City of Sequim 2022 Adopted Budget Administrative Services Department
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City of Sequim
2022 Adopted Budget
Administrative Services Department
City of Sequim
Department Description
Administrative Services Department
And Non-Departmental
Administrative Services
Sue Hagener
Finance & Information
Customer Service Financial Technology Non-
Administration Departmental
Connie Anderson Anthony Martin
Utility Billing/Customer Cash Management IT Help Desk City-wide Indirect
Service Affordable Housing Enterprise Infrastructure Expenses
Receipting/Cashier REET (servers/data Community Service
storage/network
Accounting Equipment Reserve Contracts
communications/back-up
Accounts Payable American Rescue Plan and recovery) Contingency Budget
Payroll Act Cyber Security for Users, Transfers
Grants/Contracts Rainy Day Fund Devices and Systems Risk Management and
Financial Reporting Debt Service Disaster Recovery and Insurance
Budgets Trust and Agency Funds Continuity of Business Other Shared Costs
Cost Allocation Operations
Financial Analysis
2022 Adopted Budget 71 12/31/2021
Administrative Services Budget Detail
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Expenses
Finance 702,422 704,597 721,346 740,057 743,258 466,884 (276,374) -37.2%
IT (Information Technology) 755,657 690,824 866,887 821,625 824,951 926,710 101,759 12.3%
NonDepartmental 2,005,405 2,247,784 1,213,859 1,571,001 1,873,185 1,308,525 (564,660) -30.1%
Total Expenses 3,463,484 3,643,205 2,802,092 3,132,683 3,441,394 2,702,119 (739,275) -21.5%
2022 Adopted Budget 72 12/31/2021
Finance Budget Detail
The Finance function oversees all financial functions of the City, the integrity of the City’s financial records and ensures
that public dollars are spent according to the approved budget. Staff assists other departments in budgeting and financial
reporting, financial planning and analysis of projects, purchasing and bidding regulations, complying with grant
requirements, and financing capital projects. The City is audited by the State Auditor and has had a clean audit for over
28 years (based on available documents going back to 1992). This function provides customer service for the City’s
Water and Sewer utilities, serves as the central reception for the City, and responds to a wide variety of citizen inquiries.
Mission
The mission of the Finance Department is to provide the foundation for the City’s fiscal health.
Key Goals
• Continue to maintain a high quality level of service by adapting to the "new COVID normal" through technology
• Continue to maintain the highest level of compliance with State Auditor reporting and internal control requirements
• Ramp up community outreach on the Budget Process
• Continue refinement of financial systems and processes
• Continue to ensure prompt debt service payments and responsible reporting to rating agencies
• Continue support of key Council Goals
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Expenses
Salaries & Wages 459,095 468,341 475,551 498,291 494,812 171,941 (322,871) (65.3)%
Personnel Benefits 203,588 215,284 216,585 217,120 227,583 264,898 37,315 16.4%
Supplies 2,029 2,701 1,167 2,179 2,238 3,420 1,182 52.8%
Service Charges 18,902 18,271 3,233 7,467 3,625 11,625 8,000 220.7%
Intergovernmental Services 18,807 - 24,809 15,000 15,000 15,000 - -%
Total Expenses 702,421 704,597 721,345 740,057 743,258 466,884 (276,374) -37.2%
2022 Adopted Budget 73 12/31/2021
Finance Budget Detail Expenditure Summary This budget decreased by $276k (37%) from the 2021 Amended Budget due to the net effect of small increases in travel and training, increases in medical insurance benefits and a decrease in salaries for those costs allocated out to other departments ($373k). 2022 Adopted Budget 74 12/31/2021
Economic Sustainability,
Vitality, & Financial Stability
The Washington State Auditors Office is responsible for auditing each and every Washington governmental agency. As such, it col-
lects a lot of financial data! This financial data is loaded into their Financial Intelligence Tool that allows agencies to see how they are
performing and to see how they compare to other agencies. The %dashboard& in the following pages, is a %health check& on the City of
Sequim derived out of our 2020 unaudited financial statements.
General Fund Health = Good: Includes cash balance sufficiency, change I cash position and fund sustainability
All Governmental Fund Health = Good: Includes all of the above, plus debt load
Water Fund Health = Good: Includes cash balance sufficiency, change I cash position, fund sustainability and debt load
Sewer Fund Health = Good: Includes cash balance sufficiency, change I cash position, fund sustainability and debt load
This data is available at sao.wa.gov for all agencies in Washington state
2022 Adopted Budget 75 12/31/20212022 Adopted Budget 76 12/31/2021
IT (Information Technology) Budget Detail
The IT Department is responsible for supporting the operational needs of City staff by effectively managing Enterprise
Information Technology assets. Core departmental services include providing IT Service Desk Support, managing
Enterprise Infrastructure Resources, enhancing our Cybersecurity Profile, and facilitating Continuity of Operations.
Services are provided for three staffed sites (City Hall, City Shop, and WRF) and for several satellite sites (Guy Cole,
EOC/Transit and Port Williams Pump Station, etc.). Services include email and collaboration, file storage, print services,
data backup and recovery, telecommunications, network connectivity and security, off-the-shelf application support,
mobile devices, audio/visual systems, camera and physical security (shared), records requests, training, and project
management. The Department is challenged to manage this diverse portfolio of technology assets across the Enterprise
from both a knowledge and bandwidth perspective.
There are significant future opportunities to improve the efficiency of City staff and the services provided to the citizenry.
As the City sets out to employ additional technologies, careful management of expectations and resources will be
required to ensure that support for current business operations is maintained.
In 2020, by COVID-19 emergency order, a temporary IT Technician was added to staff. In 2022, this position becomes
permanent. This position is critical to addressing technology challenges presented by the COVID-19 public health
emergency and meeting the increasing demands of departmental requests for technology solutions.
Mission
The mission of the IT Department is to enable business operations to support effective government.
Key Goals
• Continue the Technology Refresh Program (TRP) to proactively replace devices nearing the end of their lifecycle
rather than risk service interruption associated with device failure
• Update and implement new policy and procedures outlining use of network equipment, online public engagement,
and identity management for staff working on-site and remotely
• Collaborate with Communications to produce a redesigned website promoting public engagement, providing access
to city information in a speedy and intuitive manner, and paving the way for further expansion of services to conduct
city business more efficiently and transparently
• Create additional platforms for collaboration – both among staff and with the public
• Collaborate with Public Works to upgrade the Supervisory Control and Data Acquisition (SCADA) system providing
better management and control of our water treatment assets as well as new functionality for staff to maintain facility
operations
2022 Adopted Budget 77 12/31/2021IT (Information Technology) Budget Detail
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Expenses
Salaries & Wages 140,494 89,556 180,388 212,348 208,596 218,709 10,113 4.8%
Personnel Benefits 50,341 45,460 90,596 102,647 109,007 113,905 4,898 4.5%
Supplies 18,162 56,435 35,013 16,044 17,700 16,200 (1,500) (8.5)%
Service Charges 391,857 376,573 438,090 367,786 366,848 455,096 88,248 24.1%
Capital Outlay (1,196) - - - - - - -%
Non-Expense & Transfers 156,000 122,800 122,800 122,800 122,800 122,800 - -%
Total Expenses 755,658 690,824 866,887 821,625 824,951 926,710 101,759 12.3%
Expenditure Summary
This overall budget increased by $102k (12%) from the 2021 Amended Budget. The most significant increases can be
seen in software licensing ($61k) and telecommunications ($49k) costs. The number of licenses and mobile devices
increased exponentially with the COVID-19 pandemic. These increases are somewhat offset by a reduction in 3rd party
contracting for services ($24k).
2022 Adopted Budget 78 12/31/2021NonDepartmental Budget Detail
Non-Departmental shared costs are those that benefit city-wide operations. Also included are Community Services
(Human and Health) contracts, General Fund contingencies, and Street Operation Transfers.
Key Goals
• Review and coordinate community investments
• Manage the use of contingency funds
• Manage transfers
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Expenses
Salaries & Wages - - (9) 2 - - - -%
Supplies 19,222 20,418 16,148 19,029 21,000 21,000 - -%
Service Charges 463,950 415,963 562,797 352,496 605,085 462,925 (142,160) -23.5%
Intergovernmental Services 1,234 303 924 2,974 600 600 - -%
Non-Expense & Transfers 1,521,000 1,811,100 634,000 1,196,500 1,246,500 824,000 (422,500) -33.9%
Total Expenses 2,005,406 2,247,784 1,213,860 1,571,001 1,873,185 1,308,525 (564,660) -30.1%
Expenditure Summary
This budget decreased by $565k (30%) from the 2021 Amended Budget due to removal of the 2021 transfer out to
replenish the Rainy Day fund ($500k). Our contingency of $100k is consistent with prior years. An increase in our annual
insurance assessment was also factored into these numbers but most of these costs are allocated out to other
departments and that portion is netted against the expense.
2022 Adopted Budget 79 12/31/2021Affordable Housing HB 1406 Budget Detail
State House Bill 1406 was passed in 2019. This bill authorized a local sales tax option that is a credit against the state
sales tax rate of 6.5% and is not a new tax. The City decided to participate in this tax credit and created a fund to
account for these tax receipts.
The funds can be used for:
• Acquiring, rehabilitating, or constructing affordable housing, which may include new units of affordable housing within an
existing structure or facilities providing supportive housing services; or
•Funding the operations and maintenance costs of new units of affordable or supportive housing, or
•Providing rental assistance to tenants.
There is a broad discretion in how these funds can be expended as long as actions target housing and programs serving
persons whose income is at or below sixty percent of the median income of the county or city imposing the tax.
When Council agreed to accept these tax receipts in 2020, the intent was to accumulate funds for at least three years to
increase the "buying" power. Tax receipts began in October 2020 and approximate $30k per year.
Key Goals
• Accumulate tax receipts in this fund until Council authorizes an appropriate use.
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Taxes - - 5,620 30,000 - 32,400 32,400 -%
Miscellaneous Revenues - - 4 81 - - - -%
Total Revenues - - 5,624 30,081 - 32,400 32,400 -%
2022 Adopted Budget 80 12/31/2021REET Budget Detail
Revenues of the REET Fund are based on the selling price of real estate sold within the City limits and are collected and
distributed by the Clallam County Treasurer. They are restricted as to the first and second ¼% of Real Estate Excise
Taxes (REET1 and REET2) and are recorded separately according to RCW Title 82 – Excise Taxes.
The revenues generated by the first ¼% (REET1) of these assessments shall be used solely for financing capital projects
specified in a capital facilities plan element of the comprehensive plan and housing relocation assistance under RCW
59.18.440 and 59.18.450. Capital projects include public works projects for planning, acquisition, construction,
reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road
lighting systems, traffic signals, bridges, domestic water systems, stormwater systems, sanitary sewer systems, parks,
recreational facilities, law enforcement facilities, fire protection facilities, trails, libraries, administrative and/or judicial
facilities, river and/or waterway flood control projects.
The second ¼% (REET2) is restricted to use for street, water and sewer acquisitions. Capital projects include those noted
above but specifically excludes facilities. The definition continues: “and planning, construction, reconstruction, repair,
rehabilitation, or improvement of parks”. It excludes acquisition and replacement. Recent legislation adds certain eligible
projects related to facilities for those experiencing homelessness and affordable housing, with some limitations and
reporting requirements (expires January 1, 2026). Finally, interest earned by REET 1 and 2must be used on the same
basis as the underlying funds.
REET funds are being used for Capital Facility, Streets, and Parks projects and will help pay the debt service on the
LTGO bonds issued for the Civic Center. Use of beginning fund balance is budgeted.
Key Goals
• Record and manage Real Estate Excise Taxes as required by RCW 82
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Taxes 533,844 547,631 522,151 541,749 450,000 450,000 - -%
Miscellaneous Revenues 5,749 10,272 7,249 7,010 5,450 5,450 - -%
Total Revenues 539,593 557,903 529,400 548,759 455,450 455,450 - -%
Expenses
Non-Expense & Transfers 255,000 480,000 660,000 485,063 485,063 490,000 4,937 1.0%
Total Expenses 255,000 480,000 660,000 485,063 485,063 490,000 4,937 1.0%
Revenue Summary
2022 revenues for both REET 1 and 2 are budgeted at $450k, based on reasonable assumptions for development.
Expenditure Summary
REET 1 and 2 expenses are budgeted at $490k and consist of transfers to other funds to support budgeted or future
projects as follows: $15k for future parks projects, $50k for shop upgrades, $50k for Civic Center HVAC work and
maintenance, $75k to Civic Center LTGO Debt Service, and $300k to streets for traffic signal projects.
2022 Adopted Budget 81 12/31/2021American Rescue Plan Act Budget Detail
This fund was created in 2021 with the expectation that the City would receive the first of two $1ml installments from the
US Department of the Treasury. The funds are the federal government's contribution to the City to support recovery
efforts related to the COVID-19 public health emergency, declared in 2020. At the time of this fund's creation, there were
many unknowns about the manner in which these funds could be used, other than the broad categories, as follows:
Responding to the public health emergency/negative economic impact
Revenue loss
Premium pay
Water, sewer and broadband infrastructure
Note: With the exception of premium pay, eligible uses are forward looking and must be used to cover costs incurred
starting March 3, 2021.
The City has until December 31, 2024 to obligate these grant funds.
Key Goals
• Complete a detailed plan for how the City will utilize this once-in-a-lifetime source of funding
• Expend federal funds in a manner consistent with the Act's requirements
• Prepare the annual report to the Treasury on the use of these funds accurately and timely
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Intergovernmental
Revenues - - - 1,067,000 1,067,000 1,067,000 - -%
Total Revenues - - - 1,067,000 1,067,000 1,067,000 - -%
Expenses
Service Charges - - - - - 70,000 70,000 -%
Non-Expense & Transfers - - - 450,000 450,000 100,000 (350,000) -77.8%
Total Expenses - - - 450,000 450,000 170,000 (280,000) -62.2%
2022 Adopted Budget 82 12/31/2021American Rescue Plan Act Budget Detail Revenue Summary The City expected to receive two installments of $1.066ml. The first installment was expected in June 2021 with the second distribution occurring in June of 2022. Expenditure Summary While a plan is currently being developed by staff to spend this once-in-a-lifetime source of funding, with the fewest administrative requirements, we do know that use of these funds is appropriate for our Emergency Management staff member. Therefore a transfer out of $100k to the General Fund is proposed to pay for his time responding to the COVID- 19 emergency. We are also proposing that we contract with outside professional services to manage the entire APRA plan creation, implementation and compliance requirements (estimate of $70k). 2022 Adopted Budget 83 12/31/2021
Rainy Day Fund Budget Detail
The Rainy Day Fund was created by Council in 2018 to provide resources for potential needs related to budget
stabilization, emergency response and one-time opportunities. Funds may only be used upon Council approval.
Key Goals
• Use these funds, as needed, for budget stabilization, emergency response and/or one-time opportunities
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Intergovernmental
Revenues - - 167,732 - - - - -%
Miscellaneous Revenues 5,835 21,685 22,990 12,805 6,000 6,000 - -%
Other Financing Sources 820,000 975,000 - 900,000 900,000 - (900,000)-100.0%
Total Revenues 825,835 996,685 190,722 912,805 906,000 6,000 (900,000) (99.3)%
Expenses
Service Charges - - 454,329 485,290 435,000 - (435,000)(100.0)%
Total Expenses - - 454,329 485,290 435,000 - (435,000)(100.0)%
Revenue Summary
At this time, no revenues are anticipated, unless they become available with Council's direction, stellar financial
performance in the General Fund, and/or state or federal programs that support the City's response to the COVID-19
public health emergency.
Expenditure Summary
The 2022 budget currently includes no expenditures. Expenditures from this fund must be brought to Council for approval
(upon their direction) and will require budget amendments.
2022 Adopted Budget 84 12/31/2021Debt Service Fund-City Hall Budget Detail
This fund was created for the purpose of recording bond proceeds and the cost of issuance, plus paying principal and
interest related to the Civic Center (LTGO) bonds.
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Miscellaneous Revenues 1,846 4,403 7,700 3,194 - 3,000 3,000 -%
Other Financing Sources 705,000 1,005,000 695,000 665,000 665,000 710,000 45,000 6.8%
Total Revenues 706,846 1,009,403 702,700 668,194 665,000 713,000 48,000 7.2%
Expenses
Service Charges 427 - - 800 800 800 - -%
Debt Service-Principal 235,000 240,000 250,000 255,000 255,000 260,000 5,000 2.0%
Debt Service-Interest &
Issuance Costs 423,875 417,125 409,925 409,626 402,126 394,776 (7,350) (1.8)%
Total Expenses 659,302 657,125 659,925 665,426 657,926 655,576 (2,350) (0.4)%
Revenue Summary
Funding for this debt service is as follows and slightly higher than the 2021 Amended Budget: $335k from General Fund,
$300k from Public Safety Tax (up $45k), and $75k from REET. When feasible, the City increases transfers into this fund
in order to save for possible prepayment of debt by 2023.
Expenditure Summary
Debt Service payments of the bonds supporting the Civic Center are approximately $665k in 2022 and thereafter. (We will
be paying down our principal balance in 2022 by $260k.)
2022 Adopted Budget 85 12/31/2021Equipment Reserve Budget Detail
The Equipment Reserve Fund was created to account and save for capital equipment purchases related predominantly to
General Fund and Street Operations, the Police Department, Information Technology, Parks, Facilities, PW
Administration and Engineering. Regular transfers are made from these funds to support ongoing equipment needs, as
scheduled out using our best estimated useful life scenarios.
Key Goals
• Support the City's goal of improving technology for a more efficient workforce
• Support the Organization Goal of improving employee engagement by providing the tools and resources needed to
do their jobs
• Manage and fund the equipment replacement function of the organization (excluding enterprise funds) - Policy
minimum fund balance is 2.5 years of replacement and maximum is 6 years of replacement
Transfers into this reserve have generally increased over the last five years in response to funding requirements for
equipment and to move toward complying with fund balance requirements. The City is continuing its savings efforts
ending 2022 with a fund balance exceeding minimum policy requirements. (This calculation is based upon current needs
scheduled out through 2028. This "schedule of needs" is updated annually.)
Transfers budgeted for 2022 of $1.045ml are $236k (29%) more than the 2021 Amended Budget - reflective to some
large purchases that require funding in 2022.
Expenses budgeted for 2022 of $1.047ml are $263k (33%) higher than 2021 and include:
PD - Two police cars - $150k: Staffing levels increased substantially in 2006 and 2007 for a variety of reasons, including
grant funding. With the new officers came the need to outfit those officers with marked and unmarked cars in those
years. (Few cars were purchased in the years after.) As such, there are currently a significant number of police cars in
use that are over 10 years old. The City intends to replace 2 of these cars in 2022, consistent with the PD’s vehicle repair
and replacement program.
PD - Body Worn Cameras Pilot Project - $75k: Body Worn Cameras have been on our radar and in our Strategic plan for
many years. Technology has improved enough that the once onerous issues of records retention, storage, and redaction
are no longer the impediment they once were. This project was piloted in 2021. More equipment must be purchased, IT
storage and processes must be addressed, and an implementation plan to include software setup and procedures for use
in the field and in the storage and redaction processes need to be developed and trained on.
IT - Unforeseen Projects/Equipment/Software - $20k: These funds provide room to quickly adjust to "spur-of-the-moment"
projects caused by unexpected circumstances requiring us to adjust technology that requires time/skillset not available in-
house and/or technology not available on-hand.
IT – Upgrade Conference Room Technology - $60k: Staff have been experiencing issues/interruptions in the audio/visual
equipment in a number of our conference rooms. Already discouraged by a complicated process to connect, access, and
display data, many have chosen to limit use to one or two spaces for collaborative work. Our proposed upgrades ($10-
12k for five rooms) will allow staff to easily schedule rooms, natively incorporate remote users, and easily work together in
more spaces.
2022 Adopted Budget 86 12/31/2021Equipment Reserve Budget Detail IT – Server Replacement - $8k: Continuing our device lifecycle plans in accordance with best practices, we would like to replace at least one (if not up to three) of our network servers which has long since expired its hardware lifespan and support from the vendor. While these devices have been well maintained, hardware such as this should be replaced to avoid catastrophic failure resulting in network downtime PW - New Vac Truck - $530k: This truck will replace a 1998 truck in need of extensive repair and component replacement. Debris tank, vacuum cyclone and water pump need to be replaced. The engine is in need of a complete overhaul. Hydraulic hoses, water hoses, and electrical harnesses all need replacement. This truck is heavily used by the stormwater crew for cleaning out catch basins. PW - Replace Chevy Truck - $58k: This is a flatbed truck with liftgate. Truck is a 1993 diesel. Has transmission issues and lift gate problems. The engine is an old style smoky diesel engine. Truck also has electrical problems in the dash. It is used throughout the city by all departments used for moving large items such as office furniture or abandoned items in allies to being used as a transport for lawn mowers and landscape equipment and waste. PW - New 5 Yard Dump Truck - $145k: A 5 yard truck is very handy within the city limits. It is an in-between size truck. (We have 3 yard trucks and a 10 yard truck). Currently our 5 yard truck is a 1983 International with a standard transmission. In the winter this truck is set up with snow plow and sander. Therefore, we do not have a dump truck to haul material during the any of the winter months. 2022 Adopted Budget 87 12/31/2021
Equipment Reserve Budget Detail
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Revenues
Equipment Reserve 22,231 30,538 31,388 25,041 19,500 19,500 - -%
IT Equipment 176,000 143,332 135,747 157,800 157,800 157,800 - -%
PW Equipment 80,000 166,000 16,000 101,250 101,000 16,000 (85,000) (84.2)%
SPD Vehicles and
Equipment 250,115 159,737 150,439 110,000 110,000 225,000 115,000 104.5%
DCD Vehicles 5,926 5,411 3,606 1,950 - 6,000 6,000 -%
Streets Vehicle Reserve 30,000 130,000 20,000 20,000 20,000 20,000 - -%
PW Vehicles 93,280 66,442 61,000 401,805 400,800 600,800 200,000 49.9%
Total Revenues 657,552 701,460 418,180 817,846 809,100 1,045,100 236,000 29.2%
Expenses
Equipment Reserve 19,368 8,063 14,877 25,000 25,000 - (25,000)(100.0)%
IT Equipment 87,631 94,047 197,035 106,000 106,000 89,000 (17,000) (16.0)%
PW Equipment 22,157 17,489 - 143,557 143,500 - (143,500)(100.0)%
SPD Vehicles and
Equipment 226,938 115,742 94,878 140,000 140,000 225,000 85,000 60.7%
DCD Vehicles 28,733 - 6,180 - - - - -%
Streets Vehicle Reserve - 53,998 - 30,000 30,000 - (30,000)(100.0)%
PW Vehicles 43,256 74 65,853 340,000 340,000 733,000 393,000 115.6%
Total Expenses 428,083 289,413 378,823 784,557 784,500 1,047,000 262,500 33.5%
2022 Adopted Budget 88 12/31/2021Equipment Reserve Budget Detail 2022 Adopted Budget 89 12/31/2021
Trust, Agency, and Internal Services Funds
Department Description
x Unemployment Compensation Reserve is an internal services fund used to pay unemployment claims and to reserve for future
unemployment claims (based upon historical activity).
x Police Expendable Trust Fund is used to temporarily hold seized assets until the case is resolved and the Court system declares the
rightful property owner. Once declared as a City asset, the money is transferred to special revenue Fund 121, Police Seized Asset Fund,
where the funds are spent according to state law.
x Construction Deposits Fund WAS used to hold funds in lieu of a performance bond from a developer or retainage for a large project.
New Washington State Auditor Office (SAO) requirements provide that we move these monies to the relevant project fund.
x Intergovernmental Agency Fund is used to receipt various monies received and then remitted to other government agencies.
x Flexible Spending Account Fund is used to account for incoming/outgoing employee benefit money that is collected pre-tax and
expended on behalf of the employee for medical related expenses based on IRS guidelines.
x Utility Security Deposits Fund WAS used to account for incoming/outgoing security deposits held for the Water and Sewer Utilities.
New Washington SAO requirements provide that we move these monies to the relevant utility fund.
x Haller Park Fund is needed to account for a non-expendable trust of the City provided by the Haller Family.
2022 Key Goals
x To appropriately account for trust, agency, and internal services funds according to regulations.
2022 Budget Summary
Revenues and expenses for all funds fluctuate based on external factors. Revenues are budgeted basically the same from year to year
because these funds are budgeted to account for volatility of revenues and costs. Actual revenues can vary significantly from budget.
Expenses are the same.
x Unemployment Compensation Reserve
Revenues consist of transfers in from General Fund, streets and sewer and expenses consist of $98k for potential claims.
x Police Expendable Trust Fund
Revenues and expenses are budgeted at $20k but are dependent on activity.
x Construction Deposits Fund
All monies have been moved to the relevant capital project fund (new SAO requirement).
x Intergovernmental Agency Fund
These are funds held in a fiduciary capacity by the City and cannot be used for general operations. A budget amount was selected that
will cover the costs of disbursements. The revenue and expenses are based on tax assessments and the sale of bus passes.
x Flexible Spending Account Fund
Revenues and expenses are budgeted at $45k and based upon expected benefit activity.
x Utility Security Deposits Fund
All monies have been moved to the relevant utility fund (new SAO requirement).
x Haller Park Fund
Monies expendable in the fund are limited to interest only.
2022 Adopted Budget 90 12/31/2021Trust, Agency, and Internal Service Funds ( Restricted Funds)
350,000
300,000
250,000
200,000
150,000
100,000
50,000
-
Actual Actual Actual Forecast Budget Budget
2018 2019 2020 2021 2021 2022
2018 2019 2020 2021 2021 2022 2022-2021
Actual Actual Actual Forecast Budget Budget Amount %
Beginning Fund Balance
Unemployment Compensation 50,175 84,272 104,661 169,661 120,661 187,611 66,950 55%
Flexible Benefits 4,602 2,460 7,144 9,045 10,147 10,328 181 2%
Police Expendable Trust - - - 561 - 745 745 100%
Construction Deposits/Retainage 89,945 176,478
Utility Deposits 164,141 39,958
Haller Park Fund 39,468 3,375 40,614 41,169 41,099 41,671 572 1%
Intergovernmental Agency Fund 1,101 106,965 2,135 1,598 11,790 12,316 526 4%
Beginning Fund Balance 349,432 413,508 154,554 222,034 183,697 252,671 68,974 38%
Revenues
Unemployment Compensation 61,000 61,000 65,000 66,950 65,000 65,000 - 0%
Flexible Benefits 15,218 28,431 27,921 41,168 45,000 45,000 - 0%
Police Expendable Trust - - 561 20,184 20,000 20,000 - 0%
Construction Deposits/Retainage 75,494 14,288
Utility Deposits 60,542 25,857
Haller Park Fund 490 656 555 502 440 440 - 0%
Intergovernmental Agency Fund 44,156 39,448 37,902 112,505 178,627 178,627 - 0%
Revenues 256,900 169,680 131,939 241,309 309,067 309,067 - 0%
Total Expenses
Unemployment Compensation 26,902 40,611 - 49,000 98,000 98,000 - 0%
Flexible Benefits 17,359 23,748 26,019 39,886 45,000 45,000 - 0%
Police Expendable Trust - - - 20,000 20,000 20,000 - 0%
Construction Deposits/Retainage 58,475 121,253
Utility Deposits 48,205 202,335
Haller Park Fund - 656 - - - - - 0%
Intergovernmental Agency Fund 41,882 40,688 38,439 101,787 168,327 168,327 - 0%
Total Expenses 192,823 429,291 64,458 210,673 331,327 331,327 - 0%
Ending Fund Balance
Unemployment Compensation 84,273 104,661 169,661 187,611 87,661 154,611 66,950 76%
Flexible Benefits 2,461 7,143 9,046 10,327 10,147 10,328 181 2%
Police Expendable Trust - - 561 745 - 745 745 100%
Construction Deposits/Retainage 106,964 69,513
Utility Deposits 176,478 (136,520)
Haller Park Fund 39,958 3,375 41,169 41,671 41,539 42,111 572 1%
Intergovernmental Agency Fund 3,375 105,725 1,598 12,316 22,090 22,616 526 2%
Ending Fund Balance 413,509 153,897 222,035 252,670 161,437 230,411 68,974 43%
2022 Adopted Budget 91 12/31/2021You can also read
