Pierce County 2022-23 Biennial Budget by Pierce County

BIENNIAL BUDGET January 1, 2022 to December 31, 2023

PIERCE COUNTY, WASHINGTON 2022-23 BIENNIAL BUDGET PIERCE COUNTY EXECUTIVE

Bruce Dammeier PIERCE COUNTY COUNCIL

Marty Campbell Amy Cruver Jani Hitchen Ryan Mello Dave Morell Derek Young Hans Zeiger DIRECTOR OF FINANCE

Gary Robinson DEPUTY DIRECTOR OF FINANCE

Wolfgang Opitz BUDGET MANAGER

Julie Demuth BUDGET STAFF

Anthea Aasen Carron Boucher Michele Cummings Elisa Long Elizabeth Moutzouris Michele Quinones Chris Yoo Other Finance and Performance Management staff whose contributions made this document possible: Paula Manning, Janet Pierce, Aushmyr Greenhouse

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TABLE OF CONTENTS DEPARTMENT INDEX .............................................................................................................................................................. i 2020-21 AWARD .................................................................................................................................................................... iii DOCUMENT STRUCTURE ...................................................................................................................................................... v ADOPTING ORDINANCE ........................................................................................................................................................ 1 EXECUTIVE MESSAGE ........................................................................................................................................................... 21 BUDGET SUMMARY HIGHLIGHTS .............................................................................................................................. 22 GENERAL OVERVIEW ........................................................................................................................................................... 35 Organizational Overview .................................................................................................................................................. 38 Strategic Planning and Performance Management ................................................................................................... 42 Fiscal Policies........................................................................................................................................................................ 48 Budget Process ................................................................................................................................................................... 52 Pierce County Profile ......................................................................................................................................................... 57 Budget and Tax History ..................................................................................................................................................... 62 FINANCIAL OVERVIEW ........................................................................................................................................................ 65 Financial Planning ............................................................................................................................................................... 65 Financial Overview.............................................................................................................................................................. 68 Staffing ................................................................................................................................................................................. 94 Debt Management ............................................................................................................................................................. 98 Budget in Brief .................................................................................................................................................................... 101 GENERAL GOVERNMENT................................................................................................................................................... 103 Assessor-Treasurer ........................................................................................................................................................... 105 Auditor ..................................................................................................................................................................................111 Election Stabilization Fund .............................................................................................................................................. 115 Elections Equipment Replacement Fund ..................................................................................................................... 117 Communications ................................................................................................................................................................ 119 Rainier Communication Commission Fund ................................................................................................................ 123 County Council .................................................................................................................................................................. 125 County Executive .............................................................................................................................................................. 129 Covid-19 American Rescue Plan Fund ......................................................................................................................... 133 Economic Development .................................................................................................................................................. 135 Tourism Promotion Area Fund ...................................................................................................................................... 139 Tourism Promotion and Capital Facilities Fund .......................................................................................................... 141 1% for Arts Construction Fund....................................................................................................................................... 143 Human Resources ............................................................................................................................................................ 145 Limited Tax G O Bond Redemption Fund ................................................................................................................... 151 Miscellaneous Current Expense .................................................................................................................................... 155 Real Estate Excise Tax Fund............................................................................................................................................. 161 Special Projects ................................................................................................................................................................. 163

Table of Contents State Auditor ...................................................................................................................................................................... 167 Taxpayer Accountability Fund ....................................................................................................................................... 169 FINANCE ................................................................................................................................................................................. 171 Finance and Performance Management .................................................................................................................... 173 Covid-19 Relief Act Fund................................................................................................................................................. 179 Fleet Rental Fund ............................................................................................................................................................... 181 General Services Fund ..................................................................................................................................................... 185 Pierce County Fair Fund .................................................................................................................................................. 189 Information Technology Fund ........................................................................................................................................ 191 Auditor’s Maintenance and Operations Fund ........................................................................................................... 197 REET Electronic Technology Fund ................................................................................................................................ 199 Medical Self Insurance ..................................................................................................................................................... 201 Self Insurance Fund ......................................................................................................................................................... 203 Workers Compensation Fund ........................................................................................................................................207 PUBLIC SAFETY ...................................................................................................................................................................... 211 Clear Zone Land Acquisition Fund ............................................................................................................................... 213 Emergency Communication Sales Tax SS911 ............................................................................................................. 215 Emergency Management ............................................................................................................................................... 217 Combined Communication Network System Fund ................................................................................................. 223 Emergency Management Grants Fund ...................................................................................................................... 225 Radio Communications Fund ........................................................................................................................................227 911 System Fund ................................................................................................................................................................ 231 Medical Examiner ............................................................................................................................................................ 233 Sheriff...................................................................................................................................................................................237 Corrections Bureau ......................................................................................................................................................... 245 Criminal Justice Fund ...................................................................................................................................................... 249 Detention Center Commissary Fund............................................................................................................................ 251 Drug Enforcement Fund ............................................................................................................................................... 253 Drug Investigation Fund................................................................................................................................................. 255 Federal Forest Services Fund .........................................................................................................................................257 Marine Services Fund...................................................................................................................................................... 259 South Sound 911 Building Lease Fund ......................................................................................................................... 261 LEGAL AND JUDICIAL ........................................................................................................................................................ 263 Assigned Counsel ............................................................................................................................................................ 265 Clerk of the Superior Court ............................................................................................................................................ 271 Pierce County Law Library ..............................................................................................................................................275 District Court .....................................................................................................................................................................277 Dispute Resolution Center Fund .................................................................................................................................. 283 Judson Family Justice Center Fund .............................................................................................................................. 285 Juvenile Court ................................................................................................................................................................... 289 Prosecuting Attorney ...................................................................................................................................................... 295 Superior Court .................................................................................................................................................................. 303

Table of Contents

PARKS AND RECREATION................................................................................................................................................. 309 Chambers Creek Regional Park...................................................................................................................................... 311 Conservation Futures Fund ............................................................................................................................................ 315 Conservation Futures Construction Fund ................................................................................................................... 317 Golf Course Fund.............................................................................................................................................................. 319 Parks and Recreation Services ...................................................................................................................................... 323 Parks Construction Fund ................................................................................................................................................ 329 Parks Impact Fee Fund .................................................................................................................................................... 331 Parks Sales Tax Fund ....................................................................................................................................................... 333 Paths and Trails Fund ......................................................................................................................................................337 Paths and Trails Construction Fund ............................................................................................................................ 339 Second REET Parks Fund ................................................................................................................................................ 341 HUMAN SERVICES .............................................................................................................................................................. 345 Affordable Housing Development Fund .................................................................................................................... 347 Affordable Housing Document Recording Fee Fund ............................................................................................. 349 Behavioral Health and Therapeutic Courts Fund ...................................................................................................... 351 Behavioral Health Partnership Fund............................................................................................................................ 353 Community Action Fund ................................................................................................................................................ 355 Community Development Fund................................................................................................................................... 359 Homeless Document Recording Fee Fund ................................................................................................................ 363 Housing and Homeless Fund........................................................................................................................................ 365 Human Services ................................................................................................................................................................367 Mental Health Fund .........................................................................................................................................................373 Prevention Services and Programs...............................................................................................................................375 Veterans Relief Fund ........................................................................................................................................................379 WSU Pierce County Extension ...................................................................................................................................... 383 PLANNING AND PUBLIC WORKS .................................................................................................................................... 387 Airport Fund...................................................................................................................................................................... 389 Blighted Property Maintenance Fund ......................................................................................................................... 393 County Road Fund .......................................................................................................................................................... 395 Equipment Rental and Revolving Fund ....................................................................................................................... 401 Ferry Services Fund ......................................................................................................................................................... 407 Historical Preservation and Program Fund.................................................................................................................. 411 In-Lieu Fee Wetlands Mitigation Program Fund ....................................................................................................... 413 Planning and Land Services ........................................................................................................................................... 415 Planning and Land Services Building and Development Fund .............................................................................. 419 Public Works Construction Fund.................................................................................................................................. 425 Second REET Roads Fund .............................................................................................................................................. 429 Sewer Revenue Bonds Fund .......................................................................................................................................... 431 Sewer Utility Fund ............................................................................................................................................................ 435 Sewer Utility Construction/Reserve/Preservation Fund ........................................................................................... 441

Table of Contents Solid Waste Management Fund ................................................................................................................................... 445 Surface Water Management Fund .............................................................................................................................. 449 Surface Water Management Construction Fund ..................................................................................................... 455 Traffic Impact Fee Fund.................................................................................................................................................. 459 Transportation Facilities Fund ........................................................................................................................................ 461 FACILITIES MANAGEMENT ............................................................................................................................................... 463 Capital Improvement Projects Fund............................................................................................................................ 465 Facilities Management Fund ......................................................................................................................................... 467 REET Capital Improvement Fund ................................................................................................................................. 473 HEALTH SERVICES .............................................................................................................................................................. 477 Health Services ................................................................................................................................................................. 479 Tacoma-Pierce County Health Department............................................................................................................... 481 CAPITAL ............................................................................................................................................................................... 487 Capital Improvement Program Summaries ............................................................................................................... 489 Capital Improvement Overview ................................................................................................................................... 493 Capital Improvement Projects ...................................................................................................................................... 500 APPENDIX Glossary of Terms, Acronyms, and Abbreviations .................................................................................................... A-1

FUND/DEPARTMENT INDEX Alphabetical Order Fleet Rental Fund .................................................................. 181 General Services Fund ....................................................... 185 Golf Course Fund ..................................................................319 Health Services ..................................................................... 479 Historical Preservation and Program Fund .................... 411 Homeless Document Recording Fee Fund ................... 363 Housing and Homeless Fund ........................................... 365 Human Resources.................................................................145 Human Services.................................................................... 367 In-Lieu Fee Wetlands Mitigation Program Fund ...........413 Information Technology Fund ........................................... 191 Judson Family Justice Center Fund ................................. 285 Juvenile Court ....................................................................... 289 Limited Tax G O Bond Redemption Fund ...................... 151 Marine Services Fund.......................................................... 259 Mental Health Fund............................................................. 373 Medical Examiner................................................................. 233 Medical Self Insurance Fund ..............................................201 Miscellaneous Current Expense ........................................155 Parks and Recreation Services .......................................... 323 Parks Construction Fund .................................................... 329 Parks Impact Fee Fund ........................................................331 Parks Sales Tax Fund ........................................................... 333 Paths and Trails Construction Fund ................................ 339 Paths and Trails Fund ......................................................... 337 Pierce County Fair Fund ......................................................189 Pierce County Law Library ................................................. 275 Planning and Land Services ...............................................415 Planning and Land Services Building and Development Fund...............................................................419 Prevention Services and Programs ................................. 375 Prosecuting Attorney .......................................................... 295 Public Works Construction Fund ..................................... 425 Radio Communications Fund ........................................... 227 Rainier Communications Commission Fund ..................123 Real Estate Excise Tax Fund................................................ 161 REET Capital Improvement Fund ..................................... 473 REET Electronic Technology Fund ....................................199 Second REET Parks Fund ....................................................341 Second REET Roads Fund.................................................. 429 Self Insurance Fund ............................................................. 203 Sewer Revenue Bonds Fund ..............................................431 Sewer Utility Fund ................................................................ 435

Affordable Housing Development Fund ....................... 347 Affordable Housing Document Recording Fee Fund . 349 Airport Fund ......................................................................... 389 Assessor-Treasurer............................................................... 105 Assigned Counsel ................................................................ 265 Auditor ..................................................................................... 111 Auditor’s Maintenance and Operations Fund ............... 197 Behavioral Health Partnership Fund ............................... 353 Behavioral Health and Therapeutic Courts Fund ......... 351 Blighted Property Maintenance Fund ............................ 393 Capital Improvement Projects Fund ............................... 465 Chambers Creek Regional Park ......................................... 311 Clear Zone Land Acquisitions Fund ................................. 213 Clerk of the Superior Court................................................ 271 Combined Communication Network System Fund .... 223 Communications.................................................................... 119 Community Action Fund ................................................... 355 Community Development Fund ...................................... 359 Conservation Futures Construction Fund ....................... 317 Conservation Futures Fund ................................................ 315 Corrections Bureau ............................................................. 245 County Council ..................................................................... 125 County Executive .................................................................. 129 County Road Fund .............................................................. 395 Covid-19 American Rescue Plan Fund ............................ 133 Covid-19 Relief Act ............................................................... 179 Criminal Justice Fund .......................................................... 249 Detention Center Commissary Fund ............................... 251 Dispute Resolution Center Fund...................................... 283 District Court......................................................................... 277 Drug Enforcement Fund .................................................... 253 Drug Investigation Fund .................................................... 255 Economic Development ..................................................... 135 Election Stabilization Fund .................................................. 115 Elections Equipment Replacement Fund ......................... 117 Emergency Communication Sales Tax SS911................. 215 Emergency Management ................................................... 217 Emergency Management Grants Fund .......................... 225 Equipment Rental and Revolving Fund .......................... 401 Facilities Management Fund ............................................. 467 Federal Forest Services Fund ............................................ 257 Ferry Services Fund ............................................................. 407 Finance and Performance Management ........................ 173

Department Index Taxpayer Accountability Fund ...........................................169 Tourism Promotion Area Fund..........................................139 Tourism Promotion and Capital Facilities Fund ............ 141 Traffic Impact Fee Fund...................................................... 459 Transportation Facilities Fund ............................................461 Veterans Relief Fund ........................................................... 379 Workers Compensation Fund ........................................... 207 WSU Pierce County Extension .......................................... 383 1% for Arts Construction Fund ..........................................143 911 System Fund ....................................................................231

Sewer Utility Const/Reserve/Preservation Fund ........... 441 Sheriff ..................................................................................... 237 Solid Waste Management Fund ...................................... 445 South Sound 911 Building Lease Fund ............................ 261 Special Projects ..................................................................... 163 State Auditor.......................................................................... 167 Superior Court...................................................................... 303 Surface Water Management Construction Fund......... 455 Surface Water Management Fund .................................. 449 Tacoma-Pierce County Health Department .................. 481

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Pierce County, Washington for its biennial budget for the period January 1, 2020 through December 31, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for one budget period only. We believe our current budget continues to conform to program requirements, and we are submitting it to the GFOA to determine its eligibility for another award.

iii

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A quick overview of the structure of this document:  The front of this document includes the Executive Message and Adopting Ordinances followed by the General Overview. These sections taken together provide a complete and thorough review of the Pierce County 2022-23 biennial budget, including the policies, performance measures, and assumptions utilized to craft the budget.  Between the Financial Overview and the Appendix is a detailed presentation of all the individual budgets. These individual budget sections have been grouped into 10 main organizational or functional categories: General Government, Finance, Public Safety, Legal and Judicial, Parks and Recreation, Human Services (HS), Planning and Public Works (PPW), Facilities Management (FM), Health Services, and Capital.  In the back of this document, in the Appendix, is a Glossary of Terms, Acronyms, and Abbreviations.

For Additional Information Contact: Pierce County Finance Department Attn: Finance and Performance Management Division 950 Fawcett Avenue, Suite 100 Tacoma, WA 98402 Phone: (253) 798-7512 Fax: (253) 798-6690 Email: pcbudget@co.pierce.wa.us www.piercecountywa.gov

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ADOPTING ORDINANCE

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EXECUTIVE MESSAGE

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Pierce County Office of the County Executive 930 Tacoma Avenue South, Room 737 Tacoma, Washington 98402-2100

BRUCE F. DAMMEIER Executive (253) 798-7477 Bruce.Dammeier@co.pierce.wa.us

(253) 798-7477  FAX (253) 798-6628 www.piercecountywa.org

December 14, 2021 To the Residents of Pierce County, Pierce County confirmed its first case of COVID-19 on March 6, 2020. Since then, we have battled to contain the virus and respond to its destructive effects. I am proud of our response to the emergency. We tested and vaccinated our residents. We supported struggling small businesses. And we helped people keep food on their table and a roof over their heads. This biennial budget supports our continued emergency response, but its primary focus is on strengthening our communities long-term. Our top priority is public safety and justice. This budget makes key investments in our Sheriff’s Department to hire more deputies, build community trust, and support the wellbeing of our law enforcement officers. We also fund a new mental health court and add a new team of behavioral health professionals to respond to non-criminal calls for help. Another critical priority is addressing homelessness and housing instability. This budget creates more shelter and affordable housing on a scale that is unprecedented in Pierce County. Funding is provided so those on the street have a safe place to live and the support they need to stay housed. For the encampments left behind, resources are provided to clean them up. This budget also provides a significant investment to help our chronically homeless through a planned restorative community. With this budget, we continue to make Pierce County a place people are proud to call home. We make key investments in a variety of areas, ranging from environmental sustainability and equity to new infrastructure and economic development. I encourage you to read the details in the pages that follow. Thank you for the opportunity to serve. Sincerely,

Bruce F. Dammeier Pierce County Executive

Pierce County 2022-23 Biennial Budget

Budget Summary Highlights Our mission is to build strong communities. We do this by focusing on building and sustaining vibrant communities, creating an entrepreneurial climate that fosters family-wage careers, and operating County government efficiently and effectively.

Vibrant Communities Most County funding is dedicated to keeping residents safe, administering equitable criminal justice, and staying accountable to County residents. The 2022-23 biennial budget advances our objective of Safe and Just Communities by addressing rising crime levels while taking further steps to build community trust. Our Sheriff’s deputies are tasked with challenging and stressful work. Recently we have seen a significant increase in incidents of post-traumatic stress and other workplace injuries. The addition of a wellness program manager is intended to support our deputies so they can keep our community safe. Recent legislative changes have also increased the complexity of policing, which drives the need for more training and supervisory support. This budget adds new patrol major and lieutenant positions in response to these needs. Additionally, hiring incentives for deputies are added to increase the number of officers patrolling our streets. To promote equitable justice and build community trust, this budget finishes the deployment of body-worn and dashboard cameras in the Sheriff’s Department. Furthermore, a new internal affairs detective is added to ensure all citizen complaints are appropriately investigated and acted upon. People often call the police when they see trouble and don’t know where to turn. This budget creates a rapid response team of behavioral health professionals overseen by the Human Services Department to respond to non-criminal situations. Another behavioral health co-responder is also added to support our law enforcement responding to those experiencing a behavioral health crisis. Our goal is to get people with behavioral health challenges connected to the most appropriate treatment option for them. This budget funds a criminal diversion program manager in the Clerk’s Office and creates a new Mental Health Court in District Court to achieve this goal. The 2022-23 budget advances our objective of Healthy and Happy People in a few key ways. First, it continues American Rescue Plan Act (ARPA) funding to combat the COVID-19 virus through ongoing testing. Second, it supports a partnership among healthcare providers, government, and the community known as “Blue Zones” that is designed to improve longevity and wellness in Parkland/Spanaway. Third, it expands access to trails and recreational activities, including for people with disabilities. Fourth, it provides more case managers to support seniors who choose to live independently. Pierce County is investing significant resources to implement our Sustainability 2030 Plan. This is part of ensuring we have a Clean, Sustainable Environment locally. We are making progress to electrify the County’s transportation fleet. We are also preserving farmland and open space, and we are continuing our efforts to remove barriers to fish passage. To ensure decisions and actions are inclusive, the budget includes funding to conduct an environmental equity assessment. This budget makes an unprecedented investment in Attainable Housing. Over $200 million is dedicated to addressing homelessness and housing instability. Key elements of our plan include expanding shelter availability, providing on-site behavioral health and vocational services, developing and preserving stable and affordable housing options, and cleaning up the encampments left behind. These resources will significantly 22

Pierce County 2022-23 Biennial Budget

increase the number of available shelter beds in Pierce County. Funding is also provided to support an innovative “Community First” restorative housing community that is based on trusted relationships and a family-like environment. This planned community of microhomes and RVs, patterned after the stunningly successful Community First! Village (CFV) near Austin, Texas, will address the biggest challenge to homelessness: providing permanent supportive housing for the chronically homeless.

Entrepreneurial Climate Particularly with the impact of COVID-19, creating a positive and supportive environment for businesses to survive and thrive is critical. The budget includes resources for Jobs and Entrepreneurship. A key tool for creating new jobs and encouraging people to create new businesses is an ARPA-funded initiative to foster entrepreneurship among residents who are Black, Indigenous, and People of Color (BIPOC). This budget continues that work, bringing greater economic opportunity and prosperity throughout our communities. Reliable and Accessible Infrastructure is another key strategic area in fostering an entrepreneurial climate. When remote work became mandatory—and student learning during the pandemic went from taking place in classrooms to kitchens and living rooms—the gap in Internet connectivity and access became clearer and more distressing. In partnership with the state and private providers, the 2022-23 budget continues investments designed to bring high-speed internet to underserved areas. Providing reliable roads in good condition and safely treating wastewater are some of the basic but critical ways Pierce County supports its residents. The budget dedicates significant new resources to building and preserving our roads, while also funding key expansions to the County’s sewer system. Pierce County is working with community partners to help businesses have access to a Skilled Workforce. ARPA funds in the budget have been earmarked for the Washington Service Corps, an AmeriCorps affiliate. Corps members help local non-profits, schools, government agencies, tribal nations, and faith-based organizations meet community needs in a variety of fields, including environmental stewardship, education, health, disaster preparedness, and financial literacy. The budget also includes resources for workforce development programs designed to expand living-wage job training for in-demand skills for those in marginalized communities.

Effective Government Regional Leadership and Tribal Partnership are key components of our strategic plan. One critical regional service Pierce County provides is elections administration. To accommodate increased population and voter turnout, this budget provides resources to move the elections center to a more functional and accessible location. This will improve registration, ballot processing and security, and other voter services. Funds have also been allocated to increase the County’s engagement and collaboration with local tribes. There are many important aspects of government-to-government relations that benefit from respectful cooperation with these sovereign nations, including vital environmental priorities. Accountability for Results and Customer Focused Services are critical for a government to be effective. This budget adds new diversity, equity, and inclusion analysts to ensure County services are delivered equitably and barriers to equity are identified and addressed. These positions will complement the work requested by Council Resolutions 2021-108s and 2021-109.

Pierce County 2022-23 Biennial Budget

The budget also includes several projects designed to make it easier and more convenient for residents to get what they need from the County. One of these projects is the launch of a portal that allows residents to report and track issues from potholes to nuisance properties via mobile devices. Additional projects will allow better public access to County records. For example, the budget includes resources for documents to be converted to searchable, digital formats. In addition, the Assessor Treasurer’s Office is replacing its outdated property tax system. Finally, several initiatives in support of Talented and Diverse Employees are included in the budget. The County has been implementing a diversity, equity, and inclusion initiative for several years. The budget proposal for the next two years includes funding to broaden and enhance the work that is underway to foster a welcoming, respectful, and rewarding workplace for everyone. An expanded internship program will provide valuable learning opportunities for young adults of color in the County and create a potential path to full-time employment. With the goal of continuous learning for County employees, the budget also includes support for a broad suite of online learning classes and an expanded leadership development program. As the County is experiencing a sizable number of employees completing their careers and retiring, the budget provides support for planned knowledge transfer, cross training, and workload surges.

2022-23 Biennial Budget The 2022-23 biennial budget maintains a fund balance that meets our 15% goal and provides a stable sixyear outlook of County finances. Strong revenue projections allow us to make key investments in our strategic objectives, ultimately building strong communities to make Pierce County a place people are proud to call home. You can learn more about the progress being made in meeting specific goals at Open Pierce County (www.open.piercecountywa.gov), an interactive series of online dashboards that offers detailed information and data about County operations.

Pierce County 2022-23 Biennial Budget

GENERAL FUND As the name implies, this is the fund that receives undesignated revenues which can be budgeted for any appropriate County purpose. This fund finances most of the traditional services associated with County government.

A. GENERAL FUND REVENUES A more detailed listing of General Fund revenues is presented in the Financial Overview section of this budget document. A summary of the 2022-23 revenues, with a comparison to the 2020-21 Biennium, is shown in the table below. While tax revenues remain strong in 2022-23 and are projected to continue growing, General Fund revenues are 4.7% below the 2020-21 biennial budget level due to the receipt and distribution of one-time federal Coronavirus Aid, Relief, and Economic Security (CARES) Act and other relief funding in 2020-21.

GENERAL FUND REVENUE SUMMARY 2020-21 Budget Tax Revenue General Property Taxes Law Enforcement Property Taxes Sales Tax Excise Taxes Gambling Taxes License & Permit Revenue Intergovernmental Revenue Charges for Services Revenue Court Fine & Penalty Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Use of Fund Balance Total Available Resources

266,179,110 29,540,030 197,666,380 1,400,000 539,000 11,318,840 81,400,290 111,406,380 7,670,230 27,544,530 8,510,000 138,218,340 22,345,060 903,738,190

2022-23 Budget 280,391,840 31,034,930 255,102,520 1,500,000 599,600 11,178,560 53,709,300 117,016,340 6,713,220 14,450,720 8,510,000 11,353,780 69,741,360 861,302,170

Absolute Change

Percent Change

14,212,730 1,494,900 57,436,140 100,000 60,600 (140,280) (27,690,990) 5,609,960 (957,010) (13,093,810) — (126,864,560) 47,396,300 (42,436,020)

5.3 5.1 29.1 7.1 11.2 (1.2) (34.0) 5.0 (12.5) (47.5) — (91.8) 212.1 (4.7)

2022-23 revenue projections are largely based upon the following assumptions: 1.

Increased consumption drove significant growth in Sales Tax revenue in 2020-21 and is projected to continue growing throughout 2022-23.

2. Short term interest rates will continue to be at lower levels throughout 2022-23, resulting in a decline in interest revenue. 3. Contract revenues for several major services (principally jail operations) will be at similar levels as 2020-21. 4. Court Fine and Penalty revenue continues to decline due to a prior Supreme Court ruling limiting the extent to which fines can be imposed on individuals based on their financial status. 5. New construction will continue to drive modest increases in Property Tax revenue. The growth in taxes from existing property has been limited to only 1.0% per year since 2002. This threshold is below the rate of inflation over this period and has resulted in a higher reliance upon sales tax revenue to fund essential County services. Pierce County 2022-23 Biennial Budget

The following summarizes the changes in each major category of revenue:  Property Tax revenue collections are projected to increase by 5.3%, or $14.2 million, in 2022-23. This level is based upon the 1.0% growth available under state law and growth resulting from new construction and improvements.  Sales Tax revenue is projected to increase by 29.1%, or $57.4 million, from the 2020-21 biennial budget. Projected growth above actual sales tax collections in 2020-21 is 4.9% in 2022 and 3.4% in 2023. The increase is primarily associated with strong online retail sales tax collections and new construction.  Other Taxes are at levels similar to 2020-21.  Licenses and Permits revenues are projected to decrease by $140,280, or 1.2%.  Intergovernmental Revenues are projected to decrease by $27.7 million, or 34.0%. The reduction in 2022-23 is attributed to COVID-19 relief funding received in 2020-21.  Charges for Services are estimated to be 5.0%, or $5.6 million, above 2020-21. This change is comprised of many increases or decreases in specific revenue sources (recording fees, planning fees, indirect cost charges, contractual services, etc).  Court Fine and Penalty Revenue is projected to be 12.5%, or $1.0 million, below the 2020-21 biennial budget.  Miscellaneous Revenues are projected to decrease by 47.5%, or $13.1 million, in 2022-23, primarily due to lower levels of interest revenue.  Use of Fund Balance is 212.1%, or $47.4 million, above the 2020-21 level. Strong economic conditions and managing to lower expenditure levels during the pandemic resulted in an increase in the General Fund balance. The 2022-23 budget invests these resources in strategic, one-time projects and capital expenditures.

Percent Change in General Fund Revenues 31.0

33.0 28.0

% Change

23.0 18.0 13.0

9.2

10.6

8.0 3.0

1.3

-2.0 -7.0 2014-15

2016-17

2018-19

2020-21 Est.

-4.7 2022-23 Budget Figure 1

Comparative revenue changes for the last four biennia are shown in Figure 1. The increase of 31.0% in 202021 is largely due to the receipt of CARES Act and other relief funding. 26

Pierce County 2022-23 Biennial Budget

B. GENERAL FUND EXPENDITURES The 2022-23 General Fund expenditure budget is 4.7%, or $42.4 million, below the 2020-21 level. The decrease is due to the accounting of $120.5 million in CARES Act funding in the General Fund in 2020-21. Excluding CARES Act funding, the 2022-23 General Fund biennial budget is 10.0%, or $78.1 million, above the 2020-21 level. Public Safety and Legal and Judicial functions continue to receive the highest percentage of General Fund expenditures in 2022-23, comprising 74% of the total General Fund budget. Public Safety functions account for 45.9% of the budget with Legal and Judicial functions at 27.9% The 2022-23 biennial budget adds new positions to meet growing service demands, returning staffing to prerecession levels. The General Fund has a total increase of 53.44 FTEs compared to 2020-21. Most departments show an increase in spending authority in 2022-23. This reflects investments in new programs, expanded service delivery, and increased costs associated with salaries and benefits. The budgets for Economic Development, Emergency Management, and Finance and Performance Management show significant variability due to the receipt of CARES Act and other relief funding in 2020-21. The “Budget Highlights” section in each department budget provides a more detailed explanation of the significant changes included in the 2022-23 biennial budget.

GENERAL FUND EXPENDITURES BY DEPARTMENT Assessor/Treasurer Assigned Counsel Auditor Bond Debt Service Capital Improvement Projects Clerk of the Superior Court Communications County Council County Executive District Court Economic Development Emergency Management Finance and Performance Management Health Services Human Resources Juvenile Court Medical Examiner Miscellaneous Current Expense Parks and Recreation Planning and Land Services Prevention Services Prosecuting Attorney Sheriff's Corrections Sheriff's Law Enforcement Special Projects State Auditor Superior Court WSU PC Extension Total General Fund Pierce County 2022-23 Biennial Budget

2020-21 Budget 24,176,260 44,055,170 23,268,020 672,080 330,000 15,144,340 4,183,570 13,127,750 5,388,480 32,219,530 50,471,100 83,812,350 48,356,230 9,315,340 10,578,560 47,230,350 10,117,460 28,851,000 18,825,990 12,357,860 4,036,220 73,498,640 121,944,920 175,376,090 3,514,850 430,830 41,643,340 811,860 903,738,190

2022-23 Budget 30,011,300 49,448,730 33,778,300 679,120 200,000 16,530,030 4,701,680 13,374,060 6,135,290 35,358,100 3,777,090 10,888,580 21,708,380 7,456,670 11,922,180 49,132,580 12,716,410 40,035,470 23,685,450 13,268,210 5,228,750 84,576,510 130,703,320 206,164,290 3,637,100 473,960 44,769,390 941,220 861,302,170

Absolute Change 5,835,040 5,393,560 10,510,280 7,040 (130,000) 1,385,690 518,110 246,310 746,810 3,138,570 (46,694,010) (72,923,770) (26,647,850) (1,858,670) 1,343,620 1,902,230 2,598,950 11,184,470 4,859,460 910,350 1,192,530 11,077,870 8,758,400 30,788,200 122,250 43,130 3,126,050 129,360 (42,436,020)

Percent Change 24.1 12.2 45.2 1.0 (39.4) 9.1 12.4 1.9 13.9 9.7 (92.5) (87.0) (55.1) (20.0) 12.7 4.0 25.7 38.8 25.8 7.4 29.5 15.1 7.2 17.6 3.5 10.0 7.5 15.9 (4.7) 27

C. FUND BALANCE Figures 2 and 3 present the actual financial results for the General Fund during the 2014-15 to 2018-19 period, and the budgeted amounts for 2020-21 and 2022-23. A strong economy and favorable revenues allowed unassigned fund balance to increase in recent years. Fund balance further increased in 2020-21 due to departments managing to lower expenditure levels during the COVID-19 pandemic. Based upon estimated revenues and expenditures, the 2021 unassigned General Fund balance will be $148.7 million, a fund balance reserve of 32.8%. The 2022-23 biennial budget assumes $69.7 million in use of fund balance for targeted, one-time investments towards the County’s strategic plan. The 2023 unassigned General Fund balance will be approximately $77.9 million (see Figure 3). It is the County’s policy to maintain a fund balance for bond rating, emergencies, and working capital purposes which is 10% of the budget, with a long-term goal of 15%. The County has been able to maintain a level higher than 15% in recent years and expects to be at 18.5% at the end of 2023 (see Figure 4). This level will enable the County to draw upon these resources to cover projected growth in General Fund expenditures and the impact of an economic downturn.

General Fund Summary Difference Between Revenue & Expenditures 40.0 15.1

20.0 7.8

$ Millions

0.0 ‐7.2

‐20.0 ‐22.3

‐40.0

‐60.0 ‐69.7 ‐80.0 2014‐15

2016‐17

2018‐19

2020‐21 Estimate

2022‐23 Budget Figure 2

Pierce County 2022-23 Biennial Budget

Unassigned General Fund Balance 160.0

148.7

140.0

$ Millions

120.0

107.4

100.0

60.0

77.9

76.6

80.0 47.2

40.0 20.0 0.0 2014‐15

2016‐17

2018‐19

2020‐21 Estimate

2022‐23 Budget Figure 3

Unassigned General Fund Balance as a Percent of the General Fund Budget 35.0

32.8

30.0

Percent

20.0

23.3

23.2

25.0

18.5 16.1

15.0 10.0 5.0 0.0 2014‐15

2016‐17

2018‐19

2020‐21 Estimate

2022‐23 Budget Figure 4

D. TAX RATES AND ASSESSED VALUATIONS In 2022 the County’s assessed valuation total will rise from $137.7 billion to $159.2 billion, which includes an increase in the value of existing properties plus new construction and improvements.

Pierce County 2022-23 Biennial Budget

Percent Change in Assessed Valuation 30.0 25.0 20.0

15.6

% Change

15.0

10.0

8.1

10.0

12.6

2018

2019

10.4

9.2

2020

2021

4.8

3.5

5.0

12.0

0.0 ‐5.0 ‐10.0

‐8.1

‐8.7

2012

2013

‐15.0 2014

2015

2016

2017

2022 Budget Figure 5

The rise in the valuation of existing property will result in tax rate decreases in 2022 as shown in the accompanying table. The County will be able to generate the legally permitted 1.0% growth in revenues. Only 11.0% of all property taxes go to the County’s General Fund. Most of the total property taxes are by law distributed to the State of Washington, cities, and local school districts.

PROPERTY TAX RATES 2021 Rates General Levy ($1.80 max.) General Fund Veterans Relief Social Services Total General Levy Road Levy ($2.25 max.)

2022 Rates

0.9225 0.0137 0.0132 0.9494

0.8205 0.0137 0.0119 0.8461

1.3097

1.1587

E. OUTLOOK FOR 2022-23 Overall, the General Fund biennial budget for 2022-23 is balanced with adequate reserves. The outlook for 2022-23 shows a strong regional economy that should continue to experience growth throughout the period. Significant increases in sales tax revenue associated with retail sales and construction in 2020-21 are anticipated to continue growing, but at a more modest level, in 2022-23. Short-term interest rates are expected to remain at lower levels seen during the pandemic in 2020-21, and Charges for Services revenue, such as program fees and jail services, may be impacted by the ongoing pandemic and economic recovery. Actions yet to be taken by other governments may also impact the County budget. Many local governments who purchase services from the County are preparing budgets and may change prior practices. In addition, the state and federal governments may change grant allocations. Similar to prior years, some budget issues may arise during 2022-23 that will need to be addressed at the time they occur. The County will continue to monitor economic indicators such as interest rates, property values, and building permit activity to determine if any significant variations will have an impact upon anticipated revenue collections. 30

Pierce County 2022-23 Biennial Budget

OTHER COUNTY FUNDS Many of the County’s programs are financed from sources outside of the General Fund. These funds have combined expenditures well in excess of the General Fund budget. However, the nature of the revenue sources mandate that these monies can only be used for specific activities. Hence, they are budgeted and accounted for in separate funds. Summary figures for each fund can be found in the Total Expenditures/Expenses table of the General Overview section.

A. HUMAN SERVICES The Human Services Department is the County’s major provider of community and human services programs funded primarily from state and federal grants and recording fees for housing programs. Due to changes in state and federal grant funding levels, these budgets often vary significantly from year to year. The following summarizes the significant changes from 2020-21: 1.

The Human Services budget reflects federal and state funding to continue administration of an Emergency Rental Assistance program in response to the pandemic.

HUMAN SERVICES Fund Afford Housing Dev Fund Afford Housing Doc Rec Fee Behav Hlth & Therapeutic Crts Fd Behavioral Health Partnership Community Action Community Development Homeless Doc Rec Fee Housing and Homeless Human Services Mental Health Veterans Relief Fund Total Budget

2020-21 Budget 2,231,720 8,521,700 2,703,000 16,295,040 27,932,730 11,143,150 15,799,800 158,526,400 88,728,120 68,120 5,445,990 337,395,770

Percent 2022-23 Change Budget 3,363,010 50.7 5,519,260 (35.2) 27,506,190 917.6 6,200,540 (61.9) 18,723,570 (33.0) 16,429,800 47.4 34,837,860 120.5 128,112,930 (19.2) 100,456,870 13.2 — (100.0) 4,519,690 (17.0) 345,669,720 2.5

2. An increase in document recording fee revenue provides expanded resources for homeless services. 3. Strong sales tax projections allow for significant investments in behavioral health services and Therapeutic Court programs. 4. Resources for the Human Services Fund reflects an increase in grant funding in 2022-23, particularly in the Aging and Disability Resources and Development Disabilities programs.

B. TRANSPORTATION SERVICES The Planning and Public Works Department has major transportation responsibilities which are supported by a variety of funds. The 2022-23 program budgets, with comparisons to 2020-21, are shown in the table to the right. The major items of note for 2022-23 are: 1.

The County Road Fund maintains funding for road preservation and capital construction.

TRANSPORTATION SERVICES FUNDS Fund County Road Fund PW Construction Fund Ferry Services Fund Airport Fund Second REET Roads Fund Traffic Impact Fee Fund Transportation Facilities Total Budget

2020-21 Budget 173,264,560 64,278,000 12,005,790 4,674,120 18,332,600 16,556,490 2,147,500 291,259,060

2022-23 Budget 183,065,000 96,204,380 23,201,370 13,981,710 27,693,280 18,917,400 1,000,000 364,063,140

Percent Change 5.7 49.7 93.3 199.1 51.1 14.3 (53.4) 25.0

2. The Public Works Construction Fund budget reflects an increase in anticipated project expenses. Pierce County 2022-23 Biennial Budget

3. The Ferry Services Fund increase reflects capital expenditures for the ferry system and expanded service during the peak season. 4. The Airport Fund includes General Fund support and grant funding for capital projects at the County’s two airports. 5. The Second REET Roads Fund reflects increased revenue attributed to a strong housing market.

C. PARKS AND RECREATION FUNDS Although the County’s General Fund provides a direct allocation for parks and recreation services, $23.6 million in 2022-23, there are also several other County funds which provide support for Parks programs and services. The 2022-23 biennial budgets for these funds are shown to the right. As the figures indicate, strong revenue projections support investments in Pierce County’s parks and trails systems. Significant items to note are: 1.

PARKS AND RECREATION FUNDS Fund Conservation Futures Conservation Futures Const Parks Construction Fund Parks Impact Fees Parks Sales Tax Second REET Parks Fund Paths & Trails Paths & Trails Const Golf Courses Chambers Cr Regional Park Total Budget

2020-21 Budget 9,781,760 9,750,000 16,377,940 9,744,500 9,868,950 8,206,730 1,427,900 6,212,000 3,882,640 21,831,110 97,083,530

2022-23 Budget 14,184,895 11,462,222 33,675,540 25,361,430 13,540,520 11,218,980 1,753,550 16,786,000 3,798,990 23,612,040 155,394,167

Percent Change 45.0 17.6 105.6 160.3 37.2 36.7 22.8 170.2 (2.2) 8.2 60.1

Conservation Futures includes $11.5 million for the purchase of open space and funding to support the County’s 2030 Sustainability Plan.

2. Increased revenue collections from impact fees, sales tax, and Second REET support higher levels of capital projects for the County’s parks system and trail system. 3. Chambers Creek Regional Park Fund provides funding for capital improvements at the Chambers Bay Golf Course.

D. ENVIRONMENTAL SERVICES The Planning and Public Works Department has five funds which address environmental issues. These funds and budgets are listed to the right. Items to highlight are as follows: 1.

Surface Water Management includes allocations for capital expenditures and operations.

ENVIRONMENTAL SERVICES FUNDS Fund Blighted Property Maint In-Lieu Fee Wetlands Mitg Surface Water Mgmt Surface Water Mgmt Const Sewer Utility Solid Waste Management Total Budget

2. The Sewer Utility budget reflects an increase for operations and capital projects.

2020-21 Budget 5,106,930 — 65,362,220 40,997,880 290,506,320 14,230,240 416,203,590

2022-23 Budget 8,003,710 388,600 69,971,500 47,212,300 330,166,830 17,103,100 472,846,040

Percent Change 56.7 — 7.1 15.2 13.7 20.2 13.6

3. The Blighted Property Maintenance Fund includes increased support for nuisance property clean up. 4. The Solid Waste Management Fund finances waste reduction, recycling programs, and environmental education services to youth and adults. The 2022-23 budget provides support for implementation of the County’s 2030 Sustainability Plan. 32

Pierce County 2022-23 Biennial Budget

E. INTERNAL SERVICE FUNDS Internal Service Funds provide services, supplies, and equipment to other County departments, which pay for these services through various billing systems. These funds operate under the enterprise fund business model, except that customers are other County departments. The goal is to establish rates which will pay all operating and capital costs and to ensure that the General Fund does not subsidize these activities.

INTERNAL SERVICE FUNDS Fund Equipment Services Facilities Management Fleet Rental General Services Information Technology Medical Self Insurance Radio Communications Self Insurance Workers Compensation Total Budget

Some of these internal service funds rely upon prior fund balances to support their 2022-23 biennial budgets. Significant changes include: 1.

2020-21 Budget 31,693,940 41,917,840 11,970,580 6,129,300 76,846,840 38,616,220 12,573,040 21,852,720 13,385,380 254,985,860

2022-23 Budget 39,124,690 45,242,780 12,986,410 12,314,070 84,335,790 2,301,380 18,317,310 22,748,660 17,620,650 254,991,740

Percent Change 23.4 7.9 8.5 100.9 9.7 (94.0) 45.7 4.1 31.6 —

The budget for Equipment Services reflects capital expenditures planned in 2022-23.

2. Fleet Rental includes General Fund support to accelerate the purchase of electric vehicles for the County’s fleet. 3. General Services includes $1.5 million in General Fund support for a countywide project to digitize records and files. 4. The budget for Medical Self Insurance reflects the County’s transition from a self-insured medical plan to the Public Employees Benefits Board (PEBB) program. 5. Radio Communications includes funding for capital projects in 2022-23. 6. Workers Compensation reflects an increase associated with a higher level of workers compensation claims and costs.

Conclusion Despite the impacts of the COVID-19 pandemic, a strong regional economy supports continued revenue growth in 2022-23. Overall, the 2022-23 biennial budget is fiscally stable and financially strong. A General Fund biennial budget of $861.3 million, and a total funds biennial budget of $3.0 billion, make strategic investments to help Pierce County recover from the pandemic, create vibrant communities, foster an entrepreneurial climate, and deliver an effective government for the residents of Pierce County. The budget also continues to focus on the County’s priorities of public safety, criminal justice, homelessness, affordable housing, behavioral health services, sustainability, and parks and recreation programs. An overview of the County’s strategic plan is included in the General Overview section and additional detail is available at open.piercecountywa.gov.

Pierce County 2022-23 Biennial Budget

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Pierce County 2022-23 Biennial Budget

General Overview PIERCE COUNTY

A county is a political subdivision of the state. Counties derive their existence from state law and powers expressly conferred by the state constitution and state laws.

County Government In the United States, government is divided into separate branches (legislative, executive, and judicial) and levels (federal, state, and local). Each branch and each level are partially independent of the others. At the local level, government is further divided among general-purpose entities such as cities and counties, and special purpose districts such as schools, utilities, and fire districts. No government entity stands entirely on its own – each entity is part of a network of governments, working together to deliver services to the public. To understand a particular unit of government, it is useful to have a concept of its place in the overall system. A county is a political subdivision of the state. Counties derive their existence from state law and from powers expressly conferred by the state constitution and state laws. For example, counties are required to appraise property values for tax purposes, and to collect property taxes from their residents. In this regard, counties act as agents for state government.

Pierce County is a home rule county. The County Charter defines the executive and legislative responsibilities of County government.

Locally-elected officials govern counties. Pierce County is a home rule county established by the people in 1980. The County has all the powers authorized under the state constitution and laws of the State of Washington for a home rule form of government. The Charter separated executive and legislative responsibilities by establishing the position of County Executive to serve as the chief executive officer and a sevenmember County Council to serve as the legislative branch. The County had an annual budget through 2019. In 2018, the County Charter was amended after voters approved moving forward with a biennial budget beginning in 2020-21. The County Council is the policy-setting body of the County and has all the powers of the County which are not otherwise reserved to the people, the County Executive, and general law. The County Councilmembers are elected by the voters of seven districts in Pierce County. Legislative authority is exercised by the adoption and enactment of ordinances or resolutions. The executive branch is comprised of the County Executive and all executive departments established by the Charter or by ordinance. County executive departments include four currently elected positions (Assessor-Treasurer, Auditor, Prosecuting Attorney, and Sheriff) with other department directors appointed by the County Executive and confirmed by the County Council.

Pierce County 2022-23 Biennial Budget

General Overview According to the Charter, all executive departments are subject to the personnel, budgeting, expenditure, and any other policies of general application established by the County Executive. Responsibility of County finances is under the authority of the County Executive and the Finance Department.

Organization of County Government Pierce County is a home rule county, which means that the organization of the County is prescribed by the home rule charter. The chart in this section provides an overview of the County structure, including its elected officials and major departments. For simplicity, the chart does not include the advisory boards or other organizations that are partially or wholly under the jurisdiction of the County. The voters elect 43 officials covering legislative, executive, and judicial functions.

The voters of Pierce County elect 43 officials, including 7 County Councilmembers, a County Executive, 23 Superior Court Judges, 8 District Court Judges, a Prosecuting Attorney, an Auditor, an AssessorTreasurer, and a Sheriff.

County Elected Officials County Council – The seven-member County Council is the County’s legislative body and is the policy-determining body, as provided by the Charter. The County is divided into seven districts, and one County Councilmember is nominated and elected by the voters of each district. The County Council has all powers of the County not otherwise reserved to the people, the County Executive, or general law. The County Council may adopt comprehensive plans and regulations affecting the present and future development of the County. The County Council levies taxes, appropriates revenue, and adopts budgets for the County. The term of office is limited to two consecutive four-year terms.

The budget is prepared by the County Executive and presented to the County Council for approval.

County Executive – The Pierce County Charter establishes the position of County Executive to serve as the Chief Executive Officer of the County. The County Executive’s Office is responsible for the supervision and management of the executive branch of County government. These responsibilities include the supervision and management of all County administrative operations, including staffing, expenditures, and procedures; strategic direction for County services and, execution, enforcement, and support of Pierce County policy and state/federal statutes.

Pierce County 2022-23 Biennial Budget

General Overview The County Executive also prepares and presents to the County Council budgets and budget messages setting forth proposals for County operations during the succeeding Biennium, and prepares comprehensive plans, including capital improvement and economic development plans. The term of office is limited to two consecutive fouryear terms. Superior Court Judges – Superior Court is the trial court for felonies and for civil cases. Superior Court also has jurisdiction over divorce, probate, juvenile, competency, and domestic cases.

The County Charter places term limits on elected officials. The County Council and Executive are limited to two consecutive four-year terms. Some other elected officials are limited to three four-year terms.

District Court Judges – District Court is a court of limited jurisdiction over the following types of cases: traffic infractions; criminal and traffic misdemeanors and gross misdemeanors; civil matters for damages or injury to individuals or personal property, penalties and contract disputes no greater than $100,000; small claims for recovery of money where the amount claimed does not exceed $5,000; name changes; and antiharassment and stalking protection orders. Assessor-Treasurer – The Assessor-Treasurer is responsible for the appraisal of real and personal property in the County for the purpose of assessing property taxes. The Assessor-Treasurer is elected at large to a four-year term but, is limited to three consecutive four-year terms. Auditor – The Auditor is responsible for recording documents, such as titles and deeds, the issuance of passports and marriage, motor vehicle, pet, and County business licenses, conducting elections, and processing legal documents. The Auditor is elected at large to a four-year term, but is limited to three consecutive four-year terms. Prosecuting Attorney – The Prosecuting Attorney is responsible for the prosecution of crimes. The Prosecutor also acts as legal counsel to the County. The Office is organized into six major divisions that perform the legal functions of Pierce County: Civil Division, Felony Division, Investigation Services Unit, Juvenile Division, Misdemeanor Division, and Family Support Division. The Prosecuting Attorney is elected at large to a four-year term and is not term limited. Sheriff – The Sheriff is responsible for the provision of police services in the unincorporated portion of the County, including patrol, criminal investigation, and emergency response. The Sheriff delivers police services for University Place, Edgewood, and Pierce Transit, as well as involvement with multi-agency forces and school partnerships. The Sheriff also administers the regional County Jail. The Sheriff is elected at large to a four-year term, but is limited to three consecutive four-year terms.

Pierce County 2022-23 Biennial Budget

Organizational Overview

Organization Chart Pierce County’s home rule charter was approved by the voters in November 1980 and became effective on May 1, 1981. The Charter separated executive and legislative responsibilities by establishing the position of County Executive to serve as the chief executive officer and a seven-member County Council to serve as the legislative branch. In addition, there is the judicial branch consisting of the District, Juvenile, and Superior Courts.

Citizens

Legislative Branch

Council Members (7)

Assigned Counsel

Executive Branch

Assessor/ Treasurer

Auditor

Executive

Judicial Branch

Sheriff

Prosecuting Attorney

Economic Development

Emergency Management

Parks & Recreation

Finance

Clerk of Superior Court

Human Resources

Human Services

Medical Examiner

Communications

Family Justice Center

Law Library

District Court Judges (8)

Facilities Management

Superior Court Judges (23)

Planning & Public Works

Rainier Communications

Elected Officials Executive Departments Departments with Dual Accountability

Pierce County 2022-23 Biennial Budget

Organizational Overview

Legislative Branch

County Council (Elected Officials)

Executive Branch

County Executive (Elected Official)           

   



 

Pierce County 2022-23 Biennial Budget

Assessor-Treasurer (Elected Official) Assigned Counsel Auditor (Elected Official) Blighted Property Maintenance Fund Clear Zone Land Acquisition Clerk of the Superior Court o Pierce County Law Library Communications o Rainier Communications Commission Fund COVID-19 American Rescue Plan Criminal Justice Fund Dispute Resolution Center Fund Economic Development o 1% for Arts Construction Fund o Tourism, Promotion, and Capital Facilities Fund o Tourism Promotion Area Fund Election Equipment Replacement Fund Elections Stabilization Fund Emergency Communications Sales Tax South Sound 911 Fund Emergency Management o Combined Communications Network Fund o Emergency Management Grants Fund o Radio Communications Fund o 911 System Fund Facilities Management o Capital Improvement Projects Fund o Real Estate Excise Tax Capital Improvement Fund o South Sound 911 Building Lease Fund Federal Forest Services Fund Finance o COVID-19 Relief Act Fund o Finance and Performance Management o Fleet Rental Fund o General Services Fund o Information Technology (IT) Fund  Auditor’s Maintenance and Operations (M&O) Fund (Imaging)  REET Electronic Technology Fund o Pierce County Fair Fund o Self Insurance Fund/Risk Management  Medical Self Insurance Fund  Workers Compensation Fund Health Services Human Services o Affordable Housing Development Fund o Affordable Housing Document Recording Fee Fund o Behavioral Health and Therapeutic Courts Fund o Behavioral Health Partnership Fund o Community Action Fund o Community Development Fund 39

Organizational Overview

Executive Branch

     



  

 

o Homeless Document Recording Fee Fund o Housing and Homeless Fund o Human Services Fund o Mental Health Fund o Prevention Services and Programs o Veterans Relief Fund o WSU PC Extension Human Resources Judson Family Justice Center Fund Limited General Obligation Bond Redemption Medical Examiner Miscellaneous Current Expense Parks and Recreation Services o Chambers Creek Regional Park Fund o Conservation Futures Fund o Conservation Futures Construction Fund o Golf Courses Fund o Parks Construction Fund o Parks Impact Fee Fund o Parks Sales Tax Fund o Paths and Trails Fund o Paths and Trails Construction Fund o Second REET Parks Fund Planning and Public Works o Airport Fund o County Road Fund o Equipment Rental and Revolving Fund o Ferry Services Fund o Historical Preservation and Programs Fund o In-Lieu Fee Wetlands Mitigation Fund o PALS Building and Development Fund o Planning and Land Services o Public Works Construction Fund o Second REET Roads Fund o Sewer Revenue Bonds Fund o Sewer Utility Construction/Reserve/Preservation Fund o Sewer Utility Fund o Surface Water Management Construction Fund o Surface Water Management Fund o Solid Waste Management Fund o Traffic Impact Fee Fund o Transportation Facilities Fund Prosecuting Attorney (Elected Official) Real Estate Excise Tax Fund Sheriff (Elected Official) o Corrections Bureau o Detention Center Commissary Fund o Drug Enforcement Fund o Drug Investigation Fund o Marine Services Fund State Auditor Taxpayer Accountability Fund

Pierce County 2022-23 Biennial Budget

Organizational Overview

Judicial Branch

Superior Court (Elected Officials) 

Juvenile Court

District Court (Elected Officials)

Pierce County 2022-23 Biennial Budget

Strategic Planning and Performance Management Overview In 2021, Executive Dammeier requested departments review the County’s strategic plan and performance measures to ensure continued relevance and alignment with the priorities of the residents we serve. This resulted in the strategic plan framework included on the following pages. Open Pierce County is an initiative designed to increase transparency and accountability while better aligning department efforts with the County’s strategic objectives. The website includes publicly accessible community indicators and performance measures, department-level dashboards, and interactive applications that provide insight into the County’s budget, spending, and capital projects. Open Pierce County also includes several dashboards on high-priority topics such as criminal justice, sustainability, and the County’s COVID-19 response efforts. Executive Dammeier and his leadership team use this data to inform decisions on strategy, budget, and operations. Open Pierce County can be accessed at open.piercecountywa.gov.

Pierce County 2022-23 Biennial Budget

Strategic Planning and Performance Management Strategic Plan Pierce County’s Strategic Plan Framework is used to set priorities, allocate resources, and ensure that departments are focusing efforts towards a common vision.

Strategic Plan Framework Vision

A place people are proud to call home.

Mission

Build strong communities.

Values

Integrity - Be honest and ethical in all actions. Partnership - Collaborate to achieve common goals. Respect - Listen carefully, include others, and value their experiences. Innovation - Seek new solutions and pursue ongoing improvements. Accountability - Embrace transparency and measurement to drive results.

Strategic

Safe and Just Communities - People have confidence they are safe and will be treated fairly.

Objectives

Healthy and Happy People - Residents live long, fulfilling lives. Clean, Sustainable Environment - Current and future generations enjoy clean air, clean water, and a healthy natural world. Attainable Housing - Everyone has access to a safe and affordable place to live. Jobs and Entrepreneurship - People start and grow businesses and are employed here. Reliable and Accessible Infrastructure - People have confidence in and access to high quality infrastructure throughout the County. Skilled Workforce - Businesses have access to skilled and trained employees. Regional Leadership and Tribal Partnership - Pierce County positively influences others in the region. Accountability for Results - Measurement and public transparency drive improved decisions, performance, and fiscal responsibility. Customer-focused Services - Our high-quality services address the needs of our customers while responsibly stewarding County resources. Talented and Diverse Employees - Our employees are productive, innovative, and reflect the communities we serve.

Pierce County 2022-23 Biennial Budget

Strategic Planning and Performance Management Performance Management Community indicators and performance measures are used to align the County’s budget, strategies, and services, and to support transparency and accountability both within the County and to the public.

Vibrant Communities Safe and Just Communities Community Indicators

    

Violent crime and property crime rates Domestic violence rate Percent of people who feel safe at home and in the community Percent of people who feel confident the justice system will treat them fairly Number and outcome of complaints filed against law enforcement

Performance Measures

   

Average emergency response time for unincorporated areas Percent of pretrial participants without disqualifying charges Percent of Trueblood diversion clients receiving a reentry plan Average time from initial report of nuisance property to resolution

Initiatives



Analyze and reform criminal justice system o Implement body worn cameras and in-car video o Implement universal screening for pre-trial services o Expand youth diversion and programming o Continue Criminal Justice Workgroup o Create countywide criminal justice database

    

Clean up nuisance properties and drug houses Explore comprehensive justice center Analyze jury summons response rates Complete digital evidence transformation project Launch human services response team for non-criminal public safety calls

Healthy and Happy People

Community Indicators

     

Suicide and attempted suicide rates Adult and youth obesity rates Adult and youth tobacco use rates Percent of babies born with low birthweight Potentially preventable hospitalization rate Health insurance coverage rate

Performance Measures

    

Percent of Co-Responder assistance requests fulfilled when received Crisis recovery center utilization rate Percent of seniors and adults with disabilities remaining in home Number of persons using the Pierce County trail system Number of participants in Pierce County Parks programs

Pierce County 2022-23 Biennial Budget

Strategic Planning and Performance Management Initiatives



Implement COVID-19 public health recovery o Accelerate community vaccination o Provide services to address mental health impacts o Partner to improve long-term health outcomes

    

Expand behavioral health services Partner with healthcare providers for outcome improvements Expand County park and trail system Enhance awareness and participation for Parks programs Launch Veterans Resource Center

Clean, Sustainable Environment Community Indicators

 

Average annual water quality index Greenhouse gas emission levels

Performance Measures

   

Energy use intensity targets for County facilities County fuel usage in gallons per year Stream miles opened for fish passage Acres of land conserved by the County

Initiatives



Implement Sustainability 2030 Plan o Electrify transportation infrastructure o Conduct environmental equity assessment o Develop open space plan o Study options for more beneficial uses of wastewater plant biogas

Community Indicators

    

Median home price Percent of families paying more than 30% of income on housing costs Housing affordability index Number of new home starts Number of affordable units constructed annually (80-120% AMI)

Performance Measures

   

Average number of days to approve a residential permit Number of homeless persons who regain housing Number of homeless veterans who regain housing Number of homeless youths who regain housing

Initiatives



Provide housing and utility assistance (COVID-19 recovery) Implement strategy to reduce homelessness o Available shelter beds o Behavioral health and vocational services o Encampment outreach and removal o Stable housing placement

 

Remove fish passage barriers Continue open space and farmland preservation efforts

Attainable Housing



Pierce County 2022-23 Biennial Budget



Expand housing access through the South Sound Housing Affordability Partnership (SSHAP) o Legislative advocacy o Public-private project coordination o Housing development and preservation

Strategic Planning and Performance Management

Entrepreneurial Climate Jobs and Entrepreneurship Community Indicators

     

Percent of Pierce County workforce employed in Pierce County Median household income Monthly unemployment rate Number of employers in Pierce County Number of minority and women-owned business enterprises in Pierce County Rate of minority household wealth growth

Performance Measures



Percent of people who work or own a business reporting Pierce County is a good place to do business Average number of days to approve a commercial permit Average annual percent change in Pierce County commercial fee costs

Initiatives



 



Distribute economic recovery assistance, with focus on BIPOC communities Grow jobs in Pierce County, including primary and satellite business locations and entrepreneurship

  

Promote Invest Pierce County Reduce time from permit acceptance to issuance Provide Executive Priority permitting to key projects

Reliable and Accessible Infrastructure Community Indicators

 

Average commute time for Pierce County residents Broadband availability and access rates

Performance Measures

  

Percent of County roads in good or fair condition Number of feet of main sewer line built for wastewater treatment system annually Percent of projects on track for completion in 6-year ADA implementation plan

Initiatives



Continue progress on key freight mobility projects o SR 167 completion to Port of Tacoma o Canyon Road North

 

Facilitate broadband connectivity and access Implement ADA improvement plans

Skilled Workforce Community Indicators

   

High school graduation rate Percent of residents with a two-year degree or higher Percent of residents with a four-year degree or higher Number of students completing workforce training and certification programs

Initiatives



Implement jobs program focused on young adults Expand living-wage job training for forecasted skills and underserved communities



Provide Service Corps opportunities

Pierce County 2022-23 Biennial Budget

Strategic Planning and Performance Management

Effective Government Regional Leadership and Tribal Partnership Performance Measures

 

Number of tribal consultation memorandums in place Number of County employees receiving tribal training

Initiatives



Demonstrate leadership at the Puget Sound Regional Council and other associations Increase engagement with tribes Expand coordination with Joint Base Lewis-McChord, including statewide with Naval Base Kitsap, Naval Station Everett, and Fairchild Air Force Base

 

Establish cooperative plan for the Carbon River Corridor Recreation Area Implement countywide Specialized Recreation Program

Accountability for Results Performance Measures Initiatives



Percent of unassigned General Fund balance (reserve)

 

Continue Open Pierce County platform use and expansion Develop equity index

Customer-focused Services Performance Measures

  

Number of webpage visitors to Pierce County’s online services Percent of customers reporting satisfaction with service received Percent of in-person services available online

Initiatives



Leverage technology to improve customer service o Launch SeeClickFix portal o Open data program o Online self-service upgrades

 

Enhance public engagement through interactive online forums Review and modernize customer interfaces

Talented and Diverse Employees Performance Measures

  

Number of employees receiving leadership training Diversity of the Pierce County workforce Veterans employed by Pierce County

Initiatives



Enhance diversity, equity, and inclusion (DEI) initiative Incorporate classification and compensation study Expand leadership development program

 

Pierce County 2022-23 Biennial Budget



Reimagine future workplace environment o Update telework and flexible schedule options o Plan for long-term space use, leases, and construction

Fiscal Policies The Pierce County Finance Department’s fiscal and budget policies, compiled below, set forth the basic framework for the overall fiscal management of the County. Operating independently of changing circumstances and conditions, these policies assist the decision-making process of the County Executive and the County Council. Most of the policies represent principles, traditions, and practices which have guided the County in the past, helped maintain financial stability, and provided criteria for evaluating both current activities and proposals for future programs. Budgetary Policies

Fund Balance Policies



Present a complete financial plan for the budget period. The budget will be prepared as one comprehensive management and balanced financial plan, including operating requirements, financing requirements, and debt service funding.



Provide estimates of all taxes to be collected for the budget period and all revenues derived from other sources.



Prepare and present a budget in such a manner that it serves as a policy document, a financial plan, an operations guide, and a communication device to staff, public officials, and the citizenry.



Include quantifiable performance measures to be achieved within a defined time frame.



The County shall adopt a balanced biennial budget which is defined as a budget where planned expenses do not exceed the amount of revenue or funding available in accordance with state law and be reviewed regularly to identify changes in revenues and expenditures so that necessary balancing corrections can be made.



The County shall retain a General Fund balance in accordance with Resolution No. R2011-96s, which calls for an unassigned fund balance of at least 10% of the upcoming year’s General Fund budgeted expenditures with a long-term goal of 15%.



Fund Balance in the General Fund will be utilized to fund one-time activities such as, but not limited to, equipment outlay, capital construction, and one-time operational projects.



The County shall retain reserves in all other funds (non-General Fund) to allow for adequate cash flow, support designated mandates, finance infrastructure needs, meet equipment replacement schedules, and comply with other minimum requirements as may be established specifically for each fund.

Pierce County 2022-23 Biennial Budget

Fiscal Policies

Revenue Policies

Expenditure Policies

Pierce County 2022-23 Biennial Budget



The County shall, to the extent allowable, use available balances in the following order: Restricted, Committed, Assigned, and Unassigned.



The County shall seek to maintain a diversified and stable revenue structure.



The County shall calculate and consider the full cost of services provided when establishing user charges and service rates. Such charges and rates will be reviewed regularly.



Grants and contracts shall be pursued only for those programs and activities that address recognized needs and are consistent with the County’s policies and scope of services.



Billable revenues shall be processed in a timely manner to minimize negative cash flow impacts.



One-time non-recurring revenues (from such items as asset sales, court settlements, tax collection, and windfalls) should only be allocated for one-time projects or expenses.



Revenues which are difficult to accurately predict shall be conservatively estimated to avoid serious budget adjustments later in the year if the budgeted revenues do not materialize.



The County shall strive to maintain current service delivery levels, especially for essential services, and improve priority services as finances permit.



The County shall make every effort to minimize expenditure growth through the use of sound management techniques. Implementation of technological or process improvements are encouraged to reduce service costs without reducing service quality or quantity.



Expenditure budget increases and reductions will be considered on a case by case basis.



Expenditures shall be accounted for as necessary and appropriate to ensure adequate documentation for related revenue collections such as grant reimbursements, fee calculations, etc.

Fiscal Policies

Debt Management Policies



Expenditure payments shall be processed within necessary timelines to avoid late fees and still maximize positive cash flow.



Capital budgets will be developed with the consideration of, and pro-active planning for, the impact of capital spending upon the biennial operating budget.



The County shall pursue partnerships with other entities to increase the quality and/or quantity of services and eliminate redundancies.



Capital assets will be replaced on a cost-effective and scheduled basis.



The County shall seek to maintain and, if possible, improve our current AA+ bond rating so our borrowing costs are minimized and our access to credit is assured.



The County will issue long-term debt only for the purpose of: acquiring land; acquiring or constructing capital assets or improvements; making major repairs or renovations to existing capital assets; acquiring capital equipment/systems whose life extends beyond one year; or refunding existing long-term debt.



The County may issue short-term debt in anticipation of a subsequent definite source of revenues. Such definite revenue sources include, but are not limited to: approved grants; authorized but unsold long-term debt; taxes anticipated to be received later in the current fiscal year; and asset sales.



Short-term debt should not have maturities greater than three years, should not be rolled over for a period greater than one year, and should not be issued solely upon speculation that interest rates will rise in the near future.



If long-term debt is issued to finance capital improvement projects, to the maximum extent possible, it shall be only for those projects referenced in the County’s Capital Facilities Plan. Long-term debt will be issued for a period not to exceed the useful life of the projects or improvements financed, but in no event beyond 30 years.



The amount of non-voter approved General Obligation debt principal outstanding to be retired by the General Fund shall not exceed 1% of the County’s total assessed valuation.

Pierce County 2022-23 Biennial Budget

Fiscal Policies

Pierce County 2022-23 Biennial Budget



The ratio of annual non-voter approved General Fund Debt Service to the total General Fund budget should not exceed 5% in any fiscal year.



Bond maturity schedules should be structured to achieve total debt service payments which are level or only slightly increasing over time.



To the extent possible given the unique nature of each bond issue, the County will attempt to issue bonds through a competitive bid sale.



The County shall, as a target, maintain an average life of 10 years or less for all outstanding debt. In no event shall the total average life exceed 14 years.



The County shall attempt to maintain a general obligation direct net debt per capita ratio which is 90% or less of Moody’s Investor Service published median for counties of comparable size.

Budget Process Under the County Council/County Executive form of government, the County must adhere to the following procedures in establishing the budget:



At least 135 days prior to the end of the fiscal year, all agencies of the County government must submit to the County Executive information that is necessary to prepare the annual budget. By County Executive request, all departments submit preliminary budget information to the Finance Department for initial departmental review. The Director and staff then evaluate the proposed budgets and present the information to the County Executive’s Office for budget decisions. At least 100 days prior to the end of the biennium, the County Executive must present to the County Council a recommended budget which must include all appropriation ordinances and proposed tax and revenue ordinances that are necessary to raise sufficient revenues to balance the budget. The budget includes all fund balances, revenues, and expenditures. It is also divided into categories, programs, projects, or objects of expense, and shows the actual expenditures of the preceding biennial period, the estimated expenditures of the current biennial period, and the requested appropriations for the next biennial period. The expenditures included in the proposed biennial budget shall not exceed the estimated revenues, including carry-over fund balances.

2022‐23 Budget Calendar May 7, 2021 Budget materials available on the Intranet and Electronic Retrieval System. May 28 – June 23 Departments submit Budget Request materials to Finance. June 9 – August 2 Budget review sessions are held with Departments and Finance. June 7 ‐ August 5 Department Directors meet with the Executive to review budget submittals. Week of August 16 Executive’s Proposed Budget is balanced. August 20 Executive’s Proposed Budget is finalized. August 23 – September 10 Executive’s Proposed Budget is prepared and printed. September 21 Executive’s Proposed Budget is submitted to Council. October Council begins hearings on the budget. November Council budget hearings conclude. Council votes to adopt the budget.



Prior to the adoption of the budget, the County Council must hold at least one public hearing to consider the budget presented by the County Executive.



At least 30 days prior to the end of the fiscal year, the County Council must adopt the appropriation and property tax ordinances for the next biennial period. The appropriation ordinances that are adopted by the County Council shall not exceed the estimated revenues of the County for the next biennial period for each fund, including available fund balances.

Budget submittal due dates are staggered with the majority being submitted over a three‐week period in June.

Budget Preparation Instructions Prior to actual budget preparation, every department receives an instruction manual which incorporates the budget process calendar, special instructions, sample forms, timelines, and summaries of certain costs and/or rates that will impact each departmental budget. In addition to the instruction manual, meetings are held with Department Directors and key personnel to discuss the budget preparation process.

Pierce County 2022-23 Biennial Budget

Budget Process

BUDGETARY CONTROL

Budget Appropriation Control and Amendment Procedures For 2019 and prior years the County adopted an annual budget for its governmental funds. Starting in 2020 the County adopted biennial budgets. All appropriations lapse at the end of the biennium, except for Capital Project funds where appropriations may continue until project completion or within three years. Legal budgetary control is maintained at the department level in the General Fund, and at the fund level in all other funds. A budget increase or decrease to a fund (or to a department in the General Fund) must be approved by the County Council. However, budget transfers within a fund (or within a department in the General Fund) may be authorized by the County Executive. The Pierce County Charter requires the County Executive to submit to the County Council a quarterly report showing the relationship between the budgeted income and expense and the actual income and expense to date. If it appears that the actual income is less than anticipated, the County Council may reduce appropriations as necessary to keep expenditures within income. The County Council may also modify the budget by appropriating contingency funds, revenues received in excess of budgeted revenues, or funds from any other legally available source in an emergency. During the biennial period Department Directors monitor and evaluate their budget for proper control of expenses. The budget monitoring system enables departments to continually update revenue and expenditure projections and thereby better manage the variance and related impact. In addition, the Finance Department reviews budgeted and actual expenditures. Budget transfers and/or adjustments are then made when appropriate.

Encumbrances Encumbrances are recorded when a commitment is made for the acquisition of goods and services to facilitate effective budgetary control. Encumbrances lapse at year end and any subsequent expenditure must be absorbed in the next year’s operating budget.

Budget Position Control The Budget Position Control system interfaces with the Personnel/Payroll system. It provides the ability to identify the occupancy status of any budgeted position and maintains control over the authority to employ.

Pierce County 2022-23 Biennial Budget

Budget Process

Format of Budget Pages

Departmental Summary Provides a narrative description of major functions and responsibilities of the department or fund. Budget Highlights Outlines significant changes in the departmental or fund budget from the prior biennium. The narrative identifies anticipated reallocation of resources, staffing changes, and/or changes in revenues or expenditures. Funding Sources Sections Displays summary revenue information for a department or fund. For General Fund departments, this section’s purpose is to indicate the extent to which specific revenue sources related to the department’s activity fully support that department’s programs, or whether “general revenues” are needed to finance those expenditures. “Funding Sources” tables for funds other than the General Fund indicate the various revenue sources which finance that budget. The following shows the information included in the table.

FUNDING SOURCES Percent

Accrual Revenue Description

Grants/Intergovernmental Fees/Charges Budgeted General Fund Support Total

Revenue

Authorized Revenue

Change in

Change

Earned In Prior

Budget for

Revenue

from Prior

Budget Absolute Change (1,400) (40,100) 137,720 96,220

Biennium

Biennium 2018-19 Actual 5,076 342,636 10,172,454 10,520,166

Each Biennium 2020-21 2022-23 Budget Budget 5,000 3,600 275,220 235,120 9,686,280 9,824,000 9,966,500 10,062,720

Percent Change (28.0) (14.6) 1.4 1.0

Expenditure Summary is displayed at either a Program Level or Object Level. Program Level displays budget information at a project, activity, or function level for each department or fund. The following shows the information included in the table.

Pierce County 2022-23 Biennial Budget

Budget Process

PROGRAM EXPENDITURES Percent Expenditure Program

Full Time Employee

Authorized Expenditure

Change in

Change

(FTE) Count for Each

Budget for

Expenditure

from Prior

Budget Absolute Change 15,260 (54,960) 139,800 3,020 32,080 135,200

Biennium

Year

Description

Fire Inspection Program Fire Prevention & Invest Emergency Management/Admin Emergency Medical Services Training Program Total

2021 FTE 3.00 10.00 16.00 2.00 — 31.00

2023 FTE 3.00 9.00 15.00 2.00 — 29.00

Each Biennium 2020-21 2022-23 Budget Budget 518,860 534,120 2,990,020 2,935,060 2,284,520 2,424,320 551,800 554,820 182,000 214,080 6,527,200 6,662,400

Percent Change 2.9 (1.8) 6.1 0.5 17.6 2.1

Object Level displays budget information at an object of expenditure level for each department or fund, as shown in the following table.

EXPENDITURES Percent

Accrual Expenditures Expenditure

Earned In Prior

Description

Biennium 2018-19 Actual 7,900 2,874 24,000 55,642 64,182 154,598

Salaries & Wages Personnel Benefits Supplies Other Services & Charges Interest Total

Authorized Expenditure

Change in

Change

Budget for

Expenditure

from Prior

Budget Absolute Change 33,840 8,500 — 48,220 (8,000) 82,560

Biennium

Each Biennium 2020-21 2022-23 Budget Budget 168,360 202,200 53,460 61,960 — — 228,340 276,560 120,000 112,000 570,160 652,720

Percent Change 20.1 15.9 — 21.1 (6.7) 14.5

Special Analysis is prepared in certain instances to clarify or provide additional detail relating to revenues and/or expenditures of funds or departments. Typically, the analysis will summarize construction projects (i.e., Roads, Utilities), services or programs (i.e., Human Services), or type of activities (i.e., Sheriff).

Pierce County 2022-23 Biennial Budget

Budget Process

Staffing Summary presents comparative personnel data for the six year period 2018-2023. The summary identifies the number of fulltime equivalent (FTE) employees for each position classification within a department. Performance Measures Provides the mission statement for the department and identifies the County Strategic Plan priorities and objectives that the department supports through specific activities. Performance measures align with the County’s Strategic Plan objectives and are stated in specific terms so that achievement or non-achievement of the target is easily discernible. Performance measures are tracked on an annual basis and provide two years of actuals, an estimate for the current year, and a target for each year of the budgeted biennium. Performance measures reflect an emphasis on the relationship between a department’s functions and the County Strategic Plan. Input/Output Measures reflect various workload figures and performance indices which quantify, to the extent possible, the demands placed upon the department or fund and the services which must be, or should be, provided. Where possible, unit cost figures are included in the data. Performance Ratios Performance Ratios attempt to display, in quantitative terms, budget-related trends such as the extent to which resource growth (inflation adjusted) in each department has kept pace with service demands. The ten-year average is included in the narrative to help gauge variability in the measure, and whether the base comparison year was typical or atypical. These measures are a valuable tool to aid in decision making. Based on available information, the “raw” numbers have been adjusted to reflect inflation and transfers of functional responsibilities.

Pierce County 2022-23 Biennial Budget

Pierce County Profile The first settlers of the land that is now Pierce County were the ancestors of today's Nisqually, Puyallup, Squaxin, Steilacoom, and Muckleshoot Indians. These tribes settled the area many thousands of years ago, where the saltwater, lakes, and rivers made for an abundant selection of food. These same tribes occupied the land when English sea captain George Vancouver sailed the inland waters as far south as what would one day be Seattle. He instructed his lieutenant, Peter Puget, to continue exploring southward in smaller boats. The inland waters were named Puget's Sound in the young naval officer's honor. On December 22, 1852, the Territorial Legislature of Oregon determined that Thurston County, which stretched from Olympia to the Canadian border and from the Cascades to the Pacific Ocean, was far too large. In response, the Legislature portioned out of it King, Jefferson, and Pierce Counties. The Legislature also passed laws appointing the first County officers and located the County seat at Steilacoom, which was chosen largely because it was the only town in Washington with its own jail. Pierce County became a Home Rule County by a vote of the people in 1980. The County is governed by an elected County Executive and seven elected County Councilmembers. The Assessor-Treasurer, Auditor, Prosecutor, Sheriff, District Court Judges, and Superior Court Judges are also elected by the people. Pierce County is located on scenic Puget Sound and covers 1,794 square miles (1,668 square miles of land and 118 square miles of water). The County includes 10 hospitals, 15 public school districts, many private schools, and 9 colleges and universities. Joint Base Lewis-McChord (JBLM) is the Defense Department's premiere military installation on the West Coast. JBLM provides worldclass installation support to more than 40,000 active, Guard and Reserve Service members, and about 14,000 civilian workers. The base supports 60,000 family members who live on and outside the base, and nearly 30,000 military retirees living within 50 miles. JBLM was formally established as one of 12 joint bases worldwide in 2010. The merger of the former Fort Lewis and McChord Air Force Base was directed by the 2005 Base Realignment and Closure Commission. The County provides certain services on a countywide basis and other services only to unincorporated areas of the County. Within the appropriate jurisdictions, the County provides law enforcement, criminal detention, fire prevention, judicial administration, parks and recreation facilities, planning and zoning, road maintenance and construction, a sewage disposal system, human services, tax assessments and collections, community development, and general administrative services. Pierce County 2022-23 Biennial Budget

Pierce County Profile

Demographics Population

Population

940,000

Pierce County is home to an estimated 917,100 people, the second largest county in Washington. Approximately 52.4% of Pierce County residents live in cities and towns. The four largest cities are Tacoma (214,700), Lakewood (60,330), Puyallup (43,040), and University Place (33,730).

920,000 900,000 880,000 860,000 840,000 820,000 800,000 780,000 760,000 740,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Source: Office of Financial Management

Median Age

Age

38.0 37.5

In the last decade the median age has increased 5.4% to 37.8 years.

37.0 36.5 36.0 35.5 35.0 34.5 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: Office of Financial Management

90,000

Median Houseold Income

80,000

Income

70,000 60,000

In 2020 median household income in Pierce County was $78,518, an increase of 5.0%, or $3,744, over 2019.

50,000 40,000 30,000 20,000 10,000 0

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: Office of Financial Management

Pierce County 2022-23 Biennial Budget

Pierce County Profile

Economic Conditions

Employment

Largest Employers 0

25,000

50,000

75,000

JBLM/Federal Government Local Governments Multicare Health System Franciscan Health System Safeway & Albertsons Emerald Queen Casino Fred Meyer Stores Amazon Distribution Centers Boeing Costco

The U.S. Bureau of Labor Statistics reported Pierce County’s average employment in 2020 was 405,946 employees per month. Government employers employed 23.6% of total employees. The next largest sector of employers is healthcare which comprises 3.4% of total employment. The top ten employers in 2020 are listed in the chart to the left.

Source: Bureau of Labor Statistics and Tacoma‐Pierce County Economic Development Board

Unemployment Rate

12%

The ten-year unemployment rate in Pierce County ranged from a low of 5.1% in 2019 to a high of 10.4% in 2010. Unemployment rose sharply to 9.8% in 2020 due to the pandemic. As of May 2021, Pierce County’s yearly average is 5.9%.

10% 8% 6% 4% 2% 0%

Source: Employment Security Department

Real Estate Activity

Annual Existing Home Sales

According to the Runstad Center for Real Estate Studies at the University of Washington, the not seasonally adjusted existing home sales for 2020 were 2.9% lower, or 390 less, than in 2019. Total home sales in 2020 were 14,720.

18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: https://wcrer.be.uw.edu/archived‐reports/

Pierce County 2022-23 Biennial Budget

Pierce County Profile

Annual Median Home Price

The Runstad Center for Real Estate Studies at the University of Washington housing median resale price for Pierce County was $439,100 in 2020, an increase of 17.0%, or $63,800, over 2019.

$500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: https://wcrer.be.uw.edu/archived‐reports/

Annual Residential Permits

Residential Permits

3,500

Residential permit activity had a low of 2,378 in 2011. In 2020, total residential permits increased 12.2% from 2019, or by 331.

3,000 2,500 2,000 1,500 1,000 500 0 2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: Pierce County Planning & Public Works

Retail and Construction Taxable Sales $ in Millions

Taxable Sales

2,500 2,000

Retail

1,500 1,000 500

Taxable sales remained strong during the pandemic. In 2020 the total taxable Retail Sales, NAIC 440-459, increased by 25.5% from 2019 while construction, NAIC 23X, increased by 8.3%.

Construction

0 2007 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source: Department of Revenue NAICS Construction codes 23X and Retail codes 440‐459

Pierce County 2022-23 Biennial Budget

Pierce County Profile

Port Facilities Seaport Alliance Year‐to‐Date (YTD) Cargo Statistics through June 2021 2020

2021

% Change

International Import Containers

565,808

741,849

31.1

International Export Containers

411,340

365,278

-11.2

Empty Containers

256,169

386,495

50.9

Domestic Containers

268,729

366,552

36.4

1,564,263

1,860,174

18.9

Total Containers (TEUs)* * TEUs = 20‐foot equivalent units

A major gateway to Asia and Alaska, the Port of Tacoma is a leading North American seaport, the fifth largest container port in North America. Located on Commencement Bay, a natural, deep-water harbor in south Puget Sound, the Port has over 2,300 acres used primarily for shipping terminal activity, warehousing, distributing, and manufacturing. The Port of Tacoma is an independent municipal corporation created by Pierce County citizens in 1918 and authorized to operate under state-enabling legislation. In 2015, the Port of Tacoma and the Port of Seattle formed the Seaport Alliance. Statistical data represents shipping activity from both ports.

Pierce County 2022-23 Biennial Budget

Budget and Tax History Budget History

Total Budget 3,500

2,971

3,014

2,067

2,153

$ in Millions

3,000 2,500 2,000

1,924 1,661

1,664

1,775

1,500 1,000 500 0

1,109

1,366

1,067

1,110

552

558

597

665

904

861

2012‐13

2014‐15

2016‐17

2018‐19

2020‐21

2022‐23

General Fund

All Others

% Change

Total Budget Percent Change 75 65 55 45 35 25 15 5 ‐5 ‐15 ‐25

67.4

11.3

15.8 6.1

1.4

‐13.5 2012‐13

2014‐15

2016‐17

2018‐19

2020‐21

Property Taxes 159.3

160.0

137.7

140.0

126.1 114.2

$ Billions

120.0

101.4

100.0 80.0

75.7

69.1 71.5

77.4 82.2

The total budget for the 2020-21 Biennium increased substantially because of the inclusion of federal relief funding provided to the County to respond to COVID-19. More detail on budget changes is presented later in this document.

2022‐23

Total Assessed Valuation

90.5

60.0 40.0 20.0 0.0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Pierce County’s budget history over the last ten years for both the General Fund and the Total Budget are shown in the table to the left. Since 2011, the General Fund has declined as a percentage of the total budget from 33.0% in 2012-13 to a projected level of 28.6% in 2022-23. This is due to the level of major construction activity, the issuance of bonds (or bond refinancing), and the limitation of property tax increasing at an annual rate of 1% plus the value of new construction and improvements.

Property tax is the largest source of revenue in the General Fund and is a major source of revenue for the Road Fund. The Assessor-Treasurer values and provides information on approximately one million acres of land in Pierce County. Of this total, approximately 50.9% is taxable acreage, the remaining being exempt under state law.

Pierce County 2022-23 Biennial Budget

Budget and Tax History

Millions $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0

Voter Approved and Statutory Property Taxes 1,593

1,009 1,028

1,049

1,230 1,131 1,167

1,374 1,302

793

568

577

600

621

661

570

439

460

472

531

546

569

581

475

2012

2013

2014

2015

2016

2017

2018

2019

Voter Approved Levies

908

972

685

699

2020

2021

827

Statutory Levies

The growth in Property Tax revenue is dependent upon both the assessed valuation and the tax rate and is capped at a 1% increase from collections in the prior year plus the value of new construction and improvements in the current year. The County’s assessed valuation total will rise next year, from $137.7 billion to $159.2 billion, which includes an increase in the value of existing properties plus new construction and improvements.

Pierce County Acreage Exemption Status

8.8% Exempt Local Govt/Non Profit Exempt Federal, Military, Tribal, Water, & Right of Way

1,671

In addition to the statutory levies implemented through state legislation, local levies are imposed through a vote of the people. These are typically for school and fire districts. On average 43.5% of the total taxes levied over the last ten years have been voter approved measures.

40.3%

Of the total Pierce County acreage 49.1% is tax exempt. Federal and military lands, tribal parcels, major lakes, and local Right-of-Way make up 40.3% of the exempted properties. Local government and non-profits (mostly schools and churches) make up the remaining 8.8%.

50.9% Taxable

Pierce County 2022-23 Biennial Budget

Budget and Tax History Levy Rates Levy rates determine the amount of tax that a property owner pays per $1,000 of assessed value. State law limits the maximum growth in property tax revenues from existing property to the lesser of 1% or the percentage increase in the Implicit Price Deflator (IPD). This limitation on property tax revenue growth coupled with an inflationary increase in existing property revaluations results in a decline in rates. The decrease in the valuation of existing property resulted in tax rate increases for 2011 through 2013. The Combined Property Tax Millages chart presents historical and comparative detailed rate information. Combined Property Tax Millages 4.5 3.6990 0.0566

Rate per $1,000

3.5 3

3.3026 3.0091 0.0513 0.0465

2.1164

2.5 2

3.6812 0.0563

2.1202

1.8799

3.4162 3.3438 0.0527 0.0516

1.9557

3.0809 0.0481 2.8063 0.0434 2.6182 2.6818 0.0405 0.0416

1.9136

2.2946 0.0355

2.0364 0.0316

1.7479

1.7212

1.6004

1.4926

1.5247 1.3097

1.5

1.1587

1 0.5

1.2414

1.5260

1.3714

1.5046

1.4078

1.3786

1.2849

1.1625

1.0851

1.1155

0.9493

0.8461

2018

2019

2020

2021

2022

0 2011

2012

2013

2014

General Levy

2015

2016

2017

Road District Levy

Conservation Futures

PROPERTY TAX LEVIES 2021

2022

Tax Rate Revenue Assessed Value: $137,747,760,477

Tax Rate Revenue Assessed Value: $159,202,556,872

A. County Levy ($1.80 maximum)

General Fund Administrative Refund RCW 84.69 Sub Total General Fund Veterans' Relief Social Services Total County Levy B. Conservation Futures ($.0625 Maximum)

0.9213 0.0012 0.9225 0.0137 0.0132

126,844,132 171,046 127,015,178 1,917,522 1,843,156

0.8195 0.0009 0.8205 0.0137 0.0119

130,469,327 148,584 130,617,911 2,181,109 1,898,822

0.9493

130,775,856

0.8461

134,697,842

0.0355

4,894,537

0.0316

5,040,990

Assessed Value: $59,132,289,437

Assessed Value: $69,233,824,517

C. Road District Levy ($2.25 Maximum)

Allocated to Road Fund Law Enforcement Levy Administrative Refund RCW 84.69 Total Road District Levy TOTAL COUNTY TAX LEVIES 1

1.0523 0.2562 0.0013

62,222,109 15,149,327 77,943

0.9310 0.2267 0.0010

64,459,787 15,694,139 70,656

1.3097

77,449,379

1.1587

80,224,582

2.2946

213,119,772

2.0364

219,963,414

Tax rates are applied to each $1,000 of assessed value.

Pierce County 2022-23 Biennial Budget

Financial Overview Financial Planning

Importance of Financial Planning The County as an institution has multiple partners, including residents, taxpayers, businesses, employees, and other governments. As a major institutional, economic, and service force in the region, it is important the County strengthen its relationships with its partners by adopting clear and comprehensive financial policies. Pierce County is accountable to the public for the use of tax revenue. County resources should be used wisely to ensure adequate funding for the services, public facilities, and infrastructure necessary to meet the community’s present and future needs. The 2022-23 biennial budget is intended to serve as the County’s financial plan to meet the established policies and strategic objectives.

Fund Types Governmental     

General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Fiduciary Funds

Proprietary  

Internal Service Funds Enterprise Funds

Budget as a Financial Planning Document Budgets serve a wide variety of purposes. They can serve as policy making tools, management tools, planning tools, and communication devices. Ultimately, however, budgets are financial documents. This section provides a snapshot of the overall financial condition of the County and of its financial plan for the coming period. Other sections of the document present the budget in terms of services, programs, and organizational structures. This section focuses on the financial dimension, and is organized around individual funds, revenue sources, and categories of expenditures. The 2022-23 Pierce County Biennial Budget is a product of a strategic planning process which, through its statement of fiscal policies and budget objectives, provides a framework for funding decisions.

Financial Structure of Pierce County Fund Accounting – Like most governmental entities, Pierce County organizes its finances on the basis of “funds.” A fund is a self-contained, independent financial entity with its own assets and liabilities. Each fund has its own balance sheet and, in effect, is treated as a separate “business” for accounting purposes. The 2022-23 biennial budget includes expenditures for 80 funds, ranging from the General Fund ($861 million) to a small special revenue fund ($235,550). A description of each fund is provided later in this document. Fund Types – Funds can be classified according to the accounting conventions which apply to them. “Governmental” funds are governed by accounting standards developed specifically for government. “Proprietary” funds are controlled by the same accounting standards which apply to private business (for more detail on this distinction, see Basis of Accounting below). Within these categories, there are seven fund types (listed on the left). Governmental – The General Fund is the primary County operating fund and accounts for all general government financial resources, except those required to be accounted for in another fund type.

Pierce County 2022-23 Biennial Budget

Financial Overview Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are generally legally restricted to expenditure for specific purposes other than debt service or capital projects.

Internal Service 9% Enterprise 14%

General Fund 29%

Capital 10% Debt Service 1%

Special Revenue 37%

Debt Service Funds are used to account for the accumulation of resources for payment of principal and interest on County general obligation bonds. Capital Project Funds account for acquisition, construction, and remodeling of major capital facilities and for major capital equipment purchases. Fiduciary Funds are used to account for assets held in a trustee capacity or as an agent on behalf of others. Proprietary – Internal Service Funds account for centralized services provided to other County departments or agencies on a cost reimbursement basis. Centralized intra-governmental services include: heavy equipment and vehicle acquisition and maintenance; computer systems and data processing; operation of County facilities and communications systems; risk management; and general administrative services.

Enterprise Funds account for various business-type activities for which a fee is charged to external users for services such as sewer utilities, solid waste collection, ferry and airport operations, and public golf courses. The “basis of accounting” and the “basis of budgeting” determine when revenues and expenditures are recognized.

Like most government entities, Pierce County employs a hybrid basis of accounting termed “modified accrual.”

Basis of Accounting and Budgeting

The “basis of accounting” and “basis of budgeting” determine when revenues and expenditures are recognized for the purposes of financial reporting and budget control. Accounting on a “cash basis” means that revenues and expenditures are recorded when cash is actually received or paid out. This method is used by many small businesses, but it has limitations which make it unsuitable for larger, more complex organizations. Most large businesses employ “full accrual accounting,” in which revenues are recorded when earned (rather than when received), and expenditures are recognized when an obligation to pay is incurred (rather than when the payment is made). Capital expenses (the costs of acquiring tangible assets) are recognized over the life of the asset, not when the asset is purchased. Governments typically employ a hybrid basis of accounting termed “modified accrual.” Under this system, revenues are recognized when

Pierce County 2022-23 Biennial Budget

Financial Overview the obligation to pay is incurred. However, capital expenditures are recognized at the time of the purchase. This means that governments may experience significant increases and decreases in total expenditures from year to year, because capital expenses tend to be large and unevenly timed. To help explain year to year expenditure trends, governments frequently report capital expenditures separately from operating costs in their budget documents. Pierce County uses modified accrual accounting and budgeting for its governmental fund types, including the General Fund, special revenue funds, debt service funds, and capital project funds. For proprietary fund types, including enterprise funds and internal service funds, the County uses full accrual accounting and budgeting.

Accounting for Internal Transactions One consequence of fund accounting is the existence of inter-fund transactions, including transfers, internal service payments, loans, and capital contributions. These transactions record the movement of money between County funds. Internal (inter-fund) transactions represent noncash expenditures and non-cash revenue when the County budget is viewed as a whole, because no cash enters or leaves the County. Internal transactions have the impact of increasing the apparent size of the County budget. The 2022-23 biennial budget, which totals $3.0 billion, includes $660 million of these internal transactions, or 22% of the budget. These transactions impact expenditure trends. The Washington State Budgeting Accounting and Reporting System (BARS) Manual sets forth both general principles of budgeting and detailed procedural guidelines used by Pierce County.

Washington State Budgeting Accounting and Reporting System State law empowers the State Auditor to prescribe a uniform chart of accounts and a uniform budgeting, accounting, and reporting system for all local governments in Washington. This system is known as the Budget Accounting and Reporting System (BARS). Part Two of Volume One of the BARS Manual pertains to budgeting and contains general principles of budgeting and detailed procedural guidelines. These principles and guidelines are reflected in the County’s budget process.

Pierce County 2022-23 Biennial Budget

Financial Overview

Revenue and Expenditure Overview The following table summarizes all revenues and expenditures over the three biennia period from 2018-19 to 2022-23. Revenues are displayed by major source with external revenues shown separately from internal revenues. Expenditures are displayed by major category with external expenditures shown separately from internal expenditures. It is important to note that approximately 22% of revenues and expenditures result from internal transactions between Pierce County departments. These internal transactions are also referred to as noncash transactions because no cash leaves the County. They are used primarily to keep track of operating support or charges for internally provided services.

Revenue and Expenditure Summary (millions) 2018-19 Actuals

2020-21 Budget

2022-23 Budget

Revenue Source Property Tax Sales Tax Other Taxes Charges for Service Fines & Forfeitures Licenses & Permits Intergovernmental Transfers In Miscellaneous Total Revenue

428.7 248.1 45.7 589.1 8.6 51.8 263.6 251.5 213.3 2,100.4

433.6 269.0 40.9 631.1 7.7 52.7 744.7 464.0 111.9 2,755.6

456.1 374.9 72.1 661.8 6.7 62.9 614.5 420.7 105.9 2,775.6

Expenditure Category Salaries & Benefits Supplies & Services Debt Service Capital Expenditures Intergovernmental Transfers Out Total Expenditures

792.7 601.2 61.0 79.7 65.2 245.4 1,845.2

915.3 1,225.6 90.9 205.1 70.3 463.6 2,970.8

1,011.6 1,099.5 70.2 351.2 76.4 404.9 3,013.8

255.2

(215.20)

(238.2)

Increase/Decrease in Fund Balance

Pierce County 2022-23 Biennial Budget

Financial Overview

Change in Fund Balance Estimated Total Fund Balance as of January 1, 2022 is $639 million. Fund balances represent the unexpended financial resources available from prior years.

The table below summarizes the 2022-23 biennial budget by fund type with a separate line for each of the larger funds. From the beginning balances, revenues are added and expenditures are subtracted to arrive at the projected ending fund balance.

Fund Balance at Year End (thousands) Actual 2018-19

Ending Total Fund Balance Projection on December 31, 2023 is $405 million. Ending fund balances represent the unexpended financial resources available to the County for future uses. Fund balance serves several purposes, such as providing a reserve for financial emergencies, operating liquidity, and addressing the earmarking of funds for future projects.

Pierce County 2022-23 Biennial Budget

General Fund 001 Total General Fund Special Revenue Funds 125 911 System 186 Affordable Housing Development 135 Affordable Housing Doc Rec Fee 106 Auditor's M & O 189 Behavioral Hlth & Theraputic Crts 183 Behavioral Health Partnership 178 Blighted Property Maintenance 181 Combined Comm. Network 167 Community Action 134 Community Development 109 Conservation Futures 150 County Road 190 COVID-19 American Rescue Plan 187 COVID-19 Relief Act 107 Criminal Justice Fund 118 Detention Center Comm. 112 Dispute Resolution 103 Drug Enforcement Fund 122 Drug Investigation 179 Election Stablization 175 Elections Equip Replace 155 Emergency Comm Sales Tax 138 Emergency Management Grants 119 Federal Forest Services Fund 188 Historical Preservation and Prgrms 136 Homeless Doc Rec Fee 133 Housing and Homeless 115 Human Services 177 In Lieu Wetlands Mitigation 173 Judson Family Justice Center 117 Marine Services 127 Mental Health 176 PALS Building & Devel. 144 Parks Impact Fee 145 Parks Sales Tax 152 Path & Trails 180 Law Library 113 Pierce County Fair 116 Rainier Communications 184 Real Estate Excise Tax 174 REET Electronic Technology 147 Second REET Parks 148 Second REET Roads 153 Surface Water Management 185 Taxpayer Accountability Fund 130 Tourism Promotion Area 170 Tourism Promotion Facility 151 Traffic Impact Fee 101 Veterans Relief Total Special Revenue Funds Capital Project Funds Enterprise Funds Internal Service Funds Tacoma PC Health Dept Total Fund Balance

Estimated 2020-21

Projected 2022-23

20-21/22-23 % Change

108,890

148,652

77,920

(47.6)

4,207 109 2,406 709 — 4,158 556 3,982 463 41 1,030 15,496 — — 4 1,085 55 1,440 1,939 1,200 1,903 691 368 14 — 6,524 (152) 4,334 899 214 122 144 6,080 4,872 2,436 147 274 52 1,035 1,965 368 2,040 13,258 20,387 — 860 5,770 9,767 1,298 124,550 99,158 88,500 115,180 7,075 543,353

6,965 109 2,214 836 — 3,931 572 4,017 189 54 5,430 28,819 — — 209 1,274 41 1,584 1,513 475 2,381 198 1,224 14 99 11,448 55 5,097 899 205 365 76 5,604 15,028 3,297 231 101 79 944 13,141 352 3,445 9,630 18,920 — 736 5,648 5,662 1,363 164,473 96,683 127,690 97,676 3,378 638,552

3,854 107 1,968 278 494 3,090 753 3,937 48 1 1,689 12,219 — — 169 1,476 27 1,222 464 475 1,763 198 973 14 93 3,440 — 3,692 510 185 190 76 2,754 2,017 627 543 5 121 977 8,686 94 894 7,943 12,425 — 359 5,318 2,643 246 89,056 76,149 76,661 81,871 3,140 404,797

(44.7) (1.4) (11.1) (66.7) — (21.4) 31.5 (2.0) (74.6) (97.7) (68.9) (57.6) — — (19.1) 15.8 (34.9) (22.8) (69.4) — (26.0) — (20.5) — — (69.9) (100.0) (27.6) (43.2) (9.9) (48.0) — (50.9) (86.6) (81.0) 134.8 (95.5) 54.2 3.6 (33.9) (73.2) (74.0) (17.5) (34.3) — (51.2) (5.8) (53.3) (81.9) (45.9) (21.2) (0.4) (0.2) (7.1) (36.6)

Financial Overview

Budget by Major Fund The following describes each major and non-major fund, purpose, principal revenue sources, and its overall financial condition for the 2022-23 biennial budget. Major funds are defined as: 1.

Ten percent criteria: An individual governmental or enterprise fund reports at least 10% of total governmental or enterprise expenditures/expenses. 2. Five percent criteria: An individual governmental or enterprise fund reports at least 5% of total expenditures/expenses for governmental and enterprise funds. The General Fund is always a major fund. Pierce County has two other major funds: County Road Fund and Sewer Utility Fund. These major funds are described in more detail below. A description of all funds is provided within the respective sections of this document.

Based on Budget

(thousands) Beginning Fund Balance (1/1/2021) Revenues Property Taxes Sales Taxes Other Taxes Licenses & Permits Intergovernmental Charges for Service Fines & Forfeitures Transfers In Miscellaneous Total Revenues Expenditures Salaries & Benefits Supplies Other Services & Chrgs Intergovernmental Capital Outlays Transfers Out Debt Service Total Expenditures Change in Fund Balance Percentage of Change Ending Fund Balance (12/31/2023)

Major Funds General Fund

Road Fund

Non-Major Funds Sewer Governmental Utility Fund

Proprietary

Total

148,652

28,819

104,774

235,715

120,592

638,552

311,427 255,103 2,100 11,179 53,709 117,016 6,713 11,354 21,971 790,571

129,838 — — 470 24,030 4,704 — 2,963 4,460 166,465

— — — — — 153,478 — 120,749 18,443 292,670

15,399 119,846 69,421 51,220 523,309 162,033 22 220,334 18,399 1,179,983

— — — — 13,441 224,615 — 26,567 41,589 306,212

456,664 374,949 71,521 62,869 614,489 661,846 6,735 381,967 104,862 2,735,901

568,345 10,102 203,432 26,899 385 52,131 8 861,302 (70,732) (47.6)%

83,285 14,494 48,985 177 545 35,579 — 183,065 (16,600) (57.6)%

45,018 7,460 47,276 857 72,647 127,901 29,008 330,167 (37,497) (35.8)%

228,065 10,482 563,331 43,357 231,933 182,330 76 1,259,574 (79,591) (33.8)%

86,975 50,946 142,944 1,012 44,314 6,933 2,424 335,549 (29,337) (24.3)%

1,011,688 93,485 1,005,968 72,301 349,824 404,874 31,516 2,969,657 (233,756) (36.6)%

77,920

12,219

67,277

156,124

91,255

404,796

Pierce County 2022-23 Biennial Budget

Financial Overview

General Fund – Major Fund The General Fund is a governmental-type fund used mainly to account for the County’s general purpose or “unrestricted” revenues. Like most governmental entities, Pierce County has one General Fund. The table below shows revenues and expenditures by major category.

Revenue and Expenditure Summary (millions) 2018-19 Actuals Revenue Source Property Tax Sales Tax Other Taxes Charges for Service Fines & Forfeitures Licenses & Permits Intergovernmental Transfers In Miscellaneous Total Revenue Expenditure Category Salaries & Benefits Supplies & Services Capital Expenditures Intergovernmental Transfers Out Total Expenditures Reserve Increase (Decrease)

2020-21 Budget

2022-23 Budget

281.7 180.7 2.3 116.8 8.6 11.1 48.4 12.8 32.5 694.9

295.7 197.7 1.9 111.4 7.7 11.3 81.4 138.2 36.1 881.4

311.4 255.1 2.1 117.0 6.7 11.2 53.7 11.4 23.0 791.6

449.4 159.8 0.4 22.2 32.4 664.2 30.7

511.0 333.2 3.6 29.7 26.2 903.7 (22.3)

568.4 213.5 0.4 26.9 52.1 861.3 (69.7)

The General Fund is the County’s largest single fund and serves as the primary operating fund. Revenues that the County is not required to account for in a separate fund are deposited in the General Fund. Broadly speaking, the General Fund accounts for the County’s unrestricted resources. General Fund revenues, with a few exceptions, can be used for any appropriate public purpose and, as a result, requests for General Fund resources typically exceed the amount available. The County’s financial stability, and its ability to maintain service levels, depends heavily on a quality forecast of General Fund revenues. The County uses an interactive risk model that reports 11 years of historical revenues, expenditures, and unassigned fund balance. Forecast factors for modeling include percent changes for property and sales tax, intergovernmental revenue, charges for services, fines, licenses and permits, salaries and benefits, and supplies and services. These components are applied to the current proposed budget and the following four years. Unassigned fund balance is reflected in percent. County policy is to maintain fund balance between 10% and 15% and to make budget adjustments as necessary to maintain these levels.

Pierce County 2022-23 Biennial Budget

Financial Overview

General Fund - Risk Model For the 2022 – 2027 period, the interactive risk model projection is based upon the following assumptions: 1. Property tax revenue increases 2.6% each year. 2. Sales tax revenue increases 4.9% in 2022 and 3.4% in 2023 and continues to increase through 2027. The base for which sales tax revenue projections are calculated was substantially increased during 2020-21 based on higher revenue collections and positive economic activity. 3. All other revenues stay flat. 4. Salaries and benefits account for approximately 66% of the General Fund budget. Compensation adjustments have significant impacts on future year projected fund balances. The graph below assumes an average adjustment of 2.5% or 3.0% based upon employee group. 5. Employer paid medical costs rise 5% per year. 6. The state retirement benefit rate remains stable. The results of the 2024 – 2027 projection are shown on the following chart: Budget

Percent

Actuals

14.3

16.3

16.1

17.0

23.2

26.3

23.3

201 3

201 4

201 5

201 6

201 7

201 8

201 9

Percentage

35.1

202 0

32.8

202 1

Revenue

Risk Analysis

22.1

18.5

16.0

14.2

13.0

12.6

202 2

202 3

202 4

202 5

202 6

202 7

Expenditures

Based on the above assumptions and projections, the 2022-23 biennial budget utilizes General Fund balance to make significant investments in strategic, one-time expenditures. Revenue projections support new ongoing programs and services as well, and future increases in operational costs. The 2022-23 General Fund biennial budget is balanced and provides for adequate fund balance in future years. 72

Pierce County 2022-23 Biennial Budget

Financial Overview

Road Fund – Major Fund The Office of the County Engineer and the Maintenance Operations Division of the Planning and Public Works Department receives funding from the County Road Fund to plan, improve, maintain, and operate the County transportation system. Major revenue sources of the Road Fund are dedicated property taxes and stateallocated motor vehicle fuel excise taxes. The 2022-23 fund balance decreases by 57.6% from the 2020-21. This reflects the planned timing of maintenance and operation activities, capital projects, and prior year transfers.

Sewer Utility Fund – Major Fund The Sewer Utility Fund accounts for all activities involved with the collection and treatment of wastewater produced within the Utility’s sewer service area and is under the administration of the Planning and Public Works Department. Fund revenues are derived predominately from customer/ratepayer bi-monthly sewer billings, connection and capacity fees and charges, and development permit fees. The 2022-23 fund balance decreases by 35.8% over 2020-21. This reflects the completion of capital projects at the sewer treatment plant.

Pierce County 2022-23 Biennial Budget

Financial Overview

2022-23 General Fund

Revenues Prop./Other taxes

The 2022-23 total revenues for the General Fund are projected to be 4.7% lower than the 2020-21 budget. Excluding CARES Act funding, the 2022-23 General Fund biennial budget is 10.0%, or $78.1 million, above the 2020-21 level. The following pages discuss General Fund revenues and expenditures in greater detail in comparison to prior years.

39.6%

Sales Tax

32.2%

Charges

14.9%

Misc

4.3%

Intergovernmental

6.8%

Licenses/Permits

1.4%

Court Fines

0.8% 0%

10%

20%

30%

40%

Revenues – Property/Other Taxes and Sales Tax are the largest revenue sources in the General Fund, at 71.8% of total revenues. The other significant categories are Charges for Services at 14.9% and Intergovernmental Revenue at 6.8%. All other categories account for 6.5%.

Expenditures

Salaries/Benefits

66.0%

Operating Costs

30.9%

Intergovernmental

3.1%

10%

20%

30%

40%

50%

60%

70%

80%

Expenditures – Salary and benefit costs comprise 66.0% of the General Fund budget by line item. Operating costs absorb 30.9%, and Intergovernmental expenditures are 3.1% of the budget.

Function Public Safety

45.9%

Legal/Judicial

27.9%

General Govt.

16.7%

Natural & Economic

3.0%

Culture/Recreation

3.0%

Social Services

3.1%

Other Uses

0.4% 0%

General Fund by Function – Public Safety and Legal/Judicial services account for 73.8% of all General Fund expenditures. General Government services comprise 16.7%, Natural and Economic activities are 3.0%, Culture and Recreation are 3.0%, Social Services are 3.1%, and Other Uses are 0.4%.

10%

20%

30%

40%

50%

Pierce County 2022-23 Biennial Budget

Financial Overview

General Fund Summaries Displayed below is a comparison of department expenditures with the revenues directly generated by that department. These figures approximate the extent to which a department is self-supporting. Though a “credit” for a direct revenue is assigned to one department, in many cases several departments are involved in the generation, administration, billing, and collection of the revenue. In several instances the expenditure incurred by one department is actually for the benefit of other departments. Thus, a comparison of the expenditures versus revenues in each department is not always a direct relationship.

2022-23 GENERAL FUND EXPENDITURES VERSUS REVENUE SUMMARY Department Assessor/Treasurer Assigned Counsel Auditor Bond Debt Service Capital Improvement Projects Clerk of the Superior Court Communications County Council County Executive District Court Economic Development Emergency Management Finance and Performance Management Health Services Human Resources Juvenile Court Medical Examiner Miscellaneous Current Expense Parks and Recreation Planning and Land Services Prevention Services and Programs Prosecuting Attorney Sheriff Corrections Sheriff Law Enforcement Special Projects State Auditor Superior Court WSU PC Extension Total

Total Expenditures 30,011,300 49,448,730 33,778,300 679,120 200,000 16,530,030 4,701,680 13,374,060 6,135,290 35,358,100 3,777,090 10,888,580 21,708,380 7,456,670 11,922,180 49,132,580 12,716,410 40,035,470 23,685,450 13,268,210 5,228,750 84,576,510 130,703,320 206,164,290 3,637,100 473,960 44,769,390 941,220

Direct Revenue 664,640 12,435,810 30,035,790 — — 10,918,430 2,047,520 — — 11,662,450 6,000 2,840,560 2,507,720 — 673,260 8,009,600 342,500 606,848,450 6,101,980 706,740 — 14,909,300 11,616,530 61,794,850 616,800 — 6,731,880 90,000

861,302,170

791,560,810

Revenue Support 29,346,660 37,012,920 3,742,510 679,120 200,000 5,611,600 2,654,160 13,374,060 6,135,290 23,695,650 3,771,090 8,048,020 19,200,660 7,456,670 11,248,920 41,122,980 12,373,910 (566,812,980) 17,583,470 12,561,470 5,228,750 69,667,210 119,086,790 144,369,440 3,020,300 473,960 38,037,510 851,220 69,741,360

The tables that follow reflect summaries by revenue and expenditures.

Pierce County 2022-23 Biennial Budget

Financial Overview

GENERAL FUND REVENUE Tax Revenue General Property Taxes Law Enforcement Property Taxes Sales Tax Gambling Taxes Excise Taxes Total License & Permit Revenue General License & Permit Fees Animal License Fees Cable Franchise Fees Total Intergovernmental Revenue Federal Grants State Grants State Entitlements and Other Payments State Shared Revenues Jail Reimbursement Contracts Total Charges for Services Revenue General Government Fees Recording Fees Mental & Physical Health Fees Public Safety Fees Economic Environment Fees Internal Service Sales & Charges Election Services Planning Fees Legal Service Fees Culture & Recreation Fees Transportation Fees Indirect Cost Charges Motor Vehicle License Fees Total Court Fine & Penalty Revenue Miscellaneous Revenue Interest Revenues Other Miscellaneous Revenue Proceeds from Sale of Assets Rents, Leases & Concessions Transfers In Total Use of Fund Balance Grand Total 76

2018-19 Actual

2020-21 Budget

2020-21 Estimate

2022-23 Budget

253,517,825 28,238,689 180,739,937 605,425 1,687,613 464,789,488

266,179,110 29,540,030 197,666,380 539,000 1,400,000 495,324,520

266,179,110 29,540,030 218,403,254 539,000 1,400,000 516,061,394

280,391,840 31,034,930 255,102,520 599,600 1,500,000 568,628,890

14,212,730 1,494,900 57,436,140 60,600 100,000 73,304,370

5.3 5.1 29.1 11.2 7.1 14.8

706,655 569,857 9,788,736 11,065,248

678,840 640,000 10,000,000 11,318,840

661,380 460,000 10,000,000 11,121,380

678,560 500,000 10,000,000 11,178,560

(280) (140,000) — (140,280)

— (21.9) — (1.2)

15,134,440 16,031,703 17,151,686 75,764 (7,059) 48,386,535

47,360,970 17,683,900 16,335,420 20,000 81,400,290

47,360,970 18,242,754 16,105,530 20,000 — 81,729,254

12,835,380 19,036,630 21,817,290 20,000 — 53,709,300

(34,525,586) 1,352,731 5,481,870 — — (27,690,985)

(72.9) 7.6 33.6 — — (34.0)

16,829,378 4,619,148 864,263 41,050,166 430,389 194,900 5,454,929 1,701,232 9,388,541 2,568,892 23,102 24,853,440 8,904,954 116,883,334 8,576,568

16,734,440 4,100,400 495,000 37,083,080 443,000 171,000 4,703,200 1,766,850 8,009,750 3,260,400 24,000 23,338,290 11,276,970 111,406,380 7,670,230

17,125,548 6,849,500 385,000 37,692,628 452,690 187,000 5,609,160 1,765,400 8,384,960 3,706,100 24,000 23,338,290 11,500,000 117,020,276 7,820,014

17,473,260 5,499,290 392,500 37,009,620 436,280 224,140 6,366,510 1,611,190 8,604,050 3,289,460 20,300 24,486,450 11,603,290 117,016,340 6,713,220

738,820 1,398,890 (102,500) (73,460) (6,720) 53,140 1,663,310 (155,660) 594,300 29,060 (3,700) 1,148,160 326,320 5,609,960 (957,010)

4.4 34.1 (20.7) (0.2) (1.5) 31.1 35.4 (8.8) 7.4 0.9 (15.4) 4.9 2.9 5.0 (12.5)

24,358,817 6,076,762 159,618 1,882,456 12,790,536 45,268,189 — 694,969,362

20,796,930 4,491,860 8,510,000 2,255,730 138,218,340 174,272,860 22,345,070 903,738,190

12,442,330 4,521,980 8,510,000 1,770,340 138,218,340 165,462,990 — 899,215,309

8,514,510 3,864,580 8,510,000 2,071,630 11,353,780 34,314,500 69,741,360 861,302,170

(12,282,420) (627,266) — (184,100) (126,864,555) (13,093,786) 47,396,285 (42,436,000)

(59.1) (14.0) — (8.2) (91.8) (47.5) 212.1 (4.7)

—

Absolute Change

Percent Change

Pierce County 2022-23 Biennial Budget

Financial Overview

Historical Review of General Fund Revenues Revenues for 2016-17 through 2018-19 reflected in the graphs are actual activity. 2020-21 and 2022-23 are based on budget. Property and Other Taxes Property and Other Taxes is a major revenue source for the General Fund. Beginning in 2002, this revenue was impacted by the state law limiting increases by the lower of 1.0% or inflation for existing property. Revenue growth in excess of 1.0% is due to property taxes from new construction and improvements, or the settlement of large tax appeal cases. New construction in 2018-19 and 2020-21 was $3.9 billion and $4.4 billion. The 202223 biennial budget assumes $5.2 billion in new construction.

Total Amount

Percent Change

$ Millions

350.0 300.0

284

263.0

6.0%

313.5

297.7

5.1% 5.0%

250.0

5.3% 4.8%

4.0%

200.0 3.0%

2.7%

150.0 2.0%

100.0

1.0%

50.0 0.0

0.0% 2016‐17

2018‐19

2020‐21

2022‐23

2016‐17

2018‐19

2020‐21

2022‐23

Sales Tax Sales Tax can often show large variances from year to year. Most “normal” years simply grow with inflation, population increases, and the strength of the economy. However, Sales Tax reflects improving collections that began in 2013. Continued growth each biennium reflects an increase in new construction and growth in retail sales. Despite the COVID-19 pandemic that began in 2020, sales tax collections came in well above budgeted levels in 2020-21 and is projected to continue to grow through 2022-23. Total Amount

$ Millions

Percent Change 255.1

260.0 210.0

180.7

40.0% 35.0%

197.7

29.0%

30.0% 160.0

148.8 25.0% 20.0%

110.0

21.4% 15.7%

15.0%

60.0

9.4%

10.0% 10.0

5.0% 2016‐17

2018‐19

2020‐21

‐40.0

2022‐23 0.0% 2016‐17

Pierce County 2022-23 Biennial Budget

2018‐19

2020‐21

2022‐23

Financial Overview Licenses and Permits Licenses and Permits can reflect changes in revenue from year-to-year due to variation in development activity levels. Since 2018-19, Licenses and Permits revenue has remained stable. Intergovernmental

Percent Change

Total Amount $ Millions

30.0%

11.6 11.5 11.5

13.0% 11.4

10.0%

11.3

1.8%

11.3 11.2 11.2

‐0.9%

‐3.5% ‐10.0%

11.1 11.1 11.0

‐30.0%

10.9 2016‐17

2018‐19

2020‐21

2016‐17

2022‐23

2018‐19

2020‐21

2022‐23

Intergovernmental revenues consist primarily of grants and contracts for services. Fluctuations in grant funding is most often the primary cause for change in this revenue source.

Percent Change

Total Amount $ Millions

68.2%

90.0

81.4 60.0%

80.0 70.0

40.0%

60.0 50.0

53.7 47.0

48.4 20.0%

40.0

3.0% 0.0%

30.0 20.0

‐2.3%

‐20.0%

10.0 ‐40.0%

0.0 2016‐17

2018‐19

2020‐21

2022‐23

2016‐17

2018‐19

2020‐21

‐34.0% 2022‐23

Charges for Service 78

Pierce County 2022-23 Biennial Budget

Financial Overview Charges for Services can change due to a variety of reasons, including growth in the local economy, changes in recording fees, indirect cost charges, and elections cost reimbursements. In 2020-21, Charges for Services were impacted by the COVID-19 pandemic. Fines and Forfeitures Total Amount

Percent Change

$ Millions

120.0

117.0

116.9

35.0%

32.1%

30.0%

115.0

25.0% 111.4

20.0% 110.0

15.0%

10.5%

105.8

10.0%

105.0

5.0%

5.0% 100.0

0.0%

95.0

‐10.0%

‐5.0% 2016‐17

2018‐19

2020‐21

2022‐23

‐4.7%

2016‐17

2018‐19

2020‐21

2022‐23

Fines and Forfeitures increase or decrease based upon the number of officers assigned to traffic policing, and changes in state fine amounts and policy. Court fines have continued to decline since 2016-17.

Percent Change

Total Amount $ Millions

10.0

3.0%

9.2

1.0%

8.6 7.7

8.0

‐1.0% 6.7

6.0

‐3.0% ‐5.0% ‐7.0%

4.0

‐6.5%

‐9.0% ‐11.0%

2.0

‐13.0%

‐10.5%

‐10.7%

‐13.0%

‐15.0%

0.0 2016‐17

2018‐19

2020‐21

2022‐23

2016‐17

2018‐19

2020‐21

2022‐23

Interest Revenue Pierce County 2022-23 Biennial Budget

Financial Overview Interest Revenue will vary depending upon interest rates and available cash balances. The increase in 2018-19 reflects the rise in interest rates and level of investments. Interest rates began to decline during the pandemic. Other Miscellaneous Percent Change

Total Amount $ Millions

200.0%

30.0

162.5% 24.4

25.0

132.4%

150.0% 20.8 100.0%

20.0

50.0%

15.0 10.5 8.5

10.0

0.0%

5.0

‐50.0%

0.0

‐100.0%

‐14.0% ‐59.1%

2016‐17

2018‐19

2020‐21

2016‐17

2022‐23

2018‐19

2020‐21

2022‐23

Miscellaneous and Other Revenues can show a wide fluctuation from year-to-year since many of the revenues are unique, one-time, or very unpredictable. The major causes for swings during this period are other fund transfers to support General Fund programs, sales of fixed assets and timber, and special contributions.

Total Amount

Percent Change

$ Millions

180.0

710.0% 634.4%

153.5

160.0

610.0%

140.0

510.0%

120.0 410.0% 100.0 310.0%

80.0

210.0%

60.0 40.0 20.0

13.2

25.8

20.9

‐90.0% 2016‐17

58.3%

10.0%

0.0

110.0%

2018‐19

2020‐21

2022‐23

‐6.4% 2016‐17

2018‐19

2020‐21

‐83.2% 2022‐23

Pierce County 2022-23 Biennial Budget

Financial Overview

2022-23 Total County Total revenues and expenditures projected for 202223 operations are summarized and compared to prior years on the following pages. In total, the County’s budget is $43 million more than the 2020-21 level.

Revenues Charges for Service

23.8%

Intergovern.

22.1% 16.4%

Property Tax Transfers

The 2020-21 biennial budget included the receipt and expenditure of $158 million in federal CARES Act funding. Excluding CARES Act, the total County budget for 2022-23 is $201 million above 2020-21.

15.2%

Sales Tax

13.5%

Other Revenue

3.8%

Other Taxes

2.6% 2.3%

Licen. & Permits Fines & Forf.

0.3% 0%

10%

15%

20%

25%

30%

Revenues – 24% of the County’s funding comes from Charges for Services. Intergovernmental Revenues comprise 22%, Property, Sales, and Other Taxes are roughly 33%, and Other Revenue, Licenses/Permits, and Fines/Forfeits provide just under 6%. Transfers from other funds account for 15%.

Expenditures Transfers 13.4% Intergovern. 2.5% Salaries & Benefits 33.6%

Capital 11.7%

Expenditures – Approximately 34% of the County’s total budget is allocated to personnel costs. All other operating costs consume roughly 54%. The remaining 12% is for capital purchases, construction, and debt service.

Debt Service 2.3%

Operating 36.5%

Expenditures by Function – Public Safety and Legal/Judicial services combined account for roughly 27% of total County expenditures, with the Social Service activities absorbing 14%. Public Works and Natural and Economic activities account for 34%. 5% is related to Culture and Recreation, and approximately 20% supports General Government functions.

Expenditures by Functions Public Works

28.5%

General Government

19.8%

Public Safety

18.3%

Social Service

13.9%

Legal & Judicial

8.5%

Natural & Economic

The 2022-23 biennial budget reflects changes in service levels, new programs, investments in one-time expenditures, and increased salary and benefit costs.

5.3% 5.2%

Cultural/Recreation Other Financing Uses

0.0% 0%

10%

15%

Pierce County 2022-23 Biennial Budget

20%

25%

30%

35%

Financial Overview

All Funds Comparisons The table below presents a comprehensive view of resources and services provided by fund type. The Executive Message, in the front of this document, includes highlights of the various budgets within each of these fund types. The individual budget sections, found later in this document, provide additional detail as well. Refer to the Total Expenditures/Expenses summary table in the back of this section for a detailed list of the funds by fund type. Internal Services are those services provided to County departments, such as information technology, telecommunications, self-insurance, vehicle and equipment pools, facilities maintenance, routing, and mail processing. The revenues to these Internal Service Funds are expenditures for the other funds receiving their services. Therefore, to obtain a net total budget for the County as a whole, the budget for Internal Services (less fund balance and any revenues from non-County sources) must be removed. The “netted” 2022-23 biennial budget for Pierce County is $2,776,045,527 (total budget of $3,013,831,687 less Internal Service Funds of $254,991,740 plus $17,205,580 in Internal Service Funds use of fund balance).

ALL FUNDS COMPARISON OF 2022‐23 REVENUES AND EXPENDITURES Special Revenue Funds

General Fund

Debt Service Funds

Capital Project Funds

Enterprise Funds

Internal Service Funds

Tacoma/ Pierce County Health Dept

Total All Fund Types

Revenues/Other Financing Sources: Charges For Services Contributed Capital

117,016,340

140,268,850

—

2,800,000

191,390,640

186,702,120

23,616,470

661,794,420

—

16,605,000

—

16,605,000

Fines and Forfeitures

6,713,220

22,400

—

6,735,620

Intergovernmental Rev

53,709,300

450,872,090

—

56,439,980

13,440,630

—

40,026,920

614,488,920

Licenses and Permits

11,178,560

34,702,660

—

16,987,100

62,868,320

Other Financing Sources

8,510,000

4,000,000

—

6,700,000

—

2,108,500

—

21,318,500

Other Miscellaneous Rev

14,450,720

5,993,770

—

1,310,550

6,248,310

35,070,100

4,854,620

67,928,070

2,099,600

69,990,620

—

72,090,220

Property Taxes

Other Taxes

311,426,770

144,667,700

—

456,094,470

Sales Taxes

255,102,520

119,845,750

—

374,948,270

Transfer In

11,353,780

26,521,730

38,704,910

196,775,282

133,410,620

13,905,440

—

420,671,762

Use of Fund Balance

69,741,360

76,638,815

—

20,533,710

51,028,840

17,205,580

3,139,810

238,288,115

Total Revenues

861,302,170

1,073,524,385

38,704,910

284,559,522

412,124,040

254,991,740

88,624,920

3,013,831,687

24,061,800

15,202,483

—

34,262,180

24,894,170

—

98,420,633

Expenditures/Expenses: Cultural & Recreation

22,552,160

109,882,310

—

19,009,722

—

151,444,192

General Government

Economic Environment

121,942,680

166,845,110

13,304,660

49,346,290

—

184,044,870

—

535,483,610

Legal & Judicial

233,166,730

1,125,180

—

12,301,550

—

246,593,460

Social Services Activities Public Safety Public Works & Utilities Transfer Out Total Expenditures

22,070,340

303,506,830

—

88,624,920

414,202,090

384,957,780

75,343,650

21,367,940

16,084,600

149,520

18,317,310

—

516,220,800

419,690

183,709,290

4,032,310

153,555,180

253,018,320

51,857,480

—

646,592,270

52,130,990

217,909,532

—

134,062,030

772,080

—

404,874,632

861,302,170

1,073,524,385

38,704,910

284,559,522

412,124,040

254,991,740

88,624,920

3,013,831,687

Pierce County 2022-23 Biennial Budget

Financial Overview

Budget Transfers The table below presents a comprehensive view of countywide transfers to and from funds. Transfers are used to reflect non-exchange like transactions. Interfund transfers are routinely used to move resources from a fund that collects revenues to another fund that is required to expend them. For example, revenue is collected in special revenue funds and transferred into capital funds.

BUDGET TRANSFERS From To 911 System Fund Combined Comm Network Radio Communications 911 System Fund Total Assessment Account Sewer Revenue Fund P&I Sewer Rev Bond Assessment Account Sewer Revenue Fund Total Behavioral Health and Therapeutic Courts Fund Assigned Counsel District Court Finance and Performance Management Prosecuting Attorney Clerk of the Superior Court Behavioral Health and Therapeutic Courts Fund Total Behavioral Health Partnership Fund Assigned Counsel Prosecuting Attorney REET Capital Improvement Sheriff Clerk of the Superior Court Behavioral Health Partnership Fund Total Chambers Creek Regional Park Fund Chambers Bay Golf Course Bond Fund Sewer Utility Chambers Creek Regional Park Fund Total Community Action Fund Community Development Community Action Fund Total Community Development Fund Behavioral Health Community Action Housing and Homeless Community Development Fund Total Conservation Futures Fund Conservation Futures Construction Equipment Rental and Revolving Ltd Tax Go Bond Conservation Futures Fund Total County Road Fund Communications

2020-21 Budget

2022-23 Budget

2,300,960 2,460,970 4,761,930

— Radio Rates 4,551,390 Jail Distributed Antenna Sys Project 4,551,390

250,000 250,000

Purpose

100,000 Sewer Admin/ Reclaimed Water Utilities 100,000

— — — — — —

156,060 1,726,220 249,610 581,650 262,930 2,976,470

Continuation of Trueblood services Mental Health Court Behavioral Health Data Analytics Continuation of Trueblood services Continuation of Trueblood services

185,160 454,060 6,737,160 935,300 236,260 8,547,940

94,430 231,570 — 649,490 120,490 1,095,980

Trueblood services Trueblood services Crisis Recovery Center Trueblood services Trueblood services

2,380,560 — 2,380,560

2,377,560 Debt Service 163,620 CBGC Loan Repayment 2,541,180

28,000 28,000

28,000 Delivery Service 28,000

650,000 1,638,490 32,450 2,320,940

— Crisis Recovery Center — Minor Home Repair 71,230 Public Housing 71,230

4,200,000 — 2,904,940 7,104,940

8,401,930 Parks Capital Projects 42,000 Equipment Rental Services 2,907,480 Debt Service 11,351,410

1,686,010

1,834,920 Internal Services

(Table continued on the following page) Pierce County 2022-23 Biennial Budget

Financial Overview

BUDGET TRANSFERS From

To Equipment Rental and Revolving Facilities Management Ferry Services Finance and Performance Management Human Resources Ltd Tax Go Bond 2006b Miscellaneous Current Expense Planning and Land Services Public Works Construction Pwtf Loan For Canyon Road Sewer Utility Sheriff Solid Waste Management County Road Fund Total COVID-19 Relief Act Assessor-Treasurer Assigned Counsel Auditor's Clerk of the Superior Court Communications County Council District Court Economic Development Emergency Management Finance and Performance Management Finance and Performance Management Finance and Performance Management Finance and Performance Management Human Resources Juvenile Court Medical Examiner Parks and Recreation Parks and Recreation Planning and Land Services Prosecuting Attorney Prosecuting Attorney Sheriff Superior Court Drug Enforcement Conservation Futures Human Services Rainier Communications Housing and Homeless Community Development Affordable Housing Doc Recording Fee Homeless Document Recording Fee Park Sales Tax County Road

2020-21 Budget 92,000 131,040 2,913,080 890,040 427,440 3,923,650 373,160 20,000 15,315,000 782,610 1,394,720 5,908,830 160,000 34,017,580

2022-23 Budget 440,000 172,700 2,913,830 1,018,810 362,440 3,924,850 384,360 105,000 22,731,000 775,110 756,290 — 160,000 35,579,310

Purpose Equipment Rental Services Maintenance & Operations Ferry Services & Operations Internal Services Talent Mgmt & Organizational Dev Debt Service Puget Sound Clean Air Agency Community Planning & Development Multiple Road Projects Debt Service Sewer Administration Police Operations Sustainability Manager Position

12,230 71,870 29,830 129,280 64,840 500 281,350 43,110,590 40,540,820 3,704,410 25,525,700 2,137,810 3,420,150 1,790 35,500 4,600 267,820 181,650 12,290 848,600 1,040 1,255,370 647,260 2,990 65,010 4,731,690 5,250 12,202,620 69,620 3,117,510 250,110 40,060 53,630

— — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —

Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Economic Stabilization and Recovery Public Health Emergency Response Essential Government Services Public Health Emergency Response Community Response and Resilience Economic Stabilization and Recovery Essential Government Services Essential Government Services Essential Government Services Essential Government Services Community Response and Resilience Essential Government Services Essential Government Services Economic Stabilization and Recovery Essential Government Services Essential Government Services Essential Government Services Essential Government Services Community Response and Resilience Essential Government Services Community Response and Resilience Essential Government Services Community Response and Resilience Community Response and Resilience Essential Government Services Essential Government Services

(Table continued on the following page) 84

Pierce County 2022-23 Biennial Budget

Financial Overview

BUDGET TRANSFERS From

To Surface Water Management Community Action PALS Bldg & Development Blighted Property Behavioral Health Partnership COVID-19 American Rescue Plan REET Capital Improvement Sewer Utility Chamber Creek Regional Park Golf Courses Solid Waste Management Information Technology Facilities Management Fleet Rental Veterans Services Workers Compensation COVID-19 Relief Act Fund Total Detention Center Commissary Fund Sheriff Detention Center Commissary Fund Total Drug Enforcement Fund Blighted Property Maintenance Sheriff Prosecuting Attorney Drug Enforcement Fund Total Election Stabilization Fund Auditor Election Stabilization Fund Total Emergency Comm Sales Tax SS911 Fund Ltd Tax Go Bond 2012 Ltd Tax Go Bond 2013a Ltd Tax GO Bonds 2019a Emergency Comm Sales Tax SS911 Fund Total Emergency Management Grants Fund Communications Emergency Management Grants Fund Total Equipment Services Division Fund Miscellaneous Current Expense Sewer Utility Equipment Services Division Fund Total Facilities Management Fund Communications Finance and Performance Management Facilities Management Fund Total Ferry Services Fund Ferry Debt Services Ferry Services Fund Total

2020-21 Budget 20,170 5,940,210 45,060 2,710 1,500,000 249,300 292,570 44,800 116,110 280 13,810 895,100 3,852,060 119,770 2,237,060 8,790 158,161,590 35,970 35,970 150,000 654,000 350,000 1,154,000 1,200,000 1,200,000 3,964,500 7,417,500 8,873,870 20,255,870 263,070 263,070

2022-23 Budget — — — — — — — — — — — — — — — — —

Purpose Essential Government Services Community Response and Resilience Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services Essential Government Services

35,970 Care & Custody of Prisoners 35,970 500,000 Cleanup Nuisance and Drug Properties 654,000 Lieutenant & Deputy Positions 350,000 Attorney Position 1,504,000 — General Election — 1,984,500 Debt Service 7,416,250 Debt Service 8,376,520 Debt Service 17,777,270 — Internal Services —

24,110 278,210 302,320

24,840 Puget Sound Clean Air Agency 228,780 Sewer Admin/ Reclaimed Water Utilities 253,620

100,000 128,530 228,530

79,400 Internal Services 160,940 Internal Services 240,340

84,000 84,000

84,000 Steilacoom Ferry Operations 84,000

(Table continued on the following page) Pierce County 2022-23 Biennial Budget

Financial Overview

BUDGET TRANSFERS From To General Fund Affordable Housing Document Recording Airport Behavioral Health Blighted Property Maintenance Clear Zone Land Acquisition County Road Criminal Justice Dispute Resolution Center Elections Equipment Replacement Elections Stabilization Emergency Management Grants Equipment Rental and Revolving Ferry Services Fleet Rental General Services Historical Preservation Housing Repair Programs Human Services Information Technology Judson Family Justice Center Law Library Ltd Tax Go Bond Ltd Tax Go Refund Bond Marine Services Medical Self Insurance Parks Construction Pierce County Fair PALS Building & Development Public Works Construction Radio Communications Rainer Communication REET Capital Improvement Sewer Utility Solid Waste Management Solid Waste Management Veterans Relief General Fund Total Homeless Document Recording Fee Finance and Performance Management Homeless Document Recording Fee Housing and Homeless Fund Finance and Performance Management Housing and Homeless Fund Total Human Services Fund Community Development Finance and Performance Management Human Services Fund Total

2020-21 Budget

2022-23 Budget

— 450,000 3,080,000 375,000 330,000 65,140 600,000 56,000 255,870 500,000 190,000 — 92,000 369,820 30,780 — 156,000 680,000 2,833,570 1,476,100 301,150 505,270 4,927,010 60,000 144,600 — 151,100 — 40,000 33,870 47,000 8,493,260 — 224,520 80,000 51,230 26,599,290

169,500 822,510 3,080,000 2,968,910 200,000 403,950 600,000 56,000 280,000 — 190,000 84,000 92,000 1,167,000 1,760,780 250,000 — 791,930 4,865,150 1,623,980 361,130 507,520 4,981,210 60,000 144,600 1,110,750 302,100 200,000 — 23,520 — 24,800,000 103,220 — 80,000 51,230 52,130,990

Purpose Affordable Partnership Program Supv Capital Projects and M&O Position Behavioral Health Programs Abatement Clear Zone Cable Franchise Breaking the Cycle Dispute Resolution Primary & General Elections Election Services Disaster Preparedness Equipment Rental Services Ferry Law Enforcement Services Electric Vehicle Purchases Digitization Project and Mail Database Unspent General Fund Balance Tacoma Schools Housing Assistance Senior Centers/Human Services Programs PALS+ and Criminal Justice Enhancements Family Justice Center Pierce County Law Library Debt Service Debt Service Lake Tapps Marine Patrols Employee Assistance Program ADA Improvements Pierce County Fair Affordable Housing Fee Waiver Traffic Safety Illumination Public Safety Communications New Member Agreement Consultant Capital Projects Internal Services Abatement Sustainability Planner Veterans Relief Program Manager

— —

124,810 Data Analyst 124,810

— —

124,810 Data Analyst 124,810

88,000 — 88,000

98,000 Developmental Disabilities and Aging 245,260 Internal Services 343,260

(Table continued on the following page) 86

Pierce County 2022-23 Biennial Budget

Financial Overview

BUDGET TRANSFERS From To Information Technology Fund Miscellaneous Current Expense Information Technology Fund Total In-Lieu Fee Wetlands Mitigation Fund In-Lieu Fee Wetlands Mit Admin In-Lieu Fee Wetlands Mitigation Fund Total Medical Self Insurance Fund Human Resources Medical Self Insurance Fund Total Parks Impact Fee Fund County Road Parks Construction Paths and Trails Construction Parks Impact Fee Fund Total Parks Sales Tax Fund Equipment Rental and Revolving Facilities Management Finance and Performance Management Fleet Rental Golf Courses Ltd Tax Go Bond Parks Construction Paths and Trails Path and Trails Construction Parks Sales Tax Fund Total PALS Building & Development Fund County Road Emergency Management Fleet Rental REET Capital Improvement PALS Building & Development Fund Total Real Estate Excise Tax Fund REET Capital Improvement Surface Water Management Real Estate Excise Tax Fund Total Reserve Account Sewer Rev Bond Fund P&I Sewer Rev Bond Reserve Account Sewer Rev Bond Fund Total Second REET Parks Fund Parks Construction Parks and Recreation Paths and Trails Construction Pubic Works Construction Second REET Parks Fund Total Second REET Roads Fund County Road Ltd Tax Go Bond 2010 2019B LTGO Refunding 2020 LTGO Refunding

2020-21 Budget

2022-23 Budget

277,390 277,390 — —

Purpose — Interfund Loan Repayment —

251,800 Storm Drainage 251,800

194,670 194,670

194,670 Internal Services 194,670

250,000 5,947,500 3,547,000 9,744,500

— Internal Services 11,880,000 Capital Projects 11,741,000 Capital Projects 23,621,000

— 200,000 42,820 — 1,022,000 1,489,830 822,740 579,780 — 4,157,170

111,000 — 53,640 231,000 279,510 1,491,120 2,905,790 1,371,000 255,000 6,698,060

Equipment Rental Services Maintenance & Operations Internal Services Vehicle Purchases Golf Courses Debt Service Capital Projects Capital Projects Capital Projects

708,980 215,860 — 197,410 1,122,250

828,980 245,870 35,000 — 1,109,850

Operations Admin & Overhead Fire Plans Examiner Equipment Purchases Annex Tenant Improvement

14,116,000 4,032,000 18,148,000 754,000 754,000

30,388,800 Capital Projects 8,741,990 Capital Projects 39,130,790 31,000 Sewer Admin/ Reclaimed Water Utilities 31,000

6,360,000 — 110,000 1,091,000 7,561,000

9,889,000 54,000 775,000 — 10,718,000

1,610,000 2,616,560 3,679,940 —

1,610,000 — 3,083,150 3,257,200

Capital Projects Lidford Playfield Capital Projects Capital Projects

Operations Admin & Overhead Debt Service Debt Service Debt Service

(Table continued on the following page) Pierce County 2022-23 Biennial Budget

Financial Overview

BUDGET TRANSFERS From

To Public Works Construction Second REET Roads Fund Total Self Insurance Fund Human Resources Self Insurance Fund Total Sewer Capital Preservation Res Fund Sewer Utility Construction Sewer Capital Preservation Res Fund Total Sewer Facil Restric Reserve Fund Sewer Utility Construction Sewer Facil Restric Reserve Fund Total Sewer Utility Fund Chambers Creek Regional Park County Road Facilities Management Miscellaneous Current Expense PALS Building & Development Planning and Land Services Sewer Capital Preservation Sewer Revenue Bonds Sewer Utility Construction Sewer Utility Fund Total Solid Waste Mgmt Admin Fund Blighted Property Maintenance Fleet Rental Human Services Miscellaneous Current Expense Sheriff Solid Waste Mgmt Admin Fund Total Surface Water Management Fund Communications Equipment Rental and Revolving Miscellaneous Current Expense PALS Building & Development Planning and Land Services Planning and Land Services Public Works Construction Surface Water Management Construction Surface Water Management Fund Total Traffic Impact Fee Administration Fund Public Works Construction Traffic Impact Fee Administration Fund Total Total Transfers

2020-21 Budget 10,424,000 18,330,500 83,450 83,450

2022-23 Budget 19,741,000 Capital Projects 27,691,350

Purpose

83,450 Internal Services 83,450

13,479,020 13,479,020

27,615,000 Sewer Eng/ Reclaimed Water Utilities 27,615,000

28,335,490 28,335,490

41,909,000 Sewer Admin/Reclaimed Water Utilities 41,909,000

5,221,130 — — 73,420 2,624,540 24,100 5,000,000 43,909,960 4,802,000 61,655,150

5,667,600 120,000 277,300 75,620 2,262,620 — 16,078,450 28,772,520 4,991,560 58,245,670

3,917,860 32,000 90,000 71,770 218,000 4,329,630

3,154,260 — 90,000 73,920 218,000 3,536,180

— 44,000 119,440 450,000 522,300 127,890 1,000,000 9,738,880 12,002,510

133,200 — 122,660 450,000 430,740 — 236,000 13,185,170 14,557,770

16,053,000 16,053,000 464,012,260

Maintenance - Golf Course & General Parks Operations Admin & Overhead Internal Services Puget Sound Clean Air Agency Building Permits & Plan Reviews Community Planning & Development Sewer Admin/Reclaimed Water Utilities Sewer Admin/Reclaimed Water Utilities Sewer Eng/Reclaimed Water Utilities

Abatement/Enforcement Equipment Purchases Agriculture/Horticulture Puget Sound Clean Air Agency Police Operations

Internal Services Equipment Rental Services Puget Sound Clean Air Agency Building Permits & Plan Reviews Community Planning & Development NPDES Coordination Capital Projects Capital Projects

18,567,000 Multiple Road Projects 18,567,000 404,874,630

Pierce County 2022-23 Biennial Budget

Financial Overview

TOTAL ESTIMATED REVENUES AND OTHER FUNDING SOURCES General Fund Tax Revenue License & Permit Revenue Intergovernmental Revenue Charges for Services Revenue Court Fine & Penalty Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Use of Fund Balance General Fund Total

2018-19 Actual

2020-21 Budget

2020-21 Estimate

2022-23 Budget

Absolute Change

Percent Change

464,789,488 11,065,248 48,386,535 116,883,334 8,576,568 32,318,035 159,618

495,324,520 11,318,840 81,400,290 111,406,380 7,670,230 27,544,520 8,510,000

516,061,395 11,121,380 81,729,254 117,020,276 7,820,014 18,734,650 8,510,000

568,628,890 11,178,560 53,709,300 117,016,340 6,713,220 14,450,720 8,510,000

73,304,370 (140,280) (27,690,990) 5,609,960 (957,010) (13,093,800) —

14.8 (1.2) (34.0) 5.0 (12.5) (47.5) —

12,790,536

138,218,340

11,353,780

(126,864,560)

(91.8)

—

22,345,070

—

69,741,360

47,396,290

212.1

694,969,362

903,738,190

899,215,309

861,302,170

(42,436,020)

(4.7)

256,453,294

248,255,820

253,004,360

334,504,070

86,248,250

34.7

Special Revenue Funds Tax Revenue License & Permit Revenue

28,161,029

28,264,660

31,350,993

34,702,660

6,438,000

22.8

Intergovernmental Revenue

153,484,306

560,209,450

450,872,090

(109,337,360)

(19.5)

Charges for Services Revenue

119,383,356

120,613,530

131,118,961

140,268,850

19,655,320

16.3

816,808

—

884,190

—

47,475

22,400

13,400

22,400

—

Miscellaneous Revenue

7,066,100

5,278,080

6,346,314

5,993,770

715,690

13.6

Proceeds from Sale of Assets

2,213,481

1,400,000

4,000,000

2,600,000

185.7

17,654,265

53,606,650

26,521,730

(27,084,920)

(50.5)

Interfund Loan Revenue

—

47,868,630

76,638,815

28,770,185

60.1

Use of Fund Balance

—

999,990

—

(999,990)

(100.0)

585,280,113

1,066,519,210

1,085,802,948

1,073,524,385

7,005,175

0.7

14,324,424

—

531,951

—

34,769,378

41,085,680

42,390,810

38,704,910

(2,380,770)

(5.8)

—

1,305,130

—

(1,305,130)

(100.0)

49,625,754

42,390,810

38,704,910

(3,685,900)

(8.7)

59,330,369

—

1,223,607

—

1,100,070

—

19,844,511

43,620,730

56,439,980

12,819,250

29.4

737,027

2,690,000

2,690,270

2,800,000

110,000

4.1

1,455,000

425,000

—

(425,000)

(100.0)

Contribution & Recovery Revenue Court Fine & Penalty Revenue

Transfers In

Special Revenue Funds Total Debt Service Funds Bond Proceed Revenue Intergovernmental Revenue Transfers In Use of Fund Balance Debt Service Funds Total Capital Project Funds Bond Proceed Revenue Tax Revenue Intergovernmental Revenue Charges for Services Revenue Contribution & Recovery Revenue Miscellaneous Revenue Proceeds from Sale of Assets

584,100

718,550

619,611

1,310,550

592,000

82.4

—

1,955,000

1,400,000

6,700,000

4,745,000

242.7

(Table continued on the following page)

Pierce County 2022-23 Biennial Budget

Financial Overview

TOTAL ESTIMATED REVENUES AND OTHER FUNDING SOURCES 2018-19 Actual Transfers In Use of Fund Balance Capital Project Funds Total

2020-21 Budget

2020-21 Estimate

2022-23 Budget

Absolute Change

Percent Change

92,987,587

108,754,260

106,122,010

196,775,282

88,021,022

80.9

—

101,285,560

91,613,230

20,533,710

(80,751,850)

(79.7)

176,162,202

259,449,100

247,165,921

284,559,522

25,110,422

9.7

(144)

—

Enterprise Funds Tax Revenue Intergovernmental Revenue Charges for Services Revenue Contribution & Recovery Revenue Court Fine & Penalty Revenue

7,758,255

8,191,530

13,440,630

5,249,100

64.1

168,071,046

187,187,710

183,709,495

191,390,640

4,202,930

2.2

55,358,426

16,451,000

32,453,500

16,605,000

154,000

0.9

1,222

—

7,810

—

Miscellaneous Revenue

7,307,091

7,434,270

7,025,586

6,248,310

(1,185,960)

(16.0)

Proceeds from Sale of Assets

(7,958,246)

—

(40,350)

—

Transfers In

76,663,398

111,005,690

133,410,620

22,404,930

20.2

—

16,860,020

1,160,440

51,028,840

34,168,820

202.7

307,201,049

347,130,220

343,513,701

412,124,040

64,993,820

18.7

20,000

97,000

—

(97,000)

(100.0)

163,797,636

185,252,170

185,279,050

186,702,120

1,449,950

0.8

Use of Fund Balance Enterprise Funds Total Internal Service Funds Intergovernmental Revenue Charges for Services Revenue Contribution & Recovery Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Use of Fund Balance Internal Service Funds Total

164,098

—

36,572,825

34,186,540

34,754,630

30,745,100

(3,441,440)

(10.1)

615,074

1,999,800

2,064,920

2,108,500

108,700

5.4

16,662,896

11,341,620

18,230,440

6,888,820

60.7

—

22,108,730

17,945,490

17,205,580

(4,903,150)

(22.2)

217,832,529

254,985,860

251,482,710

254,991,740

5,880

—

12,606,184

13,094,210

16,987,100

3,892,890

29.7

Tacoma/PC Health Dept License & Permit Revenue Intergovernmental Revenue

33,562,167

51,212,200

40,026,920

(11,185,280)

(21.8)

Charges for Services Revenue

20,205,498

23,977,840

23,616,470

(361,370)

(1.5)

2,909,019

4,924,730

4,854,620

(70,110)

(1.4)

Miscellaneous Revenue Use of Fund Balance Tacoma/PC Health Dept Total Grand Total

—

3,377,960

3,139,810

(238,150)

(7.1)

69,282,868

96,586,940

88,624,920

(7,962,020)

(8.2)

2,100,353,877

2,970,800,330

2,966,158,339

3,013,831,687

43,031,357

1.4

Pierce County 2022-23 Biennial Budget

Financial Overview

TOTAL EXPENDITURES/EXPENSES 2018-19 Actual

2020-21 Budget

2020-21 Estimate

2022-23 Budget

Absolute Change

Percent Change

General Fund Assessor/Treasurer

22,501,989

24,176,260

23,559,840

30,011,300

5,835,040

24.1

Assigned Counsel

39,098,941

44,055,170

41,418,960

49,448,730

5,393,560

12.2

Auditor

22,368,121

23,268,020

22,248,450

33,778,300

10,510,280

45.2

749,788

672,080

679,120

7,040

1.0

Bond Debt Service Capital Improvement Projects

230,000

330,000

200,000

(130,000)

(39.4)

13,753,975

15,144,340

14,333,650

16,530,030

1,385,690

9.1

1,636,054

4,183,570

3,765,470

4,701,680

518,110

12.4

County Council

9,988,884

13,127,750

13,374,060

246,310

1.9

County Executive

4,501,319

5,388,480

4,778,870

6,135,290

746,810

13.9

Clerk of the Superior Court Communications

29,492,698

32,219,530

30,582,160

35,358,100

3,138,570

9.7

Economic Development

District Court

2,711,358

50,471,100

48,539,660

3,777,090

(46,694,010)

(92.5)

Emergency Management

9,184,142

83,812,350

10,888,580

(72,923,770)

(87.0)

12,298,399

48,356,230

21,708,380

(26,647,850)

(55.1)

Health Services

Finance and Performance Management

5,152,340

9,315,340

5,315,340

7,456,670

(1,858,670)

(20.0)

Human Resources

8,691,064

10,578,560

9,530,920

11,922,180

1,343,620

12.7

42,814,743

47,230,350

43,601,610

49,132,580

1,902,230

4.0

6,990,924

10,117,460

9,248,690

12,716,410

2,598,950

25.7

28,563,687

28,851,000

26,584,210

40,035,470

11,184,470

38.8

Juvenile Court Medical Examiner Miscellaneous Current Expense Parks and Recreation

16,335,121

18,825,990

17,325,990

23,685,450

4,859,460

25.8

Planning and Land Services

10,216,277

12,357,860

10,428,500

13,268,210

910,350

7.4

Prevention Services

3,524,216

4,036,220

5,228,750

1,192,530

29.5

Prosecuting Attorney

66,081,310

73,498,640

71,593,390

84,576,510

11,077,870

15.1

Sheriff's Corrections

115,359,320

121,944,920

117,239,780

130,703,320

8,758,400

7.2

Sheriff's Law Enforcement

150,397,715

175,376,090

170,198,180

206,164,290

30,788,200

17.6

2,880,347

3,514,850

3,637,100

122,250

3.5

318,011

430,830

473,960

43,130

10.0

37,679,166

41,643,340

38,670,400

44,769,390

3,126,050

7.5

670,765

811,860

731,810

941,220

129,360

15.9

664,190,671

903,738,190

863,976,190

861,302,170

(42,436,020)

(4.7)

18,712,767

18,621,710

16,962,230

22,331,210

3,709,500

19.9

Special Projects State Auditor Superior Court WSU PC Extension General Fund Total Special Revenue Funds 911 System Fund Affordable Housing Development Fund

—

2,231,720

3,363,010

1,131,290

50.7

Affordable Housing Doc Rec Fee Fund

2,284,705

8,521,700

5,519,260

(3,002,440)

(35.2)

Auditor's Maintenance and Operations Fund

1,691,500

1,784,500

1,917,690

133,190

7.5

—

2,703,000

27,506,190

24,803,190

917.6

Behavioral Health Partnership Fund

Behavioral Hlth and Therapeutic Courts Fund

7,261,085

16,295,040

14,297,700

6,200,540

(10,094,500)

(61.9)

Blighted Property Maintenance Fund

2,294,358

5,106,930

8,003,710

2,896,780

56.7

Combined Communications Network

6,196,072

7,099,650

6,558,460

(541,190)

(7.6)

15,698,042

27,932,730

18,723,570

(9,209,160)

(33.0)

Community Development Fund

10,817,505

11,143,150

11,073,530

16,429,800

5,286,650

47.4

Conservation Futures Fund

10,189,306

9,781,760

7,281,760

14,184,895

4,403,135

45.0

Community Action Fund

(Table continued on the following page) Pierce County 2022-23 Biennial Budget

Financial Overview

TOTAL EXPENDITURES/EXPENSES County Road Fund

2018-19 Actual

2020-21 Budget

2020-21 Estimate

2022-23 Budget

Absolute Change

159,483,005

173,264,560

148,023,300

183,065,000

9,800,440

Percent Change 5.7

COVID-19 American Rescue Plan Fund

—

88,258,600

25,000,000

149,395,000

61,136,400

69.3

COVID-19 Relief Act Fund

—

158,161,330

—

(158,161,330)

(100.0)

802,268

1,493,130

1,231,240

1,185,490

(307,640)

(20.6)

2,232,207

2,433,680

2,596,990

163,310

6.7

249,859

317,850

403,080

85,230

26.8

Drug Enforcement Fund

1,080,916

2,450,210

2,322,790

2,828,440

378,230

15.4

Drug Investigation Fund

994,064

1,585,390

1,778,210

192,820

12.2

—

1,200,000

—

(1,200,000)

(100.0)

Criminal Justice Fund Detention Center Commissary Fund Dispute Resolution Center Fund

Election Stabilization Fund

495,753

1,223,340

1,432,920

209,580

17.1

Emergency Comm Sales Tax SS911

Elections Equipment Replacement Fund

37,192,641

46,511,670

42,901,640

46,706,060

194,390

0.4

Emergency Management Grants Fund

6,763,782

6,086,270

7,440,920

1,354,650

22.3

Federal Forest Services Fund

17,664

20,000

—

(20,000)

(100.0)

—

353,800

708,970

355,170

100.4

9,727,954

15,799,800

15,399,690

34,837,860

19,038,060

120.5

Housing and Homeless Fund

21,993,816

158,526,400

128,112,930

(30,413,470)

(19.2)

Human Services Fund

70,327,299

88,728,120

100,456,870

11,728,750

13.2

Historical Preservation and Programs Fund Homeless Document Recording Fee Fund

In-Lieu Fee Wetlands Mitigation Program Fund Judson Family Justice Center Fund Marine Services Fund Mental Health Fund

—

388,600

—

2,732,359

2,985,610

2,906,660

3,479,780

494,170

16.6

358,474

410,640

362,340

459,550

48,910

11.9

28,337

68,120

—

(68,120)

(100.0)

Parks Impact Fee Fund

4,930,423

9,744,500

25,361,430

15,616,930

160.3

Parks Sales Tax Fund

7,795,576

9,868,950

9,566,400

13,540,520

3,671,570

37.2

Paths and Trails Fund

1,386,264

1,427,900

1,753,550

325,650

22.8

544,837

448,930

583,930

135,000

30.1

Pierce County Fair Fund Pierce County Law Library Fund PALS Building and Development Fund Rainier Communications Commission Fund Real Estate Excise Tax REET Electronic Technology Fund Second REET Parks Fund

1,497,350

1,757,200

1,723,850

1,732,300

(24,900)

(1.4)

32,849,451

39,297,340

36,900,612

43,024,150

3,726,810

9.5

3,128,317

2,965,030

2,912,780

3,380,360

415,330

14.0

18,360,329

18,148,000

39,130,790

20,982,790

115.6

248,271

421,870

515,810

93,940

22.3

4,570,201

8,206,730

11,218,980

3,012,250

36.7

Second REET Roads Fund

14,172,016

18,332,600

18,027,730

27,693,280

9,360,680

51.1

Surface Water Management Fund

44,309,642

65,362,220

69,971,500

4,609,280

7.1

—

8,743,000

—

Taxpayer Accountability Fund Tourism Promotion and Capital Facilities Fund

3,355,004

4,333,070

4,580,360

247,290

5.7

Tourism Promotion Area Fund

2,889,380

3,101,980

2,842,330

(259,650)

(8.4)

17,696,702

16,556,490

18,917,400

2,360,910

14.3

2,139,989

5,445,990

4,519,690

(926,300)

(17.0)

549,499,489

1,066,519,210

859,181,012

1,073,524,385

7,005,175

0.7

1% for Arts Construction Fund

152,068

286,640

7,690

486,640

200,000

69.8

Clear Zone Land Acquisition Fund

243,584

580,660

235,550

(345,110)

(59.4)

Traffic Impact Fee Fund Veterans Relief Fund Special Revenue Funds Total Capital Project Funds

(Table continued on the following page) 92

Pierce County 2022-23 Biennial Budget

Financial Overview

TOTAL EXPENDITURES/EXPENSES 2018-19 Actual

2020-21 Budget

2020-21 Estimate

Conservation Futures Construction Fund

3,274,309

9,750,000

7,250,000

Parks Construction Fund

8,786,514

16,377,940

732,475

6,212,000

Public Works Construction Fund

43,181,577

64,278,000

REET Capital Improvement Fund

14,982,591 6,017,576 18,709,805

40,997,880

Paths and Trails Construction Fund

South Sound 911 Building Lease Fund Surface Water Management Construction Fund Transportation Facilities Fund

2022-23 Budget

Absolute Change

Percent Change

11,462,222

1,712,222

17.6

11,963,750

33,675,540

17,297,600

105.6

6,212,000

16,786,000

10,574,000

170.2

63,010,000

96,204,380

31,926,380

49.7

63,818,480

28,374,010

75,496,890

11,678,410

18.3

55,000,000

53,000,000

2,000,000

(53,000,000)

(96.4)

32,898,670

47,212,300

6,214,420

15.2

319,272

2,147,500

1,000,000

(1,147,500)

(53.4)

96,399,770

259,449,100

205,444,280

284,559,522

25,110,422

9.7

4,591,850

4,674,120

4,424,120

14,241,710

9,567,590

204.7

Chambers Creek Regional Park Fund

19,331,385

21,831,110

20,831,300

23,612,040

1,780,930

8.2

Capital Project Funds Total Enterprise Funds Airport Fund Ferry Services Fund

15,985,259

12,005,790

11,988,140

23,201,370

11,195,580

93.3

Golf Courses Fund

3,889,476

3,882,640

3,882,360

3,798,990

(83,650)

(2.2)

Sewer Capital Preservation Res

3,702,546

13,479,020

7,500,000

28,920,950

15,441,930

114.6

9,404,120

28,335,490

17,430,000

41,909,000

13,573,510

47.9

26,227,812

47,067,960

29,139,070

(17,928,890)

(38.1)

Sewer Facil Restric Reserve Fund Sewer Revenue Bonds Fund Sewer Utility Construction Funds

13,601,067

49,000,240

30,564,837

74,574,200

25,573,960

52.2

120,663,894

152,623,610

130,605,830

155,623,610

3,000,000

2.0

12,701,408

14,230,240

14,101,490

17,103,100

2,872,860

20.2

230,098,817

347,130,220

288,396,037

412,124,040

64,993,820

18.7

Equipment Rental and Revolving Fund

29,372,894

31,693,940

31,442,960

39,124,690

7,430,750

23.4

Facilities Management Fund

33,041,622

41,917,840

40,413,910

45,242,780

3,324,940

7.9

Fleet Rental Fund

10,051,600

11,970,580

11,488,810

12,986,410

1,015,830

8.5

Sewer Utility Fund Solid Waste Management Fund Enterprise Funds Total Internal Service Funds

5,106,970

6,129,300

5,956,180

12,314,070

6,184,770

100.9

Information Technology Fund

General Services Fund

65,478,073

76,846,840

68,280,990

84,335,790

7,488,950

9.7

Medical Self Insurance Fund

30,623,063

38,616,220

2,519,410

2,301,380

(36,314,840)

(94.0)

Radio Communications Fund Self Insurance Fund Workers Compensation Fund Internal Service Funds Total

5,511,093

12,573,040

11,164,160

18,317,310

5,744,270

45.7

11,136,663

21,852,720

17,166,680

22,748,660

895,940

4.1

9,649,940

13,385,380

13,376,590

17,620,650

4,235,270

31.6

199,971,919

254,985,860

201,809,690

254,991,740

5,880

—

34,381,047

42,390,810

38,704,910

(3,685,900)

(8.7)

34,381,047

42,390,810

38,704,910

(3,685,900)

(8.7)

Debt Service Funds Long Term Debt Funds Debt Service Funds Total Tacoma/Pierce County Health Department Tac/PC Health Department Fund Tacoma/PC Health Department Total

Grand Total

Pierce County 2022-23 Biennial Budget

70,707,095

96,586,940

96,586,935

88,624,920

(7,962,020)

(8.2)

70,707,095

96,586,940

96,586,935

88,624,920

(7,962,020)

(8.2)

1,845,248,808 2,970,800,330 2,557,784,954 3,013,831,687

43,031,357

1.4

Staffing Since the last recession, overall staffing levels have grown from a low of 2,977 FTEs in 2014 to 3,368 FTEs in 2023. Prior to the 2008 recession total staffing was 3,326 FTEs. General Fund staffing in 2023 is increased by 253 FTEs compared to 2014, to a total 1,997 FTEs.

Staffing 3,500 3,000 2,500

1,161

1,275

1,836

1,844



2018 staffing increased overall by 32 FTEs, adding 2 positions in the Corrections Bureau; 15 positions in Sheriff Law Enforcement; 5 positions for the Prosecuting Attorney’s Office; and 7 positions for social service programs.



2019 staffing increased overall by 30 FTEs, adding 9 positions to the Sheriff’s Office; 1 position in the Superior Court; 1 position for the Medical Examiner’s Office; 2 for Juvenile; 5 for Facilities Management; 3 positions for Information Technology; 6 positions for social service programs, and small decreases in other areas.



2020-21 biennial staffing increased overall by 128 FTEs. Significant changes include 31 positions in the Prosecuting Attorney’s Office and 20 positions in Assigned Counsel to address a backlog of court cases due to the COVID-19 pandemic, the impacts of recent Supreme Court rulings, and increase Involuntary Treatment Act caseloads. Other changes include 5 new positions in the Medical Examiner’s Office, 14 for the Sheriff, 14 for Human Services, 6 for Surface Water Management, 5 for the Sewer Utility, and smaller increase in other areas.



2022-23 biennial staffing increases overall by 120.6 FTEs. Significant changes include 16 positions in Human Services, 22 positions for legal and judicial functions, 12 positions in Parks and Recreation, 23 in Planning and Public Works, 8 in Facilities Management, and 7 in Finance. Smaller increases occur in other areas.

1,371

2,000 1,500 1,000

1,997

500 0 2012‐13

2018‐19 General Fund

2022‐23 Other Funds

Percent Change 2023

3.5%

2021

4.1%

2019

2.0%

2017

2.6%

2015 2013 ‐3.0%

‐0.6% ‐1.6% ‐2.0%

‐1.0%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

Pierce County 2022-23 Biennial Budget

Staffing

Total Staffing by Function

Total Staffing Public Safety

964

Legal & Judicial

661

Public Works

628

Social Service

256

General Gov.

545

Natural/Economic

219

Cultural & Rec.

94 0

200

400

600

800

1,000

1,200

The Public Safety and Legal and Judicial systems combined account for 79% of all General Fund staff. 14% provide General Governmental services. Roughly 3% of General Fund staff support Natural, Economic, and Environmental activities and 3% are for Culture and Recreation functions. Social Service and Public Works make up just over 1%.

General Fund Public Safety

918

Legal & Judicial

657

General Gov.

292

Natural/Economic

Cultural & Rec.

Social Service

Public Works

2 0

200

400

600

Pierce County 2022-23 Biennial Budget

800

1,000

The Public Safety and Legal/Judicial systems combined account for 48% of total County staff, with the Social Service category at 8%. Roughly 25% of total staff provide Public Works, Natural, Economic, and Environmental services. Just under 3% of total staff are related to Culture and Recreation. Approximately 16% of staff provide General Government functions.

1,200

The table on the following two pages contains detailed staffing information.

Staffing

STAFFING SUMMARY 2012-13 FTE General Fund Assessor/Treasurer Assigned Counsel Auditor Clerk of the Superior Court Communications Corrections Bureau County Council County Executive District Court Economic Development Emergency Management Finance and Performance Mgmt Human Resources Juvenile Court Medical Examiner Parks & Recreation Planning & Land Services Prevention Services & Program Prosecuting Attorney Sheriff Special Projects Superior Court Total General Fund Special Revenue Funds Affordable Housing Development Affordable Housing Doc Rec Fee American Rescue Plan Act Auditor's Maintenance & Operation Behavioral Health Partnership Behavioral Health & Therapeutic Courts Blighted Property Maintenance Combined Communications Network Community Action Community Development Conservation Futures County Road Criminal Justice Detention Center Commissary Drug Enforcement Fund Drug Investigation Emergency Management Grants Historical Preservation and Programs Homeless Document Recording Fee Housing and Homeless Human Services In-Lieu Fee Wetlands Mtgtn

2014-15 FTE

2016-17 FTE

2018-19 FTE

2020-21 FTE

2022-23 FTE

Change from 2020-21

76.70 94.30 44.05 48.00 2.88 364.90 28.60 8.45 99.50 8.00 28.00 36.62 21.30 148.92 17.00 38.05 84.25 1.05 216.70 362.00 7.91 98.38 1,835.56

73.70 94.80 45.55 48.00 3.88 305.90 28.60 8.55 103.00 7.60 28.00 37.36 22.80 152.02 17.00 41.29 31.57 0.85 214.00 373.00 7.81 100.38 1,745.66

74.20 99.00 50.05 51.00 4.88 320.90 29.60 9.00 100.50 7.88 28.00 41.36 24.80 151.40 17.00 45.19 31.20 0.73 213.00 392.00 7.31 104.00 1,803.00

76.20 99.90 50.55 52.00 4.94 321.90 31.00 12.25 103.00 6.88 29.00 39.65 25.80 152.60 18.00 43.79 30.78 0.76 218.00 416.00 5.31 105.00 1,843.31

76.20 119.90 51.05 53.00 13.94 322.90 34.00 12.25 103.00 7.50 30.00 46.25 28.80 152.60 23.00 44.79 31.38 0.76 248.63 430.00 5.26 108.00 1,943.21

76.60 122.90 54.05 55.00 13.94 323.00 34.00 13.00 109.00 7.50 32.50 54.25 30.80 151.00 25.00 51.12 33.47 0.76 255.00 434.00 5.76 114.00 1,996.65

0.40 3.00 3.00 2.00 — 0.10 — 0.75 6.00 — 2.50 8.00 2.00 (1.60) 2.00 6.33 2.09 — 6.37 4.00 0.50 6.00 53.44

— 1.04 — 5.27 — — — — 49.49 6.07 4.80 341.76 5.90 3.00 — 1.00 17.00 — 2.29 16.22 115.32 —

— 0.70 — 4.77 — — — — 46.18 8.21 5.65 344.42 2.00 3.00 — 1.00 17.00 — 0.90 16.49 117.42 —

— 0.78 — 4.12 1.00 — — 4.80 41.55 7.90 5.20 339.74 2.00 3.00 — — 12.00 — — 17.15 133.59 0.50

— 0.82 — 3.30 1.13 — 10.00 3.80 37.51 7.21 6.20 345.89 1.00 3.00 1.00 — 13.00 — — 17.04 150.52 —

— 0.77 — 2.80 1.46 3.00 11.00 2.80 40.02 5.57 7.20 339.39 2.00 2.00 3.00 — 11.00 — 2.43 14.04 162.05 —

0.68 2.60 2.00 2.80 1.37 8.00 12.00 2.80 45.63 5.85 8.20 343.80 2.00 2.00 3.00 — 11.50 0.17 1.40 16.57 177.91 0.30

0.68 1.83 2.00 — (0.09) 5.00 1.00 — 5.61 0.28 1.00 4.41 — — — — 0.50 0.17 (1.03) 2.53 15.86 0.30

(Table continued on the following page) 96

Pierce County 2022-23 Biennial Budget

Staffing

STAFFING SUMMARY

Judson Family Justice Center Law Library PALS Building and Development Park Impact Fees Parks Sales Tax Paths and Trails Rainier Communications Comm REET Electronic Technology Second REET Parks Surface Water Management Tourism Promotion Area Tourism, Promotion & Facilities Veterans Relief 911 System Total Special Revenue Funds Capital Projects Administration Building Lease Parks Construction Paths & Trails Construction REET Capital Improvement SS911 Building Lease Surface Water Mgmt Construction Total Capital Projects Enterprise Funds Airport Chambers Creek Regional Park Golf Courses Ferry Services Sewer Utility Solid Waste Management Water Utility Total Enterprise Funds Internal Service Funds Equipment Rental & Revolving Facilities Management Fleet Rental General Services Information Technology Radio Communications Self Insurance Workers Compensation Medical Self Insurance Total Internal Service Funds Total Funds

Pierce County 2022-23 Biennial Budget

2012-13 FTE 8.33 — — 0.05 7.10 1.45 7.12 — 1.00 93.96 — — 4.00 4.46 696.63

2014-15 FTE 7.50 — 69.96 0.05 6.87 2.85 7.12 — 1.00 86.06 — — 4.00 4.46 757.61

2016-17 FTE 7.50 3.00 74.33 0.05 7.17 3.19 6.12 0.15 1.00 84.40 — 0.12 4.00 4.10 768.46

2018-19 FTE 7.60 4.00 91.37 0.05 8.77 4.09 6.06 1.15 — 97.67 0.50 0.62 4.35 4.10 831.75

2020-21 FTE 8.35 4.00 94.67 0.05 12.27 4.09 6.06 1.15 — 105.92 0.50 0.50 4.40 3.10 855.59

2022-23 FTE 8.25 4.00 100.91 1.05 16.10 4.09 7.06 1.15 — 101.76 0.50 0.50 4.40 — 900.35

Change from 2020-21 (0.10) — 6.24 1.00 3.83 — 1.00 — — (4.16) — — — (3.10) 44.76

— — — 5.90 — 12.86 18.76

2.15 — — 6.75 — 13.04 21.94

— 0.50 0.50 7.25 2.00 17.20 27.45

— — — 10.55 — — 10.55

— — — 13.55 — — 13.55

— — — 14.55 — — 14.55

— — — 1.00 — — 1.00

6.38 7.75 7.55 1.80 171.18 18.58 — 213.24

4.02 7.75 7.00 4.24 179.00 18.58 — 220.59

4.12 7.10 7.10 3.44 175.30 20.08 — 217.14

3.20 7.00 6.10 2.80 152.70 8.60 — 180.40

3.20 7.00 5.60 2.80 158.70 9.85 — 187.15

4.20 12.00 — 2.80 162.70 17.75 — 199.45

1.00 5.00 (5.60) — 4.00 7.90 — 12.30

27.28 45.64 3.40 7.80 126.48 11.54 8.15 2.15 0.40 232.84 2,997.03

27.24 45.64 3.40 7.80 130.56 9.54 5.80 2.80 1.80 234.58 2,980.38

26.22 50.29 3.40 7.80 132.56 10.10 5.87 2.43 2.10 240.77 3,056.82

26.14 56.99 3.40 9.20 135.66 10.10 5.81 2.44 2.20 251.94 3,117.95

26.14 56.99 3.40 9.20 133.16 9.10 5.51 2.44 2.40 248.34 3,247.84

26.14 63.99 4.10 9.50 134.16 9.20 5.51 2.44 2.40 257.44 3,368.44

— 7.00 0.70 0.30 1.00 0.10 — — — 9.10 120.60

Debt Management Debt Limit & Carrying Capacity

Debt Management

The County’s outstanding debt includes General Obligation (GO) bonds, Revenue Bonds, Public Works Trust Fund Loans, and a State Department of Ecology loan.

Thousands

$3,000

As indicated by the chart at the left, the County has a significant debt issuance capacity for both limited and unlimited debt. The County’s non-voted capacity is $1.7 billion while the voted/non-voted capacity is $3.0 billion. The County currently has no voter approved debt outstanding.

$2,500 $2,000 $1,500 $1,000 $500 $0 Voted/Non voted

Under Washington State Law, a county may issue general obligation debt for general county purposes in an amount not to exceed 2.5% of all actual value of all taxable property. Unlimited tax debt requires an approving vote of the people, and any election to validate General Obligation Debt must have a voter turnout of at least 40% of those who voted in the last state general election, and 60% of those voting must be in the affirmative. The County Council may, by ordinance, authorize the issuance of Limited Tax General Obligation Debt (LTGO) in an amount up to 1.5% of the actual valuation within the County without a vote of the people. No combination of limited or unlimited tax debt may exceed 2.5% of the actual valuation. The debt service on unlimited tax debt is secured by excess tax levies, whereas the debt service on limited tax debt is secured by taxes collected within the $1.80 per $1,000 of assessed value for the County operating levy.

Non‐voted

Current Debt

Pierce County has historically maintained consistently low bonded debt obligations. The Net Bonded Debt per Capita decreased in 2011 due to the retirement of $6.7 million in debt. The Net Bonded Debt per Capita increased in 2012, 2013, and 2019 with issuance of General Obligation Bonds for Emergency Communication and a Communications Dispatch Center. The Ratio of Bonded Debt to Assessed Valuation is still well below national averages. Consequently, the County has both a large legal margin available, and an existing debt structure that does not have a major negative impact upon the annual budget.

Pierce County 2022-23 Biennial Budget

Debt Management

Millions

Debt History

400 350 300 250 200 150 100 50 0 2019

2020

2021

Millions

LTGO's

2022

2023

Other

45 40 35 30

Historically, Pierce County has maintained a low outstanding principal balance. The County’s outstanding principal history since 2019 is displayed in the graph to the left. In 2019, total outstanding debt was $368 million. Of that, $99 million was general obligation debt. In 2010, $61 million in revenue bonds were issued for the expansion of the Sewer Treatment Plant, and an additional $196 million in revenue bonds were issued in 2012. In 2013, the County also issued $31 million in LTGOs for expansion of the South Sound 911 System and for remodeling of the Sheriff’s Parkland Precinct, and an additional $32.5 million in revenue bonds for the expansion of the Sewer Treatment Plant in 2014 and $21.4 million in 2015. In 2019, the County issued $52.9 million in LTGOs for the construction of a new South Sound 911 public safety communications center. Other debt includes Public Works Trust Fund (PWTF) loans for road improvements, Ferry Services improvements, and for the County’s Chambers Bay Golf Course. In 2015 the County also received a loan from the State Department of Ecology for the expansion of the Sewer Treatment Plant.

25 20

Debt Payments

15 10 5 0 2019

2020

2021 Principal

Interest

2022

2023

The amount of debt payments scheduled for 2022 and 2023 is $37 million and $30 million. The County’s total annual debt payments (excluding refunding) since 2017 are displayed in the graph to the left. Principal and interest payments increased in 2014, 2015, and 2019 from debt issued for the Sewer Treatment Plant, the South Sound 911 System, the Parkland Precinct, and the South Sound 911 public safety communications center. Future Debt Plans No additional debt is planned over the next few years.

Pierce County 2022-23 Biennial Budget

Debt Management 2022-23 Outstanding Debt Obligations The table below shows the amount of debt outstanding at the beginning of the year, anticipated debt retirement and new planned debt, and the projected debt position of the County on December 31, 2023.

Outstanding Debt, 1-1-22 to 12-31-23 (thousands)

Millions

Jan-22 Retired New Dec-23 Balance Debt Debt Balance

90 80 70 60 50 40 30 20 10 0 2015

2016

2017

2018

2019

2020

2022

In 2015, the County borrowed money from the Department of Ecology for the Sewer Plant expansion and issued $21.4 million in revenue bonds. In 2019, the County issued $52.9 million in debt for the South Sound 911 public safety communications center.

General Obligation Debt County Building Renovations 9,020 Con. Futures Open Space 6,313 Road Improvements 29,960 Emergency Comm. Systems 1,890 South Sound 911 55,490 Parkland Precinct 485 12,510 Chambers Bay Golf Course Total GO Bonds 115,668 Revenue Bonds 236,595 Sewer Improvements Dept. of Ecology Loan 50,349 Sewer Improvements Public Works Trust Fund Loans Road Improvements 2,807 Sewer Improvements 330 1,511 Ferry System Total PWTF 4,648 Total County Debt 407,260

4,295 2,360 7,735 1,890 11,655 485 749 29,169

— — — — — — —

4,725 3,953 22,225 — 43,835 — 11,761 86,499

2,555

—

234,040

5,534

—

44,815

749 165 755 1,669 38,927

— — — — —

2,058 165 756 2,979 368,333

As shown in the table, General Obligation principal will be reduced by $26.8 million, Revenue Bonds by $2.6 million, Department of Ecology Loan by $5.5 million, and Public Works Trust Fund Loans by $1.7 million. Public Works Trust Fund Loans are issued by the State of Washington at very favorable interest rates. Most of the debt obligations are paid by dedicated revenue streams. The General Fund pays debt service for County Building renovations and the Parkland Precinct.

100

Pierce County 2022-23 Biennial Budget

Budget in Brief The following provides a high level summary of the County’s 2018-19, 2020-21, and 2022-23 biennial budgets.

BUDGET IN BRIEF Revenues By Source (millions)

Property Tax Sales Tax Other Taxes Charges for Service Fines & Forfeitures Licenses & Permits Intergovernmental Transfers In Other Revenue Use of Fund Balance Total Revenue

2018-19 Actuals 428.7 248.1 45.7 589.1 8.6 51.8 263.6 251.5 213.3 — 2,100.4

2020-21 Budget 433.6 269.0 40.9 631.1 7.7 52.7 744.7 464.0 111.9 215.2 2,970.8

2022-23 Budget 456.1 374.9 72.1 661.8 6.7 62.9 614.5 420.7 105.8 238.3 3,013.8

2018-19 Actuals 792.7 601.2 61.0 79.7 65.2 245.4 1,845.2

2020-21 Budget 915.3 1,225.6 90.9 205.1 70.3 463.6 2,970.8

2022-23 Budget 1,011.6 1,099.5 70.2 351.2 76.4 404.9 3,013.8

2018-19 Actuals 316.7 425.8 100.1 192.5 214.1 78.5 1.1 516.4 1,845.2

2020-21 Budget 499.2 688.1 229.7 211.1 522.7 103.4 1.3 715.3 2,970.8

2022-23 Budget 597.0 550.7 160.8 256.9 419.3 156.3 0.2 872.6 3,013.8

Expenditures by Object Code (millions)

Salaries & Benefits Supplies & Services Debt Service Capital Expenditures Intergovernmental Transfers Out Total Expenditures

Expenditures by Function (millions)

General Government Public Safety Natural & Economic Environment Legal & Judicial Social Service Activities Cultural & Recreation Other Financing Uses Public Works Total Expenditures

Pierce County 2022-23 Biennial Budget

101

Budget in Brief This page is intentionally left blank.

102

Pierce County 2022-23 Biennial Budget

General Government Summary The General Government section includes budgets for the County Executive, County Council, AssessorTreasurer, and Auditor, who are elected officials. It also includes budgets for Communications, Economic Development, Human Resources, and several other departmental budgets whose activities are of a general government nature. 

General Government functions account for 7.2% of County positions.



The $397.2 million budget represents 13.6% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Tax Revenue Intergovernmental Revenue Charges for Services Revenue Court Fine & Penalty Revenue License & Permit Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In General Fund Support to Departments Use of Fund Balance Total

583,349,420 170,228,020 58,638,780 500 12,269,900 8,063,600 8,450,000 42,354,390 (492,366,910) 6,234,160 397,221,860

146.9 42.9 14.8 — 3.1 1.9 2.1 10.7 (124.0) 1.6 100.0

2022 - 2023

Pierce County 2022-23 Biennial Budget

FTE 76.60 54.05 — — 13.94 7.06 34.00 13.00 2.00 7.50 0.50 0.50 — 30.80 — — — 5.76 — — 245.71

Page 105 111 115 117 119 123 125 129 133 135 139 141 143 145 151 155 161 163 167 169

Spending and Staffing 450

300

400 350

225

300 250 150

200

FTE

Budget 30,011,300 33,778,300 — 1,432,920 4,701,680 3,380,360 13,374,060 6,135,290 149,395,000 3,777,090 2,842,330 4,580,360 486,640 11,922,180 39,384,030 40,035,470 39,130,790 3,637,100 473,960 8,743,000 397,221,860

Millions

Assessor-Treasurer Auditor - Election Stabilization - Elections Equip Replacement Communications - Rainier Communications County Council County Executive COVID-19 American Rescue Plan Economic Development - Tourism Promotion Area - Tourism Promotion & Capital Fac - 1% for Arts Construction Human Resources Limited Tax G O Bond Miscellaneous Current Expense Real Estate Excise Tax Special Projects State Auditor Taxpayer Accountability Total

150 75

100 50 -

2018-19

2020-21

2022-23 103

General Government This page is intentionally left blank.

104

Pierce County 2022-23 Biennial Budget

ASSESSOR-TREASURER General Fund

Summary:

Budget Highlights:

The Assessor-Treasurer’s Office performs the following major functions: 

Discover, list, and value uniformly all taxable and non-taxable property in Pierce County.



Determine Proper legal class for properties based on the current use of the property.



Process assessment appeals and physical inspections in a lawful, timely manner.



Determine the eligibility for property tax exemptions and other taxpayer programs.



Provide current assessment-related information to the community and to government agencies.



Work to improve the Washington State property tax laws to ensure that all processes are fair and just.



Provide taxpayers with assistance and records information in a timely manner.



Maintain accurate and up-to-date mapping of real property parcels.



Complete the levy process as mandated by state statute for all Pierce County taxing districts and calculate and certify rates on time and without error.



Ensure the accurate billing of real and personal property taxes used to fund essential government services.



Treat all taxpayers with respect, compassion, and dignity, always guided by the principles of fairness and honesty.

The 2022-23 biennial budget for the Assessor-Treasurer’s Office is 24.1%, or $5.8 million, above the prior biennium. The budget includes $4.6 million to replace the County’s end-of-life real and personal property tax collection system.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 621,727 22,898 — 644,625

2020-21 Budget 23,600,830 563,200 — 12,230 24,176,260

2022-23 Budget 29,346,660 664,640 — — 30,011,300

Absolute Change 5,745,830 101,440 — (12,230) 5,835,040

Percent Change 24.3 18.0 — (100.0) 24.1

105

Assessor-Treasurer

EXPENDITURES 2018-19 Actual 11,244,283 5,041,543 167,837 5,938,266 — 110,059 22,501,989

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Total

2020-21 Budget 12,249,130 5,488,320 169,010 6,227,900 500 41,400 24,176,260

2022-23 Budget 13,016,590 5,434,840 185,570 11,268,580 105,720 — 30,011,300

Absolute Change 767,460 (53,480) 16,560 5,040,680 105,220 (41,400) 5,835,040

Percent Change 6.3 (1.0) 9.8 80.9 21,044.0 (100.0) 24.1

2022-23 Budget 613,840 2,805,740 57,760 2,261,750 10,209,390 1,302,350 6,360,510 983,980 5,415,980 30,011,300

Absolute Change 18,720 243,010 2,440 (2,268,330) 7,421,600 56,470 140,630 (139,620) 360,120 5,835,040

Percent Change 3.1 9.5 4.4 (50.1) 266.2 4.5 2.3 (12.4) 7.1 24.1

2022 FTE 1.00 1.00 1.00 36.00 2.00 1.00 3.00 4.00 1.00 1.00 25.60 — — 76.60

2023 FTE 1.00 1.00 1.00 36.00 2.00 1.00 3.00 4.00 1.00 1.00 25.60 — — 76.60

PROGRAM EXPENDITURES 2021 FTE Appraisal Appeals Commercial Appraisal Foreclosure General Administration Information Management Mapping Services Residential Appraisal Statistical Appraisal Taxation Total

2.50 9.10 0.20 3.00 3.00 5.00 25.50 4.50 23.40 76.20

2023 FTE 2.50 9.50 0.20 3.00 3.00 5.00 25.50 3.50 24.40 76.60

2020-21 Budget 595,120 2,562,730 55,320 4,530,080 2,787,790 1,245,880 6,219,880 1,123,600 5,055,860 24,176,260

STAFFING SUMMARY Assessor-Treasurer Accounting Assistant Administrative Officer Appraiser Appraiser Supervisor Assistant to the Assessor-Treasurer Comptr Sys Business Analyst GIS Cartographer GIS Specialist Levy Specialist Office Assistant Appraisal Assistant Dept Comptr Support Spec Total

106

2018 FTE 1.00 1.00 1.00 33.60 2.00 1.00 2.00 4.00 1.00 1.00 25.60 2.00 1.00 76.20

2019 FTE 1.00 1.00 1.00 33.60 2.00 1.00 3.00 4.00 1.00 1.00 25.60 2.00 — 76.20

2020 FTE 1.00 1.00 1.00 34.60 2.00 1.00 3.00 4.00 1.00 1.00 25.60 1.00 — 76.20

2021 FTE 1.00 1.00 1.00 34.60 2.00 1.00 3.00 4.00 1.00 1.00 25.60 1.00 — 76.20

Pierce County 2022-23 Biennial Budget

Assessor-Treasurer

PERFORMANCE MEASURES Mission: Fairly and efficiently value property and collect revenue to fund public services throughout Pierce County.

Priority

Objective

Activity

Vibrant Communities

Attainable Housing

a. b.

Foreclosure avoidance Seniors & disabled exemption programs

Entrepreneurial Climate

Jobs and Entrepreneurship

Effective Government

Accountability for Results

Effective Government

Regional Leadership and Tribal Partnership

c. d. e. f. g. h.

Personal property valuation Commercial appraisals & appeals Levy calculation Mapping services Residential & statistical appraisal Assessor-Treasurer administration

Effective Government

Customer-Focused Services

Document and information management

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

563

-230

-95

Real Property Assessed Value as a percent of Market Value (per the Department of Revenue Ratio Study)

89.6%

91.8%

90.0%

Total operating costs as a percent of property tax billings

0.80%

0.70%

0.73%

0.80%

0.9

1.2

7.5%

29.9%

25.0%

10.0%

8.0%

Measure New Personal Property (Business Equipment) Accounts

Average lobby wait time in minutes Percent Increase in Electronic Tax Payments over prior year

Pierce County 2022-23 Biennial Budget

107

Assessor-Treasurer

INPUT/OUTPUT MEASURES Unit of Measure Assessor Functions Real Property Valuations Real Property Physical Inspec Personal Property Valuations Mobile Home Valuations New Construction/Improvements Appeals Exemption Programs Current Use Open Space Senior Citizen/Disabled Exemp Cartography & Land Maintenance Website Internet GIS Maps Segregations - Completed Name/Address Changes w/ETN Treasurer Functions Mailed Tax Statement (Incl ULID) Mailed Valuation Notices Taxes Assessed Petition for Refunds Processed Customer Service Public Service Cashier Services Other Services Phone Room - Telephone Phone Room - Internet Automated Services Self-Service Website Internet E-Check Pymnts Website Internet Credit Pymnts ATLAS Phone Line ATLAS IVR Payments Website Parcel Information Foreclosure Foreclosure (Real Prop & ULID) Foreclosure at Auction (Real/ULID)

108

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Parcel Parcel Parcel Parcel Parcel Parcel

319,695 68,831 11,085 12,563 11,577 1,709

321,968 74,064 10,935 12,447 9,952 1,548

322,417 62,159 10,931 12,357 10,373 1,486

322,500 55,000 11,400 12,500 10,600 1,500

324,500 55,400 11,400 12,600 10,600 1,600

324,500 60,000 11,400 12,600 10,600 1,600

Parcel Parcel

5,091 12,296

5,122 14,390

5,115 11,992

5,100 12,300

5,100 12,500

Hits Each Number

671,985 478 31,929

590,420 520 37,170

682,916 485 33,298

600,000 400 32,000

400,000 400 32,000

Statements Statements Millions $ Document

207,984 335,358 1,352 1,425

188,811 334,216 1,594 1,373

192,471 338,868 1,671 1,213

193,000 338,000 1,800 1,100

206,000 336,000 1,500 1,500

Customers Transactions Visits Calls Live Chat

91,133 38,661 37,462 48,050 5,621

74,523 45,148 32,764 36,153 5,606

55,892 42,039 6,283 45,671 3,938

56,800 18,000 6,000 45,000 5,800

86,800 38,000 36,000 45,000 5,800

Customers 45,247 Transactions 19,024 Transactions 16,909 Calls 7,844 Transactions 1,470 Hits 3,722,766

48,447 20,574 18,252 8,228 1,393 4,019,344

68,740 27,339 22,707 16,506 2,188 4,858,578

81,800 34,200 28,300 16,500 2,800 4,863,500

79,400 37,600 31,100 7,600 3,100 4,868,400

85,100 40,700 33,500 7,600 3,300 4,873,300

1,494 66

1,158 27

1,008 30

1,500 30

Parcel Parcel

1,365 79

Pierce County 2022-23 Biennial Budget

Assessor-Treasurer

PERFORMANCE RATIOS Operating Cost per Parcel

Operating Cost per Tax Dollar Billed $0.010

$0.009

$40

$0.009 $0.008

$0.008

$0.007

$0.006

$33.55

$35.21

2012

2015

$33.42

$33.22

2017

2019

$36.41

$35.80

2020

2021

$30 $20

$0.004 $10

$0.002 $0.000

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the ratio of operating costs to assessed property taxes for all jurisdictions decreased 24%. The ten year average is $.008.

From 2012 to 2021 the operating cost per parcel, including costs for Treasury functions, increased 6.7% after adjusting for inflation. The ten year average is $34.71.

Parcels per Appraiser

Parcels per Department Staff 5,000

4,391

4,582

4,610

4,532

4,537

4,546

4,000

12,000

9,886

10,278

9,991

10,012

2012

2017

2019

2020

2021

8,000

3,000

6,000

2,000

4,000

1,000

2,000 0

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of parcels per Department staff, including those doing Treasury work, increased 3.5%. The ten year average is 4,540.

Inspections and Appeals per Appraiser 2,500 2,000

10,024 10,050

10,000

2,250 1,792

1,656

1,839 1,505

From 2012 to 2021 the number of parcels per appraiser decreased 0.1%. The ten year average is 10,139.

Real Property Assessed Value to Fair Market Value 100%

1,633

1,500

2015

87%

90%

91%

92%

90%

92%

2014

2016

2018

2019

2020

75% 50%

1,000

25%

500

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of inspections and appeals per appraiser decreased 8.9%. The ten year average is 1,652. Pierce County 2022-23 Biennial Budget

2012

From 2012 to 2020 the ratio of assessed value of all real property to the fair market value increased by 5.2%. The ten year average is 90.1%. 2021 estimate is not yet available from the State Department of Revenue. 109

Assessor-Treasurer This page is intentionally left blank.

110

Pierce County 2022-23 Biennial Budget

AUDITOR General Fund

Summary:

The Auditor’s Office is responsible for elections, licensing services, and a variety of public records. The Elections Division maintains the voter registration database and conducts elections for all districts in Pierce County. The Division also performs signature verification checks on initiatives, referendums, and petitions. Every ten years the Division redraws precinct lines based on updated redistricting plans. The Recording Division maintains the public record by recording, scanning, and indexing documents. Recorded documents include deeds, mortgage documents, easements, powers of attorney, liens, military discharge papers, and land records. In addition, the Division collects or exempts taxes due on the sale or transfer of properties and stationary mobile homes. The Licensing Division renews vehicle and vessel license tabs, processes title transfers, issues license plates and various permits for vehicles and vessels, and oversees 10 Vehicle/Vessel Licensing subagents. In addition, the Division issues Marriage, Business, and Pet Licenses and processes Passport Applications, including photos. The Auditor’s Office accepts summons, complaints, and other legal documents on behalf of Pierce County.

Budget Highlights:

The 2022-23 biennial budget for the Auditor’s Office is 45.2%, or $10.5 million, above the prior biennium. The budget reflects the relocation of the Elections Center that will address the need to improve operations, create space for ballot processing and storage, and accommodate increased in-person visits. The budget also includes two new Accounting Assistant positions and one new Elections Specialist to support essential administrative activities.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

Pierce County 2022-23 Biennial Budget

— 24,836,989 34,424 174,968 1,007,449 54,670 (110) — 26,108,390

2020-21 Budget (5,854,840) 25,342,730 500 908,330 1,059,060 582,410 — 1,229,830 23,268,020

2022-23 Budget 3,742,510 28,964,290 500 110,000 949,000 12,000 — — 33,778,300

Absolute Change 9,597,350 3,621,560 — (798,330) (110,060) (570,410) — (1,229,830) 10,510,280

Percent Change (163.9) 14.3 — (87.9) (10.4) (97.9) — (100.0) 45.2

111

Auditor

EXPENDITURES 2018-19 Actual 7,164,409 3,190,151 447,124 9,865,474 1,211,796 34,118 455,048 22,368,121

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 8,373,770 3,641,550 547,460 9,346,720 205,350 357,480 795,690 23,268,020

2022-23 Budget 9,466,570 3,816,020 195,410 9,902,300 118,000 — 10,280,000 33,778,300

Absolute Change 1,092,800 174,470 (352,050) 555,580 (87,350) (357,480) 9,484,310 10,510,280

Percent Change 13.1 4.8 (64.3) 5.9 (42.5) (100.0) 1,192.0 45.2

2022-23 Budget

Absolute Change (651,340) 239,180 10,022,960 840 239,960 658,680 10,510,280

Percent Change (100.0) 3,065.2 78.7 1.6 3.6 20.8 45.2

PROGRAM EXPENDITURES Animal Control Services Auditor Cost Pools Election Services Legal Document Services Licensing Services Recording Services Total

2021 FTE — 4.92 12.90 0.18 21.50 11.55 51.05

2023 FTE — 6.37 13.90 0.18 22.00 11.60 54.05

2020-21 Budget 651,340 7,800 12,727,610 52,840 6,668,420 3,160,010 23,268,020

— 246,980 22,750,570 53,680 6,908,380 3,818,690 33,778,300

STAFFING SUMMARY Auditor Deputy Auditor Accounting Assistant Asst to the Auditor Computer Sys Business Analyst Elections Clerk Elections Specialist Elections Supervisor Fiscal Services Manager Licensing Compliance Officer Program Manager Recording/Licensing Supervisor Recording/Licensing Tech Animal Control Support Technician Office Assistant Total

112

2018 FTE 1.00 1.00 1.00 1.00 0.50 4.00 7.00 1.00 1.00 1.00 2.00 2.00 24.80 1.00 1.00 49.30

2019 FTE 1.00 1.00 2.00 1.00 0.50 4.00 6.00 1.00 1.00 1.00 2.00 2.00 26.05 1.00 1.00 50.55

2020 FTE 1.00 1.00 2.00 1.00 0.50 4.00 6.00 1.00 1.00 2.00 2.00 2.00 27.55 — — 51.05

2021 FTE 1.00 1.00 2.00 1.00 0.50 4.00 6.00 1.00 1.00 2.00 2.00 2.00 27.55 — — 51.05

2022 FTE 1.00 1.00 4.00 1.00 0.50 4.00 7.00 1.00 1.00 2.00 2.00 2.00 27.55 — — 54.05

2023 FTE 1.00 1.00 4.00 1.00 0.50 4.00 7.00 1.00 1.00 2.00 2.00 2.00 27.55 — — 54.05

Pierce County 2022-23 Biennial Budget

Auditor

PERFORMANCE MEASURES Mission: Conduct honest and accurate elections; maintain the integrity and accessibility of the public record; and provide efficient licensing services.

Priority

Objective

Activity

Effective Government

Accountability for Results

Voter registration marketing campaign

Effective Government

Customer-focused Services

b. c.

Effective Capacity monitoring Online services

Effective Government

Talented and Diverse Employees

Workforce race/ethnicity diversity

Measure

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Percent of ballots returned as undeliverable

1.54%

.62%

1.25%

Effective capacity of operations (no in-person services 2020-2021)

93%

—

95%

Percent of backfile images available online for staff access

25%

50%

100%

Percent of backfile images available online for public access

25%

50%

100%

Percent of applicants interviewed who self-identify as a person of color (target reflects County population parity)

60%

33%

34%

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure Recording Documents Recorded Excise Tax Affidavits Processed Maps Recorded Licensing Marriage Applications/Certificates Business Licenses Issued Passport Applications Processed Pet Licenses 1 Vehicle Transactions, Countywide Vehicle Transactions, Auditor Staff Elections Registered Voters 2 Elections Conducted Districts Participating in Elections Administration Public Records Requests

2018 Actual

2019 Actual

2020 Actual

199,712 33,135 1,189

211,089 31,797 1,305

276,527 32,150 1,158

300,000 33,600 1,320

270,000 33,000 1,310

243,000 32,000 1,300

Each 12,807 Each 652 Each 12,988 Each 18,532 Each 1,128,862 Each 193,470

12,140 704 15,414 14,776 1,120,191 171,623

11,269 395 3,844 13,269 1,119,244 87,931

11,300 450 8,000 13,600 1,160,000 65,000

12,000 500 16,000 14,000 1,155,000 150,000

13,000 550 16,000 14,500 1,150,000 150,000

Each Each Each

Voter Each Each

564,542 4 31

570,536 3 90

619,701 5 24

623,000 3 91

672,700 4 28

699,500 4 91

Each

354

325

250

County Pet Licenses sold only. Excludes Pet Agents 2019 forward.

Registered Voters include active and inactive.

Pierce County 2022-23 Biennial Budget

113

Auditor

PERFORMANCE RATIOS Recording and Excise Transactions per Employee 30,000

Recording and Excise Cost per Transaction $10.00

21,738

20,822

22,826

22,199

22,131

22,328

$8.00

$7.20

$7.97

$7.90

$7.65 $6.54

20,000

$7.08

$6.00 $4.00

10,000

$2.00 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of recording and licensing transactions per recording/licensing employee increased 2.7%. The ten year average is 22,086.

$0.00 2012

41,428

42,351

44,974

47,545

51,642

2017

2019

2020

2021

From 2012 to 2021 the cost per recording/licensing transaction decreased 1.7%. The ten year average is $7.57.

Voter Record Maintenance Cost per Registered Voter

Voters per Employee 60,000

2015

51,917

$4.00 $3.00

40,000

$3.54 $2.99 $2.59

$2.50

$2.35

2019

2020

$2.15

$2.00 20,000 $1.00 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of registered voters per regular employee assigned to the Elections/Voter Registration program increased 25.3%. The ten year average is 45,560.

$0.00 2012

2015

2017

2021

From 2012 to 2021 the cost per registered voter for voter registration expenditures decreased 17.1% after adjusting for inflation. The ten year average is $2.81.

Licenses Cost per Transaction

Licenses Issued per Staff 30,000 25,000

$16.00

22,718 19,448

20,000 15,000

$11.49

$12.00

15,388

14,589 11,298

10,928

$8.00

$14.55

$13.23

$7.91

$8.55

2012

2015

$10.54

10,000 $4.00

5,000

$0.00

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of vehicle licenses issued per staff decreased 51.9%. The ten year average is 16,755.

114

2017

2019

2020

2021

From 2012 to 2021, the vehicle licenses cost per transaction increased 83.9%. The ten year average is $10.31. Pierce County 2022-23 Biennial Budget

ELECTION STABILIZATION FUND Special Revenue Fund

Summary:

The Election Stabilization Fund was established by Ordinance No. 2014-76s2. The purpose of this special revenue fund is to collect funds to be used to minimize the year to year fluctuation in the General Fund net election costs (election expenditures minus related reimbursement revenues). Election costs and related reimbursement revenues vary greatly from year to year with large swings occurring over a four-year cycle. The fourth year of the cycle, the Presidential Election year, has the largest expenditure and lowest reimbursement revenue. The plan is to budget a consistent amount for election expenditures in the General Fund. In years when the reimbursement revenue is higher, causing the County share of expenditures to be lower, monies will be transferred from the General Fund into the Election Stabilization Fund. In years when revenue is low, monies will be transferred back from the Election Stabilization Fund into the General Fund to help fund expenditures.

Budget Highlights:

The 2022-23 biennial budget for the Election Stabilization Fund does not anticipate any activity in the biennium. This fund will have activity in the 2024-25 Biennium in preparation for the 2024 Presidential Election.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Transfers In Total

— — —

2020-21 Budget 700,000 500,000 1,200,000

2022-23 Budget — — —

Absolute Change (700,000) (500,000) (1,200,000)

Percent Change (100.0) (100.0) (100.0)

— —

Absolute Change (1,200,000) (1,200,000)

Percent Change (100.0) (100.0)

EXPENDITURES 2018-19 Actual Transfers Out Total

Pierce County 2022-23 Biennial Budget

— —

2020-21 Budget 1,200,000 1,200,000

2022-23 Budget

115

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116

Pierce County 2022-23 Biennial Budget

ELECTIONS EQUIPMENT REPLACEMENT FUND Special Revenue Fund

Summary:

The Elections Equipment Replacement Fund was established in 2011 for the purpose of funding the replacement and maintenance of critical election and voter registration systems. State law requires that the cost of elections and voter registration be borne by the participating jurisdictions (unless grant funded) and provides a framework for the collection of monies in advance of actual expenditures. Participating districts have contributed to this replacement fund as a minor portion of their overall elections’ costs.

Budget Highlights:

The 2022-23 biennial budget is 17.1%, or $210,000, above the prior biennium. The increase reflects support for the annual maintenance of elections-related systems.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Transfers In Total

— 558,104 202,030 760,134

2020-21 Budget 427,470 540,000 255,870 1,223,340

2022-23 Budget 617,920 535,000 280,000 1,432,920

Absolute Change 190,450 (5,000) 24,130 209,580

Percent Change 44.6 (0.9) 9.4 17.1

2022-23 Budget

Absolute Change (24,010) 853,870 (620,280) 209,580

Percent Change (100.0) 147.5 (100.0) 17.1

EXPENDITURES Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 6,480 251,438 237,835 495,753

2020-21 Budget 24,010 579,050 620,280 1,223,340

— 1,432,920 — 1,432,920

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Pierce County 2022-23 Biennial Budget

COMMUNICATIONS General Fund

Summary:

The Communications Department administers the internal and external County communications programs and assists with department communication activities, providing for countywide coordination and consistency.

Budget Highlights:

The 2022-23 biennial budget for Communications is 12.4%, or $518,100, above the 2020-21 level and includes support for public safety community outreach and human trafficking awareness.

FUNDING SOURCES 2018-19 Actual — 210 54,020 54,230

General Fund Support Charges for Services Revenue Transfers In Total

2020-21 Budget 1,664,370 — 2,519,200 4,183,570

2022-23 Budget 2,654,160 — 2,047,520 4,701,680

Absolute Change 989,790 — (471,680) 518,110

Percent Change 59.5 — (18.7) 12.4

2022-23 Budget 2,881,520 1,033,500 143,740 642,920 4,701,680

Absolute Change 267,380 (200) 81,900 169,040 518,110

Percent Change 10.2 — 132.4 35.7 12.4

2022 FTE 0.94 2.00 10.00 1.00 — — 13.94

2023 FTE 0.94 2.00 10.00 1.00 — — 13.94

EXPENDITURES 2018-19 Actual 969,901 385,131 34,627 246,396 1,636,054

Salaries Benefits Supplies Other Services and Charges Total

2020-21 Budget 2,614,140 1,033,700 61,840 473,880 4,183,570

STAFFING SUMMARY Director - Communications Communications Manager Public Information Specialist Communications Coordinator Communications Specialist IT Technical Writer Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.94 — 1.00 0.94 2.00 — 4.88

2019 FTE 0.94 — 1.00 1.00 2.00 — 4.94

2020 FTE 0.94 1.00 10.00 — 1.00 1.00 13.94

2021 FTE 0.94 1.00 10.00 — 1.00 1.00 13.94

119

Communications

PERFORMANCE MEASURES Mission: Create and implement the most effective and efficient ways to communicate with Pierce County’s internal and external stakeholders.

Priority

Objective

Activity

Effective Government

Customer-Focused Services

Effective Government

Talented and Diverse Employees

a. b. c.

County communications programs Employee recruitment using LinkedIn Internal County communications

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

53%

51%

50%

52%

54%

45.6M

48.7M

55.0M

57.7M

60.5M

Number of undirected contact forms

707

810

840

780

740

Speed of response to Facebook messages, in hours

19.4

15.8

13.5

13.0

12.5

Average pay-per-click

$0.25

$0.26

$0.20

$0.19

$0.18

LinkedIn engagement rate

2.0%

3.7%

4.2%

4.4%

4.6%

Employee satisfaction level

84%

88%

90%

92%

Average monthly Executive Blog page views

5,145

5,375

5,400

5,450

5,500

Measure Percent of website users via mobile device Number of website users

INPUT/OUTPUT MEASURES Unit of Measure Communications Design Projects Events & Speaking Engagements News Releases & Media Relations Press Conferences Held Public Education Campaigns Social Media Engagement/Constituent Taped Council meetings Video & PSA Projects Website Content Writing & Blogs

120

Each Each Each Each Each Each Each Video Pages Each

2018 Actual

2019 Actual

2020 Actual

449 79 542 3 41 3,087,353 200 180 10,328 120

398 57 450 — 11 5,572,120 177 100 13,344 139

698 26 457 — 32 12,584,695 197 197 21,866 149

2021 Estimate

2022 Estimate

550 575 50 55 450 464 — — 25 27 13,045,185 13,697,444 200 200 195 200 30,000 31,500 150 158

2023 Estimate 600 60 487 — 28 14,382,316 200 205 33,075 166

Pierce County 2022-23 Biennial Budget

Communications

PERFORMANCE RATIOS Percent of Total County Employees 0.45%

0.41%

0.40% 0.35% 0.30% 0.25% 0.20% 0.15% 0.10%

0.10%

0.13%

0.16%

2017

2019

0.05% 0.00% 2012

2015

2020

2021

From 2012 to 2021 Communications employees as a percent of all County employees increased 309%. The ten year average is 0.19%.

Pierce County 2022-23 Biennial Budget

Percent of Total County Expenditures 0.20% 0.18% 0.16% 0.14% 0.12% 0.10% 0.08% 0.06% 0.04% 0.02% 0.00%

0.18% 0.13% 0.10%

2012

0.11% 0.09%

0.09%

2015

2017

2019

2020

2021

From 2012 to 2021 Communications expenditures as a percent of total County expenditures increased 81.5%. The ten year average is 0.10%.

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122

Pierce County 2022-23 Biennial Budget

RAINIER COMMUNICATION COMMISSION FUND Special Revenue Fund

Summary:

In 1992, Pierce County and several cities and towns in the County jointly created the Rainier Communications Commission. The primary purpose of the Commission is to share expertise and information related to cable television; to negotiate and obtain franchise agreements with cable television companies which will best serve the public interest; and to administer the cable television franchises. The Commission also plans and develops the shared use of communication systems between members, and advises members regarding public, education, and municipal communications. Funding for these activities is generated from Commission participant fees. In 1997, interested participants of the Commission created a Media Center. The Center is funded through a 25 cents per subscriber franchisee fee and 25 cents per subscriber match from the participating local jurisdictions. The franchisee quarter is restricted to capital purchases for the Media Center. The quarter from local jurisdictions funds the Media Center operations. A special revenue fund has been established with Pierce County for the deposit of all revenues and reimbursements and the accounting of expenditures made from the fund for its different activities.

Budget Highlights:

The 2022-23 biennial budget for Rainier Communication Commission is 14.0%, or $415,000, above the 2020-21 level. This budget includes funding for a new Cable Operations Specialist to support increased video production needs.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Transfers In Total

— 110,088 1,423,001 1,306,662 — 2,839,751

2020-21 Budget 91,270 50,000 1,478,310 1,293,200 52,250 2,965,030

2022-23 Budget (33,560) 100,000 1,993,020 1,320,900 — 3,380,360

Absolute Change (124,830) 50,000 514,710 27,700 (52,250) 415,330

Percent Change (136.8) 100.0 34.8 2.1 (100.0) 14.0

2022-23 Budget 1,453,270 533,210 195,440 562,040 636,400 3,380,360

Absolute Change 332,370 109,400 12,840 (182,680) 143,400 415,330

Percent Change 29.7 25.8 7.0 (24.5) 29.1 14.0

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,068,279 402,594 188,274 584,077 885,093 3,128,317

2020-21 Budget 1,120,900 423,810 182,600 744,720 493,000 2,965,030

123

Rainier Communication Commission Fund

STAFFING SUMMARY Dir - Communications Cable Operations Specialist PCTV Communications Manager Production Coordinator Communications Coordinator Total

2018 FTE 0.06 4.00 1.00 1.00 0.06 6.12

2019 FTE 0.06 4.00 1.00 1.00 — 6.06

2020 FTE 0.06 4.00 1.00 1.00 — 6.06

2021 FTE 0.06 4.00 1.00 1.00 — 6.06

2022 FTE 0.06 5.00 1.00 1.00 — 7.06

2023 FTE 0.06 6.00 1.00 — — 7.06

PROJECT SUMMARY Funding Sources

Program (Fee Base) Rainier Cable Commission - Restricted Capital Rainier Communication Commission Fund Total

124

2022-23 Budget 927,400 2,452,960 3,380,360

Fund Balance (74,020) 40,460 (33,560)

Cable Grants and Franchise Fee Entitlements — 1,001,420 1,320,900 991,600 1,320,900 1,993,020

Video Projects — 100,000 100,000

Pierce County 2022-23 Biennial Budget

COUNTY COUNCIL General Fund

Summary:

Budget Highlights:

The County Council is the legislative branch of Pierce County government and is the policy-determining body of the County, as provided by the County Charter. The County Council has all powers of the County not otherwise reserved to the people, the County Executive, or general law. The County Council may adopt comprehensive plans and regulations affecting the present and future development of the County. For 2021, the Pierce County Councilmembers and the districts they represent are: Dave Morell

District #1

East Pierce County, including Buckley, Wilkeson, Carbonado, Bonney Lake, South Prairie, Orting, Greenwater, and South Hill.

Hans Zeiger

District #2

Browns Point, Dash Point, Fife, Edgewood, Lakeland, Milton, Northeast Tacoma, Pacific, Puyallup, Sumner, and the Port of Tacoma.

Amy Cruver

District #3

Ashford, Elbe, Eatonville, Elk Plain, Frederickson, Graham, Spanaway, Harts Lake, Lacamas, McKenna, and Roy.

Ryan Mello

District #4

Most of Northern and Central Tacoma, including the downtown corridor, the Tacoma Hilltop area, a portion of South Tacoma, Fircrest, Port of Tacoma, and University Place.

Marty Campbell

District #5

Parkland, Midland, Spanaway, North Clover Creek/Collins, Summit-Waller, Summit View, and parts of Tacoma’s Eastside and South End.

Jani Hitchen

District #6

Western Pierce County, including Lakewood, Parkland, Steilacoom, Dupont, Joint Base Lewis McChord, and Anderson and Ketron Islands.

Derek Young

District #7

Gig Harbor and Key Peninsula, North Tacoma, West Tacoma (North of University Place and West of SR-16), Fox Island, McNeil Island, and the Town of Ruston.

The 2022-23 biennial budget for the County Council is 1.9%, or $246,000, above the prior biennium and maintains current service levels.

Pierce County 2022-23 Biennial Budget

125

County Council

FUNDING SOURCES 2018-19 Actual General Fund Support Miscellaneous Revenue Transfers In Total

— 31 — 31

2020-21 Budget 13,127,250 — 500 13,127,750

2022-23 Budget 13,374,060 — — 13,374,060

Absolute Change 246,810 — (500) 246,310

Percent Change 1.9 — (100.0) 1.9

2022-23 Budget 8,085,700 2,605,840 69,360 2,613,160 13,374,060

Absolute Change 671,430 (183,970) — (241,150) 246,310

Percent Change 9.1 (6.6) — (8.4) 1.9

2022 FTE 7.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 — — — — — — — 34.00

2023 FTE 7.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 — — — — — — — 34.00

EXPENDITURES 2018-19 Actual 6,007,110 2,241,358 67,612 1,672,804 9,988,884

Salaries Benefits Supplies Other Services and Charges Total

2020-21 Budget 7,414,270 2,789,810 69,360 2,854,310 13,127,750

STAFFING SUMMARY Councilmember Assistant Clerk Assistant Policy Analyst Associate Clerk Chief Counsel Chief of Staff Clerk to the Council Code and Legal Clerk Communications Coordinator Communications Manager Councilmember Assistant IT and Operations Coordinator Policy Analyst Principal Policy Analyst Senior Budget Analyst Senior Clerk Senior Policy Analyst Council Administrative Council Research Deputy Clerk Senior Legal Analyst Senior Legislative Analyst Legislative Analyst Council Administrator Total

126

2018 FTE 7.00 — — — — 1.00 1.00 — — — 7.00 — — — — — — 5.00 1.00 1.00 1.00 5.00 1.00 1.00 31.00

2019 FTE 7.00 — — — 1.00 1.00 1.00 — — — 7.00 — — — — — — 5.00 1.00 1.00 1.00 5.00 1.00 — 31.00

2020 FTE 7.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 — — — — — — — 34.00

2021 FTE 7.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 — — — — — — — 34.00

Pierce County 2022-23 Biennial Budget

County Council

PERFORMANCE RATIOS Percent of Total County Employees 1.25%

Percent of Total County Expenditures 0.80%

1.03%

1.04%

1.01%

1.00%

1.04%

1.00% 0.60%

0.75%

0.58%

0.59%

0.61%

0.57% 0.40%

0.40%

0.47%

0.50% 0.20%

0.25%

0.00%

0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 County Council employees (including elected officials) as a percent of all County employees decreased 1.3%. The ten year average is 1.0%.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 County Council expenditures as a percent of total County expenditures decreased 18.7%. The ten year average is 0.55%.

County Council Staff per 100,000 Residents 4.0

3.5

3.4

3.5

2012

2015

2017

2019

3.7

3.6

2020

2021

3.0 2.0 1.0 0.0

From 2012 to 2021 the number of County Council staff (including elected officials) per 100,000 County residents increased 1.7%. The ten year average is 3.5.

Pierce County 2022-23 Biennial Budget

127

County Council This page is intentionally left blank.

128

Pierce County 2022-23 Biennial Budget

COUNTY EXECUTIVE General Fund

Summary:

The Pierce County Charter established the position of County Executive to serve as the Chief Executive Officer of the County. Accordingly, the Executive’s Office is responsible for the supervision and management of the executive branch of County government. More specifically, these duties and responsibilities include supervision and management of all County administrative operations including, but not limited to, staffing, expenditures, and procedures; strategic direction for County services; and execution, enforcement, and support of Pierce County policy and state/federal statutes. In addition, the County Executive prepares and presents statements of governmental affairs of the County; prepares and presents to the County Council budgets and budget messages setting forth proposals for County operations during the succeeding two fiscal years; and prepares comprehensive plans including, but not limited to, capital improvement and economic development plans. The Office also executes all claims, deeds, contracts, and other instruments on behalf of the County, conducts reviews and evaluations, and presents reports to the County Council on the performance of County administrative offices, departments, boards, and commissions.

Budget Highlights:

The 2022-23 biennial budget for the County Executive is 13.9%, or $747,000, above the 2020-21 level. The budget reallocates 0.75 FTEs from other funds to the County Executive’s budget.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— — 1 71 62,697 62,769

2020-21 Budget 5,388,480 — — — — 5,388,480

2022-23 Budget 6,135,290 — — — — 6,135,290

Absolute Change 746,810 — — — — 746,810

Percent Change 13.9 — — — — 13.9

2022-23 Budget 3,990,700 1,041,600 18,600 1,084,390 6,135,290

Absolute Change 444,090 (79,900) — 382,620 746,810

Percent Change 12.5 (7.1) — 54.5 13.9

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 3,023,271 972,624 16,136 489,287 4,501,319

2020-21 Budget 3,546,610 1,121,500 18,600 701,770 5,388,480

129

County Executive

STAFFING SUMMARY County Executive Deputy Exec/Chief Operating Officer Chief of Staff Executive Administrative Service Mgr Executive Counsel Executive Assistant Executive Office Assistant Senior Counsel Strategic Advisor Deputy Chief Operating Officer Director of Constituent Services Executive Budget Analyst Senior Counsel for Behavioral Health Senior Counsel for Justice Services Senior Counsel for Tribal Relations Strategic Advisor for Econ Dev Director of Justice Services Executive Aide Social Service Admin Mgr Total

130

2018 FTE 1.00 0.50 — — — 1.00 1.00 1.00 — 1.00 1.00 1.00 1.00 — — 1.00 1.00 0.50 0.50 11.50

2019 FTE 1.00 1.00 — — — 1.00 2.00 1.00 — 1.00 1.00 1.00 1.00 1.00 0.25 1.00 — — — 12.25

2020 FTE 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.25 3.00 — — — — — — — — — — 12.25

2021 FTE 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.25 3.00 — — — — — — — — — — 12.25

2022 FTE 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 — — — — — — — — — — 13.00

2023 FTE 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 — — — — — — — — — — 13.00

Pierce County 2022-23 Biennial Budget

County Executive

PERFORMANCE RATIOS Percent of Total County Employees 0.39%

0.40% 0.35% 0.30%

0.29%

0.39%

Percent of Total County Expenditures 0.30% 0.25%

0.29%

0.27% 0.24% 0.21%

0.20%

0.25% 0.20%

0.15%

0.10%

0.20% 0.17%

0.19%

0.05%

0.00%

0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Executive Office employees as a percent of all County employees increased 31.1%. The ten year average is 0.33%.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 Executive Office expenditures as a percent of total County expenditures decreased 11.0%. The ten year average is 0.21%.

Executive Staff per 100,000 Residents 1.40 1.20

1.10

1.03

1.05

2015

2017

1.38

1.36

2019

2020

1.34

1.00 0.80 0.60 0.40 0.20 0.00 2012

2021

From 2012 to 2021 the number of Executive Office staff (including elected officials) per 100,000 County residents increased 21.4%. The ten year average is 1.18%.

Pierce County 2022-23 Biennial Budget

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Pierce County 2022-23 Biennial Budget

COVID-19 AMERICAN RESCUE PLAN FUND Special Revenue

Summary:

The American Rescue Plan Act (ARPA) was signed into law by President Biden on March 11, 2021 and includes $65.1 billion in direct aid to counties in America. Pierce County was allocated $175.8 million in pandemic response and recovery funding and received the first tranche, $87.9 million, on May 19, 2021. The second tranche of funding is anticipated to be received in May 2022.

Budget Highlights:

The 2022-23 biennial budget is 69.3%, or $61.1 million, above the 2020-21 level. American Rescue Plan Act funds will be used to address homelessness and affordable housing in Pierce County, assist small businesses with recovery from the pandemic, and continue the County’s public health emergency response. The budget includes the addition of an Accounting Assistant and Planner to assist with implementation of the Broadband and Sewer/Municipal Partnership programs.

FUNDING SOURCES 2018-19 Actual Intergovernmental Revenue Transfers In Total

— — —

2020-21 Budget 88,009,300 249,300 88,258,600

2022-23 Budget 149,395,000 — 149,395,000

Absolute Change 61,385,700 (249,300) 61,136,400

Percent Change 69.7 (100.0) 69.3

2022-23 Budget 149,395,000 149,395,000

Absolute Change 61,136,400 61,136,400

Percent Change 69.3 69.3

EXPENDITURES 2018-19 Actual Other Services and Charges Total

— —

2020-21 Budget 88,258,600 88,258,600

STAFFING SUMMARY Accounting Assistant Planner Total

Pierce County 2022-23 Biennial Budget

2018 FTE — — —

2019 FTE — — —

2020 FTE — — —

2021 FTE — — —

2022 FTE 1.00 1.00 2.00

2023 FTE 1.00 1.00 2.00

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Covid-19 American Rescue Plan Fund This page is intentionally left blank.

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Pierce County 2022-23 Biennial Budget

ECONOMIC DEVELOPMENT General Fund

Summary:

The Economic Development Department focuses on diversifying and growing the County’s economic base and making improvements to the business climate. Specific objectives are to increase per capita earnings, employment opportunities, and investment by retaining and attracting business and industry, and fostering an environment that encourages formation of new companies and economic growth. Elements of the work program include providing technical assistance directly to businesses; planning, marketing, and outreach to jurisdictions; and special project coordination, project development, and implementation of emergent program opportunities. In addition, the Department works collaboratively with partners in key areas such as business financial assistance (working with the Pierce County Community Development Corporation and the Pierce County Community Investment Corporation) and marketing (working with the Economic Development Board, the Trade Development Alliance, the Tacoma Regional Convention and Visitors Bureau, and others). The Arts and Cultural Services program provides arts services to County residents. Specific goals are to provide increased access for students to the performing, visual, and literary arts, particularly where such services are limited or unavailable, and to celebrate artistic achievements, specifically of student and adult artists.

Budget Highlights:

The 2022-23 biennial budget for Economic Development is 92.5%, or $46.7 million, below the 2020-21 level. The 2020-21 Biennium reflects the distribution of CARES Act funding into the community. The 2022-23 budget continues support for Economic Development programs.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— — 7,250 — 7,250

2020-21 Budget 7,354,510 6,000 — 43,110,590 50,471,100

2022-23 Budget 3,771,090 6,000 — — 3,777,090

Absolute Change (3,583,420) — — (43,110,590) (46,694,010)

Percent Change (48.7) — — (100.0) (92.5)

135

Economic Development

EXPENDITURES 2018-19 Actual 1,344,986 507,152 17,698 681,748 9,774 150,000 2,711,358

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Transfers Out Total

2020-21 Budget 1,522,920 596,510 3,517,110 44,815,560 19,000 — 50,471,100

2022-23 Budget 1,687,710 588,380 44,500 1,437,500 19,000 — 3,777,090

Absolute Change 164,790 (8,130) (3,472,610) (43,378,060) — — (46,694,010)

Percent Change 10.8 (1.4) (98.7) (96.8) — — (92.5)

2022-23 Budget 187,720 160,960 100,000 3,328,410 — 3,777,090

Absolute Change 14,000 (640) (50,000) (39,530,870) (7,126,500) (46,694,010)

Percent Change 8.1 (0.4) (33.3) (92.2) (100.0) (92.5)

PROGRAM EXPENDITURES 2021 FTE Aerospace/Key Industry Recruitment Arts Economic Development Economic Development Allocation Pool Small Business Loans Total

— — — 7.50 — 7.50

2023 FTE — — — 7.50 — 7.50

2020-21 Budget 173,720 161,600 150,000 42,859,280 7,126,500 50,471,100

STAFFING SUMMARY Director - Economic Development Deputy Director Administrative Assistant Economic Dev Specialist Economic Dev Specialist Sr Spec Asst/Exec Business Office Assistant Administrative Program Manager Loan Officer Total

136

2018 FTE 1.00 — — 1.00 1.00 1.00 0.88 1.00 1.00 6.88

2019 FTE 1.00 — — 1.00 1.00 1.00 0.88 1.00 1.00 6.88

2020 FTE 1.00 1.00 1.00 1.50 1.00 1.00 1.00 — — 7.50

2021 FTE 1.00 1.00 1.00 1.50 1.00 1.00 1.00 — — 7.50

2022 FTE 1.00 1.00 1.00 1.50 1.00 1.00 1.00 — — 7.50

2023 FTE 1.00 1.00 1.00 1.50 1.00 1.00 1.00 — — 7.50

Pierce County 2022-23 Biennial Budget

Economic Development

PERFORMANCE MEASURES Mission: Support a business environment that provides the foundation of a jobs-based economy in Pierce County.

Priority

Objective

Entrepreneurial Climate

Activity a.

Skilled Workforce

b. c. d. e.

Jobs and Entrepreneurship

Workforce Central Pre-apprenticeship Training Program Executive Priority Projects Business retention & expansion Invest Pierce County Increase hotel inventory & jobs

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

165

225

500

600

$50.1M

$119M

$65M

$100M

$75M

4.1%

6.4%

3.5%

5.5%

Total Tourism Promotion Area (TPA) and Lodging Tax (LTAC) revenue

$4.02M

$2.77M

$4.43M

$3.16M

$3.56M

InvestPierceCounty.com website usage

10,000

4,740

5,000

2021 Estimate

2022 Estimate

2023 Estimate

100 1,000 200 1 5 25

75 500 150 1 5 25

Measure Number of new jobs from Executive Priority projects Change in assessed value from Executive Priority projects Industrial vacancy rate

InvestPierceCounty.com partners

INPUT/OUTPUT MEASURES Unit of Measure Economic Development Professional Outreach Business Tech Assistance Business Tech Assistance Cases CDC/CD Contract Loan Portfolio Community Art Grants Special Initiatives

Pierce County 2022-23 Biennial Budget

Meetings Contacts Cases Loans Grants Projects

2018 Actual 35 525 16 6 9 22

2019 Actual 50 480 15 2 11 25

2020 Actual 150 4,975 2,488 2 5 25

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Pierce County 2022-23 Biennial Budget

TOURISM PROMOTION AREA FUND Special Revenue Fund

Summary:

The Pierce County Tourism Promotion Area (TPA) was established by the County Council via Ordinance No. 2009-110s at the request of lodging facilities in Pierce County. RCW 35.101 authorized the County to levy special assessments to fund tourism promotion. The County acts as the administrator of funds for unincorporated Pierce County and the cities of Tacoma, Lakewood, Puyallup, DuPont, Fife, Gig Harbor, and Sumner via an interlocal agreement established by the affected communities. The County Council created the Tourism Promotion Area Hotel Commission to provide an annual business plan for the TPA and to recommend the distribution of revenues received into the fund. The Commission consists of representatives from participating lodging facilities and government officials. The TPA is funded in its entirety by a special assessment paid by the operators of qualifying lodging facilities throughout the County.

Budget Highlights:

The 2022-23 biennial budget for the Tourism Promotion Area Fund is 8.4%, or $260,000, below the 2020-21 budget and reflects anticipated revenues available in 2022-23.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Total

— 2,891,316 4,127 2,895,443

2020-21 Budget 123,540 2,978,440 — 3,101,980

2022-23 Budget 377,330 2,465,000 — 2,842,330

Absolute Change 253,790 (513,440) — (259,650)

Percent Change 205.4 (17.2) — (8.4)

2022-23 Budget 111,320 45,760 — 2,685,250 2,842,330

Absolute Change 25,290 8,750 — (293,690) (259,650)

Percent Change 29.4 23.6 — (9.9) (8.4)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 12,451 3,568 146 2,873,214 2,889,380

2020-21 Budget 86,030 37,010 — 2,978,940 3,101,980

139

Tourism Promotion Area Fund

STAFFING SUMMARY Economic Development Specialist Total

140

2018 FTE — —

2019 FTE 0.50 0.50

2020 FTE 0.50 0.50

2021 FTE 0.50 0.50

2022 FTE 0.50 0.50

2023 FTE 0.50 0.50

Pierce County 2022-23 Biennial Budget

TOURISM PROMOTION AND CAPITAL FACILITIES FUND Special Revenue Fund

Summary:

The Lodging Tax Advisory Committee (LTAC) recommends funding to promote and encourage tourism in unincorporated Pierce County and 14 of its smaller cities and towns. This fund accounts for proceeds from the 7.0% excise tax on lodging. The tax can be expended for activities designed to increase tourism, including but not limited to advertising, publicizing, or otherwise distributing information for the purpose of attracting and welcoming tourists; developing strategies to expand tourism; operating tourism promotion agencies; acquiring or constructing tourism related facilities; and funding marketing of special events and festivals designed to attract tourists.

Budget Highlights:

The 2022-23 biennial budget for the Tourism Promotion and Capital Facilities Fund is 5.7%, or $247,000, above the 2020-21 level. The budget includes $4.6 million to support tourism activities.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Total

Pierce County 2022-23 Biennial Budget

— 5,084,887 5,084,887

2020-21 Budget 122,060 4,211,010 4,333,070

2022-23 Budget 330,360 4,250,000 4,580,360

Absolute Change 208,300 38,990 247,290

Percent Change 170.7 0.9 5.7

141

Tourism Promotion and Capital Facilities Fund

EXPENDITURES Administration - Tourism Promotion and Capital Facilities Chambers Bay Greens Replacement City of Dupont City of Sumner Convention & Visitors Bureau - LTAC Crystal Mountain Area Marketing DuPont Soccer Complex Friends of American Lake Veteran's Golf Course JBLM Family Morale Welfare & Recreation LeMay Collections LTAC Research Mt Rainier Business Association PC Parks - Chambers Bay PC Parks - Chambers Bay Golf Hole Reconfiguration PC Parks - Chambers Creek Meadow Infrastructure PC Parks - Fantasy Lights Holiday Getaway PC Parks - Sprinker/Spanaway Park Feasibility Study PNGA-Home Course Marketing Point NE Historical Society-Light House/Cottage Signage Puyallup-Sumner Chamber Reserve for Future Projects Sports Commission - LTAC Sumner Downtown Promotion Association - Rhubarb Days Tourism Market Study and Implementation Visit Rainier Total

2018-19 Actual 110,925 450,000 — 99,685 550,415 26,040 149,725 — 441,950 — 35,550 37,775 100,000 80,000 75,000 22,827 65,000 84,047 10,000 26,295 — 155,000 42,250 50,125 742,394 3,355,004

2020-21 Budget 234,710 — 150,000 25,000 315,870 — — 450,000 — 50,000 — — — — — — — 50,000 — — 2,647,500 — — — 409,990 4,333,070

2022-23 Budget 199,360 — — 110,000 250,000 — — — — — — — — — — — — 45,000 — — 3,484,060 — — — 491,940 4,580,360

Absolute Percent Change Change (35,350) (15.1) — — (150,000) (100.0) 85,000 340.0 (65,870) (20.9) — — — — (450,000) (100.0) — — (50,000) (100.0) — — — — — — — — — — — — — — (5,000) (10.0) — — — — 836,560 31.6 — — — — — — 81,950 20.0 247,290 5.7

2021 FTE 0.50 — 0.50

2022 FTE 0.50 — 0.50

STAFFING SUMMARY Economic Development Specialist Office Assistant Total

2018 FTE — 0.12 0.12

2019 FTE 0.50 0.12 0.62

2020 FTE 0.50 — 0.50

2023 FTE 0.50 — 0.50

INPUT/OUTPUT MEASURES Unit of Measure Lodging and TPA Tourism Grants

142

Grants

2018 Actual 15

2019 Actual 99

2020 Actual 11

2021 Estimate

2022 Estimate

2023 Estimate

Pierce County 2022-23 Biennial Budget

1% FOR ARTS CONSTRUCTION FUND Capital Project Fund

Summary:

This fund is used to account for activities financed through the 1% for Arts Program. One percent of the cost of eligible construction projects is set aside for selection, acquisition, execution, display, placement, and maintenance of works of art. The amount budgeted can vary significantly from year to year depending on the funds available and the status of projects. The Arts Commission makes recommendations regarding the activities funded from the 1% for Arts Construction Fund.

Budget Highlights:

The 2022-23 biennial budget for the 1% for the Arts Construction Fund is 69.8%, or $200,000, above the 2020-21 level and reflects available revenues. The budget provides funding to support art projects and associated administrative costs.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Transfers In Total

2020-21 Budget 286,640 — 286,640

— 136,973 136,973

2022-23 Budget 486,640 — 486,640

Absolute Change 200,000 — 200,000

Percent Change 69.8 — 69.8

2022-23 Budget 6,080 1,060 79,500 400,000 486,640

Absolute Change — — — 200,000 200,000

Percent Change — — — 100.0 69.8

2021 Estimate

2022 Estimate

2023 Estimate

EXPENDITURES 2018-19 Actual 296 127 151,646 — 152,068

Salaries Benefits Other Services and Charges Capital Outlays Total

2020-21 Budget 6,080 1,060 79,500 200,000 286,640

INPUT/OUTPUT MEASURES Unit of Measure Arts Construction Percent for Art

Pierce County 2022-23 Biennial Budget

Projects

2018 Actual

2019 Actual 1

—

2020 Actual —

143

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Pierce County 2022-23 Biennial Budget

HUMAN RESOURCES General Fund

Summary:

The Human Resources Department provides a wide range of human resource management services for all County departments and administers a comprehensive merit and performance management system. The Department provides leadership on innovative workforce management strategies. Recruitment and Compensation works with departments to develop and implement recruitment strategies to attract, hire, and retain high performing diverse employees. This team administers the job classification and compensation plan for Pierce County. Civil Service is responsible for the administration of personnel policies and practices for the Sheriff’s Department employees. Employment Support Services plays an essential role in processing new hire on-boarding, off boarding, and employee change activities for the County. Employee Relations is responsible for labor and employee relations matters. This includes countywide collective bargaining, interpretation and compliance with labor agreements, Equal Employment Opportunity Commission, Equal Employment Opportunity, Washington State Human Rights Commission, sexual harassment, discrimination and disciplinary investigations, grievance, unemployment, and Personnel Board and arbitration hearings Organizational Development and Training provides countywide training and learning opportunities that enhance and support employee performance, accountability, and productivity, and strengthen internal communications.

Budget Highlights:

The 2022-23 biennial budget for the Human Resources Department is 12.7%, or $1.3 million, above the 2020-21 level. The budget includes two new positions to support the implementation of a classification and compensation study. The budget also provides resources for the County’s Diversity, Equity, and Inclusion initiative.

Pierce County 2022-23 Biennial Budget

145

Human Resources

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Miscellaneous Revenue Transfers In Total

— — 12,356 — 12,356

2020-21 Budget 9,838,510 600 32,100 707,350 10,578,560

2022-23 Budget 11,248,920 600 32,100 640,560 11,922,180

Absolute Change 1,410,410 — — (66,790) 1,343,620

Percent Change 14.3 — — (9.4) 12.7

2022-23 Budget 6,633,010 2,209,750 121,420 2,958,000 — 11,922,180

Absolute Change 851,960 (63,280) 29,210 525,730 — 1,343,620

Percent Change 14.7 (2.8) 31.7 21.6 — 12.7

2022-23 Budget 830,410 462,630 1,481,270 2,755,720 1,018,110 1,686,320 3,687,720 11,922,180

Absolute Change (248,260) 55,300 (9,490) 178,800 68,990 469,320 828,960 1,343,620

Percent Change (23.0) 13.6 (0.6) 6.9 7.3 38.6 29.0 12.7

EXPENDITURES 2018-19 Actual 4,710,045 1,803,631 228,866 1,448,522 500,000 8,691,064

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 5,781,050 2,273,030 92,200 2,432,270 — 10,578,560

PROGRAM EXPENDITURES Administration Civil Service Employment Support Services Labor and Employee Relations Operations Organizational Development and Equity Talent Management Total

146

2021 FTE 2.00 1.00 7.00 6.80 — 3.00 9.00 28.80

2023 FTE 2.00 1.00 7.00 6.80 — 3.00 11.00 30.80

2020-21 Budget 1,078,670 407,330 1,490,760 2,576,920 949,120 1,217,000 2,858,760 10,578,560

Pierce County 2022-23 Biennial Budget

Human Resources

STAFFING SUMMARY Director - Human Resources Deputy Director - HR/Labor Relations Administrative Assistant Administrative Program Manager Assistant Director - Human Resources Benefits Specialist Chief Examiner Class and Comp Manager Comp and Class Analyst EEO Training/Emp Dev Specialist EEO/ADA Specialist Employee Relations Manager Human Resources Admin Specialist Human Resource Analyst Human Resource Assistant Human Resource Specialist Labor Relations Analyst Office Assistant Recruitment Manager Training and Development Manager Training Coordinator Recruiting Supervisor Computer Sys Business Analyst Program Coordinator Total

Pierce County 2022-23 Biennial Budget

2018 FTE 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 — 1.00 0.80 1.00 1.00 4.00 3.00 — 2.00 1.00 — — 1.00 — 1.00 1.00 25.80

2019 FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 1.00 1.00 3.00 3.00 1.00 3.00 1.00 — 1.00 — 1.00 — — 25.80

2020 FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.80 1.00 1.00 4.00 3.00 — 4.00 1.00 1.00 1.00 1.00 — — — 28.80

2021 FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.80 1.00 1.00 4.00 3.00 — 4.00 1.00 1.00 1.00 1.00 — — — 28.80

2022 FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 0.80 1.00 1.00 4.00 3.00 1.00 4.00 1.00 1.00 1.00 1.00 — — — 30.80

2023 FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 0.80 1.00 1.00 4.00 3.00 1.00 4.00 1.00 1.00 1.00 1.00 — — — 30.80

147

Human Resources

PERFORMANCE MEASURES Mission: Provide our customers with human resource services to attract, hire, develop, and retain an effective, talented, and diverse workforce for Pierce County.

Priority

Objective

Activity

Effective Government

Customer-focused Services

Talented and Diverse Employees

a. b. c. d. e.

Effective Government

Human resources support services Employee recruitment Organizational training & development Employee relations Diversity, Equity, & Inclusion Initiative

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Customer satisfaction rate for Human Resources services

85%

—

85%

—

90%

Percent reduction in processing time on requests for services or benefits related to leave

15%

20%

23%

25%

Percent of Employee Satisfaction

78%

83%

85%

87%

90%

Percent of employees receiving Diversity Training

78%

87%

90%

93%

Percent of leaders receiving Supervisor/Leadership Training

—

63%

70%

75%

Number of Certified Leaders in Pierce County

—

152

200

300

Measure

148

Pierce County 2022-23 Biennial Budget

Human Resources

INPUT/OUTPUT MEASURES Unit of Measure Employment Recruitments Conducted Applications for Job Openings Regular Positions Filled Extra Hire Positions Filled Classification and Salary Studies Support Regular Employee Terminations Regular Employee Termination Rate County Employees at 12/31 Employees Served Employment Assist to the Public Employment Relations Investigations Disciplinary Actions Assisted Grievances (Step 3) Arbitrations Filed Hearings Rep (Unemply/PERC, etc) Collective Bargaining Agreements Equal Employ Opport Complaints ADA Med Req/Proc - Employees FMLA Catastrophic Leave/Shrd Sck Leave Administration/Civil Service/Training Civil Srvc Comm/Pers Brd/Salary Comm Civil Service Commission Personnel Board Salary Commission Public Records Requests Trainings/Hours 1 Events Coordinated/Participants Facilitations/Facilitator Hours 1

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Each Applicants Employees Employees Conducted

296 17,275 355 284 82

323 19,854 339 304 66

295 19,111 309 453 107

400 21,100 400 310 180

350 19,200 350 310 180

Employees

248 9 3,515 4,135 1,350

278 10 3,547 4,124 5,633

220 8 3,714 4,247 2,919

220 6 3,744 4,300 5,700

220 8 3,714 4,350 5,600

220 8 3,714 4,400 5,600

18 85 12 4 2 21 12 92 848 50

21 87 14 3 9 21 20 85 620 43

13 82 11 3 14 22 9 85 882 35

20 85 14 3 2 21 22 95 700 45

20 85 14 3 7 21 20 95 700 45

8 3 1 4 26/392 130/505 2/700 25/42

6 2 — 4 81/875 193/846

8 13 11 6 8 8 1 1 1 1 4 1 59/816 70/980 75/1050 239/1104 396/1721 436/2171 N/A Dissolution of TRAIN 32/50 35/55 40/60

13 8 1 4 80/1120 536/2671

Employees W-2's Email Each Each Each Each Each Each Each Each Each Each Each Each Each Each Each/Hours Trngs/Hrs Evnts/Prtpnt Facil/Hours

30/47

45/65

This figure is a calculation of instructor hours for each training. Trainings and hours are inclusive of instructor time provided via Planning and Public works.

Pierce County 2022-23 Biennial Budget

149

Human Resources

PERFORMANCE RATIOS Percent of Total County Employees 0.94%

1.00% 0.75%

0.70%

0.76%

0.81%

0.94%

Percent of Total County Expenditures 0.60%

0.83%

0.50%

0.45%

0.39%

0.35%

0.50%

0.30%

0.25%

0.15%

0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Human Resources Department employees as a percent of all County regular employees increased 34.3%. The ten year average is 0.81%.

0.00% 2012

$1,294

$1,219

$1,336

$1,464

$1,555

$1,552

$900

600

$600

300

$300

$0 2017

2019

2020

2019

2020

2021

1200 900

2015

2017

County Employees per Human Resource Analyst/Specialist

$1,200

2012

2015

From 2012 to 2021 Human Resources Department expenditures as a percent of all County expenditures decreased 22.7%. The ten year average is 0.45%.

Expenditures per County Employee $1,500

0.53%

0.51%

2021

From 2012 to 2021 Human Resources Department expenditures per County employee increased 20.0% after adjusting for inflation. The ten year average is $1,333.

756

745

2012

2015

764

778

2017

2019

635

2020

2021

From 2012 to 2021 the number of regular County employees per Human Resource Analyst/Specialist decreased 15.9%, excluding Analysts/Specialists doing labor relations, EEO, ADA, and employee training and development work. The ten year average is 758.

Positions Filled per Human Resource Analyst/Specialis 250 201 200 150

141

139

2015

2017

161

150

142

2019

2020

2021

100 50 0 2012

From 2012 to 2021 the number of regular and extra hire positions filled per Human Resource Analyst/Specialist decreased 29.2%. The ten year average is 166. 150

Pierce County 2022-23 Biennial Budget

LIMITED TAX G O BOND REDEMPTION FUND Special Revenue Fund

Summary:

General Obligation Debt This fund is used to accumulate monies for the repayment of the County’s general obligation bonded debt: Limited Tax General Obligation Bonds, 2010 (Taxable Build America Bonds Direct Payment) — The $24,225,000 transportation improvement bonds are serial bonds due in annual installments ranging from $1,040,000 to $1,655,000 plus interest of 1.1% to 5.5%. The bonds qualify for an interest credit payable by the United States Treasury. The final maturity date is August 1, 2029. Financing is provided from the road real estate excise tax, road property taxes, and secured by the General Fund. Bonds maturing on or after August 1, 2021 are callable beginning August 1, 2020 or any interest date thereafter. The outstanding bonds balance on December 31, 2023 is $8,990,000. Limited General Obligation Bonds, 2012 — The $15,195,000 emergency communication system bonds are serial bonds due in annual installments ranging from $1,060,000 to $1,890,000 plus interest of 2.0% to 5.0%. The final maturity date is July 1, 2022 for $1,984,500. Limited Tax General Obligation Bonds, 2013A — The $28,880,000 emergency communication system bonds are serial bonds due in annual installments ranging from $2,025,000 to $3,530,000 plus interest of 2.0% to 5.0%. The 2013A Bonds are not subject to optional redemption prior to their stated maturity dates. The final maturity date is July 1, 2023 for $3,706,500. Limited Tax General Obligation Bonds, 2013B — The $2,150,000 general obligation bonds funding the construction of the Sheriff’s Parkland Precinct are serial bonds due in annual installments ranging from $160,000 to $245,000 plus interest of 2.0% to 3.125%. The final maturity date is July 1, 2023 for $252,656. Limited Tax General Obligation Bonds, 2015A — The $49,775,000 limited tax general obligation refunding bonds are serial bonds due in annual installments ranging from $450,000 to $5,375,000 plus interest of 2.0% to 5.0%. Bonds maturing on or after August 1, 2025 are callable at any time, beginning August 1, 2015. The final maturity date is August 1, 2035. Financing is provided from amounts in the County’s current expense fund, together with any other money of the County legally available to pay debt service on such bonds. The outstanding bonds balance on December 31, 2023 is $22,495,000. Limited Tax General Obligation Bonds, 2015B — The $21,685,000 limited tax general obligation refunding bonds are serial bonds due in annual installments ranging from $160,000 to $2,420,000 plus interest of 2.0% to 5.0%. The 2015B Bonds are not subject to optional redemption prior to their stated maturity dates. The final maturity date is August 1, 2025. Financing is provided from amounts in the County’s current expense

Pierce County 2022-23 Biennial Budget

151

Limited Tax G O Bond Redemption Fund fund, together with any other money of the County legally available to pay debt service on such bonds. The outstanding bonds balance on December 31, 2023 is $4,725,000. Limited Tax General Obligation Bonds, 2019A — The $51,910,000 public safety communications center bonds are serial bonds due in annual installments ranging from $1,630,000 to $4,065,000 plus interest of 3.0% to 5.0%. The final maturity date is December 1, 2036. Financing is provided from the one tenth of one percent retail sales/use tax. The outstanding bonds balance on December 31, 2023 is $43,835,000. Limited Tax General Obligation Bonds, 2019B — The $12,100,000 limited tax general obligation refunding bonds are serial bonds due in annual installments ranging from $1,288,400 to $1,496,500 plus interest of 3.0% to 5.0%. The final maturity date is December 31, 2029. Financing is provided from the road real estate excise tax, road property taxes, and secured by the General Fund. The bonds are for transportation improvements. The outstanding bonds balance on December 31, 2023 is $7,895,000.

152

Pierce County 2022-23 Biennial Budget

Pierce County 2022-23 Biennial Budget 36,000 — 679,080

36,000

38,740,880

Total

Total Bond Payments 775,100

2019B Limited Tax GOB

PWTF Loan-Canyon Rd

2019A Limited GOB

Professional Services

8,376,500

2015B Limited GOB —

—

4,981,210

643,080

— 643,080

8,323,450

2013 Limited Tax GOB

2015A Limited GOB

3,083,150

—

7,923,770

37,929,780

— —

3,257,200

1,984,500

2010 Limited Tax GOB

General Fund Debt Service Account

2012 Limited Tax GOB

General Obligation Bonds

2022-23 Total Expenses

269,980

—

269,980

—

269,980

—

District Court Budget

507,520

—

507,520

—

507,520

—

Sheriff Budget

4,068,150

—

4,068,150

—

4,068,150

—

Corrections Budget

9,400,750

—

9,400,750

—

8,376,500

—

7,416,250

1,984,500

—

Emergency Comm Sales Tax

Funding Source

FINANCIAL SUMMARY

3,257,200

—

3,257,200

3,083,150

—

3,257,200

2nd REET Roads Fund

4,699,950

775,100

—

3,924,850

—

3,924,850

—

County Road Fund

2,907,480

—

2,907,480

—

2,907,480

—

Con. Futures Fund

1,491,120

—

1,491,120

—

1,491,120

—

Park Sales Tax Fund

38,740,880

775,100

36,000

37,929,780

3,083,150

8,376,500

4,981,210

8,323,450

7,923,770

1,984,500

3,257,200

2022-23 Total Revenues

Limited Tax G O Bond Redemption Fund

153

Limited Tax G O Bond Redemption Fund This page is intentionally left blank.

154

Pierce County 2022-23 Biennial Budget

MISCELLANEOUS CURRENT EXPENSE General Fund

Summary:

This account is used to budget specific items financed with General Fund monies, which usually require only a single line-item and do not appropriately fit into an existing department budget.

Budget Highlights:

The 2022-23 biennial budget for Miscellaneous Current Expense is 38.8%, or $11.2 million, above the 2020-21 level. The full list of programs and services supported are shown on the following five pages.

Pierce County 2022-23 Biennial Budget

— 26,418,763 3,000 16,005,353 9,788,736 25,708,097 123,120 434,622,767 4,448,236 517,118,071

2020-21 Budget (513,560,620) 24,178,290 — 15,000,000 10,000,000 20,331,510 8,450,000 463,789,920 661,900 28,851,000

2022-23 Budget (566,812,980) 25,286,450 — 18,730,000 10,000,000 8,019,500 8,450,000 535,681,100 681,400 40,035,470

Absolute Change (53,252,360) 1,108,160 — 3,730,000 — (12,312,010) — 71,891,180 19,500 11,184,470

Percent Change 10.4 4.6 — 24.9 — (60.6) — 15.5 2.9 38.8

155

Miscellaneous Current Expense

EXPENDITURES 2018-19 Actual 144th Street Utility Box Wrap Art Admin Support Expenses Adorned in Grace Aerospace Futures Alliance Airport Hanger Improvement Loan Repayment Airport Tacoma Narrow Match Loan Repayment Amara Anderson Island Community Club Arivva Asia Pacific Cultural Center Associated Ministries - Supportive Services Bacon and Eggs Skatepark Beacon Center Young Adult Center Behavioral Health Flexible Transporation Bethel School District - Homeless Youth Betsy Ross Project Birth to 25 Advisory Board Blue Zone Boat Launch Study Bold Solutions - FYCOES Program Bonney Lake Food Bank Bonney Lake Historical Society Bonney Lake Police Department Buckley Youth Pavilion Center Building Beyond the Walls Canoe Project CCB Deferred Maintenance Celtic Ranch Centers for Strong Families Centro Latino Chambers Bay Golf Events Loan Repayment Chambers Bay Operational Cost Loan Repayment Child Care Resources Homeless Child Subsidy Children's Home Society Citizenship Application Fees City of Buckley City of Buckley (Fire & Rescue) City of Buckley Corporate Boundary Revision City of Dupont City of Federal Way - Fencing City of Lakewood City of Lakewood - Oakbrook Park City of Roy City of Sumner City of Tacoma Fire Department Coastal Conservation Association Coffee Oasis - Tacoma Project Communities for a Healthy Bay

— 8,742,342 7,695 50,000 447,490 800,000 10,000 35,000 — 100,000 — — — 10,000 5,000 268,478 — — 25,000 — — — — — — 25,000 103,891 — 150,000 32,000 1,045,510 1,707,000 — 20,000 — 12,000 8,800 — — — — 37,000 — — — 2,500 25,000 —

2020-21 Budget 10,000 43,740 7,500 50,000 — — 30,000 15,000 140,000 100,000 — — 25,000 40,000 — — 25,000 — — 25,000 75,000 — — — 50,000 — — — 150,000 25,000 — — 50,000 4,250 50,000 — 10,000 100,000 — — 35,000 — 7,500 — 70,000 — 25,000 3,000

2022-23 Budget 10,000 21,190 — 50,000 — — — — 50,000 1,450,000 20,000 15,000 — — — — 146,670 1,000,000 — — 186,000 15,000 15,000 32,000 5,000 — — 10,500 150,000 20,000 — — — 24,000 50,000 — 10,000 — 15,000 10,000 — — — 75,000 — — 25,000 20,000

Absolute Change — (22,550) (7,500) — — — (30,000) (15,000) (90,000) 1,350,000 20,000 15,000 (25,000) (40,000) — — 121,670 1,000,000 — (25,000) 111,000 15,000 15,000 32,000 (45,000) — — 10,500 — (5,000) — — (50,000) 19,750 — — — (100,000) 15,000 10,000 (35,000) — (7,500) 75,000 (70,000) — — 17,000

Percent Change — (51.6) (100.0) — — — (100.0) (100.0) (64.3) 1,350.0 — — (100.0) (100.0) — — 486.7 — — (100.0) 148.0 — — — (90.0) — — — — (20.0) — — (100.0) 464.7 — — — (100.0) — — (100.0) — (100.0) — (100.0) — — 566.7

(Table continued on following page) 156

Pierce County 2022-23 Biennial Budget

Miscellaneous Current Expense

EXPENDITURES Community Services Admin Crystal Mountain - Mt. Rainier Viewpoint Daffodil Festival Dash Point Community Center Debt Registry Costs Digital Signage Solutions - Kiosk Digital Signage Solutions - Licensing District 3 - Unallocated Eatonville Family Agency Emergency Food network Employee Assistance Program Ethics Commission Family Justice Center Family Resource Center Federal Legislative Effort Fife, Milton, Edgewood Chamber of Commerce Fire Protection District #17 Fire Protection District #23 Fire Protection District #25 Fire Protection District #26 Fox Island Chapel Frontier Park Fair Maintenance, Operations and Equip Garfield Street Business Associated Gordon Family YMCA Graduate Tacoma Greater Gig Harbor Foundation Help Me Grow Pierce County HS Admin-Senior Centers Indigent Burials Joint Municiple Action Committee Key Peninsula Bischoff Food Bank Key Peninsula Civic Center Key Peninsula Community Council Key Peninsula Family Resource Center Key Peninsula Partnership Key Peninsula Senior Center Key Peninsula Volunteer Association Lacamas Community Center Lake Tapps Signage Law and Justice Center - Renovations LeMay Collections at Marymount - SpanaPark Senior Lorene's Place II Marion Grange Meat Processing Study Metro Parks Tacoma-Disability Programs Mid-County Senior Center Midland Senior Center Mountainview Community Center

2018-19 Actual 9,704 — — — 4,200 — — — 5,000 — 144,600 7,626 1,128,360 — — 8,250 9,000 52,700 18,800 11,800 — — — — — — — 35,000 90,400 — — 26,654 — 5,000 37,000 15,000 2,500 — — — — — — — 50,000 — 60,000 20,000

2020-21 Budget 10,000 — — 2,000 — 50,000 25,000 — 5,000 6,000 144,600 60,000 1,203,360 6,750 30,000 — 10,000 60,000 35,000 16,000 3,800 25,000 — 5,000 75,000 30,000 150,000 35,000 64,000 5,000 — 30,000 — — 77,200 — — 10,000 5,000 — — — — — 50,000 — — —

2022-23 Budget — 10,000 7,000 — — — — 50,000 — — 144,600 60,000 1,351,240 — — — 10,000 60,000 30,000 16,000 — — 10,000 — — — 400,000 100,000 64,000 — 24,000 30,000 20,000 — 90,000 — — — — 6,500,000 44,000 30,000 10,000 35,000 — 30,000 — —

Absolute Change (10,000) 10,000 7,000 (2,000) — (50,000) (25,000) 50,000 (5,000) (6,000) — — 147,880 (6,750) (30,000) — — — (5,000) — (3,800) (25,000) 10,000 (5,000) (75,000) (30,000) 250,000 65,000 — (5,000) 24,000 — 20,000 — 12,800 — — (10,000) (5,000) 6,500,000 44,000 30,000 10,000 35,000 (50,000) 30,000 — —

Percent Change (100.0) — — (100.0) — (100.0) (100.0) — (100.0) (100.0) — — 12.3 (100.0) (100.0) — — — (14.3) — (100.0) (100.0) — (100.0) (100.0) (100.0) 166.7 185.7 — (100.0) — — — — 16.6 — — (100.0) (100.0) — — — — — (100.0) — — —

(Table continued on following page) Pierce County 2022-23 Biennial Budget

157

Miscellaneous Current Expense

EXPENDITURES 2018-19 Actual Multicultural Child Family Hope Center Mustard Seed Project National Association of Counties Native Awareness Training New Hope Resource Center Next Chapter Next Chapter - Playground and Safety Equipment Next Generation Airports Initiative Northwest Youth Leadership Conference OASI - Admin Costs Opioid Summit and Task Force Orting Senior Center Parable Parkland Business District Study Peace Community Center Pierce County Fair Pierce County Law Library Pierce County Recreational Boat Pumpout Program Pioneer Valley Museum and Ohop Indian Village Point Defiance/Ruston Senior Center Points NE Historical Society Public Safety Memorial Puget Sound Anglers Puget Sound Clean Air Agency Puyallup Fish Hatchery Puyallup Food Bank Puyallup Historical Society Puyallup School District Puyallup Valley VFW #2224 Rain Incubator - Waterversity Rainbow Center Rainier Communications Commission Real Property Purchase Recovery Cafe - Orting Valley Recreational Boating Association of Washington Regional Homeless Initiative Study Retiree Excess Compensation Safe Streets Program SeaMar/Multicare/PNWU/TCC-Behavioral Health Senior Centers Severance Reserve Sheriff Ferry Law Enforcement South Hill Incorporation and Annexation Study South Hill Senior Center South Sound 211 South Sound Manufacturing Industrial Council South Sound Military & Comm Part Spanapark Senior Center

— — 34,355 — — — — — — 2,371 — — — — — 157,350 167,800 — — 15,000 4,000 77,814 — 511,076 8,250 — — — 14,175 — — 1,473,166 1,112,587 — — 19,829 84,378 440,000 — 447,028 68,980 — — 70,000 50,283 25,000 100,000 168,000

2020-21 Budget 3,000 1,000,000 50,000 — 5,000 40,000 — 50,000 — 3,640 95,000 — — — — 151,100 301,150 8,000 — — — 298,000 3,000 547,890 10,000 5,000 — — — — — 1,407,000 — — 250,000 — 130,000 600,000 — 1,100,000 204,680 72,000 — — 236,000 50,000 100,000 —

2022-23 Budget — — 50,000 100,000 — — 10,000 200,000 4,500 3,640 100,000 25,000 10,000 100,000 20,000 302,100 361,130 30,000 50,000 — — — — 563,760 — — 33,000 15,000 5,000 250,000 20,000 1,360,000 — 15,000 250,000 — 130,000 600,000 500,000 1,100,000 200,000 72,000 175,000 — — — 100,000 106,000

Absolute Change (3,000) (1,000,000) — 100,000 (5,000) (40,000) 10,000 150,000 4,500 — 5,000 25,000 10,000 100,000 20,000 151,000 59,980 22,000 50,000 — — (298,000) (3,000) 15,870 (10,000) (5,000) 33,000 15,000 5,000 250,000 20,000 (47,000) — 15,000 — — — — 500,000 — (4,680) — 175,000 — (236,000) (50,000) — 106,000

Percent Change (100) (100) — — (100) (100) — 300 — — 5 — — — — 100 20 275 — — — (100) (100) 3 (100) (100) — — — — — (3) — — — — — — — — (2) — — — (100) (100) — —

(Table continued on following page) 158

Pierce County 2022-23 Biennial Budget

Miscellaneous Current Expense

EXPENDITURES 2018-19 Actual Springbrook Connections SSMIC - TacomaTideflats Economic Impact Study Step by Step Sumner Community Food Bank Tacoma Arts Live - Facility Upgrades Tacoma Arts Live Tacoma Community Boat Builders Tacoma Community House Tacoma Farmers Market Tacoma Pierce County Youth Boxing Club Tacoma Recovery Cafe Tacoma Refugee Choir Tacoma Schools Housing Assistant Program Tacoma Tool Library Tacoma Tree Foundation Tacoma Urban Native Alliance The Red Barn Association Town of Wilkeson Town of Eatonville Town of Steilacoom Town of Steilacoom - Ferry Public Safety TPCHD Maternal Smoking Cessation Program Traffic Safety Illumination Transfer Out - Abatement Transfer Out - Affordable Housing Doc Recording Fee Transfer Out - Airport Fund Transfer Out - Airport Fund (Thun Field Signage) Transfer Out - Behavioral Health Transfer Out - Blighted Property Transfer Out - Breaking the Cycle Transfer Out - Chambers Bay Fund Transfer Out - County Road Transfer Out - Criminal Justice Transfer Out - Dispute Resolution Transfer Out - Facilities Appraisals Transfer Out - Facilities Management Transfer Out - Fleet Rental Transfer Out - General Services Transfer Out - Historical Preservation Fund Transfer Out - Human Services Transfer Out - Human Services Contract Grant Writer Transfer Out - Human Services Contract Manager Transfer Out - Human Services CQI Transfer Out - Human Services Department Study Transfer Out - Human Services Equity Comm Engage Transfer Out - Human Services Inclement Weather Transfer Out - Human Services Mental Health Crisis Transfer Out - Human Services Stakeholder Outreach

— 25,000 — 14,000 — 44,500 20,000 75,000 — 15,000 — — — — — — 86,470 60,000 44,500 — — — — 674,520 — 500,000 — 2,450,000 75,000 600,000 1,300,000 — 196,000 28,000 60,000 — — 13,360 — 75,000 — — — 25,000 — — — —

2020-21 Budget — — 15,000 5,000 — 73,000 — 10,000 50,000 — 25,000 10,000 156,000 3,000 — — — 10,000 39,000 — 20,000 200,000 40,000 599,520 — 450,000 — 2,400,000 — 600,000 — 65,140 — 56,000 — — — 30,780 — — 200,000 280,000 50,000 — — 10,000 630,000 80,000

2022-23 Budget 30,000 — — — 300,000 — — — 50,000 — — 50,000 — — 20,000 30,000 — 10,000 39,000 15,000 20,000 — — — 169,500 818,510 4,000 2,400,000 2,968,910 600,000 — 403,950 — 56,000 — 527,810 1,167,000 1,760,780 250,000 — 245,260 — — — 300,000 — 630,000 —

Absolute Change 30,000 — (15,000) (5,000) 300,000 (73,000) — (10,000) — — (25,000) 40,000 (156,000) (3,000) 20,000 30,000 — — — 15,000 — (200,000) (40,000) (599,520) 169,500 368,510 4,000 — 2,968,910 — — 338,810 — — — 527,810 1,167,000 1,730,000 250,000 — 45,260 (280,000) (50,000) — 300,000 (10,000) — (80,000)

Percent Change — — (100.0) (100.0) — (100.0) — (100.0) — — (100.0) 400.0 (100.0) (100.0) — — — — — — — (100.0) (100.0) (100.0) — 81.9 — — — — — 520.1 — — — — — 5,620.5 — — 22.6 (100.0) (100.0) — — (100.0) — (100.0)

(Table continued on following page) Pierce County 2022-23 Biennial Budget

159

Miscellaneous Current Expense

EXPENDITURES Transfer Out - Information Technology Transfer Out - Lake Tapps Marine Patrols Transfer Out - Opioid Epidemic Coordination Transfer Out - Parks Sales Tax Transfer Out - Peninsula Parks Transfer Out - Purdy Spit Access Transfer Out - REET Capital Improvement Transfer Out - Solid Waste Sustainability Transfer Out - Veterans Relief Programs Unemployment Compensation United Way of Pierce County GRIT Demonstration Volunteer Luncheon WA Association of County Officials WA State Association of Counties Washington Horsemen Tacoma Unit #1 Washington Soldiers Home - Orting Village Washington Soldiers Home Cemetery Signage Washington State Fair Foundation Water Line Extension - Lakeview Pit Property WDFW ADA Improvements West Pierce County Derelict Vessel Program White River Community Center Wood Stove Program WSAC Coastal Caucus WSAC Timber Analyst Reimb WSU PC Extension - 4H WSU/PLU Healthcare Education and Training Wrkshp Young Life Eatonville Youth Suicide Prevention Coalition YWCA of Pierce County Total

160

2018-19 Actual 350,000 30,000 50,000 49,110 50,000 50,000 — — — 292,642 — 29,266 210,906 201,456 — — — — 250,000 — — — 100,000 5,000 1,976 11,465 — 4,000 33,771 — 28,563,687

2020-21 Budget 2,833,570 60,000 50,000 — — — 8,400,000 80,000 51,230 700,000 — 32,080 — 212,080 3,500 15,000 4,000 — — 30,000 — 10,000 100,000 5,240 3,200 — — 3,500 30,000 5,000 28,851,000

2022-23 Budget 4,425,150 60,000 50,000 — — — — 80,000 51,230 700,000 50,000 32,080 230,520 600,000 30,000 15,000 — 25,000 — — 20,000 — 100,000 5,240 3,200 — 1,250,000 — 30,000 — 40,035,470

Absolute Change 1,591,580 — — — — — (8,400,000) — — — 50,000 — 230,520 387,920 26,500 — (4,000) 25,000 — (30,000) 20,000 (10,000) — — — — 1,250,000 (3,500) — (5,000) 11,184,470

Percent Change 56.2 — — — — — (100.0) — — — — — — 182.9 757.1 — (100.0) — — (100.0) — (100.0) — — — — — (100.0) — (100.0) 38.8

Pierce County 2022-23 Biennial Budget

REAL ESTATE EXCISE TAX FUND Special Revenue Fund

Summary:

The County Council adopted Ordinance No. 2017-51 which amended Chapters 4.24 of the Pierce County Code creating the Real Estate Excise Tax Fund (First REET) and providing more flexibility for capital funding. One quarter of one percent is collected on the sale of real property in unincorporated Pierce County and is deposited in this fund. Revenue generated from the tax can be used solely for financing capital projects specified in Title 19E Pierce County Code, the Capital Facilities Plan Element of the Pierce County Comprehensive Plan, and housing relocation assistance under RCW 59.18.440 and 59.18.450.

Budget Highlights:

The 2022-23 biennial budget for the Real Estate Excise Tax Fund is 115.6% higher than the prior biennium. The budget reflects strong REET receipts in 2020-21 and anticipated revenue in the 2022-23 Biennium. $39.1 million is budgeted to be transferred to the REET Capital Improvement and Surface Water Management Construction Funds to support capital projects in 2022-23.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Total

— 20,325,006 20,325,006

2020-21 Budget (1,052,000) 19,200,000 18,148,000

2022-23 Budget 4,455,470 34,675,320 39,130,790

Absolute Change 5,507,470 15,475,320 20,982,790

Percent Change (523.5) 80.6 115.6

2022-23 Budget 39,130,790 39,130,790

Absolute Change 20,982,790 20,982,790

Percent Change 115.6 115.6

EXPENDITURES Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 18,360,329 18,360,329

2020-21 Budget 18,148,000 18,148,000

161

Real Estate Excise Tax Fund This page is intentionally left blank.

162

Pierce County 2022-23 Biennial Budget

SPECIAL PROJECTS General Fund

Summary:

Special Projects is used to account for unique activities financed with General Fund monies, which are not appropriately placed under any other department, and have more complex accounting than the single line item of Miscellaneous Current Expense. Government Relations coordinates Pierce County’s interactions with elected officials, legislative bodies, and public agencies at the federal, regional, state, and local levels. A formal Performance Audit function was created by Charter amendment in 1996 to evaluate County programs and services. The Pierce County Board of Equalization was created by statute with membership of the Board appointed by the County Executive. The Board’s function is to equalize assessed values of property to reflect the fair and true value. Property Management oversees disposition and use of County owned and tax title properties. The Law and Justice Commission was established to plan and coordinate long range solutions to existing problems in the criminal justice and legal systems. The Drinking Water Supply Program was established to implement a coordinated strategy to protect, preserve, and enhance drinking water resources in Pierce County. The Hearing Examiner conducts hearings on various issues, including appeals of administrative decisions by certain County boards and commissions, and appeals of planning decisions relating to zoning, land use, or variance requests. A fee imposed on all marriage licenses issued in Pierce County is used to fund two Family Services (Domestic Violence) programs: 1) the domestic violence hotline and 2) a shelter through the YWCA. The Outdoor Sports and Recreation Council was established by the Pierce County Council to advise the Council on topics related to the outdoors. Next Generation Airports promotes partnerships to grow the airports, supports business and workforce development, and prepares the airports for the next generation of aviation technology, including electric and hybrid aircraft. Local redistricting, governed by RCW29A.76, happens concurrently with state redistricting. Pierce County’s Redistricting Commission is responsible for evaluating internal districts. Requirements for local redistricting are very similar to state requirements A Law Enforcement Ombuds program, oversight commission, or similar office will be established after review by the Equity Review Committee and adoption by the Council.

Budget Highlights:

The 2022-23 biennial budget for Special Projects is 3.5%, or $122,000, above the 2020-21 level. The budget includes the creation of a Law Enforcement Ombuds program. The specific budget and staffing levels for each project are shown on the following two pages.

Pierce County 2022-23 Biennial Budget

163

Special Projects

FUNDING SOURCES 2018-19 Actual — 1,302,511 141 1,799 42,805 1,347,256

General Fund Support Charges for Services Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Total

2020-21 Budget 2,876,320 638,530 — — — 3,514,850

2022-23 Budget 3,020,300 616,800 — — — 3,637,100

Absolute Change 143,980 (21,730) — — — 122,250

Percent Change 5.0 (3.4) — — — 3.5

2022-23 Budget 1,144,110 423,970 76,980 1,924,040 68,000 3,637,100

Absolute Change 128,980 8,860 — (15,590) — 122,250

Percent Change 12.7 2.1 — (0.8) — 3.5

2022-23 Budget 559,850 361,930 204,470 543,890 527,680 1,049,360 186,920 3,000 200,000 — — — 3,637,100

Absolute Change (6,530) 113,710 470 (600) 880 12,930 3,390 — 200,000 (150,000) (12,000) (40,000) 122,250

Percent Change (1.2) 45.8 0.2 (0.1) 0.2 1.2 1.8 — — (100.0) (100.0) (100.0) 3.5

EXPENDITURES 2018-19 Actual 726,580 273,027 36,076 1,776,664 68,000 2,880,347

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 1,015,130 415,110 76,980 1,939,630 68,000 3,514,850

PROGRAM EXPENDITURES Board of Equalization Drinking Water Supply Family Services Domestic Violence Government Relations Hearing Examiner Performance Audit Property Management Law and Justice Commission Law Enforcement Ombuds Program Next Generation Airports Outdoor Sports and Recreation Council Pierce County Redistricting Commission Total

164

2021 FTE 2.00 0.80 — — — 2.00 0.46 — — — — — 5.26

2023 FTE 2.00 1.30 — — — 2.00 0.46 — — — — — 5.76

2020-21 Budget 566,380 248,220 204,000 544,490 526,800 1,036,430 183,530 3,000 — 150,000 12,000 40,000 3,514,850

Pierce County 2022-23 Biennial Budget

Special Projects

STAFFING SUMMARY Board of Equalization Clerk to the Board Office Assistant Subtotal Performance Audit Council Policy Analyst Council Senior Policy Analyst Council Sr Legislative Analyst Council Legislative Analyst Subtotal Property Management Dir Facilities Management Deputy Dir - Facilities Management Real Property Mgmt Specialist Subtotal Drinking Water Supply Program GIS Specialist Office Assistant Planner Project Manager Clerk to the Board Subtotal Total

2018 FTE

2019 FTE

2020 FTE

2021 FTE

2022 FTE

2023 FTE

1.00 1.00 2.00

— — 1.00 1.00 2.00

— 1.00 1.00 1.00 2.00

1.00 1.00 — — 2.00

0.01 0.05 0.40 0.46

0.15 — 0.55 — 0.15 0.85 5.31

0.15 0.15 0.55 — — 0.85 5.31

0.05 0.15 0.50 0.10 — 0.80 5.26

0.05 0.15 1.00 0.10 — 1.30 5.76

INPUT/OUTPUT MEASURES Unit of Measure Hearing Examiner Hearings Held Property Management Number of Parcels in Inventory Sales Number of Leases Board of Equalization Petitions Reviewed

Pierce County 2022-23 Biennial Budget

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Hearing

147

133

120

Parcel Parcel Lease

717 44 33

674 73 33

631 5 39

626 90 39

544 40 39

517 38 39

Petition

1,096

1,475

1,391

1,200

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Pierce County 2022-23 Biennial Budget

STATE AUDITOR General Fund

Summary:

The State Auditor’s Office has the statutory responsibility to formulate, prescribe, and install uniform accounting systems for local governments and to require the submission of annual financial reports. Examiners from the State Auditor’s Office provide an annual audit of the financial statements, records, and related operations of Pierce County to determine compliance with generally accepted accounting standards and generally accepted governmental accounting principles; determine compliance with federal, state and local constitutions, laws, regulations, guidelines, and policies; and report to the citizens of the state.

Budget Highlights:

The 2022-23 biennial budget for the State Auditor is 10.0%, or $43,000, above the 2020-21 level. The budget accounts for services provided by the State Auditor.

FUNDING SOURCES 2018-19 Actual General Fund Support Total

— —

2020-21 Budget 430,830 430,830

2022-23 Budget 473,960 473,960

Absolute Change 43,130 43,130

Percent Change 10.0 10.0

2022-23 Budget 473,960 473,960

Absolute Change 43,130 43,130

Percent Change 10.0 10.0

EXPENDITURES 2018-19 Actual 318,011 318,011

Other Services and Charges Total

2020-21 Budget 430,830 430,830

INPUT/OUTPUT MEASURES Unit of Measure State Auditor Reimbursement Rate per Hour Total Cost of County Audit % of Audit Paid by General Fund

Pierce County 2022-23 Biennial Budget

Dollars Dollars Percent

2018 Actual

2019 Actual

2020 Actual

93 427,756 40

100 396,590 40

100 606,930 48

2021 Estimate

2022 Estimate

2023 Estimate

113 519,800 45

113 522,510 47

113 519,800 47

167

State Auditor

PERFORMANCE RATIOS Audit Costs as a Percent of Total County Expenditures

$200

0.075% 0.056%

$151 0.052%

0.050%

0.042%

0.048%

$150 0.039% 0.042%

0.025%

$173

$167

2020

2021

$150

$149 $112

$100 $50

0.000%

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 state audit costs as a percent of total County expenditures decreased 24.1%. The ten year average is 0.048%.

168

Audit Costs per County Employee

2012

2015

2017

2019

From 2012 to 2021 state audit costs per County employee increased 11.0% after adjusting for inflation. The ten year average is $148.11.

Pierce County 2022-23 Biennial Budget

TAXPAYER ACCOUNTABILITY FUND Special Revenue Fund

Summary:

The Washington State Legislature passed SB5987 in 2015 to create the Puget Sound Taxpayer Accountability Account (PSTAA) to be funded from a sales and use tax offset fee of 3.25% of total payments made by Sound Transit on the cost of construction projects from “Sound Transit 3” as approved by voters in 2016. State law requires Sound Transit to pay the fee until $518 million in payments have been made to the account. Current estimates are for Pierce County to receive $121.5 million between 2019 and 2035 with most of the money expected between 2028 through 2035. The Taxpayer Accountability Fund was established in 2018 to collect these funds. Counties may use these funds to improve educational outcomes in early learning, K-12, and higher education, including, but not limited to, facilities and programs for children and youth that are low-income, homeless, or in foster care, or other vulnerable populations.

Budget Highlights:

The 2022-23 biennial budget includes $8.7 million in anticipated Puget Sound Taxpayer Accountability funds. Based on recommendations from the Birth to 25 Advisory Committee, the funding will be used to expand capacity in early childhood education and childcare resources.

FUNDING SOURCES 2018-19 Actual Tax Revenue Total

2020-21 Budget — —

— —

2022-23 Budget 8,743,000 8,743,000

Absolute Change 8,743,000 8,743,000

Percent Change — —

— —

2022-23 Budget 8,743,000 8,743,000

Absolute Change 8,743,000 8,743,000

Percent Change — —

EXPENDITURES 2018-19 Actual Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2020-21 Budget — —

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Pierce County 2022-23 Biennial Budget

Finance Summary The Finance section includes budgets for Finance and Performance Management, the COVID-19 Relief Act, Fleet, General Services, Pierce County Fair, Information Technology, and Risk Management. 

Finance functions account for 6.4% of County positions.



The $177.0 million budget represents 6.1% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Intergovernmental Revenue Charges for Services Revenue Court Fines & Penalty Revenue Miscellaneous Revenue Proceeds from Sale of Assests Transfers In General Fund Support Use of Fund Balance Total

649,000 126,589,210 54,000 14,385,050 903,500 10,483,510 19,200,660 4,767,840 177,032,770

0.5 71.5 — 8.1 0.5 5.9 10.8 2.7 100.0

Spending and Staffing 240

400

FTE 54.25 — 4.10 9.50 — 134.16 2.80 1.15 2.40 5.51 2.44 216.31

Page 173 179 181 185 189 191 197 199 201 203 207

350

200

300 160

250 200

120 FTE

Finance & Performance Mgmt - COVID-19 Relief Act - Fleet Rental - General Services Pierce County Fair Information Technology - Auditor's M & O - REET Electronic Technology Medical Self Insurance Self Insurance Fund Workers Compensation Total

Budget 21,708,380 — 12,986,410 12,314,070 583,930 84,335,790 1,917,690 515,810 2,301,380 22,748,660 17,620,650 177,032,770

Millions

2022 - 2023

150

100 40

50 -

2018-19

Pierce County 2022-23 Biennial Budget

2020-21

2022-23

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172

Pierce County 2022-23 Biennial Budget

FINANCE AND PERFORMANCE MANAGEMENT General Fund

Summary:

Finance and Performance Management is responsible for financial planning and budgeting, performance and data analytics, management of revenues and expenditures, preparation of financial reports, and other related fiscal operations of Pierce County government. The Division also serves as treasurer to numerous outside taxing districts. To facilitate effective management of these responsibilities, the Division is organized into five units: Accounting, Administration (which includes the Internal Auditor), Budget and Performance, Procurement and Contract Services, and Treasury.

Budget Highlights:

The 2022-23 biennial budget for Finance and Performance Management is 55.1%, or $26.6 million, below the 2020-21 level. The increase in 2020-21 reflects the distribution of CARES Act funding into the community. The 2022-23 budget includes the transfer of three positions from other departments to continue the countywide consolidation of contract and data analytic services. The budget also includes two new positions for countywide data analysis, and two positions to support the Diversity, Equity, and Inclusion initiative.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— — 247,250 51,557 512,345 1,059 — 812,212

2020-21 Budget 6,770 12,023,810 252,000 54,000 170,200 — 35,849,450 48,356,230

2022-23 Budget — 19,200,660 305,640 54,000 170,200 — 1,977,880 21,708,380

Absolute Change (6,770) 7,176,850 53,640 — — — (33,871,570) (26,647,850)

Percent Change (100.0) 59.7 21.3 — — — (94.5) (55.1)

2022-23 Budget 10,881,960 4,041,790 126,890 6,307,740 50,000 — 300,000 21,708,380

Absolute Change 2,683,580 806,320 (2,258,720) (26,939,830) (1,239,200) — 300,000 (26,647,850)

Percent Change 32.7 24.9 (94.7) (81.0) (96.1) — — (55.1)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 6,654,399 2,650,504 370,900 2,107,597 15,000 — 500,000 12,298,399

2020-21 Budget 8,198,380 3,235,470 2,385,610 33,247,570 1,289,200 — — 48,356,230

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Finance and Performance Management

PROGRAM EXPENDITURES Accounting Budget and Performance Purchasing and Contract Services Support Services Treasury Total

174

2021 FTE 11.00 8.88 11.40 6.58 8.39 46.25

2023 FTE 11.00 14.88 13.40 6.58 8.39 54.25

2020-21 Budget 2,795,830 34,177,880 2,842,730 6,296,960 2,242,830 48,356,230

2022-23 Budget 3,013,420 8,327,330 3,690,390 4,316,240 2,361,000 21,708,380

Absolute Change 217,590 (25,850,550) 847,660 (1,980,720) 118,170 (26,647,850)

Percent Change 7.8 (75.6) 29.8 (31.5) 5.3 (55.1)

Pierce County 2022-23 Biennial Budget

Finance and Performance Management

STAFFING SUMMARY Director of Finance Deputy Director of Finance Asst. Director, Budget & Performance Accountant Accounting Assistant Accounts Payable Supervisor Administrative Assistant Banking and Investment Officer Budget & Performance Administrator Budget & Performance Analyst Chief Accountant Computer Systems Business Analyst Contract and Monitoring Manager Contract Compliance Officer Contracts Coordinator Data Analyst Supervisor Data Analyst & Evaluator DEI Data Analyst & Evaluator Field Agent Finance Operations Supervisor Financial Systems Supervisor Internal Auditor Payroll Assistant Payroll Specialist Payroll Supervisor Procurement and Contracts Specialist Procurement and Gen Serv Manager Procurement and Contract Sr Legal Program Coordinator Revenue and Investment Manager Senior Data Analyst Senior Buyer Budget Analyst Budget Analyst, Senior Budget Manager Contract Compliance Specialist Finance & Perf Mgmt Administrator Finance & Perf Mgmt Analyst Office Assistant Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.23 0.23 — 4.00 8.68 1.00 — 1.00 — — 1.00 3.00 — 1.00 1.00 — — — 1.28 0.23 1.00 1.00 1.00 1.00 1.00 — 0.60 — 1.00 1.00 — 1.00 2.00 2.00 0.75 1.00 0.75 1.00 1.00 38.75

2019 FTE 0.23 0.23 — 4.00 8.68 1.00 0.90 1.00 — — 1.00 3.00 — 1.00 1.00 — — — 1.28 0.23 1.00 1.00 1.00 1.00 1.00 — 0.60 — 1.00 1.00 — 1.00 2.00 2.00 0.75 1.00 0.75 1.00 — 39.65

2020 FTE 0.23 0.23 — 4.00 7.88 1.00 1.00 1.00 — — 1.00 3.00 2.00 1.00 1.00 — — — 1.28 0.23 1.00 1.00 1.00 1.00 1.00 5.00 0.60 — 0.80 1.00 1.00 1.00 2.00 2.00 1.00 — 1.00 1.00 — 46.25

2021 FTE 0.23 0.23 — 4.00 7.88 1.00 1.00 1.00 1.00 4.00 1.00 3.00 2.00 1.00 1.00 — — — 1.28 0.23 1.00 1.00 1.00 1.00 1.00 5.00 0.60 — 0.80 1.00 1.00 1.00 — — 1.00 — — 1.00 — 46.25

2022 FTE 0.23 0.23 1.00 4.00 7.93 1.00 1.00 1.00 1.00 5.00 1.00 3.00 2.00 1.00 1.00 1.00 2.00 2.00 1.28 0.23 1.00 1.00 1.00 1.00 1.00 6.00 0.55 1.00 0.80 1.00 2.00 1.00 — — — — — — — 54.25

2023 FTE 0.23 0.23 1.00 4.00 7.93 1.00 1.00 1.00 1.00 5.00 1.00 3.00 2.00 1.00 1.00 1.00 2.00 2.00 1.28 0.23 1.00 1.00 1.00 1.00 1.00 6.00 0.55 1.00 0.80 1.00 2.00 1.00 — — — — — — — 54.25

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Finance and Performance Management

PERFORMANCE MEASURES Mission: The Finance Department enables effective management of resources throughout Pierce County government.

Priority

Objective

Activity

Entrepreneurial Climate

1. Jobs and Entrepreneurship

Effective Government

2. Accountability for Results

a. b. c. d. e.

Measure Procurement process time, in days Number of bidders Number of Open Pierce County page views Percent unassigned General Fund balance (reserve) Interest earned on County Treasury Pool Funds Percent change in the County’s purchase card rebate

Procurement & contracts management Financial planning Budget monitoring & development Revenue forecasting Performance management

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

41 3 87,434 35.1% 0.67% -2.3%

111,840 23.3% 2.06% 4.8%

Objective

1 1 2 2 2 2

80,000 33.5% 0.64% 9.5%

131,000 15.0% 0.10% 3.0%

131,000 15.0% 0.25% 3.0%

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure Accounting Supplier Invoice Count Claim Warrants Issued General Journal Entries Proc Payroll Warrants/Advices Issued Budget Budget Amendments Grant Billings Processing Schedule 16 Grants Reconciled Purchasing Contracts/Amendments Proc Issue Purchase Orders RFPs/RFQs/Bids Processed Treasury Accounts Receivable Payments General Receipt Trans Proc Investment Purchases 1 Monthly Sewer Payments Property Tax Credit Reapplies Property Taxes Processed Property Taxes Refunds Warrants Redeemed 1

2018 Actual

2019 Actual

2020 Actual

Invoices Warrants Documents Warrants

58,370 71,191 38,115 104,528

56,903 68,736 33,902 106,190

57,069 60,079 21,724 113,536

57,000 60,100 20,000 113,000

57,000 60,000 20,000 113,000

Documents Documents # of Grants

2,958 37 568

3,429 36 570

3,546 36 546

4,931 36 595

3,500 36 585

4,500 36 585

Documents POs Documents

3,153 876 112

2,772 995 143

2,975 1,270 100

3,180 1,400 155

3,300 1,400 160

Receipts Receipts Documents Receipts Reapplies Receipts Disbursmnt Warrants

8,605 18,959 2,760 449,436 8,217 584,407 4,257 148,933

7,881 18,935 2,070 461,618 7,787 588,937 3,931 136,141

6,903 15,935 1,764 454,022 6,510 604,110 4,173 105,764

6,500 15,900 1,600 448,000 7,250 635,000 4,200 91,200

6,400 15,000 1,550 445,000 7,200 640,000 4,350 87,500

6,300 14,500 1,500 440,000 7,000 645,000 4,400 85,000

Changed Investment software. Starting 1/2019 investments roll over and do not mature. Fewer investments will be purchased each year.

176

Pierce County 2022-23 Biennial Budget

Finance and Performance Management

PERFORMANCE RATIOS Percent of Total County Employees 1.50%

1.24%

1.25%

1.35%

1.27%

1.41%

Percent of Total County Expenditures 3.50%

3.02%

3.00% 2.50%

1.00%

2.00% 1.50%

0.50%

1.00%

0.77%

0.74%

0.83%

0.70%

2012

2015

2017

2019

0.60%

0.50% 0.00%

0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Finance employees as a percent of all County employees increased 13.7%. The ten year average is 1.3%.

148,999 126,845

50,000

From 2012 to 2021 Finance expenditures as a percent of total County expenditures decreased 22.2%. The ten year average is 0.95%.

$10.00 125,064 124,076

96,525

100,000

2021

Expenditures per Financial Transactions

Financial Transactions per Staff 150,000

2020

$8.22

$7.64

$8.00 $6.00 $4.00

20,404

0 2012

$1.73

$2.00 2015

2017

2019

2020

2021

From 2012 to 2021 the number of financial transactions processed annually per Finance employee increased 508.1%. The ten year average is 96,591. A new financial system modified the counting of financial transactions beginning with the 2015 reporting year.

Pierce County 2022-23 Biennial Budget

$1.28

$1.17

2017

2019

$1.35

$0.00 2012

2015

2020

2021

From 2012 to 2021 the expenditure per financial transaction decreased 83.5% after adjusting for inflation. The ten year average is $3.94. A new financial system modified the counting of financial transactions beginning with the 2015 reporting year.

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Pierce County 2022-23 Biennial Budget

COVID-19 RELIEF ACT Special Revenue

Summary:

The federal Coronavirus Aid, Relief, and Economic Security (CARES) Act passed by Congress allocated federal funds to jurisdictions across the country with populations over 500,000. In 2020, Pierce County received $158 million in federal CARES Act funding. CARES Act funding was deployed in the areas of Public Health Emergency Response, Economic Stabilization and Recovery, Community Response and Resilience, and Essential Government Services.

Budget Highlights:

Pierce County’s allocation of CARES Act funding was fully expended in the 2020-21 Biennium. Additional information on how the County allocated and expended its CARES Act funds can be found on Open Pierce County. No expenditures are planned for the 2022-23 Biennium.

FUNDING SOURCES 2018-19 Actual Intergovernmental Revenue Miscellaneous Revenue Total

— — —

2020-21 Budget 157,912,030 249,300 158,161,330

2022-23 Budget — — —

Absolute Change (157,912,031) (249,300) 158,161,330

Percent Change (100.0) (100.0) (100.0)

— — —

Absolute Change (260) 158,161,330 158,161,330

Percent Change (100.0) (100.0) (100.0)

EXPENDITURES 2018-19 Actual Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

— — —

2020-21 Budget (260) 158,161,330 158,161,330

2022-23 Budget

179

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Pierce County 2022-23 Biennial Budget

FLEET RENTAL FUND Internal Service Fund

Summary:

The Fleet Rental Fund finances the operation, repair, and replacement of all County automobiles. Revenues are generated through user fees paid by departments utilizing fleet services. Fleet Rental staff oversee the acquisition and preparation of all new fleet vehicles as well as the disposal of surplus vehicles through public auction. Most maintenance services and repairs for County-owned automobiles are completed at the garage located at 2406 Pacific Avenue in Tacoma. To maximize efficiency, certain routine maintenance procedures for vehicles assigned to outlying locations (such as Sheriff precincts) are provided by outside vendors under contract with the County.

Budget Highlights:

The 2022-23 biennial budget for the Fleet Rental Fund is 8.5%, or $1.0 million, above the 2020-21 level. The budget includes General Fund support to accelerate the planned purchase of electric vehicles and charging stations, from 10 to a total of 35 electric vehicles in the biennium.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 63,671 8,419,262 128,864 623,883 9,235,680

2020-21 Budget 1,198,060 (14,820) 9,590,750 675,000 521,590 11,970,580

2022-23 Budget 909,160 90,000 9,650,750 903,500 1,433,000 12,986,410

Absolute Change (288,900) 104,820 60,000 228,500 911,410 1,015,830

Percent Change (24.1) (707.5) 0.6 33.9 174.7 8.5

2022-23 Budget 808,450 339,940 3,334,360 779,560 7,724,100 12,986,410

Absolute Change 216,450 60,770 (392,840) 18,620 1,112,830 1,015,830

Percent Change 36.6 21.8 (10.5) 2.4 16.8 8.5

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 572,379 247,632 3,205,995 684,235 5,341,360 10,051,600

2020-21 Budget 592,000 279,170 3,727,200 760,940 6,611,270 11,970,580

181

Fleet Rental Fund

PROGRAM EXPENDITURES 2021 FTE 3.40 — 3.40

Fleet Administration Vehicle Service Total

2023 FTE 4.10 — 4.10

2020-21 Budget 5,359,310 6,611,270 11,970,580

2022-23 Budget 5,262,310 7,724,100 12,986,410

Absolute Percent Change Change (97,000) (1.8) 1,112,830 16.8 1,015,830 8.5

STAFFING SUMMARY Procurement and Gen Serv Manager General Services Manager Accounting Assistant Equipment Supervisor Equipment Tech ASE - Master Equipment Tech - Automotive Serv Program Coordinator Total

2018 FTE 0.20 — 0.20 1.00 — 2.00 — 3.40

2019 FTE 0.20 — 0.20 1.00 — 2.00 — 3.40

2020 FTE 0.20 — — 1.00 1.00 1.00 0.20 3.40

2021 FTE 0.20 — — 1.00 1.00 1.00 0.20 3.40

2022 FTE 0.25 0.20 0.45 1.00 1.00 1.00 0.20 4.10

2023 FTE 0.25 0.20 0.45 1.00 1.00 1.00 0.20 4.10

EQUIPMENT PURCHASES Department Replacement Equipment Assessor Corrections Emergency Management Emergency Management Fire Prevention Facilities Juvenile Court Parks and Recreation Planning and Public Works - Building Inspectors Pool Vehicles - Finance Sheriff

Planning and Public Works Planning and Public Works - Solid Waste Plannning and Public Works - Surface Water Management Various Total 182

Qty 3 8 1 2 1 2 2 2 5 3 2 1 3 5 58 1 24 1 2 7 1 2 2 16 154

Equipment Description Hybrid SUV Electric SUV Hybrid Full-Size SUV Electric Sedan Electric SUV Hybrid Full-Size Pick-up Full-Size Pick-up Hybrid Small SUV Electric Sedan Electric Sedan Hybrid Small SUV Hybrid Pick-up Electric SUV Hybrid Small SUV Hybrid Full-Size SUV Hybrid Pick-up Full-Size SUV Full-Size Pick-up Electric Sedan Electric Sedan Hybrid Pick-up Electric SUV Electric SUV Unplanned Replacements

2022-23 Budget 76,360 352,640 55,000 88,160 44,080 110,000 96,000 78,000 220,400 132,240 68,000 46,000 132,240 165,000 3,190,000 46,000 1,319,000 48,000 88,160 308,560 46,000 88,160 88,160 837,940 7,724,100

Pierce County 2022-23 Biennial Budget

Fleet Rental Fund

PERFORMANCE MEASURES Mission: Provide safe, cost effective, and accessible vehicular transportation for Pierce County employees in the performance of their job.

Priority

Objective

Activity

Vibrant Communities

Clean, Sustainable Environment

Fuel-efficient vehicle purchases

Effective Government

Accountability for Results

b. c.

Management of the County’s light duty fleet Proactive maintenance program

Measure Percent of alternative fuel vehicles in the County’s light duty fleet Average miles per gallon per vehicle in the County’s light duty fleet

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

15.2

22.2

25.0

35.0

45.0

18.5

18.0

19.0

20.0

INPUT/OUTPUT MEASURES Fleet Avg Billable Hrs per Technician Repairs/Work Orders Received Sheriff Vehicles in Fleet Other Vehicles in Fleet Total Vehicle Miles Driven

Pierce County 2022-23 Biennial Budget

Unit of Measure

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Hours/Day Number Vehicles Vehicles Miles

4.0 3,859 376 193 7,524,398

4.0 3,872 380 193 7,068,900

3.9 3,247 384 192 5,339,797

4.0 3,400 386 192 6,909,118

4.1 3,700 390 200 7,180,000

4.1 3,750 395 205 7,350,400

183

Fleet Rental Fund

PERFORMANCE RATIOS Operating Cost per Mile

Vehicles per Mechanic 250 200

$1.00 188

189

197

195

193

192

$0.60

100

$0.40

$0.20

2012

2015

2017

2019

2020

2021

$0.84

2020

2021

$0.80

150

$0.84 $0.62

$0.61

$0.62

2015

2017

2019

$0.00 2012

From 2012 to 2021 the number of vehicles maintained by each mechanic increased 2.3%. The ten year average is 192.

From 2012 to 2021 the inflation-adjusted operating cost per mile, including fuel and depreciation, decreased 0.3%. The ten year average is $0.73.

County Employees per Vehicle

In-house Repairs and Maintenance Work per 1,000 Miles

7.00 6.00

1.00 5.35

5.26

5.16

5.33

5.51

5.50 0.80

5.00 4.00

0.75

0.72

3.00

0.61

0.56

0.60

0.49

0.47

0.40

2.00 0.20

1.00 0.00

0.00 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of County employees per vehicle increased 2.7%. The ten year average is 5.32.

184

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of in-house repairs and maintenance per 1,000 miles driven decreased 34%. The ten year average is 0.63.

Pierce County 2022-23 Biennial Budget

GENERAL SERVICES FUND Internal Service Fund

Summary:

General Services provides mail and routing services, coordinates printing services, and administers a records management program for all County departments and for numerous other governmental entities. The Mail Processing Section handles all mail for the County, including presort, business reply, bulk mail, and overnight services. The Printing Section maintains a central order desk to oversee printing orders for all departments and to manage contracts with outside vendors for high speed quick copy and offset printing services. Contractors provide graphic design, photo typesetting, desktop publishing, camera, printing, quick copy, and bindery services. The Records Management program ensures Pierce County’s records are maintained, accessed, stored, and destroyed in accordance with state law. A common records center houses inactive records. General Services includes a Public Records Program Manager which serves as the County’s Ombudsperson and administers the County’s public records functions. The Routing and Delivery system provides daily delivery services of inter-office routing, outgoing mail, supplies, printing, and records to all County departments.

Budget Highlights:

The 2022-23 biennial budget for General Services is 100.9%, or $6.2 million, above the 2020-21 level. The budget includes funding for a countywide project to digitize the County’s files and records, and an associated limited duration position.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Transfers In Total

— 5,205,179 — 13,360 5,218,539

2020-21 Budget (11,660) 6,110,180 — 30,780 6,129,300

2022-23 Budget 42,940 6,185,350 4,325,000 1,760,780 12,314,070

Absolute Change 54,600 75,170 4,325,000 1,730,000 6,184,770

Percent Change (468.3) 1.2 — 5,620.5 100.9

2022-23 Budget 1,544,560 653,730 3,449,170 6,666,610 — 12,314,070

Absolute Change 175,970 27,660 282,340 5,698,800 — 6,184,770

Percent Change 12.9 4.4 8.9 588.8 — 100.9

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,187,501 572,736 2,519,497 820,634 6,602 5,106,970

2020-21 Budget 1,368,590 626,070 3,166,830 967,810 — 6,129,300

185

General Services Fund

STAFFING SUMMARY 2018 FTE 1.00 — 2.00 — 1.00 1.00 0.20 — 1.00 1.00 1.00 8.20

Accounting Assistant Countywide Digitization Prgm Mgr Courier General Services Manager Mail Services Clerk Office Assistant Procurement & Gen Serv Manager Public Records Program Manager Records Center Assistant Records Management Officer General Services Supervisor Total

2019 FTE 1.00 — 2.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 — 9.20

2020 FTE 1.00 — 2.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 — 9.20

2021 FTE 1.00 — 2.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 — 9.20

2022 FTE 0.50 1.00 2.00 0.80 1.00 1.00 0.20 1.00 1.00 1.00 — 9.50

2023 FTE 0.50 1.00 2.00 0.80 1.00 1.00 0.20 1.00 1.00 1.00 — 9.50

INPUT/OUTPUT MEASURES Unit of Measure Print Shop Quick Copy Production1 Offset Printing Production2 Mail Processing Mail Handled per Year Records Management Number of Boxes Stored Number of Files Retrieved

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Impress Impress

— 3,707,207

283,488 3,340,489

335,791 2,215,748

2,000,000 1,800,000

500,000 1,800,000

600,000 1,800,000

Pieces

2,559,976

2,036,233

2,017,749

2,000,000

38,336 14,038

36,485 4,989

38,228 3,379

41,000 2,640

41,000 2,000

41,000 1,500

Boxes Retrievals

Beginning in 2019, this value reports print jobs completed by General Services.

Beginning in 2018, this value reports jobs sent to outside printing vendors.

186

Pierce County 2022-23 Biennial Budget

General Services Fund

PERFORMANCE RATIOS Percent of Total County Employees 0.40% 0.30%

Percent of Total County Expenditures 0.50%

0.26%

0.30% 0.26%

0.29%

0.40%

0.38%

0.35%

0.35% 0.29%

0.30%

0.21%

0.20%

0.26%

0.20% 0.10%

0.10% 0.00%

0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 General Services employees as a percent of all County employees increased 12.2%. The ten year average is 0.27%.

Pierce County 2022-23 Biennial Budget

2012

2015

2017

2019

2020

2021

From 2012 to 2021 General Services expenditures as a percent of total County expenditures decreased 32.6%. The ten year average is 0.32%.

187

General Services Fund This page is intentionally left blank.

188

Pierce County 2022-23 Biennial Budget

PIERCE COUNTY FAIR FUND Special Revenue Fund

Summary:

The Pierce County Fair Fund provides for the Pierce County Fair held annually at Frontier Park in Graham. The Pierce County Fair Association operates and manages the Fair with revenues from the State Fair Fund, Fair operations, and County contributed funds. The Fund is managed by Finance, and Parks coordinates directly with the Fair Association for operations. The Fair provides opportunities for 4-H, Future Farmers of America (FFA), and Open Show exhibitions and demonstrations. A primary function of the Fair is to encourage youth in practical experience in fields of agriculture and home economics. The Fair also provides recreation activities through carnivals, contests, and competition; encourages trade and display of farm, home, and factory products; builds community pride; and promotes public education.

Budget Highlights:

The 2022-23 biennial budget for the Pierce County Fair Fund is 30.1% above the prior biennium. The budget includes $151,000 in new General Fund support.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Tax Revenue Transfers In Total

— 180,305 68,432 139,979 (240) 157,350 545,826

2020-21 Budget (26,670) 189,400 71,000 64,100 — 151,100 448,930

2022-23 Budget (42,670) 189,400 71,000 64,100 — 302,100 583,930

Absolute Change (16,000) — — — — 151,000 135,000

Percent Change 60.0 — — — — 99.9 30.1

2022-23 Budget 400 27,500 556,030 — 583,930

Absolute Change

Percent Change — — 32.1 — 30.1

EXPENDITURES Benefits Supplies Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 6,894 37,078 480,976 19,890 544,837

2020-21 Budget 400 27,500 421,030 — 448,930

— — 135,000 — 135,000

189

Pierce County Fair Fund

INPUT/OUTPUT MEASURES Total Exhibits Exhibitors 4-H Open Class Concessions State Report Points Received Attendance Paid Passes/Free Gate Kids Under 6 Total Proceeds from Attendance Total Proceeds from Parking

190

Unit of Measure Exhibits

2018 Actual 4,606

2019 Actual 4,606

2020 Actual 1,955

2021 Estimate 4,750

2022 Estimate 4,800

2023 Estimate 4,850

Exhibitors Exhibitors Vendors Total

346 226 92 664

374 380 101 855

153 111 — 264

400 300 101 801

425 350 105 880

430 400 105 935

Individuals Individuals Individuals Dollars Dollars

15,645 3,333 442 47,801 26,032

15,883 4,831 632 47,810 25,906

— 15,632 — — —

16,000 4,900 700 50,000 26,000

18,000 5,000 750 55,000 29,000

18,500 5,000 750 53,000 28,000

Pierce County 2022-23 Biennial Budget

INFORMATION TECHNOLOGY FUND Internal Service Fund

Summary:

Information Technology (IT) is responsible for the procurement, management, and secure operations of County technologies. Information Technology is comprised of the following units: Infrastructure and Operations (IO) is responsible for managing and maintaining the County’s internal and external (cloud) production servers, voice and data networks, databases and data storage, cybersecurity systems, and County data centers. Additionally, the IO team is responsible for deploying, managing, and securing all endpoint hardware and software, and operating the IT Service Desk. Software Development (SD) performs software design, engineering, implementation, and maintenance of custom software systems and cloud technologies. The team is responsible for system integrations, secure system architectures, and efficient database designs for County business systems. Spatial Services (SS) develops and manages the County’s large geographic information system (GIS) and the enterprise asset management system. These systems provide map and spatial data to County departments, external subscribers, and the public. Applications and Project Management (APM) acquires and helps implement third party software applications, and performs project management consulting for large enterprise system deployments. This work involves multi-department projects, vendor and contract management, and technical coordination with IT units. Information Technology also manages the IT project request process, technology services portfolio, and the IT cost allocation model.

Budget Highlights:

The 2022-23 biennial budget for the Information Technology Fund is 9.7%, or $7.5 million, above the 2020-21 level. The budget includes investments in County infrastructure and systems, security and network improvements, and countywide computer replacements. The budget continues support for criminal justice initiatives, including body and in-car video cameras in the Sheriff’s Department and implementation of a platform to automate the collection, management, and sharing of digital evidence. A new Office Assistant position is added to address an increase in workload associated with data requests.

Pierce County 2022-23 Biennial Budget

191

Information Technology Fund

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 61,568,590 — 29 (165,081) 5,768,075 67,171,612

2020-21 Budget 3,817,430 69,201,750 97,000 2,000 — 3,728,660 76,846,840

2022-23 Budget 6,775,530 72,695,110 — — — 4,865,150 84,335,790

Absolute Change 2,958,100 3,493,360 (97,000) (2,000) — 1,136,490.0 7,488,950.0

Percent Change 77.5 5.0 (100.0) (100.0) — 30.5 9.7

EXPENDITURES 2018-19 Actual 28,849,310 10,374,427 11,343,215 13,233,674 680,448 997,000 65,478,073

Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

2020-21 Budget 31,939,690 11,458,230 13,895,670 19,075,040 200,820 277,390 76,846,840

2022-23 Budget 33,462,700 11,072,420 19,943,790 19,736,760 120,120 — 84,335,790

Absolute Change 1,523,010 (385,810) 6,048,120 661,720 (80,700) (277,390) 7,488,950

Percent Change 4.8 (3.4) 43.5 3.5 (40.2) (100.0) 9.7

2022-23 Budget 45,787,730 2,391,110 31,153,570 3,562,600 1,440,780 84,335,790

Absolute Change 2,061,160 (617,960) 6,634,720 (798,730) 209,760 7,488,950

Percent Change 4.7 (20.5) 27.1 (18.3) 17.0 9.7

PROGRAM EXPENDITURES Central IT Resources Supplemental IT Resources Allocation Technology Enterprise Voice Services PC Lifecycle Total

192

2021 FTE 121.16 8.00 — 4.00 — 133.16

2023 FTE 123.66 7.00 — 3.50 — 134.16

2020-21 Budget 43,726,570 3,009,070 24,518,850 4,361,330 1,231,020 76,846,840

Pierce County 2022-23 Biennial Budget

Information Technology Fund

STAFFING SUMMARY Director of Finance Deputy Director of Finance Asst Dir of Information Technology Accounting Assistant Computer Systems Business Analyst Finance Operations Supervisor Fiscal Services Manager GIS Prog/Engineer GIS Prog/Engr Expert/Supervisor GIS Prog/Engineer Lead IT Administrative Analyst IT Analyst IT Manager Applications IT Manager Architecture/Software IT Manager Infrastructure/Operations IT Manager Spatial Services IT Project Manager IT Security Officer IT Software Engineer IT Software Engineer Supervisor IT Software Engineer Lead IT Systems Engineer IT Systems Engineer Supervisor IT Systems Engineer Lead Office Assistant Program Specialist Telecommunications Coord IT Technician Budget Manager Finance & Perf Mgmt Administrator IT Technical Writer Operator/Network Technician Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.72 0.72 1.00 1.00 — 0.72 1.00 5.00 5.00 2.00 1.00 3.88 1.00 1.00 1.00 1.00 2.00 1.00 27.00 4.00 12.68 16.00 8.00 24.00 2.00 1.00 2.00 3.00 0.25 0.25 1.00 2.00 132.22

2019 FTE 0.72 0.72 1.00 1.00 3.00 0.72 1.00 5.00 5.00 2.00 1.00 5.00 1.00 1.00 1.00 1.00 3.00 1.00 28.00 4.00 11.00 20.00 7.00 23.00 2.00 1.00 1.00 3.00 0.25 0.25 1.00 — 135.66

2020 FTE 0.72 0.72 1.00 1.00 3.00 0.72 1.00 8.00 5.00 2.00 1.00 8.00 1.00 1.00 1.00 1.00 3.00 1.00 27.00 4.00 9.00 20.00 7.00 22.00 2.00 1.00 1.00 — — — — — 133.16

2021 FTE 0.72 0.72 1.00 1.00 3.00 0.72 1.00 8.00 5.00 2.00 1.00 8.00 1.00 1.00 1.00 1.00 3.00 1.00 27.00 4.00 9.00 20.00 7.00 22.00 2.00 1.00 1.00 — — — — — 133.16

2022 FTE 0.72 0.72 1.00 1.00 3.00 0.72 1.00 8.00 5.00 2.00 1.00 8.00 1.00 1.00 1.00 1.00 3.00 1.00 27.00 4.00 9.00 20.00 7.00 22.00 3.00 1.00 1.00 — — — — — 134.16

2023 FTE 0.72 0.72 1.00 1.00 3.00 0.72 1.00 8.00 5.00 2.00 1.00 8.00 1.00 1.00 1.00 1.00 3.00 1.00 27.00 4.00 9.00 20.00 7.00 22.00 3.00 1.00 1.00 — — — — — 134.16

193

Information Technology Fund

PERFORMANCE MEASURES Mission: Deliver solution-oriented information technology services that empower and support our customers in the accomplishment of their missions.

Priority

Objective

Activity

Entrepreneurial Climate

Jobs and Entrepreneurship

a. b. c.

Online system services Centralized IT services System modernization strategy

Effective Government

Accountability for Results

Data transparency systems

Regional Leadership and Tribal Partnerships

Regional technology partnerships

Customer-focused Services

Data analytics services

Effective Government Effective Government

Measure Systems on a Modern Platform Public Transparency Transactions IT Access Agreements

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

81% 838,000 94

85% 921,000 95

91% 1,040,000 91

92% 1,154,000 90

94% 1,281,000 90

1 2 3

INPUT/OUTPUT MEASURES Unit of Measure Information Technology Total Systems Supported (including SaaS)

Count

194

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

890

842

870

875

880

94 185 16,505 5,843

106 139 17,925 5,739

108 127 17,503 6,081

113 100 18,282 6,000

118 82 20,913 6,000

123 82 20,607 6,000

Number

2,229

2,664

2,523

2,531

Average Number Number

316 1,880 19,748

255 1,764 18,048

270 1,807 17,093

279 1,018 21,195

279 1,025 21,195

279 1,150 21,195

Average

299

501

475

443

Hours Persons

731 34

1,266 35

1,725 35

1,700 37

1,785 37

1,875 37

# Systems Supported per IT Employee Average SasS Systems in Use Active GIS External Subscribers Active SD External Subscribers Active Computers - All Active Computers - Tablets and iPhones Active CPUs per Engineer User Devices Purchased Service Desk Calls Monthly Calls per Service Desk Engineer Data Request Services Technology Staff in Departments

2018 Actual

Count Login Names Login Names Number

Pierce County 2022-23 Biennial Budget

Information Technology Fund

PERFORMANCE RATIOS Percent of Total County Employees 4.0%

3.56%

3.81%

3.94%

3.97%

4.18%

Percent of Total County Expenditures

4.18%

3.78%

4.0%

3.78%

3.52%

3.22%

3.0%

2.0%

1.0%

2.61%

2.45%

0.0%

0.0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Information Technology Division employees as a percent of all County employees increased 17.2%. The ten year average is 3.9%.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 Information Technology Division expenditures as a percent of total County expenditures increased 34.7%. The ten year average is 3.1%.

Expenditure per County Employee $16,000

$13,896

$14,000

$11,683

$12,000 $9,091

$10,000 $8,000

$10,012

$10,933

$7,052

$6,000 $4,000 $2,000 $0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Information Technology Division expenditures per County employee increased 97.0% after adjusting for inflation. The ten year average is $9,844.

Pierce County 2022-23 Biennial Budget

195

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196

Pierce County 2022-23 Biennial Budget

AUDITOR’S MAINTENANCE AND OPERATIONS FUND Special Revenue Fund

Summary:

The Auditor’s Maintenance and Operations Fund, also known as the Imaging Fund, receives a portion of a surcharge on each document recorded by the County Auditor. According to state law, half of the surcharge is retained by the County to be used for the ongoing preservation of historical documents. The other half is remitted to the State of Washington Centennial Document Preservation and Modernization Fund. A portion of the state’s share is returned to each county to be used for the installation and maintenance of an improved system for copying, preserving, and indexing documents recorded by the County.

Budget Highlights:

The 2022-23 biennial budget for the Auditor’s Maintenance and Operations Fund is 7.5%, or $133,000, above 2020-21 and maintains current service levels.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Transfers In Total

— 843,875 446,788 250,000 1,540,663

2020-21 Budget 504,500 820,000 460,000 — 1,784,500

2022-23 Budget 557,690 880,000 480,000 — 1,917,690

Absolute Change 53,190 60,000 20,000 — 133,190

Percent Change 10.5 7.3 4.3 — 7.5

2022-23 Budget 421,830 189,710 — 1,306,150 1,917,690

Absolute Change 29,710 9,010 — 94,470 133,190

Percent Change 7.6 5.0 — 7.8 7.5

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 455,254 223,988 8,435 1,003,823 1,691,500

2020-21 Budget 392,120 180,700 — 1,211,680 1,784,500

197

Auditor’s Maintenance and Operations Fund

STAFFING SUMMARY Computer Sys Business Analyst Recording/Licensing Technician IT Software Engineer Lead Total

198

2018 FTE 0.35 3.20 0.32 3.87

2019 FTE 0.35 2.95 — 3.30

2020 FTE 0.35 2.45 — 2.80

2021 FTE 0.35 2.45 — 2.80

2022 FTE 0.35 2.45 — 2.80

2023 FTE 0.35 2.45 — 2.80

Pierce County 2022-23 Biennial Budget

REET ELECTRONIC TECHNOLOGY FUND Special Revenue Fund

Summary:

In 2005, the state legislature enacted a $5 recording filing fee increase to provide funds to develop automated systems that allow counties to send real estate excise tax affidavit data electronically to the state. Further modifications to the law expanded the use of the $5 fee. Effective January 1, 2014, RCW 82.145.180 (5) (c) states that these funds are to be used for (i) “Maintenance and operation of an annual revaluation system for property tax valuation”, and (ii) “Maintenance and operation of an electronic processing and reporting system for real estate excise tax affidavits.”

Budget Highlights:

The 2022-23 biennial budget for the REET Electronic Technology Fund is 22.3%, or $94,000, above the 2020-21 level. The budget continues funding for a limited duration position to convert images from microfiche for the Assessor-Treasurer’s Office.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Total

— 162,048 97,462 259,509

2020-21 Budget 155,870 166,000 100,000 421,870

2022-23 Budget 257,810 160,000 98,000 515,810

Absolute Change 101,940 (6,000) (2,000) 93,940

Percent Change 65.4 (3.6) (2.0) 22.3

2022-23 Budget 133,030 70,940 140,000 171,840 515,810

Absolute Change 2,000 510 140,000 (48,570) 93,940

Percent Change 1.5 0.7 — (22.0) 22.3

2021 FTE 0.15 1.00 1.15

2022 FTE 0.15 1.00 1.15

2023 FTE 0.15 1.00 1.15

EXPENDITURES 2018-19 Actual 83,118 36,709 — 128,445 248,271

Salaries Benefits Supplies Other Services and Charges Total

2020-21 Budget 131,030 70,430 — 220,410 421,870

STAFFING SUMMARY Cmptr Sys Business Analyst Office Assistant Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.15 1.00 1.15

2019 FTE 0.15 1.00 1.15

2020 FTE 0.15 1.00 1.15

199

REET Electronic Technology Fund This page is intentionally left blank.

200

Pierce County 2022-23 Biennial Budget

MEDICAL SELF INSURANCE FUND Internal Service Fund

Summary:

The Medical Self Insurance Fund provides resources to cover all expenses related to the administration of County employee and retiree medical coverage. The Risk Management Division manages this fund and is responsible for monitoring associated expenses. Risk Management also oversees those enrolled in all medical and dental coverage provided by the County.

Budget Highlights:

The 2022-23 biennial budget for Medical Self Insurance is 94.0%, or $36.3 million, below the 2020-21 level. The budget reflects the County’s transition from a self-insured benefits program to the Public Employees Benefits Board (PEBB) program.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Transfers In Total

— 31,871,718 6,025,731 144,600 38,042,049

2020-21 Budget (620) 34,596,270 3,875,970 144,600 38,616,220

2022-23 Budget 724,640 1,432,140 — 144,600 2,301,380

Absolute Percent Change Change 725,260 (116,977.4) (33,164,130) (95.9) (3,875,970) (100.0) — — (36,314,840) (94.0)

2022-23 Budget 465,120 777,740 21,240 842,610 — 194,670 2,301,380

Absolute Change 236,460 574,750 (11,230) (37,105,320) (9,500) — (36,314,840)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 329,327 125,528 102,962 30,059,021 6,226 — 30,623,063

2020-21 Budget 228,660 202,990 32,470 37,947,930 9,500 194,670 38,616,220

Percent Change 103.4 283.1 (34.6) (97.8) (100.0) — (94.0)

201

Medical Self Insurance Fund

STAFFING SUMMARY Accounting Assistant Benefits Manager Benefits Specialist Office Assistant Risk Manager Administrative Assistant Total

202

2018 FTE 0.15 0.70 0.80 0.35 0.10 — 2.10

2019 FTE 0.15 0.70 0.80 0.35 0.10 0.10 2.20

2020 FTE 0.15 1.00 0.80 0.35 0.10 — 2.40

2021 FTE 0.15 1.00 0.80 0.35 0.10 — 2.40

2022 FTE 0.15 1.00 0.80 0.35 0.10 — 2.40

2023 FTE 0.15 1.00 0.80 0.35 0.10 — 2.40

Pierce County 2022-23 Biennial Budget

SELF INSURANCE FUND Internal Service Fund

Summary:

The Self Insurance Fund provides funding for the payment of all premiums for policies purchased on behalf of the County, as well as for the payment of all costs involved in the defense and/or settlement of all claims and lawsuits filed against the County. The Risk Management Division manages this fund, and in conjunction with the Prosecuting Attorney’s Office, is responsible for the investigation and settlement or denial of all claims and lawsuits filed against Pierce County. The Division also initiates claims against parties responsible for the loss of or damage to County-owned property. The Risk Manager reviews all contracts entered into by the County; determines whether it is more prudent to purchase insurance coverage or to self-insure; assists the County’s broker of record with respect to employee benefits; serves in an advisory capacity as the Clerk of the Pierce County Law Enforcement Officers and Fire Fighters Disability Board and on the County’s Accident Review Committee; and serves as coordinator of the Courthouse Security Standing Committee.

Budget Highlights:

The 2022-23 biennial budget for the Self Insurance Fund is 4.1%, or $896,000, above the 2020-21 level and reflects anticipated claims activity.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Contribution & Recovery Revenue Miscellaneous Revenue Transfers In Total

— 19,156,460 4,254 62,656 5,385,000 24,608,369

2020-21 Budget 312,440 21,537,280 — 3,000 — 21,852,720

2022-23 Budget 30,370 22,715,290 — 3,000 — 22,748,660

Absolute Change (282,070) 1,178,010 — — — 895,940

Percent Change (90.3) 5.5 — — — 4.1

2022-23 Budget 1,020,350 408,420 245,320 20,991,120 83,450 22,748,660

Absolute Change 58,390 139,450 — 698,100 — 895,940

Percent Change 6.1 51.8 — 3.4 — 4.1

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 971,907 354,694 109,753 7,704,309 1,996,000 11,136,663

2020-21 Budget 961,960 268,970 245,320 20,293,020 83,450 21,852,720

203

Self Insurance Fund

PROGRAM EXPENDITURES Property and Casualty Risk General Administration Total

2021 FTE — 5.51 5.51

2023 FTE — 5.51 5.51

2020-21 Budget 19,453,150 2,399,570 21,852,720

2022-23 Budget 20,130,990 2,617,670 22,748,660

Absolute Percent Change Change 677,840 3.5 218,100 9.1 895,940 4.1

STAFFING SUMMARY Director of Finance Deputy Director of Finance Accounting Assistant Benefits Specialist Claims and Safety Tech Finance Operations Supervisor Office Assistant Program Manager Risk Investigator Risk Manager Benefits Manager Total

204

2018 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 0.30 5.81

2019 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 0.30 5.81

2020 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 — 5.51

2021 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 — 5.51

2022 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 — 5.51

2023 FTE 0.03 0.03 0.60 0.20 0.70 0.03 1.92 0.20 1.00 0.80 — 5.51

Pierce County 2022-23 Biennial Budget

Self Insurance Fund

PERFORMANCE MEASURES Mission: Protect the assets of Pierce County through the identification, transfer, assumption, and reduction of risk exposures.

Priority

Objective

Activity

Effective Government

Accountability for Results

County facility inspections

Effective Government

Customer-focused Services

Claims administration

Measure Facilities risk score provided by the County property insurance carrier Percent of claims closed within 60 days of being assigned

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

85%

93%

90%

85%

INPUT/OUTPUT MEASURES Unit of Measure Self Insurance Claims - Automobile Claims - General Liability Claims - Property Lawsuits Filed Lawsuits Pending Curr/Prior Yr Subrogation Collected Accident Review Board Cases Incident Reports Filed

Pierce County 2022-23 Biennial Budget

Number Number Number Number Number Dollars Number Documents

2018 Actual

2019 Actual

2020 Actual

309 210 61 55 51 199,200 47 490

338 248 114 51 51 713,817 56 565

301 217 148 59 55 295,739 57 415

2021 2022 2023 Estimated Estimated Estimated 290 225 150 66 90 150,000 60 201

310 230 145 58 65 375,000 61 475

315 233 148 60 68 375,000 62 480

205

Self Insurance Fund

PERFORMANCE RATIOS Percent of Total County Employees 0.30%

2.5%

0.26%

2.0%

0.25% 0.19%

0.20%

Percent of Total County Expenditures

0.19%

2.0% 0.17%

0.17%

0.15%

1.5%

1.3% 0.9%

1.0%

0.10%

0.5%

0.05% 0.00% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 Self Insurance employees as a percent of all County employees decreased 32.4%. The ten year average is 0.20%.

2012

2015

3.0%

2.7%

0.12

0.08 1.1%

1.1%

2020

2021

0.11

2019

2020

2021

0.09

0.10 1.7%

2.0%

2019

Automobile Claims per County Employee 0.12

2.6%

2017

From 2012 to 2021 Self Insurance expenditures as a percent of all County expenditures increased 152.2%. The ten year average is 0.96%.

0.14

4.0%

0.5%

0.0%

Unreserved Retained Earnings to Total County Expenditures 3.0%

0.6%

0.5%

0.07

0.06 0.04

1.0%

0.02 0.0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the unreserved retained earnings balance of the fund as a percent of total County expenditures decreased 62.5%. The ten year average is 2.2%.

0.00 2012

2015

2017

From 2012 to 2021 the number of automobile claims per County employee increased 59.0%. The ten year average is 0.09.

Total Claims per Self Insurance Staff 116

120

109

116

2020

2021

100 80

60 40 20 0 2012

2015

2017

2019

From 2012 to 2021 the total number of claims per Self Insurance employee increased 70.9%. The ten year average is 94.15. 206

Pierce County 2022-23 Biennial Budget

WORKERS COMPENSATION FUND Internal Service Fund

Summary:

The Workers Compensation Fund is administered by the Risk Management Division. The County is self-insured and strives to maintain an efficient self-insured workers compensation and industrial insurance program in accordance with the State of Washington Industrial Insurance Act. To achieve control over losses and to ensure a safe work environment for employees, fund balance goals have been set and a plan has been developed to achieve those goals. Part of the plan is to allocate claim costs to departments in proportion to their claims. The Division also supports controlling claims through safety trainings such as Defensive Driving, First Aid, Traffic Control, Safety Program Orientation, Right-to-Know program, and other specialty areas. Other responsibilities of the Division include interpretation of safety codes; investigation of accidents involving employee injury and/or County vehicles or equipment; and inspections of facilities and equipment.

Budget Highlights:

The 2022-23 biennial budget for Workers Compensation is 31.6%, or $4.2 million, above the 2020-21 level. The budget reflects an increase associated with a higher level of workers compensation claims and costs.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Transfers In Total

— 4,666,681 — — 4,666,681

2020-21 Budget 5,825,450 7,547,140 4,000 8,790 13,385,380

2022-23 Budget (4,487,630) 21,936,280 172,000 — 17,620,650

Absolute Change (10,313,080) 14,389,140 168,000 (8,790) 4,235,270

Percent Change (177.0) 190.7 4,200.0 (100.0) 31.6

2022-23 Budget 494,290 191,630 42,750 16,891,980 — 17,620,650

Absolute Change (25,770) 26,640 3,050 4,240,140 (8,790) 4,235,270

Percent Change (5.0) 16.1 7.7 33.5 (100.0) 31.6

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 449,997 165,203 10,425 9,024,315 — 9,649,940

2020-21 Budget 520,060 164,990 39,700 12,651,840 8,790 13,385,380

207

Workers Compensation Fund

STAFFING SUMMARY 2018 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

Director of Finance Deputy Director of Finance Accounting Assistant Claims & Safety Tech EEO/ADA Specialist Finance Operations Supervisor Office Assistant Program Manager Risk Manager Total

2019 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

2020 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

2021 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

2022 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

2023 FTE 0.02 0.02 0.25 0.30 0.20 0.02 0.73 0.80 0.10 2.44

PERFORMANCE MEASURES Mission: Provide a safe and healthy work environment for County employees in accordance with the State of Washington Industrial Safety and Health Act.

Priority

Objective

Activity a.

Effective Government

Accountability for Results

Measure Number of on-the-job injury claims Percent of County Departments attending monthly Safety Committee meetings

b. c.

Workers compensation and industrial insurance program administration Safety training program Countywide Safety Committee

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

202

227

230

210

86%

78%

85%

95%

2021 Estimate

2022 Estimate

2023 Estimate

201 6 12 120 225 3,400

190 6 11 266 231 3,450

193 6 12 268 235 3,500

INPUT/OUTPUT MEASURES Unit of Measure Workers Compensation Employee Safety Meetings Safety Advisory Committee Mtgs County-Wide Safety Meetings Safety Insp of County Facilities Workers Compensation Claims Employee Days Lost

208

Meetings Meetings Meetings Inspections Claims Days

2018 Actual 190 6 12 265 177 1,633

2019 Actual 193 6 9 267 202 4,457

2020 Actual 104 6 10 138 227 4,224

Pierce County 2022-23 Biennial Budget

Workers Compensation Fund

PERFORMANCE RATIOS Expenditures per Employee

Claims per 100 Employees 10

$2,791

$3,000 7.4

6.8

6.4

6.5

7.2

7.1

$2,500 $2,000

$2,452 $1,719

$1,674

$1,500 4

$1,404

$1,649

$1,000

$500 $0

0 2012

2015

2017

2019

2020

2012

2021

From 2012 to 2021 the number of claims per 100 County employees decreased 4.9%. The ten year average is 6.7.

$25,009

$25,000

0.60% $23,650

$12,946

2020

2021

$14,281

0.51%

0.50% 0.40%

$11,412 $11,620

2019

Percent of Working Days Lost

$20,000 $15,000

2017

From 2012 to 2021 the Workers Compensation Division expenditures per County employee, including reserve adjustments, increased 62.3% after adjusting for inflation. The ten year average is $1,742.

Average Payment per Claim $30,000

2015

0.20%

$5,000

0.10%

0.35%

0.32%

0.30%

$10,000

0.44%

0.43%

0.20%

0.00%

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average payment per claim, including reserve adjustments, increased 107.2% after adjusting for inflation. The ten year average is $14,413.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of working days lost due to workers compensation cases increased 9.8%. The ten year average is 0.32%.

Claim Payments per $100 of Payroll $2.40 $1.93

$2.00

$1.82

$1.60 $1.20

$1.14 $0.85

$0.92

2015

2017

$1.02

$0.80 $0.40 $0.00 2012

2019

2020

2021

From 2012 to 2021 the ratio of claim payments, including reserve adjustments, to payroll expense decreased 60.6%. The ten year average is $1.10.

Pierce County 2022-23 Biennial Budget

209

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210

Pierce County 2022-23 Biennial Budget

Public Safety Summary

The Public Safety section includes three departments: Emergency Management, the Medical Examiner, and Sheriff. Services within these departments work to uphold community safety and security within the law and justice system. 

Public Safety functions account for 25.1% of County positions.



The $472.9 million biennial budget represents 16.2% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

98,728,120 16,793,610 49,432,540 41,000 129,560 3,546,200 60,000 7,428,240 283,878,160 12,873,360 472,910,790

20.9 3.6 10.5 — — 0.7 — 1.6 60.0 2.7 100.0

2022 - 2023

Pierce County 2022-23 Biennial Budget

Spending and Staffing

500

1,000

800

400 600 300

FTE

FTE Page — 213 — 215 32.50 217 2.80 223 11.50 225 9.20 227 — 231 25.00 233 434.00 237 323.00 245 2.00 249 2.00 251 3.00 253 — 255 — 257 — 259 — 261 845.00

Millions

Clear Zone Land Acquisition Emerg Comm Sales Tax SS911 Emergency Management - Combined Comm Network - Emergency Mgmt Grants - Radio Communication - 911 System Medical Examiner Sheriff - Corrections Bureau - Criminal Justice - Detention Center Comm - Drug Enforcement - Drug Investigation - Federal Forest - Marine Services South Sound Building Lease Total

Budget 235,550 46,706,060 10,888,580 6,558,460 7,440,920 18,317,310 22,331,210 12,716,410 206,164,290 130,703,320 1,185,490 2,596,990 2,828,440 1,778,210 — 459,550 2,000,000 472,910,790

600

400 200 200

100 -

2018-19

2020-21

2022-23

211

Public Safety This page is intentionally left blank.

212

Pierce County 2022-23 Biennial Budget

CLEAR ZONE LAND ACQUISITION FUND Capital Projects Fund

Summary:

This fund was established in 2008 to account for the revenues (County funds, state and federal grants, and other contributions) and expenses associated with the purchase of land adjacent to Joint Base Lewis-McChord to provide for a crash site ”clear zone” area.

Budget Highlights:

The 2022-23 biennial budget for the Clear Zone Land Acquisition Fund is 59.4%, or $345,000, below the 2020-21 level and includes funding for land purchases and administrative costs.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Miscellaneous Revenue Transfers In Total

— 43,784 230,000 273,784

2020-21 Budget 215,110 35,550 330,000 580,660

2022-23 Budget

— 35,550 200,000 235,550

Absolute Change (215,110) — (130,000) (345,110)

Percent Change (100.0) — (39.4) (59.4)

2022-23 Budget 70,180 165,370 235,550

Absolute Change (7,480) (337,630) (345,110)

Percent Change (9.6) (67.1) (59.4)

EXPENDITURES Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 51,913 191,671 243,584

2020-21 Budget 77,660 503,000 580,660

213

Clear Zone Land Acquisition Fund This page is intentionally left blank.

214

Pierce County 2022-23 Biennial Budget

EMERGENCY COMMUNICATION SALES TAX SS911 Special Revenue Fund

Summary:

In 2011, Pierce County voters approved a sales and use tax to fund improvements to the County’s 911 emergency communication system. Improvements include financing, design, acquisition, construction, equipping, operating, maintaining, remodeling, repairing, and re-equipping the County’s 911 emergency communication system and facilities infrastructure. This special revenue fund receives the proceeds of the sales and use tax of one tenth of one percent. The County started collecting this tax in 2012. The tax is collected by the Department of Revenue and remitted to the County monthly. The revenue from this tax is pledged first to repay bond debt related to the 911 communication system improvements, then reimbursement of costs associated with the South Sound 911 Building project. The 2022-23 biennial budget also allocates resources for radio services with the balance transferred to the South Sound 911 (SS911) Organization.

Budget Highlights:

The 2022-23 biennial budget is 0.4%, or $194,000, above the 2020-21 level. The budget includes $18,083,960 to pay debt service and support costs. $28,622,100 will be transferred to South Sound 911 to support operations and public safety radio communications.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Total

— 37,196,684 37,196,684

2020-21 Budget 8,875,470 37,636,200 46,511,670

2022-23 Budget — 46,706,060 46,706,060

Absolute Change (8,875,470) 9,069,860 194,390

Percent Change (100.0) 24.1 0.4

2022-23 Budget 306,690 28,622,100 17,777,270 46,706,060

Absolute Change (124,830) 2,797,820 (2,478,600) 194,390

Percent Change (28.9) 10.8 (12.2) 0.4

EXPENDITURES Other Services and Charges Intergovernmental Services Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 398,467 24,860,178 11,933,997 37,192,641

2020-21 Budget 431,520 25,824,280 20,255,870 46,511,670

215

Emergency Communications Sales Tax SS911 This page is intentionally left blank.

216

Pierce County 2022-23 Biennial Budget

EMERGENCY MANAGEMENT General Fund

Summary:

The Department of Emergency Management is a nationally recognized and award-winning department charged with preparing and protecting residents of the second largest county in Washington State. It is one of the first county emergency management departments in the United States to be accredited through the rigorous Emergency Management Accreditation Program (EMAP). The Department uses a business process that is data-driven and evidenced-based, leverages integrated systems, and emphasizes a culture of continuous innovation and a passion for customer service. The Department of Emergency Management activities and services include: a duty officer program that monitors and maintains situational awareness 24 hours a day, seven days a week, 365 days per year; operating the Emergency Operations Center (EOC) during natural and human-caused incidents and events; operating Alert and Warning systems; providing emergency preparedness training; conducting regional exercises to test capabilities; administering emergency medical services; maintaining an Urban Search and Rescue warehouse for the Pierce County sponsored WA Task Force 1; and a Fire Prevention Bureau (FPB) that conducts fire inspections and inspections of businesses, issues permits, and reviews plans.

Budget Highlights:

The 2022-23 biennial budget for Emergency Management is 87.0%, or $72.9 million, below the 2020-21 level. The increase in 2020-21 reflects the expenditure of CARES Act and other relief funding for the County’s public health emergency response. The 202223 budget includes a new Assistant Fire Marshal to address increased workload associated with new construction and commercial inspection programs. The budget also reallocates 1.50 FTEs from other funds based on anticipated workload.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance General Fund Support Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— — 2,503,889 2,548,603 166,735 44,475 — 5,263,702

2020-21 Budget 2,640 7,113,290 2,360,840 33,395,710 159,780 23,400 40,756,690 83,812,350

2022-23 Budget — 8,048,020 1,979,560 462,170 129,560 23,400 245,870 10,888,580

Absolute Change (2,640) 934,730 (381,280) (32,933,540) (30,220) — (40,510,820) (72,923,770)

Percent Change (100.0) 13.1 (16.2) (98.6) (18.9) — (99.4) (87.0)

217

Emergency Management

EXPENDITURES 2018-19 Actual 5,082,942 1,984,716 286,679 1,659,805 — — 170,000 9,184,142

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 8,112,420 2,842,570 18,696,610 52,124,600 1,105,100 741,050 190,000 83,812,350

2022-23 Budget 6,682,320 2,381,210 261,650 1,286,880 — 86,520 190,000 10,888,580

Absolute Change (1,430,100) (461,360) (18,434,960) (50,837,720) (1,105,100) (654,530) — (72,923,770)

Percent Change (17.6) (16.2) (98.6) (97.5) (100.0) (88.3) — (87.0)

Absolute Change 1,310 126,800 (3,169,080) (70,420,010) 615,380 468,870 (547,040) (72,923,770)

Percent Change — 15.0 (40.5) (100.0) 13.7 (152.7) (100.0) (87.0)

PROGRAM EXPENDITURES 2021 FTE Administration - Disaster Services Administration - Fire & Emergency Medical Activ Disaster Preparedness Disaster Response Fire Prevention and Investigation Jobbing and Contract Work Capital Expenditures/Expenses - Disaster Serv Total

— 2.00 5.00 — 12.00 11.00 — 30.00

2023 FTE — 2.00 6.50 — 13.00 11.00 — 32.50

2020-21 Budget — 843,600 7,822,100 70,420,010 4,486,650 (307,050) 547,040 83,812,350

2022-23 Budget 1,310 970,400 4,653,020 — 5,102,030 161,820 — 10,888,580

STAFFING SUMMARY Director - Emergency Management Deputy Director - Emergency Mgmt Assistant Director - Emergency Mgmt Accountant Accounting Assistant Assistant Fire Marshal Administrative Assistant Administrative Program Manager Community Prog Educator Dept Computer Support Specialist Deputy Fire Marshal Emergency Mgmt Coord Emergency Mgt Prog Manager Fire Inspector Fire Marshal Fire Plans Examiner Office Assistant Grant Accountant Total

218

2018 FTE 1.00 1.00 — 1.00 1.00 — 1.00 1.00 1.00 — 4.00 5.00 2.00 1.00 1.00 3.00 4.00 1.00 28.00

2019 FTE 1.00 1.00 — 1.00 1.00 — 1.00 1.00 1.00 — 4.00 5.00 2.00 1.00 1.00 4.00 4.00 1.00 29.00

2020 FTE 1.00 1.00 1.00 2.00 1.00 — 1.00 1.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 4.00 4.00 — 30.00

2021 FTE 1.00 1.00 1.00 2.00 1.00 — 1.00 1.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 4.00 4.00 — 30.00

2022 FTE 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 4.50 1.00 1.00 1.00 4.00 4.00 — 31.50

2023 FTE 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 5.50 1.00 1.00 1.00 4.00 4.00 — 32.50

Pierce County 2022-23 Biennial Budget

Emergency Management

PERFORMANCE MEASURES Mission: Create resilient communities and enhance public safety by empowering the whole community in Pierce County to prevent, mitigate, prepare for, respond to, and recover from all types of hazards, emergencies and disasters.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Effective Government

Accountability for Results

Effective Government

Customer-focused Services 2019 Actual

Administration of the emergency notification system Disaster preparedness & response

b. c.

Plan review & fire permits 2022 2023 Target Target

2020 Actual

2021 Estimate

4,000

29,000

4,000

Number of confirmed successful lahar siren tests per year (40 towers x 12 months = 480)

N/A

88%

100%

Number of stakeholder devices reached by lahar system test notifications using PCWARN/PCAlert (average per month)

N/A

11,700

Percent of County departments with updated Continuity of Operations (COOP) plans.

100%

85%

90%

100%

Percent of residential permits approved within 30 days

65%

90%

92%

93%

95%

Percent of commercial permits approved within 30 days

65%

70%

80%

85%

90%

Number of new neighborhoods registered and engaged in Pierce County Neighborhood Emergency Teams (PCNET)

N/A

Percent of identified Emergency Management staff that are trained in at least two emergency operations center functions

N/A

25%

50%

75%

100%

Measure

Number of new devices registered to receive emergency notifications through PCALERT

Pierce County 2022-23 Biennial Budget

Objective

219

Emergency Management

INPUT/OUTPUT MEASURES Unit of Measure Emergency Management Response to Incidents Volunteer Training Plans/Annexes Dev/Updated Exercises Conducted First Responder Training Fire Prevention Investigations Completed Inspections Completed Commercial Inspection Program Reinspections Lic/Fire Code Permits/Compl Alarm & Sprinkler Systems Total Inspections Short Plat/Lg Lot/EIS Rev Compl Systems Plans Water System Plan Rev Compl Commercial Building Permits Residential Building Permits Emergency Medical Services Investigate Non - Compl Incidents Ambulance Inspections Recertifications/Certifications

220

Incidents Hours Plan Each Hours Investigation Inspections Inspections Inspections Inspections Reviews Reviews Reviews Permits Permits Documents Inspections Individuals

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

250 41,020 100 46 7,786

362 35,925 120 46 9,044

360 24,531 141 1 1,166

294 32,750 100 35 8,700

300 32,750 100 40 8,700

178

158

156

175

1,739 955 373 1,497 4,564 384 909 118 877 4,120

1,051 493 314 1,622 3,480 187 1,227 146 1,107 4,287

500 117 228 1,548 2,393 296 1,223 178 1,128 4,313

2,000 1,500 400 1,700 5,600 600 1,500 150 1,150 4,500

60 11 597

37 10 623

37 13 749

45 10 590

Pierce County 2022-23 Biennial Budget

Emergency Management

PERFORMANCE RATIOS Expenditures per Resident

Volunteer Training Hours per 100 Residents EM Training Program

Emergency Management Division $5.00 $4.00

$3.84 $2.64

$3.00

$2.52

$2.14

$2.40

$2.44

2020

2021

$2.00 $1.00 $0.00 2012

2015

2017

2019

7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0

6.4 5.1 4.0

4.0

3.6 2.7

2012

2015

2017

2019

2020

2021

From 2012 to 2021 expenditures per resident served by the Division decreased 36.3% after adjusting for inflation. The ten year average is $2.74.

From 2012 to 2021 the hours of volunteer training provided per 100 County residents decreased 43.9%. The ten year average is 4.6.

Investigations per Deputy Fire Marshal

Inspections per Deputy Fire Marshal and Inspector - Fire Prevention Bureau

Fire Prevention Bureau 60 50

52 45

1,120

1,200 44

1,000

897

872

886 696

800

600

400

200

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of investigations per Deputy Fire Marshal decreased 2.8%. The ten year average is 44.

476

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of inspections and reviews per Inspector and Deputy Fire Marshal increased 24.8%. The ten year average is 910.

Cost per Commercial Inspection Fire Prevention Bureau $1,500

$1,377

$1,000 $616 $500 $216

$245

2015

2017

$328

$63 $0 2012

2019

2020

2021

From 2012 to 2021 the cost per commercial inspection increased 417.6% after adjusting for inflation. The ten year average is $354. Pierce County 2022-23 Biennial Budget

221

Emergency Management This page is intentionally left blank.

222

Pierce County 2022-23 Biennial Budget

COMBINED COMMUNICATIONS NETWORK SYSTEM FUND Special Revenue Fund

Summary:

The Combined Communications Network (CCN) System Fund provides for the management and delivery of interoperable wireless communications for public safety, public transportation, and general government operations in Pierce County. This fund supports the development, operation, and maintenance of a 700 Megahertz (MHz) communications network (the Single Countywide Communications Network – SCWCS) that provides interoperable communications for Pierce County and several public safety agencies.

Budget Highlights:

The 2022-23 biennial budget for Combined Communications is 7.6%, or $542,000, below the prior biennium and maintains service levels. The budget assumes a transfer of Emergency Communications Sales Tax revenue from South Sound 911 in both 2022 and 2023 to support public safety radio communications rates.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Transfers In Total

— 4,838,732 — 2,380,320 7,219,052

2020-21 Budget (94,850) 4,893,540 — 2,300,960 7,099,650

2022-23 Budget 80,110 3,777,690 2,700,660 — 6,558,460

Absolute Change 174,960 (1,115,850) 2,700,660 (2,300,960) (541,190)

Percent Change (184.5) (22.8) — (100.0) (7.6)

2022-23 Budget 638,070 197,550 156,290 5,566,550 — 6,558,460

Absolute Change 99,650 (10,060) 39,290 480,950 (1,151,020) (541,190)

Percent Change 18.5 (4.8) 33.6 9.5 (100.0) (7.6)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 498,033 189,331 72,196 4,545,143 891,369 6,196,072

2020-21 Budget 538,420 207,610 117,000 5,085,600 1,151,020 7,099,650

223

Combined Communications Network System Fund

STAFFING SUMMARY 2018 FTE — 0.75 1.55 0.25 1.00 0.25 1.00 4.80

Administrative Program Manager Communications Sys Manager Communications Sys Tech Office Assistant Project Manager Communications Sys Supv Accounting Assistant Total

2019 FTE 0.25 0.75 0.55 1.25 1.00 — — 3.80

2020 FTE 0.15 0.75 0.75 1.15 — — — 2.80

2021 FTE 0.15 0.75 0.75 1.15 — — — 2.80

2022 FTE 0.15 0.75 0.75 1.15 — — — 2.80

2023 FTE 0.15 0.75 0.75 1.15 — — — 2.80

Priority

Objective

Vibrant Communities

Activity a.

Safe and Just Communities

Measure

2019 Actual

2020 Actual

Percent of infrastructure equipment that received annual preventative maintenance

100%

97%

224

Operation and maintenance of the Single Countywide Communications Network 2021 2022 2023 Objective Estimate Target Target 100%

100%

Pierce County 2022-23 Biennial Budget

EMERGENCY MANAGEMENT GRANTS FUND Special Revenue Fund

Summary:

This fund is utilized to account for grant-funded Emergency Management-related activities beyond the general preparedness program. Major programs include the continuing Homeland Security Grant for the national initiative, State Homeland Security Program (SHSP), support for the Urban Search and Rescue (US&R) deployment team, and the Urban Areas Security Initiative Grant Program (UASI).

Budget Highlights:

The 2022-23 biennial budget for the Emergency Management Grants Fund is 22.3%, or $1.4 million, above the prior biennium. The budget reallocates 0.50 FTEs from other funds based on anticipated workload.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Contribution & Recovery Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 19,337 816,808 5,556,402 39,790 170,000 6,602,337

2020-21 Budget 198,110 — — 5,698,160 — 190,000 6,086,270

2022-23 Budget 250,600 — — 7,000,320 — 190,000 7,440,920

Absolute Change 52,490 — — 1,302,160 — — 1,354,650

Percent Change 26.5 — — 22.9 — — 22.3

2022-23 Budget 2,255,930 700,260 567,300 3,463,130 416,200 38,100 — 7,440,920

Absolute Change 249,930 (65,050) 234,460 1,059,080 141,200 (1,900) (263,070) 1,354,650

Percent Change 12.5 (8.5) 70.4 44.1 51.3 (4.8) (100.0) 22.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,777,348 686,887 362,282 2,518,735 274,665 1,143,865 — 6,763,782

2020-21 Budget 2,006,000 765,310 332,840 2,404,050 275,000 40,000 263,070 6,086,270

225

Emergency Management Grants Fund

STAFFING SUMMARY 2018 FTE 1.00 8.00 1.00 1.00 1.00 1.00 13.00

Administrative Assistant Emergency Mgmt Coord Emergency Mgmt Logistic Coord Emergency Mgmt Program Mgr Intelligence Analyst Community Program Educator Total

2019 FTE 1.00 8.00 1.00 1.00 1.00 1.00 13.00

2020 FTE 1.00 7.00 1.00 1.00 1.00 — 11.00

2021 FTE 1.00 7.00 1.00 1.00 1.00 — 11.00

2022 FTE 1.00 7.50 1.00 1.00 1.00 — 11.50

2023 FTE 1.00 7.50 1.00 1.00 1.00 — 11.50

PROJECT SUMMARY 2020-21 Budget 405,260 409,350 1,533,520 271,350 959,440 2,507,350 6,086,270

Administrative Support Pre-Mitigation/Mitigation Planning Program State Homeland Security Grant Program Tribal Emergency Support Urban Area Security Initiative Urban Search and Rescue Total

2022-23 Budget 1,200,700 104,680 2,085,810 289,220 1,169,300 2,591,210 7,440,920

Absolute Percent Change Change 795,440 196.3 (304,670) (74.4) 552,290 36.0 17,870 6.6 209,860 21.9 83,860 3.3 1,354,650 22.3

Priority Vibrant Communities

Objective 1.

Safe and Just Communities

Measure Number of task force personnel meeting all requirements to respond to disasters (Federal standard is at least 140 responders)

226

Activity

2019 Actual

2020 Actual

185

155

a. Urban Search & Rescue b. LAHAR Warning System c. Urban Area Security Initiative d. Pre-Mitigation/Mitigation Planning Program 2021 2022 2023 Objective Estimate Target Target

175

180

Pierce County 2022-23 Biennial Budget

RADIO COMMUNICATIONS FUND Internal Service Fund

Summary:

The Communications Division of Emergency Management maintains the radio communications system, electronic emergency equipment, traffic radar, closed circuit video cameras, monitors, and associated equipment. Responsibilities include the acquisition, installation, repair, and preventative maintenance of all radio equipment and systems. The Division acts as liaison with other government and private entities to ensure coordination and to protect against radio frequency interference in communications systems. In addition, the Division maintains appropriate licenses and ensures the system meets federal and state requirements.

Budget Highlights:

The 2022-23 biennial budget for the Radio Communications Fund is 45.7%, or $5.7 million, above the 2020-21 level. The budget transfers Lahar operations and maintenance costs to the General Fund and includes a capital project to prepare 19 radio communications tower sites throughout Pierce County for a system upgrade in 2023. The budget also reallocates 0.10 FTEs in 2023 from other funds based on anticipated workload.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Contribution & Recovery Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 4,725,347 159,845 25,047 (6,758) 4,038,569 8,942,050

2020-21 Budget 3,582,940 6,495,610 — (350) — 2,494,840 12,573,040

2022-23 Budget 6,007,040 7,725,360 — 10,000 — 4,574,910 18,317,310

Absolute Change 2,424,100 1,229,750 — 10,350 — 2,080,070 5,744,270

Percent Change 67.7 18.9 0.0 (2,957.1) 0.0 83.4 45.7

2022-23 Budget 1,718,950 699,310 3,340,910 2,458,140 10,100,000 18,317,310

Absolute Change 143,770 17,330 1,721,180 61,990 3,800,000 5,744,270

Percent Change 9.1 2.5 106.3 2.6 60.3 45.7

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,387,951 608,135 853,258 2,654,490 7,259 5,511,093

2020-21 Budget 1,575,180 681,980 1,619,730 2,396,150 6,300,000 12,573,040

227

Radio Communications Fund

STAFFING SUMMARY 2018 FTE — 3.00 0.15 4.45 0.75 — 1.00 0.75 10.10

Administrative Program Manager Communications Equip Installer Communications Sys Manager Communications Sys Tech Office Assistant Project Analyst Special Advisor to the Director Communications Sys Supv Total

2019 FTE 0.75 3.00 0.15 4.45 0.75 1.00 — — 10.10

2020 FTE 0.85 3.00 0.15 4.25 0.85 — — — 9.10

2021 FTE 0.85 3.00 0.15 4.25 0.85 — — — 9.10

2022 FTE 0.85 3.00 0.15 4.25 0.85 — — — 9.10

2023 FTE 0.85 3.00 0.25 4.25 0.85 — — — 9.20

Priority

Objective

Vibrant Communities

Safe and Just Communities

Effective Government

Customer-focused Services 2019 Actual

Measure

Activity a.

2020 Actual

Radio Communications System maintenance and administration b. Vehicle equipment installation 2021 2022 2023 Objective Estimate Target Target

Percent of radio assignment changes updated within 24 hours of notification

100%

99%

100%

Percent of full vehicle installation packages completed within established labor hours, per package type

80%

76%

80%

2021 Estimate

2022 Estimate

2023 Estimate

3,200 700 75 500 2,000 350 751 300

3,200 700 75 500 2,000 350 750 300

INPUT/OUTPUT MEASURES Unit of Measure

Radio Communication # of Radios (incl Infrastructure) Visit to Remote Sites Radio Units Installed Radio Units Repair Radio Units for Prevent Maint Traffic Radar/Emerg Eq Repair Traffic Radar/Emerg Eq Install Radio/Emergency Eq Removed

228

Units Visits Units Units Units Units Units Units

2018 Actual

3,000 410 125 500 2,000 310 1,200 300

2019 Actual

3,000 500 85 430 1,800 300 690 380

2020 Actual

3,050 470 80 425 1,280 324 815 340

Pierce County 2022-23 Biennial Budget

Radio Communications Fund

PERFORMANCE RATIOS Radios per Technician

Operating Cost per Radio $1,000 $775

$855

$771

$846

$868

500 $807

472 396

400

428

403

421

2019

2020

441

300 $500

200 100 0

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the operating cost per radio increased 4.2% after adjusting for inflation. The count of radios excludes laptop computers within the fund. The ten year average is $881.

Pierce County 2022-23 Biennial Budget

2012

2015

2017

2021

From 2012 to 2021 the number of radios per Communication Technician decreased 6.5%. The count of radios excludes laptop computers within the fund. The ten year average is 410 radios per technician.

229

Radio Communications Fund This page is intentionally left blank

230

Pierce County 2022-23 Biennial Budget

911 SYSTEM FUND Special Revenue Fund

Summary:

The 911 System Fund provides for continuation of the public safety emergency telephone access system which links 71 local, state, and federal agencies, 6 adjoining counties, and 6 telephone companies. The 911 number allows a citizen to access police, fire, medical aid, or ambulance from virtually any telephone in the County.

Budget Highlights:

The 2022-23 biennial budget is 19.9%, or $3.7 million, above the 2020-21 level. The budget reflects the transfer of excise tax revenue and a Telecommunications Coordinator position to South Sound 911. The budget also reallocates 2.00 FTEs to other funds to facilitate the transfer of revenue.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Tax Revenue Total

— 151,582 25,181 16,984,475 17,161,238

2020-21 Budget 1,651,630 157,860 10,000 16,802,220 18,621,710

2022-23 Budget 3,110,340 125,000 21,600 19,074,270 22,331,210

Absolute Change 1,458,710 (32,860) 11,600 2,272,050 3,709,500

Percent Change 88.3 (20.8) 116.0 13.5 19.9

2022-23 Budget 146,470 38,380 17,340 911,690 16,665,940 4,551,390 22,331,210

Absolute Change (345,780) (186,360) (17,350) (1,749,000) 6,218,530 (210,540) 3,709,500

Percent Change (70.2) (82.9) (50.0) (65.7) 59.5 (4.4) 19.9

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 469,448 207,922 32,697 3,533,819 8,548,762 5,920,120 18,712,767

2020-21 Budget 492,250 224,740 34,690 2,660,690 10,447,410 4,761,930 18,621,710

231

911 System Fund

STAFFING SUMMARY Communications Sys Manager Emergency Management Coord Community Prog Educator Telecommunications Coord Administrative Assistant Total

2018 FTE 0.10 1.00 1.00 1.00 1.00 4.10

2019 FTE 0.10 1.00 1.00 1.00 1.00 4.10

2020 FTE 0.10 1.00 1.00 1.00 — 3.10

2021 FTE 0.10 1.00 1.00 1.00 — 3.10

2022 FTE 0.10 1.00 — — — 1.10

2023 FTE — — — — — —

INPUT/OUTPUT MEASURES Unit of Measure 911 System MSAG Maintenance Ledgers Contracts Completed/Monitored Public Education Presentations PSAP ANI/ALI Inquiries 1 Taxable Land Lines at Yr End Taxable Wireless Lines at Yr End Taxable VoIP Lines at Yr End Taxable Prepaid Lines at Yr End Citizen/System Inquiries 2

Ledgers Contracts Contacts Ledgers Access Lns Access Lns Access Lns Access Lns Contacts

2018 Actual

2019 Actual

2020 Actual

6,478 32 4,523 147 77,130 688,539 152,133 115,393 406

2,284 27 4,494 128 69,888 725,601 143,147 117,256 8,021

1,874 26 4,872 266 67,138 762,918 143,556 100,489 430

2021 Estimate

2022 Estimate

2023 Estimate

1,750 26 3,000 220 57,000 752,770 147,620 105,130 400

1,750 27 3,000 220 55,000 750,000 145,000 105,000 400

1,750 28 3,000 220 55,000 750,000 145,000 105,000 400

PSAP ANI/ALI Inquiries based on expected consolidation of multiple databases into a single, statewide database. ANI/ALI is a 911 Database that provides location of callers.

Citizen/System Inquiries based on inclusion of wireless traffic plan revisions for wireless carriers.

232

Pierce County 2022-23 Biennial Budget

MEDICAL EXAMINER General Fund

Summary:

The overarching purpose of the medical examiner system is to answer questions about deaths that have effects on the living. The Pierce County Medical Examiner’s Office (PCMEO) does this through providing professional forensic death investigations and postmortem examinations of those who die under circumstances that are sudden, unexpected, unnatural, or suspicious. This decreases the chance that homicides go undetected, prevents the conviction of the innocent, and protects public health and safety. Forensic death investigations are focused on determining the cause and manner of deaths that fall under the jurisdiction of the medical examiner. A forensic death investigation starts with investigation of the death scene and postmortem examination which may, but not always, include an autopsy and other laboratory testing to determine the cause and manner of death. The PCMEO is an independent entity that operates under the authority of the laws of the State of Washington and investigates deaths 24/7/365. The office consists of three board certified forensic pathologists who direct a team of trained death investigators, forensic autopsy technicians, and administrative staff. The PCMEO is accredited by the National Association of Medical Examiners.

Budget Highlights:

The 2022-23 biennial budget for the Medical Examiner is 25.7%, or $2.6 million, above the 2020-21 budget. The budget includes $1.0 million to purchase a CT Scanner and two new positions to continue to increase service delivery.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 6,476 254,626 89,693 — 350,795

2020-21 Budget 9,767,860 5,000 260,000 80,000 4,600 10,117,460

2022-23 Budget 12,373,910 2,500 260,000 80,000 — 12,716,410

Absolute Change 2,606,050 (2,500) — — (4,600) 2,598,950

Percent Change 26.7 (50.0) — — (100.0) 25.7

2022-23 Budget 5,680,990 2,162,690 219,800 3,652,930 — — 1,000,000 12,716,410

Absolute Change 1,137,230 324,160 133,500 1,304,060 — (1,300,000) 1,000,000 2,598,950

Percent Change 25.0 17.6 154.7 55.5 — (100.0) — 25.7

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total Pierce County 2022-23 Biennial Budget

2018-19 Actual 3,376,486 1,301,061 168,519 2,061,125 (6,532) — 90,265 6,990,924

2020-21 Budget 4,543,760 1,838,530 86,300 2,348,870 — 1,300,000 — 10,117,460

233

Medical Examiner

PROGRAM EXPENDITURES Administration Coroner Services Inquests and Investigations Total

2021 FTE 4.05 7.85 11.10 23.00

2023 FTE 5.05 7.85 12.10 25.00

2020-21 Budget 3,381,650 4,014,740 2,721,070 10,117,460

2022-23 Budget 4,588,110 4,769,110 3,359,190 12,716,410

Absolute Change 1,206,460 754,370 638,120 2,598,950

Percent Change 35.7 18.8 23.5 25.7

STAFFING SUMMARY Medical Examiner Deputy Medical Examiner Associate Medical Examiner Administrative Assistant Forensic Autopsy Technician Forensic Autopsy Technician Lead Med Examiner Operations Manager Med Examiner Services Manager Medical Office Assistant Medicolegal Death Investigator Medicolegal Death Invest Lead Supervisor Transport Agent Forensic Pathologist Total

234

2018 FTE 1.00 — — — 2.00 1.00 1.00 1.00 2.00 7.00 1.00 — — 1.00 17.00

2019 FTE 1.00 — — — 2.00 1.00 1.00 1.00 2.00 7.00 1.00 — 1.00 1.00 18.00

2020 FTE 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 9.00 1.00 — 1.00 — 23.00

2021 FTE 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 9.00 1.00 — 1.00 — 23.00

2022 FTE 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 9.00 1.00 1.00 1.00 — 25.00

2023 FTE 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 9.00 1.00 1.00 1.00 — 25.00

Pierce County 2022-23 Biennial Budget

Medical Examiner

PERFORMANCE MEASURES Mission: Serve the living though death investigations and forensic postmortem examinations. The Pierce County Medical Examiner’s Office has a regional reputation for excellence in professional and compassionate death investigation and postmortem examinations. This is accomplished through providing timely, accurate, and thorough services. Our office has a culture of teamwork, continuous improvement, and education.

Priority

Objective

Effective Government

Activity

Customer-focused Services

a. Timeliness of medical examiner services b. Maintaining office accreditation 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

Report Fulfillment Interval (RFI) - % of postmortem reports released in 3 business days.

N/A

80%

90%

Postmortem report turn-around-time (TAT) - % of reports completed within 60 calendar days from the time of autopsy.

N/A

40%

38%

90%

Postmortem report turn-around-time (TAT) - % of reports completed within 90 calendar days from the time of autopsy.

N/A

84%

83%

90%

2021 Estimate

2022 Estimate

2023 Estimate

8,084 3,168 1,423 1,822 749 2,419 739 235 818 513

8,245 3,231 1,452 1,858 754 2,477 755 240 834 524

8,410 3,269 1,481 1,895 779 2,490 769 245 851 533

Measure

INPUT/OUTPUT MEASURES Unit of Measure Medical Examiner Total Deaths in County Deaths Reported to ME Jurisdiction: Accepted Declined Investigations with Scene Response Other Investigations Autopsy Examinations External Examinations Autopsy Equivalents Other Examinations

Number Number Number Number Number Number Number Number Number Number

2018 Actual 6,890 2,613 1,002 1,611 624 1,989 351 334 462 407

2019 Actual 6,922 2,535 1,030 1,505 650 1,885 355 364 476 390

2020 Actual 7,925* 2,979 1,250 1,728 771 2,208 586 298 685 421

*2020 Actual is an estimate obtained from TPCHD in June 2021

Pierce County 2022-23 Biennial Budget

235

Medical Examiner

PERFORMANCE RATIOS Percent of Deaths Autopsied

Percent of Deaths Investigated 12.0%

25.0% 20.0%

18.9%

18.8%

20.2%

16.6%

15.8%

17.6%

10.3% 9.1%

10.0% 7.4%

8.0%

15.0%

6.4%

6.0% 10.0%

5.7%

5.1%

4.0%

5.0%

2.0% 0.0%

0.0% 2012

2015

2017

2019

2020

2012

2021

2015

2017

2019

2020

2021

From 2012 to 2021 the percentage of all deaths within the County that were investigated by the Medical Examiner’s Office decreased 6.5%. The ten year average is 18.0%.

From 2012 to 2021 the percentage of deaths where an autopsy was done by the Medical Examiner’s Office decreased 11.3%. The ten year average is 7.1%.

Death Reports per Investigator

Deaths Investigated per Staff

400 315 300

259

338

100

331 288

270

81 68

200

100

2020

2021

0 2012

2015

2017

2019

2020

2012

2021

2015

2017

2019

From 2012 to 2021 the number of death reports per investigator increased 11.3%. The ten year average is 300.

From 2012 to 2021 the number of deaths investigated per staff position (all employees) decreased 13.1%. The ten year average is 70.

Postmortem Exams per Pathologist

Postmortem Exams per Technician 400

600 500 400

442 347

339

359

487

347

300

348

300

226

239

2015

2017

232

221

200

195

200 100

100 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of postmortem exams per pathologist increased 40.3%. The ten year average is 372.

236

0 2012

2019

2020

2021

From 2012 to 2021 the number of postmortem exams per technician decreased 43.9%. The ten year average is 250.

Pierce County 2022-23 Biennial Budget

SHERIFF General Fund

Summary:

The Pierce County Sheriff’s Department provides police services and manages the Pierce County Jail. Services include response to calls for assistance, uniformed patrol, crime prevention, crime scene examination, and criminal investigations in response to the needs of citizens living and working in unincorporated Pierce County. The Civil Section provides timely service of court orders throughout the County. The Department also provides traffic law enforcement, accident investigation, as well as response to a variety of hazards, emergencies, and crisis situations. The Sheriff’s Department deploys several highly trained, specialized units in handling these varied and vital responsibilities.

Budget Highlights:

The 2022-23 biennial budget for the Sheriff’s Department is 17.6%, or $30.8 million, above the 2020-21 level. The budget provides support for four new positions, including a Major, Wellness Program Manager, Internal Affairs Detective, and a Lieutenant for the Foothills Detachment. The budget also includes funding for the purchase of land and construction of a new Mountain Detachment facility, and the relocation of the Property Room to a larger facility. In addition, the budget expands resources for hiring and recruiting, and provides funding for a variety of contract and grant-funded programs.

FUNDING SOURCES 2018-19 Actual

General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 26,226,523 25,008 1,988,545 1,484,036 34,267 28,406,621 6,955,728 65,120,730

2020-21 Budget 107,974,480 25,509,310 21,000 2,034,160 1,445,860 60,000 29,540,030 8,180,120 175,376,090

2022-23 Budget 144,369,440 25,509,310 21,000 2,202,260 1,445,860 60,000 31,034,930 1,521,490 206,164,290

Absolute Change 36,394,970 — — 168,100 — — 1,494,900 (6,658,630) 30,788,210

Percent Change 33.7 — — 8.3 — — 5.1 (81.4) 17.6

237

Sheriff

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2018-19 Actual 77,100,787 29,888,963 2,012,083 26,274,321 13,729,802 170,236 1,221,524 150,397,715

2020-21 Budget 86,981,700 35,569,540 2,649,990 33,373,270 15,944,940 327,860 528,790 175,376,090

2022-23 Budget 95,376,160 45,243,140 2,949,480 37,684,150 16,781,460 298,860 7,831,040 206,164,290

Absolute Change 8,394,470 9,673,600 299,490 4,310,880 836,520 (29,000) 7,302,250 30,788,210

Percent Change 9.7 27.2 11.3 12.9 5.2 (8.8) 1,380.9 17.6

PROGRAM EXPENDITURES Admin Contracted Services Animal Control Drug Investigations Investigations Investigations Contracted Services Miscellaneous Patrol Programs Operations Contracted Services Patrol SIU Contracted Services Special Teams Support Services Traffic Traffic Contracted Services Total

238

2021 FTE 1.50 9.00 14.40 79.00 4.00 13.50 66.50 167.90 1.00 — 54.50 17.70 1.00 430.00

2023 FTE 1.50 9.00 14.40 79.00 4.00 13.50 66.50 169.90 1.00 — 56.50 17.70 1.00 434.00

2020-21 Budget 131,350 3,848,550 5,804,450 24,871,260 1,292,820 6,247,670 23,958,670 59,330,710 433,500 1,574,800 41,385,870 6,139,910 356,530 175,376,090

2022-23 Budget 160,580 4,367,060 6,233,250 30,801,960 1,403,460 6,587,310 27,442,940 69,962,010 481,440 1,604,530 49,839,360 6,947,640 332,750 206,164,290

Absolute Change 29,240 518,510 428,800 5,930,700 110,640 339,640 3,484,270 10,631,300 47,940 29,730 8,453,490 807,730 (23,780) 30,788,210

Percent Change 22.3 13.5 7.4 23.8 8.6 5.4 14.5 20.9 11.1 1.9 20.4 13.2 (6.7) 17.6

Pierce County 2022-23 Biennial Budget

Sheriff

STAFFING SUMMARY Sheriff Undersheriff Accounting Assistant Animal Control Officer Animal Control Supervisor Assistant to the Sheriff Budget & Fiscal Manager - Sheriff Bureau Chief Captain Chief of Contract Services Communications Assistant Community Service Officer Computer Systems Business Analyst Crime Research Analyst Dept Computer Support Specialist Deputy Sheriff Detective Detective Sergeant Forensic Investigation Manager Forensic Investigator Forensic Technician Legal Assistant Lieutenant Major Office Assistant Program Coordinator Property Room Manager Property Room Officer Public Information Officer Sergeant Sex Offender Reg Specialist Wellness Program Manager Chief of Staff - Sheriff Subtotal - Unincorporated Staff Contracts 1 Community Service Officer Contract Chief Detective Sergeant Deputy Sheriff Office Assistant Subtotal Contracts Total 1

2018 FTE 1.00 1.00 2.00 6.00 1.00 1.00 0.50 2.00 2.00 — 1.00 2.00 1.00 1.00 3.00 207.00 32.00 12.50 1.00 5.00 1.00 3.00 10.00 — 21.00 1.00 1.00 8.00 1.00 23.00 1.00 — 1.00 353.00

2019 FTE 1.00 1.00 2.00 6.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 2.00 1.00 2.00 3.00 208.00 32.00 12.50 1.00 5.00 1.00 3.00 11.00 — 22.00 1.00 1.00 8.00 1.00 23.00 1.00 — — 357.00

2020 FTE 1.00 1.00 3.00 6.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 202.50 29.00 12.50 1.00 5.00 2.00 4.00 11.00 — 26.00 1.00 1.00 8.00 1.00 23.50 1.00 — — 356.00

2021 FTE 1.00 1.00 3.00 6.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 202.50 29.00 12.50 1.00 5.00 2.00 4.00 11.00 — 26.00 1.00 1.00 8.00 1.00 23.50 1.00 — — 356.00

2022 FTE 1.00 1.00 3.00 6.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 202.50 30.00 12.50 1.00 5.00 2.00 4.00 12.00 1.00 26.00 1.00 1.00 8.00 1.00 23.50 1.00 1.00 — 360.00

2023 FTE 1.00 1.00 3.00 6.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 202.50 30.00 12.50 1.00 5.00 2.00 4.00 12.00 1.00 26.00 1.00 1.00 8.00 1.00 23.50 1.00 1.00 — 360.00

— 6.00 — 3.00 45.00 — 54.00 407.00

— 5.00 — 4.00 49.00 1.00 59.00 416.00

1.00 5.00 3.00 4.50 56.50 4.00 74.00 430.00

1.00 5.00 3.00 4.50 56.50 4.00 74.00 434.00

Contracts include Eatonville, Edgewood, Pierce Transit, Pacific Lutheran University (PLU), School Resource Officers, and University Place.

Pierce County 2022-23 Biennial Budget

239

Sheriff

EXPENDITURE BY ACTIVITY Admin Contracted Services Drug Investigations Investigations Domestic Violence Investigations Program Forensics Program Gang Investigations Program Intelligence Unit Program Investigations Fixed Cost Pool Investigations Program Juvenile Investigations Program Property Room Program Public Disclosure Program Sex Offender Registration Program Property Crime Unit Warrants & Extradition Program Investigations Total Investigations Contracted Services Miscellaneous Patrol Programs Operations Contracted Services Patrol Canine Unit (K9) Program Foothills Detachment Program Mountain Detachment Program Peninsula Detachment Program South Hill Patrol Precinct Program Patrol Patrol Total SIU Contracted Services Special Teams Support Services Traffic Traffic Contracted Services Animal Control Grand Total

240

2020-21 Budget 131,340 5,804,450

2022-23 Budget 160,580 6,233,250

Absolute Change 29,240 428,800

Percent Change

1,994,770 2,742,380 664,800 344,110 3,123,680 11,034,250 1,018,880 — 215,310 1,148,890 1,798,760 785,430 24,871,260 1,292,820 6,247,670 23,958,670

2,303,240 2,570,810 681,190 387,520 4,168,350 12,442,920 984,480 3,400,000 1,080 1,277,820 1,733,640 850,910 30,801,960 1,403,460 6,587,310 27,442,940

308,470 (171,570) 16,390 43,410 1,044,670 1,408,670 (34,400) 3,400,000 (214,230) 128,930 (65,120) 65,480 5,930,700 110,640 339,640 3,484,270

15.5 (6.3) 2.5 12.6 33.4 12.8 (3.4) — (99.5) 11.2 (3.6) 8.3 23.8 8.6 5.4 14.5

2,054,380 7,301,970 6,961,430 7,115,080 27,059,140 8,838,710 59,330,710 433,500 1,574,800 41,385,870 6,139,910 356,530 3,848,560 175,376,090

1,721,270 8,593,460 8,115,260 8,161,880 31,481,890 11,888,250 69,962,010 481,440 1,604,530 49,839,360 6,947,640 332,750 4,367,060 206,164,290

(333,110) 1,291,490 1,153,830 1,046,800 4,422,750 3,049,540 10,631,300 47,940 29,730 8,453,490 807,730 (23,780) 518,500 30,788,210

(16.2) 17.7 16.6 14.7 16.3 41.6 17.9 11.1 1.9 20.4 13.2 (6.7) 13.5 17.6

22.3 7.4

Pierce County 2022-23 Biennial Budget

Sheriff

STAFFING SUMMARY BY ACTIVITY Civilian Command — — 0.40 4.00

Admin Contracted Services Drug Investigations Investigations Domestic Violence/Investigations Program Gang Investigations Program Intelligence Unit Program Investigations Program Juvenile Investigations Program Public Disclosure Program Sex Offender Registration Program Warrants & Extradition Program Forensics Program Property Crime Unit Property Room Investigations Total Investigations Contracted Services Miscellaneous Patrol Programs Operations Contracted Services Patrol Patrol Foothills Detachment Program Mountain Detachment Program Peninsula Detachment Program South Hill Patrol Precinct Program Patrol Total SIU Contracted Services Special Teams Support Services Traffic Traffic Contracted Services Animal Control Grand Total

Deputies Detectives 2.50 — 7.00 4.00

Total 2.50 15.40

— — — 5.00 — 1.00 1.00 — 9.00 — 10.00 26.00 2.00 3.00 9.00

1.00 0.30 1.00 9.05 0.40 — 1.00 0.25 — 1.00 — 14.00 — 2.00 10.00

5.00 2.00 — — 3.00 — — 2.00 — 4.00 — 16.00 — 9.00 54.00

1.00 — — 20.00 — — 2.00 — — — — 23.00 2.00 — —

7.00 2.30 1.00 34.05 3.40 1.00 4.00 2.25 9.00 5.00 10.00 79.00 4.00 14.00 73.00

— 0.60 — 1.00 1.00 2.60 — — 32.50 1.00 1.00 2.00 77.50

1.00 2.30 2.30 2.40 12.20 20.20 — 0.30 11.50 1.50 — — 63.50

5.00 21.00 20.00 20.00 72.00 138.00 — 5.00 12.50 16.00 — — 260.00

— — — — — — 1.00 — 1.00 — — — 31.00

6.00 23.90 22.30 23.40 85.20 160.80 1.00 5.30 57.50 18.50 1.00 2.00 434.00

PERFORMANCE MEASURES Mission: Protect life and property, uphold rights, and work in partnership to build strong, safe communities.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

a. b.

Law enforcement services Crime prevention

Vibrant Communities

Healthy and Happy People 2019 Actual

c. 2020 Actual

2021 Estimate

Co-responder Program 2022 2023 Target Target

1,814

1,685

1,642

104

17.6

16.3

15.8

15.0

Measure Number of burglaries Number of workplace injuries

Miles per gallon for Sheriff’s fleet vehicles Pierce County 2022-23 Biennial Budget

Objective

241

Sheriff

INPUT/OUTPUT MEASURES Unit of Measure

Operations Dispatched Calls for Service TRU Handled Calls Proactive Policing Officer Init Total Calls Total Offenses Part 1 Part 1 Offenses Cleared Part 1 Offenses Cleared Total Offenses Part 2 Part 2 Offenses Cleared Part 2 Offenses Cleared All Others (Non Part 1 & 2) 1 Other Offenses Cleared Other Offenses Cleared Total Offenses Cleared Response Time - Emergency Response Time - Priority 2 Calls Response Time - Priority 3 Calls Investigations Criminal Cases Received 2 Cases Assigned for Investigation Cases Directly Diverted Assigned Cases Cleared w/Arrest 3 Total Reports Written 4 Cases Examined for Evidence AFIS Hits (Forensics) Felony Narcotics Arrests (SIU) Drug Suppression Contacts (SIU) Civil Writs of Restit (Evictions) (Civil) Crt Orders/Other Civil Process

2018 Actual

2019 Actual

2020 Actual

Offenses Offenses % Offenses Offenses % Offenses Offenses % Offenses Minutes Minutes Minutes

94,538 2,874 27,422 121,829 9,220 1,285 14% 11,327 4,910 43% 13,057 6,198 47% 11,875 12.3 28.4 43.5

93,025 2,137 25,241 120,403 8,370 1,236 15% 10,884 4,831 44% 12,723 5,924 47% 11,991 17.8 30.3 40.2

104,670 2,158 20,549 127,377 8,533 1,019 12% 9,269 3,523 38% 10,359 5,745 55% 10,287 12.9 24.1 32.6

103,762 1,452 15,941 121,154 6,766 598 9% 6,782 2,422 36% 7,440 7,013 94% 10,032 11.3 21.8 27.6

105,786 1,294 20,677 127,756 7,123 851 12% 8,554 4,172 49% 13,015 4,883 38% 12,408 16.8 31.6 39.0

97,967 1,484 26,731 126,183 7,397 1,062 14% 8,170 3,476 43% 11,118 5,783 52% 12,408 16.8 30.1 35.4

Cases Cases Cases Cases Reports Cases Each Arrests Contacts

27,444 3,303 8,110 424 47,018 1,446 519 93 —

26,297 2,599 8,167 317 42,936 1,193 360 862 —

26,092 2,608 5,561 475 44,832 1,226 195 341 —

18,732 2,009 3,852 233 31,349 1,222 456 150 —

27,326 2,305 6,915 262 43,337 1,200 450 200 —

23,751 1,965 5,490 242 38,412 1,200 450 200 —

3,223 3,054

3,043 3,579

875 2,438

2,000 2,500

2,800 2,600

2,850 2,750

Calls Calls Calls

Writs Each

2021 Estimate

2022 Estimate

All Others include Arrest Warrants, Traffic related incidents, Runaways, Death Investigations, Missing Persons, Suspicious person/vehicles, etc.

All cases received, not just Part 1 & 2 type crimes.

Assigned Cases cleared with Arrests include Status codes CA, CAB, CANC, and CASI.

Includes every report written on cases, not just the initial general report.

242

2023 Estimate

Pierce County 2022-23 Biennial Budget

Sheriff

PERFORMANCE RATIOS Service Calls per Sworn Officer 400 316

312

323

354

Crime Cases per Sworn Officer 351

120

307

300

200

46 40

100 0

0 2012

2015

2017

2019

2020

2012

2021

Crimes per 1,000 Residents 100 80

0.80 53

2019

2020

2021

Officers per 1,000 Residents 1.00

2017

From 2012 to 2021 the number of crime cases per sworn officer in unincorporated Pierce County decreased 46.6%. The ten year average is 73.

From 2012 to 2021 the number of calls for service per sworn officer in unincorporated Pierce County increased 11.3%. The ten year average is 321.

2015

0.71

0.68

0.71

0.70

0.69

0.68

2012

2015

2017

2019

2020

2021

0.60 42

0.40 0.20

0.00

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of crimes per 1,000 unincorporated County residents decreased 48.9%. The ten year average is 51.

Average Emergency Response Time 14.0

12.3

12.0 10.0

9.3

13.1

12.9

13.9

10.4

From 2012 to 2021 the number of commissioned officers per 1,000 residents in unincorporated Pierce County decreased 4.4%. The ten year average is 0.69.

Expenditures per Resident Served $200

$190

$186

$180

$184

2012

2015

2017

2019

$175

$181

2020

2021

$150

8.0

$100

6.0 4.0

$50

2.0 $0

0.0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average response time (in minutes) for emergency calls in unincorporated Pierce County increased 49.5%. The ten year average is 11.6. Pierce County 2022-23 Biennial Budget

From 2012 to 2021 Sheriff Department expenditures per unincorporated County resident served decreased 5.1% after adjusting for inflation. The ten year average is $183. 243

Sheriff

Percent of Crimes Investigated 35%

25% 20%

Percent of Crimes Cleared

18.2%

17.9%

30%

18.3% 13.4%

15%

14.7%

14.8%

27.5%

29.0%

30.7% 27.0%

25.5%

25%

22.3%

20% 15%

10%

10% 5%

5% 0%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of crimes investigated by detectives in unincorporated Pierce County and contract cities decreased 18.6%. The ten year average is 16.8%.

244

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of crimes cleared in unincorporated Pierce County and contract cities decreased 18.9%. The ten year average is 27.3%.

Pierce County 2022-23 Biennial Budget

CORRECTIONS BUREAU General Fund

Summary:

The Corrections Bureau was established within the Sheriff’s Department to separately account for costs associated with the Pierce County Jail facilities. The inmate population includes male and female inmates from Pierce County, local city jurisdictions, Department of Corrections, and occasionally the federal government. Inmates may be sentenced up to one year in the County Jail and may be in the jail on misdemeanor and/or felony charges. The Sheriff’s Department is responsible for the management of the County Jail.

Budget Highlights:

The 2022-23 biennial budget for the Corrections Bureau is 7.2%, or $8.8 million, above the 2020-21 level. The budget increases a part-time position to create a full-time Corrections Technician position.

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

— 9,412,091 1,170,845 1,529,203 875 1,713,209 34,190 13,860,412

2020-21 Budget 109,348,650 7,606,290 858,460 1,489,600 — 1,814,570 827,350 121,944,920

2022-23 Budget 119,086,790 7,639,640 538,460 1,489,600 — 1,912,860 35,970 130,703,320

Absolute Change 9,738,140 33,350 (320,000) — — 98,290 (791,380) 8,758,400

Percent Change 8.7 0.4 (37.3) — — 5.4 (95.7) 7.2

2022-23 Budget 63,020,910 28,675,270 1,519,540 33,419,450 — 4,068,150 130,703,320

Absolute Change 3,234,500 2,960,400 (17,460) 2,852,650 (314,350) 42,660 8,758,400

Percent Change 5.4 11.5 (1.1) 9.3 (100.0) 1.1 7.2

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 57,464,180 23,498,844 1,463,117 28,272,761 12,959 4,647,458 115,359,320

2020-21 Budget 59,786,410 25,714,870 1,537,000 30,566,800 314,350 4,025,490 121,944,920

245

Corrections Bureau

PROGRAM EXPENDITURES Administration Care and Custody Programs and Services Total

2021 FTE 13.70 238.40 70.80 322.90

2023 FTE 13.00 239.50 70.50 323.00

2020-21 Budget 9,176,860 75,986,820 36,781,240 121,944,920

2022-23 Budget 9,568,870 83,846,110 37,288,340 130,703,320

Absolute Change 392,010 7,859,290 507,100 8,758,400

Percent Change 4.3 10.3 1.4 7.2

STAFFING SUMMARY Bureau Chief Accounting Assistant Assistant to the Chief Budget & Fiscal Manager - Sheriff Correctional Captain Correctional Lieutenant Correctional Sergeant Correctional Technician Corrections Deputy Dept Computer Support Specialist Detective Sergeant Mental Health Eval Specialist Mental Health Manager - Corrections Office Assistant Physician/Medical Director Nurse Practitioner Pre-trial Services Screener Total

246

2018 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 2.40 263.00 1.00 0.50 7.00 1.00 2.50 1.00 1.00 2.00 322.90

2019 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 2.40 262.00 1.00 0.50 7.00 1.00 4.50 1.00 1.00 — 321.90

2020 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 3.40 262.00 1.00 0.50 8.00 1.00 4.50 1.00 — — 322.90

2021 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 3.40 262.00 1.00 0.50 8.00 1.00 4.50 1.00 — — 322.90

2022 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 4.00 262.00 1.00 0.50 8.00 1.00 4.00 1.00 — — 323.00

2023 FTE 1.00 2.00 1.00 0.50 2.00 12.00 23.00 4.00 262.00 1.00 0.50 8.00 1.00 4.00 1.00 — — 323.00

Pierce County 2022-23 Biennial Budget

Corrections Bureau

PERFORMANCE MEASURES Mission: Manage, in a safe, secure, and humane manner, persons who have been charged with or convicted of offenses. The Pierce County Detention and Corrections Center shall offer opportunities for prisoners to become involved in community-based programs which strive to promote change, enhance self-esteem, and create a positive approach to law abiding lifestyles.

Priority

Objective

Effective Government

Measure

Activity

Accountability for Results 2019 Actual

Total overtime costs

$4.2M

Number of workplace injuries

2020 Actual

$1.9M 35

a. Jail programs and services 2021 2022 2023 Estimate Target Target

Objective

$1.3M

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure

Inmates Prisoner Bookings 1 Prisoner Days 1 Average Daily Population Medical / Dental Emergency Sick Calls Emergency Dental 2 Meals Meals Served Legal Legal Materials to Prisoners Classifications Inmate Classifications Mental Health Mental Health Evals Escorts Number Court Escorts

2018 Actual

2019 Actual

2020 Actual

18,501 390,322 1,092

18,332 365,082 1,030

8,551 232,270 658

7,000 167,493 540

7,350 175,867 567

7,717 184,660 595

Cases Cases

19,697 1,185

16,094 1,053

12,403 840

8,200 800

8,610 840

9,040 882

Meals

1,328,688

1,231,965

802,297

600,700

630,735

662,271

Cases

940

791

261

108

113

119

Classification

16,888

16,679

7,892

4,987

5,236

5,498

Prisoners

20,695

11,497

12,558

10,774

11,313

11,879

Prisoners

37,446

40,590

16,692

10,051

10,553

11,080

Bookings Days Inmates

2018 discovered up to 10% inaccuracies in the count of bookings and inmate days. Adjustments to the program have lowered the error rate to .003.

2018 estimates are based on the 5 year averages for each statistical category except Emergency Dental which was estimated on 4 years.

Pierce County 2022-23 Biennial Budget

247

Corrections Bureau

PERFORMANCE RATIOS ADP per 1,000 Residents

ADP per Corrections Staff 4.00

3.45

3.75

2.00

3.61

1.59

3.20

3.00 2.04 2.00

1.67

1.00

1.35 1.16

1.00

0.73

0.59

0.50

0.00 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the Average Daily Population (ADP) per Corrections Bureau employee decreased by 51.5%. ADP includes all incarcerated inmates in County facilities. The ten year average is 3.17.

Operating Cost per Prisoner Day $377

$400

0.00 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of prisoners per thousand County residents decreased by 63.1%. ADP includes all incarcerated inmates in County facilities. The ten year average is 1.22.

Percent Revenue Generating Prisoners 20%

$350

15.4%

$300

15%

$248

$250 $200 $150

1.38

1.50

$130

$143

$136

11.6% 9.2%

10%

$167

7.6% 5.0%

$100

3.1%

$50 $0

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the total cost per prisoner day increased 189.1% after adjusting for inflation. Figures exclude capital costs. The ten year average is $180.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percentage of revenue generating prisoners decreased by 79.8%. The ten year average is 8.0%.

Percent Special Identification Process 6% 4.4% 3.6%

4% 2.9%

2.1% 2% 0.3%

0.3%

2020

2021

0% 2012

2015

2017

2019

From 2012 to 2021 the percentage of booked prisoners receiving a Special Identification Process and then released decreased 88.3%. The ten year average is 2.5%. 248

Pierce County 2022-23 Biennial Budget

CRIMINAL JUSTICE FUND Special Revenue Fund

Summary:

In 1990 the State Legislature approved a series of revenue measures for local units of government to assist in financing the criminal justice system, including allocating a portion of the Motor Vehicle Excise Tax for this purpose. Previous allocations were deposited into this fund, but current state allocations are now budgeted in the General Fund for criminal justice activities and programs. Residual unspent dollars remain in this fund, augmented by occasional transfers and grants.

Budget Highlights:

The 2022-23 biennial budget for the Criminal Justice Fund is 20.6%, or $307,000, below the prior biennium and maintains current service levels.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 194,325 7,009 801,000 1,002,335

2020-21 Budget 56,450 836,680 — 600,000 1,493,130

2022-23 Budget 40,000 545,490 — 600,000 1,185,490

Absolute Change (16,450) (291,190) — — (307,640)

Percent Change (29.1) (34.8) — — (20.6)

2022-23 Budget 340,900 132,110 72,480 640,000 1,185,490

Absolute Change (69,570) 34,860 (92,320) (180,600) (307,640)

Percent Change (16.9) 35.8 (56.0) (22.0) (20.6)

EXPENDITURES 2018-19 Actual 98,181 13,831 85,086 605,170 802,268

Salaries Benefits Supplies Other Services and Charges Total

2020-21 Budget 410,470 97,260 164,800 820,600 1,493,130

STAFFING SUMMARY County Attorney Legal Assistant IT Software Engineer Total

Pierce County 2022-23 Biennial Budget

2018 FTE 1.00 — 1.00 2.00

2019 FTE 1.00 — — 1.00

2020 FTE 1.00 1.00 — 2.00

2021 FTE 1.00 1.00 — 2.00

2022 FTE 1.00 1.00 — 2.00

2023 FTE 1.00 1.00 — 2.00

249

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250

Pierce County 2022-23 Biennial Budget

DETENTION CENTER COMMISSARY FUND Special Revenue Fund

Summary:

The Jail Commissary provides items to inmates which they pay for out of their inmate accounts (newspapers, clothing, hygiene items, postage, snack foods, over-the-counter medication, etc.) as well as inmates’ welfare programs. These functions are managed by the Corrections Bureau.

Budget Highlights:

The 2022-23 biennial budget for the Detention Center Commissary Fund is 6.7%, or $163,000, above the prior biennium and maintains current service levels.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Total

— 2,425,898 100 2,425,998

2020-21 Budget (189,320) 2,623,000 — 2,433,680

2022-23 Budget (201,490) 2,798,480 — 2,596,990

Absolute Change (12,170) 175,480 — 163,310

Percent Change 6.4 6.7 — 6.7

2022-23 Budget 446,060 187,460 749,700 1,177,800 35,970 2,596,990

Absolute Change (97,770) (54,130) 186,400 128,810 — 163,310

Percent Change (18.0) (22.4) 33.1 12.3 — 6.7

EXPENDITURES 2018-19 Actual 515,424 219,760 904,222 558,612 34,190 2,232,207

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 543,830 241,590 563,300 1,048,990 35,970 2,433,680

STAFFING SUMMARY Correctional Sergeant Correctional Technician Total

Pierce County 2022-23 Biennial Budget

2018 FTE 2.00 1.00 3.00

2019 FTE 2.00 1.00 3.00

2020 FTE 2.00 — 2.00

2021 FTE 2.00 — 2.00

2022 FTE 2.00 — 2.00

2023 FTE 2.00 — 2.00

251

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252

Pierce County 2022-23 Biennial Budget

DRUG ENFORCEMENT FUND Special Revenue Fund

Summary:

The County Council adopted Ordinance No. 2015-60s3, creating the Drug Enforcement Special Revenue Fund. The fund includes all revenue received from the Washington State marijuana excise tax and was restricted to financing violations of the State Uniform Controlled Substances Act. Ordinance No. 2018-61s expanded permitted expenditures to include the clean-up of nuisance properties. The Pierce County Sheriff’s Department and the Prosecuting Attorney’s Office are the lead agencies for these activities.

Budget Highlights:

The 2022-23 biennial budget is 15.4%, or $378,000, above the prior biennium and includes support for drug enforcement and abatement activities.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Intergovernmental Revenue Transfers In Total

— 2,398,740 — 2,398,740

2020-21 Budget (19,400) 2,466,620 2,990 2,450,210

2022-23 Budget 361,820 2,466,620 — 2,828,440

Absolute Change 381,220 — (2,990) 378,230

Percent Change (1,965.1) — (100.0) 15.4

2022-23 Budget 826,460 299,030 40,000 158,950 — 1,504,000 2,828,440

Absolute Change 128,230 92,780 — (192,780) — 350,000 378,230

Percent Change 18.4 45.0 — (54.8) — 30.3 15.4

2021 FTE 1.00 1.00 1.00 3.00

2022 FTE 1.00 1.00 1.00 3.00

2023 FTE 1.00 1.00 1.00 3.00

EXPENDITURES 2018-19 Actual 424,906 84,662 9,080 36,632 198,636 327,000 1,080,916

Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

2020-21 Budget 698,230 206,250 40,000 351,730 — 1,154,000 2,450,210

STAFFING SUMMARY 2018 FTE

Detective Deputy Sheriff Legal Assistant Total

Pierce County 2022-23 Biennial Budget

2019 FTE

— — — —

— — 1.00 1.00

2020 FTE 1.00 1.00 1.00 3.00

253

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254

Pierce County 2022-23 Biennial Budget

DRUG INVESTIGATION FUND Special Revenue Fund

Summary:

The Drug Investigation Fund was created to accept funds from orders of the Pierce County Superior Court and other municipalities. Funds generated from the Courts are to be spent and applied for the investigation and apprehension of persons criminally involved in the illegal sale, possession, or distribution of drugs or controlled substances. This fund has also been used for the deposit of monies from seizures.

Budget Highlights:

The 2022-23 biennial budget is 12.2%, or $193,000, above the 2020-21 level and continues funding for the High Intensity Drug Trafficking Areas (HIDTA) program.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Total

— 10,883 335,786 1,146,615 1,493,285

2020-21 Budget 1,099,620 20,000 144,170 321,600 1,585,390

2022-23 Budget 1,049,690 20,000 268,330 440,190 1,778,210

Absolute Change (49,930) — 124,160 118,590 192,820

Percent Change (4.5) — 86.1 36.9 12.2

2022-23 Budget 832,060 190,830 134,600 620,720 1,778,210

Absolute Change 106,140 92,120 50,600 (56,040) 192,820

Percent Change 14.6 93.3 60.2 (8.3) 12.2

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 449,590 68,166 69,289 407,018 994,064

2020-21 Budget 725,920 98,710 84,000 676,760 1,585,390

255

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256

Pierce County 2022-23 Biennial Budget

FEDERAL FOREST SERVICES FUND Special Revenue Fund

Summary:

This fund is used to account for the revenues received from federal forestry distributions made to Pierce County (Title III) and designated Resource Advisory Committee (RAC) allocations (Title II). These monies can only be expended for specific purposes enumerated in federal law and can only be used on or to benefit federal forest lands.

Budget Highlights:

The budget for the Federal Forest Services Fund does not anticipate any distributions in 2022 or 2023.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Intergovernmental Revenue Total

— 31,153 31,153

2020-21 Budget 5,000 15,000 20,000

2022-23 Budget

— — —

Absolute Change (5,000) (15,000) (20,000)

Percent Change (100.0) (100.0) (100.0)

— — — — —

Absolute Change (10,000) (2,000) — (8,000) (20,000)

Percent Change (100.0) (100.0) — (100.0) (100.0)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 2,459 367 5,423 9,416 17,664

2020-21 Budget 10,000 2,000 — 8,000 20,000

2022-23 Budget

257

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258

Pierce County 2022-23 Biennial Budget

MARINE SERVICES FUND Special Revenue Fund

Summary:

Budget Highlights:

Marine Services is a specialized unit of the Sheriff’s Department. The Marine Services Fund was created by Pierce County Ordinance No. 94-35 to account for the portion of vessel registration fees that are collected by the State of Washington and allocated to counties with approved boating safety programs. Pierce County’s boating safety program includes the following elements: -

Ensure all waterways within unincorporated Pierce County are patrolled during peak recreational periods.

Investigate all serious and fatality boating accidents in unincorporated Pierce County.

Coordinate response to boating emergencies; respond to waterway complaints, accidents, and emergencies within the limitation of available resources.

Serve as a resource for Homeland Security.

The 2022-23 biennial budget for Marine Services is 11.9%, or $49,000, above the 202021 level and maintains current service levels.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 238,734 132 8,808 30,000 277,674

2020-21 Budget 122,580 228,060 — — 60,000 410,640

2022-23 Budget 175,250 224,300 — — 60,000 459,550

Absolute Change 52,670 (3,760) — — — 48,910

Percent Change 43.0 (1.6) — — — 11.9

2022-23 Budget 183,780 50,860 33,860 191,050 — 459,550

Absolute Change 17,720 17,220 — 13,970 — 48,910

Percent Change 10.7 51.2 — 7.9 — 11.9

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 134,456 18,171 1,765 90,583 113,500 358,474

2020-21 Budget 166,060 33,640 33,860 177,080 — 410,640

259

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260

Pierce County 2022-23 Biennial Budget

SOUTH SOUND 911 BUILDING LEASE FUND Capital Project Fund

Summary:

In 2011, Pierce County voters approved a sales and use tax to fund improvements to the County’s 911 emergency communication system. Improvements include financing, design, acquisition, construction, equipping, operating, maintaining, remodeling, repairing, and re-equipping the County’s 911 emergency communication system and facilities infrastructure. In 2019, by Resolution No. R2019-66, the County Council determined that it was necessary and in the best interests of the County to issue limited tax general obligation bonds to finance the costs of construction and equipping the Public Safety Communications Center and improving the South 35 th Street Communications Center as a backup facility. Bonds in the amount of $52.9 million were issued in 2019. The voter approved sales and use tax will cover the principal and interest payments on the bonds.

Budget Highlights:

The 2022-23 biennial budget includes $2.0 million in debt service for the construction of the new Public Safety Communications Center and improvements to the South 35 th Street Communications Center.

FUNDING SOURCES Bond Proceed Revenue Use of Fund Balance Miscellaneous Revenue Total

2018-19 Actual 59,330,369 — 294,856 59,625,225

2020-21 Budget

— 55,000,000 — 55,000,000

2022-23 Budget

Absolute Change

Percent Change

— 2,000,000 — 2,000,000

— (53,000,000) — (53,000,000)

— (96.4) — (96.4)

2022-23 Budget 2,000,000 — — — 2,000,000

Absolute Change (53,000,000) — — — (53,000,000)

Percent Change (96.4) — — — (96.4)

EXPENDITURES 2018-19 Actual

Other Services and Charges Intergovernmental Services Debt Service - Interest Transfers Out Total

Pierce County 2022-23 Biennial Budget

— 5,687,697 328,834 1,044 6,017,576

2020-21 Budget 55,000,000 — — — 55,000,000

261

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262

Pierce County 2022-23 Biennial Budget

Legal and Judicial Summary

The Legal and Judicial section includes the District, Juvenile, and Superior Courts, as well as the Prosecuting Attorney’s Office, Assigned Counsel, Clerk of the Superior Court, Judson Family Justice Center, and the Pierce County Law Library. 

Legal and Judicial functions account for 24.3% of County positions.



The $285.4 million budget represents 9.8% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Intergovernmental Revenue Charges for Services Revenue Court Fines & Penalty Revenue License & Permit Revenue Miscellaneous Revenue Transfers In General Fund Support Use of Fund Balance Total

32,544,630 24,119,580 6,640,120 100,000 1,182,880 5,564,460 215,147,870 130,960 285,430,500

FTE 122.90 55.00 4.00 109.00 — 8.25 151.00 255.00 114.00 819.15

Page 265 271 275 277 283 285 289 295 303

Spending and Staffing

250

750.00

200

600.00

150

450.00

100

300.00

150.00

0.00 2018-19

. Pierce County 2022-23 Biennial Budget

900.00

FTE

Assigned Counsel Clerk of the Superior Court - Pierce County Law Library District Court - Dispute Resolution Center Judson Family Justice Center Juvenile Court Prosecuting Attorney Superior Court Total

Budget 49,448,730 16,530,030 1,732,300 35,358,100 403,080 3,479,780 49,132,580 84,576,510 44,769,390 285,430,500

300

11.4 8.5 2.3 — 0.4 1.9 75.4 0.1 100.0

Millions

2022-2023

Percent of Total

2020-21

2022-23

263

Legal and Judicial This page is intentionally left blank.

264

Pierce County 2022-23 Biennial Budget

ASSIGNED COUNSEL General Fund

Summary:

The Department of Assigned Counsel (DAC) is responsible for the delivery of mandated legal services to indigent persons accused of crimes in the Pierce County Superior Court; Pierce County District Court; Municipal Courts in Tacoma, Gig Harbor, Fircrest, and Ruston; and Pierce County Juvenile Court delinquency proceedings. The DAC also provides constitutionally mandated legal services to indigent parents involved in Juvenile Court dependency and termination proceedings, and to persons detained for involuntary civil commitment proceedings at Western State Hospital (WSH), the American Lake VA Hospital, and Residential Treatment Facilities. DAC also provides representation to clients detained pursuant to RCW 71.09, and a limited number of felony and misdemeanor appeals. DAC representation standards comply fully with all requirements established by the Washington State Supreme Court and Washington State Bar Association.

Budget Highlights:

The 2022-23 biennial budget for Assigned Counsel is 12.2%, or $5.4 million, above the 2020-21 level. The budget continues 14 positions added in 2020-21 to address recent Washington Supreme Court decisions and the backlog of court cases due to the pandemic. The budget also includes three new positions for increased workload and continues a Social Service Specialist position to support the diversion of Trueblood class members from the criminal justice system into supportive programs.

FUNDING SOURCES 2018-19 Actual

General Fund Support Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 5,645,078 4,203,076 7,190 114,894 9,970,238

2020-21 Budget 32,824,030 5,748,750 5,218,860 6,500 257,030 44,055,170

2022-23 Budget 37,012,920 5,760,340 6,418,480 6,500 250,490 49,448,730

Absolute Change 4,188,890 11,590 1,199,620 — (6,540) 5,393,560

Percent Change 12.8 0.2 23.0 — (2.5) 12.2

2022-23 Budget 26,541,040 9,135,070 609,060 13,163,560 — 49,448,730

Absolute Change 4,333,640 829,500 35,760 194,660 — 5,393,560

Percent Change 19.5 10.0 6.2 1.5 — 12.2

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 18,902,300 7,229,891 597,813 11,968,936 400,000 39,098,941

2020-21 Budget 22,207,400 8,305,570 573,300 12,968,900 — 44,055,170

265

Assigned Counsel

PROGRAM EXPENDITURES Adult Superior Court Indigent Defense Juvenile Superior Court Misdemeanor Court Total

2021 FTE 68.68 1.40 16.07 33.75 119.90

2023 FTE 71.08 1.40 16.07 34.35 122.90

2020-21 Budget 23,674,340 4,616,920 6,817,640 8,946,270 44,055,170

2022-23 Budget 28,792,310 4,551,660 6,530,970 9,573,790 49,448,730

Absolute Change 5,117,970 (65,260) (286,670) 627,520 5,393,560

Percent Change 21.6 (1.4) (4.2) 7.0 12.2

STAFFING BY ACTIVITY Admin 2.23 — 0.69 0.90 3.82

Adult Superior Court Indigent Defense Juvenile Superior Court Misdemeanor Court Total

Attorney 56.00 1.40 11.18 25.00 93.58

Legal Asst/ Paralegal/ Office Asst

Mental Hlth/ Invest Spec Advocate

11.25 — 3.00 8.25 22.50

1.60 — 1.20 0.20 3.00

Total 71.08 1.40 16.07 34.35 122.90

STAFFING SUMMARY Director Admin Program Manager Chief Deputy Attorney County Attorney Computer Systems Business Analyst Dept Computer Support Specialist Division Chief/Senior Supv Attorney Investigation Specialist Legal Assistant Office Assistant Social Service Specialist Dependency Soc Serv Specialist Social Worker Total

266

2018 FTE 1.00 1.00 1.00 73.50 — 1.00 2.00 1.00 16.50 1.00 — 1.00 1.00 100.00

2019 FTE 1.00 1.00 1.00 73.40 1.00 — 2.00 1.00 16.50 1.00 — 1.00 1.00 99.90

2020 FTE 1.00 1.00 1.00 88.40 1.00 — 3.00 1.00 20.50 1.00 2.00 — — 119.90

2021 FTE 1.00 1.00 1.00 88.40 1.00 — 3.00 1.00 20.50 1.00 2.00 — — 119.90

2022 FTE 1.00 1.00 1.00 89.40 1.00 1.00 3.00 1.00 21.50 1.00 2.00 — — 122.90

2023 FTE 1.00 1.00 1.00 89.40 1.00 1.00 3.00 1.00 21.50 1.00 2.00 — — 122.90

Pierce County 2022-23 Biennial Budget

Assigned Counsel

PERFORMANCE MEASURES Mission: Provide and administer a public defense delivery system that assures eligible people receive professional and effective representation while efficiently utilizing public resources.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Trueblood Diversion Program

b. Effective Government

Accountability for Results

Delivery of mandated legal services to indigent persons Continuing Legal Education trainings

c. Effective Government

Talented and Diverse Employees 2019 2020 Measure Actual Actual Number of Trueblood identified clients assessed or referred from traditional criminal justice system 155 109 outcomes to enhanced treatment/resourced community options Number of jail days saved by release plan or mitigation 320 662 created by Assigned Counsel Number of cases legally determined to involve 1 — misconduct or ineffective assistance by defense counsel Number of WSBA approved continuing legal education 25.5 29.3 (CLE) training hours for DAC staff and conflict panel Number of interns recruited for investigation and 25 7 paralegal services

Pierce County 2022-23 Biennial Budget

d. Internship Program 2021 2022 Estimate Target

2023 Target

Objective

120

140

500

—

18.0

267

Assigned Counsel

INPUT/OUTPUT MEASURES Unit of Measure

Superior Court Class A Felonies Class B & C Felonies Total Felonies Miscellaneous Actions Total Defendants Felonies Assigned - Panel/Contract Felony Case Assigned - Staff Total Felony Cases Assigned District Court/Municipal Court District Court New Cases Dist I/C Resolutions at Arraign Dist O/C Resolutions at Arraign District Court Post Conviction Tacoma Muni Court New Cases Tac Muni I/C Resolutions at Arraign Tac Muni O/C Resolutions at Arraign Tacoma Muni Court Post Convict Other Municipal Court Cases Other Muni Court Post Convict Total Dist/Muni Court Defend Juvenile Court A-C Felonies Misdemeanors Probation Violations Total Cases Dependency Hearings

268

Cases Cases

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

365 4,085 4,450 4,608 9,058 1,678 7,380 9,058

345 4,058 4,403 4,383 8,786 1,717 7,069 8,786

393 2,161 2,554 2,285 4,839 893 3,946 4,839

398 2,500 2,898 1,493 4,391 879 3,512 4,391

400 4,450 4,850 3,000 7,850 1,570 6,280 7,850

400 4,450 4,850 3,500 8,350 1,670 6,680 8,350

Cases Filings Filings Filings Cases Filings Filings Filings Cases Filings

2,977 382 342 3,708 2,284 312 304 4,634 649 133 15,725

2,720 426 250 4,243 2,593 379 412 4,537 508 216 16,284

1,550 72 53 1,818 1,223 86 72 2,559 317 234 7,984

2,000 10 2 1,649 926 5 7 2,083 468 214 7,364

2,700 100 80 3,500 2,000 90 100 3,900 500 250 13,220

2,850 250 200 3,900 2,500 250 250 4,200 550 280 15,230

Cases Cases Cases

481 420 652 1,553

354 272 593 1,219

217 113 403 733

160 80 401 641

300 200 450 950

28,637

27,911

26,255

24,516

25,000

26,000

Cases Cases Cases

Hearings

Pierce County 2022-23 Biennial Budget

Assigned Counsel

PERFORMANCE RATIOS Percent of Felony Cases Sent Outside

Felony Filings per Attorney 400

367

350

347

50%

338 301

300 250 200

164

150

34%

39% 34%

35% 30%

30% 146

100

20% 10%

50 0

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the annual number of felony filings, excluding miscellaneous actions, assigned per Felony Division attorney decreased 60.2%. The ten year average is 304. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Percent of Felony Cases Represented 100%

41%

40%

85%

90%

91%

89%

84%

92%

2012

2015

2020

2021

Misdemeanor Filings per Attorney 1,000

947

570

600

50%

2019

From 2012 to 2021 the percent of felony cases assigned to panel and contract attorneys decreased 11.9%. The ten year average is 36.3%.

800

75%

2017

643

611

400 25%

259

281

2020

2021

200 0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of all felony cases, excluding miscellaneous actions represented by Assigned Counsel and including panel and contract attorneys, increased 8.1%. The ten year average is 87.9%.

0 2012

2015

2017

2019

From 2012 to 2021 the annual number of misdemeanor filings in District Court assigned per Misdemeanor Division attorney decreased 70.4%. The ten year average is 602. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Juvenile Filings per Attorney 600

539

512 444

450

406

300

244

214

150 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the annual number of Juvenile Court delinquency cases assigned per Juvenile Division attorney decreased 60.3%. The ten year average is 435. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Pierce County 2022-23 Biennial Budget

269

Assigned Counsel This page is intentionally left blank.

270

Pierce County 2022-23 Biennial Budget

CLERK OF THE SUPERIOR COURT General Fund

Summary:

The Clerk of the Superior Court is responsible for maintaining the records of all cases filed in the Superior Court dating back to the 1890s. The Clerk also performs many quasi-judicial duties that include the issuance of various writs, orders, subpoenas, and warrants in support of the Court’s decisions. The Clerk further serves as the administrator of the Superior Court’s Mandatory Arbitration Program. The Clerk’s Office additionally houses the Superior Court Pretrial Services Program which completes in custody screenings and monitors people released pending trial.

Budget Highlights:

The 2022-23 biennial budget for the Clerk of the Superior Court is 9.1%, or $1.4 million, above the 2020-21 level. The budget includes a new Criminal Diversion Program Manager to collaborate between behavioral health and criminal justice providers and an Accounting Assistant to support recent Washington Supreme Court decisions. The budget also continues a Court Case Coordinator position to support the diversion of Trueblood class members from the criminal justice system into supportive programs.

FUNDING SOURCES General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 7,684,245 1,279,259 1,368,835 353,685 172,546 10,858,571

2020-21 Budget 4,362,020 7,837,770 1,068,500 1,196,000 314,510 365,540 15,144,340

2022-23 Budget 5,611,600 7,847,780 1,111,490 1,271,230 304,510 383,420 16,530,030

Absolute Change 1,249,580 10,010 42,990 75,230 (10,000) 17,880 1,385,690

Percent Change 28.6 0.1 4.0 6.3 (3.2) 4.9 9.1

2022-23 Budget 8,122,910 3,686,210 80,340 4,640,570 16,530,030

Absolute Change 674,620 57,420 (11,960) 665,610 1,385,690

Percent Change 9.1 1.6 (13.0) 16.7 9.1

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 6,830,707 3,267,280 195,398 3,460,589 13,753,975

2020-21 Budget 7,448,290 3,628,790 92,300 3,974,960 15,144,340

271

Clerk of the Superior Court

PROGRAM EXPENDITURES Administration Arbitration Domestic Violence Facilitator Fiscal Services Legal Legal Financial Obligation Pretrial Services Probate Western State Hospital Total

2021 FTE 3.00 0.40 3.10 3.00 5.25 15.20 2.00 7.00 11.05 3.00 53.00

2023 FTE 4.00 0.40 3.10 3.00 5.25 15.20 2.00 8.00 11.05 3.00 55.00

2020-21 Budget 3,619,600 402,680 858,050 724,770 1,015,610 3,059,000 441,990 1,938,040 2,165,840 918,760 15,144,340

2022-23 Budget 3,914,850 411,910 909,160 793,260 1,048,400 3,102,080 512,300 2,668,610 2,147,750 1,021,710 16,530,030

Absolute Change 295,250 9,230 51,110 68,490 32,790 43,080 70,310 730,570 (18,090) 102,950 1,385,690

Percent Change 8.2 2.3 6.0 9.4 3.2 1.4 15.9 37.7 (0.8) 11.2 9.1

STAFFING SUMMARY Clerk of the Superior Court Accounting Assistant Chief Deputy Clerk Computer System Business Analyst Criminal Diversion Program Manager Domestic Relations Facilitator Domestic Relations Facilitator - Lead Domestic Violence Coordinator Exhibits Clerk Fiscal Services Manager Legal Assistant Legal Processing Supervisor Pretrial Services Case Coordinator Pretrial Services Program Manager Probate & Court Services Supervisor Social Service Administrative Manager Total

272

2018 FTE 1.00 6.00 1.00 2.00 — 2.00 1.00 1.00 1.00 1.00 28.00 1.00 5.00 1.00 1.00 — 52.00

2019 FTE 1.00 6.00 1.00 2.00 — 2.00 1.00 1.00 1.00 1.00 28.00 1.00 5.00 1.00 1.00 — 52.00

2020 FTE 1.00 6.00 1.00 2.00 — 2.00 1.00 1.00 1.00 1.00 27.00 2.00 5.00 — 1.00 1.00 52.00

2021 FTE 1.00 6.00 1.00 2.00 — 2.00 1.00 1.00 1.00 1.00 28.00 2.00 5.00 — 1.00 1.00 53.00

2022 FTE 1.00 7.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 28.00 2.00 5.00 1.00 1.00 — 55.00

2023 FTE 1.00 7.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 28.00 2.00 5.00 1.00 1.00 — 55.00

Pierce County 2022-23 Biennial Budget

Clerk of the Superior Court

PERFORMANCE MEASURES Mission: Protect the integrity and accuracy of the Superior Court case records, to provide these records with excellent customer service in a fair, thorough, accurate, and respectful matter, and to understand the needs of the customer, assist when necessary and appropriate, and provide direction as needed.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Pretrial Services Program

Effective Government

Customer-focused Services

Records management for Superior Court cases

Measure

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Number of referrals to Pretrial Services Cumulative appearance rate Contacts completed with Pretrial Services Number of felony indigency screenings completed Completion rate of indigency screenings Number of archived cases electronically imaged

1,643 88% 91% 4,980 91% 711

801 89% 90% 2,579 93% 715

700 85% 90% 1,000 65% 800

800 85% 90% 2,500 90% 1,000

1,000 85% 90% 2,500 90% 1,200

1 1 1 1 1 2

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure

County Actions (Fee) Civil/Domestic Filings Probate/Adoption Filings County Actions (Non-Fee) Criminal Filings Paternity Filings Non-Support Filings Domestic Violence Filings Sexual Assault Filings Mental Illness Other Filings Total Cases Handled Civil/Domestic Pleadings Probate/Adoption Pleadings Criminal Pleadings Mental Illness Writs Other Documents Protection Orders Total Documents Handled Domestic Relation Services

Pierce County 2022-23 Biennial Budget

2018 Actual

2019 Actual

2020 Actual

Case Case

18,574 3,433

17,533 3,390

12,340 3,265

12,860 3,633

16,500 3,500

17,500 3,500

Case Case Case Case Case Case Case

5,856 585 73 3,504 50 1,425 19,899 53,399 512,044 102,047 212,026 23,034 9,191 1,619 4,073 864,034 4,230

5,561 535 57 3,561 69 1,654 19,365 51,725 504,075 100,274 214,233 26,078 6,754 1,658 4,303 857,375 4,341

3,549 432 25 3,026 60 1,888 11,093 35,678 398,120 94,292 132,417 29,231 3,014 1,316 3,448 661,838 1,184

3,662 396 26 3,215 48 2,182 10,507 36,529 413,061 108,374 132,382 30,862 2,518 1,164 3,552 691,913 1,200

4,200 500 50 3,500 60 2,300 15,000 45,610 435,000 100,000 145,000 33,000 6,000 1,250 4,000 724,250 2,500

4,100 500 50 3,650 70 2,500 17,500 49,370 470,000 105,000 140,000 35,000 7,500 1,250 4,200 762,950 3,000

Document Document Document Document Document Document Document Individuals

273

Clerk of the Superior Court

PERFORMANCE RATIOS Documents per Employee

Filings per Employee 1,400

1,214

1,200

1,142

20,000 1,069

1,000

995

16,945

16,488 12,728

13,055

2020

2021

689 10,000

600 400

5,000

200 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average number of filings handled per employee decreased 43.2%. The ten year average is 1,027. 2020 and 2021 reflect a backlog of cases due to the pandemic.

2012

$250

2015

2017

Cost per Document $211

$214

$12 $10

$200 $150 $108

$123

$125

2019

From 2012 to 2021 the average number of documents handled per employee decreased 29.8%. The ten year average is 16,682. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Cost per Filing

$144

$7.02

$7.70

$7.90

2015

2017

$11.37

$11.32

2020

2021

$8.68

$100

$50

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the cost per filing increased 99.4% after adjusting for inflation. The ten year average is $141. 2020 and 2021 reflect a backlog of cases due to the pandemic.

$0 2012

0.07

Pleadings per Capita 1.20

0.06

1.06

1.00

0.06 0.04

0.04

2019

From 2012 to 2021 the cost per document increased 61.3% after adjusting for inflation. The ten year average is $8.44. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Filings per Capita 0.08

18,194

15,000 686

800

18,603

0.04

1.00

0.96

0.92

0.80

0.69

0.71

2020

2021

0.60 0.40

0.02

0.20 0.00 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of filings per Pierce County resident decreased 44.7%. The ten year average is 0.06. 2020 and 2021 reflect a backlog of cases due to the pandemic.

274

0.00 2012

2015

2017

2019

From 2012 to 2021 the number of pleadings per Pierce County resident declined 32.5%. The ten year average is 0.94. 2020 and 2021 reflect a backlog of cases due to the pandemic.

Pierce County 2022-23 Biennial Budget

PIERCE COUNTY LAW LIBRARY Special Revenue Fund

Summary:

The Pierce County Law Library is a free community resource for County agencies, the bench, bar, and residents of Pierce County. The Library’s core responsibilities are to provide a high quality, up-to-date legal collection, and assistance with District Court kiosk services, e-filing, and litigation services. Equally important is the Library’s commitment to provide excellent reference services. Reference librarians enable patrons to address their legal issues and find solutions so that all can have access to justice. Under the requirement of the State Auditor, the Pierce County Law Library was moved in 2016 from an independent agency to a special revenue fund under Pierce County.

Budget Highlights:

The 2022-23 biennial budget is 1.4%, or $25,000, lower than the 2020-21 level. The budget provides increased General Fund support and continues access to the LexisNexis eBook Digital Library for all County residents, business owners, and employees.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Court Fine & Penalty Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 1,325,797 1,918 4,051 167,800 1,499,567

2020-21 Budget 172,950 1,277,060 2,400 3,640 301,150 1,757,200

2022-23 Budget 96,470 1,268,660 2,400 3,640 361,130 1,732,300

Absolute Change (76,480) (8,400) — — 59,980 (24,900)

Percent Change (44.2) (0.7) — — 19.9 (1.4)

2022-23 Budget 690,390 203,330 662,890 175,690 1,732,300

Absolute Change 54,050 (86,580) 51,580 (43,950) (24,900)

Percent Change 8.5 (29.9) 8.4 (20.0) (1.4)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 487,134 227,878 635,675 146,664 1,497,350

2020-21 Budget 636,340 289,910 611,310 219,640 1,757,200

275

Pierce County Law Library

STAFFING SUMMARY 2018 FTE 1.00 1.00 1.00 3.00

Director Law Librarian Law Library Technician Total

2019 FTE 1.00 1.00 2.00 4.00

2020 FTE 1.00 1.00 2.00 4.00

2021 FTE 1.00 1.00 2.00 4.00

2022 FTE 1.00 1.00 2.00 4.00

2023 FTE 1.00 1.00 2.00 4.00

PERFORMANCE MEASURES Mission: Provide countywide convenient access to current legal information including explanatory materials. The library will provide information in print and electronic formats as are suitable for the diverse Pierce County community to use in criminal and civil litigation and for the resolution of personal and business legal matters. Our mission is also to provide trained and knowledgeable Library staff to assist patrons in meeting their legal information needs.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Effective Government

Customer-focused Services

Measure

2019 Actual

2020 Actual

Patron Count Daily Law Library use Registered borrowers Form packets sold Online Sales 1

58,791 235 1,428 2,472 —

13,596 277 1,436 878 42

1 Online

276

Provide access to legal information

Provide document services for legal materials 2021 2022 2023 Objective Estimate Target Target 18,026 28,250 37,500 1 104 113 150 1 1,450 1,600 1,800 1 1,279 1,500 1,500 2 120 180 180 2

sales began 08/01/2020

Pierce County 2022-23 Biennial Budget

DISTRICT COURT General Fund

Summary:

Pierce County District Court is a court of limited jurisdiction over the following cases: traffic infractions; criminal and traffic misdemeanors and gross misdemeanors; civil matters for damages or injury to individuals or personal property, penalties and contract disputes no greater than $100,000; small claims for recovery of money where the amount claimed does not exceed $10,000; name changes; and anti-harassment and stalking protection orders.

Budget Highlights:

The 2022-23 biennial budget for District Court is 9.7%, or $3.1 million, above the 202021 level. The budget includes six new positions and program costs for an additional Mental Health Therapeutic Court. Funding for the new Mental Health Court is supported by the Behavioral Health and Therapeutic Courts sales tax revenue. The budget also includes one new fiscal position and the reduction of an Adult Probation Officer position due to changes in workload.

FUNDING SOURCES General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 4,461,190 6,805,377 51,791 191,124 — 11,509,482

2020-21 Budget 20,985,700 4,327,120 6,386,230 — 239,130 281,350 32,219,530

2022-23 Budget 23,695,650 4,310,870 5,386,230 — 239,130 1,726,220 35,358,100

Absolute Change 2,709,950 (16,250) (1,000,000) — — 1,444,870 3,138,570

Percent Change 12.9 (0.4) (15.7) — — 513.6 9.7

2022-23 Budget 20,517,530 8,219,070 349,170 6,002,350 — 269,980 35,358,100

Absolute Change 2,124,570 573,320 (100,840) 553,460 (15,370) 3,430 3,138,570

Percent Change 11.6 7.5 (22.4) 10.2 (100.0) 1.3 9.7

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 16,444,812 6,972,955 486,046 5,255,913 24,543 308,429 29,492,698

2020-21 Budget 18,392,960 7,645,750 450,010 5,448,890 15,370 266,550 32,219,530

277

District Court

PROGRAM EXPENDITURES Case Management Case Processing Case Support General Administration Probation Day Reporting Center Probation Services Work Crew Total

2021 FTE 10.22 39.34 11.92 — 2.87 27.11 11.54 103.00

2023 FTE 9.34 44.48 12.24 — 2.77 29.09 11.08 109.00

2020-21 Budget 2,642,800 15,557,030 3,298,400 (76,590) 741,100 6,944,330 3,112,460 32,219,530

2022-23 Budget 7,157,950 14,640,380 2,964,930 (73,160) 684,480 7,367,490 2,616,030 35,358,100

Absolute Change 4,515,150 (916,650) (333,470) 3,430 (56,620) 423,160 (496,430) 3,138,570

Percent Change 170.8 (5.9) (10.1) (4.5) (7.6) 6.1 (15.9) 9.7

STAFFING SUMMARY Judge Administrative Analyst Adult Probation Officer Adult Probation Supervisor Alternative Program Supervisor Assistant to Administrator Case Manager Specialist Commissioner Court Case Coordinator Dept Computer Support Specialist Administrator Manager of Cust and Admin Services Manager of Operations Manager - Probation Judicial Assistant Legal Processing Assistant Program Coordinator Program Manager Work Crew Chief Computer System Business Analyst Total

278

2018 FTE 8.00 2.00 17.00 3.00 1.00 1.00 — — 1.00 1.00 1.00 1.00 1.00 1.00 8.00 48.00 — 1.00 7.00 1.00 103.00

2019 FTE 8.00 2.00 18.00 3.00 1.00 1.00 — — 1.00 1.00 1.00 1.00 1.00 1.00 8.00 48.00 — 1.00 7.00 — 103.00

2020 FTE 8.00 2.00 18.00 3.00 1.00 1.00 — — 1.00 1.00 1.00 1.00 1.00 1.00 8.00 48.00 — 1.00 7.00 — 103.00

2021 FTE 8.00 2.00 18.00 3.00 1.00 1.00 — — 1.00 1.00 1.00 1.00 1.00 1.00 8.00 48.00 — 1.00 7.00 — 103.00

2022 FTE 8.00 2.00 18.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 51.00 1.00 1.00 7.00 — 109.00

2023 FTE 8.00 2.00 18.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 51.00 1.00 1.00 7.00 — 109.00

Pierce County 2022-23 Biennial Budget

District Court

PERFORMANCE MEASURES Mission: As an independent and impartial branch of government, promote respect for law, society, and individual rights; provide open, accessible and effective forums for dispute resolution; resolve legal matters in a just, efficient and timely manner and assure the dignified and fair treatment of all parties.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Court Resource Center

Effective Government

Talented and Diverse Employees

Participation in the County Leadership Program

Effective Government

Customer-focused Services

Measure Number of people who utilize the Court Resource Center Percent of supervisors participating in Leadership Certification Number of customer service contacts

Pierce County 2022-23 Biennial Budget

Leverage technology to improve customer service 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

3,219

955

402

3,200

4,000

100%

109,036

91,219

94,014

279

District Court

INPUT/OUTPUT MEASURES Unit of Measure District Court Infractions Cases Filed Hearings Gross Receipts Toll/School Bus/Zone Infractions Cases Filed Hearings Gross Receipts Criminal Citations Cases Filed Jury Trials Held Non - Jury Trials Held Other Proceedings Gross Receipts Civil Cases Filed Misc Proceedings Non - Jury Trials Held Jury Trials Held Gross Receipts Small Claims Cases Filed Trials Mediations Misc Proceedings Misc Gross Receipts Total Filings Total Gross Receipts Probation Supervision Receiving Service Referrals Presentence Investigations Receiving Service Referrals Community Service Receiving Service Referrals Work Crew Receiving Service Referrals Day Reporting Receiving Service Referrals Total Receiving Service Total Referrals

280

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Filings Hearings Dollars

40,972 14,152 6,771,190

35,682 14,827 6,141,899

28,788 10,726 4,723,647

35,147 13,235 5,482,938

Filings Hearings Dollars

823 384 205,345

3,059 326 353,744

2,462 908 417,454

2,761 908 628,059

Filings Trials Trials Hear/Arr Dollars

8,649 60 1 38,257 2,081,547

7,409 64 1 39,662 1,680,328

5,056 19 — 20,136 1,349,973

7,038 48 1 32,685 1,402,320

Filings Hearings Trials Trials Dollars

13,363 7,484 21 13 1,376,570

15,223 6,677 15 4 1,640,982

14,000 8,940 8 1 1,432,177

12,820 7,700 15 1 1,601,887

14,293 7,700 15 1 1,601,887

Filings Trials Hearings Hearings Dollars Filings Dollars

1,209 414 815 223 235,816 63,910 10,670,467

1,380 323 1,263 463 140,523 62,753 9,957,476

860 267 858 215 81,852 51,166 8,001,225

660 335 1,000 300 90,833 58,426 6,160,943

1,295 335 1,000 300 90,833 60,534 9,206,037

Cases Cases

5,132 2,248

3,372 2,149

2,257 956

2,491 1,193

Cases Cases

1 1

— —

1 1

— —

1 1

Cases Cases

601 383

300 199

92 46

82 41

Cases Cases

2,571 2,342

3,101 2,842

748 569

1,355 1,136

Cases Cases Cases Cases

1,379 1,306 9,684 6,280

1,565 1,445 8,339 6,636

470 386 3,567 1,957

1,018 916 4,947 3,287

1,018 916 4,946 3,286

1,018 916 4,947 3,287

Pierce County 2022-23 Biennial Budget

District Court

PERFORMANCE RATIOS Filings per Legal Processing Assistant

Cost per Filing $240

2,000 1,586 1,500

$207

$200

1,461 1,286

1,307

1,217

1,066

$160

$121

$120

1,000

$166

$170

2017

2019

$189

$138

$80 500

$40

$0 2012

2015

2017

2019

2020

2021

2012

2015

2020

2021

From 2012 to 2021 the number of filings per Legal Processing Assistant decreased 23.2%. The ten year average is 1,386.

From 2012 to 2021 the cost per filing increased 56.7% after adjusting for inflation. The ten year average is $157.

Filings per Judge

Proceedings per Judge

12,000

10,306

10,000

14,000 9,314

12,000 7,363

8,000

7,844

7,303

6,396

10,755

10,000

9,796 7,953

8,000

6,000

7,029 5,260

6,000

4,000

2,000

2,000 0

0 2012

2015

2017

2019

2020

2012

2021

From 2012 to 2021 the number of filings per Judge decreased 29.1%. The ten year average is 8,554.

2015

75% 64% 48%

40%

41%

2020

65%

79%

60%

2019

2021

Work Crew and Day Reporting Referrals

89%

80%

2017

From 2012 to 2021 the number of proceedings per Judge decreased 37.5%. The ten year average is 9,151.

Revenues to Expenditures 100%

11,242

49%

54%

51%

2012

2015

62%

57% 49%

50%

25% 20% 0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the ratio of revenues to expenditures (excluding Work Crew, Probation Services, and Day Reporting) decreased 44.5%. The ten year average is 62.8%. Pierce County 2022-23 Biennial Budget

0% 2017

2019

2020

2021

From 2012 to 2021 the percent of work crew and day reporting referrals as percent of total referrals increased 16.5%. The ten year average is 55.3%. 281

District Court

PERFORMANCE RATIOS Monthly Caseload per Probation Officer 700 600

Referrals per Probation Support Staff 3,500

594

3,000

513

3,001 2,385

2,500

500 400

312

346

300

201

200

1,797

2,000 231

1,659

1,500 822

1,000

100

489

500

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average monthly caseload (including administrative caseload) per Probation Officer decreased 55.0%. The ten year average is 428.

Percent of Probation Self Support 30%

22%

20%

2012

21%

20%

22% 19%

2015

2017

2019

2020

2021

From 2012 to 2021 the average number of referrals processed per support staff decreased 72.6%. The ten year average is 1,897.

Criminal Filings Referred to Probation 120%

26%

25%

102%

100%

90% 78%

80%

15%

60%

10%

40%

20%

39%

47%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of self-support increased 8.7%. The ten year average is 20.9%.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of all criminal filings being referred to Probation decreased 54.4%. The ten year average is 82.4%.

Cost per Probation Referral $1,882

$2,000 $1,600 $1,200

$982

$800 $400

$284

$345

2012

2015

$479

$543

2017

2019

$0 2020

2021

From 2012 to 2021 the cost per referral increased 245.2% after adjusting for inflation. The ten year average is $610. 282

Pierce County 2022-23 Biennial Budget

DISPUTE RESOLUTION CENTER Special Revenue Fund

Summary:

The Dispute Resolution Center Program was established in 1993 to facilitate informal resolution of disputes and to help meet the need for alternatives to Court for the resolution of certain disputes. The authorizing ordinance states that disputes eligible for consideration must be appropriate for resolution through voluntary conciliation or mediation and not those more appropriately referred to legal counsel or other community service agencies or programs. The Pierce County District Court manages a contract with a nonprofit corporation to operate a dispute resolution center to provide mediation services for District Court, Small Claims Court. Created under provisions of state law (RCW 7.75), and approved by County Ordinance No. 94-153, the Center provides Pierce County residents an alternative to the Court system for resolving conflicts quickly and economically. County funding comes directly through District Court and Small Claims filing surcharge fees as provided by statute. Services are available for free or on a sliding fee scale. Mediators are volunteers trained through the Center or other state and nationally recognized programs to provide mediation and conciliation services of individuals and groups in conflict.

Budget Highlights:

The 2022-23 biennial budget for the Dispute Resolution Center is 26.8%, or $85,200, above the 2020-21 level. The budget provides increased General Fund support for training new mediators for eviction prevention services.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 274,655 — 28,000 302,655

2020-21 Budget 14,260 247,590 — 56,000 317,850

2022-23 Budget 14,210 252,870 80,000 56,000 403,080

Absolute Change (50) 5,280 80,000 — 85,230

Percent Change (0.4) 2.1 — — 26.8

2022-23 Budget 403,080 403,080

Absolute Change 85,230 85,230

Percent Change 26.8 26.8

EXPENDITURES Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 249,859 249,859

2020-21 Budget 317,850 317,850

283

Dispute Resolution Center This page is intentionally left blank.

284

Pierce County 2022-23 Biennial Budget

JUDSON FAMILY JUSTICE CENTER Special Revenue Fund

Summary:

The Crystal Judson Family Justice Center (FJC) was created in 2005 through an interlocal agreement entered into by Pierce County and the City of Tacoma. The Center enhances the community’s response to domestic violence by centralizing services to victims and their families. Center partners include law enforcement, prosecutors, non-profit victim agencies, civil legal advocates, faith-based programs, translation services, and more in one location within a very short distance of the County-City Building. The Center provides a safe, non-threatening environment in a secure, comfortable setting where non-criminal justice advocates/staff will assist victims with a multitude of issues including safety planning, navigating the various community systems, state/local services, and court procedures. Its criminal justice component allows collaboration among criminal justice agencies to more efficiently and effectively prosecute cases and better hold batterers accountable.

Budget Highlights:

The 2022-23 biennial budget for the Judson Family Justice Center is 16.6%, or $494,000, above the 2020-21 level. The budget includes increased General Fund support to maintain services levels. The budget also includes an allocation from the City of Tacoma.

FUNDING SOURCES Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 1,255,234 28,334 1,406,100 2,689,668

2020-21 Budget 222,830 1,186,680 100,000 1,476,100 2,985,610

2022-23 Budget 20,280 1,735,520 100,000 1,623,980 3,479,780

Absolute Change (202,550) 548,840 — 147,880 494,170

Percent Change (90.9) 46.3 — 10.0 16.6

2022-23 Budget 1,269,180 536,970 67,370 1,606,260 3,479,780

Absolute Change 137,250 (440) 9,800 347,560 494,170

Percent Change 12.1 (0.1) 17.0 27.6 16.6

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,013,039 504,218 49,153 1,165,948 2,732,359

2020-21 Budget 1,131,930 537,410 57,570 1,258,700 2,985,610

285

Judson Family Justice Center

PROGRAM EXPENDITURES 2021 FTE 0.85 4.70 2.80 — — 8.35

Federal Grants General Administration Help Line Teen Outreach Victim Services Total

2023 FTE 0.75 4.70 2.80 — — 8.25

2020-21 Budget 311,900 1,899,370 639,660 — 134,680 2,985,610

2022-23 Budget 743,870 2,093,730 537,180 5,000 100,000 3,479,780

Absolute Change 431,970 194,360 (102,480) 5,000 (34,680) 494,170

Percent Change 138.5 10.2 (16.0) — (25.7) 16.6

2022 FTE 1.00 0.80 1.00 0.90 3.55 1.00 8.25

2023 FTE 1.00 0.80 1.00 0.90 3.55 1.00 8.25

STAFFING SUMMARY 2018 FTE 1.00 0.90 1.00 1.00 2.80 0.90 7.60

Director Assistant Director Legal Assistant Office Assistant Victim Services Specialist Victim Services Supervisor Total

2019 FTE 1.00 0.90 1.00 1.00 2.80 0.90 7.60

2020 FTE 1.00 0.90 1.00 1.00 3.55 0.90 8.35

2021 FTE 1.00 0.90 1.00 1.00 3.55 0.90 8.35

PERFORMANCE MEASURES Mission: Provide survivors of domestic violence with the opportunity to create safer, more stable lives for themselves and their children by providing in-depth, professionally supported, comprehensive services. This work is carried out through multidisciplinary collaboration, compassionate advocacy and driven by the highest standards of excellence.

Priority

Objective

Vibrant Communities

Safe and Just Communities

Vibrant Communities

Healthy and Happy People

Effective Government

Customer-focused Services 2019 Measure Actual Percent of clients who are confident in their ability to 90% safety plan Percent of clients who are aware of community 98% resources Percent of clients who are satisfied with services 98% provided

286

Activity a.

Centralized services for victims of domestic violence

Trauma informed client centered services

2020 Actual

Exit surveys 2021 2022 Estimate Target

2023 Target

Objective

92%

90%

97%

90%

99%

90%

Pierce County 2022-23 Biennial Budget

Judson Family Justice Center

INPUT/OUTPUT MEASURES Unit of Measure Victim Advocacy Services Helpline Calls Received Protection Orders Filed Number of Client Visits Victim Services Visits Detail Safety Planning Family Law Assistance Protection Order Assistance Other Legal Assistance Housing/Shelter Food Assistance Spiritual Support Transportation Assistance DSHS/Public Assistance Prosecution/Law Enforcement Assistance Total Individual Services

Pierce County 2022-23 Biennial Budget

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Calls Petitions Filed Visits

7,547 419 2,147

8,662 449 2,552

8,083 196 1,752

8,514 120 1,800

8,000 300 1,800

8,000 400 2,000

Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs Individual Svcs

2,147 1,364 3,193 1,230 858 2,367 638 380 858 387 13,422

2,552 1,577 3,646 1,433 1,609 3,866 626 543 1,421 2,562 19,835

8,083 1,026 2,187 763 1,098 679 76 170 514 1,451 16,047

8,514 1,596 2,562 1,209 1,239 306 — 108 117 1,623 17,274

8,000 1,600 2,700 1,500 1,300 2,500 — 170 500 1,700 19,970

8,000 1,400 3,000 1,200 1,400 2,600 — 200 500 1,800 20,100

287

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288

Pierce County 2022-23 Biennial Budget

JUVENILE COURT General Fund

Summary:

Pierce County Juvenile Court is responsible for the provision of probation, detention, and court/administration services for juveniles within Pierce County. Juvenile Court advocates for placement of abused and neglected children into safe and permanent homes, creates meaningful interventions for justice-involved youth, and provides residential custody of young people who pose a danger to the community. Juvenile Court partners with over 400 dedicated volunteers and a number of community partners to deliver services.

Budget Highlights:

The 2022-23 biennial budget for Juvenile Court is 4.0%, or $1.9 million, above the 2020-21 level and maintains current service levels.

FUNDING SOURCES General Fund Support Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 359,990 7,689,963 102,328 362,102 — 8,514,383

2020-21 Budget 38,312,000 350,000 7,947,850 100,000 485,000 35,500 47,230,350

2022-23 Budget 41,122,980 270,000 7,216,600 100,000 423,000 — 49,132,580

Absolute Change 2,810,980 (80,000) (731,250) — (62,000) (35,500) 1,902,230

Percent Change 7.3 (22.9) (9.2) — (12.8) (100.0) 4.0

2022-23 Budget 25,659,060 10,832,740 493,570 12,147,210 49,132,580

Absolute Change 1,697,090 212,710 (183,180) 175,610 1,902,230

Percent Change 7.1 2.0 (27.1) 1.5 4.0

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 22,077,156 9,650,054 631,543 10,455,989 42,814,743

2020-21 Budget 23,961,970 10,620,030 676,750 11,971,600 47,230,350

289

Juvenile Court

PROGRAM EXPENDITURES Administration Detention Non-Offender Offender Total

2021 FTE 24.40 47.00 39.90 41.30 152.60

2023 FTE 24.20 47.10 40.00 39.70 151.00

2020-21 Budget 61,110 16,090,660 14,395,860 16,682,720 47,230,350

2022-23 Budget 286,560 17,174,450 15,038,190 16,633,380 49,132,580

Absolute Change 225,450 1,083,790 642,330 (49,340) 1,902,230

Percent Change 368.9 6.7 4.5 (0.3) 4.0

2022 FTE 1.00 1.00 2.00 1.00 5.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 4.00 1.00 1.00 37.00 5.00 1.00 1.00 57.00 7.00 1.00 1.00 10.00 1.00 1.00 — — — 151.00

2023 FTE 1.00 1.00 2.00 1.00 5.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 4.00 1.00 1.00 37.00 5.00 1.00 1.00 57.00 7.00 1.00 1.00 10.00 1.00 1.00 — — — 151.00

STAFFING SUMMARY Administrator Accounting Assistant Administrative Assistant Administravie Specialist Case Aide Monitor Computer System Business Analyst County Attorney Court Case Coordinator Court Fiscal Manager Computer Support Specialist Drug/Alcohol Counselor Manager - Detention Manager - Probation Mental Health Evaluation Specialist Services Assistant Services Program Manager Volunteer Services Coordinator Detention Officer Detention Officer Lead Diversion Coordinator Family Court Facilitator Probation Counselor Legal Assistant Licensed Practical Nurse Medical Services Coordinator Office Assistant Special Projects Coordinator Public Information Specialist Crime Research Analyst Drug/Alcohol Supervisor Admin Specialist Total

290

2018 FTE 1.00 1.00 2.00 — 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 4.00 1.00 1.00 38.00 5.00 1.00 1.00 54.00 6.60 1.00 1.00 11.00 1.00 — 1.00 1.00 1.00 150.60

2019 FTE 1.00 1.00 2.00 — 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 38.00 5.00 1.00 1.00 57.00 6.60 1.00 1.00 11.00 1.00 — 1.00 1.00 1.00 152.60

2020 FTE 1.00 1.00 2.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 4.00 1.00 1.00 38.00 5.00 1.00 1.00 58.00 6.60 1.00 1.00 10.00 1.00 — 1.00 — — 152.60

2021 FTE 1.00 1.00 2.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 4.00 1.00 1.00 38.00 5.00 1.00 1.00 58.00 6.60 1.00 1.00 10.00 1.00 — 1.00 — — 152.60

Pierce County 2022-23 Biennial Budget

Juvenile Court

PERFORMANCE MEASURES Mission: Make a powerful contribution to the health and safety of our community. Through a race equity and inclusion focus, we envision a safe, connected community where all youth and families are supported and empowered to build on their strengths, so they can reach their potential.

Priority

Objective

Activity a.

Vibrant Communities

Safe and Just Communities

Measure Percent of youth served in community alternatives to secure detention Percent of children served by the CASA/GAL department who are placed with a family

Diversion and Community Supervision Programs b. At-Risk Youth/Child in Need of Services c. Child Advocacy d. CASA Program 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

33%

27%

29%

50%

57%

54%

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure Probation Services - Criminal Offender Referrals Diversion Youth Served Pre-Diversion Probation Services - Civil Dependency Cases Adoptions Filed/Pre-Placement Alternative Detention Services Youth Served Detention Services Bookings Admissions (over 4 hours) Average Daily Population DNA Sampling Court Services Total Offender Hearings Total Offender Filings Total Truancy Hearings Total Truancy Filings Total Dependency Hearings Total Dependency Filings Total Other Civil Hearings Total Other Civil Filings Total Adoption Hearings

Pierce County 2022-23 Biennial Budget

2018 Actual

2019 Actual

2020 Actual

Referrals Youth Youth

2,576 1,349 126

2,493 1,291 276

1,462 846 229

1,170 973 263

1,925 1,100 298

1,925 1,265 342

Cases Cases

1,961 328

2,216 411

2,004 387

1,797 400

1,800 400

Youth

545

481

325

300

Youth Youth Youth Youth

1,479 1,202 26 245

1,236 966 21 187

419 857 11 91

185 800 15 70

180 800 17 65

180 750 17 65

11,606 1,011 4,008 1,429 15,331 640 5,497 467 414

9,377 727 2,946 1,305 15,790 606 5,140 367 435

6,957 391 1,814 439 14,005 464 3,841 212 381

9,313 710 2,923 1,058 15,042 570 4,826 349 410

Hearings Filings Hearings Petitions Hearings Filings Hearings Filings Hearings

291

Juvenile Court

PERFORMANCE RATIOS

2.0

Average Daily Population per Detention Officer

Average Daily Cost per Juvenile

1.5 1.1

1.0

$1,840

$2,000

1.7

$1,600

1.3

$1,403

$1,200

1.0

0.7 0.5

0.5

$800

$735

$804

$822

2017

2019

$582

$400

0.0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average daily population per detention officer staffing decreased 34.1%. The ten year average is 1.2.

$0 2012

2015

2020

2021

From 2012 to 2021 the average daily cost per detained juvenile referral increased 90.9% after adjusting for inflation. The ten year average is $888.

Juvenile Referral Rate

Referrals per Probation Counselor

5% 150

4.0% 4% 3.1% 3%

2.8%

2.7%

133

132

121

100

1.6%

1.2%

1% 0%

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of juvenile referrals as a percent of Pierce County juveniles (10 to 17 year olds) decreased 69.5%. The ten year average is 2.8%.

2012

20%

2019

2020

2021

Percent of Capacity Used 40%

21.2% 19.0%

2017

From 2012 to 2021 the number of offender referrals per Juvenile Probation Counselor decreased 70.4%. The ten year average is 107.

Percent of Self Support 25%

2015

18.7%

32.7%

19.6%

19.3% 17.1%

30%

28.0% 22.4%

15%

23.4%

20%

14.0%

10% 10.3% 10%

5% 0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of support from grants and fees increased 3.3%. The ten year average is 20.0%. 292

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the percent of total detention capacity used decreased 50.0%. The ten year average is 24.1%. Pierce County 2022-23 Biennial Budget

Juvenile Court

PERFORMANCE RATIOS Dependency Cases Per Dependency Staff 200 150

153.8

100

78.8

83.0

2015

2017

76.9

77.1

2019

2020

66.6

50 0 2012

2021

From 2012 to 2021 the number of active juvenile dependency cases per dependency staff decreased 56.7%. The ten year average is 87.4.

Pierce County 2022-23 Biennial Budget

293

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294

Pierce County 2022-23 Biennial Budget

PROSECUTING ATTORNEY General Fund

Summary:

The Pierce County Prosecutor's Office is comprised of the following Divisions: The Criminal Division protects the public and makes our community safer. This Division reviews more than 22,800 criminal cases every year and includes a Homicide and Violent Crimes Unit, Special Assault Unit, Domestic Violence and Human Trafficking Unit, General Crimes Trial Team, Felony Filing and Early Resolution Unit, Juvenile Court Unit, Misdemeanor Unit, and Appellate Unit. Additional specialized teams include High Priority Offender, which is a data-driven prosecution to get career criminals off the streets, Elder Abuse, Gangs, and Vehicular Homicide. The Victim Witness Unit, which includes a highly trained courthouse dog named Kiley, provides a variety of resources to 32,000 victims and witnesses each year. Additionally, the Civil Division provides legal advice to County officials and represents the County's interests in Court. Important functions of the Division include providing options-based client advice to help County departments make legally informed decisions and avoid legal risk. The Family Support Division establishes parentage and enforces child support, collecting over one million dollars in child support every year. The Investigative Services Division conducts field investigations and interviews, serves subpoenas, and monitors the placement of offenders, including sex offenders, from state agencies, remaining vigilant so that Pierce County does not receive a disproportionate share.

Budget Highlights:

The 2022-23 biennial budget for the Office of the Prosecuting Attorney is 15.1%, or $11.1 million, above the 2020-21 level. The budget continues 26 positions added in 2020-21 to address recent Washington Supreme Court decisions and the backlog of court cases due to the pandemic. The budget also includes four new positions to address increased Civil Commitment caseloads, two positions for tort litigation, and one position for District Court’s additional Mental Health Court. The budget continues two positions to support the diversion of Trueblood class members from the criminal justice system into supportive programs.

Pierce County 2022-23 Biennial Budget

295

Prosecuting Attorney

FUNDING SOURCES 2018-19 Actual — 1,495,180 105,658 10,316,856 46,949 384,076 12,348,720

General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

2020-21 Budget 58,962,970 1,479,320 140,000 11,236,550 26,100 1,653,700 73,498,640

2022-23 Budget 69,667,210 2,063,030 140,000 11,516,950 26,100 1,163,220 84,576,510

Absolute Change 10,704,240 583,710 — 280,400 — (490,480) 11,077,870

Percent Change 19.1 39.5 — 2.5 — (29.7) 15.1

2022-23 Budget 53,609,250 19,048,420 553,280 11,365,560 — — 84,576,510

Absolute Change 8,002,850 1,958,340 (68,270) 1,184,950 — — 11,077,870

Percent Change 17.5 11.5 (11.0) 11.6 — — 15.1

2022-23 Budget 14,155,330 9,683,010 3,412,650 9,988,920 4,344,650 42,991,950 84,576,510

Absolute Change 2,688,560 519,890 (529,040) 1,717,510 702,030 5,978,920 11,077,870

Percent Change 23.4 5.7 (13.4) 20.8 19.3 16.2 15.1

EXPENDITURES 2018-19 Actual 40,755,812 15,353,431 837,308 9,136,236 (28) (1,449) 66,081,310

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Total

2020-21 Budget 45,606,400 17,090,080 621,550 10,180,610 — — 73,498,640

PROGRAM EXPENDITURES 2021 FTE 36.00 29.00 10.00 33.00 10.00 130.63 248.63

Civil Prosecution Family Support Juvenile Prosecution Misdemeanor Prosecution Office of the Prosecuting Attorney Prosecutor Criminal Total

2023 FTE 42.00 29.00 10.00 34.00 10.00 130.00 255.00

2020-21 Budget 11,466,770 9,163,120 3,941,690 8,271,410 3,642,620 37,013,030 73,498,640

STAFFING BY ACTIVITY

Civil Prosecution Family Support Juvenile Prosecution Misdemeanor Prosecution Office of the Prosecuting Attorney Prosecutor Criminal Total

296

Admin — 1.00 — — 9.00 3.00 13.00

Attorney 30.00 12.00 5.00 24.00 1.00 66.00 138.00

Legal Asst/ Paralegal/ Office Asst 12.00 9.00 3.00 8.00 — 39.00 71.00

Legal Interviewer — 4.00 — — — — 4.00

Child Interviewer/ Investigator — 3.00 — — — 6.00 9.00

Victim Advocate — — 2.00 2.00 — 16.00 20.00

Total 42.00 29.00 10.00 34.00 10.00 130.00 255.00

Pierce County 2022-23 Biennial Budget

Prosecuting Attorney

STAFFING SUMMARY Prosecuting Attorney Chief Criminal Investigator Chief Deputy Attorney Chief of Staff Communications Manager Computer System Business Analyst County Attorney Crime Victim Advocate Criminal Investigator Computer Support Specialist Fiscal Manager Human Resource Manager Investigator/Process Server Justice Services Manager Legal Assistant Legal Interviewer Legal Interviewer Supervisor Legal Services Manager Management Assistant Office Services Manager Paralegal Supervising Senior Deputy Administrative Program Manager Records Specialist Office Assistant Total

Pierce County 2022-23 Biennial Budget

2018 FTE 1.00 1.00 2.00 1.00 1.00 1.00 107.00 16.00 2.00 1.00 1.00 1.00 6.00 1.00 58.00 3.00 1.00 1.00 — 1.00 3.00 7.00 1.00 1.00 1.00 219.00

2019 FTE 1.00 1.00 2.00 1.00 1.00 2.00 110.00 16.00 2.00 1.00 1.00 1.00 6.00 1.00 56.00 3.00 1.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 — 218.00

2020 FTE 1.00 1.00 3.00 1.00 1.00 2.00 112.00 16.00 2.00 1.00 1.00 1.00 6.00 1.00 58.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 — — — 218.00

2021 FTE 1.00 1.00 3.00 1.00 1.00 2.00 128.00 20.63 2.00 1.00 1.00 1.00 6.00 1.00 68.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 — — — 248.63

2022 FTE 1.00 1.00 3.00 1.00 1.00 2.00 132.00 20.63 2.00 1.00 1.00 1.00 6.00 1.00 71.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 — — — 255.63

2023 FTE 1.00 1.00 3.00 1.00 1.00 2.00 132.00 20.00 2.00 1.00 1.00 1.00 6.00 1.00 71.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 — — — 255.00

297

Prosecuting Attorney

PERFORMANCE MEASURES Mission: Pursuing Justice. Representing the People. Serving Our Community.

Priority Vibrant Communities

Vibrant Communities

Objective 1.

2. 3.

Activity a.

Reduce case backlogs by adequately staffing criminal prosecution efforts to efficiently move cases through the criminal justice system and provide just outcomes for defendants, victims, and the community.

Support behavioral health by improving outcomes for those at the intersection of behavioral health and criminal justice using Trueblood Diversion to treatment and Involuntary Treatment Act commitments.

Safe and Just Communities

Safe and Just Communities Healthy and Happy People c.

Effective Government

Customer-focused Services

Measure Number of open felony case assignments per felony attorney FTE at yearend Number of Diversions Number of Civil Commitment Hearings Number of open Risk litigation cases per attorney FTE Number of open Risk litigation cases per support FTE

298

Reduce litigation case backlog by appropriately staffing civil litigation units.to efficiently and effectively close cases and thereby limit litigation expenses. 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

31.8

33.4

29.6

25.0

6 1,509 10.7 18.8

5 1,605 10.7 18.8

15 3,600 12.9 22.5

15 4,500 11.0 12.5

2 3 4 4

Pierce County 2022-23 Biennial Budget

Prosecuting Attorney

INPUT/OUTPUT MEASURES Unit of Measure Civil Division Ordinances and Resolutions Claim Files Opened Litigation Files Open Contracts Reviewed Document Reviews Bail Bond Forfeiture Referrals Responses to Public Records Requests Public Records Request Advice ITA Commitment Proceedings Felony Division Sup Crt Cases Referred Sup Crt Cases Charged Percentage Referrals Charged Sup Crt Jury and Bench Trials Sup Crt Subpoenas Produced Sup Crt Criminal Histories and Certifieds Sup Crt Other Proceedings Appeals Cases New Filings Oral Arguments Major Pleadings Filed Misdemeanor Division Dis Crt Cases Referred Dis Crt Cases Charged Percentage Referrals Charged Dis Crt Jury and Bench Trials Dis Crt Subpoenas Produced Dis Crt Other Hearings Domestic Violence Referrals Domestic Violence Cases Charged DUI Referrals DUI Cases Charged Diversion Referrals (Friendship) Diversion Referrals Juvenile Division Juv Crt Cases Referred Juv Crt Cases Charged Percentage Referrals Charged NCF Diversion & Diversion Rejects Juv Crt Subpoenas Produced Juv Crt Proceedings Juv Crt Sealings Victim and Witness Advocates Count of Witnesses Contacted Count of Victims Contacted

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Each Claim Case Contract Document Forfeiture Request Request Hearing

276 183 391 1,356 187 466 256 429 1,320

206 256 461 1,317 308 560 382 839 1,509

3 197 522 1,182 87 387 232 845 1,605

10 182 591 1,152 120 182 194 468 3,630

200 200 515 1,200 180 450 400 850 4,500

200 200 450 1,200 180 450 425 850 4,500

Report Defendant Ratio Trial Subpoena File Hearing

9,541 5,115 53% 99 16,441 22,649 61,231

9,144 4,926 54% 134 19,896 22,812 65,448

7,770 3,059 39% 57 13,670 14,087 40,120

7,000 3,150 45% 55 14,880 13,700 41,150

9,000 4,860 54% 155 20,000 22,000 66,000

397 58 289

374 43 267

281 58 274

244 45 225

300 50 275

375 60 275

11,345 7,792 68% 61 7,063 39,395 2,267 672 2,029 1,602

10,513 6,178 59% 61 4,760 35,779 2,423 783 1,910 1,494

6,414 2,437 38% 19 2,113 17,906 2,091 524 1,593 1,044

6,500 2,600 40% 36 3,000 17,750 2,300 690 1,700 1,360

7,000 4,200 60% 60 6,000 36,000 2,300 690 1,800 1,400

Case Hearing Pleading Report Case Ratio Trial Subpoena Hearing Report Case Case Case Case

140

Report Case Ratio Case Subpoena Hearing Case

2,578 1,011 39% 857 1,048 11,151 187

Witness Victim

15,727 12,105

42 2,493 727 29% 853 751 9,079 180 18,881 10,368

33 1,465 391 27% 625 554 6,763 198 12,947 8,074

48 900 270 30% 460 430 5,250 850 17,200 7,900

45 1,700 510 30% 650 575 7,000 800 17,300 11,000

45 1,700 510 30% 650 575 7,000 800 17,300 11,200

(Table continued on the following page)

Pierce County 2022-23 Biennial Budget

299

Prosecuting Attorney

INPUT/OUTPUT MEASURES Unit of Measure Family Support Division Paternity Referrals From DSHS Modification of Child Support Contempt Responding to Private Actions Investigative Services Subpoenas Served Investigations Performed Locates Researched

300

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Case Case Case Case

1,537 742 540 1,167

1,350 709 515 971

1,137 549 209 775

870 500 190 840

1,200 700 500 950

Subpoena Case Case

8,667 3,068 345

8,906 1,782 1,369

4,679 1,459 406

5,200 1,528 1,000

9,200 1,600 1,000

Pierce County 2022-23 Biennial Budget

Prosecuting Attorney

PERFORMANCE RATIOS Misdemeanor Cases per Attorney

Felony Cases per Attorney 125 100

1000

109 92

800

600

400

200

456

517 281 135

144

2020

2021

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of felony cases per Felony Division attorney decreased 28.5%. Attorneys in the Appeals Division are excluded. The ten year average is 87. 2020 and 2021 reflect a backlog of cases due to the pandemic.

2012

2015

2017

2019

From 2012 to 2021 the number of misdemeanor cases filed per Misdemeanor Division attorney decreased 84.0%. The ten year average is 460. 2020 and 2021 reflect a backlog of cases due to the pandemic.

County Employees per Civil Attorney

Juvenile Cases per Attorney 250 200

902

200

159 162

150

148

150

145

149

146

2015

2017

156

151

2019

2020

2021

100

100 56 50

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of juvenile cases per Juvenile Division attorney decreased 80.7%. The ten year average is 143. 2020 and 2021 reflect a backlog of cases due to the pandemic.

50 0 2012

From 2012 to 2021 the number of County employees per Civil Division attorney decreased 4.9%. Involuntary Treatment Act attorneys (Civil Commitment) are excluded. The ten year average is 152.

Family Support Cases per Attorney 500 400

385 325

304

300

273 223

200

100 0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of family support cases per Family Support Division attorney decreased 48.1%. The ten year average is 310.

Pierce County 2022-23 Biennial Budget

301

Prosecuting Attorney This page is intentionally left blank

302

Pierce County 2022-23 Biennial Budget

SUPERIOR COURT General Fund

Summary:

The Superior Court is the highest-level trial court in state government and the only trial court of general jurisdiction in Pierce County. Any civil suit may be filed in Superior Court and all suits in excess of District Court’s limited jurisdiction must be filed in Superior Court. The Superior Court is also an appellate court for District and Municipal Courts. There are 23 Superior Court Judges and 9 Commissioners in Pierce County. Many of the Court’s responsibilities are mandated by law and must be provided. For example, all felony criminal proceedings must be filed in Superior Court. The services provided by Superior Court are many and varied. The Court is constantly investigating programs, which would maximize the use of its resources, as well as exploring methods to reduce Court congestion and delay, ensure courtroom security, and maintain the dignity of the judicial system without sacrificing individual justice.

Budget Highlights:

The 2022-23 biennial budget for the Superior Court is 7.5%, or $3.1 million, above the 2020-21 level. The budget includes the addition of the 23rd Judicial Department added in a 2020-21 supplemental budget. The budget also provides four new positions to address increased workload and support virtual hearings, and a 10th Commissioner and support staff to make hearing processes more effective and accessible for protection orders.

FUNDING SOURCES General Fund Support Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual — 2,910,430 272,284 2,227,461 6,480 — 5,416,655

2020-21 Budget 36,681,550 1,786,030 — 2,528,500 — 647,260 41,643,340

2022-23 Budget 38,037,510 2,346,030 — 4,385,850 — — 44,769,390

Absolute Change 1,355,960 560,000 — 1,857,350 — (647,260) 3,126,050

Percent Change 3.7 31.4 — 73.5 — (100.0) 7.5

303

Superior Court

EXPENDITURES 2018-19 Actual 19,066,068 6,005,171 402,953 12,141,898 — 63,075 37,679,166

Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

2020-21 Budget 21,258,490 6,672,820 262,430 13,277,540 172,060 — 41,643,340

2022-23 Budget 23,483,550 7,009,320 589,840 13,686,680 — — 44,769,390

Absolute Change 2,225,060 336,500 327,410 409,140 (172,060) — 3,126,050

Percent Change 10.5 5.0 124.8 3.1 (100.0) — 7.5

PROGRAM EXPENDITURES Administration Civil Criminal Drug Court Family Court Interpreter Services Involuntary Commitment Court Jury Services Juvenile Court Mental Health Court Total

304

2021 FTE 17.00 27.00 42.00 — 4.00 2.00 4.00 3.00 8.00 1.00 108.00

2023 FTE 19.00 31.00 42.00 — 4.00 2.00 4.00 3.00 8.00 1.00 114.00

2020-21 Budget 12,773,520 8,563,890 9,666,670 2,396,060 969,090 1,106,020 774,740 2,555,330 2,345,040 492,980 41,643,340

2022-23 Budget 13,512,080 10,059,320 10,210,620 2,322,000 975,430 1,149,690 1,256,000 2,611,660 2,398,250 274,340 44,769,390

Absolute Change 738,560 1,495,430 543,950 (74,060) 6,340 43,670 481,260 56,330 53,210 (218,640) 3,126,050

Percent Change 5.8 17.5 5.6 (3.1) 0.7 3.9 62.1 2.2 2.3 (44.4) 7.5

Pierce County 2022-23 Biennial Budget

Superior Court

STAFFING SUMMARY Judge Administrative Assistant Accounting Assistant Calendar Coordinator Computer System Business Analyst Court Case Coordinator Court Commissioner Court Coverage Specialist Court Fiscal Manager Court Interpreter - Certified Court Interpreter/Coordinator Court Reporter Dept Computer Support Specialist Family Law Guardian Ad Litem Judicial Assistant Legal Assistant Superior Court Administrator Superior Court Deputy Administrator Superior Court Supervisor Family Law Case Tech Court Reporter - Managing Total

Pierce County 2022-23 Biennial Budget

2018 FTE 22.00 1.00 — 2.00 2.00 2.00 9.00 1.00 1.00 1.00 1.00 21.00 1.00 2.00 22.00 10.00 1.00 1.00 2.00 1.00 1.00 104.00

2019 FTE 22.00 1.00 — 1.00 2.00 2.00 9.00 1.00 1.00 1.00 1.00 21.00 1.00 2.00 22.00 11.00 1.00 1.00 3.00 1.00 1.00 105.00

2020 FTE 22.00 1.00 — 1.00 2.00 2.00 9.00 1.00 1.00 1.00 1.00 21.00 1.00 2.00 22.00 11.00 1.00 1.00 3.00 1.00 1.00 105.00

2021 FTE 23.00 1.00 — 1.00 2.00 2.00 9.00 1.00 1.00 1.00 1.00 23.00 1.00 2.00 23.00 11.00 1.00 1.00 3.00 1.00 — 108.00

2022 FTE 23.00 1.00 1.00 1.00 2.00 5.00 10.00 2.00 1.00 1.00 1.00 23.00 1.00 2.00 23.00 12.00 1.00 1.00 3.00 — — 114.00

2023 FTE 23.00 1.00 1.00 1.00 2.00 5.00 10.00 2.00 1.00 1.00 1.00 23.00 1.00 2.00 23.00 12.00 1.00 1.00 3.00 — — 114.00

305

Superior Court

PERFORMANCE MEASURES Mission: 1) Actively manage the business of the Court so as to provide for fair, prompt and efficient resolution of disputes. 2) Maintain independence and parity as an equal branch of government. 3) Provide due process and individual justice in each case.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

a. b.

Effective Government

Customer-focused Services

Measure Proposed resolution advisory time standard – Civil - percent in 24 months Proposed resolution advisory time standard – Domestic - percent in 18 months Proposed resolution advisory time standard – Probate/Guardianship - percent in 36 months Proposed resolution advisory time standard – Paternity - percent in 14 months Proposed resolution advisory time standard – Mental Illness - percent in 14 months Proposed resolution advisory time standard – Family Court Relocation Trials - percent in 12 months Proposed resolution advisory time standard – Family Court Petitions to Modify - percent in 12 months Model time standards for State Trial Court – percent of cases resolved within 90, 180, and 365 days of filing Number of in-custody criminal cases 270+ days old

Trueblood Diversion Program Therapeutic Court Programs

Administration of Piece County Superior Court 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

98%

99%

98%

95%

97%

95%

100%

98%

99%

100%

93%

90%

100%

79%

95%

98%

100%

91%

100%

75% 90% 98% 64

57% 77% 91% *

60% 75% 95% *

75% 90% 98% 76

2 2

*Unable to calculate during COVID-19

306

Pierce County 2022-23 Biennial Budget

Superior Court

INPUT/OUTPUT MEASURES Unit of Measure Filings Criminal Non Criminal Total Filings Pending Criminal Non Criminal Proceedings Held Before Judge Criminal Proceedings Held Non Criminal Proceedings Held Proceedings Before Commissioner Non Criminal Proceedings Scheduled Non Criminal Proceedings Held Time Standards 90% Goal Civil Resolution w/in 1 Yr/Filing Domestic Resolution w/in 10 Mo/Filing Time Standards 75% Goal Criminal Resolution w/in 90-Days/Filing Number of Trials 1 1

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Cases Cases Cases

5,198 26,979 32,177

4,969 25,582 30,551

3,092 18,999 22,091

4,830 27,351 32,181

4,964 27,793 32,757

4,990 28,242 33,232

Cases Cases

1,637 21,911

1,584 22,699

1,655 21,827

1,662 22,646

1,691 23,667

1,720 23,876

Proceedings Proceedings

67,996 22,541

73,124 22,340

49,088 22,117

72,618 22,407

74,635 22,565

75,166 22,724

Proceedings Proceedings

58,336 48,225

57,514 47,136

44,622 35,690

58,554 48,438

58,698 48,685

58,841 48,933

Percentage Percentage

91 82

93 84

91 76

92 76

97 76

Percentage Trials

57 680

52 614

56 618

56 616

56 622

55 629

Excludes Juvenile and stipulated Drug Court Trials.

Pierce County 2022-23 Biennial Budget

307

Superior Court

PERFORMANCE RATIOS Filings per Judicial Position

Filings per Support Staff 1,500

600 500

495

464

449

435

413

400

1,145

1,122

1,057

1,000 299

300

1,250

713

750

200

500

100

250

1,038

986

0 2012

2015

2017

2019

2020

2012

2021

2015

2017

2019

2020

2021

From 2012 to 2021 the number of filings per support staff position (non-judicial) decreased 12.1%. The ten year average is 455.

From 2012 to 2021 the number of filings per judicial position (judges and commissioners) decreased 9.3%. The ten year average is 1,077.

Criminal Case Resolution Rate (90 Days) Goal is 75%

Non-Criminal Case Resolution Rate (1 Year)

75%

51% 50%

57% 50%

52%

56%

100%

98%

94%

92%

93%

91%

92%

2012

2015

2017

2019

2020

2021

75% 50%

25% 25% 0%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the ratio of criminal cases filed versus cases resolved within 90 days of filing increased 9.8%. The ten year average is 44.7%.

308

From 2012 to 2021 the percent of non-criminal cases filed versus cases resolved within one year of filing decreased 6.1%. The ten year average is 94.4%.

Pierce County 2022-23 Biennial Budget

Parks and Recreation Summary All budgets under the Parks and Recreation Department are included in this section, providing a comprehensive view of the services and programs delivered to the residents of Pierce County. 

Parks and Recreation functions account for 2.7% of County positions.



The $179.1 million budget represents 6.1% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Tax Revenue Intergovernmental Revenue Charges for Services Revenue Miscellaneous Revenue Transfers In General Fund Support Use of Fund Balance Total

28,585,070 12,021,300 32,324,120 5,068,670 56,708,142 17,583,470 26,788,845 179,079,617

16.0 6.7 18.1 2.8 31.6 9.8 15.0 100.0

Spending and Staffing 200

2022 - 2023

180

Page 311 315 317 319 323 329 331 333 337 339 341

160 75

140 120

100 45

FTE

FTE 12.00 8.20 — — 51.12 — 1.05 16.10 4.09 — — 92.56

Millions

Chambers Creek Regional Park Conservation Futures Conservation Futures Construction Golf Course Parks and Recreation Parks Construction Parks Impact Fee Parks Sales Tax Path and Trails Path and Trails Construction Second REET Parks Total

Budget 23,612,040 14,184,895 11,462,222 3,798,990 23,685,450 33,675,540 25,361,430 13,540,520 1,753,550 16,786,000 11,218,980 179,079,617

105

40 15

20 -

2018-19

Pierce County 2022-23 Biennial Budget

2020-21

2022-23

309

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310

Pierce County 2022-23 Biennial Budget

CHAMBERS CREEK REGIONAL PARK Enterprise Fund

Summary:

The Chambers Creek Properties consist of over 950 acres located along the shores of Puget Sound and within Chambers Creek Canyon. The properties lie primarily within the City of University Place and include the County’s Chambers Creek Regional Wastewater Treatment Plant, Environmental Services Building (ESB), Chambers Bay Golf Course, and hundreds of acres of recreational property adjoining these facilities. The Chambers Creek Regional Park Fund is responsible for the operation and maintenance of the Chambers Bay Golf Course operated under contract by Kemper Sports Management; operation, recreational programming, and landscape maintenance of the recreational properties contained within the Chambers Creek Properties Master Site Plan; and, landscape maintenance within the Chambers Creek Regional Wastewater Treatment Plant. The Chambers Bay Golf Course is the centerpiece of the Chambers Creek Regional Park recreational properties. The course is an 18-hole championship design that hosted the United States Golf Association (USGA) 2015 U.S. Open Championship. The purpose of the course is to enhance the County’s economic development efforts, provide an environmental showcase through the utilization of wastewater treatment plant byproducts, and generate revenue for both the course operations and other recreational features located on the properties. The Central Meadow and Sport and Event Lawn also support major cross-country competitions and festivals. In July 2011, the Planning and Public Works Department contracted operational responsibility for the Chambers Creek Regional Park fund to the Parks and Recreation Department. Limited Tax General Obligation Refunding Bonds, 2015A — The 2015A Limited Tax General Obligation Refunding Bonds refunded three series of bonds. The portion of the 2015A bonds which relate to Chambers Bay totaled $16,430,000 at issuance with interest rates between 2.0% and 5.0%. These bonds are serial bonds due in annual installments ranging from $465,000 through $1,150,000 with a final maturity of December 1, 2035. Financing is provided from the net revenues of the golf course, net revenues of the Sewer Utility, or the General Fund. Bonds maturing on or after August 1, 2026 are callable at any time on or after August 1, 2025. The outstanding bond balance on December 31, 2023 is $11,175,000.

Budget Highlights:

The 2022-23 biennial budget for the Chambers Creek Regional Park is 8.2%, or $1.8 million, above the prior biennium. The budget includes funding for capital project improvements at Chambers Bay Golf Course and five new Parks Maintenance Technician positions to return landscape services in-house for Chambers Creek Regional Park.

Pierce County 2022-23 Biennial Budget

311

Chambers Creek Regional Park

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

— 11,632,671 441,127 444,477 (14,026) (25) 11,893,304 24,397,528

2020-21 Budget 1,371,890 11,215,420 343,800 1,182,200 — — 7,717,800 21,831,110

2022-23 Budget 2,227,490 12,628,690 200,000 510,700 — — 8,045,160 23,612,040

Absolute Change 855,600 1,413,270 (143,800) (671,500) — — 327,360 1,780,930

Percent Change 62.4 12.6 (41.8) (56.8) — — 4.2 8.2

2022-23 Budget 2,065,050 973,440 297,980 13,734,370 29,410 1,042,560 1,335,000 1,593,050 2,541,180 23,612,040

Absolute Change 821,800 429,100 (128,990) (173,570) 9,790 (113,000) 110,000 665,180 160,620 1,780,930

Percent Change 66.1 78.8 (30.2) (1.2) 49.9 (9.8) 9.0 71.7 6.7 8.2

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Debt Service - Principal Capital Outlays Transfers Out Total

312

2018-19 Actual 1,114,585 448,601 450,196 12,691,408 19,794 939,158 — 1,284,316 2,383,327 19,331,385

2020-21 Budget 1,243,250 544,340 426,970 13,907,940 19,620 1,155,560 1,225,000 927,870 2,380,560 21,831,110

Pierce County 2022-23 Biennial Budget

Chambers Creek Regional Park

STAFFING SUMMARY Director - Parks & Recreation Deputy Director Accounting Assistant Office Assistant Parks Maintenance Technician Parks Specialist Parks & Recreation Manager Planner Recreation Coordinator Recreation Supervisor Recreation Superintendent Superintendent of Parks Total

2018 FTE 0.25 — 0.35 1.00 2.00 0.75 0.50 0.50 0.50 0.75 0.25 0.15 7.00

2019 FTE 0.25 0.15 0.35 1.00 2.00 0.75 0.75 0.50 0.50 0.75 — — 7.00

2020 FTE 0.25 0.15 0.35 1.00 2.00 0.75 0.75 0.50 0.50 0.75 — — 7.00

2021 FTE 0.25 0.15 0.35 1.00 2.00 0.75 0.75 0.50 0.50 0.75 — — 7.00

2022 FTE 0.25 0.15 0.35 1.00 7.00 0.75 0.75 0.50 0.50 0.75 — — 12.00

2023 FTE 0.25 0.15 0.35 1.00 7.00 0.75 0.75 0.50 0.50 0.75 — — 12.00

INPUT/OUTPUT MEASURES Unit of Measure Chambers Bay Golf Course Rounds of Golf

Pierce County 2022-23 Biennial Budget

Admission

2018 Actual 26,784

2019 Actual 31,450

2020 Actual 34,758

2021 Estimate

2022 Estimate

2023 Estimate

36,000

313

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314

Pierce County 2022-23 Biennial Budget

CONSERVATION FUTURES FUND Special Revenue Fund

Summary:

The Conservation Futures Program provides a reliable and predictable source of funds to help acquire public lands, and protect interests in open space, habitat areas, wetlands, and farm, agricultural, and timberlands in unincorporated and incorporated areas of Pierce County. Parks and Recreation Services manages the Conservation Futures Fund, which was established by the County in 1991. The property tax levy is intended to help preserve open space and to provide for public access to open space. Land acquisition applications for the use of this property tax levy are submitted by local jurisdictions and citizens. Citizen and staff committees review all applications and recommend to the County Council approval of qualifying projects. Up to 25% of the annual collections can be used for administration and operations of County-managed properties purchased with Conservation Futures funding.

Budget Highlights:

The 2022-23 biennial budget for the Conservation Futures Fund is 45.0%, or $4.4 million, above the prior biennium. The budget includes an $8.4 million transfer to the Conservation Futures Construction Fund for the purchase of open space. The budget also includes 0.50 FTE of a new Real Property Management Specialist position to support land acquisitions, and 0.50 FTE of a new Planner position to manage a Forestry program to help meet carbon sequestration and climate change goals in the 2030 Sustainability Plan. Both positions are partially funded by the General Fund.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 41,344 2,267 172,426 4,729 9,185,125 — 9,405,890

2020-21 Budget (308,210) 42,800 14,000 168,490 — 9,799,670 65,010 9,781,760

2022-23 Budget 3,741,025 34,000 14,000 190,540 — 10,205,330 — 14,184,895

Absolute Change 4,049,235 (8,800) — 22,050 — 405,660 (65,010) 4,403,135

Percent Change (1,313.8) (20.6) — 13.1 — 4.1 (100.0) 45.0

315

Conservation Futures Fund

EXPENDITURES 2018-19 Actual 1,099,998 438,619 44,550 451,190 7,709 — 8,147,239 10,189,306

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 1,368,560 553,900 162,280 507,860 7,700 76,520 7,104,940 9,781,760

2022-23 Budget 1,576,463 599,760 128,050 516,160 13,050 — 11,351,412 14,184,895

Absolute Change 207,903 45,860 (34,230) 8,300 5,350 (76,520) 4,246,472 4,403,135

Percent Change 15.2 8.3 (21.1) 1.6 69.5 (100.0) 59.8 45.0

2022 FTE 0.10 0.75 0.75 1.25 0.50 2.25 0.50 0.75 0.75 0.50 0.10 8.20

2023 FTE 0.10 0.75 0.75 1.25 0.50 2.25 0.50 0.75 0.75 0.50 0.10 8.20

STAFFING SUMMARY Director - Parks and Recreation Office Assistant Parks Maintenance Technician Parks Specialist Parks and Recreation Manager Planner Real Property Mgmt Specialist Recreation Coordinator Recreation Supervisor Resource Stewardship Supt Supt of Administrative Services Total

316

2018 FTE 0.10 0.50 1.00 0.50 0.50 2.00 — 0.25 0.75 0.50 0.10 6.20

2019 FTE 0.10 0.50 1.00 0.50 0.50 2.00 — 0.25 0.75 0.50 0.10 6.20

2020 FTE 0.10 0.75 0.75 1.25 0.50 1.75 — 0.75 0.75 0.50 0.10 7.20

2021 FTE 0.10 0.75 0.75 1.25 0.50 1.75 — 0.75 0.75 0.50 0.10 7.20

Pierce County 2022-23 Biennial Budget

CONSERVATION FUTURES CONSTRUCTION FUND Capital Project Fund

Summary:

The Conservation Futures Construction Fund is used to account for all open space property acquisitions. This fund is financed through transfer appropriations from the Conservation Futures operating fund.

Budget Highlights:

The 2022-23 biennial budget is 17.6% above the prior biennium and appropriates $11.5 million for the purchase of qualifying Conservation Futures land acquisitions.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 376 — 5,242,141 5,242,517

2020-21 Budget 4,995,000 — 555,000 4,200,000 9,750,000

2022-23 Budget 3,060,290 — — 8,401,932 11,462,222

Absolute Change (1,934,710) — (555,000) 4,201,932 1,712,222

Percent Change (38.7) — (100.0) 100.0 17.6

2022-23 Budget

Absolute Change (2,690) 1,714,912 1,712,222

Percent Change (100.0) 17.6 17.6

EXPENDITURES Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 44,118 3,230,191 3,274,309

2020-21 Budget 2,690 9,747,310 9,750,000

— 11,462,222 11,462,222

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318

Pierce County 2022-23 Biennial Budget

GOLF COURSE Enterprise Fund

Summary:

Parks and Recreation Services operates the Lake Spanaway Golf Course, a 160-acre, 18-hole championship play course, located in south Pierce County. The course was constructed with most of the original majestic Douglas Fir trees left in place. Lake Spanaway Golf Course contains a pro shop, restaurant, and full-sized covered driving range. The pro shop operations have been under contract to Kemper Sports Management since 2017, who assumed responsibility for maintenance as well in 2021. Course improvements are done by Pierce County. The Course is home to many youth, high school, and amateur golf programs and events.

Budget Highlights:

The 2022-23 biennial budget for the Golf Course Fund is 2.2%, or $84,000, below the prior biennium. The budget includes a modest fee increase for Lake Spanaway Golf Course and the reduction of 5.20 FTEs due to the transition of golf course maintenance services to Kemper Sports. The budget also includes the reallocation of 0.40 FTEs to the Park Sales Tax Fund.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 3,214,036 11,267 (509,053) 720,500 3,436,750

2020-21 Budget (319,270) 3,172,850 6,780 — 1,022,280 3,882,640

2022-23 Budget (160,560) 3,679,810 230 — 279,510 3,798,990

Absolute Change 158,710 506,960 (6,550) — (742,770) (83,650)

Percent Change (49.7) 16.0 (96.6) — (72.7) (2.2)

2022-23 Budget 13,560 2,390 62,000 3,335,920 7,190 377,930 3,798,990

Absolute Change (847,360) (445,100) (152,480) 981,690 1,670 377,930 (83,650)

Percent Change (98.4) (99.5) (71.1) 41.7 30.3 — (2.2)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 992,658 454,461 180,405 2,244,811 5,930 11,212 3,889,476

2020-21 Budget 860,920 447,490 214,480 2,354,230 5,520 — 3,882,640

319

Golf Course

STAFFING SUMMARY 2018 FTE 2.00 0.40 3.70 — 1.00 7.10

Golf Course Coordinator Office Assistant Parks Maintenance Technician Parks Specialist Golf Supervisor Total

2019 FTE 1.00 0.40 3.70 1.00 — 6.10

2020 FTE 1.00 1.00 3.20 0.40 — 5.60

2021 FTE 1.00 1.00 3.20 0.40 — 5.60

2022 FTE — — — — — —

2023 FTE — — — — — —

INPUT/OUTPUT MEASURES Unit of Measure Lake Spanaway Golf Course Rounds of Golf Average Cost per Round Golf Cart Rentals Driving Range Golf Lessons Revenue per Round Fort Steilacoom Golf Course 1 Rounds of Golf Average Cost per Round Golf Cart Rental Revenue per Round 1

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Admission Dollars Rental Admission Participant Dollars

37,923 20.77 17,631 23,567 260 39.30

42,718 19.36 17,245 22,263 256 37.00

43,831 22.73 19,435 24,196 100 38.67

45,306 21.59 18,697 25,522 165 38.87

41,925 22.01 18,144 23,486 220 41.24

42,344 22.25 18,526 23,721 240 41.59

Admission Dollars Rental Dollars

11,902 10.81 3,969 15.29

— — — —

The Fort Steilacoom Golf Course closed October 1, 2018.

320

Pierce County 2022-23 Biennial Budget

Golf Course

PERFORMANCE RATIOS Operating Expense per Round Lake Spanaway $27.14

$26.93

$30

$24.88

$25.60

Operating Revenue per Round Lake Spanaway

$25.10

$30

$27.43

$24.82

$21.85

$21.82

$21.16

$20

$10

$16.18

$17.37

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the operating cost per round of golf, excluding costs of the management company, decreased 6.8% after adjusting for inflation. The ten year average is $24.29.

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the revenue per round of golf, excluding revenues paid to the management company, increased 10.5% after adjusting for inflation. The ten year average is $19.11.

Percent of Operating Self-Support Lake Spanaway 120% 100%

92%

109%

97% 85%

80%

60%

70%

40% 20% 0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the extent of self-support increased 18.6%. The ten year average is 78.6%.

Pierce County 2022-23 Biennial Budget

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322

Pierce County 2022-23 Biennial Budget

PARKS AND RECREATION SERVICES General Fund

Summary:

The Parks and Recreation Services Department provides leisure and facility services to residents of Pierce County. The Department maintains over 3,452 acres at 47 park sites, which include two community centers, four boat launch sites, 34 miles of trails, and a large variety of passive and active facilities. Several sites are committed to remain in their natural state without development. Parks and Recreation provides programs which include athletics, tournaments, youth and adult sports teams and leagues, arts, touring services, youth camps, special needs and inclusion programming, tennis, badminton, pickle ball, golf, bicycling, skateboarding, ice skating, figure skating, hockey, cooperative play for families, snow skiing, walks, runs, and environmental projects. In addition, the Recreation Division offers several regional special events such as Fantasy Lights at Spanaway Park, Reflections Ice Show, Tour de Pierce family bicycle ride, and the Classic Car Show. Partnerships with local school districts, community groups, and businesses play an important role in enhancing the Department’s ability to deliver quality parks and recreation services. Volunteers working in the recreation programs are relied upon for their enthusiasm and knowledge which allows us to offer programs that can meet the needs of a unique and culturally diverse population in Pierce County. Nearly 100 contractual agreements are administered each year for recreation programs designed to be self-supporting with money generated from fees, grants, and donations. Over 3,300,000 visitors are served annually by Pierce County Parks and Recreation facilities, events, and activities.

Budget Highlights:

The 2022-23 biennial budget for Parks and Recreation Services is 25.8%, or $4.9 million, above the prior biennium. The budget continues two positions added in 202021 to support the transition of the Specialized Recreation program from Metro Parks to Pierce County. The budget includes 6.33 new FTEs for increased Parks programming, including expanded services and trails in the North Pierce County region. The budget also provides $1.1 million for Americans with Disabilities Act (ADA) improvements, and funding for Lidford Playfield maintenance, information technology infrastructure, security upgrades, and Sheriff support at North Lake Tapps Park.

Pierce County 2022-23 Biennial Budget

323

Parks and Recreation Services

FUNDING SOURCES 2018-19 Actual General Fund Support Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

— 2,750,731 118,968 1,849,616 (1,464) 27 9,000 4,726,878

2020-21 Budget 12,488,250 3,394,600 255,000 2,238,670 — — 449,460 18,825,990

2022-23 Budget 17,583,470 3,422,860 547,300 2,077,820 — — 54,000 23,685,450

Absolute Change 5,095,220 28,260 292,300 (160,850) — — (395,460) 4,859,460

Percent Change 40.8 0.8 114.6 (7.2) — — (88.0) 25.8

2022-23 Budget 9,682,150 4,200,950 1,401,330 6,897,610 65,440 — 1,437,970 23,685,450

Absolute Change 1,348,340 707,090 (61,050) 1,664,320 4,380 (232,350) 1,428,730 4,859,460

Percent Change 16.2 20.2 (4.2) 31.8 7.2 (100.0) 15,464.6 25.8

2022-23 Budget 3,267,170 228,540 6,134,880 6,550,150 1,059,780 914,980 557,700 3,500 2,451,130 136,120 945,840 1,435,660 23,685,450

Absolute Change 1,267,430 (21,450) 2,353,980 861,920 390,600 34,990 557,700 (1,000) (1,039,110) 46,360 624,020 (215,980) 4,859,460

Percent Change 63.4 (8.6) 62.3 15.2 58.4 4.0 — (22.2) (29.8) 51.6 193.9 (13.1) 25.8

EXPENDITURES 2018-19 Actual 7,370,361 2,977,350 1,227,085 4,496,571 93,017 55,738 115,000 16,335,121

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 8,333,810 3,493,860 1,462,380 5,233,290 61,060 232,350 9,240 18,825,990

PROGRAM EXPENDITURES Building Maintenance Community Uses General Administration Grounds Maintenance Operations Administration Planned Maintenance Planning Property Management Recreation Administration Resource Adminstration Specialized Recreation Sports & Leisure & Special Events Total

324

2021 FTE 1.75 — 9.25 17.89 2.05 2.00 1.00 — 9.85 1.00 — — 44.79

2023 FTE 4.00 — 11.15 18.07 2.30 2.00 2.00 — 9.10 — 2.50 — 51.12

2020-21 Budget 1,999,740 249,990 3,780,900 5,688,230 669,180 879,990 — 4,500 3,490,240 89,760 321,820 1,651,640 18,825,990

Pierce County 2022-23 Biennial Budget

Parks and Recreation Services

EXPENDITURE BY ACTIVITY 2020-21 Budget Administration Administrative Office Concessions Subtotal Administration Maintenance & Operations Building Maintenance Ground Maintenance Maintenance Administration Planned Maintenance Subtotal Maintenance & Operations Recreation Community Uses Recreation Administration Specialized Recreation Sports & Leisure & Special Events Subtotal Recreation Resource Stewardship Planning Property Management Resource Administration Subtotal Resource Stewardship Grand Total

2020-21 Revenue

2020-21 General Fund Support

2022-23 Budget

2022-23 Revenue

2022-23 General Fund Support

3,780,900 — 3,780,900

53,580 47,000 100,580

3,727,320 (47,000) 3,680,320

6,134,880 — 6,134,880

10,400 44,400 54,800

6,124,480 (44,400) 6,080,080

1,999,740 5,688,230 669,180 879,990 9,237,140

— 253,910 2,830 — 256,740

1,999,740 5,434,320 666,350 879,990 8,980,400

3,267,170 6,550,150 1,059,780 914,980 11,792,080

— 121,000 — — 121,000

3,267,170 6,429,150 1,059,780 914,980 11,671,080

249,990 3,490,240 321,820 1,651,640 5,713,690

1,273,900 132,550 247,990 3,923,500 5,577,940

(1,023,910) 3,357,690 73,830 (2,271,860) 135,750

228,540 2,451,130 945,840 1,435,660 5,061,170

1,131,660 87,300 525,000 3,791,410 5,535,370

(903,120) 2,363,830 420,840 (2,355,750) (474,200)

— 4,500 89,760 94,260 18,825,990

— 402,480 — 402,480 6,337,740

— (397,980) 89,760 (308,220) 12,488,250

557,700 3,500 136,120 697,320 23,685,450

— 390,810 — 390,810 6,101,980

557,700 (387,310) 136,120 306,510 17,583,470

2021 FTE 0.65 0.55 0.50 — 0.50 9.50 1.75 16.98 5.26 1.00 — 3.50 4.10 0.50 — — 44.79

2022 FTE 0.65 0.55 0.50 1.00 0.50 10.00 1.75 19.81 4.26 1.50 0.50 5.50 4.10 0.50 — — 51.12

STAFFING SUMMARY Director - Parks & Recreation Deputy Director Accounting Assistant Business & Financial Oper Mgr Contracts Coordinator Office Assistant Parks & Recreation Manager Parks Maintenance Tech Parks Specialist Planner Real Property Mgmt Specialist Recreation Coordinator Recreation Supervisor Superintendent - Admin Services Recreation Superintendent Superintendent - Parks Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.65 — 0.50 — — 9.60 1.30 18.09 5.10 — — 4.25 4.50 0.50 0.75 0.55 45.79

2019 FTE 0.65 0.55 0.50 — 0.50 9.10 2.05 16.09 5.10 — — 4.25 4.50 0.50 — — 43.79

2020 FTE 0.65 0.55 0.50 — 0.50 9.50 1.75 16.98 5.26 1.00 — 3.50 4.10 0.50 — — 44.79

2023 FTE 0.65 0.55 0.50 1.00 0.50 10.00 1.75 19.81 4.26 1.50 0.50 5.50 4.10 0.50 — — 51.12

325

Parks and Recreation Services

PERFORMANCE MEASURES Mission: Provide opportunities for people to connect with nature, live healthy lifestyles, enjoy vibrant community spaces, and learn about sustainable practices.

Priority Vibrant Communities

Objective

Activity

Healthy and Happy People

a. b.

Parks maintenance & operations Recreation services & special events

Clean, Sustainable Environment

Conservation & natural land stewardship

Measure Number of program users Number of trail users Number of park users Park stewardship hours

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

985,000 800,000 540,000 3,915

476,333 2,785,310 555,618 984

500,000 3,000,000 560,000 2,000

1,000,000 3,000,000 580,000 3,800

1,050,000 3,450,000 600,000 4,000

1 1 1 1

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure Land Regional Parks County Parks Local Parks Special Use Parks Resource Conservancy Lands Linear Parks/Trails Linear Parks/Trails Unclassified Sites Cemeteries Recreation Programs Athletics - Youth Athletics - Adult Ballfields Companionship Program Facility Rentals Fantasy Lights Gymnasium Rentals Ice Arena Leisure Classes Meeting Room Rentals Picnic Shelter Rentals Tennis Courts Skateboard Park Special Events - Indoor Special Events - Outdoor Summer Camps/Mobile Rec

326

Acres Acres Acres Acres Acres Acres Miles Acres Acres Participant Participant Participant Participant Participant Visitors Participant Participant Participant Renters Participant Participant Participant Participant Participant Participant

2018 Actual

2019 Actual

2020 Actual

1,058 803 110 186 2,549 548 29 4 12

2,781 664 72 120 902 534 24 141 12

2,781 664 82 350 915 534 28 141 12

11,527 101,947 120,040 404 85,687 192,971 52,472 72,859 21,917 98,507 42,034 14,743 6,279 13,461 65,432 5,620

13,832 72,155 161,588 335 64,672 173,297 71,905 80,178 16,461 111,114 39,435 15,083 9,780 10,048 87,075 6,556

— 5,255 43,414 22 9,596 248,084 14,000 29,965 3,575 18,062 2,052 9,262 4,528 2,940 5,905 1,018

6,000 35,000 100,000 — 122,000 205,000 20,000 55,000 7,000 58,000 40,000 8,000 10,500 5,000 40,000 6,700

14,000 73,500 150,000 — 342,000 215,000 20,000 84,000 8,000 104,000 40,000 20,000 11,000 12,500 94,500 7,000

14,750 77,000 158,000 — 360,000 225,000 20,000 88,000 15,000 110,000 40,000 25,000 11,500 13,000 100,000 7,500

Pierce County 2022-23 Biennial Budget

Parks and Recreation Services

PERFORMANCE RATIOS Per Capita Expenditures $12 $10

$9.88

$9.95

$9.97

$10.05

Percent of Self-Support $10.76

$9.21

50% 40%

37%

30%

2015

2017

2019

26%

29%

$6 20%

10%

$2 $0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the per capita expenditures for Parks and Recreation Services for all County residents increased 6.6% after adjusting for inflation. The ten year average is $9.93.

Pierce County 2022-23 Biennial Budget

2012

2020

2021

From 2012 to 2021 the ratio of revenues to expenditures (the percentage of self-support) for Parks and Recreation Services decreased 9%. The ten year average is 30%.

327

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328

Pierce County 2022-23 Biennial Budget

PARKS CONSTRUCTION FUND Capital Project Fund

Summary:

The Parks Construction Fund was established to increase transparency and accountability for capital investments. All capital projects are tracked within construction funds to summarize investments into the park system. This is helpful when multiple funding sources contribute to an individual project. Revenue sources include Park Impact Fees, Parks Sales Tax, Second REET, prior fund balance, and grants and contributions. The budget may include an amount to accumulate a reserve for a stated future capital purpose (RCW 36.68.530).

Budget Highlights:

The 2022-23 biennial budget for the Parks Construction Fund supports the projects listed on the Project Summary Table shown on the following page. Based upon projected revenues, the budget is 105.6%, or $17.3 million, above the prior biennium.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Contribution & Recovery Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 1,455,000 596,167 125,894 7,835,326 10,012,387

2020-21 Budget 1,350,500 — 1,897,200 — 13,130,240 16,377,940

2022-23 Budget — — 7,150,000 740,000 25,785,540 33,675,540

Absolute Change (1,350,500) — 5,252,800 740,000 12,655,300 17,297,600

Percent Change (100.0) — 276.9 — 96.4 105.6

2020-21 Budget

2022-23 Budget

Absolute Change

— — 100,000 3,291,530 12,986,410 — 16,377,940

— — — 4,009,290 29,666,250 — 33,675,540

Percent Change — — (100.0) 21.8 128.4 — 105.6

EXPENDITURES 2018-19 Actual Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

507 219 144,089 2,153,440 6,411,125 77,134 8,786,514

— — (100,000) 717,760 16,679,840 — 17,297,600

329

330

Project Name ADA Improvements Carbon River Valley Master Plan Chambers Creek Regional Park Event Shelters & Electrical Cross Park Development Fantasy Lights Storage Building Frontier Grounds Improvements Frontier Park ADA Paths Frontier Park Horse Arena Cover Frontier Park Horse Arena Footing Project Mayfair Playfield Improvements Meridian Outdoor Improvements Orangegate Park Development Parks Comprehensive Plan Park Property Acquisitions Paving Projects Plateau Park Development Site Feasibility and Master Plan Spanaway Entry Improvements Sprinker Hockey Team Room Sprinker Maintenance Shop Sprinker Outdoor Improvements Sprinker Building Assessment Tehaleh Mountain Bike Trails GMA Capital Facilities Plan Administration Total

Project # P-110589 P-111032 P-111335 P-110134 P-110130 P-111033 P-111254 P-110887 P-111158 P-111037 P-110595 P-111031 P-10454 P-111356 P-110594 P-111336 P-110803 P-111354 P-110723 P-110602 P-110804 P-111035 P-111030

2022-23 Total Budget 2,077,250 200,000 400,000 200,000 618,000 250,000 200,000 2,262,000 374,000 80,000 2,575,000 2,250,000 150,000 215,000 50,000 60,000 400,000 120,000 2,250,000 1,125,000 15,265,000 2,165,000 150,000 33,436,250 239,290 33,675,540 Parks 2nd REET Fund — — — — 193,000 250,000 — 112,000 339,000 80,000 1,970,000 — — — — 60,000 — 120,000 2,250,000 1,125,000 3,325,000 65,000 — 9,889,000 — 9,889,000

Funding Sources Parks Impact Parks Sales Fee Fund Tax Fund — 966,500 — — — — — — — 425,000 — — — — 350,000 — 35,000 — — — 605,000 — 2,250,000 — 150,000 — 215,000 — — 50,000 — — 400,000 — — — — — — — 7,725,000 1,225,000 — — 150,000 — 11,880,000 2,666,500 — 239,290 11,880,000 2,905,790

PROJECT SUMMARY General Fund 1,110,750 — — — — — — — — — — — — — — — — — — — — — — 1,110,750 — 1,110,750

Grants/ Other — 200,000 400,000 200,000 — — 200,000 1,800,000 — — — — — — — — — — — — 2,990,000 2,100,000 — 7,890,000 — 7,890,000

2022-23 Total Revenues 2,077,250 200,000 400,000 200,000 618,000 250,000 200,000 2,262,000 374,000 80,000 2,575,000 2,250,000 150,000 215,000 50,000 60,000 400,000 120,000 2,250,000 1,125,000 15,265,000 2,165,000 150,000 33,436,250 239,290 33,675,540

Parks Construction Fund

Pierce County 2022-23 Biennial Budget

PARKS IMPACT FEE FUND Special Revenue Fund

Summary:

The Parks Impact Fee Fund accounts for the Park Impact Fees collected per Ordinance No. 2018-88s. Funds are transferred to support projects as costs are incurred.

Budget Highlights:

The 2022-23 biennial budget for the Parks Impact Fee Fund supports the projects listed on the Project Summary table shown on the following page. The budget is 160.3%, or $15.6 million, above the prior biennium and reflects projected revenue available in 2022-23. The budget includes a new Construction Project Manager to support capital projects in the Parks, Recreation & Open Space (PROS) Plan and the Capital Facilities Plan.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Total

— 8,277,043 8,277,043

2020-21 Budget 2,703,240 7,041,260 9,744,500

2022-23 Budget 13,011,430 12,350,000 25,361,430

Absolute Change 10,308,190 5,308,740 15,616,930

Percent Change 381.3 75.4 160.3

2022-23 Budget 677,260 245,780 5,000 12,390 800,000 23,621,000 25,361,430

Absolute Change 665,400 238,890 39,020 (2,880) 800,000 13,876,500 15,616,930

Percent Change 5,610.5 3,467.2 (114.7) (18.9) — 142.4 160.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 11,428 4,283 — 17,620 — 4,897,092 4,930,423

2020-21 Budget 11,860 6,890 (34,020) 15,270 — 9,744,500 9,744,500

331

Parks Impact Fee Fund

PROJECT SUMMARY Project Name Buckley Forest Preserve Access East Puyallup Trail Enhancement Foothills Trail Cascade Junction-Carbonado Frontier Horse Arena Cover Frontier Horse Arena Footing Key Pen & Pen Met Park District Projects Meridian Outdoor Improvements Orangegate Trailhead Park Property Acquisitions Parks Comprehensive Plan Parkland Community Trail Pipeline Trail Public Access Improvements Site Feasibility & Master Planning Sprinker Outdoor Improvements Tehaleh Mountain Bike Trails Trail Property Acquisitions White River Bridge White River Flume Trail GMA Capital Facilities Plan Administration Total

Project # P-110721 P-110033 P-10450 P-110887 P-111158 P-110312 P-110595 P-111031 P-111356 P-10454 P-110792 P-10455 P-111353 P-110803 P-110804 P-111030 P-111357 P-110576 P-111029

To Paths & Trails Const Fund 250,000 1,915,000 300,000 — — — — — — — 3,000,000 4,560,000 200,000 — — — 250,000 266,000 1,000,000 11,741,000 — 11,741,000

To Parks Construction Fund — — — 350,000 35,000 — 605,000 2,250,000 215,000 150,000 — — — 400,000 7,725,000 150,000 — — — 11,880,000 — 11,880,000

Grants/ Other — — — — — 800,000 — — — — — — — — — — — — — 800,000 940,430 1,740,430

2022-23 Budget 250,000 1,915,000 300,000 350,000 35,000 800,000 605,000 2,250,000 215,000 150,000 3,000,000 4,560,000 200,000 400,000 7,725,000 150,000 250,000 266,000 1,000,000 24,421,000 940,430 25,361,430

STAFFING SUMMARY Construction Project Manager Resource Stewardship Superintendent Total

332

2018 FTE — 0.05 0.05

2019 FTE — 0.05 0.05

2020 FTE — 0.05 0.05

2021 FTE — 0.05 0.05

2022 FTE 1.00 0.05 1.05

2023 FTE 1.00 0.05 1.05

Pierce County 2022-23 Biennial Budget

PARKS SALES TAX FUND Special Revenue Fund

Summary:

On September 19, 2000, the voters of Pierce County approved Proposition 1, authorizing the imposition of a sales and use tax equal to one tenth of one percent within Pierce County to be used for regional and local parks, accredited zoos, aquariums, and wildlife preserves. The funding was authorized to expand, and not supplant, existing funding sources. The allocation of the tax receipts (which was imposed on January 1, 2001) was established as 50% for the Zoo/Trek Authority Board and 50% for the cities and Pierce County. The second 50% in turn allocated to the cities (or Metro Park Districts) and the County based upon the most recent state certified population figures The Parks Sales Tax Fund receives the County’s allocation and accounts for the disbursement of these funds. Funds can be used for capital investment, maintenance, operations, or administration of the park system. Parks Sales Tax has been used to fund the growth and development of the park system and maintenance and operations of new park sites since 2000.

Budget Highlights:

The 2022-23 biennial budget for the Parks Sales Tax Fund is 37.2%, or $3.7 million, above the prior biennium and supports the projects listed on the Project Summary table shown on the following page. The budget includes the reallocation of 0.50 FTEs from the Golf Course Fund, and 2.33 new FTEs to support increased service delivery.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 86,826 15,876 548,313 140,000 7,666,364 60,000 8,517,378

2020-21 Budget 799,350 364,120 — 929,090 — 7,736,330 40,060 9,868,950

2022-23 Budget 2,670,460 156,260 — 1,002,880 — 9,710,920 — 13,540,520

Absolute Change 1,871,110 (207,860) — 73,790 — 1,974,590 (40,060) 3,671,570

Percent Change 234.1 (57.1) — 7.9 — 25.5 (100.0) 37.2

333

Parks Sales Tax Fund

EXPENDITURES 2018-19 Actual 1,602,228 608,435 277,422 1,268,056 96,347 48,316 3,894,771 7,795,576

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 2,297,060 920,100 456,250 1,384,380 411,900 242,090 4,157,170 9,868,950

2022-23 Budget 3,112,830 1,344,440 319,350 1,648,170 417,670 — 6,698,060 13,540,520

Absolute Change 815,770 424,340 (136,900) 263,790 5,770 (242,090) 2,540,890 3,671,570

Percent Change 35.5 46.1 (30.0) 19.1 1.4 (100.0) 61.1 37.2

2022 FTE 0.30 0.15 1.00 0.50 1.25 0.50 6.40 0.75 4.00 0.40 0.45 0.40 — — 16.10

2023 FTE 0.30 0.15 1.00 0.50 1.25 0.50 6.40 0.75 4.00 0.40 0.45 0.40 — — 16.10

STAFFING SUMMARY Deputy Director Accounting Assistant Construction Project Manager Contracts Coordinator Office Assistant Parks and Recreation Manager Parks Maintenance Tech Parks Specialist Project Manager Recreation Supervisor Resource Stewardship Superintendent Superintendent - Admin Services Planner Superintendent - Parks Total

334

2018 FTE — 0.15 — — — 0.50 4.47 0.50 1.00 — 0.15 0.20 0.50 0.30 7.77

2019 FTE 0.30 0.15 — 0.50 — 0.50 4.47 0.50 1.00 — 0.45 0.40 0.50 — 8.77

2020 FTE 0.30 0.15 — 0.50 0.75 0.50 5.07 0.75 3.00 0.40 0.45 0.40 — — 12.27

2021 FTE 0.30 0.15 — 0.50 0.75 0.50 5.07 0.75 3.00 0.40 0.45 0.40 — — 12.27

Pierce County 2022-23 Biennial Budget

ADA Improvements Chambers Creek Canyon Trail Fantasy Lights Storage Building Paving Projects Public Access Improvements Sprinker Outdoor Improvements GMA Capital Facilities Plan Contributions to Other Parks Projects Debt Service Payment Regional Planning and Admin Support Transfers Out Capital Purchases Transfers Out Operations Total

Project Name P-110589 P-111257 P-110130 P-110594 P-111353 P-110804

Project #

Pierce County 2022-23 Biennial Budget

279,510 279,510

— — —

To Golf Course Fund — — — — — — —

239,290 2,905,790

— — —

1,225,000 2,666,500

425,000 50,000 —

966,500 —

To Parks Construction Fund

— — 231,000 — 231,000

— — 111,000 — 111,000

To Equipment Services Division To Fleet Fund Rental Fund — — — — — — — — — — — — — —

PROJECT SUMMARY

1,371,000 1,371,000

— — —

To Paths & Trails Fund — — — — — — —

255,000

— — — —

255,000

50,000 —

205,000 — —

To Paths & Trails Construction Fund —

53,640 53,640

— — —

To Finance & Performance Management — — — — — — —

8,333,580

1,491,120 6,842,460 — —

Direct Parks Sales Tax Expenses — — — — — — —

1,491,120 6,842,460 342,000 1,943,440 13,540,520

966,500 205,000 425,000 50,000 50,000 1,225,000 2,921,500

2022-23 Budget

Parks Sales Tax Fund

335

Parks Sales Tax Fund This page is intentionally left blank.

336

Pierce County 2022-23 Biennial Budget

PATHS AND TRAILS FUND Special Revenue Fund

Summary:

The Paths and Trails Fund is dedicated to development of the regional trail system throughout the County. The fund was established in 1987 to provide resources for planning, construction, acquisition, and maintenance of a path and trail system. RCW 47.30 requires an allocation of at least 0.42% of the total funds received from the motor vehicle fuel tax to be used for paths and trails. Currently, 3% of the total motor vehicle fuel tax received by Pierce County is allocated to this fund, which is used to maintain and operate the Foothills National Recreation Trail, from Puyallup to Buckley, and plan for new trails by creating and implementing the Regional Trails Plan.

Budget Highlights:

The 2022-23 biennial budget for the Paths and Trails Fund is 22.8%, or $326,000, above the prior biennium. The budget includes additional resources for trails sustainability and the trail and bridge repaving and preservation program.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 2,678 687,610 98,577 — 378,600 1,167,464

2020-21 Budget (84,100) 30,000 812,920 89,300 — 579,780 1,427,900

2022-23 Budget (311,450) 52,500 630,000 11,500 — 1,371,000 1,753,550

Absolute Change (227,350) 22,500 (182,920) (77,800) — 791,220 325,650

Percent Change 270.3 75.0 (22.5) (87.1) — 136.5 22.8

2022-23 Budget 747,000 343,550 62,900 597,080 3,020 — 1,753,550

Absolute Change 74,550 33,770 13,600 203,130 600 — 325,650

Percent Change 11.1 10.9 27.6 51.6 24.8 — 22.8

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 491,068 217,444 21,974 647,414 8,364 — 1,386,264

2020-21 Budget 672,450 309,780 49,300 393,950 2,420 — 1,427,900

337

Paths and Trails Fund

STAFFING SUMMARY Parks and Recreation Manager Parks Maintenance Technician Parks Specialist Planner Total

338

2018 FTE 0.20 2.74 0.15 — 3.09

2019 FTE 0.20 2.34 0.55 1.00 4.09

2020 FTE 0.50 2.00 0.59 1.00 4.09

2021 FTE 0.50 2.00 0.59 1.00 4.09

2022 FTE 0.50 2.00 0.59 1.00 4.09

2023 FTE 0.50 2.00 0.59 1.00 4.09

Pierce County 2022-23 Biennial Budget

PATHS AND TRAILS CONSTRUCTION FUND Capital Project Fund

Summary:

The Paths and Trails Construction Fund is used to account for all capital related expenses, including property acquisitions, trail design, and construction projects, related to the development of multi-model paths and trails. This fund is financed through transfer appropriations from Park Impact Fees, Parks Sales Tax, Parks Second REET, grants, and donations.

Budget Highlights:

The 2022-23 biennial budget is 170.2%, or $10.6 million, above the prior biennium and includes funding for capital improvement projects related to the Pierce County Trail System. Anticipated projects for 2022-23 are listed on the following page.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Contribution & Recovery Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— — 591,942 53,490 696,575 1,342,007

2020-21 Budget 500,000 425,000 947,000 683,000 3,657,000 6,212,000

2022-23 Budget — — 3,480,000 535,000 12,771,000 16,786,000

Absolute Change (500,000) (425,000) 2,533,000 (148,000) 9,114,000 10,574,000

Percent Change (100.0) (100.0) 267.5 (21.7) 249.2 170.2

2022-23 Budget

Absolute Change

Percent Change — (77.4) 572.4 — 170.2

EXPENDITURES Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 14,787 430,399 232,212 55,077 732,475

2020-21 Budget — 3,845,000 2,367,000 — 6,212,000

— 870,000 15,916,000 — 16,786,000

— (2,975,000) 13,549,000 — 10,574,000

339

340

Project Name Ashford Park Trail Repairs Buckley Forest Preserve Access Chambers Creek Canyon Trail East Puyallup Trail Enhancement Foothills Trail Bridge Repairs Foothills Trail Cascade Junction-Carbonado Parkland Community Trail Pipeline Trail Public Access Improvements Trail Property Acquisitions White River Bridge White River Flume Trail Yelm Prairie Line Trail Total

Project # P-111167 P-110721 P-111257 P-110033 P-111355 P-10450 P-110792 P-10455 P-111353 P-111357 P-110576 P-111029 P-111338

2022-23 Total Budget 200,000 250,000 1,265,000 1,915,000 175,000 1,000,000 3,000,000 7,160,000 250,000 250,000 266,000 1,000,000 55,000 16,786,000 Parks Impact Fee Fund — 250,000 — 1,915,000 — 300,000 3,000,000 4,560,000 200,000 250,000 266,000 1,000,000 — 11,741,000

PROJECT SUMMARY Parks Sales Parks 2nd Tax REET Fund — 200,000 — — 205,000 — — — — 175,000 — 100,000 — — — 300,000 50,000 — — — — — — — — — 255,000 775,000

Funding Sources Grants/ Other — — 1,060,000 — — 600,000 — 2,300,000 — — — — 55,000 4,015,000

2022-23 Total Revenues 200,000 250,000 1,265,000 1,915,000 175,000 1,000,000 3,000,000 7,160,000 250,000 250,000 266,000 1,000,000 55,000 16,786,000

Paths and Trails Construction Fund

Pierce County 2022-23 Biennial Budget

SECOND REET PARKS FUND Special Revenue Fund

Summary:

The Second REET Parks Fund, which can only be allocated for infrastructure projects (e.g. roads, sewers, parks, water systems), was approved in late 2001. Ordinance No. 2017-51 allocates 25% of the Second REET revenues to Parks and Recreation projects and 75% to transportation projects.

Budget Highlights:

The 2022-23 biennial budget for the Second REET Parks Fund is 36.7%, or $3.0 million, above the prior biennium. The budget supports the projects listed on the Project Summary table shown on the following page.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Transfers In Total

— 5,318,813 123,765 5,442,578

2020-21 Budget 3,406,730 4,800,000 — 8,206,730

2022-23 Budget 2,550,160 8,668,820 — 11,218,980

Absolute Change (856,570) 3,868,820 — 3,012,250

Percent Change (25.1) 80.6 — 36.7

2022-23 Budget

Absolute Change

Percent Change — — (82.8) 18.8 (100.0) 41.8 36.7

EXPENDITURES Salaries Benefits Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 84,908 36,591 49,880 350,000 — 4,048,823 4,570,201

2020-21 Budget — — 121,850 403,880 120,000 7,561,000 8,206,730

— — 20,980 480,000 — 10,718,000 11,218,980

— — (100,870) 76,120 (120,000) 3,157,000 3,012,250

341

Second REET Parks Fund

STAFFING SUMMARY Office Assistant Resource Stewardship Superintendent Superintendent - Admin Services Director - Parks & Recreation Recreation Superintendent Superintendent - Parks Total

2018 FTE 0.50 0.30 0.20 — — — 1.00

2019 FTE — — — — — — —

2020 FTE — — — — — — —

2021 FTE — — — — — — —

2022 FTE — — — — — — —

2023 FTE — — — — — — —

PROJECT SUMMARY Project Name Ashford Park Trail Repairs Fantasy Lights Storage Building Foothills Trail Bridge Repairs Frontier Grounds Improvements Frontier Park Horse Arena Frontier Park Horse Arena Footing Foothills Trail Cascade Junction-Carbonado Key Peninsula & Peninsula Metropolitan Park District Projects Mayfair Playfield Improvements Meridian Outdoor Improvements Pipeline Trail Plateau Park Development Spanaway Entry Improvements Sprinker Hockey Team Room Sprinker Maintenance Shop Sprinker Outdoor Improvements Sprinker Building Assessment GMA Capital Facilities Plan Contributions to Other Parks Projects Parks REET Project Coordination/Admininistration Transfer Out Operations Total

342

Project # P-111167 P-110130 P-111355 P-111033 P-110887 P-111158 P-10450 P-110312 P-111037 P-110595 P-10455 P-111336 P-111354 P-110723 P-110602 P-110804 P-111035

2022-23 Budget 200,000 193,000 175,000 250,000 112,000 339,000 100,000 480,000 80,000 1,970,000 300,000 60,000 120,000 2,250,000 1,125,000 3,325,000 65,000 11,144,000 20,980 54,000 11,218,980

Pierce County 2022-23 Biennial Budget

Activity/Project GMA Capital Improvements Trails Ashford Park Trail Repairs Buckley Forest Preserve Access Chambers Creek Canyon Trail East Puyallup Trail Enhancement Foothills Trail Bridge Repairs Foothills Trail Cascade Junction-Carbonado Parkland Community Trail Pipeline Trail Public Access Improvements Trail Property Acquisitions White River Bridge White River Flume Trail Yelm Prairie Line Trail Subtotal Trails Parks & Facilities ADA Improvements Carbon River Valley Master Plan CCRP Event Shelters & Electrical Cross Park Development Fantasy Lights Storage Building Frontier Grounds Improvements Frontier Park ADA Paths Frontier Park Horse Arena Frontier Park Horse Arena Footing Project Key Pen & Pen Met Park District Projects Mayfair Playfield Improvements Meridian Outdoor Improvements Orangegate Park Development Parks Comprehensive Plan Park Property Acquisitions

Pierce County 2022-23 Biennial Budget

— — — — — — — — — — — — — — 1,110,750 — — — — — — — — — — — — — —

P-111167 P-110721 P-111257 P-110033 P-111355 P-10450 P-110792 P-10455 P-111353 P-111357 P-110576 P-111029 P-111338 P-110589 P-111032 P-111335 P-110134 P-110130 P-111033 P-111254 P-110887 P-111158 P-110312 P-111037 P-110595 P-111031 P-10454 P-111356

Project

General Fund

— 200,000 400,000 200,000 — — 200,000 1,800,000 — — — — — — —

— — — — — — — — — — — — — — — — — — — — — 350,000 35,000 800,000 — 605,000 2,250,000 150,000 215,000

— 250,000 — 1,915,000 — 300,000 3,000,000 4,560,000 200,000 250,000 266,000 1,000,000 — 11,741,000

Parks Parks Construction Impact Fees

966,500 — — — 425,000 — — — — — — — — — —

— — 205,000 — — — — — 50,000 — — — — 255,000

Parks Sales Tax

— — — — — — — — — — — — — — —

— — 1,060,000 — — 600,000 — 2,300,000 — — — — 55,000 4,015,000

Paths & Trails Construction

Funding Sources

— — — — 193,000 250,000 — 112,000 339,000 480,000 80,000 1,970,000 — — —

200,000 — — — 175,000 100,000 — 300,000 — — — — — 775,000

Second REET Parks

— — — — — — — — — — — — — — —

— — — — — — — — — — — — — —

Sewer Utility

2,077,250 200,000 400,000 200,000 618,000 250,000 200,000 2,262,000 374,000 1,280,000 80,000 2,575,000 2,250,000 150,000 215,000

200,000 250,000 1,265,000 1,915,000 175,000 1,000,000 3,000,000 7,160,000 250,000 250,000 266,000 1,000,000 55,000 16,786,000

Totals

PARKS SPECIAL REVENUE FUNDS - CAPITAL IMPROVEMENTS and MAINTENANCE SUMMARY

Parks and Recreation

343

344

Project P-110594 P-111336 P-110803 P-111354 P-110723 P-110602 P-110804 P-111035 P-111030

— 940,430 — — 940,430 25,361,430

— — — — — 4,015,000

1,491,120 6,842,460 342,000 1,943,440 10,619,020 13,540,520

— — — — — 7,890,000

— — — — — 1,110,750

— 20,980 — 54,000 74,980 11,218,980

— — — 350,000 350,000 350,000

1,491,120 7,803,870 342,000 2,347,440 11,984,430 63,486,680

Second REET Parks Sewer Utility Totals — — 50,000 60,000 — 60,000 — — 400,000 120,000 — 120,000 2,250,000 — 2,250,000 1,125,000 — 1,125,000 3,325,000 — 15,265,000 65,000 — 2,165,000 — — 150,000 10,369,000 — 34,716,250 11,144,000 — 51,502,250

This summary excludes the "double-counting" of expenses which occurs when monies are transferred from one fund to another in order to aggregate project capital costs into a single fund (such as the Parks Construction Fund).

Activity/Project Paving Projects Plateau Park Development Site Feasibility and Master Plan Spanaway Entry Improvements Sprinker Hockey Team Room Sprinker Maintenance Shop Sprinker Outdoor Improvements Sprinker Building Assessment Tehaleh Mountain Bike Trails Subtotal Parks & Facilities Total GMA Capital Improvements Other Activities Debt Service Payment Regional Planning and Admin Support Transfers Out Capital Purchases Transfers Out Operations Subtotal Other Activities Total

Paths & Parks Trails Sales Tax Construction 50,000 — — — — — — — — — — — 1,225,000 — — — — — 2,666,500 — 2,921,500 4,015,000

General Parks Parks Fund Construction Impact Fees — — — — — — — — 400,000 — — — — — — — — — — 2,990,000 7,725,000 — 2,100,000 — — — 150,000 1,110,750 7,890,000 12,680,000 1,110,750 7,890,000 24,421,000

Funding Sources

PARKS SPECIAL REVENUE FUNDS - CAPITAL IMPROVEMENTS AND MAINTENANCE SUMMARY

Parks and Recreation

Pierce County 2022-23 Biennial Budget

Human Services Summary Under the umbrella of Human Services, Pierce County manages over 50 programs that link individuals and families in need with services to improve their quality of life. In addition to working one-on-one with clients, the Department partners with local providers to deliver services.



Human Services functions account for 7.9% of County positions.



The $351.8 million budget represents 12.0% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Tax Revenue Intergovernmental Revenue Charges for Services Revenue Miscellaneous Revenue Transfers In General Fund Support Use of Fund Balance Total

36,625,590 258,320,150 32,631,240 2,429,540 4,379,890 6,073,990 11,379,290 351,839,690

10.4 73.5 9.3 0.7 1.2 1.7 3.2 100.0

Spending and Staffing

2022 - 2023 Page 347 349 351 353 355 359 363 365 367 373 375 379 383

400

280.0

350

240.0

300

200.0

250 160.0 FTE

FTE 0.68 2.60 8.00 1.37 45.63 5.85 1.40 16.57 177.91 — 0.76 4.40 — 265.17

Millions

Affordable Housing Development Affordable Housing Doc Rec Fee Behavioral Health and Therapeutic Courts Behavioral Health Partnership Community Action Community Development Homeless Document Recording Fee Housing and Homeless Human Services Mental Health Prevention Services and Programs Veterans Relief WSU Pierce County Extension Total

Budget 3,363,010 5,519,260 27,506,190 6,200,540 18,723,570 16,429,800 34,837,860 128,112,930 100,456,870 — 5,228,750 4,519,690 941,220 351,839,690

200

120.0

150 80.0

100

40.0

2018-19 2020-21 2022-23 Pierce County 2022-23 Biennial Budget

345

Human Services This page is intentionally left blank.

346

Pierce County 2022-23 Biennial Budget

AFFORDABLE HOUSING DEVELOPMENT FUND Special Revenue Fund

Summary:

In 2019, the State Legislature passed the Affordable and Supportive Housing Local Sales and Use Tax (SHB 1406). The bill authorizes county and city legislative authorities to adopt an ordinance to levy an affordable housing tax. The County Council adopted Ordinance No. 2019-57s, Chapter 4.29 of the Pierce County Code, creating the Affordable and Supportive Housing Sales and Use Tax. The tax imposed is deducted from the amount otherwise collected or paid to the Department of Revenue. The rate of the tax imposed is the maximum rate permitted counties under Chapter 338, Laws of 2019, and expires 20 years after the date on which the tax is first imposed. Funds generated from this tax can only be used for the acquisition, rehabilitation, or construction of affordable housing units, or to fund the operations and maintenance costs of new units of affordable or supportive housing. Housing and services may only be provided to persons whose income is at or below 60% of the County median income.

Budget Highlights:

The 2022-23 biennial budget is 50.7% above the prior biennium and reflects anticipated revenues. The budget appropriates funding for affordable and supportive housing projects that will be identified from applications received in response to Notices of Funding Availability (NOFAs).

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Total

2020-21 Budget

— 108,803 108,803

— 2,231,720 2,231,720

2022-23 Budget 1,510 3,361,500 3,363,010

Absolute Change 1,510 1,129,780 1,131,290

Percent Change — 50.6 50.7

2022-23 Budget 132,250 60,500 3,170,260 3,363,010

Absolute Change 132,250 60,500 938,540 1,131,290

Percent Change — — 42.1 50.7

EXPENDITURES 2018-19 Actual Salaries Benefits Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2020-21 Budget — — — —

— — 2,231,720 2,231,720

347

Affordable Housing Development Fund

STAFFING SUMMARY Grant Accountant Housing Loan Officer Social Service Program Specialist Social Service Supervisor Total

348

2018 FTE — — — — —

2019 FTE — — — — —

2020 FTE — — — — —

2021 FTE — — — — —

2022 FTE 0.05 0.10 0.33 0.20 0.68

2023 FTE 0.05 0.10 0.33 0.20 0.68

Pierce County 2022-23 Biennial Budget

AFFORDABLE HOUSING DOCUMENT RECORDING FEE FUND Special Revenue Fund

Summary:

The Affordable Housing Document Recording Fee Fund provides funding to develop affordable housing for low income households. In 2002, the State Legislature passed SHB 2060, an affordable housing initiative that requires the County Auditor to collect a surcharge on certain recorded documents. The funds generated from the document recording fee provide affordable housing opportunities for Pierce County’s very low income (50% of median) households in a manner that is consistent with the legislation, and countywide affordable housing needs and policies. In 2018, state legislation increased the document recording surcharge from $10 to $13. The funds are administered through interlocal agreements between Pierce County and its cities and towns. The interlocal agreement was authorized under Council Resolution R2003-96. In accordance with the interlocal agreements, 16% of the funding is dedicated to the operations and maintenance of eligible homeless shelters. The remaining balance is awarded to eligible projects through a competitive Notice of Fund Availability (NOFA) process that occurs once a year.

Budget Highlights:

The 2022-23 biennial budget for the Affordable Housing Document Recording Fee Fund is 35.2% below the prior biennium. The increase in the 2020-21 biennial budget reflects the distribution of CARES Act funding through this account. The budget includes an overall increase of 1.83 FTEs to support increased workload associated with new affordable housing efforts.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Transfers In Total

— 2,226,211 11,927 — 2,238,138

2020-21 Budget 2,236,180 2,453,010 715,000 3,117,510 8,521,700

2022-23 Budget 245,860 4,191,000 912,900 169,500 5,519,260

Absolute Change (1,990,320) 1,737,990 197,900 (2,948,010) (3,002,440)

Percent Change (89.0) 70.9 27.7 (94.6) (35.2)

2022-23 Budget 508,860 203,100 80 4,807,220 5,519,260

Absolute Change 334,620 133,720 — (3,470,780) (3,002,440)

Percent Change 192.0 192.7 — (41.9) (35.2)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Total Pierce County 2022-23 Biennial Budget

2018-19 Actual 124,815 51,021 92 2,108,777 2,284,705

2020-21 Budget 174,240 69,380 80 8,278,000 8,521,700

349

Affordable Housing Document Recording Fee Fund

STAFFING SUMMARY Grant Accountant Grant Accounting Assistant Housing Loan Officer Housing Rehabilitation Specialist Office Assistant Social Service Program Specialist Social Service Supervisor Total

350

2018 FTE 0.03 0.01 0.20 0.08 0.01 0.05 0.35 0.73

2019 FTE 0.05 0.01 0.25 0.10 0.06 — 0.35 0.82

2020 FTE — 0.01 0.25 0.05 0.01 0.10 0.35 0.77

2021 FTE — 0.01 0.25 0.05 0.01 0.10 0.35 0.77

2022 FTE 0.05 0.01 0.25 0.05 0.06 0.83 1.35 2.60

2023 FTE 0.05 0.01 0.25 0.05 0.06 0.83 1.35 2.60

Pierce County 2022-23 Biennial Budget

BEHAVIORAL HEALTH AND THERAPEUTIC COURTS FUND Special Revenue Fund

Summary:

In 2020, the County Council adopted Ordinance No. 2020-138s, levying an additional one-tenth of one percent sales and use tax for Behavioral Health and Therapeutic Court programs as authorized by RCW 82.14.460. The Behavioral Health and Therapeutic Courts Fund was established to receive this revenue and provide for the operation or delivery of mental health, substance disorder, or therapeutic court treatment programs and services. This tax was implemented on July 1, 2021.

Budget Highlights:

The 2022-23 biennial budget for the Behavioral Health and Therapeutic Courts Fund is 917.6% above the prior biennium and continues support for services funded in 2021. The budget includes five new positions for a rapid response team, managed by Human Services, to assist the Sheriff’s Department in the field on non-criminal calls where there is a potential or evident social service need. The budget also includes funding for an additional Mental Health Therapeutic Court in District Court, a County Attorney in the Prosecuting Attorney’s Office, 0.33 FTE of a Criminal Diversion Program Manager in the Clerk of the Superior Court, and the continuation of four positions to support the diversion of Trueblood class members from the criminal justice system into supportive programs. The remaining $13.0 million will be allocated based on recommendations from the Behavioral Health Advisory Board.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Tax Revenue Total

2020-21 Budget — — —

— 2,703,000 2,703,000

2022-23 Budget (493,810) 28,000,000 27,506,190

Absolute Change (493,810) 25,297,000 24,803,190

Percent Change — 935.9 917.6

2022-23 Budget 1,278,290 532,710 46,870 22,480,230 191,620 2,976,470 27,506,190

Absolute Change 1,115,060 460,550 38,870 20,020,620 191,620 2,976,470 24,803,190

Percent Change 683.1 638.2 485.9 814.0 — — 917.6

EXPENDITURES 2018-19 Actual Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

— — — — — — —

2020-21 Budget 163,230 72,160 8,000 2,459,610 — — 2,703,000

351

Behavioral Health and Therapeutic Courts Fund

STAFFING SUMMARY Behavioral Health Manager Case Manager Case Manager Supervisor Social Service Program Specialist Total

352

2018 FTE — — — — —

2019 FTE — — — — —

2020 FTE — — — — —

2021 FTE 1.00 — — 2.00 3.00

2022 FTE 1.00 4.00 1.00 2.00 8.00

2023 FTE 1.00 4.00 1.00 2.00 8.00

Pierce County 2022-23 Biennial Budget

BEHAVIORAL HEALTH PARTNERSHIP FUND Special Revenue Fund

Summary:

The Behavioral Health program within Pierce County Human Services provides oversight and technical assistance for federal, state, and locally funded behavioral health projects. The Behavioral Health Partnership Fund includes funding for Trueblood services, Sheriff Co-Responders, a Mobile Community Intervention Response Team, and a Recovery Café. This fund also supported the creation of the Crisis Recovery Center in Parkland.

Budget Highlights:

The 2022-23 biennial budget for the Behavioral Health Partnership Fund is 61.9%, or $10.1 million, below the 2020-21 level. The decrease in 2022-23 reflects the completion of the Crisis Recovery Center and the expiration of grant funding for the Trueblood program. Trueblood services will continue with support from the Behavioral Health and Therapeutic Courts Fund. The budget includes funding for the Mobile Community Intervention Response Team (MCIRT) and for opioid recovery assistance. Staffing levels reflect the availability of grant funding.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 7,638,121 31,144 3,750,000 11,419,265

2020-21 Budget (42,640) 11,107,680 — 5,230,000 16,295,040

2022-23 Budget 840,550 2,279,990 — 3,080,000 6,200,540

Absolute Change 883,190 (8,827,690) — (2,150,000) (10,094,500)

Percent Change 2,071.3 (79.5) — (41.1) (61.9)

2022-23 Budget 446,410 167,720 1,250 4,489,180 1,095,980 6,200,540

Absolute Change 177,020 77,420 1,250 (2,898,230) (7,451,960) (10,094,500)

Percent Change 65.7 85.7 — (39.2) (87.2) (61.9)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 289,726 113,237 2,514 3,566,405 3,289,202 7,261,085

2020-21 Budget 269,390 90,300 — 7,387,410 8,547,940 16,295,040

353

Behavioral Health Partnership Fund

STAFFING SUMMARY Behavioral Health Program Specialist Grant Accountant Grant Compliance Analyst Social Service Program Specialist Social Service Admin Manager Total

354

2018 FTE — — — — 1.50 1.50

2019 FTE 1.00 0.03 — 0.10 — 1.13

2020 FTE 1.00 0.28 0.03 0.15 — 1.46

2021 FTE 1.00 0.28 0.03 0.15 — 1.46

2022 FTE 1.00 0.34 0.03 — — 1.37

2023 FTE 1.00 0.34 0.03 — — 1.37

Pierce County 2022-23 Biennial Budget

COMMUNITY ACTION FUND Special Revenue Fund

Summary:

The Community Action Program creates opportunities for economically disadvantaged families and aims to reduce the impact of poverty through a variety of social service and community programs. Federally designated Community Action Agencies began in 1964 under the Economic Opportunity Act to impact anti-poverty issues with a focus on local needs. Sources of revenue for these investments in individuals and families are from the state and federal governments, local electric utilities, and the Puyallup Tribe. As a flexible funding source, the federal Community Services Block Grant funding is vital to Community Action programs, which include: Winter Heating Assistance, Energy Conservation Education, Weatherization, Family Support and Parenting Education, Early Childhood Education and Assistance Programs (ECEAP), Job Readiness and Placement, Developmental Screening for Children Birth to Three, and Emergency Services. Community Action works in partnership with 145 affiliates to improve the lives of the County’s most vulnerable residents. These entities include school districts, not-for-profit groups, faith-based organizations, for-profit companies, private contractors, and others. Funding levels for these grant-supported programs can differ from year to year depending upon legislative priorities, grant formula distributions, and other factors.

Budget Highlights:

The 2022-23 biennial budget for Community Action supports the programs shown on the following page. The budget is 33.0% lower than the prior biennium and reflects the expenditure of grant and other revenue sources expected to be received. The budget includes an increase of 4.74 FTEs to support ECEAP, and 0.8 FTEs to support the Energy Assistance program.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 34,048 13,884,296 1,681,487 166,151 15,765,982

2020-21 Budget 273,930 42,560 18,153,640 1,883,910 7,578,690 27,932,730

2022-23 Budget 140,990 — 16,513,060 2,069,520 — 18,723,570

Absolute Change (132,940) (42,560) (1,640,580) 185,610 (7,578,690) (9,209,160)

Percent Change (48.5) (100.0) (9.0) 9.9 (100.0) (33.0)

355

Community Action Fund

EXPENDITURES 2018-19 Actual 4,541,151 2,252,248 288,231 8,595,412 21,000 15,698,042

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 5,545,520 2,591,150 539,850 19,228,210 28,000 27,932,730

2022-23 Budget 5,661,850 2,645,540 229,000 10,159,180 28,000 18,723,570

Absolute Change 116,330 54,390 (310,850) (9,069,030) — (9,209,160)

Percent Change 2.1 2.1 (57.6) (47.2) — (33.0)

PROGRAM EXPENDITURES Child and Family Services Employment Energy Assistance Home and Family Services Cost Pools Home Repair Weatherization Community Action Total

2021 FTE 21.09 — 7.50 3.91 2.14 5.22 0.16 40.02

2023 FTE 25.60 — 8.30 3.98 2.34 5.25 0.16 45.63

2020-21 Budget 11,421,170 28,000 9,679,310 11,700 1,438,260 4,993,370 360,920 27,932,730

2022-23 Budget 5,320,210 28,000 6,542,570 44,560 1,704,310 4,848,750 235,170 18,723,570

Absolute Percent Change Change (6,100,960) (53.4) — — (3,136,740) (32.4) 32,860 280.9 266,050 18.5 (144,620) (2.9) (125,750) (34.8) (9,209,160) (33.0)

2021 FTE 1.00 22.32 1.39 1.14 0.04 1.00 8.13 2.00 3.00 — — 40.02

2022 FTE 1.00 27.06 1.46 1.14 0.04 1.00 8.93 2.00 3.00 — — 45.63

STAFFING SUMMARY Division Manager Family Educator Grant Accountant Grant Accounting Assistant Grant Compliance Analyst Housing Rehabilitation Specialist Office Assistant Social Service Supervisor Weatherization Technician Social Services Program Specialist Social Service Admin Manager Total

2018 FTE — 24.44 1.65 1.09 0.04 — 5.65 2.75 3.00 0.10 1.00 39.72

2019 FTE 1.00 22.44 1.62 1.09 0.04 — 6.34 1.88 3.00 0.10 — 37.51

2020 FTE 1.00 22.32 1.39 1.14 0.04 1.00 8.13 2.00 3.00 — — 40.02

2023 FTE 1.00 27.06 1.46 1.14 0.04 1.00 8.93 2.00 3.00 — — 45.63

INPUT/OUTPUT MEASURES Unit of Measure Community Action Programs ChildReach ECEAP Energy Assistance Home Repair Weatherization 356

Children Children Enrolled Households Households Households

2018 Actual 208 347 6,324 86 53

2019 Actual 342 326 4,966 92 163

2020 Actual 25 215 6,057 107 101

2021 Estimate

2022 Estimate

2023 Estimate

90 300 6,000 110 125

170 300 6,000 110 125

200 300 6,000 110 125

Pierce County 2022-23 Biennial Budget

Community Action Fund

PERFORMANCE RATIOS Weatherization Services

Child and Family Services

Expenditures per Dwelling

Expenditures per Household Served $15,000

$40,000 $10,174

$10,000 $5,000

$2,623

$2,727

$3,775

$30,000 $6,154

$3,946

$0 2015

2017

2019

2020

2021

From 2012 to 2021 the expenditures for household services for ECEAP and ChildReach increased 134.6% after adjusting for inflation. The ten year average is $6,836. The increase in 2020 is due to a lower number of children served through the ChildReach during the COVID-19 pandemic.

$20,979

$20,239

$16,470

$20,000 $10,000

2012

$35,020

$13,060

$8,447

2012

2015

2017

2019

2020

2021

From 2012 to 2021 weatherization expenditures per dwelling increased 148.3% after adjusting for inflation. The ten year average is $19,365.

Energy Services

Expenditures per Resident Served $800

$720

$700 $600 $500

$527 $441

$488

$447 $361

$400 $300 $200 $100 $0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 energy assistance per resident served increased 10.7% after adjusting for inflation. The ten year average is $495.

Pierce County 2022-23 Biennial Budget

357

Community Action Fund This page is intentionally left blank.

358

Pierce County 2022-23 Biennial Budget

COMMUNITY DEVELOPMENT FUND Special Revenue Fund

Summary:

The Department of Human Services manages the Community Development program to administer the federal Community Development Block Grant (CDBG) and a federally funded Special Needs Transportation program. The CDBG program is implemented on behalf of unincorporated areas and all the cities and towns in the County, excluding the Cities of Lakewood, Tacoma, Pacific, Auburn, and Enumclaw. CDBG funds are used to provide physical improvements, public services, home repair services, and economic development activities. All projects must benefit lower-income persons or communities. The Special Needs Transportation Program funds Beyond the Borders, a transportation service for the special needs populations in south and east Pierce County, and the Pierce County Coordinated Transportation Coalition, which coordinates a local Transportation Coalition to address transportation gaps countywide.

Budget Highlights:

The 2022-23 biennial budget for the Community Development Fund supports the services and improvements shown on the following page. The budget is 47.4%, or $5.3 million, above the prior biennium and reflects the expenditure of funds made available through the U.S. Department of Housing and Urban Development. The increase in 2022-23 is due to the receipt of one-time federal and state grants awarded in response to the COVID-19 public health pandemic. The budget includes an overall increase of 0.28 FTEs based on anticipated workload.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 10,348,913 361,548 106,472 10,816,933

2020-21 Budget (11,040) 10,608,570 360,000 185,620 11,143,150

2022-23 Budget 52,800 15,891,000 360,000 126,000 16,429,800

Absolute Change 63,840 5,282,430 — (59,620) 5,286,650

Percent Change 578.3 49.8 — (32.1) 47.4

359

Community Development Fund

EXPENDITURES 2018-19 Actual 1,184,923 504,932 18,914 7,670,483 22,103 1,416,151 10,817,505

Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

2020-21 Budget 1,079,370 458,180 24,920 7,259,740 — 2,320,940 11,143,150

2022-23 Budget 1,212,750 428,380 21,180 14,696,260 — 71,230 16,429,800

Absolute Change 133,380 (29,800) (3,740) 7,436,520 — (2,249,710) 5,286,650

Percent Change 12.4 (6.5) (15.0) 102.4 — (96.9) 47.4

PROGRAM EXPENDITURES Community Services Planning - Community Planning and Economic D Property Development - Community Services Public Housing Welfare Total

2021 FTE 0.64 2.82 0.25 1.23 0.63 5.57

2023 FTE 0.60 2.51 0.25 1.89 0.60 5.85

2020-21 Budget 1,378,770 1,202,590 6,685,330 257,450 1,619,010 11,143,150

2022-23 Budget 1,275,470 2,380,500 6,066,900 363,960 6,342,970 16,429,800

Absolute Percent Change Change (103,300) (7.5) 1,177,910 97.9 (618,430) (9.3) 106,510 41.4 4,723,960 291.8 5,286,650 47.4

STAFFING SUMMARY Division Manager Grant Accountant Grant Accounting Assistant Grant Compliance Analyst Office Assistant Social Service Program Specialist Social Service Supervisor Social Service Admin Manager Housing Rehabilitation Specialist Family Educator Total

360

2018 FTE — 0.75 0.07 0.18 0.25 2.83 1.06 0.40 1.00 1.00 7.54

2019 FTE — 0.63 0.07 0.21 0.48 2.63 0.93 0.40 1.01 0.85 7.21

2020 FTE 0.50 0.83 0.06 0.16 0.05 3.11 0.86 — — — 5.57

2021 FTE 0.50 0.83 0.06 0.16 0.05 3.11 0.86 — — — 5.57

2022 FTE 1.00 0.72 0.06 0.16 0.33 2.97 0.61 — — — 5.85

2023 FTE 1.00 0.72 0.06 0.16 0.33 2.97 0.61 — — — 5.85

Pierce County 2022-23 Biennial Budget

Community Development Fund

INPUT/OUTPUT MEASURES Unit of Measure Community Development Low-Income Individuals Served1 Facilities & Infrastructure Improvements Housing Transportation Minor Home Repair 1

People Bldg & Imp Units Rides Households

2018 Actual 121,613 4 2 14,826 104

2019 Actual 39,734 4 4 17,358 106

2020 Actual 14,386 2 3 13,381 93

2021 Estimate 48,416 4 2 17,162 79

2022 Estimate 34,179 4 2 17,200 73

2023 Estimate 32,327 4 3 17,500 61

The COVID-19 pandemic impacted this measure in 2020.

Pierce County 2022-23 Biennial Budget

361

Community Development Fund

PERFORMANCE RATIOS Employment and Transportation Expenditures per Resident Served $120

$107

$100 $80 $60

$52

$48

$40

$41 $29

$29

$20 $0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 employment and transportation services expenditures per resident served decreased 72.7% after adjusting for inflation. The ten year average is $49.

362

Pierce County 2022-23 Biennial Budget

HOMELESS DOCUMENT RECORDING FEE FUND Special Revenue Fund

Summary:

Revenue from the Homeless Document Recording Fee Fund is used to develop, implement programs, and monitor plans to end homelessness in Pierce County. In 2005, the State Legislature passed the Homeless Housing Act (SHB 2163). The bill requires the County Auditor to collect a surcharge on certain recorded documents. The surcharge revenue must be used for planning, housing, and supportive services related to homelessness. In 2018, the state passed HB 1570, which increased the surcharge from $40 to $62 and made the surcharge permanent. Eligible activities under the fund can include rental and furnishing of dwelling units for the use of homeless persons; costs of developing affordable housing for homeless persons; services for formerly homeless individuals and families; operating subsidies for transitional housing or permanent housing serving formerly homeless families or individuals; services to prevent homelessness; temporary services to assist persons leaving state institutions and other state programs to prevent them from becoming or remaining homeless; outreach services for homeless individuals and families; and, the development and management of local homeless plans, including homeless census data collection, identification of goals, performance measures, strategies, costs, and evaluation of progress towards established goals. Funds are awarded to projects annually through a competitive procurement process.

Budget Highlights:

The 2022-23 biennial budget for the Homeless Document Recording Fee Fund supports current housing projects and associated administrative costs. The budget is 120.5%, or $19.0 million, above the prior biennium and reflects the expenditure of revenue sources expected to be received. The budget includes two new limited duration positions to complete the Comprehensive Plan to End Homelessness. The budget also includes the transfer of a Data Analyst and Evaluator position to the Finance Department as part of a countywide consolidation of data analytic services.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 13,036,864 — 13,036,864

2020-21 Budget 1,942,490 13,607,200 250,110 15,799,800

2022-23 Budget 8,007,860 26,830,000 — 34,837,860

Absolute Change 6,065,370 13,222,800 (250,110) 19,038,060

Percent Change 312.2 97.2 (100.0) 120.5

363

Homeless Document Recording Fee Fund

EXPENDITURES 2018-19 Actual 157,431 51,350 1,931 9,517,243 — 9,727,954

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 643,540 234,130 4,040 14,918,090 — 15,799,800

2022-23 Budget 466,980 178,430 — 34,067,640 124,810 34,837,860

Absolute Change (176,560) (55,700) (4,040) 19,149,550 124,810 19,038,060

Percent Change (27.4) (23.8) (100.0) 128.4 — 120.5

2022 FTE 0.35 1.00 1.05 1.00 3.40

2023 FTE 0.35 1.00 0.05 — 1.40

STAFFING SUMMARY Housing Rehabilitation Specialist Social Service Program Specialist Social Service Supervisor Data Analyst and Evaluator Total

2018 FTE 0.47 — — — 0.47

2019 FTE — — — — —

2020 FTE 0.23 1.70 — 0.50 2.43

2021 FTE 0.23 1.70 — 0.50 2.43

INPUT/OUTPUT MEASURES Unit of Measure Homeless Document Recording Fee Individuals Entering Homeless System1 Families Entering Homeless System1

Persons Households

2018 Actual 5,550 1,715

2019 Actual 6,084 3,577

2020 Actual 5,620 3,145

2021 Estimate

2022 Estimate

2023 Estimate

4,764 2,707

5,800 3,200

5,900 3,300

This measure reflects the number entering the homeless crisis response system. Entering the system means the person or household has been identified as homeless and has completed the intake process.

364

Pierce County 2022-23 Biennial Budget

HOUSING AND HOMELESS FUND Special Revenue Fund

Summary:

The Housing and Homeless Fund provides pass-thru funding to develop and preserve affordable housing as well as provide homeless housing services. In 2021, the state passed HB 1277 which imposed a new $100 document recording surcharge to support eviction prevention and housing stability services. For Affordable Housing, funds are allocated to the Pierce County Community Development Corporation loan programs for homeowner rehabilitation, homebuyer assistance, and affordable housing development and preservation. For Homelessness, federal and state funding is allocated to homeless services that assist persons experiencing homelessness with ending their housing crisis and being rapidly rehoused. The primary funding sources are: a) Federal Housing and Urban Development (HUD) programs: Community Development Block Grant, the HOME Investment Partnership Act, the Continuum of Care, and the Emergency Solutions Grant and Move to Work pass-through funding from Tacoma Housing Authority; and b) state funding through the Consolidated Homeless Grant and Emergency Shelter.

Budget Highlights:

The 2022-23 budget is 19.2%, or $30.4 million, below the prior biennium and includes the expenditure of grant and other revenue sources expected to be received. The increase in the 2020-21 budget reflects the distribution of CARES Act funding and other state and federal relief funding into the community. The budget includes 2.5 new FTEs to support administration of the Emergency Rental Assistance Program, and the transfer of a Data Analyst and Evaluator position to the Finance Department as part of a countywide consolidation of data analytic services.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 1,631,758 20,199,973 157,311 — 21,989,042

2020-21 Budget 105,550 1,519,630 144,510,150 — 12,391,070 158,526,400

2022-23 Budget 55,000 1,610,240 126,376,460 — 71,230 128,112,930

Absolute Change (50,550) 90,610 (18,133,690) — (12,319,840) (30,413,470)

Percent Change (47.9) 6.0 (12.5) — (99.4) (19.2)

365

Housing and Homeless Fund

EXPENDITURES 2018-19 Actual 2,433,614 960,545 18,484 18,581,173 — 21,993,816

Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget 2,514,190 958,560 12,550 155,041,100 — 158,526,400

2022-23 Budget 2,988,790 1,116,860 822,160 123,060,310 124,810 128,112,930

Absolute Change 474,600 158,300 809,610 (31,980,790) 124,810 (30,413,470)

Percent Change 18.9 16.5 6,451.1 (20.6) — (19.2)

2022 FTE 1.00 1.00 1.18 0.73 0.33 1.65 1.45 1.58 6.00 1.65 — — — — 16.57

2023 FTE 1.00 1.00 1.18 0.73 0.33 1.65 1.45 1.58 6.00 1.65 — — — — 16.57

STAFFING SUMMARY Accountant Computer Systems Business Anaylst Grant Accountant Grant Accounting Assistant Grant Compliance Analyst Housing Loan Officer Housing Rehabilitation Specialist Office Assistant Social Service Program Specialist Social Service Supervisor Data Analyst and Evaluator Division Manager Social Service Admin Manager Contract and Monitoring Manager Total

2018 FTE 0.75 1.00 1.18 0.23 0.40 1.80 1.35 1.94 4.75 1.65 1.00 — 0.60 1.00 17.65

2019 FTE 0.75 1.00 1.28 0.23 0.41 1.75 1.79 1.58 5.00 1.65 1.00 — 0.60 — 17.04

2020 FTE 0.75 1.00 1.13 0.23 0.33 1.75 1.57 0.94 3.69 1.65 0.50 0.50 — — 14.04

2021 FTE 0.75 1.00 1.13 0.23 0.33 1.75 1.57 0.94 3.69 1.65 0.50 0.50 — — 14.04

INPUT/OUTPUT MEASURES Unit of Measure Housing and Homeless First-Time Homebuyer Housing Rehabilitation Affordable Rental Housing 1 Affordable Rental Housing 2

Loans Loans New Units Rehab Units

2018 Actual 10 17 — 41

2019 Actual 5 21 2 39

2020 Actual 9 6 1 22

2021 Estimate

2022 Estimate

2023 Estimate

8 14 150 45

10 20 100 50

Affordable Rental Housing (New Units) includes the number of new rental housing units brought on line (includes units funded from the Affordable Housing Document Recording Fee Fund). 2

Affordable Rental Housing (Rehab Units) includes the number of existing rental housing units rehabilitated (includes units funded from the Affordable Housing Document Recording Fee Fund).

366

Pierce County 2022-23 Biennial Budget

HUMAN SERVICES FUND Special Revenue Fund

Summary:

The Human Services Fund includes the Aging and Disability Resources (ADR), Developmental Disabilities (DD), and Substance Use Disorder (SUD), formerly Chemical Dependency, units. Services are either by contract with service providers or through grants. ADR services are targeted toward the long-term support needs of older and disabled adults. Services include information and assistance, case management, care coordination, in-home care, family caregiver support services, home delivered and congregate meals, health promotion, and other supportive services. DD services include Early Supports for Infants and Toddlers (early intervention) services for children 0-3 years of age; school to work employment supports for youth aged 1921; supported employment and community inclusion services for adults 21 years of age and over; and parent support, self-advocate leadership development, education, referral, and system navigation services to the community. SUD services, until 2019, included a Chemical Dependency Prevention program designed to educate communities and reduce substance abuse among youth in designated high-risk communities in the County. Though the Prevention program ended in June 2019, services funded through this tax will continue to include SUD prevention, treatment, and access to care throughout all Pierce County.

Budget Highlights:

The 2022-23 biennial budget for the Human Services Fund is 13.2%, or $11.7 million, above the prior biennium. The budget provides 16 new positions to support increased caseloads in the ADR and DD programs and transfers a Procurement and Contract Specialist position to the Finance Department as part of a countywide consolidation of contracting services. The budget also includes a new position to serve as an Equity Community Engagement Coordinator.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 8,930,183 60,969,403 1 875 1,713,354 135,000 71,748,815

2020-21 Budget (763,590) 8,559,890 73,705,580 — — 1,814,550 5,411,690 88,728,120

2022-23 Budget 1,405,540 — 96,346,540 — — 1,912,860 791,930 100,456,870

Absolute Change 2,169,130 (8,559,890) 22,640,960 — — 98,310 (4,619,760) 11,728,750

Percent Change 284.1 (100.0) 30.7 — — 5.4 (85.4) 13.2

367

Human Services Fund

EXPENDITURES 2018-19 Actual 18,656,203 8,500,561 327,755 42,744,133 286 12,888 85,472 70,327,299

Salaries Benefits Supplies Other Services and Charges Debt Service - Interest Capital Outlays Transfers Out Total

2020-21 Budget 23,464,650 10,559,460 377,980 54,238,030 — — 88,000 88,728,120

2022-23 Budget 28,142,400 11,757,530 509,910 59,703,770 — — 343,260 100,456,870

Absolute Change 4,677,750 1,198,070 131,930 5,465,740 — — 255,260 11,728,750

Percent Change 19.9 11.3 34.9 10.1 — — 290.1 13.2

PROGRAM EXPENDITURES Aging and Disability Resources Domestic and Family Violence Prevention Housing, Homeless, Community Development P Human Services Central Administration Provider Support Services Total

368

2021 FTE 138.36 — — 13.65 10.04 162.05

2023 FTE 164.51 — — 13.40 12.01 177.91

2020-21 Budget 48,949,450 382,510 100 369,890 39,026,170 88,728,120

2022-23 Budget 50,439,260 — — 5,038,590 44,979,020 100,456,870

Absolute Percent Change Change 1,489,810 3.0 (382,510) (100.0) (100) (100.0) 4,668,700 1,262.2 5,952,850 15.3 11,728,750 13.2

Pierce County 2022-23 Biennial Budget

Human Services Fund

STAFFING SUMMARY Director of Human Services Deputy Director Administrative Assistant Case Manager Case Manager Specialist Case Manager Supervisor Community Outreach/Ed Specialist Division Manager Family Educator Financial and Administration Officer Grant Accountant Grant Accounting Assistant Grant Compliance Analyst Grant Coordinator Housing Rehabilitation Specialist Long Term Care Ombudsman Office Assistant Public Information Specialist Registered Nurse Case Manager Social Service Program Specialist Social Service Supervisor Special Advisor - Director Procurement & Contract Specialist Contract and Monitoring Manager Social Service Admin Manager Social Media Specialist Total

Pierce County 2022-23 Biennial Budget

2018 FTE 1.00 1.00 1.00 78.00 1.00 7.00 1.00 — 1.00 1.00 4.00 1.56 1.38 — 0.10 1.00 15.65 — 6.00 12.34 3.00 1.00 — — 1.00 1.00 140.03

2019 FTE 1.00 1.00 1.00 86.00 1.00 8.00 2.00 1.00 1.15 1.00 4.00 1.56 1.27 — 0.10 1.00 16.15 1.00 6.00 11.24 3.05 1.00 — 1.00 — — 150.52

2020 FTE 1.00 1.00 1.00 96.00 1.00 9.00 2.00 1.00 1.12 1.00 3.93 1.52 1.37 1.00 0.15 1.00 16.18 1.00 7.00 9.78 3.00 1.00 1.00 — — — 162.05

2021 FTE 1.00 1.00 1.00 96.00 1.00 9.00 2.00 1.00 1.12 1.00 3.93 1.52 1.37 1.00 0.15 1.00 16.18 1.00 7.00 9.78 3.00 1.00 1.00 — — — 162.05

2022 FTE 1.00 1.00 1.00 100.00 2.00 11.00 2.00 1.00 1.00 1.00 3.76 1.52 1.37 1.00 0.15 1.00 16.18 1.00 7.00 12.93 4.00 1.00 — — — — 171.91

2023 FTE 1.00 1.00 1.00 105.00 2.00 11.00 2.00 1.00 1.00 1.00 3.76 1.52 1.37 1.00 0.15 1.00 16.18 1.00 7.00 13.93 4.00 1.00 — — — — 177.91

369

Human Services Fund

PERFORMANCE MEASURES Mission: Work to ensure all of Pierce County has equitable access to community-based services that respect each person's unique experience.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Vibrant Communities

Healthy and Happy People

Vibrant Communities

Attainable Housing

Effective Government

Customer-focused Services

a. b. c. d. e. f. g. h. i.

Energy assistance and weatherization programs Violence Prevention Program Case management and nursing services Aging & Disability Resource Center Family Caregiver Support Program Mobile Community Intervention Response Team Affordable housing programs Homeless programs Customer satisfaction surveys

Measure

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Number of households that received energy assistance

7,000

6,057

6,000

Percent of senior and disabled clients that continue living in their own homes

95%

97.09%

95%

Number of outreach events and educational activities hosted or attended by Aging and Disability Resources Center

185

134

140

185

Number of homeless households that successfully attain housing

1,470

1,939

1,670

1,870

1,970

On a scale of 1 to 5, survey responders rate satisfaction at level 4 or higher

85%

89%

85%

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure Aging and Disability Resources Case Management Family Caregiver Support Information & Assistance New Freedom Non-Core Case Management Ombudsman Program Developmental Disabilities Early Intervention Services Employment Services Community Inclusion Chemical Dependency Prevention Services 1 1

2018 Actual

2019 Actual

2020 Actual

Clients Clients Contacts Clients Clients Referrals

6,794 339 21,557 138 537 620

7,097 402 32,892 151 471 439

7,062 403 28,941 144 507 679

7,176 386 30,900 155 545 559

7,404 395 31,900 160 570 555

7,632 400 31,950 165 585 570

Children Clients Clients

2,105 848 141

2,201 837 157

1,970 838 158

1,890 830 158

1,970 848 168

2,050 865 178

Surveys

1,642

—

The program ended 6/30/19. 2018 Actual data is through 5/31/18.

370

Pierce County 2022-23 Biennial Budget

Human Services Fund

PERFORMANCE RATIOS Social and Health Expenditures Per Resident Age 60 and Older

In-Home Expenditures Per Resident Age 60 and Older

Aging and Disability Resources $30

$25.04

$24.57 $19.13

$20

$20 $9.39

$10

$8.77

$19.35

$19.27

2019

2020

$13.88

$10.43

$9.53

$16.57

$10 $3.41

$0 2012

2015

2017

2019

2020

2021

$0 2012

2015

2017

2021

From 2012 to 2021, ADR Social and Health Services expenditures per County resident age 60 and older decreased 58.3% after adjusting for inflation. The ten year average is $12.33.

From 2012 to 2021, ADR In-Home Services expenditures per County resident age 60 and older increased 77.1% after adjusting for inflation. The ten year average is $19.24.

Access Expenditures Per Resident Age 60 and Older

Total Expenditures Per Resident Age 60 and Older

Aging and Disability Resources $100 $80

Aging and Disability Resources $93.25

$66.02

$67.89

$70.40

$150

$128.26

$74.94 $104.93

$60.16

$100

$60

$96.42

$99.28

$97.62

2019

2020

$85.51

$40 $50 $20 $0

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021, ADR Access Services expenditures per County resident age 60 and older increased 41.25% after adjusting for inflation. The ten year average is $68.47.

Pierce County 2022-23 Biennial Budget

2012

2015

2017

2021

From 2012 to 2021, ADR total expenditures per County resident age 60 and older increased 22.2% after adjusting for inflation. The ten year average is $101.27.

371

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372

Pierce County 2022-23 Biennial Budget

MENTAL HEALTH FUND Special Revenue Fund

Summary:

The mental health services previously included in this fund are the Evaluation and Treatment Center, Crisis Triage, Mobile Outreach Crisis Response, Case Management, Jail Mental Health Services, Secure Detox, other specific state grant-funded programs, and necessary administration and support.

Budget Highlights:

The County no longer supports the community mental health services from the Mental Health Fund.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Intergovernmental Revenue Tax Revenue Total

— 13 135 148

2020-21 Budget 68,120 — — 68,120

2022-23 Budget — — — —

Absolute Change (68,120) — — (68,120)

Percent Change (100.0) — — (100.0)

— —

Absolute Change (68,120) (68,120)

Percent Change (100.0) (100.0)

EXPENDITURES Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 28,337 28,337

2020-21 Budget 68,120 68,120

2022-23 Budget

373

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374

Pierce County 2022-23 Biennial Budget

PREVENTION SERVICES AND PROGRAMS General Fund

Summary:

In 2001, the County Council passed Ordinance No. 2001-82, establishing the Allocation Advisory Committee for Prevention Programs and charging them with making annual funding recommendations on prevention programs. The revenue funds local organizations for prevention services such as, after-school activities for youth, family support services, connecting homeless youth to community resources, and domestic violence services. The revenue for these programs is generated from a portion of the one-tenth of one percent sales and use tax for criminal justice purposes collected from unincorporated Pierce County, as established by the County Council in Ordinance No. 93-98. In 2017, Pierce County Code Section 2.42.020 and Section 4.28.130 were modified to change the sales tax allocation as follows:   

FY 2017, 75 percent to General Fund and 25 percent to Prevention Services. FY 2018, 77.5 percent to General Fund and 22.5 percent to Prevention Services. FY 2019, 80 percent to General Fund and 20 percent to Prevention Services.

Prevention Services monies are allocated 13 percent to Human Services for administration, 25 percent to the Tacoma-Pierce County Health Department, 52 percent for services recommended by the Allocation Advisory Committee for Prevention Programs, and 10 percent to the County Council for district allocations.

Budget Highlights:

The 2022-23 Prevention Services and Programs biennial budget supports services recommended by the Allocation Advisory Committee and other program priorities. The budget is 29.5%, or $1.2 million, above 2020-21 based on anticipated tax revenue. Programs supported in the budget are shown on the following pages.

FUNDING SOURCES 2018-19 Actual General Fund Support Total

Pierce County 2022-23 Biennial Budget

— —

2020-21 Budget 4,036,220 4,036,220

2022-23 Budget 5,228,750 5,228,750

Absolute Change 1,192,530 1,192,530

Percent Change 29.5 29.5

375

Prevention Services and Programs

EXPENDITURES 4H Graham A Common Voice A Step Ahead in Pierce County Administration - Prevention Services Alchemy Skateboarding Asia Pacific Cultural Center Youth Program Beacon Center Young Adult Center Bold Solutions Boys & Girls Club Broadway Center Buckley Youth Activities Camp Fire USA Celtic Ranch Changing Rein Equine Asst Act Communities in Schools - Peninsula Communities in Schools - Puyallup Communities in Schools - Tacoma Community Emergency Response Team Community Youth Services - Street Outreach Program Comprehensive Life Resources Consejo Counseling - Youth VP Consultants for Indian Progress County Council Allocation Daffodil Festival Family Justice Center Family Resource Center Fife Milton Edgewood Chamber of Commerce Franklin Pierce School District Franklin Pierce Youth First Future Farmers of America Good Samaritan Foundation Graham-Kapowsin Community Council Institute for Black Justice Law Enforcement Youth Camp Lindquist Dental Clinic myTEAM TRIUMPH - Puget Sound Chapter New Phoebe House NW Leadership Foundation Oasis Youth Center Opportunity Center of Orting Our Sisters House - New Directions Our Sisters House - Stepping Stones PG Keithley Middle School Pierce County 4H Pierce County Parks & Recreation - Pierce Outdoor LIFE P Prairie Ridge Connections

2018-19 Actual 11,697 36,157 28,334 394,143 — 8,000 3,400 — 87,300 183,053 44,029 110,338 — 9,000 143,192 42,018 36,684 — 35,484 53,032 56,107 — — — 10,000 40,084 — — — — — — — 24,684 17,242 — 149,018 15,400 — 34,084 70,342 30,335 — 19,357 — 67,984

2020-21 Budget — — — 523,360 15,000 — — 113,610 — 100,000 44,750 83,870 — 8,000 158,420 58,000 50,000 1,500 — 39,370 50,500 — — 8,000 5,000 58,000 12,000 — 48,000 2,000 6,400 — — 5,000 11,000 — 180,970 — 8,000 15,200 — — 67,530 48,500 39,500 109,450

2022-23 Budget — — — 682,380 4,650 — — 100,000 25,000 — 34,010 72,030 18,000 6,000 79,140 45,000 25,000 — — — 4,650 4,650 259,670 10,000 5,000 37,200 — 4,650 37,200 — 5,000 6,000 4,650 — 4,650 5,000 99,520 — 12,200 5,000 — — — — 19,000 58,160

Absolute Change — — — 159,020 (10,350) — — (13,610) 25,000 (100,000) (10,740) (11,840) 18,000 (2,000) (79,280) (13,000) (25,000) (1,500) — (39,370) (45,850) 4,650 259,670 2,000 — (20,800) (12,000) 4,650 (10,800) (2,000) (1,400) 6,000 4,650 (5,000) (6,350) 5,000 (81,450) — 4,200 (10,200) — — (67,530) (48,500) (20,500) (51,290)

Percent Change — — — 30.4 (69.0) — — (12.0) — (100.0) (24.0) (14.1) — (25.0) (50.0) (22.4) (50.0) (100.0) — (100.0) (90.8) — — 25.0 — (35.9) (100.0) — (22.5) (100.0) (21.9) — — (100.0) (57.7) — (45.0) — 52.5 (67.1) — — (100.0) (100.0) (51.9) (46.9)

(Table continued on the following page)

376

Pierce County 2022-23 Biennial Budget

Prevention Services and Programs

EXPENDITURES 2018-19 Actual — 176,740 126,411 — — 5,000 — 161,063 5,000 9,989 — — — — 858,901 — 181,334 — 40,001 — — 1,400 64,237 — 24,874 34,518 16,000 27,216 31,034 — 3,524,216

PSE - Latinx Family Advocacy Program PSESD - Positive Steps PSESD - Readiness to Learn Puget Sound Education Service District Puyallup Police Explorers Puyallup Rotary - Youth Advocacy Program SAC - Advocacy and Prevention Education Safe Streets Step by Step Sumner Rotary Sumner-Bonney Lake Family Center Tacoma Arts Live Tacoma Boxing Club Tacoma Community Boat Builders - VP Tacoma PC Health Dept Family Support Team Billy Ray TeamChild Teen Flight The Red Barn Association The Wishing Well TV Washington Washington State Fair Foundation Washington Trafficking Prevention White River Early Learning Center YMCA - Friends and Servants YMCA of Pierce and Kitsap Counties Young Life - South Central Pierce Young Life Young Life - Camp Anderson Island YWCA of Pierce County Hold for future funding Total

2020-21 Budget — 90,000 — 100,000 600 — — 209,000 — — 4,000 100,000 5,000 119,680 1,008,720 2,500 200,000 20,000 40,000 5,000 12,000 3,000 57,180 — — 90,500 43,680 30,880 23,550 — 4,036,220

2022-23 Budget 100,000 100,000 — — 1,200 — 45,390 100,000 — — 6,000 100,000 — 92,530 1,306,430 — 100,000 8,200 38,000 4,650 — — — 5,000 — 50,000 34,500 15,440 13,950 1,434,050 5,228,750

Absolute Change 100,000 10,000 — (100,000) 600 — 45,390 (109,000) — — 2,000 — (5,000) (27,150) 297,710 (2,500) (100,000) (11,800) (2,000) (350) (12,000) (3,000) (57,180) 5,000 — (40,500) (9,180) (15,440) (9,600) 1,434,050 1,192,530

Percent Change — 11.1 — (100.0) 100.0 — — (52.2) — — 50.0 — (100.0) (22.7) 29.5 (100.0) (50.0) (59.0) (5.0) (7.0) (100.0) (100.0) (100.0) — — (44.8) (21.0) (50.0) (40.8) — 29.5

STAFFING SUMMARY Grant Accountant Grant Accounting Assistant Grant Compliance Analyst Office Assistant Social Service Program Specialist Social Service Supervisor Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.04 0.04 — — 0.44 0.19 0.71

2019 FTE 0.04 0.04 0.07 0.03 0.44 0.14 0.76

2020 FTE 0.04 0.04 0.07 — 0.47 0.14 0.76

2021 FTE 0.04 0.04 0.07 — 0.47 0.14 0.76

2022 FTE 0.04 0.04 0.07 0.03 0.44 0.14 0.76

2023 FTE 0.04 0.04 0.07 0.03 0.44 0.14 0.76

377

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378

Pierce County 2022-23 Biennial Budget

VETERANS RELIEF FUND Special Revenue Fund

Summary:

The Pierce County Veterans Bureau provides emergency assistance to indigent veterans and their spouses, widows (widowers), and minor children through the Veterans Relief Fund. Assistance is granted in the form of vouchers for food, rent, medical, utility, miscellaneous, and certain burial expenses. Rent assistance is provided to qualified posts of nationally chartered veterans organizations. The Veterans Bureau maintains an extensive referral system and liaison with local relief agencies, various governmental agencies, and local posts of veterans’ organizations. Currently, a Veterans Resource Center is in development to expand upon these community wide connections.

Budget Highlights:

The 2022-23 budget for the Veterans Relief Fund is 17.0%, or $926,000, below the 2020-21 level. The increase in 2020-21 reflects the distribution of CARES Act funding into the community. The budget continues General Fund support to expand service delivery to veterans.

FUNDING SOURCES Use of Fund Balance Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

2018-19 Actual — 32,082 714 2 1,489 3,017,525 — 3,051,812

2020-21 Budget (65,280) — 200 20 — 3,222,760 2,288,290 5,445,990

2022-23 Budget 1,117,010 — 200 20 — 3,351,230 51,230 4,519,690

Absolute Change 1,182,290 — — — — 128,470 (2,237,060) (926,300)

Percent Change 1,811.1 — — — — 4.0 (97.8) (17.0)

2022-23 Budget 718,990 308,710 23,660 3,468,330 — 4,519,690

Absolute Change (17,820) (15,920) (29,080) (764,310) (99,170) (926,300)

Percent Change (2.4) (4.9) (55.1) (18.1) (100.0) (17.0)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 420,064 187,889 13,769 1,518,268 — 2,139,989

2020-21 Budget 736,810 324,630 52,740 4,232,640 99,170 5,445,990

379

Veterans Relief Fund

PROGRAM EXPENDITURES 2021 FTE 1.40 3.00 — 4.40

Veteran's Bureau Administration Veterans Relief Services Veterans Resource Center Total

2023 FTE 1.40 3.00 — 4.40

2020-21 Budget 823,350 4,622,640 — 5,445,990

2022-23 Budget 882,500 2,927,190 710,000 4,519,690

Absolute Percent Change Change 59,150 7.2 (1,695,450) (36.7) 710,000 — (926,300) (17.0)

STAFFING SUMMARY 2018 FTE 0.35 2.00 1.00 1.00 — 4.35

Grant Accountant Veterans Officer Veterans Officer Lead Program Manager Program Supervisor Total

2019 FTE 0.35 2.00 1.00 — 1.00 4.35

2020 FTE 0.40 2.00 1.00 1.00 1.00 4.40

2021 FTE 0.40 2.00 1.00 1.00 1.00 4.40

2022 FTE 0.40 2.00 1.00 1.00 — 4.40

2023 FTE 0.40 2.00 1.00 1.00 — 4.40

PERFORMANCE MEASURES Mission: Administer the Veterans’ Assistance Fund as mandated by state law to provide emergency relief to qualified indigent veterans residing in Pierce County and, in partnership with other organizations, act as a central collation point for the veteran community to assess needs, evaluate programs, and avoid duplication of services to all veterans.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Incarcerated Veterans Program

Vibrant Communities

2. 3.

Attainable Housing Regional Leadership and Tribal Partnerships

Emergency assistance

Partner with community organizations

Effective Government

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Recidivism rate of qualified veterans in the Pierce County jail system

<10%

Number of clients who successfully retain housing

334

287

375

350

Measure

Number of new partner organizations

380

Pierce County 2022-23 Biennial Budget

Veterans Relief Fund

INPUT/OUTPUT MEASURES Unit of Measure Administrative Office Visits Telephone Contacts Referrals Financial Transactions Total Relief Funds Vouchers Issued

Pierce County 2022-23 Biennial Budget

Each Each Each Dollars Each

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

2,121 6,415 2,145

2,219 7,969 2,363

3,356 9,556 1,896

1,022 3,324 992

2,750 4,250 2,500

3,500 4,750 2,750

484,403 1,741

492,498 1,701

379,079 1,251

289,466 892

380,000 1,500

380,000 2,000

381

Veterans Relief Fund

PERFORMANCE RATIOS Relief Payments to Total Bureau Expenditures

Average Amount per Voucher $2,500

100%

$1,956

$2,000

80%

$1,500

60%

$1,000 $500

$594 $189

$262

2012

2015

$287

$327

54%

57%

53% 45%

40% 20%

$0 2017

2019

2020

2021

From 2012 to 2021 the average amount paid per relief voucher increased 1,136.4%. The ten year average is $586. The increase in 2020 is due to additional relief funding provided through the CARES Act.

382

70%

65%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 relief payments as a percent of total Veterans Bureau expenditures increased 5.7%. The ten year average is 54.2%.

Pierce County 2022-23 Biennial Budget

WSU PIERCE COUNTY EXTENSION General Fund

Summary:

Washington State University Pierce County Extension focuses on expanding the capacity of communities within the County, enhancing the local economy, natural resources and the environment, economic opportunities for agriculture, improving health and wellness especially in the realm of nutrition and obesity prevention, and eliminating barriers to success for youth and families. Educational programs focus on proactive prevention strategies, rather than intervention techniques. Programs and resources are available directly to residents through classes, workshops, special events, clinics, demonstrations, and publications, and are available through online publications, webinars, and other media formats. Washington State University and Pierce County have been Extension partners since 1913. We leverage every dollar provided by Pierce County with federal, state, grant, and private funding and volunteer services to maximize our reach and effectiveness. The unique funding arrangement and educational network between the County, Washington State University, and the federal government is reflective of the cooperative effort that is an underpinning of this program.

Budget Highlights:

The 2022-23 WSU Pierce County Extension biennial budget is 15.9%, or $129,000, above the prior biennium and supports the programs listed on the following page.

FUNDING SOURCES 2018-19 Actual General Fund Support Transfers In Total

— 88,000 88,000

2020-21 Budget 721,860 90,000 811,860

2022-23 Budget 851,220 90,000 941,220

Absolute Change 129,360 — 129,360

Percent Change 17.9 — 15.9

2022-23 Budget 9,800 931,420 941,220

Absolute Change (17,400) 146,760 129,360

Percent Change (64.0) 18.7 15.9

EXPENDITURES Supplies Other Services and Charges Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 40,507 630,258 670,765

2020-21 Budget 27,200 784,660 811,860

383

WSU Pierce County Extension

PROGRAM EXPENDITURES 2021 FTE 4-H Youth Agriculture / Master Gardener Nutrition Education WSU Administration Urban Forestry Total

2023 FTE — — — — — —

— — — — — —

2020-21 Budget 319,960 96,020 68,440 327,440 — 811,860

2022-23 Budget 383,810 96,620 67,000 353,790 40,000 941,220

Absolute Percent Change Change 63,850 20.0 600 0.6 (1,440) (2.1) 26,350 8.0 40,000 — 129,360 15.9

INPUT/OUTPUT MEASURES WSU Pierce County Extension Percent of County Support Trained Volunteers In-Kind Services/Volunteer Hours 4-H Members Extension Family/Nutrition Education Seminars/Workshops/Classes Agri/Nat Resources/Water Quality Youth, not enrolled in 4-H At-Risk Individuals Assisted Collaborating Agencies

384

Unit of Measure

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

Percent Individuals Dollars Individuals Individuals Events Participants Participants Number Number

10 1,082 2,152,143 5,849 447 4,326 22,254 16,198 19,750 404

10 1,005 2,042,001 5,320 586 4,441 21,776 16,244 19,250 402

10 861 1,731,641 4,200 394 2,532 14,321 12,350 15,200 385

10 945 1,953,000 4,200 459 2,688 14,942 12,100 15,200 385

10 950 1,960,000 4,300 525 3,900 15,300 13,500 16,100 390

10 955 1,965,000 4,400 544 4,200 16,100 14,000 16,500 395

Pierce County 2022-23 Biennial Budget

WSU Pierce County Extension

PERFORMANCE RATIOS Expenditures per County Resident $0.60

$0.52

$0.51

Percent of Funding by the County 12%

$0.51 $0.44

$0.45

$0.47

$0.40

10%

2015

2017

2019

2020

2021

8% 6%

$0.20

4% 2%

$0.00

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 expenditures (Pierce County funds only) per County resident decreased 9.6% after adjusting for inflation. The ten year average is $0.47.

2012

From 2012 to 2021 County support as a percentage of the County Extension’s total budget increased 10%. The ten year average is 10.0%.

Staffing per 100,000 County Residents 4.0 3.0

2.86 2.52

2.56

2.36

2.0

2.00

1.96

2020

2021

1.0 0.0 2012

2015

2017

2019

From 2012 to 2021 the number of County Extension staff (all funding sources) per 100,000 County residents decreased 31.3%. The ten year average is 2.46.

Pierce County 2022-23 Biennial Budget

385

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386

Pierce County 2022-23 Biennial Budget

Planning and Public Works Summary

The Planning and Public Works Department provides a wide variety of public services, including road design, maintenance, and construction; planning and development services; sewer collection and treatment; airport and ferry services; sustainable resources administration; and surface water management. 

Planning and Public Works functions account for 23.9% of County positions.



The $933.3 million budget represents 31.9% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Tax Revenue Intergovernmental Revenue Charges for Services License & Permit Miscellaneous Revenue Proceeds from Sale of Assets Contribution & Recovery Transfers In General Fund Support Use of Fund Balance Total

155,844,760 83,905,290 272,500,390 33,381,760 27,005,700 5,905,000 16,605,000 238,114,330 12,561,470 87,471,500 933,295,200

16.7 9.0 29.2 3.6 2.9 0.6 1.8 25.5 1.3 9.4 100.0

Spending and Staffing

2022 - 2023

Pierce County 2022-23 Biennial Budget

FTE 4.20 12.00 343.80 26.14 2.80 0.17 0.30 33.47 100.91 — — — 162.70 17.75 101.76 — — — 806.00

Page 389 393 395 401 407 411 413 415 419 425 429 431 435 445 449 455 459 461

1,000

900

900 750

800 700

600

FTE

Budget 14,241,710 8,003,710 183,065,000 39,124,690 23,201,370 708,970 388,600 13,268,210 43,024,150 96,204,380 27,693,280 29,139,070 301,027,760 17,103,100 69,971,500 47,212,300 18,917,400 1,000,000 933,295,200

Millions

Airport Blighted Property Maintenance County Road Equipment Rental & Revolving Ferry Services Historical Preservation and Program In-Lieu Fee Wetlands Mitigation Planning and Land Services PALS Building and Development Public Works Construction Second REET Roads Sewer Revenue Bonds Sewer Utility Funds Solid Waste Management Surface Water Mgmt Surface Water Mgmt Const Traffic Impact Fee Transportation Facilities Total

500

450

400 300

300 200

150

100 -

2018-19

2020-21

2022-23

387

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388

Pierce County 2022-23 Biennial Budget

AIRPORT FUND Enterprise Fund

Summary:

The Airport Fund provides for operations, maintenance, and capital improvements at Pierce County Airports Thun Field and Tacoma Narrows. The goal of the fund is to be self-supporting through user fees and tenant charges. The airports are classified as General Aviation by the Federal Aviation Administration (FAA). Both airports’ design level is General Utility, Stage I which supports the personal and recreational needs, and secondarily the business needs, of aviation in Pierce County.

Budget Highlights:

The 2022-23 biennial budget for the Airport Fund is 204.7%, or $9.6 million, above the 2020-21 level. The increase reflects the addition of three Federal Aviation Administration (FAA) grant-funded projects associated with the removal of obstructions, relocation of the taxiway at Tacoma Narrows airport, and an environmental assessment of Thun Field. $558,510 in General Fund support is provided for these projects. The budget also includes one new limited duration Airport Technician to provide maintenance and operational support for Pierce County airports.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

2018-19 Actual

— 321,322 870,847 2,283,919 (3,520) (119) 1,747,490 5,219,940

2020-21 Budget 120,710 303,200 1,406,000 2,394,210 — — 450,000 4,674,120

2022-23 Budget (89,140) 303,200 10,611,730 2,593,410 — — 822,510 14,241,710

Absolute Change (209,850) — 9,205,730 199,200 — — 372,510 9,567,590

Percent Change (173.8) — 654.7 8.3 — — 82.8 204.7

2022-23 Budget 815,620 383,450 76,440 2,706,410 42,750 46,800 10,170,240 — 14,241,710

Absolute Change 148,970 122,860 (14,340) (387,600) 660 46,800 9,650,240 — 9,567,590

Percent Change 22.3 47.1 (15.8) (12.5) 1.6 — 1,855.8 — 204.7

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 580,400 244,103 95,593 3,607,309 41,115 — — 23,330 4,591,850

2020-21 Budget 666,650 260,590 90,780 3,094,010 42,090 — 520,000 — 4,674,120

389

Airport Fund

STAFFING SUMMARY 2018 FTE 0.25 0.80 0.80 — 0.25 0.50 0.60 0.25 3.45

Airport/Ferry Administrator Airport/Ferry Maint & Oper Lead Airport/Ferry Maint & Oper Tech Airport/Ferry Oper Coordinator Assistant Airport & Ferry Admin Management Analyst Maintenance Supervisor Office Assistant Total

2019 FTE 0.25 0.80 0.80 — — 0.50 0.60 0.25 3.20

2020 FTE 0.20 1.00 — 1.00 0.80 0.20 — — 3.20

2021 FTE 0.20 1.00 — 1.00 0.80 0.20 — — 3.20

2022 FTE 0.20 1.00 1.00 1.00 0.80 0.20 — — 4.20

2023 FTE 0.20 1.00 1.00 1.00 0.80 0.20 — — 4.20

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Effective Government

Activity a.

Accountability for Results

Operations of Tacoma Narrows and Thun Field Airports 2021 2022 2023 Objective Estimate Target Target

Measure

2019 Actual

2020 Actual

Percent of airport operating revenues covering all operating expenses

110%

108%

100%

TIW Operations (take offs and landings)

87,890

76,412

87,616

88,162

88,712

Hangar occupancy rate at Tacoma Narrows Airport

94%

96%

Hangar occupancy rate at Thun Field

88%

94%

96%

100%

2021 Estimate

2022 Estimate

2023 Estimate

INPUT/OUTPUT MEASURES Unit of Measure

Thun Field Tiedowns Rented Hangar Space Rented Take Offs & Landings Tacoma Narrows Tiedowns Rented Hangar Space Rented Take Offs & Landings

390

2018 Actual

2019 Actual

2020 Actual

Tiedowns Spaces Occurrence

60 44 108,300

59 46 100,000

58 47 101,845

58 48 103,724

58 50 105,639

58 50 107,599

Tiedowns Spaces Occurrence

28 73 94,000

34 76 87,890

36 76 76,412

36 78 87,616

36 78 88,162

36 78 88,712

Pierce County 2022-23 Biennial Budget

Airport Fund

PERFORMANCE RATIOS Extent of Self-Support - Thun Field 100%

83.3%

77.8%

82.8%

79.5%

84.4%

125%

75% 33.1%

100.7%

97.3%

100.3%

2015

2017

2019

94.9%

100.6%

74.1%

50%

25%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the extent of self-support increased by 154.7%. The ten year average is 60.5%. Depreciation from 2012-2014 exceeded $800,000 compared to an average of $118,800 in the other years.

Extent of Self-Support Tacoma Narrows

0% 2012

2020

2021

From 2012 to 2021 the extent of self-support excluding depreciation increased by 35.8%. The ten year average is 85.6%.

Extent of Self-Support - Tacoma Narrows Excluding Depreciation 200%

75% 61.3% 50%

Excluding Depreciation 100%

75% 50%

Extent of Self-Support - Thun Field

60.1%

54.4%

55.8%

57.9%

46.7%

150% 100%

25%

119.1%

130.8%

140.7% 113.6% 117.8%

89.3%

50%

0% 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the extent of self-support increased by 24.0%. The ten year average is 53.1%.

Pierce County 2022-23 Biennial Budget

2012

2015

2017

2019

2020

2021

From 2012 to 2021 the extent of self-support excluding depreciation increased by 57.5%. The ten year average is 110.7%.

391

Airport Fund This page is intentionally left blank.

392

Pierce County 2022-23 Biennial Budget

BLIGHTED PROPERTY MAINTENANCE FUND Special Revenue Fund

Summary:

The County Council adopted Ordinance No. 2014-4s that amended Chapters 17C and 18.140 of the Pierce County Code (PCC) to reduce blight and encourage compliance in the unincorporated areas of Pierce County.

Budget Highlights:

The 2022-23 biennial budget is 56.7%, or $2.9 million, above the 2020-21 level. The budget includes $3.0 million in General Fund support for abatement activities and the transfer of a Code Enforcement Officer position from the General Fund.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance License & Permit Revenue Miscellaneous Revenue Transfers In Total

— — 254,222 2,370,002 2,624,224

2020-21 Budget 661,360 — — 4,445,570 5,106,930

2022-23 Budget 1,040,540 — 340,000 6,623,170 8,003,710

Absolute Change 379,180 — 340,000 2,177,600 2,896,780

Percent Change 57.3 — — 49.0 56.7

2022-23 Budget 2,260,680 865,830 32,450 4,844,750 8,003,710

Absolute Change 320,320 131,500 (4,680) 2,449,640 2,896,780

Percent Change 16.5 17.9 (12.6) 102.3 56.7

EXPENDITURES 2018-19 Actual 876,067 358,213 5,039 1,055,038 2,294,358

Salaries Benefits Supplies Other Services and Charges Total

2020-21 Budget 1,940,360 734,330 37,130 2,395,110 5,106,930

STAFFING SUMMARY Code Enforcement Lead Code Enforcement Officer Environmental Project Coord Office Assistant Solid Waste Project Coordinator Code Enforcement Supervisor Total

Pierce County 2022-23 Biennial Budget

2018 FTE — — — — — — —

2019 FTE — 6.00 — 2.00 1.00 1.00 10.00

2020 FTE 1.00 6.00 2.00 2.00 — — 11.00

2021 FTE 1.00 6.00 2.00 2.00 — — 11.00

2022 FTE 1.00 7.00 2.00 2.00 — — 12.00

2023 FTE 1.00 7.00 2.00 2.00 — — 12.00

393

Blighted Property Maintenance Fund

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Vibrant Communities

Measure

Safe and Just Communities 2019 Actual

Average time from initial report of nuisance to resolution, in days

394

Activity

172

2020 Actual

236

b. Blighted property code enforcement 2021 2022 2023 Objective Estimate Target Target 200

150

Pierce County 2022-23 Biennial Budget

COUNTY ROAD FUND Special Revenue Fund

Summary:

The County Road Fund provides moneys for both the Office of the County Engineer and the Road Operations Division of the Planning and Public Works Department to plan, improve, maintain, and operate the County road system. The Road Levy portion of the property tax and a portion of the State Motor Vehicle Fuel Tax (MVET – the “gas tax”) are the primary sources of dollars in the County Road Fund. The County owns more than 1,550 miles of roadway, 150 bridges, 130 traffic signals, 30 miles of guardrail, 583 miles of drainage pipe, and 24,775 traffic signs. The Pierce County population is predicted to grow by approximately 30% in the next 20 years, and the number of miles traveled each year is growing faster than the population. New roads requested for community plans, economic development, and new housing exceed $1.8 billion. The current value of the system is over $1 billion. Three sections make up the Office of the County Engineer: Transportation, Field Engineering, and Traffic. Together, the three sections are responsible for planning, programming, and funding road system improvements; designing and constructing road and bridge projects; establishing standards for roadway construction; operating the County’s traffic signals; and maintaining the County road log. Road Operations is responsible for keeping the County’s road system functional. This requires performing over 100 maintenance and operations functions, including everything from filling potholes and restriping lanes, to repairing damaged bridges, drainpipes, and guardrails, controlling snow and ice in the winter, and responding to emergencies. Road Operations also trims roadside vegetation and picks up litter.

Budget Highlights:

The 2022-23 biennial budget for the County Road Fund is 5.7%, or $9.8 million, above the 2020-21 level. To provide increased support for road preservation, the budget eliminates the diverted road levy transfer to the General Fund for traffic law enforcement. The budget also includes a transfer out to the Public Works Construction Fund for major projects planned in the biennium, and a new limited duration Office Assistant position for digitizing records.

Pierce County 2022-23 Biennial Budget

395

County Road Fund

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Interfund Loan Revenue Total

2020-21 Budget 1,121,570 4,302,000 38,124,880 470,000 460,000 1,400,000 123,698,360 2,687,750 1,000,000 173,264,560

— 5,919,561 26,436,941 600,952 1,052,105 2,031,690 116,673,129 28,365 — 152,742,742

2022-23 Budget 16,652,110 4,652,000 24,029,680 470,000 460,000 4,000,000 129,838,280 2,962,930 — 183,065,000

Absolute Change 15,530,540 350,000 (14,095,200) — — 2,600,000 6,139,920 275,180 (1,000,000) 9,800,440

Percent Change 1,384.7 8.1 (37.0) — — 185.7 5.0 10.2 (100.0) 5.7

2022-23 Budget 58,101,390 25,183,330 14,494,310 48,984,780 176,880 545,000 35,579,310 183,065,000

Absolute Change 4,038,610 1,651,160 1,258,820 1,779,610 (256,490) (233,000) 1,561,730 9,800,440

Percent Change 7.5 7.0 9.5 3.8 (59.2) (29.9) 4.6 5.7

EXPENDITURES 2018-19 Actual 48,075,742 20,782,419 12,152,974 40,071,397 378,484 202,612 37,819,377 159,483,005

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 54,062,780 23,532,170 13,235,490 47,205,170 433,370 778,000 34,017,580 173,264,560

PROGRAM EXPENDITURES Administration County Engineer Road Operations/Equipment Services Division Total

396

2021 FTE 36.40 138.38 164.61 339.39

2023 2020-21 2022-23 Absolute Percent FTE Budget Budget Change Change 37.32 52,019,940 55,129,860 3,109,910 6.0 137.38 38,461,670 39,263,210 801,550 2.1 169.10 82,782,950 88,671,930 5,888,980 7.1 343.80 173,264,560 183,065,000 9,800,440 5.7

Pierce County 2022-23 Biennial Budget

County Road Fund

STAFFING SUMMARY Director of Planning & Public Works Deputy Dir of Planning & Public Works Accountant Accounting Assistant Administrative Program Manager Asset Mgmt Specialist Associate Traffic Engineer Business & Financial Oper Asst Mgr Business & Financial Oper Mgr Business Systems Manager Civil Engineer Computer Sys Business Analyst Contracts/Projects Coordinator County Engineer Engineering Manager Engineering Tech Environmental Biologist Grant Accountant Heavy Equipment Operator Maintenance Field Supervisor Maintenance Manager Maintenance Program Manager Maintenance Supervisor Maintenance Technician Maintenance Technician in Training Maintenance Worker Management Analyst Office Assistant Planner Planning Manager Program Manager Project Analyst Quality Assurance Tech Records Specialist Right-of-Way Agent Road Maintenance Supt Road Operations Field Supervisor Strategic Business Manager Strategic Planner Strategic Planner & Asset Mgr Sustainable Resources Administrator Traffic Engineer Traffic Operations Supervisor Traffic Sign Technician Traffic Signal Technician Training Coordinator Warehouse and Inventory Supervisor

2018 FTE 0.65 1.00 2.00 10.00 2.00 4.00 2.00 — 1.00 — 40.00 3.00 1.00 1.00 2.00 47.00 6.00 2.00 15.00 1.00 1.86 4.00 — 64.00 3.00 35.00 2.00 17.00 5.00 1.00 1.00 1.00 1.00 2.00 8.00 2.00 10.00 1.00 1.00 — — 1.00 1.00 11.00 7.00 2.00 —

2019 FTE 0.65 1.00 2.00 10.00 2.00 4.00 2.00 — 1.00 1.00 41.00 3.00 1.00 1.00 2.00 46.00 6.00 2.00 18.00 1.00 1.86 3.00 7.00 64.00 3.00 35.00 2.00 19.00 4.00 1.00 1.00 1.00 1.00 2.00 8.00 2.00 9.00 1.00 1.00 — — 1.00 1.00 11.00 7.00 2.00 1.00

2020 FTE 0.65 1.00 1.00 10.73 1.91 7.25 2.00 1.00 1.00 1.00 43.00 3.00 1.00 1.00 2.00 42.00 6.00 2.00 18.00 1.00 1.75 3.64 7.64 66.00 1.00 34.00 2.75 17.36 5.00 1.00 1.00 1.00 1.00 2.00 9.00 0.91 9.25 1.00 1.00 0.91 0.10 1.00 1.00 11.00 8.00 1.00 0.91

2021 FTE 0.65 1.00 1.00 10.73 1.91 7.25 2.00 1.00 1.00 1.00 43.00 3.00 1.00 1.00 2.00 42.00 6.00 2.00 18.00 1.00 1.75 3.64 7.64 66.00 1.00 34.00 2.75 17.36 5.00 1.00 1.00 1.00 1.00 2.00 10.00 0.91 9.25 1.00 1.00 0.91 0.10 1.00 1.00 11.00 8.00 1.00 0.91

2022 FTE 0.65 1.00 2.00 10.64 2.88 9.04 2.00 1.00 1.00 1.00 45.28 3.00 1.00 1.00 2.00 44.52 5.76 2.00 20.24 1.00 1.75 3.52 7.28 65.12 0.88 29.92 2.05 18.21 4.00 1.00 1.00 1.00 0.88 2.00 10.00 0.88 10.56 1.00 1.00 0.88 0.10 1.00 1.00 11.00 8.00 1.00 0.88

2023 FTE 0.65 1.00 2.00 10.64 2.88 9.04 2.00 1.00 1.00 1.00 45.28 3.00 1.00 1.00 2.00 44.52 5.76 2.00 20.24 1.00 1.75 3.52 7.28 65.12 0.88 29.92 2.05 18.21 4.00 1.00 1.00 1.00 0.88 2.00 10.00 0.88 10.56 1.00 1.00 0.88 0.10 1.00 1.00 11.00 8.00 1.00 0.88

(Table continued on the following page) Pierce County 2022-23 Biennial Budget

397

County Road Fund

STAFFING SUMMARY 2018 FTE — — — 1.00 1.00 2.00 1.00 1.00 6.00 3.00 0.50 0.50 338.51

Water Programs Maintenance Mgr Senior Counsel Wastewater Inventory Expeditor Budget & Fiscal Manager Senior Counsel Tribal Relations Contracts Coordinator Contract/Monitoring Manager Contract Compliance Specialist Public Information Specialist Equipment Operator Chief Operating Officer Executive Aide Total

2019 FTE — — — 1.00 0.38 3.00 1.00 1.00 6.00 — — — 345.89

2020 FTE — 0.38 0.25 1.00 — — — — — — — — 338.39

2021 FTE — 0.38 0.25 1.00 — — — — — — — — 339.39

2022 FTE 0.88 — — — — — — — — — — — 343.80

2023 FTE 0.88 — — — — — — — — — — — 343.80

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Entrepreneurial Climate

Activity a.

Reliable and Accessible Infrastructure

Planning, design, and development of the County’s transportation infrastructure b. Road operations and maintenance 2021 2022 2023 Objective Estimate Target Target

Measure

2019 Actual

2020 Actual

Percent of arterial/collector road pavement in good or fair condition

98.5%

94.8%

95.0%

Percent of local access road pavement in good or fair condition

94.3%

93.8%

90.0%

Percent of arterial segments meeting concurrency

100%

398

Pierce County 2022-23 Biennial Budget

County Road Fund

INPUT/OUTPUT MEASURES Unit of Measure Pavement Repairs and Preservation Temporary Pothole Repair Permanent Pothole Repair Asphalt Pavement Repairs - Paving Asphalt Pavement Repairs - Grader Pavement Grinding, Self Loading Pavement Grinding, Skid Steer Pavement Crack Sealing Chip Sealing, Hot AC Chip Sealing, Emulsion Fog Sealing Gravel Road and Shoulder Maintenance Grading & Shaping Gravel Shoulders Roadside Vegetation Control Mowing Shoulders Roadside Brush Trimming Chipping Brush & Tree Removal Overhead Tree Trimming Roadside Storm Drainage Clean/Grade Roadside Ditch Cleaning Storm Drain Inlet/Outlet Vacuum Clean Drainage Structure Mechanically Clean Drainage Pipe Repair/Replace Pipe Repair/Replace Catch Basin Misc Road Maintenance and Operations Bridge Repair Guardrail Repair Street Sweeping Roadside Litter Removal Emergency Response Plowing Snow/Solid Chemical Application Mudslide Response Traffic Sign & Signal Operations Luminaire Routine Signage Activity Pavement Markings Pavement Striping Signal Electronics Repair Signal Cabinet Signal Routine Signal Misc Intersection Repairs Signal Relamping Underground Utility Locates

Pierce County 2022-23 Biennial Budget

Hour Ton Ton Ton Ton Ton Gallon Lane Mile Lane Mile Lane Mile

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

2,813 424 5,994 11,095 6,037 551 4,134 164 7 181

2,116 320 2,585 4,600 5,005 661 4,122 193 — 209

2,519 360 3,456 5,273 5,533 596 13,806 178 25 187

2,500 525 4,000 7,000 5,500 600 9,000 200 35 235

Shoulder Mile

250

133

105

200

Shoulder Mile Shoulder Mile Hour Shoulder Mile

194 372 6,839 101

2,566 665 16,777 92

2,177 1,521 9,137 93

2,300 700 13,000 95

Lineal Feet Hour Each Lineal Feet Lineal Feet Each

74,286 1,579 9,523 64,383 158 59

63,872 3,594 8,112 54,543 46 111

70,371 4,003 7,319 46,765 107 30

70,000 3,000 8,300 55,000 104 67

Hour Hour Lane Mile Hour

1,078 1,632 10,094 10,848

1,569 2,225 9,425 11,309

263 1,792 9,458 12,384

1,200 1,900 9,700 12,000

6,898 2,770

16,868 181

7,354 6,340

10,000 3,000

2,692 170,045 1,161 2,421 3,067 318 1,113 771 4,537 913

2,850 143,667 1,776 2,285 2,233 442 1,142 779 5,020 738

3,002 93,299 1,270 1,203 2,415 456 1,190 935 5,244 881

3,100 130,000 1,550 1,000 3,120 500 1,200 950 5,800 1,000

3,100 130,000 1,600 2,300 3,300 650 1,450 1,300 7,000 1,000

3,200 130,000 1,600 2,300 3,300 675 1,500 1,300 7,100 1,000

Hour Hour Each Each Each Mile Hour Intersection Intersection Each Each Hour

399

County Road Fund

PERFORMANCE RATIOS Expense per Lane Mile of Road $15,000

$14,414

$15.00

$12,670 $13,025 $11,652 $11,219

$12,000

Expense per Vehicle Mile Traveled

$10,613

$13.96

$13.36

$12.00

$9,000

$9.00

$6,000

$6.00

$3,000

$3.00

$10.31

$10.45

2019

2020

$11.12

$0.00

$0 2012

2015

2017

2019

2020

Lane Miles of Road per Employee 9.49

9.20

9.41

9.27

9.56

2012

2021

From 2012 to 2021 the maintenance and operations expense per lane mile of road maintained decreased 16.2% after adjusting for inflation. The ten year average is $12,446.58.

10.0

$14.18

9.58

2015

2017

2021

From 2012 to 2021 the total maintenance and operations expense per vehicle mile traveled decreased 21.6% after adjusting for inflation. The ten year average is $12.63.

Pavement Condition by Lane Miles 100% 80%

8.0

Poor

60%

6.0

Fair

40%

4.0

Good

20%

2.0

0.0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average number of lane miles of road maintained per Department employee increased 0.9%. The ten year average is 9.38.

2011

2014

2016

2018

2019

2020

From 2011 to 2020 the lane miles of road with a surface rating of good or fair increased 19.9%. Road condition assessment occurs late in the year. The ten year average good or fair is 93.3%.

Concurrency of Arterial Miles 100%

99.2%

99.1%

99.7%

99.9%

100.0%

2011

2014

2016

2018

2019

2020

75% 50% 25% 0%

Pierce County has approximately 709 miles of arterials. A roadway fails concurrency when the daily traffic volume exceeds the established service level standard. From 2011 to 2020, the percentage of miles meeting concurrency increased 0.8%. The ten year average is 99.7%. Concurrency is published late in the year. 400

Pierce County 2022-23 Biennial Budget

EQUIPMENT RENTAL AND REVOLVING FUND Internal Service Fund

Summary:

The Equipment Services Section (ESS) of the Maintenance and Operations Division of the Planning and Public Works Department is responsible for the design, purchase, maintenance, and repair of County Road, Sewer Utility, Surface Water Management, and Parks and Recreation Department equipment. The Central Maintenance Facility (CMF) maintains the primary inventory of vehicle supplies and parts and uses an automated system to track the parts inventories. The Fleet Management system, which compiles data to analyze performance, downtime, backlog, and frequency of repairs, has been implemented at all equipment shops. The Equipment Rental and Revolving Fund also provides material (asphalt, paint, traffic signals, etc.) for County Road Operations.

Budget Highlights:

The 2022-23 biennial budget for the Equipment Rental and Revolving Fund is 23.4%, or $7.4 million, above the 2020-21 level and includes the planned equipment purchases listed on the following pages. The capital replacement budget varies year to year based on the optimal time to replace equipment.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 9,264,204 19,667,667 643,473 359,001 29,934,345

2020-21 Budget 3,785,920 7,895,220 18,552,000 1,324,800 136,000 31,693,940

2022-23 Budget 5,744,650 11,980,500 19,517,540 1,205,000 677,000 39,124,690

Absolute Change 1,958,730 4,085,280 965,540 (119,800) 541,000 7,430,750

Percent Change 51.7 51.7 5.2 (9.0) 397.8 23.4

2022-23 Budget 4,776,910 2,224,820 16,830,160 3,352,980 11,686,200 253,620 39,124,690

Absolute Change 601,590 281,430 3,897,580 393,410 2,305,440 (48,700) 7,430,750

Percent Change 14.4 14.5 30.1 13.3 24.6 (16.1) 23.4

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 3,857,515 1,713,898 13,076,683 2,991,182 7,702,829 30,787 29,372,894

2020-21 Budget 4,175,320 1,943,390 12,932,580 2,959,570 9,380,760 302,320 31,693,940

401

Equipment Rental and Revolving Fund

STAFFING SUMMARY Asset Management Specialist Equipment Svc Attendant Equipment Tech Equipment Tech - ASE Equipment Tech - Lead Maintenance Manager Maintenance Program Manager Parts Specialist Parts Specialist Lead PW Maintenance Supervisor Equipment Svc Manager Total

402

2018 FTE — 2.00 7.00 7.00 3.00 0.14 — 3.00 1.00 2.00 1.00 26.14

2019 FTE — 2.00 7.00 7.00 3.00 0.14 — 3.00 1.00 2.00 1.00 26.14

2020 FTE 1.00 1.00 9.00 5.00 3.00 0.14 1.00 3.00 1.00 2.00 — 26.14

2021 FTE 1.00 1.00 9.00 5.00 3.00 0.14 1.00 3.00 1.00 2.00 — 26.14

2022 FTE 1.00 1.00 9.00 5.00 3.00 0.14 1.00 3.00 1.00 2.00 — 26.14

2023 FTE 1.00 1.00 9.00 5.00 3.00 0.14 1.00 3.00 1.00 2.00 — 26.14

Pierce County 2022-23 Biennial Budget

Equipment Rental and Revolving Fund

EQUIPMENT PURCHASES Department Qty Equipment Description Replacement Equipment (funded by replacement reserve) Facilities Management 1 Truck flatbed medium duty Parks and Recreation 1 Van utility 4 Truck flatbed medium duty 2 Truck pickup light duty 1 Snow plow 1 ATM Field groomer 2 ATM dump bed 3 AG tractor 4 Mower deck 2 Mower wide area Planning and Public Works 4 Truck pickup 3 Truck SUV 1 Van Survey 1 Survey equipment/ station 4 Survey equipment/ controller 3 Survey equipment/ antenna Roads Maintenance and Operations 1 Truck catch basin cleaner 1 Truck asphalt tanker 3 Truck flatbed medium duty 1 SUV light duty 6 Truck dump 3 Trailers 1 Asphalt paver 1 Excavator small 6 Roller 3 Forklift 1 Trailer cracksealer 1 Sweeper front end broom 3 Variable message sign 7 Plows 3 Spreader Vbox 4 Brine tank Surface Water Management 1 Truck water flush 4 Truck dump 2 Truck pickup light duty 2 SUV light duty 1 Truck flatbed medium duty 1 Excavator small 1 Trailer tilt 1 Snow plow Utilities 1 Truck flatbed crane 1 Truck pump tanker

2022-23 Budget 75,000 50,000 300,000 100,000 11,000 46,000 40,000 200,000 144,000 184,000 168,000 105,000 36,000 37,000 56,000 70,500 510,000 260,000 225,000 35,000 1,380,000 99,500 226,000 144,000 804,000 174,000 97,000 85,000 66,000 115,500 59,000 58,000 320,000 1,176,000 84,000 70,000 75,000 142,000 48,000 18,000 363,000 258,500

(Table continued the following page)

Pierce County 2022-23 Biennial Budget

403

Equipment Rental and Revolving Fund

EQUIPMENT PURCHASES Department

Qty 5 1 1 4 108

Subtotal New Equipment (funded by the Dept listed) Parks and Recreation

4 3 3 2 1 1 2 1 2 3 4

Roads Maintenance and Operations

Surface Water Management Other Subtotal Total

2022-23 Budget 210,000 35,000 65,000 200,000 9,025,000

Equipment Description Truck pickup light duty SUV light duty Truck flatbed medium duty Van utility

36,000 33,000 126,000 22,000 220,000 360,000 521,200 336,000 181,000 54,000 144,000 628,000 2,661,200 11,686,200

Spreader poly Snow plow Truck pickup light duty Snow plow Brine maker Chip spreader Oil distributors Mechancial broom Rubber tire rollers Snow plow Spreader vbox Unforseen purchases

26 134

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Activity a.

Effective Government

Customer-focused Services

Measure

2019 Actual

2020 Actual

Percent of Fleet Availability

96.9%

98.9%

Plan, coordinate, and execute preventative maintenance and unplanned repair work with minimal equipment and vehicle downtime. 2021 2022 2023 Objective Estimate Target Target 95.0%

95.0%

2021 Estimate

2022 Estimate

2023 Estimate

510 4,500 420,000

516 4,500 420,000

INPUT/OUTPUT MEASURES Unit of Measure Equipment Rental & Revolving Active Vehicles in Fleet Work Orders Processed per Year Total Vehicle Operating Hours

404

Vehicles Work Order Hours

2018 Actual

2019 Actual

2020 Actual

501 4,019 404,279

505 4,770 437,936

510 4,362 412,487

Pierce County 2022-23 Biennial Budget

Equipment Rental and Revolving Fund

PERFORMANCE RATIOS Operating Cost per Hour

Active Vehicles per Mechanic 35

31.4

29.8

30.0

29.5

$35.00 $30.00

$27.84

$25.58

$24.49

$25.57

2015

2017

2019

$25.00

$28.41

$29.89

$20.00

$15.00

$10.00

$5.00 $0.00

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of active vehicles per mechanic decreased 6.1%. The ten year average is 29.9.

2012

2020

2021

From 2012 to 2021 the operating cost per hour of vehicle usage increased 7.4% after adjusting for inflation. The ten year average is $26.01.

Repairs per 100 Hours of Vehicle Operations 1.5 1.22

1.22

1.2

1.06

1.09

2017

2019

1.17

1.09

0.9 0.6 0.3 0.0 2012

2015

2020

2021

From 2012 to 2021 the number of work orders per 100 hours of vehicle operation decreased 5.6%. The ten year average is 1.16.

Pierce County 2022-23 Biennial Budget

405

Equipment Rental and Revolving Fund This page is intentionally left blank.

406

Pierce County 2022-23 Biennial Budget

FERRY SERVICES FUND Enterprise Fund

Summary:

The Ferry Services Fund provides for the operation, maintenance, and capital improvement of the Pierce County ferry system, which consists of two ferry boats and the ferry landings at Steilacoom, Ketron Island, and Anderson Island. The goal of the fund is to be as self-supporting as possible, primarily through a mix of fare revenue, state ferry contributions, and gas tax revenue. The County Road Fund supports any revenue shortfall for the Ferry Services Fund. The ferry system is the only public method of transportation for people and goods for Ketron and Anderson Islands. Over 400,000 trips on the ferries are taken to and from these islands annually. Outside contracted services are utilized to provide day to day operations of the ferry boats and ticket sales.

Budget Highlights:

The 2022-23 biennial budget for the Ferry Services Fund is 93.3%, or $11.2 million, above the 2020-21 level. The budget reflects capital expenditures related to the rehabilitation of the County’s ferry landings, ferry parking and loading lanes, and replacement of ferry engines. The budget also includes a fare increase to ensure long-term viability of the system and expand level of service during the peak season.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

2018-19 Actual — 7,488,154 4,378,241 398,893 (20,215) 2,807,200 15,052,273

2020-21 Budget (147,290) 6,800,000 1,908,000 356,000 — 3,089,080 12,005,790

2022-23 Budget 7,779,000 9,155,000 1,921,000 1,072,370 — 3,274,000 23,201,370

Absolute Change 7,926,290 2,355,000 13,000 716,370 — 184,920 11,195,580

Percent Change (5,381.4) 34.6 0.7 201.2 — 6.0 93.3

2022-23 Budget 626,740 222,350 1,019,400 16,752,270 812,610 — 3,684,000 84,000 23,201,370

Absolute Change 29,810 (53,910) (488,810) 8,258,980 3,510 — 3,446,000 — 11,195,580

Percent Change 5.0 (19.5) (32.4) 97.2 0.4 — 1,447.9 — 93.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 843,927 329,847 1,155,057 11,123,751 72,845 22,503 2,425,520 11,810 15,985,259

2020-21 Budget 596,930 276,260 1,508,210 8,493,290 809,100 — 238,000 84,000 12,005,790

407

Ferry Services Fund

408

Pierce County 2022-23 Biennial Budget

Ferry Services Fund

STAFFING SUMMARY 2018 FTE 0.75 0.75 0.50 0.75 0.20 0.20 0.40 3.55

Airport/Ferry Administrator Assistant Airport/Ferry Administrator Management Analyst Office Assistant Airport/Ferry Maint & Oper Tech Airport/Ferry Maint & Oper Lead Maintenance Supervisor Total

2019 FTE 0.75 — 0.50 0.75 0.20 0.20 0.40 2.80

2020 FTE 0.80 0.20 0.80 1.00 — — — 2.80

2021 FTE 0.80 0.20 0.80 1.00 — — — 2.80

2022 FTE 0.80 0.20 0.80 1.00 — — — 2.80

2023 FTE 0.80 0.20 0.80 1.00 — — — 2.80

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Effective Government

Activity a.

Accountability for Results

Operations for Steilacoom, Ketron and Anderson Island Ferries 2021 2022 2023 Objective Estimate Target Target

Measure

2019 Actual

2020 Actual

Percent of ferry operating revenues covering all operating expenses (includes County Road Fund transfer)

100%

On-time ferry departures

92%

94%

95%

2021 Estimate

2022 Estimate

2023 Estimate

230,000

239,000

244,975

INPUT/OUTPUT MEASURES Unit of Measure Ferry Services Total Ferry Ticket Sales

Pierce County 2022-23 Biennial Budget

Tickets

2018 Actual

2019 Actual

2020 Actual

225,269

238,601

214,526

409

Ferry Services Fund

PERFORMANCE RATIOS Extent of Self-Support from Ferry Tolls 75% 54.0% 50%

44.1%

44.7%

2012

2015

55.8%

58.3%

2020

2021

42.2%

25%

0% 2017

2019

From 2012 to 2021 ferry tolls as a percentage of operating expenses (excluding depreciation and debt service) increased by 32.2%. The ten year average is 51.8%. Maintenance expenses vary significantly.

410

Pierce County 2022-23 Biennial Budget

HISTORICAL PRESERVATION AND PROGRAM FUND Special Revenue Fund

Summary:

In 2005, the Washington State Legislature passed HB 1386 which increased the surcharge on each document recorded by county auditors from two dollars to five dollars and designated that one dollar of the surcharge "shall be deposited in the county general fund to be used at the discretion of the county commissioners to promote historical preservation or historical programs". The County Council adopted Ordinance No. 2020-111 in 2020 establishing the Historical Preservation and Programs Fund to account for all revenues and expenditures related to the County's one dollar portion of the surcharge.

Budget Highlights:

The 2022-23 biennial budget for the Historical Preservation and Program Fund is 100.4%, or $355,000, above the 2020-21 level. The budget provides funding for the Historic Preservation Grants and History-related Project Grants programs.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance General Fund Support Charges for Services Revenue Transfers In Total

2020-21 Budget — — — — —

— (99,000) 452,800 — 353,800

2022-23 Budget 6,170 — 452,800 250,000 708,970

Absolute Change 6,170 99,000 — 250,000 355,170

Percent Change — (100.0) — — 100.4

2022-23 Budget 37,230 20,610 651,130 708,970

Absolute Change 37,230 20,610 297,330 355,170

Percent Change — — 84.0 100.4

EXPENDITURES 2018-19 Actual

Salaries Benefits Other Services and Charges Total

2020-21 Budget

— — — —

— — 353,800 353,800

STAFFING SUMMARY Planner Total

Pierce County 2022-23 Biennial Budget

2018 FTE — —

2019 FTE — —

2020 FTE — —

2021 FTE — —

2022 FTE 0.17 0.17

2023 FTE 0.17 0.17

411

Historical Preservation and Program Fund This page is intentionally left blank.

412

Pierce County 2022-23 Biennial Budget

IN-LIEU FEE WETLANDS MITIGATION PROGRAM FUND Special Revenue Fund

Summary:

The In-Lieu Fee Wetlands Mitigation Program Fund provides for compensatory mitigation for unavoidable adverse impacts to waters of the United States and waters of the State of Washington, including wetlands, aquatic resources, and their buffers that result from activities authorized by federal, state, and local authorities. The Pierce County In-Lieu Fee Program (PCILF) provides permittees the option of addressing off-site mitigation requirements by paying a fee, in-lieu of implementing their own mitigation, to a program that typically has substantial experience and oversight in creating sustainable and meaningful mitigation sites.

Budget Highlights:

The 2022-23 biennial budget reflects anticipated revenue in 2022-23. The budget reallocates 0.30 FTEs from the Surface Water Management Fund.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Total

2020-21 Budget

— 810,800 940 811,740

— — — —

2022-23 Budget 388,600 — — 388,600

Absolute Change 388,600 — — 388,600

Percent Change — — — —

— — — — — —

2022-23 Budget 65,720 27,080 4,000 40,000 251,800 388,600

Absolute Change 65,720 27,080 4,000 40,000 251,800 388,600

Percent Change — — — — — —

EXPENDITURES 2018-19 Actual Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2020-21 Budget — — — — — —

STAFFING SUMMARY Environmental Biologist Total

Pierce County 2022-23 Biennial Budget

2018 FTE — —

2019 FTE — —

2020 FTE — —

2021 FTE — —

2022 FTE 0.30 0.30

2023 FTE 0.30 0.30

413

In-Lieu Fee Wetlands Mitigation Program Fund This page is intentionally left blank.

414

Pierce County 2022-23 Biennial Budget

PLANNING AND LAND SERVICES General Fund Summary:

The Planning and Public Works Department supports sustainable economic growth in Pierce County by providing comprehensive planning, permitting, land use, and environmental review services. The General Fund supports those activities that are not directly associated with fee-generating application review actions to include: general information to the public, support of Land Use Advisory Commissions, code updates and enforcement, long-range planning initiatives and environmental impact assessment necessary to comply with state and federal legislation. Planning and Public Works functions supported by the General Fund are as follows: The Building and Code Enforcement Division is charged with the enforcement of International Building and related construction codes, the Property Maintenance Code, and investigates dangerous buildings and public safety hazards for possible abatement. The Development Center Division is a one-stop information center that provides technical assistance to property owners and those interested in developing in Pierce County in researching parcels and understanding development regulations. The Development Engineering Division provides technical support to Long Range Planning efforts and works with customers who are interested in developing in Pierce County to understand the engineering and compliance requirements in the County’s development regulations. The Land Use and Environmental Review Division assists customers interested in developing in Pierce County to understand land use, zoning, and wetlands, and Fish and Wildlife regulations. The staff also provide technical assistance to Long Range Planning efforts in writing policy and code, and coordination with state agencies on matters of species and habitat concern. The Long Range Planning Division is responsible for guiding Pierce County’s implementation of the Washington State Growth Management Act (GMA), Shoreline Management Act, agricultural conservation initiatives, as well as coordinating County code amendments, and other state and federal mandates related to land use and critical area protection.

Budget Highlights:

The 2022-23 General Fund biennial budget for Planning and Land Services is 7.4%, or $910,000, above the 2020-21 level. The budget includes a new Agricultural Planner position, support for Agricultural Drainage District initiatives, and continuation of a limited duration Environmental Biologist position to support the Agriculture Program. The budget also provides two new limited duration Planner positions to complete the Comprehensive Plan that will be adopted in 2024.

Pierce County 2022-23 Biennial Budget

415

Planning and Land Services

FUNDING SOURCES 2018-19 Actual Use of Fund Balance General Fund Support Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— — 62 266,645 35,692 467,150 769,549

2020-21 Budget 16,560 11,102,220 20,000 560,870 79,520 578,690 12,357,860

2022-23 Budget — 12,561,470 20,000 50,000 101,000 535,740 13,268,210

Absolute Change (16,560) 1,459,250 — (510,870) 21,480 (42,950) 910,350

Percent Change (100.0) 13.1 — (91.1) 27.0 (7.4) 7.4

2022-23 Budget 6,577,720 2,583,280 81,300 3,825,910 200,000 13,268,210

Absolute Change 627,510 126,780 (6,000) (37,940) 200,000 910,350

Percent Change 10.5 5.2 (6.9) (1.0) — 7.4

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Transfers Out Total

2018-19 Actual 5,107,449 2,088,197 65,381 2,452,819 502,431 10,216,277

2020-21 Budget 5,950,210 2,456,500 87,300 3,863,850 — 12,357,860

PROGRAM EXPENDITURES General Information/ Code Enforcement Land Use Advisory Committees (LUAC) Long Range Planning Total

416

2021 FTE 19.32 0.75 11.31 31.38

2023 FTE 18.59 0.75 14.13 33.47

2020-21 Budget 7,865,730 147,050 4,345,080 12,357,860

2022-23 Budget 7,842,330 183,850 5,242,030 13,268,210

Absolute Change (23,400) 36,800 896,950 910,350

Percent Change (0.3) 25.0 20.6 7.4

Pierce County 2022-23 Biennial Budget

Planning and Land Services

STAFFING SUMMARY Director - Planning & Public Works Assistant Director of Planning Agricultural Planner Assistant Building Official Accounting Assistant Administrative Assistant Building Inspector Building Inspector - Lead Building Official Civil Engineer Code Enforcement Officer Computer Sys Business Analyst Engineering Manager Engineering Tech Environmental Biologist GIS Cartographer GIS Specialist Office Assistant Permit/Dev Center Supervisor Permit/Dev Counter Tech Planner Planning Manager Plans Examiner Plans Examiner Lead Project Manager Records Specialist Administrative Program Manager Clerk to the Board Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.17 0.31 — — 0.31 0.10 0.45 0.05 0.40 2.20 1.00 0.10 0.10 0.80 1.60 0.90 0.85 3.36 0.55 3.55 9.45 0.77 0.70 0.10 1.20 — 0.31 1.75 31.08

2019 FTE 0.17 0.26 — — 0.31 0.10 0.50 0.05 0.40 2.50 1.00 0.10 0.10 0.90 1.60 0.70 0.70 4.96 0.55 3.75 9.10 0.77 0.70 0.10 1.20 — 0.26 — 30.78

2020 FTE 0.17 0.50 — 0.20 0.20 0.15 0.55 0.05 0.40 2.40 1.00 0.18 0.10 0.90 1.60 0.20 0.95 3.75 0.40 3.60 10.84 0.87 0.74 0.08 0.90 0.45 0.20 — 31.38

2021 FTE 0.17 0.50 — 0.20 0.20 0.15 0.55 0.05 0.40 2.40 1.00 0.18 0.10 0.90 1.60 0.20 0.95 3.75 0.40 3.60 10.84 0.87 0.74 0.08 0.90 0.45 0.20 — 31.38

2022 FTE 0.17 0.50 1.00 0.20 0.12 0.15 0.60 0.05 0.40 2.55 — 0.18 0.10 0.80 1.10 0.20 0.95 3.77 0.40 3.60 13.68 0.60 0.74 0.08 0.90 0.27 — — 33.11

2023 FTE 0.17 0.50 1.00 0.20 0.12 0.15 0.60 0.05 0.40 2.55 — 0.18 0.10 0.80 1.10 0.20 0.95 3.77 0.40 3.96 13.68 0.60 0.74 0.08 0.90 0.27 — — 33.47

417

Planning and Land Services

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Activity

Vibrant Communities

Safe and Just Communities

Long range planning

Effective Government

Customer-focused Services

Development Center

Effective Government

Talented and Diverse Employees 2019 2020 Actual Actual

Measure

Number of Development Center walk-in customers for technical support or information

Average Development Center lobby wait time, in minutes Percent of staff who receive job-related training as part of goal setting

Employee training programs 2021 2022 2023 Estimate Target Target

Objective

6,500

4,000

97%

99%

100%

2021 Estimate

2022 Estimate

2023 Estimate

4,000 77 35 2,340

6,000 88 31 2,457

9,000 88 36 2,580

INPUT/OUTPUT MEASURES Unit of Measure

General Fund Development Center Visitors LUAC Mtgs Plng Comm & Board Mtgs Enforcement Requests

Total Visits Total Held Total Held Total Rcvd

2018 Actual

13,316 79 32 2,369

2019 Actual

12,638 62 46 2,795

2020 Actual

2873* 31 26 2,227

* Development Center Lobby was unavailable for in-person service, but customers used our online services.

418

Pierce County 2022-23 Biennial Budget

PLANNING AND LAND SERVICES BUILDING AND DEVELOPMENT FUND Special Revenue Fund

Summary:

The Building and Development Fund supports economic development in Pierce County by processing applications and issuing permits for approved site development and construction activities. Functions and tasks supported by application revenues into the Building and Development Fund are as follows: The Building and Code Enforcement Division reviews building plans and inspects all new building construction for code compliance, and meets regularly with industry focus groups to better understand barriers to development. The Development Center Division processes all applications submitted and ensures they are reviewed by the appropriate subject matter experts. The staff also tracks and reports volume of development activity, review times, and ensures documentation is entered into PALS+, the County’s online permit processing system for public record review. The Development Engineering Division implements the County’s National Pollutant Discharge Elimination System (NPDES) permit requirements as they relate to development. Development Engineering reviews and approves site plans and inspects construction of roadways, stormwater, sewer, and erosion control facilities associated with private development. The Land Use and Environmental Review Division is responsible for the administration and implementation of the Wetland and Fish and Wildlife chapters of code for both building permits, subdivision, and land use actions. This Division is also responsible for processing shoreline, subdivision, forest practice, State Environmental Policy Act (SEPA), and land use applications through citizen land use advisory commissions and public hearings. The Long Range Planning Division is responsible for processing amendments to the Comprehensive Plan and associated maps, and provides review support for building and development applications as needed.

Budget Highlights:

The 2022-23 biennial budget is 9.5%, or $3.7 million, above the 2020-21 level. The budget reflects continued support for the Affordable Housing Fee Waiver program and prioritizes high-quality services to customers. The budget includes seven new positions to support increased permitting activity and sewer application reviews, and enhancements to the County’s online permit processing system. .

Pierce County 2022-23 Biennial Budget

419

Planning and Land Services Building and Development Fund

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Court Fine & Penalty Revenue License & Permit Revenue Miscellaneous Revenue Transfers In Total

— 4,378,007 2,592 26,253,365 157,220 2,266,693 33,057,876

2020-21 Budget 5,924,250 3,579,930 — 26,501,460 172,100 3,119,600 39,297,340

2022-23 Budget 2,850,060 3,869,930 — 32,911,760 479,780 2,912,620 43,024,150

Absolute Change (3,074,190) 290,000 — 6,410,300 307,680 (206,980) 3,726,810

Percent Change (51.9) 8.1 — 24.2 178.8 (6.6) 9.5

2022-23 Budget 21,119,620 7,934,020 749,500 12,111,160 — 1,109,850 43,024,150

Absolute Change 2,250,060 429,860 (35,400) 1,094,690 — (12,400) 3,726,810

Percent Change 11.9 5.7 (4.5) 9.9 — (1.1) 9.5

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

420

2018-19 Actual 16,112,015 6,444,633 584,470 8,280,703 5,601 1,422,028 32,849,451

2020-21 Budget 18,869,560 7,504,160 784,900 11,016,470 — 1,122,250 39,297,340

Pierce County 2022-23 Biennial Budget

Planning and Land Services Building and Development Fund

STAFFING SUMMARY Director - Planning & Public Works Assistant Director of Planning Accounting Assistant Administrative Assistant Assistant Building Official Building Inspector Building Inspector- Lead Building Official Civil Engineer Computer Sys Business Analyst Engineering Manager Engineering Tech Environmental Biologist GIS Cartographer Office Assistant Permit/Dev Center Supervisor Permit/Dev Counter Tech Planner Planning Manager Plans Examiner Plans Examiner Lead Project Analyst Records Specialist Administrative Program Manager Project Manager Building Operations Supervisor Clerk to the Board Total

Pierce County 2022-23 Biennial Budget

2018 FTE 0.18 0.69 0.69 0.90 — 9.55 0.95 0.60 16.80 1.90 0.90 14.20 2.90 1.10 9.64 0.45 5.45 9.20 2.23 7.30 0.90 — — 0.69 1.60 1.00 0.10 89.92

2019 FTE 0.18 0.74 0.69 0.90 1.00 9.50 0.95 0.60 18.50 0.90 0.90 13.10 2.90 1.30 10.74 0.45 5.25 10.00 3.03 7.30 0.90 — — 0.74 0.80 — — 91.37

2020 FTE 0.18 0.50 0.80 0.85 0.80 10.45 0.95 0.60 17.60 1.82 0.90 13.10 2.90 0.80 10.10 0.60 6.40 11.66 2.13 8.26 0.92 1.00 0.55 0.80 — — — 94.67

2021 FTE 0.18 0.50 0.80 0.85 0.80 10.45 0.95 0.60 17.60 1.82 0.90 13.10 2.90 0.80 10.10 0.60 6.40 11.66 2.13 8.26 0.92 1.00 0.55 0.80 — — — 94.67

2022 FTE 0.18 0.50 0.88 0.85 0.80 11.40 0.95 0.60 20.45 2.82 0.90 13.20 3.40 0.80 11.08 0.60 6.40 11.15 2.40 8.26 0.92 1.00 0.73 — — — — 100.27

2023 FTE 0.18 0.50 0.88 0.85 0.80 11.40 0.95 0.60 20.45 2.82 0.90 13.20 3.40 0.80 11.08 0.60 7.04 11.15 2.40 8.26 0.92 1.00 0.73 — — — — 100.91

421

Planning and Land Services Building and Development Fund

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Activity

Effective Government

Customer-focused Services

a. b.

Development Center Permit applications and plan reviews

Effective Government

Talented and Diverse Employees

Employee training programs

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Number of departments or sections that participate in the Best Public Agency Initiative

Average Development Center transaction time, in minutes

Average number of days to approve a commercial permit, in days

100

147

139

120

100

Average number of days to approve a residential permit, in days

Number of virtual inspections

308**

400

450

500

97%

99%

100%

Measure

Percent of staff who receive job-related training as part of goal setting

* Business practice change due to COVID-19. The Development Center did not provide in-person services between March 2020 and June 2021. ** Transitioned from using Skype for all virtual inspections to using various applications (FaceTime, etc.). Tracking these inspections has been inconsistent and a new system for virtual inspections is being implemented.

INPUT/OUTPUT MEASURES Unit of Measure

Fees and Charges Res Building Permits Non-Res Building Permits Critical Area Environmental Checklist Shoreline Land Use Subdivision Res SD&NPDES Non-Res SD&NPDES Sewer Public Hearings Building Inspections Res SD&NPDES Insp Non-Res SD&NPDES Insp Sewer Inspections

422

Applications Applications Applications Applications Applications Applications Applications Applications Applications Applications Total Held Total Cmpltd Total Cmpltd Total Cmpltd Total Cmpltd

2018 Actual

2,788 515 522 109 150 386 203 2,080 335 1,930 130 35,609 14,898 4,545 3,253

2019 Actual

2,721 555 558 105 163 330 204 2,176 458 1,906 129 33,205 12,733 4,621 3,245

2020 Actual

3,052 500 592 77 172 289 197 2,428 467 2,177 81 33,644 13,529 5,424 5,121

2021 Estimate

2022 Estimate

2023 Estimate

3,200 500 590 70 175 300 200 3,200 500 2,200 90 36,500 14,076 5,500 7,000

3,200 500 560 70 180 300 210 3,200 500 2,200 110 37,000 14,100 5,775 7,200

3,200 480 560 70 185 300 210 3,200 500 2,200 110 37,000 14,100 6,000 7,200

Pierce County 2022-23 Biennial Budget

Planning and Land Services Building and Development Fund

PERFORMANCE RATIOS Average Number of Building Inspections per Inspector

Average Number of SFR Development Engineering Inspections per Inspector

3,651

4,000

3,178

2,897

3,000

2,513

2,938

3,188

3,560

3,704

2,748

2,000

1,000

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of building inspections per building inspector increased 26.8%. The ten year average is 2,873. Building inspectors were moved to the Planning and Land Services Building and Development Fund in 2014.

0 2012

$1,200

$1,029 $1,051 $1,074 $1,059

$1,000 $800

$897

2015

2017

2020

2021

Average Review Time in Days for Single Family Permits from Application to Approval 70

70 60

$703

2019

From 2012 to 2021 the average number of inspections per development engineering inspector increased 34.8%. The ten year average is 3,411.

Average Building Revenue per Permit Technician

Thousands

3,813 3,182

3,000

2,000

3,745

4,000

$400

2019

2020

$600

60 36 28

$200

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the average amount of revenue per permit technician increased 50.7%. The ten year average is $929,279.

Pierce County 2022-23 Biennial Budget

0 2012

2015

2017

2021

From 2012 to 2021 the average number of review days per single family permit increased 150%. The ten year average is 47.2 days.

423

Planning and Land Services Building and Development Fund This page is intentionally left blank.

424

Pierce County 2022-23 Biennial Budget

PUBLIC WORKS CONSTRUCTION FUND Capital Project Fund

Summary:

The purpose of the Public Works Construction Fund is to account for the costs of road construction projects separately from the costs of road maintenance and operation activities. The types of projects funded from the Public Works Construction Fund include road widening, road and bridge preservation, construction of new sidewalks, and installation of new traffic signals. These projects typically require multi-year financial plans and revenues for the projects which may come from federal, state, and local sources. State law requires that the County prepare a Six-Year Transportation Improvement Program (TIP) and update it annually. State law also requires that a copy of the adopted document be filed with both the County Road Administration Board (CRAB) and the Washington State Department of Transportation (WSDOT). The TIP is also shared with other state and local jurisdictions to keep them informed of Pierce County’s current transportation plans. The first year of the TIP is the Annual Construction Program (ACP). While the TIP is primarily a planning document, the ACP is a listing of the projects to be designed and constructed during the biennium. The list of construction projects shown on the following pages is the current ACP and reflects anticipated expenditures for 2022-23 only.

Budget Highlights:

The 2022-23 biennial budget for the Public Works Construction Fund is 49.7%, or $31.9 million, above the 2020-21 level and supports the projects listed on the following pages.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

— 475,696 10,247,629 65,700 46,463,635 57,252,659

2020-21 Budget 4,425,000 2,610,000 14,411,000 — 42,832,000 64,278,000

2022-23 Budget 2,978,380 2,800,000 29,151,000 — 61,275,000 96,204,380

Absolute Change (1,446,620) 190,000 14,740,000 — 18,443,000 31,926,380

Percent Change (32.7) 7.3 102.3 — 43.1 49.7

425

Public Works Construction Fund

EXPENDITURES 2018-19 Actual 6,684,849 2,709,104 551,551 7,597,177 27,876 25,611,020 43,181,577

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Total

2020-21 Budget 8,948,060 3,564,430 — 10,527,480 — 41,238,030 64,278,000

2022-23 Budget 9,760,190 3,762,720 — 8,973,660 — 73,707,810 96,204,380

Absolute Change 812,130 198,290 — (1,553,820) — 32,469,780 31,926,380

Percent Change 9.1 5.6 — (14.8) — 78.7 49.7

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Entrepreneurial Climate

Activity

Reliable and Accessible Infrastructure

Annual Construction Program (ACP) and Transportation Improvement Program (TIP) 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

Percent of annual Transportation Improvement Program projects advertised

90%

100%

90%

Percent of annual Transportation Improvement Program projects constructed

90%

100%

90%

Measure

426

Pierce County 2022-23 Biennial Budget

Project Name

Active Transportation Program ADA Improvement Program - 2021 ADA Improvement Program - 2022 ADA Program - 2023-2027 Bridge #26211-A / Fox Island Bridge Rd Bridge #29202-A - Chambers Creek Bridge Replacement Bridge #31221-A / Cramer Rd NW Bridge #34195-A / Patterson Rd E Bridge #7195-A / 128 St E Bridge #SUM1204-A / Stewart Rd Bridge Deck Rehabilitation Bridge Deck Rehabilitations - Clover Creek, Little Mashel Bridge Painting - Countywide Bridge Repair Program Canyon Rd E Canyon Rd E Canyon Rd E Canyon Rd E - ASPHALT OVERLAY Canyon Rd E - N Ext/Bridge# 19204-H/52 St E/70 Ave E Canyon Rd E - Northerly Ext Canyon Rd E - Southerly Ext Centers & Corridors - BRT Council Traffic and Safety Improvements - 2022-2027 Cromwell Dr NW Fairfax Forest Reserve Rd Falling Water Blvd E Golden Given Rd E / 99 St E Grant / Developer Matching Program Guardrail Program - 2022 Harts Lake Rd S - Horn Creek I-5 / JBLM Shared Use Path Lackey Rd NW / Jackson Lake Rd NW / Key Pen Hwy NW Markham Ave NE - Retaining Wall Military Rd E / 122 St E Orting-Kapowesin Hwy E / 200 St E Pt Fosdick Dr NW Road Safety - Countywide Guardrail Reflectors Road Safety - Guardrail Road Safety - Guardrail and Centerline Rumble Strips

Pierce County 2022-23 Biennial Budget Countywide 99 St Ct E to 900' N of 84 St E 400' N of 84 St E to 72 St E 72 St E to Pioneer Wy E 138 St E to 116 St E 52 St E/62 Ave E to Puy River SR-167 to N Levee Rd E/70 Ave E 1,500' S of Pioneer Wy E to 52 St E / 62 Ave E 208 St E to 200 St E Pacific Ave/0.25 mile area E/W of Hwy from Tacoma limits to 208 St E Various locations 56 Ave Ct NW to approx. 100' E of 56 Ave Ct NW 0.92 mile E of Zavitski Rd to Mt. Rainier National Park Tehaleh Blvd E to 181 Ave E Intersection Various locations Various locations At Horn Creek (Milepost 3.94) Steilacoom Dupont Rd: Wharf Rd to East Dr Intersection 220' E of Soundview Dr NE to 390' E of Soundview Dr NE Shaw Rd E to SR-162 Intersection 330' N of Stone Dr NW to 210' S of 36 St NW Various locations Various locations Various locations

Bridge #17173-A / Bridge #24164-B / Bridge #5174-A / Bridge #16205-A

Various locations Various locations Various locations Countywide Fox Island Bridge over Hale Passage Chambers Creek Rd W Cramer Rd NW over Glencove Creek 212 Ave E (Milepost 0.10 to Milepost 0.20) At Puyallup River / McCutcheon Rd E Stewart Rd over White / Stuck River Various locations Bridge #17193-D and Bridge #25164-A

Project Limits 5875 5922 5923 5850 5949 5938 5871 5868 5843 5388 5864 5944 5943 5951 5726 5736 5903 5932 5498 5643 5764 5952 5950 5866 5861 5841 5887 5900 5910 5916 5945 5769 5839 5907 5758 5880 5947 5918 5948

CRP #

PROJECT SUMMARY

TBD 690 560 2,125 1,080 TBD 4,740 2,100 TBD 4,010 920 808 1,095 TBD 18,430 14,800 TBD 3,000 200,000 100,000 14,800 TBD 450 490 7,900 TBD 1,600 600 150 TBD 12,000 TBD 870 TBD TBD 2,320 500 1,510 440

Total Cost 750 4 444 525 1,079 1 3,757 270 80 4,010 4 70 100 40 10 7,471 672 2,877 15,890 1,202 11,450 1,300 150 4 310 50 200 200 135 236 1,850 375 714 100 1 2,128 494 4 436

2022-23 Budget

— — — 1,455 — 582 — — — — — — — — — — — — — — — — — —

— — — — — — — — — — — — — —

— 4 444 — 1,079 1 872 270 — 2,400 4 2 37 40 — — — 2,127 — 482 2,267 — 150 4 205 — — 200 135 — — — 714 — — 1,379 — — —

— — — — — — — — — — — — — — 10 971 672 — 5,065 60 — — — — — — — — — — — — — — 1 — — — —

750 — — 525 — — 2,885 — 80 1,610 — 68 63 — — 6,500 — 750 9,370 660 8,601 1,300 — — 105 50 200 — — 236 1,850 375 — 100 — 749 494 4 436

2022-23 Funding Sources (All Costs in $1,000s) Traffic CarryImpact over Road Fund Fees Other

Public Works Construction Fund

427

428

Project Name

Road Safety - Safety Edge / Centerline Rumble Strips Safe Routes to School - 104 St E Safe Routes to School - 168 St E Safe Routes to School Program Shoulder Program Spot Safety Program Steele St E Sumner-Buckley Hwy E Tehaleh Blvd E Union Ave - Steilacoom Ferry Improvements 8 Ave E / Kinsman Rd E 86 Ave Ext 90 Ave E - Multi-Use Path 92 Ave E / 224 St E 94 Ave E / 152 St E 112 St E Illumination 112 St S 121 St S 122 Ave E 122 Ave E 122 Ave E 128 St E 136 St E 159 St S / 159 St E 160 St E 168 St E 198 Ave E 264 ST E - Guardrail Program (Rebid) 2021 Asphalt Overlay Program 2022 Asphalt Overlay Program 2023 Asphalt Overlay Program Total

Various locations Golden Given Rd E to 16 Ave E B St E to 13 Ave Ct E Various locations Various locations Various locations 116 St S / Steele St S to 96 St S 258 Ave E to W Mason Ave (Buckley City Limits) McCutcheon Rd E to Falling Water Blvd E Steilacoom Landing Loading Lanes 336 St E to 288 St E 152 St E to 160 St E 128 St E TO 126 St E Intersection Intersection 58 Ave E to Woodland Ave E C St S to 'A' St S C St S to Pacific Ave S (SR-7) 145 St E to 136 St E Sunrise Pkwy E to 152 St E 152 St E to 145 St E SR-162 to Bridge #7195-A 94 Ave E to 97 Ave E SR-7 to 300' E of B St E 66 Ave E to 81 Ave E SR-7 to B St E 144 St E to 120 St E Milepost 0.40 to Milepost 0.57 Various locations Various locations Various locations

Project Limits 5919 5939 5937 5800 5700 5247 5942 5914 5731 5810 5898 5953 5793 5819 5510 5844 5853 5878 5763 5786 5895 5842 5921 5926 5941 5936 5675 5935 5912 5913 5940

CRP #

PROJECT SUMMARY

920 1,400 1,300 600 300 300 2,900 2,300 TBD 460 1,130 TBD TBD 5,600 TBD 460 5,050 1,290 21,900 TBD TBD TBD 690 1,160 2,100 TBD 2,000 770 3,530 4,050 3,450 461,648

Total Cost 10 200 175 200 200 100 2,849 2,051 165 4 4 50 75 3,329 1 119 3,994 4 7,352 2,526 1,748 490 539 936 1,750 225 325 4 4 3,954 3,428 96,204

2022-23 Budget — — — — — — — — — — — — — 150 — — — — — — — — — — — — — — — — — 2,187

— 10 — 100 — — 283 209 — 4 4 — 75 206 — 119 434 1 5 — — — 207 633 175 60 — 4 4 3,954 3,428 22,731

— — — — — — — — — — — — — 166 1 — — — 7,347 2,526 1,748 — — — — — — — — — — 18,567

10 190 175 100 200 100 2,566 1,842 165 — — 50 — 2,807 — — 3,560 3 — — — 490 332 303 1,575 165 325 — — — — 52,719

2022-23 Funding Sources (All Costs in $1,000s) Traffic CarryImpact over Road Fund Fees Other

Public Works Construction Fund

Pierce County 2022-23 Biennial Budget

SECOND REET ROADS FUND Special Revenue Fund

Summary:

The Second REET Roads Fund is funded from an additional excise tax imposed on each sale of real property in the unincorporated areas of Pierce County at a rate of one quarter of one percent of the selling price. Revenues generated from the tax are allocated 25 percent for capital Parks and Recreation projects, and 75 percent for major arterial transportation projects. Second REET was effective January 1, 2002 and will sunset on December 31, 2036.

Budget Highlights:

The 2022-23 biennial budget for the Second REET Roads Fund is 51.1%, or $9.4 million, above the 2020-21 level based on projected growth in REET revenue. The budget supports the payment of debt service on two bond issues and the associated administrative costs, and includes a transfer out to the Public Works Construction Fund for capital purposes.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Tax Revenue Total

— 15,956,440 15,956,440

2020-21 Budget 3,932,600 14,400,000 18,332,600

2022-23 Budget 1,686,800 26,006,480 27,693,280

Absolute Change (2,245,800) 11,606,480 9,360,680

Percent Change (57.1) 80.6 51.1

2022-23 Budget 1,930 27,691,350 27,693,280

Absolute Change (170) 9,360,850 9,360,680

Percent Change (8.1) 51.1 51.1

EXPENDITURES Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 5,401 14,166,615 14,172,016

2020-21 Budget 2,100 18,330,500 18,332,600

429

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430

Pierce County 2022-23 Biennial Budget

SEWER REVENUE BONDS FUND Enterprise Fund

Summary:

This fund is used to accumulate monies for repayment of the following bond issues: Sewer Non-Refunded 2012 Bonds — The 2012 Refunded Bonds remain outstanding after the issuance of the 2020 Bonds with an outstanding principal amount of $9,645,000 on Non-Refunded 2012 Bonds maturing in the years 2021 and 2022. The bonds are the sole obligation of the Sewer Utility and their repayment is provided primarily from connections charges and monthly sewer rates. The debt obligation will be fulfilled in 2022 when the bond reaches its maturity date. Sewer Revenue Bonds, 2014 — The $32,525,000 sewer improvement bonds are serial and term bonds due in annual installments ranging from $455,000 to $1,805,000 plus interest of 3.125% to 5.0%. The County reserves the right and option to redeem the bonds maturing on or after August 1, 2025 at any time on or after August 1, 2024. The term bonds are subject to mandatory calls as identified in the Official Statement. The bonds are the sole obligation of the Sewer Utility and their repayment is provided primarily from connections charges and monthly sewer rates. The outstanding bonds balance on December 31, 2023 is $26,715,000. Sewer Revenue Bonds, 2015 — The $21,440,000 sewer improvement bonds are serial and term bonds due in annual installments ranging from $300,000 to $1,145,000 plus interest of 0.3% to 3.6%. The County reserves the right and option to redeem the bonds maturing on or after August 1, 2025. The term bonds are subject to mandatory calls as identified in the Official Statement. The bonds are the sole obligation of the Sewer Utility and their repayment is provided primarily from connections charges and monthly sewer rates. The outstanding bonds balance on December 31, 2023 is $17,925,000. Sewer Revenue Refunding Bonds, 2020A — The $31,440,000 sewer revenue refunding bonds, which were issued to refinance the remaining principal amount of $40,400,000 on all of the County’s outstanding Sewer Revenue Bonds, 2010B, are serial bonds subject to annual installments plus interest of 4.00% maturing August 1, 2021 through August 1, 2040. The bonds are the sole obligation of the Sewer Utility and their repayment is provided from connection charges and monthly sewer rates. The bonds balance on December 31, 2023 is $31,440,000 with full principal and interest payments beginning in 2026. Sewer Revenue Refunding Bonds, 2020B (Taxable Green Bonds) — The $157,960,000 sewer revenue refunding bonds, which were issued to refinance the remaining principal amount of $156,040,000 on all of the County’s outstanding Sewer Revenue Bonds, 2012, are serial and term bonds subject to annual installments plus interest of 0.83% to 2.47% maturing August 1, 2021 through August 1, 2040. The bonds are the sole obligation of the Sewer Utility and their repayment is provided from connection charges and monthly sewer rates. The bonds balance on December 31, 2023 is $157,960,000 with full principal and interest payments beginning in 2025.

Pierce County 2022-23 Biennial Budget

431

Sewer Revenue Bonds Fund State Public Works Board Loan, 2005 — The $1,585,007 sewer improvement loan is due in annual installments of $82,540 plus interest of 0.5%. The maturity date is July 1, 2025. Financing is provided from a surcharge assessed the customers of the City of Dupont. The loan can be repaid at any time without penalty. The outstanding loan balance on December 31, 2023 is $165,080. State Loan, 2013 — The $60,000,000 State Department of Ecology loan is due in annual installments of $4,018,495 including interest of 2.3%. Previously accrued interest in the amount of $2,851,154 was combined with the loan, increasing the loan amount to $62,851,154 in 2017. Payment on the loan began in 2018. The loan is the sole obligation of the Sewer Utility and the repayment is provided primarily from connections charges and monthly sewer rates. The outstanding loan balance on December 31, 2023 is $46,374,603.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Court Fine & Penalty Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

2018-19 Actual — 114,447 1,222 1,415,257 924,575 43,864,976 46,320,477

2020-21 Budget 254,000 — — 1,150,000 750,000 44,913,960 47,067,960

2022-23 Budget 10,000 104,550 — — 121,000 28,903,520 29,139,070

Absolute Change (244,000) 104,550 — (1,150,000) (629,000) (16,010,440) (17,928,890)

Percent Change (96.1) — — (100.0) (83.9) (35.6) (38.1)

2022-23 Budget 15,620,870 13,387,200 131,000 29,139,070

Absolute Change (8,828,210) (8,227,680) (873,000) (17,928,890)

Percent Change (36.1) (38.1) (87.0) (38.1)

EXPENDITURES Debt Service - Interest Debt Service - Principal Transfers Out Total

432

2018-19 Actual 25,587,272 — 640,540 26,227,812

2020-21 Budget 24,449,080 21,614,880 1,004,000 47,067,960

Pierce County 2022-23 Biennial Budget

Sewer Revenue Bonds Fund

FINANCIAL SUMMARY Bond Issue Sewer Revenue Bonds Accounts Operating Transfers from Sewer Fund Operating Transfers from Sewer Revenue Bond Reserve Account Operating Transfers from Assessment Collection Account Principal 1 Interest & Amortization Expense 1 Federal Credit Payment Subtotal Installment Contract (State Loan) Accounts Water/Reclaimed Water Sales and Services Operating Transfers from Sewer Fund Principal 2 Interest & Amortization Expense 2 Subtotal Assessment Collection Account Special Assessment Capital Operating Capital to Sewer Bond Account Subtotal Sewer Revenue Bond Reserve Account Investment Interest Fund Balance Operating Transfers to Sewer Bond Account Subtotal DOE Revolving Fund Operating Transfers from Sewer Fund Principal Interest & Amortization Expense Subtotal Grand Total 1

Sewer Revenue Bonds - 2010A, 2020A, 2020B, 2014, 2015.

PWTF Sewer PW-05-691-012; PW-99-791-011.

Pierce County 2022-23 Biennial Budget

2022-23 Revenue

2022-23 Expense

20,672,090 31,000 100,000 — — — 20,803,090

— — — 7,495,000 13,308,090 — 20,803,090

104,550 63,430 — — 167,980

— 165,080 2,900 167,980

100,000 — 100,000

— 100,000 100,000

21,000 10,000 — 31,000

— — 31,000 31,000

8,037,000 — — 8,037,000 29,139,070

— 5,727,120 2,309,880 8,037,000 29,139,070

433

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434

Pierce County 2022-23 Biennial Budget

SEWER UTILITY FUND Enterprise Fund

Summary:

The Sewer Utility Fund accounts for all activities involved with the collection and treatment of wastewater produced within the Utility’s sewer service area and is under the administration of the Planning and Public Works Department. Fund revenues are derived predominately from customer/ratepayer bi-monthly sewer billings, connection and capacity fees and charges, and development permit fees. The fund’s major activities revolve around the maintenance, operations, preservation, improvement, and administration of the Chambers Creek Regional Wastewater Treatment Plant and Collection System. When required, the fund finances construction projects that benefit the Utility’s customers/ratepayers. The Chambers Creek Regional Wastewater Treatment Plant is comprised of a 28.7 million gallon per day secondary treatment plant located in a 200-acre reserve within the Chambers Creek Properties in the City of University Place. The collection system is comprised of over 669 miles of Utility-owned, and 172 miles of privately-owned, sewer collection and transmission lines, 95 major pumping stations, 895 residential grinder pumps, and 19 automated flow meters. The service area consists of the cities of University Place, Lakewood, Dupont, Steilacoom, Milton, Edgewood, and the unincorporated urban areas of Parkland, Spanaway, South Hill, Frederickson, Tehaleh, and Browns and Dash Points. Contract service areas include the Town of Steilacoom and portions of the cities of Tacoma and Fife. The Utility also has a limited Rural Service Area located predominately in the Midland and Graham communities. The Utility works with the Lakehaven Utility District and City of Tacoma in areas of wastewater collection and treatment under different interlocal sewer service agreements. The Water Utility was created to develop the ground and surface water rights located at the County’s Chambers Creek Properties. The Utility’s long-term plan is to either develop the water rights itself or utilize a water development contract with a third party. The developed water resource would then be wholesaled to one or more water utilities within Pierce County.

Budget Highlights:

The 2022-23 biennial budget for the Sewer Utility Fund is 2.0%, or $3.0 million, above the 2020-21 level. The budget includes three new positions to meet the limits established in the first Puget Sound Nutrients General Permit cycle, and one new position to ensure long term continuity of operations.

Pierce County 2022-23 Biennial Budget

435

Sewer Utility Fund

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Contribution & Recovery Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

2018-19 Actual — 133,575,373 38,157,136 — 2,069,042 (7,411,432) 1,394,594 167,784,713

2020-21 Budget (6,744,400) 154,838,800 — 1,000,000 1,811,480 — 1,717,730 152,623,610

2022-23 Budget (28,440) 153,373,140 — — 1,027,000 — 1,251,910 155,623,610

Absolute Change 6,715,960 (1,465,660) — (1,000,000) (784,480) — (465,820) 3,000,000

Percent Change (99.6) (0.9) — (100.0) (43.3) — (27.1) 2.0

2022-23 Budget 29,649,690 11,525,900 7,460,050 45,970,290 856,510 — 1,915,500 58,245,670 155,623,610

Absolute Change 3,354,060 72,970 2,873,430 (1,458,290) 184,210 — 1,383,100 (3,409,480) 2,999,997

Percent Change 12.8 0.6 62.6 (3.1) 27.4 — 259.8 (5.5) 2.0

Absolute Change (11,711,900) 9,160 (529,860) 980,490 266,630 4,092,950 10,083,760 (191,230) 3,000,000

Percent Change (14.4) — (15.6) 19.6 5.7 13.1 44.6 (4.2) 2.0

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Capital Outlays Transfers Out Total

2018-19 Actual 22,474,844 9,251,568 4,589,780 32,729,863 695,685 3,000 211,118 50,708,035 120,663,894

2020-21 Budget 26,295,630 11,452,930 4,586,620 47,428,580 672,300 — 532,400 61,655,150 152,623,613

PROGRAM EXPENDITURES Administration Business Analysis Business Services Customer Service Engineering Maintenance Operations Planning & Programming Total

436

2021 FTE 1.00 1.00 9.00 13.70 25.00 72.50 30.50 6.00 158.70

2023 FTE 1.00 — 9.00 14.70 25.00 73.25 33.75 6.00 162.70

2020-21 Budget 81,109,900 — 3,388,120 5,013,990 4,703,890 31,218,650 22,598,820 4,590,240 152,623,610

2022-23 Budget 69,398,000 9,160 2,858,260 5,994,480 4,970,520 35,311,600 32,682,580 4,399,010 155,623,610

Pierce County 2022-23 Biennial Budget

Sewer Utility Fund

STAFFING SUMMARY Accounting Assistant Admin Program Manager Asset Mgmt Specialist Civil Engineer Computer Systems Business Analyst Dept Compter Support Specialist Engineering Manager Engineering Tech Laboratory Analyst Maintenance Manager Management Analyst Office Assistant Planner Planning Manager Maintenance Supervisor Maintenance Program Manager Right-of-Way Agent Strategic Planning/Asset Manager Training Coordinator Warehouse & Inventory Supervisor WW Collection System Manager WW Inventory Expeditor WW Maint Specialist - Electrical WW Maint Specialist - Instrumentation WW Maint Specialist - Mechanical WW Maint Tech WW Maint Worker WW Operations Manager WW Operations Supervisor WW Utility Manager WWTP Laboratory Analyst WWTP Laboratory Supervisor WWTP Operator WWTP Operator Trainee WWTP Pretreatment Tech WW Maintenance Engineer WW Maint Spec Inst WWTP Laboratory Tech Total

Pierce County 2022-23 Biennial Budget

2018 FTE 5.00 0.70 3.00 17.00 — 1.00 1.00 12.00 — 1.00 1.00 9.00 4.00 1.00 7.00 3.00 — 1.00 — 1.00 1.00 2.00 4.00 — 20.00 15.00 11.00 1.00 2.00 1.00 1.00 — 15.00 1.00 3.00 1.00 5.00 2.00 152.70

2019 FTE 5.00 0.70 3.00 16.00 — 1.00 1.00 12.00 — 1.00 1.00 9.00 5.00 1.00 7.00 3.00 — 1.00 — 1.00 1.00 2.00 4.00 — 19.00 16.00 11.00 1.00 2.00 1.00 1.00 1.00 15.00 1.00 4.00 1.00 5.00 — 152.70

2020 FTE 5.00 0.70 3.00 16.00 1.00 1.00 1.00 12.00 — 1.00 1.00 10.00 6.00 1.00 8.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 6.00 18.00 16.00 11.00 1.00 2.00 1.00 1.00 1.00 15.00 1.00 4.00 — — — 158.70

2021 FTE 5.00 0.70 3.00 16.00 1.00 1.00 1.00 12.00 — 1.00 1.00 10.00 6.00 1.00 8.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 6.00 18.00 16.00 11.00 1.00 2.00 1.00 1.00 1.00 15.00 1.00 4.00 — — — 158.70

2022 FTE 5.00 0.70 3.00 16.00 1.00 1.00 1.00 12.00 1.00 1.00 1.00 10.00 6.00 1.00 8.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 6.00 18.00 17.00 11.00 1.00 2.00 1.00 1.00 1.00 16.00 2.00 4.00 — — — 162.70

2023 FTE 5.00 0.70 3.00 16.00 1.00 1.00 1.00 12.00 1.00 1.00 1.00 10.00 6.00 1.00 8.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 6.00 18.00 17.00 11.00 1.00 2.00 1.00 1.00 1.00 16.00 2.00 4.00 — — — 162.70

437

Sewer Utility Fund

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Vibrant Communities

Healthy and Happy People

Entrepreneurial Climate

Reliable and Accessible Infrastructure

Effective Government

Customer-focused Services 2019 Actual

Measure

Activity a.

Maintenance and operation of the County’s sewer system

Preservation, improvement, and expansion of the County’s sewer system

2020 Actual

Administration of sewer services 2021 2022 2023 Objective Estimate Target Target

Percent of digester gas reused at the wastewater treatment plant

47%

40%

25%

Percent of annual Sewer Improvement Program Projects advertised

60%

66%

80%

90%

Percent of annual Sewer Improvement Program Projects constructed

86%

75%

80%

90%

Number of new sewer accounts

1,237

1,998

1,500

INPUT/OUTPUT MEASURES Unit of Measure

WWTP Operations Avg Daily Wastewater Flow Rec Fertilizer (Operations) Laboratory Analysis Pretreatment Program Residual Dryness Collections Auxiliary Power System Maint Collector Pipe Emergency Pump Station Calls Inflow & Infiltration Preventative Maintenance Pump Station Maintenance Visits Residential Grinder Pump Sewer Line Blockages Sewer Line Cleaning Sewer Manhole Sewer Utilities Locates 1 Smoke Testing Television Inspection Administration Active Billing Accounts 1

ADF/MGD Tons Tests Reviews Percentage

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

18 2,334 9,653 1,251 91

18 2,143 13,147 892 90

19 1,132 14,014 853 90

19 1,900 14,995 900 90

20 1,950 16,045 1,200 90

20 2,015 17,168 1,200 90

Visits Miles Incidents Repairs Orders Visits Visits Incidents Linear Ft Repairs Visits Linear Ft Linear Ft

659 719 106 42 9,235 4,287 1,313 20 317,496 885 1,076 10,201 544,565

720 742 101 63 8,901 3,920 1,395 16 307,370 773 3,282 35,225 291,630

694 753 94 204 9,966 3,948 1,801 18 352,204 1,064 4,379 19,327 281,524

707 761 104 41 9,434 4,205 1,390 23 318,485 873 3,159 27,276 286,577

707 768 104 41 9,434 4,205 1,390 23 318,485 873 3,250 27,276 286,577

707 775 104 41 9,434 4,205 1,390 23 318,485 873 3,400 27,276 286,577

Accounts

65,763

67,147

68,345

69,850

71,350

72,850

Starting in 2018, changed locate requests to actual visits.

438

Pierce County 2022-23 Biennial Budget

Sewer Utility Fund

PERFORMANCE RATIOS Maintenance Cost per Mile of Pipe $12,853

$14,000 $12,000

$11,393

$11,439

$12,399 $12,735 $12,260

Treatment Cost per Daily Gallon $1.00

$0.89

$0.80

$10,000

$0.64 $0.60

$8,000 $6,000

$0.63

$0.65

$0.64

2019

2020

2021

$0.53

$0.40

$4,000 $0.20

$2,000 $0 2012

2015

2017

2019

2020

2021

$0.00 2012

2015

2017

From 2012 to 2021 the maintenance cost per mile of collection pipe increased 7.2% after adjusting for inflation. The ten year average is $12,196.

From 2012 to 2021 the treatment cost per daily gallon of wastewater increased 20.2% after adjusting for inflation. The ten year average is $0.67.

Wastewater Treated per Employee

Customer Accounts per Employee

150 120

500 119

114

118

120

101

400

300

200

100

362

348

2012

2015

440

433

443

2019

2020

2021

368

0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the number of gallons of wastewater treated daily per Sewer Utility employee increased 1.5%. The ten year average is 115.

Pierce County 2022-23 Biennial Budget

2017

From 2012 to 2021 the number of active customer accounts per Sewer Utility employee increased 22.2%. The ten year average is 389.

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440

Pierce County 2022-23 Biennial Budget

SEWER UTILITY CONSTRUCTION/RESERVE/PRESERVATION FUND Enterprise Fund

Summary:

The Utilities Construction Fund is used to account for all non-ULID sewer construction work. This fund is financed through appropriations from the Sewer Utility operating fund, the Facility Restricted Reserve Fund, and interest-bearing loans from the Sewer Utility Operating Fund.

Budget Highlights:

Projects for the Sewer Utility Construction/Reserve/Preservation Fund are shown below and on the following page.

PROJECT SUMMARY Capital Reserve Fund

Project Name 136th Street and 62nd Avenue Extension 144th Street East Extension 208th Street East/Mountain Highway Extension B Street Interceptor Phase 3 CCRWWTP - Fermenter CCRWWTP - Solids Handling Expansion Central Meadow Pump Station Fife Heights Trunk Kapowsin Water District - District Consolidation Projects Kapowsin Water District - Receivership Projects Miscellaneous Sewer Construction Pacific Commons/Spanaway Airport Extension Parkland/Brookdale Extension Phase 4 Parkland/Brookdale Interceptor Phase 3 Utilidor Development Phase 2 Woodland Pump Station and Temporary Force Main Total

Pierce County 2022-23 Biennial Budget

2022-23 Budget 1,000 7,800,000 6,597,000 18,371,000 1,000 172,000 151,000 161,000 1,400,000 151,000 500,000 1,000 600,000 5,360,000 1,000 642,000 41,909,000

441

Sewer Utility Construction/Reserve/Preservation Fund

PROJECT SUMMARY Capital Preservation Reserve Fund Project Name

B Street Interceptor Repair CCRWWTP - Biofilter Odor Control Replacement CCRWWTP - Dewatering Improvements CCRWWTP - Digester Gas Treatment - Boilers CCRWWTP - Electrical Systems Upgrades Phase 2 CCRWWTP - FMF Odor Control Replacement CCRWWTP - Genius Network Replacement CCRWWTP - Grit System Replacement CCRWWTP - Headbox Rehabilitation CCRWWTP - Headworks HVAC Replacement CCRWWTP - Perforated Plate Screen Replacement CCRWWTP - Primary Basins Scum Skimming Improvements CCRWWTP - Secondary Clarifiers Rake Arm Rehabilitation CCRWWTP - Solids Handling Expansion CCRWWTP - Switchgear PLC Replacement Collection System SCADA Replacement Day Island System Replacement Manhole 1238 Rehabilitation Parkland/Brookdale Extension Phase 4 Parkland/Brookdale Interceptor Phase 3 Sewer System Rehabilitation and Replacement Projects Subtotal Other Miscellaneous Total

442

2022-23 Budget 150,000 270,000 190,000 200,000 1,000 250,000 500,000 300,000 2,501,000 600,000 1,801,000 1,000 600,000 172,000 600,000 6,219,000 400,000 2,500,000 600,000 4,960,000 4,800,000 27,615,000 1,305,950 28,920,950

Pierce County 2022-23 Biennial Budget

Sewer Utility Construction/Reserve/Preservation Fund

PROJECT SUMMARY Sewer Utility Construction Fund

Project Name 136th Street and 62nd Avenue Extension 144th Street East Extension 208th Street East/Mountain Highway Extension B Street Interceptor Phase 3 B Street Interceptor Repair CCRWWTP - Biofilter Odor Control Replacement CCRWWTP - BNR - Aeration Basins Additional Blowers CCRWWTP - BNR - Aeration Basins Airflow Meters CCRWWTP - BNR - Aeration Basins Alkalinity Adjustment CCRWWTP - Dewatering Improvements CCRWWTP - Digester Gas Treatment - Boilers CCRWWTP - Electrical Systems Upgrades Phase 2 CCRWWTP - Expansion Phase 1 CCRWWTP - Fermenter CCRWWTP - FMF Odor Control Replacement CCRWWTP - Genius Network Replacement CCRWWTP - Grit System Replacement CCRWWTP - Headbox Rehabilitation CCRWWTP - Headworks HVAC Replacement CCRWWTP - Perforated Plate Screen Replacement CCRWWTP - Primary Basins Scum Skimming Imp CCRWWTP - Secondary Clarifiers Rake Arm Rehab CCRWWTP - Solids Handling Expansion CCRWWTP - Switchgear PLC Replacement Central Meadow Pump Station Collection System SCADA Replacement Day Island System Replacement Fife Heights Trunk Kapowsin Water District - District Consolidation Proj Kapowsin Water District - Receivership Proj Manhole 1238 Rehabilitation Miscellaneous Sewer Construction Operational and Maintenance Projects Pacific Commons/Spanaway Airport Extension Parkland/Brookdale Extension Phase 4 Parkland/Brookdale Interceptor Phase 3 Sewer System Rehabilitation And Replacement Proj Utilidor Development Phase 2 Woodland Pump Station & Temporary Force Main Reserve for Future Projects Total

Pierce County 2022-23 Biennial Budget

Total Project Cost

2022-23 Expenditure

Funding Sources Facilities Capital Grants/ Sewer Utility Reserve Other Fund

2,754,000 8,009,000 10,912,000 19,096,560 651,000 1,271,000 9,152,000 481,000 216,000 331,000 1,046,000 1,502,000 348,219,000 3,052,000 2,051,000 501,000 2,301,000 2,751,000 651,000 2,907,000 2,302,000 901,000 26,825,000 601,000 151,000 10,470,000 4,900,000 2,776,000 5,001,000 201,000 2,651,000 3,421,000 2,766,000 7,208,000 28,961,000 11,041,000 60,092,000 3,702,000

1,000 7,800,000 6,597,000 18,371,000 150,000 270,000 1,000 430,000 165,000 190,000 200,000 1,000 4,001,000 1,000 250,000 500,000 300,000 2,501,000 600,000 1,801,000 1,000 600,000 344,000 600,000 151,000 6,219,000 400,000 161,000 1,400,000 151,000 2,500,000 500,000 394,560 1,000 1,200,000 10,320,000 4,800,000 1,000

5,198,000

642,000

—

58,640

597,022,560

74,574,200

58,640

4,991,560

Capital Preservation Reserve

— — — — — — 1,000 430,000 165,000 — — — 4,001,000 — — — — — — — — — — — — — — — — — — — 394,560 — — — — —

1,000 7,800,000 6,597,000 18,371,000 — — — — — — — — — 1,000 — — — — — — — — 172,000 — 151,000 — — 161,000 1,400,000 151,000 — 500,000 — 1,000 600,000 5,360,000 — 1,000

— — — — 150,000 270,000 — — — 190,000 200,000 1,000 — — 250,000 500,000 300,000 2,501,000 600,000 1,801,000 1,000 600,000 172,000 600,000 — 6,219,000 400,000 — — — 2,500,000 — — — 600,000 4,960,000 4,800,000 —

—

642,000

—

41,909,000

27,615,000

443

Sewer Utility Construction/Reserve/Preservation Fund This page is intentionally left blank.

444

Pierce County 2022-23 Biennial Budget

SOLID WASTE MANAGEMENT FUND Enterprise Fund

Summary:

The Solid Waste Management Fund finances waste reduction, recycling programs, and environmental education services to youth and adults. The fund supports programs managed by the Solid Waste Management Division which seeks to empower Pierce County residents and businesses to reduce wasteful consumption, conserve natural resources, save money, and build a more livable community. Financing is generated through an allocation of fees collected at disposal sites operated by Pierce County Recycling, Composting, and Disposal LLC.

Budget Highlights:

The 2022-23 biennial budget for the Solid Waste Management Fund is 20.2%, or $2.9 million, above the 2020-21 level. The budget includes four new positions and resources for implementation of the Sustainability 2030 Plan, and one new Environmental Project Coordinator to support the goals of the 20-year Solid Waste Management Plan. The budget also reflects the transfer of a Planner position and grant resources from the Office of the County Engineer to provide a countywide focus on sustainability.

FUNDING SOURCES 2018-19 Actual

Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Transfers In Total

— 11,722,635 430,746 416,312 224,520 12,794,213

2020-21 Budget 2,660,870 10,857,440 — 233,600 478,330 14,230,240

2022-23 Budget 3,775,350 12,146,250 707,900 233,600 240,000 17,103,100

Absolute Change 1,114,480 1,288,810 707,900 — (238,330) 2,872,860

Percent Change 41.9 11.9 — — (49.8) 20.2

2022-23 Budget 3,739,990 1,399,780 103,540 8,316,400 7,210 3,536,180 17,103,100

Absolute Change 1,668,550 575,300 10,670 1,404,580 7,210 (793,450) 2,872,860

Percent Change 80.6 69.8 11.5 20.3 — (18.3) 20.2

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 2,408,306 938,926 98,259 7,032,016 — 2,223,902 12,701,408

2020-21 Budget 2,071,440 824,480 92,870 6,911,820 — 4,329,630 14,230,240

445

Solid Waste Management Fund

PROGRAM EXPENDITURES 2021 FTE

Code Enforcement (Pierce County Responds) Environmental Education Waste Reduction & Recycling Solid Waste Administration Total

— 4.00 4.60 1.25 9.85

2023 FTE

— 4.00 5.80 7.95 17.75

2020-21 Budget 3,917,860 1,312,560 4,889,680 4,110,140 14,230,240

2022-23 Budget 3,303,780 1,314,890 5,016,130 7,468,300 17,103,100

Absolute Change (614,080) 2,330 126,450 3,358,160 2,872,860

Percent Change (15.7) 0.2 2.6 81.7 20.2

STAFFING SUMMARY Environmental Educator Environmental Project Coordinator Management Analyst Office Assistant Planner Project Manager Solid Waste Recycling Analyst Sustainability Resources Administrator Solid Waste Project Coordinator Code Enforcement Officer Code Enforcement Supervisor Total

446

2018 FTE 4.00 — 1.00 3.00 — — — 1.00 3.00 6.00 1.00 19.00

2019 FTE 4.00 — 1.00 — — — 1.60 1.00 1.00 — — 8.60

2020 FTE 4.00 1.00 0.25 0.10 2.00 — 1.60 0.90 — — — 9.85

2021 FTE 4.00 1.00 0.25 0.10 2.00 — 1.60 0.90 — — — 9.85

2022 FTE 4.00 2.00 0.95 0.10 7.00 1.00 1.80 0.90 — — — 17.75

2023 FTE 4.00 2.00 0.95 0.10 7.00 1.00 1.80 0.90 — — — 17.75

Pierce County 2022-23 Biennial Budget

Solid Waste Management Fund

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Vibrant Communities

Activity

Clean, Sustainable Environment

Measure Pounds of garbage disposed per person per day Number of people served by environmental educators

a. Environmental education b. Recycling programs 2021 2022 2023 Estimate Target Target

2019 Actual

2020 Actual

3.46

3.60

3.45

3.30

3.15

31,767

10,001

34,500

35,500

37,000

2021 Estimate

2022 Estimate

2023 Estimate

Objective

INPUT/OUTPUT MEASURES Unit of Measure

Solid Waste Operations Monitor Solid Waste Operations Household Hazard Waste Cleanup Education & Outreach Presentations & Workshops Fairs/Comm Events/Newsltr Recip Code Enforcement Abating Illegal Dumpsites Abating Nuisance Vehicles

Pierce County 2022-23 Biennial Budget

Sites Participants

2018 Actual

2019 Actual

2020 Actual

7 7,213

7 7,363

7 6,367

7 7,100

7 7,000

Students Attendees

33,900 514,000

31,800 525,000

10,000 242,000

34,500 300,000

35,500 300,000

37,000 300,000

Vouchers Vehicles

80 1,414

200 2,034

141 809

150 800

175 1,200

447

Solid Waste Management Fund

PERFORMANCE RATIOS Expenditures per Resident Served $14.00 $12.00

$12.55

$12.21 $9.81

$10.00

$9.53

$10.08 $8.17

$8.00 $6.00 $4.00 $2.00 $0.00 2012

2015

2017

2019

2020

2021

From 2012 to 2021 expenditures per resident served, excluding closure expenses, increased 2.7% after adjusting for inflation. The ten year average is $9.96.

448

Pierce County 2022-23 Biennial Budget

SURFACE WATER MANAGEMENT FUND Special Revenue Fund

Summary:

The Surface Water Management (SWM) Fund was established to provide resources to plan, manage, and maintain the storm drainage and surface water runoff systems within unincorporated Pierce County drainage basin areas. The goals of the utility are to maintain water quality by preventing siltation and erosion of the County’s waterways, protect water quality of lakes and aquifers, protect water quality for wildlife and fish habitat, and to minimize property loss from water damage. The Flood Control-Rivers section of SWM maintains the flood control capacity of 43 miles of channel in the downstream reaches of the Puyallup, White, and Carbon Rivers. Pierce County has adopted the Puyallup River Basin Comprehensive Flood Control Management Plan that establishes maintenance and construction alternatives for the downstream reaches of the three rivers.

Budget Highlights:

The 2022-23 biennial budget for the Surface Water Management Fund is 7.1%, or $4.6 million, above the 2020-21 level. The budget reflects two new Planner positions to support floodplain management and development of the Comprehensive Flood Plan, and ensure compliance with the National Pollutant Discharge Elimination System (NPDES) and the National Flood Insurance Program. The budget includes a $13.2 million transfer to the Surface Water Management Construction Fund for fish passage and water quality improvement projects, and the reallocation of positions based on anticipated workload. The budget also includes funds to improve lake conditions and the operation of the Spanaway Lake District No. 1.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual

— 47,041,172 1,086,364 50 786,298 17,029 2,676,617 51,607,531

2020-21 Budget 8,800,260 52,533,300 3,692,960 — 315,530 — 20,170 65,362,220

2022-23 Budget 6,495,190 57,802,400 775,000 — 260,000 — 4,638,910 69,971,500

Absolute Change (2,305,070) 5,269,100 (2,917,960) — (55,530) — 4,618,740 4,609,280

Percent Change (26.2) 10.0 (79.0) — (17.6) — 22,899.2 7.1

449

Surface Water Management Fund

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Debt Service - Principal Capital Outlays Transfers Out Total

2018-19 Actual 13,791,029 5,728,910 1,201,712 16,455,546 896,271 15,620 58,920 21,877 6,139,757 44,309,642

2020-21 Budget 18,107,510 7,479,650 1,871,390 25,780,520 9,640 76,000 — 35,000 12,002,510 65,362,220

2022-23 Budget 17,836,530 7,021,250 2,535,740 27,883,770 8,940 76,000 — 51,500 14,557,770 69,971,500

Absolute Change (270,980) (458,400) 664,350 2,103,250 (700) — — 16,500 2,555,260 4,609,280

Percent Change (1.5) (6.1) 35.5 8.2 (7.3) — — 47.1 21.3 7.1

PROGRAM EXPENDITURES Administration CIP Non-River CIP River Customer Service Environmental Permitting Floodplain and Watershed Services Infrastructure Asset Mgmt - Lands In-Lieu Fee Wetlands Mitigation M&O Maintenance Activities M&O Program Support NPDES Total

450

2021 FTE 2.67 20.00 — 1.00 8.00 20.00 2.00 — 24.50 3.75 24.00 105.92

2023 FTE 2.30 20.00 — 1.00 7.70 22.00 2.00 — 20.04 2.72 24.00 101.76

2020-21 Budget 12,130,370 13,431,570 1,000,000 188,130 2,214,930 10,439,170 544,850 — 12,909,521 2,092,140 10,411,540 65,362,220

2022-23 Budget 12,153,040 16,119,070 — 188,130 1,896,750 12,573,710 596,350 42,000 13,483,030 1,938,030 10,981,390 69,971,500

Absolute Change 22,670 2,687,500 (1,000,000) — (318,180) 2,134,540 51,500 42,000 573,509 (154,110) 569,850 4,609,280

Percent Change 0.2 20.0 (100.0) — (14.4) 20.4 9.5 — 4.4 (7.4) 5.5 7.1

Pierce County 2022-23 Biennial Budget

Surface Water Management Fund

STAFFING SUMMARY Accounting Assistant Admin Program Manager Asset Mgmt Specialsit Assistant County Engineer Civil Engineer Engineering Manager Engineering Technician Environmental Biologist Grant Coordinator Heavy Equipment Operator Maintenance Manager Maintenance Program Manager Maintenance Supervisor Maintenance Technician Maintenance Technician in Training Maintenance Worker Management Analyst Office Assistant Planner Planning Manager Project Manager Quality Assurance Technician Right-of-Way Agent Road Maint Superintendent Road Operations Field Supervisor Strategic Planning & Asset Mgr Warehouse & Inventory Supervisor Water Program Maint Manager Water Quality Manager Water Quality Specialist Water Quality Supervisor Wastewater Inventory Expeditor Senior Counsel Senior Counsel for Tribal Relations Contracts Coordinator Total

Pierce County 2022-23 Biennial Budget

2018 FTE 2.00 0.30 5.00 1.00 19.00 1.00 4.00 7.00 1.00 5.00 — 1.00 — 7.00 1.00 — 1.00 4.00 10.00 1.00 1.00 — 2.00 — 2.00 — — 1.00 1.00 18.50 3.00 — — — 1.00 99.80

2019 FTE 2.00 0.30 5.00 1.00 19.00 1.00 2.00 7.00 1.00 5.00 — 1.00 — 8.00 — — 1.00 3.00 12.00 1.00 1.00 — 2.00 — 2.00 — — 1.00 1.00 18.00 3.00 — — 0.37 — 97.67

2020 FTE 1.27 0.39 5.75 1.00 18.00 1.00 5.00 7.00 1.00 5.00 0.11 0.36 0.36 8.00 — — 1.00 3.54 14.00 1.00 1.00 — 3.00 0.09 2.75 0.09 0.09 1.00 1.00 19.00 3.00 0.75 0.37 — — 105.92

2021 FTE 1.27 0.39 5.75 1.00 18.00 1.00 5.00 7.00 1.00 5.00 0.11 0.36 0.36 8.00 — — 1.00 3.54 14.00 1.00 1.00 — 3.00 0.09 2.75 0.09 0.09 1.00 1.00 19.00 3.00 0.75 0.37 — — 105.92

2022 FTE 1.36 0.42 3.96 1.00 15.72 1.00 2.48 6.94 1.00 2.76 0.11 0.48 0.72 8.88 0.12 4.08 1.00 3.69 16.00 1.00 1.00 0.12 3.00 0.12 1.44 0.12 0.12 0.12 1.00 19.00 3.00 — — — — 101.76

2023 FTE 1.36 0.42 3.96 1.00 15.72 1.00 2.48 6.94 1.00 2.76 0.11 0.48 0.72 8.88 0.12 4.08 1.00 3.69 16.00 1.00 1.00 0.12 3.00 0.12 1.44 0.12 0.12 0.12 1.00 19.00 3.00 — — — — 101.76

451

Surface Water Management Fund

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Vibrant Communities

Objective

Activity a. b. c. d.

Clean, Sustainable Environment

Surface water monitoring Floodplain reconnection projects Structures removed from the floodplain Stream restoration projects (and culvert removal) e. Habitat restoration projects 2021 2022 2023 Objective Estimate Target Target

2019 Actual

2020 Actual

68%

Acres of Floodplain Reconnected

At Risk Structures removed

Stream Miles Restored

0.4

1.2

0.5

Acres of Restored Habitat

2022 Estimate

2023 Estimate

Measure Percent of County monitored stream at a WQI of 61 or better

INPUT/OUTPUT MEASURES Unit of Measure Surface Water Management Operations and Maintanence Fund Management Fund SWM Revenues Directed to Capital Asset Management County Owned Stormwater Ponds Levee Access Roads Maintained Real Property Small Works Projects Vegetation Control Levee Repair/Annual Assessed Damage Technical Assistance Drainage Inquiries /Responses Flood Plain Management Support Responses to Water Pollution Stormwater Facilities Inspections Public Engagement Advisory/Public Mtg/Wkshp Events Capital Construction Fund Grants Amounts Awarded River Projects Implemented Culverts Retrofitted Property Acq Rmvd from Flood Risk WQ Retrofits Implemented 452

Percent Ponds Miles Parcels Each Acres Feet

2018 Actual

13%

2019 Actual

2020 Actual

19%

2021 Estimate

19%

18%

19%

631 632 632 650 632 632 35 35 35 35 35 35 1,115 1,027 1,123 1,130 1,135 1,140 1 — — 4 — — 502 547 458 520 520 520 2130 / 2380 1079 / 4296 3491 / 4120 2000 / 2000 2000 / 4000 2000 / 4000

Each Each Each Each

201 582 92 1,935

160 472 90 1,318

188 491 141 1,320

200 500 120 1,291

200 500 150 1500

200 500 150 1550

Each

169

168

180

170

9,766,244 1 — 13 2

2,316,200 1 — 9 3

5,100,000 1 — 3 2

8,000,000 2 1 8 —

5,156,100 1 1 5 2

3,849,250 1 4 5 3

Dollars Each Each Each Each

Pierce County 2022-23 Biennial Budget

Surface Water Management Fund

PERFORMANCE RATIOS SWM Pond Maintenance and Operations Expenditures

SWM Operating Expenditures per County Resident Served

per County Owned Storm Water Facility $70 $3,000

$2,451

$60 $2,275

$2,168

$2,000

$2,047

$2,236

$55.74

$56.58

$52.34

$49.86

$47.73

2015

2017

2019

$50

$52.84

$40

$1,394

$30

$1,000

$20 $10

$0 2012

2015

2017

2019

2020

2021

From 2012 to 2021 the maintenance and operations expenditure per County owned storm water facility decreased 8.8% after adjusting for inflation. The ten year average is $2,216. From 2012 to 2021 the number of storm water facilities has increased by 11.5%.

Pierce County 2022-23 Biennial Budget

$0 2012

2020

2021

From 2012 to 2021 SWM operating expenditures per resident served (excluding M&O of flood risk reduction assets) decreased 5.2% after adjusting for inflation. The ten year average is $53.15.

453

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454

Pierce County 2022-23 Biennial Budget

SURFACE WATER MANAGEMENT CONSTRUCTION FUND Capital Project Fund

Summary:

The Surface Water Management Construction Fund was established to provide resources to plan, design, construct, and maintain the storm water drainage and surface water runoff systems within unincorporated Pierce County. The goals of the Surface Water Management (SWM) Division are to protect people and infrastructure by reducing impacts of flooding; protect people and the environment by reducing impacts of water pollution; execute sound financial management to meet current and emerging needs; and promote broader understanding of the functions and values of Pierce County’s water resources and services provided by SWM. The Surface Water Management Construction Fund maintains over 69 miles of flood control facilities (levees and revetments) along the Puyallup, White, Carbon, and Nisqually Rivers, along with maintaining more than 600 County-owned stormwater facilities. In 2014, Pierce County adopted the Rivers Flood Hazard Management Plan that identified 32 structural capital projects and 29 programmatic and non-structural actions to reduce the risks of flooding and channel migration problems along major rivers and streams in Pierce County.

Budget Highlights:

The 2022-23 biennial budget is 15.2%, or $6.2 million, above the 2020-21 level. The budget includes funds for the Chambers Creek dam removal and bridge replacement project. Projects for the Surface Water Management Construction Fund are shown in the Project Summary table on the following page.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Tax Revenue Transfers In Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual — 261,332 8,277,273 212,293 12,448,656 21,199,554

2020-21 Budget 861,470 — 26,365,530 — 13,770,880 40,997,880

2022-23 Budget (2,599,690) — 16,658,980 — 33,153,010 47,212,300

Absolute Change (3,461,160) — (9,706,550) — 19,382,130 6,214,420

Percent Change (401.8) — (36.8) — 140.7 15.2

455

Surface Water Management Construction Fund

EXPENDITURES 2018-19 Actual 2,496,398 983,673 22,699 3,616,040 75,081 11,465,915 50,000 18,709,805

Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

2020-21 Budget 2,450,350 942,260 — 11,977,000 — 25,628,270 — 40,997,880

2022-23 Budget 3,681,360 1,377,240 — 12,634,500 — 29,519,200 — 47,212,300

Absolute Change 1,231,010 434,980 — 657,500 — 3,890,930 — 6,214,420

Percent Change 50.2 46.2 — 5.5 — 15.2 — 15.2

PERFORMANCE MEASURES Mission: We deliver customer-focused services and maintain vital infrastructure to enhance livability in Pierce County.

Priority

Objective

Vibrant Communities

Safe and Just Communities

Measure Percentage of annual Surface Water Management Improvement Program projects advertised.

456

Activity 2019 Actual

2020 Actual

80%

Focus on project management to ensure delivery of projects 2021 2022 2023 Objective Estimate Target Target 40%

90%

Pierce County 2022-23 Biennial Budget

Surface Water Management Construction Fund

PROJECT SUMMARY Project Driver Basin Plans Basin Plans Basin Plans Basin Plans Capital Maintenance - River Centers and Corridors Clarks TMDL Clarks TMDL Clarks TMDL Clarks TMDL Clarks TMDL Clarks TMDL Clover TMDL Continuing Authorities Program Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Culvert Fish Barrier Removal Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Flood Plan Habitat Conservation Plan Habitat Conservation Plan Preservation - Non River Subtotal Engineering Support - All Total

Project Name

Project #

Chambers Creek Dam Demolition and Bridge Reconstruction Huge Creek Culvert Replacement at 160th St NW Schoolhouse Creek Culvert at Eckenstam Johnson Rd/108th St Schoolhouse Creek Culvert Replacement at Mouth Puyallup River Ford Setback - Capital Maintenance - River Centers & Corridors Facility Clarks Creek - Water Quality Retrofit #1 Clarks Creek - Water Quality Retrofit #2 Clarks Creek - Water Quality Retrofit #3 Diru Creek Bank Stabilization at 72nd St E Rody Creek Channel Stabilization near 80th St E Rody Creek Improvements SW of Pioneer Way Clover Creek - Water Quality Retrofit #1 Jones Setback Levee Brighton Creek Horsehaven Cr Culvert at 150th Ave E - Culvert Replacement Horsehaven Cr Culvert at 188th St E - Culvert Replacement Huge Creek at 144th St NW Little Minter Creek at 144th St NW Little Minter Creek at 97th St Purdy Creek Culvert Replacement at 144th St NW Purdy Creek Culvert Replacement at 160th St NW Swan Creek 64th Street East Stream Bank/Channel Stabilization Alward Road Acquisition & Setback Levee Carbon River Setback Levee Left Bank Clear Cr Flood Gate Clear Cr Habitat Restoration Clear Creek Acquisition and Floodplain Reconnection FEMA FMA (Flood Mitigation Assistance) 2016 Clark's Cr FEMA HMGP DR 4242-4243 Clear Creek Wheel Inn Fennel Creek Restoration Phase 3 Floodplain Acquisition along Rivers Floodplain Acquisition Non-Rivers Floodplains by Design Round 4 Floodplains by Design Round 5 Middle Puy 128th St Comp Study Orville Road Revetment Phase 2c Orville Road Revetment at Kapowsin Creek Upper Nisqually Channel Migration Protection White River Butte Pit Setback Carbon River Floodplain Connection Right Bank Neadham Road Floodplain Reconnection Parkview Point - Retro-fit

D817 D441 D443 D446 1422 D232 TBD TBD TBD D812 D190 D191 D235 1385 D462 D230 D231 D445 D237 D238 D192 D199 D460 1701 1702 D227 D228 1416 1419 1427 1710 1349 D073 FbD4 FbD5 1421 1425 1418 1411 1424 1711 1708 D236

Capital Improvement Professional Services

D100

Pierce County 2022-23 Biennial Budget

Total Est Project Cost 480,000 1,349,090 1,874,480 2,591,920 2,251,150 2,194,820 1,886,370 1,289,370 1,173,560 3,652,420 1,371,730 2,103,640 1,853,990 26,097,130 1,311,610 837,870 963,310 1,273,320 1,286,520 745,830 4,073,790 1,220,170 3,353,170 26,889,320 19,580,970 1,063,010 1,358,960 58,081,490 1,027,690 2,071,830 1,543,830 13,292,110 4,481,180 4,202,500 3,345,000 17,511,640 5,334,640 8,416,610 2,918,170 30,591,480 4,117,440 10,536,470 1,325,660 282,445,260 17,570,480 300,015,740

2022-23 Budget 480,000 1,000 1,267,960 482,970 46,700 92,360 110,130 110,130 110,130 1,755,690 1,008,970 211,820 1,712,650 4,055,890 301,610 689,900 887,100 410,970 375,380 150,350 123,030 936,640 1,359,550 1,088,310 819,020 662,770 911,360 1,635,090 731,160 849,160 223,370 1,020,340 720,340 4,202,500 3,345,000 812,470 3,182,220 396,520 3,640 2,067,990 536,460 3,776,900 1,242,850 44,908,400 2,303,900 47,212,300

457

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458

Pierce County 2022-23 Biennial Budget

TRAFFIC IMPACT FEE FUND Special Revenue Fund

Summary:

Ordinance No. 2018-71s updated the Traffic Impact Fee Program of Pierce County. The program requires new growth and development within the County to pay a proportionate share of the cost of public road infrastructure improvements needed to serve the growing region. These impact fees are deposited into the Traffic Impact Fee Fund and spent for public facilities that are included within a capital facilities plan element of a comprehensive plan.

Budget Highlights:

The 2022-23 biennial budget for the Traffic Impact Fee Fund is 14.3%, or $2.4 million, above the 2020-21 level. Based on projected revenue, $18.6 million is transferred to the Public Works Construction Fund to support construction projects.

FUNDING SOURCES Use of Fund Balance Charges for Services Revenue Miscellaneous Revenue Total

2018-19 Actual

— 12,551,559 166,142 12,717,702

2020-21 Budget 4,105,490 12,300,000 151,000 16,556,490

2022-23 Budget 2,966,780 15,840,620 110,000 18,917,400

Absolute Change (1,138,710) 3,540,620 (41,000) 2,360,910

Percent Change (27.7) 28.8 (27.2) 14.3

2022-23 Budget 53,760 18,760 — 277,880 18,567,000 18,917,400

Absolute Change (26,410) (41,170) — (85,510) 2,514,000 2,360,910

Percent Change (32.9) (68.7) — (23.5) 15.7 14.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 164,250 63,192 1,108 149,151 17,319,000 17,696,702

2020-21 Budget 80,170 59,930 — 363,390 16,053,000 16,556,490

459

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460

Pierce County 2022-23 Biennial Budget

TRANSPORTATION FACILITIES FUND Capital Project Fund

Summary:

The Transportation Facilities Fund was established to account for costs of new capital facility projects, such as road maintenance shops or other support facilities, separate from all other road-related transportation projects. This fund includes the costs of new facilities (land acquisition, design, and construction), as well as major repairs and enhancements to existing facilities.

Budget Highlights:

The 2022-23 biennial budget for the Transportation Facilities Fund is 53.4%, or $1.1 million, below the 2020-21 level. The budget includes resources for the rehabilitation and repairs of the West County Maintenance Facility.

FUNDING SOURCES Use of Fund Balance Proceeds from Sale of Assets Total

2018-19 Actual — — —

2020-21 Budget 747,500 1,400,000 2,147,500

2022-23 Budget 300,000 700,000 1,000,000

Absolute Change (447,500) (700,000) (1,147,500)

Percent Change (59.9) (50.0) (53.4)

2022-23 Budget 626,740 222,350 1,019,400 16,752,270 812,610 — 3,684,000 84,000 23,201,370

Absolute Change 29,810 (53,910) (488,810) 8,258,980 3,510 — 3,446,000 — 11,195,580

Percent Change 5.0 (19.5) (32.4) 97.2 0.4 — 1,447.9 — 93.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Debt Service - Interest Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 843,927 329,847 1,155,057 11,123,751 72,845 22,503 2,425,520 11,810 15,985,259

2020-21 Budget 596,930 276,260 1,508,210 8,493,290 809,100 — 238,000 84,000 12,005,790

461

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462

Pierce County 2022-23 Biennial Budget

Facilities Management Summary The Facilities Management Department provides services to County departments for the purchase, sale, and lease of real estate; manages new construction and significant remodel projects; provides oversight, maintenance, and management of County-owned facilities; and develops and monitors appropriate countywide security systems, processes, and solutions.



Facilities Management functions account for 2.3% of County positions.



The $120.9 million budget represents 4.1% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

Charges for Services Revenue Miscellaneous Revenues Proceeds from Sale of Asset Transfers In General Fund Support Use of Fund Balance Total

41,942,090 1,391,810 6,000,000 55,638,800 200,000 15,766,970 120,939,670

34.6 1.2 5.0 46.0 0.2 13.0 100.0

140 FTE — 63.99 14.55 78.54

Page 465 467 473

120 80 100

Millions

Capital Improvement Projects Facilities Management REET Capital Improvement Total

Budget 200,000 45,242,780 75,496,890 120,939,670

100

80 60

40 FTE

2022 - 2023

Spending and Staffing

20 20 -

2018-19

Pierce County 2022-23 Biennial Budget

2020-21

2022-23 463

Facilities Management This page is intentionally left blank.

464

Pierce County 2022-23 Biennial Budget

CAPITAL IMPROVEMENT PROJECTS FUND General Fund

Summary:

This account funds major building remodeling projects, acquisition of capital assets, and improvements to County-owned or leased facilities.

Budget Highlights:

The 2022-23 biennial budget is 39.4%, or $130,000, below the prior biennium and includes funding for the acquisition of Clear Zone property. The budget covers abatement expenses and administrative costs.

FUNDING SOURCES 2018-19 Actual General Fund Support Total

— —

2020-21 Budget 330,000 330,000

2022-23 Budget 200,000 200,000

Absolute Change (130,000) (130,000)

Percent Change (39.4) (39.4)

2022-23 Budget 200,000 200,000

Absolute Change (130,000) (130,000)

Percent Change (39.4) (39.4)

EXPENDITURES Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 230,000 230,000

2020-21 Budget 330,000 330,000

465

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466

Pierce County 2022-23 Biennial Budget

FACILITIES MANAGEMENT FUND Internal Service Fund

Summary:

The Facilities Management Department manages County-owned facilities and real property, and is responsible for providing a safe, clean, and well-maintained atmosphere in which to conduct public business. County-owned facilities include the County-City Building, Annex Building, Annex West Building, Sheriff’s Foothills, Thun and Peninsula substations, Parkland Precinct, South Sound 911 Communications Building, Medical Examiner Building, New Jail, Main Jail, 945 Building, 950 Building, 901 Building, 925 Building, Remann Hall Juvenile Detention Facility, Human Services Buildings, Central Maintenance Facility, Sewer and Traffic Operations Facility, Fleet Garage, and Public Parking Garage. In addition to routine repairs, the Department manages a preventive maintenance program for major equipment and building components, completes remodels on a limited basis, provides assistance and consulting services to building tenants for electrical, plumbing, carpentry, HVAC, remodeling, and other tasks, and ensures buildings meet safety, fire, and disability code requirements. Facilities Management also oversees planning and construction or renovation of County facilities, negotiates and oversees agreements for the majority of facilities leased by Pierce County, oversees site-related property acquisition, and manages contracts for parking lot management, food services, janitorial services, and security services. The Department also oversees building and campus security functions for the County. Construction management activities include planning and oversight of construction projects, resource conservation, and management of related contracts, architects, engineers, and construction companies. Construction management activities are charged directly to construction projects and therefore are not reflected in this fund. Facilities Management is also responsible for grounds maintenance of the County-City Building and Parking Garage, Annex Building, Remann Hall, East Substation, Peninsula Precinct, Medical Examiner Building, Annex West Building, and Water Programs Sites.

Budget Highlights:

The 2022-23 biennial budget for the Facilities Management Fund is 7.9%, or $3.3 million, above the 2020-21 level. The budget provides resources for the maintenance, operation, and security of County facilities, including the adaptation of County facilities to adhere to COVID-19 guidelines. The budget includes seven new positions to support increased workload and improve service delivery.

Pierce County 2022-23 Biennial Budget

467

Facilities Management Fund

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Miscellaneous Revenue Proceeds from Sale of Assets Transfers In Total

— 27,275,787 20,000 2,372,435 14,576 330,407 30,013,205

2020-21 Budget 3,598,770 31,883,540 — 2,159,170 — 4,276,360 41,917,840

2022-23 Budget 1,458,880 41,942,090 — 1,391,810 — 450,000 45,242,780

Absolute Change (2,139,890) 10,058,550 — (767,360) — (3,826,360) 3,324,940

Percent Change (59.5) 31.5 — (35.5) — (89.5) 7.9

2022-23 Budget 11,127,290 4,945,900 2,179,360 26,378,600 112,760 258,530 240,340 45,242,780

Absolute Change 2,047,510 755,340 (917,750) 2,566,010 900 (1,138,880) 11,810 3,324,940

Percent Change 22.6 18.0 (29.6) 10.8 0.8 (81.5) 5.2 7.9

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

468

2018-19 Actual 7,910,948 3,495,772 2,069,010 18,165,203 72,262 282,141 1,046,286 33,041,622

2020-21 Budget 9,079,780 4,190,560 3,097,110 23,812,590 111,860 1,397,410 228,530 41,917,840

Pierce County 2022-23 Biennial Budget

Facilities Management Fund

PROGRAM EXPENDITURES 112th Street Campus 901 (Hess) Building 925 Building 933 (TAPCO) Building 945 Building 950 Building Annex Building Annex West Building CARES Act Charge-Back Program Corrections (Main Jail) Building Corrections Facility (2002 Jail) Cost Reimbursement County-City Building County-Owned Property Crisis Stabilization Center Facilities Management Overhead Fleet Services Building Foothills Detachment General Property Management Health Department Building Human Services Building Medical Examiner Building Parkland-Spanaway Sheriff Precinct Peninsula Detachment Remann Hall Building Retention Ponds Sheriff Range (EP TC) Soundview Building South Hill Precinct South Sound 911 (Comm Center) Building Sprinker Recreation Center Thun Field Sheriff Building Yakima Parking Garage Total

Pierce County 2022-23 Biennial Budget

2021 FTE 0.89 0.12 0.34 — 0.31 1.09 2.95 1.44 — — 5.44 5.64 — 13.59 0.91 — 8.12 0.66 0.43 0.65 0.10 0.24 1.06 0.68 0.21 5.45 — 0.88 1.26 1.12 0.22 2.27 0.39 0.53 56.99

2023 FTE 0.71 0.28 0.28 0.25 0.29 0.90 4.00 1.99 — 0.03 6.95 5.79 0.38 16.02 0.49 0.01 8.71 0.21 0.21 1.20 0.20 0.03 1.13 0.61 0.17 6.46 0.04 0.52 1.37 1.09 0.24 2.40 0.39 0.64 63.99

2020-21 Budget 644,730 84,040 249,590 — 222,140 790,500 2,147,760 1,051,550 3,852,060 — 3,964,650 4,110,030 200,610 9,899,020 300,750 — 3,004,190 123,530 312,750 474,870 74,260 175,240 772,590 492,910 152,370 3,969,780 — 637,180 919,150 812,580 157,490 1,653,240 285,570 382,710 41,917,840

2022-23 Budget 499,740 201,270 199,140 173,500 207,790 633,680 2,829,740 1,408,640 — 21,600 4,912,590 4,096,150 267,040 11,323,450 349,880 8,000 6,157,880 151,730 149,700 847,670 144,390 50 800,920 434,220 116,780 4,566,460 27,620 371,120 969,600 773,200 171,710 1,699,640 273,370 454,510 45,242,780

Absolute Change (144,990) 117,230 (50,450) 173,500 (14,350) (156,820) 681,980 357,090 (3,852,060) 21,600 947,940 (13,880) 66,430 1,424,430 49,130 8,000 3,153,690 28,200 (163,050) 372,800 70,130 (175,190) 28,330 (58,690) (35,590) 596,680 27,620 (266,060) 50,450 (39,380) 14,220 46,400 (12,200) 71,800 3,324,940

Percent Change (22.5) 139.5 (20.2) — (6.5) (19.8) 31.8 34.0 (100.0) — 23.9 (0.3) 33.1 14.4 16.3 — 1.0 22.8 (52.1) 78.5 94.4 (100.0) 3.7 (11.9) (23.4) 15.0 — (41.8) 5.5 (4.8) 9.0 2.8 (4.3) 18.8 7.9

469

Facilities Management Fund

STAFFING SUMMARY Director - Facilities Mgmt Deputy Director - Facilities Mgmt Accounting Assistant Administrative Program Manager Administrative Assistant Construction Project Manager Custodian Facility Computer Aided Design Tech Facilities Construction Div Manager Facilities Contracts & Services Coord Facilities Maintenance/Op Div Mngr Facilities Maintenance Mechanic Facilities Maintenance Technician Facilities Maintenance Worker Facilities Supplies Specialist Facilities Services Manager Gardener Maintenance & Ops Supervisor Management Analyst Office Assistant Planner Program Coordinator Program Manager Real Property Mgmt Specialist Facilities Engineer Sustainability Manager Facilities Maintenance Foreman Total

2018 FTE 0.74 0.45 0.90 0.50 1.00 2.00 4.00 1.00 0.50 1.00 0.80 10.00 7.00 1.00 1.00 — 6.00 2.00 0.80 3.00 1.00 — 1.00 1.60 1.00 1.00 3.00 52.29

2019 FTE 0.74 0.45 0.90 0.50 1.00 1.00 4.00 1.00 0.20 1.00 0.80 13.00 8.00 3.00 1.00 1.00 6.00 5.00 0.80 3.00 1.00 — 1.00 1.60 1.00 — — 56.99

2020 FTE 0.74 0.45 0.90 0.50 1.00 1.00 4.00 1.00 0.20 1.00 0.80 14.00 8.00 3.00 1.00 1.00 6.00 5.00 0.80 2.00 1.00 1.00 1.00 1.60 — — — 56.99

2021 FTE 0.74 0.45 0.90 0.50 1.00 1.00 4.00 1.00 0.20 1.00 0.80 14.00 8.00 3.00 1.00 1.00 6.00 5.00 0.80 2.00 1.00 1.00 1.00 1.60 — — — 56.99

2022 FTE 0.74 0.45 1.90 0.50 1.00 2.00 4.00 1.00 0.20 1.00 0.80 16.00 9.00 3.00 1.00 1.00 6.00 5.00 0.80 2.00 1.00 1.00 1.00 3.60 — — — 63.99

2023 FTE 0.74 0.45 1.90 0.50 1.00 2.00 4.00 1.00 0.20 1.00 0.80 16.00 9.00 3.00 1.00 1.00 6.00 5.00 0.80 2.00 1.00 1.00 1.00 3.60 — — — 63.99

PERFORMANCE MEASURES Mission: Provide quality spaces that are safe and ready to support Pierce County business each day.

Priority

Objective

Activity

Vibrant Communities

Clean, Sustainable Environment

Resource conservation

Effective Government

Accountability for Results

b. c.

Preventative maintenance program Property management

Measure

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Energy Use at managed County facilities (Kbtu/ft2) Water Use at managed County facilities (gal/ft2) Average number of days to complete work orders Average number of work orders over 90 days

70.43 42.76 14.7 70.0

68.74 30.98 16.7 78.0

69.00 41.90 17.0 80.0

68.30 41.50 15.0 72.0

67.70 41.10 14.0 65.0

1 1 2 2

470

Pierce County 2022-23 Biennial Budget

Facilities Management Fund

INPUT/OUTPUT MEASURES Unit of Measure Facilities 901 (Hess) Bldg 925 Building 933 Bldg 1 945 Building 950 Building 112th St Campus Annex (Public Service) Building Annex West Building Corrections Facility Corrections - 2002 Addition County - City Building Fleet Garage Soundview Medical Examiner Misc Facilities: Leased, Tax Title, Other Parking Garage Public Works Right-of-Way Remann Hall Sheriff's East Precinct 2 Sheriff's Parkland Spanaway Sheriff's Thun Field Sprinker Recreational Center SS 911 (Comm Ctr on Annex Campus) Total Service Calls Space Maintained Vacant Property Maintained

Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call Service Call

198 42 — 93 362 91 983 336 2,657 1,732 3,468 46 247 250 677 52 1 1,608 243 101 42 656 204 14,089 Square Feet 1,653,704 Square Feet 238,734

933 (TAPCO) Bldg accquired in Q4 2018.

Includes East Precinct, Sheriff Range, Peninsula Substation, Foothills.

Pierce County 2022-23 Biennial Budget

2018 Actual

2019 Actual

2020 Actual

2021 Estimate

2022 Estimate

2023 Estimate

136 34 15 196 299 109 1,015 394 2,442 1,820 3,644 47 300 260 299 68 — 1,630 309 112 65 739 185 14,118 1,676,512 238,734

74 50 34 89 206 130 677 467 2,363 1,540 3,864 40 235 247 256 59 — 1,282 338 131 78 636 170 12,966 1,686,334 238,734

54 93 70 57 210 225 504 318 2,442 1,209 4,152 96 240 408 231 50 — 1,425 546 147 33 738 102 13,350 1,686,334 238,734

54 93 70 57 210 225 504 318 2,442 1,209 4,152 96 240 408 231 50 — 1,425 546 147 33 738 102 13,350 1,686,334 132,209

54 93 70 90 220 230 850 450 2,600 1,700 4,200 75 240 400 300 50 — 1,600 500 130 45 700 125 14,722 1,686,334 132,209

471

Facilities Management Fund

PERFORMANCE RATIOS Square Feet Maintained per Staff 40,000

34,546

36,908

35,338

32,879

33,072

30,000

Service Calls per Staff 700

623

600 500

426

444

418

2017

2019

400

20,000

384

395

2020

2021

300 200

10,000

100 0 2012

2015

2017

2019

2020

2021

From 2012 to 20121 the number of square feet maintained per Facilities Management staff, except gardeners, decreased 4.3%. The ten year average is 35,247

0 2012

2015

From 2012 to 2021 the number of service calls per custodial/maintenance staff in Facilities Management decreased 7.4%. The ten year average is 470.

Operating Cost per Square Foot $14.00 $12.00

$10.32

$10.44

$10.36

$10.44

2012

2015

2017

2019

$12.69

$12.27

2020

2021

$10.00 $8.00 $6.00 $4.00 $2.00 $0.00

From 2012 to 2021 the operating cost per square foot for buildings maintained by Facilities Management increased 18.9% after adjusting for inflation. The ten year average is $10.77.

472

Pierce County 2022-23 Biennial Budget

REET CAPITAL IMPROVEMENT FUND Capital Project Fund

Summary:

The REET Capital Improvement Fund is financed through the allocation of the Real Estate Excise Tax (REET) on the sale of real property in unincorporated Pierce County. The monies allocated to the REET Capital Improvement Fund are used to finance new capital improvement projects or major repairs/enhancements to existing County structures and facilities.

Budget Highlights:

The 2022-23 biennial budget for the REET Capital Improvement Fund is 18.3%, or $11.7 million, above the 2020-21 level. The budget provides $69.5 million in REET revenue and General Fund support for facility improvements and construction costs, including the relocation of the Elections Center and improvements at the County-City Building in support of a Law and Justice Center. The budget includes four new Construction Project Manager positions to address deferred maintenance and new capital projects. A complete list of projects funded in the biennium are shown on the following page.

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue Proceeds from Sale of Assets Tax Revenue Transfers In Total

— — 131,500 — 738,129 19,934,281 20,803,910

2020-21 Budget 32,904,340 80,000 — — — 30,834,140 63,818,480

2022-23 Budget 14,308,090 — — 6,000,000 — 55,188,800 75,496,890

Absolute Change (18,596,250) (80,000) — 6,000,000 — 24,354,660 11,678,410

Percent Change (56.5) (100.0) — — — 79.0 18.3

2022-23 Budget 3,223,130 1,179,490 30,780 3,218,430 67,845,060 — 75,496,890

Absolute Change 415,570 159,090 13,780 (25,027,300) 36,117,270 — 11,678,410

Percent Change 14.8 15.6 81.1 (88.6) 113.8 — 18.3

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 1,568,462 605,174 99,685 8,505,959 4,129,961 73,351 14,982,591

2020-21 Budget 2,807,560 1,020,400 17,000 28,245,730 31,727,790 — 63,818,480

473

REET Capital Improvement Fund

STAFFING SUMMARY 2018 FTE 0.25 0.50 0.10 0.50 8.00 0.80 0.20 0.20 10.55

Director - Facilities Mgmt Deputy Director - Facilities Mgmt Accounting Assistant Administrative Program Manager Construction Project Manager Facilities Construction Div Manager Facilities Maintenance/Op Div Mngr Management Analyst Total

2019 FTE 0.25 0.50 0.10 0.50 8.00 0.80 0.20 0.20 10.55

2020 FTE 0.25 0.50 0.10 0.50 11.00 0.80 0.20 0.20 13.55

2021 FTE 0.25 0.50 0.10 0.50 11.00 0.80 0.20 0.20 13.55

2022 FTE 0.25 0.50 0.10 0.50 12.00 0.80 0.20 0.20 14.55

2023 FTE 0.25 0.50 0.10 0.50 12.00 0.80 0.20 0.20 14.55

PERFORMANCE MEASURES Mission: Provide quality spaces that are safe and ready to support Pierce County business each day.

Priority

Objective

Effective Government

Activity

Accountability for Results

Construction project management

Measure

2019 Actual

2020 Actual

2021 Estimate

2022 Target

2023 Target

Objective

Percent of capital construction projects within schedule Percent of capital construction projects within budget

80% 100%

62% 100%

60% 90%

90% 90%

1 1

474

Pierce County 2022-23 Biennial Budget

REET Capital Improvement Fund

PROJECT SUMMARY Project Name 920 Fawcett Bldg Purchase and Tenant Improvements 950 Bldg 2nd Floor Tenant Improvement 955 Bldg Tenant Improvements ADA Transition Plan Annex ATR Reconfiguration Annex HVAC System Replacement Annex Tenant Improvement Annex West Sheriff Property Room Expansion Annex West HVAC Improvements Carry Forward Projects CCB 10th Floor Tenant Improvements CCB 7th Floor Tenant Improvements CCB Courtroom Door Security Enhancement CCB Elevator Repairs CCB Sheriff Reception Lobby Tenant Improvements CCB/Jail Emergency Generator Corrections 02 Jail Upgrade Fire Alarm System Corrections (Main Jail) Conversion of Dry to Wet Cells Elections Center Tenant Improvements Jail Camera and Monitoring System Jail Kitchen Equipment Replacements Jail Physical Security Improvements Medical Examiner Equipment and Reconfiguration Mid-County Senior Center Roof Replacement Minor Construction to Consolidate Offices New Mountain Detachment Parkland Spanaway Sheriff's Precinct Access and Drainage Improvements Parkland Spanaway Sheriff's Precinct North and South Roof Replacements Range and Berm Safety Improvements Remann Hall Chiller Replacement Sheriff Facilities - Deferred Maintenance Roof Replacements Soundview Electrical Panel Replacement Soundview Human Services Tenant Improvements Soundview HVAC Study South Hill Roof and HVAC Replacement Tenant Improvements and Renovations Thun Field Talon Office Renovation TPCHD Facility Plan Administrative Oversight and Support Total

Pierce County 2022-23 Biennial Budget

Project # 22-00015 22-00016 22-00017 22-00003 22-00052 22-00008 22-00021 22-00013 23-00003 22-00006 22-00020 22-00019 17-00003 20-00031 18-00012 17-00002 21-00036 23-00012 22-00018 22-00001 22-00004 22-00002 22-00005 21-00041 20-00065 22-00014 23-00002 23-00004 22-00007 21-00045 20-00018 23-00001 22-00022 23-00005 22-00010 22-00009 20-00054 22-00023

2022-23 Budget 7,200,000 1,500,000 2,000,000 600,000 150,000 200,000 3,000,000 2,500,000 2,730,100 675,000 3,000,000 3,500,000 1,282,000 291,000 752,000 3,825,000 848,000 1,500,000 10,000,000 320,000 1,487,600 1,501,000 5,607,610 650,000 522,000 4,800,000 330,000 700,550 2,498,000 218,000 810,000 451,200 1,000,000 45,000 1,773,000 1,125,000 100,000 75,000 5,929,830 75,496,890

475

REET Capital Improvement Fund This page is intentionally left blank.

476

Pierce County 2022-23 Biennial Budget

Health Services Summary This section includes the Health Services budget in the General Fund which supports the County’s contribution to the Tacoma-Pierce County Health Department. It also includes the entire budget for the Tacoma-Pierce County Health Department as required by intergovernmental agreement. The County is the fiduciary agent for this entity. 

The $96.1 million budget represents 3.3% of the total County budget for 2022-23.

Funding Source

2022 - 2023

Percent of Total

40,026,920 23,616,470 16,987,100 4,854,620 7,456,670 3,139,810 96,081,590

41.6 24.5 17.7 5.1 7.8 3.3 100.0

Intergovernmental Revenue Charges for Services Revenue License & Permit Revenue Miscellaneous Revenue General Fund Support Use of Fund Balance Total

Spending and Staffing

2022 - 2023 Budget Health Services Tacoma-Pierce County Health Dept Total

7,456,670 88,624,920 96,081,590

FTE

Page — 479 307.46 481 307.46

120

375

100

300

225 FTE

Millions

80 60

150 40 75

20 -

2018-19

Pierce County 2022-23 Biennial Budget

2020-21

2022-23 477

Health Services This page is intentionally left blank.

478

Pierce County 2022-23 Biennial Budget

HEALTH SERVICES General Fund

Summary:

Pierce County’s contribution to the Tacoma-Pierce County Health Department is provided through this General Fund Health Services budget.

Budget Highlights:

The County’s General Fund 2022-23 biennial budget allocation supports various priority health services and programs. The increase in the 2020-21 budget reflects the allocation of CARES Act funding to the Health Department. The 2022-23 budget includes a $2.4 million increase in General Fund support contingent upon an increase in the City of Tacoma’s health pool funding. The Health Department’s total budget and proposed services for 2022-23 are shown in the following section.

FUNDING SOURCES 2018-19 Actual General Fund Support Proceeds from Sale of Assets Tax Revenue Total

— — — —

2020-21 Budget 9,135,340 — 180,000 9,315,340

2022-23 Budget 7,456,670 — — 7,456,670

Absolute Change (1,678,670) — (180,000) (1,858,670)

Percent Change (18.4) — (100.0) (20.0)

2022-23 Budget 11,330 7,245,600 — 199,740 7,456,670

Absolute Change 11,330 (1,870,000) — — (1,858,670)

Percent Change — (20.5) — — (20.0)

EXPENDITURES 2018-19 Actual Other Services and Charges Intergovernmental Services Capital Outlays Transfers Out Total

Pierce County 2022-23 Biennial Budget

— 4,952,600 — 199,740 5,152,340

2020-21 Budget — 9,115,600 — 199,740 9,315,340

479

Health Services This page is intentionally left blank.

480

Pierce County 2022-23 Biennial Budget

TACOMA-PIERCE COUNTY HEALTH DEPARTMENT Summary:

The Tacoma-Pierce County Health Department is responsible for the protection of public health and the safety of the citizens of the City of Tacoma, unincorporated Pierce County, and other cities and towns within the County. The policy for the Health Department is set by the Board of Health, whose membership includes the Mayor and a Councilmember of the City of Tacoma, the County Executive and three County Councilmembers, an elected official representing the other cities and towns, and one Member-At-Large selected by the Board. Funding for the Health Department is a combination of federal, state, and local monies, grants, fees for service, and private contributions. Health Pool funds are received from the City of Tacoma and Pierce County.

Budget Highlights:

Tacoma-Pierce County Board of Health Resolution 2021-4698 (July 7, 2021) recommends the 2022-23 biennial budget to the City of Tacoma and Pierce County. The proposed 2022-23 biennial budget totals $88,624,920, a decrease of $7,962,015 from the 2020-2021 amended budget of $96,586,935. The anticipated revenue for 2022-23 represents an 8.2% decrease from 2020-2021. This reduction is primarily due to a reduction of federal funding, most of which supported the response to COVID-19. At the time this budget was prepared, COVID-19 funding had not been determined. Health Pool funding from the City of Tacoma remains at the same level as 2020-21 at $1,111,580. Estimated City of Tacoma Restricted dollars show a decrease of $113,505 from 2020-21 for a total of $1,348,500. Health Pool funding from Pierce County has increased by $2,370,000 from 2020-21 for a total of $7,219,580, contingent upon a proportionate increase in the Health Pool from the City of Tacoma beginning in 2023. Estimated Pierce County Restricted dollars shows a decrease of $247,640 from 2020-21 for a total of $1,894,990. Pierce County Health Pool, City of Tacoma Health Pool, State General (Public Health), and Medicaid Administrative Match dollars are distributed proportionally to programs. Estimated use of fund balance in 2022-23 is budgeted at $3,139,810. This amount is primarily from fee supported activities that fund services in their respective programs with a portion allocated to department wide capital projects. Salaries and Benefits show an increase of $2,911,165 over 2020-21. Salary and Benefit budgets were calculated using a system that provides detailed projected amounts per employee. Built into the 2022-23 budget are a 1.5% cost-of-living salary adjustment for 2022 and a 1.5% placeholder for 2023. Also included is an estimated 10% health insurance premium increase. Supplies, Professional Services, Other Services and Charges, and Intergovernmental Services show a combined decrease of $13,315,070. This reduction is the result of COVID-19 funded activities that are not currently funded past 2021.

Pierce County 2022-23 Biennial Budget

481

Tacoma-Pierce County Health Department The applied indirect cost rate for 2022-23 is 21%, the same as the previous biennium. Indirect costs include: Department Administration; Communication; Budget & Finance; Human Resources; Information Technology; and Assessment, Planning & Improvement. Capital Outlay is budgeted at $1,463,260. This is an increase of $335,390 from the 2020-21 budget. Capital expenses in 2022-23 are budgeted for facility and information technology upgrades and records management software. Other Financing Uses (Operating Transfers) is budgeted at $1,289,010, a decrease of $263,500 from 2020-21. Programs are working towards sustainable fee revenue and have reduced budgeting use of fund balance. The Health Department will submit a final budget to the Board of Health in November 2023 that will include budget adjustments made between January 2022 and November 2023.

482

Pierce County 2022-23 Biennial Budget

Tacoma-Pierce County Health Department

FUNDING SOURCES 2018-19 Actual Use of Fund Balance Charges for Services Revenue Intergovernmental Revenue License & Permit Revenue Miscellaneous Revenue Total

— 20,205,498 33,562,167 12,606,184 2,909,019 69,282,868

2020-21 Budget 3,377,960 23,977,840 51,212,200 13,094,210 4,924,730 96,586,940

2022-23 Budget 3,139,810 23,616,470 40,026,920 16,987,100 4,854,620 88,624,920

Absolute Change (238,150) (361,370) (11,185,280) 3,892,890 (70,110) (7,962,020)

Percent Change (7.1) (1.5) (21.8) 29.7 (1.4) (8.2)

2022-23 Budget 47,508,490 19,417,360 2,094,530 18,141,280 1,463,260 88,624,920

Absolute Change 926,890 1,984,270 (1,593,000) (9,615,570) 335,390 (7,962,020)

Percent Change 2.0 11.4 (43.2) (34.6) 29.7 (8.2)

EXPENDITURES Salaries Benefits Supplies Other Services and Charges Capital Outlays Total

Pierce County 2022-23 Biennial Budget

2018-19 Actual 40,145,064 14,216,904 2,333,693 13,270,013 741,421 70,707,095

2020-21 Budget 46,581,600 17,433,090 3,687,530 27,756,850 1,127,870 96,586,940

483

Tacoma-Pierce County Health Department

STAFFING SUMMARY General Fund Office of the Director Business Support Services Human Resources Information Technology Assessment, Planning & Improve Centers of Excellance Vital Records Cross Collaborative Initiatives Total General Fund Special Revenue Funds Environmental Health Administration Public Health Emergencies On-Site Sewage/Surface Water Waste Mgmt & Code Enforcement Water Resources/Hazardous Waste Food & Comm Safety Conditions for Health Substance Abuse Services Maternal & Child Outreach Communicable Disease Admin Communicable Disease Network Communicable Disease Epidemiology Strengthening Families Admin STD/HIV Disease Control Youth Prevention Initiatives Public Health Emergency Response Internal Services Family Support Partnerships Phys Activity, Nutr, Tobacco Prev Community Transformation Community Environmental Health Oral Health Total Special Revenue Funds Total Health Department

484

2018 FTE

2019 FTE

2020 FTE

2021 FTE

2022 FTE

2023 FTE

9.10 16.00 5.35 9.00 11.27 — 7.00 3.02 60.74

9.60 17.00 5.75 9.00 7.84 2.26 7.10 3.60 62.15

9.70 18.75 5.75 9.00 8.80 4.70 7.00 12.48 76.18

9.70 16.00 5.25 9.00 9.80 4.00 8.00 14.40 76.15

9.45 15.50 6.75 10.00 11.77 3.99 8.00 5.00 70.46

9.40 15.50 6.75 10.00 11.83 3.98 8.00 5.00 70.46

4.00 5.00 33.68 14.01 10.95 32.16 — 44.80 17.50 4.00 5.05 11.65 6.50 8.45 3.00 — — 5.90 8.65 1.50 3.60 1.66 222.06 282.80

5.00 4.73 32.06 16.26 10.98 36.75 — 41.90 16.50 4.00 7.19 14.03 6.50 8.10 3.40 — — 7.20 9.55 — 5.20 1.50 230.85 293.00

4.00 4.85 30.36 15.99 10.27 36.55 — 47.58 15.38 4.00 7.18 14.05 6.70 7.76 2.59 — — 7.40 3.39 — 4.94 1.42 224.41 300.59

4.00 4.46 28.61 16.19 9.27 36.72 — 48.83 15.01 4.00 3.52 13.57 6.34 7.84 2.59 — — 6.60 2.37 — 3.44 1.40 214.76 290.91

4.00 4.70 21.76 15.30 24.04 35.65 12.85 35.75 22.30 4.00 8.55 18.91 6.50 7.79 11.90 2.00 2.50 — — — — — 238.50 308.96

4.00 4.55 21.76 15.30 24.04 35.65 12.85 35.75 21.55 4.00 5.93 20.31 6.50 7.66 12.65 2.00 2.50 — — — — — 237.00 307.46

Pierce County 2022-23 Biennial Budget

General Fund Office of the Director Business Support Services Information Technology Office of Asmnt Planning & Dev Vital Records Human Resources Cross Collaborative Initiatives Centers for Excellence Total General Fund Special Revenue Funds Environmental Health Admin Communicable Disease Network STD/HIV Disease Control CD Epidemiology Public Health Emergencies Behavioral & Emotional Health Food and Community Safety Public Health Emerency Response Conditions for Health Onsite Sewage/Surface Water Waste Mgmt/Code Enforcement Water Resources/Hazardous Waste Parent Child & Family Health Strengthening Families Admin Substance Abuse Services Total Special Revenue Funds Internal Service Funds Internal Services Total Internal Service Funds Total Health Department — — — — — — — 45,000 45,000 — 632,380 788,160 1,045,240 1,449,980 598,700 — 639,430 1,487,770 79,940 29,030 54,000 3,323,480 166,550 — 10,294,660 — — 10,339,660

— — — — — — 1,237,540 — — 1,003,610 845,280 — — — — 3,086,430 — — 3,139,810

Federal

18,380 — — 35,000 — — — — 53,380

Fund Balance

Pierce County 2022-23 Biennial Budget

— — 18,112,610

— 1,861,610 727,020 4,752,290 — 1,974,940 — — 1,351,700 332,190 1,548,730 516,610 2,606,570 318,040 — 15,989,700

254,790 — 469,330 318,670 — 249,780 830,340 — 2,122,910

State

— — 7,219,580

— 411,260 198,110 851,570 — 876,150 — — 1,199,750 253,340 — 123,460 1,185,140 275,790 — 5,374,570

220,920 — 409,210 276,310 — 218,080 720,490 — 1,845,010

— — 1,111,580

— 64,120 30,650 131,130 — 135,300 — — 181,330 39,190 — 19,100 183,320 42,660 — 826,800

34,190 — 62,960 42,740 — 33,510 111,380 — 284,780

Pierce County City of Tacoma Health Pool Health Pool

FUNDING SOURCES

— — 1,894,990

— — — — — 120,000 — — 1,100,140 — 80,150 592,700 — — — 1,892,990

— — — — — 2,000 — — 2,000

Pierce County Special

— — 1,348,500

— — 458,140 159,880 — 542,000 — — 50,000 — 138,480 — — — — 1,348,500

— — — — — — — — —

City of Tacoma Special

468,000 468,000 44,169,180

— — — — — — 10,650,590 — — 5,555,800 2,787,960 6,100,860 — — 13,783,000 38,878,210

— — — 1,219,030 2,300,000 2,760 67,870 1,233,310 4,822,970

Lic/Permits Fees/Misc Contribution

— — 1,289,010

— — — — — — 989,010 — — — — 300,000 — — — 1,289,010

— — — — — — — — —

Other Financing Sources

468,000 468,000 88,624,920

— 2,969,370 2,202,080 6,940,110 1,449,980 4,247,090 12,877,140 639,430 5,370,690 7,264,070 5,429,630 7,706,730 7,298,510 803,040 13,783,000 78,980,870

528,280 — 941,500 1,891,750 2,300,000 506,130 1,730,080 1,278,310 9,176,050

Total 2022-23 Funding Sources

Tacoma-Pierce County Health Department

485

General Fund Office of the Director Business Support Services Human Resources Insurance Premiums Information Technology Office of Asmnt Planning & Improv Centers for Excellence Vital Records Cross Collaborative Initiatives Total General Fund Special Revenue Funds Communicable Disease Admin Communicable Disease Network STD/HIV Disease Control CD Epidemiology Public Health Emergencies Behavioral & Emotional Health Environmental Health Admin Food & Community Safety Public Health Emergency Response Conditions for Health Onsite Sewage/Surface Water Waste Mgmt/Code Enforcement Water Resources/Hazardous Waste Parent Child & Family Health Strengthening Families Admin Substance Abuse Services Total Special Revenue Funds Internal Service Funds Internal Services Total Internal Service Funds Total Health Department

486

9.40 15.50 6.75 — 10.00 11.83 3.98 8.00 5.00 70.46 4.00 5.93 7.66 20.31 4.55 12.65 4.00 35.65 2.00 12.85 21.76 15.30 24.04 21.55 6.50 35.75 234.50 2.50 2.50 307.46

4.00 8.55 7.79 18.91 4.70 11.90 4.00 35.65 2.00 12.85 21.76 15.30 24.04 22.30 6.50 35.75 236.00 2.50 2.50 308.96

2023 FTE

9.45 15.50 6.75 — 10.00 11.77 3.99 8.00 5.00 70.46

2022 FTE

407,140 407,140 49,180,990

814,540 1,267,540 1,118,060 3,296,460 787,630 2,006,250 823,140 5,125,130 343,080 2,102,810 3,326,000 2,487,700 3,460,730 3,456,650 1,287,950 4,828,950 36,532,620

2,148,130 2,497,850 1,153,330 — 1,865,480 2,168,040 651,380 906,210 850,810 12,241,230

Salary

183,520 183,520 20,071,460

327,580 432,180 407,690 1,339,030 247,130 768,910 379,030 2,165,090 185,370 871,110 1,280,310 1,090,030 1,543,920 1,350,700 545,800 2,107,500 15,041,380

722,040 1,119,810 473,880 — 753,890 788,380 252,600 425,360 310,600 4,846,560

Benefits

590,660 590,660 69,252,450

1,142,120 1,699,720 1,525,750 4,635,490 1,034,760 2,775,160 1,202,170 7,290,220 528,450 2,973,920 4,606,310 3,577,730 5,004,650 4,807,350 1,833,750 6,936,450 51,574,000

2,870,170 3,617,660 1,627,210 — 2,619,370 2,956,420 903,980 1,331,570 1,161,410 17,087,790

Total Salary & Benefits

(1,123,280) (1,123,280) 16,592,610

221,850 593,750 175,040 724,800 85,120 473,630 172,450 1,719,020 — 1,157,250 772,580 616,000 947,840 759,010 437,090 3,575,260 12,430,690

523,260 940,600 392,250 585,580 1,456,140 397,230 152,490 569,250 268,400 5,285,200

Operations & Maintenance

EXPENDITURES

— — 1,289,010

— — — — — — — 989,010 — — 300,000 — — — — — 1,289,010

— — — — — — — — — —

Other Financing Uses

919,400 919,400 1,490,850

— — — — — — — 223,860 — 27,590 — — — — — — 251,450

— — — — 320,000 — — — — 320,000

Capital Outlay

— — —

(1,363,970) 160,540 119,070 375,290 78,420 262,410 (1,374,620) 630,650 — 287,850 376,530 293,540 416,700 465,540 (1,607,240) 879,290 —

— — — — — — — — — —

Division Management

81,220 81,220 —

— 492,110 371,020 1,156,390 251,680 686,360 — 2,024,380 110,980 857,820 1,194,330 942,360 1,330,560 1,199,620 123,850 2,392,000 13,133,460

(2,797,770) (4,435,160) (1,482,420) (569,770) (3,380,940) (1,429,180) 221,840 399,180 259,540 (13,214,680)

Support Services

468,000 468,000 88,624,920

— 2,946,120 2,190,880 6,891,970 1,449,980 4,197,560 — 12,877,140 639,430 5,304,430 7,249,750 5,429,630 7,699,750 7,231,520 787,450 13,783,000 78,678,610

595,660 123,100 537,040 15,810 1,014,570 1,924,470 1,278,310 2,300,000 1,689,350 9,478,310

Total 2022-23 Expenditures

Tacoma-Pierce County Health Department

Pierce County 2022-23 Biennial Budget

Capital Improvement Program Summary

The Capital Improvement Program section of the budget includes the programs that directly support the purchase and maintenance of County-owned properties, such as parks, Thun Field, Tacoma Narrows Airport, the County-City Building, the ferry system, roads, sewer systems, solid waste sites, and the County jail.

Funding Source

2022 - 2023

Percent of Total

Taxes/Fees Service Fees Grants and Contributions Unfunded Fund Balance

110,817,530 53,911,080 46,051,560 9,630,000 56,797,570 277,207,740

40.0 19.4 16.6 3.5 20.5 100.0

Total

2022 - 2023 Airports Emergency Management Ferry System General Administration Buildings Juvenile Court Parks and Recreation Roads Buildings and Facilities Sewer Division of Public Works Sheriff Sheriff's Corrections and Detention Center Solid Waste Management Surface Water Management Total

Pierce County 2022-23 Biennial Budget

Budget Page 13,270,240 500 5,400,000 504 4,651,000 506 57,058,740 510 218,000 520 59,082,250 522 1,000,000 526 74,515,560 528 13,411,550 532 4,808,600 536 4,127,000 538 39,664,800 541 277,207,740

487

Capital Improvement Program This page is intentionally left blank.

488

Pierce County 2022-23 Biennial Budget

Program Summaries Pierce County prepares the six-year Capital Facilities Plan and appropriates funding for the two years of the plan.

2022-23 Airports $558,510 4% $558,510 4%

$10,053,220 76%

$2,100,000 16%

Airports

State and federal grants fund 80% of Airport capital improvement costs in 2022-23. Other sources of funds include grants, airport fees, and property taxes. Project Assessment Runways Obstruction Removal Water System Total

2022-23 450,000 8,100,000

2024-27 — —

Total 450,000 8,100,000

2,620,240 2,100,000 13,270,240

— — —

2,620,240 2,100,000 13,270,240

Emergency Management FAA

WSDOT Aviation

Taxes/Fees

Unfunded

The Emergency Management Capital program includes upgrades to 19 tower sites of the 700MHz system. The Emergency Management funding source is primarily from service fees. Project Radio Infrastructure Total

2022-23 5,400,000 5,400,000

2024-27 — —

Total 5,400,000 5,400,000

Ferry The capital program for the Pierce County ferry system focuses on preservation and new capacity. Project Anderson Island Ferry Ketron Island Ferry Steilacoom Ferry Engine Total

Pierce County 2022-23 Biennial Budget

2022-23

2024-27

Total

2,058,000

4,000

2,062,000

85,000

2,211,000

2,296,000

608,000 1,900,000 4,651,000

— — 2,215,000

608,000 1,900,000 6,866,000

489

Capital Improvement Program Summaries

2022-23 General Administration Funding

$19,939,780 35%

$6,000,000 10%

$19,758,960 35%

$11,360,000 20%

REET

Taxes/Fees

Property Sales

Fund Balance

General Administration The capital program for General Administration Buildings is funded by 1st REET, taxes, and property sales. Project 2021 Carryover 112th Street 901 Building 920 Building 925 Building 950 Building 955 Building Annex Annex West CCB Election Center Fleet Garage Medical Examiner Mid-County Center Multiple Locations Soundview Sprinker Thun Field TPCHD Yakima Garage Total

2022-23

2024-27

Total

675,000 — — 7,200,000 — 1,500,000 2,000,000 3,350,000 2,730,100 9,673,000

— 1,196,000 1,000 — 334,000 256,000 — 208,000 389,000 8,492,200

675,000 1,196,000 1,000 7,200,000 334,000 1,756,000 2,000,000 3,558,000 3,119,100 18,165,200

10,000,000 —

— 342,000

10,000,000 342,000

5,607,610

1,000

5,608,610

650,000

—

650,000

12,001,830

7,252,420

19,254,250

1,496,200

4,000

1,500,200

—

698,320

100,000

—

100,000

75,000

—

75,000

—

25,000

57,058,740

19,198,940

76,257,680

Juvenile Court The capital program for Juvenile Court is funded by 1st REET. Project Remann Hall Total

490

2022-23 218,000 218,000

2024-27 4,000 4,000

Total 222,000 222,000

Pierce County 2022-23 Biennial Budget

Capital Improvement Program Summaries

Parks and Recreation

2022-23 Parks and Recreation 24,421,000 41%

2,971,500 5% 11,144,000 19%

1,275,000 2% 10,630,000 18% Grants Parks Impact Fees Parks REET Unfunded

1,110,750 2% 7,530,000 13% Donations Parks Sales Tax Transfers

The capital program for Pierce County Parks and Recreation Services is funded primarily by grants, fees, REET (2nd REET), and Park Sales Tax. Project Central

2022-23

2024-27

Total

$28,115,000

$58,713,000

Region South

$7,086,000 $24,805,000

$31,891,000

Region West

$6,666,000 $17,300,000

$23,966,000

Region Multiple

$2,945,000

Region North

Locations Systemwide Total

$30,598,000

$750,000

$3,695,000

$7,160,000 $6,500,000 $13,660,000 $4,627,250 $10,395,000 $15,022,250 $59,082,250 $87,865,000 $146,947,250

Road Buildings and Facilities

The capital program for Road Buildings and Facilities is funded by the County Road Fund. Project West County Maintenance Facility Total

2022-23

1,000,000 1,000,000

2024-27

— —

Total

1,000,000 1,000,000

Sewer Utility

The capital program for the Sewer Utility is funded by the Sewer Utility Construction Fund through revenues collected from ratepayers. The project list and associated expenditures are found in the Sewer Utility Construction/Reserve/Preservation Fund section of this document. The Sewer capital program expenditures for the 2022-23 Biennium are $74,515,560.

Pierce County 2022-23 Biennial Budget

491

Capital Improvement Program Summaries

Sheriff Facilities

Surface Water Management

The capital program for Sheriff’s facilities is funded by 1st REET and taxes. Project Annex West Firing Range Mountain Detachment Parkland Spanaway South Hill Thun Field Total

2022-23 2,500,000 1,773,000

2024-27 — —

Total 2,500,000 1,773,000

4,800,000

—

4,800,000

2,498,000 810,000 1,030,550 13,411,550

140,000 491,000 — 631,000

2,638,000 1,301,000 1,030,550 14,042,550

Sheriff’s Corrections Bureau and Detention Facilities

The capital program for Surface Water Management is funded primarily by grants, fees, and taxes. Specific projects can be found in the Surface Water Management Construction Fund section of this document. The Surface Water Construction capital program expenditures for the 2022-23 Biennium are $39,664,800.

2022-23 Surface Water Management $1,676,310 4%

$13,185,160 33%

$4,466,000 11%

The capital program for Sheriff’s Corrections is funded by 1st REET. Project Main Jail Other Total

2022-23 — 4,808,600 4,808,600

2024-27 39,000,000 529,000 39,529,000

Total 39,000,000 5,337,600 44,337,600

$12,422,830 32%

$7,914,500 20%

SWM Fees

Grants/Other

Flood Control Zone

REET

Fund Balance

Solid Waste Management

The capital program for Solid Waste Management is funded by the Solid Waste Management Fund (disposal fees). Project Purdy Station Prairie Ridge Station Total

492

2022-23 3,627,000

2024-27 —

Total 3,627,000

500,000 4,127,000

— —

500,000 4,127,000

Pierce County 2022-23 Biennial Budget

Capital Improvement Overview Introduction The Capital Improvement Program (CIP) is the operational implementation of the Capital Facilities Plan (CFP). The CFP is one of the elements of Pierce County's comprehensive plan that is required by Washington's Growth Management Act.

Growth Management Act (GMA) The GMA requires the CFP to identify public facilities that will be needed to address development expected to occur during the next six years. The CFP must identify the location and cost of the facilities and the sources of revenue that will be used to fund the facilities needed to support development. The CFP must be financially feasible; in other words, dependable revenue sources must equal or exceed anticipated costs. If the costs exceed the revenue, the County must reduce its level of service, reduce costs by implementing noncapital alternatives or other methods, or modify the land use element to bring development into balance with available or affordable facilities. Other requirements of the GMA mandate forecasts of future needs for capital facilities and the use of standards for level of service facility capacity as the basis for public facilities contained in the CFP. As a result, public facilities in the CFP must be based on quantifiable, objective measures of capacity, such as traffic volume capacity per mile of road or acres of park per capita.

Pierce County 2022-23 Biennial Budget

One of the goals of the GMA is to: "Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use..." In Pierce County, concurrency is required for sanitary sewer, septic and community systems, water, surface water, County roads, transit, and ferries. For these facilities, the following is required: 1) facilities serving the development to be in place at the time of development (or, for some types of facilities, that a financial commitment is made to provide the facilities within a specified period of time), and 2) such facilities have sufficient capacity to serve

493

Capital Improvement Overview development without decreasing level of service below minimum standards adopted in the CFP. The GMA requires concurrency for transportation facilities. For transportation facilities, concurrent with development means "improvements or strategies are in place at the time of development, or that a financial commitment is in place to complete the improvements or strategies within six years." GMA also requires public facilities and services to be "adequate." These public facilities and services include: streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, domestic water systems, storm and sanitary sewer systems, parks and recreational facilities, schools, fire protection and suppression, law enforcement, public health, education, recreation, environmental protection, and other governmental services. The County's development regulations, initially adopted July 1995, implement the plan and provide detailed regulations and procedures for implementing the requirements of the plan. The purpose of the CFP is to use sound fiscal policies to provide adequate public facilities consistent with the Land Use Element on a schedule concurrent with, or prior to, the impacts of development in order to achieve and maintain adopted standards for level of service, and to exceed the adopted standards, when possible. There are several reasons to plan for capital facilities: 1) growth management, 2) good management, 3) prioritizing employment centers, 4) phasing of urban growth, and 5) eligibility for grants and loans. A. Growth Management. 1.

A CFP is required by the GMA. The CFP is one of six required elements of the local government's comprehensive plan.

2. Capital facilities plans are required in a comprehensive plan to: a. Provide capital facilities for land development that is envisioned or authorized by the land use 494

element of the comprehensive plan. b. Maintain the quality of life for existing and future development by establishing and maintaining standards for the level of service of capital facilities. c. Coordinate and provide consistency among the many plans for capital improvements, including: (1)

Other elements of the comprehensive plan (i.e., transportation, land use, and utilities elements);

(2) Plans and other studies of the local government; (3) Plans for capital facilities of state and regional significance; (4) Plans of other adjacent local governments; and, (5) Plans of special districts. d. Ensure the timely provision of adequate facilities as required by the GMA. e. Document capital projects and their financing (including projects to be financed by impact fees and real estate excise taxes that are authorized by the GMA). 3. The CFP is the element that makes the rest of the comprehensive plan real. By establishing Level of Service (LOS) as the basis for providing capital facilities and for achieving concurrency, the CFP determines the quality of life in the community. Funding sources identified in the CFP are assumed to be commitments by the County. If any of these commitments for concurrency related improvements cannot be fulfilled, the County must make adjustments in the land use plan, find Pierce County 2022-23 Biennial Budget

Capital Improvement Overview non-capital alternatives, or use other methods to meet the need, or modify the LOS standard. In this way, the CFP can affect the size and configuration of an urban growth area. B. Good Management. Planning for major capital facilities and their costs enables Pierce County to: 1.

Demonstrate the need for facilities and the need for revenues to pay for them; 2. Estimate eventual operation and maintenance costs of new capital facilities that will impact the budget; 3. Take advantage of sources of revenue (i.e. grants, impact fees, real estate excise taxes) that require a CFP in order to qualify for the revenue; and, 4. Get better ratings on bond issues when the County borrows money for capital facilities (thus reducing interest rates and the cost of borrowing money). C.

Prioritizing Employment Centers. Creating a jobs-based economy for Pierce County is one of the major goals of this Comprehensive Plan. Policies in the Economic Development and Land Use Elements direct the Capital Facilities Element to give priority to providing public facilities and services to locations identified as designated Employment Centers. The Employment-Based Planned Community land use designation includes suitable areas for commercial/industrial acreage; however, the provision of public facilities and services to these areas is the responsibility of the developer of the project site. Employment Centers are identified in the Economic Development Element of the Comprehensive Plan. Changes to the list and locations of Employment-Based Planned Communities and Employment Centers are based upon amendments to the Comprehensive Plan and annexation or incorporation.

Pierce County 2022-23 Biennial Budget

D. Phasing of Urban Growth. The countywide Planning Policies for Phasing of Development within the urban growth area call for the County and each municipality to seek to direct growth as follows: 1.

First to centers and urbanized areas with existing infrastructure capacity;

2. Second to areas that are already urbanized such that infrastructure improvements can be easily extended; and, 3. Last to areas requiring infrastructure improvements.

major

In addition, the countywide Planning Policies provide direction regarding provision of infrastructure as follows: 4. Capital facilities plans shall identify existing, planned, and future infrastructure needs within urban growth areas. 5. The County and each municipality in the County should identify appropriate levels of service and concurrency standards that address schools, sewer, water, and parks. 6. The County and each municipality in the County shall identify appropriate levels of service and concurrency standards that address roads. E. Eligibility for Grants and Loans. The State of Washington Department of Commerce’s Public Works Trust Fund requires that local governments have some type of CFP in order to be eligible for loans. Some other grants and loans have similar requirements, or give preference to governments that have a CFP.

Recurring and Non-Recurring Capital Improvements Recurring capital improvements are non-major repairs and maintenance, and minor upgrades. Pursuant to the Washington Budgeting, Accounting, and Reporting System (BARS), these 495

Capital Improvement Overview expenditures are generally coded in spend categories beginning with 35 (minor equipment) or 48 (repairs and maintenance). These expenditures are excluded from the CFP. Examples include IT hardware and software upgrades, Sheriff’s patrol aircraft and K-9 units, chairs, and printers.

Dollars (Million)

Repairs and Maintenance Costs $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $.0 2016-17 2018-19 2020-21 2022-23 Estimate Budget

A “non-recurring capital improvement” for the CFP expenditure must be for the acquisition of a physical asset which has a useful life of at least 10 years. Excluded from the definition are items such as vehicles, office and data processing equipment, other equipment items (unless they are an integral part of the larger physical improvement), and normal repairs and maintenance. Also, projects with a total expenditure of less than $150,000 are excluded from the CFP, but are included here in order to maintain consistency with the adopted budget. Projects funded by real estate excise tax (REET) or the General Fund are usually budgeted and managed by the Facilities Management Department.

Process The Plan is updated to reflect a new six-year timeframe, current population projections, and changes to proposed capital improvement projects. The County uses population estimates prepared annually by the Washington State Office of Financial Management (OFM) and extrapolated (straight line) for future years.

496

The Capital Improvement Program in this budget document sets the first year based on the County authorized capital program expenditures. Capital projects are prepared and submitted by the departments. The Finance and the Planning and Public Works Departments coordinate preparation and publication of the plan. The County Executive approves the draft plan and forwards it to the Planning Commission. The Planning Commission reviews the draft, holds hearings in which some departments may be asked to provide additional explanation and detail, and then forwards the plan to the County Council with recommendations. After Council Committee hearings, the County Council adopts the CFP by resolution concurrent with the operating budget.

Prioritization The County Executive and County Council establish policies and priorities to meet service and public policy goals. Generally, preservation and maintenance of existing, essential public facilities are the highest priority followed by upgrades and expansion to meet LOS and concurrency goals. Some projects must be undertaken to meet external mandates, such as National Pollutant Discharge Elimination System (NPDES) or to take advantage of grant opportunities. Each applicable department prepares six-year (14 in the case of the Ferry System) project plans and budgets to meet these goals. The County Executive, County Council, and departments are also guided by specific master plans such as the Parks, Recreation, & Open Space Plan, and other long range and community plans. Since current and anticipated revenues are limited, many projects do not receive funding. However, these unfunded projects are listed in the complete CFP in order to inform future deliberations.

Pierce County 2022-23 Biennial Budget

Capital Improvement Overview

Total Capital Facilities Plan (Excluding Transportation Improvement Program) (Dollars in Thousands)

234,000 146,152

154,416

2016-17

2018-19

2020-21

277,208

2022-23

The following departments have capital expenditures budgeted for 2022 through 2027.

Capital Improvement Project Summary Airports Emergency Management Ferry System General Admin Buildings Juvenile Court Parks and Recreation Roads Bldgs and Facilities Sewer Utility Sheriff Sheriff's Corrections and Detention Center Solid Waste Management Surface Water Management Total

2022 5,065,240 5,400,000 3,353,000 49,216,760 218,000 30,433,500 550,000 44,355,280 12,381,000

2023 8,205,000 — 1,298,000 7,841,980 — 28,648,750 450,000 30,160,280 1,030,550

2024 — — 172,000 9,039,130 1,000 20,595,000 — 26,952,000 630,000

2025 — — 2,043,000 9,208,810 1,000 21,061,000 — 29,775,000 —

2026 — — — 311,000 1,000 28,489,000 — 46,482,000 —

2027 — — — 640,000 1,000 17,720,000 — 17,811,000 1,000

918,600

3,890,000

1,520,000

38,004,000

4,000

1,000

2,500,000 21,873,930 176,265,310

1,627,000 17,790,870 100,942,430

— 27,002,650 85,911,780

— 27,615,000 127,707,810

— 22,636,000 97,923,000

— 22,294,280 58,468,280

2022-23 Capital Improvement Projects Sources of Funds The sources of funds for capital improvement projects have been grouped into five major categories: Taxes/Fees - This source of revenue includes non-dedicated taxes and fees such as sales tax, property tax, court fines, licenses, and permits. This category also includes dedicated taxes and fees such as park impact fees, park sales tax, and gas taxes. Service Fees - These fees are for specific services provided. Examples are 911, golf course fees, sewer fees, and surface water management fees. Pierce County 2022-23 Biennial Budget

Grants & Contributions - This source of revenue includes federal, state, and city contributions for specific projects or purposes. Examples include road funds, parks donations and grants, behavioral health and human services grants, and the City of Tacoma portion of the CountyCity Building. Bonds – This source is interest bearing debt issued by the County. Intergovernmental Loans - This category is used for loans from one department to another, or from a tax/fees fund to a user fee (enterprise) fund.

497

Capital Improvement Overview

Capital Improvement Source of Funds Taxes/Fees Service Fees Grants and Contributions Bonds Unfunded Fund Balance Total

2022 68,557,560 33,502,790 25,551,980 — 3,615,000 45,037,980 176,265,310

2023 42,259,970 20,408,290 20,499,580 — 6,015,000 11,759,590 100,942,430

2024 25,326,030 22,112,580 20,016,050 — 16,917,700 1,539,420 85,911,780

2025 29,418,990 24,499,380 19,356,000 — 48,857,820 5,575,620 127,707,810

2026 25,031,500 33,457,750 10,153,500 — 15,706,000 13,574,250 97,923,000

2027 24,833,280 17,811,000 10,836,000 — 4,938,000 50,000 58,468,280

2022-23 Impact on the Operating Budget Each subsection provides a forecast of the future maintenance and operating costs of capital improvement projects. The impacts of each project are presumed to begin in the year after the year in which the project is completed. Since it is not possible to forecast the completion date of each project, impacts have not been developed for any portion of the year in which the project is completed. The forecast of operating impacts is included because the substantial cost impacts of some facilities may be a factor in the County's decision to construct the project. No “financing plan” is offered for the operating costs, and the County will be obliged to identify revenue to pay for such costs. Some of the revenue may come from increases to the tax base that accompany the new development that created the need for the capital facility. There is no assurance, however, that the increased tax

498

revenue from new development will be sufficient to pay for the cost of operating the new facilities. The operating impact costs reflect the amount by which each future year's operating budget will increase compared to the current operating budget. The same project is shown to have the same annual impact on each succeeding year's operating budget. Sometimes, the completion of a capital improvement project will result in savings in operating costs, rather than incur new costs. In other instances, such as maintenance, renovation or repair projects, there will be no impact on operating costs. For some projects the operating impact of the capital improvement project cannot be calculated because of too many unknown factors, such as final configuration and type of facility, realignment of staffing, or the amount of shared infrastructure with current facilities. The departments in the table (shown on the next page) are those that are able to estimate impacts at this time.

Pierce County 2022-23 Biennial Budget

Capital Improvement Overview

Capital Improvement Impact on the Operating Budget Airports Emergency Management Ferry System General Admin Buildings Juvenile Court Parks and Recreation Roads Bldgs and Facilities Sewer Utility Sheriff Sheriff's Corrections and Detention Center Solid Waste Management Surface Water Management Total

2022 — — — — — — — 1,200 —

2023 — 250,000 — — — — — 12,500 —

2024 1,000 300,000 — — — — — 70,150 —

2025 1,000 300,000 — — — — — 126,320 —

2026 1,000 300,000 — — — — — 252,610 —

2027 1,000 300,000 — — — — — 257,860 —

—

— — 1,200

— — 262,500

— — 371,150

— — 427,320

— — 553,610

— — 558,860

In closing, this document contains summary capital improvement information, and only includes projects for 2022-2023. Plans for 2023 through 2027 are available in the CFP for 2022 to 2027. The complete CFP and Transportation Improvement Program (TIP) documents are available at the following links. 

Capital Facilities Plan (CFP): http://www.piercecountywa.org/CFP



Transportation Improvement Program (TIP): http://www.piercecountywa.org/TIP

Pierce County 2022-23 Biennial Budget

499

2022-23 Capital Improvement Projects

AIRPORTS The two County airports provide general and corporate aviation access to the east and western parts of Pierce County. The airports are to remain open 24 hours a day, 365 days a year and be available for day-today service and emergency response/search and rescue support as needed. Adequate Public Facilities: It is the intent of the County Capital Facilities Plan that adequate Planning and Public Works Department facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County's inability to maintain level of service standards for the Planning and Public Works Department facilities.

Tacoma Narrows Airport

Pierce County Airport – Thun Field

2022-23 Capital Projects

Environmental Assessment Project Number Location Links Description Need Notes Total Funds Annual M&O

500

P-111002 Thun Field Dependent on completion of Master Plan. Assessment to determine environmental impacts of projects identified in the preceding Master Plan. Required by FAA. 2022 450,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Obstruction Removal Project Number Location Links Description Need Notes Total Funds Annual M&O

6804 Tacoma Narrows Airport Dependent on Environmental Assessment. Remove obstruction surrounding the airport. Required by FAA. 2022 1,965,240 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

2025 — —

2026 — —

2027 — —

Obstruction Removal Project Number Location Links Description Need Notes Total Funds Annual M&O

P-111350 Thun Field Dependent on completion of Environmental Assessment. Remove obstruction surrounding the airport. Required by FAA. 2022 — —

2023 655,000 —

2024 — —

Taxiway Relocation (Construction) Project Number Location Links Description Need Notes

P-111349 Tacoma Narrows Airport Dependent on completion of Environmental Assessment. Construction phase for relocation/removal of stormwater facility and relocation/expansion of several taxiways to meet FAA standards. Required by FAA. 2022

Total Funds Annual M&O

— —

2023 7,550,000 —

2024

2025 — —

2026 — —

2027 — —

— —

Taxiway Relocation (Design) Project Number Location Links Description Need Notes Total Funds Annual M&O

P-111004 Tacoma Narrows Airport Dependent on completion of Environmental Assessment. Design phase for relocation/removal of stormwater facility and relocation/expansion of several taxiways to meet FAA standards. Required by FAA. 2022 550,000 —

Pierce County 2022-23 Biennial Budget

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

501

2022-23 Capital Improvement Projects

TIW Water System Improvements Project Number Location Links Description Need

6511 Tacoma Narrows Airport

Expand the pump house capacity, add two water reservoirs, two fire pumps, additional water meters, and three booster pumps. The current water system is nearing capacity and fire pumps are needed to ensure safety. The purpose of this project is to improve the safety and increase the capacity of the water system to meet the demands of current and potential airport tenants.

Notes Total Funds Annual M&O

2022 2,100,000 —

2023 — —

2024 — 1,000

2025 — 1,000

2026 — 1,000

2027 — 1,000

2025 — — — — —

2026 — — — — —

2027 — — — — —

2025 1,000

2026 1,000

2027 1,000

SOURCE OF FUNDS FAA WSDOT Aviation Transfers Unfunded Total Sources

2022 2,668,720 148,260 148,260 2,100,000 5,065,240

2023 7,384,500 410,250 410,250 — 8,205,000

2024 — — — — —

TOTAL ANNUAL M&O Total Costs

502

2022 —

2023 —

2024 1,000

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Relation to Growth Management Act The GMA recognizes general aviation airports as essential public facilities and requires that the capital needs of these facilities considered in the Comprehensive Plan and Capital Facilities Plan.

Airports Level of Service1 Aircraft Operations Usage

Aircraft Operations

Net Reserve

Capacity

or (Deficiency)

Thun Field 2021 Estimated

150,000

46,000

150,000

38,400

122,300

150,000

27,700

2021 Estimated

87,000

230,000

143,000

2022-2026: Growth

20,200

Total as of 2025

89,800

230,000

140,200

230,000

137,500

2021-2026: Growth Total as of 2025 2027-2031: Growth Total as of 2030

104,000 8,020 111,600 8,800

Tacoma Narrows

2027-2031: Growth Total as of 2030 1

2,200 92,500

This metric indicates takeoffs and landings.

Pierce County 2022-23 Biennial Budget

503

2022-23 Capital Improvement Projects

EMERGENCY MANAGEMENT The mission of the Department of Emergency Management (DEM) is the preparation of Pierce County for disaster through public education, training, and planning; the support of a system of emergency medical and trauma care; the prevention of fires through inspection, plan review, education, and investigation; and the administration of radio communication needs; including subscriber equipment, public safety vehicle installations, and radio infrastructure. Adequate Public Facilities: It is the intent of the County CFP that adequate DEM facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County's inability to maintain level of service (LOS) standards for DEM facilities.

2022-23 Capital Projects

Distributed Antenna System for the County-City Building Campus Project Number Location Links Description Need Notes

504 CCB/JAIL DAS Project County-City Building (CCB) Implement an antenna system connected to the 700 MHz radio system to expand coverage on the CCB campus. Better communications at the CCB campus. 2022 2,100,000 —

Total Funds Annual M&O

2023 — 250,000

2024 — 250,000

2025 — 250,000

2026 — 250,000

2027 — 250,000

Multiprotocol Label Switching (MPLS) Upgrade to 700MHz System Project Number Location Links Description Need Notes Total Funds Annual M&O

504

MPLS 19 Radio Communications Tower Sites throughout Pierce County Routing technique that directs data from one node to the next based on short path labels-T-1 to IP based platform. Requirement to accept the next communications system upgrade scheduled for September 2023. 2022 3,300,000 —

2023

2024 — —

— 50,000

2025

2026

— 50,000

2027 — 50,000

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS Fund Balance Total Sources

2022 5,400,000 5,400,000

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

2025 300,000

2026 300,000

2027 300,000

TOTAL ANNUAL M&O Total Costs

2022 —

2023 250,000

2024 300,000

Relation to Growth Management Act The Department of Emergency Management (DEM) provides a variety of services to both unincorporated and incorporated areas within Pierce County. Those services consist of emergency preparedness training, hazard mitigation, fire prevention activities, County radio communications, and administration of emergency medical services. DEM operates the Emergency Operations Center (EOC) during incidents and events, such as major flooding, windstorms, earthquakes, and other emergency incidents. Additionally, DEM provides contract services for emergency management activities to cities and towns within Pierce County which require additional administrative and programmatic support. The Urban Search and Rescue warehouse houses the logistical support staff and the full cache of the Pierce County-sponsored Task Force. The Fire Prevention Bureau is in the Public Services Building (Annex). The Bureau is responsible for conducting fire inspections, inspections of business, issuance of permits, reviews of plans, and providing a public education program on fire safety and prevention for the benefit of all in the County. The 2022 Proposed LOS of .077 Sq. Ft. per capita, results in a reserve of 15,894 Sq. Ft. of building capacity. This LOS allows for the capacity required for equipment and program supply storage, this LOS accurately reflects the true need of the Department to provide on-going service to residents of Pierce County. Population-Pierce County

917,100

Population-City of Tacoma

(214,700)

Population-City of Lakewood

(60,330)

Net Population

642,070

Square Footage

65,333

LOS per capita

0.0983

Proposed LOS per capita Reserve Sq. Ft.

Pierce County 2022-23 Biennial Budget

0.077 15,894

505

2022-23 Capital Improvement Projects

FERRY SYSTEM The Pierce County ferry system provides sole, essential public ferry transportation between the town of Steilacoom, Anderson Island, and Ketron Island. The overriding performance goals are to provide a 90-plus percent on-time ferry service during scheduled ferry runs and to be prepared to provide emergency service whenever requested. The Pierce County ferry system includes two ferry vessels, two ferry terminals, and three ferry docks. Adequate Public Facilities: It is the intent of the County Capital Facilities Plan (CFP) that adequate Planning and Public Works Department facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County's inability to maintain level of service standards for Planning and Public Works Department facilities. Additional details are provided in the Transportation Improvement Program incorporated by reference herein.

2022-23 Capital Projects

Anderson Island Ferry Landing Apron Resurfacing Project Number Location Links Description Need Notes Total Funds Annual M&O

6931 Anderson Island Install new non-skid surface on apron. Current non-skid surface is worn. 2022 92,000 —

2023 4,000 —

2024 — —

2025 — —

2026 — —

2027 — —

2026 — —

2027 — —

Ketron Island Ferry Landing Apron Resurfacing Project Number Location Links Description Need Notes Total Funds Annual M&O

506

6932 Ketron Island Install new non-skid surface on apron. Current non-skid surface is worn. 2022 — —

2023 15,000 —

2024 65,000 —

2025 4,000 —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Steilacoom Ferry Landing Apron Resurfacing Project Number Location Links Description Need Notes

6933 Steilacoom Install new non-skid surface on apron. Current non-skid surface is worn. 2022 85,000 —

Total Funds Annual M&O

2023 4,000 —

2024 — —

2025 — —

2026 — —

2027 — —

Anderson Island Ferry Landing Apron Hinge Rehabilitation Project Number Location Links Description Need Notes

6937 Anderson Island Rehabilitate landing apron hinge assemblies. Current hinge assemblies are worn and will need to be rehabilitated to ensure proper function of the apron. 2022 70,000 —

Total Funds Annual M&O

2023 300,000 —

2024 4,000 —

2025 — —

2026 — —

2027 — —

Steilacoom Ferry Landing Transfer Span Bearing Rehabilitation Project Number Location Links Description Need Notes Total Funds Annual M&O

6938 Steilacoom Replace three bearings. Current bearings are worn and will need to be replaced to ensure proper function of the transfer span. 2022 90,000 —

2023 425,000 —

2024

2025 — —

2026 — —

2027 — —

— —

Anderson Island Ferry Landing Transfer Span Bearing Rehabilitation Project Number Location Links Description Need Notes Total Funds Annual M&O

6941 Anderson Island Replace three bearings. Current bearings are worn and will need to be replaced to ensure proper function of the transfer span. 2022 125,000 —

Pierce County 2022-23 Biennial Budget

2023 500,000 —

2024

2025 — —

2026 — —

2027 — —

— —

507

2022-23 Capital Improvement Projects

Steilacoom Ferry Landing Cylinder and Bearing Replacement Project Number Location Links Description Need Notes

6934 Steilacoom Replace transfer span main hydraulic cylinder and bearings. Improve operation of transfer span. 2022

Total Funds Annual M&O

2023 4,000 —

2024 — —

2025 — —

2026 — —

2027 — —

— —

Ketron Island Ferry Landing Dolphins Project Number Location Links Description Need Notes Total Funds Annual M&O

6939 Ketron Island Replace dolphins. Current dolphins are worn and will need to be replaced to ensure proper function safe vessel landing. 2022 20,000 —

2023 50,000 —

2024 103,000 —

2025 2,039,000 —

2026

2027 — —

— —

Anderson Island Ferry Landing Parking Lot Project Number Location Links Description Need Notes Total Funds Annual M&O

6936 Anderson Island

Resurface and restore ferry vehicle loading lanes and parking lot. The work will involve planing, paving, slurry coat, striping, landscaping and non-motorized facilities. The current parking lot and loading lanes are in poor condition and need to be rehabilitated. 2022 967,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

M/V Christine Anderson Re-Power Project Number Location Links Description Need Notes Total Funds Annual M&O

508

6940 Christine Anderson Ferry Vessel Replace main engines with lower emission Tier 3/4 diesel engines. Current main engines are worn and do not meet EPA emissions requirements. 2022 1,900,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS County Road Fund Ferry Fares Grants Fund Balance Total Sources

2022 488,000 365,000 776,000 1,724,000 3,353,000

2023 1,298,000 — — — 1,298,000

2024 172,000 — — — 172,000

2025 2,043,000 — — — 2,043,000

2026 — — — — —

2027 — — — — —

2025 —

2026 —

2027 —

TOTAL ANNUAL M&O 2022 —

Total Costs

2023 —

2024 —

Relation to Growth Management Act The ferry system is a component of Pierce County’s transportation system and a required capital facilities component pursuant to the Growth Management Act. The LOS established for the ferry system is to maintain ferry capacity at 100% peak winter weekday demand.

Ferry System Level of Service¹

1 2

Capacity Demand

Capacity Available

Net Reserve

2021 Estimate

661

756

2022 to 2027: Growth2

Total as of 2027

746

756

This metric is average daily vehicle ridership. Based on one 54-car capacity boat at 98 runs per week. Based on current ridership trends.

Pierce County 2022-23 Biennial Budget

509

2022-23 Capital Improvement Projects

GENERAL ADMINISTRATION BUILDINGS Facilities Management maintains the County’s inventory of General Administration Buildings and a number of select buildings from non-general fund departments. The majority of General Administration buildings are located around the downtown Tacoma area, such as the County-City Building on Tacoma Avenue, and at the Annex campus, located at 2401 S 34th Street. Other facilities are located throughout the County.

General Administration departments and agencies include the following: Assessor-Treasurer

Assigned Counsel

Auditor

Communications

County Council

County Executive

District Court

Economic Development

Facilities Management

Finance (includes Fleet, Information Technology, Risk)

Health Department

Human Resources

Human Services

Medical Examiner

Parks Administration

Planning and Public Works

Prosecuting Attorney

South Sound 911

Superior Court

510

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

2022-23 Capital Projects

2021 Carryover Project Number Location Links Description

22-00006 Multiple Facilities Carryover funding for projects slated to be completed in 2021, but could run into change orders or construction delays.

Need Notes Total Funds Annual M&O

2022 675,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

2025 — —

2026 1,000 —

2027 — —

2025 300,000 —

2026 300,000 —

2027 300,000 —

2025 1,100,000 —

2026 — —

2027 — —

901 Building Demolition Project Number Location Links Description Need Notes Total Funds Annual M&O

20-00027 901 Building Demolition of the 901 Building including sidewalks and hazardous materials. Repairs exceed value and the building is unoccupied. 2022 — —

2023 — —

2024 — —

ADA Transition Plan Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00003 Multiple Facilities ADA Transition Plan updates and improvements.

2022 300,000 —

2023 300,000 —

2024 300,000 —

Armory Alley Project Number Location Links Description Need Notes Total Funds Annual M&O

20-00029 County-City Building Historical Building site cleanup and structural repairs.

2022 — —

Pierce County 2022-23 Biennial Budget

2023 — —

2024 — —

511

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

Multiple 112th Street Building feature, parking lot, garage, and security improvements.

2022 — —

2023 — —

2024 1,195,000 —

2025 — —

2026 1,000 —

2027 — —

Building and Site Improvements Project Number Location Links Description

22-00015 920 Fawcett Building 22-00019 Purchase of new building and associated parking lots. Design and construct modifications for tenant space requirements including connection to County network and security system installations.

Need Notes Total Funds Annual M&O

2022 7,200,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

2026 — —

2027 334,000 —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

TBD 925 Building Replace Roof.

2022 — —

2023 — —

2024 — —

2025 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

512

22-00016 950 Building 22-00017 Building space modifications for new tenant(s) space requirements in an area on the 2nd Floor to be vacated including connection to County network. Co-locates divisions of Finance into fewer buildings. 2022 1,500,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description

TBD 950 Building

Electrical updates, tenant improvements, exterior window upgrades, seal structural cracking, and restroom remodeling.

Need Notes 2022 — —

Total Funds Annual M&O

2023 — —

2024 256,000 —

2025 — —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00017 955 Building 22-00016 Building space modifications for Prosecuting Attorney's Office tenant spaces needs, Family Support Division. Co-locates divisions of Prosecuting Attorney's Office into fewer buildings. 2022 2,000,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description

22-00021 Annex 22-00013 Remodel of the Annex to accommodate Human Resources, training programs, and changes to adjacent spaces including Board of Equalization and common areas. Tenant improvements include modifications for tenant space requirements, updating building systems for current code, security, and updating finishes.

Need Notes Total Funds Annual M&O

2022 3,000,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description

Multiple Annex

Parking lot improvements, HVAC improvements, removal of abandoned wiring, lighting updates, and exterior door improvements.

Need Notes Total Funds Annual M&O

2022 350,000 —

Pierce County 2022-23 Biennial Budget

2023 — —

2024 52,000 —

2025 151,000 —

2026 3,000 —

2027 2,000 — 513

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description

Multiple Annex West

HVAC improvements, lobby renovation, controls and building management system upgrades, tenant improvements, and loading dock improvements.

Need Notes 2022 Total Funds Annual M&O

2023 2,730,100 —

— —

2024 36,000 —

2025 350,000 —

2026

2027 1,000 —

2,000 —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

Multiple County-City Building Building feature improvements.

2022 2,325,000 —

2023 — —

2024 3,658,000 —

2025 3,200,000 —

2026 2,000 —

2027 1,000 —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00019 County-City Building 22-00015, 22-00020 Design and remodel of the County-City Building 7th floor for law and justice functions.

2022 3,500,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

Building and Site Improvements Project Number Location Links Description

22-00020 County-City Building 22-00019 Remodel of the County-City Building 10th floor for office and meeting locations. Tenant improvements include modifications for tenant space requirements, updating building systems for current code, and updating finishes.

Need Notes Total Funds Annual M&O

514

2022 3,000,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

21-00036 County-City Building and Jail Facilities Install fire alarm system and update equipment.

2022 848,000 —

2023 — —

2024 531,200 —

2025 — —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

TBD Fleet Garage Replace electrical panels, replace exhaust vent and fan, and repair roof.

2022 — —

2023 — —

2024 1,000 —

2025 340,000 —

2026 1,000 —

2027 — —

Building and Site Improvements Project Number Location Links Description

Multiple Medical Examiner

Install new CT Scan, replace freezer, replace generator, improve parking lot, replace sewer pipes, and modify IT network room.

Need Notes Total Funds Annual M&O

2022 5,607,610 —

2023 — —

2024 — —

2025 1,000 —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description

22-00022 Soundview Tenant improvements for Human Services including modifications for tenant space requirements and associated changes to building systems and finishes.

Need Notes Total Funds Annual M&O

2022 1,000,000 —

Pierce County 2022-23 Biennial Budget

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

515

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description Need Notes

Multiple Soundview Building feature and parking lot improvements.

2022 — —

Total Funds Annual M&O

2023 496,200 —

2024

2025 4,000 —

2026 — —

2027 — —

— —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

TBD Sprinker Building feature improvements and replace tennis court lighting.

2022 — —

2023 — —

2024 32,500 —

2025 664,820 —

2026 1,000 —

2027 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00018 TBD - Auditor's Election Center 22-00013, 22-00021 Design and construction modifications for Auditor's Election Center requirements including network connections and security system installations. Election Center has outgrown its current location. 2022 10,000,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Consolidate Offices Project Number Location Links Description Need Notes Total Funds Annual M&O

516

20-00065 Multiple Facilities Construction to consolidate offices.

2022 522,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

Emergency Generator Project Number Location Links Description Need Notes Total Funds Annual M&O

17-00002 County-City Building and Jail Facilities Replace emergency generator.

2022 3,825,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Infrastructure Installations Project Number Location Links Description Need Notes

TBD Multiple Facilities Replace security video equipment and install EV charging infrastructure.

2022

2023 — —

Total Funds Annual M&O

2024 — —

2025 1,000 —

2026 1,000 —

2027 1,000 —

1,000 —

Project Management and Administrative Support Project Number Location Links Description Need Notes Total Funds Annual M&O

TBD Multiple Facilities Construction Project Managers to support projects.

2022 2,914,150 —

2023 3,015,680 —

2024 2,972,430 —

2025 3,075,990 —

2026

2027 — —

— —

Senior Center Roof Replacement Project Number Location Links Description Need Notes Total Funds Annual M&O

21-00041 Mid-County Senior Center Replace roof.

2022 — —

Pierce County 2022-23 Biennial Budget

2023 650,000 —

2024 — —

2025 — —

2026 — —

2027 — —

517

2022-23 Capital Improvement Projects

Structural Study Project Number Location Links Description Need Notes

TBD Yakima Garage Structural study to identify cause and solutions to mitigate further deterioration.

2022

2023 — —

Total Funds Annual M&O

2024 — —

— —

2025 25,000 —

2026

2027 — —

— —

Tacoma-Pierce County Health Department Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00023 TPCHD Evaluation of the facility needs of the Tacoma-Pierce County Health Department Replacement or rehabilitation of aging facility. 2022 75,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

Talon Office Building Remodel Project Number Location Links Description Need Notes Total Funds Annual M&O

20-00054 Thun Field

Remodel existing building to accommodate an administrative office and to provide emergency response support facilities including a meeting room, sleeping space, meal preparation/eating space, and bathroom/shower facility. Improve emergency response and coordination capability. 2022 100,000 —

2023

2024 — —

2025 — —

2026 — —

2027 — —

— —

Unanticipated Tenant Need Project Number Location Links Description Need Notes Total Funds Annual M&O

518

22-00009 Multiple Facilities Washington Clean Building Standard study, implementation, and unanticipated needs.

2022 475,000 —

2023 650,000 —

2024 — —

2025 — —

2026 — —

2027 — —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS REET Transfers Property Sales Unfunded Fund Balance Total Sources

2022 11,916,980 11,360,000 6,000,000 — 19,939,780 49,216,760

2023 7,841,980 — — — — 7,841,980

2024 2,972,430 — — 6,066,700 — 9,039,130

2025 3,075,990 — — 6,132,820 — 9,208,810

2026 — — — 311,000 — 311,000

2027 — — — 640,000 — 640,000

2025 —

2026 —

2027 —

TOTAL ANNUAL M&O Total Costs

2022 —

2023 —

2024 —

Relation to Growth Management Act In years past, the level of service (LOS) for General Administration Buildings was calculated using the most currently available population growth for incorporated and unincorporated Pierce County to calculate the project future office space needs for the general administrative function of the County. Given the dynamic nature of today’s and the future’s workforce and the variety of workspace utilization such as hoteling, job sharing, teleconferencing, telecommuting, and remote computer connectivity, an LOS calculation based on population growth is not relevant. Instead, continual assessment of General Administration operations, public services, and program needs is used to determine overall office space utilization and needs for the County.

Pierce County 2022-23 Biennial Budget

519

2022-23 Capital Improvement Projects

JUVENILE COURT The Pierce County Juvenile Court has jurisdiction over those juveniles within Pierce County who violate the criminal laws of this state or who are in need of protection and/or advocacy as a result of abuse, neglect, or abandonment. The Juvenile Court is responsible for the provision of probation, dependency, truancy, at-risk youth, court, detention, adoption, and support services. To facilitate the operation of these statutory mandates, the agency is organized into specific departments: Administrative Services, Court Services, Dependency, Detention, and Probation. All programs for the Pierce County Juvenile Court are currently located at 5501 6th Ave., Tacoma, also known as Remann Hall. These facilities are in poor condition and are not well suited for the program delivery. The Justice Center Planning Committee has analyzed the feasibility of consolidating and co-locating justice programs onto the downtown County campus on Tacoma Avenue. Adequate Public Facilities: It is the intent of the County CFP that adequate Court facilities and detention facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County’s inability to maintain level of service standards for court and detention facilities.

2022-23 Capital Projects

Building and Site Improvements Project Number Location Links Description

21-00045 Remann Hall

Replace sections of roof, replace and update HVAC, create additional parking, grounds and maintenance electrical, exterior wall water leaks, main sewer line replacement, ADA updates, remove swimming pool, update lighting, and renovate restrooms.

Need Notes Total Funds Annual M&O

520

2022 218,000 —

2023 — —

2024 1,000 —

2025 1,000 —

2026 1,000 —

2027 1,000 —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS Unfunded Fund Balance Total Sources

2022 — 218,000 218,000

2023 — — —

2024 1,000 — 1,000

2025 1,000 — 1,000

2026 1,000 — 1,000

2027 1,000 — 1,000

2025 —

2026 —

2027 —

TOTAL ANNUAL M&O Total Costs

2022 —

2023 —

2024 —

Relation to Growth Management Act The 2022 proposed LOS is 0.071 beds per 1,000 population. This was derived from 65 beds per 2021 countywide estimated population of 917,100. This is a decrease of 0.002 beds per 1,000 population from 2020.

Pierce County 2022-23 Biennial Budget

521

2022-23 Capital Improvement Projects

PARKS AND RECREATION Created in 1958, Pierce County Parks and Recreation Services provides park and recreation services to the residents of Pierce County, focusing on the unmet needs of residents living in unincorporated areas. The Department is divided into three divisions: Resource Stewardship, Parks and Recreation, and Administrative Services. Pierce County owns and manages 5,225 park-land acres that are the subject of level of service (LOS) under the Growth Management Act (GMA).

Cross Park & Frederickson Community Center

Adequate Public Facilities: It is the intent of the County CFP that adequate recreation opportunities, parks, trails, and open space facilities be available to County residents.

2022-23 Capital Projects Additional projects that are planned for a future date beyond the 2022-23 biennial budget for Parks and Recreation are listed in the Parks and Recreation section of the Capital Facilities Plan for 2022-27. Parks and Recreation capital projects for 2022-23 are listed on the following page.

522

Pierce County 2022-23 Biennial Budget

25 26 27

12 13 14 15 16 17 18 19

8 9 10

1 2 3 4 5 6

ADA Transition Plan Improvements Ashford County Park Emergency Trail Repair Buckley Forestland Preserve Public Access Carbon River Valley Improvements Central Region New Park CCRP - Chambers Creek Canyon Trail Extension CCRP - Event Lawn Electrical Extension and Covered Event Shelters Countywide Planning Cross Park Phase 2 Foothills Trail - Bridge at White River Foothills Trail - Cascade Junction to Carbonado Extension Foothills Trail - Preservation & Safety Improvements Foothills Trail - Puyallup Trailhead Expansion Frontier Park ADA Paths Frontier Park Horse Arena Cover Frontier Park Horse Arena Footings Frontier Park Water System Repair Gonyea Playfield Improvements Hopp Farm Park Key Pen/PenMet Park Districts Regional Park Project Partnership Key Pen/PenMet Park Districts Regional Trail Project Partnership Mayfair Playfield Improvements Meridian Habitat Park & Community Center Improvements North Lake Tapps Park - Parking and Water Access Improvements North Region Mountain Bike Park Orangegate Park Park & Trail Acquisitions Park and Trail Preservation, Rehabilitation and Emergencies Parkland Community Trail Park and Trail Master Plans, Feasibility Studies, and Studies

Project

195,750

— 696,513

— — — —

813,924

— —

—

1,648,176 — 85,000 223,365 4,200 311,000 220,000 — —

— 540,243 8,401,782 —

263,500 100,000 241,500 — — 1,509,234

Prior Expenditures

200,000

150,000 3,000,000

— — 400,000 250,000

455,000

— 80,000

—

150,000 60,000 1,915,000 100,000 2,262,000 374,000 500,000 — —

— 75,000 200,000 266,000

1,596,500 200,000 250,000 — — 1,265,000

2022

200,000

200,000 —

— 800,000 1,850,000 250,000

2,120,000

— —

1,280,000

850,000 515,000 — 100,000 — — — — —

400,000 75,000 — —

480,750 — — 200,000 — —

2023

150,000

150,000 —

300,000 — 1,500,000 250,000

5,800,000

— 80,000

—

— 200,000 — — — — — 200,000 —

— 75,000 — —

350,000 — — 1,100,000 — —

2024

150,000

150,000 2,200,000

1,456,000 — — 250,000

700,000

— 820,000

—

750,000 250,000 — — — — — 1,150,000 300,000

400,000 75,000 400,000 —

1,460,000 — — — — —

2025

Capital Facilities Plan Project Spending Projections for 2022-2027

150,000

150,000 —

2,444,000 — — 250,000

—

— —

—

500,000 250,000 — — — — — — 350,000

— 75,000 300,000 —

350,000 — 915,000 — 3,750,000 —

2026

150,000

150,000 —

6,000,000 — 600,000 250,000

—

350,000 —

—

2,000,000 — — — — — — — 950,000

— 150,000 1,100,000 —

1,460,000 — 500,000 — — —

2027

1,000,000

950,000 5,200,000

10,200,000 800,000 4,350,000 1,500,000

9,075,000

350,000 980,000

1,280,000

4,250,000 1,275,000 1,915,000 200,000 2,262,000 374,000 500,000 1,350,000 1,600,000

800,000 525,000 2,000,000 266,000

5,697,250 200,000 1,665,000 1,300,000 3,750,000 1,265,000

6 Year Total

2022-23 Capital Improvements Projects

523

524

51 52 53

31 32 33 34 35 36 37 38 39 40

Paving Repairs and Replacements Picnic Shelters Pipeline Trail - Tacoma to South Hill Pipeline Trail Amenities Plateau Park Playgrounds Public Access Improvements Signage South Hill Community Trail South Region New Park Spanaway Regional Park - Lake Spanaway Golf Course Improvements Spanaway Regional Park - Spanaway Park Entry Improvements Spanaway Regional Park - Spanaway Park Fantasy Lights Maintenance Building Spanaway Regional Park - Spanaway Park Maintenance Shop Improvements Spanaway Regional Park - Spanaway Park Water Access Improvements Spanaway Regional Park - Sprinker Recreation Center Building and Programming Study & Building Improvements Spanaway Regional Park - Sprinker Recreation Center Hockey Team Rooms Spanaway Regional Park - Sprinker Recreation Center Outdoor Improvements Spanaway Regional Park - Sprinker Recreation Center Support & Maintenance Building Spanaway Regional Park - Sprinker Recreation Center Turf Ballfields Swan Creek Park - Pioneer Way Improvements White River Flume Trail Public Access Partnership Yelm Prairie Line Trail Connection to Roy Partnership Total

Project

— — 150,000 — 18,734,627

—

968,397

351,899

60,000

—

49,136

—

100,000 — 1,684,738 — — 36,270 — 80,000 — —

Prior Expenditures

— 50,000 620,000 55,000 30,433,500

300,000

7,725,000

2,250,000

1,165,000

—

120,000

—

50,000 300,000 3,500,000 — — 100,000 150,000 300,000 — —

2022

— — 1,400,000 — 28,648,750

825,000

8,315,000

—

3,000,000

—

900,000

618,000

—

50,000 — 3,660,000 300,000 60,000 100,000 100,000 — — —

2023

— — 250,000 — 20,595,000

—

3,400,000

—

750,000

200,000 200,000 2,000,000 2,250,000 740,000 200,000 400,000 50,000 — —

2024

2,000,000 250,000 — 21,061,000

—

200,000 200,000 2,500,000 — 3,750,000 1,600,000 50,000 — —

2025

Capital Facilities Plan Project Spending Projections for 2022-2027

8,665,000 200,000 — 100,000 28,489,000

—

200,000

250,000 40,000 2,000,000 — 3,150,000 100,000 100,000 50,000 400,000 3,750,000

2026

— 1,000,000 — 500,000 17,720,000

—

800,000

—

800,000

150,000 160,000 — — — 100,000 100,000 50,000 400,000 —

2027

10,665,000 1,250,000 2,520,000 655,000 146,947,250

1,125,000

16,040,000

2,250,000

7,565,000

800,000

900,000

618,000

120,000

1,750,000

900,000 900,000 13,660,000 2,550,000 7,700,000 600,000 2,450,000 500,000 800,000 3,750,000

6 Year Total

2022-23 Capital Improvements Projects

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS Grants Donations Parks Impact Fees Parks Sales Tax Parks REET Transfers Unfunded Fund Balance Total Sources

2022 7,230,000 435,000 13,211,000 1,676,500 5,366,000 1,000,000 1,515,000 — 30,433,500

2023 3,400,000 840,000 11,210,000 1,295,000 5,778,000 110,750 6,015,000 — 28,648,750

2024 4,150,000 — 5,405,000 950,000 1,390,000 — 8,700,000 — 20,595,000

2025 3,650,000 — 6,281,000 1,050,000 5,360,000 — 4,720,000 — 21,061,000

2026 3,600,000 — 5,689,000 1,860,000 1,950,000 — 15,390,000 — 28,489,000

2027 3,500,000 — 3,625,000 350,000 5,950,000 — 4,295,000 — 17,720,000

2026 —

2027 —

TOTAL ANNUAL M&O Total Costs

2022 —

2023 —

2024 —

2025 —

Relation to Growth Management Act The Pierce County Council adopted an update to the Park, Recreation & Open Space Plan (PROS Plan) in 2020. This plan is part of the County’s Land Use Plan under Growth Management. The PROS Plan identifies park system demand and needs and models revenues based on experienced and projected population. These factors and needs to maintain and improve the existing park system are used to prioritize capital improvements to the park system over 10 years. The adopted level of service (LOS) standard for Parks is based on an investment per capita.

Pierce County 2022-23 Biennial Budget

525

2022-23 Capital Improvement Projects

ROADS BUILDINGS AND FACILITIES Pierce County government, in accordance with Title 36 of the Revised Code of Washington (RCW), plans, constructs, operates, preserves, and maintains over 1,500 miles of roads and bridges within Pierce County, Washington. These public roads fall under the authority of the Pierce County Engineer and are supported by a myriad of funding combinations comprised of federal, state, and local taxes and private capital. Adequate Public Facilities: It is the desire of the County that adequate arterial road facilities be available no later than occupancy of each new development. However, the State Growth Management Act (GMA), as found in Chapter 36.70A RCW, and the Pierce County Code (PCC), as found in PCC Title 19 recognize that the development of arterial road facilities is a complex and time-consuming task, and therefore provide a six-year “grace period” after a road has failed concurrency to bring the road back within concurrency standards. For an arterial road to fail the road concurrency standards, the Service Standard (V/S) ratio for a road segment must be greater than the adopted Service Standard. In its most basic form, the Service Standard is a measure that attempts to quantify a public’s “acceptance” of a certain level of traffic congestion. If the Service Standard is exceeded on an arterial road segment, the arterial road segment has “failed” or “violated” the concurrency standards. This is also known simply as a road segment has failed concurrency. If the concurrency standards have been violated on an arterial road segment, mitigation must be implemented within six years of the failed concurrency date in order for development permits to continue to be approved in areas that are contributing to the traffic impact upon the failed arterial road segment. The concurrency system for arterial roads within Pierce County is used as a management tool. In accordance with the GMA, it is the intent of Pierce County that an arterial road system be constructed in a manner that accommodates growth and development in the County in accordance with its Comprehensive Plan. The monitoring of both current V/S ratios and projected V/S ratios (for the following six-year period) provides the County with a management tool to measure the adequacy of the County's arterial roads and aids in the decision making of where to focus future arterial road improvements. The use of traffic volumes (V), Service Thresholds (S), and an adopted Service Standard (V/S ratio) provides a consistent method for monitoring “concurrency levels” of all arterial road segments. Site-specific transportation impacts will be monitored and mitigated through the State Environmental Policy Act (SEPA) review process. To gauge the performance of the County arterial road system in relation to its ability to accommodate growth and development, Service Thresholds and a Service Standard are adopted as part of the Capital Facilities Plan.

526

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

2022-23 Capital Projects

West County Maintenance Facility (WCMF) Rehabilitation Project Number Location Links Description Need Notes

Total Funds Annual M&O

5995 13209 Goodnough Drive WCMF Rehabilitation (Replaces WCMF New Shop Project). Completion of the 2002 facilities plan. Current WCMF project scope includes construction of a metal pole building to provide covered workspace for maintenance technicians; limited remodeling to the main building/crew's quarters; and repair of the existing septic tank and drainfield system. 2022 550,000 —

2023 450,000 —

2024 — —

2025 — —

2026 — —

2027 — —

2025 — —

2026 — —

2027 — —

2025 —

2026 —

2027 —

SOURCE OF FUNDS County Road Funds Total Sources

2022 550,000 550,000

2023 450,000 450,000

2024 — —

TOTAL ANNUAL M&O Total Costs

2022 —

2023 —

2024 —

Relation to Growth Management Act The level of service (LOS) for County Roads is based on transportation concurrency and is detailed in the TIP, the Transportation Element of the Comprehensive Plan, and this document. The RCW requires that the TIP be published separately from the budget and capital improvement plan. There is no LOS specific to roads, buildings, and facilities.

Pierce County 2022-23 Biennial Budget

527

2022-23 Capital Improvement Projects

SEWER DIVISION OF PUBLIC WORKS The mission of the Sewer Division is to provide customers with high quality, cost effective, sanitary sewer services through the collection and treatment of wastewater generated from County service areas in accordance with applicable local, state, and federal permit requirements. Pierce County’s Urban Growth Area (UGA) is located above a sole source aquifer. Sewering of the urban growth areas of the County meets a 1969 compliance order issued by the US Environmental Protection Agency to mitigate impacts to the aquifer posed by on-site septic systems. Sewering within the UGA also meets Pierce County’s 2020 Comprehensive Plan goals. Chapter 13, Utilities Element Goal U-2 specifies to provide urban level facilities and services only within the designated Urban Growth Areas prior to or concurrent with development. The Sanitary Sewer and Wastewater Treatment Goal U-15states to provide sanitary sewers within the urban area. It is the intent of the County CFP that adequate wastewater collection and treatment facilities are made available no later than occupancy of each new development. The sewer service area is currently a 117-square mile area divided into 20 separate sub-basins. Expansion of the sewer collection system is accomplished through billed connections and new development paying for the construction and extension of new lines. The existing collection system carries wastewater Chambers Creek Regional Wastewater Treatment Plant to the Chambers Creek Regional Wastewater Treatment Plant (CCRWWTP), the City of Tacoma’s Central Wastewater Plant, or the Cascadia Wastewater Treatment Plant. The Sewer Division is reviewing reclaimed water opportunities. Use of reclaimed water would require additional treatment to meet current standards and a distribution system to deliver the product to potential customers. When perfected, this resource could potentially be used for irrigation of the Chambers Creek Regional Park and the Chambers Bay Golf Course. The Sewer Division also includes a Water Utility responsible for managing the Chambers Creek Properties water rights and water systems infrastructure. Currently, there are 2.62 million gallons per day (MGD) of identified municipal ground water rights held within the Properties. Water drawn is currently utilized for limited on-site irrigation. The Division is investigating wholesaling or leasing surplus water rights to outside agencies.

2022-23 Capital Projects

Sewer capital projects for 2022-23 are listed on the following page.

528

Pierce County 2022-23 Biennial Budget

26 27 28 29 30 31

12 13 14 15 16 17 18 19 20 21 22 23

1 2 3 4 5 6 7 8

136th Street and 62nd Avenue Extension 144th Street East Extension 208th Street East/Mountain Highway Extension B Street Interceptor Phase 3 B Street Interceptor Repair Brookdale Trunk Bypass Interceptor CCRWWTP - Biofilter Odor Control Replacement CCRWWTP - BNR - Aeration Basins Additional Blowers CCRWWTP - BNR - Aeration Basins Airflow Meters CCRWWTP - BNR - Aeration Basins Alkalinity Adjustment CCRWWTP - BNR - Methanol Pumps CCRWWTP - Dewatering Improvements CCRWWTP - Digester Gas Treatment - Boilers CCRWWTP - Electrical Systems Upgrades Phase 2 CCRWWTP - Expansion Phase 1 CCRWWTP - Fermenter CCRWWTP - FMF Odor Control Replacement CCRWWTP - Genius Network Replacement CCRWWTP - Grit System Replacement CCRWWTP - Headbox Rehabilitation CCRWWTP - Headworks HVAC Replacement CCRWWTP - Perforated Plate Screen Replacement CCRWWTP - Primary Basins Scum Skimming Improvements CCRWWTP - Secondary Clarifiers Rake Arm Rehabilitation CCRWWTP - Solids Handling Expansion CCRWWTP - Switchgear PLC Replacement Central Meadow Pump Station Collection System SCADA Replacement Day Island System Replacement Fife Heights Trunk Kapowsin Water District - District Consolidation Projects

Project Name/Project Template

—

— — — — 150,000 — —

—

— — — — — 344,218,000 — — — — 250,000 — 1,106,000

— —

— 208,000 314,000 730,000 — — — —

Prior Expenditures

125,000

300,000 1,000 500,000 150,000 3,486,000 150,000 1,000

—

15,000 — 50,000 80,000 — 4,000,000 — 100,000 100,000 100,000 2,500,000 100,000 1,800,000

— 30,000

— 5,230,000 415,000 10,696,000 50,000 — — 70,000

2022

1,275,000

300,000 343,000 100,000 1,000 2,733,000 250,000 160,000

1,000

150,000 — 140,000 120,000 1,000 1,000 1,000 150,000 400,000 200,000 1,000 500,000 1,000

1,000 400,000

1,000 2,570,000 6,182,000 7,675,000 100,000 — — 200,000

2023

3,600,000

300,000 500,000 1,000 — 2,733,000 250,000 173,000

100,000

50,000 — 140,000 845,000 50,000 — 100,000 1,800,000 1,000 2,000,000 — 50,000 —

20,000 50,000

150,000 1,000 4,000,000 1,000 500,000 — — 1,000,000

2024

1,000

1,000 8,660,000 — — 1,367,000 250,000 2,441,000

200,000

1,000 1,000 1,000 1,000 150,000 — 250,000 1,000 — 1,000 — 1,000 —

100,000 1,000

375,000 — 1,000 — 1,000 1,000 1,000 1,000

2025

Capital Facilities Plan Project Spending Projections for 2022-27

—

— 8,660,000 — — 1,000 500,000 1,000

2,000,000

— 20,000 — — 1,000,000 — 1,700,000 — — — — — —

5,908,000 —

2,227,000 — — — — 50,000 300,000 —

2026

—

— 8,660,000 — — — 500,000 —

1,000

— 30,000 — — 300,000 — 1,000,000 — — — — — —

1,000 —

1,000 — — — — 150,000 300,000 —

2027

5,001,000

901,000 26,824,000 601,000 151,000 10,320,000 1,900,000 2,776,000

2,302,000

216,000 51,000 331,000 1,046,000 1,501,000 4,001,000 3,051,000 2,051,000 501,000 2,301,000 2,501,000 651,000 1,801,000

6,030,000 481,000

2,754,000 7,801,000 10,598,000 18,372,000 651,000 201,000 601,000 1,271,000

6 Year Total

2022-23 Capital Improvements Projects

529

530

42 43 44

33 34 35 36 37 38 39 40

Kapowsin Water District - Receivership Projects Manhole 1238 Rehabilitation Miscellaneous Sewer Construction North Fork Trunk Operational and Maintenance Projects Pacific Commons/Spanaway Airport Extension Parkland/Brookdale Extension Phase 4 Parkland/Brookdale Interceptor Phase 3 Sewer System Rehabilitation And Replacement Projects Utilidor Development Phase 2 West Lake Spanaway Interceptor Woodland Pump Station and Temporary Force Main Total

Project Name/Project Template

737,000 — — — 349,360,000

50,000 150,000 421,000 — 366,000 — — 660,000

Prior Expenditures

2,400,000 — — 209,000 44,355,280

150,000 2,000,000 250,000 — 197,280 — 500,000 8,600,000

2022

2,400,000 1,000 — 433,000 30,160,280

1,000 500,000 250,000 — 197,280 1,000 700,000 1,720,000

2023

2,500,000 50,000 — 4,555,000 26,952,000

— 1,000 250,000 — 200,000 151,000 770,000 60,000

2024

2,500,000 150,000 1,000 1,000 29,775,000

— — 250,000 1,000 200,000 433,000 12,430,000 1,000

2025

2026

2,500,000 2,000,000 50,000 — 46,482,000

— — 250,000 50,000 200,000 4,505,000 14,560,000 —

Capital Facilities Plan Project Spending Projections for 2022-27 151,000 2,501,000 1,500,000 201,000 1,194,560 7,207,000 28,961,000 10,381,000

6 Year Total

2,500,000 14,800,000 1,500,000 3,701,000 150,000 201,000 — 5,198,000 17,811,000 195,535,560

— — 250,000 150,000 200,000 2,117,000 1,000 —

2027

2022-23 Capital Improvements Projects

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

SOURCE OF FUNDS Sewer Fees Grants Fund Balance Total Sources

2022 30,637,790 275,000 13,442,490 44,355,280

2023 18,781,290 1,275,000 10,103,990 30,160,280

2024 22,112,580 3,600,000 1,239,420 26,952,000

2025 24,499,380 — 5,275,620 29,775,000

2026 33,457,750 — 13,024,250 46,482,000

2027 17,811,000 — — 17,811,000

RELATION TO GROWTH MANAGEMENT ACT The Sewer Division is committed to meeting the State Growth Management Act planning goal for Public Facilities and Services: RCW 36.70A.020 (12) Public facilities and services. Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards. The Sewer Division is achieving the current LOS goal of treating 220 gallons per day (GPD) per residential equivalent plus 15% reserve capacity and continues to monitor and model sewerage needs. The Sewer Division also maintains the Unified Sewer Plan (USP), a comprehensive plan which identifies sewer needs to accommodate future growth and development. A USP update is currently underway. More information can be found at https://www.piercecountywa.gov/3108/Unified-Sewer-Plan-Update

Pierce County 2022-23 Biennial Budget

531

2022-23 Capital Improvement Projects

PIERCE COUNTY SHERIFF’S DEPARTMENT The mission of the Pierce County Sheriff’s Department is to protect life and property, to uphold rights, and work in partnership to build stronger, safe communities. The Sheriff’s Department is a full-service law enforcement agency which provides a variety of services throughout the County to include patrol, traffic, and investigative services in unincorporated Pierce County. The following services are provided to both incorporated and unincorporated areas: jail, property room, and civil process services. Additional specialty services of Forensics Investigations, Search and Rescue, Marine Patrol, Dive Rescue, Air Support, Special Weapons and Tactics, and Narcotics, are provided throughout the County. Further, the Sheriff’s Department provides contract law enforcement services around the County. The Sheriff’s Department is headquartered in the County-City Building (CCB) and personnel are deployed around the County from a South Hill Patrol Precinct, a Parkland Spanaway Patrol Precinct, three Detachment offices, four contract agency offices, and other facilities. Adequate Public Facilities: It is the intent of the County CFP that adequate Sheriff’s facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County's inability to maintain level of service (LOS) standards for Sheriff’s facilities.

532

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

2022-23 Capital Projects

Annex West Property Room Expansion Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00013 Annex West 22-00018 Expand property room already at Annex West into the Election Center being vacated. Convert space for property room functions and security requirements. The existing Sheriff's Property Room is at capacity while evidence is still collected and required to be stored. 2022 2,500,000 —

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description

Multiple Firing Range

Upgrade electrical system, armory parking surfacing, safety deficiencies on walls/berms, install ADA compliant walks and ramps, install fence security system, and main vehicle gate security upgrade.

Need Notes Total Funds Annual M&O

2022 2,498,000 —

2023 — —

2024 140,000 —

2025

2026 — —

2027 — —

— —

2026 — —

2027 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

Multiple Parkland Spanaway Improve access drive drainage, parking conditions, and re-roof both buildings.

2022 — —

2023 1,030,550 —

2024 — —

2025 — —

Building and Site Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00010 South Hill Replace rooftop HVAC units, replace roofing, address drainage, repair flashing, and replace parapet siding.

2022 1,773,000 —

Pierce County 2022-23 Biennial Budget

2023 — —

2024 — —

2025 — —

2026 — —

2027 — —

533

2022-23 Capital Improvement Projects

Building and Site Improvements Project Number Location Links Description

Multiple Thun Field

Analyze and implement solution for equipment storage building for dry secure storage, replace HVAC System, install fire alarm system, elevator, and tenant improvements.

Need Notes Total Funds Annual M&O

2022 810,000 —

2023 — —

2024 490,000 —

2025 — —

2026 — —

2027 1,000 —

New Mountain Detachment Project Number Location Links Description Need Notes Total Funds Annual M&O

22-00014 TBD Land purchase, design, and construction of a new Mountain Detachment. Sheriff's precinct is currently in a leased facility that has limitations such no ADA access. 2022 4,800,000 —

2023

2024 — —

2025 — —

2026

2027

— —

2025 — — — — —

2026 — — — — —

2027 — — 1,000 — 1,000

2025 —

2026 —

2027 —

SOURCE OF FUNDS REET Transfers Unfunded Fund Balance Total Sources

2022 1,773,000 7,300,000 — 3,308,000 12,381,000

2023 1,030,550 — — — 1,030,550

2024 — — 630,000 — 630,000

TOTAL ANNUAL M&O Total Costs

534

2022 —

2023 —

2024 —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

RELATION TO GROWTH MANAGEMENT ACT The LOS was carefully examined in 2004 and adjusted to a more realistic square footage need. The Sheriff is discussing an “Officers per Thousand Population” LOS. Until an additional or a new LOS is adopted, the current level of 0.5 square feet per capita will remain in effect.

Sheriff Level of Service Sq. Ft./Population 1993 Baseline

0.2

1994

0.3

1995-2003

0.3

2004-2007

0.6

2008-2021

0.5

Pierce County 2022-23 Biennial Budget

535

2022-23 Capital Improvement Projects

SHERIFF’S CORRECTIONS BUREAU AND DETENTION CENTER The mission of the Pierce County Detention and Corrections Center is the management, in a safe and secure manner, of persons who have been charged with or convicted of offenses. It recognizes that, for sentenced prisoners, confinement in itself is punishment. For pre-trial prisoners, confinement is to ensure the safety of the public and the individual. The Center serves the entire criminal justice system. The Center shall confine persons in a responsible and humane manner that maintains self-dignity. It is hoped that prisoners can expect to leave the facility in no worse condition, physically or psychologically, than when they entered. With the belief that change is always possible, the Pierce County Detention and Corrections Center shall make available opportunities for prisoners to become involved in community-based programs which strive to promote change, self-esteem, and a positive approach to a law-abiding lifestyle. The Center’s operations shall be fiscally responsible and shall provide a safe and positive work environment for staff. It shall operate in accordance with the statutes and ordinances of Pierce County and the State of Washington. The Sheriff’s Corrections Bureau is responsible for operating two large jail facilities with a total budgeted bed count of 1,298. The Corrections Center houses both pre-trial misdemeanor and felony defendants, those sentenced to jail, and rents bed space for offenders from the federal and state Departments of Corrections and other agencies. Adequate Public Facilities: It is the intent of the County CFP that adequate Sheriff’s Correctional facilities be available no later than occupancy of each new development. However, no development permit should be denied based on the County's inability to maintain level of service standards for Corrections facilities.

2022-23 Capital Projects

Building and Site Improvements Project Number Location Links

Description

Multiple Jails

Security fencing alarm system and cameras, correct water intrusion into secure walking path connecting jails, replace camera, monitoring, and recording system, physical security duress alert, PLC system, and security intercom/elevator systems; secure lobby entries; replace kitchen equipment including blast chiller and dishwasher (Health Department regulated system); add cell toilets; install shower controls and water shut-offs; correct plumbing issues; recoat outdoor courtyard; structural repairs, HVAC re-commissioning and balancing, exterior repaint and sealing; update lighting; ADA modifications; seal windows.

Need Notes Total Funds Annual M&O

536

2022 918,600 —

2023 3,890,000 —

2024 520,000 —

2025 4,000 —

2026 4,000 —

2027 1,000 —

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

HVAC Replacement Project Number Location Links Description Need Notes

Multiple Main Jail Design and replace HVAC system, ductwork, and controls.

2022 — —

Total Funds Annual M&O

2023 — —

2024 1,000,000 —

2025 38,000,000 —

2026 — —

2027 — —

2025 — 38,004,000 — 38,004,000

2026 — 4,000 — 4,000

2027 — 1,000 — 1,000

2026 —

2027 —

SOURCE OF FUNDS REET Unfunded Fund Balance Total Sources

2022 322,600 — 596,000 918,600

2023 3,501,000 — 389,000 3,890,000

2024 — 1,520,000 — 1,520,000

TOTAL ANNUAL M&O Total Costs

2022 —

2023 —

2024 —

2025 —

RELATION TO GROWTH MANAGEMENT ACT The following table expands on the LOS table per 1,000 population.

Sheriff’s Corrections Bureau and Detention Center Level of Service Countywide Population 2017 2019 2022

859,400 888,300 917,100

Pierce County 2022-23 Biennial Budget

2.0 Beds per Thousand

Current Beds Available 1,719 1,776 1,792

Net Reserve or (Deficiency) 1,298 1,298 1,296

(421) (478) (554)

537

2022-23 Capital Improvement Projects

SOLID WASTE MANAGEMENT In Pierce County, people, businesses, and agencies work together to reuse resources and waste little, states the vision statement in the 2016 Supplement to the Tacoma-Pierce County Solid Waste Management Plan (2016 SWMP) adopted by the Pierce County Council on March 21, 2017. Supporting that vision, the Planning and Public Works Department empowers residents and businesses to reduce wasteful consumption, conserve natural resources, save money, and build a more livable community. The Solid Waste Management Fund finances capital improvements necessary for sustaining the comprehensive solid waste system that serves unincorporated Pierce County and 19 cities and towns. Associated programs include waste reduction and recycling, environmental education, and sustainability.

CURRENT FACILITY INVENTORY Pierce County contracts with private companies to operate five County-owned solid waste facilities, and to gain access and capacity at an additional four facilities. Existing facilities provide sufficient capacity to handle both garbage requiring disposal and organic materials suitable for composting throughout the six years covered by the CFP. Transfer and Disposal All non-recycled municipal solid waste from the Pierce County waste management system is disposed under contract by Pierce County Recycling, Composting, and Disposal, LLC (LRI). The privately-owned/operated LRI landfill is located southeast of the intersection of 304th Street East and Meridian East. For the year ending December 31, 2020 LRI disposed 450,155 tons of waste compared to 420,450 in the previous year. Factoring in population, on a per capita basis, disposal increased from 3.46 to 3.60 pounds per person per day. Tonnage disposed was more than the targeted level of service of 3.33 pounds per person per day. Composting LRI operates two facilities for the composting of yard and garden debris: the Pierce County Composting Facility in Purdy and the LRI Compost Factory at Hidden Valley. For the year ending December 31, 2020, LRI composted 162,330 tons of yard and garden debris, a .5% decrease from the previous year. LRI was closed to yard waste customers for 5 weeks due to COVID-19, which is the reason for the decrease. Normal operations during that time would have resulted in a 2% increase over 2019.

538

Pierce County 2022-23 Biennial Budget

2022-23 Capital Improvement Projects

2022-23 Capital Projects

Purdy Transfer Station and Recycling Facility Capacity Improvements Project Number Location Links Description Need Notes

Total Funds Annual M&O

TBD Purdy Transfer Station, 14515 54th Avenue NW, Gig Harbor Customer Service, Asset Management, and System Sustainability Plan. Expand tipping area for garbage and ancillary waste streams; enclose facility to minimize litter, odor and stormwater; add new compactor system to reduce outbound vehicle traffic; pave trailer staging area for safety and stormwater management concerns. Expansion of facility is necessary to provide additional opportunities to divert materials to recycling. PPW does not provide O&M services nor pay O&M costs at solid waste facilities. O&M work is covered by the System Operator from System Tipping Fees. This project will be proposed for addition to rates starting 3/1/22 as it was not started in 2021 due to COVID-19 pushbacks on other projects. 2022 2023 2024 2025 2026 2027 2,000,000 1,627,000 — — — — — — — — — —

Prairie Ridge Transfer Station and Recycling Facility Capacity Improvements Project Number Location Links Description Need Notes Total Funds Annual M&O

Prairie Ridge Transfer Station, 11710 Prairie Ridge Dr E, Bonney Lake Customer Service, Asset Management, and System Sustainability Plan Build tipping area for garbage and anciliary waste streams to replace the z-wall dumping that exists now. Change of facility and operation is necessary to accommodate population growth and use at the Transfer Station. PPW does not provide O&M services nor pay O&M costs at solid waste facilities. O&M work is covered by the System Operator from System Tipping Fees. 2022 2023 2024 2025 2026 2027 500,000 — — — — — — — — — — —

SOURCE OF FUNDS Waste Reduction Program Revenue Total Sources

2022

2023

2024

2025

2026

2027

2,500,000

1,627,000

—

2,500,000

1,627,000

—

2025 —

2026 —

2027 —

TOTAL ANNUAL M&O Total Costs

2022 —

Pierce County 2022-23 Biennial Budget

2023 —

2024 —

539

2022-23 Capital Improvement Projects

RELATION TO GROWTH MANAGEMENT ACT The LOS for Solid Waste Disposal Capacity is set in Appendix E of the 2016 SWMP. The 2016 SWMP reaffirms waste reduction as the County’s highest priority and renewed the goal to reduce per capita waste disposal needs from 4.5 pounds per day (2007 level) to less than 1.1 pounds per day by 2040. The Planned LOS and Actuals for 2015-2020 (shown in the next chart) along with future years’ LOS are both related to the 2016 SWMP.

Solid Waste Level of Service Year

Planned LOS

Actual / Projected Disposal Per Capita

2015

3.69

3.40 (actual disposal, 8% less than plan)

2016

3.58

3.40 (actual disposal, 5% less than plan)

2017

3.46

3.45 (actual disposal in line with plan)

2018

3.33

3.42 (actual disposal, 3% greater than plan)

2019

3.21

3.35 (actual disposal, 6% greater than plan)

2020

3.10

3.6 (actual disposal, 14% greater than plan)

2021

2.99

3.4 (projected disposal, 12% greater than plan)

2022

2.83

2023

2.69

2024

2.55

2030

1.85

2036

1.34

2040

1.09

540

Pierce County 2022-23 Biennial Budget

2022-2023 Capital Improvement Projects

SURFACE WATER MANAGEMENT AND RIVER IMPROVEMENT The mission of the Surface Water Management (SWM) Division of the Pierce County Planning and Public Works Department (PPW) is to deliver excellent services that reduce flood damage and protect and improve water quality and natural resources for the benefit of our communities. Pierce County constructs facilities sized to provide service for future demand, based on current zoning, and intends to provide public stormwater facilities to meet the increasing demands of a growing County. Since stormwater control facilities can also be privately constructed, lack of Countyprovided regional stormwater services should not be considered a limiting factor for new development.

2022-23 Capital Projects SWM capital projects for 2022-23 are listed on the following page.

Pierce County 2022-23 Biennial Budget

541

542

28 29 30 31

12 13 14 15 16 17 18 19 20 21 22 23 24 25

9 10

1 2 3 4 5

1349 Floodplain Acquisition along Rivers 1385 Jones Setback Levee 1411 Upper Nisqually Channel Migration Protection 1416 Clear Creek Acquisition and Floodplain Reconnection 1418 Orville Road Revetment at Kapowsin Creek 1419 FEMA FMA (Flood Mitigation Assistance) 2016 Clark's Cr. 1421 Middle Puy 128th St Comp Study 1422 Puyallup River Ford Setback - Capital Maintenance River 1424 White River Butte Pit Setback 1425 Orville Road Revetment Phase 2c 1427 FEMA HMGP DR 4242-4243 Clear Creek Wheel Inn MHP Property Acquisition 1701 Alward Road Acquisition & Setback Levee 1702 Carbon River Setback Levee Left Bank 1708 Neadham Road Floodplain Reconnection 1710 Fennel Creek Restoration Phase 3 1711 Carbon River Floodplain Connection Right Bank D073 Floodplain Acquisition Non-Rivers D100 Capital Improvement Professional Services D190 Rody Creek Channel Stabilization near 80th St. E. D191 Rody Creek Improvements SW of Pioneer Way D192 Purdy Creek Culvert Replacement at 144th ST. NW D199 Purdy Creek Culvert Replacement at 160th St. NW. D199 Swan Creek Pond - Flow Modification D227 Clear Cr Flood Gate D228 Clear Cr Habitat Restoration D230 Horsehaven Cr Culvert at 150th Ave E - Culvert Replacement D231 Horsehaven Cr Culvert at 188th St E - Culvert Replacement D232 Centers & Corridors Facility D235 Clover Creek - Water Quality Retrofit #1 D236 Parkview Point - Retro-fit D237 Little Minter Creek at 144th St NW

Project

76,207 62,458 142,340 82,813 100,804

147,965

1,222,666 5,342,801 1,511,955 6,749,574 510,460 380,983 2,320,840 13,186,577 362,758 1,191,824 448,765 282,532 135,260 400,238 447,599

204,446 2,473,493 2,152,416

296,533 2,199,169

10,231,769 2,041,237 2,914,529 8,397,143 4,445,587

Cumulative Prior Expenditures

116,320 77,160 605,690 331,190 172,520

674,820

774,080 1,052,660 590,500 1,600,880 142,530 376,260 360,140 815,380 578,600 151,450 52,660 69,600 — 640,560 886,080

26,330 1,766,130 3,136,570

670,140 586,450

510,140 1,770,240 3,640 865,830 190,500

2022

770,780 15,200 1,106,960 911,660 202,860

15,080

75,080 35,650 228,520 2,176,020 80,840 160,200 360,200 1,488,520 430,370 60,370 70,370 867,040 — 22,210 25,280

20,370 301,860 45,650

61,020 226,020

510,200 2,285,650 — 769,260 206,020

2023

— 40,000 — — 810,340

—

— 1,000,000 250,000 10,000 800,000 200,000 360,000 520,000 — 700,000 500,000 1,000 — — —

2,000,000 1,050,000 —

— 300,000

510,000 10,000,000 — 850,000 1,325,000

2024

— 1,000,000 — — —

—

— 1,000,000 — — 10,000 3,000,000 360,000 520,000 — — 3,000,000 — — — —

— 1,000,000 —

— 1,100,000

510,000 10,000,000 — 950,000 1,250,000

2025

Capital Facilities Plan Project Spending Projections for 2022-27

— 1,000,000 — — —

—

— — 3,000,000 — — — 360,000 520,000 — — 1,000 — 50,000 — —

— 7,000,000 —

— 4,100,000

510,000 — — 950,000 1,000,000

2026

6 Year Total

— — — — —

—

— 358,280 3,000,000 — — — 360,000 520,000 — — 1,000 — 1,130,000 — —

887,100 2,132,360 1,712,650 1,242,850 1,185,720

689,900

849,160 3,446,590 7,069,020 3,786,900 1,033,370 3,736,460 2,160,340 4,383,900 1,008,970 911,820 3,625,030 937,640 1,180,000 662,770 911,360

— 2,046,700 7,000,000 18,117,990 — 3,182,220

— 731,160 4,000,000 10,312,470

510,000 3,060,340 — 24,055,890 — 3,640 3,200,000 7,585,090 — 3,971,520

2027

2022-23 Capital Improvements Projects

Pierce County 2022-23 Biennial Budget

47 48

41 42 43 44 45

38 39

35 36

D443 Schoolhouse Creek Culvert at Eckenstam Johnson Rd./108th St. D445 Huge Creek at 144th St NW D446 Schoolhouse Creek Culvert Replacement at Mouth D460 Swan Creek 64th Street East Stream Bank/Channel Stabilization D462 Brighton Creek D812 Diru Creek Bank Stabilization at 72nd St. E. D817 Chambers Creek Dam Demolition and Bridge Reconstruction TBD Clarks Creek - Water Quality Retrofit #1 TBD Clarks Creek - Water Quality Retrofit #2 TBD Clarks Creek - Water Quality Retrofit #3 TBD Clover Creek - Water Quality Retrofit #2 TBD Lake Tapps Water Quality Retrofit TBD Rainier Manor/Riverwalk/River Grove and SR-410 Flood Wall and Levee TBD Shellfish Water Quality Retrofit #1 TBD Shellfish Water Quality Retrofit #2 TBD White and Puyallup Rivers Confluence Property Acquisition Total

32 D238 Little Minter Creek at 97th St 33 D441 Huge Creek Culvert Replacement at 160th St. NW.

Project

4,350 78,660,445

55,130 1,350,820 1,172,500

— 976,239 179,236 63,428 — —

483,619 283,580 1,896,728

116,517 82,038 98,949

85,478 1,348,095

Cumulative Prior Expenditures

— 21,873,930

— — —

480,000 — — — — —

263,160 164,860 755,690

181,380 182,630 150,560

99,600 1,000

2022

— 17,790,870

— — —

— 110,130 110,130 110,130 — —

1,096,390 136,750 1,000,000

1,086,580 228,340 332,410

50,750 —

2023

750,000 27,002,650

600,000 25,000 —

— 100,000 100,000 100,000 210,000 100,000

1,500,000 1,000,000 —

1,000 780,310 10,000

500,000 —

2024

750,000 27,615,000

600,000 80,000 25,000

— 200,000 100,000 100,000 30,000 —

10,000 10,000 —

— — 2,000,000

10,000 —

2025

Capital Facilities Plan Project Spending Projections for 2022-27

— — —

— —

750,000 22,636,000

850,000 215,000 80,000

— 500,000 400,000 800,000 550,000 —

2026

— — —

— —

750,000 22,294,280

850,000 — 215,000

— — 400,000 — — —

2027

3,000,000 139,212,730

2,900,000 320,000 320,000

480,000 910,130 1,110,130 1,110,130 790,000 100,000

2,869,550 1,311,610 1,755,690

1,268,960 1,191,280 2,492,970

660,350 1,000

6 Year Total

2022-23 Capital Improvements Projects

543

2022-2023 Capital Improvement Projects

SOURCE OF FUNDS SWM Fees Other Grants Flood Control Zone District REET Unfunded Fund Balance Total Sources

2022 6,547,220 1,824,900 5,156,100

2023 6,637,940 1,592,580 3,849,250

2024 6,838,600 5,360,000 6,734,050

2025 6,530,000 5,333,000 8,330,000

2026 6,672,500 845,000 5,708,500

2027 5,379,440 215,000 7,121,000

5,736,000 2,200,000 — 409,710 21,873,930

2,178,500 2,266,000 — 1,266,600 17,790,870

5,250,000 2,520,000 — 300,000 27,002,650

4,885,000 2,237,000 — 300,000 27,615,000

6,335,000 2,525,000 — 550,000 22,636,000

6,150,000 3,378,840 — 50,000 22,294,280

RELATION TO GROWTH MANAGEMENT ACT The baseline LOS for the County stormwater facilities is to provide conveyance facilities to accommodate a 4% annual chance flood (25-year, 24-hour design storm) and holding facilities to accommodate a 1% annual chance flood (100-year, 24-hour design storm). Infiltration facilities must be designed to accommodate the 100-year, 24-hour design storm or the 100-year, 7-day design storm, whichever results in a larger facility. Water quality treatment is provided for the volume of runoff from 91st percentile, 24-hour runoff volume (or 91% of surface water runoff). The LOS for the flood management facilities along the rivers was established in the Rivers Flood Hazard Management Plan (RFHMP) and varies with the adopted river reach management strategy as described in section 3.2 Project Policies in the RFHMP. The specific LOS for each river reach is described in Appendix F and varies from 200-year to maintaining the existing levee prisms in levee reaches. There are also erosion protection levels for revetments to reduce the risk from channel migration. The consideration of which LOS to apply to a given reach involves the infrastructure (roads and buildings) either currently present or planned in the future that is at risk. Design of levees for a level of service also includes three feet of freeboard above the Storm Recurrence Year flood elevation. A 200-year LOS is the flood elevation for a storm with a 0.5% chance of occurring any given year (plus three feet freeboard). The RFHMP can be viewed online at: https://www.piercecountywa.gov/DocumentCenter/Index/4524

544

Pierce County 2022-23 Biennial Budget

Appendix GLOSSARY OF TERMS The glossary provides the definitions of terms which are commonly used throughout the biennial budget document. 4-H: The youth development program of Washington State University Extension. It is managed jointly by the U.S. Department of Agriculture, Washington’s land grant university (WSU), and Pierce County government. Accrual Basis: The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. Enterprise Funds and Internal Service Funds use the accrual basis. Other Pierce County funds use a modified accrual basis under which expenditures, other than accrued interest on general long-term debt, are recorded when incurred. Revenues are recorded in the accounting period when measurable and available. Revenues such as interest earnings on investments, rents, interfund payments for services, and payments from other governmental units are measurable and are recorded when earned. However, revenues derived from taxes, license and permit fees, and fines and forfeits are not always measurable and available, and are thus recognized only when the cash is received. Appropriation: A legal authorization granted by the County Council to make expenditures and to incur obligations for specific purposes. For budgetary/operating funds these appropriations lapse at the end of each calendar year. For capital project funds the appropriations do not lapse but continue in force until fully expended or the purpose for which they were issued or established has been accomplished or abandoned. Assessed Valuation: The fair market value of both real (land and buildings) and personal property as determined by the Assessor-Treasurer’s Office for the purpose of establishing property taxes. Assets: Tangible and intangible resources owned or held by the government which have probable future economic benefit, including cash, investments, receivables, inventories, equipment, fixtures, and buildings. Balanced Budget: A budget where planned expenses do not exceed the amount of revenue or funding available. Biennial Budget: A plan of financial operation for a given period which outlines the estimated expenditures to provide services or accomplish a purpose together with the estimated revenues which will finance those expenditures. The annual budget includes the estimated cost of operations, debt service, and capital outlay for all operating funds. Budgets must be balanced so that estimated total expenditures equal estimated total revenues. Once adopted by the County Council, the fund totals appropriated become maximum spending limits. Legal authority and requirements for Pierce County’s operating budget are found in the Revised Code of Washington (RCW 35A.33). Biennium Budget: A financial operations plan (budget) spanning two years. Bond: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the bond issue to which it is related. Some common types of bonds include: 

Revenue Bond – This type of bond is backed only by the revenues from a specific enterprise or project such as a utility district.



Special Assessment Bond – A special type of municipal bond used to finance a development project. Interest owed to lenders is paid by taxes levied on the property benefiting from the particular bondfunded project.

Pierce County 2022-23 Biennial Budget

A-1

Appendix General Obligation (GO) Bond – This type of bond is backed by the full faith, credit, and taxing power of the government. 

Budgetary Control: The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available resources.

Capital Improvement Plan (CIP): The long term, six-year plan for capital expenditures for public facilities and infrastructure (buildings, roads, major renovations, etc.). The CIP is a plan of work and proposed expenditures. Only expenditures and revenues proposed for the first year of a project are incorporated into the annual budget. Cash Basis: The method of accounting under which transactions are recognized only when cash changes hands. Cost Accounting: Method of accounting which identifies and records all costs incurred to carry out a particular activity or to deliver a particular service. Cost Allocation Plan: Employed to distribute central service costs which are incurred when providing common purpose services benefiting more than one cost objective, and not readily assigned to the cost objectives specifically benefited. These costs are considered "indirect." In Pierce County, these indirect cost service areas or "cost centers" include Fiduciary, Human Resources, Legal, and General Management. All of these cost centers are within the General Fund. Pierce County prepares two separate Countywide Central Service Cost Allocation Plans, the 2CFR PART 225 Plan and the Full Cost Plan. Deficit: (1) The excess of liabilities of a fund over its assets (see Fund Balance). (2) The excess of expenditures over revenues during a single accounting period; or, in the case of enterprise and internal service funds, the excess of expenses over revenues and non-operating revenues (expenses) during an accounting period. Depreciation: (1) The portion of the cost of a fixed asset which is charged as an expense during a particular period, or (2) the expiration in the service life of fixed assets attributable to wear and tear, deterioration, or obsolescence. Encumbrances: Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. The encumbrance ceases when the obligation is paid or accrued. Enterprise Funds: Used to report the same functions presented as business-type activities in the governmentwide financial statements. Examples are the sewer utility, Chambers Creek Regional Park, solid waste management, airport, and ferry services. Entity: The basic financial reporting unit, such as a fund. Executive Strategic Objectives: These objectives guide the County in the development of department budgets and performance measures. Expenditure: The payment for goods and services. Expenditures are recorded when the cost of goods or a service is rendered or a liability is incurred. Expenses: Expenses represent the total cost of operations during a period, including depreciation and amortization. Fiduciary Funds: Resources held for the benefit of parties outside the government and are not available to support County programs. A-2

Pierce County 2022-23 Biennial Budget

Appendix Fiscal Year: A twelve-month period designated as the operating year by an entity. For Pierce County, the fiscal year is the same as the calendar year. Fund Balance: In general, the fund balance is the excess of an entity’s assets over liabilities and includes those revenues not required for expenditure in the current budget year. Restricted fund balances are those revenues reserved for a specific future purpose. In enterprise and internal service funds the term “unrestricted net assets” is used to refer to the fund balance. General Fund: Receives unrestricted County revenue which is used to finance activities such as law enforcement, detention facilities, the judicial system, parks, recreation programs, and general governmental services. Governmental Funds: Consists of the General, Special Revenue, Debt Service, and Capital Project Funds and are governed by accounting standards developed specifically for government. Grant: A contribution of assets (usually cash) by a governmental unit or other organization to another governmental unit. Typically, grants are made to local governments from the state or federal government for specified purposes. Interfund Services/Revenue: Interfund services are transactions between individual funds of Pierce County, as opposed to transactions between the County and private vendors or other governments. Internal service funds are the primary providers of interfund services and receive revenues from other County funds for these services. Input/Output Measures (IOM): Specific quantitative measures of work performed or results achieved through an activity or program. IT Cost Allocation: A cost model for building and maintaining information systems. This model relates approved investments and Information Technology (IT) costs, and provides detailed cost information, the equitable funding of shared systems, and the ability to audit expenses. Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. Major Funds: Funds that have at least 10% of total governmental or enterprise expenditures or have at least 5% total expenditures for governmental and enterprise funds. Pierce County has three major funds, General, Road, and Sewer. Maturities: A specific time when an investment or a debt instrument becomes due. Operating Revenue: Sources of revenue received during a fiscal year such as taxes, intergovernmental revenues, license and permit fees, fines and forfeits, charges for services, and grants and contributions. Operating Transfer In/Out: Authorized transfers from one fund to another fund to support operations of the receiving fund. Other Funding Sources: Revenue sources other than operating revenues, such as operating transfers from other departments, sale of fixed assets, interfund loans, bond proceeds, contributed capital, and estimated use of beginning fund balance. Performance Measures: Measures are developed for each departmental budget. These measures are specific and quantifiable statements of what major items will be accomplished in a fiscal year (see Executive Strategic Objectives). Pierce County 2022-23 Biennial Budget

A-3

Appendix Performance Ratios: Quantitative measures, such as the extent to which growth in real (inflation adjusted) resources has kept pace with service demands, used to show budget-related trends. Property Tax Levy: The amount of property tax allowable under state law which a county government may levy annually without approval by a vote of the county’s registered voters. State law fixes the maximum levy in dollars per $1,000 of assessed valuation and the annual rate at which total regular levy property taxes may increase. Reserve: An account used to indicate that a portion of fund equity is legally restricted for a specific purpose or not available for appropriation and subsequent spending. Resources: Total dollars available for appropriation, including estimated operating revenues, interfund transfers, and other financing sources, such as the sale of fixed assets, contributed capital, and estimated use of beginning fund balance. Subsidiary Ledger: A group of accounts, all of which pertain to one company or activity. Trust Fund: A fund managed on behalf of another comprised of a variety of assets intended to provide benefits to an individual or organization. Working Capital (Advance): Funds provided to cover payments that may arise in the future, or to guarantee performance of a contract or service.

A-4

Pierce County 2022-23 Biennial Budget

Appendix

GLOSSARY OF ACRONYMS / ABBREVIATIONS 1T

1-Ton

Asphalt Cement

ACO

Animal Control Officer

ACP

Annual Construction Program

ACQ

Acquisition

ADA

Americans with Disabilities Act

ADF

Average Daily Flow

ADP

Average Daily Population

ADR

Aging and Disability Resources

AFIS

Automatic Fingerprint Identification System

ALI

Automatic Location Identification

ANI

Automatic Number Identification

APM

Applications and Project Management

ARP

American Rescue Plan

ARPA

American Rescue Plan Act

ARRAIGN

Arraignment

ASE

Automotive Service Excellence

ASST

Assistant

ATLAS

Automated Tax and Land-Value Access System

ATM

Aggregate Trailer Mass

ATR

Assessor-Treasurer

AV/AVE

Avenue

AVG

Average

BARS

Budgeting, Accounting, and Reporting System

BIPOC

Black, Indigenous, and People of Color

BLDG

Building

BLVD/BV

Boulevard

BNR

Biological Nutrient Removal

BPA

Best Permitting Agency / Best Public Agency

BRD

Board

BUD

Budget

Pierce County 2022-23 Biennial Budget

A-5

Appendix CA

Cleared with Arrest

CAB

Cleared with Arrest (Booking)

CANC

Cleared with Arrest – No Charges

CARES Act

Coronavirus Aid, Relief, and Economic Security Act

CASA

Court Appointed Special Advocates

CASI

Cleared with Arrest – Summons Issued

CBGC

Chambers Bay Golf Course

CCB

County-City Building

CCN

Combined Communications Network

CCP

Chambers Creek Properties

CCRP

Chambers Creek Regional Park

CCRWWTP

Chambers Creek Regional Wastewater Treatment Plant

Chemical Dependency / Community Development

CDBG

Community Development Block Grant

CDC

Community Development Corporation

CFP

Capital Facilities Plan

CIP

Capital Improvement Plan / Commercial Inspection Program

CLE

Continuing Legal Education

CLP

Computer Lifecycle Program

CMF

Central Maintenance Facility

COLA

Cost of Living Adjustment

COMM

Communication / Community / Commission

COMP

Compensation

COMPL

Completed

COMPTR/CMPTR Computer

A-6

CONST

Construction

CONVIC

Conviction

COOP

Continuity of Operations Plan

COORD

Coordinator

COVID-19

Coronavirus Disease 2019

CPU

Central Processing Unit

CQI

Continuous Quality Improvement Pierce County 2022-23 Biennial Budget

Appendix CR

Creek

CRAB

County Road Administration Board

CRP

County Road Project

Computed Tomography

CT/CRT

Court

CTE

Career Tech Educator

CTR

Center

CTY

County

CURR

Current

CWA

Cascade Water Alliance

DAC

Department of Assigned Counsel

DAS

Distributed Antenna System

Developmental Disabilities

DEI

Diversity, Equity, and Inclusion

DEM

Department of Emergency Management

DEPT

Department

DEV

Development

DIR

Director

DIST

District

DIV

Division

DNA

Deoxyribonucleic Acid

DOC

Document

DOE

Department of Ecology

Drive

DSHS

Department of Social and Health Services

DUI

Driving Under the Influence

Domestic Violence

E/O

East of

East

ECEAP

Early Childhood Education Assistance Program

ECON

Economic

EEO

Equal Employment Opportunity

Pierce County 2022-23 Biennial Budget

A-7

Appendix

A-8

EIS

Environmental Impact Statement

EMAP

Emergency Management Accreditation Program

EMP/EMPLOY

Employment

EOC

Emergency Operations Center

East Precinct

EPA

Environmental Protection Agency

EQ/EQUIP

Equipment

ESB

Environmental Services Building

ESS

Equipment Services Section

EST

Estimate

ETC

Etcetera

ETN

Excise Tax Affidavit Number

EVAL

Evaluation

EVALS

Evaluations

EVNTS

Events

EXEMP

Exemptions

EXT

Extension

FAA

Federal Aviation Administration

FAC

Facility

FACIL

Facilities

Fund / Funds

FEMA

Federal Emergency Management Agency

FFA

Future Farmers of America

FJC

Family Justice Center

Floor

Facilities Management

FMA

Flood Mitigation Assistance

FMF

Fertilizer Manufacturing Facility

FMLA

Family and Medical Leave Act

FORF

Forfeiture

FPB

Fire Prevention Bureau

FPM

Finance and Performance Management Pierce County 2022-23 Biennial Budget

Appendix FT

Foot

FTE

Full Time Equivalent (staff)

Fiscal Year

FYCOES

Family, Youth & Community Outreach and Education Strategies

GAAP

Generally Accepted Accounting Principles

GAL

Guardian Ad Litem / Gallon

GASB

Governmental Accounting Standards Board

GEN

General

General Fund

GFOA

Government Finance Officers Association

GIS

Geographic Information System

GMA

Growth Management Act

General Obligation

GOB

General Obligation Bond

GOV

Government

House Bill

HIDTA

High Intensity Drug Trafficking Areas

HIV

Human Immunodeficiency Virus

HMGP

Hazard Mitigation Grant Program

HOA

Homeowner Association

Human Resources

HRS

Hours

Human Services / Healthcare Systems

HUD

Housing and Urban Development

HVAC

Heating, Ventilation, and Air Conditioning

HWY

Highway

I/C

In Custody

Interstate

IMP

Implementation

IMPROV

Improvement

INCL

Including

INSP/INSPEC

Inspections

Pierce County 2022-23 Biennial Budget

A-9

Appendix

A-10

INST

Instructor

INTERGOV

Intergovernmental

Infrastructure and Operations

IOM

Input / Output Measures

IPD

Implicit Price Deflator

Information Technology

ITA

Involuntary Treatment Act

IVR

Interactive Voice Response

JBLM

Joint Base Lewis-McChord

K-9

Canine Unit

K-12

Kindergarten to 12th Grade

KBTU

One Thousand British Thermal Units

KPN

Key Peninsula North

LCC

Lakewood Community Center

Law Enforcement

LETPP

Law Enforcement Terror Prevention Program

Large

LIC

License

LIFE

Leadership Instruction & Field Experiences

LLC

Limited Liability Company

LOS

Level of Service

LRI

Land Recovery Incorporated

LTAC

Lodging Tax Advisory Committee

LTD

Long Term Debt

LTGO

Limited Tax General Obligation

LUAC

Land Use Advisory Committee

M&O

Maintenance and Operation

MCE

Miscellaneous Current Expense

MCIRT

Mobile Community Intervention Response Team

Medical Examiner

MET

Metro

MGD

Million Gallons per Day Pierce County 2022-23 Biennial Budget

Appendix MGMT/MGT

Management

MGR/MNGR

Manager

MHz

Megahertz

MISC

Miscellaneous

MNT

Maintenance

Month

Mile Post

MPLS

Multiprotocol Label Switching

MSAG

Master Street Address Guide

Mount

MTG

Meeting

MTGTN

Mitigation

MUNI

Municipal

MVET

Motor Vehicle Excise Tax

North

NAIC

North American Industry Classification

NCF

No Charges Filed

Northeast

NEWSTTR

Newsletter

Number

NOFA

Notice of Fund Availability

NPDES

National Pollutant / Pollution Discharge Elimination System

NUTR

Nutrition

North West

O/C

Out of Custody

O&M

Operation and Maintenance

OASI

Old Age and Survivors Insurance

OFM

Office of Financial Management (State of Washington)

OP/OPER/OPS

Operations

OPPORT

Opportunity

Oregon

ORG

Organization

Pierce County 2022-23 Biennial Budget

A-11

Appendix

A-12

P&I

Principal and Interest

Prosecuting Attorney

PALS

Planning and Land Services

PAN

Physical Activity Nutrition

Pierce County / Personal Computer

PCALERT

Pierce County Alert

PCC

Pierce County Code

PCILF

Pierce County In-Lieu Fee Program

PCMEO

Pierce County Medical Examiner’s Office

PCNET

Pierce County Neighborhood Emergency Teams

PCPARKS

Pierce County Parks and Recreation Services

PCTV

Pierce County Television

PEBB

Public Employees Benefits Board

PEN

Peninsula

PERC

Public Employment Relations Commission

PERF

Performance

PERS

Personnel

Perry Grant

PHYS

Physical

PKWY

Parkway

PLC

Programmable Logic Controller

PLU

Pacific Lutheran University

PNGA

Pacific Northwest Golf Association

PPW

Planning and Public Works

Prevention

PRGM

Program

PROC

Processed

PROJ

Project

PROP

Property

PROS Plan

Park, Recreation, Open Space Plan

PRTPNT

Participants

Puget Sound Pierce County 2022-23 Biennial Budget

Appendix PSA

Public Service Announcement

PSAP

Public Safety Answering Points

PSBH

Puget Sound Behavioral Hospital

PSE

Policy Systems and Environment

PSESD

Puget Sound Educational Service District

PSTAA

Puget Sound Taxpayer Accountability Account

Point

PUY

Puyallup

Public Works

PWTF

Public Works Trust Fund

PYMNTS

Payments

RAC

Resource Advisory Committee

RCW

Revised Code of Washington

Road

REC

Receptor / Recording / Recreation

RECIP

Recipient

REHAB

Rehabilitation

REET

Real Estate Excise Tax

REG

Registration

REQ

Requests

RES

Reserve / Residential

RESTRIC

Restricted

REV

Revenue / Review

RFHMP

Rivers Flood Hazard Management Plan

RFI

Report Fulfillment Interval

RFP

Request for Proposal

RFQ

Request for Qualifications

RMVD

Removed

South / Service Thresholds

SAAS

Software as a Service

SAC

Sexual Assault Center

Senate Bill / School Bus

Pierce County 2022-23 Biennial Budget

A-13

Appendix

A-14

SCADA

Supervisory Control and Data Acquisition

SCK

Sick

SCWCS

Single Countywide Communications System

Software Development / Site Development

Southeast

SEPA

State Environmental Protection Act

SERV

Service

SFR

Single Family Residence

SHB

Substitute House Bill

SHRD

Shared

SHSP

State Homeland Security Program

SIU

Special Investigations Unit

SORP

Sex Offender Registration Program

SPEC

Specialist

SQ. FT.

Square Foot

State Route (Number) / Senior

SRC

Sprinker Recreation Center

SRVC

Service

Spatial Services

SS911

South Sound 911

SSHAP

South Sound Housing Affordability Partnership

SSMIC

South Sound Manufacturing Industrial Council

Street

STD

Sexually Transmitted Disease

STOP

Sewer-Traffic Operations Project

SUB

Subtotal

SUD

Substance Use Disorder

SUP

Superior

SUPT

Superintendent

SUV

Sport Utility Vehicle

SVCS

Services

Southwest Pierce County 2022-23 Biennial Budget

Appendix SWM

Solid Waste Management / Surface Water Management

SWMP

Solid Waste Management Plan

SYS

System

TAC

Tacoma

TAPCO

Tacoma-Pierce County

TAT

Turn-around-time

TBD

To Be Determined

Training Center

TECH

Technician

TEU

Twenty-Foot Equivalent Unit

Tenant Improvement

TIP

Transportation Improvement Program

TIW

Tacoma Narrows Airport (code)

TMDL

Total Maximum Daily Load

TPA

Tourism Promotion Area

TPCHD

Tacoma Pierce County Health Department

TRANS

Transactions

TRNGS

Trainings

TRU

Telephone Reporting Unit

U.S./US

United States

UASI

Urban Areas Security Initiative

UGA

Urban Growth Area

ULID

Utility Local Improvement District

UNEMPL

Unemployment

US&R

Urban Search & Rescue

USA

United States of America

USGA

United States Golf Association

USP

Unified Sewer Plan

Ultra Violet

V/S

Service Standard

Volume

Veterans Affairs / Veterans Administration

Pierce County 2022-23 Biennial Budget

A-15

Appendix

A-16

VFW

Veterans of Foreign Wars

VHF

Very High Frequency

VOIP

Voice Over Internet Protocol

Violence Prevention

W/IN

Within

West

Washington

WA TF1

Washington Task Force 1

WCMF

West County Maintenance Facility

WDFW

Washington Department of Fish and Wildlife

WKSHP

Workshop

Water Quality

WQI

Water Quality Index

WSAC

Washington State Association of Counties

WSBA

Washington State Bar Association

WSD

Workload Service Data

WSDOT

Washington State Department of Transportation

WSH

Western State Hospital

WSU

Washington State University

WTP

Wastewater Treatment Plant

Wastewater

WWTP

Wastewater Treatment Plant

Way

YMCA

Young Men’s Christian Association

Year

YTD

Year to Date

YWCA

Young Women’s Christian Association

Pierce County 2022-23 Biennial Budget

Pierce County 2022-23 Biennial Budget

Articles inside

Covid-19 American Rescue Plan Fund

Communications

GENERAL OVERVIEW

Budget in Brief