HomeMy WebLinkAbout120219_ra02 JEFFERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA REQUEST
TO: Board of County Commissioners r
FROM: Philip Morley, County Administrator
/�-
Mark McCauley, Central Services Director
DATE: December 2,2019
SUBJECT: Public Hearing on Recommended 2020-2021 Jefferson County
Biennial Budget
STATEMENT OF ISSUE:
The County Commissioners will hold a Public Hearing on the Recommended 2019 Jefferson County
Biennial Budget at 11:30 AM Monday, December 2, 2019 in the Commissioners Chambers. After receiving
and considering public testimony, the Commissioners may direct staff to prepare a Final 2020-2021 Biennial
Budget for potential adoption on December 9, 2019 or a subsequent meeting.
ANALYSIS:
The Recommended 2020-2021 Biennial Budget was transmitted to the County Commissioners on November
19. The Recommended Budget can be viewed online at www.co.jefferson.wa.us.
The County Administrator's Budget Message on the Recommended Budget is attached to this Agenda
Request. The Budget Messages summarizes major elements of the budget, and provides residents and the
Commissioners information that may be useful for their review. In addition, at the public hearing, Central
Services Director Mark McCauley and I will give a Power Point presentation on the Recommended Budget
to further support the public as they prepare to provide testimony.
FISCAL IMPACT:
See attached Budget Message on the Recommended Budget.
RECOMMENDATION:
Hold a Public Hearing to take public testimony on the Recommended 2020-2021 Jefferson County Biennial
Budget, deliberate on the record and provide direction to staff to prepare a Final 2020-2021 Biennial Budget
for potential adoption on December 9, 2019 or a subsequent date.
REVIEWED BY:
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ilip Morley,Countynistrator Date
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<, `'°e. JEFFERSON COUNTY ADMINISTRATOR
4. 1820 Jefferson Street• P.O. Box 1220 • Port Townsend,WA 98368
www.co.jefferson.wa.us
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TO: County Commissioners
FROM: Philip Morley, County Administrator "
04
DATE: December 2, 2019
SUBJECT: Message for the Recommended 2020-2021 Jefferson County Biennial Budget
I am pleased to transmit to the Board of County Commissioners the Recommended 2020-2021
Jefferson County Biennial Budget. This is Jefferson County's first biennial budget. The Board
approved Ordinance 03-0311-19 on March 11, 2019, adopting biennial budgeting to free up
capacity in elected offices and county departments by eliminating one full budget formulation cycle
and replacing it with a much simpler mid-biennium review.
The County Commissioners will hold a public hearing on the Recommended 2020-2021 Biennial
Budget on Monday, December 2nd at 11:30 a.m. in the Commissioners' Chambers. The
Commissioners are tentatively scheduled to take final action on December 9th.
The biennial budget consists of individual budgets for each of the two years, with particular focus
on the first year. Elected officials and department directors were free to request enhancements for
both years. Enhancement requests for year one—2020—have been evaluated for inclusion in the
adopted 2020 budget. Enhancement requests for year two—2021—have been "parked" for the
mid-biennium review. This approach identifies demands for resources in 2021 that we know now,
but leaves room to also consider demands that may become known a year from now.
At just under$60 Million in 2020 and $56.5 Million in 2021 across 59 separate funds, it is a
balanced biennial budget that preserves current programs and services, and makes a number of
important strategic enhancements.
2020 2021
General Fund $21,457,980 $21,085,007
Other Funds (58) $38,462,471 $35,354,371
All Funds $59,920,451 $56,439,378
This memorandum offers highlights about the 2020-2021 Jefferson County Budget and, describes a
number of the County's strategic enhancements (such as leveraging technology and regulatory
reform) and identifies opportunities and challenges in the years ahead.
The shift to biennial budgeting thus far has been very smooth with all county budgeting officials
working together to craft a strong policy document that the Board of County Commissioners can
consider. All in all, this is a good news budget that funds some strategic enhancements, yet also
strengthens the county's fiscal security going forward.
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As we move into 2020, we are confident about the County's financial direction. However, we are
aware of the threat of recession, which is years overdue. We will eventually see a recession that is
sure to come—the questions are: when, how bad will it be, and how do we prepare for it?
Overview
Staff, elected officials and department directors have worked together in preparing a biennial
budget for 2020-2021.
The total 2020-2021 Recommended Jefferson County Budget is $59,920,451 for all funds combined
in 2020 and $56,439,378 in 2021:
2020 2021
General Fund $21,457,980 $21,085,007
Other Funds (58) $38,462,471 $35,354,371
All Funds $59,920,451 $56,439,378
Although the Recommended 2020-201 Biennial Budget is largely status quo, preparing the budget
continues to be challenging. Despite ten years of continued national economic growth and Seattle's
booming economy nearby, Washington State's funding model for county government, especially
for rural counties like ours, remains broken. Jefferson County continues to struggle to sustain
recession levels of service. This is true for counties across Washington State.
Jefferson County's elected officials, department managers and staff earnestly strive to better serve
our residents but we have limited means to do so. We work together for a fair budget and
distribution of resources. Driven to serve our residents, we continue to collaborate, and we
continue to innovate.
TABLE 1 below shows how total General Fund revenues and expenditures for 2020 and 2021
compare to the preceding years:
TABLE 1: GENERAL FUND
2019 2020 %Change 2021 %Change
Projected Recommended from 2019 Recommended from 2020
Budget Budget
General Fund Revenues $21,787,243 $20,900,276 -4.07% $21,158,533 1.23%
General Fund Expenditures $21,382,207 $21,457,980 0.35% $21,085,007 -1.74%
Estimated Ending Fund Balance $5,548,731 $5,366,549 -3.28% $4,734,410 -11.78%
Unencumbered Fund Balance $1,633,144 $2,147,852 31.52% $1,402,352 34.71%
ATTACHMENT 1 to this memo summarizes Recommended 2020-2021 General Fund revenues and
expenditures for each department.
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Besides the General Fund, the County has 58 other funds, such as the County Road Fund, Public
Health Fund, Solid Waste Fund, and a Veterans' Relief Fund. Total recommended budget revenues
and expenditures for these 58 funds are shown in TABLE 2. The amounts typically vary year-to-
year, depending on the size and schedule of large capital projects (such as road projects, facility
projects and vehicle, equipment and software acquisitions).
TABLE 2: OTHER FUNDS
58 OTHER FUNDS
2019 Budget 2020 % 2021 %
Recommended Change Recommended Change
Budget Budget
Revenues $ 34,218,928 $ 34,003,162 -.63% $ 34,120,374 .34%
Expenditures $ 39,956,116 $ 38,462,471 -3.74% $ 35,354,371 -8.1%
ATTACHMENT 2 to this memo summarizes total 2020-2021 Recommended budgeted revenues and
expenditures for each of the 58 other funds.
6-Year Budget Strategy
As part of the shift to biennial budgeting we have added an additional year to our five-year General
Fund Projection Model, now six years, which will allow us to be more strategic when making
current budget decisions. Jefferson County in the past used a rolling five-year model of General
Fund revenues and expenditures to inform budgetary strategies for the coming year and the four
years beyond. The model now includes six years: the two biennium budget years and the four
years beyond.
TABLE 3 on the next page shows the General Fund's history from 2017 to present, and models the
projected General Fund revenues and status-quo expenditures for the next 6 years, 2020-2025.
Some 2019 revenues have out-performed our original budget for the current year, improving the
General Fund's fund balance going into 2020. Projected revenues for the future (excepting a new
recession) have also improved, most notably sales tax and interest income.
On July 22, 2019, the County Commissioners adopted Resolution 041-19 and Resolution 040-19,
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which established a General Fund Reserve goal equal to 15% of total expenditures, made up of 10%
for routine short-term cyclical cash flow needs, plus 5%for longer term revenue stabilization. In
doing so the Commissioners rescinded a separate, smaller Revenue Stabilization Reserve, rolling it
into the General Fund Reserve and increasing it. As shown on TABLE 3, from the old reserve in
2019, to the new reserve in 2020, the General Fund total reserve grew by roughly$ 1/2 Million, from
$2,729,669 in 2019 to $3,218,697 in 2020. This larger cushion will buy additional time and
flexibility in how the County responds to the next recession or other major revenue downturn.
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In developing the 2020-2021 budget, the County worked extensively with elected officials and
department directors. These budget discussions are very helpful in understanding trends and
challenges various county offices are facing and make for sound, collegial budget decisions.
Each year the County receives Payment In Lieu of Taxes (PILI) as partial compensation for the
large amount of federal lands in Jefferson County that are exempt from property taxes.
Beginning in 2019 we increased the portion of PILI we build into our budget to support routine
county operations. This leaves roughly$750,000 of PILT each year that isn't already committed
and that is available to backfill shortfalls in Secure Rural Schools funding for Roads, pay for one-
time requests by departments, or to cover unexpected urgent needs which inevitably arise
every year. This is less than has been available in prior years, and all County branches and
departments will need to watch their 2020-2021 budgets very closely.
In spite of some revenues trending up, we have seen other revenues underperform and trend
down. An example of this is a reduction in revenues from both District and Superior courts,
where recent case law imposes limits on what court fees can be charged and to whom.
Coupled with a structural gap in property tax revenues described below, the net effect is that
over the next 6 years, the County is projected to draw down approximately$957,188 (57%) of
its unreserved fund balance as shown above in TABLE 3. That is without another recession.
Base budget expenditures for 2020 and 2021 include a 3% increase for non-personnel line
items, annual pay step increases for eligible employees as well as increased benefit costs. Four
adopted union agreements cover years 2020 and 2021, and those labor costs are included in
the budget. Three other settled union agreements reopen in 2020 and once new agreements
are adopted, any wage adjustments will be added to the 2021 budget at that time. The
Recommended Budget includes a 1.75%general wage adjustment for non-union staff in 2020
and a 1.5%general wage adjustment in 2021. The Budget also includes a 3% increase in
transfers in 2020 and 2021 from the General Fund to support public services in other funds
such as Parks, Public Health, and Community Development. These modest increases are to
sustain existing public services, and are a partial offset to ground lost to inflation.
Across all funds and departments, a total of 280.14 full time equivalent employees (FTEs) are
proposed for 2020, which is 3.66 FTEs more than 2019. Still, after 10 years of economic
recovery Jefferson County will have 15.44 fewer FTEs in 2020 than in 2008. That is a 5.2% less
staff today than in 2008, even though the population we serve has grown by 10% in the
intervening years. For 2021, the number of FTEs in the budget drops to 275.91 FTE's, but this is
likely to change during the mid-biennium review and modification. For a detailed Staffing
Schedule, see ATTACHMENT 3 to this memo.
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A Structural Funding Gap
Jefferson County has three funds directly supported by property tax: General Fund, Road Fund,
and Conservation Futures Fund. About 37% of your General Fund comes from property tax to
support criminal justice and other public functions mandated by the state. 60%of the Road
Fund's Operating Revenue comes from property tax, and is used to maintain and operate 400
miles of county roads plus non-motorized transportation corridors. 100%of the Conservation
Futures Fund is from property tax.
In 2007, the State Legislature reinstated Tim Eyman's I-747, which had been ruled invalid by the
state Supreme Court. State law limits revenue growth in property taxes to 1 percent annually
(excluding new construction) without a vote of the people. The value of new construction is
added to the tax base, which, for the last ten years in Jefferson County has figured from .6%to
1.1% of the tax base, averaging 0.8% per year over the past ten years added to the tax base
from new construction. So, combined with the 1% state limit, our tax base has grown, on
average, 1.8%over each of the past ten years.
1.8% per year simply does not keep pace with the real cost of inflation. The Consumer Price
Index (CPI) in Washington State has averaged 2.11% over the same ten years. The County's
actual cost to maintain existing levels of most county services grows at a faster rate than the
CPI, at about 3.4% per year. Certain county cost categories, like construction costs, rise
particularly fast. If costs are rising at 3.4% per year, but property tax only grows 1.8% per year,
our property taxes lose 1.6% buying power per year, even at a time of historically low inflation.
Over the past ten years, that is a cumulative erosion of 16%. During the past ten years,
Jefferson County's population has grown 10%from 29,000 to 31,900, and service demands
have grown 10% as well. When inflation goes up or when new development slows during a
recession, the 1.6%yearly erosion of the County's property tax base gets worse. For Roads, the
situation is even more dire, as the Mortenson Construction Cost Index- Seattle reflected a 6.4%
road construction cost increase in 2019 over 2018. The gap between 1.8% increased revenues
and substantially larger increases in construction costs is not sustainable.
Department directors and elected officials have done great work in finding efficiencies and new
revenue sources. Proactive, visionary management and leadership is helping the County cope
with this structural funding gap during the continued national economic recovery. However,
any new recession will be felt deeply in a county organization that has never fully recovered
from the last recession.
To maintain essential county services to residents, the State Legislature must enact legislation
to provide local government the tools to fund government services for our residents.
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Highlights of Changes in General Fund
The 2020 General Fund includes a number of significant changes compared to the 2019 budget
projections, summarized, below.
GENERAL FUND: 2020 Revenues:
2020 GF Revenue Changes
General Fund Budget Description
Change
Grant Revenue— $88,000 Increase in the state Child Support Enforcement Grant
Prosecuting
Attorney
Property Tax $268,714 1% General Levy& increase from new construction
DNR Timber Sales ($250,000) Decreases in DNR timber sales revenues from a banner
year
For 2021, General Fund revenue changes include projected increases of$248,701 in property
taxes and $182,191 in additional sales taxes.
GENERAL FUND: 2020 Expenditures:
For 2020, a variety of departments in the General Fund requested additions to their budgets to
improve services to citizens. The Recommended Budget includes General Fund enhancements
in 2020 totaling$661,251. Of this,
• $274,255 are increases to departmental base budgets (base budgets carry forward into
future years), and
• $386,996 are one-time increases to fund specific items in 2020 only.
The $274,255 increase to base budgets in the General Fund represents an overall increase of
1.3%. These on-going base budget enhancements are listed below.
2020 GF Base Budget Enhancements
General Fund Budget Description
Change
Law Library $4,827 Increased subscription costs
Treasurer $33,140 Half-time tax specialist and office coverage clerk
hire
Sheriff $5,825 Reclassify a detective position to detective sergeant
Non-departmental $230,463 Risk premium increases, increase in facilities and
information services charges, and moving a Public
Records Administrator position into the base
budget
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In 2017 the County commissioned a study comparing the total compensation for each of
Jefferson County's job classifications to seven comparable counties, to determine if
compensation for some of our job classifications was particularly behind the compensation of
similar counties. The study confirmed that compensation for many of our job classifications
was significantly behind the other counties. Since completing the study, the County has worked
to reduce the worst disparities. In 2019 we were able to identify a first set of equity
adjustments for those job titles most behind our peers. In the 2020-2021 Biennial Budget we
have been able to carve out funding for a second set of equity adjustments that further closes
the pay equity gap by 3.3%. These adjustments to job classifications will positively affect 62
employees, or 22% of the County workforce, and will become part of base budgets, starting in
2020.
There are $386,996 in one-time enhancements to General Fund expenditures as detailed
below. They include $90,060 for the Sheriff's Office, by funding a part time nurse in the jail,
and funding overtime for crisis and mental health training as newly required by state statute.
2020 GF One-time Funding Allocations
Item Funding
Sheriff—Overtime for crisis and mental health training $ 30,000
Sheriff—Part time nurse for jail medical $ 60,060
Public Health—Community Health Improvement Program staffing $65,000
Prosecutor—Additional Civil Deputy Prosecutor $ 116,631
Prosecutor—various items to support two new attorneys $17,528
Assessor—Appraiser assistant for workload surge $ 61,710
Assessor—Software maintenance $1,500
Water Quality- Crocker Lake Algae Monitoring $ 5,000
WSU Extension — Master Gardener to .5 FTE $ 5,850
Noxious Weed— MOU w/General Fund for weed control in rights of way $ 4,500
4H After School—Staffing increase for Brinnon After School program $ 19,217
Total: $ 386,996
In 2021, General Fund expenditures include pay adjustments in adopted collective bargaining
agreements, employee step increases, and the 3% annual inflation adjustment to non-
personnel costs. Department directors and elected officials were invited to submit
enhancement requests for the second year of the biennium, but these have been "parked" for
consideration during the mid-biennium review.
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Highlights of Changes in Other Funds
Significant changes in revenues and expenditures in the other County 58 funds are listed below.
The 2020 General Fund includes a number of significant changes compared to the 2019 budget
projections, summarized, below.
OTHER FUNDS: 2020 Revenues:
Other Funds Budget Description
Change
Water Quality $261,315 Increase in State and Federal project funding
County Parks Imp. $81,356 Transfer in from the Capital Improvement Fund for
capital maintenance/improvement projects
County Roads ($464,565) Reduction in Federal and State Grant Funding for
construction projects
Community ($155,213) Decrease in building activity revenues
Development
OTHER FUNDS: 2020 Expenditures:
OTHER FUNDS Budget Description
Change
Community ($157,861) Reduction in personnel costs
Development
Solid Waste ($429,443) Reduction in scheduled capital outlays
Water Quality $282,870 Various grant funded projects
County Parks $81,356 Four Parks capital projects
Improvement Fund
County Roads ($325,399) Reduction in scheduled capital outlay, per TIP
Fleet Services ($535,587) Fewer scheduled vehicle and equipment replacements
Information ($338,859) Less capital investment (computers, software, etc.)
Services
Construction and $311,757 Several significant Courthouse projects: boiler, windows
Renovation and chimney
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Enhancements, Opportunities and Challenges:
• Leveraging technology: In 2020 and 2021 the County continues to invest in technology
to improve efficiency and service to the public. We are well into our migration to
modern financial software systems, which will help in all County departments,
especially our Auditor and Treasurer Offices. New accounting and budgeting software
called Munis is scheduled to go live in July, 2020, and the Munis human resources
(including payroll) module will go live in January 2021. A new debt and investment
management system named Sympro will go live in the 1st Quarter, 2020. In April, 2020,
we are scheduled to go live with Energov, a modern permit software system for
Community Development and Public Health, further described below. These efforts
follow our successful replacement of an antiquated phone system with a digital Voice
Over Internet Protocol (VOIP) phone system, and our deployment of electronic
document workflow software. In the coming biennium, more County departments will
begin using the workflow software, allowing them to move away from so much paper,
share or route electronic documents instantaneously, and even process electronic
documents in parallel.
• Regulatory reform & permit streamlining: On March 25, 2019, the Board of
Commissioners and the Board of Health each unanimously approved Resolution No.
17-19 establishing a Regulatory Reform Program for Jefferson County. As part of the
Reg Reform Program, the County began work to streamline and simplify regulations in
county code, starting with the Critical Areas Ordinance. A citizen Critical Areas
Ordinance Regulatory Reform Task Force completed recommendations in November
2019, and a revised and updated Critical Areas Ordinance is scheduled for adoption in
February 2020 that makes it easier to protect the environment at less cost. Later in
2020, the Department of Community Development will tackle similar kinds of
improvements to the Shoreline Master Program for adoption in 2021. Community
Development is also making structural changes to help better serve our citizens. They
now have a Code Compliance Officer on staff who can help our citizens comply with
county code and building regulations. Community Development is also putting land use
permitting and building permitting into a single Division to strengthen its ability to
promptly process all permits in a consistent manner that aligns with Reg Reform. This
will make building in the county easier and less time consuming for our citizens.
In 2020, Environmental Public Health is targeting completion of all Board of Health
approved regulatory reform tasks related to onsite sewage systems, as well as
presenting a draft Drinking Water Regulation to the Board of Health in December 2020.
They are also targeting implementation of a new application packet for Food Service
Establishments. The changes planned for the onsite sewage code and policies are
designed to reduce any unnecessary barriers to property development. The
implementation of a Drinking Water Program Ordinance, paired with changes to the
fee structure, would enable us to provide improved oversight of small public water
systems, many of which are known to be out of compliance with state requirements.
The new application packet for food service establishments will be easier for our
clients to complete, and reduce staff time associated with application intake.
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As noted above, the County is harnessing technology to improve permitting in the
Department of Community Development and the Environmental Public Health Division,
by implementing new Energov permitting software to replace a legacy system from the
1990's. The new system, online in spring 2020, will create permitting workflow
improvements, gain efficiencies, increase timeline accountability, and improve the
customer's experience when applying for land use, building, water, or septic permits.
We are making our permitting procedures and regulations more understandable and
simpler for citizens to comply with, and more efficient for County staff to administer.
Reducing the time and cost to apply for permits is an important foundation for
supporting housing affordability and fostering business and job growth to support
people and communities throughout Jefferson County.
• Progress on a Sewer for Port Hadlock—Creating a sewer for Port Hadlock is essential
for turning on urban zoning in the County's only unincorporated Urban Growth Area,
and allowing economic development,job growth, and affordable housing to bring
more prosperity to citizens. In 2020 our Department of Public Works will undertake
and complete final design of a re-scoped Port Hadlock Wastewater Treatment System
with funding appropriated by the State Legislature, update a sewer ordinance,
continue working with an energized group of local landowners from the initial core
area to plan for a Local Improvement District, and moving into 2021, will prepare grant
and loan applications for system construction.
• Housing—A lack of affordable housing for residents and the local labor force is a
pressing community problem, especially for households that have low or very low
income. The regulatory reforms described above will help, but alone, are not enough. In
2019, the County partnered with OIyCAP on a 44-unit affordable housing project to be
located at the Castle Hill complex next to the County's Community Development
Department. The County is selling a parcel to OIyCAP with favorable terms which will
help OIyCAP leverage project development funds. The County has partnered with the
City of Port Townsend to create a Housing Task Force and a housing Joint Oversight
Board. Together these two bodies have created a realistic and achievable Five-Year
Homeless Housing Plan for the county, and now are working to make recommendations
for allocating funds for affordable housing and homeless housing. Funding for
affordable housing has improved recently after the state legislature increased and made
permanent recording fees which increased local affordable housing revenues. The
County and City are also coordinating on adopting and administering a sales tax for
funding affordable housing efforts. Substitute House Bill 1406 was passed by the State in
2019 which diverts a portion of state sales taxes to counties. Once local adoption is
complete it is expected to make about $80,000 available annually to the County and City
for affordable housing.
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• Community Health Improvement Program—Jefferson County Public Health is
partnering with Jefferson Healthcare and the City of Port Townsend to develop a new
Community Health Improvement Plan or CHIP. It will be based on a Community Health
Assessment that was completed in late 2019. The new CHIP will focus on four or five
health priorities identified using data from the Assessment and ranked through a
rigorous community process. Developing and implementing the CHIP is powered by
two dedicated staff, one at Jefferson Healthcare, and one at Jefferson County Public
Health and reflected in the County Budget. The CHIP will help improve the quality of
life for people who live, learn, work and play in our community.
• Prosecuting Attorney Office Continuous Improvement—Our Prosecuting Attorney has
been making huge strides in improving the operations of the Prosecutor's Office. The
Prosecutor was able to reinstate the County's Child Support Enforcement Grant with
the State, and then has more than doubled it within one year because of the quality
and efficiency of the staff's work. In 2019 the Prosecutor negotiated a contract with
the City of Port Townsend to handle City prosecutions, allowing the Prosecutor's Office
to add an additional criminal deputy to staff. In 2019 the Prosecutor also successfully
advocated to add a second civil deputy to staff. Both positions are reflected in the
2020-2021 Biennial Budget.
• Partnering with the City of Port Townsend—The County successfully partners with the
City of Port Townsend on many fronts, as demonstrated above in Housing, the CHIP,
and the Prosecutor's Office. With recent leadership changes at the City of Port
Townsend,Jefferson County looks forward to further strengthening our mutual
partnership. An excellent example of why nourishing this partnership is important is
our County/City Joint Oversight Board and Housing Task Force, which successfully
created a 5-Year Local Homeless Housing Plan: 2020-2024. This is a great example of
local governments collaborating to help solve problems in our community. There are
many areas where our partnership can yield great results.
• Capital Facilities Planning—The County's capital facility needs in 2020 and 2021 are
$2.21 million, still leaving many aging facility capital maintenance needs unmet, and not
addressing any new facilities that may be needed to support public services or to
address seismic improvements for County buildings. Given that the County retired
some debt in 2018 and will retire more debt in 2022 the County will have some future
funding flexibility to address some of these long-neglected needs. In 2019,the County
had a sustainable forest inventory performed of County properties,to assess the
possibility of stewarding improved forest health on County properties, while practicing
selective thinning and harvest to help fund enhanced County property management and
capital planning. In the Biennium, the County will continue to develop a Forest
Stewardship Plan for County timberlands. Facility, property and capital planning will be
a significant focus for the County's Central Services Department in 2020 and beyond.
• County Roads-The Road Fund continues to be impacted by the 1% Property Tax cap
that loses ground against 6.4% inflation for road construction. It is also impacted by flat
12 of 20
gas tax receipts, and by reductions in federal funding the Road Fund receives through
the Secure Rural Schools and Communities (SRS) Act. At the same time, the County
continues to use $720,000 per year from the Road Fund for traffic law enforcement by
the Sheriff's Office in the General Fund, as authorized by state law. These trends have
left Public Works with few local dollars for capital projects to improve roads and other
transportation facilities. Public Works copes with these funding shortages by reducing
roads maintenance and construction programs. They also work tirelessly to augment
local funding by applying for state and federal matching funds. In spite of these
challenges our excellent Public Works staff has, for the last four years, managed to
maintain reasonable reserves. These efforts will continue as the Road Fund balance is
projected to dwindle alarmingly from approximately$4.8 Million in 2019, down to $1.3
Million by 2025, unless we further reduce maintenance and road improvements, or find
new revenues.
• A Future National Economic Recession—Although we are 10 years into an economic
recovery, we still have fewer employees than in 2008 and we have a larger population
to serve. And while 2019 revenues on balance are robust, there are threats on the
horizon. The trade war with China, an impending recession in Europe and three interest
rate reductions by the Federal Reserve are signs that a slowdown or recession are
imminent—in spite of recent stock market record highs. We have also seen a slowdown
in the housing market with Seattle and King County housing prices experiencing a
plateau or modest declines. We already have the structural deficit problem where
revenues grow more slowly than expenses. Even a modest recession would pose serious
risks for public services. We have taken and will take prudent fiscal measures to help
blunt the impacts of any economic slowdown or recession, but those measures simply
provide short-term breathing room to allow us to make whatever additional cost and
service reductions that will be necessary to maintain a balanced budget.
Until the State Legislature acts to give counties more tools for funding important county
services, Jefferson County will continue to explore whatever partial solutions we can
find.
Compliance Opinion & Basis for Budget Preparation
The 2020-2021 Budget complies with all statutory and constitutional requirements, and
substantially complies with adopted County ordinances and resolutions, including:
• Resolution No. 39-19, setting Objectives and Procedures for the 2020-2021 County
Biennial Budget;
• Resolution No. 32-10, directing that Proposition 1 funds be used to retain or provide
certain listed programs and projects or similar programs and projects within available
funding- see Attachment 4, titled "Special Purpose Sales Tax 2012 through 2019; and
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• Resolution No. 41-19, which, following the rescinding of Resolution 38-10, which
established a Revenue Stabilization Reserve, increased the recommended General Fund
reserve from 10%to 15%.
• Each fund is projected to meet the minimum recommended reserve, established by
Resolution 41-19
Other Notes
• Revenue: This Recommended 2020 Budget includes:
o the allowable 1% property tax revenue increase for the Road Fund
o the allowable 1% property tax revenue increase for the General Fund,
o the allowable 1% property tax revenue increase for the Conservation Futures Fund,
o the base local sales tax of 1%
o the 0.1% sales tax for Criminal Justice to the General Fund
o the 0.3% special purpose sales tax to the General Fund approved by the voters in
November, 2010 (Prop. 1)
o the 0.1% sales tax for Mental Health/Chemical Dependency
o the 0.1% sales tax for JeffCom 911
• The 2020-2021 level of"diversion" of Road Fund property tax to the General Fund remains
$720,000, the same dollar figure as in years 2011 through 2019 and which is less than the
amount of money budgeted to be expended for traffic law enforcement by the Sheriff in
2020.
• Debt: At year end 2019 as we enter into 2020, the County expects to have the following
principal outstanding on the debt:
General Obligation Bonds $ 3,637,861
Contractual Borrowing $ 2,064,190
Estimated Debt: Principal Outstanding 12/31/19 $ 5,702,051
The graph in Table 5 below shows the County's schedule of annual debt service payments (for
principal plus interest) which will decline over time. The graph shows all County debt, and also
highlights in green that portion currently anticipated to be funded by Real Estate Excise Tax
and/or the General Fund. (The County's JeffCom bond debt service is funded by JeffCom's E911
sales tax revenues.)
TABLE 4
14 of 20
Jefferson County
Annual Principal & Interest Due
$1,400,000
(rev— 11/06/2019)
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$— r i a i II i i i i 11111 > >
O°) NN" ,y1 1ti 1,3 . 1,1 61,°�
11,
All County Bond Principal&Interest due 1effCom only Paid by County REET/Gen'I Fund
As shown in the graph, in 2019, some of the County's existing annual debt service was retired,
which allows the County to bond for new capital improvements without going above today's
debt service cost. In 2022, the County will gain additional capital bonding capacity. This will
stimulate a capital planning effort to take Jefferson County into the future.
Conclusion
The 2020-2021 Budget is a fiscally responsible budget. Still, significant uncertainties, challenges
and opportunities lay ahead.
Many other individuals in every branch and department of our organization work hard to
prepare the Budget. Particular recognition and my personal thanks go to Mark McCauley, Erin
Lundgren, Rose Ann Carroll,Judy Shepherd,Jeff Chapman, Stacie Prada, Renee Talley, Cathy
Taylor, Veronica Shaw, Leslie Locke,Julie Shannon, and Carolyn Gallaway.
ATTACHMENTS:
• 1. 2020-2021 General Fund Summary
• 2. 2020-2021 Other Funds Summary
• 3. 2020-2021 Departmental Staffing Schedule
• 4. 2020-2021 Special Purpose Sales Tax
15 of 20
ATTACHMENT 1 : 2020-2021 GENERAL FUND SUMMARY
updated 11-22-19 Page 1 of 2
2018 2019 2019 2020 2021
GENERAL FUND Actual Budgeted Projected Budgeted Budgeted
BARS REVENUE TYPE Revenues Revenues Revenues Revenues Revenues
311 Property Tax 7,805,908 8,021,323 8,021,323 8,290,037 8,538,738
311 Diverted Road Taxes 720,000 720,000 720,000 720,000 720,000
3174010 Timber Excise Tax 482,951 300,000 300,000 300,000 300,000
3174020 Timber Excise Tax(div) 54,684 39,599 39,599 39,599 39,599
31310 Sales Tax 3,195,259 3,204,826 3,397,695 3,326,609 3,453,021
31371 Sales Tax-Local Option Criminal Jus 417,655 407,177 429,572 438,217 451,364
31315 Sales Tax-Special Purpose 999,945 1,006,979 1,062,363 1,045,244 1,084,963
317 Leasehold Excise Tax 65,642 66,801 66,801 66,801 66,801
34142313233 Treas Collection Fees REET 83,290 87,175 87,175 87,175 87,175
359 Interest&Penalties 295,234 305,954 305,954 312,073 318,314
TOTAL TAXES 14,120,567 14,159,834 14,430,482 14,625,756 15,059,976
3321533602 Fed Entitlements-PILT(includes state' 1,850,941 1,000,000 1,552,464 1,015,150 1,035,150
335 PUD Priv.Tax 393,491 375,296 375,296 386,555 398,151
336064142 Marijuana Tax 63,962 51,017 51,017 52,548 54,124
3360610/51 Crim Just Hi Crime/DUI/Asst 425,438 438,612 438,612 436,203 452,670
3360694 Liquor Excise Tax 47,254 47,321 47,321 48,267 49,232
3360695 Liquor Profit 84,066 88,873 88,873 90,650 92,463
36250180/671 Interfund Serv.-CostAlloc 407,599 329,632 329,632 339,521 349,707
36111 Investment Income 534,468 350,000 949,847 713,000 727,260
3414215-20/50 Treasurer's Invest Fees &other fees 42,755 35,830 35,000 35,830 35,830
360 Miscellaneous Revenue 43,811 27,784 13,631 27,784 27,784
3951010 Timber Sales D.N.R. 330,761 250,000 500,000 250,000 250,000
390 Other Non-Revenues/Extraordinary (105,107)
397 Transfer in to Treas.from other funds 45,778 8,000 8,000 3,000 3,000
TOTAL OTHERTREAS.REVENUE 4,165,216 3,002,365 4,389,693 3,398,508 3,475,371
TOTAL TREASURER'S REVENUE 18,285,783 17,162,199 18,820,175 18,024,264 18,535,347
2018 2019 2019 2020 2021
Revenues Revenues Revenues Revenues Revenues
025 TREAS. REVENUE(from above) 17,162,199 18,820,175 18,024,264 18,535,347
Dept#
010 Assessor 8,542 8,300 8,300 8,300 8,300
020 Auditor 338,794 342,217 342,217 351,265 351,265
021 Elections 101,546 130,160 130,160 116,110 161,195
050 Clerk 181,220 152,506 152,506 149,591 141,663
059 County Administrator 4,260 4,260 3,700 4,000 3,700
060 Commissioners 8,522 8,000 8,000 8,000 8,000
067 Emergency Management 44,082 70,604 70,604 75,538 75,538
068 Community Services 4,180 4,005 4,005 4,155 4,172
080 District Court 688,017 636,823 636,211 644,505 655,380
110 Juvenile Services 289,580 298,727 285,227 279,284 278,783
150 Prosecuting Attorney 105,922 148,916 165,705 320,633 236,251
151 Coroner 32,723 25,348 25,348 25,348 25,348
180 Sheriff 618,712 561,174 998,627 794,303 577,054
240 Superior Court 56,195 60,912 61,021 59,412 59,547
270 Non Departmental 32,802 50,437 75,437 35,568 36,990
TOTAL DEPARTMENTAL REVENUES 2,515,097 2,502,389 2,967,068 2,876,012 2,623,186
I
TOTAL ALL REVENUES: 20,800,879 19,664,588 21,787,243 20,900,276 21,158,533
16 of 20
Page 2 of 2
2018 2019 2019 2020 2021
GENERAL FUND Actual Budgeted Projected Budgeted Budgeted
Dept EXPENDITURES Expenditure Expenditure Expenditure Expenditure Expenditure
010 ASSESSOR 889,307 988,367 988,367 1,013,050 972,944
020 AUDITOR 630,547 688,338 688,338 719,081 734,617
021 ELECTIONS 291,191 353,930 365,004 310,078 317,838
050 CLERK 449,920 473,482 473,482 492,599 507,736
059 COUNTYADMINISTRATOR 394,744 421,044 426,437 438,600 444,681
060 COMMISSIONERS 538,953 520,708 529,444 570,395 589,448
061 BOARD OF EQUALIZATION 21,555 25,116 25,116 27,054 27,563
062 CIVIL SERVICE COMMISSION 1,748 2,374 2,374 2,445 2,519
063 PLANNING COMMISSION 48,697 48,757 48,757 39,895 41,092
067 EMERGENCY MANAGEMENT 214,078 205,816 205,816 212,445 215,009
068 COMMUNITY SERVICES 184,515 197,340 209,113 203,260 209,358
080 DISTRICT COURT 926,918 938,624 952,007 928,888 948,052
110 JUVENILE SERVICES 1,021,005 1,139,957 1,063,853 1,165,745 1,190,088
150 PROSECUTING ATTORNEY 1,074,365 1,206,635 1,216,106 1,332,204 1,224,540
151 CORONER 92,500 40,300 40,300 41,509 42,754
180 SHERIFF 6,263,939 6,405,596 6,843,049 6,721,306 6,590,203
240 SUPERIOR COURT 352,052 341,012 380,401 363,868 374,140
250 TREASURER 478,536 491,343 514,236 509,087 489,535
SUBTOTAL DEPARTMENTS: 13,874,569 14,488,739 14,972,200 15,091,509 14,922,117
270 NON-DEPARTMENTAL 3,912,700 3,825,484 4,023,750 4,129,385 3,966,182
one time expenses
261 OPERATING TRANSFERS
261 Op Trans-10-Substance Abuse 53,280 54,900 54,900 56,560 58,260
261 Op Trans-50-Jeff County Extension 186,600 192,595 215,302 204,230 204,340
261 Op Trans-350-County Cap.Improve. 0 0
261 Op Trans-99-Parks&Recreation 501,557 505,375 505,375 520,540 536,160
261 Op Trans-160-Health 762,155 693,020 698,300 653,208 735,228
Op Trans-162 Public Health Nurse 60,604
261 Op Trans-200-Community Develop. 593,707 563,630 644,560 580,540 597,960
261 Op Trans-180 Road Fund 59,815 76,440
261 Op Trans-261-Risk Management 0 0 0
261 OTHER OPERATING TRANSFERS 102,200 109,072 191,380 161,404 64,760
TOTAL: 20,046,583 20,432,815 21,382,207 21,457,9801 21,085,007
Percent change from previous year 1.7% 5.02% -1.74%
Beginning Cash and Investments 4,005,223 4,759,519 4,759,519 5,538,744 4,923,114
Revenues 20,800,879 19,664,588 21,787,243 20,466,836 21,158,533
Expenditures 20,046,583 20,432,815 21,382,207 21,457,980 21,085,007
Ending Cash&Investments 4,759,519 3,991,292 5,164,555 4,547,600 4,996,640
adjustments
carryover(est.at 1.75%) 357,574 374,189 375,515 368,988
Adj.Ending Cash&Investments 4,759,519 4,348,866 5,538,744 4,923,114 5,365,628
Required 15%of Exp.to Reserves 2,004,658 3,064,922 3,207,331 3,218,697 3,162,751
Revenue stabilization reserve 726,000
Reserved for one time expenses 466,907 333,670 708,256
Unreserved Fund Balance 1,561,954 950,274 1,623,157 1,704,417 2,202,877
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ATTACHMENT 2: OTHER FUNDS SUMMARY - 2020-2021
updated 11-22-19
2019 2019 2020 2020 2021 2021
Revenue Expend Revenue Expend Revenue Expend
OTHER FUNDS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET
105-AUDITOR'S O&M 80,480 84,813 77,900 80,400 77,900 79,548
106-COURTHOUSE FACILITATOR 4,100 5,259 4,500 5,376 4,000 5,490
107-BOATING SAFETY PROGRAM 48,500 48,500 50,000 50,000 50,000 50,000
108-COOPERA11VE EXT. PROGRAMS 453,922 495,354 483,625 422,364 401,431 381,575
109-NOXIOUS WEED CONTROL 254,316 171,390 217,717 192,243 203,717 192,243
113-4-H AFTER SCHOOL 47,600 53,233 49,137 50,042 30,780 33,706
119-JEFFCOM BOND FUND 204,000 207,163 206,640 206,581 276,600 277,380
120-CRIME VICTIMS SERVICES 140,813 132,549 81,543 136,600 81,543 139,957
123-JEFF CO GRANT MANAGEMENT FUND 150,000 150,000 150,000 150,000 150,000 150,000
125-HOTEL-MOTEL 500,500 570,700 521,444 676,000 537,087 570,700
126-H&HS SITE ABATEMENT - 6,817 - 3,400 - 3,000
127-PUBLIC HEALTH 4,520,741 5,253,222 4,994,011 5,297,146 4,820,115 5,000,004
128-WATER QUALITY FUND 1,163,949 1,144,009 1,307,279 1,414,935 1,365,704 1,367,553
129-LAND ACQUISITIONS 234,448 275,000 115,000 - 100,000
-
130-MENTAL HEALTH 47,637 44,250 50,289 44,250 51,732 44,250
131-CHEMICAL DEPEND/MENTAL HEALTH 527,003 751,133 553,433 631,627 561,734 631,627
134-JC INMATE COMMISSARY 27,957 23,957 39,000 41,500 41,500 41,500
135-JEFFERSON COUNTY DRUG FUND 12,249 19,889 13,850 16,789 14,240 16,789
140-LAW LIBRARY 10,927 15,613 16,081 16,409 11,591 11,591
141-TRIAL COURT IMPROVEMENT 23,000 23,000 23,000 17,000 23,690 17,240
143-COMMUNITY DEVELOPMENT 1,812,850 1,912,849 1,657,637 1,549,864 1,505,632 1,662,939
147-FEDERAL FOREST TITLE III - 21,000 - 21,000 -
148-JEFF CO AFFORDABLE HOUSING 48,000 307,337 45,131 75,000 45,582 8,240
149-HOMELESS HOUSING 587,282 283,338 272,874 265,763 275,603 263,240
150-TREASURER'S O&M 47,624 45,624 54,650 46,670 55,750 52,838
151-REET TECHNOLOGY FUND 15,690 14,000 13,816 14,000 13,401 14,000
155-VETERANS RELIEF 89,990 99,871 65,510 75,934 66,050 76,202
160-WATER POLLUTION CNTRL LOAN FUND - 7,000 - 7,000 - 7,000
174-PARKS AND RECREATION 669,649 683,524 684,549 710,758 698,883 719,457
175-COUNTY PARKS IMPROVEMENT FUND 160,125 216,043 171,625 255,728 208,500 236,085
178-POST HARVEST TIMBER MGMT RESV 50 2,500 - 1,500 - 1,500
180-COUNTY ROADS 8,931,921 9,731,604 8,801,630 9,438,700 8,985,491 9,515,894
183-FACILIT1ES MANAGEMENT 1,065,393 1,175,762 1,169,335 1,228,722 1,209,958 1,239,350
185-FLOOD/STORM WATER MANAGEMENT 2,656 - 2,468 - 2,624
186-BRINNON FLOOD CONTROL SUB-ZONE 2,500 - 2,500 - 2,500
187-QUILCENE FLOOD CONTROL SUB-ZONE 18,356 - 38,586 - -
199-JEFFERSON COUNTY FAIR 280,515 280,000 - - - -
301-CONSTRUCTION& RENOVATION 518,500 1,161,577 363,826 1,603,568 415,233 610,261
302-COUNTY CAPITAL IMPROVEMENT 1,072,125 1,379,726 1,156,313 585,076 1,155,500 653,996
306-PUBLIC INFRASTRUCTURE 510,100 1,323,530 565,000 1,312,564 567,500 328,045
308-CONSERVATION FUTURES TAX 258,841 522,199 271,860 645,799 274,280 271,860
401 SOLID WASTE 3,636,313 3,984,379 3,718,073 3,713,172 3,670,759 4,003,406
402-SOLID WASTE POST CLOSURE - 6,000 - 6,000 - 6,000
403-SOLID WASTE EQUIPMENT RESERVE 8,000 - 15,000 - 15,000 -
404-YARD WASTE EDUCATION FUND 6,800 7,500 7,000 7,000 7,000 7,000
405-TRI-AREA SEWER FUND 287,466 383,812 982,500 1,321,855 1,064,500 1,123,627
501-EQUIPMENT RENTAL& REVOLVING 3,139,487 3,682,479 2,617,745 3,110,552 2,681,971 3,206,600
502-RISK MANAGEMENT RESERVE 215,000 215,000 150,000 150,000 150,000 150,000
505-EMPLOYEE BENEFIT RESERVE 208,000 249,200 275,000 213,200 275,000 213,200
506-INFORMATION SERVICES 2,197,065 2,781,899 1,968,639 2,627,830 1,954,417 1,964,354
TOTAL OTHER FUNDS BUDGETS 34,218,928 39,956,116 34,003,162 38,462,471 34,120,374 35,354,371
001-GENERAL FUND 21,787,243 21,382,207 20,900,276 21,457,980 21,158,533 21,085,007
TOTAL ALL FUNDS 56,006,171 161,338,323 54,903,438 59,920,451 55,278,907 1 56,439,378
18 of 20
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