FINAL 2021 1023 Budget Packet Moses Lake City Council
David Curnel, Mayor | Daryl Jackson, Deputy Mayor | Mike Riggs, Council Member | Karen Liebrecht, Council Member
Don Myers, Council Member | David Eck, Council Member| Dean Hankins, Council Member
REMOTE ACCESS ONLY
Citizens can join this meeting via phone by calling one of the numbers listed at the bottom of the agenda or
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Saturday, October 23, 2021, 8:30 AM
Study Session Agenda
Call to Order – 8:30 AM
#1 2021 Budget Workshop
Adjournment
Zoom Meeting – Audio Only
When: Oct 23, 2021 08:30 AM Pacific Time (US and Canada)
Topic: Budget Retreat
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2022 DRAFT Budget
City of Moses Lake,
Washington
City Council Members
Position Term Expiration
David Curnel/Mayor #5 12/31/21
Daryl Jackson/Deputy Mayor #4 12/31/21
Michael Riggs #1 12/31/21
Karen Liebrecht #2 12/31/21
Don Myers #3 12/31/23
David Eck #6 12/31/23
H. Dean Hankins #7 11/30/23
City Manager
Allison Williams
Department Directors
Melissa Bethel Community Development
Gail Gray Finance
Dave Bren Municipal Services
Susan Schwiesow Parks and Recreation
Brett Bastian Fire Department
Kevin Fuhr Police Department
2022 Proposed Budget
CITY OF MOSES LAKE
2022 PROPOSED BUDGET
TABLE OF CONTENTS
Page
CITY WIDE
Organizational Chart ................................................................................................... 1
2022 Budgeted Requests………………………………………………………………………………………….2
2022 Unbudgeted Requests……………………………………………………………………………………..3
2022 CIP Budgeted Requests…………………………………………………………………………………….4
Four‐Year Budget Comparison by City Functional Grouping 2019‐2022 ...................... 5
2022 Budget and Fund Balance by City Functional Grouping ...................................... 6
General Fund Revenue ............................................................................................... 7
LEGISLATIVE ......................................................................................................................... 10
ADMINISTRATION
Executive .................................................................................................................... 12
Legal ........................................................................................................................... 15
Self‐Insurance ............................................................................................................. 17
COMMUNITY DEVELOPMENT ............................................................................................... 20
Homeless Services ..................................................................................................... 25
FINANCIAL SERVICES
General Fund .............................................................................................................. 27
Utility Service – Water/Wastewater ........................................................................... 31
Information Technology/Central Services ................................................................... 37
Miscellaneous Services ............................................................................................... 42
Library ........................................................................................................................ 44
Firemen’s Relief and Pension ...................................................................................... 46
Tourism Activities ....................................................................................................... 48
Grants and Donations ................................................................................................. 50
Unemployment Compensation ................................................................................... 52
Debt Service ............................................................................................................... 54
Solid Waste ................................................................................................................ 56
POLICE .................................................................................................................................. 58
FIRE ...................................................................................................................................... 62
PARKS AND RECREATION ...................................................................................................... 76
MUNICIPAL SERVICES
Engineering ................................................................................................................ 89
Streets and Stormwater .............................................................................................. 93
Streets Repair/Reconstruction…………………………………………………………………………………98
Transportation Benefit District ................................................................................... 101
Water ......................................................................................................................... 104
Wastewater ................................................................................................................ 107
Water/Sewer Construction ......................................................................................... 112
Fleet Management/Equipment Rental ........................................................................ 118
Building Maintenance ................................................................................................. 122
Airport ........................................................................................................................ 127
STAFFING SCHEDULE ............................................................................................................ 130
BUDGET GUIDELINE MEMO ……………………………………………………………………………………………….131
2022 BUDGET REQUESTS – BUDGETED……………………………………………………………………………… 134
2022 BUDGET REQUESTS – UNBUDGETED………………………………………………………………………… 163
BUDGET CALENDAR……………………………………………………………………………………………………………179
City Council Human Resources City Manager AdministraƟve Services Community Development Finance Parks & RecreaƟon Police Fire Municipal Services Engineering Services Engineering Public Works OperaƟons Development Water Street Stormwater Wastewater Fleet Mgmt. Bldg. Maint. Suppression InvesƟgaƟon Ambulance Patrol InvesƟgaƟon Park Maint. RecreaƟon Museum AccounƟng UƟlity Billing IT Services Planning Building Code Enforcement Organizational Chart 2020 CITY OF MOSES LAKE Housing Animal Control CiƟzens Design Preliminary Budget Document Page 1
Dept. Dept #Description Funding Source Non‐Personnel Personnel Bud/Unbud Recur/One‐Time
1 Legal/Judicial 005 New ILA Pending ‐ Court Costs General Fund 100,000$ B Recurring
2 Comm Dev 004 Code Enforcement Personnel .5 Comm Dev & .5 Water 134,940$ B Recurring
3 Comm Dev 004 Development Code Update General Fund 150,000 B One‐time
4 Finance 517‐514 Administrative Assistant General Fund 89,130 B Recurring
5 Info Tech 517‐517 Classroom ‐ IT equipment Various ‐ Cost Allocation 75,000 B One‐time
6 Info Tech 517‐517 Software updates Various ‐ Cost Allocation 132,000 B One‐time
7 Misc 006 Election Costs General Fund 20,000 B One‐time
8 Police 030 2 New Traffic Officers
General Fund / Criminal Justice
Sales Tax & Increased Redflex
Revenue
241,540 B Recurring
9 Police 030/006
Police Building Remodel ($4Million total
drawdown) Approximate annual debt
payments
WA State LOCAL funding
program & repayment through
General Fund & Criminal Justice
Sales Tax
462,500 B One‐time
10 Fire 498 Additional Cardiac Monitor Ambulance Fund and/or ARPA 42,000 B One‐time
11 Fire 498 Upgrade Existing Zoll Cardiac Monitors Ambulance Fund and/or ARPA 29,000 B One‐time
12 Fire 040
Self Contained Breathing Apparatus
Replacement Program General Fund 60,000 One‐time
13 Fire 040 Replacement of Thermal Imaging Devices General Fund and/or ARPA 22,000 B One‐time
14 Parks 020 Cascade Park Playground Replacement General Fund 130,000 B One‐time
15 Parks 020 Creative District Coordinator (Part‐Time) General Fund 42,950 B Recurring
16 Parks 020 4 PT Customer Service Attendants for
Larson Rec Ctr (6 months)General Fund 107,970 B Recurring
17 Parks 020 FT Customer Service Technician for Larson
Rec Ctr (6 months)General Fund 44,180 B Recurring
18 Parks 020 Lakeview Park Playground Replacement General Fund 92,036 B One‐time
19 Parks 020 Paul Lauzier Infield Improvements General Fund 115,000 B One‐time
20 Parks 020 Parks Maintenance Worker General Fund 101,190 B Recurring
21 Parks 020 Recreation Coordinator (6 months) General Fund 50,720 B Recurring
22 Wastewater 412 Vehicle 286 Crane Upgrade Wastewater Fund 10,000 B One‐time
23 Wastewater 412 COF by‐pass Pump Wastewater Fund 130,000 B One‐time
24 Wastewater 412 Longview Sewer Hookups Wastewater Fund 100,000 B One‐time
25 Fleet 519
2022 Vehicle Replacement Listing (17 new
vehicles)Various ‐ Cost Allocation 1,743,000 B One‐time
26 Fleet 519
Increase Registration and Memberships to
proper certification Various ‐ Cost Allocation 27,000 B Recurring
27 Bldg Maint. 528 Energy Audit Various ‐ Cost Allocation 75,000 B One‐time
28 Bldg Maint. 528 Walk Behind Floor Scrubber Various ‐ Cost Allocation 10,000 B One‐time
29 Bldg Maint. 528 Civic Center Backup Generator Various ‐ Cost Allocation 200,000 B One‐time
30 Bldg Maint. 528
Paint Stations 1 & 2 Exterior Apparatus
Doors / Frames Various ‐ Cost Allocation 75,000 B One‐time
31 Bldg Maint. 528
2 New Janitors / Maintenance Assistant
(Custodians)Various ‐ Cost Allocation/020 145,400 B Recurring
32 Bldg Maint. 528
New Workstation ‐ Laptop with docking
station & monitors Various ‐ Cost Allocation 4,500 B One‐time
Total Budgeted 3,654,036$ 1,108,020$ 4,762,056$
Total Recurring 1,085,020$
Total One‐time 3,677,036$
Amount
City of Moses Lake
2022 Budget Requests
Budgeted
Preliminary Budget Document Page 2
Dept.Description Allocation Non‐Personnel Personnel
1 Finance Accounting Technician General Fund 90,000$
2 Info Tech Website update General Fund 90,000
3 Police Build New Storage Building One time Budget Savings 600,000
4 Fire Fire Inspector General Fund / Permit Revenue 161,250
5 Fire Breathing Air Compressor General Fund 75,000
6 Fire Replacements for Medic 3 & 4 Ambulance Fund 550,000
7 Fire Type VI Grass Fire Vehicle General Fund 95,000
8 Fire 4.0 Personnel for Operations Division General Fund / Ambulance Fund 497,200
9 Fire Hydraulic Rescue Tool Replacement General Fund 41,000
10 Fire Gurney Stryker Auto‐load System Ambulance Fund 29,000
11 Fire Fire Inspector vehicle 519 General Fund 50,000
12 Parks Paul Lauzier Fields Netting General Fund 21,500
13 Parks Van ‐ Museum & Art Center General Fund 45,000
14 Parks Pickup Trucks 3/4 Ton (2) General Fund 135,000
15 Streets New vehicle‐truck for Team Lead Streets 75,000
16 Storm water Addition of Stormwater Team Lead position Storm Water 493 125,000
Total Unbudgeted 1,806,500$ 873,450$
Amount
City of Moses Lake
2022 Budget Requests
Unbudgeted
Preliminary Budget Document Page 3
Dept.Description Funding Source Amount Bud/Unbud
1 Engineering
Gravel Road Paving Program (Lark Street and Luta
Street)Street Repair (119/REET)700,000$ B
2 Engineering Chip and Crack Seal ‐ Annual Street Repair (119/REET)1,000,000 B
3 Engineering
Marina Drive Neighborhood Revitalization and
Activity Trail Connection Street Repair (119/REET)500,000 B
4 Engineering Yonezawa Boulevard Street Repair (119/TBD)1,500,000 B
5 Water Upsizing Water Mains Water Fund (411/477)500,000 B
6 Water Reservoir Painting Water Fund (411/477)150,000 B
7 Wastewater Northshore Lift Station Wastewater Fund (412/477)2,000,000 B
8 Wastewater WWTP Bio‐Solids Removal Wastewater Fund (412/477)200,000 B
9 Wastewater Dunes WWTP Air Diffusers Rebuilt Wastewater Fund (412/477)250,000 B
10 Wastewater Larson WWTP Upgrade Wastewater Fund (412/477)250,000 B
11 Wastewater Manhole Rehabilitation Wastewater Fund (412/477)500,000 B
12 Wastewater Lift Station Controllers Upgrade Wastewater Fund (412/477)50,000 B
Total Budgeted 7,600,000$
City of Moses Lake
2022 Budget Requests
Capital Improvement Projects ‐ Budgeted
Preliminary Budget Document Page 4
2019 2019 2020 2020 2021 2021 2022 2022
Actual Actual Actual Actual Adopted Adopted Proposed Proposed
Expenditures Revenues Expenditures Revenues Budget Revenue Budget Revenue
General Fund
Legislative 348,328$ 357,489 290,061 159,765
Executive 1,239,972 1,058,332 890,750 1,039,204
Finance 1,100,382 1,192,852 1,084,572 1,132,886
Community Development 1,411,303 1,640,932 1,790,088 2,110,833
Legal 208,641 211,192 187,600 274,500
Misc. Services 1,804,861 2,347,811 1,900,990 2,460,900
Library 78,977 78,269 67,300 71,500
Engineering 2,055,151 2,210,372 2,183,723 2,225,176
Parks & Recreation 5,874,842 5,161,246 6,974,983 7,362,630
Police 7,663,570 8,291,356 9,274,654 9,877,767
Fire 3,819,916 4,297,612 4,891,363 5,104,749
Total General Government Funds 25,605,943 25,887,655$ 26,847,463 27,425,344$ 29,536,084 27,583,830$ 31,819,910 28,170,950$
Less: One‐time General Fund Expenditures (589,036)
Total Recurring General Fund Budget 28,142,874
Other Operating/Enterprise
Tourism Activities ‐ 102 990,562 835,906 546,514 582,522 569,400 621,000 677,100 620,100
Grants & Donations ‐ 103 310,126 371,477 385,855 558,712 138,800 84,400 136,300 96,500
Homeless Services ‐ 110 ‐ ‐ 270,984 321,097 377,700 578,000 285,766 509,365
Paths & Trails ‐ 114 ‐ 2,351 27,577 12,086 26,000 2,000 26,000 2,000
Streets ‐ 116 2,450,568 2,503,678 2,629,376 2,658,152 2,568,313 2,510,000 3,330,842 2,570,900
Transportation Benefit District ‐ 170 1,650,000 1,691,661 1,650,000 1,791,289 1,850,000 1,681,000 1,984,000 1,980,500
Water/Wastewater Operating ‐ 410 13,397,742 12,759,804 16,498,356 13,867,370 13,331,075 13,078,600 14,658,462 13,271,500
Sanitation ‐ 490 4,386,891 4,755,439 3,616,873 4,212,289 4,499,300 4,490,000 4,841,613 4,800,000
Stormwater ‐ 493 899,671 995,145 1,187,805 1,391,990 1,323,038 964,000 1,007,838 992,000
Airport ‐ 495 25,746 26,836 85,523 36,194 234,609 202,000 73,410 27,000
Ambulance ‐ 498 2,925,156 3,525,229 2,949,074 3,465,720 3,496,021 2,873,300 3,801,840 3,614,260
Central Services ‐ 517 1,601,842 1,826,200 2,145,681 2,284,952 1,831,805 1,823,800 2,210,243 1,950,820
Equipment Rental ‐ 519 2,630,921 3,792,461 6,315,463 6,283,516 5,048,691 4,113,009 3,655,160 3,589,814
Building Maintenance ‐ 528 4,273,001 3,745,901 4,351,947 4,099,146 3,400,231 2,774,800 2,691,074 2,385,900
Total Other Operating/Enterprise 35,542,226 36,832,088 42,661,028 41,565,035 38,694,983 35,795,909 39,379,648 36,410,659
Capital Improvement
Street Repair/Reconstr‐ 119 2,560,238 4,023,150 2,483,429 2,603,380 4,205,000 2,715,900 3,700,000 2,843,150
Parks & Recreation Imp ‐ 314 445,668 724,386 603,444 906,350 11,500,000 12,000,000 ‐ ‐
Park Mitigation Capital Proj ‐ 315 ‐ 101,909 680,000 78,154 152,100 79,480 ‐ 20,000
Water Rights ‐ 471 ‐ 124,560 ‐ 160,800 1,000,000 ‐ 2,038,316 700,000
Water/Sewer Construction ‐ 477 3,694,718 2,999,832 3,530,512 2,050,000 6,300,000 1,550,000 3,900,000 3,900,000
Total Captial Improvement 6,700,624 7,973,837 7,297,385 5,798,684 23,157,100 16,345,380 9,638,316 7,463,150
Risk Mgmt/Employee Benefit Reserves
Unemployment Compensation ‐ 501 73,143 68,896 63,148 61,352 51,500 54,300 66,500 85,000
Risk Management ‐ 503 713,882 591,067 880,560 802,523 926,000 873,800 1,064,370 1,012,000
Firemen's Relief & Pension ‐ 611 50,319 44,801 34,905 45,652 55,000 43,000 55,000 44,500
Total Employee Benefit Reserves 837,344 704,764 978,613 909,527 1,032,500 971,100 1,185,870 1,141,500
Debt Service
GOB 2016 Refunding ‐ 286 381,583 381,333 381,291 381,217 376,733 376,800 376,150 375,900
Water/Sewer 2011 Bond ‐ 450 564,400 565,000 40,000 565,000 563,400 565,000 ‐ ‐
Water/Sewer 2004 Bond ‐ 452 674,550 674,250 185,192 676,250 682,600 682,000 686,850 686,250
PWTF W/S Debt Service ‐ 485 572,764 572,765 14,981 569,930 567,192 567,150 532,112 532,100
2015 GO Bond Redemption ‐ 487 76,317 76,400 21,603 76,400 75,650 76,000 75,320 76,000
Total Debt Service 2,269,614 2,269,748 643,067 2,268,797 2,265,575 2,266,950 1,670,432 1,670,250
Total City Budget 70,955,751$ 73,668,092$ 78,427,556$ 77,967,387$ 94,686,242$ 82,963,169$ 83,694,176$ 74,856,509$
City of Moses Lake
Four‐Year Budget Comparison By City Functional Grouping 2019‐2022
Preliminary Budget Document Page 5
2021 2021 2022 Exp % Chg 2022 Rev %2022 2022 2022
Adopted Adopted Proposed 2022 vs 2021 Proposed 2022 vs 2021 Use of Est Beg Est End
Budget Revenue Budget Adopted Revenue Adopted Fund Balance Fund Balance Fund Balance
General Fund
Legislative 290,061 159,765 ‐44.9%
Executive 890,750 1,039,204 16.7%
Finance 1,084,572 1,132,886 4.5%
Community Development 1,790,088 2,110,833 17.9%
Legal 187,600 274,500 46.3%
Misc. Services 1,900,990 2,460,900 29.5%
Library 67,300 71,500 6.2%
Engineering 2,183,723 2,225,176 1.9%
Parks & Recreation 6,974,983 7,362,630 5.6%
Police 9,274,654 9,877,767 6.5%
Fire 4,891,363 5,104,749 4.4%
Total General Government Funds 29,536,084 27,583,830$ 31,819,910 7.7%28,170,950$ 2.1% (3,648,960) 6,953,973 3,305,013
Other Operating/Enterprise
Tourism Activities ‐ 102 569,400 621,000 677,100 18.9%620,100 ‐0.1% (57,000) 824,031 767,031
Grants & Donations ‐ 103 138,800 84,400 136,300 ‐1.8%96,500 14.3% (39,800) 787,348 747,548
Local Fiscal Recovery ‐ 105 ‐ ‐ ‐ 0.0%3,361,779 0.0% 3,361,779 3,361,779 6,723,558
Homeless Services ‐ 110 377,700 578,000 285,766 ‐24.3%509,365 ‐11.9% 223,599 (178,021) 45,578
Paths & Trails ‐ 114 26,000 2,000 26,000 0.0%2,000 0.0% (24,000) 30,616 6,616
Streets ‐ 116 2,568,313 2,510,000 3,330,842 29.7%2,570,900 2.4% (759,942) 578,663 (181,279)
Transportation Benefit District ‐ 170 1,850,000 1,681,000 1,984,000 7.2%1,980,500 17.8% (3,500) 529,056 525,556
Water/Wastewater Operating ‐ 410 13,331,075 13,078,600 14,658,462 10.0%13,271,500 1.5% (1,386,962) 2,298,719 911,757
Sanitation ‐ 490 4,499,300 4,490,000 4,841,613 7.6%4,800,000 6.9% (41,613) 479,904 438,291
Stormwater ‐ 493 1,323,038 964,000 1,007,838 ‐23.8%992,000 2.9% (15,838) 302,592 286,754
Airport ‐ 495 234,609 202,000 73,410 ‐68.7%27,000 ‐86.6% (46,410) 72,323 25,913
Ambulance ‐ 498 3,496,021 2,873,300 3,801,840 8.7%3,614,260 25.8% (187,580) 1,123,536 935,956
Central Services ‐ 517 1,831,805 1,823,800 2,210,243 20.7%1,950,820 7.0%(259,423) 665,975 406,552
Equipment Rental ‐ 519 5,048,691 4,113,009 3,655,160 ‐27.6%3,589,814 ‐12.7% (65,346) 2,299,219 2,233,873
Building Maintenance ‐ 528 3,400,231 2,774,800 2,691,074 ‐20.9%2,385,900 ‐14.0% (305,174) 617,190 312,016
Total Other Operating/Enterprise 38,694,983 35,795,909 39,379,648 1.8%39,772,438 11.1% 449,790 13,792,930 14,185,720
Capital Improvement
Street Repair/Reconstr‐ 119 4,205,000 2,715,900 3,700,000 ‐12.0%2,843,150 4.7% (856,850) 700,212 (156,638)
Parks & Recreation Imp ‐ 314 11,500,000 12,000,000 ‐ ‐100.0%‐ ‐100.0%‐ 1,104,963 1,104,963
Park Mitigation Capital Proj ‐ 315 152,100 79,480 ‐ ‐100.0%20,000 ‐74.8% 20,000 30,616 50,616
Water Rights ‐ 471 1,000,000 ‐ 2,038,316 103.8%700,000 0.0% (1,338,316) 1,387,360 49,044
Water/Sewer Construction ‐ 477 6,300,000 1,550,000 3,900,000 ‐38.1%3,900,000 151.6%‐ 1,645,056 1,645,056
Total Captial Improvement 23,157,100 16,345,380 9,638,316 ‐58.4%7,463,150 ‐54.3% (2,175,166) 9,574,127 6,581,438
Risk Mgmt/Employee Benefit Reserves
Unemployment Compensation ‐ 501 51,500 54,300 66,500 29.1%85,000 56.5% 18,500 13,468 31,968
Risk Management ‐ 503 926,000 873,800 1,064,370 14.9%1,012,000 15.8% (52,370) 76,574 24,204
Firemen's Relief & Pension ‐ 611 55,000 43,000 55,000 0.0%44,500 3.5% (10,500) 351,135 340,635
Total Employee Benefit Reserves 1,032,500 971,100 1,185,870 14.9%1,141,500 17.5% (44,370) 5,309,384 3,089,848
Debt Service
GOB 2016 Refunding ‐ 286 376,733 376,800 376,150 ‐0.2%375,900 ‐0.2%(250) 184,067 183,817
Water/Sewer 2011 Bond ‐ 450 563,400 565,000 ‐ ‐100.0%‐ ‐100.0%‐ 9,600 9,600
Bond Reserve‐2011 ‐ 451 ‐ ‐ ‐ 0.0%‐ 0.0%‐ 567,600 567,600
Water/Sewer 2004 Bond ‐ 452 682,600 682,000 686,850 0.6%686,250 0.6%(600) 6,400 5,800
Water/Sewer 2004 Bond Reserve‐ 453 ‐ ‐ ‐ ‐ 0.0%‐ 701,500 701,500
PWTF W/S Debt Service ‐ 485 567,192 567,150 532,112 ‐6.2%532,100 ‐6.2%(12) 19,958 19,946
2015 GO Bond Redemption ‐ 487 75,650 76,000 75,320 ‐0.4%76,000 0.0%680 7,350 8,030
Total Debt Service 2,265,575 2,266,950 1,670,432 ‐26.3%1,670,250 ‐26.3%(182) 1,496,475 1,496,293
Total City Budget 94,686,242$ 82,963,169$ 83,694,176$ ‐11.6%78,218,288$ ‐5.7%(7,695,606)$ 27,552,762$ 22,076,874$
City of Moses Lake
2022 Budget and Fund Balances by City Functional Grouping ‐ Preliminary Budget
Preliminary Budget Document Page 6
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
GENERAL FUND REVENUE
Accounting Manager Wendy Parks
The City receives revenue from many different sources; some revenue is available for any government
purpose, while some revenue is restricted in use to a specific fund (s) and/or a specific purpose. The
sources of revenue that are available for use within the General Fund (for general purposes) are listed in
the following chart, along with a three‐year comparison of the amount of revenue received from each
source. Because most General Fund operations are supported primarily by taxes, including Police, Fire,
Parks & Recreation, and Streets, General Fund revenue is summarized and analyzed separately from
operational divisions.
For 2022, total General Fund revenues are budgeted to be $28,170,950; $587,120 or 2.1% more than
the 2021 budget of $27,583,830. Revenue existing in 2021 budget compared to the 2022 proposed
budget is only about $196,100 increase. We have seen some ongoing downturns in revenues because of
the COVID 19 pandemic, which is why this is so conservatively estimated.
Property Tax is the largest single General Fund revenue, and is estimated to bring in $7,720,700 in
2022. The 2020 levy was over $7.6 million. The 2021 levy could be about $7.8 million, but we are doing
a conservative estimate for potential uncollectible amounts. We have been notified that a property
taxpayer with a $1 million delinquent tax balance from 2013 has reached an agreement with Grant
County, and we should be getting our balance over the next 6 years. An estimate for this has been
included in the Property Tax estimate.
Sales Tax follows with an estimate of $7.2 million for 2022. Year to date through September, sales tax is
experiencing a growth rate of 26.7% over 2020 revenue—but we are conservatively estimating 2022 to
match 2021 budgeted level. Fortunately, the economic shutdown from COVID has not hit sales tax
significantly. The City is also aware of several major construction projects (including the new Hospital),
but we have not added any estimates for large construction.
Preliminary Budget Document Page 7
Utility Tax is estimated to bring in $3,375,000 in 2022, an increase of 2.9% compared to the
2021budget. The CPI increase in the utility fees affect these amounts. Note: any increases in Water
and Wastewater that may come from the cost of service study have not yet been factored in. Taxes that
are tied more to the price of raw energy (i.e. Electric and Natural Gas) have seen some fluctuation with
the underlying energy prices. These are estimated slightly higher than the 2021 budget. The telephone
communications tax is actually estimated to fall, as more households are abandoning their land lines,
and phone plans emphasize the purchase of data versus phone, thus driving down the taxable portion of
those bills.
Other components of taxes include gambling taxes, which are estimated to fall by about $43,00 from
2021 budget because of a Council commitment to reduce the card game tax rate over five years. This
revenue source was negatively affected by the COVID shutdown, as gambling establishments have been
closed. Admissions Tax is greatly reduced due to the low revenue flow in both 2020 and 2021, this is a
direct reflection of the social distancing rules.
Licenses and Permits are generated by the development community, and are budgeted to exceed
the2021 budget by $23,600 which may seem conservative but we have had some major one time boosts
to this revenue and should not be built into ongoing forecast. This revenue stream has remained steady
through COVID, possibly fueled by the upcoming changes in the building codes.
Intergovernmental Revenue consists primarily of State‐Shared Revenue, and is a per capita estimate
based on our population of 25,330. Other additions include the next COPS grant and 2nd year and
reduced some from 2021 budget for the step down of support for the SAFER grant which added 3
firefighters in 2020.
Charges for Goods and Services are primarily made up of:
The City Administrative fee charged to all funds for the services provided by the
executive branch and Finance;
Engineering services charged to internal projects and outside developers;
Fees charged for Parks and Recreation programs;
School Resource Officers reimbursed by Moses Lake School District
As a whole, this category is estimated to increase by $234,820 in 2022.
Fines and Penalties consist almost entirely of fines generated by the red‐light camera program. The
increase in 2019 is tied to additional cameras installed in the fall of 2018. Because of the reduced traffic
with the Governor’s stay at home order, we had reduced the 2021 estimate for this revenue source.
The revenue that supports Police operations has grown above 2021 estimated revenue so it has been
increased by $341,700 for 2022.
Miscellaneous Revenues include interest earnings on investments and facility rentals. (It should be
noted that all interest earned on the investment portfolio is recorded initially in General Fund, and a
distribution of interest earned to various funds is done at year end.) The interest rate environment had
improved coming into 2020, but has turned down significantly so citywide we are expecting a decrease
in interest earnings.
Other Financing Resources includes an estimate of a transfer from the Water utility to General Fund,
should General Fund require it. RCW 35.23.535 allows the transfer of “excess income” from the utility
to General Fund, up to 4% of the cost of the system. City‐owned utilities do no pay property taxes,
which would not be the case if the systems were privately owned. The $500,000 budget in 2021
matches the actual transfers made since 2015. The 2022 budget is estimated at $525,000. This category
also contains transfers in from other funds.
Overall, we believe General Fund revenue is conservatively estimated for 2022. Even though COVID may
still affect our revenues, there are also major new construction projects that will produce sales tax and
permit fees beyond what is currently in the budget.
Preliminary Budget Document Page 8
Preliminary Budget Document Page 9
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
CITY COUNCIL (Legislative) ‐ 001
GENERAL FUND
Elected Officials
David Curnel Mayor – Position 5 December 31, 2021
Daryl Jackson Deputy Mayor – Position 4 December 31, 2021
Mike Riggs Position 1 December 31, 2021
Karen Liebrecht Position 2 December 31, 2021
Don Myers Position 3 December 31, 2023
David Eck Position 6 December 31, 2023
H. Dean Hankins Position 7 December 31, 2023
DEFINITION
Moses Lake has a Council‐Manager form of government. The seven Council Members are
elected by the voters and represent the entire community. They serve staggered four‐year
terms. The Council Members, in turn, select a Mayor and Deputy Mayor from among
themselves to serve for two years.
The City Council hires and evaluates the City Manager, and approves all ordinances, resolutions
and interlocal agreements of the City, as well as all contracts that exceed the authorized
spending authority of the City Manager, outlined in Resolution 3668. With the guidance of the
appointed City Manager, the Council analyzes proposals to meet community needs, initiates
action for new programs and determines the ability of the City to provide financing for City
operations. The Council reviews, modifies and adopts the balanced annual municipal budget
presented by the City Manager. In 2021, the Council established three Council Committees to
augment oversight of the City: Finance, CMP (Community Development, Municipal Services,
Parks) and Public Safety. Also In 2021, the Mayor and Council are in the process of adopting a
new Comprehensive Plan that will lead to updated vision, mission and prioritized investments
to implement the plan.
In 2021, the City celebrated it’s 40th anniversary of our Sister City relationship with Yonezawa,
Japan. Plans for a planting ceremony and other commemorative activities have been
postponed to 2022 if COVID crisis allows a visit with our Council, Student Exchange Committee,
and the Moses Lake Friendship Association.
AUTHORIZED PERSONNEL
Position Title
2020
Actual
2020
Amended
Budget
2021
Proposed
Budget
Mayor 1.00 1.00 1.00
Deputy Mayor 1.00 1.00 1.00
City Council Member 5.00 5.00 5.00
Total Personnel 7.00 7.00 7.00
Preliminary Budget Document Page 10
BUDGET SUMMARY
001 – Legislative
Preliminary Budget Document Page 11
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
CITY ADMINISTRATION (Executive) ‐ 002
GENERAL FUND
City Manager Allison Williams
Human Resources Director Shannon Springer
Administrative Services Manager/City Clerk Debbie Burke
DEFINITION
The City of Moses Lake is operated as a Council‐Manager form of government and is managed by an
appointed City Manager. The City Manager is responsible for general administrative oversight of the city
government consistent with City Council policy and directives. The City Manager oversees the budget
adopted by the City Council and all personnel matters, has authority for all day‐to‐day operations and
works closely with the Mayor and City Council to establish the vision and work plan for the City
departments. The City Manager appoints and provides direction for the City’s Department Directors.
2022 PROJECTS / WORK PLAN
Develop updated City Vision/Mission
In 2020, the City Council’s highest priority was to ensure the city’s overall Comprehensive Plan was fully
updated. As a part of this update, and based on intensive community input, a new vision will be
developed for the City which will lead to a Vision/Mission process with the City Council in 2022.
Develop and carry out management training
The City Manager will be carrying out a management training process and put the training into
practice in order to develop the City’s management team.
Carry out successful Union Negotiations
All three of the city’s union’ contracts (Police Guild, IAFF, AFSCME) were up for renewal in 2021
requiring negotiations for new multi‐year contracts. As of the date of the budget, all contracts were
initiating negotiations.
Implement Public Records management program
The Administration Department provides centralized oversight for the management of the city’s public
records. This requires leadership of department staff responsible for providing responsive records in a
timely manner to requests from the public and participating in ongoing records management training.
Establish a City‐Wide Safety Committee
To effectively manage the risks associated with the work of all city divisions and to provide a safe
workplace, a city‐wide safety committee will be established and staffed by HR.
Urban Service Analysis:
Carry out a comprehensive analysis of recent annexation activity and future growth projections as a
result of the Comprehensive Plan update. Develop a plan to address needed
facility/infrastructure/services to serve the future City boundaries, specifically fire/police
facility/water/sewer deficient and transportation deficient areas.
Preliminary Budget Document Page 12
ARPA funds
Develop a plan for the investment of ARPA funds to leverage public and private benefit that will
create sustainability for the City.
BUDGET DECISION REQUESTS
For 2022, this fund reflects the following changes and requests:
The Administrative Services Manager title was added to City Clerk to reflect the
oversight of Municipal Court, Risk Management and moving the management of
Information Systems (IT) to City Administration from the Finance Department
Due to the work load associated with the Human Resources needs of the City, the
Human Resources Director position was filled and the Human Resources Manager was
maintained as a new full time position and retitled Human Resources Manager/Benefits and
Compensation Analyst.
Due to the ARPA funding, which is federal, the request includes funding to carry out a
process to develop a Limited English Proficiency Plan and Transition Plan, which are
required with taking on federal funds ($50,000).
To assist with the development of the economic development initiatives outlined in the
comprehensive plan, the full professional services budget is anticipated to be used to hire
contract staff/consultant to work with the City Manager for implementation.
AUTHORIZED PERSONNEL
Position Title
2020
Amended
Budget
2021
Proposed
Budget
2022
Proposed
Budget
City Manager 1.00 1.00 1.00
Human Resources Director 1.00 0.00 1.00
Administrative Services Manager/City Clerk 1.00 1.00 1.00
Human Resources Manager (1) 0.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
Human Resources Coordinator 1.00 1.00 1.00
Total Personnel (2) 5.00 5.00 6.00
1. In 2020, the Human Resources Manager position underfilled the Human Resources
Director position, and then was authorized to be filled by Council in 2021 in addition to the
Human Resources Director.
2. Three IT positions were moved from the Finance Department to City Administration and
are listed under a separate narrative for Fund 517.
Preliminary Budget Document Page 13
Preliminary Budget Document Page 14
CITY OF MOSES LAKE
2021 BUDGET NARRATIVE
LEGAL (Executive) ‐ 005
GENERAL FUND
City Attorney (contract) Katherine Kenison
DEFINITION
The City Attorney serves as the legal advisor to the Mayor, City Council, and all other City officials, as
well as all City boards and commissions. The City Attorney is appointed by the City Manager and
confirmed by the City Council. The City Attorney represents the City in civil litigation and advises City
officials as they develop programs projects, policies, ordinances torts (claims), governmental affairs, land
use, environmental protection, labor and employment, and contracts/utilities. The City contracts with
the law firm of KenisonFranz for ongoing legal services.
This set of accounts also includes District Court expenses. The District Court/Municipal Court budget is
currently in negotiations with the County. We are moving away from the flat monthly fee to a per case
filing fee.
Preliminary Budget Document Page 15
005 Legal/Judicial
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51250 Municipal Court 6,000$ 6,000$ ‐$ 100,000$ 94,000$ 1566.7% 36.4%
51530 Legal 205,192 181,600 131,820 174,500 (7,100) ‐3.9% 63.6%
Total Expenditures 211,192$ 187,600$ 131,820$ 274,500$ 86,900$ 46.3% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
300 Operating Supplies ‐ 100 ‐ 100 ‐ 0.0% 0.0%
400 Professional Services 211,192 187,500 131,820 274,400 86,900 46.3% 100.0%
Total Expenditures 211,192$ 187,600$ 131,820$ 274,500$ 86,900 46.3% 100.0%
Preliminary Budget Document Page 16
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
SELF‐INSURANCE/ RISK MANAGEMENT
INTERNAL SERVICE FUND 503
City Manager Allison Williams
DEFINITION
The Self‐Insurance Fund is maintained to separately account for various risk management costs. The
City is a member of the Washington Cities Insurance Authority (WCIA) risk pool. This budget provides
for:
Administration of the program
Legal expense and claims adjustment
The purchase of liability, property, and other miscellaneous insurance coverages
Dependable Financial Stability
Underwriting Services
Broad Deductible Selections
Comprehensive Claims Administration
Risk Management Services
Exclusive Training and Education
As an internal service fund, all operating divisions pay a “premium” to cover the total program. The
allocation is based on intrinsic risk (i.e. number of employees, value of capital assets, etc.), and a factor
for historical claim payments. A three‐year comparison of the contributions made by each of the
operating units follows.
The amount allocated from the WCIA policy for the airport is for equipment and buildings only. A
separate policy for the general liability coverage for the airport operations is paid from Airport Fund
495.
Preliminary Budget Document Page 17
Contributions from Operating Funds
Operating Division 2020 Actual 2021 Budget 2022 Budget
Legislative 4,900$ 5,500$ 5,600$
Executive 28,700 15,500 18,200
Finance 27,900 22,400 25,100
Community Development 78,600 34,500 43,700
Library 1,600 1,600 1,600
Streets 24,100 27,100 32,900
Engineering 37,100 44,300 52,100
Police 107,400 129,800 165,500
Fire 54,800 72,100 81,800
Parks & Recreation 105,700 124,200 136,000
Fleet Management 25,700 32,700 39,100
Central Services ‐ IT 18,600 22,200 29,400
Building Maintenance 24,200 31,600 37,800
Water 72,600 84,800 96,200
Wastewater 144,000 167,900 175,100
Airport 200 200 200
Storm Water 10,000 12,300 14,200
Ambulance Services 35,900 45,100 57,500
Total Cost Allocations 802,000$ 873,800$ 1,012,000$
Preliminary Budget Document Page 18
Fund 503 ‐ Self‐Insurance (Risk Management)
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51866 Risk Transfer Payments 634,977$ 726,000$ 726,295$ 864,370$ 138,370$ 19.1% 81.2%
51868 Payments to Claimants 245,583 200,000 81,481 200,000 ‐ 0.0% 18.8%
Total Expenditures 880,560$ 926,000$ 807,776$ 1,064,370$ 138,370$ 14.9% 100.0%
Revenue Summary By Type
340 Charges for Services 802,000$ 873,800$ 873,800$ 1,012,000$ 138,200$ 15.8% 100.0%
360 Miscellaneous Revenues 523 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 802,523$ 873,800$ 873,800$ 1,012,000$ 138,200$ 15.8% 100.0%
Fund Balance
Beginning Balance (Est.) 444,019 365,982$ 365,982$ 76,574$
Revenue Less Expenditures (78,037) (52,200) 66,024 (52,370)
Ending Balance (Est.)365,982$ 313,782$ 432,006$ 24,204$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
400 Professional Services 880,560$ 926,000$ 807,776$ 1,064,370$ 138,370$ 14.9% 100.0%
Total Expenditures 880,560$ 926,000$ 807,776$ 1,064,370$ 138,370$ 14.9% 100.0%
Preliminary Budget Document Page 19
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
COMMUNITY DEVELOPMENT ‐ 004
GENERAL FUND
Community Development Director Melissa Bethel
DEFINITION
The Community Development Department encompasses the Planning, Building, Code Enforcement, and
Housing and Grants functions for the City of Moses Lake.
PLANNING DEPARTMENT:
The Planning Division supports all current and long‐range
planning and land use responsibilities for private and public
entities within the City of Moses Lake and the Moses Lake
Urban Growth Area. Key functions include monitoring and
managing portions of the Municipal Code including but not
limited to the Zoning and Subdivision Codes, State
Environment Policy Act – SEPA and Critical Areas and the
City Shoreline Master Program.
BUILDING DEPARTMENT:
The Building Division supports and administers the
Construction Codes as adopted by the Washington State
Legislature and City Council. Staff reviews permit applications
and plans, issues construction permits and performs
inspections for Residential, Commercial, and Industrial
permits as well as reviewing business licenses. The Division
also attends, hosts, and serves on the local International Code
Council Chapter providing educational opportunities.
Code Enforcement is included in the Building Department and manages the city code provisions
regarding nuisances, abatement of hazards to public health, safety and welfare and abatement of
dangerous buildings. In addition, Code Enforcement personnel assists in emergency response to on‐site
water/sewer utility main interruptions. Staff stay informed and monitor the Washington State
Accessibility Code Enforcement.
Preliminary Budget Document Page 20
HOUSING AND GRANTS CORDINATOR: This position
oversees the implementation of Homeless programs,
coordinates grant funds to proper recipients and
participate in the creation and implementation of the
Housing Action Plan and Homeless Shelter. The
Emergency Shelter is operated by HopeSource under a
contract with the City of Moses Lake. The Emergency
Shelter provides 20 rooms in which emergency shelter
can be provided for unsheltered homeless, or at‐risk of
homelessness individuals. There are several revenue sources for this fund. House Bill 1406 allows
counties and cities to utilize a sales tax credit to fund homeless programs and accounts for
approximately $66,000 per year. The City has made formal application to receive the City’s portion of
Document Recording Fee funds, equating to approximately 23.17% of the County’s Document Fee
Recording Charges with equates to approximately $135,000 per year. The second, known as the
Emergency Solutions Grant Covid‐19, provided $1,458,768 for homeless programs including outreach,
case management, shelter operations and rapid rehousing through September 2022. These funds will
also include coverage for a portion of the administrative costs associated with operating these
programs. The City is also the subrecipient of two grants funded through the Washington State
Department of Commerce. The first, known as the Covid‐19 Outbreak Emergency Housing Grant,
provided $195,845 for homeless programs through June 2021.
FY2022 PROJECTS / WORK PLAN
Planning Department: FY2021 saw land use activity and permitting remain steady. FY2022 goals
include continued education and training for personnel, and increased transparency and communication
with the community. This year we hope to see the adoption of the Comprehensive Plan, Development
Code and Shoreline Management Plan.
The Building Division FY2022 goals include increased training and education and continue to explore
creating a Citizen Portal application and paperless permitting system.
The Code Enforcement Division FY2022 goals include increase public awareness and outreach. FY2021
compliance rate to date approximately 76%.
Housing and Grant Coordinator: Continued operation of the sleep center will be a priority with a goal in
FY2022 to start feasibility studies for the new Transformational Center. Work will also continue to focus
on expanding and creating more affordable housing options and opportunities for our homeless citizens.
Proposed staffing levels are noted below in the table.
BUDGET DECISION REQUESTS
Notable increases have been made to the Professional Services line item in all departments under
Community Development. Code Enforcement was increased from $5,000 to $15,000 to accommodate
legal and abatement services. The Planning Department was increased from $50,000 to $200,000 to
accommodate the contract for the Development Code Update (approx. $140,000) and include planning
consultant and legal services contracts. Building Department will see an increase from $5,000 to
$25,000 to accommodate potential outsourcing of plan reviews. Preliminary Budget Document Page 21
COMMUNITY DEVELOPMENT DEPARTMENT PERSONNEL
Position Title
FY2022
Proposed
Budget
Community Development Director 1.00
Housing and Grants Coordinator 1.00
Building Official 1.00
Planning Manager 1.00
Assistant Planner 1.00
Plans Examiner/ Deputy Building Official 1.00**
Building Inspector 2.00
Code Enforcement Officer 2.50*
Permit Technician / Planning Technician 2.00
Associate Planner 1.00**
Total Regular Full‐Time Personnel 13.50
Seasonal Code Enforcement 0.00
*Code Enforcement position includes new proposed full‐time position funded by Water department
and Community Development.
** Position currently vacant and expected to be filled
PERFORMANCE STATISTICS *
127
132
89
50
0 20 40 60 80 100 120 140
2018
2019
2020
2021 YTD
Number of CasesYearPLANNING CASES
Preliminary Budget Document Page 22
*Residential permits = 449; Commercial permits = 162
*2021 YTD as of September 2, 2020
643
703
666
611
560 580 600 620 640 660 680 700 720
2018
2019
2020
2021 YTD
Number of PermitsYearTOTAL BUILDING PERMITS
2668
2086
1843
1051
0 500 1000 1500 2000 2500 3000
2018
2019
2020
2021 YTD
Number of CasesYearCODE ENFORCEMENT CASES
Preliminary Budget Document Page 23
004 ‐ Community Development
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
52420 Inspect. Permits, Cert. & Licen 307,134$ 347,813$ 211,861$ 392,632$ 44,819$ 12.9% 18.6%
55850 Building Permits & Plan Revie 448,771 484,228 296,644 617,299 133,071 27.5% 29.2%
55860 Planning 885,027 958,047 755,001 1,100,902 142,855 14.9% 52.2%
Total Expenditures 1,640,932$ 1,790,088$ 1,263,507$ 2,110,833$ 320,745$ 17.9% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 796,427$ 993,596$ 638,524$ 990,335$ (3,261)$ ‐0.003 46.9%
200 Personnel Benefits 366,148 456,592 250,796 499,698 43,106 9.4% 23.7%
Sub‐Total ‐ Salaries & Benefits 1,162,575 1,450,188 889,319 1,490,033 39,845 2.7% 70.6%
300 Operating Supplies 19,066 27,000 4,144 53,000 26,000 96.3% 2.5%
400 Professional Services 459,291 312,900 370,043 567,800 254,900 81.5% 26.9%
Total Expenditures 1,640,932$ 1,790,088$ 1,263,507$ 2,110,833$ 320,745$ 17.9% 100.0%
Preliminary Budget Document Page 24
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
HOMELESS SERVICES
FUND 110
Community Development Director Melissa Bethel
DEFINITION
The Homeless Services fund provides for the operations of the City’s Homeless Programs, to include, but
not limited to operations of the Open Doors Sleep Center and Enhanced Shelter. The overnight sleeping
center provides a safe space for unsheltered homeless to sleep
by providing thirty‐five (35) sleeping shelters, as well as access
to bathroom and shower facilities, case management services
overseen through a contract with HopeSource utilizing
Coordinated Entry, access to pre‐packaged food supplies in
conjunction with the Moses Lake Food Bank and other services
as provided through County Agencies.
The Enhanced Shelter is operated by HopeSource under a contract with the City of Moses Lake. The
Enhanced Shelter provides 20 rooms in which emergency shelter can be provided for unsheltered
homeless, or at‐risk of homelessness individuals. The Enhanced Shelter will be operated under strict
COVID‐19 guidelines to provide emergency housing for individuals working with HopeSource or by
referral through Coordinated Entry.
There are several revenue sources for this fund. House Bill 1406 allows counties and cities to utilize a
sales tax credit to fund homeless programs and accounts for approximately $66,000 per year. The City
has made formal application to receive the City’s portion of Document Recording Fee funds, equating to
approximately 23.17% of the County’s Document Fee Recording Charges with equates to approximately
$135,000 per year.
The City received $365,845 through the Covid‐19 Emergency Housing Grant, funding through June 2021,
$185,461 from the Shelter Program Grant, and $5,000 through the Emergency Food and Shelter
Program. The City is also the recipient of a grant funded through the Washington State Department of
Commerce known as the Emergency Solutions Grant Covid‐19, which provides $1,273,307.37 through
September 2022. These funds will also include coverage for a portion of the administrative costs
associated with operating these programs.
In 2022, the City will continue to utilize funds from HB1406, Recording Fees, and the Emergency
Solutions Grant COVID‐19. The City plans on establishing a permanent location to provide services to
people experiencing homelessness. The City hopes to conduct a feasibility study and develop plans for
design and phased construction of the Transformational Center. As the homeless and housing program
continues to grow, the City will need additional funding sources as it is unlikely grants will fund future
project costs.
Preliminary Budget Document Page 25
Fund 110 ‐ Homeless Services
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
56540 Homeless Services 270,984$ 377,700$ 823,179$ 285,766$ (91,934)$ ‐24.3% 100.0%
Total Expenditures 270,984$ 377,700$ 823,179$ 285,766$ (91,934)$ ‐24.3% 100.0%
Revenue Summary by Type
310 Taxes 34,793$ 66,000$ 124,806$ 70,600$ 4,600$ 7.0% 13.9%
330 Intergovernmental Revenues 112,308 377,000 329,016 303,765 (73,235) ‐19.4% 59.6%
340 Charges for Goods/Services ‐ 135,000 34,964 135,000 ‐ 0.0% 26.5%
360 Other Revenues ‐ ‐ 5,000 ‐ ‐ 0.0% 0.0%
390 Transfers In 173,996 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 321,097$ 578,000$ 493,786$ 509,365$ (68,635)$ 100.0%
Fund Balance
Beginning Balance (Est.)1,223 51,336$ 51,336$ (178,021)$
Revenue Less Expenditures 50,113 200,300 (329,393) 223,599
Ending Balance (Est.)51,336$ 251,636$ (278,057)$ 45,578$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
300 Operating Supplies 106,103 18,000 4,919 ‐ (18,000) ‐100.0% 0.0%
400 Professional Services 164,881 359,700 818,260 285,766 (73,934) ‐20.6% 100.0%
Total Expenditures 270,984$ 377,700$ 823,179$ 285,766$ (91,934)$ ‐0.243 100.0%
Preliminary Budget Document Page 26
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
FINANCIAL SERVICES ‐ 003
GENERAL FUND
Interim Finance Director Gail Gray
Accounting Manager Wendy Parks
Utilities Manager Jessica Cole
The Financial Services Division supports all City departments and is responsible for:
Financial compliance and internal control oversight
Accounting and reporting for all expenditure and revenue transactions
Financial Statement preparation and distribution
Design, preparation and administration of the operating and capital budgets
Financial analysis of operating, financial, legislative, and economic development proposals
Investment portfolio administration
Debt portfolio administration including ongoing legal and fiscal reporting and compliance
Capital financing research and preparation of regulatory financial and legal documents with
Underwriters and Bond Counsel
Receiving and recording of all City receipts (cash, electronic funds, etc.)
Payment of all invoices (Accounts Payable)
Payroll processing and administration
Administration and budget responsibilities for Solid Waste fund; Debt Service funds; various
contingency/reserve funds; and operating fund transfers.
Working with State Auditor’s Office (SAO) for annual audit
The overarching goal of the Finance Department is to maintain compliance with the many critical fiscal
and fiduciary responsibilities held relative to our regulatory agencies, funding agencies, employees, and
the citizens we serve. This operation is included in the Administrative Charge calculation which
generates revenue from non‐General Fund operating funds, because of our support role.
2021 ACCOMPLISHMENTS
Developed and adopted Financial Policies
Utilized new City Council Finance Committee for overall review
Issued LOCAL financing for LRC and Fire Apparatus
Filled several positions, new Accounting Technician, and one Accountant position—conducted
job searches, completed the hiring, and are now training the new employees.
We are in the process of replacing our antiquated Financial Management System (FMS).
Implementation is ongoing, and we are seeing the large “growing pains” associated with a
switchover of this magnitude. After bringing on the project specific IT Analyst, and interim
Finance Director with a strong technology acumen, we foresee better progress. We switched to
Preliminary Budget Document Page 27
“go live” on the payroll module in the new system January 1, 2021, we still need to be trained
and ready to achieve “go live” fully in financial module; and are struggling with the cut over for
the Customer Information System (CIS).
Implemented the Schedule and rate upgrades into the payroll system for “go live”.
Achieved a No Audit Findings Audit for 2019 annual audit.
Rolled out new system training for A/P and Payroll Portal users despite setbacks.
2022 PROJECTS / WORK PLAN
In addition to the day‐to‐day work done to account for every financial transaction, the work plan for
2022 will also include:
Develop updated purchasing policies for the City. This will include reviewing a draft with the
City Council Finance Committee, and ultimately bringing a document for Council approval.
Note, this was on the work plan for 2021, but with COVID 19 responses that brought competing
workloads, this was postponed until all upper management has time to focus on the project.
Review and update (if needed) Finance‐related procedures (such as the use of credit cards,
petty cash, on‐boarding/off‐boarding employees, etc.)
Continue technology upgrades as the full implementation and training of a new FMS will go into
2022 which includes working with the interim Finance Director to bring the project into scope
or seek other alternatives if need be.
Complete the financing for the Police Department upgrade.
Go through a Federal A‐133 audit since we will have received over $750,000 in federal grant
dollars in 2020. This will be a multi‐year project with ARPA funds now received.
Continue transition of the Finance Director who retired in August 2021.
Accounting Technician Position:
Finance had requested an Accounting Technician for the 2020 budget. Because Fire had also requested
an administrative assistant, Council approved adding a position that was split 50% between Finance and
Fire. We joined in hiring an employee, but after several months determined that sharing the employee
was not working well. We agreed to turn the position over to Fire 100%, and we would postpone a
request for additional personnel because it was possible that the new FMS will change daily tasks
significantly enough to free up some time for current employees; this is not the case as we sit today.
We are getting through the learning curve of the new employees and the new systems, but the new
system has failed to reduce the amount of work required. The rationale for an Accounting Technician is
to allow the Accountants to do the higher‐level work that isn’t being accomplished because of the day‐
to‐day work that could be done by a technician, such as various reconciliations, routine tax returns, etc.
The projects that need to be done by the Accountants include:
1. Implementing a Capital Facilities Plan template
2. Developing Federal grant management protocols
3. A five‐year forecast for major funds
4. Implementation of finance‐related policies
Preliminary Budget Document Page 28
5. Review of business processes (which is important with the new Financial Management System
coming online)
6. Researching and implementing new accounting pronouncements
We are respectfully requesting this for the 2022 budget.
PERFORMANCE STATISTICS
Impact
2020
Actual
2021
Prelim
2022
Proposed
Budget
Investment income (1) $$34 $50
Average total portfolio managed (1) $ $33,693 $33,500
Accounting Functions
2020
Actual
2021
Prelim
2022
Proposed
Budget
Capital projects (1) $10,035 $8,022 $23,157
Number of grants administered 26 27 29
Payroll checks issued and direct deposits made 6,763 5,707 7,900
Payroll and benefits paid (1) $21,329 $23,720 $24,500
Employees paid (perm and part‐time) average per pay period 303 261 310
Checks issued and EFT’s paid 4,446 4,021 4,100
Dollar amount of claims paid (1) $38,780 $35,000 $38,000
Number of funds 33 33 34
Treasury Functions
2020
Actual
2021
Budget
2022
Proposed
Budget
GO and revenue debt issued administered 5 6 6
Intergovernmental loans administered 1 1 1
Debt service principal payments made (1)$4,292 $4,100 $3,275
(1) Numbers in thousands.
AUTHORIZED PERSONNEL
Position Title
2020
Actual
2021
Amended
Budget
2022
Proposed
Budget
Finance Director 1.00 1.00 1.00
Preliminary Budget Document Page 29
Accounting Manager 1.00 1.00 1.00
Accountant 2.00 2.00 2.00
Payroll Specialist 1.00 1.00 1.00
Accounts Payable Technician 1.00 1.00 1.00
Accounting Technician/Admin Assistant * 0.50 0.50 1.00
Total Personnel 6.50 6.50 7.00
* Added in 2020, Shared 50% with Fire Department. This position is again up for consideration. (See the
narrative for additional information).
003 ‐ Financial Services
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51420 Financial Svs 575,175$ 344,789$ 245,723$ 272,464$ (72,325)$ ‐21.0% 23.5%
51422 Fiduciary Services 192 1,400 206 1,400 ‐ 0.0% 0.1%
51423 Budgeting, Acctng, Audit 617,485 738,383 566,138 884,859 146,476 19.8% 76.4%
Total Expenditures 1,192,852$ 1,084,572$ 812,068$ 1,158,723$ 74,151$ 6.8% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 521,639$ 531,406$ 410,157$ 563,691$ 32,285$ 6.1% 48.6%
200 Personnel Benefits 220,497 239,016 139,138 251,532 12,516 5.2% 21.7%
Sub‐Total ‐ Salaries & Benefits 742,136 770,422 549,295 815,223 44,801 5.8% 70.4%
300 Operating Supplies (391) 9,000 2,575 10,800 1,800 20.0% 0.9%
400 Professional Services 451,107 305,150 260,197 332,700 27,550 9.0% 28.7%
Total Expenditures 1,192,852$ 1,084,572$ 812,068$ 1,158,723$ 74,151$ 6.8% 100.0%
Preliminary Budget Document Page 30
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
UTILITY SERVICE
CENTRAL SERVICES FUND (517, DEPARTMENT 514)
Accounting Manager Wendy Parks
Utility Service Supervisor Jessica Cole
DEFINITION
The Utility Service Division provides business services to utility customers and the utility operating
divisions, including:
Customer service and account administration and maintenance
Utility billing (including water meter reading)
Customer account adjustments
Administration of delinquent accounts and collections, including water service turn‐
on/shut‐off
Utility customer communications and notifications
Phone support to customers, including online payment options
Manage the Solid Waste hauling contracts
Support for some City Treasury functions, including receipting revenues, preparing bank
deposits and cash management
Processing of Business Licenses
The overarching goal of the Utility Service is to accurately bill our customers for their utility usage,
collect what is owed from those billings, and record all revenue coming into the City.
Prior to 2019, this operation was primarily included in Water/Wastewater Fund, with some expenses
allocated to Solid Waste, Stormwater, and Ambulance Utilities. However, it made managing this
operation difficult, as there was not one place that summarized the expenses. There also is a
component of the State Auditor’s request to better support allocations of administrative expenses. In
response to these needs, we created a new Utility Services department in the Central Services Fund 517
to bring all the expenses together in one place. In order to bill out the expenses to the 5 utilities, we will
use the ratio of customer accounts. The meter reading expenses (i.e. staff, meter‐reading equipment
and software, vehicle and gas, etc.) will be split just between Water and Wastewater, since that function
only supports the billing of those utilities. The remainder will be spread among all 5 utilities. When this
ratable allocation is applied, it resulted in Water and Wastewater charges being lowered by about $115k
each, Solid Waste was pretty close to its ratable share, and Stormwater and Ambulance utilities were
under charged by about $115k each. Because neither of these funds are in a position to assume this
increase in one year, we are proposing a 5‐year ramp up (i.e. adding $24,000 per year for 5 years, while
Water and Wastewater will be declining by the same amount annually). 2022 is the fourth year in this
ramp up.
2021 ACCOMPLISHMENTS
Utility Relief Program – On March 18, 2020, Governor Inslee issued Proclamation 20‐23 which called
on all water providers in Washington State to ensure the health and safety of their employees and
Preliminary Budget Document Page 31
the public by stopping disconnection of water service due to non‐payment and waiving of late
payments for all customers during the COVID‐19 pandemic. In response to the Governor’s order, City
of Moses Lake developed the COVID‐19 Utility Relief Program in September 2020 to provide an
opportunity for our customers to seek long‐term payment plans and CARES Act grant funds to help
alleviate any financial hardship created by the pandemic. As of October 6, 2021, we have received
77 applications for payment arrangements and/or CARES Act grant funds and have paid less than
$10,000 in delinquent charges with CARES funds. There are nearly 600 delinquent residential
water/sewer accounts totaling over $300,000 in delinquent balances. The Utility Department will be
tasked with tracking payment arrangements and distributing CARES funds to qualifying applicants
while resuming shut off procedures beginning in November 2021.
Business Licensing‐ transitioned from Permit Trax to Cityworks for issuance of
permits. Enhances the workflow and communication between departments which will expedite
the issuance/denial of pending business license applications. A notable change adopted by
Council is a 60‐day timeframe for new applications, holding the applicant responsible for
providing required information to city staff or the application is closed without refund. This
change has increased responsiveness and increased turnaround time to issue licenses resulting
in reduced costs associated with staff time for follow up.
Beacon Meter Reading‐ With 245 meters deployed, monthly meter reads are being collected
using online software from our desk. Not only does this technology eliminate the need for
meter readers to drive by to collect data, reducing time and vehicle related reading
expenses, this technology allows us to collect hourly consumption data on individual
accounts providing leak detection and helps us track conservation efforts during the irrigating
season. Supply chain issues related to COVID‐19 significantly slowed deployment over 2021, but
the Water Department will continue installation as inventory becomes available with a goal of
having 3,000 Beacon meters in the ground by the end of 2022.
Customer Service response to COVID‐19 – We did a complete overhaul on our “in‐office”
approach to customer service and billing practices. Transitioning all utility billing operations to
an electronic format allowed us to continue providing excellent customer care even when our
office was closed to the public and many staff members were working remotely.
Water and Sewer Rate Study – Utility staff worked with consultants from FCS Group to analyze
customer data and develop changes to the water and sewer rate structure
that would support system maintenance and future growth. The rate
recommendations included affordability for residential customers by lowering the cost for basic
household water and sewer needs, increased equity in rates by aligning the costs of water and
sewer closer to the rates paid, incentivizing conservation to reduce overall demand and delay
the need for high cost water supply capital projects in the future, and provide financial stability
for the utilities going forward, reducing the likelihood of sudden rate spikes in the future.
Our existing billing software doesn’t currently support a change to tiered water rates, so this
project is currently on hold until we transition to Innoprise CIS.
Preliminary Budget Document Page 32
Coordinated rerouting of residential routes for garbage and recycle collection to allow
for continued growth throughout the city.
Participated in the implementation of the replacement of our Financial Management
System (FMS) (see further discussion in the Finance Division Budget)
Launched Innoprise Centralized Cash Receipting (CCR) for all departments in April
2020. Transitioning from Datanow to CCR allowed for full integration with the
new Innoprise financial software.
2022 PROJECTS / WORK PLAN
In addition to the day to day operations of the divisions, the work plan for 2022 will also include:
Payment Arrangements/Utility Relief – We anticipate additional needs for delinquent customers in 2022
with payment plans spanning over the next 18 months. We are currently working on configuring
an existing module in our current billing software to process and track approved payment plans. This will
create additional workload for the department that will require regular review of payment statuses and
follow up with customers as we resume delinquent account shut off and continued collection efforts.
Reduced Utility Rates for Low‐Income Seniors and Disabled Citizens – The city currently offers a fifty
percent discount of the garbage rate for qualifying low income seniors. One of the goals of the
department is to replace the existing program with one that offers reduced rates for all utilities and is
offered to both low income seniors and disabled citizens. We will be researching existing programs
throughout Washington and identifying eligibility requirements to aid us in drafting new program
guidelines for Council consideration.
Contribution Program – In an effort to provide additional financial aid to low income utility customers,
we are exploring the possibility of a “shares” program where customers can make a voluntary
contribution when they pay their utility bill to an assistance fund that would be managed by a non‐profit
organization, such as Community Action Council or similar agency. The managing agency would vet
applicants to determine eligibility and handle disbursement of assistance funds as deemed appropriate
by program guidelines.
Updating proration of utility charges – Once we transition to CIS software for billing, we will implement
a new policy for proration of opening and closing bills that better aligns with the industry
standard. Currently the only utility that is being prorated is solid waste. The new policy will include all
five utilities and base rates will be prorated based on the number of days service is provided. Where
water and sewer consumption exceed the allowance provided by the base rate, additional consumption
will be charged in accordance with the adopted fee schedule. Additionally, the rounding calculation for
metered consumption will be slightly different with the new billing software. Where the current
software rounds consumption to the nearest 100 cubic feet, the new software will use true rounding;
portions less than 50 cubic feet will be rounded down and portions 50 cubic feet, or more, will be
rounded up to the nearest 100. Example: If a customer uses 3,443 cubic feet of water in a billing period,
the current system rounds the total consumption up to 3,500 cubic feet. The new system would round
the total consumption down to 3,400 cubic feet.
Preliminary Budget Document Page 33
New Rate Classes‐ One of the recommendations from the water and sewer rate study was to create
new rate classes for multifamily, irrigation and industrial users. Staff is working to develop a complete
list of users and identify which accounts will need to be assigned new rate classifications to
accommodate the new rate model in 2022. Industrial customers are being defined as those who require
a sewer discharge permit with our Public Works Department. Water and sewer rates for industrial users
are set equal to commercial for the time being with the intention of a future increase after more data is
collected for this group.
Innoprise Billing Solution ‐ go‐live is currently on hold and will potentially resume in Q1 of 2022.
A review and update (if warranted) of the ordinances that govern utility billing,
especially when considering the functionality of the new Utility Billing system we
are implementing;
BUDGET DECISION REQUESTS
As the City grows, Utility Services are finding themselves processing more transactions, and do not have
capacity for any new programs we want to propose for our citizens, such as formal payment
arrangements or possibly a “utility help” program. There are also long‐standing issues that we have not
adequately addressed, including delinquent account follow‐up on accounts that do not have water
service, and continuing correspondence with customers in support of the recycling programs. We are
proposing an administrative assistant to the Utility Services Manager to be an extension of the Manager
to accomplish these important functions.
Page Break
PERFORMANCE STATISTICS
2022
2020 2021 Proposed
Utility Services Actual Prelim Budget
New Accounts Started 1,077
Meters Read 9,595
Bills Issued 85,897
Turn Off Notifications Issued (phone/door) 1,653
303
Total Business Licenses Issued 2,680
New Business License Applications Received 587
2022
Preliminary Budget Document Page 34
2020 2021 Proposed
Accounts Billed Actual Prelim Budget
Water‐ Residential 7,685
Water‐Commercial 1,548
Wastewater‐Residential 7,688
Wastewater‐Commercial 1,033
Stormwater‐Residential 6,655
Stormwater‐Commercial 892
Solid Waste‐Residential 6,599
Solid Waste‐Commercial 1,023
Ambulance‐Residential & Commercial 7,477
Ambulance‐Commercial
AUTHORIZED PERSONNEL
Position Title 2020 Actual
2021 Amended
Budget 2022 Proposed
Budget
Utility Services Supervisor 1.00 1.00 1.00
Meter Reader 2.00 2.00 2.00
Utility Billing Technician 1.00 1.00 1.00
Customer Service Technician 2.00 2.00 2.00
Business License Technician (1) 1.00 1.00 1.00
Administrative Assistant 0.00 0.00 1.00
Total Personnel 7.00 7.00 8.00
1. One Business License Clerk position is funded 100% in the Financial Services‐003 Department.
NOTE: Prior to 2019, this staff was allocated among the utilities. In 2019, we pulled all staff together into a new
department in the Central Services internal service fund (514‐Central Services Administration)
Preliminary Budget Document Page 35
517‐514 ‐ Central Services: Utility Service
Budget Summary
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
##### Financial Svs 876,549$ 846,291$ 618,911$ 964,316$ 118,025$ 13.9% 100.0%
Total Expenditures 876,549$ 846,291$ 618,911$ 964,316$ 118,025$ 13.9% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 330,431$ 342,803$ 264,055$ 422,955$ 80,152$ 23.4% 43.9%
200 Personnel Benefits 154,754 178,697 117,534 246,541 67,844 38.0% 25.6%
Sub‐Total ‐ Salaries & Benefits 485,185 521,500 381,589 669,496 147,996 28.4% 69.4%
300 Operating Supplies 10 3,000 49 4,100 1,100 36.7% 0.4%
400 Professional Services 391,354 321,791 237,272 290,720 (31,071) ‐9.7% 30.1%
Total Expenditures 876,549$ 846,291$ 618,911$ 964,316$ 118,025$ 13.9% 100.0%
Note:Related Revenue is included in the Information Technology/Central Services section.
Preliminary Budget Document Page 36
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
INFORMATION TECHNOLOGY
CENTRAL SERVICES FUND 517
DEFINITION
The Information Technology (IT) Division provides support for computers and other forms of
communication throughout the city. Primary functions of IT include:
Security and operations of the City’s Information Technology infrastructure
(e.g. databases; operating systems; firewalls; anti‐virus; anti‐spam; communications
networks; etc.)
Maintenance, enhancement, and support of:
o Existing software applications
o Existing computer hardware (e.g. computers; printers; copiers; mobile data
terminals; wireless data communications devices; etc.)
Assist in implementation of new software application systems
Support of Web‐based applications and services
Mobile communication devices, including in vehicle data systems, tablets, phones,
and cellular hotspots.
Manage records retention of digital records related information
The overarching goal of Information Technology is to ensure the operability and security of the City’s
underlying data, which is primarily developed and stored in computers but is moving to a hybrid server
and cloud storage. This operation is accounted for in an internal service fund, which then allocates its
total expenses to the operating funds using its services. The Information Technology team reports to
the Administration Department.
2021 ACCOMPLISHMENTS
Strengthen the City’s defenses against cyber‐attacks:
o Continued a “phish” threat training program for all City employees
o Installed/tested ransomware protection on individual computers
o Implemented an “offline” system backup rotation to mitigate the impact of
possible ransomware attacks
Continue to assist in implementing the replacement of our Financial Management
System (FMS) and Asset Management System
Develop training materials and proper documentation for the new systems
Support all operating divisions’ requests for mobile computing devices
Supported technological upgrade requests for smart phones, tablets, etc.
Continued support of telecommuting in response to the COVID‐19 pandemic, including
both remote access and new laptop and monitor distribution
Review Inventory of City IT equipment and continue to establish a viable replacement
schedule to keep technology up‐to‐date
2022 PROJECTS / WORK PLAN
In addition to the day‐to‐day operations of the divisions, the work plan for 2022 will also include:
Continued implementation of City Works Public Portal, Innoprise Single Sign On, and
Laserfiche workflows
Preliminary Budget Document Page 37
Parks, Recreation, and Cultural facility relocation
Police move to temporary facilities during remodel
Servers: Re‐work network storage systems with additional redundancy and upgrade
infrastructure
Add failover backup connection for internet access
Implement 2 Factor Authentications to comply with insurance requirements and
security protocol standards, and mitigate any lost/stolen password vulnerability
IT Room Redesign (four functional workspaces)
Computer Training Lab Setup
Work with audio‐visual consultant to add amenities to A‐V capabilities in the Civic
Center
Evaluate website needs and assist with implementation process of those needs
Establish annual process for review of equipment and software with departments and
centralized evaluation of needs for the budget process
BUDGET DECISION REQUESTS
With the expansion of the City’s work sites, IT is requesting a vehicle properly setup for IT to facilitate
efficient moves as well as to best serve the city’s needs. This vehicle is a Ford panel van with a storage
solution built in so that equipment, tools, and accessories can be properly and securely stored and
transported without creating the unsafe work environment or security risk that the current IT vehicle
presents.
There is a need in the City to have a Computer Training Lab to allow hands on training and classes for
our ever‐expanding software library. In 2020, the City rolled out Office 365 which has several pieces to
it, such as Outlook, Teams, SharePoint, many of which are new to City staff. To best utilize
these applications, training is required. However, without proper facilities, training has been limited
to online tutorials and hands off learning. With the creation of a Computer Training Lab, we can offer a
hands‐on opportunity to learn and grow to take the most advantage of the software the City has already
purchased as well as for future software or classes that come up.
As technology continues to develop, it is imperative that we allocate resources to ensure we are using
the current technology. From the computers to the servers, we need to evaluate the technology
currently being used and ensure that it still meets the City’s needs. In addition, the current security
environment has a multitude of examples of organizations that have fallen victim to ransomware and
network attacks. We will continue to implement best practices that allow us to block and mitigate
attacks on our valuable systems, and by providing the systems needed on individual and system
levels, provide these essential services with the fewest interruptions possible.
Preliminary Budget Document Page 38
PERFORMANCE STATISTICS –
Information Technology‐Inventory 2020 Actual
2021
YTD Sept 2022
Proposed
Desktop/Laptop Computers 196 211 *
Tablets 65 162 *
Copiers/Printers (includes label and receipt printers)61 162 *
Smartphones 85 128 *
Landline Phones/Fax Machines 240 248 *
Servers (Physical) 16 18 17
Servers (Virtual) 23 23 25
Network Attached Storage 8 18 25
Network Appliances 8 14 15
Managed network routers/switches 35 47 52
Managed remote network locations 8 8 8
*Remaining Proposed 2022 will be filled in following Council Workshop
Information Technology‐Activity
2020
Actual
2021
YTD August
Emails Scanned 631,548 445,647 *
Email Spam 207,828 691,348 *
Email Advanced Threat 1,260 541
Email‐Legitimate 342,396 245,700
Network Intrusions Blocked 30,283 488,720
Network Advanced Threats Blocked 47 20
Helpdesk Tickets Resolved 804 1,152
*Switched to SOPHOS in 2021 where detections improved
AUTHORIZED PERSONNEL
Position Title 2020
Actual 2021
Budget
2022
Proposed
Budget
IT Analyst 2.00 2.00 2.00
IT Application Specialist* 0 1.00 1.00
Total Personnel 2.00 3.00 3.00
*Position started as temporary and budgeted for regular full time in 2021.
Note: 0.5 IT analyst is charged to Police budget.
Preliminary Budget Document Page 39
Budget Summary
517 – Central Services
Preliminary Budget Document Page 40
Fund 517 ‐ Central Services: Information Technology (Utility Services Expenses included)
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51870 Printing Services 32,044$ 41,500$ 22,052$ 41,500$ ‐$ 0.0% 1.8%
51888 Operations‐General 1,218,094 846,514 765,188 1,211,427 364,913 43.1% 52.7%
51890 Other Centralized Svs 86,652 84,000 62,943 31,000 (53,000.00) ‐63.1% 1.3%
59418 Centralized Services (46,403) 13,500 5,292 52,000 38,500.00 285.2% 2.3%
54240 Repair & Maintenance (57,040) ‐ ‐ ‐ ‐ 0.0% 0.0%
Total IT Expenditures 1,233,347$ 985,514$ 855,475$ 1,335,927$ 350,413$
Add: 514 Utility Services Exp 876,549 846,291 618,911 964,316 118,025 13.9% 41.9%
Total Fund Expenditures 2,109,896$ 1,831,805$ 1,474,386$ 2,300,243$ 468,438$ 25.6% 100.0%
Revenue Summary By Type
330 Federal Grants 78,233$ ‐$ ‐$ ‐$ ‐$ 0.0% 0.0%
340 IT Charges for Goods/Serv 1,244,607 986,400 739,800 986,400 ‐ 0.0% 50.5%
340 UB Charges for Goods/Se 924,169 837,400 628,050 964,420 127,020 15.2% 49.4%
360 Miscellaneous Revenues 2,093 ‐ ‐ 1,000 1,000 0.0% 0.1%
390 Transfer In 35,850 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 2,284,952$ 1,823,800$ 1,367,850$ 1,951,820$ 128,020$ 7.0% 100.0%
Fund Balance
Beginning Balance (Est.)498,924 673,980$ 673,980$ 665,975$
Revenue Less Expenditures 175,056 (8,005) (106,536) (348,423)
Ending Balance (Est.)673,980$ 665,975$ 567,444$ 317,552$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 525,447$ 548,057$ 420,703$ 638,249$ 90,192$ 16.5% 27.7%
200 Personnel Benefits 372,226 296,548 183,756 361,994 65,446 22.1% 15.7%
Sub‐Total ‐ Salaries & Benefits 897,673 844,605 604,458 1,000,243 155,638 18.4% 43.5%
300 Operating Supplies 467,993 114,000 169,534 689,100 575,100 504.5% 30.0%
400 Professional Services 790,633 859,700 695,102 558,900 (300,800) ‐35.0% 24.3%
600 Capital Outlay (46,403) 13,500 5,292 52,000 38,500 285.2% 2.3%
Total Expenditures 2,109,896$ 1,831,805$ 1,474,386$ 2,300,243$ 468,438$ 25.6% 100.0%
Preliminary Budget Document Page 41
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MISCELLANEOUS SERVICES
GENERAL FUND 006
Accounting Manager Wendy Parks
DEFINITION
This set of accounts in General Fund is used to account for payments made to Outside Agencies
(e.g. Grant County Auditor for election costs; the local Chamber of Commerce; the Grant County Health
District; the Moses Lake Senior Opportunity and Services; etc.) This is also where the interfund support
by General Fund resides. These operating transfers are made either to fund obligated debt service
payments, or to allocate tax revenues to other operations. Expenses that are General Fund in nature,
but not allocable to any specific operation are also included in this section. Examples would include
miscellaneous taxes and assessments. The change in 2021 is the addition of a transfer for debt service
for the new debt coming through the state LOCAL program for Fire Apparatus and the Larson Recreation
Center.
The following is a table of activity in this section of General Fund:
Description 2020 Actual 2021 Budget 2022 Prelim.
Wellness Program $30,007 $34,800 $41,300
Election Costs* 39,679 15,000 35,000
Chamber of Commerce Membership 5,500 5,500 5,500
AWC Dues 17,085 18,000 19,500
Grant Co Economic Development 20,000 30,000 33,500
Public Health District‐ $2/capita‐$2.5/2022 48,440 49,240 63,325
Grant Co Conservation District** 0 28,000 0
2% Liquor taxes for Alcoholism Program 6,941 8,300 7,200
Main Street Program Contract** 20,000 20,000 20,000
Contingency for Council support
of Community Coalition 10,000 15,000
Senior Center 17,000 17,000 17,000
Transfer to Streets Operating 2,119,921 1,680,000 1,730,800
Transfer to Ambulance 74,340 0 0
Other Miscellaneous 11,381 20,150 13,150
Fund Total $2,410,294 $1,935,990 $2,001,275
*In 2020, we were notified by the Grant County Auditor that the election cost allocation had not included all
costs‐‐‐they were charging only for elections, but state law allows them to also allocate the cost of voter
registration.
**The City was able to annex into the Grant County Conservation District, allowing $20,000 to be transferred to
the Main Street Program mid‐2020.
Preliminary Budget Document Page 42
006 ‐ Miscellaneous Services
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
000 Interfund Transfer 2,119,921$ 1,680,000$ 1,260,000$ 2,192,900$ 512,900$ 30.5% 89.1%
300 Operating Supplies 516 10,500 354 10,500 ‐ 0.0% 0.4%
400 Professional Services 132,314 136,450 115,397 150,475 14,025 10.3% 6.1%
500 Intergovernmental Servic 95,060 74,040 67,961 107,025 32,985 44.6% 4.3%
Total Expenditures 2,347,811$ 1,900,990$ 1,443,713$ 2,460,900$ 559,910$ 29.5% 100.0%
Preliminary Budget Document Page 43
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
LIBRARY ‐ 007
GENERAL FUND
Accounting Manager Wendy Parks
Municipal Services Director David Bren
DEFINITION
Per the contract with the North Central Regional Library System (District), if the City of Moses Lake is to
have a “brick and mortar” library, the City needs to provide the building. The District provides for the
mail order – multi county library system through a long‐standing property tax levy. The City has provided
the building and through a maintenance and operations agreement with the District through which the
City performs maintenance, insures, and pays the utilities for the facility, and the District provides a
lease payment to offset the maintenance and operations of the building. This lease payment provides
an approximate $40,000 each year, but actual costs for the City are higher reflected in the budget chart
below. As a result of the differential, the City provided a termination letter in 2019 which initiated
the negotiation of a more equitable arrangement. The City and the District then negotiated an
amendment which increased the area leased for 2021 to the end of the agreement in 2023.
A 2020 needs assessment, carried out by the District, indicated $488,000 in capital needs for the
building. Knowing the needs of the building and based on a desire expressed by the City and
Community through the Creative District Process, the Regional Library District has announced the
support of reinvestment in several of it’s branches, and Moses Lake is on the list. The City and District
will work cooperatively to develop an updated capital program for beyond 2023 and a new agreement
will be negotiated.
Preliminary Budget Document Page 44
007 ‐ Library
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
#### Facilities 78,269$ 67,300$ 56,372$ 71,500$ 4,200$ 6.2% 100.0%
Total Expenditures 78,269$ 67,300$ 56,372$ 71,500$ 4,200$ 6.2% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
400 Professional Services 78,269$ 67,300$ 56,372$ 71,500$ 4,200$ 6.2% 100.0%
Total Expenditures 78,269$ 67,300$ 56,372$ 71,500$ 4,200$ 6.2% 100.0%
Preliminary Budget Document Page 45
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
FIREMEN’S RELIEF AND PENSION
FUND 611
Accounting Manager Wendy Parks
DEFINITION
This fund provides for a single‐employer, defined benefit pension plan to retired firefighters employed
prior to 3/1/1970 as governed by Washington State Law RCW 41.16 and 41.18. Pension benefits for
firefighters that were hired after March 1, 1970 are covered by the Washington Law Enforcement
Officers and Firefighters’ Retirement System (LEOFF). If firefighters were active in the period from
3/1/1970 to 9/30/1977, they are considered members of the LEOFF 1 retirement plan. Under governing
law, the City pension member is entitled to payment from the City’s pension plan for those benefits in
excess of those calculated under the LEOFF plan.
LEOFF 1 members are also eligible for 100% reimbursement of necessary medical expenses. These
benefits are being paid out of the Fire budget in General Fund, and there have been no transfers into
the fund to date. The current Fire Insurance Premium Tax distribution has not exceeded the annual
pension payments thus far.
There are 4 retirees and/or dependents (out of 5 eligible) who are currently receiving this pension
benefit.
The revenue source for this fund is a state‐shared revenue distribution of Fire Insurance Premium Tax
calculated based on the ratio of paid firefighters in the state. Currently this annual distribution is
exceeding the pension payments. However, recent discussion at the state legislature included
discontinuing this distribution to cities. The fund will support pension benefits and LEOFF 1 medical
benefits up to the current revenue. Any excess in the fund after all future benefits have been paid can
be transferred to General Fund.
Preliminary Budget Document Page 46
Fund 611 ‐ Fireman's Pension
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
##### Payments to Claimants 34,905$ 55,000$ 23,387$ 55,000$ ‐$ 0.0%100.0%
Total Expenditures 34,905$ 55,000$ 23,387$ 55,000$ ‐$ 0.0% 100.0%
Revenue Summary By Type
330 Intergovernmental Reven 43,482$ 40,000$ 45,037$ 44,000$ 4,000$ 10.0% 98.9%
360 Miscellaneous Revenues 2,170 3,000 ‐ 500 (2,500) ‐83.3% 1.1%
Total Revenues 45,652$ 43,000$ 45,037$ 44,500$ 1,500$ 3.5% 100.0%
Fund Balance
Beginning Balance (Est.) 352,388 363,135$ 363,135$ 351,135$
Revenue Less Expenditures 10,747 (12,000) 21,650 (10,500)
Ending Balance (Est.)363,135$ 351,135$ 384,785$ 340,635$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
200 Personnel Benefits 34,905$ 55,000$ 23,387$ 55,000$ ‐$ 0.0%100.0%
Total Expenditures 34,905$ 55,000$ 23,387$ 55,000$ ‐$ 0.0% 100.0%
Preliminary Budget Document Page 47
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
TOURISM ACTIVITIES
LODGING TAXES – FUND 102
Accounting Manager Wendy Parks
Parks & Recreation Director Susan Schwiesow
DEFINITION
In accordance with RCW 67.28.180, the City imposes a 2% tax on all charges for furnishing lodging at
hotels, motels, and similar establishments. This tax is taken as a credit against the 6.5% state sales tax—
in other words it does not add to the sales tax charged for lodging. The City has called this the “first”
2%” lodging tax. We also levy a local option 2% tax in accordance with RCW 67.28.181, the “second 2%”
which brings the total received by the City to 4% of the lodging charges.
The guiding principle for the use of lodging taxes is that they must be used for activities, operations and
expenditures designed to increase tourism. State law requires that all requests to use hotel/motel tax
be vetted by a Lodging Tax Advisory Committee (LTAC), that is made up of generators (i.e. hoteliers),
and users of the tax in the same ratio.
Historically, the City, through the Parks Department, has committed the first 2% of the tax to debt;
most recently it has been used for improvements to the water park. The cumulative balance that has
been built up in the “first 2%” has been allocated to the planning and design of the Larson Recreation
Center, which broke ground in 2021, and debt was issued through the State’s LOCAL program. In 2021,
$150,000 of the estimated tax collection is also going for debt service for this project, since the ongoing
tax stream has been pledged for debt service on this new facility.
Each year, the City’s LTAC convenes to evaluate use of the “second 2%”, and the LTAC has reviewed the
proposals. The budget includes the available amount of $309,900. LTAC makes its recommendation to
City Council, who will review and approve a final allocation among the applicants.
REVENUE
The Hotel/Motel tax had been strong in the past few years, and was shored up by 2 additional hotels
coming online in 2018. The total tax collected was $695,036 in 2018 growing to $799,538 in 2019. Then
the response to the COVID 19 pandemic closed travel starting in March 2020. The 2020 tax collection
reduced by 28% to $578,429. This trend has continued but year‐to date 2021 results are up 20% to the
same time period in 2020. This is bolstered by a large collection in September of $101K. Because of the
ongoing uncertainty about when the economy might fully open up and how people’s travel habits will
respond, we have made a conservative estimate of $665,000 for both the year end of 2021, which is
being carried forward into 2022. This may be a fund to consider reimbursing for 2020 losses with ARPA
funds.
Preliminary Budget Document Page 48
Fund 102 ‐ Tourism Activities
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
57528 Operations‐General (36,755)$ 306,500$ 45,418$ 301,500$ (5,000)$ ‐1.6% 44.5%
55730 Tourism 243,869 ‐ 133,217 ‐ ‐ 0.0% 0.0%
59700 Transfer Out 339,400 262,900 112,900 375,600 112,700 42.9% 55.5%
Total Expenditures 546,514$ 569,400$ 291,535$ 677,100$ 107,700$ 18.9% 100.0%
Revenue Summary By Type
310 Taxes 578,429$ 620,000$ 513,069$ 617,000$ (3,000)$ ‐0.5% 100.0%
360 Miscellaneous Revenues 4,093 1,000 ‐ 100 (900) ‐90.0% 0.0%
Total Revenues 582,522$ 621,000$ 513,069$ 617,100$ (3,900)$ ‐0.6% 100.0%
Fund Balance
Beginning Balance (Est.) 745,575 781,583$ 781,583$ 824,031$
Revenue Less Expenditures 36,008 51,600 221,534 (60,000)
Ending Balance (Est.)781,583$ 833,183$ 1,003,117$ 764,031$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
000 Interfund Transfer 339,400$ 262,900$ 112,900$ 375,600$ 112,700$ 42.9% 55.5%
300 Operating Supplies 5,576 6,000 50 6,000 ‐
400 Professional Services 201,538 300,500 178,585 295,500 (5,000) ‐1.7% 43.6%
Total Expenditures 546,514$ 569,400$ 291,535$ 677,100$ 107,700$ 18.9% 100.0%
Preliminary Budget Document Page 49
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
GRANTS AND DONATIONS
Fund 103
Accounting Manager Wendy Parks
DEFINITION
This is a special revenue fund used to account for grants and donations that have restricted
uses. Another way to think of this fund is that is used to account for revenues that would otherwise be
General Fund, but with use restrictions that make it easier for the City to prove the proper use in a
separate accounting.
The largest category consists of grants and state‐shared revenue for Police operations. This includes
forfeitures and emphasis patrols. Police replaced the TRT vehicle in 2020 budget at a cost of $235,000
We have received a commitment from the consortium to reimburse us $60,000 per year for three years
(a total of $180,000), leaving the City a net expense of $55,000 for this purchase. Note: TRT doubled its
payment in 2020 ‐‐ we received $120,000 in 2020 and 2021 does not need a revenue estimate.
The other ongoing program in this fund is Museum memberships and donations.
Preliminary Budget Document Page 50
Fund 103 ‐ Grants and Donations
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
52110 Administration 13,346$ 5,000$ 7,990$ 5,000$ ‐$ 0.0% 3.7%
52121 Investigation 17,042 10,000 15,482 10,000 ‐ 0.0% 7.3%
52122 Patrol 269,225 44,000 8,220 44,000 ‐ 0.0% 32.3%
52123 Special Units 28,691 40,500 34,963 40,500 ‐ 0.0% 29.7%
52130 Crime Prevention (324) 14,000 ‐ 14,000 ‐ 0.0% 10.3%
52170 Traffic Policing 1,074 3,500 ‐ ‐ (3,500) ‐100.0% 0.0%
52210 Administration‐Supplies 1,368 ‐ ‐ ‐ ‐ 0.0% 0.0%
59421 Capital Outlay ‐ Law Enfo 37,579 ‐ 63,148 ‐ ‐ 0.0% 0.0%
57120 Education & Rec Services 2,225 1,300 ‐ 1,300 ‐ 0.0% 1.0%
57530 Museum & Art Galleries (16) 15,500 853 16,500 1,000 6.5% 12.1%
57680 General Parks 1,718 5,000 ‐ 5,000 ‐ 0.0% 3.7%
59476 Park Facilities 13,927 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 385,855$ 138,800$ 130,656$ 136,300$ (2,500)$ ‐1.8% 100.0%
Revenue Summary by Type
330 Intergovernmental Reven 89,914$ 46,400$ 29,395$ 52,000$ 5,600$ 12.1% 53.9%
340 Charges for Goods/Servic 1,933 ‐ 2,525 ‐ ‐ 0.0% 0.0%
360 Miscellaneous Revenues 356,722 38,000 74,745 44,500 6,500 17.1% 46.1%
390 Other Revenues 6,201 ‐ ‐ ‐ ‐ 0.0% 0.0%
390 Transfer In 91,900 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 546,670$ 84,400$ 106,665$ 96,500$ 12,100$ 14.3% 100.0%
Fund Balance
Beginning Balance (Est.) 765,940$ 926,755$ 926,755$ 787,348$
Revenue Less Expenditures 160,815 (54,400) (23,991) (39,800)
Ending Balance (Est.)926,755$ 872,355$ 902,764$ 747,548$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
100 Salaries & Wages 865$ 3,500$ ‐$ ‐$ (3,500)$ ‐100.0% 0.0%
200 Personnel Benefits 209 ‐ ‐ ‐ ‐ 0.0% 0.0%
Sub‐Total ‐ Salaries & Benefits 1,074 3,500 ‐ ‐ (3,500) ‐100.0% 0.0%
300 Operating Supplies 61,402 75,000 40,082 75,000 ‐ 0.0% 55.0%
400 Professional Services 271,873 60,300 27,425 61,300 1,000 1.7% 45.0%
600 Capital Outlays 51,506 ‐ 63,148 ‐ ‐ 0.0% 0.0%
Total Expenditures 385,855$ 138,800$ 130,656$ 136,300$ (2,500)$ ‐1.8% 100.0%
Preliminary Budget Document Page 51
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
UNEMPLOYMENT COMPENSATION
INTERNAL SERVICE FUND 501
Accounting Manager Wendy Parks
DEFINITION
The Unemployment Compensation Fund is maintained to cover unemployment claims filed by former
employees. The City if self‐insured for this function, and pays the cost of claims plus some
administration to the State instead of paying premiums. Equifax is our third party claims administrator.
Historically, the balance in this fund had been built up, so the program has been operating without
any HHistori“premiums” from the operating divisions to cover the total program. Because the fund
balance has been depleted, premiums were reinstated in the 2019 budget. The largest user of
unemployment is the Parks seasonal employee program, so Parks will pay the largest share of the
estimated benefit. Other users are other seasonal programs in Code Enforcement, Streets, Water, and
Fleet Maintenance. In both 2020 and 2021, the budget is set with the actual assumed usage charged
back to the applicable operation.
CONTRIBUTIONS BY FUND
Department 2020 Actual 2021 Budget 2022 Budget
002 ‐‐ Administration $12,640 $0 $10,000
003 – Finance 8,079 5,000 10,000
004 – Community Development 5,013 8,000 10,500
116 – Streets 3,611 3,000 3,500
010 – Engineering 0 0 5,000
020 – Parks & Recreation 21,193 29,300 29,500
030 ‐‐ Police 5,122 0 7,500
519 – Fleet Maintenance 0 2,000 2,000
411 – Water 5,308 7,000 7,000
412 – Wastewater 0 0 0
514 – Utility Billing 307 0 0
Total $61,273 $54,300 $85,000
Preliminary Budget Document Page 52
Fund 501 ‐ Unemployment Compensation
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51776 Risk Transfer Payments 1,875$ 1,500$ 1,595$ 1,500$ ‐$ 0.0% 2.3%
51778 Payments to Claimants 61,273 50,000 29,236 65,000 15,000 30.0% 97.7%
Total Expenditures 63,148$ 51,500$ 30,831$ 66,500$ 15,000$ 29.1% 100.0%
Revenue Summary By Type
340 Charges for Services 61,273$ 54,300$ 30,081$ 85,000$ 30,700$ 56.5% 100.0%
360 Miscellaneous Revenues 79 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 61,352$ 54,300$ 30,081$ 85,000$ 30,700$ 56.5% 100.0%
Fund Balance
Beginning Balance (Est.)14,795 12,999$ 12,999$ 13,468$
Revenue Less Expenditures (1,796) 2,800 (750) 18,500
Ending Balance (Est.)12,999$ 15,799$ 12,249$ 31,968$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
400 Professional Services 63,148$ 51,500$ 30,831$ 66,500$ 15,000$ 29.1% 100.0%
Total Expenditures 63,148$ 51,500$ 30,831$ 66,500$ 15,000$ 29.1% 100.0%
Preliminary Budget Document Page 53
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
DEBT SERVICE
VARIOUS FUNDS
Interim Finance Director Gail Gray
Accounting Manager Wendy Parks
DEFINITION
In order to pay for capital improvements, the City of Moses Lake has issued debt from time to time
when appropriate. Debt service payments act as “depreciation” over a portion of the useful life of the
asset, so it is an appropriate match to have future citizens pay for future use of the facility.
The following is a description of the different types of outstanding debt used by the City:
General Obligation Bonds are backed by the “full faith and credit” of the City, and are used for
governmental type capital improvements.
The LOCAL program is sponsored by the Washington State Treasurer. It is a program whereby
the State issues bonds on behalf of local governments to obtain interest rates that are more
favorable because they are based on the State’s bond rating. The City has pledged the “full faith
and credit” of the City to the State, so this will be considered in our debt capacity calculations,
but it is also an intergovernmental loan.
Revenue Bonds are backed by the revenue stream (i.e. rates) in the applicable utility.
Equipment leases are a form of General Obligation Debt. Historically, prior to 2018 the City has
used Equipment leases to purchase replacement vehicles through the Equipment Rental and
Replacement Fund. Management has changed to funding replacement vehicles as we go to
avoid debt transactions.
Interfund loans are typically used for shorter term needs to bridge timing/cash flow needs. The
final outstanding interfund loans have been fully repaid in 2021, freeing up funds for new debt
service for the Larson Recreation Center (included in the Local Borrowing section of the table).
State law sets a maximum amount of General Obligation debt that can be outstanding at any given time.
The City Council has the authority to bond up to 1.5% of the assessed property value in our jurisdiction.
For the year ended December 31, 2018, the 1.5% of the assessed valuation of $2,189 million was $32.8
million. The net GO debt outstanding was about $6.5 million, leaving $26.3 million or 80% of our
capacity for potential future debt issuance leaving the City in a strong position if debt is needed to
finance needs.
In 2021 the City issued $11.5 million of general obligation debt to construct the Larson Recreation
Center, as well as $2 million to replace 2 Fire apparatus. The LRC was bid in 2021. The 2022 budget
includes the cost of this debt service for the 2 new debt issues.
In 2022, the Police Station remodel will require debt to be paid from the proceeds of the Criminal Justice
Sales Tax.
Preliminary Budget Document Page 54
A table of Outstanding Debt by type follows:
Type/Date of Final Original Annual
Fund Description Issue Maturity Amount Principal Interest Balance Payment
GO Bonds
000/286 Ice Rink/Flow Rider/Sinkiuse 7/14/2015 8/1/2026 2,970,833$ 308,333$ 67,333$ 1,375,000$ 375,667$
487 Parks Main. Building 7/14/2015 8/1/2026 594,167 61,667 13,467 275,000 75,134
528 Firestation #1 12/12/2012 9/1/2023 1,650,000 175,000 10,650 180,325 185,650
GO Bonds Totals 5,215,000$ 545,000$ 91,450$ 1,830,325$ 636,450$
Local Borrowing
000/282 Fire Apparatus 10/15/2020 6/1/2030 2,000,000$ 139,984$ 73,677$ 1,403,557$ 213,661$
000/282 Larson Recreation Center 2/15/2021 12/1/2040 12,000,000 255,000 430,375 8,480,000 685,375
000/282 *Fire Pumper Truck 11/15/2021 11/15/2031 900,000 58,965 31,035 811,208 90,000
000/282 *Police Station Remodel TBD TBD 4,000,000 437,500 25,000 3,562,500 462,500
Local Pass Thru Total 18,900,000$ 891,449$ 560,087$ 14,257,265$ 1,451,536$
* indicates estimates at this time‐not final
Revenue Bonds
452 Operrations Complex 9/1/2004 9/1/2024 7,015,000$ 545,000$ 141,250$ 2,280,000$ 686,250$
Revenue Bonds Total 7,015,000$ 545,000$ 141,250$ 2,280,000$ 686,250$
Intergovernmental Loans
485 Waste Water Treatment Plant 7/1/2002 6/1/2022 10,000,000 529,412 2,647 ‐ 532,059$
Intergovernmental Loans Total 10,000,000$ 529,412$ 2,647$ ‐$ 532,059$
Equipment Lease
519 Equipment Purchase 4/15/2017 4/15/2022 505,400 30,651 146 ‐ 30,797$
Equipment Lease Total 505,400$ 30,651$ 146$ ‐$ 30,797$
000 General Fund
030 Police / General Fund
450 Water/Waste Water Debt Service
452 Water/Waste Water Debt Service
485 Waste Water Debt Service
487 Water/Waste Water Debt Service
519 Equipment Rental and Replacement
528 Building Maintenance
2022
Preliminary Budget Document Page 55
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
SOLID WASTE
SANITATION FUND 490
Accounting Manager Wendy Parks
Utility Service Manager Jessica Cole
DEFINITION
The overarching goal of the Solid Waste utility is to protect the public health and safety of all residents
of the City by providing quality solid waste services that are efficient, cost effective and environmentally
responsible. This is accomplished through a contract with Lakeside Disposal, which collects and disposes
of all garbage, yard waste and recyclable material within the City of Moses Lake.
Because the Utility Billing Department manages the waste hauling contract; interfaces with the
contractor to produce accurate bills; and develops the rates to bill our customers, this operation is
included with Finance, and not Municipal Services.
2021 ACCOMPLISHMENTS
The recycling market showed continual improvement throughout 2021 with June being the first month
the City received a rebate for materials delivered to the SMaRT Center in Spokane, WA in over two
years. Disposal expenses decreased by 61% in 2021 for a savings of almost $50,000 from last year.
We are still exploring options for cost effective disposal of yard debris. Initially we thought contracting
with Barr‐Tech out of Sprague would be the most viable option, however it would still require a staging
area to transfer the material into large trucks for transport. As previously reported, we have identified a
few City‐owned properties as being viable locations for a transfer facility, but each would need some
capital improvements, i.e. paving and a loading ramp. We are also in the early stages of researching the
possibility of developing a biosolids composting facility which would utilize yard debris from our
curbside collection, mixed with biosolids from our wastewater treatment plants, to produce a nutrient‐
rich fertilizer that could be used as an agricultural soil amendment.
After the solid waste contract was renegotiated with Lakeside Disposal in 2019, customer rates were
decreased by 9.6% and have remained unchanged. This year there was a 30% increase to tipping fees
approved by Grant County Commissioners which increased disposal expenses for both the landfill and
CDSI transfer station. In addition, the annual adjustment for contracted disposal fees resulted in a 5%
increase to the hauler effective September 1. This increase was calculated based on the year over year
percentage change of the Consumer Price Index (CPI‐W). Both of these expenses have depleted fund
reserves. We are recommending a customer rate increase in 2022 based on the applicable CPI index.
Preliminary Budget Document Page 56
PERFORMANCE STATISTICS
Solid Waste Operations 2020
Actual 2021 Prelim *
2022
Proposed
Budget
Residential # of customers billed 7,141 7,068 7,100
Commercial # of customers billed 1,060 1,083 1,140
Tons of garbage collected 20,720 20,057 21,000
Tons of yard waste collected 2,107 2,037 2,100
Tons of recycled material collected 863 733 850
* Tonnages represent the total collected from January 1 thru September 30, 2021.
Fund 490 ‐ Sanitation Fund
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
53760 Operations‐Contract Pro 651,120$ 1,200,000$ 800,401$ 1,231,598$ 31,598$ 2.6% 25.4%
53770 Operations‐Cust Svs 3,264,937 3,289,300 2,200,607 3,599,515 310,215 9.4% 74.3%
53780 Operations‐General 816 10,000 ‐ 10,500 500 5.0% 0.2%
58120 Interfund Loan Repayme 150,000 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 4,066,873$ 4,499,300$ 3,001,008$ 4,841,613$ 342,313$ 7.6% 100.0%
Revenue Summary By Type
340 Charges for Services 4,207,641$ 4,490,000$ 3,655,111$ 4,800,000$ 310,000$ 6.9% 100.0%
360 Miscellaneous Revenues 4,648 ‐ 638 ‐ ‐ 0.0% 0.0%
Total Revenues 4,212,289$ 4,490,000$ 3,655,749$ 4,800,000$ 310,000$ 6.9% 100.0%
Fund Balance
Beginning Balance (Est.)343,788 489,204$ 489,204$ 479,904$
Revenue Less Expenditures 145,416 (9,300) 654,741 (41,613)
Ending Balance (Est.)489,204$ 479,904$ 1,143,945$ 438,291$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
300 Operating Supplies 49,671$ 50,000$ ‐$ 50,000$ ‐$ 0.0% 1.0%
400 Professional Services 3,527,912 4,449,300 2,552,654 4,076,355 (372,945) ‐8.4% 84.2%
500 Intergovernmental Svs 339,290 ‐ 448,354 715,258 715,258 0.0% 14.8%
700 Debt Service ‐ Principal 150,000 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 4,066,873$ 4,499,300$ 3,001,008$ 4,841,613$ 342,313$ 7.6% 100.0%
Preliminary Budget Document Page 57
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
POLICE DEPARTMENT 030
GENERAL FUND
Police Chief Kevin Fuhr
DEFINITION
We, the members of the Moses Lake Police Department, are dedicated to preserving our citizen’s
integrity and safety by providing timely, professional, and effective police service. We recognize this
mission can only be accomplished by working in partnership with our citizens to problem solve with
innovative solutions.
2022 PROJECTS / WORK PLAN
With the recent police reform legislation, the legislature directed a multiple officer response to
certain types of calls. HB 1310 states, “When possible, calling for back‐up officers when
encountering resistance; taking as much time as necessary, without using physical force or
weapons…” That same bill also requires “Probable Cause” prior to using “physical force”
against a person, which means that officers will have to establish “PC” prior to detaining a
suspect. This change in law will require officers to quickly determine if “PC” exists prior to
looking for suspects, which will necessitate more officers to respond to the scene prior to
looking for any involved suspects.
Additionally, MLPD does not currently have a traffic unit and uses patrol officers, when
available, to handle traffic complaints. In 2020 officers responded to 337 traffic complaints and
handled 818 traffic accidents. We also received multiple neighborhood complaints of speeding
vehicles.
The two traffic officers would be used to respond to traffic complaints and traffic accidents,
would work with neighborhoods on speeding vehicles, would educate the community on traffic
safety matters, all while supplementing patrol and being available to assist with the legislative
mandates.
We would like to add one new vehicle that would be assigned as a traffic vehicle for the two
new traffic officer positions if they are approved in the budget. We would also like to purchase
a side by side UTV that can be used during community events and to use during neighborhood
patrol/investigations.
Patrol officers work 12‐hour shifts, which equates to approximately 96 additional work hours
on a yearly basis. Currently, the additional 96 hours are given to the officers as time off in the
form of “Kelly Time”. These eight days off a year, in addition to their vacation and comp time,
means that officers are off for a significant amount of time each year.
Additionally, officers are required to attend 24 hours of training each year, and more
mandatory trainings are expected regarding de‐escalation, implicit bias, use of force, mental
Preliminary Budget Document Page 58
health, etc. The department has established TED (Training‐Education Days) in which officers
are required to attend 12 hour quarterly in‐service trainings on their scheduled days off and
those days are given to the officers as comp time to be taken at a later time.
The proposal would be to pay officers 12 hours of straight time for each of the four training
days per year at an amount of approximately $80,000.00. Although a significant amount of
money, paying for the training days would alleviate the need to give each officer four additional
days off each year and would also keep them from accruing additional comp time for
training. In the long run it would mean that we would have more officers available for shifts
and less time off.
We are in desperate need of a remodeled facility due to outdated systems, increased
personnel, and limited space. With the Parks & Recreation Department moving out of our
building, now would be an ideal time to remodel the entire building that should meet our needs
well into the future.
We have hired an architecture firm to design the remodeled facility. At the same time, we
would like to add to our parking lot to include the parking area between the police department
and the library. This addition would also necessitate the need for a new fence. Lastly, if
possible, we would like to add to our covered parking area to keep our patrol cars out of the
weather and more secure.
The initial financial impact was estimated at a little over $3,000,000, however with the parking
lot upgrades, covered parking upgrades and updating of the facility that number could be closer
to $4,000,000 depending on the architects estimate.
Whether it be in 2022 or 2023, we are in need of a new police storage facility at the Public
Works Facility. In 2019 a new building was built to house police evidence vehicles and Tactical
Response vehicles and to also house Parks equipment. The building was originally planned to
be much larger that what was built. The building is already too small to meet the needs of the
Police Department and Parks Department. Our request is to give the current building to Parks
and to build a much larger building to meet the current and future needs of the Police
Department. Our estimate would be approximately $600,000 for a new building that could be
built with one time end of year general fund dollars or through the LOCAL Program when the
Police Department is remodeled.
BUDGET DECISION REQUESTS
Addition of two traffic officers.
Addition of one new traffic vehicle and a side by side UTV.
Increase funding to pay for quarterly training days
Addition of funding for police facility remodel.
Funding for a new police storage facility.
Preliminary Budget Document Page 59
PERFORMANCE STATISTICS
Year 2015 2016 2017 2018 2019 2020
Population 22,080 22,250 22,730 23,660 24,220 24,698
Officers 32 32 33 37 39 42
Calls for Service 18,270 17,620 17,068 18,388 18,028 17,910
Crime Rate 133.8 126 102.6 84.2 66.8 76.7
Offenses 2,954 2,803 2,331 1,993 1,618 1,888
Group A Arrests 1,328 1,176 990 670 1,197 610
Group B Arrests 562 390 422 171 452 192
Clearance Rate 56.9% 48.3% 50.4% 40.1% 56.5% 42.0%
Infractions 1,146 993 770 1,025 1,273 879
Citations 485 465 755 538 443 603
AUTHORIZED PERSONNEL
Class
Code Position Title
2021
Actual
2021
Amended
Budget
2022
Proposed
Budget
Police Chief 1.00 1.00 1.00
Captains 2.00 2.00 2.00
Sergeants 6.00 6.00 6.00
Corporals 0 0 0
Detectives 7.00 7.00 7.00
Police Officers 26.00 26.00 28.00
Community Services Officers 2.00 2.00 2.00
Police Records Technicians 3.00 3.00 3.00
Administrative Assistant 1.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00
Evidence Custodian 1.00 1.00 1.00
Total Personnel 50.00 50.00 52.00
Note: The 0.5 IT Analyst is split between IT Central Services and Police.
Preliminary Budget Document Page 60
030 ‐ Police Department
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
52110 Administration 1,896,616$ 2,065,113$ 1,475,213$ 2,228,240$ 163,127$ 7.9% 22.6%
52121 Investigation 673,944 1,170,128 624,643 813,769 (356,359) ‐30.5% 8.2%
52122 Patrol 3,953,753 4,258,590 3,076,756 5,048,143 789,553 18.5% 51.1%
52123 Special Units 56,307 40,000 6,710 20,000 (20,000) ‐50.0% 0.2%
52126 Enhanced 911 524,910 527,116 439,263 561,787 34,671 6.6% 5.7%
52130 Crime Prevention 88,643 87,052 19,461 33,269 (53,783) ‐61.8% 0.3%
52140 Training 162,664 ‐ 10,424 ‐ ‐ 0.0% 0.0%
52150 Facilities 255,625 279,030 241,348 314,930 35,900 12.9% 3.2%
52170 Traffic Policing 472,067 575,000 359,955 575,000 ‐ 0.0% 5.8%
55430 Animal Control 206,827 272,625 200,367 282,629 10,004 3.7% 2.9%
Total Expenditures 8,291,356$ 9,274,654$ 6,454,139$ 9,877,767$ 603,113$ 6.5% 100.0%
(1) (2) (3)(4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
100 Salaries & Wages 4,103,694$ 4,573,235$ 3,299,617$ 4,858,734$ 285,499$ 6.2% 49.2%
200 Personnel Benefits 1,608,445 1,788,373 1,046,440 2,011,560 223,187 12.5% 20.4%
Sub‐Total ‐ Salaries & Benefits 5,712,139 6,361,608 4,346,058 6,870,294 508,686 8.0% 69.6%
300 Operating Supplies 228,740 284,500 159,777 313,500 29,000 10.2% 3.2%
400 Professional Services 2,350,477 2,628,546 1,948,305 2,693,973 65,427 2.5% 27.3%
Total Expenditures 8,291,356$ 9,274,654$ 6,454,139$ 9,877,767$ 603,113$ 6.5% 100.0%
Preliminary Budget Document Page 61
CITY OF MOSES LAKE
2021 BUDGET NARRATIVE
FIRE DEPARTMENT
GENERAL FUND ‐ 040 and AMBULANCE UTILITY FUND ‐ 498
Fire Chief Brett Bastian
MISSION STATEMENT:
Providing a safer community through preparation, prevention, and effective emergency response.
DEFINITION:
The core mission of the Moses Lake Fire Department (MLFD) is the protection of life, property, and the
environment through prevention and response / mitigation activities.
As stated in our Strategic Plan, the goals of the department are:
Provide excellent emergency services
o “All Hazards” response including fire suppression, basic and advanced life
support medical services, rescue, and special operations
Invest in our community
o Provide quality fire prevention and inspection programs.
o Provide a community‐based Para medicine program that is proactive in helping
those in our community that are least able to help themselves.
Innovations in the workplace
o Seeking out new ways to enhance personnel safety.
o Provide workspaces that enhance employee performance and instill pride in our
employees.
Work with other city departments, and other local, regional, and state agencies to
enhance service delivery.
Emergency Services Provided:
Fire Suppression: Structural, industrial, motor vehicle, aircraft, & wildland.
Hazardous materials: Operations level with some Technical level capability.
Technical Rescue: High angle, low angle, confined space, water & ice.
Emergency Medical: Hospital transport advanced life support. Advanced cardiac life
support, pre‐hospital trauma life support, and basic life support.
Non‐Emergency Services Provided:
Fire cause and origin investigation.
Risk management: new construction plan review, fire protection system plan review,
new construction and existing building inspection, and pre‐incident planning.
Public education: Child, adult, and senior. All hazards approach including fire prevention
and mitigation, fall prevention, poison / overdose prevention, child car seat, CPR, and
automatic external defibrillation.
Hose test and inspection.
Apparatus pump test.
Maintenance of specialized firefighting, rescue, and EMS equipment.
Continuing training to meet federal /state requirements, and applicable standards.
Preliminary Budget Document Page 62
Working with local, regional, state, and federal agencies for mutual aid / mobilization
needs.
Liaison with local emergency planning committee for response to industrial incidents.
2021 ACCOMPLISHMENTS
Replacement of Engine 231
Addition of a 104’ Aerial Platform Truck
Replacement of Squad 213
Replacement of Medic Unit 383
Replacement of Staff Vehicles
Continued replacement of self‐contained breathing apparatus.
Continued replacement of hose, helmets, and structural fire protective equipment.
Replaced the vacant Fire Inspector position.
Regional Hazardous Materials Team foundation work is being completed.
Department members have been selected to sit on State Boards for Hazardous
Materials Response, and State Fire Marshal’s / Fire Prevention.
Worked through COVID pandemic with enhanced safety protocols and response
protocols in place.
Provided mutual aid to our county mutual aid partners at several major incidents
including the Washington Potato Fire in Warden during January 21 and the Monument Hill
Fire near Ephrata during August / September 21.
Provided support to our state partners through the State Mobilization system on several
major incidents throughout Washington.
Transitioned ambulance billing from EF Recovery to Systems Design West.
2021 PROJECTS / WORK PLAN
Continue movement on Fire Station 3 location / land acquisition.
Add staffing for the operations division to handle increasing call volume.
Decrease Fire Prevention deficiency points under Washington Survey and Rating Bureau
by adding an additional Fire Inspector position.
Replace Medic Units 384 and 385
Replace Brush truck 214
Continue replacement of Self‐Contained Breathing Apparatus (SCBA).
Continue replacement of structural fire protective equipment and technical rescue
equipment.
Increase training in command competency for all officers.
Add a breathing air compressor to Fire Station 2.
Continue work with creation of the regional hazardous materials response team.
The charts on the following pages are graphic representations of call volume comparison, peak demand,
and overlapping incidents. The charts are presented in support of the request for additional staffing and
a third fire station.
Incident volume has progressively increased over the last few years. Most of the increase in our incident
volume is related to just a handful of factors. Those are: Community growth, an increase in mental
health associated incidents, and an increase in fire responses specific to our homeless population.
Preliminary Budget Document Page 63
We have operated the same level of staffed EMS response units for the last 10 years, and we are at a
point where we cannot keep pace with concurrent call volume where incident responses overlap within
the same one‐hour period.
In the 2016 cost of service study for ambulance there was a section on the effectiveness of the fire
department. This section detailed the impact of concurrent call volume on fire response, and it was
recommended at that time that we explore the addition of additional staffed units. While we have
added staff to the department, the staff that has been added has allowed better cross‐staffing
of existing apparatus but has not allowed us to dedicate staffing of additional medic units.
Grant County American Medical Response (AMR) is currently operating two 24‐hour medic units, and
two 12‐hour medic units with an incident response volume that is lower than Moses Lake Fire. Moses
Lake Fire currently operates one 24‐hour medic unit and one 24‐hour cross‐staffed medic unit (Engine 2
is cross staffed with Medic 2 at Station 2—meaning the crew at that station responds only in one role at
a time).
In order to mitigate the impact that the increased call volume, and perhaps more importantly, the
impact of concurrent call volume on availability of both fire and EMS assets. The Revised Code of
Washington requires that Cities adopt performance standards for Fire Departments and measure
response criteria for Fire, EMS, and Hazardous Materials response within those performance standards.
The Moses Lake City Council has adopted by Council Resolution performance standards for the Moses
Lake Fire Department. Immediate attention is needed with regard to staffing and station locations to
meet the established performance standards.
Until such time as a third station can be built the department is out of space to add additional 24‐
hour staff to existing facilities due to a lack of bunk room and office space. The interim proposal is to
add peak hour personnel to allow staffing of additional medic units during peak hour response periods.
The proposal for Operations Division personnel is as follows:
Hire four personnel for the Operations Division.
In 2016 the City of Moses Lake commissioned a cost-of-service study addressing ambulance operations
and fire department effectiveness. Part of that study included a staffing study. Within that study staffing
recommendations were made, and the City was able to implement those staffing changes through a
combination of general fund, ambulance fund, and federal grant funding. The recommended
staffing levels were based on call volume at the time the study was commissioned with an estimated
growth in call volume close to the national average.
Since 2018 the department has witnessed a large uptick of call volume and our concurrent call volume is
impacting our ability to meet specified performance standards established by the City Council. Total call
time—from dispatch to units back in station—has an average of 41 minutes for EMS incidents and 2
hours 20 minutes for Fire Incidents. Total call time plays a role along with total call volume in staffing
considerations. Other considerations include concurrent call volume and peak hour demand. Concurrent
call volume, (incidents that occur within an overlap period with other incidents), along with total call
time, and total call volume is resulting in delayed response in some cases.
Staffing was addressed in the 2016 Cost of Service Study for Ambulance. That study included a section
on Fire Department operations, and the study recognized increasing call volume as an issue that had an
immediate and an ongoing need to be addressed.
We have been able to hire 6 members for the operations division since 2016 which is slightly over 18%
from 2016 numbers. Call volume through 2020 increased approximately 26% in the same time frame that
we added 18% more staffing. If 2021 call volume keeps on pace with where it currently is, and we have
Preliminary Budget Document Page 64
no reason to believe that it will not, 2021’s call volume is projected top 6,000 total responses or 41%
higher than at the end of 2016.
Utilization of day car personnel allows us to provide a stop gap measure to increase service delivery
availability during peak hours.
IMPACTS
1. Fiscal Impact –On going: $476,814 annually. (Based on the 2021 A-Step / IAFF
contract including benefits—this may change as we are in the middle of a contract
negotiation period).
2. Proposed Funding Source – General fund, and Ambulance fund. Increasing call
volume should translate to increased revenue for both transport revenue and GEMT
reimbursements. CPI increases for the Ambulance utility as well as new utility accounts
through continued development are estimated to bring in an estimated $127,000 in additional
utility revenue over 2021 figures.
3. Public Impact – Impacts our ability to respond to emergency incidents, and meeting
council adopted performance standards. Will also affect WSRB rating which directly impacts
the public in the way of insurance rates.
4. Personnel Impact – Additional personnel will provide needed system support to
continue handling emergency incident calls.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – No.
7. Viable Alternatives – none identified.
Performance Standard Report YTD 2021
Preliminary Budget Document Page 65
*Average Response Time is 5 minutes 18 Seconds, but we are currently only meeting the stated
performance goal of 5 minutes 42% of the time. This is directly tied to concurrent call volume for
ambulance and location of existing stations with regard to the locations of fire responses.
** Average response time is 6 minutes 53 seconds. This is tied to several criteria: Increased response
time due to COVID response measures (donning additional PPE prior to response), Decreased availability
due to concurrent call volume, and increased responses in areas more remote from existing stations.
Incident Call Volume:
National Fire Incident Reporting System (NFIRS)
Fire=NFIRS codes for fire, hazardous materials, false alarms, and technical rescue.
EMS=NFIRS codes for emergency medical incidents both transport and non‐transport, and includes
motor vehicle crashes, but does not include technical rescue.
Tiered Incident Volume=Only those incidents where fire resources responded to an emergency medical
incident (Fire Engine, Command Unit, or other Suppression Division unit responded with an ambulance
to a medical call.)
Unique Call Volume=The total of all calls minus tiered incident volume.
Page Break
Overlapping Incident Volume‐‐EMS
Period Covered: January 1, 2021, through August 1, 2021
Preliminary Budget Document Page 66
The total incident volume above does not reflect fire incidents that may have been active at the time of
an EMS incident.
The total number of overlapping incidents in the period covered is 1,408 overlapping incidents. The total
number of EMS incidents responded to in that same time frame is 2,116 incidents. Overlapping incidents
account for nearly 67% of the total EMS incident volume.
Call volume between 0700 and 1900 is 1,485 or 70% of the incident volume. This represents a
significant activity imbalance based on hours of the day. As daytime hours are generally the hours
available for training, maintenance, and other essential tasks the call volume imbalance has negatively
impacted our ability to train, perform essential maintenance tasks, area familiarization, etc. and has
eliminated any ability to conduct company inspections and pre‐plans.
Preliminary Budget Document Page 67
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Page Break
Unbudgeted Capital / Personnel Requests:
Capital Equipment: Additional brush truck. Chassis purchase with equipment transfer
from Vehicle 214 (existing Brush 2).
Replace Medic Units 3 & 4
Add a 2nd Fire Inspector position to the fire prevention division. No staffing changes
within the prevention division have been made since 1992, and the current position is not
capable of performing all inspections, public education events, and fire investigations that
Washington Survey and Rating Bureau requires to limit deficiency points on our insurance
rating. (Not Budgeted)
Add 2 Firefighter / EMT’s and 2 Firefighter/Paramedics to staff peak hours units.
Add a staff vehicle for the 2nd Fire Inspector if the position is approved.
PERFORMANCE STATISTICS—Operations Division
Incident Type
2019 Actual 2020
Actual
2021
Projected*
Fire, Hazardous Materials / Hazardous
Conditions
433 574 591
Tiered EMS Response (Engine response w/
ambulance) 501 1070 1182
Total of all EMS Responses 2509 2564 3684
Transported: EMS‐‐BLS 810 581 855
Transported: EMS‐‐ALS 1404 1435 1320
Total 3,443 4,208 5,457
Average # of responses per 24‐hour period 9.4 11.5 14.95
Percentage of increase in responses per 24‐
hour period from previous year
18.3% 23.1%
*Data for 2021 is projected based on 245 days of actual data (1 January through 2 September),
the remaining 120 days are projected based on actual call volume for the 245‐day time slice.
Preliminary Budget Document Page 70
PERFORMANCE STATISTICS—Risk Management
Type
2019
Actual
2020 Actual
2021
Projected
Fire Inspection (existing buildings) 2,142 1,900** 928**
Fire Protection Inspection (new construction)84 86 152
System Inspections 2,074 1,800 2,100
Operational Permits 66 70 90
Construction Permits 77 80 84
Fire Investigations* 30 32 34
Total 4,473 3,968 4,634
*Fire Investigations are conducted on all fires where a cause cannot be readily determined, are
suspicious in nature (suspected arson), or result in injury or loss of life.
**The Fire Inspector position was vacant for the last half of 2020 and first half of 2021. This negatively
impacted the number of inspections able to be completed.
PERMIT REVENUE
Type 2019 2020 2021 YTD
Construction Permits 37,011.77 29,485.97 83,340.79
Operations 21,463.00 8,080.00 25,235.00
Preliminary Budget Document Page 71
AUTHORIZED PERSONNEL
Fire and Ambulance
Position Title
2019
Actual
2020
Actual
2021
Actual
2022
Anticipated
Fire Chief 111 1
Deputy Fire Chief 111 1
Assistant Chief‐Fire Marshal / Operations Chief 111 1
Assistant Chief—Medical Services Officer 111 1
Fire Inspector 111* 1*
Fire Captain 333 3
Fire Lieutenant 333 3
Firefighter / Paramedic 14 14 14 14
Firefighter / EMT 10 10 10 10
Firefighter/EMT (SAFER Grant) 033 3
Fire Administrative Coordinator 111 1
Fire Clerk 00.5 1 1
Requested new personnel—Operations Division 330 4
Requested new personnel—Prevention Division 111 1
Total Personnel Full Time Employees (Does not include
requested personnel) 36.00 39.50 40.00 40.00
*The line item for Fire Inspector includes 1 current position. An additional Inspector was requested
in 2019, 2020, and 2021 but the second position has not been added (unbudgeted—decision package).
New personnel requests for the Operations Division are 4 Firefighters (2 Firefighter / EMT’s and 2
Firefighter / Paramedics).
Strategic Plan Staffing Goals:
Despite staffing additions since 2018, the department is seeing reduced ability to meet standards of
service as specified in our adopted performance standards. Issues that are directly impacting our ability
to meet the adopted performance standards are:
1. Increased concurrent call volume. Peak hours.
2. Increased total call volume.
3. Increased call volume in areas of the city that are more remote from existing stations.
Operations:
Overall staffing of the Operations Division is generally on track for non‐peak hours demand, but our
peak hours demand significantly limits the availability of both Fire and EMS assets. In order to
attenuate this, it is necessary to implement additional unit availability during those peak demand
periods. This is consistent with the strategic assessment of the department identified in the 2016 cost of
service study for fire and ambulance operations. Immediate needs are to provide additional staffed
medic units to handle the peak demand periods in order to provide service delivery within the
parameters of the council adopted performance standards.
Administrative:
Preliminary Budget Document Page 72
With the addition of a full‐time administrative assistant in 2021 the department is on track to handle
administrative workload; however, it is likely that in the next 3 to 5 years we will need to implement a
deputy Medical Services Officer to handle increased chart review.
Risk Management:
The Risk Management (Fire Prevention Division) requires attention. Our Risk Management Division is
directly responsible for overseeing hazardous materials action plans and hazardous materials
permits. Moses Lake has consistently been listed in the top 5 geographic areas for total quantity of
extremely hazardous substances and reportable materials in the state for many years.
We have had numerous expansions of our industrial base over the last 30 years but have not had any
change to our Fire Prevention Division staffing since 1992. Our Prevention Division is directly
responsible as the first line of defense for the community with regard to hazardous materials storage
plans, inspections, and plant emergency action plan enforcement. Despite a community growth of over
50%, and land area increases of over 10 square miles since 1992 the Prevention Division has been
stagnant with regard to staffing increases.
While other communities that do not operate a transport ambulance service may be able to utilize
firefighters to conduct occupancy inspections, we do not have that availability. Availability of
our operations division for this sort of work is severely limited or non‐available at all due to our peak
hour demand for service that generally corresponds with the business hours we would be able to get in
and do inspections. It should also be noted that inspections conducted by non‐certified code
inspectors in the operations division receive less credit for inspection effectiveness than using certified
code inspectors in the prevention division.
Our Fire Prevention Division is responsible for providing code review and enforcement with regard to
the State Adopted Fire Code, inspection of over 1,500 commercial occupancies, inspection, and
enforcement for nearly 2,000 existing fire protection systems of all types in our commercial, industrial,
and multi‐family residential occupancies, conducts fire investigations, and provides public education
resources to the community. All of these factors weigh heavily into our overall rating through
Washington Survey and Rating Bureau.
The department has requested an additional inspector every year for the last 5 years. We are due to
be re‐rated in the next year to 18 months, and without an additional inspector on board we will
receive deficiency points in the Fire Safety Control portion of that rating that will be substantial.
Washington Survey and Rating Bureau:
The rating bureau assigns deficiency points in four major areas. These are:
Water Supply
Fire Department
Emergency Communications
Fire Safety Control
Water supply and emergency communications are provided through the City of Moses Lake Water
Department and the Multi‐Agency Communications Center respectively. Water Supply accounts for 35%
of our overall score and Emergency Communications accounts for 9%.
The remaining 56% is shared between the two primary divisions of the Fire Department (Operations and
Risk Management / Fire Prevention).
Staffing Goals beyond the 2022 Fiscal Year:
Goal through FY25 as identified in the strategic plan would be to add the following new positions by
Fiscal Year 2025 based on current workload / call volume:
3 Battalion Chiefs
Separate the duties of Fire Marshal and Operations Chief into Fire Marshal and Assistant Chief of
Operations
Preliminary Budget Document Page 73
1 Fire Prevention Specialist / Inspector
6 Firefighter / EMT / Paramedics
Total Anticipated FTE’s by FY25: 52
Station Goals: (Based on current and projected call volume and projected population growth)
Establish a third station in the south end of the City by FY25.
Establish a fourth station in the north end of the City by FY30.
040 ‐ Fire Department
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
52210 Administration 631,933$ 646,440$ 396,666$ 838,930$ 192,490$ 29.8% 16.4%
52220 Fire Suppression/EMS 2,983,934 3,251,878 2,009,247 3,298,419 46,541 1.4% 64.6%
52230 Fire Prevention and Investigation 235,685 296,745 134,183 ‐ (296,745) ‐100.0% 0.0%
52245 Training Obtained by Employee ‐ ‐ ‐ ‐ ‐ 0.0% 0.0%
52250 Facilities 422,962 457,300 355,692 581,400 124,100 27.1% 11.4%
52270 Ambulance Services ‐ ‐ 4,584 ‐ ‐ 0.0% 0.0%
59422 Fire and EMS Activity 23,098 60,000 54,391 82,000 22,000 36.7% 1.6%
59782 Transfers Out (Debt Service)‐ 179,000 ‐ 304,000 125,000 69.8% 6.0%
Total Expenditures 4,297,612$ 4,891,363$ 2,954,763$ 5,104,749$ 213,386$ 4.4% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 2,196,121$ 2,582,396$ 1,637,657$ 2,580,150$ (2,246)$ ‐0.1% 50.5%
200 Personnel Benefits 822,190 861,417 490,497 939,669 78,252 9.1% 18.4%
Sub‐Total ‐ Salaries & Benefits 3,018,311 3,443,813 2,128,154 3,519,819 76,006 2.2% 69.0%
300 Operating Supplies 150,029 185,200 69,877 187,700 2,500 1.3% 3.7%
400 Professional Services 1,106,174 1,023,350 702,342 1,011,230 (12,120) ‐1.2% 19.8%
600 Capital Outlay 23,098 60,000 54,391 82,000 22,000 36.7% 1.6%
000 Interfund Transfer ‐ 179,000 ‐ 304,000 125,000 69.8% 6.0%
Total Expenditures 4,297,612$ 4,891,363$ 2,954,763$ 5,104,749$ 213,386$ 4.4% 100.0%
Preliminary Budget Document Page 74
498 ‐ Ambulance Services
BUDGET SUMMARY
(1)(2)(3)(4)(5)(6)(7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
52210 Administration 827,234$ 954,431$ 600,422$ 935,363$ (19,068)$ ‐2.0% 24.6%
52220 Fire Suppression/EMS (165,566) ‐ ‐ ‐ ‐ 0.0% 0.0%
52245 Training Obtained by Employee 11,880 12,000 2,260 ‐ (12,000) ‐100.0% 0.0%
52270 Ambulance Services 2,443,602 2,434,590 1,834,639 2,742,477 307,887 12.6% 72.1%
59422 Fire and EMS Activity (18,076) 95,000 56,009 124,000 29,000 30.5% 3.3%
58120 Interfund Loan Activity 150,000 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 3,249,074$ 3,496,021$ 2,493,331$ 3,801,840$ 305,819$ 8.7% 100.0%
Revenue Summary by Type
330 Intergovernmental Revenues 803,548$ 381,300$ 476,896$ 541,260$ 159,960$ 42.0% 15.0%
340 Charges for Goods/Services 2,573,219 2,492,000 2,292,867 3,073,000 581,000 23.3% 85.0%
360 Miscellaneous Revenues 30,340 ‐ 30,139 ‐ ‐ 0.0% 0.0%
390 Transfer In 58,613 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 3,465,720$ 2,873,300$ 2,799,902$ 3,614,260$ 740,960$ 25.8% 100.0%
Fund Balance
Beginning Balance (Est.)621,497 838,143$ 838,143$ 1,123,536$
Revenue Less Expenditures 216,646 (622,721) 306,571 (187,580)
Ending Balance (Est.)838,143$ 215,422$ 1,144,714$ 935,956$
(1)(2)(3)(4)(5)(6)(7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 1,572,725$ 1,795,744$ 1,405,397$ 1,831,086$ 35,342$ 2.0% 48.2%
200 Personnel Benefits 321,737 536,187 320,289 562,466 26,279 4.9% 14.8%
Sub‐Total ‐ Salaries & Benefits 1,894,462 2,331,931 1,725,686 2,393,552 61,621 2.6% 63.0%
300 Operating Supplies 209,606 150,240 98,888 186,540 36,300 24.2% 4.9%
400 Professional Services 963,548 918,850 626,780 1,097,748 178,898 19.5% 28.9%
600 Capital Outlay (18,076) 95,000 56,009 124,000 29,000 30.5% 3.3%
700 Debt Service ‐ Principal 150,000 ‐ ‐ ‐ ‐ 0.0% 0.0%
000 Interfund Transfer 49,534 ‐ (14,033) ‐ ‐ 0.0% 0.0%
Total Expenditures 3,249,074$ 3,496,021$ 2,493,331$ 3,801,840$ 305,819$ 8.7% 100.0%
Preliminary Budget Document Page 75
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
PARKS, RECREATION & CULTURAL SERVICES 020
GENERAL FUND
Parks, Recreation & Cultural Services Director Susan Schwiesow
Parks Superintendent
Recreation Superintendent Carrie Hoiness
DEFINITION
The Moses Lake Parks, Recreation & Cultural Services Department provides and maintains leisure services
and park facilities for the community. Our mission is to plan, develop, and maintain safe recreational and
cultural facilities and programs for the health, pleasure, and educational use of the community and its
visitors. This is accomplished through professional staff who provide recreational programs and activities
and who maintain facility standards making them aesthetic and desirable for use. Through our services,
we strive to enhance the quality of life for our patrons and that helps make Moses Lake a great place to
live, work and play.
2022 Projects / Work Plan
In addition to operating the many recreation programs that we offer along with operating the numerous
facilities in our inventory we will be accomplish the following:
Continue field overhaul at Paul Lauzier.
Prepare to move into the new Larson Recreation Center.
Replace at least two aging playgrounds with new current equipment.
2021 Accomplishments/Highlights
Parks Maintenance Division
Maintained and operated 5 regional park sites, 14 neighborhood park sites, & 9 mini
park sites (198 acres developed).
Maintained, inspected, and operated 17 community playgrounds.
Maintained and operated 191 individual irrigation systems.
Maintained and operated 22 restroom facilities.
Maintained and operated an ice rink, a Japanese Garden, 8 picnic shelters, a soccer
complex, 2 ballfield complexes, a dog park, a community garden, a BMX track, an RC track, two
stages, 4 boat launches with docks, 1 fishing pier, 8 short term moorage docks, two disc golf
courses, and The Learning Center (TLC).
Provided weed control on city street rights‐of‐way, boulevards, round‐a‐bouts,
undeveloped park sites, municipal tracts property, Sewer Treatment Plants (Total of 755 acres).
Page Break
Recreation Division
Community Recreation
We are continuing to offer hikes in the Columbia Basin.
The Recreation Division is working to bring back a program called, “Adopt a Street.”
We reserved 31 Community Garden plots in 2021.
Punt, Pass & Kick and Soccer Challenge event will run this year but will be more
challenging with having to move the event and having less volunteers due to COVID.
Preliminary Budget Document Page 76
We’ve changed the grades for the After School Sports program we run in partnership
with the MLSD to now include 3rd grade and we took away 6th grade. We had around 60 students
in the 3rd grade age division.
We are continuing to work to bring soccer tournaments to Kvamme soccer
complex. We had one tournament this summer.
We partnered with Kiwanis and Trails Planning Team to help co‐sponsor the 2021 Bike
Rodeo at Paul Lauzier Athletic Complex.
Adult & Youth Sports
Our Beginning Soccer program had record high attendance Fall of 2021.
Most of our summer sport camps including Soccer Camp, Bowling Camp, Golf Camp,
Tennis Camp, and Multi‐Sport Tot Camp, had record high participation.
Our Drop‐in Pickleball program continues to have a small but strong following.
Adult Coed Softball had 13 teams this year, which is up from 2019.
Adult Coed Flag Football
Women’s Volleyball is going this year with 11 teams.
Special Olympics has not run due to extensive COVID‐19 protocols and lack of
coaches. We are hoping to recruit more coaches this winter to support the program.
Preparing to host a USA State Softball tournament next summer for 16 & under.
We’ve started two divisions for our annual cornhole league to try to keep up with its
popularity.
We’ve partnered with two local youth soccer organizations to help run a youth soccer
league for ages 8‐10 years, this fall.
E‐Sports continues to run with a small following.
Adult Golf was offered with 10 registered and 3 on the waitlist.
We added an Adult Coed Soccer League this summer which ran with 4 teams.
Larson Playfield and Paul Lauzier Athletic Complex
We had 20 scheduled tournaments but only 7 ran. Some of the main reasons
tournaments cancelled was because of teams getting COVID, COVID tournament guidelines
were too tough to follow, and lack of umpires.
20 tournaments is higher than normal and were able to do this by recruiting new
tournaments along with utilizing fields better and most tournaments were smaller this year than
normal.
In 2020 we had zero tournaments run due to COVID.
In 2019 we had 14 tournaments run.
Museum & Art Center
Reopened after a two‐month closure January 12, 2021, made changes to the museum to
comply with COVID reopening guidelines.
Hosted booths at the Farmer’s Market to network and aid visibility in the community.
Began new programming in the form of field trips, classes, and pre‐school programs.
Changed the membership structure so that basic Museum Membership can be
purchased for as little as $1.
Obtained a $39,000 IMLS grant for exhibit design and consulting costs.
Obtained $150,000 for re‐do of four permanent history exhibits.
Spearheaded the effort to get Creative District certification for Moses Lake.
Hired a Creative District Coordinator who reports to the Museum Manager.
Preliminary Budget Document Page 77
Hosted a national juried art show, opening for which brought more than 90 people to
the museum.
Partnered with the Audubon Society for an evening “bird friendly” event.
Started a “drop in crafting” program that has been popular with visitors.
Sponsored three youth art contests.
Surf ‘n Slide Waterpark
The Waterpark closed 8 days due to smoke this year. We were only open 76 days. We
typically are open around 85‐90. School also ended a week later this year which contributed to
less days.
Total attendance was 52,837 which is down roughly 30,000 compared to normal years.
We also turned people away due to capacity limitations until June.
We only sold 1,829 season passes. In 2019 we had 2,152 passes sold.
We had 1,078 swim lesson registrations which is about 200 more than normal.
We had 13 rentals happen this year. Two were cancelled due to COVID, 3 cancelled due
to smoke.
We held 10 lifeguard classes this year, only getting 26 lifeguards. We typically get this
many lifeguards in our Spring Break lifeguard class and then do one class in summer where we
see 4‐8 more lifeguards. The high school lifeguard classes provide around an additional 25 which
we also didn’t have. We started our season short around 30 lifeguards and had to place
groundskeepers in chairs as well as run the Flowrider without a divider to be able to stay open.
No COVID cases/outbreaks despite 145 staff working very closely together every day.
Moses Lake Ice Rink and Roller Rink
Season was 81 days (99 days in 2019) long from open to close last year. We were delayed one week
due to weather. 61 days (70 in 2019) open for public skate. We opened 3 weeks late and then kept
the ice rink open for an additional week beyond the anticipated closure date.
Total attendance for public skate was 3,196. In 2019 we had 8,581 people. We did not
do season passes last season due to limited attendance. We only had 90 minute sessions limited
to 40 people per session.
No hockey tournaments were allowed due to COVID.
Beginning Hockey had 20 kids enrolled (56 participants in 2019) for the program.
The Ice Rink had 47 participants in Ice Skating Lessons. (43 in 2019)
Our Youth Hockey had 85 kids registered. There were no games due to COVID, only
practices.
Adult hockey league was cancelled.
Play Hockey like a Girl was cancelled.
We had 12 non‐hockey related rentals such as birthday parties, churches and private
rentals for companies.
Roller Skating was not open this year due to construction.
Pickle ball – We’ve only had 44 people play over 14 evenings.
The Adult Hockey League has 32 registered players.
Play Hockey like a Girl ‐ 32 girls from ages of 4‐57 came out for a skills clinic and play
girls‐only hockey games.
We have a staff of 12 people who operate the rink. This does not include parks
maintenance staff.
We had 11 non‐hockey related rentals such as birthday parties and private rentals for
companies and schools.
Preliminary Budget Document Page 78
Roller Skating was not open this year due to COVID.
Pickle ball – 112 people come out for drop‐in over 10 evenings.
BMX
BMX has had 2,058 riders over 20 races this year.
Spring Fever Race Ready Clinic had 25 participants. We typically see around 6‐11 each
year.
Special Events
More anticipated and highly attended events that happened are the following:
Seattle Outboard Racing (April 16‐18, 2021)
Freedom Fest (July 4th)
Chief Moses Banner Unveiling (July 6th)
DMLA hosted Summer Street Open Mic Night (August 14th & July 17th)
Cowboy Breakfast (August 13th)
Buddy Walk (September 25th)
New Goals
Implement new Youth Scholarship Program and build up program funds.
Recruit and retain quality lifeguards.
Increase Soccer Tournaments.
Retain current softball and baseball tournaments and continue to work with local
organizations to bring more games and tournaments.
Expand field trip opportunities for Explorer’s Day Camp.
Transition into operating new Larson Recreation Center including expanding programs
opportunities for the community.
Recruit and retain quality tot sport instructors and build the program back up.
Promote ongoing education for all department staff.
Administration Division
Delivered Spring and Fall/Winter programs guides to over 5,000 students in the Moses
Lake School
District.
Processed weekly time sheets, purchase orders and other required paperwork.
Administered background checks on seasonal staff, coaches, volunteers, & instructors.
Processed all Special Event applications.
Provided clerical support to Moses Lake Parks, Recreation & Cultural Services Advisory
Board.
Staffed front counter at Parks, Recreation & Cultural Services Department.
Communication & Marketing
Increased visits to the City website by 61 percent during the past year.
Added new social media pages for tourism on Facebook and Instagram, reaching 19,000
more people.
Continued statewide tourism marketing efforts to attract visitors to Moses Lake and
generate more local hotel stays. In August, Hotel/Motel tax increased from $89,804 compared
to $63,852 in 2020. This is the first month since the COVID shutdowns in March 2020 that the
monthly total exceeded the 2019 level, according to a recent Finance report.
Preliminary Budget Document Page 79
Reached 181,800 adults aged 25 plus with an outdoors radio advertisements, 735,000
website views of a fishing homepage banner ad, and 51,100 Spokane Exchange newspaper
readers in Eastern Washington by partnering with Fishing Magician outdoors columnist Dave
Graybill.
Updated nine community kiosks throughout Moses Lake with new maps and community
event posters.
Published 20,000 copies of an updated Moses Lake Visitor’s Guide to distribute in
hotels/motels along I‐90 and in the City’s Visitor Information Center.
Published 43,500 copies of an updated Moses Lake community brochure for distribution
in Spokane and in Washington state’s ferry system in Western Washington.
Strengthened community engagement by joining five neighborhoods Facebook group
such as Mae Valley Community Watch‐Moses Lake, Guffin Ecles Neighborhood Group, Knolls
Vista Neighborhood Watch, Building a Better Moses Lake, and Loving Moses Lake.
Preliminary Budget Document Page 80
PERFORMANCE STATISTICS
2019 2020 2021 (YTD)
Moses Lake Museum & Art
Ctr.
Total days open 299 169 297 (projected)
Number of temporary exhibits 10 9 13
Number of onsite programs 53 19 86
Virtual programs 3
Total patronage 10,062 2,841* 3,500 (YTD)
Surf ‘n Slide Water Park
Annual attendance 80,993 0** 52,837
Total days open 90 0** 76
Total Lesson Sessions 3 0** 3
Cascade Campground
Total days open 185 126 153
Total campsite rentals 2,945 2,572*** 2,717
Larson Playfield
Total BB/SB Tournaments 10 0 4
Total Games 203** 0**** 170
Paul Lauzier Athletic Complex
Total BB/SB Tournaments 17 0 4
Total Games 536** 0**** 284
Municipal Ice Rink
Total Days Open 67 57 57 (YTD)
Total Lesson Sessions 2 2 2
Total Hockey Tournaments 3 0 0
* The Museum & Art Center was closed from March 17 – August 27, 2020 due to COVID. The facility re‐
opened on August 28, 2020.
** The Surf ‘n Slide Waterpark was closed due to COVID.
***The number of campsite rentals does not include the month of May (Memorial day week‐end which
we are normally completely full for all three (3) nights) as the facility was closed due to COVID.
**** Listed games do not include tournament or practice games. These are pre‐scheduled “stand alone”
games only. Also, there were no tournaments or games due to COVID. We were able to schedule
practices once our county reached Phase 2.
Page Break
Preliminary Budget Document Page 81
AUTHORIZED PERSONNEL
Position Title 2020
Actual
2021
Amended
Budget
2022
Proposed
Budget
Director 1.00 1.00 1.00
Parks Superintendent 1.00 1.00 1.00
Recreation Superintendent 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00
Customer Service Technician 0 0 1.00
Recreation Supervisor 2.00 2.00 2.00
Recreation Coordinator 0 0 1.00
Recreation Specialist 1.00 1.00 1.00
Museum & Art Center Manager 1.00 1.00 1.00
Museum & Art Center Curator 1.00 1.00 1.00
Parks Supervisor 1.00 1.00 1.00
Parks Maintenance Technician 7.00 7.00 7.00
Parks Maintenance Worker 2.00 2.00 3.00
Communications Specialist 1.00 1.00 1.00
Total Regular Full‐Time Personnel 20.0 20.0 23.0
Museum Assistant (part‐time) 5.00 5.00 5.00
Creative District Coordinator (part‐time)0 0 1.00
Campground Caretaker (part‐time)1.00 1.00 1.00
Customer Service Attendants (part‐time)0 0 4.00
Total Regular Part‐Time Personnel 6.00 6.00 11.00
Note (a): Parks & Recreation uses many seasonal temporary personnel for many of our seasonal needs. The
temporary pay portion of the budget is considered to be available funding, not FTEs or Regular Part‐time personnel
and are not included as part of permanent budgeted positions.
Parks, Facilities and Undeveloped Property Inventory
1. Basin Homes Park ‐ 1201 N Paxson Dr. (8.5 undeveloped) – Future
neighborhood park site and native walking trail.
1a. Basin Homes Dog Park ‐ Corner of Central & Paxson (1.5 acres) ‐ Fenced, off‐leash
dog park with separate areas for small and large dogs. Includes grassy area, dog play
equipment, benches, and tables.
2. Barrington Point Park ‐ Paxson Drive & Rambler Street (.5 acres undeveloped) ‐
Future neighborhood park site.
3. Blue Heron Park – 111 Westshore Drive (24 acres with 54 acres undeveloped)
‐ Waterfront park with shoreline access. Picnic shelter rental, restrooms, boat launch,
and fishing bridge. Playground area, unsupervised swim area, additional picnic areas
with BBQ Grills, and a Nine Hole Disc Golf Course. Native walking trails, trail system for
walking and biking, wetland areas, wildlife habitat and viewing.
4. BMX Track ‐ 610 Yakima Avenue ‐ Sanctioned 1200’ track, three turns,
automatic start gate and portable restrooms.
5. Carl T. Ahlers Park ‐ 500 W. 3rd Avenue (.5 acres) ‐ Park picnic area.
6. Carpenter Park ‐ 1522 Lee Street (1.5 acres) ‐ Youth baseball/soccer practice
fields, playground area, basketball court, and picnic area with BBQ Grill.
7. Cascade Park ‐ 2001 Valley Road ‐ (30 acres) ‐ Waterfront park with shoreline
access. Boat launch, boat day moorage docks, fishing, restrooms and swimming area.
Preliminary Budget Document Page 82
Day use area, campground, soccer fields and seasonal T‐ball fields. Picnic shelter rentals,
playground areas, and additional picnic areas with BBQ Grills.
7a. Cascade Campground ‐ 2001 Valley Road (30 acres) ‐ Waterfront campground with
on‐site caretaker. 41 RV sites (water/ electricity), 32 tent sites (water) and one ADA tent
site. RV dump station, bathhouse/restrooms, and overnight boat moorage.
7b. Levi Kvamme Soccer Complex ‐ 2001 Valley Road ‐ Youth and adult competitive
soccer fields. 1 regulation size and 5 modified fields.
8. Civic Center Park ‐ 411 S. Balsam Street (9 acres) ‐ Open park area with picnic
tables, benches and restrooms. WSU Grant/ Adams Master Gardeners Drought Tolerant
Demonstration Garden area. Moses Lake Civic Center building, City Hall Administration,
Finance and Utilities. Moses Lake Parks & Recreation Office, Moses Lake Museum & Art
Center, Police Department, Engineering and Community Development offices. The
Moses Lake Public Library and Chamber of Commerce building.
9. Community Garden ‐ 317 Alder Street ‐ (1 acre) ‐ 65 raised garden plots.
Greenhouse, tool shed, portable restrooms and water system on site.
10. Crossroads Park ‐ 1600 Truman Drive (3.65 acres) ‐ Neighborhood park site.
Playground, picnic shelter, soccer field, game slab/basketball hoops.
11. Dick Deane Family Historical Park 800 Alder Street (1.3 acres) – Mini park site.
Picnic Shelter, Pathway, adjacent to wetland and Japanese Garden.
12. Gillette Park ‐ 205 E. 11th Avenue (1 acre) ‐ Playground and picnic area.
13. Harrison K. Dano Park ‐ 501 S. Paxson Drive (4.75 acres) ‐ Two modified size
soccer fields, picnic area and portable restrooms.
14. Hayden Park ‐ 1108 St. Helens Avenue (.5 acres) ‐ Playground and picnic area.
15. Japanese Peace Garden ‐ 800 Alder Street (4 acres) ‐ Open park area with picnic
tables and restrooms. As you stroll through the garden, the Torii Gate, Bamboo
Tea Hut and landscape give visitors a tranquil place to meditate and enjoy the sights and
sounds of the garden. Its ponds, stream and waterfall are home to colorful Koi. The
Japanese lanterns, granite pagoda and stone walking path add to the Peace Garden’s
natural beauty. This facility is seasonal.
16. John E. Calbom Island Park ‐ Lewis Horn and Parker Horn (5 acres) ‐ Natural
wildlife habitat with wildlife viewing.
17. Ice Rink/Roller Rink (Seasonal) ‐ 610 Yakima Avenue ‐ Open November through
February. Ice skating lessons, hockey program and skate rentals.
18. Juniper Park ‐ 902 Juniper Drive (.5 acres) ‐ Playground and picnic area.
19. Knolls Vista Park ‐ 444 Knolls Vista Drive (4 acres) ‐ Youth baseball field,
restrooms, and basketball court. Playground and picnic area.
20. Laguna Park ‐ Sage & Laguna (.5 acres developed and 6.5 acres undeveloped)
‐ Neighborhood park site.
21. Lakeview Park ‐ 802 S. Clover Drive (5 acres) ‐ Youth baseball field,
restrooms, playground and picnic area.
22. Larson Playfield ‐ 2501 W. Broadway Avenue (18 acres) ‐ Lighted baseball and
softball complex. Playground and picnic area. Restrooms and batting cage. Home of the
2000, 2009 & 2013 Babe Ruth World Series.
23. Longview Park ‐ Longview Street & Sunny Drive (5 acres undeveloped) ‐ Future
neighborhood park site.
24. Lower Peninsula Park ‐ 3919 Peninsula Drive (9 acres with 13 acres
undeveloped) ‐ Waterfront park with shoreline access. Boat launch, fishing, picnic areas,
Preliminary Budget Document Page 83
and restrooms. Natural trails, wildlife habitat and wildlife viewing. A 9‐hole disc golf
course.
25. Moses Lake BMX Track ‐ 610 Yakima Avenue ‐ Sanctioned 1200’ track, three
turns, automatic start gate and portable restrooms.
26. RC Track ‐ 610 Yakima Avenue ‐ (1 acre) ‐ The 760’ Off Road Track features
a remote‐control operator’s area to power up and perform maintenance and repairs.
Built with a rock crawler area that adds different challenges for drivers, who can view
their runs from the driver’s area.
27. Marina Park ‐ 1414 Marina Drive (.5 acres) ‐ Waterfront park with shoreline
access. Picnic areas and fishing.
28. McCosh Park ‐ 401 W. 4th Avenue ‐ (22 acres) ‐ Waterfront park with shoreline
access. Water Park, Amphitheater, lighted tennis courts, basketball courts and picnic
areas. Picnic shelter rental, playground areas, restrooms and walking paths. Special
events ‐ Moses Lake Spring Festival, Farmers Market, Manta Ray swim meet.
28a. Surf ‘n Slide Water Park ‐ 401 4th Avenue ‐ Olympic size pool with zero‐depth
area. Water slides, water features, sand volleyball courts and playground area. Surf
the Flowrider, play in the youth splash pad and float around the Lazy River. Bathhouse,
restrooms, aquatic sales area, concessions and shelter rental available. Grassy picnic
areas with chairs and lounge chairs on site. Open Memorial Day weekend ‐ Labor Day
weekend.
28b. Centennial Amphitheater ‐ 999 Dogwood Street ‐ Performing Arts stage. Home to
the Free Summer Concert Series and Movies in the Park which is temporarily on hold.
Concerts feature a variety of music and styles. Features a casual grass bowl seating area.
Spectators enjoy the view, performances and shows, with the lake serving as a beautiful
backdrop.
29. Montlake Park ‐ 401 Linden Avenue (10 acres) ‐ Waterfront park with shoreline
access. Boat launch, day moorage, fishing, picnic areas, and restrooms. Picnic Shelter
rental, playground area, natural trails, wildlife habitat and wildlife viewing.
30. Moses Lake Museum & Art Center ‐ 401 S. Balsam Avenue ‐ The museum
features long term and traveling historical exhibits, museum store, art gallery and the
prestigious Adam East Collection of Native American artifacts. Special events and classes
as scheduled.
31. Neppel Landing ‐ 104 S. Alder Street (2.5 acres) ‐ Waterfront park with shoreline
access. Kayak and Canoe rack. Boat day moorage dock, fishing, and picnic shelter. Trail
system walking and biking path.
32. Paul Lauzier Athletic Complex ‐ 933 Central Drive (34 acres) ‐ Lighted multi‐use
facility which includes baseball, softball, and soccer fields. Playground, restrooms,
concessions, basketball court and picnic areas.
33. Peninsula Park ‐ Texas Street & Russell Street (1 acre) ‐ Playground area.
Basketball court and picnic areas.
34. Power Pointe Park ‐ 1647 Beaumont Street (2.65 acres) ‐ Open neighborhood
park area.
35. Sinkiuse Square ‐ 306 Ash Street (.5 acres) ‐ Performing Arts Stage with annual
special events scheduled. A casual grassy seating area, game tables, restrooms and
fountain give the downtown area a place for people to enjoy the outdoors. Enjoy the
two (2) new electric vehicle charging stations.
Preliminary Budget Document Page 84
36. Skate Park ‐ 414 W. 4th Avenue (.5 acres) ‐ 1,900 Square Feet of Hard Surface
area. Combo Half Pipe, Quarter Pipe, Bank Ramp, Hump Ramp, Fly Box, Slider Rails, and
portable restroom.
37. Sun Terrace Park – 4701 W Hawk Street (11.2 acres) ‐ Future neighborhood park
site.
38. The Learning Center (TLC) ‐ 701 Penn Street (1 acre) ‐ The 6,000 sq. ft. building
provides space for a variety of youth and adult programs. The facility features the ability
to program cultural and recreational activities.
39. Three Ponds Wetland Park ‐ 800 Alder Street (12 acres) ‐ A wetland area.
Natural wildlife habitat with viewing areas from the Japanese Peace Garden and deck
located on Seventh Avenue and Division Street.
40. Wanapum Trail – 3150 Wapato Dr (.2 acres) – Trail system for walking and
biking. Basketball/Pickleball Court.
41. Yonezawa Park ‐ 300 W. Yonezawa Boulevard. (5 acres) ‐ Regulation size soccer
field, picnic area, playground, fitness stations and portable restrooms.
CAPITAL IMPROVEMENTS 2022 (PARKS, RECREATION & CULTURAL SERVICES)
Currently requested with funding allocation
1. Remove and replace playground at Cascade Park $130,000
2. Remove and replace playground at Lakeview Park $92,036
3. Lauzier Fields 4 & 5 Improvements $115,000
4.
Total Parks & Recreation Capital Projects – General Fund 020 $337,036
Currently requested without funding allocation
1. Montlake Park Restroom Replacement $300,000
2. Blue Heron Park Restroom Replacement $275,000
3. Lauzier Fields 1, 2 & 3 Netting $21,500
CONCLUSION
As a result of your support as a City Council and an amazing staff here in our department and others, we
have a healthy Parks and Recreation system that includes a variety of quality recreational facilities and
programs. As all are aware, this has been a very challenging year with the Covid‐19 pandemic.
Our amazing staff have stepped up to the challenge and worked tirelessly to provide recreational facilities
and activities to the community. The Surf ‘n Slide Water Park was able to resume operations, several
tournaments were able to happen, Explorer’s Day Camp was successful and picnic shelters were rented
out. The Museum & Art Center provided many opportunities for all ages to visit and create wonderful
project from pre‐school age to adults. Our department was very excited to be able to program and provide
some normal activities for our community and visitors. Our staff has remained focused and motivated
with numerous creative opportunities provided to the community (within the required parameters). Just
as water, sewer, and public safety are considered essential public services, parks and recreation facilities
and programs are vitally important in establishing and maintaining the quality of life in the community,
Preliminary Budget Document Page 85
ensuring the health of families and individuals, and contributing to the economic and environmental well‐
being of the community. There are no communities that pride themselves on their quality of life, promote
themselves as a desirable location for businesses to relocate, or maintain that they are environmental
stewards of their natural resources, without such communities having a robust, active system of parks
and recreation programs for public use and enjoyment. Thank you for your ongoing support. With that
valuable support, we will continue to improve the quality of life for our citizens and visitors.
020 ‐ Parks and Recreation
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
57110 Administration 212,073$ 360,233$ 288,362$ 375,661$ 15,428$ 4.3% 5.1%
57120 Education & Rec Servcs 742,668 761,157 464,068 756,471 (4,686) ‐0.6% 10.3%
57525 Maintenance ‐ Amphitheater 1,431 5,200 55 ‐ (5,200) ‐100.0% 0.0%
57528 Operations ‐ General 682 526 518 529 3 0.6% 0.0%
57530 Museums & Art Galleries 1,142,192 1,055,614 714,241 476,174 (579,440) ‐54.9% 6.5%
57620 Swim Pools 62,514 625,368 507,184 758,116 132,748 21.2% 10.3%
57621 Surf N Slide Maint 206,365 391,559 193,453 320,348 (71,211) ‐18.2% 4.4%
57622 Surf N Slide Concessions ‐ ‐ ‐ ‐ ‐ 0.0% 0.0%
57623 Surf N Slide Merchandise ‐ 10,000 ‐ 10,000 ‐ 0.0% 0.1%
57630 Campgrounds 30,326 38,840 24,530 39,267 427 1.1% 0.5%
57680 General Parks 2,561,003 2,632,633 1,857,279 3,546,384 913,751 34.7% 48.2%
57681 Larson Concession 1,298 17,000 365 8,500 (8,500) ‐50.0% 0.1%
57683 Larson Rec Complex 4,189 37,753 24,238 112,844 75,091 198.9% 1.5%
57685 LRC Bldg Maint 18,313 17,000 7,056 18,000 1,000 5.9% 0.2%
57686 General Bldg Maint 63,792 67,500 49,656 67,500 ‐ 0.0% 0.9%
59476 Park Facilities ‐ 400,000 407,107 337,036 (62,964) ‐15.7% 4.6%
59700 Transfers Out (Debt Service) 114,400 554,600 112,900 535,800 (18,800) ‐3.4% 7.3%
Total Expenditures 5,161,246$ 6,974,983$ 4,651,012$ 7,362,630$ 387,647$ 5.6% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 1,564,800$ 2,300,995$ 1,726,365$ 2,711,014$ 410,019$ 17.8% 36.8%
200 Personnel Benefits 731,768 885,838 488,741 983,480 97,642 11.0% 13.4%
Sub‐Total ‐ Salaries & Benefits 2,296,568 3,186,833 2,215,107 3,694,494 507,661 15.9% 50.2%
300 Operating Supplies 284,948 476,500 247,993 506,500 30,000 6.3% 6.9%
400 Professional Services 2,465,330 2,343,050 1,667,905 2,274,300 (68,750) ‐2.9% 30.9%
600 Capital Outlay ‐ 414,000 407,107 351,536 (62,464) ‐15.1% 4.8%
000 Transfer Out 114,400 554,600 112,900 535,800 (18,800) ‐3.4% 7.3%
Total Expenditures 5,161,246$ 6,974,983$ 4,651,012$ 7,362,630$ 387,647$ 5.6% 100.0%
Preliminary Budget Document Page 86
Fund 314 ‐ Parks & Recreation Improvements ‐ Capital Fund
BUDGET SUMMARY
(1)(2)(3) (4)(5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
59476 R&M Special Purpose Paths 603,444$ 11,500,000$ 2,373,322$ ‐$ (11,500,000)$ ‐100.0% 0.0%
57683 Larson Recreation Center ‐ ‐ 45,352 ‐ ‐ 0.0% 0.0%
Total Expenditures 603,444$ 11,500,000$ 2,418,674$ ‐$ (11,500,000)$ ‐100.0% 0.0%
Revenue Summary by Type
360 Miscellaneous Revenues 1,350$ 2,000$ ‐$ ‐$ (2,000) ‐100.0% #DIV/0!
390 Other Financing Sources ‐ 12,000,000 11,629,121 ‐ (12,000,000) ‐100.0% #DIV/0!
397 Transfers In 905,000 ‐ ‐ ‐ ‐ 0.0% #DIV/0!
Total Revenues 906,350$ 12,002,000$ 11,629,121$ ‐$ (12,002,000)$ ‐100.0% #DIV/0!
Fund Balance
Beginning Balance (Est.)300,057$ 602,963$ 602,963$ 1,104,963$
Revenue Less Expenditures 302,906 502,000 9,210,447 ‐
Ending Balance (Est.)602,963$ 1,104,963$ 9,813,410$ 1,104,963$
Includes architect costs to develop plans to remodel the Larson Recreation Center funded by a transfer of lodging taxes. We
are clearing out this account in anticipation of the actual construction budget for the proposed new recreation center.
Preliminary Budget Document Page 87
Fund 315 ‐ Park Mitigation Capital Projects
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
59700 Transfers Out (to 314) 680,000$ 152,100$ ‐$ ‐$ (152,100)$ ‐100.0% 0.0%
57683 Larson Recreation Center ‐ ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 680,000$ 152,100$ ‐$ ‐$ (152,100)$ ‐100.0% 0.0%
Revenue Summary by Type
340 Charges for Goods/Services 74,900$ 79,480$ 74,222$ 20,000$ (59,480) ‐74.8% 100.0%
360 Miscellaneous Revenues 3,254 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 78,154$ 79,480$ 74,222$ 20,000$ (59,480)$ ‐74.8% 100.0%
Fund Balance
Beginning Balance (Est.)705,082$ 103,236$ 103,236$ 30,616$
Revenue Less Expenditures (601,846) (72,620) 74,222 20,000
Ending Balance (Est.)103,236$ 30,616$ 177,458$ 50,616$
Includes architect costs to develop plans to remodel the Larson Recreation Center funded by a transfer of lodging taxes. We
are clearing out this account in anticipation of the actual construction budget for the proposed new recreation center.
Preliminary Budget Document Page 88
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
ENGINEERING SERVICES 010
GENERAL FUND
Municipal Services Director David Bren,
PE
City Engineer Richard Law,PE
DEFINITION
The Engineering Division is responsible for the administration and preparation of reports, designs, plans,
specifications, grant applications, construction inspection, and cost estimates for state, federal, and
locally funded construction projects, local improvement districts and private development projects.
Services provided by this division include determining and acquiring right‐of‐way needs for public
infrastructure projects, coordinating and supervising work of private developers, providing survey and
inspection services on public works projects such as sewers, domestic water, storm water and streets,
providing utility connection information and other information concerning City facilities, administering
the permitting of all work in the City right of way including franchise permitting with utility companies,
and providing administrative and technical engineering assistance to other divisions within the City.
Engineering Services Revenue Sources
GF General Fund (Development Review and Inspection Services)
SF Street Fund
ST Storm Water Fund
WA Water System Fund
SS Sewer System Fund
BLDG Building Maintenance Fund
PARKS Parks and Recreation Fund
The Engineering Division is financed by the General Fund. However, staff time is charged to numerous
public and private projects. Significant staff time is also charged to public projects. Public project funds
can be used for staff time that is directly related to the planning, design, and construction management
of the project. In addition, private developers pay design review and inspection fees which is added to
the General Fund.Page Break
DEVELOPMENT SERVICES SECTION:
Development Services provides private development review and inspection services for both the
Municipal Services Director and support to the Community Services Department as follows:
Review of development construction plans for approval by Director.
Inspection of development improvements for acceptance by Council resolution.
Provide confirmation that engineering issues are resolved for approval of private
developments.
Prepare staff reports with information or conformation for resolutions to be presented
to City Council on private development projects including, requests for services outside city
limits, requests to waive or defer improvements, etc.
Attend pre‐application or pre‐plat meetings to provide street and utility information and
requirements for new projects/plats.
Preliminary Budget Document Page 89
Provide preliminary and final plat reviews for plats. Provide construction plan review for
all private development improvements and onsite water/sewer improvements as they
pertain to platting, binding site plans, and commercial/industrial development.
Review requests for occupancy for new residences and buildings to insure issues within
the right of way or other public/private water/sewer/street improvements are completed.
Support reviews for binding site plans.
Verify construction costs provided by contractors for subdivision performance bonds
and maintenance bonds.
Reviewing and preparing legal descriptions for easements and deeds to be granted to
the City or abandon by the City in relation to platting or other developer activities.
Work with property owners to repair hazardous sidewalks when under enforcement by
Community Development.
Provide inspections for all street and utility construction within the right of way,
easements, and private onsite water/sewer mains to ensure compliance with the
Community Standards.
Addressing all newly developed properties within the City limits and provide assistance
to the public for existing addressing.
Research utility requests and provide utility information (user fees, reimbursements,
permit information) to developers, real estate companies, property owners, and private
individuals.
Issue and maintain records for Street and Utility Construction Permits for all
construction within City right of way or easements.
Maintain Street and Utility Construction Bonds for contractors that work in the City.
Complete end of year fixed asset inventory for developer projects and provide them to
Finance.
Be on call for the front counter. This includes street and utility construction permits,
utility requests, and assisting the public for various issues that may be presented.
Maintain reimbursement costs, system development charges, and water user fees and
provide cost updates yearly per the CPI.
Other duties as assigned by the Director.
CAPITAL ENGINEERING SERVICES SECTION:
Capital Improvement Engineering Services provides administration, surveying, design, contracting,
inspection, and project completion services for all Municipal Capital Improvement Projects under
the supervision of the City Engineer and by direction of the Municipal Services Director. Capital Work
planned for 2021 is expected to include the following types of projects:
Utility Rehabilitation
Sidewalk Safety Projects
Annual Crack Seal Project
Annual Seal Coat Project
Citizen, City Manager and Council Requests
Maintain and Update Maps and Records
Legal Descriptions
Stormwater Analysis and Review
Traffic Counts and Analysis
Six Year Transportation Improvement Program
Grant Applications for TIB, Safe Routes to School, etc.
Preliminary Budget Document Page 90
Budget Preparation
Utility Installation/Upgrades
Assistance to other City Departments
Pavement Management
Design, preparation and administration of the operating and capital budgets
Other duties as assigned by the Director
Page Break
AUTHORIZED PERSONNEL
Position Title
2019 Actual
2020 Amended
Budget
2021 Proposed
Budget
ADMIN SECTION
Municipal Services Director 1.00 1.00 1.00
Municipal Services Contract Coordinator 1.00 1.00 1.00
Municipal Services Grant Writer (NOTE 2) 1.00* 1.00*1.00*
Municipal Services Support Specialist 1.00 1.00 1.00
DEVELOPMENT SECTION
Development Manager 1.00 1.00 1.00
Development Surveyor 0.00 1.00 1.00
Engineering Technician 3 (NOTE 1) 1.00 1.00 1.00
Engineering Technician 1 (NOTE 1) 1.00 1.00 1.00
CAPITAL SECTION
City Engineer 1.00 1.00 1.00
Project Engineer 1.00 1.00 1.00
Design Engineer 1.00 1.00 1.00
Project Surveyor 0.00 1.00 1.00
Engineering Technician 3 (NOTE 1) 1.00 1.00 1.00
Engineering Technician 3 (NOTE 1) 1.00 1.00 1.00
Engineering Technician 1 (NOTE 1) 1.00 1.00 1.00
GIS SECTION
GIS/Programming Manager (3) 1.00 1.00 1.00
GIS/Locator Technician (4) 1.00 1.00 1.00
GIS Maintenance Technician (4) 0.00 0.00 1.00
ENVIRONMENTAL SECTION
Storm Water Manager 1.00 1.00 1.00
Total Personnel 17.00 17.00 18.00
(1) The Senior Engineering Technician title was changed to the Engineering Technician Levels 1‐4 title.
(2) One Senior Engineering Technician position is being re‐allocated to a Municipal Services Grant Writer position.
(3) The GIS/Programming Manager position is allocated 50% each to Water and Wastewater.
(4) The Locator/GIS Technician position is allocated 25% to Streets, 25% to Stormwater, 25% to Water, and 25%
to Wastewater.
Preliminary Budget Document Page 91
(5) The GIS Maintenance Technician is the only new position requested for the year. The GIS Maintenance
Technician position is allocated 25% to Streets, 25% to Stormwater, 25% to Water, and 25% to Wastewater.
010 ‐ Engineering
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
53810 Admin Engineering Svs 898,926$ 534,973$ 225,110$ 261,324$ (273,649)$ ‐51.2% 11.7%
53820 Plans & Services 1,189,023 1,506,550 1,137,767 1,778,652 272,102 18.1% 79.9%
53840 Training 5,286 ‐ ‐ ‐ ‐ 0.0% 0.0%
53850 Facilities 117,137 142,200 114,335 185,200 43,000 30.2% 8.3%
Total Expenditures 2,210,372$ 2,183,723$ 1,477,211$ 2,225,176$ 41,453$ 1.9% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 1,235,918$ 1,219,887$ 863,428$ 1,208,130$ (11,757)$ ‐1.0% 54.3%
200 Personnel Benefits 597,110 601,236 369,138 598,746 (2,490) ‐0.4% 26.9%
Sub‐Total ‐ Salaries & Benefits 1,833,028 1,821,123 1,232,565 1,806,876 (14,247) ‐0.8% 81.2%
300 Operating Supplies 16,414 13,200 1,738 13,200 ‐ 0.0% 0.6%
400 Professional Services 360,930 349,400 242,908 405,100 55,700 15.9% 18.2%
Total Expenditures 2,210,372$ 2,183,723$ 1,477,211$ 2,225,176$ 41,453$ 1.9% 100.0%
Preliminary Budget Document Page 92
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – STREETS 116
Municipal Services Director David Bren
Public Works Superintendent Michael G. Moro, PE
Street Division Supervisor Brian Baltzell
DEFINITION
The City of Moses Lake Street Division is responsible for maintaining the City road surfaces including
painting City cross walks, parking zones, long lining City streets, snow and ice control, spraying road
sides and alleys, grading alleys, maintain traffic signals, maintain traffic signs, maintain pavers, installing
thermo plastic, preparing for events that include parades and local activities that include traffic control
and other duties that may arrive. The Street Division strives to keep the City’s roads and infrastructure
maintained at a high quality to provide the best service we can to the citizens of Moses Lake.
This Division is also responsible for the repair and maintenance of approximately 29 miles of storm
water piping, 200 lane miles of street sweeping, 1865 catch basins and 1485 other support structures.
The Street Division activities include regular planned maintenance as well as emergency repairs and
specialty projects that may come up from other divisions or departments. During snow and ice
conditions the Street Division has three 5‐yard and two 10‐yard trucks that we use to put down product
to control snow and Ice. This year we will be utilizing our liquid product more to help be more proactive
to winter weather. In the case of a larger snow event the City has one grader that is used to remove
snow from City roads. The Division will call out local contractors in the event of a large snow to have the
residential roads plowed.
The sign shop consists of 1 full time employee who maintains and designs all traffic signs as well as
maintaining and repairing damaged signs and graffiti. The operator also builds and installs new signs per
traffic engineers or as appointed by management. The sign shop is a key piece of traffic efficiency that is
provided for motorists and tourists.
BUDGET DECISION REQUESTS
o Replacing one slide‐in sander box for our 10 yard truck (Streets)
o Adding a service truck (Stormwater)
o Adding a Crew lead position in Stormwater
o Adding 1 additional fulltime employee in storm water
o Adding 1 service trucks in storm water for the new position
o Contract for a Cost of Service study for Stormwater, since the ongoing operating
and capital needs aren’t being fully supported (Budgeted)
PERFORMANCE STATISTICS
Street Maintenance
2020
Actual 2021
Prelim 2022 Projected
Potholes filled with 5,200 pounds of cold mix material using
Mastic machine. Mastic machine purchased in 2018. Prior to
that, used hot mix asphalt (HMA).
950 950 950
Lane miles painted ‐ center yellow and white fog lanes 100 100 100
Preliminary Budget Document Page 93
Miles of gravel roads maintained 6 6 6
Miles of gravel and asphalt alleys maintained 6 6 6
Miles of gravel alleys sprayed 5.2 5.2 5.2
Signalized intersections maintained (including crosswalks and
flashing 4‐way intersections) 16 16 16
4‐way flashing intersection maintained 1 1 1
Miles of road shoulders maintained and sprayed 45.8 45.8 45.8
Lane miles maintained (road surface and snow removal)200 200 200
Square feet of concrete brick pavers maintained (in the Central
Business District) 25,000 25,000 25,000
AUTHORIZED PERSONNEL
Streets – Fund 116
Position Title 2020
Actual 2021
Prelim 2022
Proposed
Street Division Supervisor 1.00 1.00 1.00
Street Division Foreman 1.00 1.00 1.00
Street Maintenance Worker/Sign Tech 1.00 1.00 1.00
Street Maintenance Worker 4.00 4.00 4.00
Total Regular Full‐Time Personnel 7.00 7.00 7.00
Seasonal Maintenance Worker 3.00 3.00 1.00
Stormwater – Fund 493
Position Title 2020
Actual 2021
Prelim 2022
Proposed
Stormwater Maintenance Worker 3.00 3.00 3.00
Engineering Tech II 1.00 1.00 1.00
Storm water Foreman Position (Unbudgeted 1.0) 0.00
Total Personnel 4.00 4.00 4.00
Preliminary Budget Document Page 94
116 ‐ Streets
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
54230 R&M Roadway 1,101,760$ 895,843$ 708,632$ 1,691,331$ 795,488$ 88.8% 50.8%
54240 R&M Storm Drainage 9,084 18,010 95 ‐ (18,010) ‐100.0% 0.0%
54261 R&M Sidewalks ‐ 2,000 ‐ 2,000 ‐ 0.0% 0.1%
54263 R&M Street Lighting 465,364 460,700 313,681 463,500 2,800 0.6% 13.9%
54264 R&M Traffic Control Dev 157,862 197,364 86,642 133,910 (63,454) ‐32.2% 4.0%
54266 R&M Snow & Ice Contro 144,988 232,218 162,100 295,000 62,782 27.0% 8.9%
54270 R&M Roadside (115) 115,013 145,600 1,333 147,600 2,000 1.4% 4.4%
54310 OH Management 228,623 241,708 124,269 226,601 (15,107) ‐6.3% 6.8%
54330 OH General Services 26,726 29,770 29,359 32,900 3,130 10.5% 1.0%
54350 Road/Street Constructio 161,100 154,100 115,575 187,500 33,400 21.7% 5.6%
59441 Road/Street Constructio 7,953 ‐ ‐ ‐ ‐ 0.0% 0.0%
59564 Traffic Control Devices 58,486 40,000 ‐ ‐ (40,000) ‐100.0% 0.0%
59700 Transfers Out 152,417 151,000 151,000 150,500 (500) ‐0.3% 4.5%
Total Expenditures 2,629,376$ 2,568,313$ 1,692,686$ 3,330,842$ 762,529$ 29.7% 100.0%
Revenue Summary by Type
320 Licenses & Permits 185,479$ 50,000$ 143,751$ 60,000$ 10,000$ 20.0% 2.3%
330 Intergovernmental Reve 749,713 764,000 341,567 760,000 (4,000) ‐0.5% 29.7%
340 Charges for Goods/Serv 4,717 10,000 10,000 ‐ 0.0% 0.4%
360 Miscellaneous Revenues 38,244 6,000 9,226 1,500 (4,500) ‐75.0% 0.1%
390 Transfers In 1,680,000 1,680,000 1,260,000 1,730,400 50,400 3.0% 67.5%
Total Revenues 2,658,153$ 2,510,000$ 1,754,544$ 2,561,900$ 51,900$ 100.0%
Fund Balance
Beginning Balance (Est.)668,091$ 696,868$ 696,868$ 578,663$
Revenue Less Expenditures 28,777 (58,313) 61,858 (768,942)
Ending Balance (Est.)696,868$ 638,555$ 758,726$ (190,279)$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 490,276$ 562,691$ 388,614$ 592,905$ 30,214$ 5.4% 17.8%
200 Personnel Benefits 208,689 234,352 138,065 206,745 (27,607) ‐11.8% 6.2%
Sub‐Total ‐ Salaries & Benefits 698,965 797,043 526,679 799,650 2,607 0.3% 24.0%
300 Operating Supplies 297,733 334,700 179,032 380,900 46,200 13.8% 11.4%
400 Professional Services 1,413,579 1,244,070 836,441 1,997,292 753,222 60.5% 60.0%
500 Professional Services 243 1,500 579 2,500 1,000 66.7% 0.1%
600 Capital Outlay 66,439 40,000 ‐ ‐ (40,000) ‐100.0% 0.0%
000 Interfund Transfer 152,417 151,000 149,956 150,500 (500) ‐0.3% 4.5%
Total Expenditures 2,629,376$ 2,568,313$ 1,692,686$ 3,330,842$ 762,529$ 29.7% 100.0%
Preliminary Budget Document Page 95
493 ‐ Stormwater
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
##### Preservation Storm Dra 202,296$ ‐$ 953$ ‐$ ‐$ 0.0% 0.0%
54240 R&M Storm Drainage 684,779 842,463 476,328 709,410 (133,053) ‐15.8% 70.4%
##### R&Maintenance Admin 200,224 205,575 148,128 298,428 92,853 45.2% 29.6%
##### Storm Drain Utility 85,606 275,000 63,170 ‐ (275,000) ‐100.0% 0.0%
Total Expenditures 1,172,905$ 1,323,038$ 688,579$ 1,007,838$ (315,200)$ ‐23.8% 100.0%
Revenue Summary by Type
330 State Grants ‐$ ‐$ 95,000$ ‐$ ‐$ 0.0% 0.0%
340 Charges for Goods/Serv 978,340 964,000 741,328 992,000 28,000 2.9% 100.0%
360 Miscellaneous Revenues 1,600 ‐ ‐ ‐ ‐ 0.0% 0.0%
370 Other Revenue & Cap Co 412,050 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 1,391,990$ 964,000$ 836,328$ 992,000$ 28,000$ 2.9% 100.0%
Fund Balance
Beginning Balance (Est.) 514,464$ 733,549$ 733,549$ 302,592$
Revenue Less Expenditures 219,085 (359,038) 147,749 (15,838)
Ending Balance (Est.)733,549$ 374,511$ 881,298$ 286,754$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 298,431$ 295,279$ 222,030$ 360,115$ 64,836$ 22.0% 35.7%
200 Personnel Benefits 94,621 151,117 94,585 166,783 15,666 10.4% 16.5%
Sub‐Total ‐ Salaries & Benefits 393,052 446,396 316,615 526,898 80,502 18.0% 52.3%
300 Operating Supplies 18,086 31,550 3,609 28,200 (3,350) ‐10.6% 2.8%
400 Professional Services 666,657 562,592 305,707 444,240 (118,352) ‐21.0% 44.1%
500 Professional Services 9,504 7,500 ‐ 8,500 1,000 13.3% 0.8%
600 Capital Outlay 85,606 275,000 63,170 ‐ (275,000) ‐100.0% 0.0%
000 Other Financing Source ‐ ‐ (522) ‐ ‐ 0.0% 0.0%
Total Expenditures 1,172,905$ 1,323,038$ 688,579$ 1,007,838$ (315,200)$ ‐23.8% 100.0%
Preliminary Budget Document Page 96
Fund 315 ‐ Park Mitigation Capital Projects
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
59700 Transfers Out (to 314) 680,000$ 152,100$ ‐$ ‐$ (152,100)$ ‐100.0% 0.0%
57683 Larson Recreation Center ‐ ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 680,000$ 152,100$ ‐$ ‐$ (152,100)$ ‐100.0% 0.0%
Revenue Summary by Type
340 Charges for Goods/Services 74,900$ 79,480$ 74,222$ 20,000$ (59,480) ‐74.8% 100.0%
360 Miscellaneous Revenues 3,254 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 78,154$ 79,480$ 74,222$ 20,000$ (59,480)$ ‐74.8% 100.0%
Fund Balance
Beginning Balance (Est.)705,082$ 103,236$ 103,236$ 30,616$
Revenue Less Expenditures (601,846) (72,620) 74,222 20,000
Ending Balance (Est.)103,236$ 30,616$ 177,458$ 50,616$
Includes architect costs to develop plans to remodel the Larson Recreation Center funded by a transfer of lodging taxes. We
are clearing out this account in anticipation of the actual construction budget for the proposed new recreation center.
Preliminary Budget Document Page 97
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – STREET REPAIR/RECONSTRUCTION – FUND 119
Municipal Services Director David Bren, PE
City Engineer Richard Law, PE
Street Division Supervisor Brian Baltzell
FUND DEFINITION
The Street Capital Program is planned, managed, and constructed by revenue from FUND119. The
budget for this fund is provided from several sources as follows:
Revenue Source
REET 1 Real Estate Excise Tax, First Quarter Percent (0.25%)
REET 2 Real Estate Excise Tax, Second Quarter Percent (0.25%)
TBD Transportation Benefit District FUND170 for projects on the 6‐
Year Transportation Improvement Program (TIP)
WAMVFT Washington State Motor Vehicle Fuel Tax
WA Washington State Grants
PROP Property Taxes
2022 CAPITAL PROJECTS LIST:
Priority
Level
Project Name Benefit
Area
Funding
Sources
Cost
Annual Gravel Road Paving Program
(Lark Street and Luta Street)
Local REET $700,000
Annual Chip and Crack Seal Local REET $1,000,000
2022 Marina Drive Neighborhood Revitalization
and Activity Trail Connection
Local REET $500,000
2022 Yonezawa Boulevard Local TBD $1,500,000
2022 Valley Road Reconstruction
(Stratford Road to Paxton Drive)
Local TBD $2,000,000
2022 Longview and Kinder Repairs (Carryforward Project) Local REET $1,600,000
2022 New traffic controllers at all remaining intersections
for switch to radar detection (Carryforward Project)
Local TBD $405,000
2022 ADA Ramp/Access Project (Carryforward Project) Local TBD $120,000
$7,825,000
Preliminary Budget Document Page 98
2022 CAPITAL PROJECTS NARRATIVES:
1. Gravel Road Paving Program ($700,000 Total) – The two proposed projects are as follows:
Lark Street Construction ‐ $400,000 – This improvement from Pioneer Way to Kiefer
Drive would improve the traffic flow and congestion in the Lakeview area due to the
residential, Samaritan Hospital, and Community Health traffic volumes
Luta Street Construction ‐ $300,000 – This project would eliminate the 600‐foot gravel
portion of Luta Street between Grape and Paxson Drive.
2. Crack Seal and Chip Seal Projects – $1,000,000 – The project amount has been increased to
make up for no annual work being conducted in the 2021 year.
3. Marina Drive Neighborhood Revitalization and Activity Trail Connection ‐ $500,000 – This
project provides sidewalk installation, sidewalk widening, and pedestrian lighting improvements
to make the Activity Trail Connection through the Marina Neighborhood. In addition, it provides
for Radar Speeding signage, safety improvements, appearance improvements, and long range
improvements planning for the Neighborhood street improvements.
4. Yonezawa Boulevard ‐ $1,500,000 – This project is for the new elementary school and is being
funded by TBD funds.
5. Valley Road Reconstruction ‐ $2,000,000 – This project would reconstruct Valley Road from the
Stratford Road Intersection to Paxton Drive.
6. Longview Street and Kinder Road Reconstruction ‐ $1,600,000 – This project would bring the
final two streets in the Longview Tracts residential area up to City standards. The City owns
property along the West side on Longview Street for almost the entire length. We received
FEMA funds in due winter damage in 2016. Funds to be used are TBD ‐ $1.4 m, and FEMA ‐ $
200,000.
7. Switch out traffic controllers at 5 intersections to radar detection $405,000 – This is a
carryover project funded through REET and will eliminate the use of wire loop indicators in the
intersections.
8. ADA Ramp Improvements ‐ $120,000 – The City has over 1,000 ramps that do not meet all the
current criteria necessary for a legal handicap ramp. This project will identify issues, classify
issues, estimate costs to fix issues, and plan a long term replace and repair program for ADA
Ramps throughout the City.
Preliminary Budget Document Page 99
Fund 119 ‐ Street Repair
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
54130 Preservation Roadway 715,910$ 3,680,000$ 143,977$ 2,000,000$ (1,680,000)$ ‐45.7% 54.1%
54161 Preservation Sidewalks 157,641 120,000 ‐ ‐ (120,000) ‐100.0% 0.0%
54250 R&M Structures 258 ‐ ‐ ‐ ‐ 0.0% 0.0%
59530 Roadway 1,606,931 ‐ 255,266 1,700,000 1,700,000 0.0% 45.9%
59564 Traffic Control Devices ‐ 405,000 ‐ ‐ (405,000) ‐100.0% 0.0%
59442 Traffic/Pedestrian ‐ ‐ 493,273 ‐ ‐ 0.0% 0.0%
59590 Construction Administ 2,689 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Expenditures 2,483,429$ 4,205,000$ 892,516$ 3,700,000$ (505,000)$ ‐12.0% 100.0%
Revenue Summary by Type
310 Taxes 870,636$ 600,000$ 1,070,136$ 800,000$ 200,000$ 33.3% 28.1%
330 Intergovernmental Rev 33,016 232,900 219,039 33,400 (199,500) ‐85.7% 1.2%
340 Zoning Services & Othe 12,400 ‐ ‐ ‐ ‐ 0.0% 0.0%
350 Fines & Penalties ‐ ‐ ‐ ‐ ‐ 0.0% 0.0%
360 Miscellaneous Revenue 37,328 33,000 81,196 25,750 (7,250) ‐22.0% 0.9%
390 Transfers In 1,650,000 1,850,000 1,387,500 1,984,000 134,000 7.2% 69.8%
Total Revenues 2,603,380$ 2,715,900$ 2,757,871$ 2,843,150$ 127,250$ 4.7% 100.0%
Fund Balance
Beginning Balance (Est.) 2,069,361 2,189,312$ 2,189,312$ 700,212$
Revenue Less Expenditures 119,951 (1,489,100) 1,865,355 (856,850)
Ending Balance (Est.)2,189,312$ 700,212$ 4,054,667$ (156,638)$
(1) (2) (3)(4)(5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
400 Professional Services 901,522$ 3,800,000$ ‐$ 2,000,000$ (1,800,000)$ ‐47.4% 54.1%
600 Capital Outlay 1,581,907 405,000 892,516 1,700,000 1,295,000 319.8% 45.9%
Total Expenditures 2,483,429$ 4,205,000$ 892,516$ 3,700,000$ (505,000)$ ‐12.0% 100.0%
Preliminary Budget Document Page 100
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – TRANSPORTATION BENEFIT DISTRICT (TBD) ‐ FUND 170
Municipal Services Director David Bren, PE
FUND DEFINITION
The Transportation Benefit District (TBD) is a quasi‐municipal corporation and independent taxing
district created for the sole purpose of acquiring, constructing, improving, providing, and funding
transportation improvements within the district.
The City Council of Moses Lake is the governing body of the TBD. The governing body must develop a
plan that specifies the transportation improvements to be provided or funded by the TBD. The
transportation improvement plan shall be updated and advertised annually.
TBD funds do not have to be spent in a specific time frame. The TBD can fund any transportation
improvement contained in the existing transportation plan that is necessitated by existing or
foreseeable congestion levels. This includes maintenance and improvements to city streets,
transportation demand management, and similar items.
2022 PROJECTS LIST
The 2022 projects are listed in the Transportation Improvement Plan. The Six‐Year Transportation
Improvement Plan (TIP) goes to City Council annually for approval. The TIP that included the projects
eligible for TBD funding was approved by City Council at their June 22, 2021 meeting. All street projects
are budgeted in Fund 119 and this budget provides a transfer to that Street Capital fund.
2022 CAPITAL PROJECTS LIST:
Priority
Level
Project Name Benefit
Area
Funding
Sources
Cost
Annual Gravel Road Paving
Program (Lark Street and Luta
Street)
Local REET $700,000
Annual Chip and Crack Seal Local REET $1,000,000
2022 Marina Drive Neighborhood
Revitalization and Activity Trail
Connection
Local REET $500,000
2022 Yonezawa Boulevard Local TBD $1,500,000
2022 Valley Road
Reconstruction (Stratford Road to
Paxton Drive)
Local TBD $2,000,000
2022 Longview and Kinder Repairs (Carryforward Project) Local REET $1,600,000
2022 New traffic controllers at all remaining intersections for
switch to radar detection (Carryforward Project)
Local TBD $405,000
2022 ADA Ramp/Access Project (Carryforward Project) Local TBD $120,000
2022 CAPITAL PROJECTS NARRATIVES:
1. Gravel Road Paving Program ($700,000 Total) – The two proposed projects are as
follows:
Preliminary Budget Document Page 101
Lark Street Construction ‐ $400,000 – This improvement from Pioneer Way to Kiefer
Drive would improve the traffic flow and congestion in the Lakeview area due to the
residential, Samaritan Hospital, and Community Health traffic volumes
Luta Street Construction ‐ $300,000 – This project would eliminate the 600‐foot gravel
portion of Luta Street between Grape and Paxson Drive.
2. Crack Seal and Chip Seal Projects – $1,000,000 – The project amount has been
increased to make up for no annual work being conducted in the 2021 year.
3. Marina Drive Neighborhood Revitalization and Activity Trail Connection ‐ $500,000 –
This project provides sidewalk installation, sidewalk widening, and pedestrian lighting
improvements to make the Activity Trail Connection through the Marina Neighborhood. In
addition, it provides for Radar Speeding signage, safety improvements, appearance
improvements, and long range improvements planning for the Neighborhood street
improvements.
4. Yonezawa Boulevard ‐ $1,500,000 – This project is for the new elementary school and is
being funded by TBD funds.
5. Valley Road Reconstruction ‐ $2,000,000 – This project would reconstruct Valley Road
from the Stratford Road Intersection to Paxton Drive.
6. Longview Street and Kinder Road Reconstruction ‐ $1,600,000 – This project would
bring the final two streets in the Longview Tracts residential area up to City standards. The
City owns property along the West side on Longview Street for almost the entire length. We
received FEMA funds in due winter damage in 2016. Funds to be used are TBD ‐ $1.4 m, and
FEMA ‐ $ 200,000.
7. Switch out traffic controllers at 5 intersections to radar detection $405,000 – This is a
carryover project funded through REET and will eliminate the use of wire loop indicators in
the intersections.
8. ADA Ramp Improvements ‐ $120,000 – The City has over 1,000 ramps that do not meet
all the current criteria necessary for a legal handicap ramp. This project will identify issues,
classify issues, estimate costs to fix issues, and plan a long term replace and repair program
for ADA Ramps throughout the City.
OTHER ELIGIBLE TBD PROJECTS:
Please see the Six‐Year Transportation Improvement Plan (TIP) for additional projects eligible to use
Transportation Benefit District (TBD) funding.
Preliminary Budget Document Page 102
Fund 170 ‐ Transportation Benefit District
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
59700 Transfers Out 1,650,000$ 1,850,000$ 925,000$ 1,984,000$ 134,000$ 7.2% 100.0%
Total Expenditures 1,650,000$ 1,850,000$ 925,000$ 1,984,000$ 134,000$ 7.2% 100.0%
Revenue Summary by Type
310 Taxes 1,788,974$ 1,680,000$ 1,412,737$ 1,980,000$ 300,000$ 17.9% 100.0%
360 Miscellaneous Revenues 2,315 1,000 ‐ ‐ (1,000) ‐100.0% 0.0%
Total Revenues 1,791,289$ 1,681,000$ 1,412,737$ 1,980,000$ 299,000$ 17.8% 100.0%
Fund Balance
Beginning Balance (Est.)556,767$ 698,056$ 698,056$ 529,056$
Revenue Less Expenditures 141,289 (169,000) 487,737 (4,000)
Ending Balance (Est.)698,056$ 529,056$ 1,185,793$ 525,056$
Preliminary Budget Document Page 103
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES ‐ WATER DIVISION 411
Director David Bren
Public Works Superintendent Michael G. Moro, PE
Water Division Supervisor Chad Strevy
MISSION
The mission of the Water Division is to provide quality potable water to the customers, residents, and
property owners in our service areas in and around the City of Moses Lake. Our goal is to provide fast,
friendly, helpful, and efficient service. The water is used for drinking, fighting fires, irrigation, dust
control at construction sites, industrial processing, cooling equipment, filling swimming pools, and food
processing. Revenue to operate the water system primarily comes from metered water consumption of
our customers. The following is a list of priorities in order of importance for the reliability of the water
system.
1. Operational Wells and Reservoirs
2. Distribution System Repairs
3. Operational Fire Hydrants
4. Accurate Water Meters
PERFORMANCE STATISTICS
2020
Actual
2021
Prelim
2022
Projected
Deep well pumps 19 19 20
Booster pump stations 2 3 3
Gallons in distribution storage 13.77 million 13.77 million 13.77 million
Distribution stand pipes 9 9 9
Miles of water mains 177 177 185
Valves (includes main line gate valves, hydrant foot valves, zone
break gate valves, automatic pressure reducing valves,
automatic pump control valves, automatic altitude valves, and
electric control valves)
4,478 4,624 4,850
Fire hydrants 1,582 1,582 1,620
Metered water services (ranging from ¾” to 12”)9,750 9,900 10,070
Water sampling stations 25 26 27
Water treatment chlorination systems 19 19 20
Chlorine residual monitoring stations 5 6 7
MAINTENANCE AND IMPROVEMENTS 2022
Wells Well 21 new submersible pump and motor.
Upgraded 4 Chlorine systems.
Telemetry Telemetry System Project completed summer/fall of 2021
Booster Pump Stations Replaced flow meter in Moses Pointe Booster Station.
Distribution Storage Yearly check of the vents and hatches.
Paint exterior Reservoir 4
Preliminary Budget Document Page 104
Mains Westshore and Burr Ave. mains installed
Various watermain breaks repaired.
Valves Valve exercising suspended due to Covid‐19.
Various broken valves replaced.
Fire Hydrants Tested 1077 fire hydrants.
25 fire hydrant repairs.
Services Repair/Replace approximately 35 3/4" or 1" services.
Water Quality Arrange testing to satisfy EPA & DOH.
Published Consumer Confidence Report
DOH conducted Sanitary Survey of the entire system.
Meters Contractor tested 80 3" and larger meters.
Installed 100 + water meters with Orion endpoints.
BUDGET DECISION REQUESTS
Orion Endpoint Installation
This request is to begin a five year program to replace the existing Automated Meter
Reading (AMR) Itron endpoints to a new Advanced Metering Infrastructure (AMI) Badger endpoint. The
benefits of the AMI endpoints use cellular communication to capture meter reads in 15
minute intervals eliminating the need to increase staff to collect meter reads. They also increase meter
usage data collection, allowing both the City and customer through a web portal a more detailed
understanding and control of the water they consume.
AUTHORIZED PERSONNEL
Position Title 2020 Actual
2021 Amended
Budget
2022
Proposed
Budget
Municipal Services Director 1.00 1.00 0.08
Public Works Division Director 1.00 1.00 0.15
Department Secretary 1.00 1.00 0.15
Public Works Clerk 1.00 1.00 0.15
Water Division Manager 1.00 1.00 1.00
Water Division Supervisor 1.00 1.00 1.00
Water Quality Specialist* 1.00 1.00 1.00
Water Quality Assistant 0.00 1.00 1.00
Water Distribution Operator Lead 2.00 2.00 2.00
Water Distribution Maintenance II 5.00 5.00 5.00
Total Personnel * 13.00 13.00 11.64
Temp Hydrant Painter 1.00 1.00 1.00
Temp. Water Worker (Hydrant Testing) 2.00 3.00 3.00
The hydrant testing program utilizes temporary employees. (Temps are not included in the authorized position
listing.)
*Water Quality Specialist position advertised but unable to find qualified applicant. Hired second Water Quality
Assistant, once either of them meet the Water Quality Specialist qualifications they may be promoted.
Preliminary Budget Document Page 105
Fund 410 ‐ Water and Wastewater
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
53410 Administration ‐ General 1,937,394$ 1,678,022$ 952,232$ 1,638,218$ (39,804)$ ‐2.4% 27.1%
53450 Maintenance 2,544,955 2,658,963 1,740,074 2,016,394 (642,569) ‐24.2% 33.4%
53470 Operations‐Cust Svc 689,525 715,800 355,136 732,090 16,290 2.3% 12.1%
59434 Water Utilities 65,129 100,000 78,545 100,000 ‐ 0.0% 1.7%
59700 Transfers Out 2,258,825 1,961,500 1,261,500 1,556,125 (405,375) ‐20.7% 25.8%
Subtotal ‐ Water 7,495,828$ 7,114,285$ 4,387,487$ 6,042,827$ (1,071,458)$ ‐15.1% 100.0%
53510 Administration ‐ General 918,105$ 1,031,982$ 523,296$ 948,052$ (83,930)$ ‐8.1% 11.0%
53550 Maintenance 2,553,541 2,740,258 1,607,552 2,690,618 (49,640) ‐1.8% 31.2%
53556 Collection ‐ ‐ 100,586 ‐ ‐ 0.0% 0.0%
53557 Treatment ‐ ‐ 100,414 ‐ ‐ 0.0% 0.0%
53570 Operations‐Cust Svc 396,750 435,700 238,640 448,740 13,040 3.0% 5.2%
59435 Sewer Utilities 36,917 30,000 21,290 365,000 335,000 1116.7% 4.2%
59700 Transfers Out 2,178,755 1,978,850 1,791,150 4,163,225 2,184,375 110.4% 48.3%
Subtotal ‐ Wastewater 6,084,068$ 6,216,790$ 4,382,927$ 8,615,635$ 2,398,845$ 38.6% 100.0%
Total Expenditures 13,579,896$ 13,331,075$ 8,770,414$ 14,658,462$ 1,327,387$
Revenue Summary by Type
320 Licenses & Permits 5,100$ 14,000$ 11,450$ 14,000$ ‐$ 0.0% 0.1%
340 Charges for Goods/Servic 11,374,920 11,170,500 9,476,579 12,120,000 949,500 8.5% 91.3%
360 Miscellaneous Revenues 758,516 631,500 616,338 612,500 (19,000) ‐3.0% 4.6%
370 Other Revenue & Cap Con 2,160,276 300,000 581,175 525,000 225,000 75.0% 4.0%
380 Other Increases in Resour (431,495) 962,600 700,101 ‐ (962,600) ‐100.0% 0.0%
Total Revenues 13,867,317$ 13,078,600$ 11,385,643$ 13,271,500$ 192,900$ 1.5% 100.0%
Fund Balance
Beginning Balance (Est.)2,075,849$ 2,363,270$ 2,363,270$ 2,298,719$
Revenue Less Expenditures 287,421 (252,475) 2,615,229 (1,386,962)
Ending Balance (Est.)2,363,270$ 2,110,795$ 4,978,499$ 911,757$
(1)(2)(3)(4)(5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 1,879,816$ 2,061,642$ 1,464,008$ 1,964,700$ (96,942)$ ‐4.7% 32.5%
200 Personnel Benefits 757,437 1,045,083 620,615 952,642 (92,441) ‐8.8% 15.8%
Sub‐Total ‐ Salaries & Benefits 2,637,253 3,106,725 2,084,624 2,917,342 (189,383) ‐6.1% 48.3%
300 Operating Supplies 948,100 515,100 259,147 566,300 51,200 9.9% 9.4%
400 Professional Services 5,418,506 5,593,800 3,245,872 4,942,770 (651,030) ‐11.6% 81.8%
500 Professional Services 36,411 45,100 29,854 47,700 2,600 5.8% 0.8%
600 Capital Outlay 102,046 130,000 99,835 465,000 335,000 257.7% 7.7%
000 Other Financing Sources 4,437,580 3,940,350 3,051,084 5,719,350 1,779,000 45.1% 94.6%
Total Expenditures 13,579,896$ 13,331,075$ 8,770,414$ 14,658,462$ 1,327,387$ 10.0% 242.6%
Water and Water Billing ‐
411/413
Wastewater & WW Billing ‐
412/414
Preliminary Budget Document Page 106
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – WASTEWATER 412
Municipal Services Director David Bren
Public Works Division Director Michael G. Moro, PE
Wastewater Manager Chris Campbell
MISSION STATEMENT
It is the Wastewater Division’s mission; continually encourage integrity, communication, and excellence
in customer service, while supplying an environmentally friendly solution to the City of Moses Lake’s
wastewater needs. The priority of the wastewater division is to keep collection lines, lift stations and
treatment facilities in top working order to minimize effects on ground water and the environment.
The ultimate goal is to create a high‐quality final product that we can use bio‐solids as a fertilizer and
the effluent used to water and grow crops.
CURRENT FACILITIES
Larson Wastewater Treatment Plant
The Larson WWTP is located at 6691 Randolph Road in the Larson Area of Moses Lake. The Larson WWTP
is a Biolac Activated Sludge Plant that has the capacity to treat 0.75 million gallons wastewater per
day. The Larson WWTP serves a population of about 3,000. The Larson WWTP treats 0.316 MGD on
a daily average for a total of 115.34 MG a year.
Sand Dunes Wastewater Treatment Plant
The Sand Dunes WWTP is located at 1801 Road K SE, on the south end of Moses Lake. The Sand Dunes
is a Biolac Activated Sludge Plant that has the capacity to treat 4.4 million gallons per day. The Sand
Dunes WWTP serves a population of about 22,250. The Dunes WWTP treats 2.273 MGD on
a daily average for a total of 829.645 MG a year.
Conveyance System
The Wastewater Division maintains about 129.61 miles of gravity sewer mains, 25.37 miles of sewer
force mains, 4.26 miles of low‐pressure effluent main. Approximately 9,122 total service
connections, Approximately 8,801 active with account numbers.
The City of Moses Lake has over 3000 existing manholes; the Wastewater Division flushes gravity sewer
mains annually, where upstream manholes are accessible to the flush truck. Flushing is accomplished by
dumping several hundred gallons of clean water from the flush truck into an upstream manhole. During
flushing operations, if the flushing water is draining slowly, rodding of the sewer main will be scheduled,
if further issues are noticed, a camera crew will inspect the pipe. To flush the gravity mains on an
annual basis requires a flushing crew to flush over 3500 lineal feet of gravity main per workday for 215
working days per year.
Video Camera
A video camera is owned and maintained by the Wastewater Division to inspect new and existing sewer
mains. All new sewer mains are videotaped (digital) before they are accepted by the City, to verify the
sewer pipes are in acceptable condition without major grade changes between manholes. Additionally,
Preliminary Budget Document Page 107
the camera is used to inspect problem pipes, to determine what repairs or maintenance may be
required. All videos are stored electronically for future reference.
Lift Stations
The sewer division maintains 29 lift stations, 23 discharging to Sand Dunes WWTP and 6 discharging to
Larson WWTP. Lift Stations are installed at low points in the collection system, to collect raw waste
from gravity mains and low‐pressure effluent lines, and to pump the raw waste downstream to
treatment facilities, in additional to three raw waste pumps, head works, solids pumps for grit removal
at the COF and the Nelson Booster pump station.
Air Release Assemblies
Air release assemblies are installed at high points on force mains to remove air from the pipe and to
reduce air locks. Periodic maintenance of air release assemblies is required to verify they are in good
working order. Air release assemblies are inspected, serviced, annually and repaired as needed.
Generators
The Wastewater Division maintains 14 stand‐by generators and a portable generator to provide
emergency power to the lift stations, COF, and WWTPs. Each generator runs, transfers, checked, on a
weekly basis, and serviced and load tested bi‐annually. Additional services may be required as
determined by bi‐annual oil and coolant analysis on each generator.
MAINTENANCE AND IMPROVEMENTS FOR 2022
COF: Repair irrigation leak, Fill in two sinkholes, Safety line painted around electrical panels, L&I safety
consultation at various wastewater locations. Replace auger brushes. Service Attenuation Rake. Install
new wet well fan. Repair Degriter auger. Fabricate pump maintenance table.
Dunes WWTP: Repaired the irrigation drip system, Trim trees, and Run P.E. samples for
lab accreditation. Replaced UV lamps and shields cleaned the UV troughs as needed, replaced blower
drive belts as needed. Measured and sampled the bio‐solids in the LTSDB=s. Cleaned the grit chamber
and scum station. Change the oil in the blowers every 2000 hrs. Decanted the water from the
LTSDB=s. Changed the oil in the rake motors, gearboxes, and the Hycor screen. Scarified the R/I basins
as needed. Haul grit to land fill in Ephrata. Sample m‐wells, drain clarifiers for maintenance and
cleaning. Replace air chain actuator on basin 1. Replace 2” Back Flow Preventer. Repair diffusers as
needed. Update SOP for Dunes lab operations. Replace auto samplers at head works and effluent
channel. Replaced Skimmer drive Clarifier 2C (#6), Replaced Influent pH and Conductivity
probes, repairing headworks channel rates, Replaced Air Chain Actuator #7 basin 1, Repair air chain
header basin 1 chains 4 ‐7. Replace #5 Blower and Motor. Replace pressure switch for irrigation
system. Replace rake motor timer. Replace all air chain anchor cables.
Bio‐solids Management: Contract out bio‐solids removal at Dunes. Sample bio‐solids for metals and
percent solids for application rates.
Larson WWTP: Replaced UV lamps and shields and cleaned the UV troughs as needed. Replaced the
effluent pH probe. Measured and sampled bio‐solids in the LTSDB=s. Cleaned the grit chamber and
scum station. Decanted the water from the LTSDB=s. Scarified the R/I basins as needed. Changed the
oil in the rake motors, gearboxes, and the Hycor screen. Drain clarifiers for maintenance and
Preliminary Budget Document Page 108
cleaning. Replace #3 Blower. Paint safety lines around electrical panels Repair Blower blow off
valve. Replace frost free hydrant. Review draft Ecology Permit.
Lift Stations: Cleaned & lubricated the lift station vent fans and pump motors. Service and lubricate all
submersible pumps and motors. Check and replace telemetry batteries as needed. Repair the threads
on pump volutes at Main, Rebuild check valves at Main. Spray for spiders in all of the lift
stations, cleaned lift station wet wells as needed. Measured the level and filled generator fuel
tanks. Pressure washed check valve vaults, containment areas and buildings at lift stations. Repaired
coolant leak and block heater on Sun Terrace generator, Spraying weeds at lift stations. Cleaned gem
switches and replace over load at Tana on vacuum system. Repair and reinstall RP at Hermit lift, install
phase monitor, AC unit, and RP at Sagebay lift, Replace AC unit Peninsula lift. Install float switch at
Northshore lift. Replace back up battery at Farmers lift. Install new pump seal at Division Lift.
Line Maintenance: Cleaned and inspected 31 air release valves on the force mains. Inspect 18 problem
sewer lines and manholes. Cleaned 221,760 feet of sewer mains. Cleaned 75,726 feet of force
mains. TV 5,692 feet of lines and 2,580 feet for maintenance inspection. Flushed 179,520 feet of sewer
mains in the City and Larson area, and inspected 350 manholes. Answered 31 calls for possible plugged
sewers. 7 manholes along Wannapum Dr were replaced.
2022 PROJECTS / WORK PLAN
Flush the City and Larson collection systems. TV problem sewer mains and inspect sewer mains for
future repairs, replacement and lining projects. TV and inspect new sewer mains, remove vacuum
prime pumps and install submersible pumps and modify controls for Tana Lift Station. Upgrade SCADA
telemetry system, manhole lining, Reverse sewer on North Shore Drive to Sage Bay Lift Station, Dunes
and Larson WWTP=s operation & maintenance. Manage the treatment and application of the bio‐solids
at the Dunes and Larson WWTP=s. Extend Wheeler and Division Lift Stations force mains to 6th and
Beech. Wheeler Lift Sta. Submersible Pumps & Modify Controls above Ground and Wet Well
Mod. Install gravity main from Knolls Vista Lift to North Shore and Pine, abandon Knolls Vista
Lift Update Main lift station pumps and controls. Upgraded force main from Omni across Stratford Rd.
before overlay. Finish parallel force main from Carnation.
2022 CONTRACTED PROJECTS
Annual crane inspections with contractor, Annual Service of Generators, Repair Dunes generator.
MEET THE DEPARTMENT OF ECOLOGY REQUIREMENTS FOR 2022
LARSON WWTP
Item No. Description
1 Annual Assessment of Flow and Waste Load by March 1, 2022.
2 Review and update Operation & Maintenance Manual annually.
3 Manage the Treatment of Bio‐solids.
4 Annual Bio solids Report by March 1, 2022.
DUNES WWTP
Item No. Description
1 Annual Assessment of Flow and Waste Load by March 1, 2022.
Preliminary Budget Document Page 109
2 Maintain Lab Accreditation, run performance evaluation P.E. samples analysis semi‐
annually, notify DOE of any significant changes.
3 Review and update Operation & Maintenance Manual annually.
4 Manage the Treatment of Bio‐solids.
5 Annual Bio solids Report by March 1, 2022.
6 Annual Lab Accreditation Renewal by October 31, 2022.
BUDGET DECISION REQUESTS
Lift station upgrades: Carryover from 2021 (CO)
1. New Construction of Northshore Lift Station
2. Rebuild Diffusers at Dunes WWTP
3. Bio‐Solids Removal
4. Larson WWTP PLC and UV System upgrade
5. (CO) Wheeler Lift Station Upgrade
6. (CO) Main Lift Station Upgrade
7. Manhole Lining
8. (CO) COF Raw Waste Pumps Upgrade
9. Upgrade Lift Station Controllers
10. Longview Sewer Hookups
AUTHORIZED PERSONNEL
Position Title 2020 Actual
2021 Amended Budget 2022 Proposed
Budget
Wastewater Manager 1.00 1.00 1.00
Wastewater Supervisor 1.00 1.00 1.00
Wastewater Collection Supervisor 1.00 1.00 1.00
Operator III 2.00 2.00 2.00
Operator II 1.00 1.00 1.00
Operator I 1.00 1.00 1.00
Wastewater OIT 4.00 4.00 4.00
Total Personnel 11.00 11.00 11.00
Note: Collection workers rotate to treatment subdivision for training weekly to achieve hours for
operator certification and gain hours to maintain wastewater operator certification with the
Department of Ecology.
Preliminary Budget Document Page 110
412 ‐ Wastewater
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
53510 Administration ‐ Genera 918,105$ 1,031,982$ 523,296$ 948,052$ (83,930)$ ‐8.1% 13.1%
53550 Maintenance 2,553,541 2,740,258 1,607,552 2,690,618 (49,640) ‐1.8% 37.1%
53556 Collection ‐ ‐ 92,736 ‐ ‐ 0.0% 0.0%
53557 Treatment ‐ ‐ 96,083 ‐ ‐ 0.0% 0.0%
59435 Sewer Utilities 36,917 30,000 21,290 365,000 335,000 1116.7% 5.0%
59700 Transfers Out 950,000 750,000 562,500 3,250,000 2,500,000 333.3% 44.8%
Total Expenditures 4,458,563$ 4,552,240$ 2,903,455$ 7,253,670$ 2,701,430$ 59.3% 100.0%
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 819,593$ 859,588$ 642,636$ 923,107$ 63,519$ 7.4% 12.7%
200 Personnel Benefits 289,032 461,952 288,372 463,013 1,061 0.2% 6.4%
Sub‐Total ‐ Salaries & Benefits 1,108,625 1,321,540 931,009 1,386,120 64,580 4.9% 19.1%
300 Operating Supplies 187,903 176,700 101,005 227,900 51,200 29.0% 3.1%
400 Professional Services 2,150,668 2,243,400 1,271,152 1,991,450 (251,950) ‐11.2% 27.5%
500 Professional Services 24,450 30,600 17,892 33,200 2,600 8.5% 0.5%
600 Capital Outlay 36,917 30,000 21,290 365,000 335,000 1116.7% 5.0%
000 Other Financing Source 950,000 750,000 561,108 3,250,000 2,500,000 333.3% 44.8%
Total Expenditures 4,458,563$ 4,552,240$ 2,903,455$ 7,253,670$ 2,701,430$ 59.3% 100.0%
Preliminary Budget Document Page 111
CITY OF MOSES LAKE
2021 BUDGET NARRATIVE
MUNICIPAL SERVICES – WATER AND SEWER CONSTRUCTION ‐ FUND477
MUNICIPAL SERVICES – WATER RIGHTS ACQUISITION ‐ FUND471
Municipal Services Director Dave Bren, PE
City Engineer Richard Law, PE
FUND 477 DEFINITION
The City of Moses Lake Water and Sewer Construction fund provides for major capital improvements to
the Water and Wastewater infrastructure. Revenues in this fund consist of a transfer from the
operating fund, which is intended to approximate depreciation.
FUND 471 DEFINITION (NO STANDING BUDGET):
The City has provided an associated capital fund for the purchase of water rights FUND471. This water
rights acquisition fund has no standing budget and is associated with the Water and Sewer Construction
fund. FUND471 has accumulated $2,000,000 for water rights acquisition purposes, when opportunities
arise. Because there is an acquisition action in process, we added $1,000,000 to the 2022 budget.
2022 WATER ‐ CAPITAL PROJECTS LIST
# WATER PROJECT STATUS BUDGET
1 Milwaukee Water Main Extension 2021 Carry Forward $100,000
2 Mae Valley Well 34 Development 2021 Carry Forward $1,000,000
3 Upsizing Water Mains Annual $500,000
4 Yonezawa and Moses Avenue Main Extension 2021 Carry Forward $250,000
5 Aero Tech Water Main Replacement 2021 Carry Forward $150,000
6 I‐90 South Main Extension 2021 Carry Forward $500,000
7 Reservoir Painting Annual $150,000
8 Survey Bridge Crossing Mains 2021 Carry Forward $250,000
9 Mae Valley Reservoir 9 Construction 2021 Carry Forward $2,000,000
10 Automated Meter Reading Installation 20 & 21 Carry Forward $600,000
$5,500,000
Preliminary Budget Document Page 112
2022 WATER ‐ CAPITAL PROJECTS NARRATIVES:
(1) Milwaukee Water Main Extension. This water main will replace an existing main that has a bury
depth of over 10 feet. Currently, if this main breaks the Water Division is not equipped to excavate
and repair this main which is an important part of the distribution system feeding the downtown
area of town.
(2) Develop Well 34. The GWMA study in 2012 for Moses Lake sited that the current deep aquifers are
not a sustainable source of water for the community in the future. Well 34 is a shallow well drilled
in 2015 in the Central Zone. This well once completed will allow water to be moved from the
Central Zone to the Lakeview and Knolls Vista zones which during the summer months are stressed
to satisfy current and future demands.
(3) Upsizing Water Mains. These funds will be used to upsize existing water mains that are identified
by the water model as inadequate.
(4) Yonezawa/Moses Ave. Main Extension. Install new water main in the newly constructed Moses
Ave.
(5) Aero Tech Main Replacement. Replace leaking cast iron water main running between two port
hangers and under another building.
(6) I‐90 South Main Extension. Install main to serve undeveloped properties south of I‐90.
(7) Reservoir Painting. The exterior paint on all 9 reservoirs is between 10 to 40 years old. Most of the
reservoirs are in need of fresh paint to protect the reservoir from the elements. There are also
several different city logos on them depending on when they were painted. We propose to paint
one per year for the next 9 years and update them all to the same logo.
(8) Survey Bridge Crossing Mains. Examine water mains attached to bridges to determine replacement
schedule.
(9) Reservoir 9 Construction. With the increased growth in Mae Valley, the addition of a reservoir
would improve the reliability of the water system.
(10) Beacon AMA. Continue a six year (2020‐2025) change out of the existing Automated Meter Reading
(AMR) Itron endpoint to a new Advanced Metering Infrastructure (AMI) Badger endpoint on every
service meter. Fiscal Impacts– $300,000 (per year 2020‐2025) capital costs. (2021 includes an
additional $100,000 as a carry‐forward from 2020 as the project got started late in the year, because
it needed to slow down until the new Utility Billing system is running.) Switching to the AMI system
would reduce both time spent and cost of collecting meter reads, but the most valuable end result
would be real‐time leak detection.
Preliminary Budget Document Page 113
FUTURE WATER ‐ CAPITAL PROJECTS LIST
# WATER PROJECT STATUS BUDGET
1 New Source Supplies Per Site Identified $1,000,000
2 New Booster Stations Per Site Identified $500,000
3 Up Sizing Water Mains Annual $500,000
4 Water Main Replacements Annual $500,000
5 Rebuilding Aging Well Buildings Per Site Identified $500,000
$3,000,000
FUTURE WATER ‐ CAPITAL PROJECTS NARRATIVES:
(1) Additional Sources of Supply. To meet the water demand of the community, and as current wells
begin to decline in production more shallow wells will be needed.
(2) Additional Booster Stations. To meet the water demands in certain zones booster stations will
need to be constructed to move water
(3) Up Sizing of Mains. As demand increases some of the infrastructure will need to be enlarged to
distribute water to the distinct zones.
(4) Replacement of AC Mains. As streets are repaved ageing infrastructure should be replaced
eliminating the need to excavate newly paved streets for water main repairs.
(5) Rebuilding Existing Well Buildings. Wells 8, 12, 21, 28 & 29 will need to be rebuilt.
Preliminary Budget Document Page 114
2022 SEWER ‐ CAPITAL PROJECTS LIST
# WATER PROJECT STATUS BUDGET
1 Emergency Northshore Lift Station
(Lake Crossing Failure – Temp Fix Could Fail Anytime)
Emergency Project $2,000,000
2 Rebuild Diffusers at Dunes WWTP
Annual
For (2) Years
$250,000
3 Bio‐Solids Project (Site Preparation and Removal) Annual $200,000
4 Upgrade Larson WWTIP Controllers New $250,000
5 Wheeler Lift Station Upgrade (Pumps, Controls, Wet
Well and Extend Force Main to 6th and Beech)
2021 Carry Forward $500,000
6 Main Lift Station Upgrade (Pumps and Controls) 2021 Carry Forward $325,000
7 Collection System Lining
(Lateral and Manhole Repairs)
Annual $500,000
8 COF Raw Waste Pumps Upgrade
(Controls and Checks)
2021 Carry Forward $500,000
9 Upgrade Lift Station Controllers Annual $50,000
$4,575,000
(1) Emergency Northshore Lift Station: $2,000,000
The failure of the lake crossing syphon in 2019 caused the flows of the crossing to be bypassed
to another lake crossing. A temporary lift station was constructed in a manhole with a single
pump to handle the associated flows. A permanent lift station needs to be constructed. The new
station is to be constructed with three pump capability, a redundant force main lake crossing, a
bio‐filter or air scrubber, removal of the abandoned syphon, permanent bypassing and
abandonment of Sage Bay lift station are to be part of the project. Sage Bay lift station has been
deteriorating at an accelerated rate since the flows have been diverted to the lift station.
(2) Rebuild Diffusers at Dunes WWTP: $250,000 – Annual for (2) Years
The Dunes WWTP air diffusers need rebuilt. The facilities diffusers have been in use for 17 years,
the recommended life span of the diffusers is 10 years. The diffusers are to produce fine air
bubbles for the microbiology to consume during the treatment of our waste flows. Currently our
diffusers are currently producing course air bubbles and turbulence that is unwanted for the
treatment process.
(3) Bio‐Solids Removal: $200,000
Bio‐Solids is a byproduct of the wastewater treatment process. Removal of the product is
essential to the treatment process. Land surrounding the Dunes WWTP has been leased out to
farm sod and other commodities to reduce shipping costs of bio‐solids to other land application
sites.
(4) Upgrade Larson WWTP Controllers: $250,000
Larson WWTP needs an upgrade of two critical components. 1. PLC upgrade, the current PLC
(computer that runs the facilities) is over 20 years old and has periodically failed over the past
Preliminary Budget Document Page 115
year causing disruptions in treatment processes. 2. UV system upgrade, replace UV system
modules and controller. The controller interface is nonfunctional, and the original modules are
over 20 years old making replacement parts increasingly difficult to purchase.
(5) Wheeler Lift Station Upgrade: $ 500,000
Wheeler lift station upgrade is to include conversion from flooded suction to submersible
pumps, above ground control station, and an extension of the force main to bypass Main Lift
Station. The upgrade will prevent confined space entries by wastewater staff by having the
controls above ground. The conversion of the pumps to the submersible style aids in the ability
of cleaning of the wet well and pump maintenance.
(6) Main Lift Station Upgrade: $325,000
Main Lift Station is now oversized due to lessened flows due to; 1. The syphon lake crossing has
been diverted from Main Lift Station, 2. Division force main has been diverted from Main Lift
Station (finished by 2022), 3. Wheeler Lift Station force main is to be diverted from Main Lift
Station (2021‐2022). With the diversions Main Lift Stations flows will be reduced by 80%. The
upgrade will consist of smaller pumps, new controls, and wet well lining.
(7) Manhole Lining: $ 500,000
Manhole rehabilitation is a crucial aspect of maintaining the infrastructure of the wastewater
collections system. Manholes deteriorate after time due to corrosive gases produced by
wastewater, the gases can erode metal and concrete at an accelerated rate. Lining manholes
extends the lifetime of the structure significantly.
(8) COF Raw Waste Pumps Upgrade: $ 500,000
Raw Waste system upgrade at COF. The raw waste system acts as the lift station for Dunes
WWTP pumping 1.7 million gallons of waste flow daily. The pump system is outdated, and parts
have been increasingly difficult to purchase. The project will include new pumps, new check
valves, and new controllers.
(9) Upgrade Lift Station Controllers: $50,000
Upgrade lift station controllers from the current LC150 controller to PLC’s. The current
controllers are aging and are not without occasional faulting. Wastewater has added the
replacement of the lift station controllers to our 6‐year comprehensive plan for all controllers to
be replaced by 2027.
FUTURE SEWER ‐ CAPITAL PROJECTS LIST
# WATER PROJECT STATUS BUDGET
10 Longview Sewer Hook‐ups Future $100,000
11 Developer Projects (upsizing utilities) Annual $100,000
12 2022 Projects Design Support Annual $30,000
$230,000
Preliminary Budget Document Page 116
Fund 477 ‐ Water/Wastewater Construction
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
59418 Centralized Services 142$ ‐$ ‐$ ‐$ ‐$ 0.0% 0.0%
59434 Water Utilities 2,053,880 4,500,000 1,329,336 650,000 (3,850,000) ‐85.6% 16.7%
59435 Sewer Utilities 1,476,490 1,800,000 628,747 3,250,000 1,450,000 80.6% 83.3%
Total Expenditures 3,530,512$ 6,300,000$ 1,958,083$ 3,900,000$ (2,400,000)$ ‐38.1% 100.0%
Revenue Summary by Type
390 Transfers In 2,050,000$ 1,550,000$ 1,162,500$ 3,900,000$ 2,350,000$ 151.6% 100.0%
Total Revenues 2,050,000$ 1,550,000$ 1,162,500$ 3,900,000$ 2,350,000$ 151.6% 100.0%
Fund Balance
Beginning Balance (Est.) 7,875,568 6,395,056$ 6,395,056$ 1,645,056$
Revenue Less Expenditures (1,480,512) (4,750,000) (795,583) ‐
Ending Balance (Est.)6,395,056$ 1,645,056$ 5,599,473$ 1,645,056$
(1) (2) (3) (4)(5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
600 Capital Outlay 3,530,512$ 6,300,000$ 1,958,083$ 3,900,000$ (2,400,000)$ ‐38.1% 100.0%
Total Expenditures 3,530,512$ 6,300,000$ 1,958,083$ 3,900,000$ (2,400,000)$ ‐38.1% 100.0%
Preliminary Budget Document Page 117
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
FLEET MANAGEMENT 519
GENERAL FUND
Municipal Services Director David Bren
Public Works Superintendent Michael G. Moro, PE
Fleet Manager Matthew Wood
DEFINITION:
The primary function of Fleet Management is to provide economical, safe, and properly maintained
vehicles, equipment, and two‐way radio communication equipment to various City departments. The
secondary function is to provide new equipment upfit vehicle and equipment. Our main objective is to
keep the vehicles and equipment safe, operational, and clean, for City employees.
Fleet Management consists of seven full time employees.
We provide repair and maintenance services to the 339 vehicles and equipment owned by the City. We
provide repair and maintenance for 643 pieces of two‐way communication radio equipment. We have
established and maintain a pro‐active preventive service schedule for all vehicles and equipment. In
addition, we prepare the capital equipment quotes, bids, and purchases for vehicles and equipment.
Fleet Management continues to implement the fleet management software program to provide tracking
and preventive maintenance scheduling.
2022 PROJECTS & WORK PLAN
Fleet Management will continue to provide scheduled maintenance and repair to the
fleet of vehicles and equipment.
Fleet Management will continue to provide new equipment upfit to the new vehicles
and equipment added to the fleet.
BUDGET REQUESTS
Police Vehicles
Fleet Management and the Police Department request the replacement of eight police vehicles for the
Police Department. The Police Chief will provide justification. We request replacement vehicles however
the request is for new and additional vehicles as the Police Chief continues to retain the old vehicles for
administrative and investigative staff. The higher quantity is do to retention of older units that are now
at end of life even though they were replace years prior. Eight New & Additional Police Vehicles
$665,000
Fire Department
Pumper/Tender Fire Truck Replacement, Ambulance, & two utility vehicles (pumper tender roll over
should deliver in January or February of 2022 861,000)
Fleet Management and the Fire Department request the replacement of a Pumper/Tender Fire
Truck. Fleet Management also has units, 170 Ford Explorer, 171 Ford Explorer, and 380 E‐450
Ambulance scheduled for replacement total cost for all units to the fire department (including the
861,000) $1,271,000
Street Division
Preliminary Budget Document Page 118
We request the replacement of a 10 cubic yard dump/plow/sander truck. The truck is one of two large
dump trucks we request with one per year. The replacement is requested due to the severe rust damage
from the application of winter salt and liquid deicer. #299, 2011 Peterbilt Model 367,
10yd3 Dump/Plow/Sander Truck. We request 185 CFM portable air compressor replacement for unit
409. We request the replacement of 5 cubic yard dump/plow/sander truck as part of a normal
replacement schedule due to wear, age, and mileage $685,000
Fleet Vehicle Request
Fleet Management would request the replacement of unit 194 as it has been handed down thru the
fleet to end with us and is extremely worn out. $45,000
Parks and Recreation Department
Fleet Management requests the replacement of #007, a 2002 Van, #580 Sand Pro, #596 Ice Resurfacer,
#172 2007 Chevrolet Pickup, #153 1996 Ford F‐250, #111 1995 Ford F‐150, #205 2001 Dodge 3500, and
#320 Toro Large area mower. These request are all part of the 6 year fleet replacement program and
units have reached end of life usage. $598,000
Community Development
Fleet request the replacement of unit #014 Toyota Prius as part of the normal replacement
program. $40,000
Financial/IT/Water billing
Fleet request the replacement of unit #053 2005 Ford Crown Victoria and #175 2007 Ford Ranger as part
of the normal replacement program. $105,000
Capital Improvements
Heavy Duty Vehicle Wash
The request is for a heated building for a heavy duty drive through style wash system designed to clean
the exterior and underside of the City of Moses Lake heavy duty vehicles and equipment. The heavy
duty truck and equipment wash system and A13building are requested to be located West of the truck
and equipment building at the Operations Complex.
The requested building is approximately 80 feet long by 20 feet wide inside the walls to match the truck
and equipment building. The 80' length will provide room for the three exterior wash stages and
the under side deluge system in the first half of the building. The second half is requested for hand
washing of the heavy equipment. During winter months, the snow and ice control ""sander"" trucks are
subjected to deicing materials and liquid solutions. The materials are sprayed and flung on the road
surface from the underside of the trucks. During the application of the deicing materials they become
deposited under the trucks in every possible location. The truck crews wash the trucks and equipment
by hand when possible. Even with the efforts of staff, the deicing materials build up and remain there
until the end of the season. The ""street sander"" bodies are removed from the trucks in the spring and
staff washes out the trucks. Fleet staff then removes exhaust shields and covers to chip out the build
up of the deicing materials. However, by this time much damage has been done.
An easy to use, heavy duty wash system will remove the deice materials daily. The heavy duty wash
system will improve the appearance and life of the fleet of vehicles and equipment. The system shall be
set to wash the underside of the salt trucks in the winter to remove the corrosive materials during snow
and ice operations. The system must not wash out the salt body during this period. During the
remainder of the year, the trucks and equipment shall be washed top to bottom without the deluge
system. The vehicles and equipment will be cleaned weekly or as the need arises.
The system shall sense the salt trucks with a card reader or some form of identifier to operate the
deluge system. The system shall sense the size of the vehicle with a card reader to determine the
difference between a salt truck and police vehicle.
Preliminary Budget Document Page 119
AUTHORIZED PERSONNEL
Position Title 2021 Actual 2021 Approved
Budget
2022
Proposed
Budget
Fleet Manager 1.00 1.00 1.00
Fleet Management Supervisor 1.00 1.00 1.00
Fleet Management Vehicle & Equipment Technician 4.00 5.00 5.00
Total Personnel 6.00 7.00 7.00
Contributions from Operating Funds
Operating Division 2020 Actual 2021 Budget 2022 Budget
Executive 2,500$ 2,500$ 5,300$
Finance 2,500 2,500 ‐
Community Development 80,000 40,500 92,600
Engineering 150,000 60,900 73,600
Streets 537,000 262,500 901,400
Police 637,500 680,000 669,256
Fire 538,000 348,500 208,330
Parks & Recreation 412,000 400,000 805,100
Central Services 5,000 17,700 86,100
Grants and Donations 235,000 ‐ ‐
Building Maintenance 133,000 26,200 32,400
Water 560,500 611,400 207,700
Wastewater 440,000 354,500 227,000
Airport 309 309 14,000
Storm Water 222,000 157,000 79,700
Ambulance Services 280,000 107,500 182,328
Total Cost Allocations 4,235,309$ 3,072,009$ 3,584,814$
Preliminary Budget Document Page 120
519 ‐ Fleet Management (Equipment Rental Division)
BUDGET SUMMARY
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
54868 Operations ‐ General 2,181,827$ 1,680,158$ 1,139,563$ 1,860,448$ 180,290$ 10.7% 50.9%
59448 Public Works ‐ Centraliz 3,061,428 3,274,370 2,104,778 1,743,000 (1,531,370) ‐46.8% 47.7%
59148 LT Debt/Centralized Svs 280,909 90,563 ‐ 49,914 (40,649) ‐44.9% 1.4%
59248 Interest/Public Works 23,122 3,600 ‐ 1,798 (1,802) ‐50.1% 0.0%
Total Expenditures 5,547,286$ 5,048,691$ 3,244,341$ 3,655,160$ (1,393,531)$ ‐27.6% 100.0%
Revenue Summary by Type
330 Intergovernmental Reve 44$ ‐$ ‐$ ‐$ ‐ 0.0% 0.0%
340 Charges for Goods/Serv 4,244,507 3,072,009 2,304,007 3,584,814 512,805 16.7% 99.9%
360 Miscellaneous Revenues 16,303 10,000 10,276 5,000 (5,000) ‐50.0% 0.1%
370 Other Revenue & Cap Co 4,219 ‐ 26,929 ‐ ‐ 0.0% 0.0%
390 Other Financing Sources 2,018,443 1,031,000 131,140 ‐ (1,031,000) ‐100.0% 0.0%
Total Revenues 6,283,516$ 4,113,009$ 2,472,352$ 3,589,814$ (523,195)$ ‐12.7% 100.0%
Fund Balance
Beginning Balance (Est.) 2,663,786$ 3,400,016$ 3,400,016$ 2,299,219$
Revenue Less Expenditures 736,230 (935,682) (771,989) (65,346)
Ending Balance (Est.) 3,400,016$ 2,464,334$ 2,628,027$ 2,233,873$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 388,523$ 501,345$ 302,173$ 520,839$ 19,494$ 3.9% 14.2%
200 Personnel Benefits 145,169 222,213 109,162 218,709 (3,504) ‐1.6% 6.0%
Sub‐Total ‐ Salaries & Benefits 533,692 723,558 411,335 739,548 15,990 2.2% 20.2%
300 Operating Supplies 461,268 436,100 355,432 518,300 82,200 18.8% 14.2%
400 Professional Services 1,186,867 516,900 372,795 599,000 82,100 15.9% 16.4%
500 Professional Services ‐ 3,600 ‐ 3,600 ‐ 0.0% 0.1%
600 Capital Outlay 3,061,428 3,274,370 2,104,778 1,743,000 (1,531,370) ‐46.8% 47.7%
700 Debt Service ‐ Principal 280,909 90,563 ‐ 49,914 (40,649) ‐44.9% 1.4%
800 Debt Service ‐ Interest 23,122 3,600 ‐ 1,798 (1,802) ‐50.1% 0.0%
Total Expenditures 5,547,286$ 5,048,691$ 3,244,341$ 3,655,160$ (1,393,531)$ ‐27.6% 100.0%
Preliminary Budget Document Page 121
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – BUILDING MAINTENANCE 528
Municipal Services Director Dave Bren
Public Work Director Mike Moro, PE
Division Manager Tony Massa
DEFINITION
The primary function of the Building Maintenance Division is to repair and maintain the City buildings
and equipment. Our secondary function is small construction projects. Our main objective is to keep
the facilities safe, operational, and clean, for employees and citizens.
The Building Maintenance Division consists of twelve full time employees.
The following buildings are maintained by the Building Maintenance Division: Civic Center, Operations
Buildings #1, #2, and #3, Annex Building, Fire Station #1, Fire Station #2, Police and Parks Building,
Library, Wastewater Treatment Facility, Larson Treatment Plant, Central Operations Facility, The
Learning Center, Larson Recreation Center, Firing Range Training Facility, Civic Center Park Building, the
Municipal Airport Building, and miscellaneous repairs around the airport. In addition, we perform the
annual maintenance on all fire extinguishers in all buildings.
We started the year with continued sanitizing for COVID 19 and building additional sanitization stands
for the entrances of every facility, which consumed much of our time. We were fortunate enough to
have time to catch of on a lot of our preventative maintenance work orders as well as remodeling the
Fire Dept Kitchen over the summer months when the case rates went down a little. With the new
variants of COVID late this summer we have been building additional sanitization stands and continue to
sanitize before and after large gatherings as well as sanitizing after any confirmed positives in our
facilities.
2022 PROJECTS / WORK PLAN
The following are legislative or other impacts:
We are anticipating COVID 19 to continue to play a roll in 2022. We have placed sanitization stands at
every facility entrance and will continue to make sure they are stocked with hand sanitizer and face
masks for employees and members of the public.
We are looking forward to the new Parks and Recreation facility. We are anticipating
spending a significant amount of time there working out all the kinks with the systems and
making sure all the staff is comfortable and able to settle in with as few problems as
possible.
Preliminary Budget Document Page 122
We are already planning what we will need to do in order to be able to move the Police
Department out of their current facility and into temporary places during the remodeling of
the police station. Some of the facilities are the old firing range, the old Chamber of
Commerce building and possibly the current Learning Center, after the Parks department is
out of the building.
We are really starting to feel the effects of R22 being replaced. Some of our old units
that needs repairs are costing us significantly more than they would of several years ago. A
30lb bottle of R22 is now over $900 and increasing rapidly. We will continue to try and
replace older units as we see the cost of repairs starting to exceed replacement costs.
Building Energy codes for 2018 were implemented in February of 2021, delayed due to
COVID 19, and the new rules continue to tighten rules on energy efficiency and fresh air
requirements for buildings. These codes impact costs to upgrade our older HVAC units that
have limited outside air available. Some units will have to be entirely replaced with new
ducting added for fresh air intakes.
BUDGET REQUESTS
Airport Precision Approach Path Indicator System
We are requesting to replace one of the two PAPI systems at the Municipal Airport this year and
one next year. The current systems are approximately 30 years old and are obsolete. Parts for them are
all aftermarket and some of the parts are not available any more even from aftermarket sellers.
Drinking Fountains with bottle stations
We were unable to retrofit or replace many of the drinking fountains with bottle fill
stations early this year due to ongoing COVID work. We are hoping to get back to the
project this fall and continue into 2022.
Fire Station Apparatus Door Painting
We are requesting to have the bay doors and casings at the Fire Stations painted this year. The
doors are 20 plus years old with the color faded and a couple of mismatched colored doors. The
paint on casings is peeling off and exposing the bare metal underneath.
New Larsen Recreation Center
We are requesting an additional 2 additional personnel and custodial equipment to maintain
the new Recreation Center. (we hope to eliminate 4 hours of weekly overtime with the
additional personnel.)
Capital Improvements
Car Wash
Fleet Management has requested to build a car wash at the Operations Complex. The proposed is a “no
touch” spray system for both light and heavy‐duty vehicles and equipment. Fleet estimates it would save
around $5,300 per year in car wash fees.
Preliminary Budget Document Page 123
Back‐up Generators
We are requesting to replace the current portable generator at Fire Station 2 with a permanent
generator and an automatic transfer switch. The current system requires the employees to use the
battery backup lighting and flashlights to start a generator in the building and plug it in to be able to
power the bay doors and roll the generator outside.
We are also requesting to install a generator at the Civic Center. This generator would provide steady
and reliable power to our finance, utilities, and administrative departments ensuring that we can
continue to serve the public in the event of a power outage.
AUTHORIZED PERSONNEL
Position Title 2020 Actual 2021 Actual 2022 Proposed
Manager 1.00 1.00 1.00
Supervisor 1.00 1.00 1.00
Maintenance Worker 3.00 3.00 3.00
Lead Custodian 1.00 1.00 1.00
Custodian 6.00 6.00 8.00
0.00 0.00 0.00
Total Personnel 11.00 12.00 14.00
Preliminary Budget Document Page 124
Contributions from Operating Funds
Operating Division 2020 Actual 2021 Budget 2022 Budget
Legislative 50,400$ 45,200$ 52,500$
Executive 24,500 22,000 25,600
Finance 28,800 25,700 30,100
Community Development 47,900 58,000 82,500
Legal/Judicial 2,500 2,300 2,700
Misc. Services 13,400 16,300 23,200
Library 62,200 47,400 51,600
Streets 44,700 37,700 71,100
Engineering 68,800 82,900 118,100
Police 146,900 147,500 147,700
Fire 325,500 344,200 458,600
Parks & Recreation 380,200 305,400 412,400
Fleet Management 715,000 62,800 107,300
Central Services ‐ IT 52,600 56,900 75,800
Water 60,800 67,000 100,200
Wastewater 45,400 349,500 450,300
Airport ‐ 2,000 2,000
Storm Water 3,500 4,300 6,100
Ambulance Services 120,700 115,800 168,100
Total Cost Allocations 2,193,800$ 1,792,900$ 2,385,900$
Debt Service
Legislative 65,350 130,700 ‐
Executive 42,200 84,400 ‐
Finance 41,350 82,700 ‐
Legal/Judicial 3,750 7,500 ‐
Parks & Recreation 308,900 617,800 ‐
Central Services ‐ Util Billing 29,400 58,800 ‐
Total Debt Service 490,950$ 981,900$ ‐$
Total Charges 2,684,750$ 2,774,800$ 2,385,900$
Preliminary Budget Document Page 125
BUDGET SUMMARY
528‐ Building Maintenance
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
51830 Maint/Secur./Janitor 1,590,889$ 1,674,731$ 922,368$ 1,623,444$ (51,287)$ ‐3.1% 60.3%
51865 Building Maintenance‐ Gen ‐ ‐ ‐ 567,750 567,750 0.0% 21.1%
54161 Preservation Sidewalks 10,143 52,600 ‐ 54,230 1,630 3.1% 2.0%
58120 Interfund Loan Repayment 943,764 962,700 700,101 ‐ (962,700) ‐100.0% 0.0%
59218 Interest‐Interfund Debt 38,128 19,300 14,002 ‐ (19,300) ‐100.0% 0.0%
59418 Capital‐Centralized Svs 505,877 500,000 25,053 260,000 (240,000) ‐48.0% 9.7%
59118 LT Debt/Centralized Service 830,000 175,000 ‐ 175,000 ‐ 0.0% 6.5%
59218 Interest/Bonded Debt 23,373 15,900 7,950 10,650 (5,250) ‐33.0% 0.4%
Total Expenditures 3,942,174$ 3,400,231$ 1,669,474$ 2,691,074$ (709,157)$ ‐20.9% 100.0%
Revenue Summary by Type
330 Federal Revenue 134,621$ ‐$ ‐$ ‐$ ‐$ 0.0% 0.0%
340 Charges for Goods/Services 3,868,091 2,774,800 2,079,600 2,625,900 (148,900) ‐5.4% 100.0%
360 Miscellaneous Revenues 9,791 ‐ ‐ ‐ ‐ 0.0% 0.0%
370 Other Revenue & Cap Contr 7,081 ‐ ‐ ‐ ‐ 0.0% 0.0%
390 Transfer In 79,562 ‐ ‐ ‐ ‐ 0.0% 0.0%
Total Revenues 4,099,146$ 2,774,800$ 2,079,600$ 2,625,900$ (148,900)$ ‐5.4% 100.0%
Fund Balance
Beginning Balance (Est.)1,085,649$ 1,242,621$ 1,242,621$ 617,190$
Revenue Less Expenditures 156,972 (625,431) 410,126 (65,174)
Ending Balance (Est.)1,242,621$ 617,190$ 1,652,747$ 552,016$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
100 Salaries & Wages 677,122$ 667,068$ 493,493$ 811,339$ 144,271$ 21.6% 30.1%
200 Personnel Benefits 266,378 355,638 221,939 424,805 69,167 19.4% 15.8%
Sub‐Total ‐ Salaries & Benefits 943,500 1,022,706 715,432 1,236,144 213,438 20.9% 45.9%
300 Operating Supplies 148,518 189,425 48,944 188,800 (625) ‐0.3% 7.0%
400 Professional Services 507,657 513,300 157,921 818,330 305,030 59.4% 30.4%
500 Professional Services 1,357 1,900 72 2,150 250 13.2% 0.1%
600 Capital Outlay 505,877 500,000 25,053 260,000 (240,000) ‐48.0% 9.7%
700 Debt Service ‐ Principal 1,773,764 1,137,700 700,101 175,000 (962,700) ‐84.6% 6.5%
800 Debt Service ‐ Interest 61,501 35,200 21,952 10,650 (24,550) ‐69.7% 0.4%
Total Expenditures 3,942,174$ 3,400,231$ 1,669,474$ 2,691,074$ (709,157)$ ‐20.9% 100.0%
Preliminary Budget Document Page 126
CITY OF MOSES LAKE
2022 BUDGET NARRATIVE
MUNICIPAL SERVICES – MOSES LAKE MUNICIPAL AIRPORT – FUND 495
Municipal Services Director David Bren, PE
FUND DEFINITION
The Moses Lake Municipal Airport is classified as a General Aviation Airport. The 54.5 acre site serves
general aviation aircraft and commercial crop spraying operations. The runway is 2,500 feet by 50 feet.
All aircraft using this airport have an aircraft approach speed of less than 121 knots, a wingspan less
than 49 feet, and weigh less than 12,500 pounds.
AIRPORT HISTORY:
The airport property was deeded to the City in 1947 by Northern Pacific Railroad. From 1994 to 2019
the operations of the Municipal Airport were overseen by the Airport Commission. In 2019 the City
Council changed the structure of the Airport Commission to an Airport Advisory Board and assigned the
management of the airport to the Municipal Services Director.
AIRPORT ADVISORY BOARD:
The Airport Advisory Board consists of five members. Each member must be reside within the corporate
limits of the City and rent property from the City at the Moses Lake Municipal Airport, or who are
associated with a business or operation who rents property from the City at the airport. Members shall
be appointed by the Mayor and confirmed by the City Council, pursuant to MLMC 2.36.130. The
purpose of the Airport Advisory Board is to advise and make recommendations to the Municipal Services
Director for the development, operation, and maintenance of the Moses Lake Municipal Airport, adopt
an airport budget and the expenditures or any monies related to the airport.
AIRPORT REVENUE SOURCES:
Municipal Airport Revenue Sources
RENT Rents for Hanger Lots
GF General Fund (Funds Transfer for Airport Maintenance)
The Municipal Airport is partially financed by the renting of Hanger Lots. Additional funding comes from
the General Fund for any capital improvements and the maintenance of the airport facilities.
Page Break
AIRPORT MAINTENANCE EXPENSES:
Municipal Airport – Typical Maintenance Expenses
BLDG Building Maintenance Fund (Common Structures Maintenance)
PARKS Parks and Recreation Fund (Mowing and Weeding)
SF Street Fund (Runway Sweeping and Pavement Maintenance)
WA Water System Fund (extensions for future development)
SS Sewer System Fund (extensions for future development)
ENGR Engineering Services Fund (Surveying and Engineering Services)
The majority of the funding for the Municipal Airport capital improvements and maintenance comes
from the General Fund. It is important for Departments that provide Airport maintenance services to
track and allocate maintenance expenses separately. In short, the maintenance services need to be
expensed to the General Fund for clean Audit purposes.
COMMUNITY AVIATION REVITALIZATION BOARD (CARB) LOAN:
The City applied for a Washington Department of Transportation Community Aviation Revitalization
Board (CARB) loan to install an above‐ground fueling station in the amount of $175,000. However, the
Preliminary Budget Document Page 127
project is currently estimated to cost $300,000, so additional funds will be needed to complete the
project. The CARB loan repayment schedule is about $10,700 per year, which can be raised by adding a
$0.25 per gallon surcharge on the fuel sold. The loan and project expense was added to the 2021
budget, as well as about $10,000 to purchase the fuel for resale. The loan repayment isn’t scheduled to
begin until 2022. No revenue is shown for fuel sales, as the fuel system has not been installed yet.
AUTHORIZED PERSONNEL
Position Title
2019 Actual
2020 Amended
Budget 2021 Proposed
Budget
ADMIN SECTION
MS Airport Admin Specialist (Part‐Time Seasonal Hire)0.00 0.00 0.25
Total Personnel 0.00 0.00 0.25
The MS Airport Admin Specialist reports directly to the Municipal Services Director. The position will be
part‐time. Averaging (10) hours per week. The position will be dedicated to Airport Administration
paperwork and duties as assigned by the Director. A $12,000 budget is required for the position.
Preliminary Budget Document Page 128
BUDGET SUMMARY
495 ‐ Airport
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Function Actuals Adopted Actuals Proposed (4)‐(2)(4)‐(2) Total
54680 Maint/Secur./Janitor 25,671$ 59,609$ 12,388$ 73,410$ 13,801$ 23.2% 100.0%
59446 Building Maintenance‐ Gen 2,236 175,000 ‐ ‐ (175,000) ‐100.0% 0.0%
Total Expenditures 27,907$ 234,609$ 12,388$ 73,410$ (161,199)$ ‐68.7% 100.0%
Revenue Summary by Type
360 Miscellaneous Revenues 36,194$ 27,000$ 28,742$ 27,000$ ‐$ 0.0% 100.0%
370 Other Revenue & Cap Contr ‐ 175,000 ‐ ‐ (175,000) ‐100.0% 0.0%
Total Revenues 36,194$ 202,000$ 28,742$ 27,000$ (175,000)$ ‐86.6% 100.0%
Fund Balance
Beginning Balance (Est.)96,645$ 104,932$ 104,932$ 72,323$
Revenue Less Expenditures 8,287 (32,609) 16,354 (46,410)
Ending Balance (Est.)104,932$ 72,323$ 121,286$ 25,913$
(1) (2) (3) (4) (5) (6) (7)
As of 9/30/21 %
2020 2021 2021 2022 $ Change Change % of
Expense Summary by Type Actuals Adopted Actuals Proposed (4)‐(2) (4)‐(2) Total
200 Personnel Benefits 11$ ‐$ ‐$ ‐$ ‐$ 0.0% 0.0%
300 Operating Supplies 2,025 17,700 1,710 17,700 ‐ 0.0% 24.1%
400 Professional Services 23,635 41,909 10,678 55,710 13,801 32.9% 75.9%
600 Capital Outlay 2,236 175,000 ‐ ‐ (175,000) ‐100.0% 0.0%
Total Expenditures 27,907$ 234,609$ 12,388$ 73,410$ (161,199)$ ‐68.7% 100.0%
Preliminary Budget Document Page 129
Proposed
Departments 2017 2018 2019 2020 2021 2022
Legislative 001 7.80 7.70 7.00 7.00 7.00 7.00
Executive 002 3.50 4.60 5.30 5.00 5.00 6.00
Finance 003 6.54 6.50 7.00 7.50 7.00 7.00
Utility Billing 514 6.00 6.00 6.00 7.00
Central Services ‐ IT 517 2.00 2.00 2.00 2.00 3.00 3.00
Community Development 004 10.70 11.70 11.95 12.00 13.00 13.50
Public Works
Engineering 010 16.00 16.00 14.75 15.00 15.00 14.50
Sanitation 490 1.16 0.50
Building Maintenance 528 10.00 11.00 11.00 12.00 12.00 14.42
Street 116 5.00 6.00 6.10 7.00 7.00 7.67
Water 411 16.05 15.90 13.90 14.00 15.00 13.16
Wastewater 412 13.25 14.10 11.90 11.00 11.00 12.66
Fleet 519 5.00 5.00 5.00 6.00 7.00 7.42
Storm Water 493 4.00 4.00 4.10 4.00 4.00 4.67
Total Public Works 70.46 72.50 66.75 69.00 71.00 74.50
Parks 020 18.00 18.00 19.00 20.00 20.00 23.00
Police 060 40.00 43.00 46.00 46.00 50.00 52.00
Fire 040 20.00 20.00 21.60 24.50 23.50 23.10
Ambulance Services 498 12.00 13.00 14.40 15.00 16.50 16.90
Total City Authorized Positions 191.00 199.00 207.00 214.00 222.00 233.00
Adjusted For:
Council (Part‐Time) ‐7.00 ‐7.00 ‐7.00 ‐7.00 ‐7.00 ‐7.00
Net Total FTE Staff 184.00 192.00 200.00 207.00 215.00 226.00
City of Moses Lake
2022 Staffing Levels
Preliminary Budget Document Page 130
MEMORANDUM
To: Department Directors
Division Managers
Administrative Support Staff
From: Allison Williams, City Manager
Date: July 9, 2021
Re: Fiscal Year 2022 Budget Guidelines
The purpose of these instructions is to communicate the process we will be using to develop the
FY 2022 budget. We will be considering key strategies, priorities, and objectives with the
overall goal of allocating resources to meet the following strategic priorities of the City Council:
Public Safety
Economic Growth/Retail
City Infrastructure and Facilities
Finance/Process Efficiencies
Park, Recreation & Cultural Services/Tourism
Communication
In addition to these foundational priorities, the City is in the middle of a community process to
update our Comprehensive Plan. Other focuses that our residents would like us to pursue
include:
Upgrading our community gateways, and revitalization of the traffic corridors and
downtown;
Participating in processes that assist with lake health; and
Providing adequate urban services to the Urban Growth Area (UGA).
The following key principles will be observed as we prepare the City’s 2022 budget:
The City must adopt a balanced budget that is fiscally prudent and sustainable. This may
require departments to change the method of service delivery, change current service
levels, or discontinue certain services in order to live within available resources.
Department goals should align with City Council’s six strategic priorities, and make
proposals to support the additional comprehensive plan focuses.
Departments should prepare concise business plans that describe how goals, objectives,
and key intended outcomes will advance the City’s strategic priorities. Stated differently,
identify outcomes to be achieved with proposed resource requests.
Identify key performance measures to evaluate the effectiveness and efficiencies of
meeting the strategic priorities and key intended outcomes.
Preliminary Budget Document Page 131
Identify programs or services that can be subject to alternative service delivery options.
Identify capital investments for projects, facilities and equipment that will optimize city
infrastructure, services and operational efficiencies. Include maintenance and operating
costs in your capital requests.
For costs related to staffing the preliminary budget will incorporate increases related to
contractual obligations for our represented employees and non-represented based on the
step program developed in 2019. Finance will perform these calculations.
New or reclassified positions will be considered on a limited basis. Our focus in this
budget cycle is to shore up overall administrative functions. In the past 4 years (from
2017 through 2021), we have added 31 positions, with only three of those being for
administrative support for all the new “boots on the ground”. We also recently added the
homeless services program which requires executive and financial support, and will be
required to appropriately track the next round of Federal funding.
Unrestricted reserve funds shall only be used for one-time capital costs. Keep ongoing
maintenance and operating expense adjustments as flat as possible in the current
economic environment, although regional inflation is running at an annual rate of about
5%, fueled by supply line shortages/disruptions.
Training costs should be based on specific training needs identified in each department’s
business plan. Use training to enhance employee productivity and performance. To save
travel expenses, identify training that can be brought “in house”.
The “base” overtime budget should be estimated as though the operation is fully staffed.
Overtime caused by vacancies should be covered by related salary savings.
Identify significant programs and operational changes separately as a policy proposal to
meet strategic priorities. Significant operation program changes include:
o Major service reductions or expansions;
o Any increase or decrease in staffing levels;
o Significant one-time costs, including all capital improvements;
o Significant ongoing cost increase to maintain existing services or changes in the
method of service delivery;
o Changes in operations that will significantly affect customer service – either
external or internal to the organization; and
o Proposed fee increases or new revenue sources.
As possible, any proposal for additional budget authority for staff or programs should come with
proposed fees to cover the additional costs or proposed expenditure reductions in other areas.
2022 comes with ongoing challenges, as we come out of the COVID emergency shutdown, and
grapple with other legislative directives brought about by social justice initiatives. Fortunately,
the community experienced continued growth through 2020, so that we were still able to build
the General Fund balance to over $5.8 million at the end of 2020 going into 2021. This
represents 19.9% of the 2021 General Fund expenditure budget of $29.5 million. Our financial
policy recommends a General Fund balance of 16.7% or a two-month operating reserve which
calculates to be $4.93 million, leaving about $0.95 million as a contingency going into 2021.
Sales tax is coming in strong in the first half of 2021, fueled by major construction projects, and
we are on a trajectory to add to the fund balance again by the end of 2021. Since much of the
Preliminary Budget Document Page 132
increase is tied to “one-time” projects, we will strive to use these balances for capital projects in
2022.
In the past several years, as budgets allowed, we have increased contributions to capital reserves
for replacement in the Fleet Maintenance and Building Maintenance Funds, and made additional
contributions to Central Services for Information Technology hardware and software
replacement. This practice has allowed us to do some “catch up” on those purchases and has
built the replacement reserves although these levels remain to be below true replacement cycle
requirements. We will continue to evaluate capital replacement needs as we work through the
Capital Facilities Plan.
Finance will be submitting more detailed instructions for budget development under separate
cover. The RCW Budget calendar and estimated target dates to meet state law requirements is
attached to this document.
Preliminary Budget Document Page 133
City of Moses Lake
Finance
2022 Budget Initiative
Title Budgeted
PROPOSAL
In August of 2021 the City Council expressed a desire to start active enforcement on citizens who were violating the Water Conservation Ordinance. The Municipal Code states the Water Department will
enforce and issue tickets to violators. Municipal Services and the Community Development Department
have discussed the opportunity to have Community Development be the enforcement body for water
violations much like weeds and other violations. The City’s Code Enforcement personnel are equipped
and educated in the process and able to handle these violations as part of the job description. However,
the Code Enforcement Division is operating with only two officers who are tasked with several other types of enforcements. The Water Department has the funding to put towards an employee who can help
with code enforcement. The Community Development Department has previously hired a full-time
summer employee to help with weeds, however this last year the employee was not utilized -saving the
department some funding. The two departments feel the best solution includes adding an additional full
time Code Enforcement position which would be funded half by the Water Department and half by Community Development. This will allow the City to be more effective in reducing violations not only with water but weeds, graffiti, and signs.
IMPACTS
1. Fiscal Impact – Fiscal impact would be the cost of one full time Code Enforcement personnel paid by two different Departments. (134,490 split)
2. Proposed Funding Source – .5 paid for by Water/ .5 paid for by Community Development
3. Public Impact – The City would be more efficient and consistent in handling code enforcement
violations.
4. Personnel Impact – One additional full time code enforcement employee would be added to the
Community Development Division 5. Required Changes in City Regulation of Policies – None required 6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – This appears to be the best solution for the city.
Preliminary Budget Document Page 134
City of Moses Lake
Finance
2022 Budget Initiative
Title Budgeted
PROPOSAL
The City is currently in the process of updating its Comprehensive Plan which should be completed and adopted
by the end of November of 2021. The process has brought to light the need for a whole new development code which would implement the state mandated housing requirements, fix outdated code, and implement new streamlined processes.
The City sent out a Request for Proposal to revise the development code and received four proposals. The
selection team was made up of City staff, the City Manager and a Planning Commissioner. Proposals were
evaluated individually by each person and all ranked SCJ Alliance the highest among the proposals.
In July of 2021 the City Council approved proposal by SCJ in the amount of 130,178.40. Some preliminary work has started. The amount budget represents additional charges anticipated as changes in
more than one area of code are found to be conflicting.
IMPACTS 1. Fiscal Impact – Fiscal impact would be the one time cost to create a whole new development
code for the City.
2. Proposed Funding Source – General Fund
3. Public Impact – The City would be brought into compliance with the GMA
4. Personnel Impact – none at this time
5. Required Changes in City Regulation of Policies – The new Development Code would be a change in development regulations throughout the City. 6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – This wholesale code development will help implement the GMA, Housing
Action Plan and Comprehensive Plan goals.
Preliminary Budget Document Page 135
City of Moses Lake Finance
2022 Budget Initiative Add One Utility Services Administrative Assistant Position Budgeted
PROPOSAL
This is a request to add a Utility Services Administrative Assistant position in the Finance staff. In looking at the work being done in Utility Services Division, the Manager is performing many duties that also support general Finance. This includes posting deposits for all divisions, and being the primary contact for all banking functions, (i.e. sending wires, posting the County property tax and State monthly transmittals, transferring funds from the State investment pool, etc.) As the City grows, Utility Services are finding themselves processing more transactions, and do not have capacity for any new programs we want to propose for our citizens, such as formal payment arrangements or possibly a “utility help”
program. There are also long-standing issues that we have not adequately addressed, including delinquent account follow-up on accounts that do not have water service, and continuing correspondence with customers in support of the recycling programs. We are proposing an administrative assistant to
the Utility Services Manager to be an extension of the Manager to accomplish these important functions. The Utility Services budget is split out among all 5 utilities, so each of the utilities will pay a portion of
the new salary. IMPACTS
1. Fiscal Impact – about $90,000 salary and benefits annually. (This is assuming assigning the Administrative Assistant to the same pay scale as the other Administrative Assistants in the City- Grade 12.)
2. Proposed Funding Source – Central Services Fund 517 – This would be included in the Utility Services Budget which gets allocated out to the utilities. 3. Public Impact – Adding a Utility Services Administrative Assistant will add resources to allow for Utility Services to run additional programs that can benefit our citizens. 4. Personnel Impact – More resources will positively impact morale in the Utility Services Division. 5. Required Changes in City Regulation of Policies – Council will need to approve an additional personnel position. Any additional utility help programs will need to be approved
by Council. 6. Legal Constraints, if applicable – NA 7. Viable Alternatives – Do more of the needed projects on overtime and risk employee
burnout.
Preliminary Budget Document Page 136
City of Moses Lake
Finance
2022 Budget Initiative
Police Staffing Budgeted
PROPOSAL
The police department would like to add two new traffic officer positions. With the recent police reform legislation, the legislature directed a multiple officer response to certain types of calls. HB 1310 states,
“When possible, calling for back-up officers when encountering resistance; taking as much time as
necessary, without using physical force or weapons…” That same bill also requires “Probable Cause”
prior to using “physical force” against a person, which means that officers will have to establish “PC”
prior to detaining a suspect. This change in law will require officers to quickly determine if “PC” exists
prior to looking for suspects, which will necessitate more officers to respond to the scene prior to looking for any involved suspects.
Additionally, MLPD does not currently have a traffic unit and uses patrol officers, when available, to
handle traffic complaints. In 2020 officers responded to 337 traffic complaints and handled 818 traffic
accidents. We also received multiple neighborhood complaints of speeding vehicles. The two traffic officers would be used to respond to traffic complaints and traffic accidents, would work
with neighborhoods on speeding vehicles, would educate the community on traffic safety matters, all
while supplementing patrol and being available to assist with the legislative mandates.
IMPACTS
1. Fiscal Impact – The total financial impact would be approximately $241,540, which includes
salaries, benefits, training, equipment, and overtime.
2. Proposed Funding Source – The funding would come from general fund dollars, criminal justice
sales tax revenue, and increased Redflex revenue.
3. Public Impact –It would help with neighborhood quality of life issues, assist with traffic safety
education, while at the same time augmenting patrol officers during crisis calls.
4. Personnel Impact – As stated above, will supplement patrol. 5. Required Changes in City Regulation of Policies – N/A.
6. Legal Constraints, if applicable – N/A.
7. Viable Alternatives – N/A
Preliminary Budget Document Page 137
City of Moses Lake
Finance
2022 Budget Initiative
Police Building Remodel Budgeted
PROPOSAL
The police department is in desperate need of a remodeled facility due to outdated systems, increased personnel, and limited space. With the Parks & Recreation Department moving out of our building, now
would be an ideal time to remodel the entire building that should meet our needs well into the future.
We have hired an architecture firm to design the remodeled facility. At the same time, we would like to
add to our parking lot to include the parking area between the police department and the library. This
addition would also necessitate the need for a new fence. Lastly, if possible, we would like to add to our covered parking area to keep our patrol cars out of the weather and more secure.
The initial financial impact was estimated at a little over $3,000,000, however with the parking lot
upgrades, covered parking upgrades and updating of the facility that number could be closer to
$4,000,000 depending on the architects estimate. IMPACTS
1. Fiscal Impact – Approximately $462,500. 10 year annual debt cost
2. Proposed Funding Source – The remodel would be paid for through the Washington State
LOCAL funding program and the repayment would be made through general fund dollars and criminal justice sales tax funding.
3. Public Impact –The remodeled building would give the community an updated facility with
better access to staff and services.
4. Personnel Impact – The remodeled building will give staff much needed increased space to conduct business and provide services to our citizens.
5. Required Changes in City Regulation of Policies – N/A 6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – N/A
Preliminary Budget Document Page 138
City of Moses Lake
Fire Department
2022 Budget Initiative
Budgeted
PROPOSAL Additional Cardiac Monitor
We currently have six cardiac monitors, one for each in service medic unit and one for each of the ALS
certified fire engines. An additional cardiac monitor is needed to equip the Medical Services Officer
vehicle with a monitor. The MSO is frequently called upon to respond to medical emergencies. With
increasing frequency the MSO has been responding to medical emergencies without an engine or ambulance following immediately behind due to increasing call volume and increasing non availability of
on duty units.
Providing an additional unit also gives us some flexibility when a monitor is out of service for
maintenance or repairs, and helps ensure that front line medic and ALS engine units always have a
functional cardiac monitor onboard.
IMPACTS
1. Fiscal Impact – $42,000
2. Proposed Funding Source – Ambulance Fund and / or ARPA (State and Local Fiscal Recovery Funds.) 3. Public Impact – Directly impacts the survivability of cardiac patients with treatable heart rhythm
at the time of EMS arrival.
4. Personnel Impact – N/A
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – DOH requires cardiac monitors on transport ambulances operated by ALS level services.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 139
City of Moses Lake
Fire Department
2022 Budget Initiative
Budgeted
PROPOSAL
Upgrade existing Zoll Cardiac Monitors
In order to prolong the service life expectancy of our current Zoll cardiac monitors, and to help increase post defibrillation survivability rates Zoll has recommended that we update our X series monitors.
The upgrade would ensure that the firmware within the monitors is the most current available. Staying
current with upgrades to the monitors will allow us to extend the service life of the monitors.
Estimated cost for upgrading 6 units is $27,000.00 plus tax.
IMPACTS
1. Fiscal Impact – $29,000.00
2. Proposed Funding Source – Ambulance Fund and / or ARPA (State and Local Fiscal Recovery
Funds.) 3. Public Impact – Directly impacts our ability to render life saving aid to citizens. 4. Personnel Impact – N/A
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – Department of Health requires ambulance services to
maintain functional cardiac monitors when providing advanced life support care.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 140
City of Moses Lake
Fire Department
2022 Budget Initiative
Budgeted
PROPOSAL
Self Contained Breathing Apparatus replacement program:
All self contained breathing apparatus (SCBA) are regulated under Washington Administrative Code 296-305 for firefighting use in Immediately Dangerous to Life and Health (IDLH) atmospheres. The
regulation specifies that breathing air systems must meet the requirements of applicable National Fire
Protection Association (NFPA) Standards. The standards specify mandatory replacement dates for SCBA.
Currently the fire department has 42 SCBA units, one for each riding position on all fire apparatus as
specified in NFPA Standards and as addressed in Washington Survey and Rating Bureau guidance. These
units will be expiring in the very near future. In order to eliminate the necessity of replacing all units in one budget year, the Fire Department has implemented a phased replacement approach that will allow us
to replace several units per year. In 2015 the department began purchasing the MSA G-1 SCBA system to
replace our aging Survivair SCBA’s. By replacing a portion of the units annually we avoid the hit of
replacing all 42 units at one time.
IMPACTS 1. Fiscal Impact – $60,000
2. Proposed Funding Source – General fund.
3. Public Impact – Directly impacts our ability to enter Immediately Dangerous to Life and Health
atmospheres during rescue operations.
4. Personnel Impact – Provides required respiratory protection as specified in WAC 296-305. 5. Required Changes in City Regulation of Policies – No. 6. Legal Constraints, if applicable – Required by WAC 296-305
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 141
City of Moses Lake
Fire Department
2022 Budget Initiative
Budgeted
PROPOSAL
Replacement of Thermal Imaging Devices
Our primary thermal imaging devices came into the department in 2006. This is a primary tool for managing and mitigating rescue at structural fire incidents, and is an important piece of equipment for
firefighter safety.
The devices currently in the fleet are obsolete from a parts and servicing standpoint and need
replacement.
Estimated cost to replace the devices is a total of $22,000.00. This would place one new unit on Engine 1
and Engine 2 (first out units from Station 1 and Station 2 respectively.)
IMPACTS
1. Fiscal Impact – $22,000 2. Proposed Funding Source – General fund and / or ARPA State and Local Fiscal Recovery Funds.
3. Public Impact – Directly impacts our ability to enter Immediately Dangerous to Life and Health
atmospheres during rescue operations.
4. Personnel Impact – Provides increased firefighter safety in low visibility situations within IDLH
atmospheres. Addressed in both National Fire Protection Association Standard and Washington Administrative Code WAC 296-305.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – Required by WAC 296-305
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 142
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Cascade Park Playground Replacement Budgeted
PROPOSAL
The Cascade park playground is long overdue to be replaced. This playground is very heavily used with soccer practices and games, t-ball practices and games, and the use from the campground when families
camp. The playground has several parts that have been removed due to being broken and replacement
parts are unavailable (discontinued). We are unable to purchase replacement parts for the playground due
the age of the structure. We have retrofitted some replacements to keep the playground safe. At this time,
it is recommended that we replace the whole playground. The cost includes removal of existing
playground, and installation of new playground.
IMPACTS
1. Fiscal Impact -- $130,000
2. Proposed Funding Source – General Fund
3. Public Impact – It will give the users of this park a new playground for the children to enjoy and recreate safely. 4. Personnel Impact – Maintenance staff will not have to fabricate repair parts on the playground
because replacement parts are unavailable due to the age of the unit.
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No
7. Viable Alternatives – None
Preliminary Budget Document Page 143
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Parks, Recreation & Cultural Services Creative District Coordinator Budgeted
PROPOSAL
The Creative District program works to help communities in Washington thrive. Its purpose is to help communities strengthen their creative sector, diversify their economy, and enhance their quality of life. A
Creative District is an exciting place to live, work, and visit. It can include cultural facilities, arts-related
organizations, and creative and other businesses that support or complement these activities.
As we continue to move forward with this process, we have employed a temporary Creative District
Coordinator to provide a wide range of administrative and support activities in support of the City’s application to start a Creative District program in Moses Lake. We are requesting to make the position
permanent to continue the leadership for the Creative District program.
IMPACTS
1. Fiscal Impact -- $42,950
2. Proposed Funding Source – General Fund 3. Public Impact – This will allow for the Creative District to continue moving forward and
provide new opportunities for the community.
4. Personnel Impact – By making this position permanent, it will allow for stability and continued
growth of the position.
5. Required Changes in City Regulation of Policies – No 6. Legal Constraints, if applicable – No 7. Viable Alternatives – No
Preliminary Budget Document Page 144
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Parks, Recreation & Cultural Services Customer Service Attendant Budgeted
PROPOSAL
The Larson Recreation Center is slated to be completed by mid-2022, with the completion of the facility, we will need to staff the front desk for registration and welcoming the community. We are requesting to
add a four (4) part-time Customer Service Attendants to provide the support at the front desk. The
Customer Service Attendants will work mornings, evenings and weekends to help complete the coverage
for our front desk area. Expanding the opportunities for the community is very exciting and having the
staff to provide the customer service for our new facility will enhance their experience in a positive
manner.
IMPACTS
1. Fiscal Impact -- $107,970 (6 months)
2. Proposed Funding Source – General Fund
3. Public Impact – This will allow for positive customer service at the registration/welcome desk as you enter the new facility 4. Personnel Impact – The addition of the new staff members will enhance the operations at the
front desk..
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No
7. Viable Alternatives – No
Preliminary Budget Document Page 145
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Parks, Recreation & Cultural Services Customer Service Technician Budgeted
PROPOSAL
The Larson Recreation Center is slated to be completed by mid-2022, with the completion of the facility, we will need to staff the front desk for registration and welcoming the community. We are requesting to
add a full-time Customer Service Technician to provide the support at the front desk and oversee the part-
time front desk staff. Expanding the opportunities for the community is very exciting and having the staff
to provide the customer service for our new facility will enhance their experience in a positive manner.
IMPACTS 1. Fiscal Impact -- $64,180-Six Months in 2022
2. Proposed Funding Source – General Fund
3. Public Impact – This will allow for positive customer service at the registration/welcome desk as
you enter the new facility
4. Personnel Impact – The addition of a new staff member will enhance our department. 5. Required Changes in City Regulation of Policies – No 6. Legal Constraints, if applicable – No
7. Viable Alternatives – No
Preliminary Budget Document Page 146
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Lakeview Park Playground Replacement Budgeted
PROPOSAL
The Lakeview Park playground is long overdue to be replaced. This playground is well used with soccer practices and baseball practices and games. The playground has several parts that have been removed due
to being broken and replacement parts are unavailable (discontinued). We are unable to purchase
replacement parts for the playground due the age of the structure. We have retrofitted some replacements
to keep the playground safe. At this time, it is recommended that we replace the whole playground. The
cost includes removal of existing playground, and installation of new playground.
IMPACTS
1. Fiscal Impact -- $92,036
2. Proposed Funding Source – General Fund
3. Public Impact – It will give the users of this park a new playground for the children to enjoy and
recreate safely. 4. Personnel Impact – Maintenance staff will not have to fabricate repair parts on the playground because replacement parts are unavailable due to the age of the unit.
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No
7. Viable Alternatives – None
Preliminary Budget Document Page 147
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Paul Lauzier Infield Improvements Budgeted
PROPOSAL
In 2021, the three (3) softball infields at Paul Lauzier Athletic Complex were overhauled, for 2022 budget we would like to continue overhauling the two (2) baseball infields. The upgrade to the infields would
require less maintenance in the long term and create a safe infield for teams to play on.
IMPACTS
1. Fiscal Impact -- $115,000 for two (2) baseball fields or $575,000 for one (1) baseball field
2. Proposed Funding Source – General Fund 3. Public Impact – It will give the baseball players a safe infield to play on.
4. Personnel Impact – It will require less maintenance on the fields and allow more time for other
maintenance to be completed.
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No 7. Viable Alternatives – None
Preliminary Budget Document Page 148
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Parks, Recreation & Cultural Services Park Maintenance Worker Budgeted
PROPOSAL
Over many years, Parks, Recreation & Cultural Services has acquired additional parks and facilities. We have not added any additional Park Maintenance Workers to keep up with the new additions. This
position has a number of specialized skills including: horticulture, irrigation, and some GIS work. This
position would allow for additional tasks to be completed and not be delayed until there is time to
complete the task. Our Parks Maintenance Division is ultimately responsible to maintain: 241 acres of
developed land (including 5 Regional Parks, 13 Neighborhood Parks, 9 Mini Parks, 18 Street
Beautification Sites, 9 Landscaping Sites operated by other Departments, 97 Park Irrigation Systems, 84 Streets Irrigation Systems, 15 Facilities including, but not limited to, Surf 'n Slide Water Park, Cascade
Campground, Kvamme Soccer Complex, the Dog Park, Two Regional Softball/Baseball Complexes,
Community Gardens, Japanese Garden, Municipal Ice Rink, BMX Track, RC Track, Amphitheater,
Museum & Art Center, Sinkiuse Square and the Learning Center. Also, seasonal snow removal in City
Parking Areas, Sidewalks & Trails and Police and Fire Facilities, Weed Control of: 7 Undeveloped Park Sites (98 acres), Undeveloped City Property at Operations Complex (65 acres), Old Police Firing Range Property (47 acres), Larson and Sand Dunes Sewer Treatment Facilities (363 acres - catch basins &
perimeters only).
IMPACTS
1. Fiscal Impact -- $101,190
2. Proposed Funding Source – General Fund
3. Public Impact – Will allow for us to continue maintenance in the parks and upkeep of restrooms
and garbage.
4. Personnel Impact – The addition of a new park maintenance worker will benefit the maintenance division responsibilities.
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No
7. Viable Alternatives – No
Preliminary Budget Document Page 149
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Parks, Recreation & Cultural Services Recreation Coordinator Budgeted
PROPOSAL
The Larson Recreation Center is slated to be completed by mid-2022, with the completion of the facility, there will be more programming opportunities. This will increase the work loads of our existing staff. We
are requesting to add a full-time Recreation Coordinator to provide the additional programming the
facility can offer. Expanding the opportunities for the community is very exciting and having the staff to
provide the programming will be critical.
IMPACTS 1. Fiscal Impact -- $50,720 (6 months 2022)
2. Proposed Funding Source – General Fund
3. Public Impact – This will allow for additional programming opportunities for the community.
4. Personnel Impact – The addition of a new staff member will enhance our department.
5. Required Changes in City Regulation of Policies – No 6. Legal Constraints, if applicable – No 7. Viable Alternatives – No
Preliminary Budget Document Page 150
City of Moses Lake
Wastewater
2022 Budget Initiative
Title Vehicle 286 Crane Upgrade
Budgeted
PROPOSAL Wastewater Vehicle 286 (service truck with crane) operation control upgrade. This upgrade will allow the
operator to operate the crane with slower and smoother movements. The upgrade will also aid in the
prevention of damage to city assets and personnel injuries during operation of the crane. The funds for the
upgrade shall be from 410 (water and wastewater fund).
IMPACTS
1. Fiscal Impact – $10,000 one-time
2. Proposed Funding Source – Water and Wastewater general fund 410.
3. Public Impact –N/A 4. Personnel Impact – Safer operation for reduction of potential injury of personnel. 5. Required Changes in City Regulation of Policies – No 6. Legal Constraints, if applicable – No
7. Viable Alternatives – No
Preliminary Budget Document Page 151
City of Moses Lake
Wastewater
2022 Budget Initiative
Title COF by-pass pump
Budgeted
PROPOSAL
Wastewater is requesting a transportable by-pass pump for COF. In the event of COF pump control failure, COF has approximately 12 hours of holding capacity before discharging wastewater to the lake.
Wastewater currently has no way of preventing discharges to the lake if this event were to take place. The
pump could be used at high flow lift stations for by-passing. Our current by-pass pumps are unable to
keep up with the flows at high flow stations. The proposed pump will offer an assurance the city is taking
measures to prevent wastewater discharges to the lake. The funds for the pump shall be from 410 (water
and wastewater fund)
IMPACTS
1. Fiscal Impact – $130,000 one-time. 2. Proposed Funding Source – Water and Wastewater general fund 410. 3. Public Impact – Prevention of wastewater discharge to the lake / lake closures.
4. Personnel Impact – N/A
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – No.
7. Viable Alternatives – Rental of pump. Wastewater has sourced rental pumps that are 3-7 hours out round trip in perfect road conditions.
Preliminary Budget Document Page 152
City of Moses Lake
Wastewater
2022 Budget Initiative
Title Longview Sewer Hook Ups
Budgeted
PROPOSAL Longview is an impoverished neighborhood on the northwest side of Stratford Rd and Kinder Rd. The
neighborhood was originally designed to be self-sufficient with privet well and homes with septic
systems. The city had installed infostructure to provide the neighborhood services in the event of system
failures. The funds are set aside as a reserve for assistance to the impoverished citizens to connect to city
services.
IMPACTS
1. Fiscal Impact – $100,000 (annual reserve)
2. Proposed Funding Source – Water / Sewer general fund 410. 3. Public Impact – Subsidy of financial impact to homeowners. 4. Personnel Impact – N/A
5. Required Changes in City Regulation of Policies – N/A
6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – Homeowners to be fully liable for connection of sewer services.
Preliminary Budget Document Page 153
City of Moses Lake
Finance
2022 Budget Initiative
Title Budgeted
PROPOSAL
2022 Vehicle replacement program as proposed in the 2019 6 year vehicle program for the city. The current as is for 32 units of which 12 are left over from 2021 unbudgeted unit replacements. All of
the current units are at end-of-life stages for milage, maintenance cost, and age. I have added a complete
vehicle list for suggested replacement.
IMPACTS 1. Fiscal Impact – $1,743,000.00
2. Proposed Funding Source – 641 Capital funding
3. Public Impact –More cost-effective units on the road to serve the public with less downtime.
4. Personnel Impact – More routine maintenance vs on demand or breakdown repairs. Less unit
down time should produce more department efficiencies. 5. Required Changes in City Regulation of Policies – N/A 6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – Continue using old worn out equipment at higher down times, with longer
response times, and more expense.
Unit
# Year Make Model Department
7 2006 Chrysler Town & Country - Dk Blue Parks & Rec
171 2005 Ford Explorer 4x4 Fire Dept (Amb)
77 2009 Dodge Charger - Black U/M - Inv Police Dept
25 2016 Ford Police Interceptor Utility/SUV - Silver Police Dept
26 2016 Ford Police Interceptor Utility/SUV - Black Police Dept
191 2010
Chevrolet
Tahoe - White - K9 Police Dept
409 1990 LeRoi/Dresser Air Compressor-185 CFM Street
580 2008 Toro Sand Pro 5040 Parks & Rec
596 1998 Olympia Ice Resurfacer Model 2000 - 84" Conditioner Parks & Rec
299 2011 Peterbilt 10yd3 Dump Truck - Model 367 Street
577 2004 ED-KA 11' Snow Plow for 299 Street
578 2004 ED-KA 10 yd Stainless Sander for 299 Street
14 2006 Toyota Prius - Blue Comm Dvl
82 2012 Chevrolet Caprice w/sticktop Police Dept
28 2017 Ford Police Interceptor Utility/SUV - Black Police Dept
95 2013 Chevrolet Caprice - Silver U/M - Slicktop Cpt. Police Dept
170 2005 Ford Explorer 4x4 Fire Dept
172 2007 Chevrolet C1500 Regular Cab Pickup Parks & Rec
153 1996 Ford F-250 Regular Cab Parks & Rec
111 1995 Ford F-150 Regular Cab Parks & Rec
175 2007 Ford Ranger Extended Cab Pickup Fin/Water Billing
197 2016 Chevrolet Silverado 2500HD 4X4 PU Black/ACBody Police Dept
Preliminary Budget Document Page 154
205 2001 Dodge Ram 3500 Regular Cab Truck w/Flatbed Parks & Rec
241 2001 E-One (Canada) Typhoon Tilt Cab Engine 2 Fire Dept
320 2009 Toro 5900 Diesel Large Area Mower Parks & Rec
380 2007 Ford E-450 Life Line Ambulance (5) Fire Dept (Amb)
234 1998 Volvo WG 5yd3 Dump Truck Street
587 2006 ED-KA 11' Snow Plow for 234 Street
588 2006 ED-KA 5 yd Stainless Sander for 234 Street
97 2013 Chevrolet Caprice - Silver Travel Car Brrwd Temp by Chief Police Dept
53 2005 Ford Crown Victoria - White - Central Services Fin - IT
194 2009 Chevrolet Colorado Extended Cab Pickup Fleet Mgt
Preliminary Budget Document Page 155
City of Moses Lake
Fleet Management
2022 Budget Initiative
Title Budgeted
PROPOSAL
Fleet Management is requesting additional $23,700.00 in the training fund from 2021 to 2022. When the manager left in 2021 he re-wrote the job descriptions to include 20 ASE certifications. We will not be
able to train, provide material, provide testing, and travel to testing sites on the current budgeted amount.
The training for a single Emergency Vehicle Training event for 4 employees was $5,000.00 We now
have 5 vehicle/equipment technicians, fleet supervisor, and manager. For all of them to have just one set
of several EVT courses it would be just under $10,000.00 We need more funding to have the desired
certifications to perform the job functions.
IMPACTS
1. Fiscal Impact – 27,000 ongoing training expenses
2. Proposed Funding Source – 519 Fleet management General fund 3. Public Impact –More certified staff 4. Personnel Impact – Ongoing educations
5. Required Changes in City Regulation of Policies – N/A
6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – Return all job descriptions back to where they were in January 2021
Preliminary Budget Document Page 156
City of Moses Lake
Building Maintenance
2022 Budget Initiative
Budgeted
Building Maintenance Capital
Object # 481
Proposal:
Energy Audit………………………………………………………………………………………….…………………….$75,000
Building Maintenance is requesting an Energy Audit on our buildings. The audit will Be used to identify
cost savings in our buildings and operations, to apply for grants to achieve those savings and upgrade
our Facilities.
Project Amount Revenue Source Amount
Energy Audit 75,000 Building Maintenance
Capital
75,000
Total 75,000 75,000
Preliminary Budget Document Page 157
City of Moses Lake
Building Maintenance
2022 Budget Initiative
Budgeted
Building Maintenance Capital
Object # 641
Proposal:
Walk Behind Floor Scrubber………………………………………………………………………………………….…$10,000
Building Maintenance is requesting a walk behind floor scrubber for the new Parks and Recreation
gymnasium and track floor. This equipment will help to preserve the life of the gym floor and the
walking track while reducing man hours to maintain the floor.
Project Amount Revenue Source Amount
Floor Scrubber 10,000 Building Maintenance
Capital
10,000
Total 10,000 10,000
Preliminary Budget Document Page 158
City of Moses Lake
Building Maintenance
2022 Budget Initiative
Budgeted
Building Maintenance Capital
Object #622
Proposal:
Civic Center Backup Generator………………………………………………………………………………………….…$200,000
Building Maintenance is requesting a Backup Generator for the Civic Center. The Generator would be
used to ensure continued operation of City services and the City Network in case of an emergency and
power outages.
Project Amount Revenue Source Amount
Backup Generator 200,000 Building Maintenance
Capital
200,000
Total 200,000 200,000
Preliminary Budget Document Page 159
City of Moses Lake
Department
2022 Budget Initiative
Painting of Station Exterior Apparatus Doors / Frames (Requested through Building Maintenance)
Budgeted
Painting
PROPOSAL:
Both fire stations are in need of painting around the apparatus bay doors and frames. Station 1 is 21 years
old, and Station 2 is 25 years old. Neither station has had the doors or frames painted since station
opening. Both stations have missing paint around the door frames, and some doors have mis-matched
door panels color wise.
IMPACTS:
1. Fiscal Impact: $75,000.00 2. Proposed Funding Source: Building maintenance fund / general fund. 3. Public Impact: The fire stations are representative of the City Government, and as such their
appearance should be maintained. In addition to the appearance aspect, failing to paint the metal
frames can place them at increased risk of corrosion and potentially shortening their life
expectancy.
4. Personnel Impact: None. 5. Required Changes in City Regulation of Policies: N/A
6. Legal Constraints: None
7. Viable Alternatives: Eliminate the painting project.
Preliminary Budget Document Page 160
City of Moses Lake
Building Maintenance
2020 Budget Initiative
Building Maintenance Capital
New Personnel Request
Budgeted
Proposal:
New Janitors/Maintenance Assistant
We are requesting 2 new daytime janitor/maintenance assistant. We are currently not meeting our
quarterly window and yearly building washing goals.
This position would help us achieve those goals as well as additional workloads such as, setting up for
meetings, moving furniture, cleaning blood borne pathogens, and cleaning the crew side of the fire
department that must be conducted during the daytime.
This position would free up the maintenance crew to perform the added HVAC work load that will be
added to our duties next year.
Project Amount Revenue Source Amount
Operating Expense 145,400
Total
Preliminary Budget Document Page 161
City of Moses Lake
Building Maintenance
2022 Budget Initiative
New Workstation Budgeted
PROPOSAL
We are requesting new workstations for the Building Maintenance Manager and Supervisor. We would
like to go from the traditional PC to a laptop on a docking station. The mobile platform would make
going between working in the field and the office significantly easier and more efficient. It will grant us
access to email requests and allow adjustments to the web-based HVAC systems from any facility. As
well as access to our Vesda Alarm systems in the Council Chambers and Auditorium.
IMPACTS
1. Fiscal Impact - $4,500 (One time) 2. Proposed Funding Source –
3. Public Impact – Would allow us greater access to the web-based HVAC systems keeping up on
cooling and heating requests and needs and well as emailed requests for work.
4. Personnel Impact – Make our jobs more efficient.
5. Required Changes in City Regulation of Policies – N/A
6. Legal Constraints, if applicable – N/A 7. Viable Alternatives – Continue to use two people or return to the office to adjust the HVAC
systems.
Project Amount Revenue Source Amount
Laptop with docking station and monitors 4,500 4,500
Total 4,500 4,500
Preliminary Budget Document Page 162
City of Moses Lake Finance
2022 Budget Initiative Add One Accounting Technician Position Unbudgeted
PROPOSAL
This is a request to add an Accounting Technician position in the Finance staff.
Finance had originally asked for an Accounting Technician in 2020 which was split with Fire 50%. We
agreed to forfeit the part time position to fire thinking that the new FMS would change daily tasks
significantly enough to free up some time for current employees; this is not the case as we sit
today. We are getting through the learning curve of the new employees and the new systems, but the
new system has failed to produce the time savings and thus the amount of work required is even higher
at this time. The rationale for an Accounting Technician is to allow the Accountants to do the higher-
level work that isn’t being accomplished because of the day-to-day work that could be done by
a technician, such as various reconciliations, routine tax returns, etc. The projects that need to be done
by the Accountants include:
1. Implementing a Capital Facilities Plan template
2. Developing Federal grant management protocols
3. A five-year forecast for major funds
4. Implementation of finance-related policies
5. Review of business processes (which is important with the new Financial Management
System coming online)
6. Researching and implementing new accounting pronouncements
IMPACTS 1. Fiscal Impact – about $90,000 salary and benefits annually. (This is assuming assigning the Administrative Assistant to the same pay scale as the other Administrative Assistants in
the City- Grade 12.) 2. Proposed Funding Source – General Fund 003 3. Public Impact – Adding an Accounting Technician will allow the Finance department to
continue to improve the service level to the City’s other divisions. 4. Personnel Impact – More resources will positively impact morale in the Finance Department.
6. Required Changes in City Regulation of Policies – Council will need to approve an additional personnel position. 7. Legal Constraints, if applicable – NA
8. Viable Alternatives-Continue to meet deadlines and requests utilizing employee personal time and risking employee burnout.
Preliminary Budget Document Page 163
City of Moses Lake
Finance
2022 Budget Initiative
Police Storage Building Unbudgeted
PROPOSAL
The police department would like to build a new storage building for evidence vehicles, seized property, and storage of Tactical Response vehicles and equipment. A storage building was built in 2019 to be
used by Police and Parks for storage of vehicles and equipment. The building was built smaller than
originally planned and is already too small for use by both departments.
Our proposal would be to build a building that is approximately 40 X 100 and would be for the sole
purpose of Police equipment and vehicles. The current building would be turned over to Parks for their exclusive use.
IMPACTS
1. Fiscal Impact – Approximately $600,000.
2. Proposed Funding Source – The new building could be paid for through one time budget savings at the end of the fiscal year.
3. Public Impact –The storage building would give use the ability to store evidence vehicles and
other high priced tactical equipment, along with seized vehicles out of the weather and in a secure
facility.
4. Personnel Impact – N/A
5. Required Changes in City Regulation of Policies – N/A
6. Legal Constraints, if applicable – N/A
7. Viable Alternatives – N/A
Preliminary Budget Document Page 164
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL Hire an additional Fire Inspector position.
In 1991 the City of Moses Lake was rated by Washington Survey and Rating Bureau. At that time the
rating bureau assigned significant deficiency points to the City with regard to fire and control due to not
having an adequate fire inspection program.
At the time of that rating we had just under 400 occupancies that were subject to fire department annual
inspections.
Since 1991 the City has annexed numerous areas and has increased both the geographical size of the city
and has annexed in hundreds of new buildings, yet the fire prevention division of the department
remains at the exact same staffing level it was at in 1992 when the fire inspector position was re-instituted.
We currently have over 1,500 occupancies subject to inspection, more than 450 private fire hydrants, 600
plus fire protection systems, and over 200 occupancies with hazardous materials or waste that all require
annual review and inspection. In 2015 the City implemented fire operational permit fees to help offset the cost of an additional
inspector, and the cost of implementing hazardous materials response. While we have been collecting
operational permit fees since that time we have hired a second fire inspector position.
The city is due for re-rating by Washington Survey and Rating Bureau (WSRB) in 2022. At our last rate we received significant deficiency points for fire control due to staffing issues within the fire prevention
division. Since our last rating we have continued to annex areas into the city that have again added work
load to both the operations and prevention divisions of the department, and while we have added some
staffing to the operations division we have not addressed the staffing issue in the Prevention Bureau.
Many jurisdictions are able to use “Company Fire Inspectors” (using on duty operations division staff
with a company fire inspector certification) to help offset deficiencies in the Prevention Bureau. Moses Lake is not able to field adequate company fire inspections due to our operation of a transport ambulance
service. The call volume handled by our operations division does not allow the luxury of handling
company inspections with the amount of on duty staff we currently have. The lack of certified fire
inspectors that have additional certifications in public fire education and plan review will be met with
significant deficiency points at our next Washington Survey and Rating Bureau evaluation. Moses Lake is not your typical community of 25,000. We have occupancies that manufacture, use, and
store significant quantities of OSHA categorized Extremely Hazardous Substances (EHS). According to
Washington State Emergency Management, Grant County is of the top users of EHS in the state, with a
large majority of those users in the corporate limits of Moses Lake. An additional Fire Inspector would
significantly help with staying on top of Federal and State mandated requirements for hazardous materials
Preliminary Budget Document Page 165
such as facility incident management plans, response plans, storage plans, and management of our
operational permits for the same.
IMPACTS
1. Fiscal Impact –On going: $161,250 (Based on the 2021 A-Step / IAFF contract including
benefits—this may change as we are in the middle of a contract negotiation period). One time cost: We will need an additional staff vehicle. This vehicle does not need to be upfitted with
emergency lighting, nor does it need to be response rated. Estimated cost with FD graphics
package: $50,000.00-also Unbudgeted
2. Proposed Funding Source – General fund, and permit revenue. We have been taking in
construction permit funding since 2005 and operational permit funding since 2015 that could directly support this position. We will likely see better compliance within the permitting program with a second inspector, and this should increase operations permit generated revenue. Revenue generated from the Fire Department permit program: 2020: $37,565.97, 20201: $88,866.71.
3. Public Impact – Impacts WSRB rating which directly impacts the public in the way of insurance
rates..
4. Personnel Impact – Effective fire inspection programs directly impact the safety of operational responders through mitigation of hazards through inspection and identification.
5. Required Changes in City Regulation of Policies – No. 6. Legal Constraints, if applicable – No.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 166
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL
Breathing Air Compressor
In 2016 the City installed a new breathing air compressor at Fire Station 1 to replace our nearly 30 year old compressor that had developed significant problems. Since that time the City has continued to grow,
and we have increased staffing, and equipment. Directly related to the increase in staffing and equipment
is an increase in Self Contained Breathing Apparatus, and additional cascade systems to refill breathing
apparatus on scene.
We currently only have one breathing air compressor and there is no viable back up for this unit without reliance on outside agencies. We cannot control air quality from other agencies and must rely heavily on
their “word” that they have their breathing air tested regularly as required by Washington Administrative
Code 296-305.
An additional breathing air compressor would provided a needed back up for our breathing air systems and air packs, and would also allow Station 2 to re-fill their packs and systems without brining apparatus and equipment to Fire Station 1 for re-fill.
Station 2 would need modification to the electrical system to provide a heavy enough 3 phase service to
install the system, and this would add an estimated $5,000 to the cost, but this would be through Building
Maintenance. The total estimated cost including electrical system upgrades is $75,000.00
IMPACTS
1. Fiscal Impact – $75,000.00
2. Proposed Funding Source – General fund and / or ARPA State and Local Fiscal Recovery
Funds.
3. Public Impact – Directly impacts our ability to enter Immediately Dangerous to Life and Health atmospheres during rescue operations.
4. Personnel Impact – Provides required respiratory protection as specified in WAC 296-305.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – Required by WAC 296-305
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 167
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted PROPOSAL
Replacement for Medic 3 & 4
Fleet shows the current Medic units 3 and 4 is due for replacement. These units are high mileage units and
are showing considerable signs of wear and are becoming less reliable for use as patient transport units. We are requesting to replace these units with identical units to the Osage Super Warrior that we took
delivery of in 2021. Utilizing the existing specifications for the current Osage unit we are standardizing
both the chassis and patient care compartments. Standardization is important in it allows us to seamlessly
move crews from one unit to another with minimal impact on system operations.
Total cost estimate is $251,807.00 plus tax and licensing. Total cost estimate is approximately
$275,000.00 per unit. ($550,000.00 total).
IMPACTS
1. Fiscal Impact – $550,000.00 2. Proposed Funding Source – Ambulance Fund & ARPA (State and Local Fiscal Recovery Funds).
3. Public Impact – Provides all weather capability to transport patients from emergency incident
scenes to hospital. Replaces an aging unit that is becoming less reliable and has increasing
maintenance costs.
4. Personnel Impact – Standardization with other units in the fleet provide advantages for fleet maintenance as well as patient compartment standardization allows personnel movement between
units with minimal system disruption. The unit is equipped with an auto load system that is
proven to reduce back injuries in EMS personnel.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable –
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 168
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL
Type VI Grass Fire Vehicle The City of Moses Lake has grown considerably over the last decade, and with that growth has come
additional urban interface / wildland areas to protect. In 2020 an annexation near Wheeler Road and Road
L increased wildland urban interface areas by over 60 acres. Annexations in other parts of the city have
significantly contributed to the total acreage of interface areas, yet our fleet size in brush / grass
firefighting equipment has remained status quo for over 25 years. Our current fleet of brush trucks includes two vehicles. An additional resource is necessary to provide service delivery for interface fires.
Vehicle 214 has serviceable firefighting equipment on it, including a tank, pump, and turret nozzle. That
equipment can be removed and placed onto a flat bed 4x4 unit.
By reutilizing equipment from Vehicle 214 and purchasing a Ford F-550 or comparable chassis through state bid we estimate a cost savings of approximately $115,000.00 over the cost of building a new
construction unit from the ground up.
Total cost estimate is $95,000.00 this includes the chassis, flatbed, and upfit of emergency equipment.
IMPACTS 1. Fiscal Impact – $95,000.00
2. Proposed Funding Source – General fund and / or ARPA State and Local Fiscal Recovery
Funds.
3. Public Impact – Directly impacts our ability to provide meaningful emergency response at
wildland / urban interface fires, and provides off road capability for wildland firefighting to supplement larger Type III units in service with the City.
4. Personnel Impact –
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable –
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 169
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL Hire four personnel for the Operations Division.
In 2016 the City of Moses Lake commissioned a cost of service study addressing ambulance operations
and fire department effectiveness. Part of that study included a staffing study. Within that study staffing
recommendations were made, and the City was able to implement those staffing changes through a
combination of general fund, ambulance fund, and federal grant funding. The recommended staffing levels were based on call volume at the time the study was commissioned with an estimated growth in call
volume close to the national average.
Since 2018 the department has witnessed a large uptick of call volume and our concurrent call volume is
impacting our ability to meet specified performance standards established by the City Council. Total call
time—from dispatch to units back in station—has an average of 41 minutes for EMS incidents and 2 hours 20 minutes for Fire Incidents. Total call time plays a role along with total call volume in staffing
considerations. Other considerations include concurrent call volume and peak hour demand. Concurrent
call volume, (incidents that occur within an overlap period with other incidents), along with total call
time, and total call volume is resulting in delayed response in some cases.
Staffing was addressed in the 2016 Cost of Service Study for Ambulance. That study included a section on Fire Department operations, and the study recognized increasing call volume as an issue that had an
immediate and an ongoing need to be addressed.
We have been able to hire 6 members for the operations division since 2016 which is slightly over 18%
from 2016 numbers. Call volume through 2020 increased approximately 26% in the same time frame that we added 18% more staffing. If 2021 call volume keeps on pace with where it currently is, and we have
no reason to believe that it will not, 2021’s call volume is projected top 6,000 total responses or 41%
higher than at the end of 2016.
Utilization of day car personnel allows us to provide a stop gap measure to increase service delivery
availability during peak hours.
IMPACTS
1. Fiscal Impact –On going: $497,200 annually. (Based on the 2021 A-Step / IAFF contract including benefits—this may change as we are in the middle of a contract negotiation period). 2. Proposed Funding Source – General fund, and Ambulance fund. Increasing call volume should
translate to increased revenue for both transport revenue and GEMT reimbursements. CPI
increases for the Ambulance utility as well as new utility accounts through continued
development are estimated to bring in an estimated $127,000 in additional utility revenue over
2021 figures.
Preliminary Budget Document Page 170
3. Public Impact – Impacts our ability to respond to emergency incidents, and meeting council
adopted performance standards. Will also affect WSRB rating which directly impacts the public
in the way of insurance rates.
4. Personnel Impact – Additional personnel will provide needed system support to continue
handling emergency incident calls.
5. Required Changes in City Regulation of Policies – No. 6. Legal Constraints, if applicable – No.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 171
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL
Hydraulic Rescue Tool Replacement
Our current Holmaltro Hydraulic Rescue Tool system (commonly referred to as the Jaws of Life), is nearing 20 years of age. The system is showing it’s age in increased maintenance costs and increased
down time due to mechanical failure.
The system should be replaced to provide life saving extrication capability for vehicle incidents and other
incidents where extrication may be needed such as structural collapse. Estimated cost for a replacement of
the system is approximately $41,000.00
IMPACTS
1. Fiscal Impact – $41,000.00
2. Proposed Funding Source – General fund and / or ARPA State and Local Fiscal Recovery
Funds. 3. Public Impact – Directly impacts our ability to render life saving emergency extrication from vehicle accidents and structural collapse.
4. Personnel Impact – Provides capability to rescue trapped firefighters in structural collapse
incidents.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable –rescue tools are required for vehicle accident response for licensed ambulance service providers.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 172
City of Moses Lake
Fire Department
2022 Budget Initiative
Unbudgeted
PROPOSAL
Stryker Auto-load System
Beginning with the addition of an auto load system in vehicle 386 (Medic 2) the department has been equipping our medic units with auto load systems. These systems have proven themselves to reduce
workplace injuries due to back, leg, and neck strain injuries from loading patients into ambulances. The
systems are also safer for patients, providing a more stable and smooth transition into the rear of the
ambulance and back out once arriving at the hospital. A smooth and stable transition is essential for
patients with unstable injuries such as pelvic fractures, cervical fractures, or head injuries.
IMPACTS
1. Fiscal Impact – $29,000.00
2. Proposed Funding Source – Ambulance Fund and / or ARPA (State and Local Fiscal Recovery
Funds.)
3. Public Impact – Directly impacts the safety and well being of patients being transported. 4. Personnel Impact – Is proven to reduce injuries from loading patients which in turn lowers employee absenteeism.
5. Required Changes in City Regulation of Policies – No.
6. Legal Constraints, if applicable – None.
7. Viable Alternatives – none identified.
Preliminary Budget Document Page 173
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Budget Initiative
Paul Lauzier Fields Netting Improvements Unbudgeted
PROPOSAL
In 2021, the three (3) softball infields at Paul Lauzier Athletic Complex were overhauled, for 2022 budget we would like to continue improvements on the softball fields. The backstop netting is falling apart and
our maintenance staff is not able to continue to repair the netting. Replacing the netting on the three (3)
softball fields would finish the improvements on the fields.
IMPACTS
1. Fiscal Impact -- $21,500 for two (2) baseball fields or $575,000 for one (1) baseball field 2. Proposed Funding Source – General Fund
3. Public Impact – It will help prevent less foul balls get through the netting. .
4. Personnel Impact – Maintenance staff will spend less time repairing the current netting..
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No
7. Viable Alternatives – None
Preliminary Budget Document Page 174
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2021 Budget Initiative
Van – Museum & Art Center Unbudgeted
PROPOSAL
The purpose of this request is to purchase a new van for the Museum & Art Center. Currently, we do not have a vehicle assigned for the museum staff. Museum staff have use of the Parks, Recreation & Cultural
Services vehicles but with our office moving to the new building mid-2022, the Museum will need a van
for city and out of city use.
IMPACTS
1. Fiscal Impact -- $45,000 2. Proposed Funding Source – General Fund
3. Public Impact –
4. Personnel Impact – This will allow for eight (8) staff members to have a vehicle to use for
getting supplies and hauling museum things.
5. Required Changes in City Regulation of Policies – No
6. Legal Constraints, if applicable – No 7. Viable Alternatives – None
Preliminary Budget Document Page 175
City of Moses Lake
Moses Lake Parks, Recreation & Cultural Services
2022 Fleet Management Replacement Requests
Unbudgeted
PROPOSAL Pickup Trucks ¾ Ton (3)..………………………………………………..…….….$135,000
Larger trucks are needed to haul trailers and mowers to our parks.
Project Amount Revenue Source Amount
Pickup Trucks ¾ Ton (3) 135,000 General Fund 135,000
Total 135,000
Preliminary Budget Document Page 176
City of Moses Lake
Streets
2022 Budget Initiative
Title Unbudgeted
PROPOSAL
Streets is requesting a new vehicle to replace #132 an old streets truck that is in need of being replaced. The crew foreman will drive this truck and is in need of a larger truck that will work for him to complete
daily tasks and provide assistance to crews. Often the foreman is running to get materials and is in need
of a larger truck than what is currently being used.
IMPACTS
1. Fiscal Impact -- $75,000 dollar amount (state here if one-time or annual). If you have a mid-year proposal give both the first year and annual cost thereafter (i.e. 2021 – 6 Mos, $10,000; 2022
– Annual $20,000)
2. Proposed Funding Source – Streets (116)
3. Public Impact – NONE
4. Personnel Impact – Our crew lead would have transportation for maintenance as well as running the crew on a daily basis 5. Required Changes in City Regulation of Policies – NO 6. Legal Constraints, if applicable – NO
7. Viable Alternatives – None
Proposed Funding Source – Streets (116)
Project Amount Revenue Source Amount
Replacement 18,000GVW Truck 75,000 75,000
Total 75,000
Preliminary Budget Document Page 177
City of Moses Lake
StormWater
2022 Budget Initiative
Title Unbudgeted
PROPOSAL
Storm Water is requesting to add a crew lead position to the division. This position would allow a crew lead to be in the field more and have a better hand on the maintenance scheduling and planning of
employees on a day to day operation. With the growth in our division this position would be a great
addition to the Storm Water side of our utility.
IMPACTS
1. Fiscal Impact -- $125,000 dollar amount (state here if one-time or annual). If you have a mid-year proposal give both the first year and annual cost thereafter (i.e. 2021 – 6 Mos, $10,000; 2022
– Annual $20,000)
2. Proposed Funding Source – Storm Water (493)
3. Public Impact – NONE
4. Personnel Impact – Our crew would have a point of contact and a leader in the division for daily tasks 5. Required Changes in City Regulation of Policies – NO 6. Legal Constraints, if applicable – NO
7. Viable Alternatives – None
Proposed Funding Source – Storm Water (493)
Project Amount Revenue Source Amount
Crew Lead 125,000 125,000
Total 125,000
Preliminary Budget Document Page 178
1
Budget Calendar for
Preparation of 2022 Budgets
Major Steps in Budget Preparation
State Law Time Limitations
Actual 2021 Date
Moses Lake's Date
Policy setting sessions between City Council, City
Manager & Department Heads.
Not Applicable Not Applicable Open
1. Request by Finance Director to all department
heads and those in charge of municipal offices to
prepare detailed estimates of revenues and
expenditures for next fiscal year (calendar year).
RCW 35.33.031 and RCW 35A.33.030.
By second Monday in
September.1
September 13
July 30
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 27 Aug 20
3. Estimates 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 September 10
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 clerk’s 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 4 September 28-
summary
5. The legislative body must hold a public hearing
on revenue sources for the coming year's budget,
including consideration of possible increases in
property tax revenues. RCW 84.55.120. After the
hearing, a city may choose to pass an ordinance at
the same meeting authorizing a property tax
increase in terms of dollars and percent to comply
with Referendum 47.
Before legislative
body votes on
property tax levy.
Deadlines for levy
setting are in item 8
below.
See Item 8 November 9
or
November 23
Preliminary Budget Document Page 179
2
6. City Manager prepares preliminary budget and
budget message2 and files with the city legislative
body and Finance Director. RCW 35.33.055 &
35A.33.052.
At least 60 days before
the ensuing fiscal year.
October 30 October 26
7. 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
through 14
October 26
November 9
8. Setting property tax levies. RCW 84.52.070.
November 30 for all
cities and towns.
November 30
October 26 - 1st
November 9 - 2nd
9. 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 2
through 30
(suggested)
October 23 (or a
Saturday Retreat-
to be determined)
10. Copies of proposed (preliminary) budget made
available to the public. RCW 35.33.055 &
35A.33.052.
No later than six
weeks before January
1.
November 19 October 26
11. 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 6 November 23
12. Adoption of budget for 2001. RCW 35.33.075
& 35A.33.075.
Following the public
hearing and prior to
beginning of the
ensuing fiscal year.
Day of your
public hearing
through
December 31.
November 23 or
December 7
13. Copies of final budget to be transmitted to the
State Auditor's Office and to MRSC.
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.
Preliminary Budget Document Page 180