Neppel Park to Blue
Heron Park. Rather than disrupting the character of private
lakeside homes, the boardwalk was thoughtfully designed as a
series of accessible segments linked by paved trails. These trails
guide walkers, runners, and cyclists through quiet neighborhoods,
native wetlands, and curated public spaces to the next lakeside
view.
Each boardwalk segment offers its own atmosphere: some feature
wide decks with gathering spaces and shaded benches; others hug
the water more closely, giving walkers the sensation of skimming
the lake’s edge. The effect is peaceful, energizing, and entirely
unique to Moses Lake.
The Drift: A Café that Floats Between Worlds
Just off one western boardwalk segment sits "The Drift", a floating
café that’s become one of Moses Lake’s signature gathering
places. Reached by a short pier, the structure seems to hover just
above the water, all clean lines, soft light, and natural textures.
Inside, it’s warm and airy, with panoramic windows that frame the
lake in every direction. Seating spills onto a surrounding deck
Council Retreat May 1-2, 2026, Page 26 of 65
where you can hear the quiet movement of water below. Live
acoustic sets often play in the background, and the atmosphere is
intentionally unhurried. The café offers a seasonally inspired
menu, but most come for the space itself—a place to meet, relax,
and take in the lake in an entirely new way.
Whether it’s families catching up over morning coffee, remote
workers perched with laptops in the afternoon sun, or couples
watching the sky change colors in the evening, The Drift has
become a true community anchor—part refuge, part social hub.
A City That Knows How to Celebrate
Moses Lake has always had heart, but now it has the venues—and
the vision—to bring its community together like never before.
Each spring, SpringFest takes over the shoreline with three days of
music, food trucks, street vendors, and family events that spill
from the parks onto the boardwalks. What was once a small-town
fair is now a regional event that draws visitors from across the
state, while still holding onto its small-town soul.
In summer, a new tradition has taken hold: the Moses Lake Boat
Parade, where pontoons, kayaks, paddleboards, and small crafts
are decorated in lights and themes, drifting past cheering crowds
on the shore. It’s an evening of creativity, laughter, and lakeside
celebration that feels destined to become a cherished institution.
A Place to Live, Not Just Visit
Moses Lake’s transformation has been more than cosmetic—it’s
deeply structural. Families are planting roots here, drawn by
affordable neighborhoods, excellent schools, and a strong sense
of community. The city has seen growth not just in population, but
in purpose. Investments in clean industry, agriculture technology,
and small business incubation have sparked new job
opportunities, while preserving the quiet pace and accessibility
that longtime residents cherish.
The lake has become a living part of daily routines—not just a view.
Council Retreat May 1-2, 2026, Page 27 of 65
Kids explore local wildlife through hands-on shoreline programs,
teens find community meeting spots along the boardwalk as the
sun sets, and adults enjoy paddling, picnicking, and countless
activities that strengthen their connection to the water and to one
another.
Moses Lake’s transformation is about more than development—
it’s about creating a community where people want to live, gather,
and grow. Here, the lake is more than a landmark; it’s a shared
space that brings everyone a little closer together.
Don Myers
5097508506
Don Myers
Council Member
City of Moses Lake
509-750-8506 | dmyers@cityofml.com
www.cityofml.com
Council Retreat May 1-2, 2026, Page 28 of 65
City of Moses Lake
Progress Toward City Council Priorities for 2026
Update for May 1 & 2, 2026 City Council Retreat
The City’s top priority will always be fulfilling its core mission, which includes ensuring public
safety, maintaining the City’s infrastructure, complying with state and federal mandates, and
safeguarding the City’s finances. With this context, the City Council can emphasize certain
initiatives or address specific problems through its priority-setting process each year. These
priorities for the 2026 budget are described as follows:
1.Achieve Financial Sustainability
Develop and adopt a 6-year financial sustainability plan (FSP) that keeps
reserves for the Street Fund and General Fund above the City Council’s
policy level of 15% of operating expenses; and that prevents expenses
from exceeding revenues for the 6-year period.
Financial Sustainability Plan scheduled to be adopted on April 28,
2026
The FSP needs to include adequate infrastructure planning for adequate
maintenance, replacement, and/or repair of existing infrastructure.
FSP includes $1.8 million per year placeholder for facilities capital
replacements. Facilities needs assessment will update that
estimate. Funding for pavement preservation is included in the six-
year CIP.
By the end of 2026, resolve prior audit findings and achieve clean audits.
We have filed 2022 and 2023 financial statements with the State
Auditor’s office. We are working on the 2024 financial statements and
will file them as soon as possible, knowing that updates will likely need
to be made to 2023 and 2024 once the 2022 audit is completed. We
are continuing to work with the auditors on the 2022 financials to
ensure the accuracy of the beginning balances after the GAAP to cash
conversion. When the 2022 financials have been completed and any
adjustments are made, we will amend the 2023 financials with any
changes to beginning fund balances and refile the statements. The
process will continue this way until we have filed the 2024 and 2025
financial statements, which we are still targeting to have completed by
May 30, 2026.
We are working closely with the audit team and have weekly status
update meetings with them. The auditors have provided instruction
and guidance on schedules and other information that finance staff
were unfamiliar with or unclear on and have been invaluable in their
partnership with the City to get us caught up on the audits.
We are continuing to work on resolving the prior audit findings and will
likely receive audit findings, management letter or exit items due to the
late filings of the 2022 – 2024 audits as the auditors discussed in the
entrance conference for the 2022 audit.
Once the 2022 audit is completed, Council members will be invited to
an exit conference to discuss the audit results with the audit team and
answer any questions that Council may have.
Council Retreat 2026 - Revised pg 29-31
The Auditors are still anticipating working on the 2023 audit beginning
in May, but do not yet have a timeframe for when the 2023 audit would
be completed. The 2024 and 2025 audits would not be started until
sometime in the fall of 2026.
2. Secure Sustainable and Reliable Municipal Water Sources for the Long Term
Fund, design, and construct the treatment facility for Well 29. Acquire
water rights for well 34.
Well 29: Funding has been secured from both Washington State
and the US Government through direct appropriation requests.
The contract with WA State Department of Commerce has been
executed, but we are waiting on the contract for the federal funds.
Our lobbyist has recommended we wait to take additional action on
any contract until the federal contract has been executed as it
could prevent us from getting full reimbursement. Staff have
reached out to check on status of federal funds and will update
council once an update is received.
The preferred treatment method has been identified. Staff are
ready to start the bid process for design or design/build as soon as
the contract has been executed for the federal funds.
Well 34: Well 34 is approximately at 30% design. Until additional
shallow water rights are secured, we are unable to utilize this well.
City staff will be meeting with Department of Ecology on 4/28/26 to
discuss whether the Bureau of Reclamation agrees with an
identified legal pathway to secure additional shallow groundwater
rights. Meanwhile, staff and Aspect Consulting (Geonsyntec) are
still actively seeking shallow groundwater on the open market.
Once additional water rights are secured, staff will move forward
with design and permitting of the Well 34 pumphouse and
manganese treatment system.
Begin construction of Reservoir 10.
Funding will come from the revenue bonds that are planned to be
issued in 2027. Staff will continue to look for additional external
funding sources and will bring any pertinent options to council for
consideration.
Our contracted consultant is completing final re-design of the
slightly smaller tank as directed by Council in late 2025. Plans are
roughly 90% complete. Until funding is secured, staff will not be
preparing the final bid package or final plan set in case of changing
regulations.
We have been approached by an adjacent property owner asking
us to relocate part of the infrastructure needed for the reservoir to
accommodate a new driving range. Staff have reached out to our
consultant to determine estimated costs and project delays if an
additional redesign is requested. If moving forward, the
developer/adjoining property owner would be required to pay for
any staff time and consultant costs associated with a developer
driven relocation/redesign (including additional permitting,
easements, etc.).
Develop and implement a water sustainability strategy plan.
Plan was adopted by City Council in December 2025. Staff have
been actively working towards the goals outlined in the plan.
Council Retreat 2026 - Revised pg 29-31
Create a map of the city showing water projects underway or planned.
This map will be created when the water source comparison
analysis is complete.
3. Improve the City’s Image and Reputation (communication, customer service,
beautification, city pride, visioning)
With the community’s help, develop positive vision and messaging and a
plan to communicate it.
Implement permitting process improvements.
Transition to Permit Center underway. Permits Coordinator position
created and filled.
Streamlined permit process by consolidating building & fire permits.
Revamp of frontend portal ready to launch. Next: backend system
revamp to be completed by early 2027. Improvements have
already been made.
A series of code amendments to streamline, simplify, and/or
deregulate have been adopted: 2025 docket and mobile food
vendors/food courts.
Hold a town hall event on beautification and adopt code revisions with an
emphasis on junk, trash, junk vehicles, and weed control on major
corridors.
Scheduled for June 16, 2026
Facilitate volunteer opportunities to assist with code enforcement.
Work in progress
Schedule a neighborhood cleanup event with Lakeside Disposal.
Cleanups held on September 13, 2025 and April 25, 2026
4. Choose and Implement a Fire Department Service Delivery Model and Plan for and
Obtain Funding for a Third Fire Station in the North End of the City
Decide on a FIRE/EMS service delivery model, including solution for
station 3 in the north end of the City.
Report delivered in March 2026
Implement the selected delivery model.
Locate a temporary station in north-end in 2025 (either daytime or 24/7).
See options outlined in Chief Perillo’s memo dated April 10, 2026
5. Plan for and Obtain Funding for a New Police Station
Update the existing site and building plan design to understand costs.
On hold pending future funding.
Develop a funding plan and work to secure funding according to the plan.
On hold due to other priorities in the FSP. Possible future voter-
approved bond measure: 2028?
Council Retreat 2026 - Revised pg 29-31
6. Identify a Second Lake Crossing Location
Identify and obtain stakeholder approval of a second lake crossing
location. Partner with Grant County, WSDOT, and other affected
stakeholders.
Interlocal Agreement to Conduct EIS approved April 2026
Prepare a realistic engineering estimate.
Will be part of the EIS.
Set a completion date for the new bridge.
To be determined.
Prepare a funding plan.
Submitted earmark request for EIS. The completed EIS will open
up funding opportunities.
Obtained six letters of support from the Port, School District,
Chamber, EDC, BOCC, and WSDOT.
7. Make Progress Toward WSDOT Highway Projects in Moses Lake
Yonezawa/Highway 17 roundabout will be under construction by 2027 (bid
ready in early 2027).
Improve the working relationship with WSDOT and help WSDOT prioritize
state highway needs in Moses Lake.
Staff have held multiple meetings with North Central Region
WSDOT staff, including the regional administrator.
Work with WSDOT to prioritize and construct improvements on Broadway,
(including sidewalk repairs) and to reconfigure and upgrade the I-90 Mae
Valley interchange.
At last meeting with WSDOT, next steps for Mae Valley Hansen
Road/Frontage Road/On-Off Ramp intersection was discussed,
including RFP for design.
Working with WSDOT to obtain design funds for Broadway
Council Retreat 2026 - Revised pg 29-31
City of Moses Lake
Memorandum
To: City Manager Karlinsey
From: Art Perillo, Fire Chief
Date: April 10, 2026
Subject: Council Goal Progress
Financial Sustainability Plan: Developing a six-year plan to keep fund reserves stable
Optimized GEMT Reimbursement Strategy:
Restructured expenses to maximize Ground Emergency Medical Transport (GEMT)
reimbursement revenue. The department has reviewed and adjusted the 2024 HCA cost report
and is currently reworking and resubmitting the 2025 cost report. Final impacts will be
determined following auditor review; however, early indications suggest an increase in the cost-
based reimbursement rate if accepted.
Enhanced Ambulance Billing Practices:
Partnered with our billing vendor to develop targeted training aimed at improving documentation
accuracy and increasing collection rates. The 2025 ambulance billing collection rate is
approximately 40%. While several external factors influence collections, our efforts are focused
on controllable variables. A typical industry benchmark ranges between 50%–60%.
Implemented Scene Mitigation Billing:
Initiated cost recovery billing for traffic accidents and fire responses. Since its implementation in
late February 2025, over $7,000 in invoices have been issued to insurance providers.
Reduced Technology Costs (YubiKey Implementation):
Deployed YubiKeys for multi-factor authentication, eliminating reliance on city-issued cell
phones and reducing recurring service costs. This change is projected to save approximately
$20,000 annually.
Eliminated Underutilized Software:
Discontinued select software subscriptions to reduce operating expenses, including Standard
Operating Procedure software that did not align with fire service needs. This adjustment is
expected to save approximately $10,000 annually.
Council Retreat May 1-2, 2026, Page 32 of 65
Improved Procurement and Inventory Management:
Strengthened purchasing practices by continuously evaluating vendors to ensure competitive
pricing on EMS supplies. While savings are influenced by market conditions, the primary
objective is cost control and efficiency. Additionally, the department is implementing
standardized par levels for station supply rooms to reduce over-ordering and improve inventory
tracking.
Optimized Turnout Gear Allocation:
Transitioned from individually assigned second sets of turnout gear to a shared access model.
This approach maintains compliance with cancer reduction best practices while reducing overall
inventory, replacement costs, and outfitting expenses.
Public Safety & Service Level Management: Planning for a third fire station in the north end,
upgrading the police station, and reviewing service levels (core vs. discretionary) in the budget.
A critical component of improving service delivery is enhancing communication between field
personnel and dispatch. In partnership with MACC, the department will be reimbursed up to
$20,000 to implement Mobile Communication Terminals (MCTs) in frontline emergency
response units (excluding brush vehicles).
The implementation of MCTs will improve operational efficiency and service outcomes by
enabling real-time unit tracking and supporting the future capability to dispatch the closest, most
appropriate unit. Additional benefits include more accurate response time data, reduced radio
traffic, and reduced dispatch workload. These improvements will allow dispatchers to more
effectively support responders in the field, ultimately enhancing the level of service provided to
the community.
To address current and future service demands in the north area, the department is partnering
with ASPI to secure a donated parcel for the development of a permanent fire station.
Concurrently, coordination with the Port of Moses Lake to use one of their parcels as a
temporary station location to improve response times in the near term.
Temporary Station 3 Options
To improve service levels in the north area while a permanent station is being developed, the
following options are under evaluation:
Option 1:
Utilize the building at 6533 24th Ave. for apparatus storage while relocating the former police
gun range trailer to serve as living quarters (sleeping areas, restrooms, office space, and
dayroom).
Estimated cost: $84,000 (relocation) + $100,000 (remodel and furnishing)
Additional costs: utilities (water, sewer, power)
Benefit: Provides indoor apparatus storage and improved operational readiness
Council Retreat May 1-2, 2026, Page 33 of 65
Option 2:
Relocate the trailer to a donated ASPI site for use as a temporary station.
Estimated cost: $84,000 (relocation) + $100,000 (remodel and furnishing)
Additional costs: utilities (water, sewer, power)
Limitation: No indoor apparatus storage and reduced operational effectiveness during the winter
months
Option 3:
Lease a modular fire station at either site until construction of the permanent station is complete.
Estimated cost: approximately $30,000 per month furnished
Benefit: Purpose-built solution with faster deployment and full operational capability
Permanent Station 3 Options
Option 1:
Demolish the existing structure and construct a new fire station at 6533 24th Ave. while leasing
the land from the Port of Moses Lake.
Option 2:
Construct a new fire station on land donated by ASPI, providing a long-term solution aligned
with projected growth in the north area.
Art Perillo
ART PERILLO
Fire Chief
Council Retreat May 1-2, 2026, Page 34 of 65
City of Moses Lake, Washington
Memorandum
401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
Date: April 23, 2026
To: Rob Karlinsey, City Manager
From: Madeline Prentice, Finance Manager
Regarding: SAO Audit Report Briefing Update
______________________________________________________________________________________
The Washington State Auditor’s Office (SAO) is responsible for performing a range of
audits for local governments. The SAO performs financial statement and federal single
(grant compliance) audits of the City’s financial statements and grants annually. This
audit is known as the Financial Statement and Federal Single Audit. They also perform
and audit over compliance with federal or state laws, rules or the City’s own policies and
procedures every three years. This audit is known as the Accountability Audit.
At the conclusion of the audits, the auditors prepare a summary report identifying the
specific areas of the City’s operations that were examined and identify areas of
concerns. Auditors have three levels of reporting to communicate areas of concern
identified during an audit:
Findings report significant results of the audit, such as significant deficiencies
and material weaknesses in internal controls; misappropriation; and material
abuse or non-compliance with laws, regulations or policies. Findings formally
address issues in an audit report.
Management letters communicate control deficiencies, non-compliance,
misappropriation or abuse that are less significant than a finding, but still
important enough to be formally communicated to the governing body.
Management letters are referenced but not included in the audit report.
Exit items address control deficiencies, non-compliance with laws or regulations,
or errors that have an insignificant effect on the audit objectives. These issues
are informally communicated to management.
The last Financial Statement and Federal Single Audit completed was for the period
from January 1, 2021 to December 31, 2021, and the last Accountability Audit was for
the period from January 1, 2021 to December 31, 2023. In both audits, the City was
issued all three levels of reporting identified above. The City is working hard to resolve
the issues identified in the last audits. Listed below, each finding, management letter,
and exit item is identified, with a brief description of the condition, the auditors’
recommendations and the corrective actions undertaken to date to resolve the issue.
Council Retreat May 1-2, 2026, Page 35 of 65
City of Moses Lake, Washington
Page 2
401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
2021 Financial Statements and Federal Single Audit - Finding #2021-001
The City’s internal controls over accounting and financial statement preparation
were inadequate for ensuring accurate and complete financial reporting.
Description of Condition: The City prepares multi-fund financial statements in
accordance with GAAP. These financial statements are complex, and the reporting
requirements change frequently. The City experienced turnover in its accounting staff
over the past several years. As a result, staff responsible for financial reporting lacked
the technical training and experience necessary to apply the correct accounting technical
training and experience necessary to apply the correct accounting treatment specific to
certain transactions and balances.
State Auditors Recommendations:
•Evaluate funds for proper major fund reporting and correctly report funds as major
funds in accordance with accounting standards
•Calculate and report net investment in capital assets and restricted net position
associated with pension correctly and in accordance with accounting standards
•Evaluate interfund activity to properly report revenues, expenses and net
transactions when applicable
Finally, the City should dedicate adequate time and resources for staff to
comprehensively review the completed financial statements for consistency with
reporting requirements.
Corrective actions: Effective with the 2022 financial statements, the City has converted
from a GAAP basis reporter to a Cash basis reporter. Moving to this form of reporting
alleviates the need for a 3rd party software to prepare the financial statements, as was
necessary under GAAP reporting. We have filed the 2022 financial statements with the
State Auditor’s Office under the cash basis of reporting, and the 2022 audit kicked off on
February 4th with two auditors onsite who began reviewing records related to the federal
single audit (federal grants). We are continuing to work with the State Auditor’s to finalize
the 2022 audit and have weekly status updates with them on any outstanding items they
have. There will be adjustments to the 2022 financial statements that will lead to
adjustments in the 2023 financial statements that were submitted on April 9th.
The 2023 financial statements were submitted to the State Auditor’s Office on April 9,
2026, and we are awaiting notification from them for the start of the 2023 audit. We are
continuing to move forward with the 2024 and 2025 financial statement preparations and
will file 2024 and 2025 financial statements as soon as they are completed with a goal
of filing the reports by the annual report deadline of May 30, 2026 (150 days after the
fiscal year end) or earlier.
All staff have or will receive appropriate BARS training courses and other relevant courses
throughout the year as they are available to increase the knowledge and skills of the
accounting team. Four staff members have already attended an intensive weeklong
Council Retreat May 1-2, 2026, Page 36 of 65
City of Moses Lake, Washington
Page 3
401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
financial bootcamp presented by MRSC. Other staff members will be scheduled to attend
the same bootcamp as they become available. This course runs the gamut of key internal
documents, processes, policies, financial information, budgets, BARS, and reporting
required of municipalities by the State Auditor’s Office and is a course recommended for
clerk/treasurer, treasurer, finance director, accounting supervisor/assistant and others
working in governmental finance.
2021 Financial Statements and Federal Single Audit - Finding #2021-002
The City did not have adequate internal controls for ensuring compliance with
federal suspension and debarment requirements.
Description of Condition: Federal requirements prohibit recipients from contracting with
or purchasing from parties suspended or debarred from doing business with the federal
government. Whenever the City enters into contracts or purchases goods and services
that it expects to equal or exceed $25,000, paid all or in part with federal funds, it must
verify that the contractors are not suspended, debarred or otherwise excluded from
participating in federal programs. The City may verify this by obtaining a written
certification from the contractor, adding a clause or condition into the contract that states
the contractor is not suspended or debarred, or checking for exclusion records in the U.S.
General Services Administration’s System for Award Management at SAM.gov. The City
must verify this before entering into the contract and must maintain documentation
demonstrating compliance with this federal requirement.
Our audit found the City did not have adequate controls to verify two contractors it paid
more than $25,000 in federal funds were not suspended or debarred from participating
in federal programs.
State Auditors Recommendations: We recommend the City strengthen internal controls
to ensure all contractors it pays $25,000 or more, all or in part with federal funds, are not
suspended or debarred from participating in federal programs before contracting with or
purchasing from them.
Corrective actions: Contracts now include a clause in the contract and contractors are
required to submit certification that they are not suspended or debarred before executing
the contract or upon proposal submission. Contractor licenses are reviewed on the
Washington State Department of Labor & Industries (L&I) website and checked for
suspension or debarment. Copies of the verification are maintained with the project files.
Additionally, a new internal procedure has been developed with specific instructions for
staff to check the SAM.gov website for suspended or debarred contractors prior to
awarding contracts of $25,000 or more to any contractor or vendor. This requirement is
especially critical if federal funds are being used for the project and specific
documentation must be maintained with the contract file as proof for the auditors. This
procedural document has been distributed to staff who are responsible for monitoring
and managing City projects or programs as well as instructions for providing Finance with
documentation particularly as it relates to projects with federal grant funding.
Council Retreat May 1-2, 2026, Page 37 of 65
City of Moses Lake, Washington
Page 4
401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
2021 Financial Statements and Federal Single Audit - Management Letter Items
Schedule of Expenditures of Federal Awards Reporting
City management is responsible for designing, implementing and maintaining internal
controls that provide reasonable assurance the City’s Schedule of Expenditures of
Federal Awards (SEFA) is reliable and fairly presented. This schedule lists all the City’s
federal programs and the total amount of federal money it spent for the fiscal year. The
City reports its SEFA using the accounting practices prescribed by the Title 2 U.S. Code
of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost
Principles, and Audit Requirements for Federal Awards (Uniform Guidance).
While the City’s finance department has a process to report federal program
expenditures, its internal controls were insufficient for ensuring the SEFA only reported
federal expenditures incurred during the fiscal year. As a result, the City overstated
federal expenditures for its Emergency Solutions Grant Program (ALN 14.231) and Public
Safety Partnership and Community Policing Grants (ALN 16.710) by $498,100 and
$89,400, respectively, on its SEFA.
The City subsequently corrected these errors.
We recommend the City improve controls over identification of federal programs and its
reporting requirements to ensure the SEFA is accurate and complete before submitting it
for audit.
Corrective Actions: Grant reimbursement requests that are submitted at year-end are
generally not reimbursed until the first or second month of the new year. Finance staff
did not review the grant reimbursements beyond year-end to determine the appropriate
period to report them in. Going forward, a year-end process has been put in place to
review grant funds received in the first two months of a new year to determine if there
were funds received after the year-end that need to be included in the year-end SEFA
report. Additionally, staff inadvertently reported revenues rather than expenditure on the
SEFA and have since received further training on the correct reporting requirements and
necessary reviews to ensure the reports are accurate before submitting. We are
continuing to review and monitor this reporting requirement and staff have received
further instruction/training on completing the SEFA report from the State Auditors who
have provided valuable assistance to staff who were unfamiliar with this report.
Council Retreat May 1-2, 2026, Page 38 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
2021 Financial Statements and Federal Single Audit - Exit Items:
Related party transactions
The City does not have a formal year-end process to evaluate related-party transactions
for potential disclosure.
We recommend the City establish and document a formal evaluation of potential related-
party transactions to ensure that significant transactions and relationships are
appropriately disclosed in the City’s financial statements.
Corrective Actions: The City has implemented a year-end process whereby elected
officials and key employees complete a “statement of affiliations” form which identifies
organizations, business affiliations and/or boards that the elected official or key
employee (or their spouse) are owners or part-owners of. These are reviewed and
compared against the general ledger to determine if there are significant transactions
that need to be disclosed in the City’s financial statements.
Buildings and improvements
The City did not capitalize substantially completed assets of about $44,533 in its
governmental activities and did not correct this in the final financial statements.
We recommend the City report substantially completed assets correctly and in
accordance with accounting standards.
Corrective Actions: The finance staff reviews all assets to determine the status of the
project at year-end. With the move to cash basis reporting in 2022, capital assets are
recorded as capital expenditures when purchased. A review of capital projects at year-
end is completed to ensure costs are accurately reported in the general ledger.
Incorrect reporting of revenues between City funds
The City incorrectly reported revenues between City funds on the Statement of Revenues,
Expenditures and Changes in Fund Balances. The following errors were identified:
•Affordable and Supportive Housing revenues (part of Aggregate Remaining) is
overstated by $68,435 due to the City receipting grant funds into this fund by
mistake. The grant funds should have been reported in a separate fund.
•Public Transportation revenues (part of Aggregate Remaining) is understated by
$194,181 due to the City incorrectly recording revenue earned by this fund (170)
to a separate fund (119).
We recommend the City evaluate activity to properly report revenues.
Corrective Actions: The Finance Director prepares a quarterly review and report to
Council. During this review, all funds are reviewed and discussed. If a transaction is in
question, the Finance Director researches or has finance staff research transactions to
Council Retreat May 1-2, 2026, Page 39 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
ensure that they are properly reported in the appropriate fund. Corrections, if necessary,
are made by the Accountants in the Finance Department and reviewed by the Accounting
Manager or Finance Director prior to posting. A monthly variance analysis is also
completed by the Accounting Manager and reviewed with the Department Director or
Managers. If discrepancies are identified, research is conducted by the Accounting staff
and if corrections are necessary, the accounting staff prepare correcting journal entries
that are reviewed by the Accounting Manager or Finance Director prior to posting.
Procurement - cost price analysis
Uniform Guidance and City policy require the City to perform a cost or price analysis for
federal purchases exceeding the simplified acquisition threshold. For two Emergency
Solutions Grant contracts which exceeded the simplified acquisition threshold, the City
did not have sufficient documentation supporting the cost or price analysis, as required.
We recommend the City improve internal controls to ensure a cost price analysis is
documented as required for federal procurement actions in excess of the simplified
acquisition threshold.
Corrective Actions: City staff responsible for the Emergency Solutions Grant during this
time were not familiar with the requirement to prepare and document a cost price
analysis for federal purchases exceeding the simplified acquisition threshold. Since this
time, staffing has changed and new staff are aware of federal procurement requirements.
Finance staff will also periodically review programs to ensure compliance with federal
procurement requirements.
2021 – 2023 Accountability Audit Finding - #2023-001
The City lacked adequate internal controls over financial reporting to ensure
compliance with state law requiring timely annual report submissions.
Description of Condition: The City did not submit the required annual reports to our Office
within 150 days of fiscal year-end. The City filed its 2021 annual reports 515 days late.
The City has not filed its 2022 and 2023 annual reports. We reported this issue as a
finding in the prior audit.
State Auditors Recommendations: We recommend the City establish internal controls to
ensure timely financial reporting in accordance with state law.
Corrective actions: The City continues to struggle with an inadequate financial reporting
system that requires significant time and resources to ensure accurate reporting. The
City is changing the financial reporting basis from GAAP to Cash basis reporting effective
with the 2022 financial reporting period. This change will eliminate reliance on an
external 3rd party software. The City is working with a 3rd party accounting firm to assist
us with converting the 2022 beginning fund balances from GAAP to cash basis and we
submitted the 2022 financial reports to the Washington State Auditor’s Office (SAO). The
Council Retreat May 1-2, 2026, Page 40 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
2022 audit of the financial statements kicked off on February 4, 2026 with two auditors
on site to begin the audit work.
The 2023 financial statements have now been filed with the SAO. Until the 2024 annual
report is filed, we will continue to receive this audit finding provided that the 2025
financial statements are filed by the reporting deadline. The City will continue working
with the outside accounting firm to assist us in preparing the 2024 and 2025 financial
reports as the financial system we are using cannot convert the financial transactions
from GAAP to cash basis reporting. The Finance Department is committed to ensuring
that the outstanding financial reports (2024) and the current year’s financial report (2025)
are filed by the reporting due date of May 30, 2026 if not earlier.
2021 – 2023 Accountability Audit Finding - #2023-002
The City lacks internal controls for ensuring it consistently and equitably allocates
Equipment Rental and Revolving fund costs.
Description of Condition: The City charges annual operating, capital and reserve fees to
each department and fund that rents equipment. The operating fee covers the budgeted
administration and operation expenses of the ER&R fund, while the capital and reserve
fees cover the budgeted cost of future equipment purchases. The City reconciled and
adjusted ER&R charges for 2021 in the amount of $2.1 million to ensure it charged
departments and funds equitably. However, the City did not reconcile and adjust ER&R
charges for 2022 and 2023.
State Auditors Recommendations: We recommend the City follow its allocation and
reconciliation process for ER&R costs to ensure it follows fair and equitable methods for
allocating ER&R costs to departments and funds that rent equipment. In addition, we
recommend the City complete its year-end reconciliation and adjustment for each year to
reflect the actual costs that should be allocated, based on the rentals by the specific
departments or funds.
Corrective actions: The City is working to update and implement processes and
procedures to ensure accurate and fair allocation of costs to departments for the use of
equipment and vehicles. While we believe that we have made improvements to the
process of charging departments, we know we still have additional improvements to
make and will be reviewing the allocation of ER&R costs as well as Building Maintenance,
Technology Services, and Administration overhead costs to departments. In addition to
implementing year-end reconciliation procedures, during the 2026 budget process, the
City prepared six-year capital plans for Fleet and Building Maintenance, which identifies
all projected Fleet purchases of equipment and Building improvements for the next six
years and identifies the anticipated funding source for the expenditures and ensures
proper reserves are being built-up to pay for future capital purchases. These capital plans
will be updated annually each year going forward to ensure we are allocating costs
appropriately.
Council Retreat May 1-2, 2026, Page 41 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
2021 – 2023 Accountability Audit - Management Letter Items:
Personal Use of Fleet Management Purchases
On February 9, 2024, the City notified our Office regarding a potential loss of public funds,
as state law requires. The City initiated an investigation and filed a police report with the
City of Moses Lake Police Department. The Police Department’s investigation determined
the City’s Fleet Manager purchased vehicle and equipment parts totaling about $3,015
for personal use through the City’s vendor accounts.
We reviewed the Police Department’s investigation and determined that from April to
November 2023, the City’s Fleet Manager misappropriated at least $2,269 to purchase
vehicle and equipment parts for personal use. The City subsequently terminated the Fleet
Manager.
Through the investigation, we also identified:
Additional misappropriation of $552 for vehicle parts purchased October 30, 2023,
for which we could not assign responsibility. However, according to the police
investigation, the parts purchased would fit a vehicle model that the Fleet Manager
owned.
Questionable purchases of $194 for vehicle and equipment parts purchased June
20, 2023
We recommend the City strengthen internal controls over fleet maintenance orders,
including monitoring to ensure employees do not purchase vehicle and equipment parts
for personal use.
We also recommend the City seek recovery of at least the $2,269 in misappropriation and
related investigation costs of $4,418 from the former Fleet Manager and/or its insurance
bonding company, as appropriate. Any compromise or settlement of this claim by the City
must be approved in writing by the Attorney General and State Auditor, as directed by
state law (RCW 43.09.260).
Corrective Actions: The City filed charges with the Grant County Prosecuting Attorney
against the former employee responsible for the misappropriation for recovery of the
funds and related investigation costs. The case is now closed with the former employee
pleading guilty as charged to 2nd degree theft. The City has filed for restitution to recoup
wages/benefits, investigation, and misappropriated costs associated with the case.
Additionally, the new Fleet Manager has implemented internal control processes and
procedures that ensure this type of activity does not happen again.
Safeguarding of Property
The City lacked controls to ensure all evidence taken into the Police Department property
room was secured and accounted for. The City completed its most recent full review of
property room inventory in 2021. During September 2021 the City identified 224 items
that could not be located. In November 2024, the City had yet to account for about 130 of
Council Retreat May 1-2, 2026, Page 42 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
these items, including about $550 in cash. According to City management, they do not
believe these items are still missing and will confirm this when they complete the full
reconciliation.
We recommend the City take steps to ensure employees follow its system of internal
controls for safeguarding of property in the Police Department property room.
Specifically, the City should perform an annual inventory reconciliation, follow up on
differences and ensure that documentation is retained when disposed, moved or
transferred.
Corrective Actions: Since becoming aware of this issue, we have given additional
resources to our Evidence Technician to clear up not only the auditor’s concern, but the
evidence area in general. During this time, we discovered the issues were more than just
the former employee misplacing items, they also made a significant computer error that
“moved” 3,000 items from their locations in the evidence system.
For the “missing” items, utilizing a more reasonable than not standard, we have
accounted for all but four items. As most of the items were associated with other pieces
of evidence, we researched each case and found the other items involved were either
destroyed or returned to the owner. As we no longer possessed the items and did not
receive requests for those items, it is reasonable to believe they were either destroyed or
returned.
Our fix put in place for this issue moving forward is to ensure nothing moves out of control
of the evidence room without first completing the computer entry. We also put in place a
policy that another person must confirm this is done before the items are released or
destroyed.
For the items that were “moved” in the computer system, our Evidence Tech has been
working to locate every item as either destroyed, returned, or still in our system.
Once the investigation into the missing items and the other “moved” items were located,
an audit was conducted on various high risk and miscellaneous evidence items to ensure
the new procedures were being followed. The audit found some items had been
erroneously placed but were accounted for and fixed.
Moving forward later this year or early into 2027 we will conduct a 100% audit of the
evidence room. We are hoping to reduce our high volume of items in 2026, making it
easier to conduct a 100% audit as well as manage the system.
2021 – 2023 Accountability Audit - Exit Items:
Safeguarding of Theft-Sensitive Assets
The City identifies theft-sensitive assets as assets with a value between $300 and $5,000.
However, we found that certain departments, such as public works, have different
Council Retreat May 1-2, 2026, Page 43 of 65
City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
thresholds. In addition, there is no monitoring in place to see if departments are following
City-wide standards. Additionally, we found that certain assets had multiple asset tags
and entries in asset listings, and some of these entries were outdated. Without effective
monitoring, the City cannot verify if City-wide standards are being met.
We recommend the City improve its controls over theft-sensitive assets, which should
include formalizing and communicating City-wide standards, effective monitoring of
other departments to ensure City-wide standards are being met and updating asset listing
to verify all identifying information, such as asset tag numbers, are completely accurate.
Corrective Actions: As part of the implementation of a new ERP system, the City is
undergoing a complete evaluation of all assets held in the City to ensure the new system
is implemented with the most accurate data and doing a cleanup of asset records as part
of this process. Additionally, the Finance Department recognizes the need to revise and
update not only its financial policy, but the City’s purchasing policy to reflect changes that
have occurred or will change with the new system as well as changes that have been
made in state law. The threshold for theft-sensitive assets and capital assets, in addition
to the process for safeguarding all assets will be reviewed during the update and
communicated to all employees upon adoption of the revised/updated policy by City
Council. Periodic spot checks will be implemented and completed as part of the update,
as well as an annual review and audit of theft sensitive assets will be conducted.
Utility Billing and Adjustments
The City has a policy in place that requires approval for utility billing adjustments, but
there is not consistent documentation of this approval. We found 11 out of 24 utility
adjustments did not have documented review and approval. In reviewing support for
these adjustments, we determined that they were valid.
We recommend the City document review and approval of all utility billing adjustments
to demonstrate compliance with City policy.
Corrective Actions: The Utility Billing Department under Finance implemented a process
for utility refunds utilizing a Laserfiche Treasurer’s Check Request (TCR) form. The form
is completed by a Utility Services Accounting Technician with supporting documentation
for the refund attached and is routed to the Utility Billing Supervisor or Manager for
approval. The TCR is then routed to Accounts Payable for a refund check to be issued.
For other adjustments to utility accounts, the adjustment information is prepared by a
Utility Services Accounting Technician and is submitted to the Utility Billing Supervisor
for review and approval and if needed is further routed to the Utility Services Manager
and/or Finance Director for approval to proceed with the adjustment.
Confidential Funds
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City of Moses Lake, Washington
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401 S. Balsam St. · PO Box 1579 · Moses Lake, WA 98837
Office: 509 764-3701 · Fax: 509 764-3739 · www.moseslakewa.gov
The City has not established sufficient procedures over confidential funds establishing
internal controls required by the Budgeting, Accounting and Reporting Systems (BARS)
manual (BARS 3.8.9).
We recommend the City establish procedures over confidential funds that address all the
requirements in BARS 3.8.9.
Corrective Actions: We have implemented the suggested processes to indicate what
information we are buying from informants. This information is physically kept by the
supervisor, and a report is provided to the Chief of police annually with the information.
In 2026, we will also spot audit this physical record.
Council Retreat May 1-2, 2026, Page 45 of 65
City of Moses Lake
2027 Budget Process
•May 1st and May 2nd - City Council workshops - setting Council priorities and goals
for the 2027 budget year.
•May 27th – Budget kickoff with Leadership Team – Budget memo with 2027 budget
guidelines and Council priorities to be distributed prior to budget kickoff meeting.
•June 12th – Budget worksheets by department and budget narratives ready for
distribution. Invitations to edit departmental budgets and narratives sent to
Director’s and Managers by June 12th.
•July 17th – Budget worksheets and narratives due to Finance for budget
consolidation.
•July 31st – Preliminary revenue estimates, department expenditure budgets and
budget narratives provided to City Manager.
•August 3rd – September 4th – City Manager and Finance Director meetings with
Directors and Managers to review departmental budgets.
•September 8th to October 27th – Budget workshops with Council. (Tuesday evenings
–schedule to be prepared/communicated in advance for attendance.)
•October 27th and November 10th – Tentative dates for public hearings on 2027
budget.
•November 24th – Final budget hearing (if necessary) and adoption of 2027
budget.
Council Retreat May 1-2, 2026, Page 46 of 65
Budget Calendar for
Preparation of 2027 Budgets
Major Steps in Budget Preparation State Law Time Limitations
Statutory Deadline 2026 Moses Lake's Date
Policy setting sessions between City Council, City
Manager & Department Heads.
Not Applicable Not Applicable May 1st & 2nd
1. Request by Finance Director to all departmentheads and those in charge of municipal offices toprepare detailed estimates of revenues andexpenditures for next fiscal year (calendar year).RCW 35.33.031 and RCW 35A.33.030.
By second Monday in September.1 September 14 June 12
2. Estimates are to be filed with the Finance
Director. RCW 35.33.031 and RCW 35A.33.030.
By fourth Monday in
September.
September 28 July 17
3.Revenue estimates and department budgets are
presented to the City Manager for modifications,
revisions or additions. Finance Director must
submit to City Manager proposed preliminary
budget setting forth the complete financial
program, showing expenditures requested by each
department and sources of revenue by which each
such program is proposed to be financed. RCW
35.33.031 and RCW 35A.33.030.
On or before the first
business day in the
third month prior to
beginning of the fiscal
year.
October 1 July 31
4. City Manager provides the legislative body with
current information on estimates of revenues from
all sources as adopted in the budget for the current
year. City Manager also provides the legislative
body with the proposed preliminary budget setting
forth the complete financial program, showing
expenditures requested by each department and
sources of revenue by which each such program is
proposed to be financed. RCW 35.33.135 and
35A.33.135
No later than the first
Monday in October.
October 5 Budget workshops -
September 8 –
October 27
5. Implicit price deflator calculated by Bureau ofEconomic Analysis for property tax limit.By fourth Wednesday in September. September 23 September 23
6. The legislative body must hold a public hearing
on revenue sources for the coming year's budget,
including consideration of possible increases inproperty tax revenues. RCW 84.55.120. After thehearing, a city may choose to pass an ordinance atthe same meeting authorizing a property taxincrease in terms of dollars and percent to complywith Referendum 47.
Before legislative
body votes on
property tax levy. Deadlines for levy setting are in item 9 below.
See Item 9
Mid-October to
mid-November.
October 27 or
November 10
Council Retreat May 1-2, 2026, Page 47 of 65
7. City Manager prepares preliminary budget andbudget message2 and files with the city legislativebody and City Clerk. RCW 35.33.055 &35A.33.052.
At least 60 days before the ensuing fiscal year. November 2 October 27
8. Clerk publishes notice of filing of preliminary
budget with Finance Director and publishes notice
of public hearing on final budget once a week for
two consecutive weeks. RCW 35.33.061 &
35A.33.050.
No later than the first
two weeks in
November.
November 1 –
November 18
October 13
October 27
9. Setting property tax levies. RCW 84.52.070.November 30 for all
cities and towns.
November 30 October 27 – 1st or
November 10 – 2nd
10. The legislative body, or a committee thereof,
must schedule hearings on the budget or parts of
the budget and may require the presence of
department heads. RCW 35.33.057 & 35A.33.055.
Prior to the final
hearing.
November 1
through 25
(suggested)
November 10 or
November 24
11. Copies of proposed (preliminary) budget madeavailable to the public. RCW 35.33.055 &35A.33.052.
No later than six weeks before January 1.
November 20 November 3
12. Final hearing on proposed budget. RCW
35.33.071 & 35A.33.070.
On or before first
Monday of December,
and may be continued
from day-to-day but
no later than the 25th
day prior to next fiscal
year (December 7).
December 7 November 24
13. Adoption of budget for 2026. RCW 35.33.075
& 35A.33.075.
Following the public
hearing and prior to
beginning of the
ensuing fiscal year.
Day of public
hearing through
December 31.
November 24
14. Copies of final budget to be transmitted to the
State Auditor's Office and to MRSC by the City
Clerk. Finance Director transmits final budget to
Grant County Commissioners.
After adoption After adoption
1 RCW 35.33.031 actually provides "on or before the second Monday of the fourth month," etc. Therefore, pursuant to the state budget law, that step (and certain others) could be taken before the dates listed here. See also, RCW 35A.33.030.
2 RCW 35.33.057 and RCW 35A.33.055 specify that the budget message must contain the following:
An explanation of the budget document; An outline of the recommended financial policies and programs of the city for the ensuing fiscal year; A statement of the relation of the recommended appropriation to such policies and programs; A statement of the reason for salient changes from the previous year in appropriation and revenue items; An explanation for any recommend major changes in financial policy
3If a due date falls on a Saturday, Sunday or Holiday, that due date becomes the next business day. RCW 1.12.070.
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Council Retreat May 1-2, 2026, Page 52 of 65
Date: April 28, 2026 To: Moses Lake City Council
From: Rob Karlinsey, City Manager
Regarding: Strategic Opportunities Fund- Downtown Revitalization Update
The purpose of this memorandum is to provide City Council with a formal update
on the Strategic Opportunities Fund allocations adopted in the 2026 budget and to
outline how the refined project scopes align with and advance Council Priority #3,
Improve the City’s Image and Reputation. Since the initial budget was approved at
$85,000, staff have completed competitive selection processes and refined scopes of work that more accurately reflect the level of professional services and
deliverables required to support comprehensive downtown revitalization.
One time project, with One-time Dollars
This project is funded through the Strategic Opportunities Fund, which was established through the 2026 budget process using one-time revenues generated
through the sale of two City owned properties. The fund is intended to support one-time investments that can position the City to act upon strategic opportunities.
Project Outcomes
•Civic Center Campus/ParkReimagine
•Fourth Avenue Conceptuals
(Alder to Balsam)
•Sinkiuse Square redesign andSplash Pad incorporation
•Downtown Streetscape refresh (Third Avenue &
Broadway through Alder Street and DogwoodStreet)
•Development of City design color palette
•Designs for monument & wayfinding signage
•Design for Blue Heron Park Overpass gateway
sign
Oregon Overpass Sign- Interstate 84
City of Soap Lake Wayfinding Sign
Council Retreat May 1-2, 2026, Page 53 of 65
Through a competitive Request for Qualification (RFQ) process, staff secured
consulting services to develop design concepts for Civic Center Park, the broader
Civic Center Campus, the Fourth Avenue between Alder and Balsam, Third Avenue/Broadway streetscapes, and the redesign of Sinkiuse Square. During the
development of the scope, it became clear that a more integrated and comprehensive approach would better serve the City’s ambitions for revitalization,
resulting in an expanded scope of work that will produce cohesive, high-quality
design materials capable of guiding future capital planning and public investment.
Complementing this design effort, staff pursued an RFQ to develop a unified system of gateway and wayfinding signage, monument and overpass design
concepts, and an official city color palette intended to establish a cohesive visual
identity throughout the downtown and broader community. Through the process, the consultant provided multiple tiers of service options, with the Enhanced
approach selected as the preferred path forward due to its balance of comprehensive design development and long-term implementation value,
including refined conceptual guidelines, detailed sign standards, site-specific
scaled renderings, typography and color palette development, signage hierarchy concepts, and integration of local artistic influence to create a recognizable and
scalable identity system for Moses Lake. This component of the work is essential to establishing a consistent visual identity throughout the downtown and across
the broader community. A clear, recognizable brand is key to enhancing the City’s
image, promoting a stronger sense of place, and supporting the economic vitality of the area by making the City more inviting and easier to navigate.
Together, these elements form a comprehensive package of work that moves well
beyond isolated improvements, instead creating a cohesive vision for downtown
Moses Lake. The combination of professional design, branding, strategic planning,
and placemaking supports a long-term revitalization strategy that directly aligns
with Council’s priority to improve the City’s image and reputation. By investing in high-quality planning and identity-building efforts now, the City positions itself to
attract economic investment, strengthen community pride, and ensure that future
capital projects are coordinated, purposeful, and reflective of a unified downtown
identity.
Budget
A budget summary table is found below to illustrate the comparison between the
originally adopted budget and the updated project costs based on the refined
scopes of work.
Council Retreat May 1-2, 2026, Page 54 of 65
Strategic Opportunities Fund Updated 2026
Beg. Fund Balance $ 346,787 Beg. Fund Balance $ 346,787
Downtown Design $ 35,000
Downtown Refresh (including Civic
Campus, 4th Ave, 3rd/Broadway
Streetscape, Sinkiuse Square) $ 120,000
Sinkiuse Square $ 50,000 Signage & Color Palette Design $ 65,000
Total $ 85,000 Total $ 185,000
End Fund Balance $ 261,787 End Fund Balance $ 161,787
The updated allocations outlined above reflect the refined scopes necessary to
effectively support the City's long‑term downtown revitalization strategy.
To provide Council with full context and transparency, the following attachments
include:
•The finalized scope of work for the downtown redesign project, and
•The scope of work for the gateway and wayfinding signage and city color
palette initiative
These materials are included to assist Council in understanding the depth of
expertise involved and the comprehensive approach being taken to enhance the
image, identity, and economic vitality of the downtown corridor.
Council Retreat May 1-2, 2026, Page 55 of 65
1northwest studio architects urban designers
SCOPE OF WORK / COMPENSATION SCHEDULE
Schedule:
Assume approximately 5mo to 6mo Project Duration
Deliverables:
•“Conceptual design alternatives for each identified area,” meaning up to one (1) Illustrative Site Plan option for 2A, 2B, and 2C, and up to three (3) Illustrative Plan options for 2D, for a total of up to six (6) plans.
•“Renderings and illustrative graphics,” meaning up to one (1) 3-D in-house rendering of each area identified in 2A, 2B, and 2C, and up to three (3) renderings for 2D, for up to six (6) renderings in total.
•“Draft and final design framework and implementation guidance,” meaning four (4) "one-pagers," with above materials and "Action Item" bullet points supporting implementation of concept(s) for 2A, 2B, 2C, and 2D. Relevant supporting process materials are included.
•“Presentation materials suitable for public and City use,” meaning above materials (draft and final), including materials and presentations for public meeting(s), in electronic format.
Partner Arch. / UD Staff 1 Staff 2 Staff 3 PM
NWS BERGER 285$ 215$ Hours Cost 260$ 220$ 210$ 180$ Hours Cost (Hourly)LUMP SUM
1 Project Initiation and Coordination One Day (allocate 2 weeks for scheduling)
A Perform site visits for Sinkiuse Square; downtown corridors (blocks of Third Avenue
and Broadway Avenue between Dogwood Street and Alder Street; Fourth Avenue
between Balsam Street and Alder Street; and Civic Center Park and Campus
One Day, including preparation
L S
8 8 16 4,000$ 6 - - 6 12 2,640$
B Conduct an in-person project kickoff meeting with City staff and key stakeholders One Day, included with above L S - - - -$ 2 - - 2 4 880$
C Review existing plans, studies, and City priorities relevant to downtown revitalization One Day L S 8 8 16 4,000$ - - - 4 4 720$
16 16 32 8,000$ 8 - - 12 20 4,240$ 12,240$ 12,000$
2 Conceptual Design Development 1.5 - 2 Months
A Sinkiuse Square activation, including potential splash pad integration S L 2 4 6 1,430$ 2 - 10 - 12 2,620$
B Downtown core streetscape improvements for the blocks of Third Avenue and
Broadway Avenue between Dogwood Street and Alder Street S L 2 4 6 1,430$ 4 - 10 - 14 3,140$
C Fourth Avenue architectural and streetscape renderings for the lots on both sides of
Fourth Avenue between Balsam Street and Alder Street, including the roundabout at
the intersection of Balsam Street and Fourth Avenue L S
8 32 40 9,160$ - - - - - -$
D Civic Center Park and Civic Center Campus, Library, and adjacent City-owned
properties. Include up to three (3) options in total that include both public and/or
private (residential/commercial) use of the Civic Park
L S
8 40 48 10,880$ 4 - 12 - 16 3,560$
20 80 100 22,900$ 10 - 32 - 42 9,320$ 32,220$ 32,500$
3 Renderings and Visualizations 2 - 2.5 Months 3
A Conceptual site plans, both 2-D and 3-D from different viewpoints.Up to Six (6) Illustrative Plans in total, inclusive of up to one (1) for each
of 2A-2C and up to three (3) for 2D.L S - 12,000$ 2 - 12 12 26 5,200$
B Perspective renderings and illustrative graphics Up to Six (6) 3D Views in total, inclusive of up to one (1) for each of 2A-2C
and up to three (3) for 2D L S - 12,000$ 4 - - 12 16 3,200$
C 2-D and 3-D Conceptual elevation drawings, where appropriate Process graphics, if developed to complete above 3A and 3B S L -$ 1 - 6 8 15 2,960$
24,000$ 7 - 18 32 57 11,360$ 35,360$ 35,000$
4 Design Framework and Implementation Guidance
A Design intent and guiding principles L S 4 16 20 4,580$ 8 - 8 - 16 3,760$
B Phasing considerations and priority improvements L S 2 8 10 2,290$ 1 - 2 - 3 680$
C Order-of-magnitude cost considerations, where feasible Focus on 4th Avenue and Civic Center Park L S 4 2 6 1,570$ 1 - 6 - 7 1,520$
10 26 36 8,440$ 10 - 16 - 26 5,960$ 14,400$ 14,500$
5 Community and Public Engagement Support (NIC)
A Communicate with the Downtown Moses Lake Association and downtown
businesses, and participate in stakeholder meetings, community workshops, and
public presentations as requested by the City
Up to one (1) workshop, on site, in-person, incl. prep. City to lead event
coordination and logistics (space and material rentals, communications,
invites or mailers, etc.). Consultant team presents Project materials,
facilitates workshop agenda, and/or attends.
L S
8 20 28 6,580$ 6 - 6 - 12 2,820$
B Present concepts to City leadership, boards, and/or City Council One (1) presentation L S 4 8 12 2,860$ 3 - - - 3 780$
12 28 40 9,440$ 9 - 6 - 15 3,600$ 13,040$ 13,000$
6 Project Management and Meetings Concurrent with above
A Meetings (attendance as needed only)Up to three (3) Progress/Coord. Mtgs L S 3 6 9 2,145$ 10 - 10 - 20 4,700$
B Administration Est.L S 4 8 12 2,860$ - - - - - -$
7 14 21 5,005$ 10 - 10 - 20 4,700$ 9,705$ 10,000$
7 Reimbursable Expenses
A RT mileage, plotting, materials, etc., allowance to complete above scope Wherever possible, deliverables are digital. Overnight stays (hotel, etc.)
not included.1,700$ 900$
1,700$ 900$ 2,600$ 3,000$
Partner Arch. / UD Staff 1 Staff 2 Staff 3 PM
285$ 215$ Hours Cost 260$ 220$ 210$ 180$ Hours Cost (Hourly)LUMP SUM
65 164 54 - 82 44
18,525$ 35,260$ 14,040$ -$ 17,220$ 7,920$
TOTAL
TOTAL TOTAL
120,000$
LEAD (L) /
SUPPORT (S)
229 79,485$
NWS (Prime: Arch. / UD / P)
Hours TOTAL Hours
180 119,565$
TOTAL
BERGER (LA)
TOTAL
Hours
BERGER (LA)
40,080$
TOTAL
Conceptual design studies and sketches / preliminary feasiblity for each
focus area.
Assumptions
NWS (Prime: Arch. / UD / P)
"One Pagers" with bullet point "Action Items" and/or narratives that
support implementation for up to four (4) Task 2 Concepts.
Hours TOTAL
EXHIBIT B: COMPENSATION SCHEDULE APRIL 8, 2026
Council Retreat May 1-2, 2026, Page 56 of 65
Date: April 23, 2026
City of Moses Lake, Washington
Re: RFQ - Signage Design
Subject: Rough Order of Magnitude Response for Sign Design Scope of Work
Dear Stakeholders,
Executive Statement
Our partnership with the City of Moses Lake is built on a foundation of trust,
versatility, and shared success. Over the years, we have been proud to support nearly
every city division, including Parks & Recreation, the Museum, Fleet & Maintenance,
Fire, Police, the Surf ’n Slide, and complex infrastructure projects such as the fountain
rebuild.
We view ourselves as a dedicated extension of your team and are always ready to
support the city, even when timelines are tight. For us, this signage initiative is much
more than a contract - it is a passion project.
Because we live, work, and raise our families here, Moses Lake is not just our place of
business; it is our home. We are eager to deepen our ties with this community and
apply our local knowledge to ensure this project reflects the unique spirit of the city
we proudly serve.
As a full‑service design, fabrication, and installation firm, Signs Now Moses Lake is
well‑positioned as a key contributor as outlined in the RFQ.
Our response includes three options, as detailed below.
Wally Farris
Owner
Signs Now, Moses Lake
Council Retreat May 1-2, 2026, Page 57 of 65
Scope of Work
Assist the city with the development of a cohesive signage identity program,
including:
• Development of a coordinated color palette and design theme for City signage
• Conceptual design of up to five (5) monument signs
• Conceptual design of one (1) large overpass or gateway sign
• Development of scalable design standards that could later be used for wayfinding
signage and other municipal signage applications.
Foundational
execution of SOW. Research, discovery and collaboration with City stakeholders to
accomplish the (4) goals stipulated in the RFQ. Our design team will execute color
palette, signage design, and sign standards from a conceptual perspective.
Cost: $25,000 - $30,000
Deliverables: Conceptual guidelines, signage renderings, color and signage standards
It is a privilege to present this proposal to the city of Moses Lake. We are eager to
leverage our local knowledge and our status as a full - service design, fabrication, and
installation firm to ensure this project reflects the unique spirit of the city we are
proud to serve.
Our Approach: Three Paths to Success
We understand the city is currently focused on the design phase. To support this, we
have outlined three tiers of service to help you achieve your goals - ranging from core
design execution to a full-scale master planning approach.
Council Retreat May 1-2, 2026, Page 58 of 65
Strategic
execution of SOW. Research, discovery, scaled signage renders, detailed specs
including material recommendations. Site specific observations and
recommendations including field audit photos, measurements and renderings.
Typographic design includes industry research and statistical recommendations.
Integration of Sign Agent platform and wayfinding solutions. Documentation and
early development of wayfinding strategy. Applications for integration of local
artesian influence. Recommendations on sign materials, installation standards,
implementation strategies. Defined color guidelines and use guidelines
Cost: $75,000 - $85,000
Deliverables: Defined conceptual guidelines, defined color guidelines and usage.
Typography study and typographic design. Field rendering. Signage design
guidelines with drawings, build specs, hierarchy, installation variations, material
recommendations and usage, onset wayfinding documentation implementation of
Sign Agent platform. Development of signage masterplan.
Note: Details to be refined on commencement of partnership and clarification of
expectations.
Enhanced
execution of SOW. Research, discovery, design development including detailed
drawings, color palette usage guide, integration of local artesian influence, scaled
conceptual applications, field audits, typographic design, signage hierarchy concepts.
Cost: $60,000 - $65,000
Deliverables: Refined conceptual guidelines, site specific scaled signage renders,
detailed conceptual sign standards, defined color guidelines, artesian interpretations,
materials and finishes concepts, and an Introduction to Sign Agent platform.
Council Retreat May 1-2, 2026, Page 59 of 65
Council Retreat May 1-2, 2026, Page 60 of 65
CPN PROJECT NAME PROJECT MGR TOTAL PROJECT
BUDGET
CURRENT
PHASE NEXT MILESTONE MILESTONE
DATE
SCHEDULE ON
TRACK?
LAST
UPDATED
22-085 W2- Well 34 Pumphouse Design and Construction Richard Law 4,448,000$ PE Secure Wtr Rights 2028 Yes 4/24/2026
23-154 W3- Well 29 Treatment Filtration System Richard Law 3,693,700$ PE EPA Contract July Yes 4/24/2026
25-252 W5- Alder St Bridge Water Main Replacement Neil Mickelson 275,000$ CN Complete Construction August Yes 4/24/2026
22-069 W6- New Reservoir 10 Construction Richard Law 7,935,000$ PE Secure Funding 2028 Yes 4/24/2026
26-285 W12- Reservoir 8 Interior Recoating Neil Mickelson 450,000$ PE Bid Package Completion June Yes 4/24/2026
26-291 W13- Division St Pressure Reducing Valve Relocation Neil Mickelson 180,000$ PE Finalize Design August Yes 4/26/2026
26-292 W14- Montlake Pressure Reducing Valve Relocation Neil Mickelson 780,000$ PE Finalize Design August Yes 4/24/2026
23-095 WW3- Redundant Forcemain Lake Crossing Neil Mickelson 2,342,200$ PE Ecology Approval June No<30days 4/24/2026
25-247 WW4- COF Water Main Lateral Replacement/Relocation Neil Mickelson 247,000$ PE Bid Package Completion May Yes 4/24/2026
23-176 WW5- COF Raw Waste Pump & Internal Controls Upgrades Neil Mickelson 5,765,000$ PE Bid Package Completion October Yes 4/24/2026
T1- Pavement Preservation Program Jeff Holm 100,000$ Concept Update Street Saver June Yes 4/27/2026
22-081 T2- SR 17/Yonezawa Blvd Intersection Improvements Levi Bisnett 7,828,086$ PE WSDOT ROW Approval May Yes 4/23/2026
22-088 T3- Westshore Activity Trail Extension Neil Mickelson 56,415$ PE Bid Package Completion June Yes 4/24/2026
23-113 T4- Nelson Road Corridor Pedestrian Improvements Levi Bisnett 3,216,937$ PE Community Engagement May Yes 4/23/2026
23-161 T5- Hamilton Road Commercial Roadway Improvements Jeff Holm 2,205,900$ PE Out to Bid May No<30days 4/24/2026
23-181 T6- Sage Rd - Shoreline Stabilization Levi Bisnett 151,000$ PE JARPA July Yes 4/23/2026
23-114 T7- Patton to Grape - Shared Use Path Levi Bisnett 2,000,000$ PE 30% Design June Yes 4/23/2026
25-241 T8- Gravel Road Paving Program - Bemis St and Sybel St, Milwaukee Jeff Holm 2,018,000$ PE Out to Bid April No>30days 4/24/2026
25-243 T9- Stratford Road ADA Ramp Repair and Replacement Jeff Holm 250,000$ CN Substantial Completion May Yes 4/24/2026
25-249 T10- Valley and Paxson Intersection Improvement Levi Bisnett 157,250$ Concept PE June Yes 4/23/2026
23-115 T12- SR 17/Stratford Interchange Development and Design Only Stuff Levi Bisnett 685,000$ Concept Council Direction June Yes 4/23/2026
26-286 T13- Gravel Road Paving Program - Lee St & Marlo Ave Jeff Holm 922,000$ Concept Survey Completion April Yes 4/24/2026
26-287 T16- Rectangular Rapid Flashing Beacon Installation at Pedestrian
Crossings Jeff Holm 580,000$ Concept Survey Complete May No<30days 4/24/2026
26-293 T17- New Lake Crossing Bridge Richard Law/ Leigh
Ramsey 92,000,000$ Concept WSDOT Meeting May Yes 4/23/2026
26-288 T19- Pioneer Way Resurfacing Project Jeff Holm/ Levi
Bisnett 3,791,000$ Concept WSDOT Funding Auth June Yes 4/23/2026
26-294 T20- Hansen Interchange Richard Law 60,000,000$ Concept WSDOT Meeting May Yes 4/23/2026
26-295 T21- Broadway Safety & Beautification Improvements Richard Law 25,000,000$ Concept WSDOT Coordination May Yes 4/24/2026
26-289 T22- Division St Enchancements Levi Bisnett 200,000$ Concept Community Engagement September Yes 4/23/2026
F29- Central Operations Facility Foundation Repair Josh McPherson 52,500$ PE RFQ Award April Yes 4/23/2026
Today's Date 4/27/2026
CITY OF MOSES LAKE
2026 Active Capital Projects - Engineering
Council Retreat May 1-2, 2026, Page 61 of 65
2026 Council Retreat
Focused Project Updates
Project: T19 - Pioneer Way Resurfacing
Project Manager JeƯ Holm / Levi Bisnett Current Phase Conceptual
Next Milestone WSDOT Funding
Authorization
Milestone Date June 2026
Project Update:
This project cannot move forward until the awarded federal grant from the National
Highway System Asset Management Program has a contract executed. Washington
State Department of Transportation is the pass-through agency for fund administration.
During our April 2026 meeting with our regional WSDOT partners we were told it could be
another 1-2 months before that contract can be executed. StaƯ are unable to do much in
the way of design since any work completed prior to the contract execution doesn’t
count towards our matching fund requirement.
Project: T2 – SR17/Yonezawa Blvd Intersection Improvements (Roundabout)
Project Manager Levi Bisnett Current Phase Preliminary
Engineering
Next Milestone WSDOT ROW Approval Milestone Date May 2026
Project Update:
Roadway design plans have reached 100% complete and have been submitted to
WSDOT for review and approval. Plans are also being circulated in-house. We are
waiting on a legal agreement for possible sewer line extension to adjoining property
owner/developer. WSDOT right-of-way (ROW) approval is required before the ROW
phase can be completed (approval is anticipated on April 30th per WSDOT team).
Project: T4 – Nelson Road Corridor Pedestrian Improvements
Project Manager Levi Bisnett Current Phase Preliminary
Engineering /
Survey
Next Milestone Community Engagement Milestone Date May 2026
Project Update:
Community engagement is scheduled to occur in May 2026. Levi is working with school
partners in the areas that will be aƯected with construction on design elements. He
plans to have a community open house to discuss the project, allowing the community
to help inform design elements. Levi will then bring proposed design options to City
Council for review and feedback prior to any substantial design will occur. After design
determinations are made, Levi will also deploy demonstration projects to help the
community at large get a feel for the design elements that will be implemented. This
project must get out to bid prior to year end to ensure we can utilize the Safe Routes to
School grant to complete.
Council Retreat May 1-2, 2026, Page 62 of 65
Project: T7 – Patton to Grape – Shared Use Path
Project Manager Levi Bisnett Current Phase Preliminary
Engineering
Next Milestone 30% Design Milestone Date June 2026
Project Update:
Levi has begun community engagement eƯorts, starting with knocking on doors to
discuss the project with the local neighborhood. Next steps are a neighborhood meeting
to share the project plan and gain feedback from the residents about design elements
and/or concerns surrounding the project. Concurrently, initial survey work and
preliminary engineering continue focused on items needed for project implementation:
right-of-way, easements, high level conceptual design.
Project: WW3 – Redundant & Replacement of Force Main Lake Crossing
Project Manager Neil Mickelson Current Phase Preliminary
Engineering
Next Milestone Shoreline Amendment &
Ecology Approval
Milestone Date June 2026
Project Update:
Plan set has already had initial review by Department of Ecology with minor edits
needed. StaƯ are waiting anxiously for our contract from WA Department of Commerce
for our $924,000 direct appropriation grant while simultaneously waiting on the Shoreline
Master Plan Amendment to finish up it’s required hearing process. Once the Shoreline
Master Plan has been approved, staƯ will work with Ecology to get the permitting process
started as that may take additional time.
StaƯ are evaluating whether a Public Works Board traditional Construction Funding
Program application for FY2027 will work with the timing of this project or if other grants
or loans will be timelier. There are other project options that could benefit from the PWB
programs and meet necessary timing constraints.
Project: T17 – New Lake Crossing Bridge
Project Manager Richard Law / Leigh
Ramsey
Current Phase Conceptual
Next Milestone WSDOT Meeting Milestone Date May 2026
Project Update:
Leigh and Mayor Swartz went to Washington DC in March 2026 to advocate for
congressional directed spending. While we have heard that Congressman Newhouse
did not include our ask in his package, we have not heard back from Senators Cantwell
or Murray yet.
Leigh and Richard have a meeting set with Riley, Regional WSDOT Planning Manager, in
early May to discuss several projects and how WSDOT can partner with the City. During
this meeting we will be discussing our proposed high level feasibility review (in
Council Retreat May 1-2, 2026, Page 63 of 65
conjunction with our Comprehensive Plan work), locations, and our plans for an EIS.
Riley indicated there may be a way for WSDOT to partner with us in support of some of
these eƯorts with planning dollars. We will report back to council after this meeting
occurs.
Vivian Ramsey, Planning Manager, is working with Nexus Planning on an amendment to
the Comprehensive Plan update contract to allow Fehr & Peers and Consor to complete
some high level, regional analysis of the proposed three bridge locations. Community
Development will bring that amendment forward as soon as it is ready.
Project: T20 – Hansen Interchange
Project Manager Richard Law Current Phase Conceptual
Next Milestone WSDOT Meeting Milestone Date May 2026
Project Update:
With WSDOT replacing the Hansen Road overpass, the project scope is shifting focus to
addressing the intersection just north of the overpass (where N. Frontage, Westlake Rd,
the I-90 oƯ and on ramps, and Hansen Road converge).
This intersection will also be a topic of discussion with Riley, Regional WSDOT Planning
Manager, during the early May meeting. WSDOT has proposed a stop sign on Hansen
Road and believes that will be least costly and eƯective. City staƯ believe there may be
other options that will increase the safety of our residents and would like to explore
those. The area involved includes both City and state-owned right-of-way and will
require partnership on a solution. More updates will be provided after the May meeting.
Project: W2 – Well 34 Pumphouse Design and Construction
Project Manager Richard Law Current Phase Preliminary
Engineering
Next Milestone Secure Water Rights Milestone Date 2028
Project Update:
City staƯ met with Department of Ecology and US Bureau of Reclamation to discuss legal
pathways to secure shallow groundwater rights. They have since been evaluating that
pathway. StaƯ have a meeting scheduled with Department of Ecology on 4/28 to discuss
updates. This is part of our broader strategy to diversify the City’s water portfolio for a
sustainable water future.
StaƯ are still actively working with Aspect Consulting to seek out shallow groundwater
rights for sale. When rights have been located, staƯ will bring to City Council for
discussion.
Once rights are secured, staƯ will move forward with design and permitting of the Well 34
manganese treatment, conveyance infrastructure, and pumphouse.
Council Retreat May 1-2, 2026, Page 64 of 65
Project: W3 – Well 29 Treatment Filtration System
Project Manager Richard Law Current Phase Preliminary
Engineering
Next Milestone EPA Contract Milestone Date July 2028
Project Update:
City has secured direct appropriation funds from both the state and federal legislature.
The state contract has been executed, but we are waiting on the execution of the federal
contract before we can move forward with the bid process for design of the water
treatment system, or a design/build contract for both design and construction. We have
been told we should expect to hear from the EPA to begin the contracting process by July
2026 – but we are proactively reaching out to check on status. The staƯ are ready to take
the next steps once that contract has been signed.
Project: W6 – New Reservoir 10 Construction
Project Manager Richard Law Current Phase Re-design
Next Milestone Secure Funding Milestone Date 2028
Project Update:
Our consultant is completing the final re-design with the slightly smaller tank as directed
by Council in late 2025. Plans are currently at 90% design.
We have been approached by an adjacent property owner asking us to relocate part of
the infrastructure needed for the reservoir to accommodate a new driving range. StaƯ
have reached out to the consultant to determine estimated costs and project delays if an
additional redesign is requested. If moving forward with redesign, the
developer/adjoining property owner will be required to pay for any staƯ time and
consultant costs associated with a developer requested relocation/redesign (including
additional permitting, easements, etc.).
The current plan is to fund this project with bond proceeds for bonds that will be issued
in 2027. However, staƯ will continue to look for additional funding sources – whether
grants, loan programs, or bonding – and will bring any pertinent options to Council for
consideration.
Council Retreat May 1-2, 2026, Page 65 of 65
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ERUS Allocated as of 3/20/2026
Project Number/Name Type of Allocation
Pressure
Zone ERUs UGA Notes/Details
GD2025-1539 Sand Hill Place Ph 3 Com/Ind/Sub Central 42 No 42 LOTS 3/4" Meter
GD2025-1547 US Market Com/Ind/Sub Central 5 No 1" Dom 1" Irr.
GD2025-1552 Maple Ridge PH 1 Com/Ind/Sub Larson 50 No 50 LOTS 3/4" Meter
GD2025-1555 Moberg Yonezawa Com/Ind/Sub Lakeview 8 No 2" Meter
*GD2025-1593 Westlake Commercial Com/Ind/Sub Central 5 No 2x1" and 1unspecified*
GD2025-1668 Meat Market Com/Ind/Sub Central 2.5 No 1" Meter
GD2025-1670 Jenesis MP Com/Ind/Sub Central 17 No 17 LOTS 3/4" Meter
GD2025-1697 Interlake East Lot Com/Ind/Sub Central 11 No 18 Units rounded up from 10.8
GD2025-1708 Homes 2 Suites Com/Ind/Sub Lakeview 88 No 146 Rooms rounded up from 87.6
GD2025-1712 Ritzville Trading Co. Com/Ind/Sub Central 2.5 No 1" Meter
GD2025-1759 Central Dr Apartments Com/Ind/Sub Knolls Vista 48 No 6x 4-plex assume 2" meter
GD2025-1773 Samaritan Shop BLDG Com/Ind/Sub Lakeview 8 No 2" Meter
GD2025-1806 Maple Ridge PH 2 Com/Ind/Sub Larson 42 No 42 LOTS 3/4" Meter
GD2025-1848 Dolce Hanger Com/Ind/Sub Larson 13 No 2" and 1.5" Meter
GD2025-1849 O'Reily Auto Parts Com/Ind/Sub Central 2.5 No 1" Meter
GD2025-1865 Port of ML SW Hanger Project Com/Ind/Sub Larson 115 No 8" Meter in Existing vault
GD2025-1899 JM Pacific Shop/Office Com/Ind/Sub Lakeview 2.5 No 1" Meter
GD2025-1930 Fancher Civil Com/Ind/Sub Lakeview 0 No No New Meter at this time
GD2025-1964 GCAO Com/Ind/Sub Wheeler 1 No 3/4" Meter
GD2025-2057 GF4A WBC Lot Consolodation Com/Ind/Sub Wheeler 2.5 No 1" Meter serving 4 BLDGs
GD2025-2062 Verizon Store Com/Ind/Sub Knolls Vista 2.5 No 1" Meter
GD2025-2066 Warhouse With Office Com/Ind/Sub Wheeler 2.5 No 1" Meter
GD2026-2141 Sand Hill Place PH 2 Com/Ind/Sub Central 34 No 34 LOTS 3/4" Meter
GD2026-2184 Maple Ridge Div. 2 Com/Ind/Sub Larson 68 No 68 LOTS 3/4" Meter
**GD2026-2185 Paradise Pointe Com/Ind/Sub Moses Pointe 612 Yes 612 LOTS Total Buildout 3/4" Meter
GD2026-2193 Sunbelt Rentals Com/Ind/Sub Lakeview 0 No No new meter
GC2024-212 Luta & Virginia Single Meter/Setter Knolls Vista 1 No 3/4" Meter
GD2025-1525 6427 Rd 2.05 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1533 921 Ted Yao Way Duplex Single Meter/Setter Knolls Vista 2.5 No 1" Meter
GD2025-1537 6435 Rd 2.05 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1561 123 E 9th LOT 64 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1562 123 E 9th LOT 65 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1563 123 E 9th LOT 66 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1564 123 E 9th LOT 67 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1575 3025 Westshore Dr NE Single Meter/Setter Moses Pointe 2.5 Yes 1" Meter
GD2025-1603 6442 Rd 2.15 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1609 3439 Blue Herron LN Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1613 2003 W Basin St Duplex Single Meter/Setter Central 2.5 No 1" Meter
GD2025-1616 1917 W Basin St Duplex Single Meter/Setter Central 2.5 No 1" Meter
GD2025-1641 501 Sand Dunes Rd Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1647 6428 Rd 2.05 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1650 6425Rd 2.15 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1689 3511 W Lakeshore Dr Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1690 619 Peterson Pl Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1691 3515 W Lakeshore Dr Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1693 530 Fairchild Lp Single Meter/Setter Larson 1 Yes 3/4" Meter
GD2025-1696 6369 Farrer Way NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-1699 930 Ted Yao Way Single Meter/Setter Knolls Vista 2.5 No 1" Meter
GD2025-1702 1201 W Malaga St Single Meter/Setter Knolls Vista 1 No 3/4" Meter
GD2025-1734 3446 W Blue Herron Ln Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1757 1923 Basin St Single Meter/Setter Central 2.5 No 1" Meter
GD2025-1758 1927 W Basin St Single Meter/Setter Central 2.5 No 1" Meter
GD2025-1805 8673 Charles Rd Single Meter/Setter Larson 1 No 3/4" Meter
GD2025-1879 115 Gibby Rd Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1916 3423 W Blue Herron Ln Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1932 123 E 9th LOT 60 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-1948 221 Burke Dr Single Meter/Setter Montlake 1 No 3/4" Meter
GD2025-1984 215 Burke Dr Single Meter/Setter Montlake 1 No 3/4" Meter
GD2025-2006 4351 William Ave Single Meter/Setter Central 1 No 3/4" Meter
GD2025-2027 178 Crestview Dr Single Meter/Setter Knolls Vista 1 No 3/4" Meter
GD2025-2028 123 E 9th LOT 63 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-2029 123 E 9th LOT 62 Single Meter/Setter Central 1 No 3/4" Meter
GD2025-2037 6443 Rd 2.05 NE Single Meter/Setter Moses Pointe 1 Yes 3/4" Meter
GD2025-2111 554 Sparrow Ln Single Meter/Setter Central 1 No 3/4" Meter
GD2026-2194 123 E 9th LOT 59 Single Meter/Setter Central 1 No 3/4" Meter
GD2026-2195 541 N Osprey Ln Single Meter/Setter Central 1 No 3/4" Meter
GD2026-2197 1063 W Lakeside Dr Single Meter/Setter Central 2.5 No 1" Meter
GD2025-2096 6420 Rd 2.05 NE Single Meter/Setter Moses Pointe 2.5 Yes 1" Meter
TOTAL ERUS 1,240
Sum of ERUs Column Labels Within UGA?
Row Labels Single Meter/Setter Com/Ind/Sub
Grand
Total Row Labels Sum of ERUs
Central 32 122 153 No 615
Knolls Vista 8 51 59 Yes 625
Lakeview 107 107 Grand Total 1240
Larson 2 288 290
Montlake 2 2
Moses Pointe 12 612 624
Wheeler 6 6
Grand Total 56 1,185 1,240
*When meter size for car wash is indicated, it will need to be added to the total.
**ERUs account for all project phases.
Rev. 4.24.2026 / JG 1 of 2
ERUS Allocated as of 3/20/2026
153
58.5
106.5290
2
624
6
0
100
200
300
400
500
600
700
Larson/Knolls Vista Wheeler/Lakeview/Montlake/Central Moses Pointe
ERUs Allocated By Zone since 1/1/2025
Wheeler
Moses Pointe
Montlake
Larson
Lakeview
Knolls Vista
Central
Rev. 4.24.2026 / JG 2 of 2
City of Moses Lake April 2026 Water System Capacity Analysis
of Remaining Available ERUs
Effective Date:
4/23/2026
Pressure Zone(s)20 hrs/day 22 hrs/day 24 hrs/day
Moses Pointe 0 0 0
System Total 0 0 1,495
562 gpd/ERU Basis:
Consistent with Water System Plan
Remaining ERUs based on:
2021 Maximum Day Demand Plus Actual
Connections Added
Pumping Rate Adjusted for Operating Hours During the
Maximum Day Demand
Larson and Knolls Vista Operating Area1 0 0 0
Wheeler, Lakeview, Montlake, and Central
Operating Area1 0 0 1,495
(e) The City will treat future single family residential homes with separately provided irrigation water
as 0.36 ERUs, representing 200 gpd/ERU.
(1) The ERUs available to pressure zones within an operating area represent the combined capacity shared among those
zones, not the ERUs available to each zone individually.
General Notes Applicable to Entire Table - Surplus or (Deficient) source capacity (ERUs) are based on:
(a) Approximately 562 gpd/ERU and a 2.37 MDD/ADD Peaking Factor
(b) Typical residential growth and a planning level fire flow requirement less than or equal to
2,500 gpm for 2 hours
(c) Flow between zones with or without consideration for booster pump station capacity.
(d) The total ERUs added cannot exceed the System Total.
4/27/2026 4:16 PM 1 of 2 CityCouncilReports
City of Moses Lake April 2026 Water System Capacity Analysis
of Remaining Available ERUs
Pressure Zone(s)20 hrs/day 22 hrs/day 24 hrs/day
Montlake 250 1,960 3,019
Central 0 0 1,120
Moses Pointe 250 1,827 1,892
System Total 250 1,960 3,659
562 gpd/ERU Basis:
Consistent with Water System Plan
Remaining ERUs based on:
2021 Maximum Day Demand Plus Actual
Connections Added and Future Capacity Improvements
(Well 29, Well 34, and Reservoir 10)
Pumping Rate Adjusted for Operating Hours During the
Maximum Day Demand
Wheeler and Lakeview Operating Area1 250 1,960 2,987
Larson and Knolls Vista Operating Area1 0 112 610
(1) The ERUs available to pressure zones within an operating area represent the combined capacity shared among those
zones, not the ERUs available to each zone individually.
(c) Flow between zones with or without consideration for booster pump station capacity.
(d) The total ERUs added cannot exceed the System Total.
(e) The City will treat future single family residential homes with separately provided irrigation water
as 0.36 ERUs, representing 200 gpd/ERU.
General Notes Applicable to Entire Table - Surplus or (Deficient) source capacity (ERUs) are based on:
(a) Approximately 562 gpd/ERU and a 2.37 MDD/ADD Peaking Factor
(b) Typical residential growth and a planning level fire flow requirement less than or equal to
2,500 gpm for 2 hours
4/27/2026 4:16 PM 2 of 2 CityCouncilReports
City of Moses Lake April 2026 Water System Capacity Analysis
of Remaining Available ERUs
Effective Date:
4/23/2026
Pressure Zone(s)20 hrs/day 22 hrs/day 24 hrs/day
Moses Pointe 0 0 52
System Total 0 177 1,813
521 gpd/ERU Basis:
Consistent with 2024 Water Facilities Inventory Connections and 2024 Annual Supply Volume
Remaining ERUs based on:
2021 Maximum Day Demand Plus Actual
Connections Added
Pumping Rate Adjusted for Operating Hours During the
Maximum Day Demand
Larson and Knolls Vista Operating Area1 0 0 0
Wheeler, Lakeview, Montlake, and Central
Operating Area1 0 177 1,761
(e) The City will treat future single family residential homes with separately provided irrigation water
as 0.36 ERUs, representing 200 gpd/ERU.
(1) The ERUs available to pressure zones within an operating area represent the combined capacity shared among those
zones, not the ERUs available to each zone individually.
General Notes Applicable to Entire Table - Surplus or (Deficient) source capacity (ERUs) are based on:
(a) Approximately 521 gpd/ERU and a 2.37 MDD/ADD Peaking Factor
(b) Typical residential growth and a planning level fire flow requirement less than or equal to
2,500 gpm for 2 hours
(c) Flow between zones with or without consideration for booster pump station capacity.
(d) The total ERUs added cannot exceed the System Total.
4/27/2026 4:20 PM 1 of 2 CityCouncilReports
City of Moses Lake April 2026 Water System Capacity Analysis
of Remaining Available ERUs
Pressure Zone(s)20 hrs/day 22 hrs/day 24 hrs/day
Montlake 469 2,315 3,338
Central 0 0 1,508
Moses Pointe 469 2,027 2,097
System Total 469 2,315 4,150
521 gpd/ERU Basis:
Consistent with 2024 Water Facilities Inventory Connections and 2024 Annual Supply Volume
Remaining ERUs based on:
2021 Maximum Day Demand Plus Actual
Connections Added and Future Capacity Improvements
(Well 29, Well 34, and Reservoir 10)
Pumping Rate Adjusted for Operating Hours During the
Maximum Day Demand
Wheeler and Lakeview Operating Area1 469 2,315 3,295
Larson and Knolls Vista Operating Area1 0 228 765
(1) The ERUs available to pressure zones within an operating area represent the combined capacity shared among those
zones, not the ERUs available to each zone individually.
(c) Flow between zones with or without consideration for booster pump station capacity.
(d) The total ERUs added cannot exceed the System Total.
(e) The City will treat future single family residential homes with separately provided irrigation water
as 0.36 ERUs, representing 200 gpd/ERU.
General Notes Applicable to Entire Table - Surplus or (Deficient) source capacity (ERUs) are based on:
(a) Approximately 521 gpd/ERU and a 2.37 MDD/ADD Peaking Factor
(b) Typical residential growth and a planning level fire flow requirement less than or equal to
2,500 gpm for 2 hours
4/27/2026 4:20 PM 2 of 2 CityCouncilReports
Moses Lake City Council Retreat
May 1 & 2, 2026
Packet Addendum 5-4-26
Friday, May 1, 2026 -LINKS UNREPAIRABLE FROM PAGE 1
Leadership, Policy Making, & Working Together
Polarity Thinking – (external links)
Polarity Thinking 101: Intro to the Power of Polarities (Article)
Polarity Thinking. A Powerful Tool for Building Leadership (Article)
What is a Polarity? (Video)
Polarity Management (Video)
Vertical Development – (external links)
What is Vertical Development (Article) - Ryan Gottfredson
What is Vertical Development (Video) - Ryan Gottfredson